Ar 2019

MENGGANDAKAN BISNIS
MEMPERKUAT KONEKTIVITAS
TEMA DAN ARTI TEMA
Theme and Meaning of Theme
DOUBLING THE BUSINESS,

STRENGTHENING CONNECTIVITY
Menggandakan Bisnis,
Memperkuat Konektivitas
Rencana Pembangunan Jangka Panjang Nasional (RPJPN) The National Long-Term Development Plan (RPJPN) 2005-
2005-2025, memasuki tahap akhir periode 2020-2024, 2025, entering the final phase of the 2020-2024 period,
sehingga tahun 2019 menjadi krusial sebagai landasan so that 2019 will be crucial as a basis for achieving the
untuk mencapai target RPJPN. PT Jasa Marga (Persero) RPJPN target. PT Jasa Marga (Persero) Tbk participated in
Tbk turut serta dalam mendukung tercapainya target supporting the achievement of the RPJPN target through
RPJPN melalui pembangunan infrastruktur jalan tol untuk the construction of toll road infrastructure to strengthen
penguatan konektivitas wilayah melalui jalur darat, regional connectivity through land routes, thereby
sehingga mendukung strategis terciptanya percepatan supporting the strategic creation of accelerated growth
pertumbuhan dan pemerataan ekonomi Indonesia and equitable distribution of the Indonesian economy.
Jalan tol merupakan salah satu infrastruktur yang The toll road is one of the infrastructures that has
terus dikembangkan dalam 5 (lima) tahun terakhir continued to be developed in the last 5 (five) years to
untuk memperkuat konektivitas antar wilayah. Dengan strengthen connectivity between regions. With the toll
infrastruktur jalan tol kelancaran arus distribusi barang, road infrastructure, the smooth distribution of goods,
jasa dan mobilitas demografi akan semakin mudah, services and demographic mobility will be easier, because
karena jarak dan waktu tempuh yang semakin efisien. of the more efficient distance and travel time. The
Terciptanya efisiensi inilah yang menciptakan biaya creation of efficiency is what makes logistics costs more
logistik menjadi lebih bersaing sehingga laju inflasi competitive so that the inflation rate can be maintained
dapat dipertahankan rendah. Dengan laju inflasi yang low. With a low inflation rate, people's purchasing power
rendah maka daya beli masyarakat secara riil mengalami in real terms increases and causes stable production
peningkatan dan menyebabkan biaya produksi yang stabil costs thereby increasing business productivity. Efficient
sehingga meningkatkan produktivitas usaha. Ekosistem economic ecosystems are key to the realization of the
perekonomian yang efisien menjadi kunci terwujudnya welfare of the Indonesian people and to enhance the
kesejahteraan masyarakat Indonesia dan meningkatkan nation's competitiveness. Thus, the Toll Road as one of
daya saing bangsa. Dengan demikian, Jalan Tol sebagai the infrastructure driving the economic growth is needed
salah satu infrastruktur penggerak pertumbuhan ekonomi to continue to be developed to realize a more advanced
sangat diperlukan untuk terus dikembangkan untuk Indonesia.
mewujudkan Indonesia yang lebih maju.
Sejak berdirinya dari tahun 1978, pencapaian Jasa Marga Since its establishment in 1978 until the end of 2014,
mengoperasikan jalan tol hingga akhir tahun 2014 yakni the total length of toll roads Jasa Marga operated was
sepanjang 576 km. Dalam 5 tahun terakhir, Jasa Marga only 576 km. In the past 5 years, Jasa Marga has been
secara aktif membangun dan mengoperasikan jalan tol - actively building and operating new toll roads. The
jalan tol baru. Upaya Perseroan untuk melipatgandakan Company's efforts to double its business since 2015
bisnisnya sejak tahun 2015, tercermin dari panjang jalan are reflected in the total length of the toll roads that
tol yang berhasil dioperasikan Perseroan hingga akhir the Company has successfully operated which reached
tahun 2019 yakni sepanjang 1.162 km atau rata-rata 1,162 km at the end of 2019 or an average growth of
117 km per tahun. Terkoneksinya Trans Jawa dari Merak 117 km per year. The interconnection of Trans Java
sampai dengan Grati sepanjang 933 km pada tahun from Merak to Grati with the length 933 km in 2018
2018 merupakan kontribusi nyata Jasa Marga dalam is a real contribution of Jasa Marga in supporting
mendukung penguatan konektivitas untuk menggerakkan the connectivity strengthening program to boost the
sentra-sentra aktivitas ekonomi yang menjadi motor centers of economic activity as the driving force of
penggerak pertumbuhan ekonomi nasional. national economic growth.
Perjalanan Perseroan untuk menyediakan infrastruktur akan The Company's journey to provide infrastructure will
terus berlanjut dengan menuntaskan pembangunan ruas- continue by completing the construction of its toll road
ruas jalan tol yang dimilikinya. Seiring dengan pertumbuhan projects. In line with the economic growth driven by
ekonomi yang didorong oleh pembangunan infrastruktur, infrastructure development, Jasa Marga contributes to
Jasa Marga berkontribusi terhadap penguatan konektivitas strengthening connectivity between regions while growing
antar wilayah sekaligus mengembangkan pertumbuhan dan and multiplying the Company's business.
melipatgandakan bisnis Perseroan.
KESINAMBUNGAN TEMA
Theme Sustainability
2014
KONEKTIVITAS UNTUK MEWUJUDKAN
PERTUMBUHAN
Connectivity to Manifest The Growth
Jasa Marga sedang menuju pertumbuhan berikutnya
dan bersamaan dengan itu, Perseroan telah memulai
dan sedang melakukan proses transformasi bisnis dalam
menyambut kesempatan yang semakin terbuka luas di
depan mata.
Jasa Marga was heading to the next growth and at the
same time Jasa Marga had begun and was in the process
of transforming its business in welcoming opportunities
that were increasingly wide open ahead. 2015
MEWUJUDKAN INFRASTRUKTUR
UNTUK MEMPERCEPAT PERTUMBUHAN
EKONOMI NASIONAL
Infrastructure Implementation to Accelerate
The National Economic Growth
Jasa Marga mempunyai posisi yang penting
dalam mendorong pertumbuhan ekonomi melalui
pembangunan dan pengoperasian jalan tol sebagai
prasarana distribusi lalu lintas barang dan manusia
maupun sebagai prasarana pembentuk struktur ruang
wilayah.
Jasa Marga, has an important role to push the national
economic growth through the construction and operation
of toll roads as infrastructure for the distribution of goods
and people mobility as well as for forming regional spatial
structures.
2016
AKSELERASI PEMBANGUNAN
INFRASTRUKTUR
Acceleration of Infrastructure
Development
Jasa Marga siap mendorong percepatan dan perluasan

pembangunan infrastruktur, khususnya jalan tol di seluruh
Indonesia untuk meningkatkan pertumbuhan ekonomi
baik wilayah maupun nasional.
Jasa Marga was ready to stimulate the acceleration and

expansion the infrastructure development, especially toll
roads in Indonesia, to enhance the economic growth both
regionally and nationally.
2017
TRANSFORMASI UNTUK
PERTUMBUHAN BERKELANJUTAN
Transformation for Sustainable Growth
Jasa Marga terus melakukan inovasi dan bertransformasi
menjadi perusahaan modern yang memegang
kepemilikan jalan tol terbesar di Indonesia. Berbagai
inovasi dalam bidang teknologi dan operasional jalan tol
mulai dikembangkan oleh Perseroan guna memenuhi misi
Perseroan dalam memimpin pembangunan jalan tol di
Indonesia.
Jasa Marga continued to innovate and transform into a
modern company with the largest ownership of toll roads
in Indonesia. Various innovations in technology and toll
road operational necessities have been developed by the
Company to fulfill the Company's mission in leading the
development of toll roads in Indonesia.
2018
CONNECTING INDONESIA
Connecting Indonesia
Jasa Marga berkomitmen dalam mewujudkan salah satu
misi Perseroan yaitu “Memimpin Pembangunan Jalan Tol
di Indonesia untuk Meningkatkan Konektivitas Nasional”.
Perseroan memiliki sasaran dalam lima tahun ke depan
untuk terus tumbuh dan meningkatkan nilai Perseroan.
Jasa Marga has always been committed to realizing one of
the Company's missions of "Leading the Development of
Toll Roads in Indonesia to Enhance National Connectivity".
One of the Company’s goals in the next five years is to
continue to grow and increase the company value.
DAFTAR ISI
Table of Contents
Tema dan Arti Tema 2

Theme and Meaning of Theme
Kesinambungan Tema 4
Theme Sustainability
Daftar Isi 6
Table of Contents
Pernyataan Penyangkalan 13
30
Discaimer
LAPORAN
DEWAN KOMISARIS
DAN DIREKSI
Report of Board of Commissioners and Directors
Laporan Dewan Komisaris 32
Report of Board of Commissioners
Penilaian Kinerja Dewan Komisaris Tahun 33
2019
Assessment of the Board ofCommissioners
IKHTISAR KINERJA 14 Performance in2019
Pengawasan Terhadap Implementasi 33
UTAMA Strategi Perseroan
Main Performance Highlights
Supervision in the Implementation of the
Capaian Penting 2019 16 Company's Strategy
Important Achievements in 2019
Tata Cara dan Frekuensi Pemberian 33
Ikhtisar Data Keuangan Penting 18 Nasihat Kepada Direksi
Summary of Important Financial Data Procedure and Frequency of Providing Advice
Ikhtisar Keuangan 18 to the Board of Directors
Financial Highlights Penilaian Atas Kinerja Direksi dan Dasar 34
Ikhtisar Operasional 20 Penilaiannya
Operational Overview Assessment of the Board of Directors
Performance and Basis of Assessment
Informasi Harga Saham 20
Information on Stock Prices Pandangan Atas Prospek Usaha yang 35
Disusun Direksi
Grafik Ikhtisar Saham 21
View on the Business Prospects Prepared by
Chart of Stock Prices
the Board of Directors
Aksi Korporasi 21
Pandangan Atas Penerapan Good 35
Corporate Actions
Corporate Governance
Aksi Penghentian Sementara 21 View on the Implementation of Good
Perdagangan Saham (Suspension) dan/ Corporate Governance
atau Penghapusan Pencatatan Saham
Pandangan Atas Penerapan 35
(Delisting)
Whistleblowing System
Suspension and/or Delisting Events
View on the Implementation of
Informasi Obligasi Sukuk dan/atau 22 Whistleblowing System
Obligasi Konversi
Pandangan Atas Tata Kelola Teknologi 36
Information on Islamic Bonds and/or
Informasi
Convertible Bonds
View on the Information Technology
Informasi Sumber Pendanaan Lainnya 23 Governance
Information on Other Funding Sources
Penilaian Kinerja Komite di Bawah Dewan 36
Peristiwa Penting 24 Komisaris
Important Events Performance Evaluation of the Committees
under the Board of Commissioners
Perubahan Komposisi Dewan Komisaris 36
Changes in Composition of the Board of
Commissioners
Perubahan Susunan Anggota Dewan 37
Komisaris Setelah Tahun Buku 2019
Berakhir Sampai Dengan Batas Waktu
Penyampaian Laporan Tahunan
Commissioners from After the 2019 Fiscal Year
Ends until the Deadline for Submitting the PROFIL 56Xx
Annual Report PERUSAHAAN
Penutup dan Apresiasi 37 Company Profile
Closing and Appreciation Identitas Jasa Marga 58
Laporan Direksi 40 Jasa Marga Identity
Report of the Board of Directors Brand Perusahaan 59
Kinerja Perseroan 2019 41 Corporate Brand
The Company Performance in 2019 Riwayat Singkat Perusahaan 61
Analisis Tentang Prospek Usaha 45 Company History in Brief
Business Prospects Analysis Rekam Jejak 62
Penerapan Tata Kelola Perusahaan 45 Milestone Events
Implementation of Good Corporate Bidang Usaha 63
Governance Business Field
Penilaian Kinerja Komite di Bawah Direksi 46 Kegiatan Usaha Menurut Anggaran Dasar 63
dan Dasar Penilaiannya Operational Activities According Articles of
Performance Assessment for the Committees Association
Under the Board of Directors and the Basis of
Proses Bisnis 63
Assessment
Business Process
Perubahan Komposisi Anggota Direksi 47
Pengelolaan Aset 65
Asset Management
Directors
Perkembangan Industri Jalan Tol dan 66
Perubahan Susunan Anggota Direksi 49
Bisnis Jasa marga
Setelah Tahun Buku 2019 Berakhir Sampai
Development of Toll Road Industry and Jasa
Dengan Batas Waktu Penyampaian
Marga Business
Laporan Tahunan
Changes in Composition of the Board of Perkembangan Bisnis Jalan Tol Jasa Marga 67
Directors from After the 2019 Fiscal Year Ends Business Development of Jasa Marga’s Toll Roads
until the Deadline for Submitting the Annual Perkembangan Bisnis Pendukung 71
Report Operasional Jalan Tol
Penutup dan Apresiasi 50 Toll Road Operational Support Business
Closing and Appreciation Development
Tanggung Jawab Laporan Tahunan 2019 54 Perkembangan Bisnis Prospektif 71
Responsibility for the 2019 Annual Report Prospective Business Development
Surat Pernyataan Anggota Direksi dan 54 Produk dan Jasa 73
Anggota Dewan Komisaris tentang Products and Services
Tanggung Jawab atas Laporan Tahunan
2019 PT Jasa Marga (Persero) Tbk Produk dan Jasa-Bisnis Jalan Tol 73
Statement of Members of The Board of Products and Services - Toll Road Business
Directors and Board of Commissioners on Produk dan Jasa-Bisnis Pendukung Jalan Tol 74
Responsibility for the 2019 Annual Report of Products and Services - Toll Road Business
PT Jasa Marga (Persero) Tbk Support
Produk dan Jasa-Bisnis Prospektif 77
Products and Services - Prospective Business
Sebaran Wilayah Usaha 80
Distribution of Business Areas
Struktur Organisasi 82
Organization Structure
Visi, Misi, dan Budaya Perusahaan 84
Corporate Vision, Mission and Culture
Profil Manajemen 90
Management Profile
Pendidikan dan/atau Pelatihan Dewan 134 ANALISIS DAN 188
Komisaris, Direksi, Komite-Komite, PEMBAHASAN
Sekretaris Perusahaan, Unit Audit Internal, MANAJEMEN
dan Unit Manajemen Risiko Management Discussion and Analysis
Education and/or Training of the Board of
Commissioners, Board of Directors, Committees, Tinjauan Umum 190
Corporate Secretary, Internal Audit Unit, and Risk General Review
Management Unit Analisis Perekonomian Nasional 190
Profil Demografi Karyawan 140 National Economic Analysis
Employee Demographic Profile Analisis Industri Jalan Tol 191
Pengembangan Kompetensi Karyawan 142 Analysis of the Toll Road Industry
Employee Competency Development Analisis Perseroan dalam Industri 192
Komposisi Pemegang Saham 158 Analysis of the Company in the Industry
Composition of Shareholders Strategi Perseroan 193
Daftar Entitas Anak, Entitas Asosiasi, 165 Company Strategy
Entitas Ventura Bersama, dan Entitas Aset Tinjauan Operasi Per Segmen Usaha 195
Keuangan Operations Review Per Business Segments
List of Subsidiaries, Associates, Joint Ventures, Penjelasan Segmen Usaha 195
and Financial Assets Explanation of Business Segments
Struktur Grup Perusahaan 170 Segmen Usaha Jalan Tol 195
Corporate Group Structure Toll Road Business Segments
Kronologi Penerbitan dan/atau Pencatatan 172 Kinerja Per Segmen Usaha: Produktivitas, 204
Saham Pendapatan dan Profitabilitas
Chronology of Issuing and/or Listing of Shares Performance Per Business Segments:
Kronologi Penerbitan dan/atau Pencatatan 174 Productivity, Revenue and Profitability
Obligasi Tinjauan Keuangan 226
Chronology of Issuing and/or Listing of Bonds Financial Review
Kronologi Penerbitan dan/atau Pencatatan 179 Kemampuan Membayar Utang dan 261
Sumber Pendanaan Lainnya Kolektibilitas Piutang
Chronology of Issuing and/or Listing of Other Ability to Pay Debt and Collectibility in
Funding Sources Receivables
Penghargaan dan Sertifikasi 180 Struktur Modal 265
Awards and Certifications Capital Structure
Nama dan Alamat Lembaga dan/atau Profesi 184 Ikatan Material Investasi Barang Modal 265
Penunjang Capital Material Investment Commitments
Names and Addresses of Supporting Institutions Investasi Barang Modal 266
and/or Professionals Capital Expendures
Nama dan Alamat Entitas Anak dan/atau 184 Informasi Material Mengenai Investasi, 267
Kantor Cabang atau Kantor Perwakilan Ekspansi, Divestasi, Penggabungan/
Names and Addresses of Subsidiaries and/or Peleburan Usaha, Akuisisi, dan
Branch Offices or Representative Offices Restrukturisasi Utang dan Modal
Material Information on Investment, Expansion,
Informasi pada Situs Web Perseroan 186
Divestment, Business Combination / Merger,
Corporate Website Information Acquisition, and Debt and Capital Restructuring
Komitmen dan Kontinjensi 269 Kinerja Pengembangan Bisnis Konsesi Jalan 312
Commitments and Contingencies Tol
Pencapaian Target 2019 dan Target 2020 283 Performance of Toll Road Concession Business
2019 and 2020 Target Achievements Development
Informasi dan Fakta Material Setelah 285 Konsesi Jalan Tol Jasa Marga 312
Tanggal Laporan Akuntan Jasa Marga's Toll Road Concessions
Information and Material Facts After the Date of Jaringan Jalan Tol Jasa Marga 312
Accountant Reports Jasa Marga’s Toll Road Networks
Prospek Usaha 283 Pengembangan Pengoperasian Bisnis 316
Business Prospects Jalan Tol
Aspek Pemasaran 291 Development of Toll Road Business Operations
Marketing Aspect Jaringan Jalan Tol Jasa Marga: Regional 319
Kebijakan, Pengumuman dan Pembayaran 294 Jabodetabekjabar
Dividen Jasa Marga’s Toll Road Network: Region of
Dividend Policy, Announcement and Payment Jabodetabekjabar
Program Kepemilikan Saham oleh Karyawan 295 Jaringan Jalan Tol Jasa Marga: Regional 326
dan Manajemen (ESOP/MSOP) Transjawa
Program of Share Ownership by Employees and Jasa Marga’s Toll Road Network: Region of
Management (ESOP/MSOP) Transjawa
Realisasi Penggunaan Dana Hasil Penawaran 297 Jaringan Jalan Tol Jasa Marga: Regional 346
Umum Nusantara
Realization of Use of Public Offering Preceeds Jasa Marga’s Toll Road Network:
Region of Nusantara
Informasi Transaksi Material yang 303
Mengandung Benturan Kepentingan dan/ Jaringan Jalan Tol Jasa Marga: Tahap 354
atau Transaksi dengan Pihak Afiliasi Konstruksi dan Pembebasan Lahan
Information on Material Transactions Containing Jasa Marga’s Toll Road Network: Land
Conflicts of Interest and/or Transactions with Acquisition andConstruction
Affiliated Parties Inovasi Peningkatan Layanan 366
Aspek Perpajakan 307 Pengoperasian Jalan Tol
Taxation Aspect Innovation in Toll Road Operation Service
Improvement
Perubahan Peraturan Perundang-Undangan 308
dan Dampaknya Kinerja Pengembangan Bisnis Pendukung 372
Change in Laws and Regulations and the Impact Operasional Jalan Tol
Performance of Toll Road Operational Supporting
Perubahan Kebijakan Akuntansi 308 Business Development
Amendment to Accounting Policies
Pengembangan Bisnis Layanan Operasi 372
Informasi Kelangsungan Usaha 309 Operation Service Business Development
Business Continuity Information
Pengembangan Bisnis Layanan 377
Pemeliharaan
Development of Maintenance Service Business
Kinerja Pengembangan Bisnis Prospektif 381
Performance of Prospective Business
Development
KINERJA 310
PENGEMBANGAN
BISNIS
Performance of Business Development
Jejak Langkah Penerapan Tata Kelola 436
Perusahaan di Jasa Marga
Milestone of Corporate Governance
Implementation in Jasa Marga
Penyelenggaraan RUPS 438
Organization of GMS
Penyelenggaraan RUPS Tahun 2019 440
Organization of GMS in 2019
MODAL 388 Pelaksanaan RUPS Luar Biasa 2019 440
Organization of Extraordinary GMS in 2019
INSANI
Human Capital Pelaksanaan RUPS Tahunan 2019 450
Organization of 2019 Annual GMS
Transformasi Jasa Marga 390
Jasa Marga Transformation Tindak Lanjut Keputusan RUPS yang 467
Diselenggarakan Tahun 2018
Strategi Pengelolaan Modal Insani 392
Follow-Up of GMS Resolutions Held in 2018
Human Capital Management Strategy
Dewan Komisaris 470
Revitalisasi Organisasi 396
Board of Commissioners
Organization Revitalization
Direksi 530
Komitmen Perseroan 401
Board of Directors
Corporate Commitments
Kebijakan Remunerasi Dewan Komisaris dan 570
Engagement Karyawan 416 Direksi
Employee Engagement Policy of Remuneration for the Board of
Commissioners and Directors
Hubungan Dewan Komisaris dan Direksi 575
Relations Between Board of Commissioners and
Board of Directors
Organ dan Komite di Bawah Dewan 584
Komisaris
Organs and Committees Under the Board of
Commissioners
Sekretaris Dewan Komisaris 584
TATA KELOLA 418 Secretary of the Board of Commissioners
PERUSAHAAN Komite Audit 589
Good Corporate Governance Audit Committee
Kerangka Penerapan Tata Kelola Perusahaan 420 Komite Nominasi, Remunerasi dan Risiko 601
Good Corporate Governance Implementation Nomination, Remuneration and Risk Committee
Framework Komite-Komite Lain di Bawah Dewan 613
Governance Structure 420 Komisaris yang Dimiliki Perseroan
Other Committees Under the Board of
Governance Process 420
Commissioners Owned by the Company
Governance Outcome 420
Kebijakan Suksesi Direksi 614
Prinsip GCG 421 Policy for Succession of the Board of Directors
GCG Principles
Organ dan Komite di Bawah Direksi 615
Tujuan Penerapan GCG Jasa Marga 422 Organs and Committees Below the Board of
Purpose of Jasa Marga’s GCG Implementation Directors
Struktur Organ Perusahaan 423 Sekretaris Perusahaan 615
Corporate Organ Structure Corporate Secretary
Dasar Penerapan Tata Kelola Perusahaan 428 Unit Internal Audit 625
Legal Basis of Good Corporate Governance Internal Audit Unit
Implementation
Komite di Bawah Direksi 633
Mekanisme Tata Kelola Perusahaan 431 Committees Under the Board of Directors
Corporate Governance Mechanism
Komite Manajemen Resiko 633
Committees Under the Board of Directors
Komite Pengarah Teknologi Informasi 639
Information Technology Steering Committee
Informasi Pemegang Saham Utama dan 643
Pengendali
Information on Major and Controlling
Shareholders
Akuntan Publik
Public Accountant
634 TANGGUNG 736
JAWAB SOSIAL
Manajemen Risiko 648
PERUSAHAAN
Risk Management
Corporate Social Responsibility
Sistem Pengendalian Internal 670
Tata Kelola Tanggung Jawab Sosial 738
Internal Control System
Perusahaan
Perkara Penting 676 Governance of Corporate Social Responsibility
Important Legal Cases
Implementasi Tanggung Jawab Sosial 750
Akses Informasi dan Data Perusahaan 683 Perusahaan Terkait Hak Asasi
Access to Company’s Information and Data Manusia
Kode Etik 687 Implementation of Corporate Social
Code of Conducts Responsibility Related to Human Rights
Kebijakan Anti Korupsi 691 Implementasi Tanggung Jawab Sosial 753
Anti Corruption Policy Perusahaan Terkait Operasi yang Adil
Implementation of Corporate Social Responsibility
Kebijakan Pengendalian Gratifikasi 692
Related to Fair Operations
Anti-Gratification Policy
Larangan Transaksi Orang Dalam 697
Perusahaan Terkait Lingkungan Hidup
Prohibition of Insider Trading
Implementation of Corporate
Whistleblowing System 698 Social Responsibility Related to
Pengelolaan Laporan Harta Kekayaan 703 Environment
Penyelenggara Negara (LHKPN) Implementasi Tanggung Jawab Sosial 765
Management of the Reporting Assets of State Perusahaan Terkait Ketenagakerjaan
Officials Implementation of Corporate Social
Tata Kelola Teknologi Informasi 705 Responsibility Related to Employment
Information Technology Governance Implementasi Tanggung Jawab Sosial 775
Pengadaan Barang dan Jasa 710 Perusahaan Terkait Keselamatan dan
Goods and Services Procurement Kesehatan Kerja
Implementation of Corporate Social
Pemberian Dana Kegiatan Sosial dan/atau 713
Responsibility Related Occupational Health and
Politik
Safety
Funding of Social and/or Political Activities
Penerapan Pedoman Tata Kelola Perusahaan 714
Perusahaan Terkait Pengembangan Sosial
Terbuka
dan Kemasyarakatan
Application of Public Company Governance
Implementation of Corporate Social Responsibility
Guidelines
Related to Community Development
Asesmen Tata Kelola Perusahaan 720
Corporate Governance Assessment
Perusahaan Terkait Konsumen
ASEAN Corporate Governance Scorecard 731 Implementation of Corporate Social
Asesmen Atas Implementasi Kriteria 734 Responsibility Related to Consumers
Penilaian Kinerja Unggul Implementasi Tanggung Jawab Sosial 786
Assessment for Implementation Criteria of Perusahaan Terkait Pemasok
Superior Performance Assessment Corporate Social Responsibility Regarding
Responsibilities to Suppliers
NAMA DAN ALAMAT 806 REFERENSI SEOJK 814Xx
LEMBAGA DAN KRITERIA ARA
Name and Address of Institutions Legal Reference of SEOJK and ARA Criteria
Nama dan Alamat Lembaga dan/atau Profesi 807 Referensi SEOJK No. 30/2016 816
Penunjang Reference of SEOJK NO. 30/2016
Names and Addresses of Supporting Institutions Kriteria ARA 828
and/or Professionals ARA Criteria
Biro Administrasi Efek 808
Securities Administration Bureau
LAPORAN KEUANGAN 834
KONSOLIDASI
Wali Amanat 808
Consolidated Financial Statements
Board of Trustees
Surat Pernyataan Direksi dan/atau Dewan
Kantor Akuntan Publik 808 Komisaris tentang Tanggung Jawab atas
Public Accountant Office Laporan Keuangan
Statement of Board of Directors and/or Board
Lembaga Pemeringkat Efek 809 of Commissioners Concerning Accountability
Securities Rating Agencies for Financial Statements
Notaris 809 Opini Auditor Independen Atas Laporan
Notary Keuangan
Independent Auditor's Opinion on the
Konsultan Hukum 809 Financial Statements
Legal Consultant Deskripsi Auditor Independen di Opini
Nama dan Alamat Kantor Pusat, Kantor 810 Description of the Independent Auditor in the
Regional, Kantor Cabang, Entitas Anak, Opinion
Entitas Asosiasi, dan Entitas Aset Keuangan Laporan Keuangan yang Lengkap
Names and Addresses of Headquarters, Region Complete Financial Report
Offices, Branch Offices, Subsidiaries, Associates, Perbandingan Tingkat Profitabilitas
and Financial Asset Comparison of Profitability Rates
Kantor Pusat 810 Laporan Arus Kas
Headquarters Cash Flow Report
Kantor Regional 810 Ikhtisar Kebijakan Akuntansi
Summary of Accounting Policy
Region Offices
Pengungkapan Transaksi Pihak Berelasi
Kelompok Entitas Anak Usaha Non Jalan 812 Disclosures of Transactions of Related Parties
Tol
Group of Subsidiaries Non-Toll Road Businesses Pengungkapan yang Berhubungan
dengan Perpajakan
Entitas Asosiasi 813 Disclosures Related to Taxation
Associates Pengungkapan yang Berhubungan
Aset Keuangan 813 dengan Aset Tetap
Disclosures Related to Fixed Assets
Financial Assets
Pengungkapan yang Berhubungan
dengan Segmen Operasi
Disclosures Related to Operational Segment
Pengungkapan yang Berhubungan
dengan Instrumen Keuangan
Disclosures Related to Financial Instruments
Penerbitan Laporan Keuangan
Publishing of Financial Statements
PERNYATAAN PENYANGKALAN
Disclaimer
Dalam Laporan Tahunan ini, nama PT Jasa Marga In this Annual Report, the name of PT Jasa
(Persero) Tbk. dapat disingkat menjadi “Jasa Marga (Persero) Tbk. can be abbreviated as "Jasa
Marga”, atau “Perseroan”. Marga", or "Company".
Laporan Tahunan ini dapat berisi beberapa This Annual Report may contain several
pernyataan yang merupakan proyeksi dan statements which are projections and future
pandangan masa depan yang menggambarkan views that illustrate the Company's perspective
cara pandang Perseroan terhadap kejadian- on future financial events and performances,
kejadian dan kinerja keuangan di masa depan, as well as financial conditions, business and
serta kondisi keuangan, hasil operasi dan hasil operations results, economic conditions, sector
usaha, kondisi ekonomi, kondisi sektor, kondisi conditions, traffic conditions, and related plans
lalu lintas, serta rencana dan tujuan terkait. and objectives.
Pandangan-pandangan ini didasarkan pada These views are based on current estimates
beberapa estimasi dan asumsi saat ini yang and assumptions that can change along
dapat berubah seiring dengan ketidakpastian, with uncertainties, contingencies and various
kontijensi dan berbagai risiko bisnis, ekonomi business, economic and competition risks that
dan kompetisi yang dapat berubah sewaktu- can change at any time; can cause actual results,
waktu; dapat menyebabkan hasil, kinerja dan performance and events to differ materially from
kejadian sebenarnya berbeda secara material dari those predicted or projected; and this is beyond
yang telah diprediksi atau diproyeksi; dan hal the control of the Company and the Company's
ini berada di luar kendali Perseroan dan Direksi Board of Directors. These statements are not
Perseroan. Pernyataan-pernyataan tersebut tidak directly or exclusively related to historical facts and
terkait baik secara langsung maupun secara do not reflect the Company's intentions, plans,
eksklusif dengan fakta-fakta historis dan tidak expectations, assumptions and beliefs about
mencerminkan niat, rencana, ekspektasi, asumsi future events. There is no guarantee that future
dan keyakinan Perseroan mengenai kejadian- events will occur, projections will be achieved, or
kejadian di masa datang. Tidak ada jaminan the Company's assumptions are correct. These
bahwa kejadian di masa datang akan muncul, statements are not and cannot be considered
proyeksi akan tercapai, atau asumsi Perseroan as a representation of the Company's future
benar. Pernyataan-pernyataan tersebut bukan performance.
dan tidak dapat dianggap sebagai representasi
atas kinerja Perseroan di masa datang.
PEMBERITAHUAN TABEL DAN GRAFIK

Notification About Tables and Charts
Tabel dan grafik pada Laporan Tahunan ini The tables and charts in this Annual Report
memaparkan data numerik dengan standar describe numerical data with writing standards
penulisan mengikuti kaidah Bahasa Indonesia. following Indonesian rules. Numerical writing in
Pemaparan numerik dalam teks menggunakan the text uses Indonesian and English language
standar kaidah Bahasa Indonesia dan Bahasa standards accordingly.
Inggris sesuai konteks.
01
IKHTISAR KINERJA UTAMA
Pada Tahun 2019, Jasa Marga berhasil membukukan total
pendapatan usaha di luar konstruksi secara konsolidasi sebesar
Rp10,98 triliun atau meningkat 12,3% dari tahun 2018 sebesar
Rp9,78 triliun. Laba Sebelum Bunga, Pajak, Depresiasi dan Amortisasi
(EBITDA) Perseroan secara konsolidasi sebesar Rp6,88 triliun,
meningkat sebesar 14,2% dibandingkan tahun sebelumnya sebesar
Rp6,02 triliun, dengan capaian EBITDA margin sebesar 62,7%.
In 2019, Jasa Marga managed to book a total consolidated non-construction
operating income of Rp10,98 trillion, 12,3% increase from 2018 of Rp9.78 trillion.
The Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA) of the
Company on a consolidated basis was Rp6,88 trillion, increasing by 14,2% compared
to the previous year of Rp6.02 trillion, with EBITDA margin of 62,7%.
16. Capaian Penting 2019 22. Informasi Obligasi Sukuk dan/

Important Achievements in 2019 atau Obligasi Konversi
18. Ikhtisar Data Keuangan Penting Information on Islamic Bonds
Summary of Important Financial Data and/or Convertible Bonds
18. Ikhtisar Keuangan 23. Informasi Sumber Pendanaan
Financial Highlights Lainnya
20. Ikhtisar Operasional Information on Other Funding
Operational Highlights Sources
20. Informasi Harga Saham 24. Peristiwa Penting
Information on Stock Prices
Important Events
21. Grafik Ikhtisar Saham
Chart of Stock Prices
21. Aksi Korporasi
Corporate Actions
21. Aksi Penghentian Sementara
Perdagangan Saham
(Suspension) dan/atau
Penghapusan Pencatatan Saham
(Delisting)
Suspension and/or Delisting
Events
Interchange Solo
Jalan Tol Solo-Ngawi
CAPAIAN PENTING 2019
Ikhtisar Kinerja Utama
Important Achievements in 2019
BISNIS KONSESI JALAN TOL BISNIS PENDUKUNG OPERASI

Toll Road Concession Business Operation Supporting Business
Penambahan Panjang Jalan Tol Beroperasi Pengoperasian Jalan Tol oleh PT Jasamarga Tollroad
Report of the Board of Commissioners and the Director
Hingga akhir Desember 2019, Perseroan berhasil mengoperasikan Operator (JMTO)

1.162 km panjang jalan tol, dengan penambahan jalan tol beroperasi
• Telah mengoperasikan jalan tol sepanjang ± 1.417 km dengan
Laporan Dewan Komisaris dan Direksi
di tahun 2019 sebesar 162 km dengan rincian sebagai berikut:

total pendapatan Rp1,27 triliun di tahun 2019, termasuk
• Pengoperasian Ruas Medan Kualanamu Tebing Tinggi Seksi Sei
pengoperasian di ruas jalan tol milik Grup Jasa Marga dan
Rampah-Tebing Tinggi.
pengoperasian ruas tol milik pihak lain.
• Pengoperasian Ruas Pandaan-Malang Seksi Pandaan-Pakis.
• Uji coba terbatas implementasi Single Lane Free Flow (SLFF) di
• Pengoperasian Ruas Gempol-Pandaan.
3 Gardu Tol Ruas Tol Bali dan 38 Gardu Tol Ruas tol Jabotabek
• Pengoperasian Ruas Serpong-Kunciran. hingga akhir Desember 2019, serta pengujian di ruas Sedyatmo
• Pengoperasian Ruas Balikpapan-Samarinda Seksi Samboja- yang dilakukan oleh Kementerian BUMN, BPJT, Bank Indonesia
Samarinda. dan Kementerian Komunikasi & Informasi.
• Pengoperasian Ruas Jakarta-Cikampek II Elevated.
Pemeliharaan Jalan Tol oleh PT Jasamarga Tollroad
Maintenance (JMTM)
Perbaikan Sistem Pelayanan
• Melakukan integrasi di Ruas Belmera dan Medan-Kualanamu- • Telah memelihara jalan tol sepanjang ±512 km dengan total
Tebing tinggi. pendapatan Rp1,04 triliun.
• Perubahan sistem transaksi pada Jalan Tol Ruas Jakarta-Cikampek
dari Sistem Tertutup dan Sistem Terbuka menjadi Sistem Terbuka
Profil Perusahaan
Company Profile
dengan sistem pentarifan 4 wilayah BISNIS PROSPEKTIF

• Rekayasa Lalu Lintas One way terpanjang dan terlama di Indonesia Prospective Business
yaitu sepanjang 413 km selama 42 jam pada saat Arus Mudik
Lebaran.
• Pelayanan volume lalu lintas tertinggi saat arus balik lebaran pada Pengembangan Bisnis Prospektif oleh PT Jasamarga Related
GT Cikampek Utama dan GT Kalihurip Utama sebanyak 166.574 Business (JMRB)
kendaraan. • Telah mengelola 11 Tempat Istirahat dan Pelayanan (TIP) yang
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
• Pemasangan Weigh in Motion di ruas Semarang ABC, Surabaya - sudah beroperasi dan 13 TIP dalam tahap pembangunan.
Gempol, dan Jagorawi Sementara 23 TIP di ruas jalan tol Grup Jasa Marga dikelola
bekerja sama dengan pihak ketiga.
• Implementasi Oblique Approach Booth (OAB)
• Mengelola iklan dan utilitas di sepanjang ±512 km.
• Implementasi island portable bersegmen atau dikenal dengan
Dedicated & Segmented Instrument of Service (DSI) di GT • Melakukan land banking di 2 wilayah potensial.
Kejapanan Utama dan GT Banyumanik • Membangun 4 proyek hunian berwawasan lingkungan.
Length Addition of Operated Toll Roads

Until the end of December 2019, the Company has successfully
operated 1,162 km of toll roads, with the addition of new toll roads to
operate in 2019 reached 162 km whose details are as follows:
• The operation of Medan Kualanamu-Tebing Tinggi Toll Road for
the Sei Rampah-Tebing Tinggi Section.
Business Development Performance
• The operation of Pandaan-Malang Toll Road for the Pandaan -

Kinerja Pengembangan Bisnis
Pakis Section.
• The operation of Gempol-Pandaan Toll Road.
• The operation of Ruas Serpong-Kunciran Toll Road.
• The operation of Balikpapan-Samarinda Toll Road for the Samboja
- Samarinda Section.
• The operation of Jakarta-Cikampek II Elevated Toll Road.
Service System Improvement

• Integrating Belmera to Medan-Kualanamu-Tebing Tinggi.
• Change of transaction system on the Jakarta-Cikampek Toll Road
from the Closed and Open System to the Open System with
4-region pricing scheme.
• Engineering the longest one way traffic in Indonesia, reaching 413
km in length and 42 hours in time during Eid al-Fitr homecoming
counterflows.
• Catering to the highest traffic volume ever during the Eid al-
Fitr homecoming counterflows on the Cikampek Main TG and
Kalihurip Main TG with the number of vehicles as many as
166,574 vehicle.
• Installation of Weigh in Motion in Semarang ABC, Surabaya -
Gempol, and Jagorawi toll roads.
• Implementation of Oblique Approach Booth (OAB)
• Application Dedicated & Segmented Instrument of Service (DSI) at
Kejapanan Utama and Banyumanik tollgates
16 LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk

Human Capital
Modal Insani
BIDANG HUMAN CAPITAL DAN TRANSFORMASI
Good Corporate Governance

Human Capital and Transformation
Tata Kelola Perusahaan

• Reorganisasi sesuai strategi dan model bisnis Jasa Marga
The Operation of Toll Roads by PT Jasamarga Tollroad Group.
Operator (JMTO)
• Program Talent Management sebagai Komitmen Manajemen
• PT JMTO has operated ± 1,417 km of toll roads with total dalam pengembangan karir karyawan.
revenues of Rp1.27 trillion in 2019, from both the operations
of the Company Group's own toll roads and those belonging • Implementasi Program Alih Prosesi Lanjutan di Induk dan
to other parties. Anak Perusahaan.
• Restrukturisasi Organisasi Korporat (Makro).
• Limited trials of Single Lane Free Flow (SLFF) at 3 tollgates of
Tanggung Jawab Sosial Perusahaan

Bali Toll Road and 38 tollgates of the Jabotabek Toll Road until • Standarisasi Organisasi Regional pada Grup Jasa Marga.

the end of December 2019, as well as testing at the Sedyatmo • Program e-Learning dengan peluncuran JM-Click dan
section conducted by the Ministry of SOEs, BPJT, Bank implementasi JM-Wallet.
Indonesia and the Ministry of Communication & Informatics • Groundbreaking Laboratorium Internet of Think (IoT).
• Rekrutmen Jet Roadster sebanyak 19 orang dan Office
Toll Road Maintenance by PT Jasamarga Tollroad Development Program (ODP) sebanyak 43 orang.
Maintenance (JMTM)
• PT JMTM has done maintenance to ± 512 km toll roads with
total revenues of Rp1.04 trillion. • Reorganization in accordance with Jasa Marga Group's
business model and strategy.
• Talent Management Program as a commitment of the
management in developing the employees’ career .
• Implementation of the Advanced Profession Transfer
Name and Address of Institutions

Program at Parent Company and Subsidiaries.
Nama dan Alamat Lembaga

• Corporate Organization Restructuring (Macro).
Development of Prospective Business by PT JMRB • Regional Organization Standardization in Jasa Marga Group
• Managing 11 Rest Areas and Services (TIP) that are already • e-Learning program by launching the JM-Click and the
operating and 13 TIPs are under construction. Meanwhile 23 implementation of JM-Wallet.
other TIPs on Jasa Marga Group’s toll roads are managed in • Ground-Breaking of Internet of Think Laboratory (IoT) .
collaboration with third parties.
• Recruitment of Jet Roadsters as many as 19 people and
• Managing advertisements and utilities on the toll roads with Office Development Program (ODP) 43 people.
total length of ± 512 km.
• Land banking in 2 potential areas.
• Building 4 environmentally friendly residential projects.
Legal Reference of SEOJK and ARA Criteria

Referensi SEOJK dan Kriteria ARA
BIDANG KEUANGAN
Finance
• Penerbitan Kontrak Investasi Kolektif Dana Investasi

Infrastruktur (KIK DINFRA) pada Ruas Gempol-Pandaan.
• Penerbitan Sukuk Ijarah pada Ruas Gempol-Pandaan.
• Total Aset per 31 Desember 2019 sebesar Rp99,68 triliun.
• KIK DINFRA on Gempol-Pandaan toll road.

• Ijarah Islamic Bonds on Gempol-Pandaan toll road.
• Total assets as of December 31, 2019 amounting to Rp99.68
trillion.
LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk 17

IKHTISAR DATA KEUANGAN PENTING
Summary of Important Financial Data

IKHTISAR KEUANGAN
Financial Highlights
(Dalam Miliar Rupiah, kecuali dinyatakan lain) (in billion Rupiah, unless stated otherwise)
Uraian 2019 2018 2017 2016 2015 Description

Laporan Laba Rugi dan Consolidated Statement of Profit or Loss and
Penghasilan Komprehensif Lain Konsolidasian Other Comprehensive Income

Pendapatan Usaha 10.984 9.784 8.921 8.832 7.631 Operating Revenue
Pendapatan Tol 10.131 9.036 8.281 7.926 7.121 Toll Operating Revenue
Pendapatan Usaha Lainnya 853 748 640 905 509 Other Operating Revenue
Pendapatan Konstruksi 15.361 27.190 26.170 7.829 2.217 Construction Revenue
Beban Pokok Pendapatan (19.901) (31.057) (29.784) (11.805) (5.720) Cost of Revenue
Laba Usaha 5.857 5.415 4.648 4.166 3.478 Profit from Operations
EBITDA 6.882 6.023 5.481 5.229 4.285 EBITDA
Laba Sebelum Pajak Penghasilan 3.098 3.210 3.250 2.650 2.068 Profit Before Income Tax
Beban Pajak Penghasilan (1.024) (1.174) (1.157) (847) (749) Income Tax Expense
Laba Tahun Berjalan yang Dapat Profit for the Year Attributable to:
Diatribusikan Kepada:
Profil Perusahaan
Company Profile
Pemilik Entitas Induk 2.207 2.203 2.200 1.889 1.466 Owners of the Parent Entity
Kepentingan Non Pengendali (133) (166) (107) (86) (147) Non-controlling Interest
Total Laba Tahun Berjalan 2.074 2.036 2.094 1.803 1.319 Total Profit for the Year
Total Penghasilan Komprehensif Total Comprehensive Income for the
Tahun Berjalan yang Dapat Year Attributable To:
Pemilik Entitas Induk 2.130 2.250 1.988 1.771 1.449 Owners of the parent entity
Kepentingan Non Pengendali (133) (165) (107) (87) (147) Non-controlling Interest
Total Penghasilan Komprehensif 1.996 2.085 1.881 1.684 1.302 Total Comprehensive Income for
Tahun Berjalan the Year
Data Saham Shares Data

Jumlah Saham yang Beredar (juta 7.257 7.257 7.257 7.257 6.800 Number of Outstanding Shares
lembar) (million)
Laba Bersih per Saham (Rupiah 304 303 303 277 216 Earning per Share (in Rupiah, full
penuh) amount)
Dividen per Saham (Rupiah penuh) * 46 61 78 43 Dividend per Share (in Rupiah, full
amount)
Laporan Posisi Keuangan Konsolidasian Consolidated Statements of Financial Position

Total Aset 99.680 82.419 79.193 53.500 36.725 Total Assets
Total Liabilitas 76.494 62.220 60.833 37.161 24.356 Total Liabilities
Total Ekuitas 23.186 20.199 18.359 16.339 12.369 Total Equity
Belanja Modal 20.711 24.974 26.783 9.598 4.158 Capital Expenditure
Investasi pada Entitas Asosiasi dan 4.395 3.160 887 158 166 Investment in Associates and Joint
Ventura Bersama - Neto Ventures - Net
Modal Kerja Bersih (29.913) (19.451) (6.011) (5.662) (3.814) Net Working Capital
Rasio Keuangan (%) Financial Ratios (%)
Rasio Laba (Rugi) terhadap Aset 2,21 2,67 2,78 3,53 3,99 Return on Asset Ratio
Rasio Laba (Rugi) terhadap Ekuitas 9,52 10,90 11,98 11,56 11,86 Return on Equity Ratio
Marjin Laba (Rugi) terhadap 20,09 22,51 24,66 21,39 19,22 Gross Margin Ratio
Pendapatan Usaha
Rasio Lancar 27,96 37,42 75,95 69,60 48,16 Current Ratio
Rasio Liabilitas terhadap Ekuitas 329,92 308,03 331,35 227,44 196,92 Debt to Equity Ratio
Rasio Liabilitas terhadap Aset 76,74 75,49 76,82 69,46 66,32 Debt to Asset Ratio
EBITDA Margin 62,65 61,56 61,44 59,21 56,15 EBITDA Margin
*) Keterangan: Akan ditentukan dalam RUPS Tahunan pada tahun 2020

*) Note: To be determined in the 2020 AGMS

Human Capital
Modal Insani
Grafik Pendapatan Usaha Grafik Beban Pendapatan
di Luar Pendapatan Konstruksi 2015-2019 di Luar Beban Konstruksi 2015-2019 Grafik Laba Usaha 2015-2019
(miliar Rupiah) (miliar Rupiah) (miliar Rupiah)
Chart of Operating Revenue from Exclude Chart of Cost of Revenue from Exclude Chart of Profit from Operations in 2015-2019
Construction Revenue in 2015-2019 Construction Expense in 2015-2019 (in billion Rupiah)
(in billion Rupiah) (in billion Rupiah)
7.631 8.832 8.921 9.784 10.984 3.518 4.023 3.772 4.053 4.634 3.478 4.166 4.648 5.415 5.857

2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019

Grafik Laba Tahun Berjalan
yang Dapat Diatribusikan kepada
Grafik Laba Sebelum Pemilik Entitas Induk 2015-2019 Grafik Laba Bersih per Saham
Pajak Penghasilan 2015-2019 (miliar Rupiah) 2015-2019
(miliar Rupiah) (Rupiah penuh)
Chart of Profit for the Year
Chart of Profit Before Income Tax in 2015-2019 Attributable to Owners of the Parent Chart of Earnings Per Share in 2015-2019
(in billion Rupiah) Entity in 2015-2019 (Full Rupiah)
(in billion Rupiah)
2.068 2.650 3.250 3.210 3.098 1.466 1.889 2.200 2.203 2.207 277 216 303 303 304

2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
Grafik Aset 2015-2019 Grafik Liabilitas 2015-2019 Grafik Ekuitas 2015-2019

(miliar Rupiah) (miliar Rupiah) (miliar Rupiah)
Chart of Assets in 2015-2019 Chart of Liabilities in 2015-2019 Chart of Equity in 2015-2019

(in billion Rupiah) (in billion Rupiah) (in billion Rupiah)
36.725 53.500 79.193 82.419 99.680 24.356 37.161 60.833 62.217 76.494 12.369 16.339 18.359 20.199 23.186
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019

IKHTISAR OPERASIONAL
Operational Highlights
Uraian 2019 2018 2017 2016 2015 Description

Panjang Jalan Tol Beroperasi (km) 1.162 1.000 681 593 590 Total Length of Operated Toll Roads (km)
Hak Konsensi Jalan Tol (km) 1.527 1.527 1.497 1.260 987 Toll Roads Concession Rights (km)
Volume Lalu Lintas Transaksi (Juta Volume of Traffic Transactions
1.284 1.271 1.350 1.258 1.243
kendaraan) (million vehicles)
Volume Lalu Lintas Transaksi Harian Volume of Traffic Transactions on
3.518 3.459 3.694 3.903 3.411
Rata-rata (ribuan kendaraan) Average Daily (thousand vehicles)
Pendapatan Tol Harian Rata-rata Toll Road Revenue on Average Daily

27.756 24.757 22.688 19.510 18.209
(ribuan Rupiah) (thousand Rupiah)
Jumlah Karyawan Konsolidasi

8.311 8.418 9.080 9.153 6.645 Number of Employees (persons)
(Orang)
Jumlah Petugas Pengumpul Tol/
3.292 2.643 4.542 4.652 4.662 Number of Toll Road Collectors (persons)
Pultol (Orang)
Pemenuhan Standar Pelayanan Fulfillment of Minimum Standard of
100% 100% 100% 100% 100%
Minimum/SPM Services
Profil Perusahaan
Company Profile
Panjang Jalan Tol Operasi 2015-2019 (km) Hak Konsesi Jalan Tol 2015-2019 (km)
Length of Operated Toll Roads in 2015-2019 (km) Toll Roads Concession Rights in 2015-2019 (km)
590 593 681 1.000 1.162 987 1.260 1.497 1.527 1.527
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
INFORMASI HARGA SAHAM

Information on Stock Prices
Volume Jumlah Saham Kapitalisasi Pasar

Harga Per Saham (Rupiah Penuh)
Transaksi Beredar (Rp miliar)
Periode Price Per Share (Rupiah)
(lembar) (lembar) Market
Period
Trading Total Outstanding Capitalization
Pembukaan Tertinggi Terendah Penutupan Volume Shares (Rp billion)
Open High Low Close (shares) (shares)
2019
Triwulan I
4.300 6.025 4.280 5.975 16.969.500 7.257.871.200 43.366
Quarter I
Triwulan II
5.975 6.450 4.980 5.725 8.920.600 7.257.871.200 41.551
Quarter II
Triwulan III
5.725 6.225 5.250 5.700 2.832.300 7.257.871.200 41.370
Quarter III
Triwulan IV
5.675 5.800 4.550 5.175 2.854.200 7.257.871.200 37.559
Quarter IV
2018
Triwulan I 6.375 6.600 4.460 4.580 4.676.500 7.257.871.200 33.241

Quarter I
Triwulan II
4.580 4.750 3.920 4.180 4.203.600 7.257.871.200 30.338
Quarter II
Triwulan III
4.190 5.275 4.000 4.470 3.335.200 7.257.871.200 32.443
Quarter III
Triwulan IV
4.450 4.680 3.800 4.280 3.947.400 7.257.871.200 31.064
Quarter IV

Human Capital
Modal Insani
GRAFIK IKHTISAR SAHAM
GRAFIK
Chart ofPERGERAKAN HARGA SAHAM, 2018-2019
Stock Prices
INFORMATION ON STOCK PRICE, 2018-2019

Harga Saham 6500
(Rp Penuh)
Stock Price 6000
(Full Rupiah)
5500
5.175
5000
4500
4000

Volume
(juta lembar) 40M
Volume 20M
(million shares)
0 2,854 M
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Triwulan I Triwulan II Triwulan III Triwulan IV Triwulan I Triwulan II Triwulan III Triwulan IV
Quarter I Quarter II Quarter III Quarter IV Quarter I Quarter II Quarter III Quarter IV
2018 2019
AKSI KORPORASI

Corporate Actions

Selama tahun 2019, Jasa Marga tidak melakukan aksi During 2019, Jasa Marga did not take any corporate action
korporasi yang mengakibatkan terjadinya perubahan rasio that resulted in changes in the ratios of stock split, reverse
pemecahan saham (stock split), penggabungan saham stock, distribution of stock dividends and bonus shares,
(reverse stock), pembagian dividen saham dan saham increase in the number and price of outstanding shares,
bonus, penambahan jumlah dan harga saham beredar, and changes in the nominal value of the Company's shares.
serta perubahan nilai nominal saham Perseroan.
AKSI PENGHENTIAN SEMENTARA PERDAGANGAN SAHAM

(SUSPENSION) DAN/ATAU PENGHAPUSAN PENCATATAN SAHAM
(DELISTING)
Suspension and/or Delisting Events
Sampai Desember 2019, PT Jasa Marga (Persero) Tbk Until December 2019, PT Jasa Marga (Persero) Tbk has
tidak pernah dikenakan sanksi penghentian sementara never been subject to sanctions of suspension and/or
perdagangan saham (suspension) dan/atau penghapusan delisting.
pencatatan saham (delisting).

INFORMASI OBLIGASI, SUKUK DAN/ATAU OBLIGASI KONVERSI

Information on Bonds, Islamic Bonds and/or Convertible Bonds
INFORMASI OBLIGASI Information on Bonds

Peringkat
Jumlah Tanggal Tingkat Rating
Tanggal Tenor Obligasi Jatuh Suku

Mata Status Wali
Uraian Penerbitan (tahun) (juta) Tempo Bunga
No Uang Pembayaran Amanat
Description Issuance Tenor Total Tempo %
Currency Payment Status Underwriter
Date (year) Bonds Due Date Rate of 2019 2018 2017
(million) Return
12
12 Oktober
Oktober Belum Lunas idAA idAA idAA
Jasa Marga 2010 PT Bank
1 10 Rp 1.000.000 2020 9,35 Not Yet Paid oleh/by oleh/by oleh/by
XIV (JM-10) October 12, Mega Tbk.
October Off Pefindo Pefindo Pefindo
2010
12, 2020
Obligasi
Berkelanjutan
I Jasa Marga
Tahap II 19 19
Tahun 2014 September September idAA idAA idAA
Lunas PT Bank
2 Seri T 2014 5 Rp 1.000.000 2019 9,85 oleh/by oleh/by oleh/by
Paid Off Mega Tbk.
Jasa Marga September September Pefindo Pefindo Pefindo
Sustainable 19, 2014 19, 2019
Profil Perusahaan
Company Profile
Bonds T
Series Phase II
Year 2014
Baa2 Baa3
11 11 Baa2 (Stable)
(Stable) (Positive)
Desember Desember Belum Lunas oleh/by
Komodo oleh/by oleh/by Bank of New
3 2017 3 Rp 4.000.000 2020 7,5 Not Yet Paid Moody’sBB+
Bond* Moody’sBB+ Moody’sBB+ York Mellon
December December Off (Stable) oleh/
(Stable) oleh (Stable) oleh/
11, 2017 11, 2020 by S&P
/by S&P by S&P
Keterangan:
*) Obligasi Jasa Marga dicatatkan di London Stock Exchange (LSE) dan Singapore Stock Exchange (SGX)
Note:
*) Jasa Marga Bonds are listed at the London Stock Exchange (LSE) and Singapore Stock Exchange (SGX)
INFORMASI SUKUK Information on Islamic Bonds
Pada tahun 2019, PT Jasamarga Pandaan Tol (JPT) yang In 2019, PT Jasamarga Pandaan Tol (JPT), a joint venture,
merupakan entitas Ventura Bersama menerbitkan Sukuk issued a medium-term Islamic bond called Sukuk Ijarah,
Ijarah Jangka Menengah, dengan rincian sebagai berikut: with the following details:
Tanggal Jumlah Sukuk Tanggal Peringkat

Mata Tingkat Suku Status
Uraian Penerbitan Tenor (tahun) (juta) Jatuh (2019) Wali Amanat
No Uang Bunga % Pembayaran
Description Issuance Tenor (year) Total Bonds Tempo Rating Underwriter
Currency Rate of Return Payment Status
Date (million) Due Date (2019)
1 Sukuk Ijarah 17 Juli 2019 Seri/ Series A: 3 Rp Seri/ Series A: 100 Seri/Series A: Seri/ Series A: Belum Lunas idAA-(sy) PT Bank Mega
Jangka Menengah July 17, 2019 Seri/ Series B: 5 Seri/ Series B: 685 17 Juli 2022/ 8,50%/ 8.50% Not Yet Paid Tbk.
/ Sukuk Ijarah July, 17 2022 Seri/ Series B: Off
Medium-term Seri/ Series B: 9,00%/ 9.00%
Islamic bond 17 Juli 2024/
PT Jasamarga July, 17 2024
Pandaan Tol (JPT)
INFORMASI OBLIGASI KONVERSI Information on Convertible Bonds
Sampai dengan Desember 2019, Jasa Marga tidak Until December 2019, Jasa Marga has not issued
menerbitkan obligasi konversi. Dengan demikian, convertible bonds. Therefore, the Company does not have
Perseroan tidak memiliki informasi mengenai obligasi information regarding convertible bonds.
konversi.

Human Capital
Modal Insani
INFORMASI SUMBER PENDANAAN LAINNYA
Information on Other Financing Sources

Tahun Nilai Tujuan
Mata Tahun Jatuh Tingkat Imbal
Uraian Terbit Tenor (miliar) Penerbitan
Uang Tempo Hasil
Description Issuance Tenor Value Purpose of
Currency Due Date Rate of Return
Date (billion) Issuance
Kontrak Investasi Kolektif 2019 - Rp 1.010 - - Mendanai ekuitas

Dana Investasi Infrastuktur di PT Jasamarga
(KIK DINFRA) TOLL ROAD Pandaan Tol dan
Mandiri 001 PT Trans Marga
Collective Investment Contract Jateng

of Infrastructure Investment To finance equity
Funds (KIK DINFRA) TOLL at PT Jasamarga
ROAD Mandiri 001 Pandaan Tol dan
PT Trans Marga
Jateng
Reksa Dana Penyertaan 2018 - Rp 1.970 - - Mendanai ekuitas
Terbatas Mandiri Infrastruktur di PT Jasamarga
Ekuitas Transjawa (RDPT MIET) Semarang Batang,
Limited Participation Mutual PT Jasamarga Solo
Fund in Mandiri’s Transjava Ngawi, dan PT
Infrastructure Equity (RDPT Jasamarga Ngawi
MIET) Kertosono Kediri
To finance equity

at PT Jasamarga

Semarang Batang,
PT Jasamarga Solo
Ngawi, dan PT
Jasamarga Ngawi
Kertosono Kediri
Sekuritisasi Jagorawi / Kontrak 2017 5 tahun/ Rp 2.000 2022 8,40% Mendanai
Investasi Kolektif Efek Beragun year Pembangunan
Aset (KIK EBA) Mandiri Proyek Jalan Tol
JSMR01 Baru
Securitization of Jagorawi/ To finance new toll
Collective Investment Contract road projects
of Asset-backed Securities (KIK
EBA) Mandiri JSMR01


Kinerja Pengembangan Bisnis Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Dewan Komisaris dan Direksi Ikhtisar Kinerja Utama
Business Development Performance Management Discussion and Analysis Company Profile Report of the Board of Commissioners and the Director Main Performance Highlights
24
Important Events
PERISTIWA PENTING
Jalan Tol Balikpapan-Samarinda

Simpang Susun Samboja
LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk

Human Capital
Modal Insani
Januari 2019
January 2019

21 27
Peluncuran Jasa Marga Collaborative Learning in Completing Jasa Marga raih penghargaan Best Capital Markets Deal dari
Knowledge (JM Click) untuk mendorong transformasi International Financing Review (IFR) Asia 2018 atas prestasi Jasa
pembelajaran secara digital dan mandiri. Marga dalam menarik minat investor melalui skema pendanaan
Komodo Bond pada tahun 2017
The launching of Jasa Marga Collaborative Learning In
Completing Knowledge (JM Click) to push the transformation of Jasa Marga awarded Best Capital Markets Deal Award from the
digital and independent learning. 2018 Asia International Financing Review (IFR) for Jasa Marga's
achievement attracting investor interest through the Komodo

Bond Funding Scheme in 2017.
Maret 2019
March 2019
23
Anak usaha Jasa Marga, PT Jasamarga Tollroad Maintenance
(JMTM), memperoleh Kontrak Pekerjaan Pembangunan Gerbang

Tol Cikopo di jalan tol Jakarta-Cikampek dalam rangka relokasi

Gerbang Tol Cikarang Utama untuk perubahan sistem transaksi
sebagai upaya penguraian kepadatan lalu lintas
Jasa Marga's subsidiary, PT Jasamarga Tollroad Maintenance

(JMTM), obtained a Work Contract for the construction of
Cikopo Toll Gate on the Jakarta-Cikampek toll road to relocate
the Cikarang Utama Toll Gate for accommodating the change in
transaction system in order to lighten the traffic density. 1
Transformasi Rekrutmen Karyawan melalui Program Jet Roadster
yang Berbasis Digital
Februari 2019 The transformation in employee recruitment through the Digital-

February 2019 Based Jet Roadster Program
1
Penyelenggaraan Rapat Umum Pemegang Saham Luar Biasa
(RUPSLB) sehubungan dengan rencana pembentukan Holding
Badan Usaha Milik Negara (BUMN) Sektor Infrastruktur.
1
The organizing of Extraordinary General Meeting of Shareholders
(EGMS) regarding the plan to establish a holding company Perayaan HUT Jasa Marga ke-41
for state-owned enterprises running business in infrastructure The Celebration of Jasa Marga’s 41st Anniversary
sector.

Maret 2019 Mei 2019

March 2019 May 2019

23
6
Jasa Marga bersama dengan PT Jasamarga Toll Road Operator
Melakukan Uji Coba Terbatas penerapan Single Lane Free Flow
Rapat Umum Pemegang Saham Tahunan (RUPST) Tahun Buku
(SLFF) di Jalan Tol Prof. Dr. Ir. Sedyatmo di 3 gerbang yaitu
2018.
Gerbang Tol Kapuk, Gerbang Tol Cengkareng, dan Gerbang
Tol Kamal yang dihadiri Badan Pengatur Jalan Tol (BPJT), Bank Annual Meeting of Shareholders (AGMS) for the 2018 Fiscal
Profil Perusahaan
Indonesia, Kementerian BUMN, dan Kementerian Kominfo.

Company Profile
Year.
Jasa Marga together with PT Jasamarga Toll Road Operator
conducted limited trials on the application of Single Lane Free
Flow (SLFF) on Prof. Dr. Ir. Sedyatmo Toll Road at 3 gates namely
Kapuk Toll Gate, Cengkareng Toll Gate, and Kamal Toll Gate
which was attended by BPJT, Bank Indonesia, Ministry of SOEs,
and Ministry of Communication and Informatics.
13
25
Peresmian Jalan Tol Pandaan-Malang Seksi Pandaan-Singosari
sepanjang 31,49 km yang dioperasikan oleh PT Jasamarga
Pengoperasian Jalan Tol Medan-Kualanamu-Tebing Tinggi Seksi
Pandaan Malang (JPM).
Sei Rampah-Tebing Tinggi sepanjang 9,26 km yang Dioperasikan
oleh PT Jasamarga Kualanamu Tol (JKT).
The inauguration of Pandaan-Malang Toll Road for the section
The operation of Medan-Kualanamu-Tebing Tinggi Toll Road for

of Pandaan-Singosari with the length of 31,49 km operated by

the section of Sei Rampah-Tebing Tinggi with the length of 9.26 PT Jasamarga Pandaan Malang (JPM).
km, operated by PT Jasamarga Kualanamu Tol (JKT).
April 2019
April 2019
23
15 Perubahan sistem transaksi dan relokasi di Gerbang Tol Cikarang
Utama di Jalan Tol Jakarta-Cikampek ke Gerbang Tol Cikampek
Pencatatan perdana Kontrak Investasi Kolektif Dana Investasi Utama dan Gerbang Tol Kalihurip Utama sebagai salah satu
Infrastruktur(KIK DINFRA) PT Jasamarga Pandaan Tol (JPT) yang upaya untuk mengurangi kepadatan lalu lintas.
mengoperasikan Ruas Tol Gempol-Pandaan sebagai alternatif
Pendanaan Baru di Sektor Pasar Modal Indonesia. The transaction system on the Jakarta-Cikampek Toll Road was
changed and the Cikarang Main Toll Gate was relocated to the
The initial listing of KIK DINFRA of PT Jasamarga Pandaan Toll Cikampek Main Toll Gate and the Kalihurip Main Toll Gate.
(JPT) which operates the Gempol-Pandaan Toll Road as a new
alternative funding in the Indonesian capital market sector.

Human Capital
Modal Insani
Juli 2019
July 2019

30 20
Jasa Marga Bersinergi dengan Kementerian BUMN Menggelar
Mudik Bareng BUMN 2019. Jasa Marga melalui Anak Usaha PT Jasamarga Pandaan Tol (JPT)
terbitkan Sukuk Ijarah Perdana di Jalan Tol Melalui Penawaran
Jasa Marga Collaborated with the Ministry of SOEs to Hold Terbatas.
Homecoming with BUMN 2019.
Jasa Marga through its subsidiary PT Jasamarga Pandaan Tol
(JPT) issued Islamic Bonds called Sukuk Ijarah through Limited
Offer.

Juni 2019
June 2019
24

Jasa Marga melalui Anak Usaha PT Jasamarga Tollroad Operator
(JMTO) mendapatkan Kontrak Pengoperasian Jalan Tol Terbanggi
10 Besar - Kayu Agung sepanjang 189 km milik PT Hutama Karya
Jasa Marga Layani Lalu Lintas Arus Balik Lebaran Tertinggi Jasa Marga through its subsidiary PT Jasamarga Tollroad
Sepanjang Sejarah Jalan Tol di Indonesia yaitu Sebanyak 166 Operator (JMTO) obtained a contract to operate 189 km long
Ribu Kendaraan. Terbanggi Besar- Kayu Agung Toll Road owned by PT Hutama
Karya.
Jasa Marga broke the record in serving the highest traffic ever of
homecoming travelers in their way back with the historic record
of about 166 thousands vehicles.
26
26
Groundbreaking Pembangunan Laboratorium IoT (Internet of
Things) di Ex-Kantor Jasa Marga Cabang Jakarta-Tangerang
Rekor One Way Terlama & Terpanjang di Indonesia pada Periode
sebagai Pusat Research & Development.
Arus Balik Lebaran 2019.
The groundbreaking of development of Internet of Things
Recording the longest one way traffic in Indonesia, reaching 413
Laboratory in the former office of Jasa Marga Jakarta-Tangerang
km in length and 42 hours in time during Eid al-Fitr homecoming
as a research and development center.
counterflows.

Agustus 2019 November 2019

August 2019 November 2019

29 1
Sinergi Jasa Marga-Universitas Indonesia (UI) deklarasi duta Pengoperasian Jalan Tol Pandaan-Malang Seksi Singosari-
bersihkan sampah plastik sebagai salah satu komitmen Perseroan Pakis sepanjang 4,75 km yang dioperasikan oleh PT Jasamarga
menjadi Perusahaan Green Toll Road. Pandaan Malang (JPM).
Jasa Marga and UI declared their cooperation in plastic waste The operation of Singosari-Pakis section of the Pandaan-Malang
Profil Perusahaan
Company Profile
management as one of the commitments of the Company to Toll Road with the length of 4.75 km operated by PT Jasamarga
become a green toll road company. Pandaan Malang (JPM).
Oktober 2019
October 2019
11 Jasa Marga raih peringkat ke-2 Penghargaan Annual Report

Award 2019 Kategori BUMN Non Keuangan Listed.
Penandatanganan Kredit Investasi Jalan Tol Cinere-Serpong. Jasa Marga won 2nd place in the Annual Report Award 2019 for
the category of listed non-financial SOE.

The signing of the Investment Credit for the Cinere-Serpong

Toll Road.
Desember 2019
December 2019
17
Jasa Marga melalui Anak Usaha PT Jasamarga Surabaya 4
Mojokerto (JSM) bekerja sama dengan Dinas Perhubungan,
Kepolisian, Kejaksaan dan PT Jasamarga Tollroad Operator
(JMTO) Gelar Operasi Penertiban Kendaraan ODOL. Penerapan sistem tilang elektronik atau Electronic Traffic Law
Enforcement (ETLE) di Jalan Tol Jasa Marga bekerja sama
Jasa Marga through its subsidiary of PT Jasamarga Surabaya dengan Polda Metro Jaya.
Mojokerto (JSM) in collaboration with the Transportation Office,
Police, Prosecutor's Office and PT Jasamarga Tollroad Operator The application of Electronic Traffic Law Enforcement (ETLE)
(JMTO) performed vehicle control operations for ODOL. system on Jasa Marga’s toll roads in cooperation with Metro
Jaya Regional Police.

Human Capital
Modal Insani
6 12
Peresmian Jalan Tol Kunciran-Serpong sepanjang 11,14 km Peresmian Jalan Tol Jakarta-Cikampek II Elevated sepanjang 38
yang Dioperasikan oleh PT Marga Trans Nusantara (MTN). km yang dioperasikan oleh PT Jasamarga Jalanlayang Cikampek
(JJC).
The inauguration of 11,14 km Kunciran-Serpong Toll Road
operated by PT Marga Trans Nusantara (MTN). The inauguration of Jakarta-Cikampek II Elevated Toll Road
with the length of 38 km operated by PT Jasamarga Jalanlayang
Cikampek (JJC).

7
17

Pelaksanaan Roadster Green Festival “The Grand Launching of

Rest Area 360” di Jalan Tol Batang-Semarang.
Peresmian Jalan Tol Balikpapan-Samarinda Seksi Samboja-
The implementation of the Green Roadster Festival "The Grand Samarinda sepanjang 66,24 km yang dioperasikan oleh PT
Launching of Rest Area 360" on the Batang-Semarang Toll Jasamarga Balikpapan Samarinda (JBS).
Road.
The opening of Balikpapan-Samarinda Toll Road for the section
of Samboja-Samarinda with the length of 66.24 km operated
by PT Jasamarga Balikpapan Samarinda (JBS).
9
Jasa Marga bekerja sama dengan Pusat Ilmu Komputer
Universitas Indonesia Menyelenggarakan “Pilot Project-Crash
Program” yang merupakan program pelatihan Programming 18
bagi karyawan operasional Jasa Marga Group.
Jasa Marga melalui anak usaha PT Jasamarga Tollroad Operator
Jasa Marga collaborated with University of Indonesia's Computer
(JMTO) turut menjadi pemegang saham di PT Fintek Karya
Science Center to hold "Pilot Project-Crash Program" which
Nusantara (LinkAja) sebesar 10%.
is a training in computer programming for the operational
employees of Jasa Marga Group.
Jasa Marga through its subsidiary PT Jasamarga Tollroad
Operator (JMTO) bought 10% stake of PT Fintek Karya
Nusantara (LinkAja).

02
LAPORAN DEWAN
KOMISARIS DAN DIREKSI
Reports of the Board of
Commissoners and Board of Directors
Pencapaian kinerja Perseroan pada tahun buku 2019 antara lain ditunjukkan
dengan indikator keuangan, pencapaian indikator performa kunci, dan
peningkatan penerapan prinsip-prinsip tata kelola perusahaan yang baik.
The achievements in the Company's performance for 2019 fiscal year are shown in the
financial and key performance indicators, as well as the improvement in the application of
principles of good corporate governance.
32. Laporan Dewan Komisaris 36. Penilaian Kinerja Komite di 47. Perubahan Komposisi Anggota
Report of the Board of Bawah Dewan Komisaris Direksi
Commissioners Performance Evaluation of the Changes in Composition of the
33. Penilaian Kinerja Dewan Committees under the Board of Board of Directors
Komisaris Tahun 2019 Commissioners 49. Perubahan Susunan Anggota Direksi
Assessment of the Board of 36. Perubahan Komposisi Dewan Setelah Tahun Buku 2019 Berakhir
Commissioners Performance in Komisaris Sampai Dengan Batas Waktu
2019 Changes in Composition of the Penyampaian Laporan Tahunan
33. Pengawasan Terhadap Board of Commissioners Changes in Composition of the
Implementasi Strategi Perseroan 37. Perubahan Susunan Anggota Board of Directors from After the
Supervision in the Dewan Komisaris Setelah 2019 Fiscal Year Ends until the
Implementation of the Tahun Buku 2019 Berakhir Deadline for Submitting the Annual
Company's Strategy Sampai Dengan Batas Waktu Report
33. Tata Cara dan Frekuensi Penyampaian Laporan Tahunan 50. Penutup dan Apresiasi
Pemberian Nasihat Kepada Changes in Composition of the Closing and Appreciation
Direksi Board of Commissioners from 54. Tanggung Jawab Laporan Tahunan 2019
Procedure and Frequency of After the 2019 Fiscal Year Ends Responsibility for the 2019 Annual
Providing Advice to the Board of until the Deadline for Submitting Report
Directors the Annual Report
54. Surat Pernyataan Anggota Direksi
34. Penilaian Atas Kinerja Direksi dan 37. Penutup dan Apresiasi dan Anggota Dewan Komisaris
Dasar Penilaiannya Closing and Appreciation tentang Tanggung Jawab atas
Assessment of the Board of 40. Laporan Direksi Laporan Tahunan 2019 PT Jasa
Directors Performance and Basis Report of the Board of Directors Marga (Persero) Tbk
of Assessment 41. Kinerja Perseroan 2019 Statement of Members of The
35. Pandangan Atas Prospek Usaha The Company Performance in Board of Directors and Board of
yang Disusun Direksi 2019 Commissioners on Responsibility for
Views of the Business Prospects the 2019 Annual Report of PT Jasa
45. Analisis Tentang Prospek Usaha Marga (Persero) Tbk
Prepared by the Board of Business Prospects Analysis
Directors
45. Penerapan Tata Kelola
35. Pandangan Atas Penerapan Perusahaan
Good Corporate Governance Implementation of Good
Views of the Implementation of Corporate Governance
46. Penilaian Kinerja Komite di
35. Pandangan Atas Penerapan Bawah Direksi dan Dasar
Whistleblowing System Penilaiannya
Views of the Implementation of Performance Assessment for the
Whistleblowing System Committees Under the Board
36. Pandangan Atas Tata Kelola of Directors and the Basis of
Teknologi Informasi Assessment
Views of the Information
Technology Governance
Simpang Susun Samboja
32
Report of the Board of Commissioners
LAPORAN DEWAN KOMISARIS

Sapto Amal Damandari
Komisaris Utama/ Komisaris Independen
President Commissioner/ Independent Commissioner
Human Capital
Modal Insani
Pemegang saham dan para pemangku kepentingan Dear shareholders and stakeholders,
yang kami hormati,

Atas nama Dewan Komisaris, perkenankan kami On behalf of the Board of Commissioners, please allow

menyampaikan Laporan Dewan Komisaris tentang us to present report of the Board of Commissioners on the
pengawasan dan pemberian nasihat kepada Direksi supervision and providing advice to the Board of Directors
selama 2019. Dalam menjalankan tugas dan tanggung during 2019. In executing its duties and responsibilities,
jawabnya, Dewan Komisaris selalu memegang prinsip the Board of Commissioners always holds the principle of
independensi dan fokus pada pencapaian Visi Perseroan independence and focus on achieving the Company's Vision,
yaitu “Menjadi Perusahaan Jalan Tol Nasional Terbesar, namely "Becoming the Largest, Most Trusted National Toll Road
Terpercaya dan Berkesinambungan”. Dewan Komisaris Company and Sustainable". The Board of Commissioners also
juga terus mendorong terlaksananya praktik tata kelola continues to encourage the implementation of good corporate

perusahaan yang baik di lingkungan Perseroan. governance practices within the Company.
PENILAIAN KINERJA DEWAN KOMISARIS TAHUN 2019

Assessment of the Board of Commissioners Performance in 2019
Proses penilaian kinerja Dewan Komisaris tahun buku The assessment of the Board of Commissioners
2019 dilakukan berdasarkan Surat Keputusan Dewan performance for 2019 fiscal year was based on the
Komisaris No. KEP-153/XI/2016 tanggal 07 November Board of Commissioners Decree No. KEP-153/XI/2016
2016 tentang Penetapan Revisi Sistem Self Assessment dated November 7, 2016 pertaining the Revision of Self-

Kinerja Dewan Komisaris PT Jasa Marga (Persero) Tbk. Assessment System for Evaluating Performance of the
Dengan menggunakan Indikator Kinerja Kunci (Key Board of Commissioners of PT Jasa Marga (Persero) Tbk.
Performance Indicator) Dewan Komisaris, diperoleh By using the Board of Commissioners' Key Performance
capaian nilai sebesar 4,849 dari nilai maksimal sebesar 5,0 Indicators, a score of 4,849 was obtained from a maximum
dengan predikat penilaiannya adalah “Sangat Baik”. score of 5.0 with the rating classification "Very Good".
PENGAWASAN TERHADAP IMPLEMENTASI STRATEGI PERSEROAN

Supervision in the Implementation of Company Strategy

Dewan Komisaris menggunakan mekanisme secara The Board of Commissioners uses the direct and

langsung maupun tidak langsung dalam melakukan indirect mechanisms in performing its supervision in the
pengawasan terhadap implementasi strategi Perseroan. implementation of the Company's strategy. The direct
Mekanisme secara langsung dilakukan melalui kunjungan mechanism is carried out through the on-site visits to
ke tempat-tempat kegiatan Perseroan maupun ke unit- the locations of Company's activities and units, with
unit dengan melakukan pemberitahuan terlebih dahulu prior notice to the Board of Directors. While the indirect
ke Direksi. Sedangkan mekanisme secara tidak langsung mechanism is done by holding a meeting with the Board
dilakukan melalui rapat dengan mengundang Direksi. of Directors.
Berdasarkan mekanisme tersebut, Dewan Komisaris Based on this mechanisms, the Board of Commissioners
berpandangan strategi Perseroan telah diimplementasikan believes that the Company's strategy has been
dengan baik sepanjang tahun 2019. Hal tersebut terlihat implemented well throughout 2019. This can be seen
dari dicapainya indikator-indikator kinerja yang telah from the achievements of predetermined performance
ditetapkan sebelumnya. indicators.
TATA CARA DAN FREKUENSI PEMBERIAN NASIHAT KEPADA DIREKSI

Procedures and Frequency of Providing Advice to the Board of Directors
Dewan Komisaris telah menyusun dan menetapkan The Board of Commissioners has compiled and established
program kerja tahunan Dewan Komisaris Tahun 2019. the annual work program of the Board of Commissioners in
Setiap bulannya diselenggarakan minimal 2 kali rapat 2019. Every month there would be a minimum of 2 meetings,
yaitu rapat Dewan Komisaris dan rapat koordinasi namely the Board of Commissioners meeting and the Board of
Dewan Komisaris bersama Direksi. Dalam hal Perseroan Commissioners coordination meeting with the Board of Directors.
menghadapi perkembangan situasi dan persoalan yang In the event that the Company faces the development of
mendesak yang memerlukan pembahasan dan keputusan situations and pressing issues that require discussion and decision
Dewan Komisaris, tidak menutup kemungkinan menambah of the Board of Commissioners, it is possible to add to the new
dengan agenda baru dan diselenggarakan rapat khusus. agenda and hold special meetings.

Dalam melaksanakan tugas dan tanggung jawab dalam In executing its duties and responsibilities in providing advice
pemberian nasihat kepada Direksi, Dewan Komisaris to the Board of Directors, the Board of Commissioners uses
menggunakan mekanisme Rapat bersama Direksi dan the mechanism of joint meeting with the Board of Directors
mekanisme lainnya, seperti persetujuan Dewan Komisaris dan and other mechanisms, such as the Board of Commissioners
Keputusan Dewan Komisaris. Dengan tersusunnya program approval and decree issuance. With the annual work program
kerja tahunan Dewan Komisaris, pelaksanaan pengawasan of the Board of Commissioners, the implementation of
dan pemberian nasihat kepada Direksi dalam pengelolaan supervision and providing advice to the Board Directors in
Perseroan dapat dilakukan lebih efektif dan mengenai managing the Company can be done more effectively and
sasarannya. right on the targets.
Sepanjang tahun 2019, Dewan Komisaris telah Throughout 2019, the Board of Commissioners held 15
menyelenggarakan 15 (lima belas) kali rapat internal Dewan (fifteen) internal meetings of the Board of Commissioners
Komisaris dan melaksanakan Rapat bersama Direksi sebanyak and 12 (twelve) joint meetings with the Board of Directors,
12 (dua belas) kali, menghasilkan persetujuan 20 (dua puluh) resulting in 20 (twenty) approvals, and 9 (nine) decrees.
persetujuan, dan keputusan sebanyak 9 (sembilan) keputusan.
Setiap keputusan rapat dipantau dan dievaluasi tindak Every decision taken in the meeting is monitored and the
Profil Perusahaan
Company Profile
lanjutnya. Sampai dengan akhir 2019, hampir seluruh follow-up is evaluated. Until the end of 2019, almost all
keputusan rapat telah ditindaklanjuti, sedangkan sisanya resolutions of the meetings have been followed up, while the
masih dalam proses penyelesaian dan diharapkan sebagian rest are still in the process of completion and it is expected that
besar sudah dapat diselesaikan pada awal tahun 2020. most of these would be completed by early 2020.
PENILAIAN ATAS KINERJA DIREKSI DAN DASAR PENILAIANNYA

Assessment of the Board of Directors Performance and the Basis of Assessment
Dewan Komisaris menilai, selama 2019, Direksi telah The Board of Commissioners considers, during 2019, the
memberikan upaya terbaiknya, sehingga menghasilkan Board of Directors has given its best efforts, thus resulting
kinerja Perseroan yang sangat memuaskan. Direksi beserta in an excellent performance of the Company. The Board
jajarannya telah berhasil menggandakan bisnis (doubling of Directors and their staff have succeeded in doubling up
the business), dengan parameter antara lain panjang jalan the business, with parameters including the length of toll
tol beroperasi di 2019 mencapai 1.162 km, meningkat roads operated in 2019 reaching 1,162 km, more than
lebih dari dua kali lipat dibanding tahun 2014 yang double compared to 2014 which reached 576 km.
mencapai 576 km.
Penilaian atas kinerja Direksi tersebut dilakukan The assessment of the Board of Directors performance is
berdasarkan Peraturan Menteri BUMN No. 01/MBU/2011 based on Minister of SOEs Regulation No. 01/MBU/2011
tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola dated August 1, 2011 concerning the Implementation
Perusahaan Yang Baik di BUMN yang dijabarkan lebih of Good Corporate Governance in SOEs, which is further
lanjut dengan Surat Keputusan Sekretaris Kementerian elaborated in the Secretary of the Ministry of SOEs Decree
BUMN No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 No. SK-16/S.MBU/2012 dated June 6, 2012 regarding
tentang Indikator/ Parameter Penilaian dan Evaluasi Indicators/Parameters and Evaluation Indicators of Good
Penerapan Tata Kelola Perusahaan Yang Baik, Lampiran Corporate Governance Implementation, Appendix I/6-15
I/6-15 Aspek Pengujian/ Indikator Butir 17 Parameter Testing Aspects/Indicators Item 17 Parameters Number 58
Nomor 58 dan 59, serta Aspek Pengujian/Indikator Butir 19 and 59, and Testing Aspects/Indicators Item 19 Parameter
Parameter Nomor 67, yaitu untuk melakukan pengawasan Number 67, which is to supervise the Board of Directors on
terhadap Direksi atas implementasi rencana dan kebijakan the implementation of the company’s plans and policies, the
perusahaan, pelaksanaan kebijakan pengelolaan anak implementation of subsidiary management policies, as well
perusahaan, serta perannya dalam pencalonan anggota as their role in nominating members of the Board of Directors
Direksi dan menilai kinerja Direksi secara individu dan and assessing its performance individually and collegially as
kolegial serta pengusulan tantiem dan remunerasi Direksi well as proposing the bonus for the Board Directors and
sesuai ketentuan yang berlaku. remuneration in accordance with applicable regulations.
Dewan Komisaris selain mengawasi dan memberi nasihat In addition to supervising and giving advice on the Board of
dalam pelaksanaan tata kelola perusahaan yang baik, juga Commissioners, the Board of Commissioners also ensures
memastikan Aspirasi Pemegang Saham terpenuhi sehingga that the aspirations of shareholders are fulfilled so that the
kepentingan stakeholders dipenuhi dalam mencapai visi interests of stakeholders are met in achieving the Company's
dan misi Perseroan. vision and mission.

Human Capital
Modal Insani
PANDANGAN ATAS PROSPEK USAHA YANG DISUSUN DIREKSI
Views of Business Prospects Prepared by the Board of Directors

Kondisi perekonomian nasional di tahun 2019 yang relatif The relatively stable condition of the national economy
stabil dan tetap mengalami pertumbuhan serta tetap in 2019 with continued growth and inflation maintained
terjaganya inflasi pada tingkat yang rendah, merupakan at a low level, are factors considered by the Board
faktor- faktor yang dipertimbangkan Dewan Komisaris of Commissioners that the business prospects of the
bahwa prospek usaha Perseroan yang telah disusun dan Company that have been prepared and implemented by
diimplementasikan Direksi sudah sangat tepat. the Board of Directors are very appropriate.
Dewan Komisaris berpandangan mengenai prospek usaha The Board of Commissioners is of the view that the

Perseroan telah sejalan dengan Rencana Pembangunan Company's business prospects are in line with the National
Jangka Menengah Nasional (RPJMN) 2020 – 2024 yang Medium-Term Development Plan (RPJMN) 2020-2024
mendukung terciptanya konektivitas nasional melalu which supports the creation of national connectivity
peningkatan pembangunan jalan tol sepanjang 4.700 through increasing the construction of 4,700 km to
km hingga 5.200 km hingga tahun 2024. Dengan peran 5,200 km of toll roads by 2024. Due to the Company's
sertanya Perseroan hingga akhir tahun 2019, maka ruas tol participation until the end of 2019, then the toll road that
yang akan dibangun oleh Negara sesuai RPJPN sepanjang will be built by the State according to the RPJPN along the
2.500 km lagi hingga 2024. 2,500 km more until 2024.
Meskipun Perseroan mampu mencatatkan kinerja In despite of being able to record satisfactory
yang memuaskan di tahun 2019, Dewan Komisaris performance in 2019, the Board of Commissioners

mengingatkan bahwa Perseroan tetap harus waspada reminded that the Company must still be vigilant and
dan mempunyai mitigasi yang cukup dalam menyongsong have adequate mitigation in welcoming next year,
tahun depan mengingat tahun 2020 diawali dengan bearing in mind that the year 2020 began with an
wabah virus COVID-19 yang berdampak besar terhadap outbreak of the COVID-19 virus which has a major
perekonomian dunia. impact on the world economy.
Dewan Komisaris berkeyakinan bahwa Perseroan akan The Board of Commissioners believes that the Company
mengambil kesempatan untuk terus mengembangkan will take the opportunity to continually develop the toll
pembangunan jalan tol yang memberikan nilai tambah road constuction that provides added value to stakeholders
bagi stakeholders melalui keikutsertaan membangun dan through participating in building and operating.

mengoperasikan.

PANDANGAN ATAS PENERAPAN GOOD CORPORATE GOVERNANCE
Views of the Application of Good Corporate Governance
Dewan Komisaris berpandangan, peningkatan kinerja The Board of Commissioners believes the improvement
Perseroan pada tahun 2019 merupakan hasil dari penerapan of the Company's performance in 2019 is the result of
Good Corporate Governance (GCG) yang efektif. Prinsip- effective implementation of Good Corporate Governance
prinsip GCG, yaitu transparansi, akuntabilitas, responsibilitas, (GCG). The principles of GCG, namely transparency,
independensi dan keadilan telah diterapkan dengan baik accountability, responsibility, independency and fairness
oleh Perseroan. Prinsip-prinsip tersebut telah diterapkan have been implemented well by the Company. These
melalui berbagai mekanisme GCG seperti, manajemen principles have been applied through various GCG
risiko, sistem pengendalian internal, Whistleblowing System mechanisms such as risk management, internal control
(WBS) dan tanggung jawab sosial perusahaan (Corporate systems, Whistleblowing System (WBS) and corporate
Social Responsibility). Pencapaian skor asesmen GCG tahun social responsibility. The GCG assessment score for the
buku 2019 sebesar 98,06 atau mencapai kualifikasi “sangat 2019 fiscal year of 98.06 or achieving an “very good"
baik” juga menunjukkan adanya perbaikan tata kelola qualification also indicates an improvement in corporate
perusahaan yang dilakukan manajemen Perseroan. governance by the Company's management.
PANDANGAN ATAS PENERAPAN WHISTLEBLOWING SYSTEM

Views of the Application of Whistleblowing System
Selama 2019, Dewan Komisaris terus mendorong Direksi During 2019, the Board of Commissioners continues
untuk mengefektifkan penerapan Whistleblowing System to encourage the Board of Directors to streamline the
(WBS) yang dikelola oleh pihak ketiga yang independen implementation of Whistleblowing System (WBS) which
dan memiliki reputasi yang baik. is managed by an independent and reputable third party.

Dewan Komisaris juga telah memberikan masukan untuk The Board of Commissioners has also provided input
memperkuat WBS yang ada, serta bersama Direksi telah to strengthen the existing WBS, and the Board of
menerbitkan keputusan bersama untuk merevitalisasi Commissioners together with the Board of Directors have
WBS Jasa Marga. Menurut pandangan Dewan Komisaris, issued joint decrees to revitalize Jasa Marga's WBS. In the
penerapan WBS di Jasa Marga sudah berjalan dengan view of the Board of Commissioners, the implementation of
baik, namun perlu ditingkatkan lebih baik lagi untuk WBS in Jasa Marga has run well, but it needs to be improved
menuju kesempurnaan sistem ini. even better to get to the perfection of this system.
PANDANGAN ATAS TATA KELOLA TEKNOLOGI INFORMASI

Views of the Information Technology Governance
Perseroan menyadari perlunya penerapan Tata Kelola The Company deems necessary to implement Information
Teknologi Informasi (IT Governance) ke dalam proses Technology Governance (IT Governance) in the Company's
bisnis Perseroan. Mengacu pada Keputusan Direksi No. business processes. Referring to Board of Directors Decree
22/KPTS/2019, saat ini kedudukan Teknologi Informasi No. 22/KPTS/2019, currently the Information Technology
di Perseroan sudah mengalami transformasi tidak hanya in the Company has been undergoing a transformation
Profil Perusahaan
Company Profile
sebagai pendukung untuk mencapai efisiensi dan to not only becoming a support to achieve the efficiency
efektivitas proses bisnis namun sebagai inovasi untuk and effectiveness of business processes but also as an
menjaga ketahanan bisnis dan meningkatkan pendapatan innovation to maintain business resilience and increase the
Perseroan. Company's revenue.
Dewan Komisaris berpandangan, Master Plan TI Tahun The Board of Commissioners believes that the IT Master
2019-2023 yang dijadikan panduan oleh Perseroan Plan for 2019-2023, used as the guide by the Company in
dalam melakukan investasi dan implementasi di bidang TI investing and implementing in IT affairs, is in accordance
sudah sesuai dengan sasaran jangka panjang Perseroan. with the Company's long-term goals. That is why the
Dengan demikian, Dewan Komisaris terus mendorong Board of Commissioners continues to encourage the
implementasi Master Plan TI tersebut berjalan sesuai implementation of the IT Master Plan in accordance with
dengan rencana yang telah ditetapkan oleh Perseroan dan the schedule set by the Company and to make adjustments
melakukan penyesuaian Master Plan TI sesuai dengan RJPP to the IT Master Plan in accordance with the RJPP that has
yang telah disusun dari tahun 2020 - 2024. been prepared from 2020 - 2024.
PENILAIAN KINERJA KOMITE DI BAWAH DEWAN KOMISARIS

Performance Assessment of the Committees Under the Board of Commissioners
Dewan Komisaris memiliki organ penunjang yang meliputi The Board of Commissioners is supported by organs of the
Komite Audit serta Komite Nominasi, Remunerasi dan Audit Committee and the Nomination, Remuneration and
Risiko. Dewan Komisaris secara periodik melakukan Risk Committee. The Board of Commissioners periodically
penilaian terhadap kinerjanya yang berdasarkan indikator evaluates their performances based on predetermined key
kinerja kunci yang telah ditetapkan. performance indicators.
Pada tahun 2019, hasil pencapaian Key Performance In 2019, the Audit Committee's Key Performance Indicator
Indicator (KPI) Komite Audit sebesar 5,46 yang melebihi (KPI) achievement was 5.46, exceeding the target of 5.00.
target sebesar 5,00. Sementara KPI Komite Nominasi, While the KPI of the Nomination, Remuneration and Risk
Remunerasi dan Risiko berhasil mencapai nilai total 88 Committee reached a total score of 88 (eighty-eight),
(delapan puluh delapan), meningkat dibanding 2018 increasing from 85 (eighty-five) in 2018. This achievement
yang mencapai 85 (delapan puluh lima). Pencapaian ini shows that in general the performances of the committees
menunjukkan bahwa secara umum kinerja komite-komite under the Board of Commissioners has done well.
di bawah Dewan Komisaris sudah terlaksana dengan baik.

Human Capital
Modal Insani
PERUBAHAN KOMPOSISI DEWAN KOMISARIS
Changes in Composition of the Board of Commissioners

Selama tahun 2019, tidak terdapat perubahan komposisi In 2019, there was no change in the composition of
Dewan Komisaris Jasa Marga. Keanggotaan Dewan the Jasa Marga Board of Commissioners. The Board of
Komisaris berjumlah 6 (enam) orang, terdiri dari 1 (satu) Commissioners members are 6 (six) people, consisting
orang Komisaris Utama/ Komisaris Independen, 1 (satu) of 1 (one) President Commissioner/Independent
orang Komisaris Independen, dan 4 (empat) orang Commissioner, 1 (one) Independent Commissioner, and
Komisaris. Komposisi Dewan Komisaris Perseroan telah 4 (four) Commissioners. The composition of the Board of
memenuhi ketentuan perusahaan terbuka yang harus Commissioners of the Company has complied with the
memiliki jumlah Anggota Dewan Komisaris Independen requirements of a public company on the provision of

sekurang-kurangnya 30% dari seluruh Anggota Dewan 30% of the members of the Board of Commissioners are

Komisaris. Independent Commissioners.
PERUBAHAN SUSUNAN ANGGOTA DEWAN KOMISARIS SETELAH

TAHUN BUKU 2019 BERAKHIR SAMPAI DENGAN BATAS WAKTU
PENYAMPAIAN LAPORAN TAHUNAN
Changes in Composition of the Board of Commissioners From After the 2019 Fiscal
Year Ends Until the Deadline of Submitting the Annual Report

Pada periode setelah tahun buku 2019 berakhir sampai In the period from after the 2019 fiscal year ended until
dengan batas waktu penyampaian Laporan Tahunan, tidak the deadline for submitting the Annual Report, there was
terjadi perubahan susunan anggota Dewan Komisaris no change in the composition of the Company's Board of
Perseroan. Commissioners.
PENUTUP DAN APRESIASI

Closing and Appreciation

Dewan Komisaris mengucapkan apresiasi setinggi- The Board of Commissioners would like to express its

tingginya kepada Direksi dan seluruh jajaran pejabat serta highest appreciation to the Board of Directors and all
karyawan Jasa Marga atas pencapaian kinerja Perseroan Jasa Marga officials and employees for achieving the
yang tercatat sangat membanggakan selama tahun Company's outstanding performance during 2019. For the
2019. Atas kepercayaan para pemegang saham, Dewan trust of the shareholders, the Board of Commissioners also
Komisaris juga mengucapkan terima kasih. offers its gratitude.
Dewan Komisaris dengan penuh semangat akan terus The Board of Commissioners will enthusiastically continue
meningkatkan komitmen agar Perseroan dikelola secara to increase the commitment for the Company to be
baik, transparan dan modern dengan mengedepankan managed properly, transparently and in a modern way by
penerapan prinsip-prinsip tata kelola perusahaan yang prioritizing the application of good corporate governance
baik. principles.
Atas Nama Dewan Komisaris

On Behalf of the Board of Commissioners

Komisaris Utama/Komisaris Independen
President Commissioner/ Independent Commissioner

Agus Suharyono Sugihardjo Anita Firmanti Eko Susetyowati
Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner
Sapto Amal Damandari Muhammad Sapta Murti Vincentius Sonny Loho
Komisaris Utama/Komisaris Independen Komisaris Komisaris Independen
President Commissioner/Independent Commissioner Commissioner Independent Commissioner
40
LAPORAN DIREKSI
Report of the Board of Directors
Desi Arryani

Direktur Utama
President Director
Human Capital
Modal Insani
Pemegang saham dan para pemangku kepentingan Dear shareholders and stakeholders,
yang kami hormati,

Dengan bangga, perkenankan kami menyampaikan We are proud to present report of the Board of Directors
Laporan Direksi tentang hasil jalannya kepengurusan on the results of the management of the Company
Perseroan sepanjang tahun 2019. Dalam Laporan ini, throughout 2019. In this report, we provide an analysis
kami sajikan analisis kinerja Perseroan dan prospek of the Company's performance and the Company's
usaha Perseroan. Kami juga sampaikan perkembangan business prospects. We also report the development of
penerapan tata kelola perusahaan dan tanggung jawab the implementation of good corporate governance and
sosial perusahaan sepanjang tahun 2019. corporate social responsibility throughout 2019.

KINERJA PERSEROAN 2019
Performance of the Company in 2019
Pada tahun 2019, Jasa Marga berhasil menggandakan In 2019, Jasa Marga succeeded in doubling the business,
bisnis (doubling the business), dengan indikator total with an indicator of the total length of the toll roads
panjang jalan tol yang dioperasikan oleh Perseroan. operated by the Company. In 2014, the Company
Pada tahun 2014, Perseroan mengoperasikan 576 km operated 576 km of toll roads, while at the end of 2019,
panjang jalan tol, sementara pada akhir 2019, panjang the length of toll roads operated by Jasa Marga reached
jalan tol yang dioperasikan oleh Jasa Marga mencapai 1,162 km. This achievement has a profound meaning,
1.162 km. Pencapaian tersebut mengandung makna namely the Company's success in realizing a commitment

yang begitu mendalam, yakni keberhasilan Perseroan

to strengthen connectivity in Indonesia, as well as being
dalam mewujudkan komitmen memperkuat konektivitas a strong foundation in maintaining the Company's
(strengthening connectivity) di Indonesia, sekaligus sustainability.
juga menjadi pondasi yang kuat dalam menjaga
keberlangsungan Perusahaan (sustainability).
Selama tahun 2019, Perseroan berhasil menambah jalan During 2019, the Company succeeded in adding toll
tol beroperasi sepanjang 162 km. Pengoperasian ruas-ruas roads operating along 162 km. The operation of the new
baru tersebut meliputi Ruas Medan-KualanamuTebing sections includes the Medan-Kualanamu Section of the
Tinggi Seksi Sei Rampah-Tebing Tinggi, Ruas Pandaan- High Section of the Sei-Tebing-High Section, the Pandaan-
Malang Seksi Pandaan-Pakis, Ruas Gempol-Pandaan, Malang Section of the Pandaan-Pakis Section, the Gempol-

Ruas Serpong-Kunciran, Ruas Balikpapan Samarinda Pandaan Section, Serpong-Kunciran Section, Balikpapan

Seksi Samboja-Samarinda dan Ruas Jakarta Cikampek II Samarinda Section Samboja-Samarinda Section and
Elevated. Jakarta Cikampek II Section Elevated.
Jalan Tol Pandaan-Malang yang diresmikan oleh Presiden Pandaan-Malang Toll Road, which was inaugurated by
Joko Widodo pada tanggal 13 Mei 2019, berperan signifikan President Joko Widodo on May 13, 2019, has a significant
memperlancar waktu tempuh kendaraan dari Surabaya ke role in facilitating vehicle travel time from Surabaya to
Malang terutama saat akhir pekan atau hari libur, karena Malang, especially on weekends or holidays, because
banyaknya warga yang ingin mengunjungi kawasan wisata many residents want to visit the tourist area in Greater
di Malang Raya. Surabaya-Malang yang sebelumnya Malang. Surabaya-Malang which was previously taken in
ditempuh dalam waktu 4-5 jam menjadi 1-1,5 jam. 4-5 hours became 1-1.5 hours.
Menjelang akhir tahun, yaitu pada tanggal 6 Desember Towards the end of the year, on December 6, 2019
2019 Presiden Jokowi meresmikan Jalan Tol Kunciran- President Jokowi inaugurated the Kunciran-Serpong Toll
Serpong. Presiden Joko Widodo dalam sambutannya Road. President Joko Widodo in his remarks stated that
menyampaikan setidaknya ada tiga manfaat dari there were at least three benefits from the operation of
pengoperasian Jalan Tol JORR II Ruas Kunciran-Serpong the JORR II Toll Road, Kunciran-Serpong Section. First,
tersebut. Pertama, akan mempercepat dan memperlancar it will accelerate and expedite Banten connectivity to
konektivitas Banten ke Jakarta, kedua kawasan-kawasan Jakarta, both industrial estates in Jakarta and Banten will
industri di Jakarta dan Banten akan semakin terintegrasi be increasingly integrated so that logistics distribution
sehingga distribusi logistik akan lebih mudah dan lancar, will be easier and smoother, and third accelerate the
dan ketiga mempercepat gerak perekonomian Banten movement of the Banten economy as a buffer zone
sebagai wilayah penyangga Jakarta yang pada akhirnya of Jakarta which is ultimately expected to increase the
diharapkan dapat meningkatkan jumlah lapangan kerja. number of fields work.
Pencapaian pengembangan jalan tol di tahun 2019 juga The achievement of toll road development in 2019 is also
ditandai dengan adanya 2 (dua) ruas yang telah diresmikan marked by the existence of 2 (two) sections that have been
oleh Presiden Republik Indonesia dengan status hingga inaugurated by the President of the Republic of Indonesia
awal tahun 2020 masih beroperasi secara fungsional, which is functionally operated until the beginning of 2020,
yakni ruas Jakarta Cikampek II Elevated yang diresmikan namely the Jakarta Cikampek II Elevated section which was

pada tanggal 12 Desember 2019 dan ruas Balikpapan – inaugurated on 12 December 2019 and the Balikpapan
Samarinda Seksi II-IV yang diresmikan pada tanggal 17 section - Samarinda Section II-IV which was inaugurated
Desember 2019. on December 17, 2019.
Dalam bidang keuangan, Perseroan tetap mampu In the financial sector, the Company is still able to
mempertahankan kinerja keuangan yang baik di tengah maintain good financial performance amid business
ekspansi bisnis. Hal ini dapat dilihat dari pencapaian laba expansion. This is seen from the net profit in 2019
bersih tahun 2019 sebesar Rp2,21 triliun atau tetap stabil amounting to Rp2.21 trillion or remaining stable from
dari realisasi tahun 2018 sebesar Rp2,20 triliun meskipun the realization in 2018 of Rp2.20 trillion, although the
saat ini Perseroan masih tetap melakukan ekspansi yang Company is currently doing a fairly massive expansion
cukup masif pada bisnis jalan tol. Selain itu, Perseroan in the toll road business. In addition, the Company
berhasil membukukan total pendapatan usaha di luar recorded a consolidated total non-construction business
konstruksi secara konsolidasi sebesar Rp10,98 triliun revenue of Rp10.98 trillion, increasing 12.26% from
atau meningkat 12,26% dari tahun 2018 sebesar Rp9,78 2018 of Rp9.78 trillion. The Company's EBITDA on a
triliun. EBITDA Perseroan secara konsolidasi mencapai consolidated basis reached Rp6.88 trillion, increasing
Rp6,88 triliun, meningkat 14,11% dibandingkan tahun 14.12% compared to the previous year of Rp6.02
sebelumnya sebesar Rp6,02 triliun, dengan capaian trillion, with an achievement of EBITDA margin of
EBITDA margin sebesar 62,65%. 62.65%.
Profil Perusahaan
Company Profile
Pencapaian performa tersebut merupakan dampak positif This performance is a positive impact of the operation
dari pengoperasian jalan tol baru di 2019 dan kesuksesan of new toll roads in 2019 and the Company's success in
Perseroan dalam menyambungkan jaringan Jalan Tol connecting the Trans Java Toll Road network by the
Trans Jawa pada akhir tahun 2018. Pembangunan ruas- end of 2018. The construction of new toll roads has
ruas jalan tol baru telah menyumbang peningkatan aset contributed to an increase in assets of Rp99.68 trillion
sebesar Rp99,68 triliun atau tumbuh sebesar 20,9% dari or growing by 20.9 % of 2018 which reached Rp82.42
tahun 2018 yang mencapai Rp82,42 triliun. trillion.
Perseroan juga terus berupaya untuk meningkatkan The Company also continues to strive to improve
kinerja operasional. Selain Induk dan Anak Perusahaan operational performance. In addition to the Parent and
Jasa Marga, PT Jasamarga Tollroad Operator (JMTO), Jasa Marga Subsidiaries, PT Jasamarga Tollroad Operator
Entitas Anak Perseroan, berhasil mengoperasikan ruas (JMTO), a Subsidiary Entity, has successfully operated
yang konsesinya dimiliki Badan Usaha Jalan Tol (BUJT) toll roads whose concessions are owned by other Toll
lainnya. Sehingga tahun 2019, PT JMTO telah berhasil Road Business Entities (BUJT). So that in 2019, PT JMTO
mengoperasikan 1.417,53 km jalan tol yang terdiri dari has succeeded in operating 1,417.53 km of toll roads
1.072,19 km pada ruas tol Jasa Marga Group dan 345,34 consisting of 1,072.19 km on the Jasa Marga Group toll
km pada ruas tol non Jasa Marga Group. road and 345.34 km on non Jasa Marga Group toll roads.
Dalam rangka meningkatkan keunggulan bersaing di bidang In order to increase competitive advantage in the field of toll
pengoperasian jalan tol, Perseroan kembali menjadi pionir road operations, the Company has again become a pioneer
pembayaran elektronik Nir Henti atau Single Lane Free Flow in electronic payment of Nir Stop or Single Lane Free Flow
(SLFF) with barrier yang berbasis RFID melalui aplikasi FLO. (SLFF) with RFID-based barriers through the FLO application.
Saat ini uji coba terbatas tengah dilakukan oleh Perseroan At present a limited trial is being conducted by the Company
dengan menyediakan hingga 41 gardu tol SLFF yang tersebar by providing up to 41 SLFF toll booths that are spread across
di Jalan Tol Jabodetabek dan Jalan Tol Bali-Mandara. the Jabodetabek Toll Road and Bali-Mandara Toll Road.
Selain itu, beberapa pencapaian Perseroan juga tercatat In addition, several achievements of the Company have
dalam melayani arus mudik dan balik Lebaran 2019 lalu. also been recorded in serving the homecoming travelers
Perseroan berhasil merelokasi titik transaksi di Gerbang during Eid al-Fitr holiday in 2019. The company succeeded
Tol (GT) Cikarang Utama ke GT Cikampek Utama dan in relocating the transaction points at the Cikarang
GT Kalihurip Utama. Didukung oleh penyelenggaraan Utama Toll Gate (GT) to the Cikampek Utama GT and the
rekayasa lalu lintas one way terpanjang dan terlama Kalihurip Utama GT. Aside of breaking the record of traffic
di Indonesia (413 km selama 42 jam), Perseroan juga engineering as the longest ever in length and in time (413
mencatat rekor tertinggi melayani volume lalu lintas saat km for 42 hours), the Company also recorded the highest
arus balik Lebaran 2019 di Jalan Tol Jakarta-Cikampek record of traffic volume during the flow back of Eid al-
yang melintasi Gerbang Tol (GT) Cikampek Utama dan Fitr travelers in 2019 at the Jakarta-Cikampek Toll Road
Gerbang Tol (GT) Kalihurip Utama dan menjadi volume lalu who were passing through the Cikampek Utama Toll Gate
lintas tertinggi di sepanjang sejarah jalan tol di Indonesia, (GT) and Kalihurip Utama Toll Gate (GT) which becomes the
yaitu sebanyak 166.574 kendaraan atau meningkat highest traffic volume so far in the history of toll roads in
hampir tiga kali lipat dari volume lalulintas harian rata-rata Indonesia, reaching 166,574 vehicles or an increase of almost
(LHR) normal Gerbang Tol (GT) Cikarang Utama sebanyak three times the normal daily traffic volume (LHR) of the
67.345 kendaraan. Cikarang Utama Toll Gate (GT) as many as 67,345 vehicles.

Human Capital
Modal Insani
Untuk menjaga profitabilititas dan struktur permodalan, To maintain the profitability and capital structure, the

Perseroan kembali melakukan inovasi alternatif Company has again innovated funding alternatives. In July
pendanaan. Pada Juli 2019, Perseroan menerbitkan 2019, the Company issued the first Islamic Bond Sukuk
pendanaan Sukuk Ijarah pertama pada bisnis jalan tol Ijarah for the Company's Gempol-Pandaan Toll Road.
untuk salah satu ruas tol milik Anak Usaha Perseroan, yaitu The Sukuk Ijarah was launched after earlier in Semester
ruas Gempol-Pandaan. Sukuk Ijarah diluncurkan setelah I of 2019 the Company successfully issued an equity-
sebelumnya pada Semester I tahun 2019 Perseroan sukses based funding alternative of the Investment Contract of
menerbitkan alternatif pendanaan berbasis ekuitas yaitu Collective Infrastructure Investment Funds (KIK DINFRA)
Kontrak Investasi Kolektif Dana Investasi Infrastruktur (KIK for the same toll road.

DINFRA) pada ruas tol yang sama.
Sementara itu dalam menjalankan perannya sebagai Meanwhile in carrying out its role as part of the
bagian dari masyarakat dan tanggung jawab sosial, community and social responsibility, the Company
Perseroan dalam menjalankan bisnisnya berkomitmen in carrying out its business is committed to caring for
untuk peduli terhadap lingkungan dengan menginisiasi the environment by initiating various Corporate Social
berbagai program Corporate Social Responsibility (CSR). Responsibility (CSR) programs. Throughout 2019, the
Sepanjang 2019, Perseroan turut berpartisipasi antara Company participated among others in channeling the
lain dalam penyaluran program Kemitraan dengan Partnership program by providing loan assistance worth
memberikan dana bantuan pinjaman senilai Rp53,8 miliar Rp53.8 billion to 1,442 fostered partners around the toll
ke 1.442 mitra binaan sekitar jalan tol. road.

Perseroan terus menjaga komitmen dalam melakukan The Company continues to maintain its commitment
percepatan pembangunan jalan tol guna mendukung in accelerating the construction of new toll roads to
rencana Pemerintah agar mewujudkan pertumbuhan support the Government's plan to realize economic
ekonomi dan konektivitas antar wilayah. Untuk itu, growth and connectivity between regions. To that end,
Perseroan senantiasa melakukan berbagai inovasi untuk the Company continues to make various innovations
meningkatkan kualitas dan efisiensi, baik dalam bidang to improve quality and efficiency, either in the areas of
pendanaan, pengembangan usaha maupun operasional funding, business development and operations so that
sehingga dapat melayani seluruh masyarakat, khususnya it can serve the entire community, especially toll road
pengguna jalan tol, agar semakin optimal. users, more optimally.

STRATEGI DAN KEBIJAKAN STRATEGIS Strategic Policies and Strategies
Kinerja Positif yang mampu dipertahankan oleh Perseroan Positive performance that has been able to be maintained
membuktikan bahwa strategi kami telah berjalan dengan by the Company proves that our strategies have gone
baik. Saat ini pada bidang Human Capital, Perseroan well. Currently in the field of human resources, the
memiliki 8 (delapan) program strategis untuk human Company has 8 (eight) strategic programs for human
capital dan transformasi yaitu Fix Fundamentals, Asset capital and transformation namely Fix Fundamentals,
Optimization, Toll Road Business Expansion, Other Asset Optimization, Toll Road Business Expansion, Other
Business Expansion, Organization & Business Process, HR Business Expansion, Organization & Business Process, HR &
& Capabilities, Portfolio Management dan Communication Capabilities, Portfolio Management and Communication
Strategy yang akan melakukan program-program Strategy that will carry out the Jasa Marga Group
akselerasi transformasi Jasa Marga Group dengan transformation acceleration programs by involving several
melibatkan beberapa unit kerja Kantor Pusat. work units of Head Office.
Perseroan terus menjalankan transformasi agar dapat The Company continues to transform in order to run
menjalankan lini proses bisnis yang efektif dan efisien. business process effectively and efficiently. This was
Hal tersebut diwujudkan dengan mulai menyelaraskan carried out by starting to align the transformation with the
transformasi dengan arahan strategis Perusahaan seperti Company's strategic direction like in the Fix Fundamental
Fix Fundamental dengan rincian program yaitu melakukan with program details, namely accelerating the Operational
akselerasi transformasi Operasional dengan melakukan transformation with the use of ETC (Electronic Toll
penggunaan teknologi ETC (Electronic Toll Collection), Collection) technology, formulating the policy on Over
penyusunan kebijakan penyimpangan Over Dimension Dimension Over Load (ODOL) with the installation of
Over Load (ODOL) & membangun sistem Predictive Predictive Analytics system, and Asset Optimization
Analytics, serta Asset Optimization dengan penerapan with the implementation of traffic monitoring for
pengawasan lalu lintas (traffic monitoring) untuk rekayasa traffic engineering, application of vehicle to everything
lalu lintas, penerapan vehicle to everything technology, technology, optimizing the assets related to rest areas,
optimalisasi aset terkait rest area, utilitas, iklan, dan utilities, advertising, and building management.
building management.

Selain itu, strategi Perseroan dalam bidang pengembangan In addition, the Company's strategy in the field of business
usaha antara lain Ekspansi Bisnis Jalan Tol (Toll Road Business development includes the Toll Road Business Expansion and
Expansion) dan perencanaan pengembangan jalan tol yang the planning of toll road development that is integrated
terintegrasi dengan usaha pada Toll Corridor Development, with businesses in the Toll Corridor Development, as well
serta strategi dalam Ekspansi pada Bisnis Lain yang masih as the strategy in expansion to other businesses that are
relevan dengan bisnis utama Perseroan yaitu dalam bidang still relevant to the Company's core business of toll roads,
jalan tol (Other Business Expansion) dengan melakukan by developing the Travoy application used for geofencing
pembangunan aplikasi program enhancing aplikasi Travoy marketing.
dengan menerapkan geofencing marketing.
PERBANDINGAN ANTARA HASIL DAN TARGET Comparison Between Achievements and Targets
Kinerja yang dilaksanakan Perseroan berdasarkan Rencana The performance achieved by the Company is based on the
Kerja dan Anggaran Perusahaan (RKAP) 2019. Realisasi 2019 Corporate Work Plan and Budget (RKAP). The realization
beberapa sektor bisnis mengalami peningkatan signifikan of several business sectors has increased significantly and
dan melebihi target yang ditetapkan dalam RKAP. Namun, exceeds the targets set in the RKAP. However, several other
Profil Perusahaan
Company Profile
beberapa bidang lainnya tercapai di bawah target RKAP. fields were still below the RKAP targets.
Realisasi laba bersih tahun 2019 sebesar Rp2,21 triliun Realization of net profit in 2019 amounting to Rp2.21
tercatat jauh di atas target atau mencapai 110% dari trillion was recorded far above the target or reached
rencana yang ditetapkan sebesar Rp1,05 triliun. EBITDA 110% of the planned plan of Rp1.05 trillion. The achieved
yang dicapai sebesar Rp6,88 triliun juga melampaui target EBITDA of Rp6.88 trillion also exceeded the target of
Rp6,82 triliun atau terealisasi 107%. Aset Perseroan Rp6.82 trillion or realized 107%. The Company's assets
pada tahun 2019 terealisasi sebesar Rp99,68 triliun atau in 2019 were realized at Rp99.68 trillion or reaching
mencapai 105% dari target yang ditetapkan sebesar 105% of the target set at Rp94.68 trillion. The realization
Rp94,68 triliun. Realisasi aset yang melebihi target tersebut of assets that exceeded the target was in line with the
seiring dengan ekspansi bisnis yang secara masif digelar business expansion that was massively held by the
Perseroan. Company.
Adapun untuk pendapatan tol dan usaha lain, pencapaian As for toll revenues and other businesses, the Company's
Perseroan sebesar Rp10,98 triliun atau 95,5% di bawah achievement of Rp10.98 trillion or 95.5% was below
target yang ditetapkan senilai Rp11,51 triliun. Realisasi the target set at Rp11.51 trillion. Investment realization
investasi sebesar Rp19,51 triliun tercatat lebih rendah of Rp19.51 trillion was 28.39% lower than the target of
28,39% dari target sebesar Rp27,24 triliun. Pencapaian Rp27.24 trillion. Achievement of the realization of toll
atas realisasi pendapatan tol dan usaha lain serta realisasi revenues and other businesses as well as the realization of
investasi yang lebih rendah dari rencana berhubungan investments that are lower than planned is closely related
erat dengan adanya kendala pada proses penyelesaian to the obstacles in the process of completing the toll road
pembebasan lahan jalan tol yang menyebabkan land acquisition which causes delays in the operation of
keterlambatan pengoperasian ruas tol baru. new toll roads.
KENDALA-KENDALA DAN LANGKAH Obstacles and Steps to Resolve

PENYELESAIANNYA
Pengadaan tanah untuk jalan tol masih menjadi kendala Land acquisition is still a major obstacle in the
utama dalam penyelesaian pembangunan jalan tol. completion of toll road construction. However, with
Namun, dengan diimplementasikannya Undang-undang the implementation of Law No. 2 of 2012, certainty in
No. 2 Tahun 2012, kepastian baik dari sisi waktu maupun terms of both time and price, it has accelerated the land
harga telah mempercepat proses pengadaan tanah. acquisition process.
Dalam praktiknya, Perseroan juga aktif menyelesaikan In practice, the Company is also active in resolving land
problem pengadaan tanah, antara lain melalui langkah- acquisition problems, including through coordinating steps
langkah koordinasi dengan para pihak serta melaksanakan with the related parties and carrying out any necessary
setiap proses yang diperlukan sesuai dengan peraturan processes in accordance with applicable regulations. A
yang berlaku. Sejumlah langkah dan kebijakan ini number of these steps and policies resulted in quite good
menghasilkan progres pengadaan tanah yang cukup baik progress in land acquisition during 2019.
selama tahun 2019.

Human Capital
Modal Insani
ANALISIS TENTANG PROSPEK USAHA
Business Prospects Analysis

Pembangunan infrastruktur merupakan salah satu dari tujuh Infrastructure development is one of the seven main agendas
agenda utama RPJMN 2020-2024. Agenda pembangunan in the 2020-2024 National Medium Term Development Plan
infrastruktur tersebut antara lain menekankan konektivitas (RPJMN). The infrastructure development agenda, among
ke kawasan industri, kawasan ekonomi khusus, kawasan others, emphasizes connectivity to industrial zones, special
wisata, pertanian, dan perikanan. Salah satu upaya untuk economic zones, tourist areas, agriculture, and fisheries.
memperkuat konektivitas nasional tersebut dibutuhkan One effort to strengthen national connectivity requires the
penambahan jaringan jalan tol. Hingga tahun 2024, addition of toll roads. Until 2024, the government plans
pemerintah merencanakan pembangunan jalan tol baru to construct new toll roads at total length of 2,500 km.

sepanjang 2.500 km. Rencana strategis pemerintah ini The government's strategic plan is an opportunity and

menjadi peluang dan sekaligus tantangan bagi Perseroan challenge for the Company in developing its business in
dalam mengembangkan bisnisnya di masa mendatang. the future.
Sebagai pemimpin dalam industri jalan tol di Indonesia, As a leader in the toll road industry in Indonesia, Jasa Marga
Manajemen Jasa Marga menilai prospek usaha Perseroan Management believes the Company's business prospects
di masa yang akan datang sangat baik. Di samping in the future to be very good. In addition to the length of
panjang jalan tol yang terus bertambah, ada beberapa toll roads that continues to grow, there are several other
faktor lain yang membuat prospek industri jalan tol yang factors that make the prospect of the toll road industry
dikembangkan Perseroan semakin menarik. Faktor-faktor more attractive. These factors include: (1) Traffic volume
tersebut antara lain: (1) Volume lalu lintas pada ruas tol on the toll roads managed by the Company is expected to

yang dikelola Perseroan diperkirakan akan tetap tumbuh continue to grow positively; (2) The concessions that are

secara positif; (2) Masa konsesi yang masih panjang still in long period of time with the nearest ending time
dengan waktu terdekat akan berakhir pada tahun 2044 in 2044 for the 13 (thirteen) toll roads operated by the
untuk 13 (tiga belas) ruas yang sedang dioperasikan Company; (3) new toll roads that will be connected to the
Perseroan; (3) Jalan tol baru yang terkoneksi dengan jalan existing toll roads; (4) There is potential for additional toll
tol yang sudah ada; (4) Adanya potensi penambahan road concessions through acquisitions; (5) Development
konsesi pengusahaan jalan tol melalui akuisisi; (5) of the property industry; and (6) Growth in sales of four-
Perkembangan industri properti; dan (6) Pertumbuhan wheeled vehicles which is the largest market of toll road
penjualan kendaraan roda empat yang merupakan pasar users.
terbesar dari pengguna jalan tol.

PENERAPAN TATA KELOLA PERUSAHAAN
Implementation of Good Corporate Governance
Perseroan secara konsisten menerapkan prinsip-prinsip tata The Company consistently applies the principles of Good
kelola perusahaan yang baik (Good Corporate Governance/ Corporate Governance (GCG), namely transparency,
GCG) yaitu transparansi, akuntabilitas, responsibilitas, accountability, responsibility, independency and fairness.
independensi dan fairness. Dalam rangka meningkatkan In order to improve the quality of GCG implementation,
kualitas penerapan GCG, Perseroan senantiasa melakukan the Company always assesses the implementation of GCG.
asesmen penerapan GCG. Asesmen GCG dapat digunakan GCG assessment can be used as a basis for management
sebagai landasan tindakan manajemen agar pelaksanaan actions so that the implementation of GCG can be carried
GCG dapat dilakukan secara efektif. Asesmen menjadi out more effectively. The assessment is part of the check
bagian dari mekanisme check and balances. Dengan and balance mechanism. With the assessment, the
asesmen, maka capaian kegiatan dapat diketahui dengan achievements of the activity can be known with certainty
pasti dan tindakan lebih lanjut untuk memperbaiki kinerja and further actions to improve the performance of an
suatu kegiatan dapat ditetapkan. activity can be determined accurately.
Asesmen GCG dilakukan dengan menggunakan parameter GCG assessment is carried out using the Ministry of SOEs
penilaian Kementerian BUMN yaitu SK-16/S. MBU/2012 assessment parameters stipulated in SK-16/S. MBU/2012
tanggal 06 Juni 2012 tentang Indikator/ Parameter dated June 6, 2012 pertaining Assessment and its
Penilaian dan Evaluasi Atas Penerapan Tata Kelola Indicators/Parameters for the Implementation of Good
Perusahaan Yang Baik (Good Corporate Governance) pada Corporate Governance in State-Owned Enterprises. The
Badan Usaha Milik Negara. Asesmen telah dilakukan oleh assessment has been conducted by an independent party,
pihak independen, sehingga kualitas asesmen diharapkan so the quality of the assessment is expected to be better.
lebih baik.

Hasil asesmen GCG tahun buku 2019 menunjukkan skor The results of the GCG assessment for fiscal year 2019 showed a
sebesar 98,06 dari total nilai maksimal yaitu sebesar 100, score of 98.06 out of a maximum total score of 100, or achieving
atau mencapai kualifikasi “sangat baik”. Pencapaian skor a "very good" qualification. The achievement of the GCG
penilaian GCG tahun buku 2019 ini meningkat dibanding assessment score for the 2019 fiscal year increased compared
tahun buku 2018 yang mencapai skor 97,82. to the 2018 fiscal year which reached a score of 97.82.
Berdasarkan hasil asesmen GCG tahun buku 2019, Perseroan Based on the GCG assessment results for 2019 fiscal year,
akan menindaklanjuti rekomendasi-rekomendasinya di the Company will follow up on its recommendations in
tahun 2020. Sementara untuk asesmen GCG untuk tahun 2020. While for the GCG assessment of 2018 fiscal year,
buku 2018, Perseroan telah melakukan tindak lanjut atas the Company has followed up on its recommendations,
rekomendasi-rekomendasinya, antara lain: including:
1. Peninjauan ulang Standard Operating Procedure (SOP) 1. Reviewing the Standard Operating Procedure (SOP) in
sesuai dengan kebutuhan Perseroan. accordance with the needs of the Company.
2. Peningkatan kualitas Laporan Tahunan. 2. Improving the quality of Annual Report.
3. Pelaksanaan Sharing Knowledge Kepatuhan Emiten 3. Implementation of Issuer Compliance Knowledge
sesuai dengan Peraturan Pasar Modal di Marga Lingkar Sharing in accordance with Capital Market Regulations
Jakarta sebagai Anak Perusahaan yang merupakan
Profil Perusahaan
at Marga Lingkar Jakarta as a subsidiary which is also

Company Profile
Emiten. an Issuer.
4. Perubahan Konsultan Pengelola dan Penambahan 4. Changes in Management Consultant and Addition of
Saluran Pelaporan Whistleblowing System (email, Whistleblowing System Reporting Channels (email,
website, SMS, Whatsapp dan PO BOX). website, SMS, Whatsapp and PO BOX).
5. Sosialisasi Terkait Tipikor bekerja sama dengan KPK. 5. Socialization Related to Anti-Corruption in collaboration
with Corruption Eradication Commission (KPK).
6. Melakukan sosialisasi pedoman, kebijakan dan regulasi 6. Disseminating new guidelines, policies and regulations.
baru.
PENILAIAN KINERJA KOMITE DI BAWAH DIREKSI DAN DASAR

PENILAIANNYA
Performance Assessment for the Committees Under the Board of Directors and the
Basis of Assessment
Direksi Jasa Marga dibantu oleh 2 (dua) Komite di bawah Jasa Marga's Board of Directors are assisted by 2 (two)
Direksi, yaitu: Komite Manajemen Risiko dan Komite Committees, namely: the Risk Management Committee
Pengarah Teknologi Informasi. Selama 2019, Direksi menilai and the Information Technology Steering Committee.
Komite Manajemen Risiko telah melaksanakan tugasnya During 2019, the Board of Directors assessed that the
dengan baik, antara lain dengan melakukan evaluasi atas Risk Management Committee has carried out its duties
kebijakan manajemen risiko Perseroan, review atas risiko properly, among others by evaluating the Company's risk
yang dihadapi Perseroan serta melakukan penilaian risiko management policies, reviewing the risks faced by the
Perseroan. Company and assessing the Company’s risks.
Begitu pula dengan Komite Pengarah Teknologi Informasi Likewise with the Information Technology Steering
yang dinilai Direksi telah melaksanakan tugasnya dengan Committee which is considered to carry out their duties
baik melalui rapat dengan membahas Strategi IT dan properly by the Board of Directors by organizing the
Bisnis (Strategic Alignment), Pengelolaan TI Perseroan meetings for discussion on IT strategy and its strategic
yang sesuai dengan Master Plan dan Tata Kelola TI dan alignment in business, IT implementation in accordance
Pengawasan terhadap proses dan kinerja TI (Performance with the master plan, IT governance and supervision and
Measurement) secara periodik. periodic IT performance measurement.

Human Capital
Modal Insani
PERUBAHAN KOMPOSISI ANGGOTA DIREKSI
Changes in Composition of the Board of Directors

Selama tahun 2019, komposisi Direksi mengalami sejumlah During 2019, the composition of the Board Directors
perubahan, sebagaimana dijelaskan berikut ini. underwent a number of changes, as explained below.
JUMLAH, NOMENKLATUR, DAN KOMPOSISI Number, Nomenclature and Composition of

DIREKSI PERSEROAN SEBELUM RUPS TAHUNAN the Company's Board Directors Before the
TANGGAL 6 MEI 2019 Annual General Meeting of Shareholders on
May 6, 2019

Jumlah, nomenklatur dan komposisi Direksi Perseroan The number of the Company’s Board of Directors members
sebelum Rapat Umum Pemegang Saham (RUPS) Tahunan before the Annual General Meeting of Shareholders
tanggal 6 Mei 2019 yaitu Direksi berjumlah 6 (enam) (GMS) on May 6, 2019, was 6 (six) people consisting of 1
orang yang terdiri dari 1 (satu) orang Direktur Utama, 1 (one) President Director, 1 (one) Independent Director and
(satu) orang Direktur/Direktur Independen dan 4 (empat) 4 (four) Directors, with nomenclature and composition as
orang Direktur. follows:
Desi Arryani : Direktur Utama

President Director
Mohammad Sofyan : Direktur Operasi I

Director of Operation I

Subakti Syukur : Direktur Operasi II
Director of Operation II
Adrian Priohutomo : Direktur Pengembangan
Director of Development
Donny Arsal : Direktur Keuangan
Director of Finance
Alex Denni : Direktur Sumber Daya Manusia dan Umum/Direktur Independen
Director of Human Resources and General Affairs/Independent Director

RUPS Tahunan tanggal 6 Mei 2019 tersebut memutuskan The Annual General Meeting of Shareholders on May
antara lain perubahan nomenklatur jabatan Direksi sebagai 6, 2019 decided, among other things, the changes in
berikut: nomenclature of the Board of Directors positions as
follows:
Nomenklatur yang Lama Nomenklatur yang Baru

Old Nomenclature New Nomenclature
Direktur Sumber Daya : Direktur Human Capital dan Transformasi

Manusia dan Umum Director of Human Capital and Transformation
Director of Human Resources
and General Affairs
Direktur Pengembangan : Direktur Pengembangan Usaha
Director of Development Director of Business Development
Direktur Operasi I : Direktur Bisnis
Director of Operation I Director of Business
Direktur Operasi II : Direktur Operasi
Director of Operation II Director of Operations

JUMLAH, NOMENKLATUR, DAN KOMPOSISI Number, Nomenclature and Composition of

DIREKSI PERSEROAN SETELAH RUPS TAHUNAN The Company's Board Directors After the
TANGGAL 6 MEI 2019 Annual General Meeting of Shareholders on

May 6, 2019
Berdasarkan perubahan nomenklatur jabatan direksi yang Based on the changes in nomenclature of director positions
diputuskan oleh RUPS Tahunan tanggal 6 Mei 2019, decided by the Annual General Meeting of Shareholders
jumlah dan komposisi Direksi Perseroan setelah RUPS on May 6, 2019, the number of the Company’s Board
Tahunan tanggal 6 Mei 2019 yaitu Direksi berjumlah of Directors members after the Annual General Meeting
6 (enam) orang yang terdiri dari 1 (satu) orang Direktur of Shareholders on May 6, 2019 becomes 6 (six) people
Utama, dan 5 (lima) orang Direktur. Dengan demikian, consisting of 1 (one) President Director, and 5 (five)
komposisi Direksi Perseroan adalah sebagai berikut: Directors, with the composition as follows:

President Director
Mohammad Sofyan ** : Direktur Bisnis
Director of Business
Profil Perusahaan
Company Profile
Subakti Syukur : Direktur Operasi

Director of Operation
Adrian Priohutomo : Direktur Pengembangan Usaha
Director of Business Development
Director of Finance
Alex Denni* : Direktur Human Capital dan Transformasi
Director of Human Capital and Transformation
Keterangan: *) Menjabat sebagai Direktur Human Capital dan Transformasi sampai dengan 03 Maret 2020
**) Merangkap sebagai Direktur Human Capital dan Transformasi sejak 03 Maret 2020
Note: *) Serving as Director of Human Capital and Transformation until March 3, 2020
**) Concurrently serving as Director of Human Capital and Transformation since March 3, 2020
Perubahan komposisi Direksi dilakukan dengan The changes in composition of the Board Directors are
memperhatikan visi, misi, dan rencana strategis Perseroan implemented with due regard to the Company's vision,
untuk memungkinkan pengambilan keputusan yang mission, and strategic plan to enable effective, precise and
efektif, tepat dan cepat, serta dapat bertindak secara fast decision making, and able to act independently.
independen.

Human Capital
Modal Insani
PERUBAHAN SUSUNAN ANGGOTA DIREKSI SETELAH TAHUN BUKU
2019 BERAKHIR SAMPAI DENGAN BATAS WAKTU PENYAMPAIAN
LAPORAN TAHUNAN
Changes in Composition of the Board of Directors From After the 2019 Fiscal Year
Ends Until the Deadline of Submitting the Annual Report

Pada periode setelah tahun buku 2019 berakhir sampai In the period from after the 2019 fiscal year ended until
dengan batas waktu penyampaian Laporan Tahunan, the deadline for submitting the Annual Report, there was
terjadi perubahan susunan anggota Direksi Perseroan. a change in the composition of the Company's Board of
Sehubungan pelaksanaan pelantikan dan pengambilan Directors. Given the appointment of Alex Denni, Director
sumpah jabatan Alex Denni, Direktur Human Capital of Human Capital & Transformation of PT Jasa Marga
& Transformasi PT Jasa Marga (Persero) Tbk, sebagai (Persero) Tbk, to become Deputy of Human Resources,
Deputi Sumber Daya Manusia, Teknologi dan Informasi, Technology and Information of the Ministry of State
Kementerian Badan Usaha Milik Negara pada tanggal Owned Enterprises on March 3, 2020, as stated in the
03 Maret 2020, sebagaimana undangan dari Sekretaris invitation of the Secretary of the Ministry of SOEs No.
Kementerian BUMN No. Und-4/MBU/S02/2020 tanggal Und-4/MBU/S02/2020 dated February 28, 2020 which is
28 Februari 2020 yang merupakan tindak lanjut dari a follow up of the Presidential Decree No. 49/TPA 2020

Keputusan Presiden Republik Indonesia No. 49/TPA tahun concerning Appointment for the Positions in Middle Senior

2020 tentang Pengangkatan dalam Jabatan Pimpinan Leadership in the Ministry of State-Owned Enterprises, then
Tinggi Madya di Lingkungan Kementerian Badan Usaha through the Board of Directors Letter No. AA.HC04,238
Milik Negara, maka melalui Surat Direksi No. AA.HC04.238 dated March 3, 2020 Regarding Proposed Appointment
tanggal 03 Maret 2020 Perihal Usulan Penunjukan Pejabat of Provisional Officials that have been answered with
Sementara yang telah dijawab dengan Surat Dewan the Board of Commissioners Letter No. DK 029/III/2020
Komisaris No. DK 029/III/2020 tanggal 05 Maret 2020 dated 05 March 2020 Regarding the Appointment of
Perihal Penunjukan Pejabat Sementara Direktur Human Acting Director of Human Capital & Transformation PT
Capital & Transformasi PT Jasa Marga (Persero) Tbk, Jasa Marga (Persero) Tbk, the Board of Commissioners has
Dewan Komisaris menunjuk Mohammad Sofyan, Direktur appointed Mohammad Sofyan, the Company’s Director
Bisnis Perseroan sebagai Pejabat Sementara Direktur of Business Affairs as Acting Director of Human Capital &

Human Capital & Transformasi PT Jasa Marga (Persero) Transformation of PT Jasa Marga (Persero) Tbk, with the
Tbk, dengan kekuasaan dan kewenangan yang sama. same power and authority.

Penunjukan Mohammad Sofyan sebagai Pejabat The appointment of Mohammad Sofyan as Acting Director
Sementara Direktur Human Capital & Transformasi of Human Capital & Transformation is valid starting from
terhitung mulai tanggal 03 Maret 2020 sampai dengan March 3, 2020 until the appointment of new Director of
ditetapkannya Direktur Human Capital & Transformasi Human Capital & Transformation at the General Meeting
yang baru dalam Rapat Umum Pemegang Saham of Shareholders (GMS). In the context of information
(RUPS). Dalam rangka keterbukaan informasi, perubahan disclosure, the change in the members of the Company's
anggota Direksi Perseroan ini juga telah dilaporkan oleh Board of Directors has also been reported by the
Corporate Secretary Perseroan kepada Otoritas Jasa Company's Corporate Secretary to the Financial Services
Keuangan (OJK) melalui Surat Corporate Secretary No. Authority (FSA/OJK) through the Corporate Secretary
BF. KR02. 59 tanggal 05 Maret 2020 Perihal Laporan Letter No. BF KR02. 59 dated March 5, 2020 concerning
Informasi Atau Fakta Material tentang Perubahan Direksi Report on Information or Material Facts about Changes in
Perseroan. Berdasarkan perubahan anggota Direksi the Company's Board of Directors. Due to the change, the
tersebut, komposisi Direksi Perseroan pada periode setelah composition of the Company's Board of Directors in the
tahun buku 2019 berakhir sampai dengan batas waktu period from after the 2019 financial year ended until the
penyampaian Laporan Tahunan adalah sebagai berikut: deadline for submitting the Annual Report is as follows:


President Director
Mohammad Sofyan : Direktur Bisnis

Subakti Syukur : Direktur Operasi
Adrian Priohutomo : Direktur Pengembangan Usaha
Director of Finance
Mohammad Sofyan : Pjs. Direktur Human Capital dan Transformasi
Acting Director of Human Capital and Transformation
Selain dilakukan dengan memperhatikan Anggaran Dasar, In addition to taking into account the Company's Articles of
visi, misi, dan rencana strategis Perseroan, perubahan Association, vision, mission, and strategic plan, the change
komposisi Direksi tersebut di atas juga telah memenuhi in the composition of the Board of Directors mentioned
Profil Perusahaan
Company Profile
aspek penentuan Direksi merupakan kewenangan above has also fulfilled the aspect that determining the
Pemegang Saham Seri A Dwiwarna. Board of Directors is the authority of the Dwiwarna Series
A Shareholder.
PENUTUP DAN APRESIASI

Closing and Appreciation
Direksi memberikan apresiasi setinggi-tingginya kepada The Board of Directors would like to express the highest
seluruh pihak yang telah mendukung dan memberikan gratitude to all parties who have supported and given
kontribusi terbaiknya. Kepada segenap pegawai Perseroan, their best contribution. To all employees of the Company,
Direksi memberikan apresiasi setinggi-tingginya atas the Board of Directors offers the highest appreciation for
dedikasi yang telah diberikan. Kepada Dewan Komisaris, the dedication that has been performed. To the Board
Direksi mengucapkan terima kasih atas arahan yang telah of Commissioners, the Board of Directors would like to
diberikan, sehingga jalannya kegiatan usaha Perseroan thank the guidance given, so that the Company's business
berjalan dengan efektif. activities can be running effectively.
Atas kepercayaan pemegang saham, Direksi mengucapkan For the trust of shareholders, the Board of Directors would
terima kasih dan akan terus berupaya meningkatkan nilai also like to thank and will continue to strive to increase
Perseroan secara berkelanjutan. Kepada mitra kerja dan the value of the Company in a sustainable manner. To the
para pemangku kepentingan, Direksi mengucapkan terima partners and stakeholders, the Board of Directors would
kasih atas kerja sama dan dukungan yang diberikan. like to thank you for the cooperation and support provided.
Direksi berkomitmen untuk tetap mempertahankan The Board of Directors is committed to maintaining
posisi Perseroan sebagai pemimpin industri jalan tol dan the Company's position as the leader of the toll road
mengambil peran penting dalam mendukung program industry and playing an important role in supporting the
Pemerintah untuk mewujudkan konektivitas di Indonesia. Government's program to realize connectivity in Indonesia.
Atas Nama Direksi

On Behalf of the Board of Directors
Desi Arryani
Direktur Utama
President Director

Modal Insani Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Nama dan Alamat Lembaga Referensi SEOJK dan Kriteria ARA
Human Capital Good Corporate Governance Corporate Social Responsibility Name and Address of Institutions Legal Reference of SEOJK and ARA Criteria
51
Km 49
Jalan Tol Gempol-Pandaan
Donny Arsal Adrian Priohutomo Desi Arryani
Direktur Keuangan Direktur Pengembangan Usaha Direktur Utama
Director of Finance Director of Business Development President Director
Keterangan/Notes:
*) Merangkap sebagai Direktur Human Capital dan Transformasi sejak 03 Maret 2020
**) Menjabat sebagai Direktur Human Capital dan Transformasi sampai dengan 03 Maret 2020
*) Concurrently serving as Director of Human Capital and Transformation since March 3, 2020
**) Serving as Director of Human Capital and Transformation until March 3, 2020
Mohammad Sofyan* Alex Denni** Subakti Syukur
Direktur Bisnis & Pjs. Direktur Human Capital dan Direktur Human Capital dan Direktur Operasi
Transformasi Transformasi Director of Operation
Director of Business & Acting Director of Director of Human Capital and
Human Capital and Transformation Transformation
TANGGUNG JAWAB LAPORAN TAHUNAN 2019
Accountability for the 2019 Annual Report
SURAT PERNYATAAN ANGGOTA DIREKSI DAN Statement of Members of The Board of

ANGGOTA DEWAN KOMISARIS TENTANG Directors and Board of Commissioners on
TANGGUNG JAWAB ATAS LAPORAN TAHUNAN Responsibility for the 2019 Annual Report of
2019 PT JASA MARGA (PERSERO) TBK PT Jasa Marga (Persero) Tbk
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, declare that all information in
bahwa semua informasi dalam Laporan Tahunan PT Jasa the 2019 Annual Report of PT Jasa Marga (Persero) Tbk
Marga (Persero) Tbk tahun 2019 telah dimuat secara has been published in full and is fully responsible for
lengkap dan bertanggung jawab penuh atas kebenaran isi the accuracy of the contents of the Company's Annual
Laporan Tahunan Perseroan. Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 20 Mei 2020 Jakarta, May 20, 2020

Profil Perusahaan
Company Profile
Anggota Dewan Komisaris

Members of the Board of Commissioners

President Commissioner/Independent Commissioner
Sugihardjo Agus Suharyono

Komisaris Komisaris
Commissioner Commissioner
Anita Firmanti Eko Susetyowati Muhammad Sapta Murti

Komisaris Komisaris
Commissioner Commissioner
Vincentius Sonny Loho

Komisaris Independen
Independent Commissioner

Human Capital
Modal Insani
Anggota Direksi
Members of the Board of Directors

Desi Arryani
Direktur Utama
President Director

Mohammad Sofyan Subakti Syukur
Direktur Bisnis Direktur Operasi
Director of Business Director of Operation
Donny Arsal Adrian Priohutomo

Direktur Keuangan Direktur Pengembangan Usaha
Director of Finance Director of Business Development
Mohammad Sofyan
Pjs. Direktur Human Capital & Transformasi
Acting Director of Human Capital & Transformation

03
PROFIL
PERUSAHAAN
Company Profile
Per 31 Desember 2019, Jasa Marga memiliki 1 (satu) Kantor Pusat, 3 (tiga)
Kantor Regional, 15 (lima belas) Entitas Anak, dan 5 (lima) Entitas Ventura
Bersama yang tersebar di Pulau Jawa, Sumatera, Bali, Kalimantan dan
Sulawesi.
As of December 31, 2019, Jasa Marga had 1 (one) Headquarters, 3 (three) Region Offices,
15 (fifteen) Subsidiaries, and 5 (five) Joint Ventures spreading in Java, Sumatra, Bali,
Kalimantan and Sulawesi.
58. Identitas Jasa Marga 140. Profil Demografi Karyawan 180. Penghargaan dan Sertifikasi
Jasa Marga Identity Employee Demography Profile Awards and Certifications
59. Brand Perusahaan 142. Pengembangan Kompetensi 184. Nama dan Alamat Lembaga dan/
Corporate Brand Karyawan atau Profesi Penunjang
Employee Competency Names and Addresses of
61. Riwayat Singkat Perusahaan Supporting Institutions and/or
Company History in Brief Development
Professionals
62. Rekam Jejak 158. Komposisi Pemegang Saham
Composition of Shareholders 184. Nama dan Alamat Entitas Anak
Milestone Events dan/atau Kantor Cabang Atau
63. Bidang Usaha 165. Daftar Entitas Anak, Entitas Kantor Perwakilan
Business Field Asosiasi, Entitas Ventura Bersama, Names and Addresses of
dan Entitas Aset Keuangan Subsidiaries and/or Branch Offices
73. Produk dan Jasa List of Subsidiaries, Associates,
Products and Services or Representative Offices
Joint Ventures, and Financial Assets
80. Sebaran Wilayah Usaha 186. Informasi pada Situs Web
Distribution of Business Areas 170. Struktur Grup Perusahaan Perseroan
Corporate Group Structure Corporate Website Information
82. Struktur Organisasi
Organization Structure 166. Kronologi Penerbitan dan/atau
Pencatatan Saham
84. Visi, Misi, dan Budaya Perusahaan Chronology of Issuance and/or
Corporate Vision, Mission and Listing of Shares
Culture
174. Kronologi Penerbitan dan/atau
90. Profil Manajemen Pencatatan Obligasi
Management Profile Chronology of Issuing and/or
134. Pendidikan dan/atau Pelatihan Listing of Bonds
Dewan Komisaris, Direksi, Komite- 179. Kronologi Penerbitan dan/atau
Komite, Sekretaris Perusahaan, Pencatatan Sumber Pendanaan
Unit Audit Internal, dan Unit Lainnya
Manajemen Risiko Chronology of Issuing and/or
Education and/or Training of Listing of Other Funding Sources
Board of Commissioners, Board of
Directors, Committees, Corporate
Secretary, Internal Audit Unit, and
Risk Management Unit
Jembatan Grand Wisata
Jalan Tol Jakarta-Cikampek
IDENTITAS JASA MARGA
Jasa Marga Identity
Nama Perusahaan/Name of Company Entitas Asosiasi dan Ventura Bersama

PT Jasa Marga (Persero) Tbk Associates and Joint Ventures

PT Trans Marga Jateng

Nama Panggilan/Nickname
PT Jasamarga Solo Ngawi
Jasa Marga
PT Jasamarga Ngawi Kertosono Kediri
Kegiatan Usaha/Business Activities PT Jasamarga Semarang Batang
Pengusahaan Jalan Tol PT Jasamarga Pandaan Tol
Business of Toll Roads PT Trans Lingkar Kita Jaya
PT Ismawa Trimitra
Tanggal Pendirian/Date of Foundation PT Hutama Marga Waskita
01 Maret 1978/ March 01, 1978 PT PP Sinergi Banjaratma
Dasar Hukum Pendirian/Legal Basis of Informasi Saham/Information on Shares
Foundation
Kepemilikan/ Shareholders:
Peraturan Pemerintah No. 04 tahun 1978
- Pemerintah Indonesia 70%/ The Indonesian
Government Regulation No. 04 year 1978
Profil Perusahaan
Company Profile
Government 70%
Modal Dasar/Authorized Capital - Publik Nasional 30%/ National Public 30%
Rp9,52 triliun/ Rp9.52 trillion
Tanggal IPO/Date of Initial Public Offering (IPO)
Modal Ditempatkan dan Disetor Penuh/ 12 November 2007/ November 12, 2007
Issued Capital and Fully Paid-up Capital
Rp3,6 triliun/ Rp3.6 trillion Kode Saham/Share Code

Bursa Efek Indonesia: JSMR/ The Indonesia Stock
Exchange: JSMR
Entitas Anak/Subsidiaries Corporate Secretary

PT Jalantol Lingkarluar Jakarta
Mohamad Agus Setiawan
PT Jasamarga Surabaya Mojokerto
PT Marga Sarana Jabar
Alamat Kantor Pusat/Address of Head Office
PT Marga Lingkar Jakarta
Plaza Tol Taman Mini Indonesia Indah
PT Jasamarga Bali Tol
Jakarta 13550 Indonesia
PT Jasamarga Gempol Pasuruan
Tel. 62-21 841 3526, 841 3630
PT Jasamarga Kualanamu Tol

Fax. 62-21 841 3540

PT Marga Trans Nusantara
Email: jsmr@jasamarga.co.id
PT Jasamarga Kunciran Cengkareng
investor.relations@jasamarga.co.id
PT Cinere Serpong Jaya
PT Jasamarga Balikpapan Samarinda
Situs Web/ Website
PT Jasamarga Manado Bitung
www.jasamarga.com
PT Jasamarga Pandaan Malang
PT Jasamarga Jalanlayang Cikampek
Pusat Informasi Lalu Lintas dan Pelayanan
PT Jasamarga Transjawa Tol Lainnya/Center for Traffic Information and Other
PT Jasamarga Japek Selatan Services
PT Jasamarga Probolinggo Banyuwangi Call Center 24 Jam Jasa Marga Traffic Information
PT Jasamarga Tollroad Operator Center (JMTIC): 14080
PT Jasamarga Tollroad Maintenance Instagram : @official.jasamarga
PT Jasamarga Related Business Facebook : @official.jasamarga
Youtube : Official Jasa Marga
Aplikasi Mobile : JMCARe & Travoy
Twitter : @PTJASAMARGA
(khusus informasi lalu lintas/traffic
information only)
@OFFICIAL_JSMR
(untuk informasi umum lainnya/for other
general information)
58 Laporan Tahunan | Annual Report | 2019 | PT JASA MARGA (PERSERO) Tbk

BRAND PERUSAHAAN
Human Capital
Corporate Brand
Modal Insani
Logo Perseroan telah dua kali mengalami perubahan, yaitu The Company's logo has been changed twice, in 1993

pada 1993 dan 2007. Logo Perseroan yang digunakan and 2007. The Company's logo used since 2007 reflects
sejak 2007 mencerminkan komitmen kuat untuk tumbuh a strong commitment to grow into a leading, modern and
menjadi perusahaan bercitra pemimpin, modern dan professional company.
profesional.
PERUBAHAN LOGO DARI MASA KE MASA

Changes in Logo From Time to Time

1978 - 1993
1993 - 2007
2007 - Sekarang

Nama dan Alamat Lembagan
Present

Bentuk dasar logo Perseroan berupa lingkaran (rounded) The basic shape of the Company's logo is the rounded
dengan lengkung menggambarkan pola jalan tol circle with a curve depicting the toll road pattern as well
sekaligus huruf “J” untuk Jasa Marga. Penggambaran as the letter "J" for Jasa Marga. The depiction of the 3D
efek 3D mencitrakan modernitas, sederhana, efisien, effect portrays modernity, simple, efficient, effective,
efektif, berorientasi pada teknologi baru serta menjawab oriented towards new technology and responds to the
tantangan persaingan industri global. challenges of global industrial competition.
Kecuali logo utama, Perseroan juga memiliki sub logo Jasa In addition to the main logo, there is also sub logo of Jasa
Marga Connecting Indonesia yang menggambarkan posisi Marga Connecting Indonesia which illustrates Jasa Marga's
Jasa Marga sebagai perusahaan pengembang jalan tol commitment as a toll road developer company in realizing
yang berkomitmen mewujudkan konektivitas nasional dan national connectivity to support national economic growth
dapat berdampak pada pertumbuhan ekonomi Indonesia. of Indonesia.
Laporan Tahunan | Annual Report | 2019 | PT JASA MARGA (PERSERO) Tbk 59

Warna biru dan kuning pada logo mencerminkan harapan

dan masa depan, serta semangat dan komitmen.
The blue and yellow colors on the logo reflect hope and
future, as well as passion and commitment.
Konfigurasi jalan membentuk huruf “J” (huruf pertama
izon
nama Perseroan) mencerminkan perjalanan panjang
sekaligus mencitrakan Perseroan yang semakin dinamis.
Road configuration forming the letter "J" (the first letter
of the Company's name) reflects the long journey as well
a
as the increasingly dynamic image of the Company.
Bola berwarna biru menunjukkan bahwa Jasa Marga

menuju perusahaan yang memiliki standar global.
The blue ball shows that Jasa Marga is heading for a
company that has global standards.
Profil Perusahaan
Company Profile
Warna biru memberi kesan profesional yang

menggambarkan relasi Jasa Marga dengan para
stakeholder terkait. Warna biru juga identik dengan
kemampuan komunikasi sangat baik dan semua insan
Perseroan diharapkan dapat memberikan pelayanan
unggul kepada seluruh stakeholder.

The blue color gives a professional impression which
illustrates the relation of Jasa Marga with related
stakeholders. The blue color is also synonymous with
excellent communication skills and all members of the
Company are expected to provide superior services to
all stakeholders.
Warna kuning memberikan kesan insan Jasa Marga

yang lincah, semangat dan penuh energi serta mampu
beradaptasi dengan perkembangan terkini.
The yellow color gives the impression that Jasa Marga

people are lively, vibrant and full of energy and able to

adapt to the latest developments.
Sementara sebagai wadah informasi virtual (social media

platform) bagi para pengguna aktif media sosial, Perseroan
memiliki maskot Bang Jasmar dan Conni sebagai ikon
representatif Jasa Marga yang akan banyak tampil di
Media Sosial, seperti Instagram, Twitter dan Youtube serta
Media Internal seperti Miles Bulletin dan Miles Magazine.
Bang Jasmar dan Conni merupakan Kawan yang sangat
informatif yang akan memberikan informasi tentang
kegiatan korporasi, layanan tol dan informasi lain yang
dibutuhkan tentang Jasa Marga maupun layanannya.
Meanwhile, as a means of informationfor social media
platforms for active users of social media, the Company
has mascots Bang Jasmar and Conni as Jasa Marga's
representative icons that will appear on Social Media a
lot, such as Instagram, Twitter and Youtube and Internal
Media such as Miles Bulletin and Miles Magazine. Bang
Jasmar and Conni are very informative friends who will
provide information about corporate activities, toll services
and other information needed about Jasa Marga and its
services.

RIWAYAT SINGKAT PERUSAHAAN
Human Capital
Company History in Brief
Modal Insani
PT Jasa Marga (Persero) Tbk dibentuk berdasarkan PT Jasa Marga (Persero) Tbk was founded based on the

Peraturan Pemerintah No. 04 tahun 1978 tentang Government Regulation No. 04 of 1978 pertaining State
Penyertaan Modal Negara Republik Indonesia dalam Capital Participation of the Republic of Indonesia in the
pendirian Perusahaan Perseroan (Persero) di bidang establishment of a Limited Liabilities Company in the field
pengelolaan, pemeliharaan dan pengadaan jaringan jalan of management, maintenance and procurement of the toll
tol, serta ketentuan-ketentuan pengusahaannya. road network, as well as the provisions for its operation.
Perseroan didirikan berdasarkan Akta No. 1 tanggal 01 The company was established based on Deed No. 1 dated
Maret 1978, dengan nama, “PT Jasa Marga (Indonesia March 1, 1978, with the name, "PT Jasa Marga (Indonesia

Highway Corporation)”, yang kemudian diubah Highway Corporation)", which was later amended based

berdasarkan Akta No. 187 tanggal 19 Mei 1981 dan nama on Deed No. 187 dated May 19, 1981 and the name of
Perseroan diubah menjadi “PT Jasa Marga (Persero)”, the Company was changed to "PT Jasa Marga (Persero)",
keduanya dibuat di hadapan notaris Kartini Muljadi, SH, both of which were made before Notary Kartini Muljadi,
di Jakarta. SH, in Jakarta.
Dalam Rapat Umum Pemegang Saham Luar Biasa pada In the Extraordinary General Meeting of Shareholders on
tanggal 12 September 2007 tentang perubahan seluruh September 12, 2007 discussing the amendment of the
Anggaran Dasar Perseroan dalam rangka Penawaran entire Articles of Association of the Company in the context
Umum Perdana Saham, nama Perseroan menjadi of the Initial Public Offering, the name of the Company
Perusahaan Perseroan (Persero) PT Jasa Marga (Indonesia became PT Jasa Marga (Indonesia Highway Corporatama)

Highway Corporatama) Tbk atau PT Jasa Marga (Persero) Tbk or PT Jasa Marga (Persero) Tbk. The decision to
Tbk. Keputusan perubahan Anggaran Dasar tersebut amend the Articles of Association is stated in Deed No.
dinyatakan dalam Akta No. 27 tanggal 12 September 27 dated September 12, 2007 made before Notary Ny.
2007 dari Notaris Ny. Poerbaningsih Adi Warsito, SH, Poerbaningsih Adi Warsito, SH, and has been approved by
dan telah disahkan oleh Menteri Hukum dan Hak Asasi the Minister of Law and Human Rights through its Decree
Manusia melalui Keputusan No. W7-10487 HT.01.04- No. W7-10487 HT.01.04-TH.2007 dated September 21,
TH.2007 tanggal 21 September 2007. 2007.
Dalam perjalanannya, Anggaran Dasar Perseroan telah In its journey, the Company's Articles of Association have
mengalami beberapa kali perubahan. Perubahan terakhir been amended several times. The latest amendment has

telah dinyatakan dalam Akta Notaris Ir. Nanette Cahyanie been stated in Notarial Deed by Ir. Nanette Cahyanie

Handari Adi Warsito S.H., No. 14 tanggal 18 Juni 2019, Handari Adi Warsito S.H., No. 14 dated June 18, 2019,
mengenai Perubahan Pengurus Perusahaan. Akta tersebut concerning Changes to the Management of the Company.
telah disahkan oleh Menteri Hukum dan Hak Asasi The deed was approved by the Minister of Law and Human
Manusia dalam Keputusan No. AHU-0031818.AH.01.02 Rights in Decree No. AHU-0031818.AH.01.02 dated June
tanggal 20 Juni 2019. 20, 2019.
KETERANGAN PERUBAHAN NAMA

Explanation on the Change of Name
Pada periode tahun buku yang dilaporkan, Perseroan During the period of reporting fiscal year, the Company
tidak melakukan perubahan nama. Namun, Perseroan did not change its name. However, the Company
mengalami satu kali perubahan status dari Perusahaan underwent one change of status from Private Company
Tertutup menjadi Perusahaan Terbuka pada tanggal 12 to Public Company on September 12, 2007, which was
September 2007, yang ditetapkan berdasarkan Akta No. determined based on Deed No. 27 and has been approved
27 dan telah disahkan oleh Menteri Hukum dan Hak Asasi by the Minister of Law and Human Rights in Decree No.
Manusia melalui Keputusan No. W7-10487 HT.01.04- W7-10487 HT.01.04-TH.2007.
TH.2007.

REKAM JEJAK
Milestone Events
Pencapaian Penting Perseroan Selama 41 Tahun
Important Achievements of the Company in 41 Years
2019
Doubling
The Business
2007
Jasa Marga menjadi
perusahaan publik melalui
Penawaran Umum Perdana
2017
Saham (Initial Publik Offering/
IPO) dan mencatatkan 100% pembayaran elektronik
sahamnya di Bursa Efek diseluruh jalan tol Jasa Marga
Indonesia
Profil Perusahaan
di seluruh Indonesia
Company Profile
Jasa Marga became a public 100% electronic payments

company through an Initial on all Jasa Marga toll roads
Public Offering (IPO) and listed across Indonesia
its shares on the Indonesia
Stock Exchange
2004
Fungsi Kewenangan pengatur jalan tol
dikembalikan kepada Badan Pengatur
Jalan Tol (BPJT) di bawah Kementerian
PUPR
The authority function of toll road
regulator was returned to the Indonesia
Toll Road Authority (BPJT) under the
Ministry of Public Works and Public
Housing
1978
• Jasa Marga didirikan dengan fokus pengelolaan
usaha, pemeliharaan, dan pengadaan jaringan
jalan tol.
• Jagorawi merupakan jalan tol pertama yang
mulai dioperasikan di Indonesia
• Jasa Marga was established with the focus

on business management, maintenance and
procurement of the toll road networks.
• Jagorawi was the first toll road operated in
Indonesia

BIDANG USAHA
Human Capital
Modal Insani
Business Field
KEGIATAN USAHA MENURUT ANGGARAN DASAR
Operational Activities According Articles of Association

Merujuk Pasal 3 Ayat (2) Anggaran Dasar Jasa Marga, Referring to Article 3 Paragraph (2) of Jasa Marga's Articles

Perseroan melaksanakan kegiatan usaha utama, yakni: of Association, the Company runs core business activities,
namely:
1. Melakukan perencanaan teknis, pelaksanaan 1. Technical planning, construction, operation and/or

konstruksi, pengoperasian dan/atau pemeliharaan maintenance of toll roads;
jalan tol; 2. Developing the land areas belonging to the toll road
2. Mengusahakan lahan di ruang milik jalan tol (Rumijatol) (rumijatol) and land areas bordering the rumijatol for
dan lahan yang berbatasan dengan Rumijatol untuk rest areas and services, along with other facilities and
tempat istirahat dan pelayanan, berikut dengan businesses;

fasilitas-fasilitas dan usaha lainnya; 3. Toll road activities, including vehicle traffic services on
3. Aktivitas jalan tol, mencakup pelayanan lalu lintas toll roads or bridges; and
kendaraan melalui jalan atau jembatan tol; dan 4. Investments including equity participation in other
4. Melakukan investasi termasuk penyertaan modal companies in line with and to achieve the aims and
pada perusahaan lainnya sejalan dengan dan untuk objectives of the Company.
mencapai maksud dan tujuan Perseroan.
Selain melakukan kegiatan usaha utama, Perseroan juga In addition to the core business activities, the Company
melakukan kegiatan usaha penunjang, yaitu: also conducts supporting business activities, namely:

1. Bidang pengembangan properti di wilayah yang 1. Property development in the areas adjacent to the toll

berdekatan dengan koridor jalan tol. road corridors.
2. Bidang pengembangan jasa untuk usaha-usaha yang 2. Development of service businesses related to modes/
terkait dengan moda-moda/sarana transportasi, means of transportation, distribution of liquid/solid/gas
pendistribusian material cair/padat/gas, jaringan materials, information, technology and communication
sarana informasi, teknologi dan komunikasi, terkait facility networks, related to the toll road corridors.
dengan koridor jalan tol. 3. Services and trade to serve toll road constructions,
3. Bidang jasa dan perdagangan untuk layanan maintenance and operations.
konstruksi, pemeliharaan dan pengoperasian jalan tol.

PROSES BISNIS

Business Process
Perusahaan sebagai sebuah korporasi perlu The Company as a corporation needs to prepare itself
mempersiapkan diri menghadapi perubahan dengan to face changes by well managing the organization and
mempersiapkan organisasi maupun pemenuhan sumber fulfilling the resources of manpower, money or capital,
daya meliputi sumber daya manusia, uang atau modal, methodology and equipment, so that the Company is
metodologi dan peralatan, sehingga Perusahaan mampu able to respond to challenges and seize opportunities. The
menjawab tantangan dan menangkap peluang yang Company also maps its business lines in order to optimally
ada. Perusahaan juga harus melakukan pemetaan lini distribute the allocation of its resources to create value for
bisnis usahanya guna mendistribusikan alokasi sumber the Company. The identification of business processes,
daya Perusahaan secara optimal untuk menciptakan nilai supported by appropriate organizational capabilities
bagi Perusahaan. Identifikasi proses bisnis yang didukung and functions with strengthening the Company's core
oleh kapabilitas dan fungsi organisasi yang tepat dengan competencies, needs to be heightened and developed
perkuatan pada kompetensi-kompetensi inti Perusahaan to ensure the sustainability of the Company. In general
perlu diperkuat dan ditumbuhkembangkan guna the Company has a good level of capability for toll road
menjamin keberlangsungan Perusahaan. Secara umum operations and other business development. Capability
Perseroan memiliki tingkat kapabilitas yang baik untuk hal analysis on toll road, property, business growth, and
pengoperasian jalan tol dan pengembangan usaha lain. supporting business value chains can be seen in the PT
Analisis kapabilitas yang terdiri dari rantai nilai jalan tol, Jasa Marga (Persero) Tbk value chains.
rantai nilai properti, rantai nilai pertumbuhan bisnis, dan
rantai nilai pendukung bisnis dapat dilihat pada bagan
rantai nilai PT Jasa Marga (Persero) Tbk.

Rantai Nilai Proses Bisnis Jasa Marga

Jasa Marga’s Business Process Value Chains
Pra-Perjanjian
Pengusahaan Jalan Tol Pengembangan Operasi Transfer
Pre-Agreement of Toll Road Development Operations Transfer
Concession
Pengembangan Desain dan Teknik Pengadaan/ Operasi dan

Planning Proyek Design and Kontrak Konstruksi Redefining Aset Divestasi
Project Development Technique Procurement/ Construction Operations and Divestment

Contract Asset Redefining
Manajemen
Planning & Commercial Manajemen Proyek Investasi Penjualan Aset
Feasibility Study Asset Planning Project Management Investment Asset Sales
Management
• Analisis arus lalu • Strategi aset dan • Administrasi kontrak • Kesehatan, keselamatan, • Manajemen • Valuasi aset
lintas konsep komersial • Perencanaan dan penjadwalan keamanan dan lingkungan portofolio • Pemasaran dan
• Analisis dampak • Analisis • Pengendalian proyek • Kesiapan pelatihan dan • Manajemen penjualan aset
ekonomi penggunaan right • Design assurance operasional pendanaan (2) • Pemindahtanganan
terhadap wilayah of way (kabel • Persetujuan dan perizinan • Quality control dan aset kepada pihak
• Portfolio
pengembangan optik, pipa gas, • Analisis risiko proyek commissioning lain
• Perencanaan dll.) management
• Contract administration • Analisis forensik keterlambatan • Funding • Asset Valuation
penggunaan • Proyeksi keuangan • Manajemen sub-kontraktor • Marketing and
tanah terintegrasi aset • Planning and scheduling management (2)
• Project control • Health, safety, security and selling assets
• Konsultasi dan • Mitigasi dan • Transfer of assets to
• Design assurance environment
Profil Perusahaan
Company Profile
persetujuan penyelesaian another party

pengembangan konflik • Approval and licensing • Training and operational • Manajemen
• Perencanaan • Manajemen risiko • Project risk analysis readiness performa
akuisisi tanah komersial • Quality control and keuangan
• Pra-Feasibility commissioning • Manajemen
• Asset strategies pendapatan
Study & Feasibility • Forensic analysis of delay
and commercial
Study • Sub-contractor management • Management Penyelesaian
concepts
• AMDAL • Analysis of the use of financial Completion
• Basic Design of right of way performance Konsesi
• Struktur • Revenue
pendanaan
(optical cable, gas Concession
Arsitektur dan
management
pipeline, etc.)
• Traffic flow • Projection of Desain Pengadaan Konstruksi
analysis financial assets Architecture and Procurement Construction Jasamarga Tollroad Pemindahtanganan
• Analysis of • Conflict mitigation aset kepada
Design Operator
economic and resolution pemerintah
impacts on the • Commercial risk Transfer of assets to
development area management • Pemeliharaan, the government
• Integrated land Arsitektur jalan dan • Seleksi vendor / • Pembentukan
jembatan (termasuk sub-kontraktor situs Jasa Operasi,
use planning Teknologi tol (1)
Rencana Investasi penerangan) • Manajemen • Pekerjaan tanah,
• Consultation
dan Pendanaan Arsitektur vendor blasting, dan • Layanan transaksi
and approval of
Planning of Investment terowongan • Persiapan tender saluran air dan lalu lintas (2)
development
• Land acquisition and Funding dan eksekusi • Pekerjaan bawah • Operation
planning Road and bridge • Penentuan tanah dan Services, Toll
• Pre-Feasibility • Strategi portofolio architecture milestone dan terowongan technology (1)
Study & Feasibility • Model keuangan (including lighting) jadwal • Konstruksi • Maintenance,
Study • Strategi Tunnel architectu • Eksekusi jembatan Transaction and
• AMDAL pendanaan pengadaan • Konstruksi jalan traffic services (2)
• Basic Design • Pengumpulan • QA/QC • Instalasi listrik

dana
• Funding structure Rekayasa Teknik • Pekerjaan

• Due diligence • Vendor / Jasamarga Tollroad
Technical sub-contractor finishing
• Manajemen risiko Maintenance
Pelaksanaan investasi Engineering selection • Site formation
• Vendor • Earthwork,
Tender • Portfolio strategy • Layanan
management blasting, and
Tender Execution • Financial model • Tender drainage pemeliharaan dan
• Funding strategy preparation and • Underground and konstruksi tol (3)
• Fundraising • Desain dan
execution tunnel work • Peningkatan
• Due diligence rekayasa teknik
Tender & kontrak • Milestone • Bridge Kapasitas (mis.
• Investment risk • Pemodelan teknis
Tender and contract determination construction Lajur, gerbang)
management dan pengujian
and schedule • Road construction (4)
• Technical design • Execution of • Electrical
Akuisisi Tanah and engineering
• Toll maintenance
procurement installation and construction
Land Acquisition • Technical • QA/QC • Finishing work services (3)
modeling and
• Capacity Building
Akuisisi tanah dan testing
(e.g. lane, gate)
safeguarding
(4)
Land acquisition and
safeguarding
Jasamarga Related
Business
Dilakukan oleh/Done by:
Asset Owner Pengelolaan

tempat istirahat/
Asset Manager tempat istirahat
dan pelayanan,
Service Provider utilitas, iklan

(1,2) Pengoperasian Jalan Tol/Toll Road Operations: dan toll corridor
Jasamarga Tollroad Operator development. (5)
Pemeliharaan/Maintenance:
(3,4) Management
Jasamarga Tollroad Maintenance of rest areas /

(3,4) Pengelolaan/Management of Rest Area & Toll Corridor Development: rest areas and
Jasamarga Related Business services, utilities,
advertisements
External and toll corridor
development. (5)

Human Capital
Modal Insani
PENGELOLAAN ASET
Asset Management

Arahan Strategis Jasa Marga hingga 2027 yakni “Agresif Jasa Marga's Strategic Direction until 2027 is "Aggressive

pada Pengembangan Bisnis Tol dan Penunjang Tol - on Toll Road Business Development and Toll Support
Peningkatan Fokus di Bisnis Prospektif.” Arahan strategis - Heightened Focus on Prospective Business." This
ini dikembangkan dalam untuk 3 (tiga) kelompok lini strategic direction was developed in for 3 (three) groups
bisnis Perseroan, yaitu (1) lini bisnis konsesi jalan tol; (2) of the Company's business lines, namely (1) the toll road
lini bisnis pendukung operasi jalan tol yang terdiri dari lini concession business line; (2) business line of supporting
bisnis pengoperasian dan pemeliharaan jalan tol berbasis toll road operations consisting of technology-based and
teknologi serta lini bisnis konstruksi; dan (3) lini bisnis maintenance services as well as construction; and (3)
prospektif yang terdiri dari bisnis terkait pengelolaan prospective business line consisting of businesses related
tempat istirahat dan pelayanan, utilitas dan iklan, to management of rest areas and services, utilities and

properti, pemanfaatan koridor jalan tol atau Toll Corridor advertisements, property, utilization of toll road corridors
Development (TCD), serta Transit Oriented Development or Toll Corridor Development (TCD), and Transit Oriented
(TOD). Development (TOD).
Bagan Lini Bisnis, Peran, dan Ruang Lingkup Pekerjaan

Chart of Business Line, Role and Scope of Work
Lini Bisnis Peran Ruang Lingkup

Business Line Role Scope

Prospektif
Prospective
C
Vision & Mission
01 Asset Owner
Strategic Leadership
Planning, Managing, Monitoring,

Konsensi Jalan Tol Reviewing, Evaluating
Toll Road Concession 02 Asset Manager

B
Asset Builder (Konstruksi);

Asset Operator (Lalu Lintas, Transaksi);
Pendukung Operasi Jalan Tol
Aset Maintainer (Pemeliharaan);
Supporting Toll Road Operations
03 Service Provider
Asset Optimizer (Pengembangan TCD)
Bisnis konsesi jalan tol masih menjadi bisnis utama

PT Jasa Marga (Persero) Tbk berdasarkan Visi dan
Misi perusahaan
The toll road concession business is still the main

business of PT Jasa Marga (Persero) Tbk based on the
company's Vision and Mission

Peran dalam Perseroan dibagi menjadi 3 (tiga), yaitu asset The role in the Company is divided into 3 (three), namely
owner, asset manager, dan service provider. Peran sebagai asset owners, asset managers, and service providers.
asset owner berada pada level pusat atau korporat di mana The role as asset owner is held by the central office or
ruang lingkup pekerjaannya mencakup pengembangan visi at corporate level where the scope of work includes the
dan misi, fungsi strategis dan kepemimpinan. Selanjutnya, development of vision and mission, strategic functions and
peran sebagai asset manager berada pada level cabang leadership. In meantime, the role as asset manager is held
dan Entitas Anak dengan ruang lingkup pekerjaan meliputi by the branches and subsidiaries with the scope of work
perencanaan, pengelolaan, pemantauan, peninjauan, dan including planning, management, monitoring, reviewing,
evaluasi. Sementara peran service provider memiliki ruang and evaluating. While the role of service providers has
lingkup sebagai pendukung bisnis jalan tol yang terbagi the scope of supporting the toll road business which
menjadi 4 (empat) bagian, yaitu asset builder (konstruksi), is divided into 4 (four) sections, namely asset builders
asset operator (lalu lintas dan transaksi), asset maintener (construction), asset operators (traffics and transactions),
(pemeliharaan), dan asset optimizer (pengembangan TCD). asset maintainers, and asset optimizers (TCD development)
Bagan High Level Pembagian Peran dan Tanggung Jawab Grup Jasa Marga
Chart of High Level Division of Roles and Responsibilities of Jasa Marga Group
Profil Perusahaan
Company Profile
1 "Concession 1. Pendanaan/ Funding 6. Corporate Strategy/ Corporate Strategy

& Asset Owner" 2. Manajemen Portofolio/ Portfolio Management 7. Investasi/ Investment
3. Manajemen Kinerja/ Performance Management 8. Merger & Akuisisi/ Mergers & Acquisitions
Korporat/Corporate 4. Resource (HR) mgt./ HR Management 9. SOP
5. Stakeholder mgt./ Stakeholder Management 10. Sinergi/ Synergy
2 "Asset Manager"
1.Planning
Cabang/Branch APJT
2. Controlling Cabang/Branch APJT

3. Stakeholder mgt.
4. Project Management
3 Konstruksi Tol
Toll Construction
Layanan Lalu Lintas
Traffic Services
Layanan Transaksi
Layanan Transaksi
Teknologi Transaksi
Transaction Technology
Layanan Pemeliharaan
Maintenance Services
Pengembangan
TCD/ Usaha lain
"Asset Builder" "Asset Operator"
"Asset Operator" "Asset Operator" "Asset Maintainer" TCD/Other Business
• Project Management • Teknologi Layanan • Pelaksana Layanan • Teknologi • Pemeliharaan preventif, Development
• Contract Management Lalu Lintas Transaksi Transaksi rutin, periodik
• Procurement • Pemeliharaan • Pemeliharaan "Asset optimizer"
• Clearing House • Teknologi pemeliharaan
• Konstruksi Tol Peralatan Operasi Peralatan Transaksi • Vendor Mgt. • Perencanaan
• Derek • Pulltol • Transaction
• Contract Mgt. • Kemitraan
• Project Management • Ambulans Technology
• Transaction Service • Program Pemeliharaan
• Contract Management • Traffic Management • Clearing House • Pendanaan
Implementers • Disaster Recovery
• Procurement Centre • Contract mgt.
• Transaction Equipment
• Konstruksi Tol
• Traffic Services Maintenance • Preventive, regular, • Planning
Technology • Pulltol periodic maintenance • Partnership

• Operating Equipment • Maintenance technology • Funding
Maintenance • Vendor Management • Contract
• Crane • Contract Management Management
• Ambulance • Maintenance Program
• Traffic Management • Disaster Recovery
Centre
PERKEMBANGAN INDUSTRI JALAN TOL DAN BISNIS JASA MARGA

Development of Toll Road Industry and Jasa Marga Business
Perkembangan industri jalan tol di Indonesia dimulai pada The development of the toll road industry in Indonesia
tahun 1978 ketika tol Jagorawi (Jakarta-Bogor-Ciawi) resmi began in 1978 when the Jagorawi (Jakarta-Bogor-Ciawi)
dioperasikan untuk pertama kalinya. Pembangunan jalan toll road was officially operated. The Jagorawi toll road
tol Jagorawi menggunakan anggaran pemerintah dan construction used the government budget and foreign
pinjaman luar negeri yang diserahkan kepada Perseroan loans given to the Company as capital investment.
sebagai penyertaan modal.

Human Capital
Modal Insani
Pada waktu itu, Jasa Marga menjadi Badan Usaha At that time, Jasa Marga became the sole State-Owned

Milik Negara (BUMN) tunggal yang memegang hak Enterprise (SOE) holding the rights to operate toll roads in
penyelenggaraan jalan tol di Indonesia. Namun, sejak Indonesia. However, in 1987, the government began to
tahun 1987, pemerintah mulai memberikan kesempatan provide opportunities for the private sector to participate in
kepada swasta untuk berpartisipasi dalam mengusahakan the operation of toll roads through the Build, Operate and
jalan tol melalui sistem Build, Operate, dan Transfer (BOT) Transfer (BOT) system in cooperation with the Company.
bersama Perseroan.
Sejak berlakunya Undang-Undang No. 38 tahun 2004 Since the enactment of Law No. 38 of 2004 about Roads,

tentang Jalan yang menggantikan Undang Undang No. replacing the Law No. 13 of 1980 and the issuance of

13 tahun 1980 serta terbitnya Peraturan Pemerintah No. Government Regulation No. 15 of 2005 which regulates
15 tahun 2005 yang mengatur lebih spesifik tentang jalan more specifically about toll roads, there has been a change
tol, terjadi perubahan mekanisme bisnis jalan tol. Antara in the toll road business mechanism. Among others, the
lain dibentuknya Badan Pengatur Jalan Tol (BPJT) sebagai establishment of the Indonesia Toll Road Authority (BPJT)
regulator industri jalan tol. as a regulator of the toll road industry.
Perubahan regulasi tersebut membuat peran otoritas yang The changes in the regulation make the role of the authority
diemban Perseroan dikembalikan kepada Pemerintah. carried by the Company returned to the Government. As a
Sebagai konsekuensinya, Perseroan menjalankan fungsi consequence, the Company holds its full function as a toll
sepenuhnya sebagai sebuah perusahaan pengembang road developer and operator company.

dan operator jalan tol.
Dalam rangka mendukung ekspansi bisnisnya, Perseroan In order to support its business expansion, the Company
menjadi perusahaan terbuka dan tercatat di Bursa Efek became a publicly listed company and was listed on the
Indonesia (dahulu Bursa Efek Jakarta) sejak Pemerintah Indonesia Stock Exchange (formerly the Jakarta Stock
melepas 30% sahamnya kepada masyarakat/ publik pada Exchange) since the Government released 30% of its
12 November 2007. shares to the public on November 12, 2007.

PERKEMBANGAN BISNIS JALAN TOL JASA MARGA

Business Development of Jasa Marga’s Toll Roads
Pengembangan Bisnis Konsesi Jalan Tol Toll Road Concession Business Development
Sejak Jasa Marga berdiri hingga akhir tahun 2019, Since the date of Jasa Marga’s establishment until the end
Perseroan terus berupaya untuk meningkatkan kepemilikan of 2019, the Company has continued to strive to increase
konsesi jalan tol di Indonesia. Total hak konsesi yang its toll road concessions in Indonesia. The total concession
dimiliki Perseroan hingga 31 Desember 2019 mencapai 33 rights held by the Company as of December 31, 2019
(tiga puluh tiga) ruas jalan tol yang dioperasikan melalui reached 33 (thirty three) for the toll roads operated by
Regional, Entitas Anak maupun Entitas Ventura Bersama Region Offices, Subsidiaries and Joint Ventures of the
Perseroan. Company.

Kronologi Penambahan Hak Konsesi Jalan Tol Jasa Marga 1978-2019

Chronology of Jasa Marga Toll Road Concession Rights 1978-2019
01 02 03 04 05
Periode Periode Periode Periode Total Jumlah Ruas

Period Period Period Period Number of Toll
1978-2006 2007-2010 2011-2015 2016-2019 Roads
33
Deskripsi Deskripsi Deskripsi Deskripsi
Description Description Description Description
Jagorawi, Cawang- Bogor Ring Road, Gempol-Pandaan, Batang-Semarang,
Tomang-Pluit Semarang-Solo, Nusa Dua-Benoa, Pandaan-Malang,
(Jakarta Intra Urban Kunciran-Serpong, Medan-Kualanamu- Manado-Bitung,
Tollroad), Prof. Surabaya-Mojokerto, Tebing Tinggi, Balikpapan-
Profil Perusahaan
Company Profile
Dr. Ir. Soedijatmo JORR W2 Utara, Solo-Ngawi, Ngawi- Samarinda, Jakarta-

(Airport), Cikampek- Gempol-Pasuruan, Kertosono, Cinere- Cikampek II Elevated,
Padalarang, Kunciran- Serpong Jakarta-Cikampek II
Padalarang-Cileunyi, Cengkarang Selatan, Probolinggo-
Jakarta-Cikampek, Jumlah Banyuwangi
Palimanan-Kanci, Jumlah Penambahan Ruas
Surabaya-Gempol, Penambahan Ruas Number of Jumlah
Semarang, Jakarta Number of Additional Toll Roads Penambahan Ruas

Outer Ring Road, Additional Toll Roads 6 Number of
Ulujami-Pondok 7 Additional Toll Roads
Aren, Jakarta- 6
Tangerang, Belmera
Jumlah
Penambahan Ruas
Number of
Additional Toll Roads
13
Pengoperasian Bisnis Jalan Tol Toll Road Business Operations
Pada 2019, Perseroan mengoperasikan jalan tol baru In 2019, the Company operated 162 km of new toll
sepanjang 162 km. Secara agregat, hingga 31 Desember roads. In aggregate, until December 31, 2019 Jasa Marga
2019, Jasa Marga mengoperasikan total jalan tol sepanjang operated a total of 1,162 km of toll roads. As such, the
1.162 km. Dengan demikian, Perseroan masih menjadi Company is still the market leader by controlling a market
pemimpin pasar dengan menguasai pangsa pasar sebesar share of 67% in terms of the length of toll roads operating
67% dari sisi panjang jalan tol beroperasi di Indonesia. in Indonesia.
Demi meningkatkan efisiensi pengoperasian bisnis jalan tol To improve the efficiency of toll road business operations,
tersebut, Perseroan menerapkan strategi sebagai berikut: the Company applies the following strategies:
1. Membentuk 3 (tiga) regional yang membawahi 1. Forming 3 (three) region offices who oversee several
beberapa cabang, yakni Regional Jabodetabekjabar, branches, namely Region of Jabodetabekjabar, Region
Regional Transjawa dan Regional Nusantara. of Transjawa and Region of Nusantara.
2. Melakukan perubahan sistem transaksi dan integrasi 2. Improving the transaction system and integration
ruas tol, di mana tujuan utamanya adalah untuk of toll roads, where the main objective is to increase
menambah kapasitas transaksi di gerbang tol dan transaction capacity at toll gates and to clear traffic
menguraikan kemacetan lalu lintas. jams.
Adapun ketiga Regional yang dibentuk Perseroan pada The three Region Offices, established by the Company in
tahun 2019 tersebut diuraikan secara rinci dalam tabel 2019, are described in detail in the following table:
berikut ini:

Human Capital
Modal Insani
Regional JabodetabekJabar Regional Transjawa Regional Nusantara

Region of JabodetabekJabar Region of Transjawa Region of Nusantara
• PT Marga Lingkar Jakarta • Cabang Jakarta Cikampek • Cabang Belmera

- Ruas JORR W2 Utara • PT Jasamarga Jalanlayang Cikampek - Ruas Belawan-Medan-Tanjung
• PT Marga Trans Nusantara - Ruas Jakarta- Cikampek II Elevated Morawa
- Ruas Kunciran-Serpong • Cabang Palikanci • PT Jasamarga Kualanamu Tol
• PT Marga Sarana Jabar - Ruas Palimanan-Kanci - Ruas Medan-Kualanamu-Tebing

Tinggi
- Ruas Bogor Ring Road (BORR) • PT Jasamarga Semarang Batang
• PT Jasamarga Balikpapan Samarinda
• Cabang Jagorawi - Ruas Batang-Semarang
- Ruas Balikpapan-Samarinda

- Ruas Jakarta-Bogor-Ciawi • Cabang Semarang

• PT Jasamarga Bali Tol
• Cabang Jakarta-Tangerang- - Ruas Semarang A,B,C
Cengkareng - Ruas Nusa Dua-Ngurah Rai-Benoa
• PT Trans Marga Jateng
- Ruas Prof. Dr. Ir. Soedijatmo - Ruas Semarang-Solo • Belmera Branch
- Ruas Cawang-Tomang-Pluit • PT Jasamarga Solo Ngawi - Belawan-Medan-Tanjung Morawa
- Ruas Jakarta-Tangerang - Ruas Solo-Ngawi Toll Road
• Cabang Purbaleunyi • PT Jasamarga Ngawi Kertosono Kediri • PT Jasamarga Kualanamu Tol
- Ruas Cikampek-Padalarang - Ruas Ngawi-Kertosono-Kediri - Medan-Kualanamu-Tebing Tinggi
- Ruas Padalarang-Cileunyi Toll Road
• PT Jasamarga Surabaya Mojokerto
• Ruas Jakarta Outer Ring Road (JORR) • PT Jasamarga Balikpapan Samarinda
- Ruas Surabaya-Mojokerto
Seksi E1, E2, E3, W2S - Balikpapan-Samarinda Toll Road
• Cabang Surabaya Gempol
• Ruas Pondok Aren-Bintaro Viaduct- • PT Jasamarga Bali Tol

Ulujami - Ruas Surabaya-Gempol

- Nusa Dua-Ngurah Rai-Benoa Toll
• PT Jasamarga Gempol Pasuruan
Road
• PT Marga Lingkar Jakarta - Ruas Gempol- Pasuruan
- North JORR W2 • PT Jasamarga Pandaan Tol
• PT Marga Trans Nusantara - Ruas Gempol-Pandaan
- Kunciran-Serpong Toll Road • PT Jasamarga Pandaan Malang
• PT Marga Sarana Jabar - Ruas Pandaan-Malang
- Bogor Ring Road (BORR)
• Cabang Jagorawi
• Jakarta Cikampek Branch
- Jakarta-Bogor-Ciawi Toll Road
• PT Jasamarga Jalanlayang Cikampek
• Jakarta-Tangerang Branch
- Jakarta- Cikampek II Elevated Toll

Cengkareng
Road
- Prof. Dr. Ir. Soedijatmo Toll Road

• Palikanci Branch
- Cawang-Tomang-Pluit Toll Road
- Palimanan-Kanci Toll Road
- Jakarta-Tangerang Toll Road
• PT Jasamarga Semarang Batang
• Purbaleunyi Branch
- Batang-Semarang Toll Road
- Cikampek-Padalarang Toll Road
• Semarang Branch
- Padalarang-Cileunyi Toll Road
- Semarang A,B,C Toll Road
• Jakarta Outer Ring Road (JORR)
• PT Trans Marga Jateng
E1, E2, E3, W2S Sections
- Semarang-Solo Toll Road
• Pondok Aren-Bintaro Viaduct
• PT Jasamarga Solo Ngawi
Ulujami Toll Road
- Solo-Ngawi Toll Road
• PT Jasamarga Ngawi Kertosono
Kediri
- Ngawi-Kertosono-Kediri Toll Road
• PT Jasamarga Surabaya Mojokerto
- Surabaya-Mojokerto Toll Road
• Surabaya Gempol Branch
- Surabaya-Gempol Toll Road
• PT Jasamarga Gempol Pasuruan
- Gempol- Pasuruan Toll Road
• PT Jasamarga Pandaan Tol
- Gempol-Pandaan Toll Road
• PT Jasamarga Pandaan Malang
- Pandaan-Malang Toll Road

Hingga akhir tahun 2019, Regional Jabodetabekjabar Until the end of 2019, the Region of Jabodetabekjabar has
mengoperasikan sepanjang 314 km panjang jalan tol yang operated 314 km of toll roads owned by the Company,
dimiliki Perseroan, terdiri dari 8 (delapan) ruas jalan tol consisting of 8 (eight) toll roads or 287 km in length are
atau sepanjang 287 km yang dioperasikan langsung oleh operated directly by the Region of Jabodetabekjabar and
Regional Jabodetabekjabar dan 3 (tiga) ruas jalan tol atau 3 (three) toll roads or 27 km in length operated by the
sepanjang 27 km yang dioperasikan melalui Entitas Anak Company’s subsidiaries.
Perseroan.
Regional Transjawa mengoperasikan sepanjang 667 The Region of Transjawa operates 667 km of toll roads
km panjang jalan tol yang dimiliki Perseroan, terdiri dari owned by the Company, consisting of 4 (four) toll roads or
4 (empat) ruas jalan tol atau sepanjang 181 km yang 181 km in length are operated by the Company's Branch
dioperasikan melalui Kantor Cabang Perseroan dan 9 Offices and 9 (nine) toll roads or 486 km in length operated
(sembilan) ruas jalan tol atau sepanjang 486 km yang by Company’s subsidiaries and joint venture.
dioperasikan melalui Entitas Anak dan Entitas Ventura
Bersama Perseroan.
Regional Nusantara mengoperasikan sepanjang 181 km Region of Nusantara operates 181 km long toll roads
Profil Perusahaan
Company Profile
panjang jalan tol yang dimiliki Perseroan, terdiri dari 1 (satu) owned by the Company, consisting of 1 (one) toll road or
ruas jalan tol atau sepanjang 43 km yang dioperasikan 43 km in length is operated directly by Region of Nusantara
langsung oleh Regional Nusantara dan 3 (tiga) ruas jalan and 3 (three) toll roads or 138 km in length are operated
tol atau sepanjang 138 km yang dioperasikan melalui by subsidiaries.
Entitas Anak Perseroan.
Sementara itu, untuk Ruas jalan Tol milik Grup Perseroan Meanwhile, for the toll roads belonging to the Company
yang masih dalam tahap Konstruksi dan Pembebasan Group which are still in the construction and land
Lahan, pengawasannya dikendalikan oleh Unit kerja acquisition stage, the supervision is done by the Toll Road
Toll Road Business Development Group di Kantor Pusat. Business Development Group work unit at the Head Office.
Hingga akhir tahun 2019, Ruas Jalan Tol yang masih Until the end of 2019, the toll roads under the process of
dalam proses Konstruksi maupun Pembebasan Lahan construction and land acquisition are as follows:
adalah sebagai berikut:
1. Ruas Jalan Tol Cengkareng-Kunciran, yang konsesinya 1. Cengkareng-Kunciran Toll Road whose concession
dimiliki oleh Entitas Anak Perseroan yaitu PT Jasamarga is owned by the subsidiary PT Jasamarga Kunciran
Kunciran Cengkareng Cengkareng
2. Ruas Jalan Tol Cinere-Serpong, yang konsesinya
2. Cinere-Serpong Toll Road whose concession is held by

dimiliki oleh Entitas Anak Perseroan yaitu PT Cinere the subsidiary PT Cinere Serpong Jaya
Serpong Jaya
3. Ruas Jalan Tol Jakarta Cikampek II Selatan, yang 3. Jakarta Cikampek II South Toll Road whose concession
konsesinya dimiliki oleh Entitas Anak Perseroan yaitu is owned by the subsidiary PT Jasamarga Japek Selatan
PT Jasamarga Japek Selatan
4. Ruas Jalan Tol Probolinggo-Banyuwangi yang 4. Probolinggo-Banyuwangi Toll Road whose concession
konsesinya dimiliki oleh Entitas Anak Perseroan yaitu is held by the subsidiary PT Jasamarga Probolinggo
PT Jasamarga Probolinggo Banyuwangi Banyuwangi
5. Ruas Jalan Tol Manado-Bitung, yang Konsesinya 5. Manado-Bitung Toll Road Section whose concession is
dimiliki oleh Entitas Anak Perseroan yaitu PT Jasamarga owned by the subsidiary PT Jasamarga Manado Bitung
Manado Bitung

Human Capital
Modal Insani
PERKEMBANGAN BISNIS PENDUKUNG OPERASIONAL JALAN TOL
Toll Road Operational Support Business Development

Guna mendukung efisiensi dalam bidang operasional dan To support the operational efficiency and to increase the

guna meningkatkan pendapatan usaha lain Perseroan, Jasa Company’s revenue from other businesses, Jasa Marga
Marga mengembangkan bisnis pendukung operasional develops toll road operational support businesses. The
jalan tol. Bisnis pendukung operasional jalan tol yang support businesses are run by the subsidiaries, including
dimiliki Perseroan dijalankan melalui Entitas Anak, antara PT Jasamarga Tollroad Operator (JMTO), which was
lain PT Jasamarga Tollroad Operator (JMTO) yang didirikan established in 2015 (formerly PT Jasa Layanan Operasi)
pada tahun 2015 (sebelumnya PT Jasa Layanan Operasi) who is engaged in the business of operating toll roads and
dan bergerak dalam bidang usaha layanan pengoperasian PT Jasamarga Tollroad Maintenance (JMTM) (formerly PT
jalan tol serta PT Jasamarga Tollroad Maintenance (JMTM) Sarana Marga Bhakti Utama), which was acquired in 2010
(sebelumnya PT Sarana Marga Bhakti Utama) yang and is engaged in construction, trade and vehicle rental

diakuisisi sejak tahun 2010 dan bergerak dalam bidang services.
jasa konstruksi, perdagangan dan persewaan kendaraan.
Hingga akhir 2019, PT JMTO telah mengoperasikan 1.417 Until the end of 2019, PT JMTO has operated 1,417 km or
km atau 70% dari 2.033 km tol beroperasi di Indonesia. 70% of the 2,033 km of toll roads operating in Indonesia.
Kontrak jasa pengoperasian yang dikelola PT JMTO The operation contracts owned by PT JMTO cover 10 (ten)
terdiri dari 10 (sepuluh) ruas tol Jasa Marga Induk, 11 toll roads of Jasa Marga Parent Company, 11 (eleven) toll
(sebelas) ruas tol Entitas Anak ataupun Ventura Bersama roads of Jasa Marga’s subsidiaries or joint ventures, and
Jasa Marga, dan 3 (tiga) ruas tol Badan Usaha Jalan Tol 3 (three) toll roads belonging to other toll road business
(BUJT) lain. Selain itu, sampai dengan 31 Desember 2019 entities. In addition, as of December 31, 2019 JMTO has

JMTO telah mendapatkan kontrak pengoperasian Krian obtained other contracts to operate tollways of Krian -

– Legundi – Bunder – Manyar (PT Waskita Bumi Wira), Legundi - Bunder - Manyar (owned by PT Waskita Bumi
Cimanggis – Cibitung (PT Cimanggis Cibitung Tollways), Wira), Cimanggis - Cibitung (PT Cimanggis Cibitung
Cibitung - Tanjung Priok (PT Cibitung Tanjung Priok Port Tollways), Cibitung - Tanjung Priok (PT Cibitung Tanjung
Tollways). Priok Port Tollways).
Sementara itu, pada periode tahun buku, PT JMTM Meanwhile, PT JMTM worked on a number of maintenance
mengerjakan sejumlah proyek pemeliharaan tol yang projects for toll roads managed by branches and obtained
dikelola cabang serta mendapatkan beberapa proyek several contracts for toll road building capacity projects.
peningkatan kapasitas jalan tol. Di antara sejumlah proyek Among the projects undertaken by PT JMTM are the
yang dikerjakan oleh PT JMTM adalah Kontrak Manajemen Palikanci Branch Management Contract, Jagorawi Branch

Cabang Palikanci, Kontrak Manajemen Cabang Jagorawi, Management Contract, Krapyak 1 and Krapyak 2 Toll

Proyek Pembangunan Cabang Tol Krapyak 1 dan Krapyak Road Construction Projects, Renovation and Pavement of
2, Renovasi Perkerasan Tempat Istirahat dan Pelayanan KM 88B rest area and services (TIP) on Purbaleunyi Toll
(TIP) KM 88B Ruas Jalan Tol Purbaleunyi, dan Pekerjaan Road, and Asphalting Works on Jakarta - Cikampek II
Aspal Pada Proyek Pembangunan Jalan Tol Jakarta – (Elevated) Toll Road.
Cikampek II (Elevated).
PERKEMBANGAN BISNIS PROSPEKTIF

Prospective Business Development
PT Jasamarga Related Business (JMRB) fokus PT Jasamarga Related Business (JMRB) focuses on
mengembangkan usaha yang turut mendukung bisnis developing businesses that support the toll road operations
jalan tol yang dilaksanakan oleh Perseroan. PT JMRB carried out by the Company. PT JMRB is an asset optimizer
menjadi asset optimizer yang berperan memaksimalkan whose role is to maximize the market potential of the Toll
potensi pasar Toll Corridor Development (TCD) yang Corridor Development (TCD) which includes industrial
meliputi kawasan industri, Tempat Istirahat dan Pelayanan estates, Rest Area and Services (TIP), Transit Oriented
(TIP), Transit Oriented Development (TOD), serta Development (TOD), and proactively residential property
residensial secara proaktif dengan berbagai skema bisnis with various business and funding schemes.
dan pendanaan.

Sementara di bidang properti, PT JMRB telah meresmikan Meanwhile in the property sector, PT JMRB has inaugurated
KUBIKA yang merupakan coworking space pertama milik KUBIKA which is Jasa Marga Group's first co-working
Jasa Marga Group. Selain bisnis rest area dan properti, PT space. In addition to the rest area and property business,
JMRB juga telah melebarkan sayap ke sektor periklanan, PT JMRB has also expanded to the advertising sector, the
bisnis utilitas dan pengelolaan gedung. Sektor utilitas dan utility business and building management. The utility and
iklan yang dikelola PT JMRB tidak hanya di rest area milik advertisement sector is done by PT JMRB not only in its own
sendiri, namun juga utilitas dan iklan di beberapa ruas tol rest areas, but also in several other toll roads belonging to
milik Jasa Marga sebagai perusahaan induk. Jasa Marga as the parent company.
PT JMRB juga turut serta dalam proyek revitalisasi bekas PT JMRB also participates in the revitalization project of
pabrik gula yang menjadi Convention Center yang the former sugar factory which becomes the Convention
dinamakan Colomadu Heritage. Proyek ini dijalankan oleh Center called Colomadu Heritage. The project is run
konsorsium sejumlah BUMN (PT JMRB, PT Pembangunan by a consortium of a number of SOEs (PT JMRB, PT
Perumahan, PT PP Properti, PT Taman Wisata Candi, PT Pembangunan Perumahan, PT PP Properti, PT Taman
Patrajasa, dan PT Kereta Api Indonesia). Wisata Candi, PT Patrajasa, and PT Kereta Api Indonesia).
Profil Perusahaan
Company Profile

PRODUK DAN JASA
Human Capital
Modal Insani
Products and Services

Produk yang ditawarkan oleh Jasa Marga dibagi dalam 3 The products offered by Jasa Marga are divided into

(tiga) bidang utama, yakni bisnis jalan tol, bisnis pendukung 3 (three) types, namely toll road business, toll road
jalan tol, dan bisnis prospektif. supporting business, and prospective business.
Produk dan Jasa-Bisnis Jalan Tol

Products and Services - Toll Road Business
Di bidang pengembangan bisnis jalan tol, Perseroan In the toll road business development, the Company has

mengelola penambahan kepemilikan hak pengusahaan managed to get additional toll road concessions through
jalan tol melalui Entitas Anak dalam bentuk Badan Usaha its subsidiaries in the form of Toll Road Business Entity
Jalan Tol (BUJT). Sampai akhir 2019, Perseroan memiliki (BUJT). Until the end of 2019, the Company has owned
hak konsesi untuk 33 (tiga puluh tiga) ruas jalan tol concession rights for 33 (thirty three) toll roads with the
sepanjang 1.527 km yang dikelola oleh 3 (tiga) Regional. length of 1,527 km managed by 3 (three) region offices.
Proses untuk memperoleh hak pengusahaan jalan tol The concession rights are obtained through the process of
tersebut melalui proses tender, akuisisi, dan pemrakarsa. tender, acquisition, and initiation.

Tabel Ruas Jalan Tol Jasa Marga Periode 1978 - 2019
Table of Toll Roads of Jasa Marge in 1978-2019 Period
Konsesi Panjang (Km) Tahun Mulai Operasi

No Concession Length (km) Year of Operation Begins
Induk Perseroan/Parent Company
1 Jagorawi (Jakarta-Bogor-Ciawi) 59,00 1978
2 Jakarta-Tangerang 33,00 1984

3 Prof. Dr. Ir. Soedijatmo 14,30 1984
4 Cawang-Tomang-Pluit 23,55 1987
5 Jakarta-Cikampek 83,00 1988
6 Padaleunyi (Padalarang-Cileunyi) 64,40 1990
7 Cipularang (Cikampek-Padalarang) 58,50 2003
8 Palimanan-Kanci 26,30 1998
9 Semarang ABC 24,75 1983
10 Surabaya-Gempol 49,00 1986
11 Belmera (Belawan-Medan-Tanjung Morawa) 42,70 1986
12 JORR (Jakarta Outer Ring Road) Seksi E1, E2, E3, W2S 28,27 1991
13 Ulujami-Pondok Aren 5,55 2001
Entitas Anak Perseroan/Subsidiaries
1 JORR W2 Utara 7,70 2014
2 Bogor Ring Road 11,95 2009
Pembebasan lahan dan

konstruksi
3 Cengkareng-Kunciran 14,19
Land Acquisition and
Construction
4 Kunciran-Serpong 11,14 2019
5 Semarang-Solo 72,64 2011
6 Surabaya-Mojokerto 36,27 2011
7 Gempol-Pasuruan 34,15 2017

Konsesi Panjang (Km) Tahun Mulai Operasi

No
Concession Length (km) Year of Operation Begins

8 Gempol-Pandaan 13,61 2015
9 Nusa Dua-Ngurah Rai-Benoa 9,70 2013
10 Medan-Kualanamu-Tebing Tinggi 61,70 2017
11 Solo-Ngawi 90,43 2018
12 Ngawi-Kertosono-Kediri 116,12 2018

konstruksi
13 Cinere-Serpong 10,14
Construction
14 Batang-Semarang 75,00 2018
15 Balikpapan-Samarinda 98,89 2019

konstruksi
Profil Perusahaan
Company Profile
16 Manado- Bitung 39,90

Construction
17 Pandaan-Malang 38,49 2019
18 Jakarta-Cikampek II Elevated 38,00 2019
Pembebasan Lahan
19 Probolinggo-Banyuwangi 172,91
Land Acquisition
Pembebasan Lahan dan

Konstruksi
20 Jakarta-Cikampek II Selatan 64,00
Construction
PRODUK DAN JASA - BISNIS PENDUKUNG JALAN TOL

Products and Services - Toll Road Business Support
Dalam bidang bisnis pendukung jalan tol, Perseroan In the toll road supporting business, the Company has
memiliki produk berupa layanan pengoperasian jalan tol products in the form of toll road operation services
(layanan transaksi dan layanan lalu lintas) serta layanan (transaction and traffic services) and maintenance
pemeliharaan. Layanan transaksi berhubungan dengan services. The transaction services relate to the process
proses perencanaan pengumpulan tol, pengendalian of toll collection planning, transaction implementation
pelaksanaan transaksi, pengamanan dan administrasi controlling, toll revenue securing and administering, toll
pendapatan tol, kapasitas transaksi di gerbang tol, serta gate transaction capacity and speed. Traffic services are to
kecepatan transaksi di gerbang tol. Layanan lalu lintas yaitu provide smoothness and safety for toll road users.
layanan kepada pengguna jalan tol untuk memberikan
kelancaran dan keselamatan.
Layanan pengoperasian jalan tol disediakan oleh Entitas Toll road operation services are provided by the subsidiary
Anak, yaitu PT Jasamarga Tollroad Operator (JMTO). PT Jasamarga Tollroad Operator (JMTO). In addition to toll
Selain layanan pengoperasian jalan tol, PT JMTO juga road operation itself, PT JMTO also provides information
menyediakan layanan teknologi informasi dan layanan technology and electronic toll collection services to support
electronic toll collection sebagai pendukung operasional the toll road operations
jalan tol.

Human Capital
Modal Insani
Tabel Produk Layanan Pengoperasian Jalan Tol, Electronic Toll Collection, dan Teknologi Informasi PT JMTO Tahun 2019
Table of Products of Toll Road Operation, Electronic Toll Collection, and Information Technology Services of PT JMTO in 2019

Layanan
Services
Ruas
No Toll Road Pengoperasian
Electronic Toll Teknologi
Collection Informasi
Jalan Tol
Electronic Toll Information
Toll Road Operation
Collection Technology
Induk Perseroan/Parent Company
1 Jagorawi (Jakarta-Bogor-Ciawi) √ √ √

2 Jakarta-Tangerang √ √ √

3 Prof. Dr. Ir. Sedyatmo √ √ √
4 Cawang-Tomang-Pluit √ √ √
5 Jakarta-Cikampek √ √ √
6 Padaleunyi (Padalarang-Cileunyi) √ √ √
7 Cipularang (Cikampek-Padalarang) √ √ √
8 Palimanan-Kanci √ √ √
9 Semarang ABC √ √ √
10 Surabaya-Gempol √ √ √

11 Belmera (Belawan-Medan-Tanjung Morawa) √ √ √
12 JORR (Jakarta Outer Ring Road) Seksi E1, E2, E3, W2S* - √ -
13 Ulujami-Pondok Aren √ √ √
Entitas Anak Perseroan/Subsidiaries
1 Gempol-Pasuruan √ √ -
2 Medan-Kualanamu √ √ √
3 Surabaya-Mojokerto √ √ √
4 Solo-Ngawi √ √ √

5 Ngawi-Kertosono-Kediri √ √ √

6 Semarang-Batang √ √ √
7 Pandaan-Malang √ √ √
8 Semarang-Solo √ √ -
9 Kunciran-Serpong √ √ √
10 Jalanlayang Cikampek √ - √
11 Balikpapan-Samarinda √ √ √
12 Manado-Bitung √ √ √
13 Ulujami-Kebon Jeruk (JORR W2 Utara) - √ -
14 Bogor Ring Road - √ -
15 Gempol-Pandaan - √ √
16 Nusa Dua-Ngurah Rai-Tanjung Benoa - √ -
BUJT di Luar Kelompok Usaha Jasa Marga/Other Toll Road Companies (BUJT) Outside Jasa Marga Group
1 Bogor-Ciawi-Sukabumi √ - -
2 Bakahueni-Terbanggi Besar √ - -
3 Terbanggi Besar-Pematang Panggang-Kayu Agung √ - -
4 Soreang-Pasir Koja - - √
5 Cimanggis-Cibitung *) √ - -
6 Kayu Agung-Palembang-Betung *) √ - √
7 Krian-Legundi-Bunder-Manyar *) √ - -
8 Cibitung-Tanjung Priok *) √ - -
Keterangan: )* Khusus ruas JORR Seksi W2S, Pengoperasian Jalan Tol, Note:) * Specifically for JORR section W2S, Toll Road Operation, Electronic
Electronic Toll Collection, dan Teknologi Informasi, telah dilakukan oleh PT Toll Collection and Information Technology, have been done by PT JMTO
JMTO

Sementara PT Jasamarga Tollroad Maintenance (JMTM), Meanwhile the subsidiary PT Jasamarga Tollroad
Entitas Anak, menyediakan layanan pemeliharaan Maintenance (JMTM) provides toll road maintenance
jalan tol. Layanan pemeliharaan berhubungan dengan services. The maintenance services relate to maintaining
menjaga kualitas jalan tol. Lebih rinci mengenai layanan the quality of the toll road. More details about toll road
pemeliharaan jalan tol dapat dilihat pada tabel berikut ini. maintenance services can be seen in the following table.
Tabel Produk Layanan Pemeliharaan Jalan Tol PT JMTM Tahun 2019

Table of PT JMTM Toll Road Maintenance Services in 2019
Kontrak Manajemen
Pemenuhan SPM
Jalan Tol
Pengguna Jasa/ Ruas Jasa Layanan Konstruksi
Management Contract Cold Mix (Retail)
Service User/Toll Road Construction Services
for Fulfilling Minimum
Service Standards of
Toll Road
Ruas Belmera
√ - √
Balmera Toll Road
Ruas Palikanci
Profil Perusahaan
Company Profile
√ - √
Palikanci Toll Road
Ruas Semarang Pembangunan Gerbang Tol Krapyak 1 dan 2

√ √
Semarang Toll Road Construction of Krapyak 1 and 2 Toll Gates
Ruas Surabaya-Gempol
Surabaya-Gempol Toll √ - √
Road
Ruas Jagorawi SFO dan Rekonstruksi Jalan Tol

√ √
Jagorawi Toll Road SFO and Reconstruction of Toll Road
1. Pembangunan Ramp 2 Interchange Penjaringan Ruas Tol Sedyatmo

2. SFO dan Rekonstruksi Jakarta – Tangerang
3. Jembatan Penyeberangan Orang (JPO) Sedyatmo
4. Pelebaran Kembangan, Perbaikan dan Pembangunan JPO Jakarta
Ruas Jakarta-Tangerang- - Tangerang
Cengkareng 1. Construction of Ramp 2 Interchange Penjaringan Section of
√ √
Jakarta-Tangerang- Sedyatmo Toll Road
Cengkareng Toll Road 2. SFO and Reconstruction of Jakarta-Tangerang
3. Construction Bridge for People to Cross (JPO) over Sedyatmo Toll
Road
4. Widening Work on Kembangan, Repair and Development of JPO
on Jakarta - Tangerang Toll Road
1. Perbaikan Jembatan dan Jacking RCP Saluran

Ruas Purbaleunyi 2. SFO dan Rekonstruksi Cipularang Jalur B

√ -
Purbaleunyi Toll Road 1. Bridge and Jacking RCP Repair
2. SFO and Reconstruction of Cipularang Lane B
1. Pembangunan Gerbang Tol Cikampek Utama

2. SFO dan Rekonstruksi Jalur B
Ruas Jakarta-Cikampek
3. Pelebaran Karawang Barat Jalur B
Jakarta-Cikampek Toll - -
1. Construction of Cikampek Utama Toll Gate
Road
2. SFO and Reconstruction of Lane B
3. Widening Work on West Karawang Lane B
1. SFO dan Rekonstruksi Jalur A

2. Perbaikan Jembatan
Ruas JORR 3. Pembangunan WIN
- -
JORR Toll Road 1. SFO and Lane A Reconstruction
2. Bridge Repair
3. WIN Construction
Ruas Gempol-Pandaan
Pembangunan Jalan Tol (2 Km)
Gempol-Pandaan Toll - -
Construction of Toll Raod (2 km)
Road

Human Capital
Modal Insani
Kontrak Manajemen

Pemenuhan SPM
Jalan Tol
Pengguna Jasa/ Ruas Jasa Layanan Konstruksi
Management Contract Cold Mix (Retail)
Service User/Toll Road Construction Services
for Fulfilling Minimum
Service Standards of
Toll Road
Ruas Bakaheuni-Bandar
Lampung-Terbanggi
Besar (PT Adhi Karya)
Pembangunan Gerbang Tol dan Jalan Akses (Rampt) Gunung Sugih
Bakaheuni-Bandar - -

Construction of Toll Gate and Ramp of Gunung Sugih
Lampung-Terbanggi

Besar Toll Road (PT Adhi
Karya)
Pembangunan Gerbang Tol Banyumanik

Semarang-Solo (PT TJM) - -
Construction of Banyumanik Toll Gate
PT Jasamarga Related Renovasi dan Pembangunan TI 88A dan B

- -
Business (JMRB) Renovation and Construction of TI 88A and B
PT Jasamarga Tollroad Pembangunan Kantor Mobile Customer Service

- -
Operator (JMTO) Construction of Mobile Customer Service Office
Kantor Pusat PT Jasa

Marga (Persero) Tbk Banksasuci dan Amphiteater (Ruas Jakarta – Tangerang)
- -

Head Office of PT Jasa Banksasuci and Amphitheater (Jakarta – Tangerang Toll Road)

Marga (Persero) Tbk
Ruas Bogor Ring Road

(PT MSJ) SFO dan Rekonstruksi
- -
Bogor Ring Road Toll SFO and Reconstruction
Road (PT MSJ)
Ruas Ngawi-Kertosono
(PT JNK) Pembangunan Gedung Kantor
- -
Ngawi-Kertosono Toll Construction of Office Building
Road (PT JNK)
1. Pemasangan Guardrail
Ruas Solo-Ngawi (PT JSN)
2. Pembangunan Gerbang Tol OAB Sragen
Solo-Ngawi Toll Road - -

1. Guardrail Installation
(PT JSN)
2. Development of Sragen OAB Toll Gate

PRODUK DAN JASA - BISNIS PROSPEKTIF
Products and Services - Prospective Business
Pada pengembangan bisnis prospektif, Perseroan In prospective business development, the Company creates
menghasilkan produk melalui pengusahaan atas lahan di products in the development of land areas belonging to toll
ruang milik jalan tol (Rumijatol) dan lahan yang berbatasan road (rumijatol) and land areas bordering with rumijatol
dengan Rumijatol untuk Tempat Istirahat dan Pelayanan for rest areas and services (TIP). The prospective business
(TIP). Produk bisnis prospektif yang dijalankan oleh PT products produced by the subsidiary PT Jasamarga Related
Jasamarga Related Business (JMRB), Entitas Anak, antara Business (JMRB), include the development of property
lain berupa pengembangan properti di koridor jalan tol along the toll road corridors such as industrial estates,
seperti kawasan industri, perkantoran, perumahan, serta offices, housing, and TIP management; also the provision
pengelolaan TIP. Termasuk penyediaan lahan untuk of land plots in rumijatol for rent to other parties.
disewakan kepada pihak lain di lahan Rumijatol.

Tabel Daftar Rest Area Milik PT JMRB Hingga 2019

Table of List of PT JMRB’s Rest Areas as of 2019
Ruas Tol Tempat Istirahat dan Pelayanan (TIP) Status

Toll Road Rest Area and Services (TIP) Status
KM 88A Beroperasi/Operated
Purbaleunyi
KM 88B Beroperasi/Operated
Palikanci
Batang-Semarang
KM 519 A Beroperasi/Operated
Profil Perusahaan
Company Profile
Solo-Ngawi
Ngawi-Kertosono
Surabaya-Mojokerto KM 7254 Beroperasi/Operated
KM 792A Konstruksi/Construction
Gempol-Pasuruan
KM 792B Konstruksi/Construction
Pandaan-Malang
Medan-Kualanamu-Tebing Tinggi
Balikpapan-Samarinda

Modal Insani Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Nama dan Alamat Lembagan Referensi SEOJK dan Kriteria ARA
79
Laporan Tahunan | Annual Report | 2019 | PT JASA MARGA (PERSERO) Tbk
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Halaman ini sengaja dikosongkan
SEBARAN WILAYAH USAHA
Distribution of Business Areas
Saat ini Perseroan memiliki 1 (satu) Kantor Pusat, 3 (tiga) Currently the Company has 1 (one) Head Office, 3 (three)
Kantor Regional, 8 (delapan) Kantor Cabang, 15 (lima Region Offices, 8 (eight) Branch Offices, 15 (fifteen)
belas) Entitas Anak, dan 5 (lima) Entitas Ventura Bersama Subsidiaries, and 5 (five) Joint Ventures are spreading
yang tersebar di seluruh Indonesia. throughout Indonesia.
Peta Jaringan Kantor jasamarga

Map of Jasa Marga Office Networks in 2019
Sumatera Utara
Profil Perusahaan
Company Profile
Kantor Regional/Region Office

• Medan: 1 Kantor Regional 1/Region Office
- Regional Nusantara/Region of Nusantara
Kantor Cabang/Branch Office

• Medan: 1 Kantor Cabang/ 1 Branch Office
- Cabang Belmera
Entitas Anak/Subsidiaries
• Deli Serdang: 1 Entitas Anak/ 1 Subsidiaries
- PT Jasamarga Kualanamu Tol
Jabodetabek
Kantor Pusat/Head Office
• Jakarta: 1 Kantor Pusat/ 1 Head Office
- PT Jasa Marga (Persero) Tbk
Kantor Regional/Region Office
• Jakarta: 2 Kantor Regional/ 2 Region Office
- Regional Jabodetabekjabar/Region of Jabodetabekjabar

- Regional Transjawa/Region of Transjawa
Kantor Cabang/Branch Office

• Jakarta: 2 Kantor Cabang/ 2 Branch Office
- Cabang Jagorawi
- Cabang Jakarta Tangerang Cengkareng
• Bekasi: 1 Kantor Cabang/ 1 Branch Office
- Ruas Jakarta Cikampek
• Jakarta: 8 Entitas Anak/ 8 Subsidiaries
- PT Jasamarga Japek Selatan
- PT Marga Lingkar Jakarta
- PT Jasamarga Jalanlayang Cikampek Jawa Barat
- PT Jasamarga Pasuruan Probolinggo
- PT Jasamarga Transjawa Tol Kantor Cabang/Branch Office
- PT Jasamarga Related Business • Cirebon: 1 Kantor Cabang/ 1 Branch Office Jawa Tengah
- PT Jasamarga Tollroad Operator - Ruas Palikanci
- PT Jasamarga Tollroad Maintenance Kantor Cabang/Branch Office
• Bandung: 1 Kantor Cabang/ 1 Branch Office • Semarang: 1 Kantor Cabang/ 1 Branch Office
• Bogor: 1 Entitas Anak/ 1 Subsidiaries
- Cabang Purbaleunyi - Ruas Semarang
- PT Marga Sarana Jabar
• Tanggerang: 2 Entitas Anak/ 2 Subsidiaries Entitas Ventura Bersama/Joint Venture
- PT Jasamarga Kunciran Cengkareng • Semarang: 2 Entitas Ventura Bersama/ 2 Joint
- PT Cinere Serpong Jaya Venture
• Tanggerang Selatan: 1 Entitas Anak/ 1 Subsidiaries - PT Jasamarga Semarang Batang
- PT Jasamarga Kunciran Cengkareng - PT Trans Marga Jateng
- PT Cinere Serpong Jaya • Boyolali: 1 Entitas Ventura Bersama/ 1 Joint
• Bekasi: 1 Entitas Anak/ 1 Subsidiaries Venture
- PT Jasamarga Kunciran Cengkareng - PT Jasamarga Solo Ngawi

Human Capital
Modal Insani
Tabel Jaringan Kantor selama 5 tahun terakhir

Table of Office Networks for the Last 5 Years
Jaringan Kantor/ Jaringan Kantor 2019 2018 2017 2016 2015
Kantor Pusat/ Headquarters 1 1 1 1 1

Kantor Regional/ Region Office 3 - - - -
Kantor Cabang/ Branch Office 8 8 8 8 8
Entitas Anak/ Subsidiary 15 21 24 22 17

Entitas Ventura Bersama/ Joint Venture 5 4 1 - -
Kalimantan Timur
• Balikpapan : 1 Entitas Anak/Subsidiaries
- PT Jasamarga Balikpapan Samarinda

Sulawesi Utara
• Manado : 1 Entitas Anak/Subsidiaries
- PT Jasamarga Manado Bitung

Bali
• Denpasar : 1 Entitas Anak/ 1 Subsidiaries
- PT Jasamarga Bali Tol
Jawa Timur
Kantor Cabang/Branch Office Entitas Ventura Bersama/Joint Ventures
• Surabaya: 1 Kantor Cabang/ 1 Branch Office • Pasuruan: 1 Entitas Ventura Bersama/ 1 Joint
- Ruas Surabaya Gempol Ventures
Regional
Entitas Anak/Subsidiaries - PT Jasamarga Pandaan Tol Jabodetabekjabar
• Sidoarjo: 1 Entitas Anak/ 1 Subsidiaries • Madiun: 1 Entitas Ventura Bersama/ 1 Joint
- PT Jasamarga Surabaya Mojokerto Venture Regional Transjawa
• Pasuruan: 1 Entitas Anak/ 1 Subsidiaries - PT Jasamarga Ngawi Kertosono Kediri
- PT Jasamarga Gempol Pasuruan
• Malang: 1 Entitas Anak/ 1 Subsidiaries Regional Nusantara
- PT Jasamarga Pandaan Malang

STRUKTUR ORGANISASI
Organization Structure
Internal Audit
Arief Nursetiawan
Direktur Keuangan Direktur Human Capital & Transformasi

Profil Perusahaan
Company Profile
Director of Finance Director of Human Capital & Transformation
Donny Arsal Mohammad Sofyan (Pjs./Acting)
Corporate Secretary
Corporate Planning & Human Capital
Portfolio Management Development

Mohamad Agus Setiawan
Rudi Kurniadi Dadan Waradia

Corporate Communication
and Community Development
Corporate Finance Human Capital Services
Dwimawan Heru Santoso
Eka Setya Adrianto Imad Zaky Mubarak
Procurement &
Fix Asset Accounting & Tax Jasa Marga Learning Institute

Mery Natacha Panjaitan

Siti Sarah Lussy Ariani Seba
Risk & Quality

Legal and Compliance Strategic
Management
Transformation Office
Bayu Nurbaya
Agung Laksana Pranata Nixon Sitorus
Asset Owner Keterangan: Struktur Organisasi ditetapkan sesuai Keputusan Direksi No. 89/KPTS/2019
tanggal 10 September 2019 tentang Struktur Organisasi PT Jasa Marga (Persero) Tbk
Asset Manager berlaku efektif sejak 16 Oktober 2019
Service Provider Note: The Organization Structure is determined in accordance with the Board of Directors
Decree No. 89/KPTS/2019 dated September 10, 2019 pertaining Organization Structure of
Division Under Asset Owner PT Jasa Marga (Persero) Tbk, effective since October 16, 2019
Division Under Asset Manager
Division Under Service Provider
Anak Perusahaan/Subsidiaries
Shared Service

Human Capital
Modal Insani
Direktur Utama

President Director

Desi Arryani

Direktur Pengembangan Usaha Direktur Bisnis Direktur Operasi
Director of Business Development Director of Business Director of Operation
Adrian Priohutomo Mohammad Sofyan Subakti Syukur

Engineering Planning Information Technology Operation & Maintenance
Management
Johannes Mancelly Adi Prasetyanto

Fitri Wijayanti
Toll Road Business Development Region of Jabodetabekjabar

PT Jasamarga Tollroad Operator

Vera Kirana Reza Febriano
Raddy R. Lukman
Branch Offices
PT Jasamarga Related Business
PT Jasamarga Tollroad Maintenance
APJT Operasi
Dian Takdir Badrsyah (Plt.)
Rudy Hardiansyah
Region of Nusantara
APJT Konstruksi
Teddy Rosady PT Jalantol Lingkarluar Jakarta
Branch Offices Ricky Distawardhana
APJT Operasi
Region of Transjawa
Bagus Cahya A. B.
Branch Offices
APJT Operasi

VISI, MISI, DAN BUDAYA PERUSAHAAN
Corporate Vision, Mission and Culture
Perumusan Visi, Misi, dan Tata Nilai Perseroan dilakukan The formulation of the Company's Vision, Mission and
dengan melibatkan seluruh pihak terkait, antara lain: Values is carried out by involving all relevant parties,
Dewan Komisaris, Direksi, karyawan, serta memperhatikan including: the Board of Commissioners, Board of Directors,
kepentingan dari para pemangku kepentingan. employees, and taking into account the interests of the
stakeholders.
Visi dan Misi Perseroan telah disetujui oleh Dewan The Company's vision and mission have been approved
Komisaris dan Direksi melalui Keputusan Direksi No. by the Board of Commissioners and Board of Directors
150/KPTS/2018 tanggal 14 Desember 2018 tentang Visi through the Board of Directors Decree No. 150/KPTS/2018
dan Misi Perusahaan. Sedangkan Tata Nilai Perseroan dated December 14, 2018 concerning Company’s Vision
telah disetujui oleh Dewan Komisaris dan Direksi melalui and Mission. While the Company's Values have been
Keputusan Direksi No. 06/KPTS/2018 tanggal 23 Januari approved by the Board of Commissioners and Board of
2018 tentang Tata Nilai Perusahaan. Directors through the Board of Directors Decree No. 06/
KPTS/2018 dated January 23, 2018 regarding Corporate
Values.
Profil Perusahaan
Company Profile

Human Capital
Modal Insani
VISI
Vision

“Menjadi Perusahaan Jalan Tol Nasional Terbesar, Terpercaya dan
Berkesinambungan.”
"Becoming the Largest, Trustworthy and Sustainable National Toll Road
Company."

Pengertian: Definition:
• Memiliki bisnis jalan tol sebagai bisnis utama • Running toll road business as the core business
• Memiliki sebaran aset dan wilayah operasi • Having assets and operating areas spreading
di seluruh Indonesia. throughout Indonesia.
Perusahaan Jalan Tol Nasional
Potensi Indikator Pengukuran: Potential Measurement Indicators:
National Toll Road Company
• Komposisi aset jalan tol vs. non-jalan tol. • Composition of toll road vs. non-toll road assets.
• Persebaran aset dan wilayah operasi. • Distribution of assets and operating areas.

1 • Memiliki total aset jalan tol terpanjang di

Indonesia
• Memiliki cakupan bisnis di seluruh rantai
• Owning longest toll road assets in Indonesia
• Having business coverage in the entire toll road
value chains
nilai jalan tol
Potential Measurement Indicators
Terbesar Potensi Indikator Pengukuran: • Length of toll roads owned vs competitors’
The Largest • Panjang jalan tol yang dimiliki vs. kompetitor • Business coverage in every value chain
• Cakupan bisnis di setiap rantai nilai

• Menjadi tulang punggung pemerintah • Becoming the backbone of the government in the
dalam pembangunan dan pengelolaan construction and management of toll roads
jalan tol • Becoming the preferred choice of investors,
• Menjadi pilihan utama investor, mitra, dan partners and customers
pelanggan • Operating in accordance with the principles of
• Beroperasi sesuai dengan prinsip-prinsip good good corporate governance
corporate governance
Potential Measurement Indicators:
Potensi Indikator Pengukuran: • Perception of the government, investors and
• Persepsi pemerintah, investor, dan mitra partners
Terpercaya • Tingkat kepuasan pelanggan • Customer satisfaction level
Most Trusted • Jumlah dispute dengan investor dan mitra • Number of disputes against investors and partners
• GCG Score • GCG Score
• Memiliki pertumbuhan skala bisnis dan • Having sustainable growth in business scale
keuntungan yang berkelanjutan and profit
• Memiliki bisnis non-tol yang bersinergi • Running non-toll business in synergy with toll
dengan bisnis jalan tol road business
Potensi Indikator Pengukuran: Potential Measurement Indicators:
Berkesinambungan • Pertumbuhan aset • Asset Growth
Sustainable • Pertumbuhan kinerja keuangan bisnis jalan tol • Growth in financial performance of non-toll
dan non-tol and toll road businesses

MISI
Mission
Untuk mendukung Visi dimaksud, Perseroan juga telah To support its vision, the Company has also compiled the
menyusun Misi sebagai berikut: mission as follows:
1. Memimpin Usaha Jalan Tol di Seluruh Rantai Nilai 1. Leading Toll Road Businesses throughout the value
secara Profesional dan Berkesinambungan Guna chains in a professional and sustainable way to
Meningkatkan Konektivitas Nasional strengthen National Connectivity

2. Mengoptimalkan Pengembangan Kawasan untuk 2. Optimizing the development of regions for community
Kemajuan Masyarakat advancement
3. Meningkatkan Nilai Bagi Pemegang Saham 3. Increasing the value for shareholders
4. Meningkatkan Kepuasan Pelanggan melalui Pelayanan 4. Increasing customer satisfaction through service of
Prima excellent
5. Mendorong Pengembangan dan Peningkatan Kinerja 5. Encouraging the development and improvement of
Karyawan dalam Lingkungan Harmoni employee performance in a harmonious environment
Penjelasan: Explanation:
• Meningkatkan konektivitas • Improving connectivity between regions in
antar daerah di Indonesia melalui Indonesia through the development of toll
pengembangan jalan tol dengan berbagai roads with various business schemes.
Profil Perusahaan
Company Profile
Memimpin Usaha Jalan Tol di Seluruh skema bisnis.

Rantai Nilai Secara Profesional dan • Turut serta dalam proyek-proyek • Participating in government flagship
Berkesinambungan Guna Meningkatkan jalan tol flagship pemerintah dengan toll road projects with due regard to
Konektivitas Nasional tetap memperhatikan faktor kelayakan commercial feasibility.
Leading Toll Road Businesses throughout the Value komersial.
Chains in a Professional and Sustainable Way to
Strengthen National Connectivity
• Menjalankan usaha di seluruh rantai • Running the business in the entire the toll
nilai jalan tol dengan berbagai skema road value chains with various business
bisnis secara efisien dan kompetitif. schemes in an efficient and competitive
Mengoptimalkan Pengembangan Kawasan manner.
untuk Kemajuan Masyarakat • Memastikan pertumbuhan bisnis di • Ensuring the business growth throughout
Optimizing Regional Development seluruh rantai nilai jalan tol berkelanjutan. the toll road value chains is sustainable.
for Community Advancement • Mengoptimalkan sinergi antar bisnis • Optimizing the synergy between businesses
di seluruh rantai nilai jalan tol. in the entire toll road value chains.
. .
Memastikan potensi-potensi bisnis yang Ensuring the business potentials arising

timbul dari pembangunan jalan tol dapat from the construction of toll roads can be
dimanfaatkan dengan berbagai skema utilized with various business schemes for
bisnis untuk kemajuan masyarakat dan the advancement of society and the benefits
Meningkatkan Nilai Bagi Pemegang Saham.
Increasing the Value for Shareholders keuntungan Perusahaan. of the Company.
Memastikan kepuasan pelanggan melalui: Ensuring customer satisfaction through:
• Penyediaan jalan tol yang aman dan • Provision of safe and quality toll roads.
berkualitas.
Meningkatkan Kepuasan Pelanggan • Pelayanan lalu lintas dan transaksi yang • Good, quick response, and accurate
dengan Pelayanan Prima baik, cepat tanggap, dan akurat traffic and transaction services by utilizing
Increasing the Customer Satisfaction with Service dengan memanfaatkan teknologi secara technology optimally.
of Excellent optimal.
Memastikan terlaksananya Employee Ensuring the implementation of the Employee
Value Proposition secara konsisten Value Proposition consistently by creating a
dengan menciptakan lingkungan kerja competitive work environment for employee
yang kompetitif untuk kesejahteraan welfare and maintaining the Company's best
Mendorong Pengembangan dan Peningkatan Karyawan serta mempertahankan Talent talents
Kinerja Karyawan dalam Lingkungan yang terbaik Perusahaan
Harmoni
Encouraging the Development and Improvement of
Employee Performance in Harmonious Environment

Human Capital
Modal Insani
REVIEW VISI DAN MISI OLEH DEWAN KOMISARIS DAN DIREKSI
Review of Vision and Mission by the Board of Commissioners and Board of Directors

Dewan Komisaris dan Direksi setiap tahun secara berkala The Board of Commissioners and Board of Directors

melakukan evaluasi terhadap pencapaian Visi dan Misi annually evaluate the achievement of the Company's
Perseroan. Pada 2019, visi dan misi Perseroan telah di- Vision and Mission. In 2019, the vision and mission of the
review dan disetujui oleh Dewan Komisaris dan Direksi Company were reviewed and approved by the Board of
pada tanggal 30 September 2019 bersamaan dengan Commissioners and Board of Directors on September 30,
Persetujuan dan Pengesahan Rencana Jangka Panjang 2019 together with the Approval and Ratification of the
Perusahaan 2018-2022 Review Tahun 2019 melalui 2018-2022 Long-Term Plan for the 2019 Review through
Keputusan Dewan Komisaris Nomor: KEP-111/IX/2019 the Board of Commissioners Decree No: KEP-111/IX/2019
tanggal 30 September 2019. dated September 30, 2019.


BUDAYA PERUSAHAAN
Corporate Culture
Jasa Marga telah menyusun Tata Nilai yang menjadi Jasa Marga has compiled Values that serve as guiding
pedoman prinsip (guiding principles) dalam berperilaku principles in behavior and decision making with the aim of
(behavior) dan membuat keputusan (decision making) supporting transformation and achieving the Company's
dengan tujuan mendukung transformasi serta tercapainya strategic goals. These Values have been approved by the
sasaran strategis Perseroan. Tata Nilai ini telah disetujui oleh Board of Commissioners and Board of Directors through
Dewan Komisaris dan Direksi melalui Keputusan Direksi the Board of Directors Decree No. 70/KPTS/2018 dated
No. 70/KPTS/2018 Tanggal 24 Mei 2018 Tentang Tata May 24, 2018 concerning Corporate Values. In 2019,
Nilai Perusahaan. Pada 2019, Perseroan lebih menekankan the Company placed more emphasis on the application
pada penerapan Tata Nilai baru sebagai turunan dari Visi- of the new Values as a derivative of the Vision-Mission
Misi yang ditetapkan di 2018 tersebut. established in 2018.
Tata Nilai Jasa Marga terdiri dari 4 (empat) nilai pokok Jasa Marga's Culture consist of 4 (four) core values that are
yang diakui dan dikembangkan bersama, serta digunakan recognized and jointly developed, and are used as a basis
sebagai landasan Insan Jasa Marga dalam berinteraksi for Jasa Marga employees in interacting with stakeholders,
dengan para pemangku kepentingan, yaitu APIC abbreviated as APIC (Agility, Professionalism, Integrity, and
(Agility, Professionalism, Integrity, dan Customer Focus), Customer Focus), as described below:
sebagaimana dijelaskan berikut ini:
Profil Perusahaan
Company Profile
AGILITY PROFESSIONALISM INTEGRITY CUSTOMER FOCUS
Gesit dan penuh Memiliki kompetensi Konsistensi antara Memberikan pelayanan

semangat dalam terbaik dan bertanggung pikiran perkataan dan yang terbaik dan
menghadapi jawab dalam tidakan berlandaskan berkelanjutan kepada
perubahan serta menyelesaikan pekerjaan kejujuran, kebenaran dan pelanggan di seluruh
berkembang secara secara sistematis, keadilan serta taat pada rantai proses bisnis
berkesinambungan. dengan memperhatikan aturan dan etika yang sesuai kebutuhan dan
kehati-hatian serta berlaku. harapan pelanggan.

Agile and full of berorientasi ke depan

enthusiasm in dealing Consistency between Providing the best and
with changes and Having the best thoughts, words and sustainable services to
developing in a competence and actions based on customers throughout
sustainable manner is responsible for honesty, truth and justice the business process
completing work and comply to the rules chains according to
systematically, with due and ethics that apply customer needs and
attention to caution and expectations
future-oriented
Selain tertulis dalam kebijakan dan prosedur, budaya In addition to the written policies and procedures, Jasa
Jasa Marga juga menjadi suatu disiplin (soft skills) yang Marga's culture also becomes soft skill that is practiced
dipraktikkan oleh Dewan Komisaris, Direksi dan karyawan by the Board of Commissioners, Board of Directors and
dalam pelaksanaan pekerjaan sehari-hari. Penjabaran dari employees in performing their daily work. The description
Tata Nilai sebagai Budaya Perseroan disampaikan sebagai of the Values as Corporate Culture is presented as follows:
berikut:

Human Capital
Modal Insani
AGILITY PROFESSIONALISM INTEGRITY CUSTOMER FOCUS

Tata Nilai/ Value Makna/ Meaning Perilaku Utama/ Main Attitude
Gesit dan penuh semangat dalam menghadapi • Cepat, lincah dan adaptif
perubahan serta berkembang secara • Gigih, tangguh, pantang menyerah
AGILITY
berkesinambungan • Swift, agile, and adaptive
Agile and full of enthusiasm in dealing with changes • Persistent, tough, never give up
and developing in a sustainable manner
Memiliki kompetensi terbaik dan bertanggung jawab • Disiplin dan bekerja tuntas
dalam menyelesaikan pekerjaan secara sistematis, • Kreatif dan inovatif
PROFESSIONALISM dengan memperhatikan kehati-hatian serta • Bekerja sama yang sinergis
berorientasi ke depan • Discipline and getting the job done

Having the best competence and is responsible for • Creative and innovative
completing work systematically, with due attention to • Working together in synergy
caution and future-oriented
Konsistensi antara pikiran, perkataan dan tindakan • Jujur dan beretika

INTEGRITY berlandaskan kejujuran, kebenaran dan keadilan • Memenuhi komitmen
serta taat pada aturan dan etika yang berlaku • Be honest and ethical
Consistency between thoughts, words and actions • Fulfilling the commitments
based on honesty, truth and justice and comply to
the rules and ethics that apply

Memberikan pelayanan yang terbaik dan • Peduli dan saling menghargai
berkelanjutan kepada pelanggan di seluruh rantai • Sigap dan proaktif
CUSTOMER FOCUS proses bisnis sesuai kebutuhan dan harapan • Memberikan solusi terbaik
pelanggan • Caring and respecting each other
Providing the best and sustainable services to • Fast and proactive
customers throughout the business process chains • Providing the best solution
according to customer needs and expectations

PROFIL MANAJEMEN
Management Profile
PROFIL DEWAN KOMISARIS

Profile of the Board of Commissioners

Profil Perusahaan
Company Profile
Kewarganegaraan Warga Negara Indonesia Indonesian

Citizenship
Domisili Yogyakarta Yogyakarta
Residency
Usia per 31 Desember 2019 64 tahun 64 years old

Age per December 31, 2019
Riwayat Pendidikan Sarjana Ekonomi, Akuntansi dari Universitas Gadjah Bachelor of Economics, major in Accounting, Gadjah
Education Mada (1991) Mada University (1991)
Riwayat Penunjukkan Diangkat sebagai Komisaris Utama/Komisaris Appointed as President Commissioner/Independent
Appointment Narrative Independen untuk pertama kalinya pada RUPS Luar Commissioner for the first time at the Extraordinary
Biasa tanggal 05 September 2018 berdasarkan Akta General Meeting of Shareholders on September 5,
Pernyataan Keputusan Rapat Umum Pemegang Saham 2018 based on Deed of Resolution of the General
No. 15 tahun 2018. Meeting of Shareholders No. 15 of 2018
Periode Menjabat 05 September 2018-penutupan RUPS Tahunan 2023 September 5, 2018 - the closing of 2023 Annual GMS
Tenure (periode pertama) (first period)
Sertifikasi Profesi • Indonesia Chartered Accountant (CA) • Indonesia Chartered Accountant (CA)
Profession Certifications • Indonesia Certified Public Accountant (CPA) • Indonesia Certified Public Accountant (CPA
Aktivitas Profesi Anggota Dewan Penasihat Ikatan Akuntan Indonesia • Member of Advisory Board of the Indonesian
Profession Activities (IAI) Accountants Association (IAI)
• Ketua Institut Akuntan Publik Indonesia (IAPI) • Chairman of the Indonesian Institute of Certified
Public Accountants (IAPI)
Riwayat Jabatan • Komisaris Utama PT PELINDO I (Persero) (2017-2018) • President Commissioner of PT PELINDO I (Persero)
Related Experiences • Komisaris PT PELINDO I (Persero) (2017). (2017-2018)
• Wakil Ketua BPK RI, (sejak Oktober 2014 s.d. 2017) • Commissioner of PT PELINDO I (Persero) (2017)
• Anggota II BPK RI (2013-2014) • Vice Chairman of BPK RI (from October 2014 to 2017)
• Anggota V BPK RI (2010-2013) • Member II of BPK RI (2013-2014)
• Anggota VI BPK RI (2007-2010) • Member V of BPK RI (2010-2013)
• Member VI of BPK RI (2007-2010)
Jabatan Rangkap Ketua Komite Nominasi, Remunerasi dan Risiko PT Jasa Chairman of the Nomination, Remuneration and Risk
Concurrent Position Marga (Persero) Tbk. (sejak 2018) Committee of PT Jasa Marga (Persero) Tbk. (since 2018)
Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan anggota Having no affiliation either with members of the
Affiliate Relationship Direksi, anggota Dewan Komisaris lainnya, maupun Board of Directors, other members of the Board of
dengan pemegang saham pengendali dan utama Commissioners, or with controlling and principal
shareholders
Kepemilikan Saham JSMR - -
JSMR Share Ownership

Human Capital
Modal Insani
Anita Firmanti Eko Susetyowati
Komisaris
Commissioner

Citizenship
Domisili Bandung Bandung
Residency
Riwayat Pendidikan • Sarjana di bidang Kehutanan dari Institut Pertanian • Bachelor of Forestry, Bogor Institute of Agriculture
Education Bogor (1982) (1982)
• Master dalam Studi Pembangunan dari Institut • Master in Development Studies, Bandung Institute of
Teknologi Bandung (1998) Technology (1998)
• Doktor dalam Ilmu Pertanian dari Universitas Kyoto • Doctor of Agricultural Science, Kyoto University

(2005) (2005)

Riwayat Penunjukkan Diangkat sebagai Komisaris untuk pertama kalinya Appointed as Commissioner for the first time at the
Appointment Narrative pada RUPS Luar Biasa tanggal 05 September 2018 Extraordinary General Meeting of Shareholders on
berdasarkan Akta Pernyataan Keputusan Rapat Umum September 5, 2018 based on the Deed of Resolution of
Pemegang Saham No. 15 tahun 2018 General Meeting of Shareholders No. 15 of 2018
Periode Menjabat 05 September 2018-penutupan RUPS Tahunan 2023 September 5, 2018 - the closing of 2023 Annual GMS
Riwayat Jabatan • Kepala Badan Pengembangan Sumber Daya Manusia • Head of Human Resources Development Agency
Related Experiences Kementerian PUPR (2015-2016) (2015-2016)
• Kepala Pusat Penelitian dan Pengembangan • Head of Housing Research and Development Center
Perumahan Kementerian PUPR (2009-2015) (2009-2015)
Jabatan Rangkap • Sekretaris Jenderal Kementerian Pekerjaan Umum dan • Secretary General of the Indonesian Ministry of Public
Concurrent Position Perumahan Rakyat Indonesia (sejak 2016) Works and Public Housing (since 2016)
• Anggota Komite Audit PT Jasa Marga (Persero) Tbk • Member of the Audit Committee of PT Jasa Marga
(sejak 2018) (Persero) Tbk. (since 2018)
shareholders

Agus Suharyono
Komisaris
Profil Perusahaan
Company Profile
Commissioner
Kewarganegaraan Warga Negara Indonesia Indonesia

Citizenship
Domisili Jakarta Jakarta
Residency

Riwayat Pendidikan • Sarjana di bidang Peternakan dari Universitas Bachelor of Animal Husbandry, Brawijaya University
Education Brawijaya (1987) (1987)
• Master of Agricultural Economic dari University of Master of Agricultural Economic, University of Maine,
Maine, Amerika Serikat (1994) United States of America (1994)
Riwayat Penunjukkan Diangkat sebagai Komisaris untuk pertama kalinya pada Appointed as Commissioner for the first time at the
Appointment Narrative RUPS Tahunan tanggal 30 Maret 2016 berdasarkan Annual General Meeting of Shareholders on March
Akta Pernyataan Keputusan Rapat Umum Pemegang 30, 2016 based on the Deed of Resolution of General
Saham No. 64 tahun 2016 Meeting of Shareholders No. 64 year 2016
Periode Menjabat 30 Maret 2016-penutupan RUPS Tahunan 2021 March 30, 2016 - the closing of 2021 Annual GMS
Riwayat Jabatan • Direktur Keuangan PT Hotel Indonesia Natour • Finance Director of PT Hotel Indonesia Natour
Related Experiences (Persero) (2000-2003) (Persero) (2000-2003)

• Komisaris PT Pelabuhan Indonesia II (Persero) (2014- • Commissioner of PT Pelabuhan Indonesia II (Persero)
2016) (2014-2016)
Jabatan Rangkap • Asisten Deputi Usaha Industri Agro dan Farmasi II, di • Assistant Deputy of Agro- and Pharmaceutical
Concurrent Position Kementerian BUMN (sejak 2019) Industry Business II of the Ministry of SOEs (since
• Wakil Ketua Komite Nominasi, Remunerasi dan Risiko 2019)
PT Jasa Marga (Persero) Tbk. (sejak 2016) • Deputy Chairman of the Nomination, Remuneration
and Risk Committee of PT Jasa Marga (Persero) Tbk.
(since 2016)
shareholders

Human Capital
Modal Insani
Sugihardjo
Komisaris
Commissioner

Citizenship
Residency
Riwayat Pendidikan • Sarjana di bidang Teknik Sipil dari Universitas • Bachelor of Civil Engineering, University of Indonesia
Education Indonesia (1989) (1989)
• Pasca Sarjana di bidang Administrasi Kebijakan Publik • Master in Public Policy Administration, University of
dari Universitas Indonesia (2005) Indonesia (2005)

Appointment Narrative RUPS Tahunan tanggal 15 Maret 2017 berdasarkan Annual General Meeting of Shareholders on March

Akta Pernyataan Keputusan Rapat Umum Pemegang 15, 2017 based on the Deed of Resolution of General
Saham No. 37 tahun 2017 Meeting of Shareholders No. 37 year 2017
Riwayat Jabatan • Kepala Badan Penelitian dan Pengembangan • Head of Transportation Research and Development
Related Experiences Perhubungan, Kementerian Perhubungan (2018- Body of the Ministry of Transportation (2018-2020)
2020) • Commissioner of PT ASDP Indonesia Ferry (2015–
• Dewan Komisaris PT ASDP Indonesia Ferry (2015– 2017)
2017) • President Commissioner of PT PELNI (2014-2015)
• Komisaris Utama PT PELNI (2014-2015) • Secretary General of the Transportation Ministry
• Sekretaris Jenderal Kementerian Perhubungan (2015- (2015-2018)
2018) • Acting Director General of Land Transportation (2016)
• Plt. Direktur Jenderal Perhubungan Darat (2016) • Expert Staff for Logistics and Multimodal
• Staf Ahli Bidang Logistik dan Multimoda Perhubungan Transportation (2014-2015)
(2014-2015) • Director of Road Traffic and Transport (2012-2014)
• Direktur Lalu Lintas dan Angkutan Jalan (2012-2014)
Jabatan Rangkap • Kepala Badan Penelitian dan Pengembangan SDM, • Head of Transportation Research and Development
Concurrent Position Kementerian Perhubungan (sejak 2020) Agency at the Ministry of Transportation (since 2018)
• Anggota Komite Audit PT Jasa Marga (Persero) Tb. • Member of the Audit Committee of PT Jasa Marga
(sejak 2018) (Persero) Tbk. (since 2018)
shareholders

Muhammad Sapta Murti

Komisaris
Profil Perusahaan
Company Profile
Commissioner

Citizenship
Residency

Riwayat Pendidikan • Sarjana di bidang Hukum Jurusan Perdata/Agraria dari Bachelor of Law majoring in Civil/Agrarian Law, Trisakti
Education Universitas Trisakti (1983) University (1983)
• Master of Arts bidang Rural Development dari Reading Master of Arts in Rural Development, Reading University,
University, Inggris (1994) England (1994)
• Magister Kenotariatan dari Universitas Indonesia (2003) Master of Notary, University of Indonesia (2003)
• Doktor dari Universitas Padjajaran (2014) Doctoral Degree, Padjadjaran University (2014)
Appointment Narrative RUPS Tahunan tanggal 30 Maret 2016 berdasarkan Akta Annual General Meeting of Shareholders on March
Pernyataan Keputusan Rapat Umum Pemegang Saham 30, 2016 based on the Deed of Resolution of General
No. 64 tahun 2016 Meeting of Shareholders No. 64 year 2016

Riwayat Jabatan • Deputi bidang Hukum dan Perundang-undangan di • Deputy for Law and Legislation of the Ministry of State
Related Experiences Kementerian Sekretariat Negara (2007-2018) Secretariat (2007-2018)
• Widyaswara Ahli Utama Kementerian Keuangan (2018) • Educational Key Expert of Finance Ministry (2018)
Jabatan Rangkap • Tenaga Ahli Menteri Agraria dan Tata Ruang/Kepala • Expert Staff of the Minister of Agrarian Affairs and
Concurrent Position Badan Pertanahan Nasional (sejak 1 November 2019 s.d Spatial Planning/Head of National Land Agency (since
sekarang) November 1, 2019 until now)
• Tenaga Ahli Menteri Energi Sumber Daya Mineral • Expert Staff of the Minister of Energy and Mineral
(ESDM) (sejak 1 Desember 2018 s.d sekarang) Resources (ESDM) (since December 1, 2018 until now)
• Tenaga Ahli Menteri Agraria dan Tata Ruang/Kepala • Expert Staff of the Minister of Agrarian and Spatial
Badan Pertanahan Nasional (sejak Februari 2018 s.d 20 Planning/ Head of National Land Agency (from February
Oktober 2019) 2018 to October 20, 2019)
• Tenaga Ahli Menteri Energi Sumber Daya Mineral • Expert Staff of the Minister of Energy and Mineral
(ESDM) (sejak Februari 2018 s.d 20 Oktober 2019) Resources (ESDM) (from February 2018 to October 20,
• Tenaga Ahli Menteri Pekerjaan Umum dan Perumahan 2019)
Rakyat (PUPR) (sejak Agustus 2018 s.d 20 Oktober • Expert Staff of the Minister of Public Works and Public
2019) Housing (PUPR) (from August 2018 to October 20,
• Dosen Tidak Tetap di Fakultas Hukum Universitas 2019)
Trisakti, Program Pascasarjana Fakultas Hukum, • Temporary Lecturer at the Faculty of Law, Trisakti
Universitas Indonesia (sejak 2017) University, Faculty of Postgraduate Program of Law,
• Anggota Komite Nominasi, Remunerasi dan Risiko PT University of Indonesia (since 2017)
Jasa Marga (Persero) Tbk. (sejak 2018) • Member of the Nomination, Remuneration and Risk
Committee of PT Jasa Marga (Persero) Tbk. (since 2018)
Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan anggota Having no affiliation either with members of the Board of
Affiliate Relationship Direksi, anggota Dewan Komisaris lainnya, maupun Directors, other members of the Board of Commissioners,
dengan pemegang saham pengendali dan utama or with controlling and principal shareholders

Human Capital
Modal Insani

Citizenship
Residency
Riwayat Pendidikan • Akuntan dari Sekolah Tinggi Akuntansi Negara (STAN) Bachelor of Accounting, State College of Accountancy
Education (1987) (STAN) (1987)
• Master Manajemen Publik dari Carnegie Mellon Master of Public Management, Carnegie Mellon
University USA (1998) University USA (1998)
Riwayat Penunjukkan Diangkat sebagai Komisaris Independen untuk pertama Appointed as Independent Commissioner for the first

Appointment Narrative kalinya pada RUPS Tahunan tanggal 10 April 2018 time at the Annual General Meeting of Shareholders

berdasarkan Akta Pernyataan Keputusan Rapat RUPS on April 10, 2018 based on the Deed of Resolution of
Tahunan No. 60 tahun 2018 Annual General Meeting No. 60 year 2018
Periode Menjabat 10 April 2018-penutupan RUPS Tahunan 2023 April 10, 2018 - the closing of 2023 Annual GMS
Tenure (periode pertama)
Riwayat Jabatan • Direktur Jenderal Kekayaan Negara, Kementerian • Director General of State Assets, Ministry of Finance
Related Experiences Keuangan (2015-2017) (2015-2017)
• Inspektur Jenderal, Kementerian Keuangan (2011- • Inspector General, Ministry of Finance (2011-2015)
2015) (first period)
Jabatan Rangkap • Anggota Konsultatif Komite Standar Akuntansi • Consultative Member of the Government Accounting
Concurrent Position Pemerintahan (sejak 2016) Standards Committee (since 2016)
• Anggota Komite Tabungan Perumahan Rakyat • Member of the Committee of People’s Housing
(Tapera) (sejak 2016) Savings (Tapera) (since 2016)
• Ketua/Anggota Komite Audit PT Jasa Marga (Persero) • Chairman / Member of the Audit Committee of PT
Tbk. (sejak 2018) Jasa Marga (Persero) Tbk. (since 2018)
shareholders

PROFIL DIREKSI
Profile of the Board of Directors
Desi Arryani
Direktur Utama
Profil Perusahaan
Company Profile
President Director

Citizenship
Residency

Riwayat Penunjukkan Diangkat sebagai Direktur Utama pada RUPS Luar Biasa Appointed as President Director at the Extraordinary
Appointment Narrative tanggal 29 Agustus 2016 berdasarkan Akta Pernyataan General Meeting of Shareholders on August 29, 2016
Keputusan Rapat Umum Pemegang Saham Nomor 29 based on the Deed of Resolution of General Meeting of
tahun 2016 Shareholders Number 29 year 2016
Periode Menjabat Periode menjabat sejak 29 Agustus 2016 sampai The term of office is from August 29, 2016 to the
Tenure dengan penutupan RUPS Tahunan 2021 (periode closing of 2021 Annual GMS (first period)
pertama)
Jabatan Rangkap - -
Concurrent Position
Riwayat Jabatan • Direktur Operasi I PT Waskita Karya (Persero) Tbk • Director of Operations I of PT Waskita Karya (Persero)
Related Experiences (2013-2016) Tbk (2013-2016)

• Direktur Operasi II PT Waskita Karya (Persero) Tbk • Director of Operations II of PT Waskita Karya (Persero)
(2011-2012) Tbk (2011-2012)
Riwayat Pendidikan • Magister Manajemen dari Prasetiya Mulya (2008) • Master of Management, Prasetiya Mulya (2008)
Education • Sarjana bidang Teknik Sipil dari Universitas Indonesia • Bachelor of Civil Engineering, University of Indonesia
(1987) (1987)
Hubungan Afiliasi Tidak ada hubungan afiliasi dengan anggota Dewan Having no affiliation either with members of the Board
Affiliate Relationship Komisaris, anggota Direksi lainnya dan pemegang of Commissioners, other members of the Board of
saham utama Directors, or with principal shareholders
Kepemilikan Saham JSMR 1.496.500 saham (0,0206190%) 1,496,500 shares (0.0206190%)

Human Capital
Modal Insani
Mohammad Sofyan
Direktur Bisnis & Pjs. Direktur Human Capital dan Transformasi
Director of Business & Acting Director of Human Capital
and Transformation

Citizenship
Residency
Riwayat Penunjukkan Diangkat sebagai Direktur Operasi I pada RUPS Luar Appointed as Director of Operations I at the
Appointment Narrative Biasa tanggal 15 Maret 2017 berdasarkan Akta Extraordinary General Meeting of Shareholders
Pernyataan Keputusan Rapat Umum Pemegang on March 15, 2017 based on General Meeting of
Saham Nomor 37 tahun 2017 (yang kemudian akibat Shareholders Resolution Deed Number 37 of 2017
perubahan nomenklatur jabatan Direksi diubah menjadi (which was then due to changes in nomenclature of

Direktur Bisnis sesuai Akta Pernyataan Keputusan Directors' positions changed to Director of Business
Rapat Umum Pemegang Saham Nomor 76 tahun according to General Meeting of Shareholders

2019). Ditunjuk sebagai Pejabat Sementara Direktur Resolution Deed Number 76 of 2019) . Appointed as
Human Capital & Transformasi berdasarkan Surat Acting Director of Human Capital & Transformation
Dewan Komisaris No. DK 029/III/2020 tanggal 05 Maret based on the Board of Commissioners Letter No. DK
2020 Perihal Penunjukan Pejabat Sementara Direktur 029/III/2020 dated March 5, 2020 Regarding the
Human Capital & Transformasi PT Jasa Marga (Persero) Appointment of Acting Director of Human Capital
Tbk terhitung sejak 03 Maret 2020 sampai dengan & Transformation of PT Jasa Marga (Persero) Tbk as
ditetapkannya Direktur Human Capital & Transformasi of March 3, 2020 until the appointment of the new
yang baru dalam Rapat Umum Pemegang Saham Director of Human Capital & Transformation at the
(RUPS). General Meeting of Shareholders (GMS).
Periode Menjabat Periode menjabat sejak 15 Maret 2017 sampai dengan The term of office is from March 15, 2017 to the
Tenure penutupan RUPS Tahunan 2022 (periode pertama) closing of the 2022 Annual GMS (first period)
Jabatan Rangkap - -
Concurrent Position
Riwayat Jabatan • Corporate Secretary PT Jasa Marga (Persero) Tbk • Corporate Secretary of PT Jasa Marga (Persero) Tbk
Related Experiences (2015-2017) (2015-2017)
• VP Corporate Planning PT Jasa Marga (Persero) Tbk • VP Corporate Planning of PT Jasa Marga (Persero) Tbk
(2012-2015) (2012-2015)
Riwayat Pendidikan • Pasca Sarjana bidang Business & Information • Master of Business & Information Technology, The
Education Technology dari The University of Melbourne (2007) University of Melbourne (2007)
• Pasca Sarjana bidang Project Management dari • Master of Project Management, University of
Universitas Indonesia (2003) Indonesia (2003)
• Sarjana di bidang Teknik Sipil dari Institut Teknologi • Bachelor of Civil Engineering, Sepuluh November
Sepuluh November Surabaya (1996) Surabaya Institute of Technology (1996)
Kepemilikan Saham JSMR -

Subakti Syukur
Direktur Operasi
Profil Perusahaan
Company Profile
Director of Operations

Citizenship
Residency

Riwayat Penunjukkan Diangkat menjadi Direktur Operasi II pada RUPS Luar Appointed as Director of Operations II at the
Appointment Narrative Biasa tanggal 29 Agustus 2016 berdasarkan Akta Extraordinary General Meeting of Shareholders on
Pernyataan Keputusan Rapat Umum Pemegang August 29, 2016 based on Deed of Resolution of the
Saham Nomor 29 tahun 2016 (yang kemudian akibat General Meeting of Shareholders No. 29 year 2016
perubahan nomenklatur jabatan Direksi diubah menjadi (which was then due to changes in nomenclature of
Direktur Operasi sesuai Akta Pernyataan Keputusan the Board of Directors' position it’s changed to Director
Rapat Umum Pemegang Saham Nomor 76 tahun 2019) of Operations in accordance with Deed of General
Meeting Decree No. 76 year 2019)
Periode Menjabat Periode menjabat sejak 29 Agustus 2016 sampai The term of office is from August 29, 2016 until the
Tenure dengan penutupan RUPS Tahunan 2021 (periode closing of the 2021 Annual GMS (first period)
pertama)
Jabatan Rangkap • Komisaris PT Jasamarga Probolinggo Banyuwangi • Commissioner of PT Jasamarga Probolinggo

Concurrent Position sejak Desember 2019 Banyuwangi since December 2019
• Komisaris PT Jasamarga Surabaya Mojokerto (JSM) • Commissioner of PT Jasamarga Surabaya Mojokerto
sejak Maret 2018 (JSM) since March 2018
• Komisaris Utama PT Jasamarga Bali Tol (JBT) sejak • President Commissioner of PT Jasamarga Bali Tol (JBT)
April 2017 since April 2017
Riwayat Jabatan • Direktur Utama PT Marga Lingkar Jakarta (MLJ) • President Director of PT Marga Lingkar Jakarta (MLJ)
• General Manager Cawang – Tomang – Cengkareng • General Manager of Cawang - Tomang - Cengkareng
(2008-2013) (2008-2013)
Riwayat Pendidikan • Magister Manajemen dari Universitas Master of Management, Krisnadwipayana University
Education Krisnadwipayana Jakarta (2010) Jakarta (2010)
• Sarjana bidang Teknik Sipil dari Institut Teknologi Bachelor of Civil Engineering, the Bandung Institute of
Bandung (1986) Technology (1986)
Kepemilikan Saham JSMR 154.000 lembar saham (0,0021218%) 154,000 shares (0.0021218%)

Human Capital
Modal Insani
Adrian Priohutomo
Direktur Pengembangan Usaha

Citizenship
Residency
Riwayat Penunjukkan Diangkat sebagai Direktur Pengembangan pada Akta Appointed as Director of Development at the
Appointment Narrative RUPS Tahunan tanggal 10 April 2018 berdasarkan Annual GMS on April 10, 2018 based on the Deed
Akta Pernyataan Keputusan Rapat Umum Pemegang of Resolution of General Meeting of Shareholders
Saham Nomor 60 tahun 2018 (yang kemudian akibat Number 60 year 2018 (which due to the changes in
perubahan nomenklatur jabatan Direksi diubah menjadi nomenclature of the Board of Directors’ positions, the

Direktur Pengembangan Usaha sesuai Akta Pernyataan title is altered to Director of Business Development
Keputusan Rapat Umum Pemegang Saham Nomor 76 according to the Deed of Resolution of General

tahun 2019) Meeting of Shareholders Number 76 year 2019)
Periode Menjabat Periode menjabat sejak 10 April 2018 sampai dengan The term of office is from April 10, 2018 to the closing
Tenure penutupan RUPS Tahunan 2023 (periode pertama) of 2023 Annual GMS (first period)
Jabatan Rangkap • Komisaris Utama PT Jasamarga Related Business • President Commissioner of PT Jasamarga Related
Concurrent Position (JMRB) sejak Januari 2019 Business (JMRB) since January 2019
• Komisaris Utama PT Jasamarga Kunciran Cengkareng • President Commissioner of PT Jasamarga Kunciran
(JKC) sejak September 2019 Cengkareng (JKC) since September 2019
Riwayat Jabatan • Presiden Direktur di PT Permata Graha Nusantara • President Director of PT Permata Graha Nusantara
• Direktur Manajemen Real Estat di PT Colliers • Director of Real Estate Management of PT Colliers
International Indonesia (2008-2014) International Indonesia (2008-2014)
Riwayat Pendidikan Sarjana bidang Teknik Planologi dari Institut Teknologi Bachelor of Planology, Bandung Institute of Technology
Education Bandung (1988) (1988)

DonNy Arsal
Direktur Keuangan
Profil Perusahaan
Company Profile
Director of Finance

Citizenship
Residency

Riwayat Penunjukkan Diangkat menjadi Direktur pada RUPS Tahunan Appointed as Director at the Annual General Meeting
Appointment Narrative tanggal 15 Maret 2017 berdasarkan Akta Pernyataan of Shareholders on March 15, 2017 based on the Deed
Keputusan Rapat Umum Pemegang Saham Nomor 37 of Resolution of General Meeting of Shareholders
tahun 2017. Number 37 year 2017.
Periode Menjabat Periode menjabat sejak 15 Maret 2017 sampai dengan The term of office is from March 15, 2017 to the
Tenure penutupan RUPS Tahunan 2022 (periode pertama) closing of 2022 Annual GMS (first period)
Jabatan Rangkap • Komisaris PT Pilar Sinergi BUMN sejak 2017 • Commissioner of PT Pilar Sinergi BUMN since 2017
Concurrent Position • Komisaris PT Jasamarga Tollroad Operator sejak Mei • Commissioner of PT Jasamarga Tollroad Operator
2019 since May 2019
Riwayat Jabatan • Managing Director PT Mandiri Sekuritas (2016-2017) • Managing Director of PT Mandiri Sekuritas (2016-
Related Experiences • Senior Executive Vice President PT Mandiri Sekuritas 2017)

(2016) • Senior Executive Vice President of PT Mandiri

Sekuritas (2016)
Riwayat Pendidikan Sarjana Ekonomi dari Universitas Indonesia (1994) Bachelor of Economics, University of Indonesia (1994)
Education
Kepemilikan Saham JSMR 33.600 saham (0,0004629%) 33,600 shares (0.0004629%)
Human Capital
Modal Insani
ALEX DENNI*
Direktur Human Capital & Transformasi
Director of Human Capital & Transformation

Citizenship
Residency
Riwayat Penunjukkan Diangkat sebagai Direktur Sumber Daya Manusia Appointed as Director of Human Resources & General
Appointment Narrative & Umum pada Akta RUPS tanggal 10 April 2018 Affair at the Annual GMS on April 10, 2018 based
berdasarkan Akta Pernyataan Keputusan Rapat Umum on the Deed of Resolution of General Meeting of
Pemegang Saham Nomor 60 tahun 2018 (yang Shareholders Number 60 year 2018 (which due to
kemudian akibat perubahan nomenklatur jabatan the changes in nomenclature of the Board Directors’

Direksi diubah menjadi Direktur Human Capital & positions, the title is altered to Director of Human
Transformasisesuai Akta Pernyataan Keputusan Rapat Capital & Transformation according to the Deed of

Umum Pemegang Saham Nomor 76 tahun 2019) Resolution of General Meeting of Shareholders Number
76 year 2019)
Periode Menjabat Periode menjabat sejak 10 April 2018 sampai dengan The term of office is from April 10, 2018 to the closing
Tenure penutupan RUPS Tahunan 2023 (periode pertama) of 2023 Annual GMS (first period)
Jabatan Rangkap • Komisaris PT Jasamarga Tollroad Operator (JMTO) • Commissioner of PT Jasamarga Tollroad Operator
Concurrent Position sejak Juni 2019 (JMTO) since June 2019
• Komisaris PT Jalantol Lingkarluar Jakarta (JLJ) sejak • Commissioner of PT Jalantol Lingkarluar Jakarta (JLJ)
April 2019 since April 2019
Riwayat Jabatan • Chief Human Capital Officer di PT Bank Negara • Chief Human Capital Officer of PT Bank Negara
Related Experiences Indonesia (Persero) Tbk. (2016-2018) Indonesia (Persero) Tbk. (2016-2018)
• Chief Transformation Officer di Dharma Satya • Chief Transformation Officer of Dharma Satya
Nusantara Group (2014-2016) Nusantara Group (2014-2016)
Riwayat Pendidikan • Doktor dengan disertasi fokus di bidang Human • Doctoral Degree with a dissertation focused on
Education Capital dari Institut Pertanian Bogor (2011) Human Capital, Bogor Institute of Agriculture (2011)
• Master bidang Manajemen dari Universitas Atmajaya • Master of Management, Atmajaya University (1997)
(1997) • Bachelor of Agro-industry Management, Bogor
• Sarjana bidang Manajemen Agro-industri dari Institut Institute of Agriculture (1990)
Pertanian Bogor ( 1990)
PROFIL KOMITE DI BAWAH DEWAN KOMISARIS

Profiles of Members of Committees Under the Board of Commissioners
Komite Audit
Audit Committee

Ketua | Chairman

Citizenship
Residency
Dasar Hukum Menjadi Ketua Komite Audit sejak 16 April 2018 Appointed as Chairman of the Audit Committee
Pengangkatan berdasarkan Keputusan Dewan Komisaris Jasa on April 16, 2018 based on the Jasa Marga’s Board
Legal Basis of Marga No. KEP-069/IV/2018 of Commissioners Decree No. KEP-069/IV/2018
Appointment
Periode Menjabat 16 April 2018-berakhirnya masa jabatan sebagai April 16, 2018 - end of the term of office as
Tenure Komisaris Independen (penutupan RUPS Tahunan Independent Commissioner (the closing of 2023
2023). Annual GMS)
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris
Profil Perusahaan
Company Profile
The complete profile can be found in the section of the Board of Commissioners Profiles
Anita Firmanti Eko Susetyowati

Anggota | Member

Citizenship
Residency
Dasar Hukum Menjadi Anggota Komite Audit sejak 25 Appointed as Member of the Audit Committee on
Pengangkatan September 2018 berdasarkan Keputusan Dewan September 25, 2018 based on the Jasa Marga’s
Legal Basis of Komisaris Jasa Marga No. KEP-135/IX/2018. Board of Commissioners Decree No. Kep-135/
Appointment IX/2018.
Periode Menjabat 25 September 2018-berakhirnya masa jabatan 25 September 2018 - end of the term of office as
Tenure sebagai Komisaris (penutupan RUPS Tahunan Commissioner (the closing of 2023 Annual GMS)
2023) dan/atau pemberhentian sebagai anggota and/or dismissed as a member of the Board of
Dewan Komisaris Commissioners

SugiharDjo
Anggota | Member

Citizenship
Residency
Dasar Hukum Menjadi Anggota Komite Audit sejak 16 April 2018 Appointed as Member of the Audit Committee on
Pengangkatan berdasarkan Keputusan Dewan Komisaris Jasa April 16, 2018 based on the Jasa Marga’s Board of
Legal Basis of Marga No. KEP-069/IV/2018. Commissioners Decree No. Kep-069/IV/2018
Appointment
Periode Menjabat 15 Maret 2017-berakhirnya masa jabatan sebagai March 15, 2017 - end of the term of office as a
Tenure Komisaris (penutupan RUPS Tahunan 2022) dan/ Commissioner (the closing of 2022 Annual GMS)
atau pemberhentian sebagai anggota Dewan and/or dismissed as a member of the Board of
Komisaris Commissioners
Human Capital
Modal Insani
Agita Widjajanto
Anggota | Member

Citizenship
Domisili Bogor Bogor

Residency
Usia per 31 48 tahun 48 years old
Desember 2019
Age per December
31, 2019
Dasar Hukum Menjadi Anggota Komite Audit sejak 26 April 2017 Appointed as Member of the Audit Committee
Pengangkatan berdasarkan Surat Keputusan Dewan Komisaris No. on April 26, 2017 based on the Board of
Legal Basis of KEP-85/IV/2017. Commissioners Decree No. KEP-85/IV/2017.
Appointment
Periode Menjabat April 2017-Maret 2020 April 2017-March 2020
Tenure

Riwayat Pendidikan • Bachelor of Civil Engineering, Bandung Institute

• Insinyur Teknik Sipil dari Institut Teknologi
Education of Technology (1995)
Bandung (1995)
• Master of Underground Space Technology,
• Master dalam Bidang Underground Space
International Institute for Infrastructures,
Technology dari International Institute for
Hydraulic and Environmental Engineering (IHE)
Infrastructures, Hydraulic and Environmental
Delft, the Netherlands (2001)
Engineering (IHE) Delft, Netherlands (2001)
• International Certificate in Supply Chain
• International Certificate in Supply Chain
Management (2016)
Management (2016)
• Certification in Audit Committee Practices
• Certification in Audit Committee Practices
(CACP) by Indonesian Institute of Audit
(CACP) dari Ikatan Komite Audit Indonesia (IKAI)
Committee (IKAI) (2017)
(2017)
Jabatan Rangkap • Head of Sub-Directorate of Region of Road

• Kepala Sub Direktorat Bimbingan Teknis Jalan
Concurrent Position Technical Guidance, Directorate of Freeway,

Daerah, Direktorat Jalan Bebas Hambatan,
Urban and Region of Road Facilities, Directorate
Perkotaan dan Fasilitas Jalan Daerah, Direktorat

General of Highways (since March 2017).
Jenderal Bina Marga (sejak Maret 2017).
• Chairperson of the Members Development,
• Ketua Bidang Pembinaan Anggota, Sertifikasi
Certification and Professional Development
dan Pengembangan Profesi, Dewan Pengurus
Division, the Region of Board of Indonesian Road
Daerah Himpunan Pengembangan Jalan
Development Association of DKI Jakarta Province
Indonesia Provinsi DKI Jakarta (sejak Oktober
(since October 2017).
2017).
Riwayat Jabatan • Head of Sub Directorate of Standards and

• Kepala Sub Direktorat Standar dan Materi
Related Experiences Competency Materials, Directorate of
Kompetensi, Direktorat Bina Kompetensi dan
Construction Competence and Productivity
Produktivitas Konstruksi, Direktorat Jenderal Bina
Guidance, Directorate General of Construction,
Konstruksi, Kementerian Pekerjaan Umum dan
Ministry of Public Works and Public Housing
Perumahan Rakyat (2015)
(2015).
• Kepala Bidang Pengembangan Pola Investasi,
• Head of Investment Scheme Development
Pusat Pembinaan Sumber Daya Investasi, Badan
Division, Investment Resources Development
Pembinaan Konstruksi, Kementerian Pekerjaan
Center, Construction Development Agency,
Umum (2011-2015)
• Sejak 2005 aktif dalam berbagai kepanitiaan
(2011-2015).
tender, kelompok kerja, proyek, task force, dan
• Actively participating in various tender
lain-lain di Kementerian Pekerjaan Umum.
committees, working groups, projects, task
forces, and others at the Ministry of Public Works
and Public Housing Since 2005.
Agung Nugroho S.
Anggota | Member

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Dasar Hukum Menjadi Anggota Komite Audit sejak 01 Februari Appointed as Member of the Audit Committee
Pengangkatan 2019 berdasarkan Keputusan Dewan Komisaris No. on February 1, 2019 based on the Board of
Legal Basis of KEP-009/II/2019 Commissioners Decree No. KEP-009/II/2019
Appointment
Profil Perusahaan
Company Profile
Periode Menjabat Februari 2019-Januari 2021 February 2019 - January 2021

Tenure
Riwayat Pendidikan • Bachelor of Economics, University of Indonesia
• Sarjana Ekonomi Fakultas Ekonomi dari
Education (1980)
Universitas Indonesia (tahun 1980).
• Master of Accounting, Faculty of Economics,
• Magister Akuntansi Fakultas Ekonomi dari
University of Indonesia (2010)
Universitas Indonesia (tahun 2010)
Aktivitas Profesi • Member of the Board of Trustee for Professional

• Pengurus Dewan Sertifikasi Akuntan Profesional -
Profession Activities Accountant Certification - The Institute of
The Institute of Indonesia Chartered Accountants
Indonesia Chartered Accountants (IAI)
(IAI)
• Member of the Indonesian Institute of Public
• Anggota Institut Akuntan Publik Indonesia (IAPI)
Accountants (IAPI)
• Dewan Pengurus Ikatan Akuntan Manajemen
• Member of the Board of Trustee of Indonesian
Indonesia (IAMI)
Institute of Management Accountants (IAMI)
• Anggota Accountancy Monitoring Committee
• Member of the Accountancy Monitoring
Indonesia for Asean
Committee Indonesia for ASEAN
• Anggota Asean Charterred Professional
• Member of the ASEAN Chartered Professional
Accountant Coordination Committee
Accountant Coordination Committee
Sertifikasi Profesi • Indonesia Certified Public Accountant (CPA)
• Indonesia Certified Public Accountant (CPA)
Profession • Indonesia Chartered Accountant (CA)
• Indonesia Charterred Accountant (CA)
Certifications • ASEAN Chartered Professional Accountant
• Asean Charterred Professional Accountant
(ASEAN CPA)
(Asean CPA)
Jabatan Rangkap • Senior Adviser of RSM Indonesia (since August

• Senior Advisor RSM Indonesia (sejak Agustus
Concurrent Position 2018)
2018)
• Senior Adviser of Salemba 4 Publisher (since
• Senior Advisor pada Lembaga Penerbit Salemba
August 2018)
4 (sejak Agustus 2018)
• Senior Adviser of Arghajata Consulting (since
• Senior Advisor Arghajata Consulting (sejak Maret
March 2017)
2017)
• Lecturer of the Faculty of Economics and
• Dosen Fakultas Ekonomi dan Bisnis di Universitas
Business, University of Indonesia (since 1994)
Indonesia (sejak 1994)
Riwayat Jabatan • Senior Partner of KPMG Indonesia (1974-2017)

• Senior Partner KPMG Indonesia (1974-2017)
Related Experiences • Senior Partner of RSM Indonesia (August 2017 –
• Senior Partner RSM Indonesia (Agustus 2017 –
August 2019)
Agustus 2019)
Human Capital
Modal Insani
Komite Nominasi, Remunerasi Dan Risiko

Nomination, Remuneration and Risk Committee

Ketua | Chairman

Citizenship
Domisili Yogyakarta Yogyakarta

Residency
Dasar Hukum Menjadi Ketua Komite Nominasi, Remunerasi Appointed as Chairman of the Nomination,
Pengangkatan dan Risiko sejak 25 September 2018 berdasarkan Remuneration and Risk Committee on September
Legal Basis of Keputusan Dewan Komisaris Jasa Marga No. KEP- 25, 2018 based on the Jasa Marga’s Board of
Appointment 134/IX/2018 Commissioners Decree No. Kep-134/IX/2018
Periode Menjabat 25 September 2018-berakhirnya masa jabatan September 25, 2018 - end of the term of
Tenure sebagai Komisaris Utama/Komisaris Independen office as President Commissioner/Independent
(Penutupan RUPS Tahunan 2023) dan/atau Commissioner (the closing of 2023 Annual GMS)
pemberhentian sebagai anggota Dewan Komisaris and/or being dismissed as a member of the Board
of Commissioners

Agus Suharyono
Wakil Ketua | Vice Chairman

Citizenship
Residency
Dasar Hukum Menjadi Wakil Ketua Komite Nominasi, Remunerasi Appointed as Vice Chairman of the Nomination,
Pengangkatan dan Risiko sejak April 2016 berdasarkan Keputusan Remuneration and Risk Committee in April 2016

Legal Basis of Dewan Komisaris Jasa Marga No. KEP-040a/ based on the Jasa Marga’s Board of Commissioners

Appointment IV/2016, kemudian diperbaharui kembali sejak Decree No. KEP-040a/IV/2016, then reappointed
April 2017 melalui Keputusan Dewan Komisaris in April 2017 based on the Jasa Marga’s Board of
Jasa Marga No. KEP-75/IV/2017. Commissioners Decree No. KEP-75/IV/2017.
Periode Menjabat April 2017-berakhirnya masa jabatan sebagai April 2017 - end of the term of office as a
Tenure Komisaris (penutupan RUPS Tahunan 2021) dan/ Commissioner (the closing of 2021 Annual GMS)
atau pemberhentian sebagai anggota Dewan and/or being dismissed as a member of the Board
Komisaris of Commissioners

Anggota | Member
Kewarganegaraan Indonesian
Warga Negara Indonesia
Citizenship
Domisili Jakarta
Jakarta
Residency
Dasar Hukum Appointed as Member of the Nomination,

Menjadi Anggota Komite Nominasi, Remunerasi
Pengangkatan Remuneration and Risk Committee in April 2018
dan Risiko sejak April 2018 berdasarkan Keputusan
Legal Basis of based on the Jasa Marga’s Board of Commissioners
Dewan Komisaris Jasa Marga No. KEP 072/IV/2018.
Appointment Decree No. PEM 072/IV/2018.
April 2018-berakhirnya masa jabatan sebagai April 2018 - end of the term of office as
Periode Menjabat Komisaris (penutupan RUPS Tahunan 2021) dan/ Commissioner (the closing of 2021 Annual GMS)
Tenure atau pemberhentian sebagai anggota Dewan and/or being dismissed as a member of the Board
Komisaris of Commissioners
Tjahjanto Budisatrio
Anggota | Member

Citizenship
Domisili Tangerang Tangerang
Residency
Desember 2019
Age per December
31, 2019
Dasar Hukum Menjadi Anggota Komite Nominasi, Remunerasi Appointed as Member of the Nomination,
Pengangkatan dan Risiko sejak April 2017 berdasarkan Keputusan Remuneration and Risk Committee in April 2017
Legal Basis of Dewan Komisaris Jasa Marga No. KEP 076/IV/2017. based on the Jasa Marga’s Board of Commissioners
Appointment Decree No. Kep 076/IV/2017.
Profil Perusahaan
Company Profile
Periode Menjabat April 2017-Maret 2020 April 2017-March 2020

Tenure
• Sarjana Ekonomi dari Universitas Indonesia (1990) • Bachelor of Economics, University of Indonesia
• Magister Ekonomi dari the Australian National (1990)
Riwayat
University (1999) • Master of Economics, Australian National University
Pendidikan
• Kandidat Doktor di bidang Ekonomi dari Universitas (1999)
Education
Indonesia (2011) • Doctoral Candidate in Economics, University of
Indonesia (2011)
Jabatan Rangkap Dosen Fakultas Ekonomi dan Bisnis Universitas Lecturer at the Faculty of Economics and Business,
Concurrent Indonesia dengan berbagai pengalaman mengajar di University of Indonesia, with various teaching
Position bidang Ekonomi (sejak 1992) experiences in the field of Economics (since 1992)
• Anggota Komite Pengawasan Manajemen Risiko PT • Member of the Risk Management Oversight
Riwayat Jabatan
Pelindo II (Persero) (2012-2017) Committee of PT Pelindo II (Persero) (2012-2017)
Related
• Anggota Komite Audit PT PGN (Persero) Tbk. (2006- • Member of the Risk Management Oversight
Experiences
2012) Committee of PT Pelindo II (Persero) (2012-2017)
Chitra Mardi Rahayuningsih

Anggota | Member

Citizenship
Domisili Tangerang Selatan South Tangerang
Residency
Desember 2019
Age per December
31, 2019
Dasar Hukum Menjadi Anggota Komite Audit sejak Juli 2019 Appointed as Member of the Audit Committee in July
Pengangkatan berdasarkan Surat Keputusan Dewan Komisaris Jasa 2019 based on the Board of Commissioners Decree
Legal Basis of Marga No. KEP-075/VI/2019 No. 075/VI/2019
Appointment
Periode Menjabat 1 Juli 2019-sekarang July 1, 2019 - Present
Tenure
Riwayat • Sarjana Teknik Sipil dari Universitas Sebelas Maret • Bachelor of Civil Engineering, University of Sebelas
Pendidikan Solo (1984) Maret Solo (1984)
Education • Magister Manajemen dari STIE IPWI Jakarta (1997) • Master of Management, STIE IPWI Jakarta (1997)
Jabatan Rangkap Asesor SDM Aparatur Utama Pusat Penilaian HR Appraiser of the Main Apparatus Competency
Concurrent Kompetensi dan Pemantauan Kinerja (sejak Juli 2018) Assessment and Performance Monitoring Center
Position (since July 2018)
Riwayat Jabatan • Kepala Pusat Penilaian Kompetensi dan Pemantauan • Head of Competency Assessment and Performance
Related Kinerja, [BPSDM – Kementerian PUPR] Monitoring Center, [BPSDM - Ministry of Public
Experiences • Kepala Bidang Kompetensi dan Evaluasi, [SETJEN – Works and Public Housing]
Kementerian PUPR (2011-2015) • Head of Competency and Evaluation Division,
[SETJEN - Ministry of Public Works] (2011-2015)
Human Capital
Modal Insani
Sekretaris Dewan Komisaris

Secretary of Board of Commissioners
Amirur Royanata
Sekretaris Dewan Komisaris

Citizenship
Domisili Tangerang Selatan South Tangerang

Residency
Usia per 31 38 Tahun 38 years old

Desember 2019
Age per December
31, 2019
Riwayat Pendidikan • UPI-YAI, Akuntansi (2008, Jakarta) • Bachelor of Accounting, UPI-YAI (2008, Jakarta)
Education • D3 STAN, Akuntansi (2003, Jakarta) • D3 (non-degree diploma) of Accounting, STAN
(2003, Jakarta)
Riwayat Jabatan • Kepala Subbidang Usaha Konstruksi dan Sarana • Head of Transportation Construction Facilities
Related Experiences dan Prasarana Perhubungan IIIa-2, 9 Januari and Infrastructure Business Subdivision IIIa-2,
2019-Sekarang January 9, 2019 - up to now
• Kepala Subbidang Restrukturisasi BUMN I, 22 • Head of SOEs Restructuring Subdivision I,

Oktober 2015 – 8 Januari 2019 October 22, 2015 - January 8, 2019

• Kepala Subbidang Restrukturisasi BUMN IIa, 09 • Head of SOEs Restructuring Subdivision Iib, May
Mei 2014 – 21 Oktober 2015 09, 2014 - October 21, 2015
• Staf Bidang Data, 10 Juni 2006 – 08 Mei 2014 • Staff of Data Division, June 10, 2006 - May 8,
2014
Riwayat Menjadi Sekretaris Dewan Komisaris sejak 18 Appointed as Secretary of the Board of
Penunjukkan November 2019 berdasarkan Keputusan Dewan Commissioners on November 18, 2019 based on
Appointment Komisaris Jasa Marga No. KEP 143-XI-2019 the Jasa Marga’s Board of Commissioners Decree
Narrative No. PEM 143-XI-2019
Periode Menjabat 19 November 2019 sampai dengan tanggal 18 November 19, 2019 until November 18, 2022.
Tenure November 2022

PROFIL PEJABAT SENIOR

Profiles of Senior Officers
Kantor Pusat
Headquarters
M. Agus Setiawan
Corporate Secretary

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan • Menyelesaikan pendidikan S1 Teknik Sipil di • Earning Bachelor of Civil Engineering from
Education Institut Teknologi Bandung (1995) dan S2 Bandung Institute of Technology in 1995
Teknik Pengelolaan Jaringan Jalan, kerja sama and Master of Road Network Management
Departemen Pekerjaan Umum dengan Universitas Engineering, a result of collaboration between
Profil Perusahaan
Company Profile
Parahyangan Bandung (2009). Department of Public Works and Parahyangan

• Memiliki beberapa sertifikasi profesi di antaranya University in Bandung (2009).
ASEAN Engineer (ASEAN Eng.), Insinyur • His professional certifications include ASEAN
Profesional Madya (IPM) dan Enterprise Risk Engineer (ASEAN Eng.), Associate Professional
Management Certified Professional (ERMCP). Engineer (IPM) and Enterprise Risk Management
• Merupakan anggota beberapa asosiasi profesi Certified Professional (ERMCP).
di antaranya Indonesia Corporate Secretary • Becoming a member of several professional
Association (ICSA), Indonesian Risk Management associations including the Indonesian Corporate
Professional Association (IRMAPA) dan Persatuan Secretary Association (ICSA), the Indonesian Risk
Insinyur Indonesia (PII). Management Professional Association (IRMAPA)

and the Indonesian Engineers Association (PII).
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 02 Desember Joining Jasa Marga on December 2, 1996, he
Related Experiences 1996. Sebelumnya menempati berbagai posisi kunci previously held various key positions at Jasa Marga,
di Jasa Marga, di antaranya Direktur Utama PT including Managing Director of PT Jasamarga
Jasamarga Pandaan Malang (2016-2017), Direktur Pandaan Malang (2016-2017), Managing Director
Utama PT Jasamarga Properti (2014-2016), dan VP of PT Jasamarga Properti (2014-2016), and VP
Related Business Development (2012-2014). Related Business Development (2012 -2014).
Dasar Hukum Keputusan Direksi No. 080/AA.P-6a/2017 tanggal The Board of Directors Decree No. 080/AA.P-
Pengangkatan 08 April 2017. Kemudian diperbarui melalui 6a/2017 dated April 8, 2017. Reappointed based
Legal Basis of Keputusan Direksi No. 001/AA.P-6a/2019 tanggal on the Board of Directors Decree No. 001/AA.P-
Appointment 14 Januari 2019. 6a/2019 dated January 14, 2019.
Arief Nursetiawan
Internal Audit Group Head

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Sarjana Akuntansi Earning Bachelor of Accounting from Gadjah Mada
Education dari Universitas Gadjah Mada (1993) University in 1993.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak tanggal 04 Joining Jasa Marga on September 4, 1995, he
Related Experiences September 1995. Sebelumnya menempati berbagai previously held various key positions, including
posisi kunci, di antaranya Head Of Internal Audit Head of Internal Audit (2018-2019), Finance and
(2018-2019), Advisor Finance and Accounting Accounting Adviser (2018), and VP Accounting and
(2018), dan VP Accounting And Tax (2015-2018). Tax (2015-2018).
Dasar Hukum Keputusan Direksi No. 101/AA.P-6A/2018 tanggal The Board of Directors Decree No. 101/AA.P-
Pengangkatan 01 Mei 2018. Kemudian diperbarui melalui 6A/2018 dated May 1, 2018; reappointed based
Legal Basis of Keputusan Direksi No. 001/AA.P-6a/2019 tanggal on the Board of Directors Decree No. 001/AA.P-
Appointment 14 Januari 2019 6a/2019 dated January 14, 2019
Human Capital
Modal Insani
Bayu Nurbaya
Risk and Qualty Management Group Head

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Teknik Industri dari Earning Bachelor of Industrial Engineering from
Education Institut Teknologi Bandung (2008) Bandung Institute of Technology in 2008.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak tanggal 01 Joining Jasa Marga on September 1, 2009,
Related Experiences September 2009. Sebelumnya menjabat sebagai he previously served as the Risk and Quality
Risk and Quality Management Advisor (2019), Management Adviser (2019), Office Administration
Office Administration and Building Management and Building Management Group Head (2019), and
Group Head (2019), dan AVP Planning & AVP Planning & Development (2018-2019).

Development (2018-2019)
Pengangkatan 01 November 2019 6a/2019 dated November 1, 2019,
Legal Basis of
Appointment

Agung Laksana Pranata

Legal and Compliance Group Head

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Ilmu Hukum dari Earning Bachelor of Law from University of
Education Universitas Indonesia (2009) dan meraih gelar S2 Indonesia in 2009 and Masters of Law from The
Hukum dari The University of Queensland (2015) University of Queensland in 2015.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak tanggal 01 Joining Jasa Marga on September 1, 2009, he
Related Experiences September 2009. Sebelumnya menjabat sebagai previously served as AVP Corporate Governance
AVP Corporate Governance (2018-2019), AVP (2018-2019), AVP Corporate and Legal Business
Corporate and Legal Business (2017-2018), dan (2017-2018), and GCG and Capital Market
GCG and Capital Market Compliance Manager Compliance Manager (2017)
(2017).
Pengangkatan 14 Januari 2019. 6a/2019 dated January 14, 2019.
Legal Basis of
Appointment
Rudi Kurniadi
Corporate Planning and Portfolio Management Group Head

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Manajemen dari Earning Bachelor of Management from Padjadjaran
Education Universitas Padjajaran Bandung (1993) dan S2 University, Bandung, in 1993 and Master of
Applied Finance dari University of Melbourne Applied Finance from University of Melbourne in
(2001). 2001.
Profil Perusahaan
Company Profile
Riwayat Jabatan Bergabung dengan Jasa Marga sejak tanggal Joining Jasa Marga since January 8, 1996, he
Related Experiences 08 Januari 1996. Sebelumnya menjabat sebagai previously served as Finance Director of PT
Direktur Keuangan PT Jasamarga Probolinggo Jasamarga Probolinggo Banyuwangi (2018-2019),
Banyuwangi (2018-2019), Direktur Keuangan PT Finance Director of PT Jasamarga Balikpapan
Jasamarga Balikpapan Samarinda (2016-2018), Samarinda (2016-2018), and General Manager of
dan General Manager Keuangan dan Administrasi Finance and Administration of Cinere Serpong Jaya
Cinere Serpong Jaya (2016). (2016).
Dasar Hukum Keputusan Direksi No. 009/ AA.P-6a/2019 tanggal The Board of Directors Decree No. 009/AA.P-
Pengangkatan 14 Januari 2019 6a/2019 dated January 14, 2019

Legal Basis of
Appointment
Dwimawan Heru Santoso

Corporate Communication and Community Development Group Head

Citizenship
Domisili Bekasi Bekasi

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Teknik Manajemen Earning Bachelor of Industrial Management
Education Industri dari Institut Teknologi Indonesia (1994) dan Engineering from Indonesian Institute of Technology
S2 Ilmu Komunikasi dari Universitas Mercu Buana in 1994 and Master of Communication Science
(2016) from Mercu Buana University in 2016.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak tanggal Joining Jasa Marga on May 2, 2011, he previously
Related Experiences 02 Mei 2011. Sebelumnya menjabat sebagai served as AVP Corporate Communication (2016-
AVP Corporate Communication (2016-2019), 2019), AVP Corporate Relations (2014-206), and
AVP Corporate Relations (2014-206), dan Senior Senior Specialist Corporate Relations (2013-2014).
Specialist Corporate Relations (2013-2014).
Legal Basis of
Appointment
Human Capital
Modal Insani
Eka Setya Adrianto
Corporate Finance Group Head

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Akuntansi dari Earning Bachelor of Accounting from Gadjah Mada
Education Universitas Gajah Mada (2008) University in 2008.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 September Joining Jasa Marga on September 1, 2010, he
Related Experiences 2010. Sebelumnya menjabat sebagai Vice President previously served as Vice President of Corporate
Corporate Finance (2018-2019), Koordinator Tim Finance (2018-2019), Corporate Finance Team
Corporate Finance (2017-2018), dan AVP Strategic Coordinator (2017-2018), and AVP Strategic
Planning (2016-2017) Planning (2016-2017)

Pengangkatan 14 Januari 2019. 6a/2019 dated January 14, 2019.
Legal Basis of
Appointment

Siti Sarah

Accounting and Tax Group Head

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Sarjana Akuntansi dari Universitas Earning Bachelor of Accounting, from Padjadjaran
Education Padjadjaran Bandung (1996) dan S2 Magister University, Bandung, in 1996 and Masters of
Akuntansi dari Universitas Indonesia (2010) Accounting from University of Indonesia in 2010.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 Agustus Joining Jasa Marga on August 1, 1997, she
Related Experiences 1997. Sebelumnya menjabat sebagai VP Accounting previously served as VP of Accounting and Tax
and Tax (2018-2019), Direktur Keuangan PT (2018-2019), Finance Director of PT Jasamarga
Jasamarga Pandaan Malang (2016-2018), dan AVP Pandaan Malang (2016-2018), and AVP Accounting
Accounting (2014-2016). (2014-2016).
Pengangkatan 14 Januari 2019. 6a/2019 dated January 14, 2019
Legal Basis of
Appointment
Mery Natacha Panjaitan

Procurement and Fix Asset Group Head

Citizenship
Domisili Jakarta. Jakarta
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Teknik Sipil dari Earning Bachelor of Civil Engineering from
Education Universitas HKBP Nommensen Medan (1998) University of HKBP Nommensen, Medan, in 1998
dan meraih gelar S2 Teknik Sipil dari Universitas and Master of Civil Engineering from University of
Indonesia (2002). Indonesia in 2002.
Profil Perusahaan
Company Profile
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 06 Oktober Joining Jasa Marga on October 6, 2003,
Related Experiences 2003. Sebelumnya menjabat sebagai Risk and she previously served as Risk and Quality
Quality Management Group Head (2019), VP Risk Management Group Head (2019), VP of Risk and
and Quality Management (2018-2019), dan AVP Quality Management (2018-2019), and AVP of
Maintenance Program (2015-2018). Maintenance Program (2015-2018).
Pengangkatan 01 November 2019. 6a/2019 dated November 1, 2019.
Legal Basis of
Appointment
Dadan Waradia
Human Capital Development Group Head

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1-Sarjana Teknik Statistika dari Earning Bachelor of Statistics Engineering from
Education Institut Pertanian Bogor (1990). Bogor Institute of Agriculture in 1990.
Related Experiences 1991. Sebelumnya menjabat sebagai Human previously served as Human Capital Services Group
Capital Services Group Head (2019), General Head (2019), General Manager of General Affairs
Manager General Affair (2018-2019), dan Advisor (2018-2019), and Adviser of PT Hutama Marga
PT Hutama Marga Waskita (2017-2018). Waskita (2017-2018).
Dasar Hukum Keputusan Direksi No. 230/AA.P-6a/2019 tanggal 7 The Board of Directors Decree No. 230/AA.P-
Pengangkatan November 2019. 6a/2019 dated November 7, 2019.
Legal Basis of
Appointment
Human Capital
Modal Insani
Imad Zaky Mubarak
Human Capital Services Group Head

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Manajemen Bisnis di Earning Bachelor of Business Management from
Education Institut Teknologi Bandung (2008) Bandung Institute of Technology in 2008.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak tanggal 01 Mei Joining Jasa Marga on May 1, 2010, he previously
Related Experiences 2010. Sebelumnya menjabat sebagai Jasa Marga served as Jasa Marga Learning Institute Group Head
Learning Institute Group Head (2019), General (2019), General Manager of Marketing & Sales of
Manager Marketing & Sales PT Jasamarga Properti PT Jasamarga Properti (2018-2019), and General
(2018-2019), dan General Manager Pengembangan Manager of Development of PT Jasamarga Properti

PT Jasamarga Properti (2017-2018). (2017-2018).
Pengangkatan 07 November 2019. 6a/2019 dated November 7, 2019.
Legal Basis of
Appointment

Lussy Ariani Seba

Jasa Marga Learning Institute Group Head

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar Sarjana D3 Teknik Komputer dari Earning D3 (non-degree diploma) of Computer
Education Politeknik ITB (1996) dan S1 Sarjana Teknik Engineering from Polytechnic of Bandung Institute
Informatika dari Universitas Respati Jakarta (2007). of Technology in 1996 and Bachelor of Informatics
Engineering from Respati University, Jakarta, in
2007.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 Agustus Joining Jasa Marga on August 1, 1996, she
Related Experiences 1996. Sebelumnya menjabat Human Capital previously served as Human Capital Development
Development Group Head (2019), VP Human Group Head (2019), VP of Human Capital
Capital Development (2018), dan HC Human Development (2018), and HC of Human Capital
Capital Strategy and Policy (2018). Strategy and Policy (2018).
Pengangkatan 07 November 2019 6a/2019 dated November 7, 2019
Legal Basis of
Appointment
Nixon Sitorus
Strategic Transformation Office Coordinator

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil di Institut Teknologi Earning Bachelor of Civil Engineering from Bandung
Education Bandung (1995) dan S2 Manajemen Proyek dari Institute of Technology in 1995 and Masters of
Universitas Indonesia (2005) Project Management from University of Indonesia
in 2005.
Profil Perusahaan
Company Profile
Riwayat Jabatan Bergabung dengan Jasa Marga sejak tahun 1997. Joining Jasa Marga in 1997, he previously served as
Related Experiences Sebelumnya menjabat sebagai VP Jasamarga VP of Jasamarga Learning Institute (2018), General
Learning Institute (2018), General Manager Manager of Jasamarga Learning Institute (2018),
Jasamarga Learning Institute (2018), dan VP Risk and VP of Risk and Quality Management (2015-
and Quality Management (2015-2018) 2018)
Dasar Hukum Keputusan Direksi No. 001/ AA.P-6a/2019 tanggal The Board of Directors Decree No. 001/AA.P-
Legal Basis of
Appointment
Johannes Mancelly
Engineering Planning Group Head

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil, Universitas Katolik Earning Bachelor of Civil Engineering from
Education Parahyangan, Bandung (1997) dan S2 Geoteknik, Parahyangan Catholic University, Bandung, in 1997
Universitas Katolik Parahyangan, Bandung (2002). and Master of Geotechnical Engineering from
Parahyangan Catholic University, Bandung, in 2002.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 06 Oktober Joining Jasa Marga on October 6, 2003, he
Related Experiences 2003. Sebelumnya menjabat sebagai General previously served as General Manager of Surabaya
Manager Surabaya Gempol (2018), General Gempol (2018), General Manager of Semarang
Manager Semarang (2018), dan Pemimpin Proyek (2018), and Project Leader of PT Solo Ngawi Jaya
PT Solo Ngawi Jaya (2015-2018) (2015-2018)
Dasar Hukum Keputusan Direksi No. 003/AA.P-6A/2019 tanggal The Board of Directors Decree No. 003/AA.P-
Pengangkatan 14 Januari 2019 6A/2019 dated January 14, 2019.
Legal Basis of
Appointment
Human Capital
Modal Insani
Vera Kirana
Toll Road Business Development Group Head

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Teknik Sipil dari Earning Bachelor of Civil Engineering from Sriwijaya
Education Universitas Sriwijaya (2000) dan S2 Magister University in 2000 and Master of Management from
Management dari Universitas Indonesia (2003). University of Indonesia in 2003.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 06 Oktober President of Highway Engineering, Highway and
Related Experiences 2003. Sebelumnya menjabat sebagai VP Related Traffic Engineering Division (2016-2017), and Head
Business Development (2017-2018), Assistant Vice of Maintenance Division of PT Jalantol Lingkarluar
President Highway Engineering, Divisi Highway and Jakarta (2015).

Traffic Engineering (2016-2017), dan Kepala Divisi
Pemeliharaan PT Jalantol Lingkarluar Jakarta (2015).
Dasar Hukum Keputusan Direksi 001/AA.P-6A/2019 tanggal 14 The Board of Directors Decree No. 001/AA.P-
Pengangkatan Januari 2019 6A/2019 dated January 14, 2019.
Legal Basis of
Appointment

Adi Prasetyanto

Information Technology Group Head

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil dari Universitas Earning Bachelor of Civil Engineering from
Education Diponegoro (1996) dan S2 Manajemen Proyek dari Diponegoro University in 1996 and Master of
Universitas Indonesia (2003). Project Management from University of Indonesia
in 2003.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 Agustus Joining Jasa Marga on August 1, 1997, he
Related Experiences 1997. Sebelumnya menjabat sebagai Business previously served as Business Management
Management Group Head (2019), VP Business Group Head (2019), VP of Business Management
Management (2018), dan Direktur Utama PT Jasa (2018), and Managing Director of PT Jasa Layanan
Layanan Pemeliharaan (2015-2018). Maintenance (2015-2018).
Dasar Hukum Keputusan Direksi No. 162/EA.P-6c/2019 tanggal 1 The Board of Directors Decree No. 162/EA.P-
Pengangkatan Agustus 2019 6c/2019 dated August 1, 2019.
Legal Basis of
Appointment
Fitri Wiyanti
Operation and Maintenance Management Group Head

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Mesin dari Universitas Earning Bachelor of Mechanical Engineering from
Education Indonesia (1997). University of Indonesia in 1997.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 Januari Joining Jasa Marga on January 1, 1998, she
Profil Perusahaan
Related Experiences 1998. Sebelumnya menjabat sebagai General previously served as General Manager of Jagorawi,
Company Profile
Manager Jagorawi, Divisi Operation Management Operation Management Division (2012-2018),

(2012-2018), Kepala Bagian Manajemen Management Division Head of the Jakarta-
Pengumpulan Tol Cabang Jakarta-Tangerang (2010- Tangerang Branch Toll Collection (2010-2012), and
2012), dan Kepala Seksi Perencanaan Program Head of Program Planning and Data Management
dan Pengelolaan Data, Divisi Manajemen Operasi Section, Operations Management Division (2007-
(2007-2010). 2010).
Pengangkatan 15 Oktober 2019 6a/2019 dated October 15, 2019.
Legal Basis of
Appointment
Kantor Regional
Region Office
Reza Febriano
Region of Jabodetabekjabar Division Head

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Ilmu Pemerintahan dari Universitas Earning Bachelor of Science of Government from
Education Padjadjaran (2002), S1 Teknik Sipil dari Universitas Padjadjaran University in 2002, Bachelor of Civil
Katolik Parahyangan (2003), dan S2 Teknik Sipil dari Engineering from Parahyangan Catholic University
Universitas Indonesia (2007). in 2003, and Master of Civil Engineering from
University of Indonesia in 2007.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 06 Joining Jasa Marga on October 6, 2003, he
Related Experiences Oktober 2003. Sebelumnya menjabat sebagai previously served as VP of Maintenance (2015-
VP Maintenance (2015-2017), General Manager 2017), General Manager of Purbaleunyi (2017-
Purbaleunyi (2017-2018), dan General Manager 2018), and General Manager of Jakarta-Tangerang-
Jakarta-Tangerang- Cengkareng (2018-2019). Cengkareng (2018-2019).
Pengangkatan 11 Januari 2019 6A/2019 dated January 11, 2019.
Legal Basis of
Appointment
Human Capital
Modal Insani
Teddy Rosady
Region of Nusantara Division Head

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan S1 Teknik Sipil dari Universitas Tanjungpura Bachelor of Civil Engineering, Tanjungpura
Education Pontianak tahun 1993 dan S2 Teknik Sipil dari University in Pontianak (1993) and Master of Civil
Universitas Tarumanagara tahun 2015 Engineering, Tarumanagara University (2015)
Related Experiences 1995. Sebelumnya menjabat sebagai Direktur previously served as Operations Director of PT Trans
Operasi PT Trans Lingkar Kita Jaya (2019), Operation Lingkar Kita Jaya (2019), Operation Management
Management Advisor (2018-2019), dan General Adviser (2018-2019), and General Manager of

Manager Jakarta-Tangerang- Cengkareng (2018). Jakarta-Tangerang-Cengkareng (2018).
Pengangkatan Januari 2020 6c/2020 dated January 27, 2020
Legal Basis of
Appointment

Bagus Cahya Arinta B.

Region of Transjawa Division Head

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik sipil dari Universitas Earning Bachelor of Civil Engineering from
Education Brawijaya (1993). Brawijaya University in 1993.
Related Experiences 1995. Sebelumnya menjabat sebagai VP Operation previously served as VP of Operations Management
Management 2018-2019), General Manager (2018-2019), General Manager of Cawang-
Jakarta-Tangerang-Cengkareng (2017-2018), dan Tangerang-Cengkareng (2017-2018), and General
General Manager Jagorawi (2015-2017). Manager of Jagorawi (2015-2017).
Pengangkatan Januari 2020 6c/2020 dated January 2, 2020
Legal Basis of
Appointment
Kantor CABANG
Region Office
Pratomo Bimawan Putra

General Manager Purbaleunyi (Purwakarta-Bandung-Cileunyi)

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 bidang Teknik Industri dari Earning Bachelor of Industrial Engineering from
Education Universitas Gadjah Mada pada tahun 2008 dan S2 Gadjah Mada University in 2008 and Master of
bidang Bisnis dari University of Melbourne tahun Business from University of Melbourne in 2017
2017
Profil Perusahaan
Company Profile
Related Experiences 2009. Sebelumnya menjabat sebagai DGM Toll previously served as DGM of Toll Collection
Collection Management Cabang Jakarta Cikampek Management Jakarta Cikampek Branch (2019),
(2019), AVP Human Capital Performance & AVP of Human Capital Performance & Information
Information System (2018-2019), dan AVP Business System (2018-2019), and AVP of Business
Development PT Jasa Layanan Operasi (2017-2018). Development PT Jasa Layanan Operasi (2017-2018).
Pengangkatan 25 September 2019 6a/2019 dated September 25, 2019.
Legal Basis of
Appointment

Pgs. General Manager Jakarta-Cikampek

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Dasar Hukum Surat Perintah Direksi No. 224/EA.P-6c/2019 The Board of Directors Order No. 224/EA.P-6c/2019
Pengangkatan tanggal 11 September 2019 dated September 11, 2019.
Legal Basis of
Appointment
Human Capital
Modal Insani
Pgs. General Manager Palikanci (Palimanan-Kanci)

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Cawang-Tangerang-Cengkareng (2017-2018), dan Tangerang-Cengkareng (2017-2018), and General

Pengangkatan tanggal 11 September 2019 dated September 11, 2019.
Legal Basis of
Appointment


Pgs. General Manager Semarang

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Pengangkatan tanggal 11 September 2019. dated September 11, 2019.
Legal Basis of
Appointment

Pgs. General Manager Surabaya-Gempol

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Profil Perusahaan
Company Profile

Pengangkatan tanggal 3 Mei 2019 dated May 3, 2019.
Legal Basis of
Appointment
Teddy Rosady
Pgs. General Manager Belmera (Belawan-Medan-Tanjung Morawa)

Citizenship

Residency

Desember 2019
Age per December
31, 2019
Education Pontianak tahun 1993 dan S2 Teknik Sipil dari University in Pontianak (1993) and Master of Civil
Universitas Tarumanagara tahun 2015 Engineering, Tarumanagara University (2015)
Operasi PT Trans Lingkar Kita Jaya (2019), Operation Lingkar Kita Jaya (2019), Operation Management
Management Advisor (2018-2019), dan General Adviser (2018-2019), and General Manager of
Manager Jakarta-Tangerang- Cengkareng (2018). Jakarta-Tangerang-Cengkareng (2018).
Pengangkatan tanggal 1 Oktober 2019 dated October 1, 2019.
Legal Basis of
Appointment
Human Capital
Modal Insani
PROFIL PEJABAT ENTITAS ANAK dan entitas ventura
bersama
Profile of Officials of Subsidiaries and Joint Venture

Ricky Distawardhana
Direktur Utama/President Director of PT Jalantol Lingkarluar Jakarta

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil dari Institut Teknologi Earning Bachelor of Civil Engineering from Bandung
Education Bandung pada tahun 1989 Institute of Technology in 1989
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 November Joining Jasa Marga on November 1, 1989, he
Related Experiences 1989. Sebelumnya menjabat sebagai GM previously served as GM of Purbaleunyi (2014-
Purbaleunyi (2014-2017), VP Maintenance (2012- 2017), VP of Maintenance (2012-2014), and Head
2014), dan Kepala Cabang Jakarta-Tangerang of the Jakarta-Tangerang Branch (2010-2012)
(2010-2012)

Pengangkatan 13 Maret 2017 6a/2017 dated March 13, 2017
Legal Basis of
Appointment

Hendro Atmodjo

Direktur Utama/President Director of PT Marga Sarana Jabar

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Education Bandung pada tahun 1986 dan S2 Teknik Sipil dari Institute of Technology in 1986 and Master of Civil
Institut Teknologi Bandung pada tahun 2008. Engineering from Bandung Institute of Technology
in 2008.
Related Experiences 1989. Sebelumnya menjabat sebagai Direktur previously served as Technical Director of PT Marga
Teknik PT Marga Kunciran Cengkareng (2012- Kunciran Cengkareng (2012-2015), and Head of
2015), dan Kepala Cabang Jagorawi (2009-2012). Jagorawi Branch Office (2009-2012).
Dasar Hukum Keputusan Direksi No. 115/AA.P-6c/2015 sejak The Board of Directors Decree No. 115/AA.P-
Pengangkatan tanggal 11 Juni 2015 6c/2015 dated June 11, 2015
Legal Basis of
Appointment
David Wijayatno
Direktur Utama/President Director of PT Trans Marga Jateng

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil Transportasi dari Earning Bachelor of Civil Engineering in
Education Universitas Gajah Mada pada tahun 1986 Transportation from Gajah Mada University in 1986
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 Januari Joining Jasa Marga on January 1, 1988, he
Profil Perusahaan
Related Experiences 1988. Sebelumnya menjabat sebagai Corporate previously served as Corporate Secretary (2012-
Company Profile
Secretary (2012-2015), Pemimpin Proyek Bisnis 2015), Head of JORR 2 Property Development
Pengembangan Properti JORR 2, BORR, Semarang- Business Project, BORR, Semarang-Solo and
Solo dan Surabaya-Mojokerto (2010-2012), dan Surabaya-Mojokerto (2010-2012), and Head of
Kepala Cabang Cawang-Tomang-Cengkareng Cawang-Tomang-Cengkareng Branch Office (2006-
(2006-2008) 2008)
Dasar Hukum Akta Risalah RUPS Tahunan PT Trans Marga Jateng The Annual GMS Deed of Resolution of PT Trans
Pengangkatan No. 07 tanggal 22 April 2019 Marga Jateng No. 07 dated April 22, 2019
Legal Basis of
Appointment
Roy Ardian Darwis

Direktur Utama/President Director of PT Jasamarga Surabaya Mojokerto

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil dari Institut Sains Earning Bachelor of Civil Engineering from the
Education dan Teknologi Nasional pada tahun 1991 dan National Institute of Science and Technology
S2 bidang Sumber Daya Manusia dari Universitas in 1991 and Master of Human Resources from
Krisnadwipayana pada tahun 2004. Krisnadwipayana University in 2004.
Related Experiences 1989. Sebelumnya menjabat sebagai GM Jagorawi previously served as GM of Jagorawi (2017-2018),
(2017-2018), GM Cawang-Tomang-Cengkareng GM of Cawang-Tomang-Cengkareng (2015-2017),
(2015-2017), GM Palikanci (2014-2015), dan GM GM of Palikanci (2014-2015), and GM of Belmera
Belmera (2009-2014) (2009-2014)
Pengangkatan 15 Mei 2019 6a/2019 dated May 15, 2019
Legal Basis of
Appointment
Human Capital
Modal Insani
Enkky Sasono AW
Direktur Utama /President Director PT Jasamarga Bali Tol
Kewarganegaraan Warga Negara Indonesia. Indonesian

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Administrasi Niaga dari STIA Earning Bachelor of Commerce Administration from
Education LAN Jakarta pada tahun 1996, gelar Magister STIA LAN Jakarta in 1996, Master of Management
Manajemen dari STIE IPWI Jakarta pada tahun 2001, from STIE IPWI Jakarta in 2001, and Bachelor of
dan gelar Sarjana Teknik Industri dari Universitas Industrial Engineering from Mercu Buana University
Mercu Buana pada tahun 2016. in 2016.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 10 Juli 1986. Joining Jasa Marga on July 10, 1986, he previously
Related Experiences Sebelumnya menjabat sebagai Direktur Keuangan served as Director of Finance and Operations of PT

dan Operasi PT Ismawa Trimitra (2015-2018), GM Ismawa Trimitra (2015-2018), GM of Community
Community Development Program (2015), dan GM Development Program (2015), and GM of Jasa
Jasa Marga Development Center (2011-2015). Marga Development Center (2011-2015).
Pengangkatan 09 Februari 2018. 6a/2018 dated February 09, 2018
Legal Basis of
Appointment

Charles Lendra

Direktur Utama/President Director of PT Marga Lingkar Jakarta

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil dari Institut Earning Bachelor of Civil Engineering from Sepuluh
Education Teknologi Sepuluh November tahun 1995 dan S2 November Institute of Technology in 1995 and
Pembangunan Wilayah dan Kota dari Universitas Master of Urban and Region of Development from
Diponegoro tahun 2012 Diponegoro University in 2012.
Related Experiences 1997. Sebelumnya menjabat sebagai Maintenance previously served as Head of Maintenance
Department Head PT Jasamarga Transjawa Tol Department of PT Jasamarga Transjawa Tol (2019),
(2019), General Manajer Operasi dan Maintenance General Manager of Operations and Maintenance
PT Jasamarga Ngawi Kertosono Kediri (2018-2019), of PT Jasamarga Ngawi Kertosono Kediri (2018-
dan Pimpinan Proyek PT Ngawi Kertosono Jaya 2019), and Project Manager of PT Ngawi Kertosono
(2017-2018) Jaya (2017-2018).
Dasar Hukum Akta Pernyataan Keputusan Para Pemegang Saham Deed of Shareholders' Resolution Outside the
Pengangkatan di Luar Rapat Umum Pemegang Saham PT Marga General Meeting of Shareholders of PT Marga
Legal Basis of Lingkar Jakarta No. 30 tanggal 18 November 2019 Lingkar Jakarta No. 30 dated November 18, 2019
Appointment
Edwin Cahyadi
Direktur Utama/President Director of PT Jasamarga Gempol Pasuruan

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Menyelesaikan pendidikan S1 Teknik Sipil dari Earning Bachelor of Civil Engineering from Medan
Education Universitas Medan Area pada tahun 1998. Area University in 1998.
Profil Perusahaan
Related Experiences 1988. Sebelumnya menjabat sebagai Direktur previously served as President Director of PT
Company Profile
Utama PT Marga Lingkar Jakarta (2016-2018), Marga Lingkar Jakarta (2016-2018), Director
Direktur Teknik dan Operasi, PT Jalantol Lingkarluar of Engineering and Operations of PT Jalantol
Jakarta (2015-2016), Direktur Teknik dan Operasi Lingkarluar Jakarta (2015-2016), Director
PT Marga Nujyasumo Agung (2009- 2015), Kepala of Engineering and Operations of PT Marga
Cabang Semarang (2008- 2009), dan Kepala Nujyasumo Agung (2009- 2015), Head of Semarang
Cabang Belmera (2006-2008). Branch Office (2008-2009), and Head of Belmera
Branch Office (2006-2008).
Dasar Hukum Akta Pernyataan Keputusan Para Pemegang Deed of the Shareholders’ Resolution Outside the
Pengangkatan Saham di Luar Rapat Umum Pemegang Saham PT General Meeting of Shareholders of PT Jasamarga
Legal Basis of Jasamarga Gempol Pasuruan. Gempol Pasuruan.
Appointment
Agung Widodo
Direktur Utama/President Director of PT Jasamarga Pandaan Tol

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan S1 Teknik Sipil dari Universitas Gadjah Mada tahun Bachelor of Civil Engineering, Gadjah Mada
Education 1994 University (1994).
Related Experiences 1995. Sebelumnya menempati berbagai posisi, di previously held various positions, including the
antaranya Pemimpin Proyek Pembangunan Jalan Project Leader for the Construction of the Porong-
Tol Porong-Gempol (2018), Pemimpin Proyek PT Gempol Toll Road (2018), Project Leader of PT
Ngawi Kertosono Jaya (2015), dan Deputy General Ngawi Kertosono Jaya (2015), and Deputy General
Manager Maintenance Execution Cabang Cawang- Manager of Maintenance Execution of Cawang-
Tomang- Cengkareng (2015). Tomang-Cengkareng Branch Office (2015).
Pengangkatan 27 Februari 2019 6a/2019 dated February 27, 2019
Legal Basis of
Appointment
Human Capital
Modal Insani
Truly Nawangsasi
Direktur Utama/President Director of PT Marga Trans Nusantara

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil dari Universitas Earning Bachelor of Civil Engineering from the
Education Indonesia pada tahun 1992. University of Indonesia in 1992.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 02 Desember Joining Jasa Marga on December 2, 1996, she
Related Experiences 1996. Sebelumnya menempati berbagai posisi kunci previously held various key positions including VP
di antaranya VP Toll Road Business Development of oll Road Business Development (2015-2018), VP
(2015-2018), VP Highway Traffic and Engineering of Highway Traffic and Engineering (2014-2015),
(2014-2015), dan Assistant Vice President Toll Road and Assistant Vice President of Toll Road Investment

Investment Development, Divisi Toll Road Business Development, Toll Road Business Development
Development (2013-2014) Division (2013-2014).
Pengangkatan 12 Februari 2018 6a/2018 dated February 12, 2018
Legal Basis of
Appointment

Agus Suharjanto

Direktur Utama/President Director of PT Jasamarga Kunciran Cengkareng

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil Konstruksi dari Earning Bachelor of Civil Engineering in
Education Universitas Gajah Mada pada tahun 1986. Construction from Gajah Mada University in 1986.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 Juni Joining Jasa Marga on June 1, 1986, he previously
Related Experiences 1986. Sebelumnya menjabat sebagai VP Toll Road served as VP of Toll Road Business Development
Business Development (2014), Direktur Utama PT (2014), Managing Director of PT Jasamarga
Jasamarga Kualanamu Tol merangkap Direktur Kualanamu Tol and concurrently Managing Director
Utama PT Marga Trans Nusantara (2011-2014), dan of PT Marga Trans Nusantara (2011-2014), and
Direktur Utama PT Trans Marga Jateng (2007-2011) Managing Director of PT Trans Marga Jateng (2007-
2011)
Dasar Hukum Akta Pernyataan Keputusan Para Pemegang Deed of Shareholders’ Resolution Outside the
Legal Basis of Jasamarga Kunciran Cengkareng No. 01 tanggal 8 Kunciran Cengkareng No. 01 dated March 8, 2019.
Appointment Maret 2019
Teddy Rosady
Direktur Utama/President Director of PT Jasamarga Kualanamu Tol

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Education Pontianak tahun 1993 dan S2 Teknik Sipil dari University Pontianak (1993) and Master of Civil
Universitas Tarumanagara tahun 2015 Engineering, Tarumanagara University (2015).
Profil Perusahaan
Company Profile
Related Experiences 1995. Sebelumnya menjabat sebagai Direktur previously served as Director of Operations of
Operasi PT Trans Lingkar Kita Jaya (2019), Operation PT Trans Lingkar Kita Jaya (2019), Operation
Management Advisor PT JKT (2018), dan General Management Adviser of PT JKT (2018), and General
Manager Jakarta-Tangerang- Cengkareng (2018). Manager of Jakarta-Tangerang-Cengkareng (2018).
Pengangkatan Oktober 2019. 6a/2019 dated October 1, 2019
Legal Basis of
Appointment
Ari Wibowo
Direktur Utama/President Director of PT Jasamarga Solo Ngawi

Citizenship

Residency
Usia per 31 48 tahun 48 tahun/years old
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan S1 Teknik Sipil dari Universitas Katolik Parahyangan Earning Bachelor of Civil Engineering from
Education Bandung pada tahun 1996 dan S2 Teknik Sipil dari Parahyangan Catholic University Bandung in 1996
Universitas yang sama and Master of Civil Engineering from the same
University
Operasi PT Trans Lingkar Kita Jaya (2018), Direktur Lingkar Kita Jaya (2018), Technical Director of PT
Teknik PT Jasamarga Gempol Pasuruan (2018), dan Jasamarga Gempol Pasuruan (2018), and Director
Direktur Teknik dan Operasi PT Jasamarga Surabaya of Engineering and Operations of PT Jasamarga
Mojokerto (2015-2018). Surabaya Mojokerto (2015-2018).
Pengangkatan 27 Februari 2019. 6a/2019 dated February 27, 2019
Legal Basis of
Appointment
Human Capital
Modal Insani
AJ Dwi Winarsa
Direktur Utama/President Director of PT Jasamarga Ngawi Kertosono Kediri

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil, Institut Teknologi Earning Bachelor of Civil Engineering from Bandung
Education Bandung (1996) dan S2 Manajemen Proyek, Institute of Technology in 1996 and Master of
Universitas Indonesia (2005). Project Management from University of Indonesia
in 2005.
Related Experiences 1997. Sebelumnya menjabat sebagai GM Semarang previously served as GM of Semarang (2017-2018),
(2017-2018), Pemimpin Proyek PT Ngawi Kertosono Project Leader of PT Ngawi Kertosono Jaya (2015-

Jaya (2015-2017), dan General Manager Teknik dan 2017), and General Manager of Engineering and
Operasi, PT Trans Marga Jateng (2015). Operations of PT Trans Marga Jateng (2015).
Pengangkatan 16 September 2019. 6a/2019 dated September 16, 2019.
Legal Basis of
Appointment

Ayu Widya Kiswari

Direktur Utama/President Director of PT Cinere Serpong Jaya

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Teknik Sipil-Perhubungan dari Institut Teknologi Earning Civil-Transportation Engineering from
Education Sepuluh November pada tahun 1994 Sepuluh November Institute of Technology in 1994.
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 01 Oktober Joining Jasa Marga on October 1, 1995, she
Related Experiences 1995. Sebelumnya menjabat Engineering Planning previously served as Engineering Planning Adviser
Advisor PT CSJ (2019), Vice President Highway of PT CSJ (2019), Vice President of Highway
Engineering Planning And Development PT CSJ Engineering Planning and Development of PT CSJ
(2017-2019), dan Vice President Highway and (2017-2019), and Vice President of Highway and
Traffic Engineering PT CSJ (2015-2017). Traffic Engineering of PT CSJ (2015-2017).
Pengangkatan 16 Oktober 2019. 6a/2019 dated October 16, 2019.
Legal Basis of
Appointment
Arie Irianto
Direktur Utama/President Director of PT Jasamarga Semarang Batang

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Teknik Sipil dari Universitas Katolik Parahyangan Earning Bachelor of Civil Engineering from
Education Bandung pada tahun 1996 dan S2 Manajemen Parahyangan Catholic University, Bandung, in
Proyek dari Universitas Indonesia pada tahun 2005. 1996 and Master of Project Management from the
University of Indonesia in 2005.
Profil Perusahaan
Company Profile
Utama PT Jasamarga Balikpapan Samarinda (2016- Jasamarga Balikpapan Samarinda (2016-2018),
2018), Direktur Teknik dan Operasi PT Trans Marga Technical and Operations Director of PT Trans
Jateng (2015-2016), Assistant Vice President Area Marga Jateng (2015-2016), Assistant Vice President
1 Subsidiary Management, Divisi Toll Road Business of Area 1 Subsidiary Management, Toll Road
Development (2014-2015), dan Senior Specialist Business Development Division (2014-2015), and
Bidang Perencanaan Teknik, PT Trans Marga Jateng Senior Specialist in Technical Planning of PT Trans
(2012-2014). Marga Jateng (2012-2014).

Pengangkatan Februari 2018 6a/2018 dated February 9, 2018.
Legal Basis of
Appointment
S.T.H. Saragi
Direktur Utama/President Director of PT Jasamarga Balikpapan Samarinda

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Education Bandung pada tahun 1992. Institute of Technology in 1992.
Related Experiences 1995. Sebelumnya menjabat sebagai Direktur previously served as Technical Director of PT
Teknik PT Jasamarga Kunciran Cengkareng Jasamarga Kunciran Cengkareng (2017-2018),
(2017-2018), Highway Engineering Planning and Highway Engineering Planning and Development
Development Advisor, Divisi Highway Engineering Adviser, Highway Engineering Planning and
Planning and Development (2016-2017), dan Development Division (2016-2017), and Highway
Highway Engineering Advisor, Divisi Highway and Engineering Adviser, Highway and Traffic
Traffic Engineering (2013-2016). Engineering Division (2013-2016).
Pengangkatan Februari 2018. 6a/2018 dated February 9, 2018.
Legal Basis of
Appointment
Human Capital
Modal Insani
George IMP Manurung
Direktur Utama/President Director of PT Jasamarga Manado Bitung

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Education Bandung pada tahun 1996 dan S2 Business and Institute of Technology in 1996 and Master of
Technology dari University of New South Wales, Business and Technology from University of New
Australia pada tahun 2002. South Wales, Australia, in 2002.
Related Experiences 1996. Sebelumnya menjabat sebagai Direktur previously served as Technical and Operations
Teknik dan Operasi PT Marga Sarana Jabar Director of PT Marga Sarana Jabar (2015-2016),

(2015-2016), Assistant Vice President Toll Road Assistant Vice President of Toll Road Investment
Investment Development, Divisi Toll Road Business Development, Toll Road Business & Development
& Development (2015), dan Pemimpin Proyek Division (2015), and Project Leader of Toll Road
Pembangunan Jalan Tol Bogor Ring Road Seksi 2A Development on Bogor Ring Road Section 2A
(2012-2014). (2012-2014).
Pengangkatan 6 Juni 2016. 6a/2016 dated June 6, 2016.
Legal Basis of
Appointment

Agus Purnomo

Direktur Utama/President Director of PT Jasamarga Pandaan Malang

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil dari Institut Teknologi Earning Bachelor of Civil Engineering from Sepuluh
Education 10 November Surabaya pada tahun 1987. November Institute of Technology, Surabaya, in
1987.
Utama PT Jasamarga Gempol Pasuruan (2015- Jasamarga Gempol Pasuruan (2015-2017), Head of
2017), Head of Internal Audit (2015), dan GM Internal Audit (2015), and GM of Cawang-Tomang-
Cawang-Tomang-Cengkareng (2014-2015). Cengkareng (2014-2015).
Dasar Hukum Akta Pernyataan Keputusan Para Pemegang Deed of Shareholders’ Resolution Outside the
Legal Basis of Jasamarga Pandaan Malang No. 7 tanggal 13 April Pandaan Malang No. 7 dated April 13, 2018.
Appointment 2018.
Djoko Dwijono
Direktur Utama/President Director of PT Jasamarga Jalanlayang Cikampek

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Education Bandung pada tahun 1986 dan S2 Engineering Institute of Technology in 1986 and Master
dari University of Melbourne, Australia pada tahun of Engineering from University of Melbourne,
1994. Australia, in 1994.
Profil Perusahaan
Company Profile
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 02 Juni 1986. Joining Jasa Marga on June 2, 1986, he previously
Related Experiences Sebelumnya menjabat sebagai Direktur Operasi served as Operations Director of PT Trans Lingkar
PT Trans Lingkar Kita Jaya (2015-2016), Head Kita Jaya (2015-2016), Head of Internal Audit
of Internal Audit (2008-2015), dan Kepala Divisi (2008-2015), and Head of Other Business
Pengembangan Usaha Lain (2006-2008). Development Division (2006-2008).
Dasar Hukum Akta Pendirian Perusahaan No. 13 tanggal 24 Deed of Company Establishment No. 13 dated
Pengangkatan November 2016. November 24, 2016
Legal Basis of
Appointment

Direktur Utama/President Director of PT Jasamarga Transjawa Tol

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Management 2018-2019), General Manager 2018-2019), General Manager of Cawang-
Pengangkatan 03 Mei 2019. 6a/2019 dated May 30, 2019.
Legal Basis of
Appointment
Human Capital
Modal Insani
Dedi Krisnariawan Sunoto
Direktur Utama/President Director of PT Jasamarga Japek Selatan

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil dari Universitas Gadjah Earning Bachelor of Civil Engineering from Gadjah
Education Mada pada tahun 1988. Mada University in 1988.
Related Experiences 1989. Sebelumnya menjabat sebagai VP Business previously served as VP of Business Management
Management (2016-2017), VP Corporate Planning (2016-2017), VP of Corporate Planning (2015-
(2015-2016), VP Related Business Development 2016), VP of Related Business Development (2014-
(2014-2015), dan VP Toll Road Business 2015), and VP of Toll Road Business Development

Development (2006-2014). (2006-2014).
Pengangkatan 30 Januari 2018 6a/2018 dated January 30, 2018.
Legal Basis of
Appointment

D. Hari Pratama

Direktur Utama/President Director of PT Jasamarga Probolinggo Banyuwangi

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil dari Institut Teknologi Earning Civil Engineering from Sepuluh November
Education Sepuluh November, Surabaya pada tahun 1995 Institute of Technology, Surabaya, in 1995 and
dan S2 Teknik Sipil dari Queensland University of Master of Civil Engineering from Queensland
Technology, Australia pada tahun 2001. University of Technology, Australia, in 2001.
Related Experiences 1997. Sebelumnya menjabat sebagai Direktur previously served as Development Director of
Pengembangan PT Pilar Sinergi BUMN Indonesia PT Pilar Sinergi BUMN Indonesia (2017), VP of
(2017), VP Related Business Development (2015- Related Business Development (2015-2017), VP
2017), VP Information Technology (2013-2015), of Information Technology (2013-2015), Head of
Pemimpin Proyek Bisnis Pengembangan Properti di Property Development Business Project in the Toll
Koridor Jalan Tol di Jawa Timur (2012-2013), dan Road Corridors in East Java (2012-2013), and Head
Kepala Divisi Pengembangan Usaha Lain (2010- of Other Business Development Division (2010-
2012). 2012).
Pengangkatan Januari 2018. 6a/2018 dated January 8, 2018.
Legal Basis of
Appointment
Raddy R. Lukman
Direktur Utama/President Director of PT Jasamarga Tollroad Operator

Citizenship
Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Teknik Sipil Universitas Indonesia Earning Bachelor of Civil Engineering from
Education (1994) University of Indonesia in 1994.
Profil Perusahaan
Related Experiences 1996. Sebelumnya menjabat sebagai VP Operation previously served as VP of Operation Management
Company Profile
Management (2017-2018), GM Surabaya-Gempol (2017-2018), GM of Surabaya-Gempol (2015-

(2015-2017), dan GM Belmera (2014). 2017), and GM of Belmera (2014).
Pengangkatan 11 September 2019. 6a/2019 dated September 11, 2019.
Legal Basis of
Appointment
Rudy Hardiansyah
Direktur Utama/President Director of PT Jasamarga Tollroad Maintenance

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Education Bandung (1996) dan S2 Magister Teknik Sipil dari Institute of Technology in 1996) and Master of Civil
Universitas Katolik Parahyangan (2010). Engineering from Parahyangan Catholic University
in 2010.
Related Experiences 1997. Sebelumnya menjabat sebagai Plt. Direktur previously served as Acting Technical Director of
Teknik, PT Trans Marga Jatim Pasuruan (2017), PT Trans Marga Jatim Pasuruan (2017), Project
Project Manager, PT Trans Marga Jatim (2013- Manager of PT Trans Marga Jatim (2013-2017),
2017), dan Kepala Bagian Perencanaan Teknik, and Head of Technical Planning Section, Property
Proyek Bisnis Pengembangan Properti di Koridor Development Business Project in the Toll Road
Jalan Tol di Jawa Timur (2012-2013). Corridors in East Java (2012-2013).
Pengangkatan Juli 2019. 6c/2019 dated July 1, 2019.
Legal Basis of
Appointment
Human Capital
Modal Insani
Dian Takdir Badrsyah
Direktur Pengembangan Kawasan/Director of Area Development of PT Jasamarga Related Business

Citizenship

Residency
Desember 2019
Age per December
31, 2019
Riwayat Pendidikan Meraih gelar S1 Structure Engineering dari Earning Bachelor of Structure Engineering from
Education Universitas Trisakti (1994) Trisakti University (1994)
Riwayat Jabatan Bergabung dengan Jasa Marga sejak 2018. Joining Jasa Marga in 2018, her previously served as
Related Experiences Sebelumnya menjabat sebagai Direktur Development Director of PT Pentadinamika Properti
pengembangan PT Pentadinamika Properti (Anak (Pertamina Pension Fund Subsidiary) (2016 - 2018)
Perusahaan Dana Pensiun Pertamina) (2016 – 2018) and Deputy Director of the Agung Podomoro Land
dan Wakil Direktur Project Agung Podomoro Land Project (2013 - 2016)

(2013 – 2016)
Dasar Hukum Akta Pernyataan Keputusan Para Pemegang Deed of Shareholders' Resolution Outside the
Legal Basis of Jasamarga Related Business No. 433 tanggal 27 Related Business No. 433 dated November 27, 2019
Appointment November 2019

PENDIDIKAN DAN/ATAU PELATIHAN DEWAN KOMISARIS, DIREKSI, KOMITE-
KOMITE, SEKRETARIS PERUSAHAAN, UNIT AUDIT INTERNAL, DAN UNIT

MANAJEMEN RISIKO
Education and/or Training of Board of Commissioners, Board of Directors, Committees, Corporate
Secretary, Internal Audit Unit, and Risk Management Unit
PENGEMBANGAN KOMPETENSI DEWAN KOMISARIS

Competency Development of the Board of Commissioners

Tabel Pengembangan Kompetensi Dewan Komisaris Tahun 2019

Table of the Board of Commissioners Competency Development in 2019
Waktu dan Tempat

Materi Pengembangan Kompetensi/
Nama Jabatan Pelaksanaan Penyelenggara
Pelatihan
Name Position Date and Place of Organizer
Subject of Competency Development/Training
Implementation
Sapto Amal Komisaris Utama/ Kerugian Negara dalam BUMN & BUMD: Risiko 08-09 April 2019 Indonesia
Damandari Komisaris Investasi atau Korupsi? Hotel Sheraton Kuta Bali Asia Anti Fraud (AAF)
Independen State Losses in national SOEs & regional SOEs: April 08-09, 2019
President Investment Risk or Corruption? Sheraton Kuta Hotel, Bali
Commissioner/
Konferensi Nasional IIA 2019 24-25 Juli 2019 The Institute Of Internal
Independent
National Conference IIA 2019 Grand Ballroom Alila Solo Auditors Indonesia
Commissioner
July 24-25 2019
Profil Perusahaan
Company Profile
Grand Ballroom Alila Solo

The 1st Asean CPA Conference 2019 16-17 Oktober 2019 Institute Akuntan
Inaya Putri Nusa Dua, Bali Manajemen Indonesia
October 16-17, 2019
Inaya Putri Nusa Dua, Bali
Sugihardjo Komisaris - - -
Commissioner
Muhammad Sapta Komisaris - - -

Murti Commissioner
Agus Suharyono Komisaris - - -
Commissioner
Anita Firmanti Eko Komisaris - - -
Susetyowati Commissioner
Vincentius Sonny Komisaris Luxembourgh ECIIA Conference & On Site 16 - 24 September 2019 Perhimpunan Auditor
Loho Independen Learning 2019 Amsterdam - Brussel – Internal Indonesia
Independent Luxembourg - Paris Indonesian Internal
Commissioner September 16-24, 2019 Auditor Association
Amsterdam-Brussel-
Luxembourg-Paris
PENGEMBANGAN KOMPETENSI DIREKSI

Competency Development of the Board of Directors
Tabel Pengembangan Kompetensi Direksi

Table of Competency Development of the Board of Directors
Waktu dan Tempat

Pelatihan
Name Position Time and Place of Organizer
Implementation
Desi Arryani Direktur Utama Narasumber dalam Seminar Kompas CEO Talks 26 September 2019 Kompas Media
President Director “Masa Depan Jalan Tol Indonesia" Jakarta
Speaker of Kompas CEO Talks "The Future of September 26, 2019
Indonesian Toll Roads" Jakarta
Mohammad Sofyan Direktur Bisnis - - -
Affairs
Subakti Syukur Direktur Operasi - - -
Director of
Operations
Human Capital
Modal Insani
Waktu dan Tempat

Pelatihan
Name Position Time and Venue Organizer
Development Subject Competency/Training
Execution
Adrian Priohutomo Direktur Narasumber acara Rakornas III Kementerian 10 September 2019 Kementerian Pariwisata
Pengembangan Pariwisata dengan Tema: Pengembangan 5 Jakarta Ministry of Tourism
Usaha Destinasi Pariwisata Super Prioritas September 10, 2019
Director of Business Speaker of the National Coordination Meeting Jakarta
Development III of the Ministry of Tourism with the theme:
Development of 5 Super Priority Tourism
Destinations

Donny Arsal Direktur Keuangan Narasumber dalam Workshop Advanced 26 Juli 2019 PT PEFINDO
Director of Finance Analysis of Infrastructure Projects – Case Studies Jakarta
of Power, Toll ways, Seaport and Airport July 26, 2019
Projects “Development and Financing Toll Road Jakarta
Infrastructure Projects
Speaker of the Workshop on Advanced Analysis
of Infrastructure Projects - Case Studies of
Power, Toll Road, Seaport and Airport Projects
"Development and Financing of Toll Road
Infrastructure Projects”
Narasumber dalam Bank Indonesia International 2 Desember 2019 Bank Indonesia
Seminar on Infrastructure 2019 – “Success Story Jakarta

of Jasa Marga as a Pioneer of Highway Project December 2, 2019

under PPP Scheme” Jakarta
Speaker of Bank Indonesia International Seminar
on Infrastructure 2019 - "Success Story of Jasa
Marga as a Pioneer of Highway Project under PPP
Scheme"
Narasumber dalam acara Advancing Sustainable 3 Desember 2019 World Economic Forum
Infrastructure Financing through Capital Markets Jakarta
and Insurance Growth “Alternative Finance December 3, 2019
Instruments for Toll Road Business Development” Jakarta
Speaker of the Advancing Sustainable
Infrastructure Financing through Capital Markets
and Insurance Growth "Alternative Finance

Instruments for Toll Road Business Development"

Certified Professional Management Accountant 16-17 Oktober 2019 Institute Akuntan
Bali Manajemen Indonesia
October 16-17 2019 Indonesian Institute
Bali of Management
Accountants
Alex Denni* Direktur Human Narasumber acara Sharing Session Performance 16 Oktober 2019 OJK
Capital dan Review in Digital Age dengan OJK Jakarta
Transformasi Speaker of Sharing Session Performance Review October 16, 2019
Director of Human in Digital Age with the OJK/FSA Jakarta
Capital and
Transformation Narasumber acara Indonesia Career Evening 25-28 Oktober 2019 YIPA
2019 bersama YIPA (Young Indonesia London, Inggris
Professionals Association) October 25-28, 2019
Speaker of the Indonesia Career Evening 2019 London, England
with YIPA (Young Indonesia Professionals
Association)
Narasumber acara Human Capital National 20 November 2019 PPM
Conference 2019 Jakarta
Speaker of the 2019 Human Capital National November 20, 2019
Conference Jakarta
Narasumber acara Sosialisasi Pemberdayaan 26 November 2019 Kementerian Pendidikan

Organisasi Kemahasiswaan LLDIKTI Wilayah III Jakarta dan Kebudayaan LLDIKTI
Speaker of the LLDIKTI Region III Student November 26, 2019 Wilayah III
Organization Empowerment Socialization Jakarta Ministry of Education
and Culture LLDIKTI
Region III
Narasumber acara Program Pimpinan Madya 5 Desember 2019 Bank Indonesia
Bank Indonesia (SESMABI) angkatan II, tahun Jakarta
2019 December 5, 2019
Speaker for the second batch of the Bank Jakarta
Indonesia Intermediate Leadership Program
(SESMABI), 2019
Waktu dan Tempat

Pelatihan
Implementation
Narasumber acara Workshop Koordinasi, Evaluasi 11 Desember 2019 OJK

Kinerja 2019 dan Rencana Kerja th 2020 OJK Malang
Speaker of the 2019 Coordination Workshop, December 11, 2019

Performance Evaluation and FSA’s 2020 Work Malang
Plan
Internet of Things: Business Implications and Mei 2019 Online Course MIT Management Sloan
Opportunities May 2019 OnlineCourse School
Artificial Intelligence: Implications for Business Agustus 2019 Online MIT Management Sloan
Strategy online Program Course School
August 2019 Online
Course
The Industry 4.0 and Its Risk as the Refresher 27 Agustus 2019 KIRAN Resources
Program of Risk Management Asssessment Jakarta
August 2019
Jakarta
Refreshment Risk Management 27 Agustus 2019 Hotel GP Kiran Resouces
Mega Kuningan Jakarta Indonesia
August 27, 2019
Hotel GP Mega Kuningan
Jakarta
Profil Perusahaan
Company Profile
Indonesia Career Evening 2019 26-31 Oktober 2019 Young Indonesia

London, Inggris Professional Association
October 26-31, 2019
London, Inggris
PENGEMBANGAN KOMPETENSI KOMITE AUDIT

Competency Development of Audit Committee
Tabel Pengembangan Kompetensi Komite Audit

Table of Competency Development of Audit Committee
Waktu dan Tempat

Pelatihan
Implementation
Vincentius Sonny Ketua Luxembourg ECIIA Conference & On Site 16-24 September 2019/ Perhimpunan Auditor
Loho Chairman Learning 2019 September 16-24, 2019 Internal Indonesia
Amsterdam-Brussel- Indonesian Internal
Luxembourg-Paris Auditor Association
Anita Firmanti Eko Anggota - - -
Susetyowati Member
Sugihardjo Anggota - - -
Member
Teguh Indah Anggota - - -
Prastiyo Member
Agita Widjajanto Anggota Konferensi Nasional IIA 2019 24-25 Juli 2019/ The Institute of Internal
Member National Conference IIA 2019 July 24-25, 2019 Auditors Indonesia
Grand Ballroom Alila, Solo
2019 Executive outlook on Big Data, Artificial 23-24 September 2019/ Asia Anti Fraud
Intelligence & Blockhain September 23-24, 2019
The Apurva Kempinski
Nusa Dua, Bali
The 1st Asean CPA Conference 2019 16-17 Oktober 2019/ Institute Akuntan
October 16-17, 2019 Manajemen Indonesia
Inaya Putri Nusa Dua, Bali Indonesian Institute
of Management
Accountants
Training dari International Road Assessment 31 Desember 2019-31 iRAP
Programme (IRAP) On-Line Desember 2020/
December 31, 2019 -
December 31, 2020
Jakarta Online
Human Capital
Modal Insani
PENGEMBANGAN KOMPETENSI KOMITE NOMINASI, REMUNERASI DAN
RISIKO
Competency Development of Nomination, Remuneration and Risk Committee

Tabel Pengembangan Kompetensi Komite Nominasi, Remunerasi dan Risiko
Table of Competency Development of Nomination, Remuneration and Risk Committee
Materi Pengembangan Waktu dan Tempat

Nama Jabatan Periode Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Period Subject of Competency Development/ Time and Place of Organizer
Training Implementation
Sapto Amal Ketua 25 September Kerugian Negara dalam BUMN & 8-9 April 2019 Asia Anti Fraud (AAF)
Damandari Chairman 2018-sekarang BUMD: Risiko Investasi atau Korupsi? Bali

September 25 - State Losses in national SOEs & April 8-9, 2019

Present regional SOEs: Investment Risk or Bali
Corruption?
Konferensi Nasional IIA 2019 24 - 25 Juli 2019 The Institute Of
National Conference IIA 2019 Solo Internal Auditors
July 24-25, 2019 Indonesia
Solo
The 1st Asean CPA Conference 2019 16 - 17 Oktober 2019 Institute Akuntan
Bali Manajemen Indonesia
October 16-17, 2019 Indonesian Institute
Bali of Management
Accountants
Agus Suharyono Wakil Ketua April - - -

Vice Chairman 2017-sekarang
April 2017 -
Present
Muhammad Sapta Anggota April - - -
Murti Member 2018-sekarang
April 2018 -
Present
Tjahjanto Budisatrio Anggota April Konferensi Nasional IIA 2019 24 - 25 Juli 2019 The Institute Of
Member 2017-sekarang National Conference IIA 2019 Solo Internal Auditors
April 2017 - July 24-25, 2019 Indonesia
Present Solo
Konferensi Nasional Profesional 28 - 29 November Lembaga Sertifikasi

Manajemen Risiko VII 2019 Profesi Manajemen

National Conference of Risk Semarang Risiko ( LSPMR
Management Professionals VII November 28-29, Institute for Risk
2019 Management
Semarang Professional
Certification
Abram Elsajaya Anggota April 2016-Juni - - -
Barus Member 2019
April 2016 - June
2019
Chitra Mardi Anggota Juli 2019 - - - -
Rahayuningsih Member sekarang
July 2019 - Present
PENGEMBANGAN KOMPETENSI SEKRETARIS DEWAN KOMISARIS

Competency Development of Board of Commissioner Secretary
Tabel Pengembangan Kompetensi Sekretaris Dewan Komisaris
Table of Competency Development of Board of Commissioner Secretary


Anas Puji Istanto Sekretaris Dewan 1 Januari 2019 - - -

Komisaris – 18 November
Board of 2019
Commissioner January 1, 2019
Secretary - November 18,
2019
Amirur Royanata Sekretaris Dewan 19 November - - -
Komisaris 2019 – 18
Board of November 2022
Commissioners November 19,
Secretary 2019 - November
18, 2022
Profil Perusahaan
Company Profile
PENGEMBANGAN KOMPETENSI SEKRETARIS PERUSAHAAN

Compentency Development of Corporate Secretary
Tabel Pengembangan Kompetensi Sekretaris Perusahaan (Corporate Secretary)
Table of Competency Development of Corporate Secretary


M. Agus Setiawan Corporate 28 April 2017- Pelatihan Fotografi 11-12 Januari 2019/ Lembaga Manajemen
Secretary sekarang Photography Training January 11-12, 2019 Formasi
April 28, 2017 - Jakarta Institute of Formation
Present Management
Workshop Highways in the Digital Age 24 Januari 2019/ Jasa Marga Learning
January 24, 2019 Institute
Jakarta
Sharing session Corporate Culture 26 Februari 2019/ Jasa Marga Learning
"Agility Is The Key To Accelerating Our February 26, 2019 Institute
Transformation" Jakarta
Sharing Session Engaging Effective 26 September 2019/ PT Dunamis Intramitra

Dialogue September 26, 2019
Jakarta
Executive Meeting Better 21 Oktober 2019/ Jasa Marga Learning
Implementation Of Risk Management October 21, 2019 Institute
Jakarta
PENGEMBANGAN KOMPETENSI UNIT INTERNAL AUDIT

Competency Development of Internal Audit Unit
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of Competency Development of Internal Audit Unit
Jumlah Peserta
Materi Pengembangan Kompetensi/Pelatihan Penyelenggara Waktu Pelaksanaan
Number of
Subject of Competency Development/Training Organizer Time of Implementation
Participants
Certified Practisioner Internal Audit Jasa Marga Learning Institute 3-14 Januari 2019 4
January 3-14, 2019
GMAT Preparation Course Lembaga Manajemen Formasi 15 Januari 2019 1
Formation Management Institute January 15, 2019
Pelatihan & Asesmen CPIA Yayasan Pendidikan Internal Audit (YPIA) 14-26 Januari 2019 2
Training and Assessment on CPIA January 14-26, 2019
Pelatihan Risk Based Internal Audit Jasa Marga Learning Institute 6-8 Februari 2019 24
Traning on Risk Based Internal Audit February 6-8, 2019
Human Capital
Modal Insani
Jumlah Peserta

Number of
Participants
Workshop Dasar-dasar audit Internal Yayasan Pendidikan Internal Audit (YPIA) 25-27 Februari 2019 1
Workshop on Internal Audit Basics February 25-27, 2019
Kerugian Negara dalam BUMN & BUMD Risiko Indonesia Asia Anti-Fraud (AAF) 8-9 April 2019 5
Investasi atau Korupsi? April 8-9 2019
Is it State Losses in BUMN & BUMD Investment Risk
or Corruption?
Seminar Energizing Internal Audit "Bridging To Yayasan Pendidikan Internal Audit (YPIA) 24-25 April 2019 4

The Future" April 24-25, 2019

Pelatihan Certified Practitioner of Internal Audit Yayasan Pendidikan Internal Audit (YPIA) 13-24 Mei 2019 1
2019 May 13-24, 2019
Training on Certified Practitioner of Internal Audit
2019
Konferensi Nasional IIA Indonesia Tahun 2019: Institute of Internal Auditors Indonesia 24-25 Juli 2019 4
Empowering Internal Auditors : Embracing The 4IR (IIA) July 24-25, 2019
Diklat Audit Intern Tingkat Lanjutan Yayasan Pendidikan Internal Audit (YPIA) 29 Juli -10 Agustus 2019 5
Training on Advanced Internal Audit July 29 - August 10, 2019
Pendidikan dan Pelatihan Audit Intern Tingkat Yayasan Pendidikan Internal Audit (YPIA) 29 Juli -10 Agustus 2019 5
Lanjutan July 29 - August 10, 2019
Education and Training on Advanced Level of

Internal Audit
Munas & Konferensi Nasional IV FKSPI 2019 FKSPI 21-23 Agustus 2019 3
August 21-23, 2019
Luxembourg ECIIA Conference & On Site Learning Perhimpunan Auditor Internal Indonesia 16-24 September 2019 3
2019 Indonesian Internal Auditor Association September 16-24, 2019
The 1st Asean CPA Conference 2019 Institute Akuntan Manajemen Indonesia 16-17 Oktober 2019 9
Indonesian Institute of Management October 16-17, 2019
Accountants
PENGEMBANGAN KOMPETENSI UNIT MANAJEMEN RISIKO

Competency Development of Risk Management Unit

Tabel Pengembangan Kompetensi Unit Manajemen Risiko
Table of Risk Management Unit Competency Development
Jumlah Peserta
Number of
Participants
Pelatihan dan Sertifikasi Manajemen Risiko Dana Pensiun ADPI Association 28 Januari 2019 1
Training and Certification of Pension Fund Risk January 28, 2019
Management
Pelatihan Risk Based Internal Audit CRMS 6-8 Februari 2019 22
Training on Risk Based Internal Audit February 6-8, 2019
Workshop Integrated Enterprise Risk Management Economic Review 3 Agustus 2019 7
August 3, 2019
Pelatihan Penyusunan Kebijakan Manajemen Risiko dan Deloitte 17-19 September 2019 28
Prosedur Lindung Nilai (Hedging) September 17-19, 2019
Training on Hedging Policies and Procedures
Pelatihan ERM dan Sertifikasi CRA (Certified Risk Associate- IRBA-LSPPM 24-25 Oktober 2019 30
BNSP) October 24-25, 2019
Training on ERM and Certification of CRA (Certified Risk
Associate- BNSP)
Training Of Trainer Risk Management ISO 31000:2018 Interlink 12-13 Oktober 2019 8
October 12-13, 2019
Executive Meeting Better Implementation Of Risk Interlink 21 Oktober 2019 41
Management October 21, 2019
ERM Fundamental & ERMAP/ERMCP Certification ERMA-CRMS Indonesia 2-4 Desember 2019 2
December 2-4, 2019
Risk Beyond 2019 ERMA-CRMS Indonesia 5-6 Desember 2019 2
December 5-6, 2019
ERM Master Class ERMA-CRMS Indonesia 2-4 Desember 2019 1
December 2-4, 2019
PROFIL DEMOGRAFI KARYAWAN
Employee Demography Profiles

JUMLAH KARYAWAN BERDASARKAN LEVEL ORGANISASI
Number of Employees Based on Organizational Level
Tabel Jumlah Karyawan Berdasarkan Level Organisasi Periode 2018-2019
Table of Number of Employees Based on Organizational Levels for 2018-2019 Period
(Dalam satuan orang) (in person)

2019 2018
Level Organisasi
Organization Level Pria Wanita Pria Wanita
Male Female
Total
Male Female Total
Manajemen Puncak/Top Management 74 18 92 65 14 79
Manajemen Madya/Middle Management 183 76 259 152 58 210
Manajemen Dasar/Lower Management 327 137 464 222 117 339
Pelaksana/Implementer 6.140 1.356 7.496 6.317 1.473 7.790
Total 6.724 1.587 8.311 6.756 1.662 8.418
Keterangan/Note:
Manajemen Puncak/Top Management: Corporate Secretary, Group Head, General Manager, Regional Head, Advisor/Adviser, Direktur Anak Perusahaan/
Director of Subsidiary
Manajemen Madya/Middle Management: Department Head, Senior Manager, Deputy General Manager, Senior Specialist
Manajemen Dasar/Lower Management: Manager, Specialist
Profil Perusahaan
Company Profile
Pelaksana/Implementer: Asisten Manajer/Manager Assistant, Senior Officer, Staff, Officer, Teknisi/Technician, Kepala Gerbang Tol/Toll Gate Chief, Kepala Shift/
Shift Head, Pengumpul Tol/Toll Collector, Layanan Jalan Tol/Toll Road Service, Pengemudi/Driver
JUMLAH KARYAWAN BERDASARKAN TINGKAT PENDIDIKAN

Number of Employees Based on Education Level
Tabel Jumlah Karyawan Berdasarkan Pendidikan Periode 2018-2019

Table of Number of Employees Based on Education Level for 2018-2019 Period
2019 2018
Tingkat Pendidikan
Education Level Pria Wanita Pria Wanita
Male Female
Total
Male Female Total
S3 0 0 0 1 0 1
S2 101 31 132 106 28 134
Sarjana dan sederajat/Bachelor and equivalent 1.439 486 1.925 1.466 505 1.971
Diploma 176 50 226 104 26 130

SLTA 4.909 1.018 5.927 5.019 1.103 6.122
Lainnya/Others 99 2 101 60 0 60
Total 6.724 1.587 8.311 6.756 1.662 8.418
JUMLAH KARYAWAN BERDASARKAN STATUS KEPEGAWAIAN

Number of Employees Based on Employment Status
Tabel Jumlah Karyawan Berdasarkan Status Kepegawaian Periode 2018-2019
Table of Number of Employees Based on Employee Status Period 2018-2019
2019 2018
Status Kepegawaian
Employment Status Pria Wanita Pria Wanita
Male Female
Total
Male Female Total
Karyawan Tetap/Permanent Employees 5.250 1.294 6.544 5.613 1.388 7.001

Karyawan Tidak Tetap (Kontrak)/Temporary Employees (Contract) 1.474 293 1.767 1.143 274 1.417
Trainee* 42 20 62 0 0 0
Total 6.766 1.607 8.373 6.756 1.662 8.418
Keterangan: *) Merupakan individu yang bekerja di Jasa Marga dengan memperoleh gaji dan fasilitas sesuai aturan yang berlaku, namun tidak dicatat status
kepegawaiannya di Perseroan.
Note: *) A person who works at Jasa Marga by obtaining salaries and facilities in accordance with applicable regulations, but his employment status is not
recorded at the Company.
Human Capital
Modal Insani
JUMLAH KARYAWAN BERDASARKAN RENTANG USIA
Number of Employees Based on Age Groups

Tabel Jumlah Karyawan Berdasarkan Rentang Usia Periode 2018-2019

Table of Number of Employees Based on Age Groups for 2018-2019 Period
2019 2018
Rentang Usia
Age Group Pria Wanita Pria Wanita
Male Female
Total
Male Woman Total
20-24 1.212 312 1.524 1.087 401 1.488

25-29 1.715 533 2.248 1.681 459 2.140

30-34 854 146 1.000 719 111 830

35-39 350 63 413 346 82 428
40-44 688 189 877 875 231 1.106
45-49 992 129 1.121 1.046 148 1.194
50-54 727 174 901 748 182 930
>54 186 41 227 254 48 302
Total 6.724 1.587 8.311 6.756 1.662 8.418
JUMLAH KARYAWAN BERDASARKAN MASA KERJA

Number of Employees Based on Years of Service
Tabel Jumlah Karyawan Berdasarkan Masa Kerja Periode 2018-2019
Table of Number of Employees Based on Employment Status for 2018-2019 Period
2019 2018
Masa Kerja
Years of Service Pria Wanita Pria Wanita
Male Female
Total
Male Female Total
<3 1.932 334 2.266 2.192 525 2.717

4-5 853 270 1.123 2.009 463 2.472

6-10 1.889 475 2364 117 66 183
11-15 41 4 45 71 17 88
16-20 553 132 685 699 157 856

21-25 760 166 926 814 169 983
26-30 430 83 513 502 121 623
>30 266 123 389 352 144 496
Total 6.724 1.587 8.311 6.756 1.662 8.418
PENGEMBANGAN KOMPETENSI KARYAWAN
Employee Competency Development

KEBIJAKAN PENGEMBANGAN KOMPETENSI
Competency Development Policy
Kebijakan pengembangan kompetensi karyawan di The policy for developing employee competencies in Jasa
lingkungan Jasa Marga diatur dalam Keputusan Direksi Marga is regulated in the Board of Directors Decree No.
No. 185/KPTS/2016 tentang Pengembangan dan 185/KPTS/2016 pertaining Development and Learning of
Pembelajaran Karyawan PT Jasa Marga (Persero) Tbk dan PT Jasa Marga (Persero) Tbk Employees and Decree No.
No. 01/KPTS/2019 tentang Pengelolaan Pembelajaran 01/KPTS/2019 concerning the Management of Learning of
(Learning) PT Jasa Marga (Persero) Tbk yang disahkan pada PT Jasa Marga (Persero) Tbk which was passed on January
tanggal 02 Januari 2019. 02, 2019.
Penentuan program-program pengembangan kompetensi The determination of employee competency development

karyawan didasarkan pada Training Need Analysis (TNA) programs is based on Training Need Analysis (TNA)
yang ditentukan berdasarkan job description setiap according to the job description of each level of position.
level jabatan. Seluruh karyawan dalam level organisasi All employees at the organizational level have the same
memiliki kesempatan yang sama dalam pengembangan opportunity in developing their competencies.
kompetensi.
PENGEMBANGAN KOMPETENSI BERDASARKAN LEVEL JABATAN

Competency Development Based on Position Level
Profil Perusahaan
Company Profile
Wujud dari komitmen Jasa Marga dalam memberikan The manifestation of Jasa Marga's commitment in
kesempatan yang sama bagi para pegawainya dalam providing equal opportunities for its employees in terms
hal pengembangan kompetensi dapat dilihat pada tabel of competency development can be seen in the following
berikut: table:
Tabel Pengembangan Kompetensi Berdasarkan Level Jabatan Tahun 2019

Table of Competency Development Based on Position Level 2019

Nama Pelatihan Jumlah Peserta
Level
Name of Training Number of Participants
BOC Konferensi 2019 Executive Outlook 1

Executive Outlook Conference 2019
Online Course International Road Assessment Programme (IRAP) 1
BOD Online Short Course MIT Sloan Internet of Things 1
Online Short Course MIT Sloan : Artificial Intelligence : Implications For Business Strategy 1
Refresh Risk Management 1
The Six Question Process: Coaching For Leaders 1
Workshop Highways in the Digital Age 3

Certified Professional Management Accountant (CPMA) 1
BOD-1 25th APQO International Conference 1
26th ITS World Congress Singapore 1
Benchmark ITS dan ETC Jepang 1
Benchmark ITS dan ETC Korea Selatan 1
Benchmark ITS dan ETC Taiwan 1
Bimbingan Teknis Pengenalan e-Arsip dengan Aplikasi SKID 1
Technical Guidance for Introduction to e-Archives with SKID Application
Bimbingan Teknis Sertifikasi Insinyur Indonesia 2
Technical Guidance for Indonesian Engineer Certification
Conference & Indonesia Human Capital Award V 2019 3
Digital Leadership 1
Diklat Audit Intern Tingkat Lanjutan 1
Advanced Internal Audit Training
Disciplines Of Execution for Sustainable 3
Disciplines Of Execution for Sustainable 2nd Session 2
ECIIA Luxembourg European Conference 2019 1
Executive Meeting Better Implementation Of Risk Management 47
ICA International Confrence 2019 1
Indonesia Development & Business Summit 2019 1
Key User Training ERP SAP S/4 HANA 1
Human Capital
Modal Insani

Level
Konferensi Nasional IIA Indonesia Tahun 2019 : Empowering Internal Auditors : Embracing The 4IR 2
Indonesian National Conference IIA 2019: Empowering Internal Auditors: Embracing The 4IR
Konsinyering Implikasi Penerapan PSAK 71, 72 dan 73 1
Consignment Implications of the Application of PSAK 71, 72 and 73
Loop Certified Professional Coach Program 1
Manajemen Umum Dana Pensiun 4
General Management of Pension Funds


Pelatihan & Sertifikasi Manajemen Umum Dana Pensiun 1
Training and Certification of Pension Fund General Management
Pelatihan Business Intelligence For Financial Analysis Using Power BI 2
Training on Business Intelligence For Financial Analysis Using Power BI
Pelatihan Certified Practitioner of Internal Audit 2019 1
Training for Certified Practitioners of Internal Audit 2019
Pelatihan Certified Procurement Officer Batch 2 1
Training for Certified Procurement Officers Batch 2
Pelatihan Certified Risk Management Profesional 1
Training for Certified Risk Management Professionals

Pelatihan dan Sertifikasi Kompetensi Ahli Muda K3 Konstruksi 1
Training and Competency Certification for OHS Young Experts in Construction
Pelatihan dan Sertifikasi Manajemen Risiko Dana Pensiun 4
Training and Certification of Pension Fund Risk Management
Pelatihan dan Sertifikasi Pengadaan Barang dan Jasa 1
Training and Certification of Goods and Services Procurement
Pelatihan Extending Data Model and Visualization 2
Training on Extending Data Model and Visualization
Pelatihan Financial Modeler AP dan APUL 2
Training on Financial Modeler of AP and APUL
Pelatihan Fotografi 2

Training on Photography

Pelatihan ISO 37001 Anti Bribery Management 2
Training on ISO 37001 Anti Bribery Management
Pelatihan Pendidikan Profesi Himpunan Konsultan Hukum Pasar Modal Dasar 2 1
Training on Capital Market Legislation Basic 2
Pelatihan Penyusunan Kebijakan Dan Prosedur Lindung Nilai (Hedging) 2
Pelatihan Perencanaan Transportasi 2
Training on Transportation Planning
Pelatihan Perhitungan Aktuaria Sesuai PSAK 24 2
Training on Actuarial Calculation According to PSAK 24
Pelatihan Perpajakan Korporasi Indonesia 1
Training on Indonesian Corporate Taxation
Pelatihan Risk Based Internal Audit 6
Training on Risk Based Internal Audit
Pelatihan Time Intelligence and Best Practice In Jasa Marga 2
Training on Time Intelligence and Best Practice In Jasa Marga
Workshop Money Management & Psychology Trading 1
Pendidikan dan Pelatihan Audit Intern Tingkat Lanjutan 1
Education and Training on Internal Audit of Advanced Level
Seminar on CEO Mentoring 4
Seminar on Energizing Internal Audit "Bridging To The Future" 2
Seminar Penegakan Hukum Tindak Pidana Korporasi di BUMN 1
Seminar on Corporate Criminal Law Enforcement in SOEs
Seminar Teknologi Aspal Karet Untuk Efisiensi Pembangunan Jaringan Jalan di Indonesia 2
Seminar on Rubber Asphalting Technology for Efficient Road Network Construction in Indonesia
Sertifikasi Manajemen Umum Dana Pensiun 4
Pension Fund General Management Certification

Level
Sharing Session Berani Bicara Itu Luar Biasa 1

Sharing Session: Dare to Speak Up Is Magnificent
Sharing Session Corporate Culture "Agility Is The Key To Accelerating Our Transformation" 16
Sharing Session Peran Serta Jalan Tol Dalam Perbaikan Sistem Transportasi di Indonesia
Sharing Session Peran Serta Jalan Tol Dalam Perbaikan Sistem Transportasi di Indonesia 1
Sharing Session The Role of Toll Roads in the Improvement of Transportation Systems in Indonesia
Sharing Session Public Overview Engaging 1
Sharing Session Thought Leadership Session 1
Sosialisasi Aplikasi ERP_SAP Modul FM (Fund Management) dan MM (Material Management) 1
Socialization of ERP_SAP Module FM (Fund Management) and MM (Material Management)
Applications
Sosialisasi JetRoadster Academy Management Trainee Program 2019 6
Socialization of JetRoadster Academy Management Trainee Program 2019
Sosialisasi KIK DINFRA Pada Puas Tol Gempol-Pandaan 7
Socialization of KIK DINFRA on Gempol-Pandaan Toll Road
Profil Perusahaan
Company Profile
Sosialisasi UU Konstruksi 1
Socialization of Construction Law
Strategic Business Analysis 3
The 1st ASEAN CPA Conference 2019 1
The 4th Asia-Pacific Human Resources Forum 2
The Agile Way in Business 4
Training Of Trainer Risk Management ISO 31000 : 2018 1
Ujian Certified Procurement Officer Batch 2 1

Tests for Certified Procurement Officers Batch 2
Workshop Dasar-Dasar Audit Internal 1
Workshop on Audit Internal Introduction
Workshop on Highways in the Digital Age 26
Workshop on Innovation Competition Design Thinking 2
Workshop Kerugian Negara dalam BUMN & BUMD Resiko Investasi atau Korupsi 1
Workshop on State Losses in National & Regional SOEs, Investment Risks or Corruption
Workshop Peluang Bisnis & Regulasi Fintech, IOT dan Data Sevices Bandung 2
Workshop on Business Opportunities & Regulations of Fintech, IoT and Data Services, Bandung
Workshop Pemantapan Content JM-Click 1

Workshop on JM-Click Content Strengthening
Workshop Sosialisasi UU Konstruksi No 2 thn 2017 2
Workshop on Socialization of Construction Law No. 2 Year 2017
BOD-2 25th APQO International Conference 2
Appiled Project Management 1
Dynamic Problem Solving and Decision Making 1
Financial Analyst 1
Hi Impact Negotiation Technique 1
Benchmark IOT Lab Korea Selatan 1
Benchmark ITS dan ETC Jepang 3
Benchmarks of ITS and ETC Japan
Benchmark ITS dan ETC Korea Selatan 3
Benchmarks of ITS and ETC South Korea
Benchmark ITS dan ETC Taiwan 3
Benchmarks of ITS and ETC Taiwan
Business Strategic Management 1
Certification Certified Risk Associate 1
Certified Financial Planner Review 1
Human Capital
Modal Insani

Level

DX Summit 2019 2
GMAT Preparation Course 1
ICA International Confrence 2019 2
Indonesia Development & Business Summit 2019 3
Internasional Leadership Talk 2

Leading In Fast Changing Digital Age 1
Learning Site Visit Jalan Tol Jasamarga Jalanlayang Cikampek - Loading Test Jembatan 2
On-Site Visit Learning on Jasa Marga’s Jakarta-Cikampek Elevated - Bridge Loading Test
Loop Certified Professional Coach Program 2
Munas & Konferensi Nasional IV FKSPI 2019 2
National Conference and IV National Conference FKSPI 2019

Pelatihan & Sertifikasi ERP Fundamental 2
Training and Certification of ERP Fundamental
Pelatihan 7th Human Capital National Conference 1
Training on 7th Human Capital National Conference
Pelatihan Ahli K3 Umum Batch-4 3
Training for Experts on General OHS Batch 4
Pelatihan Antikorupsi SPI BUMN/D 1
Training of Anti-corruption SPI of national/regional SOEs
Pelatihan Auditor K3 1
Training of Occupational Health and Safety (OHS) Auditors


Pelatihan Data Management Business Analytics 1
Training on Data Management Business Analytics
Pelatihan Digital Marketing Leaders Summit Singapore 1
Training on Digital Marketing Leaders Summit Singapore
Pelatihan Finance For Non Finance Profesional 16
Training on Finance For Non Finance Professionals
Pelatihan General Bussiness Management 2
Training on General Business Management
Pelatihan K3 Umum 2
Training on General OHS
Pelatihan Lansekap Tingkat Dasar 1
Basic Landscape Training
Pelatihan Outsmart Disruption era Through Agile Management Practices 1
Training on Outsmart Disruption era Through Agile Management Practices
Pelatihan Pengadaan Barang dan Jasa Dengan Metode Swakelola 4
Training on Procurement of Goods and Services Using Self-Management Method

Pelatihan People Analytic : Membangun Kekuatan Sumber Daya Manusia Berbasis Data 1
Training on People Analytic: Building Strength in Human Resources Based on Data

Level


Pelatihan PSAK 71-72-73 18
Training on PSAK 71-72-73
Pelatihan Sertifikasi Pengadaan Barang dan Jasa 2
Training on Procurement
Pelatihan Sistem Manajemen Mutu, K3 dan Lingkungan Batch 1 7
Training on Quality Management System, OHS and Environment Batch 1
Pelatihan Sistem Manajemen Mutu, K3 Dan Lingkungan Batch 2 5
Profil Perusahaan
Company Profile
Pelatihan Source Of Funding and Investment Decision For Non Finance 15

Training on Source Of Funding and Investment Decision For Non Finance
Pelatihan Tool & Techniques I - New Internal Auditor 1
Training on Tool & Techniques I - New Internal Auditor
Pelatihan Update Peraturan Perpajakan 5

Training on Tax Regulations Updates
Pelatihan Update PSAK Efektif 2020 6
Training on Effective PSAK Update 2020
Pendidikan Chartered Financial Analyst 1
Education for Chartered Financial Analysts
Power Of Leadership Training 1
PwC Leadership Series "BUMN Hadir Untuk Negeri" 1
PwC Leadership Series "SOEs is Present for the Country"
Rakor kegiatan uji kompetensi tenaga kerja Kontruksi TA.2019 1
Coordination Meeting of Construction Workforce Competency Test Activities Fiscal Year 2019
Seminar on 10th Indonesia Building Management Summit 1

Seminar on Art Making Hope Happen 1

Seminar on Empowering Digital Innovation Culture 2019 1
Seminar on Empowering Future Leader 2
Seminar Menciptakan SDM Unggul di Industri Kontruksi 1
Seminar on Creating Excel HR in the Construction Industry
Seminar Tantangan SDM Milenial BUMN dalam Industri 4.0 1
Seminar on Challenges Faced by Millennial HR of SOEs in Industry 4.0
Seminar Teknologi Aspal Karet Untuk Efisiensi Pembangunan Jaringan Jalan di Indonesia 2
Seminar on Rubber Asphalting Technology for Efficient Road Network Construction in Indonesia
Sharing Session: Disciplines Of Execution For Subtainable Success (Session 3) 3
Sharing Session: On Delegation: Set Up Your Team to Get Result 1
Sharing Session: Berani Bicara Itu Luar Biasa 4
Sharing Session: Boost Employee Engagement & Drive Better Business 1
Sharing Session: Corporate Culture "Agility Is The Key To Accelerating Our Transformation" 25
Sharing Session Corporate Learning for Business Impact 1
Sharing Session Developing "Ready-Now" Mid To Senior Leaders 1
Sharing Session Pekerjaan Design and Build Renovasi IOT Lab Jasa Marga 6
Sharing Session: Work of Jasa Marga IOT Lab's Design and Building Renovation
Sharing Session: The Role of Toll Roads in the Improvement of Transportation Systems in Indonesia
Human Capital
Modal Insani

Level

Applications


The 7th Indonesia Risk Management Summit tanggal 30-31 Oktober 2019, The Ritz Carlton 1
Hotel, Kuningan Jakarta
The Agile Way in Business 2
Training & Sertifikasi Pelaksanaan Tata Kelola 1
Training and Certification of Governance Implementation
Training Enterprise Risk Management For CRA Certification 7


Workshop Annual Report Berbasis kriteria ARA 2018 1
Workshop Building Information Modelling 1
Workshop CCE University of Sydney Critical and Creative Thinking 1
Workshop Escaping The Old Power Training 1
Workshop Estimasi Perhitungan dan Penetapan Skala Upah/Gaji 2019 1
Workshop on Estimation of Calculation and Determination of Wage/Salary Scales 2019

Workshop Innovation Competition Design Thinking 12

Workshop Menjadi Humas BUMN Yang Andal 1
Workshop on Becoming Reliable Public Relations Officers of SOEs
Workshop Penanganan & Strategi Arbitrase Internasional 1
Workshop on International Arbitration Handling & Strategy
Workshop Sosialisasi UU Konstruksi No 2 thn 2017 2
Workshop on Construction Law No. 2 of 2017 Socialization
Workshop on The Role of Directors in Implementing The Asean CG Scorecard 1
BOD-3 Asia Pasific Road Safety Seminar 2019 1
Briefing & Sosialisasi Satgas Lebaran Tahun 2019 33
Briefing & Socialization of the Eid Task Force in 2019
Briefing Executive ISO 37001: 2016 1
Building Corporate Culture 2
Certified Associate in Project Management (CAPM) 1
Certified Practisioner Internal Audit 2
Conference FORWARD 1
DX Summit 2019 1

Level
ISPACS 2019 8
Keikutsertaan dalam Conference & Workshop "Digital Construction Day 2019" 1

Participating in Conference & Workshop "Digital Construction Day 2019"
Knowledge &Experience Digital Innovative Learning 1
Konferensi Nasional Teknik Jalan ke 10 1
10th National Road Engineering Conference
Launching JM-Click 43
Leadership CAFE 1
Profil Perusahaan
Company Profile

Pelatihan Antikorupsi SPI BUMN/D 1
Training of Anti-corruption SPI of national/regional SOEs

Pelatihan Certified Securities Analyst (CSA) 2
Training for Certified Securities Analysts (CSA)
Pelatihan dan Sertifikasi Kompetensi Ahli Muda K3 Konstruksi 1
Training and Competency Certification for OHS Young Experts in Construction

Pelatihan Financial Aspects On Feasibility Study 1

Training on Financial Aspects On Feasibility Study
Pelatihan Formal Learning Strategi Bisnis Analis, Pembelian Raket Teknis dalam Pelatihan 1
Formal Learning Strategic Business Strategy Training, Purchasing Technical Racket in Training
Pelatihan Fortigate Firewall 1
Training on Fortigate Firewall
Pelatihan Intermediate Financial Modelling Dan Certified Financial Planner Review 1
Training on Intermediate Financial Modelling Dan Certified Financial Planner Review
Pelatihan Introduction to Project Management Principles and practices Speciliazation 1
Training on Introduction to Project Management Principles and Practices Specialization
Pelatihan K3 Umum 4
Pelatihan Knowledge On Enterprise IT Architecture (TOGAF) 1
Training on Knowledge On Enterprise IT Architecture (TOGAF)
Pelatihan Outsmart Disruption era Through Agile Management Practices 3
Training on Outsmart Disruption era Through Agile Management Practices
Pelatihan Pengembangan Web-based App dengan Yii Framework 3
Training on Web-based App Development with Yii Framework
Human Capital
Modal Insani

Level
Pelatihan Peningkatan Hak Konstitusional 1

Training on Enhancement of Constitutional Rights
Pelatihan Penyelamatan Kecelakaan Di Jalan Tol Batch-2 2
Training on Rescuing Toll Road Accidents Batch 2
Pelatihan Penyelamatan Pada Kecelakaan Di Jalan Tol batch-1 4


Pelatihan Project Management Inbound 1
Training on Project Management Inbound


Pelatihan sertifikasi ahli muda K3 Konstruksi SKA LPJK 1
Training and Certification for OHS Young Expert Experts in Construction of SKA LPJK


Training on Tool & Techniques I - New Internal Auditors
Pelatihan Traffic Flow Simulation 7
Training on Traffic Flow Simulation
Pelatihan Training Basic Accounting 1
Basic Accounting Training
Training on Tax Regulations Update
Pelatihan Windows Server 1
Training on Windows Server
Pendidikan Chartered Financial Analyst 1
Education on Chartered Financial Analyst
Pendidikan Financial Management 3
Financial Management Education
PwC Leadership Series "BUMN Hadir Untuk Negeri" 2
PwC Leadership Series "SOEs are Here for the Country"
Report 7 Habits Assignment JetRoadster Academy 12
Scrum Certification Prep + Scrum Master + Agile Scrum Training, Business Analyst Fundamentals 1
Seminar 10th Indonesia Building Management Summit 1
Seminar Rehabilitasi & Mitigasi Pasca Bencana Gempa Palu September 2018 3
Seminar on Post-Disaster Rehabilitation & Mitigation in Palu, September 2018

Level


Sharing Session : Disciplines Of Execution For Subtainable Success (Session 3) 5
Sharing Session: Delegation: Set Up Your Team to Get Result 2
Sharing Session Boost Employee Engagement & Drive Better Business 1
Sharing Session Connect With your Team Through 1-On-1S 2
Sharing session Corporate Culture "Agility Is The Key To Accelerating Our Transformation" 4
Sharing Session Corporate Learning for Business Impact 2
Sharing Session Developing "Ready-Now" Mid To Senior Leaders 1
Sharing Session Foster A Culture Of Getting The Most Important Things Done 1
Profil Perusahaan
Company Profile
Sharing Session Public Overview Engaging 1

Sharing Session Why First Level Leader Fails? How to Build a Great First Level Leader 1
Short Couse Akuntasi Dasar 1
Basic Accounting Short Course

Applications
Sosialisasi KIK DINFRA Pada Ruas Tol Gempol-Pandaan 9
Training Building Information Modelling 1

Workshop Advanced Analysis of Infrastructure Projects 1
Workshop Annual Report Berbasis kriteria ARA 2018 1
Annual Report Workshop Based on 2018 ARA criteria
Workshop Building Information Modelling 3
Workshop Certified Human Resources Program Executive (Adang kuswanda) 1
Workshop Certified Human Resources Program Executive (Tono Sudarmadi) 1
Workshop Corporate Lawyer Skill For Development & Superblock 1
Workshop Design Sprint+Innovation Class 1
Workshop Escaping The Old Power Training 1
Workshop Estimasi Perhitungan dan Penetapan Skala Upah/Gaji 2019 1
Workshop on Estimation of Calculation and Determination of Wage/Salary Scales 2019
Workshop Infografis dan Videografis 1
Workshop on Infographic and Videographic
Workshop Model Penyelesaian Perselisihan Hubungan Industrial Perusahaan 1
Workshop on the Company’s Industrial Dispute Settlement Models
Workshop Nasional Sinergitas Pertanahan 1
National Workshop on Land Synergy
Worshop Certified Human Resources Program 1
Human Capital
Modal Insani

Level
BOD-4 26th ITS World Congress 2019 Singapore 3

Benchmark IOT Lab Korea Selatan 1
South Korean Lab IoT Benchmark
Professional Certificate Program: Fundamentals of Digital Marketing, Social Media, and 1
E-Commerce

Briefing & Socialization of the Eid al-Fitr Task Force of 2019
Briefing Executive ISO 37001: 2016 1
Certified Practisioner Internal Audit 2
Course BarkeleyX: The Science of happiness at work Profesional Certificate 1
Course Introduction to Computer cience, Mobile App development with React Native 1
Design Thinking As a Strategy For Innovation 22

Design Thinking For Business Innovation 19

Edx Professional Certificate Program: Blockchain for Business Professional Certificate 1
Group Coaching - ODP Journey 2019 Batch 1 22
International Confrence On Earthquake Engineering and Disaster Mitigation 1
ISPACS 2019 2
JetRoaster Academy Management Trainee Program Kopassus 2019 10

Kursus Daring (Udemy) 1
Online Course (Udemy)
Lokakarya Kiat dan Strategi Penyusunan HPS 2
Workshop on Tips and Strategies for Developing HPS
Munas & Konferensi Nasional IV FKSPI 2019 1
National Meeting and Conference IV FKSPI 2019
Online Assessment 1st Lap - JetRoadster Academy Management Trainee Program 2019 18
Online Course Udemy ( Business Intelligence ) 1
Online Course Udemy Statistical for Data Science Course 2019 1
Online Group Coaching With Profesional - JetRoadster Academy Management Trainee Program 19
2019
Pelatihan & Asesmen CPIA 5
CPIA Assessment and Training

Level
Pelatihan Data Management Business Analytics 1

Training on Data Management Business Analytics
Pelatihan Design Thinking A Method For Creative Problem Solving 19

Training on Design Thinking A Method For Creative Problem Solving
Pelatihan Disiplin dan Mental Office Development Progam (ODP) 2019 Kopassus 43
Training on Office Development Program (ODP) in Discipline and Mentality 2019 Kopassus
Pelatihan Fortigate Firewall 2
Training on Fortigate Firewall
Profil Perusahaan
Company Profile
Pelatihan K3 Umum 4
Pelatihan Mastering and Managerial Accounting For non Financial Officer 1
Training on Mastering and Managerial Accounting For non Financial Officer

Pelatihan Peningkatan Hak Konstitusional 1
Training on Enhancement of Constitutional Rights
Pelatihan Penyelamatan Kecelakaan Di Jalan Tol Batch-2 1
Pelatihan Professional Financial Modeler 1
Training on Professional Financial Modeler
Pelatihan Rescue Batch 2 1
Rescue Training Batch 2
Human Capital
Modal Insani

Level

Pelatihan Traffic Flow Simulation 1
Training on Traffic Flow Simulation

Training on Tax Regulations Updates

Effective PSAK Update Training 2020
Pelatihan Windows Server 1
Training on Windows Server
Penggantian Biaya Edx Professional Certificate Program 1
Reimbursement of Edx Professional Certificate Program Fees
Power Of Leadership Training 1
Reconnect Session 7 Habits Of Highly Effective People - Edition 4.0 21

Report 7 Habits Assignment JetRoadster Academy 19
Seminar Art Making Hope Happen 1
Seminar Energizing Internal Audit "Bridging To The Future" 2
Seminar Penegakan Hukum Tindak Pidana Korporasi di BUMN 1
Seminar on Corporate Criminal Law Enforcement in SOEs

Sharing session: Corporate Culture "Agility Is The Key To Accelerating Our Transformation" 1

Sharing Session: Foster A Culture Of Getting The Most Important Things Done 1
Sharing Session: Peran Serta Jalan Tol Dalam Perbaikan Sistem Transportasi di Indonesia 1
Sharing Session: Why First Level Leader Fails? How to Build a Great First Level Leader 1
Sience Foundation, Bring your Data Visualization to Life 1
Applications
Sosialisasi JM Click di PT JSM 2
Socialization of JM Click at PT JSM
The 7 Habits Of Highly Effective People 62
TOT Sertifikasi Nasional Bidang Pelatihan KKNI Lev 3 Sub Bid Metodologi Pelatihan 11-13 Nov 1
TOT National Certification in the Field of Training on KKNI Level 3 with Subject of Training
Methodology Nov 11-13
Training Intro to Python for Data Science by hacktiv8 1
Workshop Design Sprint+Innovation Class 1
Workshop Menghindari 10 Kesalahan Dalam Persiapan Pensiun 1
Workshop on Avoiding 10 Mistakes in Preparing Retirement

Level
Workshop Model Penyelesaian Perselisihan Hubungan Industrial Perusahaan 1

Workshop on the Company’s Industrial Dispute Settlement Models

BOD-5 Beat The Challenge Entrepreneurship Training Batch 16 Jakarta 1

Bimbingan Teknis Perpajakan HRD 1
Taxation Technical Guidance for HRD
BUMN Marketeers Club ke 62 1
The 62nd SOE Marketeers Club
Crash Program - Pilot Project Foundation of Programming 23
Profil Perusahaan
Company Profile

International Leadership Talk
Pelatihan K3 Umum 5

Pelatihan Lansekap Tingkat Mahir 1
Advanced Landscape Training
Training on Tool & Techniques I - New Internal Auditors
Human Capital
Modal Insani

Level

Seminar Menciptakan SDM Unggul di Industri Kontruksi 1
Seminar on Creating Excel HR in the Construction Industry
Seminar Rehabilitasi & Mitigasi Pasca Bencana Gempa Palu September 2018 1

Seminar on Post-Disaster Rehabilitation & Mitigation in Palu, September 2018

Sharing Session: Peran Serta Jalan Tol Dalam Perbaikan Sistem Transportasi di Indonesia 1
Applications

Sosialisasi JM Click di PT JSM 1

Socialization of JM Click at PT JSM
Workshop Nasional Sinergitas Pertanahan 1
National Workshop on Land Synergy

BOD-6 Beat The Challenge Entrepreneurship Training Batch 16 Jakarta 2

Crash Program - Pilot Project Foundation of Programming 31
Training on Procurement of Goods and Services Using the Self-Management Method
Training of Rescuing Toll Road Accidents Batch 1
Sertifikasi Kendaraan Spesifikasi Khusus Komo 19
Certification for Special Specification Vehicles called Komo
Sharing Session : Disciplines Of Execution For Subtainable Success (Session 3) 5

Level

Applications
Socialization of KIK DINFRA on Gempol - Pandaan Toll Road
Workshop Infografis dan Videografis 1
Workshop on Infographic and Videographic
Total Jumlah Peserta 2.171
Total Participants
Profil Perusahaan
Company Profile
Keterangan Level Jabatan/Note on Position Level:

BOC: Dewan Komisaris/Board of Commissioners
BOD: Direksi/Board of Directors
BOD-1: Corporate Secretary, Group Head, General Manager, Regional Division Head, Advisor/Adviser, Direktur Entitas Anak/Director of Subsidiary
BOD-2: Department Head, Senior Manager, Senior Specialist, Deputy General Manager
BOD-3: Manager, Specialist
BOD-4: Asisten Manajer/Manager Assistant, Kepala Gerbang Tol/Head of Toll Gate
BOD-5: Senior Officer, Kepala Shift/Shift Head

BOD-6: Officer, Petugas Pelaksana/Implementer
Tabel Persentase Partisipasi Peserta untuk Setiap Level Jabatan Tahun 2019
Table of Percentage of Participant in Trainings for Each Position in 2019
Level Jabatan Persentase Keikutsertaan Peserta (%)

No
Position Level Participation Percentage (%)
1 BOC, BOD, & BOD-1 91%

2 BOD-2 97%
3 BOD-3 99%
4 BOD-4 92%
5 BOD-5 79%
6 BOD-6 69%
Tabel Persentase Partisipasi Pria dan Wanita Dalam Pelatihan Tahun 2019
Percentage of Male and Female Participating in Trainings in 2019
Persentase Partisipasi (%)

Level Jabatan Participation Percentage (%)
No
Position Level Pria Wanita
Male Female
1 BOC, BOD, & BOD-1 92% 89%

2 BOD-2 98% 97%
3 BOD-3 99% 98%
4 BOD-4 92% 92%
5 BOD-5 78% 84%
6 BOD-6 67% 75%
Human Capital
Modal Insani
EVALUASI PELAKSANAAN PENGEMBANGAN KOMPETENSI
Evaluation of Competency Development Implementation

Perseroan secara rutin menggelar evaluasi yang The Company regularly conducts evaluation before

dilaksanakan sebelum pelatihan, pada saat pelatihan training, during training and after training. The evaluation
dan setelah pelatihan. Evaluasi lebih difokuskan pada is focused on reviewing the process, the results, and the
peninjauan kembali proses, menilai hasil, serta dampak impact of training on the performance of human resources.
pelatihan terhadap kinerja sumber daya manusia. Evaluasi The evaluation also has a correction function to make the
juga memiliki fungsi koreksi menuju program pelatihan training program more systematic, effective and efficient.
yang sistematis, efektif dan efisien. Selain itu, hasil evaluasi In addition, the evaluation results will provide feedback for
akan memberikan feedback untuk kelangsungan program the next training program.
pelatihan selanjutnya.

BIAYA PENGEMBANGAN KOMPETENSI
Competency Development Cost
Hingga Desember 2019, Perseroan telah merealisasikan Until December 2019, the Company has spent Rp32.7
biaya pengembangan kompetensi bagi pegawai sebesar billion for employee competency development. The figure
Rp32,7 miliar. Angka tersebut menurun sebanyak decreased by Rp3.4 billion or -9.6% compared to the
Rp3,4 miliar atau sebesar -9,6% dibandingkan tahun previous year. This decrease is due to the change of learning
sebelumnya. Penurunan ini dikarenakan adanya programs that previously were more in the form of in-class
pengalihan program pembelajaran yang semula lebih learning (face-to-face lectures) to digital learning which in

banyak berupa pembelajaran in-class (kuliah tatap muka) turn has an impact on the efficiency of supporting costs
menjadi digital learning yang pada akhirnya berdampak such as for transportation and accommodation.
pula pada efisiensi terhadap biaya pendukung seperti
biaya transportasi dan akomodasi.
Tabel Biaya Pengembangan Kompetensi Periode 2018-2019

Table of Competency Development Cost for 2018-2019 Period
(dalam jutaan Rupiah) (in million Rupiah)
Biaya Pengembangan Kompetensi Pertumbuhan

Competency Development Cost Growth

dalam Rupiah dalam persen
2019 2018
in Rupiah in percentage
32.794,21 36.291,37 (3.497,17) - 9,6%
Komposisi Pemegang Saham
Composition of Shareholders
Tabel Komposisi Pemegang Saham Jasa Marga Hingga 31 Desember 2019

Table of Jasa Marga Shareholder Composition as of December 31, 2019
Persentase
Pemegang Saham Jumlah Pemegang Saham Jumlah Saham

Percentage
Shareholderds Number of Shareholders Number of Shares
(%)
Pemerintah Indonesia
Indonesian Government
Saham Dwi Warna
1
Dwi Warna Share
Saham Seri B
1 5.080.509.839 70,00%
Shares Series B
Total 1 5.080.509.840 70,00%
Pemodal Nasional
National Investors
Perorangan Indonesia
13.727 106.511.796 1,47%
Indonesian Individuals
Profil Perusahaan
Company Profile
LBG/BDN Usaha Indonesia

Indonesian Business Institutions/ 170 616.372.214 8,49%
Entities
Asuransi
112 372.753.658 5,14%
Insurance
Yayasan
11 12.592.847 0,17%
Foundations
Koperasi
4 263.081 0,00%
Cooperatives
Reksadana
314 327.439.502 4,51%
Mutual Funds
Sub Total 14.338 1.435.933.098 19,78%
Pemodal Asing
Foreign Investors
Perorangan Asing
116 2.421.144 0,03%
Foreign Individuals
Badan Usaha Asing
575 739.007.118 10,18%
Foreign Business Entities
Sub Total 691 741,428,262 10,22%
TOTAL 15.030 7.257.871.200 100%
Komposisi Pemegang Saham Jasa Marga

Composition of Jasa Marga’s Shareholders
10.22% 8.49%
Pemodal Asing Institusi Indonesia
Foreign Investors Indonesian Business
Institutions/Entities
0.17%
Yayasan 5.14%
Asuransi
Foundations
Insurance
0.00%
Koperasi
Cooperatives 4.51%
1.47% Reksa Dana
Perorangan Indonesia Mutual Funds
Human Capital
Modal Insani
KOMPOSISI 20 PEMEGANG SAHAM TERBESAR
Composition of 20 Top Shareholders

Tabel Komposisi 20 Pemegang Saham Terbesar Jasa Marga Hingga 31 Desember 2019

Table of 20 Jasa Marga's Largest Shareholders as of December 31, 2019
Persentase
Nama Pemegang Saham Jumlah Saham
No. Percentage Status
Shareholder’s Name Number of Shares
(%)
1. Negara Republik Indonesia 5.080.509.840 70,00 Negara Republik Indonesia/ State of

Republic of Indonesia
2. DJS Ketenagakerjaan Program JHT 247.524.233 3,41 Institusi Domestik/ Domestic Institution
3. PT Taspen 159.509.900 2,20 Institusi Domestik/ Domestic Institution

4. PT Prudential Life Assurance - Ref 74.209.100 1,02 Institusi Domestik/ Domestic Institution
5. DJS Ketenagakerjaan Program JP 72.410.615 1,00 Institusi Domestik/ Domestic Institution

6. UL Equity Solid 46.825.173 0,65 Institusi Domestik/ Domestic Institution
7. PT Taspen (Asuransi) - AFS 45.689.120 0,63 Institusi Domestik/ Domestic Institution
8. JPMCB NA RE - Vanguard Total International Stock Index Fund 35.220.402 0,49 Institusi Asing/ Foreign Institution
9. JPMCB NA RE - Vanguard Emerging Markets Stock Index Fund 33.760.704 0,47 Institusi Asing/ Foreign Institution
10. RD Batavia Dana Saham - 898544000 32.005.500 0,44 Institusi Domestik/ Domestic Institution
11. GIC S/A Government of Singapore 27.158.670 0,37 Institusi Asing/ Foreign Institution
12. BNYM RE BNYMLB RE Employees Providentfd Board-2039927326 25.924.292 0,36 Institusi Asing/ Foreign Institution

13. Allianz Life IND - Smartlink Rupiah Equity Fund 24.896.400 0,34 Institusi Domestik/ Domestic Institution
14. PT Prudential Life Assurance - REP 24.253.000 0,33 Institusi Domestik/ Domestic Institution
15. HSBC Trinkaus and Burkhardt AG S/A Allianz Global Investors 21.482.200 0,30 Institusi Asing/ Foreign Institution
GMBH-Allianz SOA FON
16. SSB 2Q27 S/A IShares Core MSCI Emerging Markets ETF- 21.355.680 0,29 Institusi Asing/ Foreign Institution
2144613424
17. PT AIA FINL - Syariah EQ 20.696.900 0,29 Institusi Domestik/ Domestic Institution
18. PT AXA Mandiri Financial Services S/A Mandiri Dinamic Money RP 20.071.098 0,28 Institusi Domestik/ Domestic Institution
19. Manulife Dana Ekuitas 19.640.400 0,27 Institusi Domestik/ Domestic Institution

20. RD Premier ETF Indo State- Owned Companies-889064000 17.596.830 0,24 Institusi Domestik/ Domestic Institution

KOMPOSISI PEMEGANG SAHAM 5% ATAU LEBIH
Composition of Shareholders of 5% and More
Tabel Komposisi Pemegang Saham 5% atau Lebih Hingga 31 Desember 2019
Table of Shareholders of 5% or More as of December 31, 2019
Persentase
Nama Pemegang Saham Jumlah Saham
No. Percentage Status
Shareholder’s Name Number of Shares
(%)
1. Negara Republik Indonesia/ State of Republic of Indonesia 5.080.509.840 70,00 Negara Republik Indonesia/
State of Republic of Indonesia
KOMPOSISI PEMEGANG SAHAM MASYARAKAT KURANG DARI 5%

Composition of Shareholders Less Than 5%
Tabel Komposisi Pemegang Saham Masyarakat Kurang dari 5% Hingga 31 Desember 2019
Table of Composition Of Shareholders Less Than 5% as of December 31, 2019
Jumlah
Persentase
Status Pemegang Saham Pemegang Saham JumlahSaham
No. Percentage
Shareholders Status Number of Number of Shares
(%)
Shareholders
Pemegang Saham Domestik

Domestic Shareholders
1 Perorangan Indonesia 13.727 106.511.796 1,47%
Jumlah
Persentase
Status Pemegang Saham Pemegang Saham JumlahSaham
No. Percentage
Shareholders Status Number of Number of Shares
(%)
Shareholders
2 Lembaga/Badan Usaha Indonesia 170 616.372.214 8,49%

Indonesian Business Institutes/Entities
3 Asuransi 112 372.753.658 5,14%
Insurance
4 Yayasan 11 12.592.847 0,17%
Foundations
5 Koperasi 4 263.081 0,00%
Cooperatives
6 Reksadana 314 327.439.502 4,51%
Mutual Funds
Sub Total 14.338 1.435.933.098 19,78%
Pemegang Saham Asing
Foreign Shareholders
1 Perorangan Asing 116 2.421.144 0,03%
Profil Perusahaan
Company Profile
Foreign Individuals
2 Badan Usaha Asing 575 739.007.118 10,18%
Foreign Entities
Sub Total 691 741,428,262 10,22%
Total 15.030 7.257.871.200 100%

KEPEMILIKAN SAHAM DEWAN KOMISARIS DAN DIREKSI

Board of Commissioners and Board of Directors Shareholding
Tabel Kepemilikan Saham Dewan Komisaris dan Direksi Jasa Marga Periode 2017-2019
Table of Shareholding of Jasa Marga's Board of Commissioners and Board of Directors for 2017-2019 Period
Persentase
Jumlah Saham
Nama Percentage
No. Number of Shares
Name (%)
2017 2018 2019 2017 2018 2019
Dewan Komisaris
1. Sapto Amal Damandari - - - - - -

2. Muhammad Sapta Murti - - - - - -
3. Anita Firmanti Eko Susetyowati - - - - - -
4. Vincentius Sonny Loho - - - - - -
5. Sugiharjo - - - - - -
6. Agus Suharyono - - - - - -
Direksi
Board of Directors
1 Desi Arryani 1.496.500 1.496.500 1.496.500 0,0206190 0,0206190 0,0206190
2 Adrian Prihutomo - - - - - -
3 Donny Arsal 33.600 33.600 33.600 0,0004629 0,0004629 0,0004629
4 Mohammad Sofyan - - - - - -
5 Subakti Syukur 154.000 154.000 154.000 0,0021218 0,0021218 0,0021218
6 Alex Denni* - - - - - -
Human Capital
Modal Insani
PEMBELIAN/PENJUALAN SAHAM DEWAN KOMISARIS DAN DIREKSI
Buying/Selling Shares by the Board of Commissioners and Board of Directors

Sesuai dengan Peraturan OJK No. 60/POJK.04/2015 Sesuai dengan Peraturan OJK No. 60/POJK.04/2015

tentang Kebijakan Pelaporan Transaksi Saham Direksi, tentang Kebijakan Pelaporan Transaksi Saham Direksi,
Perseroan melaporkan bahwa selama 2019 tidak terdapat Perseroan melaporkan bahwa selama 2019 tidak terdapat
transaksi pembelian dan/atau penjualan saham Jasa Marga transaksi pembelian dan/atau penjualan saham Jasa Marga
yang dilakukan oleh Direksi dan Dewan Komisaris. yang dilakukan oleh Direksi dan Dewan Komisaris.
LAPORAN ANALIS PERSEROAN

Company Analyst Report

Tanggal
Analis Sekuritas Rekomendasi Target Ringkasan
No. Laporan
Analyst Securities Recommendation Price Summary
Report Date
1 Fahressi PT Ciptadana Buy Rp5.600 1. Jasa Marga mengakhiri tahun 2018 dengan 8 Januari 2019
Fahalmesta Sekuritas Asia pencapaian penting karena berhasil mencapai January 8,
target mengoperasikan 317,9 km jalan tol 2019
baru.
2. Ekspektasi Jasa Marga akan mencatat
pertumbuhan laba yang flat pada 2019 karena
beban bunga yang meningkat.

1. JSMR eventually ended the year of 2018

with notable achievement as the company
successfully achieved their initial target of
operating 317.9 km new toll roads.
2. We expect the company to register flat
earnings growth in 2018-19F to Rp2.04 tn and
Rp2.02 tn on heavier interest burden.
2 Joko Sogie PT Deutsche Buy Rp7.500 1. Jasa Marga mencatat percepatan 18 Maret 2019
Verdhana pertumbuhan dan peningkatan marjin dengan March 18,
Sekuritas Indonesia pendapatan tol meningkat 9% dan rekor 2019
EBITDA margin yang tinggi sebesar 56%
dalam FY18.

2. Upaya tinggi yang dilakukan di tahun
2018 untuk melakukan divestasi aset dan

efisiensi biaya gaji berhasil meredam tekanan
keuangan. Neraca tetap solid meskipun nilai
capex yang besar dengan nilai gearing yang
tetap.
3. Kontribusi pendapatan tol ruas baru terus
berpengaruh signifikan bagi Jasa Marga,
dengan proporsi pendapatan ruas tol baru dan
ruas tol lama pada 2018 yaitu 14%:86%..
1. JSMR delivered both growth acceleration and
margin improvement with toll revenues +9%
and new record high EBITDA margin of 56%
in FY18.
2. Extra efforts in 2018 on asset divestment and
further salary cost efficiencies succeeded in
muting the pressure. Balance sheet stayed
solid despite huge capex cycle with unchanged
gearing (Dec-18: 1.6x) and 2.5x ICR in FY18.
3. New toll road contribution continues to gain
significance for JSMR, with revenue mix rising
to 14%/86% for new/matured toll roads in
2018.
3 Geri Eka Putra & PT Minna Padi Hold Rp6.100 1. Pada Triwulan I 2019, Jasa Marga mencatat 24 April 2019
Jason Wijaya Investama pertumbuhan pendapatan sebesar 5,72% April 24, 2019
Sekuritas Tbk. karena peningkatan kontribusi pendapatan
yang berasal dari ruas tol baru pada anak
perusahaan.
2. Memberikan kembali rekomendasi Hold
dengan target price 12-bulan yaitu Rp6.100
per lembar saham.
1. As of 1Q19, JSMR booked +5.72% (Y/Y) of
top line growth on the back of rising revenue
contribution from subsidiaries’ toll revenues.
2. Reiterate Hold recommendation with
unchanged 12-month target price of Rp6,100/
share.
Tanggal
No. Laporan

Report Date
4 Arandi Ariantara PT UOB Kay Hian Buy Rp6,450 1. Konektivitas dan kenaikan tarif mendorong 9 Juli 2019
Sekuritas peningkatan pendapatan tol sebesar 17% yoy. July 9, 2019

2. Ekspektasi EBITDA meningkat 10% pada
yoy 2019 karena beban operasional yang
stabil. Implementasi transaksi non tunai dan
program A-Life untuk karyawan memberikan
peningkatan EBITDA margin pada triwulan
I 2019 sebesar 72%, pada triwulan I 2018
sebesar 66%.
1. Connectivity and higher tariff should boost toll
revenue by 17%.
2. EBITDA should rise 10% yoy in 2019 on stable
operating expenses. The implementation of
cashless transaction and the A-Life programme
for employees allows JSMR to record higher
EBITDA margin of 72% n 1Q19 (1Q18: 66%).
5 Andreas Saragih PT Kresna Hold Rp5.475 Jasa Marga membukukan Rp111.2 miliar 24 Juli 2019
Securities keuntungan atas penerbitan KIK DINFRA, dengan July 24, 2019
Profil Perusahaan
Company Profile
nama DINFRA Toll Road Mandiri-001 pada Mei,

dengan total penerbitan Rp780 miliar. Dengan
underlying asset ruas Gempol-Pandaan. Laba
triwulan dan laba kumulatif di luar transaksi ini
menjadi Rp364 miliar dan Rp949 miliar, turun
37,8% QoQ dan 9,3% YoY, sedangkan saldo kas
yang disesuaikan sekitar Rp3,78 triliun.
Jasa Marga booked Rp111.2bn of gains from
issuance of KIK DINFRA, namely, DINFRA Toll
Road Mandiri-001 in May, with total proceeds

of about Rp780bn. The underlying asset of the
instrument is Gempol-Pandaan toll road. Adjusted
quarterly and cumulative net profit excluding this
transaction would be Rp364bn and Rp949bn,
down by 37.8% QoQ and 9.3% YoY, while the
adjusted cash balance would be around Rp3.78tn.
6 Willy Goutama PT Indo Premier Buy Rp6.625 Mempertahankan rekomendasi BUY pada Jasa 25 Juli 2019
Sekuritas Marga saat ini dengan TP yang tetap sebesar July 25, 2019
Rp6.625 karena kami percaya Jasa Marga akan
melakukan efisiensi biaya operasional dan
keuangan melalui berbagai inisiatif. Dampak dari
sistem pengoperasian terbuka akan berdampak
positif pada kinerja pendapatan yang akan datang.
Maintain BUY on JSMR at the moment with

unchanged TP of Rp6,625 as we believe JSMR

to deliver operational and financial costs
efficiency through many initiatives. Net effect of
opened system should also be positive on sales
performance going ahead.
7 Edbert Surya PT Mandiri Buy Rp7.700 1. Koneksi ruas-ruas tol baru menunjukan 17 Oktober
Sekuritas kenaikan traffic yang signifikan rata-rata 2019
mencapai 17-128% dibandingkan dengan October 17,
kondisi sebelum terkoneksi. Tanpa diragukan 2019
lagi hal ini merupakan jawaban pemikiran atas
pengembangan jalan tol baru yang dilakukan
Jasa Marga dalam beberapa tahun terakhir.
2. Targer price baru sebesar Rp7.700. Ekspektasi
Jasa Marga akan membukukan laba dengan
CAGR 2019-22F sebesar 22%. Risiko-risiko
utama yang menjadi pertimbangan kami yaitu
traffic dan penyesuaian tarif yang di bawah
ekspektasi, dan capex yang lebih tinggi dari
estimasi.
1. Our finding on the newly connected toll
roads showed a significant upsurge in traffic
by an average 17-128% compared to pre-
connected state. This is undoubtedly an answer
to the concern over the greenfield toll roads
development by Jasa Marga in the past few
years.
2. New TP of Rp7,700. Expect Jasa Marga’s
earnings to record a 22% CAGR 2019-22F. Key
risks to our call are lower-than-expected traffics
and tariff adjustment, and higher than estimate
capex.
Human Capital
Modal Insani
Tanggal

No. Laporan
Report Date
8 Richard PT Macquarie Outperform Rp6.440 1. Marjin Laba Kotor 3Q19 bertahan dengan 31 Oktober
Danusaputra Sekuritas Indonesia baik bahkan setelah operasional Lebaran. 2019
Marjin kotor sedikit meningkat pada Q-Q yaitu October 31,
59,0% di 3Q19, dikarenakan lalu lintas yang 2019
baik setelah Lebaran. OPEX turun 19% y-y
pada 3Q19, menghasilkan marjin EBIT menjadi
19,1%.
2. Mempertahankan Outperform. Peningkatan

kontribusi jalan tol baru akan mendorong

pertumbuhan ke depan.
1. 3Q19 GPM held up nicely even post Lebaran.
Toll road gross margin indeed expanded
slightly on a Q-Q basis to 59.0% in 3Q19,
potentially due to decent traffic volume post
Lebaran. OPEX declined 19% y-y in 3Q19,
resulting in EBIT margin expansion to 19.1%.
2. Maintain Outperform. Increasing new toll road
contribution should continue to drive growth
going forward.
9 Aurelia Barus PT Credit Suisse Add Rp7.400 1. Studi lebih dalam terhadap putusan 13 November
Sekuritas Indonesia Mahkamah Konstitusi No. 15 / PUU-XVI/2018 2019

menunjukkan bahwa Mahkamah menolak November 13,

permohonan peninjauan kembali terhadap 2019
peraturan konsesi jalan tol sebagaimana
dinyatakan dalam Undang-Undang No.38
Tahun 2004. Salah satu dari permohonan
tersebut adalah poin menuntut larangan
kenaikan tarif di jalan tol yang sudah mencapai
BEP. Mahkamah Konstitusi memutuskan
bahwa kenaikan tarif jalan tol harus dilarang
untuk konsesi yang telah kedaluwarsa tetapi
telah menerima perpanjangan periode operasi
dari pemerintah. Tidak disebutkan intervensi
pemerintah dalam praktik kenaikan tarif dua
tahunan saat ini.

2. Ekspektasi Jasa Marga akan mencatat
pertumbuhan EBITDA sebesar 12% pada

FY2019 dan CAGR EBITDA sebesar 20% pada
2018-2021. Pertumbuhan EBITDA sebagai
dampak dari penambahan pengoperasian
jalan tol baru sepanjang 322km pada tahun
2019 sampai 2021 dan efisiensi beban SDM
karena implementasi sistem transaksi tol
otomatis.
3. Valuasi terendah dalam 5 tahun memberikan
titik masuk yang baik untuk membeli saham.
1. A closer study of the Constitutional Court
decision No.15/PUU-XVI/2018 showed that the
Court rejected a petition for judicial review of
toll road concession regulation as stated in the
Law No.38/Year 2004. One of the petition’s
points demanded prohibition of tariff hikes on
toll roads that have already reached BEP. The
Constitutional Court ruled that toll road tariff
hikes should be prohibited for concessions
that have expired but have received operation
period extensions from the government. There
is no mention of government intervention in
the current practice of biannual tariff hikes.
2. Expect Jasa Marga to post 12% EBITDA
growth in FY19F and 20% EBITDA CAGR
in FY18-21F. This will be supported by an
additional 322km of new toll roads starting
operations in FY19-21F and employee cost
efficiency from automatic tolling systems.
3. Lowest valuation in 5 years offers good entry
point to buy the stock.
Tanggal
Analis Sekuritas Rekomendasi Ringkasan
No. Target Price Laporan
Analyst Securities Recommendation Summary

Report Date
10 Andrey Wijaya PT RHB Sekuritas Buy Rp7.000 1. Japek Elevated sebuah solusi untuk mengurai 9 Desember
Indonesia kepadatan lalu lintas. Ruas tol layang 2019

sepanjang 38km, terbentang dari KM10 December 9,
sampai KM48 (dari Jakarta ke Cikampek), dan 2019
terletak di atas akses masuk menuju kawasan
industri. Ruas ini dapat menyediakan rute
yang lebih lancar dari atau menuju Jakarta dan
daerah barat. Ruas ini juga akan memudahkan
lalu lintas darat yang didominasi truk besar
menuju dan dari pelabuhan Tanjung Priok
sebesar 70% yang berasal dari pabrik-pabrik
perusahaan di Cikampek.
2. Ruas tol Jakarta-Cikampek (Japek) Elevated
akan dibuka pada 15 Desember, diberlakukan
tanpa tarif sampai Januari 2020, mengingat
tarif masih dalam pembahasan. Sebagai
salah satu kontributor pendapatan tol Jasa
Marga, ruas ini dapat meningkatkan EBITDA.
Beban keuangan Jasa Marga akan meningkat,
Profil Perusahaan
Company Profile
namun masih dapat dikendalikan.

1. Jakarta-Cikampek (Japek) Elevated Toll Road
will be opened on 15 Dec, with no tariffs
levied until Jan 2020, as talks are still ongoing
over its fares. As a major contributor to Jasa
Marga’s toll road revenue, the road should
boost EBITDA. Jasa Marga’s financing cost
should also increase, but we expect this to
remain manageable.
2. Japek Elevated a solution for congested traffic.
The elevated section spans 38km, from KM10
to KM48 (Jakarta to Cikampek), and is situated
above the entry ways into industrial areas. This
should provide for a smoother route from or
to Jakarta and its western parts. The road will
also ease the traffic on the ground, which is
dominated by heavy trucks headed to and
from Tanjung Priok port – c.70% are from
companies’ plants in Cikampek.
DAFTAR ENTITAS ANAK, ENTITAS ASOSIASI, ENTITAS
Human Capital
Modal Insani
VENTURA BERSAMA, DAN ENTITAS ASET KEUANGAN
List of Subsidiaries, Associates, Joint Ventures, and Financial Assets

Sampai dengan akhir Desember 2019, Jasa Marga memiliki As of the end of December 2019, Jasa Marga had 15

15 (lima belas) Entitas Anak, 5 (lima) Entitas Ventura (fifteen) Subsidiaries, 5 (five) Joint Ventures, 4 (four)
Bersama, 4 (empat) Entitas Asosiasi, dan 8 (delapan) Associations, and 8 (eight) Financial Assets.
Entitas Aset Keuangan.
ENTITAS ANAK
Subsidiaries

Tahun

Persentase Total Aset
Kepemilikan Status Mulai (dalam Rp juta)
Entitas Anak Bidang Usaha Domisili Ownership Operasi Operasi Total Assets
Subsidiaries Nature of Business Domicile Percentage Status of Start of (in Rp million)
Operation Operations
2019 2018 2019 2018
PT Jalantol Lingkarluar Jasa Pengoperasian Jalan Tol Jawa Barat 99,90% 99,90% Beroperasi 2001 229.925 230.862
Jakarta (JLJ) JORR Seksi S dan Non-S West Java Operated
Operations Services of JORR S
and Non-S Sections
PT Marga Sarana Jabar Pengusahaan Jalan Tol Bogor Jawa Barat 55,00% 55,00% Beroperasi 2009 3.366.566 1.868.507
(MSJ) Ring Road West Java Operated

Operator of the Bogor Ring
Road
PT Marga Trans Pengusahaan Jalan Tol Jawa Barat 60,00% 60,00% Beroperasi 2019 4.232.191 3.774.797
Nusantara (MTN) Kunciran-Serpong West Java Operated
Operator of the Kunciran-
Serpong Toll Road
PT Jasamarga Pengusahaan Jalan Tol Jawa Timur 55,51% 55,51% Beroperasi 2011 5.058.548 5.101.137
Surabaya Mojokerto Surabaya-Mojokerto East Java Operated
(JSM) Operator of the Surabaya-
Mojokerto Toll Road
PT Marga Lingkar Pengusahaan Jalan Tol JORR Jakarta 65,00% 65,00% Beroperasi 2014 2.152.609 2.118.669

Jakarta (MLJ) W2 Utara Operated

Operator of the JORR W2
North Toll Road
PT Jasamarga Gempol Pengusahaan Jalan Tol Jawa Timur 99,35% 99,20% Beroperasi 2017 3.872.405 3.642.562
Pasuruan (JGP) Gempol-Pasuruan East Java Operated
Operator of the Gempol-
Pasuruan Toll Road
PT Jasamarga Pengusahaan Jalan Tol Banten 76,24% 76,24% Belum Tahap 5.299.985 4.066.664
Kunciran Kunciran-Cengkareng Beroperasi Konstruksi
Cengkareng (JKC) Operator of the Kunciran- Not Construction
Cengkareng Toll Road Operated Stage
Yet
PT Jasamarga Bali Pengusahaan Jalan Tol Nusa Bali 55,00% 55,00% Beroperasi 2013 1.891.105 1.949.801
Tol (JBT) Dua-Tanjung Benoa Operated
Operator of the Nusa Dua-
Tanjung Benoa Toll Road
PT Jasamarga Pengusahaan Jalan Tol Sumatera 55,00% 55,00% Beroperasi 2017 4.381.573 4.264.284
Kualanamu Tol (JKT) Medan-Kualanamu-Tebing Utara Operated
Tinggi North
Operator of the Medan- Sumatera
Kualanamu-Tebing Tinggi
Toll Road
PT Cinere Serpong Pengusahaan Jalan Tol Jakarta 55,00% 55,00% Belum Tahap 2.835.514 2.241.572
Jaya (CSJ) Cinere-Serpong Beroperasi Konstruksi
Operator of the Cinere- Not Construction
Serpong Toll Road Operated Stage
Yet
PT Jasamarga Pandaan Pengusahaan Jalan Tol Jawa Timur 60,00% 60,00% Belum Beroperasi 5.224.427 4.101.612
Malang (JPM) Pandaan-Malang East Java Beroperasi Sebagian
Operator of the Pandaan- Not Partially
Malang Toll Road Operated Operated
Yet
Persentase Tahun Total Aset

Kepemilikan Status Mulai (dalam Rp juta)
Entitas Anak Bidang Usaha Domisili Ownership Operasi Operasi Total Assets
Subsidiaries Nature of Business Domicile Percentage Status of Start of (in Rp million)
Operation Operations
2019 2018 2019 2018
PT Jasamarga Manado Pengusahaan Jalan Tol Manado 65,00% 65,00% Belum Tahap 2.645.369 1.607.178
Bitung (JMB) Manado-Bitung Beroperasi Konstruksi
Operator of the Manado- Not Construction
Bitung Toll Road Operated Stage
Yet
PT Jasamarga Pengusahaan Jalan Tol Balikpapan 67,13% 62,10% Belum Beroperasi 9.498.911 6.568.087
Balikpapan Samarinda Balikpapan-Samarinda Beroperasi Sebagian
(JBS) Operator of the Balikpapan- Not Partially
Samarinda Toll Road Operated Operated
Yet
PT Jasamarga Pengusahaan Jalan Tol Jakarta 80,00% 80,00% Beroperasi 2019 15.297.896 9.554.121
Jalanlayang Cikampek Jakarta – Cikampek II Operated
(JJC) Elevated
Operator of the Jakarta –
Profil Perusahaan
Company Profile
Cikampek II Elevated Toll

Road
PT Jasamarga Japek Pengusahaan Jalan Tol Jakarta 80,00% 80,00% Belum Tahap 3.057.233 1.109.346
Selatan (JJS) Jakarta – Cikampek II Sisi Beroperasi Konstruksi
Selatan Not Construction
Operator of the Jakarta – Operated Stage
Cikampek II South Section Yet
PT Jasamarga Pengusahaan Jalan Tol Jawa Timur 94,84% 94,84% Belum Tahap 216.944 134.388
Probolinggo Probolinggo – Banyuwangi East Java Beroperasi Konstruksi
Banyuwangi (JPB) Operator of the Probolinggo Not Construction
– Banyuwangi Toll Road Operated Stage
Yet
PT Jasamarga Pengusahaan Jalan Tol Trans Jakarta 99,80% 99,90% Beroperasi 2017 275.658 7.062
Transjawa Jawa Operated
Tol (JTT) Operator of the toll roads of
Trans Java Network
PT Jasamarga Tollroad Pengusahaan jasa konstruksi Jakarta 99,80% 99,80% Beroperasi 1989 914.520 676.620
Maintenance (JMTM) dan Pemeliharaan jalan tol, Operated
jasa sewa peralatan tol, serta
jasa sewa kendaraan
Toll road construction and

maintenance services, toll

equipment rental services,
and vehicle rental services
PT Jasamarga Related Pengembangan bisnis Jakarta 99,90% 99,90% Beroperasi 2013 2.048.357 1.032.621
Business (JMRB) properti Operated
Development of Property
Business
PT Jasamarga Tollroad Jasa pengoperasian jalan tol Jakarta 99,90% 99,90% Beroperasi 2015 578.266 482.279
Operator (JMTO) Toll Road Operational Services Operated
Human Capital
Modal Insani
ENTITAS ASOSIASI
Associates

Kepemilikan Status Operasi (dalam Rp juta)
Perusahaan Bidang Usaha Domisili Ownership Status of Operation Total Assets
Company Nature of Business Domicile Percentage (in Rp million)
2019 2018 2019 2018
PT Trans Lingkar Kita Pengusahaan Jalan Tol Jakarta 21,24% 21,24% Beroperasi 2.646.153 2.330.707
Jaya (TLKJ) Cinere-Jagorawi Operated
Operator of the Cinere-
Jagorawi Toll Road

PT Ismawa Trimitra (IT) Pengusahaan Jasa Sewa Jakarta 25,00% 25,00% Beroperasi 56.240 57.072
Ruang Perkantoran Operated
Management of Office Space
Rental Services
PT Hutama Marga Pengusahaan Jalan Tol Kuala Jakarta 30,00% 30,00% Tahap Konstruksi 2.490.562 90.723
Waskita (HAMAWAS) Tanjung-Tebing Tinggi- Under Construction
Parapat
Operator of the Kuala
Tanjung-Tebing Tinggi-
Parapat Toll Road
PT PP Sinergi Pembangunan dan Jakarta 20,00% - Beroperasi 166.355 -
Banjaratma (PPSB) pengembangan tempat Operated

istirahat dan pelayanan (rest
area)
Construction and
development of rest area
ENTITAS VENTURA BERSAMA

Joint Ventures

Kepemilikan (dalam Rp juta)
Entitas Anak Bidang Usaha Domisili Ownership Status Operasi Total Assets

Subsidiaries Nature of Business Domicile Percentage Status of Operation (in Rp million)
2019 2018 2019 2018
PT Trans Marga Jateng Pengusahaan Jalan Tol Jawa 50,91% 58.91% Beroperasi 6.070.000 6.347.295
(TMJ) Semarang-Solo Tengah Operated
Operator of the Semarang- Central Java
Solo Toll Road
PT Jasamarga Solo Pengusahaan Jalan Tol Solo- Jawa 40,00% 40,00% Beroperasi 10.432.078 10.826.612
Ngawi (JSN) Ngawi Tengah Operated
Operator of the Solo-Ngawi Central Java
Toll Road
PT Jasamarga Ngawi Pengusahaan Jalan Tol Jawa Timur 40,00% 40,00% Beroperasi 5.226.965 5.083.542
Kertosono Kediri Ngawi-Kertosono-Kediri East Java Operated
(JNKK) Operator of the Ngawi-
Kertosono-Kediri Toll Road
PT Jasamarga Pengusahaan Jalan Tol Jawa 40,00% 40,00% Beroperasi 13.740.733 14.353.730
Semarang Batang Batang-Semarang Tengah Operated
(JSB) Operator of the Batang- Central Java
Semarang Toll Road
PT Jasamarga Pandaan Pengusahaan Jalan Tol Jawa Timur 40,00% 92,20% Beroperasi 1.428.066 1.404.470
Tol (JPT) Gempol-Pandaan East Java Operated
Operator of the Gempol-
Pandaan Toll Road
ENTITAS ASET KEUANGAN

Financial Assets
Perusahaan Persentase Kepemilikan

Bidang Usaha Ownership Percentage Status Operasi
Company
Nature of Business Status of Operation

2019 2018
PT Marga Mandala Pengusahaan Jalan Tol Tangerang-Merak 1,94% 1,94% Beroperasi

Sakti (MMS) Operator of the Tangerang-Merak Toll Road Operated
PT Citra Margatama Pengusahaan Jalan Tol Waru-Juanda 3,28% 3,28% Beroperasi

Surabaya (CMS) Operator of the Waru-Juanda Toll Road Operated
PT Kresna Kusuma Pengusahaan Jalan Tol Bekasi-Cawang-Kampung Melayu 0,35% 0,35% Beroperasi Sebagian
Dyandra Marga Operator of the Bekasi-Cawang-Kampung Melayu Toll Road Partially Operational
(KKDM)
PT Bosowa Marga Penyelenggaraan Jalan Tol Ujung Pandang 1,47% 1,47% Beroperasi
Nusantara (BMN) Operator of the Ujung Pandang Toll Road Operated
PT Jatim Prasarana Penyelenggaraan Jalan Tol Gempol-Pasuruan 7,00% 7,00% Beroperasi

Utama (JPU) Operator of the Gempol-Pasuruan Toll Road Operated
PT Pilar Sinergi BUMN Pengusahaan Kereta Cepat Jakarta-Bandung 12,00% 12,00% Tahap Konstruksi
Indonesia (PSBI) Operator of the Jakarta-Bandung Speed Train Under Construction
Profil Perusahaan
Company Profile
PT Sinergi Colomadu Pengusahaan Kawasan Wisata Herritage 8,00% - Beroperasi

(SC) Operator of the Heritage Tourism Areas Operated
PT Fintek Karya Penyelenggaraan Jasa Sistem Pembayaran 10,00% - Beroperasi

Nusantara (Finarya) Management of Payment System Operated
169
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Halaman ini sengaja dikosongkan
STRUKTUR GRUP PERUSAHAAN
Corporate Group Structure
Negara Republik Indonesia

The Republic of Indonesia

Kepemilikan
Ownership 70%
Entitas Anak
Subsidiaries
Profil Perusahaan
Company Profile
99,9% 55,0% 60,0% 55,5%

PT Jalantol PT Marga Trans PT Jasamarga
Lingkarluar Jakarta PT Marga Sarana Jabar Nusantara PT Jasamarga
Surabaya Bali Tol
Mojokerto
65,0% 99,4% 76,2% 55,0%

PT Marga PT Jasamarga PT Jasamarga PT Jasamarga
Lingkar Jakarta Gempol Pasuruan Kunciran Cengkareng Bali Tol
55,0% 55,0% 60,0% 65,0%

PT Jasamarga PT Cinere PT Jasamarga PT Jasamarga
Kualanamu Tol Serpong Jaya (CSJ) Pandaan Malang Manado Bitung
67,1% 80,0% 80,0% 94,8%

PT Jasamarga PT Jasamarga PT Jasamarga
Balikpapan Samarinda Jalanlayang Cikampek PT Jasamarga Japek Selatan Probolinggo Banyuwangi
99,8% 99,9% 99,9% 99,9%

PT Jasamarga PT Jasamarga PT Jasamarga PT Jasamarga
Transjawa Tol Tollroad Maintenance Related Business Tollroad Operator
Human Capital
Modal Insani
Publik
Public
Kepemilikan
Ownership 30%

PT Jasa Marga (Persero) Tbk
Entitas Asosiasi dan Ventura Bersama Aset Keuangan

Associates and Joint Venture Financial Assets

21,2% 50,9% 1,9% 3,3%
PT Trans Lingkar Kita Jaya PT Trans Marga Jateng PT Marga Mandala Sakti PT Citra Margatama Surabaya
IM

25,0% 40,0% 1,4% 0,4%
PT Ismawa Trimitra PT Jasamarga Solo Ngawi PT Bosowa Marga Nusantara PT Kresna Kusuma Dyandra Marga
30,0% 40,0% 12,0% 7,0%

PT Jasamarga
PT Hutama Marga Waskita Ngawi Kertosono
PT Pilar Sinergi BUMN Indonesia PT Jatim Prasarana Utama
20,0% 40,0%
PT PP Sinergi PT Jasamarga 8,0% 10,0%
Banjaratma (PPSB) Semarang Batang
PT Sinergi Colomadu (SC) PT Fintek Karya Nusantara (Finarya)
40,0%
PT Jasamarga Pandaan Tol
KRONOLOGI PENERBITAN DAN/ATAU
PENCATATAN SAHAM
Chronology of Issuing and/or Listing of Shares
Tabel Kronologi Penerbitan Saham Jasa Marga

Table of Chronology of the Issuance of Jasa Marga’s Shares
Modal Ditempatkan dan Disetor

Harga
Nilai Jumlah Saham Authorized and Paid Up Capital

Pena-
Nominal yang Diterbitkan Jumlah
waran
Periode Keterangan Saham Nominal (Lembar) Saham Total Nilai Total Harga
No (Rp)
Period Remarks Shares Value Number of Shares (Lembar) Nominal (Rp) Penawaran (Rp)
Offering
(Rp) Issued Number of Total Nominal Total Offering Price
Price
(Shares) Shares Value (Rp) (Rp)
(Rp)
(Shares)
Saham
1. Sebelum IPO Biasa 500 - - 4.760,000,000 2.380.000.000.000 -
Seri B
12 Saham
IPO di Bursa
2. November Biasa 500 1.700 2.040.000.000 6.800.000.000 3.400.000.000.000 11.560.000.000.000
Efek Jakarta
2007 Seri B
13 Oktober Pembelian
Saham
2008 - 12 Saham
3. Biasa 500 - - 6.800.000.000 3.400.000.000.000 -
Januari Kembali
Seri B
Profil Perusahaan
Company Profile
2009 (Buyback)
Penjualan
05 April Saham
Kembali
4. 2012 - 25 Biasa 500 - - 6.800.000.000 3.400.000.000.000 -
Saham
Juni 2012 Seri B
Buyback
Penawaran
umum
terbatas I
02 – 08 Saham
melalui Hak
5. Desember Biasa 500 3.900 457.871.200 7.257.871.200 3.628.935.600.000 1.785.697.680.000
Memesan
2016 Seri B
Efek Terlebih
Dahulu
(HMETD)
Saham
Status per 31 Desember
6. Biasa 500 - - 7.257.871.200 3.628.935.600.000 -
2019
Seri B
NAMA BURSA TEMPAT SAHAM PERUSAHAAN DICATATKAN

Names of Stock Exchanges Where the Company’s Shares are Listed
Seluruh saham Jasa Marga telah dicatatkan pada Bursa All Jasa Marga shares have been listed on the Indonesia
Efek Indonesia. Stock Exchange.
Human Capital
Modal Insani
INFORMASI TENTANG AKSI KORPORASI
Information on Corporate Actions

Selama 2019, Perseroan tidak melakukan aksi korporasi During 2019, the Company did not take any corporate

(seperti pemecahan saham/stock split, penggabungan actions (such as stock split, reverse stock, stock dividends,
saham/reverse stock, dividen saham, saham bonus, dan bonus shares, and changes in par value of shares), so this
perubahan nilai nominal saham), sehingga Laporan Annual Report does not present relevant information on:
Tahunan ini tidak menampilkan informasi-informasi
terkait:
a) tanggal pelaksanaan aksi korporasi a) the date of corporate action

b) rasio pemecahan saham (stock split), penggabungan b) stock split ratio, reverse stock, stock dividends, bonus
saham (reverse stock), dividen saham, saham bonus, shares, and changes in the par value of shares

dan perubahan nilai nominal saham
c) jumlah saham beredar sebelum dan sesudah aksi c) number of shares outstanding before and after
korporasi corporate actions
d) harga saham sebelum dan sesudah aksi korporasi d) share prices before and after corporate actions
INFORMASI TENTANG SUSPENSION DAN/ATAU DELISTING

Information on Suspension and/or Delisting

Sepanjang 2019, PT Jasa Marga (Persero) Tbk tidak pernah Throughout 2019, PT Jasa Marga (Persero) Tbk had never

dikenakan sanksi penghentian sementara perdagangan been sanctioned with the suspension and/or delisting.
saham (suspension) dan/atau penghapusan pencatatan
saham (delisting).

KRONOLOGI PENERBITAN DAN/ATAU
PENCATATAN OBLIGASI
Chronology of Issuing and/or Listing of Bonds
Tabel Kronologi Penerbitan Obligasi Jasa Marga

Table of Jasa Marga Bond Issuance Chronology
Jumlah
Tingkat
Tanggal Tenor Obligasi Tanggal Status
Mata Suku
Uraian Penerbitan (tahun) (juta) Jatuh Pembayaran Wali Amanat
No Uang Bunga 2019 2018 2017

Description Date of Tenor Total Tempo Payment Wali Amanat
Currency Rate of
Issuance (years) Bonds Due Date Status
Return
(million)
1. Jasa Marga 11 Maret 5 Rp 23.718 11 Maret 15,50% Lunas - - - Bank Pembangunan

I (A) 1983 1988 Paid Indonesia
March 11, March 11, (BAPINDO)
1983 1988
2. Jasa Marga 31 Oktober 5 Rp 40.000 31 Oktober 16,50% Lunas - - - Bank Pembangunan

II/1 (B) 1983 1988 Paid Indonesia
October 31, October 31, (BAPINDO)
1983 1988
3. Jasa Marga 06 Februari 5 Rp 20.000 06 Februari 16,50% Lunas - - - Bank Pembangunan

II/2 (C) 1984 1989 Paid Indonesia
February 06, February 06, (BAPINDO)
1984 1989

II/2 (D) 1984 1989 Paid Indonesia
Profil Perusahaan
Company Profile
1984 1989

II/2 (E) 1984 1989 Paid Indonesia
1984 1989
6. Jasa Marga 28 Desember 5 Rp 40.000 28 Desember 16,50% Lunas - - - Bank Pembangunan

III/1 (F/1) 1984 1989 Paid Indonesia
December 28, December 28, (BAPINDO)
1984 1989

III/2 (F/2) 1985 1990 Paid Indonesia
1985 1990
8. Jasa Marga 27 Desember 5 Rp 40.000 27 Desember 16,50% Lunas - - - Bank Pembangunan

IV/1 (G/1) 1985 1990 Paid Indonesia
December 27, December 27, (BAPINDO)
1985 1990

IV/2 (G/2) 1986 1991 Paid Indonesia
1986 1991
10. Jasa Marga 06 Juli 1987 5 Rp 60.000 06 Juli 1992 16,37% Lunas - - - Bank Pembangunan
V/1 (H) July 06, 1987 July 06, 1987 Paid Indonesia
(BAPINDO)
11. Jasa Marga 19 November 5 Rp 40.000 19 November 16,50% Lunas - - - Bank Pembangunan
V/2 (I) 1987 1992 Paid Indonesia
November 19, November 19, (BAPINDO)
1987 1992
12. Jasa Marga 20 Juni 1988 8 Rp 75.000 20 Juni 1996 17,00% Lunas - - - -
VI/1 (J) June 20, June 20, 1996 Paid
1988
13. Jasa Marga 01 Februari 8 Rp 50.000 01 Februari 18,00% Lunas - - - Bank Pembangunan
VI/2 (K) 1989 1997 Paid Indonesia
February 01, February 01, (BAPINDO)
1989 1997
14 Obligasi 31 Juli 1989 12 Rp 40.000 31 Juli 2001 16,75% Lunas - - - Bank Pembangunan
Indeks July 31, 1989 July 31, 2001 Paid Indonesia
Pendapatan (BAPINDO)
Tahap I
15 Obligasi 21 September 12 Rp 30.000 21 September 16,75% Lunas - - - Bank Pembangunan

Indeks 1989 2001 Paid Indonesia
Pendapatan September September (BAPINDO)
Tahap II 21, 1989 21, 2001
16 Jasa Marga 08 Juni 1990 8 Rp 100.000 08 Juni 1998 16,50% Lunas - - - Bank Pembangunan
VII (L) June 08, June 08, 1998 Paid Indonesia
1990 (BAPINDO)
17 Jasa Marga 27 Maret 8 Rp 150.000 27 Maret 16,50% Lunas - - - PT Bank Mandiri

VIII (M) 2000 2008 Paid (Persero)
March 27, March 27,
2000 2008
18 Jasa Marga 12 April 2002 5 Rp 400.000 12 April 2007 18,50% Lunas - - - PT Bank Mandiri
IX (N) April 12, April 12, 2007 dan Floating Paid (Persero)
2002 (range
16,50% –
20,00%)
Human Capital
Modal Insani
Jumlah

Tingkat
Tanggal Tenor Obligasi Tanggal Status
Mata Suku
Uraian Penerbitan (tahun) (juta) Jatuh Pembayaran Wali Amanat
No Uang Bunga 2019 2018 2017
Description Date of Tenor Total Tempo Payment Wali Amanat
Currency Rate of
Issuance (years) Bonds Due Date Status
Return
(million)
20 Jasa Marga 10 Oktober 10 Rp 1.000.000 10 Oktober 12,30% Lunas - - - PT Bank Rakyat

XI (P) 2003 2013 pembayaran Paid Indonesia (Persero)
October 10, October 10, ke-1 – 20
2003 2013 dan 13,00%
pembayaran
ke-21 - 40

21 Jasa Marga I 10 Desember 3 Rp 500.000 10 Desember Tanpa Bunga Lunas - - - PT Bank Mega Tbk.

(JM-10) 2010 2013 Paid
December 10, December 10,
2010 2013
22 JORR I 19 November 10 Rp 274.260 19 November SBI 3 Lunas - - - PT Bank Mega Tbk.

2003 2013 bulanan Paid
November 19, November 19, selama
2003 2013 rata-rata 6
bulan
23 JORR II (A) *) 05 Januari 10 Rp 77.377 05 Januari 15,25% Lunas - - - PT Bank Mega Tbk.
2006 2016 Paid
January 05, January 05,
2006 2016
JORR II (B) *) 05 Januari 12 Rp 77.377 05 Januari 15,25% Lunas - - - PT Bank Mega Tbk.

2006 2018 Paid

2006 2018
JORR II (C) *) 05 Januari 15 Rp 104.400 05 Januari 15,50% Lunas - - - PT Bank Mega Tbk.
2006 2021 Paid
2006 2021
24 Jasa Marga 06 Juli 2006 10 Rp 1.000.000 06 Juli 2016 13,50% Lunas - - - PT Bank Mega Tbk.
XII (Q) July 06, 2006 July 06, 2016 Paid
25 Jasa Marga 21 Juni 2007 10 Rp 1.500.000 21 Juni 2017 10,25% Lunas - - - PT Bank Mega Tbk.
XIII (R) July 21, 2007 June 21, 2017 Paid
26 Jasa Marga 12 Oktober 10 Rp 1.000.000 12 Oktober 9,35% Belum Lunas idAA idAA idAA PT Bank Mega Tbk.
XIV (JM-10) 2010 2020 Not Yet Paid
October 12, October 12,

2010 2020

27 Obligasi 27 September 370 hari Rp 700.000 02 Oktober 8,40% Lunas - - - PT Bank Mega Tbk.
Berkelanjutan 2013 2014 Paid
I Jasa Marga September September
Tahap I Tahun 27, 2013 27, 2014
2013 Seri
S-Seri A
Obligasi 27 September 3 Rp 400.000 27 September 8,70% Lunas - - - PT Bank Mega Tbk.

Tahap I Tahun 27, 2013 27, 2016
2013 Seri
S-Seri B
Obligasi 27 September 5 Rp 1.000.000 27 September 8,90% Lunas - idAA idAA PT Bank Mega Tbk.
Tahap I Tahun 27, 2013 27, 2018
2013 Seri
S-Seri C
28 Obligasi 22 September 5 Rp 1.000.000 22 September 9,85% Lunas idAA idAA idAA PT Bank Mega Tbk.
Tahap II Tahun 22, 2014 22, 2019
2014 Seri T
29 Komodo 13 Desember 3 Rp 4.000.000 13 Desember 7,50% Belum Lunas Baa2 Baa2 Baa3 Bank of new york
Bond* 2017 2020 Not Yet Paid (Stable) (Stable) (Positive) mellon
December 13, December 13,
2017 2020
30 Obligasi MLJ 31 Oktober 3 Rp 1.500.000 8 November 7,45% Belum Lunas idAA idAA idAA PT Bank Mega Tbk.
2017 2020 Not Yet Paid
October 31, 8 November,
2017 2020
Keterangan: Note:
*) Obligasi Jasa Marga dicatatkan di London Stock Exchange dan Singapore *) Jasa Marga bonds are listed on the London Stock Exchange and
Stock Exchange Singapore Stock Exchange
OBLIGASI JASA MARGA YANG BELUM JATUH TEMPO

Jasa Marga Outstanding Bonds
OBLIGASI JASA MARGA XIV SERI JM-10 TAHUN Jasa Marga XIV Series JM-10 Bonds Year 2010
2010
Pada bulan Oktober 2010, Perseroan memperoleh In October 2010, the Company obtained an effective
pernyataan efektif dari Badan Pengawas Pasar Modal statement from the Capital Market Supervisory Agency
(BAPEPAM) untuk menerbitkan Obligasi Jasa Marga XIV (BAPEPAM) to issue Jasa Marga XIV Series JM-10 Bonds
Seri JM-10 Tahun 2010. Nilai nominal obligasi adalah in 2010. The nominal value of the bonds amounted to
sebesar Rp1.000.000.000.000 dengan tingkat bunga Rp1,000,000,000,000 with a fixed interest rate of 9.35%
tetap 9,35% per tahun. per year.
Tabel 10 Besar Pemegang Obligasi Jasa Marga XIV (JM-10)

Table of Top 10 Bondholders of Jasa Marga XIV (JM-10) Bonds
Jumlah Efek
Nama
No.
Name
Total Bonds %
(Rp)
1 BPJS Ketenagakerjaan Program Jaminan Hari Tua 230.000.000.000 23,0

Profil Perusahaan
2 BPJS Kesehatan 100.000.000.000 10,0

Company Profile
3 BCA-Treasury Dept 90.000.000.000 9,0

4 PT Jasa Raharja (Persero) 80.000.000.000 8,0
5 PT Asuransi BRI Life-Obligasi HTM 56.000.000.000 5,6
6 PT Asuransi Astra Buana 35.000.000.000 3,5
7 Reksa Dana Optima Pendapatan Abadi 30.000.000.000 3,0
8 BDI Treasury ALM Family 27.000.000.000 2,7

9 BNI Treasury 25.000.000.000 2,5
10 DP Kaltim Prima Coal 21.000.000.000 2,1
OBLIGASI KOMODO Komodo Bonds
Obligasi Komodo diterbitkan tanggal 13 Desember 2017 di Komodo Bonds were issued on December 13, 2017
London Stock Exchange dan di Singapore Stock Exchange. on the London Stock Exchange and on the Singapore
Nilai nominal Obligasi adalah sebesar Rp4.000.000.000 Stock Exchange. The nominal value of the bonds is
dengan tingkat bunga tetap 7,5% dan jangka waktu 3 Rp4,000,000,000 with a fixed interest rate of 7.5% and a
(tiga) tahun. tenor of 3 (three) years.
Tabel 10 Besar Pemegang Global Bond Tahun 2017 Per Tanggal Penerbitan
Table of Top 10 Bondholders of Global Bond Year 2017 As Of Issuance Date
Jumlah Efek
Nama
No.
Name
Total Bonds %
(Rp)
1 Pacific Investment Management Company (PIMCO) 506.000.000.000 12,7

2 BlackRock Investment Management (Singapore) Limited 480.000.000.000 12,0
3 Bluebay Asset Management 325.000.000.000 8,1
4 PT Indonesia Infrastructure Finance 260.000.000.000 6,5
5 Aviva Investors Global Services Ltd 200.000.000.000 5,0
6 PT Bank Rakyat Indonesia (Persero) 200.000.000.000 5,0
7 T Rowe Price 190.000.000.000 4,8
8 Pictet Asset Management Singapore (PAM) 160.000.000.000 4,0
9 Fidelity Management & Research (Hong Kong) Limited (Hong 150.000.000.000 3,8
Kong)
10 PT Mandiri Sekuritas 150.000.000.000 3,8
Human Capital
Modal Insani
OBLIGASI MARGA LINGKAR JAKARTA (MLJ) MARGA LINGKAR JAKARTA (MLJ) BONDS

Pada tanggal 31 Oktober 2017, PT Marga Lingkar Jakarta On October 31, 2017, the subsidiary PT Marga Lingkar
(MLJ), Entitas Anak, memperoleh pernyataan efektif dari Jakarta (MLJ), received an effective statement from the
Otoritas Jasa Keuangan (OJK) atas penerbitan Obligasi Financial Services Authority (FSA/OJK) for the issuance of
I Marga Lingkar Jakarta Tahun 2017 (“Obligasi”) 5 2017 Jakarta Marga Lingkar Bonds I of 5 (five) series. Total
(lima) seri. Total dana yang diterima MLJ pada tanggal funds received by MLJ on November 8, 2017 from the bond
8 November 2017 dari hasil penerbitan Obligasi sebesar issuance proceeds amounted to Rp1,500,000,000,000.
Rp1.500.000.000.000.

Tabel 10 Besar Pemegang Obligasi MLJ
Table of Top 10 MLJ Bondholders
Jumlah Efek
Nama
No.
Name
Total Bonds %
(Rp)
1 PT Taspen 320.000.000.000 21,3%
2 PT Indonesia Infrastructure Finance 250.000.000.000 16,7%
3 PT Bank Maybank Indonesia 110.000.000.000 7,3%
4 PT Taspen (Asuransi) - HTM 100.000.000.000 6,7%

5 PT Bank DKI 90.000.000.000 6,0%
6 PT Bank Mandiri 75.000.000.000 5,0%
7 PT Asuransi Jiwa Generali Indonesia 55.000.000.000 3,7%
8 DP. Telkom 50.000.000.000 3,3%
9 PT Asuransi Jiwa Central Asia Raya 50.000.000.000 3,3%
10 Reksa Dana Manulife Obligasi Unggulan 46.000.000.000 3,1%
NAMA BURSA TEMPAT OBLIGASI PERUSAHAAN DICATATKAN

Names of Stock Exchanges Where the Company’s Bonds are Listed

Tabel Nama Bursa Tempat Obligasi Perusahaan Dicatatkan
Table of Names of Stock Exchange where Company Bonds are Listed
Obligasi Nama Bursa

No
Bonds Name of Stock Exchange
1 Obligasi Jasa Marga XIV Seri JM-10 Tahun 2010 Bursa Efek Indonesia
Jasa Marga XIV Series JM-10 Year 2010 Bonds
2 Obligasi Komodo London Stock Exchange dan
Komodo Bonds Singapore Stock Exchange
3 Obligasi MLJ Bursa Efek Indonesia
MLJ Bonds
PEMERINGKAT OBLIGASI JASA MARGA

Jasa Marga Bonds Rating
Untuk obligasi yang diterbitkan dan dicatatkan di Bursa For bonds issued and listed on the Indonesia Stock
Efek Indonesia, Jasa Marga menggunakan Pefindo sebagai Exchange, Jasa Marga uses Pefindo as a bond rating
lembaga pemeringkat obligasi. Sementara Moody’s agency. While Moody's was appointed by the Company
ditunjuk Perseroan sebagai Lembaga Pemeringkat Komodo for rating the Jasa Marga's Komodo Bond.
Bond Jasa Marga.
Adapun definisi dari setiap peringkat obligasi yang The definition of each bond rating given is as follows:
diberikan adalah sebagai berikut:
AA merupakan peringkat yang menggambarkan obligor memiliki kapasitas yang sangat kuat
id
untuk memenuhi komitmen finansial jangka panjang dalam pembayaran hutangnya relatif
terhadap obligor Indonesia lainnya.

id
AA is a rating that illustrates that the issuer has a very strong capacity to meet long-term
financial commitments in debt repayments relative to other Indonesian issuers.
Berdasarkan surat Pefindo kepada Perseroan No. RC-591/PEF-DIR/VI/2019, No. RC-592/PEF-

DIR/VI/2019 dan RC-593/PEF-DIR/VI/2019 tanggal 17 Juni 2019 atas Obligasi Jasa Marga di
atas ditetapkan peringkat idAA (double A; Stable Outlook).
Based on the Pefindo’s letter to the Company No. RC-591/PEF-DIR/VI/2019, No. RC-592/ PEF-
DIR/VI/2019 and RC-593/PEF-DIR/VI/2019. dated June 17, 2019, the Jasa Marga Bonds above
are rated idAA (double A; Stable Outlook).
Baa2/BBB (Stable Outlook) merupakan peringkat yang menggambarkan obligasi dengan

Profil Perusahaan
Company Profile
risiko moderat dan oleh karenanya memiliki karakteristik spekulatif.

Baa2/BBB (Stable Outlook) is is a rating that describes the bonds are with moderate risk and
therefore has speculative characteristics.
BB+ (Stable Outlook) merupakan obligor yang memiliki tingkat risiko lebih baik (moderat)
dibandingkan dengan obligor dengan rating lebih rendah lainnya.

BB+ (Stable Outlook) means that the issuer has a better (moderate) risk level compared to
other lower rating issuers.
KRONOLOGI PENERBITAN DAN/ATAU PENCATATAN
Human Capital
Modal Insani
SUMBER PENDANAAN LAINNYA
Chronology of Issuing and/or Listing of Other Funding Sources

Tabel Sumber Pendanaan Lainnya Jasa Marga

Table of Jasa Marga’s Other Funding Sources
Tahun
Tanggal Jatuh Tingkat Imbal Tujuan
Uraian Terbit Tenor Mata Uang Nilai (miliar)
Tempo Hasil Penerbitan
Description Year of Tenor Currency Value (billion)
Maturity Rate of Return Issuance Purpose
Issuance
Sekuritisasi Jagorawi/ Kontrak 2017 5 tahun Rp 2.000 2022 8,40% Mendanai

Investasi Kolektif Efek Beragun ekuitas di PT JPT
Aset (KIK EBA) Mandiri JSMR01 For Funding the
Securitization of Jagorawi/ Construction of

Collective Investment Contract New Toll Road

of Asset-Backed Securities (KIK Projects
EBA) of Mandiri JSMR01
Reksa Dana Penyertaan 2018 - Rp 1.970 - - Mendanai
Terbatas Mandiri Infrastruktur ekuitas di PT
Ekuitas Transjawa (RDPT MIET) Jasamarga
Limited Participation Mutual Semarang
Funds in Mandiri’s Transjava Batang, PT
Infrastructure Equity (RDPT Jasamarga
MIET) Solo Ngawi,
PT Jasamarga
Ngawi
Kertosono Kediri

For Funding

Equity in PT
Jasamarga
Semarang
Batang, PT
Jasamarga
Solo Ngawi,
PT Jasamarga
Ngawi
Kertosono Kediri
Kontrak Investasi Kolektif Dana 2019 - Rp 1.010 - - Mendanai
Investasi Infrastruktur (KIK ekuitas di PT
DINFRA) TOLL ROAD Mandiri Jasamarga
001 Pandaan Tol dan

Collective Investment Contract PT Trans Marga

of Infrastructure Investment Jateng
Funds (KIK DINFRA) of TOLL For Financing
ROAD Mandiri 001 the Equity in
PT Jasamarga
Pandaan Tol and
PT Trans Marga
Jateng
Di 2019, Perseroan kembali melakukan inovasi pendanaan In 2019, the Company again innovated a funding
dengan menerbitkan Kontrak Investasi Kolektif Dana scheme by issuing an Collective Investment Contract of
Investasi Infrastruktur (KIK DINFRA) dengan dasar aset Infrastructure Investment Funds (KIK DINFRA) on the basis
ruas Gempol-Pandaan. DINFRA merupakan pendanaan of the Gempol-Pandaan toll road assets. DINFRA is equity
bersifat ekuitas sehingga Perseroan dapat mengurangi funding so that the Company can reduce its dependence
ketergantungan terhadap pendanaan yang bersifat utang. on debt financing. Thus, the Company can maintain
Dengan demikian, Perseroan dapat menjaga kesehatan financial healthiness in the midst of business expansion.
finansial di tengah ekspansi bisnis.
DINFRA adalah produk pasar modal sesuai dengan DINFRA is a capital market product in accordance with
Peraturan Otoritas Jasa Keuangan (POJK) No. 52/ Financial Services Authority Regulation (POJK) No. 52/
POJK.04/2017 tanggal 19 Juli 2017 yang merupakan satu POJK.04/2017 dated July 19, 2017 which is a form of
wadah berbentuk Kontrak Investasi Kolektif (KIK) yang Collective Investment Contract (KIK) which is used to
dipergunakan untuk menghimpun dana dari masyarakat collect funds from the investor community and then invest
pemodal untuk kemudian diinvestasikan pada aset in infrastructure assets that support the Government
infrastruktur yang mendukung program Pemerintah dan programs and bring benefits to the community, which in
membawa manfaat bagi masyarakat, di mana dalam hal terms of this product is in the form of a toll road project.
ini produknya berupa proyek jalan tol.
PENGHARGAAN DAN SERTIFIKASI
Awards and Certifications

PENGHARGAAN
Awards
Sepanjang tahun 2019, Jasa Marga telah memperoleh Throughout 2019, Jasa Marga received various awards,
beragam penghargaan, baik yang berskala internasional both on international and national scale, from a number of
maupun nasional, yang berasal dari sejumlah instansi. institutions. Details of the awards earned by the Company
Rincian penghargaan yang diperoleh Perseroan pada in the fiscal year are presented in the following table.
tahun buku disampaikan dalam tabel berikut ini.
01
Profil Perusahaan
Company Profile
- Penghargaan I nternasional /I nternational A wards -

01 02 03 04
- Penghargaan nasional /N ational A wards -
05 06 07 08
Human Capital
Modal Insani
Penghargaan Internasional International Awards

Tabel Penghargaan Skala Internasional yang Diperoleh Jasa Marga Tahun 2019
Table of International Awards Earned by Jasa Marga in 2019
Acara Nama Penghargaan/ Kategori Penyelenggara Tanggal

No
Event Name of Award/Category Organizer Date
International Financing Review (IFR) Asia 26 Februari 2019

1 Best Capital Markets Deal International IFR Asia
Awards 2018 February 26, 2019

Penghargaan Nasional National Awards
Tabel Penghargaan Skala Nasional yang Diperoleh Jasa Marga Tahun 2019
Table of National Awards Earned by Jasa Marga in 2019

No

27 Maret 2019
1 Bisnis Indonesia CFO BUMN Award 2019 The Best Overall CFO Bisnis Indonesia
March 27, 2019
8th Anugerah BUMN 2019 Strategi Pertumbuhan Terbaik Nomor 1 29 Maret 2019
2 BUMN Track
8th BUMN Awards 2019 First Winner for Best Growth Strategy March 29, 2019
8 Mei 2019
3 Brand Finance plc Top 100 Indonesia Most Valuable Brand 2019 SWA
May 8, 2019
BUMN Pro UKM Teropong Senayan. 11 Mei 2019
4 Teropong BUMN Award 2019
SOE for SME com May 11, 2019
Peringkat 3rd Digital Brand 16 Mei 2019
5 8th Digital Brand Awards 2019 Infobank
Third Winner Digital Brand May 16, 2019

16 Mei 2019
6 Human Capital Award V 2019 Best Human Capital in Architecture 2019 Economic Review
May 16, 2019

PKBL Terbaik Jasa Jalan Tol Program Unggulan
Peningkatan Permodalan UMKM 27 Mei 19
7 Anugerah PKBL 2019 Warta Ekonomi
The Best PKBL for Toll Road Services, the Leading May 27, 2019
Program for Capital Enhancement of SMEs
17 Juni 2019
8 Indonesia Most Creative Companies 2019 5th Indonesia Most Creative Companies 2019 SWA Media
June 17, 2019
Mitra Bisnis Berkontribusi Terhadap Kelancaran
Distribusi BBM di Rest Area Saat Arus Mudik Balik
Apresiasi Mitra Bisnis Pertamina Siaga 2019
Lebaran 2019 25 Juni 2019
9 Appreciation of Pertamina Standby Business Pertamina
Business Partners who Contribute to the Smooth June 25, 2019
Partner 2019
Distribution of Fuels in the Rest Areas during the
2019 Eid al-Fitr Homecoming Back Flow
Majalah Service 9 Juli 2019
10 Service Quality Award 2019 Toll Road - Digital
Excellent July 9, 2019
Asosiasi Analisa Efek
42 Emiten Terbaik Indonesia 18 Juli 2019
11 CSA Award 2019
42 Best Issuers Indonesian Securities July 18, 2019
Analysis Association
Anugerah Manajemen Informasi Arus Mudik
Kantor Staf Presiden
2019 Informatif, Inovatif, Responsif 19 Juli 2019
12 Presidential Staff
Award for Information Management of Informative, Innovative, Responsive July 19, 2019
Office
Homecoming Traffic Flow
Indonesia Enterprise Risk Management Award- 3 Agustus 2019
13 1st - The Best Risk Management 2019 Economic Review
III-2019 August 3, 2019
26 September
Gold Winner untuk Brand Strength 2019
14 Pro 3 RRI BUMN Award 2019 RRI Pro 3
Gold Winner for Brand Strength September 26,
2019
SWA Network & 1 Oktober 2019
15 SRI Kehati Award 219 Sustainable Responsible Investment (SRI) - Kehati
Yayasan KEHATI October 1, 2019
182
09
18
13
19
14
10
20
15

11
21
16

22
17
12
Human Capital
Modal Insani

No
BUMN Branding & Marketing Award 2019 5 November 2019

16 The Best Branding BUMN Track
BUMN Tbk November 5, 2019
The Best Growth Strategy in Highway Industri 6 November 2019
17 Indonesia BussinessNews Awards 2019 BussinessNews
2019 November 6, 2019
• The Best Innovation and Business
Transformation In Highway Industry 2019
6 November 2019
18 Indonesia BussinessNews Awards 2019 • The Best Innovation and Business BussinessNews
November 6, 2019
Transformation In Highway Industry 2019

IICD Corporate
14 November 2019
11 th The IICD Corporate Governance Govermance
19 Best Non Financial Sector 2019 November 14,
Conference and Award Conference and
2019
Award
Otoritas Jasa
Juara II Kategori BUMN Non Keuangan Listed 14 November 2019
Keuangan
20 Annual Report Award 2018 Second Winner in the category of Listed Non November 14,
Financial Services
Financial SOEs 2019
Authority
Badan Standardisasi
Nasional 21 November 2019
Emas
21 SNI Award 2019 National November 21,
Gold

Standardization 2019

Agency
Pengelolaan Jalan Tol Berkelanjutan Terbaik Ruas Kementerian PUPR
Penghargaan Pengelolaan Jalan Tol
Tol Prof. Dr. Ir. Soedijatmo Ministry of Public 3 Desember 2019
22 Berkelanjutan
Best Sustainable Management on Prof. Dr. Ir. Work and Public December 3, 2019
Sustainable Toll Road Management Award
Soedijatmo Toll Road Housing
SERTIFIKASI
Certifications

Hingga tahun 2019, sejumlah sertifikasi ISO/OHSAS telah Until 2019, a number of ISO/OHSAS certifications have

diperoleh Cabang maupun Entitas Anak Perseroan. Lebih been obtained by Branches and Subsidiaries. More details
detail tentang perolehan sertifikasi tersebut disampaikan about the certifications are presented in the table below.
dalam tabel di berikut ini.
Tabel Sertifikasi yang Diperoleh Jasa Marga Tahun 2019

Table of Certifications Obtained by Jasa Marga in 2019
Masa Berlaku
Validity Period
Nama Sertifikasi Lembaga Sertifikasi
No ISO/ OHSAS
Certification Name Certification Provider
Mulai Berakhir
From To
1 PT Jasamarga Bali Tol ISO 14001 : 2015 13 Desember 2018 13 Desember 2021 QA Indonesia
December 13, 2018 December 13, 2021 Sertification
2 PT Jasamarga Tollroad Maintenance ISO 9001 : 2015 13 Desember 2018 13 Desember 2020 QA Indonesia
ISO 14001 : 2015 13 Desember 2019 13 Desember 2020 QA Indonesia
OHSAS 18001 : 2007 13 Desember 2019 13 Desember 2020 QA Indonesia
3 Cabang Jakarta Tangerang Cengkareng ISO 9001 : 2015 19 Februari 2019 19 Februari 2022 SGS
February 19, 2019 February 19, 2022
4 Cabang Purbaleunyi ISO 9001 : 2015 23 November 2018 23 November 2021 SGS
November 23, 2018 November 23, 2021
OHSAS 18001 : 2007 12 November 2018 12 Maret 2021 SGS
November 12, 2018 March 12, 2021
NAMA DAN ALAMAT LEMBAGA DAN/ATAU PROFESI
PENUNJANG
Names and Addresses of Supporting Institutions and/or Professionals
Informasi mengenai Nama dan Alamat Lembaga dan/atau Detailed information regarding names and addresses of
Profesi Penunjang secara rinci terdapat pada bagian Nama supporting institutions and/or professionals is available
dan Alamat Lembaga dalam Laporan Tahunan ini. in the Name and Address of Institutions section of this
Annual Report.
NAMA DAN ALAMAT ENTITAS ANAK DAN/ATAU

KANTOR CABANG ATAU KANTOR PERWAKILAN
Names and Addresses of Subsidiaries and/or Branch Offices or
Representative Offices
Informasi mengenai Nama dan Alamat Entitas Anak dan/ Information regarding names and addresses of subsidiaries
Profil Perusahaan
Company Profile
atau Kantor Cabang atau Kantor Perwakilan tersedia and/or branch offices or representative offices is available
pada bagian Nama dan Alamat Lemabaga dalam Laporan in the Name and Address of Institutions section of this
Tahunan ini. annual report.
185
Jalan Tol Pandaan-Malang
Gerbang Tol Singosari
INFORMASI PADA SITUS WEB PERSEROAN
Corporate Website Information

Profil Perusahaan
Company Profile
Jasa Marga menyediakan informasi pada para pemangku Jasa Marga provides information to stakeholders in an
kepentingan secara terintegrasi melalui situs web resmi www. integrated manner through its official website www.
jasamarga.com. Situs resmi Jasa Marga telah sesuai dengan jasamarga.com. The official website of Jasa Marga is set
Peraturan Otoritas Jasa Keuangan (POJK) No.8/POJK.04/2015 up according to the Financial Services Authority Regulation
tentang situs web emiten atau perusahaan publik yang di (POJK) No.8/POJK.04/2015 about website of listed or public
antaranya meliputi: company, which include:

1. Informasi Umum Emiten atau Perusahaan Publik 1. General Information on the Listed or Public Company
2. Informasi Bagi Pemodal atau Investor 2. Information for Capital Owners or Investors
3. Informasi Tata Kelola Perusahaan 3. Corporate Governance Information
4. Informasi Tanggung Jawab Sosial Perusahaan 4. Corporate Social Responsibility Information
Laman resmi www.jasamarga.com telah memenuhi kriteria The official website of www.jasamarga.com has fulfilled the
informasi pada website perusahaan terbuka yang antara lain information criteria on the website of public company which,
mengungkapkan informasi mengenai pemegang saham, among other things, discloses information about shareholders,
isi Kode Etik, RUPS, Laporan Keuangan, profil pengurus contents of the Code of Conduct, GMS, Financial Statements,
perusahaan, dan materi lainnya. company management profiles, and other subjects.
Tabel Pemenuhan Informasi Pada Website Perusahaan

Table of Information Fulfillment on Company Website
Ketersediaan di Situs
Cakupan Informasi www.jasamarga.com
No
Scope of Information Availability on Website www.
jasamarga.com
1 Informasi pemegang saham sampai dengan pemilik akhir individu √

Shareholder information up to individual final holders
2 Isi Kode Etik √
Contents of Code of Conduct
3 Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara yang dibahas √
dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu tanggal pengumuman RUPS, tanggal
pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan
Information on the General Meeting of Shareholders (GMS) at least includes the agenda discussed in the GMS,
summary of GMS minutes, and information on important dates, namely the date of the announcement of the GMS,
the date of the GMS invitation, the date of the GMS, the date of the summary of the GMS minutes announced
4 Laporan keuangan tahunan terpisah (5 tahun terakhir) √
Individual Annual Reports (for the last 5 years)
5 Profil Dewan Komisaris dan Direksi √
Profiles of the Board of Commissioners and Board of Directors
6 Piagam/ Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal √
Charters of the Board of Commissioner, Board of Directors, Committees, and Internal Audit Unit
Selain itu, situs web resmi Perseroan juga memberikan In addition, the Company's official website also provides more
informasi yang lebih spesifik, sesuai dengan kriteria ACGS. specific information, according to the ACGS criteria, including:
Informasi tersebut yaitu:
Human Capital
Modal Insani
www.jasamarga.com

Informasi & Layanan Info Perusahaan Hubungan Investor

Information and Service Corporate Information Investor Relations
Pemandu Tol Profil Perusahaan Beranda IR

Toll Road Guides Company Profile IR Homepage
Informasi & Layanan Jalan Tol Bisnis Jasa Marga Informasi Perseroan
Toll Road Information & Services Jasa Marga Businesses Company Information
Ruas Tol Tata Kelola Informasi Finansial

Toll Road Sections Management Financial Statements

Informasi Lalu Lintas Informasi / Fakta Material Keterbukaan
Traffic Information Information / Fact Sheets Transparency
CSR Aktivitas
Activity

Penyaluran Kemitraan Mudik Bareng Jasa Marga
Distribution of Partnership Homecoming with Jasa Marga
Penyaluran Bina Lingkungan
Festival Jalan Tol
Distribution of Community Development
Toll Road Festival
Laporan CSR Berita

CSR Report News
Tender
Tender

Release

Release
Pengumuman
Announcement
Keterbukaan Informasi
Information Disclosure
Kontak Kami
Contact Us
Kontak dan Alamat Kantor Pusat

Contact and Address of Headquarters
Kontak dan Alamat Kantor Regional

Contacts and Addresses of Region Offices
Kontak dan Alamat Entitas Anak

Contacts and Addresses of Subsidiaries
Kontak dan Alamat Ventura Bersama

Contacts and Addresses of of Joint Ventures
Kontak dan Alamat Entitas Asosiasi

Contacts and Addresses of Associates
04
ANALISIS DAN
PEMBAHASAN MANAJEMEN
Sampai dengan 31 Desember 2019, Jasa Marga berhasil

menggandakan panjang jalan tol yang telah dioperasikan. Pada
periode 5 tahun sebelumnya atau akhir tahun 2014, Jasa Marga
mengoperasikan 576 km jalan tol, namun pada akhir tahun 2019
pengoperasian jalan tol oleh Perseroan mencapai 1.162 km.
As of December 31, 2019, Jasa Marga has succeeded in doubling the length of the
toll roads that have been operated. In the previous 5 years or the end of 2014, Jasa
Marga operated 576 km of toll roads, but at the end of 2019 the operation of toll
roads by the Company reached 1,162 km.
190. Tinjauan Umum 283. Pencapaian Target 2019 dan Target 303. Informasi Transaksi Material yang
General Review 2020 Mengandung Benturan Kepentingan
195. Tinjauan Operasi Per Segmen Usaha 2019 and 2020 Target dan/atau Transaksi dengan Pihak
Operating Overview Per Business Achievements Afiliasi
Segment Information on Material Transactions
285. Informasi dan Fakta Material Containing Conflicts of Interest and /
226. Tinjauan Keuangan Setelah Tanggal Laporan Akuntan or Transactions with Affiliated Parties
Financial Review Material Information and Facts 307. Aspek Perpajakan
261. Kemampuan Membayar Utang dan After the Date of the Accountant Taxation Aspects
Kolektibilitas Piutang Reports
308. Perubahan Peraturan Perundang-
Ability to Pay Debt and Collectibility 287. Prospek Usaha Undangan dan Dampaknya
in Receivables Business Prospect Change in Laws and Regulations and
265. Struktur Modal 291. Aspek Pemasaran the Impact
Capital Structure
Marketing Aspects 308. Perubahan Kebijakan Akuntansi
265. Ikatan Material Investasi Barang
Modal 294. Kebijakan, Pengumuman dan Amendment to Accounting Policies
Capital Material Investment Pembayaran Dividen 309. Informasi Kelangsungan Usaha
Commitments Dividend Policy, Announcement and
Payment Information of Business Sustainability
260. Investasi Barang Modal
Capital Expendures 295. Program Kepemilikan Saham oleh
Karyawan dan Manajemen (ESOP/
267. Informasi Material Mengenai MSOP)
Investasi, Ekspansi, Divestasi, Program of Share Ownership by
Penggabungan/ Peleburan Usaha, Employees and Management (ESOP/
Akuisisi, dan Restrukturisasi Utang MSOP)
dan Modal
Material Information Regarding 297. Realisasi Penggunaan Dana Hasil
Investment, Expansion, Divestment, Penawaran Umum
Business Merger / Consolidation, Realization of Use of Public Offering
Acquisitions, and Debt and Capital Preceeds
Restructuring
269. Komitmen dan Kontinjensi
Commitments and Contingencies
Gerbang Tol Warugunung
Jalan Tol Surabaya-Mojokerto
TINJAUAN UMUM
General Review
Dinamika perekonomian nasional sangat erat The national economic dynamics affect the Company’s
mempengaruhi kinerja Perseroan. Transmisi dari performance. Their influence can spread through a
penyebaran pengaruh tersebut dapat melalui sejumlah number of instruments, including financial instruments.
instrumen, termasuk instrumen finansial. Berikut ini kami In the following, we describe the results of the economic
paparkan hasil analisis perekonomian yang terkait dengan analysis related to the Company’s performance in 2019.
kinerja Perseroan sepanjang tahun 2019.
ANALISIS PEREKONOMIAN NASIONAL

National Economic Analysis
PERTUMBUHAN EKONOMI INDONESIA TRIWULAN IV- 2019
%
Indonesia Economic Growth in Quarter IV of 2019
PERTUMBUHAN PRODUK DOMESTIK BRUTO (PDB) 2014-2019

Growth of Gross Domestic Product of 2014-2019 C-to-C Y-on-Y
Profil Perusahaan
Company Profile
5,02 5,02% 4,97%

5,17
5,07
5,01 5,03 Q-on-Q PDB 2019
GDP 2019
4,88 -1,74% Rp15.833,9 triliun/trillion
PDB Per Kapita 2019

GDP Per Capita 2019

Rp59.065.349
2014 2015 2016 2017 2018 2019 USD4.174,9
% %
PERTUMBUHAN PDB MENURUT LAPANGAN USAHA TAHUN 2019 PERTUMBUHAN PDB MENURUT PENGELUARAN TAHUN 2019
Growth of GDP According to Business Field in 2019 Growth of GDP According to Expenditure of 2019
10,62
5,76 7,00
3,80 4,62 5,04 4,45
3,64 3,25
1,22
-0,87 -7,69
Pertambangan Industri Konstruksi Perdagangan Lainnya Konsumsi Konsumsi Konsumsi PMTB Ekspor Impor
Pertanian
dan Penggalian Pengolahan Construction dan Reparasi etc. Rumah Tangga LNPRT Pemerintah GFCF Export Import
Agriculture
Mining and Processing Trade and Household NPISH Government
Excavation Industry Repair Consumption Consumption Consumption
PERTUMBUHAN DAN KONTRIBUSI PDRB MENURUT WILAYAH

GRDP Growth and Contribution by Region
SUMATERA
21,32
KALIMANTAN
4,57
8,05 MALUKU & PAPUA
SULAWESI
4,99 2,24
6,33
7,40
6,65
Tahun 2019 Pulau Jawa JAWA
memberikan kontribusi terhadap
perekonomian Indonesia sebesar 59% 59,00 BALI & NUSA TENGGARA
dengan pertumbuhan 5,52%
5,52 3,06
In 2019, Java Island contributed 59%
to the Indonesian economy Kontribusi / Contribution
with a growth of 5.52%
5,07
Pertumbuhan / Growth
Berita Resmi Statistik No. 17/02/Th. XXIV, 5 Februari 2020

Official Statistics News No. 17/02 / Th. XXIV, February 5, 2020
Human Capital
Modal Insani
Pada tahun 2019, di tengah ketidakpastian ekonomi global, In 2019, amid the uncertainty of the global economy,

perekonomian Indonesia masih dapat tumbuh 5,02%. the Indonesian economy can still grow stably at around
Pertumbuhan ekonomi Indonesia berhasil menurunkan 5.02%. Indonesia’s economic growth has succeeded in
tingkat pengangguran, tingkat kemiskinan dan reducing unemployment, poverty and inequality. Indonesia
ketimpangan. Indonesia tercatat sebagai negara dengan was listed as the country with the second largest economic
pertumbuhan ekonomi terbesar kedua di antara negara growth among the G20 countries in the Third Quarter of
G20 pada TW III 2019, yakni sebesar 5,02%. Indonesia 2019, which is at 5.02%, just below China by 6%, India
hanya kalah dari China sebesar 6%, India bahkan turun even dropped sharply to the level of 4.55%. Responding
tajam ke tingkat 4,55%. Merespon pelambatan ekonomi to the global economic slowdown, several of the world’s
global, sejumlah bank sentral di dunia mengambil langkah central banks took steps to reduce the benchmark interest

menurunkan suku bunga acuan. rate.
Selama tahun 2019, Bank Indonesia telah menurunkan During 2019, Bank Indonesia has reduced the benchmark
suku bunga acuan (BI 7 DRR) sebanyak 4 kali 100 bps, interest rate (BI 7 DRR) by 4 times (100 bps), 5% (as of
menjadi sebesar 5% (per November 2019). Namun, November 2019). However, the declining average loan
penurunan rata-rata suku bunga kredit perbankan hanya interest rates was only 22 bps, 10.7% as of September
22 bps menjadi 10,7% per September 2019. Sementara 2019. While the realization of inflation during 2019
realisasi inflasi selama 2019 mencapai 2,72%, lebih rendah reached 2.72%, lower than the previous year. This annual
dari tahun sebelumnya. Inflasi tahunan ini merupakan inflation is the lowest in 20 years. Strong domestic demand
yang terendah dalam 20 tahun. Permintaan domestik is believed to remain the main pillar of economic growth.
yang kuat diyakini tetap menjadi penopang utama The increase in investment will be driven by infrastructure

pertumbuhan ekonomi. Adapun kenaikan investasi akan development and ease of doing business in Indonesia.
didorong pembangunan infrastruktur dan kemudahan
iklim berusaha di Indonesia.
Sumber: Refleksi 2019, Kemenko Perekonomian, Desember 2019; Source: Reflections on 2019, Ministry of Economy, December
Bank Indonesia (BI) dan Badan Pusat Statistik (BPS), Februari 2020 2019; Bank Indonesia (BI) and Statistics Indonesia (BPS), February
2020
ANALISIS INDUSTRI JALAN TOL

Analysis of the Toll Road Industry

Kementerian Pekerjaan Umum dan Perumahan Rakyat The Ministry of Public Works and Housing (PUPR) through
(PUPR) melalui Badan Pengatur Jalan Tol (BPJT) menargetkan the Indonesia Toll Road Authority (BPJT) is targeting the
beroperasinya 4.700 km hingga 5.200 km jalan tol pada operation of 4,700 km to 5,200 km of toll roads by 2024.
tahun 2024. Artinya, Pemerintah perlu membangun ruas This means that the government needs to develop another
tol sepanjang 2.500 km lagi hingga 2024. 2,500 km of toll roads until 2024.
Hal ini akan berdampak pula pada: (i) industri konsesi This will also have an impact on: (i) the toll road concession
jalan tol yang diproyeksikan akan tumbuh sebesar 22% industry in which the Compound Annual Growth Rate
Compound Annual Growth Rate (CAGR) dari tahun 2015 (CAGR) between 2015 and 2025 is projected to grow by
sampai tahun 2025 dengan Return on Invested Capital 22% with a Return on Invested Capital (ROIC) of 7.9%;
(ROIC) sebesar 7,9%; dan (ii) industri operasi jalan tol yang and (ii) the toll road operating industry CAGR is projected
diproyeksikan tumbuh sebesar 22% CAGR dari tahun to grow by 22% from 2015 to 2025 with a market share
2015 sampai tahun 2025 dengan pangsa pasar sebesar of Rp25 trillion and ROIC of 5%.
Rp25 triliun dan ROIC sebesar 5%.
Peluang ini membuat ketertarikan para pemain baru untuk This opportunity has attracted new players in the toll
memasuki industri jalan tol. Banyaknya pemain baru di road industry. The large number of new players in toll
konsesi jalan tol memberi kesempatan pertumbuhan bisnis road concessions provides opportunities for the growth
jasa layanan operator jalan tol. Peningkatan persyaratan of the toll road operator business services. Increasing the
Standar Pelayanan Minimum (SPM) jalan tol mendorong requirements for toll road Minimum Service Standards
pemilik konsesi jalan tol untuk meningkatkan kualitas (SPM) encourages toll road concessionaires to improve
pemeliharaan. Selain itu, Pemerintah juga mengeluarkan the quality of maintenance. In addition, the government
arahan strategis terkait industri jalan tol dan non-tol di issued the following strategies related to the toll road and
antaranya: non-toll road industry:
• Dibukanya kesempatan kepemilikan 100% di • Opened opportunity for 100% ownership in toll road
pengusahaan jalan tol oleh asing concessions by foreigners
• Percepatan penerapan teknologi untuk mendukung • Accelerating the application of technology to support
pelaksanaan cashless payment di Oktober 2017 the implementation of cashless payments in October
2017
• Anggaran infrastruktur pemerintah sebagian besar • The government infrastructure budget is mostly
dialokasikan untuk pembangunan jalan tol allocated for toll road construction
• Konstruksi jalan tol membutuhkan akses pendanaan • Toll road construction requires access to large funding;
yang besar, pemerintah mendorong terbentuknya therefore, the government encourages the formation
public private partnership (PPP) dan memperluas akses of a public private partnership (PPP) and expands
pendanaan asing access to foreign funding
Oleh sebab itu, Jasa Marga dihadapkan pada tingkat Therefore, Jasa Marga faces an increasingly high level
persaingan yang semakin tinggi, terutama disebabkan of competition, mainly due to the presence of several
adanya beberapa investor asing yang masuk ke Indonesia. foreign investors entering Indonesia. Each sector will
Kompetisi di setiap sektor akan dihadapi Perseroan, be competitive; from the toll road concession, toll road
mulai dari sektor konsesi jalan tol, operator jalan tol, operators, toll road maintenance, toll road construction,
Profil Perusahaan
pemeliharaan jalan tol, konstruksi jalan tol, Tempat Rest and Services (TIP), non-toll road construction, to
Company Profile
Istirahat dan Pelayanan (TIP), konstruksi non jalan tol, technological developments.
hingga perkembangan teknologi.
Sumber: Badan Pengatur Jalan Tol (BPJT) Kementerian Source: Indonesia Toll Road Authority (BPJT) of the Ministry of
Pekerjaan Umum dan Perumahan Rakyat (PUPR) dan Public Works and Housing (PUPR) and other credible sources.
sumber kredibel lainnya.
ANALISIS PERSEROAN DALAM INDUSTRI

Analysis of the Company in the Industry
Analisis terhadap kinerja Perseroan Jalan Tol dilakukan Company performance analysis is performed on Investor
terhadap Perseroan Investor dan Operator Jalan Tol Companies and Toll Road Operator that are listed on
yang telah terdaftar di Bursa Efek Indonesia. Analisis ini Indonesia Stock Exchange. The analysis represents the
relatif mewakili industri jalan tol di Indonesia. Analisis ini toll road industry in Indonesia. The Financial Conditions
dilakukan dengan membandingkan Kondisi Keuangan 3 of 3 (three) companies, namely PT Jasa Marga (Persero)
(tiga) Perseroan, yaitu PT Jasa Marga (Persero) Tbk (JSMR), Tbk (JSMR), PT Citra Marga Nusaphala Persada Tbk
PT Citra Marga Nusaphala Persada Tbk (CMNP), dan (CMNP), and PT Nusantara Infrastructure Tbk (META), in
PT Nusantara Infrastructure Tbk (META), pada periode the September 2019 period, were compared. This includes
September 2019. Perbandingan kinerja keuangan ketiga total assets, EBITDA, asset growth, Margin EBITDA, ROA,
Perseroan meliputi total aset, EBITDA, pertumbuhan aset, and ROE.
EBITDA Marjin, ROA, dan ROE.
Tabel Perbandingan Kinerja Keuangan Tiga Perusahaan Per 30 September 2019

Table of Comparison among the Three Companies’ Financial Performance Per September 30, 2019
(dalam miliar Rupiah, kecuali dinyatakan lain) (in billions of Rupiah, unless otherwise stated)
Perusahaan Total Aset Pertumbuhan Aset

EBITDA EBITDA Margin ROA ROE
Company Total Aset Asset Growth
JSMR 94.273 5.004 14,38% 62,90% 1,59% 6,75%
CMNP 14.787 825 12,90% 68,11% 3,46% 6,92%
META 4.885 267 13,45% 56,87% 2,74% 4,21%
Sumber: Bursa Efek Indonesia, data diolah Source: Indonesia Stock Exchange, data processed
Human Capital
Modal Insani
Setelah dilakukan perbandingan dengan rata-rata It can be concluded that Jasa Marga’s EBITDA Margin of

Perseroan pada industri sejenis yang berada di Indonesia, 62.9% is still quite competitive when compared to the
dapat disimpulkan bahwa Jasa Marga diukur dari EBITDA average similar industries. The Company is still trying
Margin, yakni sebesar 62,9%, masih cukup bersaing jika to complete the construction of new toll roads, which
dibandingkan dengan rata- rata industri sejenis. Perseroan can be seen from the growth of the Company’s assets
masih terus berupaya menyelesaikan konstruksi ruas-ruas that are higher than the other companies, but with the
tol baru yang terlihat dari pertumbuhan aset Perseroan characteristics of new toll roads, which at the beginning of
yang lebih tinggi dari perusahaan pembanding yang operations do not yet have optimum traffic, the resulting
sejenis namun dengan karakteristik jalan tol baru yang profit contribution is also not optimal.
mana pada saat awal operasi belum memiliki lalu lintas

yang optimal sehingga kontribusi laba yang dihasilkan pun
juga belum optimal.
STRATEGI PERSEROAN
Company Strategy
Untuk mencapai sasaran pokok yang telah ditetapkan, To reach the main targets that have been set, the
Perseroan telah menetapkan strategi yang dibagi Company has established a strategy within these 4 (four)
berdasarkan 4 (empat) bidang, yakni: fields, namely:

OPERASIONAL Operation
Strategi yang ditetapkan dalam bidang operasional The strategy in the operational sector, particularly in toll
khususnya pada transaksi tol, pelayanan lalu lintas, dan transactions, traffic services, and construction services
pelayanan konstruksi bertujuan untuk meningkatkan aims to increase the EBITDA of the toll roads that are
EBITDA ruas-ruas tol yang sudah beroperasi dengan already operating by taking into account operational
memperhatikan efisiensi dan efektifitas operasional. Secara efficiency and effectiveness. Up to 2022, operation and
bertahap sampai dengan 2022, konsep pengoperasian maintenance with the concept of technology-based
dan pemeliharaan dengan konsep cost leadership dan

operational excellence and cost leadership will gradually
operational excellence berbasis teknologi, akan menjadi become the main competence of the Subsidiaries engaged

kompetensi utama Entitas Anak yang bergerak di bidang in the toll road operation and maintenance.
pengoperasian dan pemeliharaan jalan tol.
PENGEMBANGAN USAHA Business Development
Pada bidang pengembangan usaha jalan tol, diperkirakan In the field of toll road business development, an estimated
1.527 km konsesi selesai dan beroperasi seluruhnya pada of 1,527 km of concessions were completed and will be in
tahun 2022. Hingga 2019, sepanjang 1.162 km telah full operation by 2022. Until 2019, 1,162 km have been in
beroperasi dan sepanjang 365 km dalam tahap konstruksi operation and 365 km has been in the construction and
dan pembebasan lahan. Pengembangan usaha jalan tol land acquisition stage. The toll road business development
juga dilakukan dengan menyeleksi ruas-ruas potensial is also carried out by selecting potential Segments based on
berdasarkan skala prioritas disesuaikan dengan kapasitas priority scale and adjusted to the capacity of the Company
yang dimiliki oleh Perseroan dan skema pendanaan. and the funding scheme.
ORGANISASI DAN SUMBER DAYA MANUSIA Human Resources and Organization
Strategi di bidang pengelolaan human capital tertuang The strategy in human capital management is enumerated
dalam Arsitektur Human Capital yang merupakan dasar in the Human Capital Architecture which is the basis in
dalam pengembangan strategi untuk menciptakan sumber developing strategies to create human resources that
daya manusia yang mampu beradaptasi dan mendukung are able to adapt and support the Company’s business
strategi bisnis Perseroan. strategy.
Talent &
Succession
Le
Perf
ip l orm
ad
oa an
sh
G
er
Te
y
log
der
sh
ch
ce
ip
no
Techno
Lea
Organization
logy
Strategy
Capacity
People
EVP
Cu o
Profil Perusahaan
r
Company Profile
Reward & ltu a vi Learning &

Recognition re
B eh Development
Technology
Leadership
Arsitektur Human Capital terdiri dari: Human Capital Architecture consists of:
1. Employee Value Proposition (EVP) sebagai perekat 1. Employee Value Proposition (EVP) as the adhesive for
organization and people. the organization and the people.
2. Kebutuhan organisasi, berkaitan dengan goal, strategy 2. Organizational needs related to goals, strategy and
dan culture. culture.
3. Ekspektasi organisasi terhadap karyawan, berkaitan 3. Organizational expectations of employees, related to

dengan performance, capacity dan behavior. performance, capacity and behavior.

4. Komitmen organisasi terhadap karyawan, berkaitan 4. Organizational commitment to employees, related
dengan talent & succession, learning & development to talent & succession, learning & development and
dan reward & recognition. reward & recognition.
5. Teknologi sebagai enabler dari sistem human capital 5. Technology as an enabler of the developed human
yang dibangun. capital system.
6. Leadership sebagai driver untuk mencapai Employee 6. Leadership as a driver to achieve Employee Value
Value Proposition. Proposition.
KEUANGAN Finance
Perseroan di bidang keuangan mengupayakan tingkat The Company in the financial sector strive for competitive
bunga pinjaman yang kompetitif. Perseroan juga loan interest rates. The Company also carries out various
menerbitkan berbagai skema alternatif pendanaan dalam alternative funding schemes in order to issues optimal
rangka memperoleh pendanaan yang optimal serta funding and ensure that any material transactions or
memastikan setiap transaksi material atau investasi melalui investments go through a review process in accordance
proses kajian sesuai dengan aturan yang berlaku. with applicable regulations.
TINJAUAN OPERASI PER SEGMEN USAHA
Human Capital
Modal Insani
Operations Review Per Business Segment

Perseroan berinvestasi secara masif dengan menginisiasi The Company has invested massively through new toll

ruas-ruas tol baru dalam rangka mempertahankan roads initiation to maintain its position as a leader in
posisinya sebagai pemimpin industri jalan tol. Pesatnya the toll road industry. The rapid toll road development
pembangunan ini menyatakan dukungan Perseroan atas is a manifestation of the Company’s support for the
program Pemerintah untuk mempercepat pertumbuhan Government’s program to accelerate Indonesia’s economic
ekonomi Indonesia melalui percepatan pembangunan growth through infrastructure.
infrastruktur.
PENJELASAN SEGMEN USAHA

Explanation of Business Segments
Dalam menjalankan kegiatan operasionalnya, pendekatan In carrying out its operational activities, the Jasa Marga
segmen usaha Jasa Marga dibagi berdasarkan sifat usaha business Segment approach is divided based on the
Perseroan. Sesuai dengan Anggaran Dasar Perseroan, nature of the Company's business. In accordance with
Segmen Usaha Perseroan dibagi menjadi Segmen Usaha the Company's Articles of Association, the Company's
Jalan Tol, Segmen Usaha Pengoperasian, Segmen Usaha Business Segments are divided into Toll Road Business
Pemeliharaan dan Segmen Usaha Lainnya. Segments, Operating Business Segments, Maintenance
Business Segments and Other Business Segments.

Segmen Usaha Jasa Marga
Jasa Marga Business Segments
Usaha Jalan Tol Pengoperasian Pemeliharaan Lainnya

Toll Road Business Segment Operation Business Segment Toll Road Business Segment Others
Usaha Konsesi Jalan Tol Jasa Pengoperasian Jalan Jasa Pemeliharaan Jalan Jasa Prospektif Lainnya

Toll Road Concession Rights Tol Pihak Lain Tol Other Prospective Services
Third Party Toll Road Toll Road Maintenance

Operating Service Service
SEGMEN USAHA JALAN TOL

Toll Road Business Segment
Segmen usaha jalan tol memiliki kontribusi sekitar 91% The toll road business segment contributes around 91%
dari total pendapatan usaha di luar konstruksi Perseroan. of total operating revenues outside the Company's
Segmen usaha ini berfokus pada penambahan kepemilikan construction. This business segment focuses on increasing
bisnis konsesi jalan tol yang merupakan bisnis utama ownership of the toll road concession business which is the
Perseroan. Company's main business.
Berikut uraian segmen usaha jalan tol yang dimiliki Perseroan The following is a description of the toll road business
yang memberikan kontribusi pendapatan tol Perseroan segments owned by the Company that contributed to the
pada tahun 2019. Company's toll revenue in 2019.
Regional Jabodetabekjabar Region of Jabodetabekjabar

Ruas Jagorawi
Jagorawi Segment
Ruas Jakarta-Bogor-Ciawi
Segment
Panjang Jalan
59 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession up to Year
Tahun Beroperasi
1978
Year of Operation
Jumlah Gardu
141
Number of Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,57 (A) - 0,58 (B)
Volume Capacity (V/C) of Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Profil Perusahaan
Company Profile
Lokasi Jalan Tol

Jabodetabek
Toll Road Location
Ruas Cawang-Tomang-Pluit, Ruas Prof. Dr. Ir. Soedijatmo, Ruas Jakarta-Tangerang

Cawang-Tomang-Pluit Segment, Prof. Dr. Ir. Soedijatmo Segment, Jakarta-Tangerang Segment
Ruas Cawang-Tomang-Pluit, Prof. Dr. Ir. Soedijatmo, Jakarta-Tangerang

Segment
Panjang Jalan Cawang-Tomang-Pluit (23,55 km), Prof. Dr. Ir. Soedijatmo (14,30 km),
Road Length Jakarta-Tangerang (33 km)
2044
Tahun Beroperasi
1984 dan/and 1987
Year of Operation
Jumlah Gardu
239
Number of Booths
0,77 (A) - 0,74 (B)


Lokasi Jalan Tol
Jabodetabek
Toll Road Location
Ruas Jakarta Outer Ring Road (JORR) Non S dan Ruas Ulujami-Bintaro Viaduct-Pondok Aren
Jakarta Outer Ring Road (JORR) Non S Segment and Ulujami-Bintaro Viaduct-Pondok Aren Segment
Ruas JORR Seksi E1, E2, E3, W2S dan/and Ulujami-Bintaro Viaduct-Pondok
Segment Aren
Panjang Jalan JORR Seksi E1, E2, E3, W2S (28,3 km) dan/and Ulujami-Bintaro Viaduct-
Road Length Pondok Aren (5,55 km)
2044
Tahun Beroperasi
1991 dan/and 2001
Year of Operation
Jumlah Gardu
107
Number of Booths
Volume Capacity (V/C) Rasio Rata-Rata 0,50 (A) - 0,55 (B) > (dari Ulujami s.d. Rorotan)
Volume Capacity (V/C) of Average Ratio 0,55 (A) - 0,55 (B) > (from Ulujami to Rorotan)
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
Human Capital
Modal Insani
Ruas Cipularang dan Ruas Padaleunyi

Cipularang Segment and Padaleunyi Segment
Ruas Cikampek-Padalarang dan/and Padalarang-Cileunyi

Segment
Panjang Jalan
Cikampek-Padalarang (58,50 km) dan/and Padalarang-Cileunyi (64,40 km)
Road Length
2044
Tahun Beroperasi
1990 dan/and 2003
Year of Operation

Jumlah Gardu
138
Number of Booths
0,74 (A) - 0,80 (B)
Sistem Pengoperasian Tertutup
Operating System Close
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java

PT Marga Trans Nusantara (MTN)

Ruas Kunciran-Serpong
Segment
Panjang Jalan
11,14 km
Road Length
2052
Tahun Beroperasi
2019
Year of Operation
Jumlah Gardu
21

Number of Booths

-
Lokasi Jalan Tol
Banten
Toll Road Location
PT Marga Lingkar Jakarta (MLJ)
Ruas Ulujami-Kebon Jeruk (JORR W2 Utara)

Segment
Panjang Jalan
7,67 km
Road Length
2044
Tahun Beroperasi
2014
Year of Operation
Jumlah Gardu
38
Number of Booths
0,30 (A)-0,70 (B)
Lokasi Jalan Tol
Jakarta
Toll Road Location
PT Marga Sarana Jabar (MSJ)

Ruas Bogor Ring Road

Segment
Panjang Jalan 8,45 km (Seksi 1, Seksi 2A dan Seksi 2B)

Road Length 8.45 km (Segment 1, Segment 2A and Segment 2B)
2054
Tahun Beroperasi
2009 dan/and 2012
Year of Operation
Jumlah Gardu
15
Number of Booths
0,74 (A)-0,79 (B)
Profil Perusahaan
Company Profile
Regional Transjawa Regional of Transjawa
Jakarta-Cikampek Segment
Segment
Panjang Jalan
83 km
Road Length
2044
Tahun Beroperasi
1988
Year of Operation
Jumlah Gardu
195
Number of Booths
0,75 (A) - 0,73 (B)

Lokasi Jalan Tol
Jabodetabek
Toll Road Location
Ruas Palikanci
Palikanci Segment
Ruas Palimanan-Kanci
Segment
Panjang Jalan
26,3 km
Road Length
2044
Tahun Beroperasi
1998
Year of Operation
Jumlah Gardu
35
Number of Booths
0,44 (A) - 0,41 (B)
Human Capital
Modal Insani
Ruas Semarang

Semarang Segment
Ruas Semarang A,B,C

Segment
Panjang Jalan
25 km
Road Length
2044
Tahun Beroperasi
1983
Year of Operation

Jumlah Gardu
33
Number of Booths
0,47 (A) - 0,40 (B)
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java

PT Jasamarga Surabaya Mojokerto (JSM)
Ruas Surabaya-Mojokerto
Segment
Panjang Jalan
36,27 km
Road Length
2049
Tahun Beroperasi
2011
Year of Operation

Jumlah Gardu
53
Number of Booths

0,28 (A)-0,27 (B)
Sistem Pengoperasian Terbuka dan Tertutup
Operating System Open and Close
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
Jakarta-Cikampek Segment
Segment
Panjang Jalan
49 km
Road Length
2044
Tahun Beroperasi
1986
Year of Operation
Jumlah Gardu
116
Number of Booths
0,65 (A) - 0,69 (B)
Sistem Pengoperasian Terbuka dan tertutup
Operating System Open and close
PT Jasamarga Gempol Pasuruan (JGP)

Ruas Gempol- Pasuruan

Segment
Panjang Jalan
34,15 km
Road Length
2063
Tahun Beroperasi
2017
Year of Operation
Jumlah Gardu
28
Number of Booths
0,15 (A)-0,16 (B)
Profil Perusahaan
Company Profile
PT Jasamarga Pandaan Malang (JPM)
Ruas Pandaan-Malang
Segment
Panjang Jalan
38,49 km
Road Length
2054
Tahun Beroperasi
2019
Year of Operation
Jumlah Gardu
34
Number of Booths
0,22 (A)-0,20 (B)

Regional Nusantara Regional of Nusantara
Ruas Belmera
Belmera Segment
Ruas Belawan-Medan-Tanjung Morawa

Segment
Panjang Jalan 42,7 km

Road Length
2044
Tahun Beroperasi
1986
Year of Operation
Jumlah Gardu
61
Number of Booths
0,30 (A) - 0,35 (B)
Lokasi Jalan Tol Sumatera Utara
Toll Road Location North Sumatera
Human Capital
Modal Insani
PT Jasamarga Kualanamu Tol (JKT)

Ruas Medan-Kualanamu -Tebing Tinggi
Segment
Panjang Jalan
61,7 km
Road Length
2056
Tahun Beroperasi
2017
Year of Operation

Jumlah Gardu
43
Number of Booths
0,22 (A)-0,22 (B)
Lokasi Jalan Tol Sumatera Utara
Toll Road Location North Sumatera
PT Jasamarga Bali Tol (JBT)

Ruas Nusa Dua-Ngurah Rai-Benoa
Segment
Panjang Jalan
10 km
Road Length
2057
Tahun Beroperasi
2013
Year of Operation
Jumlah Gardu
22
Number of Booths

0,25 (A)-0,38 (B)

Lokasi Jalan Tol
Bali
Toll Road Location
Selain ruas tol di atas, Perseroan juga memiliki ruas tol yang In addition to the toll roads above, the Company also has
dioperasikan oleh Entitas Ventura Bersama namun tidak toll roads that are operated by Joint Venture Entities but are
termasuk dalam klasifikasi segmen usaha jalan tol Perseroan not included in the classification of the Company's toll road
karena tidak dikonsolidasikan. Berikut adalah daftar Entitas business segments because they are not consolidated. The
Ventura Bersama Perseroan: following is a list of Joint Venture Entities of the Company:
PT Trans Marga Jateng (TMJ)
Ruas Semarang-Solo
Segment
Panjang Jalan
72,6 km
Road Length
2055
Tahun Beroperasi
2011
Year of Operation
Jumlah Gardu
72
Number of Booths
0,28 (A)-0,26 (B)
PT Jasamarga Semarang Batang (JSB)

Ruas Batang-Semarang
Segment
Panjang Jalan
75 km
Road Length
2066
Tahun Beroperasi
2018
Year of Operation
Jumlah Gardu
37
Number of Booths
0,23 (A)-0,21 (B)
Profil Perusahaan
Company Profile
PT Jasamarga Solo Ngawi (JSN)
Ruas Solo-Ngawi
Segment
Panjang Jalan
90,43 km
Road Length
2066
Tahun Beroperasi
2018
Year of Operation
Jumlah Gardu
33
Number of Booths
0,09 (A)-0,09 (B)

PT Jasamarga Ngawi Kertosono Kediri (JNKK)
Ruas Ngawi-Kertosono-Kediri
Segment
Panjang Jalan
114,92 km
Road Length
2056
Tahun Beroperasi
2018
Year of Operation
Jumlah Gardu
16
Number of Booths
0,13 (A)-0,12 (B)
Human Capital
Modal Insani
PT Jasamarga Pandaan Tol (JPT)

Ruas Gempol-Pandaan
Segment
Panjang Jalan
13,60 km
Road Length
2049
Tahun Beroperasi
2015

Year of Operation

Jumlah Gardu
13
Number of Booths
0,36 (A)-0,36 (B)
SEGMEN USAHA PENGOPERASIAN Operation Business Segment

Sebagai bagian dari optimalisasi aset Perseroan As part of the optimization of the Company's assets as
sebagaimana tertuang dalam Perjanjian Pengusahaan Jalan stipulated in the Toll Road Concession Agreement, Jasa
Tol, Jasa Marga juga melakukan pengembangan bisnis jasa Marga also develops the toll road operation services
pengoperasian jalan tol. Sebagai komitmen Perusahaan business. As a commitment of the Company in the business,
dalam bisnis tersebut, Perseroan membentuk Entitas Anak the Company formed a Subsidiary that is engaged in the
yang bergerak dalam bisnis pengoperasian jalan tol, yaitu business of operating toll roads, namely PT Jasamarga
PT Jasamarga Tollroad Operator (JMTO) dan PT Jalantol Tollroad Operator (JMTO) and PT Jalantol Lingkarluar Jakarta
Lingkarluar Jakarta (JLJ). Selain mengoperasikan jalan tol (JLJ). In addition to operating toll roads owned by the Parent
milik Induk Perseroan dan Entitas Anak Perseroan, PT JMTO Company and its Subsidiary Entities, PT JMTO and PT JLJ
dan PT JLJ juga memberikan jasa pengoperasian jalan tol also provide other toll road operating services.

Badan Usaha Jalan Tol lainnya.

SEGMEN USAHA PEMELIHARAAN Maintenance Business Segment
Selain melakukan pengembangan bisnis jasa pengoperasian In addition to developing the toll road operation services
jalan tol, sebagai upaya Perseroan dalam melakukan business, as part of the Company's efforts in optimizing
optimalisasi aset, Perseroan juga mengembangkan bisnis assets, the Company is also developing a toll road
jasa pemeliharaan jalan tol dengan membentuk Entitas Anak maintenance service business by establishing a subsidiary
yang bergerak dalam bisnis pemeliharaan jalan tol, yaitu that engages in the toll road maintenance business, namely
PT Jasamarga Tollroad Maintenance (JMTM). Di samping PT Jasamarga Tollroad Maintenance (JMTM). In addition
melaksanakan pekerjaan pemeliharaan jalan tol di Grup to carrying out toll road maintenance work in the Jasa
Jasa Marga, PT JMTM juga memberikan jasa pemeliharaan Marga Group, PT JMTM also provides toll road maintenance
jalan tol milik Badan Usaha Jalan Tol lainnya. services belonging to other Toll Road Business Entities.
SEGMEN USAHA LAINNYA Other Business Segment
Perseroan juga memiliki segmen usaha yang mengembangkan The Company also has business Segments that develop
bisnis-bisnis prospektif yang masih berkaitan dan prospective businesses that are still related and support the
menunjang bisnis jalan tol Perseroan. Pengembangan Company's toll road business. The Company's Prospective
Bisnis Prospektif Perseroan dilakukan melalui Entitas Anak, Business Development is carried out through a Subsidiary,
yaitu PT Jasamarga Related Business (JMRB). Saat ini ruang namely PT Jasamarga Related Business (JMRB). Currently
lingkup bisnis PT JMRB di antaranya yaitu pengembangan PT JMRB's business scope includes the development of
bisnis BBM SPBU sebagai bagian penting dari optimalisasi the BBM gas station business as an important part of asset
aset seiring dengan meningkatnya pengoperasian jalan tol optimization along with the increasing operation of the toll
yang dikelola Perseroan, pengembangan bisnis jasa sewa road managed by the Company, the development of land
lahan, baik sewa lahan pada tempat istirahat di sepanjang leasing services business, both leasing land at rest areas
jalan tol, sewa lahan untuk iklan, sewa lahan untuk pipa along the toll road, leasing land for advertisement, land
dan fiber optik, maupun sewa bangunan, bisnis properti leases for pipes and fiber optics, as well as building leases,
dan pengelolaan rest area. property business and rest area management.
KINERJA PER SEGMEN USAHA: PRODUKTIVITAS, PENDAPATAN DAN

PROFITABILITAS
Performance Per Business Segment: Productivity, Revenue and Profitability
SEGMEN USAHA JALAN TOL Toll Road Business Segments

Berdasarkan Keputusan Menteri Pekerjaan Umum Nomor Based on the Decree of the Minister of Public Works No.
370/KPTS/M/2007 tentang Penetapan Golongan Jenis 370/KPTS/M/2007 concerning the Determination of Types
Kendaraan Bermotor pada Ruas Jalan Tol yang Sudah of Motorized Vehicles on Already Operating Toll Roads and
Beroperasi dan Besarnya Tarif Tol pada Beberapa Ruas Jalan the Amount of Toll Rates on Several Toll Roads, the types of
Tol, ditetapkan golongan jenis kendaraan sebagai berikut. vehicles are determined as follows.
Golongan Jenis Kendaraan

Class Vehicle Type
Sedan, Jeep, Pick Up/Small Truck and Bus

I
Sedan, Jeep, Pick Up/Small Truck and Bus
Truk dengan 2 (dua) gandar
II
Truck with 2 (two) axles
Truk dengan 3 (tiga) gandar
III
Truck with 3 (three) axles
Profil Perusahaan
Company Profile
Truk dengan 4 (empat) gandar

IV
Truck with 4 (four) axles
Truk dengan 5 (lima) gandar
V
Truck with 5 (five) axles
Total volume lalu lintas transaksi Perseroan mencapai 1,19 The total Company’s traffic transaction reached 1.19
miliar transaksi atau 3,27 juta kendaraan per hari, dengan billion or 3.27 million vehicles per day, with 82.18% being
82,18% merupakan kendaraan golongan I (sedan, pick up) vehicle class I (sedans, pick up) and the remaining 17.82%
dan 17,82% sisanya merupakan golongan kendaraan besar were large vehicle groups (trucks and buses ). The largest
(truk dan bus). Kontribusi terbesar pencapaian volume lalu contribution was from the operation of the Cawang-
lintas transaksi Perseroan diperoleh dari pengoperasian Tomang-Pluit Toll Road which is part of the Jakarta Intra
Jalan Tol Ruas Cawang-Tomang-Pluit yang merupakan Urban Toll Road (JIUT), Prof. Dr. Ir. Soedijatmo and Jakarta-
bagian dari Jakarta Intra Urban Toll Road (JIUT), Prof. Dr. Ir. Tangerang, in which the contribution reached 39.34% of
Soedijatmo dan Jakarta-Tangerang, dimana kontribusinya the total parent company’s traffic transaction or amount
mencapai 39,34% terhadap total volume lalu lintas transaksi 430.7 million transactions.
induk perusahaan atau sebesar 430,7 juta transaksi.
Pendapatan tol Perseroan mencapai Rp8,31 triliun (induk

The Company’s toll revenue reached Rp.8.31 trillion (holding

perusahaan) dan Rp1,82 triliun (anak perusahaan). Kontribusi company) and Rp1.82 trillion (subsidiary). The largest toll
pendapatan tol terbesar berasal dari pengoperasian Jalan revenue contribution came from operating the Cawang-
Tol Ruas Cawang-Tomang-Pluit yang merupakan bagian Tomang-Pluit Toll Road that is part of the Jakarta Intra
dari Jakarta Intra Urban Toll Road (JIUT), Soedijatmo dan Urban Toll Road (JIUT), Soedijatmo and Jakarta Tangerang,
Jakarta-Tangerang, dengan kontribusi Pendapatan Tol with a Toll Revenue contribution of 28.8% of the total
sebesar 28,8% terhadap jumlah transaksi induk perusahaan parent company transactions or Rp2.4 trillion.
atau sebesar Rp2,4 triliun.
Meningkatnya pendapatan tol antara lain disebabkan The increase in toll revenue was partly due to the growth
adanya pertumbuhan volume lalu lintas, pengoperasian in traffic volume, operation of new toll roads, and tariff
ruas jalan tol baru, dan penyesuaian tarif berdasarkan adjustments based on Law No. 38 of 2004 concerning
Undang-undang No. 38 Tahun 2004 tentang Jalan Pasal Roads Article 48, and Government Regulation No. 15 of
48 dan Peraturan Pemerintah No. 15 tahun 2005 Pasal 6 2005 Article 6 paragraphs (1) and (2) which state that toll
ayat (1) dan (2) yang menyebutkan bahwa operator jalan tol road operators can proffer tariff adjustments biannually
dapat mengajukan penyesuaian tarif setiap dua tahun sekali based on inflation.
berdasarkan laju inflasi.
Human Capital
Modal Insani
Tabel Volume Lalu Lintas Transaksi

Table of Transaction Traffic Volume
(dalam juta transaksi kendaraan) (in million vehicle transactions)

Pertumbuhan
2019 2018
Growth
Jumlah Proporsi Jumlah Proporsi
Ruas Cabang/ Entitas Anak Number Proportion Number Proportion Transaksi
No
Segment Branch/ Subsidiary Entity Kendaraan
(Transaksi (Transaksi %

Kendaraan) Kendaraan) (Vehicle

(%) (%) Transactions)
(Vehicle (Vehicle
Transactions) Transactions)
Induk (Cabang)
Parent Level (Branches)
1 Jakarta - Cikampek Cabang Jakarta-Cikampek 158,3 13,2% 181,0 14,6% -22,70 -12,5%
Cikampek -
2 Cabang Purbaleunyi 13,5 1,1% 6,5 0,5% 7,00 107,7%
Padalarang
Cawang - Tomang Cabang Jakarta-Tangerang-
3 210,8 17,6% 212,4 17,1% -1,60 -0,8%
- Pluit Cengkareng
Jakarta - Bogor -
4 Cabang Jagorawi 151,9 12,7% 148,5 12,0% 3,40 2,3%

Ciawi

Cabang Jakarta-Tangerang-
5 Jakarta - Tangerang 137,8 11,5% 138,0 11,1% -0,20 -0,1%
Cengkareng
PT Jalantol Lingkarluar
6 JORR Seksi non S 80,7 6,8% 89,2 7,2% -8,50 -9,5%
Jakarta
Prof. Dr. Ir. Cabang Jakarta-Tangerang-
7 82,1 6,9% 84,2 6,8% -2,10 -2,5%
Sedyatmo Cengkareng
8 Surabaya - Gempol Cabang Surabaya-Gempol 110,6 9,3% 100,9 8,1% 9,70 9,6%
Pondok Aren
9 - Bintaro Viaduct - 3,0 0,3% 34,9 2,8% -31,90 -91,4%
Jakarta
Ulujami

10 Padalarang - Cileunyi Cabang Purbaleunyi 64,6 5,4% 63,2 5,1% 1,40 2,2%

11 Palimanan - Kanci Cabang Palikanci 15,9 1,3% 14,5 1,2% 1,40 9,7%
Semarang Seksi
12 Cabang Semarang 38,3 3,2% 39,9 3,2% -1,60 -4,0%
A,B,C
Belawan - Medan -
13 Cabang Belmera 27,3 2,3% 28,0 2,3% - 0,70 -2,5%
Tanjung Morawa
Sub Total 1.094,8 91,6% 1.141,2 92,1% -46,40 8,1%
Entitas Anak
Subsidiaries
Surabaya - PT Jasamarga Surabaya
1 27,6 2,3% 25,2 2,0% 2,40 9,5%
Mojokerto Mojokerto
PT Jasamarga Kualanamu
2 Medan - Kualanamu 10,3 0,9% 6,9 0,6% 3,40 49,3%
Tol
3 Ulujami-Kebon jeruk PT Marga Lingkar Jakarta 22,3 1,9% 29,6 2,4% -7,30 -24,7%
PT Jasamarga Gempol
4 Gempol - Pasuruan 3,1 0,3% 2,1 0,2% 1,00 47,6%
Pasuruan
5 Bogor Ring Road PT Marga Sarana Jabar 17,0 1,4% 16,4 1,3% 0,60 3,7%
6 Nusa Dua - Benoa PT Jasamarga Bali Tol 16,3 1,4% 18,3 1,5% -2,00 -10,9%
PT Jasamarga
7 Pandaan - Malang 3,0 0,3% - - 3,00 -
Pandaan Malang
8 Kunciran - Serpong PT Marga Trans Nusantara 0,6 0,1% - - 0,60 -
Sub Total 100,2 8,4% 98,5 7,9% 1,70 1,7%
Total 1.195,0 100,0% 1.239,7 100,0% -44,70 -3,6%
Sementara untuk Entitas Ventura Bersama, berikut Volume Meanwhile, for Joint Venture Entities, the following is the
Lalu Lintas Transaksi pada ruas-ruas yang dioperasikan. Transaction Traffic Volume on the operated Segments.
Tabel Volume Lalu Lintas Transaksi Entitas Ventura Bersama

Table of Transaction Traffic Volume of Joint Venture
Pertumbuhan
2019 2018
Growth
Jumlah Proporsi Jumlah Proporsi
Ruas Cabang/ Entitas Anak Number Proportion Number Proportion Transaksi
No
Segment Branch/ Subsidiary Entity Kendaraan
(Transaksi (Transaksi %
Kendaraan) Kendaraan) (Vehicle
(%) (%) Transactions)
(Vehicle (Vehicle
Transactions) Transactions)
PT Jasamarga Semarang
1 Batang-Semarang 8,3 21,3% - - 8,3 -
Batang
Profil Perusahaan
Company Profile
2 Semarang-Solo PT Trans Marga Jateng 16,2 41,5% 13,6 57,9% 2,6 19,1%
3 Solo-Ngawi PT Jasamarga Solo Ngawi 7,7 19,7% 3,2 13,6% 4,5 140,6%
4 Gempol-Pandaan* PT Jasamarga Pandaan Tol 4,0 10,3% 4,5 19,1% -0,5 -11,1%
Ngawi-Kertosono- PT Jasamarga Ngawi
5 2,8 7,2% 2,2 9,4% 0,6 27,3%
Kediri Kertosono Kediri
Total 39,0 100,0% 23,5 100,0% 15,5 175,9%

Keterangan: Notes:
)*: Perseroan melakukan divestasi kepemilikan saham pada PT JPT sebesar )*: The Company divested 40% ownership in PT JPT on May 24, 2019. With
40% pada 24 Mei 2019. Atas perubahan kepemilikan tersebut, Perseroan this change in ownership, the Company no longer has control over PT JPT
sudah tidak lagi memiliki pengendalian terhadap PT JPT dan beralih menjadi and has changed into Joint Venture.
Ventura Bersama.
Tabel Pendapatan Tol

Table of Toll Revenues

Pertumbuhan
2019 2018
Growth
Ruas Cabang/ Entitas Anak Jumlah Proporsi Jumlah Proporsi Transaksi
No
Segment Branch/ Subsidiary Entity Number Proportion Number Proportion Kendaraan
%
(Vehicle
(Rp) (%) (Rp) (%) Transactions)
Induk (Cabang)
Parent Level (Branches)
1 Jakarta - Cikampek Cabang Jakarta-Cikampek 1.285.144 12,7% 1.155.205 12,8% 129.939 11,25%
Cikampek -
2 Cabang Purbaleunyi 972.324 9,6% 971.683 10,8% 641 0,07%
Padalarang
Cawang - Tomang Cabang Jakarta-
3 927.590 9,2% 944.459 10,5% -16.869 -1,79%
- Pluit Tangerang-Cengkareng
Jakarta - Bogor -
4 Cabang Jagorawi 877.505 8,7% 816.449 9,0% 61.056 7,48%
Ciawi
Cabang Jakarta-
5 Jakarta - Tangerang 850.868 8,4% 852.090 9,4% -1.222 -0,14%
Tangerang-Cengkareng
6 JORR Seksi non S 1.064.989 10,5% 937.316 10,4% 127.673 13,62%
Jakarta
Human Capital
Modal Insani
Pertumbuhan
2019 2018

Growth

Ruas Cabang/ Entitas Anak
No Jumlah Proporsi Jumlah Proporsi
Segment Branch/ Subsidiary Entity
Number Proportion Number Proportion (Rp) %
(Rp) (%) (Rp) (%)
Prof. Dr. Ir. Cabang Jakarta-

7 615.791 6,1% 609.635 6,7% 6.156 1,01%
Soedijatmo Tangerang-Cengkareng
8 Surabaya - Gempol Cabang Surabaya-Gempol 584.314 5,8% 449.228 5,0% 135.086 30,07%
Pondok Aren
9 - Bintaro Viaduct - 164.739 1,6% 101.630 1,1% 63.109 62,10%
Jakarta
Ulujami

10 Padalarang - Cileunyi Cabang Purbaleunyi 404.073 4,0% 408.365 4,5% -4.292 -1,05%
11 Palimanan - Kanci Cabang Palikanci 218.934 2,2% 199.767 2,2% 19.167 9,59%
Semarang Seksi
12 Cabang Semarang 207.982 2,1% 160.075 1,8% 47.907 29,93%
A,B,C
Belawan - Medan -
13 Cabang Belmera 134.414 1,3% 131.864 1,5% 2.550 1,93%
Tanjung Morawa
Sub Total 8.308.667 82,0% 7.737.768 85,6% 570.901 7,4%
Entitas Anak
Subsidiaries
Surabaya - PT Jasamarga Surabaya
1 464.290 4,6% 312.140 3,5% 152.150 48,74%

Mojokerto Mojokerto

Medan – Kualanamu PT Jasamarga Kualanamu
2 339.285 3,3% 213.583 2,4% 125.702 58,85%
– Tebing Tinggi Tol
3 Ulujami-Kebon jeruk PT Marga Lingkar Jakarta 312.458 3,1% 276.663 3,1% 35.795 12,94%
PT Jasamarga Gempol
4 Gempol - Pasuruan 234.794 2,3% 70.677 0,8% 164.117 232,21%
Pasuruan
5 Bogor Ring Road PT Marga Sarana Jabar 173.952 1,7% 138.546 1,5% 35.406 25,56%
6 Nusa Dua - Benoa PT Jasamarga Bali Tol 143.502 1,4% 161.420 1,8% -17.918 -11,10%
PT Jasamarga Pandaan
7 Pandaan – Malang 110.669 1,1% 0 0,0% 110.669 -
Malang
8 Gempol-Pandaan PT Jasamarga Pandaan Tol 40.452 0,4% 92.159 1,0% -51.707 -56,11%

9 Kunciran - Serpong PT Marga Trans Nusantara 2.570 0,0% 0 0,0% 2.570 -

Ngawi-Kertosono- PT Jasamarga Ngawi
10 0 0,0% 31.057 0,3% -31.057 -100,00%
11 Solo-Ngawi PT Jasamarga Solo Ngawi 0 0,0% 2.353 0,0% -2.353 -100,00%
Sub Total 1.821.972 18,0% 1.298.599 14,4% 523.374 40,3%
Total 10.130.639 100,0% 9.036.367 100,0% 1.094.275 12,1%
Sedangkan untuk Entitas Ventura Bersama, berikut Meanwhile, for Joint Venture Entities, the following is the
Pendapatan Tol pada ruas-ruas yang dioperasikan. Toll Revenue on the operated Segments.
Tabel Pendapatan Tol Entitas Ventura Bersama

Table of Toll Revenue of Joint Venture

Pertumbuhan
2019 2018
Growth
Ruas Cabang/ Entitas Anak
No Jumlah Proporsi Jumlah Proporsi
Segment Branch/ Subsidiary Entity
Number Proportion Number Proportion (Rp %
(Rp) (%) (Rp) (%)
PT Jasamarga Semarang 670.382 26,7% 0 %0,0 283.076 -

1 Batang-Semarang
Batang
2 Semarang-Solo PT Trans Marga Jateng 659.152 26,3% 252.145 47,7% 407.007 161,4%
3 Solo-Ngawi PT Jasamarga Solo Ngawi 542.929 21,6% 74.644 14,1% 468.285 627,4%
4 Gempol-Pandaan PT Jasamarga Pandaan Tol 142.726 5,7% 92.159 17,4% 50.567 54,9%
Ngawi-Kertosono- PT Jasamarga Ngawi 494.496 19,7% 109.524 20,7% 384.972 351,5%
5
Total 2.509.685 100,0% 528.472 100,0% 1.981.213 374,9%
Grafik Volume Transaksi Kendaraan

Chart of Transaction Traffic Volume
250
212,4
210,8
181,0
200
158,3
151,9
148,5
137,8
138,0
150
110,6
100,9
89,2
80,7
84,2
82,1
100
64,6
63,2
38,3
39,9
34,9
50
27,3
25,2
27,6
29,6
6,9
22,3
17,0
16,4
16,3
18,3
13,5
15,9
14,5
10,3
10,3
3,0
6,5
0,6
3,1
2,1
3,1
-
0
-
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
1. Jakarta - Cikampek 9. Pondok Aren - Bintaro Viaduct - 15. Medan – Kualanamu – Tebing Tinggi
Profil Perusahaan
Company Profile
2. Cikampek - Padalarang Ulujami 16. Ulujami-Kebon jeruk

3. Cawang - Tomang - Pluit 10. Padalarang - Cileunyi 17. Gempol - Pasuruan
4. Jakarta - Bogor - Ciawi 11. Palimanan - Kanci 18. Bogor Ring Road
5. Jakarta - Tangerang 12. Semarang Seksi A,B,C 19. Nusa Dua - Benoa
6. JORR Seksi non S 13. Belawan - Medan - Tanjung 20. Pandaan – Malang
7. Prof. Dr. Ir. Soedijatmo Morawa 21. Kunciran - Serpong
8. Surabaya - Gempol 14. Surabaya - Mojokerto
2019 2018
Grafik Pendapatan Tol

Chart of Toll Revenues
(dalam miliar Rupiah) (in billions Rupiah)
1.285.144
1.400.000
1.155.205
1.200.000
1.064.989
972.324
971.683
944.459
937.316
927.590
877.505
1.000.000
850.868
852.090
816.449
800.000
615.791
609.635
584.314
464.290
600.000
449.228
404.073
408.365
339.285
312.458
312.140
276.663
400.000
234.794
218.934
207.982
199.767
213.583
173.952
161.420
164.739
160.075
143.502
134.414
131.864
138.546
110.669
101.630
92.159
200.000
70.677
40.452
31.057
2.570
2.353
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
1. Jakarta - Cikampek 10. Padalarang - Cileunyi 17. Gempol - Pasuruan

2. Cikampek - Padalarang 11. Palimanan - Kanci 18. Bogor Ring Road
3. Cawang - Tomang - Pluit 12. Semarang Seksi A,B,C 19. Nusa Dua - Benoa
4. Jakarta - Bogor - Ciawi 13. Belawan - Medan - Tanjung 20. Pandaan – Malang
5. Jakarta - Tangerang Morawa 21. Gempol-Pandaan
6. JORR Seksi non S 14. Surabaya - Mojokerto 22. Kunciran - Serpong
7. Prof. Dr. Ir. Soedijatmo 15. Medan – Kualanamu – Tebing 23. Ngawi-Kertosono-Kediri
8. Surabaya - Gempol Tinggi 24. Solo-Ngawi
9. Pondok Aren - Bintaro Viaduct 16. Ulujami-Kebon jeruk
- Ulujami 2019 2018
Human Capital
Modal Insani
Sampai saat ini penyesuaian tarif tol masih sesuai dengan Until now the toll tariff adjustment is still in accordance

jadwal yang diatur dalam Undang-Undang No. 38 tahun with the schedule set out in Law No. 38 of 2004 concerning
2004 tentang Jalan tersebut di atas. Penyesuaian tarif tol the aforementioned Road. This toll tariff adjustment aims
ini bertujuan untuk memberikan kepastian pengembalian to provide certainty of return on investments made by
atas investasi yang dilakukan oleh investor. Besaran investors. The amount of toll tariff adjustments follows the
penyesuaian tarif tol mengikuti inflasi tahun berjalannya current year’s inflation rate adjustment which is estimated
penyesuaian tarif yang diperkirakan sebesar 6% per tahun. at 6% per year. In addition to regular tariff adjustments,
Di samping penyesuaian tarif reguler, Perseroan juga the Company also made changes to the transaction system
melakukan perubahan sistem transaksi dan integrasi jalan and the integration of Semarang Toll Road Semarang
tol Semarang Seksi ABC dengan Ruas Jalan Tol Semarang Segment with the Semarang-Solo Toll Road Segment,

Solo, Integrasi JORR, perubahan sistem transaksi di ruas JORR Integration, changes to the transaction system at the
Jakarta-Cikampek, perubahan sistem transaksi di ruas tol Jakarta-Cikampek Segment, perubahan sistem transaksi di
Jagorawi dan integrasi jalan tol Jakarta-Tangerang. ruas tol Jagorawi dan integrasi jalan tol Jakarta-Tangerang.
Tabel Ruas-Ruas Jalan Tol yang Mengalami Penyesuaian Tarif Tahun 2019
Table of Toll Roads That Are in Tariff Adjustments in 2019
Regional/ Cabang/ Entitas

Tanggal Penyesuaian
Ruas Anak Kepmen Tarif
No Tarif
Segment Region/ Branch/ Subsidiary Minister Decree of Tariffs
Tariff Adjustment Date
Entity

Keputusan Menteri Pekerjaan Umum dan Perumahan
Rakyat (PUPR) No.121/KPTS/M/2019, tanggal 6 Februari
Prof. Dr. Ir. 12 Mei 2019
1 Jabodetabekjabar 2019
Soedijatmo May 12, 2019
Decree of the Minister of Public Works and Housing (PUPR)
No.121 / KPTS / M / 2019, dated February 6, 2019
Keputusan Menteri PUPR Nomor 874/KPTS/M/2019, tanggal
02 November 2019 20 September 2019
2 Jakarta - Tangerang Jabodetabekjabar
November 2, 2019 Decree of the Minister of Public Works and Housing (PUPR)
No.874 / KPTS / M / 2019, dated September 20, 2019
23 Mei 2019 15 Mei 2019
3 Jakarta-Cikampek Cabang Jakarta-Cikampek

May 23, 2019 Decree of the Minister of Public Works and Housing (PUPR)
No. 481/KPTS/M/2019, dated May 15, 2019

Keputusan Menteri PUPR Nomor 1175/KPTS/M/2019,
19 Desember 2019 tanggal 11 Desember 2019
4 Jakarta-Bogor-Ciawi Jabodetabekjabar
December 19, 2019 Decree of the Minister of Public Works and Housing (PUPR)
No. 1175/KPTS/M/2019, dated December 11, 2019
Cawang-Tomang- 31 Januari 2020 tanggal 31 Desember 2019
5 Pluit dan Cawang- Jabodetabekjabar
Tanjung Priok-Pluit January 31, 2020 Decree of the Minister of Public Works and Housing (PUPR)
14 Januari 2019 14 Januari 2019
6 Semarang-Solo PT Trans Marga Jateng
January 14, 2019 Decree of the Minister of Public Works and Housing (PUPR)
No. 60/KPTS/M/2019, dated January 14, 2019
PT Jasamarga Surabaya 27 Desember 2019 tanggal 27 Desember 2019
7 Surabaya-Mojokerto
Mojokerto December 27, 2019 Decree of the Minister of Public Works and Housing (PUPR)
No. 1220/KPTS/M/2017, datedDecember 27, 2019
Nusa Dua-Ngurah 31 Januari 2020 tanggal 31 Desember 2019
8 PT Jasamarga Bali Tol
Rai-Benoa January 31, 2020 Decree of the Minister of Public Works and Housing (PUPR)
Gempol-Pandaan 01 Agustus 2019 01 Agustus 2019
PT Jasamarga Gempol
9 (Pandaan IC-
Pandaan August 1, 2019 Decree of the Minister of Public Works and Housing (PUPR)
Pandaan)
No. 712/KPTS/M/2019, dated August 1, 2019
Gempol-Pandaan 31 Januari 2020 tanggal 31 Desember 2019
PT Jasamarga Gempol
10 (Gempol IC-Pandaan
Pandaan January 31, 2020 Decree of the Minister of Public Works and Housing (PUPR)
IC)
Regional Jabodetabekjabar Region of Jabodetabekjabar

• Cabang Jagorawi • Jagorawi Branch

Produktivitas dan Pendapatan Productivity and Revenue

Volume lalu lintas transaksi Cabang Jagorawi tercatat The transaction volume of Jagorawi Branch was
sebesar 151,9 juta transaksi, naik sebesar 2,3% recorded at 151.9 million, increased by 2.3% compared
dibandingkan dengan volume lalu lintas transaksi to the one in 2018 that reached 148.5 million. While
tahun 2018 sebesar 148,5 juta transaksi. Sementara the toll revenues reached Rp.877,5 billion, up by 7.5%
pendapatan tol mencapai Rp877,5 miliar, naik sebesar compared to 2018, amounting to Rp816,5 billion.
7,5% dibandingkan tahun 2018 sebesar Rp816,5 miliar. The toll revenue contribution reached 8.7% of the
Kontribusi pendapatan tol mencapai 8,7% terhadap Company’s total toll revenue.
total pendapatan tol Perseroan.
Profitabilitas Profitability
Laba usaha cabang Jagorawi tahun 2019 mencapai Jagorawi branch operating profit in 2019 reached
Rp560,2 miliar atau meningkat 14,5% dari tahun 2018 Rp560.2 billion, an increase of 14.5% from 2018
Profil Perusahaan
Company Profile
sebesar Rp489,3 miliar. amounting to Rp489.3 billion.
Analisis Kinerja Tahun 2019 Performance Analysis in 2019

Peningkatan volume lalu lintas transaksi dan The increased transaction volume and toll revenue in
pendapatan tol pada tahun 2019 terutama diakibatkan 2019 was mainly due to the connection of Jagorawi and
oleh tersambungnya ruas tol Jagorawi dengan ruas tol Bogor-Ciawi-Sukabumi toll roads in December 2018
Bogor-Ciawi-Sukabumi sejak bulan Desember 2018 dan and the operation of Cinere-Jagorawi toll road Segment
mulai beroperasinya ruas tol Cinere-Jagorawi Seksi 2 di 2 in September 2019.
bulan September 2019.
Prospek Usaha Business Prospect

Pertumbuhan volume lalu lintas transaksi di Jalan The growth of Jagorawi Toll Road transaction will be
Tol Jagorawi antara lain bakal ditopang oleh adanya supported, among others, by the development of the
pengembangan wilayah di sekitar jalan tol Jagorawi area around it, particularly in Cibubur, Ciawi and Bogor,
khususnya di daerah Cibubur, Ciawi dan Bogor, serta and the operation of JORR 2 toll road.
pengoperasian jalan tol JORR 2.
• Cabang Jakarta-Tangerang-Cengkareng • Jakarta-Tangerang-Cengkareng Branch

Cabang Jakarta-Tangerang-Cengkareng mengelola 3 The Jakarta-Tangerang-Cengkareng branch manages
(tiga) ruas yaitu jalan tol Prof. Dr. Ir. Soedijatmo, Cawang- 3 (three) Segments, namely Prof. Dr. Ir. Soedijatmo,
Tomang-Pluit, dan Jakarta-Tangerang. Pada 2019, ruas Cawang-Tomang-Pluit, and Jakarta-Tangerang. In
Cawang - Tomang - Pluit mencatatkan volume lalu lintas 2019, the Cawang - Tomang - Pluit Segment noted a
transaksi sebesar 210,8 juta, ruas Jakarta-Tangerang transaction traffic volume of 210.8 million, the Jakarta-
137,8 juta, dan ruas Prof. Dr. Ir. Soedijatmo sebesar 82,1 Tanngerang Segment 137.8 million, and the Prof. Dr. Ir.
juta. Total volume lalu lintas Cabang Jakarta-Tangerang- Soedijatmo Segment amounted to 82.1 million. The total
Cengkareng mencapai 430,7 juta transaksi, menurun traffic volume of the Jakarta-Tangerang-Cengkareng
sebesar 0,9% dari 434,6 juta transaksi di 2018. Branch reached 430.7 million transactions, decreasing
by 0.9% from 434.6 million transactions in 2018.
Sementara pendapatan tol untuk ruas Cawang Meanwhile, the toll revenue for the Cawang - Tomang-
– Tomang-Pluit mencapai Rp927,6 miliar, Jakarta- Pluit Segment reached Rp927.6 billion, Jakarta-
Tangerang Rp850,9 miliar, dan Prof. Dr. Ir. Soedijatmo Tangerang Rp.850.9 billion, and Prof. Dr. Ir. Soedijatmo
sebesar Rp615,8 miliar. Secara agregat, Cabang Jakarta- gained Rp615.8 billion. Aggregately, the Jakarta-
Tangerang-Cengkareng mencatatkan pendapatan Tangerang-Cengkareng Branch recorded toll revenues
tol sebesar Rp2,39 triliun. Nilai ini menurun tipis of Rp2.39 trillion. This value decreased slightly by 0.5%
0,5% dibanding periode 2018 sebesar Rp2,41 triliun. compared to 2018 of Rp2.41 trillion. Contribution of
Kontribusi pendapatan tol Cabang Jakarta-Tangerang- toll revenues from the Jakarta-Tangerang-Cengkareng
Cengkareng terhadap total pendapatan Perseroan Branch to the Company's total revenue reached 23.6%.
mencapai 23,6%.
Human Capital
Modal Insani

Laba usaha Cabang Jakarta-Tangerang-Cengkareng The operating profit of the Jakarta-Tangerang-
mencapai Rp1,49 triliun, menurun 10% dibanding Cengkareng Branch reached Rp1.49 trillion, down 10%
tahun 2018 sebesar Rp1,66 triliun. compared to 2018 amounting to Rp1.66 trillion.

Penurunan volume lalu lintas Cabang Jakarta- The decrease in traffic volume of Jakarta-Tangerang-
Tangerang-Cengkareng terutama disebabkan oleh Cengkareng Branch was mainly due to a traffic diversion
adanya pengalihan lalu lintas aksi unjuk rasa pada 23- during a demonstration on September 23-25, 2019.

25 September 2019.

Pengoperasian Jalan Tol JORR 2 (Ruas Cengkareng- The operation of JORR 2 Toll Road (Cengkareng-
Kunciran, Kunciran-Serpong, Serpong-Cinere) bakal Kunciran, Kunciran-Serpong, Serpong-Cinere Segments)
turut meningkatkan volume lalu lintas dan pendapatan will also increase the traffic volume and toll revenue
tol di ruas yang di kelola Cabang Jakarta-Tangerang- on the Segments managed by Jakarta-Tangerang-
Cengkareng. Cengkareng Branch.
• Cabang JORR Non S • JORR Non S Branch

Volume lalu lintas transaksi ruas Jakarta Outer Ring Road Transaction volume of Jakarta Outer Ring Road (JORR)
(JORR) Seksi Non S atau Seksi E1, E2, E3, W2S pada Non S Segment or Segment E1, E2, E3, W2S in 2019
tahun 2019 tercatat sebesar 80,7 juta transaksi, turun was recorded at 80.7 million transactions, a decrease
sebesar 9,5% dibandingkan tahun 2018 yang mencapai of 9.5% compared to 2018 which reached 89.2
89,2 juta transaksi. Kontribusi ruas JORR Seksi Non S million transaction. The contribution of the JORR Non
terhadap total volume lalu lintas transaksi Perseroan S Segment to the Company's total transaction traffic
mencapai 6,8%. Sementara volume lalu lintas ruas volume reached 6.8%. While the traffic volume of
Pondok Aren-Bintaro Viaduct-Ulujami pada tahun 2019 Pondok Aren-Bintaro Viaduct-Ulujami Segment in 2019
mencapai 3 juta transaksi, turun 91,4% dibanding tahun reached 3 million transactions, down 91.4% compared

2018 yang mencapai 31,9 juta transaksi. Kontribusi ruas to 2018 which reached 31.9 million transactions. The

Pondok Aren-Bintaro Viaduct-Ulujami terhadap total contribution of Pondok Aren-Bintaro Viaduct-Ulujami
volume lalu lintas Perseroan mencapai 0,3%. Segment to the total traffic volume of the Company
reached 0.3%.
Pendapatan tol ruas JORR Seksi Non S sebesar Rp1,06 JORR Non-S Segment toll road revenues of Rp1.06
triliun, naik 13,6% dibandingkan tahun 2018 sebesar trillion, up 13.6% compared to 2018 of Rp937.3 billion.
Rp937,3 miliar. Kontribusi ruas JORR Seksi Non S The contribution of the JORR Non S Segment to the
terhadap total pendapatan tol Perseroan mencapai Company's total toll revenue reaches 10.5%. While the
10,5%. Sedangkan pendapatan tol ruas Pondok Aren- revenue of the Pondok Aren-Bintaro Viaduct-Ulujami
Bintaro Viaduct-Ulujami tahun 2019 mencapai Rp164,7 Segment in 2019 reached Rp164.7 billion, an increase
miliar, meningkat 62,1% dibanding tahun 2018 yang of 62.1% compared to 2018 which reached Rp101.6
mencapai Rp101,6 miliar. Kontribusi ruas Pondok Aren- billion. The contribution of the Pondok Aren-Bintaro
Bintaro Viaduct-Ulujami total pendapatan tol Perseroan Viaduct-Ulujami Segment to the Company's total toll
mencapai 1,6%. revenue reaches 1.6%.

Penurunan volume lalu lintas transaksi ruas JORR Seksi The decrease in traffic volume of JORR Segment Non
Non S dan ruas Pondok Aren-Bintaro Viaduct-Ulujami S and Pondok Aren-Bintaro Viaduct-Ulujami sectios in
pada tahun 2019 dibandingkan tahun 2018 merupakan 2019 compared to 2018 is the impact of the integration
dampak dari integrasi Jalan Tol JORR yang dilaksanakan of the JORR Toll Road which was carried out on
pada 29 September 2018. September 29, 2018.

Pertumbuhan kinerja Jalan Tol JORR Seksi Non S bakal The performance growth of JORR Toll Road Non S
ditopang oleh beroperasinya Jalan Tol Jakarta-Cikampek Segment will be supported by the operation of the
II Elevated, pembangunan Jalan Tol Jakarta-Cikampek II Jakarta-Cikampek II Elevated Toll Road, the development
Selatan dan Jalan Tol JORR 2. of South Jakarta-Cikampek II Toll Road and JORR 2 Toll
Road.
• Cabang Purbaleunyi • Purbaleunyi Branch


Volume lalu lintas transaksi pada ruas Cikampek- Transaction traffic volume in the Cikampek-Padalarang
Padalarang tercatat sebesar 13,5 juta transaksi, naik Segment was recorded at 13.5 million transactions, an
sebesar 107,7% dibandingkan tahun 2018 sebesar increase of 107.7% compared to 2018 of 6.5 million
6,5 juta transaksi. Ruas Padalarang-Cileunyi mencapai transactions. Padalarang-Cileunyi Segment has reached
64,4 juta transaksi, meningkat 2,2% dibanding tahun 64.4 million transactions, an increase of 2.2% compared
2018 sebesar 63,2 juta transaksi. Ruas Cikampek- to 2018 of 63.2 million transactions. The Cikampek-
Padalarang mencapai pendapatan tol Rp972,3 miliar, Padalarang Segment has reached toll revenues of
meningkat 0,1% dibanding 2018 yang mencapai Rp972.3 billion, an increase of 0.1% compared to
Rp971,7 miliar. Sedangkan ruas Padalarang-Cileunyi 2018 which reached Rp.971.7 billion. Whereas the
memperoleh pendapatan tol Rp404,1 miliar, turun tipis Padalarang-Cileunyi toll road Segment received toll
1,1% dibanding tahun 2018 sebesar Rp408,4 miliar. revenue of Rp404.1 billion, a slight decrease of 1.1%
Kontribusi terhadap total pendapatan tol Perseroan di compared to 2018 of Rp408.4 billion. Contributions to
2019 sebesar 9,6% untuk ruas Cikampek-Padalarang the Company's total toll revenues in 2019 amounted to
dan 4% untuk ruas Padalarang-Cileunyi. 9.6% for the Cikampek-Padalarang Segment and 4%
for the Padalarang-Cileunyi segment.
Profil Perusahaan
Company Profile
Laba usaha cabang Purbaleunyi mencapai sebesar The operating profit of the Purbaleunyi branch reached
Rp910,5 miliar atau menurun 10,7% dibanding 2018 Rp910.5 billion or decreased 10.7% compared to 2018
sebesar Rp1,02 triliun. of Rp1.02 trillion.

Kenaikan volume lalu lintas transaksi Cabang Purbaleunyi The increase in traffic volume of Purbaleunyi Branch
terutama disebabkan oleh perubahan sistem transaksi transaction was mainly due to the changes in the
di mana sebagian volume lalu lintas yang sebelumnya transaction system where a portion of the traffic volume
dicatat pada Gerbang Tol Cikarang Utama (bagian that was previously recorded at Cikarang Utama Toll
dari ruas Jakarta-Cikampek) kini dicatat pada Gerbang Gate (part of the Jakarta-Cikampek Segment) is now
Tol Kalihurip Utama (bagian dari ruas Cikampek- recorded at Kalihurip Utama Toll Gate (part of Cikampek-
Padalarang). Padalarang Segment).

Pertumbuhan lalu lintas di masa akan datang ditopang The future traffic growth will be supported by the
oleh pengembangan wilayah di sekitar jalan tol dan development of the area around the toll road and
peningkatan sistem jaringan jalan tol khususnya dengan the improvement of the toll road network system,
dibangunnya Jalan Tol Jakarta- Cikampek II Elevated particularly through the development of Jakarta-
serta Jakarta-Cikampek Selatan. Cikampek II Elevated and South Jakarta-Cikampek Toll
Roads.
• PT Marga Trans Nusantara • PT Marga Trans Nusantara

Volume lalu lintas transaksi Jalan Tol Kunciran-Serpong The transaction volume of Kunciran-Serpong Toll Road in
di 2019 tercatat 0,6 juta, dengan kontribusi terhadap 2019 was recorded at 0,6 million, with a contribution to
total volume lalu lintas transaksi Perseroan mencapai the Company’s total transaction traffic volume reaching
0,05%. Adapun pendapatan tol 2019 mencapai Rp2,6 0.05%. The 2019 toll revenues reached Rp2.6 with the
dengan kontribusi pendapatan tol terhadap total contribution to the Company’s total toll revenue of
pendapatan tol Perseroan mencapai 0,03%. 0.03%.
Laba usaha PT Marga Trans Nusantara di 2019 mencapai PT Marga Trans Nusantara's operating profit in 2019
Rp16,9 miliar, naik 168% dibandingkan tahun 2018 reached Rp16.9 billion, up 168% compared to 2018
yang mengalami kerugian Rp24,8 miliar. which lost Rp24.8 billion.
Human Capital
Modal Insani

Ruas jalan tol Kunciran-Serpong mulai beroperasi sejak The Kunciran-Serpong toll road has started operating
20 Desember 2019. Volume lalu lintas dan pendapatan since December 20, 2019. The traffic volume and toll
tol pada ruas ini diproyeksikan terus bertambah dalam revenue on this Segment are projected to continue to
beberapa tahun mendatang grow in the following years.

Tersambungnya ruas JORR 2 dapat berpotensi The continuation of JORR 2 can potentially increase the
meningkatkan volume lalu lintas transaksi PT Marga transaction traffic volume of PT Marga Trans Nusantara

Trans Nusantara selaku pengelola ruas jalan tol Kunciran- as the manager of Kunciran-Serpong toll road.
Serpong.
• PT Marga Lingkar Jakarta • PT Marga Lingkar Jakarta

Volume lalu lintas transaksi Jalan Tol JORR W2 Utara di Transaction volume of JORR W2 North Toll Road
2019 tercatat 22,3 juta transaksi, turun sebesar 24,7% transactions in 2019 was recorded at 22.3 million
dibandingkan tahun 2018 sebesar 29,6 juta transaksi. transactions, a decrease of 24.7% compared to 2018
Kontribusi Jalan Tol JORR W2 Utara terhadap total of 29.6 million transactions. The contribution of JORR

volume lalu lintas transaksi Perseroan mencapai 1,9%. W2 North Toll Road to the Company's total transaction

Sementara itu, pendapatan tol sebesar Rp312,5 miliar, traffic volume reached 1.9%. Meanwhile, toll revenues
naik sebesar 12,9% dibandingkan tahun 2018 senilai amounted to Rp312.5 billion, up by 12.9% compared to
Rp276,7 miliar. Kontribusi pendapatan tol dari JORR W2 2018 amounting to Rp276.7 billion. The contribution of
Utara mencapai 3,1% terhadap total pendapatan tol. toll revenue from JORR W2 North reaches 3.1% of the
Company’s total toll revenue.
Tahun 2019, laba usaha PT Marga Lingkar Jakarta (MLJ) In 2019, the operating profit of PT Marga Lingkar
sebagai pengelola Jalan Tol JORR W2 Utara mencapai Jakarta (MLJ) as the manager of the JORR W2 North

sebesar Rp175,8 miliar atau meningkat sebesar 34,7% Toll Road reached Rp175.8 billion, an increase of 34.7%

dari tahun 2018 sebesar Rp130,5 miliar. from 2018 amounting to Rp130.5 billion.

Meskipun volume lalu lintas transaksi Jalan Tol JORR Although the traffic volume of North JORR W2 Toll Road
W2 Utara turun sebesar 2,3%, pendapatan tol PT transaction fell by 2.3%, PT MLJ’s toll revenue increased
MLJ meningkat 3,1% yang disebabkan oleh adanya by 3.1% due to tariff adjustments and transaction
penyesuaian tarif dan perubahan transaksi akibat changes due to the integration of the JORR Segment
integrasi ruas JORR dengan JORR W1 serta akses with JORR W1 and Tanjung Priok access.
Tanjung Priok.

Jalan Tol JORR W2 Utara memiliki prospek usaha yang North JORR W2 Toll Road has good business prospects
baik di masa mendatang. Hal ini dikarenakan jalan tol in the future due to its connection to several important
JORR W2 Utara terhubung dengan beberapa wilayah areas, namely Soekarno Hatta Airport and Merak Port.
penting yaitu Bandara Soekarno Hatta dan Pelabuhan
Merak.
• PT Marga Sarana Jabar • PT Marga Sarana Jabar

Volume lalu lintas transaksi Jalan Tol Bogor Ring Road Transaction volume of Bogor Ring Road Toll Road
yang dikelola PT Marga Sarana Jabar (MSJ) di 2019 managed by PT Marga Sarana Jabar (MSJ) in 2019
tercatat 17 juta transaksi, naik 3,7% dibandingkan recorded 17 million transactions, up 3.7% compared to
tahun 2018 sebesar 16,4 juta transaksi. Kontribusi 2018 of 16.4 million transactions. The contribution of
Jalan Tol Bogor Ring Road terhadap total volume lalu the Bogor Ring Road Toll Road to the Company's total
lintas transaksi Perseroan mencapai 1,4%. Sedangkan transaction traffic volume reached 1.4%. While toll
pendapatan tol mencapai Rp174 miliar, naik 25,6% revenues reached Rp174 billion, up 25.6% compared
dibandingkan tahun 2018 sebesar Rp138,5 miliar. to 2018 amounting to Rp138.5 billion. The contribution
Kontribusi Pendapatan Tol dari Jalan Tol Bogor Ring of Toll Revenues from the Bogor Ring Road Toll Road
Road mencapai 1,7% terhadap total pendapatan tol reached 1.7% of the Company's total toll revenue.
Perseroan.
Laba usaha PT MSJ mencapai sebesar Rp139,7 miliar PT MSJ's operating profit reached Rp139.7 billion, up
atau naik sebesar 53,7% dari tahun lalu sebesar Rp90,9 53.7% from last year's Rp90.9 billion.
miliar.

Pertumbuhan pendapatan tol dan volume lalu lintas Growth in toll revenue and transaction volume of PT
transaksi PT MSJ disebabkan oleh penyelesaian Jalan Tol MSJ was due to the completion of Segment 2B of Bogor
Bogor Ring Road Seksi 2B pada bulan Juni 2018. Ring Road in June 2018.
Profil Perusahaan
Company Profile

Pengoperasian Jalan Tol Bogor Ring Road Seksi 3 dan The operation of Bogor Ring Road Segment 3 and the
perkembangan wilayah sekitar Bogor menjadi faktor development of the area around Bogor are driving
pendorong pertumbuhan volume lalu lintas transaksi factors for the growth of this toll road’s transaction
dan pendapatan tol pada Ruas Bogor Outer Ring Road. traffic volume and toll revenue.
Regional Transjawa Region of Transjawa
• Cabang Jakarta-Cikampek • Jakarta-Cikampek Branch

Volume lalu lintas transaksi Cabang Jakarta-Cikampek Transaction volume of Jakarta-Cikampek Branch in 2019
di 2019 tercatat sebesar 158,3 juta transaksi, turun was recorded at 158.3 million transactions, down by
sebesar 12,5% dibandingkan tahun 2018 sebesar 181 12.5% compared to 2018 of 181 million transactions.
juta transaksi. Kontribusi Cabang Jakarta-Cikampek The contribution of the Jakarta-Cikampek Branch to the
terhadap total volume lalu lintas transaksi mencapai total volume of transaction traffic reached 13.2%. Toll
13,2%. Pendapatan tol mencapai Rp1,3 triliun, naik revenues reached Rp1.3 trillion, an increase of 11.2%
sebesar 11,2% dibandingkan tahun 2018 sebesar Rp1,1 compared to 2018 of Rp1.1 trillion. The toll revenue
triliun. Kontribusi pendapatan tol mencapai 12,7% contribution reached 12.7% of the Company's total toll
terhadap total pendapatan tol Perseroan. revenue.
Laba usaha Cabang Jakarta-Cikampek mencapai sebesar The operating profit of the Jakarta-Cikampek Branch
Rp792,8 miliar atau naik 5,9% dari tahun 2018 sebesar reached Rp792.8 billion, up 5.9% from 2018 of Rp748.6
Rp748,6 miliar. billion.

Aktivitas pembangunan sejumlah infrastruktur di Jalan The construction of a number of infrastructures on
Tol Jakarta Cikampek yang menyebabkan penurunan Jakarta Cikampek Toll Road have led to a decrease in
volume lalu lintas transaksi ini. Namun dengan adanya the transaction traffic volume. However, ever since the
perubahan sistem transaksi sejak bulan Mei 2019 change of the transaction system since May 2019, the
menambah kapasitas transaksi di gerbang tol sehingga toll gate transaction also increased, impacting the toll
berdampak pada peningkatan pendapatan tol di ruas revenue on this Segment, which also increased.
ini.

Pertumbuhan Jalan Tol Jakarta-Cikampek bakal ditopang The growth of Jakarta-Cikampek Toll Road will be
oleh pengembangan wilayah di sekitar koridor Jalan Tol supported by the development of the area around
Jakarta-Cikampek, peningkatan sistem jaringan jalan tol it. The improvement of the toll road network system
Human Capital
Modal Insani
antara lain beroperasinya Jalan Tol Jakarta-Cikampek includes the operation of Jakarta-Cikampek II Elevated

II Elevated, pembangunan Jalan Tol Jakarta-Cikampek Toll Road, the development of South Jakarta-Cikampek
Selatan dan Jakarta Outer Ring Road (JORR) 2. Toll Road and Jakarta Outer Ring Road (JORR ) 2.
• Cabang Palikanci • Palikanci Branch

Volume lalu lintas transaksi Cabang Palikanci tahun Transaction volume of the Palikanci Branch in 2019
2019 tercatat 15,9 juta transaksi, naik sebesar 9,7% recorded 15.9 million transactions, an increase of 9.7%

dibandingkan dengan volume lalu lintas transaksi tahun compared to the transaction traffic volume in 2018

2018 sebesar 14,5 juta transaksi. Kontribusi Cabang of 14.5 million transactions. The contribution of the
Palikanci terhadap total volume lalu lintas transaksi Palikanci Branch to the Company's total transaction
Perseroan mencapai 1,3%. Sementara pendapatan traffic volume reached 1.3%. While toll revenues in 2019
tol tahun 2019 mencapai Rp218,9 miliar, naik sebesar reached Rp218.9 billion, an increase of 9.6% compared
9,6% dibandingkan tahun 2018 sebesar Rp199,8 to 2018 of Rp199.8 billion. The toll revenue contribution
miliar. Kontribusi pendapatan tol dari Cabang Palikanci from the Palikanci Branch to the Company's total toll
terhadap total pendapatan tol Perseroan mencapai revenue reached 2.2%.
2,2%.

Laba usaha Cabang Palikanci mencapai Rp149 miliar Palikanci Branch's operating profit reached Rp149
atau meningkat sebesar 52,7% dari tahun 2018 sebesar billion, an increase of 52.7% from 2018 amounting to
Rp97,6 miliar. Hal ini sejalan dengan pertumbuhan Rp97.6 billion. This is in line with toll revenue growth.
pendapatan tol.

Pertumbuhan pendapatan tol Cabang Palikanci The growth of Palikanci Branch toll road revenue was
disebabkan oleh penyesuaian tarif reguler berdasarkan due to the regular tariff adjustments based on regional
pada regional inflasi yang diakumulasikan selama dua inflation which was accumulated over two years and

tahun dan adanya konektivitas Jalan Tol Trans Jawa. Trans Java Toll Road connectivity.

Jalan Tol Palikanci terhubung dengan Jalan Tol Cikopo- Palikanci Toll Road is connected to Cikopo-Palimanan Toll
Palimanan dan Jalan Tol Kanci-Pejagan sebagai bagian Road and Kanci-Pejagan Toll Road as part of Trans Java
dari Jalan Tol Trans Jawa. Sehingga, konektivitas Jalan Toll Road. Thus, the connectivity of the Trans Java Toll
Tol Trans Jawa dapat meningkatkan volume lalu lintas Road can increase Palikanci Branch’s transaction traffic
transaksi dan mendukung pertumbuhan kinerja Cabang volume and support the growth of its performance.
Palikanci.
• Cabang Semarang • Semarang Branch

Volume lalu lintas transaksi Cabang Semarang Transaction volume of the Semarang Branch which
yang mengoperasikan ruas Semarang Seksi A, B, C operates the Semarang Segment A, B, C Segments was
tercatat sebesar 38,3 juta transaksi, turun sebesar recorded at 38.3 million transactions, a decrease of
4% dibandingkan dengan volume lalu lintas transaksi 4% compared to transaction traffic volume in 2018 of
tahun 2018 sebesar 39,9 juta transaksi. Kontribusi 39.9 million transactions. The contribution of Semarang
ruas Semarang Seksi A, B, C terhadap total volume lalu Segment A, B, C to the Company's total transaction
lintas transaksi Perseroan mencapai 3,2%. Sementara traffic volume reaches 3.2%. Meanwhile, toll revenues
itu, pendapatan tol mencapai Rp208 miliar, naik reached Rp208 billion, up by 29.9% compared to
sebesar 29,9% dibandingkan tahun 2018 sebesar 2018 amounting to Rp160.1 billion. The toll revenue
Rp160,1 miliar. Kontribusi pendapatan tol dari Cabang contribution from the Semarang Branch reached 2.1%
Semarang mencapai 2,1% terhadap total pendapatan of the Company's total toll revenue.
tol Perseroan.
Laba usaha Cabang Semarang di 2019 mencapai Semarang Branch operating profit in 2019 reached
Rp139,2 miliar atau naik sebesar 347,6% dari tahun lalu Rp139.2 billion, up 347.6% from last year's Rp31.1
sebesar Rp31,1 miliar. billion.

Perubahan sistem transaksi di ruas tol Semarang A, Changes in the transaction system on the Semarang A,
B, C menyebabkan penurunan volume lalu lintas B, C toll roads have caused a decrease in the volume of
transaksi. Sementara perubahan sistem transaksi dan transaction traffic. While the change in the transaction
menambah kapasitas transaksi mengakibatkan kenaikan system and increase transaction capacity resulted in an
pendapatan tol ruas Semarang A, B, C serta dampak increase in revenue for the Semarang A, B, C toll roads
positif dari tersambungnya ruas tol Trans Jawa. and the positive impact of the connection of the Trans
Java toll road.

Konektivitas Jalan Tol Trans Jawa dan pengembangan Trans Java Toll Road Connectivity and the development
Profil Perusahaan
Company Profile
kawasan di sekitar jalan tol tersebut bakal meningkatkan of the area around the toll road that increase the smooth
kelancaran distribusi barang/jasa merupakan faktor distribution of goods / services is a supporting factor for
pendukung bagi kinerja Cabang Semarang di masa the performance of the Semarang Branch in the future.
mendatang.
• PT Jasamarga Surabaya Mojokerto • PT Jasamarga Surabaya Mojokerto


Volume lalu lintas transaksi ruas jalan tol Surabaya- Transaction volume of Surabaya-Mojokerto toll road
Mojokerto yang dikelola PT Jasamarga Surabaya managed by PT Jasamarga Surabaya Mojokerto (JSM) in
Mojokerto (JSM) pada tahun 2019 tercatat 27,6 juta 2019 recorded 27.6 million transactions, an increase of
transaksi, naik sebesar 9,5% dibandingkan tahun 9.5% compared to 2018 of 25.2 million transactions.
2018 sebesar 25,2 juta transaksi. Kontribusi jalan tol The toll road contribution to the total transaction volume
ini terhadap total volume lalu lintas transaksi Perseroan of the Company reaches 2.3%. The toll revenue reached
mencapai 2,3%. Adapun pendapatan tol mencapai Rp464.3 billion, an increase of 48.7% compared to
Rp464,3 miliar, naik sebesar 48,7% dibandingkan tahun 2018 of Rp312.1 billion. The toll revenue contribution
2018 sebesar Rp312,1 miliar. Kontribusi pendapatan from the Surabaya-Mojokerto Toll Road reaches 4.6%
tol dari Jalan Tol Surabaya-Mojokerto mencapai 4,6% of the Company's total toll revenue.
terhadap total pendapatan tol Perseroan.

Laba usaha PT JSM tahun 2019 mencapai sebesar PT JSM's operating profit in 2019 reached Rp341.9
Rp341,9 miliar, meningkat sebesar 71% dari tahun billion, an increase of 71% from 2018 of Rp199.9 billion.
2018 sebesar Rp199,9 miliar.

Kenaikan pendapatan tol PT JSM naik sebagai akibat PT JSM toll revenue increased due to the operation
dari pengoperasian Jalan Tol Surabaya-Mojokerto seksi of Surabaya-Mojokerto Toll Road Sepanjang-Krian
Sepanjang-Krian pada Desember tahun 2018 yang Segment in December 2018 which had a full impact
berdampak penuh pada tahun 2019. Seksi Sepanjang- in 2019. The Segment was a missing link of Surabaya-
Krian merupakan missing link dari Jalan Tol Surabaya- Mojokerto Toll Road and, therefore, the toll road
Mojokerto sehingga pengoperasian jalan tol ini dapat operation will encourage PT JSM’s toll traffic transaction
mendorong pertumbuhan volume lalu lintas transaksi volume and revenue growth.
dan pendapatan tol PT JSM.

Ke depannya, konektivitas Jalan Tol Trans Jawa khususnya The connectivity of Trans Java Toll Road in the future,
di wilayah Jawa Timur akan menjadi pendukung utama particularly in the East Java region, will intensely support
pertumbuhan kinerja Jalan Tol Surabaya-Mojokerto di the future growth of Surabaya-Mojokerto Toll Road.
masa mendatang.
Human Capital
Modal Insani
• Cabang Surabaya-Gempol • Surabaya-Gempol Branch

Volume lalu lintas transaksi Cabang Surabaya-Gempol Transaction volume of the Surabaya-Gempol Branch
di 2019 tercatat sebesar 110,6 juta transaksi, naik in 2019 was recorded at 110.6 million transactions,
9,6% dibandingkan dengan volume lalu lintas transaksi up 9.6% compared to the transaction traffic volume
tahun 2018 sebesar 100,9 juta transaksi. Kontribusi in 2018 of 100.9 million transactions. The Surabaya-
Cabang Surabaya-Gempol terhadap total volume lalu Gempol Branch's contribution to the Company's total
lintas transaksi Perseroan mencapai 9,3%. Adapun transaction traffic volume reached 9.3%. The toll
pendapatan tol mencapai Rp584,3 miliar, naik sebesar revenue reached Rp584.3 billion, an increase of 30.1%

30,1% dibandingkan 2018 sebesar Rp449,2 miliar. compared to 2018 which was Rp449.2 billion. The toll
Kontribusi pendapatan tol dari cabang Surabaya- revenue contribution from the Surabaya-Gempol branch
Gempol mencapai 5,8% terhadap total pendapatan tol. reached 5.8% of the total toll revenue.
Laba usaha Cabang Surabaya-Gempol tahun 2019 The operating profit of the Surabaya-Gempol Branch
mencapai Rp356,8 miliar atau meningkat 38,4% dari in 2019 reached Rp356.8 billion, an increase of 38.4%
tahun 2018 yang mencapai Rp257,8 miliar. from 2018 which reached Rp257.8 billion.

Kenaikan pendapatan tol cabang Surabaya-Gempol The 30.2% increase in Surabaya-Gempol toll road
30,2% dari 2018 disebabkan oleh tambahan volume revenue from 2018 was due to the additional transaction
transaksi dari beroperasi ruas Kejapanan-Gempol dan volume from the Kejapanan-Gempol operation and the
dampak positif dari tersambungnya ruas tol Trans Jawa. positive impact of the Trans Java toll road connection.

Jalan Tol Surabaya-Gempol akan didukung oleh Surabaya-Gempol Toll Road will be supported by the
konektivitas jaringan Jalan Tol Trans Jawa khususnya Trans Java Toll Road network connectivity especially
jaringan jalan tol di wilayah Jawa Timur yang dapat the toll road network in the East Java region which can
meningkatkan kelancaran distribusi barang/jasa dan improve the smooth distribution of goods / services and

aktivitas perekonomian pada wilayah sekitar jalan tol. economic activities in the area around the toll road.

• PT Jasamarga Gempol Pasuruan • PT Jasamarga Gempol Pasuruan

Volume lalu lintas transaksi Jalan Tol Gempol-Pasuruan The transaction volume of Gempol-Pasuruan Toll
di 2019 tercatat sebesar 3,1 juta transaksi, naik sebesar Road in 2019 was recorded at 3,1 million, 47.6%
47,6% dibandingkan tahun 2018 sebesar 2,1 juta higher compared to 2018 that reached 2,1 million.
transaksi. Kontribusi ruas Gempol-Pasuruan terhadap This contributed to the Company’s total transaction
total volume lalu lintas transaksi Perseroan mencapai traffic volume by 0.3%. Meanwhile, the toll revenues
0,3%. Sementara itu, pendapatan tol mencapai reached Rp234.7 billion, up 232.1% compared to 2018
Rp234,7 miliar, naik 232,1% dibandingkan tahun 2018 that reached Rp70.7 billion. The contribution to the
sebesar Rp70,7 miliar. Kontribusi pendapatan tol dari Company’s total toll revenue reaches 2.3%.
ruas Gempol-Pasuruan terhadap total pendapatan tol
Perseroan mencapai 2,3%.
Laba usaha PT Jasamarga Gempol Pasuruan (JGP) selaku PT Jasamarga Gempol Pasuruan (JGP) operating profit
pengelola Jalan Tol Gempol-Pasuruan di 2019 mencapai as manager of the Gempol-Pasuruan Toll Road in
Rp142,7 miliar atau naik 301% dari tahun 2018 sebesar 2019 reached Rp142.7 billion, up 301% from 2018
Rp35,6 miliar. amounting to Rp35.6 billion.

Beroperasinya ruas Pasuruan - Grati (Seksi III) dan The operation of the Pasuruan - Grati (Segment III) and
dampak positif dari terkoneksinya ruas tol Trans Jawa the positive impact of the connection to the Trans Java
mengakibatkan kenaikan signifikan pendapatan dan toll road have resulted in a significant increase in revenue
volume lalu lintas transaksi Jalan Tol Gempol-Pasuruan and transaction volume of the Gempol-Pasuruan Toll
yang dikelola PT JGP. Road managed by PT JGP.

Konektivitas Jalan Tol Trans Jawa khususnya jaringan The Trans Java Toll Road Connectivity especially the
jalan tol pada wilayah Jawa Timur akan mendukung toll road network in the East Java region will support
perkembangan wilayah tersebut sehingga memberi the development of the region and will have a positive
dampak positif terhadap pertumbuhan kinerja jalan tol impact on the growth of the performance of Gempol-
Ruas Gempol-Pasuruan. Pasuruan toll road.
• PT Jasamarga Pandaan Malang • PT Jasamarga Pandaan Malang

Volume lalu lintas transaksi Jalan Tol Pandaan-Malang The traffic volume of Pandaan-Malang Toll Road
di 2019 tercatat sebesar 3 juta, dengan kontribusi transaction in 2019 was recorded at 3 million, with a
terhadap total volume lalu lintas transaksi Perseroan contribution to the Company’s total transaction traffic
mencapai 0,3%. Sementara itu, pendapatan tol di volume reaching 0.3%. Meanwhile, toll revenues in
2019 mencapai Rp110,6 miliar, dengan kontribusi 2019 reached Rp110.6 billion, with the contribution of
pendapatan tol terhadap total pendapatan tol Perseroan 1.1% to the Company’s total toll revenue.
mencapai 1,1%.
Profil Perusahaan
Company Profile
Laba usaha PT Jasamarga Pandaan Malang tahun 2019 The operating profit of PT Jasamarga Pandaan Malang
mencapai Rp55,6 miliar, naik 811% dibanding tahun in 2019 reaching Rp55.6 billion, up 811% compared to
2018 sebesar Rp6,1 miliar. 2018 of Rp6.1 billion.

Pencapaian volume lalu lintas ruas jalan tol Pandaan- The traffic volume of Pandaan-Malang toll Segment
Malang sebesar 3 juta transaksi dan pendapatan tol that reached 3 million transactions and toll revenues
Rp110,7 miliar sebagai akibat dari mulai beroperasinya of Rp110.7 billion are the result of the operation and
tol tersebut serta konektivitas jaringan jalan tol Trans connectivity of Trans Java toll road network, mainly in
Jawa, utamanya di wilayah Jawa Timur. East Java.
Prospek Usaha Business prospect

Konektivitas Jalan Tol Trans Jawa dan pengembangan Trans Java Toll Road Connectivity and the development
wilayah di sekitar jalan tol dapat menjadi faktor of the area around the toll road can be a good driving
pendorong yang baik bagi jalan tol ini. Pengembangan factor for this toll road. The development of Malang
wilayah Malang sebagai salah satu destinasi pariwisata region as a tourism destination is also a factor in the
juga menjadi faktor pertumbuhan lalu lintas maupun growth of the traffic and income of PT Jasamarga
pendapatan PT Jasamarga Pandaan Malang di masa Pandaan Malang in the future.
mendatang.
regional nusantara Region of Nusantara
• Cabang Belmera • Belmera Branch

Volume lalu lintas transaksi ruas Belawan-Medan- Transaction volume of Belawan-Medan-Tanjung
Tanjung Morawa (Belmera) tahun 2019 tercatat sebesar Morawa (Belmera) segment in 2019 was recorded at
27,3 juta transaksi, turun 2,5% dibanding tahun 2018 27.3 million transactions, down 2.5% compared to
sebesar 28 juta transaksi. Kontribusi ruas Belmera 2018 of 28 million transactions. Belmera's contribution
terhadap total volume lalu lintas transaksi Perseroan to the total transaction volume of the Company's
mencapai 2,3%. Sementara itu pendapatan tol mencapai transactions reached 2.3%. Meanwhile toll revenues
Rp134,4 miliar, naik sebesar 1,9% dibandingkan tahun reached Rp134.4 billion, up by 1.9% compared to
2018 sebesar Rp131,9 miliar. Kontribusi pendapatan 2018 amounting to Rp131.9 billion. The toll revenue
tol dari ruas Belmera mencapai 1,3% terhadap total contribution from the Belmera Segment reaches 1.3%
pendapatan tol Perseroan. of the Company's total toll revenue.
Human Capital
Modal Insani

Laba usaha Cabang Belmera tahun 2019 mencapai Belmera Branch operating profit in 2019 reached Rp56.7
Rp56,7 miliar, meningkat 192,3% dibandingkan tahun billion, an increase of 192.3% compared to 2018 which
2018 yang mencapai Rp19,4 miliar. reached Rp19.4 billion.

Pertumbuhan pendapatan tol Cabang Belmera The Belmera Branch toll road revenue growth was
disebabkan oleh konektivitas dengan Jalan Tol Medan- due to the connectivity of Medan-Kualanamu-Tebing
Kualanamu-Tebing Tinggi. Ruas jalan tol Belmera Tinggi Toll Road. The Belmera toll Segment connects

menghubungkan Pelabuhan Belawan dengan Kota the Port of Belawan to the City of Medan. Connectivity
Medan sehingga konektivitas menjadi kunci bagi is, therefore, the key to the growth of the toll road
pertumbuhan kinerja jalan tol ini. performance.

Pengoperasian penuh Jalan Tol Medan-Kualanamu- The full operation of Medan-Kualanamu-Tebing
Tebing Tinggi pada tahun 2019 merupakan faktor Tinggi Toll Road in 2019 was a driving factor for the
pendorong yang baik bagi kinerja Cabang Belmera. performance of Belmera Branch. Integration with
Integrasi dengan ruas Medan-Binjai juga berpotensi Medan-Binjai Segment could potentially increase this toll
meningkatkan volume lalu lintas transaksi jalan tol ini. road transaction traffic volume. In addition, the Trans

Selain itu, konektivitas Jalan Tol Trans Sumatera dapat Sumatra Toll Road connectivity can also increase the
meningkatkan volume lalu lintas transaksi sehingga volume of transaction traffic that will have an impact on
berdampak pada pertumbuhan pendapatan tol di masa the future toll revenue growth.
mendatang.
• PT Jasamarga Kualanamu Tol • PT Jasamarga Kualanamu Tol

Volume lalu lintas transaksi Jalan Tol Medan-Kualanamu- The traffic volume of Medan-Kualanamu-Tebing Tinggi
Tebing Tinggi di 2019 tercatat sebesar 10.3 juta, naik Toll Road transactions in 2019 was 10.3 million, up

49,3% dibandingkan tahun 2018 sebesar 6.9 juta 49.3% compared to 2018 which reached 6.9 million
transactions. This contributes to the Company’s total

transaksi. Kontribusi jalan tol ini terhadap total volume
lalu lintas transaksi Perseroan mencapai 0,9%. Adapun transaction traffic volume by 0.9%. The toll revenue
pendapatan tol mencapai Rp339,3 miliar, naik 58,9% reached Rp339.3 billion, up 58.9% compared to 2018
dibandingkan tahun 2018 yang mencapai Rp213,6 which reached Rp213.6 billion. The contribution to the
miliar. Kontribusi pendapatan tol ini terhadap total Company’s total toll revenue reaches 3.3%.
pendapatan tol Perseroan mencapai 3,3%.
Laba usaha PT Jasamarga Kualanamu Tol tahun 2019 PT Jasamarga Kualanamu Tol operating profit in 2019
mencapai Rp178,1 miliar atau meningkat 71,4% reached Rp178.1 billion, an increase of 71.4% compared
dibanding tahun 2018 sebesar Rp103,9 miliar. to 2018 of Rp103.9 billion.

Kinerja tol PT Jasamarga Kualanamu Tol dipengaruhi The toll performance of PT Jasamarga Kualanamu Toll
oleh pengoperasian ruas baru dan konektivitas dengan is affected by the operation of the new toll road and
Jalan Tol Belmera. Selain itu, Bandara Kualanamu juga connectivity with Belmera Toll Road. Kualanamu Airport
memberikan dampak positif terhadap volume lalu lintas also had a positive impact on PT Jasamarga Kualanamu
transaksi PT Jasamarga Kualanamu Tol. Tol’s transaction traffic volume.

Integrasi dengan ruas Medan-Binjai dapat berpotensi Integration with the Medan-Binjai Segment can
meningkatkan volume lalu lintas transaksi PT potentially increase the transaction volume of PT
Jasamarga Kualanamu Tol di masa mendatang. Selain Jasamarga Kualanamu Tol in the future. In addition, the
itu, konektivitas Jalan Tol Trans Sumatera juga dapat connectivity of the Trans Sumatra Toll Road can also be
menjadi faktor pendorong kinerja jalan tol ini. a driving factor for the performance of this toll road.
• PT Jasamarga Bali Tol • PT Jasamarga Bali Tol


Volume lalu lintas transaksi Jalan Tol Nusa Dua-Ngurah Transaction volume of the Nusa Dua-Ngurah Rai-Benoa
Rai-Benoa yang dikelola PT Jasamarga Bali Tol (JBT) di Toll Road managed by PT Jasamarga Bali Tol (JBT) in
2019 tercatat sebesar 16,3 juta transaksi, turun 10,9% 2019 was recorded at 16.3 million transactions, down
dibandingkan tahun 2018 sebesar 18,3 juta transaksi. 10.9% compared to 2018 of 18.3 million transactions.
Kontribusi Jalan Tol Nusa Dua-Ngurah Rai-Benoa The contribution of the Nusa Dua-Ngurah Rai-Benoa
terhadap total volume lalu lintas transaksi Perseroan Toll Road to the Company's total transaction traffic
mencapai 1,4%. Sementara itu, pendapatan tol volume reached 1.4%. Meanwhile, toll revenues
mencapai Rp143,5 miliar, turun 11,1% dibandingkan reached Rp143.5 billion, down 11.1% compared to
tahun 2018 sebesar Rp161,4 miliar. Kontribusi 2018 amounting to Rp161.4 billion. The toll revenue
pendapatan tol dari Jalan ruas ini mencapai 1,4% contribution from this toll road reaches 1.4% of the
terhadap total pendapatan tol Perseroan. Company's total toll revenue.
Tahun 2019, laba usaha PT JBT mencapai sebesar In 2019, PT JBT's operating profit reached Rp73.2 billion
Profil Perusahaan
Company Profile
Rp73,2 miliar atau menurun 14,3% dibanding tahun or decreased by 14.3% compared to 2018 of Rp85.4
2018 sebesar Rp85,4 miliar. billion.

Penurunan volume lalu lintas dan pendapatan tol PT The decline in PT JBT’s traffic volume and toll revenue
JBT diakibatkan oleh beroperasinya underpass simpang was due to the operation of the Ngurah Rai monument
tugu Ngurah Rai yang menyebabkan jalur arteri menjadi underpass which caused arterial lanes traffic flow to
lebih lancar sehingga mempengaruhi jumlah kendaraan become more satisfactory, thereby affecting the number
yang masuk ke ruas tol PT JBT. of vehicles entering PT JBT toll road.

Potensi perkembangan sektor wisata di Bali merupakan The potential development of the tourism sector in Bali
faktor utama dalam pertumbuhan volume lalu lintas is a major factor in the growth of the transaction traffic
transaksi dan pendapatan tol pada Ruas Nusa Dua- volume and the toll revenue on Nusa Dua-Ngurah Rai-
Ngurah Rai-Benoa. Benoa Segment.
Selain ruas tol yang dioperasikan oleh Cabang dan Entitas In addition to toll roads operated by Branches and
Anak, Perseroan juga memiliki Entitas Ventura Bersama Subsidiaries, the Company also has a Joint Venture Entity
yang tidak termasuk dalam klasifikasi segmen usaha that is not included in the business segment classification
karena tidak dikonsolidasikan. Berikut kinerja Entitas because it is not consolidated. The following is the
Ventura Bersama Perseroan: performance of the Joint Venture Entity of the Company:
• PT Trans Marga Jateng • PT Trans Marga Jateng

Volume lalu lintas transaksi Jalan Tol Semarang-Solo di The transaction volume of Semarang-Solo Toll Road in
2019 tercatat sebesar 16,2 juta transaksi, naik 19,1% 2019 was recorded at 16.2 million, up 19.1% compared
dibandingkan tahun 2018 sebesar 13,6 juta transaksi. to 2018 of 13.6 million transactions. This toll road
Pendapatan tol ruas ini di 2019 mencapai Rp659,2 revenue in 2019 reached Rp659.2 billion, up 161.4%
miliar, naik 161,4% dibandingkan tahun 2018 sebesar compared to 2018 which reached Rp252.1 billion.
Rp252,1 miliar.
Pada bulan Mei 2017, dilakukan divestasi saham PT In May 2017, PT Trans Marga Jateng (TMJ) divested
Trans Marga Jateng (TMJ) yang mengakibatkan PT shares which resulted in PT TMJ being deconsolidated
TMJ didekonsolidasi dari laporan keuangan konsolidasi from the Company’s consolidated financial statements.
Perseroan sehingga pada tahun 2019 Perseroan tidak Therefore, in 2019, the Company would not record PT
mencatat neraca, pendapatan dan beban PT TMJ. TMJ’s balance sheets, revenues and expenses. PT TMJ’s
Pencatatan keuangan PT TMJ terdapat pada akun Laba/ financial records are listed in the Associated Entity and
Human Capital
Modal Insani
Rugi Entitas Asosiasi dan Ventura Bersama pada Laporan Joint Venture Profit / Loss accounts in the Company’s

Laba Rugi Perseroan. Income Statement.

Kenaikan volume lalu lintas transaksi dan pendapatan The increased Semarang-Solo Toll Road transaction
tol pada Jalan Tol Semarang-Solo merupakan akibat dari and toll revenue is the result of Trans Java Toll Road
terkoneksinya Jalan Tol Trans Jawa pada tahun 2018. connection in 2018.


Konektivitas Jalan Tol Trans Jawa merupakan faktor Trans Java Toll Road Connectivity encourages the
pendorong yang baik bagi kinerja Jalan Tol Semarang- performance of Semarang-Solo Toll Road, increasing its
Solo yang dapat meningkatkan volume lalu lintas transaction and positively impacting on its toll revenue.
transaksi sehingga berdampak pada pertumbuhan In the future, the profitability of this toll road can increase
pendapatan tol. Ke depannya, profitabilitas jalan tol ini the Profit of Associated Entities and Joint Ventures in the
dapat meningkatkan Laba Entitas Asosiasi dan Ventura Company’s Income Statement.
Bersama pada Laporan Laba Rugi Perseroan.
• PT Jasamarga Semarang Batang • PT Jasamarga Semarang Batang

Volume lalu lintas transaksi Jalan Tol Batang-Semarang The transaction volume of Batang-Semarang Toll Road
di 2019 tercatat 8,3 juta transaksi, dengan pendapatan in 2019 was recorded at 8.3 million transactions, with
tol sebesar Rp670,4 miliar. toll revenue of Rp670.4 billion.
Pada tanggal 5 Juli 2018 diterbitkan Reksa Dana On July 5, 2018 a Limited Equity Fund (Reksa Dana
Penyertaan Terbatas (RDPT) dengan melakukan divestasi Penyertaan Terbatas/RDPT)) was issued by divesting
20% saham PT Jasamarga Semarang Batang (JSB). 20% of PT Jasamarga Semarang Batang (JSB) shares.
Divestasi ini mengakibatkan PT JSB didekonsolidasi This divestment resulted in PT JSB being deconsolidated

dari laporan keuangan konsolidasi Perseroan. Sehingga from the Company's consolidated financial statements.

pada tahun 2019, Perseroan tidak mencatat neraca, Therefore, in 2019, the Company will not record PT
pendapatan dan beban PT JSB. JSB's balance sheet, income and expenses.

Pencapaian volume lalu lintas transaksi dan pendapatan PT JSB increased toll transaction and traffic volume in
tol PT JSB di 2019 merupakan akibat dari beroperasinya 2019 is the result of the operation of the toll road and
tol tersebut serta terhubungnya jaringan jalan tol Trans the connection of the Trans Java toll road network.
Jawa.

pendorong yang baik bagi kinerja Jalan Tol Batang- performance of Batang-Semarang Toll Road, increasing
Semarang yang dapat meningkatkan volume lalu lintas its transaction traffic volume and positively impacting its
transaksi sehingga berdampak pada pertumbuhan toll revenue growth.
pendapatan tol.
• PT Jasamarga Solo Ngawi • PT Jasamarga Solo Ngawi

Volume lalu lintas transaksi Jalan Tol Solo-Ngawi di The volume of transaction traffic in the Solo-Ngawi
2019 tercatat 7,7 juta transaksi, meningkat 140,6% Toll Road in 2019 recorded 7.7 million transactions, an
dibanding tahun 2018 sebesar 3,2 juta transaksi. increase of 140.6% compared to 2018 of 3.2 million
Pendapatan tol ruas Jalan Tol ini di tahun 2019 sebesar transactions. Toll road toll revenues in 2019 amounted
Rp542,9 miliar, meningkat 627,4% dibanding tahun to Rp542.9 billion, an increase of 627.4% compared to
2018 sebesar Rp74,6 miliar. 2018 of Rp74.6 billion.
Penyertaan Terbatas dengan melakukan divestasi 20% Penyertaan Terbatas/RDPT)) was issued by divesting
saham PT Jasamarga Solo Ngawi (JSN). Divestasi ini 20% of PT Jasamarga Solo Ngawi (JSN) shares. This
mengakibatkan PT JSN didekonsolidasi dari laporan divestment resulted in PT JSN being deconsolidated
keuangan konsolidasi Perseroan. Sehingga pada tahun from the Company's consolidated financial statements.
2019, Perseroan tidak mencatat neraca, pendapatan Therefore, in 2019, the Company will not record PT
dan beban PT JSN. JSN's balance sheet, income and expenses.

Pengoperasian sejumlah seksi pada jalan tol Solo-Ngawi The operation of a number of Solo-Ngawi toll Segments
di tahun 2018 memberi dampak pada kenaikan volume in 2018 had an impact on PT JSN increased transaction
lalu lintas transaksi maupun pendapatan tol PT JSN di volume and toll revenue in 2019.
tahun 2019.

Profil Perusahaan
Company Profile
pendorong yang baik bagi kinerja Jalan Tol Solo- Ngawi performance of Solo-Ngawi Toll Road. This will positively
yang dapat memberikan dampak positif terhadap volume have an impact on this toll road’s transaction volume
lalu lintas transaksi sehingga dapat juga meningkatkan and toll revenue growth.
pertumbuhan pendapatan tol.
• PT Jasamarga Ngawi Kertosono Kediri • PT Jasamarga Ngawi Kertosono Kediri

Volume lalu lintas transaksi Jalan Tol Ngawi-Kertosono- The transaction volume of the Ngawi-Kertosono-Kediri
Kediri di 2019 sebesar 2,8 juta transaksi, meningkat Toll Road in 2019 was 2.8 million transactions, an
27,3% dari tahun 2018 sebesar 2,2 juta transaksi. increase of 27.3% from 2018 of 2.2 million transactions.
Sementara pendapatan tol di 2019 mencapai Rp494,5 While toll revenues in 2019 reached Rp494.5 billion,
miliar, meningkat 351,5% dibanding tahun 2018 an increase of 351.5% compared to 2018 of Rp109.5
sebesar Rp109,5 miliar. billion.
Penyertaan Terbatas dengan melakukan divestasi 20% Penyertaan Terbatas/RDPT)) was issued by divesting 20%
saham PT Jasamarga Ngawi Kertosono Kediri (JNKK). PT Jasamarga Ngawi Kertosono Kediri (JNKK) shares. This
Divestasi ini mengakibatkan PT JNKK didekonsolidasi divestment resulted in PT JNKK being deconsolidated
dari laporan keuangan konsolidasi Perseroan. Sehingga from the Company's consolidated financial statements.
pada tahun 2019, Perseroan tidak mencatat neraca, Therefore, in 2019, the Company will not record PT
pendapatan dan beban PT JNKK. JNKK's balance sheet, income and expenses.

Kenaikan volume lalu lintas transaksi dan pendapatan PT Jasamarga Ngawi Kertosono Kediri’s increased
tol PT Jasamarga Ngawi Kertosono Kediri di 2019 transaction volume and toll revenue in 2019 is a result
merupakan akibat dari pengoperasian ruas ini di 2018 of the operation in 2018 and the connection of Trans
serta terhubungnya jaringan tol Trans Jawa pada wilayah Java toll road network in the East Java region.
Jawa Timur.

pendorong yang baik bagi kinerja Jalan Tol Ngawi- performance of Ngawi-Kertosono-Kediri Toll Road that
Kertosono-Kediri yang dapat memberikan dampak is positively impacting the transaction volume and the
positif terhadap volume lalu lintas transaksi sehingga growth of PT JNK’s toll revenue. The Kertosono-Kediri
Human Capital
Modal Insani
dapat juga meningkatkan pertumbuhan pendapatan Segment which will operate (in 2019, it is still in the

tol PT JNK. Ruas Kertosono-Kediri yang bakal beroperasi stage of land acquisition) will also be a major driver of
(pada tahun 2019 masih dalam tahap pembebasan PT JNK’s performance.
lahan) juga bakal menjadi faktor pendorong utama
kinerja PT JNK.
• PT Jasamarga Pandaan Tol • PT Jasamarga Pandaan Tol

Volume lalu lintas transaksi Jalan Tol Gempol-Pandaan The transaction volume of the Gempol-Pandaan Toll

di 2019 tercatat sebesar 4 juta transaksi, turun sebesar Road in 2019 was recorded at 4 million transactions, a
11,1% dibandingkan dengan volume lalu lintas transaksi decrease of 11.1% compared to the transaction traffic
tahun 2018 sebesar 4,5 juta transaksi. Sementara itu, volume in 2018 of 4.5 million transactions. Meanwhile,
pendapatan tol mencapai Rp142,7 miliar, naik sebesar toll revenues reached Rp142.7 billion, an increase of
54,9% dibandingkan tahun 2018 sebesar Rp92,2 miliar. 54.9% compared to 2018 of Rp92.2 billion.
Laba usaha PT Jasamarga Pandaan Tol (JPT) di 2019 PT Jasamarga Pandaan Tol (JPT) operating profit in 2019
mencapai sebesar Rp83,8 miliar atau naik sebesar 100% reached Rp83.8 billion, an increase of 100% from 2018

dari tahun 2018 sebesar Rp42 miliar. of Rp42 billion.

Perseroan melakukan divestasi kepemilikan saham The Company divested 40% ownership in PT JPT on May
pada PT JPT sebesar 40% pada 24 Mei 2019. Atas 24, 2019. With this change in ownership, the Company
perubahan kepemilikan tersebut, Perseroan sudah tidak no longer has any control over PT JPT and has changed
lagi memiliki pengendalian terhadap PT JPT dan beralih into Joint Venture.
menjadi Ventura Bersama.

Pencapaian volume lalu lintas transaksi dan pendapatan PT Jasamarga Pandaan Tol toll transaction and traffic

tol PT Jasamarga Pandaan Tol sebagai akibat dari volume growth was due to the toll road connectivity in

konektivitas jalan tol di wilayah Jawa Timur. the East Java region.

Dampak positif dari pengoperasian Jalan Tol Trans Jawa The positive impact of the Trans Java Toll Road operation
dan proyek relokasi Porong-Gempol pada Desember and Porong-Gempol relocation project in December
2018 serta pengoperasian Jalan Tol Pandaan-Malang 2018 and the operation of Pandaan-Malang Toll Road
menjadi pendukung utama pertumbuhan kinerja Jalan are the main supporters of the performance growth of
Tol Gempol-Pandaan. Gempol-Pandaan Toll Road.
SEGMEN USAHA PENGOPERASIAN Operation Business Segments

PT JMTO dan PT JLJ merupakan dua Entitas Anak PT JMTO and PT JLJ are two Subsidiaries that contribute
Perseroan yang memberikan kontribusi pendapatan usaha business income to the operating Segment. Throughout
pada segmen pengoperasian. Sepanjang tahun 2019, 2019, the Company succeeded in carrying out and
Perseroan berhasil melaksanakan dan menyelesaikan jasa completing service operations and sales of toll road
pengoperasian dan penjualan produk peralatan tol sesuai equipment products in accordance with the agreement on
dengan kesepakatan pada kontra kerja. Produktivitas dari counter work. The productivity of the operating business
segmen usaha pengoperasian dapat dilihat pada Bab Profil Segment can be seen in Chapter Company Profile.
Perusahaan.
Pada tahun 2019, segmen Pengoperasian berhasil In 2019, the Operating Segment successfully recorded
mencatatkan Pendapatan usaha sebesar Rp1,574 miliar, operating revenues of Rp1,574 billion, up by 64.1% or
naik sebesar 64,1% atau setara dengan Rp615,16 equivalent to Rp615.16 billion compared to 2018 which
miliar dibandingkan tahun 2018 yaitu Rp959,84 miliar. was Rp959.84 billion. This increase was mainly derived
Peningkatan tersebut terutama berasal dari penambahan from the addition of operating management contracts in
kontrak manajemen pengoperasian di tahun 2019 seiring 2019 along with the operation of new toll roads owned
dengan beroperasinya ruas-ruas tol baru baik yang dimiliki by the Company and other parties, and an increase in
oleh Perseroan maupun pihak lain, dan peningkatan revenue from toll road equipment sales.
pendapatan yang berasal dari penjualan peralatan tol.
Segmen pengoperasian pada tahun 2019 mencatatkan The operating Segment in 2019 recorded operating profit
laba usaha sebesar Rp234,08 miliar, meningkat sebesar of Rp234.08 billion, an increase of 0.5% or equivalent
0,5% atau setara dengan Rp1,2 miliar dibandingkan to Rp1.2 billion compared to 2018 which amounted to
dengan tahun 2018 yaitu sebesar Rp232,90 miliar. Rp232.90 billion.

Beroperasinya jalan tol baru selama tahun 2019 yang The operation of the new toll road during 2019 owned
dimiliki oleh Perseroan maupun pihak lain, dan keberhasilan by the Company and other parties, and the success of the
Profil Perusahaan
Perseroan mendapatkan kontrak pengoperasian jalan tol Company in obtaining the contract for the operation of
Company Profile
baru tersebut mempengaruhi kenaikan signifikan pada the new toll road affects a significant increase in operating
pendapatan segmen pengoperasian. Segment revenue.

Pengoperasian ruas-ruas tol baru di Indonesia berpotensi The operation of new toll roads in Indonesia has the
meningkatkan produk dan jasa serta pendapatan usaha potential to increase products and services as well as
yang dapat dikontribusikan oleh segmen pengoperasian. operating revenues that can be contributed by the
operating Segment.
SEGMEN USAHA PEMELIHARAAN Maintenance Business Segments

PT JMTM merupakan Entitas Anak yang memberikan PT JMTM is a Subsidiary that contributes the Company's
kontribusi pendapatan usaha Perseroan terutama pada operating income, especially in the maintenance business
segmen usaha pemeliharaan. Sepanjang tahun 2019, Segment. Throughout 2019, the Company successfully
Perseroan berhasil melaksanakan dan menyelesaikan carried out and completed several Maintenance projects in
beberapa proyek Pemeliharaan sesuai dengan kesepakatan accordance with the contra employment agreement. The
kontra kerja. Produktivitas dari segmen usaha Pemeliharaan productivity of the Maintenance business Segment can be
dapat dilihat pada Bab 3 Profil Perusahaan sub bab Produk seen in Chapter 3 Company Profile sub-Segment Products
dan Jasa – Bisnis Pendukung Jalan Tol. and Services - Toll Road Supporting Businesses.
Pada tahun 2019, segmen Pemeliharaan berhasil In 2019, the Maintenance Segment managed to record
mencatatkan Pendapatan usaha sebesar Rp673,32 operating revenues of Rp673.32 billion, an increase of
miliar, naik sebesar 1,7% atau setara dengan Rp11,39 1.7% or equivalent to Rp11.39 billion compared to 2018
miliar dibandingkan tahun 2018 yaitu Rp661,93 which was Rp661.93 Billion. The increase mainly originated
Miliar. Peningkatan tersebut terutama berasal dari from the new maintenance management contract in 2019
kontrak manajemen pemeliharaan baru di tahun 2019 along with the operation of new toll roads operated by the
seiring dengan pengoperasian ruas-ruas tol baru yang Company Group.
dioperasikan oleh Grup Perseroan.
Segmen pemeliharaan pada tahun 2019 mencatat laba The maintenance Segment in 2019 recorded operating
usaha sebesar Rp51,54 miliar, meningkat sebesar 26,7% profit of Rp51.54 billion, an increase of 26.7% or
atau setara dengan Rp10,86 miliar dibandingkan dengan equivalent to Rp10.86 billion compared to 2018 which
tahun 2018 yaitu sebesar Rp40,7 miliar. Peningkatan was Rp40.7 billion. The increase was due to an increase in
tersebut akibat adanya peningkatan beban usaha yang operating expenses that was smaller than the increase in
lebih kecil dari peningkatan pendapatan usaha di tahun operating revenues in 2019.
2019.
Human Capital
Modal Insani

Kinerja segmen pemeliharaan dipengaruhi oleh The performance of the maintenance Segment is influenced
kemampuan Perseroan dalam mendapatkan kontrak by the Company's ability to obtain work contracts. In
pekerjaan. Di tahun 2019, peningkatan pendapatan 2019, the increase in revenue and productivity is related to
dan produktivitas berkaitan dengan penambahan the addition of new toll road operations managed by the
pengoperasian ruas tol baru yang dikelola oleh Grup Company Group.
Perseroan.

Pengoperasian ruas-ruas tol baru terutama jalan tol yang The operation of new toll roads, especially toll roads
dikelola oleh Perseroan berpotensi meningkatkan produk managed by the Company, has the potential to increase
dan jasa yang dapat diberikan oleh segmen Pemeliharaan products and services that can be provided by the
yang nantinya akan sejalan juga dengan pertumbuhan Maintenance Segment which will also be in line with
pendapatan dari segmen pemeliharaan. revenue growth from the maintenance Segment.
SEGMEN USAHA LAINNYA Other Business Segments

Segmen usaha lainnya Perseroan terutama berasal dari The Company's other business Segments mainly stem

kinerja JMRB sebagai Entitas Anak yang menjalankan from JMRB's performance as a Subsidiary that runs the

bisnis prospektif Perseroan. Produktivitas dari segmen Company's prospective business. Productivity of other
usaha Lainnya dapat dilihat pada Bab 3 Profil Perusahaan business Segments can be seen in Chapter 3 Company
sub bab Produk dan Jasa – Bisnis Prospektif. Profile sub-Segment of Products and Services - Prospective
Business.
Pada tahun 2019, segmen Lainnya berhasil mencatatkan In 2019, the Other Segment successfully recorded
Pendapatan usaha sebesar Rp289,15 miliar, naik sebesar operating revenues of Rp289.15 billion, an increase of
45,0% atau setara dengan Rp89,78 miliar dibandingkan 45.0% or equivalent to Rp89.78 billion compared to 2018
tahun 2018 yaitu Rp199,36 Miliar. Peningkatan tersebut which was Rp199.36 billion. The increase was mainly
terutama berasal dari peningkatan pendapatan penjualan derived from an increase in fuel sales revenue at Rest &

BBM di Tempat Istirahat & Pelayanan serta Pendapatan Services as well as revenue from advertising along the toll

dari pemasangan iklan di sepanjang koridor jalan tol. road corridor.
Segmen lainnya pada tahun 2019 mencatat laba usaha Other Segments in 2019 recorded operating profit of
sebesar Rp41,95 miliar, meningkat sebesar 1241,9% Rp41.95 billion, an increase of 1241.9% or equivalent to
atau setara dengan Rp45,63 miliar dibandingkan dengan Rp45.63 billion compared to 2018 which suffered a loss
tahun 2018 yang mengalami kerugian sebesar Rp3,67 of Rp3.67 billion. The increase in operating profit is in line
miliar. Peningkatan laba usaha tersebut sejalan dengan with the increase in other Segment revenue in 2019.
peningkatan pendapatan segmen lainnya di tahun 2019.

Kinerja segmen lainnya di tahun 2019 dipengaruhi oleh The performance of other Segments in 2019 is influenced
pertumbuhan ekonomi di sekitar koridor jalan tol terutama by economic growth around the toll road corridor,
pertumbuhan bisnis properti dan pengoperasian tempat especially the growth of the property business and the
istirahat dan pelayanan pada ruas-ruas tol beroperasi. operation of rest areas and services on toll road Segments
operating.

Pengoperasian ruas-ruas tol baru terutama jalan tol yang The operation of new toll roads, especially toll roads
dikelola oleh Perseroan berpotensi meningkatkan produk managed by the Company has the potential to increase
dan jasa yang dapat diberikan oleh segmen Lainnya dan products and services that can be provided by other
berpotensi pula meningkatkan pertumbuhan ekonomi dan Segments and potentially also increase economic and
bisnis di sekitar jalan tol yang nantinya akan meningkatkan business growth around toll roads which in turn will
peluang bisnis segmen lainnya. increase the business opportunities of other Segments.
TINJAUAN KEUANGAN
Financial Review
Analisis kinerja keuangan komprehensif ini dibuat This comprehensive financial performance analysis is
berdasarkan informasi yang diperoleh dari Laporan based on the information obtained from PT Jasa Marga
Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk (Persero) Tbk and Subsidiaries' Consolidated Financial
dan Entitas Anak untuk periode 31 Desember 2019 dan Statements for the 31 December 2019 and 2018 periods
2018 yang telah diaudit oleh Kantor Akuntan Publik that have been audited by the Public Accounting Firm
(KAP) Purwantono, Sungkoro & Surja (afiliasi firma global (KAP) Purwantono, Sungkoro & Surja (global firm affiliates
Ernst and Young - EY), dan memperoleh pendapat/opini Ernst and Young - EY), and obtained an opinion / fair
wajar, dalam semua hal yang material, posisi keuangan opinion, in all material respects, the consolidated financial
konsolidasian PT Jasa Marga (Persero) Tbk dan Entitas position of PT Jasa Marga (Persero) Tbk and its Subsidiaries
Anaknya tanggal 31 Desember 2019, serta kinerja as of December 31, 2019, and their consolidated financial
keuangan dan arus kas konsolidasiannya untuk tahun performance and cash flow for the ending year on that
yang berakhir pada tanggal tersebut, sesuai dengan date, in accordance with Financial Reporting Standards in
Standar Akuntansi Keuangan (SAK) di Indonesia. Indonesia (SAK).
Pemahaman atas uraian tinjauan keuangan ini tetap Understanding the description of this financial review still
memperhatikan penjelasan pada catatan Laporan takes into account the explanation in the notes of the
Keuangan Konsolidasian sebagai bagian yang tidak Consolidated Financial Statements as an inseparable part
terpisahkan dari Laporan Tahunan ini. of this Annual Report.
Profil Perusahaan
Company Profile
KINERJA KEUANGAN
Financial Performance
Kinerja keuangan Perseroan terdiri atas kinerja Laporan The Company's financial performance consists of the
Posisi Keuangan Konsolidasian, Laporan Laba Rugi performance of the Consolidated Financial Position
dan Penghasilan Komprehensif serta Laporan Arus Kas Report, the Income Statement and the Comprehensive
Konsolidasian disajikan sebagai berikut. Income as well as the Consolidated Cash Flow Statement
as presented in the following.
LAPORAN POSISI KEUANGAN KONSOLIDASIAN Consolidated Statement of Financial Position
Tabel Laporan Posisi Keuangan Konsolidasian

Table of Consolidated Statement of Financial Position
(dalam jutaan Rupiah, kecuali dinyatakan lain) (in millions of Rupiah, unless otherwise stated)
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Aset
Assets
Aset Lancar
Current Assets
Kas dan Setara Kas
4.341.601 5.942.954 (1.601.353) -26,9%
Cash and Cash Equivalents
Investasi Jangka Pendek
391.817 143.824 247.993 172,4%
Short Term Investments
Piutang Lain-Lain – Neto
6.270.361 5.190.578 1.079.783 20,8%
Other Receivables - Net
Persediaan
61.136 40.949 20.187 49,3%
Inventories
Biaya Dibayar di Muka dan
Uang Muka – Neto 47.473 55.735 (8.262) -14,8%
Prepaid Expenses and Advances
Pajak Dibayar di Muka
70.684 80.115 (9.431) -11,8%
Prepaid Taxes
Dana Dibatasi Penggunaannya
429.494 175.841 253.653 144,3%
Restricted Funds
TOTAL ASET LANCAR
11.612.566 11.629.996 (17.430) -0,1%
TOTAL CURRENT ASSETS
Human Capital
Modal Insani
Uraian Pertumbuhan

2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Aset Tidak Lancar

Non-Current Assets
Piutang Lain-Lain
1.606.903 1.580.736 26.167 1,7%
Other Receivables

754.705 698.029 56.676 8,1%
Restricted Funds

Aset Pajak Tangguhan - Neto
137.876 11.387 126.489 1110,8%
Deferred Tax Assets - Net
Investasi Pada Entitas Asosiasi
dan Ventura Bersama - Neto
4.394.889 3.160.400 1.234.489 39,1%
Investment in Associates and
Joint Ventures - Net
Aset Tetap - Neto
714.282 754.806 (40.524) -5,4%
Fixed Asset - Net
Properti Investasi - Neto
366.975 303.356 63.619 21,0%
Investment Properties - Net
Aset Takberwujud - Neto

Intangible Assets - Net

Hak Pengusahaan Jalan Tol
78.620.143 62.247.988 16.372.155 26,3%
Toll Road Concessions Rights
Lainnya
85.369 1.205.041 (1.119.672) -92,9%
Others
Goodwill 41.849 41.849 0 0,0%
Aset Keuangan Lainnya - Neto
252.002 66.665 185.337 278,0%
Other Financial Assets - Net
Aset Tidak Lancar Lainnya -

Neto 1.092.011 718.350 373.661 52,0%
Other Non-Current Assets - Net

TOTAL ASET TIDAK LANCAR
TOTAL NON CURRENT 88.067.004 70.788.607 17.278.397 24,4%
ASSETS
TOTAL ASET
99.679.570 82.418.603 17.260.967 20,9%
TOTAL ASSETS
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%

Liabilitas Dan Ekuitas

Liabilities And Equity
Liabilitas Jangka Pendek
CURRENT LIABILITIES
Utang Usaha
404.235 321.811 82.424 25,6%
Accounts Payable
Utang Kontraktor
551.612 1.098.460 (546.848) -49,8%
Contractors Payable
Utang Pajak
483.252 365.686 117.566 32,1%
Taxes Payable
Beban Akrual
22.493.430 19.809.213 2.684.217 13,6%
Accrued Expenses
Liabilitas Imbalan Kerja Jangka
Pendek
17.655 35.755 (18.100) -50,6%
Profil Perusahaan
Company Profile
Short-Term Employee Benefits

Liabilities
Utang Bank
5.245.935 2.347.571 2.898.364 123,5%
Bank Loans
Liabilitas Jangka Panjang yang
Jatuh Tempo Dalam Satu
Tahun
Current Maturities of Long -
Term Liabilities
Utang Bank
4.358.542 3.063.767 1.294.775 42,3%
Bank Loans
Utang Lembaga Keuangan
Bukan Bank
16.900 4.000 12.900 322,5%
Non-Bank Financial
Institutions Loan
Utang Obligasi
5.175.997 1.000.000 4.175.997 417,6%
Bonds Payable
Liabilitas Pembebasan Tanah
1.588.542 1.622.186 (33.644) -2,1%
Land Acquisition Liabilities
Utang Sewa Pembiayaan
5.255 5.116 139 2,7%

Finance Lease Payable
Provisi Pelapisan Jalan Tol

324.683 320.958 3.725 1,2%
Provision For Overlay
Pendapatan Ditangguhkan
415.481 414.570 911 0,2%
Deferred Revenues
Liabilitas Keuangan Jangka
Pendek Lainnya
444.898 672.382 (227.484) -33,8%
Other Short-Term Financial
Liabilities
Total Liabilitas Jangka
Pendek
41.526.417 31.081.475 10.444.942 33,6%
TOTAL NON - CURRENT
Liabilities
Human Capital
Modal Insani
Uraian Pertumbuhan

2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
LIABILITAS JANGKA PANJANG

NON - CURRENT LIABILITIES
Liabilitas Pajak Tangguhan

1.074.046 856.796 217.250 25,4%
Deferred Tax Liabilities
Utang Kontraktor Jangka

Panjang 568.239 266.024 302.215 113,6%

Long-Term Contractor Payable

Beban Akrual Jangka Panjang
2.433.017 1.211.003 1.222.014 100,9%
Long-Term Accrued Expenses
Liabilitas Jangka Panjang –
Setelah Dikurangi Bagian
Yang Jatuh Tempo Dalam Satu
Tahun
Long-Term Liabilities - Net Of
Current Maturities
Utang Bank
25.674.982 18.890.941 6.784.041 35,9%
Bank Loans

Bukan Bank

1.169.920 1.185.793 (15.873) -1,3%
Non-Bank Financial
Institutions Loan
Utang Obligasi
1.295.429 6.447.434 (5.152.005) -79,9%
Bonds Payable
109.008 109.008 0 0,0%
349 9.461 (9.112) -96,3%
279.233 264.715 14.518 5,5%
Provision for Overlay

861.053 1.217.608 (356.555) -29,3%

Deferred Revenues
Liabilitas Kerjasama Operasi
820 820 0 0,0%
Joint Operation Liabilities
Panjang
1.129.888 639.093 490.795 76,8%
Long-Term Employee Benefits
Liability
Liabilitas Jangka Panjang
Lainnya 371.432 39.443 331.989 841,7%
Other Long-Term Liabilities
Panjang
34.967.416 31.138.139 3.829.277 12,3%
TOTAL NON-CURRENT
LIABILITIES
Total Liabilitas
76.493.833 62.219.614 14.274.219 22,9%
Total LIABILITIES
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Ekuitas
Equity
Ekuitas Yang Dapat
Diatribusikan Kepada Pemilik
Entitas Induk
Equity Attributable to
Owners of The Parent Entity
Modal Ditempatkan Dan
Disetor Penuh - 1 Saham Seri A
Dwiwarna Dan 7.257.871.199
Saham Seri B
3.628.936 3.628.936 0 0,0%
Issued And Fully Paid - 1
Series A Dwiwarna Share and
7,257,871,199
Series B Shares
Tambahan Modal Disetor -
Neto 3.997.085 3.997.085 0 0,0%
Profil Perusahaan
Company Profile
Additional Paid In Capital - Net

Selisih Atas Transaksi Entitas
Non Pengendali
(16.256) 8.818 (25.074) -284,4%
Difference From Non-
Controlling Interest Transaction
Saldo Laba
11.764.108 9.887.381 1.876.727 19,0%
Retained Earning
Penghasilan Komprehensif
Lain: 0
Other Comprehensive Income:
Keuntungan Yang Belum
Direalisasi Dari Efek Tersedia
Untuk Dijual 14.149 8.512 5.637 66,2%
Unrealized Gain on Available
For Sale Securities
Pengukuran Kembali
Liabilitas Imbalan Kerja
Jangka Panjang
(705.342) (622.224) (83.118) 13,4%
Remeasurements of Long-
Term Employee Benefits
Liabilities
Ekuitas Neto Yang Dapat

Net Equity Attributable To:
Pemilik Entitas Induk
18.682.680 16.908.508 1.774.172 10,5%
Owners of the Parent Entity
Kepentingan Non
Pengendali 4.503.057 3.290.481 1.212.576 36,9%
Non-Controlling Interest
Total Ekuitas
23.185.737 20.198.989 2.986.748 14,8%
Total Equity
Total Liabilitas Dan
Ekuitas
99.679.570 82.418.603 17.260.967 20,9%
TOTAL LIABILITIES AND
EQUITY
Aset Assets
Total aset Perseroan mencapai Rp99,68 triliun di 2019. The Company's total assets reached Rp99.68 trillion in
Pencapaian tersebut meningkat sebesar Rp17,26triliun 2019. This achievement increased by Rp17.26 trillion or
atau sebesar 20,9% dari tahun 2018 yang mencapai 20.9% from 2018 which reached Rp82.42 trillion. This
Rp82,42 triliun. Peningkatan ini terutama berasal dari increase was mainly derived from an increase in non-
peningkatan aset tidak lancar sebesar Rp17,28 triliun atau current assets of Rp17.28 trillion or 24.4%.
24,4%.
Human Capital
Modal Insani
Tabel Aset

Table of Assets

(dalam jutaan Rupiah) (in millions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Aset Lancar
11.612.566 11.629.996 (17.430) -0,1%
Current Asset
Aset Tidak Lancar
88.067.004 70.788.607 17.278.397 24,4%

Non-Current Asset

Total Aset
99.679.570 82.418.603 17.260.967 20,9%
Total Assets
Aset Lancar Current Assets

Aset lancar Perseroan mencapai Rp11,61 triliun di 2019. The Company's current assets reached Rp11.61 trillion
Pencapaian tersebut menurun sebesar Rp17,43 miliar atau in 2019. This achievement decreased by Rp17.43 billion
sebesar 0,1% dari tahun 2018 yang mencapai Rp11,63 or 0.1% from 2018 which reached Rp11.63 trillion. This
triliun. Penurunan ini terutama berasal dari penurunan Kas decrease mainly came from the decrease in Cash and Cash
dan Setara Kas. Equivalents.

Tabel Aset Lancar
Table of Current Assets
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Kas dan Setara Kas

4.341.601 5.942.954 (1.601.353) -26,9%

Investasi Jangka Pendek

391.817 143.824 247.993 172,4%
Short Term Investment
Piutang Lain-Lain – Neto
6.270.361 5.190.578 1.079.783 20,8%
Other Receivables - Net
Persediaan
61.136 40.949 20.187 49,3%
Inventories
Biaya Dibayar di Muka dan
Uang Muka – Neto
47.473 55.735 (8.262) -14,8%
Prepaid Expenses
and Advances
Pajak Dibayar di Muka
70.684 80.115 (9.431) -11,8%
Prepaid Taxes

429.494 175.841 253.653 144,3%
Restricted Funds
Total Aset Lancar

11.612.566 11.629.996 (17.430) -0,1%
Total Current Assets
Kas dan Setara Kas Cash and Cash Equivalents

Kas dan setara kas Perseroan mencapai Rp4,34 triliun The Company's cash and cash equivalents reached Rp4.46
di 2019. Pencapaian tersebut menurun sebesar Rp1,60 trillion in 2019, which decreased by Rp1.48 trillion or
triliun atau sebesar 26,9% dari tahun 2018 yang mencapai 24.91% from 2018 which reached Rp5.94 trillion. This
Rp5,94 triliun. Penurunan ini terutama disebabkan oleh decrease was mainly due to contractor payments under
pembayaran kontraktor dengan skema Contractor Pre the Contractor Pre Financing (CPF) scheme in several new
Financing (CPF) di beberapa ruas yang baru beroperasi. operated toll roads.
Tabel Kas dan Setara Kas

Table of Cash and Cash Equivalents

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Kas
11.313 8.236 3.077 37,4%
Cash on Hand
Bank
2.110.210 3.216.926 (1.106.718) -34,4%
Cash on Banks
Deposito Berjangka
2.220.078 2.717.792 (497.714) -18,3%
Time Deposit
Kas dan setara kas
4.341.601 5.942.954 (1.601.353) -26,9%
Investasi Jangka Pendek Short-term Investment

Profil Perusahaan
Company Profile
Investasi Jangka Pendek Perseroan mencapai Rp391,82 The Company's Short Term Investment reached Rp391.82
miliar di 2019. Pencapaian tersebut meningkat sebesar billion in 2019. This achievement increased by Rp247.99
Rp247,99 miliar atau sebesar 172,4% dari tahun 2018 billion or 172.4% from 2018 which reached Rp143.82
yang mencapai Rp143,82 miliar. Peningkatan ini terutama billion. This increase was mainly derived from the purchase
berasal dari pembelian Efek tersedia untuk dijual, yaitu of available-for-sale securities, namely the Trans Java Equity
Reksa Dana Penyertaan Terbatas Mandiri Ekuitas Trans Participation Limited Mutual Fund (MIET) of Rp261.33
Jawa (MIET) sebesar Rp261,33 miliar. billion.
Tabel Investasi Jangka Pendek

Table of Short-term Investment
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3
Efek Tersedia untuk Dijual

Marketable Securities Available
for Sale
Reksadana Penyertaan Terbatas

MIET 261.331 0 261.331 -

MIET Mutual Fund
Reksadana Mandiri Investasi
Dana Obligasi Seri II
4.530 4.530 0 0,0%
Mutual Fund Mandiri
Investment Bond II Series
KIK EBA Mandiri JSMR01
107.000 127.000 (20.000) -15,7%
Kenaikan Nilai Aset Neto
18.956 12.295 6.661 54,2%
Increase in Net Asset Value
Total 391.817 143.825 247.992 172,4%
Piutang Lain-Lain – Neto Lancar Other Receivables – Net Current

Piutang lain-lain - neto lancar yang diklasifikasikan Other receivables - net current classified in the Company's
dalam aset lancar Perseroan mencapai Rp6,27 triliun di current assets reached Rp6.27 trillion in 2019. This
2019. Pencapaian tersebut meningkat sebesar Rp1,08 achievement increased by Rp1.08 trillion or 20.8% from
triliun atau sebesar 20,8% dari tahun 2018 yaitu Rp5,19 2018, which was Rp5.19 trillion. This increase was partly
triliun. Peningkatan ini antara lain berasal dari kenaikan due to an increase in other receivables smoothly from
piutang lain-lain lancar dari pihak berelasi atas transaksi related parties on the transaction of land bailout funds for
dana talangan tanah untuk pembebasan lahan guna land acquisition for the construction of new toll roads..
pembangunan jalan tol baru.
Human Capital
Modal Insani
Tabel Piutang Lain-Lain - Neto Lancar

Table of Other Receivables - Net Current

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Piutang Lain-lain - Lancar:

Other Receivables - Current
Pihak Berelasi
5.989.356 4.930.759 1.058.597 21,5%

Related Parties

Pihak Ketiga
297.656 276.856 20.800 7,5%
Third Parties
Sub Total 6.287.012 5.207.615 1.079.397
Dikurangi:
Less
Cadangan Kerugian Penurunan
Allowance for Impairment -16.651 -17.036 385 -2,3%
Losses
Total 6.270.361 5.190.578 1.079.783 20,8%

Persediaan Inventories
Persediaan Perseroan mencapai Rp61,14 miliar di 2019. The Company's inventories reached Rp61.14 billion in
Pencapaian tersebut meningkat sebesar Rp20,19 miliar 2019. This achievement increased by Rp20.19 billion or
atau sebesar 49,3% dari tahun 2018 yang mencapai 49.3% from 2018 which reached rp40.95 billion. This
Rp40,95 miliar. Persediaan ini merupakan persediaan inventory is an inventory owned by JMRB and JMTM. The
yang dimiliki oleh JMRB dan JMTM. Peningkatan terutama increase was mainly due to the addition of houses available
disebabkan oleh penambahan rumah tersedia untuk dijual for sale in the Sidoarjo Project at JMRB.
di Proyek Sidoarjo pada PT JMRB.

Biaya Dibayar di Muka dan Uang Muka – Neto Prepaid Expenses and Advances - Net

Biaya dibayar di muka dan uang muka - neto Perseroan Prepaid expenses and net advances - the Company reached
mencapai Rp47,47 miliar di 2019 atau turun sebesar Rp47.47 billion in 2019 or decreased by Rp8.26 billion or
Rp8,26 miliar atau sebesar 14,8% dari tahun 2018 14.8% from 2018 which reached Rp55.73 billion. This
yang mencapai Rp55,73 miliar. Penurunan ini terutama decrease mainly originated from payment activities at
berasal dari aktivitas pembayaran pada Entitas Induk dan the Parent Entity and Contractor's advances for toll road
uang muka Kontraktor atas pekerjaan konstruksi dan construction and maintenance.
pemeliharaan jalan tol.
Biaya Dibayar di Muka dan Uang Muka – Neto

Table of Prepaid Expenses and Advances - Net
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Uang Muka Operasional

27.621 27.181 440 1,6%
Operatiornal Advances
Biaya dibayar di muka
15.797 13.596 2.201 16,2%
Prepaid Expences
Uang Muka Pekerjaan
4.055 14.956 (10.901) -72,9%
Work Advances
Total 47.473 55.733 (8.260) -14,8%
Pajak Dibayar di Muka Prepaid Taxes

Pajak dibayar di muka mencapai Rp70,68 miliar di 2019. Prepaid taxes reached Rp70.68 billion in 2019. This
Pencapaian tersebut menurun sebesar Rp9,43 miliar atau achievement decreased by Rp9.43 billion or 11.8% from
sebesar 11,8% dari tahun 2018 yang mencapai Rp80,12 2018 which reached Rp80.12 billion. This decrease was
miliar. Penurunan ini terutama berasal dari penurunan mainly due to a decrease in prepaid Value Added Tax for
Pajak Pertambahan Nilai dibayar di muka pada Entitas Subsidiaries which decreased by Rp9.68 billion from 2018.
Anak yang turun sebesar Rp9,68 miliar dari tahun 2018.
Tabel Pajak Dibayar di Muka

Table of Prepaid Taxes
(dalam jutaan Rupiah) (in millions Rupi
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Entitas Anak
Subsidiaries
Pajak Penghasilan:
Profil Perusahaan
Company Profile
Income Tax
Pasal 4 ayat 2
679 0 679 -
Article 4 (2)
Pasal 21
98 174 (76) -43.7%
Article 21
Pasal 23
124 472 (348) -73.7%
Article 23
Pajak Pertambahan Nilai

69.783 79.468 (9.685) -12.2%
Value Added Tax
Total 70.684 80.114 -9.430 -11.8%
Dana Dibatasi Penggunaannya Restricted Funds

Dana dibatasi penggunaannya yang diklasifikasikan dalam Restricted funds classified in the Company's current assets
aset lancar Perseroan mencapai Rp429,49 miliar di 2019, reached Rp429.49 billion in 2019, an increase of Rp253.65
meningkat sebesar Rp253,65 miliar atau144,3% dari billion or 144.3% from 2018 which reached Rp175.84
tahun 2018 yang mencapai Rp175,84 miliar. Peningkatan billion. This increase was mainly due to an increase in the
ini terutama berasal dari meningkatnya saldo jaminan guaranteed balance of land acquisition and the balance
pembebasan tanah dan saldo rekening cadangan of the reserve account for interest payments to bank
pembayaran bunga kepada sindikasi bank pada Entitas syndications to the Subsidiaries..
Anak Perseroan.
Tabel Dana Dibatasi Penggunaannya

Table of Restricted Funds
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Jaminan Sindikasi Bank

215.478 20.968 194.510 927,7%
Syndicated Bank Guarantee
Jaminan Pelaksanaan
65.129 3.969 61.160 1540,9%
Performance Bond
Jaminan Pembebasan Tanah
5.387 4.903 484 9,9%
Guarantees Land Acquisition
Rekening Sekuritisasi
Pendapatan Tol 143.500 146.000 (2.500) -1,7%
Toll Collection Ezcrow Account
Total 429.494 175.841 253.653 144,3%
Human Capital
Modal Insani
Aset Tidak Lancar Non-Current Assets

Aset tidak lancar Perseroan mencapai Rp88,07 triliun di The Company's non-current assets reached Rp88.07
2019. Pencapaian tersebut meningkat sebesar Rp17,46 trillion in 2019. This achievement increased by Rp17.46
triliun atau sebesar 24,7% dari tahun 2018 yang mencapai trillion or 24.7% from 2018 which reached Rp70.6 trillion.
Rp70,6 triliun. Peningkatan ini terutama berasal dari This increase was mainly derived from the addition of
penambahan hak pengusahaan jalan tol sebesar Rp16,37 concession rights of toll roads amounting to Rp16.37
triliun atau 26,3% seiring dengan peningkatan progres trillion or 26.3% in line with the increased progress of new
dari aktivitas pembangunan jalan tol baru. toll road construction activities.

Tabel Aset Tidak Lancar
Table of Non-current Assets
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Piutang Lain-Lain
1.606.903 1.580.736 26.167 1,7%
Other Receivables

754.705 698.029 56.676 8,1%

Restricted Funds
Aset Pajak Tangguhan - Neto
137.876 11.387 126.489 1110,8%
Deferred Tax Assets - Net
Investasi Pada Entitas Asosiasi
Dan Ventura Bersama - Neto
Investment in Associates and 4.394.889 3.160.400 1.234.489 39,1%
Joint Ventures - Net
Aset Tetap - Neto

714.282 754.806 (40.524) -5,4%
Fixed Assets - Net
Properti Investasi - Neto
366.975 303.356 63.619 21,0%

Investment Properties - Net

Aset Tak Berwujud - Neto
Intangible Assets - Net
78.620.143 62.247.988 16.372.155 26,3%
Toll Road Concession Rights
Lainnya
85.369 1.205.041 (1.119.672) -92,9%
Others
Goodwill 41.849 41.849 0 0,0%
Aset Keuangan Lainnya - Neto
252.002 66.665 185.337 278,0%
Other Financial Assets - Net
Aset Tidak Lancar Lainnya -
Neto 1.092.011 718.350 373.661 52,0%
Other Non-Current Assets - Net
Total Aset Tidak Lancar
88.067.004 70.788.607 17.278.397 24,4%
Total Non-Current Assets
Piutang Lain-Lain – Tidak Lancar Other Receivables – Non Current

Piutang lain-lain - neto yang diklasifikasikan dalam aset Other receivables - net classified as non-current assets
tidak lancar Perseroan mencapai Rp1,61 triliun di 2019. of the Company reached Rp1.61 trillion in 2019. This
Pencapaian tersebut meningkat sebesar Rp26,17 miliar achievement increased by Rp26.17 billion or 1.7%
atau sebesar 1,7% dari tahun 2018 yang mencapai from 2018 which reached Rp1.58 trillion. This increase
Rp1,58 triliun. Peningkatan ini terutama berasal dari was mainly derived from an increase in the balance of
kenaikan saldo piutang Perseroan kepada entitas asosiasi receivables of the Company to associated entities and joint
dan ventura bersama sebesar Rp26,17 miliar. ventures of Rp26.17 billion.
Tabel Piutang Lain-Lain – Tidak Lancar

Tables of Other Receivables – Non Current

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pihak Berelasi
1.606.003 1.579.836 26.167 1,7%
Related Parties
Pihak Ketiga
900 900 0 0,0%
Third Parties
Neto
1.606.903 1.580.736 26.167 1,7%
Net
Aset Pajak Tangguhan - Neto Deferred Tax Assets - Net

Aset pajak tangguhan-neto Perseroan mencapai Rp137,88 The Company's net deferred tax assets reached Rp137.88
miliar di 2019. Pencapaian tersebut meningkat sebesar billion in 2019. This achievement increased by Rp126.49
Profil Perusahaan
Company Profile
Rp126,49 miliar atau sebesar 1.110,8% dari tahun 2018 billion or 1,110.8% from 2018 which reached Rp11.39
yang mencapai Rp11,39 miliar. Hal ini seiring peningkatan billion. This is in line with the increase in fiscal allowance for
cadangan rugi fiskal atas Entitas Anak yang telah beroperasi Subsidiaries that have been operating which is predicted
yang diprediksi dapat dikompensasikan saat Entitas Anak to be compensated when the Subsidiary generates profit
tersebut menghasilkan laba di tahun yang akan datang in the coming year and also an allowance for impairment
dan juga adanya pencadangan penurunan nilai untuk Aset losses for Retirement Program Assets managed by AJB
Progam Purna Karya yang dikelola oleh AJB Bumi putera. Bumi putera.
Dana Dibatasi Penggunaannya Restricted Funds

Dana dibatasi penggunaannya yang diklasifikasikan The restricted classified in the Company's non-current set
dalam aset tidak lancar Perseroan mencapai Rp754,71 reached Rp754.71 billion in 2019, an increase of Rp56.68
miliar di 2019, meningkat sebesar Rp56,68 miliar atau billion or 8.1% from 2018 which reached rp698.03
8,1% dari tahun 2018 yang mencapai Rp698,03 miliar. billion. This increase was mainly due to an increase in the
Peningkatan ini terutama berasal dari meningkatnya saldo guaranteed balance of land acquisition and the balance
jaminan pembebasan tanah dan saldo rekening cadangan of the reserve account for interest payments to bank
pembayaran bunga kepada sindikasi bank pada Entitas syndications to the Subsidiaries.
Anak Perseroan.
Tabel Dana Dibatasi Penggunaannya

Table of Restricted Funds

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Jaminan Sindikasi Bank

397.593 380.379 17.214 4,5%
Syndicated Bank Guarantee
Jaminan Pelaksanaan
47.673 92.094 (44.421) -48,2%
Performance Bond
Rekening Amanat Pendapatan
Toll 0 8.117 (8.117) -100,0%
Toll Income Trust Account
Rekening Cadangan
Pembayaran Bunga Obligasi
309.439 217.439 92.000 42,3%
Bond Interest Payment Reserve
Account
Total 754.705 698.029 56.676 8,1%
Human Capital
Modal Insani
Investasi pada Entitas Asosiasi dan Ventura Bersama Investment in Associates and Joint Ventures - Net

- Neto
Investasi pada entitas asosiasi dan ventura bersama Investment in associates and joint ventures - net of
– neto Perseroan mencapai Rp4,40 triliun di 2019. the Company reached Rp4.40 trillion in 2019. This
Pencapaian tersebut meningkat sebesar Rp1,23 triliun achievement increased by Rp1.23 trillion or 39.1% from
atau sebesar 39,1% dari tahun 2018 yang mencapai 2018 which reached Rp3.16 trillion. This increase came
Rp3,16 triliun. Peningkatan ini berasal dari perubahan from the change of the control scheme to joint control in
skema pengendalian menjadi joint control di JPT, yang JPT, which was previously a subsidiary into a joint venture
sebelumnya merupakan entitas anak menjadi entitas entity in the context of the issuance of KIK DINFRA in
ventura bersama dalam rangka penerbitan KIK DINFRA April 2019 and also the Company's investment in PT PP

pada April 2019 dan juga investasi Perseroan pada PT PP Sinergi Banjaratma through its Subsidiary, JMRB with 20%
Sinergi Banjaratma melalui Entitas Anak, JMRB dengan ownership participation from total shares.
penyertaan kepemilikan 20% dari total saham.
Tabel Investasi pada Entitas Asosiasi dan Ventura Bersama - Neto

Table of Investment in Associates and Joint Ventures - Net
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%

PT Citra Bhakti Margatama
56.787 56.787 0 0,0%
Persada (CBMP)
PT Citra Ganesha Marga
16.914 16.914 0 0,0%
Nusantara (CGMN)
PT Ismawa Trimitra (IT) 11.559 11.014 545 4,9%
PT Bukaka Marga Utama (BMU) 9.436 9.436 0 0,0%
PT Trans Lingkar Kita Jaya
152.766 141.563 11.203 7,9%
(TLKJ)
PT Hutama Marga Waskita
60.810 26.545 34.265 129,1%
(HAMAWAS)

PT Trans Marga Jateng (TMJ) 346.529 466.097 (119.568) -25,7%

PT Jasamarga Solo Ngawi (JSN) 1.154.976 809.955 345.021 42,6%
PT Jasamarga Ngawi Kertosono
607.986 368.386 239.600 65,0%
Kediri (JNKK)
PT Jasamarga Semarang
1.645.730 1.336.840 308.890 23,1%
Batang (JSB)
PT Jasamarga Pandaan Tol (JPT) 403.389 0 403.389 -
PT PP Sineri Banjaratma (PPSB) 11.144 0 11.144 -
Total Penyertaan
4.478.026 3.243.537 1.234.489 38,1%
Total Inclusion
Dikurangi:
Deducted
Penurunan Nilai Penyertaan
(83.137) (83.137) 0 0,0%
Impairment of Inclusion Value
Total 4.394.889 3.160.400 1.234.489 39,1%
Aset Tetap – Neto Fixed Asset - Net

Aset tetap–neto Perseroan mencapai Rp714,28 miliar di The Company's fixed assets - net amounted to Rp714.28
2019, menurun sebesar Rp40,52 miliar atau sebesar 5,4% billion in 2019, a decrease of Rp40.52 billion or 5.4%
dari tahun 2018 yang mencapai Rp754,81 miliar sebagai from 2018 which reached Rp754.81 billion as a result of
dampak dari penambahan beban penyusutan di tahun additional depreciation expenses in the current year.
berjalan.
Tabel Aset Tetap – Neto
Table of Fixed Asset - Net
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Harga Perolehan:
Acquisition Cost:
Aset Tetap Pemilikan
Langsung 1.289.241 1.184.912 104.329 8,8%
Direct Acquisition Assets
Profil Perusahaan
Company Profile
Aset Tetap dalam Konstruksi

15.766 65.659 (49.893) -76,0%
Construction in Progress
Total Harga Perolehan
1.305.007 1.250.571 54.436 4,4%
Total Acquisition Cost
Dikurangi:
Deducted:
Akumulasi Penyusutan
(590.725) (495.765) (94.960) 19,2%
Accumulated Depreciation
Nilai Tercatat
714.282 754.806 (0.524) -5,4%
Carrying Amount
Properti Investasi - Neto Investment Properties - Net

Properti investasi–neto Perseroan mencapai Rp366,98 The Company's investment properties - net reached
miliar di 2019. Pencapaian tersebut meningkat sebesar Rp366.98 billion in 2019. This achievement increased
Rp63,62 miliar atau sebesar 21,0% dari tahun 2018 yang by Rp63.62 billion or 21.0% from 2018 which reached
mencapai Rp303,36 miliar. Peningkatan ini berasal dari Rp303.36 billion. This increase was derived from the
penambahan properti Investasi pada JMRB terutama atas addition of investment properties in JMRB primarily for
pembangunan dan pengoperasian rest area-rest area di the construction and operation of rest areas along the toll
sepanjang jalan tol milik Group Perseroan. roads belonging to the Company Group.
Tabel Properti Investasi - Neto

Table of Investment Properties - Net
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Harga Perolehan:
At Cost
Properti Investasi
390.193 321.823 68.370 21,2%
Investment Properties
Dikurangi:
Deducted:
Akumulasi Penyusutan:
(23.218) (18.467) (4.751) 25,7%
Nilai Tercatat
366.975 303.356 63.619 21,0%
Carrying Amount
Human Capital
Modal Insani
Hak Pengusahaan Jalan Tol - Neto Toll Road Consession Rights - Net

Aset Takberwujud Hak Pengusahaan Jalan Tol–Neto Intangible Assets of Toll Road Consession Rights – Net
Perseroan mencapai Rp78,62 triliun di 2019. Pencapaian reached Rp78.62 trillion in 2019. This achievement
tersebut meningkat sebesar Rp16,37 triliun atau sebesar increased by Rp16.37 trillion or 26.3% from 2018 which
26,3% dari tahun 2018 yang mencapai Rp62,25 triliun. reached Rp62.25 trillion. This increase is due to the addition
Peningkatan ini akibat penambahan aset hak pengusahaan of assets for concession rights in line with the recognition
jalan tol sejalan dengan pengakuan progres konstruksi of construction progress and completion of construction
dan penyelesaian pembangunan ruas-ruas tol baru. of new toll roads. Among them mainly comes from the
Diantaranya terutama berasal dari penambahan saldo hak addition of the balance of concession rights on toll road
pengusahaan jalan tol pada entitas anak JMKT, JPM, JJC, entities in JMKT, JPM, JJC, JBS, MTN, JKC, CSJ, JJS..

JBS, MTN, JKC, CSJ, JJS.
Tabel Hak Pengusahaan Jalan Tol – Neto

Table of Toll Road Consession Rights - Net
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%

Harga Perolehan:

At Cost
87.604.446 70.054.690 17.549.756 25,1%
Toll Road Consession Rights
Dikurangi:
Deducted:
(8.984.303) (7.806.702) (1.177.601) 15,1%
Nilai Tercatat
78.620.143 62.247.988 16.372.155 26,3%
Carrying Amount

Aset Tak Berwujud Lainnya - Neto Other Intangible Assets - Net
Aset Takberwujud Lainnya–Neto Perseroan mencapai Other Intangible Assets - Net The Company reached
Rp85,37 miliar di 2019. Pencapaian tersebut menurun Rp85.37 billion in 2019. This achievement decreased by
sebesar Rp1,12 triliun atau sebesar 92,9% dari tahun 2018 Rp1.12 trillion or 92.9% from 2018 which reached Rp1.21
yang mencapai Rp1,21 triliun. Hal ini dikarenakan adanya trillion. This is due to the reclassification of the added value
reklasifikasi nilai tambah dari dana talangan tanah kepada of the land bailout funds to the Government that were
Pemerintah yang sebelumnya masuk dalam klasifikasi previously included in the classification of other intangible
Aset takberwujud lainnya menajdi aset tak berwujud Hak assets becoming intangible assets. Concession Rights Toll
Pengusahaan Jalan tol terutama pada ruas Tol Jakarta roads, especially on the Jakarta Cikampek Selatan Toll
Cikampek Selatan dan Bogor Outer Ringroad Seksi 3A, Road and Bogor Outer Ringroad Segment 3A, along with
seiring dengan telah dimulainya konstruksi diatas lahan the commencement of construction on the land which has
yang telah dibebaskan tersebut. been freed.
Tabel Aset Tak Berwujud Lainnya – Neto

Table of Other Intangible Assets – Net

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Harga Perolehan:
0 1.135.195 (1.135.195) -100,0%
At Cost
Tanah Pra Konstruksi
266.024 211.404 54.620 25,8%
Pra Construction Land
Perangkat Lunak
266.024 1.346.599 (1.080.575) -80,2%
Software
Dikurangi:
Deducted:
(180.655) (141.558) (39.097) 27,6%
Nilai Tercatat
85.369 1.205.041 (1.119.672) -92,9%
Profil Perusahaan
Company Profile
Carrying Amount
Goodwill Goodwill
Goodwill Perseroan mencapai Rp41,85 miliar di 2019. The Company's Goodwill reached Rp41.85 billion in 2019.
Nilai tersebut tidak mengalami peningkatan maupun This value did not increase or decrease from 2018.
penurunan dari tahun 2018.
Tabel Goodwill
Table of Goodwill
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Akuisisi PT Jasamarga Surabaya

Mojokerto
36.880 36.880 0 0
Acquisition of PT Jasamarga
Surabaya Mojokerto
Akuisisi PT Jasamarga Tollroad

Maintenance
2.848 2.848 0 0
Tollroad Maintenance
Akuisisi PT Jasamarga Kunciran
Cengkareng
2.121 2.121 0 0
Kunciran Cengkareng
Total 41.849 41.849 0 0
Aset Keuangan Lainnya - Neto Other Financial Assets - Net

Perseroan memiliki penyertaan saham yang dikategorikan The Company has investments in shares which are
sebagai aset keuangan tersedia untuk dijual yang dicatat categorized as available-for-sale financial assets which
sebesar harga perolehan. Aset keuangan lainnya – neto are stated at acquisition cost. Other financial assets - the
Perseroan mencapai Rp252,00 miliar di 2019 naik net of the Company reached Rp252.00 billion in 2019, an
sebesar Rp185,34 miliar akibat dari adanya investasi baru increase of Rp185.34 billion as a result of the Company's
Perseroan melalui Entitas Anak yaitu JMTO pada PT Fintek new investment through a Subsidiary, namely JMTO in
Karya Nusantara (FKN) dan melalui Entitas Anak JMRB PT Fintek Karya Nusantara (FKN) and through a JMRB
pada PT Sinergi Colomadu (SC) di tahun 2019. Subsidiary in PT Sinergi Colomadu (SC) in 2019.
Human Capital
Modal Insani
Tabel Aset Keuangan Lainnya

Table of Other Financial Assets
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
PT Marga Mandala Sakti (MMS) 28.000 28.000 0 0,0%

PT Citra Margatama Surabaya
20.000 20.000 0 0,0%
(CMS)

PT Marga Nurindo Bhakti
9.500 9.500 0 0,0%
(MNB)
PT Citra Mataram Satriamarga
4.725 4.725 0 0,0%
Persada (CMSP)
PT Margaraya Jawa Tol (MJT) 4.143 4.143 0 0,0%
PT Bosowa Marga Nusantara
3.332 3.332 0 0,0%
(BMN)
PT Jatim Prasarana Utama (JPU) 3.000 3.000 0 0,0%
PT Marga Mawatindo Esprit
2.781 2.781 0 0,0%
(MME)

PT Pilar Sinergi BUMN
540 540 0 0,0%
Indonesia (PSBI)
PT Marga Net One Limited
15 15 0 0,0%
(MNOL)
PT Kresna Kusuma Dyandra
7.650 7.650 0 0,0%
Marga (KKDM)
PT Sinergi Colomadu (SC) 6.880 0 6.880 -
PT Fintek Karya Nusantara
182.600 0 182.600 -
(FKN)
Total Penyertaan
273.166 83.687 189.480 226,4%
Total Inclusion

Dikurangi:

Deducted:
(21.164) (17.021) (4.143) 24,3%
Total 252.002 66.665 185.337 278,0%
Aset Tidak Lancar Lainnya - Neto Other Non-Current Assets - Net

Aset tidak lancar lainnya – neto Perseroan mencapai Rp1,09 Other non-current assets - the Company's net income
triliun di 2019, meningkat sebesar Rp373,66 miliar atau reached Rp1.09 trillion in 2019, an increase of Rp373.66
52,0% dari tahun 2018 yang mencapai Rp718,35 miliar. billion or 52.0% from 2018 which reached Rp718.35
Hal ini terutama adanya uang muka akuisisi PT Asiana billion. This is mainly due to the advance payment for
Jakarta Propertindo pada entitas anak, JMRB dan adanya the acquisition of PT Asiana Jakarta Propertindo in its
taksiran nilai tagihan PPN pada entitas anak, JMTM. subsidiary, JMRB and the estimated value of the VAT bill to
its subsidiary, JMTM.
Tabel Aset Tidak Lancar Lainnya

Table of Other Non-Current Assets
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Tanah dalam Pengembangan

730.682 184.769 545.913 295,5%
Land under Development
Uang Muka Biaya Fasilitas
Pinjaman 215.892 82.428 133.464 161,9%
Advances for Loan Facility Fee
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%

Taksiran Tagihan Pajak

Pertambahan Nilai - Entitas
Anak 64.642 0 64.642 -
Estimated Value Added Tax Bill
- Subsidiaries
Aset Diambil Alih
46.232 46.232 0 0,0%
Foreclosed Assets
Uang Muka Kontraktor dan
Konsultan
27.870 35.460 (7.590) -21,4%
Advances for Contractors and
Consultants
Investasi Proyek Properti
0 206.880 (206.880) -100,0%
Property Project Investment
Lainnya
32.995 188.883 (155.889) -82,5%
Others
Profil Perusahaan
Company Profile
Total Aset Lain-lain

1.118.313 744.652 373.660 50,2%
Total Other Assets
Dikurangi:
Deducted:
Penyisihan Penurunan Nilai
Aset
(26.302) (26.302) 0 0,0%
Allowance for Impairment
Losses
Total – Bersih
1.092.011 718.350 373.660 52,0%
Net Total
Liabilitas Liabilities
Liabilitas Perseroan mencapai Rp76,49 triliun di 2019, The Company's liabilities reached Rp76.49 trillion in
mengalami kenaikan sebesar Rp14,27 triliun atau 2019, an increase of Rp14.27 trillion or 22.9% from 2018
22,9% dari tahun 2018 yang mencapai Rp62,22 triliun. which reached Rp62.22 trillion. This increase came from
Peningkatan ini berasal dari peningkatan liabilitas an increase in short-term liabilities of Rp10.44 trillion or
jangka pendek sebesar Rp10,44 triliun atau 33,6% serta 33.6% and an increase in long-term liabilities of Rp3.83
peningkatan liabilitas jangka panjang sebesar Rp3,83 trillion or 12.3%.
triliun atau 12,3%.

Tabel Liabilitas
Table of Liabilities
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%

41.526.417 31.081.475 10.444.942 33,6%
Current Liabilities
34.967.416 31.138.140 3.829.276 12,3%
Non – Current Liabilities
TOTAL LIABILITAS
76.493.833 62.219.615 14.274.218 22,9%
Total Liabilities
Human Capital
Modal Insani
Liabilitas Jangka Pendek Current Liabilities

Liabilitas Jangka Pendek Perseroan mencapai Rp41,53 The Company's Current Liabilities reached Rp41.53 trillion
triliun di 2019. Pencapaian tersebut meningkat sebesar in 2019. This achievement increased by Rp10.44 trillion
Rp10,44 triliun atau 33,6% dari tahun 2018 yang or 33.6% from 2018 which reached Rp31.08 trillion. This
mencapai Rp31,08 triliun. Peningkatan ini terutama increase was mainly derived from an increase in short-term
berasal dari kenaikan Utang Bank jangka pendek sebesar Bank loan amounting to Rp2.90 trillion and an increase in
Rp2,90 triliun serta kenaikan Utang Obligasi yang jatuh Bonds Payables maturing in the year amounting to Rp4.18
tempo dalam setahun sebesar Rp4,18 triliun. trillion.

Tabel Liabilitas Jangka Pendek
Table of Current Liabilities
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Utang Usaha
404.235 321.811 82.424 25,6%
Accounts Payable
Utang Kontraktor
551.612 1.098.460 (546.848) -49,8%
Contractors Payable

Utang Pajak
483.252 365.686 117.566 32,1%
Taxes Payable
Beban Akrual
22.493.430 19.809.213 2.684.217 13,6%
Accruetd Expenses
Pendek
17.655 35.755 (18.100) -50,6%
Short-Term Employee Benefits
Liability
Utang Bank
5.245.935 2.347.571 2.898.364 123,5%
Bank Loans
Liabilitas Jangka Panjang Yang

Jatuh Tempo Dalam Satu
Tahun

Current Maturities of
Long - Term Liabilities
Utang Bank
4.358.542 3.063.767 1.294.775 42,3%
Bank Loans
Bukan Bank
16.900 4.000 12.900 322,5%
Non-Bank Financial
Institutions Loan
Utang Obligasi
5.175.997 1.000.000 4.175.997 417,6%
Bonds Payable
1.588.542 1.622.186 (33.644) -2,1%
5.255 5.116 139 2,7%
324.683 320.958 3.725 1,2%
415.481 414.570 911 0,2%
Deferred Revenues
Liabilitas Keuangan Jangka
Pendek Lainnya
444.898 672.382 (227.484) -33,8%
Other Short-Term Financial
Liabilities
Pendek 41.526.417 31.081.475 10.444.942 33,6%
TOTAL CURRENT LIABILITIES
Utang Usaha Accounts Payable

Utang usaha Perseroan mencapai Rp404,24 miliar di The Company's account payable reached Rp404.24 billion
2019, meningkat sebesar Rp82,42 miliar atau 25,6% dari in 2019, an increase of Rp82.42 billion or 25.6% from
tahun 2018 yang mencapai Rp321,81 milliar. Peningkatan 2018 which reached Rp321.81 billion. This increase was
ini terutama berasal dari meningkatnya utang usaha pihak mainly due to an increase in third party trade payables of
ketiga sebesar Rp 86,01 miliar seiring dengan pembiayaan Rp 86.01 billion in line with the Company's operational
operasional Perseroan. financing.
Tabel Utang Usaha

Table of Accounts Payable
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pihak Ketiga
361.764 275.706 (3.634) -7,9%
Third Parties
Pihak Berelasi
42.471 46.106 86.058 31,2%
Profil Perusahaan
Company Profile
Related Parties
Total 404.235 321.812 82.424 25,6%
Utang Kontraktor Contractor's Payables

Utang kontraktor Perseroan mencapai Rp551,61 miliar di The Company's contractor payables reached Rp551.61
2019, menurun sebesar Rp546,85 miliar atau 49,8% dari billion in 2019, a decrease of Rp546.85 billion or 49.8%
tahun 2018 yang mencapai Rp1,10 triliun. Penurunan ini from 2018 which reached Rp1.10 trillion. This decrease
terutama berasal dari penurunan utang kontraktor pihak was mainly derived from a decrease in related party
berelasi sebesar Rp469,02 miliar. contractor debt by Rp469.02 billion.
Tabel Utang Kontraktor

Table of Contractors' Payables
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pihak Berelasi
268.065 737.084 (469.019) -63,6%
Related Parties
Pihak Ketiga
283.547 361.376 (77.829) -21,5%
Third Parties
Total 551.612 1.098.460 (546.848) -49,8%
Utang Pajak Taxes Payable

Utang pajak Perseroan mencapai Rp483,25 miliar di The Company's tax payable reached Rp483.25 billion in
2019 meningkat sebesar Rp117,57 miliar atau sebesar 2019, an increase of Rp117.57 billion or 32.1% from
32,1% dari tahun 2018 yang mencapai Rp365,69 miliar. 2018 which reached Rp365.69 billion. This increase mainly
Peningkatan ini terutama berasal dari peningkatan Utang originated from the increase in Article 29 Income Tax
Pajak Penghasilan Pasal 29 pada Entitas Induk. Payable of the Parent Entity.
Human Capital
Modal Insani
Tabel Utang Pajak

Table of Taxes Payable
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Perusahaan
364.981 235.742 129.239 54,8%
Company
Entitas Anak
118.271 129.944 (11.673) -9,0%
Subsidiaries

Total 483.252 365.686 117.566 32,1%
Beban Akrual Jangka Pendek Short-term Accrued Expenses

Beban akrual Perseroan mencapai Rp22,49 triliun di 2019, The Company's accrual expenses reached Rp22.49 trillion
terdapat peningkatan sebesar Rp2,68 triliun atau 13,6% in 2019. There was an increase of Rp2.68 trillion or 13.6%
dari tahun 2018 yang mencapai Rp19,81 triliun. Hal ini from 2018 which reached Rp19.81 trillion. This was mainly
terutama disebabkan oleh peningkatan beban akrual atas due to an increase in the accrual burden on obligations
kewajiban kepada kontraktor dan konsultan yaitu terkait to contractors and consultants that is related to the work
pekerjaan Contractor Pre Financing kepada kontraktor of the Contractor Pre Financing to the contractor due in

2019.

yang jatuh tempo pada tahun 2019.
Liabilitas Imbalan Kerja Jangka Pendek Short-Term Employee Benefits Liability

Liabilitas imbalan kerja jangka pendek Perseroan mencapai The Company's short-term employee benefits liabilities
Rp17,66 miliar di 2019, menurun Rp18,1 miliar atau reached Rp17.66 billion in 2019, a decrease of Rp18.1
50,6% dari 2018. billion or 50.6% from 2018.
Utang Bank Jangka Pendek Short-term Bank Loans

Utang bank jangka pendek Perseroan mencapai Rp5,25 The Company's short-term bank loans reached Rp5.25

triliun di 2019, meningkat sebesar Rp2,90 miliar atau trillion in 2019, an increase of Rp2.90 billion or 123.5%

123,5% dari tahun 2018 yang mencapai Rp2,35 triliun. from 2018 which reached Rp2.35 trillion. This increase
Peningkatan ini karena adanya penambahan pencairan was due to the addition of short-term debt disbursement
utang jangka pendek perseroan baik pada Entitas Induk of the company both in the Parent Entity and Subsidiary
maupun Entitas Anak Perseroan. Entity.
Tabel Utang Bank Jangka Pendek

Table of Short-term Bank Loans
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pihak Berelasi
3.078.642 1.347.571 1.731.071 128,5%
Related Parties
Pihak Ketiga
2.167.293 1.000.000 1.167.293 116,7%
Third Parties
Total 5.245.935 2.347.571 2.898.364 123,5%
Liabilitas Jangka Panjang yang Jatuh Tempo Dalam Current Maturities of Long - Term Liabilities
Satu Tahun
Liabilitas jangka panjang yang jatuh tempo dalam satu The Current Maturities of Long - Term Liabilities reached
tahun Perseroan mencapai Rp11,89 triliun di 2019. Rp11.89 trillion in 2019. This achievement increased by
Pencapaian tersebut meningkat sebesar Rp5,45 triliun atau Rp5.45 trillion or 84.8% from 2018 which reached Rp6.43
84,8% dari tahun 2018 yang mencapai Rp6,43 triliun. trillion. This increase was mainly due to an increase in bank
Peningkatan ini terutama berasal dari kenaikan saldo loan maturing in one year amounting to Rp1.29 trillion as
utang bank jatuh tempo dalam satu tahun sebesar Rp1,29 a result of the obligation to pay principal installments on
triliun akibat dari kewajiban pembayaran cicilan pokok syndicated bank loans at the Subsidiary, and an increase
atas utang sindikasi di Anak Perusahaan, dan kenaikan in the balance of bond debt due in one year amounting
saldo utang obligasi yang jatuh tempo dalam satu tahun to Rp4.18 trillion on Bonds JM10, the Company's Rupiah-
sebesar Rp4,18 triliun atas Obligasi JM10, Obligasi Global denominated Global Bonds, namely Komodo Bond, in the
berdenominasi Rupiah Perseroan yaitu Komodo Bond, Parent Entity and Tranche 1 Project Bond in the Subsidiary,
pada Entitas Induk dan Project Bond Tranche 1 pada MLJ.
Entitas Anak, MLJ.
Tabel Liabilitas Jangka Panjang yang Jatuh Tempo Dalam Satu Tahun
Table of Current Maturities of Long - Term Liabilities
(dalam ribuan Rupiah) (in thousands Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Utang Bank
4.358.542 3.063.767 1.294.775 42,3%
Bank Loans
Profil Perusahaan
Company Profile
Bukan Bank
16.900 4.000 12.900 322,5%
Non-Bank Financial Institutions
Loan
Utang Obligasi
5.175.997 1.000.000 4.175.997 417,6%
Bonds Payable
Liabilitas pembebasan tanah
1.588.542 1.622.185 (33.644) -2,1%

5.255 5.116 139 2,7%
324.683 320.958 3.725 1,2%
415.481 414.570 911 0,2%
Deferred Revenues
Total 11.885.400 6.430.597 5.454.803 84,8%
Liabilitas Keuangan Jangka Pendek Lainnya Other Short-term Financial Liabilities

Liabilitas keuangan jangka pendek lainnya Perseroan The Company's other short-term financial liabilities reached
mencapai Rp444,90 miliar di 2019, menurun sebesar Rp444.90 billion in 2019, a decrease of Rp227.48 billion
Rp227,48 miliar atau 33,8% dari tahun 2018 yang or 33.8% from 2018 which reached Rp672.38 billion. This
mencapai Rp672,38 miliar. Penurunan ini terutama berasal decrease was mainly from other posts, which fell 42.9%
dari pos lainnya yang turun 42,9% dari tahun lalu. from a year ago.
Tabel Liabilitas Keuangan Jangka Pendek Lainnya

Table of Other Short-term Liabilities
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Utang kepada Pemegang KIK

EBA 143.500 146.000 (2.500) -1,7%
Debt to EIK KIK Holders
Sumbangan Area Pramuka
Cibubur & TMII
2.389 2.389 0 0,0%
Contributin to Pramuka
Cibubur Area & TMII
Lainnya
299.009 523.993 (224.984) -42,9%
Others
Total 444.898 672.382 (227.484) -33,8%
Human Capital
Modal Insani
Liabilitas Jangka Panjang Non - Current Liabilities

Liabilitas Jangka Panjang Perseroan mencapai Rp34,97 The Company's Non-Current Liabilities reached Rp34.97
triliun di 2019. Pencapaian tersebut meningkat sebesar trillion in 2019. This achievement increased by Rp3.83
Rp3,83 triliun atau 12,3% dari tahun 2018 yang mencapai trillion or 12.3% from 2018 which reached Rp31.14
Rp31,14 triliun. Peningkatan ini terutama berasal dari trillion. This increase was mainly derived from the increase
kenaikan Utang Bank jangka panjang sebesar Rp6,78 in long-term Bank Debt of Rp6.78 trillion, which was
triliun yangd iimbangi dengan reklasifikasi Utang Obligasi offset by reclassification of long-term debt to short-term
jangka panjang ke jangka pendek karena akan jatuh tempo Bonds due to maturity in one year amounting to Rp5.15
dalam satu tahun sebesar Rp5,15 triliun dan peningkatan trillion and an increase also came from long-term accrual
juga berasal dari beban akrual jangka panjang seiring expenses in line with the increase construction of new toll

dengan bertambahnya progres konstruksi jalan tol baru. roads.
Tabel Liabilitas Jangka Panjang

Table of Non - Current Liabilities
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Liabilitas Pajak Tangguhan

1.074.046 856.796 217.250 25.4%

Deferred Tax Liabilities

Utang Kontraktor Jangka
Panjang 568.239 266.024 302.215 113.6%
Long-Term Contractor Payable
Beban Akrual Jangka Panjang
2.433.017 1.211.003 1.222.014 100.9%
Long-Term Accrued Expenses
Liabilitas Jangka Panjang –
Setelah Dikurangi Bagian
Yang Jatuh Tempo Dalam Satu
Tahun
Long-Term Liabilities - Net of
Current Maturities

Utang Bank
25.674.982 18.890.941 6.784.041 35.9%

Bank Loans
Bukan Bank
1.169.920 1.185.793 (15.873) -1.3%
Non-Bank Financial
Institutions Loan
Utang Obligasi
1.295.429 6.447.434 (5.152.005) -79.9%
Bonds Payable
109.008 109.008 0 0.0%
Land Acquisition Liability
349 9.461 (9.112) -96.3%
279.233 264.715 14.518 5.5%
861.053 1.217.608 (356.555) -29.3%
Deferred Revenues
Liabilitas Kerjasama Operasi
820 820 0 0.0%
Joint Operation Liabilities
Panjang
1.129.888 639.093 490.795 76.8%
Liabilities
Lainnya 371.432 39.443 331.989 841.7%
Other Long Term Liabilities
Panjang
34.967.416 31.138.139 3.829.277 12.3%
TOTAL NON-CURRENT
LIABILITIES
Liabilitas Pajak Tangguhan Deferred Tax Liabilities

Liabilitas pajak tangguhan Perseroan mencapai Rp1,07 The Company's deferred tax liabilities reached Rp1.07
triliun di 2019. Pencapaian tersebut meningkat sebesar trillion in 2019. This achievement increased by Rp217.25
Rp217,25 miliar atau 25,4% dari tahun 2018 yang billion or 25.4% from 2018 which reached Rp856.80
mencapai Rp856,80 miliar. Peningkatan ini terutama billion. This increase was mainly due to the addition of
berasal dari penambahan beda temporer atas metode a temporary difference in the method of amortization of
amortisasi hak pengusahaan jalan tol dengan perhitungan concession rights to the toll road with a fiscal calculation
fiskal seiring dengan beroperasinya ruas-ruas jalan tol along with the operation of new toll roads.
baru.
Utang Kontraktor Jangka Panjang Long-term Contractor Payable

Utang kontraktor jangka panjang Perseroan mencapai The Company's long-term contractor debt reached
Rp568,24 miliar di 2019. Pencapaian tersebut meningkat Rp568.24 billion in 2019, increased by Rp302.21 billion or
sebesar Rp302,21 miliar atau 113,6% dari tahun 2018 113.6% from 2018 which reached Rp266.03 billion.
yang mencapai Rp266,03 miliar.
Tabel Utang Kontraktor Jangka Panjang

Profil Perusahaan
Company Profile
Table of Long-term Contractor Payable

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pihak Ketiga
118.298 56.939 61.359 107,8%
Third Party
Pihak Berelasi
449.941 209.086 240.855 115,2%
Related Parties
Total 568.239 266.025 302.214 113,6%
Beban Akrual Jangka Panjang Long-Term Accrued Expenses

Beban akrual jangka panjang Perseroan mencapai The Company's long-term accrued expenses reached
Rp2,43 triliun di 2019. Pencapaian tersebut meningkat Rp2.43 trillion in 2019. This achievement increased by
sebesar Rp1,22 triliun atau 100,9% dari tahun 2018 Rp1.22 trillion or 100.9% from 2018 which reached
yang mencapai Rp1,21 triliun. Peningkatan ini seiring Rp1.21 trillion. This increase is in line with the increasing
dengan bertambahnya progres konstruksi jalan tol yang progress of toll road construction using the CPF funding
menggunakan skema pendanaan CPF. scheme.
Liabilitas Jangka Panjang – Setelah Dikurangi Bagian Long-Term Liabilities - Net of Current Maturities
yang Jatuh Tempo dalam Satu Tahun
Liabilitas jangka panjang – setelah dikurangi bagian Long-term liabilities - net of the portion due within the
yang jatuh tempo dalam satu tahun Perseroan mencapai year of the Company, reaching Rp29.39 trillion in 2019.
Rp29,39 triliun di 2019. posisi tersebut mengalami The position increased by Rp1.27 trillion or 4.5% from
peningkatan sebesar Rp1,27 triliun atau 4,5% dari tahun 2018 which reached Rp28.12 trillion. This increase was
2018 yang mencapai Rp28,12 triliun. Peningkatan ini mainly derived from the addition of long-term bank loans
terutama berasal dari penambahan utang bank jangka from syndicated banks in subsidiaries amounting to Rp6.7
panjang dari sindikasi bank di entitas anak sebesar Rp6,7 trillion in line with the start of the operation of new toll
triliun seiring dengan mulai beroperasinya ruas tol baru, roads, but offset by a decrease in long-term bond debt of
namun diimbangi dengan penurunan utang obligasi Rp5.18 trillion due to maturing next year.
jangka panjang sebesar Rp5,18 triliun akibat jatuh tempo
di tahun depan.
Human Capital
Modal Insani
Tabel Liabilitas Jangka Panjang – Setelah Dikurangi Bagian Yang Jatuh Tempo Dalam Satu Tahun

Table of Long-Term Liabilities - Net of Current Maturities
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Utang Bank
25.674.982 18.890.941 6.784.041 35,9%
Bank Loans

Bukan Bank

1.169.920 1.185.793 (15.873) -1,3%
Non-Bank Financial Institutions
Loan
Utang Obligasi
1.295.429 6.447.434 (5.152.005) -79,9%
Bonds Payable
109.008 109.008 0 0,0%
349 9.461 (9.112) -96,3%
279.233 264.715 14.518 5,5%


861.053 1.217.608 (356.555) -29,3%
Deferred Revenues
Total 29.89.974 28.124.960 1.265.014 4,5%
Pendapatan Ditangguhkan Deferred Revenue

Pendapatan ditangguhkan jangka panjang Perseroan The Company's long-term deferred revenue reached
mencapai Rp861,01 miliar di 2019, menurun Rp356,56 Rp861.01 billion in 2019, a decrease of Rp356.56 billion
miliar atau 29,3% dari tahun 2018 yang mencapai or 29.3% from 2018 which reached Rp1,217.61 billion.
Rp1.217,61 miliar. Nilai tersebut merupakan nilai sisa This value represents the value of the deferred residual
pendapatan ditangguhkan yang jatuh tempo lebih dari income that is due for more than one year for the rights

satu tahun atas hak atas pendapatan tol ruas Jakarta- to the Jakarta-Bogor-Ciawi toll road revenue derived from

Bogor-Ciawi yang berasal dari imbalan yang diterima dari compensation received from the transfer of rights to the
pengalihan hak atas pendapatan tol ruas Jakarta-Bogor- Jakarta-Bogor-Ciawi toll road revenue for a period of five
Ciawi selama jangka waktu lima tahun, terhitung sejak years, calculated since 2017.
2017.
Liabilitas Jangka Panjang Lainnya Other Long-Term Liabilities

Liabilitas jangka panjang lainnya Perseroan mencapai The Company's other long-term liabilities reached
Rp371,43 miliar di 2019. Pencapaian tersebut meningkat Rp598.51 billion in 2019. This achievement increased by
sebesar Rp331,99 miliar atau 841,7% dari tahun 2018 Rp559.07 billion or 1,417% from 2018 which reached
yang mencapai Rp39,44 miliar. Rp39.44 billion.
Liabilitas Imbalan Kerja Jangka Panjang Long-term Employee Benefits Liabilities

Peningkatan saldo liabilitas imbalan kerja jangka panjang An increase in the long-term employee benefits liabilities
sebesar Rp490.80 miliar atau setara dengan 76,8% akibat balance of Rp490.80 billion, equivalent to 76.8% due to
penambahan kewajiban paska kerja kepada karyawan the addition of post-employment obligations to employees
akibat pencadangan penurunan nilai pada Aset Program due to an allowance for impairment in the Full-time Assets
Purna Karya yang dikelola oleh AJB Bumi Putera sebesar Program managed by AJB Bumi Putera amounting to
Rp329,85 miliar. Rp329.85 billion.
Ekuitas Equity
Ekuitas Perseroan mencapai Rp23,19 triliun di 2019. The Company's equity reached Rp23.19 trillion in 2019.
Pencapaian tersebut meningkat sebesar Rp2,99 triliun This achievement increased by Rp2.99 trillion or 14.8%
atau 14,8% dari tahun 2018 yang mencapai Rp20,20 from 2018 which reached Rp20.20 trillion. This increase
triliun. Peningkatan ini terutama berasal dari pertumbuhan was mainly derived from the growth of the retained
saldo laba yang mencapai Rp11,76 triliun sehingga earnings which reached Rp11.76 trillion, causing the net
menyebabkan ekuitas neto yang dapat diatribusikan equity attributable to Owners of the Parent Entity to also
kepada Pemilik Entitas Induk juga naik mencapai Rp18,68 increase to Rp18.68 trillion from the previous Rp16.91
triliun dari sebelumnya Rp16,91 triliun. trillion.
Tabel Ekuitas
Table of Equity
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
EKUITAS
Profil Perusahaan
Company Profile
EQUITY
Ekuitas yang Dapat
Diatribusikan
kepada Pemilik Entitas Induk
Equity Attributable to
Owners of the Parent Entity
Modal Ditempatkan dan
Disetor Penuh - 1 Saham Seri A

Dwiwarna dan 7.257.871.199

Saham Seri B
3.628.936 3.628.936 0 0,0%
Issued and Fully Paid - 1
Series A Dwiwarna Share and
7,257,871,199
Series B Shares
Tambahan Modal Disetor –
Neto 3.997.085 3.997.085 0 0,0%
Additional Paid in Capital - Net
Selisih Atas Transaksi Entitas
Non Pengendali
(16.256) 8.818 (25.074) -284,4%
Difference from Non-
Controlling Interest Transaction
Saldo Laba
11.764.108 9.887.381 1.876.727 19,0%

Retained Earnings
Penghasilan Komprehensif Lain:
Other Comprehensive Income:
Keuntungan yang Belum
Direalisasi dari Efek Tersedia
Untuk Dijual 14.149 8.512 5.637 66,2%
Unrealized Gain on Available
for Sale Securities
Pengukuran Kembali
Liabilitas Imbalan Kerja
Jangka Panjang
(705.342) (622.224) (83.118) 13,4%
Remeasurements Of Long-
Term Employee Benefits
Liability
Ekuitas Neto yang Dapat
Diatribusikan kepada:
Net Equity Attributable to:
18.682.680 16.908.508 1.774.172 10,5%
Owner of the Parent Entity
Kepentingan Non
Pengendali 4.503.057 3.290.481 1.212.576 36,9%
Non-Controlling Interests
TOTAL EKUITAS
23.185.737 20.198.989 2.986.748 14,8%
TOTAL EQUITY
Human Capital
Modal Insani
LAPORAN LABA RUGI DAN PENGHASILAN Consolidated Statement of Profit or Loss and

KOMPREHENSIF LAIN KONSOLIDASIAN other Comprehensive Income
Pada tahun 2019, Perseroan mampu mempertahankan In 2019, the Company will be able to maintain good
kinerja yang baik di tengah masa ekspansi jalan tol baru. performance amid the expansion of new toll roads.
Pencapaian Pendapatan Tol dan Usaha Lainnya pada tahun Achievement of Toll and Other Business Revenues in 2019
2019 mencapai Rp10,98 triliun, meningkat Rp1,2 triliun reached Rp10.98 trillion, an increase of Rp1.2 trillion or
atau 12,26% dari tahun 2018 sebesar Rp9,78 triliun. 12.26% from 2018 of Rp9.78 trillion.
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian

Table of Consolidated Statement of Profit or Loss and Other Comprehensive Income
(dalam jutaan Rupiah, kecuali dinyatakan lain) (in millions Rupiah, unless otherwise stated)
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pendapatan
Revenue
Pendapatan Tol
10.130.639 9.036.367 1.094.272 12,11%
Toll Operating Revenues

Pendapatan Usaha Lainnya
853.465 748.123 105.342 14,08%

Other Operating Revenues
Pendapatan Konstruksi
15.361.156 27.189.585 (11.828.429) -43,50%
Construction Revenue
Total 26.345.260 36.974.075 (10.628.815) -28,75%
Beban Pendapatan
COST OF REVENUES
Beban Tol Dan Usaha Lainnya
Toll and Other Operating (4.634.241) (4.052.644) (581.597) 14,35%
Expenses
Beban Konstruksi
(15.266.376) (27.003.921) 11.737.545 -43,47%
Construction Expense

Total (19.900.618) (31.056.565) 11.155.947 -35,92%

Laba Bruto
6.444.642 5.917.510 527.132 8,91%
Gross Profit
Penghasilan Lain-Lain
57.551 91.355 (33.804) -37,00%
Other Income
Penghasilan Keuangan
532.471 316.865 215.606 68,04%
Financial Income
Keuntungan Dari Pelepasan
Investasi 1.027.466 876.911 150.555 17,17%
Gain on Divestment
Beban Umum dan Administrasi
General and Administrative (1.478.523) (1.325.329) (153.194) 11,56%
Expenses
Beban Lain-Lain
(677.246) (415.683) (261.563) 62,92%
Other Expenses
Beban Pajak Atas Penghasilan
Keuangan
(49.100) (46.401) (2.699) 5,82%
Tax Expense of Financial
Income
Laba Usaha
5.857.262 5.415.228 442.034 8,16%
PROFIT FROM OPERATIONS
EBITDA 6.881.875 6.023.077 858.798 14,26%
Biaya Keuangan - Neto
(2.433.684) (1.839.660) (594.024) 32,29%
Financial Costs - Net
Bagian Atas Rugi Neto Entitas
Asosiasi dan Ventura Bersama
(325.976) (365.259) 39.283 -10,75%
Share in Net Loss of Associates
and Joint Ventures
Laba Sebelum Pajak
Penghasilan 3.097.603 3.210.309 746.092 23,24%
PROFIT BEFORE INCOME TAX
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%

Beban Pajak Penghasilan

Income Tax Expense
Kini
(909.624) (913.174) 3.550 -0,39%
Current
Tangguhan
(114.091) (260.642) 146.551 -56,23%
Deferred
Total Beban Pajak
Penghasilan (1.023.714) (1.173.816) 150.102 -12,79%
Total Income Tax Expense
Laba Tahun Berjalan
2.073.888 2.036.493 896.193 44,01%
PROFIT FOR THE YEAR
Penghasilan (Beban) Komprehensif Lain
OTHER COMPREHENSIVE INCOME (LOSS)
Pos-Pos yang Tidak akan Direklasifikasi ke Laba Rugi Periode Berikutnya
Items That Will Not Be Reclassified to Profit or Loss in Subsequent Periods
Profil Perusahaan
Company Profile
Laba (Rugi) Aktuarial Atas

Panjang
(83.186) 48.954 (132.140) -269,93%
Actuarial Gain (Loss) on
Liability
Pos-Pos Yang Akan Direklasifikasi Ke Laba Rugi Periode Berikutnya
Item That Will be Reclassified to Profit and Loss in Subsequent Periods

Keuntungan (Kerugian) yang
Belum Direalisasi dari Efek
Tersedia Untuk Dijual 5.705 (651) 6.356 -976,34%
Unrealized Gain (Loss) on
Available for Sale Securities
PENGHASILAN (BEBAN)
KOMPREHENSIF LAIN TAHUN
BERJALAN (77.481) 48.303 (125.784) -260,41%
OTHER COMPREHENSIVE
EXPENSES FOR THE YEAR
TOTAL PENGHASILAN
KOMPREHENSIF TAHUN
BERJALAN 1.996.407 2.084.796 770.409 36,95%

TOTAL COMPREHENSIVE
INCOME FOR THE YEAR
Total Penghasilan Komprehensif Tahun Berjalan yang Dapat Distribusikan Kepada:
Total Comprehensive Income for the Year Attributable to:
2.129.659 2.249.999 (120.340) -5,35%
Kepentingan Non Pengendali
(133.252) (165.204) 31.952 -19,34%
Total 1.996.407 2.084.795 (88.388) -4,24%
Laba Tahun Berjalan yang Dapat Diatribusikan Kepada:
Profit for the Year Attributable to:
2.207.118 2.202.600 4.518 0,21%
(133.229) (166.109) 32.880 -19,79%
Total 2.073.888 2.036.491 37.397 1,84%
Laba Per Saham (Rupiah
Penuh)
304 303 1 0,20%
EARNINGS PER SHARE (FULL
RUPIAH)
Human Capital
Modal Insani
Pendapatan Revenues

Pendapatan Perseroan terdiri dari pendapatan tol dan The Company's revenue consists of toll revenues and other
usaha lainnya dan pendapatan konstruksi. Selama tahun business and construction revenue. During 2019, the
2019, pendapatan Perseroan mencapai Rp26,35 triliun Company's revenue reached Rp26.35 trillion or decreased
atau menurun 28,75% dari Pendapatan tahun 2018. by 28.75% of the revenue in 2018. To be able to carry out
Untuk dapat melakukan analisa secara lebih tepat, a more precise analysis, revenue outside the construction
diharapkan untuk dapat menggunakan pendapatan di luar should be included. This is due to the fact that Construction
pendapatan konstruksi. Hal ini mengingat, Pendapatan Revenues will be net off with construction expenses, and
Konstruksi akan net off dengan beban konstruksi, dan the construction margin obtained is insignificant.
margin konstruksi yang didapatkan tidak signifikan.

Tabel Pendapatan
Table of Revenues
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pendapatan Tol dan Usaha

Lainnya
10.984.104 9.784.490 1.199.614 12,26%
Toll and Other Operating

Revenues

Pendapatan Konstruksi
15.361.156 27.189.585 (11.828.429) -43,50%
Construction Revenue
Total 26.345.260 36.974.075 (10.628.815) -28,75%
Pendapatan Tol dan Usaha Lainnya Toll and Other Operating Revenues
Pendapatan tol dan usaha lainnya Perseroan mencapai The Company's toll road and other business revenues
Rp10,98 triliun di 2019, meningkat Rp1,20 triliun reached Rp10.98 trillion in 2019, an increase of Rp1.20
atau 12,26% dari tahun 2018 sebesar Rp9,78 triliun. trillion or 12.26% from 2018 of Rp9.78 trillion. This
Peningkatan ini sejalan dengan telah beroperasinya ruas increase is in line with the operation of new toll roads

- ruas jalan tol baru (khususnya di sepanjang ruas jalan tol (especially along the Trans Java toll road), the integration

Trans Jawa), adanya integrasi di ruas Jakarta - Cikampek, of the Jakarta - Cikampek Segment, and the addition of
dan penambahan portofolio pengoperasian jalan tol di a portfolio of toll road operations outside the JM Group
luar JM Group oleh JMTO. by JMTO.
Tabel Pendapatan Tol dan Usaha Lainnya

Table of Toll and Other Business Revenues
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pendapatan tol
10.130.639 9.036.367 1.094.272 12,11%
Toll Revenue
Pendapatan usaha lainnya
853.465 748.123 105.342 14,08%
Other Operating Revenues
Total 10.984.104 9.784.490 1.199.614 12,26%
Pendapatan Konstruksi Construction Revenue

Pendapatan konstruksi Perseroan mencapai Rp15,36 The Company's construction revenue reached Rp15.36
triliun di 2019, menurun Rp11,83 triliun atau 43,50% dari trillion in 2019, a decrease of Rp11.83 trillion or 43.50%
tahun 2018 yang mencapai Rp27,19 triliun. Penurunan from 2018 which reached Rp27.19 trillion. This decrease is
ini dikarenakan telah selesainya konstruksi beberapa ruas due to the completion of construction of several toll roads
jalan tol di sepanjang tahun 2019. along 2019.
Beban Pendapatan Cost of Revenue

Beban pendapatan Perseroan mencapai Rp19,90, The Company's revenue burden reached Rp19.90, a
menurun Rp11,16 triliun atau 35,92% dari tahun 2018 decrease of Rp11.16 trillion or 35.92% from 2018 which
yang mencapai Rp31,06 triliun. Penurunan ini terutama reached Rp31.06 trillion. This decrease was mainly due to
berasal dari penurunan beban konstruksi akibat telah the decrease in construction burden due to the completion
selesainya konstruksi ruas - ruas jalan tol baru. of construction of new toll roads.
Tabel Beban Pendapatan

Table of Income Expenses
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Beban Tol dan Usaha Lainnya

Toll and Other Business (4,634,241) (4,052,644) (581,597) 14,35%
Expenses
Beban Konstruksi
(15,266,376) (27,003,921) 11,737,545 -43,47%
Profil Perusahaan
Company Profile
Construction Expense
Total (19,900,618) (31,056,565) 11,155,947 -35,92%
Beban Tol dan Usaha Lainnya Toll and Other Operating Expenses
Beban tol dan usaha lain Perseroan mencapai Rp4,63 The Company's toll road and other business expenses
triliun di 2019. Pencapaian tersebut meningkat sebesar reached Rp4.63 trillion in 2019. This achievement increased
Rp581,6 miliar atau 14,35% dari tahun 2018 yang by Rp581.6 billion or 14.35% from 2018 which reached
mencapai Rp4,05 triliun. Peningkatan ini terutama berasal Rp4.05 trillion. This increase mainly originated from the
dari pengoperasian ruas tol baru. operation of new toll roads.
Tabel Beban Tol dan Usaha Lainnya

Table of Toll and Other Operating Expenses
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Penyusutan dan Amortisasi

1.329.876.43 1.011.120 318.756 31,53%
Depreciation and Amortization

Gaji dan Tunjangan
1.034.570.65 1.093.405 (58.834) -5,38%
Salaries and Allowance
Provisi Pelapisan Ulang
582.794.78 521.273 61.522 11,80%
Pajak
577.602.62 465.225 112.378 24,16%
Tax Expense
Perbaikan dan Pemeliharaan
Aset Tetap
278.309.00 305.535 (27.226) -8,91%
Fixed Asset Repair and
Maintenance
HPP Jasa Layanan &
Pemeliharaan, BBM SPBU &
Properti 159.929.19 181.636 (21.707) -11,95%
Cost of Sales for Maintenance
Services, Fuel Sold and Property
Administrasi dan Perlengkapan
Tol
241.873.70 64.205 177.669 276,72%
Administration and Toll
Supplies
Bahan Bakar, Listrik dan Air
101.506.01 97.922 3.584 3,66%
Fuel, Electricity and Water
Pelayanan Pemakai Jalan Tol
146.013.68 80.871 65.143 80,55%
Toll Road User Services
Human Capital
Modal Insani
Uraian Pertumbuhan

2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pembersihan Jalan dan

Pertamanan 42.586.72 62.904 (20.317) -32,30%
Road and Landscape Cleaning
Jasa Penjemputan Hasil Tol
3.189.60 9.732 (6.542) -67,23%
Delivery Services Toll Revenue
Sewa
100.219.87 81.224 18.996 23,39%

Rent

Publikasi
6.264.33 6.784 (520) -7,66%
Publication
Lainnya (Masing-masing di
bawah 3 Miliar) 29.504.56 70.807 (41.302) -58,33%
Others (Each Below Rp3 Billion)
Total 4.634.241 4.052.643 581.598 14,35%
Beban Konstruksi Construction Expenses

Beban konstruksi Perseroan mencapai Rp15,27 triliun di The Company's construction expenses reached Rp15.27

2019, menurun Rp11,74 triliun atau 43,47% dari tahun trillion in 2019, a decrease of Rp11.74 trillion or 43.47%
2018 yang mencapai Rp27,00 triliun. Penurunan ini seiring from 2018 which reached Rp27.00 trillion. This decrease
dengan telah selesainya konstruksi beberapa ruas jalan tol is in line with the completion of construction of several toll
pada sepanjang tahun 2019. roads in 2019.
Laba Bruto Gross Profit

Laba Bruto Perseroan mencapai Rp6,44 triliun di 2019, The Company's Gross Profit reached Rp6.44 trillion in
meningkat Rp527,13 miliar atau 8,91% dari tahun 2018 2019, an increase of Rp527.13 billion or 8.91% from
yang mencapai Rp5,92 triliun. Peningkatan laba bruto 2018 which reached Rp5.92 trillion. The increase in gross
sejalan dengan pertumbuhan pendapatan tol dan usaha profit was in line with the growth in toll revenues and

lainnya sebesar Rp1,20 triliun. other businesses by Rp1.20 trillion.

Tabel Laba Bruto
Table of Gross Profit
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pendapatan
26,345,260 36,974,075 (10,628,815) -28,75%
Revenues
Beban Pendapatan
(19,900,618) (31,056,565) 11,155,947 -35,92%
Cost of Revenues
Laba Bruto
6,444,642 5,917,510 527,132 8,91%
Gross Profit
Laba Usaha Profit from Operations

Laba Usaha Perseroan mencapai Rp5,86 triliun di 2019, The Company's Operating Profit reached Rp5.86 trillion
meningkat Rp442,03 miliar atau 8,16% dari tahun 2018 in 2019, an increase of Rp442.03 billion or 8.16% from
yang mencapai Rp5,42 triliun. Peningkatan laba usaha 2018 which reached Rp5.42 trillion. The increase in
ini terutama dipengaruhi oleh kenaikan laba bruto dan operating profit was mainly influenced by the increase
keuntungan dari pelepasan investasi yakni hasil divestasi in gross profit and profit from the release of investment,
kepemilikan saham Perseroan pada PT TMJ dan PT JPT. namely the results of the divestment of the Company's
share ownership in PT TMJ and PT JPT.
Tabel Laba Usaha

Table of Profit from Operations

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Laba Bruto
6.444.642 5.917.510 527.132 8,91%
Gross Profit
Penghasilan Lain-Lain
57.551 91.355 (33.804) -37,00%
Other Income
Penghasilan Keuangan
532.471 316.865 215.606 68,04%
Financial Income
Keuntungan dari Pelepasan
Investasi 1.027.466 876.911 150.555 17,17%
Gain on Divestment
Beban Umum dan Administrasi
General and Administrative (1.478.523) (1.325.329) (153.194) 11,56%
Expenses
Profil Perusahaan
Company Profile
Beban Lain-Lain
(677.246) (415.683) (261.563) 62,92%
Other Expenses
Beban Pajak atas Penghasilan
keuangan
(49.100) (46.401) (2.699) 5,82%
Tax Expense of Financial
Income
Laba Usaha
5.857.262 5.415.228 442.034 8,16%
Profit From Operations
Laba Sebelum Pajak Penghasilan Profit Before Income Tax

Laba Sebelum Pajak Penghasilan mencapai Rp3,10 triliun Profit before income tax of the Company reached Rp3.26
di 2019, menurun Rp112,71 miliar atau 3,51% dari trillion in 2019, an increase of Rp49.05 billion or 1.53%
tahun 2018 yang mencapai Rp3,21 triliun. Penurunan from 2018 which reached Rp3.21 trillion. This increase
laba sebelum pajak penghasilan ini terutama dipengaruhi was influenced by the growth of Operating Revenues
oleh kenaikan biaya keuangan yang diakibatkan mulai excluding Construction as well as controlling Operating
beroperasinya beberapa entitas anak Perseroan secara Expenses excluding Construction.
komersial di sepanjang tahun 2019.
Tabel Laba Sebelum Pajak Penghasilan

Table of Profit Before Income Tax

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Laba Usaha
5.857.262 5.415.228 442.034 8,16%
Profit From Operations
Biaya Keuangan - Neto
(2.433.684) (1.839.660) (594.024) 32,29%
Financial Costs - Net
Bagian atas Rugi Neto Entitas
Asosiasi (325.976) (365.259) 39.283 -10,75%
Share in Net Loss of Associates
Laba Sebelum Pajak
Penghasilan 3.097.603 3.210.309 (112.706) -3,51%
Profit Before Income Tax
Beban Pajak Penghasilan Income Tax Expense

Beban Pajak Penghasilan mencapai Rp1,02 triliun di 2019, Income Tax Expenses reached Rp1.02 trillion in 2019,
menurun Rp150,10 miliar atau `12,79% dari tahun 2018 a decrease of Rp150.10 billion or 12.79% from 2018
yang mencapai Rp1,17 triliun. Penurunan beban pajak which reached Rp1.17 trillion. The decrease in income tax
penghasilan ini terutama dipengaruhi oleh penurunan expense was mainly affected by the decrease in deferred
beban pajak tangguhan akibat adanya impairment atas tax expense due to impairment of post-work insurance
asuransi purna karya yang dikelola oleh AJB Bumiputera. managed by AJB Bumiputera.
Human Capital
Modal Insani
Tabel Beban Pajak Penghasilan

Table of Income Tax Expense

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 5) = 4/3 x 100%
Kini
(909.624) (913.174) 3.550 -0.39%
Current
Tangguhan
(114.091) (260.642) 146.551 -56.23%
Deferred

Total Beban Pajak
Penghasilan (1.023.714) (1.173.816) 150.102 -12.79%
Total Income Tax Expense
Laba Tahun Berjalan Profit for the Year

Laba Tahun Berjalan mencapai Rp2,07 triliun di 2019, Profit for the Current Year reached Rp2.07 trillion in 2019,
meningkat Rp37,40 miliar atau 1,84% dari tahun 2018 an increase of Rp37.40 billion or 1.84% from 2018 which
yang mencapai Rp2,04 triliun. reached Rp2.04 trillion.
Tabel Laba Tahun Berjalan

Table of Profit for the Year
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Laba Sebelum Pajak

Penghasilan 3.097.603 3.210.309 (112.706) -3,51%
Profit Before Income Tax
Beban Pajak Penghasilan
(1.023.714) (1.173.816) 150.102 -12,79%
Income Tax Expense

Laba Tahun Berjalan
2.073.888 2.036.493 37.395 1,84%

Profit For The Year
Tabel Laba Tahun Berjalan yang Dapat Diatribusikan

Table of Profit for the Year Attributable
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Laba Tahun Berjalan yang

Dapat Diatribusikan Kepada:
Pemilik Entitas Induk Profit for
the Year Attributable to:
2.207.118 2.202.600 4.518 0,21%
Kepentingan non pengendali
(133.229) (166.109) 32.880 -19,79%
Total 2.073.888 2.036.491 37.397 1,84%
Penghasilan (Beban) Komprehensif Lain Other Comprehensive Income (Loss)

Beban Komprehensif Lain Perseroan mencapai Rp77,48 The Company's Other Comprehensive Expenses reached
miliar di 2019, menurun dari tahun 2018 yang mencapai Rp77.48 billion in 2019, down from 2018 which reached
penghasilan Rp48,30 miliar. Hal ini disebabkan oleh an income of Rp48.30 billion. This is caused by a loss from
adanya rugi atas liabilitas imbalan kerja jangka panjang. a long-term employee benefit liability.
Tabel Penghasilan (Beban) Komprehensif Lain

Table of Other Comprehensive Income (Loss)

Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Pos-Pos yang Tidak akan Direklasifikasi ke Laba Rugi Periode Berikutnya

Items That Will Not be Reclassified to Profit or Loss in Subsequent Periods
Laba (Rugi) Aktuarial atas

Panjang
(83.186) 48.954 (132.140) -269,93%
Actuarial Gain (Loss) on
Liability
Pos-pos yang akan Direklasifikasi ke Laba Rugi Periode Berikutnya

Item That Will be Reclassified to Profit and Loss in Subsequent Periods
Keuntungan (Kerugian) yang
Belum Direalisasi dari Efek
Profil Perusahaan
Tersedia untuk Dijual 5.705 (651) 6.356 -976,34%

Company Profile
Unrealized Gain (Loss) on

Penghasilan (Beban)
Komprehensif Lain Tahun
Berjalan (77.481) 48.303 (125.784) -260,41%
Other Comprehensive Expenses
for The Year
Laba Komprehensif Lain Tahun Berjalan Other Comprehensive Profit for the Year
Penghasilan komprehensif lain tahun berjalan Perseroan The Company's other comprehensive income for the
mencapai Rp2,00 triliun di 2019. Pencapaian tersebut year reached Rp2.00 trillion in 2019. This achievement
menurun sebesar Rp88,39 miliar atau 4,24% dari tahun decreased by Rp88.39 billion or 4.24% from 2018 which
2018 yang mencapai Rp2.08 triliun. reached Rp2.08 trillion.
Tabel Laba Komprehensif Tahun Berjalan

Table of Other Comprehensive Profit for the Year
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Total penghasilan komprehensif tahun berjalan yang dapat distribusikan kepada:

Total Comprehensive Income for the Year Attributable to:
Pemilik entitas induk
2.129.659 2.249.999 (120.340) -5,35%
(133.252) (165.204) 31.952 -19,34%
Total 1.996.407 2.084.795 (88.388) -4,24%
Laba Per Saham Earnings Per Share

Laba per saham Perseroan mencapai Rp304 di 2019, Earnings per share of the Company reached Rp304 in
meningkat tipis dari tahun 2018 yang mencapai Rp303. 2019, a slight increase from 2018 which reached Rp303.
Hal ini sejalan dengan meningkatnya laba bersih Perseroan. This is in line with the increase in the Company's net profit.
Human Capital
Modal Insani
Tabel Laba Bersih Per Saham

Table of Net Earnings Per Share
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
Laba Bersih (Rupiah Penuh)

2.205.995.905.344 2.202.600.416.000 3.395.489.344 0,15%
Net Income (Full Rupiah)
Rata-rata tertimbang saham
beredar (lembar)

7.257.871.200 7.257.871.200 0 0,00%

Weighted Average of
Outstanding Shares
Laba Bersih Per Saham (Rupiah
penuh) 304 303 1 0,15%
Earnings Per Share (Full Rupiah)
LAPORAN ARUS KAS KONSOLIDASIAN Consolidated Statement of Cash Flows

Dengan arus kas operasi yang kuat, Perseroan memiliki With strong operating cash flow, the Company is in a
solid position to grow in the future. This is reflected in the

posisi solid untuk tumbuh di masa depan. Hal tersebut

tercermin dalam arus kas sebagai berikut. following cash flow.
Tabel Arus Kas

Table of Cash Flow
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3 (5) = 4/3 x 100%
ARUS KAS DARI AKTIVITAS OPERASI

CASH FLOWS FROM OPERATING ACTIVITIES

Kas Bersih Diperoleh dari
Aktivitas Operasi
3.404.523 909.827 2.494.696 274,2%
Net Cash Generated from
Operations
ARUS KAS DARI AKTIVITAS INVESTASI
CASH FLOWS FROM INVESTING ACTIVITIES
Kas Neto yang Digunakan
untuk Aktivitas Investasi
(15.914.544) (7.178.665) (8.735.879) 121,7%
Net Cash Used In Investing
Activities
ARUS KAS DARI AKTIVITAS PENDANAAN
CASH FLOWS FROM FINANCING ACTIVITIES
Kas Neto Diperoleh dari
Aktivitas Pendanaan
10.983.412 6.214.149 4.769.263 76,7%
Net Cash Provided by Financing
Activities
Kenaikan Neto Kas dan Setara
Kas
(1.526.609) (54.689) (1.471.920) 2691,4%
Net Increase in Cash and Cash
Equivalents
Kas dan Setara Kas dari Entitas
Anak yang Didekonsolidasikan
(74.744) (875.378) 847.910 -96,9%
Cash and Cash Equivalents of
Deconsolidated Subsidiary
Kas dan Setara Kas pada Awal
Tahun
5.942.954 6.873.021 (930.067) -13,5%
Cash and Cash Equivalents at
Beginning of the Year
Kas dan Setara Kas pada Akhir
Tahun
4.341.601 5.942.954 (1.601.353) -26,9%
Cash and Cash Equivalents at
End of The Year
Laporan arus kas adalah komponen laporan keuangan The cash flow statement is a component of financial
yang menunjukkan penerimaan dan pengeluaran kas dan statements that shows the receipts and disbursements
setara kas selama periode tertentu yang dikelompokkan of cash and cash equivalents for a certain period that are
dalam aktivitas operasi, investasi, dan pendanaan. grouped into operating, investing and financing activities.
Analisis terhadap arus kas pada masing-masing aspek An analysis of the cash flows in each of these aspects is
dikemukakan sebagai berikut. stated as follows.
Arus Kas dari Aktivitas Operasi Cash Flow from Operating Activities
Kas neto yang diperoleh dari aktivitas operasi mencapai Net cash provided by operating activities reached Rp3.41
Rp3,41 triliun, meningkat Rp2,50 triliun atau 274,3% dari trillion, an increase of Rp2.50 trillion or 274.3% from
tahun 2018 yang mencapai Rp909,81 miliar. Peningkatan 2018 which reached Rp909.81 billion. This increase was
ini terutama dipengaruhi oleh pertumbuhan pendapatan mainly influenced by the growth of toll revenue as the new
tol seiring dengan mulai beroperasinya ruas-ruas tol baru. toll roads began operating.
Arus Kas dari Aktivitas Investasi Cash Flow from Investing Activities
Kas neto yang digunakan untuk aktivitas investasi mencapai Net cash used in investing activities reached Rp15.92
Profil Perusahaan
Rp15,92 triliun di 2019, meningkat sebesar Rp8,74 triliun trillion in 2019, an increase of Rp8.74 trillion or 121.7%
Company Profile
atau 121,7% dari tahun 2018 yang mencapai Rp7,18 from 2018 which reached Rp7.18 trillion. The increase was
triliun. Peningkatan tersebut terutama dipengaruhi oleh mainly influenced by spending on investment activities in
pengeluaran untuk aktivitas investasi pembangunan jalan the construction of new toll roads.
tol baru.
Arus Kas dari Aktivitas Pendanaan Cash Flow from Financing Activities
Kas neto diperoleh aktivitas pendanaan mencapai Net cash provided by financing activities reached Rp10.98
Rp10,98 triliun di 2019, mengalami peningkatan sebesar trillion in 2019, an increase of Rp4.77 trillion or 76.7%
Rp4,77 triliun atau 76,7% dari tahun 2018 yang mencapai from 2018 which reached Rp6.21 trillion. The decrease
Rp6,21 triliun. Penurunan tersebut terutama disebabkan was mainly due to an increase in the Company's bank debt
meningkatnya utang bank Perseroan baik pada entitas to both the parent and subsidiary entities to fund new toll
induk maupun entitas anak guna mendanai investasi jalan road investments.
tol baru.
KEMAMPUAN MEMBAYAR UTANG DAN
Human Capital
Modal Insani
KOLEKTIBILITAS PIUTANG
Ability to Pay Debt and Collectibility in Receivables
KEMAMPUAN MEMBAYAR UTANG

Ability to Pay Debt

Perseroan senantiasa berkomitmen untuk memenuhi The Company is always committed to fulfilling the rights of
hak-hak kreditor dengan melakukan pembayaran pokok creditors by making timely payments of loan principal and
pinjaman dan bunganya secara tepat waktu. Kemampuan interest. The Company's ability to meet all obligations both
Perseroan dalam memenuhi seluruh kewajiban baik long-term and short-term liabilities is measured through
kewajiban jangka panjang maupun jangka pendek several ratios including liquidity ratios and solvency ratios.
diukur melalui beberapa rasio antara lain rasio likuiditas The liquidity ratio is used to measure the ability to pay off
dan rasio solvabilitas. Rasio likuiditas digunakan untuk short-term obligations, while the solvency ratio is used to

mengukur kemampuan melunasi kewajiban jangka measure the ability to meet all obligations.

pendek, sedangkan rasio solvabilitas digunakan untuk
digunakan untuk mengukur kemampuan memenuhi
seluruh kewajiban.
Berikut ini adalah rasio keuangan untuk mengukur The following is a financial ratio to measure the Company's
likuiditas dan solvabilitas Perseroan. liquidity and solvency.
RASIO LIKUIDITAS Liquidity Ratio
The ability to pay short-term debt is reflected in the

Kemampuan membayar Utang Jangka Pendek dicerminkan

dengan Rasio Likuiditas. Tingkat likuiditas dilihat dari Rasio Liquidity Ratio. The level of liquidity can be seen from the
Lancar (Current Ratio) dan Rasio Kas (Cash Ratio). Current Ratio and Cash Ratio.
Tabel Likuiditas
Table of Liquidity
Uraian Perubahan
2019 2018
Description Change
Kas dan Setara Kas

4.341.601 5.942.954 (1.601.353)

Aset Lancar

11.612.566 11.629.996 (17.430)
Current Assets
41.526.417 31.081.475 10.444.942
Current Liabilities
Rasio:
Ratio:
Rasio Lancar
0,28 0,37 (0,09)
Current Ratio
Rasio Kas
0,10 0,19 (0,09)
Cash Ratio
Rasio lancar menurun dari 0,37 di tahun 2018 menjadi The current ratio decreased from 0.37 in 2018 to 0.28
0,28 di 2019, demikian pula dengan rasio kas yang in 2019, as well as the cash ratio which decreased from
mengalami penurunan dari 0,19 di tahun 2018 menjadi 0.19 in 2018 to 0.10 in 2019. Based on the large current
0,10 di tahun 2019. Berdasarkan besarnya rasio lancar, ratio, the Company's ability to pay debts in 2019 is still
kemampuan Perseroan dalam membayar utang di tahun relatively good. Because the largest percentage of short-
2019 masih relatif baik. Karena persentase Liabilitas Jangka term liabilities comes from the accruals and bank debt
Pendek terbesar berasal dari saldo beban akrual dan utang balances. Accrual expenses reflect the Company's liabilities
bank. Beban akrual mencerminkan liabilitas Perseroan to contractors in line with the increase in construction
kepada kontraktor seiring dengan peningkatan progres progress, which when due will be paid by disbursement
konstruksi yang saat jatuh tempo nanti akan dibayarkan of long-term bank syndicated loans. As for the short-term
dengan pencairan hutang sindikasi bank jangka panjang. bank loan balance, the credit tenor can be amended.
Sedangkan untuk saldo hutang bank jangka pendek dapat Therefore, the Company's liquidity can be maintained well.
di lakukan amandemen untuk tenor kreditnya. Oleh karena
itu likuiditas Perseroan dapat terus terjaga dengan baik.
RASIO SOLVABILITAS Solvency Ratio

Menggambarkan kemampuan Perseroan dalam membayar Describe the Company's ability to pay long-term
kewajiban jangka panjang. Pada posisi per 2019. Interest obligations. As of 2019. The Company's Interest Bearing
Bearing Debt to Equity Ratio Perseroan mencapai 1,85 Debt to Equity Ratio reaches 1.85 times. The ratio is down
kali. Rasio tersebut turun dibandingkan pada tahun 2018 compared to 2018 which reached 1.66 times. While
yang mencapai 1,66 kali. Sementara EBITDA dibandingkan EBITDA compared to the Company's Interest Coverage
dengan Beban Bunga atau Interest Coverage Ratio (ICR) Interest Ratio in 2019 reached 2.83 times.
Perseroan pada 2019 mencapai 2,83 kali.
Dengan kondisi tersebut, Perseroan masih berada dalam Under these conditions, the Company is still in the Financial
koridor Pembatasan Keuangan yang diprasyaratkan oleh Limitation corridor which is required by creditors and is
kreditur dan berada dalam kondisi keuangan yang kuat, in a strong financial condition, with a maximum Interest
dengan rasio Interest Bearing Debt Ratio maksimal 5 kali Bearing Debt Ratio of 5 times and an ICR ratio of at least
dan rasio ICR minimal 1,25 kali. 1.25 times.
Tabel Solvabilitas
Profil Perusahaan
Company Profile
Table of Solvency
Uraian Pertumbuhan (%)
2019 2018
Description Growth (%)
Total Aset
99.679.570 82.418.603 20,94%
Total Assets
Total Liabilitas
76.493.833 62.219.614 22,94%
Total Liabilities
Total Ekuitas
23.185.737 20.198.989 14,79%
Total Equity
EBITDA 6.881.874 6.023.077 14,26%
Bunga
2.433.684 1.839.660 32,29%
Interest Expense
Rasio:
Ratio:
Total Debt to Total Equity Ratio (DER) 3,30 3,08 7,14%
Interest Bearing Debt to Equity Ratio 1,87 1,85 1,08%
Interest Coverage Ratio (ICR) 2,83 3,27 -13,46%

PERINGKAT OBLIGASI Bond Ratings
Kemampuan membayar utang juga dapat tercermin The ability to pay debts can also be reflected based on
berdasarkan peringkat obligasi. Obligasi Jasa Marga bond ratings. Jasa Marga bonds are routinely valued by
secara rutin dinilai oleh lembaga pemeringkatan guna rating agencies to support the eligibility of bonds issued.
mendukung kelayakan obligasi yang diterbitkan. Untuk For bonds issued and listed on the Indonesia Stock
obligasi yang diterbitkan dan dicatatkan di Bursa Efek Exchange, Jasa Marga uses Pefindo as a bond rating
Indonesia, Jasa Marga menggunakan Pefindo sebagai agency. Meanwhile, with the issuance of the Komodo
lembaga pemeringkat obligasi. Sementara itu, dengan Bonds, Jasa Marga appointed two International Rating
diterbitkannya Obligasi Komodo, Jasa Marga menunjuk Agencies, they are Moody's and S&P Global.
dua Lembaga Rating Internasional yaitu Moody’s dan S&P
Global.
Human Capital
Modal Insani
Tabel Kemampuan Membayar Utang dari obligasi

Table of Ability to Pay Debt from bonds
Peringkat
Uraian Rating
No
Description
2019 2018
idAA oleh Pefindo idAA oleh Pefindo

1 Jasa Marga XIV (JM-10)
idAA by Pefindo idAA by Pefindo
Obligasi Berkelanjutan I Jasa Marga Tahap I Tahun 2013 Seri S-Seri C Lunas AA oleh Pefindo
2
Jasa Marga Sustainable Bond I Phase I 2013 S-Series – C-Series Paid AA by Pefindo

Obligasi Berkelanjutan I Jasa Marga Tahap II Tahun 2014 Seri T AA oleh Pefindo iAA oleh Pefindo
3
Jasa Marga Sustainable Bond I Phase II 2014 T-Series AA by Pefindo AA by Pefindo
Baa2 (Stable) oleh Moody's Baa2 (Stable) oleh Moody's
Obligasi Komodo BB + (Stable) oleh S&P BB + (Stable) oleh S&P
4
Komodo Bond Baa2 (Stable) by Moody's BB Baa2 (Stable) by Moody's BB
+ (Stable) by S&P + (Stable) by S&P
Peringkat mencerminkan dukungan yang lebih kuat The rating reflects stronger support from the Government
dari Pemerintah untuk menyelesaikan proyek jalan tol, for toll road projects completion, Jasa Marga's dominant
posisi dominan Jasa Marga di dalam industri jalan tol, position in the toll road industry, stable Toll revenue

pertumbuhan pendapatan tol yang stabil yang didorong growth driven by regular tariff adjustments with strong

oleh penyesuaian tarif reguler dengan profitabilitas yang profitability, and stronger financial flexibility. However, the
kuat, serta fleksibilitas keuangan yang lebih kuat. Namun, rating is constrained by the capital structure which is still
peringkat dibatasi oleh struktur permodalan yang masih aggressive in the short and medium term with no exposure
agresif dalam jangka pendek dan menengah dengan to foreign currency debt and business risks associated with
tanpa terpapar utang dalam mata uang asing dan risiko the construction of new toll roads.
bisnis terkait dengan pembangunan ruas tol baru.
Peringkat akan dinaikkan jika jalan tol baru milik Jasa Marga The rating will be raised if Jasa Marga's new toll roads
beroperasi dengan lancar sesuai jadwal dan terbukti secara operate on schedule and have been proven to consistently
konsisten menarik volume arus lalu lintas tinggi seperti yang

attract high traffic flow volumes as projected, with
diproyeksikan, dengan struktur permodalan Perseroan improved capital structure. In addition, the ability of the

yang membaik. Selain itu, kemampuan Perseroan dalam Company to fund its projects and maintain financial ratios
mendanai proyek- proyeknya dan menjaga rasio keuangan and support from the government is also a concern of
serta dukungan dari pemerintah juga menjadi perhatian international rating agencies today. On the contrary, the
lembaga rating internasional saat ini. Sebaliknya, peringkat rating will be lowered if the Company's aggressive capital
akan diturunkan jika struktur permodalan Perseroan yang structure is not synchronous with its increased business
agresif tidak diimbangi dengan peningkatan kinerja bisnis, performance, which can weaken its cash flow.
yang dapat melemahkan proteksi arus kasnya.
Adapun penjelasan lebih lanjut mengenai definisi dari Further explanation regarding the definition of each bond
setiap peringkat obligasi disajikan dalam bab Profil bagian rating is presented in the Profile chapter of the Chronology
Kronologi Penerbitan dan/atau Pencatatan Obligasi dalam of the Issuance and / or Recording of Bonds in this Annual
Laporan Tahunan ini. Report.
KOLEKTIBILITAS PIUTANG
Receivables Collectibility
Pada dasarnya sesuai dengan jenis proses bisnisnya Basically, according to its business types, the Company
Perseroan tidak memiliki piutang yang signifikan dalam does not have any significant receivables that influences its
mempengaruhi kegiatan usaha. Jika pun ada piutang business activities. The Company's receivables are merely
Perseroan, adalah Piutang atas dana talangan untuk bailout funds for land acquisition. Thus, the receivables
pembebasan lahan. Sehingga, kolektibilitas piutang collectability depends on the Government payment
tergantung pada jadwal pembayaran dari Pemerintah schedule as a replacement.
yang mana bersifat penggantian.
Tabel Kolektabilitas Piutang

Table of Receivables Collectibility

Piutang Lain-lain 0 - 1 Tahun > 1 Tahun Nilai Tercatat
Other Receivables 0 - 1 Year > 1 Year Recorded Value
Lancar – Bersih
Current - Net
Pihak Berelasi
5.989.356 0 5.989.356
Related Parties
Pihak Ketiga
281.005 0 281.005
Third Parties
Total 6.270.361 0 6.270.361
Tidak Lancar – Bersih
Non Current - Net
Pihak Berelasi
0 1.606.003 1.606.003
Related Parties
Pihak Ketiga
0 900 900
Third Parties
Profil Perusahaan
Company Profile
Total 0 1.606.903 1.606.903

STRUKTUR MODAL
Human Capital
Modal Insani
Capital Structure
RINCIAN STRUKTUR MODAL

Capital Structure Details

Perseroan memonitor modal dengan dasar rasio Liabilitas The Company monitors the capital on the basis of the

terhadap Ekuitas. Rasio ini dihitung sebagai berikut: Total Liabilities to Equity ratio. This ratio is calculated as follows:
Liabilitas dibagi Ekuitas. Total Liabilities divided by Equity.
Selama 2019, Rasio Liabilitas terhadap Ekuitas During 2019, the Liabilities to Equity Ratio reaches 3.30
mencapai 3,30 kali. dengan demikian Perseroan dapat times. thus the Company can maintain a debt to capital
mempertahankan rasio utang terhadap modal sebesar ratio of a maximum of 5 times as required by creditors,
maksimum 5 kali sesuai dengan yang dipersyaratkan oleh with the following capital structure.
kreditur, dengan struktur modal sebagai berikut.

Tabel Rincian Struktur Modal
Table of Capital Structure in Details
Uraian Pertumbuhan
2019 2018
Description Growth
(1) (2) (3) (4) = 2-3

41.526.417 31.081.475 7.910.841
Current Liabilities
34.967.416 31.138.139 1.870.318
Non-Current Liabilities

Total Liabilitas
76.493.833 62.219.614 9.781.160
Total Liabilities
Total Ekuitas
23.185.737 20.198.989 2.073.344
Total Equity
Rasio Liabilitas Jangka Pendek terhadap Ekuitas
1,79 1,54 3.82
Current Liabilities to Equity Ratio
Rasio Liabilitas Jangka Panjang terhadap Ekuitas
1,51 1,54 0.90
Non-Current Liabilities to Equity Ratio
Rasio Liabilitas terhadap Ekuitas
3,30 3,08 4.72
Liabilities to Equity Ratio

KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODAL DAN DASAR
PEMILIHANNYA
Management Policy for the Capital Structure and the Basis of Selection
Perseroan menetapkan sejumlah rasio modal sesuai The Company sets a number of capital ratios in accordance
proporsi terhadap risiko. Perseroan mengelola struktur with the proportion of risk. The Company manages the
modal dan membuat penyesuaian dengan memperhatikan capital structure and makes adjustments by taking into
perubahan kondisi ekonomi dan karakteristik risiko aset account changes in economic conditions and the risk
yang mendasari. characteristics of the underlying assets.
IKATAN MATERIAL INVESTASI BARANG MODAL

Capital Material Investment Commitments
Selama tahun 2019, tidak terdapat ikatan material During 2019, there were no material commitments for
untuk investasi barang modal sehingga Perseroan capital investment, so the Company did not present the
tidak menyajikan informasi mengenai nama pihak information on the name of the party making the bond,
yang melakukan ikatan, tujuan ikatan, sumber dana the purpose of the bond, the source of funds expected to
yang diharapkan untuk memenuhi ikatan, mata uang fulfill the bond, the denominated currency and the steps
yang menjadi denominasi dan langkah-langkah yang the Company planned to take for the protections from the
direncanakan Perseroan untuk melindungi risiko dari posisi risk of foreign currencies.
mata uang asing.
INVESTASI BARANG MODAL
Capital Expendures
Investasi berupa Barang Modal (Capital Expenditure) Investment in Capital Goods (Capital Expenditure) is the
merupakan aktivitas pengeluaran dana yang digunakan activity of spending funds on a number of fixed assets
untuk membeli sejumlah aset tetap atau menambah or adding fixed assets value that are expected to provide
nilai aset tetap yang diharapkan dapat memberikan nilai future benefits in the future.
manfaat di masa depan.
JENIS DAN NILAI INVESTASI

Types of Investment and Value
Investasi barang modal yang direalisasi pada tahun 2019 The realized capital investment in 2019 was Rp20.71
sebesar Rp20,71 triliun. Adapun rincian terkait nilai trillion. The details on the investment value of capital
investasi barang modal diuraikan dalam tabel sebagai goods are described in the following table.
berikut.
Tabel Jenis dan Nilai Investasi
Table of Types of Investment and Value
(dalam miliar Rupiah) (in billions Rupiah)
Profil Perusahaan
Company Profile
Uraian Nilai
Description Value
Capex Induk Perseroan

Capex Parent Company
Operasional
2.026,27
Operational
Pengembangan Jalan Tol
7.457,52
Toll Road Development
Investasi Usaha Lain
934,02
Other Business Investment
Investasi Sarana Penunjang Non Operasional
104,65
Investment of Non-Operational Supporting Facilities
Capex Entitas Anak Jalan Tol

17.017,53
Capex Subsidiary Entity Toll Road
Capex Entitas Anak Usaha Lain
503,87
Capex Other Subsidiaries
Total Capex Post-Dekonsolidasi

20.711,07
Total Post-Deconsolidated Capex
TUJUAN INVESTASI
The Purpose of Investment
Pembelian barang modal tersebut bertujuan mendukung The purchase of capital goods aims to support and support
dan menunjang aktivitas operasional Perseroan secara the Company's overall operational activities, both the
menyeluruh, baik aktivitas bisnis utama Perseroan, Company's main business activities, as well as supporting
maupun bisnis pendukung dan bisnis prospektif. businesses and prospective businesses.
INFORMASI MATERIAL MENGENAI INVESTASI, EKSPANSI,
Human Capital
DIVESTASI, PENGGABUNGAN/ PELEBURAN USAHA, AKUISISI,
Modal Insani
DAN RESTRUKTURISASI UTANG DAN MODAL
Material Information on Investment, Expansion, Divestment, Business
Combination / Merger, Acquisition, and Debt and Capital Restructuring

INVESTASI
Investment
Perseroan menanamkan investasinya dalam bentuk efek- The Company invests in the following securities.
efek sebagai berikut.
Tabel Investasi Jangka Pendek
Table of Short – Term Investment

Uraian 31 Desember 2019 31 Desember 2018
Description December 31, 2019 December 31, 2019
Efek Tersedia untuk Dijual

Reksadana Mandiri Investasi
Mandiri Investment Mutual Funds
Dana Obligasi Seri II 4.530 4.530
Series II Bond Funds
KIK EBA Mandiri JSMR01 107.000 127.000


Reksadana Penyertaan Terbatas MIET 261.331 0
MIET Mutual Fund
Kenaikan Nilai Aset Neto 18.956 12.295
Increase in Net Asset Value
Total 391.817 143.825
EKSPANSI
Expansion

Perseroan mengoperasikan 162 km jalan tol baru pada The company operates 162 km of new toll roads in 2019.
tahun 2019. Penjelasan lebih lanjut terkait ekspansi tersaji Further explanation regarding the expansion is presented
pada Bab Kinerja Pengembangan Bisnis dalam Laporan in the Chapter of Business Development Performance in
Tahunan ini. this Annual Report.
DIVESTASI
Divestment
Sepanjang tahun 2019, Jasa Marga melaksanakan 2 During 2019, Jasa Marga carried out 2 (two) divestments
(dua) divestasi saham Perseroan. Pertama, pada Mei of the Company's shares. First, in May 2019, the Company
2019, Perseroan melakukan divestasi pada PT Jasamarga divested 42,2% of its ownership in PT Jasamarga Pandaan
Pandaan Tol sebesar 42,2% kepemilikan sebagai Tol as part of the issuance of the Collective Investment
bagian dari penerbitan Kontrak Investasi Kolektif Dana Contracts for Infrastructure Funds (KIK DINFRA), bringing
Investasi Infrastruktur (KIK DINFRA), sehingga persentase the percentage of the Company's share ownership to
kepemilikan saham Perseroan menjadi 40%. 40%.
Kedua, pada Desember 2019, Perseroan melakukan Second, in December 2019, the Company divested shares
divestasi saham pada PT Trans Marga Jateng sebesar in PT Trans Marga Jateng by 8% ownership to KIK DINFRA,
8% kepemilikan ke KIK DINFRA, sehingga persentase and therefore the percentage of the Company's share
kepemilikan saham Perseroan menjadi 50,9%. ownership became 50.9%.
PENGGABUNGAN/PELEBURAN USAHA
Business Combination/Merger
Perseroan tidak melaksanakan kegiatan Penggabungan/ The Company had not merged until the end of December
Peleburan Usaha hingga akhir Desember 2019, sehingga 2019. This information is, therefore, not presented in this
informasi tentang hal tersebut tidak disajikan dalam Annual Report.

Laporan Tahunan ini.
AKUISISI
Acquisition
Perseroan tidak melakukan kegiatan Akuisisi selama 2019, The Company did not perform any acquisitions during
sehingga informasi mengenai Akuisisi tidak disajikan 2019. This information is, therefore, not presented in this
dalam Laporan Tahunan ini. Annual Report.
RESTRUKTURISASI UTANG DAN MODAL

Debt and Capital Restructuring
Profil Perusahaan
Company Profile
Untuk menjaga struktur permodalan, Perseroan To maintain the capital structure, the Company issues
menerbitkan Kontrak Investasi Kolektif Dana Investasi a Collective Investment Contract for Infrastructure
Infrastruktur (KIK DINFRA) yang mengakibatkan 1 (satu) Investment Funds (KIK DINFRA) which results in 1 (one)
Entitas Anak yaitu PT Jasamarga Pandaan Tol tidak Subsidiary, PT Jasamarga Gempol Pandaan, not being
dikonsolidasi dalam Laporan Keuangan Perseroan. consolidated from the Company's Financial Statements.
KOMITMEN DAN KONTINJENSI
Human Capital
Modal Insani
Commitments and Contingencies

a. Kewajiban Karena Pengakhiran Perjanjian Kuasa a. Obligation Due to Termination of Concession

Penyelenggaraan Agreement
Pada tahun 1994, Perusahaan melakukan kerjasama In 1994, the Company entered into a joint operation
operasi dengan PT Citra Ganesha Marga Nusantara with PT Citra Ganesha Marga Nusantara (CGMN) for
(CGMN) untuk pembangunan Jalan Tol Cikampek - construction of the Cikampek - Padalarang Toll Road
Padalarang, sebagaimana tertuang dalam Perjanjian as set forth in the Concession Agreement No. 297
Kuasa Penyelenggaraan (PKP) No. 297 tanggal 21 dated December 21, 1994. However, on July 18, 2001,
Desember 1994. Namun demikian, pada 18 Juli the Minister of Housing and Regional Infrastructure
2001, Menteri Pemukiman dan Prasarana Wilayah with the Letter No.417 revoked the decision granting

(Menkimpraswil) dengan Surat Keputusan No.417 permission of Toll Road Joint Operation license between

mencabut keputusan pemberian izin Kerjasama the Company and CGMN. For that reason, on July
Penyelenggaraan Jalan Tol antara Perusahaan dengan 25, 2001, the Company terminated the Concession
CGMN. Pada tanggal 25 Juli 2001, Perusahaan Agreement with CGMN.
mengakhiri PKP dengan CGMN.
Perjanjian Kuasa Penyelenggaraan (PKP) No. 297 The Concession Agreement No. 297 dated December
tanggal 21 Desember 1994 menyebutkan bahwa 21, 1994 states that if there is termination of concession
bila terjadi pengakhiran masa penyelenggaraan jalan agreement before the concession period is due, the
tol lebih awal sebelum masa konsesi berakhir, maka Company has an obligation to take over the overall
Perusahaan berkewajiban untuk mengambil- alih liabilities and should fulfill the rights of shareholders

seluruh utang dan harus memenuhi hak Penanam (CGMN). Article 14.1 of the Concession Agreement
Modal (CGMN). Dalam pasal 14.1 PKP disebutkan states that the Company should pay some amount
bahwa Perusahaan harus membayar sejumlah over the book value of the toll road after deducting
uang atas nilai buku jalan tol setelah dikurangi nilai amount of liabilities taken over by the Company.
kewajiban yang harus diambil alih Perusahaan.
Perusahaan telah melakukan estimasi nilai aset The Company has recorded the estimated assets
akibat pengakhiran PKP dengan CGMN sebesar value as a result of termination of PKP with CGMN
Rp202.454.407 yang merupakan nilai buku yang amounting to Rp202,454,407 which constitutes the
telah diaudit atas aset dalam penyelesaian pada book value that has been audited on the settlement

tanggal 31 Desember 1999. Perusahaan masih terus assets on December 31, 1999. The Company is still

mengupayakan penyelesaian penetapan secara on the process of determining the definitive value of
definitif atas jumlah liabilitas. liabilities.
Perusahaan telah membentuk tim untuk mengkaji The Company has formed a team to analyze the
penyelesaian permasalahan akibat pengakhiran PKP disputed settlement that has arisen from the
Jalan Tol Cikampek - Padalarang antara Perusahaan termination of the Cikampek-Padalarang Toll Road
dan CGMN. PKP between the Company and CGMN.
Pada tanggal 23 Juni 2014 melalui surat No. On June 23, 2014, through Letter No. AA.HK05.0.645,
AA.HK05.0.645, Perusahaan telah memberikan the Company has responded to the letter of the
tanggapan atas surat dari Kementerian BUMN No. Ministry of State-Owned Enterprises No. S-268/
S-268/MBU/D2/2014 tanggal 10 Juni 2014 mengenai MBU/D2/2014 dated June 10, 2014, regarding the
rencana pengajuan gugatan oleh Trafalgar House filing plan by Trafalgar House Construction (Jersey)
Construction (Jersey) Limited (THCJ) yang bertindak Limited, (THCJ) which acts as the majority shareholder
sebagai pemegang saham mayoritas CGMN melalui of CGMN, through International Arbitration to the
Arbitrase Internasional kepada Pemerintah Republik government of the Republic of Indonesia.
Indonesia.
Pada tanggal 28 Februari 2017, THCJ menyampaikan On February 28, 2017, THCJ was sent a letter to the
surat kepada BKPM mengenai rencana pengajuan BKPM about the plan to propose arbitration claim
gugatan arbitrase terhadap Pemerintah Indonesia. against the Government of Indonesia. In the case to
Dalam hal untuk menjawab surat dari THCJ, BKPM answer the letter of THCJ, BKPM invite the Company
mengundang rapat Perusahaan melalui surat No. through a letter No. 18/B.6/A.3/2017 dated March 7,
18/B.6/A.3/2017 tanggal 7 Maret 2017. 2017.
THCJ menyampaikan surat kepada Perusahaan No. THCJ sent a letter to the Company No. 2018/08/JM
2018/08/JM tanggal 31 Agustus 2018 berisi: dated August 31, 2018 informed as follows:
1. THCJ meminta metode perhitungan kompensasi 1. THCJ requested the calculation method of the
untuk CGMN berdasarkan PKP harus mengacu compensation to CGMN must have based on Fair
pada Nilai Pasar Wajar. Market Value.

2. Selain kompensasi pada angka 1 diatas, THCJ 2. In addition to number 1 above, THCJ claimed
mengklaim berhak atas kompensasi beserta bunga entitlement to compensation and its interest caused
akibat pengakhiran PKP. by the termination of Concession Agreement.
3. Selama kompensasi belum dibayarkan ke CGMN 3. As long as the Compensation have not fulfilled by
maka CGMN berhak atas pendapatan tol. the Company to CGMN, thus CGMN entitled to
the Toll Revenue.
Pada tanggal 13 Juni 2019 THCJ menembuskan surat On June 13, 2019 THCJ Conveyed a letter to the
kepada Perusahaan terkait surat yang ditujukan kepada Company and also the General Attorney of Republic
Jaksa Agung Republik Indonesia perihal Rencana THCJ Of Indonesia concerning THCJ Intention to raise the
untuk mengajukan Gugatan terhadap Pemerintah case to the International Arbitration which has the
Republik Indonesia kepada Arbitrase Internasional same information as the letter on March 14, 2014
Profil Perusahaan
Company Profile
sebagaimana surat yang pernah THCJ sampaikan considering THCJ’s claims on the dispute of CGMN.
tertanggal 14 Maret 2014 mengenai tuntutan dan
gugatan yang diajukan THCJ pada sengketa CGMN.
Perusahaan secara lisan menyampaikan bahwa The Company has informed verbally that the dispute
penyelesaian permasalahan terkait pengakhiran PKP settlement regarding the termination of concession
agreement with CGMN shall be settled in accordance
dengan CGMN diselesaikan sesuai ketentuan dalam

PKP. Dalam hal ini, pembayaran kompensasi kepada with the stipulation on the Concession Agreement.
CGMN berdasarkan nilai buku CGMN yang telah In this case, the payment of compensation to CGMN
diaudit oleh auditor yang ditunjuk bersama. shall be based on book value CGMN which has been
audited by the appointed auditor.
b. Tuntutan Ganti Rugi Kepada PT Lapindo Brantas b. Claim of Compensation Against PT Lapindo
dan Penutupan Sebagian Jalan Tol Surabaya- Brantas and Closing of Part of the Surabaya-
Gempol Seksi Porong-Gempol Gempol Toll Road Section Porong-Gempol
Sebagai dampak dari bencana luapan Lumpur PT As a consequence of the mud flood disaster in PT
Lapindo Brantas yang mengakibatkan kerusakan pada Lapindo Brantas was damaged part of the Surabaya-
sebagian jalan tol Surabaya- Gempol, Perusahaan telah Gempol toll road. In 2006, the Company has submitted
mengirimkan beberapa surat permintaan ganti rugi dan several claims of compensation to PT Lapindo Brantas
somasi pada tahun 2006 atas kehilangan pendapatan covering loss of toll revenues and expenditures.
tol dan pengeluaran berbagai biaya kepada PT Lapindo
Brantas.
Klaim kerusakan jalan tol tersebut akan meningkat The claim for damage to the toll roads is expected to
menjadi klaim biaya relokasi ruas jalan tol Porong- increase and later include a claim for cost to relocate
Gempol, yang akan diselesaikan sesuai dengan the Porong-Gempol Section toll road and will be settled
ketentuan dalam Perjanjian Pengusahaan Jalan Tol in connection with the stipulation in the Concession
(PPJT) Surabaya-Gempol dan kebijakan Pemerintah Agreement of the Surabaya-Gempol toll road and
dalam penyelesaian dampak semburan Lumpur di the Government policy in settlement of the effects of
Sidoarjo, sesuai dengan Keputusan Menteri Pekerjaan the mud flood disaster at Sidoarjo in accordance with
Umum No. 394/KPTS/M/2006 tanggal 30 November the Decree of the Minister of Public Works No. 394/
2006 tentang penutupan sebagian Jalan Tol Surabaya- KPTS/M/2006 dated November 30, 2006 regarding the
Gempol. Closure of Part of the Surabaya-Gempol Toll Road.
Berdasarkan Keputusan Presiden No. 13 Tahun 2006 Based on the Decree of the President No. 13 Year
tanggal 3 September 2006 mengenai Tim Nasional 2006 dated September 3, 2006 regarding the
Penanggulangan Semburan Lumpur di Sidoarjo, semua National Team for Mud Floods Disaster at Sidoarjo,
biaya yang timbul sebagai akibat relokasi pembangunan all expenditures incurred due to the relocation of toll
jalan tol dimaksud selain biaya rehabilitasi kerusakan road development, except for rehabilitation expenses
sarana menjadi tanggung jawab PT Lapindo Brantas. for damaged facilites, will become the responsibility
Human Capital
Modal Insani
Selain itu, Surat Keputusan Menteri Pekerjaan Umum of PT Lapindo Brantas. In addition, the Decree of the

No. 394/KPTS/M/2006 tanggal 30 November 2006, Minister of Public Works No. 394/KPTS/M/2006 dated
mengenai Penutupan sebagian Jalan Tol Surabaya- November 30, 2006 related to the Closure of Part
Gempol seksi Porong Gempol. Menyatakan antara lain of the Surabaya-Gempol Toll Road Porong-Gempol
sebagai berikut: Section provides:
1. Menutup dan tidak mengoperasikan kembali 1. To close and stop the operation of a part of the
sebagian jalan tol Surabaya- Gempol Seksi Porong- Surabaya-Gempol toll road Porong Gempol
Gempol; dan Section; and
2. Segala hal yang timbul pada pengusahaan jalan tol 2. Those all matter which impacted on the operation

Surabaya-Gempol sebagai akibat dari penutupan of the Surabaya-Gempol toll road as a result of

seksi Porong-Gempol akan diselesaikan sesuai the closure of the Porong Gempol Section will be
dengan ketentuan dalam PPJT Surabaya-Gempol handled according to the regulation of Surabaya-
dan kebijakan Pemerintah dalam penyelesaian Gempol Toll Road Concession Agreement and the
dampak semburan lumpur di Sidoarjo. Government policy for settlement of the effect of
the mud flood disaster at Sidoarjo.
Berdasarkan Surat Menteri Pekerjaan Umum No. Based on the Minister of Public Works Letter No.
JL.0103-Mn/131 tanggal 30 Maret 2007, dalam rangka JL.0103-Mn/131 dated March 30, 2007 in order to
relokasi jalan tol seksi Porong - Gempol, kebutuhan relocate the Porong-Gempol toll road section, the land
tanah untuk relokasi infrastruktur akan disediakan requirements for relocation of the infrastructure will be

oleh Pemerintah dan pelaksana konstruksi. provided by the Government and contractors.

Berdasarkan Surat Menteri Negara Badan Usaha Based on the Minister of State-Owned Enterprises Letter
Milik Negara No. S-196/MBU/2007 tanggal 4 April No. S-196/MBU/2007 dated April 4, 2007 regarding
2007 kepada Menteri Pekerjaan Umum dan Menteri the loss of part of Porong-Gempol toll road assets and
Keuangan sehubungan dengan kerugian atas hilangnya according to the Road Law No. 38 of 2004 and the
sebagian aset jalan tol seksi Porong-Gempol, maka State Finance Law No. 17 of 2003, the claim for losses
sejalan dengan Undang-undang Jalan No. 38 Tahun should be submitted by the Government through the
2004 dan Undang-undang Keuangan Negara No. 17 Departement of Public Works to PT Lapindo Brantas.
Tahun 2003, klaim atas kerugian dimaksud seharusnya
dilakukan oleh Pemerintah melalui Departemen

Pekerjaan Umum kepada PT Lapindo Brantas.

Pada tanggal 17 Juli 2007, melalui Surat Perusahaan On July 17, 2007, through the Company’s Letter No.AA.
No. AA.TN.02.1153, Perusahaan mengajukan tuntutan TN.02.1153, the Company claimed compensation
ganti rugi akibat genangan lumpur pada ruas jalan caused by mud floods in Porong Gempol Section to
tol seksi Porong-Gempol kepada PT Lapindo Brantas. PT Lapindo Brantas. The claim for loss of toll revenue
Klaim atas kerugian kehilangan pendapatan tol dan and additional expenditures arising from mud in
biaya tambahan lainnya akibat genangan lumpur pada Porong- Gempol Section until May 2007 amounted to
ruas Porong-Gempol sampai dengan bulan Mei 2007 Rp24,725 and the claim for damage to the toll road
adalah sebesar Rp24.725 dan klaim atas kerusakan amounted to Rp16,334.
jalan tol sebesar Rp16.334.
Dalam Surat Perusahaan No.AA.KU.02.1268. Based on the Company’s Letter No.AA.KU.02.1268

tanggal 7 Agustus 2007 kepada Menteri Pekerjaan dated August 7, 2007, to the Minister of Public Works,
Umum, Perusahaan menyampaikan antara lain the Company delivered such matter as readiness to
mengenai kesediaan Perusahaan untuk membiayai finance development for relocation Porong-Gempol
pembangunan relokasi ruas jalan tol Porong-Gempol toll road by estimating the reversion of investment
dengan memperhitungkan pengembalian investasi from new tariff (included reversion caused by un-
dari tarif baru (termasuk pengembalian akibat tidak function Porong-Gempol toll road section).
berfungsinya ruas jalan tol Porong-Gempol).
Surat Ketua Dewan Pengarah Badan Penanggulangan The letter of the Chairman of Direction Board of Mud
Lumpur Sidoarjo/ Menteri Pekerjaan Umum No. 20/ Prevention Agency Sidoarjo/ the Minister of Public
DPBPLS/2007 tanggal 24 September 2007 kepada Works No. 20/DPBPLS/2007 dated September 24, 2007
Menteri Negara BUMN menyebutkan antara lain to Minister of State-Owned Enterprises, mentioned
mengenai usulan pelaksanaan konstruksi jalan tol such proposal of construction and implementation of
Porong-Gempol dapat dilakukan oleh Perusahaan. Porong- Gempol toll road can be performed by the
Company.
Pada tanggal 14 Januari 2008, melalui Surat On January 14, 2008, through the Company’s Letter
Perusahaan No. AA.TN.02.50 kepada Menteri Negara No. AA.TN.02.50 to the Minister of State- Owned
BUMN. Perusahaan menyampaikan antara lain Enterprises, the Company reported loss until May 2007
mengenai jumlah klaim total kerugian sampai dengan amounting to Rp24,725 and requested assistance
bulan Mei 2007 sebesar Rp24.725 dan permohonan from the Government to facilitate through Law Bureau
bantuan agar Pemerintah memfasilitasi melalui and Public Relation of the Minister of State-Owned
Biro Hukum dan Humas Kementerian BUMN dalam Enterprises in solving the problem with PT Lapindo
menyelesaikan permasalahan dengan PT Lapindo Brantas by deliberation. Otherwise, the Company will
Brantas dengan musyawarah mufakat dan apabila take the case to the court.
musyawarah mufakat tersebut tidak dapat ditempuh
dapat mempertimbangkan untuk melakukan upaya
hukum di Pengadilan.
Pada tanggal 13 Mei 2009, melalui Surat Perusahaan On May 13, 2009, through Letter No.AA.TN.02.730
No. AA.TN.02.730 kepada Direktur Utama PT Lapindo to the President Director of PT Lapindo Brantas, the
Brantas, Perusahaan kembali mengajukan tuntutan Company claimed compensation due to closure of
ganti rugi akibat penutupan Ruas Jalan Tol Porong- the Porong- Gempol Toll Road Section. The claim for
Gempol. Adapun klaim atas kehilangan pendapatan
Profil Perusahaan
loss of toll revenue, loss of interest income and other

Company Profile
tol dan kehilangan keuntungan atas bunga sampai expenses, including demolishing cost of Porong Toll
dengan bulan Maret 2009 beserta biaya-biaya lainnya, Bridge until March 2009 totaling Rp71,976.
termasuk biaya pembongkaran Jembatan Tol Porong
adalah sebesar Rp71.976.
Pada tanggal 17 September 2009, melalui surat On September 17, 2009, through Letter No.
Perusahaan No. AA.TN.02.1286 kepada Direktur AA.TN.02.1286 to the President Director of PT

Utama PT Lapindo Brantas. Perusahaan kembali Lapindo Brantas, the Company claimed additional
mengajukan tambahan kenaikan besaran rugi atas compensation for the loss of toll revenue amounting
kehilangan pendapatan tol sebesar Rp76.942 dan to Rp76,942 and the loss of interest income until June
kehilangan keuntungan atas bunga sampai dengan 2009 amounting to Rp4,965.
bulan Juni 2009 yakni sebesar Rp4.965.
Pada tanggal 9 Februari 2010, Perusahaan mengirimkan On February 9, 2010, the Company sent Letter No.
surat No. AA.PR.02.94 tentang Relokasi Jalan Tol AA.PR.02.94 to BPJT and the copy was forwarded to
Ruas Porong-Gempol kepada BPJT yang ditembuskan the Minister of State-Owned Enterprises. The letter
kepada Menteri Negara BUMN. Surat tersebut dibuat was made based on the plan of Government (Ministry
dengan dasar bahwa Pemerintah (Kementerian of Public Works) to relocate Porong-Gempol Toll Road
PU) mempunyai rencana untuk melakukan relokasi affected by the mudflow.

terhadap jalan tol Ruas Porong- Gempol yang terendam
luapan lumpur Sidoarjo.
Pada tanggal 7 Februari 2011 BPJT melalui suratnya No. On February 7, 2011, BPJT, through its letter No. 70/
70/BPJT/KE/Jl.01.03/2011, memberikan persetujuan BPJT/KE/Jl.01.03/2011, gave an approval to carry out
untuk melakukan pelaksanaan relokasi Jalan Tol the relocation of the Surabaya-Gempol Toll Road
Surabaya- Gempol ruas Porong-Gempol yang dimana, in the Porong- Gempol section, where the target of
lahan yang menjadi sasaran proyek relokasi telah the relocation project had reached 81.77% and keep
mencapai pembebasan sebesar 81,77% dan terus going.
berjalan.
Pada tahun 2015, BPJT dan Perusahaan telah sepakat In 2015, BPJT and the Company agreed to determine
untuk menentukan besaran tarif yang diterapkan pada the tariff rate applied to the Surabaya-Gempol Toll
Jalan Tol Surabaya-Gempol pada Ruas Porong-Gempol, Road on the Porong- Gempol Section, as stated in
sebagaimana yang tertuang dalam Berita Acara the Minutes of Agreement on the Relocation of the
Kesepakatan tentang Relokasi Ruas Porong-Gempol Porong- Gempol Section on the Operation of the
pada Pengusahaan Jalan Tol Surabaya-Gempol No. 10/ Surabaya-Gempol Toll Road No. 10/BA/PT.6/2015.
BA/PT.6/2015.
Human Capital
Modal Insani
Sejak bulan Mei 2011, Perusahaan telah melakukan Since May 2011, the Company has carried out

aktivitas pembangunan relokasi jalan tol ruas Porong- construction activities for the relocation of the Porong-
Gempol. Sampai dengan tanggal 31 Desember 2019, Gempol toll road. As of December 31, 2019, the
Perusahaan telah menyelesaikan pembangunan paket Company has completed the construction of the last
terakhir ruas Porong-Gempol seksi Porong-Kejapanan package of the Porong- Gempol section of the Porong-
sesuai Berita Acara No. 66.5/BA-DIR/2018 dan No. Kejapanan section according to Minutes No. 66.5/BA-
66.6/BA-DIR/2018. DIR/2018 and No. 66.6/BA-DIR /2018.
Pada tanggal 14 Januari 2019, jalan tol ruas Porong On January 14, 2019, the Porong - Gempol toll road

- Gempol seksi Porong Kejapanan telah dioperasikan. section of the Porong Kejapanan section has been

operated.
Pada tanggal 30 Maret 2020, Pemerintah melalui On March 30, 2020, The Government through PUPR
Kementerian PUPR telah menetapkan kompensasi has set compensation for the Company in accordance
bagi Perusahaan sesuai dengan SK Menteri PUPR No. with the Decree of Ministry of PUPR No. BM.06.03-
BM.06.03-MN/587 tentang Perubahan Rencana Usaha MN/587 about the Amendment of Toll Road
Pengusahaan Jalan Tol Surabaya-Gempol. Keputusan Concession of Porong Gempol. The decision confirms
tersebut menegaskan terkait izin yang diberikan the permission given to the Company to establish new
kepada Perusahaan untuk membuat rute baru atas toll road route to mud-affected toll road section of PT
ruas jalan tol yang terdampak lumpur PT Lapindo Lapindo Brantas.

Brantas.
c. Gugatan Ganti Rugi dari Pemilik Tanah untuk c. Claims from Land Owners for Toll Road
Jalan Tol
Perusahaan masih menghadapi perkara litigasi/ The Company is facing several litigation cases filed by
gugatan dari beberapa orang yang mengklaim parties the construction of claimed to be the owners
sebagai pemilik tanah yang tanahnya digunakan of land whose land is used for Semarang Toll Road
untuk pembangunan Ruas Jalan Tol Semarang Seksi C Section, Surabaya Toll Road Section, JORR E1 Toll
C, Jalan Tol JORR W2, JORR E1, Jalan Tol Pondok Aren Road Section, JORR W2 Toll Road Section, Pondok

- Ulujami, Gempol- Pasuruan, dan Jalan Tol Belmera. Aren- Ulujami Toll Road, and Belmera Toll Gate. These
Penanganan perkara litigasi tersebut masih dalam litigation cases are still under trial in the District Courts,

proses peradilan di Pengadilan Negeri, Pengadilan the High Courts and the Supreme Court.
Tinggi, kasasi dan Peninjauan Kembali di Mahkamah
Agung.
d. Penggantian Lahan d. Land Exchange

JBT, entitas anak, memiliki kewajiban untuk JBT, a subsidiary, has a liabilities to construct office
membangun gedung kantor sesuai ketentuan di PPJT. building as required in PPJT. The construction of
Pembangunan gedung kantor tersebut akan dilakukan office building will be conducted in land owned by
di area lahan yang dimiliki oleh PT Angkasa Pura I (AP PT Angkasa Pura I (AP I) and PT Pelabuhan Indonesia
I) dan PT Pelabuhan Indonesia III (Persero) (Pelindo III). III (Persero) (Pelindo III). Since the construction of
Karena pembangunan gedung kantor tersebut di area the office building conducted in land owned by AP
lahan AP I dan Pelindo III, maka JBT memiliki kewajiban I and Pelindo III, JBT has liabilities to give the land
untuk memberikan penggantian lahan untuk AP I dan compensation to AP I and Pelindo III as follows:
Pelindo III dengan nilai sebagai berikut:
Dimiliki Area NJOP Harga Penilaian

No
Owned by Area NJOP Apraisal Price
1 Angkasa Pura I 3.404 m2 3.581 29.291

Pelindo III (darat)
522 m2 1.227 2.589
Pelindo III (land)
2
Pelindo III (perairan)
41.490 m2 - -
Pelindo III (water)
Total 4.808 31.880
JBT menerima surat tembusan dari Dirjen Bina Marga JBT received a copy letter from the Director General of
No. TB09.02-DB/496 tanggal 16 Juni 2017 Perihal Highways No. TB09.02-DB/496 dated June 16, 2017
Tanah HPL Angkasa Pura I. Dalam surat tersebut Dirjen regarding the Land of HPL Angkasa Pura I. In the letter
Bina Marga berpendapat bahwa lahan HPL milik PT DGH Bina Marga believes that PT Angkasa Pura I HPL
Angkasa Pura I tidak dapat diberikan ganti rugi kecuali land can not be given compensation for building,
terhadap bangunan, tanaman, dan benda-benda di plants and objects on HPL land.
atas lahan HPL.
JBT memiliki kewajiban untuk membangun gedung JBT has an obligation to build office buildings
kantor sesuai ketentuan di PPJT. Pembangunan in accordance with the provisions in PPJT. The
gedung kantor tersebut akan dilakukan di akses masuk construction of the office building will be carried out at
tol di jalan pelabuhan benoa. Luas tanah yang akan toll entry access on the Benoa Harbor Road. The total
dibangun kantor oleh perseroan seluas1.150 m2. land to be built by Office is obtained by the company
with an area of 1,150 m2.
Sampai dengan tanggal 31 Desember 2019, JBT telah As of December 31, 2019, JBT has signed the Sale and
menandatangani Akta Jual Beli No. 04 tanggal 11 Purchase Deed No. 04 of January 11, 2019 and Deed
Profil Perusahaan
Company Profile
Januari 2019 dan Akta Kuasa Jual No. 05 tanggal 11 of Sale No. 05 January 11, 2019 with land value of
Januari 2019 dengan nilai jual tanah yang diperoleh Rp13,200.
JBT sebesar Rp13.200
e. Pengembalian Investasi Pemerintah e. Return on Government Investment
JMKT, entitas anak, wajib mengembalikan investasi JMKT, a subsidiary, is obliged to return the
Pemerintah sebesar Rp203.792 yang dilakukan atas Government's investment amounting to Rp203,792
pembangunan ruas tol seksi I dan II. Investasi tersebut made on the construction of toll road sections I and
akan dikembalikan sesuai berita acara yang terlampir II. The investment will be returned according to the
di PPJT. Sampai dengan tanggal 31 Desember 2019, minutes attached on PPJT. As of December 31, 2019,
JMKT belum mengakui besaran jumlah terhutang JMKT has not recognized the amount owed due to
karena belum adanya nilai estimasi yang valid atas the absence of a valid estimate of the value on the
progres dan belum ada serah terima atas aset tersebut. progress and no handover of the asset.
JMB, entitas anak, wajib mengembalikan investasi JMB, a subsidiary, is obliged to return the Government's
Pemerintah sebesar Rp356.800 yang dilakukan atas investment amounting to Rp356,800 made on the
pembangunan ruas tol dari Ring Road Manado sampai construction of toll road from Ring Road Manado untill
SS Air Madidi ranging 14 Km. The investment will be

dengan SS Air Madidi sepanjang 14km. Investasi

tersebut akan dikembalikan sesuai berita acara yang returned according to the minutes attached on PPJT.
terlampir di PPJT selambat-lambatnya tahun 2054. At the latest in year 2054. As of December 31, 2019,
Sampai dengan tanggal 31 Desember 2019, JMRB JMB has not recognized the magnitude of the amount
belum mengakui besaran jumlah terhutang karena owed due to the absence of a valid estimate of the
belum adanya nilai estimasi yang valid atas progres value on the progress and no handover of the asset.
dan belum ada serah terima atas aset tersebut.
f. Gugatan PT Bangun Tjipta Sarana terkait f. Lawsuit of PT Bangun Tjipta Sarana regarding
Perjanjian Kerjasama Bagi hasil Jalan Tol Ruas Toll Road Revenue Sharing Agreement Cawang-
Cawang-Cibitung (Gugatan BTS BANI II) Cibitung Section (BTS BANI II Lawsuit)
Pada tanggal 17 Maret 1993, Perusahaan dan BTS On March 17, 1993, the Company and BTS signed an
membuat perjanjian kerjasama No. 171 tentang agreement No. 171 related to widening of Jakarta-
pelebaran Jalan Tol Jakarta - Cikampek ruas Cawang - Cikampek toll road Cawang-Cibitung section on
Cibitung di mulai STA 21+120 untuk jangka waktu 22 STA21+120. The agreement was held for 22 years and
tahun dan berakhir pada tanggal 15 September 2016. ended on September 15, 2016.
Pada tanggal 11 Agustus 2016, BTS melalui konsultan On August 11, 2016, BTS through its legal consultant
hukumnya menyampaikan surat tagihan No. 233/ submitted a bill No. 233/wecolaw/AE- AI-RBP/VIII/2016
wecolaw/AE-AI-RBP/VIII/2016 tanggal 11 Agustus dated August 11, 2016 to the Company regarding
2016 kepada Perusahaan mengenai tagihan porsi claim of BTS’s portion of revenue sharing on Cawang-
bagi hasil milik BTS atas pendapatan Tol pada Ruas Cibitung section (BTS Lawsuit II). BTS claimed the
Human Capital
Modal Insani
Cawang-Cibitung. BTS mengklaim Perusahaan tidak Company had never share their revenue sharing

pernah membagi porsi bagi hasil pada ruas jalan tol portion on section STA 21+120 to STA 21+787.
STA 21+120 sampai dengan STA 21+787.
Pada tanggal 16 Agustus 2016, BTS telah On August 16, 2016, BTS had filed a claim to the
menyampaikan gugatan kepada Perusahaan melalui Company through BANI with registration No. 880/VIII/
BANI dengan No Registrasi 880/VIII/ARB-BANI/2016 ARB-BANI/2016 with primary claim for the Company
mengenai tagihan sebagaimana tersebut di atas to pay BTS as follows:
dengan pokok gugatan agar Perusahaan membayar 1. Revenue sharing of Cawang-Cibitung section

kepada BTS sebagai berikut : amounted Rp211,958,032

1. Bagi hasil atas ruas Cawang–Cibitung sebesar 2. Interest of undistributed revenue sharing portion
Rp211.958.032 amounted 11% per annum since June 30, 1999,
2. Bunga atas tidak dibaginya porsi bagi hasil to the termination of agreement (September 15,
pendapat tol ruas Cawang-Cibitung sebesar 2016).
11% per tahun terhitung sejak tanggal 30 Juni
1999 sampai dengan berakhirnya perjanjian (15
September 2016).
Pada tanggal 19 Agustus 2016, Perusahaan telah On August 19, 2016, the Company replied by letter

membalas melalui surat No. AA.HK 02.1199 tanggal No. AA.HK02.1199 dated August 19, 2016 which

19 Agustus 2016 tersebut yang intinya mohon kepada asked BTS to submit supporting documents which will
BTS untuk menyampaikan bukti-bukti pendukung be used as evaluation by the Company.
yang akan dijadikan sebagai bahan evaluasi oleh
Perusahaan.
Pada tanggal 31 Agustus 2016, Sekjen BANI On August 31, 2016, the Secretary General of BANI
menyampaikan surat kepada Perusahaan yang intinya delivered a letter to the Company that essentially
Perusahaan diminta untuk memberikan jawaban requested the Company to provide written answers
secara tertulis dan memilih serta menunjuk seorang and to select and appoint an arbitrator.

arbiter.

Pada tanggal 13 Juni 2017, BANI telah menerbitkan On June 13, 2017, BANI has issued Decision No. 880 /
Putusan No. 880/VIII/ARB- BANI/2016, yang pada VIII / ARB-BANI / 2016, which in essence:
intinya: a. Order and require the Company to pay to BTS
a. Memerintahkan dan mewajibkan Perusahaan untuk amounting to Rp113,160,713.
membayar kepada BTS sebesar Rp113.160.713. b. Require the Company to refund 1⁄2 (half of)
b.
Mewajibkan kepada Perusahaan untuk administrative fees, inspection fees and arbitrator
mengembalikan 1⁄2 (seperdua) biaya administrasi, fees of Rp1,528,052 to the BTS.
biaya pemeriksaan dan biaya arbiter sebesar
Rp1.528.052 kepada BTS.
Pada tanggal 3 Agustus 2017, Perusahaan telah On August 3, 2017, the Company has submitted the
mengajukan permohonan pembatalan putusan BANI plea of cancellation regarding the award of BANI to
ke Pengadilan Negeri Jakarta Timur. Pada tanggal 10 East Jakarta District Court. On October 10, 2017, the
Oktober 2017, Pengadilan Negeri Jakarta Timur telah East Jakarta District Court has rejected the Company’s
menolak Permohonan Pembatalan Putusan BANI dari Request for Termination of the BANI Decision.
Perusahaan.
Pada tanggal 20 Oktober 2017, Perusahaan telah On October 20, 2017, the Company filed an appeal
mengajukan pernyataan Banding kepada Mahkamah to the Supreme Court through the East Jakarta District
Agung melalui Pengadilan Negeri Jakarta Timur. Court.
Perusahaan melalui Konsultan Hukum Adnan Buyung The Company through Legal Consultant Adnan
Nasution and Partner pada tanggal 20 Desember 2017 Buyung Nasution and Partner on December 20, 2017
telah menerima Relaas pemberitahuan dan Penyerahan has received Relaas notice and Delivery Counter
Kontra Memori Banding BTS. Dalam Relaas tersebut Appeal Memorandum of BTS. In Relaas it is notified
diberitahukan bahwa BTS telah menyampaikan Kontra that BTS has submitted Counter Memorandum Appeal
Memori Banding pada tanggal 5 Desember 2017. on December 5, 2017.

Berkas banding telah dilimpahkan oleh Pengadilan The appeal file has been delegated by the East Jakarta
Negeri Jakarta Timur kepada Mahkamah Agung RI District Court to the Supreme Court on January 19,
pada tanggal 19 Januari 2018. 2018.
Pada tanggal 1 Desember 2018, Perusahaan telah On December 1, 2018 the Company has submitted a
mengajukan Upaya Hukum Peninjauan Kembali ke Judicial Review Effort to the Supreme Court through
Mahkamah Agung melalui pengadilan negeri Jakarta the East Jakarta District Court. The Supreme Court has
Timur. Mahkamah Agung menyatakan permohonan rejected the Company’s request.
dari Perusahaan tidak dapat diterima.
Pada tanggal 28 Mei 2019, Perusahaan dan BTS On May 28, 2019, the Company and BTS has signed
telah menandatangani Perjanjian Perdamaian No. 39/ Amicable Settlement Agreement No. 39/KONTRAK-
Profil Perusahaan
KONTRAK-DIR/2019. Berdasarkan perjanjian tersebut, DIR/2019. Based on the agreement, the Company and
Company Profile
Perusahaan dan BTS telah setuju untuk mengakhiri BTS have agreed to settle all the disputes arising from
seluruh perselisihan yang timbul dari pelaksanaan the implementation of this agreement. The Company
Perjanjian ini. Perusahaan telah setuju untuk membayar has agreed to pay amounting to Rp114,689 to BTS, of
sebesar Rp114.689 kepada BTS, yang pembayarannya which the payment is divided into two terms:
dibagi ke dalam dua termin, yaitu: 1. First payment amounting to Rp54,669 will be paid
1. Pembayaran pertama sebesar Rp54.669 akan on May 28, 2019; and
dibayarkan pada tanggal 28 Mei 2019, dan 2. Second payment amounting to Rp60,020 will be
2. Pembayaran kedua sebesar Rp60.020 akan paid on May 31, 2019 at the latest.
dibayarkan paling lambat pada tanggal 31 Mei
2019.
Perusahaan telah membayar seluruh kewajiban The Company has paid all of the liabilities to BTS.
pembayaran tersebut kepada BTS.
g. Gugatan Ting, Aurelia Yuwita Elika dan Fransiscus g. Lawsuit Ting, Aurelia Yuwita Elika and Fransiscus
Prihadi kepada PT Marga Lingkar Jakarta (MLJ) Prihadi to PT Marga Lingkar Jakarta (MLJ)
Para penggugat mengklaim atas tanah di wilayah The plaintiffs claimed that the land in the North
Meruya Utara yang saat ini sudah terbangun menjadi Meruya area, which has now been built into W2 North
Jalan Tol W2 Utara, antara lain sebagai berikut: Toll Road, includes the following:
1. Tanah seluas 750 m2 yang berasal dari Girik C 1. 750 m2 land originating from Girik C 1472 Persil 28
1472 Persil 28 D II atas nama Nusih bin Saman; D II in the name of Nusih bin Saman; on the basis
dengan dasar klaim AJB No. 669/C/KMB/MU/1995 of AJB No.'s claim 669/C/KMB/MU/1995 dated
tanggal 29 Desember 1995 yang dibuat antara December 29, 1995 made between Siti Amenah
Siti Amenah selaku Penjual dan Wen Chen Siang as the Seller and Wen Chen Siang as the Buyer and
selaku Pembeli dan AJB No. 556/C/KMB/MU/1995 AJB No. 556/C/KMB/MU/1995 dated November
tanggal 10 November 1995 yang dibuat antara 10, 1995 made between Expert Wris Nusih bin
Ahli Waris Nusih bin Saman selaku Penjual kepada Saman as the Seller to Siti Amenah as the Buyer.
Siti Amenah selaku Pembeli. 2. Land area of 296 m2.; on the basis of claim No.
2. Tanah seluas 296 m .; dengan dasar klaim SHM No.
2 SHM 4163/Meruya Utara on behalf of Franciscus
4163/Meruya Utara atas nama Franciscus Prihadi Prihadi obtained from AJB No. 19/2014 on March
yang diperoleh dari AJB No. 19/2014 tanggal 13 13, 2014.
Maret 2014.
Pada tahun 1974, Pemda DKI Jakarta telah melakukan In 1974, the Regional Government of DKI Jakarta
pembebasan tanah Girik C 1473 Persil 28 D II atas nama had released Cikik C 1473 Persil 28 D II on behalf of
Nusih bin Saman, sehingga pada saat pembebasan Nusih bin Saman, so that when the land acquisition for
tanah untuk proyek Jalan Tol JORR W2 Meruya Utara the North JORR W2 Toll Road project took place, the
berlangsung, Tim P2T mendapat penyerahan tanah P2T Team received land transfer from the DKI Jakarta
dari Pemda DKI Jakarta. Government.
Human Capital
Modal Insani
MLJ dalam hal ini hanya berperan sebagai investor MLJ in this case only acts as an investor because the

karena proses pengadaan tanah mengacu pada UU land acquisition process refers to Law No. 2 of 2012
No. 2 Tahun 2012 tentang Pengadaan Tanah Bagi concerning Land Procurement for Development in
Pembangunan Untuk Kepentingan Umum, dimana the Public Interest, where those who procured the
yang melakukan pengadaan tanah tersebut adalah land were P2T Teams consisting of elements from
Tim P2T yang terdiri dari unsur Instansi Pemerintah. Government Agencies.
Pada tanggal 31 Januari 2019, Majelis Hakim PN On January 31, 2019, the West Jakarta District Court
Jakarta Barat telah memutuskan menolak permohonan Judges decided to reject the Plaintiff's petition. For this

Penggugat. Atas hal tersebut, Penggugat mengajukan reason, the Plaintiff filed a legal appeal for an appeal

upaya hukum permohonan banding ke Pengadilan to the Jakarta High Court.
Tinggi DKI Jakarta.
h. Gugatan PT Marga Setia Puritama (PT Jasamarga h. PT Marga Setia Puritama (PT Jasamarga Semarang
Semarang Batang) Batang) Lawsuit
MSP dan Pemerintah mengadakan perjanjian MSP and the Government entered into a concession
pengusahaan jalan tol ruas Semarang - Batang pada agreement for the Semarang - Batang toll road in
tahun 2006. Namun, MSP dinyatakan wanprestasi 2006. However, MSP was declared default because it
karena tidak memperpanjang jaminan pelaksanaan did not extend the guarantee of collateral, and did not

dan tidak memperbaiki wanprestasi tersebut dalam correct the default in the specified time as referred to

waktu yang ditentukan sebagaimana dimaksud dalam in the 2015 PPJT.
PPJT pada tahun 2015.
Akibat hal tersebut, Pemerintah melalui BPJT mengakhiri As a result of this, the Government through BPJT ended
PPJT dengan MSP. Dengan berakhirnya PPJT dengan PPJT with MSP. With the end of PPJT with MSP, the
MSP, maka BPJT dapat menetapkan kembali BUJT baru BPJT can reassign the new BUJT through an auction
melalui proses lelang yang kemudian dimenangkan process which is then won by PT Jasamarga Semarang
oleh PT Jasamarga Semarang Batang. Batang.

MSP mengajukan gugatan kepada BPJT dengan MSP filed a PMH lawsuit with BPJT on the grounds

alasan BPJT telah wanprestasi karena telah gagal that BPJT had defaulted because it had failed to met
memenuhi kewajiban pembebasan tanah jalan tol the obligation to acquire Semarang - Batang toll road
Semarang - Batang. Pada tanggal 30 Agustus 2018 land. On August 30, 2018 the Judges decided to reject
Majelis Hakim memutuskan menolak permohonan the Plaintiff's claim and stated that the Plaintiff's claim
gugatan Penggugat dan menyatakan bahwa gugatan could not be accepted. On this basis, MSP filed an
Penggugat tidak dapat diterima. Atas dasar tersebut, appeal on September 13, 2018.
MSP mengajukan banding pada tanggal 13 September
2018.
i. Gugatan Budiyanto Sutanto i. Lawsuit Budiyanto Sutanto

Gugatan dilatarbelakangi kecelakaan lalu lintas di The lawsuit was motivated by a traffic accident at
Gerbang Tol Dukuh 2 pada tanggal 9 Juni 2011 yang Dukuh 2 Toll Gate on 9 June 2011 which resulted in
mengakibatkan pultol (Zakaria) meninggal dunia Pultol (Zakaria) dying from being hit by a car Budiyanto.
karena tertabrak mobil Budiyanto. Atas kecelakaan Upon the accident, Budiyanto was found guilty and
tersebut, Budiyanto dinyatakan bersalah dan dijatuhi sentenced to criminal.
hukuman pidana.
Budiyanto merasa bahwa kecelakaan tersebut Budiyanto felt that the accident was caused by the
diakibatkan kelalaian Perusahaan, karena pada saat Company's negligence, because at that time there
itu terdapat gardu tol yang sudah tidak terpakai dan were toll booths that were already unused and there
terdapat papan “jalan terus” di gardu tersebut. were boards "going on" at the substation.
Atas dasar tersebut, Budiyanto mengajukan gugatan On this basis, Budiyanto filed a lawsuit against the
kepada Perusahaan melalui PN Jakarta Timur Company through the East Jakarta District Court and
dan menuntut sejumlah ganti rugi materil senilai demanded a material compensation amounting to
Rp150.218.000 (Rupiah penuh) nilai ganti rugi imateril Rp150,218,000 (full Rupiah) the value of immaterial
Rp15.000.000.000 (Rupiah penuh) Majelis Hakim PN compensation of Rp15,000,000,000 (full Rupiah). The
Jakarta Timur menolak gugatan Budiyanto Sutanto East Jakarta District Court Judges rejected Budiyanto
dan menyatakan bahwa gugatan Penggugat tidak Sutanto's claim and stated that the Plaintiff's claim
dapat di terima. could not be accepted.
Budiyanto Sutanto kemudian menyatakan banding Budiyanto Sutanto then declared an appeal on May 28,
tanggal 28 Mei 2018 dan pada bulan Maret 2019, 2018 and in March 2019, the DKI Jakarta High Court
Hakim Pengadilan Tinggi DKI Jakarta memutus Judge ruled the case with No. 718/Pdt/2018/PT.DKI
perkara dengan No.718/Pdt/2018/PT.DKI dengan with amar rejected the appeal submitted by Budiyanto
amar menolak permohonan banding yang diajukan Sutanto. On the basis of the aforementioned matters,
oleh Budiyanto Sutanto. Atas dasar hal dimaksud, Budiyanto Sutanto submitted a request for an appeal.
Budiyanto Sutanto mengajukan permohonan upaya
hukum kasasi.
j. Gugatan Perjanjian Pembangunan Simpang j. Road Interchange Karawang Barat STA 47+130
Susun Karawang Barat STA 47+130 Development Agreement Lawsuit
Profil Perusahaan
Pada tanggal 27 November 2007 Perusahaan On November 27, 2007 the Company and PT
Company Profile
dan PT Maligi Permata Industrial Estate (Maligi) Maligi Permata Industrial Estate (Maligi) signed the
telah menandatangani Berita Acara Kesepakatan Minutes of the Modification of the West Karawang
Pembangunan Modifikasi Simpang Susun Karawang Interchange Modification Development Agreement
Barat Jalan Tol Jakarta-Cikampek STA 47+130 No. 78/ Jakarta-Cikampek Toll Road STA 47 + 130 No. 78/BA-
BA- DIR/2007. DIR/2007.
Pada tanggal 01 Mei 2009, Perusahaan dan Maligi On May 1, 2009, the Company and Maligi made a
membuat Perjanjian Pembangunan Modifikasi/ Modification/Extension Development Agreement for
perluasan Simpang Susun Karawang Barat STA. the Karawang Barat STA Interchange. 47 + 130, where
47+130, dimana perjanjian ini mencabut perjanjian this agreement revokes the Deed of Agreement No. 2
Akta Perjanjian No 2 tanggal 13 Desember 2001 dated December 13, 2001 on the Construction of the
Pembangunan Modifikasi Simpang Susun Karawang Modified Intersection of West Karawang as stated in
Barat sebagaimana angka 3 di atas. number 3 above.
Kewajiban Maligi berdasarkan perjanjian adalah Maligi's obligations under the agreement are as
sebagai berikut: follows:
a. Melakukan pembangunan Simpang susun a. Carry out construction of Interchanges in

sesuai dengan Jangka Waktu Membangun yang accordance with the Building Period stipulated by
ditetapkan oleh Menteri PUPR, yaitu 2 tahun sejak the Minister of PUPR, which is 2 years since June
tanggal 12 Juni 2007. 12, 2007.
b. Menyerahkan jaminan pembangunan Simpang b. Submit guarantee for the construction of the
susun berupa Sertifikat Hak Atas Tanah seluas Interchange in the form of a Certificate of Land
5.750m2 yang terletak di Desa Sukulayu, Rights covering an area of 5,750m2 located in
Kecamatan Teluk Jambe, Kab Karawang, Jawa Sukulayu Village, Teluk Jambe District, Karawang
Barat. Regency, West Java.
c. Melakukan pemeliharaan dan perbaikan terhadap c. Perform maintenance and repairs to damage
kerusakan simpang susun dalam jangka waktu to interchanges within a period of 2 years after
2 tahun setelah tanggal pengoperasian, serta the date of operation, and submit maintenance
menyerahkan jaminan pemeliharaan sebesar 5% guarantees of 5% of the Project Value in the form
dari Nilai Proyek dalam bentuk Bank Garansi. of a Bank Guarantee.
d. Menanggung kekurangan biaya Operation d. Bear the shortfall in Operation Management (OM)
Management (OM) sampai akumulasi pendapatan costs until the accumulated generated toll revenue
tol dalam satu tahun lebih besar atau sama besar in one year is greater or equal to OM Costs; or the
dengan Biaya OM; atau volume lalu lintas aktual di actual traffic volume in 2014 has reached 49,749
tahun 2014 telah mencapai 49.749 kendaraan per vehicles per day.
hari.
Human Capital
Modal Insani
e.
Perhitungan kekurangan biaya Operation e. The calculation of Operation Management (OM)

Management (OM) dihitung selama satu tahun cost shortages is calculated for one year and is
dan dilakukan oleh tim yang dibentuk oleh carried out by a team formed by the Company
Perusahaan dan Maligi, dikurangi uang sebesar and Maligi, minus Rp15,227,080,628 (full Rupiah)
Rp15.227.080.628 (Rupiah penuh) yang sudah already paid by Maligi in 2002. The formula for
dibayar oleh Maligi pada tahun 2002. Adapun calculating the generated toll revenue is regulated
formula perhitungan pendapatan tol bangitan in Article 10 paragraph 3 of the Agreement .
diatur dalam Pasal 10 ayat 3 Perjanjian.

Pada tanggal 7 Februari 2013 Perusahaan dan Maligi On February 7, 2013 the Company and Maligi held a

mengadakan rapat untuk membahas mekanisme meeting to discuss the OM fee collection mechanism
penagihan biaya OM terkait modifikasi Simpang related to the modification of the West Karawang
Susun Karawang Barat. Berdasarkan hasil rapat Direksi Intersection. Based on the results of the meeting of the
Perusahaan dan Maligi disepakati membentuk tim Directors of the Company and Maligi which agreed to
Evaluasi Perhitungan kekurangan Biaya OM melalui form an Evaluation Team for the Calculation of OM
Keputusan Direksi No. 129/KPTS/2013 dan 274/ Cost Shortfalls through Directors Decree No. 129/
MPIE/9/13 tanggal 18 September 2013. KPTS/2013 and 274/MPIE/9/13 dated September 18,
2013.
Pada tanggal 16 September 2015 Perusahaan dan On September 16, 2015 the Company and Maligi held

Maligi mengadakan rapat mengenai pembahasan a meeting to discuss of the realization of operational
realisasi biaya operasional dan pemeliharaan serta and maintenance costs and revenue of the Simpang
pendapatan tol Simpang Susun Karawang Barat Susun Karawang Barat toll road with the results
dengan hasil antara lain: including:
a.
Maligi menjelaskan bahwa perhitungan a. Maligi explained that the calculation of the toll
pendapatan tol bangkitan tidak dapat dilakukan revenue cannot be done through an agreement
dengan hanya perjanjian, melainkan dengan kajian only, but with a traffic review conducted by a
ulang lalu lintas yang dilakukan oleh Konsultan Consultant in 2008;
pada tahun 2008; b. The Company asked Maligi to invite the traffic
b. Perusahaan meminta Maligi untuk mengundang study consultant.

konsultan studi lalu lintas tersebut.

Perusahaan melalui surat No. BC.KU02.672 tanggal The Company through a letter No. BC.KU02,672 dated
8 Februari 2017 menyampaikan Tagihan Beban February 8, 2017 submitted invoice for the Operational
Operasional dan Maintenance Gerbang Tol Karawang and Maintenance Charges of West Karawang Toll
Barat 2 mulai triwulan kedua tahun 2009 sampai Gate from 2 second quarter of 2009 to fourth quarter
dengan triwulan keempat tahun 2016 sejumlah of 2016 totaling Rp23,068,125,561 (full Rupiah).
Rp23.068.125.561 (Rupiah penuh).
Maligi melalui surat No. 190/FA/III/2017 tanggal 21 Maligi through a letter No. 190/FA/III/2017 dated 21
Maret 2017 menyampaikan kepada Perusahaan bahwa March 2017 informed the Company that based on the
berdasarkan hasil audit yang dilakukan oleh Maligi, audit results conducted by Maligi, the total lost on the
total beban yang atas gerbang tol karawang barat yang West Karawang toll gate that must be borne by Maligi
harus ditanggung Maligi adalah Rp8.048.932 (Rupiah was Rp8,048,932 (full Rupiah) and requested the
penuh) dan meminta Perusahaan untuk melakukan Company to revise the invoice previously sent invoice.
revisi atas faktur yang sebelumnya dikirim.
Pada tanggal 3 Mei 2017, Perusahaan melalui Jakarta- On May 3, 2017, the Company through Jakarta-
Cikampek dan Maligi melaksanakan rapat koordinasi. Cikampek and Maligi held a coordination meeting. At
Pada rapat tersebut, Perusahaan dan Maligi sepakat the meeting, the Company and Maligi agreed to make
untuk melakukan koreksi atas perhitungan kekurangan corrections to the calculation of OM cost shortages.
biaya OM. Atas koreksi perhitungan tersebut, Due to the correction in the calculation, the Company
Perusahaan menyampaikan perhitungan kekurangan conveyed the calculation of OM cost shortages to
biaya OM menjadi Rp16.721.898.242 (Rupiah penuh). become Rp16,721,898,242 (full Rupiah). This fee
Biaya ini belum termasuk defisit yang harus ditanggung does not include deficits that must be borne by Maligi
Maligi sebesar Rp1.494.818.242 (Rupiah penuh). Hasil amounting to Rp1,494,818,242 (full Rupiah). The
rapat ini telah disampaikan notulen rapat pada tanggal results of this meeting have been submitted minutes
8 Mei 2017 melalui surat No. CB.TR05.1831. of the meeting on May 8, 2017 through letter No.
CB.TR05.1831.
Pada tanggal 20 Juni 2017, Maligi melalui surat No. On June 20, 2017, Maligi via letter No. 094/MPIE/
094/MPIE/VI/2017 mengembalikan faktur tagihan VI/2017 return the Company invoice for bills due to
Perusahaan dikarenakan angka dalam faktur berbeda because the figures in the invoice differ from Maligi’s
dengan angka berdasarkan hasil audit Maligi. audit result.
Selanjutnya, Maligi secara sepihak menitipkan Furthermore, Maligi unilaterally left a shortfall in
kekurangan biaya operasional dan pemeliharaan operational costs and maintenance of the West
simpang susun karawang barat ke Pengadilan Negeri Karawang Interchange to the Karawang District Court
Karawang sejumlah Rp7.946.651.302 (Rupiah penuh) in the amount of Rp7,946,651,302 (full Rupiah) and
dan Pengadilan Negeri Karawang melalui Pengadilan the Karawang District Court through the East Jakarta
Negeri Jakarta Timur telah menyampaikan hal District Court submitted the offer to the Company on
penawaran tersebut kepada Perusahaan pada tanggal June 22, 2017.
22 Juni 2017.
Perusahaan, melalui surat No. AA.HK02.1086 tanggal The Company, through a letter No. AA.HK02.1086
11 Juli 2017 menolak penawaran Maligi karena dated July 11, 2017 rejected Maligi's offer because the
jumlahnya tidak sesuai dengan kewajiban Maligi amount did not match with Maligi's obligations in the
Profil Perusahaan
Company Profile
dalam perjanjian. agreement.
Pada tanggal 11 Januari 2019, Perusahaan menerima On January 11, 2019, the Company accepted the first
relaas panggilan sidang pertama atas gugatan court summons for a lawsuit filed by Maligi to the
yang diajukan Maligi kepada Perusahaan pada Company at the Karawang District Court with case
Pengadilan Negeri Karawang dengan perkara No. No.104/Pdt/G/2018/PN.Kwg. Through this case, the
104/Pdt/G/2018/PN.Kwg. melalui relaas tersebut, Company received information that Maligi had first
Perusahaan mendapatkan informasi bahwa Maligi filed a lawsuit on December 20, 2019 without giving a
telah lebih dahulu mengajukan gugatan pada tanggal response to the subpoena submitted by the Company.
20 Desember 2019 tanpa memberikan tanggapan atas
somasi yang disampaikan Perusahaan.
Dalam gugatannya, Maligi selaku Penggugat In the lawsuit, Maligi as the Plaintiff submitted the
menyampaikan dalil dan tuntutan kepada Perusahaan argument and demand to the Company as the
selaku Tergugat, antara lain: Defendant, including:
a. Dalil: a. Grounds:
i. Perhitungan Kekurangan beban biaya OM i. The calculation of the OM Cost Expense

oleh PT LAPI Ganeshatama telah tepat shortage by PT LAPI Ganeshatama is correct

dan berdasarkan perjanjian. Penggugat and based on the agreement. The Plaintiff
mempertimbangkan tabel layanan gardu considers the average substation service table
rata-rata berdasarkan Lampiran IV Akta No. 1 based on Attachment IV Deed No. 1 dated May
tertanggal 1 Mei 2008 dan Pasal 10 ayat (7) 1, 2008 and Article 10 paragraph (7) Deed No.
Akta No. 1 tertanggal 1 Mei 2009. 1 dated May 1, 2009.
ii. Perjanjian sudah sepatutnya berakhir karena ii. The agreement was duly terminated because it
sudah tidak sesuai dengan kondisi saat itu. Pasal was not in accordance with the conditions at
10 ayat (7) Akta No. 1 tertanggal 1 Mei 2009 that time. Article 10 paragraph (7) Deed No.
digunakan Penggugat sebagai pembenaran 1 dated May 1, 2009 was used by the Plaintiff
perhitungan penanggungan kekurangan Biaya as a justification for calculating the shortfall of
OM yang dihitung Penggugat dan/atau PT LAPI OM Cost calculated by the Plaintiff and/or PT
Ganeshatama. LAPI Ganeshatama.
iii. Penggugat menyatakan sudah tidak memiliki iii. The Plaintiff stated that it no longer had the
kewajiban lagi untuk membayar Biaya OM obligation to pay OM Fees for the period of
untuk periode 2017 sampai dengan seterusnya 2017 onwards, and stated that it had paid the
serta menyatakan telah melakukan pembayaran OM Cost for the period 2009 to 2016 with the
penanggungan Biaya OM periode 2009 sampai Consignment mechanism and according to the
dengan 2016 dengan mekanisme Konsinyasi LAPI Ganeshtama Audit Results the daily traffic
dan menurut Hasil Audit LAPI Ganeshatama calculation mechanism was not appropriate and
Human Capital
Modal Insani
mekanisme perhitungan lalu lintas harian sudah would not be met the conditions of termination

tidak sesuai dan tidak akan memenuhi kondisi of the agreement so that the agreement is duly
pengakhiran perjanjian sehingga perjanjian terminated.
sudah sepatutnya berakhir.
b. Tuntutan: b. Claims:
i. Declaring legality and binding on the audit
i. Menyatakan sah dan mengikat hasil audit PT
results of PT LAPI Ganeshatama related to the
LAPI Ganeshatama terkait dengan perhitungan
calculation of the amount of OM costs that
besaran biaya OM yang harus dibayarkan
must be paid by the Plaintiff to the Defendant,
Penggugat kepada Tergugat, yaitu sebesar

amounting to Rp7,946,651,302 (full Rupiah);

Rp7.946.651.302 (Rupiah penuh);
ii. Stating legality and binding Maligi consignment
ii. Menyatakan keabsahan dan mengikat
to the Company;
konsinyasi Maligi kepada Perusahaan;
iii. Declare agreement based on the Deed No. May
iii. Menyatakan perjanjian berdasarkan Akta
1, 2009 between Maligi and the Company
No. 1 tanggal 1 Mei 2009 antara Maligi dan
ended;
Perusahaan berakhir;
iv. Stating that Maligi has no obligation to pay the
iv. Menyatakan bahwa Maligi tidak memiliki
OM fee shortage.
kewajiban membayar kekurangan biaya OM.

Pada tanggal 11 Desember 2019, Majelis Hakim On December 11, 2019, the Panel of Judges at the

Pengadilan Karawang membacakan amar putusan Karawang Court read the case ruling No. 104/
perkara No. 104/Pdt/G/2018/PN.Kwg sebagai berikut: Pdt/G/2018/ PN. Kwg are as follows:
a. Menyatakan sah dan mengikat hasil audit PT LAPI a. Declaring legality and binding on the audit results of
Ganeshatama terkait dengan perhitungan besaran PT LAPI Ganeshatama related to the calculation of
biaya OM yang harus dibayarkan Penggugat the amount of OM costs that the Plaintiff must pay
kepada Tergugat, yaitu sebesar Rp7.946.651.302; to the Defendant, amounting to Rp7,946,651,302;
b. Menyatakan Perjanjian Pembangunan Modifikasi/ b. Stating the Modification/Extension Development
Perluasan Simpang Susun Karawang Barat Jalan Agreement for the Karawang Barat Interchange
Tol Jakarta- Cikampek Secara Hibah yang tertuang in the Jakarta - Cikampek Toll Road in a Grant as
dalam Akta No. 1 tanggal 1 Mei 2009 antara Maligi stipulated in the Deed No. 1 May 1, 2009 between

dan Perusahaan berakhir; Maligi and the Company ended;

c. Menyatakan Penggugat tidak memiliki kewajiban c. States the Plaintiff has no obligation to pay OM
untuk membayar biaya OM pada periode 2017 fees from 2017 onwards.
sampai dengan seterusnya.
Adapun pertimbangan Majelis Hakim dalam memutus The consideration of the Panel of Judges in deciding
perkara tersebut, antara lain: the case, among others:
a. Penggugat mempunyai hak untuk melakukan a. The Plaintiff has the right to conduct an audit after
audit setelah tidak tercapainya kesepakatan Tim the Joint Team's agreement was not reached in
Bersama dalam menentukan perhitungan biaya determining the OM cost calculation, therefore the
OM, sehingga besaran biaya OM yang tepat exact OM fee amount is to follow the audit results
adalah dengan mengikuti hasil audit dari PT LAPI from PT LAPI Ganeshatama;
Ganeshatama; b. There are circumstances which make it difficult to
b. Terdapat keadaan yang menyebabkan sulitnya meet the changes in conditions for terminating
pemenuhan perubahan kondisi pengakhiran the agreement that are difficult to achieve, so the
perjanjian sulit untuk dicapai, sehingga Majelis Panel of Judges declared the termination of the
Hakim menyatakan pengakhiran Akta No. 1 Deed No. 1 May 1, 2009 is eligible to be granted.
tanggal 1 Mei 2009 layak untuk dikabulkan.
Menanggapi putusan tersebut, Perusahaan telah In response to the decision, the Company has filed an
melakukan upaya banding tanggal 23 Desember appeal on December 23, 2019 to the West Java High
2019 pada Pengadilan Tinggi Jawa Barat melalui Court through the Registrar of the Karawang District
Kepaniteraan Pengadilan Negeri Karawang. Court.
k. Kerjasama Pengoperasian Jalan Tol Jakarta Outer k. Jakarta Outer Ring Road (JORR) Toll Road
Ring Road (JORR) Operation Cooperation
Berdasarkan Berita Acara Kesepakatan Integrasi JORR Based on the Official Report on JORR Integration
No. 82/BA/Pt.6/2018 tanggal 21 September 2018, Agreement No. 82 / BA / Pt.6 / 2018 dated September
pelaksanaan integrasi dan proporsi bagi hasil yang 21, 2018, the implementation of integration and the
akan digunakan secara terus menerus adalah sebagai profit sharing proportion that will be used continuously
berikut: are as follows:
1. PT Jakarta Lingkarbarat Satu (JLB) selaku operator 1. PT Jakarta Lingkarbarat Satu (JLB) as operator of
Ruas JORR W1 sebesar 15,32% dari realisasi total JORR W1 Section is 15.32% of the total realization
pendapatan tol integrasi JORR; of JORR integrated toll revenues;
2. PT Marga Lingkar Jakarta, Anak Perusahaan, selaku 2. PT Marga Lingkar Jakarta, a Subsidiary, as the
operator Ruas JORR W2U sebesar 9,59% dari operator of the JORR W2U Section is 9.59% of
realisasi total pendapatan tol integrasi JORR; the total realization of the JORR integration toll
revenue;
3. Perusahaan selaku operator Ruas JORR W2S, 3. The Company as operator of JORR W2S, E1, E2, E3
E1, E2, E3 sebesar 32,69% dari realisasi total Sections is 32.69% of the total realization of JORR
pendapatan tol integrasi JORR; integrated toll revenues;
Profil Perusahaan
Company Profile
4. Perusahaan selaku operator Ruas Ulujami- Bintaro 4. The Company as the operator of the Ulujami-
Viaduct-Pondok sebesar 5,05% dari realisasi total Bintaro Viaduct-Pondok Section is 5.05% of the
pendapatan tol integrasi JORR; total realization of JORR integration toll revenues;
5. PT Hutama Karya (Persero) selaku operator 5. PT Hutama Karya (Persero) as operator of JORR S
Ruas JORR S sebesar 24,23% dari realisasi total Section is 24.23% of the total realization of JORR
pendapatan tol integrasi JORR; integration toll revenues;
6. PT Hutama Karya (Persero) selaku operator Ruas 6. PT Hutama Karya (Persero) as the operator of the
ATP sebesar 13,12% dari realisasi total pendapatan ATP Section is 13.12% of the total realization of
tol integrasi JORR; the JORR integration toll revenue;
PENCAPAIAN TARGET 2019 DAN TARGET 2020
Human Capital
Modal Insani
2019 and 2020 Target Achievements
TARGET 2019 DAN REALISASINYA
Target of 2019 and its Realization

Tabel Perbandingan Target 2019 dan Realisasinya

Table of Target of 2019 and its Realization
(dalam miliar Rupiah, kecuali dinyatakan lain) (in billions Rupiah, unless otherwise stated)
Uraian Target 2019 Realisasi 2019 Pencapaian
Description 2019 Target 2019 Realization Achievement
(1) (2) (3) (4) = 3/2 x 100%
Keuangan
Finance
Aset

94.681 99.680 105,3%
Asset

Pendapatan Tol dan Usaha Lain
11.506 10.984 95,5%
Toll Revenue and Other Businesses
EBITDA 6.817 6.882 101,0%
EBITDA Margin (%) 59,2% 62,7% 105,7%
Belanja Modal
27.242 20.711 71,6%
Capital Expenditures
Pengembangan Bisnis
Business development
Penambahan Panjang Jalan Tol Beroperasi (km)
243 162 66,5%
Addition of Operational Toll Road Length (km)

Sumber Daya Manusia
Human Resources
Jumlah Karyawan (Orang)
8.185 8.311 101,5%
Number of Employees (People)
Operasi
Operation
Volume Lalu Lintas (Juta Transaksi)
1.293 1.195 92,4%
Traffic Volume (Million Transactions)

Pada tahun 2019, aset Perseroan mencapai Rp99,68 In 2019, the Company's assets reached Rp99.68 trillion or

triliun atau 105,3% dari target yang ditetapkan sebesar 105.3% of the target set at Rp94.68 trillion. Achievement
Rp94,68 triliun. Pencapaian yang melebihi target tersebut that exceeds the target is closely related to the massive
berkaitan erat dengan masifnya ekspansi bisnis yang business expansion held by the Company in the financial
digelar Perseroan pada tahun buku. year.
Sementara untuk realisasi pendapatan tol dan usaha Meanwhile, the realization of toll and other business
lain berada sedikit di bawah target yaitu sebesar revenues is slightly below the target of 95.5%. Likewise,
95,5%. Demikian pula pencapaian target belanja modal the achievement of the capital expenditure target is
yaitu sebesar 71,6%. Pencapaian di bawah target ini 71.6%. Achievement under this target relates to the delay
berhubungan dengan mundurnya penyelesaian konstruksi in completion of new toll road construction.
jalan tol baru.
TARGET 2020
Target of 2020
Manajemen Perseroan telah menyusun rencana kerja The Company's management has prepared a work plan
untuk tahun 2020 dengan mempertimbangkan kondisi for 2020 taking into account the economic conditions and
ekonomi dan industri jalan tol tahun 2019 serta proyeksi toll road industry in 2019 as well as the projected national
perekonomian nasional dan industri jalan tol di 2020. economy and the toll road industry by 2020.
Tabel Target 2020

Table Target of 2020
Uraian Target 2020
Description Target of 2020
Keuangan
Finance
Aset
111.430,87
Asset
Pendapatan Tol dan Usaha Lain
13.651,13
Toll revenue and Other Businesses
EBITDA 8.997,80
EBITDA Margin (%) 65,91%
Belanja Modal
13.971,74
Capital Expenditures
Pengembangan Bisnis
Business development
Profil Perusahaan
Company Profile
Penambahan Panjang Jalan Tol Beroperasi (km)

202
Addition of Operational Toll Road Length (km
Sumber Daya Manusia
Human Resources
Jumlah Karyawan (Orang)
8.408
Number of Employees (People)
Operasi
Operation
Volume Lalu Lintas (Juta Transaksi)
Traffic Volume (Million Transactions)
1.329
INFORMASI DAN FAKTA MATERIAL SETELAH TANGGAL
Human Capital
Modal Insani
LAPORAN AKUNTAN
Information and Material Facts After the Date of Accountant Reports

Berikut ini Informasi dan Fakta Material Setelah Tanggal Following are the Information and Material Facts After the

Laporan Akuntan: Date of the Accountant's Report:
1. Berdasarkan Operasi Perusahaan telah dan mungkin 1. The Company operation has and may continue to be
terus dipengaruhi oleh penyebaran virus Covid-19 yang impacted by the outbreak of Covid-19 virus which
dimulai di Cina dan kemudian menyebar ke negara- started in China and subsequently spread to other
negara lain termasuk Indonesia. Efek virus Covid-19 countries including Indonesia. The effects of Covid-19
terhadap ekonomi global dan Indonesia termasuk efek virus to the global and Indonesian economy include
terhadap pertumbuhan ekonomi, penurunan pasar effect to economic growth, decline in capital markets,
modal, peningkatan risiko kredit, depresiasi nilai tukar increase in credit risk, depreciation of foreign currency
mata uang asing dan gangguan operasi bisnis. Efek exchange rates and disruption of business operation.

masa depan dari virus Covid-19 terhadap Indonesia The future effects of the outbreak of Covid-19 virus to
dan Perusahaan masih belum dapat ditentukan saat Indonesia and the Company are unclear at this time.
ini.
Sampai dengan tanggal laporan keuangan ini, telah As of the date of this financial statements, there
terjadi penurunan Indeks Harga Saham Gabungan has been decline in the Indonesia Stock Exchange
(IHSG), Indeks Harga Obligasi Gabungan (ICBI), dan Composite Index (IHSG), Indonesian Composite Bond
nilai tukar mata uang Rupiah terhadap mata uang Index (ICBI) and Rupiah foreign currency exchange
asing yang sebagian disebabkan oleh dampak virus rates which partially due to impact of Covid-19 virus.
Covid-19.
2. Berdasarkan Keputusan Presiden Republik Indonesia 2. Based on the Republic of Indonesia's Presidential Decree

No. 49/TPA, tentang Pengangkatan dalam Jabatan No. 49/TPA, concerning Appointment in the Position
Pimpinan Tinggi Madya di Lingkungan Kementerian of Middle Senior Leadership in the Environment of the
Badan Usaha Milik Negara, dan berdasarkan Surat Ministry of State-Owned Enterprises, and based on the
Direksi Perusahaan No. AA.H004.238. tanggal 3 Letter of Directors of the Company No. AA.H004.238.
Maret 2020, Sdr. Alex Denni selaku Direktur Human March 3, 2020, Mr. Alex Denni as the Company’s
Capital dan Transformasi Perusahaan telah ditetapkan Director of Human Capital and Transformation has
dan ditugaskan sebagai Deputi Bidang Sumber Daya been appointed and assigned as Deputy for Human
Manusia Teknologi dan Informasi Kementerian Resources Technology and Information at the Ministry
BUMN, dan Sdr. Mohammad Sofyan, Direktur Bisnis of SOEs, and Mr. Mohammad Sofyan, the Company’s
Perusahaan, ditunjuk sebagai Pejabat sementara. Business Director, was appointed as a temporary
Officer.

3. Pada tanggal 13 Februari 2020, Perusahaan melakukan 3. On February 13, 2020, the Company drew down debt

penarikan utang pada fasilitas pinjaman di PT Bank at the loan facilities at PT Bank Mandiri (Persero) Tbk,
Mandiri (Persero) Tbk, PT Bank Central Asia Tbk, PT PT Bank Central Asia Tbk, PT Bank CIMB Niaga Tbk, PT
Bank CIMB Niaga Tbk, PT Bank Permata Tbk, dan Bank Permata Tbk, and PT Bank Shinhan with a total
PT Bank Shinhan dengan total penarikan sebesar drawdown of Rp1,000,000,000,000 (full Rupiah).
Rp1.000.000.000.000 (Rupiah penuh).
4. Pada Bulan Maret, JJC melakukan penarikan pinjaman 4. In March, JJC made a loan drawdown amounting to
sebesar Rp10.009.122.069.435 (Rupiah penuh). Rp10,009,122,069,435 (full Rupiah).
5. Pada tanggal 13 April 2020, Perusahaan melalui JTT, 5. On April 13, 2020, the Company, through JTT, carried
melakukan buyback atas unit penyertaan Dana Investasi out a buyback of the investment unit in the form of
Infrastruktur Berbentuk Kontrak Investasi Kolektif Collective Investment Contract (DINFRA) in the first
(DINFRA) tahap pertama sebesar Rp46.278.400.000 phase of Rp46,278,400,000 (full Rupiah).
(Rupiah penuh).
6. Berdasarkan Kepmen PUPR No. 1231/KPTS/M/2019 6. Based on PUPR Decree No. 1231/KPTS/M/2019 dated
tanggal 31 Desember 2019 tentang Penetapan tarif 31 December 2019 concerning the establishment of
dan sistem pengumpulan tol secara integrasi pada jalan tariffs and integrated toll collection systems on the
tol lingkar dalam kota Jakarta, berlaku 7 (tujuh) hari inner- city ring toll roads in Jakarta, valid 7 (seven)
kalender setelah Keputusan Menteri ini ditetapkan. calendar days after this Ministerial Decree is stipulated.
Berikut tarif tol terjauh: Following the farthest toll rates:
Golongan
Ruas Group
No
Section
I II III IV V
Lingkar Dalam Kota Jakarta (Termasuk

CMNP) (ATL: 12 km)
1 10.000 15.000 15.000 17.000 17.000
Jakarta Inner Ring Road (Including CNMP)
(ATL: 12 km)
7. Berdasarkan, KEPMEN PUPR NO. 1250/KPTS/M/2019, 7. Based on, PUPR KEPMEN NO. 1250/KPTS/M/2019,
tanggal 31 Desember 2019, berlaku 7 (tujuh) hari December 31, 2019, valid 7 (seven) calendar days after
kalender setelah Keputusan Menteri ini ditetapkan. this Ministerial Decree is stipulated. The adjustment of
Penyesuaian tarif tol ruas Gempol - Pandaan Tahap I Gempol - Pandaan Phase I toll road tariffs for the toll
untuk ruas tersebut adalah sebagai berikut: road sections are as follows:
Golongan
Ruas Group
No
Section
I II III IV V
PT Jasamarga Pandaan Tol (Gempol-

Pandaan) Tahap I (Pandaan IC-Pandaan)
1 11.000 18.500 18.500 23.500 23.500
PT Jasamarga Pandaan Tol (Gempol-
Pandaan) Stage 1 (Pandaan IC-Pandaan)
tanggal 31 Desember 2019 untuk ruas Nusa Dua - December 31, 2019 for the Nusa Dua - Ngurah Rai -
Ngurah Rai - Benoa yang dikelola PT Jasamarga Bali Benoa section managed by PT Jasamarga Bali Tol, valid
Tol, berlaku 7 (tujuh) hari kalender setelah Keputusan 7 (seven) calendar days after this Ministerial Decree is
Profil Perusahaan
Company Profile
Menteri ini ditetapkan. Tarif terjauh untuk ruas enacted. The farthest rates for these sections are as
tersebut adalah sebagai berikut: follows:
Golongan
Ruas Group
No
Section
I II III IV V
1 Nusa Dua-Ngurah Rai-Benoa 12.500 19.000 19.000 25.000 25.000
tanggal 27 Desember 2019 untuk ruas Surabaya December 27, 2019 for the Surabaya - Mojokerto
- Mojokerto yang dikelola PT Jasamarga Surabaya section managed by PT Jasamarga Surabaya Mojokerto,
Mojokerto, berlaku 7 (tujuh) hari kalender setelah valid 7 (seven) calendar days after this Ministerial
Keputusan Menteri ini ditetapkan. Tarif terjauh untuk Decree is enacted. The farthest rates for these sections
ruas tersebut adalah sebagai berikut: are as follows:
Golongan
Ruas Group
No
Section
I II III IV V
Surabaya-Mojokerto Sistem Transaksi

Terbuka
1 2.500 4.000 19.000 6.500 6.500
Surabaya-Mojokerto Open System
Transaction
WRR – Mojokerto Sistem Transaksi
Tertutup
2 30.500 50.000 50.000 75.500 75.500
WRR – Mojokerto Closed System
Transaction
10. Pada tanggal 31 Maret 2020, Pemerintah menerbitkan 10.

On March 31, 2020, the Government issued a
Peraturan Pemerintah Pengganti Undang-Undang Government Regulation in lieu of the Law of the
Republik Indonesia No. 1 Tahun 2020 yang Republic of Indonesia No. 1 Year 2020 which stipulates,
menetapkan, antara lain, penurunan tarif pajak among others, reduction to the tax rates for corporate
penghasilan wajib pajak badan dalam negeri dan income tax payers and permanent establishments
bentuk usaha tetap dari semula 25% menjadi 22% entities from previously 25% to become 22% for fiscal
untuk tahun pajak 2020 dan 2021 dan 20% mulai years 2020 and 2021 and 20% starting fiscal year
tahun pajak 2022 dan seterusnya, serta pengurangan 2022 and onwards, and further reduction of 3% for
lebih lanjut tarif pajak sebesar 3% untuk wajib pajak corporate income tax payers that fulfill certain criteria.
dalam negeri yang memenuhi persyaratan tertentu.
Tarif pajak yang baru tersebut akan digunakan sebagai The new tax rates will be used as reference to measure
acuan untuk pengukuran aset dan liabilitas pajak the current and deferred tax assets and liabilities
kini dan tangguhan mulai sejak tanggal berlakunya starting from the enactment date of the new regulation
peraturan tersebut yaitu 31 Maret 2020. on March 31, 2020.
PROSPEK USAHA
Human Capital
Modal Insani
Business Prospect

Sampai dengan akhir 2019, Perseroan telah mengoperasikan Until the end of 2019, the Company has operated 1,162

1.162 km jalan tol, atau 67% dari keseluruhan total km of toll roads, or 67% of the total length of toll roads
komersial yang panjang jalan tol beroperasi di Indonesia. operating in Indonesia. Until 2025, the Company plans to
Sampai dengan tahun 2025, Perseroan berencana akan add ± 365 km of new toll roads in operation so that the
menambah ±365 km jalan tol baru beroperasi sehingga total toll road operated by 2025 will be ± 1,527 km. On
total jalan tol yang dioperasikan pada tahun 2025 akan the other hand, the total vehicles which pass through the
menjadi ±1.527 km. Di sisi lain, jumlah kendaraan yang toll roads operated by the Company amount 1,2 billion,
melewati jalan tol yang dioperasikan oleh Perseroan making the Company a leader in the toll road industry in
sebesar 1,2 miliar kendaraan. Dengan kondisi- kondisi Indonesia both in terms of the length of the toll road in
tersebut di atas, menjadikan Perseroan sebagai pemimpin operation and the transaction traffic volume on the toll

dalam industri jalan tol di Indonesia baik dari sisi panjang road.
jalan tol beroperasi maupun volume lalu lintas transaksi
yang melalui jalan tol.
Di samping panjang jalan tol yang terus bertambah, ada In addition to the increasing length of toll roads, there are
beberapa faktor lain yang membuat prospek industri several other factors that make the Company’s toll road
jalan tol yang dikembangkan Perseroan semakin menarik. industry attractive. These factors include:
Faktor-faktor tersebut antara lain:
1. Volume lalu lintas pada ruas tol yang dikelola 1. The volume of traffic on the toll roads managed by the

Perseroan diperkirakan akan tetap tumbuh secara Company is expected to continue to grow positively,

positif, sehingga memberikan jaminan pertumbuhan thereby providing a guarantee of sustainable revenue
pendapatan berkesinambungan. growth.
2. Masa konsesi yang masih panjang dengan mayoritas 2. The long concession period in which most of the
akan berakhir pada tahun 2044. concession will end by 2044.
3. Jalan tol baru yang terkoneksi dengan jalan tol yang 3. New toll roads that are connected to existing toll roads,
sudah ada, sehingga akhir konsesi terdekat. resulting in the end of the nearest concession.
4. Adanya potensi penambahan konsesi penguasaan 4. There is a potential for additional toll road tenure
jalan tol melalui rencana untuk mengambil alih concession through the take over of other investors’
ruas-ruas jalan tol investor lain yang terhenti proses toll road Segments who have stopped their investment
investasinya (akuisisi). (acquisition) process.

5. Posisi Perseroan sebagai pemimpin dalam industri jalan 5. The Company's position as a leader in the Indonesian
tol Indonesia. toll road industry.
6. Perkembangan penduduk yang pesat. 6. Rapid population development.
7. Perkembangan industri properti. 7. Development of the property industry.
8. Pertumbuhan penjualan kendaraan roda empat yang 8. Four-wheeled vehicle market growth which is the
merupakan pasar terbesar dari pengguna jalan tol. largest market of toll road users.
ARAHAN STRATEGIS
Strategic Directions
Perseroan melakukan berbagai upaya agar mampu The Company made various attempts to improve its overall
meningkatkan produktivitas dan kinerjanya secara productivity and performance in order to accomplish its
menyeluruh dalam rangka mendukung pencapaian vision and mission. Therefore, the Company develops its
visi dan misi tersebut. Oleh karena itu, Perseroan targets into derivatives in the direction of the Company's
mengembangkan sasarannya dari turunan atas arahan future strategic development and also considers the
strategis pengembangan Perseroan ke depan serta Company's position when formulating long-term plans.
mempertimbangkan posisi Perseroan pula pada saat
disusunnya rencana jangka panjang.
Arahan strategis Perseroan hingga tahun 2027 yakni The Company's strategic direction up to 2027 is
“Agresif Pada Pengembangan Bisnis Tol dan Penunjang "Aggressiveness in Toll Road Business Development and
Tol - Peningkatan Fokus di Bisnis Prospektif”. Penjabaran Toll Support - Increased Focus on Prospective Business."
dari arahan strategis Perseroan adalah sebagai berikut: The following is the description of the Company's strategy:
1. Perbaikan aspek fundamental dan optimasi existing 1. Improvements in fundamental aspects and optimization
aset. of existing assets.
2. Memaksimalkan perolehan dan investasi jalan tol 2. Maximizing toll road acquisition and investment with
dengan berbagai skema bisnis. various business schemes.
3. Memaksimalkan potensi bisnis jasa operasi, 3. Maximizing the potential of the business services of
pemeliharaan, konstruksi tol, dan teknologi tol untuk operation, maintenance, toll construction, and toll
pasar internal serta eksternal. technology for the internal and external markets.
4. Memaksimalkan potensi bisnis di sepanjang aset jalan 4. Maximizing business potential along toll road assets (in
tol (toll corridor development). the toll corridor).
Arahan strategis ini dikembangkan untuk 3 (tiga) kelompok This strategic direction was developed for 3 (three)
lini bisnis Perseroan yaitu (i) lini bisnis konsesi jalan tol, (ii) groups of the Company's business lines, i.e. (i) toll road
lini bisnis pendukung operasi jalan tol yang terdiri dari lini concession business line, (ii) business line that supports the
bisnis pengoperasian, pemeliharaan, dan konstruksi, (iii) toll road operations, consisting of operating, maintenance
lini bisnis prospektif yang terdiri dari bisnis yang berkaitan and construction business lines, (iii) prospective business
dengan properti, Toll Corridor Development (TCD), dan lines which consists of businesses related to property,
Transit Oriented Development (TOD). Toll Corridor Development (TCD), and Transit Oriented
Profil Perusahaan
Company Profile
Development (TOD).
Sementara, arahan strategis di setiap lini bisnis Meanwhile, the strategic direction in each line of business
dikategorikan menjadi 3 (tiga) hal yaitu: is categorized into 3 (three) things, namely:
1. Konsesi Jalan Tol 1. Toll Road Concession

a. Memaksimalkan kontribusi nilai dari aset jalan tol a. Maximizing the toll road assets value contribution
yang telah dimiliki melalui efisiensi operasional dan that have been owned through operational
pendanaan. efficiency and funding.
b. Memaksimalkan perolehan ruas jalan tol yang baru b. Maximizing the acquisition of new toll roads by
dengan fokus pada IRR yang layak untuk menjaga focusing on proper IRR to maintain the dominance
dominasi jumlah konsesi yang dimiliki melalui of the number of concessions owned through
berbagai skema bisnis dan pendanaan. various business and funding schemes.
2. Pendukung Operasi Jalan Tol 2. Supporting Toll Road Operations
a. Memaksimalkan penguasaan captive market a. Organically and inorganically maximizing internal
internal dan pangsa pasar eksternal. Meningkatkan captive market and external market share.
kapabilitas, penguasaan, dan penerapan teknologi Improving capability, procurement, and technology
untuk layanan operasi, transaksi, pemeliharaan application for operations, transactions,

(preventive maintenance), konstruksi dan maintenance (preventive maintenance),

konsultansi tol secara organik dan inorganik. construction and toll consultancy.
b. Menjadi lini bisnis yang mandiri dan berorientasi b. To become an independent business line oriented
pada cost leadership dan operational excellence to cost leadership and operational excellence and
serta menjadi competitive advantage untuk seluruh to be a competitive advantage for the entire Jasa
Grup Jasa Marga. Marga Group.
c. Memaksimalkan profit dari pasar eksternal. c. Maximizing profits from external market.
3. Prospektif 3. Prospective
a. Memaksimalkan potensi pasar Toll Corridor a. Proactively maximizing the market potential of the
Development (TCD), Transit Oriented Development Toll Corridor Development (TCD), Transit Oriented
(TOD), Tempat Istirahat dan Pelayanan (TIP) secara Development (TOD), Rest and Services (TIP) through
proaktif dan dengan berbagai skema bisnis dan various business and funding schemes.
pendanaan.
b. Pembangunan tipe TCD yang dilakukan secara b. The TCD type construction is carried out selectively,
selektif tergantung dari karakteristik ruas jalan tol. depending on the characteristics of the toll road
Segment.
Human Capital
Modal Insani
SASARAN DAN STRATEGI USAHA
Business Targets and Strategies

Guna mendukung visi dan misi, Perseroan menyusun In order to support its vision and mission, the Company

sasaran dan strategi usaha tahun 2018-2022. Sasaran has prepared business targets and strategies for 2018-
utama perseroan adalah terus tumbuh dan meningkatkan 2022. The main target of the company is to continue to
nilainya di mana pada bidang keuangan, bidang grow and to increase its value in the financial sector, as
pengembangan, bidang operasional dan bidang SDM dan well as in the field of development, operations, HR and
organisasi memiliki sasarannya masing-masing. organizations. Each has targets of their own.
Jasa Marga Terus Tumbuh dan Meningkat Nilainya

Jasa Marga Continues to Grow and Increase in Value
Sasaran Pengembangan Sasaran SDM &

Sasaran Keuangan Bisnis Sasaran Operasional
Operational Targets Organisasi
Financial Targets Business Development HR & Organization Targets
Targets
Memaksimalkan kekuatan Menambah panjang jalan Mengoperasikan jalan tol Memperbaiki proses bisnis
Keuangan Perseroan untuk tol dan usaha lain yang dengan efektif dan efisien serta produktivitas dan
memperoleh dana paling terkait untuk memberikan berbasis teknologi dalam kompetensi SDM

murah nilai perusahaan yang lebih kerangka pemenuhan
besar kepuasan konsumen Improve business,
Maximizing the Company's competence, and HR
financial strength to obtain Increase the length of toll Operate toll roads productivity
economical funds roads and other related effectively and efficiently
businesses to provide on the basis of technology
greater corporate value to fulfill customer
satisfaction

Untuk mendukung tercapainya sasaran usaha tersebut, To support the achievement of these business targets, the
Perseroan menerapkan kebijakan-kebijakan yang menjadi Company implements policies as a guideline to perform
pegangan manajemen dalam melaksanakan kegiatan business activities. The policy is divided into several fields,
usaha Perseroan. Kebijakan tersebut terbagi dalam namely:
beberapa bidang yaitu:
OPERASIONAL Operational
Kebijakan di bidang operasional dilakukan untuk memenuhi Operational policies are carried out to meet the Minimum
Standar Pelayanan Minimum (SPM), memenuhi kapasitas Service Standards (SPM), to fullfill the ideal capacity
ideal jalan tol, modernisasi sistem dan teknologi operasi, for toll roads, to modernize the operating systems and
menggunakan green technology atau energi terbarukan technologies, to use green technology or renewable energy
dan green construction, melaksanakan rekonstruksi secara and green construction, to perform gradual reconstruction
bertahap (staging), menerapkan kontrol overloading (staging), to implement overloading controls and to use
dan menggunakan teknologi pavement management technology pavement management system, to implement
system, mengimplementasikan rekayasa teknik bidang technic engineering in the fields of roads, bridges and
jalan, jembatan dan sarana teknologi operasi, serta operational technology facilities, as well as the operation
pengoperasian dan pemeliharaan jalan tol Jasa Marga oleh and maintenance of Jasa Marga toll roads by PT JMTO and
PT JMTO dan PT JMTM. PT JMTM.
PENGEMBANGAN BISNIS Business Development

Kebijakan di bidang pengembangan usaha dilakukan Business development policies are performed by adding
dengan menambah jalan tol baru dengan kriteria kelayakan new toll roads with project eligibility criteria and prioritizing
proyek dan mengutamakan ruas jalan tol potensial serta potential toll roads and connectivity as well as optimization
konektivitas serta optimalisasi pengembangan usaha lain of property development by subsidiaries engaged in
oleh Entitas Anak yang bergerak di bidang usaha lain. property.
KEUANGAN Finance
Kebijakan di bidang keuangan dilakukan melalui perolehan Policies in the financial sector are carried out through
pendanaan yang sesuai dengan karakteristik proyek dan obtaining funds in accordance with the project
dapat memperkuat struktur permodalan perusahaan characteristics that can strengthen the company's capital
yang dilakukan dengan memperhatikan stabilitas finansial structure by paying attention to long-term financial
jangka panjang. stability.
ORGANISASI DAN SUMBER DAYA MANUSIA Human Resources and Organization

Profil Perusahaan
Company Profile
Kebijakan di bidang Organisasi dan Sumber Daya Manusia Policies in the field of Organization and Human Resources
dilakukan melalui perbaikan proses bisnis, peningkatan are carried out through improving business, increasing
kapasitas karyawan serta mengembangkan system employee capacity and developing performance
performance management dan learning development management and learning development systems to
untuk mendorong karyawan agar berkinerja baik, kreatif encourage employees to perform well, be creative and
dan inovatif. innovative.
ASPEK PEMASARAN
Human Capital
Modal Insani
Marketing Aspect
PANGSA PASAR
Market Share

Dalam perjalanan bisnisnya, Perseroan terus menambah In the course of its business, the Company continues to

jalan tol beroperasi dari hak pengusahaan jalan tol yang add toll road operating from its concession rights. In 2019,
dimilikinya. Pada tahun 2019, Perseroan telah menambah the Company has added 162 km of new toll roads, namely:
162 km jalan tol baru, yakni:
• Medan-Kualanamu-Tebing Tinggi Seksi VII (9,26 km) • Medan-Kualanamu-Tebing Tinggi Segment VII (9.26
km)
• Gempol – Pandaan Tahap II ( 1,56 km) • Gempol - Pandaan Phase II (1.56 km)
• Pandaan – Malang Seksi I-IV (35,38 km) • Pandaan - Malang Segment I-IV (35.38 km)

• Kunciran – Serpong (11,14 km) • Kunciran - Serpong (11.14 km)

• Balikpapan – Samarinda Seksi II-IV (66,24 km) • Balikpapan - Samarinda Segment II-IV (66.24 km)
• Jakarta – Cikampek II Elevated (38 km) • Jakarta - Cikampek II Elevated (38 km)
Hingga akhir 2019, Perseroan mengoperasikan jalan tol Until the end of 2019, the Company operates 1,162 km
dengan sepanjang 1.162 km atau 67% dari total jalan tol of toll roads or 67% of total operated commercial toll
komersial yang beroperasi di Indonesia. Maka, Perseroan roads in Indonesia. Therefore, the Company is still a strong
masih kokoh sebagai pemimpin pasar (market leader) market leader in the toll road industry in the country.
industri jalan tol di Tanah Air.

Pangsa Pasar Jalan Tol Komersial

Commercial Toll Road Market Share
Jasa Marga 67% 33% Lainnya

Others

STRATEGI PEMASARAN
Marketing Strategy
BIDANG PENGEMBANGAN JALAN TOL Toll Road Development
Dalam usaha memperluas jaringan jalan tol, Perseroan To expand the toll road network, the Company strives to
terus berupaya untuk menambah kepemilikan konsesi ruas increase the ownership of new toll road concessions. The
jalan tol baru. Proyek jalan tol baru tersebut harus tetap new toll road project must meet the parameters of the
memenuhi parameter standar kelayakan investasi jalan tol toll road investment feasibility standard by considering the
dengan mempertimbangkan perhitungan Internal Rate of calculation of the Internal Rate of Return (IRR) and Net
Return (IRR) dan Net Present Value (NPV) dari nilai investasi Present Value (NPV) of the investment value of the toll road
proyek jalan tol. Terdapat beberapa cara yang dilakukan project. There are several ways the Company has taken
oleh Perseroan untuk menambah kepemilikan konsesi ruas to increase the ownership of new toll road concessions,
jalan tol baru, yaitu melalui: namely through:
1. Tender (lelang) yang diinisiasi oleh Pemerintah melalui 1. Tenders (auctions) initiated by the Government
Badan Pengatur Jalan Tol (BPJT) through the Indonesia Toll Road Authority (BPJT)
Pada proses tender, Pemerintah menyampaikan In the tender process, the Government submits
dokumen tender berupa, antara lain: studi kelayakan, tender documents, such as: feasibility studies, design
gambar desain, AMDAL, yang berisi panjang dan lokasi drawings, AMDAL, which contains the length and
jalan tol beserta aspek-aspek teknis lainnya. Parameter location of the toll road along with other technical
yang dikompetisikan antara lain: tarif tol awal, masa aspects. The parameters competed include: initial toll
konsesi, dukungan pemerintah, dan sebagainya. tariff, concession period, government support, and so
on.
2. Akuisisi kepemilikan saham dari pihak lain 2. Acquisition of share ownership from other parties
Perseroan dapat membeli penyertaan saham dari pihak The company can buy shares from other parties to be
lain untuk dapat memiliki hak konsesi dari jalan tol able to have concession rights from toll roads that have
yang telah berdiri sebelumnya baik yang masih dalam been established before, both in the construction and
tahap konstruksi maupun operasi. operation stages.
3. Mengajukan Proyek Pemrakarsa kepada Pemerintah 3. Submitting Proponent Projects to the Government
Pada proses ini, Perseroan mengusulkan kepada In this process, the Company proposes to the
Pemerintah proyek jalan tol baru, dengan telah Government a new toll road project, after performing
terlebih dahulu dilakukan uji kelayakan dan perkiraan a feasibility test and an investment value estimation.
nilai investasi yang dikeluarkan untuk menyelesaikan Once the project proposal is approved, the Government
proyek tersebut. Apabila usulan proyek tersebut will still hold an open auction process, but the initiator
disetujui oleh Pemerintah, maka Pemerintah akan who proposes the toll road project has the right to
tetap mengadakan proses lelang terbuka, namun make an offer to the best bidder (right to match) in
pihak pemrakarsa yang mengusulkan proyek jalan tol accordance with the results of the assessment during
memiliki hak untuk melakukan penawaran terhadap the tender.
penawar terbaik (right to match) sesuai dengan hasil
penilaian dalam proses pelelangan.
Profil Perusahaan
Company Profile
BIDANG PENGOPERASIAN JALAN TOL Toll Road Operation
Dalam bidang pengoperasian jalan tol, Perseroan The Company meets the Toll Road Minimum Service
memastikan terpenuhinya Standar Pelayanan Minimal Standards (SPM) in accordance with Minister of PUPR
(SPM) Jalan Tol sesuai dengan Keputusan Menteri PUPR Decree number 16 / PRT-M / 2014 in 2014. The Company
nomor 16/PRT-M/2014 tahun 2014. Karena itu, Perseroan has, therefore, made several innovations in transaction
melakukan beberapa inovasi di bidang pelayanan services, including changes from closed and open
transaksi, di antaranya adalah perubahan sistem transaksi transaction systems to open systems in a number of
dari sistem transaksi tertutup dan sistem terbuka menjadi Segments and relocations of a number of Toll Gates (GT).
sistem terbuka di sejumlah ruas dan relokasi pada sejumlah The change in the transaction system aims to reduce the
Gerbang Tol (GT). Perubahan sistem transaksi tersebut frequency of stops at the main lane and to shorten the
bertujuan agar dapat mengurangi frekuensi berhenti travel time.
di lajur utama sehingga dapat mempersingkat waktu
tempuh.
Pada tahun 2019, Perseroan telah melayani 1,23 miliar In 2019, the Company has served 1.23 billion transactions
volume lalu lintas transaksi atau 3,38 juta kendaraan per or 3.38 million vehicles per day. In addition, the Company
hari. Selain itu Perseroan juga telah berhasil melayani has successfully managed to serve the average daily
volume lalu lintas transaksi harian rata-rata arus mudik transactions for the homecoming flow (Lebaran exodus)
dan arus balik Lebaran 2019 sebesar 194.000 kendaraan and 2019 Lebaran return flow of 194,000 vehicles per
per hari. Volume lalu lintas harian rata-rata tersebut day. This average daily traffic volume was the largest traffic
merupakan volume lalu lintas terbesar yang pernah volume the Company has ever served.
dilayani Perseroan.
BIDANG PENGEMBANGAN USAHA Suppporting Business of Toll Road Operations

PENDUKUNG OPERASIONAL JALAN TOL
Bidang pengoperasian jalan tol terdiri dari 3 (tiga) bagian The toll road operation sector has 3 (three) main services
utama yakni pelayanan transaksi, pelayanan lalu lintas, namely transaction, traffic, and construction. Activities in
dan pelayanan konstruksi. Kegiatan di bidang ini bertujuan this field aim to ensure the fulfillment of the Toll Road
untuk memastikan terpenuhinya Standar Pelayanan Minimum Service Standards (SPM) in accordance with
Minimal (SPM) Jalan Tol sesuai dengan Keputusan Menteri Minister of PUPR Decree number 16 / PRT-M / 2014 year
PUPR nomor 16/PRT-M/2014 tahun 2014. 2014.
Selama tahun 2019, Perseroan melakukan beberapa During 2019, the Company made several innovations in
inovasi di bidang pelayanan transaksi untuk meningkatkan terms of transaction services for better customer service,
pelayanan kepada pengguna jalan, di antaranya adalah including changing the transaction system on Jakarta-
perubahan sistem transaksi pada Ruas Jalan Tol Jakarta- Cikampek Toll Road from a closed and an open system
Cikampek dari sistem transaksi tertutup dan sistem terbuka to an open system and relocating the Cikarang Toll Gate
menjadi sistem terbuka dan merelokasi Gerbang Tol (GT) (GT) Utama at KM 29 to GT Cikampek Utama at KM 70
Human Capital
Modal Insani
Cikarang Utama di KM 29 ke GT Cikampek Utama di KM for travelers from / to the east (Cikopo-Palimanan Toll

70 untuk pengguna jalan dari/menuju arah timur (Jalan Road) and Main Kalihurip GT at KM 67 for the ones from
Tol Ruas Cikopo-Palimanan) dan GT Kalihurip Utama di / towards south / central (Cipularang and Padaleunyi Toll
KM 67 untuk pengguna jalan dari/menuju arah selatan/ Segments). The change in the transaction system aims to
tengah (Jalan Tol Ruas Cipularang dan Ruas Padaleunyi). reduce the frequency of stops at the main lane for time
Perubahan sistem transaksi tersebut bertujuan agar dapat efficiency.
mengurangi frekuensi berhenti di lajur utama sehingga
dapat mempersingkat waktu tempuh.

Strategi Perseroan dalam mendukung kelancaran arus The Company's strategy in supporting the smooth flow

mudik dan arus balik Lebaran 2019 antara lain dengan of the Lebaran (Eid) holiday homecoming and returning in
melakukan rekayasa lalu lintas dengan berkoordinasi 2019 is, among others, by conducting traffic engineering
dengan Kepolisian dan Dinas Perhubungan untuk in coordination with the Police and the Transportation
melakukan pemberlakuan larangan kendaraan golongan III Department to impose a ban on vehicles of class III or
atau lebih sesuai dengan Peraturan Menteri Perhubungan more in accordance with Minister of Transportation
Republik Indonesia Nomor PM 72 tahun 2019 melintas Regulation of the Republic of Indonesia Number PM 72
jalan tol selama periode arus mudik dan arus balik, of 2019 on toll roads during the period of homecoming/
pemberlakuan contra flow, dan pemberlakuan one way. return, contra flow and one way. In terms of improving
Dari segi peningkatan pelayanan transaksi, Perseroan transaction services, the Company uses a mobile reader
menggunakan mobile reader untuk mempercepat to accelerate transactions at the toll gates, uses Portable

transaksi di gerbang tol, penggunaan Oblique Approach Oblique Approach Booths (OAB), additional operational

Booth (OAB) Portable, penambahan petugas operasional, officers, and mobilizes non-operational employees to
dan mengerahkan karyawan non-operasional untuk ikut participate with Jasa Marga Standby Task Force 2019 in
serta menyukseskan arus mudik dan arus balik Lebaran the success of the 2019 homecoming and return flow.
2019 dengan Satuan Tugas Jasa Marga Siaga 2019.
BIDANG PENGEMBANGAN USAHA PROSPEKTIF Prospective Business Development
PT Jasamarga Related Business (JMRB) menjadi asset PT Jasamarga Related Business (JMRB) is an asset optimizer
optimizer yang bergerak di bidang pengelolaan Tempat engaged in the management of Rest and Services (TIP)
Istirahat dan Pelayanan (TIP) serta pengembangan properti and property development around the toll roads. The

di sekitar jalan tol. Pengembangan tersebut dilakukan development was carried out by conducting land banking

dengan melakukan land banking dan akuisisi properti and property acquisition in the area around the toll road
pada kawasan di sekitar koridor jalan tol. Nilai tambah corridor. The added value generated includes appreciation
yang dihasilkan meliputi apresiasi nilai tanah dan properti of the value of land and property in line with the
seiring dengan pengembangan jalan tol Perseroan. development of the Company's toll road.
Di bidang properti, PT JMRB telah meresmikan KUBIKA In the property sector, PT JMRB has inaugurated KUBIKA
yang merupakan coworking space pertama milik Jasa which is the first coworking space owned by Jasa Marga
Marga Grup. Selain bisnis rest area dan properti, PT JMRB Group. In addition to the rest area and property business,
juga telah melebarkan sayap ke sektor periklanan dan PT JMRB has also expanded to the advertising sector and
utilitas bisnis. Sektor utilitas dan iklan yang dikelola PT business utilities. Utility and advertisement sector managed
JMRB tidak hanya di rest area milik sendiri, namun juga by PT JMRB are not only confined in its own rest area, but
utilitas dan iklan di beberapa ruas milik Jasa Marga. also in the utilities and advertisements of several Segments
belonging to Jasa Marga.
KEBIJAKAN, PENGUMUMAN DAN PEMBAYARAN
DIVIDEN
Dividend Policy, Announcement and Payment
KEBIJAKAN DIVIDEN
Dividend Policy
Kebijakan Perseroan adalah memberikan payout dividen The Company's policy is to provide a dividend payout of at
minimal 10% selama masa ekspansi, namun untuk hasil least 10% during the expansion period, but, for the results
pencapaian tahun buku 2013 sampai dengan tahun buku of the achievement of the 2013 to the 2017 fiscal year,
2017 payout dividen Perseroan sebesar 40%, 35%, 20%, the Company's dividend payout is 40%, 35%, 20%, 30%,
30%, dan 20%. and 20%.
Perseroan merencanakan tingkat pembayaran dividen yang The Company plans a dividend payment rate that can
dapat memberikan return yang reguler kepada Pemegang provide regular returns to Shareholders, but still allows
Saham, namun tetap memungkinkan Perseroan untuk the Company to utilize a large portion of the retained
memanfaatkan sebagian besar saldo laba untuk investasi. earnings for investment. The amount of the payout ratio
Besaran payout ratio untuk dividen diputuskan dalam for dividends is decided at the GMS based on the proposal
RUPS berdasarkan usulan pengurus Perseroan. of the Company's management.
Profil Perusahaan
Company Profile
PENGUMUMAN DAN PEMBAYARAN DIVIDEN

Announcement and Payment of Dividends
RUPS Tahunan tanggal 6 Mei 2019 menetapkan The Annual General Meeting of Shareholders on May 6,
penyetoran dividen sebesar Rp330,39 miliar untuk kinerja 2019 stipulates the payment of dividends in the amount
keuangan tahun buku 2018. Pembayaran dividen tahun of Rp330.39 billion for the financial performance of the
buku 2018 dilakukan pada tanggal 28 Mei 2019. Adapun 2018 fiscal year. Payment of the dividend for the fiscal year
untuk kinerja keuangan tahun buku 2019 akan diputuskan 2018 will be made on May 28, 2019. As for the financial
pada RUPS tahun 2020. performance of the 2019 financial year, it will be decided
at the 2020 General Meeting of Shareholders.
Tabel Pengumuman dan Pembayaran Dividen

Table of Announcements and Dividend Payments
Tahun Buku Tahun Buku Tahun Buku Tahun Buku Tahun Buku Tahun Buku
Uraian 2018 2017 2016 2015 2014 2013
Description Fiscal year Fiscal year Fiscal year Fiscal year Fiscal year Fiscal year
of 2018 of 2017 of 2016 of 2015 of 2014 of 2013

Laba Bersih 2.202,60 2.200,26 1.889,31 1.466,38 1.403,43 1.336,32

Net profit
Jumlah Dividen 330,39 440,05 566,79 293,28 491,20 534.52
Amount of Dividends
Rasio Dividen 15,00% 20,00% 30,00% 20,00% 35,00% 40,00%
Dividend Ratio
Waktu Pembayaran 2019 2018 2017 2016 2015 2014
Payment Time
Jumlah Dibayar 330,39 440,05 566,79 293,28 491,20 534,52
Amount Paid
Dividen per Saham (Rupiah 45,52 60,63 78,09 43,13 72,24 78,61
penuh)
Dividends per Share (full Rupiah
amount)
Tanggal Pengumuman Dividen 6 Mei 2019 10 April 2018 15 Maret 2017 30 Maret 2016 20 Maret 2015 13 Maret 2014
Announcement Date
Tanggal Pembayaran Dividen 28 Mei 2019 11 Mei 2018 13 April 2017 29 April 2016 17 April 2015 23 April 2014
Date of Dividend Payment
PROGRAM KEPEMILIKAN SAHAM OLEH KARYAWAN
Human Capital
Modal Insani
DAN MANAJEMEN (ESOP/MSOP)
Program of Share Ownership by Employees and Management (ESOP/
MSOP)

Sampai dengan 31 Desember 2019, Perseroan tidak As of December 31, 2019, the Company did not have an
memiliki program Kepemilikan Saham oleh Karyawan dan Employee Stock Option Program (ESOP) and Management
Manajemen atau Employee Stock Option Program (ESOP) Stock Option Program (MSOP).
dan Management Stock Option Program (MSOP).
Kendati tidak menerapkan program MSOP/ESOP, namun Although it does not implement the MSOP / ESOP
Perseroan memiliki program Penjatahan Saham Karyawan program, the Company has an Employee Stock Allocation
(Employee Stock Allocation – ESA). Tujuan utama program (ESA) program. The main purpose of the ESA program is

ESA agar karyawan memiliki sense of belonging sehingga for employees to have a sense of belonging so that it is

diharapkan dapat memacu produktivitas kerja, yang expected to spur work productivity, which in turn has an
pada gilirannya berdampak pada kinerja korporasi secara impact on the overall corporate performance.
keseluruhan.
PROGRAM ESA
ESA Program
Program ESA terdiri dari: The ESA program consists of:

1. Saham Bonus 1. Bonus Stock
Komisaris (selain Komisaris Independen), Direksi dan Commissioners (other than the Independent
seluruh karyawan tetap Perseroan yang memenuhi Commissioners), the Company’s Directors and all
kriteria tertentu dapat menerima Saham Bonus permanent employees who meet certain criteria can
pada saat Penawaran Umum Perdana (Initial Public receive Bonus Shares at the time of an Initial Public
Offering-IPO) sebesar ekuivalen dengan satu bulan Offering (IPO) which is equivalent to one salary month
gaji bulan Juni 2007. Perseroan mengantisipasi untuk of June 2007. The Company made anticipations and
memberikan sekitar 11.862.000 saham di dalam gave around 11,862,000 shares in the Bonus Stock
skema Saham Bonus yang diberikan kepada Komisaris scheme given to non-Independent Commissioners,
non Independen, Direksi dan karyawan masing-masing Directors and employees by 1.7% and 98.3%,
sebesar 1,7% dan 98,3%. respectively.

2. Saham Jatah Pasti 2. Definitional Ration Shares
Selain Saham Bonus, peserta juga diberi kesempatan In addition to Bonus Shares, participants are also given
membeli Saham Jatah Pasti pada saat IPO. Jumlah the opportunity to purchase Certain Ration Shares
Saham Jatah Pasti sekitar 192.138.000 lembar saham. during the IPO in which the total reach approximately
Saham Jatah Pasti diberlakukan penjatahan secara 192.138,000 shares. Allotment Shares Must be applied
proporsional berdasarkan gaji bulanan karyawan dan proportionally based on employee monthly salary and
beberapa pembatasan tertentu lainnya. certain other restrictions.
JUMLAH SAHAM ESA Amount of Esa
RUPS Luar Biasa pada tanggal 12 September 2007 The Extraordinary General Meeting of Shareholders
menyetujui pelaksanaan Program ESA, dengan on September 12, 2007 approved the ESA Program
memberikan kesempatan bagi peserta untuk memiliki implementation, by providing an opportunity for
maksimum 10% dari saham yang ditawarkan kepada participants to have a maximum of the 10% of shares
publik (atau sebanyak 204.000.000 lembar). offered to the public (204,000,000 shares).
JANGKA WAKTU ESA Duration of Esa
Saham Bonus (salah satu program ESA) tidak dapat Bonus shares (one of the ESA programs) cannot be sold or
dijual maupun dipindahtangankan selama 3 (tiga) tahun transferred for 3 (three) years (lock up period).
(periode lock up).
PERSYARATAN PESERTA PROGRAM ESA Requirements for Esa Program Participants

Sesuai Surat Keputusan Direksi No. 182.1/KPTS/2007 In accordance with Directors Decree No. 182.1 / KPTS /
tentang Program Kepemilikan Saham oleh Karyawan dan 2007 concerning the Employee and Management Share
Manajemen PT Jasa Marga (Persero) Tbk, peserta program Ownership Program of PT Jasa Marga (Persero) Tbk, ESA
ESA adalah Karyawan Tetap, Direksi, Dewan Komisaris program participants are Permanent Employees, Directors,
yang bukan Komisaris Independen, Sekretaris Dewan Board of Commissioners who are not Independent
Komisaris, dan Staf Sekretaris Direksi yang tercatat dalam Commissioners, Secretary of the Board of Commissioners,
Administrasi Sistem Informasi Manajemen Sumber Daya nor Staff Secretary of the Directors recorded in the System
Manusia Perseroan pada tanggal 31 Oktober 2007. Administration Information on the Company's Human
Resources Management on October 31, 2007.
HARGA EXERCISE Exercise Price
Karena merupakan Program ESA, maka tidak ada harga Because it is an ESA Program, there is no exercise price.
exercise. Harga saham pada saat IPO adalah sebesar The share price at the time of the IPO was Rp1,700 per
Rp1.700 per lembar saham. share.
Profil Perusahaan
Company Profile

REALISASI PENGGUNAAN DANA HASIL PENAWARAN
Human Capital
Modal Insani
UMUM
Realization of Use of Public Offering Preceeds

REALISASI PENGGUNAAN DANA INITIAL PUBLIC OFFERING (IPO)

Realization of use of Initial Public Offering (IPO) Funds
Sesuai dengan POJK Nomor 30/POJK.04/2015 tentang In accordance with POJK Number 30/POJK.04/2015
Laporan Realisasi Penggunaan Dana Hasil Penawaran concerning Realization of the Use of Funds from Public
Umum, Perseroan telah melaporkan Realisasi Penggunaan Offering, the Company has reported the Realization as
Dana Hasil Penawaran Umum sebagai berikut. follows.
Tabel Realisasi Penggunaan Dana Hasil Penawaran Umum IPO

Table of Realization of the Use of Funds from IPO Public Offering
Sisa Dana
Hasil
Rencana Penggunaan Dana Menurut Prospektus
Penawaran
Nilai Realisasi Hasil Penawaran Umum dan RUPSLB Realisasi Penggunaan Dana
Umum
Value Realization of Public Offering The Plan to Use Funds According to Prospectus and Realization of Fund Use
Remaining
EGMS
Funds from
Jenis
Tanggal Public Offering
Penawaran
Efektif
No Umum
Effective Jumlah
Type of Public
Date Hasil Biaya
Offering
Penawaran Penawaran Hasil Modal Modal
Umum Umum Bersih Ekspansi Refinancing Kerja Total Ekspansi Refinancing Kerja Total
Number Public Net Expansion Working Expansion Working
of Public Offering Results Capital Capital

Offering Fee

Results
1 Penawaran 1 Nov 3.468.000 101.449 3.366.551 3.163.900 150.000 52.651 3.366.551 3.163.900 150.000 52.651 3.366.551 -
Umum (IPO) 2007
Public Offering Nov 1,
(IPO) 2007
Adapun rincian realisasi penggunaan dana IPO adalah The details of IPO funds realization are as follows.
sebagai berikut.
Tabel Rincian Realisasi Penggunaan Dana IPO

Table of Details of IPO Funds Realization

(dalam Rupiah Penuh) (in Full Rupiah)
Realisasi Penggunaan Dana IPO Jumlah

No
IPO Funds Realization Amount
A. Ekspansi
Ekspansion
1 Kontribusi Modal Anak Perusahaan PT Marga Sarana Jabar untuk setoran Modal Konstruksi 195.515.261.953
Jalan Tol Bogor Ring Road
Capital contribution of a subsidiary of PT Marga Sarana Jabar for the deposit of Construction
Capital at Bogor Toll Road Ring Road
2 Kontribusi Modal Anak Perusahaan PT Trans Marga Jateng untuk setoran Modal Konstruksi 1.229.400.000.000
Jalan Tol Semarang-Solo
The capital contribution of a subsidiary of PT Trans Marga Jateng to the capital injection of
the Semarang-Solo Toll Road Construction
3 Kontribusi Modal Anak Perusahaan PT Trans Marga Jatim untuk setoran Modal Konstruksi 441.900.000.000
Jalan Tol Gempol-Pasuruan
The capital contribution of a subsidiary of PT Trans Marga Jatim for the deposit of
Construction Capital Gempol-Pasuruan Toll Road
4 Peningkatan Penyertaan Kepemilikan Saham sesuai BA RUPSLB nomor: 41 tanggal 25 Maret 251.746.400.800
09 pada PT Jasamarga Kunciran Cengkareng
Increase in Share Ownership according to BA EGMS number: 41 dated March 25, 09 at PT
Jasamarga Kunciran Cengkareng
09 pada PT Marga Trans Nusantara
Increase in Share Ownership Participation in accordance with BA EGMS number: 41 dated
March 25, 09 at PT Marga Trans Nusantara
09 pada PT Marga Nujyasumo Agung
Marga Nujyasumo Agung
Realisasi Penggunaan Dana IPO Jumlah

No
7 Kontribusi Modal Anak Perusahaan PT Jasamarga Kualanamu Tol sesuai BA RUPSLB nomor: 220.000.000.000
38 tanggal 18 Maret 2016
Capital contribution of a subsidiary of PT Jasamarga Kualanamu Tol according to BA EGMS

number: 38 dated 18 March 2016
Profil Perusahaan
Company Profile

2009 pada PT Marga Sarana Jabar
Marga Sarana Jabar



Total Ekspansi 3.158.970.000.000
Total Expansion
B Refinancing
Refinancing
1 Pembayaran Pelunasan Pokok Obligasi Seri M 150.000.000.000
Payment of Principal Series M Bonds
C Modal Kerja
Working Capital
1 Kebutuhan Modal Kerja, Belanja Modal Proyek Jalan Tol Lainnya-Relokasi Porong Gempol 52,651,000,000
Working Capital, Capital Expenditures of Porong Gempol Relocation-Other Toll Road Projects
TOTAL REALISASI PENGGUNAAN DANA IPO 3.361.621.000.000
TOTAL REALIZATION OF IPO FUNDS
Human Capital
Modal Insani
Seluruh dana hasil penawaran umum, telah digunakan All funds from public offering have been used in

sesuai rencana penggunaan dana yang diungkapkan accordance with the plan disclosed in the Prospectus
dalam Prospektus dan RUPSLB telah dilaporkan kepada OJK and the EGMS have been reported to OJK through
melalui Surat Nomor tanggal BF.KU09.02.1435 tanggal 6 Letter Number BF.KU09.02.1435 dated August 6, 2019
Agustus 2019 perihal Laporan Realisasi Penggunaan Dana concerning Report on Realization of the Use of Funds from
Hasil Penawaran Umum/Initial Public Offering (IPO) PT Jasa the Initial Public Offering (IPO) of PT Jasa Marga (Persero)
Marga (Persero) Tbk per 30 Juni 2019. Tbk as of 30 June 2019.
REALISASI PENGGUNAAN DANA OBLIGASI

Realization of the use of Bond Funds
Perseroan menerbitkan Obligasi Jasa Marga XIV Seri JM- The Company issued Jasa Marga XIV Series JM-10 bonds
10 Dengan Tingkat Bunga Tetap sebesar Rp1 triliun dan with a fixed interest rate of Rp1 trillion and Jasa Marga
Obligasi Jasa Marga I Seri JM-10 Tanpa Bunga sebesar I Series JM-10 bonds without interest amounting to
Rp385,03 miliar. Penggunaan dana yang diperoleh dari Rp385.03 billion. The fund obtained from the public bonds
penawaran umum Obligasi digunakan untuk Ekspansi, offering is used for expansion, refinancing and working
Refinancing dan Modal Kerja. capital.
Tabel Realisasi Penggunaan Dana Obligasi

Table of Realization of the Use of The Bond Funds
Sisa Dana
Hasil
Penawaran
Umum
Remaining
EGMS
Funds from
Jenis
Penawaran
Efektif
No Umum
Effective Jumlah
Type of Public
Date Hasil Biaya
Offering
Number Public Net Expansion Working Expansion Working
Offering Fee

Results

A Penawaran 12 1,385,031 5,622 1,379,409 300,000 1,050,000 29,409 1,379,409 300,000 1,050,000 29,409 1,379,409 -
Umum (obligasi) Oktober
Public Offering 2010
(bonds) October
12, 2010
Terdiri dari:
Consists of:
1 Obligasi Jasa 1.000.000

Marga XVII Seri
JM-10 Dengan
Tingkat Bunga
Tetap
Jasa Marga XVII
Series JM-10
bonds with a
fixed interest rate
2 Obligasi Jasa 385.031

Marga I Seri JM-
10 Tanpa Bunga
Jasa Marga I
Series JM-10
Bonds Without
Interest
Adapun rincian realisasi penggunaan dana Obligasi adalah The details of the realization of the use of Bond funds are
sebagai berikut. as follows.
Tabel Rincian Realisasi Penggunaan Dana Obligasi

Table of Details of Realized Use of Bond Funds

Realisasi Penggunaan Dana Obligasi Jumlah

No
Bond Funds Realization Amount
A. Ekspansi
Expansion
1 Bidang Properti
Property Sector
- Pengembangan Kawasan Koridor Jalan Tol 255.000.000.000
- Development of Toll Road Corridor Areas
- Pengembangan Tempat Istirahat & Pelayanan 25.000.000.000
- Rest and Service Development
2 Bidang Teknologi Informasi dan Komunikasi
Information and Communication Technology
Pengembangan Usaha Teknologi Informasi & Komunikasi 5.000.000.000
Information & Communication Technology Business Development
Profil Perusahaan
Company Profile
3 Bidang Engineering
Engineering
Pemeliharaan Jalan Tol & Konstruksi Lainnya 15.000.000.000
Toll Road Maintenance & Other Construction
Total Ekspansi 300.000.000.000
Total Expansion
B Modal Kerja
Working capital
1 Pelebaran Ruas Jalan Tol Tomang-Tangerang 5.000.000.000
Widening of the Tomang-Tangerang Toll Road Segment
2 Perbaikan Stabilitas Konstruksi Jalan Tol Cipularang 24.408.510.984
Improvement of the Stability of Cipularang Toll Road Construction
C Refinancing
Refinancing
1 Pembayaran Pelunasan Obligasi Seri O Tahun 2002 650.000.000.000
Repayment of Series O Bonds in 2002
2 Percepatan Pelunasan Kredit Investasi PT BCA Tbk 400.000.000.000
Repayment Acceleration of PT BCA Tbk's Investment Credit
Total Realisasi Penggunaan Dana Obligasi 1.379.408.510.984

Total Realization of Use of Bond Funds
Seluruh dana hasil penawaran umum Obligasi, All proceeds from the Bond's public offering have been
telah digunakan sesuai rencana penggunaan dana used in accordance with the plan disclosed in Prospectus
yang diungkapkan dalam Prospektus dan RUPSLB and EGMS, which have been reported to OJK through
telah dilaporkan kepada OJK melalui Surat Nomor Letter Number BF.KU09.02.193 dated January 15, 2019
BF.KU09.02.193 tanggal 15 Januari 2019 perihal Laporan concerning Report on the Realization of the Use of Funds
Realisasi Penggunaan Dana Hasil Penawaran Umum from Jasa Marga XIV Series JM- 10 with a fixed interest
Obligasi Jasa Marga XIV Seri JM-10 Dengan Tingkat Bunga rate and Jasa Marga I Series JM-10 Bonds without Interest
Tetap dan Obligasi Jasa Marga I Seri JM-10 Tanpa Bunga as of December 31, 2019.
per 31 Desember 2019.
REALISASI PENGGUNAAN DANA PENAWARAN UMUM TERBATAS MELALUI

HAK MEMESAN EFEK TERLEBIH DAHULU (PMHMETD)
Realization of the Use of Limited Public Offering Funds Through the Right Issue
(PMHMETD)
Pada tahun 2016 Perseroan melakukan Penawaran Umum In 2016, the Company made a Limited Public Offering
Terbatas melalui Hak Memesan Efek Terlebih Dahulu through Pre-emptive Rights with a received total fund of
dengan jumlah dana yang diterima sebesar Rp1,78 triliun. Rp1.78 Ttrillion. The funds will be used for the construction
Human Capital
Modal Insani
Dana tersebut akan digunakan untuk pembangunan Jalan of the Batang-Semarang Toll Road (50%), Pandaan-

Tol Batang-Semarang (50%), Jalan Tol Pandaan-Malang Malang Toll Road (30%) and the Jakarta-Cikampek II
(30%) dan Jalan Tol Jakarta-Cikampek II Elevated (20%). Elevated Toll Road (20%).
Tabel Rincian Realisasi Penggunaan Dana PMHMETD I

Table of Realization of the Use of PMHMETD I Funds
Sisa Dana
Hasil
Penawaran

Umum

Remaining
EGMS
Funds from
Jenis
Penawaran
Efektif
No Umum
Effective Jumlah
Type of Public
Date Hasil Biaya
Offering
Number Public Net Expansion Refinancing Working Expansion Refinancing Working
Offering Fee
Results
1 PMHMETD I 18 Nov 1.785.698 13.567 1.772.131 1.772.131 1.772.131 -

2016
Nov 18,
2016

Adapun rincian realisasi penggunaan dana PMHMETD The following are the details of the realization of PMHMETD
adalah sebagai berikut. funds use.
Tabel Rincian Realisasi Penggunaan Dana PMHMETD I

Table of Details of Realized Use of Bond Funds
Realisasi Penggunaan Dana PMHMETD I Jumlah
No

1 Kontribusi Modal Anak Perusahaan PT Jasamarga Pandaan Malang Modal Konstruksi Jalan 192.600.000.000

Tol Ruas Pandaan Malang
Capital Contributions of Jasa Marga’s Subsidiary, PT Jasamarga Pandaan Malang, on Pandaan
Malang Toll Road
2 Kontribusi Modal Anak Perusahaan Konstruksi Jalan Tol Jasamarga Jalanlayang Cikampek 20.000.000.000
Capital Contributions of Jasa Marga’s Subsidiary, PT Jasamarga Jalanlayang Cikampek, on
Toll Road Construction
Malang Toll Road Construction
6 Kontribusi Modal Anak Perusahaan PT Jasamarga Semarang Batang Modal Konstruksi Jalan 624.994.188.000
Tol Ruas Semarang Batang
Capital Contributions of Jasa Marga’s Subsidiary, PT Jasamarga Semarang Batang, on Toll
Road Construction
9 Kontribusi Modal Anak Perusahaan PT Jasamarga Pandaan Malang Modal Konstruksi Jalan 8.512.800
Realisasi Penggunaan Dana PMHMETD I Jumlah

No

Capital Contributions of Jasa Marga’s Subsidiary, PT Jasamarga Semarang Batang, on
Semarang Batang Toll Road Construction
Profil Perusahaan
Company Profile

Total Realisasi Penggunaan Dana PMHMETD I 1,772,130,531,203
Total Realization of PMHMETD I Funds
Seluruh dana PMHMETD I, telah digunakan sesuai rencana All PMHMETD I funds, which have been used in
penggunaan dana yang diungkapkan dalam Prospektus accordance with the plan to use the funds disclosed in the
dan RUPSLB telah dilaporkan kepada OJK melalui Surat Prospectus and EGMS, have been reported to OJK through
Nomor BF.KU09.03.1439 tanggal 6 Agustus 2019 perihal Letter Number BF.KU09.03.1439 dated August 6, 2019
Laporan Realisasi Penggunaan Dana Penambahan Modal concerning Reports on Realization of the Use of Additional
Dengan Hak Memesan Efek Terlebih Dahulu I (PMHMETD Capital Funds with Preemptive Rights I (PMHMETD I) ) PT
I) PT Jasa Marga (Persero) Tbk per 30 Juni 2019. Jasa Marga (Persero) Tbk as of June 30, 2019.
INFORMASI TRANSAKSI MATERIAL YANG MENGANDUNG
BENTURAN KEPENTINGAN DAN/ATAU TRANSAKSI DENGAN
Human Capital
Modal Insani
PIHAK AFILIASI
Information on Material Transactions Containing Conflicts of Interest and/or
Transactions with Affiliated Parties

TRANSAKSI PIHAK AFILIASI
Transaction with Affiliated Parties
Hingga 31 Desember 2019, Perseroan tidak melakukan Until December 31, 2019, the Company did not conduct
transaksi material yang mengandung benturan material transactions that contained conflicts of interest
kepentingan dan/atau transaksi dengan pihak afiliasi. and / or transactions with affiliates.

TRANSAKSI PIHAK BERELASI

Transaction with Related Parties
Kelompok Usaha melakukan transaksi dengan pihak-pihak The Group conducts transactions with Related parties
berelasi sebagaimana didefinisikan dalam PSAK 7 (Revisi as defined in PSAK 7 (Revised in 2010), "Disclosure of
2010), “Pengungkapan Pihak-pihak Berelasi”. Related Party".
NAMA PIHAK DAN SIFAT HUBUNGAN BERELASI

Name of Parties and Nature of Related Relationship

Kelompok Usaha melakukan transaksi dengan pihak-pihak The Company has significant business transactions with
berelasi sebagaimana didefinisikan dalam PSAK 7 (Revisi Related parties. Related parties and the nature of their
2010), “Pengungkapan Pihak-pihak Berelasi”. relationship with the Company are described as follows.
Tabel Pihak Berelasi

Table of Related parties
Pihak Berelasi Hubungan Jenis Transaksi

Related Parties Nature of Relationship Nature of Transaction

PT Istaka Karya (Persero) Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap dan
Republik Indonesia Jalan
Controlled by Central Government of Contractor for Construction and Maintenance of Property and
the Republic of Indonesia Equipment and Toll Roads
BPJS Ketenagakerjaan Dikendalikan oleh Pemerintah Pusat Beban Asuransi Kecelakaan Kerja Karyawan, Pemegang Saham Non
Republik Indonesia Pengendali
Controlled by the Central Government Insurance Expenses for Employees and Non Controlling Shareholder
of the Republic of Indonesia
PT Nindya Karya (Persero) Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap dan
Republik Indonesia Jalan
Controlled by the Central Government Contractor for Construction and Maintenance of Property and
of the Republic of Indonesia Equipment and Toll Roads
PT Pembangunan Perumahan Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap dan
(Persero) Tbk Republik Indonesia Jalan Dana Talangan Tanah
of the Republic of Indonesia Equipment and Toll Roads, Land Bridging Fund
PT Perusahaan Listrik Negara Dikendalikan oleh Pemerintah Pusat Beban Listrik Peralatan Tol dan Gedung
(Persero) Republik Indonesia Electricity for Toll Equipment and Buildings
Controlled by the Central Government
PT Waskita Karya (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap dan
Republik Indonesia Jalan Dana Talangan Tanah
of the Republic of Indonesia Equipment and Toll Roads, Land Bridging Fund
PT Wijaya Karya (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap dan
Republik Indonesia Jalan Dana Talangan Tanah
of the Republic of Indonesia Equipment and Toll Roads
Pihak Berelasi Hubungan Jenis Transaksi

Related parties Relationship Transaction Type
Wika - Adhi - Hutama JO Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap dan
Republik Indonesia Jalan Tol
Controlled by the Central Government Purchase of Property and Equipment, Outsourcing Expenses, Vehicles
of the Republic of Indonesia and Toll Equipment Lease
Koperasi Jasa Marga Bhakti Pengendalian Manajemen Kunci Pembelian Aset dan Perlengkapan, Beban Outsourcing Pegawai,
Key Management Control Sewa Kendaraan dan Peralatan Tol
Purchase of Assets and Equipment, Employee Outsourcing Costs,
Rental of Vehicle and Toll Equipment
Dana Pensiun Jasa Marga Pengendalian Manajemen Kunci Penempatan Dana Imbalan Kerja Karyawan
Key Management Control Placement of Employee Benefit Funds
Koperasi JLO Bersama Pengendalian Manajemen Kunci Pembelian Alat Tulis Kantor (ATK)
Key Management Control Purchase of Office Supplies and Stationery
PT Ismawa Trimitra Entitas Asosiasi Investasi pada Perusahaan Asosiasi
Associated Company Investments in Associated Company
PT Trans Lingkar Kita Jaya Entitas Asosiasi Investasi pada Perusahaan Asosiasi
Associated Company Investments in Associated Company
Profil Perusahaan
Company Profile
PT Trans Marga Jateng Entitas Bersama Investasi Entitas Bersama

Joint Entity Joint Entity Investment
PT Jasamarga Semarang Batang Entitas Bersama Investasi Entitas Bersama
PT Jasamarga Solo Ngawi Entitas Bersama Investasi Entitas Bersama
PT Jasamarga Ngawi Kertosono Entitas Bersama Investasi Entitas Bersama
Kediri Joint Entity Joint Entity Investment

PT Jasamarga Pandaan Tol Entitas Bersama Investasi Entitas Bersama
PT Pilar Sinergi BUMN Indonesia Entitas Asosiasi Investasi pada Perusahaan Asosiasi dan Pinjaman Pemegang Saham
Associated Company Investments in Associated Company and Shareholder Loan
Badan Pengatur Jalan Tol Dikendalikan oleh Pemerintah Pusat Liabilitas Pembebasan Tanah
Republik Indonesia Land Acquisition Liabilities
Controlled by the Central Government
KEWAJARAN DAN ALASAN DILAKUKAN TRANSAKSI

Fairness and Reasons of the Transactions

Seluruh transaksi yang dilakukan hingga Desember 2019 All transactions made until December 2019 are reasonable
dilakukan secara wajar (Arm’s Length) dan sesuai dengan (Arm's Length) and in accordance with the normal
persyaratan komersial normal. Kewajaran transaksi dengan commercial requirements. Transactions with related
pihak terkait atau mengandung benturan kepentingan parties or with conflicts of interest have been carried out
telah dilakukan secara wajar sesuai peraturan perundang- reasonably according to regulations. Transactions are
undangan. Transaksi dilakukan atas dasar alasan carried out on the grounds of the Company's needs and
kebutuhan Perseroan dan bebas dari konflik kepentingan. are free from conflicts of interest.
Perseroan melakukan transaksi dengan pihak-pihak The Company conducts transactions with Related parties as
berelasi sebagaimana didefinisikan dalam PSAK 7 (Revisi defined in PSAK 7 (Revised in 2010), "Disclosure of Related
2010), “Pengungkapan Pihak-pihak Berelasi”. Seluruh Parties." All significant transactions and balances with
transaksi dan saldo yang signifikan dengan pihak- Related parties are disclosed in the related consolidated
pihak berelasi diungkapkan dalam catatan atas laporan financial statement notes.
keuangan konsolidasian yang terkait.
Human Capital
Modal Insani
REALISASI TRANSAKSI
Realization of Transactions

Dalam kegiatan usahanya, Perseroan melakukan transaksi In its business activities, the Company conducts

dengan pihak-pihak berelasi yang dilakukan dengan transactions with Related parties under the normal terms
syarat-syarat dan kondisi normal. Transaksi ini termasuk and conditions. This transaction includes payment by the
pembayaran oleh Perseroan atas beban-beban pihak- Company for the burden of Related parties and vice versa.
pihak berelasi atau sebaliknya.
Saldo transaksi dengan pihak berelasi pada tanggal 31 The balance of transactions with Related parties as per
Desember 2019 dan 31 Desember 2018 adalah sebagai December 31, 2019 and December 31, 2018 are as
berikut. follows.

Tabel Realisasi Transaksi Pihak Berelasi
Table of Transaction Realization with Related Parties
(dalam ribuan Rupiah) (in thousands Rupiah)
Persentase dari Total Aset
Uraian Percentage of Total Assets
2019 2018
Description
2019 2018
Aset
Asset

Kas dan Setara Kas 3.307.602 4.248.724 3,32% 5,16%

Piutang Lain-lain 0,00% 0,00%
Other Receivables
Lancar 6.306.294 5.290.463 6,33% 6,42%
Current
Tidak lancar 1.289.065 1.220.132 1,29% 1,48%
Non-current
Dana Ditetapkan Penggunaannya 663.584 476.652 0,67% 0,58%
Restricted Fund
Liabilitas

Liabilities

Utang Bank Jangka Pendek 3.078.642 1.347.571 4,02% 2,17%
Short-term Bank Loans
Utang Lembaga Keuangan Bukan Bank Jangka 1.169.920 1.185.793 1,53% 1,91%
Panjang
Long-term Loans of Non-Bank Financial Institution
Utang Bank Jangka Panjang - Bagian Jangka 3.269.505 47.912 4,27% 0,08%
Pendek
Long-term Bank Loan - Short-term Segment
Utang Lembaga Keuangan Bukan Bank Jangka 0 4.000 0,00% 0,01%
Panjang - Bagian Jangka Pendek
Long Term Loans of Non-Bank Financial Institution
– Short Term Segment
Utang Bank Jangka Panjang - Bagian Jangka 15.135.487 14.465.340 19,79% 23,25%
Panjang
Long-term Bank Loan - LongTerm Segment
Total Utang Bank 21.483.635 15.860.823 28,09% 25,49%
Total Bank Loan
Utang Usaha 42.471 46.105 0,06% 0,07%
Accounts Payable
Utang Kontraktor Jangka Pendek 268.065 737.084 0,35% 1,18%
Short-term Contractors Payable
Liabilitas Pembebasan Tanah Jangka Panjang - 1.588.542 1.622.186 2,08% 2,61%
Bagian Jangka Pendek
Long Term Land Acquisition Liabilities - Short
Term Segment
Liabilitas Pembebasan Tanah Jangka Panjang - 109.008 109.008 0,14% 0,18%
Bagian Jangka Panjang
Long Term Land Acquisition Liabilities - Long Term
Segment
Utang Kontraktor Jangka Panjang 449.941 209.086 0,59% 0,34%
Long-term Contractor Payable
KEBIJAKAN MEKANISME REVIU ATAS TRANSAKSI DAN PEMENUHAN

PERATURAN TERKAIT
The Policy of Review Mechanism for Transactions and the Fullfillment of Related
Regulations
Perseroan memiliki kebijakan mengenai persyaratan dan The Company has a policy regarding the terms and
kondisi transaksi yang mengandung benturan kepentingan conditions of transactions that contain conflicts of interest
dan/atau transaksi dengan pihak berelasi. Secara umum and / or transactions with related parties. In general, the
persyaratan dan kondisi transaksi dengan pihak berelasi terms and conditions of the transactions with related
dilakukan sebagaimana dengan pihak ketiga yang di- parties are carried out as with the Third Party reviewed
review oleh Komite Audit serta wajib mendapatkan by the Audit Committee and must obtain approval from
persetujuan dari Dewan Komisaris. Selama tahun 2019, the Board of Commissioners. During 2019, there were
tidak terdapat pelanggaran atas peraturan perundang- no violations to the laws and regulations related to the
undangan terkait dengan transaksi dengan pihak berelasi transactions with related parties and there were no
serta tidak terdapat transaksi yang mengandung benturan transactions that had conflicts of interest.
kepentingan.
Profil Perusahaan
Company Profile
ASPEK PERPAJAKAN
Human Capital
Modal Insani
Taxation Aspect
PUBLIKASI PEMBAYARAN PAJAK
Tax Payment Publication

Jasa Marga dalam kegiatan operasionalnya telah In its operational activities, Jasa Marga has carried

menjalankan Tata Kelola Perusahaan yang Baik (Good out Good Corporate Governance which is carried out
Corporate Governance) yang dilakukan secara transparan transparently and accountably, particularly in managing its
dan akuntabel khususnya dalam mengelola hak dan taxation rights and obligations, where taxation rights and
kewajiban perpajakannya, dimana hak dan kewajiban obligations are carried out in accordance with applicable
perpajakannya dilakukan sesuai dengan peraturan yang regulations.
berlaku.
PEMBAYARAN PAJAK

Payment of Taxes
Total Pembayaran Pajak periode Januari sampai dengan The total tax payments for the period of January to
Desember 2019, sebagai berikut. December 2019 are as follows.
Tabel Pembayaran Pajak 2018-2019

Table of Tax Payments in the 2018-2019 period
Uraian Pajak
2019 2018
Tax Description

PPh Pasal 25 dan 29 765.052 848.289
Income Tax Article 25 and 29
PPh Pasal 21 95.762 148.432
Income Tax Article 21
PPh Pasal 22 764 998
PPh Pasal 23 24.825 22.199
PPh Pasal 26 73.323 76.501

PPh final 80.409 100.160

Final income tax
PPN 11.683 12.991
value-added tax
PPN Pungut 334.106 378.115
VAT Collected
PBB 429.562 406.596
property tax
Total 1.815.485 1.994.282
KETIDAKPATUHAN DALAM PEMBAYARAN PAJAK

Non-Compliance in Tax Payment
Hingga Desember 2019, tidak terdapat ketidakpatuhan As of December 2019, there was no non-compliance found
Perseroan dalam kewajiban membayar pajak (NIHIL). in the Company in fulfilling the tax obligation (NULL).
PERUBAHAN PERATURAN PERUNDANG-UNDANGAN
DAN DAMPAKNYA
Change in Laws and Regulations and the Impact
Selama tahun 2019, tidak terdapat perubahan peraturan During 2019, there were no law and regulation amendments
perundang-undangan yang berpengaruh signifikan that have a significant effect on the Company. Therefore,
terhadap Perseroan. Dengan demikian Perseroan tidak the Company does not present information about changes
menyajikan informasi tentang perubahan peraturan in laws and regulations and their impact (qualitative and /
perundang-undangan dan dampaknya (kualitatif dan/ or quantitative) on the Company.

atau kuantitatif) terhadap Perseroan.
PERUBAHAN KEBIJAKAN AKUNTANSI

Amendment to Accounting Policies
Selama tahun 2019, tidak terdapat perubahan kebijakan During 2019, there were no changes in accounting policies
akuntansi sehingga Perseroan tidak menyajikan informasi so the Company did not present any information on the
Profil Perusahaan
Company Profile
tentang perubahan kebijakan akuntansi, alasan perubahan changes in these policies, reasons for changes and their
kebijakan akuntansi dan dampaknya secara kuantitatif quantitative impact on the financial statements.
terhadap laporan keuangan.
INFORMASI KELANGSUNGAN USAHA
Human Capital
Modal Insani
Information of Business Sustainability
HAL-HAL YANG BERPOTENSI BERPENGARUH TERHADAP
KELANGSUNGAN USAHA
Things that Potentially Influence Business Continuity

Saat ini Indonesia sedang menghadapi penyebaran virus Indonesia is currently facing the spread of the Covid-19
Covid-19 yang dimulai dari Cina dan kemudian menyebar virus which started in China and then spread to other
ke negara-negara lain termasuk Indonesia. Efek virus countries including Indonesia. The effects of the Covid-19
Covid-19 terhadap ekonomi global dan Indonesia termasuk virus on the global economy and Indonesia include effects
efek terhadap pertumbuhan ekonomi, penurunan pasar on economic growth, decline in capital markets, increased
modal, peningkatan risiko kredit, depresiasi nilai tukar credit risk, depreciation of foreign exchange rates and
mata uang asing dan gangguan operasi bisnis. Efek disruption of business operations. The future effects of the
masa depan dari virus Covid-19 terhadap Indonesia dan Covid-19 virus on Indonesia and the company still cannot

Perusahaan masih belum dapat ditentukan saat ini. be determined at this time.
Sampai dengan tanggal laporan keuangan ini, telah terjadi As of the date of this financial statement, there has been
penurunan Indeks Harga Saham Gabungan (IHSG), Indeks a decline in the Composite Stock Price Index (IHSG),
Harga Obligasi Gabungan (ICBI), dan nilai tukar mata the Composite Bond Price Index (ICBI), and the Rupiah
uang Rupiah terhadap mata uang asing yang sebagian exchange rate against foreign currencies, which is partly
disebabkan oleh dampak virus Covid-19. caused by the impact of the Covid-19 virus.
Namun berdasarkan data historis Perseroan, dimana However, based on the Company's historical data, which

selama ini masa pemulihan bisnis jalan tol cenderung cepat during this time the toll road business recovery period

dan mengingat dampak dari Covid-19 terhadap lalu lintas tends to be fast and considering the impact of Covid-19
jalan tol hanya berdampak jangka pendek (kurang dari on toll road traffic has only a short-term impact (less than
1 tahun) maka manajemen optimis penyebaran wabah 1 year), the management is optimistic that the spread
Covid-19 tidak berpengaruh pada fundamental Perseroan of the Covid-19 outbreak will not affect the Company's
dan tidak mempengaruhi kelangsungan bisnis Perseroan fundamentals and does not affect the Company's long-
jangka panjang. term business continuity.
ASESMEN MANAJEMEN

Management Assessment

Manajemen Perseroan telah melakukan penilaian atas The Company's management has assessed the Company's
kemampuan Perseroan untuk melanjutkan kelangsungan aptness to continue its business and believes that the
usahanya dan berkeyakinan bahwa Perseroan memiliki Company has the resources for future continuation. The
sumber daya untuk melanjutkan usahanya di masa Company's management does not see any uncertain
mendatang. Selain itu, manajemen Perseroan tidak melihat material that can cause significant doubts towards the
adanya ketidakpastian material yang dapat menimbulkan Company's ability.
keraguan yang signifikan terhadap kemampuan Perseroan
untuk melanjutkan usahanya.
ASUMSI YANG DIGUNAKAN MANAJEMEN UNTUK MELAKUKAN

ASESMEN
Assumptions Used by the Management to Make Assessments
Beberapa Faktor yang menjadi pertimbangan manajemen Some factors that are considered by the management for
dalam melakukan asesmen terhadap kelangsungan usaha assessing business continuity are as follows.
adalah sebagai berikut.
• Kinerja Keuangan • Financial performance

• Likuiditas • Liquidity
• Solvabilitas • Solvency
• Masalah Internal • Internal problems
• Perkara Hukum • Legal matters
05
KINERJA PENGEMBANGAN
BISNIS
Performance of Business Development
Pencapaian kinerja Jasa Marga selama tahun 2019 senantiasa

diiringi dengan upaya untuk meningkatkan daya saing dan
nilai tambah di masa mendatang. Itu sebabnya, Perseroan terus
menggelar ekspansi bisnis, baik di bidang pengembangan bisnis
jalan tol, bisnis pendukung operasional jalan tol dan bisnis
prospektif.
Jasa Marga's performance achievements in 2019 are always accompanied

by efforts to increase competitiveness and added value in the future. That
is why, the Company continues to expand the business, whether in the toll
road, business in supporting toll road operations and prospective business.
312. Kinerja Pengembangan Bisnis 346. Jaringan Jalan Tol Jasa Marga: 377. Pengembangan Bisnis
Konsesi Jalan Tol Regional Nusantara Layanan
Performance of Toll Road Jasa Marga’s Toll Road Network: Pemeliharaan
Concession Business Development Region of Nusantara Development of
312. Konsesi Jalan Tol Jasa Marga 354. Jaringan Jalan Tol Jasa Marga: Maintenance Service
Jasa Marga’s Toll Road Tahap Konstruksi dan Business
Concessions Pembebasan Lahan 381. Kinerja Pengembangan Bisnis
314. Jaringan Jalan Tol Jasa Marga Jasa Marga’s Toll Road Prospektif
Jasa Marga’s Toll Road Network: Land Acquisition and Performance of Prospective
Networks Construction Business Development
316. Pengembangan Pengoperasian 366. Inovasi Peningkatan Layanan
Bisnis Jalan Tol Pengoperasian Jalan Tol
Development of Toll Road Innovation in Toll Road
Business Operations Operation Service Improvement
319. Jaringan Jalan Tol Jasa Marga: 372. Kinerja Pengembangan Bisnis
Regional Jabodetabekjabar Pendukung Pengoperasian Jalan Tol
Jasa Marga’s Toll Road Performance of Toll Road
Network: Region of Operational Supporting Business
Jabodetabekjabar Development
326. Jaringan Jalan Tol Jasa Marga: 372. Pengembangan Bisnis Layanan
Regional Transjawa Operasi
Jasa Marga’s Toll Road Operation Service Business
Network: Region of Transjawa Development
Jembatan Kalikuto
Jalan Tol Batang-Semarang
KINERJA PENGEMBANGAN BISNIS KONSESI JALAN TOL
Performance of Toll Road Concession Business Development
KONSESI JALAN TOL JASA MARGA

Jasa Marga Toll Road Concessions
Hingga akhir 2019, Jasa Marga memiliki total hak konsesi As of 2019, Jasa Marga has a total toll road concession
jalan tol sepanjang 1.527 km. Ruas-ruas jalan tol yang dimiliki rights of 1,527 km. The toll roads owned by the Company
Perseroan punya masa konsesi yang berkisar antara 35 (tiga have concession periods ranging from 35 (thirty five) to 50
puluh lima) sampai dengan 50 (lima puluh) tahun, sehingga (fifty) years, so that until the end of 2019, the remaining
sampai dengan akhir 2019, sisa masa konsesi yang dimiliki concession periods held by the Company are still long.
oleh Perseroan masih panjang. Perseroan terus berkomitmen The company continues to be committed to increasing
untuk menambah hak pengusahaan jalan tol tersebut melalui the concession rights through the process of tenders,
proses tender, akuisisi, dan prakarsa. acquisitions, and initiatives.
Tabel Konsesi Jalan Tol Milik Jasa Marga

Table of Jasa Marga Toll Road Concessions
Penandatanganan
Tahun Masa
Perjanjian
Mulai Konsesi
Panjang Pengusahaan Tahun Mulai Beroperasi
Konsesi Konsesi Concession
Length Jalan Tol Year of Operation
No Concessions Operator Year of Period
(km) Signing of Starts
Concession (tahun/
Toll Road Concession
Begins years)
Agreement
Profil Perusahaan
Company Profile
(PPJT)
1. Jagorawi Cabang Jagorawi 59,00 2005 40 07 Juli 2006 1978

(Jakarta-Bogor- July 07, 2006
Ciawi)
2. Jakarta- Cabang Jakarta- 33,00 2005 40 07 Juli 2006 1984
Tangerang Tangerang- July 07, 2006
Cengkareng
3. Prof. Dr. Ir. Cabang Jakarta- 14,30 2005 40 07 Juli 2006 1984
Soedijatmo Tangerang- July 07, 2006
Cengkareng
4. Cawang- Cabang Jakarta- 23,55 2005 40 07 Juli 2006 1987

Tomang-Pluit Tangerang- July 07, 2006
Cengkareng
5. Jakarta- Cabang Jakarta- 83,00 2005 40 07 Juli 2006 1988

Cikampek Cikampek July 07, 2006
6. Padaleunyi Cabang 64,40 2005 40 07 Juli 2006 1990
(Padalarang- Purbaleunyi
July 07, 2006

Cileunyi)
7. Cipularang Cabang 58,50 2005 40 07 Juli 2006 2003
(Cikampek- Purbaleunyi July 07, 2006
Purwakarta-
Padalarang)
8. Palikanci Cabang Palikanci 26,30 2005 40 07 Juli 2006 1998

(Palimanan- July 07, 2006
Kanci)
9. Semarang Cabang 24,75 2005 40 07 Juli 2006 1983
Semarang July 07, 2006
10. Surabaya- Cabang 49,00 2005 40 07 Juli 2006 1986
Gempol Surabaya- July 07, 2006
Gempol
11. Belmera Cabang Belmera 42,70 2005 40 07 Juli 2006 1986
(Belawan- July 07, 2006
Medan-Tanjung
Morawa)
12. Jakarta Outer PT Jalantol 28,27 2005 40 07 Juli 2006 1991
Ring Road (JORR) Lingkarluar July 07, 2006
Jakarta
Human Capital
Modal Insani
Penandatanganan
Tahun Masa
Perjanjian
Mulai Konsesi
Panjang Pengusahaan Tahun Mulai Beroperasi
Konsesi Konsesi Concession
Length Jalan Tol Year of Operation
No Concessions Operator Year of Period
(km) Signing of Starts
Concession (tahun/
Toll Road Concession
Begins years)
Agreement
(PPJT)

13. Ulujami-Pondok PT Jalantol 5,55 2005 40 07 Juli 2006 2001

Aren Lingkarluar July 07, 2006
Jakarta
14. JORR W2 Utara PT Marga Lingkar 7,70 2012 40 07 Juni 2006 2014
Jakarta July 07, 2006
15. Bogor Ring Road PT Marga Sarana 11,95 2009 45 29 Mei 2006 2009
Jabar July 07, 2006
16. Cengkareng- PT Jasamarga 14,19 2017 35 02 Maret 2009 Pembebasan lahan dan konstruksi
Kunciran Kunciran March 02, 2009 Land acquisition and construction
Cengkareng
17. Kunciran- PT Marga Trans 11,14 2017 35 22 September 2008 2019
Serpong Nusantara

September 22, 2008

18. Semarang-Solo PT Trans Marga 72,64 2010 45 15 Desember 2006 2011
Jateng December 15, 2006
19. Surabaya- PT Jasamarga 36,27 2007 42 06 April 2006 2011
Mojokerto Surabaya April 06, 2006
Mojokerto
20. Gempol- PT Jasamarga 34,15 2013 50 29 Mei 2006 2017
Pasuruan Gempol Pasuruan May 29, 2006
21. Gempol-Pandaan PT Jasamarga 13,60 2012 35 19 Desember 2006 2015
Pandaan Tol December 19, 2006
22. Nusa Dua- PT Jasamarga 9,70 2012 45 16 Desember 2011 2013

Ngurah Rai- Bali Tol December 16, 2011

Benoa
23. Medan- PT Jasamarga 61,70 2016 40 05 Januari 2015 2017
Kualanamu- Kualanamu Tol January 05, 2015
Tebing Tinggi
24. Solo-Ngawi PT Jasamarga 90,43 2016 50 28 Juni 2011 2018
Solo Ngawi June 28, 2011
25. Ngawi- PT Jasamarga 114,92 2016 50 28 Juni 2011 2018
Kertosono-Kediri Ngawi Kertosono June 28, 2011
Kediri
26. Cinere-Serpong PT Cinere 10,14 2017 35 28 Juni 2011 Pembebasan lahan dan konstruksi
Serpong Jaya June 28, 2011 Land acquisition and construction
27. Batang- PT Jasamarga 75,00 2016 50 27 April 2016 2018
Semarang Semarang Batang April 27, 2016
28. Balikpapan- PT Jasamarga 97,99 2016 40 09 Juni 2016 2019
Samarinda Balikpapan June 09, 2016
Samarinda
29. Manado- PT Jasamarga 39,90 2017 40 09 Juni 2016 Pembebasan lahan dan konstruksi
Bitung Manado Bitung June 09, 2016 Land acquisition and construction
30. Pandaan-Malang PT Jasamarga 38,49 2017 35 09 Juni 2016 2019

Pandaan Malang June 09, 2016
31. Jakarta- PT Jasamarga 38 2017 45 05 Desember 2016 2019
Cikampek II Jalanlayang December 05, 2016
Elevated Cikampek
32. Probolinggo- PT Jasamarga 172,91 2018 35 29 Desember 2017 Pembebasan
Banyuwangi Probolinggo December 29, 2017 Lahan
Land acquisition
33. Jakarta- PT Jasamarga 64,00 2018 35 29 Desember 2017 Pembebasan lahan dan konstruksi
Cikampek II Japek December 29, 2017 Land acquisition and construction
Selatan Selatan
314
Jasa Marga Toll Road Network
JARINGAN JALAN TOL JASA MARGA
Regional Jabodetabekjabar
Region of Jabodetabekjabar

Regional Transjawa
Region of Transjawa
Human Capital
Modal Insani
Regional Jabodetabekjabar
Region of Jabodetabekjabar
• Jagorawi : 59,00 Km
• Jakarta-Tangerang : 33,00 Km
• Ulujami-Pondok Aren : 5,55 Km

• Jakarta Inner Ring Road : 23,55 Km
• Prof Dr. Ir. Soedijatmo : 14,30 Km
• Jakarta Outer Ring Road : 28,3 Km
• JORR W2 Utara : 7,7 Km
• Cikampek-Purwakarta-Padalarang : 58,50 Km
• Padalarang-Cileunyi : 64,40 Km
• Kunciran-Serpong : 11,14 Km
• Bogor Ring Road : 11,95 Km

Regional Transjawa
Region of Transjawa
• Jakarta-Cikampek : 83,00 Km
• Jakarta-Cikampek II Elevated : 38,00 Km
• Palimanan-Kanci (Palikanci) : 26,30 Km
• Batang-Semarang : 75,00 Km
• Semarang A, B, C : 24,75 Km
• Semarang-Solo : 72,64 Km

• Solo-Ngawi : 90,43 Km

• Surabaya-Mojokerto : 36,27 Km
• Surabaya-Gempol : 49,00 Km
• Gempol-Pasuruan : 34,15 Km
• Gempol-Pandaan : 13,61 Km
• Pandaan-Malang : 38,49 Km
• Ngawi-Kertosono-Kediri : 114,92 Km
Regional Nusantara
Region of Nusantara
• Nusa Dua-Ngurah Rai-Benoa : 9,70 Km
• Belawan-Medan-Tanjung Morawa
(Belmera) : 42,70 Km
• Medan-Kualanamu-Tebing Tinggi : 61,70 Km
Regional Nusantara • Balikpapan-Samarinda : 97,99 Km
Region of Nusantara
Hitam / Black: Beroperasi Penuh / Fully Operational
Hijau / Green : Beroperasi Sebagian / Partially Operational
PENGEMBANGAN PENGOPERASIAN BISNIS JALAN TOL

Development of Toll Road Operation Business
Jasa Marga telah berhasil mencatatkan pertumbuhan Jasa Marga has successfully recorded flashy growth in the
mentereng dari sisi panjang jalan tol komersial yang length of commercial toll roads operating in Indonesia.
beroperasi di Indonesia. Jika pada akhir tahun 2014, Jasa While at the end of 2014, Jasa Marga operated a total
Marga mengoperasikan total jalan tol sepanjang 576 km, of 576 km of toll roads, the Company has successfully
maka Perseroan sukses menggandakan bisnis (doubling the doubled the business by operating 1,162 km of toll roads
business) dengan mengoperasikan jalan tol sepanjang 1.162 by the end of 2019.
km pada penghujung tahun 2019
Pertumbuhan Panjang Jalan Tol Beroperasi Jasa Marga Periode 2014-2019 (Km)
Growth of Jasa Marga’s Toll Road Operations in 2014-2019 (Km)
576 590 593 680 1.000 1.162

Profil Perusahaan
Company Profile
2014 2015 2016 2017 2018 2019
Dengan mengoperasikan jalan tol sepanjang 1.162 By operating 1,162 km of toll roads, Jasa Marga has
km, Jasa Marga kian memantapkan posisinya sebagai increasingly solidified its position as a market leader by
pemimpin pasar (market leader) dengan menguasai pangsa controlling 67% market share on the length of commercial
pasar sebesar 67% dari sisi panjang jalan tol komersial di toll roads throughout the country. The operation of the
seluruh Tanah Air. Pengoperasian jalan tol yang tersebar toll roads spreads across the islands of Java, Sumatra,
di wilayah Pulau Jawa, Sumatera, Sulawesi, Kalimantan Sulawesi, Kalimantan and Bali which also reinforces the
hingga Bali tersebut sekaligus memperteguh komitmen
Company's commitment to strengthen connectivity to

Perseroan dalam memperkuat konektivitas (strengthening create a stronger and more equitable Indonesian economy.
connectivity) demi mewujudkan perekonomian Indonesia
yang lebih kokoh dan merata.
Khusus pada tahun 2019, Perseroan berhasil menambah Specifically in 2019, the Company has succeeded in
162 km jalan tol beroperasi. Pengoperasian ruas-ruas baru adding 162 km of operating toll roads. The operation of
tahun 2019 adalah sebagai berikut: the new sections in 2019 are as follows:
Medan-Kualanamu-Tebing Tinggi Kunciran-Serpong
Seksi / Section 7 Seksi / Section 1-2
Pandaan-Malang Jakarta-Cikampek II Elevated

Seksi / Section 1-4
Gempol-Pandaan Balikpapan-Samarinda
Seksi / Section 2 Seksi / Section 2-4
Human Capital
Modal Insani
Pengoperasian ruas-ruas jalan tol baru di 2019 tersebut The operational of the new toll roads in 2019 more
semakin menghebatkan pencapaian fantastis Perseroan escalate the Company's fantastic achievement in 2018,
di 2018, yakni terkoneksinya Jalan Tol Trans Jawa dari namely the connection of the Trans Java Toll Road from
Merak, Banten, hingga Probolinggo, Jawa Timur. Pada Merak, Banten, to Probolinggo, East Java. Also in the same
tahun buku pula, Perseroan melalui Entitas Anak, secara financial year, the Company, through its Subsidiaries, kept
bertahap terus melakukan aktivitas pembebasan lahan performing the land acquisition and construction of the
dan konstruksi jalan tol baru. new toll roads gradually.

Pengembangan bisnis jalan tol yang tercatat begitu The development of the toll road business that has
ekspansif dalam beberapa tahun terakhir menuntut been so expansive in recent years requires the Company
Perseroan untuk menerapkan sejumlah strategi baru to implement a number of new strategies to improve
demi meningkatkan efisiensi. Satu di antara beberapa efficiency. One of the strategies implemented by the
strategi yang digelar Perseroan pada tahun 2019 adalah Company in 2019 is to form 3 (three) regions that house
membentuk 3 (tiga) regional yang menaungi beberapa several branches and Subsidiaries, namely:
cabang dan Entitas Anak Perseroan, yakni:
1. Regional Jabodetabekjabar 1. Region of Jabodetabekjabar

2. Regional Transjawa 2. Region of Transjawa

3. Regional Nusantara 3. Region of Nusantara
Pada tahun 2019, Regional Jabodetabekjabar In 2019, Region of Jabodetabekjabar operates 314 km
mengoperasikan 314 km panjang jalan tol, Regional long toll road, Region of Transjawa operates 667 km of
Transjawa mengoperasikan 667 km panjang jalan tol, dan toll roads, and Region of Nusantara operates along 181
Regional Nusantara mengoperasikan sepanjang 181 km km toll road length.
panjang jalan tol.
Pengoperasian Jalan Tol Tiga Regional

Toll Road Operations of Three Regions

Regional Jabodetabekjabar Regional Transjawa Regional Nusantara
Region of Jabodetabekjabar Region of Transjawa Region of Nusantara
Panjang Jalan Tol Dioperasikan Panjang Jalan Tol Dioperasikan Panjang Jalan Tol Dioperasikan
Length of Toll Roads Operated Length of Toll Roads Operated Length of Toll Roads Operated
314 km 667 km 181 km
Dioperasikan Langsung Dioperasikan Langsung Dioperasikan Langsung

Directly Operated Directly Operated Directly Operated
• 8 ruas/section • 4 ruas/sections • 1 ruas/section
• 287 km • 181 km • 43 km
Dioperasikan Entitas Anak Dioperasikan Entitas Anak Dioperasikan Entitas Anak

Operated by Subsidiary Operated by Subsidiary Operated by Subsidiary
• 3 ruas/sections • 9 ruas/section • 3 ruas/section
• 27 km • 486 km • 138 km
Selain ruas-ruas jalan tol yang telah beroperasi penuh In addition to toll roads that are fully or partially operational,
maupun beroperasi sebagian, terdapat pula ruas-ruas there are also sections belonging to the Company which
milik Perseroan yang masih dalam tahap konstruksi dan are still under construction and land acquisition, which
pembebasan lahan yang pengawasannya dikendalikan is controlled by the work unit of Toll Road Business
oleh Unit kerja Toll Road Business Development Group di Development Group at the Head Office.
Kantor Pusat.
Tabel Ruas-ruas Jalan Tol dalam Tahap Konstruksi dan Pembebasan Lahan
Table of Toll Roads Under Construction and Land Acquisition
Ruas Entitas Anak Pemilik Konsesi Panjang (Km)
Section Concession Owning Subsidiary Length (Km)
Cengkareng-Kunciran PT Jasamarga Kunciran Cengkareng 14,19

Cinere-Serpong PT Jasamarga Cinere Serpong 10,14
Jakarta Cikampek II Selatan PT Jasamarga Japek Selatan 64,00
Probolinggo-Banyuwangi PT Jasamarga Probolinggo Banyuwangi 172,91
Profil Perusahaan
Company Profile
Manado-Bitung PT Jasamarga Manado Bitung 39,90

Human Capital
Modal Insani
JARINGAN JALAN TOL JASA MARGA: REGIONAL JABODETABEKJABAR
Jasa Marga’s Toll Road Network: Region of Jabodetabekjabar

Regional Jabodetabekjabar mengonsolidasikan cabang The Region of Jabodetabekjabar consolidates branches
dan Entitas Anak yang mengoperasikan ruas-ruas jalan and subsidiaries that operate the Company's toll roads
tol milik Perseroan di wilayah Jakarta-Bogor-Depok- in the Jakarta-Bogor-Depok-Tangerang-Bekasi area
Tangerang-Bekasi (Jabodetabek) dan sejumlah ruas di (Jabodetabek) and a number of sections in West Java.
Jawa Barat (Jabar). Ruas-ruas jalan tol yang konsesinya Most of the toll roads under the Company’s concession
dikelola Perseroan di Regional Jabodetabekjabar tersebut and managed by the Region of Jabodetabekjabar are
mayoritas sudah beroperasi penuh, meskipun terdapat already in full operation, only a few are partially operating.
ruas yang beroperasi sebagian.

Ruas dan Operator Jalan Tol Regional Jabodetabekjabar
Region of Jabodetabekjabar’s Toll Roads and Operators

2
Tangerang 4 Jakarta
2 7 2 Bekasi
6
5
Depok 1

1
Bogor
3
Tol Jasa Marga yang sudah beroperasi

Jasa Marga Operating Toll Road
Tol Jasa Marga dalam tahap pembangunan
Jasa Marga Constructed Toll Road Padalarang
Beroperasi Penuh / Fully Operational
Cabang / Branch Jagorawi Ruas / Toll Road Pondok Aren-Bintaro

1 - Ruas / Toll road Jakarta-Bogor-Ciawi: 59,00 km 5 Viaduct-Ulujami: 5,55 km
Cabang / Branch Jakarta Tangerang Cengkareng PT Marga Trans Nusantara

- Ruas / Toll road Jakarta-Tangerang: 33,00 km 6 - Ruas / Toll Road Kunciran-Serpong: 11,14 km
2 - Ruas / Toll road Cawang-Tomang-Pluit: 23,55 km
- Ruas / Toll road Prof Dr. Ir. Soedijatmo: 14,30 km
PT Marga Lingkar Jakarta
7 - Ruas / Toll Road JORR W2 Utara: 7,7 km
Cabang / Branch Purbaleunyi
3 - Ruas / Toll road Cikampek-Purwakarta-Padalarang: 58,50 km
- Ruas / Toll road Padalarang-Cileunyi: 64,40 km Beroperasi Sebagian / Partially Operational
Ruas / Toll Road Jakarta Outer Ring Road (JORR) PT Marga Sarana Jabar
4 Seksi / Section E1, E2, E3, W2S: 28,3 km
1 - Ruas / Toll Road Bogor Ring Road: 11,95 km
Ruas-ruas jalan tol di bawah naungan Regional The toll roads managed by Region of Jabodetabekjabar
Jabodetabekjabar memiliki jumlah lalu lintas yang tinggi. serve high traffics. That is why, the Company through
Itu sebabnya, Perseroan melalui cabang dan Entitas Anak its branches and Subsidiaries that operate these sections
yang mengoperasikan ruas-ruas tersebut terus berupaya continues to make efforts to improve the quality of service
melakukan peningkatan kualitas pelayanan dan upaya and serious efforts to reduce traffic density. During 2019,
serius menekan kepadatan lalu lintas. Selama tahun 2019, the progress of the construction and operation of toll road
kemajuan pembangunan dan pengoperasian ruas-ruas sections under the Region of Jabodetabekjabar Office are
jalan tol di bawah naungan Regional Jabodetabekjabar described below
dipaparkan berikut ini.
PT MARGA TRANS NUSANTARA (MTN)
SUSUNAN PENGURUS
Management Structure
Presiden Direktur : Truly Nawangsasi Kepemilikan Saham

President Director Shareholding
Profil Perusahaan
Company Profile
Direktur Operasional dan Teknik : Jinto Sirait

Director of Operational and Technique Jasa Marga : 60%
Direktur Keuangan dan Administrasi : Novianto Dwi Wibowo PT Astratel Nusantara : 30%
Director of Finance and Administration PT Transutama Arya Sejahtera : 10%
Presiden Komisaris : Djap Tet Fa

President Commissioner
Wakil Presiden Komisaris : Subagyo

Vice President Commissioner
Komisaris : Kris Ade Sudiyono
Commissioner
PT MTN merupakan Entitas Anak Jasa Marga yang PT MTN is a subsidiary of Jasa Marga, established on
didirikan pada 14 Mei 2008. PT MTN melaksanakan May 14, 2008. PT MTN operates the Kunciran-Serpong
pengusahaan jalan tol Kunciran-Serpong, yang meliputi toll road, which includes funding, technical planning,
pendanaan, perencanaan teknik, pelaksanaan konstruksi, construction, operation and maintenance of toll roads,
pengoperasian dan pemeliharaan jalan tol, serta usaha as well as other businesses in accordance with applicable
lainnya sesuai dengan peraturan yang berlaku. regulations.

Tabel Ikhtisar Keuangan MTN

Table of MTN Financial Highlights
(dalam miliar Rupiah) (in billion Rupiah)
Ikhtisar Keuangan Pertumbuhan
2019 2018
Financial Highlight Growth (%)
Total Aset / Total Assets 4.232 3.775 12,11%
JALAN TOL KUNCIRAN-SERPONG Kunciran-Serpong Toll Road
Jalan Tol Kunciran-Serpong dioperasikan oleh PT Marga The Kunciran-Serpong Toll Road is operated by PT Marga
Trans Nusantara. Jalan tol dengan panjang 11,14 km Trans Nusantara. The toll road with a length of 11.14
ini merupakan bagian dari jalan tol Jakarta Outer Ring km is part of Jakarta Outer Ring Road (JORR) 2 toll road
Road (JORR) 2 yang membentang di wilayah Barat Kota where stretches in the western part of Jakarta City.
Jakarta. Keberadaan jalan tol Kunciran-Serpong bersama The existence of the Kunciran-Serpong toll road along
dengan jalan tol Kunciran-Cengkareng diharapkan dapat with the Kunciran-Cengkareng toll road are expected
menambah keleluasaan distribusi barang dan pergerakan to accelerate the distribution of goods and economic
ekonomi dari wilayah Jakarta ke wilayah sekitarnya. Jalan movement from Jakarta to its surrounding areas. The
tol Kunciran-Serpong diresmikan oleh Presiden Joko Kunciran-Serpong toll road was inaugurated by President
Widodo pada 6 Desember 2019. Joko Widodo on December 6, 2019.
Human Capital
Modal Insani
Tabel Progres Jalan Tol Kunciran-Serpong
Table of Kunciran-Serpong Toll Road Progress
Panjang Pengadaan Tanah Konstruksi (%)

Ruas Length Land Acquisition Construction
Sections (km) (%) (%)
2019 2018 2019 2018
Kunciran-Parigi 6,90 100 97,97 100 82,15

Parigi-Serpong 4,30 100 98,70 100 83,34

Tangerang
Kunciran

Jakarta

Selatan
Serpong
Km 48
Ruas Jalan Tol Kunciran-Serpong
PT MARGA LINGKAR JAKARTA (MLJ)

SUSUNAN PENGURUS
Presiden Direktur : Charles Lendra Kepemilikan Saham

Direktur : Indrajanti
Director Jasa Marga : 65%
PT Jakarta Marga Jaya : 35%
Komisaris Utama : Gunung Kartiko
Komisaris Independen : Djarot Trisulistyo
Komisaris : Frans S. Sunito
Commissioner
Profil Perusahaan
Company Profile
PT MLJ merupakan Entitas Anak Jasa Marga yang PT MLJ is a Jasa Marga subsidiary which was established
didirikan pada 24 Agustus 2009. PT MLJ melaksanakan on August 24, 2009. PT MLJ carries out the operation of
pengusahaan jalan tol JORR W2 Utara, yang meliputi the North JORR W2 toll road, which includes funding,
pendanaan, perencanaan teknik, pelaksanaan konstruksi, technical planning, construction, operation and
pengoperasian dan pemeliharaan jalan tol, serta usaha maintenance of toll roads, as well as other businesses in
lainnya sesuai dengan peraturan yang berlaku. accordance with applicable regulations.
Tabel Ikhtisar Keuangan PT MLJ

Table of PT MLJ Financial Highlights
2019 2018

JALAN TOL JORR W2 UTARA JORR W2 North Toll Road
Jalan Tol JORR W2 Utara dioperasikan oleh PT Marga The JORR W2 North Toll Road is operated by PT Marga
Lingkar Jakarta. Jalan tol sepanjang 7,70 km ini merupakan Lingkar Jakarta. The 7.70 km toll road is part of the
bagian dari jalan tol Jakarta Outer Ring Road (JORR). Jalan Jakarta Outer Ring Road toll road. The JORR W2 North
tol JORR W2 Utara diresmikan pengoperasiannya pada 27 toll road was inaugurated on December 27, 2013 and
Desember 2013 dan beroperasi secara penuh pada 22 Juli became fully operational on July 22, 2014.
2014.
323
Jakarta
Kebon Jeruk
Ulujami
Tangerang
Selatan
Ruas Jalan Tol Kebon Jeruk-Ulujami

Simpang Susun Kebon Jeruk
Tangerang
PT MARGA SARANA JABAR (MSJ)

SUSUNAN PENGURUS
Direktur Utama : Hendro Atmodjo Kepemilikan Saham

Direktur Keuangan : Agung Salim
Director of Finance Jasa Marga : 55%
Direktur Teknik dan Operasi : Florysco Partogi Siahaan PT CMNP Tbk : 40%
Director of Technique and Operations PT Jasa Sarana : 5%
Komisaris Utama : Sari Putra Joseph

Komisaris : Iwan Moedyarno
Independent
Komisaris : Mohammad Jusuf Hamka
Profil Perusahaan
Company Profile
Commissioner
PT MSJ merupakan Entitas Anak Jasa Marga yang didirikan PT MSJ is a Jasa Marga Subsidiary, established to
untuk melaksanakan pengusahaan Jalan Tol Bogor Ring operate the Bogor Ring Road Toll Road, which includes
Road, yang meliputi pendanaan, perencanaan teknik, funding, technical planning, construction, operation and
pelaksanaan konstruksi, pengoperasian dan pemeliharaan maintenance of toll roads, as well as other businesses in
jalan tol, serta usaha lainnya sesuai dengan peraturan accordance with applicable regulations.
yang berlaku.
Tabel Ikhtisar Keuangan PT MSJ

Table of PT MSJ Financial Highlights
2019 2018

JALAN TOL BOGOR RING ROAD Bogor Ring Road Toll Road
Jalan tol Lingkar Bogor atau yang lebih dikenal dengan Lingkar Bogor Toll Road or better known as Bogor Ring
Bogor Ring Road dioperasikan oleh PT Marga Sarana Jabar. Road is operated by PT Marga Sarana Jabar. The 11 km
Jalan tol dengan panjang 11 km ini terbentang dari Sentul long toll road stretches from South Sentul to Darmaga.
Selatan hingga Darmaga. Keberadaan jalan tol ini sangat The existence of this toll road facilitates the users of
memudahkan masyarakat yang menggunakan jalan tol Jagorawi toll road to continue their trips to the north part
Jagorawi dan ingin melanjutkan perjalanan menuju Bogor of Bogor without having to go through Bogor city first.
bagian Utara tanpa harus melalui kota Bogor terlebih
dahulu.
Tabel Progres Jalan Tol Bogor Ring Road

Table of Bogor Ring Road Progress

2019 2018 2019 2018
Seksi IIIA Simpang Yasmin-Simpang Semplak 2,85 88,25 0,00 73,80 0,00
325
Sentul

Simpang
Yasmin
Ruas Jalan Tol Bogor Ring Road

Simpang
Semplak
Km 0+700
JARINGAN JALAN TOL JASA MARGA: REGIONAL TRANSJAWA

Jasa Marga’s Toll Road Network: Region of Transjawa
Regional Transjawa mengonsolidasikan sejumlah cabang, The Region of Transjawa is consolidating a number of
Entitas Anak, dan Entitas Ventura Bersama yang mengelola branches, Subsidiaries and Joint Ventures that manage
ruas-ruas jalan tol yang membentang di Pulau Jawa. toll roads spreading on Java Island. Most of the toll roads
Ruas-ruas jalan tol di bawah Regional Transjawa tersebut under the Region of Transjawa are fully operational,
mayoritas sudah beroperasi penuh, meskipun masih although there are still a few that operate partially.
terdapat ruas yang beroperasi sebagian.
Profil Perusahaan
Company Profile
2
3
4
JAWA BARAT
JAWA TENGAH
Pengoperasian jaringan jalan tol Trans Jawa memegang The operation of the Trans Java toll road network plays
peranan penting dalam memperlancar arus distribusi an important role in accelerating the distribution of
barang dan jasa serta menurunkan biaya logistik di Pulau goods and services as well as reducing logistics costs in
Jawa yang pada gilirannya memberikan dampak positif Java, which in turn has a positive impact on the economy
bagi perekonomian yang akan diikuti dengan terbukanya which will be followed by opening job opportunities and
lapangan kerja dan juga menggerakkan kegiatan also driving economic activities in the surrounding areas.
perekonomian di daerah yang dilaluinya. Sepanjang Throughout 2019, the development and progress of the
tahun 2019, perkembangan dan kemajuan jaringan jalan Trans Java toll road network, whose management is under
tol Trans Jawa yang pengelolaannya berada di bawah Regional Transjawa, are described in detail below.
naungan Regional Transjawa diuraikan secara rinci dalam
paparan berikut ini.
Human Capital
Modal Insani
Ruas dan Operator Jalan Tol Regional Transjawa
Region of Transjawa's Toll Roads and Operators
Beroperasi Penuh / Fully Operational
Cabang / Branch Jakarta-Cikampek PT Jasamarga Surabaya Mojokerto

1 - Ruas / Toll Road Jakarta-Cikampek: 83,00 km 8 - Ruas / Toll Road Surabaya-Mojokerto: 36,27 km

PT Jasamarga Jalanlayang Cikampek Cabang / Branch Surabaya-Gempol
2 - Ruas / Toll Road Jakarta-Cikampek II Elevated: 38,00 km 9 - Ruas / Toll Road Surabaya-Gempol: 49,00 km
Cabang / Branch Palikanci PT Jasamarga Gempol Pasuruan

3 - Ruas / Toll Road Palimanan-Kanci: 26,30 km 10 - Ruas / Toll Road Gempol-Pasuruan: 34,15 km
PT Jasamarga Semarang Batang PT Jasamarga Pandaan Tol

4 - Ruas / Toll Road Palimanan-Kanci: 26,30 km 11 - Ruas / Toll Road Gempol-Pandaan: 13,61 km
Cabang / Branch Semarang

5 - Ruas / Toll Road Semarang A, B, C: 24,75 km Beroperasi Sebagian / Partially Operational

PT Trans Marga Jateng PT Jasamarga Pandaan Malang
6 - Ruas / Toll Road Semarang-Solo: 72,64 km
1 - Ruas / Toll Road Pandaan Malang 38,49 km
PT Jasamarga Solo Ngawi PT Jasamarga Ngawi Kertosono Kediri

7 - Ruas / Toll Road Solo-Ngawi: 90,43 km 2 - Ruas / Toll Road Ngawi-Kertosono-Kediri: 114,92 km

5
JAWA TIMUR
9
6
7
8 10
2
11
PT JASAMARGA JALANLAYANG CIKAMPEK (JJC)

SUSUNAN PENGURUS
Direktur Utama : Djoko Dwijono Kepemilikan Saham

Direktur : Harris Prayudi
Director Jasa Marga : 80%
Direktur : Biswanto PT Ranggi Sugiron Perkasa : 20%
Director
Komisaris Utama : Hasanudin

Komisaris : Intani Choirina
Independent
Profil Perusahaan
Company Profile
PT JJC merupakan Entitas Anak Jasa Marga yang PT JJC is a Jasa Marga subsidiary, established on November
didirikan pada 24 November 2016. PT JJC melaksanakan 24, 2016 to operate of the Jakarta-Cikampek II Elevated
pengusahaan jalan tol Jakarta-Cikampek II Elevated, yang toll road, which includes funding, technical planning,
meliputi pendanaan, perencanaan teknik, pelaksanaan construction, operation and maintenance of toll roads,
konstruksi, pengoperasian dan pemeliharaan jalan tol, and other businesses in accordance with applicable
serta usaha lainnya sesuai dengan peraturan yang berlaku regulations.
Tabel Ikhtisar Keuangan PT JJC

Table of PT JJC Financial Highlights
2019 2018

JALAN TOL JAKARTA-CIKAMPEK II ELEVATED Jakarta-Cikampek II Elevated Toll Road
Jalan tol Jakarta-Cikampek II Elevated dioperasikan oleh The Jakarta-Cikampek II Elevated toll road is operated by
PT Jasamarga Jalanlayang Cikampek. Jalan tol dengan PT Jasamarga Jalanlayang Cikampek. The 38 km toll road
panjang 38 km ini membentang di atas (elevated) jalan stretches above the existing Jakarta-Cikampek toll road.
tol Jakarta-Cikampek yang sudah beroperasi. Jalan tol The Jakarta-Cikampek II Elevated toll road was inaugurated
Jakarta-Cikampek II Elevated diresmikan oleh Presiden by President Joko Widodo on December 12, 2019.
Joko Widodo pada 12 Desember 2019.
Jalan tol layang dari Cikunir hingga Karawang Barat ini This elevated toll road, from Cikunir to West Karawang,
merupakan proyek inisiasi Jasa Marga yang diajukan is a Jasa Maga initiation project which submitted to the
kepada Badan Pengelola Jalan Tol (BPJT) sebagai solusi Indonesia Toll Road Authority (BPJT) as a solution for the
permasalahan kepadatan arus lalu lintas yang kerap problem of high traffic density that frequently occurred
terjadi di ruas Jakarta-Cikampek. Beroperasinya jalan tol in the Jakarta-Cikampek toll road. The operation of the
Jakarta-Cikampek II Elevated dapat mengurai kemacetan Jakarta-Cikampek II Elevated toll road has shown able to
di beberapa titik sehingga secara langsung dapat clear congestion at several points so that it can directly
meningkatkan arus lalu lintas menuju dan dari Jakarta. increase traffic flow to and from Jakarta.
329
Purwakarta
Cikampek
Rengasdengklok
Jonggol
Bekasi
Ruas Jalan Tol Jakarta-Cikampek II (Elevated)

Jakarta
Depok
Km 14
PT JASAMARGA SEMARANG BATANG (JSB)

SUSUNAN PENGURUS
Direktur Utama : Arie Irianto Kepemilikan Saham

Direktur Keuangan : Netty Renova
Direktur Teknik : Abdul Rokhim PT Waskita Toll Road : 40%
Director of Technique PT Lintas Marga Jawa (LMJ) : 20%
Komisaris Utama : Nyoman Wirya Adnyana

Komisaris : Tommy Hesarid Simamora
Commissioner
Komisaris : Vera Kirana
Profil Perusahaan
Company Profile
Commissioner
PT JSB merupakan Entitas Ventura Bersama Jasa Marga PT JSB is a Joint Venture Entity of Jasa Marga, established
yang didirikan pada 21 April 2016. PT JSB melaksanakan on April 21, 2016 for operating the Batang-Semarang
pengusahaan jalan tol Batang-Semarang yang meliputi toll road, which includes funding, technical planning,
Tabel Ikhtisar Keuangan PT JSB

Table of PT JSB Financial Highlights
2019 2018
Total Aset / Total Assets 13.741 14.354 -4,27%

Keterangan / Note: Investasi di PT JSB dicatat sebagai investasi pada Ventura Bersama, sehingga Perseroan tidak mengkonsolidasi laporan keuangan PT JSB ke dalam laporan
keuangan konsolidasian Perseroan.
Investment in PT JSB is recorded as an investment in Joint Venture, so the Company does not consolidate PT JSB's financial statements into the Company's
consolidated financial statements.
JALAN TOL BATANG-SEMARANG Batang-Semarang Toll Road
Jalan tol Batang-Semarang dioperasikan oleh PT Jasamarga The Batang-Semarang toll road is operated by PT Jasamarga
Semarang Batang. Sebagai bagian dari Jalan Tol Trans Semarang Batang. As part of the network of Trans Java toll
Jawa, jalan tol sepanjang 75 km ini dibangun untuk road, this 75 km toll road was built to improve connectivity
meningkatkan konektivitas antar wilayah pada beberapa between regions in several vital cities in Central Java. The
kota vital di Jawa Tengah. Jalan tol Batang-Semarang Batang-Semarang toll road stretches from Batang Regency
membentang dari Kabupaten Batang hingga Kota to Semarang City, and is connected to two other toll
Semarang, dan terhubung dengan dua ruas tol lainnya, roads, namely Pemalang-Batang and Semarang-Solo. The
yaitu Pemalang-Batang dan Semarang-Solo. Konstruksi construction of the Batang-Semarang toll road began
ruas tol Batang-Semarang dimulai Agustus 2016 dan telah in August 2016 and has been fully operational since
beroperasi penuh pada 20 Desember 2019. December 20, 2019.
331
Salatiga
Yogyakarta
Kendal Kaliwungu
Jawa Tengah
Weleri
Semarang
Tulis
Batang
Jalan Tol Batang-Semarang

Jembatan Kalikuto
Pemalang
PT TRANS MARGA JATENG (TMJ)

SUSUNAN PENGURUS
Direktur Utama : David Wijayatno Kepemilikan Saham

Direktur : Umiyati
Director of Finance Jasa Marga : 50,91%
PT Sarana Pembangunan
Komisaris Utama : Djap Tet Fa Jawa Tengah : 1,09%
PT Astratel Nusantara : 40,00%
Komisaris : Sunaryo, MURP., Ph.D
Commissioner PT Trans Optima Luhur : 8,00%
Komisaris : Sutomo
Commissioner
Profil Perusahaan
Company Profile
PT TMJ merupakan Entitas Ventura Bersama Jasa Marga PT TMJ is a Jasa Marga Joint Venture which was established
yang didirikan untuk melaksanakan pengusahaan jalan tol to operate the Semarang-Solo toll road operation which
Semarang-Solo yang meliputi pendanaan, perencanaan includes funding, technical planning, construction,
teknik, pelaksanaan konstruksi, pengoperasian dan operation and maintenance of toll roads, as well as other
pemeliharaan jalan tol, serta usaha lainnya sesuai dengan businesses in accordance with applicable regulations.
peraturan yang berlaku.
Tabel Ikhtisar Keuangan PT TMJ

Table of PT TMJ Financial Highlights
2019 2018

Keterangan / Note: Investasi di PT TMJ dicatat sebagai investasi pada Ventura Bersama, sehingga Perseroan tidak mengkonsolidasi laporan keuangan PT TMJ ke dalam laporan
Investment in PT TMJ is recorded as an investment in Joint Venture, so the Company does not consolidate PT TMJ's financial statements into the Company's
JALAN TOL SEMARANG-SOLO Semarang-Solo Toll Road
Jalan tol Semarang-Solo dioperasikan oleh PT Trans The Semarang-Solo toll road is operated by PT Trans Marga
Marga Jateng. Jalan tol dengan panjang 72,64 km ini Jateng. The 72.64 km toll road is part of the network of
merupakan bagian dari jaringan Jalan Tol Trans Jawa yang Trans Java toll road that connects several regions in Central
menghubungkan beberapa daerah di Jawa Tengah, yaitu Java, namely Semarang, Ungaran, Bawen, Salatiga, and
Semarang, Ungaran, Bawen, Salatiga, dan Kartasura. Kartasura. Section 1 of 10.80 km long Semarang-Ungaran
Seksi 1 Semarang-Ungaran sepanjang 10,80 km telah has been operating since 2011, followed by Section 2
beroperasi sejak 2011, disusul seksi 2 Ungaran-Bawen Ungaran-Bawen in 2014, Section 3 Bawen-Salatiga with
pada 2014, Seksi 3 Bawen-Salatiga sepanjang 17,50 km a length of 17.50 km in 2017, and Section 4 Salatiga-
pada 2017, dan Seksi 4 Salatiga-Kartasura sepanjang Kartasura 32.23 km fully operating in 2018.
32,23 km beroperasi secara penuh pada 2018.
333
Karang Anyar
Puwodadi
Kartasura
Demak
Salatiga
Semarang
Bawean
Ungaran
Magelang
JAWA TENGAH
Kendal
Jalan Tol Semarang-Solo

Gerbang Tol Bawen
PT JASAMARGA SOLO NGAWI (JSN)

SUSUNAN PENGURUS
Direktur Utama : Ari Wibowo Kepemilikan Saham

Direktur Keuangan dan Administrasi : Yudhi Mahyudin
Director of Finance and Administration Jasa Marga : 40%
Direktur Teknik dan Operasional : Raden Aryo Gunanto Kings Key Limited : 40%
Director of Technique and Operations PT Lintas Marga Jawa (LMJ) : 20%
Komisaris Utama : Waskito Pandu

Komisaris : Nugroho Dwi Prasetyo
Commissioner
Komisaris : Chow Wing Willy
Profil Perusahaan
Company Profile
Commissioner
PT JSN merupakan Entitas Ventura Bersama Jasa Marga PT JSN is a Jasa Marga Joint Venture, established on
yang didirikan pada 24 Maret 2009. PT JSN melaksanakan March 24, 2009 for operating the Solo-Ngawi toll road,
pengusahaan jalan tol Solo-Ngawi, yang meliputi which includes funding, technical planning, construction,
pendanaan, perencanaan teknik, pelaksanaan konstruksi, operation and maintenance of toll roads, as well as other
pengoperasian dan pemeliharaan jalan tol, serta usaha businesses in accordance with applicable regulations.
lainnya sesuai dengan peraturan yang berlaku.
Tabel Ikhtisar Keuangan PT JSN

Table of PT JSN Financial Highlights
2019 2018

Keterangan / Note: Investasi di PT JSN dicatat sebagai investasi pada Ventura Bersama, sehingga Perseroan tidak mengkonsolidasi laporan keuangan PT JSN ke dalam laporan
Investment in PT JSN is recorded as an investment in Joint Venture, so that the Company does not consolidate PT JSN's financial statements into the
Company's consolidated financial statements.
JALAN TOL SOLO-NGAWI Solo-Ngawi Toll Road
Jalan Tol Solo-Ngawi dengan panjang 90,43 km The Solo-Ngawi Toll Road with a length of 90.43 km is
dioperasikan oleh PT Jasamarga Solo Ngawi. Jalan tol ini operated by PT Jasamarga Solo Ngawi. This toll road is
merupakan bagian dari jaringan Jalan Tol Trans Jawa yang part of the network of Trans Java toll road that connects
menghubungkan Jawa Tengah dan Jawa Timur. Jalan Central Java and East Java. This toll road passes through
tol ini melewati wilayah Kabupaten Boyolali, Kabupaten the Boyolali Regency, Karanganyar Regency, Sragen
Karanganyar, Kabupaten Sragen, dan Kabupaten Ngawi. Regency, and Ngawi Regency. The Solo-Ngawi Toll Road
Jalan Tol Solo-Ngawi telah beroperasi secara penuh pada has been fully operational since December 20, 2018.
20 Desember 2018.
335
Ngawi
Magetan
Mantingan
Purwodadi
Solo
Salatiga
Semarang
Colomadu Junction
Jalan Tol Solo-Ngawi
PT JASAMARGA NGAWI KERTOSONO KEDIRI (JNK)

SUSUNAN PENGURUS
Direktur Utama : A.J. Dwi Winarsa Kepemilikan Saham

Direktur Teknis dan Operasional : Raden Aryo Gunanto
Director of Technique and Operations Jasa Marga : 45%
Direktur Keuangan dan Administrasi : Mei Prabowo Kings Key Limited : 40%
Director of Finance and Administration PT Lintas Marga Jawa : 15%
Komisaris Utama : A. Pandu Djajanto

Komisaris : Chow Wing Nin Willy
Commissioner
Komisaris : Jeffri Susanto
Profil Perusahaan
Company Profile
Commissioner
PT JNK merupakan Entitas Ventura Bersama Jasa Marga PT JNK is a Joint Venture of Jasa Marga, established on
yang didirikan pada 24 Maret 2009. PT JNK melaksanakan March 24, 2009 for operating the Ngawi-Kertosono-Kediri
pengusahaan jalan tol Ngawi-Kertosono-Kediri, yang toll road, which includes funding, engineering planning,
meliputi pendanaan, perencanaan teknik, pelaksanaan construction, operation and maintenance of toll roads,
konstruksi, pengoperasian dan pemeliharaan jalan tol, as well as other businesses in accordance with applicable
serta usaha-usaha lainnya sesuai dengan peraturan yang regulation.
berlaku.
Tabel Ikhtisar Keuangan PT JNK

Table of PT JNK Financial Highlights
2019 2018

Keterangan / Note: Investasi di PT JNK dicatat sebagai investasi pada Ventura Bersama, sehingga Perseroan tidak mengkonsolidasi laporan keuangan PT JNK ke dalam laporan
keuangan konsolidasian Perseroan..
Investment in PT JNK is recorded as an investment in Joint Venture, so the Company does not consolidate PT JNK's financial statements into the Company's
JALAN TOL NGAWI-KERTOSONO-KEDIRI Ngawi-Kertosono-Kediri Toll Road
Jalan tol Ngawi-Kertosono-Kediri merupakan lanjutan The Ngawi-Kertosono-Kediri toll road is a continuation of
dari jalan tol Solo-Ngawi yang dioperasikan oleh PT the Solo-Ngawi toll road operated by PT Jasamarga Ngawi
Jasamarga Ngawi Kertosono Kediri. Sebagai bagian dari Kertosono Kediri. As part of the network of Trans Java
jaringan Jalan Tol Trans Jawa, jalan tol yang diakuisisi Highway, the toll road (acquired in 2015) snakes from
tahun 2015 ini mengular dari wilayah Kabupaten Ngawi, the Ngawi Regency, Madiun Regency, Magetan Regency,
Kabupaten Madiun, Kabupaten Magetan, Kabupaten Nganjuk Regency, Kertosono Regency, Jombang Regency,
Nganjuk, Kabupaten Kertosono, Kabupaten Jombang, to Kediri Regency in East Java Province. This toll road is
hingga Kabupaten Kediri di Provinsi Jawa Timur. Jalan divided into 5 Development Sections, namely Section 1
tol ini terbagi dalam 5 Seksi pembangunan, yakni Seksi Ngawi-Magetan, Section 2 Magetan-Madiun, Section 3
1 Ngawi-Magetan, Seksi 2 Magetan-Madiun, Seksi 3 Madiun-Saradan, and Section 4 Saradan-Kertosono which
Madiun-Saradan, dan Seksi 4 Saradan-Kertosono yang were in operation in 2018. For Section 5 Kertosono-Kediri,
telah beroperasi tahun 2018. Untuk Seksi 5 Kertosono- the concession was obtained in 2018 and it is still in the
Kediri, yang konsesinya diperoleh pada 2018, masih dalam initial process of land acquisition.
proses awal pembebasan lahan.
Human Capital
Modal Insani
Tabel Progres Jalan Tol Ngawi-Kertosono-Kediri
Table of the Ngawi-Kertosono-Kediri Toll Road Progress

2019 2018 2019 2018
Seksi / Section 1 Ngawi-Magetan 20 100 100 100 100

Seksi / Section 2 Magetan-Madiun 8,45 100 100 100 100
Seksi / Section 3 Madiun-Saradan 21,06 100 100 100 100
Seksi / Section 4 Saradan-Kertosono 37,51 100 100 100 100
Seksi / Section 5 Kertosono-Kediri 27,9 - - - -

Ngawi JAWA TIMUR
Kertosono
Magetan Madiun
Saradan

Kediri
Km 624
Jalan Tol Ngawi-Kertosono-Kediri
PT JASAMARGA SURABAYA MOJOKERTO (JSM)

SUSUNAN PENGURUS
Direktur Utama : Roy Ardian Darwis Kepemilikan Saham

Direktur Keuangan : Harsono
PT Astra Tol Nusantara : 45%
Komisaris Utama : Djap Tet Fa
Komisaris : Subakti Syukur
Commissioner
Profil Perusahaan
Company Profile
PT JSM merupakan Entitas Anak Jasa Marga yang PT JSM is a subsidiary of Jasa Marga, established on
didirikan pada 19 Agustus 1994. PT JSM melaksanakan August 19, 1994 to operate the Surabaya-Mojokerto
pengusahaan jalan tol Surabaya-Mojokerto, yang meliputi toll road, which includes funding, technical planning,

Tabel Ikhtisar Keuangan PT JSM

Table of PT JSM Financial Highlights
2019 2018

JALAN TOL SURABAYA-MOJOKERTO Surabaya-Mojokerto Toll Road
Jalan tol Surabaya-Mojokerto dengan panjang 36,27 km The Surabaya-Mojokerto toll road with a length of 36.27
dioperasikan oleh PT Jasamarga Surabaya Mojokerto. Jalan km is operated by PT Jasamarga Surabaya Mojokerto. This
tol ini merupakan bagian dari jaringan Jalan Tol Trans Jawa. toll road is part of the network of Trans Java toll road,
Jalan tol ini terhubung dengan Jalan Tol Surabaya-Gempol connected to the existing Surabaya-Gempol Toll Road. The
yang telah lebih dulu beroperasi. Jalan tol Surabaya- Surabaya-Mojokerto toll road has been in full operation
Mojokerto beroperasi penuh dengan diresmikannya Ruas after the inauguration of the Sepanjang-Krian toll road
Sepanjang-Krian yang terdiri dari beberapa Seksi, yaitu which consists of several Sections, namely Section 1B
Seksi 1B Sepanjang-Western Ring Road, Seksi 2 Western- Along-Western Ring Road, Section 2 Western Ring Road
Ring Road-Driyorejo, dan Seksi 3 Driyorejo-Krian. Jalan -Driyorejo, and Section 3 Driyorejo-Krian. The Surabaya-
tol Surabaya-Mojokerto Ruas Waru-Sepanjang (2,3 km) Mojokerto Toll Road for the section of Waru-Sepanjang
beroperasi sejak 05 September 2011 dan Ruas Sepanjang- (2.3 km) has been operating since September 5, 2011 and
Krian (15,5 km) beroperasi sejak 19 Desember 2017. the Sepanjang-Krian Section (15.5 km) has been operating
since December 19, 2017
339
Pasuruan
Surabaya
Sepanjang Waru
Sidoarjo
Ring Road
Western
Driyorejo
Krian
Mojokerto
Jalan Tol Surabaya- Mojokerto

Gerbang Tol Warugunung
JAWA TIMUR
PT JASAMARGA GEMPOL PASURUAN (JGP)

SUSUNAN PENGURUS
Direktur Utama : Edwin Cahyadi Kepemilikan Saham

Direktur Keuangan : Mujiyanah
PT Jatim Prasarana Utama : 0,65%
Komisaris Utama : R. Kristantio
PT JGP (sebelumnya bernama PT Transmarga Jatim PT JGP (formerly PT Transmarga Jatim Pasuruan) is a
Profil Perusahaan
Company Profile
Pasuruan) merupakan Entitas Anak Jasa Marga yang Jasa Marga Subsidiary, established on June 28, 2010 to
didirikan pada 28 Juni 2010. PT JGP melaksanakan operate the Gempol-Pasuruan toll road, which covers
pengusahaan jalan tol Gempol-Pasuruan, yang meliputi funding, technical planning, construction, operation and
pendanaan, perencanaan teknik, pelaksanaan konstruksi, maintenance of toll roads, as well as businesses others
pengoperasian dan pemeliharaan jalan tol, serta usaha are in accordance with applicable regulations.
Tabel Ikhtisar Keuangan PT JGP

Table of PT JGP Financial Highlights
2019 2018

JALAN TOL GEMPOL-PASURUAN Gempol-Pasuruan Toll Road

Jalan Tol Gempol-Pasuruan dengan panjang 34,15 km Gempol-Pasuruan Toll Road with a length of 34.15 km is
dioperasikan oleh PT Jasamarga Gempol Pasuruan. Jalan operated by PT Jasamarga Gempol Pasuruan. This toll road
tol ini merupakan bagian dari jaringan Jalan Tol Trans is part of the network of Trans Java toll road that connects
Jawa yang menghubungkan Gempol sampai Pasuruan Gempol to Pasuruan in East Java Province. Gempol-
di Provinsi Jawa Timur. Jalan tol Gempol-Pasuruan ruas Pasuruan toll road for the section of Gempol-Rembang has
Gempol-Rembang beroperasi sejak Maret 2017 dan been in operation since March 2017 and fully operational
beroperasi penuh pada tahun 2018. since 2018.
341
Pasuruan
Bangil
Gempol
Jalan Tol Gempol-Pasuruan

Simpang Susun Bangil
Prigen
Ngoro
PT JASAMARGA PANDAAN TOL (JPT)

SUSUNAN PENGURUS
Direktur Utama : Agung Widodo Kepemilikan Saham

Direktur : Bahrul Alam
Director Jasa Marga : 40,00%
PT Jalan Tol Kabupaten
Komisaris Utama : Nugroho Dwi Prasetyo Pasuruan : 6,19%
PT Trans Optima Luhur : 53,81%
Komisaris : Ir. Budi Pramono
Commissioner
Profil Perusahaan
Company Profile
PT JPT merupakan Entitas Ventura Bersama Jasa Marga yang PT JPT is a Jasa Marga Joint Venture Entity, established on
didirikan pada 25 September 1996. PT JPT melaksanakan September 25, 1996 for operating the Gempol-Pandaan
pengusahaan jalan tol Gempol-Pandaan, yang meliputi toll road, which includes funding, technical planning,

regulations.
Tabel Ikhtisar Keuangan PT JPT

Table of PT JPT Financial Highlights
2019 2018
Keterangan / Note: Investasi di PT JPT dicatat sebagai investasi pada Ventura Bersama, sehingga Perseroan tidak mengkonsolidasi laporan keuangan PT
JPT ke dalam laporan keuangan konsolidasian Perseroan.
Investment in PT JPT is recorded as an investment in Joint Venture, so the Company does not consolidate PT JPT's financial statements
into the Company's consolidated financial statements.
JALAN TOL GEMPOL-PANDAAN Gempol-Pandaan Toll Road
Jalan tol Gempol-Pandaan merupakan bagian dari rencana The Gempol-Pandaan toll road is part of the Surabaya-
pembangunan jalan bebas hambatan Surabaya-Malang Malang highway development plan, of which the
yang sejak tahun 1970 telah dibuat pra-studi kelayakannya government has done the pre-feasibility study in 1970.
oleh Pemerintah. Pelaksanaan pembangunan jalan The construction of the Gempol-Pandaan toll road began
tol Gempol-Pandaan dimulai tahun 2012 dan telah in 2012 and was put into operation on June 12, 2015. The
dioperasikan pada tanggal 12 Juni 2015. Pembangunan construction of the Gempol-Pandaan Phase II, which is the
jalan tol Gempol-Pandaan Tahap II yang merupakan access from Pandaan toward Malang with a length of 3.2
akses Pandaan arah Malang sepanjang 3,2 km mulai km, began in 2017 and was fully operational in 2019.
dilaksanakan tahun 2017 dan sudah beroperasi secara
penuh pada tahun 2019.
343
Pasuruan
Gempol
Pandaan
Simpang Susun Pandaan

Jalan Tol Gempol-Pandaan
PT JASAMARGA PANDAAN MALANG (JPM)

SUSUNAN PENGURUS
Direktur Utama : Agus Purnomo

President Director Kepemilikan Saham
Shareholding
Direktur Keuangan : Eko Hari Purwanto
Director of Finance
Jasa Marga : 60%
Direktur Teknik : Siswantono
PT Pembangunan Perumahan : 35%
Director of Technique
PT Sarana Multi Infrastruktur : 5%
Komisaris Utama : Abdul Hadi Hs.
Komisaris : Andi Reman Sugiyar
Commissioner
Profil Perusahaan
Company Profile
PT JPM merupakan Entitas Anak Jasa Marga yang PT JPM is a subsidiary of Jasa Marga, established on June
didirikan pada 06 Juni 2016. PT JPM melaksanakan 6, 2016 for operating the Pandaan-Malang toll road,
pengusahaan jalan tol Pandaan-Malang, yang meliputi which includes funding, technical planning, construction,

Tabel Ikhtisar Keuangan PT JPM

Table of PT JPM Financial Highlights
2019 2018
JALAN TOL PANDAAN-MALANG Pandaan-Malang Toll Road

Jalan tol Pandaan-Malang dengan panjang 38,49 km The Pandaan-Malang toll road with a length of 38.49
dioperasikan oleh PT Jasamarga Pandaan Malang. Jalan tol km is operated by PT Jasamarga Pandaan Malang. The
Pandaan-Malang dibangun sebagai lanjutan dari jalan tol Pandaan-Malang toll road was built as a continuation of
Gempol-Pandaan yang diharapkan tidak hanya meningkatkan the Gempol-Pandaan toll road which is expected to not
jumlah volume lalu lintas menuju Kota Malang, akan tetapi only increase the volume of traffic going to Malang City,
juga dapat menghidupkan ekonomi pada wilayah lalu lintas but also to drive the economy in the surrounding areas
Surabaya-Pasuruan-Gempol-Pandaan. Jalan tol Pandaan- of Surabaya-Pasuruan-Gempol-Pandaan. The Pandaan-
Malang Seksi 1-3 telah beroperasi pada Mei 2019 dan Seksi Malang toll road for Section 1-3 has been operated in May
4 pada November 2019. Jalan tol Pandaan-Malang sudah 2019 and Section 4 in November 2019. Pandaan-Malang
beroperasi penuh pada 7 April 2020. toll road is fully operational on April 7, 2020.
Tabel Progres Jalan Tol Pandaan-Malang

Table of Pandaan-Malang Toll Road Progress

2019 2018 2019 2018
Seksi / Section 1 Pandaan-Purwodadi 15,48 100 100 100 95,61

Seksi / Section 2 Purwodadi-Lawang 8,05 100 100 100 92,24
Seksi / Section 3 Lawang-Pakis I 7,10 100 100 100 84,87
Seksi / Section 4 Pakis I-Pakis II 4,75 96,67 95,54 100 59,86
Seksi / Section 5 Pakis II-Malang 3,11 87,80 87,43 80,58 22,37
345
Wonokitri
Pasuruan
Pandaan
Malang
Ruas Jalan Tol Pandaan-Malang

Km 60
JARINGAN JALAN TOL JASA MARGA: REGIONAL NUSANTARA

Jasa Marga’s Toll Road Network: Region of Nusantara
Regional Nusantara mengonsolidasikan cabang dan Region of Nusantara consolidates branches and Subsidiaries
Entitas Anak yang mengoperasikan ruas-ruas jalan which operate toll roads belonging to the Company. The
tol milik Perseroan. Cabang dan Entitas Anak yang Branches and Subsidiaries, consolidated under the Region
dikonsolidasikan Regional nusantara tersebar di sejumlah of Nusantara, spread across a number of Provinces, namely
Provinsi, yakni Provinsi Sumatera Utara, Kalimantan Timur North Sumatra, East Kalimantan and South Kalimantan,
dan Kalimantan Selatan, Sulawesi Utara, serta Bali. Ruas- North Sulawesi, and Bali. Some of the toll roads managed
ruas jalan tol di bawah Regional Nusantara tersebut by the Region of Nusantara are already in fully operational,
sebagian di antaranya sudah beroperasi penuh, sementara while others are partially operational.
yang lainnya beroperasi sebagian.
Profil Perusahaan
Company Profile
2
3
1
Akselerasi pembangunan ruas-ruas jalan tol di bawah The accelerated development of toll roads under the
naungan Regional Nusantara mencerminkan komitmen auspices of the Region of Nusantara reflects the Company's
Perseroan mendukung konektivitas di luar Pulau Jawa. commitment to support connectivity outside Java. During
Sepanjang tahun 2019, kemajuan pembangunan dan 2019, the progress of the construction and operation of
pengoperasian ruas-ruas jalan tol yang berada di bawah toll roads under the auspices of the Region of Nusantara
naungan Regional Nusantara diungkapkan secara rinci are presented below.
dalam penjelasan berikut ini.
Human Capital
Modal Insani
Ruas dan Operator Jalan Tol Regional Nusantara
Region of Nusantara’s Toll Roads and Operators
Beroperasi Penuh / Fully Operational Beroperasi Sebagian / Partially Operational
PT Jasamarga Bali Tol PT Jasamarga Balikpapan Samarinda

1 - Ruas / Toll Road Nusa Dua-Ngurah Rai-Benoa: 9,70 km 1 - Ruas / Toll Road Balikpapan-Samarinda: 97,99 km

Cabang / Branch Belmera
2 - Ruas / Toll Road Belawan-Medan-Tanjung Morawa:
42,70 km
PT Jasamarga Kualanamu Tol

3 - Ruas / Toll Road Medan-Kualanamu-Tebing Tinggi:
61,70 km

PT JASAMARGA KUALANAMU TOL (JKT)

SUSUNAN PENGURUS
Direktur Utama : Teddy Rosady

Shareholding
Direktur Keuangan : Asmuji
Director of Finance
Jasa Marga : 55%
Direktur Teknik & Operasional : Hadi Susanto
Director of Technique and Operations
PT Waskita Toll Road : 30%
Komisaris : Nixon Sitorus
Commissioner
Komisaris : Pius Sutrisno Riyanto
Commissioner
Profil Perusahaan
Company Profile
PT JKT merupakan Entitas Anak Jasa Marga yang PT JKT is a subsidiary of Jasa Marga, established on
didirikan pada 25 November 2014. PT JKT melaksanakan November 25, 2014 to operate the Medan-Kualanamu-
pengusahaan jalan tol Medan-Kualanamu-Tebing Tebing Tinggi toll road, which includes funding, technical
Tinggi, yang meliputi pendanaan, perencanaan teknik, planning, construction, operation and maintenance
pelaksanaan konstruksi, pengoperasian dan pemeliharaan of toll roads, and other businesses in accordance with
jalan tol, serta usaha lainnya sesuai dengan peraturan regulations applicable.
yang berlaku.
Tabel Ikhtisar Keuangan PT JKT

Table of PT JKT Financial Highlights
2019 2018

JALAN TOL MEDAN-KUALANAMU-TEBING TINGGI Medan-Kualanamu-Tebing Tinggi Toll Road
Jalan tol Medan-Kualanamu-Tebing Tinggi merupakan The Medan-Kualanamu-Tebing Tinggi is the second
jalan tol kedua di Provinsi Sumatera Utara setelah jalan toll road in North Sumatra Province after the Belawan-
tol Belawan-Medan-Tanjung Morawa (Belmera). Jalan Medan-Tanjung Morawa (Belmera). The 61.70 km toll
tol dengan panjang 61,70 km ini menghubungkan Kota road connects Medan City and Kualanamu airport and
Medan dan bandara Kualanamu serta Tebing Tinggi. Jalan Tebing Tinggi. This toll road started to operate in October
tol ini beroperasi pada Oktober 2017 untuk beberapa seksi, 2017 for several sections, namely Section 2 Perbarakan-
yaitu Seksi 2 Perbarakan-Kualanamu, Seksi 3 Perbarakan- Kualanamu, Section 3 Perbarakan-Lubuk Pakam, Section
Lubuk Pakam, Seksi 4 Lubuk Pakam-Perbaungan, Seksi 5 4 Lubuk Pakam-Perbaungan, Section 5 Perbaungan-
Perbaungan-Teluk Mengkudu, dan Seksi 6 Teluk Mengkudu- Mengkudu Bay, and Section 6 Perbudu-Sei Rampah Bay.
Sei Rampah. Pada tahun 2019, Seksi 7 Sei Rampah-Tebing In 2019, Section 7 of Sei Rampah-Tebing Tinggi with a
Tinggi sepanjang 9,2 km mulai beroperasi. length of 9.2 km began operational.
349
Tebing Tinggi
Ruas Jalan Tol Medan-Kualanamu-Tebing Tinggi

Jembatan Sei Ular
Medan
PT JASAMARGA BALIKPAPAN SAMARINDA (JBS)

SUSUNAN PENGURUS
Direktur Utama : STH Saragi

Shareholding
Direktur Keuangan : Adik Supriatno
Direktur Teknik & Operasional : Edy Nugraha PT Wijaya Karya : 16,93%
Director of Technique and Operations
Komisaris Utama : Ade Wahyu PT Bangun Tjipta Sarana : 0,94%

Komisaris : Trihadi Karnanto
Commissioner
Komisaris : Silvester Aryan Widodo
Profil Perusahaan
Company Profile
Commissioner
PT JBS merupakan Entitas Anak Jasa Marga yang didirikan PT JBS is a subsidiary of Jasa Marga, established on June 6,
pada 06 Juni 2016. PT JBS melaksanakan pengusahaan 2016 for operating the Balikpapan-Samarinda toll road,
jalan tol Balikpapan-Samarinda, yang meliputi which includes funding, technical planning, construction,
Tabel Ikhtisar Keuangan PT JBS
Table of PT JBS Financial Highlights
2019 2018

JALAN TOL BALIKPAPAN-SAMARINDA Balikpapan-Samarinda Toll Road

Jalan Tol Balikpapan-Samarinda dengan panjang 97,99 km The Balikpapan-Samarinda Toll Road with a length of 99.35
dioperasikan oleh PT Jasamarga Balikpapan Samarinda. km is operated by PT Jasamarga Balikpapan Samarinda. The
Jalan tol pertama di Pulau Kalimantan ini dibangun first toll road ever on the island of Kalimantan was built to
menghubungkan dua kota besar yaitu Kota Balikpapan connect two major cities, Balikpapan City and Samarinda
dan Kota Samarinda. Pada tahun 2019, pembangunan City. In 2019 the construction of the toll road, which is
jalan tol yang diharapkan menjadi cikal bakal jalan tol expected to be the forerunner to the network of Trans
Trans Kalimantan ini telah beroperasi untuk Seksi 2-Seksi Kalimantan Highway, has operated for Section 2-Section 4.
4. Seksi 1 dan Seksi 5 dibangun oleh pemerintah. Section 1 and Section 5 was built by the government.
Tabel Progres Jalan Tol Balikpapan-Samarinda

Table of Balikpapan-Samarinda Toll Road Progress
2019 2018 2019 2018
Seksi / Section 1 Balikpapan-Samboja *) 22,03 99,60 98,80 96,44 96,82

Seksi / Section 2 Samboja-Muara Jawa 30,98 100 97,98 99,02 81,93
Seksi / Section 3 Muara Jawa-Palaran 17,30 100 100 100 94,88
Seksi / Section 4 Palaran-Samarinda 16,59 100 98,43 99,02 70,38
Seksi / Section 5 Sepinggan-Balikpapan *) 11,09 98,61 99,17 91,87 66,77
Keterangan / Note: *) Dibangun oleh Pemerintah

Built by the Government
351
Samarinda
Samboja
Balikpapan
Simpang Susun Karang Joang

PT JASAMARGA BALI TOL (JBT)

SUSUNAN PENGURUS
Direktur Utama : Enkky Sasono AW

Shareholding
Direktur Keuangan : Sukariyadi Rudi Meidiyanto
PT Angkasa Pura I : 8,00%
Komisaris Utama : Subakti Syukur
PT Pelindo III : 17,58%
PT Pengembangan
Komisaris : Anak Agung Ngurah Maha Diptha
Commissioner Pariwisata Bali : 1,00%
Komisaris : Kompyang Raka Swandika PT Adhi Karya : 1,00%
Commissioner PT Hutama Karya : 1,00%
Komisaris : R. Sardjono Jhony Tjitrokusumo Pemerintah Propinsi Bali/ : 8,01%
Profil Perusahaan
Company Profile
Commissioner Bali Provincial Government

Komisaris : Toto Heliyanto Pemerintah Kabupaten Badung : 8,01%
Commissioner Badung Regency Government
PT Wijaya Karya : 0,40%
PT JBT merupakan Entitas Anak Jasa Marga yang didirikan PT JBT is a subsidiary of Jasa Marga, established on August
pada 22 Agustus 2011. PT JBT melaksanakan pengusahaan 22, 2011 to operate the Nusa Dua-Ngurah Rai-Benoa
Jalan Tol Nusa Dua-Ngurah Rai-Benoa, yang meliputi Toll Road, which includes funding, technical planning,
pengoperasian dan pemeliharaan jalan tol, serta usaha and other businesses in accordance with regulations
lainnya sesuai dengan peraturan yang berlaku. applicable.
Tabel Ikhtisar Keuangan PT JBT
Table of PT JBT Financial Highlights

2019 2018
JALAN TOL NUSA DUA-NGURAH RAI-BENOA Nusa Dua-Ngurah Rai-Benoa (Bali Mandara)
(BALI MANDARA) Toll Road
Jalan tol Nusa Dua-Ngurah Rai-Benoa (Bali Mandara) The Nusa Dua-Ngurah Rai-Benoa (Bali Mandara) toll road
dioperasikan oleh PT Jasamarga Bali Tol. Jalan tol dengan is operated by PT Jasamarga Bali Tol. The toll road with
panjang 9,70 km ini merupakan jalan tol pertama di Pulau a length of 9.70 km is the first toll road on the island of
Bali. Pembangunan jalan tol Bali Mandara membutuhkan Bali. The construction of the Bali Mandara toll road took
waktu kurang lebih 1,5 tahun dan diresmikan approximately 1.5 years and was officially inaugurated by
pengoperasiannya oleh Presiden Susilo Bambang President Susilo Bambang Yudhoyono on September 24,
Yudhoyono pada 24 September 2013. Sebagai salah satu 2013. The Nusa Dua-Ngurah Rai-Benoa toll road project
destinasi pariwisata dunia, proyek jalan tol Nusa Dua- can be an answer to the need for facilities and infrastructure
Ngurah Rai-Benoa dapat menjadi jawaban atas kebutuhan for Bali as one of the world's favorite tourism destinations.
sarana dan prasarana infrastruktur yang memadai.
353
Benoa
Nusa Dua
Denpasar
Ngurah
Rai
Jalan Tol Nusa Dua-Ngurah Rai-Benoa

Km 7
JARINGAN JALAN TOL JASA MARGA: TAHAP KONSTRUKSI DAN

PEMBEBASAN LAHAN
Jasa Marga’s Toll Road Network: Land Acquisition and Construction
Perseroan terus mengembangkan jaringan jalan tol di The company continues to develop the toll road networks
Indonesia. Selain jalan tol yang telah beroperasi penuh in Indonesia. Beside the fully operational and partially
dan beroperasi sebagian, pada tahun 2019, Perseroan operational toll roads, in 2019 the Company also focused
juga fokus menyelesaikan ruas-ruas yang masih dalam on completing toll roads that were still under construction
tahap konstruksi dan pembebasan lahan. and land acquisition process.
Profil Perusahaan
Company Profile
1
2
3
Secara rinci, kemajuan ruas-ruas yang masih pada masa In detail, the progress of road tolls still under construction
konstruksi dan pembebasan lahan diuraikan sebagai and land acquisition process are described as follows.
berikut.
Human Capital
Modal Insani
Tabel Ruas-ruas yang Masih Dalam Tahap Konstruksi dan Pembebasan Lahan
Table of Toll Roads still in the Construction and Land Acquisition Stage
PT Jasamarga Kunciran Cengkareng PT Jasamarga Probolinggo Banyuwangi

1 - Ruas / Toll Road Cengkareng-Kunciran: 14,19 km 4 - Ruas / Toll Road Probolinggo-Banyuwangi: 172,91 km

PT Cinere Serpong Jaya PT Jasamarga Manado Bitung

2 - Ruas / Toll Road Cinere-Serpong: 10,14 km 5 - Ruas / Toll Road Manado-Bitung: 39,90 km
PT Jasamarga Japek Selatan

3 - Ruas / Toll Road Jakarta-Cikampek II Selatan: 64,00 km

5

PT JASAMARGA KUNCIRAN CENGKARENG (JKC)

SUSUNAN PENGURUS
Direktur Utama : Agus Suharjanto

Shareholding
Direktur Teknik : Mirza Nurul Handayani
Director of Technique Jasa Marga ` : 76,24%
Direktur Keuangan : Zaidi bin Ibrahim CMS WIL : 21,01%
Director of Finance
PT Wijaya Karya : 2,10%
Komisaris Utama : Adrian Priohutomo PT Nindya Karya : 0,28%

President Commissioner PT Istaka Karya : 0,37%
Komisaris : Mohamad bin Husin
Commissioner
Profil Perusahaan
Company Profile
PT JKC merupakan Entitas Anak Jasa Marga yang didirikan PT JKC is a subsidiary of Jasa Marga, established on
pada 14 Mei 2008. PT JKC melaksanakan pengusahaan May 14, 2008 for operating the Kunciran-Cengkareng
jalan tol Kunciran-Cengkareng, yang meliputi toll road, which includes funding, technical planning,
pengoperasian dan pemeliharaan jalan tol, serta usaha and other businesses in accordance with applicable
Tabel Ikhtisar Keuangan PT JKC

Table of PT JKC Financial Highlights
2019 2018
JALAN TOL CENGKARENG-KUNCIRAN Cengkareng-Kunciran Toll Road

Jalan tol Cengkareng-Kunciran dioperasikan oleh PT The Cengkareng-Kunciran toll road is operated by PT
Jasamarga Kunciran Cengkareng. Jalan tol dengan panjang Jasamarga Kunciran Cengkareng. The 14.19 km long toll
14,19 km ini merupakan bagian dari Jakarta Outer Ring road is part of the Jakarta Outer Ring Road (JORR) 2 which
Road (JORR) 2 yang berlokasi di wilayah Barat Kota Jakarta is located in the West of Jakarta City and add access to
dan menambah akses menuju bandara internasional Soekarno-Hatta International Airport.
Soekarno-Hatta.
Tabel Progres Jalan Tol Cengkareng-Kunciran

Table of Cengkareng-Kunciran Toll Road Progress
2019 2018 2019 2018
Seksi / Section 1 Kunciran-Tirtayasa 2,04 60,84 23,02 69,39 40,31

Seksi / Section 2 Tirtayasa-B. Betawi 3,52 75,70 38,19 83,29 12,56
Seksi / Section 3 B. Betawi-S. Sastranegara 6,57 98,59 77,96 71,66 39,49
Seksi / Section 4 S. Sastranegara-Benda 2,06 99,91 88,04 71,23 59,58
357
Jakarta
Jakarta Barat
Kunciran
Cengkareng
Tangerang
Jalan Tol Kunciran-Cengkareng

Simpang Susun Kunciran
PT CINERE SERPONG JAYA (CSJ)

SUSUNAN PENGURUS
Direktur Utama : Ayu Widya Kiswari

Shareholding
Direktur Keuangan : Sri Dewi Mustikarini
Direktur Teknik : Zulmarlyan Iskandar PT Waskita Toll Road : 35%
PT Jakarta Propertindo : 10%
Komisaris Utama : Adityawarman PT Waskita Karya : 0,0%

Komisaris : Mokhammad Sadali
Commissioner
Komisaris : Abdul Hadi Hs.
Profil Perusahaan
Company Profile
Commissioner
PT CSJ merupakan Entitas Anak Jasa Marga yang PT CSJ is a subsidiary of Jasa Marga, established on
didirikan pada 10 Juli 2008. PT CSJ melaksanakan July 10, 2008 to operate the Cinere-Serpong toll road,
pengusahaan jalan tol Cinere-Serpong, yang meliputi which includes funding, technical planning, construction,

Tabel Ikhtisar Keuangan PT CSJ
Table of PT CSJ Financial Highlights
2019 2018
JALAN TOL SERPONG-CINERE Serpong-Cinere Toll Road

Jalan tol Cinere-Serpong dioperasikan oleh PT Cinere The Cinere-Serpong toll road is operated by PT Cinere
Serpong Jaya. Jalan dengan panjang 10,14 km ini Serpong Jaya. This 10.14 km long toll road is one of the key
merupakan salah satu kunci konektivitas transportasi accesses to Jakarta Outer Ring Road (JORR) connectivity.
Jakarta Outer Ring Road (JORR) 2. Pembangunan jalan The construction of the Cinere-Serpong toll road in 2019
tol Cinere-Serpong di 2019 telah menunjukkan kemajuan has shown significant progress compared to the previous
yang signifikan dibanding tahun sebelumnya. year.
Tabel Progress Jalan Tol Cinere-Serpong

Table of the Cinere-Serpong Toll Road Progress
2019 2018 2019 2018
Seksi / Section 1 Serpong-Pamulang 6,59 87,99 83,97 87,22 63,90

Seksi / Section 2 Pamulang-Cinere 3,55 75,40 66,25 48,19 58,81
359
Jakarta Selatan
Depok
Cinere
Serpong
Ruas Jalan Tol Cinere Serpong

STA 56
PT JASAMARGA JAPEK SELATAN (JJS)

SUSUNAN PENGURUS
Direktur Utama : Dedi Krisnariawan Sunoto

Shareholding
Direktur Keuangan : Ida Bagus Kade Yudharta
Direktur Teknik : Biswanto PT Wira Nusantara Bumi : 20%
Komisaris Utama : Reza Febriano

Komisaris : Marijanto
Commissioner
Profil Perusahaan
Company Profile
PT JJS merupakan entitas anak Jasa Marga yang PT JJS is a subsidiary of Jasa Marga, established on
didirikan pada 24 November 2016. PT JJS melaksanakan November 24, 2016 for operating the South Jakarta-
pengusahaan Jalan Tol Jakarta-Cikampek II Selatan, yang Cikampek II Toll Road, which includes funding, technical
meliputi pendanaan, perencanaan teknik, pelaksanaan planning, construction, operation and maintenance of
konstruksi, pengoperasian dan pemeliharaan jalan tol, toll roads, as well as other businesses in accordance with
serta usaha lainnya sesuai dengan peraturan yang berlaku. applicable regulations.
Tabel Ikhtisar Keuangan PT JJS

Table of PT JJS Financial Highlights
2019 2018

JALAN TOL JAKARTA-CIKAMPEK II SELATAN Jakarta-Cikampek II South Toll Road

Jalan tol Jakarta-Cikampek II Selatan terbentang The Jakarta-Cikampek II South toll road stretches along 64
sepanjang 64 km di sisi Selatan jalan tol Jakarta-Cikampek km on the south side of the existing Jakarta-Cikampek toll
yang telah ada. Pembangunan ini dimaksudkan sebagai road. This development is intended to reduce the density
upaya mengurangi kepadatan ruas Jakarta-Cikampek dan of the Jakarta-Cikampek toll road and can be an alternative
dapat menjadi alternatif pengguna jalan tol menuju tol for users in accessing the Cipularang toll road. Until the
Cipularang. Hingga akhir 2019, pembangunan jalan tol end of 2019, the Jakarta-Cikampek II South toll road was
Jakarta-Cikampek II Selatan masih dalam tahap konstruksi still under construction and land acquisition stage.
dan pembebasan lahan.
Tabel Progres Jalan Tol Jakarta-Cikampek II Selatan

Table of Jakarta-Cikampek II Selatan Toll Road Progress
2019 2018 2019 2018
Seksi / Section 1 Jatiasih-Setu 9,30 0 0 0 0

Seksi / Section 2 Setu-Taman Mekar 24,85 2,79 0 0 0
Seksi / Section 3 Taman Mekar-Sadang 27,85 69,68 0 11,09 0
361
Purwakarta
Cikampek
Rengasdengklok
Jonggol
Bekasi
Jakarta
Depok
PT JASAMARGA PROBOLINGGO BANYUWANGI (JPB)

SUSUNAN PENGURUS
Direktur Utama : D. Hari Pratama

Shareholding
Direktur Keuangan : Sismono
PT Waskita Toll Road : 0,15%
Komisaris Utama : Subakti Syukur
PT Brantas Abipraya (Persero) : 5,01%
Komisaris : R. Herman Dwi Haryanto
Commissioner
Profil Perusahaan
Company Profile
PT JPB merupakan Entitas Anak Jasa Marga yang PT JJS is a subsidiary of Jasa Marga, established on
didirikan pada 29 Desember 2017. PT JPB melaksanakan November 24, 2016 for operating the South Jakarta-
pengusahaan jalan tol Probolinggo-Banyuwangi, yang Cikampek II Toll Road, which includes funding, technical
meliputi pendanaan, perencanaan teknik, pelaksanaan planning, construction, operation and maintenance of
konstruksi, pengoperasian dan pemeliharaan jalan tol, toll roads, as well as other businesses in accordance with
serta usaha lainnya sesuai dengan peraturan yang berlaku. applicable regulations.
Tabel Ikhtisar Keuangan PT JPB

Table of PT JPB Financial Highlights
2019 2018
Total Aset / Total Assets 217 134 61,94%

JALAN TOL PROBOLINGGO-BANYUWANGI Probolinggo-Banyuwangi Toll Road

Sebagai salah satu dari Proyek Strategis Nasional (PSN), As one of the National Strategic Projects (PSN), the
jalan tol Probolinggo-Banyuwangi direncanakan beroperasi Probolinggo-Banyuwangi toll road is planned to operate in
secara bertahap pada tahun 2022 hingga 2025. Hingga stages from 2022 to 2025. Until the end of 2019, this toll
akhir 2019, pembangunan jalan tol ini masih dalam road was still in preparation for the land acquisition.
persiapan pembebasan lahan.
Jalan Tol Probolinggo Banyuwangi terbagi ke dalam 3 The Probolinggo-Banyuwangi Toll Road is divided into 3
(tiga) seksi, yaitu: (three) sections, namely:
• Seksi 1 Probolinggo-Besuki • Section 1 Probolinggo-Besuki

• Seksi 2 Besuki-Asembagus • Section 2 Besuki-Asembagus
• Seksi 3 Asembagus-Ketapang • Section 3 Asembagus-Ketapang
363
Banyuwangi
Situbondo
Bondowoso
Jember
Probolinggo
Lumajang
PT JASAMARGA MANADO BITUNG (JMB)

SUSUNAN PENGURUS
Direktur Utama : George IMP Manurung

Shareholding
Direktur Keuangan : Surya Panyuluh
Direktur Teknik : Bambang Saptadi Sukarno PT Wijaya Karya : 20%
Komisaris Utama : Fatchul Birii

Komisaris : Theodorus Dondokambey
Commissioner
Komisaris : Adi Prasetyanto
Profil Perusahaan
Company Profile
Commissioner
PT JMB merupakan Entitas Anak Jasa Marga yang didirikan PT JMB is a subsidiary of Jasa Marga, established on
06 Juni 2016. PT JMB melaksanakan pengusahaan jalan tol June 6, 2016 to operate the Manado-Bitung toll road,
Manado-Bitung, yang meliputi pendanaan, perencanaan which includes funding, technical planning, construction,
teknik, pelaksanaan konstruksi, pengoperasian dan operation and maintenance of toll roads, as well as other
pemeliharaan jalan tol, serta usaha lainnya sesuai dengan businesses in accordance with applicable regulations.
peraturan yang berlaku.
Tabel Ikhtisar Keuangan PT JMB

Table of PT JMB Financial Highlights
2019 2018

JALAN TOL MANADO-BITUNG Manado-Bitung Toll Road

Jalan Tol Manado-Bitung yang dioperasikan oleh PT Manado-Bitung Toll Road is operated by PT Jasamarga
Jasamarga Manado-Bitung. Konstruksi jalan tol dengan Manado-Bitung. The construction of the 39.90 km toll
panjang 39,90 km ini mulai dilaksanakan pada tahun road began in 2017. The Section 1A of Manado-Sukur
2017. Seksi 1A Ring Road Manado-Sukur dan Seksi and Section 1B of Sukur-Airmadidi have been completed.
1B Sukur-Airmadidi telah rampung pembangunannya. Meanwhile the Section 2A of Airmadidi-Danowudu
Sementara Seksi 2A Airmadidi-Danowudu dibangun oleh was built by the PT JMB and the construction is almost
PT JMB dan sudah hampir selesai konstruksinya. complete.
Tabel Progres Jalan Tol Manado-Bitung

Table of Manado-Bitung Toll Road Progress
2019 2018 2019 2018
Seksi / Section 1A Ring Road Manado-Sukur *) 7,00 100 94,52 100 92,52
Seksi / Section 1B Sukur-Airmadidi *) 7,00 100 96,15 100 68,3
Seksi / Section 2A Airmadidi- Danowudu 11,50 99,48 70,44 98,47 31,41
Seksi / Section 2B Danowudu-Bitung 14,40 94,20 80,33 39,57 10,43
Keterangan / Note: *) Dibangun oleh Pemerintah

Built by the Government
365
Bitung
Ruas Jalan Tol Manado-Bitung

Manado
STA 23
INOVASI PENINGKATAN LAYANAN PENGOPERASIAN JALAN TOL

Innovation in Toll Road Operation Service Improvement
Untuk meningkatkan kualitas pelayanan kepada To improve the quality of services to toll road users, and as
pengguna jalan tol, dan sebagai upaya peningkatan
an effort to improve operational performance in 2019, the

kinerja operasional pada tahun 2019, Perseroan menyusun Company has arranged and launched various innovative
dan meluncurkan berbagai program inovasi di bidang
programs in the field of toll road operations.

pengoperasian jalan tol.
1. ELECTRONIC TOLL COLLECTION 1. Electronic Toll Collection
Sejak tahun 2009, Perseroan mulai menginisiasi In 2009, the Company began to initiate payment of toll
pembayaran transaksi tol secara elektronik melalui transactions electronically through the use of e-toll cards
implementasi penggunaan kartu e-toll dengan bekerja by cooperating with one of the major national banks in
sama dengan salah satu bank nasional besar di Indonesia. Indonesia. The innovation was developed further with the
Selanjutnya inovasi tersebut dikembangkan dengan application of e-Toll Pass using OBU devices mounted on
penerapan e-Toll Pass menggunakan perangkat OBU yang the car dashboards to enable the users to make transactions
dipasang pada dashboard mobil sehingga memungkinkan without the need to stop and open the windshield. In
pengguna jalan dapat melakukan transaksi tanpa perlu 2017, with the issuance of the Minister of Public Works
berhenti dan membuka kaca mobil. Pada tahun 2017, and Public Housing Regulation Number: 16/PRT/M/2017
Profil Perusahaan
Company Profile
dengan diterbitkannya Peraturan Menteri Pekerjaan concerning Non-Cash Transactions on Toll Roads, the toll
Umum dan Perumahan Rakyat Nomor: 16/PRT/M/2017 collection system in all toll roads in Indonesia has stopped
tentang Transaksi Non Tunai di Jalan Tol, maka sistem serving cash transactions and is fully using the electronic
pengumpulan tol di seluruh ruas jalan tol di Indonesia non-cash transactions system.
sudah tidak melayani transaksi tunai dan sepenuhnya
menggunakan sistem transaksi non tunai secara elektronik.
Sejak saat itu, pembayaran tol dilakukan hanya dapat The toll payments can only be made using electronic
dilakukan dengan menggunakan uang elektronik (e-Toll money (e-Toll and e-Toll Pass) ever since and the users
maupun e-Toll Pass) dan pengguna jalan dapat melakukan can top up their electronic money balances when they are
isi ulang (top up) saldo uang elektroniknya agar dapat finished. The change in the payment method to Non-Cash
bertransaksi dan menggunakan jalan tol. Implementasi has a positive impact on the Company in cost efficiency,
dari perubahan metode pembayaran menjadi Non Tunai especially operational costs such as the cost of providing
berdampak positif bagi Perseroan dengan adanya efisiensi the change and securing the cash. In 2018, the Company
biaya terutama biaya operasional seperti biaya penyediaan began developing more concise and economical non-
uang kembalian dan pengamanan uang tunai. Di tahun touch and non-stop technology by testing the application
2018, Perseroan mulai mengembangkan teknologi nir of Single Lane Free Flow (SLFF) based on Radio Frequency
sentuh dan nir henti yang lebih ringkas dan ekonomis Identification (RFID) technology. Until 2019, the technology
dengan uji coba penerapan Single Lane Free Flow (SLFF) has been limited tested at 41 Toll Gates located in the
berbasis teknologi Radio Frequency Identification (RFID). Greater Jakarta and Bali.
Hingga tahun 2019, teknologi tersebut telah diuji coba
secara terbatas di 41 Gardu Tol yang berada di wilayah
Jabotabek dan Bali.
2. MENINGKATKAN KAPASITAS TRANSAKSI DI 2. Improving Transaction Capacity at Toll

GERBANG DAN JALAN TOL Gates
Untuk mengurai kemacetan dan memperlancar lalu lintas To fix congestion and facilitate traffics on the toll roads,
di Jalan Tol, Perseroan berupaya meningkatkan kapasitas the Company is increasing the transaction capacity at the
transaksi di Gerbang Tol dengan implementasi Gardu Tol Toll Gates by implementing the Mini Automatic Toll Gate
Otomatis (GTO) Mini dan OAB (Oblique Approach Booth) (GTO) and OAB (Oblique Approach Booth) which allows
yang memungkinkan untuk dibongkar-pasang dalam it to be dismantled in a short time. In the event of traffic
yang waktu singkat. Pada saat terjadi kepadatan lalu congestion, especially in the holiday season and religious
lintas terutama di musim libur dan hari raya keagamaan, holidays, the Company readily conducts transaction pickup
Perseroan dengan sigap melakukan mekanisme jemput mechanisms using the Mobile Reader which is a flexible/
transaksi menggunakan Mobile Reader yang merupakan movable transaction technology device. The officers at
perangkat teknologi transaksi yang fleksibel/dapat the Toll Gate will come to the users in queue and pick
dipindahkan. Petugas layanan transaksi di Gerbang Tol up their e-money cards to be tapped on the device of
akan menjemput transaksi pengguna jalan dan membantu Mobile Reader they carry so the transaction time will be
tapping/menempelkan e-Toll Card pada Mobile Reader, shorter.
sehingga waktu transaksi lebih singkat.
Human Capital
Modal Insani
Selain peningkatan kapasitas di Gerbang Tol, sejak tahun In addition to increasing capacity at the toll gates, since
2019 Perseroan juga melakukan upaya peningkatan 2019 the Company has also made efforts to improve
layanan dengan melakukan perubahan sistem transaksi services by changing the transaction system and
dan integrasi ruas-ruas jalan tol. Pada tahun 2019, integrating the toll road sections. In 2019, the Company
Perseroan melakukan perubahan sistem transaksi dan changed the transaction and pricing system on the
pentarifan pada Ruas Jalan Tol Ruas Tol Jakarta-Cikampek, Jakarta-Cikampek Toll Road sections, from previously
dari yang semula menggunakan sistem transaksi tertutup using of closed and open transaction systems, to a
dan terbuka, menjadi sistem transaksi terbuka secara comprehensive open transaction system which is divided

menyeluruh yang terbagi ke dalam 4 wilayah pentarifan. into 4 pricing areas.
3. PENINGKATAN KELANCARAN DAN 3. Improvement of Acceleration and Safety of

KESELAMATAN PENGGUNA JALAN Users
Saat libur panjang dan libur hari raya keagamaan, During school and religious holidays, traffics on the toll
lalu lintas transaksi yang melewati jalan tol cenderung road tend to increase dramatically because of the tradition
meningkat drastis karena tradisi dari masyarakat Indonesia of the Indonesian people to visit their hometown during
untuk berkunjung ke kampung halaman saat periode libur the holiday. To ensure the smooth flow of traffics during
tersebut. Untuk menjamin kelancaran arus lalu lintas the 2019 Eid al-Fitr holiday, the Company has implemented

selama periode lebaran 2019, Perseroan memberlakukan a 413 km one way of toll roads for 42 hours from the
one way sepanjang 413 km selama 42 jam di jalan tol Cikampek toll road to Semarang. The one way application
Cikampek hingga Semarang. Pemberlakuan one way pada in 2019 was two times longer in length and three times
tahun 2019 memiliki jarak lebih panjang dua kali lipat longer in time compared to the one applied in Eid al-Fitr
dan durasi yang lebih lama tiga kali lipat dibanding one holiday in 2018. This one way application can reduce the
way yang diberlakukan pada periode lebaran tahun 2018. level of congestion and travel time.
Pemberlakuan one way ini dapat menurunkan tingkat
kemacetan dan meningkatkan waktu tempuh.
Perseroan juga mengimplementasikan CCTV Analytic The company also implements CCTV Analytic which is

yang mampu mengukur kepadatan lalu lintas serta able to measure traffic density and get vehicle speed
mendapatkan data kecepatan kendaraan secara otomatis. data automatically. By implementing CCTV Analytic, the

Dengan mengimplementasikan CCTV Analytic, Perseroan Company can more easily obtain data so that the traffic
dapat lebih mudah mendapatkan data lalu lintas sehingga engineering decisions can be made more precisely. In
keputusan rekayasa lalu lintas dapat dibuat dengan addition, the Company can also find out vehicles with
lebih tepat. Selain itu, Perseroan juga dapat mengetahui speeds above the permitted limit for further action by
kendaraan-kendaraan dengan kecepatan di atas batas the authorities. The CCTV Analytic cameras have been
yang diizinkan untuk selanjutnya ditindaklanjuti oleh pihak installed on 47 points, the highest number on tolls in
yang berwajib. CCTV Analytic yang digunakan Perseroan Indonesia.
tersebar di 47 titik dan menjadi yang terbanyak di jalan tol
se-Indonesia.
Untuk meningkatkan keselamatan, Perseroan mulai To improve safety, the Company began conducting a
melakukan road assessment program guna mendapatkan road assessment program to get a star rating and safer
star rating dan safer road investment plan untuk jalan tol. road investment plan for toll roads. The road assessment
Road assessment program bertujuan untuk mengidentifikasi program aims to identify safety risks on toll roads and
risiko keselamatan pada jalan tol dan memprioritaskan prioritize the most effective handling based on benefit to
penanganan yang paling efektif berdasarkan benefit cost ratio. The company also applies Weight in Motion
and cost ratio. Perseroan juga menerapkan teknologi (WIM) technology at a number of points on the toll roads
Weight in Motion (WIM) di sejumlah titik di ruas jalan tol to identify vehicles that have overloaded. Overloaded
untuk mengidentifikasi kendaraan yang memiliki muatan vehicles have the potential to break tires, fail brakes, and
berlebih. Kendaraan dengan muatan berlebih berpotensi create a large speed gap between heavy vehicles and
mengalami pecah ban, rem blong, dan menciptakan private vehicles that can result in road damage, traffic
gap kecepatan yang besar antara kendaraan berat dan jams, even traffic accidents.
kendaraan pribadi yang dapat mengakibatkan terjadinya
kerusakan jalan, kemacetan bahkan kecelakaan lalu lintas.
Selain itu kendaraan muatan berlebih juga dapat Besides, the overloaded vehicles can also cause damages
menyebabkan jalan rusak dan berlubang sehingga to the roads and create potholes that interfere with
mengganggu kenyamanan dan keselamatan pengguna the comfort and safety of other road users. Weigh In
jalan lainnya. Weigh In Motion (WIM) adalah satu- Motion (WIM) is the only technology in Indonesia that
satunya teknologi di Indonesia yang dapat mengukur can measure axle weight and gross weight of the vehicle
bobot gandar dan bobot kotor kendaraan saat kendaraan when the vehicle is passing the measurement location.
melaju di lokasi pengukuran. Weigh in Motion yang Weigh in Motion has been implemented by the Company
diimplementasikan Perseroan sudah terintegrasi dengan integratedly with the Directorate General of Land
Direktorat Jenderal Perhubungan Darat dan Pusat Transportation and the Road and Bridge Research and
Penelitian dan Pengembangan Jalan dan Jembatan Development Center (Pusjatan) of the Ministry of Public
(Pusjatan) Kementerian PUPR. Dengan diterapkannya Works and Public Housing. With the application of this
teknologi ini, kendaraan dengan muatan berlebih dapat technology, vehicles with overloads can be identified early
diidentifikasi lebih dini dan kecelakaan akibat muatan and accidents resulting from overloading can be identified
berlebih dapat diidentifikasi lebih dini, sehingga potensi early, so that the potential for road damage, traffic jams
kerusakan jalan, kemacetan dan kecelakaan lalu lintas and traffic accidents can be reduced.
dapat berkurang.
Selain penerapan teknologi WIM, Perseroan juga secara In addition to the application of WIM technology, the
rutin mengadakan Roadster Rescue Competition yang Company also routinely holds road rescue competition
diikuti oleh petugas pelayanan lalu lintas seluruh ruas on all sections of toll roads, managed by the Company.
Profil Perusahaan
Company Profile
yang dikelola oleh Perseroan. Road rescue competition The road rescue competition aims to increase Region
bertujuan meningkatkan kompetensi regional dan anak and subsidiary competencies in handling accidents on
perusahaan dalam menangani kasus kecelakaan di jalan toll roads, while the program of JM Tertib Berlalu Lintas
tol, sementara Jasa Marga tertib berlalu lintas bertujuan aims to share knowledge both theoretically and practically
untuk membagikan pengetahuan baik secara teori about safety driving and defensive driving. This program is
maupun praktik mengenai safety driving dan defensive the only one of its kind in Indonesia.
driving. Kedua program ini menjadi satu-satunya kegiatan

tertib berlalu lintas di Indonesia.
4. INFORMASI YANG TERINTEGRASI 4. Integrated Information
Sebagai upaya peningkatan pelayanan operasional, To improve operational services, the Company provides
Perseroan menyediakan beberapa peralatan sistem several information and communication equipment such
informasi dan komunikasi seperti Variable Message Sign as Variable Message Sign (VMS) to inform toll road users
(VMS) untuk menginformasikan pengguna jalan seputar about traffic information and CCTV traffic monitors to
informasi lalu lintas dan CCTV pemantau lalu lintas untuk monitor traffic conditions that can be accessed online. In
memantau kondisi lalu lintas yang dapat diakses secara addition to information and communication equipment,
online. Selain peralatan sistem informasi dan komunikasi, the Company also has installed CCTV Analytic and RTMS
Perseroan juga memiliki peralatan CCTV Analytic dan equipment in several sections that can automatically
RTMS di beberapa ruas yang dapat menghitung jumlah calculate the traffic density.
lalu lintas secara otomatis.
Selain penyediaan peralatan tersebut, Perseroan juga The Company also strives to continue to guarantee
berupaya untuk terus menjamin ketersediaan serta the availability and reliability of the operation of the
keandalan operasi peralatan tersebut. Pemantauan kondisi equipment. Monitoring the condition of the equipment
peralatan tersebut dilaksanakan dalam sebuah platform is carried out in an integrated map platform, JM
peta terintegrasi, JM Digimap, yang dapat menampilkan Digimap, which can display the traffic conditions,
peta kondisi lalu lintas, status dan tampilan VMS, status status and display of VMS, status and appearance of
dan tampilan CCTV pemantau lalu lintas, hasil perhitungan CCTV traffic monitors, traffic density calculation results
kepadatan lalu lintas melalui CCTV Analytic dan RTMS, through CCTV Analytic and RTMS, and the position of
serta posisi kendaraan operasional. operational vehicles.
JM Digimap menjadi satu-satunya peta pemantauan JM Digimap is the only integrated real time monitoring
terintegrasi real time yang dimiliki oleh industri jalan tol map owned by a toll road company in Indonesia. The
di Indonesia. Adanya platform peta terintegrasi tersebut existence of an integrated map platform makes it easy
memudahkan Perseroan untuk melakukan pemantauan for the Company to monitor assets so that information
aset sehingga informasi kerusakan dapat diketahui sedini on damages can be known as early as possible. This
mungkin. Informasi kerusakan yang diberikan sedini makes the repairs can be done more quickly so that the
mungkin dapat mempercepat proses perbaikan sehingga availability of equipment can continue to be guaranteed
ketersediaan peralatan dapat terus terjamin dan pelayanan and operational services can be provided to the optimum.
Human Capital
Modal Insani
operasional dapat diberikan secara optimum. Selain In addition, traffic information can also be done through
itu, informasi lalu lintas juga dapat dilakukan melalui JM Digimap automatically, in real time and integrated with
JM Digimap secara otomatis, real time dan terintegrasi VMs.
dengan VMS.
Upaya peningkatan layanan operasional juga dilakukan The efforts to improve operational services are also carried
Perseroan berupa aplikasi mobile JMCare yang dapat out by the Company in the form of JMCare mobile
diunduh oleh pengguna jalan baik melalui Apple Store application that can be downloaded by the toll road users

maupun Playstore. Melalui aplikasi ini, pengguna dapat both through the Apple Store and Playstore. With this
mengetahui lokasi gerbang tol, rest area, CCTV, dan mobil application users can find the location of toll gates, rest
derek. Diharapkan dengan mudahnya akses informasi- areas, CCTV, and tow trucks they need. It is expected that
informasi tersebut, pengguna jalan dapat memiliki with easy access to this information, the users can have a
pengalaman perjalanan yang lebih nyaman dan lebih baik more comfortable and better travel experience.
5. LAYANAN PELANGGAN YANG OPTIMUM 5. Optimum Customer Service
Perseroan berupaya terus meningkatkan pelayanan lalu The Company strives to continuously improve the traffic
lintas melalui call center 14080 yang beroperasi selama services through the 14080 call center which operates

24 jam sehari dan 7 hari dalam seminggu. Layanan 24 hours a day and 7 days a week. The facility provides
yang diberikan melalui call center berupa informasi lalu services in the form of traffic information, assistance,
lintas, bantuan, pengaduan, dan saran. Perseroan terus complaints, and advice. The Company continues to be
berkomitmen dalam memberikan layanan yang terbaik committed in providing the best service so that it gets
sehingga memperoleh predikat “Excellent” berdasarkan the title "Excellent" based on the Contact Center Service
Contact Center Service Excellent Index (CCSEI) dan berhasil Excellent Index (CCSEI) and successfully outperforms PLN,
mengungguli PLN, KAI, BPJS, dan NTMS. Berdasarkan KAI, BPJS, and NTMS. Based on the Service Quality Index,
Service Quality Index, Perseroan memperoleh nilai 3,8 the Company obtained a score of 3.8 and ranked 1 in the
dan menempati peringkat 1 pada industri jalan tol Indonesian toll road industry. To maintain the quality of
Indonesia. Untuk menjaga kualitas pelayanan pelanggan, customer service, the Company is the only company in
Perseroan menjadi satu-satunya perusahaan di Indonesia Indonesia that routinely conducts customer satisfaction

yang secara rutin melakukan survei kepuasan pelanggan. surveys. The level of customer satisfaction is measured

Tingkat kepuasan pelanggan diukur berdasarkan layanan based on construction services, traffic services, and
konstruksi, layanan lalu lintas, dan layanan transaksi yang transaction services experienced by customers.
dialami pelanggan.
6. PENGOPERASIAN JALAN TOL MILIK BUJT 6. Operation of BUJT Toll Road Non Jasa
NON JASA MARGA GROUP Marga Group
Selain mengoperasikan jalan tol milik Jasa Marga Group, In addition to the toll roads belonging to Jasa Marga
Perseroan juga mengoperasikan sejumlah ruas jalan tol Group, the Company also operates a number of toll roads
milik Badan Usaha Jalan Tol lain. Di Pulau Jawa, Perseroan belonging to other toll road business entities (BUJTs). In
telah mengoperasikan ruas jalan tol milik BUJT lain sejauh Java, the Company operates 15,35 km of Bogor-Ciawi-
15,35 km di Bogor-Ciawi-Sukabumi. Sementara di luar Sukabumi Toll Road. Outside Java, the Company operates
pulau Jawa, Perseroan telah mengoperasikan jalan tol di toll roads in South Sumatra and Lampung, namely the
Sumatera Selatan dan Lampung, yaitu Ruas Terbanggi Terbanggi Besar-Pematang Panggang-Kayu Agung Toll
Besar-Pematang Panggang-Kayu Agung (merupakan Road (the longest turnpike in Indonesia, which is 189
ruas terpanjang di Indonesia, yaitu sepanjang 189 Km), km long), Bakauheni-Terbanggi Besar 140,4 km. As of
Bakauheni-Terbanggi Besar 140,4 Km. Selain itu, sampai December 31, 2019 PT JMTO had obtained operation
dengan 31 Desember 2019 PT. JMTO telah mendapatkan contracts for Krian-Legundi-Bunder-Manyar (PT Waskita
kontrak pengoperasian Krian-Legundi-Bunder-Manyar (PT Bumi Wira) 38.39 km, Cimanggis-Cibitung (PT Cimanggis
Waskita Bumi Wira) 38,39 km, Cimanggis-Cibitung (PT Cibitung Tollways) 25.4 km, Cibitung-Tanjung Priok (PT.
Cimanggis Cibitung Tollways) 25,4 km, Cibitung-Tanjung PT Cibitung Tanjung Priok Port Tollways) 11.4 km.
Priok (PT Cibitung Tanjung Priok Port Tollways) 11,4 km.
7. INSPEKSI YANG EFISIEN, EFEKTIF, DAN 7. Efficient, Effective, and Accurate

AKURAT Inspection
Jalan tol merupakan salah satu aset terpenting yang Toll roads are one of the most important assets owned by
dimiliki oleh Perseroan dan merupakan prasarana the Company and is a vital transportation infrastructure so
transportasi yang vital sehingga diperlukan pemeliharaan that regular maintenance is needed to keep them in good
secara berkala untuk menjaga kondisi jalan tol. Kondisi shape. The condition of the toll road that is not optimal,
jalan tol yang tidak optimal, seperti adanya keretakan, such as having cracks, potholes, or damage can cause
lubang, atau kerusakan dapat menyebabkan terjadinya accidents to the users.
kecelakaan bagi para pengguna jalan.
Pemeliharaan yang dilakukan Perseroan tidak hanya The maintenance carried out by the Company is not only
bersifat korektif, namun juga bersifat preventif. Tindakan corrective, but also preventive. Preventative maintenance
pemeliharaan preventif dilakukan dengan mengumpulkan measures are performed by collecting road asset data such
data aset jalan seperti bangunan pelengkap dan data as complementary buildings and data on condition such
kondisi jalan seperti data kemiringan, data kelandaian, as the sloppiness, declivousness, configuration, pavement
konfigurasi jalan, kondisi permukaan perkerasan jalan, surface, and road roughness values.
Profil Perusahaan
Company Profile
serta nilai kekasaran jalan.
Perseroan saat ini memiliki kendaraan pintar, Mobil The company currently has a smart vehicle, Mobil Hawkeye
Hawkeye 2000, yang mampu mengumpulkan data-data 2000, which is able to collect such data effectively, efficiently
tersebut secara efektif, efisien, dan akurat. Mobil Hawkeye and accurately. Mobil Hawkeye 2000 is equipped with an
2000 dilengkapi dengan sistem pengoperasian melalui operating system through integration of several specific
integrasi dari beberapa peralatan sensor yang spesifik sensor equipment in obtaining data on the characteristics
dalam mendapatkan data karakteristik dan kondisi elemen and conditions of road elements. The Hawkeye 2000 is
jalan. Peralatan pendukung Hawkeye 2000 dirancang designed in a modular way to allow adjustments to the
secara modular untuk memungkinkan penyesuaian developments needed by the users and can be installed in
terhadap perkembangan yang dibutuhkan pengguna dan accordance with various types of vehicles.
dapat dipasang sesuai dengan berbagai jenis kendaraan.
Kendaraan pintar ini dilengkapi berbagai peralatan sensor This smart vehicle is equipped with various equipment to
penangkap data aset dan kondisi elemen jalan, seperti; capture data assets and conditions of road elements, such
GPS and DGPS, Laser Profiler, Auto Crack Detection as GPS and DGPS, Laser Profiler, Auto Crack Detection
Profiler, Gipsitrec Geometry, Distance Measurement Profiler, Gipsitrec Geometry, Distance Measurement
Instrument, Asset Cameras, serta didukung oleh Software Instrument, Asset Cameras, and supported by the Hawkeye
Hawkeye Processing Toolkit. Dengan pengukuran data Processing Toolkit Software. By measuring data on road
kondisi jalan yang lebih efektif, efisien dan akurat, sistem conditions more effectively, efficiently and accurately, the
manajemen pemeliharaan jalan tol menjadi lebih baik, toll road maintenance management system is better, the
kualitas pelayanan operasional jalan tol meningkat, dan quality of toll road operational services has improved, and
manfaat aset jalan tol bisa terus dipertahankan. the benefits of toll road assets can be maintained.
8. PENINGKATAN MANAJEMEN ASET DAN 8. Improving Asset Management and

PEMELIHARAAN Maintenance
Untuk mendukung kinerja di Bidang Pemeliharaan, To support performance in the maintenance sector, the
Perseroan melakukan pengembangan kinerja pemeliharaan Company develops maintenance performance through
melalui sistem informasi dan basis data yaitu Jasamarga an information system and database, namely Jasamarga
Integrated Maintenance Management System (JIMMS). Integrated Maintenance Management System (JIMMS).
JIMMS merupakan pangkalan data Bidang Pemeliharaan JIMMS is a Maintenance Field database that contains
yang memuat seluruh data-data terkait pemeliharaan all maintenance related data in an integrated manner,
secara terintegrasi, mulai dari aset pemeliharaan, ranging from maintenance of assets, road damage
mapping kerusakan jalan, program pemeliharaan, progres mapping, maintenance programs, work progress, research
pekerjaan, hasil penelitian, laporan pemenuhan Standar results, reports on compliance with Minimum Service
Pelayanan Minimal (SPM) dan informasi lainnya yang Standards (SPM) and other information related to the
berkaitan dengan proses kerja Bidang Pemeliharaan. process maintenance work.
Human Capital
Modal Insani
JIMMS telah dikembangkan secara bertahap hingga JIMMS has been developed in stages so that asset data
manajemen data aset dapat dilakukan secara real time dan management can be done in real time and integrated with
terintegrasi dengan data program budgeting. Beberapa the data program budgeting. Some management that
manajemen yang dapat dilakukan secara real time adalah can be done in real time are pavement inspection, bridge
inspeksi perkerasan, inspeksi jembatan, inspeksi PJU, inspection, PJU inspection, drainage inspection, slope
inspeksi drainase, inspeksi lereng, dan inspeksi lingkungan. inspection, and environmental inspection. In addition,
Selain itu dengan adanya JIMMS, proses monitor dan the JIMMS also makes the process of monitoring and
pelaporan Bidang Pemeliharaan menjadi lebih cepat, reporting on maintenance becomes faster, easier, and

mudah, dan seragam. more uniform.

Mobil Hawkeye 2000
KINERJA PENGEMBANGAN BISNIS PENDUKUNG
PENGOPERASIAN JALAN TOL
Performance of Toll Road Operation Supporting Business Development
Untuk memperkuat bisnis dan mengembangkan lingkup To strengthen the business and expand the scope of
usaha, Perseroan mengembangkan bisnis pendukung business, the Company is developing businesses in
pengoperasian jalan tol. Sektor ini meliputi bisnis layanan supporting the toll road operations. This sector includes
operasi, layanan pemeliharaan jalan tol, pengembangan businesses of operations services, toll road maintenance
bisnis Tempat Istirahat dan Pelayanan (TIP), iklan, services, development of Rest Area and Services (TIP),
utilitas dan properti. Pengembangan bisnis pendukung advertising, utilities and property. The development of
pengoperasian jalan tol secara konsolidasi memberikan toll road operation supporting business on a consolidated
kontribusi kepada pendapatan Perseroan sebesar 7,49%. basis has contributed to the Company's revenue at 7.49%.
Dalam pengembangan bisnis pendukung pengoperasian In developing the toll road operation supporting business,
jalan tol, Perseroan menerapkan strategi sebagai berikut: the Company applies the following strategies:
1. Pengembangan berbagai teknologi dalam 1. Development of various technologies in the operation

pengoperasian jalan tol. of toll roads.
2. Meningkatkan kapabilitas dalam penelitian dan 2. Enhancing capabilities in research and development of
pengembangan teknik pemeliharaan jalan tol. toll road maintenance techniques.
3. Optimalisasi aset eksisting dan potensi bisnis di 3. Optimization of existing assets and business potential
Profil Perusahaan
Company Profile
sepanjang aset jalan tol (Toll Corridor Development) along the toll roads (Toll Corridor Development)
4. Memaksimalkan perolehan dan investasi jalan tol 4. Maximizing toll road acquisition and investment with
dengan berbagai skema bisnis. various business schemes.
Berikut adalah uraian terkait pengembangan bisnis Berikut adalah uraian terkait pengembangan bisnis
pendukung pengoperasian jalan tol, yaitu bisnis layanan pendukung pengoperasian jalan tol, yaitu bisnis layanan
operasi dan bisnis layanan pemeliharaan, beserta Entitas operasi dan bisnis layanan pemeliharaan, beserta Entitas
Anak Perseroan yang melaksanakannya. Anak Perseroan yang melaksanakannya.
PENGEMBANGAN BISNIS LAYANAN OPERASI

Operation Service Business Development
Perseroan mengarahkan Entitas Anak di bidang jasa Perseroan mengarahkan Entitas Anak di bidang jasa
layanan operasi yaitu PT Jalantol Lingkarluar Jakarta (JLJ) layanan operasi yaitu PT Jalantol Lingkarluar Jakarta (JLJ)
dan PT Jasamarga Tollroad Operator (JMTO) sebagai dan PT Jasamarga Tollroad Operator (JMTO) sebagai
asset operator. Hal ini dilakukan agar meningkatnya asset operator. Hal ini dilakukan agar meningkatnya
kapasitas dan daya saing PT JMTO untuk fokus di bidang kapasitas dan daya saing PT JMTO untuk fokus di bidang
jasa layanan pengoperasian jalan tol, termasuk layanan jasa layanan pengoperasian jalan tol, termasuk layanan
teknologi informasi dan electronic toll collection. teknologi informasi dan electronic toll collection.
PT JALANTOL LINGKARLUAR JAKARTA (JLJ) PT Jalantol Lingkarluar Jakarta (JLJ)
PT JLJ merupakan Entitas Anak yang didirikan pada PT JLJ is a subsidiary that was established on December
tanggal 22 Desember 2000. PT JLJ bergerak di bidang jasa 22, 2000. PT JLJ is engaged in transaction management
manajemen layanan transaksi, jasa manajemen layanan lalu services, traffic management services and toll road
lintas dan jasa manajemen layanan pemeliharaan jalan tol. maintenance management services.
Human Capital
Modal Insani
PT JALANTOL LINGKARLUAR JAKARTA (JLJ)
SUSUNAN PENGURUS
Direktur Utama : Ricky Distawardhana

Shareholding

Direktur Keuangan dan Umum : Bambang Irawan

Finance and General Affairs Jasa Marga : 99,9%
Direktur Teknik : Bambang Saptadi Sukarno Inkopkar Jasa Marga : 0,1%
Komisaris : Alex Denni

Commissioner
Komisaris : Rudi Gunawan
Commissioner

Tabel Ikhtisar Keuangan PT JLJ
Table of PT JLJ Financial Highlights
2019 2018
Total Aset / Total Assets 230 231 -0,43%
PT JLJ secara khusus untuk pengoperasian Ulujami-Pondok PT JLJ is assigned specifically for the operation of Ulujami-

Pinang-TMII Junction-Cikunir-Cakung-Rorotan atau sering Pondok Pinang-TMII Junction-Cikunir-Cakung-Rorotan

disebut Jakarta Outer Ring Road (JORR), yang mengelilingi or often called Jakarta Outer Ring Road (JORR), which
Kota Jakarta sepanjang 45 km. Oleh sebab itu, pendapatan surrounds the city of Jakarta at the length of 45 km.
utama PT JLJ hanya dari pengoperasian JORR. Realisasi Therefore, PT JLJ's main income is only from the operation
Pendapatan Usaha di tahun 2019 mencapai Rp224,3 of JORR. Its Operating Revenues in 2019 reached Rp224.3
miliar. Jika dibandingkan dengan pendapatan pada tahun billion, decreasing by 10.45% from the revenue in 2018.
2018, pendapatan menurun sebesar 10,45%. Penurunan The decrease was due to the transfer of the BSD toll road
tersebut akibat pengalihan kontrak jasa pengoperasian operating services contract from PT JLJ to PT Jasamarga
jalan tol BSD dari PT JLJ ke PT Jasamarga Tollroad Operator Tollroad Operator (JMTO).
(JMTO).
PT JASAMARGA TOLLROAD OPERATOR (JMTO) PT Jasamarga Tollroad Operator (JMTO)
Pada tahun 2015, Perseroan mendirikan PT Jasamarga In 2015, the Company established PT Jasamarga Tollroad
Tollroad Operator (JMTO) atau dahulu disebut PT Jasa Operator (JMTO) or formerly called PT Jasa Layanan
Layanan Operasi. PT JMTO merupakan Entitas Anak Operasi. PT JMTO is a subsidiary that is engaged in toll
Perseroan yang bergerak di bidang jasa pengoperasian road operation services, including Transaction Services and
jalan tol dengan layanan yang diberikan antara lain Toll Road Traffic Services.
Layanan Transaksi dan Layanan Lalu Lintas Jalan Tol.
PT JASAMARGA TOLLROAD OPERATOR (JMTO)

SUSUNAN PENGURUS
Direktur Utama : Raddy R. Lukman

Shareholding
Direktur Keuangan : Renanda Soegiono
Direktur Teknologi Informasi : M. Harsono Inkopkar Jasa Marga : 0,02%
Director of Information Technology
Direktur Operasi : Yoga Trianggoro
Komisaris : Alex Denni

Commissioner
Komisaris : Donny Arsal
Profil Perusahaan
Company Profile
Commissioner
Komisaris : Fitri Wiyanti
Commissioner
LINI BISNIS PT JMTO Business Lines of PT JMTO

1. Lini Bisnis Pengoperasian Jalan Tol 1. Toll Road Operation Business Line
Penyedia solusi Pengoperasian dan traffic management Provider of technology-based operations and traffic
berbasis teknologi, meliputi: pengendalian pengumpulan management solutions, including: controlling toll
tol, pengadaan dan pemeliharaan peralatan tol, collection, procurement and maintenance of toll
pengadaan dan pemeliharaan perlengkapan pengumpulan equipment, procurement and maintenance of toll
tol, pelatihan, sewa, kendaraan shuttle, sewa kendaraan collection equipment, training, rental, shuttle vehicles,
operasional, BBM kendaraan, logistik, consumable. rental of operational vehicles, vehicle fuel, logistics,
Sedangkan dari sisi ruang lingkup bisnis Layanan Lalu consumables. Whereas in terms of the scope of business,
Lintas adalah pengadaan dan pemeliharaan traffic the Traffic Services cover procurement and maintenance
information center, pengaturan lalu lintas, pengadaan of traffic information centers, traffic management,
satuan pengamanan, penyuluhan, sewa kendaraan procurement of security units, counseling, rental of patrol
patroli, pengadaan derek, pengadaan rescue, pengadaan vehicles, procurement of cranes, procurement of rescue
ambulance, pengadaan dan pemeliharaan radio gears, procurement of ambulances, procurement and
komunikasi, dan alat bantu kerja. maintenance of communication radios, and work aids .
2. Lini Bisnis Electronic Toll Collection 2. Electronic Toll Collection Business Line
Penyedia Solusi Electronic Toll Collection dan Voucher Providers of Electronic Toll Collection Solutions and
Elektronik untuk Pembayaran Tol, meliputi: penyediaan Electronic Vouchers for Toll Payments, including: providing
settlement monitoring tools untuk pengelolaan e-payment settlement monitoring tools for managing e-payment
pendapatan jalan tol dan penyediaan solusi pembayaran of toll road revenues and providing stop lane payment
tol tanpa henti (Single Lane Free Flow-SLFF) melalui aplikasi solutions (Single Lane Free Flow-SLFF) through the FLO
FLO pada smartphone untuk meningkatkan layanan dan application on smartphones to improve services to and
kenyamanan pengguna jalan tol. convenience of toll road users.
3. Lini Bisnis Layanan Teknologi Informasi 3. Information Technology Services Business Line
Penyedia solusi peralatan teknologi dan sistem sisinfokom Providers of technology solutions and toll road Sisinfokom
jalan tol, meliputi penyedia solusi teknologi operasional system, including providers of toll road operational
jalan tol meliputi pengadaan dan pemeliharaan sistem technology solutions for procurement and maintenance of
peralatan tol, sistem informasi dan komunikasi jalan toll equipment, toll road information and communication
tol (CCTV dan VMS), penyedia infrastruktur Jembatan systems (CCTV and VMS), Weigh In Motion infrastructure
Timbang (Weigh In Motion), infrastruktur backbone, serta provider, backbone infrastructure, and operational
sistem pendukung teknologi operasional. technology support systems.
Human Capital
Modal Insani
Ikhtisar Keuangan PT JMTO PT JMTO Financial Highlights
Realisasi Pendapatan Usaha PT JMTO sampai dengan PT JMTO's Operating Revenues up to December 31, 2019
31 Desember 2019 secara entitas suatu Perseroan telah reached Rp1.26 trillion from the full operation of toll
mencapai Rp1,26 triliun dari pengoperasian secara roads belonging to the Company as parent company,
penuh ruas–ruas induk Perseroan, Entitas Anak Jalan the Company's Toll Road Subsidiaries and several other
Tol Perseroan maupun beberapa Badan Usaha Jalan Tol Toll Road Business Entities (BUJT) outside the Jasa Marga
(BUJT) lainnya di luar Kelompok Usaha Jasa Marga. Jika Group. Compared to revenue in 2018, the 2019 revenue

dibandingkan dengan pendapatan pada tahun 2018, increased by 110%.

pendapatan meningkat sebesar 110% di tahun 2019.
Tabel Ikhtisar Keuangan PT JMTO

Table of PT JMTO Financial Highlights
2019 2018

Peningkatan aset dikarenakan bertambahnya ruas jalan The increase in assets is due to the increase in number
tol yang dioperasikan oleh PT JMTO, bertambahnya of toll roads operated by PT JMTO, larger Capital
Capital Expenditure (Capex) untuk project e-payment Expenditure (Capex) for e-payment projects as well
serta investasi penyertaan saham dalam bisnis financial as investment in equity participation in the financial
technology dengan PT Fintek Karya Nusantara (FINARYA)/ technology business with PT Fintek Karya Nusantara
LinkAja. (FINARYA)/LinkAja.
Layanan Operasi PT JMTO PT JMTO Operational Services
Sesuai dengan arahan Perseroan, kebijakan strategis In accordance with the direction of the Company, PT
PT JMTO dalam pengembangan layanan operasi berperan JMTO's strategic policy in developing operational services

sebagai asset operator. Hal ini didorong dari pertumbuhan acts as an asset operator. This is driven by the rapid growth

jalan tol yang akan beroperasi dengan pesat sehingga of toll roads that will operate so that it has an impact on the
berdampak pada tingginya kebutuhan akan penyedia high demand for operating service providers. Therefore, PT
jasa layanan operasi. Oleh sebab itu, PT JMTO diharapkan JMTO is expected to take advantage of this opportunity
dapat memanfaatkan peluang ini untuk menjadi penyedia to become a service provider in toll road operations, not
jasa dalam operasional jalan tol, tidak hanya pada ruas only on toll roads managed by the Company and its Toll
tol yang dikelola oleh Perseroan dan Entitas Anak Usaha Road Subsidiaries, but also on the toll roads belonging to
Jalan Tol Perseroan, tetapi juga pada ruas tol di bawah other BUJTs.
pengelolaan BUJT selain Kelompok Usaha Jasa Marga.
Tabel Ruas Jalan Tol yang Dioperasikan oleh PT JMTO

Table of Toll Roads Operated by PT JMTO
Jenis Ruas Jalan Tol
Type Toll Road
Induk Perseroan 1. Jakarta-Bogor-Ciawi

Parent Company 2. Jakarta-Tangerang
3. Dalam Kota-Sedyatmo
4. Purwakarta-Bandung-Cileunyi
5. Palikanci (Palimanan-Kanci)
6. Semarang ABC
7. Surabaya-Gempol
8. Belmera (Belawan-Medan-Tanjung Morawa)
9. Jakarta-Cikampek
10. Pondok Aren-Ulujami
Entitas Anak Usaha Jalan Tol Perseroan 1. Medan-Kualanamu-Tebing Tinggi
Toll Road Subsidiaries 2. Solo-Ngawi
3. Ngawi-Kertosono-Kediri
4. Gempol-Pasuruan
5. Surabaya-Mojokerto
6. Semarang-Solo
7. Batang-Semarang
8. Pandaan-Malang
9. Kunciran-Serpong
10. Balikpapan-Samarinda
11. Jakarta-Cikampek Elevated
Jenis Ruas Jalan Tol

Type Toll Road
BUJT di Luar Kelompok Usaha Jasa Marga 1. Bogor-Ciawi-Sukabumi Seksi 1

2. Kayu Agung-Palembang-Betung *)
BUJTs other than Jasa Marga Group

3. Bakauheni-Terbanggi Besar
4. Terbanggi Besar-Pematang Panggang-Kayu Agung
5. Cimanggis-Cibitung *)
6. Krian-Legundi-Bunder-Manyar *)
7. Cibitung-Tanjung Priuk*)
Keterangan/ Note: *) Telah ditunjuk sebagai pemenang tender

Has been appointed as the winning bidder
Pemberlakuan kebijakan non-tunai dalam transaksi jalan The implementation of non-cash policy in toll road
tol berdampak terhadap pola pengoperasian jalan tol dari transactions has an impact on the pattern of toll road
berbasis Sumber Daya Manusia menjadi berbasis teknologi operations from Human Resources based to technology
terutama dalam layanan transaksi. Hal tersebut dapat based, especially in transaction services. This can affect
mempengaruhi kepercayaan konsumen terhadap PT JMTO consumer confidence in PT JMTO to face new challenges
untuk menghadapi tantangan baru dalam pengoperasian in operating toll roads. Therefore, to maintain consumer
Profil Perusahaan
Company Profile
jalan tol. Oleh karena itu, untuk tetap menjaga kepercayaan confidence, PT JMTO continues to innovate in terms of
konsumen, PT JMTO terus berinovasi dari segi teknologi transaction system technology on toll roads. One of the
sistem transaksi di jalan tol. Salah satu inovasi yang sedang innovations currently in the pilot project is the Single Line
dalam pilot project yaitu Single Line Free Flow (SLFF) untuk Free Flow (SLFF) to reduce the transaction queue at the
mengurangi antrean transaksi di gerbang tol. toll gate.
Uji Coba Implementasi SLFF Trial of SLFF Implementation
1. Uji coba di Bali yang telah berlangsung sejak November 1. Trials in Bali which have been ongoing since November
2018 tetap dilanjutkan. Uji coba ini bekerja sama 2018 still continue. This trial works together with
dengan Bluebird. Bluebird.
2. Uji Coba Terbatas Ruas Tol Jabotabek 2. Limited Trial to Jabotabek Toll Roads
Mulai Maret 2019 dilakukan uji coba bertahap Starting in March 2019, a gradual trial of the
implementasi SLFF pada 38 titik yang tersebar di implementation of SLFF has been conducted at
ruas Jakarta-Cikampek, Jagorawi, JORR, Jakarta- 38 points spreading across the Jakarta-Cikampek,
Tangerang-Cengkareng, Pada September 2019, PT Jagorawi, JORR, Jakarta-Tangerang-Cengkareng toll
JMTO bekerja sama dengan PT Fintek Karya Nusantara roads. In September 2019, PT JMTO cooperated with
(FINARYA) melalui produk LinkAja sebagai source of PT Fintek Karya Nusantara (FINARYA) to use LinkAja
fund channel pembelian voucher elektronik FLO. as a channel for purchasing FLO electronic vouchers.
Pada Oktober 2019, Kementerian Kominfo, BPJT, dan In October 2019, the Ministry of Communication and
Bank Indonesia melakukan kunjungan lapangan terkait Informatics, BPJT, and Bank Indonesia conducted on-
kesesuaian frekuensi dan daya pancar peralatan serta site visit to learn the suitability of the frequency and
mekanisme transaksi tol melalui aplikasi FLO. transmitability of equipment and the mechanism of toll
transactions through the FLO application.
Dengan pertimbangan proses bisnis FLO sejalan Considering that the FLO's business process is in line
antara LinkAja sebagai penerbit uang elektronik dan between LinkAja as the issuer of electronic money and
penyelenggaraan layanan keuangan digital serta the operation of digital financial services and fund transfer
penyelenggara transfer dana, maka pada Desember 2019, providers, in December 2019, the Company through PT
Perseroan melalui PT JMTO melakukan penyertaan modal JMTO acquired 10% stake in PT FINARYA.
kepada PT FINARYA sebesar 10% kepemilikan.
Human Capital
Modal Insani
PENGEMBANGAN BISNIS LAYANAN PEMELIHARAAN
Development of Maintenance Service Business
Perseroan mengarahkan Entitas Anak di bidang jasa The Company directs its subsidiary PT Jasamarga Tollroad
layanan pemeliharaan yaitu PT Jasamarga Tollroad Maintenance (JMTM), who’s engaged in maintenance
Maintenance (JMTM) sebagai asset maintener. Hal ini services, as an asset maintainer. This was done in order
dilakukan agar meningkatkan kapasitas dan daya saing PT to increase the capacity and competitiveness of PT JMTM

JMTM untuk fokus di bidang jasa layanan pemeliharaan to focus on maintenance services, especially toll road

terutama pemeliharaan jalan dan jembatan tol. Karena and bridge. Therefore, PT JMTM is encouraged to master
itu, PT JMTM didorong menguasai teknologi dan memiliki technology and to have special equipment in terms of toll
peralatan yang khusus dalam hal pemeliharaan jalan tol. road maintenance.
PT JASAMARGA TOLLROAD MAINTENANCE PT Jasamarga Tollroad Maintenance (JMTM)

(JMTM)
PT JMTM (sebelumnya bernama PT Jasa Layanan PT JMTM (formerly known as PT Jasa Jasa Maintenance)

Pemeliharaan) merupakan Entitas Anak Perseroan yang is a subsidiary of the Company, established for running
didirikan dalam rangka pengusahaan jasa konstruksi the business on construction services and toll road
dan usaha manajemen pemeliharaan jalan tol. PT JMTM maintenance management. PT JMTM was established
didirikan berdasarkan akta notaris No. 41 tanggal 26 based on notarial deed No. 41 dated August 26, 1988
Agustus 1988 dari notaris Abdul Latif SH. PT JMTM yang from the notary Abdul Latif SH. PT JMTM which was
diakuisisi sejak tahun 2010 bergerak dalam jasa konstruksi acquired in 2010 is engaged in business of construction
dan usaha manajemen pemeliharaan jalan tol. services and maintenance management of toll roads.
PT JASAMARGA TOLLROAD MAINTENANCE (JMTM)

SUSUNAN PENGURUS
Direktur Utama : Rudy Hardiansyah

Shareholding
Direktur : Adhi Kristiawan
Director of Business Development Jasa Marga : 99,82%
& Engineering Inkopkar Jasa Marga : 0,18%
Direktur : Denny Chandra Irawan
Direktur : Heru Zulkarnaen
Director of Business Support
Komisaris : Christantio Prihambodo

Commissioner
Komisaris : S.F. Hariyanto
Commissioner
Tabel Ikhtisar Keuangan PT JMTM

Table of PT JMTM Financial Highlights
2019 2018
Tujuan PT JMTM Sebagai Asset Maintainer Objectives of PT JMTM as Asset Maintainer

1. Untuk memiliki kemampuan dalam pengelolaan 1. To have capability in managing the fulfillment of
pemenuhan Standar Pelayanan Minimum (SPM) jalan tol Minimum Service Standards (SPM) on toll roads
yang menjadi aspek utama BUJT dalam pengoperasian which is the main aspect of BUJT in operating toll
jalan tol. SPM ini merupakan indikator terpenting dalam roads. This SPM is the most important indicator
memberikan kualitas pelayanan kepada pengguna jalan in providing quality service to toll road users and
tol dan mempengaruhi terhadap penyesuaian tarif influences the tariff adjustment for each toll road
untuk setiap ruas jalan tol yang telah beroperasi. that has operated.
2. Untuk dapat memberikan nilai lebih dari segi efisiensi 2. To be able to provide added value in terms of
biaya pemeliharaan kepada BUJT. Biaya Pemeliharaan maintenance cost efficiency to BUJT. Maintenance
merupakan biaya yang perlu dikelola dengan cermat costs are costs that need to be managed carefully so
agar tidak menggerus pendapatan tol BUJT. as not to erode BUJT toll revenues.
3. Untuk memaksimalkan potensi bisnis jasa pemeliharaan 3. To maximize the potential of the maintenance
yang akan terus meningkat dengan bertambahnya service business which will continue to increase with
jalan tol beroperasi. BUJT yang beroperasi akan selalu increasing number of toll roads operating. BUJTs that
mencari pihak ketiga yang dapat memelihara kondisi operate the toll roads will always look for a third party
jalan tol agar tetap sesuai SPM. who can maintain the condition of the toll roads to
Profil Perusahaan
Company Profile
maintain their minimum service standards.
Untuk mencapai tujuan sebagai asset maintener yang handal To achieve its goal as a reliable and trustworthy asset
dan terpercaya, PT JMTM mulai melakukan investasi di bidang maintainer, PT JMTM has begun investing in technology,
teknologi, yaitu pembelian alat Road Inspection Hawkeye namely the purchase of Road Inspection Hawkeye 2000
2000 dan bridge inspection crane. Alat Road Inspection equipment and bridge inspection cranes. The Hawkeye
Hawkeye 2000 dioperasikan menggunakan sistem yang

2000 Road Inspection Tool is operated using a system

mengintegrasikan beberapa peralatan sensor yang spesifik that integrates several specific sensor equipment to
untuk mendapatkan data karakteristik komponen jalan dan obtain data on the characteristics of the road components
telah dilengkapi dengan Automatic Crack Detection sehingga and has been equipped with Automatic Crack Detection
alat ini mampu mendeteksi retak dan lubang pada jalan secara so that the tool is able to detect cracks and holes on
otomatis. Teknologi ini membantu untuk mendapatkan the road automatically. This technology helps to obtain
data aset dan kondisi jalan yang dapat diukur secara akurat, asset data and road conditions that can be measured
efektif dan efisien. Data yang dihasilkan berguna untuk accurately, effectively and efficiently. The data generated
menyusun perencanaan program pemeliharaan di ruas jalan is useful for planning maintenance programs on the toll
tol sehingga dapat berdampak terhadap pengelolaan biaya roads so that the maintenance costs can be maintained
pemeliharaan yang tepat. to keep efficient.
Alat bridge inspection crane dioperasikan untuk The bridge inspection crane is operated to check/inspect
melakukan pengecekan/inspeksi kondisi jembatan baik the condition of the bridge both short and long span. This
bentang pendek maupun bentang panjang. Platform platform can be used for checking the physical condition
ini secara detail dapat digunakan untuk pemeriksaan of bridge elements in detail, such as checking the bearing
kondisi fisik elemen jembatan, seperti pemeriksaan pads, cracks and defects in girders, pier bridges and to
bearing pad, retak dan cacat pada girder, pier jembatan support bridge maintenance such as cleaning around
serta untuk mendukung pemeliharaan jembatan seperti pierheads, coatings, bolt tightening, plant cleaning,
pembersihan sekitar pierhead, coating, pengencangan and monitoring bridge healthiness as a whole. The data
baut, pembersihan tanaman, serta pemantauan kesehatan generated is useful for the preparation of maintenance
jembatan secara menyeluruh. Data yang dihasilkan programs on each bridge so that maintenance costs can
berguna untuk penyusunan program pemeliharaan di be maintained to keep efficient.
setiap jembatan sehingga dapat berdampak terhadap
pengelolaan biaya pemeliharaan dengan tepat.
Pencapaian Target Pemeliharaan Achievement of Maintenance Targets
Pada tahun 2019, PT JMTM menargetkan untuk The targets of PT JMTM in 2019 were to hold toll
memegang proyek pemeliharaan ruas tol di seluruh road maintenance projects in all branches and several
cabang dan beberapa entitas anak perusahaan, berperan subsidiaries, play a role in the projects to increase the
dalam proyek peningkatan kapasitas proyek jalan tol baru, capacity of new toll roads, and expand the scope of
serta memperluas lingkup produksi pada teknis konstruksi production in toll road construction technicality. In its
jalan tol. Pada realisasinya PT JMTM telah memegang realization, PT JMTM has held branch maintenance projects
proyek pemeliharaan cabang serta mendapatkan dan and acquired and worked on increasing the capacity of
Human Capital
Modal Insani
mengerjakan beberapa proyek peningkatan kapasitas several toll roads as well maintenance projects as listed in
jalan tol dan pemeliharaan jalan tol sebagaimana daftar the table below:
tabel sebagai berikut:
Tabel Proyek Pemeliharaan dan Pembangunan PT JMTM Tahun 2019

Table of PT JMTM Maintenance and Development Projects in 2019

Nama Pekerjaan Lokasi Pekerjaan

No
Description Location
1 Kontrak Manajemen Bidang Perencanaan Jasa Marga

Management Contract in Planning
2 Kontrak Manajemen Palikanci Cabang / branch Palikanci
Management Contract of Palikanci
3 Kontrak Manajemen Semarang Cabang / branch Semarang
Management Contract of Semarang
4 Kontrak Manajemen Belmera Cabang / branch Belmera
Management Contract of Belmera
5 Kontrak Manajemen Jagorawi Cabang / branch Jagorawi

Management Contract of Jagorawi

6 Kontrak Manajemen Surgem Cabang / branch Surgem
Management Contract of Surgem
7 Kontrak Manajemen JTC Cabang / branch JTC
Management Contract of JTC
8 Proyek Pembangunan Cabang Tol Krapyak 1 dan Krapyak 2 Jalan Tol / Toll Road Semarang
Project for Construction of Krapyak 1 and Krapyak 2 Toll Branches
9 Pembangunan Gerbang Tol Terbanggi Besar Gn Sugih, Akses Barat dan Timur Jalan Tol / Toll Road Lampung
The construction of the Terbanggi Besar Toll Gates, Mt. Sugih, for West and East Accesses
10 Jasa Pemborongan Pekerjaan Pembangunan Gerbang Tol Cikopo dalam Rangka Perubahan Jalan Tol / Toll Road Jakarta-Cikampek
Sistem Transaksi
Services for Cikopo Toll Gate Development in the Context of Changing the Transaction

System

11 Jasa Pemborongan Pekerjaan Pemeliharaan Periodik (Scrapping Filling Overlay-SFO) dan Jalan Tol / Toll Road Cipularang
Rekonstruksi Riqd Pavement
Services for Periodic Maintenance (Scrapping Filling Overlay-SFO) Job Sharing and Riqd
Pavement Reconstruction
12 Jasa Pemborongan Peningkatan Kapasitas Gerbang Tol Banyumanik Sisi Utara (KSO, JMTM: Jalan Tol / Toll Road Semarang -Solo
49%)
Services for Increasing the Capacity of North Side Banyumanik Toll Gate (KSO, JMTM: 49%)
13 Pekerjaan Pemeliharaan Periodik (Scrapping Filling Overlay) Ruas Jakarta-Tangerang Tahun Jalan Tol / Toll Road Jakarta-Tangerang
2019
Periodic Maintenance Work (Scrapping Filling Overlay) of the Jakarta-Tangerang Section in
2019
14 Pekerjaan Pemeliharaan Periodik (Scrapping Filling Overlay), Rekonstruksi Perkerasan dan Jalan Tol / Toll Road Jagorawi
Marka Jalan Pada Jalan Tol Jakarta-Bogor-Ciawi Tahun 2019
Periodic Maintenance Work (Scrapping Filling Overlay), Pavement Reconstruction and Road
Markings on the Jakarta-Bogor-Ciawi Toll Road in 2019
15 Pekerjaan Pemeliharaan Periodik (SFO), Rekonstruksi Perkerasan dan Marka di Atas Jalan Tol / Toll Road Lingkar Luar Jakarta
Pemeliharaan Periodik (SFO) pada Jalan Tol Lingkar Luar Jakarta (JORR) Ruas E1, E2, dan E3 (JORR)
Periodic Maintenance Work (SFO), Pavement Reconstruction and Markings Above Periodic
Maintenance (SFO) on the Jakarta Outer Ring Road (JORR) Sections E1, E2, and E3
16 Pemeliharaan Periodik dan Rekonstruksi Pada Jalan Tol Jakarta-Cikampek Jalur B Tahun 2019 Jalan Tol / Toll Road Jakarta-Cikampek
Periodic Maintenance and Reconstruction on the Jakarta-Cikampek Lane B Toll Road in 2019
17 JPO Sedyatmo Jalan Tol / Toll Road Sedyatmo
Nama Pekerjaan Lokasi Pekerjaan

No
Descritption Location
18 Pembangunan Area Parkir dan Renovasi Bangunan Tempat Istirahat dan Pelayanan KM 88 A Rest Area Jalan Tol Purbaleunyi
Ruas Jalan Tol Purbaleunyi
Construction of Parking Lots and Restoration Buildings and Restoration Services at KM 88 A

Purbaleunyi Toll Road
19 Renovasi Perkerasan Tempat Istirahat dan Pelayanan (TIP) KM 88B Ruas Jalan Tol Purbaleunyi Rest Area Jalan Tol Purbaleunyi
Pavement Renovation on the Rest and Services (TIP) KM 88B Purbaleunyi Toll Road Section
20 Pekerjaan Pelebaran Jalur Kembangan B Km 08+100, Perbaikan JPO KM 23+350 dan Jalan Tol Jakarta- Tangerang
Pembangunan JPO KM 11+200
Work on widening Kembangan Line Km 08 + 100, JPO Repair 23 KM + 350 and JPO
Construction KM 11 + 200
21 Pekerjaan Pembangunan Koridor Pusat PT Jasamarga Ngawi Kertosono Kediri Tahun 2019 Kantor Cabang PT Jasamarga Ngawi
Work on the Construction of the Central Corridor of PT Jasamarga Ngawi Kertosono Kediri Kertosono Kediri
in 2019
22 Pekerjaan Pemeliharaan Periodik (Scrapping Filling Overlay) pada Jalan Tol Bogor Ring Road Jalan Tol Bogor Ring Road
Ruas Sentul Selatan-Kedung Badak
Periodic Maintenance Work (Scrapping Filling Overlay) at Bogor Ring Road Toll Road at
Sentul Selatan-Kedung Badak
Profil Perusahaan
Company Profile
23 Pekerjaan Aspal Pada Proyek Pembangunan Jalan Tol Jakarta-Cikampek II (Elevated) Jalan Tol Jakarta-Cikampek II (Elevated)
Asphalting Work on the Jakarta-Cikampek II (Elevated) Toll Road
KINERJA PENGEMBANGAN BISNIS PROSPEKTIF
Human Capital
Modal Insani
Performance of Prospective Business Development

Perseroan mengarahkan Entitas Anak di bidang The Company directs its subsidiary PT Jasa Marga Related
pembangunan, perdagangan, dan jasa terkait properti Business (JMRB) engaged in development, trade, and
yaitu PT Jasa Marga Related Business (JMRB) sebagai asset property-related services, as an asset optimizer. This is
optimizer. Hal ini dilakukan agar meningkatkan kapasitas done in order to increase the capacity and competitiveness
dan daya saing JMRB untuk fokus dalam optimalisasi aset of JMRB to focus on optimizing the Company's assets and
Perseroan dan pengembangan properti di koridor jalan property development in the toll road corridors, as well
tol, serta pengembangan maupun pengelolaan Tempat as the development and management of Rest Areas and
Istirahat dan Pelayanan (TIP) di koridor jalan tol. Services (TIP) in the toll road corridors.

PT JASAMARGA RELATED BUSINESS (JMRB) PT Jasamarga Related Business (JMRB)
PT JMRB (yang sebelumnya bernama PT Jasamarga PT JMRB (formerly named PT Jasamarga Properti/PT JMP)
Properti/PT JMP) didirikan berdasarkan akta notaris No. 2 was established based on notarial deed No. 2 dated
tanggal 15 Januari 2013 dari Notaris Windalina, SH. Pada January 15, 2013 from Notary Windalina, SH. On May
tanggal 8 Mei 2019 sesuai dengan Berita Acara Rapat 8, 2019 in accordance with the Minutes of the Annual
Umum Pemegang Saham Tahunan Perseroan Terbatas General Meeting of Shareholders of Limited Liability
Nomor 17, PT Jasamarga Properti melakukan perubahan Company Number 17, PT Jasamarga Properti changed its
nama menjadi PT Jasamarga Related Business (JMRB). name to PT Jasamarga Related Business (JMRB).

Tujuan pendirian PT JMRB untuk meningkatkan pendapatan The objective of PT JMRB establishment is to increase the
Perseroan melalui perluasan investasi dari aspek properti di Company's revenue through expansion of investment in
sekitar koridor jalan tol mulai dari pengembang kawasan property in corridor areas of toll roads starting from industrial
industri, perkantoran, dan perumahan hingga pengelolaan estate, offices and housing and their management, as well
dan Pengembangan TIP di jalan tol. PT JMRB terus as the development of rest areas and services (TIP) on the toll
melakukan optimalisasi pengembangan properti dengan roads. PT JMRB continues to optimize property development
mengikuti rencana pembangunan jalan tol di Indonesia. by following the toll road development plan in Indonesia.

PT JASAMARGA RELATED BUSINESS (JMRB)

SUSUNAN PENGURUS
Direktur Pengembangan Kawasan : Dian Takdir Badrsyah

Director of Area Development Kepemilikan Saham
Shareholding
Direktur Pengelolaan Gedung dan Fasilitas : Tita Paulina Purbasari
Director of Building Management and Facilities Jasa Marga : 99,86%
Direktur Keuangan, SDM dan Umum : Surta Nababan Inkopkar Jasa Marga : 0,14%
Director of Finance, HR, General Affairs
Direktur Bisnis Komersial : Denny Abdurachman
Director of Commercial Business
Komisaris Utama : Adrian Priohutomo

Commissioner
IKHTISAR KEUANGAN PT JMRB PT JMRB Financial Highlights
Realisasi Pendapatan Usaha PT JMRB tahun 2019 The Operating Revenues of PT JMRB's in 2019 reached
mencapai Rp466,47 miliar yang bersumber dari penjualan Rp466.47 billion, which came from property sales,
properti, pendapatan pengelolaan TIP di koridor jalan tol, management of TIP in toll road corridors, advertising and
pendapatan iklan dan utilitas, serta pendapatan building utility, and building management. Compared with the
management. Jika dibandingkan dengan pendapatan revenue in 2018, the 2019 revenue up 134%.
tahun 2018, meningkat sebesar 134% di tahun 2019.
Tabel Ikhtisar Keuangan PT JMRB

Table of PT JMRB Financial Highlights


2019 2018
PENGEMBANGAN PROPERTI
Property Development
Tabel Properti yang Dikembangkan/Dikelola PT JMRB
Table of Property Developed/Managed by PT JMRB
Proyek
No Uraian Description
Project
Profil Perusahaan
Company Profile
1 Cilangkap Proyek pertama PT JMRB yang mulai dilaksanakan This is the first project of PT JMRB, which began construction
Residence pembangunannya pada Oktober 2014. Perumahan in October 2014. The residence is intended for the middle
diperuntukkan untuk kelas menengah dengan lokasi sangat class with a very strategic location, has excellent access to
strategis, memiliki akses yang sangat baik ke Gerbang Tol the Setu Toll Gate, the Jakarta Outer Ring Road Toll Road.
Setu, Jalan Tol Jakarta Outer Ring Road. Dibangun secara Built in clusters, with various types of houses with the smallest
cluster, dalam berbagai tipe rumah dengan Luas Bangunan size of Building 122 m2 with Land 91 m2 and the largest size
terkecil 122 m2, Luas Tanah 91 m2 serta tipe paling besar of Building 240 m2 with Land 180 m2. As of December 31,
dengan Luas Bangunan 240 m2 dengan Luas Tanah 180 m2. 2016, the construction has reached 100% And 2 units have
Per 31 Desember 2016, konstruksi telah mencapai 100% dan been divested on December 2, 2019
telah didivestasi 2 (dua) unit pada 2 Desember 2019.
2 Global Gedung Perkantoran Graha Simatupang berada pada Graha Simatupang Office Building sits on a strategic location
Terpadu Office lokasi strategis di kawasan bisnis Jakarta Selatan. Graha in the business district of South Jakarta. Graha Simatupang
(GTO) Graha Simatupang memiliki akses langsung ke Jalan Tol JORR has direct access to the JORR Toll Road which facilitates access
Simatupang yang memudahkan akses menuju sentral bisnis, Bandara to the business center, Soekarno-Hatta International Airport
Internasional Soekarno-Hatta dan Pelabuhan Tanjung and Tanjung Priok Port. Graha Simatupang is not far from
Priok. Graha Simatupang berada tidak jauh dari Perumahan Pondok Indah and Kemang Housing, international schools,
Pondok Indah dan Kemang, sekolah internasional, and shopping centers. The management concept of the Graha
pusat perbelanjaan. Konsep pengelolaan Gedung Graha Simatupang Tower2 Wing B Building is a Global Integrated
Simatupang Tower 2 Wing B adalah Global Terpadu Office Office (GTO) for floors 1-2. Whereas for floors 3-11 are
(GTO) untuk lantai 1-2. Sedangkan untuk lantai 3-11 conventionally rented per floor.
disewakan secara konvensional per lantainya.
Pengoperasian lantai 1 dan 2 menjadi GTO adalah upaya The operation of floors 1 and 2 to GTO is the Company's
Perseroan untuk mengoptimalkan pengelolaan gedung, effort to optimize building management, so that the value is
sehingga value-nya jadi lebih besar baik untuk para greater for both tenants and the Company. GTO is divided
penyewa maupun Perseroan. GTO dibagi menjadi 13 into 13 service office rooms plus 2 meeting rooms and their
ruangan service office ditambah 2 ruang rapat beserta facilities, with domicile facilities, operators and dedicated
kelengkapannya, dengan fasilitas domisili, operator beserta telephone lines for each tenant and teleconference facilities
line telepon khusus untuk setiap penyewa serta fasilitas with a total area of 2,985 m2.
teleconference dengan total luas area sebesar 2.985 m2.
Dalam rangka optimalisasi aset, PT JMRB telah melakukan In order to optimize its assets, PT JMRB divested the Graha
divestasi pada proyek Graha Simatupang pada 2 Desember Simatupang project on December 2, 2019.
2019.
3 Office One Office One merupakan proyek PT JMRB di segmen Office One is a project of PT JMRB in the office segment that
Pesanggrahan perkantoran yang menawarkan kombinasi dari offers a combination of office and commercial in one building.
perkantoran dan komersial dalam satu gedung. Gedung This office building consists of 6 office floors, 1 rooftop
perkantoran ini terdiri dari 6 lantai perkantoran, 1 rooftop garden, and 1 semi-basement consisting of 5 retail areas. The
garden, dan 1 semi basement yang terdiri dari 5 area retail. facilities offered are quite complete, including meeting rooms,
Fasilitas yang ditawarkan pun cukup lengkap, di antaranya rooftop gardens, commercial areas, and complete facilities for
adalah meeting room, rooftop garden, area komersil, dan general office functions. PT Jasamarga Related Business held
fasilitas yang lengkap untuk fungsi umum perkantoran. a ground breaking of Office One located in Pesanggrahan,
PT Jasamarga Related Business telah menyelenggarakan South Jakarta, on February 23, 2017. The event was attended
ground breaking proyek perkantoran Office One yang by Commissioners of PT Jasamarga Related Business and the
berlokasi di Pesanggrahan, Jakarta Selatan pada tanggal Board of Directors of PT Jasa Marga (Persero) Tbk. PT JMRB has
23 Februari 2017. Acara ini dihadiri pula oleh Komisaris divested the project on December 2, 2019
PT Jasamarga Related Business dan Jajaran Direksi induk
PT Jasa Marga (Persero) Tbk. PT JMRB telah melakukan
divestasi pada proyek tersebut pada 2 Desember 2019.
Human Capital
Modal Insani
Proyek
Project
4 Grand Perumahan Grand Sawangan Residence Depok terletak Grand Sawangan Residence Depok is located on a land area
Sawangan di lahan seluas 18 Ha, dan bekerja sama dengan mitra, of 18 hectares, and is built in cooperation with a partner PT
Residence yaitu PT Abdi Luhur Kawulo Alit. Direncanakan akan Abdi Luhur Kawulo Alit. It is planned to be prioritized for
diprioritaskan untuk perumahan karyawan LIPI sesuai LIPI employees in accordance with the Letter of Cooperation
dengan Surat Perjanjian Kerjasama dengan Koperasi LIPI Agreement with the LIPI Cooperatives No. 05/SPK/KOP-LIP/
No. 05/SPK/KOP-LIP/II/2015 dan 01/KSO-ALKAJMP/II/2015 II/2015 and 01/KSO-ALKAJMP /II/2015 dated February 5,
tanggal 5 Februari 2015. 2015.

Lokasi lahan terletak 5 km dari rencana exit tol Rangkapan The location is 5 km from the planned Rangkap Jaya toll exit
Jaya, Jalan Tol Depok-Antasari. Pelaksanaan groundbreaking gate, Depok-Antasari Toll Road. The groundbreaking was
telah dilaksanakan pada tanggal 21 September 2015. carried out on September 21, 2015.
Dalam rangka optimalisasi aset, JMRB telah melakukan In order to optimize assets, JMRB has sold the land to PT Abdi
pelepasan lahan ke PT Abdi Luhur Kawulo Alit. Luhur Kawulo Alit.
5 Green Residence Perumahan Green Residence merupakan perumahan Green Residence is a simple housing that was built in stages
Sidoarjo sederhana yang dibangun secara bertahap dengan konsep with a cluster concept. This housing estate has good location
cluster. Perumahan ini memiliki akses lokasi yang baik with access to Surabaya's Juanda Airport and Sidoarjo City
ke Bandara Juanda Surabaya dan Pusat Kota Sidoarjo. Center. The housing is fully owned by the Company and its
Perumahan ini sepenuhnya dimiliki oleh Perseroan dan development is carried out in collaboration with PT Bhumimas
pengembangannya dilakukan dengan bekerja sama Sentosa as a local development partner in East Java.
dengan PT Bhumimas Sentosa sebagai mitra pengembang

lokal di Jawa Timur.

6 Kepemilikan Pembelian Gedung Perkantoran Tamansari Parama The purchase of Tamansari Parama Office Building was held
Unit Tamansari dilaksanakan pada 22 Desember 2015 sebanyak 2 space. on December 22, 2015 for 2 spaces. Construction progress
Parama Progress konstruksi telah selesai pada Oktober 2016 dan has been completed in October 2016 and is projected to start
diproyeksikan akan mulai beroperasi pada tahun 2017. operating in 2017.
Pada 2 Desember 2019, PT JMRB telah melakukan divestasi On 2 December 2019, PT JMRB divested Parama offices.
perkantoran Parama.
7 Kepemilikan Progress konstruksi telah selesai pada Juni 2016 dan sudah Construction progress was completed in June 2016 and began
Unit Tamansari mulai beroperasi pada November 2016. operating in November 2016.
Jivva
Pada 2 Desember 2019, PT JMRB telah mendivestasi On 2 December 2019, PT JMRB divested as many as 6 condotel
sebanyak 6 unit condotel. units.

8 Kepemilikan Pembelian Tamansari Lagoon dilaksanakan pada 22 Tamansari Lagoon was purchased on 22 December 2015 with

Unit Tamansari Desember 2015 sebanyak 22 unit kamar. Progres konstruksi 22 rooms. Construction progress has been completed in June
Lagoon telah selesai pada Juni 2016. Uji coba operasi mulai pada 2016. Operational trials will begin in October 2016 and the
Oktober 2016 dan grand opening akan dilaksanakan pada grand opening will take place in April 2017.
April 2017.
9 Spring Spring Residence merupakan proyek perumahan untuk Spring Residence is a housing project for the middle class with
Residence kelas menengah dengan jumlah unit yang dibangun adalah 474 units built. This project is a development of the Green
Sidoarjo 474 unit. Proyek ini merupakan pengembangan dari Green Residence Sidoarjo which has been built previously, located
Residence Sidoarjo yang telah dibangun sebelumnya, next to the Green Residence Sidoarjo housing which has a
berada di samping perumahan Green Residence Sidoarjo strategic location and good access to the Sidoarjo City Center
yang memiliki lokasi strategis serta akses yang baik ke Pusat and Juanda Airport in Surabaya. The housing is currently in the
Kota Sidoarjo dan Bandara Juanda Surabaya. Perumahan process of marketing and selling.
tersebut saat ini sedang proses pemasaran dan penjualan.
10 Royal Pandaan Perumahan Royal Pandaan Residence adalah proyek Royal Pandaan Residence is a middle to upper class housing
Residence perumahan menengah ke atas dengan lokasi strategis yang project with a strategic location developed by JMRB which
dikembangkan oleh JMRB yang memiliki konsep unik dan has a unique and luxurious concept and is equipped with
mewah serta dilengkapi dengan kawasan komersial dan commercial areas and water games. In the commercial area
permainan wahana air. Pada area komersial juga akan hotels and supermarkets will also be developed. In an effort
dikembangkan hotel dan supermarket. Sebagai usaha to hook up market potential and design optimization in the
menggaet potensi pasar dan optimalisasi desain dalam context of product effectiveness, a building design review is
rangka efektivitas produk, saat ini sedang dilakukan review currently underway.
desain bangunan.
Lokasi perumahan berada 0 km atau sekitar 1 menit Residential location is 0 km or about 1 minute taken from the
ditempuh dari Gerbang Tol Pandaan. Perumahan tersebut Pandaan Toll Gate. The housing is currently in the process of
saat ini sedang proses pemasaran dan penjualan. marketing and selling.
Proyek
Project
11 Lahan Pandu Lokasi lahan sangat strategis karena berada di jalan raya The location of the land is very strategic on the only 1 km
Raya utama dengan lokasi sejauh 1 km dari akses keluar Jalan from the the exit gate of Bogor Ring Road and 2.5 km from
Exit Tol Bogor Ring Road dan 2,5 km dari Kebun Raya Bogor Botanical Gardens. The location is in an area that has
Bogor. Lokasi berada di wilayah yang sudah berkembang, been developed, not far from shopping centers, schools and
tidak jauh dari pusat perbelanjaan, sekolah dan rumah sakit a hospital will be developed into a Condotel that is equipped
akan dikembangkan menjadi Condotel yang dilengkapi with access to the Bogor Ring Road on Jalan Raya Bogor. After
dengan akses keluar Jalan Tol Bogor Ring Road di Jalan Raya the permit is obtained, it will be developed into an apartment
Bogor. Setelah perijinan diperoleh, akan dikembangkan equipped with supporting retail/commercial facilities. The land
menjadi apartemen yang dilengkapi dengan fasilitas retail/ area is owned by the Company with a size of 3,389 m2.
komersial pendukung. Adapun luas lahan yang dimiliki oleh
Perseroan adalah 3.389 m2.
12 Lahan Koridor Lokasi lahan sangat strategis karena tepat berada di The location of the land area is very strategic, right next to the
JORR W2Utara samping frontage akses langsung ke jalan Tol JORR W2 exit gate to the JORR W2 North Toll Road (exit gate of Ciledug
Utara (Exit Tol Ciledug). Peruntukan lahan adalah untuk Tol Road). Allotment of the land is for the service business
kawasan jasa dan perdagangan. and trade area.
13 Lahan di PT JMRB berencana untuk membangun Apartemen Strata PT JMRB plans to build the Strata Kaumsari Apartment in
Kaumsari, Bogor Kaumsari di wilayah Bogor. Dengan luas tanah ±7.000m2 Bogor. On a land area of ± 7,000m2 an apartment will be
yang akan dibangun apartemen dengan fasilitas mall/pusat built with mall/shopping center facilities. Based on the results
Profil Perusahaan
perbelanjaan. Berdasarkan hasil studi Highest and Best Uses of the Highest and Best Uses study conducted in 2018, the
Company Profile
yang telah dilakukan pada tahun 2018, pengembangan development of the Kaumsari Land is recommended after the
Lahan Kaumsari disarankan setelah akses jalan R2 R2 road access is implemented by the Government.
dilaksanakan oleh Pemerintah.
14 Proyek TBS Pada 2019, PT JMRB telah mengakuisisi perusahaan PT In 2019, PT JMRB acquired PT Asiana Jakarta Properti which
Asiana Jakarta Properti yang memiliki lahan seluas 1,8 Ha owns a land area of 1.8 hectares in the JORR toll road corridor.
di koridor jalan tol JORR. Rencana pengembangan untuk It is planned to develop apartments, offices and commercial
apartemen, perkantoran dan area komersial (Mix Used areas (Mix Used Tower) on the land.
Tower).
PENGEMBANGAN TIP
Development of Rest Areas and Services (TIP)
Tabel TIP yang dikembangkan/dikelola oleh PT JMRB

Table of TIP developed/managed by PT JMRB
Proyek
Project
1 Tempat Istirahat TIP KM 88 A (arah Bandung) Jalan Tol Purbaleunyi memiliki TIP KM 88 A (towards Bandung) Purbaleunyi Toll Road sits on
dan Pelayanan luas 18,6 Ha dan sudah dimanfaatkan oleh Perseroan a land area of 18.6 Ha and the area has been developed by
(TIP) KM 88 seluas 5 Ha, yang secara optimal digunakan sebagai tempat the Company is 5 Ha, which is optimally used as a place to
A Jalan Tol istirahat bagi pengguna jalan tol dengan sejumlah fasilitas rest for toll road users with a number of facilities namely gas
Purbaleunyi yaitu SPBU, area parkir, toilet, sarana ibadah, pujasera, dan stations, parking lots, toilets, religious facilities, food court,
Rest Area and tempat istirahat, namun juga akan berkembang menjadi and rest area. It will also be developed a culinary tourism area,
Services (TIP) KM area wisata kuliner, retail, dan sarana rekreasi dengan tetap retails, and recreational facilities while still paying attention to
88 A Purbaleunyi memperhatikan kenyamanan, keamanan, dan pelayanan comfort, safety, and services to toll road users.
Toll Road kepada pengguna jalan tol.
2 Tempat Istirahat TIP KM 88 B (arah Jakarta) Jalan Tol Purbaleunyi merupakan TIP KM 88 B (toward Jakarta) Purbaleunyi Toll Road is a TIP
dan Pelayanan TIP yang dikelola oleh Perseroan yang memiliki luas 23 Ha. managed by the Company on a land area of 23 Ha. Until
(TIP) KM 88 Sampai saat ini, lahan tersebut sudah dimanfaatkan oleh now, the Company has developed 5 hectares, which is
B Jalan Tol Perseroan seluas 5 Ha yang secara optimal digunakan sebagai optimally used as a place to rest for the toll road users with a
Purbaleunyi tempat istirahat bagi pengguna jalan dengan sejumlah fasilitas number of facilities, namely gas stations, parking lots, toilets,
Rest Area and yaitu SPBU, area parkir, toilet, sarana ibadah, pujasera, dan religious facilities, food court, and eating places. In the future,
Services (TIP) KM tempat makan. Ke depannya Perseroan memiliki rencana the Company plans to develop a culinary center, retail and
88 B Purbaleunyi untuk mengembangkan TIP menjadi area kuliner, retail, recreational area on the TIP while still taking into account the
Toll Road dan rekreasi dengan tetap memperhatikan kenyamanan, comfort, safety, and services to toll road users.
keamanan, dan pelayanan kepada pengguna jalan tol.
3 Tempat Istirahat TIP KM 207 A Jalan Tol Palikanci memiliki lahan seluas ± 6 TIP KM 207 A Palikanci Toll Road is built on a land area of
dan Pelayanan Ha yang telah beroperasi secara penuh untuk memenuhi ± 6 Ha which has been fully operational to meet the needs
(TIP) KM 207 kebutuhan pengguna jalan tol dengan sejumlah fasilitas yaitu of toll road users with a number of facilities including gas
A Jalan Tol SPBU, area parkir, sarana ibadah, toilet, pujasera, dan rumah stations, parking lots, religious facilities, toilets, food court,
Palikanci makan. and restaurants
Rest Area and
Services (TIP) KM
207 A Palikanci
Toll Road
Human Capital
Modal Insani
Proyek
Project
4 Pengembangan Mulai tahun 2016, PT JMRB kembali dipercaya untuk bekerja Starting in 2016, PT JMRB has been entrusted to work closely
Tempat Istirahat sama dengan Entitas Anak Kelompok usaha Jasa Marga with the subsidiaries of the Jasa Marga Group to develop Rest
dan Pelayanan untuk mengembangkan Tempat Istirahat Jalan Tol pada Areas on toll roads managed by the subsidiaries. In 2017 PT
(TIP) konsesi Jalan Tol yang dimiliki oleh Entitas Anak Perseroan. JMRB developed TIPs which include:
Rest Area Pada tahun 2017 PT JMRB telah melakukan pelaksanaan
and Services konstruksi. Beberapa TIP tersebut antara lain adalah:
Development

Sudah beroperasi: Already operational:

(TIP)
1. TIP Jalan Tol Purbaleunyi KM 88 A 1. TIP Purbaleunyi Toll Road KM 88 A
2. TIP Jalan Tol Purbaleunyi KM 88 B 2. TIP Purbaleunyi Toll Road KM 88 B
3. TIP Jalan Tol Palikanci KM 207 A 3. TIP Palikanci Toll Road KM 207 A
4. TIP Jalan Tol Surabaya-Mojokerto KM 725 A 4. TIP Surabaya-Mojokerto Toll Road KM 725 A
5. TIP Jalan Tol Solo-Ngawi KM 519 A 5. TIP Solo-Ngawi Toll Road KM 519 A
6. TIP Jalan Tol Solo-Ngawi KM 519 B 6. TIP Solo-Ngawi Toll Road KM 519 B
7. TI Jalan Tol Solo-Ngawi KM 538 A 7. TI Solo-Ngawi Toll Road KM 538 A
8. TI Jalan Tol Solo-Ngawi KM 538 B 8. TI Solo-Ngawi Toll Road KM 538 B
9. TIP Jalan Tol Solo-Ngawi KM 575 A 9. TIP Solo-Ngawi Toll Road KM 575 A
10. TIP Jalan Tol Solo-Ngawi KM 575 B 10. TIP Solo-Ngawi Toll Road KM 575 B
11. TI Jalan Tol Ngawi-Kertosono KM 597 A 11. TI Ngawi-Kertosono Toll Road KM 597 A
12. TI Jalan Tol Ngawi-Kertosono KM 597 B 12. TI Ngawi-Kertosono Toll Road KM 597 B
13. TIP Jalan Tol Batang-Semarang KM 360 B 13. TIP Batang-Semarang Toll Road KM 360 B

14. TIP Jalan Tol Batang-Semarang KM 379 A 14. TIP Batang-Semarang Toll Road KM 379 A

15. TIP Jalan Tol Batang-Semarang KM 389 B 15. TIP Batang-Semarang Toll Road KM 389 B
16. TI Jalan Tol Batang-Semarang KM 391 A 16. TI Batang-Semarang Toll Road KM 391 A
Tahap Perencanaan/Pembangunan: Planning/Construction Stage:

1. TIP Jalan Tol Gempol-Pasuruan KM 792 A 1. TIP Gempol-Pasuruan Toll Road KM 792 A
2. TIP Jalan Tol Gempol-Pasuruan KM 792 B 2. TIP Gempol-Pasuruan Toll Road KM 792 B
3. TIP Jalan Tol-Pandaan Malang KM 66A 3. TIP Pandaan Malang Toll Road KM 66A
4. TIP Jalan Tol-Pandaan Malang KM 66B 4. TIP Pandaan Malang Toll Road KM 66B
5. TIP Jalan Tol-Pandaan Malang KM 84 A 5. TIP Pandaan Malang Toll Road KM 84 A
6. TIP Jalan Tol-Pandaan Malang KM 84 B 6. TIP Pandaan Malang Toll Road KM 84 B
7. TIP Jalan Tol Medan-Kualanamu-Tebing Tinggi KM 65 A 7. TIP Medan-Kualanamu-Tebing Tinggi Toll Road KM 65 A
8. TIP Jalan Tol Medan-Kualanamu-Tebing Tinggi KM 65 B 8. TIP Medan-Kualanamu-Tebing Tinggi Toll Road KM 65 B
9. TIP Jalan Tol Balikpapan-Samarinda KM 36 A 9. TIP Balikpapan-Samarinda Toll Road KM 36 A

10. TIP Jalan Tol Balikpapan-Samarinda KM 36 B 10. TIP Balikpapan-Samarinda Toll Road KM 36 B

Tahap Inisiasi: Initiation Phase:
1. TIP Jalan Tol Manado-Bitung KM 2 A 1. TIP Manado-Bitung Toll Road KM 2 A
2. TIP Jalan Tol Manado-Bitung KM 2 B 2. TIP Manado-Bitung Toll Road KM 2 B
3. TIP Jalan Tol Ngawi Kertosono KM 640 A 3. TIP Ngawi Kertosono Toll Road KM 640 A
4. TIP Jalan Tol Ngawi Kertosono KM 640 B 4. TIP Ngawi Kertosono Toll Road KM 640 B
5. TIP Jalan Tol Probolinggo Banyuwangi 33+675 A 5. TIP Probolinggo Banyuwangi Toll Road 33+675 A
6. TIP Jalan Tol Probolinggo Banyuwangi 33+675 B 6. TIP Probolinggo Banyuwangi Toll Road 33+675 B
14. TIP Jalan Tol Probolinggo Banyuwangi 163+400 14. TIP Probolinggo Banyuwangi Toll Road 163+400 A
PENGEMBANGAN TCD TCD Development

Konsep pengembangan koridor jalan tol atau TCD menjadi The concept of developing a toll road corridor or TCD
salah satu prospek usaha PT JMRB yang sedang terus dikaji is one of PT JMRB's business prospects which is being
dan dipersiapkan lebih matang agar dapat meningkatkan continuously studied and prepared more thoroughly in
kontribusi terhadap Perseroan secara maksimal melalui order to be able to increase its contribution to the Company
bangkitan lalu lintas kendaraan dan sumber pendapatan optimally through vehicle traffic generation and revenue
selain pendapatan tol. Adapun pengembangan proyek sources other than toll revenues. The project development
dan inisiasi proyek TCD sebagai berikut: and initiation of the TCD project are as follows:
• Pengembangan gedung Apartemen, Perkantoran dan • Development of Apartment, Office and Commercial Area
Area Komersil dengan luas 1,8 hektar (proyek TBS Live building with an area of 1.8 hectares (Live Residential TBS
Residential) di koridor ruas Tol Lingkar Luar Jakarta project) in the corridor of the Jakarta Outer Ring Road
• Pengembangan Royal Pandaan Residence di koridor • Development of Royal Pandaan Residence in the
ruas Tol Pandaan-Malang Pandaan-Malang toll road corridor
• Pengembangan kawasan di koridor ruas Tol Akses • Development of the area in the Patimban Access Toll
Patimban corridor
Profil Perusahaan
Company Profile
• Pengembangan kawasan di koridor ruas tol Jakarta • Development of the area in the corridor of the Jakarta
Cikampek Selatan bersama PT Puradelta Lestari Tbk Cikampek Selatan toll road with PT Puradelta Lestari Tbk
• Pengembangan kawasan di koridor ruas Tol Jakarta- • Development of the area in the corridor of the Jakarta-
Cikampek Selatan bersama PT Jakarta Industrial Estate Cikampek Selatan Toll Road along with PT Jakarta
Pulogadung (PT JIEP) Industrial Estate Pulogadung (PT JIEP)
• Optimalisasi pemanfaatan lahan dan simpang susun • Optimization of land use and STA 49.5 interchanges in
STA 49,5 di koridor ruas Tol Jakarta-Cikampek Selatan the corridor of the Jakarta-Cikampek Selatan toll road
dengan Pindo Deli with Pindo Deli

• Pengembangan kawasan di koridor ruas Tol Kediri- • Development of the area in the corridor of the Kediri-
Kertosono Kertosono Toll Road section
• Optimalisasi Pemanfaatan Lahan Ex Gerbang Tol • Optimization of the Utilization of Ex Land Gate at
Kebon Jeruk ruas Tol Dalam Kota Kebon Jeruk Toll Road in the City
• Pengembangan lahan Situ Kamojing • Situ Kamojing land development
387
Royal Pandaan Residence
Ruas Jalan Tol Pandaan-Malang
06
MODAL INSANI
Human Capital
Jasa Marga meyakini bahwa Modal Insani (Human Capital)
memegang peranan penting dalam mewujudkan transformasi
bisnis di masa mendatang. Pada 2019, Perseroan menekankan
pada penerapan tata nilai baru sebagai turunan dari visi-misi
yang ditetapkan di 2018.
Jasa Marga believes that Human Capital plays an important role in realizing
business transformation in the future. In 2019, the Company emphasizes the
application of new values as an embodiment of the vision-mission set in 2018.
390. Transformasi Jasa Marga 401. Komitmen Perseroan

Jasa Marga Transformation Corporate Commitments
392. Strategi Pengelolaan Modal Insani 401. Talent & Succession
Human Capital Management Talent & Succession
Strategy 405. Learning & Development
392. Arsitektur Human Capital Learning & Development
Human Capital Architecture 400. Reward & Recognition
393. Organization & People Reward & Recognition
Organization & People 416. Engagement Karyawan
393. Misi Ke-5 Perseroan Employee Engagement
The Company’s 5th Mission 416. Penghargaan Kepada
394. Performance Management Karyawan
Performance Management Awards to Employees
396. Revitalisasi Organisasi 416. Harmonisasi Hubungan
Organization Revitalization Industrial
396. Talent Development dan Talent Harmonization of Industrial
Mobility Relations
Talent Development and Talent
Mobility
398. Internalisasi Apic
Apic Internalization
400. Realisasi Program Budaya
Tahun 2019
Realization of Cultural
Programs In 2019
400. Apic Survey
Apic Survey
Sharing Session APIC
TRANSFORMASI JASA MARGA
Jasa Marga Transformation
Dalam rangka pencapaian visi dan misi serta arahan In order to achieve the vision and mission as well as the
strategis bisnis Perseroan pada tahun 2027 yaitu agresif Company's strategic business directions toward 2027,
pada pengembangan bisnis tol dan penunjang tol serta namely aggressively developing the core and supporting
peningkatan fokus di bisnis prospektif, diperlukan toll road businesses and increasing the focus on the
transformasi yang berorientasi strategis. Agar pelaksanaan prospective businesses, a strategic oriented transformation
proses transformasi berjalan secara lancar dan terkendali, is needed. Since the transformation process needs to run
maka perlu disusun mekanisme transformasi yang dapat smoothly and in a controlled manner, a transformation
menjadi pedoman dalam mengantisipasi unsur-unsur yang mechanism is developed as a guideline in anticipating
dapat menghambat proses transformasi Perseroan. obstacles that may appear and hamper the Company's
transformation process.
Berikut 8 bidang dan 26 program Transformasi Perseroan The following 8 fields and 26 programs of Corporate
Tahun 2019 – 2021 yang dievaluasi secara berkala sesuai Transformation Year 2019 - 2021 are evaluated regularly
dengan arahan strategis Perseroan: according to the Company's strategic direction:
1. Mengintegrasikan operasi ruas-ruas jalan tol 1. Integrate the operation of toll roads
A 2. Penggunaan teknologi pengumpulan tol (ETC) 2. Implement the electronic toll collection (ETC)
Profil Perusahaan
Company Profile
3. Membangun sistem integrasi data pengguna jalan technology

tol (blockchain system) 3. Develop the blockchain system
4. Menerapkan WIM untuk kontrol overload dan 4. Apply WIM to control the overload and over
Fix Fundamentals overdimension dimension
5. Menerapkan AI based maintenance prioritization 5. Utilize AI based maintenance prioritization for
untuk teknologi pavement pavement technology
6. Sentralisasi perencanaan dan pengadaan baik 6. Centralize the planning and purchasing both for
untuk proyek maupun operasional projects and operations
7. Motorway Incident Detection & Automatic 7. Motorway Incident Detection & Automatic Signaling
Signaling untuk pelayanan lalu lintas for traffic services
1. Menerapkan AI based traffic monitoring untuk 1. Apply the AI based traffic monitoring for engineering
B Asset Optimisation
rekayasa traffic the traffics
2. Penerapan Vehicle to Everything (V2X) technology 2. Implement the Vehicle to Everything (V2X) technology
3. Optimalisasi aset Jasa Marga Group melalui 3. Optimize the assets of Jasa Marga Group by
pengembangan rest area, utilitas, iklan, building developing the rest areas, utilities, advertising,
management, dll building management, etc.
4. Menciptakan customer experience di rest area 4. Promote the customer experience in the rest areas
Toll Road Business 1. Mengintegrasikan perencanaan pengembangan 1. Integrate the planning of toll road development
C Expansion jalan tol dengan usaha lain. Toll corridor with other businesses (toll corridor development/
development (TCD) TCD)
1. Mengubah model bisnis JMTO menjadi operational 1. Change the business model of JMTO to become
D lease dan sub-kontrak operational lease and sub-contract
Orther Business 2. Mengubah model bisnis JMTM menjadi operational 2. Change the business model of JMTM to become
Expansion lease dan sub-kontrak operational lease and sub-contract
3. Enchancing aplikasi Travoy dengan menerapkan 3. Enhance the application of Travoy by adopting
geofencing marketing geofencing marketing
4. Penggunaan teknologi Virtual Reality (VR) untuk 4. Utilize the Virtual Reality (VR) technology to create
menambah nilai bagi pelanggan added value to the customers
Organization & 1. Optimalisasi peran strategis Jasa Marga Group 1. Optimize the strategic role of Jasa Marga Group
E Business Process 2. Otomatisasi proses internal bidang pengarsipan 2. Automate the internal process of archiving
3. Penggunaan teknologi drone untuk optimalisasi 3. Use drone technology to optimize the traffic
manajemen traffic dan inspeksi jalan management and road inspection
1. Implementasi HC Architecture 1. Implement the HC Architecture

F HR &
2. Enchancing JM Click menjadi Intergrated HC 2. Enhance the JM Click to become Integrated HC
Capabilities Architecture Architecture
3. Menginternalisasi budaya perusahaan APIC (change 3. Internalize the corporate culture of APIC (change
management) management)
1. Formalisasi fungsi Manajemen Portofolio dan 1. Formalize the function of Portfolio Management
Portfolio
G Management
menyusun portofolio untuk menentukan potensi compile portfolio to determine the potentials of
corporate action corporate action
2. Formalisasi manajemen dan pola interaksi dengan 2. Formalize the management and the model of
Anak Perusahaan interaction with subsidiaries
Communication 1. Menyusun materi komunikasi untuk menyampaikan 1. Compose the communication materials to
H Strategy rencana transformasi perusahaan kepada disseminate the Company’s transformation plant to
stakeholder the stakeholders
2. Mengembangkan social media command center 2. Develop the social media command center
Human Capital
Modal Insani
Human Capital memegang peranan penting dalam Human Capital plays an important role in overseeing the

mengawal implementasi transformasi Perseroan, sehingga implementation of the transformation of the Company, so
langkah awal yang dilakukan perseroan adalah mengubah the initial step taken by the Company is to change the
nomenklatur Direktur SDM dan Umum menjadi Direktur nomenclature of Human Resources and General Affairs
Human Capital & Transformasi serta membentuk Unit Director into Human Capital & Transformation Director
Kerja Strategic Transformation Office di bawah Direktur and form a Strategic Office Transformation Work Unit
Human Capital & Transformasi. under the Human Capital & Transformation Director.
Pelaksanaan transformasi selalu berbicara mengenai The implementation of transformation always talks about

orang sebagai penggerak transformasi. Direktorat Human people as the driving force of transformation. The Human

Capital dan Transformasi memastikan kesiapan karyawan Capital and Transformation Directorate ensures the
dalam melaksanakan transformasi agar berjalan sesuai readiness of employees in dealing with the transformation
dengan rencana yang sudah ditetapkan Perseroan. so that it runs according to the plans set by the Company.

Lomba Senam Aerobic APIC
STRATEGI PENGELOLAAN MODAL INSANI
Human Capital Management Strategy
Pengelolaan Modal Insani di Jasa Marga mengacu pada Jasa Marga applies the concept of Human Capital (HC)
konsep manajemen Human Capital (HC). Karyawan sebagai management. Employees as the Company’s partners
mitra Perseroan didorong untuk terus meningkatkan are encouraged to continue to improve their each
kualitas dan kompetensi individu agar mampu mencapai quality and competency to be able to achieve optimal
kinerja yang optimal. Jasa Marga secara sistematis telah performance. Jasa Marga has systematically carried out
melakukan berbagai inisiatif untuk menyongsong era various initiatives to embrace the era of technological and
transformasi teknologi dan digital. Untuk itu Perseroan digital transformation. For this reason, the Company has
telah menyusun Roadmap Pengembangan Human Capital prepared a Human Capital Development Roadmap with
dengan tahapan sebagai berikut: the following stages:
ARSITEKTUR HUMAN CAPITAL

Human Capital Architecture
Profil Perusahaan
Company Profile
Talent &
Succession
Le
Perf
l orm
ip
ad
oa an
sh
G
er
Te
y
log
der
sh
ch
ce
ip
no
Techno
Lea
Organization
logy
Strategy
Capacity
People
EVP
Cu o
r
Reward & ltu a vi Learning &

Recognition re
B eh Development
Technology
Leadership
Di tahun 2019, keterikatan (engagement) Karyawan masih In 2019, the employee engagement was still a major
menjadi perhatian utama Perseroan dalam mewujudkan concern of the Company in realizing optimal synergy
sinergi yang optimal antara Perseroan (Organization) between the Company (Organization) and Employees
dengan Karyawan (People). Berkesinambungan dengan (People). Following the implementation of human capital
penerapan strategi pengelolaan modal insani dalam management strategy in the form of Human Capital
bentuk Arsitektur Human Capital di tahun 2018, Perseroan Architecture in 2018, the Company adopted the integrated
melaksanakan Sistem Human Capital yang terintegrasi dan Human Capital System and applies it in Jasa Marga Group
berlaku pada Jasa Marga Group sebagai bentuk kolaborasi as a form of collaboration between the Company and its
Perseroan dengan Karyawan dan memenuhi 3 (tiga) Employees while fulfilling 3 (three) commitments of the
komitmen Perseroan yaitu Talent dan Succession, Learning Company, namely Talent and Succession, Learning and
dan Development, serta Reward dan Recognition. Development, and Reward and Recognition.
Human Capital
Modal Insani
ORGANIZATION & PEOPLE
Organization & People

Bentuk kolaborasi Perseroan dan Karyawan adalah sebagai The forms of collaboration between the Company and
berikut: Employees are as follows:
Organization People
Goal Performance
Menempatkan Karyawan sebagai salah satu stakeholder penting dalam Pelaksanaan Jasa Marga Performance Management (JMPM) untuk
Misi Perseroan

menilai kinerja Unit dan Jasa Marga Performance Development (JMPD)

Placing Employees as one of the important stakeholders in the Company's untuk menilai kinerja Karyawan
Mission
Implementing Jasa Marga Performance Management (JMPM) to review
the outcome of Unit and Jasa Marga Performance Development (JMPD) in
assessing the performance of employees
Strategy Capacity
Revitalisasi Organisasi melalui pembagian peran dan tanggung jawab

Perseroan dan Group menjadi Asset Owner (AO), Asset Manager (AM) dan Pelaksanaan Talent Mobility berdasarkan kapasitas Karyawan dan
Service Provider (SP) kebutuhan organisasi
Organizational Revitalization through the division of roles and Implementation of Talent Mobility based on the capacity of employees and
responsibilities of the Company and Group into Asset Owners (AO), Asset the needs of organization
Managers (AM) and Service Providers (SP)

Culture Behavior
Internalisasi APIC sebagai Tata Nilai Perseroan pada Jasa Marga Group Pelaksanaan APIC Survey untuk jajaran Direksi, Senior Leader dan seluruh
secara berkesinambungan Karyawan Jasa Marga Group
Internalization of APIC as the Company's Values in Jasa Marga Group on Running the APIC Survey for the Directors, Senior Leaders and all Jasa
an ongoing basis Marga Group Employees
MISI KE-5 PERSEROAN

The Company’s 5th Mission

Dalam rangka terus meningkatkan kinerja bisnis The Company believes that Employees play a very important
Perseroan serta memperhatikan arah pertumbuhan dan role in realizing the Company's business transformation
perkembangan jangka panjang, Perseroan meyakini to continuously improve the Company's business
Karyawan memegang peranan yang sangat penting performance and the direction of long-term growth and
dalam mewujudkan transformasi bisnis Perseroan. development. Based on this believe, it is deemed necessary
Mempertimbangkan hal tersebut, maka dinilai perlu to place Employees as one of the stakeholders in realizing
untuk menempatkan Karyawan sebagai salah satu the Company's Vision as stated in the Company's 5th
pemangku kepentingan (stakeholder) dalam mewujudkan Mission, namely:
Visi Perseroan sebagaimana tertuang dalam Misi ke-5
Perseroan, yaitu:
Misi ke-5 Jasa Marga Penjelasan

Jasa Marga's 5th Mission Explanation
Mendorong pengembangan dan peningkatan kinerja Karyawan dalam Memastikan terlaksanakannya Employee Value Proposition secara
lingkungan yang harmoni konsisten dengan menciptakan lingkungan kerja yang kompetitif untuk
Encourage the development and improvement of employee’s performance kesejahteraan Karyawan serta mempertahankan Talent terbaik Perseroan
in a harmonious environment Making sure that the Employee Value Proposition is implemented
consistently by creating a competitive work environment for employee
welfare and maintaining the Company's best talents
PERFORMANCE MANAGEMENT
Performance Management
Performance merupakan bentuk kontribusi Karyawan Performance is a form of Employee contribution to achieve
untuk mencapai Goal atau Visi Perseroan dalam penerapan the Company's Goals or Vision in the application of Human
Arsitektur Human Capital Human. Perseroan menyusun Capital Architecture. To support it, the Company has
perbaikan penilaian kinerja Unit dalam Keputusan Direksi issued Board Directors Decree Number: 123/KPTS/2019
Nomor: 123/KPTS/2019 tentang Jasa Marga Performance regarding Jasa Marga Performance Management (JMPM)
Management (JMPM) dan penilaian kinerja Karyawan to appraise the performance of units and Board of
dalam Keputusan Direksi Nomor: 68/KPTS/2019 tentang Directors Decree Number: 68/ KPTS/2019 pertaining Jasa
Jasa Marga Performance Development (JMPD). Marga Performance Development (JMPD) to assess the
performance of employees.
Jasa Marga Performance Management (JMPM) adalah Jasa Marga Performance Management (JMPM) is a
sistem yang dilaksanakan oleh Jasa Marga untuk system implemented by Jasa Marga to plan, organize and
merencanakan, mengorganisir dan mengevaluasi evaluate the performance of units one level below the
kinerja unit satu tingkat di bawah Direksi. Performance Board of Directors. Performance Management includes
Management meliputi Unit Performance (kinerja Unit Unit Performances which is classified into 3 predicates by
Kerja) yang diklasifikasikan menjadi 3 predikat dengan considering the assessment of Unit Results achieved and
mempertimbangkan hasil penilaian atas Unit Result yang the Process implemented by the respective work units.
Profil Perusahaan
Company Profile
dicapai dan Process yang dilaksanakan oleh unit kerja.
Result
Unit
EXceed
R1
Expectation
R2
Meet
R3
Expectation
Below
R4 Expectation
R5
Borrow from Status Quo On Going Disruptive Process

the Future Impovement Innovation
Below Expectation Meet Expectation Exceed Expectation
Human Capital
Modal Insani
Jasa Marga Performance Development (JMPD) adalah sistem Jasa Marga Performance Development (JMPD) is a

pengembangan kinerja untuk individu yang bertujuan performance development system for individuals that
untuk mengklarifikasi dan menyelaraskan ekspektasi aims to clarify and align expectations between superiors
antara atasan dan Karyawan serta untuk meningkatkan and their subordinates and to improve the employee
kinerja Karyawan secara berkelanjutan dengan on-going performance on an ongoing basis with on-going feedback.
feedback. Sistem JMPD meliputi pengembangan dan The JMPD system includes the development and evaluation
penilaian hasil kinerja (Result) individu serta penilaian of individual performances and the assessment of
kesesuaian perilaku kerja (Behavior) Karyawan dengan tata suitability between employee work behavior and corporate
nilai Perseroan. Hasil penilaian dari JMPD diklasifikasikan values. The assessment results of the JMPD are classified
menjadi 5 (lima) predikat dan menjadi pertimbangan into 5 (five) titles and are considered in determining

pada penentuan Talent Classification, Total Reward, dan Talent Classification, Total Reward, and employee career
pengembangan karir Karyawan. development.
Individu
EXCEPTIONAL

R1

EXCEED
R2 EXCPECTATION
MEET
R3 EXCPECTATION
below
R4
EXCPECTATION

R5 Unsatisfactory
Below Average Role Model Guardian Behavior

Average
Unsatisfactory Below Excpectation Meet Expectation

Exceed Excpectation Exceptional
REVITALISASI ORGANISASI
Organization Revitalization
Sesuai dengan Rencana Jangka Panjang PT Jasa Marga In accordance with PT Jasa Marga (Persero) Tbk's Long
(Persero) Tbk tahun 2018-2022, salah satu sasaran pokok Term Plan for 2018-2022, one of the main targets in the
di bidang Human Capital adalah melakukan revitalisasi field of Human Capital is to revitalize the organization
organisasi melalui pembagian peran dan tanggung jawab by dividing the roles and responsibilities of the Company
Perseroan dan Group menjadi Asset Owner (AO), Asset and the Group into Asset Owners (AO), Asset Managers
Manager (AM) dan Service Provider (SP). Dalam rangka (AM) and Service Providers (SP). In grouping the toll road
pengelompokan aset jalan tol yang didasarkan pada assets based on the workload balance (length and number
keseimbangan beban kerja (panjang ruas, jumlah ruas, of toll roads, and area coverage), revenue, and financial
dan cakupan wilayah), akuntabilitas (pendapatan), dan attractiveness of the toll roads, the Company assembles
daya tarik finansial ruas, Perseroan membagi wilayah the operational areas in PT Jasa Marga (Persero) Tbk
operasional pada PT Jasa Marga (Persero) Tbk Group ke Group into organizational structure called Region. Region
dalam struktur organisasi Regional. Regional melaksanakan performs the function as an asset manager, which is to
fungsi sebagai asset manager yaitu melaksanakan consolidate the management of the Company's assets.
konsolidasi pengelolaan aset Perseroan. Regional meliputi Region covers the operational areas of the Region of
wilayah operasional Regional Jabodetabekjabar, Transjawa Jabodetabekjabar, Transjawa and Nusantara.
dan Nusantara.
Profil Perusahaan
Company Profile
Regional
Regional Transjawa Regional Nusantara
Jabodetabekjabar
TALENT DEVELOPMENT DAN TALENT MOBILITY

Talent Development and Talent Mobility
Sehubungan dengan Revitalisasi Organisasi melalui Regarding the Revitalization of Organization through
pembagian peran dan tanggung jawab Perseroan dan the division of roles and responsibilities of the Company
Group menjadi Asset Owner (AO), Asset Manager (AM) and the Group into Asset Owners (AO), Asset Managers
dan Service Provider (SP), Perseroan menerapkan Talent (AM) and Service Providers (SP), the Company implements
Development dengan mekanisme pengembangan Talent Development using the mechanism of employee
Karyawan yang disusun berdasarkan hasil Talent development prepared based on the results of Talent
Classification dengan panduan pelaksanaan berikut Classification with the following implementation guidelines
namun tidak terbatas pada: but not limited to:
1. Road Runner: 1. Road Runner:

• Diberikan tanggung jawab yang lebih tinggi • Given higher responsibility in the form of special
dalam bentuk penugasan khusus ke jabatan cross assignments to cross and non-cross cluster
maupun noncross cluster untuk akselerasi career positions for accelerating career mobility and
mobility dan career exposure career exposure
Human Capital
Modal Insani
• Memilih mentor tambahan selain atasan langsung • Given opportunity to choose an additional mentor

(cross mentoring). besides the direct superior (cross mentoring)
• Menjadi mentor untuk talent BOD-2 (khusus Road • Becoming a mentor for BOD-2 talents (specifically
Runner BOD-1) dan talent BOD-3 (khusus Road BOD-1 Road Runners) and BOD-3 talents
Runner BOD-2). (specifically BOD-2 Road Runners)
2. Promotable: 2. Promotable:
• Diberikan tanggung jawab yang lebih tinggi dalam • Given higher responsibility in the form of
bentuk penugasan ke jabatan dalam job family assignments to positions in the same job family for
yang sama untuk akselerasi career mobility dan accelerating career mobility and career exposure.

career exposure.

3. Solid Contributor: 3. Solid Contributor:
• Pengembangan diarahkan ke jenis pekerjaan yang • Development is directed to the type of work that is
serupa dengan saat ini. similar to the present;
• Berupaya meningkatkan kapasitas yakni berupa • Nurturing the willingness to learn and speed of
kompetensi dan learning agility (Willingness to learning to enhancing the competency.
learn dan Speed of Learning).
4. Sleeping Tiger: 4. Sleeping Tiger:
• Pengembangan diarahkan ke jenis pekerjaan lain • Development is directed to other type of work that
yang lebih sesuai. is more suitable;

• Berupaya meningkatkan kinerja secara signifikan. • Keep striving to improve performance significantly.
5. Unfit: 5. Unfit:
• Manage out dari klasifikasi Unfit dengan • Managing out of the Unfit classification by offering
menawarkan pilihan program peningkatan a choice of capacity and performance improvement
kapasitas dan kinerja dalam 3 bulan dan Karyawan programs within 3 months and employees can
dapat mengajukan perpanjangan program submit an extension of the program for 3 more
tersebut selama 3 bulan atau mengundurkan diri months or resign from the Company with a special
dari Perseroan dengan paket manfaat paska kerja post-employment benefit package arranged by the
khusus yang diatur Direktur yang membidangi Board Director in charge of Human Capital.
Human Capital.

Capacity
Kompetensi
Competency
Learning Agility:
1. Willingness to learn; and
2. Speed of Learning
ROAD
RUNNER
SLEEPING
TIGER
Review* Talent Committee PROMOTABLE
SOLID
CAPACITY
UNFIT
CONTRIBUTION
Performance
PERFORMANCE
Kinerja Karyawan 3 tahun
terakhir
Employee Performance in the
last 3 years
Catatan khusus terkait kepatuhan

dan integritas *) Keterangan: Talent Committee mempertimbangkan semua informasi yang ada dan
Special notes regarding mendiskusikan secara terbuka di dalam Talent Classification Meeting
compliance and integrity
*) Note: The Talent Committee considers all available information and discusses openly in the
Talent Classification Meeting
Penghargaan dan Prestasi
Award and Achievement
Catatan HC
HC Notes
Perseroan tidak hanya mengembangkan kapasitas dan The Company does not only develop the capacity and place
menempatkan karyawan sesuai kebutuhan organisasi the employees according to the needs of the organization
tetapi juga menjadikan pembagian peran ini sebagai but also makes this division of roles a medium for the
media bagi Karyawan untuk mengembangkan dan men- employees to develop and challenge their capacities to the
challenge kapasitasnya. utmost.
INTERNALISASI APIC
APIC Internalization
Seiring berkembangnya usaha Jasa Marga, Perseroan As Jasa Marga's business grows, the Company feels the
merasa perlu adanya penyelarasan Tata Nilai dan Budaya need for harmonizing the Values and Culture between
antara Jasa Marga sebagai perusahaan induk dengan Jasa Marga as the holding company and its subsidiaries
Entitas Anak serta Cabang yang ada saat ini. Perseroan juga and branch offices. The Company also considers necessary
beranggapan bahwa diperlukannya suatu penyeragaman to equate the understanding of Jasa Marga's values and
pemahaman mengenai tata nilai dan budaya Jasa Marga culture in all subsidiaries.
Profil Perusahaan
Company Profile
di seluruh Entitas Anak.
Pada 18 Januari 2018, sebagai kesimpulan dari Lokakarya On January 18, 2018, as a conclusion of the Management
Manajemen adalah disepakatinya perubahan Tata Nilai Workshop, it was agreed that the Company's Values were
Perseroan menjadi Agility, Professional, Integrity dan changed into Agility, Professional, Integrity and Customer
Customer Focus (APIC). Program peluncuran awal Tata Focus (APIC). The initial launch of APIC Values was done
Nilai APIC telah dilakukan pada tanggal 23 Januari 2018 on January 23, 2018 in accordance with the Board of
sesuai dengan SK Direksi No. 06/KPTS/2018 dengan Directors Decree No. 06/KPTS/2018 amended by Decree
perubahan No. 70/KPTS/2018 tanggal 24 Mei 2018, baik No. 70/KPTS/2018 dated May 24, 2018, both at once and
secara langsung maupun berjenjang (cascading). cascadingly.
Untuk menjamin penerapan Tata Nilai APIC tersebut ke To ensure the application of the APIC Values in the daily
dalam kegiatan Perseroan sehari-hari, Perseroan secara activities, the Company continuously conducts socialization
terus-menerus melakukan sosialisasi kepada segenap to all Jasa Marga employees. The dissemination and
Insan Jasa Marga. Penyebaran dan sosialisasi tata nilai ini socialization of these values are carried out using internal
dilakukan melalui situs internal dan eksternal Perseroan, and external websites, the slides presentation in every
penayangan slide Tata Nilai di setiap kegiatan internal, internal activities, putting banners on strategic places
pemasangan banner di tempat-tempat strategis di within the Company and running APIC cultural programs
lingkungan Perseroan serta pelaksanaan implementasi in each work units of the Head Office, Branch Offices and
program budaya APIC di setiap unit kerja Kantor Pusat, Subsidiaries.
Kantor Cabang dan Anak Perusahaan.
Dalam penyusunan program internalisasi budaya, telah In preparing the cultural internalization/transformation
dirumuskan 4 (empat) fase komitmen dan 3 (tiga) programs, 4 (four) commitment phases and 3 (three)
parameter penilaian dalam implementasi program assessment parameters have been formulated as described
transformasi budaya sebagaimana dijelaskan pada gambar in the following figure:
berikut:
Human Capital
Modal Insani
Bagan Tahapan Implementasi Budaya

Chart of Culture Implementation Stages
3 Parameter dalam

Transformasi Budaya
3 Parameters in Cultural
Transformation Saya sadar Saya memahami Saya tahu apa tentan- Saya mendukung
bahwa peru- apa yang akan be- gannya ketika saya perubahan yang ter-
bahan akan rubah dan mengapa dperkenalkan dengan jadi dan mendorong
terjadi. perlu berubah. tantangan tersebut. Na-
Keterlibatan Pimpinan TIB orang lain untuk
dan Karyawan I Realize that I understand what will mun saya yakin bahwa
perubahaan ini akan mewujudkannya.
Involvement of TIB Leadership Changes will change and why they
and Employees happen. need to change. membuat kinerja perusa- I Support the change and
haan menjadi lebih baik. support other people to
Efektifitas Program Budaya I know the change when realize.
Effectiveness of Cultural Programs i am introduced with the
challange However . I am

sure that the change will
Dampak Program budaya triger to improve better
Impact of Cultural Programs work performance.
Fase 1 Fase 2 Fase 3 Fase 4

Awareness Understanding Acceptance Commitment

• Mengetahui • Mengetahui apa • Mempersiapkan • Terlibat selama
Perubahan yang yang mereka dengan keter- implementasi.
terjadi serta diperlukan untuk ampilan pengetahuan • Menilai dampak dari
penyebabnya. berubah. terkait. perubahan & meny-
• belum memaha- • Mengerti dampak • Bersedia berkontribus ingkirkan rintangan.
mi dampaknyap- dari perubahan dan percaya bahwa • Mengidentifikasi
TINGKAT KOMITMEN ada diri sendiri. tersebut termasuk tidak ada titik balik. perubahan sebagai
Commitment Rate • Understanding kewajiban dirinya di • Bersedia mencoba hal- status quo.
the change and Unit Kerja mas- hal baru dan mencari • Get involved during
its cause. ing-masing. perbaikan. implementation.
• Not Understand- • Understanding what is • Preparing them by related • Assess the impact of
ing the impact to needed to change. skills and knowledge. changes & eliminate
the individual. • Understanding the • Willing to contribute and obstacles.
impact to individual believing that there is no • Identify changes as
including the duties to turning point. status quo.
each working unit. • Willing to try something
new and find the im-
provement.
BAGAN PROSES TRANSFORMASI BUDAYA

Chart of Culture Implementation Process
01 06 07
Kick Off Meeting Implementasi Program Monitoring Implementasi

Transformasi Budaya Budaya seluruh Unit Kerja Program Budaya
Kick-Off Meeting of Cultural Implementation of Cultural Monitoring the Implementation
Transformation Programs in all Work Units of Cultural Programs
02 05 08
Kajian Budaya Perusahaan Penyiapan Agen Monitoring Implementasi
Saat Ini Perubahaan Budaya Program Budaya
Study on Current Corporate Preparing the Agents of Change Evaluating the Implementation of
Culture in Culture Cultural Programs
03 04 Roadmap dan Rencana

Validasi Nilai-Nilai Implementasi Transformasi
Profil Perusahaan
Company Profile
dan Prilaku Utama Budaya Perusahaan

Validation of Core Values and Roadmap and Planning of the
Behaviors Implementation of Corporate
Culture Transformation
REALISASI PROGRAM BUDAYA TAHUN 2019

Realization of Cultural Programs in 2019

Pada tahun 2019, program budaya yang dilakukan antara Throughout 2019, the cultural programs implemented
lain: include:
1. Penyelenggaraan Jasa Marga Leaders Forum yang 1. Holding Jasa Marga Leaders Forum with the theme
bertemakan “Introduction to Agile Ways of Working” "Introduction to Agile Ways of Working" which aims
yang bertujuan untuk meningkatkan kesadaran to increase employee awareness in implementing agile
karyawan dalam menerapkan perilaku Agile sebagai behavior as part of the Company's values.
bagian dari tata nilai Perseroan.
2. Pelaksanaan sosialisasi tata nilai Perseroan beserta 2. Socializing the Company's values and their meanings
makna dan perilaku utamanya melalui daily quiz dari and related main behaviors through the daily quiz on
platform aplikasi Learning Karyawan. the Employee Learning application platform.

3. Pelaksanaan Survey Penerapan Perilaku APIC terhadap 3. Running the APIC Behavior Implementation Survey
Direksi dan seluruh karyawan yang bertujuan untuk for the Board of Directors and all employees aimed
melihat kesesuaian antara tata nilai Perseroan dengan at seeing the compatibility between the Company's
perilaku karyawan. values and employee behavior.
4. Penyelenggaraan event APIC yang dilaksanakan secara 4. APIC events organized by the work units independently.
mandiri oleh unit kerja.
APIC SURVEY
APIC Survey
Penilaian kesesuaian perilaku kerja (behavior) karyawan The assessment of the suitability between employee
dengan perilaku APIC sebagai Tata Nilai Perseroan behavior and APIC as Corporate Values is carried out by
dilakukan oleh atasan langsung dan mempertimbangkan the direct supervisors and the results of the 360° survey by
hasil survei 360° oleh tim, rekan kerja dan karyawan the team, colleagues and employees concerned are taken
yang bersangkutan. APIC Survey dilaksanakan dengan under consideration. The APIC Survey is run using the Net
kuesioner Net Promoter Score (NPS) untuk mengukur Promoter Score (NPS) questionnaire to measure how likely
seberapa besar kemungkinan individu direkomendasikan an individual is to be recommended as an APIC Employee.
sebagai Karyawan yang APIC. Khusus untuk para Senior The Senior Leaders are expected to get a positive NPS
Leader diharapkan mendapatkan nilai NPS positif dengan score to get the title of Guardian who will play a role in
predikat Guardian yang berkomitmen dalam mengawal overseeing the implementation of APIC behavior in their
pelaksanaan perilaku APIC di lingkungannya atau Role respective work environment or Role Model who plays a
Model yang menjadi contoh bagi Karyawan lain dalam role as an example for other employees in APIC behavior.
berperilaku APIC.
KOMITMEN PERSEROAN
Human Capital
Modal Insani
Corporate Commitments

Sebagai bentuk Employee Value Proposition (EVP) As a form of Employee Value Proposition (EVP) and

dan memenuhi komitmen Perseroan dalam Arsitektur meeting the Company's commitments in the Human
Human Capital serta menciptakan lingkungan kerja yang Capital Architecture while creating a competitive work
kompetitif, Perseroan terus berinovasi dalam mewujudkan environment, the Company continues to innovate in
Sistem Human Capital yang terintegrasi dan berlaku pada realizing an integrated Human Capital System which
Jasa Marga Group. Berikut adalah 3 (tiga) Komitmen is applicable to Jasa Marga Group. The following are 3
Perseroan berdasarkan Arsitektur Human Capital: (three) Company Commitments based on Human Capital
Architecture:
TALENT & SUCCESSION

Talent & Succession
Perseroan berkomitmen untuk memberikan peluang The Company is committed to provide career development
pengembangan karir bagi karyawan yang mampu opportunities for employees who show good performance
memberikan kinerja yang selaras dengan tujuan Perseroan in line with the Company's goals and has the capacity
dan memiliki kapasitas sejalan dengan strategi dan perilaku according to the strategies and behaviors of the Company's
yang selaras dengan budaya Perseroan. Melalui proses culture. Through the Talent Acquisition, Classification,
Talent Acquisition, Classification, Development, Mobility Development, Mobility and Retention process, each
dan Retention, setiap Karyawan dikembangkan sesuai employee is developed according to their classification
klasifikasinya untuk akselerasi dan efektivitas penyiapan to accelerate the Company's Talent preparation in an

Talent Perseroan. effective way.
Talent Management merupakan suatu proses Manajemen Talent Management is a process of Human Capital
Modal Insani yang meliputi 5 (lima) tahapan yaitu: Talent Management which includes 5 (five) stages, namely: Talent
Acquisition, Talent Classification, Talent Development, Acquisition, Talent Classification, Talent Development,
Talent Mobility dan Talent Retention. Kelima tahapan Talent Mobility and Talent Retention. The five stages are
tersebut dijalankan oleh suatu badan yang bernama Talent managed by a body called Talent Committee which consists
Committee yang terdiri dari 3 (tiga) layer kewenangan of 3 (three) layers of authority, namely Executive (chaired by
yaitu Executive (diketuai oleh Direktur Utama dengan the President Director supported by the members of Board
anggota Direktur), Senior Management Talent Committee/ of Directors), Senior Management Talent Committee/STC

STC (diketuai oleh Direktur terkait dengan anggota BOD- (chaired by the Director related to the BOD-1 members)

1) dan Management Talent Committee/MTC (diketuai oleh and Management Talent Committee/MTC (chaired by
BOD-1 dengan anggotanya adalah BOD-2). BOD-1 supported by the members of BOD-2).
TALENT ACQUISITION Talent Acquisition

Talent Acquisition adalah proses untuk mendapatkan Talent Acquisition is a process for the Company to get
Talent Perseroan dengan pendekatan strategis dalam Talents using a strategic approach in recognizing, attracting
mengenali, menarik dan mengorientasi individual berbakat and orienting talented individuals in accordance with the
yang sesuai dengan budaya Perseroan untuk dapat Company's culture to be able to meet the demands of
memenuhi kebutuhan bisnis Perseroan yang dinamis. dynamic business of the Company.
Talent Acquisition Perseroan dilakukan melalui 3 (tiga) The Company's Talent Acquisition is carried out through 3
jalur, yaitu: (three) lines, namely:
1. Management Trainee 1. Management Trainee

Untuk mendapatkan high capacity Talent dalam To get high capacity talents in the context of talent
rangka Talent pipeline (ketersediaan Talent) calon pipeline as the Company's future executive leaders.
Leader Eksekutif Perseroan.
2. Officer Development Program 2. Officer Development Program
Untuk mendapatkan high capacity Talent dengan To get a high capacity talents with certain specifications
spesialisasi khusus calon Expertise Perseroan. as candidates for the Company's experts.
3. Professional Hire 3. Professional Hire
Untuk mendapatkan tenaga kerja profesional di To get professional workers in their fields with special
bidangnya dan memiliki kompetensi khusus sesuai competencies according to the needs of the Company.
dengan kebutuhan Perseroan.
Sumber tenaga kerja dalam Talent Acquisition Perseroan The workforce resources in the Company's Talent
terdiri dari: Acquisition consist of:
1. Fresh Graduate 1. Fresh Graduate

Sumber tenaga kerja dengan persyaratan lulusan Sources of workforce with the requirements of college/
perguruan tinggi/akademi/sekolah tinggi, baik dengan academy/ graduates with bachelor’s degree (S1) or
sarjana strata satu (S1) maupun gelar akademik other academic degrees or in accordance with the
lainnya atau sesuai dengan kebutuhan Perseroan saat needs of the Company when implementing the Talent
pelaksanaan Talent Acquisition. Acquisition.
2. Professional 2. Professional
Sumber tenaga kerja yang telah memiliki pengalaman Sources of workers who have experiences in certain
di bidang tertentu dengan kompetensi khusus yang fields with specific competencies needed by the
dibutuhkan Perseroan. Company.
Tahapan pelaksanaan Talent Acquisition untuk Fresh The stages of Talent Acquisition implementation for Fresh
Graduate adalah sebagai berikut: Graduates are as follows:
Profil Perusahaan
Company Profile
Preparation Sourcing Screening Selection

Hiring Onboarding TRAINING Placement
1. Preparation 1. Preparation
Penentuan pengisian formasi jabatan berdasarkan Determining the positions needed to be manned based
kebutuhan organisasi dan spesifikasi jabatan. on the organizational needs and job specifications.
2. Sourcing 2. Sourcing
Proses pencarian kandidat untuk memenuhi kebutuhan The process of finding candidates to meet the needs of
Talent Perseroan. the Company in talents..
3. Screening 3. Screening
Proses penyaringan awal terhadap kandidat untuk The initial selection process to find candidates to meet
memenuhi kebutuhan Talent Perseroan. the needs of the Company in talents.
4. Selection 4. Selection
Pelaksanaan pemilihan Talent berdasarkan serangkaian Talent selection is done in a series of activities carried
kegiatan yang dilakukan secara bertahap. out in stages.
5. Hiring 5. Hiring
Proses penerimaan kandidat sebagai Talent Perseroan. The process of accepting candidates as the Company’s
talents.
6. Onboarding 6. Onboarding
Proses penyesuaian Talent baru dengan Perseroan The process of adjusting new talents with the Company
berdasarkan arahan dan strategi Perseroan. based on the direction and strategy of the Company.
7. Trainee 7. Trainee
Proses mempersiapkan Talent menjadi Karyawan The process of preparing the talents to become an
Perseroan sesuai dengan kebutuhan. employee of the Company in accordance with its
needs.
8. Placement 8. Placement
Proses penempatan Talent sebagai Karyawan The process of placing the talents as the Company’s
Perusahaan ke Unit Kerja sesuai dengan kebutuhan. employees to a Work Unit according to the needs.
Human Capital
Modal Insani
Tahapan pelaksanaan Talent Acquisition untuk Professional Tahapan pelaksanaan Talent Acquisition untuk Professional

adalah sebagai berikut : adalah sebagai berikut :
Preparation Sourcing Screening Selection

Hiring PLACEMENT
1. Preparation Preparation
Penentuan pengisian formasi jabatan berdasarkan 1. Determining the positions needed to be manned based
kebutuhan organisasi dan spesifikasi jabatan. on the organizational needs and job specifications.
2. Sourcing 2. Sourcing
Proses pencarian kandidat untuk memenuhi kebutuhan The process of finding candidates to meet the needs of

Talent Perseroan. the Company in talents..
3. Screening 3. Screening
Proses penyaringan awal terhadap kandidat untuk The initial selection process to find candidates to meet
memenuhi kebutuhan Talent Perseroan. the needs of the Company in talents.
4. Selection 4. Selection
Pelaksanaan pemilihan Talent berdasarkan serangkaian Talent selection is done in a series of activities carried
kegiatan yang dilakukan secara bertahap. out in stages.
5. Hiring 5. Hiring
Proses penerimaan kandidat sebagai Talent Perseroan. The process of accepting candidates as the Company’s

talents.

6. Placement 6. Placement
Proses penempatan Talent sebagai Karyawan The process of placing the talents as the Company’s
Perusahaan ke Unit Kerja sesuai dengan kebutuhan. employees to a Work Unit according to the needs.
Proses Screening dan Selection Talent Acquisition meliputi The screening and selection process of Talent Acquisition
kegiatan sebagai berikut: includes the following activities:
1. Aspirasi; kegiatan yang dilakukan untuk mengevaluasi 1. Aspiration; activities undertaken to evaluate candidates'
minat, bakat, dan kompetensi kandidat. interests, talents, and competencies.
2. Wawancara; untuk melihat kesesuaian kompetensi 2. Interview; to see the suitability of the candidates'
dan value kandidat dengan kebutuhan Perseroan. competencies and values with the needs of the
Company.
3. Tes Kesehatan; untuk mendeteksi dini kondisi 3. Health Tests; to detect candidates' health conditions
kesehatan kandidat. early.
4. Tools atau cara lain yang dianggap relevan. 4. Tools or other ways that are considered relevant.
Pada tahun 2019, Perseroan telah melakukan proses In 2019, the Company conducted a Talent Acquisition
Talent Acquisition untuk Management Trainee dengan process for Management Trainees named JET ROADSTER
diberi nama program JET ROADSTER dan untuk Officer program and for Officer Development Program called
Development Program dengan diberi nama program NEXT NEXT ROADSTER program.
ROADSTER.
Peserta Talent Acquisition yang telah dinyatakan lulus The participants of Talent Acquisition who have passed the
tahapan Talent Acquisition, akan mengikuti tahapan process will take part in the Trainee Program phase carried
Program Trainee yang akan dilaksanakan oleh Jasa Marga out by Jasa Marga Learning Institute Group.
Learning Institute Group.
INTEGRATED TALENT MANAGEMENT SYSTEM Integrated Talent Management System

Sesuai aspirasi Pemegang Saham melalui Surat Menteri The Minister of State-Owned Enterprises (SOEs) as the
Badan Usaha Milik Negara Nomor: S-564/MBU/08/2018 controlling shareholder through the letter Number:
tanggal 31 Agustus 2018 tentang Aspirasi Pemegang S-564/MBU/08/2018 dated August 31, 2018 concerning
Saham/Pemilik Modal untuk Penyusunan Rencana Kerja the Aspirations of Shareholders/Capital Owners for the
dan Anggaran Perseroan Tahun 2019, seluruh BUMN Preparation of Company's Work Plan and Budget in
wajib membangun Integrated Talent Management System 2019, all SOEs are obliged to develop Integrated Talent
(ITMS) dan mengirimkan talenta Perseroan ke dalam Talent Management System (ITMS) and sending at least 20%
Pool Kementerian BUMN, yang terdiri dari minimal 20% of officials one level below the Board of Directors to the
dari seluruh pejabat satu level di bawah Direksi. Ministry of SOEs Talent Pool.
Pada tahun 2019, Perseroan telah memenuhi syarat In 2019, the Company has fulfilled the minimum
minimal yang ditentukan oleh Pemegang Saham dengan requirement determined by the Shareholder by sending 30
mengirimkan Talent BOD-1 sebanyak 30 orang atau 36% BOD-1 Talents or 36% of the total BOD-1 of 84 people.
dari jumlah BOD-1 sebanyak 84 orang. Jumlah tersebut The number increased by 25 people or 28% of the total
meningkat dari tahun 2018 sebanyak 25 orang atau 28% BOD-1 numbering 90 people in 2018.
dari jumlah BOD-1 yang berjumlah 90 orang.
Profil Perusahaan
Company Profile
TALENT MOBILITY Talent Mobility

Merupakan mekanisme perpindahan/mutasi karyawan Is a mechanism for employee movement/transfer from
dari posisi saat ini ke posisi lainnya. Tahapan ini bertujuan the current position to another. This aims to enrich work
untuk memperkaya pengalaman bekerja, sehingga experience, so that employees have new experience and
karyawan memiliki pengalaman dan pengetahuan baru knowledge that will enhance their skills and competencies.
yang akan menambah keahlian dan kompetensi mereka. An employee with top talent classification is the one who
Seorang karyawan yang memiliki klasifikasi sebagai top has very fast mobility in every level of position he/she
talent akan memiliki mobilitas yang sangat cepat dalam occupies. Talent mobility is carried out with the following
setiap jenjang jabatan yang didudukinya. Talent mobility guidelines, but not limited to:
dilaksanakan dengan pedoman sebagai berikut, namun
tidak terbatas pada:
1. Prioritas 1 Talent Mobility untuk karyawan dengan 1. Priority 1 Talent Mobility is for employees with Road
Talent Classification Road Runner memiliki kesempatan Runner Talent Classification who have the opportunity
untuk Promosi, Rotasi ke Cross bidang dan Akselerasi for Promotion, Rotation to other field and Acceleration
ke jabatan yang lebih menantang. to more challenging positions.
2. Prioritas 2 Talent Mobility untuk karyawan dengan 2. Priority 2 Talent Mobility is for employees with Unfit
Talent Classification Unfit Diberikan kesempatan

Talent Classification who are given the development

pengembangan untuk keluar dari klasifikasi Unfit. opportunity to exit the Unfit classification.
3. Prioritas 3 Talent Mobility untuk karyawan dengan 3. Priority 3 Talent Mobility is for employees with Sleeping
Talent Classification Sleeping Tiger memiliki Tiger Talent Classification who have the opportunity to
kesempatan rotasi ke bidang / pekerjaan yang lebih move to a more suitable field/job
sesuai
4. Prioritas 4 Talent Mobility untuk karyawan dengan 4. Priority 4 Talent Mobility is for employees with
Talent Classification Promotable memiliki kesempatan Promotable Talent Classification who have the
Promosi, Rotasi sesuai bidang /job family yang sama. opportunity for Promotion, Rotation to the same field/
job family.
5. Prioritas 5 Talent Mobility untuk karyawan dengan 5. Priority 5 Talent Mobility is for employees with Solid
Talent Classification Solid Contributor memiliki Contributor Talent Classification who have the
kesempatan Rotasi sesuai bidang pekerjaan yang opportunity to Rotate to the similar fields of work.
serupa.
Human Capital
Modal Insani
Talent Mobility Tahun 2019

Table of Talent Mobility Year 2019
Promosi Rotasi Grand Total

Row Labels
Promotion Rotation Grand Total
Road Runner 43% 49% 92%
Promotable 29% 60% 89%

Solid Contributor - 67% 67%

Sleeping Tiger - 96% 96%
Berdasarkan data karyawan pada Januari 2019, terdapat Based on employee data in January 2019, there were
49 karyawan dengan Talent Classification Unfit, setelah 49 employees with Unfit Talent Classification. After
melaksanakan program coaching dan mentoring terhadap implementing a coaching and mentoring program for
Karyawan Unfit, terdapat 23 Karyawan Unfit yang manage the Unfit Employees, there were 23 Unfit Employees who
out atau keluar dari klasifikasi Unfit sehingga pada managed to get out of the Unfit classification so that in
Desember 2019 terdapat penurunan jumlah Karyawan December 2019 the number of Unfit Employees decreased

Unfit sebanyak 47%. by 47%.

LEARNING & DEVELOPMENT
Learning & Development
Learning and Development merupakan faktor penting Learning and Development is an important factor in the
dalam perubahan paradigma serta perilaku karyawan paradigm shifting and employee behavior to be more
agar lebih produktif, kreatif, inovatif dan inspiratif dalam productive, creative, innovative and inspiring in carrying
melaksanakan tugas dan mengembangkan bisnis. Dengan out tasks and developing business. By utilizing the latest

memanfaatkan teknologi terkini, pembelajaran dihadirkan technology, learning is presented and can be accessed
dan dapat diakses dengan lebih mudah, lebih cepat, kapan more easily, faster, anytime, anywhere and employees can

saja, dan dimana saja serta lebih aktif mengembangkan more actively develop and enhance their competencies.
diri dan meningkatkan kompetensi.
JM CLICK JM Click
Dalam rangka mengakselerasi proses pembelajaran serta In order to accelerate the learning process and give
memberikan kebebasan kepada karyawan dalam memilih employees freedom to choose and develop their capacities
dan mengembangkan kapasitasnya dalam mendukung to support the Company's performance, Jasa Marga
kinerja Perseroan, Jasa Marga melalui Jasa Marga Learning through Jasa Marga Learning Institute has launched the
Institute meluncurkan aplikasi JM-Click. JM-Click application.
Perseroan sudah mulai mengembangkan digital learning The Company started the digital learning development
dari tahun 2014, namun saat tahun 2019 ini aplikasi in 2014, but in 2019 the JM-Click application came with
JM-Click hadir dengan fitur yang baru dan berbeda. new and different features. The new JM-Click application
Dalam aplikasi JM-Click terdapat fitur employee learning has an employee learning wallet feature, where each
wallet, dimana pada masing-masing karyawan diberikan employee is given a personal learning budget that can be
anggaran belajar pribadi yang dapat digunakan untuk used to develop their capacity as needed.
mengembangkan kapasitasnya sesuai dengan gap masing-
masing.
Melalui aplikasi JM-Click ini juga, Perseroan Through this JM-Click application, the Company develops
mengembangkan machine learning agar mampu learning machine to be able to identify the learning
mengidentifikasi karakteristik pembelajaran masing- characteristics of each employee so that it can provide
masing karyawan sehingga dapat memberikan further learning recommendations to make the employees
rekomendasi pembelajaran berikutnya agar karyawan effectively improving their capacity.
efektif dalam meningkatkan kapasitasnya.
Aplikasi JM-Click
JM-Click Application
Click
JM Learning
Wallet
Employee Learning Wallet DQ
Unit Learning Wallet Daily Quiz
Corporate Learning Wallet Program
Collaborative
Learning Activity
Self Learning - Learning Diary
Learn from Other
1. Coaching
2. Mentoring Learning
Profil Perusahaan
Company Profile
3. Counselling Materials
4. Peer Assist
Video, Audio, E-Book,
5. Community Of Practice
6. After Action Review Artikel, SK Direksi, etc
Formal Learning - Class Training
Machine Learning on the way!
Fitur JM-Click
JM-Click Features
Tabel Realisasi JM-Click Tahun 2019

Table of JM-Click Realization in 2019
2019
Level Jabatan
Job Level Learning Hour Learning Point
Learning Hour Learning Point
Group Head 3.262 344.049
Department Head 8.708 726.967
Section Head 10.414 825.035
Staff 31.145 6.846.842
Total 53.529 8.742.893
Human Capital
Modal Insani
Perseroan mengidentifikasi keaktifan pembelajaran The Company can see how active an employee to learn

karyawan melalui aplikasi JM-Click yang dapat dilihat through the JM-Click application by monitoring the learning
melalui learning hour dan learning point. Learning hour hours and learning points. Learning hour is obtained from
didapat dari jumlah jam yang diikuti oleh karyawan the number of hours attended by employees both in class
baik dalam bentuk kelas maupun online. Learning point and online. Learning points are obtained from various
didapatkan dari berbagai macam aktivitas yang ada di activities in the JM-Click application such as answering the
aplikasi JM-Click seperti menjawab daily quiz dengan daily quiz correctly, accessing learning materials, sharing
benar, mengakses materi pembelajaran, berbagi foto atau photos or learning materials, and others.
materi pembelajaran, dan lainnya.

Anggaran learning & development pada tahun 2019 The learning & development budget in 2019 was planned
direncanakan sebesar Rp45.2 miliar dengan realisasi at Rp45.2 billion but was realized at Rp32.7 billion or 72%.
penyerapan sebesar Rp32.7 miliar atau sebesar 72%. The budget is divided into 3 categories, namely employee
Anggaran tersebut dibagi menjadi 3 kategori, yaitu learning wallet, learning unit wallet and corporate learning
employee learning wallet, unit learning wallet dan wallet.
corporate learning wallet.
Employee learning wallet digunakan untuk kepentingan Employee learning wallet is used to develop individual
pengembangan kapasitas individu karyawan dengan capacity of the employees with examples of usage like
contoh penggunaannya antara lain untuk mengikuti for online courses, attending trainings held outside the

kursus online, mengikuti pelatihan di luar Perseroan, Company, buying books, paying tuition fees for going to
membeli buku, membayar SPP kuliah dalam negeri, serta college in the country, and other individual learning needs.
kebutuhan belajar individu lainnya.
Unit learning wallet digunakan untuk peningkatan Unit learning wallet is used to increase capacity in order
kapasitas dalam rangka mencapai target kinerja Unit to achieve targeted performance of an Organizational
Organisasi atas dasar inisiatif Unit Organisasi. Contoh Unit based on the initiative of the Organizational Unit.
program pelatihan yang diikuti antara lain Asia Pacific For examples of training programs participated in include
Road Safety Seminar 2019, Traffic Flow Simulation, the 2019 Asia Pacific Road Safety Seminar, Traffic Flow
Online Course International Road Assessment Programme, Simulation, the International Course Assessment Road

International Symposium on Intelligent Signal Processing Online Program, the International Symposium on Intelligent

and Communication Systems (ISPACS) 2019 dan program Signal Processing and Communication Systems (ISPACS)
pelatihan spesifik sesuai bidang Unit Organisasi lainnya. 2019 and other specific training programs according to
the respective fields of the Organizational Units.
Corporate learning wallet ditujukan untuk peningkatan Corporate learning wallet is intended to increase capacity in
kapasitas dalam rangka pencapaian target korporasi. order to achieve corporate targets. The training programs
Program pelatihannya antara lain Workshop Highway include the Highway in The Digital Age Workshop,
in The Digital Age, Konferensi Nasional Teknik Jalan the 10th National Road Engineering Conference, the
ke 10, Bimtek Sertifikasi Insinyur Indonesia, Pelatihan Indonesian Engineer Certification Bimtek, Rescue Training
Penyelamatan Pada Kecelakaan di Jalan Tol, Jet Roadster on Toll Road Accidents, Jet Roadster Academy, Next
Academy, Next Roadster Academy, Ground Breaking IoT Roadster Academy, Ground Breaking IoT Lab, Overseas
Lab, Beasiswa Luar Negeri, Crash Program – Pilot Project, Scholarship, Crash Program - Pilot Project, and Certified
dan Program Magang Mahasiswa Bersertifikat. Student Internship Program.
JET ROADSTER & NEXT ROADSTER ACADEMY Jet Roadster & Next Roadster Academy
Tahun 2019 Perseroan memberikan program pelatihan In 2019 the Company provided training programs to
kepada 19 (sembilan belas) orang Jet Roadster dan 43 19 (nineteen) Jet Roadsters and 43 (forty-three) Next
(empat puluh tiga) orang Next Roadster. Program tersebut Roadsters. The programs consist of 7 Habits of Highly
meliputi pelatihan 7 Habits of Highly Effective People, Effective People, Design Thinking, mentoring, Project-
Design Thinking, mentoring, Project-Based Learning, dan Based Learning, and on-job learning in Organizational
on-job learning di Unit Organisasi. Units.
Jet Roadster Academy

I Basic Character Building Lap II Matriculation Lap

3 Bulan/3 months 6 Bulan/6 months
Start
April 2019
Kopassus EVP - APIC Behavior Project Assignment 1
29 Mar - 2 April 2019 By Mentor
Design Thinking Project "Travoy" Travoy Enhancement (JMRB)
4 - 5 April 2019
ETC (IOT)
7 Habits
8 - 10 April 2019 Operation (OMM)
Profil Perusahaan
Company Profile
EVP - APIC Behavior

By Mentor
III Business Lap

Leadership:
3 Bulan/3 months • Learning Agility • Coordinating with other
• Complex Problem Solving • Judgement & Decision

4DX Project Assigment 2 • Critical Thinking Making
WIG : Innovation By Mentor • Creativity • Service Orientation
• People Management • Negotation
EVP - APIC Behavior
By Mentor
Finish
Next Roadster Academy

I Basic Character Building Lap II Business Lap

1 Bulan/1 months 11 Bulan/11months
Start
Sharing Experience:
Agustus 2019 Kerjasamargaan
Kopassus EVP - APIC Behavior
23 - 29 Agustus 2019 By Mentor
New Assignment di
bidang yang sama
Design Thinking • Complex Problem Solving
29-30 Agustus, 2-3 September 2019 • Critical Thinking
Project Assignment
• Creativity
7 Habits • Coordinating with others
• Emotional Inteligence
9-11 September, 16-18 September 2019 • Service Orientation Kolaborasi dengan
Jet Roadster (19
Inovasi) sesuai bidang
keahliannya
Collaboration with
Finish Jet Roadster (19
Innovations) according
to their field of expertise
Agustus 2020
EVP - APIC Behavior

By Mentor
Human Capital
Modal Insani
IoT LAB IoT Lab

Seiring berjalannya transformasi Jasa Marga, salah satu As Jasa Marga's transformation progresses, one of the
inisiasi menuju perubahan adalah dengan mengembangkan initiatives towards change is to develop digital leadership
kompetensi digital leadership sebagai salah satu competency as one of the future important competencies
kompetensi penting masa depan yang dibutuhkan Jasa needed by Jasa Marga to support its long-term business
Marga untuk mendukung keberlangsungan bisnis dalam sustainability. This competency is incubated in a learning,
jangka panjang. Kompetensi tersebut dapat diinkubasikan research and development center platform called IoT Lab
dalam suatu platform pusat pembelajaran, penelitian, dan Jasa Marga. IoT Lab Jasa Marga is expected to be the
pengembangan, yaitu IoT Lab Jasa Marga. IoT Lab Jasa initiator of a learning and innovation culture within the

Marga diharapkan menjadi inisiator budaya pembelajaran Company. IoT Lab Jasa Marga, initiated by JMLI which

dan berinovasi dalam Perseroan. IoT Lab Jasa Marga was originally formed by Jet Roadster, has researched in
sebagai salah satu inisiasi JMLI yang awalnya dibentuk oleh Jasa Marga's technology and business processes aimed
Jet Roadster telah melaksanakan riset dalam teknologi at serving the interests of toll road users and toll road
dan proses bisnis Jasa Marga yang bertujuan untuk operators. IoT Lab Jasa Marga has been developing
kepentingan pelayanan pada pengguna jalan tol dan ETC both in software and hardware since August 2019.
operator jalan tol. IoT Lab Jasa Marga mengembangkan Together with IT Specialists, Jasa Marga's IoT Lab team is
ETC baik dari sisi software maupun hardware sejak focusing on ETC researches for transaction methods and
Agustus 2019. Bersama dengan IT Specialists, tim IoT Lab has developed 3 transaction methods, namely QR-Code,
Jasa Marga fokus riset ETC untuk sisi metode transaksi, IoT RFID, and E-Toll; all three transaction methods have been
Lab telah mengembangkan 3 metode transaksi yaitu QR- implemented at the IoT Lab and an internal trial has been

Code, RFID, dan E-Toll, ketiga metode transaksi tersebut done. The IoT lab has created several softwares to support

telah diimplementasi di IoT Lab dan sudah dilakukan uji ETC performance such as the KSPT Terminal application
internal. IoT lab telah membuat beberapa software yang and JM Point. The ETC softwares developed by IoT Lab
mendukung kinerja ETC seperti aplikasi Terminal KSPT dan have been implemented in the Kunciran - Serpong and
JM Point. Hasil pengembangan software ETC oleh IoT Lab Balikpapan - Samarinda toll roads.
sudah diimplementasikan di ruas tol Kunciran - Serpong
dan Balikpapan - Samarinda.
BEASISWA Scholarship
Pada tahun 2019, Perseroan menjalankan program In 2019, the Company offered 13 scholarship programs

beasiswa luar negeri sejumlah 13 orang. Universitas yang to study abroad. The recipients of the the Company’s

dituju oleh penerima beasiswa Perseroan antara lain: scholarships can go to the following universities:
1. King’s College, London 1. King’s College, London
2. University of Manchester 2. University of Manchester
3. University of Edinburgh 3. University of Edinburgh
4. University of Nottingham 4. University of Nottingham
5. University of Birmingham 5. University of Birmingham
6. University of Sussex 6. University of Sussex
7. Warwick Business School 7. Warwick Business School
8. University of Melbourne 8. University of Melbourne
9. Australian National University 9. Australian National University
10. Rotterdam School of Management Erasmus University 10. Rotterdam School of Management Erasmus University
11. University of New South Wales 11. University of New South Wales
12. Macquarie University 12. Macquarie University
Program studi yang diambil setara dengan S2 atau The study programs taken are equivalent to Master’s degree
Master dengan jurusan antara lain Civil Engineering, Road with majors in Civil Engineering, Road Management,
Management, Management and Information System, Management and Information Systems, Business Analytics
Business Analytics dan Business Administration. Pada and Business Administration. In 2019, out of the 13
tahun 2019, dari 13 orang penerima beasiswa tersebut, scholarship recipients, 4 people have been graduated and
ada 4 orang yang lulus dan kembali bekerja di Perseroan, returned to work at the Company, 4 people have just
4 orang baru mulai perkuliahan, dan 5 orang yang masih started their studies, and 5 others are still studying and
menjalankan perkuliahan dan akan lulus pada tahun 2020. expected to graduate in 2020.
CRASH PROGRAM Crash Program

Sesuai dengan program Pemerintah agar meningkatkan In accordance with the Government's program to
kapasitas SDM yang menguasai the emerging skills increase the capacity of human resources who master
untuk mengisi emerging jobs serta untuk meningkatkan the emerging skills to fill emerging jobs and to improve
kompetensi karyawan dalam menghadapi era digital, the employee competency in facing the digital era, Jasa
Jasa Marga bekerja sama dengan Pusat Ilmu Komputer Marga collaborates with the University of Indonesia (UI)
(Pusilkom) Universitas Indonesia (UI) menyelenggarakan Computer Science Center (Pusilkom) to hold Programming
Pelatihan Programming Bagi Karyawan Jasa Marga selama Training for Jasa Marga employees for about one month
kurang lebih satu bulan mulai 9 Desember 2019 hingga from December 9, 2019 to January 15, 2020.
15 Januari 2020.
Pelatihan programming dan coding ini diikuti oleh 100 The programming and coding training was attended
karyawan dari petugas operasional Jasa Marga Group by 100 employees from Jasa Marga Group operational
dan beberapa pengurus serikat. Selama 24 hari, mereka officers and several union officials. For 24 days, they
mendapat materi mengenai Java Programming dari para learned Java Programming from the lecturers of the Faculty
Dosen Fakultas Ilmu Komputer UI. of Computer Science UI.
Profil Perusahaan
Company Profile
Pelatihan ini diberi nama "Pilot Project - Crash Program This training was named "Pilot Project - Crash Program
Foundation of Programming". Pelatihan ini merupakan Foundation of Programming". It is the beginning of a
permulaan dari serangkaian program pelatihan yang series of training programs leading to a bigger program
masuk ke dalam program besar yang dinamakan "Crash called "Crash Program".
Program".
Crash Program ini dibuat sekaligus dalam rangka mencari The Crash Program will be organized in order to find the
talent terbaik di dalam lingkungan Jasa Marga Group best talents in the Jasa Marga Group environment and the
yang mau belajar dan diprioritaskan kepada karyawan operational employees whose work has the potential to be
operasional yang pekerjaannya berpotensi akan terdisrupsi disrupted by technology development in the future get the
oleh teknologi di masa depan. priority to take part.
Crash Program akan dilaksanakan selama 3 tahun ke The Crash Program will be implemented for the next 3
depan dengan target peserta sekitar 5.000 orang. Target years with a target of around 5,000 people. The number
peserta tahun 2020 adalah 1.000 orang peserta, tahun of participants in 2020 is targeted to be 1,000 participants,
2021 sebanyak 2.000 orang, dan tahun 2022 sejumlah in 2021 there will be 2,000 people, and in 2022 there will
2.000 orang.
be 2,000 people.
Human Capital
Modal Insani
Bagan Silabus Crash Program

Chart of Crash Program Syllabus
Advanced 1 Data Science

2
Foundation of Programming
Programming Evaluation
Penjurusan/Majors Konten/Content
1. Web Development 1. Dasar Statika

2. Mobile Android App 2. Perkenalan R

1. Konten
1. Post Test Dev 3. Data Visualization &
2. Konsep dasar
2. Trainer's Feedback 3. Mobile IOS App Dev Implamentation
programming
3. Participant's Feedback 4. Web Design / UI-UX 4. Machine Learning
3. Algoritmic thinking
4. Pre Test Web Design / UI/UX
4. Perkenalan Java 1. Basic Statics
5. Pre Test Data Science
5. Alur Pemograman 2. Introduction R
6. Conditional 3. Data Visualization &
Programing Implamentation
7. Looping 4. Machine Learning
8. Fungsi
9. Array Internalizing
10. Manipulasi String
1. Content
2. The basic concept of Corporate App Dev

1. Travoy

programming
3. Algorithmic thinking 2. Corporate Website Internalizing
4. Introduction to Java 3. Portal Infotol
5. Programming Flow 4. Portal RQM / JM
6. Conditional Smart Data Interpretation &
Programing 5. Portal Legal Visualization
7. Looping 6. Portal PKBL 1. Travoy User
8. Function 7. Aplikasi PKBL Experience Analyzing
9. Array 8. E-OPA 2. Corporate Webstite
10. String Manipulation 9. Aplikasi SPORT Visitor
10. JM-Click 3. Social Media
11. Aplikasi Jadwal Comments, Tag, News
Direksi 4. Risk Profiling
12. Aplikasi Barkode Aset 5. Legal Case Profiling
13. Jasamargalive.com

6. CSR Profiling
14. JMCare 7. JM-Click User Profiling

Mentoring 8. Traffict Load Profilling
9. Etc
Mentoring
PROGRAM MAGANG MAHASISWA Certified Student Internship Program

BERSERTIFIKAT
Sesuai dengan program pemerintah dan bentuk BUMN To support the government’s programs and as an
Hadir Untuk Negeri, Perseroan mendukung Program actualization of the motto “SOEs are here for the nation”,
Magang Mahasiswa Bersertifikat yang merupakan inisiasi the Company holds the Certified Student Internship
dari Forum Human Capital Indonesia (FHCI). Dimulai dari Program initiated by the Indonesian Human Capital
bulan September 2018 hingga saat ini, Perseroan rutin Forum (FHCI). Starting from September 2018 until now,
menyediakan kuota sejumlah 50 orang untuk mahasiswa the Company routinely provides a quota of 50 students
di seluruh Indonesia melakukan proses pemagangan throughout Indonesia to participate in the internship
selama 6 bulan di seluruh wilayah operasi Perseroan. Setiap program for 6 months in all areas of the Company's
mahasiswa yang ditempatkan mendapat mentor dan operations. Every student accepted gets a mentor and
melakukan proses pembelajaran secara on job learning. conducts the learning process on job learning. At the
Setiap akhir programnya Perseroan memberikan program end of each program, the Company provides a free
sertifikasi kompetensi gratis sesuai dengan bidang jurusan competency certification in accordance with the subject
dan minat masing-masing mahasiswa. area and interest of each student.
Periode Peserta Jumlah Kampus Jumlah Jurusan

Batch
Period Participants Number of Campus Number of Major Subject
Ke-1 September 2018 – Februari 2019

50 22 16
1st September 2018 – February 2019

Ke-2 Maret 2019 – Agustus 2019
50 25 19
2nd March 2019 – August 2019
Ke-3 September 2019 – Februari 2020
50 34 18
3rd September 2019 – February 2020
REWARD & RECOGNITION

Reward & Recognition
Reward and Recognition merupakan bentuk penghargaan/ Reward and Recognition is a token of appreciation/
apresiasi/imbalan tertentu yang diberikan Perseroan kepada particular rewards given by the Company to employees
Karyawan atas kontribusi, prestasi dan keberhasilannya for their contribution, achievements and success in their
Profil Perusahaan
Company Profile
dalam pekerjaan/ pelaksanaan tugas. Program Reward work/performance in carrying out duties. Reward and
and Recognition dilaksanakan secara adil, terstruktur, Recognition Program is run in a fair and structured way
dengan ketentuan yang jelas dan diimplementasikan with clear provisions and implemented according to the
sesuai kemampuan Perseroan. available budget of the Company.
Penghasilan tetap yang diterima karyawan berdasarkan jabatan dan atribut personalnya
Fixed income received by employees based on position and person’s value
Komponen reward yang diberikan sebagai upaya untuk meningkatkan motivasi dalam berkinerja
A reward component given in an effort to push the motivation to work
Komponen rewards yang diberikan sebagai upaya untuk memberikan kenyamanan bagi
karyawan
A reward component provided in an effort to provide comfort for the employees
Kondisi dimana seseorang bekerja, yang dipengaruhi oleh lingkungan fisik, sosial, dan psikologis
Conditions under which a person works, which is influenced by physical, social and psychological
environment
Kesempatan yang diberikan kepada karyawan untuk dapat mengembangkan potensi dan
karirnya
Opportunities given to employees to be able to develop their potential and careera
Jasa Marga memberikan Total Reward kepada Karyawan Jasa Marga provides Total Reward to Employees as a
sebagai imbal jasa yang bernilai bagi Karyawan. Prinsip valuable rewarding for their services. The principles
pengelolaan reward karyawan yaitu: adil secara internal of managing employee rewards are: internal equity,
(Internal Equity), kompetitif, serta mendukung strategi competitive, and supporting the Company's business
bisnis Perseroan. strategy.
Pengelolaan Reward bertujuan untuk meningkatkan Reward Management aims to increase the effectiveness in
efektivitas dalam menarik calon Karyawan (attract), attracting prospective employees, motivating employees
memotivasi karyawan untuk meningkatkan kapasitas to increase their capacity and performance and retaining
dan kinerjanya (motivate) dan memelihara keterikatan employee engagement.
Karyawan (retain).
Untuk mencapai tujuan tersebut, maka desain total reward To achieve those objectives, the design of total reward
dapat berbeda-beda sesuai dengan jenis hubungan kerja can vary according to the type of work relationship of the
karyawan, klasifikasi talent karyawan, maupun atribut employees, their talent classification, and other attributes.
lainnya.
Human Capital
Modal Insani
Bagan Tujuan Total Reward

Chart Purpose of Total Reward
Attract Motivate

Meningkatkan
Efektifitas Pegawai
Improve Employee Effectiveness
Retain
Berdasarkan filosofinya, maka reward untuk Karyawan Based on its philosophy, the rewards for employees are

diberikan dalam bentuk sebagai berikut: given in the following forms:

a. Foundational Reward yaitu komponen reward a. Foundational Reward is a reward component in the
berupa penghasilan tetap yang diterima karyawan form of fixed income received by employees based on
berdasarkan jabatan dan atribut personalnya (person position and person’s value of competence, willingness
value) yaitu kompetensi, kemauan dan kecepatan and speed of learning;
belajar.
b. Motivational Reward yaitu komponen reward yang b. Motivational Reward is a reward component given
diberikan sebagai upaya untuk meningkatkan motivasi as an effort to increase motivation to perform better;
dalam berkinerja.
c. Benefit & Allowances yaitu komponen reward c. Benefit & Allowances is a reward component given

yang diberikan sebagai upaya untuk memberikan as an effort to provide comfort for employees

kenyamanan bagi karyawan.
d. Working Environment yaitu komponen reward d. Working Environment is a reward component in the
berupa kondisi dimana seseorang bekerja, yang form of conditions under which a person works, which
dipengaruhi oleh lingkungan fisik, sosial, dan is influenced by physical, social and psychological
psikologis. environment;
e. Growth Opportunity yaitu reward berupa e. Growth Opportunity is a reward in the form of
kesempatan yang diberikan kepada karyawan untuk opportunities given to employees to be able to develop
dapat mengembangkan potensi dan karirnya. their potential and career.
KEPESERTAAN PROGRAM JAMINAN Participation in National Health Insurance

KESEHATAN NASIONAL Program
Pelayanan Kesehatan melalui BPJS Kesehatan merupakan Getting healthcare services through the Social Security
kewajiban seluruh penduduk Indonesia dan perusahaan Administration for Health (BPJS Kesehatan) is a mandatory
BUMN wajib mendaftarkan karyawannya terhitung mulai for all Indonesian citizens and state-owned enterprises
tanggal 1 Januari 2015. Untuk memenuhi hal tersebut (SOEs) are obliged to register their employees in its
maka mulai tanggal 31 Desember 2014, Perseroan program starting from January 1, 2015. To fulfill this
telah mendaftarkan karyawan sebagai peserta program obligation, starting on December 31, 2014, the Company
BPJS Kesehatan, dan sejak Maret 2015 Perseroan telah has registered its employees as participants of BPJS
membayarkan pembayaran iuran kepesertaan bagi Kesehatan insurance program, and since March 2015
karyawan dan keluarganya. Per 31 Desember 2018, the Company has paid the premium not only for the
seluruh jajaran Direksi, Komisaris, Karyawan beserta employees but their families as well. As of December 31,
keluarganya telah 100% terdaftar sebagai peserta BPJS 2018, all Directors, Commissioners, Employees and their
Kesehatan. Total kepesertaan BPJS Kesehatan Perseroan families were 100% registered as participants of the BPJS
per 31 Desember 2019 dan biaya yang dikeluarkan Kesehatan insurance program. The total BPJS Kesehatan
Perseroan untuk premi kepesertaan tersebut selama tahun participation as of December 31, 2019 and the costs
2019 adalah sebagai berikut. incurred by the Company for paying the premium during
2019 are as follows.
Tabel Peserta dan Biaya BPJS Kesehatan Tahun 2019

Table of Participants and Costs for BPJS Kesehatan in 2019
Uraian Jumlah
Description Number
Direksi
6 Orang/ People
Director
Komisaris
6 Orang/ People
Commissioner
Karyawan
1.163 Orang/ People
Employee
Keluarga Direksi, Komisaris dan Karyawan
2.371 Orang/ People
Family of Director, Commissioner and Employee
Biaya Kepesertaan BPJS Kesehatan pada tahun 2019
Rp 9.453.042.437
BPJS Kesehatan Participation Costs in 2019
Profil Perusahaan
Company Profile
PROGRAM PASCA KERJA Retirement Program

Untuk memberikan kepastian kesejahteraan karyawan To provide certainty for the employees’ welfare after the
setelah berakhirnya masa kerja di Jasa Marga, maka expiration of the work period at Jasa Marga, the Company
Perseroan memberikan benefit kepada karyawan provides benefits for their retirement. The retirement
apabila telah mencapai usia pensiun. Program pasca program provided to employees is divided into 2 (two),
kerja yang diberikan kepada karyawan terbagi menjadi namely the mandatory from the Ministry of Manpower,
2 (dua) yaitu yang bersifat mandatory dari Kementerian which is the Old Age and Retirement Insurance Program,
Ketenagakerjaan yaitu Program Jaminan Hari Tua dan and Retired Health Insurance from the BPJS Kesehatan.
Jaminan Pensiun, serta Jaminan Kesehatan Pensiunan Meanwhile there are also internal programs from the
dari BPJS Kesehatan. Sedangkan yang bersifat internal Company consisting of Defined Benefit Pension Program
dari Perseroan terdiri dari Program Pensiun Manfaat Pasti (PPMP), Defined Contribution Pension Program (PPIP), as
(PPMP), Program Pensiun Iuran Pasti (PPIP), Program Purna well as Retirement Program and Health Insurance.
Karya dan Jaminan Kesehatan dari Perseroan.
Program yang bersifat mandatory dilaksanakan The mandatory program is implemented based on Law No.
berdasarkan UU No. 40 Tahun 2004 tentang Sistem 40 of 2004 concerning the National Social Security System,
Jaminan Sosial Nasional, PP No. 45 tahun 2015 tentang government regulation PP No. 45 of 2015 regarding
Jaminan Pensiun dan PP No. 46 tahun 2015 dengan Pension Insurance and PP No. 46 of 2015 amended by
perubahannya No.60 tahun 2015 tentang Jaminan Hari PP No. 60 of 2015 pertaining Old Age Security. Whereas
Tua. Sedangkan pelaksanaan program pasca kerja yang the implementation of internal retirement programs
bersifat internal diatur dalam Peraturan Perseroan. Adapun is managed under the Company’s regulations. The
penjelasan mengenai masing-masing program pasca kerja explanation of each retirement programs implemented at
yang dilaksanakan di Jasa Marga adalah sebagai berikut: Jasa Marga is as follows:
Program Pensiun Manfaat Pasti (PPMP) dan Program Defined Benefit Pension Program (PPMP) and Defined
Pensiun Iuran Pasti (PPIP) Contribution Pension Program (PPIP)
Penyelenggaraan PPMP diselenggarakan oleh Dana The PPMP is managed by Jasa Marga Pension Fund
Pensiun Jasa Marga (DPJM) yang didirikan oleh Perseroan. (DPJM) established by the Company. The PPMP program
Program PPMP diikuti oleh karyawan yang mulai bekerja is participated in by employees who started working at
di Perseroan sebelum 01 Juli 2012. Sedangkan PPIP the Company before July 1, 2012. While PPIP program
diselenggarakan oleh Dana Pensiun Lembaga Keuangan is managed by the Financial Institution Pension Fund
(DPLK) dan diikuti oleh karyawan yang mulai bekerja di (DPLK) and the ones who participate in the programs are
Perseroan sejak tanggal 01 Juli 2012. employees who started working at the Company on July
1, 2012.
Human Capital
Modal Insani
Program Purna Karya Purna Karya Program

Program ini diberikan kepada karyawan dengan manfaat This program is given to employees with the benefit as
ketika berhenti pada usia pensiun normal akan mendapat follows: if retiring at normal retirement age they will get
24 x PhDA (Penghasilan Dasar Asuransi), sedangkan 24 x PhDA (Basic Income Insurance), while retiring below
karyawan yang berhenti sebelum usia pensiun normal normal retirement age will get proportional benefits
akan mendapatkan manfaat proporsional sesuai peraturan according to Company’s regulations.
Perseroan.
Program Jaminan Hari Tua (JHT) dan Jaminan Pensiun Old Age Insurance Program (JHT) and Pension

BPJS Ketenagakerjaan Insurance Program of Social Security Administration

for Employment (BPJS Ketenagakerjaan)
Perseroan mengikutsertakan seluruh karyawan ke dalam The Company includes all employees in the BPJS
program Jaminan Hari Tua dan Jaminan Pensiun BPJS Ketenagakerjaan insurance program. The basis for
Ketenagakerjaan. Dasar perhitungan iuran JHT dihitung calculating JHT contributions is from the income of which
dari penghasilan yang proporsinya dibayar sebesar 2% the proportion is paid by 2% by employees and 3.7% by
oleh karyawan dan 3,7% oleh Perseroan, sedangkan the Company, while the pension contribution calculation
perhitungan iuran Jaminan Pensiun dihitung dari is from income with a proportion of 1% by employees and
penghasilan dengan proporsi 1% oleh karyawan dan 2% 2% by the Company.
oleh Perseroan.

Program Jaminan Kesehatan Pensiunan dan Keluarga Retirement and Family Health Insurance Program
Manfaat jaminan kesehatan berupa manfaat dalam bentuk The health insurance benefits are healthcare facilities
fasilitas kesehatan yang diberikan Perseroan berupa provided by the Company in the form of financial assistance
bantuan biaya untuk menjaga dan memelihara kesehatan to maintain the health of retirees and their families.
pensiunan beserta keluarganya.
Pada tahun 2019, Jasa Marga telah melaksanakan program In 2019, Jasa Marga conducted a Pre-Retirement
Pelatihan Persiapan Pra Purnabhakti yang diberi nama Preparation Training program named Beat The Challenge
Beat The Challenge Entrepreneurship dengan total peserta Entrepreneurship with a total of 111 participants and a

sebanyak 111 orang dan besaran biaya yang dikeluarkan total cost of Rp251 million.

sebesar Rp251 juta.
ENGAGEMENT KARYAWAN
Employee Engangement
PENGHARGAAN KEPADA KARYAWAN
Awards to Employees
Perseroan memberikan penghargaan atas kinerja, The Company provides awards for good performance,
pelaksanaan tugas, inovasi atau perbaikan serta well-done tasks, innovation or improvement as well as
penghargaan atas kesetiaan karyawan. Penghargaan atas awards for employee loyalty. Awards for innovation and
inovasi dan perbaikan mutu diberikan dalam ajang rutin quality improvement are given at the Company's annual
tahunan Perseroan bernama Temu Karya Mutu. Untuk event called Quality Meeting. To give appreciation to
memberikan apresiasi terhadap karyawan yang telah employees who have worked for a certain period of
bekerja selama masa kerja tertentu, Perseroan memberikan service, the Company rewards them for years of service.
penghargaan atas masa kerja kepada karyawan. Perseroan The Company has given awards to 363 employees who
memberikan penghargaan kepada karyawan yang telah have exceeded 20, 25, 30, and 35 years of service in the
melampaui masa kerja 20, 25, 30 tahun, dan 35 tahun form of certificates and golds.
berupa piagam penghargaan dan logam mulia kepada
363 orang karyawan.
Tabel Penghargaan Kesetiaan Karyawan Jasa Marga Tahun 2017-2019

Table of Jasa Marga Employee Loyalty Award in 2017-2019
Jumlah Penerima Penghargaan (Orang)

Number of Award Recipient (Person)
Profil Perusahaan
Company Profile
Masa Kerja
Work Time Period
2019 2018 2017
10 tahun
- - -
10 years
15 tahun
- - 72
15 years
20 tahun
70 194 296
20 years
25 tahun
91 102 197
25 years
30 tahun
190 338 302
30 years
35 tahun
47 51 -
35 years
Total 398 685 867
Keterangan: Note:
Peraturan Perseroan yang berlaku sejak 2018 mengatur pemberian The Company’ regulations in force since 2018 regulates the awarding of
penghargaan pengabdian karyawan mulai dari masa kerja 20 tahun, 25 employee loyalty with time period of service from 20 years, 25 years, 30
tahun, 30 tahun dan 35 tahun. years to 35 years.
Sementara untuk karyawan yang bekerja sampai mencapai In the meantime, for employees who work until they reach
usia pensiun, Perseroan memberikan penghargaan the retirement age, the Company rewards them with gold,
pensiunan berupa logam mulia, dan untuk tahun 2019 and for 2019 it has been given to 733 people who have
telah diberikan kepada 733 orang yang telah memasuki entered retirement age (normal retirement, accelerated
usia pensiun (pensiun normal, pensiun dipercepat, pensiun retirement, retirement due to death, retirement due to
meninggal dunia, pensiun sakit/cacat). sickness/disablement).
HARMONISASI HUBUNGAN INDUSTRIAL

Harmonization of Industrial Relations
Keseimbangan hubungan industrial antara Manajemen The balance of industrial relations between management
dan serikat karyawan merupakan tujuan ideal yang ingin and the employee union is the ideal goal to be achieved
dicapai untuk menciptakan hubungan yang harmonis to create a harmonious relationship between both parties.
antara Manajemen dan serikat karyawan. Manajemen Management understands that industrial relations is a
memahami bahwa hubungan industrial merupakan synergy between management and employee union who
sinergi antara manajemen dan serikat karyawan yang have the same interests to improve living standards and
Human Capital
Modal Insani
memiliki kepentingan yang sama untuk meningkatkan develop the Company. In an effort to create and maintain

taraf hidup dan mengembangkan Perseroan. Dalam harmony between management and employees framed
upaya menciptakan dan menjaga keharmonisan antara in a synergy relationship, the management gives freedom
manajemen dan karyawan yang dibingkai dalam to the employees to associate in the organization of
hubungan sinergi, manajemen memberikan kebebasan Jasa Marga Employees Union (SKJM) which is a form of
kepada karyawan untuk berserikat dalam organisasi management's complying to the labor regulations issued
Serikat Karyawan Jasa Marga (SKJM) yang merupakan by the government.
bentuk komitmen Manajemen terhadap Peraturan
Ketenagakerjaan yang ditetapkan oleh Pemerintah.

Secara periodik Manajemen dan SKJM melakukan Periodically the management and SKJM communicate in

komunikasi dalam Lembaga Kerja Sama (LKS) Bipartit the Bipartite Cooperation Institution (LKS) formed through
yang dibentuk melalui keputusan bersama antara a joint decision between the President Director of the
Direktur Utama Perseroan dan Ketua Umum Dewan Company and the Chairperson of SKJM Central Advisory
Pengurus Pusat SKJM untuk bersama-sama membahas Board to jointly discuss employee issues in the field of
permasalahan karyawan di bidang human capital. Pada human capital. In 2019, Management and SKJM have
tahun 2019, Manajemen dan SKJM telah melakukan conducted an evaluation and renewal of the agreement in
evaluasi dan pembaharuan kesepakatan dalam Perjanjian the Collective Labor Agreement (PKB) which is a guideline
Kerja Bersama (PKB) yang merupakan pedoman dan arah and direction of cooperation in conducting industrial
kerja sama dalam melakukan hubungan industrial yang relations which is currently stipulated in the Collective
saat ini tertuang dalam Perjanjian Kerja Bersama tahun Labor Agreement Year 2019-2021.

2019 - 2021.

Selain itu manajemen dan SKJM bersama-sama In addition, the management and SKJM also jointly place
menempatkan diri sebagai komponen Perseroan untuk themselves as agents for socializing the Company’s policies
mensosialisasikan segala bentuk kebijakan yang diambil to all the employees. The management and SKJM regularly
Perseroan kepada karyawan yang terkait dengan hold meetings to discuss various Company policies related
kebijakan Perseroan. Manajemen dan SKJM secara to the human capital and other matters too.
berkala melakukan pertemuan untuk membahas berbagai
kebijakan Perseroan yang terkait dengan sistem Human
Capital dan kebijakan lainnya.

Harmonisasi hubungan industrial ini juga tergambar dalam The harmonization of industrial relations is also reflected
Program Alih Profesi (A-life) yang dicanangkan Manajemen in the Professional Transfer Program (A-life) launched

sebagai bentuk antisipasi terhadap dampak penerapan by the management to anticipate the impact of 100%
elektronifikasi jalan tol secara 100%. Manajemen dan electronification on the toll roads. The management and
Serikat Karyawan bersama-sama merumuskan sampai employee union together formulate and socialize this
dengan mensosialisasikan program ini, sehingga program, so that the program can run well and smoothly.
pelaksanaan program dapat berjalan baik dan lancar. This synergy is proven to be able to reduce the turmoil in
Sinergi ini terbukti dapat meredam gejolak yang terjadi di the field, especially from the internal side of the Company.
lapangan, khususnya dari sisi internal Perseroan.
Hasil dari implementasi seluruh sistem Human Capital The success of the implementation of entire human capital
juga diukur melalui Engagement Survey. Survei dilakukan system can be measured through the Engagement Survey.
oleh lembaga independen, yaitu GML Consultan dengan The survey was conducted by an independent institution,
dimensi survei meliputi: namely GML Consultant with survey subjects including:
1. Aspek kepuasan karyawan (Satisfaction to reward 1. Employee satisfactory aspect (Satisfaction to reward
& facilities, safety & comfort, teamwork & trust, & facilities, safety & comfort, teamwork & trust,
development & growth, actualization) development & growth, actualization)
2. Aspek keterikatan karyawan (Commitment to 2. Employee attachment aspect (Commitment to
organization, work unit, task) organization, work unit, tasks)
Hasil Engagement Ratio Index tahun 2019 memperoleh The survey results for 2019 Engagement Ratio Index show
skor sebesar 3,6 dan mengalami kenaikan dibandingkan a score of 3.6, a slight increase from the 2018 score of
dengan hasil survei tahun 2018 sebesar 3,54. 3.54.
07
TATA KELOLA PERUSAHAAN
Pencapaian kinerja keuangan maupun operasional Jasa Marga di 2019
mencerminkan efektivitas penerapan Tata Kelola Perusahaan yang Baik
(Good Corporate Governance-GCG) di lingkungan Perseroan.
Jasa Marga’s financial and operational performance in 2019 reflects the effectiveness of the
implementation of Good Corporate Governance (GCG) within the Company.
420. Kerangka Penerapan Tata Kelola 613. Komite-Komite Lain di Bawah 687. Kode Etik
Perusahaan Dewan Komisaris yang Dimiliki Code of Conduct
Good Corporate Governance Perseroan
691. Kebijakan Anti Korupsi
Implementation Framework Other Committees Under the Board
of Commissioners Owned by the Anti Corruption Policy
436. Jejak Langkah Penerapan Tata Kelola
Perusahaan di Jasa Marga Company 692. Kebijakan Pengendalian Gratifikasi
Brief History of Good Corporate 614. Kebijakan Suksesi Direksi Anti-Gratification Policy
Governance Implementation at Jasa Policy for Succession of the Board of 697. Larangan Transaksi Orang Dalam
Marga Directors Prohibition of Insider Trading
438. Penyelenggaraan RUPS 615. Organ dan Komite di Bawah Direksi 698. Whistleblowing System
Annual GMS Organization Organs and Committees Under the 703. Pengelolaan Laporan Harta
450. Pelaksanaan RUPS Tahunan 2019 Board of Directors Kekayaan Penyelenggara Negara
Organization of 2019 Annual GMS 615. Sekretaris Perusahaan (LHKPN)
467. Tindak Lanjut Keputusan RUPS yang Corporate Secretary Management of the Reporting
Diselenggarakan Tahun 2018 625. Unit Internal Audit Assets of State Officials
Follow-Up of GMS Resolutions Held in Internal Audit Unit 705. Tata Kelola Teknologi Informasi
2018 633. Komite di Bawah Direksi Information Technology Governance
470. Dewan Komisaris Committees Under The Board Of 710. Pengadaan Barang dan Jasa
Board of Commissioners Directors Goods and Services Procurement
530. Direksi 633. Komite Manajemen Risiko 713. Pemberian Dana Kegiatan Sosial
Board of Directors Risk Management Committee dan/atau Politik
570. Kebijakan Remunerasi Dewan 639. Komite Pengarah Teknologi Funding of Social and/for Political
Komisaris dan Direksi Informasi Activities
Policy of Remuneration for the Board Information Technology Steering 714 Penerapan Pedoman Tata Kelola
of Commissioners and Directors Committee Perusahaan Terbuka
575. Hubungan Dewan Komisaris dan 643. Informasi Pemegang Saham Utama Application of Public Company
Direksi dan Pengendali Governance Guidelines
Relationship Between Board of Information on Major and 720. Asesmen Tata Kelola Perusahaan
Commissioners and Board of Directors Controlling Shareholders Assessment of Good Corporate
584. Organ dan Komite di Bawah Dewan 644. Akuntan Publik Governance
Komisaris Public Accountant 731. Asean Corporate Governance
Organs and Committees Under the Scorecard
648. Manajemen Risiko
Board of Commissioners Asean Corporate Governance
Risk Management Scorecard
584. Sekretaris Dewan Komisaris
670. Sistem Pengendalian Internal 734. Asesmen Atas Implementasi Kriteria
Secretary of the Board of
Commissioners Internal Control System Penilaian Kinerja Unggul
589. Komite Audit 676. Perkara Penting Assessment or Implementation

Important Legal Cases Criteria of Superior Performance
Audit Committee Assessment
601. Komite Nominasi, Remunerasi dan 683. Akses Informasi dan Data
Risiko Perusahaan
Nomination, Remuneration and Risk Access to Company’s Information

Committee and Data
Gerbang Tol Cengkareng
Jalan Tol Dalam Kota
KERANGKA PENERAPAN TATA KELOLA PERUSAHAAN
Good Corporate Governance Implementation Framework

Governance Structure
• Organ Utama
• Organ Pendukung
• Infrastruktur
• Main Organs
• Supporting Organs
• Infrastructures
Governance Process
Profil Perusahaan
Company Profile
• Komitmen Terhadap Penerapan Tata Kelola

Perusahaan yang Baik Secara Berkelanjutan
• Pemegang Saham dan RUPS/Pemilik Modal
• Tanggung Jawab Dewan Komisaris
• Tanggung Jawab Direksi
• Pengungkapan Informasi dan Transparansi
• Commitment to Sustainable Implementation of Good

Corporate Governance
• Shareholders and GMS/Capital Owners
• Responsibilities of the Board of Commissioners
• Responsibilities of the Board of Directors
• Information Disclosure and Transparency
Governance Outcome
• Mengoptimalkan nilai Perseroan sehingga memiliki daya saing yang kuat, baik secara nasional maupun internasional
• Mendorong pengelolaan Perseroan secara profesional efisien dan efektif dan meningkatkan kemandirian Organ
Perseroan
• Mendorong Organ Perseroan dalam membuat keputusan dan menjalankan tindakan dilandasi nilai moral yang tinggi
dan kepatuhan terhadap peraturan perundang-undangan, serta kesadaran akan adanya tanggung jawab sosial
Perseroan terhadap pemangku kepentingan maupun kelestarian lingkungan hidup
• Meningkatkan kontribusi Perseroan dalam perekonomian nasional
• Meningkatkan iklim yang kondusif bagi perkembangan investasi nasional
• Optimizing the value of the Company to make it have strong competitiveness, both nationally and internationally
• Encouraging professional management of the Company efficiently and effectively and increase the independence of the
Company's Organs
• Pushing the Company's Organs to make decisions and take actions based on high moral values and compliance with laws and
regulations, as well as awareness of the Company's social responsibility towards stakeholders and environmental sustainability
• Increasing the Company's contribution to the national economy
• Actively participating in the development of conducive climate for national investment
Human Capital
Modal Insani
PRINSIP GCG
GCG Principles

ACCOUNTABILITY INDEPENDENCY
TRANSPARENCY RESPONSIBILITY FAIRNESS
Jasa Marga menjamin pengungkapan informasi materiil dan relevan mengenai kinerja, kondisi

keuangan dan informasi lainnya secara jelas, memadai, akurat, dapat dibandingkan dan tepat

waktu serta mudah diakses oleh Stakeholders sesuai dengan haknya. Prinsip keterbukaan ini tidak
mengurangi kewajiban untuk melindungi informasi rahasia mengenai Perseroan dan Pelanggan
serta Mitra Kerja sesuai dengan peraturan perundangan-undangan yang berlaku.
Jasa Marga guarantees the disclosure of material and relevant information regarding performance,
TRANSPARENCY financial condition and other information that is clear, adequate, accurate, comparable timely and
easily to access by stakeholders in accordance with their rights. This transparency principle does
not reduce the obligation to protect confidential information about the Company as well as its
Customers and Business Partners in accordance with applicable laws and regulations.
Jasa Marga menjamin kejelasan fungsi, hak, kewajiban, wewenang, dan pertanggungjawaban

Jajaran Perseroan yang memungkinkan pengelolaan Perseroan terlaksana secara efektif.

Akuntabilitas merujuk kepada kewajiban seseorang atau organ kerja Perseroan yang berkaitan
A
dengan pelaksanaan wewenang yang dimilikinya dan/atau pelaksanaan tanggung jawab yang
dibebankan oleh Perseroan kepadanya. Tiap kegiatan dapat diukur tanggung jawab dan ketepatan
waktunya.
Jasa Marga guarantees the clarity of functions, rights, obligations, authority, and accountability of
the Company's Board of Directors which enables the Company's management to be carried out
ACCOUNTABILITY
effectively. Accountability refers to the obligations of a person or work organ of the Company
relating to the exercise of authority entitled to the person/organ and/or the implementation of the
responsibilities imposed by the Company on the person/organ. Each activity can be measured its
responsibility and timeliness.

Jasa Marga menjamin kesesuaian dalam melaksanakan aktivitas bisnisnya berdasarkan prinsip

korporasi yang sehat, pemenuhan kewajiban terhadap Pemerintah sesuai peraturan yang berlaku,
R
bekerja sama secara aktif untuk manfaat bersama dan berusaha untuk dapat memberikan
kontribusi yang nyata kepada masyarakat.
Jasa Marga guarantees the clarity of functions, rights, obligations, authority, and accountability of
the Company's Board of Directors which enables the Company's management to be carried out
effectively. Accountability refers to the obligations of a person or work organ of the Company
RESPONSIBILITY relating to the exercise of authority entitled to the person/organ and/or the implementation of the
responsibilities imposed by the Company on the person/organ. Each activity can be measured its
responsibility and timeliness.
I
Jasa Marga menjamin pengelolaan Perseroan secara profesional tanpa benturan kepentingan
dan pengaruh/tekanan dari pihak manapun yang tidak sesuai dengan peraturan perundangan-
undangan yang berlaku dan prinsip-prinsip korporasi yang sehat.
Jasa Marga guarantees suitability in carrying out its business activities based on sound corporate
principles, fulfilling obligations to the Government in accordance with applicable regulations,
INDEPENDENCY actively cooperating for mutual benefits and striving to make a real contribution to the community.
F
Jasa Marga menjamin perlakuan yang adil dan setara dalam memenuhi hak-hak Stakeholders
berdasarkan ketentuan dan peraturan perundangan-undangan yang berlaku.
Jasa Marga guarantees the management of the Company is performed in a professional manner
without conflict of interest and influence/pressure from any party which is against the applicable
FAIRNES laws and regulations and sound corporate principles.
TUJUAN PENERAPAN GCG JASA MARGA

Purpose of Jasa Marga GCG Implementation
Berdasarkan Pedoman Tata Kelola Perusahaan (Code of

Based on the Code of Corporate Governance as outlined

Corporate Governance) yang dituangkan dalam Keputusan on the Board Directors Decree No. 125/KPTS/2019 dated
Direksi No. 125/KPTS/2019 tanggal 31 Desember 2019, 31 December 2019, the objectives of implementing GCG
tujuan penerapan GCG di Jasa Marga adalah sebagai berikut: in Jasa Marga are as follows:
1. Mengendalikan dan mengarahkan hubungan 1. Controlling and directing the relationship between
antara Pemegang Saham, Dewan Komisaris, Direksi, the Shareholders, Board of Commissioners, Board of
Karyawan, Pengguna Jalan Tol/Pelanggan Lainnya, Directors, Employees, Toll Road Users/Other Customers,
Mitra Usaha, Kreditur/Investor, serta Masyarakat dan Business Partners, Creditors/Investors and the
Lingkungan. Community and Environment.
2. Mendorong dan mendukung pengembangan, 2. Encouraging and supporting the development, risk
pengelolaan risiko Perseroan secara lebih hati-hati management of the Company to be more prudently,
(prudent), akuntabel, dan bertanggung jawab sejalan accountably, and responsibly in line with GCG
dengan prinsip-prinsip GCG. principles.
Profil Perusahaan
Company Profile
3. Memaksimalkan nilai Perusahaan agar Perseroan 3. Maximizing the value of the Company to make it
memiliki daya saing yang kuat, baik secara nasional have strong competitiveness, both nationally and
maupun internasional. internationally.
4. Memberdayakan fungsi dan kemandirian masing- 4. Empowering the function and independency of each of
masing Organ Perseroan. the Company's Organs.
5. Mendorong pengelolaan Perseroan secara profesional, 5. Encouraging professional, effective and efficient
efektif dan efisien demi tercapainya Visi dan Misi
management of the Company in order to realize the

Perseroan. Company's Vision and Mission.
6. Mendorong agar pengelola Perseroan dalam membuat 6. Pushing the management of the Company to make
keputusan dan menjalankan tindakan dilandasi nilai decisions and take actions based on high moral
moral yang tinggi dan kepatuhan terhadap peraturan values and compliance with applicable laws and
perundangan-undangan yang berlaku serta kesadaran regulations as well as awareness of corporate social
akan adanya tanggung jawab sosial Perusahaan. responsibility.
7. Meningkatkan pertanggungjawaban kepada Stakeholders. 7. Increasing accountability to stakeholders.
8. Mencegah terjadinya penyimpangan dalam pengelolaan 8. Preventing irregularities in the management process of
Perseroan. the Company.
9. Meningkatkan citra Perseroan (image) yang semakin baik. 9. Enhancing the Company's image to make it better.
10. Meningkatkan kontribusi Perseroan dalam

10. Improving the Company's contribution to the national

perekonomian nasional. economy.
GOVERNANCE STRUCTURE
Jasa Marga telah memiliki governance structure yang Jasa Marga has set up an effective governance structure
efektif yang terdiri dari organ Perseroan dan infrastruktur that consists of the Company's organs and governance
tata kelola berupa kebijakan-kebijakan internal agar proses infrastructure in the form of internal policies so that the process
penerapan prinsip tata kelola yang baik menghasilkan of applying good governance principles produces outcomes
outcome yang sesuai dengan harapan pemangku that are in line with the expectations of the stakeholders. The
kepentingan (stakeholders). Organ Perseroan meliputi Company's organs are the Main Organs, namely the General
Organ Utama yakni Rapat Umum Pemegang Saham, Meeting of Shareholders, Boar of Directors and Board of
Direksi dan Dewan Komisaris serta Organ Pendukung Commissioners; and Supporting Organs of the committees
yakni Komite-komite Dewan Komisaris (Komite Audit serta under the Board of Commissioners (Audit Committee and
Komite Nominasi, Remunerasi, dan Risiko), komite-komite Nomination, Remuneration and Risk Committee) and the
di bawah Direksi (Komite Manajemen Risiko dan Komite committees under the Board of Directors (Risk Management
Pengarah Teknologi Informasi) serta organ pendukung Committee and Steering Committee Information Technology)
Direksi lainnya seperti Unit Internal Audit dan satuan and other supporting organs of the Board of Directors
kerja Perseroan lainnya. Dalam mendukung efektivitas such as Internal Audit Unit and the Company’s work units.
pelaksanaan tanggung jawab Organ Perseroan, Jasa Marga In supporting the effectiveness of the implementation of
juga memiliki berbagai infrastruktur (Kebijakan Internal) the organs’ responsibilities, Jasa Marga also has various
yang meliputi kebijakan dan prosedur, sistem informasi infrastructures (internal policies) which include policies and
manajemen serta tugas pokok dan fungsi masing-masing procedures, management information systems as well as the
struktur organisasi. main tasks and functions of each organizational structure.
Human Capital
Modal Insani
STRUKTUR ORGAN PERUSAHAAN
Corporate Organ Structure

Bagan Struktur Tata Kelola
Chart of Governance Structure
Dewan Komisaris

Board of Rapat Umum Pemegang Saham Direksi

General Meeting of Shareholders Board of Directors
Commissioner
Komite Audit
Audit
Committee Komite
Corporate Manajemen
Komite Nominasi, Secretary Resiko
Remunasi dan Resiko
Risk Management
Nomination,
Risk and Quality Corporate Committee
Remuneration and Legal and
Risk Committee Internal Audit Management Finance

Compliance Group Group Komite Pengarah

Teknologi
Sekretaris Informasi
Dewan Komisaris • Risk Management Investor Information
Board of Commissioners • Governance and Relations Technology Steering
Secretary Compliance
Committee
Sesuai dengan Undang-Undang No. 40 tahun 2007 Bab To comply with Law No. 40 of 2007 Chapter I regarding

I mengenai Ketentuan Umum Pasal 1, Organ Perseroan General Provisions Article 1, the Company's Organs consist

terdiri dari Rapat Umum Pemegang Saham, Direksi dan of General Meeting of Shareholders, Board of Directors and
Dewan Komisaris. Board of Commissioners.
• Rapat Umum Pemegang Saham (RUPS) adalah Organ • General Meeting of Shareholders (GMS) is a Company
Perseroan yang mempunyai wewenang yang tidak organ that has the authority not granted to the Board
diberikan kepada Direksi atau Dewan Komisaris dalam of Directors or the Board of Commissioners within
batas yang ditentukan dalam Undang-Undang dan/ the limits specified in the Law and/or Articles of
atau Anggaran Dasar. Association.
• Direksi adalah Organ Perseroan yang berwenang dan • Board of Directors is a Company Organ that is authorized
bertanggung jawab penuh atas pengurusan Perseroan and fully responsible for the management of the Company
untuk kepentingan Perseroan, sesuai dengan maksud for the interests of the Company, in accordance with the
dan tujuan Perseroan serta mewakili Perseroan, baik goals and objectives of the Company and representing the
di dalam maupun di luar pengadilan sesuai dengan Company, both inside and outside the court in accordance
ketentuan Anggaran Dasar. with the provisions of the Articles of Association.
• Dewan Komisaris adalah Organ Perseroan yang • Board of Commissioners is a Company organ
bertugas melakukan pengawasan secara umum dan/ that is responsible for conducting general and/or
atau khusus sesuai dengan Anggaran Dasar serta specific supervision in accordance with the Articles
memberi nasihat kepada Direksi. of Association and providing advice to the Board of
Directors.
GOVERNANCE SOFT STRUCTURE

Anggaran Dasar
Articles of Association
Threshold
(Batasan dan/Kewenangan Dewan)
(Limits and/or Authority of the Board)
Board Manual
Pedoman Tata Kelola Perusahaan

Corporate Governance Guidelines
Pedoman Prilaku Pedoman Whistleblowing System

Profil Perusahaan
Company Profile
Code Code of Conduct Whistleblowing System Guidelines
Pedoman Benturan Kepentingan Pedoman Penanganan Gratifikasi

Conflict of Interest Guidelines Guidelines for Handling Gratifications
Kebijakan lainnya Standar Operasional Prosedur

Other Policies Standard Operating Procedure
Jasa Marga memiliki Governance Soft Structure yang Jasa Marga’s Governance Soft Structure has been prepared
telah disusun dan diterapkan bagi seluruh Insan Jasa and applied to all Jasa Marga employees as a guide in
Marga sebagai pedoman dalam menjalankan kegiatan carrying out daily operational activities. The Governance
operasional sehari-hari. Adapun Governance Soft Structure Soft Structure of Jasa Marga includes:
yang dimiliki Jasa Marga, antara lain:
1. Anggaran Dasar Perusahaan sebagaimana dinyatakan 1. Articles of Association of the Company as stated
dalam Akta Pernyataan Keputusan Rapat Nomor: 14 in the Deed of Decree of Meeting No. 14: June 18,
tanggal 18 Juni 2019 yang dibuat di hadapan Ir. Nanette 2019 made before Ir. Nanette Cahyanie Handari Adi
Cahyanie Handari Adi Warsito, SH, Notaris di Jakarta

Warsito, SH, a notary in Jakarta following the letter

berikut surat Penerimaan Pemberitahuan Perubahan of acceptance of the Notification of Amendments to
Anggaran Dasar dari Direktur Jenderal Administrasi the Articles of Association from the Director General of
Hukum Umum Kementerian Hukum dan HAM Nomor: General Law Administration of the Ministry of Law and
AHU-0031818.AH.01.02 Tahun 2019 tanggal 20 Human Rights Number: AHU-0031818.AH.01.02 Year
Juni 2019 dan telah didaftar dalam Daftar Perseroan 2019 dated June 20, 2019 and has been registered
Nomor: AHU-0095136.AH.01.11. Tahun 2019 tanggal in the Company Register Number: AHU-0095136.
20 Juni 2019. AH.01.11. Year 2019 dated June 20, 2019.
2. Keputusan Direksi PT Jasa Marga (Persero) Tbk., di 2. Decisions of the Board of Directors of PT Jasa Marga
antaranya adalah: (Persero) Tbk., including:
a. Keputusan Direksi No. 197/KPTS/2011 tentang a. Decision of the Board of Directors No. 197/
Pedoman Pelaksanaan Rapat Direksi PT Jasa KPTS/2011 concerning Guidelines for Implementing
Marga (Persero) Tbk. Directors' Meetings of PT Jasa Marga (Persero) Tbk.
b. Keputusan Direksi No. 43/KPTS/2015 tentang b. Decision of the Board of Directors No. 43/
Laporan Harta Kekayaan Penyelenggara Negara KPTS/2015 regarding Statements of Assets of
di Lingkungan Perusahaan. State Administrators in the Company.
c. Keputusan Direksi No. 129/KPTS/2017 tentang c. Decision of the Board of Directors No. 129/
Pedoman Penanganan Gratifikasi PT Jasa Marga KPTS/2017 pertaining Guidelines for Handling
(Persero) Tbk. Gratification at PT Jasa Marga (Persero) Tbk.
d. Keputusan Direksi No. 128/KPTS/2017 tentang d. Decision of the Board of Directors No. 128/
Pedoman Benturan Kepentingan (Conflict of KPTS/2017 concerning Guidelines for Dealing with
Interest) PT Jasa Marga (Persero) Tbk. Conflict of Interest at PT Jasa Marga (Persero) Tbk.
Human Capital
Modal Insani
e. Board Manual Dewan Komisaris dan Direksi PT e. Board Manual of the Board of Commissioners
Jasa Marga (Persero) Tbk yang telah disahkan and Board of Directors of PT Jasa Marga (Persero)
pada tanggal 2 Januari 2018. Tbk, which was approved on January 2, 2018.
f. Keputusan Direksi No.150/KPTS/2018 tentang f. Decision of the Board of Directors No.150/KPTS/2018
Visi, Misi PT Jasa Marga (Persero) Tbk. regarding Vision, Mission of PT Jasa Marga (Persero) Tbk.
g. Keputusan Direksi No. 70/KPTS/2018 tentang g. Decision of the Board of Directors No. 70/KPTS/2018
Tata Nilai PT Jasa Marga (Persero) Tbk. concerning Values of PT Jasa Marga (Persero) Tbk.

h. Keputusan Bersama Direksi dan Dewan Komisaris h. Joint Decree of the Board of Directors and Board

No. KEP-176/XII/2018 dan No. 143/KPST/2018 of Commissioners No. KEP-176/XII/2018 and No.
tentang Pedoman Whistleblowing System PT 143/KPST/2018 pertaining Guidelines of PT Jasa
Jasa Marga (Persero) Tbk. Marga (Persero) Tbk's Whistleblowing System.
i. Keputusan Direksi No. 89/KPTS/2019 tentang i. Decree of the Board of Directors No. 89/
Struktur Organisasi PT Jasa Marga (Persero) KPTS/2019 regarding Organizational Structure of
Tbk. PT Jasa Marga (Persero) Tbk.
j. Keputusan Direksi No. 91/KPTS/2019 tentang j. Decision of the Board of Directors No. 91/KPTS/2019
Pembagian Tugas dan Wewenang Direksi PT Jasa concerning the Division of Duties and Authorities of
Marga (Persero) Tbk. the Directors of PT Jasa Marga (Persero) Tbk.
k. Keputusan Direksi No. 122/KPTS/2019 k. Decision of the Board Directors No. 122/

tentang Tim Pengelolaan Whistleblowing KPTS/2019 regarding the Whistleblowing System

System. Management Team.
l. Keputusan Direksi No. 126/KPTS/2019 tentang l. Decision of the Board of Directors No. 126/
Pedoman Tata Perilaku (Code of Conduct) PT Jasa KPTS/2019 concerning Code of Conduct
Marga (Persero) Tbk. Guidelines of PT Jasa Marga (Persero) Tbk.
m. Keputusan Direksi No. 125/KPTS/2019 tentang m. Decision of the Board of Directors No. 125/
Pedoman Tata Kelola Perusahaan (Code of Corporate KPTS/2019 pertaining PT Jasa Marga (Persero)
Governance) PT Jasa Marga (Persero) Tbk. Tbk's Code of Corporate Governance.
Soft-structure merupakan aspek penting dalam implementasi Soft-structure is an important aspect in implementing
GCG, karena soft-structure GCG akan menjadi living GCG because it acts as a living document for employees of

document bagi segenap jajaran dan tingkatan organisasi di all levels of organization in a company

suatu Perusahaan.
Deskripsi
Soft Structure
Description
Anggaran Dasar Gambaran mekanisme kerja dan dijadikan sebagai dasar atau sumber peraturan/hukum bagi Perseroan dalam menjalankan
Articles of Association aktivitas-aktivitasnya.
Work mechanism outline and used as a basis or source of regulations/laws for the Company in carrying out its activities.
Threshold Batasan dan/atau kriteria tindakan Direksi yang memerlukan persetujuan Dewan Komisaris/Pemegang Saham Seri A
Dwiwarna dan RUPS.
Limits and/or criteria for actions by the Board of Directors that require the approval of the Dwiwarna Series A Series
Shareholders and the GMS.
Board Manual Kompilasi dari praktik-praktik pengelolaan Perusahaan yang bersumber dari regulasi (Undang Undang/Peraturan),
Anggaran Dasar dan best practices yang disepakati bersama dalam rangka implementasi GCG. Board Manual digunakan
oleh Organ-organ Perseroan yang berfungsi melakukan pengawasan dan pengelolaan Perseroan, yakni Direksi dan Dewan
Komisaris.
Compilation of Company management practices based on applicable laws/regulations, Articles of Association and best
practices agreed upon in the context of GCG implementation. The Board Manual is used by the Company's organs whose
function is to supervise and manage the Company, namely the Board of Directors and the Board of Commissioners.
Code of Corporate Sekumpulan nilai dan praktik Perseroan yang menjadi suatu pedoman bagi Organ Perusahaan dan Manajemen dalam
Governance (COCG) mengelola Perseroan yang di dalamnya memuat prinsip-prinsip GCG yang selaras dengan peraturan perundangan-
undangan, tujuan, isi dan Misi serta nilai-nilai Perseroan.
A set of Company values and practices that serve as a guideline for the Company’s Organs and Management in managing
the Company which includes GCG principles that are in line with the applicable laws and regulations, objectives, vision and
mission as well as the Company's values.
Deskripsi
Soft Structure
Description
Code of Conduct (COC) Sistem nilai atau norma yang dianut oleh seluruh Insan Jasa Marga dalam melaksanakan tugasnya yang di dalamnya
memuat etika bisnis dan perilaku seluruh Insan Jasa Marga dalam mencapai tujuan, Visi dan Misi Perseroan antara lain
etika hubungan antara Perseroan dengan Karyawan, Pengguna Jalan Tol, Pemegang Saham, Pemasok, Kreditur/Investor,
Pemerintah, Mitra Usaha, Pesaing, Media Massa, Masyarakat dan Lingkungannya.
The value system or norms adopted by all Jasa Marga employees in carrying out their duties which include business ethics
and the behavior of all Jasa Marga employees in achieving the goals, Vision and Mission of the Company including the
relationship ethics between the Company and Employees, Toll Road Users, Shareholders, Suppliers, Creditors/Investors,
Government, Business Partners, Competitors, Mass Media, Society and the Environment.
Pakta Integritas Surat pernyataan yang ditandatangani oleh Dewan Komisaris, Direksi, dan Karyawan Perseroan, yang berisi ikrar untuk
Integrity Pact menerapkan prinsip-prinsip Tata Kelola Perusahaan yang Baik dalam menjalankan tugas dan tanggung jawabnya.
Statement letter signed by the Board of Commissioners, Board of Directors and Employees of the Company, containing a
pledge to apply the principles of Good Corporate Governance in executing their duties and responsibilities.
Pedoman Penanganan Pedoman bagi Insan Jasa Marga untuk memahami, mencegah dan menanggulangi Benturan Kepentingan di Perseroan.
Benturan Kepentingan Guidelines for Jasa Marga employees to understand, prevent and overcome Conflicts of Interest in the Company.
Guidelines for Handling
Conflicts of Interest
Pedoman Penanganan Pedoman bagi Insan Jasa Marga untuk memahami, mencegah dan menanggulangi Gratifikasi di Perseroan.
Profil Perusahaan
Company Profile
Gratifikasi Guidelines for Jasa Marga employees to understand, prevent and overcome Gratification in the Company.
Guidelines for Dealing with
Gratification
Pedoman Whistleblowing Pedoman bagi Insan Jasa Marga dalam mencegah dan mendeteksi potensi pelanggaran di Perseroan.
System Guidelines for Jasa Marga employees in detecting and preventing potential violations from happening in the Company.
Guidelines for Whistleblowing
System
Piagam Komite di Bawah Memiliki peran sebagai panduan bagi Komite Audit dan Komite Nominasi, Remunerasi dan Risiko dalam pelaksanaan
Dewan Komisaris tugas sebagai organ pendukung Dewan Komisaris. Karakteristik Piagam Komite ini bersifat fleksibel dan dilakukan sesuai
Charter of Committees Under kebutuhan. Isi Piagam Komite antara lain: tugas dan tanggung jawab sera wewenang, komposisi, struktur dan persyaratan
the Board of Commissioners keanggotaan, tata cara dan prosedur kerja, kebijakan penyelenggaraan rapat, sistem pelaporan kegiatan, ketentuan
mengenai penanganan/kajian suatu masalah dan pelaporannya, serta masa penugasannya.
Its role is to guide the Audit Committee and the Nomination, Remuneration and Risk Committee in carrying out their
duties as a supporting organ of the Board of Commissioners. The characteristics of this committee charter are flexible
and is done according to the needs. The contents of the Committee Charter include: duties and responsibilities as well
as authority, composition, structure and membership requirements, work procedures, policies for organizing meetings,
activity reporting systems, provisions regarding handling/reviewing a problem and reporting it, as well as the assignment
period.
Piagam Internal Audit Berperan untuk meningkatkan fungsi pengendalian yang terintegrasi di lingkup Perseroan dan memastikan kegiatan
(Internal Audit Charter) operasional telah dijalankan dengan baik sesuai dengan aturan main yang berlaku.
Internal Audit Charter Serving to improve integrated control functions within the Company and to ensure that operational activities are carried
out properly abiding by the applicable rules of the game.

Kebijakan Tata Kelola Panduan pengelolaan Teknologi Informasi yang standar secara menyeluruh, sesuai lingkup kebutuhan bisnis Perseroan dan
Teknologi Informasi memenuhi kepatuhan terhadap peraturan yang berlaku.
Policy of Information Information technology management guidelines with comprehensive standard in accordance with the scope of the
Technology Governance Company's business needs and compliance with applicable regulations.
Kebijakan Manajemen Risiko Komitmen untuk penerapan manajemen risiko di seluruh organisasi secara luas dan terintegrasi, dalam rangka menunjang
Policy of Risk Management kepastian pencapaian Sasaran Jangka Panjang Perusahaan dan sebagai kerangka penerapan manajemen risiko secara
sistematis dan terukur sesuai persyaratan internasional.
Commitment to the implementation of risk management throughout the organization broadly and integratedly, in order
to support the certainty in achieving the Company's Long-Term Goals and as a framework for the implementation of risk
management systematically and meeting the international requirements.
GOVERNANCE PROCESS
Pelaksanaan GCG yang diimplementasikan Perseroan The implementation of GCG by the Company is based on
didasarkan pada Peraturan Menteri Negara BUMN the Minister of SOEs Regulation No. PER-01/MBU/2011
No.PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang dated August 1, 2011 concerning the Implementation
Penerapan Tata Kelola Perusahaan yang Baik pada of Good Corporate Governance in SOEs amended by
BUMN dan perubahannya No. PER-09/MBU/2012 yang Regulation No. PER-09/MBU/2012 which states that
menyebutkan bahwa “BUMN wajib melaksanakan "SOEs are required to carry out Company operations
operasional Perusahaan dengan berpegang pada by adhering to GCG principles, namely transparency,
prinsip-prinsip GCG yaitu transparansi, akuntabilitas, accountability, responsibility, independency and
responsibilitas, independensi dan kewajaran”. fairness".
Human Capital
Modal Insani
Standar implementasi GCG di Perseroan terutama The implementation standards of GCG in the Company
mengacu pada Keputusan Sekretaris Kementerian Badan mainly refers to the Decree of the Secretary of the Ministry
Usaha Milik Negara Nomor: SK-16/S.MBU/2012 tanggal of State-Owned Enterprises (SOEs) Number: SK-16/S.
6 Juni 2012 tentang Indikator/Parameter Penilaian dan MBU/2012 dated June 6, 2012 regarding Indicators/
Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik Parameters of Assessment and Evaluation of the
(Good Corporate Governance) pada BUMN. Implementation of Good Corporate Governance at SOEs.
Standar penerapan GCG tersebut meliputi: The GCG implementation standards include:

1. Aspek Komitmen Terhadap Penerapan Tata Kelola 1. Aspect of Commitment to Sustainable Implementation
Perusahaan yang Baik Secara Berkelanjutan. of Good Corporate Governance.
2. Aspek Pemegang Saham dan RUPS/Pemilik Modal. 2. Aspect of Shareholders and GMS/Capital Owners.
3. Aspek Dewan Komisaris/Dewan Pengawas. 3. Aspect of Board of Commissioners/Board of Trustees.
4. Aspek Direksi. 4. Aspect of Board of Directors.
5. Aspek Pengungkapan Informasi dan Transparansi. 5. Aspect of Information Disclosure and Transparency.
6. Aspek lainnya yang antara lain meliputi pelaporan 6. Other aspects which include the reporting sustainability
keberlanjutan dan kemampuan Perseroan sebagai and the ability of the Company as a benchmark in its
benchmark dalam bidangnya. business field.

GOVERNANCE OUTCOME
Efektivitas penerapan GCG tercermin dari governance The effectiveness of GCG implementation is reflected in
outcome yang telah diperoleh. Perseroan dan para pemangku the governance outcomes obtained. The Company and
kepentingan telah mendapatkan manfaat dari penerapan its stakeholders have benefited from the implementation
GCG dengan dicapainya kinerja keuangan maupun of GCG by achieving good financial and operational
operasional yang baik di tahun 2019 sebagai berikut: performance in 2019 as follows:

Penambahan
EBITDA ruas jalan tol
EBITDA increased by beroperasi Additional
meningkat length of toll
roads operated
14,11% 162 Km reached
Pemenang II
Total Aset Annual Report
tumbuh Award 2018
Kategori BUMN Non
Total assets
Keuangan Listed
increased by
Winner II of the
2018 Annual Report
20,94% Award for Non
GCG
Financial Listed
SOEs
Skor penilaian
Pendapatan tol GCG 98,06 di tahun
meningkat 2019, naik dari
Toll operating 97,82 di tahun
revenues increased by 2018
GCG assessment
12,11% score of 98.06 in
2019, up from
97.82 in 2018
DASAR PENERAPAN TATA KELOLA PERUSAHAAN

Legal Basis of Good Corporate Governance Implementation

Pelaksanaan Tata Kelola Perusahaan yang Baik di Jasa Marga The implementation of Good Corporate Governance in
mengacu kepada beberapa aturan formal yang menjadi Jasa Marga is referring to the legal basis of the following
landasan bagi Perseroan dalam penerapan GCG, yaitu: laws and regulations:
1. Undang-Undang Republik Indonesia, di antaranya adalah: 1. Laws of the Republic of Indonesia, including:
a. Undang-Undang Nomor 8 Tahun 1995 tanggal 10 a. Law Number 8 of 1995 dated November 10, 1995
November 1995 tentang Pasar Modal. concerning the Capital Market.
b. Undang-Undang Nomor 31 Tahun 1999 tanggal b. Law Number 31 of 1999 dated August 16, 1999
16 Agustus 1999 tentang Pemberantasan Tindak regarding Eradication of Corruption amended by
Pidana Korupsi dan Perubahannya Nomor 20 Tahun Law Number 20 of 2001 dated November 21,
2001 tanggal 21 November 2001. 2001.
c. Undang-Undang Nomor 19 Tahun 2003 tanggal 19 c. Law Number 19 Year 2003 dated June 19, 2003
Profil Perusahaan
Juni 2003 tentang Badan Usaha Milik Negara. pertaining State Owned Enterprises.
Company Profile
d. Undang-Undang Nomor 38 Tahun 2004 tanggal 18 d. Law No. 38 of 2004 dated October 18, 2004 about
Oktober 2004 tentang Jalan. Roads.
e. Undang-Undang Nomor 40 Tahun 2007 tanggal 16 e. Law Number 40 Year 2007 dated August 16, 2007
Agustus 2007 tentang Perseroan Terbatas. concerning Limited Liability Companies.
f. Undang-Undang Nomor 11 Tahun 2008 tanggal f. Law Number 11 Year 2008 dated April 21, 2008
21 April 2008 tentang Informasi dan Transaksi regarding Information and Electronic Transactions
Elektronik dan Perubahannya Nomor 19 Tahun amended by Law Number 19 Year 2016 dated
2016 tanggal 25 November 2016. November 25, 2016.
g. Undang-Undang Nomor 14 Tahun 2008 tanggal 30 g. Law Number 14 of 2008 dated April 30, 2008
April 2008 tentang Keterbukaan Informasi Publik. concerning Disclosure of Public Information.
h. Undang-Undang Nomor 22 Tahun 2009 tanggal 22 h. Law No. 22/2009 dated June 22, 2009 pertaining
Juni 2009 tentang Lalu Lintas dan Angkutan Jalan. Road Traffic and Transport.
i. Undang-Undang Nomor 8 Tahun 2010 tanggal i. Law Number 8 of 2010 dated October 22, 2010
22 Oktober 2010 tentang Pencegahan dan about Prevention and Eradication of Money
Pemberantasan Tindak Pidana Pencucian Uang. Laundering Crimes.
2. Peraturan Pemerintah, di antaranya adalah: 2. Government Regulations, including:

a. Peraturan Pemerintah Nomor 12 Tahun 1998 a. Government Regulation Number 12 of 1998

tanggal 17 Januari 1998 tentang Perusahaan dated January 17, 1998 concerning state-owned
Perseroan (Persero) dan Perubahannya Nomor 45 enterprises (Persero) amended by Regulation
Tahun 2001 tanggal 5 Juni 2001. Number 45 of 2001 dated June 5, 2001.
b. Peraturan Pemerintah Nomor 15 Tahun 2005 b. Government Regulation Number 15 of 2005 dated
tanggal 21 Maret 2005 tentang Jalan Tol March 21, 2005 concerning Toll Roads with the
sebagaimana diubah terakhir dengan Nomor 43 latest amendment on Regulation Number 43 of
Tahun 2013 tanggal 29 Mei 2013. 2013 dated May 29, 2013.
c. Peraturan Pemerintah Nomor 45 Tahun 2005 c. Government Regulation Number 45 of 2005
tanggal 25 Oktober 2005 tentang Pendirian, dated 25 October 2005 regarding Establishment,
Pengawasan dan Pembubaran Badan Usaha Milik Supervision and Disbanding of State-Owned
Negara. Enterprises.
3. Peraturan Menteri Badan Usaha Milik Negara, di 3. Regulations of the Minister of State-Owned Enterprises,
antaranya adalah: including:
a. Peraturan Menteri Negara Badan Usaha Milik Negara a. Regulation of the Minister of State Owned
Nomor: PER-01/MBU/2011 tanggal 01 Agustus 2011 Enterprises Number: PER-01/MBU/2011 dated
tentang Penerapan Tata Kelola Perusahaan Yang August 1, 2011 concerning Implementation of
Baik (Good Corporate Governance) Pada Badan Good Corporate Governance in State-Owned
Usaha Milik Negara dan Perubahannya Nomor: PER- Enterprises amended by Regulation Number: PER-
09/MBU/2012 tanggal 6 Juli 2012. 09/MBU/2012 dated July 6, 2012.
Human Capital
Modal Insani
b. Peraturan Menteri Negara Badan Usaha Milik b. Regulation of the State Minister for State-Owned
Negara Nomor: PER-12/MBU/2012 tanggal 24 Enterprises Number: PER-12/MBU/2012 dated
Agustus 2012 tentang Organ Pendukung Dewan August 24, 2012 regarding Supporting Organs for
Komisaris/Dewan Pengawas Badan Usaha Milik the Board of Commissioners/Supervisory Board of
Negara. State-Owned Enterprises.
c. Peraturan Menteri Badan Usaha Milik Negara c. Regulation of the Minister of State-Owned
Nomor: PER-04/MBU/2014 tanggal 10 Maret Enterprises Number: PER-04/MBU/2014 dated March
2014 tentang Pedoman Penetapan Penghasilan 10, 2014 pertaining Guidelines for Determining

Direksi, Dewan Komisaris, dan Dewan Pengawas the Remuneration of Board of Directors, Board of

Badan Usaha Milik Negara dan Perubahannya Commissioners, and Board of Trustees of State-
Nomor: PER-02/MBU/06/2016 tanggal 20 Juni Owned Enterprises amended by Regulation Number:
2016. PER-02/MBU/06/2016 dated June 20, 2016.
d. Peraturan Menteri Badan Usaha Milik Negara d. Regulation of the Minister of State-Owned
Nomor: PER-05/MBU/2014 tanggal 17 Maret Enterprises Number: PER-05/MBU/2014 dated
2014 tentang Program Pengendalian Gratifikasi March 17, 2014 about Gratification Control
di Lingkungan Kementerian Badan Usaha Milik Program in the Ministry of State-Owned
Negara. Enterprises.
e. Peraturan Menteri Badan Usaha Milik Negara e. Regulation of the Minister of State-Owned
Nomor: PER-01/MBU/01/2015 tanggal 14 Januari Enterprises Number: PER-01/MBU/01/2015 dated

2015 tentang Pedoman Penanganan Benturan January 14, 2015 concerning Guidelines for

Kepentingan di Lingkungan Kementerian Badan Handling Conflicts of Interest in the Ministry of
Usaha Milik Negara. State-Owned Enterprises.
f. Peraturan Menteri Badan Usaha Milik Negara f. Regulation of the Minister of State Owned
Nomor: PER-02/MBU/02/2015 tanggal 17 Enterprises Number: PER-02/MBU/02/2015 dated
Februari 2015 tentang Persyaratan dan Tata Cara February 17, 2015 regarding Requirements
Pengangkatan dan Pemberhentian Anggota and Procedures for Appointing and Dismissing
Dewan Komisaris dan Dewan Pengawas Badan Members of the Board of Commissioners and
Usaha Milik Negara. Board of Trustees of State-Owned Enterprises.
g. Peraturan Menteri Badan Usaha Milik Negara g. Regulation of the Minister of State-Owned Enterprises
Nomor: PER-03/MBU/02/2015 tanggal 17 Number: PER-03/MBU/02/2015 dated February

Februari 2015 tentang Persyaratan, Tata Cara 17, 2015 pertaining Requirements, Procedures for

Pengangkatan, dan Pemberhentian Anggota Appointment and Dismissal of Members of the Board
Direksi Badan Usaha Milik Negara. of Directors of State-Owned Enterprises.
h. Peraturan Menteri Badan Usaha Milik Negara h. Regulation of the Minister of State-Owned Enterprises
Nomor: PER-13/MBU/10/2015 tanggal 08 Oktober Number: PER-13/MBU/10/2015 dated October
2015 tentang Pedoman Pengelolaan Sistem 8, 2015 about Guidelines for the Management
Pelaporan Dugaan Pelanggaran di Lingkungan of Reporting Systems for Alleged Violations in the
Kementerian Badan Usaha Milik Negara. Ministry of State-Owned Enterprises.
4. Peraturan Otoritas Jasa Keuangan (OJK), di antaranya 4. Regulations of the Financial Services Authority (OJK),
adalah: including:
a. Peraturan Otoritas Jasa Keuangan No. 32/ a. Financial Services Authority Regulation No. 32/
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04/2014 dated December 8, 2014 concerning
Rencana dan Penyelenggaraan Rapat Umum Planning and Organizing of a General Meeting of
Pemegang Saham Perusahaan Terbuka dan Shareholders of a Public Company amended by
perubahannya No. 10/POJK.04/2017. Regulation No. 10/POJK.04/2017.
b. Peraturan Otoritas Jasa Keuangan No. 33/ b. Financial Services Authority Regulation No. 33/
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04/2014 dated December 8, 2014 regarding
Direksi dan Dewan Komisaris Emiten atau Board of Directors and Board of Commissioners of
Perusahaan Publik. Public or Listed Companies.
c. Peraturan Otoritas Jasa Keuangan No. 34/ c. Regulation of the Financial Services Authority No.
POJK.04/2014 tanggal 8 Desember 2014 tentang 34/POJK.04/2014 dated December 8, 2014 about
Komite Nominasi dan Remunerasi Emiten atau Nomination and Remuneration Committee of
Perusahaan Publik. Public or Listed Companies.
d. Peraturan Otoritas Jasa Keuangan No. 35/ d. Financial Services Authority Regulation No. 35/
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04/2014 dated December 8, 2014 concerning
Sekretaris Perusahaan Emiten atau Perusahaan Corporate Secretary of Public or Listed Companies.
Publik.
e. Peraturan Otoritas Jasa Keuangan No. 21/ e. Financial Services Authority Regulation No. 21/
POJK.04/2015 tanggal 16 November 2015 tentang POJK.04/2015 dated November 16, 2015 regarding
Penerapan Pedoman Tata Kelola Perusahaan Implementation of Guidelines for Public Corporate
Terbuka. Governance.
f. Peraturan Otoritas Jasa Keuangan No. 30/ f. Regulation of the Financial Services Authority
POJK.04/2015 tanggal 16 Desember 2015 No. 30/POJK.04/2015 dated December 16, 2015
tentang Laporan Realisasi Penggunaan Dana Hasil pertaining Realization Report on the Use of Funds
Penawaran Umum. from Public Offering.
g. Peraturan Otoritas Jasa Keuangan No. 31/ g. Financial Services Authority Regulation No. 31/
POJK.04/2015 tanggal 16 Desember 2015 tentang POJK.04/2015 dated December 16, 2015 about
Keterbukaan atas Informasi atau Fakta Material Disclosure of Material Information or Facts by or
oleh Emiten atau Perusahaan Publik. Public or Listed Companies.
h. Surat Edaran Otoritas Jasa Keuangan No. 32/ h. Circular Letter of the Financial Services Authority
SEOJK.04/2015 tanggal 17 November 2015 No. 32/SEOJK.04/2015 dated November 17,
tentang Pedoman Tata Kelola Perusahaan 2015 concerning Guidelines for Public Corporate
Terbuka. Governance.
i. Peraturan Otoritas Jasa Keuangan No. 55/ i. Financial Services Authority Regulation No.
Profil Perusahaan
Company Profile
POJK.04/2015 tanggal 23 Desember 2015 tentang 55/POJK.04/2015 dated December 23, 2015
Pembentukan dan Pedoman Pelaksanaan Kerja regarding Formation and Guidelines for the Work
Komite Audit. Implementation of Audit Committee.
j. Peraturan Otoritas Jasa Keuangan No. 56/ j. Financial Services Authority Regulation No.
POJK.04/2015 tanggal 23 Desember 2015 tentang 56/POJK.04/2015 dated December 23, 2015
Pembentukan dan Pedoman Penyusunan Piagam pertaining Formation and Guidelines for the
Unit Audit Internal. Preparation of Internal Audit Unit Charter.
k. Peraturan Otoritas Jasa Keuangan No. 29/ k. Regulation of the Financial Services Authority
POJK.04/2016 tanggal 29 Juli 2016 tentang No. 29/POJK.04/2016 dated July 29, 2016 about
Kewajiban Penyampaian Laporan Tahunan bagi Obligation to Submit Annual Reports for Public and
Emiten dan Perusahaan Publik. Listed Companies.
l. Peraturan Otoritas Jasa Keuangan 51/ l. Financial Services Authority Regulation No. 51/
POJK.03/2017 tanggal 18 Juli 2017 tentang POJK.03/2017 dated July 18, 2017 concerning
Penerapan Keuangan Berkelanjutan bagi Lembaga Implementation of Sustainable Financing for Financial
Jasa Keuangan, Emiten, dan Perusahaan Publik. Services Institutions, Public and Listed Companies.
m. Peraturan Otoritas Jasa Keuangan 58/POJK.04/2017 m. Financial Services Authority Regulation No. 58/
tanggal 6 Desember 2017 tentang Penyampaian POJK.04/2017 dated December 6, 2017 regarding
Pernyataan Pendaftaran atau Pengajuan Aksi Submission of Statements of Registration or

Korporasi secara Elektronik. Proposal for Corporate Actions Electronically.

n. Peraturan Otoritas Jasa Keuangan No. 75/ n. Financial Services Authority Regulation No.
POJK.04/2017 tanggal 21 Desember 2017 75/POJK.04/2017 dated December 21, 2017
tentang Tanggung Jawab Direksi atas Laporan pertaining Responsibility of the Board of Directors
Keuangan. for Financial Statements.
o. Peraturan Otoritas Jasa Keuangan No. 7/ o. Financial Services Authority Regulation No. 7/
POJK.04/2018 tanggal 25 April 2018 tentang POJK.04/2018 dated April 25, 2018 about
Penyampaian Laporan melalui Sistem Pelaporan Submission of Reports through the Electronic
Elektronik Emiten atau Perusahaan Publik. Reporting System of Public or Listed Company.
Selain ketentuan yang diharuskan dari berbagai aturan In addition to the conditions required by the various
perundang-undangan di atas, Jasa Marga juga mendasarkan laws and regulations above, Jasa Marga also uses GCG
pada pedoman-pedoman implementasi GCG sebagai berikut: implementation guidelines as follows:
1. Prinsip-prinsip Corporate Governance yang 1. The principles of Corporate Governance developed

dikembangkan oleh Organization for Economic by the Organization for Economic Cooperation and
Cooperation and Development (OECD) tahun 2015. Development (OECD) in 2015.
2. ASEAN Corporate Governance Scorecard tahun 2. ASEAN Corporate Governance Scorecard formulated
2017. in 2017.
3. Pedoman GCG Indonesia yang dikembangkan oleh 3. Indonesian GCG Guidelines developed by the National
Komite Nasional Kebijakan Governance (KNKG) Governance Policy Committee (KNKG) in 2006.
tahun 2006.
Human Capital
Modal Insani
MEKANISME TATA KELOLA PERUSAHAAN
Corporate Governance Mechanism
Berdasarkan soft structure yang telah dimiliki, Perseroan Based on the existing soft structure, the Company run the
menerapkan mekanisme (governance process) yang melekat governance process inherently in each of the Company's
pada setiap Organ Perseroan yang diuraikan di bawah ini. Organs as described below.

PERLAKUAN YANG SAMA TERHADAP SELURUH Equal Treatment for All Shareholders
PEMEGANG SAHAM
Jasa Marga menjamin adanya perlakuan yang sama Jasa Marga guarantees equal treatment for all
terhadap seluruh Pemegang Saham, termasuk Pemegang Shareholders, including Minority and Foreign ones. Jasa
Saham Minoritas dan Asing. Jasa Marga juga memberikan Marga also gives fair treatment to shares in one class,
perlakuan yang adil terhadap saham-saham yang berada prohibits the practices of insider trading and self-dealing,
dalam satu kelas, melarang praktik-praktik insider trading and requires the Board of Commissioners to be open
dan self-dealing, dan mengharuskan Dewan Komisaris when finding transactions that contain a conflict of
untuk melakukan keterbukaan jika menemukan transaksi interest. In addition, Jasa Marga recognizes the rights of
yang mengandung benturan kepentingan (conflict of stakeholders, as stipulated in the Laws, and encourages

interest). Di samping itu Jasa Marga mengakui hak-hak active cooperation between the Company and these

stakeholders, seperti ditentukan dalam Undang- Undang, stakeholders.
dan mendorong kerja sama yang aktif antara Perseroan
dengan para stakeholders tersebut.
Jasa Marga menjamin bahwa dalam RUPS Tahunan dan Jasa Marga guarantees that in the Annual GMS and
RUPS Luar Biasa, Pemegang Saham berhak memperoleh Extraordinary GMS, Shareholders are entitled to receive
perlakuan yang sama dan kedudukan yang seimbang equal treatment and a balanced position in voicing their
dalam menyuarakan pendapatnya dan berkontribusi opinions and contributing to the process of making
dalam proses pengambilan keputusan yang penting dan important and strategic decisions in accordance with the
strategis sesuai dengan jumlah dan jenis saham yang number and type of shares they own, the Company's

dimiliki, Anggaran Dasar Perseroan serta peraturan dan Articles of Association as well as applicable laws and

perundang-undangan yang berlaku. regulations.
RAPAT UMUM PEMEGANG SAHAM General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS), baik RUPS General Meeting of Shareholders (GMS), both the Annual
Tahunan maupun RUPS Luar Biasa merupakan instansi GMS and Extraordinary GMS are the highest institutional
tertinggi dalam Tata Kelola Perusahaan, mempunyai organ in Corporate Governance, with the authority that is
wewenang yang tidak diberikan kepada Direksi atau not given to the Directors or Board of Commissioners within
Dewan Komisaris dalam batas yang ditentukan dalam the boundaries specified in the Articles of Association and
Anggaran Dasar dan peraturan perundang-undangan applicable laws and regulations. The authority includes
yang berlaku. Wewenang tersebut mencakup permintaan requests for accountability from the Board Directors and
pertanggungjawaban Direksi dan Dewan Komisaris terkait Board of Commissioners relating to the management of the
dengan pengelolaan Perseroan, mengubah Anggaran Company, amending the Articles of Association, appointing
Dasar, mengangkat dan memberhentikan anggota Direksi and dismissing members of the Board of Directors and
dan Dewan Komisaris, dan lain-lain. RUPS juga merupakan Board of Commissioners, and others. The GMS is also a
forum bagi Pemegang Saham dalam menggunakan hak forum for Shareholders to exercise their rights and authority
dan wewenangnya terhadap Manajemen Perseroan. towards the Company's Management.
Dalam melaksanakan wewenangnya, RUPS memperhatikan In exercising its authority, the GMS takes into account the
kepentingan pengembangan dan kesehatan Perseroan, interests of the development and healthiness of the Company,
kepentingan para stakeholders serta hak-hak Perseroan. the interests of the stakeholders and the rights of the Company.
Penyelenggaraan RUPS adalah sebagai berikut: The GMS is organized as follows:
• Rapat Umum Pemegang Saham Tahunan yang • Annual General Meeting of Shareholders is held
diselenggarakan setiap tahun buku selambat- lambatnya every fiscal year not later than 6 (six) months after the
6 (enam) bulan setelah tahun buku Perseroan berakhir. Company's fiscal year ends.
• Rapat Umum Pemegang Saham Luar Biasa yang dapat • Extraordinary General Meeting of Shareholders can
diadakan sewaktu-waktu berdasarkan kebutuhan be held at any time based on the needs or interests
atau kepentingan Perseroan dan/ atau Pemegang of the Company and/or Shareholders by taking into
Saham dengan memperhatikan peraturan perundang- account the applicable laws and regulations as well as
undangan serta Anggaran Dasar Perseroan. the Company's Articles of Association.
PEMEGANG SAHAM Shareholders
Pemegang Saham Jasa Marga terbagi ke dalam 2 (dua) Jasa Marga's Shareholders are divided into 2 (two) types,
jenis yaitu 1 (satu) lembar Saham Seri A Dwiwarna (sebagai namely 1 (one share) Dwiwarna A Series (as a Controlling
Pemegang Saham Pengendali) dan 7.257.871.199 Shareholder) and 7,257,871,199 shares Series B with
Saham Seri B dengan satu suara untuk satu lembar one vote for one share. Jasa Marga's Controlling
saham. Pemegang Saham Pengendali Jasa Marga adalah Shareholders are the Government of the Republic of
Pemerintah Republik Indonesia dan Publik dengan Indonesia and the Public with ownership percentage of
persentase masing-masing sebesar 70% dan 30%. 70% and 30% respectively. More detailed information
Informasi lebih detail tentang komposisi Pemegang Saham about the composition of Jasa Marga's Shareholders
Jasa Marga dapat dilihat di Bab Profil Perusahaan pada can be seen in the Corporate Profile Chapter in this
Profil Perusahaan
Company Profile
Laporan Tahunan ini. Annual Report.
HAK DAN TANGGUNG JAWAB PEMEGANG Rights and Responsibilities of Shareholders

SAHAM
Pemegang Saham berhak memperoleh perlakuan yang Pemegang Saham berhak memperoleh perlakuan yang
sama dalam menyuarakan pendapatnya dan berkontribusi sama dalam menyuarakan pendapatnya dan berkontribusi
dalam proses pengambilan keputusan penting dan dalam proses pengambilan keputusan penting dan
strategis Perseroan, di antaranya terkait hal-hal sebagai strategis Perseroan, di antaranya terkait hal-hal sebagai
berikut: berikut:
1. Memiliki hak berpartisipasi dalam pengambilan 1. Having the right to participate in decision making
keputusan terkait perubahan fundamental Perseroan. related to changes in the Company's fundamentals.
2. Mendapatkan penjelasan prosedur voting sebelum 2. Getting an explanation of the voting procedure before
RUPS dimulai. the GMS begins.
3. Pemegang Saham diberikan hak untuk memberikan 3. Shareholders are given the right to vote through a
voting melalui surat kuasa. Surat kuasa tersedia di power of attorney. Power of attorney is available on
website Perseroan (www.jasamarga.com), Kantor the Company's website (www.jasamarga.com), Jasa

Pusat Jasa Marga serta Kantor Biro Administrasi Efek Marga Head Office and Securities Administration
(BAE). Bureau (BAE) Office.
4. Dalam setiap agenda RUPS diberikan penjelasan yang 4. In each GMS agenda, they are given an explanation
dibutuhkan. needed.
5. Mengungkapkan praktik-praktik untuk mendorong 5. Disclose practices for encouraging the shareholder
keterlibatan Pemegang Saham di luar RUPS. involvement outside the GMS.
6. Mekanisme voting dilakukan dengan metode polling. 6. The voting mechanism is done by the polling method.
7. Pengangkatan dan pemberhentian Direksi dan Dewan 7. Appointment and dismissal of members of the Board
Komisaris. Directors and Board of Commissioners.
8. Penetapan jumlah remunerasi dan tunjangan Direksi 8. Determination of the amount of remuneration and benefits
dan Dewan Komisaris. of the Board Directors and Board of Commissioners.
9. Penilaian kinerja Perseroan untuk tahun buku yang 9. Assessment of the Company's performance for the
bersangkutan. fiscal year concerned.
10.
Persetujuan penggunaan laba bersih Perseroan, 10. Approval for the use of the Company's net profit,
termasuk di antaranya terkait dividen. including dividends.
11. Perubahan Anggaran Dasar Perseroan. 11. Amendments to the Company's Articles of Association.
12. Seluruh aksi korporasi yang membutuhkan keputusan 12. All corporate actions that require a GMS decision
RUPS sebagaimana tertuang di dalam Anggaran Dasar as stipulated in the Company's Articles of
Perseroan. Association.
Human Capital
Modal Insani
HAK ISTIMEWA PEMEGANG SAHAM SERI A Privileges of Dwiwarna A Series Shareholders
DWIWARNA
1. Hak untuk menyetujui dalam RUPS mengenai hal- hal 1. The right to approve/disapprove in the GMS regarding
sebagai berikut: the following matters:
a. Persetujuan perubahan Anggaran Dasar. a. Amendments to the Articles of Association.
b. Persetujuan perubahan permodalan. b. Capital changes.

c. Persetujuan pengangkatan dan pemberhentian c. Appointment and dismissal of members of the

anggota Direksi dan Dewan Komisaris. Board of Directors and Board of Commissioners.
d. Persetujuan terkait penggabungan, peleburan, d.
Matters related to merger, consolidation,
pengambilalihan, pemisahan dan pembubaran. acquisition, separation and dissolution.
e. Persetujuan remunerasi anggota Direksi dan e. Remuneration for members of the Board of
Dewan Komisaris. Directors and Board of Commissioners.
f. Persetujuan pemindahtanganan aset yang f. Alienation of assets which is based on the Articles
berdasarkan Anggaran Dasar perlu persetujuan RUPS. of Association need approval from GMS.
g.
Persetujuan mengenai penyertaan dan g. Matters regarding the participation and a reduction
pengurangan persentase penyertaan modal pada in the percentage of equity participation in other
Perusahaan Lain yang berdasarkan Anggaran Dasar companies which is based on the Articles of

perlu persetujuan RUPS. Association require the approval of the GMS.
h. Persetujuan penggunaan laba. h. Usage of profits.
i. Persetujuan mengenai investasi dan pembiayaan i. Matters concerning investment and long-term non-
jangka panjang yang tidak bersifat operasional yang operational financing
berdasarkan Anggaran Dasar perlu persetujuan
RUPS.
2. Hak untuk mengusulkan calon anggota Direksi dan 2. The right to propose candidates for members of the
calon anggota Dewan Komisaris. Board of Directors and candidates for the Board of
3. Hak untuk mengusulkan mata acara RUPS. Commissioners.
4.
Hak untuk meminta dan mengakses data 3. The right to propose items of GMS agenda.

dan dokumen Perseroan, dengan mekanisme 4. The right to request and access data and documents of

penggunaan hak dimaksud sesuai dengan ketentuan the Company, with the mechanism for the use of said
dalam Anggaran Dasar dan Peraturan Perundang- right in accordance with the provisions in the Articles
undangan. of Association and applicable legislation.
RUPS Tahunan berwenang untuk mengesahkan Laporan The Annual GMS is authorized to ratify the Company's
Keuangan dan Laporan Tahunan Perseroan. Pemerintah Financial Statements and Annual Reports. The
Republik Indonesia sebagai Pemegang Saham Pengendali Government of the Republic of Indonesia as the
dengan kepemilikan Saham Seri A Dwiwarna wajib Controlling Shareholder with the ownership of the
memperhatikan tanggung jawabnya dalam menggunakan Dwiwarna Series A Share must pay attention to its
haknya, baik saat menggunakan hak suara maupun dalam responsibilities in exercising its rights, both when using
hal lain. Pemerintah memiliki hak khusus yang dapat voting rights and in other matters. The government has
digunakan ketika memberikan persetujuan terhadap the vetoes that can be used in giving/denying approval to
rencana penggabungan usaha (merger), akuisisi, divestasi plans for a merger, acquisition, divestment or liquidation
atau likuidasi melalui forum RUPS. through the GMS forum.
Adapun Batasan dan/atau kriteria hal-hal yang Limitation and/or criteria for matters requiring the approval
memerlukan persetujuan Pemegang Seri A Dwiwarna of the Dwiwarna Series A Shareholders and the GMS,
dan RUPS yaitu: namely:
Dewan Komisaris dan

Pemegang Saham Seri A

Tindakan RUPS
No. Dwiwarna
Action GMS
Board of Commissioners and

Dwiwarna Series A Shareholder
1. Melepaskan/memindahtangankan dan/atau mengagunkan aset > 50% total kekayaan ≥ 200 Miliar/Billion*
Perseroan, kecuali aset yang dicatat sebagai persediaan. bersih Perseroan audited
Releasing/transferring and/or collateralizing the Company's assets terakhir.
with a value exceeding a certain amount determined by the Board > 50% of the latest
of Commissioners, except for assets recorded as inventories with audited total net assets
due regard to the provisions in the Capital Market. of the Company
2. Mengadakan kerja sama dengan badan usaha atau pihak lain > 50% total kekayaan ≥ Rp200 miliar dan jangka
dalam bentuk kerja sama operasi (KSO), kerja sama usaha (KSU), bersih Perseroan audited waktu > 10 tahun s.d. 20 tahun
kerja sama lisensi, Bangun Guna Serah (Build, Operate & Transfer/ terakhir. ≥ 200 billion and a period of
BOT), Bangun Serah Guna (Build, Transfer & Operate/BTO), > 50% of the latest >10 years to 20 years
Bangun Guna Milik (Build, Operate & Own/BOO) dan perjanjian- audited total net assets
Profil Perusahaan
Company Profile
perjanjian lain yang mempunyai sifat yang sama. of the Company.

Cooperating with business entities or other parties in the form
of joint operations (KSO), business cooperation (KSU), licensing
cooperation, Build Operate Transfer (BOT), Build Transfer and
Operate (BTO), Build Operate and Own (BOO), and other
cooperation of similar nature with the time period or value
exceeds the limits that have been determined by the Board of
Commissioners.
3. Melakukan penyertaan modal, melepaskan penyertaan modal, > 50% total kekayaan ≥ 100 Miliar/Billion
termasuk perubahan struktur permodalan pada perusahaan lain, bersih Perseroan audited
anak perusahaan dan perusahaan patungan yang tidak dalam terakhir.
rangka penyelamatan piutang. > 50% of the latest
Conducting equity participation, releasing equity participation audited total net assets
including changes in capital structure in a certain value of the Company.
determined by the Board of Commissioners of Other Companies,
Subsidiaries and Joint Ventures, which are not in the framework
of saving receivables with due regard to the provisions in the
Capital Market.
4. Mendirikan anak perusahaan dan/atau perusahaan patungan. > 50% total kekayaan ≥ 100 Miliar/Billion
Establishing a Subsidiary and/or a Joint Venture Company. bersih Perseroan audited

terakhir.
> 50% of the latest
audited total net assets
of the Company.
5. Mengusulkan wakil Perseroan untuk menjadi calon anggota > 50% total kekayaan Direktur Utama dan Komisaris
Direksi dan Dewan Komisaris pada anak perusahaan yang bersih Perseroan audited Utama untuk seluruh Anak
memberikan kontribusi signifikan kepada Perseroan dan/atau terakhir. Perusahaan
bernilai strategis. > 50% of the latest President Director and President
Proposing representatives of the Company to become candidates audited total net assets Commissioner of all Subsidiaries
for Directors and Board of Commissioners in subsidiaries that of the Company.
make significant contributions to the Company and/or strategic
value. Seluruh Direksi dan Komisaris
anak perusahaan yang total
asetnya ≥ 50% dari total aset
induk dan/atau revenue anak
≥ 50% dari revenue induk
(berdasarkan audit terakhir)
All Directors and Commissioners
of subsidiaries whose total
assets are ≥ 50% of the total
assets of the parent and/or
revenue of the subsidiary
≥ 50% of parent revenue
(based on the latest audited)
Human Capital
Modal Insani
Dewan Komisaris dan
Pemegang Saham Seri A
Tindakan RUPS
No. Dwiwarna
Action GMS
Board of Commissioners and
Dwiwarna Series A Shareholder
6. Melakukan penggabungan, peleburan, pengambilalihan, > 50% total kekayaan ≥ 500 Miliar/Billion

pemisahan dan pembubaran anak perusahaan dan perusahaan bersih Perseroan audited

patungan. terakhir.
Conducting merger, dissolution, take over, separation, dissolving > 50% of the latest
the Subsidiaries and Joint Ventures. audited total net assets
of the Company.
7. Mengikat Perseroan sebagai penjamin (borg atau avalist). > 50% total kekayaan ≥ 5 Triliun/Trillion
Binding the Company as a guarantor (Borg/Avalist). bersih Perseroan audited
terakhir.
> 50% of the latest
of the Company

8. Memberikan pinjaman jangka pendek/menengah/panjang > 50% total kekayaan ≥ 500 Miliar/Billion
yang tidak bersifat operasional, kecuali pinjaman kepada Anak bersih Perseroan audited
Perusahaan cukup dilaporkan kepada Dewan Komisaris. terakhir.
Getting medium/long term loans and giving medium/long > 50% of the latest
term loans with a certain value determined by the Board of audited total net assets
Commissioners. of the Company.
9. Menerima pinjaman jangka menengah/panjang dan memberikan > 50% total kekayaan ≥ 150 Miliar/Billion
pinjaman jangka menengah/panjang. bersih Perseroan audited
Providing short/medium/long term loans that are not operational, terakhir.
unless loans to the Subsidiaries which only need to report it to the > 50% of the latest
Board of Commissioners. audited total net assets

of the Company.

10. Menghapuskan dari pembukuan terhadap piutang macet dan > 50% total kekayaan ≥ Rp500 miliar/Billion
persediaan barang mati. bersih Perseroan audited
Writing off unperformed receivables and inventory of dead terakhir.
goods in bookkeeping > 50% of the latest
of the Company.
JEJAK LANGKAH PENERAPAN TATA KELOLA
PERUSAHAAN DI JASA MARGA

Milestone of Corporate Governance Implementation in Jasa Marga
2006 2013
Penandatanganan Pakta • Go Live Whistleblowing
Integritas Manajemen System
Perusahaan dalam • Komitmen Program
Penerapan GCG Pengendalian Gratifikasi
dengan Komisi
Signing of the Company’s
Pemberantasan Korupsi
Management Integrity Pact
(KPK) Republik Indonesia
in the Implementation of
• Review Board Manual dan
GCG
2005 Pedoman GCG
• Whistleblowing System
Kick off Penerapan GCG:
• Etika Usaha 2007 Goes Live
• Commitment to the
Profil Perusahaan
Company Profile
• Etika Kerja • Pakta Integritas Gratification Control

• Statement Corporate Intent Manajemen Program in Cooperation
• Board Manual • Review Pedoman GCG with the Corruption
• Laporan Kepatuhan Perusahaan Eradication Commission
• Penjabaran Visi Misi dan
• Management Integrity (KPK) of the Republic of
RJPP
Pact Indonesia
GCG implementation kick-off: • Review of the Company’s • Review of Board Manual
• Business Ethics GCG Guidelines and GCG Guidelines

• Work Time
• Statement Corporate Intent
• Board Manual 2008
• Compliance Report
• Penandatanganan Pakta
• Exposition of Vision and
Integritas Manajemen
Mission and RJPP
Perusahaan dalam
Penerapan GCG.
2009 • Review Pedoman
GCG Perusahaan dan 2012
Review Prosedur Pengadaan Kelengkapan Soft Structure
Barang dan Jasa di Lingkungan • Komitmen Jasa Marga Bersih
GCG Perusahaan antara Manajemen dengan
Perusahaan
Serikat Karyawan Jasa Marga

• Signing of the Company’s
Review of Procurement
Management Integrity Pact • Persiapan Infrastruktur
Procedures for Goods and Services
in the Implementation of Whistleblowing System
in the Company’s Environment
GCG.
• Jasa Marga’s Clean
• Review of the Company’s Commitment between
2010
GCG Guidelines and the Management and Employee
Completeness of the Union
• Pedoman Tata Kelola
Company’s GCG Soft
Perusahaan (COCG/Code of • Whistleblowing System
Structure
Corporate Governance) Infrastructure Preparation
• Pedoman Perilaku (COC/Code
of Conduct)
• Tata Nilai Perusahaan.
• Review Pengelolaan
Manajemen Risiko Perusahaan 2011
• Code of Corporate • Review Pedoman GCG Perusahaan • Review of Corporate GCG
Governance (COCG) (COCG dan COC) Guidelines (COCG and COC)
• Code of Conduct (COC) • Pedoman Benturan Kepentingan. • Conflict of Interest Guidelines.
• Corporate Values. Pedoman Gratifikasi Gratification Guidelines
• Review of Company’s Risk • Penandatanganan Pakta Integritas • Signing of the Integrity Pact by all
Management oleh Seluruh Insan Jasa Marga Jasa Marga Employees
• Pernyataan Mulai Whistleblowing • Statement of Starting the
System Whistleblowing System
Human Capital
Modal Insani
2014 2015 2016
• Program BUMN Bersih • Review Board Manual dan • Rakornas Pengendalian

• ASEAN Corporate Governance Pedoman GCG Gratifikasi dengan Komisi
Scorecard • Perbaikan Proses Bisnis Pemberantasan Korupsi (KPK)
• Implementasi Program Perusahaan Republik Indonesia.
Pengendalian Gratifikasi • Implementasi Budaya • Penjabaran Tata Nilai
• Review Pedoman Gratifikasi. Perusahaan Perusahaan.
Pembentukan Tim Pengendali • Survey Visi, Misi dan Tata • Revitalisasi Unit Pengendali
Gratifikasi Nilai Perusahaan Gratifikasi
• Clean SOE Programs • Review of Board Manual • National Coordination
• ASEAN Corporate Governance and GCG Guidelines Meeting of Gratification

Scorecard • Improvement of Company Control with the Corruption
• Implementation of the Business Processes Eradication Commission (KPK)
Gratification Control Program • Implementation of of the Republic of Indonesia.
• Review of Gratification Guidelines. Corporate Culture • Exposition of the Company’s
Formation of the Gratification • Survey on Vision, Mission Corporate Values.
Control Team and Corporate Values • Revitalization of the
Gratification Control Unit

2017

• Review Pedoman GCG (COCG, COC, • Review of GCG Guidelines (COCG, COC,
Benturan Kepentingan dan Gratifikasi) Conflict of Interest and Gratuity)
• Sosialisasi Gratifikasi Bekerja Sama dengan • Socialization of Gratuity in Collaboration
Komisi Pemberantasan Korupsi (KPK) with the Indonesian Corruption Eradication
Republik Indonesia sebagai Narasumber Commission (KPK) as a Resource
• Pembentukan Tim Khusus Bidang GCG • Formation of a Special Team for GCG

2018
• Pelaksanaan Sharing Knowledge Kepatuhan Emiten sesuai

dengan Peraturan Pasar Modal di Marga Lingkar Jakarta
sebagai Anak Perusahaan yang merupakan Emiten
• Perubahan Konsultan Pengelola dan Penambahan Saluran
Pelaporan Whistleblowing System (Email, Website, SMS,
Whatsapp dan PO BOX)
• Sosialisasi Good Corporate Governance Tahun 2019
• Knowledge Sharing of Issuer Compliance with Capital Market

Regulations at Marga Lingkar Jakarta as a Subsidiary which is
also a listed company
• Changes in Management Consultant and Addition in
Whistleblowing System Reporting Channels (Email, Website,
SMS, Whatsapp and PO BOX)
• Socialization on Good Corporate Governance in 2019
2019
• Update SK COC dan COCG
• Sosialisasi Gratifikasi dan LHKPN oleh Tim WBS
• Updating the SK COC and COCG

• Socialization on Gratification and LHKPN by the WBS
Team
PENYELENGGARAAN RUPS
Organization Of GMS
Secara umum, proses penyelenggaraan RUPS berdasarkan In general, the process of holding a GMS is based
Peraturan Otoritas Jasa Keuangan No. 32/POJK.04/2014 on Financial Services Authority Regulation No. 32/
tentang Rencana dan Penyelenggaraan Rapat Umum POJK.04/2014 concerning Planning and Organizing of
Pemegang Saham Perusahaan Terbuka dan perubahannya General Meeting of Shareholders of Public Company
No. 10/POJK.04/2017, serta Anggaran Dasar Perseroan amended by Regulation No. 10/POJK.04/2017, and the
adalah sebagai berikut: Company's Articles of Association as follows:
Tabel Tahapan Penyelenggaraan RUPS

Table of Stages in Organizing GMS
Waktu
Kegiatan (Selambat-lambatnya)
Agenda Time
(at the latest)
Surat pemberitahuan rencana RUPS ke Otoritas Jasa Keuangan (OJK) H-44 / D-44
Notification of GMS plan to the Financial Services Authority (OJK)
Iklan Pengumuman RUPS H-37 / D-37
Profil Perusahaan
Company Profile
Advertisement of GMS Announcement

Recording date Pemegang Saham yang berhak hadir dalam RUPS H-23 / D-23
Recording date of Shareholders entitled to attend the GMS
Iklan Pemanggilan RUPS H-22 / D-22
Advertisement of GMS Invitation
RUPS H /D
GMS
Iklan Ringkasan Risalah Hasil RUPS H+2 / D+2
Advertisement of Minutes Summary of GMS Results
Tahapan Penyelenggaraan RUPS

Stages in Organizing GMS
Surat Iklan Recording Iklan Iklan

pemberitahuan Pengumuman Date Pemegang Pemanggilan Pelaksanaan Ringkasan Risalah

ke OJK RUPS Saham RUPS RUPS Hasil RUPS

Advertisement of Recording Date of Advertisement of Advertisement
Letter of GMS Organization
GMS Shareholders GMS Invitation Summary of Minutes
notification
Announcement of GMS
to OJK
Berdasarkan Peraturan Otoritas Jasa Keuangan Based on the Financial Services Authority (FSA/OJK)
(OJK) No. 32/POJK.04/2014 tentang Rencana dan Regulation No. 32/POJK.04/2014 concerning Planning
Penyelenggaraan Rapat Umum Pemegang Saham and Organizing of Public Company Shareholders General
Perusahaan Terbuka, Perseroan wajib menyampaikan Meeting, the Company is required to submit the following
hal-hal sebagai berikut: matters:
1. Pemberitahuan Mata Acara Rapat kepada OJK paling 1. Notification of the Meeting Agenda to the FSA no later
lambat 5 hari kerja sebelum pengumuman RUPS than 5 working days prior to the announcement of
dengan tidak memperhitungkan tanggal pengumuman the GMS by not taking into account the date of the
RUPS. announcement of the GMS.
2. Pengumuman RUPS kepada Pemegang Saham paling 2. Announcement of the GMS to Shareholders no later
lambat 14 hari sebelum Pemanggilan RUPS, dengan than 14 days before the GMS Invitation, excluding the
tidak memperhitungkan tanggal Pengumuman dan Announcement date and Invitation date, on 1 (one)
tanggal Pemanggilan, melalui 1 (satu) surat kabar Indonesian language daily newspaper with national
harian berbahasa Indonesia yang berperedaran circulation, the Indonesia Stock Exchange website
Human Capital
Modal Insani
nasional, situs web Bursa Efek Indonesia, dan situs web and the Company's website in Indonesian and English
Perseroan dalam Bahasa Indonesia dan Bahasa Inggris. language.
3. Pemanggilan kepada Pemegang Saham paling lambat 3. Invitation to the Shareholders no later than 21 days
21 hari sebelum RUPS dengan tidak memperhitungkan before the GMS, excluding the Invitation date and
tanggal Pemanggilan dan tanggal RUPS, melalui 1 the date of GMS, published on 1 (one) Indonesian
(satu) surat kabar harian berbahasa Indonesia yang language daily newspaper with national circulation,
berperedaran nasional, situs web Bursa Efek Indonesia, the Indonesian Stock Exchange website, and the
dan situs web Perseroan dalam Bahasa Indonesia dan Company's website in Indonesian and English

Bahasa Inggris. language.
4. Setelah penyelenggaraan RUPS, Perseroan wajib 4. After holding the GMS, the Company is required
melaporkan hasil RUPS ke OJK selambat-lambatnya 2 to report the GMS results to the FSA no later than
hari kerja serta mengumumkan Ringkasan Risalah Hasil 2 working days and announce the Minutes of GMS
RUPS melalui sedikitnya 1 (satu) surat kabar harian Results on at least 1 (one) Indonesian language
berbahasa Indonesia yang berperedaran nasional, situs newspaper with national circulation, the Indonesia
web Bursa Efek Indonesia, dan situs web Perseroan Stock Exchange website, and the Company's website
dalam Bahasa Indonesia dan Bahasa Inggris. in Indonesian and English language.
Seluruh saham yang diterbitkan memiliki satu hak suara All shares issued have one vote unless stated otherwise by
jika tidak dinyatakan lain oleh Anggaran Dasar Perseroan. the Company's Articles of Association.

Dalam RUPS Tahunan, Direksi Perseroan mempresentasikan In the Annual GMS, the Company’s Board of Directors
Laporan Tahunan Perseroan mengenai keadaan dan presents the Annual Report of the Company regarding the
jalannya Perseroan yang telah dilaksanakan oleh condition and the course of the Company which has been
Direksi Perseroan selama tahun buku berjalan. usulan run by the Board Directors during the current fiscal year,
penggunaan laba bersih Perseroan. usulan penunjukan proposal on the use of Company's net profit; proposal to
dan penetapan Kantor Akuntan Publik (KAP) untuk appoint and designate Public Accountant Office (KAP) to
melakukan audit Laporan Keuangan Perseroan dan audit the Company's Financial Statements and the Financial
Laporan Keuangan Program Kemitraan dan Program Statements of the Partnership Program and the Community
Bina Lingkungan untuk tahun buku berjalan berdasarkan Development Program for the current fiscal year based on
usulan Dewan Komisaris. penetapan Tantiem tahun buku the advice of the Board of Commissioners; determination

berjalan, gaji, honorarium, tunjangan dan fasilitas lainnya of the bonus for the current fiscal year, salary, honorarium,

bagi anggota Direksi dan Dewan Komisaris untuk tahun benefits and other facilities for members of the Board of
berikutnya. laporan penggunaan dana hasil penawaran Directors and Board of Commissioners for the following
umum. serta hal-hal lain yang memerlukan persetujuan year, report on the use of proceeds from a public offering;
Pemegang Saham dalam RUPS. Sedangkan Dewan as well as other matters that require Shareholders approval
Komisaris melaporkan tugas pengawasan terhadap at the GMS. Meanwhile the Board of Commissioners reports
kegiatan pengurusan Perseroan yang telah dilakukan the outcome of its supervisory duties of the Company's
Direksi. management activities carried out by the Board of Directors.
Sebagai BUMN, Jasa Marga tunduk pada Undang-Undang As an SOE, Jasa Marga is subject to Law No. 19 of
No. 19 tahun 2003 tentang Badan Usaha Milik Negara dan 2003 regarding State-Owned Enterprises and Law No.
Undang-Undang No. 40 tahun 2007 tentang Perseroan 40 of 2007 concerning Limited Liability Companies
Terbatas yang mewajibkan Perseroan untuk melaporkan which oblige the Company to report its performance to
kinerjanya kepada Pemegang Saham yang dituangkan Shareholders as outlined in the Annual Report to get the
dalam Laporan Tahunan untuk mendapatkan pengesahan GMS ratification, no later than five months after the fiscal
RUPS, paling lambat lima bulan setelah tahun buku year ended.
berakhir.
PENYELENGGARAAN RUPS TAHUN 2019

Organization of GMS in 2019
Tabel Penyelenggaraan RUPS Jasa Marga Tahun 2019

Table of Jasa Marga GMS Organization in 2019
RUPS Hari, Tanggal Tempat
GMS Day, Date Venue
Luar Biasa Jumat, 01 Februari 2019 Hotel Pullman Jakarta

Extraordinary Friday, February 01, 2019 Grand on Thamrin Ballroom, Lobby Level
Jln. M. H. Thamrin Kav. 59
Jakarta 10350
Indonesia
Tahunan Senin, 06 Mei 2019 Hotel Pullman Jakarta
Annual Monday, May 06, 2019 Grand on Thamrin Ballroom
Lobby Level
Jln. M. H. Thamrin Kav. 59
Jakarta 10350
Indonesia
Profil Perusahaan
Company Profile
PELAKSANAAN RUPS LUAR BIASA 2019

Organization of Extraordinary GMS in 2019
Pelaksanaan RUPS Luar Biasa Perseroan adalah sebagai berikut: The Company's Extraordinary GMS was held as follows:
Hari/tanggal : Jumat, 01 Februari 2019 Day/date : Friday, February 01, 2019

Waktu : 16:42 – 17:06 WIB Time : 16:42 – 17:06 West Indonesian Time (WIB)
Tempat : Hotel Pullman Jakarta Venue : Hotel Pullman Jakarta
Grand on Thamrin Ballroom, Grand on Thamrin Ballroom,
Lobby Level Lobby Level
Jln. M. H. Thamrin Kav. 59 Jln. M. H. Thamrin Kav. 59
Jakarta 10350 Jakarta 10350
Indonesia Indonesia
PEMENUHAN KEPATUHAN PENYELENGGARAAN Compliance Fulfillment in Organizing 2019

RUPS LUAR BIASA 2019 Extraordinary GMS
Penyelenggaraan RUPS Luar Biasa (Rapat) tersebut telah The holding of Extraordinary GMS (Meeting) has been through
melalui proses persiapan dan penyelenggaraan sesuai a process of preparation and administration in accordance
dengan Undang-Undang No. 40 tahun 2007 tentang with Law No. 40 of 2007 pertaining Limited Liability
Perseroan Terbatas Pasal 81, 82, dan 83 serta Peraturan Companies Articles 81, 82 and 83 and Financial Services
Otoritas Jasa Keuangan No. 32/POJK.04/2014 tentang Authority Regulation No. 32/POJK.04/2014 about Planning
Rencana dan Penyelenggaraan Rapat Umum Pemegang and Organizing of General Meeting of Shareholders of Public
Saham Perusahaan Terbuka dan perubahannya No. 10/ Company amended by Regulation No. 10/POJK.04/2017,
POJK.04/2017, serta Anggaran Dasar Perseroan. and the Company's Articles of Association.
Proses rencana dan pelaksanaan RUPS Luar Biasa The process of planning and organizing the Extraordinary
tersebut telah tertuang dalam surat Perseroan yang GMS has been stated in the Company's letter to the FSA/
telah disampaikan ke OJK, serta pemasangan iklan OJK, as well as the advertisements of GMS Announcement
Pemberitahuan, Panggilan dan Pengumuman Ringkasan and Invitation and Announcement of Minutes of Meeting,
Risalah Rapat masing-masing pada 2 (dua) surat kabar respectively on 2 (two) Indonesian language newspapers
berbahasa Indonesia yang berperedaran nasional serta that have national circulation and the website of the
situs web Bursa Efek Indonesia (www. idx.co.id) dan Stock Exchange Indonesia (www. Idx.co.id) as well as the
situs web Perseroan dalam Bahasa Indonesia dan Bahasa Company's website in Indonesian and English, with the
Inggris, dengan detail sebagai berikut: following details:
Human Capital
Modal Insani
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Luar Biasa 2019
Table of Compliance Fulfillment in Organizing 2019 Extraordinary GMS
Kegiatan Deskripsi Tanggal
Pemberitahuan Rencana dan Mata Acara Rapat Surat ke Otoritas Jasa Keuangan No. AA.IN02.03.2097 17 Desember 2018
Notification of Planning and Agenda Letter to the Financial Services Authority No. AA.IN02.03.2097 December 17, 2018
Pengumuman Rapat Iklan di Investor Daily dan Bisnis Indonesia, serta situs web Perseroan 26 Desember 2018

Announcement of Meeting dan www.idx.co.id dalam Bahasa Indonesia dan Bahasa Inggris December 26, 2018

Advertisements on Investor Daily and Bisnis Indonesia, as well as on
the Company's website and www.idx.co.id in Indonesian and English
language

Pemanggilan Rapat Iklan di Investor Daily dan Bisnis Indonesia, serta situs web Perseroan 10 Januari 2019
Invitation of Meeting dan www.idx.co.id dalam Bahasa Indonesia dan Bahasa Inggris January 10, 2019
Advertisements on Investor Daily and Bisnis Indonesia, as well as on
the Company's website and www.idx.co.id in Indonesian and English
language

Pengumuman Ringkasan Risalah Rapat Iklan di Investor Daily dan Bisnis Indonesia, serta situs web Perseroan 04 Februari 2019
Announcement of Minutes of Meeting Summary dan www.idx.co.id dalam Bahasa Indonesia dan Bahasa Inggris February 04, 2019
Advertisements on Investor Daily and Bisnis Indonesia, as well as on the
Company's website and www.idx.co.id in Indonesian and English language
KEHADIRAN DEWAN KOMISARIS DAN Attendance of the Board of Commissioners

DIREKSI and Board of Directors
RUPS Luar Biasa Tahun 2019 dihadiri oleh The 2019 Extraordinary GMS was attended by
Dewan Komisaris dan Direksi Perseroan the Company’s Board of Commissioners and
sebagai berikut: Board of Directors as follows:
Tabel Rekapitulasi Kehadiran Pada RUPS Luar Biasa 2019

Table of Attendance Recapitulation of the 2019 Extraordinary GMS
Nama Jabatan Kehadiran

No
Name Position Attendance
1 Sapto Amal Damandari Komisaris Utama/Komisaris Independen/ Commissioner/ Independent Commissioner Hadir/ Present
2 Sugihardjo Komisaris Independen / Independent Commissioner Hadir/ Present
3 Muhammad Sapta Murti Komisaris / Commissioner Hadir/ Present
Profil Perusahaan
Company Profile
4 Anita Firmanti Eko Susetyowati Komisaris / Commissioner Hadir/ Present

5 Vincentius Sonny Loho Komisaris Independen / Independent Commissioner Hadir/ Present
6 Desi Arryani Direktur Utama / President Director Hadir/ Present
7 Mohammad Sofyan Direktur Operasi I / Director of Operation I Hadir/ Present
8 Subakti Syukur Direktur Operasi II / Director of Operation II Hadir/ Present
9 Adrian Priohutomo Direktur Pengembangan / Director of Development Hadir/ Present

10 Donny Arsal Direktur Keuangan / Director of Finance Hadir/ Present

11 Alex Denni Direktur Sumber Daya Manusia dan Umum / Director of Human Resources and General Affairs Hadir/ Present
Penyelenggaraan RUPS Luar Biasa didukung oleh pihak The organizing of the Extraordinary GMS was supported
independen dalam hal ini Notaris Ir. Nanette Cahyanie by independent parties, in this case Notary Ir. Nanette
Handari Adi Warsito, SH., Konsultan Hukum Umbra Cahyanie Handari Adi Warsito, SH., Legal Consultant
Strategic Legal Solutions, dan Biro Administrasi Efek (BAE) for Umbra Strategic Legal Solutions, and the Securities
PT Datindo Entrycom. Administration Bureau (BAE) of PT Datindo Entrycom.
MATA ACARA RAPAT Meeting Agenda
Mata Acara RUPS Luar Biasa Perseroan adalah sebagai The agenda of the Extraordinary GMS of the Company is
berikut: as follows:
Perubahan Anggaran Dasar Perseroan. Amendment to the Company's Articles of Association.
TATA TERTIB Rules of Order
Tata Tertib Rapat tersedia di situs web Perseroan dan Rules of Order of the Meeting were available on the
dibagikan kepada para Pemegang Saham dan Kuasa Company's website and distributed to Shareholders and
Pemegang Saham pada waktu memasuki ruangan Rapat. Shareholders' Attorney upon entering the Meeting room.
Untuk memenuhi ketentuan Pasal 24 ayat (2) dan (3) To meet the provisions of Article 24 paragraphs (2)
Peraturan Otoritas Jasa Keuangan No. 32/POJK.04/2014 and (3) of the Financial Services Authority Regulation
dan perubahannya No. 10/POJK.04/2017 tentang No. 32/POJK.04/2014 amended by Regulation No. 10/
Rencana dan Penyelenggaraan Rapat Umum Pemegang POJK.04/2017 concerning Planning and Organizing of
Saham Perusahaan Terbuka (untuk selanjutnya disebut Public Company Shareholders General Meeting (hereinafter
“POJK 32/2014”), pokok-pokok Tata Tertib, yaitu referred to as “POJK 32/2014”), the main points of the
Human Capital
Modal Insani
Kuorum Kehadiran, Tata Cara Penggunaan Hak untuk Rules of Order, namely the Presence Quorum, Procedure
Mengajukan Pertanyaan dan/atau Pendapat, serta for the Use of the Right to Ask Questions and/or Convey
Mekanisme Pengambilan Keputusan, dibacakan pada Opinions, and the Decision Making Mechanism, were read
saat Rapat. out at the Meeting.
PEMIMPIN RAPAT Chairperson of the Meeting

Berdasarkan Keputusan Dewan Komisaris Perseroan Based on the Decision of the Company's Board of
No. KEP-004/I/2019 tanggal 23 Januari 2019, Commissioners No. KEP-004/I/2019 dated January 23, 2019,
Rapat dipimpin oleh Komisaris Utama/Komisaris the Meeting was chaired by the President Commissioner/
Independen. Independent Commissioner.
Untuk memenuhi ketentuan Pasal 24 ayat (3) POJK To meet the provisions of Article 24 paragraph (3) POJK
32/2014, Pemimpin Rapat menyampaikan Kondisi Umum 32/2014, the Chairperson of the Meeting informed the
Perseroan yang secara lebih rinci tersaji dalam Video Profile General Conditions of the Company with details presented
Jasa Marga. in video of Jasa Marga Profile.

KETENTUAN KUORUM DAN KEHADIRAN Provisions for Quorum and Presence of
PEMEGANG SAHAM Shareholders
Mata Acara Rapat perubahan Anggaran Dasar Perseroan The Meeting Agenda of the Company's Articles of
terkait perubahan status Perseroan dari Persero Association amendment was related to the changes in the
menjadi Non-Persero membutuhkan kuorum kehadiran status of the Company from Persero to Non-Persero which
sebagaimana diatur dalam (i) Pasal 25 ayat 5 juncto Pasal required attendance quorum as stipulated in (i) Article 25
28 ayat 2 dan ayat 4 Anggaran Dasar Perseroan dan paragraph 5 in conjunction with Article 28 paragraph 2 and
(ii) Pasal 27 Peraturan Otoritas Jasa Keuangan (“OJK”) paragraph 4 of the Company's Articles of Association and
No. 32/POJK.04/2014 sebagaimana diubah dengan (ii) Article 27 of the Financial Services Authority Regulation

Peraturan OJK No. 10/POJK.04/2017 tentang Rencana No. 32/POJK.04/2014 as amended by Regulation No. 10/

dan Penyelenggaraan Rapat Umum Pemegang Saham POJK.04/2017 concerning the Planning and Organizing of
Perusahaan Terbuka (“POJK 32/2014”), maka Rapat ini Public Company’s General Meeting of Shareholders ("POJK
adalah sah dan berhak mengambil keputusan yang sah 32/2014"), then this Meeting is valid and has the right to
dan mengikat apabila dihadiri oleh Pemegang Saham make valid and binding decisions if attended by Dwiwarna
Seri A Dwiwarna dan para Pemegang Saham lainnya dan/ A Series Shareholders and the Other Shareholders and/or
atau kuasa mereka yang sah yang bersama-sama mewakili their authorized proxies which together represent at least
paling sedikit ⅔ (dua per tiga) bagian dari jumlah seluruh ⅔ (two thirds) of the total number of shares with valid
saham dengan hak suara yang sah. voting rights.
Mata Acara Rapat perubahan Anggaran Dasar Perseroan The Meeting Agenda of the Company's Articles of
terkait perubahan hak-hak atas saham di dalam Perseroan Association amendment related to changes in the rights
membutuhkan kuorum kehadiran sebagaimana diatur to shares in the Company requires attendance quorum as
dalam (i) Pasal 28 ayat 1 dan ayat 5 Anggaran Dasar stipulated in (i) Article 28 paragraph 1 and paragraph 5
Perseroan serta (ii) Pasal 29A POJK 32/2014, maka Rapat of the Company's Articles of Association and (ii) Article
ini adalah sah dan berhak mengambil keputusan yang 29A POJK 32/2014, then this Meeting is valid and has the
sah dan mengikat apabila dihadiri oleh Pemegang Saham right to take legal and binding decisions if attended by
Seri B dengan ketentuan paling sedikit ¾ (tiga per empat) Shareholders of Series B with the provisions that at least
bagian dari jumlah seluruh saham Seri B yang terkena ¾ (three-fourths) of the total number of Series B shares
dampak atas perubahan hak tersebut hadir atau diwakili. affected by the change in rights are present or represented.
Perhitungan jumlah Pemegang Saham yang hadir atau The calculation of the number of Shareholders present
terwakili di dalam Rapat oleh Notaris hanya dilakukan 1 or represented at the Meeting by the Notary was only
(satu) kali, yaitu sebelum Rapat dibuka oleh Pemimpin done 1 (one) time, before the Meeting was opened by the
Rapat. Chairperson of the Meeting.
Rapat dihadiri oleh para Pemegang Saham dan/atau The meeting was attended by the Shareholders and/
kuasa/wakil Pemegang Saham yang seluruhnya mewakili or proxies/representatives of the Shareholders who all
6.332.500.094 saham termasuk di dalamnya Saham represented 6,332,500,094 shares including the Dwiwarna
Seri A Dwiwarna atau merupakan 87,25% suara dari Series A share or representing 87.25% of the total number
jumlah seluruh saham dengan hak suara yang sah yang of shares with valid voting rights issued by the Company
dikeluarkan Perseroan sampai dengan hari Rapat, yaitu up to the day of Meeting, namely: 7,257,871,200 shares
sejumlah: 7.257.871.200 saham yang terdiri dari: consisting of:
• 1 (satu) Saham Seri A Dwiwarna; dan • 1 (one) Dwiwarna Series A Share; and
• 7.257.871.199 (tujuh miliar dua ratus lima puluh • 7,257,871,199 (seven billion two hundred fifty seven
tujuh juta delapan ratus tujuh puluh satu ribu seratus million eight hundred seventy one thousand one
sembilan puluh sembilan) Saham Seri B. hundred ninety nine) Series B. Shares
dengan memperhatikan Daftar Pemegang Saham taking into account the Company's Register of
Perseroan per tanggal 9 Januari 2019 pukul 16:15 Shareholders as of 9 January 2019 at 16:15 WIB, hence
WIB, karenanya ketentuan mengenai korum kehadiran the provision regarding the attendance quorum at the
dalam Rapat sebagaimana diatur dalam Anggaran Meeting, as stipulated in the Company's Articles of
Dasar Perseroan, beserta Pasal 27 dan Pasal 29A Association, along with Article 27 and Article 29A of
Peraturan Otoritas Jasa Keuangan No. 32/POJK.04/2014 the Financial Services Authority Regulation No. 32/
sebagaimana diubah dengan Peraturan OJK No. 10/ POJK.04/2014 as amended by Regulation No. 10/
Profil Perusahaan
Company Profile
POJK.04/2017 tentang Rencana dan Penyelenggaraan POJK.04/2017 concerning Planning and Organizing of
Rapat Umum Pemegang Saham Perusahaan Terbuka Public Company’s General Meeting of Shareholders
(“POJK 32/2014”) telah terpenuhi. ("POJK 32/2014"), has been fulfilled.
Tabel Jumlah Saham yang Hadir pada RUPS Luar Biasa 2019 Jasa Marga
Table of Number of Shares Present at the Jasa Marga’s 2019 Extraordinary General Meeting of Shareholders
Jumlah Saham Persentase (%)
Number of Shares Percentage
6.332.500.094 87,25
TANYA JAWAB Questions and Answers
Sebelum pengambilan keputusan Mata Acara Rapat, Pemimpin Before making decisions on the Meeting Agenda, the
Rapat akan memberikan kesempatan kepada para Pemegang Chairperson of the Meeting gave an opportunity for the
Saham atau Kuasa Pemegang Saham untuk mengajukan shareholders and proxies to submit questions or opinions
pertanyaan atau pendapatnya dalam Tanya Jawab. in the Questions and Answers session.
Diberikan kesempatan bertanya atau menyampaikan They were given the opportunity to ask questions or
pendapat untuk paling banyak 3 (tiga) penanya. Pertanyaan express opinions for at most 3 (three) people. Opinions or
atau pendapat yang dapat diajukan hanya pada hal yang questions should be related to the Meeting Agenda being
berkaitan dengan Mata Acara Rapat yang sedang dibicarakan. discussed.
Setiap penanya akan diminta untuk mengangkat tangan, Each questioner should raise his/her hand, and the chosen
dan kepada yang bersangkutan akan diberikan formulir ones were given a form to be filled with questions or
untuk diisi dengan pertanyaan atau pendapatnya. opinions. An officer then took the forms and gave them
Selanjutnya Petugas akan menyampaikan formulir tersebut to the Chairperson.
kepada Pemimpin Rapat.
Pemimpin Rapat akan membacakan pertanyaan atau The Chairperson then read the questions or opinions of
pendapat Pemegang Saham atau Kuasa Pemegang shareholders or proxies, and answered or responded by
Saham, dan akan dijawab atau ditanggapi oleh Pemimpin himself or appointed other person to do so.
Rapat atau pihak yang ditunjuk oleh Pemimpin Rapat.
Pemegang Saham atau Kuasa Pemegang Saham yang hadir The shareholders or proxies in attendance were given the
telah diberikan kesempatan untuk tanya jawab mengenai opportunity to ask questions and answers regarding the
Mata Acara yang dibahas. Jumlah Penanya adalah 2 (dua) Agenda discussed. The number of questioners was 2 (two)
Pemegang Saham atau Kuasa Pemegang Saham. shareholders and/or proxies.
Human Capital
Modal Insani
KEPUTUSAN RAPAT DAN PEMUNGUTAN SUARA Meeting Decisions and Voting Exercise
Setelah para Pemegang Saham atau Kuasa para Pemegang After the shareholders or proxies were given the
Saham diberikan kesempatan untuk memberikan pertanyaan opportunity to ask further questions and/or offer
dan/atau tanggapan, dilakukan pengambilan keputusan. responses, a decision was made. The decision should be
Keputusan diambil secara musyawarah untuk mufakat, taken by deliberation to reach consensus, but if there
namun apabila Pemegang Saham atau Kuasa Pemegang are shareholders or proxies who do not approve or vote
Saham ada yang tidak menyetujui atau memberikan suara abstain, then the decision is taken by voting by handing

abstain, maka keputusan diambil dengan cara pemungutan out the Ballot Card.

suara dengan cara menyerahkan Kartu Suara.
Untuk (i) Mata Acara Rapat perubahan Anggaran Dasar For (i) Meeting Agenda of the Company's Articles of
Perseroan terkait perubahan status Perseroan dari Persero Association amendment related to the change in status of
menjadi Non-Persero dan (ii) Mata Acara Rapat perubahan the Company from Persero to Non-Persero and (ii) Agenda
Anggaran Dasar Perseroan terkait perubahan hak-hak atas of the Company's Articles of Association amendment
saham di dalam Perseroan, pengambilan keputusan akan related to the change in rights to shares in the Company,
dilakukan bersamaan. Dalam hal keputusan berdasarkan decision making should be carried out simultaneously. In
musyawarah untuk mufakat tidak tercapai, maka the event that a decision based on deliberation to reach
keputusan diambil berdasarkan pemungutan suara yang consensus is not reached, then the decision is made by

disetujui oleh lebih dari ¾ (tiga per empat) bagian dari voting with approval of more than ¾ (three-fourths) of the

saham Seri B dengan hak suara yang hadir dalam Rapat, Series B shares with voting rights present at the Meeting,
tidak termasuk Pemegang Saham Seri A Dwiwarna. excluding the Dwiwarna Series A Shareholder.
Tiap pemegang 1 (satu) saham berhak mengeluarkan satu Every holder of 1 (one) share is entitled to cast one
suara. Pemungutan suara dilakukan secara lisan. Pemegang vote. Voting is done verbally. Shareholders and proxies
Saham dan Kuasa Para Pemegang Saham yang tidak setuju who do not approve or vote abstain are asked to raise
atau mengeluarkan suara abstain diminta mengangkat their hands and check one of the boxes on the Ballot
tangan dan memberi tanda pada salah satu kotak pilihan di Card and submit their filled Ballot Cards to the Officers.
Kartu Suara dan menyerahkan Kartu Suaranya yang sudah For shareholders and proxies who do not submit the
terisi kepada Petugas. Bagi Pemegang Saham dan Kuasa Para ballot cards at the time of voting, they are deemed to

Pemegang Saham yang tidak mengumpulkan Kartu Suara approve.

pada saat pemungutan suara, maka dianggap menyetujui.
Suara abstain dianggap mengeluarkan suara yang sama The abstain votes are calculated as the same as the majority
dengan suara mayoritas Pemegang Saham dan Kuasa Para of votes casted by shareholders or proxies.
Pemegang Saham yang mengeluarkan suara.
Setelah pemungutan suara, Notaris membacakan hasil After the vote, the Notary read the results of the voting.
pemungutan suara tersebut.
MATA ACARA, KEPUTUSAN, HASIL VOTING Agenda, Decision, Voting Results and Decision
DAN TINDAK LANJUT KEPUTUSAN RUPS LUAR Follow-Up of 2019 Extraordinary GMS
BIASA 2019
Rapat Perseroan dibuka pada pukul 16:42 WIB dan ditutup The Company's meeting opens at 16:42 WIB and closes
pada pukul 17:06 WIB. at 17:06 WIB.
Perseroan telah menunjuk Notaris Ir. Nanette Cahyanie The Company has appointed Notary Ir. Nanette Cahyanie
Handari Adi Warsito, SH. sebagai pihak independen untuk Handari Adi Warsito, SH. as an independent party to
melakukan validasi suara dan menyusun minuta akta validate the votes and prepare the deed of the minutes
Rapat. Dalam Rapat tersebut telah diambil keputusan yaitu of Meeting. In the Meeting, a decision has been made, as
sebagaimana dituangkan dalam Berita Acara Rapat No. 01 stated in the Minutes of Meeting No. 01 dated February
tanggal 01 Februari 2019, yang minuta aktanya dibuat oleh 01, 2019 of which its deed was made by Ir. Nanette
Ir. Nanette Cahyanie Handari Adi Warsito, S.H. Notaris di Cahyanie Handari Adi Warsito, S.H., a public notary in
Jakarta yang pada pokoknya adalah sebagai berikut: Jakarta, which in principle is as follows:
MATA ACARA RAPAT Meeting Agenda

Perubahan Anggaran Dasar Perseroan. Amendment to the Company's Articles of

Association.
Dasar Mata Acara Basis of Agenda
Mata Acara ini diusulkan oleh Pemegang Saham This Agenda was proposed by the Company's Shareholder
Perseroan berdasarkan Surat Menteri Badan Usaha Milik based on the Letter of the Minister of State-Owned Enterprises
Negara Republik Indonesia No. S-826/MBU/12/2018, of the Republic of Indonesia No. S-826/MBU/12/2018 dated
tanggal 13 Desember 2018. Mata Acara dilaksanakan December 13, 2018. The agenda was held in connection
sehubungan dengan pembentukan Holding Badan with the establishment of Holding Company of State-Owned
Usaha Milik Negara Sektor Infrastruktur dimana akan Enterprises in the Infrastructure Sector which would result
mengakibatkan perubahan status Perseroan dari Persero in a change in the status of the Company from Persero to
menjadi Non-Persero serta perubahan hak-hak atas Non-Persero as well as a change in rights to shares in the
saham di dalam Perseroan, dengan memperhatikan pula Company; taking into account also the provisions (i) Article
ketentuan (i) Pasal 25 ayat 5 juncto Pasal 28 ayat 2 dan 25 paragraph 5 in conjunction with Article 28 paragraph 2
ayat 4, serta Pasal 28 ayat 1 dan Pasal 28 ayat 5 Anggaran and paragraph 4, and Article 28 paragraph 1 and Article 28
Profil Perusahaan
Company Profile
Dasar Perseroan dan (ii) Pasal 27 dan Pasal 29A Peraturan paragraph 5 of the Company's Articles of Association and (ii)
Otoritas Jasa Keuangan (“OJK”) No. 32/POJK.04/2014 Article 27 and Article 29A of the Financial Services Authority
sebagaimana diubah dengan Peraturan OJK No. 10/ (FSA/OJK) Regulation No. 32/POJK.04/2014 amended by
POJK.04/2017 tentang Rencana dan Penyelenggaraan Regulation No. 10/POJK.04/2017 concerning Planning
Rapat Umum Pemegang Saham Perusahaan Terbuka and Organizing of Public Company’s General Meeting of
(“POJK 32/2014”). Shareholders ("POJK 32/2014").
Hasil Voting Voting Results
1. Pemungutan suara dengan mata acara Rapat 1. The results of voting for the Meeting’s agenda of the
perubahan Anggaran Dasar Perseroan terkait Company's Articles of Association amendment related
perubahan status Perseroan dari Persero menjadi Non- to the change in status of the Company from Persero
Persero: to Non-Persero:
Suara Hadir : 6.332.500.094 saham

Present Votes shares
Suara Tidak Setuju : 437.431.079 saham
Dissent Votes shares

Suara Abstain : 11.059.660 saham

Abstain Votes shares
Suara Setuju : 5.884.009.355 saham
Consent Votes shares
Total Suara Setuju : 5.895.069.015 saham = 93,09%
Total Consent Votes shares
2. Pemungutan suara dengan mata acara Rapat 2. The results of voting for the Meeting’s agenda of the
perubahan Anggaran Dasar Perseroan terkait Company's Articles of Association amendment related
perubahan hak-hak atas saham di dalam Perseroan: to the change in rights to shares in the Company:

Human Capital
Modal Insani
Keputusan Decisions
Rapat dengan Suara Terbanyak memutuskan menyetujui: The Meeting with the most votes decided to agree:
1. Menyetujui perubahan Pasal 1 ayat (1) Anggaran Dasar 1. On approving the changes to Article 1 paragraph (1) of
Perseroan, sebagai berikut: the Company’s Articles of Association, as follows:
Dari sebelumnya: From previously:
“Perseroan Terbatas ini bernama “PERUSAHAAN “This Limited Liability Company is named ‘THE COMPANY

PERSEROAN (PERSERO) PT JASA MARGA (INDONESIA (PERSERO) PT JASA MARGA (INDONESIA HIGHWAY
HIGHWAY CORPORATAMA) Tbk. Disingkat PT CORPORATAMA) Tbk. abbreviated as PT JASA MARGA
JASA MARGA (PERSERO) Tbk “(selanjutnya dalam (PERSERO) Tbk’ (hereinafter in the articles of association,
anggaran dasar cukup disingkat dengan “Perseroan”), it is simply abbreviated as the “Company”), domiciled
berkedudukan dan berkantor pusat di Jakarta Timur.” and headquartered in East Jakarta.”
Menjadi sebagai berikut: To become as follows:
“Perseroan Terbatas ini bernama “PT JASA MARGA “This Limited Liability Company is named ‘PT JASA MARGA
(INDONESIA HIGHWAY CORPORATAMA) Tbk. (INDONESIA HIGHWAY CORPORATAMA) Tbk. abbreviated
Disingkat PT JASA MARGA Tbk. “(selanjutnya dalam as PT JASA MARGA Tbk.’ (hereinafter in the articles of
anggaran dasar cukup disingkat dengan “Perseroan”), association, it is simply abbreviated as the “Company”),
berkedudukan dan berkantor pusat di Jakarta Timur.” domiciled and headquartered in East Jakarta.”

2. Menyetujui perubahan Pasal 5 ayat (4) huruf c.1 dan 2. On approving the changes to Article 5 paragraph (4)
penambahan Pasal 5 ayat (4) huruf c.5, sebagaimana letter c.1 and addition of Article 5 paragraph (4) letter
berikut: c.5, as follows:
Dari sebelumnya: From previously:
c. Hak istimewa pemegang saham Seri A Dwiwarna c. The privileges of Dwiwarna Series A shareholder
adalah: are:
c.1. Hak untuk menyetujui dalam RUPS mengenai c.1.
The right to agree in GMS regarding the
hal-hal sebagai berikut: following matters:
c.1.1. Persetujuan perubahan c.1.1. Approval of amendments to the Articles
Anggaran Dasar; of Association;

c.1.2. Persetujuan perubahan Permodalan; c.1.2. Approval of capital changes;
c.1.3. Persetujuan pengangkatan dan c.1.3. Approval of the appointment and
pemberhentian anggota Direksi dan dismissal of members of the Board of
Dewan Komisaris; Directors and Board of Commissioners;
c.1.4. Persetujuan terkait penggabungan, c.1.4. Approval related to merger,
peleburan, pengambilalihan, pemisahan consolidation, acquisition, separation
dan pembubaran; and dissolution;
c.1.5. Persetujuan remunerasi anggota Direksi c.1.5. Approval of remuneration for members
dan Dewan Komisaris; of the Board of Directors and the Board
of Commissioners;
c.1.6. Persetujuan pemindahtanganan aset
yang berdasarkan anggaran dasar perlu c.1.6. Approval for the transfer of assets based
on the articles of association requires the
persetujuan RUPS;
approval of the GMS;
c.1.7. Persetujuan mengenai penyertaan c.1.7. Approval regarding the inclusion of a
pengurangan persentase penyertaan reduction in the percentage of equity
modal pada perusahaan lain yang participation in other companies based
berdasarkan anggaran dasar perlu on the articles of association requires the
persetujuan RUPS; approval of the GMS;
c.1.8. Persetujuan penggunaan laba; c.1.8. Approval for the use of profit;
c.1.9. Persetujuan mengenai investasi dan c.1.9. Approval of long-term investments and
pembiayaan jangka panjang yang tidak non-operational financing based on
bersifat operasional yang berdasarkan the articles of association requires the
anggaran dasar perlu persetujuan RUPS. approval of the GMS.
c.2. Hak untuk mengusulkan calon anggota c.2. The right to propose candidates for members
Direksi dan calon anggota Dewan of the Board of Directors and Board of
Komisaris; Commissioners;
c.3. Hak untuk mengusulkan agenda RUPS; c.3. The right to propose GMS agenda;
c.4. Hak untuk meminta dan mengakses data dan c.4. The right to request and access company
dokumen perusahaan, dengan mekanisme data and documents, with the mechanism
penggunaan hak dimaksud sesuai dengan for the use of said right in accordance with
ketentuan dalam Anggaran Dasar dan the provisions in the Articles of Association
peraturan perundang-undangan. and applicable legislation.

c. Hak istimewa pemegang saham Seri A Dwiwarna c. The privileges of Dwiwarna Series A shareholder
adalah: are:
c.1. Hak untuk menyetujui dalam RUPS mengenai c.1. The right to agree in the GMS regarding the
hal-hal sebagai berikut: following matters:
c.1.1. Persetujuan pengangkatan dan c.1.1. Approval of the appointment and
pemberhentian anggota Direksi dan dismissal of members of the Board of
anggota Dewan Komisaris; Directors and Board of Commissioners;
c.1.2. Persetujuan perubahan Anggaran c.1.2. Approval of amendments to the
Dasar; Articles of Association;
c.1.3. Persetujuan perubahan struktur c.1.3. Approval of changes in share
kepemilikan saham; ownership structure;
Profil Perusahaan
Company Profile
c.1.4. Persetujuan terkait penggabungan, c.1.4. Approval related to the merger,

peleburan, pemisahan, dan consolidation, separation and
pembubaran serta pengambilalihan dissolution and acquisition of the
Perseroan oleh perusahaan lain. Company by other companies.
c.2. Hak untuk mengusulkan calon anggota c.2. The right to propose candidates for members
Direksi dan calon anggota Dewan of the Board of Directors and Board of
Komisaris; Commissioners;
c.3. Hak untuk mengusulkan mata acara RUPS; c.3. The right to propose GMS agenda items;
c.4. Hak untuk meminta dan mengakses data dan c.4. The right to request and access company
dokumen perusahaan; data and documents;
c.5. Hak untuk menetapkan kebijakan strategis c.5. The right to set strategic policies to always
agar selalu selaras dan sesuai dengan be in harmony and in accordance with the
kebijakan dan peraturan yang berlaku pada policies and regulations that apply to Series
pemegang saham Seri B dengan kepemilikan B shareholders with the ownership of a large
sebagian besar saham Perseroan (selanjutnya portion of the Company’s shares (hereinafter
disebut “Pemegang saham Seri B Terbanyak”), referred to as “Major Series B shareholders”),
di bidang sebagai berikut: in the following fields:
1. Bidang perencanaan strategis bisnis 1. The field of strategic business planning for
infrastruktur dan pengembangan wilayah; infrastructure and regional development;
2. Bidang pengembangan serta investasi 2. Development and investment in
bisnis infrastruktur dan pengembangan infrastructure and regional business
wilayah; development;
3. Bidang Pengadaan dan Logistik; 3. Procurement and Logistics;
4. Bidang Sumber Daya Manusia dan 4.
Human Resources and Industrial
Hubungan Industrial; Relations;
5. Bidang Akuntansi dan Keuangan; 5. Accounting and Finance;
6. Bidang Informasi Teknologi; 6. Information Technology;
7.
Bidang Manajemen Risiko dan 7.
Risk Management and Internal
Pengawasan Internal; Supervision;
8. Bidang Kesehatan, Keselamatan Kerja, 8. Occupational Health and Safety,
Pengelolaan Lingkungan Hidup dan Environmental Management and Social
tanggung jawab sosial; Responsibility;
9. Bidang Hukum; 9. Legal Affairs;
10.
Bidang Program Kemitraan dan Bina 10. Partnership and Community Development
Lingkungan; Program;
dengan mekanisme penggunaan hak with the mechanism for the use of said
dimaksud sesuai dengan ketentuan right in accordance with the provisions in
dalam Anggaran Dasar ini dan peraturan this Articles of Association and statutory
perundang-undangan. regulations.
Human Capital
Modal Insani
3. Menyetujui menghapus dan mengganti Pasal 5 ayat 3. On approving to delete and replace Article 5 paragraph
(4) huruf e Anggaran Dasar Perseroan, sebagaimana (4) letter e of the Company’s Articles of Association, as
berikut: follows:
“Saham Seri B adalah saham biasa atas nama yang “Series B Shares are ordinary shares on behalf that
dapat dimiliki oleh Negara Republik Indonesia dan/ can be owned by the Republic of Indonesia and/or the
atau masyarakat.” public.”

“Pemegang Saham Seri A Dwiwarna dapat “Dwiwarna Series A Shareholder can give the authority

memberikan kuasa kepada Pemegang Saham Seri B to the Company’s Major Series B Shareholders
Terbanyak Perseroan terkait dengan hak untuk: regarding the right to:
a. Mengubah Anggaran Dasar a. Change the Articles of Association
b. Mengangkat dan memberhentikan anggota b. Appoint and dismiss members of the Board of
Direksi dan Dewan Komisaris Directors and Board of Commissioners
c. Mengusulkan Calon Anggota Direksi dan Calon c. Propose candidates for members of the Board of
Anggota Dewan Komisaris Directors and Board of Commissioners
d. Mengusulkan mata acara RUPS d. Propose GMS agenda item
e. Meminta dan mengakses data dan dokumen e. Request and access Company data and documents
perusahaan

f. Establishing a strategic policy so that it is

f. Menetapkan kebijakan strategis agar selalu selaras always in harmony with and in accordance with
dan sesuai dengan kebijakan dan peraturan yang the policies and regulations that apply to the
berlaku pada Pemegang Saham Seri B terbanyak Company’s Major Series B Shareholders in the
Perseroan dalam bidang sesuai ketentuan butir c.5 field according to the provisions in point c.5 of
ayat ini.” this verse. “
Dengan syarat perubahan Anggaran Dasar pada poin With the amendment to the Articles of Association in
1-3 di atas berlaku efektif setelah diterbitkannya points 1-3 above, it will be effective after the issuance
Peraturan Pemerintah terkait Penambahan Penyertaan of the Government Regulation related to the Increase
Modal Negara Republik Indonesia ke Dalam Modal of the State Capital Participation of the Republic of

Saham Perusahaan Perseroan (Persero) PT Hutama Indonesia into the Capital of the Company (Persero)

Karya dan juga telah ditandatanganinya Akta PT Hutama Karya and also after the signing of the
Pengalihan Saham Perseroan Milik Negara Republik Deed of the Transfer of the Company’s shares owned
Indonesia ke dalam Modal Saham Perusahaan by the Republic of Indonesia into Share Capital of PT
Perseroan (Persero) PT Hutama Karya berdasarkan Hutama Karya (Persero) based on the applicable laws
ketentuan perundang-undangan yang berlaku. and regulations.
4. Menyetujui untuk menyusun kembali seluruh 4. On approving to restructure all provisions in the
ketentuan dalam Anggaran Dasar Perseroan di atas. Company’s Articles of Association above.
5. Menyetujui pemberian kuasa dan wewenang kepada 5. To approve the granting of power and authority
Direksi Perseroan dengan hak substitusi untuk melakukan to the Directors of the Company with the right of
segala tindakan yang diperlukan berkaitan dengan substitution to take all necessary actions related
keputusan mata acara Rapat ini, termasuk menyusun to the decision of the agenda of this Meeting,
dan menyatakan kembali seluruh Anggaran Dasar dalam including preparing and restating the entire Articles
suatu Akta Notaris dan menyampaikan kepada instansi of Association in a Notarial Deed and submitting
yang berwenang untuk mendapatkan persetujuan dan/ it to the authorized agency for approval and / or
atau tanda penerimaan pemberitahuan perubahan marking receiving notification of amendments to the
Anggaran Dasar, melakukan segala sesuatu yang Articles of Association, doing everything deemed
dipandang perlu dan berguna untuk keperluan tersebut necessary and useful for this purpose with none
dengan tidak ada satu pun yang dikecualikan, termasuk of which is excluded, including to make additions
untuk mengadakan penambahan dan/atau perubahan and / or changes in amendments to the Articles
dalam perubahan Anggaran Dasar tersebut jika hal of Association if this is required by the competent
tersebut dipersyaratkan oleh instansi yang berwenang. authority.
Tindak Lanjut Follow-up

Akta Pernyataan Keputusan Rapat No. 01 tanggal 01 Deed of Meeting Decree No. 01 dated February 1, 2019
Februari 2019 dibuat di hadapan Ir. Nanette Cahyanie made before Ir. Nanette Cahyanie Handari Adi Warsito,
Handari Adi Warsito, SH., Notaris, di Jakarta. SH., Notary, in Jakarta.
PELAKSANAAN RUPS TAHUNAN 2019
Organization of 2019 Annual GMS
Pelaksanaan RUPS Tahunan tahun buku 2018 Perseroan The Annual General Meeting of Shareholders for the 2018
adalah sebagai berikut: fiscal year is as follows:
Hari/tanggal : Senin, 06 Mei 2019 Day/Date: May 06, 2019

Waktu : 14:55 WIB s.d.16:37 WIB Time : 14:55 to 16:37 West Indonesian Time (WIB)
Tempat : Hotel Pullman Tempat: Hotel Pullman
Grand on Thamrin Ballroom Venue: Grand on Thamrin Ballroom
Lobby Level Lobby Level
Jln. M. H. Thamrin Kav. 59 Jln. M. H. Thamrin Kav. 59
Jakarta 10350 Jakarta 10350
Indonesia Indonesia
Pemenuhan Kepatuhan Penyelenggaraan RUPS Fulfillment of Compliance in Organizing 2019

Tahunan 2019 Annual GMS
Penyelenggaraan RUPS Tahunan (Rapat) tersebut telah The Annual General Meeting of Shareholders (Meeting) has
melalui proses persiapan dan penyelenggaraan sesuai been through a process of preparation and organization in
Profil Perusahaan
Company Profile
dengan Undang-Undang No. 40 tahun 2007 tentang accordance with Law No. 40 of 2007 concerning Limited
Perseroan Terbatas Pasal 81, 82, dan 83 serta Peraturan Liability Companies Articles 81, 82 and 83 and Financial
Otoritas Jasa Keuangan No. 32/POJK.04/2014 tentang Services Authority Regulation No. 32/POJK.04/2014 on
Rencana dan Penyelenggaraan Rapat Umum Pemegang Planning and Organizing of General Meeting of Shareholders
Saham Perusahaan Terbuka dan perubahannya No. 10/ of Public Company amended by Regulation No. 10/
POJK.04/2017, serta Anggaran Dasar Perseroan. POJK.04/2017, and the Company's Articles of Association.
Proses rencana dan pelaksanaan RUPS Tahunan The process of planning and organizing the Annual GMS
tersebut telah tertuang dalam surat Perseroan yang has been stated in the Company's letter to the FSA/OJK,
telah disampaikan ke OJK, serta pemasangan iklan as well as advertising the Announcement, Invitation and
Pemberitahuan, Panggilan dan Pengumuman Ringkasan Announcement of Minutes of Meeting, respectively on
Risalah Rapat masing-masing pada 2 (dua) surat kabar 2 (two) Indonesian language newspapers with national
berbahasa Indonesia yang berperedaran nasional serta circulation as well as on the Indonesia Stock Exchange
situs web Bursa Efek Indonesia (www.idx.co.id) dan website (www.idx.co.id) and the Company's website in
situs web Perseroan dalam Bahasa Indonesia dan Bahasa Indonesian and English, with the following details:
Inggris, dengan detail sebagai berikut:
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Tahunan 2018

Table of Compliance Fulfillment in Organizing 2018 Annual GMS

Activity Description Date
Penyampaian Rencana dan Mata Acara Surat ke Otoritas Jasa Keuangan 20 Maret 2019
Rapat No. AA.IN02.03.308 March 20, 2019
Submission of Meeting Plans and Agenda Letter to the Financial Services Authority
No. AA.IN02.03.308
Surat ke Otoritas Jasa Keuangan 09 April 2019

No. AA.IN02.03.404 April 09, 2019
Letter to the Financial Services Authority
No. AA.IN02.03.404
Pengumuman Iklan di Harian Kontan dan Investor Daily, serta situs web Perseroan dan situs web 27 Maret 2019
Announcement Bursa Efek Indonesia (www.idx.co.id) dalam Bahasa Indonesia dan Bahasa Inggris March 27, 2019
Advertisement on the Harian Kontan and Investor Daily, as well as the Company's
website and the Indonesia Stock Exchange website
Human Capital
Modal Insani
Activity Description Date
Pemanggilan Iklan di Harian Kontan dan Investor Daily, serta situs web Perseroan dan situs web 11 April 2019
Invitation Bursa Efek Indonesia (www.idx.co.id) dalam Bahasa Indonesia dan Bahasa Inggris April 11, 2019
Advertisement on the Harian Kontan and Investor Daily, as well as the Company's
website and the Indonesia Stock Exchange website (www.idx.co.id) in Indonesian
and English language

Pengumuman Ringkasan Risalah Rapat Iklan di Harian Kontan dan Investor Daily, serta situs web Perseroan dan situs web 07 Mei 2019
Announcement of Minutes of Meeting Bursa Efek Indonesia (www.idx.co.id) dalam Bahasa Indonesia dan Bahasa Inggris May 07, 2019
Summary Advertisement on the Harian Kontan and Investor Daily, as well as the Company's
website and the Indonesia Stock Exchange website (www.idx.co.id) in Indonesian
and English language

Mata Acara Rapat Meeting Agenda
Mata Acara RUPS Tahunan Perseroan adalah sebagai The agenda of the Company’s Annual General Meeting of
berikut: is as follows:
1. Persetujuan Laporan Tahunan Perseroan Mengenai 1. Approval of the Company's Annual Report Concerning
Keadaan dan Jalannya Perseroan Selama Tahun the Conditions and Progress of the Company during Fiscal
Buku 2018, Termasuk Laporan Pelaksanaan Tugas Year 2018, including the Report on the Implementation
Pengawasan Dewan Komisaris Selama Tahun Buku of Supervisory Duties of the Board of Commissioners
2018 dan Pengesahan Laporan Keuangan Perseroan during Fiscal Year 2018 and Ratification of the Company's
Tahun Buku 2018. Financial Statements for Fiscal Year 2018.
2. Pengesahan Laporan Tahunan Program Kemitraan dan 2. Ratification of the 2018 Partnership and Community
Bina Lingkungan Tahun Buku 2018. Development Program Annual Report.
3. Penetapan Penggunaan Laba Bersih Perseroan Tahun 3. Determination of the Use of the Company's Net Profit
Buku 2018. for Fiscal Year 2018.
4. Penunjukan Kantor Akuntan Publik untuk Mengaudit 4. Appointment of a Public Accountant Office to Audit
Laporan Keuangan Perseroan Tahun Buku 2019 dan the Company's Financial Statements for the 2019 Fiscal
Laporan Keuangan Program Kemitraan dan Bina Year and the Financial Statements of the Partnership and
Lingkungan Tahun Buku 2019. Community Development Program for the 2019 Fiscal Year.
5. Penetapan Tantiem Tahun Buku 2018, Gaji, 5. Determination of 2018 Fiscal Year Bonus, and 2019
Honorarium dan Tunjangan serta Fasilitas Lainnya Fiscal Year Salary, Honorarium and Allowances and
bagi Anggota Direksi dan Dewan Komisaris Tahun Other Benefits for Members of the Board of Directors
2019. and Board of Commissioners.
6. Laporan Direksi Mengenai Realisasi Penggunaan Dana 6. Report of the Board of Directors Regarding the
Hasil Penawaran Umum. Realization of the Use of Proceeds from Public Offering.
7. Penyesuaian Anggaran Dasar Perseroan. 7. Adjustment of the Company's Articles of Association.
8. Perubahan Pengurus Perseroan. 8. Changing in the Company’s management.
Kehadiran Dewan Komisaris dan Direksi Attendance of the Board of Commissioners

and Board of Directors
Profil Perusahaan
Tabel Rekapitulasi Kehadiran Komisaris dan Direksi Pada RUPS Tahunan 2019
Company Profile
Table of Attendance Recapitulation of the Board of Commissioners and Board of Directors at the 2019 Annual GMS
Nama Jabatan Kehadiran
No
Name Position Attendance

1 Sapto Amal Damandari Hadir / Present
2 Sugihardjo Komisaris / Commissioner Hadir / Present
3 Muhammad Sapta Murti Komisaris / Commissioner Hadir / Present
4 Agus Suharyono Komisaris / Commissioner Hadir / Present

5 Anita Firmanti Eko Susetyowati Komisaris / Commissioner Hadir / Present
6 Vincentius Sonny Loho Komisaris Independen / Independent Commissioner Hadir / Present
7 Desi Arryani Direktur Utama / President Director Hadir / Present
8 Mohammad Sofyan Direktur Operasi I / Director of Operation I Hadir / Present
9 Subakti Syukur Direktur Operasi II / Director of Operation II Hadir / Present
10 Adrian Priohutomo Direktur Pengembangan / Director of Development Hadir / Present
11 Donny Arsal Direktur Keuangan / Director of Finance Hadir / Present
Direktur Sumber Daya Manusia & Umum/ Direktur Independen

12 Alex Denni Hadir / Present
Director of Human Resources and General Affairs/Independent Director
Penyelenggaraan RUPS Tahunan didukung oleh pihak The Annual General Meeting of Shareholders is supported
independen dalam hal ini Konsultan Hukum, Notaris by independent parties, in this case the Legal Consultant,
dan Biro Administrasi Efek (BAE). Selain itu, Kantor Notary Public and Securities Administration Bureau (BAE).
Akuntan Publik yang mengaudit Laporan Keuangan In addition, the representatives of Public Accountant Office
Perseroan dan Anak Perusahaan serta Laporan that audited the Financial Statements of the Company
Keuangan Program Kemitraan dan Bina Lingkungan and its Subsidiaries and the Financial Statements of the
tahun buku 2018 juga hadir dalam RUPS Tahunan Partnership and Community Development Program for the
tersebut. 2018 fiscal year were also present at the Annual GMS.
Tata Tertib Rules of Order
Tata Tertib Rapat tersedia di situs web Perseroan dan The Rules of Order of the Meeting were available on the
dibagikan kepada para Pemegang Saham dan Kuasa Company's website and distributed to Shareholders and
Pemegang Saham pada waktu memasuki ruangan Rapat. authorized proxies upon entering the Meeting room.
Untuk memenuhi ketentuan Pasal 24 ayat (2) dan (3) To fulfill the provisions of Article 24 paragraphs (2)
Peraturan Otoritas Jasa Keuangan No. 32/POJK.04/2014 and (3) of the Financial Services Authority Regulation
dan perubahannya No. 10/POJK.04/2017 tentang No. 32/POJK.04/2014 amended by Regulation No. 10/
Human Capital
Modal Insani
Rencana dan Penyelenggaraan Rapat Umum Pemegang POJK.04/2017 on Planning and Organizing of Public
Saham Perusahaan Terbuka (untuk selanjutnya disebut Company’s General Meeting of Shareholders (hereinafter
“POJK 32/2014”), pokok-pokok Tata Tertib, yaitu referred to as “POJK 32/2014), the main points of the
Kuorum Kehadiran, Tata Cara Penggunaan Hak untuk Rules of Order, namely the Presence Quorum, Procedure
Mengajukan Pertanyaan dan/atau Pendapat, serta for the Use of the Right to Ask Questions and/or Convey
Mekanisme Pengambilan Keputusan, dibacakan pada Opinions, and the Decision Making Mechanism, were read
saat Rapat. out at the Meeting.

Pemimpin Rapat Chairperson of the Meeting
Berdasarkan Keputusan Dewan Komisaris Perseroan Based on the Decision of the Company's Board of
No. KEP-031/IV/2019 tanggal 23 April 2019, Commissioners No. KEP-031/IV/2019 dated April 23, 2019,
Rapat dipimpin oleh Komisaris Utama/Komisaris the meeting was chaired by the President Commissioner/
Independen. Independent Commissioner.
Untuk memenuhi ketentuan Peraturan Otoritas Jasa To comply with the provisions of the Financial Services
Keuangan No. 32/POJK.04/2014 tentang Rencana Authority Regulation No. 32/POJK.04/2014 on Planning
dan Penyelenggaraan Rapat Umum Pemegang Saham and Organizing of General Meeting of Shareholders
Perusahaan Terbuka dan Anggaran Dasar Perseroan, of the Public Company and the Company's Articles of

Pemimpin Rapat menyampaikan Kondisi Umum Perseroan Association, the Chairperson of the Meeting informed the
yang secara lebih rinci tersaji dalam Video Profil Jasa General Conditions of the Company with details presented
Marga. in the video of Jasa Marga Profile.
Ketentuan Korum dan Kehadiran Pemegang Provisions for Quorum and Attendance of
Saham Shareholders
Untuk Mata Acara Rapat Kesatu, Kedua, dan Keempat, For the First, Second and Fourth Meeting Agenda, the
Rapat adalah sah dan berhak mengambil keputusan yang sah Meeting is valid and has the right to make valid and binding
dan mengikat, apabila dalam Rapat dihadiri oleh Pemegang decisions, if the Meeting is attended by Shareholders and/

Saham dan/atau wakil-wakil mereka yang sah yang bersama- or their proxies who together represent more than ½ (one
half) part of the total number of shares with valid voting

sama mewakili lebih dari ½ (satu per dua) bagian dari jumlah
seluruh saham dengan hak suara yang sah. rights.
Untuk Mata Acara Rapat Ketiga, Kelima dan Kedelapan, For the Third, Fifth and Eighth Meeting Agenda, the
Rapat adalah sah dan berhak mengambil keputusan yang Meeting is valid and has the right to make valid and binding
sah dan mengikat, apabila Rapat dihadiri oleh Pemegang decisions, if the Meeting is attended by the Dwiwarna
Saham Seri A Dwiwarna dan Pemegang Saham lainnya Series A Shareholder and other Shareholders and/or their
Saham dan/atau wakil-wakil mereka yang sah yang authorized representatives who together represent more
bersama-sama mewakili lebih dari ½ (satu per dua) bagian than ½ (one half) of the total number of shares with valid
dari jumlah seluruh saham dengan hak suara yang sah. voting rights.
Untuk Mata Acara Rapat Keenam dikarenakan sifatnya For the Sixth Meeting Agenda because of its reporting
merupakan pelaporan, sehingga tidak dilakukan nature, so there is no decision made on this Agenda.
pengambilan keputusan atas Mata Acara Rapat ini.
Untuk Mata Acara Rapat Ketujuh mengenai Penyesuaian For the Seventh Meeting Agenda on the Company's
Anggaran Dasar Perseroan, Rapat adalah sah dan berhak Articles of Association adjustment, the Meeting is valid
mengambil keputusan yang sah dan mengikat, apabila and has the right to make legal and binding decisions,
Rapat dihadiri oleh Pemegang Saham Seri A Dwiwarna if the Meeting is attended by Dwiwarna Series A
dan para pemegang saham lainnya dan/atau wakil-wakil Shareholder and other shareholders and/or their
mereka yang sah yang bersama-sama mewakili paling authorized representatives who together representing at
sedikit ⅔ (dua per tiga) bagian dari jumlah seluruh saham least ⅔ (two thirds) of the total number of shares with
dengan hak suara yang sah. valid voting rights.
Rapat dihadiri oleh para Pemegang Saham dan/atau The Meeting was attended by the Shareholders and/
kuasa/wakil Pemegang Saham yang seluruhnya mewakili or proxies/authorized representative representing
5.951.663.275 saham termasuk di dalamnya Saham Seri A 5,951,663,275 shares including the Dwiwarna Series A
Dwiwarna atau merupakan 82% suara dari jumlah seluruh Shareholder or representing 82% of the total number of
saham dengan hak suara yang sah yang dikeluarkan shares with valid voting rights issued by the Company until
Perseroan sampai dengan hari Rapat, yaitu sejumlah the day of the Meeting, namely 7,257,871,200 shares
7.257.871.200 saham yang terdiri dari: consisting of:
-- 1 (satu) Saham Seri A Dwiwarna; dan -- 1 (one) Dwiwarna A Series Share; and
-- 7.257.871.199 (tujuh miliar, dua ratus lima puluh -- 7,257,871,199 (seven billion, two hundred fifty seven
tujuh juta, delapan ratus tujuh puluh satu ribu, seratus million, eight hundred seventy one thousand, one
sembilan puluh sembilan) Saham Seri B. hundred ninety nine) Series B Shares
dengan memperhatikan Daftar Pemegang Saham Based on the Company's Register of Shareholders as of
Perseroan per tanggal 10 April 2019 pukul 16:15 WIB. April 10, 2019 at 16:15 WIB.
Tabel Jumlah Saham yang Hadir pada RUPS Tahunan 2019 Jasa Marga
Table of Number of Shares Present at Jasa Marga's 2019 Annual GMS
Jumlah Saham Persentase (%)

Profil Perusahaan
Company Profile
Number of Shares Percentage(%)
5.951.663.275 82
Dengan demikian ketentuan mengenai kuorum kehadiran Therefore the provisions regarding attendance quorum
dalam Rapat sebagaimana diatur dalam Anggaran Dasar in the Meeting as regulated in the Company's Articles of
Perseroan dan Undang-Undang No. 40 tahun 2007 Association and Law No. 40 of 2007 concerning Limited
tentang Perseroan Terbatas serta Peraturan di bidang Liability Companies and Regulations in the Capital Market
Pasar Modal, telah terpenuhi, dan Rapat adalah sah dan have been fulfilled, and the Meeting is valid and can take
dapat mengambil keputusan yang sah dan mengikat para legal decisions and bind the Shareholders of the Company
Pemegang Saham Perseroan untuk Mata Acara Rapat. to the Meeting Agenda.
Perhitungan jumlah Pemegang Saham yang hadir atau The calculation of the number of Shareholders or proxies
terwakili di dalam Rapat dilakukan oleh Notaris dan hanya present at the Meeting was carried out by a Notary Public
dilakukan 1 (satu) kali, yaitu sebelum Rapat dibuka oleh and was only done 1 (one) time, before the Meeting was
Pemimpin Rapat. opened by the Chairperson of the Meeting.
Tanya Jawab Questions and Answers
Sebelum pengambilan keputusan Mata Acara Rapat, Before making decisions on the Meeting Agenda, the
Pemimpin Rapat akan memberikan kesempatan kepada Chairperson of the Meeting gave an opportunity for
para Pemegang Saham atau Kuasa Pemegang Saham Shareholders or proxies to ask questions or convey opinions
untuk mengajukan pertanyaan atau pendapatnya dalam in the Question and Answer session.
Tanya Jawab.
Diberikan kesempatan bertanya atau menyampaikan They were given the opportunity to ask questions or
pendapat untuk paling banyak 3 (tiga) penanya. Pertanyaan express opinions for at most 3 (three) questioners.
atau pendapat yang dapat diajukan hanya pada hal yang Questions or opinions should only on the matters relating
berkaitan dengan Mata Acara Rapat yang sedang dibicarakan. to the Meeting Agenda being discussed.
Setiap penanya akan diminta untuk mengangkat tangan, Each questioner should raise his/her hand, and the chosen
dan kepada yang bersangkutan akan diberikan formulir ones were given a form to be filled with questions or
untuk diisi dengan pertanyaan atau pendapatnya. opinions. An officer then took the forms and gave them
Selanjutnya Petugas akan menyampaikan formulir tersebut to the Chairperson.
kepada Pemimpin Rapat.
The Chairperson then read the questions or opinions of
Pemimpin Rapat akan membacakan pertanyaan atau shareholders or proxies, and answered or responded by
pendapat Pemegang Saham atau Kuasa Pemegang
Human Capital
Modal Insani
Saham, dan akan dijawab atau ditanggapi oleh Pemimpin himself or appointed other person to do so.
Rapat atau pihak yang ditunjuk oleh Pemimpin Rapat.
Jumlah Penanya adalah 1 (satu) orang pada Mata Acara The number of Questioners was 1 (one) person in the First
Rapat Kesatu sedangkan pada Mata Acara Rapat Kedua Agenda of Meeting while in the Second to Eighth Meeting
sampai dengan Kedelapan tidak terdapat pertanyaan. Agenda there were no questions.

Keputusan Rapat dan Pemungutan Suara Meeting’s Decisions and Voting Exercise
Setelah semua pertanyaan dijawab dan ditanggapi, After all questions have been answered and responded
dilakukan pengambilan keputusan. Semua keputusan Rapat to, a decision is made. All decisions of the Meeting are
diambil secara musyawarah untuk mufakat. Dalam hal taken by deliberation to reach consensus. In the event that
keputusan berdasarkan musyawarah untuk mufakat tidak a decision based on deliberation to reach consensus is not
tercapai, dan ada Pemegang Saham atau Kuasa Pemegang reached, and there are Shareholders or proxies who do
Saham yang tidak menyetujui atau memberikan suara not approve or vote abstain, then the decision is taken by
abstain, maka keputusan diambil dengan cara pemungutan voting using the Ballot Card.
suara dengan cara menyerahkan Kartu Suara.

Untuk Mata Acara Rapat Kesatu, Kedua, dan Keempat, For the First, Second and Fourth Meeting Agenda, the
diambil dengan pemungutan suara berdasarkan suara decisions were taken by voting based on consent votes of
setuju lebih dari ½ (satu per dua) bagian dari jumlah seluruh more than ½ (one half) of the total number of shares with
saham dengan hak suara yang sah yang hadir dalam Rapat. valid voting rights present at the Meeting.
Untuk Mata Acara Rapat Ketiga, Kelima dan Kedelapan, For the Third, Fifth and Eighth Meeting Agenda, the
keputusan diambil berdasarkan pemungutan suara yang decisions were made based on a vote approved by the
disetujui oleh Pemegang Saham Seri A Dwiwarna dan Dwiwarna Series A Shareholder and other Shareholders
Pemegang Saham lainnya dan/atau wakil-wakil mereka and/or their authorized representatives who together
yang sah yang bersama-sama mewakili lebih dari ½ (satu represent more than ½ (one half) of all shares with valid

per dua) bagian dari jumlah seluruh saham dengan hak voting rights present at the Meeting.

suara yang sah yang hadir dalam Rapat.
Untuk Mata Acara Rapat Keenam, sifatnya adalah Given the Sixth Meeting Agenda was reporting in nature,
pelaporan sehingga tidak diperlukan suatu keputusan no decision was required for this Agenda.
untuk Mata Acara Rapat ini.
Untuk Mata Acara Rapat Ketujuh mengenai Penyesuaian For the Seventh Meeting Agenda on the Company's
Anggaran Dasar Perseroan, keputusan diambil berdasarkan Articles of Association adjustment, the decision
pemungutan suara yang disetujui oleh Pemegang Saham was made based on the consent votes casted by the
Seri A Dwiwarna dan para Pemegang Saham lainnya dan/ Dwiwarna Series A Shareholder and other Shareholders
atau wakil-wakil mereka yang sah yang bersama-sama and/or their authorized representatives who together
mewakili lebih dari ⅔ (dua per tiga) bagian dari jumlah represent more than ⅔ (two thirds) of the total number
seluruh saham dengan hak suara yang sah yang hadir of shares with valid voting rights present at the
dalam Rapat Meeting.
Tiap pemegang 1 (satu) saham berhak mengeluarkan satu Every holder of 1 (one) share is entitled to cast one
suara. Pemungutan suara dilakukan secara lisan. Pemegang vote. Voting is done verbally. Shareholders and proxies
Saham yang tidak setuju atau mengeluarkan suara abstain who do not agree or vote abstain are asked to raise
diminta mengangkat tangan dan memberi tanda pada their hands and check one of the boxes on the Ballot
salah satu kotak pilihan di Kartu Suara dan menyerahkan Card and submit their filled Ballot Cards to the Officers.
Kartu Suaranya yang sudah terisi kepada petugas. Bagi For shareholders and proxies who do not submit the
Pemegang Saham yang tidak mengumpulkan Kartu Suara ballot cards at the time of voting, they are deemed to
pada saat pemungutan suara, maka dianggap menyetujui. approve.
Sesuai dengan ketentuan Pasal 30 Peraturan Otoritas In accordance with Article 30 of the Financial Services
Jasa Keuangan No. 32/POJK.04/2014 tentang Rencana Authority Regulation No. 32/POJK.04/2014 concerning
dan Penyelenggaraan Rapat Umum Pemegang Saham Planning and Organizing of Public Company’s General
Perusahaan Terbuka, suara abstain mengikuti suara Meeting of Shareholders, abstain votes follow the majority
terbanyak yang dikeluarkan dalam Rapat votes at the Meeting

Setelah pemungutan suara, Notaris membacakan hasil After the vote, the Notary read the results of the voting.
pemungutan suara tersebut.
Mata Acara, Keputusan, Hasil Voting Dan Agenda, Decisions, Voting Results and Follow-
Tindak Lanjut Keputusan RUPS Tahunan Up of Annual GMS Decisions
Rapat Perseroan dibuka pada pukul 14:55 WIB dan ditutup The Company's Meeting opened at 14:55 WIB and closed
pada pukul 16:37 WIB. at 16:37 WIB.
Perseroan telah menunjuk Notaris Ir. Nanette Cahyanie The Company has appointed Notary Ir. Nanette Cahyanie
Handari Adi Warsito, SH. sebagai pihak independen untuk Handari Adi Warsito, SH. as an independent party to
Profil Perusahaan
Company Profile
melakukan validasi suara dan menyusun minuta akta validate the votes and prepare the Deed of the Minutes
Rapat. Dalam Rapat tersebut telah diambil keputusan yaitu of Meeting. In the Meeting, decisions have been taken,
sebagaimana dituangkan dalam Akta Berita Acara Rapat as set forth in the Deed of the Minutes of Meeting dated
tertanggal 6 Mei 2019 No. 06, yang minuta aktanya dibuat May 6, 2019 No. 06, for which the deed was made by
oleh Ir. Nanette Cahyanie Handari Adi Warsito, SH., Notaris Ir. Nanette Cahyanie Handari Adi Warsito, SH., Notary in
di Jakarta yang pada pokoknya adalah sebagai berikut: Jakarta which in principle is as follows:.
Mata Acara Rapat Pertama First Meeting Agenda
Persetujuan Laporan Tahunan Perseroan Mengenai Approval of the Company's Annual Report Concerning
Keadaan dan Jalannya Perseroan Selama Tahun the Conditions and Progress of the Company during the 2018
Buku 2018, termasuk Laporan Pelaksanaan Tugas Fiscal Year, including the Report on the Implementation
Pengawasan Dewan Komisaris Selama Tahun Buku of the Supervisory Duties of the Board Commissioners
2018 dan Pengesahan Laporan Keuangan Perseroan during the 2018 Fiscal Year and Ratification of the
Tahun Buku 2018. Financial Statements of the 2018 Fiscal Year.
Dasar Mata Acara Rapat

Basis of Meeting Agenda
(i) Pasal 12 ayat 2 huruf b.6. dan Pasal 21 ayat 2 huruf a (i) Article 12 paragraph 2 letter b.6. and Article 21
juncto ayat 3 Anggaran Dasar Perseroan. paragraph 2 letter a in conjunction to paragraph 3 of the
Company's Articles of Association.
(ii) Pasal 23 ayat 1 Undang Undang No. 19 tahun 2003 (ii) Article 23 paragraph 1 of Law No. 19 of 2003
tentang Badan Usaha Milik Negara. concerning State-Owned Enterprises.
(iii) Pasal 69 ayat (1) Undang-Undang No. 40 Tahun 2007 (iii)

Article 69 paragraph (1) of Law No. 40 of 2007
tentang Perseroan Terbatas (“UUPT”). regarding Limited Liability Companies ("Company
Law").
Human Capital
Modal Insani

Present Votes share
Suara Tidak Setuju : 300 saham
Dissent Votes share

Abstain Votes share
Consent Votes share
Total Consent Votes share
Keputusan Decisions

Rapat dengan Suara Terbanyak memutuskan: The Meeting, with the most votes, decided:

Menyetujui Laporan Tahunan Tahun Buku 2018 termasuk To approve the 2018 Fiscal Year Annual Report including
Laporan Tugas Pengawasan Dewan Komisaris serta the Supervisory Report of the Board of Commissioners
mengesahkan Laporan Keuangan Perseroan untuk Tahun and ratify the Financial Statements of the Company for
Buku 2018 yang telah diaudit oleh Kantor Akuntan Publik Fiscal Year 2018 that have been audited by Purwantono,
Purwantono, Sungkoro & Surja sebagaimana dimuat dalam Sungkoro & Surja Public Accountants as contained in
laporannya No. 00194/2.1032/AU.1/06/1294-1/1/III/2019 the report No. 00194/2.1032/AU.1/06/1294-1/1/III/2019
tanggal 8 Maret 2019, dengan pendapat “wajar, dalam dated March 8, 2019, with the opinion "reasonable, in
semua hal yang material, posisi keuangan konsolidasian all material respects, the consolidated financial position
PT Jasa Marga (Persero) Tbk dan entitas anaknya tanggal of PT Jasa Marga (Persero) Tbk and its subsidiaries dated

31 Desember 2018, serta kinerja keuangan dan arus kas 31 December 2018, and its financial performance and

konsolidasiannya untuk tahun yang berakhir pada tanggal consolidated cash flow for the year ending on that date
tersebut, sesuai dengan Standar Akuntansi Keuangan di are in accordance with Indonesian Financial Accounting
Indonesia”, serta memberikan pelunasan dan pembebasan Standards", and to approve to fully discharge and release
tanggung jawab sepenuhnya (volledig acquit et de of responsibility (volledig acquit et de charge) to the Board
charge) kepada Direksi dan Dewan Komisaris Perseroan of Directors and Board of Commissioners of the Company
atas tindakan pengurusan dan pengawasan yang telah for their actions in the management and supervision that
dijalankan dalam Tahun Buku yang berakhir pada tanggal have been carried out in the Fiscal Year ended on December
31 Desember 2018 sepanjang tindakan tersebut bukan 31, 2018, as long as these actions are not criminal offenses
merupakan tindakan pidana dan tercermin dalam buku- and are reflected in the Company's report books.
buku laporan Perseroan.

Telah terealisasi Has been realized
MATA ACARA RAPAT KEDUA SECOND MEETING AGENDA

Pengesahan Laporan Tahunan Program Ratification of the 2018 Partnership and
Kemitraan dan Bina Lingkungan Tahun Buku Community Development Program Annual
2018. Report.
Dasar Mata Acara Basis of Meeting Agenda
Pasal 17 dan Pasal 18 Peraturan Menteri Badan Usaha Article 17 and Article 18 the Minister of State-Owned
Milik Negara (“BUMN”) No. PER-09/MBU/07/2015 Enterprises (SOEs) Regulation No. PER-09/MBU/07/2015
sebagaimana diubah oleh Peraturan Menteri BUMN No. amended by Regulation No. PER-03/MBU/12/2016 and
PER-03/MBU/12/2016 dan Peraturan Menteri BUMN No. Regulation No. PER-02/MBU/7/2017 concerning the
PER-02/MBU/7/2017 tentang Program Kemitraan dan Partnership and Community Development Program of
Program Bina Lingkungan BUMN. SOEs.


Suara Tidak Setuju : 0 saham
Total Suara Setuju : 5.951.663.275 saham = 100%
Profil Perusahaan
Company Profile
Keputusan Decisions
Rapat dengan Suara Bulat memutuskan: The Meeting unanimously decided:

Menyetujui dan mengesahkan Laporan Tahunan PKBL To approve and ratify the 2018 Annual Report of Partnership
Tahun Buku 2018 termasuk Laporan Keuangan Program and Community Development Program, including the Financial
Kemitraan dan Bina Lingkungan yang telah diaudit Statements of the Partnership and Community Development
oleh Kantor Akuntan Publik Purwantono, Sungkoro Program which has been audited by Purwantono, Sungkoro
& Surja sesuai laporannya Nomor 01004/2.1032/ & Surja Public Accountants according to their report Number
AU.2/06/1294-1/1/IV/2019 tanggal 24 April 2019 01004/2.1032/AU.2/06/1294-1/1/IV/2019 dated April 24,
dengan pendapat “wajar, dalam semua hal yang 2019 with the opinion "reasonable, in all material respects,
material, posisi keuangan Program Kemitraan dan Bina the financial position of the PT Jasa Marga (Persero) Tbk
Lingkungan PT Jasa Marga (Persero) Tbk tanggal 31 Partnership and Community Development Program on
Desember 2018, serta aktivitas dan arus kasnya untuk December 31, 2018, and their activities and cash flows for
tahun yang berakhir pada tanggal tersebut sesuai the year ending on that date are in accordance with the
dengan Standar Akuntansi Keuangan Entitas Tanpa Standards Financial Accounting for Entities Without Public
Akuntabilitas Publik”, serta memberikan pelunasan Accountability", and to approve to fully discharge and release
dan pembebasan tanggung jawab (volledig acquit of responsibility (volledig acquit et de charge) to the Board
et de charge) kepada Direksi dan Dewan Komisaris of Directors and Board of Commissioners of the Company
Perseroan atas tindakan pengurusan dan pengawasan for their actions in the management and supervision of
PKBL Tahun Buku 2018, sepanjang tindakan tersebut Partnership and Community Development Program for Fiscal
bukan merupakan tindakan pidana dan tercermin di Year ended on December 31, 2018, as long as these actions
dalam laporan tersebut. are not criminal offenses and are reflected in the report.
Telah terealisasi. Telah terealisasi.
Human Capital
Modal Insani
MATA ACARA RAPAT KETIGA Third Meeting Agenda
Penetapan Penggunaan Laba Bersih Perseroan Determination of the Use of the Company's
Tahun Buku 2018. Net Profit of 2018 Fiscal Year.

(i) Pasal 21 ayat 2 huruf b juncto Pasal 26 ayat 2 (i) Article 21 paragraph 2 letter b in conjunction to Article

Anggaran Dasar Perseroan. 26 paragraph 2 of the Company's Articles of Association.

(ii) Pasal 70 dan 71 ayat (1) Undang-Undang No. 40 tahun (ii) Articles 70 and 71 paragraph (1) of Law No. 40
2007 tentang Perseroan Terbatas (“UUPT”). of 2007 concerning Limited Liability Companies
("Corporate Law").



Keputusan Decisions

1. Menetapkan penggunaan Laba Bersih Perseroan 1. To determine the use of the Company's Net Profit of
Tahun Buku 2018 sebesar Rp 2.202.600.415.781,- 2018 Fiscal Year amounting to Rp 2,202,600,415,781
(dua triliun, dua ratus dua miliar, enam ratus juta, (two trillion, two hundred two billion, six hundred
empat ratus lima belas ribu, tujuh ratus delapan puluh million, four hundred fifteen thousand, seven hundred
satu Rupiah) sebagai berikut: eighty-one Rupiah) as follows:
b. Sebesar 15% atau Rp 330.390.062.367 (tiga ratus a. 15% or Rp 330,390,062,367 (three hundred thirty
tiga puluh miliar, tiga ratus sembilan puluh juta, billion, three hundred ninety million, sixty two
enam puluh dua ribu, tiga ratus enam puluh tujuh thousand, three hundred sixty seven Rupiah) is
Rupiah) ditetapkan sebagai dividen tunai. allocated for cash dividends.
c. Sebesar 85% atau Rp 1.872.210.353.414 (satu b. The rest of 85% or Rp 1,872,210,353,414 (one trillion,
triliun, delapan ratus tujuh puluh dua miliar, dua eight hundred seventy-two billion, two hundred ten
ratus sepuluh juta, tiga ratus lima puluh tiga ribu, million, three hundred fifty-three thousand, four
empat ratus empat belas Rupiah) sebagai Saldo hundred and fourteen Rupiah) is Retained Earnings
Laba yang belum ditentukan penggunaannya. that has not been determined yet of its use.
2. Memberikan wewenang dan kuasa kepada Direksi 2. To grant the authority and power to the Board of
Perseroan dengan hak substitusi untuk mengatur lebih Directors of the Company with the right of substitution
lanjut mengenai tata cara dan pelaksanaan pembagian to further regulate the procedure and implementation
dividen tunai tersebut sesuai dengan ketentuan yang of the distribution of cash dividends in accordance
berlaku, termasuk melakukan pembulatan ke atas with applicable regulations, including rounding up for
untuk pembayaran dividen per saham. payment of dividends per share.
• Tata Cara Pembayaran Dividen Tunai Tahun Buku 2018 • The procedure of cash dividends payment for Fiscal Year
dipublikasikan pada Ringkasan Risalah Keputusan 2018 was published in the Summary of the Annual GMS
RUPS Tahunan melalui iklan di surat kabar harian Resolutions through advertisements on the newspapers
Kontan dan Investor Daily pada tanggal 07 Mei 2019 of Harian Kontan and Investor Daily on May 7, 2019 in
dalam Bahasa Indonesia dan situs web Bursa Efek the Indonesian language and posting on the Indonesia
Indonesia (www.idx.co.id) serta situs web Perseroan Stock Exchange website (www.idx.co.id) and the
dalam Bahasa Indonesia dan Bahasa Inggris. Company's website in Indonesian and English language.
• Pembayaran dividen tahun buku 2018 dibagikan pada • Dividend payments for the fiscal year 2018 were
tanggal 28 Mei 2019. distributed on May 28, 2019.
MATA ACARA RAPAT KEEMPAT Fourth Meeting Agenda

Penunjukan Kantor Akuntan Publik untuk Mengaudit Appointment of Public Accounting Firm to Audit the
Laporan Keuangan Perseroan Tahun Buku 2019 dan Company's Financial Statements for the 2019 Fiscal
Laporan Keuangan Program Kemitraan dan Bina Year and the Financial Statements of the Partnership
Lingkungan Tahun Buku 2019. and Community Development Program for the 2019
Fiscal Year.

(i) Pasal 21 ayat 2 huruf c juncto Pasal 15 ayat 2 huruf b.5 (i) Article 21 paragraph 2 letter c in conjunction to Article
Anggaran Dasar Perseroan 15 paragraph 2 letter b.5 of the Company's Articles of
(ii) Pasal 36A Peraturan Otoritas Jasa Keuangan No. 32/ Association
Profil Perusahaan
Company Profile
POJK.04/2014 sebagaimana diubah oleh Peraturan (ii)

Article 36A of the Financial Services Authority
Otoritas Jasa Keuangan No. 10/POJK.04/2017 tentang Regulation No. 32/POJK.04/2014 amended by
Rencana dan Penyelenggaraan Rapat Umum Pemegang Regulation No. 10/POJK.04/2017 concerning Planning
Saham Perusahaan Terbuka (“POJK 32/2014”). and Organizing of Public Company’s General Meeting
of Shareholders ("POJK 32/2014").

Keputusan Decisions
1. Menyetujui dan menunjuk Kantor Akuntan Publik (KAP) 1. To approve and appoint the Public Accounting Firm
Tanudiredja, Wibisana, Rintis & Rekan (firma anggota (KAP) Tanudiredja, Wibisana, Rintis & Partners (member
dari jaringan global PwC/PricewaterhouseCoopers) of PwC/PricewaterhouseCoopers global network) to
untuk melakukan jasa audit atas Laporan Keuangan conduct audit services on the Company's Consolidated
Konsolidasian Perseroan dan Laporan Keuangan Financial Statements and Financial Statements for the
Pelaksanaan Program Kemitraan dan Bina Lingkungan Partnership and Community Development Program
(PKBL) Perseroan Tahun Buku yang berakhir pada (PKBL) of the Company for Financial Year ending on
tanggal 31 Desember 2019. December 31, 2019.
2. Memberikan pelimpahan kewenangan kepada Dewan 2. To grant the authority to the Board of Commissioners
Komisaris Perseroan untuk menetapkan besaran of the Company to determine the amount of
imbalan jasa audit, penambahan ruang lingkup compensation for audit services, additional scope of
pekerjaan yang diperlukan dan persyaratan lainnya work required and other reasonable requirements for
yang wajar bagi KAP tersebut. the Public Accounting Firm.
3. Memberikan wewenang dan kuasa kepada Dewan 3. To grant the authority and power to the Board of
Komisaris dengan terlebih dahulu mendapatkan Commissioners by first obtaining written approval
persetujuan tertulis Pemegang Saham Seri A from Dwiwarna Series A Shareholder to determine
Dwiwarna untuk menetapkan KAP pengganti dalam the replacement of the Public Accounting Firm in the
hal KAP Tanudiredja, Wibisana, Rintis & Rekan case that KAP Tanudiredja, Wibisana, Rintis & Rekan
Human Capital
Modal Insani
karena sebab apapun tidak dapat menyelesaikan for any reason cannot complete the audit of the
audit atas Laporan Keuangan Perseroan dan Laporan Company's Financial Statements and the Partnership
Keuangan Pelaksanaan PKBL Perseroan Tahun Buku and Community Development Program Financial
2019. Statements for 2019 Fiscal Year.

Karena terdapat perbedaan pandangan antara Perseroan Due to differences in views between the Company and

dengan Kantor Akuntan Publik (KAP) Tanudiredja, the Public Accounting Firm (KAP) Tanudiredja, Wibisana,
Wibisana, Rintis & Rekan (PwC) terhadap perlakuan Rintis & Partners (PwC) regarding the accounting
akuntansi atas skema transaksi pendanaan baru yang treatment of the new funding transaction scheme that has
telah diaudit pada tahun-tahun sebelumnya, Perseroan been audited in previous years, the Company appointed
menunjuk Kantor Akuntan Publik (KAP) Purwantono, Public Accounting Firm (KAP) Purwantono, Sungkoro &
Sungkoro & Surja (afiliasi firma global Ernst and Young Surja (global firm affiliation of Ernst and Young - EY) by
- EY) sebagaimana Surat Perintah Mulai Kerja No. BA. issuing Start Work Order No. BA. PW02.53 dated January
PW02.53 tanggal 17 Januari 2020, menggantikan KAP 17, 2020, replacing the KAP PwC, to conduct an audit
PwC, untuk melakukan audit atas Laporan Keuangan of the Consolidated Financial Statements and the Annual
Konsolidasian dan Laporan Tahunan Program Kemitraan Report of the Partnership and Community Development
dan Bina Lingkungan Perseroan untuk tahun buku yang Program for the fiscal year ending on December 31,

berakhir pada tanggal 31 Desember 2019. 2019.
KAP PwC telah menyatakan pengakhiran Kontrak Jasa KAP PwC has declared the termination of General Audit
Audit Umum Laporan Tahun Buku 2019, melalui surat No. Services Contract for the Annual Report of 2019 Fiscal
OL2019122006/ASE/IAR/CHP/sh tanggal 20 Desember Year, through the letter No. OL2019122006/ASE/IAR/CHP/
2019. Penunjukan KAP EY tersebut sudah berdasarkan sh dated December 20, 2019. The appointment of the KAP
rekomendasi dari Komite Audit dan telah memperoleh EY has been based on the recommendations from the Audit
persetujuan Menteri BUMN selaku Pemegang Saham Seri Committee and has obtained the approval of the Minister of
A Dwiwarna Persero melalui Surat No. S-46/MBU/01/2020 SOEs as the Series A Dwiwarna Share Shareholder through
tanggal 17 Januari 2020. the letter No. S-46/MBU/ 01/2020 dated January 17, 2020.

MATA ACARA RAPAT KELIMA Fifth Meeting Agenda
Penetapan Tantiem Tahun Buku 2018, Gaji, Determination of Bonus for 2018 Fiscal Year, and
Honorarium dan Tunjangan serta Fasilitas Lainnya Salary, Honorarium and Allowances and Other
bagi Anggota Direksi dan Dewan Komisaris Facilities for Members of the Board of Directors
Tahun 2019. and Board of Commissioners for 2019 Fiscal Year.

(i) Pasal 11 ayat 19, Pasal 14 ayat 30, dan Pasal 26 ayat 5 (i) Article 11 paragraph 19, Article 14 paragraph 30, and
Anggaran Dasar Perseroan. Article 26 paragraph 5 of the Company's Articles of
(ii) Pasal 96 dan 113 UUPT. Association.
(ii) Articles 96 and 113 of the Corporate Law.

Keputusan Decisions
Rapat dengan Suara Terbanyak memutuskan: Rapat dengan Suara Terbanyak memutuskan:
1. Memberikan wewenang dan kuasa kepada Pemegang 1. To grant the authority and power to the Dwiwarna A
Saham Seri A Dwiwarna untuk menetapkan besarnya Series Shareholder to determine the amount of bonus
tantiem untuk Tahun Buku 2018, serta menetapkan for 2018 Fiscal Year, and determine the honorarium,
honorarium, tunjangan, dan fasilitas bagi anggota benefits and facilities for members of the Board of
Dewan Komisaris untuk tahun 2019. Commissioners for 2019 Fiscal Year.
2. Memberikan wewenang dan kuasa kepada Dewan 2. To give the authority and power to the Board of
Komisaris dengan terlebih dahulu mendapatkan Commissioners by first obtaining written approval
persetujuan tertulis dari Pemegang Saham Seri A from the Dwiwarna A Series Shareholder to determine
Dwiwarna untuk menetapkan besarnya tantiem untuk the amount of bonus for 2018 Fiscal Year, as well as
Tahun Buku 2018, serta menetapkan gaji, tunjangan, determining salary, benefits and facilities for the Board
dan fasilitas bagi Direksi untuk tahun 2019. of Directors for 2019 Fiscal Year.

Profil Perusahaan
Company Profile
Memperhatikan Keputusan RUPS Tahunan Jasa Marga With due regard to Jasa Marga's Annual General Meeting
tahun buku 2018 yang dilaksanakan tanggal 6 Mei of Shareholders' decisions for the 2018 fiscal year which
2019 serta berdasarkan surat Menteri BUMN No. was held on May 6, 2019 and based on the letter of the
S-488/MBU/D6/05/2019 tanggal 31 Mei 2019 perihal Minister of SOEs No. S-488/MBU/D6/05/2019 dated May
Penyampaian Penetapan Penghasilan Direksi dan 31, 2019 concerning Submission of Earnings Determination
Dewan Komisaris PT Jasa Marga (Persero) Tbk. Tahun of the Board Directors and Board of Commissioners of PT
2019, Pemegang Saham Seri A Dwiwarna menyetujui Jasa Marga (Persero) Tbk Year 2019, Dwiwarna A Series
penetapan penghasilan Direksi dan Dewan Komisaris Shareholder approved the determination of the earnings
tahun 2019 serta tantiem atas kinerja tahun buku of the Board of Directors and Board of Commissioners in
2018. 2019 and a bonus for the 2018 fiscal year performance.
MATA ACARA RAPAT KEENAM Sixth Meeting Agenda

Laporan Direksi Mengenai Realisasi Report of the Board of Directors Regarding the
Penggunaan Dana Hasil Penawaran Umum. Realization of the Use of Proceeds from Public
Offering.

(i) Pasal 6 ayat (1) dan ayat (2) Peraturan Otoritas Jasa (i) Article 6 paragraph (1) and paragraph (2) of the Financial
Keuangan No. 30/POJK.04/2015 tentang Laporan Services Authority Regulation No. 30/POJK.04/2015
Realisasi Penggunaan Dana Hasil Penawaran concerning Report on the Realization of the Use of
Umum. Proceeds from Public Offering.
(ii) Bab II butir 13 Peraturan Menteri BUMN No. PER-08/ (ii) Chapter II point 13 of Minister of SOEs Regulation
MBU/06/2015 sebagaimana diubah dengan Peraturan No. PER-08 / MBU / 06/2015 amended by Regulation
Menteri BUMN No. PER-11/MBU/09/2015 tentang No. PER-11/MBU/09/2015 regarding Guidelines in
Pedoman Pelaporan Realisasi Penggunaan Tambahan Reporting the Realization of the Use of Additional State
Dana Penyertaan Modal Negara Kepada Badan Usaha Participation Equity Funds for State-Owned Enterprises
Milik Negara dan Perseroan Terbatas. and Limited Liability Companies.

- -
Human Capital
Modal Insani
Keputusan Decisions
Direksi telah menyampaikan laporannya berkenaan dengan The Board of Directors has submitted its report regarding
Laporan Penggunaan Dana Penawaran Umum Sahan (IPO) the Use of Proceedings from Public Offering (IPO) in 2007,
Tahun 2007, Obligasi dan Penawaran Umum Terbatas dan Bonds and Limited Public Offering and because of its
dikarenakan sifatnya merupakan pelaporan tidak dilakukan nature is reporting, no decision needed to make on this
pengambilan keputusan atas Mata Acara Rapat ini. Meeting Agenda.

Telah terealisasi. Has been realized
MATA ACARA RAPAT KETUJUH Seventh Meeting Agenda

Penyesuaian Anggaran Dasar Perseroan. Company's Articles of Association Adjustment


(i) Surat Deputi Bidang Usaha Konstruksi dan Sarana dan (i) Letter of Deputy for Construction and Facilities and
Prasarana Perhubungan Kementerian Badan Usaha Transportation Infrastructure Business of the Ministry of
Milik Negara No. S-199/MBU/D6/04/2019, tanggal 1 State Owned Enterprises No. S-199/MBU/D6/04/2019
April 2019. dated April 1, 2019.
(ii) Pasal 23 ayat 6 huruf b Anggaran Dasar Perseroan. (ii) Article 23 paragraph 6 letter b of the Company's
Articles of Association,
(iii) Peraturan Pemerintah No. 24 Tahun 2018 tentang
Pelayanan Perizinan Berusaha Terintegrasi Secara (iii) Government Regulation No. 24 of 2018 concerning
Elektronik. Mata Acara Rapat ini dilaksanakan Electronically Integrated Business Licensing Services,
sehubungan dengan penyesuaian Anggaran Dasar this Meeting Agenda was held in connection with the

Perseroan terhadap Klasifikasi Baku Lapangan Usaha adjustment of the Company's Articles of Association to

Indonesia (KBLI) 2017. the 2017 Indonesian Business Field Standard Classification
(KBLI).

Keputusan Decisions
1. Menyetujui perubahan Anggaran Dasar Perseroan 1. To approve the changes to the Company's Articles of
Pasal 3 Maksud dan tujuan serta kegiatan usaha. Association Article 3 on the purpose and objectives of
2.
Menyetujui untuk menyusun kembali seluruh business activities.
ketentuan dalam Anggaran Dasar sehubungan dengan 2. To agree in rearranging all provisions in the Articles of
perubahan sebagaimana dimaksud pada butir 1 (satu) Association in connection with the changes as referred
tersebut di atas. to in point 1 (one) above.
3. Memberikan kuasa dan wewenang kepada Direksi 3. To grant power and authority to the Board of
dengan hak substitusi untuk melakukan segala tindakan Directors with the right of substitution to take all
yang diperlukan berkaitan dengan keputusan mata necessary actions related to the decision of this
acara Rapat ini, termasuk menyusun dan menyatakan Meeting agenda, including preparing and restating
kembali seluruh Anggaran Dasar dalam suatu Akta the entire Articles of Association in a Notarial Deed
Notaris dan menyampaikan kepada instansi yang and submitting it to the competent authority for
berwenang untuk mendapatkan persetujuan dan/ approval and/or notification acceptance of the
atau tanda penerimaan pemberitahuan perubahan amendments to the Articles of Association, as well
Anggaran Dasar, serta melakukan segala sesuatu yang as doing everything deemed necessary and useful for
dipandang perlu dan berguna untuk keperluan tersebut this purpose with none being excluded, including to
dengan tidak ada satu pun yang dikecualikan, termasuk make additions and/or changes in the amendments to
untuk mengadakan penambahan dan/atau perubahan the Articles of Association if these are required by the
dalam perubahan Anggaran Dasar tersebut jika hal competent authority.
tersebut dipersyaratkan oleh instansi yang berwenang.
Profil Perusahaan
Company Profile
Akta Pernyataan Keputusan Rapat No. 14 tanggal 18 The Deed of Meeting Decision Statement No. 14 of dated 18
Juni 2019 yang dibuat di hadapan Ir. Nanette Cahyanie June 2019 was made before Ir. Nanette Cahyanie Handari
Handari Adi Warsito, SH., Notaris di Jakarta, berikut Adi Warsito, SH., Notary in Jakarta, following the Letter of
Surat Penerimaan Pemberitahuan Perubahan Anggaran Notification Acceptance of the Amendments to the Articles
Dasar dari Direktur Jenderal Administrasi Hukum Umum of Association from the Director General of General Law
Kementerian Hukum dan HAM No. AHU-0031818. Administration of the Ministry of Law and Human Rights
AH.01.02 tanggal 20 Juni 2019. No. AHU-0031818.AH.01.02 dated June 20, 2019.
MATA ACARA RAPAT KEDELAPAN Eight Meeting Agenda

Perubahan Pengurus Perseroan. Change in the Company’s Management

(i) Surat Deputi Bidang Usaha Konstruksi dan Sarana dan (i) Letter of Deputy for Construction and Facilities and
Prasarana Perhubungan Kementerian Badan Usaha

Transportation Infrastructure Business of the Ministry of

Milik Negara No. S-199/MBU/D6/04/2019, tanggal 1 State Owned Enterprises No. S-199/MBU/D6/04/2019
April 2019. dated April 1, 2019.
(ii) Pasal 11 ayat 10, Pasal 14 ayat 12, dan Pasal 23 ayat 6 (ii) Article 11 paragraph 10, Article 14 paragraph 12,
huruf b Anggaran Dasar Perseroan. and Article 23 paragraph 6 letter b of the Company's
(iii)
Peraturan Otoritas Jasa Keuangan No. 33/ Articles of Association.
POJK.04/2014 tentang Direksi dan Dewan Komisaris (iii)
Financial Services Authority Regulation No. 33/
Emiten atau Perusahaan Publik. POJK.04/2014 concerning Directors and Board of
(iv) Peraturan Menteri BUMN No. PER-02/MBU/02/2015 Commissioners of Listed or Public Companies.
tentang Persyaratan, Tata Cara Pengangkatan, dan (iv) Minister of SOEs Regulation No. PER-02/MBU/02/2015
Pemberhentian Anggota Dewan Komisaris dan Dewan concerning Requirements, Procedures for
Pengawas BUMN. Appointment, and Dismissal of Members of the Board
(v) Peraturan Menteri BUMN No. PER-03/MBU/02/2015 of Commissioners and the BUMN Supervisory Board.
tentang Persyaratan, Tata Cara Pengangkatan, dan (v) Minister of SOEs Regulation No. PER-03/MBU/02/2015
Pemberhentian Anggota Direksi BUMN. concerning Requirements, Procedures for Appointment
and Dismissal of Members of the Board of Directors of
SOEs.
Human Capital
Modal Insani

Keputusan Decisions
1. Mengubah nomenklatur Direksi PT Jasa Marga 1. To change the nomenclature of the Board of Directors

(Persero) Tbk menjadi sebagai berikut: of PT Jasa Marga (Persero) Tbk to be as follows:
No Nomenklatur yang Lama Nomenklatur yang Baru

Old Nomenclature New Nomenclature
1 Direktur Sumber Daya Manusia dan Umum Direktur Human Capital & Transformasi
Director of Human Resources and General Affairs Director of Human Capital and Transformation
2 Direktur Pengembangan Direktur Pengembangan Usaha
3 Direktur Operasi I Direktur Bisnis
Director of Operation I Director of Business Affairs

4 Direktur Operasi II Direktur Operasi

2. Mengalihkan penugasan dan nama-nama tersebut di 2. To change the assignments of members of the
bawah ini sebagai anggota Direksi Perseroan: Company’s Board of Directors as follows:
Nama Semula Menjadi

No
Name Previous To Become
1 Alex Denni* Direktur Sumber Daya Manusia dan Umum Direktur Human Capital & Transformasi
Director of Human Resources and General Affairs Director of Human Capital and
Transformation
2 Adrian Priohutomo Direktur Pengembangan Direktur Pengembangan Usaha
3 Mohammad Sofyan Direktur Operasi I Direktur Bisnis
Director of Operation I Director of Business Affairs
4 Subakti Syukur Direktur Operasi II Direktur Operasi
Note: *) Served as Director of Human Capital and Transformation until March 3, 2020
Masa jabatan masing-masing Direksi meneruskan The term of office of each Director continues the
sisa masa jabatan sesuai Keputusan RUPS pada saat remaining term of office in accordance with the GMS
pengangkatan. decision at the time of appointment.
3. Dengan adanya perubahan nomenklatur jabatan 3. With the change in nomenclature for the positions
Anggota Direksi dan pengurus perseroan tersebut of members of the Board of Directors and the
sebagaimana dimaksud pada angka 1 dan angka management of the Company as referred to in number
2 maka susunan Direksi Perseroan menjadi sebagai 1 and number 2, the composition of the Company's
berikut: Board of Directors is as follows:
No Nama Jabatan
Name Position
1 Desi Arryani Direktur Utama / President Director

2 Donny Arsal Direktur Keuangan / Director of Finance

3 Alex Denni* Direktur Human Capital & Transformasi / Director of Human Capital & Transformation
4 Adrian Priohutomo Direktur Pengembangan Usaha / Director of Business Development
5 Mohammad Sofyan Direktur Bisnis / Director of Business Affairs
6 Subakti Syukur Direktur Operasi / Director of Operations
4. Memberikan kuasa dengan hak substitusi kepada 4. To grant the authority with the right of substitution
Direksi Perseroan untuk menyatakan yang diputuskan to the Board of Directors of the Company to state the
RUPS ini dalam bentuk akta notaris serta menghadap resolutions of this GMS in the form of a notarial deed and
Notaris atau pejabat yang berwenang, dan melakukan come before the notary or the authorized official, and
penyesuaian atau perbaikan-perbaikan yang diperlukan make necessary adjustments or corrections if required by
Profil Perusahaan
Company Profile
apabila dipersyaratkan oleh pihak yang berwenang the competent authority for the implementation of the
untuk keperluan pelaksanaan isi keputusan rapat. Meeting's decisions.
Akta Pernyataan Keputusan Rapat No. 76 tanggal 10 Mei The Deed of Meeting Decision Statement No. 76 dated
2019 dibuat di hadapan Ir. Nanette Cahyanie Handari Adi May 10, 2019 was made before Ir. Nanette Cahyanie
Warsito, SH., Notaris di Jakarta, berikut Surat Penerimaan Handari Adi Warsito, SH., Notary in Jakarta, following the
Pemberitahuan Perubahan Data Perseroan dari Direktur Letter of Notification Acceptance on the Changes in the
Jenderal Administrasi Hukum Umum Kementerian Hukum Company Data from the Director General of General Law
dan HAM No. AHU-0031818.AH.01.02 tanggal 20 Juni Administration of the Ministry of Law and Human Rights
2019. No. AHU-0031818.AH.01.02 dated June 20, 2019.
Keterbukaan Informasi sesuai Peraturan OJK No. 31/ Information Disclosure in accordance with OJK Regulation
POJK.04/2015 tentang Keterbukaan Informasi atau No. 31/POJK.04/2015 concerning Disclosure of Information
Fakta Material oleh Emiten atau Perusahaan Publik dan or Material Facts by Listed or Public Companies and
Kewajiban Penyampaian Informasi sesuai Peraturan BEI No. Obligation to Submit Information in accordance with IDX
I-E tanggal 19 Juli 2004, Perseroan telah menyampaikan Regulation No. I-E dated July 19, 2004, the Company has
perubahan susunan Pengurus Perseroan tersebut kepada submitted the changes in the composition of the Company's
OJK dan BEI, serta telah diunggah di situs web Perseroan Management to OJK and IDX, and has been uploaded on
www.jasamarga.com. the Company's website www.jasamarga.com.
TINDAK LANJUT KEPUTUSAN RUPS YANG
Human Capital
Modal Insani
DISELENGGARAKAN TAHUN 2018
Follow-Up of GMS Resolutions Held in 2018

Perseroan telah merealisasikan seluruh keputusan RUPS The Company has realized all the resolutions of the Annual
Tahunan Tahun Buku 2017 yang diselenggarakan GMS for 2017 Fiscal Year which was held on April 10,
pada tanggal 10 April 2018. Tindak lanjut dan realisasi 2018. The follow-up and realization of the Annual GMS
keputusan RUPS Tahunan tersebut adalah sebagai berikut: decisions are as follows:
Tabel Status Tindak Lanjut dan Realisasi Keputusan RUPS Tahunan Tahun Buku 2017
Table of Follow Up Status and Realization of Annual GMS Resolutions for 2017 Fiscal Year

No Mata Acara RUPS Status Keterangan
GMS Agenda Status Remark
1 Persetujuan Laporan Tahunan Perseroan Mengenai Selesai Telah terealisasi.

Keadaan dan Jalannya Perseroan Selama Tahun Done Has been realized
Buku 2017, Termasuk Laporan Pelaksanaan Tugas
Pengawasan Dewan Komisaris Selama Tahun Buku
2017 dan Pengesahan Laporan Keuangan Perseroan
Tahun Buku 2017.
Approval of the Company's Annual Report
Concerning the Conditions and Progress of the
Company during the 2017 Fiscal Year, including the
Report on Supervisory Implementation of the Board

of Commissioners during the 2017 Fiscal Year and
the Ratification of the 2017 Financial Statement of
the Company.
2 Pengesahan Laporan Tahunan Program Kemitraan Selesai Telah terealisasi.
dan Bina Lingkungan Tahun Buku 2017. Done Has been realized
Ratification of the 2017 Annual Report of Partnership
and Community Development Program.
3 Penetapan Penggunaan Laba Bersih Perseroan Selesai • Tata Cara Pembayaran Dividen Tunai Tahun Buku 2017
Tahun Buku 2017. Done dipublikasikan pada Ringkasan Risalah Keputusan RUPS
Determination of the Use of the Company's Net Tahunan melalui iklan di surat kabar harian Kontan dan
Profit of 2017 Fiscal Year Investor Daily pada tanggal 11 April 2018 dalam Bahasa
Indonesia dan di www.idx.co.id dan situs web Perseroan

dalam Bahasa Indonesia dan Bahasa Inggris.
• Pembayaran dividen tahun buku 2017 dibagikan pada tanggal

11 Mei 2018.
• Procedures of Cash Dividends Payment for the 2017 Fiscal
Year were published in the Summary of the Annual GMS
Resolutions through the advertisements on the newspapers
of Harian Kontan and Investor Daily on 11 April 2018
in Indonesian and uploaded on www.idx.co.id and the
Company's website in Indonesian and English language.
• Dividend payments for the 2017 fiscal year was distributed on
May 11, 2018.
4 Penunjukan Kantor Akuntan Publik untuk Mengaudit Selesai Perseroan memutuskan kontrak kerjasama dengan KAP Satrio
Laporan Keuangan Perseroan Tahun Buku 2018 dan Done Bing Eny & Rekan karena sanksi yang diberikan OJK kepada KAP.
Laporan Keuangan Program Kemitraan dan Bina Selanjutnya, Perseroan melakukan pergantian KAP menjadi KAP
Lingkungan Tahun Buku 2018. Purwantono, Sungkoro & Surja (Firma anggota Ernst & Young Global
Appointment of Public Accounting Firm to Audit the Limited) yang telah menyatakan kesediaannya melakukan audit Jasa
Company's Financial Statements for the 2018 Fiscal Marga untuk tahun buku 2018.
Year and the Financial Statements of the Partnership The company terminated the cooperation contract with KAP Satrio
and Community Development Program for the 2018 Bing Eny & Partners due to sanctions imposed by OJK on the KAP. As
Fiscal Year. replacement, the Company appointed KAP Purwantono, Sungkoro &
Surja (a member of Ernst & Young Global Limited) who had stated
their willingness to audit Jasa Marga for the 2018 fiscal year.

5 Penetapan Tantiem Tahun Buku 2017, Gaji, Selesai Memperhatikan Keputusan RUPS Tahunan Jasa Marga tahun buku
Honorarium dan Tunjangan serta Fasilitas Lainnya 2017 yang dilaksanakan tanggal 10 April 2018 serta berdasarkan
Done
bagi anggota Direksi dan Dewan Komisaris Tahun surat Menteri BUMN No. S-519/MBU/ D4/06/2018 tanggal 4
2018. Juni 2018 perihal Penetapan Gaji/ Honorarium, Tunjangan dan
Determination of Bonus for 2017 Fiscal Year, and Fasilitas untuk Tahun 2018 serta Tantiem atas Kinerja Tahun Buku
Salary, Honorarium and Allowances and Other 2017, Pemegang Saham Seri A Dwiwarna menyetujui penetapan
Benefits for the Bpard of Directors and Board of penghasilan Direksi dan Dewan Komisaris tahun 2018 serta tantiem
Commissioners for 2018 fiscal year. atas kinerja tahun buku 2017.
By taking into account the Jasa Marga's Annual General Meeting
of Shareholders' resolutions for the 2017 fiscal year which was
held on April 10, 2018 and based on the letter of the Minister of
SOEs No. S-519/MBU/D4/06/2018 dated June 4, 2018 regarding the
Determination of Salary/ Honorarium, Allowances and Benefits for
2018 and Bonus for 2017 Fiscal Year Performance, Dwiwarna Series
A Shareholder approved the determination of the earnings of the
Board Directors and Board of Commissioners for 2018 and bonus for
2017 fiscal year performance.
6 Laporan Direksi Mengenai Realisasi Penggunaan Selesai Telah terealisasi.
Dana Hasil Penawaran Umum.
Profil Perusahaan
Done Has been realized

Company Profile
Report of the Board of Directors Regarding the

Realization of the Use of Proceeds from Public
Offering.
7 Pengukuhan Peraturan Menteri BUMN No. PER- Selesai Implementasi peraturan-peraturan tersebut pada Perseroan.
03/MBU/08/2017 dan Perubahannya No. PER-04/ Done Implementation of these regulations in the Company.
MBU/09/2017 tentang Pedoman Kerja Sama Badan
Usaha Milik Negara.
Inauguration of the Minister of SOEs Regulation

No. PER-03/ MBU/08/2017 amended by Regulation
No. PER-04 /MBU/09/2017 on Guidelines for
Cooperation in State-Owned Enterprises.
8 Perubahan Anggaran Dasar Perseroan. Selesai • Akta Pernyataan Keputusan Rapat No. 61 tanggal 19 April
Amendment to the Company's Articles of Done 2018 dibuat di hadapan Ir. Nanette Cahyanie Handari Adi
Association. Warsito, SH., Notaris di Jakarta, berikut Surat Penerimaan
Pemberitahuan Perubahan Anggaran Dasar dari Direktur
Jenderal Administrasi Hukum Umum Kementerian Hukum
dan HAM No. AHU-AH.01.03-0168129 tanggal 27 April 2018
dan telah didaftar dalam Daftar Perseroan No. AHU- 0060009.
AH.01.11.TAHUN 2018 tanggal 27 April 2018.
• Keterbukaan Informasi sesuai Peraturan OJK No. 31/
POJK.04/2015 tentang Keterbukaan Informasi atau Fakta
Material oleh Emiten atau Perusahaan Publik dan Kewajiban

Penyampaian Informasi sesuai Peraturan BEI No. I-E tanggal

19 Juli 2004, Perseroan telah menyampaikan perubahan
Anggaran Dasar tersebut kepada OJK dan BEI pada tanggal
11 April 2018, serta telah diunggah di situs web Perseroan
www.jasamarga.com.
• Deed of Meeting Decision Statement No. 61 dated April
19, 2018 was made before Ir. Nanette Cahyanie Handari
Adi Warsito, SH., Notary in Jakarta, following the Letter of
Notification Acceptance of the Amendments to the Articles
of Association from the Director General of General Law
Administration of the Ministry of Law and Human Rights
No. AHU-AH.01.03-0168129 dated April 27, 2018 and has
been listed in the Register of Company No. AHU- 0060009.
AH.01.11. YEAR 2018 on April 27, 2018.
• Information Disclosure in accordance with FSA/OJK Regulation
No. 31/POJK.04/2015 concerning Disclosure of Information or
Material Facts by Listed or Public Companies and Obligation
to Submit Information in accordance with IDX Regulation
No. I-E dated July 19, 2004, the Company has submitted the
amendment to the Articles of Association to the FSA and
IDX on April 11, 2018, and was uploaded on the Company's
website www.jasamarga.com.
Human Capital
Modal Insani
9 Perubahan Susunan Pengurus Perseroan. Selesai • Akta Pernyataan Keputusan Rapat No. 61 tanggal 19 April
Changes in the Composition of Company's Done 2018 dibuat di hadapan Ir. Nanette Cahyanie Handari Adi
Management. Warsito, SH., Notaris di Jakarta, berikut Surat Penerimaan
Pemberitahuan Perubahan Anggaran Dasar dari Direktur
Jenderal Administrasi Hukum Umum Kementerian Hukum
dan HAM No. AHU-AH.01.03-0168129 tanggal 27 April 2018
dan telah didaftar dalam Daftar Perseroan No. AHU- 0060009.

AH.01.11 tahun 2018 tanggal 27 April 2018.
• Keterbukaan Informasi sesuai Peraturan OJK No. 31/
POJK.04/2015 tentang Keterbukaan Informasi atau Fakta
Material oleh Emiten atau Perusahaan Publik dan Kewajiban
Penyampaian Informasi sesuai Peraturan BEI No. I-E tanggal
19 Juli 2004, Perseroan telah menyampaikan perubahan
Anggaran Dasar tersebut kepada OJK dan BEI pada tanggal
11 April 2018, serta telah diunggah di situs web Perseroan
www.jasamarga.com.
• Deed of Meeting Resolution Decree No. 61 dated April 19,
2018 made before Ir. Nanette Cahyanie Handari Adi Warsito,
SH., Notary in Jakarta, following the Letter of Acceptance
of the Amendment to the Articles of Association from the

Director General of General Law Administration, Ministry of
Law and Human Rights No. AHU-AH.01.03-0168129 dated
April 27, 2018 and has been listed in the Company Register
No. AHU- 0060009.AH.01.11 in 2018 on April 27, 2018.
• Information Disclosure in accordance with OJK Regulation
No. 31/POJK.04/2015 concerning Disclosure of Information or
Material Facts by Listed or Public Companies and Obligation to
Submit Information in accordance with IDX Regulation No. I-E
dated July 19, 2004, the Company has reported the changes
in the composition of the Company's Management to OJK
and IDX, and has been uploaded on the Company's website
www.jasamarga.com.

DEWAN KOMISARIS
Dewan Komisaris merupakan organ perusahaan yang The Board of Commissioners is a corporate organ that
bertugas melakukan pengawasan dan pemberian nasihat is responsible for supervising and giving advice to the
kepada Direksi. Dewan Komisaris juga selalu mendorong Board of Directors. The Board of Commissioners also
agar prinsip-prinsip tata kelola perusahaan yang baik terus always makes sure that the principles of good corporate
menjadi acuan dalam setiap aktivitas yang dilakukan oleh governance continue to be a reference in all activities
seluruh jenjang Perseroan. Dalam melaksanakan tugas dan carried out by all levels of the Company. In carrying out
kewajiban tersebut Dewan Komisaris dibantu oleh organ these duties and obligations, the Board of Commissioners
pendukung Dewan Komisaris yang terdiri Komite Audit; is assisted by supporting organs of the Board of
Komite Nominasi, Remunerasi dan Risiko; serta Sekretariat Commissioners consisting of the Audit Committee;
Dewan Komisaris. Nomination, Remuneration and Risk Committee; and the
Secretariat of the Board of Commissioners.
KETENTUAN PERATURAN PERUNDANGAN-UNDANGAN

Provisions of Statutory Legislation
Profil Perusahaan
Company Profile
Undang-undang No. 40 tahun 2007 tentang Perseroan Law No. 40 of 2007 concerning Limited Liability Companies
Terbatas dan Peraturan Otoritas Jasa Keuangan No. 33/ and Financial Services Authority Regulation No. 33/
POJK.04/2014 tentang Direksi dan Dewan Komisaris POJK.04/2014 concerning Board of Directors and Board
Emiten atau Perusahaan Publik mengharuskan seluruh of Commissioners of Listed or Public Companies require
perusahaan yang bernaung di bawah hukum Indonesia all companies under Indonesian law to have a Board of
untuk memiliki Dewan Komisaris yang bertugas Commissioners in charge of overseeing the management
mengawasi kebijakan manajemen, proses manajemen di policies, management processes within the company, as
dalam perusahaan, sekaligus mengawasi dan memberikan well as supervising and providing suggestions/advice to
saran/nasihat kepada Direksi. the Board of Directors
TUGAS DAN TANGGUNG JAWAB DEWAN KOMISARIS

Duties and Responsibilities of the Board of Commissioners
Dewan Komisaris diangkat dan diberhentikan oleh Rapat Members of the Board of Commissioners are appointed
Umum Pemegang Saham (RUPS). Dalam melaksanakan and dismissed by the General Meeting of Shareholders
tugas, Dewan Komisaris bertanggung jawab kepada (GMS). In executing its duties, the Board of Commissioners
RUPS. Pertanggungjawaban Dewan Komisaris kepada is responsible to the GMS. The responsibility of the Board
RUPS merupakan perwujudan akuntabilitas atas of Commissioners to the GMS is a manifestation of

pelaksanaan tugas pengawasan dan pemberian nasihat accountability for the implementation of supervisory duties
atas pengelolaan Perseroan dalam rangka pelaksanaan and providing advice on the management of the Company
prinsip-prinsip GCG. in the context of implementing GCG principles.
A. Tugas Pokok Dewan Komisaris A. Duties of the Board of Commissioners
1. Melakukan pengawasan terhadap kebijakan 1. Supervising the management policies, general

pengurusan, jalannya pengurusan pada umumnya, management, both regarding the Company and the
baik mengenai Perseroan maupun usaha Perseroan Company's business activities carried out by the Board
yang dilakukan oleh Direksi, serta memberikan nasihat of Directors, as well as providing advice to the Board of
kepada Direksi, termasuk pengawasan terhadap Directors, including oversight of the implementation of
pelaksanaan Rencana Jangka Panjang Perseroan, the Company's Long Term Plan, Work Plan and Annual
Rencana Kerja dan Anggaran Tahunan Perseroan Budget and providing review and approval of the
dan memberikan penelaahan dan persetujuan atas Company's Long-Term Plan and the Annual Work Plan
Rencana Jangka Panjang Perseroan dan Rencana and Budget of the Company including the proposed
Kerja dan Anggaran Tahunan Perseroan termasuk revisions submitted by the Board of Directors, as well as
usulan revisinya yang disampaikan Direksi, termasuk the implementation of the provisions of the Articles of
pelaksanaan ketentuan-ketentuan Anggaran Dasar Association and the GMS Resolutions also the laws and
dan Keputusan RUPS dan peraturan perundangan regulations that apply to the interests of the Company
yang berlaku untuk kepentingan Perseroan dan sesuai and in accordance with the aims and objectives of the
dengan maksud dan tujuan Perseroan. Company
Human Capital
Modal Insani
2. Memastikan dan memberi dorongan kepada Direksi dan 2. Ensuring and encouraging the Board of Directors
seluruh jajarannya dalam menjalankan Perseroan untuk and all staff in running the Company with the
menerapkan prinsip-prinsip tata kelola perusahaan principles of good corporate governance (GCG)
yang baik atau Good Corporate Governance (GCG) consistently and sustainably, and high morals in
secara konsisten dan berkesinambungan, serta doing business.
memiliki moral tinggi dalam berusaha.
3. Dalam kondisi tertentu, Dewan Komisaris wajib 3. Under certain conditions, the Board of Commissioners
menyelenggarakan RUPS Tahunan dan RUPS Lainnya must hold an Annual GMS and Other GMS according

sesuai dengan kewenangannya sebagaimana diatur to its authority as stipulated in the legislation and the
dalam peraturan perundangan dan Anggaran Dasar. Articles of Association.
Dalam melaksanakan tugasnya, setiap anggota Dewan In performing its duties, each member of the Board of
Komisaris harus: Commissioners must:
1. Mematuhi Anggaran Dasar Perseroan, Peraturan 1. Comply with the Company's Articles of Association,
Perundangan serta keputusan RUPS dan bertindak Regulations and GMS resolutions while acting
dan bersikap profesional, efisien, transparan, menjaga professionally, efficiently, transparently, independently,
kemandirian, akuntabel, bertanggungjawab dan accountably, responsibly and fairly.

kewajaran. 2. Doing everything for the benefit of the Company and

2. Bertindak untuk kepentingan Perseroan dan sesuai in accordance with the purpose and objectives of the
dengan maksud dan tujuan Perseroan, serta tidak Company, instead of for the interests of certain parties
dimaksudkan untuk kepentingan pihak dan golongan and groups.
tertentu.
3. Beritikad baik, berintegritas, penuh kehati-hatian, 3. Having good faith, integrity, being prudent, upholding
menjunjung dan/atau memegang prinsip-prinsip GCG. and/or holding GCG principles.
4. Menjaga kerahasiaan data dan/atau informasi 4. Maintaining the confidentiality of the Company's data
Perseroan. and/or information.

B. Tugas Umum Dewan Komisaris B. General Duties of the Board of Commissioners

Dalam menjalankan pengawasan, Dewan Komisaris wajib In carrying out supervision, the Board of Commissioners
melaksanakan tugas-tugas sebagai berikut: must perform the following tasks:
1. Umum 1. General
a. Memberikan nasihat kepada Direksi dalam a. Giving advice to the Board of Directors in carrying
melaksanakan pengurusan Perseroan. out the management of the Company.
b. Memberikan pendapat dan persetujuan Rencana b. Providing opinions and approvals of the
Kerja dan Anggaran Tahunan Perseroan serta Company’s Annual Work Plan and Budget and
rencana lainnya yang disiapkan Direksi, sesuai other plans prepared by the Board of Directors, in
dengan ketentuan Anggaran Dasar. accordance with the Articles of Association.
c. Mengikuti perkembangan kegiatan Perseroan, c. Monitoring the development of the Company’s
memberikan pendapat dan saran kepada RUPS business activities, providing opinions and
mengenai setiap masalah yang dianggap penting suggestions to the GMS regarding any issues deemed
bagi kepengurusan Perseroan. important to the management of the Company.
d. Melaporkan kepada Pemegang Saham Seri A d. Report to Dwiwarna Series A Shareholder if there
Dwiwarna apabila terjadi gejala menurunnya are symptoms of a decline in the Company’s
kinerja Perseroan. performance.
e. Meneliti dan menelaah laporan berkala dan e. Researching and analyzing periodic reports and
laporan tahunan yang disiapkan Direksi serta annual reports prepared by the Board of Directors
menandatangani laporan tahunan. and signing the annual reports.
f. Membuat risalah rapat Dewan Komisaris dan f. Composing minutes of meeting of the Board of
menyimpan salinannya. Commissioners and keep a copy.
g. Melaporkan kepada Perseroan mengenai g. Report to the Company regarding their and/
kepemilikan sahamnya dan/atau keluarganya or their families ownership of shares in the
pada Perseroan tersebut dan Perseroan lainnya. Company and other companies.
h. Memberikan penjelasan tentang hal yang h. Providing an explanation on the matter

ditanyakan atau yang diminta Pemegang Saham asked or requested by the Dwiwarna Series A
Seri A Dwiwarna dengan memperhatikan Shareholder with due regard to the Laws and
Peraturan Perundangan khususnya yang berlaku Regulations specifically those that apply in the
di bidang Pasar Modal. Capital Market.

i. Melaksanakan kewajiban lainnya dalam i. Carrying out other obligations in the context of
rangka tugas pengawasan dan pemberian supervisory duties and providing advice as long
nasihat sepanjang tidak bertentangan dengan as it does not conflict with the Laws, Articles of
Peraturan Perundangan, Anggaran Dasar, dan/ Association, and/or GMS decisions.
atau keputusan RUPS.
2. Tugas dan Kewajiban Terkait RUPS 2. Duties and Obligations Regarding GMS
a. Menunjuk salah seorang Anggota Dewan a. Appointing a member of the Board of

Komisaris untuk memimpin RUPS. Penunjukan Commissioners to chair the GMS. The
tersebut melalui Surat Keputusan Dewan appointment is made through a Decree of the
Komisaris. Board of Commissioners.
Profil Perusahaan
Company Profile
b. Mengikuti perkembangan kegiatan Perseroan, b. Monitoring the development of the Company’s

memberikan pendapat dan saran kepada RUPS business activities, providing opinions and
mengenai setiap masalah yang dianggap penting suggestions to the GMS regarding any issues
bagi kepengurusan dan/atau pengelolaan deemed important for the management and/or
Perseroan dan rencana pengembangan in managing the Company and the Company’s
Perseroan. development plans.
c. Memberikan laporan kepada Pemegang Saham c. Reporting to the Dwiwarna Series Shareholder
Seri Dwiwarna apabila terjadi gejala menurunnya when there are symptoms of a decline in the
kinerja Perseroan. Company’s performance.
d. Mengusulkan kepada RUPS melalui Direksi, d. Proposing to the GMS, through the Board
penunjukan Kantor Akuntan Publik yang of Directors, the appointment of a Public
terdaftar di Otoritas Jasa Keuangan yang Accountant Office registered with the Financial
akan melakukan pemeriksaan atas buku- Services Authority that will conduct an
buku Perseroan dan/atau audit atas laporan examination of the Company’s books and/or an
keuangan Perseroan tahun berjalan, termasuk audit of the Company’s financial statements for
audit pengendalian internal atas pelaporan the current year, including an audit of internal
keuangan sesuai ketentuan yang berlaku dari control over financial reporting in accordance
with applicable provisions of capital market
otoritas pasar modal di tempat saham Perseroan

terdaftar dan/atau tercatat. authority where the Company’s shares are

e. Memberikan laporan tentang tugas pengawasan registered and/or listed.
yang telah dilakukan selama tahun buku yang e. Providing reports on supervisory tasks that have
baru lampau (yang menjadi bagian yang tidak been carried out during the past financial year
terpisahkan dari laporan tahunan yang disusun (which is an inseparable part of the annual
Direksi) kepada RUPS, disertai dengan saran dan report prepared by the Board of Directors) to
langkah perbaikan yang harus ditempuh, apabila the GMS, accompanied by suggestions and
Perseroan menunjukkan gejala kemunduran. corrective measures to be taken, if the Company
f. Memberikan penjelasan, pendapat dan saran shows symptoms of setbacks.
kepada RUPS mengenai Laporan Tahunan, f. Providing explanations, opinions and suggestions
apabila diminta. to the GMS regarding the Annual Report, if
g. Menyampaikan dan/atau melaporkan kepada requested.
RUPS laporan hasil penilaian sendiri (self g. Submitting and/or reporting to the GMS the
assessment) atas kinerja Dewan Komisaris self-assessment report on the performance of
selama tahun berjalan dalam pencapaian target the Board of Commissioners during the year
dan realisasi pencapaian indikator kinerja kunci in achieving the targets and realization of the
(Key Performance Indicator) Dewan Komisaris achievement of the Key Performance Indicators
selama tahun buku yang baru lampau dan of the Board of Commissioners during the
laporan tersebut sebagai bagian dari Laporan past fiscal year and the report is part of the
Tahunan Perseroan. Company’s Annual Report.
h. Dalam kondisi tertentu, Dewan Komisaris h. Under certain conditions, the Board of
wajib menyelenggarakan RUPS tahunan dan Commissioners must hold an annual GMS and
RUPS lainnya sesuai dengan kewenangannya other GMS in accordance with their authority as
Human Capital
Modal Insani
sebagaimana diatur dalam peraturan regulated in the legislation and the Articles of
perundang-undangan dan Anggaran Dasar. Association.
i. Dewan Komisaris wajib melakukan i. The Board of Commissioners must announce
pengumuman RUPS kepada Pemegang Saham the GMS to Shareholders no later than 15
dalam jangka waktu paling lambat 15 (lima (fifteen) days from the date the request
belas) hari terhitung sejak tanggal permintaan for the GMS is received by the Board of
penyelenggaraan RUPS diterima Dewan Commissioners, in the event that the Board of
Komisaris, dalam hal Direksi tidak melakukan Directors does not make the announcement

pengumuman RUPS. of the GMS.

j. Dalam hal Dewan Komisaris memberhentikan untuk j. In the event that the Board of Commissioners
sementara anggota Direksi dengan menyebutkan temporarily terminates a member of the Board
alasannya apabila mereka bertindak bertentangan of Directors, their reasons shall be stated
dengan Anggaran Dasar Perseroan, atau terdapat whether they act contrary to the Company’s
indikasi melakukan tindakan yang merugikan Articles of Association, or there are indications
Perseroan atau melalaikan kewajibannya atau of actions that are detrimental to the Company
terdapat alasan yang mendesak bagi Perseroan, or neglecting its obligations or there is an urgent
dengan memperhatikan ketentuan–ketentuan reason for the Company, taking into account
sebagai berikut: the following provisions:
(1) memberikan pemberitahuan secara tertulis (1) giving written notice to the Board of

kepada Direksi yang bersangkutan paling Directors no later than 2 (two) days
lambat 2 (dua) hari setelah ditetapkannya after the stipulation of the temporary
pemberhentian sementara tersebut. dismissal.
(2) dalam jangka waktu paling lambat 90 (2) within a period of no later than 90
(sembilan puluh) hari setelah pemberhentian (ninety) days after the said dismissal, the
sementara dimaksud, Dewan Komisaris Board of Commissioners must convene
harus menyelenggarakan RUPS untuk a GMS to revoke or affirm the decision
mencabut atau menguatkan keputusan on the suspension. Temporary dismissal
pemberhentian sementara tersebut. is canceled if the GMS cannot make a
Pemberhentian sementara batal jika RUPS decision.
tidak dapat mengambil keputusan.

k. Dewan Komisaris memberikan tanggapan

k. The Board of Commissioners provides written
tertulis atas tindakan-tindakan Direksi yang responses to the actions of the Board of Directors
memerlukan persetujuan RUPS seperti that require the approval of the GMS such as
melakukan transaksi material sebagaimana conducting material transactions as determined
ditetapkan oleh Peraturan Perundangan di by the Regulations on the Capital Market with
bidang Pasar Modal dengan nilai di atas a value of more than 50% of the Company’s
50% dari ekuitas Perseroan dan transaksi equity and transactions containing conflicts of
yang mengandung benturan kepentingan interest as specified in the regulations applied
sebagaimana ditentukan dalam Peraturan in the Capital Market and other transactions in
Perundangan yang berlaku di Pasar Modal order to comply with the applicable laws and
serta transaksi lain guna memenuhi peraturan regulations in the Capital Market.
perundangan yang berlaku di Pasar Modal.
If the written response of the Board of
Apabila tanggapan tertulis Dewan Komisaris Commissioners is not given within 30 (thirty)
tidak diberikan dalam waktu 30 (tiga puluh) hari days of receipt of the request or explanation
sejak diterimanya permohonan atau penjelasan and documents from the Board of Directors,
dan dokumen dari Direksi, maka RUPS the GMS can make a decision without a written
dapat memberikan keputusan tanpa adanya response from the Board of Commissioners.
tanggapan tertulis dari Dewan Komisaris.
3. Tugas Terkait Strategi dan Rencana Kerja 3. Tasks Regarding Strategy and Work Plans
a. Melakukan pengawasan terhadap pelaksanaan a. Supervising the implementation of the

Rencana Jangka Panjang Perseroan, Rencana Company’s Long Term Plan, Work Plan and
Kerja dan Anggaran Perseroan untuk Budget for the interests of the Company and in
kepentingan Perseroan dan sesuai dengan accordance with the aims and objectives of the
maksud dan tujuan Perseroan. Company.
b. Dewan Komisaris wajib menyusun program b. The Board of Commissioners must prepare
kerja tahunan Dewan Komisaris dan the annual work program of the Board of
Rencana Kerja dan Anggaran Tahunan Commissioners and the Annual Work Plan and
Dewan Komisaris yang menjadi bagian yang Budget of the Board of Commissioners which
tidak terpisahkan dari Rencana Kerja dan are an inseparable part of the Company’s
Anggaran Tahunan Perseroan yang disusun Annual Work Plan and Budget prepared by the
oleh Direksi. Board of Directors.

c. Rancangan Rencana Kerja dan Anggaran c. The Company’s Annual Work Plan and Budget
Tahunan Perseroan yang telah ditanda tangani that has been signed by all members of the
oleh seluruh anggota Direksi disampaikan Board of Directors shall be submitted to the
kepada Dewan Komisaris 30 (tiga puluh) hari Board of Commissioners 30 (thirty) days
sebelum tahun buku dimulai atau dalam waktu before the start of the fiscal year or within the
yang ditetapkan dalam Peraturan Perundangan time stipulated in the applicable legislation,
yang berlaku, untuk mendapat persetujuan to obtain the approval of the Board of
Dewan Komisaris. Commissioners.
d. Rancangan Rencana Kerja dan Anggaran Tahunan d. The draft of Annual Work Plan and Budget
Perseroan disetujui oleh Dewan Komisaris of the Company are approved by the
paling lambat 30 (tiga puluh) hari setelah tahun Board of Commissioners no later than 30
anggaran berjalan (tahun anggaran RKAP (thirty) days after the current fiscal year or
Tahunan Perseroan yang bersangkutan) atau within the time stipulated in the applicable
Profil Perusahaan
Company Profile
dalam waktu yang ditetapkan dalam Peraturan legislation.

Perundangan yang berlaku.
e. Memberikan pendapat dan persetujuan atas e. Providing opinion and approval on the
usulan revisi Rencana Kerja dan Anggaran proposed revision of the Company’s Annual
Tahunan Perseroan yang disampaikan oleh Work Plan and Budget submitted by the Board
Direksi, sesuai dengan ketentuan Anggaran of Directors, in accordance with the provisions
Dasar Perseroan. of the Company’s Articles of Association.

f. Dalam hal rancangan Rencana Kerja dan f. In the event that the draft of Corporate Work
Anggaran Perusahaan belum disampaikan oleh Plan and Budget has not been submitted by
Direksi dan/atau Rencana Kerja dan Anggaran the Board of Directors and/or the Company’s
Perusahaan belum disetujui dalam kurun waktu Work Plan and Budget has not been approved
sebagaimana diatur dalam butir d dan e di atas, within the time frame as stipulated in points d
maka Rencana Kerja dan Anggaran Perusahaan and e above, the previous year’s Work Plan and
tahun sebelumnya yang diberlakukan. Budget are enacted.
g. Dewan Komisaris menelaah dan g. Board of Commissioners reviews and signs the
menandatangani Kontrak Manajemen Korporat Corporate Management Contract regarding
tentang ukuran kinerja utama Perseroan terkait the Company’s main performance measures
target dan pencapaian target RKAP, sebagai related to the targets set in the Work Plan and
bagian yang tidak terpisahkan dari dokumen Budget (RKAP) and achievement of the targets,
RKAP Perseroan yang telah mendapatkan as an inseparable part of the Company’s RKAP
persetujuan Dewan Komisaris. documents that had been approved by the
h. Melakukan penelitian dan penelaahan atas Board of Commissioners.
laporan-laporan yang disampaikan Direksi, h. Conducting research and review of reports
antara lain laporan triwulanan pelaksanaan submitted by the Board of Directors, including
RKAP (Laporan Manajemen Perusahaan quarterly reports on the implementation of
Triwulanan) dan laporan yang berkaitan dengan the RKAP (Quarterly Corporate Management
tugas-tugas spesifik yang telah diputuskan Report) and reports relating to specific tasks
bersama. that have been decided together.
4. Tugas terkait Fungsi Pengawasan 4. Tasks Related to the Supervision Function
a. Melakukan pengawasan terhadap kebijakan a. Supervising management policies, the

pengurusan, jalannya pengurusan Perseroan management of the Company and the
maupun usaha Perseroan yang dilakukan Direksi, business of the Company conducted by the
termasuk pengawasan terhadap pelaksanaan Board of Directors, including oversight of the
Rencana Jangka Panjang Perseroan, Rencana implementation of the Company’s Long-Term
Kerja dan Anggaran Perseroan serta ketentuan Plan, Work Plan and Budget and the provisions
Anggaran Dasar, Keputusan RUPS serta of the Articles of Association, GMS Resolutions
Peraturan Perundangan yang berlaku, untuk and applicable regulations, for the interests
kepentingan Perseroan dan sesuai dengan of the Company and in accordance with the
maksud dan tujuan Perseroan. purpose and objectives of the Company.
Human Capital
Modal Insani
b. Melakukan tugas pengawasan terkait dengan b. In performing supervisory duties related to the
pelaksanaan Rencana Jangka Panjang Perseroan, implementation of the Company’s Long-Term
Dewan Komisaris memberikan arahan mengenai Plan, the Board of Commissioners provides
kebijakan dan strategi dalam penyusunan guidance on the policies and strategies in the
Rencana Jangka Panjang Perseroan, memberikan preparation of the Company’s Long-Term
pendapat dan persetujuan Rencana Jangka Plan, as well as opinions and approvals of the
Panjang Perseroan, serta membahas, menelaah Company’s Long-Term Plan, also discusses,
dan memberikan pendapat dan persetujuan examines and provides opinions and approvals

atas usulan revisi terhadap RKAP Tahunan dan/ of proposed revisions to the Annual Work Plan

atau Rencana Jangka Panjang Perseroan yang and Budget (RKAP) and/or the Company’s Long
diajukan oleh Direksi. Term Plan submitted by the Board of Directors.
c. Melakukan tugas pengawasan terkait c. In performing supervisory duties related to
dengan pelaksanaan jalannya kepengurusan the implementation of the management of
pengelolaan Perseroan dan pengembangan the Company and the development of the
usaha Perseroan selama satu tahun anggaran, Company’s business for one fiscal year, the
Dewan Komisaris melakukan penelaahan Board of Commissioners reviews the draft
atas konsep Laporan Tahunan Perseroan yang of Annual Report of the Company prepared
disusun Direksi, termasuk laporan keuangan by the Board of Directors, including financial
yang telah diaudit oleh akuntan publik, serta statements audited by public accountants,

memastikan bahwa dalam Laporan Tahunan and ensures that the Company’s Annual

Perseroan telah memuat informasi mengenai Report contains information regarding
identitas, pekerjaan-pekerjaan utamanya, identity, main works, position of the Board of
jabatan Dewan Komisaris di perusahaan lain Commissioners in other companies (if any),
(bila ada), termasuk rapat-rapat yang dilakukan including meetings held in the fiscal year
dalam satu tahun buku (rapat Dewan Komisaris (Board of Commissioners ‘meeting or Board of
maupun rapat koordinasi Dewan Komisaris Commissioners’ coordination meeting inviting
yang mengundang kehadiran Direksi), serta the presence of the Boar of Directors), as well
honorarium, fasilitas, dan/atau tunjangan lain as honorarium, facilities, and/or other benefits
yang diterima dari Perseroan. received from the Company.
Laporan Tahunan Perseroan yang telah The Company’s Annual Report that has been

ditandatangani oleh seluruh anggota Direksi signed by all members of the Board of Directors
disampaikan kepada Dewan Komisaris untuk is submitted to the Board of Commissioners

mendapat persetujuan dan ditandatangani oleh for approval and signed by all members of the
seluruh anggota Dewan Komisaris, sebelum Board of Commissioners, before it is submitted
disampaikan kepada RUPS untuk mendapat to the GMS for approval and endorsement.
persetujuan dan pengesahan. The Annual Report is submitted by the Board
Laporan Tahunan tersebut disampaikan oleh of Directors to the Annual GMS at the latest
Direksi kepada RUPS Tahunan paling lambat 5 5 (five) months after the end of the financial
(lima) bulan setelah tahun buku berakhir, dengan year, taking into account the applicable
memperhatikan ketentuan yang berlaku. provisions.
d. Melakukan tugas pengawasan terkait dengan d. In performing supervisory duties related to
pelaksanaan Rencana Kerja dan Anggaran the implementation of the Annual Corporate
Perusahaan Tahunan, Dewan Komisaris Work Plan and Budget (RKAP), the Board of
melakukan evaluasi atas Laporan Manajemen Commissioners evaluates the Quarterly Corporate
Perusahaan Triwulanan yang disampaikan Management Report submitted by the Board of
Direksi untuk menilai capaian kinerja Direksi Directors to assess the performance achievements
yang meliputi: kinerja utama korporat, kinerja of the Board of Directors which include: corporate
di bidang keuangan, di bidang pengembangan main performance, financial performance, in the
usaha, di bidang operasi, di bidang bisnis dan field of business development, in the field of
di bidang human capital & transformasi (yang operations, in the field of business and in the field
di dalamnya hal-hal terkait: perencanaan of human capital & transformation (with related
human capital development, persebaran dan matters of: human capital development planning,
pengembangan human capital, program distribution and development of human capital,
strategis transformasi, learning culture), strategic transformation programs, learning
dibidang korporasi manajemen (corporate culture), in the field of corporate management
communication, program kemitraan dan bina (corporate communication, partnership and
lingkungan, internal audit dan risk and quality community development programs, internal
management). audit and risk and quality management).
Dewan Komisaris melakukan evaluasi dan The Board of Commissioners evaluates and
kajian atas pelaksanaan RKAP apakah aksi- studies the implementation of the RKAP
aksi korporasi yang dilakukan oleh manajemen whether the corporate actions carried out by
sesuai dengan RKAP dan target-target sasaran management in accordance with the RKAP and
yang ditetapkan dalam RKAP tercapai/tidak serta the targets set in the RKAP are achieved/not and
memberikan penilaian dan/atau persetujuan provides an assessment and/or approval of the
atas usulan revisi RKAP yang diajukan oleh proposed revised RKAP submitted by the Board
Direksi. of Directors.
Direksi wajib menyampaikan laporan triwulanan The Board of Directors must submit a quarterly
yang telah ditandatangani oleh seluruh anggota report that has been signed by all members
Direksi tersebut kepada Dewan Komisaris paling of the Board of Directors to the Board of
lambat 30 (tiga puluh) hari setelah berakhirnya Commissioners no later than 30 (thirty) days
periode triwulanan yang bersangkutan. after the end of the relevant quarterly period.
e. Melakukan tugas pengawasan terkait dengan e. Performing supervisory duties related to the
pelaksanaan Anggaran Dasar Perseroan yang implementation of the Company’s Articles
menyangkut perbuatan-perbuatan Direksi yang of Association on the actions of the Board
harus mendapat persetujuan tertulis dari Dewan of Directors which must obtain written
Komisaris sebagaimana diatur dan ditetapkan approval from the Board of Commissioners
dalam Anggaran Dasar Perseroan, termasuk as set forth in the Company’s Articles of
penetapan batasan dan/atau kriteria tertentu Association, including the determination
Profil Perusahaan
Company Profile
oleh Dewan Komisaris yang ditetapkan setelah of certain limitations and/or criteria by the
mendapat persetujuan Pemegang Saham Board of Commissioners, determined after
Seri A Dwiwarna terlebih dahulu sebelum obtaining the approval of the Dwiwarna Series
dipergunakan sebagai dasar dalam memberikan A Shareholder before being used as the basis
persetujuan atas perbuatan-perbuatan Direksi for giving approval for the actions concerned.
yang dimaksud. Performing supervisory duties related
Melakukan tugas pengawasan terkait dengan to follow-up actions undertaken by the

tindak lanjut yang dilakukan oleh Direksi atas Board of Directors on suggestions, hopes,
saran, harapan, permasalahan dan keluhan dari issues and complaints from stakeholders
stakeholders yang disampaikan langsung kepada that are submitted directly to the Board of
Dewan Komisaris dan kemudian disampaikan Commissioners and then submitted to the
kepada Direksi untuk dikaji dan/atau dibahas Board of Directors for review and/or discussion
bersama Dewan Komisaris sebelum dilakukan with the Board of Commissioners prior to
tindak lanjutnya. follow-up.
f. Memberikan arahan dan pengawasan atas f. Providing direction and supervision over the
pelaksanaan yang dilakukan oleh Direksi implementation carried out by the Board of
terhadap hal-hal antara lain sebagai berikut: Directors regarding matters as follows:
1)
Hal-hal penting mengenai perubahan 1) Important matters concerning changes in
lingkungan bisnis yang diperkirakan the business environment that are expected
akan berdampak besar pada usaha dan to have a major impact on the Company’s
kinerja Perseroan, secara tepat waktu dan business and performance, in a timely and
relevan. relevant manner.
2) Memberikan persetujuan atas penetapan 2) Giving approval for the determination of the
struktur organisasi 1 (satu) tingkat dibawah organizational structure of 1 (one) level below
Direksi serta kebijakan dan pelaksanaan the Board of Directors and the policies and
pengembangan karir karyawan yang implementation of employee career development
diusulkan oleh Direksi. proposed by the Board of Directors.
3)
Kebijakan akuntansi dan penyusunan 3) Accounting policies and preparation of financial
laporan keuangan sesuai dengan standar statements in accordance with generally
akuntansi berlaku umum di Indonesia. accepted accounting standards in Indonesia.
4) Kebijakan pengadaan dan pelaksanaannya. 4) Procurement and implementation policies.
5)
Pengawasan terhadap pelaksanaan 5)
Supervision of the implementation of
kebijakan pengelolaan Anak Perusahaan/ management policies of subsidiaries/joint
perusahaan patungan. ventures.
6)
Kebijakan mutu dan pelayanan serta 6)
Quality and service policy and its
pelaksanaan kebijakan tersebut. implementation.
7)
Pengawasan terhadap Direksi dalam 7) Supervision of the Board of Directors in
menjalankan peraturan perundang- complying with the applicable laws and
undangan yang berlaku dan perjanjian regulations and agreements with third
dengan pihak ketiga. parties.
Human Capital
Modal Insani
g. Memberikan tanggapan tertulis dari Dewan g. Providing written response from the Board of
Komisaris dan mendapat persetujuan RUPS untuk: Commissioners and obtain GMS approval to:
1)
Melakukan tindakan-tindakan yang 1)
Perform actions that are included in
termasuk dalam transaksi material material transactions as determined by
sebagaimana ditetapkan oleh Peraturan the Laws and Regulations in the Capital
Perundangan di bidang Pasar Modal dengan Market with a value of more than 50%
nilai di atas 50% (lima puluh persen) dari (fifty percent) of the Company’s equity,
ekuitas Perseroan, kecuali tindakan tersebut unless those actions are included in

termasuk dalam transaksi material yang material transactions that are excluded

dikecualikan oleh peraturan perundangan by the prevailing laws and regulations in
yang berlaku di bidang Pasar Modal. Capital Market sector.
2) Melakukan transaksi yang mengandung 2) Conduct transactions containing conflicts
benturan kepentingan sebagaimana of interest as specified in the applicable
ditentukan dalam peraturan perundangan laws and regulations on the Capital
yang berlaku di Pasar Modal. Market.
3) Melakukan transaksi lain guna memenuhi 3) Conduct other transactions to comply with
peraturan perundangan yang berlaku di the applicable laws and regulations in the
Pasar Modal. Capital Market.

5. Tugas Terkait Nominasi dan Remunerasi 5. Tasks Regarding Nomination and Remuneration
A. Nominasi: A. Nomination
a. Mengusulkan bakal calon Anggota Direksi Perseroan a. Proposing candidates for the Board of Directors of the
dari talenta BUMN (pejabat satu tingkat di bawah Company from other SOEs (officials one level below
Direksi) kepada Pemegang Saham Seri A Dwiwarna. the Directors) to Dwiwarna Series A Shareholder. In
Dalam hal Menteri BUMN selaku Pemegang Saham the event that the Minister of SOEs, as a Dwiwarna
Seri A Dwiwarna memandang ada bakal calon Series A Shareholder, sees another candidate who has
lain yang memiliki potensi untuk menjadi anggota the potential to become a member of the Board of
Direksi, namun tidak termasuk dalam daftar calon Directors, but is not included in the list of candidates

yang diusulkan oleh Dewan Komisaris, Menteri proposed by the Board of Commissioners, the Minister

BUMN dapat meminta Dewan Komisaris untuk of SOEs may request the Board of Commissioners
melakukan penilaian terhadap yang bersangkutan to conduct an assessment of the person concerned
dan jika memenuhi syarat agar diusulkan kepada and if meeting the requirements, he/she shall be
Menteri BUMN selaku Pemegang Saham Seri A proposed to the Minister of SOEs as Dwiwarna Series
Dwiwarna. A Shareholder.
b. Bakal calon yang akan diajukan dalam RUPS dievaluasi b. The candidates who will be proposed at the GMS are
oleh Tim yang dibentuk oleh Menteri dengan evaluated by a team formed by the Minister by involving
melibatkan Komisaris Utama atau Ketua Komite the President Commissioner or the Chairperson of the
Nominasi, Remunerasi dan Risiko. Nomination, Remuneration and Risk Committee.
c. Memastikan bahwa daftar riwayat hidup calon c. Ensure that the curriculum vitae of prospective
anggota Direksi yang akan diusulkan untuk members of the Board of Directors who will be
diangkat dalam RUPS tersedia pada waktunya dan proposed to be appointed at the GMS is available on
dapat diumumkan pada saat penyelenggaraan time and can be announced at the time of the holding
RUPS sebelum pengambilan keputusan mengenai of the GMS prior to making a decision regarding the
pengangkatan yang bersangkutan sebagai anggota appointment of the person as a member of the Board
Direksi. of Directors.
d. Dewan Komisaris sewaktu-waktu dapat d. The Board of Commissioners may temporarily dismiss
memberhentikan untuk sementara anggota Direksi members of the Board of Directors by stating their
dengan menyebutkan alasannya apabila mereka reasons whether they act contrary to the Articles of
bertindak bertentangan dengan Anggaran Dasar Association or there are indications that they have
atau terdapat indikasi melakukan tindakan yang acted detrimental to the Company or neglected
merugikan Perseroan atau melalaikan kewajibannya their obligations or there are urgent reasons for
atau terdapat alasan yang mendesak bagi Perseroan the Company by taking into account the following
dengan memperhatikan ketentuan sebagai berikut: provisions:
(1) Pemberhentian sementara dimaksud harus (1) The said dismissal must be notified in writing to
diberitahukan secara tertulis kepada anggota the member of the Board of Directors concerned
Direksi yang bersangkutan disertai alasannya. along with the reasons.
(2) Pemberitahuan tersebut butir (1) di atas (2) Notification of the item (1) above shall be
disampaikan dalam waktu paling lambat 2 (dua) delivered no later than 2 (two) working days
hari kerja setelah penetapan pemberhentian after the determination of the temporary
sementara tersebut. dismissal.
(3) Anggota Direksi yang diberhentikan sementara (3) Members of the Board of Directors who are
tidak berwewenang menjalankan pengurusan temporarily dismissed are not authorized to carry
Perseroan untuk kepentingan Perseroan sesuai out the management of the Company for the
dengan maksud dan tujuan Perseroan serta interests of the Company in accordance with
mewakili Perseroan di dalam maupun di luar the aims and objectives of the Company nor
pengadilan. represent the Company in and out of court.
(4) Dalam jangka waktu paling lambat 90 (sembilan (4) Within a period of no later than 90 (ninety)
puluh) hari setelah pemberhentian sementara days after the temporary termination, the Board
tersebut. Dewan Komisaris harus menyelenggara of Commissioners must convene the General
kan RUPS untuk mencabut atau menguatkan Meeting of Shareholders to revoke or confirm
keputusan pemberhentian sementara tersebut. the decision on the temporary dismissal.
(5) Dengan lampaunya jangka waktu penyelenggaraan (5) With the passing of time frame of the holding of
RUPS sebagaimana dimaksud butir (4) di atas atau the GMS as referred to in item (4) above or the
Profil Perusahaan
Company Profile
RUPS tidak dapat mengambil keputusan, maka GMS unable to make a decision, the temporary
pemberhentian sementara tersebut menjadi batal. termination will be canceled.
e. Rapat Dewan Komisaris memberikan persetujuan atas e. The Board of Commissioners’ meetings give approval for
perangkapan jabatan oleh anggota Direksi yang tidak concurrent positions held by members of the Board of
termasuk dalam perangkapan jabatan oleh anggota Directors which are not included in the concurrent positions
Direksi sebagaimana yang diatur dalam Pasal 11 ayat by members of the Board of Directors as stipulated in Article
28 Anggaran Dasar Perseroan. 11 paragraph 28 of the Company’s Articles of Association.
f. Menyetujui pengangkatan dan pemberhentian f. Approving the appointment and dismissal of

Sekretaris Perseroan (Corporate Secretary) dan/atau the Corporate Secretary and/or Head of the
Kepala Satuan Pengawas Intern (Internal Audit Group Internal Audit Group as stipulated in Article 15
Head) sebagaimana diatur dalam Pasal 15 ayat 2 paragraph 2 letter a.11. Company’s Articles of
huruf a.11. Anggaran Dasar Perseroan. Association.
g. Mengangkat dan memberhentikan seorang Sekretaris g. Appointing and dismissing Secretary of the Board of
Dewan Komisaris. Commissioners.
h. Membentuk Komite Audit, Komite Remunerasi dan h. Establishing Audit Committee, Remuneration and
Nominasi, Komite Pemantau Risiko dan Komite-komite Nomination Committee, Risk Monitoring Committee
lain, jika dianggap perlu dengan memperhatikan and other Committees deemed necessary by taking
kemampuan Perseroan. into account the financial ability of the Company
i. Memberikan persetujuan tertulis atas wakil i. Giving written approval for representatives of the
Perseroan untuk menjadi calon Direksi dan Dewan Company to become candidates for members of
Komisaris pada anak perusahaan yang memberikan the Board of Directors and Board of Commissioners
kontribusi signifikan kepada Perseroan dan/atau of subsidiaries that make significant contributions to
bernilai strategis, sebagaimana diatur dalam Pasal the Company and/or strategic values, as stipulated
12 ayat 7 huruf i.g. Anggaran Dasar Perseroan, in Article 12 paragraph 7 letter i.g. The Company’s
dengan mengacu pada penetapan batasan tindakan Articles of Association, with reference to setting
strategis Direksi yang memerlukan persetujuan limits on the Board of Directors’ strategic actions
tertulis Dewan Komisaris dan Pemegang Saham Seri that require written approval from the Board of
A Dwiwarna dan RUPS sebagaimana tersebut dalam Commissioners and Dwiwarna A Series Shareholder
Surat Menteri Badan Usaha Milik Negara No. S-714/ and GMS as stated in the Minister of State Owned
MBU/10/2018 tanggal 24 Oktober 2018 sebagai Enterprises Letter No. S-714/MBU/10/2018 dated
berikut: October 24, 2018 as follows:
(1) Dewan Komisaris dan Pemegang Saham Seri A (1) Board of Commissioners and Dwiwarna A Series
Dwiwarna: Shareholder:
(a) Direktur Utama dan Komisaris Utama untuk (a) President Director and President Commissioner
seluruh Anak Perusahaan for all subsidiaries
(b) Seluruh Direksi dan Dewan Komisaris Anak (b) All members of the Board of Directors and
Perusahaan Yang Total Asetnya ≥ 50% dari Board of Commissioners of subsidiaries
total aset induk dan/atau revenue anak ≥ whose total assets ≥ 50% of the total
50% dari revenue induk (berdasarkan audit assets of parent company and/or subsidiary
terakhir). revenue ≥ 50% of the revenue of parent
company (based on the latest audit).
Human Capital
Modal Insani
(2) Dewan Komisaris: (2) Board of Commissioners:
Seluruh Direksi dan Dewan Komisaris Anak All members of the Board of Directors and Board
Perusahaan selain yang menjadi kewenangan of Commissioners of subsidiaries other than
Dewan Komisaris dan Pemegang Saham Seri A those under the authority of the Dwiwarna Series
Dwiwarna A Series Shareholder
(3) Direksi: (3) Board of Directors:
Keputusan Dewan Komisaris terkait dengan hal Decisions of the Board of Commissioners related

tersebut di atas diberikan paling lama 30 (tiga to the above matter are given no later than

puluh) hari sejak diterimanya permohonan atau 30 (thirty) days from receipt of the request or
penjelasan dan dokumen secara lengkap dari explanation and complete documents from the
Direksi. Board of Directors.
j. Melakukan penelaahan dan pengawasan untuk j. Reviewing and supervising to ensure that the
memastikan bahwa Perseroan telah memiliki strategi Company has a nomination strategy and policy
dan kebijakan nominasi yang meliputi proses analisis covering the process of organizational analysis,
organisasi, prosedur dan kriteria rekrutmen, seleksi procedures and criteria for recruitment, selection
dan promosi. and promotion.

B. Remunerasi: B. Remuneration

a. Memastikan bahwa Perseroan memiliki sistem a. Ensuring that the Company has a transparent
remunerasi yang transparan berupa gaji atau remuneration system in the form of salary or
honorarium, tunjangan dan fasilitas yang bersifat honorarium, benefits and facilities that are permanent
tetap dan insentif yang bersifat variabel. and incentives which are variable.
b. Melakukan kajian secara berkala atas sistem b. Conducting periodic reviews of remuneration systems
remunerasi yang sesuai bagi Anggota Dewan that are appropriate for members of the Board of
Komisaris dan Direksi. Commissioners and Board of Directors.
c. Dalam hal RUPS memberikan wewenang dan kuasa c. The GMS gives authority and power to the Board
kepada Dewan Komisaris dengan terlebih dahulu of Commissioners by first obtaining the approval of
mendapatkan persetujuan Pemegang Saham Seri the Dwiwarna Series A Shareholder, to determine

A Dwiwarna, untuk menetapkan besarnya tantiem the amount of the bonus for the Board of Directors

untuk Direksi Perseroan Tahun Buku yang baru of the Company for the past Fiscal Year as well as
lampau serta gaji, tunjangan dan fasilitas untuk tahun the salary, benefits and facilities for the current fiscal
buku berjalan. year.
d. Menetapkan besaran tantiem untuk Dewan Komisaris d. Determining the amount of bonus for the Board of
Perseroan untuk tahun buku yang lampau, serta Commissioners of the Company for the previous
honorarium berikut tunjangan dan fasilitas untuk fiscal year performance, as well as the honorarium
tahun buku berjalan sesuai dengan ketentuan yang and benefits and facilities for the current fiscal
berlaku dan selanjutnya menguasakan kepada Dewan year in accordance with applicable regulations and
Komisaris setelah berkonsultasi dengan Pemegang subsequently authorize the Board of Commissioners
Saham Seri A Dwiwarna untuk menuangkan secara after consulting with the Dwiwarna Series A
rinci keputusan tersebut dalam Surat Keputusan Shareholder to detail the decision in the Decision
Dewan Komisaris atas nama Rapat Umum Pemegang Letter of the Board of Commissioners on behalf of the
Saham. General Meeting of Shareholders.
e. Mengusulkan remunerasi Direksi sesuai dengan e. Proposing the remuneration for the Board of Directors
ketentuan yang berlaku dan penilaian kinerja in accordance with applicable regulations and an
Direksi. assessment of the performance of the Directors.
f. Menelaah usulan honorarium dan remunerasi (gaji, f. Reviewing the proposed honorarium and
tunjangan dan fasilitas) Dewan Komisaris dan Direksi remuneration (salary, benefits and facilities) of the
bersama dengan Komite terkait dan mengusulkan Board of Commissioners and Board of Directors
hal tersebut kepada RUPS untuk memperoleh together with the relevant Committees and proposing
persetujuan. such matters to the GMS for approval.
g. Mengusulkan insentif kinerja/tantiem Dewan g. Proposing performance incentives/bonuses for the
Komisaris dan Direksi dengan mempertimbangkan Board of Commissioners and Board of Directors by
penilaian kinerja Direksi dan pencapaian tingkat considering the performance evaluation of the Board
kesehatan Perseroan kepada RUPS untuk memperoleh of Directors and the achievement of healthiness level
persetujuan. of the Company to the GMS for approval.
6. Tugas terkait Evaluasi Kinerja Dewan Komisaris 6. Duties related to the Evaluation of the Board of
dan Kinerja Direksi Commissioners’ and Board of Directors’ Performances
a. Melakukan evaluasi kinerja Dewan Komisaris a. Evaluating the performance of the Board of
yang didahului dengan penyusunan Key Commissioners which is preceded by the preparation
Performance Indicator (KPI) Dewan Komisaris, of the Key Performance Indicator (KPI) of the
penyiapan bahan/ dokumen yang terkait dengan Board of Commissioners, preparation of materials/
kinerja Dewan Komisaris, kemudian dengan documents related to the performance of the Board
bantuan Sekretaris Dewan Komisaris melakukan of Commissioners, then with the help of the Secretary
kajian & evaluasi atas pencapaian kinerja Dewan of the Board of Commissioners conduct a study &
Komisaris untuk tahun buku yang berjalan pada evaluation of the achievement of the performance of
akhir bulan Desember, dengan mengacu pada the Board of Commissioners for the current financial
sistem self assessment yang telah ditetapkan oleh year at the end of December, with reference to the
Dewan Komisaris. Hasil assessment kemudian self assessment system established by the Board of
dilaporkan dan diklarifikasi dalam rapat Dewan Commissioners. The results of the assessment are then
Komisaris untuk kemudian disahkan sebagai reported and clarified in the Board of Commissioners
laporan kinerja Dewan Komisaris tahun buku meeting and endorsed as the Board of Commissioners’
yang berjalan. performance report for the current financial year.
Profil Perusahaan
Company Profile
b. Komisaris Utama bertanggung jawab melakukan b. The President Commissioner is responsible for
evaluasi dan penilaian kinerja masing-masing evaluating and assessing the performance of each
Anggota Dewan Komisaris berdasarkan kriteria member of the Board of Commissioners based on
penilaian yang tersebut dalam ketentuan the evaluation criteria stated in the provisions of the
Peraturan Menteri Badan Usaha Milik Minister of State-Owned Enterprises Regulation
Negara tentang Persyaratan dan Tata Cara concerning the Requirements and Procedures for
Pengangkatan Dan Pemberhentian Anggota Appointment and Dismissal of Members of the
Dewan Komisaris dan Dewan Pengawas Badan Board of Commissioners and the Board of Trustees
Usaha Milik Negara. of State-Owned Enterprises.
c. Hasil penilaian kinerja Dewan Komisaris c. The results of the performance evaluation of the
dicantumkan dalam laporan pelaksanaan tugas Board of Commissioners are included in the report on
pengawasan Dewan Komisaris dan dilaporkan the implementation of the Board of Commissioners’
dalam RUPS Tahunan. supervisory duties and reported at the Annual GMS.
d. Memberikan tanggapan, rekomendasi atas d. Providing responses, recommendations on the
usulan KPI kinerja Direksi untuk ditetapkan dan proposed key performance indicators (KPI) of the
ditandatangani bersama Direksi sebagai KPI Direksi Board of Directors’ performance to be determined
dalam dokumen Kontrak Manajemen Dewan and signed together with the Board of Directors as
Komisaris – Direksi sebagai lampiran dokumen the Directors’ KPI in the document of Management
RKAP Tahun Perseroan. Contract between the Board of Commissioners

e. Melakukan pemantauan dan evaluasi atas and Board of Directors as an attachment to the
kinerja Perseroan melalui evaluasi kinerja Company’s Annual RKAP document.
masing-masing Direktorat tersebut dalam e. Monitoring and evaluating the Company’s
Laporan Manajemen Perusahaan Triwulanan. performance through the evaluation of each
Hasil evaluasi dipergunakan sebagai bahan Directorate performance in the Quarterly Corporate
pertimbangan penilaian kinerja masing-masing Management Report. Evaluation results are used
anggota Direksi. as consideration for assessing the performance of
f. Pada akhir tahun anggaran buku berjalan, each member of the Board of Directors.
melakukan penilaian kinerja Direksi secara f. At the end of the current fiscal year, assessing the
individual dan jika diperlukan disampaikan kepada performance of the Board of Directors individually
Pemegang Saham. and if necessary submitting the results to the
Shareholders.
7. Tugas terkait Penerapan Good Corporate 7. Duties related to the Implementation of Good
Governance (GCG) Corporate Governance (GCG)
a. Menerapkan prinsip-prinsip Good Corporate a. Implementing the principles of Good Corporate

Governance secara konsisten sesuai dengan Governance consistently in accordance with the
kebijakan yang ditetapkan Perseroan. policies set by the Company.
b. Memantau dan memastikan efektivitas praktik b. Monitoring and ensuring the effectiveness
GCG di Perseroan, dengan ketentuan sebagai of GCG practices in the Company, with the
berikut: following conditions:
Human Capital
Modal Insani
1) Penilaian, yaitu program untuk 1) Assessment, which is a program to identify
mengidentifikasikan pelaksanaan GCG di the implementation of GCG in the Company
Perseroan melalui pengukuran pelaksanaan through measurement of the application and
dan penerapan GCG yang dilaksanakan secara implementation of GCG which is carried out
berkala minimal setiap 2 (dua) tahun. periodically at least every 2 (two) years.
2) Evaluasi pelaksanaan GCG yaitu program untuk 2) Evaluation of the implementation of GCG,
mendeskripsikan tindak lanjut pelaksanaan a program to describe the follow-up of the
dan penerapan GCG di Perseroan yang application and implementation of GCG in the

Company which is carried out the following

dilaksanakan pada tahun berikutnya setelah
penilaian, meliputi evaluasi terhadap hasil year after the assessment, including evaluating
penilaian dan tindak lanjut atas rekomendasi the results of the assessment and following up
perbaikan. the recommendations for improvement
3) Pelaksanaan penilaian dilakukan oleh penilai 3) The assessment is carried out by an independent
(assessor) independen yang ditunjuk oleh assessor appointed by the Board of
Dewan Komisaris melalui proses sesuai Commissioners through a process in accordance
dengan ketentuan pengadaan barang with the provisions of the procurement of
dan jasa di Perseroan, yang jika perlu goods and services in the Company, of which
dapat minta bantuan Direksi dalam proses if necessary can ask the Board of Directors for
penunjukannya. assistance in the appointment process.

4) Pelaksanaan evaluasi dapat dilakukan sendiri 4) The evaluation can be carried out solely by

oleh yang bersangkutan dan/atau dibantu oleh the person concerned and/or assisted by the
Sekretaris Dewan Komisaris untuk evaluasi Secretary of the Board of Commissioners for
di lingkungan Dewan Komisaris dan/atau evaluation within the Board of Commissioners
Sekretaris Perusahaan (Corporate Secretary) and/or the Corporate Secretary for evaluation
untuk evaluasi di lingkungan Perseroan, yang within the Company, the implementation of
pelaksanaannya dapat didiskusikan dengan which can be discussed with or assisted by
atau dibantu oleh konsultan independen penilai an independent consultant of GCG assessor
GCG dan atau menggunakan jasa Instansi and or using the services of competent
Pemerintah yang berkompeten di bidang GCG. Government Agencies in the field of GCG.
5) Hasil pelaksanaan penilaian dan evaluasi 5) The results of the assessment and evaluation

dilaporkan kepada RUPS dalam Laporan are reported to the GMS in the Company’s

Tahunan Perseroan. Annual Report.
8. Tugas terkait Penerapan Manajemen Risiko 8. Duties related to the Implementation of Risk
Management
a. Melakukan penilaian secara berkala dan
memberikan rekomendasi tentang risiko usaha a. Conducting periodic assessments and providing
dan jenis serta jumlah asuransi yang ditutup oleh recommendations on business risks and the
Perseroan dalam hubungannya dengan risiko types and amount of insurance covered by the
usaha dengan penerapan manajemen risiko Company in relation to the business risks with
secara menyeluruh di Perseroan. the implementation of overall risk management
b. Melakukan penelaahan atas Manajemen Risiko in the Company.
Perseroan yang mencakup berbagai risiko b. Reviewing the Company’s Risk Management
yang dihadapi Perseroan, sistem, strategi dan which covers various risks faced by the
Kebijakan Manajemen Perseroan, pengendalian Company, the Company’s systems, strategies
internal Perseroan, termasuk kebijakan, and Management Policies, internal control of the
metodologi dan infrastruktur, hasil penelaahan Company, including policies, methodologies and
atas berbagai model pengukuran risiko yang infrastructure, the results of studies on various
digunakan Perseroan dan atas pelaksanaan risk measurement models used by the Company
manajemen. and on the implementation of management.
c. Menyusun kebijakan dan strategi investasi c. Composing policies and strategies for investment
dalam bisnis jalan tol dan nol tol dalam in the toll road and non toll road business in the
rangka penyusunan RJPP, menyampaikan context of preparing the Corporate Long Term
kepada Direksi sebagai saran, masukan dan Plan (RJPP), conveying to the Board of Directors
pendapat termasuk unsur risiko investasi dan as suggestions, input and opinions including
usaha. investment and business risk elements.
d. Melakukan evaluasi atas kebijakan investasi dan d. Conducting evaluation on the investment policies
mengidentifikasi serta menilai potensi risikonya. and identify and assess the potential risks.
e. Melakukan evaluasi tahapan proses manajemen e. Conducting evaluation of the process stages
investasi dan risiko Perseroan, mulai dari of the Company’s investment and risk
identifikasi sampai dengan pengungkapan serta management, from identification to disclosure

mitigasi risiko. and risk mitigation.
f. Menyampaikan hasil evaluasi sebagai bahan f. Delivering the evaluation results as materials for
Direksi untuk mereview dan memperbaiki the Board of Directors to review and improve
berbagai kebijakan dan pelaksanaan manajemen various policies and implementation of risk
risiko dan mitigasi risiko termasuk untuk management and risk mitigation including
menghindari terjadinya cost overrun dan to avoid cost overrun and increase efficiency
meningkatkan efisiensi dan efektivitas di bidang and effectiveness in the toll and non-toll road
investasi jalan tol dan non tol. investment.
g. Menilai risiko atas rencana proyek-proyek g. Assessing the risk of the Company’s planned
dan investasi Perseroan, untuk selanjutnya projects and investments, to further provide
memberikan pendapat dan/atau saran terkait opinions and/or suggestions regarding the
kelanjutan proyek-proyek tersebut. continuation of the projects.
9. Tugas terkait Sistem Pengendalian Internal 9. Tasks related to the Internal Control System
Profil Perusahaan
Company Profile
a. Memastikan efektivitas sistem pengendalian a. Ensuring the effectiveness of the internal control
internal. system.
b. Memastikan pelaksanaan tugas Auditor b. Ensuring the implementation of the duties of
Internal dan Auditor Eksternal, dengan menilai the Internal Auditor and External Auditor, by
kompetensi, independensi serta ruang lingkup assessing the competence, independence and
tugas Auditor Internal dan Auditor Eksternal the scope of the duties of the Internal Auditor
serta melaksanakan telaah atas pengaduan yang and External Auditor as well as carrying out a
berkaitan dengan Perseroan yang diterima oleh review of complaints relating to the Company
Dewan Komisaris. received by the Board of Commissioners.
c. Memastikan Auditor Internal, Auditor Eksternal c. Making sure that Internal Auditors, External
dan Komite Audit memiliki akses terhadap Auditors and Audit Committees have access to
informasi mengenai Perseroan yang diperlukan information about the Company that is needed
untuk melaksanakan tugasnya. to carry out their duties.
d. Melakukan penilaian atas akurasi informasi yang d. Conducting assessment of the accuracy of
disiapkan untuk pihak lain, khususnya dalam information prepared for other parties, especially
laporan keuangan dan laporan tahunan. in the financial statements and annual reports.
e. Membentuk Komite Audit, yang diangkat e. Establishing Audit Committee, which is

dan diberhentikan oleh Dewan Komisaris appointed and dismissed by the Board of
dan dilaporkan kepada RUPS dan wajib Commissioners and reported to the GMS and
menyampaikan kepada Otoritas Jasa Keuangan must submit to the Financial Services Authority
(OJK) informasi mengenai pengangkatan dan (OJK) the information regarding the appointment
pemberhentian Komite Audit dalam waktu and dismissal of the Audit Committee within 2
2 (dua) hari kerja setelah pengangkatan dan (two) working days after the appointment and
pemberhentiannya, serta informasi tersebut wajib dismissal, as well as posting it on the Company’s
dimuat dalam laman atau website Perseroan. website.
f. Meneliti dan menelaah laporan-laporan dari f. Investigating and examining reports from
komite-komite yang ada di bawah Dewan committees under the Board of Commissioners.
Komisaris.
10. Tugas terkait Keterbukaan dan Kerahasiaan 10. Tasks Related to Information Disclosure and
Informasi Confidentiality
a. Memantau proses keterbukaan dan efektivitas a. Monitoring the process of openness and
komunikasi dalam Perseroan. effectiveness of communication within the
b. Memastikan adanya akurasi data, Company.
transparansi dan keterbukaan laporan b. Ensuring data accuracy, transparency and
keuangan Perseroan dan menjamin disclosure of the Company’s financial statements
perlakuan yang adil terhadap Pemegang and ensuring fair treatment of the Minority
Saham Minoritas dan Stakeholders yang Shareholders and other Stakeholders, as well as
Human Capital
Modal Insani
lain, serta akuntabilitas Organ Perseroan the accountability of the Company’s Organs and
dan kepatuhan Perseroan pada peraturan the Company’s compliance with applicable laws
perundangan-undangan yang berlaku. and regulations.
c. Memastikan informasi termasuk namun tidak c. Ensuring information including but not
terbatas pada laporan keuangan, laporan tahunan limited to financial statements, annual reports
yang disampaikan Perseroan kepada shareholder submitted by the Company to shareholders and
maupun stakeholder Perseroan dilakukan secara stakeholders of the Company are carried out in a
tepat waktu, lengkap dan akurat. timely, completely and accurately manner.

d. Memastikan data/informasi yang disampaikan d. Ensuring the data/information submitted to the
ke publik sesuai dengan peraturan perundang- public in accordance with applicable laws and
undangan yang berlaku. regulations.
11. Tugas Terkait Teknologi Informasi 11. Tasks Related to Information Technology
a. Mendapatkan informasi atas sistem IT yang a. Obtaining information on IT systems used by

digunakan oleh Perseroan termasuk namun tidak the Company including but not limited to
terbatas pada kebijakan dan penerapannya, policies and their application, as well as kinds of
serta aplikasi yang digunakan. applications used.

b. Memberikan arahan atas implementasi dan b. Providing direction on the plan and

rencana sistem IT yang diterapkan Perseroan. implementation of IT system in the Company.
12. Tugas Terkait Pelaporan 12. Tasks Related to Reporting
a. Melaporkan kepada Perseroan (Corporate a. Reporting to the Company (Corporate Secretary)

Secretary) mengenai kepemilikan sahamnya dan/ regarding their and/or their families ownership
atau keluarganya di Perseroan dan perusahaan of shares in the Company and other companies,
lain, termasuk setiap perubahannya untuk including any changes to be recorded in the
dicatat dalam Daftar Khusus sesuai dengan Special Register in accordance with applicable
peraturan perundangan yang berlaku. laws and regulations.

b. Menyampaikan laporan harta kekayaan sesuai b. Submit wealth reports in accordance with

dengan ketentuan peraturan perundang- applicable laws and regulations.
undangan yang berlaku.
13. Tugas Lainnya 13. Other Tasks
a. Mematuhi peraturan perundang-undangan a. Complying with applicable laws and regulations,

yang berlaku, Anggaran Dasar, dan Pedoman the Articles of Association, and GCG Guidelines
GCG serta kebijakan-kebijakan Perseroan yang and the policies of the Company that have been
telah ditetapkan. determined.
b. Membuat pembagian tugas pengawasan yang b. Making the division of supervisory tasks that
diatur sendiri oleh Dewan Komisaris, pembagian are governed by the Board of Commissioners
tugas tersebut mencakup seluruh bidang tugas themselves, the division of tasks covers the entire
masing-masing Direksi. field of duties of each Director.
c. Melakukan pembagian tugas Anggota Dewan c. Performing the division of duties for members
Komisaris sebagai Ketua/Wakil Ketua/Anggota of the Board of Commissioners as Chairperson/
Komite Dewan Komisaris. Deputy Chairperson/Members of Committees of
the Board of Commissioners.
d. Mengikuti perkembangan kegiatan Perseroan,
baik dari informasi-informasi internal yang d. Monitoring the development of the Company’s
disediakan oleh Perseroan maupun dari activities, both from internal information provided
informasi-informasi eksternal yang berasal dari by the Company and from external information
media maupun dari sumber-sumber lainnya. coming from the media and from other sources.
e. Bersama dengan Direksi menyusun pedoman e. Together with the Board of Directors, preparing
perilaku, pedoman tata kelola perusahaan dan code of conduct, code of corporate governance
pedoman lainnya yang dirasa diperlukan, yang and other guidelines deemed necessary, which are
mengikat setiap anggota Direksi dan Dewan binding on each member of the Board of Directors
Komisaris, sesuai dengan ketentuan peraturan and the Board of Commissioners, in accordance
perundangan yang berlaku. with the applicable laws and regulations.
f. Bersama dengan Direksi menyusun kode etik f. Together with the Board of Directors, preparing
yang berlaku bagi seluruh Anggota Direksi dan code of ethics that applies to all members
Dewan Komisaris, karyawan/pegawai serta of the Board of Directors and the Board of
pendukung organ yang dimiliki Perseroan, sesuai Commissioners, employees/workers and
dengan ketentuan peraturan perundangan yang supporting organs owned by the Company, in
berlaku. accordance with the provisions of the applicable
g. Melaksanakan kewajiban lainnya dalam rangka laws and regulations.
tugas pengawasan dan pemberian nasihat, g. Carrying out other obligations in the context of
sepanjang tidak bertentangan dengan peraturan supervisory and advisory tasks, as long as they do
perundang-undangan, Anggaran Dasar, dan/ not conflict with the laws and regulations, the
atau keputusan RUPS. Articles of Association, and/or GMS Resolution.
HAK DAN WEWENANG DEWAN KOMISARIS

Rights and Authorities of the Board of Commissioners
Profil Perusahaan
Dalam melaksanakan tugas pokok sebagaimana dimaksud In performing the main tasks referred to above, the Board
Company Profile
di atas, maka Dewan Komisaris berwenang untuk: of Commissioners is authorized to:

1. Memeriksa buku-buku, surat-surat, serta dokumen- 1. Checking on the books, documents and other papers,
dokumen lainnya, memeriksa kas untuk keperluan checking on the cash for verification purposes and
verifikasi dan lain-lain surat berharga dan memeriksa other securities and checking on the Company’s
kekayaan Perseroan. assets.
2. Memasuki pekarangan, gedung dan kantor yang 2. Entering the grounds, buildings and offices used by
dipergunakan oleh Perseroan. the Company.

3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Requesting clarification from the Board of Directors
lainnya mengenai segala persoalan yang menyangkut and/or other officials regarding all issues relating to
pengelolaan Perseroan. the management of the Company.
4. Mengetahui segala kebijakan dan tindakan yang 4. Knowing all policies and actions that have been and
telah dan akan dijalankan oleh Direksi. will be carried out by the Board of Directors.
5. Meminta Direksi dan/atau pejabat lainnya di bawah 5. Requesting the Board of Directors and/or other
Direksi dengan sepengetahuan Direksi untuk officials under the Board of Directors with the
menghadiri rapat Dewan Komisaris. knowledge of the Board of Directors to attend the
6. Mengangkat dan memberhentikan seorang Board of Commissioners’ meetings.
Sekretaris Dewan Komisaris. 6. Appointing and dismissing Secretary of the Board of

7. Memberhentikan sementara anggota Direksi sesuai Commissioners.

dengan ketentuan Anggaran Dasar. 7. Temporarily dismissing members of the Board of
8. Membentuk Komite Audit, Komite Remunerasi Directors in accordance with the provisions of the
dan Nominasi, Komite Pemantau Risiko dan Articles of Association.
komite-komite lain, jika dianggap perlu dengan 8. Establishing Audit Committee, Remuneration and
memperhatikan kemampuan Perseroan. Nomination Committee, Risk Monitoring Committee
9. Menggunakan tenaga ahli untuk hal tertentu dan and other committees, if deemed necessary by taking
dalam jangka waktu tertentu atas beban Perseroan, into account the financial ability of the Company.
jika dianggap perlu. 9. Hiring experts for certain things and within a certain
10. Melakukan tindakan pengurusan Perseroan dalam period at the expense of the Company, if deemed
keadaan tertentu untuk jangka waktu tertentu necessary.
sesuai dengan ketentuan Anggaran Dasar. 10. Performing management of the Company in certain
11. Menyetujui pengangkatan dan pemberhentian circumstances for a certain period in accordance with
Sekretaris Perusahaan (Corporate Secretary) dan/ the provisions of the Articles of Association.
atau Kepala Satuan Pengawas Intern (Internal Audit 11. Approving the appointment and dismissal of the
Group Head). Corporate Secretary and/or Head of the Internal
12. Menghadiri rapat Direksi dan memberikan pandangan- Audit Group.
pandangan terhadap hal-hal yang dibicarakan. 12. Attending the Board of Directors’ meetings and
13. Melaksanakan kewenangan pengawasan lainnya providing views on matters discussed.
sepanjang tidak bertentangan dengan Peraturan 13. Carrying out other oversight authority as long
Perundangan, Anggaran Dasar dan/atau keputusan as it does not conflict with the Laws, Articles of
RUPS. Association and/or GMS Resolutions.
Human Capital
Modal Insani
Kewenangan lain Dewan Komisaris sebagaimana Another authority of the Board of Commissioners as
yang diatur dalam Anggaran Dasar Perseroan adalah stipulated in the Company’s Articles of Association is to
memberikan persetujuan tertulis atas perbuatan Direksi give written approval for the actions of the Directors in the
dalam hal-hal sebagai berikut: following matters:
1. Melepaskan/memindahtangankan dan/atau 1. To release/transfer and/or collateralize the Company’s
mengagunkan aset Perseroan dengan nilai assets with a value exceeding the limit determined
melebihi jumlah tertentu yang ditetapkan oleh by the Board of Commissioners, except for assets
Dewan Komisaris, kecuali aset yang dicatat sebagai recorded as inventories, taking into account the

persediaan, dengan memperhatikan ketentuan di

provisions in the capital market, with a value of ≥
bidang pasar modal dengan nilai ≥ Rp100 miliar. Rp100 billion.
2. Mengadakan kerja sama dengan badan usaha atau 2. Establishing cooperation with business entities
pihak lain, dalam bentuk kerja sama operasi (KSO), or other parties, in the form of operational
kerja sama usaha (KSU), kerja sama lisensi, Bangun cooperation (KSO), business cooperation (KSU),
Guna Serah (Build, Operate and Transfer/BOT) dan licensing cooperation, Build, Operate and Transfer
perjanjian-perjanjian lain yang mempunyai sifat (BOT) and other agreements that has the same
yang sama yang jangka waktunya ataupun nilainya nature, with the term or the value exceeds the
melebihi dari yang ditetapkan oleh Dewan Komisaris limits determined by the Board of Commissioners
dengan nilai ≥ Rp100 miliar dan jangka waktu > 10 with a value of ≥ Rp100 billion and a period of >
tahun sampai dengan 20 tahun. 10 years to 20 years.

3. Menetapkan dan mengubah logo Perseroan.

3. Defining and changing the Company’s logo.
4. Menetapkan struktur organisasi 1 (satu) tingkat di 4. Establishing organizational structure 1 (one) level
bawah Direksi. below the Board of Directors.
5. Melakukan penyertaan modal, melepaskan 5. Conducting equity participation, releasing equity
penyertaan modal termasuk perubahan struktur participation including changes in capital structure
permodalan dengan nilai tertentu yang ditetapkan with a certain value determined by the Board of
Dewan Komisaris pada perusahaan lain, anak Commissioners of other companies, subsidiaries
perusahaan dan perusahaan patungan, yang tidak and joint ventures, which are not in the framework
dalam rangka penyelamatan piutang dengan of saving receivables by taking into account
memperhatikan ketentuan di bidang Pasar Modal provisions in the Capital Market with a value of ≥
dengan nilai ≥ Rp75 miliar. Rp75 billion.

6. Mendirikan anak perusahaan dan/atau perusahaan 6. Establishing a subsidiary and/or joint venture

patungan dengan nilai tertentu yang ditetapkan of a certain value determined by the Board of
Dewan Komisaris pada perseroan lain, anak Commissioners of another company, subsidiary
perusahaan dan perusahaan patungan dengan and joint venture by taking into account
memperhatikan ketentuan di bidang Pasar Modal provisions in the Capital Market with a value of
dengan nilai ≥ Rp75 miliar. ≥ Rp75 billion.
7. Mengusulkan wakil Perseroan untuk menjadi calon 7. Proposing representatives of the Company to become
Anggota Direksi dan Dewan Komisaris pada anak candidates for members of the Board of Directors and
perusahaan yang memberikan kontribusi signifikan Board of Commissioners of subsidiaries that make a
kepada Perseroan dan/atau bernilai strategis yang significant contribution to the Company and/or strategic
ditetapkan oleh Dewan Komisaris. values determined by the Board of Commissioners.
8. Melepaskan penyertaan modal dengan nilai tertentu 8. Releasing the capital participation with a certain
yang ditetapkan Dewan Komisaris, pada perseroan value determined by the Board of Commissioners
lain, anak perusahaan dan perusahaan patungan in other companies, subsidiaries and joint ventures
dengan memperhatikan ketentuan di bidang Pasar by taking into account provisions in the Capital
Modal. Market.
9. Melakukan penggabungan, peleburan, pengambilalihan, 9. Conducting merger, consolidation, acquisition,
pemisahan dan pembubaran anak perusahaan dan separation and dissolution of subsidiaries and joint
perusahaan patungan dengan nilai tertentu yang ventures with a certain value determined by the
ditetapkan Dewan Komisaris dengan memperhatikan Board of Commissioners by taking into account
ketentuan di bidang Pasar Modal dengan nilai ≥ Rp75 provisions in the Capital Market with a value of ≥
miliar. Rp75 billion.
10. Mengikat Perseroan sebagai penjamin (Borg/ 10. Binding the Company as a guarantor (Borg/Avalist)
Avalist) dengan nilai tertentu yang ditetapkan with a certain value determined by the Board of
Dewan Komisaris dengan memperhatikan Commissioners by taking into account the provisions
ketentuan di bidang Pasar Modal dengan nilai ≥ in the Capital Market with a value of ≥ Rp300 billion.
Rp300 miliar.
11. Menerima pinjaman jangka menengah/Panjang dan 11. Receiving medium/long-term loans and providing
memberikan pinjaman jangka menengah/panjang medium/long-term loans of a certain value
dengan nilai tertentu yang ditetapkan Dewan determined by the Board of Commissioners by taking
Komisaris dengan memperhatikan ketentuan di into account provisions in the Capital Market with a
bidang Pasar Modal dengan nilai ≥ Rp1 triliun. value of ≥ Rp1 trillion.
12. Memberikan pinjaman jangka menengah/panjang 12. Providing medium/long term loans with a certain
dan memberikan pinjaman jangka menengah/ value determined by the Board of Commissioners
panjang dengan nilai tertentu yang ditetapkan with due regard to the provisions in the Capital
Dewan Komisaris dengan memperhatikan ketentuan Market.
di bidang Pasar Modal.
13. Memberikan pinjaman jangka pendek/menengah/ 13. Providing short/medium/long term loans that are not
Panjang yang tidak bersifat operasional, kecuali pinjaman operational, except for loans to subsidiaries, is enough
kepada anak perusahaan cukup dilaporkan kepada to be reported to the Board of Commissioners with a
Dewan Komisaris dengan nilai ≥ Rp300 miliar. value of ≥ Rp300 billion.
14. Menghapuskan dari pembukuan terhadap piutang 14. Writing off non performing receivables and inventory
macet dan persediaan barang mati dalam nilai yang of dead goods in a value that exceeds the limit set by
melebihi batas yang ditetapkan oleh Dewan Komisaris the Board of Commissioners with a value of ≥ Rp100
Profil Perusahaan
Company Profile
dengan nilai ≥ Rp100 miliar. billion.

15. Melakukan tindakan-tindakan yang termasuk dalam 15. Performing actions that are included in material
transaksi material sebagaimana ditetapkan oleh transactions as determined by the Laws and
Peraturan Perundangan di bidang Pasar Modal Regulations in the Capital Market with a certain value
dengan nilai tertentu yang ditetapkan Dewan determined by the Board of Commissioners, unless
Komisaris, kecuali tindakan tersebut termasuk dalam those actions are included in material transactions
transaksi material yang dikecualikan oleh Peraturan that are excluded by the Laws and Regulations
Perundangan yang berlaku di bidang Pasar Modal. applicable in the Capital Market.
16. Tindakan-tindakan yang belum ditetapkan dalam 16. Actions not yet specified in the Corporate Work Plan
RKAP. and Budget.
MASA JABATAN DEWAN KOMISARIS

Tenure of the Board of Commissioners
Masa jabatan anggota Dewan Komisaris adalah efektif sejak The term of office of the members of the Board of
tanggal yang ditetapkan oleh RUPS yang mengangkatnya Commissioners is effective starting from the date of
dan berakhir pada penutupan RUPS Tahunan yang ke-5 appointment at an Annual GMS and ending at the closing
(lima) setelah tanggal pengangkatannya, dengan syarat of the 5th (five) Annual GMS afterward, with the condition
tidak boleh melebihi jangka waktu 5 (lima) tahun, dengan that it cannot exceed a period of 5 (five) years, taking into
memperhatikan peraturan perundangan di bidang Pasar account the legislation in in the Capital Market, with 1
Modal, dengan 1 (satu) periode masa jabatan anggota (one) term of office for the members of the Board of
Dewan Komisaris paling lama 5 (lima) tahun atau sampai Commissioners for a maximum of 5 (five) years or until the
dengan penutupan RUPS Tahunan pada akhir 1 (satu) closing of the Annual GMS at the end of the 1 (one) term.
periode masa jabatan dimaksud. Namun demikian hal However, this does not reduce the right of the GMS to
tersebut tidak mengurangi hak RUPS untuk sewaktu-waktu dismiss members of the Board of Commissioners from time
dapat memberhentikan para anggota Dewan Komisaris to time before their term of office ends. After the term of
sebelum masa jabatannya berakhir. Setelah masa jabatannya office expires, members of the Board of Commissioners
berakhir, para anggota Dewan Komisaris dapat diangkat may be reappointed by the GMS for 1 (one) more term
kembali oleh RUPS untuk 1 (satu) kali masa jabatan. of office.
Perseroan wajib menyelenggarakan RUPS untuk melakukan The Company is required to hold a GMS to replace
penggantian anggota Dewan Komisaris yang tidak members of the Board of Commissioners who do not
memenuhi persyaratan. Dalam jangka waktu paling lambat meet the requirements. Within a period of no later than
2 (dua) hari kerja terhitung sejak diketahui pengangkatan 2 (two) working days from the date of appointment of
anggota Dewan Komisaris tidak memenuhi persyaratan, members of the Board of Commissioners who do not
anggota Dewan Komisaris lainnya harus mengumumkan meeting the requirements, other members of the Board
batalnya pengangkatan anggota Dewan Komisaris yang of Commissioners must announce the cancellation of
bersangkutan dalam media pengumuman dan paling lambat appointment on the media and notifying the Minister of
7 (tujuh) hari memberitahukannya kepada Menteri Hukum Law and Human Rights The Company not later than 7
dan Hak Asasi Manusia Perseroan wajib menyelenggarakan (seven) days then holding a GMS to replace the members
RUPS untuk melakukan penggantian anggota Dewan of the Board of Commissioners who do not meet the
Human Capital
Modal Insani
Komisaris yang tidak memenuhi persyaratan. requirements.
Anggota Dewan Komisaris sewaktu-waktu dapat Members of the Board of Commissioners may be dismissed
diberhentikan berdasarkan keputusan RUPS dengan at any time based on the GMS decision by stating the
menyebutkan alasan-alasannya. reasons.
Alasan pemberhentian anggota Dewan Komisaris antara The reasons for dismissal of members of the Board of

lain: Commissioners include:

a. Tidak dapat menjalankan tugasnya dengan baik. a. Not able to perform their duties properly.
b. Melanggar ketentuan Anggaran Dasar Perseroan dan/ b. Violating the provisions of the Company's Articles of
atau Peraturan Perundangan. Association and/or Regulations.
c. Terlibat dalam tindakan yang merugikan Perseroan c. Involving in actions that are detrimental to the
dan/atau Negara. Company and/or the State.
d. Melakukan tindakan yang melanggar etika dan/ d. Conducting actions that violate ethics and/or propriety
atau keputusan yang seharusnya. Dihormati sebagai that should be respected as a member of the Board of
anggota Dewan Komisaris. Commissioners.
e. Dinyatakan bersalah dengan putusan pengadilan yang e. Being found guilty at a court verdict that has permanent

telah mempunyai kekuatan hukum yang tetap. legal force.
f. Mengundurkan diri. f. Resign
KRITERIA ANGGOTA DEWAN KOMISARIS

Criteria for Members of the Board of Commissioners
Anggota Dewan Komisaris harus memenuhi ketentuan Members of the Board of Commissioners must fulfill the
persyaratan formal, materiil dan persyaratan lain yang formal, material and other requirements stipulated in the
ditetapkan dalam Undang-Undang Perseroan Terbatas, Limited Liability Company Law, the Company's Articles

Anggaran Dasar Perseroan tersebut pada Pasal 14 ayat of Association in Article 14 paragraph 4, Minister SOEs

4, Peraturan Menteri BUMN No. PER-02/MBU/02/2015 Regulation No. PER-02/MBU/02/2015 dated February
Tanggal 17 Februari 2015 dan Peraturan Otoritas 17, 2015 and Financial Services Authority Regulation
Jasa Keuangan No. 33/POJK.04/2014, peraturan No. 33/POJK.04/2014, other laws and regulations, as
perundangan lain, serta tertuang dalam Board Manual well as contained in the Board Manual of the Board of
Dewan Komisaris PT Jasa Marga (Persero) Tbk. yang Commissioners of PT Jasa Marga (Persero) Tbk. which
mencakup antara lain: includes, among others:
1. Wajib dan memiliki komitmen mengikuti ketentuan 1. Mandatory to have commitment to comply with the
Undang-Undang tentang Perseroan Terbatas (UUPT), provisions of the Law on Limited Liability Companies
peraturan perundangan di Pasar Modal dan peraturan (UUPT), regulations in the Capital Market and other
perundangan lain termasuk peraturan yang terkait regulations including regulations related to the
dengan kegiatan usaha Perseroan. Company’s business activities.
2. Orang perseorangan yang memenuhi persyaratan pada 2. Those who meet the requirements at the time of
saat diangkat dan selama menjabat: mempunyai akhlak, appointment and during their tenure: shall have
moral, integritas dan dedikasi yang baik, cakap melakukan good characters, morals, integrity and dedication,
perbuatan hukum, memahami masalah-masalah capable of carrying out legal actions, understanding
manajemen perusahaan yang berkaitan dengan salah satu the company management issues related to one of
fungsi manajemen dan tata kelola perusahaan yang baik, the functions of management and good corporate
memiliki pengetahuan dan/atau keahlian yang memadai governance, possessing adequate knowledge and/
di bidang usaha Perseroan/yang dibutuhkan Perseroan or expertise needed by the field of business of the
yang bersangkutan dicalonkan, serta dapat menyediakan Company, and can provide sufficient time to carry out
waktu yang cukup untuk melaksanakan tugasnya. their duties.
3. Dalam 5 (lima) tahun sebelum pengangkatan dan 3. In the 5 (five) years prior to appointment and during
selama menjabat: his/her tenure:
a. Tidak pernah dinyatakan pailit. a. Never being declared bankrupt.
b. Tidak pernah menjadi anggota Direksi dan/ b. Have never been a member of the Board of
atau anggota Dewan Komisaris yang dinyatakan Directors and/or a Board of Commissioners who
bersalah menyebabkan suatu perusahaan had been found guilty of causing a company to
dinyatakan pailit. go bankrupt.
c. Tidak pernah dihukum karena melakukan tindak c. Never been convicted of a criminal offense that
pidana yang merugikan keuangan negara dan/ is detrimental to the country’s finances and/or
atau yang berkaitan dengan sektor keuangan. financial sector related.

d. Tidak pernah menjadi anggota Direksi dan/ d. d. Never been a member of the Board of Directors
atau anggota Dewan Komisaris yang selama and/or a member of the Board of Commissioners
menjabat: who during his/her tenure:
1. Pernah tidak menyelenggarakan RUPS 1. Ever not holding an annual GMS.
tahunan. 2. The responsibility as a member of the Board
2. Pertanggungjawabannya sebagai anggota of Directors and/or a member of the Board
Direksi dan/atau anggota Dewan Komisaris of Commissioners is ever not accepted by the
pernah tidak diterima oleh RUPS atau pernah GMS or has ever not provided accountability
tidak memberikan pertanggungjawaban as a member of the Board of Directors and/or
sebagai anggota Direksi dan/atau anggota a member of Board of Commissioners to the
Dewan Komisaris kepada RUPS. GMS.
3. Pernah menyebabkan perusahaan yang 3. Ever caused a company that obtained a
memperoleh izin, persetujuan, atau permit, approval, or registration from the
pendaftaran dari Otoritas Jasa Keuangan tidak Financial Services Authority not fulfill the
Profil Perusahaan
Company Profile
memenuhi kewajiban menyampaikan laporan obligation to submit annual reports and/

tahunan dan/atau laporan keuangan kepada or financial reports to the Financial Services
Otoritas Jasa Keuangan. Authority.
4. Memenuhi persyaratan-persyaratan lainnya sebagaimana 4. Meeting other requirements as specified in points 1 to
ditentukan dalam butir 1 sampai dengan 3 di atas dan/atau 3 above and/or are prohibited from holding concurrent
dilarang memangku jabatan rangkap, sebagai berikut: positions, as follows:
a. Bukan Anggota Direksi pada Badan Usaha Milik a. Not Members of the Board of Directors of State-
Negara, Badan Usaha Milik Daerah dan Badan Owned Enterprises, Regional-Owned Enterprises
Usaha Milik Swasta. and Private-Owned Enterprises.
b. Pengurus partai politik dan/atau calon anggota b. Management of political parties and/or prospective
dan/atau anggota DPR, DPD, DPRD Tingkat I dan members and/or members of the DPR, DPD, Level I
DPRD Tingkat II. DPRD and Level II DPRD.
c. Calon Kepala/Wakil Kepala Daerah dan/atau c. Candidates for Head/Deputy Regional Head and/or
Kepala /Wakil Kepala Daerah. Head/Deputy Regional Head.
d. Tidak menjabat sebagai Anggota Dewan Komisaris d. Not serving as a member of the Board of
pada Perseroan selama 2 (dua) periode berturut- Commissioners of the Company for 2 (two)
turut. consecutive periods.
e. Sehat jasmani dan rohani (tidak sedang menderita e.

Healthy physically and spiritually (not
suatu penyakit yang dapat menghambat suffering from an illness that can hamper the
pelaksanaan tugas sebagai anggota Dewan implementation of duties as a member of the
Komisaris yang dibuktikan dengan surat Board of Commissioners as evidenced by a
keterangan dari Dokter. statement from a doctor.
f. Bagi bakal calon dari Kementerian Teknis atau f. For prospective candidates from the Technical
Instansi Pemerintah lain, harus berdasarkan usulan Ministry or other Government Agencies, must be
dari instansi yang bersangkutan. based on proposals from the relevant agencies.
g. Tidak memiliki rangkap jabatan sesuai dengan g. Do not have concurrent positions in accordance
ketentuan peraturan perundang-undangan yang with the provisions of the legislation that have the
berpotensi menimbulkan benturan kepentingan potential to cause conflicts of interest with the
dengan Perseroan dan bersedia mengundurkan Company and are willing to resign if elected as a
diri jika terpilih sebagai Anggota Dewan Komisaris. member of the Board of Commissioners.
h. Antar para Anggota Dewan Komisaris dan antar h. Having no blood relations to the third degree,
Anggota Dewan Komisaris dengan Anggota either in a straight line or to the side including
Direksi tidak memiliki hubungan keluarga sedarah relationships arising from marriage, with fellow
sampai dengan derajat ketiga, baik menurut members of the Board of Commissioners and
garis lurus maupun garis ke samping, termasuk members of the Board of Directors.
hubungan yang timbul karena perkawinan.
5. Selain memenuhi ketentuan sebagaimana dimaksud 5. In addition to meeting the provisions referred to
pada butir 1 sampai dengan 5 di atas, khusus bagi in items 1 to 5 above, specifically for Independent
Komisaris Independen wajib memenuhi persyaratan Commissioners, they must meet the following
sebagai berikut: requirements:
Human Capital
Modal Insani
a. Bukan merupakan orang yang bekerja atau a. Not a person who works or has the authority and
mempunyai wewenang dan tanggung jawab responsibility to plan, lead, control, or supervise
untuk merencanakan, memimpin, mengendalikan, the activities of the Company within the last 6
atau mengawasi kegiatan Perseroan dalam (six) months, except for reappointment as an
waktu 6 (enam) bulan terakhir, kecuali untuk Independent Commissioner of the Company in
pengangkatan kembali sebagai Komisaris the following period.
Independen Perseroan pada periode berikutnya. b. Do not have shares either directly or indirectly in
b. Tidak mempunyai saham baik langsung maupun the Company.

tidak langsung pada Perseroan. c. Has no affiliation with the Company, fellow
c. Tidak mempunyai hubungan afiliasi dengan members of the Board of Commissioners,
Perseroan, anggota Dewan Komisaris, anggota members of the Board of Directors or major
Direksi atau pemegang saham utama Perseroan. shareholders of the Company.
d. Tidak mempunyai hubungan usaha baik langsung d. Do not have business relations, directly or
maupun tidak langsung yang berkaitan dengan indirectly, related to the Company’s business
kegiatan usaha Perseroan. activities.
Pemenuhan persyaratan sebagaimana tersebut Fulfillment of the requirements as stated above is
di atas dibuktikan dengan surat pernyataan yang evidenced by a statement signed by prospective
ditandatangani oleh calon anggota Dewan Komisaris members of the Board of Commissioners and the
dan surat tersebut disampaikan kepada Perseroan. letter is submitted to the Company.

Anggota Dewan Komisaris sewaktu-waktu dapat Members of the Board of Commissioners may be
diberhentikan berdasarkan keputusan RUPS dismissed at any time based on the GMS decision
dengan menyebutkan alasan-alasannya. by stating the reasons.
Alasan pemberhentian anggota Dewan Komisaris antara The reasons for dismissing members of the Board of
lain: Commissioners include:
a. Tidak dapat menjalankan tugasnya dengan baik. a. Not able to carry out their duties properly.
b. Melanggar ketentuan Anggaran Dasar Perseroan dan/ b. b. Violating the provisions of the Company’s Articles of
atau peraturan perundangan. Association and/or laws and regulations.
c. Terlibat dalam tindakan yang merugikan Perseroan c. Involving in actions that are detrimental to the
dan/atau Negara. Company and/or the State.


atau keputusan yang seharusnya. dihormati sebagai that should be respected as a member of the Board of
anggota Dewan Komisaris. Commissioners.
e. Dinyatakan bersalah dengan putusan pengadilan yang e. Being found guilty at a court verdict that has permanent
f. Mengundurkan diri. f. Resign.
Perseroan wajib menyelenggarakan RUPS untuk melakukan The Company is required to hold a GMS to replace
penggantian anggota Dewan Komisaris yang tidak members of the Board of Commissioners who do not
memenuhi persyaratan. Dalam jangka waktu paling lambat meet the requirements. Within a period of no later than
2 (dua) hari kerja terhitung sejak diketahui pengangkatan 2 (two) working days from the date of appointment of
anggota Dewan Komisaris tidak memenuhi persyaratan, members of the Board of Commissioners who do not
anggota Dewan Komisaris lainnya harus mengumumkan meeting the requirements, other members of the Board
batalnya pengangkatan anggota Dewan Komisaris yang of Commissioners must announce the cancellation of
bersangkutan dalam media pengumuman dan paling lambat appointment on the media and notifying the Minister of
7 (tujuh) hari memberi-tahukannya kepada Menteri Hukum Law and Human Rights The Company not later than 7
dan Hak Asasi Manusia, Perseroan wajib menyelenggarakan (seven) days then holding a GMS to replace the members
RUPS untuk melakukan penggantian anggota Dewan of the Board of Commissioners who do not meet the
Komisaris yang tidak memenuhi persyaratan. requirements.
PROSES NOMINASI DAN PEMILIHAN DEWAN KOMISARIS

Process of Nomination and Appointment of the Board of Commissioners
Tata cara pengangkatan Dewan Komisaris Jasa Marga The procedure for appointing Jasa Marga's Board of
mengacu pada Peraturan Otoritas Jasa Keuangan No. Commissioners refers to the Financial Services Authority
33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Regulation No. 33/POJK.04/2014 concerning Board of Directors
Emiten atau Perusahaan Publik serta Peraturan Menteri and Board of Commissioners of Listed or Public Companies
BUMN No. PER-02/MBU/02/2015 tentang Persyaratan dan and Minister of SOEs Regulation No. PER-02/MBU/02/2015
Tata Cara Pengangkatan dan Pemberhentian Anggota concerning Requirements and Procedures for Appointment and
Dewan Komisaris dan Dewan Pengawas Badan Usaha Dismissal of Members of the Board of Commissioners and the
Milik Negara. Adapun tata cara pengangkatan Dewan Supervisory Board of State-Owned Enterprises. The procedures
Komisaris antara lain: for the appointment of the Board of Commissioners include:
1. Sumber bakal calon Dewan Komisaris/Dewan 1. Prospective members of the Board of Commissioners
Komisaris BUMN berasal dari: of SOEs come from:
a. Mantan Direksi BUMN. a. Former Directors of SOEs.
b. Dewan Komisaris/Dewan Pengawas BUMN. b. Members of Board of Commissioners/Supervisory
c. Pejabat Struktural dan Pejabat Fungsional Board of SOEs.
Pemerintah. c. Structural Officials and Government Functional Officers.
d. Sumber lain. d. Other sources.
Profil Perusahaan
Company Profile
2. Bakal calon yang akan ditetapkan menjadi calon 2. A candidate who will be appointed as a candidate for
anggota Dewan Komisaris, adalah seseorang yang member of the Board of Commissioners, is someone who
telah dinyatakan memenuhi Persyaratan Formal, has been declared to have met the Formal Requirements,
Persyaratan Materiil, dan Persyaratan Lain. Material Requirements, and Other Requirements.
3. Penilaian pemenuhan Persyaratan Materiil, dilakukan 3. Evaluation of fulfillment of Material Requirements is
dengan cara: done by:
i. menilai daftar riwayat hidup dan dokumen i. assessing curriculum vitae and supporting
pendukung; documents;
ii. khusus untuk menilai integritas dilakukan dengan ii. specifically to evaluate integrity, it is carried out
pernyataan tertulis dari calon yang bersangkutan with a written statement from the candidate
sebagaimana tercantum dalam Lampiran II concerned as stated in Attachment II to this
Peraturan Menteri ini; dan/atau Minister Regulation; and/or
iii. wawancara. iii. Interview.
4. Khusus untuk BUMN terbuka selain Bank, bakal 4. Specifically for listed SOEs other than banks, the
calon yang akan diajukan dalam RUPS, dinilai prospective candidates to be presented at the GMS are
oleh Tim yang dibentuk oleh Menteri dengan assessed by a team formed by the Minister by involving
melibatkan Komisaris Utama atau Ketua Komite the President Commissioner or the Chairperson of
Dewan Komisaris yang melakukan fungsi Committee under the Board of Commissioners who
nominasi. performs the nomination function.
Dalam hal pengangkatan akan ditetapkan dalam RUPS, The appointment will be affirmed in the GMS, the results
penyampaian hasil penilaian kepada Menteri BUMN of the assessment are submitted to the Minister of SOE
disertai dengan surat penetapan calon dan surat kuasa accompanied by a letter of determination of the candidate
untuk menghadiri dan mengambil keputusan dalam and power of attorney to attend and make decisions at
RUPS. the GMS.
Sebelum dilakukan pembahasan tentang pengangkatan Prior to the discussion on the appointment and dismissal
dan pemberhentian Dewan Komisaris dalam RUPS telah of the Board of Commissioners in the GMS, information
disediakan informasi tentang profil calon Dewan Komisaris was provided on the profiles of new and reappointed
yang baru maupun yang diangkat kembali. candidates for members of the Board of Commissioners.
Human Capital
Modal Insani
PEDOMAN DAN TATA TERTIB KERJA DEWAN KOMISARIS (BOARD MANUAL)
Board Manual of the Board of Commissioners

Dalam melaksanakan tugas dan tanggung jawabnya, In executing its duties and responsibilities, the Board
Dewan Komisaris berpedoman pada Pedoman Kerja of Commissioners is guided by the Board Manual. The
Dewan Komisaris dan Direksi (Board Manual). Proses Board Manual renewal process was completed at the end
pembaharuan Board Manual telah selesai pada akhir of 2017 and was signed by all members of the Board of
tahun 2017 dan ditandatangani oleh seluruh anggota Commissioners and Board of Directors of the Company
Dewan Komisaris dan Direksi Perseroan pada awal tahun in early 2018. The Manual contains guidelines for the
2018. Buku Pedoman Kerja tersebut berisi tentang work procedures of the Board of Commissioners and
petunjuk tata laksana kerja Dewan Komisaris dan Direksi Board of Directors and explains the stages of activities

serta menjelaskan tahapan aktivitas secara terstruktur, in a structured, systematic, easy to understand and can

sistematis, mudah dipahami dan dapat dijalankan dengan be run consistently, becoming a reference for the Board
konsisten, dapat menjadi acuan bagi Dewan Komisaris dan of Commissioners and Board of Directors in carrying out
Direksi dalam melaksanakan tugas masing-masing untuk their respective duties to achieve the Vision and Mission
mencapai Visi dan Misi Perseroan, sehingga diharapkan of the Company, so that high standards of work are
akan tercapai standar kerja yang tinggi selaras dengan expected to be achieved in line with GCG principles. The
prinsip-prinsip GCG. Board Manual dapat dilihat di situs Board Manual can be viewed on the Company's website
web Perseroan www.jasamarga.com. www.jasamarga.com.
Selain berpedoman pada Board Manual, Direksi dan In addition to being guided by the Board Manual, the
Dewan Komisaris juga telah menyatakan komitmen Board of Directors and Board of Commissioners have also

dan persetujuannya dengan menandatangani Code of stated their commitment and approval by signing the

Corporate Governance dan Code of Conduct pada tahun Code of Corporate Governance and the Code of Conduct
2019. Penyusunan Board Manual, Code of Corporate in 2019. The existence of the Board Manual, the Code of
Governance dan Code of Conduct, merupakan salah satu Corporate Governance and the Code of Conduct, is one
wujud komitmen Perseroan dalam mengimplementasikan form of the Company's commitment in implementing the
prinsip-prinsip Tata Kelola Perusahaan secara konsisten principles of Corporate Governance consistently while
dalam pengelolaan Perseroan untuk menjalankan misi dan managing the Company to realize the mission and vision
visi yang telah ditetapkan. that has been set.
Board Manual disusun berdasarkan prinsip-prinsip hukum The Board Manual is composed based on the principles of
korporasi, ketentuan Anggaran Dasar, peraturan dan corporate law, the provisions of the Articles of Association,

ketentuan perundang-undangan yang berlaku, arahan the applicable laws and regulations, the direction of

Pemegang Saham serta praktik-praktik terbaik (best the Shareholders and the best practices of Corporate
practices) Tata Kelola Perusahaan. Governance.
Pengaturan dari Board Manual terkait Dewan Komisaris The arrangements for the Board Manual related to the Board
terdapat dalam Bab II tentang Dewan Komisaris yang of Commissioners are contained in Chapter II concerning
secara garis besar mengatur sebagai berikut: the Board of Commissioners which outlines the following:
A. Tugas Dewan Komisaris A. Duties of the Board of Commissioners

B. Hak dan Kewenangan Dewan Komisaris B. Rights and Authorities of the Board of Commissioners
C. Kewajiban Dewan Komisaris C. Obligations of the Board of Commissioners
D. Persyaratan Dewan Komisaris D. Requirements of the Board of Commissioners
E. Keanggotaan Dewan Komisaris E. Board of Commissioners Membership
F. Komisaris Independen F. Independent Commissioner
G. Komite-Komite Dewan Komisaris G. Committees of the Board of Commissioners
H. Sekretaris Dewan Komisaris H. Secretary of the Board of Commissioners
I. Program Pengenalan dan Peningkatan Kapabilitas I. Capability Introduction and Enhancement Program
J. Etika Jabatan Dewan Komisaris J. Position Ethics of the Board of Commissioners
K. Rapat Dewan Komisaris K. Board of Commissioners Meeting
L. Fungsi Pengawasan Dewan Komisaris L. Board of Commissioners Supervisory Function
M. Kinerja dan Pelaporan Dewan Komisaris M. Performance and Reporting of the Board of
Commissioners
KOMPOSISI DAN DASAR PENGANGKATAN DEWAN KOMISARIS

Composition and Basis of Appointment of the Board of Commissioners
Selama tahun 2019, jumlah dan komposisi Dewan During 2019, the number and composition of the
Komisaris Perseroan tidak mengalami perubahan. Company's Board of Commissioners remained unchanged.
Dewan Komisaris Perseroan berjumlah 6 (enam) orang, The Company's Board of Commissioners consists of 6 (six)
terdiri dari 1 (satu) orang Komisaris Utama/Komisaris persons, consisting of 1 (one) President Commissioner/
Independen, 4 (empat) orang Komisaris dan 1 (satu) Independent Commissioner, 4 (four) Commissioners and
orang Komisaris Independen, sebagaimana disampaikan 1 (one) Independent Commissioner, as presented in the
pada tabel berikut: following table:
Komposisi anggota Dewan Komisaris PT Jasa Marga (Persero) Tbk Tahun 2019
Table of composition of the Board of Commissioners of PT Jasa Marga (Persero) Tbk in 2019
Pelaksana Fit and

Nama Jabatan Proper Test Dasar Pengangkatan
Name Position Fit and Proper Test Basis of Appointment
Executor
Sapto Amal Damandari Komisaris Utama/Komisaris Independen Kementerian BUMN Keputusan RUPS Luar Biasa tanggal 5 September 2018
Commissioner/Independent Commissioner Ministry of SOEs Extraordinary GMS Resolution dated September 5, 2018
Sugihardjo Komisaris Kementerian BUMN Keputusan RUPS Tahunan tanggal 15 Maret 2017
Profil Perusahaan
Company Profile
Commissioner Ministry of SOEs Annual GMS Resolution dated March 15, 2017
Muhammad Sapta Komisaris Kementerian BUMN Keputusan RUPS Tahunan tanggal 30 Maret 2016
Murti Commissioner Ministry of SOEs Annual GMS Resolution dated March 30, 2016
Agus Suharyono Komisaris Kementerian BUMN Keputusan RUPS Tahunan tanggal 30 Maret 2016
Commissioner Ministry of SOEs Annual GMS Resolution dated March 30, 2016
Anita Firmanti Eko Komisaris Kementerian BUMN Keputusan RUPS Luar Biasa tanggal 5 September 2018
Susetyowati Commissioner Ministry of SOEs Extraordinary GMS Resolution dated September 5, 2018
Vincentius Sonny Loho Komisaris Independen Kementerian BUMN Keputusan RUPS Tahunan tanggal 10 April 2018
Independent Commissioner Ministry of SOEs Annual GMS Resolution dated April 10, 2018
Seluruh anggota Dewan Komisaris Perseroan telah lulus All members of the Board of Commissioners of the
penilaian dan uji kepatutan (Fit and Proper Test) yang Company have passed the Fit and Proper Test conducted
dilakukan oleh tim penguji dari Kementerian BUMN dan by a team of examiners from the Ministry of SOEs
melibatkan Komisaris Utama serta mendapat rekomendasi involving the President Commissioner, and have received
Kementerian BUMN untuk menjabat sebagai anggota recommendations from the Ministry of SOEs to serve as
Dewan Komisaris. members of the Board of Commissioners.
Nama Jabatan Pelaksana Tanggal Hasil

Name Position Examiner Date Result

Sapto Amal Damandari Kementerian BUMN / Ministry of SOEs Lulus / Pass
Commissioner/Independent Commissioner
Sugihardjo Komisaris / Commissioner Kementerian BUMN / Ministry of SOEs Lulus / Pass
Muhammad Sapta Murti Komisaris / Commissioner Kementerian BUMN / Ministry of SOEs Lulus / Pass
Agus Suharyono Komisaris / Commissioner Kementerian BUMN / Ministry of SOEs Lulus / Pass
Anita Firmanti Eko Susetyowati Komisaris / Commissioner Kementerian BUMN / Ministry of SOEs Lulus / Pass
Vincentius Sonny Loho Kementerian BUMN / Ministry of SOEs Lulus / Pass
Human Capital
Modal Insani
PROGRAM ORIENTASI BAGI KOMISARIS BARU
Orientation Program for New Commissioners

Program Pengenalan bagi Anggota Dewan Komisaris Introduction program for members of the board of
yang diangkat untuk pertama kali wajib diberikan commissioners who are appointed for the first time must
karena sangat penting untuk kelancaran dan efektivitas be given as it is very important for the smooth and effective
pelaksanaan tugas dan kewajibannya, serta Anggota execution of their duties and obligations, and because
Dewan Komisaris memiliki latar belakang berbeda dan members of the board of commissioners have different
berasal dari beberapa pihak yang merepresentasikan backgrounds and come from several parties representing
Pemegang Saham. Tujuan Program Pengenalan ini agar the shareholders. The purpose of this Introduction Program
para Anggota Dewan Komisaris dapat saling mengenal is that the Board of Commissioners members can get to

dan menjalin kerjasama sebagai satu tim yang solid, know each other and establish cooperation as a solid,

komprehensif dan efektif. comprehensive and effective team.
Sepanjang tahun 2019, tidak terdapat perubahan During 2019, there were no changes in composition or
komposisi maupun anggota Dewan Komisaris di Jasa members of the Board of Commissioners in Jasa Marga.
Marga. Karena itu, Perseroan tidak menggelar program Therefore, the Company did not hold an orientation
orientasi bagi komisaris baru pada tahun buku. program for new commissioners in the financial year.
PEMBIDANGAN TUGAS PENGAWASAN DEWAN KOMISARIS

Fielding of the Board of Commissioners Supervision Duties

Berdasarkan Surat Keputusan Dewan Komisaris No. Based on the Decree of the Board of Commissioners No.
KEP-139/IX/2018 tanggal 27 September 2018 tentang KEP-139/IX/2018 dated September 27, 2018 concerning
Revisi Pembagian Tugas Dewan Komisaris PT Jasa Marga the Revision of the Division of Duties of the Board of
(Persero) Tbk dan Anggaran Dasar Perseroan tanggal 19 Commissioners of PT Jasa Marga (Persero) Tbk and the
April 2018 bidang tugas anggota Dewan Komisaris dibagi Articles of Association of the Company, on April 19, 2018
dalam 6 (enam) bidang tugas pengawasan dan pemberian the duties of members of the Board of Commissioners
nasihat kepada Direksi yang meliputi: are divided into 6 (six) areas of supervisory duties and in
providing advice to Directors which include:
1. Bidang Kebijakan dan Strategi Pengelolaan dan 1. Company Policies and Strategies in Management and

Pengembangan Perseroan Development

2. Bidang Keuangan 2. Financial Sector
3. Bidang Pengembangan Usaha 3. Business Development
4. Bidang Bisnis 4. Business Affairs
5. Bidang Operasi 5. Operations
6. Bidang Human Capital & Transformasi 6. Human Capital & Transformation
Tabel Pembidangan Tugas Dewan Komisaris

Table of Fielding of Board of Commissioners Duties
Nama Jabatan Bidang Tugas

Name Position Field of Duties
Sapto Amal Damandari Komisaris Utama/Komisaris Independen • Kebijakan dan Strategi Pengelolaan serta Pengembangan Perseroan
President Commissioner/Independent • Ketua Komite Nominasi, Remunerasi dan Risiko
Commissioner
• Company’s Policies and Strategies in Management and Development
• Chairman of the Nomination, Remuneration and Risk Committee
Sugihardjo Komisaris • Operasi
Commissioner • Anggota Komite Audit
• Operations
• Member of Audit Committee
Muhammad Sapta Murti Komisaris • Human Capital dan Transformasi serta dan Kemitraan dan Bina
Commissioner Lingkungan
• Anggota Komite Nominasi, Remunerasi dan Risiko
• Human Capital and Transformation as well as Partnership and
Community Development
• Member of Nomination, Remuneration and Risk Committee
Nama Jabatan Bidang Tugas

Name Position Field of Duties
Agus Suharyono Komisaris • Bisnis

Commissioner • Wakil Ketua Komite Nominasi, Remunerasi dan Risiko

• Business Affairs
• Deputy Chairman of the Nomination, Remuneration and Risk Committee
Anita Firmanti Eko Sustyowati Komisaris • Pengembangan Usaha
Commissioner • Anggota Komite Audit
• Business Development
• Member of Audit Committee
Vincentius Sonny Loho Komisaris Independen • Keuangan
Independent Commissioner • Ketua Komite Audit
• Finance
• Chairman of Audit Committee
Profil Perusahaan
Company Profile
Sapto Amal Damandari Sapto Amal Damandari
Komisaris Utama/Komisaris Independen President Commissioner/Independent Commissioner
Menangani tugas pengawasan dan pemberian nasihat Executing supervisory duties and providing advice to
kepada Direksi di bidang Kebijakan dan Strategi the Board of Directors in the area of the Company's
Pengelolaan dan Pengembangan Perseroan, merangkap Management and Development Policies and Strategies,
sebagai Ketua Komite Nominasi, Remunerasi dan Risiko concurrently as Chairperson of the Company's Nomination,
Perseroan. Remuneration and Risk Committee.
(1) Bidang tugasnya meliputi tugas untuk (1) The duty area includes the task of coordinating and
mengkoordinasikan serta mengintegrasikan masukan, integrating input, directions and recommendations
arahan dan rekomendasi dari kelima anggota Komisaris from the five other Commissioners members in the
lainnya dalam rangka: penyiapan dan penyusunan framework of: preparation and composition of the
visi dan misi Perusahaan, penyusunan kebijakan & Company’s vision and mission, preparation of policies
strategi Rencana Jangka Menengah dan/atau Jangka & strategies for the Company’s Medium-Term and/
Panjang Perusahaan, termasuk dalam penyiapan or Long-Term Plans, including in the preparation and
dan penyusunan Rencana Kerja dan Anggaran composition of the Annual Corporate Work Plan and
Perusahaan Tahunan, serta memimpin RUPS (Rapat Budget, as well as chairing the GMS (General Meeting
Umum Pemegang Saham) dan pengawasan terhadap of Shareholders) and overseeing the implementation
pelaksanaan keputusan RUPS. of the GMS decisions.
(2) Mengkoordinasi anggota Komisaris lainnya dalam (2) Coordinating other members of the Board of
rangka pelaksanaan wewenang dan kewajiban Commissioners in the context of exercising
Dewan Komisaris sebagaimana diatur dalam the authority and obligations of the Board of
Anggaran Dasar Perseroan Pasal 15 ayat 1 dan Commissioners as stipulated in the Articles of
ayat 2 huruf a dan b. serta kewajiban lain yang Association of the Company Article 15 paragraph
diatur dalam ayat 4, yang meliputi antara lain: (a) 1 and paragraph 2 letters a and b. as well as other
menyampaikan saran dan pendapat kepada RUPS obligations stipulated in paragraph 4, which include:
mengenai rencana pengembangan Perseroan, (a) submitting suggestions and opinions to the GMS
laporan tahunan dan laporan berkala lainnya yang regarding the Company’s development plans, annual
disampaikan Direksi (b) memberikan pelaporan reports and other periodic reports submitted by the
tentang tugas pengawasan yang telah dilaksanakan Board of Directors (b) providing reports on supervisory
selama tahun buku yang baru lampau kepada tasks that have been carried out during the current
RUPS, disertai saran dan langkah perbaikan yang fiscal year to the GMS, accompanied by suggestions
harus ditempuh apabila Perseroan menunjukkan and corrective steps that must be taken if the
gejala kemunduran, (c) memberikan persetujuan Company shows symptoms of setbacks, (c) approving
atas Rencana Kerja dan Anggaran Perseroan the Annual Work Plan and Budget (RKAP) submitted
Tahunan (RKAP) yang disampaikan Direksi dalam by the Directors within no later than 30 (thirty) days
waktu selambat-lambatnya 30 (tiga puluh) hari before the new financial year begins, (d) leading and
sebelum tahun buku baru dimulai, (d) memimpin guaranteeing the achievement of the effectiveness of
dan menjamin tercapainya efektivitas rapat- the Board of Commissioners’ meetings and the Board
rapat Dewan Komisaris dan rapat koordinasi of Commissioners-Directors coordination meetings
Human Capital
Modal Insani
Dewan Komisaris-Direksi dan dalam pengambilan and in decision-making in the meetings, drafting
keputusan rapat, penyusunan kesimpulan rapat meeting conclusions and minutes of meetings,
dan risalah rapat, serta menandatanganinya and signing with other members of the Board of
bersama anggota Komisaris lainnya dan atau Commissioners and or with the Board of Directors, (e)
bersama Direksi, (e) memimpin RUPS berdasarkan presiding over the GMS based on the Decree of the
surat keputusan Dewan Komisaris, (f) mengusulkan Board of Commissioners, (f) proposing to the GMS
kepada RUPS melalui Direksi, penunjukan KAP through the Board of Directors, the appointment of
(Kantor Akuntan Publik) yang akan melakukan the Public Accounting Firm (KAP) who will conduct

audit atas Laporan Keuangan Perseroan (g) bersama an audit of the Company’s Financial Statements (g)

Direksi menyusun pedoman (Board Manual) together with the Board of Directors compiling the
Perseroan yang mengikat setiap anggota Direksi Company’s Board Manual that binds every member of
dan anggota Dewan Komisaris (h) bersama Direksi the Board of Directors and the Board of Commissioners
menyusun kode etik yang berlaku bagi seluruh (h) together with the Board of Directors compiling the
anggota Direksi, anggota Dewan Komisaris dan code of ethics that applies to all members of the Board
karyawan serta organ yang dimiliki Perseroan (i) of Directors, members of the Board of Commissioners
dalam kondisi tertentu wajib menyelenggarakan and employees and organs owned by the Company (i)
RUPS Tahunan dan RUPS Lainnya, sesuai dengan under certain conditions must hold an Annual GMS
kewenangan Dewan Komisaris sebagaimana and Other GMS, in accordance with the authority
diatur dalam peraturan perundang-undangan of the Board of Commissioners as stipulated in the
dan Anggaran Dasar Perseroan (j) mendorong legislation and the Company’s Articles of Association

dan memastikan pengelolaan Perseroan baik di (j) encouraging and ensuring that the management of
lingkungan Dewan Komisaris maupun di jajaran the Company both within the Board of Commissioners
Direksi mematuhi Anggaran Dasar dan Peraturan and in the Board of Directors complies with the Articles
Perundangan, memenuhi prinsip-prinsip tata of Association and Regulations, meets the principles
kelola perusahaan yang baik, profesional, efisien, of good, professional, efficient, transparent and fair
transparan dan kewajaran (k) mengkoordinir corporate governance (k) coordinating members of the
anggota Dewan Komisaris dalam melakukan Board of Commissioners in evaluating the performance
penilaian kinerja Direksi secara individual dan of the Board of Directors individually and collegially and
kolegial dan melakukan pembahasan akhir untuk conducting final discussion to determine the results
menetapkan hasil penilaian untuk memberikan of assessment to provide recommendations to the
rekomendasi Dewan Komisaris kepada Pemegang Board of Commissioners to Shareholders in proposing

Saham dalam pengusulan calon Direksi dan/atau candidates for members of the Board of Directors and/

remunerasi dan tantiem Direksi. or remuneration and bonuses of them.
(3) Selaku Ketua Komite Nominasi, Remunerasi dan (3) As the Chairperson of the Nomination, Remuneration
Risiko (NRR) memastikan bahwa piagam (charter) and Risk Committee (NRR), ensuring that the
Komite NRR telah dipenuhi dan dilakukan dengan NRR Committee’s charter has been fulfilled and
baik antara lain: (a) menetapkan program kerja properly carried out, among others: (a) determining
tahunan dan indikator kinerja kunci Komite, (b) the annual work program and key performance
mengarahkan agar hasil kajian Komite tepat indicators of the Committee, (b) directing the results
dan tajam serta dapat dipergunakan sebagai of the Committee’s study to be precise and sharp
rekomendasi dan masukan bagi Dewan Komisaris and can be used as recommendations and input for
dalam mengambil keputusan-keputusan, serta (c) the Board of Commissioners in making decisions,
menerbitkan dan menandatangani laporan Komite and (c) publishing and signing the Committee’s
per Triwulan dan laporan Tahunan Komite NRR, serta report quarterly and the NRR Committee’s Annual
laporan capaian kinerja Komite NRR yang dilakukan Report, and the NRR Committee’s performance
secara self assessment selesai pada waktunya, yang achievements report which is done by self assessment
nantinya laporan tersebut akan disampaikan kepada to be complete in due course, the report will later be
Direksi untuk bahan untuk penyusunan laporan submitted to the Board pf Directors for material in
tahunan Perseroan. preparation of the Company’s annual report.
(4) Memberikan masukan, arahan, kesimpulan, (4) Providing input, directions, conclusions, responses
tanggapan dan persetujuan Dewan Komisaris, terkait and approval of the Board of Commissioners, related
dengan permohonan Direksi untuk perbuatan- to the Board of Directors’ requests for the actions
perbuatan Direksi dalam hal sebagaimana yang in matters as regulated in the Company’s Articles of
diatur dalam Anggaran Dasar Perseroan Pasal 12 Association Article 12 paragraph 7 letters i, ii and iii,
ayat 7 huruf i, ii dan iii, dan ayat 10 a. and paragraph 10 a.
Sugihardjo Sugihardjo
Komisaris Commissioner
Menangani tugas pengawasan dan pemberian nasihat Executing supervisory duties and providing advice to the
kepada Direksi di Bidang Operasi, merangkap sebagai Directors in the field of operations, concurrently as a
anggota Komite Audit, yang meliputi tugas untuk member of the Audit Committee, which includes the task
memberikan masukan, arahan, rekomendasi dalam rangka: of providing input, directions, recommendations in:
(1) Penetapan arah kebijakan dan strategi dalam (1) Determination of policy and strategy direction
pengoperasian jalan tol, pemeliharaan dan in the operation of toll roads, maintenance
peningkatan jalan tol serta seluruh kelengkapannya and improvement of toll roads as well as all of
dan pengendalian kinerja dan pengoperasian its completeness and performance control and
Cabang. operations of Branch Offices.
(2) Pengelolaan manajemen pengoperasian jalan tol (2) Management of toll road operation which includes
yang meliputi pengumpulan tol dan manajemen the collection of toll roads and management of
lalu lintas jalan tol yang efektif, aman dan handal toll road traffic in effective, safe and reliable way
dimana: where:
Profil Perusahaan
Company Profile
a. transaksi pembayaran tol lancar, aman dari a. toll payment transactions run smoothly, safe
manipulasi/kerusakan, serta memenuhi standar from manipulation/ damage, as well as meeting
pelayanan minimum, dan pengumpulan minimum service standards, and collecting toll
pendapatan tol transparan, aman, akuntabel dan revenues that are transparent, safe, accountable
cepat. and fast.
b. kelancaran lalu lintas di gardu tol dan antrean b. smooth traffic at toll gates and queues of vehicles
kendaraan di gerbang tol sesuai dengan standar at toll gates in accordance with minimum service
pelayanan minimum. standards.
c. manajemen pengoperasian jalan tol yang modern, c. modern, effective, safe and reliable toll road
efektif, aman dan handal, dengan memanfaatkan operation management, utilizing sophisticated
teknologi informasi yang canggih, penggunaan information technology, use of sophisticated,
peralatan teknis gardu tol yang canggih, compatible and reliable toll booth technical
compatible dan handal, serta didukung dengan equipment, and supported with adequate toll
sarana dan prasarana penunjang jalan tol yang road supporting facilities and infrastructure,
cukup, dalam rangka pemberian pelayanan lalu in the context of providing traffic services toll
lintas jalan tol yang memenuhi standar keamanan, roads that meet safety standards, travel speed
kecepatan tempuh serta peningkatan response and increase response time for handling travel
time penanganan gangguan perjalanan, yang disruptions, which meet Minimum Service
memenuhi Standar Pelayanan Minimal (SPM). Standards (SPM).

(3) Pengelolaan manajemen pemeliharaan dan (3) The management of maintenance and improvement
peningkatan kapasitas jalan tol beserta seluruh of toll road capacity along with all facilities and
sarana dan prasarana penunjang jalan tol dilakukan infrastructure supporting toll roads is carried out
secara efektif dan efisien, serta tepat pada waktunya, effectively and efficiently, and on time, so that
sehingga kondisi jalan tol yang handal untuk toll road conditions are reliable to support the
mendukung tercapainya kecepatan tempuh rata- achievement of average travel speed, safety, comfort
rata, keamanan, kenyamanan dan mobilitas, serta and mobility, and are operated in conditions that
dioperasikan dalam kondisi yang selalu memenuhi always meet minimum service standards and
standar pelayanan minimum dan menjamin kenaikan guarantee that tariff increases are applied according
tarif dicapai tepat sesuai dengan jadwalnya. Selain itu to the schedule. In addition there will be savings in
akan terjadi penghematan biaya pemeliharaan dan maintenance costs and improvement in toll roads, as
peningkatan jalan tol, serta kenaikan tarif dicapai well as tariff increases will be achieved precisely in
tepat sesuai dengan jadwalnya. accordance with the schedule.
(4) Pengelolaan dan pengendalian kinerja pengoperasian (4) Management and control of operation
Cabang dalam manajemen pengumpulan tol, performance of Branch Offices in toll collection
keefektivitasannya dan pengamanannya, serta management, effectiveness and security, and
pengembangan sistim teknologi operasional, development of operational technology systems,
penyusunan standar pemeliharaan, penyusunan preparation of maintenance standards, preparation
program pemeliharaan dan manajemen proyek of maintenance programs and maintenance of
pemeliharaan. project management.
Human Capital
Modal Insani
(5) Pengelolaan Anak Perusahaan Usaha Lain di (5) Management of Subsidiaries of Other Businesses in
bidang pengoperasian jalan tol yang efektif dan the field of operating toll roads to make it effective
efisien. and efficient.
(6) Memberikan rekomendasi masukan, arahan, (6) Providing recommendations for input, directions,
kesimpulan, tanggapan dan persetujuan Dewan conclusions, responses and approval of the Board
Komisaris sesuai dan terkait bidang tugas dan of Commissioners in accordance with and related to
kewajibannya sehubungan dengan permohonan their duties and obligations in connection with the
Direksi untuk perbuatan-perbuatan Direksi dalam Board of Directors’ requests for actions in matters as

hal sebagaimana yang diatur dalam Anggaran Dasar regulated in the Company’s Articles of Association
Perseroan Pasal 12 ayat 7 huruf i, ii dan iii, dan ayat Article 12 paragraph 7 letters i, ii and iii, and
10 a. paragraph 10 a.
Muhammad Sapta Murti Muhammad Sapta Murti
Menangani tugas pengawasan dan pemberian nasihat Executing supervisory tasks and providing advice to the
kepada Direksi di bidang Human Capital dan Transformasi Board of Directors in the field of Human Capital and

serta dan Kemitraan dan Bina Lingkungan, merangkap Transformation as well as Partnerships and Community

sebagai anggota Komite Nominasi, Remunerasi dan Risiko, Development, concurrently as a member of the Nomination,
yang meliputi tugas untuk memberikan masukan, arahan, Remuneration and Risk Committee, which includes the
rekomendasi dalam rangka: task of providing input, directions, recommendations in:
(1) Penetapan arah kebijakan dan strategi human (1) Determination of policy directions and strategies for
capital, pelayanan human capital dan umum, human capital, human capital services and general
termasuk dalam rangka penyusunan struktur affairs, including in the framework of the preparation
organisasi Perseroan, uraian fungsi dan tugas pokok of the Company’s organizational structure, description
pejabat satu tingkat di bawah jabatan Direksi, sistem of the functions and main duties of officials one level
tata kelola dan pengembangannya. below the Board of Directors, governance system
and its development.

(2) Pengawasan atas manajemen pengelolaan dan

pengembangan sistem human capital dan organisasi (2) Supervision of management and development of
perusahaan, serta pengendalian implementasi human capital system and company organization, as
sistem dan prosedur pengelolaan human capital well as controlling the implementation of systems and
yang cepat, akuntabel, efisiensi dan dapat procedures for managing human capital to ensure
dipertanggungjawabkan. them fast, accountable, efficient and accountable.
(3) Pengawasan atas manajemen pengelolaan dan (3) Supervision of the management and development
pengembangan sistem logistik, pengamanan aset of the logistics system, security of assets belonging
milik Perusahaan dan/atau milik Negara serta aktivitas to the Company and/or the property of the State
umum lainnya, berdasarkan ketentuan peraturan as well as other public activities, based on statutory
perundang-undangan dan prinsip-prinsip tata kelola provisions and principles of good corporate
perusahaan yang baik. governance.
(4) Pengawasan atas manajemen pengelolaan (4) Supervision of the management and development
dan pengembangan Pusat Pembelajaran yang of the Learning Center which organizes education,
menyelenggarakan pendidikan, pelatihan dan training and management related to the
manajemen yang terkait pengembangan human development of human capital in the environment
capital bagi lingkungan Perusahaan dan Anak of the Company and its Subsidiaries and other
Perusahaan serta Perusahaan lain. Companies.
(5) Pengelolaan aktivitas Perusahaan sesuai dengan (5) Management of Company activities in accordance
peraturan perundang-undangan dan peraturan with applicable laws and regulations of the Company,
Perusahaan yang berlaku, serta pengelolaan pelayanan as well as management of services and resolution of
dan penyelesaian permasalahan bidang hukum. legal issues.
(6) Penyusunan persyaratan dan tata cara nominasi calon (6) Formulation of requirements and procedures
Direksi dan Komisaris Anak Perusahaan, penetapan for nomination of candidates for Directors and
komposisi jabatan dan pengangkatannya, termasuk Commissioners of Subsidiaries, determination of
untuk jabatan Sekretaris Perusahaan (Corporate the composition of positions and appointments,
Secretary) dan Kepala Satuan Pengawas Internal including positions for Corporate Secretary and Head
(Internal Audit Group Head). of Internal Audit Group.
(7) Pelaksanaan pengadaan lembaga profesional (7) Implementation of the procurement of professional
yang melakukan uji kelayakan dan kepatutan institutions and conducting due diligence and
terhadap calon-calon Direksi dan/atau Dewan appropriateness of candidates for members of the
Komisaris Board of Directors and/or Board of Commissioners
(8) Menyusun usulan besaran, jenis dan fasilitas (8) Preparation of a proposal for the amount, type and
remunerasi dan besaran alokasi tantiem untuk remuneration facilities and the amount of bonus to
dibahas dan diputuskan Direksi dalam RKAP be discussed and decided by the Board of Directors in
dan untuk kemudian diusulkan kepada Dewan the Work Plan and Budget (RKAP) and then propose
Komisaris. it to the Board of Commissioners.
(9) Melaksanakan Pelaksanaan Peraturan Menteri (9) Implementation of the Minister of State-Owned
Badan Usaha Milik Negara tentang Pedoman Enterprises Regulation concerning Guidelines for
Penetapan Penghasilan Direksi, Dewan Komisaris Determining the Earnings of Board of Directors,
Badan Usaha Milik Negara, khususnya dalam Board of Commissioners of State-Owned Enterprises,
mengusulkan gaji honorarium, tunjangan fasilitas particularly in proposing honorarium salaries, facility
dan tantiem insentif kinerja anggota Direksi, allowances and performance incentives for members
Dewan Komisaris kepada Menteri Badan Usaha of the Board of Directors, the Board of Commissioners
Milik Negara, selaku Pemegang Saham Seri A to the Minister of State-Owned Enterprises, as the
Profil Perusahaan
Company Profile
Dwiwarna Seri A sebagai tindak lanjut keputusan Holder Dwiwarna Series A share as a follow-up to the
RUPS Tahunan Perseroan. decision of the Company’s Annual General Meeting.
(10) Memberikan rekomendasi masukan, arahan, (10) Providing recommendations for input, directives,
kesimpulan, tanggapan dan persetujuan Dewan conclusions, responses and approvals of the Board
Komisaris sesuai dan terkait bidang tugas dan of Commissioners in accordance and related to
kewajibannya sehubungan dengan permohonan their duties and obligations in relation to the
Direksi untuk perbuatan-perbuatan Direksi dalam Board of Directors’ requests for actions in matters
hal sebagaimana yang diatur dalam Anggaran Dasar as regulated in the Articles of Association of the
Perseroan Pasal 12 ayat 7 huruf i, ii dan iii, dan ayat Company Article 12 paragraph 7 letters i, ii and iii,
10 a. and paragraph 10 a.
Agus Suharyono Agus Suharyono
kepada Direksi di Bidang Bisnis, merangkap sebagai Wakil Directors in the Business Affairs, concurrently as Deputy
Ketua Komite Nominasi, Remunerasi dan Risiko, yang Chairperson of the Nomination, Remuneration and Risk
meliputi tugas untuk memberikan masukan, arahan, Committee, which includes the task of providing input,
rekomendasi dalam rangka: directions, recommendations in:
(1) Penetapan arah kebijakan dan strategi dalam (1) Determination of policy directions and strategies in
pengelolaan manajemen bisnis Perusahaan, sistem managing the Company’s business management,
informasi dan teknologi informasi Perseroan dan information systems and information technology of
pengembangannya, dalam pemantauan, evaluasi, the Company and its development, in monitoring,
koordinasi dan pengendalian Anak Perusahaan evaluating, coordinating and controlling Toll Road
Jalan Tol (APJT) pada tahap operasi sesuai dengan Business Subsidiaries (APJT) at the operation stage in
rencana strategis Perusahaan dan Anak Perusahaan accordance with the strategic plan of the Company
Usaha Lain (APUL) pada tahap operasi, serta dalam and its Other Business Subsidiaries (APUL) in the
mengeksekusi dan meningkatkan peluang bisnis baik operation phase, as well as in executing and increasing
di dalam maupun di luar wilayah operasi kelompok business opportunities both inside and outside the
usaha perusahaan. operating area of the company’s business group.
(2) Pengelolaan manajemen dalam sistem informasi (2) Management of information systems and
dan teknologi informasi Perusahaan, termasuk information technology in the Company, including
teknologi operasi jalan tol dalam hal perencanaan, toll road operation technology in terms of planning,
pembangunan, operasional dan pengendalian construction, operations and control of information
teknologi informasi. technology.
(3) Pengelolaan dan pengembangan inisiasi bisnis (3) Management and development of the Company’s
Perusahaan, yang meliputi bisnis jalan tol dan business initiation, which includes toll road business
pengembangan bisnis lain (bidang sistem informasi and other business development (information
Human Capital
Modal Insani
dan teknologi informasi, bidang pemeliharaan, systems and information technology, maintenance,
bidang rest area dan related business, dalam hal rest area and related business fields, in terms of
melakukan eksekusi dan meningkatkan peluang executing and increasing business opportunities
bisnis baik di dalam maupun di luar wilayah operasi both within and outside the operating area of
kelompok usaha perusahaan untuk meningkatkan the Company’s business group to increase and/or
dan/atau memaksimalkan pendapatan dan nilai maximize revenue and value added of the Company
tambah Perusahaan melalui pengembangan operasi through the development of Toll Road Business
jalan tol Anak Perusahaan dan Usaha Lain Induk dan Subsidiaries (APJT) and Other Business Subsidiaries

Anak Perusahaan yang telah beroperasi. (APUL) that have been operating.

(4) Pengelolaan manajemen pemantauan, evaluasi, (4) Management of the monitoring, evaluation,
koordinasi dan pengendalian APJT dan APUL pada coordination and control of APJT and APUL at
tahap operasi dalam rangka untuk mencapai sasaran the operation stage in order to achieve strategic
strategis, standar sistem operasi dan tolok ukur objectives, operating system standards and
kinerja. performance benchmarks.
(5) Pengawasan atas pelaksanaan manajemen (5) Supervision of the implementation of the
penyusunan dan penetapan rencana investasi, management of the preparation and determination
risiko dan pengelolaan manajemen risiko beserta of investment plans, risk management and mitigation
mitigasinya terkait dengan pembangunan jalan tol related to the construction of new toll roads and
baru dan akuisisi ruas-ruas jalan tol. acquisition of existing toll roads.

(6) Selaku Wakil Ketua Komite Nominasi, Remunerasi (6) As Deputy Chairperson of the Nomination,
dan Risiko: Remuneration and Risk Committee:
a. Memfinalkan penyusunan program kerja a. Finalizing the preparation of the Committee’s annual
tahunan Komite dan menetapkan indikator work program and determine the key performance
kinerja kunci Komite, untuk ditetapkan oleh indicators of the Committee, to be determined by
Ketua Komite Nominasi, Remunerasi dan the Chairperson of the Nomination, Remuneration
Risiko. and Risk Committee.
b. Membantu memantau dan mengendalikan b. Helping monitor and control the activities and
aktivitas dan kinerja Komite untuk mencapai performance of the Committee to achieve the set

sasaran target yang ditetapkan dilakukan targets effectively and efficiently, and delivering to

secara efektif dan efisien, serta menyampaikan the Board of Commissioners the results of studies of
kepada Dewan Komisaris hasil kajian-kajian proposals from the Board of Directors to be discussed
atas usulan-usulan dari Direksi untuk dibahas and getting a decision.
dan mendapatkan keputusan.
c. Finalizing the preparation of the Quarterly and
c. Memfinalkan penyusunan laporan evaluasi Annual evaluation report on the achievement of
Triwulanan dan Tahunan pencapaian the Committee’s performance by self assessment, as
kinerja Komite secara self assessment, serta well as the preparation of the Committee’s annual
penyusunan laporan tahunan Komite, sebagai report, as part of the annual report of the Board of
bagian dari laporan tahunan Dewan Komisaris Commissioners which will be submitted to the Board
yang akan disampaikan kepada Direksi untuk of Directors for the preparation of the Company’s
bahan penyusunan laporan tahunan Perseroan. annual report.
d. Memfinalkan pemberian masukan, arahan, d. Finalizing the input, directions, recommendations
rekomendasi kepada Dewan Komisaris terkait to the Board of Commissioners regarding the
fungsi nominasi mengenai: (1) komposisi nomination function regarding: (1) composition of
jabatan anggota Direksi dan/atau anggota the positions of members of the Board of Directors
Dewan Komisaris (kebijakan dan kriteria and/or members of the Board of Commissioners
yang dibutuhkan dalam proses nominasi dan (policies and criteria needed in the nomination
(3) kebijakan evaluasi kinerja bagi anggota process and (3) performance evaluation policies for
Direksi dan/atau anggota Dewan Komisaris members of the Board of Directors and/or members
(4) membantu Dewan Komisaris melakukan of the Board of Commissioners (4) assisting the Board
penilaian kinerja anggota Direksi, program of Commissioners in evaluating the performance of
pengembangan kemampuan Direksi dan /atau members of the Board of Directors, the capability
Dewan Komisaris, serta usulan calon yang development program of the Board of Directors and/
memenuhi syarat sebagai anggota Direksi dan/ or the Board of Commissioners, as well as proposals
atau anggota Dewan Komisaris untuk diusulkan for candidates who qualify as members of the
kepada Pemegang Saham dan/ RUPS. Board of Directors and/or members of the Board of
Commissioners to be proposed to the Shareholders
and/or GMS.
e. Memfinalkan pemberian masukan, arahan, e. Finalizing the provision of input, directions,

rekomendasi kepada Dewan Komisaris terkait recommendations to the Board of Commissioners
fungsi remunerasi bagi Direksi. regarding the function of remuneration for the
Board of Directors.
f. Memfinalkan pemberian masukan, arahan, f. Finalizing the provision of input, directions,

rekomendasi kepada Dewan Komisaris recommendations to the Board of Commissioners
terkait fungsi pemantauan Manajemen related to the Risk Management monitoring function
Risiko mengenai: (1) telaahan atas aktivitas regarding: (1) review of the risk management
pelaksanaan manajemen risiko yang dilakukan implementation activities carried out by the Board of
Direksi, (2) penyempurnaan sistem manajemen Directors, (2) improvement of the risk management
risiko dan pelaksanaannya (3) memberikan system and its implementation (3) providing risk
saran risk indicator atas perkembangan indicator recommendations for the development
lingkungan eksternal dan organisasi Perseroan of the external environment and the Company’s
yang akan mempengaruhi bisnis Perusahaan, organization that will affect the Company’s
dan (4) dalam rangka penyempurnaan sistem business, and (4) in the context of improving the risk
manajemen risiko dan pelaksanaannya. management system and its implementation.
Profil Perusahaan
Company Profile
Direksi untuk perbuatan-perbuatan Direksi dalam Board of Directors’ requests for actions in matters
hal sebagaimana yang diatur dalam Anggaran as regulated in the Articles of Association of the
Dasar Perseroan Pasal 12 ayat 7 huruf i, ii dan iii, Company Article 12 paragraph 7 letters i, ii and iii,
dan ayat 10 a. and paragraph 10 a.
Anita Firmanti Eko Susetyowati Anita Firmanti Eko Susetyowati
kepada Direksi di bidang Pengembangan Usaha, Directors in the field of Business Development, concurrently
merangkap sebagai anggota Komite Audit, yang as a member of the Audit Committee, which includes the
meliputi tugas untuk memberikan masukan, arahan dan task of providing input, directions and recommendations
rekomendasi persetujuan tertulis Dewan Komisaris kepada for the written approval of the Board of Commissioners to
the Board of Directors, especially in the context of:

Direksi terutama dalam rangka:
1. Penyusunan dan penetapan arah kebijakan dan strategi 1. Preparation and determination of policy directions and
dalam pengembangan bisnis jalan tol dan bisnis lain strategies in the development of the toll road business
jangka panjang, menengah dan pendek sesuai dengan and other long, medium and short term businesses in
strategi perusahaan dan yang menguntungkan accordance with the company's strategy and which
Perusahaan. benefit the Company.
2. Penyusunan dan penetapan arah kebijakan dan strategi 2. Preparation and determination of policy and strategy
dalam pengembangan teknik dan rekayasa teknik directions in the development of engineering for
pembangunan jalan tol maupun pembangunan bisnis toll road construction as well as for the construction
non tol termasuk properti, untuk menghasilkan ruas- of non-toll business such as property, to produce
ruas jalan tol dan bangunan properti dan non properti toll roads and buildings built and operated by the
yang dibangun dan dioperasikan oleh Perseroan adalah Company are in high-quality, modern, effective and
jalan tol, properti dan non properti yang bermutu tinggi, efficient as well as environmentally friendly and
modern, efektif dan efisien serta ramah lingkungan dan reliable to operate to bring in business revenue that
handal dioperasikan serta mendatangkan pendapatan benefits the Company.
usaha yang menguntungkan Perseroan.
3. Pengelolaan pengembangan bisnis jalan tol baru, 3. Management of new toll road business development,
baik melalui cara solicited dan unsolicited project both through solicited and unsolicited projects as
maupun akuisisi serta proyek properti dan non well as acquisitions and property and non-property
properti, yang meliputi tahap perencanaan investasi, projects, which include the investment planning
pengajuan permohonan persetujuan investasi kepada stage, submission of investment approval requests
dan persetujuan investasi dari Dewan Komisaris dan to and investment approvals from the Board of
atau Pemegang Saham, dan kemudian dilanjutkan Commissioners and or Shareholders, and then
Human Capital
Modal Insani
tahap eksekusi investasi yang berupa penyusunan continue to the investment execution stage in the
proposal tender investasi dan keikutsertaan dalam form of preparation of investment tender proposal
tahap prakualifikasi dan pemasukan surat penawaran and participation in the prequalification and
tender. submission of tender offer letters.
4. Pengelolaan persiapan pembangunan proyek jalan 4. Management of preparations for the construction of
tol baru termasuk proyek peningkatan kapasitas new toll road projects, including toll road capacity
jalan tol yang meliputi penetapan layout/lokasi building projects which include the determination of
proyek, pembebasan lahan, pengadaan kontraktor project layout/location, land acquisition, procurement

dan pengawasan atas mobilisasi sumber dayanya of contractors and supervision of the mobilization of its

dan pelaksanaan pekerjaan fisik proyek. Tahapan- resources and implementation of physical works of the
tahapan tersebut menjadi wewenang pengawasan project. These stages become the subject of supervisory
sehingga proyek jalan tol dapat diselesaikan sesuai authority so that the toll road project can be completed
dengan jadwal waktu, pemenuhan spesifikasi teknis, in accordance with the time schedule, fulfilling technical,
legal dan lingkungan serta manfaatnya dan siap legal and environmental specifications as well as its
dioperasikan benefits and its readiness to operate.
Pengelolaan pengembangan bisnis jalan tol baru dan The management of developing new toll road
bisnis non tol dapat dilakukan dengan cara lain yaitu businesses and non-toll road businesses can be done
sebagai berikut: in other ways as follows:
a. Dalam hal tertentu, pengelolaan pengembangan a. In certain cases, the management of the development

jalan tol baru dan bisnis lain menggunakan hasil of new toll roads and other businesses uses the
kajian investasi dari Pemerintah atau pihak lain, results of investment studies from the Government
yang pengadaannya dilakukan secara pelelangan, or other parties, the procurement of which is carried
sehingga keterlibatan Perseroan dimulai dari out by auction, so that the Company’s involvement
tahapan prakualifikasi. Dengan demikian sebelum starts from the prequalification stage. Therefore,
masuk dalam tahap pemasukan surat keikutsertaan prior to entering the stage of prequalification
prakualifikasi, Direksi menyampaikan terlebih participation letter entry, the Board of Directors
dahulu data kelayakan proyek, manfaat dan submits the project feasibility data, benefits and risks
risiko investasi dan mitigasinya kepada Dewan of investment and their mitigation to the Board of
Komisaris untuk dievaluasi dan dikaji, yang Commissioners for evaluation and review, the results
hasilnya dipakai oleh Dewan Komisaris untuk of which are used by the Board of Commissioners

memberikan rekomendasinya yaitu apakah Direksi to provide recommendations, namely whether the

dapat meneruskan ke tahap-tahap pelelangan Board of Directors can proceed to the next stage of
berikutnya atau tidak. tender or not.
b. Pengelolaan pengembangan bisnis jalan tol b. Management of new toll road business development
baru melalui akuisisi ruas-ruas jalan tol, yaitu through acquisition of toll road sections, which
meliputi tahap perencanaan akuisisi ruas jalan tol includes planning stages of acquisition of toll
dalam RKAP Perseroan, pengajuan permohonan roads in the Company’s Work Plan and Budget,
persetujuan akuisisi kepada Dewan Komisaris submitting an application for approval of acquisition
dengan melampirkan data kelayakan ruas jalan to the Board of Commissioners by attaching data
tol yang akan diakuisisi, meliputi kelayakan on the feasibility of toll roads to be acquired,
teknis, finansial, legal ekonomis, manfaat, including technical feasibility, financial, legal
bankable, kemampuan pendanaan Perseroan, economical, benefits, bankable, the Company’s
rencana bisnis dan profil risiko investasi, untuk funding capabilities, business plans and investment
dievaluasi dan dikaji oleh Dewan Komisaris, risk profiles, to be evaluated and reviewed by the
yang hasilnya dipakai Dewan Komisaris untuk Board of Commissioners, the results of which are
memberikan rekomendasinya apakah Direksi used by the Board of Commissioners to provide
dapat meneruskan ke tahap pelaksanaan akuisisi recommendations on whether the Board of Directors
atau tidak. can proceed to the acquisition stage or not.
c. Pengelolaan pengembangan bisnis jalan tol baru c. Management of new toll road business development
melalui akuisisi sebagian saham atau seluruh through the acquisition of some shares or all shares
saham ruas-ruas jalan tol, yaitu meliputi tahap of the mentioned toll road, which includes the
perencanaan akuisisi ruas jalan tol dalam RKAP planning stage of the acquisition in the Company’s
Perseroan, pengajuan permohonan persetujuan RKAP, submitting an application for approval
akuisisi kepada Dewan Komisaris dengan of acquisition to the Board of Commissioners
melampirkan data kelayakan ruas jalan tol by attaching data on the feasibility of toll roads
yang akan diakuisisi, meliputi kelayakan teknis, to be acquired, including technical, financial,
finansial, legal, ekonomis, manfaat, bankable, legal, economic, benefit, bankable feasibility, the
kemampuan pendanaan Perseroan dan rencana Company’s funding capability and business plan and
bisnis dan profil risiko investasi, untuk dievaluasi investment risk profile, to be evaluated and reviewed
dan dikaji oleh Dewan Komisaris, yang hasilnya by the Board of Commissioners, the results of which
dipakai oleh Dewan Komisaris untuk memberikan are used by the Board of Commissioners to provide
rekomendasinya apakah Direksi dapat meneruskan recommendations on whether the Board of Directors
ke tahap pelaksanaan akuisisi atau tidak. can proceed to the acquisition stage or not.
(5) Melakukan pengawasan atas penyusunan dan (5) Supervising the preparation and determination of
penetapan rencana investasi, risiko dan pengelolaan investment plans, risks and risk management and
manajemen risiko beserta mitigasinya terkait dengan their mitigation related to the construction of new
pembangunan jalan tol baru dan akuisisi ruas-ruas toll roads and acquisition of existing toll roads and
jalan tol serta pembangunan sarana dan prasarana the investments in construction of facilities and
investasi usaha lain. infrastructure for other business.
Direksi untuk perbuatan-perbuatan Direksi dalam Board of Directors’ requests for actions in matters as
hal sebagaimana yang diatur dalam Anggaran Dasar regulated in the Company’s Articles of Association
Perseroan Pasal 12 ayat 7 huruf i, ii dan iii, dan ayat Article 12 paragraph 7 letters i, ii and iii, and
Profil Perusahaan
Company Profile
10 a. paragraph 10 a.
Vincentius Sonny Loho Vincentius Sonny Loho
Komisaris Independen Independent Commissioner

Menangani tugas pengawasan dan pemberian nasihat Executing supervisory duties and providing advice to
kepada Direksi khususnya di bidang Keuangan dan the Board of Directors, especially in the field of Finance
merangkap sebagai Ketua Komite Audit. Bidang tugasnya and also serves as Chairperson of the Audit Committee.
meliputi tugas untuk memberikan masukan, arahan, The scope of work includes the task of providing input,
rekomendasi dalam rangka: directions, recommendations in:
(1) Bekerja sama dengan Komite NRR memberikan (1) Working closely with the NRR Committee to provide
rekomendasi dan/atau masukan dalam menetapkan recommendations and/or input in determining the
arah kebijakan dan strategi dalam rangka direction of policies and strategies in the framework
penyusunan rencana strategis Perusahaan Jangka of preparing the Long-term Corporate Strategic Plan
Panjang (RJPP) dan Rencana Kegiatan dan Anggaran (RJPP) and the Annual Work Plan and Budget (RKAP),
Perusahaan Tahunan (RKAP), serta penelaahan, as well as studying, evaluating and reviewing the
evaluasi dan review atas pelaksanaannya setiap implementation every year and providing necessary
tahun dan memberikan perlu tidaknya dilakukan revisions to the RJPP, including the program and
revisi atas RJPP, termasuk program dan pelaksanaan implementation of partnerships and community
kemitraan dan bina lingkungan. development.
(2) Melakukan pengawasan dan pemantauan atas (2) Supervising and monitoring the compliance of the
kepatuhan Direksi dalam menjalankan Perusahaan Board of Directors in running the Company with the
kesesuaiannya dengan RKAP dan/atau RJPP, serta RKAP and/or RJPP, and providing important matters
memberikan hal-hal penting mengenai perubahan regarding changes in the business environment
lingkungan bisnis yang diperkirakan akan berdampak that are expected to have a major impact on the
besar pada usaha dan kinerja Perusahaan secara Company’s business and performance in a timely and
tepat waktu dan relevan. relevant manner.
(3) Memastikan audit eksternal dan audit internal (3) Ensuring that external and internal audits are
dilaksanakan secara efektif serta memberikan carried out effectively and providing direction for
arahan untuk penguatan sistem pengendalian intern strengthening the Company’s internal control
perusahaan. system.
(4) Penetapan arah kebijakan dan strategi untuk (4) Determination of policy directions and strategies
pengelolaan manajemen keuangan dan akuntansi for the Company’s financial and accounting
Perseroan yang sehat, akuntabel, transparan, management that are healthy, accountable,
serta dalam rangka perkuatan struktur keuangan transparent, and in the context of strengthening
Perusahaan dan peningkatan efisiensi dan efektivitas the Company’s financial structure and improving
pengelolaan keuangan Perseroan, sehingga the efficiency and effectiveness of the Company’s
diperoleh dana yang murah yang diperlukan untuk financial management so that the investment in the
Human Capital
Modal Insani
investasi pembangunan jalan tol baru, peningkatan construction of new toll roads can get cheap funds,
kapasitas, perbaikan dan pemeliharaan jalan tol yang increasing the capacity, repair and maintenance of
ada, serta untuk investasi di bidang bisnis lain dan/ existing toll roads, as well as for investment in other
atau non tol dalam rangka menambah pendapatan business sectors and/or non-toll road business in
Perseroan. order to increase the Company’s revenue.
(5) Memberikan arahan tentang kebijakan akuntansi (5) 5) Providing direction on accounting policies and
dan penyusunan laporan keuangan sesuai dengan preparation of financial statements in accordance
standar akuntansi yang berlaku umum di Indonesia with generally accepted accounting standards in

(SAK). Indonesia (SAK).
(6) Peningkatan kemampuan dalam pemantauan dan (6) Enhancing capabilities in monitoring and evaluating
evaluasi pelaksanaan program kerja Perusahaan dan the implementation of the Company’s work programs
peningkatan pengawasan atas pengelolaan Anak and enhancing supervision over the management of
Perusahaan, serta dalam pengendalian portofolio Subsidiaries, as well as in controlling the Company’s
investasi keuangan Perusahaan, agar tercapai financial investment portfolio, in order to achieve
keselarasan dengan arah, sasaran dan rencana alignment with the direction, targets and strategic
strategis Perseroan. plans of the Company.
(7) Pengembangan, peningkatan efisiensi dan efektivitas (7) Development, improvement of efficiency and
pengelolaan administrasi keuangan, pengendalian effectiveness of the management of financial

likuiditas keuangan Perseroan serta pemanfaatan administration, control of the Company’s financial

teknologi informasi dalam penyusunan laporan liquidity and the use of information technology in the
keuangan dan dalam rangka pengamanan transaksi preparation of financial reports and in the framework
keuangan termasuk pendapatan tol dan non tol, of securing financial transactions, including toll
yang sesuai dan memenuhi ketentuan peraturan and non-toll revenues, which are in accordance
perundang-undangan dan standar administrasi and comply with statutory provisions and financial
keuangan. administration standards.
(8) Menyampaikan laporan kepada RUPS dan/atau (8) Submitting a report to the GMS and/or Shareholders
Pemegang Saham apabila terjadi gejala menurunnya if there is a symptom of a decline in company
kinerja perusahaan serta saran-saran yang telah performance as well as suggestions that have
disampaikan kepada Direksi untuk memperbaiki been given to the Board of Directors to correct the

permasalahan yang dihadapi. problems encountered.

(9) Penyelesaian permasalahan di bidang hukum (9) Settlement of legal cases faced by the Company in
yang dihadapi Perseroan sesuai dengan ketentuan accordance with the provisions of the prevailing laws
peraturan Perundangan yang berlaku, dengan and regulations, by taking into account the findings
memperhatikan dan temuan-temuan audit of audits by external auditors (Public Accounting
oleh auditor eksternal (Kantor Akuntan Publik/ Firm/KAP and/or BPK) and findings by internal
KAP dan/atau BPK) serta temuan oleh auditor auditors, and following up on the resolution steps
internal, dan menindaklanjuti langkah-langkah recommended by external and/or internal auditors,
penyelesaian yang direkomendasikan oleh auditor as well as reviewing and providing recommendations
eksternal dan/atau internal, serta mengkaji dan on management reports of the whistleblowing
memberikan rekomendasi atas laporan pengelolaan system (WBS).
whistleblowing system (WBS).
(10) Providing input, directions, recommendations in
(10) Memberikan masukan, arahan, rekomendasi dalam the context of quality management supervision
rangka pengawasan dan pengendalian manajemen and control so that the Company’s products in the
mutu agar produk-produk Perseroan di bidang financial, investment and operating and maintenance
keuangan, investasi dan operasi dan pemeliharaan sectors are achieved in accordance with the quality,
tercapai sesuai sasaran target mutu, waktu dan manfaat, time and benefit targets, so as to achieve business
sehingga tercapai efisiensi dan efektivitas usaha. efficiency and effectiveness.
(11) Selaku Ketua Komite Audit, memastikan bahwa (11) As the Chairperson of the Audit Committee, ensuring
piagam (charter) Komite Audit telah dipenuhi dan that the Audit Committee’s charter has been met and
dilakukan dengan baik antara lain: (a) menetapkan carried out well, among others: (a) establishing the
program kerja tahunan dan indikator kinerja kunci annual work program and key performance indicators
Komite, (b) mengarahkan agar hasil kajian Komite of the Committee, (b) directing that the results of
tepat dan tajam serta dapat dipergunakan sebagai Committee’s review are precise and sharp and can be
rekomendasi dan masukan bagi Dewan Komisaris used as recommendations and input for the Board of
dalam mengambil keputusan-keputusan, serta (c) Commissioners in making decisions, and (c) issuing and
menerbitkan dan menandatangani laporan Komite signing Committee reports on Committee Quarterly and
per Triwulan dan laporan Tahunan Komite, serta Annual Report, as well as the Committee performance
laporan capaian kinerja Komite yang dilakukan achievements reports which are carried out in a self
secara self assessment selesai pada waktunya, yang assessment can be completed in time, to be submitted
nantinya akan disampaikan kepada Direksi untuk to the Board of Directors for material preparation of the
bahan penyusunan laporan tahunan Perseroan. Company’s annual report.
(12) Melakukan penelaahan atas informasi keuangan (12) Reviewing the financial information to be released
yang akan dikeluarkan perusahaan kepada publik by the company to the public and/or authorities,
dan/atau pihak otoritas, antara lain laporan keuangan including financial statements (Quarterly and Annual)
(Triwulanan dan Tahunan) dan informasi lain yang and other information related to company financial
terkait dengan informasi keuangan perusahaan. information.
(13) Melakukan penelaahan atas ketaatan Direksi (13) Reviewing the Board of Directors’ compliance
terhadap peraturan perundang-undangan dalam with the laws and regulations in managing the
pengelolaan Perseroan. Company..
(14) Memberikan pendapat independen dalam hal terjadi (14) Providing independent opinions in the event of
perbedaan pendapat antara manajemen dan KAP disagreements between management and the Public
serta ketidaksesuaian pelaksanaan audit oleh KAP Accountant Firm (KAP) and the incompatibility of the
dengan standar yang berlaku. audit by the KAP with applicable standards.
Profil Perusahaan
Company Profile
(15) Melakukan evaluasi atas kinerja auditor eksternal (15) Evaluating the performance of external auditors
dalam rangka pengadaan KAP yang akan in the context of procuring a KAP that will conduct
melakukan audit umum Perusahaan yang akan general audit of the Company which will be proposed
diusulkan Dewan Komisaris (melalui Direksi) untuk by the Board of Commissioners (through the Board
disetujui dan ditetapkan oleh RUPS dan setelah of Directors) to be approved and affirmed by the
mendapatkan persetujuan tertulis dari Pemegang GMS and after obtaining written approval from the
Saham Seri A Dwiwarna untuk menetapkan KAP Dwiwarna Series A Shareholder to determine a KAP
pengganti dalam hal KAP yang telah ditunjuk karena replacement in the case of the appointed KAP for some
sebab apapun tidak dapat menyelesaikan audit reasons cannot complete the audit of the Company’s
atas Laporan Keuangan Perseroan dan Laporan Financial Statements and the Financial Statements of
Keuangan Pelaksanaan Program Kemitraan dan Bina the Implementation of Partnership and Community
Lingkungan (PKBL) Perseroan. Development Program (PKBL) of the Company.
(16) Melakukan penilaian kinerja Direksi secara (16) Conducting individual and collegial performance
individual dan kolegial untuk kemudian dibahas evaluations of the Board of Directors to be discussed later
dalam rapat Dewan Komisaris untuk menetapkan in the Board of Commissioners meeting to determine
hasil penilaian sebagai rekomendasi Dewan the results of assessment as a recommendation from
Komisaris kepada Pemegang Saham dalam the Board of Commissioners to the Shareholders
pengusulan calon Direksi dan/atau remunerasi dan in proposing the candidates for Directors and/or
tantiem Direksi. remuneration and bonus of the Board of Directors.

(17)
Memberikan rekomendasi masukan, arahan, (17) Providing recommendations for input, directions,
Komisaris sesuai dan terkait bidang tugas dan of Commissioners in accordance and related to their
kewajibannya sehubungan dengan permohonan duties and obligations in connection with the Board of
Direksi untuk perbuatan-perbuatan Direksi dalam Directors’ requests for actions in matters as regulated
hal sebagaimana yang diatur dalam Anggaran Dasar in the Company’s Articles of Association Article 12
Perseroan Pasal 12 ayat 7 huruf i, ii dan iii, dan ayat paragraph 7 letters i, ii and iii, and paragraph 10 a.
10 a.
Human Capital
Modal Insani
PROGRAM PENINGKATAN KOMPETENSI DEWAN KOMISARIS
Program for Enhancing the Competency of the Board of Commissioners

Sesuai dengan keberagaman disiplin ilmu, pengetahuan, With due regard to the diversity of scientific disciplines,
dan pengalaman masing-masing anggota Dewan knowledge, and experience of each member of the Board
Komisaris di bidang pekerjaan dan jabatannya. Selama of Commissioners in the field of work and position,
tahun 2019, program peningkatan kompetensi Dewan during 2019 the Board of Commissioners' competency
Komisaris dilaksanakan melalui program pelatihan dan/ improvement program was organized through trainings
atau pembelajaran, sesuai dengan topik/tema bidang and/or learning programs, in accordance with the topics/
kompetensi yang diperlukan, dalam bentuk kegiatan themes of the required competency areas, in the form of
seminar, workshop, sosialisasi dan kegiatan sejenis. seminars, workshops, outreach and similar activities. More

Lebih rinci mengenai pengembangan kompetensi Dewan details about developing the competencies of the Board

Komisaris dapat dilihat di bagian Pendidikan dan/atau of Commissioners can be seen in the Education and/or
Pelatihan pada Bab Profil Perusahaan dalam Laporan Training section of the Company Profile Chapter in this
Tahunan ini. Annual Report.
KEBIJAKAN KEBERAGAMAN DEWAN KOMISARIS DAN PENERAPANNYA

Diversity Policy of the Board of Commissioners and its Application
Dalam rekomendasi Otoritas Jasa Keuangan yang In the recommendation of the Financial Services Authority
dituangkan dalam Lampiran Surat Edaran Otoritas Jasa

as outlined in the Appendix of the Financial Services

Keuangan Nomor 32/SEOJK.04/2015 tentang Pedoman Authority Circular Letter Number 32/SEOJK.04/2015
Tata Kelola Perusahaan Terbuka dinyatakan bahwa concerning Guidelines for Public Company Governance,
komposisi Dewan Komisaris wajib memperhatikan it is stated that the composition of the Board of
keberagaman komposisi Dewan Komisaris. Perseroan Commissioners must pay attention to the diversity of the
telah mengikuti aturan tersebut dan sekaligus memenuhi composition of the Board of Commissioners. The Company
aspek penentuan Dewan Komisaris adalah kewenangan has followed these rules and at the same time fulfilled
Pemegang Saham Seri A Dwiwarna. aspect of determining the Board of Commissioners which
is the authority of Dwiwarna Series A Shareholder.
Keberagaman komposisi Dewan Komisaris merupakan The composition diversity of the Board of Commissioners
kombinasi karakteristik baik dari segi Dewan Komisaris is a combination of characteristics both in terms of the

maupun anggota Dewan Komisaris secara individu, sesuai Board of Commissioners and individual members of the

dengan kebutuhan Perusahaan Terbuka. Karakteristik Board of Commissioners, in accordance with the needs
tersebut dapat tercermin dalam penentuan keahlian, of the Public Company. These characteristics can be
pengetahuan, dan pengalaman yang dibutuhkan dalam reflected in the determination of expertise, knowledge,
pelaksanaan tugas pengawasan dan pemberian nasihat and experience needed in carrying out supervisory duties
oleh Dewan Komisaris Perusahaan Terbuka. Komposisi and providing advice by the Board of Commissioners of
yang telah memperhatikan kebutuhan Perusahaan Terbuka the Public Company. The composition that has taken into
merupakan suatu hal yang positif, khususnya terkait account the needs of the public company is a positive
pengambilan keputusan dalam rangka pelaksanaan fungsi thing, especially related to decision making in the context
pengawasan yang dilakukan dengan mempertimbangkan of implementing the supervisory function executed by
berbagai aspek yang lebih luas. considering a broader range of aspects.
Pada periode 2019, keberagaman komposisi Dewan In 2019, the composition diversity of the Board of
Komisaris yang tercermin dalam usia, jenis kelamin, Commissioners reflected in age, sex, education, work
pendidikan, pengalaman kerja serta keahlian dapat dilihat experience and expertise can be seen in the table
sebagaimana dalam tabel di bawah ini: below:
Tabel Kebijakan Keberagaman Komposisi Dewan Komisaris

Table of the Board of Commissioners Composition Diversity Policy
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Expertise
Gender
Sapto Amal Damandari Komisaris Utama/ 64 tahun Laki-laki Sarjana Ekonomi jurusan • Wakil Ketua BPK Ekonomi
Komisaris 64 years Male Akuntansi • Anggota V BPK Economics
Independen old Bachelor of Economics • Anggota VI BPK
President Majoring in Accounting • Deputy Chairman of BPK
Commissioner/ • Members V of BPK
Independent • Members VI of BPK
Commissioner
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin

Gender
Sugihardjo Komisaris 58 tahun Laki-laki • Sarjana Teknik Sipil • Direktur Lalu Lintas dan Teknik Sipil,
Commissioner 58 years Male • Pasca Sarjana di bidang Transportasi Administrasi

old Administrasi Kebijakan • Staf Ahli Logistik dan Civil
Publik Multimoda Engineering,
• Bachelor of Civil • Dewan Komisaris PT ASDP Administration
Engineering Indonesia Ferry
• Postgraduate degree • Komisaris Utama PT Pelni
in Public Policy • Director of Traffic and
Administration Transportation
• Logistics and Multimodal
Expert Staff
• Board of Commissioners of
PT ASDP Indonesia Ferry
• President Commissioner of
PT Pelni
Muhammad Sapta Murti Komisaris 61 tahun Laki-laki • Sarjana Hukum Jurusan Deputi Bidang Hukum Hukum
Commissioner 61 years Male Perdata/Agraria dan Perundang-undangan Law
• Master of Arts bidang Kementerian Sekretariat Negara
Profil Perusahaan
Company Profile
old
Macroeconomics Deputy for Law and Legislation
• Magister Kenotariatan of the Ministry of State
• Bachelor of Law Secretariat
Majoring in Civil Law/
Agrarian
• Master of Arts in
Macroeconomics
• Master of Notarial
Studies
Agus Suharyono Komisaris 54 tahun Laki-laki • Sarjana di bidang • Direktur Keuangan PT Hotel Agriculture
Commissioner 54 years Male Peternakan. Indonesia Natour (Persero)
old • Master of Agricultural • Komisaris PT Pelabuhan
Economic. Indonesia II (Persero)
• Bachelor of Animal • Finance Director of PT Hotel
Husbandry. Indonesia Natour (Persero)
• Master of Agricultural • Commissioner of PT
Economics. Pelabuhan Indonesia II
(Persero)
Anita Firmanti Eko Komisaris 59 tahun Perempuan • Sarjana Kehutanan • Kepala Pengembangan Kehutanan,
Susetyowati Commissioner 59 years Female • Master Studi Sumber Daya Manusia Pertanian
old Pembangunan • Kepala Pusat Penelitian dan Forestry,
• Doktor Dalam Ilmu Pengembangan Perumahan
Agriculture
Pertanian • Head of Human Resource
• Bachelor of Forestry Development

• Master of Development • Head of Housing Research
Study and Development Center
• Doctor of Agricultural
Science
Vincentius Sonny Loho Komisaris 62 tahun Laki-laki • Akuntan dari Sekolah • Direktur Jendral Kekayaan Keuangan
Independen 62 years Male Tinggi Akuntansi Negara, Kementerian Finance
Independent old Negara (STAN) Keuangan
Commissioner • Master Manajemen • Inspektur Jenderal,
Publik dari Carnegie Kementerian Keuangan
Mellon University USA
• Director General of State
• Accountant from Assets, Ministry of Finance
the State College of • Inspector General, Ministry of
Accountancy (STAN) Finance
• Master of Public
Management from
Carnegie Mellon
University USA.
Human Capital
Modal Insani
KEBIJAKAN RANGKAP JABATAN DEWAN KOMISARIS
Policy of Concurrent Positions for the Board of Commissioners

Berdasarkan ketentuan Anggaran Dasar Perseroan, Based on the provisions of the Company's Articles of
anggota Dewan Komisaris dilarang merangkap jabatan Association, members of the Board of Commissioners are
sebagai: prohibited from holding concurrent positions as:
1. Anggota Direksi pada BUMN, BUMD, dan badan usaha 1. Members of the Board of Directors of other National SOEs,
milik swasta. Regional SOEs, and private-owned business entities.
2. Pengurus partai politik dan/atau calon/anggota DPR, 2. Management officials of political parties and/or
DPD, DPRD Tingkat I dan DPRD Tingkat II dan/atau candidates/members of House of Representatives (DPR),

calon Kepala Daerah/Wakil Kepala Daerah. House of Regional Representatives DPD, House of Local

Representatives (DPRD) Level I and DPRD Level II and/or
candidates for Regional Head/Deputy Regional Head.
3. Jabatan lain sesuai dengan ketentuan dalam Peraturan 3. Other positions in accordance with the provisions in
Perundangan. the legislation.
4. Jabatan lainnya yang dapat menimbulkan benturan 4. Other positions that may lead to a conflict of interest.
kepentingan.
Rangkap jabatan Dewan Komisaris, tersaji dalam tabel di The concurrent positions of the Board of Commissioners
are presented in the table below.
bawah ini.

Tabel Rangkap Jabatan Dewan Komisaris
Table of the Board of Commissioners Concurrent Positions
Jabatan pada Perusahaan/ Nama Perusahaan/
Nama Jabatan
Instansi Lain Instansi Lain
Name Position
Position at other Company/Institution Name of Company/Institution
Sapto Amal Damandari Komisaris Utama/Komisaris - -

Independen
President Commissioner/
Sugihardjo Komisaris Kepala Badan Penelitian dan Kementerian Perhubungan
Commissioner Pengembangan SDM Perhubungan Ministry of Transportation

Head of Research and Human Resources

Development in Transportation
Muhammad Sapta Murti Komisaris Tenaga Ahli Menteri Agraria dan Tata Badan Pertanahan Nasional
Commissioner Ruang/Kepala Badan Pertanahan National Land Agency
Nasional
Expert Staff of Minister of Agrarian
Affairs and Spatial Planning/Head of
National Land Agency
Tenaga Ahli Kementerian Energi Sumber Daya Mineral (ESDM)
Expert Ministry of Energy and Mineral Resources
Tenaga Ahli Kementerian Pekerjaan Umum dan Perumahan
Expert Rakyat (PUPR)
Dosen Fakultas Hukum Universitas Trisakti, Program
Lecturer Pascasarjana Fakultas Hukum, Universitas Indonesia
Trisakti University Faculty of Law, University of
Indonesia Faculty of Law Postgraduate Program
Agus Suharyono Komisaris Asisten Deputi Usaha Industri Agro dan Kementerian BUMN
Commissioner Farmasi II Ministry of SOEs
Assistant Deputy of Agro- and
Pharmaceutical Industry II
Anita Firmanti Eko Komisaris Sekretaris Jenderal Kementerian Pekerjaan Umum dan Perumahan
Susetyowati Commissioner Secretary General Rakyat Indonesia
Vincentius Sonny Loho Komisaris Independen Anggota Komite Tabungan Perumahan Rakyat (Tapera)
Independent Commissioner Member of Committee Public Housing Savings
Anggota Konsultatif Komite Standar Akuntansi Pemerintahan
Consultative Member Committee of Government Accounting Standards
Informasi pada tabel di atas menunjukkan bahwa tidak The information in the table above shows that there are no
terdapat rangkap jabatan yang melanggar ketentuan concurrent positions that violate the dual provisions of the
rangkap jabatan Dewan Komisaris. Board of Commissioners position.
PENGELOLAAN BENTURAN KEPENTINGAN DEWAN KOMISARIS

The Board of Commissioners Conflicts of Interest Management
Untuk menjaga independensi dan profesionalisme, setiap To maintain independency and professionalism, each
anggota Dewan Komisaris harus memiliki etika sebagai member of the Board of Commissioners must have the
berikut: following ethics:

1. Mengambil sikap, pendapat dan tindakan harus 1. Taking a stand, opinions and actions must be based
didasarkan atas unsur obyektivitas, profesional dan on the elements of objectivity, professionalism and
independen demi kepentingan Perseroan yang independence for the benefit of the Company which is
seimbang dengan kepentingan Stakeholders. balanced with the interests of the stakeholders.
2.
Menjalankan tugas dan kewajiban dengan 2. Performing the duties and obligations by placing the
menempatkan kepentingan Dewan Komisaris secara interests of the Board of Commissioners as a whole,
keseluruhan, di atas kepentingan pribadi. above personal interests.
3. Selama menjabat, Anggota Dewan Komisaris tidak 3. During their tenure, Members of the Board of
diperkenankan untuk: Commissioners are not permitted to:
a. Mengambil peluang bisnis Perseroan untuk a. Taking the Company's business opportunities for
kepentingan dirinya sendiri, keluarga, kelompok benefit of self, family, certain business groups and/
usahanya dan/atau pihak lain. or parties.
b. Menggunakan aset Perseroan, informasi Perseroan b. Using the Company’s assets, information
Profil Perusahaan
Company Profile
atau jabatannya selaku Anggota Dewan Komisaris or position as a member of the Board of
untuk kepentingan pribadi ataupun orang lain, Commissioners for personal or other interests,
yang bertentangan dengan ketentuan peraturan which are contrary to the provisions of the
perundang-undangan serta kebijakan Perseroan applicable laws and regulations and Company
yang berlaku. policies.
c. Berkompetisi dengan Perseroan yaitu menggunakan c. Competing with the Company by using inside
pengetahuan/informasi dari dalam (inside information to gain benefits for personal interests
information) untuk mendapatkan keuntungan bagi other than the interests of the Company.
kepentingan selain kepentingan Perseroan. d. Taking personal profit from the Company's activities,
d. Mengambil keuntungan pribadi dari kegiatan in addition to the salary and benefits received as
Perseroan, selain gaji dan fasilitas yang diterimanya a member of the Board of Commissioners, the
sebagai Anggota Dewan Komisaris, yang remuneration that has been determined by the
ditentukan oleh RUPS. GMS.
4. Menjaga kerahasiaan informasi-informasi Perseroan 4. Maintaining the confidentiality of the Company's
yang bersifat rahasia yang dipercayakan kepadanya confidential information entrusted to them in
sesuai ketentuan peraturan perundang-undangan accordance with the provisions of the legislation in
yang berlaku. force.
5. Tidak memanfaatkan jabatan bagi kepentingan pribadi 5. Never using their position for personal interests or for
atau bagi kepentingan orang atau pihak lain yang the interests of people or parties that will cause conflict
bertentangan dengan kepentingan Perseroan. of interests with the Company.
6. Menghindari setiap aktivitas yang dapat mempengaruhi 6. Avoiding any activities that can affect its independence
independensinya dalam melaksanakan tugas. in carrying out the task.
7. Melakukan pengungkapan dalam hal terjadi benturan 7. Disclosing it in the event of conflict of interest,
kepentingan, dan Anggota Dewan Komisaris yang and the members of the Board of Commissioners
bersangkutan tidak boleh melibatkan diri dalam proses concerned may not involve themselves in the
pengambilan keputusan Perseroan yang berkaitan decision making process of the Company relating to
dengan hal tersebut. this matter.
8. Tidak merangkap jabatan lain yang dapat menimbulkan 8. Never concurrently holding other positions that may
benturan kepentingan secara langsung dengan Perseroan cause a conflict of interest directly with the Company
dan/atau yang bertentangan dengan ketentuan and/or in conflict with the provisions of the applicable
peraturan perundang-undangan yang berlaku. laws and regulations.
9. Menandatangani pernyataan tidak memiliki benturan 9. Signing the statement of not having a conflict of
kepentingan (Pakta Integritas) dan menyatakan secara interest (Integrity Pact) and stating it in writing the
tertulis hal-hal yang berpotensi menimbulkan benturan matters that have the potential to cause a conflict
kepentingan terhadap dirinya dan menyampaikannya of interest and submit it to the GMS and/or the
kepada RUPS dan/atau OJK. FSA.
10.
Mematuhi peraturan perundang-undangan yang 10. Complying with the applicable laws and regulations,
berlaku, termasuk dengan tidak melibatkan diri pada including by not engaging in insider trading for
perdagangan orang dalam (insider trading) untuk personal gain.
memperoleh keuntungan pribadi.
Human Capital
Modal Insani
11. Dilarang untuk memberikan atau menawarkan, atau 11. It is forbidden to give or offer, or accept either
menerima baik langsung ataupun tidak langsung directly or indirectly rewards and/or gifts, and/
imbalan dan/atau hadiah, dan/atau hibah dan/atau or grants and/or donations and/or entertainment
sumbangan dan/atau entertainment dalam bentuk services in any form from parties who have business
apapun dari pihak yang memiliki hubungan bisnis atau relationships or competitors of the Company,
pesaing Perseroan, yang bertujuan untuk mendapatkan aiming to obtain information, or something that
informasi, atau sesuatu hal yang tidak dibenarkan is not justified by the provisions of the applicable
oleh ketentuan perundang-undangan yang berlaku, legislation, or to influence them to do and/or not do

atau untuk mempengaruhinya untuk melakukan dan/ something related to their position.

atau tidak melakukan suatu hal berkaitan dengan
kedudukan/jabatannya.
12.
Tidak diperkenankan memberikan dan menerima 12. Not allowed to give and receive gift, parcels, bouquets
hadiah, bingkisan, parsel, karangan bunga dan bentuk and other forms of gifts on religious holidays or other
pemberian lainnya pada hari raya keagamaan maupun special day/holidays to officials/employees within
hari-hari besar/tertentu lainnya kepada pejabat/ the Government agencies and / or parties who have
karyawan di lingkungan instansi Pemerintah dan/atau business relations.
pihak yang memiliki hubungan bisnis.

KEPEMILIKAN SAHAM DEWAN KOMISARIS
Share Ownership of the Board of Commissioners
Untuk meminimalisir terjadinya benturan kepentingan, To minimize the occurrence of conflicts of interest,
setiap Anggota Dewan Komisaris diwajibkan untuk members of the Board of Commissioners are required to
membuat Daftar Khusus, yang berisikan keterangan make a Special List, which contains information on the
kepemilikan saham Anggota Dewan Komisaris dan/ share ownership of themselves and/or their families in
atau keluarganya pada Perseroan maupun perusahaan the Company or other companies. The Special Lists are
lain. Daftar Khusus disimpan dan diadministrasikan oleh kept and administered by the Secretary of the Board of
Sekretaris Dewan Komisaris. Pada praktiknya, seluruh Commissioners. In practice, all members of Jasa Marga's

anggota Dewan Komisaris Jasa Marga telah melaporkan Board of Commissioners have reported their shares

kepemilikan saham yang mereka miliki. Selama tahun ownership. During the financial year, members of the
buku, Anggota Dewan Komisaris dan/atau keluarganya Board of Commissioners and/or their families do not own
tidak memiliki saham Perseroan maupun Perusahaan Lain shares of the Company or other companies as described in
sebagaimana diuraikan dalam tabel berikut. the following table.
Tabel Kepemilikan Saham Dewan Komisaris

Table of the Board of Commissioners' Share Ownership
Kepemilikan Saham
Share Ownership
Pribadi/Keluarga pada
Nama Pribadi pada Jasa Marga Keluarga pada Jasa Marga
Perusahaan Lain
Name Personal Ownership in Family Ownership in
Personal/Family Ownership in Other
Jasa Marga Jasa Marga
Companies
2019 2018 2019 2018 2019 2018
Sapto Amal Damandari - - - - - -

Sugihardjo - - - - - -
Muhammad Sapta Murti - - - - - -
Agus Suharyono - - - - - -
Anita Firmanti Eko Susetyowati - - - - - -
Vincentius Sonny Loho - - - - - -
KOMISARIS INDEPENDEN
Jumlah Komisaris Independen Jasa Marga telah memenuhi The number of Jasa Marga’s Independent Commissioners
ketentuan sesuai dengan Keputusan Direksi PT Bursa Efek has complied with the provisions of PT Bursa Efek
Indonesia No. Kep-305/BEJ/07-2004 tentang Peraturan No. Indonesia’s Board of Directors Decree No. Kep-305/
I-A tentang Pencatatan Saham dan Efek Bersifat Ekuitas BEJ/07-2004 concerning Regulation No. I-A on Listing
Selain Saham yang Diterbitkan oleh Perusahaan Tercatat of Shares and Equity-Type Securities Other Than Shares
serta Peraturan Otoritas Jasa Keuangan tentang Direksi Issued by Listed Companies and Financial Services
dan Dewan Komisaris Emiten atau Perusahaan Publik No. Authority Regulation regarding Board of Directors and
33/POJK.04/2014 tanggal 08 Desember, dengan setiap Board of Commissioners of Listed or Public Companies
perusahaan publik harus memiliki Komisaris Independen No. 33/POJK.04/2014 dated December 8, with each
sekurang-kurangnya 30% (tiga puluh persen) dari jumlah public company must have an Independent Commissioner
seluruh anggota Dewan Komisaris. Per 31 Desember of at least 30% (thirty percent) of the total members of
2019, jumlah anggota Dewan Komisaris Independen the Board of Commissioners. As of December 31, 2019,
adalah 2 (dua) orang atau 33,3% (tiga puluh tiga the number of Independent Commissioners was 2 (two)
koma tiga persen) dari jumlah seluruh anggota Dewan people or 33.3% (thirty-three point three percent) of the
Komisaris. total members of the Board of Commissioners.
KRITERIA PENENTUAN KOMISARIS Criteria For Determining Independent

Profil Perusahaan
Company Profile
INDEPENDEN Commissioners
Kriteria Komisaris Independen mengacu pada ketentuan Criteria for Independent Commissioners refer to the
Peraturan Otoritas Jasa Keuangan Nomor 33/POJK.04/2014 provisions of Financial Services Authority Regulation Number
tanggal 8 Desember 2014 tentang Direksi dan Dewan 33/POJK.04/2014 dated December 8, 2014 concerning
Komisaris Emiten Atau Perusahaan Publik. Adapun kriteria Board of Directors and Board of Commissioners of Listed or
dan pemenuhan Komisaris Independen untuk tiap-tiap Public Companies. The criteria and their fulfillment of each
anggota Komisaris Independen adalah sebagai berikut: Independent Commissioner member are as follows:
Kriteria Komisaris Independen Independent Commissioner
Independent Commissioner Criteria
Sapto Amal Damandari Vincentius Sonny Loho
Bukan merupakan orang yang bekerja atau mempunyai wewenang dan tanggung jawab untuk
merencanakan, memimpin, mengendalikan, atau mengawasi kegiatan Emiten atau Perusahaan
Publik tersebut dalam waktu 6 (enam) bulan terakhir, kecuali untuk pengangkatan kembali sebagai
Komisaris Independen Emiten atau Perusahaan Publik pada periode berikutnya. √ √
Not a person who works or has the authority and responsibility to plan, lead, control, or supervise
the activities of the Listed or Public Company within the last 6 (six) months, except for reappointment
as Independent Commissioner of the Listed or Public Company in the following period.

Tidak mempunyai saham baik langsung maupun tidak langsung pada Emiten atau Perusahaan
Publik tersebut. √ √
Do not have shares either directly or indirectly in the Listed or Public Company.
Tidak mempunyai hubungan Afiliasi dengan Emiten atau Perusahaan Publik, anggota Dewan
Komisaris, anggota Direksi, atau pemegang saham utama Emiten atau Perusahaan Publik tersebut.
√ √
Has no affiliation with the Listed or Public Company, other members of the Board of Commissioners,
members of the Board of Directors, or major shareholders of the Listed or Public Company.
Komisaris Independen Emiten atau Perusahaan Publik pada periode berikutnya.
√ √
Komisaris Independen Emiten atau Perusahaan Publik pada periode berikutnya.
PERNYATAAN INDEPENDENSI ANGGOTA Independency Statement of Independent

KOMISARIS INDEPENDEN Commissioners
Komisaris Independen Perseroan yaitu Sapto Amal The Company's Independent Commissioners, Sapto
Damandari dan Vincentius Sonny Loho telah memberikan Amal Damandari and Vincentius Sonny Loho have made
pernyataan tidak mempunyai hubungan afiliasi dengan statements that they have no affiliation with the Company,
Perseroan, Dewan Komisaris, Direksi atau Pemegang other members of the Board of Commissioners, Board of
Human Capital
Modal Insani
Saham Utama Perseroan, tidak memiliki hubungan usaha Directors or Major Shareholders of the Company, do not
baik langsung maupun tidak langsung berkaitan dengan have business relations either directly or indirectly related
usaha Perseroan, tidak memiliki saham Perseroan baik to the Company's business, do not own the Company's
langsung maupun tidak langsung dengan Perseroan. shares either directly or indirectly. The statement was
Pernyataan ini ditandatangani oleh masing-masing signed by each Independent Commissioner in the
Komisaris Independen dalam dokumen Pakta Integritas Integrity Pact document conducted at the beginning of
yang dilakukan pada awal tahun 2019. 2019.

Selain itu, bersama dengan anggota Komisaris lainnya, In addition, along with other members of the Board of
Komisaris Independen telah menandatangani Pernyataan Commissioners, the Independent Commissioners have
Komitmen dan Persetujuan Dewan Komisaris dan Direksi signed a Statement of Commitment and Approval of
terhadap Pedoman Tata Kelola Perusahaan (Code of the Board of Commissioners and Board of Directors for
Corporate Governance) dan Pedoman Perilaku (Code of the Corporate Governance Code and Code of Conduct
Conduct) yang telah ditinjau dan dimutakhirkan secara which have been periodically reviewed and updated. The
berkala. Pemutakhiran yang terakhir dilakukan pada most recent updates were made in August 2017 through
bulan Agustus 2017 melalui Keputusan Direksi No. 125/ the Board of Directors Decree No. 125/KPTS/2019 dated
KPTS/2019 tanggal 31 Desember 2019 dan No. 126/ December 31, 2019 and No. 126/KPTS/2019 dated 31
KPTS/2019 tanggal 31 Desember 2019, serta dalam Pakta December 2019, as well as in the Integrity Pact of Good
Integritas Good Corporate Governance dan Pernyataan Corporate Governance and Statement of Commitment

Komitmen dan Persetujuan Dewan Komisaris dan Direksi and Approval of the Board of Commissioners and Board

Terhadap Pedoman Tata Kelola Perusahaan. Directors of Regarding Corporate Governance Guidelines.
RAPAT DEWAN KOMISARIS

Board of Commissioners Meetings
Selama tahun 2019, Dewan Komisaris secara berkala Throughout 2019, the Board of Commissioners
yaitu setiap bulan mengadakan rapat, baik rapat Dewan periodically in every month held meetings, both Board
Komisaris (rapat internal) maupun rapat koordinasi Dewan of Commissioners internal meetings and coordination

Komisaris bersama Direksi (rapat koordinasi), maupun meetings with the Board of Directors, as well as

rapat koordinasi yang diselenggarakan di Kantor Pusat atas coordination meetings held at the Head Office at the
undangan Direksi sesuai ketentuan peraturan perundang- invitation of the Board of Directors in accordance with
undangan, dan rapat sewaktu-waktu di luar rapat berkala statutory legislation provisions, also incidental meetings
untuk membahas hal-hal yang bersifat mendesak ataupun outside of the regular meetings to discuss urgent matters
hal-hal yang perlu segera mendapatkan keputusan Dewan or matters that need to get the Board of Commissioners'
Komisaris. decision immediately.
Penyelenggaraan rapat-rapat Dewan Komisaris The holding of Board of Commissioners' meetings refers to
mengacu dan telah memenuhi ketentuan yang diatur and have fulfilled the provisions stipulated in the Company's
dalam Anggaran Dasar Perseroan serta tata tertib rapat Articles of Association and the rules of meeting as stipulated
sebagaimana yang diatur dalam Board Manual. Rapat- in the Board Manual. The meetings above are chaired by the
rapat tersebut di atas dipimpin oleh Komisaris Utama dan President Commissioner and if the President Commissioner
dalam hal Komisaris Utama berhalangan hadir maka rapat is unable to attend, the meeting will be chaired by a member
dipimpin oleh salah seorang anggota Dewan Komisaris of the Board of Commissioners appointed by the President
yang ditunjuk oleh Komisaris Utama atau dipimpin oleh Commissioner or chaired by a member of the Board of
anggota Dewan Komisaris yang paling lama menjabat Commissioners who has the longest serving as a member of
sebagai anggota Dewan Komisaris. the Board of Commissioners.
Rapat Dewan Komisaris sah dan berhak mengambil A Board of Commissioners meeting is valid and has
keputusan yang mengikat apabila dihadiri dan atau the right to make binding decisions if attended and or
diwakili oleh lebih dari ½ (setengah) jumlah anggota represented by more than ½ (one half) of the members of
Dewan Komisaris. the Board of Commissioners.
Pemanggilan Rapat Dewan Komisaris sekaligus disampaikan Summon for the Board of Commissioners meetings shall
materi yang akan disampaikan dalam rapat dilakukan secara be done in writing along with the subjects to be discussed
tertulis dan disampaikan atau diserahkan langsung kepada and is delivered or submitted directly to each member of
setiap Anggota Dewan Komisaris dengan tanda terima the Board of Commissioners with an adequate receipt,
yang memadai, atau dengan pos tercatat atau dengan or by registered mail or by courier service or by telex, fax
jasa kurir atau dengan telex, faksimile atau surat elektronik or email no later than 5 (five) days before the meeting
(email) paling lambat 5 (lima) Hari sebelum rapat diadakan, is held, not counting the date of the summon and the
dengan tidak memperhitungkan tanggal panggilan dan date of the meeting, or in a shorter time if in an urgent
tanggal rapat, atau dalam waktu yang lebih singkat jika situation.
dalam keadaan mendesak.
Keputusan rapat Dewan Komisaris diambil berdasarkan Decisions of the Board of Commissioners meetings are
musyawarah untuk mufakat. Dalam hal keputusan based on deliberation to reach consensus. In the event
musyawarah mufakat tidak tercapai maka keputusan that a consensus is not reached, then the decision is taken
diambil berdasarkan pemungutan suara berdasarkan suara by voting with consent votes of more than ½ (one half)
setuju lebih dari ½ (satu per dua) bagian dari jumlah suara of the total number of valid votes issued at the meeting
yang sah yang dikeluarkan dalam rapat yang bersangkutan. in question.
Hasil rapat dituangkan dalam Risalah Rapat dan dalam The results of the meetings are outlined in the Minutes of
Risalah Keputusan Rapat yang dibuat oleh seorang Meeting and in Minutes of Meeting Decisions made by a
Notulis yang ditunjuk oleh Dewan Komisaris, yang minute taker appointed by the Board of Commissioners,
hadir dalam setiap rapat Dewan Komisaris. Konsep who is present at each meeting of the Board of
Profil Perusahaan
Company Profile
Keputusan Rapat yang telah diteliti oleh semua Commissioners. The draft of Meeting Resolutions that has
anggota Dewan Komisaris dan/atau semua anggota been examined by all present members of the Board of
Komisaris dan Direksi yang hadir dan disetujui, Commissioners and/or all present members of the Board
kemudian ditandatangani oleh seluruh Komisaris dan/ of Commissioners and Board of Directors and approved,
atau Direksi yang hadir untuk kemudian disampaikan then is signed by all present Commissioners and/or
kepada masing-masing anggota Dewan Komisaris dan/ Directors which is then given to each member of the Board
atau Direksi. of Commissioners and/or Board of Directors.
Risalah rapat didokumentasikan oleh Perseroan dan Minutes of meetings are documented by the Company
diadministrasikan oleh Corporate Secretary. Untuk and administered by the Corporate Secretary. For the
keperluan Dewan Komisaris, risalah rapat (salinan purposes of the Board of Commissioners, minutes of
dokumen asli) diadministrasikan oleh Sekretaris Dewan meetings (copies of original documents) are administered
Komisaris. by the Secretary of the Board of Commissioners.
RENCANA RAPAT DEWAN KOMISARIS Board of Commissioners Meeting Plan

Selama tahun 2019, Dewan Komisaris menjadwalkan rapat In 2019, the Board of Commissioners scheduled as many
internal Dewan Komisaris sebanyak 12 (dua belas) kali. as 12 (twelve) internal meetings.
Tabel Rencana Jadwal dan Agenda Rapat Internal Dewan Komisaris Tahun 2019
Table of Schedule and Agenda for the Board of Commissioners Internal Meetings in 2019
Tanggal Rapat
Bulan (tgl-bln-thn) Agenda
Month Date of Meeting Agenda
(dd-mm-yyyy)
Januari 18-01-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris carry-over tahun 2018.
January 2. Hasil pelaksanaan tugas Komite Audit dan Komite NRR tahun 2018.
3. Program Kerja Tahunan Dewan Komisaris dan Komite tahun 2019.
4. Laporan proses pengadaan KAP.
1. Follow-up on the carry-over decisions of the Board of Commissioners' meetings in 2018.

2. Results of the implementation of the Audit Committee and NRR Committee in 2018.
3. Annual Work Program of the Board of Commissioners and Committees in 2019.
4. Report on KAP procurement process.
Februari 08-02-2019 1. Laporan hasil pengadaan KAP untuk audit tahun buku 2019.
February 2. Penyusunan usulan Laporan Pelaksanaan Pengawasan Dewan Komisaris Tahun Buku 2019 untuk
disampaikan RUPS Tahunan Tahun Buku 2019.
3. Penerapan Tata Kelola Perusahaan yang Baik Dewan Komisaris.
1. Report on the results of KAP procurement for the audit of 2019 fiscal year.
2. Preparation of the Board of Commissioners' Supervision Implementation Report for 2019 Fiscal Year to
be submitted to the Annual GMS for 2019 Fiscal Year.
3. Implementation of Good Corporate Governance of the Board of Commissioners.
Human Capital
Modal Insani
Tanggal Rapat
Month Date of Meeting Agenda
(dd-mm-yyyy)
Maret 23-03-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. akhir Februari 2019.
March 2. Laporan hasil kajian Komite Audit dan Komite NRR.
3. Penyusunan Laporan Pelaksanaan Pengawasan Dewan Komisaris Tahun Buku 2019 untuk
dipertanggungjawabkan di RUPS Tahunan Tahun Buku 2019.
1. Follow-up on decisions of the Board of Commissioners meetings up to the end of February 2019.

2. Report on the results of review of the Audit Committee and NRR Committee.
3. Preparation of the Board of Commissioners' Supervision Implementation Report for 2019 Fiscal Year to
be accounted for at the Annual GMS for 2019 Fiscal Year.
April 18-04-2019 Tindak lanjut keputusan rapat Dewan Komisaris Triwulan 1 2019.
April Follow-up on the decisions of the Board of Commissioners meetings in Quarter 1 2019.
Mei 17-05-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. April 2019.
May 2. Evaluasi dan tanggapan Dewan Komisaris atas Laporan Manajemen Perusahaan Triwulan 1 2019 dari
hasil kajian Komite, terkait dengan progres pencapaian KPI.
3. Laporan kinerja Komite Audit dan Komite NRR Triwulan 1 2019.
1. Follow-up on decisions of the Board of Commissioners meetings up to April 2019.
2. Evaluation and response of the Board of Commissioners to the Company's Quarter 1 2019 Management
Report from the results of the Committees’ review, related to the progress of Key Performance Index

(KPI) achievements.

3. Audit Committee and NRR Committee performance report for 1Q 2019.
Juni 14-06-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. Mei 2019.
June 2. Pemenuhan SPM ruas-ruas jalan tol.
1. Follow-up on decisions of the Board of Commissioners meetings up to May 2019.
2. Fulfillment of minimum standard services on toll roads.
Juli 19-07-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. Triwulan 2 2019.
July 2. Hasil kajian Komite Audit dan Komite NRR selama semester 1 2019.
1. Follow-up on decisions of the Board of Commissioners meetings up to Quarter 2 2019.
2. The results of review of the Audit Committee and NRR Committee in Semester 1 2019.
Agustus 16-08-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. Juli 2019.
August 2. Evaluasi dan tanggapan Dewan Komisaris atas Laporan Manajemen Perusahaan Triwulan 2 2019 dari

3. Laporan kinerja Komite Audit dan Komite NRR Triwulan 2 2019.

1. Follow-up on decisions of the Board of Commissioners meetings up to July 2019.
2. Evaluation and response of the Board of Commissioners to the Corporate Management Report Quarter 2
2019 from the results of the Committees’ review, related to the progress of KPI achievement.
3. Report on Audit Committee and NRR Committee performance in Quarter 2 2019.
September 20-09-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris. s.d. Agustus 2019.
September 2. Rencana pengadaan KAP tahun buku 2020.
1. Follow-up on decisions of the Board of Commissioners meetings up to August 2019.
2. KAP procurement plan for 2020 fiscal year.
Oktober 18-10-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris Triwulan 3 2019.
October 2. Paparan dan pembahasan hasil evaluasi Komite Audit dan Komite NRR atas rancangan RKAP 2020 yang
diajukan Direksi dan tanggapan Dewan Komisaris kepada Direksi.
1. Follow-up on decisions of the Board of Commissioners meetings up to Quarter 3 2019.
2. Presentation and discussion on the evaluation results of the Audit Committee and NRR Committee on
the draft 2020 RKAP submitted by the Board of Directors and the Board of Commissioners' response to
the Board of Directors.
November 22-11-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris. s.d. Oktober 2019.
November 2. Efektivitas pelaksanaan audit oleh auditor eksternal dan/atau auditor internal.
3. Evaluasi dan tanggapan Dewan Komisaris atas Laporan Manajemen Perusahaan Triwulan 3 2019 dari
1. Follow-up on decisions of the Board of Commissioners meetings up to October 2019.
2. Effectiveness of audit implementation by external and/or internal auditors.
3. Evaluation and response of the Board of Commissioners to the Corporate Management Report Quarter
3 2019 from the results of the Committees’ review, related to the progress of KPI achievement.
Desember 13-12-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. November 2019.
December 2. Laporan kegiatan dan hasil penugasan yang diterima Komite Audit dan Komite NRR.
3. Prognosa pencapaian ROE.
4. Penyusunan Laporan Hasil Self-Assessment Kinerja Dewan Komisaris 2019.
1. Follow-up on decisions of the Board of Commissioners meetings up to November 2019.
2. Report on activities and results of assignments for the Audit Committee and NRR Committee.
3. Prognosis of ROE achievement.
4. Compilation of 2019 Board of Commissioners Performance Self-Assessment Results.
REALISASI RAPAT DEWAN KOMISARIS Realization of the Board of Commissioners

Meetings
Pada tahun 2019, rapat Dewan Komisaris dilaksanakan During 2019, the Board of Commissioners' meetings were
sebanyak 15 (lima belas) kali dari 12 (dua belas) kali rapat held 11 (eleven) times out of 15 (fifteen) planned internal
internal Dewan Komisaris yang direncanakan. Adapun meetings of the Board of Commissioners. The realization
realisasi tanggal, agenda, peserta, dan frekuensi kehadiran of the date, agenda, participants, and frequency of
masing-masing Komisaris dalam Rapat Dewan Komisaris attendance of each Commissioner in the Board of
adalah sebagai berikut. Commissioners meetings are as follows.
Tabel Realisasi Rapat Dewan Komisaris Tahun 2019

Table of Realization of the Board of Commissioners Meetings in 2019
Tanggal
Anita Vincentius
(tgl-bln-thn) Agenda Rapat Sapto Amal Muhammad Agus
No Sugihardjo Firmanti Eko Sonny
Date Meeting Agenda Damandari Sapta Murti Suharyono Susetyowati Loho
(dd-mm-yyyy)
1 23-01-2019 1. RKAP 2019. √ √ √ √ √ √

2. Lelang ulang KAP untuk audit Tahun
Profil Perusahaan
Company Profile
Buku 2019.
3. Divestasi saham Anak Perusahaan.
4. Evaluasi kinerja 2018.
5. Penerapan Multi Lane Free Flow.
6. Pembongkaran gerbang tol.
7. Program kerja dan KPI Dewan
Komisaris.
8. Penerapan GCG.
1. 2019 Work Plan and Budget.

2. Tender of KAP procurement for the
2019 fiscal year audit.
3. Divestment of shares of Subsidiaries.
4. 2018 performance evaluation.
5. Application of Multi-Lane Free Flow.
6. Demolition of toll gates.
7. Work program and KPI of the Board of
Commissioners.
8. Implementation of GCG.
2 25-02-2019 1. Dana talangan pengadaan tanah. √ √ √ √ √ √
2. Komite Nominasi, Remunerasi dan
Risiko (NRR).
3. Laporan perkembangan pembangunan
jalan tol.
4. Tata kelola Anak Perusahaan.

5. Masterplan Teknologi Informasi.
1. bailout funds for Land acquisition.

2. Nomination, Remuneration and Risk
Committee (NRR).
3. Report on the progress of toll roads
construction.
4. Governance of Subsidiaries.
5. Information on Technology Masterplan.
3 11-03-2019 1. Progres Pembangunan Proyek Jalan Tol. √ √ x x √ √
2. Progres Penanganan Banjir di Jalan Tol.
1. Toll Road Project Development Progress.

2. Progress of Flood Management on Toll
Roads.
4 26-03-2019 1. Laporan Komite Audit mengenai √ √ √ x x √
Pengadaan KAP.
2. Akuisisi saham.
3. Laporan Komite NRR.
4. Kajian Komite NRR tentang
Perencanaan dan Pelaksanaan
Manajemen Risiko.
1. Audit Committee Report on KAP

Procurement.
2. Stock acquisition.
3. NRR Committee Report.
4. Review of the NRR Committee on
Planning and Implementing Risk
Management.
Human Capital
Modal Insani
Tanggal
Anita Vincentius
(dd-mm-yyyy)
5 23-04-2019 1. Laporan hasil kajian Komite NRR √ √ √ √ √ √

tentang Evaluasi Kebijakan dan
Pengembangan Karir.
2. Laporan Komite NRR atas realisasi RJPP
2018-2022.

3. Laporan Komite Audit mengenai

sistem pengendalian internal.
4. Laporan Komite Audit mengenai
kebijakan dan Pelaksanaan Pembinaan
dan Penataan aset.
5. Laporan Komite mengenai Kontrak
Manajemen tahun 2019.
6. Hasil koordinasi dengan BPJT dan
Kementerian PUPR.
1. Report of the NRR Committee's

review on Policy Evaluation and Career
Development.
2. NRR Committee Report on the
realization of Long Term Plan (RJPP)

2018-2022.
3. Audit Committee's report on the
internal control system.
4. Report of the Audit Committee
regarding the policy and
implementation of guidance and
structuring of assets.
5. Committee's Report on Management
Contracts 2019.
6. Results of coordination with Toll Road
Regulatory Agency (BPJT) and the
Ministry of Public Works and Public
Housing.
6 09-05-2019 1. Cascade KPI Direktorat ke KPI √ √ √ √ x √

Karyawan.

2. Learning JM Click.
1. Cascade KPI Directorate to KPI

Employee.
2. Learning JM Click.
7 27-05-2019 1. Penyelesaian kasus hukum. √ √ √ √ √ √
2. KPI tahun 2019.
3. Laporan Komite terkait kesiapan
Operasional arus mudik dan balik
lebaran 1440 H/2019.
1. Settlement of legal cases.

2. KPI 2019.
3. Committee’s report related to the
operational readiness of flow back and
forth of homecoming travelers during
Eid al-Fitr 1440 H/2019.
8 25-06-2019 1. Evaluasi dan analisis Komite Audit atas √ √ √ √ √ √

pelaksanaan pengaturan lalu lintas
arus mudik dan balik lebaran 1440
H/2019.
2. Pembongkaran gerbang tol.
1. Evaluation and analysis on Audit

Committee on implementation of
traffic arrangements for flow back and
forth of homecoming travelers during
Eid al-Fitr 1440 H/2019..
Tanggal
Anita Vincentius
(dd-mm-yyyy)
9 18-07-2019 1. Laporan Hasil Kajian Organ Pendukung √ √ √ √ √ √

Dewan Komisaris mengenai Kebijakan
dan Strategi dalam Rangka Peningkatan
Kinerja Pelayanan Transaksi, Pelayanan
Lalu Lintas dan Pemeliharaan Dalam
Rangka Pencapaian & Peningkatan
Pendapatan Tol.
2. Tindak Lanjut Hasil Audit Eksternal
2018.
3. Laporan Hasil Kajian Komite atas
Perubahan Struktur Organisasi.
4. Pengurus Anak Perusahaan Jasa
Marga.
5. Pembongkaran Gardu Tol.
1. Report on the Results of the Review

Profil Perusahaan
Company Profile
of Supporting Organs of the Board

of Commissioners concerning Policies
and Strategies in the Framework
of Improving the Performance of
Transaction, Traffic and Maintenance
Services in order to Achieve & Increase
Toll Revenues.
2. Follow-up on 2018 External Audit
Results.
3. Report of the Committee's Review of
Changes in Organizational Structure.
4. Management of Jasa Marga’s
Subsidiaries.
5. Demolition of Toll Booths.
10 23-07-2019 Laporan Progres Ruas-ruas Jalan Tol. √ √ √ √ √ √
Implementation of SLFF (Single Lane Free
Flow).
11 28-08-2019 Penerapan SLFF (Single Lane Free Flow). √ √ √ √ x √
Implementation of SLFF (Single Lane Free
Flow).
12 26-09-2019 1. Laporan Progres Ruas-ruas Jalan Tol. √ √ √ √ x √
2. Laporan Komite Audit atas Evaluasi

Kinerja Perseroan Semester I 2019.

3. Laporan Hasil Kajian Komite NRR atas
Remunerasi Karyawan Perseroan dan
Pelaksanaannya dan Arahan Dewan
Komisaris kepada Direksi.
4. Penyusunan RKAP 2020 Dewan
Komisaris.
1. Progress Report on Toll Roads.

2. Audit Committee Report on the
Evaluation of the Company's
Performance for Semester I 2019.
3. Report on the Results of the
NRR Committee's Review of the
Remuneration of the Company's
Employees and Their Implementation
and the Direction of the Board of
Commissioners for the Board of
Directors.
4. Compilation of 2020 RKAP of the
Board of Commissioners .
13 24-10-2019 1. RKAP 2020. √ √ √ √ √ √
2. Penambahan penyertaan modal.
3. Divestasi saham.
1. RKAP 2020.
2. Addition in capital participation.
3. Divestment of shares.
Human Capital
Modal Insani
Tanggal
Anita Vincentius
(dd-mm-yyyy)
14 20-11-2019 1. Penerapan Single-Lane Free Flow √ √ √ √ √ √

(SLFF).

Marga.

1. Implementation of SLFF (Single Lane
Free Flow).
Subsidiaries.
15 11-12-2019 1. Progres Hasil Audit oleh KAP. √ √ √ x √ √
2. Progres penyelesaian jalan tol.
Marga.
1. Progress of Audit Results by KAP.

2. Progress of toll road construction.

Subsidiaries.

Jumlah Rapat dalam Setahun/ Number of Meetings in the Year 15
Jumlah Rapat yang Wajib Dihadiri/ Number of Meetings Obliged to Attend 15 15 15 15 15 15
Jumlah Rapat yang Dihadiri/ Numbare of Meetings Attended 15 15 14 12 11 15
Persentase Kehadiran (%)/ Attendance Percentage (%) 100% 100% 93% 80% 73% 100%
Persentase Kehadiran Rata-rata (%)
91%
Attendance Average Percentage (%)
Keterangan:
√ Hadir / Present
x Tidak Hadir / Absent

Catatan:

Note:
Ketidakhadiran anggota Dewan Komisaris dalam rapat disebabkan yang
The absence of a member of the Board of Commissioners at the meeting was
bersangkutan sedang melakukan tugas di luar kota atau menghadiri acara/
caused by the said person performing an out-of-town assignment or attending
rapat penting yang tidak dapat diwakilkan.
an important event/meeting that could not be represented.
Selama 2019, tidak pernah terjadi perbedaan pendapat Throughout 2019, there were no differences of opinion in
dalam pengambilan keputusan pada rapat Dewan decision making at the Board of Commissioners meetings.
Komisaris. Namun jika terjadi perbedaan pendapat However, if there is a dissenting opinion, then it will be
(dissenting opinion), maka hal tersebut akan dicantumkan included in the minutes of meeting accompanied by the
dalam risalah rapat disertai alasan mengenai perbedaan reasons for the dissenting opinion.
pendapat tersebut.
KEPUTUSAN-KEPUTUSAN DEWAN KOMISARIS TAHUN 2019

Decisions of the Board of Commissioners in 2019
Selama 2019, Dewan Komisaris telah mengeluarkan During 2019, the Board of Commissioners issued various
berbagai surat keputusan dan surat lainnya yang bersifat decree letters and other letters which were of supervisory
pengawasan dan persetujuan. and approval nature.

A. Surat-surat Dewan Komisaris A. Letters of the Board of Commissioners
Surat-surat Dewan Komisaris kepada Direksi Perseroan Letters of the Board of Commissioners to the Board of
dan/atau Kementerian BUMN, OJK dan KAP antara lain Directors of the Company and/or the Ministry of SOEs, OJK
sebagai berikut: and KAP are as follows:
1. Penyelenggaraan RUPS Luar Biasa dan Penunjukan 1. Organizing Extraordinary GMS and Appointment of a
Anggota Dewan Komisaris untuk Menjadi Pemimpin member of the Board of Commissioners to Chair the
Rapat. Meeting.
2. Persetujuan dan Pengesahan Rencana Kerja dan 2. Approval and Ratification of the Corporate Work Plan
Anggaran Perusahaan (RKAP) Tahun Buku 2019. and Budget (RKAP) for the 2019 Fiscal Year.
3. Persetujuan atas Usulan Pengisian Pengurus Anak 3. Approval of Proposals for Completing Subsidiaries'
Profil Perusahaan
Company Profile
Perusahaan. Management.
4. Penyampaian Program Kerja Dewan Komisaris. 4. Submission of the Board of Commissioners Work Program.
5. Pemberhentian dan Pengangkatan Anggota Komite 5. Dismissal and Appointment of Audit Committee
Audit. Members.
6. Persetujuan Pembongkaran/Relokasi dan Penghapusan 6. Approval for Demolition/Relocation and Abolition of
Aset. Assets.
7. Permohonan Persetujuan Perjalanan Dinas Luar Negeri 7. Request for Approval to Travel Abroad of Members of
Anggota Dewan Komisaris. the Board of Commissioners.
8. Persetujuan Divestasi Saham. 8. Approval of Share Divestment.
9. Usulan Tantiem Tahun Buku 2018 dan Remunerasi 9. Bonus Recommendations for 2018 Fiscal Year and
Tahun 2019 bagi Direksi dan Dewan Komisaris. Remuneration for 2019 Fiscal Year for Board of
10. P enetapan Pemenang Kantor Akuntan Publik Directors and Board of Commissioners.
untuk Audit Umum Laporan Keuangan Tahun 10. Determination of the Winner of the Public Accounting
Buku 2019. Firm for the General Audit of Financial Statements for
11. Persetujuan Insentif Kerja Karyawan Tahun Buku the 2019 Fiscal Year.
2018. 11. Approval of Employee Work Incentives for 2018 Fiscal
Year.
12. Persetujuan Usulan Revisi RKAP 2019.

13. Persetujuan dan Pengesahan Revisi RKAP 2019. 12. Approval of the proposed RKAP 2019 Revision.
14. Penetapan Tantiem Tahun Buku 2018 dan 13. Approval and Ratification of the RKAP 2019 Revision.
Remunerasi Tahun 2019 bagi Direksi dan Dewan 14. Determination of the 2018 Fiscal Year Bonus and 2019
Komisaris. Fiscal Year Remuneration for the Board of Directors
15. Persetujuan Perubahan Struktur Organisasi. and Board of Commissioners.
16. Review Tahun 2019 atas RJPP 2018-2022. 15. Approval of Changes in Organizational Structure.
17. Permohonan Persetujuan Setoran Modal pada Anak 16. 2019 Review on RJPP 2018-2022.
Perusahaan. 17. Request for Approval of Capital Deposit to a Subsidiary.
18. Persetujuan dan Pengesahan RKAP 2020. 18. Approval and Ratification of RKAP 2020 .
19. Persetujuan Penambahan Penyertaan Modal pada 19. Approval for Increase of Equity Participation in
Anak Perusahaan. Subsidiaries.
20. Permohonan Pemutusan Kontrak Audit Tahun Buku 20. Request for Termination of Audit Contract for 2019
2019. Fiscal Year.
Human Capital
Modal Insani
B. Surat Keputusan Dewan Komisaris B. Decree of the Board of Commissioners
Surat-surat Keputusan Dewan Komisaris antara lain The Decrees of the Board of Commissioners is as follows:
sebagai berikut:
1. Penyelenggaraan RUPS Luar Biasa dan Penunjukan 1. Organizing Extraordinary GMS and Appointment of a
Anggota Dewan Komisaris untuk Menjadi Pemimpin Member of the Board of Commissioners to Chair the
Rapat. Meeting.

2. Persetujuan dan Pengesahan RKAP 2019. 2. Approval and Ratification of the 2019 RKAP.
3. Pemberhentian dan Pengangkatan Anggota Komite Audit. 3. Dismissal and Appointment of Audit Committee Members.
4. Pemberhentian dan Pengangkatan Anggota Komite 4. Termination and Appointment of Nomination,
Nominasi, Remunerasi dan Risiko. Remuneration and Risk Committee Members.
5. Revisi Pembagian Tugas Dewan Komisaris. 5. Revision on the Division of Duties of the Board of
Commissioners.
6. Penetapan Tantiem Tahun Buku 2018 dan Remunerasi 6. Establishment of the 2018 Fiscal Year bonus and 2019
Tahun 2019 bagi Direksi dan Dewan Komisaris. Fiscal Year Remuneration for the Board of Directors and
Board of Commissioners.
7. Pemberhentian dan Pengangkatan Sekretaris Dewan 7. Dismissal and Appointment of the Secretary of the

Komisaris. Board of Commissioners.
8. Persetujuan dan Pengesahan Review Tahun 2019 RJPP 8. Approval and Ratification of 2019 Review on RJPP
2018-2022. 2018-2022.
9. Persetujuan dan Pengesahan RKAP 2020. 9. Approval and Ratification of the 2020 RKAP.
PEMANTAUAN DAN EVALUASI TINDAK LANJUT KEPUTUSAN RAPAT

DEWAN KOMISARIS DAN RAPAT KOORDINASI DEWAN KOMISARIS-

DIREKSI TAHUN 2019

Monitoring and Evaluation of The Follow-Up of the Board of Commissioners Meeting
Decisions and the Coordination Meetings With the Board Directors Year 2019
Rapat-rapat Dewan Komisaris membahas hal-hal yang Meetings of the Board of Commissioners discuss matters that
perlu diputuskan Dewan Komisaris terkait dengan need to be decided by the Board of Commissioners relating
pelaksanaan pengawasan dan pemberian nasihat kepada to the implementation of supervision and providing advice to
Direksi dalam pengelolaan Perseroan berdasarkan the Board of Directors in managing the Company based on
pemikiran, saran dan pendapat dari masing-masing the thoughts, suggestions and opinions of each member of
anggota Dewan Komisaris dan hasil-hasil kajian dari the Board of Commissioners and the results of the study of
Komite-komite yang ditugasi Dewan Komisaris untuk the committees assigned by the Board of Commissioners to
melakukan pendalaman terhadap suatu kasus tertentu, conduct deepening of particular issues, as well as from the
maupun dari hasil kajian Komite atas hal-hal yang telah results of the Committee’s review of matters that have been
diprogram sebagai agenda kerja tahunan Komite yang programmed as an annual work agenda of the Committee
telah disetujui Dewan Komisaris. that has been approved by the Board of Commissioners.
Selama 2019, Dewan Komisaris lebih fokus melakukan In 2019, the Board of Commissioners was focused
kunjungan kerja ke proyek-proyek jalan tol baru, dengan more on conducting on-site visits to new toll road
pertimbangan agar Jasa Marga sebagai salah satu projects, taking into consideration that Jasa Marga, as
BUMN, sukses dalam mendukung program Pemerintah one of the SOEs, has been successful in supporting the
mempercepat pembangunan dan/atau penyediaan Government's program to accelerate the development
infrastruktur yang dibutuhkan untuk mendukung and/or provision of infrastructure needed to support the
kelancaran dan percepatan arus logistik nasional dan smooth and accelerated national logistics flow; and the
pergerakan dan percepatan para pengguna jalan tol dari movement and acceleration of toll road users from one
satu titik ke titik lain baik selama hari raya keagamaan, point to another both during religious holidays, school
liburan sekolah, maupun hari-hari libur biasa. Diawali holidays, and regular days. It started with a working visit
dengan kunjungan kerja ke proyek Jalan Tol Solo-Ngawi, to the Solo-Ngawi Toll Road project, then successive work
kemudian berturut-turut kunjungan kerja ke proyek Jalan visits to the Balikpapan-Samarinda, Jakarta-Cikampek
Tol Balikpapan-Samarinda, Jakarta-Cikampek II Elevated, II Elevated, Kunciran-Cengkareng and JORR II Toll Road
Kunciran-Cengkareng dan JORR II, Trans Jawa, Manado- projects, Trans Java, Manado-Bitung, and Pandaan-
Bitung, dan Pandaan-Malang. Kunjungan ke Cabang Malang, followed by the visits to the Branch Offices
meliputi Cabang Surabaya-Gempol dan eks kantor Cabang of Surabaya-Gempol and the former branch office of
Jakarta-Tangerang. Jakarta-Tangerang.
Kunjungan kerja Dewan Komisaris tersebut dilakukan The Board of Commissioners' working visits were
guna memperoleh data dan informasi terkait dengan conducted to obtain data and information related to
pelaksanaan pengoperasian ruas-ruas jalan tol Perseroan the implementation of the operation of the Company's
dan informasi mengenai pelaksanaan pembangunan ruas- toll roads and information on the implementation of the
ruas jalan tol baru agar pelaksanaan pembangunan jalan tol construction of new toll roads so that the implementation
baru sesuai dengan target waktu yang telah ditetapkan dan of the construction of new toll roads is in accordance with
pengoperasian ruas-ruas jalan tol agar pengoperasiannya the predetermined time schedules and the operation of
dapat berjalan dengan efektif dan efisien. the toll roads can run effectively and efficiently.
Kesimpulan dan keputusan yang diambil dalam rapat Conclusions and decisions taken at the Board of
Dewan Komisaris serta data dan informasi penting Commissioners meetings as well as important data and
Profil Perusahaan
Company Profile
dari hasil kunjungan ke lapangan tersebut kemudian information from the results of on-site visits are then
disampaikan kepada Direksi dalam rapat koordinasi submitted to the Board of Directors in the coordination
Dewan Komisaris bersama Direksi sebagai saran, meetings of the Board of Commissioners with the Board of
pendapat dan/atau arahan Dewan Komisaris kepada Directors as suggestions, opinions and/or direction of the
Direksi, untuk dibahas dan diputuskan sebagai Board of Commissioners to the Board of Directors, to be
keputusan rapat. discussed and decided as a meeting decision.
Selain itu dalam rapat koordinasi Dewan Komisaris In addition, the coordination meetings of the Board of
bersama Direksi tersebut juga dibahas hal-hal yang terkait Commissioners with the Board of Directors also discussed
dengan usulan dan/atau permohonan Direksi untuk matters relating to the proposal and/or request of the
mendapatkan tanggapan tertulis dan/atau persetujuan Board of Directors to obtain written responses and/or
tertulis Dewan Komisaris, maupun hal-hal yang diantisipasi written approval from the Board of Commissioners, as well
oleh Dewan Komisaris perlu disampaikan kepada Direksi as matters anticipated by the Board of Commissioners to
untuk dicermati dan/atau ditindak lanjuti oleh Direksi be submitted to the Board of Directors to be observed and/
dalam rangka pengelolaan dan pengembangan Perseroan or acted upon by the Board of Directors in the framework
pada saat ini maupun masa yang akan datang baik dalam of the current and future management and development
jangka waktu dekat, menengah dan panjang, sesuai of the Company in the near, medium and long term, in
dengan target sasaran RKAP 2019 maupun RJPP 2018- accordance with the targets of the 2019 RKAP or RJPP
2022. 2018-2022.
Keputusan-keputusan rapat Dewan Komisaris dan Decisions of the Board of Commissioners meeting and decisions
keputusan-keputusan rapat koordinasi Dewan Komisaris of the coordination meetings of the Board of Commissioners
bersama Direksi tersebut dipantau dan dievaluasi with the Board of Directors are monitored and evaluated for
tindak lanjutnya oleh Sekretaris Dewan Komisaris. Hasil follow-up by the Secretary of the Board of Commissioners.
pemantauan dan evaluasi setelah diklarifikasi dengan The results of monitoring and evaluation after being clarified
Corporate Secretary kemudian dilaporkan dalam rapat with the Corporate Secretary are then reported in the Board
Dewan Komisaris dan dalam rapat koordinasi Dewan of Commissioners meetings and in the coordination meetings
Komisaris bersama Direksi. of the Board of Commissioners with the Board of Directors.
Terhadap keputusan-keputusan rapat yang sulit untuk Regarding the meeting decisions that are difficult to follow
ditindaklanjuti maupun keputusan yang menghadapi up or decisions that face new problems in its resolution,
permasalahan baru dalam penyelesaiannya akan dibahas they will be discussed by the Board of Commissioners with
Dewan Komisaris bersama Direksi untuk dicari solusi terbaik. the Board of Directors to find the best solution.
Dari hasil pemantauan dan evaluasi Dewan Komisaris From the results of monitoring and evaluation of the Board
selama tahun 2019, hampir seluruh keputusan rapat of Commissioners during 2019, almost all resolutions of
telah selesai ditindaklanjuti. Untuk beberapa keputusan the meetings have been followed up. Some decisions of
rapat yang masih dalam proses penyelesaian, karena the meetings are still in the process of being resolved,
menyangkut kewenangan pihak lain seperti misalnya because they involve the authority of other parties such
masalah hukum yang melibatkan pihak pemasok, individu as legal issues involving suppliers, individuals (such as
Human Capital
Modal Insani
perseorangan (seperti pemilik tanah) dan aparat hukum landowners) and law enforcement agencies (such as the
(seperti Pengadilan Negeri, Kejaksaan Agung, Mahkamah District Court, Attorney General's Office, Supreme Court,
Agung, BANI dan sebagainya). BANI and so on).
Dewan `Komisaris akan fokus dan memastikan bahwa The Board of Commissioners will focus and ensure that
keputusan-keputusan yang masih dalam proses tersebut decisions that are still in process are ongoing and can
tetap berjalan dan dapat dipercepat penyelesaiannya. be accelerated. If there are new developments that
Jika ada perkembangan baru yang menghambat ataupun hinder or cause a decision to be unable to proceed,

menyebabkan suatu keputusan tidak dapat diteruskan then it is reviewed and discussed with the Board of
penyelesaiannya, maka ditinjau dan dibahas kembali Directors.
dengan Direksi.
PENILAIAN KINERJA DEWAN KOMISARIS

Assessment of the Board of Commissioners Performance
Dewan Komisaris berkomitmen untuk senantiasa The Board of Commissioners is committed to continuously
meningkatkan pencapaian kinerjanya. Untuk mendukung improving the achievement of its performance. To support

hal tersebut, telah dilakukan penilaian kinerja Dewan this, an assessment of the performance of the Board of

Komisaris melalui Key Performance Indicator (KPI) dan Commissioners has been carried out through the Key
GCG Assessment. Performance Indicator (KPI) and GCG Assessment.
PENILAIAN KINERJA DEWAN KOMISARIS Assessment of the Board of Commissioners

BERDASARKAN KPI Performance Based on KPI
Setiap awal tahun Dewan Komisaris telah menetapkan At the beginning of each year, the Board of Commissioners
Key Performance Indicator (KPI) yang akan menjadi dasar has established a Key Performance Indicator (KPI) which
untuk melakukan penilaian kinerja Dewan Komisaris will be the basis for evaluating the performance of the
selama 1 tahun. Board of Commissioners for 1 year.

Prosedur Pelaksanaan dan Pihak yang Melakukan Implementation Procedures and Parties Conducting
Penilaian KPI Dewan Komisaris KPI Assessment of the Board of Commissioners
Penilaian kinerja Dewan Komisaris dilakukan dengan The evaluation of the Board of Commissioners performance
menggunakan metode self assessment yang dilakukan is carried out using the self-assessment method which
setiap akhir tahun oleh seluruh anggota Dewan is conducted at the end of each year by all members of
Komisaris. Hasil penilaian kinerja Dewan Komisaris the Board of Commissioners. The results of the Board
selanjutnya disampaikan kepada Pemegang Saham of Commissioners' performance evaluation are then
dalam RUPS. submitted to the Shareholders at the GMS.
Kriteria Penilaian KPI Dewan Komisaris Criteria for Assessing KPI of the Board of Commissioners
KPI Dewan Komisaris mencakup antara lain: KPI of the Board of Commissioners includes:
1. RUPS. 1. GMS.
2. Pengawasan Pengelolaan 2. Management Oversight
3. Proses Internal Dewan Komisaris. 3. Internal Process of the Board of Commissioners.
Hasil Penilaian KPI Dewan Komisaris Assessment Results of KPI of the Board of
Commissioners
Tabel Pencapaian KPI Dewan Komisaris Tahun 2019

Table of KPI Achievements of the Board of Commissioners in 2019
Nilai KPI
Bobot KPI Grade
No Perspektif dan Performance Indicator
Weight
Perspective and Performance Indicator Target Realisasi
(%)
Target Realization
1 RUPS 10,00 0,500 0,500

GMS
2 Pengawasan Pengelolaan Perseroan 17,50 0,875 0,740
Supervision of the Company Management
3 Pengawasan Atas Implementasi Rencana dan Kebijakan Perseroan 5,00 0,250 0,250
Supervision of the Implementation of Company Plans and Policies
4 Pengawasan terhadap Pelaksanaan Kebijakan Pengelolaan Perseroan 3,50 0,175 0,175
Profil Perusahaan
Company Profile
Supervision of the Implementation of Company Management Policies

5 Persetujuan Dewan Komisaris Atas Rancangan RJPP dan RKAP yang Disampaikan Direksi dan 31,00 1,550 1,550
Dewan Komisaris Menetapkan Faktor yang Mendukung Pelaksanaan Tugasnya
Board of Commissioners Approval of RJPP and RKAP Drafts submitted by the Board of Directors
and the Board of Commissioners Determines the Factors that Support their Implementation
6 Pemberian Arahan kepada Direksi Atas Implementasi Rencana dan Kebijakan Perseroan 22,50 1,125 1,075
Providing Direction to the Board of Directors on the Implementation of Company Plans and Policies
7 Pemantauan untuk Memastikan Prinsip GCG Telah Diterapkan dengan Efektif dan Berkelanjutan 10,50 0,525 0,525
Monitoring to Ensure GCG Principles Have Been Implemented Effectively and Sustainably
Jumlah / Total 100% 5,00 4,849
Dengan demikian disimpulkan kinerja pengawasan dan This it is concluded that the performance of supervision
pemberian nasihat Dewan Komisaris kepada Direksi dalam and the provision of advice of the Board of Commissioners
mengelola dan mengembangkan Perseroan dalam tahun to the Board of Directors in managing and developing the
2019 telah dilaksanakan dengan sebaik-baiknya. Company in 2019 has been carried out at best.
Sesuai dengan pedoman self assessment kinerja Dewan According to the guidelines for self-assessment of the
Komisaris yang ditetapkan dalam Surat Keputusan Dewan performance of the Board of Commissioners stipulated
Komisaris PT Jasa Marga (Persero) Tbk No. KEP-060/ in the Decree of the Board of Commissioners of PT Jasa
III/2018, diperoleh capaian nilai sebesar 4,849 dari nilai Marga (Persero) Tbk No. KEP-060/III/2018, a score of 4,849
maksimal sebesar 5,0 dengan predikat penilaiannya adalah obtained from a maximum score of 5.0 with is rated "Very
“Sangat Baik”, sebagaimana halnya pencapaian skor hasil Good", while the score of the results of independent
penilaian konsultan independen terhadap penerapan consultant's assessment of GCG implementation in the
GCG di lingkungan Dewan Komisaris tahun 2019 yang Board of Commissioners for 2019 reached a score of
ditargetkan sebesar >95% tercapai dengan capaian skor 98.85% from the targeted > 95%.
sebesar 98,85%.
PENILAIAN KINERJA DEWAN KOMISARIS Assessment of the Board of Commissioners

BERDASARKAN GCG ASSESSMENT Performance Based on GCG Assessment
Selain penilaian berdasarkan KPI, dilakukan juga penilaian In addition to the assessment based on KPI, the Board
kinerja Dewan Komisaris melalui GCG assessment. of Commissioners' performance evaluation was also
Penilaian kinerja Dewan Komisaris melalui GCG assessment carried out based on GCG assessment. The performance
yang telah dilakukan pada tahun 2019 adalah sebagai evaluation of the Board of Commissioners through the
berikut. GCG assessment in 2019 is as follows.
Human Capital
Modal Insani
Prosedur Pelaksanaan GCG Assessment Dewan Procedure for Implementing GCG Assessment of the
Komisaris Board of Commissioners
Prosedur Pelaksanaan GCG assessment terkait Kinerja The procedures for implementing GCG assessment of the
Dewan Komisaris adalah, sebagai berikut. performance of the Board of Commissioners are as follows.
1. Direksi menugaskan tim assessment GCG dalam 1. The Board of Directors assigns the GCG assessment
melaksanakan Self Assessment. team to carry out the Self Assessment.

2. Tim assessment mengkoordinir seluruh unit kerja 2. The Assessment Team coordinates all relevant

terkait termasuk berkoordinasi dengan Dewan work units including coordinating with the Board
Komisaris dalam rangka melaksanakan assessment of Commissioners in order to carry out the GCG
GCG. Assessment.
3. Tim assessment memberikan nilai komposit termasuk 3. The Assessment Team provides composite values
faktor positif dan negatif untuk disampaikan kepada including positive and negative factors to be submitted
Direksi dan kemudian dimintakan persetujuan Dewan to the Board of Directors and then the Board of
Komisaris. Commissioners' approval is sought.
4. Pelaksanaan assessment GCG ini dilaksanakan secara 4. The GCG Assessment is carried out periodically every
periodik setiap tahun. year.

Kriteria, Indikator dan Parameter GCG Assessment Criteria, Indicators and Parameters of the Board of
Dewan Komisaris Commissioners GCG Assessment
Sesuai Surat Keputusan Sekretaris Kementerian BUMN In accordance with the Decree of the Secretary of the
No. SK-16/S.MBU/2012 tanggal 06 Juni 2012, kriteria dan Ministry of SOEs No. SK-16/S.MBU/2012 dated June 6,
dasar penilaian atas penerapan prinsip GCG di lingkungan 2012, the criteria and basis for evaluating the application
Dewan Komisaris tahun 2019, secara garis besar meliputi of GCG principles within the Board of Commissioners
aspek pengujian dan indikator/parameter sebagai berikut. in 2019, in outline covering the testing aspects and
indicators/parameters as follows.

Tabel Urutan Aspek Pengujian Indikator Berdasarkan Bobot Penilaian
Table of Sequence Aspects of Testing Indicators Based on Assessment Weight
Bobot
Aspek Pengujian Indikator dan Parameter
No. Weight
Aspect of Testing Indicators and Parameters
(%)
1 Dewan Komisaris Memberikan Arahan ke Direksi Atas Implementasi Rencana dan Kebijakan Perusahaan (9 9,593
Parameter)
The Board of Commissioners Provides Direction to the Board of Directors on Implementation of Corporate Plans
and Policies (9 Parameters)
2 Dewan Komisaris Melaksanakan Pengawasan terhadap Direksi atas Implementasi Rencana dan Kebijakan 6,479
Perusahaan (6 Parameter)
The Board of Commissioners Oversees the Board of Directors on Implementing Company Plans and Policies (6
Parameters)
3 Dewan Komisaris Menyetujui Atas Usulan Rancangan RJPP dan RKAP (2 Parameter) 2,904
The Board of Commissioners Approves the Proposed RJPP and RKAP Drafts (2 Parameters)
4 Dewan Komisaris memiliki Sekretaris Dewan Komisaris untuk Mendukung Tugas Kesekretariatan Dewan 2,593
Komisaris (4 Parameter)
The Board of Commissioners has Secretary to Support the Board of Commissioners Secretariat Tasks (4
Parameters)
5 Dewan Komisaris Berperan Dalam Pencalonan Anggota Direksi, Menilai Kinerja Direksi (Individu dan Kolegial) dan 2,437
Mengusulkan Tantiem/Insentif Kinerja Sesuai Ketentuan Berlaku (3 Parameter)
The Board of Commissioners Roles in Nominating Members of the Board of Directors, Assessing the
Performance of the Board of Directors (Individual and Collegial) and Proposing Performance Bonus/Incentives in
Accordance with Applicable Conditions (3 Parameters)
6 Dewan Komisaris Memiliki Komite Dewan Komisaris yang Efektif (5 Parameter) 2,437
The Board of Commissioners Has Effective Board of Commissioners Committees (5 Parameters)
7 Dewan Komisaris Melakukan Pembagian Tugas dan Menetapkan Faktor-faktor yang Dibutuhkan untuk 2,127
Mendukung Pelaksanaan Tugas (4 Parameter)
The Board of Commissioners Conducts Division of Tasks and Determines Factors Needed to Support the
Implementation of Duties (4 Parameters)
Bobot
Aspek Pengujian Indikator dan Parameter
No. Weight
Aspect of Testing Indicators and Parameters

(%)
8 Dewan Komisaris Memantau dan Memastikan Bahwa Prinsip GCG Telah Diterapkan Secara Efektif dan 1,659
Berkelanjutan (2 Parameter)
The Board of Commissioners Monitors and Ensures That GCG Principles Are Effectively and Continuously
Implemented (2 Parameters)
9 Dewan Komisaris Melakukan Pengawasan terhadap Pelaksanaan Kebijakan Pengelolaan Anak Perusahaan (2 1,504
parameter)
The Board of Commissioners Oversees the Implementation of Subsidiary Management Policies (2 parameters)
10 Dewan Komisaris Melaksanakan Program Pelatihan (2 Parameter) 1,348
The Board of Commissioners Conducts Training Programs (2 Parameters)
11 Dewan Komisaris Menyelenggarakan Rapat Dewan Komisaris yang Efektif dan Menghadiri Rapat Tersebut Sesuai 1,348
Ketentuan (3 Parameter)
The Board of Commissioners Holds Effective Board of Commissioners Meetings and Attends Such Meetings in
Accordance with the Provisions (3 Parameters)
12 Dewan Komisaris Melakukan Tindakan terhadap Potensi Benturan Kepentingan yang Menyangkut Dirinya (1 0,571
Parameter)
Profil Perusahaan
Company Profile
Board of Commissioners Takes Actions on Potential Conflicts of Interest Concerning Themselves (1 Parameter)
Jumlah / Total 35,000
Pihak Penilai GCG Assessment Dewan Komisaris Assessing Party for the Board of Commissioners
GCG Assessment
Pelaksanaan penilaian penerapan prinsip-prinsip GCG The assessment of the implementation of GCG principles
di lingkungan Dewan Komisaris dan Jasa Marga tahun within the Board of Commissioners and Jasa Marga in 2019
2019 dilakukan secara self assessment yang pelaksanaan was done in self-assessment which its implementation was
dijalankan oleh konsultan independen. carried out by an independent consultant..
Hasil GCG Assessment Dewan Komisaris Tahun Results of Board of Commissioners GCG Assessment
2019 in 2019
Pada 2019, capaian skor penerapan prinsip-prinsip GCG In 2019, the score of the application of GCG principles in
untuk Dewan Komisaris sebesar 34,506 (98,85%) dengan the Board of Commissioners was 34.506 (98.85%) with a
classification of "Very Good".

klasifikasi penilaian “Sangat Baik”.
Tindak Lanjut Rekomendasi GCG Assessment Dewan Follow-up on the Board of Commissioners GCG
Komisaris Tahun 2018 Assessment Recommendations in 2018
Pada 2019, Dewan Komisaris telah melaksanakan In 2019, the Board of Commissioners has implemented
sebagian besar rekomendasi dan saran yang disampaikan most of the recommendations and suggestion submitted
dalam GCG Assessment Dewan Komisaris tahun 2018, di in the Board of Commissioners GCG Assessment in 2018,
antaranya: including:
1. Melengkapi Program Kerja Dewan Komisaris terkait 1. Completing the Board of Commissioners Work Program
pengawasan terhadap pengelolaan Anak Perusahaan. related to supervision of the management of Subsidiaries.
2. Melengkapi Risalah Rapat Komite Nominasi, 2. Completing the Minutes of Meetings of the Nomination,
Remunerasi dan Risiko terkait telaahan dan evaluasi Remuneration and Risk Committee related to the review
atas acara yang diagendakan. and evaluation of the scheduled events.
3. Melengkapi Laporan Triwulanan Komite Nominasi, 3. Completing the Quarterly Report of the Nomination,
Remunerasi dan Risiko terkait rekomendasi atas hasil Remuneration and Risk Committee related to
kegiatan. recommendations on the results of activities.
4. Laporan Triwulanan Komite ditandatangani oleh Ketua 4. The Committee's Quarterly Report is signed by the
Komite dan Anggota Komite dan disampaikan kepada Chairperson of the Committee and Committee
Dewan Komisaris. Members and submitted to the Board of Commissioners.
Human Capital
Modal Insani
PENILAIAN KINERJA DIREKSI DAN DASAR PENILAIANNYA
Performance Assessment of the Board of Directors and the Basis of Assessment
Penilaian terhadap Direksi sesuai dengan Peraturan Assessment of the Board of Directors is done based on
Menteri BUMN No. PER-09/MBU/2012 tentang the Minister of SOEs Regulation No. PER-09/MBU/2012
Perubahan Atas Peraturan Menteri BUMN No. PER-01/ amended by Regulation No. PER-01/MBU/2011 concerning
MBU/2011 tentang Penerapan Tata Kelola Perusahaan the Implementation of Good Corporate Governance

yang Baik (Pasal 12 ayat 10) dan mengacu pada (Article 12 paragraph 10) and also referring to the

Keputusan Sekretaris Kementerian BUMN No. SK-16/S. Decree of Secretary of the Ministry of SOEs No. SK-16/S.
MBU/2012 tanggal 06 Juni 2012 tentang Indikator/ MBU/2012 dated June 6, 2012 on Indicators/Evaluation
Parameter Penilaian dan Evaluasi atas Penerapan Tata and Evaluation Parameters for the Implementation of
Kelola Perusahaan yang Baik pada BUMN, khususnya Good Corporate Governance in SOEs, particularly in the
pada Aspek Pengujian Indikator No. 19 Parameter No. 67 Aspect of Testing Indicator No. 19 Parameter No. 67
yaitu: Dewan Komisaris menilai Direksi dan melaporkan namely: The Board of Commissioners assesses the Board
hasil penilaian tersebut kepada Pemegang Saham Seri A of Directors and reports the results of assessment to the
Dwiwarna. Dwiwarna Series A Shareholder.
Kriteria penilaian mengacu pada unsur persyaratan The assessment criteria refer to the material requirements

materiil bagi anggota Direksi tersebut pada lampiran for the members of the Board of Directors in the

Peraturan Menteri BUMN No. PER-03/MBU/02/2015 attachment to the Minister of SOEs Regulation No. PER-03/
tentang Persyaratan, Tata Cara Pengangkatan dan MBU/02/2015 concerning Requirements, Procedures for
Pemberhentian Anggota Direksi BUMN, yang terdiri dari Appointment and Dismissal of Members of the Board of
faktor kepemimpinan, integritas, dedikasi, pemahaman Directors of SOEs, which consists of leadership, integrity,
terhadap masalah-masalah manajemen perusahaan dedication, understanding of company management
yang berkaitan dengan salah satu fungsi manajemen issues related to one of the management functions and
dan faktor dapat menyediakan waktu yang cukup untuk the factor of able to provide enough time to perform their
melaksanakan tugasnya. duties.
Dalam tahun 2019, atas permintaan Pemegang Saham Seri In 2019, at the request of the Dwiwarna Series A

A Dwiwarna, Dewan Komisaris telah melakukan penilaian Shareholder, the Board of Commissioners assessed the

atas kinerja Direktur Utama Perseroan atas capaian performance of the President Director of the Company on
kinerjanya tahun 2019 dan hasil penilaian tersebut telah the achievements of 2019 and the results of assessment
disampaikan Dewan Komisaris kepada Menteri BUMN were submitted by the Board of Commissioners to the
selaku Pemegang Saham Seri A Dwiwarna pada akhir Minister of SOEs as the Dwiwarna Series A Shareholder at
bulan Desember 2019. the end of December 2019.
Penilaian atas kinerja masing-masing anggota Direksi The Board of Commissioners also evaluated the
lainnya dilakukan oleh Dewan Komisaris melalui evaluasi performance of other members of the Board of Directors
pencapaian skor KPI per Direktorat tersebut pada through evaluating the achievement of KPI scores per
Laporan Manajemen Perusahaan Triwulanan Tahun Directorate in the 2019 Quarterly Corporate Management
2019, yang laporannya disampaikan kepada Dewan Report, the reports that had been submitted to the Board
Komisaris 1 (satu) bulan setelah berakhirnya Triwulan of Commissioners 1 (one) month after the end of the
yang bersangkutan. relevant Quarter.
Kesimpulan atas hasil penilaian selama 1 (satu) tahun The conclusions on the assessment results for 1 (one) fiscal
anggaran disampaikan kepada Pemegang Saham melalui year were submitted to the Shareholders through the
Laporan Pertanggungjawaban Pelaksanaan Pengawasan 2018 Board of Commissioners Supervisory Implementation
Dewan Komisaris Tahun 2018 dalam RUPS Tahunan Tahun Responsibility Report at the 2018 Annual General Meeting
Buku 2018 pada tanggal 06 Mei 2019, dimana beberapa of Shareholders on May 6, 2019, where some Directors
Direksi dinilai dengan skor penilaian baik dan yang lain were assessed with good rating scores and others with
dengan skor penilaian sangat baik. rating scores very good.
PENILAIAN KINERJA KOMITE DI BAWAH DEWAN KOMISARIS DAN

DASAR PENILAIANNYA
Performance Assessment of the Committees Under the Board of Commissioners

and the Basis of the Assessment
Komite-komite di bawah Dewan Komisaris adalah Committees under the Board of Commissioners are the
organ pendukung Dewan Komisaris yang bertugas dan supporting organs of the Board of Commissioners who
bertanggung jawab secara bersama untuk membantu have the duties and responsibility jointly to assist the Board
Dewan Komisaris dalam melakukan fungsi pengawasan of Commissioners in carrying out the supervisory function
dan pemberian nasihat kepada Direksi. Komite pendukung and providing advice to the Board of Directors. The
Dewan Komisaris meliputi Komite Audit dan Komite supporting committees of the Board of Commissioners
Nominasi, Remunerasi dan Risiko. include the Audit Committee and the Nomination,
Remuneration and Risk Committee.
PROSES, DASAR PENILAIAN DAN PIHAK YANG Process, Basis of Assessment and Parties that
MELAKSANAKAN PENILAIAN KOMITE Implement the Committee Assessment
Profil Perusahaan
Company Profile
Proses dan dasar penilaian kinerja Komite Audit dan The process and basis for evaluating the performance of the
Komite Nominasi, Remunerasi dan Risiko tahun 2019 Audit Committee and the Nomination, Remuneration and
yang dilakukan oleh Dewan Komisaris adalah melalui Risk Committee in 2019 by the Board of Commissioners
pemantauan dan evaluasi atas laporan kinerja Komite were done through monitoring and evaluating the
dalam mencapai target-target KPI masing-masing Committees’ performance reports in achieving the
Komite. Laporan Hasil Kinerja Komite per triwulan telah KPI targets of each Committee. Quarterly Committee
diprogramkan dalam agenda-agenda rapat Dewan Performance Reports have been programmed in the 2019
Komisaris Tahun 2019. Laporan Kinerja Komite dibahas Board of Commissioners meeting agendas. Committee
1 (satu) atau 2 (dua) bulan setelah berakhirnya Triwulan Performance Reports were discussed 1 (one) or 2 (two)
yang bersangkutan. months after the end of the relevant Quarter.
Dalam forum rapat Dewan Komisaris, Komite diminta In the Board of Commissioners meeting forums, the
untuk memaparkan Laporan Kinerja Komite Audit dan Audit Committee and Nomination, Remuneration and
Komite Nominasi, Remunerasi dan Risiko per triwulan Risk Committee were asked to present their Quarterly
selama 2019. Dari paparan Komite atas laporan Performance Reports for 2019. From the Committees’
Kinerja Komite per triwulan tersebut, Dewan Komisaris exposure on the quarter performance reports, the Board of
memberikan penilaian atas kinerja Komite. Pada bulan Commissioners provided an assessment of the Committees’
Desember 2019, Komite memaparkan capaian atas KPI performances. In December 2019, the Committees
Tahun 2019 masing-masing Komite, sehingga Dewan presented the achievements of respective Committee's
Komisaris dapat memperoleh gambaran lengkap atas 2019 KPI, so that the Board of Commissioners could get a
kinerja Komite dalam tahun 2019. complete picture of the Committee's performance in 2019.
Selain itu Komite juga diagendakan dalam rapat-rapat In addition, in the Board of Commissioners meetings, the
Dewan Komisaris untuk melaporkan dan memaparkan Committees were also scheduled to report and present the
hasil evaluasi dan kajiannya atas topik-topik yang results of their evaluation and study on subjects assigned
ditugaskan oleh Dewan Komisaris dan hal-hal yang akan by the Board of Commissioners and matters that will be
diberikan sebagai arahan Dewan Komisaris kepada Direksi provided as directives of the Board of Commissioners to the
terkait dengan parameter dan indikator kinerja Dewan Board of Directors regarding parameters and performance
Komisaris sebagaimana diatur dalam Peraturan Menteri indicators of the Board of Commissioners as stipulated in
BUMN tentang Penerapan Tata Kelola Perusahaan yang the Minister of SOE Regulation on the Implementation
Baik dan Surat Keputusan Sekretaris Menteri Negara of Good Corporate Governance and the Decree of the
Kementerian BUMN No. SK-16/S.MBU/2012 tahun Secretary of the Minister of SOEs No. SK-16/S.MBU/2012
2012. Parameter/indikator penilaian adalah: penguatan year 2012. Parameters/indicators of assessment are:
sistem pengendalian intern, manajemen risiko Perseroan, strengthening internal control systems, the Company's risk
sistem teknologi informasi dan komunikasi (TIK), management, information and communication technology
kebijakan pengembangan karir, kebijakan akuntansi dan (ICT) systems, career development policies, accounting
penyusunan laporan keuangan sesuai standar akuntansi policies and preparing financial reports according to
keuangan (SAK), kebijakan pengadaan dan kebijakan financial accounting standards (SAK), procurement policies
mutu dan pelayanan. and quality and service policies.
Human Capital
Modal Insani
Pada akhir tahun 2019, Dewan Komisaris berdasarkan At the end of 2019, the Board of Commissioners based
hasil penilaiannya atas kinerja Komite selama tahun 2019 on its assessment of the Committees’ performances
akan memutuskan tentang penugasan anggota Komite, in 2019 decided on the assignment of the members
yaitu apakah penugasannya akan diperpanjang atau of Committees, i.e. whether the assignment will be
diakhiri sebagaimana yang diatur dalam Surat Keputusan extended or terminated as stipulated in the Decree of
Dewan Komisaris tentang Pengangkatan Anggota Komite the Board of Commissioners regarding the Appointment
Audit dan/atau Anggota Komite Nominasi, Remunerasi of Audit Committee Members and/or Nomination,
dan Risiko. Dalam SK tersebut diatur tentang masa Remuneration and Risk Committee Members. The decree

penugasan Komite, yaitu dengan masa penugasan I regulates the period of the Committees’ assignment,

(pertama) selama 3 (tiga) tahun dan dapat diperpanjang namely the first (1st) assignment for 3 (three) years period
selama 2 (dua) tahun, namun sewaktu-waktu Dewan and can be extended for 2 (two) years, but the Board of
Komisaris dapat memberhentikan dengan alasan yang Commissioners may dismiss them at any time for reasons
dapat dipertanggungjawabkan. that can be accounted for.
HASIL PENILAIAN KINERJA KOMITE DI BAWAH Results of Performance Assessment of the

DEWAN KOMISARIS Committees Under the Board of Commissioners
Dari hasil capaian KPI Kinerja Komite tahun 2019, dapat From the KPI scores earned for the Committees’

disimpulkan sebagai berikut: performances in 2019, it can be concluded as follows:

1. Kinerja Komite Audit Tahun 2019 adalah baik sekali 1. The performance of the Audit Committee in 2019 is
yaitu dengan capaian KPI sebesar 5,46. Pencapaian ini very good, with the achievement of KPI score at 5.46.
melebihi target yang ditetapkan sebesar 5,00. This achievement exceeded the target set at 5.00.
2. Kinerja Komite Nominasi, Remunerasi dan Risiko Tahun 2. The performance of the Nomination, Remuneration
2018 adalah baik yaitu dengan capaian KPI sebesar and Risk Committee in 2018 is good, with the
88. Angka ini meningkat dibanding tahun 2018 yang achievement of KPI score at 88. This score increased
mencapai 85. from 85 in 2018.
Penjelasan mengenai Komite di bawah Dewan Komisaris Description about the Committees under the Board of

dan laporan masing-masing Komite dibahas tersendiri Commissioners and the reports of each Committee are

dan dapat dilihat di Organ dan Komite di Bawah Dewan discussed separately and can be seen in Organs and
Komisaris pada Bab Tata Kelola Perusahaan dalam Laporan Committees under the Board of Commissioners in the
Tahunan ini. Corporate Governance Chapter in this Annual Report.
PENGUNDURAN DIRI DAN/ATAU PEMBERHENTIAN DEWAN KOMISARIS

Resign and/or Termination of the Board of Commissioners
Anggota Dewan Komisaris sewaktu-waktu berhak dan/ Members of the Board of Commissioners may at any
atau dapat mengundurkan diri atau diberhentikan dengan time have the right and/or can resign or be dismissed
alasan sesuai dengan Ketentuan Peraturan perundang- on the grounds in accordance with the provisions of the
undangan yang berlaku dan/atau seperti yang telah diatur prevailing laws and/or as stipulated in the Company's
dalam Board Manual Perseroan. Board Manual.
A. Alasan Pemberhentian A. Reasons for Termination
a. Tidak dapat menjalankan tugasnya dengan baik. a. Not able to carry out their duties properly.
b. Melanggar ketentuan Anggaran Dasar dan/atau b. Violating the provisions of the Articles of Association
peraturan perundangan. and/or laws and regulations.
c. Terlibat dalam tindakan yang merugikan Perusahaan c. Involving in actions that are detrimental to the
dan/atau negara. Company and/or the country.
atau kepatutan yang seharusnya dihormati sebagai that should be respected as Members of the Board of
Anggota Dewan Komisaris. Commissioners.
e. Dinyatakan bersalah dengan putusan pengadilan yang e. Being found guilty at court verdict that has permanent
f. Mengundurkan diri. f. Resign.

g. Corporate restructuring.
g. Restrukturisasi perusahaan.
h. Memasuki masa usia pensiun (bagi Aparatur Sipil h. Entering retirement age (for State Civil Apparatuses
Negara yang menerima penugasan dari Kementerian assigned by the Technical Ministry or other Government
Teknis atau Instansi Pemerintah lainnya. Agencies).
B. Tata Cara Pemberhentian B. Procedures for Termination
a. Pemegang Saham Seri A Dwiwarna selaku pemegang a. Dwiwarna A Series Shareholder as the controlling
saham mayoritas Perseroan melalui Deputi yang shareholder of the Company through the relevant
terkait berkoordinasi dengan Sekretaris Kementerian Deputy in coordination with the Secretary of the
BUMN melakukan evaluasi terhadap anggota Dewan Ministry of SOEs conducts an evaluation of the members
Komisaris yang akan diberhentikan. of the Board of Commissioners to be dismissed.
b. Hasil evaluasi disampaikan kepada Menteri BUMN b. The evaluation results are submitted to the Minister of
untuk mendapatkan penetapan. SOEs to obtain a determination.
Profil Perusahaan
Company Profile
c. Jika ditetapkan untuk diberhentikan, Deputi yang c. If it is determined to be dismissed, the appointed
ditunjuk untuk mewakili Menteri BUMN menyiapkan Deputy will represent the Minister of SOEs to prepare
surat usulan pemberhentian kepada RUPS Perseroan a letter of dismissal to be submitted to the GMS of the
untuk mendapatkan keputusan penetapannya. Company to obtain its decision.
d. Menteri BUMN dapat memberhentikan anggota d. The Minister of SOEs may dismiss members of the Board
Dewan Komisaris berdasar-kan hasil evaluasi Menteri of Commissioners based on the evaluation results of the
sendiri dan dapat meminta pertimbangan Deputi yang Minister him/herself or asking for the consideration of
terkait dan Sekretaris Kementerian BUMN. relevant Deputy and Secretary of the Ministry of SOEs.
e. Menteri BUMN secara lisan atau tertulis memberitahukan e. The Minister SOEs orally or in writing notifies first to
terlebih dahulu kepada anggota Dewan Komisaris yang members of the Board of Commissioners who are
rencananya akan diberhentikan sebelum berakhirnya planned to be dismissed before the end of their term
masa jabatannya. of office.
f. Dalam hal Menteri BUMN tidak melakukan sendiri, f. In the event that the Minister SOEs does not do it him/
maka pemberitahuan rencana pemberhentian tersebut herself, the notification of the dismissal plan can be
dapat dikuasakan kepada Deputi terkait dan/atau authorized to the relevant Deputy and/or assigns the
menugasi Sekretaris dan/atau Deputi yang terkait. Secretary.
g. Keputusan pemberhentian karena alasan sebagaimana g. The dismissal decision for the reasons stated in points
tersebut pada butir A. huruf a, b, c, d diambil setelah A. letters a, b, c, d are taken after the member/s of
anggota Dewan Komisaris yang bersangkutan diberi the Board of Commissioners concerned is/are given the
kesempatan membela diri. opportunity to defend themselves.
h. Pembelaan diri dilakukan dalam forum RUPS, dan h. Self-defense is carried out in the GMS forum, following
mengikuti ketentuan Pasal 114 Undang-Undang No. the provisions of Article 114 of Law No. 40 of 2007
40 Tahun 2007 tentang Perseroan Terbatas. concerning Limited Liability Companies.
i. Dalam hal pemberitahuan pemberhentian anggota i. In the event that the notice of dismissal of a member of
Dewan Komisaris dilakukan diluar forum RUPS, maka the Board of Commissioners is done outside the GMS
pembelaan diri dapat diberikan langsung pada saat forum, then self-defense can be given directly at the
pemberitahuan oleh Menteri BUMN. time of notification by the Minister of SOEs.
j. Dalam hal anggota Dewan Komisaris yang j. In the event that a dismissed member of the Board of
diberhentikan telah melakukan pembelaan diri, atau Commissioners has defended him/herself, or expressed
menyatakan keberatan atau tidak berkeberatan atas objection to the dismissal plan when notified, then his/
rencana pemberhentiannya pada saat diberitahukan, her rights according to the provisions of the law have
maka haknya sesuai ketentuan perundangan telah been fulfilled.
terpenuhi.
k. Di samping alasan pemberhentian Anggota Dewan k. In addition to the reasons for the dismissal of the
Komisaris, Anggota Dewan Komisaris dapat Members of the Board of Commissioners, the Members
diberhentikan oleh RUPS berdasarkan alasan lainnya of the Board of Commissioners may be dismissed by
yang dinilai tepat oleh RUPS demi kepentingan dan the GMS based on other reasons deemed appropriate
tujuan Perseroan. by the GMS for the interests and objectives of the
Company.
Human Capital
Modal Insani
l. Penetapan pemberhentian anggota Dewan Komisaris l. Determination of dismissal of members of the Board of
dilakukan dengan Keputusan RUPS. Commissioners is done by a GMS decision.
m. Selama proses pemberhentian berlangsung, maka m. During the dismissal process, the said members of the
anggota Dewan Komisaris yang bersangkutan wajib Board of Commissioners must continue to carry out
tetap melaksanakan tugasnya sebagaimana mestinya. their duties accordingly.
C. Pengunduran Diri Anggota Dewan Komisaris C. Resignation of Members of the Board of

Commissioners

1. Seorang Anggota Dewan Komisaris berhak 1. A Member of the Board of Commissioners has the
mengundurkan diri dari jabatannya sebelum masa right to resign from his position before his tenure
jabatannya berakhir dengan memberitahukan secara ends by notifying the intention to the Company in
tertulis mengenai maksudnya tersebut kepada Perseroan. writing.
2. Perseroan wajib menyelenggarakan RUPS untuk 2. The Company is required to hold a GMS to decide
memutuskan permohonan pengunduran diri anggota on the resignation of members of the Board of
Dewan Komisaris dalam jangka waktu paling lambat Commissioners no later than 90 (ninety) days after the
90 (sembilan puluh) hari setelah diterimanya surat resignation letter is received.
pengunduran diri.
3. The Company is required to disclose information to

3. Perusahaan wajib melakukan keterbukaan informasi

kepada masyarakat dan menyampaikan kepada OJK the public and submit it to FSA/OJK no later than 2
paling lambat 2 (dua) hari kerja setelah diterimanya (two) working days after receipt of the application
permohonan pengunduran diri Anggota Dewan for resignation of the Members of the Board of
Komisaris sebagaimana dimaksud dalam angka 1 Commissioners as referred to in number 1 and the
ini dan hasil penyelenggaraan RUPS sebagaimana results of the GMS as referred to in number 2.
dimaksud dalam angka 2.
4. Sebelum pengunduran diri berlaku efektif, Anggota 4. Before the resignation is effective, the Member of
Dewan Komisaris yang bersangkutan tetap the Board of Commissioners concerned is still obliged
berkewajiban menyelesaikan tugas dan tanggung to complete his/her duties and responsibilities in
jawabnya sesuai dengan Anggaran Dasar ini dan accordance with this Articles of Association and
peraturan perundangan yang berlaku. applicable laws and regulations.

5. Terhadap Anggota Dewan Komisaris yang mengundurkan 5. The resigning Members of the Board of Commissioners
diri sebagaimana tersebut di atas tetap dapat dimintakan can still be held accountable as Members of the Board
pertanggungjawabannya sebagai Anggota Dewan of Commissioners since the appointment until the date
Komisaris sejak pengangkatan yang bersangkutan hingga of his/her resignation affirmed at the GMS.
tanggal disetujuinya pengunduran dirinya dalam RUPS.
6. Pembebasan tanggung jawab Anggota Dewan 6. Releasing the responsibility of the member of the Board
Komisaris yang mengundurkan diri diberikan setelah of Commissioners who has resigned is given after the
RUPS Tahunan membebaskannya. Annual GMS releases him/her.
7. Dalam hal anggota Dewan Komisaris mengundurkan 7. In the event that the resignation of a member of
diri sehingga mengakibatkan jumlah Anggota Dewan the Board of Commissioners causes the number of
Komisaris menjadi kurang dari 3 (tiga) orang, maka Members of the Board of Commissioners to be less
pengunduran diri tersebut sah apabila telah ditetapkan than 3 (three) people, the resignation is valid if it has
oleh RUPS dan telah diangkat Anggota Dewan been determined by the GMS and a new Member
Komisaris yang baru, sehingga memenuhi persyaratan of the Board of Commissioners has been appointed,
minimal jumlah Anggota Dewan Komisaris. so that it meets the minimum requirements for the
number of Members of the Board of Commissioners.
DIREKSI
Board of Directors
Direksi merupakan organ Perusahaan yang bertugas dan The Board of Directors is a Company organ with collegial
bertanggung jawab secara kolegial untuk melakukan tasks and responsibilities in managing the Company and
pengelolaan Perseroan serta melaksanakan GCG pada implementing GCG at all levels of the organization. In
seluruh tingkatan atau jenjang organisasi. Dalam performing its duties, the Board of Directors is responsible
melaksanakan tugasnya, Direksi bertanggung jawab to the GMS. The responsibility of the Board of Directors
kepada RUPS. Pertanggungjawaban Direksi kepada to the GMS is a manifestation of the accountability of the
RUPS merupakan perwujudan akuntabilitas pengelolaan management of the Company in accordance with the
Perseroan sesuai dengan prinsip-prinsip GCG. principles of GCG.
Para anggota Direksi diangkat dan diberhentikan oleh The members of the Board of Directors are appointed and
Rapat Umum Pemegang Saham (RUPS). Dalam RUPS dismissed by the General Meeting of Shareholders (GMS).
tersebut harus dihadiri oleh Pemegang Saham Seri A The GMS must be attended by the Dwiwarna Series A
Dwiwarna dan keputusan RUPS tersebut disetujui oleh Shareholder and its decision is approved by the Dwiwarna
Pemegang Saham Seri A Dwiwarna. Series A Shareholder.
REFERENSI PERATURAN
Profil Perusahaan
Company Profile
Regulatory References
Berdasarkan Undang-undang No. 40 tahun 2007 Based on Law No. 40 of 2007 pertaining Limited Liability
tentang Perseroan Terbatas dan Peraturan Otoritas Companies and Financial Services Authority Regulation No.
Jasa Keuangan No. 33/POJK.04/2014 tentang Direksi 33/POJK.04/2014 concerning the Board of Directors and
dan Dewan Komisaris Emiten atau Perusahaan Publik, Board of Commissioners of Listed or Public Companies,
the Board of Directors has full authority and responsibility
Direksi berwenang dan bertanggung jawab penuh atas

Perusahaan serta mewakili Perusahaan, baik di dalam for the Company and represent the Company, both inside
maupun di luar pengadilan sesuai dengan ketentuan and outside the court in accordance with the provisions of
anggaran dasar. the articles of association.
TUGAS DAN TANGGUNG JAWAB DIREKSI

Duties and Responsibilities of the Board of Directors
Direksi menjalankan tugas pelaksanaan pengurusan The Board of Directors performs the tasks in managing the
Perseroan untuk kepentingan dan tujuan Perseroan serta Company for the interests and objectives of the Company
mewakili Perseroan baik di dalam maupun di luar pengadilan and represents the Company both inside and outside the
sebagai amanat dari Pemegang Saham yang ditetapkan court as a mandate from the Shareholders determined
dalam RUPS. Direksi mempertanggungjawabkan in the GMS. The Board of Directors is responsible in
pelaksanaan tugasnya kepada pemegang saham melalui performing its duties to the shareholders through the
RUPS. Direksi senantiasa menindaklanjuti temuan audit GMS. The Board of Directors always follows up on audit
dan rekomendasi hasil pemeriksaan auditor internal findings and recommendations on the results of internal
yang dilakukan oleh Unit Internal Audit maupun auditor audits conducted by the Internal Audit Unit and external
eksternal. auditors.
Tugas pokok Direksi adalah: The main duties of the Board of Directors are:
1. Memimpin dan mengurus Perseroan sesuai dengan 1. Leading and managing the Company in accordance
maksud dan tujuan Perseroan dan senantiasa berusaha with the aims and objectives of the Company and
meningkatkan efisiensi dan efektivitas Perseroan. always strive to improve the efficiency and effectiveness
of the Company.
2. Menguasai, memelihara, dan mengurus kekayaan 2. Controlling, maintaining and managing the Company’s
Perseroan. assets.
Dalam melaksanakan tugas pokoknya, Direksi: In carrying out its main duties, the Board of Directors:
1. Tunduk pada ketentuan peraturan perundang- 1. 1. Subject to the provisions of the applicable laws and
undangan yang berlaku, Anggaran Dasar Perseroan regulations, the Company’s Articles of Association and
dan keputusan RUPS. the resolutions of GMS.
Human Capital
Modal Insani
2. Memperhatikan kepentingan Perseroan sesuai dengan 2. Pays attention to the interests of the Company in
maksud dan tujuan Perseroan serta tidak dimaksudkan accordance with the aims and objectives of the
untuk kepentingan pihak dan golongan tertentu. Company instead of the interests of certain parties and
groups.
3. Beritikad baik, berintegritas, profesional, penuh kehati- 3. Has good faith, integrity, professionalism, being
hatian, dan bertanggung jawab serta menerapkan prudent, and responsible and consistently implements
prinsip-prinsip GCG secara konsisten. the principles of GCG.
4. Menjaga kerahasiaan data dan/atau informasi 4. Maintains the confidentiality of the Company’s data

Perseroan. and/or information.
Prinsip dasar dalam melaksanakan tugas Direksi adalah The basic principles in performing the duties of the Board
sebagai berikut: of Directors are as follows:
1. Bertanggung jawab penuh dalam melaksanakan 1. Taking full responsibility in carrying out its duties for
tugasnya untuk kepentingan dan usaha Perseroan the interests and efforts of the Company in achieving
dalam mencapai maksud dan tujuannya. its goals and objectives.
2. Dalam setiap pengambilan keputusan/tindakan harus 2. In every decision-making/action must consider business
mempertimbangkan risiko usaha. risk.
3. Setiap anggota Direksi bertanggung jawab penuh 3. Each member of the Board of Directors is fully

secara tanggung renteng atas kerugian Perseroan yang responsible for the Company’s losses caused by errors
disebabkan oleh kesalahan atau kelalaian anggota or negligence of the members of the Board of Directors
Direksi dalam menjalankan tugasnya. in performing their duties.
4. Anggota Direksi tidak dapat dipertanggungjawabkan 4. Members of the Board of Directors cannot be held
atas kerugian Perseroan, apabila yang bersangkutan responsible for losses of the Company, if those
dapat membuktikan bahwa: concerned can prove that:
a. Kerugian tersebut bukan karena kesalahan atau a. The loss is not due to an error or negligence.
kelalaiannya.
b. Telah melakukan pengurusan dengan itikad baik b. Has made arrangements in good faith and
dan kehati-hatian untuk kepentingan dan sesuai prudence for the interests and in accordance with

dengan maksud dan tujuan Perseroan. the aims and objectives of the Company.

c. Tidak mempunyai benturan kepentingan baik c. Do not have a conflict of interest either directly or
langsung maupun tidak langsung atas tindakan indirectly for the management actions that result
pengurusan yang mengakibatkan kerugian, dan losses, and
d. Telah mengambil tindakan untuk mencegah d. Have taken action to prevent the loss continuing.
berlanjutnya kerugian tersebut.
Dalam mengurus Perseroan Direksi wajib melaksanakan: In managing the Company, the Board of Directors must
implement:
1. Tugas terkait Pemegang Saham/RUPS 1. Tasks related to Shareholders/GMS
a. Memberikan pertanggungjawaban dan segala a. Providing accountability and all information
keterangan tentang keadaan dan jalannya regarding the condition and course of the
Perseroan berupa Laporan Tahunan termasuk Company in the form of Annual Reports including
Laporan Keuangan. Financial Statements.
b. Memberikan laporan berkala menurut cara dan b. Providing periodic reports according to the manner
waktu sesuai dengan ketentuan perundang- and time in accordance with statutory provisions
undangan serta laporan lainnya. and other reports.
c. Menyampaikan Laporan Tahunan kepada OJK c. Submitting an Annual Report to the FSA no later
selambat-lambatnya bulan ke-4 (empat) sejak than the 4th (fourth) month after the fiscal year
tahun buku berakhir. ends.
d. Menyediakan Laporan Tahunan sejak tanggal d. Providing an Annual Report from the date of
dilakukannya pemanggilan RUPS sampai dengan GMS invitation to the holding of the Annual
penyelenggaraan RUPS Tahunan. GMS.
e. Memanggil dan menyelenggarakan RUPS Tahunan e. Invites and holds an Annual GMS and/or
dan/atau RUPS Luar Biasa menurut cara dan waktu Extraordinary GMS according to the manner and
sesuai dengan ketentuan perundang-undangan. time in accordance with statutory provisions.
f. Menyelenggarakan RUPS Tahunan selambat- f. Organizing the Annual GMS at the latest 6 (six)
lambatnya 6 (enam) bulan setelah tahun buku months after the closing of the Company’s fiscal
Perseroan ditutup. year.

g. Menyampaikan Laporan Keuangan, laporan g. Delivering Financial Statements, other periodic
berkala lainnya kepada Pemegang Saham reports to Shareholders according to the

menurut cara dan waktu sesuai dengan ketentuan method and time in accordance with statutory
perundang-undangan. provisions.
h. Memberikan pertanggungjawaban dan segala h. Providing accountability and all information
keterangan tentang pelaksanaan Program regarding the implementation of the Partnership
Kemitraan dan Bina Lingkungan (PKBL) kepada and Community Development Program (PKBL) to
Pemegang Saham. Shareholders.
i. Wajib memberitahukan perubahan dalam i. Obligation to notify changes in the event of
hal terjadi pengangkatan, penggantian, dan appointment, replacement and dismissal of
pemberhentian anggota Dewan Komisaris dan members of the Board of Commissioners and
Direksi kepada Menteri BUMN. Directors to the Minister of SOEs.
2. Tugas terkait Strategi dan Rencana Kerja 2. Tasks related to Strategy and Work Plan
a. Merumuskan, menetapkan dan mengkaji visi, a. Formulating, determining and reviewing the vision,
Profil Perusahaan
Company Profile
misi, strategi dan nilai-nilai Perusahaan untuk mission, strategy and values of the Company to
dikomunikasikan dan disetujui Dewan Komisaris; be communicated and approved by the Board of
sekurang-kurangnya dalam 5 (lima) tahun terakhir. Commissioners; at least in the last 5 (five) years.
b. Mengusahakan dan menjamin terlaksananya b. Striving and guaranteeing the implementation
usaha dan kegiatan Perseroan sesuai dengan of the Company’s business and activities in
maksud dan tujuan serta kegiatan usaha. accordance with the aims and objectives of the
c. Menyiapkan pada waktunya RJPP/rencana Company as well as business activities.

pengembangan Perseroan yang merupakan c. Preparing in time RJPP/the Company’s development
rencana strategis yang memuat sasaran dan plan which is a strategic plan that contains the
tujuan Perseroan yang hendak dicapai dalam goals and objectives of the Company to be
jangka waktu 5 (lima) tahun termasuk rencana- achieved within a period of 5 (five) years including
rencana lainnya yang berhubungan dengan other plans related to the implementation of the
pelaksanaan usaha dan kegiatan Perseroan dan Company’s business and activities and submit
menyampaikannya kepada Dewan Komisaris them to the Board of Commissioners for get
guna mendapatkan pengesahan. authorization.
d. Menyiapkan pada waktunya Rencana Kerja dan d. Preparing in time the Company Work Plan and
Anggaran Perusahaan (RKAP) selambatnya 60 Budget (RKAP) no later than 60 (sixty) days before
(enam puluh) hari sebelum tahun buku dimulai the fiscal year begins and submits it to the Board
dan menyampaikannya kepada Dewan Komisaris of Commissioners for approval at the Board of
untuk dimintakan pengesahannya kepada rapat Commissioners meeting.
Dewan Komisaris.
e. Mengupayakan pencapaian sasaran jangka e. Striving for the achievement of long-term goals and
panjang dan target jangka pendek sebagaimana short-term targets as set out in the RJPP and RKAP
yang tertuang dalam RJPP dan RKAP dengan by setting performance targets that are derived per
menetapkan target kinerja yang diturunkan per directorate and structural position according to the
direktorat dan jabatan struktural sesuai struktur Company’s organizational structure.
organisasi Perseroan.
3. Tugas terkait Manajemen Risiko 3. Tasks related to Risk Management
a. Menyusun dan menetapkan kebijakan manajemen a. Arranging and setting risk management policies.
risiko.
b. Membangun dan melaksanakan program b. Building and implementing an integrated corporate
manajemen risiko korporasi secara terpadu yang risk management program that is part of the
merupakan bagian dari pelaksanaan program implementation of the GCG program.
GCG.
c. Melakukan evaluasi dan arahan strategi c. Evaluating and directing the risk management
manajemen risiko yang diterapkan di Perseroan. strategy implemented in the Company.
Human Capital
Modal Insani
4. Tugas terkait Pengendalian Internal 4. Tasks related to Internal Control
a. Menetapkan dan menerapkan kebijakan tentang a. Determining and implementing effective Internal
Sistem Pengendalian Internal yang efektif untuk Control System policy to secure investments,
mengamankan investasi, kegiatan usaha dan aset business activities and Company’s assets.
Perseroan.
b. Melakukan evaluasi atas pelaksanaan Sistem b. Evaluating the implementation of the Internal
Pengendalian Internal. Control System.

5. Tugas terkait Sistem Akuntansi dan Pembukuan 5. Tasks related to Accounting and Bookkeeping Systems

a. Menyusun sistem akuntansi sesuai Standar a. Arranging accounting system according to Financial
Akuntansi Keuangan dan berdasarkan prinsip- Accounting Standards and based on the principles
prinsip pengendalian internal, terutama pemisahan of internal control, especially the separation of
fungsi pengurusan, pencatatan, penyimpanan, management, recording, storage and supervision
dan pengawasan. functions.
b. Mengadakan dan memelihara pembukuan dan b. Organizing and maintaining bookkeeping and
administrasi Perusahaan untuk menghasilkan administration of the Company to produce an
penyelenggaraan pembukuan yang tertib, orderly bookkeeping operation, adequate working
kecukupan modal kerja dengan biaya modal capital with an efficient capital cost, a good and
yang efisien, struktur neraca yang baik dan sturdy balance sheet structure, timely and accurate

kokoh, penyajian laporan dan analisa keuangan presentation of reports and financial analysis,

tepat waktu dan akurat serta prinsip-prinsip lain and other principles in accordance with normal
sesuai dengan kelaziman yang berlaku bagi suatu practices apply to a Company.
Perseroan.
6. Tugas terkait Sumber Daya Manusia 6. Tasks related to Human Resources
a. Menyiapkan susunan organisasi Perseroan lengkap a. Preparing the Company’s organizational structure
dengan perincian tugasnya. complete with details of its tasks.
b. Mengatur ketentuan-ketentuan tentang b. Regulating the provisions concerning the
kepegawaian Perseroan (perencanaan, rekrutmen, Company’s staffing (planning, recruitment,
promosi, mutasi, rotasi, evaluasi kepegawaian) promotion, transfer, rotation, staffing evaluation),
termasuk penetapan gaji, pensiun, atau jaminan including the determination of salaries, pensions,

hari tua dan penghasilan lain bagi para pegawai or old age benefits and other income for employees

Perseroan berdasarkan peraturan perundang- of the Company based on statutory regulations.
undangan.
c. Mengangkat dan memberhentikan pegawai c. Appointing and dismissing Company’s employees
Perseroan berdasarkan peraturan kepegawaian based on the Company’s staffing regulations and
Perseroan dan peraturan perundang-undangan. legislation.
d. Memastikan penempatan pegawai sesuai dengan d. Ensuring the placement of employees in accordance
kompetensi dan kriteria jabatan yang telah with the competencies and job criteria set by the
ditetapkan Perseroan. Company.
e. Memastikan pelaksanaan pendidikan dan pelatihan e. Ensuring the implementation of employee
pegawai sesuai dengan kebutuhan jabatan. education and training in accordance with the
needs of the position.
f. Melaksanakan evaluasi atas ketentuan-ketentuan f. Evaluating the provisions in staffing and
kepegawaian dan kinerja unit kerja, jabatan performance of work units with positions are
berdasarkan kriteria yang ditetapkan secara assigned objectively and transparently.
obyektif dan transparan.
7. Tugas terkait Teknologi Informasi 7. Tasks related to Information Technology
a. Menetapkan dan menerapkan master plan Tata a. Establishing and implementing Information
Kelola Teknologi Informasi untuk jangka waktu 5 Technology Governance master plan for a period
(lima) tahun dan detail/penjabaran lebih lanjut dari of 5 (five) years and further detail/elaboration of
master plan sesuai kebutuhan Perseroan. the master plan according to the needs of the
Company.
b. Melakukan evaluasi atas pelaksanaan master plan b. Evaluating the implementation of master plan
secara berkala untuk mengetahui pencapaiannya periodically to find out its achievements, including
termasuk jika diperlukan melakukan penyesuaian if necessary making adjustments to the current
dengan perkembangan teknologi informasi yang development of information technology.
sedang berkembang.
8. Tugas terkait Pengadaan Barang dan Jasa Serta 8. Tasks related to the Procurement of Goods and Services
Peningkatan Mutu dan Pelayanan as well as Quality and Service Improvement
i. Menyusun dan melaksanakan kebijakan a. Arranging and implementing policies for the
pengadaan barang dan jasa serta peningkatan procurement of goods and services as well as
mutu dan pelayanan. improving quality and services.

j. Memastikan pelaksanaan pengadaan barang b. Ensuring the procurement of goods and services
dan jasa serta mutu produk dan pelayanan as well as the quality of products and services in
sesuai dengan ketentuan yang telah ditetapkan accordance with the provisions set by the Company
Perseroan dan peraturan perundang-undangan and applicable laws and regulations.
yang berlaku.
9. Tugas terkait Penerapan Good Corporate Governance 9. Tasks related to the Implementation of Good Corporate
Governance
j. Memastikan dan mengembangkan penerapan a. Ensuring and developing the application of Good
Pedoman Good Corporate Governance beserta Corporate Governance Guidelines along with other
kebijakan pendukung lainnya. supporting policies.
k. Menunjuk salah seorang anggota Direksi untuk b. Appointing a member of the Board of Directors to
bertanggung jawab terhadap implementasi GCG be responsible for the implementation of GCG in
Profil Perusahaan
Company Profile
di Perseroan. the Company.

10. Tugas Terkait Penyampaian Informasi, Dokumen 10. Tasks related to Submission of Information, Company
Perseroan dan Pelaporan Documents and Reporting
k. Memastikan informasi mengenai Perseroan dapat a. Ensuring that information about the Company can
diperoleh Dewan Komisaris secara tepat waktu, be obtained by the Board of Commissioners in a
terukur dan lengkap. timely, measurable and complete manner.
l. Melaporkan informasi penting dalam Laporan b. Reporting important information in the Annual
Tahunan dan Laporan Keuangan kepada OJK dan Report and Financial Statements to FSA/OJK
mengungkapkan Laporan Tahunan dan Keuangan and disclosing the Annual Reports and Financial
pihak lain, sesuai peraturan perundang-undangan Statements of other parties, in accordance with
yang berlaku secara tepat waktu, akurat, jelas dan applicable laws in a timely, accurate, clear and
obyektif. objective manner.
m. Membuat, menyimpan dan memelihara di c. Making, storing and maintaining in the Company’s
tempat kedudukan Perseroan, antara lain Daftar domicile, the Register of Shareholders, Special
Pemegang Saham, Daftar Khusus, Risalah RUPS, Register, Minutes of GMS, Minutes of Meetings
Risalah Rapat Dewan Komisaris dan Risalah Rapat of the Board of Commissioners and Minutes of
Direksi, Laporan Tahunan dan dokumen keuangan Meetings of the Board of Directors, Annual Reports
Perseroan serta dokumen Perusahaan lainnya. and Company financial documents and other
Company documents.
n. Melaporkan kepada Perseroan (Corporate d. Reporting to the Company (Corporate Secretary)
Secretary) mengenai kepemilikan sahamnya dan/ regarding their and/or their families ownership
atau keluarganya pada Perseroan dan Perusahaan of shares in the Company and other companies,
lain, termasuk setiap perubahannya untuk dicatat including any changes to be recorded in the Special
dalam Daftar Khusus sesuai dengan peraturan Register in accordance with applicable laws and
perundangan yang berlaku. regulations.
o. Menyampaikan laporan harta kekayaan sesuai dengan e. Submitting report of wealth in accordance with the
ketentuan perundang-undangan yang berlaku. applicable laws and regulations.
11. Tugas Terkait Anak Perusahaan 11. Tasks related to Subsidiaries

Menetapkan Prosedur Pengangkatan anggota Direksi Establishing procedures for the appointment of
dan Dewan Komisaris Anak Perusahaan, sebagai members of the Board of Directors and Board of
berikut: Commissioners of subsidiaries, as follows:
a. Direksi membentuk Tim Evaluasi calon anggota a. The Board of Directors forms an Evaluation Team
Direksi dan Komisaris Anak Perusahaan yang for prospective members of the Board of Directors
diketuai oleh Direktur SDM dan Umum. and Board of Commissioners of the Subsidiaries,
which is chaired by the Director of Human
Resources and General Affairs.
b. Tim Evaluasi menunjuk tenaga ahli atau Lembaga b. The Evaluation Team appoints experts or
Profesional untuk melakukan penilaian (jika Professional Institutions to assess (if needed)
diperlukan), melakukan penjaringan calon yang and conduct a selection of candidates that will
Human Capital
Modal Insani
menghasilkan daftar bakal calon (long list) yang produce a list of prospective candidates (long list)
terdiri dari 5 (lima) bakal calon untuk masing- consisting of 5 (five) prospective candidates for
masing jabatan anggota Direksi dan 3 (tiga) kali vacant positions in the Board of Directors and 3
lipat jumlah jabatan Komisaris yang lowong untuk (three) times the number of vacant positions for
jabatan Komisaris dan kemudian diserahkan Commissioner candidates and then submitted
kepada Direksi Perseroan untuk memperoleh to the Board of Directors of the Company for
persetujuannya. approval.
c. Tim Evaluasi melakukan penilaian terhadap calon- c. The Evaluation Team evaluates the candidates in

the list who have been approved by the Board of

calon yang masuk dalam daftar bakal calon yang
telah disetujui Direksi Perseroan. Directors of the Company.
d. Hasil penilaian Tim Evaluasi ditetapkan dalam d. The evaluation results a short list of candidates
daftar calon (short list) yang terdiri dari 3 (tiga) consisting of 3 (three) people for each vacant
orang untuk masing-masing jabatan anggota position in the Board of Directors with the best
Direksi dengan peringkat nilai terbaik dan terdiri rating and 2 (two) times vacant positions in the
dari 2 (dua) kali lipat jabatan Dewan Komisaris Board of Commissioners with the best rating.
yang lowong dengan peringkat nilai terbaik. e. In the case that the assessment is carried out by
e. Dalam hal penilaian dilakukan oleh ahli atau an expert or designated professional institution,
lembaga profesional yang ditunjuk, Tim Evaluasi the Evaluation Team evaluates based on the results
mengevaluasi berdasarkan hasil penilaian oleh ahli of the assessment by the expert or professional

institution.

atau lembaga profesional.
f. Tim Evaluasi menyampaikan daftar calon (short f. The Evaluation Team submits the list of candidates
list) tersebut kepada Direksi Perseroan untuk (short list) to the Directors of the Company for
penetapan calon anggota Direksi/Dewan Komisaris determination of prospective members of the Board
Anak Perusahaan terpilih. of Directors/of Commissioners of the Subsidiaries.
g. Direksi melakukan evaluasi akhir atas hasil penilaian g. The Board of Directors conducts a final evaluation
untuk menetapkan masing-masing 1 (satu) Calon of the results of the assessment to determine
anggota Direksi dan Calon Dewan Komisaris each 1 (one) prospective member for each vacant
terpilih untuk masing-masing jabatan anggota position of the Board of Directors and the Board of
Direksi dan Dewan Komisaris Anak Perusahaan. Commissioners of the Subsidiaries.
h. The Board of Directors submits the candidates

h. Direksi menyampaikan calon anggota Direksi
dan calon Dewan Komisaris Anak Perusahaan for the Board of Directors and the Board of

terpilih kepada Dewan Komisaris Perseroan Commissioners of the Subsidiaries to the Board
disertai penjelasan mengenai proses penjaringan, of Commissioners of the Company accompanied
proses penilaian dan proses penetapan calon by an explanation of the selection process, the
anggota Direksi dan calon Dewan Komisaris Anak assessment process and the process of determining
Perusahaan terpilih, selambatnya 30 (tiga puluh) the candidates no later than 30 (thirty) days before
hari sebelum Rapat Dewan Komisaris Perseroan the Company’s Board of Commissioners meeting
dilaksanakan. is held.
12. Tugas terkait Hubungan Masyarakat dan Stakeholders 12. Tasks related to Relations to Public and Other
Lainnya Stakeholders
a. Memastikan Perseroan melakukan tanggung a. Ensuring that the Company carries out its social
jawab sosialnya. responsibilities.
b. Memastikan terjaminnya hak-hak stakeholders b. Ensuring the rights of stakeholders arising based on
yang timbul berdasarkan peraturan perundang- applicable laws and regulations and/or agreements
undangan yang berlaku dan/atau perjanjian made by the Company with Employees, Service
yang dibuat oleh Perseroan dengan Karyawan, Users, Suppliers and other stakeholders.
Pengguna Jasa, Pemasok dan stakeholders lainnya.
13. Tugas Lainnya 13. Other Tasks
Menjalankan kewajiban-kewajiban lainnya sesuai Carrying out other obligations in accordance with the
dengan ketentuan-ketentuan yang diatur dalam provisions stipulated in the Articles of Association or
Anggaran Dasar atau yang ditetapkan oleh RUPS dan stipulated by the GMS and statutory regulations.
peraturan perundang-undangan.
HAK DAN WEWENANG DIREKSI

Rights and Authoritis of the Board of Directors

Hak dan wewenang Direksi adalah sebagai berikut: The rights and authorities of the Board of Directors are as
follows:
1. Mewakili Perseroan di dalam dan di luar pengadilan 1. Representing the Company inside and outside the court
serta melakukan segala tindakan dan perbuatan baik and taking all actions both regarding management
mengenai pengurusan maupun mengenai pemilikan and ownership and binding the Company with other
serta mengikat Perseroan dengan pihak lain dan/atau parties and/or other parties with the Company, as well
pihak lain dengan Perseroan, serta menjalankan segala as carrying out all actions, both regarding management
tindakan, baik yang mengenai kepengurusan maupun and ownership, with restrictions stipulated in the
kepemilikan, dengan pembatasan yang ditetapkan Company’s Articles of Association and with due
dalam Anggaran Dasar Perseroan dan dengan regard to the applicable laws and regulations in Capital
memperhatikan peraturan perundang-undangan yang Market in Indonesia.
berlaku di bidang Pasar Modal di Indonesia.
2. Untuk melakukan tindakan tertentu, Direksi terlebih 2. To take certain actions, the Board of Directors must
dahulu harus mendapat persetujuan tertulis dari Dewan
Profil Perusahaan
first obtain written approval from the Board of

Company Profile
Komisaris dan Pemegang Saham Seri A Dwiwarna. Commissioners and Dwiwarna Series A Shareholder.
3. Kecuali ditentukan lain oleh peraturan dan ketentuan 3. Unless otherwise stipulated by applicable rules and
yang berlaku, beberapa hal yang membutuhkan regulations, several matters that require approval from
persetujuan dari Dewan Komisaris dan Pemegang the Board of Commissioners and Dwiwarna A Series
Saham Seri A Dwiwarna adalah: Shareholder are:
a. Melepaskan/memindahtangankan dan/atau a. Releasing/transferring and/or collateralizing the
mengagunkan aset Perseroan dengan nilai Company’s assets with a value exceeding the
melebihi jumlah tertentu yang ditetapkan oleh limit determined by the Board of Commissioners,
Dewan Komisaris, yaitu sebesar lebih kecil dari which is less than Rp 100 billion, except for assets
Rp100 miliar, kecuali aset yang dicatat sebagai recorded as inventories, with due regard to the
persediaan, dengan memperhatikan ketentuan di provisions in the Capital Market.
bidang Pasar Modal.
b. Mengadakan kerjasama dengan badan usaha atau b. Establishing cooperation with business entities or
pihak lain, dalam bentuk kerjasama operasi (KSO), other parties, in the form of operational cooperation
kerjasama usaha (KSU), kerjasama lisensi, Bangun (KSO), business cooperation (KSU), licensing
Guna Serah (Build, Operate and Transfer/BOT), cooperation, Build Operate Transfer (BOT), Build
Bangun Serah Guna (Build, Transfer and Operate/ Transfer Operate (BTO), Build Operate Own (BOO)
BTO), Bangun Guna Milik (Build, Operate and and other agreements that have the same nature,
Own/BOO) dan perjanjian lain yang mempunyai with the time period or the value exceeds the limits
sifat yang sama yang jangka waktunya ataupun determined by the Board of Commissioners, which
nilainya melebihi dari yang ditetapkan oleh Dewan is less than Rp 100 billion and a period of less than
Komisaris, yaitu sebesar lebih kecil dari Rp100 5. (five) years.
miliar dan jangka waktu kurang dari 5 (lima) tahun.
c. Menetapkan dan mengubah logo Perseroan. c. Establishing and changing the Company’s logo.
d. Menetapkan struktur organisasi 1 tingkat di bawah d. Determining the organizational structure 1 level
Direksi. below the Board of Directors.
e. Melakukan penyertaan modal dengan nilai tertentu e. Conducting equity participation with a certain
yang ditetapkan Dewan Komisaris pada Perseroan value determined by the Board of Commissioners
lain, Anak Perusahaan, dan Perusahaan Patungan of other companies, subsidiaries, and joint ventures
yang tidak dalam rangka penyelamatan piutang that are not in the context of saving receivables
dengan memperhatikan ketentuan di bidang Pasar by taking into account provisions in the Capital
Modal dengan nilai < Rp75 Miliar. Market with a value of <Rp 75 billion.
f. Mendirikan anak Perusahaan dan/atau Perusahaan f. Establishing a subsidiary and/or joint venture
patungan dengan nilai tertentu yang ditetapkan with a certain value determined by the Board of
Dewan Komisaris pada Perseroan lain, anak Commissioners of other companies, subsidiaries,
Perusahaan, dan Perusahaan patungan dengan and joint ventures by taking into account the
memperhatikan ketentuan di bidang Pasar Modal, provisions in the Capital Market, with a value of
dengan nilai < Rp75 Miliar. <Rp 75 billion.
g. Mengusulkan wakil Perseroan untuk menjadi calon g. Proposing a representative of the Company to
Human Capital
Modal Insani
anggota Direksi dan Dewan Komisaris pada Anak become a candidate of the member of the Board
Perusahaan yang memberikan kontribusi signifikan of Directors and Board of Commissioners of a
kepada Perseroan dan/atau bernilai strategis yang Subsidiary that makes a significant contribution to
ditetapkan oleh Dewan Komisaris. the Company and/or strategic value determined by
h. Melepaskan penyertaan modal dengan nilai h. Releasing capital investment with a certain value
tertentu yang ditetapkan Dewan Komisaris, Anak determined by the Board of Commissioners,
Perusahaan, dan Perusahaan Patungan dengan Subsidiaries and Joint Ventures by taking into

memperhatikan ketentuan di bidang Pasar Modal account the provisions in the Capital Market which
kurang dari Rp75 miliar. is less than Rp 75 billion.
i. Melakukan penggabungan, peleburan, i. Merging, consolidating, acquiring, separating,
pengambilalihan, pemisahan, dan pembubaran and dissolving a Subsidiary and Joint Venture
Anak Perusahaan dan Perusahaan Patungan with a certain value determined by the Board
dengan nilai tertentu yang ditetapkan Dewan of Commissioners by taking into account the
Komisaris dengan memperhatikan ketentuan di provisions in the Capital Market with a value of
bidang Pasar Modal dengan nilai < Rp75 Miliar. <Rp 75 Billion.
j. Mengikat Perseroan sebagai penjamin (borg atau j. Binding the Company as a guarantor (borg or
avalist) dengan nilai tertentu yang ditetapkan avalist) with a certain value determined by the
Dewan Komisaris dengan memperhatikan Board of Commissioners with due regard to the

ketentuan di bidang Pasar Modal dengan nilai < provisions in the Capital Market with a value of
Rp300 Miliar. <Rp 300 Billion.
k. Menerima pinjaman jangka menengah/panjang k. Receiving medium/long term loans and providing
dan memberikan pinjaman jangka menengah/ medium/long term loans with a certain value
panjang dengan nilai tertentu yang ditetapkan determined by the Board of Commissioners with
Dewan Komisaris dengan memperhatikan due regard to the provisions in the Capital Market
ketentuan di bidang Pasar Modal dengan nilai with a value of <Rp 1 Trillion.
<Rp1 Triliun.
l. Memberikan pinjaman jangka pendek/menengah/ l. Providing short/medium/long term loans that
panjang yang tidak bersifat operasional, kecuali are not operational in nature, except loans to
pinjaman kepada Anak Perusahaan cukup Subsidiaries is enough to be reported to the Board

dilaporkan kepada Dewan Komisaris dengan nilai of Commissioners with a value of <Rp 300 Billion.

< Rp300 Miliar.
m. Menghapuskan terhadap piutang macet dan m. Writing off non performing receivables and
persediaan barang mati dalam nilai yang melebihi inventory of dead goods in a value that exceeds
batas yang ditetapkan oleh Dewan Komisaris the limit set by the Board of Commissioners of <Rp
dengan nilai < Rp100 Miliar. 100 billion.
n. Melakukan tindakan-tindakan yang termasuk n. Conducting actions that are included in material
dalam transaksi material sebagaimana ditetapkan transactions as determined by the Laws and
oleh Peraturan Perundangan di bidang Pasar Modal Regulations in the Capital Market with a certain
dengan nilai tertentu yang ditetapkan Dewan value determined by the Board of Commissioners,
Komisaris, kecuali tindakan tersebut termasuk unless those actions are included in material
dalam transaksi material yang dikecualikan oleh transactions that are excluded by the Laws and
Peraturan Perundangan yang berlaku di bidang Regulations applicable in the Capital Market.
Pasar Modal.
o. Tindakan-tindakan yang belum ditetapkan dalam o. Actions that have not been determined in the
RKAP. RKAP.
4. Direksi wajib meminta persetujuan RUPS untuk: 4. The Board of Directors is obliged to get approval from
the GMS for:
a. Mengalihkan kekayaan Perseroan; atau a. Transferring the Company’s assets; or
b. Menjadikan jaminan utang kekayaan Perseroan, b. Collateralizing the Company’s assets, which
yang merupakan lebih dari 50% (lima puluh constitutes more than 50% (fifty percent) of the
persen) jumlah kekayaan bersih Perseroan dalam 1 Company’s net assets in 1 (one) transaction or
(satu) transaksi atau lebih, baik yang berkaitan satu more, whether related to one another or not,
sama lain maupun tidak, kecuali sebagai pelaksana except as executing the Company’s business
kegiatan usaha Perseroan. activities.
5. Perbuatan-perbuatan di bawah ini hanya dapat 5. The following actions can only be done by the Board
dilakukan oleh Direksi setelah mendapatkan of Directors after getting a written consent from the
tanggapan tertulis dari Dewan Komisaris dan mendapat Board of Commissioners and obtaining approval from
persetujuan dari RUPS untuk: the GMS to:
a. Melakukan tindakan-tindakan yang termasuk a. Perform actions that are included in material
dalam transaksi material sebagaimana ditetapkan transactions as determined by the Laws and
oleh Peraturan Perundangan di bidang Pasar Regulations in the Capital Market with a value of
Modal dengan nilai di atas 50% (lima puluh more than 50% (fifty percent) of the Company’s
persen) dari ekuitas Perseroan, kecuali tindakan equity, unless those actions are included in material
tersebut termasuk dalam transaksi material yang transactions that are excluded by the Laws in force
dikecualikan oleh Peraturan Perundangan yang in Capital Market sector.
berlaku di bidang Pasar Modal.
b. Melakukan transaksi yang mengandung benturan b. Conduct transactions containing conflicts of
kepentingan sebagaimana ditentukan dalam interest as specified in the prevailing laws and
Peraturan Perundangan yang berlaku di Pasar regulations in the Capital Market.
Modal.
c. Melakukan transaksi lain guna memenuhi Peraturan c. Conduct other transactions to comply with the
Profil Perusahaan
Company Profile
Perundangan yang berlaku di Pasar Modal. prevailing laws and regulations in the Capital Market.
6. Perbuatan hukum untuk mengalihkan, melepaskan 6. Legal action to transfer, relinquish rights or collateralize
hak atau menjadikan jaminan hutang lebih dari 50% more than 50% of the Company’s net assets either in
jumlah kekayaan bersih Perseroan baik dalam satu one transaction or several independent transactions
transaksi atau beberapa transaksi yang berdiri sendiri or related to each other must obtain the approval of
ataupun yang berkaitan satu sama lain harus mendapat the GMS attended or represented by the Shareholders
persetujuan RUPS yang dihadiri atau diwakili para who have at least 3/4 of the total shares issued by the
Pemegang Saham yang memiliki sekurang-kurangnya Company with valid voting rights approved by more
3/4 bagian dari jumlah seluruh saham yang telah than 3/4 of the total votes issued at the GMS.
dikeluarkan Perseroan dengan hak suara yang sah dan
disetujui oleh lebih dari 3/4 dari jumlah seluruh suara
yang dikeluarkan secara sah dalam RUPS.
MASA JABATAN DIREKSI

Rights and Authoritis of the Board of Directors
Anggota Direksi menjabat untuk jangka waktu terhitung Members of the Board of Directors serve for a period
sejak penutupan RUPS pada saat pengangkatan dan commencing from the closing of the GMS at the time of
berakhir pada penutupan RUPS yang ke-5 (lima) setelah appointment and the closing of the 5th (fifth) GMS after
pengangkatannya dengan tidak mengurangi hak RUPS their appointment without prejudice to the right of the
untuk memberhentikan anggota Direksi sewaktu-waktu. GMS to dismiss members of the Board of Directors at any
time.
KRITERIA DIREKSI
Criteria of the Board of Directors
Direksi harus memenuhi persyaratan formal, materiil dan Members of the Board of Directors must meet the formal,
persyaratan lain yang ditetapkan oleh Peraturan Menteri material and other requirements stipulated by Minister
BUMN No. PER-03/MBU/02/2015 tanggal 17 Februari of SOEs Regulation No. PER-03/MBU/ 02/2015 dated
2015 tentang Persyaratan, Tata Cara Pengangkatan, February 17, 2015 concerning Requirements, Procedures
dan Pemberhentian anggota Direksi Badan Usaha Milik for Appointment, and Dismissal of members of the Board
Negara, serta tertuang dalam Anggaran Dasar. of Directors of State-Owned Enterprises, as well as stated
in the Articles of Association.
Anggota Direksi adalah orang perseorangan Warga Members of the Board of Directors are individuals who
Negara Indonesia, yang memenuhi persyaratan pada saat are Indonesian citizens, who meet the requirements upon
diangkat dan selama menjabat: appointment and during their tenure:
Human Capital
Modal Insani
1. Mempunyai akhlak, moral, dan integritas yang baik. 1. Having good characters, morals and integrity.
2. Cakap melakukan perbuatan hukum. 2. Capable of carrying out legal actions.
3. Dalam 5 (lima) tahun sebelum pengangkatan dan 3. In the 5 (five) years prior to appointment and during
selama menjabat: his/her tenure:
a. Tidak pernah dinyatakan pailit. a. Having never been declared bankrupt.
b. Tidak pernah menjadi anggota Direksi dan/atau b. Having never been a member of the Board of
anggota Dewan Komisaris yang dinyatakan bersalah Directors and/or a Board of Commissioners who

menyebabkan suatu Perusahaan dinyatakan pailit. was found guilty of causing a company to go

bankrupt.
c. Tidak pernah dihukum karena melakukan tindak c. Having never been convicted of a criminal offense
pidana yang merugikan keuangan negara dan/atau that is detrimental to the country’s finances and/or
yang berkaitan dengan sektor keuangan. financial sector related.
d. Tidak pernah menjadi anggota Direksi dan/ atau d. Having never been a member of the Board of
anggota Dewan Komisaris yang selama menjabat: Directors and/or a member of the Board of
Commissioners who during his/her tenure:
i. Pernah tidak menyelenggarakan RUPS i. Ever not holding an Annual GMS.
Tahunan. ii. Accountability as a member of the Board of
Directors and/or member of the Board of

ii. Pertanggungjawabannya sebagai anggota

Direksi dan/atau anggota Dewan Komisaris Commissioners is ever not accepted by the
pernah tidak diterima oleh RUPS atau pernah GMS or has ever not provided accountability
tidak memberikan pertanggungjawaban as a member of the Board of Directors and/or
sebagai anggota Direksi dan/atau anggota member of the Board of Commissioners to the
Dewan Komisaris kepada RUPS. GMS.
iii. Pernah menyebabkan Perusahaan yang iii. Having caused a company that obtained a
memperoleh izin, persetujuan, atau permit, approval, or registration from the
pendaftaran dari Otoritas Jasa Keuangan tidak Financial Services Authority not to fulfill the
memenuhi kewajiban menyampaikan laporan obligation to submit annual reports and/or
tahunan dan/atau laporan keuangan kepada financial statements to the Financial Services
Otoritas Jasa Keuangan. Authority.

4. Having a commitment to comply with the laws and

4. Memiliki komitmen untuk mematuhi Peraturan
Perundangan. regulations.
5. Memiliki pengetahuan dan/atau keahlian di bidang 5. Having knowledge and/or expertise in the fields
yang dibutuhkan Perseroan. required by the Company.
PROSES NOMINASI DAN PEMILIHAN DIREKSI

Process of the Board of Directors Nomination and Selection
Kebijakan suksesi Direksi Jasa Marga mengacu kepada The policy on succession of Jasa Marga’s Board of Directors
Peraturan Menteri BUMN No. PER-03/MBU/02/2015 members refers to Minister SOEs Regulation No. PER-03/
tentang Persyaratan, Tata Cara Pengangkatan dan MBU/02/2015 concerning Requirements, Procedures for
Pemberhentian anggota Direksi Badan Usaha Milik Negara. Appointment and Dismissal of members of the Board of
Directors of State-Owned Enterprises.
Sumber bakal calon Direksi berasal dari: Prospective Directors come from sources of:
1. Direksi BUMN. 1. Board of Directors of SOEs.

2. Dewan Komisaris/Dewan Pengawas BUMN. 2. Board of Commissioners/Supervisory Boards of SOEs.
3. Talenta BUMN yang diusulkan melalui Dewan 3. SOEs Talents proposed to the Board of Commissioners,
Komisaris, terdiri atas: consist of:
a. Pejabat satu tingkat di bawah Direksi atau pejabat a. Officials one level below the Board of Directors or
yang mempunyai prestasi istimewa. officials who have special achievements.
b. Direksi Anak Perusahaan BUMN/Perusahaan b. Member of the Board of Directors of SOEs’
patungan BUMN. subsidiaries/joint ventures.
4. Talenta Kementerian BUMN. 4. Talents of the Ministry of SOEs.

5. Sumber lain yang terdiri dari: 5. Other sources consisting of:
a. Pejabat BUMN lain dan a. Other SOEs officials and

b. Sumber lainnya. b. Other sources.
Bakal calon Direksi dapat diusulkan dari Dewan Komisaris Prospective candidates for Directors can be proposed
setelah melalui penilaian terhadap yang bersangkutan by the Board of Commissioners after going through an
dan jika memenuhi syarat agar diusulkan kepada Menteri assessment of the persons concerned and if they meet the
BUMN. Bakal calon yang akan ditetapkan menjadi calon requirements they are proposed to the Minister of SOEs.
anggota Direksi juga harus memenuhi persyaratan formal Candidates who will be determined to be members of the
dan persyaratan lain yang ditetapkan dalam PER-03/ Board of Directors must fulfill the formal requirements and
MBU/02/2015 serta Peraturan Otoritas Jasa Keuangan No. other requirements stipulated in PER-03/MBU/02/2015
33/POJK.04/2014 tentang Direksi dan Dewan Komisaris and the Financial Services Authority Regulation No. 33/
Emiten atau Perusahaan Publik dan telah lulus Uji POJK.04/2014 regarding Board of Directors and Board
Kelayakan dan Kepatutan. of Commissioners of Listed or Public Companies and has
passed the Feasibility and Compliance Test.
Profil Perusahaan
Company Profile
Proses nominasi dan pemilihan Direksi dilakukan The nomination and selection process for the Directors is
melalui usulan anggota Direksi kepada RUPS dengan carried out through proposals from members of the Board of
memperhatikan rekomendasi dari Dewan Komisaris Directors to the GMS with due regard to recommendations
atau Komite Nominasi, Remunerasi dan Risiko. Sebelum from the Board of Commissioners or the Nomination,
dilakukan pembahasan tentang pengangkatan dan Remuneration and Risk Committee. Prior to the discussion
pemberhentian Direksi dalam RUPS telah disediakan on the appointment and dismissal of Directors in the
GMS, information is provided on the profiles of new and

informasi tentang profil calon Direksi yang baru maupun

yang diangkat kembali. reappointed candidates for the Directors.
PEDOMAN DAN TATA TERTIB KERJA DIREKSI (BOARD MANUAL)

Board Manual of the Board of Directors
Dalam melaksanakan tugas dan tanggung jawabnya, In executing its duties and responsibilities, the Board
Dewan Komisaris berpedoman pada Pedoman Kerja of Directors is guided by the Board Manual of Board of
Dewan Komisaris dan Direksi (Board Manual). Proses Commissioners and Board of Directors. The Board Manual
pembaharuan Board Manual telah selesai pada akhir renewal process was completed at the end of 2017 and
tahun 2017 dan ditandatangani oleh seluruh anggota was signed by all members of the Board of Commissioners
Dewan Komisaris dan Direksi Perseroan pada awal tahun and Board of Directors of the Company in early 2018. The
2018. Buku Pedoman Kerja tersebut berisi tentang Board Manual contains guidelines for the work procedures
petunjuk tata laksana kerja Dewan Komisaris dan Direksi of the Board of Commissioners and Board of Directors and
serta menjelaskan tahapan aktivitas secara terstruktur, explains the stages of activities in a structured, systematic,
sistematis, mudah dipahami dan dapat dijalankan dengan easy to understand and can be run consistently, can be a
konsisten, dapat menjadi acuan bagi Dewan Komisaris dan reference for the Board of Commissioners and Board of
Direksi dalam melaksanakan tugas masing-masing untuk Directors in carrying out their respective duties to achieve
mencapai Visi dan Misi Perseroan, sehingga diharapkan the Vision and Mission of the Company, so that high
akan tercapai standar kerja yang tinggi selaras dengan standards of work are expected to be achieved in line with
prinsip-prinsip GCG. Board Manual dapat dilihat di situs GCG principles. The Board Manual can be viewed on the
web Perseroan. Company’s website.
Selain berpedoman pada Board Manual, Direksi dan In addition to being guided by the Board Manual, the
Dewan Komisaris juga telah menyatakan komitmen Board of Directors and the Board of Commissioners have
dan persetujuannya dengan menandatangani Code of also stated their commitment and approval by signing
Corporate Governance dan Code of Conduct. Penyusunan the Code of Corporate Governance and the Code of
Board Manual, Code of Corporate Governance dan Code Conduct. The preparation of the Board Manual, the Code
of Conduct, merupakan salah satu wujud komitmen of Corporate Governance and the Code of Conduct, is
Perseroan dalam mengimplementasikan prinsip- a form of the Company’s commitment to consistently
prinsip Tata Kelola Perusahaan secara konsisten dalam implement the principles of Good Corporate Governance
pengelolaan Perseroan untuk menjalankan misi dan visi in managing the Company to realize its mission and vision.
yang telah ditetapkan.
Human Capital
Modal Insani
Pengaturan dari Board Manual terkait Direksi terdapat Arrangements on the Board Manual regarding the Board
dalam Bab III tentang Direksi yang secara garis besar of Directors are contained in Chapter III on the Board of
mengatur hal-hal sebagai berikut: Directors which outlines the following matters:
1. Tugas Direksi 1. Duties of the Board of Directors

2. Hak dan Wewenang Direksi 2. Rights and Authorities of the Board of Directors
3. Kewajiban Direksi 3. Obligations of the Board of Directors
4. Persyaratan Direksi 4. Requirements of the Board of Directors

5. Keanggotaan Direksi 5. Membership of the Board of Directors
6. Program Pengenalan dan Peningkatan Kapabilitas 6. Capability Introduction and Enhancement Program
7. Etika Jabatan Direksi 7. Position Ethics of the Board Directors
8. Rapat Direksi 8. Board of Directors Meetings
9. Penilaian Kinerja Direksi 9. Assessment of the Board of Directors Performance
10. Corporate Secretary 10. Corporate Secretary
11. Internal Audit 11. Internal Audit

KOMPOSISI DAN DASAR PENGANGKATAN DIREKSI
Composition and Basis of Appoinment of the Board of Directors
Komposisi anggota Direksi ditetapkan oleh RUPS dengan The composition of the Board of Directors is determined by
memperhatikan visi, misi, dan rencana strategis Perseroan GMS with due regard to the vision, mission and strategic
untuk memungkinkan pengambilan keputusan yang plans of the Company to enable effective, precise and fast
efektif, tepat dan cepat, serta dapat bertindak secara decision making, and can act independently. In 2019, the
independen. Pada periode 2019, nomenklatur Direksi nomenclature of the Company’s Directors changed as
Perseroan mengalami perubahan sebagaimana penjelasan explained below:

sebagai berikut:

JUMLAH DAN KOMPOSISI DIREKSI PERSEROAN Number and Composition of the Company’s
SEBELUM RUPS TAHUNAN TANGGAL 6 MEI 2019 Board of Directors Before GMS on May 6, 2019
Jumlah dan komposisi Direksi Perseroan sebelum RUPS The number and composition of the Company’s Board of
Tahunan tanggal 6 Mei 2019 yaitu Direksi berjumlah Directors before the Annual GMS on May 6, 2019 was 6
6 (enam) orang yang terdiri dari 1 (satu) orang Direktur (six) people consisting of 1 (one) President Director, 1 (one)
Utama, 1 (satu) orang Direktur/Direktur Independen dan 4 Director/Independent Director and 4 (four) Directors.
(empat) orang Direktur.
Pelaksana Fit and

Executor
Desi Arryani Direktur Utama Kementerian BUMN Keputusan RUPS Luar Biasa tanggal 29 Agustus 2016
President Director Ministry of SOEs Extraordinary GMS Resolution dated August 29, 2016
Mohammad Sofyan Direktur Operasi I Kementerian BUMN Keputusan RUPS Tahunan tanggal 15 Maret 2017
Director of Operation I Ministry of SOEs Annual GMS Resolution dated March 15, 2017
Subakti Syukur Direktur Operasi II Kementerian BUMN Keputusan RUPS Luar Biasa tanggal 29 Agustus 2016
Director of Operation II Ministry of SOEs Extraordinary GMS Resolution dated August 29, 2016
Adrian Priohutomo Direktur Pengembangan Kementerian BUMN Keputusan RUPS Tahunan tanggal 10 April 2018
Director of Development Ministry of SOEs Annual GMS Resolution dated April 10, 2018
Donny Arsal Direktur Keuangan Kementerian BUMN Keputusan RUPS Tahunan tanggal 15 Maret 2017
Director of Finance Ministry of SOEs Annual GMS Resolution dated March 15, 2017
Pelaksana Fit and


Executor
Alex Denni Direktur Sumber Daya Kementerian BUMN Keputusan RUPS Luar Biasa tanggal 5 September 2018
Manusia dan Umum/ Ministry of SOEs Extraordinary GMS Resolution dated September 5, 2018
Direktur Independen
Director of Human
Resources and General
Affairs/Independent Director
JUMLAH DAN KOMPOSISI DIREKSI PERSEROAN Number and Composition of the Company’s
SETELAH RUPS TAHUNAN TANGGAL 6 MEI Board of Directors after the Annual GMS on
2019 May 6, 2019
RUPS Tahunan tanggal 6 Mei 2019 memutuskan The Annual General Meeting of Shareholders on May 6,
perubahan nomenklatur dan pengalihan tugas Direksi 2019 decided on the change in nomenclature and the
PT Jasa Marga (Persero) Tbk. Perubahan nomenklatur transfer of duties of the Board of Directors of PT Jasa
Profil Perusahaan
Company Profile
dan pengalihan tugas Direksi Jasa Marga adalah Direktur Marga (Persero) Tbk. The changes to nomenclature and
Sumber Daya Manusia dan Umum menjadi Direktur the transfer of duties of the Jasa Marga’s Board Directors
Human Capital & Transformasi yang dijabat Alex Denni, are the Director of Human Resources and General Affairs
Direktur Pengembangan menjadi Direktur Pengembangan becoming Director of Human Capital & Transformation
Usaha yang dijabat Adrian Priohutomo, Direktur Operasi I held by Alex Denni, the Director of Development
menjadi Direktur Bisnis yang dijabat Mohammad Sofyan, becoming Director of Business Development held by
dan Direktur Operasi II menjadi Direktur Operasi yang Adrian Priohutomo, the Director of Operations I becoming
dijabat Subakti Syukur. Director of Business held by Mohammad Sofyan, and the
Director of Operation II becoming Director of Operations
held by Subakti Syukur.
Berdasarkan perubahan nomenklatur dan pengalihan Based on the changes in nomenclature and assignment
tugas Direksi tersebut, jumlah dan komposisi Direksi PT of Directors, the number and composition of Board of
Jasa Marga (Persero) Tbk setelah RUPS Tahunan tanggal Directors of PT Jasa Marga (Persero) Tbk after the Annual
6 Mei 2019 yaitu Direksi berjumlah 6 (enam) orang yang GMS on May 6, 2019 becomes 6 (six) people consisting of
terdiri dari 1 (satu) orang Direktur Utama dan 5 (lima) 1 (one) President Director and 5 (five) Directors.
orang Direktur.
Pelaksana Fit and

Nama Jabatan Dasar Pengangkatan Pertama Kali
Proper Test
Name Position Basis of First Appointment
Fit and Proper Test Executor
Alex Denni* Direktur Human Capital & Kementerian BUMN Keputusan RUPS Luar Biasa tanggal 5 September 2018
Transformasi Ministry of SOEs Extraordinary GMS Resolution dated September 5,
Director of Human Capital 2018
and Transformation
Adrian Priohutomo Direktur Pengembangan Kementerian BUMN Keputusan RUPS Tahunan tanggal 10 April 2018
Usaha Ministry of SOEs Annual GMS Resolution dated April 10, 2018
Development
Mohammad Sofyan Direktur Bisnis Kementerian BUMN Keputusan RUPS Tahunan tanggal 15 Maret 2017
Director of Business Affairs Ministry of SOEs Annual GMS Resolution dated March 15, 2017
Subakti Syukur Direktur Operasi Kementerian BUMN Keputusan RUPS Luar Biasa tanggal 29 Agustus 2016
Director of Operations Ministry of SOEs Extraordinary GMS Resolution dated August 29, 2016
Human Capital
Modal Insani
Berdasarkan perubahan nomenklatur dan pengalihan Based on the changes in nomenclature and assignment
tugas Direksi tersebut, jumlah dan komposisi Direksi PT of Directors, the number and composition of Board of
Jasa Marga (Persero) Tbk setelah RUPS Tahunan tanggal Directors of PT Jasa Marga (Persero) Tbk after the Annual
6 Mei 2019 yaitu Direksi berjumlah 6 (enam) orang yang GMS on May 6, 2019 becomes 6 (six) people consisting of
terdiri dari 1 (satu) orang Direktur Utama dan 5 (lima) 1 (one) President Director and 5 (five) Directors.
orang Direktur.

Nama Jabatan Pelaksana Hasil

Name Position Examiner Result
Desi Arryani Direktur Utama Kementerian BUMN / Ministry of SOEs Lulus / Pass
Donny Arsal Direktur Keuangan Kementerian BUMN / Ministry of SOEs Lulus / Pass
Alex Denni* Direktur Human Capital & Transformasi Kementerian BUMN / Ministry of SOEs Lulus / Pass
Adrian Priohutomo Direktur Pengembangan Usaha Kementerian BUMN / Ministry of SOEs Lulus / Pass
Mohammad Sofyan Direktur Bisnis Kementerian BUMN / Ministry of SOEs Lulus / Pass
Subakti Syukur Direktur Operasi Kementerian BUMN / Ministry of SOEs Lulus / Pass

PERUBAHAN SUSUNAN ANGGOTA DIREKSI Changes in the Board of Directors After the
SETELAH TAHUN BUKU 2019 BERAKHIR 2019 Fiscal Year Ended Until the Annual
SAMPAI DENGAN BATAS WAKTU Report Submission Deadline
PENYAMPAIAN LAPORAN TAHUNAN
Sehubungan pelaksanaan pelantikan dan pengambilan Due to the inauguration and oath taking of Alex Denni,
sumpah jabatan Alex Denni, Direktur Human Capital Director of Human Capital & Transformation of PT Jasa
& Transformasi PT Jasa Marga (Persero) Tbk, sebagai Marga (Persero) Tbk, as Deputy of Human Resources,
Deputi Sumber Daya Manusia, Teknologi dan Informasi, Technology and Information, Ministry of State Owned

Kementerian Badan Usaha Milik Negara pada tanggal Enterprises (SOEs) on March 3, 2020, as invited by the

03 Maret 2020, sebagaimana undangan dari Sekretaris Secretary of the Ministry of SOEs No.Und-4/MBU/S02/2020
Kementerian BUMN No. Und-4/MBU/S02/2020 tanggal dated February 28, 2020 which is a follow-up to the
28 Februari 2020 yang merupakan tindak lanjut dari President of the Republic of Indonesia Decree No.49/TPA
Keputusan Presiden Republik Indonesia No. 49/TPA tahun 2020 concerning Appointment in the Position of Middle
2020 tentang Pengangkatan dalam Jabatan Pimpinan Senior Leadership in the Environment of the Ministry
Tinggi Madya di Lingkungan Kementerian Badan Usaha of State Owned Enterprises, then through the Board of
Milik Negara, maka melalui Surat Direksi No. AA.HC04.238 Directors' Letter No. AA.HC04,238 dated March 3, 2020
tanggal 03 Maret 2020 Perihal Usulan Penunjukan Pejabat Regarding Proposal of Provisional Official Appointment
Sementara yang telah dijawab dengan Surat Dewan that has been answered with the Board of Commissioners
Komisaris No. DK 029/III/2020 tanggal 05 Maret 2020 Letter No.DK029/III/2020 dated March 05, 2020 Regarding
Perihal Penunjukan Pejabat Sementara Direktur Human the Appointment of Acting Director of Human Capital &
Capital & Transformasi PT Jasa Marga (Persero) Tbk, Transformation of PT Jasa Marga (Persero) Tbk, the Board
Dewan Komisaris menunjuk Mohammad Sofyan, Direktur of Commissioners appointed Mohammad Sofyan, the
Bisnis Perseroan sebagai Pejabat Sementara Direktur Company's Director of Business as the Acting Director
Human Capital & Transformasi PT Jasa Marga (Persero) of Human Capital & Transformation of PT Jasa Marga
Tbk, dengan kekuasaan dan kewenangan yang sama. (Persero) Tbk, with the same power and authority.
Penunjukan Mohammad Sofyan sebagai Pejabat The appointment of Mohammad Sofyan as Acting Director
Sementara Direktur Human Capital & Transformasi of Human Capital & Transformation starting from March
terhitung mulai tanggal 03 Maret 2020 sampai dengan 3, 2020 until the appointment of the new Director of
ditetapkannya Direktur Human Capital & Transformasi Human Capital & Transformation at the General Meeting
yang baru dalam Rapat Umum Pemegang Saham (RUPS). of Shareholders (GMS). In the framework of information
Dalam rangka keterbukaan informasi, perubahan anggota disclosure, changes in the members of the Company's
Direksi Perseroan ini juga telah dilaporkan oleh Corporate Board of Directors have also been reported by the
Secretary Perseroan kepada Otoritas Jasa Keuangan Corporate Secretary of the Company to the Financial
(OJK) melalui Surat Corporate Secretary No. BF. KR02. 59 Services Authority (FSA/OJK) through Corporate Secretary
tanggal 05 Maret 2020 Perihal Laporan Informasi Atau Letter No.BF.KR02.59 dated March 5, 2020 Regarding
Fakta Material tentang Perubahan Direksi Perseroan. Reports of Information or Material Facts about Changes in
Berdasarkan perubahan anggota Direksi tersebut, pada the Company's Board of Directors. Based on the changes
periode setelah tahun buku 2019 berakhir sampai dengan in the members of the Board of Directors, in the period
batas waktu penyampaian Laporan Tahunan, komposisi after the 2019 financial year ended until the deadline for
Direksi Perseroan adalah sebagai berikut: the submission of the Annual Report, the composition of
the Company's Board of Directors is as follows:
Pelaksana Fit and

Nama Jabatan Dasar Pengangkatan Pertama Kali
Proper Test
Name Jabatan Basis of First Appointment
Position
Adrian Priohutomo Direktur Pengembangan Usaha Kementerian BUMN Keputusan RUPS Tahunan tanggal 10 April 2018
Director of Business Development Ministry of SOEs Annual GMS Resolution dated April 10, 2018
Profil Perusahaan
Company Profile
Mohammad Sofyan Direktur Bisnis Kementerian BUMN Keputusan RUPS Tahunan tanggal 15 Maret 2017
Director of Business Ministry of SOEs Annual GMS Resolution dated March 15, 2017
Subakti Syukur Direktur Operasi Kementerian BUMN Keputusan RUPS Luar Biasa tanggal 29 Agustus 2016
Director of Operations Ministry of SOEs Extraordinary GMS Resolution dated August 29, 2016
Mohammad Sofyan Pjs. Direktur Human Capital & Kementerian BUMN Surat Dewan Komisaris No. DK 029/III/2020 tanggal 05
Transformasi Ministry of SOEs Maret 2020 Perihal Penunjukan Pejabat Sementara Direktur
Human Capital & Transformasi PT Jasa Marga (Persero) Tbk
Acting Director of Human Capital &

Transformation Board of Commissioners Letter No. DK 029/III/2020 dated

March 5, 2020 Regarding the Appointment of Acting
Director of Human Capital & Transformation of PT Jasa
Marga (Persero) Tbk
PROGRAM ORIENTASI BAGI DIREKSI BARU

Orientation Program for New Members of Board of Directors
Meskipun RUPS Tahunan tanggal 6 Mei 2019 memutuskan Although the Annual General Meeting of Shareholders on
perubahan nomenklatur dan pengalihan tugas Direksi PT May 6, 2019 decided on the changes in nomenclature and
Jasa Marga (Persero) Tbk, namun tidak terdapat perubahan transfer of duties of the Directors of PT Jasa Marga (Persero)
jumlah direksi di Perseroan. Dengan demikian, sepanjang Tbk, there was no change in the number of directors in
tahun 2019, Jasa Marga tidak menyelenggarakan program the Company. Thus throughout 2019, Jasa Marga did not
orientasi bagi direktur baru. organize orientation programs for new directors.
Human Capital
Modal Insani
PEMBIDANGAN TUGAS DIREKSI
Fielding of the Board of Director's Duties

Berdasarkan Keputusan Direksi No. 91/KPTS/2019 Based on the Board of Directors Decree No. 91/KPTS/2019
tanggal 11 September 2019 tentang Pembagian Tugas dated September 11, 2019 concerning the Distribution of
Dan Wewenang Direksi PT Jasa Marga (Persero) Tbk, Duties and Authorities of the Board of Directors of PT Jasa
pembagian lingkup tugas Direksi Perseroan diuraikan Marga (Persero) Tbk, the division of the scope of duties of
sebagai berikut: the Company’s Board of Directors is described as follows:
DESI ARRYANI

(DIREKTUR UTAMA/President Director)

Lingkup Tugas: Scope of Duties:
1. Mengarahkan perumusan penetapan kebijakan 1. Directing the formulation of policies along with other
Perusahaan berikut kewajiban lainnya sesuai dengan obligations in accordance with the policy in achieving
kebijakan dalam pencapaian sasaran Perusahaan the Company’s objectives
2. Mengarahkan penetapan visi, misi, dan tata nilai 2. Directing the establishment of the Company’s vision,
Perusahaan mission and values
3. Penetapan RJPP, RKAP, Laporan Manajemen Perusahaan, 3. Determining the RJPP, RKAP, Company Management
Laporan Tahunan Perusahaan dan Laporan Keuangan Reports, Annual Reports and Consolidated Financial

Konsolidasian Statements

4. Menetapkan kebijakan strategis bidang manajemen 4. Establishing strategic policies in the field of risk
risiko dan memimpin pengendalian Risiko Perusahaan management and leading the control of the Company’s
risks
5. Mengarahkan pengusahaan serta pengembangan bisnis 5. Directing the operation and development of the toll
usaha jalan tol dan usaha lain; road business and other businesses;
6. Mengarahkan penyiapan rencana dan anggaran serta 6. Directing the preparation of plans and budgets as well
penyampaian laporan pertanggungjawaban dan as the submission of accountability report and the
perhitungan hasil usaha Perusahaan menurut cara results the Company’s operations calculation in the
dan waktu yang telah ditetapkan oleh Rapat Umum manner and time determined by the General Meeting
Pemegang Saham of Shareholders

7. Mengarahkan penyelenggaraan aktivitas Perusahaan 7. Directing the implementation of the Company’s

sesuai dengan peraturan perundangan dan Peraturan activities in accordance with the applicable laws and
Perusahaan yang berlaku (zero non-compliance) regulations (zero non-compliance)
8. Mengarahkan pelaksanaan kegiatan audit internal dan 8. Directing the implementation of internal and external
audit eksternal serta audit khusus Perusahaan audits and special audits of the Company
9. Mengkoordinasikan pelaksanaan kebijakan Direksi yang 9. Coordinating the implementation of the Board of
dilakukan oleh para Direktur dan mengendalikan tugas Directors’ policies carried out by the Directors and
pengawasan intern dan para kepala unit pelaksana controlling the tasks of internal supervision and the
lainnya heads of other implementing units
10. Mengkoordinasikan tugas-tugas lain atas nama Direksi 10. Coordinating other tasks on behalf of the Board of
yang telah ditetapkan dalam Anggaran Dasar Perusahaan Directors as stipulated in the Company’s Articles of
Association
DONNY ARSAL
(DIREKTUR KEUANGAN/Director of Finance)
1. Memimpin dan memastikan penyusunan Rencana 1. Leading and ensuring the preparation of the
Jangka Panjang Perusahaan sesuai dengan rencana Company’s Long Term Plan in accordance with the
strategis Perusahaan Company’s strategic plan
2. Memimpin pemantauan dan evaluasi pelaksanaan 2. Leading the monitoring and evaluation of the
program kerja Perusahaan dan Anak Perusahaan agar implementation of work programs of the Company
terintegrasi dan selaras dengan Rencana Strategis and its Subsidiaries to be integrated and aligned with
Perusahaan melalui Kontrak Manajemen, Laporan the Company’s Strategic Plan through Management
Manajemen Korporat dan Rapat Kinerja Korporat Contracts, Corporate Management Reports and
Corporate Performance Meetings
3. Memimpin dan memastikan kegiatan penyusunan 3. Leading and ensuring the activities of preparing
dan pengendalian portofolio investasi keuangan and controlling the Company’s financial investment
Perusahaan portfolio
4. Memimpin kebijakan dan strategi pengelolaan 4. Leading the implementation of financial management
keuangan serta pendanaan Perusahaan dan policies and strategies as well as funding for the
Optimalisasi aset, investasi, kredit serta terkait Company and optimizing assets, investments, loans
pasar modal untuk mendukung pertumbuhan dan and activities related to capital markets to support the
perkembangan Perusahaan growth and development of the Company
5. Memimpin kebijakan dan strategi yang berkaitan 5. Leading the implementation of policies and strategies
dengan kewajiban perpajakan untuk memastikan relating to taxation obligations to ensure efficiency and
efisiensi dan efektivitas pemenuhan kewajiban effectiveness in fulfilling tax obligations in accordance
perpajakan sesuai peraturan dan perundang-undangan with applicable laws and regulations
yang berlaku
6. Memimpin kegiatan pengelolaan keuangan 6. Leading the Company’s financial management
Perusahaan terlaksana sesuai dengan standar yang activities carried out in accordance with applicable
berlaku standards
7. Memimpin rekonsiliasi pendapatan tol yang 7. Leading the reconciliation of toll revenues carried out
Profil Perusahaan
Company Profile
dilaksanakan oleh Regional (Cabang dan Anak by the Regional (Branches and Subsidiaries) to ensure
Perusahaan) untuk memastikan pendapatan sesuai revenues are in line with toll transaction activities
dengan kegiatan transaksi tol
8. Memimpin dan memastikan terlaksananya 8. Leading and ensuring the implementation of service
kegiatan pengelolaan pelayanan dan penyelesaian management activities and solving the legal cases can
permasalahan di bidang hukum dapat berjalan sesuai be done in accordance with statutory provisions
dengan ketentuan perundang–undangan
9. Memastikan pengendalian keuangan, hukum dan 9. Ensuring the control in finance, legal and compliance
kepatuhan Anak Perusahaan sesuai dengan ketentuan of Subsidiaries in accordance with the provisions and
dan mekanisme yang berlaku dalam pola hubungan mechanisms that apply in the relationship pattern of
Induk dan Anak Perusahaan the Parent Company and Subsidiaries
ALEX DENNI*
(DIREKTUR HUMAN CAPITAL &
TRANSFORMASI/Director of Human Capital &
Transformation)
1. Memimpin pengembangan sistem dan prosedur 1. Leading the development of systems and procedures
pengelolaan human capital Perusahaan for managing the Company’s human capital
2. Memimpin dan memastikan implementasi sistem dan 2. Leading and ensuring the implementation of systems
prosedur pengelolaan human capital Perusahaan; and procedures for managing the Company’s human
3. Memastikan terlaksananya kegiatan pengelolaan capital;
manajemen risiko terkait kebijakan di bidang 3. Ensuring the implementation of risk management
pengelolaan human capital activities related to policies in the field of human
4. Memastikan pengembangan sistem human capital capital management
di Anak Perusahaan sesuai dengan ketentuan dan 4. Ensuring the development of human capital system in
mekanisme yang berlaku dalam pola hubungan Induk the Subsidiaries in accordance with the provisions and
dan Anak Perusahaan mechanisms that apply in the pattern of relationship
5. Memastikan pengelolaan hubungan industrial yang between the Parent Company and Subsidiaries
harmonis antara Perusahaan dan Karyawan dengan 5. Ensuring the harmonious management of industrial
memperhatikan peraturan dan perundang-undangan relations between the Company and Employees by
yang berlaku; taking into account the applicable laws and regulations;
6. Memastikan pengelolaan human capital untuk 6. Ensuring the management of human capital to improve
meningkatkan kapabilitas Perusahaan melalui learning the capabilities of the Company through information
berbasis teknologi informasi technology-based learning
7. Memastikan pengembangan dan implementasi budaya 7. Ensuring the development and implementation of the
Perusahaan Company’s corporate culture
Human Capital
Modal Insani
8. Memimpin pelaksanaan transformasi Perusahaan 8. Leading the implementation of the Company’s
transformation
9. Memastikan pengembangan pengetahuan baru 9. Ensuring the establishment of IT based research and
berbasis teknologi informasi (IT Research and development to create new technologies, systems and
Development) guna menciptakan teknologi, sistem services to improve the Company’s capabilities
maupun layanan baru guna meningkatkan kapabilitas
Perusahaan

ADRIAN PRIOHUTOMO
(DIREKTUR PENGEMBANGAN USAHA/
Director of Business Development)

1. Memimpin dan memastikan kegiatan pengembangan 1. Leading and ensuring the toll road business
bisnis jalan tol terkait rencana bisnis dalam penyusunan development activities related to business plans in the
dan pengajuan proposal tender investasi ruas-ruas preparation and submission of tender proposals for
baru jalan tol dan persiapan akuisisi ruas jalan tol investment in new toll roads and preparation for the
dalam tahap konstruksi acquisition of toll roads in the construction phase
2. Memimpin dan memastikan kegiatan pengendalian 2. Leading and ensuring that the control activities of the
eksekusi investasi jalan tol (tahap persiapan dan execution of toll road investments (preparation and
konstruksi) dan pengendalian pembangunan jalan construction stages) and controlling the construction
tol (tahap konstruksi- operasi) dan usaha lain tahap of toll roads (construction-operation phase) and
perencanaan, pengembangan dan pengendalian other business stages of planning, development

investasi sebelum diperolehnya pendapatan usaha and investment control before obtaining operating

terlaksana sesuai target revenues are carried out according to the targets
3. Memimpin dan memastikan kegiatan rekayasa teknik 3. Leading and ensuring road and traffic engineering
jalan dan lalu lintas dapat terlaksana guna mendukung activities can be performed to support the availability
ketersediaan rekomendasi strategis Perusahaan; of the Company’s strategic recommendations;
4. Memastikan terlaksananya kegiatan pengelolaan 4. Ensuring the implementation of risk management
manajemen risiko terkait dengan kebijakan di bidang activities related to policies in the development of
pengembangan usaha jalan tol, pengembangan toll road business and other related businesses and
usaha lain bidang related business dan toll corridor toll corridor development as well as road and traffic
development serta rekayasa teknik jalan dan lalu lintas engineering
5. Memastikan terlaksananya kegiatan dan kinerja 5. Ensuring the implementation of business activities
bisnis Anak Perusahaan Jalan Tol (tahap persiapan and performance of Toll Road Business Subsidiaries
dan konstruksi) dan kegiatan pembangunan jalan tol (preparation and construction stages) and toll road
(tahap konstruksi- operasi) construction activities (construction-operation phase)
6. Memimpin dan memastikan kegiatan pengelolaan 6. Leading and ensuring the management of other
pengembangan usaha lain Perusahaan di bidang Company’s business development activities in the field
related business dan toll corridor development of related business and toll corridor development
7. Memimpin dan memastikan optimalisasi aset 7. Leading and ensuring the optimization of toll road
jalan tol dan sekitar jalan tol untuk memastikan assets and surrounding areas of toll roads to ensure the
keberlangsungan Perusahaan dan tercapainya visi dan sustainability of the Company and the achievement of
misi serta sasaran jangka panjang its vision and mission and long-term goals
MOHAMMAD SOFYAN
(DIREKTUR BISNIS/Director of Business)

1. Memimpin dan memastikan pengelolaan teknologi 1. Leading and ensuring the management of the
informasi Perusahaan melalui pelaksanaan masterplan Company’s information technology through the
IT untuk enterprise dan business support. implementation of an IT master plan for enterprise and
business support.
2. Memastikan kegiatan pengoperasian jalan tol di 2. Ensuring that the toll road operations in all Regional
seluruh ruas Regional Office, Branch Office (Cabang) Offices, Branch Offices and Toll Road Business
dan Anak Perusahaan Jalan Tol tahap konstruksi- Subsidiaries in the construction-operation and
operasi dan tahap operasi terlaksana sesuai dengan operation stages are carried out in accordance with
Standar Pelayanan Minimum melalui Service Level the Minimum Service Standards through the Service
Agreement (SLA) yang dikelola sehingga dapat Level Agreement (SLA) to provide best services to the
memberikan pelayanan terhadap pengguna jalan tol. toll road users.
3. Memimpin dan memastikan pengendalian kinerja dan 3. Leading and ensuring the performance and revenue
Profil Perusahaan
Company Profile
revenue untuk seluruh ruas jalan tol pada Regional controls for all toll roads in the Regional Offices.
Office.
4. Memimpin dan memastikan peningkatan peluang 4. Leading and ensuring the expansion of business
bisnis dalam rangka memaksimalkan pendapatan opportunities in order to maximize the Company’s
Perusahaan. revenue.
5. Memimpin dan memastikan kegiatan pengelolaan 5. Leading and ensuring the risk management activities
manajemen risiko terkait dengan teknologi informasi related to the Company’s information technology and
Perusahaan serta terkait dengan pengoperasian jalan related to the operations of the toll roads, maintenance
tol, pemeliharaan dan peningkatan jalan tol Anak and improvement of the toll roads of Toll Road Business
Perusahaan Jalan Tol tahap konstruksi- operasi dan Subsidiary in the construction-operation and operation
tahap operasi. stages.
SUBAKTI SYUKUR
(DIREKTUR OPERASI/Director of Operations)

1. Memimpin dan memastikan pengembangan kebijakan 1. Leading and ensuring the development of strategic
strategis di bidang operasional dan pemeliharaan jalan policies in the operational and maintenance of toll
tol di seluruh lingkungan Perusahaan roads of the Company
2. Memastikan kegiatan pengoperasian jalan tol meliputi 2. Ensuring that the toll road operation activities
manajemen layanan transaksi tol dan manajemen including toll transaction service management and
lalu lintas dapat terlaksana sesuai dengan Standar traffic management can be carried out in accordance
Pelayanan Minimum sehingga dapat memberikan with the Minimum Service Standards so that they can
pelayanan terhadap pengguna jalan tol provide best services to the toll road users
3. Memastikan pengamanan layanan transaksi tol dan 3. Ensuring the security of toll transaction services and
pengelola pendapatan tol Perusahaan the management of the Company’s toll road revenue
4. Memimpin dan memastikan penyusunan sistem 4. Leading and ensuring the development of toll road
pengamanan jalan tol yang dapat dilaksanakan sesuai security system that can be implemented in accordance
dengan kebutuhan pengoperasian jalan tol; with the needs of toll road operations;
5. Memastikan kegiatan pemeliharaan dan peningkatan 5. Ensuring that the toll road maintenance and upgrading
jalan tol beserta seluruh kelengkapannya dapat activities along with all their completeness can be
terlaksana sesuai dengan Standar Pelayanan Minimum carried out in accordance with the Minimum Service
dari SLA service provider sehingga dapat memberikan Standards from the SLA service provider to provide
pelayanan terhadap pengguna jalan tol; best services to the toll road users;
6. Memimpin services provider dalam pelaksanaan 6. Leading the service providers in the implementation
operasional jalan tol, yang meliputi layanan transaksi, of toll road operations, which include transaction
layanan lalu lintas dan pemeliharaan jalan tol sesuai services, traffic services and toll road maintenance
target yang telah ditetapkan serta sesuai dengan according to the targets set and in accordance with
ketentuan yang berlaku applicable regulations
Human Capital
Modal Insani
7. Memimpin dan memastikan pengelolaan manajemen 7. Leading and ensuring the risk management related to
risiko terkait dengan pengoperasian jalan tol serta the operation of toll roads as well as the maintenance
pemeliharaan dan peningkatan jalan tol and improvement of toll roads
8. Memastikan pengembangan teknologi informasi di 8. Ensuring the development of information technology
bidang operasional dan pemeliharaan jalan tol guna in the field of operation and maintenance of toll
meningkatkan efisiensi beban operasi dan kapabilitas roads in order to improve the efficiency of operating
Perusahaan expenses and the capability of the Company

KEBIJAKAN KEBERAGAMAN DIREKSI DAN PENERAPANNYA
Diversity Policy for the Board of Director and its Application
Surat Edaran Otoritas Jasa Keuangan Nomor 32/ Financial Services Authority Circular Letter Number 32/
SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan SEOJK.04/2015 concerning Guidelines for Public Company
Terbuka menyatakan bahwa komposisi Direksi wajib Governance states that the composition of the Board of
memperhatikan keberagaman. Perseroan telah mengikuti Directors must pay attention to diversity. The Company
aturan tersebut dan sekaligus memenuhi aspek penentuan has followed this rule and at the same time fulfilled the

Direksi adalah kewenangan Pemegang Saham Seri A aspect of determining the Directors is the authority of the

Dwiwarna. Berdasarkan ketentuan-ketentuan itulah, Dwiwarna Series A Shareholder. Based on the provisions,
keberagaman komposisi Direksi Jasa Marga tercermin the diversity of the composition of Jasa Marga’s Board
dalam usia, jenis kelamin, pendidikan, pengalaman kerja of Directors, reflected in age, gender, education, work
serta keahlian, sebagaimana diungkapkan tabel berikut ini: experience and expertise, is as in the following table:
Tabel Keberagaman Komposisi Direksi

Table of Diversity of the Board of Directors Composition
Jenis
Nama Jabatan Usia Pendidikan Pengalaman kerja Keahlian
Kelamin
Gender

Desi Arryani Direktur Utama 57 Perempuan • Sarjana Teknik Sipil Direktur Operasi I dan Operasi II Teknik Sipil,
tahun • Magister Manajemen PT Waskita Karya (Persero) Tbk. Manajemen

President Female
Director 57 years • Bachelor of Civil Engineering Director of Operation I and Civil
old • Master of Management Operation II of PT Waskita Karya Engineering,
Tbk. Management
Donny Arsal Direktur 49 Laki-laki • Sarjana Ekonomi Managing Director, Senior Ekonomi
Keuangan tahun Male Executive Vice President, Economics
Director of • Bachelor of Economics Director Head of Investment
49 years
Finance old Banking PT Mandiri Sekuritas
Managing Director, Senior
Executive Vice President,
Director Head of Investment
Banking of PT Mandiri Sekuritas
Alex Denni* Direktur Human 51 Laki-laki • Sarjana bidang Manajemen • Chief Human Capital Officer Manajemen
Capital & tahun Male Agro-industri di PT Bank Negara Indonesia dan Sumber
Transformasi 51 years • Master bidang Manajemen (Persero) Tbk. Daya Manusia
Director old • Doktor di bidang Human • Chief Transformation Officer Management
of Human Capital di Dharma Satya Nusantara and Human
Capital & Group Resources
• Bachelor of Agro-industry
Transformation
Management • Chief Human Capital Officer
• Master of Management of PT Bank Negara Indonesia
• Doctor of Human Capital (Persero) Tbk.
• Chief Transformation Officer
of Dharma Satya Nusantara
Group
Jenis
Nama Jabatan Usia Pendidikan Pengalaman kerja Keahlian
Kelamin

Gender
Adrian Priohutomo Direktur 56 Laki-laki • Sarjana Teknik Planologi • Presiden Direktur di PT Teknik
Pengembangan tahun Male Permata Graha Nusantara Planologi

Usaha • Bachelor of Planology
56 years • Direktur Manajemen Planology
Engineering
Director of old Real Estat di PT Colliers Engineering
Business International Indonesia
Development
• President Director of PT
Permata Graha Nusantara
• Director of Real Estate
Management of PT Colliers
International Indonesia
Mohammad Sofyan Direktur Bisnis 48 Laki-laki • Sarjana Teknik Sipil Kepala Bagian, VP Corporate Teknik Sipil,
Director of tahun Male • Pasca Sarjana bidang Project Planning, Corporate Secretary Manajemen,
Business 48 years Management di Jasa Marga. Bisnis
old • Pasca Sarjana bidang Division Head, VP Corporate Civil
Business & IT Planning, Corporate Secretary Engineering,
of Jasa Marga. Management,
• Bachelor of Civil Engineering
Business
Profil Perusahaan
Company Profile
• Master of Project Affairs

Management
• Master of Business & IT
Subakti Syukur Direktur Operasi 57 Laki-laki • Sarjana Teknik Sipil • Direktur Utama PT Marga Teknik Sipil,
Director of tahun Male • Magister Manajemen Lingkar Jakarta Manajemen
Operation 57 years • General Manager Cawang- Engineering,
• Bachelor of Civil Engineering
old Tomang-Cengkareng Management
• Master of Management
• President Director of PT
Marga Lingkar Jakarta
• General Manager of
Cawang-Tomang-
Cengkareng
KEBIJAKAN RANGKAP JABATAN DIREKSI

Policy on Concurrent Positions of the Board of Directors
Berdasarkan Pasal 11 ayat (13) Anggaran Dasar Perseroan, Based on Article 11 paragraph (13) of the Company’s
anggota Direksi dilarang merangkap jabatan sebagai: Articles of Association, members of the Board of Directors
are prohibited from holding concurrent positions as:
1. Anggota Direksi pada Badan Usaha Milik Negara 1. Members of the Board of Directors of other State-
lainnya, Badan Usaha Milik Daerah, dan badan usaha Owned Enterprises, Regional-Owned Enterprises, and
milik swasta private-owned companies
2. Jabatan struktural dan fungsional lainnya dalam 2. Other structural and functional positions in the institutions/
instansi/lembaga Pemerintah Pusat dan Daerah agencies of the Central and Regional Governments
3. Pengurus partai politik dan atau calon/anggota 3. Management officials of political parties and/or
legislatif candidates/legislative members
4. Jabatan lainnya sesuai dengan ketentuan dalam 4. Other positions in accordance with the provisions in
peraturan perundang-undangan, dan atau Jabatan the legislation, and or other positions that may cause a
lainnya yang dapat menimbulkan benturan conflict of interest
kepentingan
Human Capital
Modal Insani


Tabel Rangkap Jabatan Direksi
Table of Concurrent Positions of the Board of Directors
Nama Jabatan Jabatan Pada Perusahaan/ Instansi Lain Nama Perusahaan/ Instansi Lain
Name Position Position at Other Company/Institution Name of Other Company/Institution
Desi Arryani Direktur Utama - -

President Director
Donny Arsal Direktur Keuangan Komisaris / Commissioner PT Pilar Sinergi BUMN
Director of Finance

Komisaris Utama / President Commissioner PT Jasamarga Tollroad Operator (JMTO)

Alex Denni* Direktur Human Capital & Komisaris / Commissioner PT Jasamarga Tollroad Operator (JMTO)
Transformasi
Komisaris / Commissioner PT Jalantol Lingkarluar Jakarta (JLJ)
Director of Human Capital &
Transformation
Adrian Priohutomo Direktur Pengembangan Usaha Komisaris Utama / President Commissioner PT Jasamarga Related Business (JMRB)
Director of Business Development Komisaris Utama / President Commissioner PT Jasamarga Kunciran Cengkareng (JKC)
Mohammad Sofyan Direktur Bisnis - -
Subakti Syukur Direktur Operasi Komisaris / Commissioner PT Jasamarga Surabaya Mojokerto (JSM)

Komisaris Utama / President Commissioner PT Jasamarga Bali Tol (JBT)

Tabel di atas menunjukkan bahwa selain rangkap jabatan The table above shows that aside of the concurrent
pada Anak Perusahaan atau Aset Keuangan karena adanya positions at Subsidiaries or Financial Assets due to Jasa
kepemilikan saham Jasa Marga, Direksi Perseroan tidak Marga’s share ownership in them, the Company’s Directors
merangkap jabatan di Perusahaan/Instansi lain. Dengan do not hold concurrent positions in other Companies/
demikian, tidak terdapat rangkap jabatan Direksi yang Institutions. Therefore, there are no concurrent positions
melanggar ketentuan rangkap jabatan. of the Board of Directors that violates the provisions of

dual positions.

PENGELOLAAN BENTURAN KEPENTINGAN DIREKSI
Management of Conflicts of Interest in the Board of Directors
Untuk menjaga independensi dan profesionalisme, setiap To maintain independency and professionalism, each
anggota Direksi harus menganut etika sebagai berikut: member of the Board of Directors must adhere to the
following ethics:
1. Mematuhi peraturan perundang-undangan yang 1. Complying with applicable laws and regulations, the
berlaku, Anggaran Dasar, dan Pedoman GCG serta Articles of Association, and GCG Guidelines and the
kebijakan-kebijakan Perseroan yang telah ditetapkan. policies of the Company that have been determined.
2. Mengambil sikap, pendapat dan tindakan harus 2. Taking attitudes, opinions and actions must be based
didasarkan atas unsur obyektivitas, profesional dan on objectivity, professional and independent elements
independen demi kepentingan Perseroan yang in the interests of the Company in balance with the
seimbang dengan kepentingan Stakeholders. interests of the stakeholders.
3. Menjalankan tugas dan kewajibannya dengan 3. Performing the duties and obligations by placing the
menempatkan kepentingan Direksi secara keseluruhan, interests of the Board of Directors as a whole, above
di atas kepentingan pribadi. personal interests.
4. Selama menjabat, Anggota Direksi tidak diperkenankan 4. During their terms of office, the members of the Board
untuk: of Directors are not permitted to:
a. Mengambil peluang bisnis Perseroan, selain gaji a. Taking the Company’s business opportunities, in
dan fasilitas yang diterimanya sebagai Anggota addition to the salary and facilities received as a
Direksi yang ditentukan oleh RUPS, untuk member of the Board of Directors determined
kepentingan dirinya sendiri, keluarga, kelompok by the GMS, for the benefits of themselves, their
usahanya dan/atau pihak lain. families, certain business groups and/or other
parties.
b. Memanfaatkan jabatan bagi kepentingan pribadi b. Using their position for personal interests or for
atau bagi kepentingan orang atau pihak lain yang the interests of people or other parties that are
bertentangan dengan kepentingan Perseroan. contrary to the interests of the Company.

c. Menggunakan aset Perseroan, informasi Perseroan c. Utilizing the Company’s assets, information or
atau jabatannya selaku Anggota Direksi untuk position as a member of the Board of Directors
kepentingan pribadi ataupun orang lain, yang for personal or other interests, which are contrary
bertentangan dengan ketentuan peraturan to the provisions of the laws and regulations and
perundang-undangan serta kebijakan Perseroan applicable Company policies.
yang berlaku.
d. Berkompetisi dengan Perseroan yaitu d. Competing with the Company by using inside
menggunakan pengetahuan/informasi dari information to gain benefits for interests other
dalam (inside information) untuk mendapatkan than the interests of the Company.
keuntungan bagi kepentingan selain kepentingan
Perseroan.
e. Merangkap jabatan lain yang dapat menimbulkan e. Holding other positions that may cause a conflict
benturan kepentingan secara langsung dengan of interest directly with the Company and/or that
Perseroan dan/atau yang bertentangan dengan are in conflict with the provisions of the applicable
Profil Perusahaan
Company Profile
ketentuan peraturan perundang-undangan yang laws and regulations.

berlaku.
f. Memberikan atau menawarkan, atau menerima f. Giving or offering, or accepting either directly or
baik langsung ataupun tidak langsung imbalan dan/ indirectly rewards and/or gifts, and/or grants and/
atau hadiah, dan/atau hibah dan/atau sumbangan or donations and/or entertainment services in any
dan/atau entertainment dalam bentuk apapun dari form from parties who have business relationships
pihak yang memiliki hubungan bisnis atau pesaing or competitors of the Company, aiming to obtain
Perseroan, yang bertujuan untuk mendapatkan information, or something that is not justified by
informasi, atau sesuatu hal yang tidak dibenarkan the provisions of the applicable law, or to influence
oleh ketentuan perundang-undangan yang them to do and/or not do something related to his/
berlaku, atau untuk mempengaruhinya untuk her position.
melakukan dan/atau tidak melakukan suatu hal
berkaitan dengan kedudukan/jabatannya.
g. Memberikan dan menerima hadiah, bingkisan, g. Giving and receiving presents, gifts, parcels, floral
parsel, karangan bunga dan bentuk pemberian arrangements and other forms of gifts on religious
lainnya pada hari raya keagamaan maupun holidays or other holidays/certain days to and from
hari-hari besar/tertentu lainnya kepada pejabat/ officials/employees of the Government agencies
pegawai di lingkungan instansi Pemerintah dan/ and/or parties that have business relations.
atau pihak yang memiliki hubungan bisnis.

5. Menjaga kerahasiaan informasi-informasi Perseroan 5. Maintaining the confidentiality of the Company’s

yang bersifat rahasia yang dipercayakan kepadanya information entrusted to them in accordance with
sesuai ketentuan peraturan perundang-undangan applicable laws and regulations.
yang berlaku.
6. Menghindari setiap aktivitas yang dapat mempengaruhi 6. Avoiding any activities that can affect their
independensinya dalam melaksanakan tugas. independency in carrying out the tasks.
7. Melakukan pengungkapan dalam hal terjadi benturan 7. Make disclosures in the event of a conflict of interest,
kepentingan, dan Anggota Direksi yang bersangkutan and the members of the Board of Directors concerned
tidak boleh melibatkan diri dalam proses pengambilan may not involve themselves in the decision making
keputusan Perseroan yang berkaitan dengan hal process of the Company relating to this matter.
tersebut.
8. Mematuhi peraturan perundang-undangan yang 8. Complying with applicable laws and regulations,
berlaku, termasuk dengan tidak melibatkan diri pada including by not engaging in insider trading for
perdagangan orang dalam (insider trading) untuk personal gain.
memperoleh keuntungan pribadi.
Human Capital
Modal Insani
KEPEMILIKAN SAHAM DIREKSI
Directors Share Ownership
Seluruh Direksi Jasa Marga telah melaporkan kepada All members of Jasa Marga’s Board of Directors have
Perseroan (Corporate Secretary) mengenai kepemilikan reported to the Company (Corporate Secretary) regarding
sahamnya dan/atau keluarganya pada Perseroan dan their and/or their families ownership of shares in the
perusahaan lain, termasuk setiap perubahannya untuk Company and other companies, including any changes

dicatat dalam Daftar Khusus sesuai dengan peraturan

to be recorded in the Special Register in accordance
perundangan yang berlaku, sebagaimana diungkapkan with applicable laws and regulations, as disclosed in the
pada tabel berikut. following table.
Tabel Kepemilikan Saham Direksi

Table of Share Ownership of the Board of Directors
Kepemilikan Saham
Share Ownership
Pribadi/Keluarga pada
Nama Pribadi pada Jasa Marga Keluarga pada Jasa Marga
Perusahaan Lain
Name Personal Ownership in Jasa Families Ownership in Jasa
Personal/Families Ownership
Marga Marga
in Other Companies

2019 2018 2019 2018 2019 2018
Desi Arryani - - - -
1.496.500 1.496.500
Donny Arsal 33.600 33.600 - - - -
Alex Denni* - - - - - -
Adrian Priohutomo - - - - - -
Mohammad Sofyan - - - - - -

Subakti Syukur 154.000 154.000 - - - -
DIREKTUR INDEPENDEN DAN INDEPENDENSI DIREKSI

Independent Director and Independency of the Board of Directors
Ketentuan mengenai kewajiban perusahaan publik harus The provision regarding the obligation of public companies
memiliki Direktur Independen berjumlah paling kurang to have Independent Directors at least 1 (one) person at
1 (satu) orang dari jajaran anggota Direksi sebagaimana the Board of Directors as stipulated in the Directors of
tercantum dalam Keputusan Direksi PT Bursa Efek PT Bursa Efek Indonesia Decree No. Kep-00183/BEI/12-
Indonesia No. Kep-00183/BEI/12-2018 tentang Perubahan 2018 concerning Amendment to Regulation No. I-A on
Peraturan No. I-A tentang Pencatatan Saham dan Efek Listing of Shares and Equity Securities other than Shares
Bersifat Ekuitas Selain Saham telah dihapus. Penghapusan has been deleted. The abolition of the regulation was
aturan tersebut telah mendapat persetujuan dari Otoritas approved by the Financial Services Authority (OJK) in
Jasa Keuangan (OJK) pada tahun 2018. Berdasarkan 2018. Based on the regulation changes, since the Annual
perubahan regulasi tersebut, sejak RUPS Tahunan pada GMS on May 6, 2019, Jasa Marga has no Independent
tanggal 6 Mei 2019, Jasa Marga tidak memiliki Direktur Directors in the Company’s Board of Directors. In the
Independen dalam jajaran Direksi Perseroan. Pada periode financial year period, the Company’s Directors consist of
tahun buku, Direksi Perseroan terdiri dari 6 (enam) orang, 6 (six) people, with details of 1 (one) President Director
dengan rincian 1 (satu) orang Direktur Utama dan 5 (lima) and 5 (five) Directors.
Direktur.
RAPAT DIREKSI
Meetings of the Board of Directors

Rapat Direksi wajib diadakan secara berkala paling kurang It is mandatory for the Board of Directors to hold periodic
1 (satu) kali dalam setiap bulan. Penyelenggaraan Rapat meetings at least 1 (one) time each month. The Board
Direksi dapat dilakukan setiap waktu apabila dipandang of Directors meeting can be held at any time if deemed
perlu oleh seorang atau lebih Anggota Direksi dan atas necessary by one or more members of the Board of
permintaan tertulis dari seorang atau lebih Anggota Directors and at the written request of one or more
Dewan Komisaris. Direksi harus menjadwalkan Rapat members of the Board of Commissioners. The Board of
Direksi untuk tahun berikutnya sebelum berakhirnya Directors must schedule its meetings for the following year
tahun buku. before the end of the fiscal year.
Bahan rapat yang telah dijadwalkan disampaikan The materials for the meeting that have been scheduled
kepada peserta paling lambat 1 (satu) hari sebelum are delivered to participants no later than 1 (one) day
rapat diselenggarakan. Dalam hal terdapat rapat yang before the meeting is held. In the event that a meeting
diselenggarakan di luar jadwal yang telah disusun, bahan is held beyond the schedule, the meeting materials are
Profil Perusahaan
Company Profile
rapat disampaikan kepada peserta paling lambat sebelum delivered to participants no later than before the meeting
Rapat Direksi diselenggarakan. is held.
Pemanggilan Rapat Direksi harus mencantumkan tanggal, Summon for attending the Board of Director meeting
waktu, acara dan tempat Rapat. Pemanggilan dan bahan must state the date, time, agenda and venue of the
Rapat Direksi harus disampaikan dengan surat tercatat meeting. Summon and materials for the Board of Directors
atau dengan surat yang disampaikan langsung kepada meeting must be delivered by registered letter or by a
setiap Anggota Direksi dengan mendapat tanda terima letter delivered directly to each member of the Board of
atau dengan faksimile atau media elektronik lainnya paling Directors with a receipt or by facsimile or other electronic
lambat 5 (lima) hari sebelum rapat diadakan, atau waktu media no later than 5 (five) days before the meeting is
yang lebih singkat jika dalam keadaan mendesak. held, or a shorter time if in urgent situation.
Sebelum acara Rapat Direksi dilangsungkan, terlebih Before the Board of Directors meeting is held, things to
dahulu dilakukan: do first:
1. Mengedarkan agenda Rapat Direksi untuk 1. Circulating the Board of Directors meeting agenda
mendapatkan masukan dari para Anggota Direksi to get input from the members of the Board of
mengenai agenda tersebut. Masukan tersebut dapat Directors regarding the agenda. The input can be
berupa penambahan/pengurangan atau penajaman in the form of addition/subtraction or sharpening of

agenda Rapat Direksi. the agenda.
2. Meninjau ulang Risalah Rapat Direksi sebelumnya 2. Reviewing the minutes of the previous meeting to
untuk menentukan masing-masing pokok bahasan determine whether each subject is “closed” or “open”.
apakah “telah selesai (closed)” atau “belum selesai To ensure that the status of each subject is “closed”,
(open)”. Untuk memastikan bahwa status masing- the Corporate Secretary reports the subjects with open
masing pokok bahasan “telah selesai (closed)”, maka status in every early month to be monitored.
setiap awal bulan dilaporkan oleh Corporate Secretary
posisi pokok bahasan yang masih belum selesai sebagai
monitoring.
Rapat Direksi adalah sah dan berhak mengambil The Board of Directors meetings are valid and have the
keputusan yang sah dan mengikat, apabila lebih dari 1/2 right to make legal and binding decisions, if more than 1/2
(satu per dua) jumlah Anggota Direksi hadir atau diwakili (one half) of the number of the Board of Directors members
secara sah dalam rapat. Seorang Anggota Direksi dapat are present or legally represented at the meetings. A
diwakili dalam Rapat Direksi hanya oleh Anggota Direksi member of the Board of Directors may be represented at
lainnya berdasarkan surat kuasa yang diberikan khusus a meeting of the Board of Directors only by other member
untuk keperluan Rapat. Surat kuasa tersebut dapat of the Board of Directors based on a power of attorney
disampaikan melalui faksimile, e-mail atau alat komunikasi granted specifically for the purpose of the meeting. The
elektronik lainnya diikuti dengan aslinya atau salinan power of attorney can be submitted by facsimile, e-mail
yang telah dinyatakan sesuai dengan aslinya yang dikirim or other electronic communication device followed by the
dengan dibuktikan melalui tanda terima atau dengan original letter or legalized copy with the original letter sent
surat tercatat atau kurir yang dikenal secara internasional by proof of receipt or through registered mail service or
secepat mungkin. internationally known courier as quickly as possible.
Human Capital
Modal Insani
Keputusan Rapat Direksi harus diambil berdasarkan Decisions of the Board of Directors meetings must be taken
musyawarah untuk mufakat. Dalam hal keputusan based on deliberation to reach consensus. In the event that
berdasarkan musyawarah untuk mufakat tidak tercapai a decision based on deliberation to reach consensus is not
maka keputusan diambil dengan pemungutan suara reached, then the decision is taken by voting with consent
berdasarkan suara setuju lebih dari ½ (satu per dua) dari votes more than ½ (one half) of the total number of votes
jumlah suara yang dikeluarkan secara sah dalam Rapat. issued legally at the meetings.

RENCANA RAPAT DIREKSI Meeting Schedule of the Board of Directors
Selama tahun 2019, berdasarkan jadwal yang dibuat di During 2019, based on the schedule made in December
bulan Desember 2018, Direksi menjadwalkan rapat Direksi 2018, the Board of Directors scheduled the Board
sebanyak 48 (empat puluh delapan) kali dengan realisasi of Directors meetings 48 (forty eight) times with the
sebanyak 45 (empat puluh lima) kali. realization of 45 (forty five) times.
Tabel Rencana Jadwal Rapat Direksi Tahun 2019

Table of Meeting Schedule of the Board of Directors in 2019

Tanggal Rapat

Bulan (tgl-bln-thn)
Month Date of Meeting
(dd-mm-yyyy)
1. 08-01-2019
Januari 2. 15-01-2019
January 3. 22-01-2019
4. 29-01-2019
5. 08-01-2019
Februari
6. 15-01-2019
February

7. 22-01-2019

8. 05-03-2019
Maret 9. 12-03-2019
March 10. 19-03-2019
11. 26-03-2019
12. 02-04-2019
13. 09-04-2019
April
14. 16-04-2019
April
15. 23-04-2019
16. 30-04-2019
17. 07-05-2019
Mei 18. 14-05-2019

May 19. 21-05-2019
20 28-05-2019
21. 11-06-2019
Juni
22. 18-06-2019
June
23. 25-06-2019
24. 02-07-2019
25. 09-07-2019
Juli
26. 16-07-2019
July
27. 23-07-2019
28. 30-07-2019
Tanggal Rapat
Bulan (tgl-bln-thn)
Month Date of Meeting

(dd-mm-yyyy)
29. 06-08-2019
Agustus 30. 13-08-2019

August 31. 20-08-2019
32. 27-08-2019
33. 03-09-2019
September 34. 10-09-2019

September 35. 17-09-2019
36. 24-09-2019
37. 01-10-2019
38. 08-10-2019
Oktober
39. 15-10-2019
October
Profil Perusahaan
Company Profile
40 22-10-2019
41 29-10-2019
42. 05-11-2019
November 43. 12-11-2019

November 44. 19-11-2019
45. 26-11-2019
46 03-12-2019
Desember
47 10-12-2019
December
48 17-12-2019
Tabel Rencana Agenda Rapat Direksi Tahun 2019

Table of Meeting Agenda of the Bord of Directors in 2019
Rapat Materi Waktu Pelaksanaan Keterangan
Meeting Subjects Implementation Time Remarks
Rapat Mingguan Hal-hal aktual yang berkaitan Setiap 1 minggu sekali yang diadakan 1. Penyampaian materi Rapat disampaikan
Weekly Meeting dengan pekerjaan rutin Unit Kerja setiap hari Selasa pukul 07:00 WIB sampai oleh unit kerja terkait kepada Corporate
Kantor Pusat, Cabang, Proyek, Anak dengan selesai (sesuai Keputusan Direksi Secretary paling lambat hari Jumat.
Perusahaan. No. 197/KPTS/2011 tentang Pedoman 2. Kompilasi materi Rapat tersebut

Actual issues relating to the routine Pelaksanaan Rapat Direksi PT Jasa Marga disampaikan oleh Corporate Secretary
works of the Head Office, Branches, (Persero) Tbk). kepada Direksi paling lambat hari
Projects, Subsidiaries. Once a week which is held every Tuesday Senin.
at 07:00 WIB until finished (in accordance 1. Meeting materials are submitted by the
with the Board of Directors Decree No. relevant work unit to the Corporate
197/KPTS/ 2011 concerning Guidelines Secretary no later than Friday.
for the Implementation of the Board 2. Compilation of the Meeting materials
of Directors Meetings of PT Jasa Marga is conveyed by the Corporate Secretary
(Persero) Tbk). to the Board of Directors no later than
Monday.
Rapat Triwulanan 1. Realisasi RKAP. Setiap 3 bulan sekali yang diadakan Penyampaian materi Rapat disiapkan oleh
Quarterly Meeting 2. Evaluasi Kerja. setiap hari Selasa pada Rapat Mingguan Corporate Secretary paling lambat 2 hari
3. Laporan Manajemen (Triwulanan). pertama bulan yang bersangkutan, pukul kerja sebelum pelaksanaan Rapat.
07:00 WIB sampai dengan selesai. Submission of Meeting materials is
1. RKAP Realization
2. Evaluation of Works Once in every 3 months which is held prepared by the Corporate Secretary no
3. Report of Management (Quarterly) every Tuesday at the first weekly meeting later than 2 working days prior to the
of the month, at 07:00 WIB until finished. Meeting.
Rapat Semesteran 1. Realisasi RKAP pada Semester yang Setiap 6 bulan sekali yang diadakan Penyampaian materi Rapat disiapkan oleh
Semesterly Meeting bersangkutan. setiap hari Selasa pada Rapat Mingguan Corporate Secretary paling lambat 2 hari
2. Evaluasi Kerja. pertama bulan yang bersangkutan, pukul kerja sebelum pelaksanaan Rapat
3. Evaluasi KPI. 07:00 WIB sampai dengan selesai. Submission of Meeting materials is
4. Laporan Manajemen (Semesteran). Once in every 6 months which is held prepared by the Corporate Secretary no
1. Realization of RKAP in the relevant every Tuesday at the first weekly meeting later than 2 working days prior to the
semester. of the month, at 07:00 WIB until finished. implementation of the Meeting
2. Evaluation of Works.
3. KPI Evaluation.
4. Report of Management
(Semesterly).
Human Capital
Modal Insani
Rapat Materi Waktu Pelaksanaan Keterangan
Meeting Subjects Implementation Time Remarks
Rapat Tahunan 1. Laporan Realisasi RKAP pada Tahun Setiap 1 tahun sekali yang diadakan Penyampaian materi Rapat disiapkan oleh
Annual Meeting tersebut. setiap hari Selasa pada Rapat Mingguan Corporate Secretary paling lambat 2 hari
2. Laporan Evaluasi Tahunan KPI. pertama bulan Desember, pukul 07:00 kerja sebelum pelaksanaan Rapat
3. Laporan Manajemen (Tahunan). WIB sampai dengan selesai. Submission of Meeting materials is
4. Evaluasi Kerja. prepared by the Corporate Secretary no
Once in every 1 year which is held every later than 2 working days prior to the
1. Report of RKAP Realization for the
Tuesday at the first weekly meeting in implementation of the Meeting

Year.
December, at 07:00 WIB until finished.

2. Annual Report of KPI Evaluation.
3. Report of Management (Annual).
4. Evaluation of Works
REALISASI RAPAT DIREKSI Realization of the Board of Directors Meetings

Sepanjang tahun 2019, Rapat Direksi dilaksanakan During 2019, the Board of Directors Meetings were held
sebanyak 45 (empat puluh lima) kali. Adapun realisasi 45 (forty five) times. The realization of the dates, agenda,

tanggal, agenda, peserta, dan frekuensi kehadiran masing- participants, and attendance frequency of each member of

masing Direktur dalam Rapat Direksi adalah sebagai the Board of Directors’ Meeting are as follows.
berikut.
Tabel Rapat Direksi Tahun 2019

Table of the Board of Directors Meetings in 2019
Tanggal
(tgl-bln-thn) Agenda Rapat Desi Donny Alex Adrian Mohammad Subakti
No
Date Meeting Agenda Arryani Arsal Denni* Priohutomo Sofyan Syukur

(dd-mm-yyy)

1 02-01-2019 1. Program dukungan pelayanan lalu lintas arus
mudik.
2. Progres investasi ruas-ruas jalan tol.
3. Penyerapan dana talangan tanah.
4. Laporan Keuangan Konsolidasian 2018.
√ x √ √ √ √
1. Support program of traffic service for
homecoming travelers.
2. Progress of investment in toll roads.
3. Absorption of land acquisition bailout funds.
4. 2018 Consolidated Financial Statements.
2 07-01-2019 1. Progres investasi ruas-ruas jalan tol.
√ √ √ √ √ √
1. Progress of investment on toll roads.
3 09-01 2019 1. Progres investasi ruas-ruas jalan tol.
3. Laporan Keuangan Konsolidasian 2018.
√ √ √ √ √ √
3. Talent mobility.
√ √ √ √ √ √
3. Talent mobility.
√ √ √ √ √ x
2. Absorption of land acquisition bailout funds
Tanggal
No
(dd-mm-yyy)

√ √ √ √ √ √
7 01-02-2019 1. Laporan Keuangan Konsolidasian 2018.
2. Struktur organisasi dan job description.
√ √ √ √ √ √
2. Organizational structure and job description.
8 11-02-2019 1. Struktur organisasi dan job description.
Profil Perusahaan
Company Profile
√ √ √ √ √ √
1. Organizational structure and job description.
10 25-02-2019 1. Laporan Keuangan Konsolidasian 2018.
√ √ √ √ √ √

√ √ √ √ √ √
√ √ √ √ √ √
√ √ √ √ √ √


14 01-04-2019 1. Penyerapan dana talangan tanah.
2. Prakarsa ruas jalan tol baru.
3. Kesepakatan bersama antara Jasa Marga dengan
pihak ketiga.
4. Penamaan gerbang tol baru.
√ √ √ √ √ √
2. Initiatives for new toll roads.
3. Mutual agreement between Jasa Marga and
third parties.
4. Naming new toll gates.
15 08-04-2019 1. Profil risiko korporat tahun 2019.
2. Struktur pendanaan.
3. Prognosa RKAP tahun 2019.
4. Progres kajian refinancing/skema pendanaan
Anak Perusahaan Jalan Tol.
√ √ √ √ √ √
1. Corporate risk profile in 2019.
2. Funding structure.
3. 2019 RKAP Prognosis.
4. Progress of refinancing study/funding scheme for
Toll Road Business Subsidiaries.
√ √ √ √ √ √
Human Capital
Modal Insani
Tanggal
No
(dd-mm-yyy)

√ √ √ √ √ x


√ √ √ x √ √

√ √ √ √ √ √
21 14-06-2019 1. Prognosa Semester 1 2019.
2. Progres investasi ruas-ruas jalan tol. √ √ √ √ √ √
3. Dana talangan tanah.
22 19-06-2019 1. Pengoperasian terintegrasi ruas jalan tol.

06-19-2019 2. Perubahan organisasi Perusahaan.
√ √ √ √ √ √
3. Talent mobility.
4. Mutasi anggaran.
23 24-06-2019 1. Laporan Keuangan Konsolidasian Semester 1
2019.
4. Pengaturan kewenangan Regional dan Trans
Jawa. √ √ √ √ √ √
1. Semester 1 2019 Consolidated Financial
Statements.

4. Regional and Trans Java authority arrangements.

√ √ √ √ √ √
2. Absorption of land acquisition bailout funds
√ √ √ √ √ √
3. Talent mobility.
√ √ √ √ √ √
3. Talent mobility
√ √ √ x √ √
28 05-08-2019 1. Pengembangan Tempat Istirahat km 456 A/B
Jalan Tol Semarang-Solo.
2. Rencana penambahan lajur pada off ramp Jalan
Tol Jakarta-Cikampek.
√ √ √ x √ √
1. Development of Rest Area 456 A/B on
Semarang-Solo Toll Road.
2. Plans to add lanes to the Jakarta-Cikampek Toll
Road off ramp.
Tanggal
No
(dd-mm-yyy)
29 19-08-2019 1. Review RJPP 2018-2022.

2. Kepemilikan saham di Anak Perusahaan.
3. Aplikasi Flo.
4. Mutasi anggaran.
5. Isu-isu hukum terkait integrasi pengoperasian jalan
tol.
6. Evaluasi uji coba implementasi perluasan wilayah
pembatasan lalu lintas dengan sistem ganjil genap.
7. Evaluasi relokasi contra flow ruas Jalan Tol Dalam
Kota.
1. Review of RJPP 2018-2022. √ √ √ x √ √
2. Shares ownership in subsidiaries.
3. Flo application.
4. Budget mutations.
5. Legal issues related to the integration of toll road
operations.
6. Evaluation of the trial implementation of the
Profil Perusahaan
Company Profile
expansion of traffic restriction zones for even odd

scheme.
7. Evaluation of relocation of contraflow on inner-city
toll roads.
30 26-08-2019 1. Mutasi anggaran.
2. Evaluasi uji coba implementasi perluasan wilayah
pembatasan lalu lintas dengan sistem ganjil
genap.
3. Evaluasi relokasi contra flow ruas Jalan Tol Dalam

Kota.
4. Usulan perubahan pedoman pengadaan barang/
jasa di lingkungan Perusahaan.
5. Organisasi IOT.
6. Mutasi anggaran.
7. Penyusunan Profil Risiko Korporat tahun 2019.
√ √ √ √ √ √
2. Evaluation of the trial implementation of the
expansion of traffic restriction zones with an
even odd system.
3. Evaluation of relocation of contra flow of inner-
city toll roads.
4. Proposed changes to the guidelines for the
procurement of goods/services within the

Company.
5. IoT Organization.
7. Compilation of Corporate Risk Profiles in 2019.
31 02-09-2019 1. Prognosa 2019.
3. Pengelolaan usaha lain.
4. Rencana kerja sama investasi.
5. Mutasi anggaran.
6. Talent mobility.
√ √ √ √ √ √
1. 2019 prognosis.
3. Management of other businesses.
4. Investment cooperation plan.
6. Talent mobility.
√ √ x √ √ x
33 16-09-2019 1. Pengoperasian Jalan Tol Serpong-Kunciran dan
Balikpapan-Samarinda.
2. Talent mobility.
√ x √ √ √ √
1. The maiden operation of Serpong-Kunciran and
Balikpapan-Samarinda toll roads.
2. Talent mobility.
Human Capital
Modal Insani
Tanggal
No
(dd-mm-yyy)
34 23-09-2019 1. Setoran modal ke Anak Perusahaan.

2. Prognosa 2019.
3. RKAP 2020.
4. Rencana divestasi saham.
5. Pengoperasian terintegrasi Jalan Tol Jakarta-

Cikampek dan Jakarta-Cikampek Elevated.

√ √ √ √ √ √
1. Deposits of capital to subsidiaries.
2. 2019 prognosis.
3. 2020 RKAP.
4. Share divestment plan.
5. Integrated operation of Jakarta-Cikampek and
Jakarta-Cikampek Elevated Toll Roads.
x √ √ x x √

√ √ √ √ √ √

37 21-10-2019 1. Mutasi anggaran.
2. Laporan Keuangan Konsolidasian September 2019.
3. Rencana divestasi saham.
4. Penambahan lajur.
1. Budget mutations. √ √ √ √ √ √
2. Consolidated Financial Statements of September
2019.
3. Share divestment plan.
4. Addition of lanes.

√ √ x √ √ √

3. Prognosa 2019.
4. RKAP 2020.
√ √ √ √ √ √
3. 2019 prognosis.
4. 2020 RKAP.
√ √ √ √ √ √
√ √ √ √ √ √
43 04-12-2019 1. Program dukungan pelayanan arus mudik.
1. Support program of traffic service for holiday √ √ x √ √ √
travelers.
Tanggal
No
(dd-mm-yyy)

1. Support program of traffic service for holiday √ √ √ √ √ √
travelers.
1. Support program of traffic service for holiday √ √ √ √ √ √
travelers.
Jumlah Rapat dalam Setahun / Number of Meetings in the Year 45
Profil Perusahaan
Company Profile
Jumlah Rapat yang Wajib Dihadiri

45 45 45 45 45 45
Number of Meetings Mandatory to Attend
Jumlah Rapat yang Dihadiri / Number of Meetings Attended 44 43 41 40 42 42
Persentase Kehadiran / Attendance Percentage (%) 98% 96% 91% 89% 93% 93%
Persentase Kehadiran Rata-rata / Attendance Average Percentage (%) 94%
√ Hadir / Present
Keterangan / Remarks:
Ketidakhadiran anggota Direksi dalam rapat disebabkan yang bersangkutan sedang melakukan tugas di luar kota atau menghadiri acara/rapat penting yang
tidak dapat diwakilkan.
The absence of members of the Board of Directors in the meetings was caused by the said person/s on duty out of the city or attending an important event/
meeting that could not be represented.
Human Capital
Modal Insani
KEPUTUSAN PENTING DIREKSI TAHUN 2019
Important Decisions of the Board of Directors in 2019
Selama tahun 2019, Keputusan-keputusan penting yang Selama tahun 2019, Keputusan-keputusan penting yang
telah dibuat Direksi di antaranya sebagai berikut: telah dibuat Direksi di antaranya sebagai berikut:

1. Pengelolaan Pembelajaran (Learning) 1. Learning Management

2. Program JM Learning Wallet 2. JM Learning Wallet Program
3. Kebijakan Tata Kelola Teknologi Informasi 3. Information Technology Governance Policy
4. Masterplan Teknologi Informasi 2019-2023 4. Information Technology Master Plan 2019-2023
5. Komite Pengarah Teknologi Informasi (IT Steering 5. Information Technology Steering Committee (IT
Comitee) Steering Committee)
6. Talent Acquisition 6. Talent Acquisition
7. Model Organisasi dan Uraian Jabatan 7. Organization Model and Job Description
8. Pemberian Penghargaan Pengabdian Karyawan 8. Employee Service Award Period March 1, 2018-February
Periode 01 Maret 2018-28 Februari 2019 28, 2019

9. Program Kemitraan Bina Lingkungan (CSR/Corporate 9. Partnership and Community Development Program
Social Responsibility) (CSR/Corporate Social Responsibility)
10. Pedoman Pelaksanaan Pengadaan Barang/Jasa 10. Guidelines for Implementing Goods/Services
Procurement
11. Pembentukan Tim Satuan Tugas Program Jasa Marga 11. Establishment of Jasa Marga Task Force for Operational
Siaga Operasional Lebaran tahun 2019 Services Program during Eid al-Fitr holiday in 2019
12. Jasa Marga Performance Development 12. Jasa Marga Performance Development
13. Struktur Organisasi Makro 13. Macro Organization Structure
14. Pembagian Tugas dan Wewenang Direksi 14. Division of Duties and Authorities of Directors

15. Pedoman Umum Kearsipan 15. General Archives Guidelines

16. Komite Manajemen Risiko dan Tim Sekretariat Komite 16. The Risk Management Committee and the Risk
Manajemen Risiko Management Committee Secretariat Team
17. Sistem Total Reward Karyawan 17. Employee Total Reward System
18. Pembentukan Tim Satuan Tugas Program Jasa Siaga 18. Formation of Task Force for Operational Services
Operasional Hari Raya Natal 2019 dan Tahun Baru Program during Christmas 2019 and New Year 2020
2020 holiday
19. Kebijakan Mutu, Keselamatan & Kesehatan Kerja (K3) 19. Quality, Occupational Safety & Health (K3) and
dan Lingkungan Environmental Policy
20. Kebijakan Manajemen Risiko dan Pedoman Manajemen 20. Risk Management Policy and Risk Management
Risiko Guidelines
21. Tim Pengelolaan Whitleblowing System 21. Whistleblowing System Management Team
22.
Surat Keputusan Direktur Utama PT Jasa Marga 22. Decree of the President Director of PT Jasa Marga
(Persero) Tbk No. 123/KPTS/2019 tanggal 27 Desember (Persero) Tbk No. 123/KPTS/2019 dated December
2019 tentang Jasa Marga Performance Management 27, 2019 concerning Jasa Marga Performance
Management
23. Klasifikasi Arsip 23. Classification of Archives
24. Pedoman Tata Kelola Perusahaan (Code of Corporate 24. Code of Corporate Governance
Governance)
25. Pedoman Perilaku (Code of Conduct) 25. Code of Conduct
PENILAIAN KINERJA DIREKSI

Assessment of the Board of Directors Performance

Direksi berkomitmen untuk senantiasa meningkatkan The Board of Directors is committed to continuously
pencapaian kinerjanya. Untuk mendukung hal tersebut, improving the achievement of its performance. To
telah dilakukan penilaian kinerja Direksi tahun 2019 melalui support this, an assessment of the performance of the
Key Performance Indicator (KPI) yang telah disahkan oleh Board of Directors using the 2019 Board of Directors’
Dewan Komisaris melalui Kontrak Manajemen dan melalui Key Performance Indicator (KPI) has been approved by
Assessment GCG. the Shareholders through a management contract. The
assessment of the Board of Directors performance is also
carried out through the GCG assessment.
PENILAIAN KINERJA DIREKSI BERDASARKAN Assessment of the Board of Directors

KEY PERFORMANCE INDICATOR Performance Based on Key Performance
Indicator
Profil Perusahaan
Company Profile
Prosedur Pelaksanaan Penilaian KPI Direksi Procedure for KPI Assessment of the Board of
Directors
Penilaian kinerja Direksi melalui KPI dilakukan berdasarkan The performance evaluation of the Board of Directors
Kontrak Manajemen yang telah disahkan oleh Dewan using the KPI is carried out by the Shareholders through
Komisaris. the mechanism of the Annual General Meeting of
Shareholders.
Kriteria Penilaian KPI Direksi Criteria for Assessing KPI of the Board of Directors
Kriteria evaluasi kinerja Direksi berdasarkan KPI dibagi ke Criteria for evaluating the Board of Directors performance
dalam beberapa perspektif, yaitu: based on KPI are:
1. Perspektif keuangan dan pasar 1. Financial and market perspective

2. Fokus pelanggan 2. Customer focus
3. Efektivitas produk dan proses 3. Effectiveness of products and processes
4. Fokus tenaga kerja 4. Workforce focus
5. Kepemimpinan, tata kelola dan tanggung jawab 5. Leadership, governance and social responsibility.
kemasyarakatan.
Selain 5 (lima) perspektif evaluasi di atas, KPI Direksi juga Selain 5 (lima) perspektif evaluasi di atas, KPI Direksi juga
memiliki 1 (satu) perspektif lagi, yakni: memiliki 1 (satu) perspektif lagi, yakni:
6. Agent of Development 6. Agent of Development
Hasil Penilaian KPI Direksi Tahun 2019 Results of KPI Assessment of the Board Directors in
2019
Hasil penilaian KPI Direksi tahun 2019 diperoleh dari The results of the 2019 KPI Directors' assessment were
penilaian kelompok pertama (perspektif 1-5 dengan bobot obtained from the first group assessment (perspective 1-5
90%) dengan skor 101,20 atau melebihi target yang with a weight of 90%) with a score of 101.20 or exceeding
ditetapkan sebesar 100; dan penilaian kelompok kedua the target set at 100; and the assessment of the second
(perspektif 6 dengan bobot 10%) dengan skor sebesar group (perspective 6 with a weight of 10%) with a score
9,60 dari target sebesar 10. Sehingga nilai KPI Direksi of 9.60 out of the target of 10. So that the overall KPI
secara keseluruhan diperoleh skor 110,71, lebih tinggi dari value of the Directors obtained a score of 110.71, higher
target yang ditetapkan sebesar 110. Gabungan nilai dari than the target set of 110. The combined value of the two
kedua kelompok perspektif di atas merupakan skor kinerja perspective groups above is a performance score and for
dan untuk tahun 2019 diperoleh skor 100,59. 2019 a score of 100.59 was obtained.
Human Capital
Modal Insani
Tabel Pencapaian KPI Direksi tahun 2019
Table of KPI Achievement of the Board of Directors in 2019
Nilai KPI
Perspektif Bobot (%) KPI Score
No
perspective Weight(%) Rencana Realisasi
Plan Realization
1 Keuangan dan Pasar 20 20 20,70

Financial and market perspective

2 Fokus Pelanggan 24 24 24,10
Customer focus
3 Efektivitas Produk dan Proses 18 18 17,90
Effectiveness of products and processes
4 Fokus Tenaga Kerja 20 20 20,50
Workforce focus
5 Kepemimpinan, Tata Kelola dan Tanggung Jawab Kemasyarakatan 18 18 18,00
Leadership, governance and social responsibility
Sub Total 90 100 101,20

6 Agent of Development 10 10 9,60

Sub Total 100 110 110,71
TOTAL 100,59
PENILAIAN KINERJA DIREKSI BERDASARKAN Assessment of the Board of Directors

GCG ASSESSMENT Performance Based on GCG Assessment
Selain penilaian Direksi berdasarkan KPI, dilakukan In addition to assessing the Board of Directors based on
pula penilaian kinerja Direksi melalui GCG assessment. KPI, the assessment of the Board of Directors performance

Penilaian kinerja Direksi melalui GCG Assessment yang is also conducted through a GCG assessment. The

telah dilakukan pada tahun 2019 adalah sebagai berikut. evaluation of the Board of Directors performance through
the GCG Assessment conducted in 2019 is as follows.
Prosedur Pelaksanaan GCG Assessment Direksi Procedure for Implementing GCG Assessment of the
Board of Directors
Prosedur Pelaksanaan GCG Assessment terkait Kinerja The GCG Assessment Procedures related to the Board of
Direksi adalah, sebagai berikut. Directors Performance are as follows.
1. Direksi menugaskan tim GCG assessment dalam 1. The Board of Directors assigns the GCG assessment
melaksanakan Self Assessment. team to carry out the Self Assessment.
2. Tim Assessment mengkoordinir seluruh unit kerja 2. The Assessment Team coordinates all relevant
terkait termasuk berkoordinasi dengan Dewan work units including coordinating with the Board
Komisaris dalam rangka melaksanakan GCG of Commissioners in order to carry out the GCG
Assessment. Assessment.
3. Tim Assessment memberikan nilai komposit termasuk 3. The Assessment Team provides composite values
faktor positif dan negatif untuk disampaikan kepada including positive and negative factors to be submitted
Direksi dan kemudian dimintakan persetujuan Dewan to the Board of Directors and then the Board of
Komisaris. Commissioners approval is sought.
4. Pelaksanaan GCG Assessment ini dilaksanakan secara 4. Implementation of GCG Assessment is conducted
periodik setiap tahun. periodically every year.
Kriteria Penilaian GCG Assessment Direksi Criteria for GCG Assessment of the Board of Directors
1. Pelaksanaan program pelatihan/pembelajaran Direksi. 1. Implementation of the Board of Directors’ training/

learning program.
2. Pembagian tugas/fungsi, wewenang dan tanggung 2. Clear division of duties/functions, authorities and
jawab Direksi yang jelas. responsibilities of the Board of Directors members.
3. Penyusunan perencanaan perusahaan. 3. Compilation of corporate planning.

4. Pemenuhan target kinerja perusahaan. 4. Compliance with company performance targets.
5. Pelaksanaan pengendalian operasional dan keuangan 5. Implementation of operational and financial controls
over the implementation of company plans and
terhadap implementasi rencana dan kebijakan

perusahaan. policies.
6. Pelaksanaan pengurusan perusahaan sesuai dengan 6. Implementation of company management in
peraturan perundang-undangan yang berlaku dan accordance with applicable laws and regulations and
Anggaran Dasar. the Articles of Association.
7. Pelaksanaan hubungan yang bernilai tambah bagi 7. Implementation of value-added relationships for the
perusahaan dan pemangku kepentingan. Company and stakeholders.
8. Memonitor dan mengelola potensi benturan 8. Monitor and management of the potential conflict of
kepentingan anggota Direksi dan manajemen di interests of members of the Board of Directors and
bawah Direksi. management under the Board of Directors.
9. Pelaksanaan keterbukaan informasi dan komunikasi, 9. Implementation of information and communication
serta penyampaian informasi kepada Dewan Komisaris disclosure, as well as timely delivery of information to
dan Pemegang Saham secara tepat waktu. the Board of Commissioners and Shareholders.
Profil Perusahaan
Company Profile
10. Penyelenggaraan rapat Direksi dan kehadiran pada 10. Organizing the Board of Directors meetings and
rapat Dewan Komisaris. attending the Board of Commissioners meetings.
11. Penyelenggaraan pengawasan intern yang berkualitas 11. Implementation of quality and effective internal
dan efektif. supervision.
12. Penyelenggaraan fungsi Sekretaris Perusahaan yang 12. Implementation of quality and effective Corporate
berkualitas dan efektif. Secretary functions.
13. Penyelenggaraan RUPS Tahunan dan RUPS lainnya 13. Implementation of Annual GMS and other GMS in
sesuai peraturan perundang-undangan. accordance with statutory provisions.
Pihak yang Melakukan Penilaian GCG Assessment Parties Conducting GCG Assessment of the Directors
of Directors
Direksi
Pada tahun 2019, Jasa Marga telah melakukan self In 2019, Jasa Marga conducted GCG self assessment.
assessment GCG.
Hasil Penilaian GCG Assessment Direksi Results of GCG Assessment of the Board of Directors
Pada 2019, hasil penilaian kinerja Direksi berdasarkan In 2019, the evaluation results of the Board of Directors
GCG Assessment Direksi mencapai skor 34,21 dengan performance based on the GCG Assessment of the Board
capaian 97,73% dan predikat “Sangat Baik”. Skor of Directors reached a score of 34.21 with an achievement
tersebut meningkat dari tahun sebelumnya sebesar 34,11 of 97.73% and the title “Very Good”. The score increased
dengan capaian 97,48% yang juga memperoleh predikat from the previous year of 34.11 with an achievement of
“Sangat Baik”. 97.48% which was also getting the title “Very Good”.
PENILAIAN KINERJA KOMITE DI BAWAH DIREKSI DAN DASAR

PENILAIANNYA
Performance Assessment of the Committees Under the Board of Directors and the
Basis of Assessment
Dalam menjalankan tugasnya, Direksi Jasa Marga memiliki In carrying out its duties, Jasa Marga’s Board of Directors is
2 (dua) Komite di bawah Direksi, yaitu: Komite Manajemen supported by 2 (two) Committees namely: Risk Management
Risiko dan Komite Pengarah Teknologi Informasi. Committee and Information Technology Steering Committee
Komite Manajemen Risiko merupakan komite yang The Risk Management Committee is a committee formed
dibentuk untuk membantu Direksi dalam menetapkan to assist the Board of Directors in establishing the context
konteks risiko strategis, menetapkan kebijakan dan manual of strategic risks, setting policies and risk management
Human Capital
Modal Insani
sistem manajemen risiko, menetapkan kriteria risiko system manuals, establishing strategic risk criteria and
strategis serta menetapkan hasil pengukuran kematangan determining the results of measuring the maturity of
implementasi manajemen risiko di lingkungan Jasa Marga risk management implementation within the Jasa Marga
Group. Selama tahun 2019, Komite Manajemen Risiko Group. During 2019, the Risk Management Committee
telah melaksanakan tugasnya dengan baik, antara lain has performed its duties well, including evaluating the
dengan melakukan evaluasi atas kebijakan manajemen Company’s risk management policies, reviewing the risks
risiko Perseroan, reviu atas risiko yang dihadapi Perseroan faced by the Company and assessing the Company’s
serta melakukan penilaian risiko Perseroan. risks.

Komite Pengarah Teknologi Informasi merupakan komite The Information Technology Steering Committee is a
yang dibentuk untuk membantu Direksi dalam penetapan committee formed to assist the Board of Directors in
strategi IT dan bisnis, Master Plan, tata kelola IT serta determining IT and business strategies, the Master Plan, IT
mengoptimalkan sumber daya TI. Selama tahun 2019, governance and optimizing IT resources. During 2019, the
Komite Pengarah Teknologi Informasi telah melaksanakan Information Technology Steering Committee has carried
tugasnya dengan baik melalui rapat dengan membahas out its duties well through periodical meetings to discuss
Strategi IT dan Bisnis (Strategic Alignment), Pengelolaan Strategic Alignment, IT Management of the Company in
TI Perseroan yang sesuai dengan Master Plan dan Tata accordance with the Master Plan and IT Governance and
Kelola TI dan Pengawasan terhadap proses dan kinerja TI Supervision of IT Performance Measurement.
(Performance Measurement) secara periodik.

MEKANISME PEMBERHENTIAN DAN PENGUNDURAN DIRI DIREKSI
Mechanism of Termination and Resignation of the Board of Directors
1. Anggota Direksi sewaktu-waktu dapat diberhentikan 1. Members of the Board of Directors may be dismissed
berdasarkan keputusan RUPS dengan menyebutkan at any time based on the GMS decision by stating the
alasannya. reasons.
2. Alasan pemberhentian Anggota Direksi sebagaimana 2. The reasons for dismissal of the members of the Board
dimaksud dilakukan apabila berdasarkan kenyataan, of Directors are based on the facts that the members

Anggota Direksi yang bersangkutan antara lain: of the Board of Directors concerned had been:

a. Tidak /kurang dapat memenuhi kewajibannya yang a. Not/less able to fulfill the obligations agreed in the
telah disepakati dalam kontrak manajemen. management contract.
b. Tidak dapat menjalankan tugasnya dengan baik. b. Cannot carry out their duties properly.
c. Melanggar ketentuan Anggaran Dasar dan/atau c. Violating the provisions of the Articles of
peraturan perundangan. Association and/or legislation.
d. Terlibat dalam tindakan yang merugikan d. Engaging in actions that are detrimental to the
Perusahaan dan/atau negara. Company and/or the country.
e. Melakukan tindakan yang melanggar etika dan/ e. Conducting actions that violate ethics and/or
atau kepatutan yang seharusnya dihormati sebagai propriety that should be respected as members of
Direksi. the Board of Directors.
f. Dinyatakan bersalah dengan keputusan Pengadilan f. Found guilty by court verdict that has permanent
yang mempunyai kekuatan hukum yang tetap. legal force.
g. Mengundurkan diri. g. Resigned.
h. Alasan lainnya yang dinilai tepat oleh RUPS demi h. Other reasons considered appropriate by the GMS
kepentingan dan tujuan Perusahaan. for the interests and objectives of the Company.
3. Keputusan pemberhentian karena alasan sebagaimana 3. The dismissal decision due to the reason referred to is
dimaksud diambil setelah yang bersangkutan diberi taken after the person concerned has been given the
kesempatan untuk membela diri, kecuali nomor 2 opportunity to defend him/herself, except number 2
huruf f dan g. letters f and g.
4. Pemberhentian karena alasan sebagaimana dimaksud 4. Dismissal for reasons as referred to in number 2 letters
pada nomor 2 huruf d dan f merupakan pemberhentian d and f are disrespectful terminations.
dengan tidak hormat.
5. Antara para Anggota Direksi dan antara Anggota 5. Among the members of the Board of Directors and
Direksi dengan Anggota Dewan Komisaris tidak boleh between the members of the Board of Directors and
ada hubungan keluarga sedarah sampai dengan members of the Board of Commissioners, there must
derajat ketiga, baik menurut garis lurus maupun garis be no blood relations to the third degree, either in a
ke samping atau hubungan semenda (menantu atau straight line or sideways or in family relationship (son-
ipar). in-law or brother-in-law).

6. Dalam hal terjadi keadaan sebagaimana dimaksud 6. In the event of the situation referred to in number 5,
pada nomor 5, RUPS berwenang memberhentikan the GMS has the authority to dismiss one of them.
salah seorang di antara mereka.
PEMBERHENTIAN SEMENTARA WAKTU Temporary Termination of the Board of

ANGGOTA DIREKSI Directors
Anggota Direksi sewaktu-waktu dapat diberhentikan untuk Members of the Board of Directors may be temporarily
sementara oleh Dewan Komisaris dengan menyebutkan dismissed by the Board of Commissioners by stating the
alasannya apabila mereka bertindak bertentangan dengan reasons if they act in contrary to the Articles of Association
Anggaran Dasar ini atau terdapat indikasi melakukan or there are indications that they are acting in a way that is
tindakan yang merugikan Perseroan atau melalaikan detrimental to the Company or neglecting its obligations
kewajibannya atau terdapat alasan yang mendesak bagi or there are urgent reasons for the Company, by taking
Perseroan, dengan memperhatikan ketentuan-ketentuan into account the following provisions:
Profil Perusahaan
Company Profile
sebagai berikut:
a. Pemberhentian sementara dimaksud harus a. The said dismissal must be notified in writing to the
diberitahukan secara tertulis kepada Anggota Direksi Member of the Board of Directors concerned along
yang bersangkutan disertai alasan yang menyebabkan with the reasons that caused the action with a copy to
tindakan tersebut dengan tembusan Direksi. the Board of Directors.
b. Pemberitahuan sebagaimana dimaksud dalam huruf a b. Notification as referred to in point a. shall be delivered
disampaikan dalam waktu paling lambat 2 (dua) hari kerja no later than 2 (two) working days after the stipulation
setelah ditetapkannya pemberhentian sementara tersebut. of the temporary termination.
c. Anggota Direksi yang diberhentikan sementara tidak c. Members of the Board of Directors who are temporarily
berwenang menjalankan pengurusan Perusahaan dismissed are not authorized to carry out the
untuk kepentingan Perusahaan sesuai dengan maksud management of the Company for the interests of the
dan tujuan Perusahaan serta mewakili Perusahaan baik Company in accordance with the aims and objectives
di dalam maupun di luar pengadilan. of the Company nor represent the Company both
d. Dalam jangka waktu paling lambat 90 (sembilan inside and outside the court.
puluh) Hari setelah pemberhentian sementara d. Within a period of no later than 90 (ninety) days after
dimaksud Dewan Komisaris harus menyelenggarakan the temporary dismissal notification issued, the Board
RUPS untuk mencabut atau menguatkan keputusan of Commissioners must hold a GMS to revoke or affirm
pemberhentian sementara tersebut. the temporary dismissal decision.

e. Dengan lampaunya jangka waktu penyelenggaraan e. With the passing of duration of the convening of the
RUPS sebagaimana dimaksud pada huruf d atau GMS as referred to in point d. or the GMS cannot
RUPS tidak dapat mengambil keputusan, maka make a decision, the temporary termination shall be
pemberhentian sementara tersebut menjadi batal. canceled.
f. Pembatasan kewenangan pada huruf c berlaku sejak f. The limitation of authority in point c. applies from
keputusan pemberhentian sementara oleh Dewan the date of temporary dismissal notification issued
Komisaris sampai dengan: until:
1) Terdapat keputusan RUPS yang menguatkan atau 1) There is a GMS decision that reinforces or cancels
membatalkan pemberhentian sementara pada the temporary dismissal in letter d. or
huruf d. atau
2) Lampaunya jangka waktu pada huruf d. 2) The duration of the period in letter d. has passed
g. Dalam RUPS sebagaimana dimaksud pada huruf d, g. In the GMS referred to in letter d., the Member of the
Anggota Direksi yang bersangkutan diberi kesempatan Board of Directors concerned is given the opportunity
untuk membela diri. to defend him/herself.
h. Pemberhentian sementara tidak dapat diperpanjang h. The temporary dismissal cannot be extended or re-
atau ditetapkan kembali dengan alasan yang sama, established for the same reasons, if the temporary
apabila pemberhentian sementara dinyatakan batal termination is declared null and void as referred to in
sebagaimana dimaksud pada huruf e. letter e.
Human Capital
Modal Insani
i. Apabila RUPS membatalkan pemberhentian sementara i. If the GMS cancels a temporary dismissal or the
atau terjadi keadaan sebagaimana dimaksud pada huruf circumstances as referred to in letter e., the Member
e, maka Anggota Direksi yang bersangkutan wajib of the Board of Directors concerned is required to carry
melaksanakan tugasnya kembali sebagaimana mestinya. out his duties properly.
j. Dalam hal RUPS menguatkan keputusan pemberhentian j. In the event that the GMS reinforces the decision on
sementara, maka Anggota Direksi yang bersangkutan the temporary dismissal, the Member of the Board of
diberhentikan untuk seterusnya. Directors concerned shall be dismissed for good.
k. Apabila Anggota Direksi yang diberhentikan k. If the Member of the Board of Directors who was

sementara tersebut tidak hadir dalam RUPS setelah temporarily dismissed was not present at the GMS
dipanggil secara tertulis, maka Anggota Direksi yang after being summoned in writing, he/she is considered
diberhentikan sementara tersebut dianggap tidak not to want to exercise his/her right to defend him/
menggunakan Haknya untuk membela dirinya dalam herself at the GMS and has accepted the resolution of
RUPS dan telah menerima keputusan RUPS. the GMS.
l. Perusahaan wajib melakukan keterbukaan informasi l. The Company must disclose information to the public
kepada masyarakat dan menyampaikan kepada OJK and submit to OJK matters regarding:
mengenai:
1) Keputusan pemberhentian sementara, dan 1) Decision on temporary dismissal, and
2) Hasil penyelenggaraan RUPS untuk mencabut atau 2) The results of the GMS to revoke or affirm the
menguatkan keputusan pemberhentian sementara decision on the temporary dismissal as referred

tersebut sebagaimana tersebut pada huruf d, to in letter d., or information regarding the
atau informasi mengenai batalnya pemberhentian cancellation of the temporary dismissal by the
sementara oleh Dewan Komisaris karena tidak Board of Commissioners because a GMS could not
terselenggaranya RUPS sampai dengan lampaunya be held up to the expired date referred to in letter
jangka waktu sebagaimana dimaksud dalam huruf e., no later than 2 (two) working days after the
e, paling lambat 2 (dua) hari kerja setelah terjadinya occurrence of the event.
peristiwa tersebut.
PENGUNDURAN DIRI ANGGOTA DIREKSI Resignation of the Board of Directors Members

a. Seorang Anggota Direksi dapat mengundurkan diri dari a. A member of the Board of Directors may resign from

jabatannya sebelum masa jabatannya berakhir. Dalam his/her position before his/her tenure ends. In the
hal terdapat Anggota Direksi yang mengundurkan event that a Member of the Board of Directors resigns,
diri, maka Anggota Direksi yang bersangkutan wajib the Member of the Board of Directors concerned
menyampaikan permohonan pengunduran diri shall submit a written request for resignation to the
secara tertulis mengenai maksudnya tersebut kepada Company.
Perusahaan.
b. Perusahaan wajib menyelenggarakan RUPS untuk b. The Company is obliged to hold a GMS to decide on the
memutuskan permohonan pengunduran diri Anggota resignation of the Member of the Board of Directors no
Direksi paling lambat 90 (sembilan puluh) Hari setelah later than 90 (ninety) days after the resignation letter
diterimanya surat pengunduran diri tersebut. is received.
c. Perusahaan wajib melakukan keterbukaan informasi c. The Company is required to disclose the information to
kepada masyarakat dan menyampaikan kepada OJK the public and submit it to OJK no later than 2 (two)
paling lambat 2 (dua) hari kerja setelah: working days after:
1) Diterimanya permohonan pengunduran diri Direksi 1) Acceptance of requests for resignation of the
sebagaimana dimaksud dalam huruf a, dan Directors as referred to in letter a., and
2) Hasil penyelenggaraan RUPS sebagaimana 2) The results of the GMS as referred to in letter c.1).
dimaksud dalam huruf c.1).
d. Sebelum pengunduran diri berlaku efektif, Anggota d. Before the resignation is effective, the Member of the
Direksi yang bersangkutan tetap berkewajiban Board of Directors concerned is still obliged to complete
menyelesaikan tugas dan tanggung jawabnya sesuai his/her duties and responsibilities in accordance with
dengan Anggaran Dasar dan peraturan perundangan. the Articles of Association and legislation.
e. Direksi yang mengundurkan diri baru bebas dari e. The Board of Directors who resigns is only free from
tanggung jawab setelah memperoleh pembebasan responsibility after obtaining a responsibility release
tanggung jawab dari RUPS Tahunan. from the Annual GMS.
KEBIJAKAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI
Policy of Remuneration for the Board of Commissioners and Directors
Merujuk pada Pasal 96 ayat (1) UU Perseroan Terbatas Referring to Article 96 paragraph (1) of Limited Liability
No. 40 tahun 2007, besarnya gaji dan tunjangan Company Law No. 40 of 2007, the amount of salary and
Dewan Komisaris dan Direksi ditetapkan berdasarkan allowances for the Board of Commissioners and Board
keputusan RUPS. Kewenangan tersebut berdasarkan of Directors is determined based on a GMS decision.
Pasal 96 ayat (2) dapat dilimpahkan kepada Dewan This authority based on Article 96 paragraph (2) can be
Komisaris. delegated to the Board of Commissioners.
Bentuk Tunjangan dan Fasilitas, serta komponen lain The form of Allowances and Facilities, as well as other
yang termasuk di dalam komponen penghasilan (selain components included in the income component (other
gaji) mengacu pada Peraturan Menteri BUMN No. PER- than salary) refer to Minister SOEs Regulation No. PER-04/
04/MBU/2014 tanggal 10 Maret 2014 tentang Pedoman MBU/2014 dated March 10, 2014 regarding Guidelines
Penetapan Penghasilan Direksi, Dewan Komisaris dan for Determining the Income of Board of Directors, Board
Dewan Pengawas BUMN sebagaimana telah beberapa of Commissioners and Supervisory Board of SOEs which
kali diubah, terakhir dengan Peraturan Menteri BUMN has been amended several times, most recently by
No. PER-01/MBU/05/2019 tanggal 31 Mei 2019 tentang Minister SOEs Regulation No. PER-01/MBU/05/2019 dated
Perubahan Keempat atas Peraturan Menteri BUMN May 31, 2019 and fourth amendment on Minister SOEs
No. PER-04/MBU/2014 tentang Pedoman Penetapan Regulation No. PER-04/MBU/ 2014 concerning Guidelines
Penghasilan Direksi, Dewan Komisaris dan Dewan for Determining the Income of Board of Directors, Board
Profil Perusahaan
Company Profile
Pengawas BUMN. of Commissioners and Supervisory Board of SOEs.
PROSEDUR PENETAPAN REMUNERASI

Procedures for Determining Remuneration
Dalam rangka penyiapan usulan penetapan besarnya In order to prepare proposal for determining the amount of
penghasilan Direksi dan Dewan Komisaris tahun 2019, Board of Directors and Board of Commissioners income for
serta penggunaan laba bersih tahun buku 2018 dan 2019, as well as the use of net profit for fiscal year 2018 and
tantiem tahun buku 2018, Dewan Komisaris dengan bonus for fiscal year 2018, the Board of Commissioners,
memperhatikan dan mempertimbangkan hasil kajian yang taking into account and considering the results of studies
dilakukan oleh Komite Nominasi, Remunerasi dan Risiko, conducted by the Nomination, Remuneration and Risk
mengusulkan kepada Menteri BUMN selaku Pemegang Committee, submitted the proposal to the Minister of SOEs
Saham Seri A Dwiwarna, untuk disetujui dan diusulkan as the Dwiwarna A Series Shareholder, to be approved and
untuk mendapatkan penetapan dan/atau persetujuan also obtain the determination and/or approval of the 2018
RUPS Tahunan Tahun Buku 2018, yang dilaksanakan Annual Fiscal Year General Meeting, which was held on
tanggal 6 Mei 2019. May 6, 2019.

Khusus untuk besaran gaji dan honorarium serta tunjangan Specifically for the amount of salary and honorarium and
lainnya untuk anggota Direksi dan Dewan Komisaris pada other benefits for members of the Board of Directors
tahun 2019, Dewan Komisaris mengusulkan agar Dewan and the Board of Commissioners in 2019, the Board of
Komisaris diberikan wewenang dan kuasa RUPS dengan Commissioners proposed that the Board of Commissioners
terlebih dahulu mendapatkan persetujuan dari Pemegang be given the authority and power of the GMS by first
Saham Seri A Dwiwarna. getting approval from the Dwiwarna Series A Shareholder.
Dewan Komisaris memberikan surat usulan No. DK 039/ The Board of Commissioners submitted the proposal No.
IV/2019 tanggal 23 April 2019 kepada Menteri BUMN DK 039/IV/2019 dated April 23, 2019 to the Minister of
sebagai Pemegang Saham Seri A Dwiwarna. Selanjutnya SOEs as the Dwiwarna A Series Shareholder. Furthermore,
Menteri BUMN memberikan surat jawaban atas usulan the Minister SOEs sent to the Board of Commissioners a
Dewan Komisaris berdasarkan surat No. S-488/MBU/ response letter No. S-488/MBU/D6/05/2019 dated May
D6/05/2019 tanggal 31 Mei 2019 perihal Penyampaian 31, 2019 on Determination of Board of Directors and
Penetapan Penghasilan Direksi dan Dewan Komisaris Board of Commissioners Earnings in 2019.
tahun 2019.
Berdasarkan surat Menteri BUMN kepada Dewan Komisaris Based on the Minister of SOEs letter to the Board of
tersebut, selanjutnya Dewan Komisaris menerbitkan Surat Commissioners, the Board of Commissioners subsequently
Keputusan Dewan Komisaris No. KEP-073/VI/2019 tanggal issued the Board of Commissioners Decree No. KEP-073/
25 Juni 2019 tentang Tantiem Tahun Buku 2018 dan VI/2019 dated June 25, 2019 concerning Bonus for 2018
Remunerasi Bagi Direksi dan Anggota Dewan Komisaris Fiscal Year and Remuneration for Members of the Board
Perseroan Tahun 2019. of Directors and Board of Commissioners of the Company
for 2019 Fiscal Year.
Human Capital
Modal Insani
PROSEDUR PENETAPAN REMUNERASI Procedure for Determining Remuneration for
KOMISARIS DAN DIREKSI Commissioners and Directors
Dewan Komisaris Rapat Umum Pemegang Menteri BUMN

Board of Commissioners Saham (RUPS) sebagai Pemegang Saham
General Meeting of SERI A Dwiwarna

Dengan dibantu Komite, Shareholders (GMS) Minister of SOEs as Dwiwarna
Dewan Komisaris Series A Shareholder
melakukan kajian
atas penggunaan laba Mempelajari usulan yang
bersih tahun 2018 serta diajukan Pemegang Saham
perhitungan bonus tahun Seri A Dwiwarna
buku 2018 dan gaji/ Menyetujui usulan
honorarium, tunjangan Studying the proposal put tantiem Tahun
dan fasilitas bagi anggota forward by Dwiwarna Series Buku 2018, dan gaji,
Direksi dan Dewan A shareholder tunjangan dan fasilitas
untuk tahun 2019 bagi
Komisaris tahun 2019
Direksi dan Dewan
Komisaris
With the assistance of the

Memberikan penetapan

Committee, the Board of penggunaan Laba Bersih
Commissioners studies on the Tahun Buku 2018 dan Approving the proposed
use of 2018 net income to memberikan wewenang bonus of the 2018 fiscal
calculate the 2018 fiscal year dan kuasa kepada Dewan year, and the 2019
bonus as well as the salary/ Komisaris dengan terlebih salary, allowances and
honorarium, allowances and dahulu mendapatkan facilities.
facilities for members of the persetujuan Pemegang
Board of Directors and Board Saham Seri A Dwiwarna
of Commissioners for 2019 menetapkan besarnya
Tantiem Tahun Buku 2018
dan gaji, tunjangan serta
Mengusulkan ke Menteri fasilitas untuk tahun 2019

BUMN selaku Pemegang bagi Direksi dan Dewan

Saham Seri A Dwiwarna Komisaris sesuai ketentuan
yang berlaku. Surat Keputusan
Submitting the 2018 fiscal
year GMS resolutions as a Dewan Komisaris
proposal to the Minister Determining the use of net Tentang Tantiem
of SOEs as the holder of income of 2018 fiscal year Tahun Buku 2018 dan
Dwiwarna Series A Share and giving the authority Remunerasi Bagi Direksi
and power to the Board dan Anggota Dewan
of Commissioners by first Komisaris Tahun 2019
obtaining the approval of
Dwiwarna Series A shareholder The Board of
to determine the amount of Commissioners Decree
2018 bonus and 2019 salary, regarding bonus for the
allowances and facilities for the 2018 fiscal year and the
Board of Directors and Board of 2019 remuneration for
Commissioners in accordance the Board of Directors and
with applicable regulations Board of Commissioners
Remunerasi Dewan Komisaris dan Direksi Perseroan telah The remuneration of the Company’s Board of
mengikuti aturan yang berlaku, di mana komponennya Commissioners and Board of Directors has followed the
terdiri dari: applicable rules, where the components consist of:
1. Honorarium 1. Honorarium
2. Tunjangan 2. Allowances
3. Fasilitas 3. Facilities
4. Tantiem/Insentif Kinerja 4. Performance bonus/incentives
PROSEDUR PENETAPAN REMUNERASI

Remuneration Structure
Berdasarkan Peraturan Menteri Negara BUMN No. PER- Based on Minister of SOEs Regulation No. PER-04/MBU/2014
04/MBU/2014 jo. PER-02/MBU/06/2016 jo. PER-01/ jo. PER-02/MBU/06/2016 jo. PER-01/MBU/06/2017 jo. PER-
MBU/06/2017 jo. PER-06/MBU/06/2018 tentang Pedoman 06/MBU/06/2018 concerning Guidelines for Determining
Penetapan Penghasilan Direksi, Dewan Komisaris dan the Income of Board of Directors, Board of Commissioners
Dewan Pengawas pada BUMN dan Surat Keputusan and Supervisory Board of SOEs and Minister of SOEs
Menteri BUMN No. S-488/MBU/D6/05/2019 tanggal 31 Decree No. S-488/MBU/D6/05/2019 dated May 31, 2019
Mei 2019 tentang Penetapan Besaran Tantiem Tahun pertaining Determination of the Amount of Bonus for the
Buku 2018 dan Remunerasi Tahun 2019 Bagi Direksi 2018 Fiscal Year and 2019 Remuneration for the Board of
dan Dewan Komisaris PT Jasa Marga (Persero) Tbk serta Directors and Commissioners of PT Jasa Marga (Persero)
Surat Keputusan Dewan Komisaris No. KEP-073/VI/2019 Tbk and the Board of Commissioners Decree No. KEP-073/
tanggal 25 Juni 2019 Tentang Penetapan Besaran Tantiem VI/2019 dated June 25, 2019 Regarding Determination
Tahun Buku 2018 dan Remunerasi bagi Direksi dan Dewan of the Amount of Bonus for 2018 Fiscal Year and
Komisaris Perseroan Tahun 2019, gaji Direktur Utama Remuneration for the Board of Directors and Board of
Profil Perusahaan
Company Profile
tahun 2019 ditetapkan sebesar Rp225.000.000 per bulan Commissioners of the Company in 2019, the salary of the
dan total tantiem bagi Direksi dan Dewan Komisaris President Director in 2019 is set at Rp225,000,000 per
tahun buku 2018 sebesar Rp54.153.000.000. Secara month and the total bonus for the Board of Directors and
rinci, penghasilan Dewan Komisaris dan Direksi terdiri dari Board of Commissioners of the 2018 fiscal year amounting
komponen dan besaran komponen sebagai berikut: to Rp54,153,000,000. In detail, the income of the Board
of Commissioners and Board of Directors consists of the
following components and amounts:
Tabel Struktur Remunerasi Dewan Komisaris

Table of Remuneration Structure of the Board of Commissioners
Komponen Besaran
Components Amount
1. Honorarium / Honorarium
a. Komisaris Utama / President Commissioner 45% dari Gaji Direktur Utama

45% of President Director’s Salary
b. Anggota Dewan Komisaris / Members of the 90% dari Honorarium Komisaris Utama
Board of Commissioners 90% of Honorarium of President Commissioner

2. Tunjangan / Allowances
a. Hari Raya Keagamaan / Religious Holidays 1 (satu) kali honorarium / 1(one) time honorarium
b. Transportasi / Transportation 20% dari honorarium per bulan / 20% of honorarium per month
c. Asuransi Purna Jabatan / Retirement Premi yang ditanggung Perseroan sebesar 25% dari honorarium dalam 1 tahun
Insurance The premium of 25% of honorarium is paid by the Company yearly
3. Fasilitas / Facilities
a. Kesehatan / Healthcare Dalam bentuk asuransi kesehatan atau penggantian biaya pengobatan (sebesar pemakaian/at
cost)
In the form of health insurance or reimbursement of medical costs
b. Bantuan Hukum / Legal assistance Sebesar pemakaian/at cost
4. Tantiem (Direksi dan Dewan Komisaris) /
Bonus (Directors and Commissioners)
a. Komisaris Utama / President Commissioner 45% dari Tantiem Direktur Utama / 45% of the Bonus for President Director
b. Anggota Dewan Komisaris / Members of the 90% dari Tantiem Komisaris Utama / 90% of Bonus for President Commissioner
Human Capital
Modal Insani
Tabel Struktur Remunerasi Direksi
Table of Remuneration Structure of the Board of Directors
Komponen Besaran
Components Amount
1. Gaji / Salary
a. Direktur Utama / President Director Rp225.000.0000 per bulan / 225,000,0000 per month
b. Direktur Human Capital dan Transformasi

90% dari gaji Direktur Utama / 90% of the salary of President Director

Director of Human Capital and Transformation
c. Anggota Direksi lainnya
85% dari gaji Direktur Utama / 85% of the salary of President Director
Other members of the Board of Directors
2. Tunjangan / Allowances
a. Hari Raya Keagamaan / Religious Holiday 1 (satu) kali gaji / 1(one) time salary
Premi yang ditanggung Perseroan sebesar 25% dari gaji dalam 1 tahun
b. Asuransi Purna Jabatan / Retirement Insurance
The premium of 25% of salary is paid by the Company yearly
c. Perumahan / Housing Rp27.500.000 per bulan / Rp27,500,000 per month
3. Fasilitas / Facilities

1 (satu) unit beserta biaya pemeliharaan dan biaya operasional, dengan

memperhatikan kondisi keuangan Perseroan
a. Kendaraan / Vehicles
1 (one) unit along with maintenance costs and operational costs, taking into
account the Company's financial condition
Dalam bentuk asuransi kesehatan atau penggantian biaya pengobatan (sebesar
b. Kesehatan / Healthcare pemakaian/at cost)
In the form of health insurance or reimbursement of medical costs
c. Bantuan Hukum / Legal Assistance Sebesar pemakaian / at cost
4. Tantiem / Bonus
a. Direktur Utama / President Director Rp7.024.921.144 / Rp7,024,921,144

b. Anggota Direksi / Anggota Direksi 90% dari Tantiem Direktur Utama / 90% of the bonus of President Director

INDIKATOR PENETAPAN REMUNERASI
Remuneration Determination Indicators
Pengusulan besarnya tantiem untuk tahun buku 2018 The proposed bonus for the 2018 fiscal year for the Board
bagi Dewan Komisaris dan Direksi mempertimbangkan of Commissioners and Board of Directors considers the
pencapaian target sasaran RKAP Tahun 2018, penambahan achievement of the 2018 RKAP target, additional toll road
pengoperasian jalan tol, pencapaian KPI yang lebih tinggi to operate, KPI achievement that is higher than the target,
dari target, skor KPKU dan skor penilaian GCG yang lebih KPKU score and GCG assessment score higher than the
tinggi dari tahun sebelumnya. previous year.
Sementara pengusulan besarnya gaji/honorarium While the amount of salary/honorarium, allowances and
tunjangan dan fasilitas bagi Dewan Komisaris dan Direksi facilities for the Board of Commissioners and Board Directors
tahun buku 2019 dilakukan dengan memperhatikan skala for 2019 fiscal year is proposed with due regard to the scale
dan kompleksitas usaha, industri yang sejenis, tingkat and complexity of the business to similar industries, inflation
inflasi, serta kemampuan keuangan Perseroan. rates, and financial capability of the Company.
REALISASI REMUNERASI DEWAN KOMISARIS TAHUN 2019

Realization of the Board of Commissioners Remuneration in 2019
Pada tahun 2019, jumlah nominal/komponen remunerasi In 2019, the nominal/remuneration components for each
untuk masing-masing Dewan Komisaris disajikan dalam member of the Board of Commissioners are presented in
tabel berikut. the following table.
Tabel Remunerasi Dewan Komisaris Jasa Marga Tahun 2019

Table of Remuneration of Jasa Marga’s Board of Commissioners in 2019
(dalam Rupiah penuh / in Rupiah full amount)

Penghasilan Tantiem
Income Tahun Buku

THR 2018
per Bulan
Nama Religious (sebelum
Per month TOTAL
Name 1 Tahun Holiday Pajak)
Per year Allowance Bonus for 2018
Gaji Tunjangan
Fiscal Year
Salary Allowances
(before tax)
Sapto Amal Damandari 20.250.000 1.458.000.000 101.250.000 1.013.320.817 2.572.570.817
Komisaris Utama/Komisaris Independen 101.250.000
President Commissioner/Independent
Commissioner
Vincentius Sonny Loho 18.225.000 1.312.200.000 91.125.000 2.065.615.512 3.468.940.512

Komisaris Independen 91.125.000
Sugihardjo 18.225.000 1.312.200.000 91.125.000 2.845.093.063 4.248.418.063

91.125.000
Profil Perusahaan
Komisaris / Commissioner
Company Profile
Agus Suharyono 18.225.000 1.312.200.000 91.125.000 2.845.093.063 4.248.418.063

Komisaris / Commissioner 91.125.000
Muhammad Sapta Murti 18.225.000 1.312.200.000 91.125.000 2.845.093.063 4.248.418.063

Anita Firmanti Eko Susetyowati 18.225.000 1.312.200.000 91.125.000 911.988.735 2.315.313.735

REALISASI REMUNERASI DIREKSI TAHUN 2019

Realization of Board of Directors Remuneration in 2019
Jumlah nominal/komponen remunerasi untuk masing- The remuneration nominal/components for each Directors
masing Direksi pada tahun 2019 disajikan dalam tabel in 2019 is presented in the following table
berikut.
Tabel Remunerasi Direksi Jasa Marga Tahun 2019

Table of Remuneration of Jasa Marga’s Board of Directors in 2019

(dalam Rupiah penuh / in Rupiah full amount)

Perseroan / Company Anak Perusahaan (AP) Perseroan / Company’s Subsidiaries TOTAL
TOTAL
Penghasilan THR Tantiem TOTAL Honor Tunjangan Tunjangan THR Total AP
Income Religious Tahun Buku (Perseroan) Komisaris Komunikasi Transportasi Religious Perseroan
Nama Holiday 2018 Total (per Tahun) (per Tahun) (per Tahun) Holiday Total AP
Name Allowance (sebelum (Company) Honorarium Communication Transportation Allowance Company
per Bulan / per Month 1 Tahun Pajak) for Facility facility
Per Year Bonus for 2018 Commissioners (per year) (per year)
Gaji Tunjangan Fiscal Year (per year)
Salary Allowances (before tax)
Desi Arryani 225,000,000 27,500,000 225,000,000 7,024,921,144

Direktur Utama 3,030,000,000 10,279,921,144 - - - - - 10,279,921,144
President Director
Subakti Syukur 191,250,000 27,500,000 191,250,000 5,971,182,973 437.524.879 32.000.000 24.000.000 74.743.108 592.267.987
Direktur Operasi 2,625,000,000 8,787,432,973 8,787,432,973
Mohammad Sofyan 191,250,000 27,500,000 191,250,000 5,971,182,973 - - - - -

Direktur Bisnis 2,625,000,000 8,787,432,973 8,787,432,973
Donny Arsal 191,250,000 27,500,000 191,250,000 5,971,182,973 550.230.755 42.000.000 18.000.000 61.000.000 689.230.755 8,787,432,973
Direktur Keuangan 2,625,000,000 8,787,432,973
Director of Finance
Adrian Priohutomo 191,250,000 27,500,000 191,250,000 4,335,242,432 7,151,492,432 544.642.200 48.000.000 22.000.000 24.326.415 660.968.615 7,151,492,432
Direktur Pengembangan 2,625,000,000
Usaha
Development
Alex Denni* 202,500,000 27,500,000 202,500,000 1,914,050,432 359.250.899 34.000.000 34.000.000 48.817.763 476.068.662 4,876,550,432
Direktur Human Capital 2,760,000,000 4,876,550,432
dan Transformasi
Director of Human
Capital & Transformation
HUBUNGAN DEWAN KOMISARIS DAN DIREKSI
Human Capital
Modal Insani
Relations Between Board of Commissioners and Board of Directors

Tugas dan tanggung jawab Direksi dan Dewan Komisaris The duties and responsibilities of the Board of Directors
sebagai dua organ perusahaan yang menjalankan and Board of Commissioners as two company organs that
operasional secara harian berbeda. Tugas utama Dewan run operations on a daily basis are different. The main task
Komisaris adalah sebagai pengawas dan pemberian of the Board of Commissioners is to supervise and provide
nasihat, sedangkan tugas utama Direksi adalah advice, while the main task of the Board of Directors is to
menjalankan pengelolaan operasional Perseroan. run the operational management of the Company.
Direksi dan Dewan Komisaris saling menghormati dan The Board of Directors and the Board of Commissioners

memahami tugas, tanggung jawab dan wewenang respect and understand each other’s duties, responsibilities
masing-masing sesuai peraturan perundang-undangan and authorities in accordance with the laws and regulations
dan Anggaran Dasar. Direksi dan Dewan Komisaris harus and the Articles of Association. The Board of Directors and
berkoordinasi dan bekerja sama untuk mencapai tujuan the Board of Commissioners must coordinate and work
dan kesinambungan usaha Perseroan dalam jangka together to achieve the goals and sustainability of the
panjang dan menjadi role model bagi jajaran di bawahnya. Company’s business in the long term and become a role
model for the ranks below.
Hubungan yang bersifat informal dapat dilakukan oleh masing- Informal relations can be made by each Member of the
masing Anggota Direksi dan Dewan Komisaris, namun tidak Board of Directors and the Board of Commissioners,
mempunyai kekuatan hukum sebelum diputuskan melalui but do not have legal force before it is decided through
mekanisme yang sah sesuai dengan peraturan perundang-

a legal mechanism in accordance with the laws and

undangan dan Anggaran Dasar Perseroan. Dalam beberapa regulations and the Company’s Articles of Association. In
hal tertentu yang strategis menyangkut aktiva, pinjaman, certain strategic matters concerning assets, loans, equity,
ekuitas, struktur organisasi serta penetapan direksi dan organizational structure and the appointment of directors
komisaris Anak Perusahaan, Direksi memerlukan persetujuan and commissioners of Subsidiaries, the Board of Directors
Dewan Komisaris secara formal. requires formal approval from the Board of Commissioners.
Seluruh tata cara, pedoman kerja dan hubungan antara All procedures, work guidelines and relationships between
Direksi dan Dewan Komisaris telah ditetapkan dalam the Board of Directors and the Board of Commissioners
Board Manual. Pedoman ini mengikat setiap anggota are stipulated in the Board Manual. This guideline is
Direksi dan Dewan Komisaris dan mencantumkan antara binding on every member of the Board of Directors and

lain tanggung jawab, kewajiban, wewenang, hak, dan the Board of Commissioners and includes, among others,

etika Direksi dan Dewan Komisaris, serta pengaturan rapat the responsibilities, obligations, authority, rights and
dan tata cara hubungan kerja antara Direksi dan Dewan ethics of members of the Board of Directors and Board of
Komisaris. Commissioners, as well as the arrangement of meetings
and procedures for working relations between the Board
of Directors and Board of Commissioners.
RAPAT DIREKSI-DEWAN KOMISARIS

Board of Directors-Board of Commisioners Joint Meetings
Untuk menyatukan pandangan dan memutuskan To unite the views and decide on an important issue
suatu persoalan penting menyangkut kelangsungan regarding business continuity and Company operations,
usaha dan operasional perusahaan, Dewan Komisaris the Board of Commissioners arranges joint meetings with
mengagendakan pertemuan berkala dalam forum Rapat the Board of Directors. The holding of the periodic meetings
Dewan Komisaris-Direksi. Penyelenggaraan rapat berkala are to discuss various agendas regarding work plans,
ini untuk membahas berbagai agenda menyangkut operations, business opportunities, and strategic issues
rencana kerja, operasional, peluang usaha, serta isu- that require the approval of the Board of Commissioners.
isu strategis yang memerlukan persetujuan Dewan These meetings are a form of coordination in order to
Komisaris. Rapat ini adalah sebagai bentuk koordinasi discuss the Board of Directors periodic reports and provide
dalam rangka membahas laporan-laporan periodik Direksi responses, notes and advice as outlined in the Minutes of
dan memberikan tanggapan, catatan dan nasihat yang Meeting.
dituangkan dalam Risalah Rapat.
Keputusan rapat dibuat berdasarkan asas musyawarah The decisions in the meetings are taken based on the
untuk mufakat atau diambil berdasarkan suara terbanyak principle of deliberation to reach consensus or the
serta mengikat untuk dilaksanakan tindak lanjutnya. majority vote and are binding to be followed up. In the
Pada proses pengambilan suara, jika ada anggota Dewan voting process, if there are members of the Board of
Komisaris yang memiliki benturan kepentingan, tidak Commissioners who have a conflict of interest, they may
boleh ikut memberikan suara dan keterangan mengenai not vote and information regarding this matter is recorded
hal ini dicatat pada Risalah Rapat. at the Minutes of Meeting.

RENCANA RAPAT GABUNGAN DEWAN Board of Commissioners-Board of Directors

KOMISARIS-DIREKSI Joint Meeting Schedule
Sepanjang tahun 2019, Rapat Dewan Komisaris-Direksi During 2019, the Board of Commissioners-Baord of
dijadwalkan sebanyak 12 (dua belas) kali. Directors Joint Meetings were scheduled for 12 (twelve)
times.
Tabel Rencana Jadwal dan Agenda Rapat Dewan Komisaris-Direksi Tahun 2019
Table of Schedule and Agenda of the Board of Commissioners-Board of Directors Joint Meetings in 2019
Tanggal
Profil Perusahaan
Company Profile
Month Date Agenda

(dd-mm-yyyy)
Januari 23-01-2019 1. Penetapan status tindak lanjut keputusan Rapat Dewan Komisaris carry over 2018.
January 2. Hasil evaluasi progres pembangunan jalan tol baru.
1. Determination of the follow-up status of the 2018 Board of Commissioners meeting decisions that carry
over.
2. The results of evaluating the progress of the construction of new toll roads.
Februari 28-02-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. akhir Januari 2019.
February 2. Laporan tindak lanjut hasil evaluasi progres pembangunan jalan tol baru.
3. Kajian substansi agenda RUPS dan laporan persiapan akhir penyelenggaraan RUPS Tahunan
Tahun Buku 2018.
1. Following up on decisions of the Board of Commissioners meetings up to the end of January
2019.
2. Follow-up report on the results of evaluating the progress of the construction of new toll roads.
3. Reviewing the substance of the GMS agenda and report on the final preparations for holding the
2018 Annual GMS.
Maret 24-03-2019 1. Penyelenggaraan RUPS Tahunan Tahun Buku 2018.
March 2. Tindak lanjut keputusan rapat Dewan Komisaris s.d. akhir Februari 2019.
3. Laporan progres pembangunan jalan tol baru.
4. Tindak lanjut hasil RUPS Tahunan Tahun Buku 2018.

1. Organizing the 2018 Annual General Meeting of Shareholders.

2. Follow-up on decisions of the Board of Commissioners' meetings up to the end of February 2019.
3. Report on progress on the construction of new toll roads.
4. Following-up on the results of the 2018 Annual General Meeting of Shareholders
April 27-04-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris Triwulan 1 2019.
April 2. Laporan tindak lanjut hasil evaluasi progres pembangunan jalan tol baru.
3. Realisasi pencapaian ROE Triwulan 1 2019.
1. Following up the decisions of the Board of Commissioners Quarter 1 2019 meetings.
3. Realization of ROE achievement in Quarter 1 2019.
Mei 24-05-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. April 2019.
May 2. Laporan progres pembangunan jalan tol baru.
3. Laporan Direksi dan pembahasan tanggapan Dewan Komisaris atas Laporan Manajemen
Triwulan 1 2019, terkait progres kinerja masing-masing Direktorat.
1. Following up on decisions of the Board of Commissioners meetings up to April 2019.
2. Report on progress on the construction of new toll roads.
3. Report of the Board of Directors and discussion of the Board of Commissioners' responses to
Quarterly Management Report 2019, related to the progress of each Directorate's performance.
Human Capital
Modal Insani
Tanggal
Month Date Agenda
(dd-mm-yyyy)
Juni 21-06-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. Mei 2019.
June 2. Laporan pemenuhan SPM ruas-ruas jalan tol dan tanggapan Dewan Komisaris.
3. Laporan progres pembangunan jalan tol baru.
1. Following up on decisions of the Board of Commissioners meetings up to May 2019.

2. Reports on the fulfillment of minimum service standards (SPM) for toll roads and the response of

3. Progress report on the construction of new toll roads.
Juli 26-07-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. Triwulan 2 2019.
July 2. Evaluasi progres pembangunan jalan tol baru.
3. Realisasi pencapaian ROE Triwulan 2 2019.
1. Following up on decisions of the Board of Commissioners meetings up to Quarter 2 2019.
2. Evaluating the progress of the construction of new toll roads.
3. Realization of ROE achievement in Quarter 2 2019.
Agustus 23-08-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. Juli 2019.
August 2. Laporan Direksi dan pembahasan tanggapan Dewan Komisaris atas Laporan Manajemen
Triwulan 2 2019, terkait progres kinerja masing-masing Direktorat.

3. Laporan tindak lanjut hasil evaluasi progres pembangunan jalan tol baru.

4. Laporan Direksi tentang program dan realisasi pemenuhan SPM di seluruh ruas jalan tol dan
pembahasan tanggapan dari Dewan Komisaris.
1. Following up on decisions of the Board of Commissioners meetings up to July 2019.
2. Report of the Board of Directors and discussion of the Board of Commissioners' responses to
Quarterly Management Report 2019, related to the progress of each Directorate's performance.
4. Report of the Board of Directors regarding the program and realization of SPM fulfillment in all
toll roads and discussion of responses from the Board of Commissioners.
September 27-09-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. Agustus 2019.
September 2. Presentasi dan pembahasan usulan Direksi tentang pokok-pokok kebijakan, strategi dan sasaran
program untuk penyusunan RKAP 2020.
3. Evaluasi progres pembangunan jalan tol baru.

4. Laporan Direksi atas laporan keuangan prognosa s.d. Desember 2019.

1. Following up on decisions of the Board of Commissioners meetings up to August 2019.
2. Presentation and discussion of Board of Directors' proposals on the main points of policy, strategy
and objectives of programs for the preparation of the 2020 RKAP.
4. Board of Directors' report on the financial statements prognosis up to December 2019.
Oktober 25-10-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris Triwulan 3 2019.
October 2. Evaluasi progres pembangunan jalan tol baru.
3. Penyampaian dan pembahasan atas usulan RKAP 2020.
4. Laporan Direksi tentang Laporan Keuangan Prognosa s.d. Desember 2019.
1. Following up on decisions of the Board of Commissioners meetings in Quarter 3 2019.
3. Submission and discussion of the proposed 2020 RKAP.
4. Report of the Board of Directors regarding Prognosis Financial Statements up to December 2019.
November 29-11-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. Oktober 2019.
November 2. Laporan dan evaluasi progres pembangunan jalan tol baru.
3. Laporan Direksi dan pembahasan tanggapan Dewan Komisaris atas Laporan Manajemen
Triwulan III 2019, terkait progres kinerja masing-masing Direktorat.
4. Persetujuan dan penetapan RKAP 2020.
1. Following up on decisions of the Board of Commissioners meetings up to October 2019.
2. Report and evaluation of the progress of the construction of new toll roads.
3. Report of the Board of Directors and discussion of the Board of Commissioners' responses to the
Quarterly Management Report 2019, related to the performance progress of each Directorate.
4. Approval and stipulation of the 2020 RKAP.
Desember 20-12-2019 1. Tindak lanjut keputusan rapat Dewan Komisaris s.d. November 2019.
December 2. Laporan dan evaluasi progres pembangunan jalan tol baru.
3. Realisasi pencapaian ROE Triwulan 3 dan 4 (Prognosa) 2019.
1. Following up on decisions of the Board of Commissioners meetings up to November 2019.
2. Report and evaluation of the progress of the construction of new toll roads.
3. Realization of ROE achievement in Quarter 3 and 4 (Prognosis) 2019.
REALISASI RAPAT GABUNGAN DEWAN Realization of Board of Commissioners Joint

KOMISARIS DENGAN DIREKSI Meeting With Board of Directors
Selama tahun 2019, Rapat Gabungan Dewan Komisaris During 2019, the Joint Meetings of the Board of
dengan Direksi dilaksanakan sebanyak 12 (dua belas) Commissioners and the Board of Directors were held 12
kali dari 12 (dua belas) kali yang direncanakan. Adapun (twelve) times out of the 12 (twelve) times scheduled.
realisasi tanggal, agenda, peserta, dan frekuensi kehadiran The realization of the date, agenda, participants, and
masing-masing Anggota Komisaris dan Direksi dalam frequency of attendance of each member of the Board
Rapat Gabungan Dewan Komisaris-Direksi adalah sebagai of Commissioners and Board of Directors in the Joint
berikut. Meetings are as follows.
Tabel Rapat Gabungan Dewan Komisaris dengan Direksi

Table of Joint Meetings of the Board of Commissioners and Board of Directors
Tanggal
Anita Vincentius
(tgl-bln-thn) Agenda Rapat Sapto Amal Muhammad Agus Desi Donny Alex Adrian Mohammad Subakti
Date Meeting Agenda Damandari Sapta Murti Suharyono Arryani Arsal Denni* Priohutomo Sofyan Syukur
Susetyowati Loho
(dd-mm-yyyy)
1 29-01-2019 1. Laporan Keuangan Tahun

Buku 2018.
2. RKAP Tahun 2019.
Profil Perusahaan
Company Profile
3. Analisis kinerja finansial

per ruas tol.
4. Langkah-langkah
percepatan penyelesaian
ruas-ruas jalan tol.
5. Transaksi elektronik.
6. Relokasi gerbang tol.
√ √ √ √ √ √ √ √ √ √ √ √
1. Financial Statements for
2018 Fiscal Year.
2. 2019 RKAP.
3. Analysis of financial
performance per toll road

section.
4. Steps to accelerate
completion of toll roads.
5. Electronic transactions.
6. Relocation of toll gates.
2 27-02-2019 1. Penyelesaian dana

talangan pengadaan
tanah.
2. Penjelasan Direksi
mengenai progres ruas-
ruas jalan tol.
3. Teknologi Informasi.
4. Tata kelola pengelolaan/
pengawasan terhadap
anak perusahaan.
5. Laporan Keuangan
(audited) Tahun Buku
2018.
6. Mapping talent
classification. √ √ √ √ √ √ √ x √ x √ √
1. Settlement of land
acquisition bailout funds.
2. Explanation of the Board
of Directors regarding the
progress of toll roads.
3. Information Technology.
4. Management and
supervision of subsidiaries.
5. Financial Statements
(audited) for 2018 Fiscal
Year.
6. Mapping talent
classification.
3 28-03-2019 1. Volume lalu lintas

jalan tol.
2. Progres pembangunan
jalan tol.
3. Evaluasi tingkat
kecelakaan ruas Jalan Tol
Trans Jawa. √ √ √ √ √ √ √ x x √ √ √
1. Volume of toll road traffic.
2. Progress of new toll road
construction.
3. Evaluating the accident
rate of the Trans Java
Toll Road
Human Capital
Modal Insani
Tanggal
Anita Vincentius
Susetyowati Loho
(dd-mm-yyyy)
4 25-04-2019 1. Realisasi RJPP 2018-2022.

2. Kontrak Manajemen
2019.
3. Penguatan sistem
pengendalian internal
Perusahaan.
4. Kebijakan dan
pelaksanaan
pengembangan karir.

5. Perubahan susunan

Direksi dan Dewan
Komisaris Anak
Perusahaan.
1. Realization of RJPP √ √ √ √ x √ √ √ √ √ √ √
2018-2022.
2. Management Contract
2019.
3. Strengthening the
Company's internal
control system.
4. Career development
policies and
implementation.
5. Changes in the
composition of the Board
of Directors and Board
of Commissioners of
Subsidiaries.

5 27-05-2019 1. Penyelesaian kasus

hukum.
2. Perubahan RKAP 2019.
3. Update KPI Direksi.
4. Kesiapan operasional arus
lalu lintas lebaran 1440
H/2019.
1. Settlement of legal cases. √ √ √ √ √ √ √ √ √ √ √ √
2. Changes to the 2019
RKAP.
3. Update on KPI of the
Board of Directors.
4. Operational readiness
of traffic flow during
Eid al-Fitr 1440 H/2019
holiday.
6 27-06-2019 1. Evaluasi dan analisa

pelaksanaan pengaturan
lalu lintas arus mudik

dan balik lebaran 1440
H/2019

2. Launching LinkAja.
3. Perubahan struktur
organisasi.
4. Pembongkaran gerbang
tol.
5. Penggantian pengurus
Anak Perusahaan.
1. Evaluation and analysis √ √ √ √ √ √ √ √ √ √ √ √
of the implementation of
traffic arrangements for
homecoming travelers
during Eid al-Fitr 1440
H/2019 holiday
2. Launching the LinkAja.
3. Changes in organizational
structure.
5. Replacement of
management of
Subsidiaries.
7 29-07-2019 1. Penilaian Calon Direktur

Utama Anak Perusahaan.
2. Penerapan SLFF (Single
Lane Free Flow).
√ √ √ √ √ √ √ √ √ √ √ √
1. Evaluation of Prospective
Directors of Subsidiaries.
2. Implementation of SLFF
(Single Lane Free Flow).
8 29-08-2019 1. Penerapan Single-Lane

Free Flow (SLFF).
2. Progres Proyek Jakarta
Cikampek Elevated
3. Pembahasan Pengisian
Direktur Utama Anak
Perusahaan.
1. Implementation of Single- √ √ √ √ √ √ √ √ √ √ x √
Lane Free Flow (SLFF).
2. Progress of the Jakarta
Cikampek Elevated Toll
Road Project
3. Discussion on the
Appointment of President
Director of Subsidiary.
Tanggal
Anita Vincentius
Susetyowati Loho
(dd-mm-yyyy)
9 30-09-2019 1. Pembahasan Pokok-Pokok

Kebijakan & Strategi dan

Sasaran Program untuk
penyusunan usulan RKAP
2020.
2. Pembahasan Program dan
Realisasi Pemenuhan SPM
Di seluruh Ruas-Ruas Jalan
Tol yang tahun 2019 akan
disesuaikan tarifnya dalam
rangka Peningkatan
Mutu, Kondisi, dan
Fasilitas Jalan Tol dan
Pelayanannya.
3. Pembahasan Jasa Marga
sebagai Operator Payment
Gateway.
1. Discussion on Principles √ x √ √ √ √ √ √ √ √ √ √
of Policy, Strategy and
Objectives of Programs
for the preparation of the
2020 RKAP proposal.
2. Discussion on Program
and Realization of SPM
Fulfillment in all Toll
Roads which in 2019
Profil Perusahaan
Company Profile
the tariffs to be adjusted

in the framework of
Improving the Quality,
Condition and Facilities
of Toll Roads and Its
Services.
3. Discussion of Jasa Marga
as a Payment Gateway
Operator.
10 07-11-2019 1. Pembahasan Hasil Monev

Pelaksanaan Tindak Lanjut
Keputusan Rapat Dewan

Komisaris s.d. TW. III
Tahun 2019.
2. Pembahasan dengan
Direksi tentang adanya
perubahan lingkungan
bisnis yang akan
berdampak besar pada
Bisnis Usaha dan Kinerja
Perusahaan serta mitigasi
yang Diperlukan.
3. Pembahasan tentang
Pengadaan Konsultan
Independen Penilai
GCG Tahun 2019 di PT
Jasa Marga.
1. Discussion on Monitoring √ √ √ x √ √ √ √ √ √ √ √
and Evaluation Results
of Follow-up to Board of
Commissioners Meeting
Decisions up to Quarter III

of 2019.
2. Discussion with the Board

of Directors regarding
changes in the business
environment that may
have a major impact
on Company Business
and Performance and
necessary mitigation.
Procurement of
Independent GCG
Appraisers in 2019 for PT
Jasa Marga.
Human Capital
Modal Insani
Tanggal
Anita Vincentius
Susetyowati Loho
(dd-mm-yyyy)
11 26-11-2019 1. Pembahasan Tanggapan

dan/atau Arahan
Dewan Komisaris
atas Kinerja Direksi per
Direktorat tsb. dalam
Laporan Manajemen TW.
III 2019 dalam pencapaian
: (a). Kinerja Utama
Korporat; (b). Keuangan

& Portofolio; (c).

Pengembangan Usaha;
(d). Teknis & Operasi; (e).
Bisnis & Manajemen Aset;
(f). SDM & Penunjang
Bisnis.
2. Pembahasan Laporan
Tindak Lanjut Hasil
Evaluasi Progres
Pembangunan Jalan Tol
Baru dan Pengembangan
Usaha Lain s.d. TW. III
2019.
3. Presentasi Direksi dan
Pembahasan atas Usulan
RKAP Tahun 2020
yang Disampaikan Direksi
yang hasilnya dipakai
sebagai Acuan Direksi
dalam memfinalisasi
usulan RKAP Tahun 2020.

Response and/or √ x x √ x √ √ √ √ √ √ √
Direction of the Board
of Commissioners on
the Performance of
each Directorate in the
Management Report
Quarter III of 2019 in
achieving: (a). Main
Corporate Performance;
(b). Finance & Portfolios;
(c). Business development;
(d). Technical &
Operations; (e). Business
& Management of
Assets; (f). HR & Business
Support.
2. Discussion on Follow-Up
Report on the Evaluation

of the Progress of New
Toll Road Development

and Other Business
Development up to
Quarter III of 2019.
3. Presentation of the
Board of Directors
and Discussion on the
Proposed 2020 RKAP
submitted by the Board
Directors whose results
are used as a reference
for the Board of Directors
in finalizing the proposed
2020 RKAP.
Tanggal
Anita Vincentius
Susetyowati Loho
(dd-mm-yyyy)
12 18-12-2019 1. Pembahasan atas Laporan

Keuangan RKAP Tahun

Buku 2019 Prognosa
s.d. Akhir Desember 2018
dan Evaluasi Pencapaian
Sasaran Perusahaan s.d.
Oktober 2019.
2. Pembahasan dengan
Direksi dalam rangka
Persetujuan dan
Penetapan Dewan
Komisaris atas usulan
RKAP 2020 menjadi RKAP
Tahun 2020.
3. Pembahasan Laporan
Awal Hasil Penilaian
Konsultan Independen
Penilai GCG Tahun 2019
di PT Jasa Marga dan/atau
di Lingkungan Dewan
Komisaris (Hasil Penilaian
Final dilaporkan pada
minggu ke-3 Januari
2020).
1. Discussion on RKAP √ x √ x √ x √ √ √ √ √ √
Financial Statements for
Profil Perusahaan
Company Profile
2019 Fiscal Year Prognosis

at the End of December
2018 and Evaluation of
Achievement of Company
Targets up to October
2019.
2. Discussion with the
Board of Directors in the
framework of approval
and determination of
the proposed 2020
RKAP by the Board of
Commissioners.
Initial Report of the
Assessment Results of the
Independent Consultant
of GCG in 2019 in PT
Jasa Marga and/or in the
Board of Commissioners'
Environment (Final
Assessment Results are
reported on the 3rd week
of January 2020).
Jumlah Rapat dalam Setahun

12
Number of Meetings in the Year
Jumlah Rapat yang Wajib Dihadiri

12 12 12 12 12 12 12 12 12 12 12 12
Number of Meetings Mandatory to Attend
Jumlah Rapat yang Dihadiri

12 9 12 9 10 11 12 10 11 11 11 12
Number of Meetings Attended

Persentase Kehadiran (%)

100% 75% 100% 75% 83% 92% 100% 83% 92% 92% 92% 100%
Attendance Percentage (%)
Persentase Kehadiran Rata-rata (%)

89%
Average Attendance Percentage (%)
√ Hadir / Present
Catatan / Remarks:
Ketidakhadiran anggota Dewan Komisaris dan Direksi dalam rapat disebabkan yang bersangkutan sedang melakukan tugas di luar kota atau menghadiri
acara/rapat penting yang tidak dapat diwakilkan.
The absence of members of the Board of Commissioners and Board of Directors in the meetings was caused by the person concerned performing tasks outside
the city or attending important events/meetings that could not be represented.
Human Capital
Modal Insani
HUBUNGAN AFILIASI DEWAN KOMISARIS, DIREKSI, PEMEGANG
SAHAM UTAMA DAN/ATAU PENGENDALI
Affiliate Relationship of Board of Commissioners, Board of Directors, Major and/
or Controlling Shareholders

Antar anggota Dewan Komisaris dan antara anggota Between and among members of the Board of

Dewan Komisaris dengan anggota Direksi tidak ada Commissioners, members of the Board of Directors, major/
hubungan keluarga sedarah sampai dengan derajat controlling Shareholders and vice versa, there is no family
ketiga, baik menurut garis lurus maupun garis ke samping relationship to the third degree, either in a straight line or
atau hubungan semenda. sideways nor in a relationship due to marriage.
Hubungan keluarga anggota Dewan Komisaris dengan The family relationship of between and among members
sesama anggota Dewan Komisaris dan/atau anggota of the Board of Commissioners, Board of Directors and
Direksi serta Pemegang Saham Utama/Pengendali dapat Major/Controlling Shareholders can be seen in the
dilihat pada tabel berikut: following table:

Tabel Hubungan Keluarga Direksi dan Dewan Komisaris
Table of Family Relationship of Directors and Commissioners
Pemegang Saham
Dewan Komisaris Direksi Utama/ Pengendali
Dewan Komisaris Direksi Pemegang Saham
Utama/ Pengendali

Nama

Kementerian BUMN
Anita Firmanti Eko S
Mohammad Sofyan
Adrian Priohutomo
Name
Agus Suharyono
Subakti Syukur
Desi Arryani
Donny Arsal
Alex Denni*
Sugihardjo
Sapto Amal Damandari            

Sugihardjo            
Dewan Komisaris Muhammad Sapta Murti            
Dewan Komisaris Agus Suharyono            
Anita Firmanti Eko Susetyowati            
Vincentius Sonny Loho            
Desi Arryani            
Mohammad Sofyan            
Direksi Subakti Syukur            
Direksi Adrian Priohutomo            
Donny Arsal            
Alex Denni*            
Pemegang Saham
Utama/ Pengendali
Pemegang Saham
Kementerian BUMN           
Utama/ Pengendali
 ada/Yes Keterangan / noted: *) Menjabat sebagai Direktur Human Capital dan Transformasi sampai dengan 03 Maret 2020
 tidak ada/No Menjabat sebagai Direktur Human Capital dan Transformasi sampai dengan 03 Maret 2020
ORGAN DAN KOMITE DI BAWAH DEWAN KOMISARIS
Organs and Committees Under the Board of Commissioners
Dalam melaksanakan tugasnya, Dewan Komisaris dibantu In carrying out its duties, the Board of Commissioners is
oleh Sekretaris Dewan Komisaris, Komite Audit serta assisted by the Secretary of the Board of Commissioners,
Komite Nominasi, Remunerasi dan Risiko. the Audit Committee and the Nomination, Remuneration
and Risk Committee.
SEKRETARIS DEWAN KOMISARIS

Secretary of the Board of Commissioners
Dewan Komisaris memiliki seorang Sekretaris Dewan The Secretary supports the Board of Commissioners by
Komisaris untuk mendukung pelaksanaan tugas performing secretariat duties of the Board of Commissioners
kesekretariatan Dewan Komisaris yang struktur whose organizational structure is determined based on
organisasinya ditetapkan berdasarkan Surat Keputusan the Board of Commissioners Decree No. KEP-048/V/2015
Dewan Komisaris No. KEP-048/V/2015 tanggal 25 Februari dated February 25, 2015 concerning the Determination
2015 tentang Penetapan Sekretariat Dewan Komisaris PT of Secretariat of the Board of Commissioners of PT Jasa
Profil Perusahaan
Company Profile
Jasa Marga (Persero) Tbk., susunan Sekretariat Dewan Marga (Persero) Tbk. The composition of the Secretariat of
Komisaris terdiri dari: the Board of Commissioners consists of:
1. Sekretaris Dewan Komisaris 1. Secretary of the Board of Commissioners

2. Staf Urusan GCG dan Penyelenggaraan Rapat Dewan 2. Staff of GCG Affairs and Organizing of the Board of
Komisaris Commissioners Meetings
Membawahi Staf Sekretariat yang terdiri dari: In charge of the Secretariat Staff consisting of:
a. Notulis Rapat. a. Minutes of Meeting Taker.

b. Administrasi Rapat b. Meeting Administration Staff
c. Administrasi GCG c. GCG Administration Staff
3. Staf Urusan Tata Usaha dan Administrasi Persuratan. 3. Administrative Affairs and Mailing Administration Officer
Membawahi Staf Sekretariat yang terdiri dari: In charge of the Secretariat Staff consisting of:
a. Staf Urusan Administrasi Persuratan a. Staff for Administrative Affairs
b. Staf Administrasi Tata Usaha. b. Staff for Mailing Administration.
PROFIL SEKRETARIS DEWAN KOMISARIS

Profile of Secretary of the Board of Commissioners
Berdasarkan Keputusan Dewan Komisaris Jasa Marga Based on Jasa Marga Board of Commissioners Decree
No. KEP 143-XI-2019, per 19 November 2019, Sekretaris No. Kep-143-XI-2019, as of November 19, 2019, the
Dewan Komisaris dijabat oleh Amirur Royanata. Lebih Secretary of the Board of Commissioners is held by Amirur
lengkap mengenai Profil Sekretaris Dewan Komisaris Royanata. Complete Profile of the Secretary of the Board
dapat dilihat di bagian Profil Manajemen dalam Laporan of Commissioners can be seen in the Management Profile
Tahunan ini. section of this Annual Report.
Human Capital
Modal Insani
TUGAS DAN TANGGUNG JAWAB SEKRETARIS DEWAN KOMISARIS
Duties and Responsibilities of Secretary of the Board of Commissioners
Tugas Sekretaris Dewan Komisaris adalah untuk membantu The main task of Secretary of the Board of Commissioners
Dewan Komisaris dalam menjalankan fungsi pengawasan is to assist the Board of Commissioners in carrying out it
Dewan Komisaris. Secara rinci fungsi dan tugas Sekretaris supervisory function. The functions and duties of Secretary
Dewan Komisaris sebagai berikut: of the Board of Commissioners in detail are as follows:

1. Bertanggung jawab tersusunnya program kerja agenda 1. Responsible for the preparation of annual work
tahunan kegiatan Dewan Komisaris untuk diputuskan program of the Board of Commissioners activities
dan ditetapkan oleh Dewan Komisaris, sebelum to be decided and determined by the Board of
dimulainya tahun anggaran baru. Commissioners, before the start of the new fiscal year.
2. Bertanggung jawab terselenggaranya rapat, 2. Responsible for holding and controlling the meetings
pengendalian rapat agar sesuai dengan kebutuhan to meet the needs of the Corporate urgency, including
urgensi Korporat, termasuk bahan rapat (briefing briefing sheets for the Board of Commissioners
sheet) untuk rapat Dewan Komisaris dan atau rapat meetings and/or Board of Commissioners-Directors
koordinasi Dewan Komisaris-Direksi, maupun rapat joint meetings, as well as meetings with other relevant
dengan pihak-pihak terkait (stakeholder) lainnya. parties (stakeholders).

3. Menghadiri seluruh rapat-rapat Dewan Komisaris, 3. Attending all Board of Commissioners meetings,
kecuali rapat khusus yang hanya boleh dihadiri oleh except for special meetings that can only be attended
anggota Dewan Komisaris dan atau Direksi. by members of the Board of Commissioners and/or
Board of Directors.
4. Bertanggung jawab tersusunnya risalah rapat Dewan 4. Responsible for the preparation of minutes of meetings
Komisaris dan rapat Dewan Komisaris dan rapat of the Board of Commissioners meetings and Board of
koordinasi Dewan Komisaris-Direksi. Commissioners-Board of Directors joint meetings.
5. Bertanggung jawab teradministrasikannya dokumen 5. Responsible for administering the Board of

Dewan Komisaris baik surat masuk, surat keluar, Commissioners documents both incoming letters,
risalah rapat maupun dokumen lainnya. outgoing letters, minutes of meetings and other

documents.

6. Bertanggung jawab terpantau dan dievaluasinya 6. Responsible for monitoring and evaluating the follow
tindak lanjut keputusan rapat-rapat Dewan Komisaris up on the decisions of the Board of Commissioners
dan melaporkan hasilnya dalam rapat-rapat Dewan meetings and reporting the results in the Board of
Komisaris. Commissioners meetings.
7. Bertanggung jawab tersusun dan terkirimkannya 7. Responsible for structuring and sending letters from
surat-surat Dewan Komisaris, baik surat keputusan the Board of Commissioners, both the Board of
Dewan Komisaris, maupun surat kepada Direksi dan Commissioners decrees, as well as letters to the Board
atau kepada pihak lain yang terkait sebagai tindak of Directors and or other related parties as follow-
lanjut keputusan rapat Dewan Komisaris. ups to the decisions of the Board of Commissioners
meetings.
8. Bertanggung jawab tersusunnya Rencana Kegiatan 8. Responsible for preparing the Board of Commissioners’
dan Anggaran Dewan Komisaris. Work Plan and Budget.
9. Bertanggung jawab terpantau dan kepastian 9. Monitoring and ensuring that the Board of
bahwa Dewan Komisaris telah mematuhi peraturan Commissioners has complied with applicable
perundang-undangan yang berlaku serta menerapkan laws and regulations and applies the principles of
prinsip-prinsip Good Corporate Governance Good Corporate Governance within the Board of
dilingkungan Dewan Komisaris, melalui penilaian Commissioners, through an assessment conducted
yang dilakukan oleh auditor penilai independen yang by an appointed independent appraisal auditor, and
ditunjuk, dan bertanggung jawab tersusun laporannya, responsible for the preparation of the report, to be
untuk disampaikan dan dilaporkan/ dibahas dalam submitted and reported/discussed in the Board of
rapat Dewan Komisaris, serta mencatat masukan dan Commissioners meeting, and taking notes of the input
rekomendasi dari Anggota Dewan Komisaris untuk and recommendations from the Members of the Board
meningkatkan kepatuhan Dewan Komisaris dalam of Commissioners to improve the compliance of the
tahun-tahun berikutnya. Board of Commissioners in the following years.
10. Bertanggung jawab tersusunnya usulan Indikator 10. Responsible for the preparation of the proposed
Kinerja Kunci Tahunan Dewan Komisaris dengan Annual Key Performance Indicators of the Board of
berbasis pada hasil evaluasi pencapaian indikator Commissioners based on the evaluation results of
kinerja kunci Dewan Komisaris tahun yang lampau, the achievement of the key performance indicators
untuk dikaji dan ditetapkan Dewan Komisaris. of the Board of Commissioners of the previous year,
to be reviewed and determined by the Board of
Commissioners.
11. Mengkoordinasi penyiapan dan penyusunan 11. Coordinate the preparation and composition of the
laporan-laporan Dewan Komisaris seperti laporan reports of the Board of Commissioners such as annual
tahunan Dewan Komisaris, termasuk laporan report, including reports on the implementation
pelaksanaan pengawasan Dewan Komisaris untuk of the Board of Commissioners’ supervision to be
dipertanggungjawabkan dalam RUPS dan tersusunnya accounted for at the GMS and the preparation of the
laporan self assessment penilaian kinerja tahunan annual performance appraisal report of the Board of
Dewan Komisaris dan laporan lainnya. Commissioners and other reports.
12. Menyiapkan dan menyusun konsep laporan tahunan 12. Preparing and drafting the annual report on the
pelaksanaan hasil penilaian kinerja Dewan Komisaris implementation of the performance evaluation of
kepada Dewan Komisaris untuk dibahas dan the Board of Commissioners to be discussed and
diklarifikasi oleh Dewan Komisaris dan disepakati clarified by the Board of Commissioners and agreed
Profil Perusahaan
Company Profile
untuk diterbitkan sebagai Laporan Pencapaian Tingkat to be published as a Report on the Achievement of
Indikator Kinerja Kunci Dewan Komisaris. Key Performance Indicator Levels of the Board of
Commissioners.
13. Melakukan koordinasi dan evaluasi atas tersedianya 13. Coordinating and evaluating the availability of
data informasi yang diperlukan oleh Dewan Komisaris information and data needed by the Board of
secara berkala dan atau sewaktu-waktu apabila Commissioners periodically and or at any time if
diminta. requested.
14. Melakukan koordinasi dengan anggota Komite-komite 14. Coordinating with members of the Committees of the
Dewan Komisaris dalam rangka memperlancar tugas Board of Commissioners in order to facilitate the duties
Dewan Komisaris. of the Board of Commissioners.
15. Melakukan koordinasi dengan Corporate Secretary 15. Coordinating with the Corporate Secretary in order
dalam rangka memperlancar pelaksanaan tugas to facilitate the implementation of the duties and
dan kewajiban Dewan Komisaris dan Direksi dalam obligations of the Board of Commissioners and Board
pelaksanaan tugasnya masing-masing dalam of Directors in performing their respective duties in the
pengelolaan dan pengembangan Perseroan serta management and development of the Company as
dalam pengawasan dan pemberian nasihat. well as in the supervision and provision of advice.
PROGRAM PENGEMBANGAN KOMPETENSI SEKRETARIS DEWAN KOMISARIS

Program for Competency Development Secretary of the Board Of Commissioners
Berbagai program peningkatan Sekretaris Dewan Komisaris Various programs to improve the competency of Secretary
dapat dilihat di bagian Pendidikan dan/atau Pelatihan pada of the Board of Commissioners can be seen in the
Bab Profil Perusahaan dalam Laporan Tahunan ini. Education and/or Training section of the Company Profile
Chapter in this Annual Report.
PELAKSANAAN TUGAS SEKRETARIS DEWAN KOMISARIS TAHUN 2019

Implementing the Duties of the Secretary of the Board of Commissioners in 2019
Pelaksanaan tugas-tugas pokok Sekretaris Dewan The main duties of the Board of Commissioners Secretary
Komisaris tahun 2019, di antaranya: carried out in 2019 include:
1. Konsep Program Kerja Tahunan Dewan Komisaris 1. The Board of Commissioners’ 2019 Annual Work
Tahun 2019 dan KPI (Key Performance Indicator) yang Program Concepts and KPI (Key Performance Indicators)
telah dibahas dan disetujui Dewan Komisaris dalam which have been discussed and approved by the Board
rapat tanggal 23 Januari 2019. of Commissioners at a meeting on January 23, 2019.
Human Capital
Modal Insani
2. Penyelenggaraan 27 kali rapat-rapat Dewan Komisaris, 2. Organizing 27 meetings of the Board of Commissioners,
rapat koordinasi Dewan Komisaris bersama Direksi joint meetings of the Board of Commissioners with
dan rapat khusus Dewan Komisaris-Direksi serta Board of Directors and special meetings of the Board of
11 kali kunjungan dan rapat kerja Dewan Komisaris Commissioners and 11 visits and working meetings of
dengan Cabang-cabang dan Direksi beberapa Anak the Board of Commissioners with Branches and Directors
Perusahaan Jalan Tol, selama tahun 2019. of several Toll Road Subsidiaries throughout 2019.
3. Dokumentasi penyelenggaraan rapat dibuat secara 3. Documentation of the holding of meeting is made
lengkap, terdiri dari bahan rapat, kesimpulan in full, consisting of briefing sheets, conclusions of

keputusan rapat, risalah rapat dan diadministrasikan the meeting decisions, minutes of meetings and

sesuai dengan ketentuan peraturan perundang- administered in accordance with the provisions of the
undangan. legislation.
4. Laporan Pemantauan dan Evaluasi Tindak Lanjut 4. Monitoring and Evaluating the Report on the Follow-Up
Keputusan Rapat Dewan Komisaris dan Rapat on Decisions of the Board of Commissioners Meetings
Koordinasi Dewan Komisaris Bersama Direksi Triwulan and Joint Meetings with the Board of Directors in
I, II, III dan IV Tahun 2019. Quarter I, II, III and IV of 2019.
5. Menyiapkan konsep dan mengadministrasikan 21 (dua 5. Preparing the concept and administering 21 (twenty
puluh satu) Surat Keputusan Dewan Komisaris dan 15 one) Board of Commissioners Decrees and 15 (fifteen)
(lima belas) surat persetujuan Dewan Komisaris, serta Board of Commissioners approval letters, and 63 (sixty
63 (enam puluh tiga) surat-surat Dewan Komisaris. three) Board of Commissioners letters.

6. Rencana Kerja dan Anggaran Tahunan Dewan 6. Annual Work Plan and Budget of the Board of
Komisaris Tahun 2020 yang telah disahkan dalam Commissioners for 2020 which was approved in a Board
rapat Dewan Komisaris tanggal 26 September 2019. of Commissioners meeting on September 26, 2019.
7. Penyusunan laporan hasil self assessment pencapaian 7. Compilation of reports on the results of the self-
kinerja Dewan Komisaris Tahun Buku 2019 dan assessment of the achievement of the Board of
laporan telah disampaikan kepada Dewan Komisaris Commissioners performance for 2019 Fiscal Year
pada pertengahan bulan Desember 2019. and the report was submitted to the Board of
Commissioners in mid-December 2019.
8. Draf Laporan Tahunan Dewan Komisaris Tahun Buku 8. Drafting the Annual Report of the Board of
2019. Commissioners for 2019 Fiscal Year.

9. Memfasilitasi penyelenggaraan rapat dan/atau 9. Facilitating the holding of internal meetings and/

pertemuan Dewan Komisaris dengan Stakeholder or meetings of the Board of Commissioners with
maupun pihak ke-3 terkait lainnya. Stakeholders and other relevant third parties.
10. Memfasilitasi penyelenggaraan rapat-rapat Komite 10. Facilitating the holding of meetings of Audit Committee
Audit dan rapat Komite Nominasi, Remunerasi dan and Nomination, Remuneration and Risk Committee with
Risiko dengan unit-unit kerja Direksi dan pihak lainnya. the work units of the Board of Directors and other parties.
11. Menyiapkan dan penandatanganan laporan 11. Preparing and signing the share ownership report and
kepemilikan saham dan surat pernyataan Pakta the Integrity Pact as well as Statement of Commitment
Integritas serta Pernyataan Komitmen dan Persetujuan and Approval of the Board of Commissioners and
Dewan Komisaris dan Direksi Terhadap Pedoman Tata Board of Directors for the Code Corporate Governance
Kelola Perusahaan (Code of Corporate Governance) and Code of Conduct by each member of the Board of
dan Pedoman Perilaku (Code of Conduct) oleh masing- Commissioners.
masing anggota Dewan Komisaris.
12. Penyiapan dan/atau pengumpulan dokumen, data, 12. Preparation and/or collection of documents, data,
surat dan laporan Dewan Komisaris yang diperlukan letters and reports of the Board of Commissioners
untuk proses evaluasi dan penilaian penerapan Tata needed for the process of evaluation and evaluating
Kelola Perusahaan yang Baik Tahun Buku 2019 di the implementation of Good Corporate Governance
lingkungan Dewan Komisaris yang dilakukan oleh for 2019 Fiscal Year within the Board of Commissioners
konsultan independen yang telah ditunjuk. Laporan conducted by an appointed independent consultant.
hasil penilaian konsultan dilaporkan kepada Dewan Reports on the results of consultant evaluations were
Komisaris pada awal tahun 2020. reported to the Board of Commissioners in early 2020.
13. Surat Keputusan Dewan Komisaris tentang penetapan 13. Decree of the Board of Commissioners regarding the
besaran Tantiem Tahun Buku 2018 dan Remunerasi determination of the amount of bonus for 2018 Fiscal
Tahun 2019 bagi Direksi dan Dewan Komisaris. Year and Remuneration for 2019 for the Board of
Directors and Board of Commissioners.
14. Surat Keputusan Dewan Komisaris tentang Persetujuan 14. Decree of the Board of Commissioners concerning
atas RKAP Tahun 2020. Approval of the 2020 RKAP.
15. Surat Keputusan Dewan Komisaris tentang persetujuan 15. Decree of the Board of Commissioners regarding
dan pengesahan RJPP Tahun 2018-2022 Review Tahun the approval and ratification of the 2018-2022 RJPP
2019. Review Year 2019.

16. Surat Keputusan Dewan Komisaris tentang 16. Decree of the Board of Commissioners regarding the
Pengangkatan Perpanjangan Staf Sekretariat Dewan Appointment of Extension Staff of Secretariat of the Board
Komisaris dan/atau Penugasan Anggota Komite Audit of Commissioners and/or the appointment of members
dan/atau Anggota Komite Nominasi, Remunerasi dan Audit Committee and/or Nomination, Remuneration and
Risiko PT Jasa Marga (Persero)Tbk. Risk Committee of PT Jasa Marga (Persero) Tbk.
17. Memfasilitasi Dewan Komisaris dalam proses penilaian 17. Facilitating the Board of Commissioners in the process
dan penetapan pencalonan Direksi dan/atau Dewan of evaluating and determining the nominations of
Komisaris Anak Perusahaan di lingkungan Perseroan. Board of Directors and/or Board of Commissioners of
Subsidiaries of the Company.
18. Memfasilitasi Dewan Komisaris dalam proses 18. Facilitating the Board of Commissioners in the process
pemutusan kontrak perikatan audit Tahun Buku 2019 of terminating the audit contract for 2019 Fiscal Year
karena Kantor Akuntan Publik (KAP) Audit Tahun given the appointed Public Accounting Firm (KAP) for
Buku 2019 yang telah ditunjuk yang tidak dapat 2019 Fiscal Year could not complete its duties due to
menyelesaikan tugasnya karena adanya perbedaan differences in views between KAP and the Company.
Profil Perusahaan
Company Profile
pandangan antara KAP dengan Perseroan. Selanjutnya The Secretary of the Board of Commissioners then
Sekretaris Dewan Komisaris akan memfasilitasi Dewan facilitated the Board of Commissioners to appoint a
Komisaris untuk menunjuk Kantor Akuntan Publik replacement of the Public Accounting Firm.
pengganti.
RENCANA KERJA SEKRETARIS DEWAN KOMISARIS TAHUN 2020

Work Plan of Secretary of the Board of Commissioners for 2020
Pada tahun 2020, Sekretaris Dewan Komisaris telah The Secretary of the Board of Commissioners has
menetapkan rencana kerja yang akan dibahas melalui established a work plan for 2020 that will be discussed
sejumlah rapat. Adapun rencana kerja Sekretaris Dewan through a number of meetings. The work plan of the
Komisaris di tahun 2020 antara lain: Secretary of the Board of Commissioners in 2020 includes:
1. Review Board Manual Dewan Komisaris 1. Reviewing the Board of Commissioners’ Board Manual
2. Pelaksanaan penilaian konsultan independen atas 2. The assessment of independent consultant in the
penerapan tata kelola yang baik (GCG) oleh Dewan implementation of good governance (GCG) by the
Komisaris Board of Commissioners

3. Penyusunan laporan self-assessment kinerja tahunan 3. Preparation of the Board of Commissioners’ annual
Dewan Komisaris performance self-assessment report
KOMITE AUDIT
Human Capital
Modal Insani
Audit Committee

Komite Audit merupakan perangkat Dewan Komisaris The Audit Committee is an organ of the Board of
yang berfungsi membantu Dewan Komisaris melaksanakan Commissioners whose function is to assist the Board
tugas mengawasi Direksi dalam menjalankan kepengurusan of Commissioners in executing its tasks in supervising
Perseroan serta memberikan nasihat kepada Direksi. the Board of Directors in managing the Company and
providing advice to the Board of Directors.
DASAR PEMBENTUKAN KOMITE AUDIT

Basis of Audit Committees Formation

Komite Audit Perseroan dibentuk berdasarkan peraturan The establishment of Company’s Audit Committee is
peraturan/perundangan sebagai berikut: based on the following rules and regulations:
1. Undang-Undang Republik Indonesia No. 19 tahun 1. Republic of Indonesia Law No. 19 of 2003 concerning
2003 tentang Badan Usaha Milik Negara. State-Owned Enterprises.
2. Undang-Undang Republik Indonesia No. 40 tahun 2. Republic of Indonesia Law No. 40 of 2007 regarding
2007 tentang Perseroan Terbatas. Limited Liability Companies.
3. Keputusan Direksi PT Bursa Efek Jakarta No. Kep-305/ 3. Decision of the Directors of the Jakarta Stock Exchange

BEJ/07-2004 tanggal 19 Juli 2004 tentang Peraturan No. No. Kep-305/BEJ/07-2004 dated 19 July 2004 pertaining

I-A tentang Pencatatan Saham dan Efek Bersifat Ekuitas Regulation No. I-A on Listing of Shares and Equity
Selain Saham Yang Diterbitkan Oleh Perusahaan Tercatat. Securities Other Than Shares Issued by Listed Companies.
4. Peraturan Menteri Negara Badan Usaha Milik Negara 4. Regulation of the State Minister for State-Owned
No. PER-05/MBU/2006 tanggal 20 Desember 2006 Enterprises No. PER-05/MBU/2006 dated 20 December
tentang Komite Audit bagi Badan Usaha Milik 2006 concerning the Audit Committee for State-
Negara. Owned Enterprises.
5. Peraturan Menteri Negara Badan Usaha Milik Negara 5. Regulation of the Minister of State Owned Enterprises
No. PER-01/MBU/2011 tanggal 01 Agustus 2011 No. PER-01/MBU/2011 dated August 1, 2011 amended
dan perubahannya No. PER-09/MBU/2012 tentang by Regulation No. PER-09/MBU/2012 concerning the
Penerapan Tata Kelola Perusahaan yang Baik (Good Implementation of Good Corporate Governance in

Corporate Governance) pada Badan Usaha Milik Negara. State-Owned Enterprises.

6. Peraturan Menteri Negara Badan Usaha Milik Negara 6. Regulation of the State Minister for State-Owned Enterprises
No. PER-12/MBU/2012 tanggal 24 Agustus 2012 No. PER-12/MBU/2012 dated August 24, 2012 regarding
tentang Organ Pendukung Dewan Komisaris/Dewan Supporting Organs for the Board of Commissioners/
Pengawas Badan Usaha Milik Negara. Supervisory Board of State-Owned Enterprises.
7. Peraturan Otoritas Jasa Keuangan No. 55/ 7. Financial Services Authority Regulation No. 55/
POJK.04/2015 tanggal 23 Desember 2015 tentang POJK.04/2015 dated December 23, 2015 pertaining
Pembentukan dan Pedoman Pelaksanaan Kerja the Formation and Guidelines for the Work
Komite Audit. Implementation of Audit Committee.
TUGAS DAN TANGGUNG JAWAB KOMITE AUDIT

Duties and Responsibilities of the Audit Committee
Berdasarkan Piagam Komite Audit tersebut, tugas dan Based on the Audit Committee Charter, the duties and
tanggung jawab Komite Audit adalah sebagai berikut: responsibilities of the Audit Committee are as follows:
1. Melakukan penelaahan atas informasi keuangan yang 1. Reviewing financial information to be released by the
akan dikeluarkan Perseroan kepada publik dan/atau Company to the public and/or authorities, including
pihak otoritas antara lain laporan keuangan, proyeksi financial statements, projections and other reports
dan laporan lainnya terkait dengan informasi keuangan related to the Company’s financial information.
Perseroan.
2. Melakukan penelaahan atas ketaatan terhadap 2. Reviewing compliance of the Company’s activities with
peraturan perundang-undangan yang berhubungan laws and regulations.
dengan kegiatan Perseroan.
3. Memberikan pendapat independen dalam hal terjadi: 3. Providing an independent opinion in the event that:
a. Perbedaan pendapat antara Manajemen dan a. Differences of opinion between management and
akuntan atas jasa yang diberikannya, dan/atau accountants for the services they provide, and/or
b. Ketidaksesuaian pelaksanaan audit oleh Kantor b. Conformity of audit implementation by the Public
Akuntan Publik dengan standar audit yang berlaku. Accounting Firm with the applicable audit standard.
4. Memberikan rekomendasi kepada Dewan Komisaris 4. Providing recommendations to the Board of
mengenai penunjukan Akuntan Publik dan Kantor Commissioners regarding the appointment of a Public
Akuntan Publik untuk disampaikan kepada Rapat Accountant and a Public Accountant Office to be
Umum Pemegang Saham. Rekomendasi diberikan atas submitted to the General Meeting of Shareholders.
dasar aspek independensi, ruang lingkup penugasan Recommendations are given on the basis of aspects
dan imbalan jasa. of independence, the scope of the assignment and
compensation for services.
5. Melakukan penelaahan atas pelaksanaan pemeriksaan 5. Reviewing the audit by internal auditors and external
oleh auditor internal maupun auditor eksternal dan auditors and supervising the implementation of follow-
mengawasi pelaksanaan tindak lanjut oleh Direksi atas up actions by the Board of Directors on the findings of
hasil temuan auditor, guna memberikan rekomendasi auditors, in order to provide recommendations to the
kepada Dewan Komisaris. Board of Commissioners.
Profil Perusahaan
Company Profile
6. Menelaah pengaduan yang berkaitan dengan proses 6. Reviewing complaints relating to the Company’s
akuntansi dan pelaporan keuangan Perseroan. accounting and financial reporting processes.
7. Melakukan pemeriksaan terhadap dugaan adanya 7. Conducting examination on the alleged mistake in
kesalahan dalam keputusan Rapat Direksi atau the decision of the Board of Directors Meeting or
penyimpangan dalam pelaksanaan hasil keputusan irregularities in the implementation of the Board of
Rapat Direksi. Pemeriksaan tersebut dapat dilakukan Directors Meeting decisions. The examination can be
oleh Komite Audit atau pihak independen yang carried out by the Audit Committee or an independent
diusulkan oleh Komite Audit dan disetujui oleh Dewan party proposed by the Audit Committee and approved
Komisaris atas biaya Perseroan. by the Board of Commissioners at the Company’s
expense.
8. Menyetujui pengangkatan Kepala Internal Audit. 8. Approving the appointment of the Head of Internal
9. Menelaah dan memberikan saran kepada Dewan Audit.
Komisaris terkait dengan adanya potensi benturan 9. Reviewing and providing advice to the Board of
kepentingan Perseroan, termasuk transaksi dengan Commissioners regarding the potential conflict of
pihak terkait. interests of the Company, including transactions with
related parties.
10. Menjaga kerahasiaan dokumen, data dan informasi 10. Maintaining the confidentiality of the Company
Perseroan. documents, data and information.

WEWENANG KOMITE AUDIT

Authorities of Audit Committee
Dalam melaksanakan tugasnya Komite Audit mempunyai In performing its duties, the Audit Committee has the
wewenang sebagai berikut: following authorities:
1. Mengakses dokumen, data dan informasi Perseroan 1. Accessing documents, data and information about the
tentang karyawan, dana, aset dan sumber daya Company’s employees, funds, assets and company
perusahaan yang diperlukan. resources needed.
2. Berkomunikasi langsung dengan karyawan, termasuk 2. Communicating directly with employees, including
Direksi dan pihak yang menjalankan fungsi audit the Board of Directors and those who carry out the
internal, manajemen risiko dan akuntan terkait tugas functions of internal audit, risk management and
dan tanggung jawab Komite Audit. accountants related to the duties and responsibilities
of the Audit Committee.
3. Melibatkan pihak independen di luar anggota Komite 3. nvolving independent parties outside the Audit
Audit yang diperlukan untuk membantu pelaksanaan Committee members to assist in performing their
tugasnya (jika diperlukan). duties (if needed).
4. Melakukan wewenang lain yang diberikan oleh Dewan 4. Executing other authorities granted by the Board of
Komisaris. Commissioners.
Human Capital
Modal Insani
PIAGAM KOMITE AUDIT
Audit Committee Charter
Dalam melaksanakan tugas dan tanggung jawabnya, In executing its duties and responsibilities, the Audit
Komite Audit berpedoman pada Piagam Komite Audit Committee is guided by the Jasa Marga Audit
Jasa Marga yang telah disahkan oleh Dewan Komisaris Committee Charter which was approved by the Board of
pada tanggal 17 Oktober 2018. Piagam tersebut memuat Commissioners on October 17, 2018. The Charter contains

ketentuan yang harus dipatuhi pembentukan dan provisions that must be adhered to the establishment and
pelaksanaan kegiatan Komite Audit agar dapat bekerja implementation of the Audit Committee’s activities in
secara independen, obyektif, mandiri, transparan, dan order to work independently, objectively, independently,
dapat dipertanggungjawabkan. Piagam tersebut ditata transparently and accountably. The charter is arranged in
dalam bentuk Bab sebagai berikut. the chapters as follows.
1. Dasar Hukum 1. Legal Basis

2. Struktur dan Keanggotaan Komite Audit 2. Structure and Membership of the Audit Committee
3. Persyaratan Keanggotaan Komite Audit 3. Audit Committee Membership Requirements
4. Masa Tugas 4. Term of Office

5. Tugas dan Tanggung Jawab Komite Audit 5. Duties and Responsibilities of the Audit Committee

6. Wewenang Komite Audit 6. Authorities of the Audit Committee
7. Rapat Komite Audit 7. Meetings of the Audit Committee
8. Pelaporan 8. Reporting
9. Penutup 9. Closing
STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE AUDIT

Structure, Membership and Expertise of the Audit Committee

Komite Audit dibentuk oleh dan bertanggung jawab The Audit Committee is formed by and reports to the
kepada Dewan Komisaris. Anggota Komite Audit diangkat Board of Commissioners. Audit Committee members are
dan diangkat dan diberhentikan oleh Dewan Komisaris. appointed and inaugurated and dismissed by the Board
Anggota Komite Audit paling kurang terdiri dari: of Commissioners. Audit Committee members consist of
at least:
1. Seorang Komisaris Independen. 1. An Independent Commissioner.

2. Seorang dari Pihak Independen yang memiliki keahlian 2. Someone from an Independent Party who has expertise
di bidang keuangan atau akuntansi. in finance or accounting.
3. Seorang dari Pihak Independen yang memiliki keahlian 3. Someone from an Independent Party who has expertise
di bidang teknik konstruksi jalan. in the field of road construction engineering.
Anggota Komite Audit yang merupakan Komisaris Audit Committee members who are Independent
Independen bertindak sebagai Ketua Komite Audit. Dalam Commissioners act as Chairperson of the Audit Committee.
hal Komisaris Independen yang menjadi anggota Komite In the case of more than one Independent Commissioner
Audit lebih dari satu orang maka salah satunya bertindak become members of the Audit Committee, one of them
sebagai ketua Komite Audit. acts as the chairperson of the Audit Committee.
Susunan keanggotaan Komite Audit tahun 2019 adalah The composition of the Audit Committee members in
sebagai berikut: 2019 is as follows:
Periode 1 Januari 2019 – 31 Januari 2019 Period of January 1, 2019 – January 31, 2019
Nama Jabatan Periode Dasar Pengangkatan

Name Position Period Basis of Appointment
Vincentius Sonny Loho Ketua 16 April 2018- sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-
Chairperson April 16, 2018 - now 069/IV/2018
Jasa Marga Board of Commissioners Decree No. KEP-
069/IV/2018
Anita Firmanti Eko Susetyowati Anggota 25 September 2018-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-
Member September 25, 2018 - now 135/IX/2018
135/IX/2018
Sugihardjo Anggota 15 Maret 2017- sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-
Member March 15, 2017 - now 069/IV/2018
069/IV/2018
Agita Widjajanto Anggota April 2017- sekarang Surat Keputusan Dewan Komisaris Jasa Marga No.
Member April 2017 - now KEP-85/IV/2017
Profil Perusahaan
Company Profile
85/IV/2017
Teguh Indra Prastiyo Anggota 25 September 2018 – 31 Januari 2019 Surat Keputusan Dewan Komisaris Jasa Marga No.
Member September 25, 2018 - January 31, 2019 KEP-84/IV/2017
84/IV/2017
Periode 1 Februari 2019 – 31 Desember 2019

Period of February 1, 2019 – December 31, 2019


Vincentius Sonny Loho Ketua 16 April 2018- sekarang Keputusan Dewan Komisaris Jasa Marga No.
Chairperson April 16, 2018 - now KEP-069/IV/2018
Jasa Marga Board of Commissioners Decree
No. KEP069/IV/2018
Anita Firmanti Eko Susetyowati Anggota 25 September 2018-sekarang Keputusan Dewan Komisaris Jasa Marga No.
Member September 25, 2018 - now KEP-135/IX/2018
No. KEP-135/IX/2018
Sugihardjo Anggota 15 Maret 2017- sekarang Keputusan Dewan Komisaris Jasa Marga No.
Member March 15, 2017 - now KEP-069/IV/2018


No. KEP-069/IV/2018
Agita Widjajanto Anggota April 2017- sekarang Surat Keputusan Dewan Komisaris Jasa Marga
Member April 2017 - now No. KEP-85/IV/2017
No. KEP-85/IV/2017
Agung Nughroho S. Anggota 1 Februari 2019-sekarang Surat Keputusan Dewan Komisaris Jasa Marga
Member February 1, 2019 - now No. KEP-009/II/2019
No. KEP-009/II/2019
Seluruh Anggota Komite Audit Jasa Marga memiliki All Members Jasa Marga Audit Committee have integrity,
integritas, kompetensi dan reputasi yang baik. competency and good reputation. Dismissal of members
Pemberhentian anggota Komite Audit dapat dilakukan of the Audit Committee can be carried out if the person
apabila yang bersangkutan berakhir masa jabatan concerned ends his/her membership term and based on
keanggotaannya dan berdasarkan keputusan Dewan the decision of the Board of Commissioners who dismissed
Komisaris, diberhentikan karena tidak memenuhi kinerja him/her due to unable to meet expected performance and/
yang telah ditetapkan dan/atau tidak kompeten dalam or incompetent in carrying out his/her duties.
menjalankan tugasnya.
Human Capital
Modal Insani
PROFIL KOMITE AUDIT
Profiles of the Audit Committee Members
Profil anggota Komite Audit dapat dilihat pada Profil The profiles of Audit Committee members can be seen in
Manajemen di Bab Profil Perusahaan dalam Laporan Management Profiles in the Company Profile Chapter in

PENGEMBANGAN KOMPETENSI KOMITE AUDIT
Audit Committee Competency Development
Pengembangan kompetensi Komite Audit dapat The development of competency of the Audit Committee
dilihat pada Pendidikan dan/atau Pelatihan di Bab Profil members can be seen in Education and/or Trainings in the
Perusahaan dalam Laporan Tahunan ini. Company Profile Chapter in this Annual Report.

INDEPENDENSI KOMITE AUDIT

Independensi Komite Audit
Anggota Komite Audit telah memenuhi persyaratan The Audit Committee members have fulfilled the
jumlah, komposisi, kriteria, kompetensi, dan independensi requirements for the number, composition, criteria,
sesuai dengan ketentuan dalam Peraturan Otoritas Jasa competency, and independency in accordance with the
Keuangan No. 55/POJK.04/2015 tanggal 23 Desember provisions in the Financial Services Authority Regulation No.
2015 tentang Pembentukan dan Pedoman Pelaksanaan 55/POJK.04/2015 dated December 23, 2015 concerning
Komite Audit, serta Peraturan Menteri Negara BUMN No. the Formation and Guidelines for the Implementation of
PER-05/MBU/2006 tanggal 20 Desember 2006 tentang Audit Committee, and Minister of SOEs Regulation No.

Komite Audit bagi Badan Usaha Milik Negara dan No. PER- PER-05/MBU/2006 dated December 20, 2006 regarding

12/MBU/2012 tanggal 24 Agustus 2012 tentang Organ the Audit Committee for State-Owned Enterprises and
Pendukung Dewan Komisaris/Dewan Pengawas Badan No. PER-12/MBU/2012 dated August 24, 2012 pertaining
Usaha Milik Negara. Supporting Organs for the Board of Commissioners/
Supervisory Board of State-Owned Enterprises.
Tabel Independensi Komite Audit

Table of the Audit Committee Independency
Aspek Independensi Vincentius Anita Firmanti Agita Agung Teguh Indra
Sugihardjo
Independency Aspect Sonny Loho Eko Susetyowati Widjajanto Nugroho S. Prastiyo
Tidak memiliki hubungan keuangan dengan

Dewan Komisaris dan Direksi
     
Having no financial relationship with the Board
of Commissioners and Board of Directors
Tidak memiliki hubungan kepengurusan
di perusahaan, anak perusahaan, maupun
perusahaan afiliasi
Having no management relationship in      
the Company, its subsidiaries, or affiliated
companies
Tidak memiliki hubungan kepemilikan saham

di perusahaan
     
Having no ownership of shares of the
Company
Aspek Independensi Vincentius Anita Firmanti Agita Agung Teguh Indra

Sugihardjo
Independency Aspect Sonny Loho Eko Susetyowati Widjajanto Nugroho S. Prastiyo
Tidak memiliki hubungan keluarga dengan

Dewan Komisaris, Direksi, dan/atau sesama
anggota Komite Audit

Having no family relationship with the Board      
of Commissioners, Board of Directors, and/or
fellow members of the Audit Committee
Tidak menjabat sebagai pengurus partai

politik, pejabat dan pemerintah

     

Profil Perusahaan
Company Profile
Sebagai bentuk komitmen dan tanggung jawab As a form of commitment and responsibility of the Audit
Komite Audit atas terlaksananya prinsip-prinsip Tata Committee for the implementation of Good Corporate
Kelola Perusahaan, serta sebagai upaya merealisasikan Governance principles, as well as an effort to realize the
ketentuan tentang independensi yang ada dalam Piagam independency provision contained in the Audit Committee
Komite Audit, Komite Audit Perseroan telah membuat Charter, the Audit Committee of the Company has made
Surat Pernyataan Independensi Komite Audit yang an Audit Committee Independence Statement signed by
ditandatangani oleh Ketua dan seluruh Anggota Komite the Chairperson and all members of the Audit Committee .
Audit.
Beberapa pernyataan penting dalam Surat Pernyataan Some important statements in the Audit Committee
Independensi Komite Audit antara lain bahwa Komite Independence Statement include: Jasa Marga’s Audit
Audit Jasa Marga: Committee:
a. Tidak memiliki kepentingan/keterkaitan pribadi yang a. Does not have personal interests/relationships that can
dapat menimbulkan dampak negatif dan konflik cause negative impacts and conflicts of interest on the
kepentingan terhadap Perseroan. Company.
b. Tidak memiliki saham Perseroan, baik langsung b. Do not own shares of the Company, either directly or
maupun tidak langsung. indirectly.
c. Akan menjaga kerahasiaan dokumen, data, dan c. Always maintains the confidentiality of the Company’s
informasi Perseroan, baik dari pihak internal maupun documents, data and information, both from internal
pihak eksternal, dan hanya digunakan untuk and external parties, and are only used for the purposes
kepentingan pelaksanaan tugas Komite Audit. of performing Audit Committee’s duties.
RAPAT KOMITE AUDIT

Audit Committee Meetings
Komite Audit wajib mengadakan rapat sekurang- The Audit Committee must hold a meeting at least once
kurangnya sekali dalam 1 (satu) bulan. Rapat Komite Audit in 1 (one) month. Audit Committee meetings can make
dapat mengambil keputusan apabila sekurang-kurangnya decisions if attended at least by more than ½ (one half) of
dihadiri oleh lebih dari ½ (satu per dua) jumlah anggota. the number of members.
Keputusan rapat dilakukan berdasarkan musyawarah The decision taken in the meeting is based on consensus
mufakat. Dalam hal tidak terjadi musyawarah mufakat, agreement. In the event that consensus agreement does
pengambilan keputusan dilakukan dengan suara not occur, the decision is made with the most votes.
terbanyak. Setiap rapat Komite Audit harus dituangkan The results of each Audit Committee meeting must be
dalam risalah rapat yang ditandatangani oleh seluruh included in the minutes of meeting signed by all members
anggota Komite Audit yang hadir. Perbedaan pendapat of the Audit Committee present. Dissenting opinions that
yang terjadi dalam rapat komite wajib dicantumkan occur in committee meetings must be clearly stated in
secara jelas dalam risalah rapat beserta alasan perbedaan the minutes of meeting along with the reasons for those
tersebut. differences.
Human Capital
Modal Insani
AGENDA RAPAT KOMITE AUDIT
Meeting Schedule of the Audit Committee
Sepanjang tahun 2019, tanggal pelaksanaan, Agenda Throughout 2019, the dates, agenda and participants of
rapat dan Peserta rapat Komite Audit, sebagai berikut: Audit Committee meetings are as follows:

Tabel Agenda Rapat Komite Audit Tahun 2019

Table of Meeting Agenda of the Audit Committee in 2019
Tanggal (tgl-bln-thn) Agenda Rapat Peserta Rapat
No.
Date (dd-mm-yyyy) Meeting Agenda Meeting Attendees
1. 07-01-2019 Pengadaan Kantor Akuntan Publik (KAP) tahun 2019. -- Vincentius Sonny Loho
Procurement of Public Accounting Firm (KAP) in 2019. -- Anita Firmanti Eko Susetyowati
-- Agita Widjajanto
-- Teguh Indra Prastiyo
2. 11-01-2019 Dokumen Pengadaan Jasa KAP tahun buku 2019. -- Vincentius Sonny Loho
Documents of KAP Services Procurement for fiscal year 2019. -- Anita Firmanti Eko Susetyowati
-- Sugihardjo
-- Agita Widjajanto


3. 22-01-2019 1. Progres Pengadaan KAP tahun 2019. -- Vincentius Sonny Loho
2. Penghapusan aset. -- Sugihardjo
3. Program kerja Komite Audit tahun 2019. -- Agita Widjajanto
1. KAP Procurement Progress in 2019.
2. Assets write off.
3. Audit Committee work program in 2019.
4. 28-01-2019 Divestasi saham melalui skema DINFRA. -- Vincentius Sonny Loho
Divestment of shares through the DINFRA scheme. -- Anita Firmanti Eko Susetyowati
-- Agita Widjajanto
5. 07-02-2019 Struktur organisasi. -- Vincentius Sonny Loho
Organization structure -- Anita Firmanti Eko Susetyowati

-- Sugihardjo
-- Agita Widjajanto

6. 13-02-2019 Pengunduran diri anggota Komite. -- Vincentius Sonny Loho
Committee member resignation -- Sugihardjo
-- Agita Widjajanto
-- Agung Nugroho
7. 25-02-2019 1. Laporan hasil kajian Komite Audit mengenai penyelesaian dana -- Vincentius Sonny Loho
talangan untuk pengadaan tanah pada proyek jalan tol yang -- Anita Firmanti Eko Susetyowati
dikelola Jasa Marga. -- Sugihardjo
2. Laporan hasil kajian Komite Audit atas kebijakan, strategi -- Agita Widjajanto
dan tata kelola pengelolaan/pengawasan terhadap Anak -- Agung Nugroho
Perusahaan.
3. Laporan hasil kajian Komite tentang sistem TI Perseroan terkait
masterpan IT dan sistem TI.
1. Report on the results of the Audit Committee's review on the
completion of the bailout funds for land acquisition on the toll
road projects managed by Jasa Marga.
2. Report on the results of the Audit Committee's review on
the policies, strategies and governance/supervision on the
management of Subsidiaries.
3. Report on the results of the Committee's review on the
Company's IT systems related to IT master plan and IT systems.
8. 05-04-2019 Kontrak Manajemen tahun 2019. -- Vincentius Sonny Loho

Management Contract Year 2019. -- Anita Firmanti Eko Susetyowati
-- Sugihardjo
-- Agita Widjajanto
-- Agung Nugroho
9. 15-04-2019 Laporan Manajemen Triwulan 4 2018. -- Vincentius Sonny Loho
Management Report for Quarter 4 of 2018 -- Anita Firmanti Eko Susetyowati
-- Sugihardjo
-- Agita Widjajanto
-- Agung Nugroho

No.
10. 23-04-2019 1. Penguatan Sistem Pengendalian Internal. -- Vincentius Sonny Loho

2. Kebijakan dan pelaksanaan pembinaan penataan aset -- Sugihardjo

3. Lain-lain yang berkaitan dengan Rapat Dewan Komisaris bulan -- Agita Widjajanto
April 2019. -- Agung Nugroho
1. Strengthening the Internal Control System.

2. Policy and implementation of asset management guidance
3. Others relating to the Board of Commissioners Meetings in
April 2019.
11. 20-06-2019 Perkembangan volume lalu lintas dan pendapatan tol di Cabang Jasa -- Vincentius Sonny Loho
Marga per 31 Mei 2019. -- Anita Firmanti Eko Susetyowati
Development of traffic volume and toll road revenue of Jasa Marga -- Sugihardjo
Branches as of May 31, 2019. -- Agita Widjajanto
12. 25-06-2019 Laporan hasil kajian Komite Audit tentang pembongkaran dan -- Vincentius Sonny Loho
penghapusan gerbang tol. -- Anita Firmanti Eko Susetyowati
Report of the results of the Audit Committee’s review on the -- Sugihardjo
demolition and removal of toll gates. -- Agita Widjajanto
--
Profil Perusahaan
Agung Nugroho
Company Profile
13. 18-07-2019 1. Laporan Komite Audit tentang monitoring dan evaluasi -- Vincentius Sonny Loho
tindak lanjut atas hasil auditor eksternal tahun 2018 dan/atau -- Anita Firmanti Eko Susetyowati
pemenuhan perjanjian dengan pihak ketiga. -- Sugihardjo
2. Laporan hasil kajian Komite atas perubahan struktur organisasi -- Agita Widjajanto
Jasa Marga. -- Agung Nugroho
1. Report of the Audit Committee on monitoring and evaluating

the follow-up on the results of the external auditors works in
2018 and/or fulfillment of agreements with third parties.

2. Report on the results of the Committee's review on the
changes in Jasa Marga's organizational structure.
14. 05-08-2019 1. Rencana dan target Jasa Marga 5 tahun ke depan. -- Vincentius Sonny Loho
2. Isu-isu strategis, tantangan dan permasalahan Jasa Marga. -- Anita Firmanti Eko Susetyowati
3. Posisi Jasa Marga dalam penyelenggaraan pembangunan Nasional. -- Sugihardjo
-- Agita Widjajanto
1. Plans and targets of Jasa Marga for the next 5 years.
-- Agung Nugroho
2. Jasa Marga’s strategic issues, challenges and problems.
3. Jasa Marga's position in the implementation of national
development.
15. 28-08-2019 Kesiapan PT Jasamarga Tollroad Maintenance dalam penerapan Single -- Vincentius Sonny Loho
Lane Free Flow (SLFF). -- Sugihardjo
-- Agung Nugroho
The readiness of PT Jasamarga Tollroad Maintenance in implementing

Single Lane Free Flow (SLFF).

16. 26-09-2019 Progres investasi ruas-ruas jalan tol baru. -- Vincentius Sonny Loho
Investment progress on new toll roads -- Anita Firmanti Eko Susetyowati
-- Sugihardjo
-- Agita Widjajanto
-- Agung Nugroho
17 08-10-2019 Pembahasan awal overview usulan RKAP 2020. -- Vincentius Sonny Loho
Initial discussion of the proposal of 2020 RKAP. -- Sugihardjo
-- Agita Widjajanto
-- Agung Nugroho
18. 08-10-2019 KSO Pengadaan Barang. -- Anita Firmanti Eko Susetyowati
Joint operation in procurement of goods -- Sugihardjo
-- Agita Widjajanto
-- Agung Nugroho
19. 09-10-2019 1. Overview usulan RKAP 2020. -- Vincentius Sonny Loho

2. Mekanisme dan jadwal pembahasan RKAP 2019. -- Anita Firmanti Eko Susetyowati
1. Review on the proposal of 2020 RKAP. -- Sugihardjo
2. Mechanism and schedule for the discussion of 2019 RKAP. -- Agita Widjajanto
-- Agung Nugroho
20. 19-10-2019 Usulan RKAP 2020. -- Vincentius Sonny Loho

Proposal of 2020 RKAP -- Sugihardjo
-- Agita Widjajanto
-- Agung Nugroho
21. 22-10-2019 Pembahasan pedoman Pengadaan Barang/Jasa. -- Vincentius Sonny Loho

Discussion on the guidelines of goods/services procurement -- Anita Firmanti Eko Susetyowati
-- Agita Widjajanto
-- Agung Nugroho
Human Capital
Modal Insani
No.
22. 23-10-2019 Usulan RKAP 2020. -- Anita Firmanti Eko Susetyowati

Proposal of 2020 RKAP -- Agita Widjajanto
23. 07-11-2019 1. Penyampaian hasil Audit Interim oleh auditor eksternal. -- Vincentius Sonny Loho
2. Penyampaian pengoperasian software “connect” sekaligus uji coba -- Agita Widjajanto
up dated laporan progres hasil audit dengan software tersebut. -- Agung Nugroho

1. Submission of Interim Audit results by external auditors.

2. Introduction of the "connect" software operation as well as a trial
in updated progress reports on audit results with the software.
24. 20-11-2019 1. Laporan Semester 1 2019 Komite Audit. -- Vincentius Sonny Loho
2. Progres hasil audit KAP atas Laporan Keuangan Jasa Marga tahun -- Anita Firmanti Eko Susetyowati
buku 2019. -- Agita Widjajanto
-- Agung Nugroho
1. Audit Committee Report for Semester 1 of 2019.
2. Progress of KAP audit results on Jasa Marga Financial Statements
for 2019 fiscal year.
25. 11-12-2019 Progres audit Laporan Keuangan Jasa Marga tahun buku 2019. -- Vincentius Sonny Loho
Progress of audit of the Jasa Marga Financial Statements for 2019 -- Agita Widjajanto
fiscal year. -- Agung Nugroho

26. 17-12-2019 Progres audit Laporan Keuangan Jasa Marga tahun buku 2019. -- Vincentius Sonny Loho

Progress of audit of the Jasa Marga Financial Statements for 2019 -- Sugihardjo
fiscal year. -- Agung Nugroho
27. 30-12-2019 Pembahasan teknis penunjukan auditor Laporan Keuangan Perseroan -- Vincentius Sonny Loho
tahun buku 2019. -- Anita Firmanti Eko Susetyowati
Technical discussion on the appointment of auditor of the Company’s -- Agung Nugroho
Financial Statements for 2019 fiscal year.
28. 30-12-2019 Rencana penggantian auditor Laporan Keuangan Perseroan tahun -- Vincentius Sonny Loho
buku 2019. -- Anita Firmanti Eko Susetyowati
Plan to replace auditor for the Company’s Financial Statements for -- Sugihardjo
2019 fiscal year. -- Agung Nugroho

Catatan / Note:
Ketidakhadiran anggota Komite Audit dalam rapat disebabkan yang bersangkutan sedang melakukan tugas di luar kota atau menghadiri acara/rapat penting

yang tidak dapat diwakilkan.
The absence of members of the Audit Committee at the meetings was caused by the persons concerned performing tasks outside the city or attending
important events/meetings that could not be represented.
FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE AUDIT

Frequency and Attendance Rate of Audit Committee Meetings
Tabel Tingkat Kehadiran Rapat Komite Audit
Table of Attendance Rate of the Audit Committee Meetings
Jumlah Rapat Jumlah Rapat yang Wajib
Jumlah Kehadiran
Nama Jabatan dalam Setahun Dihadiri Persentase
Number of
Name Position Number of Meetings Number of Meetings Percentage
Attendance
in the Year Mandatory to Attend
Vincentius Sonny Loho Ketua merangkap Anggota 28 28 26 92,8%

Chairman concurrently
member
Sugihardjo Anggota / member 28 28 20 71,4%
Anita Firmanti Eko S. Anggota / member 28 28 20 71,4%
Agita Widjajanto Anggota / member 28 28 23 82,1%
Teguh Indra Prastiyo Anggota / member 28 4 3 75%
Agung Nugroho Anggota / member 28 24 21 87,5%
Catatan / Note:
Perbedaan Jumlah Rapat yang Wajib Dihadiri adalah karena perbedaan periode jabatan sebagai anggota Komite Audit.
The difference in the Number of Meetings Mandatory to Attend is due to differences in the term of office as members of the Audit Committee.
REMUNERASI KOMITE AUDIT

Remuneration for the Audit Committee

Berdasarkan Peraturan Menteri Negara BUMN No. PER- Based on Minister SOEs Regulation No. PER-12/MBU/2012
12/MBU/2012 tanggal 26 Juli 2012 tentang Organ dated July 26, 2012 concerning Supporting Organs of
Pendukung Dewan Komisaris/Dewan Pengawas pada the Board of Commissioners/Supervisory Board of State-
Badan Usaha Milik Negara, Anggota Komite Audit yang Owned Enterprises, Audit Committee Members who are
bukan anggota Dewan Komisaris memperoleh remunerasi not members of the Board of Commissioners receive a
berupa honorarium sebesar 16% dari gaji Direktur Utama. remuneration in the form of an honorarium of 16% of the
salary of the President Director.
LAPORAN SINGKAT PELAKSANAAN KEGIATAN KOMITE AUDIT TAHUN 2019

Brief Report on the Implementation of Audit Committee Activities in 2019
Profil Perusahaan
Company Profile
Menilai Pelaksanaan Kegiatan Serta Hasil Audit yang Assessing the Implementation of Activities and Results of
Dilakukan Oleh Auditor Eksternal dan Independensi Audit Conducted by External Auditor and Independence
Auditor Auditor.
1. Audit Umum atas Laporan Keuangan Konsolidasian 1. General Audit of Jasa Marga’s Consolidated Financial
Jasa Marga Tahun Buku 2019 dilakukan oleh Kantor Statements for 2019 Fiscal Year was conducted by the
Akuntan Publik (KAP) Tanudireja, Wibisana, Rintis & Public Accounting Firm (KAP) Tanudireja, Wibisana,
Rekan (PwC). Rintis & Rekan (PwC).
Dalam RUPS Tahunan pada tanggal 06 Mei 2019, In the Annual General Meeting of Shareholders on May
Dewan Komisaris mengusulkan untuk menetapkan 6, 2019, the Board of Commissioners appointed the
KAP PwC, namun sehubungan dengan adanya PwC KAP, but there were differences in views between
terdapat perbedaan pandangan antara Perseroan the Company and the PwC KAP on accounting
dengan KAP PwC terhadap perlakuan akuntansi atas treatment of the new funding transaction scheme that
skema transaksi pendanaan baru yang telah diaudit had been audited in previous years.
pada tahun-tahun sebelumnya. Jasa Marga and KAP PwC understood and realized
Jasa Marga dan KAP PwC memahami dan menyadari, there would be no meeting point for satisfactory
tidak ada titik sehingga tidak ada penyelesaian yang solution for both parties.
memuaskan bagi kedua belah pihak. After obtaining this explanation, the Board of
Setelah mendapatkan penjelasan tersebut, Dewan Commissioners agreed to terminate the PwC KAP
Komisaris sepakat untuk mengakhiri kontrak KAP PwC contract in conducting the audit of the Company’s
dalam pelaksanaan audit Laporan Keuangan Perseroan Financial Statements for 2019 Fiscal Year, while also
Tahun Buku 2019, sekaligus meminta Direksi segera asking the Board of Directors to immediately settle
menyelesaikan segala kewajiban yang timbul atas all obligations arising from the termination of the
pengakhiran kontrak tersebut. contract.
2. Sehubungan dengan hal tersebut di atas, Dewan 2. In connection with the issue above, the Board of
Komisaris memohon Menteri BUMN selaku Pemegang Commissioners requested the Minister SOEs as
Saham Seri A Dwiwarna untuk memberikan persetujuan Dwiwarna Series A Shareholder to give written approval
tertulis sebelum Dewan Komisaris menetapkan KAP before the Board of Commissioners appointed a new
baru sebagai pengganti KAP PwC untuk melakukan KAP as a replacement for the PwC KAP to audit the
audit Laporan Keuangan Konsolidasian Perseroan dan Company’s Consolidated Financial Statements and the
Laporan Pelaksanaan PKBL Perseroan Tahun Buku Report of Partnership and Community Development
2019. Dewan Komisaris menunjuk KAP Purwantono, for 2019 Fiscal Year. The Board of Commissioners then
Sungkoro & Surja (EY) dengan pertimbangan sebagai appointed KAP Purwantono, Sungkoro & Surja (EY)
berikut: with the following considerations:
a. Termasuk dalam urutan 5 KAP terbesar. a. Included in the list of 5 top KAPs.
b. Selama melakukan penugasan KAP EY telah b. During the assignment, KAP EY has completed its
menyelesaikan penugasan tepat waktu dan tasks on time and provided WTP opinion.
memberikan opini WTP.
c. Dalam bekerja telah menunjukkan sikap c. It has shown attitude of professionalism in
profesionalisme. performing its duties.
Human Capital
Modal Insani
d. Selalu berkomunikasi dengan Komite Audit. d. Always communicated with the Audit Committee.
e. Berkomunikasi dengan baik dengan auditee. e. Communicating well with the auditee.
3. Dewan Komisaris membentuk Panitia Negosiasi Jasa 3. The Board of Commissioners formed the KAP Services
KAP untuk tahun buku 2019. Panitia negosiasi tersebut Negotiation Committee for the 2019 fiscal year. The
ditugaskan untuk segera melakukan evaluasi dan negotiation committee was assigned to immediately
negosiasi serta menyampaikan usulan hasil negosiasi conduct an evaluation and negotiation and submitted
kepada Dewan Komisaris. the results to the Board of Commissioners.

4. Dewan Komisaris memutuskan menyetujui hasil 4. The Board of Commissioners decided to approve

negosiasi yang telah dilakukan oleh Tim Negosiasi dan the results of the negotiations carried out by the
selanjutnya mengajukan permohonan persetujuan Negotiation Team and subsequently submitted a
tertulis Menteri BUMN selaku Pemegang Saham Seri written approval to the Minister of SOEs as the
A Dwiwarna, sesuai dengan keputusan RUPS Tahunan Dwiwarna Series A Shareholder, in accordance with the
Tahun Buku 2018 tanggal 06 Mei 2019 agenda decision of the Annual GMS for 2018 Fiscal Year dated
keempat tentang “Penunjukan Kantor Akuntan Publik May 6, 2019, the fourth agenda on “Appointment of
untuk Mengaudit Laporan Keuangan Konsolidasian a Public Accountant Office to Audit The Company’s
Perseroan dan Laporan Keuangan Pelaksanaan Consolidated Financial Statements and Financial
Program Kemitraan dan Bina Lingkungan (PKBL) Statements of the Implementation of Partnership and
Perseroan Tahun Buku 2019”. Community Development Program (PKBL) for 2019
financial year “.

5. Mengingat keterbatasan waktu, maka perlu segera 5. Given the time constraints, it was necessary to
ditetapkan KAP pengganti untuk melakukan immediately appoint a replacement of KAP to audit
pelaksanaan audit Laporan Keuangan Konsolidasian the Company’s Consolidated Financial Statements and
Perseroan dan Laporan Keuangan Pelaksanaan PKBL the Financial Statements of the Implementation of the
Perseroan Tahun Buku 2019. Company’s PKBL for 2019 Fiscal Year.
6. Proses pengadaan KAP untuk melakukan audit tahun 6. The KAP procurement process for conducting the 2019
buku 2019 ini telah dilaksanakan sesuai dengan fiscal year audit has been carried out in accordance
ketentuan pengadaan barang dan jasa Perseroan dan with the provisions of the Company’s goods and
prinsip-prinsip tata kelola perusahaan yang baik, serta services procurement and the principles of good
RKAP 2019 dan masing-masing anak perusahaan corporate governance, as well as the 2019 RKAP and
telah dialokasikan dana yang cukup untuk membiayai each subsidiary has been allocated sufficient funds to

kontrak jasa akuntan publik tersebut. finance service contracts of the public accountant.

7. Mengingat dalam RUPS Tahunan Tahun Buku 2018 7. Considering that in the 2018 Fiscal Year Annual GMS
Perseroan tanggal 06 Mei 2019 diputuskan untuk of the Company dated May 6, 2019, it was decided
memberikan wewenang dan kuasa kepada Dewan to authorize the Board of Commissioners by first
Komisaris dengan terlebih dahulu mendapatkan obtaining written approval from the Dwiwarna Series
persetujuan tertulis Pemegang Saham Seri A Dwiwarna A Shareholder to determine a replacement of KAP in
untuk menetapkan KAP pengganti dalam hal KAP the case PwC KAP for any reason could not complete
PwC karena sebab apapun tidak dapat menyelesaikan the audit of the the Company’s Consolidation
audit atas Laporan Keuangan Konsolidasian Financial Statements and the Financial Statements of
Perseroan dan Laporan Keuangan Pelaksanaan PKBL the Implementation of the Company’s PKBL for 2019
Perseroan Tahun Buku 2019, maka berdasarkan hal- Fiscal Year, then based on the letter of the Minister
hal tersebut di atas, sesuai surat Menteri Badan Usaha of State-Owned Enterprises No. S-46/MBU/01/2020
Milik Negara No. S-46/MBU/01/2020 tanggal 17 dated January 17, 2020 concerning Approval of
Januari 2020 perihal Persetujuan Penunjukan Kantor Appointment of Substitute Public Accounting Firm
Akuntan Publik Pengganti untuk Audit Laporan for Audit of Consolidated Financial Statements and
Keuangan Konsolidasian dan Laporan Pelaksanaan PT Jasa Marga (Persero) Tbk. PKBL Implementation
PKBL PT Jasa Marga (Persero) Tbk. Tahun Buku 2019, Report 2019 Fiscal Year, KAP EY with address at the
dengan ini kami sampaikan KAP EY yang beralamat Indonesia Stock Exchange Building Tower 2 Lt. 7 Jln.
di Gedung Bursa Efek Indonesia Tower 2 Lt. 7 Jln. Jend. Sudirman Kav. 52-53, South Jakarta 12190,
Jend. Sudirman Kav. 52-53, Jakarta Selatan 12190, was appointed as replacement for PwC KAP to audit
ditetapkan sebagai pengganti KAP PwC untuk the Company’s Consolidated Financial Statements
melakukan audit Laporan Keuangan Konsolidasian and the Financial Statements of the Implementation
Perseroan dan Laporan Keuangan Pelaksanaan of the Company’s PKBL for 2019 Fiscal Year. The
PKBL Perseroan Tahun Buku 2019. Direksi segera Board of Directors immediately entered into an
melakukan kontrak perikatan dengan KAP EY atas engagement contract with KAP EY for audit works of
pekerjaan audit Laporan Keuangan Konsolidasian the Company’s Consolidated Financial Statements and
Perseroan dan Laporan Keuangan Pelaksanaan PKBL Financial Statements of PKBL Implementation for 2019
Perseroan Tahun Buku 2019. Fiscal Year.
PENILAIAN KINERJA KOMITE AUDIT BERDASARKAN KPI

Assessment of Audit Committee Performance Based on KPI

Dalam melaksanakan tugasnya, Komite Audit selalu In performing its duties, the Audit Committee is always
berpedoman pada Program Kerja Komite Audit (PKKA). guided by the Audit Committee Work Program (PKKA). In
Secara umum, PKKA 2019 telah dilaksanakan sesuai general, PKKA 2019 has been implemented in accordance
dengan target yang telah ditetapkan. Namun demikian with the determined targets. However, the performance
penilaian kinerja Komite Audit juga didasarkan pada evaluation of the Audit Committee is also based on the
pencapaian Key Performance Indicators (KPI). Kinerja achievement of Key Performance Indicators (KPI). The
Komite Audit selama tahun 2019 berdasarkan KPI dirinci Audit Committee’s performance in 2019 based on the KPI
sebagai berikut: is detailed as follows:
Tabel Key Performance Indicators Komite Audit 2019

Table of Key Performance Indicators of Audit Committee in 2019
Nilai
Bobot Score
Perspektif KPI
Profil Perusahaan
Company Profile
No. Weight
KPI Perspectives Target Realisasi
(%)
Target Realization
1. Pengawasan Kegiatan Internal Audit 15

0,75 1,04
Pengawasan Kegiatan Internal Audit
2. Pengawasan Kegiatan Eksternal Audit 15
0,75 0,78
Supervision of External Audit Activities
3. Pengawasan atas Informasi Keuangan/Manajemen 25

1,50 1,73
Supervision of Financial/Management Information
4. Proses Internal Komite Audit 15
1,00 1,04
Internal Process of Audit Committee
5. Dukungan terhadap Program Kerja Dewan Komisaris 20
1,00 0,61
Support to the Board of Commissioners Work Program
6. Peningkatan kompetensi Komite Audit 10
0,50 0,26
Competency enhancement of the Audit Committee
TOTAL 100 5,00 5,46
RENCANA KERJA KOMITE AUDIT TAHUN 2020

Work Plan of the Audit Committee for 2020
Pada tahun 2020, Komite Audit telah menetapkan rencana The Audit Committee has set work plans for 2020 that will
kerja yang akan dibahas melalui sejumlah rapat. Adapun be discussed through a number of meetings. The Audit
rencana kerja Komite Audit di tahun 2020 antara lain: Committee’s work plans for 2020 include:
1. Pembahasan penguatan audit internal. 1. Discussion on strengthening internal audit.
2. Pembahasan pelaksanaan WBS. 2. Discussion on WBS implementation.
3. Pembahasan kebijakan dan standar akuntansi. 3. Discussion on policies and accounting standards.
4.
Pembahasan hasil kajian penanganan masalah 4. Discussion on the results of the study of handling legal
hukum. issues.
5. Pengadaan, monitoring dan evaluasi KAP. 5. Procurement, monitoring and evaluating the Public
Accounting Firm.
6. Pembahasan Laporan Keuangan PKBL 6. Discussion on PKBL Financial Statements
KOMITE NOMINASI, REMUNERASI DAN RISIKO
Human Capital
Modal Insani
Nomination, Remuneration And Risk Committee

Pembentukan Komite Nominasi, Remunerasi dan Risiko The Company’s Nomination, Remuneration and Risk
(Komite NRR) Perseroan ditetapkan berdasarkan Keputusan Committee (NRR Committee) is formed based on the
Dewan Komisaris Perseroan No. KEP-063/IV/2015 tanggal Company’s Board of Commissioners Decree No. KEP-063/
20 April 2015. Fungsi utama Komite NRR adalah membantu IV/2015 dated April 20, 2015. The main function of the
Dewan Komisaris dalam melakukan pengawasan terhadap NRR Committee is to assist the Board of Commissioners in
kebijakan Direksi dalam pengelolaan Perseroan serta supervising the policies of the Board of Directors in managing
pemberian nasihat kepada Direksi di bidang nominasi, the Company and providing advice to the Board of Directors
remunerasi dan risiko berdasarkan ketentuan sebagaimana in the areas of nomination, remuneration and risks based on

diatur dalam Anggaran Dasar, keputusan RUPS dan the provisions stipulated in the Articles of Association, GMS

peraturan perundang-undangan yang berlaku. resolutions and prevailing laws and regulations.
DASAR PEMBENTUKAN KOMITE NRR

Basis of Formation of the NRR Committee
Komite NRR Perseroan dibentuk berdasarkan peraturan- The Company's NRR Committee is formed based on the
peraturan/perundangan sebagai berikut: following rules/regulations:


2003 tentang Badan Usaha Milik Negara. State-Owned Enterprises.
2007 tentang Perseroan Terbatas. Limited Liability Companies.
3. Peraturan Menteri BUMN No. PER-12/MBU/2012 3. Minister of SOEs Regulation No. PER-12/MBU/2012
tentang Organ Pendukung Dewan Komisaris/Dewan concerning Supporting Organs of the Board of
Pengawas Badan Usaha Milik Negara. Commissioners/ Supervisory Board of State-Owned
Enterprises.
4. Peraturan Otoritas Jasa Keuangan No. 34/POJK.04/2014 4. Financial Services Authority Regulation No. 34/
tentang Komite Nominasi dan Remunerasi Emiten atau POJK.04/2014 regarding the Nomination and
Perusahaan Publik. Remuneration Committee of Listed or Public Companies,

5. Keputusan Dewan Komisaris Perseroan No. KEP-063/ 5. the Company's Board of Commissioners Decree No.

IV/2015 tentang Perubahan Komite Dewan Komisaris KEP-063/IV/2015 pertaining Changes in the Committees
PT Jasa Marga (Persero) Tbk. under the Board of Commissioners of PT Jasa Marga
(Persero) Tbk.
PIAGAM KOMITE NRR

NRR Committee Charter
Komite Nominasi, Remunerasi dan Risiko tertuang The Nomination, Remuneration and Risk Committee is
dalam Piagam Komite Nominasi, Remunerasi dan Risiko stipulated in the Nomination, Remuneration and Risk
yang disahkan dengan keputusan Dewan Komisaris No. Committee Charter which was ratified by the Board
KEP-204/XII/2017 tanggal 04 Desember 2017 tentang of Commissioners Decree No. KEP-204/XII/2017 dated
Pemutakhiran Piagam (Charter) Komite Audit dan Komite December 4, 2017 concerning the Update of the Audit
Nominasi, Remunerasi dan Risiko PT Jasa Marga (Persero) Committee and the Nomination, Remuneration and Risk
Tbk. Isi dari Piagam Komite Nominasi, Remunerasi dan Committee of PT Jasa Marga (Persero) Tbk. The contents
Risiko antara lain: of the Nomination, Remuneration and Risk Committee
Charter include:
1. Landasan Hukum 1. Legal Foundation
2. Pengangkatan Dan Pemberhentian Anggota 2. Appointment and Dismissal of Members
3. Tugas 3. Tasks
4. Kewenangan 4. Authorities
5. Persyaratan Keanggotaan 5. Membership Requirements
6. Tanggung Jawab 6. Responsibilities
7. Rapat 7. Meetings
8. Laporan 8. Reports
9. Akses Kerahasiaan Informasi 9. Access to Confidential Information

10. Rencana Kerja Dan Anggaran 10. Work Plan and Budget
11. Penghasilan Anggota 11. Member Income

12. Pendidikan Dan Tenaga Penunjang 12. Education and Supporting Staff
13. Penilaian Kinerja 13. Performance Evaluation
14. Lain-Lain 14. Others
15. Penutup 15. Closing
TUGAS DAN TANGGUNG JAWAB KOMITE NRR

Duties and Responsibilities of the NRR Committee
Komite NRR bertanggung jawab kepada Dewan Komisaris The NRR Committee is responsible to the Board of
dan membantu Dewan Komisaris dalam pelaksanaan Commissioners and assists the Board of Commissioners
Profil Perusahaan
Company Profile
tugasnya agar pengelolaan Perseroan dapat berlangsung in carrying out their duties so that the management of
dengan efisien dan efektif melalui sistem dan pelaksanaan the Company can take place efficiently and effectively
pengawasan yang kompeten dan independen. Berdasarkan through a system and implementation of competent
Piagam Komite Nominasi, Remunerasi dan Risiko, tugas and independent supervision. Based on the Nomination,
dan tanggung jawab Komite NRR adalah: Remuneration and Risk Committee Charter, the duties and
responsibilities of the NRR Committee are:
1. Tugas terkait dengan fungsi Nominasi: 1. 1. Tasks related to the Nomination function:
a. Memberikan rekomendasi kepada Dewan Komisaris a. Providing recommendations to the Board of
mengenai: Commissioners regarding:
(i) Komposisi jabatan anggota Direksi dan/atau (i) Composition of positions of the Board of
anggota Dewan Komisaris. Directors and/or the Board of Commissioners.
(ii) Kebijakan dan kriteria yang dibutuhkan dalam (ii) Policies and criteria needed in the Nomination
proses Nominasi. process.
(iii) Kebijakan evaluasi kinerja bagi anggota Direksi (iii) Performance evaluation policy for members of
dan/atau anggota Dewan Komisaris. the Board of Directors and/or members of the
b. Membantu Dewan Komisaris melakukan penilaian b. Assisting the Board of Commissioners in evaluating
kinerja anggota Direksi dan/atau anggota Dewan the performance of members of the Board
Komisaris berdasarkan tolok ukur yang telah of Directors and/or members of the Board of
disusun sebagai bahan evaluasi. Commissioners based on benchmarks that have
been prepared as evaluation material.
c. Memberikan rekomendasi kepada Dewan c. Providing recommendations to the Board of
Komisaris mengenai program pengembangan Commissioners regarding the capacity building
kemampuan anggota Direksi dan/atau anggota program for members of the Board of Directors
Dewan Komisaris. and/or members of the Board of Commissioners.
d. Memberikan usulan calon yang memenuhi syarat d. Providing proposals for candidates who meet the
sebagai anggota Direksi dan/atau anggota Dewan requirements as members of the Board of Directors
Komisaris untuk disampaikan kepada RUPS. and/or members of the Board of Commissioners to
be submitted to the GMS.
2. Tugas terkait dengan fungsi Remunerasi: 2. Tasks related to the Remuneration function:
a. Memberikan rekomendasi mengenai calon a. Providing recommendations regarding prospective
anggota Direksi Perusahaan, Komisaris dan Direksi members of the Company’s Board of Directors
Anak Perusahaan kepada Dewan Komisaris. as well as members Board of Commissioners and
Board of Directors of Subsidiaries to the Board of
Commissioners.
b.
Menyusun dan memberikan rekomendasi b. Preparing and providing recommendations
mengenai sistem serta prosedur pemilihan dan/ regarding the system and procedure for the
atau penggantian anggota Dewan Komisaris dan selection and/or replacement of members of the
Direksi kepada Dewan Komisaris. Board of Commissioners and Board of Directors to
Human Capital
Modal Insani
c.
Melakukan evaluasi terhadap kebijakan c. Evaluating the remuneration policy.
remunerasi.
3. Tugas terkait dengan Pemantauan Manajemen Risiko: 3. Tasks related to Risk Management Monitoring:
a. Melakukan penelaahan terhadap aktivitas a. Reviewing the implementation of risk management
pelaksanaan manajemen risiko yang dilakukan activities carried out by the Board of Directors.
oleh Direksi. b. Providing recommendations regarding
b.
Memberikan rekomendasi mengenai improvement of the Risk Management system and

penyempurnaan sistem Manajemen Risiko serta its implementation.

pelaksanaannya. c. Suggesting Risk Indicators that must be submitted
c. Menyarankan Risk Indicator yang harus by Management on the development of the
disampaikan oleh Manajemen atas perkembangan external and internal environment of the Company
lingkungan eksternal dan organisasi Perseroan that may affect the Company’s business processes.
yang mempengaruhi proses bisnis Perseroan.
WEWENANG KOMITE NRR

Authorities of NRR Committee

1. Komite Nominasi, Remunerasi dan Risiko dengan 1. The Nomination, Remuneration and Risk Committee
perkenan Komisaris dapat mengakses secara penuh, with the approval of the Board of Commissioners
bebas dan tidak terbatas terhadap catatan, karyawan, can access fully, freely and unlimited to the records,
dana, aset serta sumber daya perusahaan lainnya yang employees, funds, assets and other company resources
berkaitan dengan pelaksanaan tugasnya. related to the implementation of their duties.
2. Dalam hal Komite Nominasi, Remunerasi dan Risiko 2. In the event that the Nomination, Remuneration
ditugaskan melaksanakan tugas tertentu dari and Risk Committee is assigned to carry out certain
Dewan Komisaris yang memerlukan suatu evaluasi tasks of the Board of Commissioners that require
dan atau kajian yang spesifik oleh tenaga ahli yang a specific evaluation and or study by experts with
special professional expertise, the Committee, with

berkemampuan profesional khusus, maka Komite atas
persetujuan Dewan Komisaris dapat dibantu/menyewa the approval of the Board of Commissioners, can be

jasa tenaga ahli yang dimaksud atas dasar kebutuhan assisted/hire the services of experts on a case by case
kasus per kasus. basis.
3. Komite Nominasi, Remunerasi dan Risiko wajib 3. The Nomination, Remuneration and Risk Committee
menjaga kerahasiaan dokumen, data, dan informasi must maintain the confidentiality of Jasa Marga’s
Jasa Marga baik dari pihak internal maupun pihak documents, data and information from both internal
eksternal dan hanya digunakan untuk kepentingan and external parties and are only used for the purpose
pelaksanaan tugasnya. of performing its duties.
STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE NRR

Structure, Membership and Expertise of the NRR Committee
Dewan Komisaris dapat membentuk Komite Nominasi, The Board of Commissioners may form a Nomination,
Remunerasi dan Risiko yang paling kurang terdiri dari Remuneration and Risk Committee which consists of
3 (tiga) orang anggota dengan 1 (satu) orang Ketua at least 3 (three) members with 1 (one) Chairperson
merangkap anggota yang berasal dari Anggota Dewan who concurrently serves as a member of the Board
Komisaris, Komisaris Independen. Anggota Komite NRR of Commissioners, Independent Commissioner. NRR
dapat berasal dari anggota Dewan Komisaris atau dari luar Committee members can come from members of the
Perseroan. Board of Commissioners or from outside the Company.
Syarat keanggotaan Komite Nominasi, Remunerasi dan The requirements for membership of the Nomination,
Risiko yaitu: Remuneration and Risk Committee are:
1. Memiliki integritas yang baik dan pengetahuan serta 1. Having good integrity and sufficient knowledge
pengalaman kerja yang cukup di bidang pengawasan/ and work experience in the field of supervision/
pemeriksaan. inspection.
2. Tidak memiliki kepentingan/keterkaitan pribadi yang 2. Having no personal interests/relationships that can
dapat menimbulkan dampak negatif dan benturan cause negative impacts and conflicts of interest within
kepentingan dalam perusahaan. the company.

3. Mampu berkomunikasi secara efektif. 3. Able to communicate effectively.
4. Dapat menyediakan waktu yang cukup untuk 4. Can provide enough time to complete the tasks.
menyelesaikan tugasnya.
5. Salah satu dari anggota Komite Nominasi, Remunerasi 5. One of the members of the Nomination, Remuneration
dan Risiko harus memiliki latar belakang Pendidikan and Risk Committee must have an educational
atau keahlian di bidang manajemen risiko. background or expertise in the field of risk management.
6. Salah seorang dari anggota Komite Nominasi, 6. One of the members of the Nomination, Remuneration
Remunerasi dan Risiko memiliki kemampuan dan and Risk Committee must have the competence and
pemahaman tentang lingkup bisnis Perseroan. understanding of the Company’s business scope.
Susunan keanggotaan Komite Nominasi, Remunerasi dan Membership of the Nomination, Remuneration and Risk
Risiko Tahun 2019 adalah sebagai berikut: Committee in 2019 is as follows:
Profil Perusahaan
Company Profile
Periode 1 Januari 2019 – 30 Juni 2019 Period of January 1, 2019 - June 30, 2019
Sapto Amal Damandari Ketua 25 September 2018-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-134/
Chairman September 25, 2018 - Now IX/2018
Jasa Marga’s Board of Commissioners Decree No. KEP-134/
IX/2018
Agus Suharyono Wakil Ketua April 2017-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-75/IV/2017
Vice Chairman April 2017 - now Jasa Marga’s Board of Commissioners Decree No. KEP-75/
IV/2017
Muhammad Sapta Murti Anggota April 2018-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP 072/
Member April 2018 - now IV/2018
Jasa Marga’s Board of Commissioners Decree No. KEP 072/
IV/2018
Tjahjanto Budisatrio Anggota April 2017-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP 076/

IV/2017
Abram Elsajaya Barus Anggota April 2016-Juni 2019 Keputusan Dewan Komisaris Jasa Marga No. KEP-77/
Member April 2016 - June 2019 IV/2017
IV/2017
Periode 1 Juli 2019 – 31 Desember 2019 Period of July 1, 2019 - December 31, 2019
Sapto Amal Damandari Ketua 25 September 2018-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-134/
Chairman September 25, 2018 - Now IX/2018
IX/2018
Agus Suharyono Wakil Ketua April 2017-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-75/IV/2017
Vice Chairman April 2017 - now Jasa Marga’s Board of Commissioners Decree No. KEP-75/
IV/2017
Muhammad Sapta Murti Anggota April 2018-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP 072/
IV/2018
Human Capital
Modal Insani
Tjahjanto Budisatrio Anggota April 2017-sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP 076/
IV/2017
Chitra Mardi Rahayuningsih Anggota Juli 2019 - sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-075/
Member July 2019 - now VI/2019

VI/2019
PROFIL KOMITE NRR

Profiles of NRR Committee Members
Profil anggota Komite NRR dapat dilihat pada Profil Profiles of NRR Committee members can be seen in
Manajemen di Bab Profil Perusahaan dalam Laporan Management Profiles in the Company Profile Chapter in

PENGEMBANGAN KOMPETENSI KOMITE NRR
Development of NRR Committee Competency
Pengembangan kompetensi Komite NRR dapat dilihat pada The development of the NRR Committee competency can
Pendidikan dan/atau Pelatihan di Bab Profil Perusahaan be seen in Education and/or Trainings in the Company
dalam Laporan Tahunan ini. Profile Chapter in this Annual Report.
INDEPENDENSI KOMITE NRR

Independency of the NRR Committee
Komite NRR menjalankan tugas dan tanggung jawabnya The NRR Committee executes its duties and responsibilities
secara independen dan profesional sesuai dengan independently and professionally in accordance with
peraturan perundang-undangan. Komite Nominasi, statutory regulations. The Nomination, Remuneration and
Remunerasi dan Risiko diketuai oleh Komisaris Utama yang Risk Committee is chaired by the President Commissioner
merupakan Komisaris Independen, dengan wakil ketua who is an Independent Commissioner, with the deputy
salah seorang anggota Komisaris dan anggotanya terdiri chairman of one of the Commissioners and its members
dari profesional dengan latar belakang sesuai dengan consisting of professionals with backgrounds in accordance
bidang industri Perseroan. with the Company’s industrial field.
Independensi anggota Komite NRR tercermin dalam tabel Independency of NRR Committee members is reflected in
dengan aspek berikut: the table with the following aspects:
Tabel Independensi Komite Nominasi, Remunerasi dan Risiko

Table of Independency of Nomination, Remuneration and Risk Committee
Aspek Independensi Sapto Amal Agus Muhammad Tjahjanto Chitra Mardi Abram Elsajaya
Independency Aspect Damandari Suharyono Sapta Murti Budisatrio Rahayuningsih Barus
Tidak memiliki hubungan keuangan dengan

Dewan Komisaris dan Direksi
Having no financial relationship with      
the Board of Commissioners and Board
Directors
Aspek Independensi Sapto Amal Agus Muhammad Tjahjanto Chitra Mardi Abram Elsajaya
Independency Aspect Damandari Suharyono Sapta Murti Budisatrio Rahayuningsih Barus
Tidak memiliki hubungan kepengurusan

di perusahaan, anak perusahaan, maupun

perusahaan afiliasi
     
Having no management relationship in
the Company, its subsidiaries, or affiliated
companies
Tidak memiliki hubungan kepemilikan
saham di perusahaan
     
Having no ownership of shares in the
Company
Tidak memiliki hubungan keluarga dengan
Dewan Komisaris, Direksi, dan/atau sesama
anggota Komite Nominasi, Remunerasi dan
Risiko
     
Having no family relations with the Board
of Commissioners, Board of Directors, and/
or fellow members of the Nomination,
Profil Perusahaan
Company Profile
Remuneration and Risk Committee

     
Having no position as manager of political
parties, officials and local government
RAPAT KOMITE NRR

NRR Committee Meetings
Komite NRR melakukan rapat koordinasi secara berkala. The NRR Committee conducts regular coordination
Dalam pelaksanaan rapat, Komite NRR dapat mengundang meetings. In conducting the meetings, the NRR Committee
Manajemen Perseroan untuk memberikan informasi can invite the Management of the Company to provide
yang diperlukan. Keputusan Rapat Komite NRR diambil necessary information. Decisions in NRR Committee
berdasarkan musyawarah mufakat. Dalam hal keputusan Meetings are taken based on consensus agreement. In the
musyawarah mufakat tidak tercapai maka keputusan event that the consensus agreement is not reached, then
diambil berdasarkan pemungutan suara setuju terbanyak. the decision is taken based on the most consent votes. If
Apabila suara setuju dan tidak setuju berimbang maka the numbers of consent votes and dissent votes are the
usulan dianggap ditolak. same, then the proposal is considered rejected.
KEGIATAN DAN RINGKASAN RISALAH RAPAT KOMITE NRR

Activities and Minutes of Meeting Summary of the NRR Committee Meetings
Tabel Kegiatan dan Risalah Rapat Komite NRR Tahun 2019
Table of Frequency and Attendance Rate of the NRR Committee Meetings
Tanggal (tgl/bln/thn) Pembahasan
No
Date (dd-mm-yyyy) Discussion
1. 11/01/2019 Progres Jalan Tol Probolinggo-Banyuwangi.

Progress of Probolinggo-Banyuwangi Toll Road.
2. 15/01/2019 Divestasi saham.
Divestment of shares.
3. 29/01/2019 Optimalisasi aplikasi teknologi informasi yang telah digunakan Jasa Marga.
Optimizing the information technology applications used by Jasa Marga.
4. 05/02/2019 Implementasi program FLO pada PT Jasamarga Bali Tol.
Implementation of FLO program at PT Jasamarga Bali Tol.
5. 07/02/2019 Perkembangan Sumber Daya Manusia.
Human Resources Development.
Human Capital
Modal Insani
No

7. 20/02/2019 Usulan Direksi Anak Perusahaan.
Proposals of Directors for Subsidiaries.
8. 06/03/2019 RDPT, sekuritisasi dan implikasi dalam pelaporan keuangan.

RDPT, securitization and the implications in financial reporting.
9. 11/03/2019 Progres Jalan Tol Jakarta-Cikampek II Elevated.
Progress of Jakarta-Cikampek II Elevated Toll Road.
10. 15/03/2019 Kunjungan lapangan dan progres Jalan Tol Balikpapan-Samarinda.
On-site visit to see progress of Balikpapan-Samarinda Toll Road.
11. 20/03/2019 Perkembangan risiko Perseroan.
Development of the Company’s risks.
12. 17/04/2019 Rolling plan RJPP.
Rolling plan of RJPP.
13. 18/04/2019 Pengembangan Sistem SDM Jasa Marga Group.

HR System Development of Jasa Marga Group.

14. 03/05/2019 Perkembangan Risiko Perseroan.
Development of the Company’s risks.
15. 08/05/2019 Progres Jalan Tol Jakarta-Cikampek II Elevated.
Progress of Jakarta-Cikampek II Elevated Toll Road.
16. 17/06/2019 Perkembangan Volume Lalin dan Pendapatan Tol di Cabang.
Development of Traffic Volume and Toll Revenues at Branches.
17. 15/07/2019 Rencana perubahan struktur organisasi.
Plan on changes in organizational structure.
18. 23/07/2019 Progres Jalan Tol Jakarta-Cikampek II Elevated, Cikampek-Selatan dan Probolinggo-Banyuwangi.

Progress of Jakarta-Cikampek II Elevated, Cikampek-Selatan and Probolinggo-Banyuwangi toll roads.

19. 30-31/07/2019 Kunjungan ke Jalan Tol Manado-Bitung.
On-site visit to the Manado-Bitung Toll Road.
20. 05/08/2019 Rencana pengembangan SDM dan isu-isu strategis, tantangan dan permasalahan SDM.
HR development plan and strategic issues, challenges and HR issues.
21. 07/08/2019 Perkembangan implementasi aplikasi teknologi informasi.
The development of information technology applications.
22. 14/08/2019 Perkembangan pelaksanaan risiko dengan klasifikasi baru.
Development of risk management implementation with new classifications.
23. 03/09/2019 Kecelakaan di jalan tol dan pencegahan di masa datang.
Future toll road accidents and prevention.
24. 08/09/2019 Kunjungan lapangan Jalan Tol Jakarta-Cikampek II Elevated.
On-site visit of Jakarta-Cikampek II Elevated Toll Road.
25. 24/09/2019 Sistem remunerasi dan penilaian kinerja
Remuneration and performance appraisal system.
27. 03-04/10/2019 Kunjungan lapangan Cabang dan Anak Perusahaan Jalan Tol di wilayah Jawa Timur.
On-site to the Branches and Subsidiaries of toll road business in East Java.
28. 08/10/2019 Pembahasan RKAP 2020.
Discussion on 2020 RKAP
29. 09/10/2019 Pembahasan RKAP 2020.
Discussion on 2020 RKAP
30. 15/10/2019 Divestasi saham, penambahan modal Anak Perusahaan dan pembelian saham.
Divestment of shares, additional capital to Subsidiaries and purchase of shares.
31. 19/10/2019 Lanjutan pembahasan RKAP 2020.
Further discussion on 2020 RKAP

No
32. 23/10/2019 Pembahasan program Anak Perusahaan Usaha Lain dalam RKAP 2020.
Discussion on the programs of Subsidiaries of other businesses in the RKAP 2020.

33. 11/11/2019 Perkembangan risiko Perseroan.
Development of the Company’s risks
34. 15/11/2019 Alternatif pendanaan.
Alternative funding
35. 10/12/2019 Program terkait risiko di 2020.
Programs related to risks in 2020
FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE NRR

Frequency and Attendance Rate of the NRR Committee Meetings
Profil Perusahaan
Company Profile
Tabel Frekuensi dan Kehadiran Rapat Komite NRR Tahun 2019

Table of Frequency and Attendance Rate of the NRR Committee Meetings
Jumlah Rapat Tingkat
Jumlah Rapat Yang
Nama Jabatan dalam Setahun Jumlah Kehadiran Kehadiran
Wajib Dihadiri
Name Position Number of Number of Dalam Rapat
Number of Meetings
Meetings in the Attendances Attendance Rate
Mandatory to Attend
Year in the Meetings
Sapto Amal Damandari Ketua
35 35 30 85%
Chairman
Agus Suharyono Wakil Ketua
35 35 28 80%
Vice Chairman
Muhammad Sapta Murti Anggota
35 35 26 74%
Member
Abram Elsajaya Barus*) Anggota
35 7 7 100%
Member
Chitra Mardi Rahayuningsih **) Anggota
35 18 17 94%
Member
Tjahtjanto Budisatrio Anggota

35 35 34 97%
Member
RATA-RATA
88%
Average
Catatan / Note:
*) berhenti sebagai Anggota Komite NRR pada 1 Maret 2019 / resigned as a Member of the NRR Committee on March 1, 2019
**) bertugas sebagai Anggota Komite NRR pada 1 Juli 2019 / started to serve as a Member of the NRR Committee on July 1, 2019
Ketidakhadiran anggota Komite NRR dalam rapat disebabkan yang bersangkutan sedang melakukan tugas di luar kota atau menghadiri acara/rapat penting
yang tidak dapat diwakilkan.
The absence of members of the NRR Committee at the meeting was due to the relevant persons performing duties out of the city or attending an important
event/meeting that could not be represented.
Keputusan yang diambil dalam rapat Komite NRR Jasa Decisions taken in the Jasa Marga NRR Committee
Marga telah dicatat dan didokumentasikan dengan baik meetings have been recorded and documented properly
dalam risalah rapat Komite NRR. Risalah rapat tersebut in the minutes of meeting. The minutes of the meeting
ditandatangani oleh ketua rapat dan didistribusikan were signed by the chairperson of the meeting and
kepada semua anggota Komite NRR yang menghadiri rapat distributed to all NRR Committee members either the ones
maupun tidak. Perbedaan pendapat (disenting opinion) who attended the meeting and not. Dissenting opinions
yang terjadi dalam rapat akan dicantumkan dalam risalah that occur in a meeting will be included in the minutes of
rapat disertai alasan mengenai perbedaan pendapat. meeting accompanied by reasons to dissent.
Human Capital
Modal Insani
REMUNERASI KOMITE NRR
Remuneration for the NRR Committee Members
Berdasarkan Peraturan Menteri Negara BUMN No. PER-12/ Based on Minister SOEs Regulation No. PER-12/MBU/2012
MBU/2012 tanggal 26 Juli 2012 tentang Organ Pendukung dated July 26, 2012 concerning Supporting Organs of the
Dewan Komisaris/Dewan Pengawas pada Badan Usaha Board of Commissioners/Supervisory Board of State-Owned
Enterprises, Members of the Nomination, Remuneration

Milik Negara, Anggota Komite Nominasi, Remunerasi dan

Risiko yang bukan anggota Dewan Komisaris memperoleh and Risk Committee who are not members of the Board
remunerasi berupa honorarium sebesar 16% dari gaji of Commissioners receive a remuneration in the form of an
Direktur Utama. honorarium of 16% of the salary of the President Director.
LAPORAN SINGKAT PELAKSANAAN KEGIATAN KOMITE NRR TAHUN 2019

Brief Report on the Implementation of NRR Committee Activities in 2019
Berdasarkan tugas dan fungsinya, Komite Nominasi, Based on their duties and functions, the Nomination,

Remunerasi dan Risiko (NRR) memberikan dukungan Remuneration and Risk Committee (NRR) provides

kepada Dewan Komisaris dalam melakukan pengawasan support to the Board of Commissioners in supervising and
dan pemberian saran/nasihat di bidang nominasi, providing advice/suggestions in the areas of nomination,
remunerasi, dan risiko. Sesuai dengan tugas dan remuneration, and risks. In accordance with these tasks and
fungsi tersebut, program dan kegiatan Komite NRR functions, the NRR Committee’s programs and activities
dapat dikelompokkan ke dalam 3 (tiga) bagian, yaitu: can be grouped into 3 (three) sections, namely: Supervision
Pengawasan dan Pemberian Saran/Nasihat di Bidang and Giving Suggestions/Advice in the Field of Nomination,
Nominasi, Pengawasan dan Pemberian Saran/Nasihat di Supervision and Giving Suggestions/Advice in the Field of
Bidang Remunerasi, Pengawasan dan Pemberian Saran/ Remuneration, Supervision and Giving Suggestions/Advice
Nasihat di Bidang Investasi dan Risiko Usaha. in the Field of Investment and Business Risks.

PENGAWASAN DAN PEMBERIAN SARAN/ Supervision and Giving Suggestions/Advice in
NASIHAT DI BIDANG NOMINASI the Nomination Field
Pengawasan dan pemberian saran/nasihat di bidang Supervision and provision of suggestions/advice in the
Nominasi dilakukan dengan cara melakukan review Nomination field are carried out by reviewing the policies
terhadap kebijakan dan sistem nominasi pada Perseroan. and nomination systems in the Company. In this case the
Dalam hal ini Komite NRR telah melakukan rapat NRR Committee has held coordination meetings as a means
koordinasi sebagai sarana untuk mendapatkan data to obtain data and information regarding the Company’s
dan informasi mengenai sistem nominasi Perseroan dan nomination system and its implementation, as well as
pelaksanaannya, serta melakukan diskusi dengan Unit holding discussions with the relevant Work Units that
Kerja terkait yang menangani nominasi. Selain itu, Komite handle nominations. In addition, the NRR Committee also
NRR juga melakukan desk study dan rapat internal untuk conducts desk studies and internal meetings to formulate
merumuskan saran dan masukan kepada Dewan Komisaris. suggestions and input to the Board of Commissioners
Saran dan masukan tersebut menjadi bahan masukan to be used in executing the Board of Commissioners’
Dewan Komisaris dalam menjalankan fungsi pengawasan function in supervising and providing suggestions/advice
dan pemberian saran/nasihat di bidang nominasi. in the nomination field.
Berdasarkan program dan kegiatan yang telah dilakukan Based on the programs and activities carried out in
pada tahun 2019, Komite NRR memberikan beberapa 2019, the NRR Committee provided several suggestions
saran dan masukan kepada Dewan Komisaris terkait hal- and input to the Board of Commissioners regarding the
hal sebagai berikut: following matters:
1. Penjaringan calon pejabat harus berbasis pada 1. The selection of candidates must pay attention on
kompetensi, dan dilakukan dengan berpedoman competency, and respect for Human Rights based
pada penghormatan atas Hak Asasi Manusia yang on the principles of Good Corporate Governance,
berlandaskan pada prinsip-prinsip Good Corporate namely professionalism, transparency, independency,
Governance yaitu profesionalisme, transparansi, accountability, responsibility and fairness.
kemandirian, akuntabilitas, pertanggungjawaban dan
kewajaran.
2. Direksi BUMN wajib menyampaikan calon Direksi 2. The Board of Directors must submit the selected
terpilih kepada Dewan Komisaris disertai dengan candidates for members of the Board of Directors
penjelasan mengenai proses penjaringan, proses to the Board of Commissioners accompanied by an

penilaian dan proses penetapan calon Direksi terpilih. explanation of the selection process, the assessment
Selanjutnya Dewan Komisaris akan melakukan process and the process of determining the candidates
penilaian terhadap proses penjaringan, proses to become members. Furthermore, the Board of
penilaian dan proses penetapan calon Direksi untuk Commissioners will conduct an assessment of the
memberikan penetapan tertulis. selection process, the assessment
3. Memberikan usulan untuk penetapan kriteria yang 3. Providing proposals for the criteria determined by the
ditetapkan penilaian kelayakan dan kompetensi dari eligibility and competency assessments of prospective
para calon pejabat untuk dapat diajukan sebagai calon candidates for directors of subsidiaries by referring to
direksi anak perusahaan dengan merujuk kepada Minister of SOEs Regulation No. PER-03/MBU/2012
Peraturan Menteri BUMN No. PER-03/MBU/2012 concerning Guidelines for Appointment of Directors
tentang Pedoman Pengangkatan Direksi Anak of SOEs’Subsidiaries and Members of the Board of
Perusahaan BUMN dan Anggota Dewan Komisaris Commissioners of SOEs Subsidiaries.
Anak Perusahaan BUMN.
4. Mendukung Dewan Komisaris dalam melakukan 4. Supporting the Board of Commissioners in conducting
wawancara terhadap calon-calon Direksi dan interviews with candidates for Directors and
Profil Perusahaan
Company Profile
Komisaris yang diajukan Manajemen dan membahas Commissioners proposed by the management and
secara intensif dan Komite NRR memberikan paparan discuss intensively; and the NRR Committee provides an
terhadap hasil evaluasi calon-calon Direksi dan explanation of the evaluation results of the proposed
Komisaris yang diajukan. Directors and Commissioners.
5. Komite NRR memberikan masukan dalam rencana 5. The NRR Committee provides input in the plan of
perubahan struktur organisasi. changes in the organizational structure.
PENGAWASAN DAN PEMBERIAN SARAN/ Supervision and Provision of Suggestions/

NASIHAT DI BIDANG REMUNERASI Advice in Remuneration
Pengawasan dan perumusan saran di bidang remunerasi Supervision and formulation of advice in the field of
yang telah dilakukan dengan cara melakukan review remuneration has been carried out by conducting a
terhadap kebijakan dan sistem remunerasi pada review of the policies and remuneration system in the
Perseroan. Review dilakukan dengan tetap merujuk Company. The review is done while still referring to the
pada sistem remunerasi berbasis kinerja yang telah mulai performance-based remuneration system that has begun
ditransformasikan sejak Jasa Marga melakukan IPO tahun to be transformed since Jasa Marga conducted an IPO
2007. Hal ini dilakukan dengan memperhatikan peraturan in 2007. This is done by taking into account the existing
dan ketentuan yang ada di Perseroan yaitu SK Direksi rules and regulations in the Company, including the Board
122.1/KPTS/2014 yang telah ditetapkan menggantikan of Directors Decree 122.1/KPTS/2014 which has been
peraturan yang sebelumnya untuk mewujudkan sistem determined to replace the previous regulation for the
remunerasi yang berbasis kinerja tersebut. performance-based remuneration system.
Dalam kaitannya dengan pelaksanaan sistem remunerasi In relation to the implementation of the performance-
berbasis kinerja tersebut, termasuk dalam hal ini program based remuneration system, including in this case the early
pensiun dini, Komite NRR memberikan beberapa saran retirement program, the NRR Committee provided several
dan masukan kepada Dewan Komisaris sebagai berikut: suggestions and input to the Board of Commissioners as
follows:
1. Perlu dibuat kebijakan strategis terkait SDM dengan 1. A strategic policy regarding human resources (HR)
kebutuhan SDM yang diperlukan dan ketersediaan needs to be made to link the required HR with the
serta kompetensi SDM yang ada. availability and competencies of existing HR.
2. Perlunya dilakukan penghitungan mengenai jumlah 2. It is necessary to calculate the number of employees
karyawan dan konsekuensi besaran biaya yang and the consequences of the amount of costs required
dibutuhkan untuk program pensiun dini, yang for the early retirement program, which is adjusted
disesuaikan dengan kemampuan Perseroan, dan to the financial ability of the Company, and then
kemudian dilakukan pentahapan waktu pelaksanaan implementing the early retirement program in stages
program pensiun dini yang terukur dan terikat dalam that is measured and bound in a strict time schedule.
target waktu yang tegas.
3. Memberikan masukan terhadap perubahan beban- 3. Providing input on changes in expenses associated
beban yang dikaitkan dengan beban SDM. with HR financial burden.
Human Capital
Modal Insani
4. Memberikan masukan terkait perlunya dilakukan 4. Providing input regarding the need for workload
analisis beban kerja dan analisis jabatan sehingga analysis and job analysis so that personnel are placed in
dalam menempatkan personil sesuai dengan Job accordance with the desired Job Requirements in that
Requirements yang diinginkan pada posisi tersebut position with appropriate remuneration.
dengan remunerasi yang sesuai.
PENGAWASAN DAN PEMBERIAN SARAN/ Supervision and Provision of Suggestions/ Advice

NASIHAT DI BIDANG RISIKO DAN INVESTASI In Risks and Investment
Pada tahun 2019, pengawasan dan pemberian saran/ In 2019, supervision and provision of suggestions/advice
nasihat di bidang risiko dan investasi dilakukan dengan in the field of risk and investment were carried out by
cara melakukan kegiatan review atas usulan rencana reviewing the proposed investment plans and inherent
investasi dan risiko-risiko yang melekat, serta pemantauan risks, as well as monitoring the investments on toll roads
atas pelaksanaan investasi tol dan non tol dalam aspek and non-toll roads in the aspects of risk and mitigation
risiko dan mitigasi yang dilakukan. undertaken.
Sehubungan dengan pelaksanaan fungsi tersebut, Komite In connection with the implementation of the function

NRR telah memberikan beberapa saran dan masukan above, the NRR Committee has provided the following

sebagai berikut: recommendations and input:
1. Komite NRR mengevaluasi alternatif pembiayaan 1. The NRR Committee evaluates financing alternatives for
Reksa Dana Penyertaan Dana Terbatas (RDPT) the Mutual Fund Participation in Limited Funds (RDPT)
menggunakan sebagian dana hasil Unit Penyertaan using part of the proceeds from the Participation Unit
untuk melakukan investasi pada efek bersifat ekuitas to invest in equity securities by acquiring the target
dengan mengakuisisi perusahaan target, dimana Jasa company, where Jasa Marga as an investor is investing
Marga sebagai investor melakukan investasi pada in the target company.
perusahaan target.
2. Komite NRR berpendapat Financial Engineering yang 2. The NRR Committee views that Financial Engineering
dilakukan dalam proses ekspansi Perseroan sebagai undertaken in the process of expansion of the Company

agent development harus mempertimbangkan risiko as an agent of development must consider the risks faced

kemampuan Perseroan dalam pengembangan usaha by the Company in business development and financial
dan pengelolaan keuangan, sehingga stakeholders management, so that stakeholders (Shareholders and
(Pemegang Saham dan Kreditur) percaya kepada aksi Creditors) believe in the Company’s corporate actions
korporasi Perseroan dan tidak terjadi permasalahan and avoid moral hazard problems may cause the
moral hazard yang disebabkan kepemimpinan current Company leadership to bear high risk financial
Perseroan saat ini harus menanggung beban risiko burdens. The burdens must be divided evenly into the
tinggi. Beban tersebut dibagi rata ke masa yang akan future, because current investment returns can benefit
datang, karena hasil investasi di saat ini telah dapat the Company in the future.
memberikan keuntungan Perseroan di masa datang.
3. Rencana Pengembangan Anak Perusahaan Usaha 3. Development Plan of Other Business Subsidiaries
Lain (APUL), yaitu PT Jasamarga Tollroad Operator (APUL), namely PT Jasamarga Tollroad Operator
(JMTO) dengan PT Jalantol Lingkarluar Jakarta (JLJ), (JMTO), PT Jalantol Lingkarluar Jakarta (JLJ), PT
dan PT Jasamarga Tollroad Maintenance (JMTM) Jasamarga Tollroad Maintenance (JMTM), and PT
dan PT Jasamarga Related Business (JMRB), agar Jasamarga Related Business (JMRB) shall pay attention
memperhatikan kapabilitas dan kompetensi masing- to the capabilities and competencies of each subsidiary,
masing anak perusahaan, serta perkembangan bisnis as well as existing business developments.
yang ada.
4. Dalam rangka mendukung kegiatan investasi Perseroan 4. In order to support the Company’s investment
dan operasional jalan tol, Komite NRR memberikan activities and toll road operations, the NRR
masukan dan rekomendasi dalam upaya meningkatkan Committee provides input and recommendations
pertumbuhan investasi Perseroan dengan melakukan in an effort to increase the Company’s investment
evaluasi kemampuan keuangan Perseroan dalam growth by evaluating the Company’s financial
membiayai proyek-proyek jalan tol baru agar kesehatan capability in financing new toll road projects so that
keuangan Perseroan tetap terjaga, serta risiko-risiko the Company’s financial health is maintained, as well
dan mitigasinya. Perencanaan investasi jalan tol harus as risks and their mitigation. Toll road investment
tetap memperhatikan ketersediaan dan kemampuan planning must always pay attention to the availability
sumber daya Perseroan dalam jangka panjang and capability of the Company’s resources in the
sehingga tidak akan membebani kelangsungan dan long run so that it will not burden the Company’s
kestabilan Perseroan dalam jangka panjang sustainability and stability in the future.
5. Dalam rangka peningkatan teknologi informasi 5. To improve the Company’s information technology,
Perseroan, beberapa hal yang perlu dilaksanakan di several things that need to be implemented include the
antaranya proses operasional jalan tol dengan sistem toll road operational process with a cashless transaction
transaksi cashless dan optimalisasi implementasi system and optimization of the applications used in
aplikasi yang digunakan di 2019. 2019.

6. Dalam evaluasi pengelolaan risiko dalam RKAP 6. In the evaluation of risk management in the company’s
perusahaan perlu ditambahkan risiko komersial dalam RKAP, it is necessary to add commercial risks in the
assesment risiko pada anak perusahaan dan perlunya risk assessment of the subsidiaries and the need to
pemisahan risiko controllabel dan risiko uncontrollable separate controllable risks and uncontrollable risks in
pada assessment risiko anak perusahaan jalan tol. the risk assessment of the toll road subsidiaries.
7. Dalam membahas risiko yang perlu diperhatikan pada 7. In discussing the risks, what needed to consider
tahun 2019 antara lain, perubahan klasifikasi risiko in 2019, among others, were changes in the risk
yang kemudian dijabarkan dalam faktor-faktor yang classification detailed in factors obtained from the risk
diperoleh dari risk owner (kepala unit kerja). owners (heads of work units).
PENILAIAN KINERJA KOMITE NRR BERDASARKAN KPI

Profil Perusahaan
Company Profile
Performance Assessment of the NRR Committee Based on KPI

Pada tahun 2019, indikator kinerja kunci atau key In 2019, the NRR Committee’s key performance
performance indicator (KPI) Komite NRR berhasil mencapai indicators (KPI) succeeded in achieving a total value of
nilai total 88 (delapan puluh delapan). Angka ini meningkat 88 (eighty eight). This figure increased from 85 (eighty-
dibanding 2018 yang mencapai 85 (delapan puluh lima). five) in 2018.
Tabel Pencapaian KPI Komite NRR Tahun 2019

Table of KPI Achievement of NRR Committee in 2019
Bobot
Perspektif Indikator Realisasi
No Weight Nilai
Perspectives Indicator Realization
(%)
1 Pengawasan dan Pemberian Saran/ 30% Laporan Review dan Pemberian 1 (satu) Laporan 23
Nasihat di Bidang Nominasi dan saran atas Bidang Remunerasi dan 1 (one) Report
Remunerasi Nominasi
Supervision and Provision of Report on Review and Provision of
Suggestions/Advice in the Field of Suggestions on Remuneration and

Nomination and Remuneration Nomination
2 Pengawasan dan Pemberian Saran/ 30% Laporan Review dan Pemberian saran 1 (satu) Laporan 30
Nasihat di Bidang Risiko atas Bidang Risiko Usaha baik usaha 1 (one) Report
Supervision and Provision of jalan Tol maupun Non Tol
Suggestions/Advice in the Field of Risk Review and Provision of Suggestions
on Business Risks, both toll road and
non-toll road businesses
3 Pengawasan dan Pemberian Saran/ 30% Laporan Review dan Pemberian saran 1 (satu) Laporan 30
Nasihat di Bidang Investasi atas Bidang Investasi baik Usaha jalan 1 (one) Report
Supervision and Provision of Tol maupun Non Tol
Suggestions/Advice in the Field of Report on Review and Provision of
Investment Suggestions on Investment, both Toll
Road and Non Toll Road Businesses
4 Ketertiban Administrasi Laporan 10% 1 Program Kerja 2018 1 (satu) Laporan Program Kerja 5
Order in Administration Reports 1 Laporan Hasil Self Assessment 2018
4 Laporan Triwulanan 1 (one) Report of 2018 Work
Program
1 2018 Work Program
1 Report of Self-Assessment Results 3 Lap Triwulan
4 Quarterly Reports 3 (three) Quarterly Reports
Total Nilai / Total Score 88
Human Capital
Modal Insani
RENCANA KERJA KOMITE NRR TAHUN 2020
Work Plans of the NRR Committee for 2020
Pada tahun 2020, Komite NRR telah menetapkan rencana The NRR Committee has set work plans for 2020 that will
kerja yang akan dibahas melalui sejumlah rapat. Adapun be discussed through a number of meetings. The NRR
rencana kerja Komite NRR di tahun 2020 antara lain: Committee’s work plans for 2020 include:

1. Evaluasi risiko manajemen Perusahaan (Enterprise Risk 1. Evaluation Enterprise Risk Management (ERM).
Management/ERM). 2. Evaluation of risk management systems and policies.
2. Evaluasi sistem dan kebijakan manajemen risiko. 3. Review Career Path.
3. Review Career Path. 4. Monitoring and evaluating the realization of the
4. Monitoring dan evaluasi realisasi pengembangan dan development and filling in the formation of positions.
pengisian formasi jabatan. 5. Evaluating the development of human resources in the
5. Evaluasi perkembangan SDM di Perseroan. Company.

KOMITE-KOMITE LAIN DI BAWAH DEWAN
KOMISARIS YANG DIMILIKI PERSEROAN
Other Committees Under the Board of Commissioners Owned by
the Company
As of December 31, 2019, in carrying out its duties, the

Hingga 31 Desember 2019, dalam pelaksanaan tugasnya,
Company’s Board of Commissioners had no or been

Dewan Komisaris Perseroan tidak memiliki atau dibantu
oleh komite lain selain Komite Audit dan Komite Nominasi, assisted by other committees aside of the Audit Committee
Remunerasi dan Risiko (Komite NRR). and the Nomination, Remuneration and Risk Committee
(NRR Committee).
KEBIJAKAN SUKSESI DIREKSI
Policy for Succession of the Board of Directors
Demi mewujudkan proses dan mekanisme pemilihan In realizing the process and mechanism to select and
dan penggantian anggota Direksi yang transparan, replace members of the Board of Directors in a transparent
akuntabel dan dapat dipertanggungjawabkan, Perseroan and accountable way, the Company has followed the
telah mengikuti persyaratan dan tata cara yang diatur requirements and procedures stipulated in Minister
melalui Peraturan Menteri Negara BUMN No. PER-03/ SOEs Regulation No. PER-03/MBU/02/2015 concerning
MBU/02/2015 mengenai Persyaratan dan Tata Cara Requirements and Procedures for Appointment and
Pengangkatan dan Pemberhentian Anggota Direksi Badan Dismissal of Members of the Board of Directors of State-
Usaha Milik Negara. Owned Enterprises.
Peraturan tersebut menyatakan, sumber bakal calon The regulation states that the sources of prospective
Direksi berasal dari Direksi BUMN, Dewan Komisaris/ Directors come from the Directors of SOEs, the members of
Dewan Pengawas BUMN, talenta BUMN yang diusulkan Board of Commissioners/Supervisory Board of SOEs, talents
melalui Dewan Komisaris, talenta Kementerian BUMN, from SOEs proposed through the Board of Commissioners,
dan sumber lain. talents from Ministry of SOEs, and other sources.
Bakal calon Direksi dapat diusulkan dari Dewan Komisaris Prospective candidates for Directors can be proposed
setelah melalui penilaian terhadap yang bersangkutan by the Board of Commissioners after going through an
Profil Perusahaan
Company Profile
dan jika memenuhi syarat agar diusulkan kepada Menteri assessment of the persons concerned and if they meet the
BUMN. Bakal calon yang akan ditetapkan menjadi calon requirements then they are proposed to the Minister of
anggota Direksi juga harus memenuhi persyaratan formal SOEs. Those to be determined as candidates for members
dan persyaratan lain yang ditetapkan dalam PER-03/ of the Board of Directors must also fulfill the formal
MBU/02/2015 serta Peraturan Otoritas Jasa Keuangan No. requirements and other requirements stipulated in PER-
33/POJK.04/2014 tentang Direksi dan Dewan Komisaris 03/MBU/02/2015 and the Financial Services Authority
Emiten atau Perusahaan Publik dan telah lulus Uji Regulation No. 33/POJK.04/2014 pertaining Board of
Kelayakan dan Kepatutan. Directors and Board of Commissioners of Listed or Public

Companies and have passed the Feasibility and Compliance
Test.
Proses nominasi dan pemilihan Direksi dilakukan The nomination and determination process for the Board
melalui usulan anggota Direksi kepada RUPS dengan Directors are carried out through proposals from members
memperhatikan rekomendasi dari Dewan Komisaris of the Board of Directors to the GMS with due regard
atau Komite Nominasi, Remunerasi dan Risiko. Sebelum to recommendations from the Board of Commissioners
dilakukan pembahasan tentang pengangkatan dan or the Nomination, Remuneration and Risk Committee.
pemberhentian Direksi dalam RUPS telah disediakan Prior to the discussion on the appointment and dismissal
informasi tentang profil calon Direksi yang baru maupun of the Board of Directors in the GMS, information has
been provided on the profiles of new and reappointed

yang diangkat kembali.

candidates for Directors.
Selain itu, Perseroan juga mempersiapkan kader- In addition, the Company also prepares cadres of
kader pimpinan perusahaan melalui mekanisme Talent company leaders through the Talent Management System
Management System. Dengan mengidentifikasi posisi mechanism. By identifying key positions for executive
kunci untuk executive leader dan jabatan Direktur Anak leaders and the positions of Directors of Subsidiaries,
Perusahaan, Perseroan mengembangkan kompetensi the Company develops the competencies of prospective
calon pimpinan melalui program Corporate Leadership. leaders through the Corporate Leadership program.
Melalui proses seleksi yang dilaksanakan Direksi bersama Through the selection process carried out by the Board
dengan Dewan Komisaris, Perseroan memilih calon of Directors together with the Board of Commissioners,
pemimpin yang dinilai mempunyai personal quality yang the Company chooses candidates for leaders who are
baik, pengalaman dan keahlian yang memadai untuk considered to have good personal quality, experience and
menduduki jabatan pimpinan setingkat di bawah Direksi sufficient expertise to occupy leadership positions below
dan Direktur Anak Perusahaan yang diharapkan dapat the Board of Directors of the Company and members of
menjadi anggota Direksi Perseroan di masa yang akan the Board of Directors of Subsidiaries who are expected
datang yang bersumber dari kalangan pejabat internal to become members of the Board of Directors of the
Perseroan. Company in the future, the ones sourced from internal
organization.
ORGAN DAN KOMITE DI BAWAH DIREKSI
Human Capital
Modal Insani
Organs and Committees Below the Board of Directors

Dalam menjalankan tugasnya, Direksi dibantu oleh In performing its duties, the Board of Directors is assisted
Sekretaris Perusahaan, Internal Audit dan komite-komite by
di bawah Direksi.
SEKRETARIS PERUSAHAAN

Corporate Secretary

Sekretaris Perusahaan atau Corporate Secretary merupakan Corporate Secretary is an organ under the Board of
organ di bawah Direksi yang salah satu tugasnya adalah Directors whose job is to ensure the information disclosure
memastikan aspek keterbukaan informasi perusahaan of a public company. The existence of Jasa Marga’s
terbuka. Keberadaan Corporate Secretary Jasa Marga Corporate Secretary is in accordance with Financial
sesuai dengan Peraturan Otoritas Jasa Keuangan (OJK) Services Authority Regulation (OJK) No. 35-POJK.04-
No. 35-POJK.04-2014 tentang Sekretaris Perusahaan 2014 concerning Corporate Secretary of Listed or Public
Emiten atau Perusahaan Publik, yang pada dasarnya untuk Companies, which is basically to improve services to
meningkatkan pelayanan kepada para pemegang saham shareholders and investors for public companies. The

dan investor bagi perusahaan publik. Corporate Secretary Corporate Secretary is appointed and dismissed by the

diangkat dan diberhentikan oleh Direktur Utama. President Director.
PROFIL CORPORATE SECRETARY

Profile of Corporate Secretary
Corporate Secretary Jasa Marga selama 2019 dijabat oleh Jasa Marga’s Corporate Secretary for 2019 was held by M.
M. Agus Setiawan berdasarkan Keputusan Direksi No. Agus Setiawan based on the Board of Directors Decree No.
080/AA.P-6a/2017 tanggal 08 April 2017, yang kemudian 080/AA.P-6a/2017 dated April 8, 2017, which was later

diperbarui melalui Keputusan Direksi No. 001/AA.P- updated by Decree No. 001/AA.P-6a/2019 dated January

6a/2019 tanggal 14 Januari 2019, sehubungan dengan 14, 2019, due to changes in the Company’s Organizational
adanya perubahan Struktur Organisasi Perseroan. Lebih Structure. More details about the Corporate Secretary
rinci mengenai Profil Corporate Secretary dapat dilihat Profile can be seen in the Management Profiles section in
pada bagian Profil Manajemen di Bab Profil Perusahaan the Company Profile Chapter in this Annual Report.
dalam Laporan Tahunan ini.
PROGRAM PENGEMBANGAN KOMPETENSI CORPORATE SECRETARY

Competency Development Program for Corporate Secretary
Program peningkatan kompetensi Corporate Secretary The competency improvement program for Corporate
dapat dilihat pada bagian Profil Manajemen di Bab Profil Secretary can be seen in the Management Profiles section
Perusahaan dalam Laporan Tahunan ini. in the Company Profile Chapter in this Annual Report.
DASAR PENGANGKATAN CORPORATE SECRETARY

Basis of Appointment of the Corporate Secretary
Pembentukan, pengangkatan, dan pelaksanaan fungsi The establishment, appointment and implementation
serta tugas Corporate Secretary, antara lain mengacu of the functions and duties of the Corporate Secretary,
pada: among others, refer to:
1. Anggaran Dasar Jasa Marga. 1. Jasa Marga’s Articles of Association.

2. Peraturan Otoritas Jasa Keuangan Nomor 35/ 2. Financial Services Authority Regulation Number 35/
POJK.04/2014 tentang Sekretaris Perusahaan Emiten POJK.04/2014 concerning Corporate Secretary of
atau Perusahaan Publik. Listed or Public Companies.
3. Surat Keputusan Direksi PT. Bursa Efek Indonesia No. 3. PT Indonesia Stock Exchange’s Board of Directors
Kep-00001/BEI/01-2014 Perihal Perubahan Peraturan Decree No. Kep-00001/BEI/01-2014 pertaining
Nomor I-A: Tentang Pencatatan Saham dan Efek Amendment to Rule Number I-An about Listing of
Bersifat Ekuitas Selain Saham yang Diterbitkan Oleh Shares and Equity Securities Other Than Shares Issued
Perusahaan Tercatat. by Listed Companies,

4. Peraturan Menteri Negara BUMN No: PER-01/ 4. Minister of SOEs Regulation No. PER-01/MBU/2011
MBU/2011 tentang Penerapan Tata Kelola Perusahaan regarding the Implementation of Good Corporate
yang Baik (Good Corporate Governance) pada Badan Governance in State-Owned Enterprises, as amended
Usaha Milik Negara, sebagaimana telah diubah dengan by Regulation No. PER-09/MBU/2012.
PER-09/MBU/2012.
DASAR PENGANGKATAN CORPORATE SECRETARY

Basis of Appointment of the Corporate Secretary
Profil Perusahaan
Company Profile
Berdasarkan Keputusan Direksi No. 92/KPTS/2019 tanggal Based on the Board of Directors Decree No. 92/KPTS/2019
11 September 2019 tentang Struktur Organisasi PT Jasa dated September 11, 2019 concerning the Organizational
Marga (Persero) Tbk., Unit Corporate Secretary terdiri dari Structure of PT Jasa Marga (Persero) Tbk., the Corporate
beberapa Departemen sebagai berikut: Secretary Unit consists of several Departments as follows:
1. Corporate Communication And Community 1. Corporate Communication And Community

Development Group Development Group
2. Procurement And Fix Asset Group 2. Procurement and Fix Assets Group
3. Risk And Quality Management Group 3. Risk and Quality Management Group
Struktur Organisasi Corporate Secretary

Structure of Corporate Secretary Organization
CORPORATE
SECRETARY
CORPORATE COMMUNICATION PROCUREMENT AND FIX RISK AND QUALITY

AND COMMUNITY ASSET GROUP MANAGEMENT GROUP
DEVELOPMENT GROUP
Human Capital
Modal Insani
FUNGSI DAN TUGAS CORPORATE SECRETARY
Functions and Duties of the Corporate Secretary
Memastikan, memimpin dan mengarahkan seluruh Ensuring, leading and directing the preparation of strategic
penyusunan rencana dan kebijakan yang bersifat strategis plans and policies at the Company, including managing
di tingkat Perusahaan, meliputi: pengelolaan informasi information and communication on the external and
dan komunikasi pada lingkup eksternal dan internal internal scope of the Company; managing partnership

Perusahaan, pengelolaan kegiatan program kemitraan dan program activities and environmental fostering activities
kegiatan pembinaan lingkungan serta Corporate Social and Corporate Social Responsibility, in the field of goods
Responsibility, bidang pengadaan barang dan jasa serta and services procurement as well as the management
pengelolaan logistik dan pengamanan aset milik negara of logistics and the security of state and Company’s
dan Perusahaan, pengelolaan acara-acara yang terkait assets; managing the events related to the Company,
dengan Perusahaan, antara lain seperti RUPS, peresmian such as GMS, inauguration of toll roads and others as
Jalan Tol dan lain-lain serta mengelola hubungan baik well as managing good relations with shareholders,
dengan pemegang saham, regulator dan stakeholder regulators and stakeholders of the Company; managing
Perusahaan, pengelolaan Sistem Manajemen Standardisasi the Standardization Management System and Evaluation
dan Evaluasi Peningkatan Kinerja serta Manajemen Risiko, of Performance Improvement and Risk Management;
pengelolaan administrasi Kantor Pusat meliputi tata managing the Head Office administration covering letter

kelola persuratan, pengarsipan, pengelolaan penerapan management, filing, managing the application of the

prinsip Good Corporate Governance (GCG) termasuk principles of Good Corporate Governance (GCG) including
pengendalian gratifikasi di Perusahaan dan pengelolaan gratification control in the Company and managing the
Whistleblowing System, pemenuhan kepatuhan terhadap whistleblowing system, compliance with capital market
peraturan pasar modal serta agar seluruh aktivitas regulations and all activities of the Company to make
Perusahaan berjalan selaras sehingga memenuhi ketentuan them in harmony and comply with the applicable laws and
peraturan perundang-undangan yang berlaku. regulations.
TANGGUNG JAWAB CORPORATE SECRETARY

Responsibilities of the Corporate Secretary

1. Memimpin dan mengarahkan pengelolaan informasi 1. Leading and directing the management of information
dan komunikasi pada lingkup eksternal dan internal and communication on the external and internal scope
Perusahaan. of the Company.
2. Memimpin dan mengarahkan pengelolaan acara-acara 2. Leading and directing the management of events
yang terkait dengan perusahaan dan mengarahkan related to the Company and Subsidiaries, as well as
acara-acara yang terkait Anak Perusahaan serta managing good relations with the Shareholders,
mengelola hubungan baik dengan Pemegang Saham, Regulators and Stakeholders of the Company.
Regulator dan Stakeholder Perusahaan.
3. Memimpin dan mengarahkan pengelolaan kegiatan 3. Leading and directing the management of the activities
program kemitraan dan kegiatan pembinaan of partnership and community development program
lingkungan serta Corporate Social Responsibility. and Corporate Social Responsibility.
4. Memimpin dan mengarahkan pengelolaan tata kelola 4. Leading and directing the management of
administrasi pimpinan Perusahaan di Kantor Pusat dan administration of the Company at the Head Office
mengarahkan tata kelola administrasi di Regional dan and directing the administrative management at the
Area Offices/Branch Offices (Cabang), yang meliputi Regional and Area Offices/Branch Offices (Branches),
tata kelola persuratan, pengarsipan dan administrasi. which include correspondence, archiving and
administration governance.
5. Memimpin, dan mengarahkan perumusan kebijakan, 5. Leading and directing the formulation of policies,
tata kelola, ketentuan, perencanaan dan pelaksanaan governance, provisions, planning and implementation
atas proses pengadaan barang/jasa dan Manajemen of the process of procurement of goods/services and
Aset di lingkungan Jasa Marga Group. Asset Management within the Jasa Marga Group.
6. Mengarahkan pengembangan sistem pengadaan 6. Directing the development of goods and services
barang dan jasa serta pengamanan aset milik negara procurement system and securing state and
dan Perusahaan berdasarkan prinsip dan peraturan Company’s assets based on the applicable principles
yang berlaku. and regulations.
7. Memimpin, mengarahkan dan memastikan 7. Leading, directing and ensuring the implementation of
Pengelolaan Sistem Manajemen Risiko, Sistem the Risk Management System, the Management System
Manajemen Standarisasi dan Evaluasi Peningkatan for Standardization and Evaluation of Performance
Kinerja sesuai dengan rencana dan strategi Perusahaan Improvement in accordance with the Company’s plans
serta memenuhi kepatuhan (compliance) terhadap and strategies and meeting compliance with applicable
ketentuan yang berlaku. regulations.
8. Memimpin, mengarahkan dan memastikan 8. Leading, directing and ensuring the fulfillment of
pemenuhan kepatuhan Perusahaan terhadap Company compliance with laws and regulations
peraturan perundangan (termasuk peraturan di (including regulations in the Capital Market), fulfillment
bidang Pasar Modal), pemenuhan dan penerapan and implementation of GCG principles in the Company
GCG di Perusahaan (meliputi Pengendalian Gratifikasi, (including Gratification Control, whistleblowing system
Whistleblowing System dan hal-hal lainnya); and other matters);
9. Memberikan masukan kepada Direksi dan Dewan 9. Providing input to the Board of Directors and Board of
Komisaris untuk mematuhi ketentuan peraturan Commissioners to comply with the provisions of the
perundang-undangan di bidang pasar modal; dan legislation in the capital market sector; and
10. Membantu Direksi dan Dewan Komisaris dalam 10. Assisting the Board of Directors and Board of
pelaksanaan tata kelola perusahaan yang meliputi: Commissioners in implementing corporate governance
Profil Perusahaan
Company Profile
which includes:
a. Keterbukaan informasi kepada masyarakat, a. Information disclosure to the public, including
termasuk ketersediaan informasi pada Situs Web the availability of information on the Company’s
Perusahaan. website.
b. Penyampaian laporan kepada Otoritas Jasa b. Submission of reports to the Financial Services
Keuangan tepat waktu. Authority on time.
c. Penyelenggaraan dan dokumentasi Rapat Umum c. Implementation and documentation of the General
Pemegang Saham. Meeting of Shareholders.
d. Penyelenggaraan dan dokumentasi rapat d. d. Organization and documentation of the Board of
Direksi dan/atau Dewan Komisaris serta Rapat Directors and/or Board of Commissioners meetings
Gabungan and joint meetings.
e. Pelaksanaan program executive induction e. Implementation of the Company’s executive
Perusahaan bagi Direksi dan/atau Dewan Komisaris. induction program for the Board of Directors and/
or Board of Commissioners.
WEWENANG CORPORATE SECRETARY

Authorities of the Corporate Secretary
Dalam menjalankan tugas pokok dan fungsinya, Corporate In carrying out its main duties and functions, the Corporate
Secretary memiliki wewenang sebagai berikut: Secretary has the following authority:
1. Menetapkan kebijakan strategis Perusahaan mengenai 1. Defining the Company’s strategic policies regarding
pengelolaan Perusahaan sesuai dengan GCG, the management of the Company in accordance with
pengelolaan informasi dan komunikasi Perusahaan GCG, managing the information and communication
yang efektif dan pengelolaan hubungan baik kepada of the Company effectively and managing the good
seluruh pemangku kepentingan Perusahaan relations to all stakeholders of the Company
2. Menandatangani Kontrak/Perjanjian atau mengikat 2. Signing Contracts/Agreements or binding the
Perusahaan dengan pihak lain dan/atau pihak lain Company with other parties and/or vise versa related
dengan Perusahaan yang terkait dengan seluruh kegiatan to all Company communication activities, community
komunikasi Perusahaan, pengembangan komunitas development and management of relationships
dan pengelolaan hubungan dengan Pemegang Saham, with Shareholders, Regulators and Stakeholders of
Regulator dan Stakeholder Perusahaan, serta dokumen the Company, as well as documents regarding the
mengenai pengelolaan aktivitas logistik, pengamanan management of logistics, securing assets belonging to
aset milik negara dan aset Perusahaan state and the Company.
3. Menetapkan kebijakan pengurusan Perusahaan di 3. Establishing Company management policies in the
bidang program kemitraan dan pembinaan lingkungan field of partnership and community development
(community development) program.
Human Capital
Modal Insani
4. Menetapkan arahan dan kebijakan strategis Perusahaan 4. Establishing directives and strategic policies of
dalam bentuk Peraturan dan/atau Surat Edaran dan/ the Company in the form of Regulations and/or
atau Instruksi yang terkait dengan seluruh kegiatan Circular Letters and/or Instructions related to all
komunikasi perusahaan, pengembangan komunitas company communication activities, community
dan pengelolaan hubungan dengan pemegang development and the management of relationships
saham, regulator dan stakeholder Perusahaan, bidang with shareholders, regulators and stakeholders of the
pengadaan barang dan jasa serta bidang pengelolaan Company, procurement of goods and services, logistics
logistik dan pengamanan aset milik negara dan management and securing state and Company’s

perusahaan; assets;

5. Memimpin pengelolaan dan pengendalian Risiko 5. Leading the management and control of Company’s
Perusahaan risks
6. Memberikan rekomendasi kepada Direktur terkait 6. Providing recommendations to the Board of Director
informasi strategis kondisi eksternal Perusahaan dan regarding strategic information about the Company’s
kaitannya dengan kinerja Perusahaan external conditions and their relations to the Company’s
7. Menandatangani dokumen yang bersifat strategis performance
mengenai pengelolaan manajemen risiko, mutu, K3 7. Signing strategic documents regarding the
dan lingkungan serta kinerja beserta kelengkapannya management of risks, quality, occupational health &
di seluruh lingkungan Perusahaan safety and the environment as well as performance
and its completeness throughout the Company.

8. Menetapkan kebijakan terkait teknis operasional 8. Establishing operational technical related policies in
dalam pengelolaan Rapat Umum Pemegang Saham the management of General Meeting of Shareholders
(RUPS), Rapat Gabungan Komisaris dan Direksi serta (GMS), Joint Meetings of Commissioners and Directors
Rapat Direksi and the Board of Directors Meetings
9. Melakukan penandatanganan dokumen untuk 9. Signing the documents for external purposes of the
keperluan eksternal Perusahaan yang ditujukan kepada Company addressed to parties outside the Company
pihak di luar Perusahaan sesuai dengan ketentuan/ in accordance with applicable provisions/guidelines,
pedoman yang berlaku, kecuali untuk surat yang except for letters addressed to officials in Government
ditujukan pada pejabat di Instansi Pemerintahan dan/ Agencies and/or other parties deemed important and
atau pihak lain yang dianggap penting dan mempunyai have significant influence.
pengaruh yang besar

PELAKSANAAN TUGAS CORPORATE SECRETARY TAHUN 2019
Implementation of the Corporate Secretary Duties 2019
Corporate Secretary membawahi Risk and Quality The Corporate Secretary is in charge of the Risk and Quality
Management Group, Corporate Communication and Management Group, the Corporate Communication,
Community Development Group, dan Procurement and Community Development Group, and Procurement and
Fixed Asset Group. Berdasarkan realisasi tugas pada Fixed Asset Group. Based on the realization of the tasks
masing-masing Group tersebut, pelaksanaan tugas in each group, the implementation of the duties of the
Sekretaris Perusahaan sepanjang 2019 diuraikan sebagai Corporate Secretary throughout 2019 is described as
berikut: follows:
A. Risk and Quality Management Group A. Risk and Quality Management Group
Pelaksanaan kegiatan Risk and Quality Management The activities of the Risk and Quality Management
Group yang telah dilakukan Sekretaris Perusahaan Group during 2019 are as follows:
selama tahun 2019, antara lain: 1. Parenting Visit in the Field of Risk Management
1. Parenting Visit Bidang Manajemen Risiko 2. Issuance of Board of Directors Decree on Risk
2. Penerbitan SK Direksi tentang Manajemen Risiko Management
3. Rapat Tim Sekretariat Komite Manajemen Risiko 3. Meetings with the Secretariat of the Risk
(TSKMR) Management Committee (TSKMR) Team
4. Executive Meeting Manajemen Risiko 4. Executive Risk Management Meetings
5. Benchmark Manajemen Risiko 5. Risk Management Benchmarking
6. Pengukuran Maturitas Manajemen Risiko 6. Measurement of Risk Management Maturity
7. Pengembangan Aplikasi Sistem Manajemen Risiko 7. Development of Integrated Risk Management
Terintegrasi (JM Smart) System (JM Smart) Application
8. Governance 8. Governance
a. Sosialisasi GCG kepada seluruh Insan Jasa a. GCG socialization to all Jasa Marga
Marga, khususnya kepada karyawan baru employees, especially new ones (Jet Roadster
(Jet Roadster dan Management Trainee) and Management Trainees) about the
tentang Whistleblowing System dan Pedoman Whistleblowing System and Anti-Gratuity

Gratifikasi. Guidelines.
b. Revisi SK Code of Conduct dan Code of b. Revision of the Decree on Code of Conduct
Corporate Governance yang disesuaikan and Code of Corporate Governance, adjusted
dengan Pedoman Perilaku dan Rekomendasi to the Code of Conduct and Recommendations
Hasil Assessment GCG tahun 2018. of GCG Assessment Results of Year 2018.
c. Self Assessment GCG tahun buku 2019 dengan c. GCG Self Assessment for the 2019 fiscal year
target skor sebesar 97,82. with a target score of 97.82.
d. Pengendalian Gratifikasi. d. Gratification Control.
e. Penandatanganan Pakta Integritas. e. Signing of the Integrity Pact.
f. Pelaporan LHKPN f. LHKPN Reporting
9. Compliance 9. Compliance
Profil Perusahaan
Company Profile
a. Penyelenggaraan Rapat Umum Pemegang a. The holding of the Annual and Extraordinary
Saham (RUPS) Tahunan dan Luar Biasa sesuai General Meeting of Shareholders (GMS) in
dengan ketentuan Perusahaan Terbuka. accordance with the provisions of Public
Company.
b. Keterbukaan Informasi. b. Information Disclosure.
c. Konten situs web Jasa Marga (Menu Tata c. Jasa Marga website content (Corporate
Kelola Perusahaan). Governance Menu).

B. Corporate Communication and Community B. Corporate Communication and Community
Development Group Development Group
1. Hubungan dengan Media 1. Relations with Media

Tabel Kegiatan Komunikasi Perseroan Tahun 2019
Table of the Company’s Communication Activities in 2019
No Kegiatan Jumlah Keterangan
Activity Number Remarks
1. Press Release (Siaran Pers) 323 kali / times Dalam bentuk Press Release Korporasi, Standby
Statement, Release Bersama, Joint Statement dan Info

Mudik/Balik.
In the forms of Corporate Press Release, Standby
Statement, Joint Release, Joint Statement, and
Information on Traffics during religious holidays.
2. Press Conference (Konferensi Pers) 17 kali / times -
3. Press Tour 13 kali / times -
4. Talkshow di Televisi 20 kali / times -
Talkshows on Television
5. Talkshow di Radio 10 kali / times -
Talkshows on Radio
Human Capital
Modal Insani
2. Hubungan dengan Pelanggan 2. Relations with Customers
a. Keluhan Pelanggan a. Customer Complaints
Selama 2019, terdapat 40 kali keluhan During 2019, there were 40 times of customer
pelanggan. complains
b. Pengelolaan Media Sosial b. Management of Social Media
Tabel Media Sosial Perseroan Tahun 2019

Table of the Company’s Social Media in 2019

Media Sosial
Twitter Facebook Instagram Youtube
Social Media
Audience 6.735 21.390 126.070 695

Audience Growth 51,89% 59,75% 68,51% 100%
3. Publikasi dan Promosi 3. Publications and Promotions

Tabel Kegiatan Publikasi dan Promosi Tahun 2019
Table of Publication and Promotion Activities in 2019

No Kegiatan Jumlah Keterangan
Activity Number Remarks
1. Pameran 7 kali / times -

Exhibition
2. Iklan dan Advertorial
Advertisement and Advertorial
Iklan Display di Media Cetak 13 kali / times -
Display Advertisement on Printed Media
Iklan Pengumuman di Media Cetak 15 kali / times -
Announcement Ads on Printed Media

Blocking Program di Televisi 4 kali / times -

Blocking Program on Television
Advertorial di Majalah 1 kali / times Majalah Tempo, Program BHUN 2019, 02
Advertorial in Magazine September 2019
Tempo Magazine, BHUN Program 2019
on September 02, 2019
3. Produksi Konten Publikasi
Production of Published Contents
Produksi Desain Infografis 647 desain / -
Production of infographics designs
Produksi video Perseroan 232 video / videos -

Production of Corporate videos
Media Luar Ruang (OOH) Perseroan 728 buah / pieces -
Corporate out-of-home advertising (OOH)
4. Pengelolaan Media Internal Perusahaan
Management of Company’s internal media
Majalah Miles Magazine 6 kali / times -
Miles Magazine
Miles Buletin 75 edisi / editions -
Miles Bulletin
Miles Photoboard - -
Miles Photoboard
5. Publikasi Kegiatan Corporate Social Responsibility 18 kali / times -
Publication of Corporate Social Responsibility activities
4. Program Kemitraan 4. Partnership Program

Sasaran kegiatan yaitu menghidupkan aktivitas The target is to revive the economic activities of the
perekonomian masyarakat di sekitar jalan tol, community around the toll roads, through business
melalui pinjaman modal usaha dan pembinaan capital loans and guidance to small businesses
kepada usaha kecil melalui pelatihan dan pameran. through trainings and exhibitions.
5. Program Bina Lingkungan 5. Community Development Program
Sasaran kegiatan pemberdayaan masyarakat The activities include assisting the victims of
melalui bantuan korban bencana alam, bantuan natural disasters as well as assistance in education,
pendidikan, bantuan peningkatan kesehatan, healthcare, development of public facilities and
bantuan pengembangan sarana dan prasarana infrastructure, nature conservation, and social
umum, bantuan pelestarian alam, serta bantuan community empowerment.
sosial kemasyarakatan.
6. Sponsorship dan Sumbangan 6. Sponsorship and Donation
Selama 2019, realisasi Sponsorship mencapai In 2019, the realization of sponsorship reached
Rp10,06 miliar dan Rp585 juta untuk realisasi Rp10.06 billion and Rp585 million for the
Sumbangan. realization of donations.
Profil Perusahaan
Company Profile
Pendampingan Direksi Mentoring by Directors

Sepanjang 2019, realisasi pendampingan Direksi Throughout 2019, mentoring by Directors has
502 kali. been done 502 times
C. Procurement and Fixed Assets Group C. Procurement and Fixed Assets Group
Pelaksanaan kegiatan terkait dengan fungsi Pelaksanaan kegiatan terkait dengan fungsi
Procurement and Fixed Assets Group yang telah Procurement and Fixed Assets Group yang telah
dilakukan Sekretaris Perusahaan selama tahun 2019, dilakukan Sekretaris Perusahaan selama tahun 2019,
antara lain: antara lain:
1. Kebijakan Pengadaan Barang dan Jasa 1. Policy on Goods and Services Procurement
2. Pengembangan e-Procurement 2. Development of e-Procurement
3. Realisasi Pengadaan Barang dan Jasa 3. Realization of Goods and Services Procurement
4. Temu Pemasok 4. Meeting with the Suppliers
5. Survey Kepuasan Pemasok 5. Supplier Satisfaction Survey
Survey Kepuasan Pemasok dilaksanakan dalam
Supplier Satisfaction Survey is carried out in order

rangka meningkatkan kinerja pengadaan barang to improve the performance of goods and services
dan jasa dari sudut pandang pihak eksternal. Hasil procurement from the point of view of external
survey dari total 43 Responden, sebesar 53,10% parties. The survey results from a total of 43
menyatakan “sangat baik”; sebesar 43,99% respondents, 53.10% of them stated “very good”;
menyatakan “baik”; sebesar 2,91% menyatakan 43.99% stated “good”; 2.91% stated “sufficient”;
“cukup”; dan sebesar 0% menyatakan “kurang”. and 0% stated “less”.
6. Survey Terhadap Responden Unit Kerja Kantor 6. Survey of Head Office’s Work Units as Respondents
Pusat a. Policy on Procurement Quality and Timeliness
a. Quality and Timeliness Kebijakan Pengadaan b. Service-level Agreement (SLA) Fulfillment of
b. Pemenuhan SLA Pengadaan Barang dan Jasa Goods and Services Procurement
Human Capital
Modal Insani
LAPORAN CORPORATE SECRETARY
Corporate Secretary Report
Sebagaimana Laporan Corporate Secretary yang diatur As reported by the Corporate Secretary, Article 11 of the
dalam Pasal 11 Peraturan Otoritas Jasa Keuangan No. 35/ Financial Services Authority Regulation No. 35 / POJK /
POJK/2014 yang menyatakan bahwa: 2014 which states that:

1. Sekretaris Perusahaan wajib membuat laporan secara 1. The Corporate Secretary must make periodic reports
berkala paling kurang 1 (satu) kali dalam 1 (satu) tahun at least 1 (one) time in 1 (one) year regarding the
mengenai pelaksanaan fungsi sekretaris Perusahaan implementation of the function of the Corporate
kepada Direksi dan ditembuskan kepada Dewan Secretary to the Board of Directors and to be submitted
Komisaris. to the Board of Commissioners.
2. Emiten atau Perusahaan Publik wajib mengungkapkan 2. The Issuer or Public Company must disclose a brief
uraian singkat pelaksanaan fungsi Sekretaris description of the implementation of the functions of
Perusahaan dan informasi mengenai pendidikan dan/ the Corporate Secretary and information on education
atau pelatihan yang diikuti Sekretaris Perusahaan and / or training that is followed by the Corporate
dalam laporan tahunan Emiten atau Perusahaan Secretary in the annual report of the Issuer or Public

Publik. Company.

Maka, berpedoman ketentuan di atas, Corporate Secretary Therefore, based on the above provisions, Jasa Marga
Jasa Marga telah menyampaikan Laporan kepada Direksi Corporate Secretary has submitted a Report to the
dan Dewan Komisaris melalui Surat Corporate Secretary Directors and Board of Commissioners through Corporate
No. BF.KR05.27 tanggal 23 Januari 2020 Perihal Laporan Secretary Letter No. BF.KR05.27 dated January 23, 2020
Pelaksanaan Fungsi Corporate Secretary Tahun 2019. Regarding the Report on the Implementation of the
Corporate Secretary Function in 2019.
PENILAIAN KINERJA CORPORATE SECRETARY BERDASARKAN KPI

Corporate Secretary Performance Assessment Based on KPI

Hasil penilaian kinerja Corporate Secretary berdasarkan The results of the performance evaluation of the Corporate
Key Performance Indicator (KPI) melebihi target/rencana Secretary based on the Key Performance Indicator (KPI)
yang ditetapkan. Angka KPI Corporate Secretary tahun exceed the targets / plans set. The KPI Corporate Secretary
2019 mencapai skor 110, lebih tinggi dari targetnya in 2019 reached a score of 110, higher than the target of
sebesar 100. Rincian dari KPI Corporate Secretary dapat 100. Details of the KPI Corporate Secretary can be seen in
dilihat pada tabel berikut. the following table.
Tabel Key Performance Indicator Corporate Secretary Tahun 2019

Table of Corporate Secretary Key Performance Indicator 2019
Bobot
Perspektif Rencana Realisasi
No Weight
Perspectives Plan Realization
(%)
1 Customer Focus 48 48 56
2 Business Internal Process 21 21 23
3 Learning and Growth 31 31 31
Total 100 100 110
RENCANA KERJA CORPORATE SECRETARY TAHUN 2020

Work Plans of the Corporate Secretary in 2020
Pada tahun 2020, Corporate Secretary telah menetapkan The Corporate Secretary has established work plans that
rencana kerja yang akan dibahas melalui sejumlah rapat. will be discussed through a number of meetings. The
Adapun rencana kerja Corporate Secretary di tahun 2020 Corporate Secretary work plans for 2020 includes:
antara lain:
1. Benchmark Manajemen Risiko 1. Risk Management Benchmarking

2. Assessment GCG 2. GCG Assessment
3. Sertifikasi Green Toll Road 3. Green Certifications of Toll Roads.
4. Pengelolaan Program Kemitraan dan Program Bina 4. Management of Partnership and Community
Lingkungan Development Program
5. Pengelolaan komunikasi dan hubungan dengan 5. Management of communication and relations with
pemangku kepentingan stakeholders
6. Perbaikan proses pengadaan barang dan jasa 6. Improving the process of goods and services
Profil Perusahaan
Company Profile
procurement
UNIT INTERNAL AUDIT
Human Capital
Modal Insani
Internal Audit Unit

Fungsi Audit Internal di Jasa Marga dijalankan oleh The internal auditing of Jasa Marga is carried out by the
Internal Audit Group. Internal Audit Group membantu Internal Audit Group. The Internal Audit Group assists
Direktur Utama dalam melaksanakan audit internal the President Director in performing the Company’s
Perseroan, menilai efektivitas sistem pengendalian internal, internal audits, assessing the effectiveness of the
pengelolaan risiko, dan proses tata kelola perusahaan internal control system, risk management and corporate
serta memberikan saran perbaikan. governance processes and providing recommendations for
improvement.

PROFIL INTERNAL AUDIT GROUP HEAD

Profile of Internal Audit Group Head
Internal Audit Group Head Jasa Marga dijabat oleh Arief Jasa Marga’s Internal Audit Group Head is held by Arief
Nursetiawan, berdasarkan Keputusan Direksi No. 101/ Nursetiawan, based on the Board of Directors Decree
AA.P-6A/2018 tanggal 26 April 2018 yang diperbarui No. 101/AA.P-6A/2018 dated April 26, 2018 which was
melalui Keputusan Direksi No. 001/AA.P-6a/2019 tanggal updated by Decree No. 001/AA.P-6a/2019 dated January
14 Januari 2019, sehubungan dengan adanya perubahan 14, 2019, due to changes in the Company’s Organizational
Struktur Organisasi Perseroan. Lebih rinci tentang profil Structure. More details about the profile of the Internal
Internal Audit Group Head dapat dilihat pada bagian Audit Group Head can be seen in the Management
Profil Manajemen di Bab Profil Perusahaan dalam Laporan Profiles section in the Company Profile Chapter in this

PROGRAM PENGEMBANGAN KOMPETENSI INTERNAL AUDIT GROUP HEAD

Competency Development Program for the Internal Audit Group Head
Program peningkatan kompetensi Internal Audit Group Head The competency improvement program for the Internal Audit
dapat dilihat pada bagian Pendidikan dan/atau Pelatihan di Group Head can be seen in the Education and/or Trainings
Bab Profil Perusahaan dalam Laporan Tahunan ini. section in the Company Profile Chapter in this Annual Report.

STRUKTUR ORGANISASI INTERNAL AUDIT GROUP

Organizational Structure of the Internal Audit Group
Organisasi Internal Audit Group ditetapkan dalam Struktur The Internal Audit Group Organization is established in the
Organisasi Perseroan berdasarkan Keputusan Direksi No. Company’s Organizational Structure based on the Board
22/KPTS/2019 tanggal 14 Februari 2019. of Directors Decree No. 22/KPTS/2019 dated February 14,
2019.
Struktur Organisasi Internal Audit Group

Organizational Structure of the Internal Audit Group
Direktur Utama
President Director

Program Planning, Controlling and

Group of Auditors Administration Department
Group of Auditors Program Planning, Controlling and
Administration Department
Program Planning and Controlling Section Internal Administration Section

Program Planning and Controlling Section Internal Administration Section
KEDUDUKAN INTERNAL AUDIT GROUP DALAM STRUKTUR ORGANISASI

Position of Internal Audit Group in the Organization Structure
Internal Audit merupakan unit yang independen terhadap Internal Audit is a unit that is independent toward other
unit-unit yang lain dan secara langsung bertanggung units and is directly responsible to the President Director.
jawab kepada Direktur Utama.
PIHAK YANG MENGANGKAT DAN MEMBERHENTIKAN INTERNAL AUDIT

GROUP HEAD
Party Who Appoints and Dismisses the Internal Audit Group Head
Internal Audit dipimpin oleh seorang Internal Audit Group Internal Audit is led by Internal Audit Group Head who
Head yang diangkat dan diberhentikan oleh Direktur is appointed and dismissed by the President Director with
Utama atas persetujuan Dewan Komisaris. Internal Audit the approval of the Board of Commissioners. The Internal
Grrup Head dibantu oleh Program Planning, Controlling Audit Group Head is assisted by the department heads of
Profil Perusahaan
Company Profile
and Administration Departement Head. Planning, Controlling and Administration.
INTERNAL AUDIT CHARTER

Internal Audit Charter
Dalam melaksanakan tugasnya, Unit Internal Audit In performing its duties, the Internal Audit Unit is
berpedoman pada Piagam Audit Internal dan Manual guided by the Internal Audit Charter, the Internal Audit
Audit Internal, Program Kerja Audit Tahunan (PKAT) yang Manual, and the Annual Audit Work Program (PKAT)
disusun dengan menggunakan pendekatan Risk-Based which is prepared using the Risk-Based Audit Planning
Audit Planning (Perencanaan Audit Berbasis Risiko). approach.
Unit Internal Audit memiliki pedoman yaitu Internal Audit The Internal Audit Unit uses guideline called the Internal
Charter yang telah ditetapkan oleh Dewan Komisaris Audit Charter which was established by the Board of
dan Direksi pada tanggal 8 Juni 2018. Selain sebagai Commissioners and Board of Directors on June 8, 2018.
pedoman kerja, Internal Audit Charter juga berperan The Internal Audit Charter also functions in strengthening
dalam penguatan peran dan tanggung jawab serta dasar the roles and responsibilities of Internal Audit as well as
keberadaan dan pelaksanaan tugas-tugas pengawasan the basis for its existence and the implementation of its
bagi Internal Audit. Oleh karena itu, Internal Audit Charter supervisory duties. Therefore, the Internal Audit Charter
juga disebarluaskan agar diketahui oleh seluruh karyawan is also disseminated to all the employees and other
dan pihak lain yang terkait sehingga terjalin saling related parties so that mutual understanding and good
pengertian dan kerja sama yang baik dalam mewujudkan cooperation can be established in realizing the Company’s
Visi, Misi, dan Tujuan Perseroan. Internal Audit Charter Vision, Mission and Objectives. Internal Audit Charter
Internal telah dimiliki sejak 01 Maret 2003. Pada tanggal commenced on March 1, 2003. On May 28, 2009 and
28 Mei 2009 dan tanggal 8 Juni 2018 telah dilakukan June 8, 2018, revisions were made in accordance with the
revisi sesuai dengan peraturan perundangan yang berlaku. applicable laws and regulations. Periodically, the Internal
Secara berkala, Internal Audit Charter dikaji ulang dan Audit Charter is reviewed and refined in accordance with
disempurnakan sesuai dengan perkembangan peraturan the development of applicable regulations.
yang berlaku.
Secara garis besar, Internal Audit Charter memuat: In general, the Internal Audit Charter contains:
1. Pendahuluan 1. Introduction
2. Tujuan 2. Purpose
3. Struktur dan Kedudukan Internal Audit 3. Internal Audit Structure and Position
4. Tugas dan Tanggung Jawab Internal Audit 4. Internal Audit Duties and Responsibilities
5. Wewenang Internal Audit 5. Internal Audit Authorities
6. Kode Etik Internal Audit 6. Internal Audit Code of Ethics
7. Persyaratan Auditor 7. Auditor Requirements
Human Capital
Modal Insani
8. Jaminan Kualitas dan Peningkatan Program 8. Quality Assurance and Program Improvement
9. Pertanggungjawaban Unit Internal Audit 9. Responsibilities of Internal Audit Unit
10. Larangan Perangkapan Tugas 10. Prohibition of Concurrent Duties
TUGAS DAN TANGGUNG JAWAB INTERNAL AUDIT

Duties and Responsibilities of the Internal Audit

1. Menyusun dan melaksanakan Program Kerja Audit 1. Arranging and implementing Annual Audit Work
Tahunan. Program.
2. Menguji dan mengevaluasi pelaksanaan Pengendalian 2. Testing and evaluating the implementation of Internal
Internal dan sistem Manajemen Risiko Perusahaan dan Control and Risk Management systems of the Company
Anak Perusahaan. and Subsidiaries.
3. Melakukan pemeriksaan dan penilaian atas efisiensi 3. Examining and evaluating the efficiency and
dan efektivitas di bidang keuangan, akuntansi, effectiveness in finance, accounting, operations,
operasional, sumber daya manusia, pemasaran, human resources, marketing, information technology
teknologi informasi dan kegiatan lainnya terhadap unit and other activities in work units of the Company and

kerja Perusahaan dan Anak Perusahaan. Subsidiaries.

4. Memberikan rekomendasi perbaikan dan informasi 4. Providing recommendations for improvement and
yang obyektif tentang kegiatan yang diperiksa pada objective information about the activities examined at
semua tingkat manajemen. all levels of management.
5. Membuat laporan ha sil audit dan menyampaikan 5. Preparing audit reports and submit them to the
laporan tersebut kepada Direktur Utama dan Dewan President Director and the Board of Commissioners.
Komisaris.
6. Memantau, menganalisis dan melaporkan pelaksanaan 6. Monitoring, analyzing and reporting the
tindak lanjut perbaikan yang telah direkomendasikan. implementation of the recommended improvements.
7. Bekerja sama dengan Komite Audit dan Internal Audit 7. Collaborating with the Audit Committee and the

Anak Perusahaan. Internal Audit of Subsidiaries.

8. Menyusun program untuk mengevaluasi mutu 8. Arranging a program to evaluate the quality of internal
kegiatan audit internal yang dilakukannya. audit activities.
9. Melakukan pemeriksaan khusus apabila diperlukan. 9. Conducting special inspection if necessary.
10. Melakukan Sinkronisasi program kerja Audit antara 10. Synchronizing the auditing work program between the
Induk dan Anak Perusahaan. Company and its Subsidiaries.
KEWENANGAN INTERNAL AUDIT

Authorities of the Internal Audit
1. Mengakses seluruh informasi yang relevan tentang 1. Accessing all relevant information about the Company
Perusahaan dan Anak Perusahaan, terkait dengan and Subsidiaries, related to their duties and functions.
tugas dan fungsinya.
2. Melakukan komunikasi secara langsung dengan 2. Communicating directly with the Board of Directors,
Direksi, Dewan Komisaris, dan/atau Komite Audit serta Board of Commissioners, and/or Audit Committee
anggota Direksi, Dewan Komisaris dan/atau Komite and members of the Board of Directors, Board of
Audit. Commissioners and/or Audit Committee.
3. Mengadakan rapat secara berkala dan insidentil 3. Holding regular and incidental meetings with the
dengan Direksi, Dewan Komisaris, dan/atau Komite Board of Directors, Board of Commissioners and/or
Audit. Audit Committee.
4. Melakukan koordinasi kegiatannya dengan kegiatan 4. Coordinating its activities with those of the External
Auditor Eksternal. Auditor’s.
5. Mengalokasikan sumber daya audit, menentukan 5. Allocating audit resources, determining the focus of
fokus ruang lingkup dan jadwal audit. audit scope and schedule.
6. Mendapatkan saran dan pembinaan dari tenaga 6. Getting the advice and guidance from professionals if
profesional apabila diperlukan. needed.
JUMLAH DAN KOMPOSISI PERSONIL INTERNAL AUDIT

Number of Personnel and Composition of the Internal Audit
Jumlah personil Unit Internal Audit pada akhir tahun 2019 The number of personnel of the Internal Audit Unit at
berjumlah 19 orang dengan komposisi sebagai berikut. the end of 2019 totaled 19 people with the following
composition.
Tabel Komposisi Personil Unit Internal Audit

Table of Personnel and Composition of Internal Audit Unit
Unit Internal Audit Jumlah Personil

No.
Unit of Internal Audit Number of Personnel
1. Internal Audit Group Head 1

2. Program Planning and Controlling & Administration Department Head 1
3. Program Planning and Controlling Section Head 1
Profil Perusahaan
Company Profile
4. Internal Administration Section Head 1

5. Assistant Manager Program Controlling 1
6. Assistant Manager Internal Administration 1
7. Senior Auditor 3
8. Auditor 4
9. Junior Auditor 1
10. Assistant Auditor 3
11. Senior Office Internal Audit 1
12. Head Office Administration Senior Officer 1
SERTIFIKASI PERSONIL INTERNAL AUDIT

Professional Certification of the Internal Audit Personnel
Tabel Sertifikasi Profesi Personil Internal Audit

Table of Professional Certification of the Internal Audit Personnel
No Unit Internal Audit Jumlah Orang
Unit of Internal Audit Number of People
1 Qualified Internal Auditor (QIA). 8
2 Certified Practitioner Internal Auditor (CPIA) 8
Human Capital
Modal Insani
KODE ETIK AUDITOR
Auditor Code of Ethics
UMUM General
Dalam kegiatan profesinya Unit Internal Audit agar In its professional activities the Internal Audit Unit must

mengacu kepada peraturan perundangan yang berlaku refer to the applicable laws and regulations and the needs
dan kebutuhan perusahaan dalam pengelolaan Sistem of the Company in managing the Company’s Internal
Pengendalian Internal Perusahaan. Control System.
STANDAR PERILAKU AUDITOR INTERNAL AUDIT Auditor Attitude Standards of Internal Audit
Auditor Internal harus menerapkan dan menegakkan Internal auditors must apply and enforce the following
prinsip-prinsip sebagai berikut: principles:
1. Integritas 1. Integrity

Integritas membentuk keyakinan dan oleh karenanya Integrity forms confidence and is therefore the basis of
menjadi dasar kepercayaan terhadap pertimbangan trust in the internal auditor’s judgment.
auditor internal.
Auditor Internal: Internal Auditors:
a. Harus melaksanakan pekerjaannya dengan jujur, a. Must perform their work honestly, carefully and
hati-hati dan bertanggungjawab. responsibly.
b. Harus mematuhi hukum dan membuat b. Must comply with the law and make disclosures as
pengungkapan sebagaimana diharuskan oleh required by law and profession.
hukum dan profesi.
c. Tidak boleh secara sadar terlibat dalam kegiatan c. Cannot be consciously involved in illegal activities

ilegal atau melakukan kegiatan yang dapat or carry out activities that can discredit the internal

mendiskreditkan profesi audit internal dan audit professionalism and the Company.
perusahaan.
d. Harus menghormati dan mendukung tujuan d. Must respect and support the legitimate and ethical
organisasi yang sah dan etis. goals of organization.
2. Obyektivitas 2. Objectivity
Auditor Internal menunjukkan obyektivitas profesional Internal auditors demonstrate professional objectivity
pada level tertinggi dalam memperoleh, mengevaluasi at the highest level in obtaining, evaluating and
dan mengkomunikasikan informasi tentang aktivitas communicating information about the activity or
atau proses yang diuji. Auditor Internal melakukan process of the ongoing auditing. Internal auditors
penilaian yang seimbang atas segala hal yang relevan make a balanced assessment of all relevant matters
dan tidak terpengaruh oleh kepentingan pribadi atau and are not influenced by personal interests or other
pihak lain dalam memberikan pertimbangan. parties in giving consideration.
a. Tidak boleh berpartisipasi dalam kegiatan atau a. Must not participate in any activity or relationship
hubungan apapun yang dapat atau patut diduga that reasonably can be or expected to hinder a fair
dapat, menghalangi penilaian auditor internal yang assessment of internal auditors, including activities
adil. Termasuk dalam hal ini adalah kegiatan atau or relationships that result in a conflict of interest
hubungan apapun yang mengakibatkan timbulnya with the organization.
pertentangan kepentingan dengan organisasi.
b. Tidak boleh menerima apapun yang dapat atau b. Not accept anything that reasonably can be or
patut diduga dapat mengganggu pertimbangan expected to interfere with professional judgment.
profesionalnya.
c. Harus mengungkapkan semua fakta material yang c. Must disclose all material facts that are known to
diketahuinya, yang apabila tidak diungkapkan dapat them, which if not be disclosed it can distort the
mendistorsi laporan atas kegiatan yang direviu. report of the activity being audited.
3. Kerahasiaan 3. Confidentiality
Auditor Internal menghormati nilai dan kepemilikan Internal auditors respect the value and ownership
informasi yang diterimanya dan tidak mengungkapkan of information they receive and do not disclose the
informasi tersebut tanpa kewenangan yang sah, information without legal authority, unless required by
kecuali diharuskan oleh hukum atau profesi. law or profession.

a. Harus berhati-hati dalam menggunakan dan a. Must be careful in using and keeping information
menjaga informasi yang diperoleh selama they obtained while performing their duties.
melaksanakan tugasnya.
b. Tidak boleh menggunakan informasi untuk b. May not use information for personal gain or in any
memperoleh keuntungan pribadi atau dalam cara way that is against the law or detrimental to the
apapun yang bertentangan dengan hukum atau Company's legitimate and ethical goals.
merugikan tujuan Perusahaan yang sah dan etis.
4. Kompetensi 4. Competency
Auditor Internal menerapkan pengetahuan, kecakapan Internal auditors apply the knowledge, skills and
dan pengalaman yang diperlukan dalam memberikan experience needed in providing internal audit services.
Profil Perusahaan
Company Profile
jasa audit internal.

a. Hanya terlibat dalam pemberian jasa yang a. Only be involved in providing services that require
memerlukan pengetahuan, kecakapan dan the knowledge, skills and experience they have.
pengalaman yang dimilikinya.
b. Harus memberikan jasa audit internal sesuai b. Must provide internal audit services in accordance
dengan standar internasional praktik profesional with international standards of internal audit
audit internal. professional practice.
c. Harus senantiasa meningkatkan keahlian, c. Must always improve the expertise, effectiveness
efektivitas dan kualitas jasanya secara and quality of their services on an ongoing basis.
berkelanjutan.
PENGEMBANGAN KOMPETENSI PERSONIL INTERNAL AUDIT

Development Of The Internal Audit Personnel Competency
Perseroan senantiasa melakukan program peningkatan The Company continues to provide programs to
kompetensi personil Internal Audit dengan melakukan improve the competency of Internal Audit personnel by
program pengembangan kompetensi auditor secara conducting auditor competency development programs
sistematis dan berjenjang. Secara umum kebijakan in a systematic and tiered manner. In general, competency
pengembangan kompetensi pada tahun 2019 ditempuh development policy in 2019 was done in 2 (two) ways,
dengan 2 (dua) cara, yaitu: namely:
1. Pengembangan kompetensi pada lembaga eksternal 1. Development of competencies in external institutions

2. Pengembangan kompetensi secara internal. 2. Development of competencies internally.
Pengembangan kompetensi pada lembaga eksternal Competency development in external institutions is carried
dilakukan secara formal dalam bentuk kursus atau out formally in the form of courses or seminars/workshops
seminar/lokakarya yang berkaitan dengan masalah audit related to audit issues both conducted by the Company
baik yang dilaksanakan oleh Perseroan maupun Lembaga and other external educational institutions.
pendidikan eksternal lainnya.
Lebih rinci terkait pengembangan kompetensi Internal More details regarding internal audit competency
Audit dapat dilihat pada bagian Pendidikan dan/Atau development can be seen in the Education and/or
Pelatihan di Bab Profil Perusahaan dalam laporan Tahunan Trainings section in the Company Profile Chapter in this
ini. Annual report.
Human Capital
Modal Insani
LAPORAN SINGKAT PELAKSANAAN KEGIATAN INTERNAL AUDIT
TAHUN 2019
Brief Report of the Audit Internal Audit Activities in 2019
PROGRAM KERJA INTERNAL AUDIT Work Program of the Internal Audit

Unit Internal Audit memiliki Program Kerja Audit Tahunan The Internal Audit Unit has Annual Audit Work Program
(PKAT) setiap tahunnya yang ditetapkan oleh Direktur (PKAT) which is established annually by the President
utama. Adapun program kerja Internal Audit tahun 2019, Director. The 2019 Internal Audit work program consists
terdiri dari: of:
1. Audit Anak Perusahaan sebanyak 10 (sepuluh) kali 1. Audit of the Subsidiaries 10 (ten) times
2. Reviu sebanyak 7 (tujuh) kali 2. Review 7 (seven) times
3. Konsultansi sebanyak 5 (lima) kali 3. Consultation 5 (five) times
4. Kegiatan monitoring tindak lanjut sebanyak 15 (lima 4. Follow-up monitoring activities 15 (fifteen) times
belas) kali

METODE AUDIT Audit Method
Metode Audit yang digunakan yakni berbasis audit berbasis The method used is risk based audit with the stages of
risiko dengan tahapan kegiatan dalam melaksanakan activities in auditing as follows:
audit sebagai berikut:
a. Perencanaan audit a. Audit planning

b. Melakukan survey pendahuluan (on desk audit) b. Conducting preliminary survey (on desk audit)
c. Membuat audit program c. Making audit program

d. Pelaksanaan audit d. Audit implementation

e. Membuat kertas kerja dan laporan e. Making work sheets and reports
f. Monitoring tindak lanjut f. Follow-up monitoring
PELAKSANAAN KEGIATAN AUDIT TAHUN 2019

Implementation of Audit Activities in 2019
Selama tahun 2019 Internal Audit telah melaksanakan During 2019 the Internal Audit audited 17 (seventeen)
pemeriksaan 17 (tujuh belas) Obyek Audit. Audit tersebut Objects. The audit was conducted at the Work Units of
dilakukan pada Unit Kerja Kantor Pusat dan Anak Head Office and Subsidiaries. Monitoring of the follow-up
Perusahaan. Monitoring tindak lanjut atas Rekomendasi to the recommendations on Audit Results is carried out
Hasil Audit dilakukan melalui mekanisme rutin setiap through routine mechanisms in every Quarter.
Triwulan.
AUDIT PADA ANAK PERUSAHAAN Audit of Subsidiaries
Pelaksanaan Audit pada Anak Perusahaan dilakukan The Audit of the Subsidiaries is carried out by order of the
atas perintah Direktur Utama selaku Pemegang Saham President Director as the Majority Shareholder. The Audit
Mayoritas. Pelaksanaan Audit untuk Anak Perusahaan for Subsidiaries is carried out by forming an Audit Team.
dilakukan dengan membentuk Tim Audit.
TEMUAN DAN TINDAK LANJUT HASIL AUDIT Findings and Follow Up on Audit Results
Jumlah temuan selama tahun 2019 sebanyak 105 (seratus The number of findings in 2019 was 105 (one hundred
lima) dengan rekomendasi sebanyak 180 (seratus delapan and five) with recommendations of 180 (one hundred
puluh). Seluruh temuan dan rekomendasi yang telah and eighty). All findings and recommendations issued by
dikeluarkan oleh Internal Audit telah ditindaklanjuti. Internal Audit have been followed up.
PENILAIAN KINERJA INTERNAL AUDIT BERDASARKAN KPI

Performance Assessment of the Internal Audit Based on KPI
Penilaian kinerja Internal Audit Group berdasarkan Key The assessment of Internal Audit Group performance on
Performance Indicator (KPI) menunjukkan hasil yang the Key Performance Indicator (KPI) shows convincing
meyakinkan. Skor KPI Internal Audit Group tahun 2019 result. The Internal Audit Group KPI score in 2019 reached
mencapai 111, melebihi target/rencana yang ditetapkan 111, exceeding the target/plan set at 100. More details
sebesar 100. Lebih detail mengenai KPI Internal Audit about the Internal Audit Group KPI score can be seen in
Group dapat dilihat pada tabel berikut ini. the following table..
Profil Perusahaan
Company Profile
No Perspektif Bobot Rencana Realisasi

Perspective Weight Plan Realization
1 Customer Focus 85 85 96
2 Learning and Growth 15 15 15
Total 100 100 111
RENCANA KERJA INTERNAL AUDIT GROUP TAHUN 2020

Work Plan of the Internal Audit Group for 2020
Pada tahun 2020, Internal Audit Group telah menetapkan The Internal Audit Group has established work plans for
rencana kerja yang akan dibahas melalui sejumlah rapat. 2020 that will be discussed through a number of meetings.
Adapun rencana kerja Internal Audit Group di tahun 2020, The Internal Audit Group's work plans for 2020 includes:
antara lain:
1. Benchmark audit internal 1. Checking internal audit

2. Konsultasi unit kerja 2. Consultation with the work units

3. Sosialisasi SPIP 3. SPIP socialization

4. Survery Kepuasan Pelanggan 4. Customer Satisfaction Survey
5. Quality Assurance Review 5. Quality Assurance Review
KOMITE DI BAWAH DIREKSI
Human Capital
Modal Insani
Committees Under The Board Of Directors

Dalam menjalankan tugasnya, Direksi Jasa Marga dibantu In performing its duties, Jasa Marga’s Board of Directors
oleh Komite Manajemen Risiko dan Komite Pengarah is assisted by the Risk Management Committee and the
Teknologi Informasi. Information Technology Steering Committee.
KOMITE MANAJEMEN RISIKO

Risk Management Committee

STRUKTUR DAN KEANGGOTAAN KOMITE MANAJEMEN RISIKO
Structure and Membership of the Risk Management Committee
Berdasarkan Surat Keputusan Direksi No. 100/KPTS/2019 Based on the Board of Directors Decree No. 100/KPTS/2019
tanggal 21 Oktober 2019, susunan anggota Komite dated October 21, 2019, the composition of the Risk
Manajemen Risiko (KMR) dan Tim Sekretariat Komite Management Committee (KMR) and the Risk Management
Manajemen Risiko (TSKMR) adalah sebagai berikut: Committee (TSKMR) Secretariat Team are as follows:

A. SUSUNAN KEANGGOTAAN KOMITE A. Membership Structure of the Risk

MANAJEMEN RISIKO Management Committee
Nama Jabatan Kedudukan Dalam Komite

No
Position Title Position in the Committee
Direktur Utama Ketua Komite

1
President Director Chairperson of the Committee
Corporate Secretary Sekretariat Komite merangkap Anggota Komite

2
Corporate Secretary Chairperson of secretariat concurrently member of the Committee

Risk and Quality Management Group Head Wakil Sekretariat Komite merangkap Anggota Komite
3

Risk and Quality Management Group Head Vice Chairperson of secretariat concurrently member of the Committee
Direktur Keuangan Anggota Komite

4
Director of Finance Member of the Committee
Direktur Human Capital & Transformasi Anggota Komite

5
Director of Human Capital & Transformation Member of the Committee
Direktur Pengembangan Usaha Anggota Komite

6
Director of Business Development Member of the Committee
Direktur Bisnis Anggota Komite

7
Director of Business Member of the Committee
Direktur Operasi Anggota Komite

8
Director of Operation Member of the Committee
Internal Audit Group Head Anggota Komite (Independen)

9
Internal Audit Group Head Member of the Committee (Independent)
B. SUSUNAN KEANGGOTAAN TIM B. Membership Structure of the Risk

SEKRETARIAT KOMITE MANAJEMEN RISIKO Management Committee Secretariat Team
Kedudukan Dalam
Nama Jabatan Tim Sekretariat Komite
No.
Position Title Position in Committee’s Secretariat
Team
Ketua merangkap Anggota

1 Corporate Secretary
Chairperson concurrently member
Wakil Ketua merangkap Anggota
2 Risk and Quality Management Group Head Vice Chairperson concurrently
member
Anggota (Independen)
3 Internal Audit Group Head
Member (Independent
Corporate Secretary (Unit)
Anggota
Profil Perusahaan
Company Profile
4 Corporate Communication & Community Development Group Head

Member
Anggota
5 Procurement & Fix Asset Group Head
Member
A. Direktorat Keuangan / Directorate of Finance
Anggota
6 Corporate Planning & Portfolio Management Group Head
Member
Anggota
7 Corporate Finance Group Head
Member
Anggota
8 Accounting & Tax Group Head
Member
Anggota
4 Legal and Compliance Group Head
Member
B. Direktorat Human Capital & Transformasi / Directorate of Human Capital & Transformation
Anggota
1 Human Capital Development Group Head
Member
Anggota
2 Human Capital Services Group Head

Member
Anggota
3 Jasamarga Learning Institute Group Head
Member
Anggota
4 Coordinator Strategic Transformation Office
Member
C. Direktorat Pengembangan Usaha / Direktorat Pengembangan Usaha / Directorate of Business Development
Anggota
1 Engineering Planning Group Head
Member
Anggota
2 Toll Road Business Development Group Head
Member
D. Direktorat Bisnis / Directorate of Business Affairs
Anggota
1 Information Technology Group Head
Member
Anggota
2 Regional Jasamarga Metropolitan Tollroad Division Head
Member
Anggota
3 Regional Jasamarga Transjawa Tollroad Division Head
Member
Anggota
4 Regional Jasamarga Nusantara Tollroad Division Head
Member
E. Direktorat Operasi / Directorate of Operations
Anggota
1 Operation and Maintenance Management Group Head
Member
Human Capital
Modal Insani
Pada 31 Desember 2019, keanggotaan Komite Manajemen As of December 31, 2019, the number the Risk
Risiko berjumlah 9 (sembilan) orang. Sementara Management Committee members was 9 (nine) people.
keanggotaan Tim Sekretariat Manajemen Risiko berjumlah While the number of the Risk Management Secretariat
20 (dua puluh) orang. Team members was 20 (twenty) people.
KEDUDUKAN KOMITE MANAJEMEN RISIKO DALAM STRUKTUR TATA

KELOLA

Status of the Risk Management Committee in the Governance Structure
Dalam struktur Tata Kelola Perseroan, kedudukan Komite In the structure of the Corporate Governance, the position
Manajemen Risiko berada di bawah Direksi dan langsung of the Risk Management Committee is under the Board
bertanggung jawab kepada Direksi. of Directors and is directly responsible to the Board of
Directors.
Kedudukan Komite Manajemen Risiko

Position of the Risk Management Committee

Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris
Direksi

Board of
Board of Directors
Commissioners

Komite Pengarah
Komite audit Komite Manajemen
Komite Nominasi, Internal Audit Teknologi Informasi
Audit Committee Secretary Resiko
Remunerasi dan Group Information
Corporate Risk Management
resiko Internal Audit Technology Steering
Secretary Committee
Nomination, Group Committee
Corporate
Remuneration and
Risk Committee
Risk and Quality Corporate

Management Group Finance Group
Investor
• Risk Management
Relations
• Governance and
Investor
Compliance
Relations
• Risk Management
• Governance and
Compliance
PIHAK YANG MENGANGKAT DAN MEMBERHENTIKAN KETUA KOMITE

MANAJEMEN RISIKO
Party Who Appointeds and Dismisses the Information Technology Steering

Committee Chairman
tanggal 21 Oktober 2019, Ketua Komite Manajemen dated October 21, 2019, the Chairperson of the Risk
Risiko diangkat dan diberhentikan oleh Direksi. Management Committee is appointed and dismissed by
the Board of Directors.
URAIAN FUNGSI KOMITE MANAJEMEN RISIKO

Competency Development for the Information Technology Steering Committee
A. Functions of the Risk Management

Profil Perusahaan
Company Profile
A. FUNGSI KOMITE MANAJEMEN RISIKO

Committee
1. Menetapkan konteks risiko strategis berupa: 1. Establishing the context of strategic risks in the form
of:
a. Menetapkan sumber risiko-risiko eksternal strategis a. Determining sources of strategic external risks
b. Menetapkan sumber risiko-risiko internal strategis b. Determining sources of strategic internal risks
2. Menetapkan Kebijakan Sistem Manajemen Risiko 2. Establishing Risk Management System Policy
3. Menetapkan Pedoman Sistem Manajemen Risiko 3. Establishing Risk Management System Guidelines
4. Menetapkan Kriteria Risiko Strategis berupa: 4. Establishing Strategic Risk Criteria in the form of:
a. Menetapkan jenis risiko a. Determining the types of risks
b. Menetapkan atribut dan sub atribut risiko b. Determining risk attributes and sub attributes
c. Menetapkan sifat risiko c. Determining the nature of risk
d. Menetapkan selera risiko (risk appetite) d. Determining risk appetite
e. Menetapkan batas toleransi risiko (risk tolerance) e. Set risk tolerance limits
5. Melakukan Asesmen Risiko dengan tahapan sebagai 5. Conducting Risk Assessment with the following stages:
berikut: a. The strategic risk analysis process is in the form of

a. Proses analisis risiko strategis berupa membuat making reports of Extreme, High, Moderate, Low
laporan analisis tingkat risiko strategis Ekstrem, and Very Low strategic risk level analysis
Tinggi, Moderat, Rendah dan Sangat Rendah b. The strategic risk evaluation process is:
b. Proses evaluasi risiko strategis yaitu: 1) Comparing with the criteria
1) Membandingkan dengan kriteria 2) Identification and assessment of other
2) Identifikasi dan asesmen alternatif lain alternatives
3) Memutuskan tipe respons 3) Deciding the response type
4) Menetapkan prioritas 4) Establishing priorities
5) Menyusun profil risiko korporat 5) Developing corporate risk profiles
6) Melakukan evaluasi terhadap realisasi tindak 6) Evaluating the realization of protective
lindung dengan profil risiko korporat measures for each corporate risk profile
6. Menetapkan hasil pengukuran maturitas implementasi 6. Determining the results of measuring the maturity of
Manajemen Risiko di lingkungan Jasa Marga Group the implementation of Risk Management within the
Jasa Marga Group
B. FUNGSI TIM SEKRETARIAT KOMITE B. Functions of the Secretariat of the Risk

MANAJEMEN RISIKO Management Committee
1. Mengusulkan konteks risiko berupa: 1. Proposing risk context in the form of:
a. Mengusulkan sumber risiko-risiko eksternal a. a. Proposing external sources of risks
b. Mengusulkan sumber risiko-risiko internal b. b. Proposing sources of internal risks
Human Capital
Modal Insani
2. Mengusulkan Kebijakan dan Prosedur Sistem 2. Proposing Risk Management System Policies and
Manajemen Risiko. Procedures.
3. Mengusulkan kriteria risiko berupa: 3. Proposing risk criteria in the form of:
a. Mengusulkan jenis risiko a. Proposing types of risks
b. Mengusulkan atribut risiko b. Proposing risk attributes
c. Mengusulkan sifat risiko c. Proposing the nature of risk
d. Mengusulkan selera risiko (risk appetite) d. Proposing risk appetite

e. Mengusulkan batas toleransi risiko (risk tolerance) e. Proposing risk tolerance limits
4. Melakukan evaluasi monitoring tindak lindung risiko 4. Evaluating the monitoring of risk protection measures
terhadap Profil Risiko Korporat setiap waktu dan against the Corporate Risk Profiles at all times and
melaporkannya kepada Komite Manajemen Risiko. report it to the Risk Management Committee.
5. Menangani risiko dengan: 5. Dealing with the risks by:
a. Seleksi alternatif penanganan risiko dan a. Alternative selection of risk management and
menghitung kerugian bila risiko terjadi calculating losses if risks occur
b. Menyiapkan dan mengimplementasikan rencana b. Preparing and implementing risk management
penanganan risiko berupa: plan in the form of:
1) Menyusun rencana program dan jadwal 1) Developing program plans and handling

penanganan schedule
2) Menyusun prioritas penanganan 2) Establishing priority of handling
3) Menghitung dampak dan frekuensi risiko 3) Calculating the impact and frequency of risks
4) Memonitor dan evaluasi sisa risiko setelah 4) Monitoring and evaluating the remaining risks
ditangani after being handled
6. Melakukan evaluasi terhadap hasil pengukuran 6. Evaluating the results of measuring the maturity of the
kematangan implementasi Manajemen Risiko di Jasa implementation of Risk Management in Jasa Marga
Marga Group. Group.

PENGEMBANGAN KOMPETENSI KOMITE MANAJEMEN RISIKO

Competency Development for the Risk Management Committee
Sepanjang tahun 2019, peningkatan kompetensi Throughout 2019, the competency improvement of Risk
manajemen risiko komite dilakukan melalui kegiatan Management Committee was carried out through internal
sharing session internal Executive Meeting dan kegiatan Executive Meeting sharing sessions and external activities
eksternal Forum Diskusi Manajemen Risiko BUMN. of the SOEs Risk Management Discussion Forum. The
Executive Meeting dengan tema “Better Implementation Executive Meeting with the theme "Better Implementation
of Risk Management” diselenggarakan pada 21 Oktober of Risk Management" was held on October 21, 2019 while
2019 sedangkan Forum Diskusi Manajemen Risiko BUMN the SOEs Risk Management Discussion Forum with the
dengan tema “Risiko Pembentukan Holding Company” theme "The Risks of Holding Company Establishment" on
pada 21 Februari 2019. Kegiatan sharing session ini February 21, 2019. The sharing session presented speakers
menghadirkan narasumber profesional manajemen of risk management professionals to get information
risiko untuk mendapatkan informasi terkait best practice related to best practices in risk management. In 2020, the
manajemen risiko. Pada tahun 2020, pengembangan competency development is planned to be done through
kompetensi rencananya akan dilaksanakan melalui special risk management training programs.
program pelatihan khusus manajemen risiko.
SERTIFIKASI PERSONIL KOMITE MANAJEMEN RISIKO

Certification of the Risk Management Committee Personnel
Hingga akhir Desember 2019, belum terdapat kegiatan Until the end of December 2019, there had been no
sertifikasi bagi anggota Komite Manajemen Risiko. Akan certification activities for the members of the Risk
tetapi, Perseroan telah mencanangkan sertifikasi bagi para Management Committee. However, the Company had
anggota Komite Manajemen Risiko pada tahun 2020. planned certification for members of the Risk Management
Committee in 2020.
PELAKSANAAN TUGAS KOMITE MANAJEMEN RISIKO TAHUN 2019

Implementation of the Risk Management Committee Duties in 2019
Pada tahun 2019, KMR dan TSKMR telah melaksanakan In 2019, the KMR and TSKMR have carried out their duties
tugasnya melalui pertemuan dengan agenda yaitu review through meetings with the agenda of reviewing the policy
kebijakan dan tim strategis manajemen risiko Perseroan, and strategic team of the Company’s risk management,
monitoring profil risiko korporat, monitoring rencana monitoring the corporate risk profiles, monitoring the
pengelolaan risiko, pembahasan aksi korporasi/rencana risk management plans, discussing the corporate actions/
strategis Perusahaan dan evaluasi hasil pengukuran corporate strategic plans and evaluating the results of
maturitas manajemen risiko korporat terintegrasi. measurement of integrated corporate risk management
maturity.
Selama 2019, KMR dan TSKMR melaksanakan rapat During 2019, the KMR and TSKMR held 4 (four) meetings.
sebanyak 4 (empat) kali. Pelaksanaan Rapat KMR dan The KMR and TSKMR Meetings in 2019 are as follows:
TSKMR pada tahun 2019 adalah sebagai berikut:
Profil Perusahaan
Company Profile
Tabel Pelaksanaan Rapat Komite Manajemen Risiko dan Tim Sekretariat Komite Manajemen Risiko Tahun 2019
Table of Meetings of Risk Management Committee and Risk Management Committee Secretariat Team in 2019
Tanggal (tgl/bln/thn) Agenda

No.
Date (dd/mm/yyyy) Agenda
1. Pembahasan Profil Risiko Korporat Tahun 2019

2. Pembahasan Program Strategis dan Aksi Korporasi
1 10/04/2019
1. Discussion on Corporate Risk Profiles Year 2019
2. Discussion on Strategic Programs and Corporate Actions
Evaluasi Monitoring Pengelolaan Risiko Perusahaan

2 18/07/2019
Evaluation of Company Risk Management Monitoring
Pembahasan Profil Risiko Korporat Tahun 2019-2010

3 26/08/2019
Discussion on Corporate Risk Profiles in 2019-2020
1. Perubahan Keputusan Direksi tentang Komite Manajemen Risiko dan Tim Sekretariat Komite Manajemen
Risiko
2. Pembahasan Profil Risiko Korporat Tahun 2019-2020
3. Evaluasi Kajian Risiko / Rencana Pengelolaan Risiko Khusus
4. Pengukuran Maturitas Manajemen Risiko Tahun 2019

4 27/11/2019
1. Changes to the Board of Directors Decree regarding the Risk Management Committee and the Risk
Management Committee Secretariat Team
2. Discussion on Corporate Risk Profiles 2019-2020
3. Risk Evaluation/Special Risk Management Plan
4. Measurement of Risk Management Maturity in 2019
RENCANA KERJA KOMITE MANAJEMEN RISIKO TAHUN 2020

Assessment of the Risk Management Committee Performance Based on KPI
Komite Manajemen Risiko dan Tim Sekretariat Komite The Risk Management Committee and the Risk
Manajemen Risiko berencana melaksanakan pertemuan Management Committee Secretariat Team plans to hold
minimal 3 (tiga) kali dalam setahun. Pertemuan ini meetings at least 3 (three) times a year. This meetings
membahas terkait pengelolaan sistem manajemen risiko di discuss the risk management system within the Company
lingkungan Perseroan yang melibatkan seluruh Unit Kerja. which involves all Work Units.
KOMITE PENGARAH TEKNOLOGI INFORMASI
Human Capital
Modal Insani
Information Technology Steering Committee

STRUKTUR DAN KEANGGOTAAN KOMITE PENGARAH TEKNOLOGI
INFORMASI
Structure and Membership of Information Technology Steering Committee
tanggal 09 Januari 2019, susunan anggota Komite dated January 9, 2019, the composition of the Information

Pengarah Teknologi Informasi (IT Steering Committee) Technology Steering Committee (IT Steering Committee) is

adalah sebagai berikut: as follows:
Jabatan Kedudukan Dalam Komite

Position Position in the Committee
Direktur Bisnis Ketua Komite

Director of Business Chairman of Committee

Sekretaris Komite Merangkap Anggota
Information Technology Group Head
Secretary concurrently Member of Committee
Anggota Komite
Operation Management Group Head
Member of Committee
Anggota Komite
Maintenance Management Group Head
Member of Committee

Anggota Komite
Corporate Planning and Portfolio Management Group Head
Member of Committee
Anggota Komite
Procurement and Fix Asset Group Head
Member of Committee
Anggota Komite
Accounting and Tax Group Head
Member of Committee
Anggota Komite
Human Capital Development Group Head
Member of Committee
STRUKTUR DAN KEANGGOTAAN KOMITE PENGARAH TEKNOLOGI

INFORMASI
Structure and Membership of Information Technology Steering Committee
Rapat Umum Pemegang Saham

General Meeting of Shareholders
Dewan Komisaris Direksi

Board of Commissioners Board of Directors
Komite audit Komite Nominasi, Komite Manajemen Komite Pengarah

Remunerasi dan Internal Audit Secretary Resiko Teknologi Informasi
Audit Committee
resiko Group Corporate Risk Management Komite Pengarah
Nomination, Internal Audit Secretary Committee Teknologi Informasi
Remuneration and Group Corporate
Risk Commi
Profil Perusahaan
Company Profile

Investor
• Risk Management
Relations
• Governance and
Investor
Compliance
Relations
• Risk Management
• Governance and
Compliance
PIHAK YANG MENGANGKAT DAN MEMBERHENTIKAN KETUA KOMITE

PENGARAH TEKNOLOGI INFORMASI
Party Who Appointeds and Dismisses the Information Technology Steering
Committee Chairman
Merujuk pada Surat Keputusan Direksi No. 08/KPTS/2019 Referring to the Board of Directors Decree No. 08/
tanggal 09 Januari 2019, Ketua Komite Pengarah KPTS/2019 dated January 9, 2019, the Chairman of the
Teknologi Informasi diangkat dan diberhentikan oleh Information Technology Steering Committee is appointed
Direktur Utama. and dismissed by the President Director.
PENGEMBANGAN KOMPETENSI KOMITE PENGARAH TEKNOLOGI

INFORMASI
Competency Development for the Information Technology Steering Committee
Selama tahun 2019, belum terdapat program In 2019, there was no competency development/
pengembangan kompetensi/pelatihan bagi anggota training program for Information Technology Steering
Komite Pengarah Teknologi Informasi. Kendati demikian, Committee members. However, the Company has
Perseroan telah menyusun program pengembangan prepared a program of competency development for
kompetensi bagi para anggota Komite Pengarah Teknologi members of the Information Technology Steering
Informasi pada tahun 2020. Committee in 2020.
Human Capital
Modal Insani
TUGAS DAN TANGGUNG JAWAB KOMITE PENGARAH TEKNOLOGI
INFORMASI
Duties and Responsibilities of the Information Technology Sttering Committee
Tugas dan tanggung jawab IT Steering Committee adalah: The duties and responsibilities of the IT Steering Committee
are:

1. Menyelaraskan Strategi TI dan Bisnis (Strategic 1. Aligning IT and Business Strategy (Strategic Alignment),

Alignment), melalui arahan strategis dan keputusan through strategic directions and decisions related to
terkait program implementasi TI/solusi TI yang sejalan IT implementation programs/IT solutions that are in
dengan strategi, tujuan dan prioritas bisnis Perusahaan. line with the Company's business strategy, goals and
priorities.
2. Mereview dan memberikan persetujuan atas rencana- 2. Reviewing and approving plans related to IT in order to
rencana terkait TI agar dapat memberikan manfaat provide benefits according to the plans (value delivery),
sesuai rencana (value delivery), di antaranya: including:
• Master Plan Teknologi Informasi. • Master Plan of Information Technology.
• Hasil review masterplan TI. • Results of IT master plan review .
• Rencana Kerja Anggaran Perusahaan (RKAP) TI. • Corporate Work Plan and Budget (RKAP) in IT.

3. Mereview dan memberikan persetujuan terkait Tata 3. Reviewing and providing approval regarding IT
Kelola TI di antaranya: Governance including:
• Kebijakan Tata Kelola TI dan Data. • IT and Data Governance Policy.
• Pedoman Tata Kelola TI dan Data. • Guidelines for IT and Data Governance.
4. Mengevaluasi pencapaian kinerja (Performance 4. Evaluating the performance measurement, and IT
Measurement), dan kepatuhan TI yang meliputi: compliance which includes:
• Progres inisiatif-inisiatif TI yang bersifat strategis, • Progress of strategic IT initiatives, including the
termasuk penetapan resolusi permasalahan determination of problem resolution
• Tingkat kepatuhan, kematangan atau kapabilitas • The level of compliance, maturity or capability of IT

tata kelola TI dan data and data governance

• Pencapaian benefit dari inisiatif-inisiatif strategis TI • Achieving benefits from IT strategic initiatives
5. Menjaga aset TI dari kejadian yang tidak diinginkan 5. Keeping IT assets from unwanted events (Risk
(Risk Management) demi keberlangsungan operasional Management) for the sake of the Company's business
bisnis perusahaan. operations.
PELAKSANAAN TUGAS KOMITE PENGARAH TEKNOLOGI INFORMASI

TAHUN 2019
Implementation of the Information Technology Steering Committee Duties in 2019
Rapat Komite Pengarah Teknologi Informasi membahas The Information Technology Steering Committee has held
hal-hal terkait strategis TI Perseroan antara lain: meetings discussing matters related to the Company’s IT
strategy, including:
1. Strategi IT dan Bisnis (Strategic Alignment) program 1. IT and Business Strategy (Strategic Alignment) of IT/
implementasi TI/Solusi TI yang sejalan dengan strategi, IT Solution implementation programs that are in line
tujuan, dan prioritas bisnis Perseroan. with the Company’s business strategy, objectives and
priorities.
2. Pengelolaan TI Perseroan yang sesuai dengan Master 2. Management of the Company's IT in accordance with
Plan dan Tata Kelola TI. the Master Plan and IT Governance.
3. Pengawasan terhadap proses dan kinerja TI 3. Periodic monitoring of IT processes and performance.
(Performance Measurement) secara periodik.
RENCANA KERJA KOMITE PENGARAH TEKNOLOGI INFORMASI TAHUN

2020
Work Plans of the Information Technology Steering Committee for 2020
Pada tahun 2020, Komite Pengarah Teknologi Informasi The Information Technology Steering Committee has
telah menetapkan rencana kerja yang akan dibahas melalui established work plans for 2020 that will be discussed
sejumlah rapat. Adapun rencana kerja Komite Pengarah through a number of meetings. The Information
Teknologi Informasi di tahun 2020 antara lain: Technology Steering Committee work plans for 2020
includes:
1. Assessment maturitas teknologi informasi 1. Assessment of information technology maturity.

2. Review atas rencana-rencana terkait teknologi 2. Reviewing the plans related to information technology
informasi sesuai dengan Masterplan Teknologi in accordance with the Information Technology Master
Informasi dan Tata Kelola Teknologi Informasi Plan and Information Technology Governance.
3. Evaluasi pencapaian kinerja dan kepatuhan teknologi 3. Evaluateing the achievement of information technology
informasi terkait inisiatif-inisiatif strategis Teknologi performance and compliance related to Information
Profil Perusahaan
Company Profile
Informasi Technology strategic initiatives.

INFORMASI PEMEGANG SAHAM UTAMA DAN
Human Capital
Modal Insani
PENGENDALI
Information on Major and Controlling Shareholders

Pemegang Saham Utama Perseroan adalah Pemerintah The Company’s Majority Shareholder is the Government
Republik Indonesia yang memiliki 5.080.509.840 lembar of the Republic of Indonesia, which has 5,080,509,840
saham atau 70% saham Perseroan. Dengan demikian, shares or 70% of the Company’s shares. Accordingly,
Perseroan tidak memiliki Pemegang Saham Utama the Company does not have Individual Major Controlling
Pengendali Individu. Lebih rinci tentang Komposisi Shareholders. More details about the Composition of the
Pemegang Saham Perseroan dapat dilihat pada Bab Profil Company’s Shareholders can be seen in the Corporate
Perusahaan dalam Laporan Tahunan ini. Profile Chapter in this Annual Report.

PT Jasa Marga (Persero) Tbk.
Kepemilikan Kepemilikan

Ownership Ownership
Negara Republik Indonesia Publik

Republic of Indonesia Public

Perseroan menjamin perlakuan yang sama terhadap The Company guarantees equal treatment to all
seluruh Pemegang Saham, termasuk Pemegang Saham Shareholders, including Minority and Foreign Shareholders.
Minoritas dan Asing. Selain memberikan perlakuan yang In addition to providing fair treatment of shares in a class,
adil terhadap saham-saham yang berada dalam satu kelas, prohibiting insider trading and self-dealing practices, the
melarang praktik-praktik insider trading dan self-dealing, Company also recognizes the rights of stakeholders, as
Perseroan juga mengakui hak-hak stakeholders, seperti stipulated in the Law, and encourages active cooperation
ditentukan dalam Undang- Undang, dan mendorong kerja between Jasa Marga with these stakeholders.
sama yang aktif antara Jasa Marga dengan para Pemangku
Kepentingan tersebut.
AKUNTAN PUBLIK
Public Accountant
Fungsi pengawasan independen terhadap aspek keuangan The function of independent oversight of the financial
Perseroan dilakukan dengan melaksanakan pemeriksaan aspects of the Company is carried out in External Audit
Audit Eksternal yang dilakukan oleh Kantor Akuntan conducted by the Public Accountant Office (KAP). The
Publik (KAP). Auditor Eksternal yang memeriksa laporan external auditors examining Jasa Marga's financial
keuangan Jasa Marga tahun buku 2019 ditetapkan statements for the fiscal year 2019 were determined
melalui RUPS Tahunan berdasarkan rekomendasi dari through the Annual GMS based on recommendations from
Dewan Komisaris dan Komite Audit. Proses pemilihannya the Board of Commissioners and the Audit Committee.
dilakukan sesuai dengan mekanisme pengadaan barang The selection process was performed in accordance
dan jasa yang berlaku. Untuk menjamin independensi with the applicable mechanism of goods and services
dan kualitas hasil pemeriksaan, Auditor Eksternal yang procurement. To guarantee the independence and quality
ditunjuk tidak boleh memiliki benturan kepentingan of the examination results, the appointed External Auditor
dengan Perseroan. cannot have a conflict of interest with the Company.
PENERAPAN FUNGSI AUDIT EKSTERNAL

Application of External Audit Function
Profil Perusahaan
Company Profile
Selain Audit Internal, Jasa Marga juga diawasi oleh In addition to Internal Audit, Jasa Marga is also supervised
auditor eksternal (KAP) serta Otoritas Jasa Keuangan. by an external auditor (KAP) and the Financial Services
Dalam penggunaan Auditor Eksternal, Perseroan Authority. In the use of External Auditors, the Company
mengacu pada Peraturan Otoritas Jasa Keuangan Nomor refers to the Financial Services Authority Regulation
13/POJK.03/2017. Aturan tersebut menyebutkan, Number 13/POJK.03/2017. The regulation states that
penggunaan jasa audit atas informasi keuangan historis the use of audit services on the annual historical financial
tahunan dari Akuntan Publik yang sama paling lama untuk information from the same Public Accountant at the most
periode audit selama 3 (tiga) tahun buku pelaporan secara for the period of 3 (three) consecutive fiscal years.
berturut-turut.
PENUNJUKAN AKUNTAN PUBLIK

Appointment of Public Accountant
Dalam RUPS Tahunan pada tanggal 6 Mei 2019, Dewan In the Annual General Meeting of Shareholders on
Komisaris mengusulkan untuk Menunjuk Kantor Akuntan May 6, 2019, the Board of Commissioners proposed to
Publik (KAP) Tanudiredja, Wibisana, Rintis & Rekan (firma Appoint the Public Accounting Firm (KAP) Tanudireja,
anggota dari jaringan global PwC/PricewaterhouseCoopers) Wibisana, Rintis & Rekan (member of the global network
untuk melakukan audit Laporan Keuangan Konsolidasian PwC/PricewaterhouseCoopers) to audit the Company’s
Perseroan dan Laporan Keuangan Pelaksanaan Program Consolidated Financial Statements and the Financial
Kemitraan dan Bina Lingkungan (PKBL) Perseroan untuk Statements of the Implementation of the Partnership
tahun buku yang berakhir tanggal 31 Desember 2019, dan and Community Development Program (PKBL) for the
mendapat persetujuan dari RUPS. Proses penunjukan dan fiscal year ending on December 31, 2019, and received
besaran biaya jasa KAP PwC telah melalui rekomendasi approval from the GMS. The appointment process and the
Komite Audit. determination of PwC KAP service fee have been through
the recommendation of the Audit Committee.
Berdasarkan Keputusan RUPS Tahunan tersebut, Dewan Based on the Annual GMS Resolution, the Board of
Komisaris diberi kuasa untuk menetapkan biaya dan Commissioners is authorized to determine the fees and
persyaratan lainnya bagi Kantor Akuntan Publik tersebut, other requirements for the Public Accounting Firm, as well
serta menetapkan Kantor Akuntan Publik Pengganti. as determine the Replacement of Public Accounting Firm.
Sehubungan dengan adanya perbedaan pandangan Due to differences in views between the Company and
antara Perseroan dengan KAP PwC terhadap perlakuan KAP PwC regarding accounting treatment of new funding
akuntansi atas skema transaksi pendanaan baru yang transaction schemes that have been audited in previous
telah diaudit pada tahun-tahun sebelumnya, Perseroan years, the Company appointed Public Accounting Firms
menunjuk Kantor Akuntan Publik (KAP) Purwantono, (KAP) Purwantono, Sungkoro & Surja (global firm affiliation
Sungkoro & Surja (afiliasi firma global Ernst and Young - Ernst and Young - EY) to replace KAP PwC stipulated in
EY), menggantikan KAP PwC, sebagaimana Surat Perintah Work Order No. BA. PW02.53 dated January 17, 2020.
Mulai Kerja No. BA. PW02.53 tanggal 17 Januari 2020.
Human Capital
Modal Insani
Proses penunjukan dan besaran biaya jasa KAP EY telah The appointment process and the determination of KAP
melalui rekomendasi Komite Audit. Penunjukan KAP EY EY service fee have been through the recommendation
juga telah memperoleh persetujuan Menteri BUMN selaku of the Audit Committee. The appointment of KAP EY has
Pemegang Saham Seri A Dwiwarna melalui Surat No. S-46/ also obtained the approval of the Minister of SOEs as the
MBU/01/2020 tanggal 17 Januari 2020. Dwiwarna Series A Shareholder through Letter No. S-46/
MBU/01/2020 dated January 17, 2020.
STRUKTUR TIM KANTOR AKUNTAN PUBLIK

Structure of the Public Accountant Office Team
Struktur tim KAP untuk periode tahun buku 2019 adalah The KAP team structure for the 2019 fiscal year period is
sebagai berikut: as follows:
Struktur Tim KAP Tahun Buku 2019

Structure of KAP Team for 2019 Fiscal Year

Engagement Quality Reviewer Engagement & Signing Partner FAIT Partner
BENEDIKTO SALIM SAID AMRU MONIKA PRASODJO
Quality Assurance FAIT Senior Manager
MA CYNTHIA D BALEN KARI PURBA

Technical Reviewer FAIT Assurance Partner

ZEFRI WALDI YONATHAN B SETIAWAN
Forensic Partner Tax Partner
S. ALEXANDER B. P. SIANTURI Senior Manager IMAN SANTOSO
NAJIB HELMI
Forensic Senior Manager Tax Associate Director
DONNA SALAKI ROY B. SIBUEA
Manager Manager Manager
DENY MUSTAFA MELIA FITRI ELIAS SISWANTO
PROFESSIONAL AND SUPPORTING PERSONNEL
KANTOR AKUNTAN PUBLIK, NAMA AKUNTAN, BIAYA DAN IZIN AKUNTAN PUBLIK
PERIODE 5 TAHUN TERAKHIR
Public Accountant Office, Accountant Names, Fees and Public

Accountant Licenses in 5 Last Year Period

Tabel Kantor Akuntan Publik, Nama Akuntan, Biaya dan Izin Akuntan Publik 2015-2019
Table of Public Accounting Firms, Accountant Names, Fees and Licenses of Public Accountants in 2015-2019
Nama Kantor
Akuntan Publik Nama Akuntan (Partner Biaya Jasa Audit Izin KAP
Tahun (KAP) Periode KAP Penanggung Jawab) Periode Akuntan (Rp) Public
Year Name of Public KAP Period Names of Accountant Accountant Period Audit Service Fee Accountant
Accountant Office (Partner in Charge) (Rp) License
(KAP)
Purwantono, Sungkoro Periode ke-5** Periode ke-2

Profil Perusahaan
Company Profile
2019 & Surja (Ernst & Said Amru 3.410.077.700 AP.1294

Young) 5th Period** 2nd Period
Purwantono, Sungkoro Periode ke-4 * Periode ke-1

2018 & Surja (Ernst & Said Amru 1.737.600.000 AP.1294
Young) 4th Period* 1st Period
Purwantono, Sungkoro Periode ke-3 Periode ke-1

2017 & Surja (Ernst & Agung Purwanto 1.925.000.000 AP.0687
Young) 3rd Period 1st Period

2016 & Surja (Ernst & Tjoa Tjek Nien, CPA 1.925.000.000 AP.1175
Young) 2nd Period 1st Period

2015 & Surja (Ernst & E. Batara Manurung, CPA 1.925.000.000 AP.0693
Young) 1st Period 1st Period
Keterangan / Note:
* KAP pengganti KAP Satrio Bing Eny & Rekan (Deloitte) sehubungan dengan adanya sanksi terhadap KAP Satrio Bing Eny & Rekan (Deloitte) dari Otoritas
Jasa Keuangan.
** KAP Pengganti Tanudireja, Wibisana, Rintis & Rekan (jaringan global PwC) sehubungan adanya perbedaan pandangan antara Perseroan dengan KAP PwC
terhadap perlakuan akuntansi atas skema transaksi pendanaan baru yang telah diaudit pada tahun-tahun sebelumnya.
* Replacement for KAP Satrio Bing Eny & Partners (Deloitte) in connection with the sanctions against KAP Satrio Bing Eny & Partners (Deloitte) from the
Financial Services Authority.
** Replacement for Tanudireja, Wibisana, Rintis & Partners (PwC’s global network) due to differences in views between the Company and KAP PwC regarding
accounting treatment of new funding transaction schemes that have been audited in previous years.
BIAYA JASA AUDIT

Audit Service Fees
Total biaya yang dikeluarkan Perseroan untuk seluruh jasa The total fee paid by the Company for all services provided
yang diberikan oleh KAP EY untuk tahun 2019 sebesar by KAP EY for 2019 amounted to Rp3,410,077,700 (three
Rp3.410.077.700,- (tiga miliar empat ratus sepuluh juta billion four hundred ten million seventy-seven thousand
tujuh puluh tujuh ribu tujuh ratus rupiah) sudah termasuk seven hundred rupiah) including VAT and excluding Out of
PPN dan belum termasuk Out of Pocket Expenses (OPE). Pocket Expenses (OPE). The appointment process and the
Proses penunjukan dan besaran biaya tersebut sudah fee determination were based on the recommendation of
berdasarkan rekomendasi Komite Audit. the Audit Committee.
Human Capital
Modal Insani
JASA LAIN YANG DIBERIKAN AKUNTAN
Other Services Provided by the Accountant
Selain jasa audit atas Laporan Keuangan Konsolidasian In addition to auditing services on the Consolidated
dan Entitas Anak serta Laporan Keuangan PKBL untuk Financial Statements of the Company and its Subsidiaries
tahun buku yang berakhir tanggal 31 Desember 2019, as well as PKBL Financial Statements for the fiscal year
lingkup audit yang dilakukan KAP mencakup: ending December 31, 2019, the scope of audits conducted

by KAP includes:

1. Pelaporan atas Kepatuhan PT Jasa Marga (Persero) Tbk 1. Reporting on PT Jasa Marga (Persero) Tbk's compliance
terhadap perundang-undangan dan peraturan lainnya with laws and other regulations that apply to Fiscal
yang berlaku untuk Tahun Buku 2019. Year 2019.
2. Pelaporan atas Kepatuhan PT Jasa Marga (Persero) 2. Reporting on PT Jasa Marga (Persero) Tbk's compliance
Tbk terhadap Sistem Pengendalian Intern Perusahaan with the Company's Internal Control System for Fiscal
untuk Tahun Buku 2019. Year 2019.
3. Penelaahan atas sistem Teknologi Informasi dalam 3. Review on the Information Technology in the
sistem transaksi pendapatan tol PT Jasa Marga transaction service system on toll roads of PT Jasa
(Persero) Tbk. Marga (Persero) Tbk.

KOORDINASI AUDITOR EKSTERNAL DAN KOMITE AUDIT
Coordination of External Auditors and Audit Committee
Jasa Marga selalu berupaya meningkatkan komunikasi Jasa Marga always strives to improve communication
antara KAP, Komite Audit, dan Manajemen untuk dapat between KAP, Audit Committee, and Management to
meminimalisir kendala-kendala yang terjadi selama proses be able to minimize obstacles that occur during the audit
audit berlangsung. Agar proses audit sesuai dengan process. To make the audit process in accordance with

Standar Profesional Akuntan serta perjanjian kerja dan Professional Accountant Standards, work agreement,

ruang lingkup audit yang telah ditetapkan dan selesai predetermined scope of the audit, and completion in
sesuai dengan target waktu yang telah ditetapkan, secara accordance with the predetermined time target, meetings
rutin dilakukan pertemuan-pertemuan yang membahas are held routinely to discuss some important significant
beberapa permasalahan penting yang signifikan. issues.
MANAJEMEN RISIKO
Risk management
Dalam menjalankan kegiatan usaha, Perseroan In performing business activities, the Company realizes
menyadari bahwa risiko merupakan bagian yang tidak that risks are an inseparable part in each of its operational
terpisahkan dalam setiap kegiatan operasionalnya dan activities and can affect the Company's business results
dapat mempengaruhi hasil usaha dan kinerja Perseroan. and performance. Considering that the toll road business
Mengingat bisnis jalan tol merupakan investasi besar is a large investment with long-term returns and has
dengan pengembalian jangka panjang dan memiliki high uncertainties during the construction and operation
ketidakpastian tinggi selama masa pembangunan serta period, the application of risk management is increasingly
pengoperasiannya, maka penerapan manajemen risiko important for Jasa Marga's steps in conducting its business.
menjadi semakin penting bagi gerak langkah Jasa Marga
dalam menjalankan usahanya.
Manajemen risiko membantu pengambilan keputusan Risk management helps decision making by considering
dengan mempertimbangkan ketidakpastian dan uncertainty and its effect on achieving the Company's
pengaruhnya terhadap pencapaian tujuan strategis strategic objectives. Recognizing the risks faced, the
Perseroan. Menyadari akan risiko-risiko yang dihadapi, Company proactively strives to improve its risk management
Perseroan secara proaktif berusaha untuk meningkatkan capabilities. To be able to gain legitimacy throughout the
kemampuan manajemen risiko di Perseroan. Untuk dapat organization, the policy of implementing risk management
memperoleh legitimasi di seluruh organisasi, kebijakan needs to be affirmed through management commitment
Profil Perusahaan
Company Profile
penerapan manajemen risiko perlu ditegaskan melalui that is adjusted to the applicable rules.
komitmen manajemen yang disesuaikan dengan aturan
yang berlaku.
KEBIJAKAN MANAJEMEN RISIKO

Risk Management Policy
Direksi menetapkan Kebijakan Manajemen Risiko The Board of Directors sets the Risk Management Policy
sebagai acuan dalam mencapai Sasaran Jangka Panjang as a reference in achieving the Company’s Long-Term
Perusahaan dan Manual Manajemen Risiko sebagai wujud Goals and the Risk Management Manual as a form of
komitmen untuk penerapan manajemen risiko di seluruh commitment to the implementation of risk management
organisasi secara luas dan terintegrasi, dalam rangka throughout the organization broadly and integratedly, in
menunjang kepastian pencapaian Sasaran Jangka Panjang order to support the certainty of achieving the Company’s
Perusahaan, serta memberikan kerangka penerapan Long-Term Goals, as well as providing a framework
manajemen risiko secara sistematis dan terukur sesuai for implementing risk management systematically and
persyaratan internasional. measuredly according to international requirements.

Sejak tahun 2007, Jasa Marga telah menerapkan The Risk Management Policy and Risk Management
Sistem Manajemen Risiko yang berbasis pada standar Manual within the Company uses ISO 31000:2018 as a
AS/NZS 4360:1999 sebagaimana ditetapkan dalam reference and is stated in the Board of Directors Decree
Keputusan Direksi No. 139/KPTS/2007 tentang Manual No. 119/KPTS/2019 concerning Risk Management Policy
Pengelolaan Risiko. Pada 2009, pengelolaan manajemen and Risk Management Manual of the PT Jasa Marga
risiko mengacu pada standar ISO 31000:2009 dengan (Persero) Tbk.Selain ISO 31000:2018, pengelolaan risiko
diterbitkannya Keputusan Direksi Jasa Marga No. 129.2/ di Perseroan juga mengacu pada Peraturan Menteri
KPTS/2010 tentang Kebijakan Manajemen Risiko dan Negara Badan Usaha Milik Negara No. PER-01/MBU/2011
Manual Manajemen Risiko di Lingkungan PT Jasa Marga tentang Penerapan Tata Kelola Perusahaan yang Baik
(Persero) Tbk. Pada 2018, Perusahaan kembali melakukan (Good Corporate Governance) pada Badan Usaha Milik
tinjauan terhadap implementasi Manajemen Risiko yang Negara yang direvisi dengan Peraturan Menteri Negara
berbasis pada standar ISO 31000:2018 dan melakukan Badan Usaha Milik Negara No. PER-09/MBU/2012 tentang
pembaruan dokumen Manajemen Risiko tersebut dengan Perubahan Atas Peraturan Menteri Negara Badan Usaha
menerbitkan Keputusan Direksi Jasa Marga No. 119/ Milik Negara No. PER-01/MBU/2011 tentang Penerapan
KPTS/2019 tentang Kebijakan Manajemen Risiko dan Tata Kelola Perusahaan yang Baik (Good Corporate
Pedoman Manajemen Risiko di Lingkungan PT Jasa Marga Governance) pada Badan Usaha Milik Negara.
(Persero) Tbk.
Pengelolaan risiko di Perseroan juga mengacu pada In addition to ISO 31000:2018, the risk management in
Peraturan Menteri Negara Badan Usaha Milik Negara the Company also refers to the Minister of State Owned
No. PER-01/MBU/2011 tentang Penerapan Tata Kelola Enterprises Regulation No. PER-01/MBU/2011 concerning
Human Capital
Modal Insani
Perusahaan yang Baik (Good Corporate Governance) pada the Implementation of Good Corporate Governance in
Badan Usaha Milik Negara yang direvisi dengan Peraturan State-Owned Enterprises amended by Regulation No. PER-
Menteri Negara Badan Usaha Milik Negara No. PER-09/ 09/MBU/2012 concerning amendments to the Regulation
MBU/2012 tentang Perubahan Atas Peraturan Menteri of the Minister of State Owned Enterprises No. PER-01/
Negara Badan Usaha Milik Negara No. PER-01/MBU/2011 MBU/2011 regarding the Implementation of Good
tentang Penerapan Tata Kelola Perusahaan yang Baik Corporate Governance in State-Owned Enterprises
(Good Corporate Governance) pada Badan Usaha Milik
Negara.

Ditandatanganinya Kebijakan Manajemen Risiko oleh The signing of the Risk Management Policy by all members
semua Direksi menunjukkan komitmen, kesungguhan dan of the Board of Directors shows the commitment,
kepedulian Direksi terhadap pentingnya manajemen risiko seriousness and concern of the Board of Directors on the
dalam keberlangsungan hidup dan mengamankan sasaran importance of risk management in survival of the Company
Perseroan. and securing its goals.
Kebijakan Manajemen Risiko tersebut adalah sebagai The Risk Management Policy is as follows:
berikut:
1. Meningkatkan kompetensi pada bidang manajemen 1. Enhancing the competence in the field of risk

risiko dan meningkatkan risk awareness culture management and increasing the risk awareness culture
(budaya sadar risiko) dalam aktivitas sehari-hari sebagai in day-to-day activities as an integrated part of the
bagian yang terintegrasi dari proses bisnis Perusahaan. Company's business processes.
2. Menggunakan manajemen (kajian) risiko sebagai acuan 2. Using the risk management (studies) as a reference
dalam proses pengambilan keputusan berdasarkan in the decision-making process based on the best
data dan informasi terbaik yang tersedia. available data and information.
3. Menjadikan manajemen risiko sebagai sarana untuk 3. Making the management of the ecosystem as a
meningkatkan perbaikan yang berkesinambungan means to enhance the sustainable improvement
bagi Perusahaan melalui pelaksanaan tindak lindung for the Company through the implementation of
risiko secara terpadu, efektif dan memberikan nilai risk protection measures in a way that is integrated,
tambah.

effective and provides added value.

4. Memastikan bahwa setiap elemen perusahaan secara 4. Ensuring that each company management is serious in
bersungguh-sungguh melakukan pengelolaan risiko managing the risks to achieve the goals of work that
dalam mencapai sasaran kinerja yang telah ditetapkan. have been set.
5. Memastikan bahwa proses manajemen risiko telah 5. Ensuring that the risk management process has been
diterapkan pada seluruh tingkatan, baik Kantor applied to all levels, both Headquarters, Branch/
Pusat, Kantor Cabang/Regional, Anak Perusahaan, Regional Offices, Subsidiaries, as well as projects in
serta proyek-proyek dalam lingkungan PT Jasa Marga the environment of PT Jasa Marga (Persero) Tbk dan
(Persero) Tbk. dan Jasa Marga Group, sesuai dengan Jasa Marga Group based on the Risk Management
Pedoman Manajemen Risiko Perusahaan. Guidelines of the Company.
6. Melakukan monitoring dan pengendalian risiko secara 6. Monitoring and controlling the risks in a continuous
berkesinambungan, terutama pada risiko-risiko yang manner, especially for the risks that have a significant
berdampak signifikan terhadap pencapaian sasaran impact on achieving the Company's goals.
perusahaan.
SISTEM MANAJEMEN RISIKO

Risk Management System
Sistem manajemen risiko dilakukan dengan pendekatan The risk management system is designed in a systematic,
yang sistematis, terstruktur dan terintegrasi untuk structured and integrated way to anticipate any uncertainty
mengantisipasi suatu ketidakpastian atau kerugian yang or loss that may occur in the management of the Company
mungkin terjadi dalam pengelolaan bisnis Perseroan. which includes 9 types (nine) of risks which consist of:
Tujuan Perusahaan menerapkan Manajemen Risiko adalah The Company's objectives in implementing Risk
sebagai berikut: Management are as follows:
1. Melindungi Perusahaan dari risiko signifikan yang 1. Protecting the Company from significant risks that can
dapat menghambat pencapaian tujuan Perusahaan. hamper the achievement of the Company’s objectives.
2. Memberikan kerangka kerja manajemen risiko yang 2. Providing consistent risk management framework on
konsisten atas risiko yang ada pada proses bisnis dan the existing risks in the business process and functions
fungsi-fungsi dalam Perusahaan. in the Company.
3. Mendorong setiap insan Perusahaan untuk bertindak 3. Encouraging every Company’s employee to act with
hati-hati dalam menghadapi risiko Perusahaan, sebagai caution in dealing with the corporate risks, as an effort
upaya untuk memaksimalkan nilai Perusahaan. to maximize the value of the Company.
4. Membangun pemahaman mengenai risiko 4. Building an understanding of risk management and
Profil Perusahaan
Company Profile
dan pentingnya pengelolaan risiko serta dapat the importance of risk management as well as to be
mensosialisasikannya. able to socialize it.
5. Meningkatkan kinerja Perusahaan melalui penyediaan 5. Improving the performance of the Company through
informasi tingkat risiko yang berguna bagi manajemen the provision of information on the risk level that useful
dalam pengembangan strategi dan perbaikan proses to management in the development of strategies and
manajemen risiko secara berkesinambungan. improving the risk management in a sustainable way.
Sasaran Perusahaan menerapkan Manajemen Risiko The Company's targets in implementing Risk Management
adalah sebagai berikut: are as follows:
1. Mendukung tercapainya sasaran kinerja Perusahaan 1. Supporting the achievement of overall performance
secara keseluruhan dan unit kerja lain sesuai jenjang targets of the Company and other work units according
tanggung jawab masing-masing. to their respective levels of responsibility.
2. Mengelola semua risiko signifikan yang dapat 2. Properly managing all significant risks that can affect
mempengaruhi pencapaian sasaran kinerja dengan baik. the achievement of performance targets.
3. Tercapainya struktur organisasi manajemen risiko 3. The achievement of a systematic and integrated
yang sistematis dan terintegrasi dalam proses bisnis risk management organizational structure in the
Perusahaan. Company's business processes.
4. Tercapainya SDM yang berwawasan dan berbudaya 4. Achieving the insightful and risk-awareness-cultured
risiko dengan pola pengembangan yang terencana human resources with a pattern of planned and
dan berkesinambungan. sustainable development.
5. Pengambilan keputusan berbasis risiko dapat 5. Risk-based decision making can support the
menunjang pencapaian target dan tujuan akhir achievement of the Company's targets and final
Perusahaan. objectives.
Penerapan Manajemen Risiko di lingkungan Perusahaan The implementation of Risk Management within the
mencakup hal – hal sebagai berikut: Company covers the following matters:
1. Terdapat kepemimpinan dan komitmen dari Direksi 1. The existence of leadership and commitment from the
Perusahaan. Company's Board of Directors.
2. Adanya pengawasan aktif dari setiap Risk Owner di 2. The existence of active supervision from each Risk
masing-masing Unit Kerja/Unit Bisnis/Proyek. Owner in each Work Unit/ Business Unit/Project.
3. Tersedianya kebijakan dan penetapan risk appetite dan 3. The availability of policies and determination of risk
risk tolerance yang searah dengan rencana strategis appetite and risk tolerance in line with the Company's
Perusahaan. strategic plan.
4. Tersedianya profil manajemen risiko yang 4. The availability of risk management profiles that
menggambarkan kondisi Perusahaan. illustrate the condition of the Company.
5. Tersedianya proses manajemen risiko yang didukung 5. The availability of a risk management process that
dengan sistem informasi manajemen risiko yang is supported by a comprehensive risk management
komprehensif dan penyediaan data terbaik. information system and the provision of the best data.
Human Capital
Modal Insani
6. Tersedianya sistem pengendalian internal manajemen 6. The availability of an internal risk management control
risiko. system.
7. Peningkatan pemahaman mengenai manajemen risiko 7. Enhancing the understanding of risk management at
di seluruh level organisasi. all levels of the organization.
Evaluasi Manajemen Risiko di lingkungan Perusahaan The evaluation of Risk Management within the Company
meliputi hal-hal sebagai berikut: includes the following matters:

1. Proses evaluasi dilakukan dengan cara membandingkan 6. The evaluation process is done by comparing the risk

risiko hasil analisis dengan kriteria yang berlaku untuk of the results of the analysis with the applicable criteria
menentukan risiko yang membutuhkan tindak lindung to determine the risks that require protection and
dan prioritas penanganan. priority management.
2. Kriteria untuk pengambilan keputusan tersebut 7. The criteria for decision making must be consistent
harus konsisten dengan konteks eksternal, internal, with the external, internal and risk management
dan manajemen risiko yang telah ditetapkan selaras contexts that have been established in line with
dengan sasaran Perusahaan, sasaran pengelolaan risiko, the Company's goals, risk management objectives,
kepentingan pemangku kepentingan dan lain-lain. stakeholder interests and others.
3. Dengan evaluasi risiko maka dapat ditetapkan risiko 8. With a risk evaluation it can be determined the
yang memerlukan tindak lindung dan prioritasnya risks that require protection and priority or the

atau risiko tersebut demikian rendah sehingga hanya risks which are so low that they only require a

memerlukan monitor. monitoring.
Monitoring Manajemen Risiko di lingkungan Perusahaan Risk Management Monitoring within the Company covers
mencakup hal – hal sebagai berikut: the following matters:
1. Penerapan manajemen risiko dikelola oleh Unit 1. Implementation of risk management is managed by
Kerja/Unit Bisnis sesuai dengan proses bisnis the Work Unit/Business Unit in accordance with the
masing-masing Unit Kerja/Unit Bisnis. Penerapan business processes of each Work Unit/Business Unit.
manajemen risiko di Unit Kerja/Unit Bisnis The implementation of risk management in the Work
menjadi tanggung jawab Unit Kerja/Unit Bisnis Unit/Business Unit is the responsibility of the Work
yang bersangkutan dan terdokumentasikan serta Unit/Business Unit concerned and is documented and

termonitor secara periodik. monitored periodically.

2. Monitoring penerapan manajemen risiko di Unit Kerja/ 2. The monitoring of the application of risk management
Unit Bisnis dilakukan dengan membandingkan realisasi in the Work Unit/Business Unit is done by comparing
dan rencana yang telah disusun sebelumnya secara the realization and plans that have been periodically
periodik serta terdokumentasi dengan baik. prepared previously and well documented.
Skema perjalanan Jasa Marga dalam menerapkan Jasa Marga’s journey scheme in implementing risk
manajemen risiko dapat dilihat pada Roadmap management can be seen in the Risk Management System
Pengembangan Sistem Manajemen Risiko di bawah Development Roadmap below. This roadmap is updated
ini. Roadmap ini di-update setiap tahun mengikuti every year following the development of situation and the
perkembangan lingkungan serta kebijakan internal dan Company’s internal and external policies.
eksternal Perseroan.
Roadmap Pengembangan Sistem Manajemen Risiko Jasa Marga

Roadmap of Jasa Marga Risk Management System Development
SASARAN RJPP
Targets of Corporate Long Term Plan
Semua keputusan strategis mempertimbangkan hasil analisis risiko

Perusahaan terhindar dari risiko kerugian
All strategic decisions consider the results of the Company’s risk
analysis avoiding the risk of loss
2019-2020
8 PRINSIP-PRINSIP ISO
31000 : 2018 REVIEW & IMPROVEMENT
8 Principles of ISO 1. Melakukan pembelajaran organisasi tata kelola manajemen risiko ke level yang lebih tinggi
31000:2018 2. Melakukan pengembangan web based application pengelolaan risiko untuk mendukung risk based audit (integrasi risk
management dengan internal audit)
Hasil Risk 3. Melakukan review terkait kebijakan, peraturan, manual dan prosedur secara periodik atau sesuai kebutuhan kondisi
perusahaan
Maturity PerMen BUMN: 4. Mengoptimalkan fungsi tim strategi manajemen risiko
Level PER-1/MBU/2011 5. Mengoptimalkan fungsi Risk & Quality Management Group dalam pencapaian
Minister of SOEs 6. Peningkatan implementasi sistem manajemen risiko di Jasa Marga Group
Results of
Regulation No. PER-1/ 7. Keikutsertaan Risk Awarding secara rutin
Profil Perusahaan
Company Profile
Maturity MBU/211 8. Meningkatkan pemahaman tentang pengelolaan risiko melalui pelatihan/ sosialisasi/ pendampingan/ parenting visit
Level pembinaan pengelolaan risiko
9. Melakukan koordinasi dengan corporate planning & portfolio management dan internal audit perihal manajemen
GAP risiko
1. Taking organizational risk management governance to a higher level

2. Developing web-based risk management application to support Risk Based Audit (integration of Risk Management with
Internal Audit
Current GAP 3. Reviews related policies, regulations, manuals and procedures periodically or according to Company’s needs
4. Optimizing the Risk Management Strategic Team
1. Integrasi belum terlihat secara 1. Integration has yet to show 5. Optimizing the function of Risk and Quality Management Group in achieving the Company’s goals
komprehensif comprehensive 6. Improving the implementation of Risk Management in Jasa Marga Group
2. Dokumen Risk Management 2. Risk Management Documents 7. Participating in risk awarding regularly
belum terstruktur dan has yet to be structured and
komprehensif comprehensive 8. Improving the understanding of risk management through training/outreach/mentoring/parenting visits to foster risk
management
3. Belum terlihat adanya 3. There has yet to show internal
konteks internal dan eksternal and external contexts as a 9. Coordinating the Corporate Planning & Portfolio Management with the Internal Audit regarding integrated risk
sebagai pertimbangan consideration in arranging the management in the strategic planning (RJPP/RKAP)
dalam penyusunan Risk Risk Management
Management
4. Not yet fully transparent and
4. Belum sepenuhnya transparan inclusive
dan inklusif 2020-2021
5. Not yet fully dynamic,
5. Belum sepenuhnya dinamis, interactive and responsive to
interaktif, dan responsif IMPLEMENTATION & DEVELOPMENT
the changes of internal and
terhadap perubahan konteks external contexts
internal dan eksternal 1. Peningkatan kompetensi karyawan bersertifikat menjadi Training of Trainer (ToT)
6. The Available data cannot be
6. Data yang ada belum used for learning on the next 2. Risk based audit & risk based budgeting
dapat dipergunakan untuk job (as lesson learned) 3. Laporan manajemen perusahaan terintegrasi dengan manajemen risiko
pembelajaran pada tahapan
7. The understanding is not 4. Benchmarking implementasi manajemen risiko di perusahaan lain
pekerjaan yang berikutnya

uniform and equal yet in the 5. Peningkatan pencapaian award risk management pada kategori yang berbeda
(sebagai lesson learn)
Jasa Marga’s environment

7. Pemahaman belum seragam 6. Melakukan pengembangan web based application pengelolaan risiko terkait sistem portfolio manajemen risiko yang
8. Not yet fully facilitate the sistematis, terstruktur dan real time
dan merata di lingkungan
sustainable improvement and
Jasa Marga 7. Meningkatkan jumlah karyawan yang bersertifikasi di bidang manajemen risiko dengan cara bekerja sama dengan JLI
organization enhancement
8. Belum sepenuhnya (giving added value and menyelenggarakan workshop bersertifikasi
memfasilitasi perbaikan protecting the Company’s 8. Bersama internal audit dan corporate planning & portfolio management melakukan rapat koordinasi terkait integrasi
berkelanjutan dan value) Key Risk Indicator (KRI) dengan Key Performance Indicator (KPI) serta melakukan review kebijakan dan pedoman
peningkatan organisasi menjadi terintegrasi dengan audit berbasis risiko dan perencanaan strategis
(memberi nilai tambah dan
melindungi nilai perusahaan) 1. Promoting competency certified employees to become Trainer of Training (TOT)
2. Risk based Audit and Risk based Budgeting
3. Company’s report in management is integrated with the risk management
4. Benchmarking the risk management implementation with other companies
5. Improving the achievements in risk management award for different categories
6. Developing web-based application for arranging the risk management portfolio to make it systematic, structured, real
time.
7. Increasing the number of risk management certified employees by cooperating with JLI to hold certified workshops.
8. Holding coordination meeting between Internal Audit and Corporate Planning & Portfolio Management to discuss the
integration of Key Risk Indicators and Key Performance Indicators as well as reviewing the policy and manual to be
Penyebab / Causes integrated into Audit based on Risk and Strategic Planning.
1. Pemahaman para risk owner, 1. Lacking understanding of risk

risk assessor, risk officer yang owners, risk assessors, and
masih kurang risk officers.
2021-2022
2. Proses kerja yang belum 2. Work process is not
terintegrasi integrated yet DEVELEOPMENT & INTEGRATION
3. Sosialisasi belum dilakukan 3. Socialization is not done
secara efektif effectively 1. Review & pengembangan sistem manajemen risiko
4. Unit Kerja/ Unit Bisnis belum 4. Work/Business Units haven’t 2. Terbentuknya perilaku sadar risiko melekat di setiap karyawan sebagai risk owner
memasukkan unsur risiko included the risk elements
3. Melakukan integrasi web based application pengelolaan risiko dengan enterprise resource planning (SAP, LDAP) dan
dalam proses penyusunan in their program preparation
sistem lainnya
program dan pencapaian and reaching targets
sasaran 1. Review & Development of Risk Management
2. The embedment of risk conscious behavior
3. Integrating the web-based application for Risk Management with the Enterprise Resource Planning (SAP, LDAP) and
other systems
Human Capital
Modal Insani
KERANGKA MANAJEMEN RISIKO
Risk Management Framework
Kerangka kerja manajemen risiko disusun untuk The risk management framework is designed to assist
membantu Perusahaan dalam mengintegrasikan the Company in integrating risk management into
manajemen risiko ke sistem manajemen yang berlaku di the applicable management system in the Company's
lingkungan Perusahaan sehingga penerapan manajemen environment so that the application of risk management

risiko dapat berjalan secara efektif dan efisien dan selaras can run effectively and efficiently and is in line with all
dengan seluruh strategi Perusahaan. Efektivitas penerapan of the Company's strategies. The effectiveness of the
manajemen risiko bergantung pada integrasi manajemen application of risk management depends on the integration
risiko dengan tata kelola Perusahaan termasuk pada saat of risk management with corporate governance, including
pengambilan keputusan Perusahaan. Melalui kerangka when making the corporate decisions. Through this
kerja ini, Perusahaan harus terus melakukan evaluasi framework, the Company must continue to evaluate the
penerapan dan proses manajemen risiko, mengidentifikasi implementation and process of risk management, identify
serta menangani kekurangan yang terdapat di dalamnya. and address deficiencies contained in it. The following
Berikut adalah kerangka kerja manajemen risiko yang is a risk management framework that is prepared
disusun dengan mempertimbangkan prinsip-prinsip by considering risk management principles and the
manajemen risiko dan karakteristik Perusahaan. characteristics of the Company.

Skema Kerangka Kerja Manajemen Risiko Jasa Marga (Berdasarkan ISO 31000: 2018)
Jasa Marga Risk Management Framework Scheme (Based on ISO 31000: 2018)
Integration

Improvement Design
Leadership
and
Commitment
Evaluation Implementation
Untuk mendukung efektivitas penerapan manajemen To support the effectiveness of the risk management
risiko, Jasa Marga telah menyusun beberapa prosedur dan application, Jasa Marga has compiled several procedures
Instruksi Kerja, antara lain: and Work Instructions, including:
1. Prosedur dan Instruksi Kerja Penyusunan Rencana 1. Work Procedures and Instructions for the Compilation
Pengelolaan Risiko, merupakan pengelolaan rutin yang of a Risk Management Plan, which is a routine
disusun dalam periode tahunan. management that is prepared in an annual period.
2. Prosedur dan Instruksi Kerja Penyusunan Profil Risiko 2. Procedures and Work Instructions for Compiling Corporate
Korporat, yaitu untuk menentukan top risk dari Perseroan Risk Profiles, namely to determine the Company's top risk.
3. Prosedur dan Instruksi Kerja Monitoring Tindak 3. Work Procedures and Work Instructions for Risk
Lindung Risiko, yang dilakukan setiap triwulan melalui Management Monitoring, which is carried out
aplikasi manajemen risiko. quarterly through a risk management application.
4. Prosedur dan Instruksi Evaluasi Kejadian Risiko, 4. Procedure and Instructions for Evaluation of Risk
dilakukan jika ada kejadian risiko sebagai bentuk Events, carried out if there are risk events as a form of
evaluasi perbaikan. evaluation of improvement.

5. Prosedur dan Instruksi Kerja Penyusunan Rencana 5. Work Procedures and Instructions for the Preparation
Pengelolaan Risiko Khusus, disusun untuk setiap aksi of a Special Risk Management Plan, prepared for each
korporasi atau rencana strategis yang akan dilakukan corporate action or strategic plan to be carried out by
Perusahaan. the Company.
6. Prosedur dan Instruksi Kerja Pengukuran Maturitas 6. Work Procedures and Instructions for Measurement of
Manajemen Risiko, untuk mengetahui tingkat Risk Management Maturity, to determine the level of
kematangan implementasi manajemen risiko yang maturity of risk management implementation that has
sudah dilakukan. been carried out.
7. Prosedur dan Instruksi Kerja Penganggaran Berbasis 7. Procedures and Work Instructions for Risk-Based
Risiko, merupakan penyusunan anggaran yang diawali Budgeting, is the preparation of a budget that begins
dengan analisa risiko dalam menentukan program with a risk analysis in determining work programs.
kerja.
Profil Perusahaan
Company Profile
STRUKTUR TATA KELOLA MANAJEMEN RISIKO

Governance Structure of Risk Management
Pada tahun 2019, Jasa Marga tumbuh secara signifikan In 2019, Jasa Marga grew significantly with the addition of
dengan bertambahnya ruas tol baru dan bisnis lain. new toll roads and other businesses. The development of
Berkembangnya bisnis Perseroan semakin menjadikan the Company's business has increasingly made Jasa Marga
Jasa Marga lebih intensif dalam hal pengelolaan risiko- more intensive in terms of managing its business risks. The
risiko bisnisnya. Perseroan sadar bahwa manajemen risiko Company is aware that risk management must be applied
harus diterapkan di semua lini. Oleh karena itu, dibuat in all lines. Therefore, a Risk Management Governance
suatu Struktur Tata Kelola Manajemen Risiko, dimana Structure is created, with everyone having a role in
semua orang mempunyai peranan dalam membangun, developing, managing and ensuring the implementation
mengelola dan memastikan penerapan manajemen risiko. of risk management.
Pada tahun 2019, Jasa Marga telah melakukan In 2019, Jasa Marga has updated the Risk Management
pembaruan Struktur Tata Kelola Manajemen Risiko. Governance Structure. The Risk Management Committee
Komite Manajemen Risiko diketuai langsung oleh Direktur is chaired directly by the President Director and its
Utama dengan anggotanya yaitu para Direksi. Dalam members are the Directors. In performing its work, the Risk
melaksanakan kerjanya, Komite Manajemen Risiko Management Committee is assisted by a work unit called
dibantu oleh satuan kerja yang dinamakan Tim Sekretariat the Secretariat of the Risk Management Committee, which
Komite Manajemen Risiko yang diketuai oleh Corporate is chaired by the Corporate Secretary with its members
Secretary dan anggotanya terdiri dari para Group Head. consist of Group Heads. This is stated in the Board of
Hal ini dituangkan dalam Surat Keputusan Direksi nomor Directors Decree Number 100/KPTS/2019 regarding the
100/KPTS/2019 tentang Pembentukan Komite Manajemen Establishment of the Risk Management Committee and
Risiko dan Tim Sekretariat Komite Manajemen Risiko PT the Secretariat Team of the Risk Management Committee
Jasa Marga (Persero) Tbk. of PT Jasa Marga (Persero) Tbk.
Struktur Tata Kelola Manajemen Risiko di Jasa Marga The Risk Management Governance Structure at Jasa
adalah sebagai berikut: Marga is as follows:
1. Dewan Komisaris. 1. Board of Commissioners.

2. Direksi. 2. Board of Directors.
3. Komite Nominasi, Remunerasi dan Risiko (NRR) 3. Nomination, Remuneration and Risk Committees (NRR).
4. Komite Manajemen Risiko (KMR). 4. Risk Management Committee (KMR).
5. Corporate Secretary. 5. Corporate Secretary.
6. Internal Audit. 6. Internal Audit.
7. Risk and Quality Management Group. 7. Risk and Quality Management Group.
8. Tim Sekretariat Komite Manajemen Risiko (TS KMR). 8. Secretariat of the Risk Management Committee (TS
KMR) Team.
Human Capital
Modal Insani
9. Risk Owner (Pimpinan Unit Kerja/ Cabang/ Regional/ 9. Risk Owner (Head of Work Unit/Branch/Regional/
Anak Perusahaan/ Proyek). Subsidiary/Project).
10. Risk Officer (sebagai fasilitator dalam pelaksanaan 10. Risk Officer (as a facilitator in the implementation of
asesmen risiko). risk assessment).
11. Risk Assessor (yang melakukan asesmen risiko di setiap 11. Risk Assessor (who carries out risk assessments in each
unit kerja). work unit).

Struktur Tata Kelola Manajemen Risiko Jasa Marga

Jasa Marga Risk Management Governance Structure
Komite Nominasi,
Dewan Komisaris Renumerasi, dan Resiko
Board of Nomination, Remuneration
Commissioners and Risk Committee
Internal Audit
Komite
Manajemen Resiko
Direksi

Board of Directors Risk Management

Committee
Corporate
Secretary
Risk and Quality Anak

Regional/ Cabang Proyek TSKMR
Management Group Perusahaan
Regional/ Branches Project
Subsidiaries

Risk Officer Risk Officer Risk Officer Risk Officer Risk Officer

Risk Assesor Risk Assesor Risk Assesor Risk Assesor Risk Assesor
= alur komunikasi
= alur komando
• Komite Nominasi Remunerasi dan Risiko diketuai oleh Komisaris dengan anggota profesional.
• Komite Manajemen Risiko (KMR) diketuai oleh Direktur Utama dengan Corporate Secretary sebagai sekretariat komite.
• Tim Sekretariat Komite Manajemen Risiko (TSKMR) diketuai oleh Corporate Secretary dengan Risk and Quality Management sebagai wakil ketua.
• Profil Ketua, Wakil Ketua dan Anggota Komite Nominasi, Remunerasi dan Risiko serta Komite Audit dapat dilihat pada Bab Profil Manajemen.
• The Nomination, Remuneration and Risk Committee is chaired by a Commissioner with professional members.
• The Risk Management Committee (KMR) is chaired by the President Director with the Corporate Secretary as the committee secretary.
• The Secretariat of the Risk Management Committee Team (TSKMR) is chaired by the Corporate Secretary with Risk and Quality Management as the
deputy chairman.
• Profiles of the Chairperson, Deputy Chairpersons and Members of the Nomination, Remuneration and Risk Committee and the Audit Committee can be
seen in the Management Profile Chapter.
Struktur Tata Kelola Manajemen Risiko Jasa Marga Jasa Marga’s Risk Management Governance Structure
menggunakan pendekatan Tiga Lini Pertahanan (Three uses the Three Lines of Defense approach with the
Lines of Defense) dengan proses pengelolaan risiko risk management process carried out by all lines of the
dilakukan oleh semua lini organisasi. Pada garis pertahanan organization. In the first line of defense, each work unit in
pertama (The First Line of Defense), setiap unit kerja baik the head office, branches, subsidiaries and project offices
di kantor pusat, cabang, regional, anak perusahaan serta acts as a risk owner whose function is to control each
kantor proyek berperan sebagai risk owner yang fungsinya risk and are responsible for preparing risk management
mengendalikan risiko masing-masing dan bertanggung plans and reporting the realization of reduction of
jawab untuk menyusun rencana pengelolaan risiko serta residual risks quarterly. The second line of defense,
melaporkan realisasi penurunan risiko residual setiap there is the Risk and Quality Management Division, the
triwulan. Garis pertahanan kedua (The Second Line of Secretariat of the Risk Management Committee and
Defense), terdapat Risk and Quality Management Group, the Risk Management Committee which is responsible
Tim Sekretariat Komite Manajemen Risiko dan Komite for monitoring the effectiveness of risk management
Manajemen Risiko yang bertanggung jawab untuk practices carried out by the risk owners, setting policies,
menyusun roadmap, kebijakan, pedoman dan prosedur manuals and risk management procedures, acting as a
manajemen risiko Perusahaan, melakukan monitoring counterpart of each work unit (risk owner) to consult on
dan memantau efektivitas pelaksanaan manajemen risiko the implementation of risk management of each work
serta melaporkan perkembangan pengelolaan risiko unit and report on the development of risk management
Profil Perusahaan
Company Profile
kepada Direksi. Pada garis pertahanan ketiga (The Third to the Board of Directors. In the third line of defense,
Line of Defense), Internal Audit bertanggung jawab untuk internal audit is responsible for conducting risk-based
melakukan audit berbasis risiko serta melakukan audit audits and conducting audits of the implementation of
terhadap pelaksanaan penerapan manajemen risiko secara overall risk management.
keseluruhan.
Tiga Lini Pertahanan Dalam Proses Pengelolaan Risiko

Three Line of Defense in the Risk Management Process
GARIS PERTAHANAN PERTAMA GARIS PERTAHANAN KEDUA GARIS PERTAHANAN KETIGA

First Defense Line Second Defense Line Third Defense Line
Manajemen Risiko dan Kerangka, Kebijakan dan Jaminan dan Pengawasan
Pengendalian Sehari-hari Metodologi Manajemen Risiko Risiko yang Independen
Daily Risk Management and Control Framework, Policy and Guaranteeing the independency
Risk Management Methodology in Risk Supervision
DEWAN DIREKSI / Board of Directors DEWAN KOMISARIS

Pemilik Risiko: Komite Nominasi, Komite Audit

• Risk & Quality Management Group
• Unit Kerja Kantor Pusat/ Group Remunerasi dan Risiko Audit Committee
• Tim Sekretariat Komite Manajemen Risiko
• Divisi Regional/ Cabang Nomination,
• Komite Manajemen Risiko
• Anak Perusahaan Jalan Tol Remuneration, and
• Anak Perusahaan Usaha Lain Risk Committee
• Proyek • Risk and Quality Management Group
Risk Owner dibantu oleh Risk Officer & para Risk • Team of Risk Management Committee Secre-
Assessor tariat Internal Audit
• Risk Management Committee Internal Audit
Risk Owner:
• Work Units of Headquarters/Group
• Regional/Branch Divisions • Penyusunan Road Map perusahaan di Eksternal Audit
• Toll Business Subsidiaries bidang SMR sesuai dengan RJPP dan strategi External Audit
• Other Business Subsidiaries perusahaan serta fungsi kepatuhan
• Projects • Penyusunan kebijakan, pedoman dan proses
Risk owners are assisted by Risk Officers and Risk SMR di level korporasi • Audit berbasis risiko
Assessors • Pemantauan, evaluasi dan kajian terkait kebija-
• Penyusunan kebijakan, jadwal dan kegiatan
kan perusahaan, kesesuaian berbagai kebijakan
pengelolaan risiko terhadap program
dan pelaksanaan manajemen risiko serta model
Perusahaan
pengukuran manajemen risiko
• Memastikan atau monitoring pelaksanaan
• Penyusunan Rencana Pengelolaan Risiko pengelolaan risiko Perusahaan • Risk-based audit
Perusahaan
• Melaporkan perkembangan pengelolaan risiko • Monitoring, evaluation and study related to the
• Penyusunan Laporan Realisasi Penurunan Risiko
kepada Direksi Company’s policies and their suitability to each
Residual
other, also the implementation and measure-
• Aplikasi Pengelolaan Risiko Melalui JM SMART • Preparation of the Company’s Roadmap in SMR ment models of risk management
sector according to RJPP and the Company’s
• Preparation of the Company’s Risk Management strategy and compliance function
Plan
• Preparation of SMR policy, guideline and
• Preparation of Report in realizing the Residual
procedure at the corporate level
Risk Reduction
• Application of Risk Management using JM • Preparation of risk management strategy,
SMART schedule and activities in accordance with the
Company’s programs
• Ensuring or monitoring the implementation of
risk management
• Reporting the development of risk management
to the Board of Directors
Human Capital
Modal Insani
FUNGSI, TUGAS DAN TANGGUNG JAWAB RISK AND QUALITY
MANAGEMENT GROUP
Functions, Duties and Responsibilities of the Risk and Quality Management Group
Fungsi Manajemen Risiko di Jasa Marga berada di Risk The Risk Management function in Jasa Marga is held by
and Quality Management Group. Adapun Tugas dan the Risk and Quality Management Group. The duties and

tanggung jawab Risk and Quality Management Group responsibilities of the Risk and Quality Management Group

adalah sebagai berikut: are as follows:
1. Memimpin dan memastikan kegiatan penyusunan 1. Leading and ensuring the activities in the preparation
road map perusahaan di bidang sistem Manajemen of the Company's road map in the field of Risk
Risiko, Manajemen Standarisasi serta Kinerja Management, Standardization and Excellent
Excellent, Penyusunan strategi, jadwal dan kegiatan Performance Management, Preparation of strategies,
terkait pengelolaan risiko, Penyediaan kajian dan schedules and activities related to risk management,
rekomendasi terhadap potensi risiko terhadap aktivitas Provision of studies and recommendations on potential
bisnis perusahaan serta memastikan adanya kajian dan risks to the Company's business activities and ensuring
rekomendasi terhadap potensi risiko yang mungkin there are studies and recommendations on potential
terjadi atas seluruh kegiatan aktivitas bisnis Perusahaan risks that may occur for all of the Company's business

agar berjalan dengan efektif dan efisien; activities to make them run effectively and efficiently;

2. Memimpin dan memastikan kegiatan Pengelolaan 2. Leading and ensuring the activities of the Management
dan Pengembangan Sistem Manajemen Risiko, and Development of Risk Management System, the
pengembangan sistem manajemen standarisasi sesuai development of standardization management system
dengan rencana jangka Panjang Perusahaan, serta in accordance with the Company's Long-term plan,
kegiatan pengelolaan dan pengembangan sistem and the activities of management and development
manajemen standarisasi untuk memastikan aktivitas of standardization management system to ensure the
bisnis perusahaan berjalan dengan Kualitas Kinerja Company's business activities run with sustainable
Perusahaan yang berkesinambungan sehingga sesuai quality performance in line with the long-term plan
dengan rencana jangka Panjang di seluruh lingkungan throughout the Company’s environment;
Perusahaan;

3. Memimpin dan memastikan pengelolaan penerapan 3. Leading and ensuring the application of GCG principles

prinsip GCG termasuk pengendalian gratifikasi dan including gratification control and Whistleblowing
Whistleblowing System di Perusahaan, kesesuaian System, compliance with business ethics and capital
dengan etika usaha dan kepatuhan terhadap peraturan market regulations related to corporate actions,
pasar modal terkait dengan tindakan aksi korporasi archival management, management of strategic
Perusahaan, pengelolaan kearsipan, pengelolaan meetings including the Board of Directors Meetings,
rapat strategis meliputi Rapat Direksi, Rapat Dewan Board of Commissioners Meetings and Joint Meetings
Komisaris dan Rapat Gabungan agar seluruh aktivitas so all of the Company's activities are in harmony and
Perusahaan berjalan selaras sehingga memenuhi comply with the applicable laws and regulations.
ketentuan peraturan perundang-undangan yang
berlaku.
PROFIL RISK AND QUALITY MANAGEMENT GROUP HEAD

Profile of Risk and Quality Management Group Head
Profil Risk and Quality Management Group Head dapat The Profile of Risk and Quality Management Group Head
dilihat pada bagian Profil Manajemen dalam Laporan can be seen in the Management Profile section of this
PENGEMBANGAN KOMPETENSI PERSONIL MANAJEMEN RISIKO

Development Competency for Risk Management Personnel
Pengembangan kompetensi yang diikuti anggota Risk Competency development program for the members of
and Quality Management Group selama 2019 dapat the Risk and Quality Management Group during 2019 can
dilihat pada Pendidikan dan/atau Pelatihan pada Bab Profil be seen in Education and/or Trainings in the Company
Perusahaan dalam Laporan Tahunan ini. Profile Chapter in this Annual Report.
SERTIFIKASI MANAJEMEN RISIKO

Risk Management Certifications
Sertifikasi Manajemen Risiko yang dimiliki oleh pegawai The Risk Management Certifications held by the Company's
Perseroan adalah sebagai berikut. employees are as follows.
Tabel Sertifikasi Manajemen Risiko

Table of Risk Management Certifications
Level Sertifikasi Jumlah Pegawai

Certificaiton Level Number of Employees
Profil Perusahaan
Company Profile
Enterprise Risk Management Certified Profesional (ERMCP)-ERMA/CRMS 3
Enterprise Risk Management Associated Profesional (ERMAP)-ERMA/CRMS 4
Certified Risk Profesional (CRP)-BNSP/LSPPM 58

Certified Risk Associate (CRA )-BNSP/LSPPM 68
PROFIL RISIKO DAN PENGELOLAANNYA

Risk Profiles and Their Management
Direksi Jasa Marga berkomitmen untuk Jasa Marga’s Board of Directors is committed to
mengimplementasikan manajemen risiko secara efektif implementing risk management effectively and efficiently.
dan efisien. Untuk itu, pada setiap jenjang organisasi For this reason, at every level of the Company's
Perseroan, yaitu korporat dan unit bisnis, harus organization, namely corporate and business units, risk
menerapkan manajemen risiko dengan memperhatikan management must be implemented by taking into account
prioritas dan manfaat tiap program kerja/proyek bagi the priorities and benefits of each work program/project
kelangsungan Perseroan. for the Company's sustainability.
Sebagai salah satu usaha memberikan kepastian kepada As one of the efforts to provide certainty to the
stakeholder bahwa Perusahaan memahami sepenuhnya stakeholders that the Company fully understands the risks
risiko yang ada di dalam Perusahaan dan risiko yang of the Company and they are under control, the Company
berada di bawah kendali, Perusahaan selalu melakukan always develops and updates the risk appetite and risk
pengembangan dan pembaruan terhadap risk appetite tolerance that will be considered in every strategic decision
dan risk tolerance yang akan menjadi pertimbangan dalam making of the Company.
setiap pengambilan keputusan strategis Perusahaan.
Proses identifikasi risiko dilakukan pada setiap aktivitas The risk identification process is carried out on every
dan/atau transaksi usaha dalam proses bisnis Perusahaan. activity and/or business transaction in the Company's
Identifikasi harus dilakukan secara teliti agar risiko yang business processes. Identification must be done carefully
teridentifikasi merupakan risiko yang relevan dengan so that the risks identified are risks that are relevant to
proses bisnis Perusahaan, termasuk risiko-risiko yang the Company's business processes, including risks that
berada di luar kendali Perusahaan. Analisis risiko kemudian are beyond the Company's control. Risk analysis is then
dilakukan untuk mengetahui besaran kemungkinan performed to determine the magnitude of likelihood
terjadinya risiko serta dampak yang ditimbulkan, baik of the risks to occur and their impacts, both qualitative
yang bersifat kualitatif dan/atau kuantitatif. Selanjutnya, and/or quantitative. Furthermore, a risk evaluation is
carried out to determine the acceptance of the risks by
Human Capital
Modal Insani
evaluasi risiko dilakukan untuk mengetahui keberterimaan taking into account the results of risk analysis that has
risiko dengan memperhatikan hasil analisis risiko yang telah been performed. Risk evaluation is done to determine
dilakukan. Evaluasi risiko dilakukan untuk mengetahui the risks that require management based on priority
risiko yang memerlukan penanganan risiko berdasarkan scale.
skala prioritas.
Identifikasi risiko dilakukan dalam 9 jenis risiko yaitu Risk identification is grouped into 9 types of risks, as
sebagai berikut:

follows:

Risiko Sasaran Penyebab Tindak Lindung
Risk Goal Cause Protection Act
Regulasi dan Pasar

Regulation and Market
Penundaan kenaikan tarif Tercapainya target pendapatan Belum terpenuhinya Standar Pelayanan Memperketat monitoring pemenuhan
karena kebijakan Regulator tol Minimum (SPM) SPM di seluruh Ruas Jalan Tol milik
baik di ruas lama maupun The Minimum Service Standards (SPM) Jasa Marga, terutama ruas yang akan
ruas yang baru The achievement of the toll have not yet been met mengalami kenaikan tarif berkala
revenue target
Delay in increasing the Intensify the monitoring of SPM

tariffs due to Regulator's compliance throughout Jasa Marga's
policies in both the old Toll Roads, especially those that will
and new toll roads experience periodic tariff increases
Kebijakan Regulator Tercapainya target pendapatan Perubahan Kebijakan Penggolongan 1.Melakukan Analisis Sensitivitas terhadap
terkait Penggolongan tol kendaraan oleh Regulator dampak Kebijakan tersebut bagi
Kendaraan Perusahaan
The achievement of the toll Changes in Vehicle Classification Policy by 2.Melakukan koordinasi dengan pihak terkait
Regulator's policy revenue target the Regulator
regarding Vehicle 1. Conducting Sensitivity Analysis of the
Classification impact of a policy on the Company
2. Coordinating with related parties
Kebijakan Regulator Tercapainya target pendapatan Perubahan Kebijakan dari Regulator terkait 1. Melakukan Simulasi Permodelan untuk

terkait Penyesuaian Tarif tol penyesuaian tarif Optimasi Pencapaian Pendapatan Tol
Jalan Tol Operasi akibat

2. Koordinasi dengan pihak terkait
integrasi ruas The achievement of the toll Changes by the Regulator in policy for
revenue target tariff adjustment 1. Simulation Modeling for Optimizing
Regulator's policy Achievement of Toll Revenues
regarding Tariff
Adjustment of Operating 2. Coordinating with related parties
Toll Roads due to the
integration of sections
Strategis
Strategic
Penambahan panjang Tercapainya target penambahan 1. Kalah Tender 1. Mencari IRR ruas jalan tol baru yang sesuai
jalan tol konsesi panjang jalan tol Konsesi 2. Proyek tol baru dengan IRR yang 2. Melakukan Koordinasi dengan pihak
marginal terkait dalam percepatan pembebasan
Additional length of toll The target achievement for 3. Terlambatnya pembebasan lahan lahan
roads under concession additional length of toll roads 4. Keterbatasan Pendanaan 3. Alternatif Instrumen Pendanaan yang
under concession potensial
1. Losing a tender
2. New toll projects with marginal IRR 1. Looking for new toll roads with suitable
3. Late land acquisition IRR
4. Funding limitation 2. Coordinating with related parties in
accelerating land acquisition
3. Alternative Potential Funding Instruments.
Penambahan panjang 1. Tercapainya target 1. Keterlambatan Konstruksi 1. Meningkatkan Pengawasan terhadap
jalan tol operasi penambahan panjang jalan tol 2. Keterlambatan pembebasan lahan pencapaian Proyek Konstruksi
Operasi 2. Melakukan Koordinasi dengan pihak
Additional length of 3. Keterlambatan penetapan Tarif dari terkait dalam percepatan pembebasan
2. Tercapainya Penambahan regulator
operating toll roads Pendapatan Tol lahan
4. Belum terpenuhinya uji layak fungsi dan 3. Memenuhi persyaratan Uji Layak Fungsi
1. The target achievement for uji layak operasi dan Operasi dan berkoordinasi dengan
additional length of operating Regulator
toll roads 1. Delay in Construction
1. Increasing the Supervision of Construction
2. Achieving the increase in toll 2. Delay in land acquisition Project Achievement
revenues 3. Delay in pricing by regulator 2. Coordinating with related parties in
4. Functional and operational feasibility accelerating land acquisition
tests are not yet fulfilled 3. Meeting the requirements of functional
and operational feasibility tests and
coordinating with the Regulator

Kelayakan Ruas Jalan Tol Memperoleh Hak Pengusahaan 1. Volume lalu lintas yang rendah 1. Menjadi tim counter part dalam
Baru yang Marjinal Jalan Tol yang potensial 2. Biaya konstruksi tinggi penyusunan dokumen pendukung
finansial. (Ruas Prakarsa)
Feasibility of Marginal Obtaining the Potential Toll Road 3. Biaya pengadaan tanah masuk ke dalam
komponen investasi 2. Memilih konsultan yang berpengalaman
New Toll Roads Concession Rights
4. Tidak adanya dukungan pemerintah 3. Melakukan pengendalian terhadap
(Viability Gap Fund-VGF) konsultan manajemen agar tepat waktu,
mutu & biaya (Tender Investasi)
5. Terdapat Ruas Jalan Tol penugasan
pemerintah 4. Membentuk tim bersama yang melibatkan
unit kerja terkait untuk mempersiapkan
6. Sisa Kemampuan Keuangan Mitra tidak kesiapan Dokumen Ruas Jalan Tol Baru
memadai
5. Koordinasi dengn pihak terkait
7. Mitra tidak berkomitmen terhadap
konsorsium 1. Become a counter part team in preparing
8. Tingkat kelayakan tidak sesuai dengan financial supporting documents. (Initiative
kebijakan internal mitra Section)
2. Choose an experienced consultant
1. Low traffic volume
3. Control management consultants to be on
Profil Perusahaan
Company Profile
2. High construction cost time, quality & cost (Investment Tender)

3. The cost of land acquisition goes into 4. Form a joint team involving the relevant
investment components work units to prepare the New Toll Road
4. Lacking of government support (VGF) Document readiness
5. There is a Toll Road section assigned by 5. Coordination with related parties

the government
6. Inadequate Remaining Partner Financial
Capability
7. Partners are not committed to
consortium
8. The eligibility level is not in accordance
with internal policies of partners
Kontribusi Laba usaha Tercapainya target laba usaha 1. Internal Rate of Return (IRR) Rendah 1. Mereview Business Plan
lain lain 2. Penjualan tidak sesuai target 2. Melakukan Efisiensi terhadap biaya
operasi
Profit contribution of The target achievement for other 3. Kalah tender 3. Menjaga Cash Flow
other business business profit
1. Low Internal Rate of Return (IRR) 1. Melakukan rekon dengan vendor peralatan
2. Sales miss the target tol setiap bulan untuk seluruh ruas
2. Pengiriman File settlement susulan
3. Losing a tender 3. Koordinasi dengan pihak bank untuk
penanganan masalah
4. Pembuatan aplikasi settlement monitoring

tools
Likuiditas
Liquidity
Pendapatan Tol Tercapainya Target Pendapatan 1. Keterlambatan Tol Operasi 1. Mempercepat penyelesaian konstruksi
Toll Revenue Tol 2. Kenaikan Beban Operasi Jalan Tol
The Achievement of Toll Revenue 3. Kenaikan Tarif tidak sesuai rencana 2. Efisiensi beban operasi dan inovasi sistem
Target operasi
1. Delay in Operating a Toll Road
2. Increase in Operating Expenses 3. Meningkatkan Koordinasi dengan
3. Tariff increase is not according to plan Regulator
1. Expediting the completion of toll road

construction
2. Efficiency in operating load and innovation
in operating system
3. Enhancing the coordination with the
Regulator
Human Capital
Modal Insani
Terpenuhinya kebutuhan Terpenuhinya kebutuhan 1. Realisasi kebutuhan pendanaan melebihi 1. Melakukan update kebutuhan dana
pendanaan pendanaan rencana dari Unit Kerja terkait, sehingga jumlah
2. Tidak tersedianya tambahan pendanaan dan waktu penarikan sesuai dengan
Fulfillment of funding Fulfillment of funding di Pasar Modal dan Pasar Uang kebutuhan
requirements requirements 2. Menerbitkan alternatif pendanaan untuk
1. Realization of funding requirements memperbesar basis investor

exceeds the plan 3. Melakukan Perjanjian Kredit (Standby

2. The unavailability of additional funding Loan) Bank
in the Capital Market and Money
Market 1. Updating the funding requirements
from the relevant Work Unit, so that the
amount and time of withdrawal is in
accordance with the needs
2. Issuing alternative funding instruments to
enlarge the investor base
3. Entering into a Bank Standby Loan
Suku Bunga Strategi sumber dana investasi 1. Berubahnya kondisi makro ekonomi 1. Melakukan update kebutuhan dana
jangka pendek maupun jangka 2. Rating perusahaan menurun dari Unit Kerja terkait, sehingga jumlah
Interest Rates panjang yang menguntungkan dan waktu penarikan sesuai dengan
bagi Perusahaan 3. Naiknya suku Bunga karena Kondisi kebutuhan

Makro Ekonomi

2. Melakukan refinancing pinjaman ke
A short-term and long-term 4. Keterlambatan Shareholder Loan (SHL) sektor pasar modal (dengan suku bunga
investment fund source strategy 5. Fluktuasi Average Time Deposit (ATD) tetap) untuk mengurangi volatilitas atas
that is profitable for the Bank Kreditur perubahan tingkat suku bunga
Company
6. Cash Flow Perusahaan Induk tidak bagus 3. Negosiasi dengan Bank Kreditur
4. Efisiensi Beban dan Meningkatkan
1. Changes in macroeconomic conditions pendapatan Perusahaan
2. Rating of the Company decreases
3. Rising interest rates due to 1. Updating the funding requirements
Macroeconomic Conditions from the relevant Work Unit, so that the
amount and time of withdrawal is in
4. Delay in Shareholder Loan (SHL) accordance with the needs
5. Fluctuations in Average Time Deposit 2. Refinancing the loans to the capital market

(ATD) of Bank Creditor sector (with fixed interest rates) to reduce

6. Cash flow of Parent Company is not volatility over changes in interest rates
good 3. Negotiations with the Bank Creditor
4. Load Efficiency and Increasing the
Company revenue
Pendapatan Usaha Lain Pencapaian target pendapatan 1. Bisnis kurang kompetitif 1. Memperkuat jaringan bisnis dengan mitra
usaha lain 2. Tingkat pengembalian marginal dan pihak terkait
Other Business Revenue 2. Pembuatan Standard Operating Procedur
The achievement of other 3. Keterlambatan penerimaan pendapatan
usaha lain dari mitra yang handal
business revenue target
4. Lemahnya monitoring kontrak 3. Melakukan Monitoring terhadap Kontrak
penerimaan pendapatan usaha lain yang ada
5. Kurangnya kegiatan promosi untuk 4. Meningkatkan Promosi Ruang Iklan di

pemasangan iklan atau usaha lain diruas tol seluruh ruas Tol milik Jasa Marga Group
1. Business is less competitive 1. Strengthening the business networks with

partners and related parties
2. The rate of return marginal
2. Making a reliable Standard Operating
3. Delay in receiving other business income Procedure
from partners
3. Monitoring the existing contracts
4. Weak monitoring of contracts for
receiving other business revenues 4. Increasing the Promotion of Advertising
Spaces in all Jasa Marga Group's Toll
5. Lack of promotional activities for Roads
advertising or other businesses on toll
roads

Pending Settlement Pelaksanaan Settlement 1.Format pengiriman data transaksi ke 1. Melakukan rekonsiliasi harian untuk
Pendapatan Tol server tidak sesuai untuk pembentukan seluruh ruas

file settlement 2. Koordinasi dengan pihak bank dan pihak
Implementation of Toll Revenue 2.Reader bermasalah terkait untuk penanganan masalah
Settlement dengan deteksi secara dini
3.Respon bank atas file settlement yang
dikirimkan 3. Meningkatkan teknologi yang mumpuni
4. Pembuatan aplikasi settlement monitoring
1. The format of sending transaction data
to the server is not suitable for the 1. Conducting daily reconciliation for all toll
establishment of settlement files roads
2. Reader is in trouble 2. Coordinating with banks and related
3. Bank responses to the settlement files parties for handling problems with early
that have been sent detection
3. Improving the quality of technology
4. Creating applications for settlement
monitoring
Profil Perusahaan
Company Profile
Pemberian Dana DER Korporat < 5 kali dari ekuitas 1. Beban Bunga teralu besar (>5 kali dari 1. Melakukan negosiasi penurunan suku
Talangan Tanah ekuitas) bunga pinjaman perbankan
Corporate DER < 5 times equity 2. Monitoring porsi antara hutang dan 2. Melakukan alternatif pendanaan berbasis
Provision of Land Bailout modal tidak dilaksanakan secara rutin Ekuitas
Funds DER (Debt Equity
Ratio)
1. Overly large interest expense (> 5 times 1. Negotiating a reduction in bank loan
equity) interest rates
2. The monitoring of the portion between 2. Performing alternative Equity-based
debt and capital is not carried out funding

routinely
ICR (Interest Coverage ICR Korporat > 1.25 1. Kinerja Berubahnya kondisi makro 1. Melakukan negosiasi penurunan suku
Ratio) ekonomi bunga pinjaman perbankan
Corporate ICR > 1.25 2. Realisasi kinerja perusahaan tidak sesuai 2. Melakukan alternatif pendanaan berbasis
dengan rencana Ekuitas
3. Tidak tersedianya pendanaan di pasar
modal atau pasar uang 1. Negotiating a reduction in bank loan
interest rates
4. Rating perusahaan menurun
2. Performing alternative Equity-based
1. Performance of changing funding
macroeconomic conditions
2. Realization of company performance is
not in accordance with the plan

3. The unavailability of funding in the

capital market or money market
4. Rating of the company decreases
WACD (Weighted WACD Korporat < 9,4 1. Beban bunga relatif mahal 1. Negosiasi untuk mendapatkan beban
Average Cost of Debt) bunga lebih murah
Corporate WACD < 9,4 1. Interest expense is relatively expensive
1. Negotiations to get cheaper interest
expense
Operasional
Operational
Kualitas Service Pelayanan Pemenuhan Standar Pelayanan 1. Belum terlaksananya Program 1. Melakukan pengalihan Pekerjaan dengan
Jalan Tol Jalan Tol (SPM) Pemeliharaan dan Operasional mengadakan Kontrak Manajemen ke
Service Provider.
Quality of Toll Road The fulfillment of Toll Road 2. Kurangnya Monitoring Terhadap SPM 2. Melakukan Peningkatan kompetensi dan
Services Service Standards (SPM) Rest Area pemenuhan jabatan pada Service Provider
3. Pemenuhan Jabatan pada Asset Manager
1. Maintenance and Operational Programs 4. Peningkatan kualitas pelayanan jalan tol
have not been implemented yet
1. Transferring the work under a
2. Lack of Monitoring of SPM in Rest Areas management contract to a service
provider.
2. Increasing the competence and fulfillment
of positions at the service provider
3. Fulfillment of Position of Asset Manager
4. Quality improvement in toll road services
Human Capital
Modal Insani
Pengendalian Kendaraan Persentase Kendaraan ODOL < 1. Upaya distributor dalam menekan biaya 1. Koordinasi dengan Pihak terkait untuk
Over Dimension Over 10% distribusi Barang sehingga memaksakan melakukan Razia kendaraan ODOL
Load (ODOL) Kapasitas Kendaraan 2. Penerapan alat WIM sebagai Inovasi
Percentage of ODOL Vehicles 2. Program Inspeksi/Razia tidak berjalan 3. Sosialisasi kepada Pengusaha/Distributor
Over Dimension Over < 10% sesuai dengan action plan dan Pengemudi.
Load (ODOL) Vehicle

Control 1. Distributors' efforts to reduce the cost of 1. Coordinating with related parties to

goods distribution by enforcing Vehicle conduct ODOL vehicle control operations
Capacity 2. Application of WIM tools as innovation
3. Dissemination to entrepreneurs/
2. The Inspection/Raids Program does not distributors and drivers.
run according to the action plan
Kepuasan Pelanggan Net Promotor Score Kepuasan 1. Adanya permasalahan lalu lintas dan Penggantian Kerugian Pengguna Jalan
Pelanggan (NPS)+ transaksi
Customer satisfaction 2. Keluhan dan komplain pengguna jalan Indemnification for Road Users
Net Promoter Customer yang tidak tertangani
Satisfaction Score (NPS) +
1. Problems in traffics and transactions
2. Toll road user complaints are not
responded

Vehicle Capacity Ratio Risiko Vehicle Capacity Ratio >0.8 1. Peningkatan volume lalu lintas 1. Rapat Koordinasi dengan Pihak Eksternal
2. Kapasitas jalan dan gerbang tidak (Penyelesaian Permasalahan Lalu Lintas)
The risk of Vehicle Capacity Ratio memadai 2. Peningkatan Kapasitas Jalur
>0.8
3. Kepadatan arteri yang seringkali 3. Rekayasa Lalulintas dan Contra Flow
mengganggu mainroad
1. Coordination Meeting with External
1. Increase in traffic volume Parties (Settlement of Traffic Problems)
2. Inadequate capacity of roads and gates 2. Increasing the Lane Capacity
3. The density of artery roads often 3. Traffic and Counter Flow Engineering
interfere with the main road
Jumlah Karyawan Pemenuhan Jumlah Karyawan Jumlah karyawan tidak sesuai dengan 1. Melakukan Line Balancing bagi load
sesuai Formasi Jabatan sebesar beban pekerjaan pekerjaan pada karyawan

Number of Employees 100% 2. Penerapan penilaian berbasis kinerja dan
The number of employees does not match behavior dengan aplikasi JMPD

Fulfillment of the Number of the work load
Employees according to Position 1. Performing the Line Balancing for work
Formation by 100% load on employees
2. Implementation of performance and
behavior based assessment with JMPD
application
Kompetensi Karyawan Pemenuhan Kompetensi 1. Data Kompetensi Karyawan yang tidak 1. Pengintegrasian Data Kompetensi
Karyawan sesuai kebutuhan sesuai Karyawan
Employee Competency Organisasi sebesar 80% 2. Kurangnya sarana pendukung untuk 2. Optimalisasi penggunaan pembelajaran
peningkatan kompetensi karyawan online melalui JM-Click dan penilaian
Fulfillment of Employee 3. Adanya perubahan proses bisnis karyawan melalui JMPD
Competencies according to 4. Padatnya jadwal pekerjaan 2. Penyesuaian Perubahan Struktur
organizational needs by 80% Organisasi berdasarkan Proses Bisnis
1. Inappropriate Employee Competency
Data 1. Integration of Employee Competency Data
2. Lacking in supporting facilities to 2. Optimization of the use of online
improve employee competencies learning through JM-Click and employee
3. Changes in business processes assessment through JMPD
4. Dense work schedule 3. Adjustments to Changes in Organizational
Structure based on Business Processes
Kepuasan Karyawan Tingkat Kepuasan Karyawan 1. Pengalihan status karyawan PKWTT ke 1. Sosialisasi kebijakan baru
dengan Nilai Net Promote Score PKWT 2. Memberikan ruang aspirasi untuk
Employee Satisfaction (NPS) positif 2. Ketidakpuasan karyawan terhadap hak karyawan melalui kegiatan positif
- haknya
Employee Satisfaction Level with 1. Socialization of new policy
positive Net Promote Score (NPS) 3. Adanya aturan baru yang tidak seiring 2. Providing the aspirations for employees
dengan aspirasi karyawan through positive activities
1. Transferring employee status of PKWTT

to PKWT
2. Employee dissatisfaction with their rights
3. The existence of new rules that are not
in line with employee aspirations

Data volume lalu lintas Real Time Monitoring Data (Lalin 1. Belum Terintegrasinya Data Area ke 1. Pengadaan dan Penyempurnaan Peralatan
dan pendapatan tol tidak dan Pendapatan Tol) Regional Tol

dapat termonitor secara 2. Kinerja Peralatan Tol buruk 2. Monitoring dan Inspeksi Peralatan Tol
real time Real Time Monitoring Data secara berkala
(Traffic and Toll Revenue) 3. Kinerja Jaringan Komunikasi terhambat 3. Penerapan Reability Maintenance
Traffic volume and toll 4. Kinerja Kelistrikan terhambat
revenue data cannot be 1. Procurement and Improvement of Toll
monitored in real time Equipment
1. Area Data are Not Yet Integrated to 2. Monitoring and Inspecting the Toll
Regional Equipment regularly
2. Poor Toll Equipment Performance 3. Implementation of Reliability Maintenance
3. Communication Network Performance
is hampered
4. Electricity performance is hampered
Proyek
Project
Risiko Keterlambatan Lahan dapat dibebaskan tepat 1. Kurang koordinasi antara BPN, PPK, dan 1. Peningkatan koordinasi antar pihak terkait
Profil Perusahaan
Company Profile
Pembebasan Lahan waktu sebelum konstruksi pihak terkait 2. Kelengkapan dokumen dipastikan dengan
dimulai 2. Dokumen kepemilikan tanah dari warga teliti oleh PPK dan pihak terkait
Risk of Late Land tidak lengkap
Acquisition Land can be acquired on time 1. Intensifying the coordination with related
before construction begins 1. Lack of coordination between BPN, PPK, parties
and related parties 2. The completeness of documents is
2. Land ownership documents from ensured by PPK and related parties
residents are incomplete
Risiko Keterlambatan Proyek dapat diselesaikan tepat 1. Keterlambatan pembebasan lahan 1. Melakukan koordinasi intensif terkait
proyek konstruksi waktu 2. Terjadinya perubahan desain di saat jadwal pengadaan lahan dan monitoring
masa pelaksanaan konstruksi progres pelaksanaan konstruksi sesuai
Risk of Delay in Projects can be completed on 3. Kurangnya koordinasi terkait target proyek
construction projects time pengendalian jadwal 2. Melakukan koordinasi intensif bersama
1. Delay in land acquisition tim ahli/konsultan perencana terkait
2. Design changes occur during the finalisasi dan persetujuan perubahan
construction period desain dengan Kementerian PUPR/BPJT
3. Lack of coordination related to schedule 3. Melakukan monitoring, analisa, dan
control evaluasi bersama tim ahli (konsultan
supervisi maupun manajemen konstruksi)
untuk pengendalian pelaksanaan
pekerjaan
1. Conducting intensive coordination related

to the land acquisition schedule and

monitor the progress of the construction
according to the project target
2. Conducting intensive coordination with
a team of experts/consultant planners
related to finalization and approval of
design changes with the Ministry of PUPR/
BPJT
3. Monitoring, analyzing, and evaluating
with a team of experts (construction
supervision and management consultants)
to control the implementation of work
Risiko Keterlambatan Proyek pemeliharaan dapat 1. Kurangnya koordinasi terkait 1. Melakukan koordinasi intensif terkait
proyek pemeliharaan diselesaikan tepat waktu pengendalian jadwal pengadaan jadwal dan pelaksanaan pengadaan
penyedia jasa penyedia jasa
Risk of Delay in Maintenance projects can be 2. Kurangnya koordinasi terkait 2. Melakukan monitoring dan pengendalian
maintenance projects completed on time pengendalian jadwal pelaksanaan jadwal pelaksanaan dengan ketat
pekerjaan termasuk pengadaan material
konstruksi oleh penyedia jasa 1. Conducting intensive coordination related
to the schedule and implementation of
1. Lack of coordination related to service provider procurement
controlling service provider procurement 2. Monitoring and controlling the
schedules implementation schedule strictly
2. Lack of coordination related to
controlling the schedule of work
implementation including procurement
of construction materials by service
providers
Human Capital
Modal Insani
Risiko Cost Over Run Biaya capital expenditure tidak 1. Kenaikan harga barang material 1. Koordinasi dengan pihak terkait
melebihi perkiraan investasi awal 2. Keterlambatan progres pembebasan
Risk of Cost Over Run 2. Alternatif pembiayaan
lahan
Capital expenditure does 1. Coordinating with related parties
not exceed estimated initial 3. Penambahan RoW
investment 4. Penambahan lingkup 2. Alternative financing

1. Increase in prices of material goods
2. Delay in the progress of land acquisition
3. Additional RoW
4. Additional scope
Kredit
Credit
Pengembalian Piutang 1. Pengembalian Piutang Dana 1. Persentase Pengembalian Piutang tidak 1. Melakukan update kebutuhan dana
Dana Talangan Tanah Talangan Tanah tepat waktu sesuai perjanjian dari Unit Kerja terkait, sehingga jumlah
2. Pengembalian Piutang Dana 2. Waktu Keterlambatan Pengembalian dan waktu penarikan sesuai dengan
Return of Land Bailout sebesar 100% kebutuhan
Fund Receivables 3. Outstanding Dana Talangan Tanah
3. Tidak ada Outstanding Dana (belum dibayar oleh Pemerintah) 2. Melakukan Perjanjian Kredit (Standby
Loan) Bank

Talangan Tanah

1. Percentage of Receivable Returns is not
according to agreement 1. Updating the funding requirements
1. Return of land bailout from the relevant Work Unit, so that the
receivables on time 2. Late Return Time amount and time of withdrawal is in
2. 100% Return of Fund 3. Outstanding Land Bailout Funds (not yet accordance with the needs
Receivables paid by the Government) 2. Entering into a Bank Standby Loan
3. There is no Outstanding Land
Bailout Funds
Hukum
Law
Pelaksanaan pengadaan Proses Pengadaan tanah sesuai 1. Penyelesaian proses hukum yang 1. Penanganan Kasus Litigasi dan Non
tanah tidak sesuai dengan hukum dan perundangan memakan waktu yang lama Litigasi

dengan hukum yang yang berlaku 2. Kemungkinan perkara dapat kalah di 2. Rapat Koordinasi dengan Pihak Luar

berlaku Pengadilan
The land acquisition process is in 3. Melengkapi Bukti-bukti dan data yang
The implementation accordance with applicable laws 3. Adanya hambatan dalam hal koordinasi diperlukan
of land acquisition is and regulations dengan pihak terkait dan pengumpulan
not in accordance with data 1. Handling of Litigation and Non Litigation
applicable laws Cases
1. The completion of a legal process takes 2. Coordination Meeting with Outside Parties
a long time
3. Completing the evidence and data needed
2. The possibility of losing a law case in
court
3. There are obstacles in terms of
coordination with related parties and
data collection
Pembuatan perjanjian Proses Konstruksi sesuai 1. Kurang memiliki/tepat penyertaan alat 1. Penanganan Kasus Litigasi dan Non Litigasi
konstruksi yang tidak dengan peraturan hukum dan bukti di pengadilan 2. Rapat Koordinasi dengan Pihak Luar
lengkap dan kuat dari perundangan yang berlaku 2. Pihak terkait kurang terbuka dalam
segi legal 3. Melengkapi Bukti-bukti dan data yang
berkoordinasi. diperlukan
The construction process is in
The composing of accordance with applicable laws 3. Kurang tersedianya data yang
construction agreements and regulations dibutuhkan 1. Handling of Litigation and Non Litigation
is not complete nor Cases
strong in legal terms 1. Lack of proper inclusion of evidence in 2. Coordination Meeting with Outside Parties
court
3. Completing the evidence and data needed
2. Related parties are less open in
coordination
3. Lack of data needed

Reputasi
Reputation
Kejadian Tidak Menjaga citra dan reputasi 1. Kejadian atas Kegagalan Konstruksi 1. Selalu memperbaharui pemberitaan yang
Diharapkan perusahaan di mata stakeholder 2. Kejadian atas Kegagalan Operasi/ terkait dengan progres konstruksi dan
Pelayanan pengendalian Operasi
Unexpected Events Safeguarding the company's 2. Melakukan klarifikasi secara cepat
image and reputation in the eyes 1. Occurrence of a Construction Failure terhadap pemberitaan progres konstruksi
of stakeholders 2. Events for Failure in Operations/Services dan pengendalian Operasi
1. Always updating the news related to the

progress of construction and operation
control
2. Clarify quickly the reporting on
construction progress and operational
control
Publikasi Negatif Menjaga citra dan reputasi 1. Pemberitaan negatif terhadap 1. Melakukan klarifikasi secara cepat dan
perusahaan di mata stakeholder perusahaan yang tidak langsung dapat tepat terhadap pemberitaan negatif
Profil Perusahaan
Company Profile
Negative Publication diklarifikasi terhadap perusahaan dari masyarakat dan

Safeguarding the company's 2. Kurangnya interaksi, komunikasi dan media
image and reputation in the eyes keterbukaan informasi perusahaan 2. Melakukan interaksi antara lain melalui
of stakeholders dengan stakeholder atau media kegiatan bina lingkungan
3. Melakukan komunikasi dengan pelanggan
1. Negative reporting on the Company that melalui media gathering
cannot be immediately clarified
4. Keterbukaan informasi perusahaan
2. Lack of interaction, communication and yang dapat diketahui masyarakat sesuai
disclosure of company information with kebutuhan pelanggan

stakeholders or the media
1. Clarify quickly and accurately the negative
news coverage of the Company on the
public and the media
2. Interacting among others through
community development activities
3. Communicating with customers through
media gatherings
4. Disclosure of company information that
can be known to the public according to
customer needs
Kepatuhan
Compliance
Peraturan Internal Menerapkan kepatuhan 1. Proses audit berjalan tidak tepat waktu 1. Koordinasi dengan semua pihak terkait
peraturan perusahaan terhadap 2. Pemeriksaan tidak sesuai lingkup audit audit eksterna
Internal Regulations peraturan internal 2. Penunjukan Rekan Imbang pada unit
3. Terungkapnya kecurangan
kerja, cabang dan anak perusahaan
Applying the compliance with the 4. Auditi tidak dapat menjawab temuan
Company’s internal regulations auditor 1. Coordination with all parties related to
external audit
1. The audit process is not running on time
2. Appointment of Equal Partners at work
2. The audit is not in accordance with the units, branches and subsidiaries
scope of audit
3. The findings of fraud
4. The auditor cannot answer the audit
findings
Peraturan Eksternal Menerapkan kepatuhan 1. Tidak terupdate aturan eksternal antara Melakukan koordinasi intens dengan pihak
peraturan perusahaan terhadap lain pasar modal dan GCG terkait mengenai :
External Regulations peraturan eksternal 2. Kurangnya koordinasi dengan pihak - aturan pasar modal
terkait mengenai peraturan eksternal - aturan OJK
Applying the compliance with the yang harus ditaati
Company’s external regulations - aturan GCG
- peraturan perundangan terbaru
1. External regulations are not updated
including the capital market and GCG
2. Lack of coordination with related parties Conducting intense coordination with related
regarding external regulations that must parties regarding:
be obeyed - capital market regulations
- OJK regulations
- GCG regulations
- the latest legislation
Human Capital
Modal Insani
PENILAIAN RISIKO TAHUN 2019
Risk Assessment Year 2019
Top Risk tahun 2019 per jenis merupakan risiko tertinggi The 2019 Top Risks list the highest risk per type of the
yang telah dikelompokkan menjadi 9 (Sembilan) jenis. 9 (Nine) types of risks. The grouping is the result of risk
Pengelompokan tersebut merupakan hasil konsolidasi consolidation with a high level of risk status filtered based

risiko dengan status risiko tingkat tinggi yang disaring on corporate acceptance criteria from each work unit of

berdasarkan kriteria keberterimaan korporat dari masing- the Head Office, Toll Road Subsidiaries, Other Business
masing unit kerja Kantor Pusat, Anak Perusahaan Jalan Subsidiaries and Branch Offices. The Company's Top Risks
Tol, Anak Perusahaan Usaha Lain dan Kantor Cabang. identified and compiled based on the weight of each risk
Top Risk Perseroan yang teridentifikasi dan telah disusun are as follows:
berdasarkan bobot dari masing-masing risiko adalah
sebagai berikut:
Tabel Definisi Jenis Risiko 2019

Table of Definitions of Risk Types in 2019
Bobot

Prioritas Jenis Risiko Definisi
Weight

Priority Risk Type Definition
(%)
1 Regulasi dan Pasar Risiko yang berhubungan dengan peraturan/kebijakan dari regulator dan kondisi pasar di luar kendali
Regulation and Perusahaan yang dapat mempengaruhi bisnis Perusahaan
Market 25,7
The risks that are related to regulations/policies of regulators and market conditions beyond the control
of the Company that can affect the Company's business
2 Strategis Risiko yang disebabkan oleh penetapan strategi dan pengambilan keputusan bisnis Perusahaan yang
Strategic tidak tepat serta kurang responsif terhadap perubahan lingkungan usaha
20,1
The risks that are caused by the determination of strategies and the Company's business decision
making which is not appropriate and less responsive to changes in the business environment.
3 Likuiditas Risiko terkait kemampuan Perusahaan dalam memenuhi kewajiban jangka pendek (perbandingan
Liquidity posisi keuangan Perusahaan dengan beban keuangan Perusahaan)

12,3
The risks that are related to the Company's ability to meet short-term obligations (comparison of the

Company's financial position with the Company's financial burden).
4 Operasional Risiko yang berhubungan dengan proses bisnis, karyawan serta teknologi yang mempengaruhi
Operational operasional Perusahaan secara langsung maupun tidak langsung yang dapat menimbulkan kerugian
Perusahaan 11,2
The risks that are associated with business processes, employees and technology that affects the
Company's operations directly or indirectly that can cause Company losses.
5 Proyek Risiko terkait aktivitas Perusahaan mulai dari tahapan perencanaan hingga penyelesaian proyek, baik
Project untuk proyek jalan tol dan atau proyek usaha lain
9,4
The risks that are related to the Company's activities from the planning stage to the completion of a
project, both for toll roads and or other business projects.
6 Kredit Potensi kegagalan debitur Perusahaan dalam melunasi kewajibannya, sesuai dengan jumlah dan waktu
Credit yang telah ditetapkan
6,4
The potential failure of the Company's debtors in paying their obligations, in accordance with the
amount and time determined
7 Hukum Risiko perusahaan karena adanya kelemahan aspek yuridis yang menimbulkan konsekuensi hukum
Law bagi Perusahaan 6,2
The risks due to weaknesses in the juridical aspect that cause legal consequences for the Company.
8 Reputasi Risiko yang disebabkan karena adanya suatu kejadian yang tidak diharapkan yang dapat menimbulkan
Reputation persepsi negatif terhadap Perusahaan atau munculnya publikasi negatif terkait Perusahaan yang dapat
mengakibatkan kepercayaan Pemangku Kepentingan pada Perusahaan menurun
4,8
The risks that are caused by an unexpected event that can lead to negative perceptions of the
Company or the appearance of negative publications related to the Company that can result in a
decline in stakeholder confidence in the Company.
9 Kepatuhan Risiko yang disebabkan karena Perusahaan tidak mematuhi dan/atau tidak melaksanakan peraturan
Compliance perundang-undangan dan ketentuan yang berlaku baik internal maupun eksternal
4
The risks that are caused by the Company not complying with and/or not implementing provisions of
laws and regulations that apply both internally and externally.
Total 100
EVALUASI PELAKSANAAN MANAJEMEN RISIKO

Evaluation of Risk Management Implementation
Untuk memastikan bahwa Manajemen Risiko efektif To ensure that Risk Management is effective and supports
dan menunjang kinerja organisasi, maka Jasa Marga organizational performance, Jasa Marga has measured the
telah melakukan pengukuran tingkat kematangan (Risk level of maturity in risk management. The measurement
Maturity) dalam pengelolaan risiko. Pengukuran yang by an independent consultant was done in every 2
dilakukan oleh konsultan independen ini dilakukan setiap (two) years previously, but due to rapid changes in the
tahun untuk mengetahui perubahan perkembangan development of system implemented in the Company it’s
sistem yang diterapkan di Perusahaan. Pengukuran now done annually. This measurement is important to
ini penting dilakukan dalam rangka memberikan arah provide direction for improvement of the risk management
perbaikan terhadap sistem manajemen risiko yang sedang system that is being implemented at Jasa Marga, with the
dilaksanakan di Jasa Marga, dengan tujuan sebagai following objectives:
berikut:
• Mendapatkan gambaran kondisi penerapan • Getting overview of the conditions for implementing
Manajemen Risiko beserta identifikasi aspek-aspek di Risk Management and identifying aspects in planning
Profil Perusahaan
Company Profile
dalam perencanaan kerangka kerja manajemen risiko the risk management framework
• Mendapatkan data atas gap sejauh mana implementasi • Getting the data on gaps to the extent of the
manajemen risiko di Perusahaan implementation of risk management in the Company
• Mendapatkan rekomendasi (strength dan OFI) dan • Getting recommendations (strength and OFI) and at
sekaligus mendapatkan arah dan saran perbaikan the same time getting directions and suggestions for
dalam rangka implementasi manajemen risiko ke improvements in the future implementation of risk
depan management
Dalam pengukuran maturitas, aspek-aspek penilaian In measuring the maturity, aspects of the assessment of
terhadap implementasi manajemen risiko menggunakan risk management implementation use ISO 31000: 2018 as
ISO 31000:2018 sebagai risk management best practice the best risk management practice that will be developed
yang akan dikembangkan di lingkungan PT Jasa Marga within PT Jasa Marga (Persero) Tbk. The methodology used
(Persero) Tbk. Adapun metodologi yang digunakan dalam in measuring risk management maturity is through:
pengukuran maturitas manajemen risiko yaitu melalui:
1. Review dokumen, yaitu cara perolehan data melalui 1. Document Review, which is a way of obtaining data
analisis dokumen unit kerja atau data tertulis yang through analysis of work unit documents or written
berkaitan dengan penerapan manajemen risiko data relating to the implementation of the Company's
Perusahaan. risk management.

2. Workshop dan FGD (Focus Group Discussion), 2. FGD (Focus Group Discussion), conducted at the level
dilakukan pada tingkatan unit kerja yaitu risk owner of the head of the work unit as a risk owner and risk
dan risk officer. Hal ini melibatkan serangkaian officer. This involves a series of questions/statements
pertanyaan/pernyataan untuk mendapatkan informasi to obtain information that cannot be obtained through
yang tidak dapat diperoleh melalui review dokumen, document review, and cross-checking of information
dan pemeriksaan silang dari informasi yang diperoleh obtained from document review.
dari tinjauan dokumen.
3. Analisa data, yaitu pengolahan dari semua data yang 3. Data analysis, all data will be collected and then
telah dikumpulkan dan kemudian disajikan dalam presented in a report on the results of and directions
laporan untuk memberikan hasil dan arahan perbaikan. for improvement.
Level yang digunakan untuk melakukan pengukuran The measurement of risk management maturity results in
terhadap tingkat maturitas manajemen risiko menggunakan 5 (five) levels that describe the Company’s competence in
5 (lima) level yang menggambarkan kompetensi Perseroan implementing risk management.
dalam menerapkan manajemen risiko.
Human Capital
Modal Insani
LEVEL MATURITAS MANAJEMEN RISIKO
Risk Management Maturity Levels
Penjelasan
Level
Explanation

Initial

Sangat sedikit atau tidak ada pemenuhan kriteria dengan cara apa pun. Organisasi mengakui kebutuhannya, tetapi tidak ada
Level 1: proses standar.
Very little or no fulfillment of the criteria in any way. The organization recognizes its needs, but there is no standard process.
Repeatable
Level 2: Manajemen mendukung niat tetapi praktik tidak konsisten atau diserahkan kepada individu
Management supports intentions but practices are not consistent or left to individuals

Defined
Proses standar tersedia dan didukung oleh pelatihan. Proses dan database yang umum diterapkan dalam unit bisnis/divisi.
Level 3: Tidak ada pemantauan rutin atau tinjauan pada praktik yang diterapkan
A standard process is available and supported by training. Common processes and databases are applied in business units/
divisions. There is no routine monitoring or review of applied practices
Managed
Proses dipantau dan diukur. KPI tersedia dan ada keterbatasan penggunaan otomatisasi untuk mendukung proses. Aplikasi
Level 4: yang konsisten tersedia di semua kegiatan perusahaan secara vertikal dan horizontal.
Processes are monitored and measured. KPI is available and there is limitation in the use of automation to support the

process. Consistent applications are available in all company activities vertically and horizontally.

Integrated
Proses-proses disempurnakan untuk praktik yang paling tepat berdasarkan perbaikan berkelanjutan dan pembandingan
terhadap organisasi lain. Peluang dicari untuk meningkatkan proses dan pelajaran diambil, dibagikan, dan diterapkan. Alat-
Level 5: alat otomatisi membentuk proses-proses terintegrasi. Budaya risiko sudah terlihat.
Processes are refined for the most appropriate practices based on continuous improvement and comparison with other
organizations. Opportunities are sought to improve the process and lessons learned, shared and applied. Automatic devices
form integrated processes. Risk culture is visible.
Tingkat maturity implementasi manajemen risiko yang The analysis of risk management implementation in
telah dianalisa dengan menggunakan framework ISO Jasa Marga using the ISO 31000:2018 framework has
31000:2018 di Jasa Marga berada pada level 3,85 (Define). resulted maturity level of 3.85 (Define). This means the risk
Hal tersebut menunjukkan bahwa kegiatan manajemen management activities at Jasa Marga have been supported
risiko pada Jasa Marga telah didukung oleh Manajemen by the Management but still need improvements in their
namun masih perlu penyempurnaan dalam penerapannya application to be more structured and consistent.
agar lebih terstruktur dan konsisten.
SISTEM PENGENDALIAN INTERNAL
Internal Control System
Pengendalian internal adalah suatu proses yang melibatkan Internal control is a process that involves the Board of
Dewan Komisaris, manajemen, dan personil lain, yang Commissioners, management and other personnel, which
dirancang untuk memberikan keyakinan memadai is designed to provide adequate confidence in achieving
tercapainya efektivitas dan efisiensi operasi dan keandalan the effectiveness and efficiency of operations and the
pelaporan serta kepatuhan terhadap hukum dan peraturan reliability of reporting and compliance with applicable
yang berlaku. Penerapan sistem pengendalian internal laws and regulations. The implementation of the internal
yang dilakukan oleh Jasa Marga mengacu pada Pasal 26 control system by Jasa Marga refers to Article 26 of Minister
Peraturan Menteri BUMN No. PER-01/MBU/2011 tentang of SOEs Regulation No. PER-01/MBU/2011 concerning the
Penerapan Tata Kelola Perusahaan yang Baik (Good Implementation of Good Corporate Governance in State-
Corporate Governance) pada Badan Usaha Milik Negara. Owned Enterprises.
Melalui Keputusan Direksi No. 125/KPTS/2019 tentang Based on the Board of Directors Decree No. 125/KPTS/2019
Pedoman Tata Kelola Perusahaan (Code of Corporate concerning the Code of Corporate Governance of PT Jasa
Governance) PT Jasa Marga (Persero) Tbk, ditetapkan Marga (Persero) Tbk, the Company's Internal Control
pelaksanaan Sistem Pengendalian Internal Perusahaan System (SPIP) has been established. This is an integral
(SPIP) yang merupakan proses yang integral pada tindakan process in actions and activities carried out continuously
dan kegiatan yang dilakukan secara terus-menerus oleh by the leadership and all employees to provide adequate
pimpinan dan seluruh karyawan untuk memberikan confidence in the achievement of organizational goals
Profil Perusahaan
Company Profile
keyakinan memadai atas tercapainya tujuan organisasi through effective and efficient activities, reliability in
melalui kegiatan yang efektif dan efisien, keandalan financial reporting, security of the Company's assets and
pelaporan keuangan, pengamanan aset Perseroan dan compliance with laws and regulations
ketaatan terhadap peraturan perundang-undangan.
Sistem Pengendalian Internal Perseroan terdiri atas unsur- The Company's Internal Control System consists of the
unsur sebagai berikut: following elements:
1. Lingkungan pengendalian 1. Control environment

2. Penilaian risiko 2. Risk assessment
3. Kegiatan pengendalian 3. Control activities
4. Informasi dan komunikasi 4. Information and communication
5. Pemantauan pengendalian internal 5. Internal control monitoring
LINGKUNGAN PENGENDALIAN
Control Environment
Lingkungan Pengendalian (Control Environment) The Control Environment is a component in internal control
merupakan komponen dalam pengendalian internal yang that forms the foundation for other control components.
menjadi pondasi bagi komponen pengendalian lainnya. Therefore, Jasa Marga is always committed to creating and
Oleh karenanya, Jasa Marga selalu berkomitmen untuk maintaining a control environment that creates positive
menciptakan dan memelihara lingkungan pengendalian and conducive behavior for the implementation of the
yang menimbulkan perilaku positif dan kondusif untuk Internal Control System, through:
penerapan Sistem Pengendalian Intern, melalui:
1. Penegakan integritas dan nilai etika 1. Enforcement of integrity and ethical values
2. Komitmen terhadap kompetensi 2. Commitment to competence
3. Kepemimpinan yang kondusif 3. Conducive leadership
4. Pembentukan struktur organisasi yang sesuai dengan 4. Establishment of organizational structure that suits the
kebutuhan needs
5. Pendelegasian wewenang dan tanggung jawab yang 5. Appropriate delegation of authority and responsibilities
tepat
6. Penyusunan dan penerapan kebijakan yang sehat 6. Formulation and implementation of sound policies
tentang pembinaan sumber daya manusia regarding the development of human resources
7. Hubungan kerja yang kondusif 7. Conducive working relations
Human Capital
Modal Insani
PENILAIAN RISIKO
Risk Assessment
Penilaian risiko merupakan salah satu unsur penting sistem Risk assessment is an important element of the internal
pengendalian internal. Penilaian risiko meliputi: control system. Risk assessment includes:
1. Identifikasi risiko 1. Risk identification

2. Analisis risiko 2. Risk analysis

Identifikasi risiko dilaksanakan dengan menggunakan Risk identification is carried out using a methodology in
metodologi sesuai dengan strategi Perseroan dalam accordance with the Company's strategy in achieving the
mencapai target yang telah ditetapkan. Perseroan targets set. The Company has identified sufficient risks to
telah melakukan identifikasi risiko yang memadai recognize risks from external and internal factors. While
untuk mengenali risiko dari faktor eksternal dan faktor a risk analysis is carried out to determine the impact of
internal. Sementara analisis risiko dilaksanakan untuk the risks on achieving the Company's goals. Jasa Marga
menentukan dampak dari risiko yang telah diidentifikasi has applied the precautionary principle in determining the
terhadap pencapaian tujuan Perseroan. Jasa Marga telah acceptable level of risk.
menerapkan prinsip kehati-hatian dalam menentukan

tingkat risiko yang dapat diterima.

Penjelasan tentang penilaian risiko telah disajikan pada An explanation of the risk assessment has been presented
bagian Manajemen Risiko di Bab Tata Kelola Perusahaan in the Risk Management section in the Corporate
dalam Laporan Tahunan ini. Governance Chapter in this Annual Report.
KEGIATAN PENGENDALIAN
Control Activitie

Kegiatan pengendalian yang dilakukan Jasa Marga The control activities at Jasa Marga are made sure to be
diwujudkan dengan kegiatan pengendalian yang sesuai appropriate to the size, complexity, and nature of the
dengan ukuran, kompleksitas, dan sifat dari tugas dan Company's duties and functions. The control activities at
fungsi Perseroan. Kegiatan pengendalian pada Jasa Marga Jasa Marga have at least the following characteristics:
sekurang-kurangnya memiliki karakteristik sebagai berikut:
1. Kegiatan pengendalian diutamakan pada kegiatan 1. Control activities are prioritized for the Company's
pokok Perseroan. main activities.
2. Kegiatan pengendalian harus dikaitkan dengan proses 2. Control activities must be linked to the risk assessment
penilaian risiko. process.
3. Kegiatan pengendalian yang dipilih disesuaikan 3. The selected control activities are adjusted to the
dengan sifat khusus Perseroan. special nature of the Company.
4. Kebijakan dan prosedur harus ditetapkan secara 4. Policies and procedures must be established in writing.
tertulis.
5. Prosedur yang telah ditetapkan harus dilaksanakan 5. Procedures that have been established must be carried
sesuai yang ditetapkan secara Tertulis. out according to those set in writing.
6. Kegiatan pengendalian dievaluasi secara teratur untuk 6. Control activities are regularly evaluated to ensure that
memastikan bahwa kegiatan tersebut masih sesuai they are still appropriate and functioning as expected.
dan berfungsi seperti yang diharapkan.
Kegiatan Pengendalian Perseroan terdiri atas: The Company's Control Activities consist of:
1. Reviu atas kinerja Perseroan. 1. Review of the Company's performance.
Reviu atas kinerja Perseroan dilaksanakan dengan The review of the Company's performance is carried
membandingkan kinerja dengan target yang telah out by comparing the performance with the set targets.
ditetapkan.
2. Pembinaan sumber daya manusia. 2. Development of human resources.

Dalam melakukan pembinaan sumber daya manusia, In conducting human resources development, the
Direksi secara efektif mengkomunikasikan: Board of Directors is effectively:

a. communicating the agency's vision, mission,
a. mengkomunikasikan visi, misi, tujuan, nilai, dan

strategi instansi kepada pegawai. goals, values, and strategy of the Company to the
b. membuat strategi perencanaan dan pembinaan employees.
sumber daya manusia yang mendukung b. making a strategy in planning and developing
pencapaian visi dan misi. human resources that support the achievement of
c. membuat uraian jabatan, prosedur rekrutmen, the vision and mission.
program pendidikan dan pelatihan pegawai, sistem c. creating job descriptions, recruitment procedures,
kompensasi, program kesejahteraan dan fasilitas employee education and training programs,
pegawai, ketentuan disiplin pegawai, sistem compensation systems, employee welfare
penilaian kinerja, serta rencana pengembangan programs and facilities, employee discipline
karir. provisions, performance appraisal systems, and
career development plans.
3. Pengendalian atas pengelolaan sistem informasi. 3. Control over the information system management.
Kegiatan pengendalian atas sistem informasi dilakukan The control activities in the information system are
Profil Perusahaan
Company Profile
untuk memastikan akurasi dan kelengkapan informasi. carried out to ensure the accuracy and completeness
Kegiatan pengendalian meliputi pengendalian umum of the information. Control activities include general
dan pengendalian aplikasi. Pengendalian umum terdiri control and application control. General control
atas: consists of:
a. Pengamanan sistem informasi. a. Information system security.
b. Pengendalian atas akses. b. Control over access.
c. Pengendalian atas pengembangan dan perubahan c. Control over the development and changes in
perangkat lunak aplikasi. software applications.
d. Pengendalian atas perangkat lunak sistem. d. Control over system software.
e. Pemisahan tugas. e. Separation of duties.
f. Kontinuitas pelayanan. f. Continuity of service.
Pengendalian aplikasi meliputi: Application control includes:
a. Pengendalian otorisasi. a. Control of authorization.
b. Pengendalian kelengkapan. b. Control of completeness.
c. Pengendalian akurasi. c. Control of accuracy.
d. Pengendalian terhadap keandalan pemrosesan d. Control of the reliability of processing and data
dan file data. files.

4. Pengendalian fisik atas aset. 4. Physical control over assets.
Dalam melaksanakan pengendalian fisik atas aset In carrying out physical control over assets, the
Direksi telah menetapkan, mengimplementasikan Board of Directors has determined, implemented
dan mengkomunikasikan kepada seluruh pegawai and communicated to all employees regarding the
terkait rencana identifikasi, kebijakan, dan prosedur identification plan, policies and procedures for physical
pengamanan fisik serta rencana pemulihan setelah security and recovery plans after a disaster.
bencana.
5. Determination and review of indicators and
5. Penetapan dan reviu atas indikator dan ukuran kinerja. performance measures.
Dalam melaksanakan penetapan dan reviu atas In carrying out the determination and review of
indikator dan pengukuran kinerja Direksi telah: indicators and measurements of performance, the
a. menetapkan ukuran dan indikator kinerja Board of Directors has:
b. mereviu dan melakukan validasi secara periodik a. determined the size and performance indicators
atas ketetapan dan keandalan ukuran dan indikator b. periodically reviewed and validated the
kinerja determination and reliability of performance
c. mengevaluasi faktor penilaian pengukuran kinerja. measures and indicators
d. membandingkan secara terus-menerus data c. evaluated the assessment factors of performance
capaian kinerja dengan sasaran yang ditetapkan measurement.
dan selisihnya dianalisis lebih lanjut. d. continuously compared the performance data with
the goals set and the difference is analyzed further.
Human Capital
Modal Insani
6. Pemisahan fungsi. 6. Separation of functions.
Dalam melaksanakan pemisahan fungsi, Perseroan In carrying out the separation of functions, the
telah menetapkan sistem untuk menjamin bahwa Company has established a system to guarantee that
seluruh aspek utama transaksi atau kejadian tidak all major aspects of the transactions or events are not
dikendalikan oleh 1 (satu) orang. controlled by 1 (one) person.
7. Otorisasi atas transaksi dan kejadian yang penting. 7. Authorization of transactions and important events.
Dalam melakukan otoritasi atas transaksi dan kejadian, In authorizing transactions and events, the Board of

Direksi telah menetapkan dan mengkomunikasikan Directors has established and communicated the terms

ketentuan-ketentuan otorisasi pada seluruh pegawai. of the authorization to all employees.
8. Pencatatan yang akurat dan tepat waktu atas transaksi 8. Accurate and timely recording of transactions and
dan kejadian. events.
Perseroan telah menetapkan bahwa transaksi dan The Company has determined that transactions
kejadian diklasifikasikan dengan tepat dan dicatat and events are appropriately classified and recorded
segera. Klasifikasi dan pencatatan yang tepat harus immediately. Appropriate classification and recording
dilaksanakan dalam seluruh siklus transaksi atau must be carried out throughout the entire cycle of
kejadian. transactions or events.
9. Pembatasan akses atas sumber daya dan 9. Limitation of access to resources and their records.
pencatatannya. In implementing restrictions on access to resources

Dalam melaksanakan pembatasan akses atas and their records, the Company only gives access to

sumber daya dan pencatatannya, Perseroan hanya authorized employees and constantly reviews the
memberikan akses kepada pegawai yang berwenang restrictions periodically.
dan senantiasa melakukan reviu atas pembatasan
tersebut secara berkala.
10. Akuntabilitas terhadap sumber daya dan 10. Accountability for resources and their records.
pencatatannya. Accountability for resources and their records is
Akuntabilitas terhadap sumber daya dan pencatatannya done by assigning employees responsible for storing
dilakukan dengan menugaskan pegawai yang resources and recording them and conducting regular
bertanggung jawab terhadap penyimpanan sumber reviews of the assignment.
daya dan pencatatannya serta melakukan reviu atas

penugasan tersebut secara berkala.

11. Dokumentasi yang baik atas Sistem Pengendalian 11. Good documentation of the Internal Control System
Intern serta transaksi dan kejadian penting. and important transactions and events.
Dalam menyelenggarakan dokumentasi Perseroan In carrying out documentation, the Company owns,
memiliki, mengelola, memelihara, dan secara berkala manages, maintains, and periodically updates
memutakhirkan dokumentasi yang mencakup seluruh documentation that covers the entire internal control
sistem pengendalian internal serta transaksi dan kejadian system and important transactions and events.
penting.
INFORMASI DAN KOMUNIKASI

Information and Communication
Perseroan mengidentifikasi, mencatat, dan mengkomunikasi- The Company identifies, records, and communicates
kan informasi dalam bentuk dan waktu yang tepat. information in an appropriate form and time. Management
Manajemen sangat menyadari bahwa setiap permasalahan is very aware that every problem that occurs in the
yang terjadi di Perseroan merupakan akibat dari tidak Company is a result of ineffective communication within
berjalannya komunikasi secara efektif dalam Perseroan. Oleh the Company. Therefore, the Company continues to strive
karena itu, Perseroan terus berupaya menyelenggarakan to hold effective communication, done by:
komunikasi yang efektif, hal ini dilakukan dengan:
1. Menyediakan dan memanfaatkan berbagai bentuk 1. Providing and utilizing various forms and means of
dan sarana komunikasi. communication.
2. Mengelola, mengembangkan, dan memperbarui 2. Managing, developing, and updating information
sistem informasi secara terus menerus. systems continuously.
PEMANTAUAN PENGENDALIAN INTERNAL

Monitoring of the Internal Control
Monitoring dan evaluasi yang dilakukan secara periodik Monitoring and evaluation are performed periodically
maupun terus menerus dimaksudkan untuk memastikan and continuously to ensure that the internal control
bahwa sistem pengendalian internal berfungsi dengan system functions properly in controlling the risks. If there
baik dalam mengendalikan risiko. Jika terdapat kelemahan are weaknesses, they must be detected immediately and
harus segera terdeteksi dan segera dilakukan tindakan corrective actions can be taken promptly.
perbaikan.
Monitoring dan evaluasi atas sistem pengendalian internal Monitoring and evaluation of the Company's internal control
Perseroan dilakukan dengan pemantauan berkelanjutan, system is carried out by continuous monitoring, separate
evaluasi terpisah, dan tindak lanjut rekomendasi hasil evaluation, and follow-up on the recommendations of
audit dan reviu lainnya. Pemantauan berkelanjutan the audit and other reviews. Continuous monitoring is
diselenggarakan melalui pengelolaan rutin, supervisi, performed through routine management, supervision,
pembandingan, rekonsiliasi, dan tindakan lain yang terkait comparison, reconciliation, and other actions related to
Profil Perusahaan
Company Profile
pelaksanaan tugas. the implementation of tasks.
Evaluasi terpisah diselenggarakan melalui penilaian sendiri, A separate evaluation is performed through self-
reviu dan pengujian efektivitas sistem pengendalian assessment, review and testing of the effectiveness of
internal. Evaluasi terpisah dilakukan oleh auditor internal the internal control system. Separate evaluations are
secara berkala. Tindak lanjut rekomendasi hasil audit dan conducted by internal auditors regularly. Follow-up
reviu lainnya segera diselesaikan dan dilaksanakan sesuai recommendations on audit results and other reviews are
dengan mekanisme penyelesaian rekomendasi hasil audit immediately completed and implemented in accordance
dan reviu lainnya yang telah ditetapkan. with the mechanism for resolving recommendations on
audit results and other reviews that have been determined.
KESESUAIAN DENGAN COSO

Suitability with COSO
Sistem Pengendalian Internal di Perseroan mengadopsi The Internal Control System of the Company adopts the
konsep Committee of Sponsoring Organizations (COSO) concept of the Committee of Sponsoring Organizations
of the Treadway Commision yang terdiri dari 5 (lima) (COSO) of the Treadway Commission consisting of 5 (five)
komponen Sistem Pengendalian Internal yang efektif: components for an effective Internal Control System:
1. Lingkungan Pengendalian (Control Environment) 1. Control Environment

2. Penilaian Risiko (Risk Assessment) 2. Risk Assessment
3. Kegiatan Pengendalian (Control Activites) 3. Control Activities
4. Informasi dan Komunikasi (Information and 4. Information and Communication
Communication)
5. Pemantauan Pengendalian Intern (Monitoring) 5. Monitoring
Human Capital
Modal Insani
EVALUASI PELAKSANAAN DAN TINJAUAN EFEKTIVITAS SISTEM
PENGENDALIAN INTERNAL
Implementation Evaluation and Effectiveness Review of the Internal Control
System
Dari Laporan-laporan Hasil Audit yang kemudian From the Audit Reports which are then grouped according

dikelompokkan sesuai dengan kategori sasaran (objectives) to the target categories and components in the SPIP (COSO

dan komponen dalam SPIP (kerangka COSO), dilakukan framework), an annual periodic analysis is done so that
analisis secara periodik tahunan sehingga dengan improvements can be made to the components in need.
demikian dapat dilakukan peningkatan (improvement) Analysis of the Audit Results is also carried out to measure
untuk komponen-komponen yang memerlukannya. the effectiveness of the achievement of the SPIP targets
Analisis Hasil Audit tersebut juga dilakukan untuk (the Company's operations, the accuracy/reliability of the
mengukur keefektifan dari pencapaian sasaran SPIP Company's reports, as well as compliance with applicable
(operasional Perseroan, keakurasian/keandalan laporan- laws and regulations).
laporan Perseroan, serta kepatuhan terhadap peraturan
dan perundangan yang berlaku).

Perseroan juga telah melakukan evaluasi atas efektivitas The Company has also conducted an evaluation of the

pengendalian internal atas laporan keuangan Perseroan effectiveness of internal control over the Company's
yang berakhir pada 31 Desember 2019 sesuai dengan financial statements for fiscal year ended on December
kriteria yang ditetapkan oleh Committee of Sponsoring 31, 2019 in accordance with the criteria established by
Organizations (COSO) of The Treadway Commision. the Committee of Sponsoring Organizations (COSO) of
Berdasarkan hasil evaluasi tersebut, Perseroan The Treadway Commission. Based on the results of the
menyimpulkan bahwa sistem pengendalian internal atas evaluation, the Company concluded that the internal
laporan keuangan Perseroan yang berakhir pada 31 control system for the Company's financial statements for
Desember 2019 telah berjalan secara efektif. fiscal year ended on December 31, 2019 was effective.

PERKARA PENTING
Important Legal Cases
Selama tahun 2019, Jasa Marga menghadapi sejumlah During 2019, Jasa Marga faced a number of important
perkara penting berupa permasalahan hukum perdata cases in the form of completed civil and criminal law issues
dan pidana yang telah selesai (telah mempunyai kekuatan (which have permanent legal force) and which are still in
hukum yang tetap) dan yang masih dalam proses the process of completion with the following details.
penyelesaian dengan rincian sebagai berikut.
Tabel Perkara Penting 2019

Table of Important Legal Cases in 2019
No Permasalahan Hukum Jumlah

Legal Cases Number
Perdata Pidana
Civil Criminal
1 Telah mendapatkan putusan yang mempunyai kekuatan hukum 3 -

tetap
Having obtained verdict with permanent legal force
2 Dalam proses penyelesaian 15 -
Still in the process of resolution
Profil Perusahaan
Company Profile
Total 16 -
PERKARA PENTING YANG DIHADAPI PERSEROAN

Important Legal Cases Faced by the Company
Beberapa perkara penting atau kasus yang paling signifikan Some important legal cases or issues that most significantly
mempengaruhi Perseroan dapat dilihat pada tabel sebagai affect the Company can be seen in the following table:
berikut:
PERKARA PERDATA Civil Cases
Tabel Perkara Perdata yang Dihadapi Perseroan Tahun 2019

Table of Civil Cases Faced by the Company in 2019

Pengaruh
Pokok Perkara/ Status
Terhadap Kondisi Sanksi yang
Gugatan Penyelesaian Upaya Manajemen Nilai Perkara
No Perusahaan dikenakan
Principal Case/ Status of Efforts of Management Case Value
Effect to the Sanctions Imposed
Lawsuit Resolution
Company
1 Gugatan perbuatan On going pada Perusahaan Jasa Marga akan menunggu Ganti rugi senilai Materil
melawan hukum tingkat PK/ memiliki kewajiban hasil putusan dan akan Rp10.400.000.000 Rp9.400.000.000
(perkara tanah) yang Perlawanan bayar senilai melakukan koordinasi dengan Compensation
diajukan oleh Sri (putusan Rp10.400.000.000 Kementerian PUPR dan amounting to Imateril
Supartini sebelumnya: Jasa Jamdatun terkait langkah Rp10,400,000,000 Rp1.000.000.000
Lawsuit (land Marga kalah) The company has yang akan dilakukan apabila
acquisition) filed by On going at the obligation to pay upaya hukum PK/Perlawanan Material
Sri Supartin judicial review an amount of Jasa Marga ditolak. Rp. 9,400,000,000
phase (previous Rp10,400,000,000 Jasa Marga will wait for the
decision: Jasa results of the judicial review Immaterial
Marga lost) and will coordinate with the Rp1,000,000,000
Ministry of PUPR and Attorney
General for Civil Cases
(Jamdatun) regarding the
steps to be taken if the judicial
review filed by Jasa Marga is
rejected.
Human Capital
Modal Insani
Pengaruh
Lawsuit Resolution
Company
2 Gugatan perbuatan On going pada - Jasa Marga tidak dituntut - -

melawan hukum tingkat banding untuk membayar ganti rugi
(perkara tanah) yang (putusan dan hanya diminta untuk
diajukan oleh Ketut sebelumnya: Jasa tunduk dan patuh pada

Kimindra Marga menang) putusan.

Lawsuit (land On going at
acquisition) filed by the appeal level Jasa Marga is not required to
Ketut Kimindra (previous decision: pay compensation and is only
Jasa Marga won) required to submit to and
comply with the decision.
3 Gugatan perbuatan On going Perusahaan Peluang Jasa Marga Ganti rugi senilai Rp4.988.298.000
melawan hukum pada tingkat memiliki kewajiban memenangkan perkara ini Rp4.988.298.000
(perkara tanah) yang kasasi (putusan bayar senilai cukup besar mengingat pada Compensation
diajukan oleh Damin sebelumnya: Jasa Rp4.988.298.000 tingkat sebelumnya gugatan amounting to
bin Serin Marga menang) The company has Ahli waris Damin bin Serin Rp4,988,298,000
Lawsuit (land On going at the an obligation to pay ditolak.
acquisition) filed by cassation appeal Rp4,988,298,000 The chance of Jasa Marga

Damin bin Serin level (previous winning this case is quite

decision: Jasa big considering that at the
Marga won) previous level the lawsuit filed
the heirs of Damin bin Serin
was denied.
4 Gugatan perbuatan On going Perusahaan Jasa Marga sedang menunggu Ganti rugi senilai Materil:
melawan hukum pada tingkat memiliki kewajiban hasil upaya hukum kasasi Rp71.868.000.000,- Rp71.190.000.000
(perkara tanah) yang kasasi (putusan bayar senilai yang telah diajukan oleh Compensation
diajukan oleh Kasan sebelumnya: Jasa Rp71.868.000.000,- Kasan Basri. amounting to Imateril :
Basri* Marga menang) The company has Apabila upaya kasasi Kasan Rp71,868,000,000 Rp678.000.000
Lawsuit (land On going at the an obligation to pay Basri dikabulkan, maka Jasa
acquisition) filed by cassation appeal Rp71,868,000,000. Marga akan mengajukan Material:
Kasan Basri * level (previous upaya hukum PK dan Rp71,190,000,000
decision: Jasa melakukan koordinasi dengan

Marga won) Kementerian PUPR mengingat
tanah perkara telah tercatat Immaterial:

sebagai milik Kementerian Rp678,000,000
PUPR.
Jasa Marga is awaiting the

results of the cassation appeal
filed by Kasan Basri.
If Kasan Basri's cassation
appeal is granted, Jasa Marga
will file judicial remedy and
coordinate with the Ministry
of PUPR given that the case
related to property belonging
to the Ministry of PUPR.
5 Gugatan perbuatan On going pada Perusahaan Apabila Jasa Marga kalah, Ganti rugi senilai Rp2.261.961.240
melawan hukum tingkat Kasasi/ memiliki kewajiban maka akan dilakukan upaya Rp2.261.961.240
(perkara tanah) Perlawanan bayar senilai Rp hukum PK/Perlawanan Compensation
yang diajukan oleh (putusan 2.261.961.240 dan melakukan koordinasi amounting to
Rodiah* sebelumnya: Jasa The company has dengan Kementerian PUPR Rp2,261,961,240
Lawsuit (land Marga kalah) an obligation to pay untuk dapat mengajukan
acquisition) filed by On going at the Rp2,261,961,240 upaya hukum perlawanan
Rodiah * cassation level mengingat Kementerian PUPR
(previous decision: merupakan pemilik tanah
Jasa Marga lost) perkara tersebut.
If Jasa Marga loses, it will

file a judicial review and
coordinating with the Ministry
of PUPR to keep fighting
given the fact that the owner
of the property is the Ministry
of PUPR
Pengaruh

Lawsuit Resolution
Company
6 Gugatan perbuatan On going Perusahaan Melakukan koordinasi Ganti rugi senilai Materiil
melawan hukum pada tingkat memiliki kewajiban untuk mendapat kejelasan Rp12.882.400.000 Rp2.882.400.000
(perkara tanah) yang PK (putusan bayar senilai Rp mengenai tanah perkara milik Compensation of
diajukan oleh Benua sebelumnya: Jasa 12.882.400.000 Penggugat, untuk melakukan Rp12,882,400,000 Imateriil
Chandra Marga kalah) The company has pengukuran ulang. Rp10.000.000.000
Lawsuit (land an obligation to pay
acquisition) filed by On going at the Rp12,882,400,000 Coordinating to obtain clarity Material
Benua Chandra judicial review regarding the plaintiff's Rp2,882,400,000
level (previous land of case subject, to be
decision: Jasa measured again. Immaterial
Marga lost)
Rp10,000,000,000
7 Gugatan perbuatan On going Perusahaan Apabila melihat dasar Ganti rugi senilai Rp13,545,000,000
melawan hukum pada tingkat memiliki kewajiban pengajuan PK Fikri Ghani Rp13.545.000.000,-
(perkara tanah) yang PK (putusan bayar senilai Rp tidak ada hal-hal baru/Novum Compensation of
diajukan oleh Fikri sebelumnya: Jasa 13.545.000.000,- yang bersifat menentukan Rp13,545,000,000
Profil Perusahaan
Company Profile
Gani Marga menang) The company has sehingga PK Fikri Ghani besar
Lawsuit (land On going at an obligation to pay kemungkinan ditolak oleh
acquisition) filed by judicial review Rp13,545,000,000. Majelis Hakim.
Fikri Gani level (previous
decision: Jasa Seeing the basis for filing
Marga won) judicial review by Fikri Ghani
has no new evidence/Novum
that are decisive so that it is
most likely rejected by the

Panel of Judges.
8 Gugatan perbuatan On going pada Perusahaan Jasa Marga masih Ganti rugi senilai Rp13.505.000.000
melawan hukum tingkat kasasi/ memiliki kewajiban menunggu hasil putusan Rp13.505.000.000
(perkara tanah) Perlawanan bayar senilai Rp kasasi/perlawanan; Compensation of
yang diajukan oleh (putusan 13.505.000.000 melakukan koordinasi Rp13,50,000,000
Mustafa Rachman sebelumnya: Jasa dengan Kementerian PUPR
Lawsuit (land Marga kalah) The company has untuk mengajukan PK/
acquisition) filed by On going at an obligation to pay perlawanan; dan permohonan
Mustafa Rachman the cassation/ Rp13,50,000,000 pendampingan dari Jamdatun
resistance level
(previous decision: Jasa Marga is still waiting for
Jasa Marga lost) the results of the cassation/
resistance; coordinating
with the Ministry of PUPR to

propose judicial review; and

asking for assistance from
Jamdatun
9 Gugatan perbuatan On going pada Perusahaan Apabila Jasa Marga kalah, Ganti rugi senilai Rp2.358.000.000
melawan hukum tingkat PK/ memiliki kewajiban maka akan dilakukan upaya Rp2.358.000.000
(perkara tanah) Perlawanan bayar senilai Rp hukum PK/Perlawanan Compensation
yang diajukan oleh (putusan 2.358.000.000 dan melakukan koordinasi amounting to
Muisah* sebelumnya: Jasa dengan Kementerian PUPR Rp2,358,000,000
Lawsuit (land Marga kalah) The company has a untuk dapat mengajukan
acquisition) file by On going at payment obligation upaya hukum perlawanan
Muisah * judicial review of Rp2,358,000,000 mengingat Kementerian PUPR
level (previous merupakan pemilik tanah
decision: Jasa perkara tersebut.
Marga lost)
If Jasa Marga loses, judicial
remedy will be file and
coordinating with the Ministry
of PUPR to keep fighting given
the fact that the Ministry of
PUPR is the owner of property
in the case.
Human Capital
Modal Insani
Pengaruh
Lawsuit Resolution
Company
10 Gugatan perbuatan Putusan kasasi: - Dikarenakan pengadilan Ganti rugi senilai Rp20.975.000.000,-
melawan hukum Jasa Marga tingkat kasasi merupakan Rp20.975.000.000,-
(perkara non tanah) menang) pengadilan tingkat akhir, Compensation
yang diajukan oleh maka putusan kasasi di amounting to

Thamrin Tanjung tingkat MA tersebut telah

Decision on Rp20,975,000,000
Lawsuit (non-land appeal: Jasa memiliki kekuatan hukum
acquisition case) Marga won tetap. Sehingga terhadap
filed by Thamrin putusan tersebut, Thamrin
Tanjung Tanjung hanya dapat
mengajukan upaya hukum
luar biasa berupa PK.
Since the cassation court is

the final court, the verdict
in the Supreme Court has
permanent legal force. So
to respond to the decision,
Thamrin Tanjung can only

submit extraordinary remedy

in the form of judicial review.
11 Gugatan perbuatan On going - Peluang Jasa Marga Ganti rugi senilai Materil:
melawan hukum pada tingkat memenangkan perkara ini Rp15.150.218.000,- Rp150.218.000
(perkara non tanah) kasasi (putusan cukup besar mengingat pada Compensation of
yang diajukan oleh sebelumnya: Jasa tingkat sebelumnya gugatan Rp15,150,218,000 Imateril
Budiyanto Marga menang) Ahli waris Damin bin Serin Rp15.000.000.000,-
Lawsuit (non-land On going at the ditolak.
acquisition case) cassation level Material:
filed by Budiyanto (previous decision: The chance of Jasa Marga Rp150,218,000
Jasa Marga won) winning this case is quite
big considering that at the Immaterial
previous level the lawsuit filed Rp15,000,000,000
by the heirs of Damin bin

Serin was rejected.

12 Gugatan perbuatan Putusan tingkat - Pada perkara ini Jasa - -
melawan hukum PN: Putusan tidak Marga tidak dituntut untuk
(perkara non tanah) dapat diterima membayar ganti rugi dan
yang diajukan oleh (NO) hanya diminta untuk tunduk
Iman Santoso District Court dan patuh pada putusan.
Lawsuit (non-land (PN) level verdict:
acquisition case) Verdict is not In this case Jasa Marga is not
filed by Iman acceptable (NO) required to pay compensation
Santoso and is only required to submit
to and comply with the
decision.
13 Gugatan perbuatan On going pada - Pada perkara ini Jasa - -
melawan hukum tingkat banding Marga tidak dituntut untuk
(perkara non tanah) (putusan membayar ganti rugi dan
yang diajukan sebelumnya: Jasa hanya diminta untuk tunduk
oleh Marga Setia Marga menang) dan patuh pada putusan.
Purtitama On going at
Lawsuit (non-land the appeal level In this case Jasa Marga is not
acquisition case) (previous decision: required to pay compensation
filed by Marga Setia Jasa Marga won) and is only required to submit
Purtitama to and comply with the
decision.
Pengaruh

Lawsuit Resolution
Company
14 Gugatan perbuatan On going pada Perusahaan tidak Jasa Marga akan - -

melawan hukum tingkat banding memiliki kewajiban mengumpulkan bukti-bukti
(perkara non tanah) (putusan membayar, hanya dalam melakukan upaya
yang diajukan oleh sebelumnya: Jasa akan mendapat hukum/menyusun memori
Maligi Marga kalah) sebagian dari haknya kasasi atas putusan tersebut.
Lawsuit (non-land On going at dalam memperoleh
acquisition case) the appeal level pertanggungan Jasa Marga will gather
filed by Maligi (previous decision: biaya OM dari evidence in compiling a
Jasa Marga lost) Penggugat cassation appeal for the
The company has decision.
no obligation to
pay compensation,
but will only get a
portion of its rights
in obtaining OM
expenses from the
Profil Perusahaan
Company Profile
Plaintiff
15 Gugatan perbuatan On going Perusahaan Jasa Marga akan - Rp528.118.641,-
melawan hukum pada tingkat memiliki kewajiban mengumpulkan bukti-bukti
(perkara non tanah/ kasasi (putusan untuk membayar dalam melakukan upaya
perkara hubungan sebelumnya: Jasa ganti rugi senilai hukum/menyusun kontra
industrial) yang Marga kalah) Rp528.118.641 memori kasasi atas putusan
diajukan oleh pada tingkat tersebut.
Gito, Asep & On going at the banding (putusan Jasa Marga will gather
Usep (Perkara PHI cassation level sebelumnya: Jasa evidence in compiling

Bandung) (previous decision: Marga kalah) cassation counter-appeal on
Jasa Marga lost) the decision.
Lawsuit (non-land The company has
acquisition/ industrial an obligation to
relations case) filed pay compensation
by Gito, Asep & of Rp528,118,641
Usep (PHI Bandung at the appeal level
Case) (previous verdict:
Jasa Marga lost)
16 Gugatan perbuatan Putusan pada - Majelis Hakim telah memutus - Rp56.793.304,-
melawan hukum tingkat PN: Jasa perkara dan sampai dengan
(perkara non tanah/ Marga Menang batas waktu yang ditetapkan
perkara hubungan Penggugat tidak mengajukan
industrial) yang Verdict at District upaya hukum lanjutan atas

diajukan oleh Vido Court (PN) level: putusan tersebut.

Wisnu Ramadhan Jasa Marga Won
The Panel of Judges has
Lawsuit (non-land resolved the case and up to
acquisition/ industrial the time limit set, the Plaintiff
relations case) filed did not submit further legal
by Vido Wisnu remedy for the decision.
Ramadhan
Keterangan / Note:
*) Hanya Jasa Marga yang dihukum untuk melakukan pembayaran ganti rugi
*) Only Jasa Marga is penalized for making compensation payment
Human Capital
Modal Insani
PERKARA PIDANA Criminal Cases
Sepanjang 2019, tidak terdapat perkara pidana yang In 2019, there were no criminal cases faced by the
dihadapi Perseroan. Dengan demikian dalam Laporan Company. Therefore, in this Annual Report no information
Tahunan ini tidak tersedia informasi mengenai perkara is available regarding criminal cases related to Principal
pidana terkait dengan Pokok Perkara/Gugatan, Status Case/Lawsuit, Status of Settlement, Influence on Company
Penyelesaian, Pengaruh Terhadap Kondisi Perseroan, Conditions, Management Efforts, Sanctions Imposed, and
Upaya Manajemen, Sanksi yang dikenakan, dan Nilai Case Value.

Perkara.

INFORMASI TENTANG SANKSI ADMINISTRATIF
Information on Administrative Sanctions
Pada tahun 2019, Jasa Marga menerima sanksi Throughout 2019, Jasa Marga received administrative
administratif dari Bursa Efek Indonesia berupa Surat sanctions from the Indonesia Stock Exchange in the form
Peringatan Tertulis I sebanyak 2 (dua) kali, yaitu atas of Written Warning Letter I 2 (two) times, for the late

keterlambatan penyampaian Klarifikasi Berita di Media submission of clarification on the news in Mass Media and

Massa dan atas keterlambatan penyampaian Rencana for the delay in submission of the Annual Public Expose
Public Expose Tahunan. Plan.
Selama tahun 2019, tidak terdapat sanksi administratif There were also no administrative sanctions imposed by
yang dikenakan oleh otoritas lainnya kepada Jasa Marga, other authorities on Jasa Marga, members of the Board
anggota Dewan Komisaris maupun Direksi Perseroan. of Commissioners and Directors of the Company in 2019.
DAMPAK PERMASALAHAN HUKUM TERHADAP PERUSAHAAN

The Impact of Legal Problems to the Company

Dampak permasalahan hukum perdata maupun pidana The impact of the civil and criminal cases to Jasa Marga
yang diterima Jasa Marga melalui proses hukum antara includes the obligation to pay for compensation/claims
lain adanya kewajiban bayar atas ganti kerugian/tuntutan imposed, but the Company will strive to carry out
yang diajukan dalam permasalahan hukum tersebut, appropriate mitigation processes so that these impacts can
namun Perseroan akan berupaya untuk melakukan proses be avoided.
mitigasi yang tepat agar dampak tersebut dapat dihindari.
PERMASALAHAN HUKUM YANG SEDANG DIHADAPI DEWAN

KOMISARIS DAN DIREKSI
Legal Problems Which are Faced by the Board of Commissioners and the Board of
Directors
Selama 2019, tidak terdapat anggota Dewan Komisaris During 2019, there were no serving members of the Board
dan Direksi Jasa Marga yang sedang menjabat memiliki of Commissioners and Board of Directors of Jasa Marga
permasalahan hukum, baik perdata maupun pidana. who had to face legal cases, both civil and criminal.
PERKARA PENTING YANG DIHADAPI ENTITAS ANAK

Important Cases Faced by Subsidiaries
Permasalahan hukum yang dihadapi Entitas Anak selama Legal problems faced by Subsidiaries during 2019 can be
tahun 2019, dapat dilihat pada tabel di bawah ini. seen in the table below.
Jumlah
Entitas Anak Number
No
Subsidiary Perdata Pidana Hubungan Industrial
Civil Criminal Industrial Relations
1 PT Marga Lingkar Jakarta (MLJ) 1 - -
2 PT Trans Marga Jateng (TMJ) 1 - -

Profil Perusahaan
Company Profile
Total 2 - -
Tabel Perkara Perdata yang Dihadapi Entitas Anak Tahun 2019

Table of Civil Cases Faced by Subsidiaries in 2019
Pengaruh Terhadap
Pokok Perkara/ Gugatan Status Penyelesaian Kondisi Perusahaan Upaya Manajemen Sanksi Administratif
No
Principal Case/Lawsuit Resolution Status Impact on Company Efforts of Management Administrative Sanction
Conditions
1 Gugatan perbuatan On going pada tingkat Perusahaan memiliki Saat ini MLJ akan Nilai Gugatan
melawan hukum (perkara banding (putusan kewajiban bayar senilai menunggu hasil Rp100.000.000.000
tanah) yang diajukan oleh sebelumnya: MLJ Rp100.000.000.000 persidangan pada tingkat
Aurelia Ting Cs kalah) banding. Apabila putusan Lawsuit Value
The company has mengabulkan permohonan Rp100,000,000,000
Lawsuit (land acquisition On going at the an obligation to pay banding yang diajukan MLJ,
case) filed by Aurelia Ting appeal level (previous Rp100,000,000,000 maka MLJ akan melakukan
Cs ruling: MLJ lost) upaya hukum kasasi.
Currently MLJ is waiting

for the outcome of the trial

at the appeal level. If the

decision grants the appeal
petition submitted by MLJ,
then MLJ will file an appeal.
2 Gugatan perbuatan On going pada tingkat Perusahaan memiliki Saat ini MLJ akan menuggu Materil
melawan hukum (perkara banding (putusan kewajiban bayar materil hasil persidangan pada Rp15.099.978.419,-
tanah) yang diajukan oleh sebelumnya: TMJ Rp15.099.978.419,-dan tingkat banding. Apabila
PT Reka Esti Utama menang) imateril Rp30.199.956.838,- putusan mengabulkan Imateril
permohonan banding yang Rp30.199.956.838,-
Lawsuit (land acquisition On going at appeal The Company has to diajukan Penggugat, maka
case) filed by PT Reka Esti level (previous ruling: pay material obligation TMJ akan melakukan upaya Material
Utama TMJ won) Rp15,099,978,419, -and hukum kasasi. Rp15,099,978,419
immaterial obligation
Rp30.199.956.838, - Right now the MLJ is Immaterial
waiting for the results of Rp30.199.956.838, -
the trial at appeal level.
If the decision grants the
appeal petition filed by
the Plaintiff, TMJ will file a
counter-appeal.
AKSES INFORMASI DAN DATA PERUSAHAAN
Human Capital
Modal Insani
Access to Company’s Information and Data

Sebagai bentuk kepatuhan terhadap keterbukaan As a form of compliance with information disclosure, Jasa
informasi, Jasa Marga senantiasa melakukan pelaporan Marga always reports material information and facts to
terhadap informasi dan fakta material kepada Otoritas the Financial Services Authority (OJK) and the Indonesia
Jasa Keuangan (OJK) dan Bursa Efek Indonesia (BEI), baik Stock Exchange (IDX), both through letters and through
melalui surat maupun melalui pelaporan elektronik. electronic reporting.
Jasa Marga juga secara aktif melakukan publikasi dari Jasa Marga also actively publicizes every corporate
setiap aksi korporasi yang dilakukan baik melalui media action on conventional (print) media, online media, and

konvensional (cetak), media online, maupun media sosial social media by releasing information in the forms of
melalui beberapa saluran informasi seperti press release, press releases, press conferences, advertorials, outdoor
press conference, advertorial, media luar ruang, berita media, photo news, videos, infographics and also on the
foto, video, infografis dan website Perseroan. Company's website.
Sejak bulan Juni 2017, Perseroan juga telah membuka Since June 2017, the Company has also opened a social
akun media sosial dengan tujuan untuk menciptakan media account with the aim of creating a new platform
wadah baru bagi pertukaran informasi yang cepat dan for fast and real-time information exchange. Some
real time. Beberapa akun media sosial Jasa Marga yang Jasa Marga social media accounts that are actively used
aktif digunakan meliputi Instagram, Facebook, Twitter include Instagram, Facebook, Twitter and Youtube. In
dan Youtube. Selain itu, akun media sosial juga dapat addition, social media accounts can also accommodate

mengakomodir keluhan yang ingin disampaikan baik complaints filed both to the Company's employees and
untuk karyawan Perseroan maupun stakeholder lainnya. other stakeholders.
Selain media massa dan media sosial, Jasa Marga juga In addition to mass media and social media, Jasa Marga
telah memiliki aplikasi info lalu lintas yang realtime also has realtime traffic info applications named JMCARe
yaitu JMCARe dan TRAVOY yang dapat diakses melalui and TRAVOY, which can be accessed via a smartphone,
smartphone, dan telah dilengkapi pula dengan fitur push and has also been equipped with a push notification
notification, dengan informasi rest area, gerbang tol, tarif feature, information on rest areas, toll gates, tariffs and
dan panic button untuk informasi darurat. panic button for emergency situation.

Untuk mendapatkan informasi lebih lanjut mengenai To get more information about the Company, the general

Perseroan, masyarakat umum dan investor dapat public and investors please contact the Corporate Secretary
menghubungi Corporate Secretary (M. Agus Setiawan). (M. Agus Setiawan).
www.jasamarga
Telp: Call Centre 14080

+6221 841 3630
@PTJASAMARGA (khusus informasi lalu lintas)
+6221 841 3526 @OFFICIAL_JSMR (untuk informasi umum lainnya)
Fax:
@official.jasamarga
+6221 841 3540
Email: PT Jasamarga
jsmr@jasamarga.co.id Official Jasa Marga
sekper@jasamarga.co.id
investor.relations@jasamarga.co.id JMCARe dan TRAVOY
KONFERENSI PERS
Press Conference
Konferensi Pers yang telah dilakukan selama tahun 2019 The Press Conferences were held 323 times during 2019,
adalah sebanyak 323 kali, yang dapat diklasifikasi ke which can be classified into:
dalam:
1. Toll Road Traffic Conditions
1. Kondisi Lalu Lintas Jalan Tol 2. Nusantara Regional Operational Performance
2. Kinerja Operasional Regional Nusantara 3. Progress of the Toll Road Construction
3. Berita tentang Proses Penyelesaian Pekerjaan Jalan Tol 4. Information on Financial Performance and Other
4. Informasi Kinerja Keuangan dan Informasi Keuangan Financial Information
Lainnya 5. Information about the Awards obtained by Jasa Marga
5. Informasi tentang Penghargaan yang diperoleh Jasa 6. Information related to important events such as
Marga the Inauguration of a new Toll Road, Signing of
6. Informasi terkait peristiwa penting seperti Peresmian Cooperation, Company Anniversary, and other
Jalan Tol, Penandatanganan Kerjasama, Ulang Tahun important information
Profil Perusahaan
Company Profile
Perseroan, dan informasi penting lainnya 7. Information on Toll Road Operation Policy
7. Informasi Kebijakan Pengoperasian Jalan Tol 8. Information on Changes in Toll Road Tariffs
8. Informasi Perubahan Tarif jalan Tol 9. Information about Corporate Social Responsibility
9. Informasi tentang Corporate Sosial Responsibility (CSR) (CSR)
10. Informasi tentang Progres Proyek 10. Information about Progress of Projects
11. Tanggapan terhadap informasi yang tidak benar 11. Responses to incorrect information about toll roads
seputar jalan tol (Hoax) (Hoax)
BULETIN
Bulletin
Selama tahun 2019, buletin yang telah diterbitkan Jasa During 2019, the bulletins published by Jasa Marga
Marga antara lain: include:
1. miles magazine terbit 6 kali (edisi 176, 177, 178, 179, 1. Miles magazine published 6 times (editions 176, 177,
180, 181 dan 182) 178, 179, 180, 181 and 182)
2. Miles buletin 75 kali (edisi 01 - 75) 2. Miles bulletin 75 times (editions 01 - 75)
3. Miles photoboard 11 kali (edisi 74 - 85) 3. Miles photoboard 11 times (editions 74 - 85)
TRANSPARANSI PENYAMPAIAN LAPORAN

Transparency in Report Delivery
Surat-surat ke pihak otoritas pasar modal (BEI dan OJK) The letters sent to the capital market authorities (IDX and
dan Kementerian BUMN di antaranya sebagai berikut: OJK) and the Ministry of BUMN include the following:
BURSA EFEK INDONESIA (BEI) Indonesia Stock Exchange (IDX)

1. Laporan Bulanan Registrasi Pemegang Efek/Perubahan 1. Monthly Report on Shareholder Registration/Changes
Struktur Pemegang Saham. in Shareholder Structure.
2. Penjelasan atas Pemberitaan Media Massa. Laporan 2. Explanation of Mass Media Coverage. Interim Financial
Keuangan Interim. Reports.
3. Bukti Iklan Informasi Laporan Keuangan Interim. 3. Proof of Advertising on Information of Interim Financial
Statements.
4. Laporan Keuangan Tahunan 4. Annual Financial Report
5. Bukti Iklan Informasi Laporan Keuangan Tahunan. 5. Proof of Advertising on Information of Annual Financial
Statements.
Human Capital
Modal Insani
6. Laporan Tahunan. 6. Annual Report.
7. Keterbukaan Informasi yang Perlu Diketahui Publik 7. Disclosure of Information that Needs to be Known to
Penjualan Saham. Public on Selling Shares.
8. Keterbukaan Informasi yang Perlu Diketahui Publik 8. Disclosure of Information that Needs to be Known
Perubahan Direksi Perusahaan. to Public about Changes to the Company’s Board of
Directors.

Pembentukan Usaha Patungan. Public about Joint Venture.

10. Keterbukaan Informasi Pemegang Saham Tertentu. 10. Disclosure of Information on Certain Shareholders.
11. Pemberitahuan RUPS Tahunan. 11. Notification of Annual GMS.
12. Bukti Iklan Pemberitahuan RUPS Tahunan. 12. Proof of Advertisement on Annual GMS Notification.
13. Panggilan RUPS Tahunan. 13. Invitation of Annual GMS.
14. Bukti Iklan Panggilan RUPS Tahunan. 14. Proof of Advertisement for AGMS Invitation.
15. Hasil RUPS Tahunan. 15. Results of the Annual GMS.
16. Bukti Iklan Hasil RUPS Tahunan. 16. Proof of Advertisement on Annual GMS Results.
17. Jadwal Dividen Tunai. 17. Schedule of Cash Dividends.
18. Notification of Extraordinary GMS.

18. Pemberitahuan RUPS Luar Biasa.

19. Bukti Iklan Pemberitahuan RUPS Luar Biasa. 19. Proof of Advertisement on Extraordinary GMS
Notification.
20. Panggilan RUPS Luar Biasa. 20. Extraordinary GMS Invitation.
21. Bukti Iklan Panggilan RUPS Luar Biasa. 21. Proof of Advertisement on Extraordinary GMS
Invitation.
22. Hasil RUPS Luar Biasa. 22. Extraordinary GMS Results.
23. Bukti Iklan Hasil RUPS Luar Biasa. 23. Proof of Advertising on Extraordinary GMS Results.
24. Rencana Penyelenggaraan Public Expose. 24. Public Expose Implementation Plan.
25. Penyampaian Materi Public Expose. 25. Submission of Public Expose Materials.

26. Laporan Hasil Public Expose. 26. Public Expose Reports.

27. Perubahan Komite Audit. 27. Changes to the Audit Committee.
28. Perubahan Internal Audit. 28. Changes to the Internal Audit.
29. Laporan Hasil Pemeringkatan Tahunan. 29. Report on Annual Ranking Results.
OTORITAS JASA KEUANGAN (OJK) Financial Services Authority (FSA)

1. Laporan Bulanan Registrasi Pemegang Efek. 1. Monthly Reports on Shareholder Registration.
2. Laporan Penggunaan Dana Hasil Penawaran Umum. 2. Report on the Use of Proceeds from Public Offering.
3. Laporan Keuangan Interim 3. Interim Financial Reports
4. Bukti Iklan Informasi Laporan Keuangan Interim 4. Proof of Advertising on Information of Interim Financial
Statements
5. Laporan Keuangan Tahunan. 5. Annual Financial Report.
6. Bukti Iklan Informasi Laporan Keuangan Tahunan. 6. Proof of Advertising on Information of Annual Financial
Statements.
7. Laporan Tahunan. 7. Annual Report.
8. Keterbukaan Informasi yang Perlu Diketahui Publik 8. Disclosure of Information that Needs to be Known
Penyampaian Risalah (Berita Acara) RUPS Luar Biasa to the Public on Minutes of Extraordinary General
Tahun 2018 PT Jasa Marga (Persero) Tbk. Meeting of Shareholders of PT Jasa Marga (Persero)
Tbk. in 2018
Laporan Penggantian Head of Internal Audit. the Public about the Report on Replacement of Internal
Audit Head.
Penjualan Saham. the Public about Selling Shares.
11. Keterbukaan Informasi yang Perlu Diketahui Publik 11. Disclosure of Information Needs to be Known to
Perubahan Direksi Perseroan. the Public on Changes to the Company's Board of
Directors.
Penyampaian risalah (Berita Acara) RUPS PT Jasa Marga the Public on the Submission of Minutes of the GMS of
(Persero) Tbk. Tahun Buku 2018. PT Jasa Marga (Persero) Tbk. for 2018 fiscal year.
13. Keterbukaan Informasi yang Perlu Diketahui Publik 13. Disclosure of Information that Needs to be known to
Pembentukan Usaha Patungan. the Public about Joint Ventures

14. Keterbukaan Informasi Pemegang Saham Tertentu. 14. Disclosure of Information about Certain Shareholders.
15. Pemberitahuan Rencana Rapat Umum Pemegang 15. Notification of Annual General Meeting of Shareholders
Saham Tahunan. Plan.
16. Pemberitahuan RUPS Tahunan. 16. Notification of Annual GMS.
17. Bukti Iklan Pemberitahuan RUPS Tahunan. 17. Proof of Advertisement on Annual General Meeting of
Shareholders Notification.
18. Panggilan Rapat Umum Pemegang Saham Tahunan. 18. Invitation of the Annual General Meeting of
Shareholders.
19. Bukti Iklan Panggilan RUPS Tahunan. 19. Proof of Advertisement for Annual GMS Invitation.
20. Hasil Rapat Umum Para Pemegang Saham Tahunan. 20. Results of the Annual General Meeting of Shareholders.
21. Bukti Iklan Hasil RUPS Tahunan. 21. Proof of Advertisement on Annual GMS Results.
Profil Perusahaan
Company Profile
22. Pemberitahuan Rencana Rapat Umum Pemegang 22. Announcement of Extraordinary General Meeting of
Saham Luar Biasa Shareholders Plan
23. Pemberitahuan RUPS Luar Biasa. 23. Notification of Extraordinary GMS.
24. Bukti Iklan Pemberitahuan RUPS Luar Biasa. 24. Proof of Advertisement on Extraordinary GMS
Notification.
25. Invitation of Extraordinary General Meeting of

25. Panggilan Rapat Umum Pemegang Saham Luar Biasa.

Shareholders.
26. Bukti Iklan Panggilan RUPS Luar Biasa. 26. Proof of Advertisement on Extraordinary GMS
Invitation.
27. Hasil Rapat Umum Para Pemegang Saham Luar Biasa. 27. Results of the Extraordinary General Meeting of
Shareholders.
28. Bukti Iklan Hasil RUPS. 28. Proof of Advertisement on Extraordinary GMS Results.
29. Perubahan Komite Audit. 29. Changes to the Audit Committee.
30. Rencana Transaksi Afiliasi. 30. Affiliate Transaction Plans.
31. Laporan Hasil Pemeringkatan Tahunan. 31. Report on Annual Ranking.
KEMENTERIAN BUMN Ministry of SOES

1. Laporan Keuangan Tahun Buku 2018. 1. Financial Statements for 2018 Fiscal Year.
2. Laporan Tahunan Tahun Buku 2018. 2. Annual Report for 2018 Fiscal Year.
3. Penyelenggaraan RUPS Tahunan Tahun Buku 2018. 3. The holding of 2018 Annual General Meeting of
Shareholders.
4. Penyelenggaraan RUPS Luar Biasa Tahun 2019. 4. The holding of the Extraordinary GMS in 2019.
5. Laporan Keuangan Triwulanan Tahun Buku 2019. 5. Quarterly Financial Statements for 2019 Fiscal Year.
KODE ETIK
Human Capital
Modal Insani
Code of Conduct

Dalam pengembangan GCG, Jasa Marga telah In developing GCG, Jasa Marga has formulated various
merumuskan berbagai kebijakan yang menyangkut etika policies concerning corporate ethics. Jasa Marga strives
perusahaan. Jasa Marga mengupayakan penerapan to apply the best ethical standards in carrying out all its
standar etika terbaik dalam menjalankan segenap aktivitas business activities in accordance with its Vision, Mission
bisnisnya sesuai dengan Visi, Misi, dan budaya yang and culture through the implementation of Business Ethics
dimiliki melalui implementasi Etika Usaha dan Etika Kerja. and Work Ethics.

POKOK-POKOK KODE ETIK
Principles of the Code of Conduct
Pedoman perilaku Perseroan mengatur kebijakan nilai-nilai The Company's code of conduct regulates the ethical
etis yang dinyatakan secara eksplisit sebagai suatu standar values policy that is stated explicitly as a standard of
perilaku yang harus dipedomani oleh seluruh Insan Jasa conduct mandatory to be followed by all Jasa Marga
Marga. employees.
Pedoman Perilaku (Code of Conduct) berisi hal-hal sebagai The Code of Conduct contains the following:

berikut:

Bab I Pendahuluan Chapter I Introduction
Bab II Prinsip-prinsip Good Corporate Chapter II Principles of Good Corporate
Governance Governance
Bab III Etika Bisnis Perusahaan Chapter III Corporate Business Ethics
Bab IV Etika/Tuntutan Perilaku Insan Chapter IV Ethics/Demands of Jasa Marga
Jasa Marga Employee Behavior
Bab V Penegakan dan Pelaporan Chapter V Enforcement and Reporting
PEMBERLAKUAN DAN KEPATUHAN TERHADAP KODE ETIK

Implementation and Compliance wth Code of Conduct
Pedoman Perilaku (Code of Conduct) telah disahkan The Code of Conduct has been approved through the
melalui Keputusan Direksi No. 126/KPTS/2019 tentang Board of Directors Decree No. 126/KPTS/2019 concerning
Pedoman Tata Perilaku (Code of Conduct) PT Jasa Marga Code of Conduct Guidelines of PT Jasa Marga (Persero) Tbk.
(Persero) Tbk. Pedoman Perilaku ini berlaku bagi seluruh This Code of Conduct applies to all Jasa Marga employees
Insan Jasa Marga di semua level organisasi, mulai dari at all levels of the organization, ranging from the Board
Dewan Komisaris, Direksi, karyawan Perseroan, karyawan of Commissioners, Board of Directors, employees of the
yang ditugaskan di Anak Perusahaan dan instansi lainnya, Company, employees assigned to the Subsidiaries and
serta personil lain yang secara langsung bekerja untuk dan other agencies, and other personnel who directly work for
atas nama Perseroan. and on behalf of the Company.
BAGAN INSAN JASA MARGA Chart of Jasa Marga Employees
Dewan Komisaris Direksi

Board of Commissioners Board of Directors
Karyawan yang ditugaskan di Personil lainnya yang secara

Karyawan Jasa Marga anak perusahaan instansi lainnya langsung bekerja untuk dan
Jasa Marga’s Employees Employees assigned to Subsidiaries atas nama Jasa Marga
and other institutions Other personnel directly work for
and on behalf of Jasa Marga
PENANDATANGANAN PAKTA INTEGRITAS Signing of The Integrity Pact

Setiap Insan Jasa Marga telah menandatangani pakta Each Jasa Marga employee has signed an integrity pact
integritas sebagai bentuk komitmen penerapan GCG dalam as a form of commitment to implementing GCG in the
operasional Perseroan. Persentase penandatanganan Company's operations. The percentage of the signing
komitmen Code of Conduct oleh Insan Jasa Marga adalah of the Code of Conduct commitment by Jasa Marga
sebanyak 100%. employees is 100%.
PEMBERLAKUAN DAN KEPATUHAN TERHADAP KODE ETIK

Implementation and Compliance wth Code of Conduct
SOSIALISASI KODE ETIK KEPADA INSAN JASA Socialization of Code of Conduct to Jasa Marga
MARGA Employees
Pedoman Perilaku diungkapkan dan/atau disebarkan The Code of Conduct is disclosed and/or distributed to
Profil Perusahaan
Company Profile
kepada semua insan Perseroan melalui berbagai media all employees of the Company through various media,
yang dimiliki Perseroan, termasuk melalui teknologi including information technology that can be easily
informasi yang dapat diakses oleh semua pegawai dengan accessed by all employees at any time. Periodically, the
mudah setiap saat. Secara periodik, Direksi menyampaikan Board of Directors submits Memos and/or Circulars
Memo dan/atau Surat Edaran tentang pelaksanaan etika regarding the implementation of business ethics to all
bisnis kepada segenap insan Perseroan. employees of the Company.
AKSES TERHADAP DOKUMEN KODE ETIK Access to Code of Conduct Documents
Media sosialisasi penyebarluasan Pedoman Perilaku (Code The media used for disseminating the Code of Conduct
of Conduct) antara lain melalui: include:
-- Situs web dan portal internal -- Website and internal portal

-- Buku saku -- Pocket book
-- Spanduk -- Display
-- Banner -- Banner
-- Buletin -- Bulletin
-- Pernyataan Komitmen yang ditandatangani -- Statement of Commitment that is jointly signed,

bersama, diperbanyak dan dibingkai serta reproduced and framed and distributed to all Work
didistribusikan ke seluruh Unit Kerja dan Cabang Units and Branches
-- Jingle -- Jingle
-- Iklan di koran -- Advertisement on the newspaper
UPAYA PENERAPAN DAN PENEGAKAN KODE ETIK

Efforts to Apply and Enforc Code of Conduct
Untuk mewujudkan perilaku Insan Jasa Marga yang To realize the Jasa Marga employee attitudes to be based
berlandaskan etika bisnis, terdapat sejumlah inisiatif on the business ethics, there are a number of strategic
strategis yang dilakukan, antara lain melalui: initiatives undertaken, including:
1. Komitmen Direksi dan Dewan Komisaris serta Karyawan 1. Commitments of the Board of Directors and Board of
untuk menerapkan Tata Kelola Perusahaan yang Baik Commissioners and Employees to implement Good
dalam setiap langkah Perseroan, yang tertuang dalam Corporate Governance in every step of the Company,
Pakta Integritas yang diperbaharui setiap awal tahun. which is contained in the Integrity Pact that is renewed
at the beginning of the year.
Human Capital
Modal Insani
2. Keteladanan Pimpinan dengan memberi contoh 2. Exemplary Leadership by giving examples of attitudes
sikap dan perilaku yang tidak bertentangan dengan and behavior that are not contrary to the policies and
kebijakan dan peraturan Perseroan mengenai Tata regulations of the Company regarding Good Corporate
Kelola Perusahaan yang Baik. Governance.
Upaya penegakan Pedoman Perilaku dilakukan dengan Efforts to uphold the Code of Conduct are carried out in a
beberapa cara, di antaranya: number of ways, including:

1. Penandatanganan Pakta Integritas seluruh Insan Jasa 1. Signing of Integrity Pact for all Jasa Marga employees

Marga yang diperbaharui setiap tahun. which is renewed every year.
2. Sosialisasi melalui media internal perusahaan (Berita 2. Socialization through company internal media (Toll
Jalan Tol dan Info Tol). Road News and Toll Info).
3. Pelaporan Laporan Harta Kekayaan Penyelenggara 3. Reporting the assets owned as a state official (LHKPN)
Negara (LHKPN) sampai dengan tingkat AVP. up to the AVP level (assistant/associate/area vice
president).
4. Pelaporan Gratifikasi kepada KPK dan kerja sama 4. Gratuity Reporting to the Corruption Eradication
program. Commission (KPK) and cooperation program.
5. Pelaporan Gratifikasi kepada KPK dan kerjasama 5. Gratuity Reporting to the KPK and the Gratification
Program Pengendalian Gratifikasi dengan KPK. Control Program collaborating with the KPK.

6. Pembentukan Unit Pengendali Gratifikasi Jasa Marga 6. Establishing the Jasa Marga Gratification Control Unit
di Departemen Governance seksi GCG dan Capital in the Governance Department of GCG Section and
Market Compliance. Compliance with Capital Market.
7. Iklan larangan Gratifikasi di media massa dan website. 7. Advertising on Anti-Gratification Campaigns on mass
media and websites.
JENIS SANKSI PELANGGARAN KODE ETIK

Types of Violations Against Code of Conduct

Setiap Insan Jasa Marga yang terbukti melakukan Every Jasa Marga employee who is proven to have violated
pelanggaran terhadap Kode Etik akan diberikan sanksi the Code of Conduct will be given sanctions in accordance
sesuai dengan peraturan dan ketentuan yang berlaku with the applicable rules and regulations in the Company,
di Perseroan yaitu Keputusan Direksi No. 79/KPTS/2014 including the Board of Directors Decree No. 79/KPTS/2014
tentang Pembinaan Karyawan. concerning Employee Development.
• Sanksi bagi karyawan yang melakukan pelanggaran • Sanctions for employees who commit violations are
ditetapkan oleh Direksi setelah mendapat laporan determined by the Board of Directors after receiving
dari atasan langsung karyawan yang bersangkutan. a report from the direct supervisor of the employee
Direksi dan Dewan Komisaris memutuskan pemberian concerned. The Board of Directors and Board of
tindakan pembinaan, sanksi disiplin dan/atau tindakan Commissioners decide on the provision of coaching
lainnya serta pencegahan yang harus dilaksanakan actions, disciplinary sanctions and/or other actions
oleh atasan langsung di lingkungan masing-masing. and prevention that must be carried out by the direct
supervisor in their respective environments.
Tabel Tingkat Hukuman dan Sanksi

Table of Punishment Levels and Sanction Types
Tingkat Hukuman Jenis Sanksi

Punishment Level Sanction Type
Hukuman Disiplin Ringan Surat Peringatan Pertama

Mild Disciplinary Punishment Warning Letter I
Hukuman Disiplin Sedang • Surat Peringatan Kedua

Medium Disciplinary Punishment • Surat Peringatan Ketiga
• Warning Letter II
• Warning Letter III
Hukuman Disiplin Berat Pemutusan Hubungan Kerja (PHK)
Heavy Disciplinary Punishment Pemutusan Hubungan Kerja (PHK)
• Sanksi bagi Direksi dan Dewan Komisaris yang • Sanctions for the Board of Directors and Board of
melakukan pelanggaran diputuskan oleh Pemegang Commissioners who commit violations are decided by
Saham. the Shareholders.

• Sanksi bagi mitra kerja atau stakeholders lain yang • Sanctions for partners or other stakeholders who
melakukan pelanggaran adalah sesuai ketentuan commit violations are following the provisions stated
sebagaimana yang tertuang dalam kontrak. Apabila in the contract. If it is related to a crime, it can be
terkait dengan tindak pidana dapat diteruskan kepada forwarded to the authorities.
pihak yang berwajib.
JUMLAH DAN SANKSI ATAS PELANGGARAN KODE ETIK

Number and Sanctions of Violations Against Code of Conduct
Selama tahun 2019, tidak terdapat pelanggaran atas kode In 2019, there were no violations against the code of
etik pada Perseroan. Dengan demikian, tidak terdapat conduct in the Company. Therefore, there are no sanctions
sanksi yang diberikan kepada para pelanggar dalam tahun imposed on the violators during the fiscal year.
Profil Perusahaan
Company Profile
buku.
TREN PENERAPAN KODE ETIK

Trend in Code of Conduct Implementation
Sepanjang periode 2015-2019, penerapan kode etik telah During the 2015-2019 period, the implementation of code
terlaksana dengan hasil cukup menggembirakan. Hal of conduct was carried out with quite encouraging results.
tersebut tercermin dari tren jumlah pelanggaran kode etik This is reflected in the trend in the number of violations
setiap tahun. Selama 5 (lima) tahun terakhir, pada periode in every year. During the last 5 (five) years, in the 2015-
2015-2019, pelanggaran kode etik tercatat hanya terjadi 2019 period, violations against the code of conduct were
1 (satu) kali, yakni pada tahun 2017, dan telah diberikan recorded only occurring 1 (one) time, namely in 2017, and
sanksi berdasarkan aturan yang berlaku di Perseroan. sanctions had been imposed based on the rules in force in
Lebih rinci tentang tren pelanggaran kode etik Perseroan the Company. More details about the trends in violation
dapat dilihat pada tabel berikut ini. against the Company's code of conduct can be seen in the
following table.
Tabel Pelanggaran Kode Etik 2015-2019

Tabel in Violation Against the Code of Conduct in 2015-2019
Tahun Jumlah Pelanggaran Kode Etik

Year Number of Violations against Code of Conduct
2015 0
2016 0
2017 1
2018 0
2019 0
KEBIJAKAN ANTI KORUPSI
Human Capital
Modal Insani
Anti Corruption Policy

Dalam upaya mendukung Jasa Marga dalam menerapkan To support the implementation of the Good Corporate
prinsip Tata Kelola Perusahaan yang Baik, Jasa Marga juga Governance principles, Jasa Marga is also committed to
berkomitmen untuk melakukan pemberantasan Korupsi, eradicating Corruption, Collusion and Nepotism (KKN) by
Kolusi, dan Nepotisme (KKN) melalui pembuatan kebijakan issuing anti-corruption policies.
anti korupsi.
Kebijakan Perseroan terkait anti korupsi telah diatur dalam: The Company's polices regarding anti-corruption are:

1. Pedoman Corporate Governance (Code of Corporate 1. Code of Corporate Governance
Governance)
2. Pedoman Kode Etik (Code of Conduct) 2. Code of Conduct
3. Pedoman Gratifikasi 3. Anti-Gratification Guidelines
4. Pedoman Whistleblowing System 4. Whistleblowing System Guidelines
5. Pedoman Laporan Harta Kekayaan Penyelenggara 5. Guidelines for Reporting Assets of State Officials
Negara (LHKPN) (LHKPN)
6. Peraturan Pembinaan Karyawan 6. Regulations for Employee Development

PELAKSANAAN PROGRAM ANTI KORUPSI TAHUN 2019
Implementation of Anti Corruption Program in 2019
1. Sosialisasi Pelaporan Laporan Harta Kekayaan 1. Socialization about the Reporting Assets of State
Penyelenggara Negara (LHKPN) PT Jasa Marga (Persero) Officials (LHKPN) of PT Jasa Marga (Persero) Tbk 2019
Tbk Tahun 2019 2. Socialization about the Good Corporate Governance
2. Sosialisasi Good Corporate Governance (GCG) tentang (GCG) in the subjects of Gratification and
Gratifikasi dan Whistleblowing System di Lingkungan Whistleblowing Systems in PT Jasa Marga (Persero) Tbk
PT Jasa Marga (Persero) Tbk

KEBIJAKAN PENGENDALIAN GRATIFIKASI
Anti-Gratification Policy
Perseroan senantiasa mengutamakan pengelolaan bisnis The Company always prioritizes business management that
yang bebas dari Korupsi, Kolusi dan Nepotisme (KKN). is free from Corruption, Collusion and Nepotism (KKN). It
Artinya, pengelolaan bisnis Perseroan bukan hanya untuk means that the management of the Company's business
mengejar keuntungan Perusahaan semata, namun juga is not only to pursue the Company's profit, but also to
memperhatikan prinsip-prinsip pengelolaan yang amanah, pay attention to the principles of trustful, transparent and
transparan dan akuntabel. accountable.
Dalam praktik hubungan bisnis, hal yang sering terjadi In the practice of business relations, what often happens
dan sering tak terhindarkan adalah adanya Gratifikasi and is often unavoidable is the existence of Gratuities from
dari satu pihak kepada pihak lainnya. Meskipun demikian, one party to another. Nevertheless, the Company is aware
Perseroan menyadari pentingnya pelaksanaan sikap yang of the importance of implementing a strict attitude towards
tegas terhadap penanganan Gratifikasi yang melibatkan handling Gratuities involving Jasa Marga employees.
Insan Jasa Marga.
Hal ini penting untuk dibudayakan di lingkungan Jasa Jasa Marga believes it is important to cultivate anti-
Marga sebagai suatu proses pembelajaran bagi Insan Jasa gratification culture its employees to have high morals,
Marga yang mempunyai harkat, martabat dan citra yang dignity and image in business relations with the
Profil Perusahaan
Company Profile
tinggi dalam hubungan bisnis dengan para Pemangku Stakeholders. Therefore, it is necessary to regulate matters
Kepentingan. Oleh sebab itu, perlu diatur hal-hal yang related to anti-gratuity and reporting mechanisms within
terkait dengan Gratifikasi dan mekanisme pelaporannya di the Company.
lingkungan Perseroan.
Saat ini, Jasa Marga telah memiliki Pedoman Penanganan Currently, Jasa Marga has Gratification Handling Guidelines
Gratifikasi yang disahkan berdasarkan Keputusan Direksi which have been approved based on the Board of Directors
Nomor: 129/KPTS/2017 tanggal 30 Agustus 2017. Decree Number: 129/KPTS/2017 dated August 30, 2017.
Pedoman Penanganan Gratifikasi selaras dengan Pedoman The Gratification Handling Guidelines are in line with the
Tata Kelola Perusahaan (Code of Corporate Governance) Code of Corporate Governance and Code of Conduct as
dan Pedoman Perilaku (Code of Conduct) serta nilai-nilai well as the values that apply in the Company.
yang berlaku di Perseroan.
PENGELOLAAN PENGENDALIAN GRATIFIKASI

Gratification Control Management
Suatu Gratifikasi akan berubah menjadi tindak pidana A Gratification will turn into a bribery/illegal gratuity if it
suap/Gratifikasi ilegal apabila memenuhi unsur-unsur meets the following elements:
sebagai berikut:
1. Gratifikasi tersebut berhubungan dengan wewenang/ 1. 1.Gratification relates to the authority/position of Jasa
jabatan Insan Jasa Marga di Perusahaan, sehingga Marga employee in the Company, so that it may cause
dapat menimbulkan benturan kepentingan yang a conflict of interest that affects the independency,
mempengaruhi independensi, objektivitas, maupun objectivity, and professionalism of the Jasa Marga
profesionalisme Insan Jasa Marga. employee.
2. Gratifikasi tersebut tidak dilaporkan dalam jangka 2. 2. The gratuity was not reported within 30 (thirty)
waktu 30 (tiga puluh) hari kerja kepada Komisi working days to the Corruption Eradication
Pemberantasan Korupsi (KPK) sejak tanggal Commission (KPK) from the date of receipt.
penerimaan Gratifikasi.
Beberapa Kriteria Gratifikasi yang dianggap suap, antara Some Gratification Criteria that are considered bribery
lain sebagai berikut: include the following:
1. Uang atau setara uang yang diberikan kepada Insan 1. Money or cash equivalent given to Jasa Marga employee
Jasa Marga sebagai ucapan terima kasih dari pihak as a thank you from another party, in connection
lain, sehubungan dengan telah terpilihnya atau telah with the appointment or completion of a job or other
selesainya suatu pekerjaan atau kegiatan lainnya activities in the context of performing the duties and
dalam rangka pelaksanaan tugas dan jabatan Insan positions of Jasa Marga employee concerned.
Jasa Marga yang bersangkutan.
Human Capital
Modal Insani
2. Pemberian tidak resmi dalam bentuk uang atau 2. Unofficial gifts in the form of money or cash equivalents
setara uang sebagai tanda terima kasih yang diterima as a token of gratitude received by Jasa Marga
Insan Jasa Marga dari pihak lain terkait dengan employee from other parties related to the process
proses pemeriksaan kelayakan pekerjaan atau proses of checking the eligibility of work or the process of
persetujuan atau pemantauan atas pekerjaan pihak approval or monitoring of the work of the other party.
lain tersebut.
3. Pemberian dalam bentuk apapun dari pihak lain 3. Gifts in any form from other parties in connection with
sehubungan dengan kenaikan pangkat dan jabatan promotion and new position of Jasa Marga employee

baru Insan Jasa Marga yang biasanya dilakukan sebagai which are usually done as a sign of introduction.
tanda perkenalan.
4. Pinjaman dari Bank atau lembaga keuangan lainnya 4. Loans from banks or other financial institutions received
yang diterima karena hubungan pribadi, jabatan dan due to personal relationship, position and authority of
kewenangan dari Insan Jasa Marga yang bersangkutan the Jasa Marga employee concerned and do not apply
dan tidak berlaku bagi masyarakat umum. to the general public.
5. Kesempatan atau keuntungan termasuk jumlah/ 5. Opportunities or benefits including the amount/
persentase bunga khusus atau diskon komersial yang percentage of special interest or commercial discounts
diterima Insan Jasa Marga karena hubungan pribadi received by Jasa Marga employee due to personal
atau jabatan dan tidak berlaku bagi masyarakat umum. or occupational relationship and do not apply to the
general public.

6. Makanan, minuman dan hiburan yang diberikan secara 6. Food, drinks and entertainment given specifically, due
khusus, dikarenakan jabatan atau kewenangan Insan to the position or authority of the Jasa Marga employee
Jasa Marga yang bersangkutan, yang dilakukan di luar concerned, which is carried out outside and not related
dan tidak berhubungan dengan tugas kedinasan. to official duties.
7. Pemberian fasilitas transportasi, akomodasi, uang atau 7. The provision of transportation facilities,
setara uang sehubungan dengan pelaksanaan tugas accommodation, money or cash equivalents in
dan kewajiban Insan Jasa Marga yang bersangkutan connection with the performance of the duty and
di perusahaan pihak lain, yang dilakukan berdasarkan obligation of the Jasa Marga employee concerned in
pada penunjukan langsung atau undangan dari pihak the company of another party, which is carried out
lain tersebut. based on the direct appointment or invitation of the
other party.

8. Provision of entertainment, tour packages, vouchers,

8. Pemberian hiburan, paket wisata, voucher, yang
dilakukan terkait dengan pelaksanaan tugas dan which are given in connection with the implementation
kewajiban Insan Jasa Marga di perusahaan pihak of the duty and obligation of Jasa Marga employee
lain, yang tidak relevan atau tidak ada hubungannya concerned in other companies, which are not relevant
dengan maksud penugasan Insan Jasa Marga tersebut. or have nothing to do with the purpose of assigning of
the Jasa Marga employee.
9. Jamuan makan, akomodasi dan fasilitas lainnya yang 9. Banquets, accommodation and other facilities provided
diberikan kepada Insan Jasa Marga oleh Pihak lain to Jasa Marga employee by other Party when checking
pada saat melakukan check on the spot untuk proses on site for inspection of the work place of the Party.
pemeriksaan tempat domisili kerja Pihak lain oleh tim
yang ditugaskan oleh Jasa Marga.
10. Akomodasi, fasilitas, perlengkapan dan/atau voucher 10. Accommodations, facilities, equipment and/or
termasuk dan namun tidak terbatas pada tiket vouchers including and are not limited to flight tickets,
pesawat, voucher hotel, olahraga, voucher hiburan hotel vouchers, sports, entertainment vouchers given
yang dilakukan terkait dengan pelaksanaan tugas dan in connection with the performance of duty and
kewajiban Insan Jasa Marga di perusahaan Pihak lain obligation of Jasa Marga employee in other company
yang tidak relevan/tidak berhubungan dengan maksud which is irrelevant/unrelated with the assignment of
penugasan Insan Jasa Marga tersebut. the Jasa Marga employee concerned.
11. Pemberian fasilitas biaya pengobatan gratis pada 11. Provision of free medical expenses at the time Jasa
saat Insan Jasa Marga yang bersangkutan berobat Marga employee treated at one of the hospitals by
ke salah satu rumah sakit yang oleh Pihak lain yang another Party at the time of performing his/her duty
dilakukan pada saat pelaksanaan tugas dan kewajiban and obligation.
penugasannya.
12. Pemberian kepada Insan Jasa Marga, sehubungan 12. Gifts to Jasa Marga employee, in connection with
dengan suatu perayaan, namun tidak terbatas pada a celebration, but not limited to celebrations of
perayaan ulang tahun, pernikahan, kelulusan, khitanan birthdays, weddings, graduations, circumcisions and
dan lainnya, yang diberikan oleh Pihak lain, dengan others, provided by other Party, with the material value
nilai materiilnya dalam mata uang Rupiah melebihi in Rupiah currency exceeding Rp1,000,000.00 (one
Rp1.000.000,00 (satu juta rupiah). million rupiah).
13. Pemberian fasilitas berupa jasa boga/catering dari Pihak 13. Providing facilities in the form of catering services
lain pada saat Insan Jasa Marga yang bersangkutan from other party when Jasa Marga employee holding
menggelar perayaan, termasuk namun tidak terbatas a celebration, including but not limited to wedding,
pada perayaan pernikahan, ulang tahun, kelulusan, birthdays, graduations, circumcisions and others.
khitanan dan lainnya.

14. Pemberian bingkisan/parsel dalam bentuk apapun 14. The giving of gifts/parcels in any form to Jasa Marga
kepada Insan Jasa Marga dari Pihak lain sehubungan employee from other Party in connection with the
dengan perayaan hari raya keagamaan. celebration of religious holidays.
Setiap Gratifikasi sebagai suap wajib DITOLAK, kecuali Every Gratification as a bribe must be REJECTED, except
jika situasi pada saat itu tidak memungkinkan bagi Insan if the situation at that time made it impossible for Jasa
Jasa Marga yang bersangkutan untuk menolaknya. Yang Marga employee to refuse it. Included in the situations
termasuk dalam situasi yang tidak memungkinkan untuk that do not allow refusal are as follows:
menolak adalah sebagai berikut:
1. Jika Insan Jasa Marga tersebut tidak mengetahui 1. If Jasa Marga employee is not aware of the provision
pelaksanaan pemberiannya, waktu dan lokasi of the gift, the time and location of the Gratification,
diberikannya Gratifikasi, serta tidak mengetahui and do not know the identity and address of the Giver.
Profil Perusahaan
Company Profile
identitas dan alamat Pemberi.

2. Jika menurut pertimbangan logika yang wajar pada 2. If according to logical considerations in general,
umumnya, tindakan penolakan dapat menyebabkan the act of rejection can cause disruption of good
terganggunya hubungan baik antara Jasa Marga relations between Jasa Marga and the Giver. The gift
dengan Pemberi. Pemberian tersebut bukan dalam is not in the form of money and/or money equivalent
bentuk uang dan/atau setara uang dan/atau surat and/or securities and the value is not exceeding
berharga yang nilainya tidak melebihi Rp1.000.000,00 Rp1,000,000.00 (one million rupiah), from each Giver.
(satu juta rupiah), dari masing-masing Pemberi.
PENGELOLA LAPORAN GRATIFIKASI

Management for Gratification Reports
Pelaporan gratifikasi dapat dilaporkan kepada Unit Gratuities can be reported to the Gratification Control Unit,
Pengendali Gratifikasi, yaitu Unit Corporate Secretary, named the Corporate Secretary Unit in the Department of
Departemen Corporate Governance, yang bertugas untuk Corporate Governance, which is tasked with managing
mengelola pelaporan Gratifikasi di Perseroan, sesuai Gratification reporting in the Company, in accordance
dengan peraturan dan ketentuan yang berlaku. with applicable rules and regulations.
UNIT PENGENDALI GRATIFIKASI

Gratification Control Unit
Departemen Corporate Governance PT Jasa Marga (Persero) Tbk
Plaza Toll TMII, Jakarta 13550
Telp. 081-8413630 ext.226
Fax. 021-87793986
Human Capital
Modal Insani
PELAPORAN GRATIFIKASI
Gratification Reporting
Apabila terdapat penerimaan Gratifikasi di luar batasan, If there is a gratuity more than the limits, Jasa Marga
maka Insan Jasa Marga wajib melaporkan hal tersebut employees must report it through the Gratification Control
melalui Unit Pengendali Gratifikasi, yang kemudian akan Unit, which will then be processed further. The mechanism

diproses lebih lanjut. Mekanisme penerimaan pelaporan for gratification reporting is as follows:

gratifikasi adalah sebagai berikut:
1. Pelaporan melalui Unit Pengendali Gratifikasi yang 1. Reporting the gratuity to the Gratification Control Unit
dilakukan oleh Insan Jasa Marga yang menerima must be done no later than 14 (fourteen) working days
Gratifikasi wajib disampaikan selambat-lambatnya from the date of occurrence, using the reporting form.
14 (empat belas) hari kerja sejak tanggal penerimaan
Gratifikasi oleh Insan Jasa Marga, dengan
menggunakan form pelaporan.
2. Untuk penerimaan yang merupakan barang yang 2. For gratuity in goods that will have expired quickly (for
cepat kadaluwarsa (contoh: makanan dan minuman), example: food and drink), they can be given to social
maka dapat diserahkan kepada lembaga sosial dengan institutions by submitting the proof of delivery receipt

menyampaikan bukti tanda terima dari lembaga sosial to the Gratuity Control Unit.
tersebut kepada Unit Pengendali Gratifikasi.
3. Untuk penerimaan yang merupakan barang yang tidak 3. For gratuity in goods with no expire date (for example:
cepat kadaluwarsa (contoh: uang, emas, dan lainnya), money, gold, etc.), must be deposited in the Finance
wajib disimpan terlebih dahulu di Bagian Keuangan di Department in the working environment of the Jasa
lingkungan kerja Insan Jasa Marga yang bersangkutan, Marga employee concerned, until the ownership status
sampai dengan ditentukannya status kepemilikan atas of the said gratuity is determined by the Eradication
penerimaan tersebut oleh pihak Komisi Pemberantasan Commission Corruption (KPK), by submitting the proof
Korupsi (KPK), dengan menyampaikan bukti tanda of deposit to the Gratuity Control Unit.
penyimpanan kepada Unit Pengendali Gratifikasi.
4. Unit Pengendali Gratifikasi membuat rekapitulasi 4. The Gratification Control Unit makes a recapitulation

penerimaan Gratifikasi, serta melaporkannya kepada of gratuities received, and sends it in full to the

Komisi Pemberantasan Korupsi (KPK) selambat- Corruption Eradication Commission (KPK) no later
lambatnya 7 (tujuh) hari kerja sejak tanggal diterimanya than 7 (seven) working days from the date of receipt
pelaporan Gratifikasi oleh Unit Pengendali Gratifikasi by the Gratification Control Unit.
secara lengkap.
5. Setelah disampaikannya rekapitulasi penerimaan 5. After Gratification Control Unit sent the recapitulation
Gratifikasi oleh Unit Pengendali Gratifikasi kepada of the gratuities received to the Corruption Eradication
Komisi Pemberantasan Korupsi (KPK), maka untuk Commission (KPK), for the process of determining the
proses penentuan atas Status kepemilikan penerimaan owners of the gratuities, the Company will follow the
Gratifikasi tersebut, Perusahaan akan mengikuti mechanism/procedure stipulated by the Corruption
mekanisme/prosedur yang ditetapkan oleh Komisi Eradication Commission (KPK).
Pemberantasan Korupsi (KPK).
SOSIALISASI KEBIJAKAN GRATIFIKASI

Socialization of Anti-Gratification Policy
Selama 2019, dilakukan kegiatan Sosialisasi Good During 2019, the Good Corporate Governance (GCG)
Corporate Governance (GCG) tentang Gratifikasi dan socialization on Gratification and Whistleblowing System
Whistleblowing System di lingkungan Kantor Pusat sebagai within the Head Office was done as a follow-up to the
tindak lanjut dari Rekomendasi atas hasil Asesmen GCG Recommendations on the results of the 2018 GCG
tahun 2018, yaitu agar Perusahaan melakukan Sosialisasi Assessment, that the Company shall socialize GCG to the
GCG secara menyeluruh kepada Insan Jasa Marga, dengan entire Jasa Marga Employee, by inviting the entire Group
mengundang seluruh Group Head dan seluruh anggota Heads and all members of the Work Units for this time.
Unit Kerjanya.
Tabel Pelaksanaan Sosialisasi GCG Tahun 2019

Table of Implementation of GCG Socialization in 2019
Direktorat Unit Kerja Waktu Pelaksanaan

Directorate Work Unit Implementation Time
Keuangan Corporate Finance Group 27 Mei 2019

Finance Accounting and Tax Group May 27, 2019
Corporate Planning and Portofolio Management Group 28 Mei 2019
Procurement and Fix Asset Group May 28, 2019
Pengembangan Usaha Toll Road Business Development Group Group 29 Mei 2019
Business Development Other Business Development Group May 29,2019
Engineering Planning Group 12 Juni 2019
Human Capital & Transformasi Strategic Transformation Office June 12, 2019
Human Capital & Transformation

Profil Perusahaan
Company Profile
Human Capital Development Group 13 Juni 2019
Human Capital Services Group June 13, 2019
Jasa Marga Learning Institute Group 14 Juni 2019
Operasi Operation Management Group June 14, 2019

Operations Maintenance Group 17 Juni 2019
Utama Corporate Communication and Community Development Program Group June 17, 2019
Primary
Office Administration and Building Management Group 18 Juni 2019
Risk and Quality Management Group June 18, 2019
Internal Audit Group 19 Juni 2019
Bisnis Business Management Group June 19, 2019
Business Affairs
Information Technology Group 20 Juni 2019

June 20, 2019

LAPORAN GRATIFIKASI TAHUN 2019

Gratification Reports in 2019
Selama tahun 2019, terdapat 1 (satu) laporan penerimaan During 2019, there was 1 (one) report of gratuity and 1
gratifikasi dan 1 (satu) laporan pengembalian gratifikasi. (one) report of returning the gratuity.
TINDAK LANJUT PELAPORAN

Reporting Follow-Up
Sebanyak 1 (satu) laporan penerimaan gratifikasi telah A total of 1 (one) gratification report has been followed
ditindaklanjuti dengan cara dicatat oleh Unit Pengendalian up by recording it by the Company's Gratification Control
Gratifikasi (UPG) Perseroan. Sementara untuk 1 (satu) Unit (UPG). While for 1 (one) report of gratuity return
laporan pengembalian gratifikasi yang diserahkan ke submitted to the Corruption Eradication Commission
Komisi Pemberantasan Korupsi (KPK), barang tersebut (KPK), the goods have become the property of the state
menjadi milik negara berdasarkan Keputusan Ketua KPK based on the KPK Chairman Decree No. KEP-266/10-
RI No. KEP-266/10-13/02/2017 tentang Penetapan Status 13/02/2017 concerning the Determination of Ownership
Kepemilikan Gratifikasi Menjadi Milik Negara. Status of Gratification into the State’s.
LARANGAN TRANSAKSI ORANG DALAM
Human Capital
Modal Insani
Prohibition of Insider Trading

Perseroan memiliki sejumlah kebijakan untuk mencegah The Company has a number of policies to prevent insider
terjadinya transaksi orang dalam (insider trading) dengan trading to get personal gains. The prohibition of insider
maksud memperoleh keuntungan pribadi. Larangan trading practices for Jasa Marga employees, among
praktik-praktik insider trading bagi Insan Jasa Marga others, are stated in the Company's policies in the form
antara lain tertuang dalam kebijakan Perseroan berupa: of:
1. Board Manual yang merupakan pedoman kerja Dewan 1. Board Manual which is a work guideline for the Board
Komisaris dan Direksi of Commissioners and Board of Directors

2. Keputusan Direksi No. 126/KPTS/2019 tentang 2. Board of Directors Decision No. 126/KPTS/2019

Pedoman Tata Perilaku (Code of Conduct) PT Jasa concerning Code of Conduct Guidelines of PT Jasa
Marga (Persero) Tbk Marga (Persero) Tbk
3. Keputusan Direksi No. 128/KPTS/2017 tentang 3. Board of Directors Decision No. 128/KPTS/2017
Pedoman Benturan Kepentingan (Conflict of Interest) pertaining Conflict of Interest Guidelines at PT Jasa
di PT Jasa Marga (Persero) Tbk Marga (Persero) Tbk
Selain dituangkan dalam 3 (tiga) kebijakan tersebut, In addition to being stated in the 3 (three) policies,
Perseroan juga pernah mengeluarkan Surat Edaran No. the Company also issued Circular No. 19/SE-DIR/2008
19/SE-DIR/2008 Perihal Larangan Melakukan Transaksi regarding Prohibition of Conducting PT Jasa Marga
Saham PT Jasa Marga (Persero) Tbk oleh Orang Dalam (Persero) Tbk's Share Transactions by Company’s Insiders

Perseroan Selama Masa Pembelian Kembali Saham PT Jasa During the Buyback of PT Jasa Marga (Persero) Tbk

Marga (Persero) Tbk. Shares.
Dalam Surat Edaran disebutkan, Orang Dalam Emiten In the Circular, it is stated that Issuers' Insiders are
dilarang melakukan transaksi atas saham Emiten pada prohibited from conducting transactions on Issuer's shares
masa Pembelian Kembali Saham. Adapun pihak-pihak during the Shares Buy Back. As for those included in the
yang masuk dalam klasifikasi Orang Dalam Perseroan, classification of Company's Insiders are:
yaitu:
a. Members of the Board of Commissioners, Board
a. Anggota Dewan Komisaris, Direksi, Pegawai, Sekretaris of Directors, Employees, Secretary of the Board of
Dewan Komisaris Perseroan Commissioners of the Company

b. Pemegang Saham Utama Perseroan b. Major Shareholders of the Company

c. Perorangan yang karena kedudukannya atau profesinya c. An individual who due to his/her position or profession
atau karena hubungan usahanya dengan Perseroan, or because of his/her business relationship with the
memungkinkan orang tersebut memperoleh informasi Company, enables that person to obtain Company
Orang Dalam Perseroan Insider information
d. Pihak-pihak yang tidak lagi menjadi pihak sebagaimana d. Parties who are no longer parties as referred to in
dimaksud dalam huruf a, b, dan c di atas dalam kurun letters a, b and c above within the last 6 (six) months
waktu 6 (enam) bulan terakhir
Surat Edaran tersebut juga menegaskan, Orang Dalam The Circular also confirms that the Company’s Insiders
Perseroan yang terbukti melanggar aturan mengenai proven to violate the rules regarding the prohibition of
larangan insider trading dapat dikenakan sanksi oleh insider trading may be subject to sanctions by regulators in
regulator sesuai dengan peraturan perundang-undangan accordance with applicable laws and regulations.
yang berlaku.
WHISTLEBLOWING SYSTEM
Sistem Pelaporan Pelanggaran (Whistleblowing System- The Whistleblowing System (WBS) is a system that manages
WBS) adalah sistem yang mengelola pengaduan/ complaints/disclosures regarding illegal, confidential,
penyingkapan mengenai perilaku melawan hukum, unethical/improper conduct that is confidential,

perbuatan tidak etis/tidak semestinya secara anonymous and independent which is used to optimize
rahasia, anonim dan mandiri yang digunakan untuk the participation of Jasa Marga employees and other
mengoptimalkan peran serta Insan Jasa Marga dan pihak parties in disclosing violations that occur in the Company's
lainnya dalam mengungkapkan pelanggaran yang terjadi environment.
di lingkungan Perseroan.
Perseroan telah menyediakan sarana WBS yang dapat The Company has provided WBS facilities that can be
digunakan oleh seluruh Insan Jasa Marga maupun pihak used by all Jasa Marga employees and external parties
eksternal sejak tanggal 16 Januari 2013. Pengelolaan WBS since January 16, 2013. WBS management is carried out
dilakukan dengan berpedoman pada Keputusan Bersama based on the Joint Decree of the Board of Commissioners
Dewan Komisaris dan Direksi No. KEP 176/XII/2018 dan and Board Directors No. Kep 176/XII/2018 and No. 143/
Nomor 143/KPTS/2018 tentang Whistleblowing System PT KPTS/2018 concerning Whistle Blowing System of PT Jasa
Jasa Marga (Persero) Tbk. Marga (Persero) Tbk.
Profil Perusahaan
Company Profile
TIM PENGELOLAAN WHISTLEBLOWING SYSTEM

Management Team of Whistleblowing System
Tentang Tim Pengelolaan Whistleblowing System PT about PT Jasamarga (Persero) Tbk Whistleblowing
Jasamarga (Persero) Tbk tanggal 12 Desember 2019, System Management Team dated 12 December 2019,
susunan Tim Pengelolaan WBS di Perseroan adalah sebagai the composition of the WBS Management Team in the
berikut. Company is as follows.
Tabel Tim Pengelolaan WBS Jasa Marga

Table of Jasa Marga’s WBS Management Team
No Susunan Anggota Kedudukan dalam Komisi

Membership Composition Position in the Commission
1 Head of Internal Audit Ketua Merangkap Anggota

Chairman concurrently member

2 Risk and Quality Management Group Head Sekretaris Merangkap Anggota

Secretary concurrently member
3 Corporate Secretary Anggota

Member
4 Legal and Compliance Group Head Anggota

Member
5 Human Capital Services Group Head Anggota

Member
PENGELOLA PENGADUAN WBS

WBS Report Management
Whistleblowing System Jasa Marga dikelola secara Jasa Marga's Whistleblowing System is managed
profesional dan independen bekerja sama dengan PT RSM professionally and independently in collaboration with PT
Indonesia Konsultan sehingga memberikan kesempatan RSM Indonesia Konsultan who provides the oppo rtunity
untuk melaporkan berbagai pelanggaran yang terjadi to report various violations that occur in Jasa Marga and
di Jasa Marga dan termasuk dalam ruang lingkup violations that could harm Jasa Marga.
pelanggaran yang dapat merugikan Jasa Marga.
Human Capital
Modal Insani
PENYAMPAIAN LAPORAN PELANGGARAN
Violation Reporting
Pelapor menyampaikan laporan dalam bentuk surat Reporting parties submit reports in the form of letters
dengan disertai dokumen pendukung yang diperlukan. accompanied by supporting documents needed. The
Laporan ini disampaikan melalui sarana/media pelaporan reports are submitted through Jasa Marga's Whistleblowing
Whistleblowing System Jasa Marga. System reporting channels.

https://whistleblowing.tips/wbs/@jasamarga
Sarana/Media Pelaporan jasamarga.wbs@rsm.id


Jasa Marga 08118754700
Means/Channels to Reporting
to Jasa Marga’s Whistleblowing
System 08118754700
1005 JKS 12005

PERLINDUNGAN BAGI PELAPOR
Protection for Whistleblower
Perseroan menyediakan fasilitas saluran pelaporan (telepon, The Company provides independent, free and confidential
surat, email) yang independen, bebas, dan rahasia bagi reporting facilities (telephone, letter, e-mail) for reporters
pelapor, agar terlaksana proses pelaporan yang aman. to ensure a safe reporting process. In addition, the
Selain itu, Perseroan memberikan perlindungan terhadap Company provides protection for whistleblowers by:
pelapor dengan cara:
1. Identitas pelapor dijamin kerahasiaannya. 1. Reporter identity is guaranteed confidentiality.

2. Perseroan menjamin perlindungan terhadap pelapor 2. The Company guarantees protection for whistleblowers
dari segala bentuk ancaman, intimidasi, ataupun from all forms of threats, intimidation, or unpleasant
tindakan tidak menyenangkan dari pihak manapun actions from any party as long as the reporter keeps
selama pelapor menjaga kerahasiaan pelanggaran the confidentiality of violations from other parties.
yang diadukan dari pihak manapun.
3. Perlindungan terhadap pelapor berlaku bagi para pihak 3. Protection for whistleblowers applies to the parties
yang melaksanakan investigasi maupun pihak-pihak conducting the investigation as well as other parties
lainnya yang memberikan informasi terkait dengan who provide information related to the complaint/
pengaduan/penyingkapan tersebut. disclosure.
JENIS PELANGGARAN
Types of Violations
Jenis pelanggaran yang dapat dilaporkan adalah tindakan Types of violations that can be reported are those which
yang dapat merugikan Perseroan, meliputi hal-hal sebagai can harm the Company, including the following matters:
berikut:
1. Penyimpangan dari peraturan dan perundangan yang 1. Deviations from the rules and regulations in force.
berlaku.
2. Penyalahgunaan jabatan untuk kepentingan lain di 2. Misuse of position for other interests outside the
luar Perusahaan. Company’s.
3. Pemerasan. 3. Extortion.
4. Perbuatan curang. 4. Cheating.
5. Benturan Kepentingan. 5. Conflict of Interest.
6. Gratifikasi. 6. Gratuities.
Profil Perusahaan
Company Profile
JENIS SANKSI
Types of Sanctions
Setiap laporan yang masuk akan dipelajari, diklasifikasikan Every incoming report will be studied, classified and
dan ditindaklanjuti melalui penyelidikan mendalam followed up through an in-depth investigation based
berdasarkan fakta-fakta yang diperoleh. Keputusan on the facts obtained. The decision on whether or not
terhadap terbukti/tidaknya pelaporan tersebut akan dibuat the report is proven will be made and taken based on
dan diambil berdasarkan pertimbangan akibat tindakan, consideration of impact of the action, degree of intent and
derajat kesengajaan dan motif tindakan. motive for the action.
Sanksi yang dijatuhkan dapat berupa teguran lisan, Sanctions can be in the form of verbal reprimands,
surat peringatan (I, II, III), hingga pemutusan hubungan warning letters (I, II, III), up to termination of employment.
kerja (PHK). Perseroan tidak akan menoleransi setiap The Company will not tolerate any violation related to
pelanggaran terkait dengan integritas. integrity.
PENANGANAN PENGADUAN
Report Handling
Jika dokumen dan bukti-bukti yang disampaikan lengkap, If the documents and evidence submitted are complete,
Komisi Pelaporan Pelanggaran melakukan pemilahan data the Violation Reporting Commission conducts data
dan memutuskan apakah kasus tersebut dapat dilanjutkan sorting and decides whether the case can proceed to the
ke tingkat penyelidikan. Jika keputusannya adalah cukup investigation level. If the evidence is found sufficient, then
bukti, maka laporan tersebut akan ditingkatkan statusnya the report will be proceeded to the investigation stage.
ke tahap penyelidikan.
Laporan yang tidak terbukti akan dikembalikan kepada Reports that are not proven will be returned to the
pelapor. Namun apabila terbukti, Komisi Pelaporan reporters. However, if proven, the Violation Reporting
Pelanggaran akan melaporkan hasil temuannya tersebut Commission will report the findings to the Board of
kepada Direksi. Laporan yang berkaitan dengan jajaran Directors. Reports relating to management under the
manajemen di bawah Direksi disampaikan dalam bentuk Board of Directors are submitted in the form of letters and
surat dan ditujukan kepada Direktur Utama, sedangkan addressed to the President Director, while reports relating
laporan-laporan yang berkaitan dengan Direksi akan to the Board Directors will be addressed to the Board of
ditujukan kepada Dewan Komisaris. Commissioners.
Human Capital
Modal Insani
Alur Proses Sistem Pelaporan Pelanggaran
Violation Reporting Flow

Memenuhi Telaah Awal oleh
Kriteria Tim WBS dilaporkan
Meeting the Early investigation ke Direksi
Criteria by WBS Team reported to Board of
PELAPOR REPORTER Directors

Memenuhi

dilaporkan Lanjutan
ke Komisaris Meeting
diteruskan ke fungsi terkait reported to Board of criteria to be
forwarded to related function Commissioners followed up
Tanggapan
Feedback
Internal Investigasi (SPI) Internal Khusus

Catatan / Note: Internal investigation (SPI) Special intern
1. Pelapor pelanggaran akan
selalu mendapat feedback
dan status atas laporan yang Laporan Hasil
diberikan Tim WBS Investigasi
The reporter of violation will WBS Team Report on

always get feedback and

Investigation Results
notification on the status of report
he/she submitted
2. Alur Pelaporan / Reporting Flow
Jika yang dilaporkan Penindakan sesuai dengan sistem Putusan Direksi/
karyawan dan Dewan & prosedur yang berlaku Komisaris
Komisar, laporan ditujukan Punishment according to applicable Decisions of Board
kepada tim WBS system and procedure of Directors/
If the person reported is an Commissioners
employee or commissioner,
the report is addressed to
WBS Team
berkas ditutup
Jika yang dilaporkan anggota Tim WBS, case closed
laporan ditujukan kepada Direksi
If the person reported is a member of WBS,
the report is addressed to the Board of Directors

Jika yang dilaporkan Direksi, laporan

ditujukan kepada Dewan Komisaris
If the person reported is a director, the report is
addressed to the Board of Commissioners
SOSIALISASI WBS
WBS Socialization
Sosialisasi Sistem Pelaporan Pelanggaran (WBS) di internal Dissemination of Whistleblowing System (WBS) internally
Perseroan disampaikan melalui berbagai media seperti in the Company is done through various media such as
buletin internal, poster, sosialisasi etika maupun presentasi internal bulletins, posters, socialization of ethics and
langsung kepada unit kerja terkait. Untuk eksternal, direct presentations to related work units. For externals,
sosialisasi dilakukan melalui website Perseroan dan socialization is carried out through the Company's website
pengiriman surat edaran/memo. and sending circulars/memos.
JUMLAH PENGADUAN
Number of Report
Implementasi Sistem Pelaporan Pelanggaran pada tahun The implementation of the Violation Reporting System in
2019 adalah sebagai berikut: 2019 is as follows:
1. Penerapan Sistem Pelaporan Pelanggaran sesuai 1. Application of the Violation Reporting System in
peraturan dan ketentuan yang berlaku. accordance with applicable rules and regulations.
2. Sosialisasi Sistem Pelaporan Pelanggaran melalui cetak 2. Socialization of the Violation Reporting System through
buku saku Sistem Pelaporan Pelanggaran dan media the printed book of the Violation Reporting System
internal Perseroan. and the Company's internal media.
3. Evaluasi penerapan Sistem Pelaporan Pelanggaran di 3. Evaluation of the application of the Violation
Perseroan. Reporting System in the Company.
4. Penyusunan program tindak lanjut Sistem Pelaporan 4. Compilation of follow-up programs for the Violation
Pelanggaran untuk tahun 2019 oleh Tim Pengelolaan Reporting System for 2019 by the Violation Reporting
Sistem Pelaporan Pelanggaran. Management Team.
Selama tahun 2019, terdapat pelaporan pelanggaran During 2019, there were 11 (eleven) reports of violations
sebanyak 11 (sebelas) laporan yang disampaikan melalui reported through the website, e-mail, SMS and
situs web, email, SMS, dan Whatsapp. Rincian jumlah Whatsapp. Details of the reporting and comparison with
pelaporan berikut perbandingan dengan periode the previous period are presented in the following table.
sebelumnya disajikan dalam tabel berikut.
Tabel Jumlah Pelaporan Pelanggaran Melalui Sarana Whistleblowing System 2017-2019

Table of Number of Violation Reports Through the Whistleblowing System in 2017-2019
Jumlah
Sarana WBS Number
WBS Channels
2019 2018 2017
Profil Perusahaan
Company Profile
Telepon
0 0 0
Telephone
SMS 0 0 5
Faksimile
o 0 0
Facsimile
Situs Web
6 0 4
Website
Kotak Pos
0 0 0
PO Box
Surat Elektronik
1 2 3
Email
Whatsapp 3 0 0
PO BOX 0 0 0
Total 10 2 12
TINDAK LANJUT DAN SANKSI

Follow-Up and Sanctions
Dari 11 (sebelas) laporan yang masuk melalui sarana Out of the 11 (eleven) reports filed through WBS channels,
WBS, 9 (sembilan) di antaranya tidak masuk kategori 9 (nine) of them did not fall into the category of violations
pelanggaran yang dapat ditangani melalui mekanisme that could be handled through Jasa Marga's WBS
WBS Jasa Marga (misalnya laporan yang berisi pertanyaan mechanism. These reports were containing questions, for
yang bersifat umum dan terkait dengan pelayanan, example whether parking and using toilets in the rest area
sehingga tidak termasuk dalam ruang lingkup WBS), have to pay or not. Therefore, these 9 (nine) reports are
sehingga tidak ditindaklanjuti melalui WBS Perseroan dan not followed up through the Company's WBS and are
berstatus selesai (closed). closed.
Sedangkan 2 (dua) laporan lainnya yang terkait mekanisme While 2 (two) other reports are being followed up (open
WBS sedang ditindaklanjuti (berstatus open). Kedua status). Both reports are still in the process of investigating
laporan ini masih dalam proses pemeriksaan tim investigasi by the investigation team and are waiting for additional
dan menunggu informasi tambahan dari pihak pelapor. information from the reporting party. Thus, throughout
Dengan demikian, sepanjang 2019, belum terdapat sanksi 2019, there were no sanctions imposed on parties related
yang dijatuhkan kepada para pihak terkait pelaporan to reporting through the WBS channels.
melalui sarana WBS.
PENGELOLAAN LAPORAN HARTA KEKAYAAN
Human Capital
Modal Insani
PENYELENGGARA NEGARA (LHKPN)
Management of the Reporting Assets of State Officials

Dalam rangka memenuhi Undang-Undang No. 28 In order to comply with the Law No. 28 of 1999
tahun 1999 tentang Penyelenggaraan Negara yang concerning State Administration that is Clean and Free
Bersih dan Bebas dari Korupsi Kolusi dan Nepotisme, of Corruption, Collusion and Nepotism, through the
melalui Surat Keputusan Direksi No. 135/KPTS/2018 Board of Directors Decree No. 135/KPTS/2018 dated
tanggal 27 November 2018 tentang Unit Pengelola November 27, 2018 concerning Management Unit
Laporan Harta Kekayaan Penyelenggara Negara di of Reporting Assets of State Officials in the Company
Lingkungan Perusahaan, pada dasarnya Jasa Marga telah Environment, basically Jasa Marga has implemented the
menerapkan kewajiban penyampaian Laporan Harta obligation to submit Reporting Assets of State Officials

Kekayaan Penyelenggara Negara (LHKPN) kepada Komisi (LHKPN) to the Corruption Eradication Commission

Pemberantasan Korupsi (KPK) bagi: (KPK) for:
1. Dewan Komisaris. 1. Board of Commissioners.

3. Corporate Secretary / Group Head / Coordinator / 3. Corporate Secretary / Group Head / Coordinator /
Regional Division Head / General Manager / Pemimpin Regional Division Head / General Manager / Project
Proyek atau yang setingkat. Leader or equivalent.
4. Department Head atau yang setingkat. 4. Department Head or equivalent.
5. Jabatan fungsional meliputi Senior Advisor / Advisor 5. Functional positions include Senior Adviser/Adviser
6. Jabatan di Anak Perusahaan, Dana Pensiun Jasa Marga, 6. Positions in Subsidiaries, Jasa Marga Pension Funds,

dan Perusahaan Asosiasi and Associated Companies
-- Pengurus, meliputi : Komisaris / Dewan Pengawas -- Management, including: Board of Commissioners/
dan Direksi Supervisory Board and Board of Directors
-- Jabatan Struktural sampai dengan 2 (dua) tingkat -- Structural positions up to 2 (two) levels below the
di bawah Direksi Board of Directors
-- Jabatan fungsional 1 (satu) tingkat di bawah Direksi -- Functional positions 1 (one) level below the Board
of Directors
Selain itu Jasa Marga juga telah menunjuk Unit Pengelola In addition, Jasa Marga has also set up an LHKPN
LHKPN yaitu sebuah satuan tugas yang akan menjadi Management Unit, a task force that will be the KPK's

mitra kerja KPK dalam melakukan Pengelolaan LHKPN di partner in conducting LHKPN Management within PT Jasa

lingkungan PT Jasa Marga (Persero) Tbk yang terdiri dari: Marga (Persero) Tbk, which consists of:
a. Penanggung Jawab yaitu Corporate Secretary yang a. Person in Charge, the Corporate Secretary in charge
bertugas: of:
-- Berkoordinasi dengan KPK dalam hal sebagai -- Coordinating with the KPK in the following matters:
berikut: 1. Monitoring and evaluating of LHKPN
1. Monitoring dan evaluasi terhadap kepatuhan compulsory compliance in the submission and
Wajib LHKPN dalam penyampaian dan announcement of LHKPN;
pengumuman LHKPN; 2. Facilitating and coordinating the socialization
2. Memfasilitasi dan mengkoordinasikan of LHKPN obligations and technical guidance
sosialisasi kewajiban LHKPN dan bimbingan regarding the procedures for filling out the
teknis mengenai tata cara pengisian dan form and submitting it through the e-LHKPN
penyampaian LHKPN melalui aplikasi e-LHKPN application (e-Filing Module);
(Modul e-Filing); 3. Other things that can support the smooth
3. hal-hal lainnya yang dapat mendukung management of LHKPN.
kelancaran Pengelolaan LHKPN.
-- Mengkoordinasikan seluruh kegiatan Pengelolaan -- Coordinating all LHKPN Management activities
LHKPN di lingkungan Perusahaan bersama-sama within the Company together with the Human
dengan Koordinator Bidang Kepegawaian dan Resources Coordinator and the Supervisory
Koordinator Bidang Pengawasan. Coordinator.
b. Koordinator Bidang Kepegawaian yaitu Human Capital b. Human Resources Coordinator is the Human Capital
Services Group yang bertugas; Services Group in charge of;
-- Melakukan koordinasi dengan KPK mengenai data -- Coordinating with the KPK regarding LHKPN
Wajib LHKPN di lingkungan Perusahaan setiap Mandatory data within the Company every year;
tahun; -- Monitoring Administrators of the Company and
-- Melakukan monitoring terhadap Administrator Work Units in terms of updating staffing data
BUMN dan Administrator Unit Kerja dalam hal (including: entry, update, validation) of LHKPN
pemutakhiran data kepegawaian (antara lain: Mandatory data through the e-LHKPN application
entry, update, validasi) data Wajib LHKPN melalui (e-Registration Module).
aplikasi e-LHKPN (Modul e-Registration). -- Distributing the e-Filing activation request forms
-- Pendistribusian formulir permohonan aktivasi and other correspondence documents to LHKPN
e-Filing dan dokumen korespondensi lainnya Subjects

kepada Wajib LHKPN -- Helping the Person in Charge, Human Resources
-- Membantu Penanggung Jawab, Koordinator Coordinator and Supervisory Coordinator in
Kepegawaian dan Koordinator Pengawasan dalam monitoring the compliance with the LHKPN
melakukan monitoring kepatuhan Wajib LHKPN di Obligations within the Company
lingkungan BUMN
c. Koordinator Bidang Pengawasan yaitu Internal Audit c. Supervisory Coordinator is the Internal Audit Group,
Group yang bertugas: which is tasked to:
-- Melakukan monitoring terhadap kepatuhan Wajib -- Monitor the LHKPN compulsory compliance;
LHKPN; -- Coordinate with the KPK regarding LHKPN
-- Melakukan koordinasi dengan KPK mengenai compulsory compliance within the Company;
kepatuhan Wajib LHKPN di lingkungan Perusahaan; -- Make recommendations to the Board of Directors
-- Membuat rekomendasi kepada Direksi agar in giving administrative sanctions in accordance
Profil Perusahaan
Company Profile
terhadap Wajib LHKPN yang tidak patuh dalam with applicable regulations to the LHKPN Subjects
penyampaian LHKPN diberikan sanksi Administrasi who are not compliant in submitting LHKPN.
sesuai dengan ketentuan yang berlaku.
REALISASI LHKPN 2019

LHKPN Realization in 2019
Perseroan melakukan sosialisasi tentang LHKPN kepada The Company conducted a socialization about LHKPN to
Pejabat Wajib Lapor LHKPN pada tanggal 18 Februari officials of LHKPN Subjects on 18 February 2019 at the
2019 di Kantor Pusat Perseroan dengan menghadirkan Company's Head Office by presenting speakers from the
Narasumber dari KPK sebagai pembicara. KPK.
Perseroan juga telah menyampaikan Kebijakan LHKPN The Company has also disseminated the LHKPN Policy
termasuk penyebaran formulir serta penjelasan pengisian including the distribution of forms and explanations
formulir LHKPN melalui Intranet/Portal Internal Perusahaan in filling out the LHKPN form through the Company's
www.jasamarga.co.id yang dapat diakses oleh seluruh Internal Intranet/Website www.jasamarga.co.id which can
Insan Jasa Marga. be accessed by all Jasa Marga employees.
Realisasi penyampaian LHKPN oleh Wajib Lapor LHKPN Realization of LHKPN submission by LHKPN Subjects in
2019 PT Jasa Marga (Persero) Tbk, sebanyak 100% Wajib 2019 in PT Jasa Marga (Persero) Tbk. reached 100% with
Lapor telah menyampaikan LHKPN, dan sebanyak 7,14% 7.14% of the LHKPN Subjects late in submitting their
Wajib Lapor terlambat dalam menyampaikan LHKPN. reports.
TATA KELOLA TEKNOLOGI INFORMASI
Human Capital
Modal Insani
Information Technology Governance

Untuk mendukung penerapan GCG dalam kaitannya To support the implementation of GCG in relation to
dengan teknologi informasi, Perseroan menyadari perlunya information technology, the Company is aware of the
penerapan Tata Kelola Teknologi Informasi (IT Governance) need to implement Information Technology Governance
ke dalam proses bisnis. Mengacu pada Keputusan (IT Governance) in business processes. Referring to the
Direksi No. 92/KPTS/2019, saat ini kedudukan Teknologi Board of Directors Decree No. 92/KPTS/2019, the current
Informasi di Perseroan sudah mengalami transformasi, position of Information Technology in the Company has
tidak hanya sebagai pendukung untuk mencapai efisiensi undergone a transformation, not only as a support to
dan efektivitas proses bisnis namun sebagai inovasi untuk achieve efficiency and effectiveness of business processes

menjaga ketahanan bisnis dan meningkatkan pendapatan but also as an innovation to maintain business resilience

Perseroan. and increase the Company's revenue.
Struktur Organisasi Divisi Information and Technology

Organizational Structure Information and Technology Division
Information Technology
Group

Departemen IT Planning and Departemen IT Support and
Development Service

KEBIJAKAN TATA KELOLA TEKNOLOGI INFORMASI
Information Technology Governance Policy
Berdasarkan Peraturan Menteri Negara BUMN No. PER-02/ Based on the Minister of SOEs Regulation No. PER-02/
MBU/2013 mengenai Panduan Penyusunan Pengelolaan MBU/2013 concerning Guidelines for the Formulation of
Teknologi Informasi (TI) Badan Usaha Milik Negara, maka Information Technology (IT) Management of State-Owned
Jasa Marga telah menetapkan Kebijakan Tata Kelola TI Enterprises, Jasa Marga has established an IT Governance
sebagai panduan dalam implementasi Tata Kelola TI yang Policy as a guide in implementing a comprehensive IT
menyeluruh dan untuk mengoptimalkan kontribusi TI Governance and to optimize IT contribution in achieving
dalam pencapaian Sasaran Jangka Panjang Perusahaan. the Company's Long-Term Goals. In addition to the
Selain Peraturan Menteri BUMN, kebijakan Tata Kelola Minister of SOEs Regulation, IT Governance policy
TI mengacu pada standar internasional COBIT (Control refers to the international standards of COBIT (Control
Objectives for Information and Related Technologies) dan Objectives for Information and Related Technologies) and
ITIL (Information Technology Infrastructure Library) yang ITIL (Information Technology Infrastructure Library) that
sudah disesuaikan dengan kebutuhan Perseroan. have been adapted to the needs of the Company.
Kebijakan Tata Kelola Teknologi Informasi

Information Technology Governance Policy
Keputusan Direksi No. 07/KPTS/2019

9 Januari 2019
Masterplan Teknologi Informasi
Tahun 2019-2023
Board of Directors Decree No. 07/KPTS/2019
January 9, 2019
Masterplan Teknologi Informasi
Tahun 2019-2023
Keputusan Direksi No. 06/KPTS/2019 Keputusan Direksi No. 48/KPTS/2019

9 Januari 2019 20 Mei 2019
Kebijakan Tata Kelola Teknologi Informasi Pengelolaan Layanan Teknologi Informasi
Board of Directors Decree No. 06/KPTS/2019 Board of Directors Decree No. 48/KPTS/2019
January 9, 2019 May 20, 2019
Policy on Information Technology Governance Information Technology Management
Keputusan Direksi No. 08/KPTS/2019

09 Januari 2019
Pembentukan Komite Pengarah Teknologi
Informasi (IT Steering Committee)
Board of Directors Decree No. 08/KPTS/2019
Profil Perusahaan
January 9, 2019
Company Profile
Formation of IT Steering Committee
Dengan disahkannya berbagai Kebijakan Tata Kelola With the issuance of the IT Governance Policy, the Board
TI, maka Direksi telah melaksanakan amanat Peraturan of Directors has carried out the mandate of the Minister
Menteri Negara BUMN No. PER-01/MBU/2011 Pasal 30 ayat of SOEs Regulation No. PER-01/MBU/2011 Article 30
(1) yang menyatakan bahwa “Direksi dapat menetapkan paragraph (1) which states that "the Board of Directors can
Tata Kelola Teknologi Informasi yang efektif”. determine effective Information Technology Governance".
PRINSIP-PRINSIP TATA KELOLA TEKNOLOGI INFORMASI

Principles of Information Technology Governance
Prinsip-prinsip Tata Kelola TI Perseroan pada Kebijakan The principles of the Company's IT Governance in the
Tata Kelola Teknologi Informasi adalah: Information Technology Governance Policy are:
1. Perencanaan TI yang terarah dan sistematis sehingga 1. Guided and systematic IT planning so that there is a
terjadi kesesuaian antara pengembangan dan match between IT development and implementation
implementasi TI dengan Tujuan Bisnis Perseroan. with the Company's Business Objectives.
2. Investasi TI sejalan dan selaras dengan strategi 2. IT investment is in line with the Company's strategy
Perseroan dengan memperhitungkan kapabilitas TI by calculating IT capabilities so as to provide optimal
sehingga memberikan keuntungan optimal. benefits.
3. Implementasi TI yang obyektif dan dapat 3. Objective and accountable IT implementation by
dipertanggungjawabkan dengan mempertimbangkan considering quality and risks according to the
mutu dan risiko sesuai peraturan Perseroan. Company’s regulations.
4. Pengelolaan operasional TI yang efektif dan efisien. 4. Effective and efficient IT operational management.
5. Pengendalian yang konsisten terhadap kinerja 5. Consistent control over IT operational performance
operasional TI dan kepatuhan terkait peraturan dan and compliance with relevant laws and regulations.
perundangan yang berlaku.
6. Perbaikan berkelanjutan terhadap seluruh dimensi 6. Continuous improvement to all dimensions of IT
pengelolaan TI. management.
Prinsip-prinsip tersebut akan diterapkan lebih lanjut ke These principles will be further applied to IT management
aktivitas pengelolaan TI serta pelaksanaan roadmap activities and the implementation of IT development
pengembangan TI sesuai Master Plan TI melalui berbagai roadmap according to the IT Master Plan through various
pedoman dan standar yang dituangkan dalam Information guidelines and standards as outlined by the Information
Technology Group Head dengan pengawasan Komite Technology Group Head under the supervision of the IT
Pengarah TI. Steering Committee.
Human Capital
Modal Insani
ROADMAP TATA KELOLA TEKNOLOGI INFORMASI
Roadmap of Information Technology Governance
Target yang ingin dicapai oleh Perseroan dari penerapan The target to be achieved by the Company from the
Tata Kelola Teknologi Informasi adalah proses perbaikan implementation of Information Technology Governance
berkelanjutan terhadap pengelolaan TI dilihat dari 4 siklus is the continuous improvement of IT management
utama proses TI yaitu Perencanaan, Pengembangan atau processes which comprise of 4 main cycles, namely

Akuisisi, Pengoperasian serta Pemantauan dan Evaluasi. Planning, Development or Acquisition, Operation and

Indikator dari keberhasilan penerapan Tata Kelola TI adalah Monitoring and Evaluation. An indicator of the successful
Skor Maturitas TI. Peraturan Menteri Negara BUMN No. implementation of IT Governance is the IT Maturity Score.
PER-02/MBU/2013 dipersyaratkan target Skor Maturitas TI The Minister of SOEs Regulation No. PER-02/MBU/2013
dalam 5 tahun ke depan adalah minimal 3. sets the target of IT Maturity Score in the next 5 years at a
minimum of 3.
Roadmap Tata Kelola Teknologi Informasi

Information Technology Governance Roadmap
2020 2021 2022 2023

1. Penyusunan dan 1. Penyusunan dan 1. Asesmen Kualitas Data 1. Asesmen Kualitas Data
Implementasi Tata Kelola Implementasi Tata Kelola JSMR Group (Lanjutan) JSMR Group (Lanjutan)
Data dan TI (Lanjutan) Data dan IT (Lanjutan) 2. Sertifikasi dan Maintenance 2. Sertifikasi dan Maintenance
2. Asesmen Kualitas Data 2. Asesmen Kualitas Data ISO 20000-1 dan 27001 ISO 20000-1 dan 27001
JSMR Group JSMR Group (Lanjutan) (Lanjutan) (Lanjutan)
3. Implementasi ISO 20000-1 3. Sertifikasi dan Maintenance 3. Reviu MPTI & Assessemnt 3. Reviu MPTI & Assessemnt
dan 27001 ISO 20000-1 dan 27001 Maturity TI (Lanjutan) Maturity TI (Lanjutan)
4. Penyusunan Dokumen 4. Reviu MPTI & Assessemnt 4. Testing IT DRP (Lanjutan) 4. Testing IT DRP (Lanjutan)
Tata Kelola TI dan Data Maturity TI (Lanjutan) 1. JSMR Group’s Data Quality 1. JSMR Group’s Data Quality
(Lanjutan) 5. Testing IT DRP (Lanjutan) Assessment (Continuation) Assessment (Continuation)
5. Reviu MPTI & Assessemnt 1. Preparation and 2. Certification and 2. Certification and

Maturity TI Implementation of Data Maintenance of ISO 20000- Maintenance of ISO 20000-
6. Testing IT DRP

and IT Governance 1 and 27001 (Continuation) 1 and 27001 (Continuation)
1. Preparation and (Continuation) 3. Review of MPTI and IT 3. Review of MPTI and IT
Implementation of Data 2. JSMR Group’s Data Quality Maturity Assessment Maturity Assessment
and IT Governance Assessment (Continuation) (Continuation) (Continuation)
(Continuation) 3. Certification and 4. IT DRP Testing 4. IT DRP Testing
2. JSMR Group’s Data Quality Maintenance of ISO 20000- (Continuation) (Continuation)
Assessment 1 and 27001
3. Implementation of ISO 4. Review of MPTI and IT
20000-1 and 27001 Maturity Assessment
4. Preparation of Documents (Continuation)
of Data and IT Governance 5. IT DRP Testing
5. Review of MPTI and IT (Continuation)
Maturity Assessment
6. T DRP Testing
ASSESSMENT MATURITY LEVEL TATA KELOLA TEKNOLOGI INFORMASI

Assessment of Maturity Level for Information Technology Governance
Pengukuran Maturity Level Tata Kelola TI merupakan The assessment of IT Governance Maturity Level is
mekanisme untuk mengukur tingkat penerapan Tata a mechanism to measure the level of IT Governance
Kelola TI dengan keluaran berupa indeks maturitas TI implementation with an output in the form of IT maturity
dengan rentang level dari 0 (non eksis) - 5 (optimal) yang index with a level range from 0 (non-existent) - 5 (optimal)
menunjukkan kualitas pelaksanaan dari masing-masing which shows the quality of implementation of each control
pengendalian di dalam organisasi Perseroan. within the Company organization.
Maturity Level Tata Kelola Teknologi Informasi

Maturity Level of Information Technology Governance
2,6 2,7 3,02 3,02 3,02 3,12 3,15 3,21 3,22

2010 2011 2012 2013 2014 2015 2016 2017 2018

Profil Perusahaan
Company Profile
Keterangan: Maturity level di tahun 2019 tidak dilakukan pengukuran karena sejak tahun 2012 sudah memiliki nilai lebih dari 3,00 dan dari segi kepatuhan
telah terpenuhi. Maka, di tahun 2019, Perseroan fokus untuk melakukan perbaikan lebih mendalam di bagian operasi untuk meningkatkan customer focus
satisfaction dengan perbaikan layanan teknologi informasi.
Note: The maturity level in 2019 was not measured because since 2012 it has been scoring a value of more than 3.00 and in terms of compliance it has been
met. So, in 2019, the Company focused on making deeper improvements in the operations section to enhance the customer satisfaction.
MASTER PLAN TEKNOLOGI INFORMASI

Master Plan of Information Technology
Sesuai dengan Keputusan Direksi No. 07/KPTS/2019 In accordance with the Board of Directors Decree No. 07/
tanggal 09 Januari 2019 tentang Master Plan TI Tahun KPTS/2019 dated January 9, 2019 concerning IT Master
2019-2023 disebutkan bahwa Master Plan TI dijadikan Plan of 2019-2023 states that the IT Master Plan is used as
panduan bagi Perseroan dalam melakukan investasi a guide for the Company in investing and implementing in
dan implementasi di bidang TI yang meliputi kebutuhan the IT field which includes the architectural, infrastructure
arsitektur, infrastruktur, dan aplikasi yang dibutuhkan agar and application requirements needed to meet the
sesuai dengan Sasaran Jangka Panjang Perusahaan. Master Company’s Long Term Objectives. The IT Master Plan has
Plan TI ini disusun berdasarkan Panduan Penyusunan been done based on the Information Technology Master
Master Plan Teknologi Informasi BUMN yang ada pada Plan Compilation Guidelines for SOEs contained in the
Peraturan Menteri BUMN No. PER-02/MBU/2013. Master Minister of SOEs Regulation No. PER-02/MBU/2013. The
Plan TI terbagi berdasarkan strategi bisnis perseroan di IT Master Plan is divided based on the Company's business
antaranya adalah: strategy including:
1. Strategi Pengembangan Bisnis Jalan Tol (Growth). 1. Toll Road Business Development Strategy (Growth).
2. Strategi Pengoperasian Jalan Tol (Operational Excellent). 2. Toll Road Operation Strategy (Operational Excellent).
3. Strategi Pengelolaan Keuangan (Financial Sustainability). 3. Financial Sustainability Strategy.
4. Strategi Organisasi dan SDM (Organization and Human 4. Organization and Human Capital.
Capital).
5. Strategi Pengembangan Bisnis Lain (Business 5. Business Diversification Strategy.
Diversification).
6. Kepatuhan dan Manajemen Risiko (GCG). 6. Compliance and Risk Management (GCG).
Human Capital
Modal Insani
Keseluruhan program tersebut telah terselesaikan sesuai The entire program has been completed in accordance
dengan target dan rencana. Saat ini IT Group telah with the targets and plans. Currently the IT Group has
mengeluarkan Master Plan TI 2019 – 2023 yang telah issued the IT Master Plan of 2019 - 2023 as outlined in
dituangkan dalam Keputusan Direksi No. 07/KPTS/2019 the Board of Directors Decree No. 07/KPTS/2019 dated
tanggal 9 Januari 2019 yang juga merupakan kelanjutan January 9, 2019 which is also a continuation of technology
pengembangan Teknologi di Lingkungan Perseroan. development within the Company.
Perancangan Master Plan TI 2019 – 2023 berdasarkan The design of IT Master Plan of 2019-2023 is based on the

arahan strategis TI Perseroan yaitu: Company's IT strategic direction, namely:
1. Peningkatan aspek fundamental TI dan optimasi saat 1. Enhancing the fundamental aspect of IT and the current
ini aset guna mendukung efisiensi internal. optimization of assets to support internal efficiency.
2. Memudahkan ketersediaan informasi yang tepat, 2. Facilitating the availability of precise, accurate, and
akurat, dan kapan pun di semua lini bisnis sesuai anytime information in all lines of business according
kebutuhannya dengan tetap memperhatikan aspek to their needs while still paying attention to aspects of
keamanan informasi. information security.
3. Mendukung peningkatan kecepatan, efisiensi, dan 3. Supporting the increase in speed, efficiency and
akurasi proses operasi jalan tol dengan dukungan accuracy of the toll road operation process with the
teknologi terkini. support of the latest technology.

4. Mendukung maksimalisasi potensi bisnis jasa operasi, 4. Supporting the maximization of the potential business
pemeliharaan, konstruksi tol, dan teknologi tol secara services for operation, maintenance, toll construction, and
terpusat untuk pasar internal serta eksternal. toll technology centrally for internal and external markets.
5. Mendukung maksimalisasi potensi bisnis di sepanjang 5. Supporting the maximization of business potential
aset jalan tol (toll corridor development), transit along toll road assets (toll corridor development),
oriented development (TOD), dan properti. transit oriented development (tod), and property.

PENGADAAN BARANG DAN JASA
Goods and Services Procurement
Kebijakan Perseroan dalam menerapkan Pengadaan The Company's policy in implementing the Procurement
Barang dan Jasa tertuang dalam Keputusan Direksi No. 143/ of Goods and Services is stated in the Board of Directors
KPTS/2014 tanggal 25 Agustus 2014 tentang Pedoman Decree No. 143/KPTS/2014 dated August 25, 2014
Pelaksanaan Pengadaan Barang/Jasa di Lingkungan PT pertaining Guidelines for the Implementation of Goods/
Jasa Marga (Persero) Tbk dengan perubahannya yang Services Procurement in the Environment of PT Jasa Marga
terakhir No. 30/KPTS/2019 tanggal 12 Maret 2019. (Persero) Tbk with the latest amendment in the Regulation
No. 30/KPTS/2019 dated March 12, 2019.
Kebijakan ini mengatur pengguna barang dan jasa, This policy regulates users of goods and services, managers
pengelola pengadaan barang dan jasa, pengelola kontrak of goods and services procurement, managers of goods
pengadaan barang dan jasa, pengelola penyedia barang and services procurement contracts, managers of goods
dan jasa, pengelola material, tim pengadaan, pejabat and services providers, material managers, procurement
berwenang serta penyedia barang dan jasa sesuai dengan teams, authorized officials and providers of goods and
tugas, fungsi, hak dan kewajiban serta peran para pihak services in accordance with their duties, functions, rights
dalam proses pengadaan barang dan jasa. Kebijakan ini and obligations as well as the role of the parties in the
juga mengatur pengadaan barang/jasa untuk pekerjaan- process of procuring goods and services. This policy also
pekerjaan tertentu dapat dilakukan secara swakelola, yaitu regulates the procurement of goods/services for certain
yang direncanakan, dikerjakan dan diawasi sendiri oleh jobs that can be done a self-managed manner by planning,
Pengguna Barang/Jasa sebagai pejabat berwenang dalam executing and supervising the procurement process by the
Profil Perusahaan
Company Profile
proses persiapan dan pelaksanaan pengadaan barang/jasa, user itself in accordance with the terms and criteria has
sesuai dengan syarat dan kriteria yang telah ditetapkan. been established.
KEBIJAKAN UMUM PENGADAAN BARANG DAN JASA

General Policies for Goods and Services Procurement
1. Pengadaan Barang dan Jasa senantiasa berasaskan 1. The procurement of Goods and Services is always based
kompetitif, transparan, adil dan wajar, serta on competitive, transparent, fair and reasonable, and
menerapkan prinsip-prinsip manajemen risiko. applies the principles of risk management.
2. Meningkatkan kemandirian, profesionalisme dan 2. Increasing the independence, professionalism and
tanggung jawab Pengguna Barang/Jasa, Pejabat responsibility of Goods/Services Users, Goods/Services
Pelaksana Pengadaan Barang/Jasa, Inisiator atau Procurement Officials, Initiators or Implementers
Pelaksana Pengadaan Barang/Jasa, Panitia Pengadaan of Goods/Services Procurement, Procurement
dan Penyedia Barang/Jasa. Committees and Goods/Services Providers.
3. Menyederhanakan ketentuan dan tata cara untuk 3. Simplifying the provisions and procedures to speed up
mempercepat proses pengambilan keputusan dalam the decision making process in Procurement.
Pengadaan.
4. Meningkatkan penggunaan Produksi Dalam Negeri 4. Increasing the use of domestic products, national design
(P3DN), Rancang Bangun dan Perekayasaan Nasional and engineering which aims to expand employment
yang sasarannya adalah memperluas lapangan kerja and develop domestic industries in order to improve
dan mengembangkan industri dalam negeri dalam the competitiveness of domestic production of goods
rangka meningkatkan daya saing barang atau jasa or services, as long as quality, price and objectives can
produksi dalam negeri, sepanjang kualitas, harga dan be accounted for while maintaining the priority of the
tujuannya dapat dipertanggungjawabkan dengan Company’s interests.
tetap mengutamakan kepentingan Perusahaan.
5. Meningkatkan peran serta usaha kecil termasuk 5. Enhancing the participation of small-scale businesses
koperasi kecil dan kelompok masyarakat dalam including small cooperatives and community groups
Pengadaan, dengan tetap mengutamakan kepentingan in the procurement, while continuing to prioritize the
Perusahaan. interests of the Company.
6. Dalam rangka mendorong pertumbuhan industri dalam 6. In the context of encouraging the growth of domestic
negeri, Pengguna Barang dan Jasa dapat memberikan industries, Users of Goods and Services can give
preferensi penggunaan produksi dalam negeri dengan preference to the use of domestic products while still
tetap mengindahkan ketentuan peraturan perundang- observing the provisions of the applicable laws and
undangan yang berlaku. regulations.
7. Sinergi antar BUMN dan/atau Anak Perusahaan 7. Synergic cooperation with other SOEs and/or their
sepanjang barang atau jasa tersebut merupakan hasil Subsidiaries as long as the said goods or services are
produksi BUMN dan/atau Anak Perusahaan yang the products of the SOEs and/or their Subsidiaries
bersangkutan dan sepanjang kualitas, harga dan concerned and as long as the quality, price and
tujuannya dapat dipertanggungjawabkan. objectives can be accounted for.
Human Capital
Modal Insani
ETIKA PERSEROAN DALAM PENYEDIAAN BARANG DAN JASA
Corporate Ethics in the Goods and Services Procurement
Perseroan melaksanakan pengadaan barang dan jasa The Company carries out the procurement of goods and
berdasarkan prinsip-prinsip kompetitif, transparan, adil, services based on competitive, transparent, fair, reasonable
wajar dan akuntabel. Perilaku etis yang diharapkan dalam and accountable principles. The expected ethical attitudes
berhubungan dengan penyedia barang dan jasa antara in dealing with providers of goods and services include:

lain:
1. Penentuan penyedia barang dan jasa harus didasarkan 1. The determination of providers of goods and services
pada mutu produk, layanan purna jual, garansi, prestasi must be based on product quality, after-sales service,
dan rekam jejak dengan mengutamakan kepentingan warranty, achievement and track record by prioritizing
Perseroan. the interests of the Company.
2. Menghormati hak dan kewajipan sesuai dengan 2. Respecting the rights and obligations in accordance
perjanjian perikatan dan ketentuan perundang- with the engagement agreement and statutory
undangan. provisions.
3. Menjalin komunikasi yang terbuka selama proses 3. Establishing open communication during the
pelaksanaan pengadaan hingga terpenuhinya hak dan procurement process until the fulfillment of the rights

kewajiban para pihak. and obligations of the parties.

4. Melakukan evaluasi atas penyedia barang dan jasa 4. Evaluating the providers of goods and services and
serta memberikan tindakan tegas kepada penyedia performing strict action against providers of goods and
barang dan jasa yang berperilaku tidak etis. services that behave unethically.
TRANSFORMASI PENGADAAN BARANG DAN JASA

Transformation of the Goods and Services Procurement

Transformasi Pengadaan Barang dan Jasa di Perseroan The Transformation of Goods and Services Procurement in

dilaksanakan sebagai berikut: the Company is carried out as follows:
1. Peningkatan fungsi dan peran Procurement and Fix 1. Enhancing the function and role of the Procurement
Asset Group sebagai 1 (satu) unit kerja yang sebelumnya and Fix Asset Group as 1 (one) work unit, which
hanya merupakan Departemen yang berada di bawah previously was only a Department under the General
Unit General Affair. Dengan peningkatan peran dan Affairs Unit. By increasing the role and function of the
fungsi dari Procurement and Fix Asset Group maka Procurement and Fix Asset Group, the Procurement of
Pengadaan Barang dan Jasa dapat lebih dilaksanakan Goods and Services can be carried out more effectively
secara efektif dan efisien. and efficiently.
2. Perubahan Kebijakan Pengadaan Barang dan Jasa 2. Changes in the Goods and Services Procurement
sesuai dengan proses bisnis di Perseroan serta Policy in accordance with the business processes in the
kebutuhan Pengadaan Barang dan Jasa di Perseroan Company and the needs for the Procurement of Goods
dengan tetap mengutamakan kepatuhan terhadap and Services in the Company by continuing to prioritize
Peraturan Perundangan-Undangan yang berlaku dan compliance with applicable laws and regulations and
prinsip-prinsip Good Corporate Governance. the principles of Good Corporate Governance.
3. Perencanaan Pengadaan yang merupakan Identifikasi 3. Procurement Planning which is an identification of
kebutuhan atas Barang dan Jasa Perseroan. the needs in Goods and Services of the Company.
Perencanaan Pengadaan disusun bersamaan dengan Procurement Planning is prepared in conjunction
penyusunan Rencana Kerja Anggaran Perusahaan with the preparation of the Corporate Work Plan
(RKAP) dan menjadi dasar dalam melaksanakan and Budget (RKAP) and becomes the basis for
Pengadaan Barang dan Jasa setelah ditetapkannya implementing the Procurement of Goods and Services
Rencana Umum Pengadaan tersebut. after the stipulation of the Procurement General Plan.
4. Pengembangan sistem Aplikasi e-Procurement di 4. Development of the e-Procurement Application system
Perseroan yang disesuaikan dengan proses bisnis dan in the Company which is adjusted to the business
kebutuhan Pengadaan Barang dan Jasa di Perseroan. processes and the needs of the Procurement of Goods
and Services in the Company.
PENERAPAN E-PROCUREMENT
Application of E-Procurement
e-Procurement adalah proses pengadaan barang/jasa yang e-Procurement is the process of procurement of goods/
pelaksanaannya dilakukan secara elektronik yang berbasis services whose implementation is carried out electronically
web/internet dengan memanfaatkan fasilitas teknologi on a web/internet-based platform by utilizing information
komunikasi dan informasi yang meliputi pelelangan umum and communication technology facilities which include
secara elektronik yang diselenggarakan oleh Layanan electronic public auctions held by the Electronic
Pengadaan Secara Elektronik (LPSE). Procurement Service (LPSE).
Implementasi e-Procurement di Perseroan didasarkan The implementation of e-Procurement in the Company

pada Keputusan Direksi No. 143/KPTS/DIR/2013 tanggal is based on the Board of Directors Decree No. 143/KPTS/
25 Agustus 2014 yang telah diperbarui dengan Keputusan DIR/2013 dated August 25, 2014 which has been updated
Direksi No. 160/KPTS/2014 tanggal 24 September 2014 with the Decree No. 160/KPTS/2014 dated September 24,
tentang Layanan Pengadaan Barang/Jasa Secara Elektronik 2014 concerning Electronic Goods/Services Procurement
di Lingkungan PT Jasa Marga (Persero) Tbk. Services in the PT Jasa Marga (Persero) Tbk.
Profil Perusahaan
Company Profile
Jasa Marga konsisten untuk mengelola proses pengadaan Jasa Marga is consistent in managing the procurement
dan kemitraan dengan menggunakan Sistem Pengadaan and partnership process by using Electronic Procurement
Secara Elektronik (SPSE) yang meminimalkan kontak fisik System (SPSE) that minimizes physical contact between
antara pemasok/mitra dengan panitia karena keseluruhan suppliers/partners and the committee since the entire
proses tender telah berbasis elektronik sehingga tender process has been electronic based so that it runs
berlangsung adil dan transparan. fairly and transparently.

Bagi Perseroan, e-Procurement tidak hanya meningkatkan For the Company, e-Procurement not only increases
transparansi, tetapi juga meningkatkan efisiensi dengan transparency, but also increases efficiency at competitive
harga yang kompetitif, dan siklus pengadaan yang lebih prices, and more effective procurement cycles; thus
efektif. Dengan demikian menghindari proses korupsi avoiding the process prone to corruption and increasing
serta meningkatkan produktivitas kerja. work productivity.
PAKTA INTEGRITAS MITRA KERJA

Integrity Pact of Work Partners

Sebagai bentuk komitmen penerapan GCG dalam As a form of commitment to implementing GCG in the
pengadaan barang dan jasa, Perseroan mewajibkan vendor procurement of goods and services, the Company requires
dan mitra kerja untuk menandatangani Pakta Integritas vendors and business partners to sign the Integrity Pact in
dalam kaitannya dengan pengadaan barang dan jasa. relation to the procurement of goods and services.
PAKTA INTEGRITAS INSAN JASA MARGA

Integrity Pact of Jasa Marga Employees
Dalam setiap proses pengadaan barang dan jasa, Perseroan In every process of goods and services procurement, the
juga mewajibkan Insan Jasa Marga untuk menandatangani Company also requires Jasa Marga assigned employees to
Pakta Integritas sebagai bentuk tidak adanya benturan sign the Integrity Pact to affirm the absence of conflicts of
kepentingan dan sebagai wujud transparansi dalam proses interest and as a form of transparency in the process of
pengadaan barang dan jasa. procurement of goods and services.
PEMBERIAN DANA KEGIATAN SOSIAL DAN/
Human Capital
Modal Insani
ATAU POLITIK
Funding of Social and/or Political Activities

PEMBERIAN DANA KEGIATAN SOSIAL
Funding of Social Activities
Sebagai perwujudan dari tanggung jawab sosial, Jasa As an embodiment of social responsibility, Jasa Marga has
Marga telah menyisihkan sebagian profitnya untuk set aside a portion of its profits to develop the community
membangun masyarakat dan lingkungannya yang and its environment, which is realized among others in

diwujudkan antara lain dalam penyaluran Program Bina the distribution of funds for Community Development

Lingkungan tahun 2019 senilai Rp29,15 miliar. Program in 2019 amounting to Rp29.15 billion.
Tabel Realisasi Program Bina Lingkungan Tahun 2019

Table of Realization of Community Development Program in 2019
Program Bina Lingkungan Total Biaya (Rp)

Community Development Total Cost
Bencana Alam
204.707.000
Natural Disasters

Sarana Pendidikan
7.692.785.040
Educational Facilities
Peningkatan Kesehatan
2.713.014.190
Health Improvement
Sarana Umum
2.615.203.618
Public Facilities
Sarana Ibadah
2.371.273.500
Religious Facilities
Pelestarian Alam

1.465.630.000
Natur Conservation

Pengentasan Kemiskinan
12.088.043.366
Poverty Eradication
Total 29.150.656.714
Penjelasan rinci mengenai Pemberian Dana Kegiatan A detailed description of the Provision of Social Activity
Sosial dapat disimak pada Bab Tanggung Jawab Sosial Funds can be found in the Corporate Social Responsibility
Perusahaan dalam Laporan Tahunan ini. Chapter in this Annual Report.
PEMBERIAN DANA KEGIATAN POLITIK

Funding of Political Activities
Selama tahun 2019, Jasa Marga tidak melakukan During 2019, Jasa Marga did not provide funding for
pemberian dana untuk kegiatan politik atau kepada partai political activities or political parties. This is in accordance
politik. Hal ini sesuai dengan kebijakan Perseroan yang with the Company’s policy to not support and make
tidak diperkenankan untuk mendukung dan memberikan donations for political purposes.
donasi untuk kepentingan politik.
PENERAPAN PEDOMAN TATA KELOLA
PERUSAHAAN TERBUKA
Application of Public Company Governance Guidelines
Pedoman Tata Kelola Perusahaan Terbuka diatur Public Company Governance Guidelines are established
berdasarkan Peraturan Otoritas Jasa Keuangan (OJK) No. based on the Financial Services Authority Regulation
21/POJK.04/2015 tanggal 16 November 2015 tentang (OJK) No. 21/POJK.04/2015 dated November 16, 2015
Penerapan Pedoman Tata Kelola Perusahaan Terbuka yang concerning the Implementation of Public Company
dijabarkan dalam Surat Edaran Otoritas Jasa Keuangan No. Governance Guidelines, which is elaborated in the Financial
32/SEOJK.04/2015 tanggal 17 November 2015 tentang Services Authority Circular Letter No. 32/SEOJK.04/2015
Pedoman Tata Kelola Perusahaan Terbuka. dated November 17, 2015 regarding Public Company
Governance Guidelines.
Peraturan dan SEOJK tersebut memuat 5 (lima) aspek The regulations stipulate 5 (five) aspects of public company
tata kelola perusahaan terbuka, 8 (delapan) prinsip tata governance, 8 (eight) principles of good corporate
kelola perusahaan yang baik, serta 25 (dua puluh lima) governance, and 25 (twenty-five) recommendations for
rekomendasi penerapan aspek dan prinsip tata kelola implementing aspects and principles of good corporate
perusahaan yang baik. governance.
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan SEOJK Terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with Regulation and SEOJK Related to Public Company Governance Guidelines
Profil Perusahaan
Company Profile
Aspek Prinsip Rekomendasi Kepatuhan Jasa Marga Keterangan

No
Aspect Principle Recommendation Jasa Marga Compliance Remarks
1 Hubungan 1. Meningkatkan 1. Perusahaan Terbuka memiliki cara Voting terbuka dilakukan dengan cara Terpenuhi
Perusahaan Terbuka Nilai atau prosedur teknis pengumpulan mengangkat tangan sesuai dengan Comply
dengan Pemegang Penyelenggaraan suara (voting) baik secara instruksi pilihan yang ditawarkan oleh
Saham Dalam Rapat Umum terbuka maupun tertutup yang Pemimpin RUPS, sedangkan voting
Menjamin Hak-Hak Pemegang Saham mengedepankan independensi, dan tertutup dilakukan dengan cara
Pemegang Saham (RUPS). kepentingan Pemegang Saham. menggunakan Kartu Suara.

1. Public Company has a way or
Public Company 1. Increasing technical collection procedures of Open voting is done by raising hands
Relations with the Value of voting either openly or privately according to the choice instructions
Shareholders in Organizing of that promotes independence and offered by the Chair of the GMS, while
Guaranteeing General Meeting interests of the Shareholders. closed voting is done by using Ballot Card.
the Rights of of Shareholders
Shareholders (GMS).
2. Seluruh anggota Direksi dan • Seluruh anggota Direksi Perseroan Terpenuhi

anggota Dewan Komisaris hadir dalam RUPS Tahunan. Comply
Perusahaan Terbuka hadir dalam • All members of the Company's Board
RUPS Tahunan. of Directors attend the Annual GMS.
2. All members of the Board of
Directors and members of the Board • Seluruh anggota Dewan Komisaris
of Commissioners of the Public Perseroan hadir dalam RUPS

Company are present at the Annual

Tahunan.
GMS.
• All members of the Company's Board
of Commissioners are present at the
Annual GMS.
3. Ringkasan risalah RUPS tersedia Ringkasan risalah RUPS tersedia dalam Terpenuhi
dalam Situs Web Perusahaan situs web Perseroan paling sedikit selama Comply
Terbuka paling sedikit selama 1 1 (satu) tahun untuk menyediakan
(satu) tahun. kecukupan waktu bagi Pemegang Saham
3. A summary of the GMS minutes is untuk memperoleh informasi.
available on the Public Company The summary of GMS minutes is available
website for at least 1 (one) year. on the Company's website for at least 1
(one) year to provide sufficient time for
Shareholders to obtain information.
Human Capital
Modal Insani
No
2. Meningkatkan 1. Perusahaan Terbuka memiliki suatu Perseroan memiliki peraturan tentang Terpenuhi
Kualitas kebijakan komunikasi dengan Pedoman Penyampaian Informasi Comply
Komunikasi Pemegang Saham atau investor. Perseroan melalui Non- Deal Roadshow,
Perusahaan Investor Conference, Analyst Meeting
Terbuka dengan 1. The Public Company has the dan Public Expose yang memuat
Pemegang Saham policy of communication with waktu penyampaian informasi,
atau Investor. Shareholders or investors. lokasi penyelenggaraan, kriteria

penyelenggaraan, materi presentasi,

2. Improving frekuensi pelaksanaan kegiatan, feedback
the quality of dari penyelenggara, dan laporan
Public Company penyelenggaraan.
Communication The Company has regulations regarding
with Shareholders the Guidelines for the Submission of
or Investors. Company Information through Non-
Deal Roadshows, Investor Conferences,
Analyst Meetings and Public Exposes
which contain information on delivery
time, location of implementation, criteria
for operation, presentation material,
frequency of activity implementation,
feedback from the organizer, and report

on the implementation.

2. Perusahaan Terbuka Materi presentasi Perseroan untuk Terpenuhi
mengungkapkan kebijakan Pemegang Saham atau Investor tersedia Comply
komunikasi Perusahaan Terbuka dalam situs web Perseroan untuk
dengan Pemegang Saham atau memberikan kesetaraan pada Pemegang
investor dalam Situs Web. Saham atau Investor atas pelaksanaan
komunikasi.
2. The Public Company discloses the The Company presentation material for
communication policy of the Public Shareholders or Investors is available
Company with Shareholders or on the Company's website to provide
investors on the Website. equality to Shareholders or Investors on
the implementation of communication.

2 Fungsi dan Peran 3. Memperkuat 1. Penentuan jumlah anggota Dewan Penentuan jumlah anggota Dewan Terpenuhi
Dewan Komisaris Keanggotaan dan Komisaris mempertimbangkan Komisaris berpedoman pada peraturan Comply
Komposisi Dewan kondisi Perusahaan Terbuka. yang berlaku dan mempertimbangkan
Function and Role Komisaris. kondisi Perseroan sebagai Perusahaan
of the Board of 1. The determination of the number Terbuka.
Commissioners 3. Strengthening of members of the Board of
the Membership Commissioners considers the The determination of the number of
and Composition condition of the Public Company. members of the Board of Commissioners
of the Board of is guided by applicable regulations and
Commissioners. considers the condition of the Company
as a Public Company.
2. Penentuan komposisi anggota Komposisi anggota Dewan Komisaris Terpenuhi

Dewan Komisaris memperhatikan telah memenuhi aspek keberagaman Comply
keberagaman keahlian, keahlian, pengetahuan, dan pengalaman
pengetahuan, dan pengalaman yang dibutuhkan sesuai dengan bidang
yang dibutuhkan. usaha Perseroan.
2. The determination of the The composition of the members of the

composition of the members of the Board of Commissioners has fulfilled
Board of Commissioners takes into various aspects of expertise, knowledge,
account the diversity of expertise, and experience needed in accordance
knowledge and experience required. with the Company's business field.

No
4. Meningkatkan 1. Dewan Komisaris mempunyai Dewan Komisaris telah memiliki kebijakan Terpenuhi
Kualitas kebijakan penilaian sendiri (self penilaian sendiri (self assessment) sesuai Comply
Pelaksanaan assessment) untuk menilai kinerja dengan Keputusan Dewan Komisaris No.
Tugas dan Dewan Komisaris. KEP-00177/XI/2012.
Tanggung Jawab The Board of Commissioners has a self-
Dewan Komisaris. 1. The Board of Commissioners has assessment policy in accordance with
a self-assessment policy to assess the Board of Commissioners Decree No.
4. Improving the performance of the Board of KEP-00177/XI/2012.
the Quality of Commissioners.
Performing
Duties and
Responsibilities
of the Board of
Commissioners.
2. Kebijakan penilaian sendiri (self Kebijakan self-assessment Dewan Terpenuhi
assessment) untuk menilai kinerja Komisaris diungkapkan dalam Laporan Comply
Dewan Komisaris, diungkapkan Tahunan.
melalui Laporan Tahunan The Board of Commissioners self-
Perusahaan Terbuka. assessment policy is disclosed in the
Profil Perusahaan
Company Profile
Annual Report.
2. The self-assessment policy to
evaluate the performance of the
Board of Commissioners is disclosed
in the Annual Report of the Public
Company.
3. Dewan Komisaris mempunyai Kebijakan Dewan Komisaris terkait Terpenuhi

kebijakan terkait pengunduran diri pengunduran diri anggota Dewan Comply
anggota Dewan Komisaris apabila Komisaris apabila terlibat dalam kejahatan
terlibat dalam kejahatan keuangan. keuangan dimuat dalam Pedoman Dewan
Komisaris.
3. The Board of Commissioners has
a policy regarding the resignation The policy of the Board of Commissioners
of members of the Board of regarding the resignation of members of
Commissioners if getting involved in the Board of Commissioners if getting
financial crimes. involved in financial crimes is contained in
the Board of Commissioners' Guidelines.
4. Dewan Komisaris atau Komite yang Perseroan telah memiliki Komite Terpenuhi
menjalankan fungsi Nominasi dan Nominasi, Remunerasi dan Risiko yang
Comply
Remunerasi menyusun kebijakan menyusun kebijakan suksesi dalam proses
suksesi dalam proses Nominasi Nominasi anggota Direksi.

anggota Direksi.
The Company has Nomination,
4. The Board of Commissioners or Remuneration and Risk Committee
Committees that carry out the that prepares a succession policy in the
Nomination and Remuneration Nomination process for members of the
functions formulate a succession Board of Directors
policy in the Nomination process for
members of the Board of Directors.
3 Fungsi dan Peran 5. Memperkuat 1. Penentuan jumlah anggota Direksi Penentuan jumlah anggota Direksi Terpenuhi
Direksi Keanggotaan mempertimbangkan kondisi berpedoman pada peraturan yang Comply
Function and Role dan Komposisi Perusahaan Terbuka serta efektivitas berlaku dan mempertimbangkan kondisi
of the Board of Direksi. dalam pengambilan keputusan. Perseroan sebagai Perusahaan Terbuka.
Directors The determination of the number of
5. Strengthening 1. The determination of the number of members of the Board of Directors is
the Membership members of the Board of Directors guided by applicable regulations and
and Composition considers the condition of the Public considers the condition of the Company
of the Board of Company and its effectiveness in as a Public Company.
Directors. decision making.
Human Capital
Modal Insani
No
2. Penentuan komposisi anggota Komposisi anggota Direksi telah Terpenuhi

Direksi memperhatikan, memenuhi aspek keberagaman keahlian, Comply
keberagaman keahlian, pengetahuan, dan pengalaman yang
pengetahuan, dan pengalaman dibutuhkan sesuai dengan bidang usaha
yang dibutuhkan. Perseroan.
2. The determination of the

The composition of members of the
composition of members of the

Board of Directors has fulfilled various
Board of Directors pays attention aspects of expertise, knowledge, and
to the diversity of expertise, experience needed in accordance with the
knowledge and experience required. Company's business field.
3. Anggota Direksi yang membawahi Anggota Direksi yang membawahi Terpenuhi

bidang akuntansi atau keuangan bidang akuntansi atau keuangan memiliki Comply
memiliki keahlian dan/atau keahlian dan/atau pengetahuan di bidang
pengetahuan di bidang akuntansi. akuntansi yang dibuktikan dengan latar
belakang pendidikan, sertifikasi pelatihan
3. Members of the Board of Directors dan/atau pengalaman kerja terkait.
who are in charge of accounting
or finance have expertise and/or Members of the Board of Directors

knowledge in accounting. who are in charge of accounting or

finance have expertise and/or knowledge
in accounting as evidenced by their
educational background, training
certification and/or related work
experience.
6. Meningkatkan 1. Direksi mempunyai kebijakan Direksi telah memiliki mempunyai Terpenuhi
Kualitas penilaian sendiri (self assessment) kebijakan penilaian sendiri (self Comply
Pelaksanaan untuk menilai kinerja Direksi. assessment).
Tugas dan The Board of Directors has a self-
Tanggung Jawab 1. The Board of Directors has a assessment policy.
Direksi. self-assessment policy to assess
the performance of the Board of
6. Improving Directors.

the Quality of

Performing
of Duties and
Responsibilities
of the Board of
Directors.
2. Kebijakan penilaian sendiri (self Kebijakan self assessment Direksi Terpenuhi
assessment) untuk menilai kinerja diungkapkan dalam laporan tahunan Comply
Direksi diungkapkan melalui laporan Perseroan.
tahunan Perusahaan Terbuka. The Board of Directors' self-assessment
policy is disclosed in the Company's
2. The self-assessment policy to assess annual report.
the performance of the Board of
Directors is disclosed in the annual
report of the Public Company.
3. Direksi mempunyai kebijakan terkait Kebijakan Direksi terkait pengunduran Terpenuhi

pengunduran diri anggota Direksi diri anggota Dirkesi apabila terlibat Comply
apabila terlibat dalam kejahatan dalam kejahatan keuangan dimuat dalam
keuangan. Pedoman Direksi.
The Board of Directors policy related to
3. The Board of Directors has a the resignation of members of the Board
policy related to the resignation of of Directors if getting involved in financial
members of the Board of Directors crimes is contained in the Board of
if getting involved in financial Directors' Guidelines.
crimes.

No
4 Partisipasi 7. Meningkatkan 1. Perusahaan Terbuka memiliki Perseroan memiliki kebijakan untuk Terpenuhi
Pemangku Aspek Tata Kelola kebijakan untuk mencegah mencegah terjadinya insider trading yang Comply
Kepentingan Perusahaan terjadinya insider trading. memisahkan secara tegas data dan/atau
Stakeholder melalui Partisipasi informasi yang bersifat rahasia dengan
Participation Pemangku 1. Public Company has a policy to yang bersifat publik, serta membagi tugas
Kepentingan. prevent insider trading. dan tanggung jawab atas pengelolaan
informasi dimaksud secara proporsional
7. Enhancing dan efisien.
Corporate The Company has a policy to prevent
Governance insider trading that strictly separates data
Aspects through and/or information that is confidential
Stakeholder from the public nature, as well as
Participation. dividing the duties and responsibilities for
managing said information proportionally
and efficiently.
2. Perusahaan Terbuka memiliki Perseroan memiliki kebijakan Terpenuhi
kebijakan anti korupsi dan anti anti korupsi dan anti fraud yang Comply
fraud. merupakan bagian dari kode etik yang
menggambarkan pencegahan terhadap
Profil Perusahaan
Company Profile
2. Public Company has anti-corruption segala praktik korupsi baik memberi atau
and anti-fraud policies. menerima dari pihak lain.
The company has the policy of anti-
corruption and anti-fraud which is part
of code of conduct that describes the
prevention of all corrupt practices both
giving or receiving from other parties.
3. Perusahaan Terbuka memiliki Perseroan memiliki kebijakan Terpenuhi

kebijakan tentang seleksi dan anti korupsi dan anti fraud yang Comply
peningkatan kemampuan pemasok merupakan bagian dari kode etik yang
atau vendor. menggambarkan pencegahan terhadap
segala praktik korupsi baik memberi atau
3. The Public Company has a policy menerima dari pihak lain.
regarding the selection and The company has the policy of anti-
improvement of the ability of corruption and anti-fraud which is part
suppliers or vendors. of code of conduct that describes the
prevention of all corrupt practices both
giving or receiving from other parties.
4. Perusahaan Terbuka memiliki Perseroan memiliki kebijakan untuk Terpenuhi

kebijakan tentang pemenuhan hak- pemenuhan hak-hak kreditur yang Comply

hak kreditur. digunakan sebagai pedoman dalam
4. The Public Company has a policy melakukan pinjaman kepada kreditur,
regarding the fulfillment of creditor yang mencakup pertimbangan dalam
rights. melakukan perjanjian, serta tindak lanjut
dalam pemenuhan kewajiban Perseroan
kepada kreditur.
The Company has a policy for fulfilling
creditors' rights which is used as a
guideline in getting loans from creditors,
which includes consideration in entering
into agreements, as well as follow-up in
fulfilling the Company's obligations to
creditors.
Human Capital
Modal Insani
No
5. Perusahaan Terbuka memiliki Perseroan telah memiliki whistleblowing Terpenuhi

kebijakan sistem whistleblowing. system yang mencakup jenis pelanggaran Comply
yang dapat dilaporkan, cara pengaduan,
5. The Public Company has a perlindungan dan jaminan kerahasiaan
whistleblowing system policy. pelapor, penanganan pengaduan,
pihak yang mengelola aduan dan
hasil penanganan serta tindak lanjut

pengaduan.

The Company has a whistleblowing
system that includes the types of
violations that can be reported, ways
to file complaints, protection and
guarantees of confidentiality of reporters,
handling complaints, parties that manage
complaints and the results of handling
and follow-up of the complaints.
6. Perusahaan Terbuka memiliki Kebijakan pemberian insentif jangka Terpenuhi
kebijakan pemberian insentif panjang kepada Karyawan diatur dalam Comply
jangka panjang kepada Direksi dan Perjanjian Kerja Bersama (PKB) Tahun
karyawan. 2018-2019 Pasal 39 tentang Insentif
6. The Public Company has a policy of Kinerja.

providing long-term incentives to The policy of providing long-term
Directors and employees. incentives to employees is regulated in
the 2018-2019 Joint Work Agreement
(PKB) Article 39 concerning Performance
Incentives.
5 Keterbukaan 8. Meningkatkan 1. Perusahaan Terbuka memanfaatkan Selain situs web, Perseroan Terpenuhi
Informasi Pelaksanaan penggunaan teknologi informasi memanfaatkan penggunaan teknologi Comply
Information Keterbukaan secara lebih luas selain Situs informasi sebagai media keterbukaan
Disclosure Informasi. Web sebagai media keterbukaan informasi.
informasi. In addition to the website, the Company
8. Improving the 1. Public Company utilizes the use

utilizes the use of information technology
Implementation of information technology more as a medium of information disclosure.

of Information broadly other than the Website as a
Disclosure. medium of information disclosure.
2. Laporan Tahunan Perusahaan Laporan Tahunan Jasa Marga Terpenuhi

Terbuka mengungkapkan pemilik mengungkapkan pemilik manfaat akhir Comply
manfaat akhir dalam kepemilikan dalam kepemilikan saham Perseroan
saham Perusahaan Terbuka paling paling sedikit 5%, selain pengungkapan
sedikit 5%, selain pengungkapan pemilik manfaat akhir dalam kepemilikan
pemilik manfaat akhir dalam saham Perseroan melalui Pemegang
kepemilikan saham Perusahaan Saham Utama dan Pengendali.
Terbuka melalui Pemegang Saham Jasa Marga’s Annual Report discloses the
Utama dan Pengendali. final beneficial owners in the ownership
2. The Public Company Annual of the Company’s shares of at least 5%,
Report discloses the final beneficial in addition to the disclosure of the final
owners in the ownership of the beneficial owners in the ownership of the
Public Company shares of at least Company’s shares through the Majority
5%, in addition to the disclosure and Controlling Shareholders.
of the final beneficial owner in
the ownership of the shares of
the Public Company through
the Majority and Controlling
Shareholders.
ASESMEN TATA KELOLA PERUSAHAAN
Corporate Governance Assessment
ASESMEN GCG
GCG Assessment
Asesmen GCG merupakan upaya sistematik untuk GCG assessment is a systematic effort to collect and
menghimpun dan mengolah data yang sahih sehingga process valid data so that it can be concluded the reality
dapat disimpulkan kenyataan yang dapat digunakan that can be used as a basis for management actions to
sebagai landasan tindakan manajemen agar pelaksanaan implement the GCG effectively.
GCG dapat dilakukan secara efektif.
KRITERIA YANG DIGUNAKAN

Criteria Used
Assessment GCG Jasa Marga periode tahun 2019 Jasa Marga's GCG Assessment for the period of 2019
dilaksanakan dengan menggunakan kriteria dan was carried out using criteria and methodology set by the
Profil Perusahaan
Company Profile
metodologi yang ditetapkan oleh Kementerian BUMN Ministry of SOEs, based on the Ministry of SOEs Decree
yaitu berdasarkan Keputusan Sekretaris Kementerian No. SK-16/S-MBU/2012 dated June 6, 2012, covering 6
BUMN Nomor: SK-16/S-MBU/2012 tanggal 06 Juni 2012, (six) main aspects, namely :
yang meliputi 6 (enam) aspek pokok, yakni:
1. Komitmen terhadap penerapan Tata Kelola Perusahaan 1. Commitment to the implementation of Good
yang Baik secara berkelanjutan. Corporate Governance on an ongoing basis
2. Pemegang Saham dan RUPS/Pemilik Modal. 2. Shareholders and GMS/Capital Owners.

3. Dewan Komisaris/Dewan Pengawas. 3. Board of Commissioners/Supervisory Board .
5. Pengungkapan informasi dan transparansi 5. Disclosure of information and transparency
6. Aspek lainnya. 6. Other aspects.
PIHAK YANG MELAKUKAN ASESMEN

Parties Undertake the Assessment
Pelaksanaan asesmen GCG Jasa Marga untuk tahun buku The implementation of Jasa Marga's GCG assessment for
2019 dilakukan dengan cara self assessment. the 2019 fiscal year was carried out by self-assessment.
SKOR PENILAIAN
Assessment Score
Hasil penilaian atas pelaksanaan GCG untuk tahun buku The assessment on the implementation of GCG for
2019 adalah sebesar 98,06 dari total nilai maksimal yaitu the 2019 fiscal year resulted in a score of 98.06 of the
sebesar 100 yang setara dengan 98,06% atau mencapai maximum total value of 100 which is equivalent to 98.06%
kualifikasi “Sangat Baik”. Pencapaian skor penilaian GCG or achieved a "Very Good" qualification. The achievement
tahun buku 2019 ini meningkat dibanding tahun buku of the GCG assessment score for the 2019 fiscal year
2018 yang mencapai 97,82 atau setara dengan 97,82% increased compared to the 2018 fiscal year which reached
yang juga mencapai kualifikasi “Sangat Baik”. 97.82 or equivalent to 97.82% which also achieved the
"Very Good" qualification.
Human Capital
Modal Insani
Tabel Hasil Assessment GCG Jasa Marga
Table of Jasa Marga GCG Assessment Results
2019 2018
Aspek Pengujian Bobot
No Capaian Persentase Capaian Persentase
Assessment Aspect Weight
Achievement Percentage (%) Achievement Percentage (%)
Komitmen terhadap
Penerapan Tata Kelola Secara

1 Berkelanjutan 7 6,859 97,98% 6,918 98,83%

Commitment to Sustainable
Implementation of Governance
Pemegang Saham dan RUPS
2 9 9,000 100% 8,827 98,08%
Shareholders and GMS
Dewan Komisaris
3 35 34,634 98,96% 34,611 98,89%
Direksi
4 35 34,206 97,73% 34,117 97,48%
Board of Directors
Pengungkapan Informasi dan
Transparansi
5 9 8,716 96,84% 8,706 96,74%

Information Disclosure and

Transparency
Aspek Lainnya
6 5 4,643 92,86% 4,643 92,86%
Other Aspects
TOTAL 100 98,057 98,06% 97,823 97,82%
Kualitas Penerapan GCG Sangat Baik Sangat Baik

Quality of GCG Implementation Very Good Very Good
Grafik Hasil Assessment GCG Perseroan

Chart of the Company’s GCG Assessment Results

87,22 95,54 94,60 95,01 96,63 96,77 97,09 97,17 97,82 98,06
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
REKOMENDASI ASESMEN GCG TAHUN BUKU 2019

GCG Assessment Recommendations for 2019 Fiscal Year

Asesmen GCG Tahun Buku 2019 memberikan sejumlah The GCG Assessment for the 2019 Fiscal Year provides
rekomendasi yang akan ditindaklanjuti Perseroan pada a number of recommendations to be followed up by the
2020, sebagaimana diungkapkan sebagai berikut: Company in 2020, as disclosed as follows:
ASPEK KOMITMEN TERHADAP PENERAPAN The Commitment Aspect for Sustainable

TATA KELOLA SECARA BERKELANJUTAN Implementation of Governance
Rekomendasi: Recommendation:
1. Memberikan sanksi hukuman disiplin kepada Wajib 1. Imposing disciplinary sanctions to LHKPN Subjects who
Lapor LHKPN yang tidak menyampaikan LHKPN sesuai do not submit LHKPN in accordance with applicable
ketentuan yang berlaku. regulations.
Profil Perusahaan
Company Profile
2. Menyampaikan Laporan Triwulan Pengelolaan 2. Submitting Quarterly Report on Whistleblowing

Whistleblowing System sesuai dengan ketentuan yang System Management in accordance with applicable
berlaku. regulations.
ASPEK PEMEGANG SAHAM DAN RUPS Shareholders and GMS Aspect

Rekomendasi: - Recommendation: -
ASPEK DEWAN KOMISARIS Board of Commissioners Aspect
1. Memastikan penyampaian permohonan perjalanan 1. Ensuring submission of request for official travel abroad
dinas ke luar negeri selambat-lambatnya 14 (empat at the latest 14 (fourteen) working days before the
belas) hari kerja sebelum jadwal perjalanan dinas official travel schedule referred to the Circular Letter
dimaksud sesuai ketentuan dalam Surat Edaran of the Ministry of SOEs Number: SE-08/MBU/12/2015
Kementerian BUMN Nomor: SE-08/MBU/12/2015 dated December 23, 2015 concerning Official Travel
tanggal 23 Desember 2015 tentang Perjalanan Dinas Overseas for the Board of Directors and Board of
ke Luar Negeri bagi Direksi dan Dewan Komisaris/ Commissioners/Supervisory Board.

Dewan Pengawas.
2. Memastikan penyampaian laporan perjalanan dinas ke 2. Ensuring submission of report of official travel abroad
luar negeri selambat-lambatnya 14 (empat belas) hari no later than 14 (fourteen) days after the official travel
setelah perjalanan dinas dimaksud sesuai ketentuan in accordance with the provisions in Circular of the
dalam Surat Edaran Kementerian BUMN Nomor: SE- Ministry of SOEs Number: SE-08/MBU/12/2015 dated
08/MBU/12/2015 tanggal 23 Desember 2015 tentang December 23, 2015 concerning Official Overseas
Perjalanan Dinas ke Luar Negeri bagi Direksi dan Travel Affairs for the Board of Directors and Board of
Dewan Komisaris/Dewan Pengawas. Commissioners/Supervisory Board.
3. Memastikan penyampaian Surat Undangan 3. Ensuring that the submission of the invitation for the
pertemuan/rapat memenuhi peraturan tentang jangka meeting meets the regulations regarding the time
waktu pemanggilan pertemuan/rapat sebagaimana period for the meeting as stipulated in the Company's
diatur dalam Anggaran Dasar Perusahaan dan SK- Articles of Association and SK-16/S.MB/2012 regarding
16/S.MBU/2012 tentang Indikator/Parameter Penilaian Indicators/Parameters of Evaluation of the GCG
dan Evaluasi atas Penerapan GCG pada BUMN. Implementation in SOEs.
4. Melengkapi Program Kerja Komite Audit maupun 4. Completing the work programs of Audit Committee
Komite NRR terkait self assessment kinerja Komite. and NRR Committee related to the Committee's self-
assessment performance.
Human Capital
Modal Insani
5. Memastikan risalah rapat ditandatangani oleh seluruh 5. Ensuring the minutes of meeting are signed by
Anggota Komite Audit yang hadir sesuai dengan all members of the Audit Committee attended in
ketentuan Peraturan Menteri Negara BUMN Nomor: accordance with the provisions of the Minister of SOEs
PER-12/MBU/2012 tanggal 24 Agustus 2012 tentang Regulation Number: PER-12/MBU/2012 dated August
Organ Pendukung Dewan Komisaris/Dewan Pengawas 24, 2012 regarding Supporting Organs for the Board
BUMN dan Piagam Komite Audit. of Commissioners/Supervisory Board of SOEs and
Audit Committee Charter.
6. Melengkapi Risalah Rapat Komite Audit terkait: 6. Completing the Minutes of Audit Committee Meetings

related to:
a. Telaahan dan evaluasi atas acara yang diagendakan. a. Study and evaluation of the agenda.
b. Jalannya Rapat (Dinamika Rapat), sesuai dengan b. The course of the Meeting (Meeting Dynamics), in
pengaturan yang tercantum dalam Piagam Komite accordance with the arrangements stated in the
Audit. Audit Committee Charter.
7. Memastikan Risalah Rapat ditandatangani oleh seluruh 7. Ensuring that Minutes of Meeting are signed by all NRR
Anggota Komite NRR yang hadir sesuai dengan Committee Members attended in accordance with the
ketentuan Peraturan Menteri Negara BUMN Nomor: provisions of the Minister of SOEs Regulation Number:
PER-12/MBU/2012 tanggal 24 Agustus 2012 tentang PER-12/MBU/2012 dated August 24, 2012 concerning
Organ Pendukung Dewan Komisaris/Dewan Pengawas Supporting Organs for the Board of Commissioners/
Supervisory Board of SOEs and the NRR Committee

BUMN dan Piagam Komite NRR.

Charter.
8. Melengkapi Risalah Rapat Komite NRR terkait telaahan 8. Completing the Minutes of NRR Committee Meetings
dan evaluasi atas acara yang diagendakan. related to the review and evaluation of the scheduled
events.
9. Menandatangani Laporan Triwulanan Komite Audit 9. Signing the Audit Committee's Quarterly Report by the
oleh Ketua dan Anggota Komite Audit. Chairperson and Members of the Audit Committee.
10. Menandatangani Laporan Tahunan Komite NRR oleh 10. 10. Signing the Annual Report of the NRR Committee by
Ketua dan Anggota Komite NRR. the Chairperson and Members of the NRR Committee.

ASPEK DIREKSI Board of Directors Aspect

1. Membuat laporan tentang pelaksanaan Program 1. Making a report on the implementation of the Training
Pelatihan (Peningkatan Kapabilitas) yang telah diikuti Program (Capability Enhancement) that has been
untuk selanjutnya disampaikan kepada Direksi sesuai followed and then submit it to the Board of Directors
dengan ketentuan yang berlaku. in accordance with applicable regulations.
2. Memastikan penyampaian permohonan perjalanan 2. Ensuring submission of request for official travel
dinas ke luar negeri selambat-lambatnya 14 (empat abroad at the latest 14 (fourteen) working days before
belas) hari kerja sebelum jadwal perjalanan dinas the intended official travel schedule in accordance with
dimaksud sesuai ketentuan dalam Surat Edaran the provisions in the Ministry of SOEs Circular Letter
Kementerian BUMN Nomor: SE-08/MBU/12/2015 Number: SE-08/MBU/12/2015 dated December 23,
tanggal 23 Desember 2015 tentang Perjalanan Dinas 2015 concerning Official Travel Overseas for the Board
ke Luar Negeri bagi Direksi dan Dewan Komisaris/ of Directors and Board of Commissioners/Supervisory
Dewan Pengawas. Board.
3. Melakukan Assessment Tata Kelola TI untuk melihat 3. Conducting an IT Governance Assessment to see the
tingkat kesesuaian penerapan TI saat ini dengan level of suitability of the current IT application with the
kebutuhan Perusahaan. needs of the Company.
4. Mengikuti perkembangan peraturan perundangan 4. Following the development of laws and regulations
yang berlaku bagi Perusahaan dan memastikan that apply to the Company and ensuring that the
Kebijakan Internal Perusahaan telah sesuai dan Company's Internal Policies are in accordance with
mengacu kepada peraturan perundangan yang and refer to the laws and regulations that apply to the
berlaku bagi Perusahaan. Company.
5. Menindaklanjuti pengaduan yang diterima sesuai 5. Following up on complaints received in accordance
dengan ketentuan yang berlaku. with applicable regulations.
6. Menyesuaikan Pedoman Pelaksanaan Rapat Direksi 6. Adjusting the Guidelines for Conducting the Board
dengan perubahan Anggaran Dasar Perusahaan. of Directors Meetings the changes to the Company's
Articles of Association.
7. Melengkapi Internal Audit Charter (Piagam Audit 7. Completing the Internal Audit Charter - Internal
Internal - Satuan Pengawasan Intern) dengan Peraturan Control Unit according to the Financial Services
Otoritas Jasa Keuangan Nomor: 56/POJK.04/2015 Authority Regulation Number: 56/POJK.04/2015 dated
tanggal 29 Desember 2015 tentang Pembentukan dan December 29, 2015 concerning the Establishment and
Pedoman Penyusunan Piagam Audit Internal terkait: Guidelines for the Preparation of Internal Audit Charter
Pengangkatan, penggantian atau pemberhentian related to: Appointment, replacement or dismissal
Kepala Unit Audit Internal segera diberitahukan of the Head of Internal Audit Unit and notifying the
kepada Otoritas Jasa Keuangan. Financial Services Authority immediately.
8. Mencantumkan Dinamika Rapat Direksi dalam Risalah 8. Including the dynamics of the Board of Directors
Rapat Direksi sehingga dapat menggambarkan Meetings in the minutes of meeting so that it can
jalannya rapat. describe the course of the meeting.
9. Memutakhirkan informasi terkait Perusahaan dalam 9. Updating the Company related information on
website Perusahaan www.jasamarga.com sesuai the Company's website www.jasamarga.com in
dengan ketentuan yang berlaku. accordance with applicable regulations.
ASPEK PENGUNGKAPAN INFORMASI DAN Information Disclosure and Transparency

Profil Perusahaan
Company Profile
TRANSPARANSI Aspect
1. Memutakhirkan informasi terkait Perusahaan dalam 1. Updating Company related information on the
website Perusahaan www.jasamarga.com sesuai Company's website www.jasamarga.com in
dengan ketentuan yang berlaku. accordance with applicable regulations.
2. Memutakhirkan informasi terkait Perusahaan dalam 2. Updating company related information on the SOEs
website BUMN www.bumn.go.id secara berkala. website www.bumn.go.id periodically.
3. Mencantumkan di dalam Laporan Tahunan terkait 3. Including in the Annual Report information related to
informasi mengenai kepemilikan saham keluarga the share ownership of family members of the Board of
anggota Dewan Komisaris dan Direksi pada Perusahaan Commissioners and Board of Directors in the Company
maupun perusahaan lain. and other companies.
ASPEK LAINNYA Other Aspect
Rekomendasi: - Recommendation:
Human Capital
Modal Insani
REKOMENDASI DAN TINDAK LANJUT ASESMEN GCG TAHUN BUKU
2018
Recommendations and Follow-Up of GCG Assessment in 2018 Fiscal Year
Salah satu bentuk komitmen Perseroan dalam menerapkan One form of the Company’s commitment in implementing
GCG yakni menindaklanjuti rekomendasi atas self GCG is to follow up on the recommendations from

assessment GCG tahun buku 2018. Seluruh rekomendasi the GCG self-assessment for the 2018 fiscal year. All
yang diberikan menjadi perhatian bagi Perseroan untuk recommendations given are of concern to the Company
kemudian ditindaklanjuti. Adapun rekomendasi dan for later actions. The recommendations and follow-up on
tindak lanjut atas asesmen GCG Tahun Buku 2018 adalah the 2018 Fiscal Year GCG assessment are as follows.
sebagai berikut.
Tabel Rekomendasi Asesmen GCG Jasa Marga Tahun Buku 2018 dan Tindak Lanjutnya
Table of Jasa Marga’s GCG Assessment Recommendations Follow Up for 2018 Fiscal Year

Pencapaian

Aspek/ Indikator Bobot Achievement Rekomendasi Tindak Lanjut
No
Aspect/Indicator Weight Skor Recommendation Follow-up
%
Score
1 Komitmen terhadap Penerapan 7 6,918 98,83% Memberikan sanksi hukuman disiplin Perseroan dapat
Tata Kelola Perusahaan yang kepada Wajib Lapor LHKPN yang tidak mengenakan sanksi
Baik Secara Berkelanjutan menyampaikan LHKPN sesuai ketentuan hukuman disiplin atas
Commitment to Sustainable yang berlaku. keterlambatan penyampaian
Implementation of Good Imposing disciplinary sanctions to LHKPN LHKPN, berdasarkan
Corporate Governance Subjects who do not submit LHKPN in Keputusan Direksi No.
accordance with applicable regulations 135/KPTS/2018 tanggal
27 November 2018
tentang Laporan Harta
Kekayaan Penyelenggara

Negara di Lingkungan

Perusahaan. Perseroan belum
menerapkan sanksi bagi
yang terlambat melaporkan
LHKPN, namun Perseroan
telah melakukan sosialisasi
tentang LHKPN dan
menyampaikan Kebijakan
dan penjelasan pengisian
formulir LHKPN melalui
portal internal Perseroan
www.jasamarga.co.id
The Company may impose
disciplinary sanctions for late
submission of LHKPN, based
on the Board of Directors
Decree No. 135/KPTS/2018
dated November 27, 2018
concerning Reporting Assets
of State Officials in the
Company. The Company has
not imposed any sanction
for those who are late in
reporting LHKPN, but the
Company has conducted
socialization about LHKPN
and its policy also guidance
in filling out LHKPN forms
through the Company's
internal website www.
jasamarga.co.id.
Pencapaian
No
%
Score
2 Pemegang Saham dan RUPS/ 9 8,827 98,08% Pemegang Saham Seri A Dwiwarna Hal ini adalah kebijakan
Pemilik Modal hendaknya mencantumkan alasan Pemegang Saham Seri
Shareholders and GMS/Capital pemberhentian anggota Direksi maupun A Dwiwarna. Sesuai
Owners anggota Dewan Komisaris yang belum Anggaran Dasar Perseroan,
habis masa jabatannya dalam Keputusan Pemegang Saham Seri A
RUPS, sebagaimana dimaksud dalam Dwiwarna memiliki hak
Anggaran Dasar Perseroan. istimewa yang salah satunya
Dwiwarna A Series Shareholders shall menyetujui dalam RUPS
state the reasons for dismissal of terkait pengangkatan dan
members of the Board of Directors and pemberhentian anggota
members of the Board of Commissioners Direksi dan Dewan Komisaris,
who have not yet finished their term serta memiliki hak untuk
of office in the GMS Resolution, as mengusulkan calon anggota
referred to in the Company's Articles of Direksi dan Dewan Komisaris.
Association. This is the policy of
Dwiwarna Series A
Shareholder. In accordance
Profil Perusahaan
Company Profile
with the Company's Articles

of Association, Dwiwarna
Series A Shareholder has
special privileges, one
of which was agreed at
the GMS regarding the
appointment and dismissal
of members of the Board of
Directors and the Board of

Commissioners, and has the

right to nominate candidates
for the Board Directors and
3 Dewan Komisaris 35 34,611 98,89% 1. Memastikan penyampaian Permohonan perjalanan
Board of Commissioners permohonan perjalanan dinas ke dinas ke luar negeri telah
luar negeri selambat-lambatnya 14 diusulkan untuk disampaikan
(empat belas) hari kerja sebelum paling lambat 14 (empat
jadwal perjalanan dinas dimaksud belas) hari kerja sebelum
sesuai ketentuan dalam Surat Edaran pelaksanaan.
Kementerian BUMN No. SE-08/
MBU/12/2015 tanggal 23 Desember Request for official travel
2015 tentang Perjalanan Dinas ke abroad has been proposed
Luar Negeri bagi Direksi dan Dewan to be submitted no later than
Komisaris/Dewan Pengawas.
14 (fourteen) working days

1. Ensuring the submission of request prior to implementation.
for a business trip abroad not later
than 14 (fourteen) working days
prior to the intended official travel
schedule in accordance with the
provisions in the Ministry of SOEs
Circular No. SE-08/MBU/12/2015
dated December 23, 2015
concerning Official Travel Overseas
for Board of Directors and Board of
Commissioners/Supervisory Board.
2. Melengkapi Program Kerja Dewan Dewan Komisaris telah
Komisaris terkait pengawasan melengkapi program
terhadap pengelolaan Anak kerja terkait pengawasan
Perusahaan. terhadap pengelolaan Anak
2. Completing the Board of Perusahaan Perseroan.
Commissioners' Work Program The Board of Commissioners
related to supervision of the has completed work program
management of Subsidiaries. related to supervision of
the management of the
Company's Subsidiaries
Human Capital
Modal Insani
Pencapaian
No
%
Score
3. Melengkapi Risalah Rapat Komite Risalah Rapat Komite Audit

Audit terkait: telah dilengkapi dengan
a. Telaahan dan evaluasi atas acara telaahan dan evaluasi atas
yang diagendakan. acara yang diagendakan

b. b. Jalannya Rapat (dinamika dan telah dilengkapi dengan

Rapat), sesuai dengan pengaturan dinamika Rapat, sesuai
yang tercantum dalam Piagam dengan ketentuan dalam
Komite Audit. Piagam Komite Audit.
3. Completing the Minutes of Audit Minutes of Audit Committee
Committee Meetings related to: Meetings have been
a. Study and evaluation of scheduled supplemented with review
events. and evaluation of scheduled
b. The dynamics of the Meetings, in events and have been
accordance with the arrangements supplemented with the
stated in the Audit Committee dynamics of the Meetings,
Charter. in accordance with the
provisions in the Audit
Committee Charter.

4. Melengkapi Risalah Rapat Komite Risalah Rapat Komite NRR

NRR terkait telaahan dan evaluasi telah dilengkapi dengan
atas acara yang diagendakan. telaahan dan evaluasi atas
4. Completing the Minutes of NRR acara yang diagendakan.
Committee Meetings related to the Minutes of the NRR
review and evaluation of scheduled Committee Meetings have
events. been supplemented with
review and evaluation of
scheduled events.
5. Melengkapi Laporan Triwulanan Laporan Triwulanan Komite
Komite Audit maupun Komite telah dilengkapi dengan
NRR terkait rekomendasi atas hasil rekomendasi atas hasil
kegiatan. kegiatan.
5. Completing the Quarterly Report The Committees’

of the Audit Committee and Quarterly Reports have

the NRR Committee related to been supplemented with
recommendations on the results of recommendations on the
activities. results of activities.
6. Menandatangani Laporan Triwulan Komite Audit dan Komite
Komite Audit oleh Ketua Komite dan Nominasi, Remunerasi dan
anggota Komite Audit. Risiko telah menandatangani
6. Signing the Audit Committee Laporan Triwulan Komite.
Quarterly Report by the Chairman of The Audit Committee
the Committee and members of the and the Nomination,
Audit Committee. Remuneration and Risk
Committee have signed
the Committees’ Quarterly
Reports.
7. Menyusun laporan Triwulan Komite Laporan Triwulan Komite
NRR secara tepat waktu. NRR telah disusun tepat
7. Preparing NRR Committee Quarterly waktu.
report in a timely manner. The NRR Committee's
Quarterly Report has been
prepared on time.
Pencapaian
No
%
Score
4 Direksi 35 34,117 97,48% 1. Memastikan penyampaian Permohonan perjalanan

Board of Directors permohonan perjalanan dinas ke dinas ke luar negeri telah
luar negeri selambat-lambatnya 14 diusulkan untuk disampaikan
(empat belas) hari kerja sebelum paling lambat 14 (empat
jadwal perjalanan dinas dimaksud belas) hari kerja sebelum
sesuai ketentuan dalam Surat Edaran pelaksanaan.
Kementerian BUMN Nomor: SE-08/ Request for official travel
MBU/12/2015 tanggal 23 Desember abroad has been proposed
2015 tentang Perjalanan Dinas ke to be submitted no later than
Luar Negeri bagi Direksi dan Dewan 14 (fourteen) working days
Komisaris/Dewan Pengawas. prior to implementation.
1. Ensuring submission of official travel
abroad request no later than 14
(fourteen) working days prior to the
intended official travel schedule in
accordance with the Circular Letter of
the Ministry of SOEs Number: SE-08/
Profil Perusahaan
Company Profile
MBU/ 12/2015 dated December

23, 2015 concerning Official Travel
Overseas for the Board of Directors
and Board of Commissioners/
Supervisory Board.
2. Memastikan kepatuhan pelaksanaan SOP Perseroan telah
SOP Perusahaan. dilaksanakan sesuai
2. Ensuring compliance with the ketentuan yang berlaku.
implementation of the Company SOP The Company's SOP has

been implemented in
accordance with applicable
regulations.
3. Memastikan bahwa SOP Perusahaan SOP Perseroan telah
telah sesuai dengan perubahan yang disesuaikan dengan
dilakukan Internal Perusahaan dan peraturan internal dan
peraturan perundang-undangan yang perundang undangan yang
berlaku. berlaku.
3. Ensuring that the Company's SOP is The Company's SOP has
in accordance with changes made by been adjusted to internal
the Company internal and applicable regulations and applicable
laws and regulations. laws.
4. Melakukan proses pengadaan Proses pengadaan barang

barang dan jasa yang senantiasa dan jasa dilakukan dengan

memperhatikan Pedoman memperhatikan Pedoman
Pelaksanaan Pengadaan Barang dan Pengadaan Barang dan Jasa.
Jasa. The process of procuring
4. Carrying out the process of goods and services is carried
procurement of goods and services out with due regard to the
that always pay attention to the Guidelines for Goods and
Guidelines for the Implementation of Services Procurement.
Goods and Services Procurement.
5. Mengikuti perkembangan peraturan Kebijakan internal Perseroan
perundangan yang berlaku bagi direview secara berkala
Perusahaan dan memastikan untuk menyesuaikan dengan
Kebijakan Internal Perusahaan perkembangan peraturan
telah sesuai dan mengacu kepada yang berlaku.
peraturan perundangan yang berlaku The Company's internal
bagi Perusahaan. policies are reviewed
5. Following developments in the laws periodically to adjust to the
and regulations that apply to the development of applicable
Company and ensuring that the regulations.
Company's Internal Policies are in
accordance with and refer to the laws
and regulations that apply to the
Company.
6. Mengadministrasikan penyelesaian Keluhan Pelanggan telah
penanganan Keluhan Pelanggan diadministrasikan dengan
dengan lebih baik. baik.
6. Administering the completion of Customer complaints have
handling Customer Complaints been properly administrated.
better.
Human Capital
Modal Insani
Pencapaian
No
%
Score
7. Menyesuaikan Pedoman Pelaksanaan Pedoman Pelaksanaan

Rapat Direksi dengan perubahan Rapat Direksi sedang dalam
Anggaran Dasar Perusahaan terbaru. proses penyesuaian dengan
7. Adjusting the Guidelines for perubahan Anggaran Dasar

Conducting the Board of Directors Perseroan.

Meetings with the latest amendments Guidelines for
to the Company's Articles of Implementation of the Board
Association. of Directors Meetings are in
the process of adjusting to
changes in the Company's
Articles of Association.
8. Melengkapi Internal Audit Charter Internal Audit Charter
(Piagam Audit Internal - Satuan (Piagam Audit Internal)
Pengawasan Intern) dengan dalam proses telah direvisi
Peraturan Otoritas Jasa Keuangan dan dilengkapi untuk
No. 56/ POJK.04/2015 tanggal menyesuaikan dengan POJK
29 Desember 2015 tentang No. 56/POJK.04/2015 bahwa
Pembentukan dan Pedoman pengangkatan, penggantian

Penyusunan Piagam Audit Internal atau pemberhentian Kepala

terkait: pengangkatan, penggantian Unit Audit Internal segera
atau pemberhentian Kepala Unit diberitahukan kepada
Audit Internal segera diberitahukan OJK, dan dalam proses
kepada Otoritas Jasa Keuangan. penandatanganan Direksi
8. Completing the Internal Audit dan Dewan Komisaris.
Charter (Internal Audit Charter Internal Audit Charter in has
- Internal Control Unit) with been revised and completed
the Financial Services Authority to adjust to POJK No. 56/
Regulation No. 56/ POJK.04/2015 POJK.04/2015 that the
dated December 29, 2015 concerning appointment, replacement
the Formation and Guidelines for the or dismissal of the Head
Preparation of Internal Audit Charter of the Internal Audit Unit
relating: appointment, replacement is immediately notified to
or dismissal of the Head of the the OJK, and in the process

Internal Audit Unit to be immediately of signing by the Board

notified to the Financial Services of Directors and Board of
Authority. Commissioners.
9. Mencantumkan Dinamika Rapat Dinamika Rapat Direksi telah
Direksi dalam Risalah Rapat Direksi diusulkan untuk dicantumkan
sehingga dapat menggambarkan dapat Risalah Rapat Direksi.
jalannya rapat. The dynamics of the Board of
9. Including the Dynamics of the Board Directors Meeting have been
of Directors Meetings in the Minutes proposed to be included in
of Meetings so that they can describe the Minutes of the Meetings.
the proceedings of the meetings.
10. Menyelesaikan draf revisi Kebijakan Kebijakan tentang Program
tentang Program Kemitraan dengan Kemitraan dan Program Bina
Usaha Kecil dan Program Bina Lingkungan telah diatur
Lingkungan yang sedang dalam berdasarkan Keputusan
proses pemutakhiran sesuai dengan Direksi Perseroan No. 26/
Peraturan Menteri BUMN No. KPTS/2019 tanggal 25
PER-02/MBU/7/2017 tanggal 5 Juli Februari 2019.
2017 tentang Perubahan Kedua atas The policy on the Partnership
Peraturan Menteri BUMN No. PER- and the Community
09/MBU/07/2015 tentang Program Development Program
Kemitraan dan Bina Lingkungan has been based on the
BUMN. Company's Board of
10. Completing the draft revision of Directors Decree No. 26/
the Policy regarding the Partnership KPTS/2019 dated February
Program with Small Businesses 25, 2019.
and the Community Development
Program that is in the process of
updating in accordance with the
Minister of SOEs Regulation No.
PER-02/MBU/7/2017 dated July
5, 2017 concerning the Second
Amendment to Regulation No.
PER-09/MBU/07/2015 concerning
BUMN Partnership and Community
Development Program.
Pencapaian
No
%
Score
5 Pengungkapan Informasi dan 9 8,706 96,74% 1. Memutakhirkan informasi terkait Informasi dalam situs web
Transparansi Perusahaan dalam website Perseroan dalam proses
Pengungkapan Informasi dan Perusahaan www.jasamarga.com pemutakhiran dan telah
Transparansi sesuai dengan ketentuan yang dilakukan koordinasi dengan
berlaku. unit-unit terkait yang
1. Updating Company related bertanggung jawab dalam
information on the Company's pemutakhirannya.
website www.jasamarga.com Information on the
in accordance with applicable Company's website is in the
regulations. process of updating and

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MENGGANDAKAN BISNIS

DOUBLING THE BUSINESS,

Jasa Marga siap mendorong percepatan dan perluasan

Jasa Marga was ready to stimulate the acceleration and

Tema dan Arti Tema 2

PEMBERITAHUAN TABEL DAN GRAFIK

16. Capaian Penting 2019 22. Informasi Obligasi Sukuk dan/

Important Achievements in 2019

BISNIS KONSESI JALAN TOL BISNIS PENDUKUNG OPERASI

Hingga akhir Desember 2019, Perseroan berhasil mengoperasikan Operator (JMTO)

di tahun 2019 sebesar 162 km dengan rincian sebagai berikut:

dengan sistem pentarifan 4 wilayah BISNIS PROSPEKTIF

Length Addition of Operated Toll Roads

• The operation of Pandaan-Malang Toll Road for the Pandaan -

Service System Improvement

16 LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk

Good Corporate Governance

Tata Kelola Perusahaan

Tanggung Jawab Sosial Perusahaan

Corporate Social Responsibility

Name and Address of Institutions

Nama dan Alamat Lembaga

Legal Reference of SEOJK and ARA Criteria

• Penerbitan Kontrak Investasi Kolektif Dana Investasi

• KIK DINFRA on Gempol-Pandaan toll road.

LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk 17

Summary of Important Financial Data

Uraian 2019 2018 2017 2016 2015 Description

Penghasilan Komprehensif Lain Konsolidasian Other Comprehensive Income

Data Saham Shares Data

Laporan Posisi Keuangan Konsolidasian Consolidated Statements of Financial Position

*) Keterangan: Akan ditentukan dalam RUPS Tahunan pada tahun 2020

18 LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk

Tanggung Jawab Sosial Perusahaan

Name and Address of Institutions

Legal Reference of SEOJK and ARA Criteria

Grafik Aset 2015-2019 Grafik Liabilitas 2015-2019 Grafik Ekuitas 2015-2019

Chart of Assets in 2015-2019 Chart of Liabilities in 2015-2019 Chart of Equity in 2015-2019

LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk 19

Uraian 2019 2018 2017 2016 2015 Description

Pendapatan Tol Harian Rata-rata Toll Road Revenue on Average Daily

Jumlah Karyawan Konsolidasi

INFORMASI HARGA SAHAM

Volume Jumlah Saham Kapitalisasi Pasar

Triwulan I 6.375 6.600 4.460 4.580 4.676.500 7.257.871.200 33.241

20 LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk

Good Corporate Governance

Tanggung Jawab Sosial Perusahaan

Name and Address of Institutions

Nama dan Alamat Lembaga

AKSI PENGHENTIAN SEMENTARA PERDAGANGAN SAHAM

Legal Reference of SEOJK and ARA Criteria

LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk 21

INFORMASI OBLIGASI, SUKUK DAN/ATAU OBLIGASI KONVERSI

INFORMASI OBLIGASI Information on Bonds

Tanggal Tenor Obligasi Jatuh Suku

INFORMASI SUKUK Information on Islamic Bonds

Tanggal Jumlah Sukuk Tanggal Peringkat

INFORMASI OBLIGASI KONVERSI Information on Convertible Bonds

22 LAPORAN TAHUNAN | ANNUAL REPORT | 2019 | PT JASA MARGA (PERSERO) Tbk

Good Corporate Governance

Kontrak Investasi Kolektif 2019 - Rp 1.010 - - Mendanai ekuitas

Tanggung Jawab Sosial Perusahaan