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Membuka Jalan Menuju
Masa Depan Berkelanjutan
Paving The Pathway Towards Sustainable Future
Laporan Tahunan 2024 Annual Report PT Jasa Marga (Persero) Tbk
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 1
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2 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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Sanggahan dan Batasan Tanggung Jawab
Disclaimer and Limitation of Liability
Laporan Tahunan ini dapat berisi beberapa pernyataan This Annual Report may contain several statements of
yang merupakan proyeksi dan pandangan masa depan yang projections and future views that describe the Company’s
menggambarkan cara pandang Perseroan terhadap kejadian- perspective on future financial events and performance, as
kejadian dan kinerja keuangan di masa depan, serta kondisi well as financial conditions, operating results and results of
keuangan, hasil operasi dan hasil usaha, kondisi ekonomi, operations, economic conditions, sector conditions, traffic
kondisi sektor, kondisi lalu lintas, serta rencana dan tujuan conditions, and associated plans and objectives. Historical
terkait. Kinerja historis yang menggambarkan risiko, peluang, performances which describe the risks, opportunities and
dan prospek Perseroan di masa depan yang berkaitan dengan future prospects of the Company related to sustainability
nilai keberlanjutan secara rinci disajikan dalam Laporan values in detail is presented in the Sustainability Report in a
Keberlanjutan dalam buku terpisah namun masih menjadi stand-alone book but is still an integral part of this Annual
satu kesatuan dengan Laporan Tahunan ini. Report.
Pandangan-pandangan ini didasarkan pada beberapa estimasi These views are based on several current estimates and
dan asumsi saat ini yang dapat berubah seiring dengan assumptions which may change at any time along with
ketidakpastian, kontingensi dan berbagai risiko bisnis, uncertainties, contingencies and various business, economic
ekonomi dan kompetisi yang dapat berubah sewaktu-waktu; and competitive risks; and could cause actual results,
dapat menyebabkan hasil, kinerja dan kejadian sebenarnya performances and events to differ materially from those
berbeda secara material dari yang telah diprediksi atau predicted or projected; and this is beyond the control of
diproyeksi; dan hal ini berada di luar kendali Perseroan dan the Company and the Board of Directors of the Company.
Direksi Perseroan. Pernyataan-pernyataan tersebut tidak These statements are not directly or exclusively related to
terkait baik secara langsung maupun secara eksklusif dengan historical facts and do not reflect the Company’s intentions,
fakta-fakta historis dan tidak mencerminkan niat, rencana, plans, expectations, assumptions and beliefs regarding
ekspektasi, asumsi dan keyakinan Perseroan mengenai future events. There is no guarantee that future events will
kejadian-kejadian di masa datang. Tidak ada jaminan bahwa occur, projections will be achieved, or that the Company’s
kejadian di masa datang akan muncul, proyeksi akan tercapai, assumptions will be correct. These statements are not and
atau asumsi Perseroan benar. Pernyataan-pernyataan tersebut cannot be considered as a representation of the Company’s
bukan dan tidak dapat dianggap sebagai representasi atas performance in the future.
kinerja Perseroan di masa datang.
Laporan tahunan ini memuat kata “Jasa Marga”, dan This annual report contains the words “Jasa Marga”, and “the
“Perseroan” yang didefinisikan sebagai PT Jasa Marga Company” defined as PT Jasa Marga (Persero) Tbk which
(Persero) Tbk yang menjalankan kegiatan usaha di bidang carries out business activities in the toll road concession
pengusahaan jalan tol. Penyebutan satuan mata uang sector. The mention of the currency unit “Rupiah”, “Rp” or IDR
“Rupiah”, “Rp” atau IDR merujuk pada mata uang resmi refers to the official currency of the Republic of Indonesia,
Republik Indonesia, sedangkan “Dolar AS” atau USD merujuk while “US Dollar” or USD refers to the official currency of the
pada mata uang resmi Amerika Serikat. Semua informasi United States. All financial information is presented in Rupiah.
keuangan disajikan dalam mata uang Rupiah. Laporan Tahunan This Annual Report (including the Consolidated Financial
ini (termasuk Laporan Keuangan Konsolidasian) disampaikan Statement) is submitted and published in a timely manner in
dan dipublikasikan secara tepat waktu sesuai dengan aturan accordance with the applicable rules and regulations.
dan ketentuan yang berlaku.
Pemberitahuan Tabel dan Grafik
Notice of Tables and Graphs
Tabel dan grafik pada Laporan Tahunan ini memaparkan data Tables and graphs in this Annual Report present numerical
numerik dengan standar penulisan mengikuti kaidah Bahasa data with writing standards following Indonesian language
Indonesia. Pemaparan numerik dalam teks menggunakan rules. Numerical presentation in the text uses standard
standar kaidah Bahasa Indonesia dan Bahasa Inggris sesuai Indonesian and English rules according to the context.
konteks.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 3
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Tema dan Arti Tema
Theme and Its Meaning
Membuka Jalan Menuju Masa Depan
yang Berkelanjutan
Paving The Pathway Towards Sustainable Future
Perseroan di tahun 2024 berupaya meraih pencapaian target In 2024, the Company strives to achieve its performance
kinerja secara berkesinambungan dan mempersiapkan targets sustainably while laying a strong foundation for the
landasan yang kuat bagi masa depan keberlangsungan future continuity of its business. Innovative technological
bisnis. Peningkatan teknologi inovatif dilakukan guna advancements are implemented to drive operational
mendorong efisiensi operasi yang tetap memenuhi Standar efficiency while maintaining compliance with Minimum
Pelayanan Minimal (SPM). Pengelolaan risiko yang efektif Service Standards (MSS). Effective risk management across
di seluruh rantai nilai usaha, salah satunya ditunjukkan the entire business value chain is exemplified by the
oleh keberhasilan atas eksekusi aksi korporasi dalam successful execution of corporate actions aimed at ensuring
rangka menjaga kesehatan finansial Perseroan secara the Company’s long-term financial health. The integration
jangka panjang. Penerapan digitalisasi dalam pembelajaran of digitalization in learning is expected to enhance human
diharapkan mampu meningkatkan kapasitas modal insani. capital capacity. The implementation of good governance
Penerapan tata kelola yang baik serta pelaksanaan praktik and sustainable practices demonstrates the Company’s
berkelanjutan sebagai bentuk komitmen transparansi. Melalui commitment to transparency. Through these various
berbagai pendekatan ini, Perseroan tidak hanya berfokus approaches, the Company is not only focused on short-
pada kinerja jangka pendek, tetapi juga menciptakan nilai term performance, but also on creating value that delivers
untuk memberikan dampak jangka panjang dan berkelanjutan long-term, sustainable impact for all stakeholders. With a
bagi seluruh pemangku kepentingan. Melalui pendekatan comprehensive and sustainability-focused approach, the
yang menyeluruh dan berfokus pada keberlanjutan tersebut, Company is committed to paving pathway toward a better
Perseroan berupaya untuk membuka jalan menuju masa future for all its stakeholders.
depan yang lebih baik bagi seluruh pemangku kepentingan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 5
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Kesinambungan Tema
Theme Continuity
2023 2022
Mengedepankan Keberlanjutan Bisnis, Tumbuh Semakin Tangguh dengan
Meningkatkan Daya Saing Memperkuat Fundamental untuk Menyambut
Emphasizing Business Continuity, Increasing Masa Depan yang Lebih Baik
Competitiveness Growing Stronger by Strengthening Fundamentals to
Welcome a Better Future
Memastikan keberlanjutan bisnis merupakan prioritas utama Pada tahun 2022, Perseroan berhasil menorehkan pertumbuhan
Perseroan dalam menjalankan kegiatan usahanya. Kontribusi kinerja yang terus menguat dan semakin tangguh yang
pendorong terbesar dari solidnya kinerja Perseroan di tahun merupakan hasil dari penerapan strategi yang berfokus pada
2023 merupakan manifestasi dari langkah strategis dan upaya upaya menyeimbangkan pertumbuhan dan kesinambungan
Perseroan untuk terus meningkatkan daya saingnya. Perseroan finansial untuk membangun ketahanan Perseroan. Perseroan
melakukan optimalisasi portofolio atas ruas tol yang dimiliki, juga terus memperkuat fundamentalnya melalui serangkaian
sebagai salah satu strategi yang memberikan dampak positif upaya pengembangan bisnis, optimalisasi biaya, penguatan
untuk mendorong peningkatan nilai dan kinerja Perseroan. pendanaan, peningkatan kapabilitas human capital serta
Perseroan juga adaptif dan inovatif dalam menerapkan dan pengembangan teknologi. Berbekal keunggulan kompetitif
mengembangkan teknologi digital secara berkesinambungan, saat ini ditambah kinerja yang tumbuh berkelanjutan dan
baik pada bisnis inti maupun bisnis pendukung. Dengan fundamental yang semakin kuat, Perseroan optimis dapat
demikian, Perseroan dapat membangun bisnis yang tangguh, menyambut masa depan yang lebih baik dengan perannya
andal, dan berorientasi pada pelanggan. Perseroan turut untuk menghubungkan Indonesia.
membangun lingkungan kerja yang harmoni dan melanjutkan
regenerasi human capital sebagai wujud dari peningkatan daya In 2022, the Company achieved steady and strengthening
saing untuk bergerak maju meningkatkan produktivitas serta performance growth, which resulted from strategies focusing
kelincahan organisasi. Dalam hal pengelolaan bisnis, Perseroan on balancing growth and financial sustainability to build
juga berpegang pada prinsip Tata Kelola Perusahaan yang Baik resilience. The Company fortified its fundamentals through
(Good Corporate Governance) dan mendorong transformasi various efforts, including business development, cost
secara berkelanjutan. Seluruh aspek tersebut menjadi landasan optimization, funding reinforcement, human capital capability
bagi Perseroan dalam membangun keunggulan bersaingnya enhancement, and technological advancement. Armed with
sehingga tercipta kesinambungan bisnis demi memantapkan current competitive advantages, sustainable performance
posisi Perseroan sebagai pemimpin industri jalan tol Indonesia, growth, and strengthened fundamentals, the Company
sekarang dan di masa yang akan datang. remained optimistic about its role in connecting Indonesia and
welcoming a brighter future.
Ensuring business sustainability is the Company’s top priority in
conducting its operations. The biggest contributing factor of the
Company’s solid performance in 2023 was the strategic measures
and efforts to continuously improve competitiveness. The
Company optimized its toll road portfolio as part of the strategy,
yielding positive impacts on value creation and performance
improvement. The Company also remained adaptive and
innovative in continuously implementing and developing
digital technology, both in the core and supporting businesses.
This enabled the Company to build a resilient, reliable, and
customer-oriented business. Additionally, the Company fostered
a harmonious work environment and continued human capital
regeneration to enhance competitiveness, productivity, and
organizational agility. In business management, the Company
adhered to Good Corporate Governance (GCG) principles while
driving sustainable transformation. These efforts served as a
foundation for building competitive advantages and ensuring
business continuity, solidifying the Company’s position as a
leader in Indonesia’s toll road industry, now and in the future.
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2021 2020
Adaptif dan Inovatif Mengatasi Tantangan Menyeimbangkan Pertumbuhan
untuk Wujudkan Jalan Tol Berkelanjutan Berkelanjutan dan Stabilitas Finansial untuk
Adaptive and Innovative, Overcoming Challenges Towards Membangun Ketahanan
More Sustainable Toll Roads Menyeimbangkan Pertumbuhan Berkelanjutan dan
Stabilitas Finansial untuk Membangun Ketahanan
Jasa Marga senantiasa memanfaatkan peluang dari PT Jasa Marga (Persero) Tbk merupakan operator jalan
perkembangan teknologi digital yang begitu pesat untuk terus tol pertama dan terbesar di Indonesia. Perseroan telah
berinovasi dalam meningkatkan pelayanan di tengah tantangan mengoperasikan 1.191 km jalan tol atau 51% dari keseluruhan
pandemi COVID-19. Pada tahun 2021, Jasa Marga berhasil total panjang jalan tol beroperasi di Indonesia ± 2.346 km.
meningkatkan kinerja positif dengan adanya pertumbuhan Dengan kondisi-kondisi tersebut di atas, menjadikan Jasa
pendapatan tol, implementasi asset recycling dan penetapan Marga sebagai pemimpin dalam industri jalan tol di Indonesia
prioritas program kerja dalam rangka efisiensi beban usaha. baik dari sisi panjang jalan tol beroperasi maupun volume lalu
Seluruh upaya Perseroan dalam menjalankan bisnisnya lintas transaksi yang melalui jalan tol.
dilakukan dengan asas keberlanjutan dengan memperhatikan
keselarasan antara ekonomi, sosial, dan lingkungan. PT Jasa Marga (Persero) Tbk, as Indonesia’s first and largest toll
road operator, operated 1,191 km of toll roads, representing
Jasa Marga consistently leveraged the rapid advancements in 51% of the total operational toll road length in Indonesia,
digital technology to innovate and improve services amid the approximately 2,346 km. These conditions solidify Jasa Marga’s
challenges of the COVID-19 pandemic. In 2021, the Company position as a leader in the Indonesian toll road industry, both in
achieved positive performance growth through toll revenue terms of the length of operational toll roads and traffic volume
increases, asset recycling implementation, and prioritization transacted on its toll roads.
of work programs aimed at operational cost efficiency. All
the Company’s business activities were conducted with
a sustainability principle, emphasizing harmony among
economic, social, and environmental factors.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 7
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Keunggulan Jasa Marga
Advantages of Jasa Marga
Pengoperasian Jalan Tol Terpanjang,
Fondasi Keuangan yang Kokoh Inovatif, dan Berkelanjutan
Solid Financial Foundation Operation of the Longest, Innovative,
and Sustainable Toll Roads
• Memiliki fondasi keuangan yang solid, ditunjang • Berpengalaman lebih dari 46 tahun sebagai investor
oleh 13 ruas jalan tol mature yang telah optimal dan dan operator jalan tol di Indonesia.
menghasilkan. • Mengoperasikan jalan tol sepanjang 1.286 km dan
• Meningkatnya kontribusi kinerja yang bersumber menjadi pemimpin industri jalan tol di Indonesia
dari pengoperasian jalan tol baru terhadap performa hingga saat ini.
Jasa Marga Grup. • Berorientasi pada pengembangan inovasi
• Mengelola pencapaian kinerja keuangan dan teknologi tepat guna dan ramah lingkungan secara
menjaga rasio-rasio kesehatan keuangan secara berkelanjutan untuk menjaga keunggulan di seluruh
berkesinambungan dengan melakukan manajemen rantai nilai jalan tol.
portofolio yang baik di Jasa Marga Grup. • Komitmen kuat untuk memberikan pelayanan prima
• Memiliki relasi dan jaringan yang baik untuk dapat kepada pengguna jalan melalui pemenuhan Standar
mengeksplorasi berbagai bentuk pendanaan yang Pelayanan Minimal (SPM) untuk menyediakan jalan
kompetitif. tol yang aman, nyaman, dan andal.
• Possesses a strong financial foundation, supported • Over 46 years of experience as an investor and
by 13 mature and optimized toll roads that operator of toll roads in Indonesia.
generate revenue. • Operates toll roads spanning 1,286 km,
• Increased contribution to performance driven maintaining its position as the leader in
by the operation of newly established toll roads Indonesia’s toll road industry.
within the Jasa Marga Group.▪ • Focuses on developing appropriate and
• Continuously manages financial performance environmentally friendly technological
and maintains healthy financial ratios through innovations to sustain its competitive edge across
effective portfolio management across the Jasa the entire toll road value chain.
Marga Group.▪ • Strong commitment to providing excellent service
• Maintains strong relationships and networks to to road users by adhering to Minimum Service
explore various forms of competitive funding. Standards (MSS) to ensure safe, comfortable, and
reliable toll roads.
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Capable Human Capital Resilient Industry
• Memiliki human capital yang handal dan • Kecepatan pemulihan kinerja bisnis dan operasional
berpengalaman dalam industri jalan tol untuk sebagai dampak dari perubahan lingkungan
mendorong pengembangan bisnis dan menjangkau eksternal Perseroan.
pasar yang lebih luas. • Peluang pertumbuhan bisnis dengan tren positif
• Mendorong peningkatan efektivitas dan yang dicerminkan oleh pertumbuhan pendapatan
produktivitas organisasi melalui penerapan inisiatif usaha di luar konstruksi dan Earnings Before Interest,
pembagian peran Jasa Marga Grup secara konsisten. Taxes, Depreciation, and Amortization (EBITDA) pada
• Membangun sistem teknologi informasi periode 5 tahun terakhir.
yang terintegrasi dalam kaitannya dengan • Dukungan dari Pemerintah untuk menjaga iklim
pengembangan human capital seperti Jasa Marga investasi industri jalan tol tetap kondusif melalui
Performance Development (JMPD) dan Human Undang-Undang (UU) terkait pembebasan lahan,
Capital Information System (HCIS). penerapan teknologi untuk mendorong efisiensi,
• Mendukung regenerasi human capital dengan dan komitmen dalam pemenuhan Perjanjian
komposisi milenial sebesar 55,6% pada level BOD-1. Pengusahaan Jalan Tol (PPJT).
• Mendorong peran pemimpin Perempuan dengan
persentase sebesar 38,9% pada Nominated Talent. • Demonstrates agility in recovering business
• Mendukung terciptanya lingkungan kerja yang sehat, and operational performance amid external
aman, dan nyaman serta mengutamakan employee environmental changes.
well-being melalui penyediaan program konseling, • Explores business growth opportunities reflected
daycare, AKHLAK Space, dan Roadster Sportivo in positive trends, such as revenue growth from
untuk mendukung peningkatan produktivitas yang non-construction activities and Earnings Before
menunjang pertumbuhan berkelanjutan. Interest, Taxes, Depreciation, and Amortization
(EBITDA) over the past five years.
• Boasts skilled and experienced human capital • Benefits from government support in maintaining
in the toll road industry to drive business a conducive investment climate in the toll
development and expand market reach. road industry, facilitated through laws on land
• Enhances organizational effectiveness and acquisition, technology adoption for increased
productivity by consistently implementing role- efficiency, and commitment to fulfilling Toll Road
sharing initiatives within the Jasa Marga Group. Concession Agreements (Perjanjian Pengusahaan
• Develops integrated information technology Jalan Tol or PPJT).
systems for human capital development, such as
Jasa Marga Performance Development (JMPD) and
the Human Capital Information System (HCIS).
• Supporting the regeneration of human capital
with a millennial composition of 55.6% at the
BOD-1 level.
• Encouraging the role of women leaders with a
percentage of 38.9% in Nominated Talent.
• Supporting the creation of a healthy, safe, and
comfortable work environment, while prioritizing
employee well-being through the provision of
counseling programs, daycare, AKHLAK Space,
and Roadster Sportivo to support increased
productivity that contributes to sustainable
growth.
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Sasaran Strategis dan Kinerja Tahun 2024
2024 Strategic Targets and Performance
Strategi Komersial, Bisnis & Operasi
Commercial, Business & Operational Strategies
Bisnis Konsesi Kinerja Tahun 2024
Concession Business Performance in 2024
Pendapatan Usaha di luar Pendapatan Konstruksi Tahun 2024 Pendapatan Tol Konsolidasi Tahun 2024
• Mengembangkan bank data harga satuan biaya Operating Revenue excluding Construction Revenue in 2024 Consolidated Toll Operating Revenue in 2024
operasi dan preservasi.
18,7 Rp
17,2
• Melakukan upaya penyehatan dan melakukan
recycle aset. Rp
• Develop a cost unit database for operational and
preservation activities. Triliun
Trillion 20,3% Triliun
Trillion 23,2%
• Undertake revitalization efforts and asset recyling.
Volume Lalu Lintas Transaksi Tahun 2024 Kontrak Pengoperasian Jalan Tol PT JMTO
Transaction Traffic Volume in 2024 PT JMTO Toll Road Operation Contract
Bidang Pengoperasian Jalan Tol
Toll Road Operations 1.301,8
• Mengalihkan pengoperasian padat karya ke
Juta Transaksi
Million Transactions 0,8% 1.473,3 Km
pengoperasian berbasis teknologi melalui
digitalisasi dan implementasi teknologi.
• Menciptakan sumber pendapatan baru dari bisnis
digital atas pengembangan solusi teknologi Penyesuaian Tarif Jalan Tol Kontrak Preservasi Jalan Tol PT JMTM
Electronic Toll Collection (ETC). Toll Road Tariffs Adjustment PT JMTM Toll Road Preservation Contract
• Meningkatkan kualitas material dan standar
9 Ruas
pekerjaan bidang preservasi serta ekspansi
pada bisnis preservasi melalui pengembangan
1.259,8 Km
produk aspal, penilaian keselamatan iRAP, dan
pelaksanaan supply by owner. Tollroad
• Meningkatkan skala integrasi operasi dengan
melakukan integrasi kapabilitas personil dan
penggabungan sentra komunikasi.
• Transition labor-intensive operations to
technology-driven operations through
digitalization and technology implementation.
• Create new revenue streams from digital business
through the development of Electronic Toll
Collection (ETC) technology solutions. Pengembangan bisnis baru berbasis teknologi oleh PT JMTO meliputi One Call Center 14080, payment
• Enhance the quality of materials and standards for gateway (Getoll), aplikasi kasir (GetPay), dan pengelolaan parkir (GetPark), dan Seat Management.
PT JMTO’s new technology-based business developments include One Call Center 14080, payment
preservation work while expanding the market for gateway (Getoll), cashier application (GetPay), parking management (GetPark), and Seat Management.
preservation services, such as developing asphalt
products, conducting iRAP safety assessments, and
implementing supply by owner initiatives.
• Increase the scale of operational integration,
including personnel capability integration and the
consolidation of communication centers.
Bisnis Prospektif
Prospective Business
Meningkatkan utilisasi aset non-tol untuk peningkatan
pendapatan non-tol dan citra Perseroan.
Maximize the utilization of non-toll assets to boost
non-toll revenue and enhance the Company’s image.
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Strategi Inovasi & Customer Experience
Innovation & Customer Experience Strategy
• Meningkatkan pengalaman dan keterlibatan pelanggan melalui utilisasi Travoy dan pengelolaan inovasi lainnya.
• Meningkatkan kolaborasi dan kerja sama dengan para pemangku kepentingan untuk komersialisasi dan pemasaran
produk inovasi seperti layanan Jasamarga Tollroad Command Center (JMTC) untuk ruas tol di luar Jasamarga Grup dan
mengikuti platform inkubasi/akselerator start up.
• Enhance customer experience and engagement through the utilization of Travoy and the management of other
innovations.
• Improve collaboration and cooperation with stakeholders for the commercialization and marketing of innovative
products, such as the Jasa Marga Tollroad Command Center (JMTC) service for the toll roads outside Jasamarga Group
and startup incubation/acceleration platform.
Kinerja Tahun 2024
Performance in 2024
• Ekspansi GetPark telah mencakup berbagai lokasi strategis seperti Kantor Pusat Jasa Marga, RS Brawijaya Duren Tiga,
Universitas Katolik Parahyangan, Travoy Hub, dan Kantor Kementerian BUMN untuk memperluas layanan parkir digital.
• Pengembangan dan uji coba terbatas sistem Single Lane Free Flow (SLFF) “Let it Flo” sebagai sistem pembayaran
tol nirsentuh berbasis Radio Frequency Identification (RFID) sebanyak 107 titik pada ruas jalan tol Jabotabek, Bali-
Mandara, Semarang-Demak, dan Balikpapan-Samarinda serta uji lapangan pada ruas Cengkareng-Kunciran dan
Kunciran-Serpong.
• Pengembangan aplikasi Jasamarga Integrated Digitalmap (JID) sebagai inovasi layanan lalu lintas telah mencapai
tahap go-live dengan konsep Microservice dan DevOps serta peningkatan kualitas CCTV dengan metode Hypertext
Transfer Protocol Live Streaming (HLS).
• Pengembangan aplikasi Travoy sebagai asisten digital pengguna jalan tol dengan penambahan fitur Travoy Journey
dan derek online di ruas Jagorawi.
• Ekspansi aplikasi GetPay untuk memperluas ekosistem pembayaran digital dengan mengadopsi layanan Point of Sales
(PoS), Payment Point Online Banking, dan Take n Go pada bada bazar makanan, Usaha Mikro Kecil Menengah (UMKM),
dan ritel di wilayah Jabodetabek.
• Getoll dikomersialisasikan melalui integrasi dengan GetPay pada aplikasi Travoy, didukung dengan penambahan
Source of Fund (SoF) untuk memperkaya opsi kanal dan metode pembayaran, serta memperkuat sinergi antara sistem
•
pembayaran dan layanan transportasi digital.
Hingga akhir 2024, Jasa Marga telah memasang 115 titik traffic counting berbasis Microwave pada ruas jalan tol, serta
37 titik traffic counting berbasis Microwave di Rest Area, guna meningkatkan akurasi pemantauan volume kendaraan.
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Titik Traffic Counting
Traffic Counting Point
• GetPark’s expansion includes various strategic locations such as the Jasa Marga Head Office, Brawijaya Hospital
Duren Tiga, Parahyangan Catholic University, Travoy Hub, and the Ministry of SOE Office to expand the digital parking
services.
• The development and limited trial of the Single Lane Free Flow (SLFF) “Let it Flo” system as a contactless toll payment
system based on Radio Frequency Identification (RFID) at 107 points on toll roads in Jabotabek, Bali-Mandara,
Semarang-Demak, and Balikpapan-Samarinda, as well as field testing on the Cengkareng-Kunciran and Kunciran-
Serpong sections.
• The development of the Jasamarga Integrated Digitalmap (JID) application as a traffic service innovation has reached
the go-live stage with the Microservice and DevOps concepts as well as improving the quality of CCTV using the
Hypertext Transfer Protocol Live Streaming (HLS) method.
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• Development of the Travoy application as a digital assistant for toll road users with the addition of the Travoy Journey
feature and online towing on the Jagorawi section.
• Expansion of the GetPay application to expand the digital payment ecosystem by adopting Point of Sales (PoS),
Titik Uji Coba SLFF
Payment Point Online Banking, and Take n Go services at food bazaars, Micro, Small and Medium Enterprises (MSMEs),
SLFF Testing Point
and retail in the Jabodetabek area.
• Getoll was commercialized through integration with GetPay on the Travoy app, supported by the addition of Source
of Fund (SoF) to enrich payment channel and method options, while strengthening the synergy between the payment
system and digital transportation services.
• By the end of 2024, Jasa Marga has installed 115 microwave-based traffic counting points on toll road sections and 37
microwave-based traffic counting points in rest areas to improve the accuracy of vehicle volume monitoring.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 11
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Strategi Pengembangan Bisnis
Business Development Strategy
• Memutakhirkan pedoman investasi melalui peningkatan kriteria kelayakan
dan fungsi monitoring evaluasi.
• Ekspansi pasar regional (seperti Asia Tenggara) melalui investasi minority
atau operasi dan preservasi secara parsial.
• Mengadopsi model bisnis Perseroan berbasis investasi untuk
pengembangan aset brownfield.
• Update investment guidelines through improved feasibility criteria and
monitoring and evaluation functions.
• Expand into regional markets (such as Southeast Asia) through minority
investments or partial operations and preservations.
• Adopt the Company’s investment-based business model for the
development of brownfield assets.
Kinerja Tahun 2024
Performance in 2024
• Jasa Marga bersama dengan konsorsium ditetapkan sebagai pemenang
pelelangan Pengusahaan Jalan Tol Ruas Bogor-Serpong, dimana Perseroan
menjadi pemegang saham minoritas.
• Pengoperasian Jalan Tol Solo – Yogyakarta – NYIA Kulonprogo Seksi 1.1
Kartasura - Klaten sepanjang 22,3 km.
• Akuisisi saham Synergy Quest International Limited di PT Jasamarga Kunciran
Cengkareng (JKC) sebesar 10%.
• Jasa Marga, together with the consortium, has been designated as the winner of
the tender for the Bogor-Serpong toll road concession, in which the Company
holds a minority stake.
• The operation of the Solo – Yogyakarta – NYIA Kulonprogo Toll Road Section 1.1,
Kartasura – Klaten, spanning 22.3 km.
• Acquisition of a 10% stake in PT Jasamarga Kunciran Cengkareng (JKC) from
Synergy Quest International Limited.
Strategi Teknologi
Technology Strategy
• Mengimplementasikan data warehouse dan platform business intelligence
untuk penerapan use case pengelolaan data prioritas (seperti proyeksi lalu
lintas, transaksi, kinerja ruas).
• Meningkatkan evolusi data analytics dari fase deskriptif menuju preskriptif.
• Memulai proses perencanaan penyusunan IT Master Plan dengan
mempertimbangkan cyber security dan kebutuhan proses bisnis.
• Implement data warehouse and business intelligence platforms for the
application of priority data management use cases (such as traffic projections,
transactions, and section performance).
• Enhance the evolution of data analytics from the descriptive phase to the
prescriptive phase.
• Starting the planning process for the development of the IT Master Plan by
considering cyber security and business process requirements.
Kinerja Tahun 2024
Performance in 2024
• Pengembangan data analytics terkait talent succession management pada
data warehouse human capital.
• Evaluasi pencapaian Master Plan Teknologi Informasi (MPTI) dengan nilai
76,8%.
• Development of data analytics related to talent succession management in
the human capital data warehouse.
• Evaluation of the Information Technology Master Plan (MPTI) achievement
with a score of 76.8%.
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Strategi Finansial
Financial Strategy
• Mempersiapkan alternatif sumber pendanaan (seperti sukuk, obligasi, green financing) dengan cost of fund
kompetitif untuk kesinambungan pendanaan.
• Menerapkan sistem manajemen aset dan portofolio Perseroan (integrated asset management).
• Prepare alternative funding sources (such as Islamic bonds or sukuk, bonds, green financing) with competitive
cost of funds to ensure the continuity of funding.
• Implement the Company’s asset and portfolio management system (integrated asset management).
Kinerja Tahun 2024
Performance in 2024
• Penerbitan Penawaran Umum Berkelanjutan (PUB) Obligasi III Tahap I.
• Penyelesaian transaksi Equity Financing PT Jasamarga Transjawa Tol (JTT).
• Pengelolaan pencapaian target kinerja serta rasio finansial secara berkelanjutan.
• Mempertahankan peringkat hutang idAA untuk Obligasi Berkelanjutan II Tahap I Tahun 2020.
• Issuance of Shelf Registration Bonds III Phase I.
• Settlement of Equity Financing transaction of PT Jasamarga Transjawa Tol (JTT).
• Ongoing management of performance target achievements and financial ratios.
• Maintaining idAA debt rating for Shelf Registration Bonds II Phase I Year 2020.
Strategi Environment, Social and
Governance (ESG)
Environment, Social, and Governance
(ESG) Strategy
Meningkatkan adopsi usecase green initiative pada kegiatan operasional utama.
Enhancing the adoption of green initiative use cases in core operational activities.
Kinerja Tahun 2024
Performance in 2024
• Peluncuran roadmap implementasi ESG Jasa Marga.
• Penandatanganan komitmen ESG oleh Top Management
• Dikeluarkannya Surat Keputusan (SK) Direksi tentang Kebijakan Keberlanjutan Perseroan.
• Launch of the Jasa Marga ESG implementation roadmap.
• Signing of the ESG commitment by Top Management.
• The issuance of the Board of Directors’ Decree on the Company’s Sustainability Policy.
Strategi Organisasi dan Sumber Daya
Manusia (SDM)
Organizational and Human Resources (HR)
Strategy
• Restrukturisasi fungsi organisasi dan manajemen SDM end-to-end meliputi perekrutan hingga retensi.
• Membentuk fungsi shared service center (SSC) terutama untuk sentralisasi dan spesialisasi.
• Upskilling karyawan melalui program pelatihan dan pengembangan berbasis kompetensi.
• Internalisasi budaya kerja Perseroan sebagai cascading AKHLAK.
• Menciptakan lingkungan kerja yang produktif dan nyaman melalui employee well-being policy.
• Restructuring the organizational functions and end-to-end HR management, including recruitment to retention.
• Establishing a shared service center (SSC) function, particularly for centralization and specialization.
• Upskilling employees through competency-based training and development programs.
• Internalizing the company’s work culture as cascading AKHLAK values.
• Creating a productive and comfortable work environment through an employee well-being policy.
Kinerja Tahun 2024
Performance in 2024
• Peningkatan employee well-being melalui berbagai inisiatif, antara lain yaitu:
» Peluncuran ruang Jasa Marga AKHLAK Space dalam rangka menyediakan ruang dan tempat yang
representatif sebagai coworking space, bagi karyawan dalam bekerja, berinovasi dan berkolaborasi.
» Peluncuran Roadster Sportivo sebagai wadah bagi karyawan untuk kegiatan olahraga, kesenian, hobi,
aktivitas, dan komunitas.
» Menyediakan fasilitas kebugaran bagi karyawan dan mendedikasikan satu hari khusus untuk wanita setiap
minggunya.
• Penyediaan fungsi dan pemenuhan formasi audit dan risiko pada Anak Perusahaan untuk memastikan
keselarasan dengan regulasi yang baru.
• Penambahan pengelola fungsi Environment, Social & Governance (ESG) selevel BOD-1 yaitu ESG Advisor di
bawah Corporate Communication & Community Development Group berikut dengan uraian jabatan spesifiknya.
• Improving employee well-being through various initiatives, including:
» Launch of Jasa Marga AKHLAK Space to provide a representative space as a coworking space for employees
to work, innovate, and collaborate.
» Launch of Roadster Sportivo as a platform for employees to engage in sports, hobby, arts, activities, and
community building.
» Providing fitness facilities for employees and dedicating one day each week for women.
• Providing functions and fulfilling the audit and risk formation at Subsidiaries to ensure alignment with new
regulations.
• Adding a manager for the Environment, Social & Governance (ESG) function at the BOD-1 level, specifically the
ESG Advisor under the Corporate Communication & Community Development Group, along with the detailed
job description.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 13
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Daftar Isi
Table of Content
3 Sanggahan dan Batasan Tanggung Jawab 62 Penilaian Kinerja Dewan Komisaris Tahun 2024
Disclaimer and Limitation of Liability Performance Assessment of the Board of
Commissioners in 2024
3 Pemberitahuan Tabel dan Grafik
Notice of Tables and Graphs 62 Penilaian Kinerja Komite-Komite di bawah Dewan
Komisaris Tahun 2024
5 Tema dan Arti Tema
Performance Assessment of Committees Under
Theme and The Meaning of the Theme
the Board of Commissioners in 2024
6 Kesinambungan Tema
63 Perubahan Komposisi Dewan Komisaris
Theme Continuity
Changes in the Composition of the Board of
8 Keunggulan Jasa Marga Commissioners
Advantages of Jasa Marga
63 Apresiasi
10 Sasaran Strategis dan Kinerja Tahun 2024 Appreciation
2024 Strategic Targets and Performance
66 Laporan Direksi
14 Daftar Isi Board of Directors’ Report
Table of Content
68 Kondisi Ekonomi dan Industri 2024
Economics and Industry Overview in 2024
01 Ikhtisar Kinerja Utama 68 Strategi dan Kebijakan Strategis
Strategy and Strategic Policies
Main Performance Highlight
70 Peranan Direksi Dalam Perumusan Strategi dan
20 Ikhtisar Keuangan Kebijakan Strategis
Financial Highlights The Role of the Board of Directors in Strategic
24 Ikhtisar Operasional Formulation and Strategic Policy
Operational Highlights 71 Proses yang Dilakukan Direksi untuk Memastikan
25 Informasi Harga Saham Implementasi Strategi
Shares Highlights Process Fulfilled by the Board of Directors to
Ensure Strategy Implementation
27 Laporan Analis Perseroan
Company Analyst Report 72 Perbandingan Antara Hasil yang Dicapai Dengan
yang Ditargetkan
30 Aksi Korporasi
Comparison between Achieved Results and
Corporate Action
Targets
30 Informasi Penghentian Sementara Perdagangan
73 Analisis atas Kinerja Perseroan
Saham (Suspension) dan/atau Penghapusan
Company Performance Analysis
Pencatatan Saham (Delisting)
Information on Stocks Suspension and/or 73 Tantangan dan Kendala yang Dihadapi dan
Delisting Langkah Penyelesaiannya
Challenges and Impediments Faced and Steps
31 Informasi Obligasi, Sukuk, dan/atau Obligasi
Taken to Resolve Them
Konversi Serta Pendanaan Lainnya
Information on Bonds, Sukuk and/or Converted 75 Memperkuat Landasan untuk Pertumbuhan
Bonds and Other Financing Berkelanjutan
Strengthening the Foundation for Sustainable
34 Penghargaan dan Sertifikasi
Growth
Awards and Certifications
76 Prospek Usaha
46 Peristiwa Penting
Business Prospects
Highlight Events
77 Penerapan Tata Kelola Perusahaan
Corporate Governance Implementation
02 Laporan Manajemen 77 Penilaian Kinerja Komite di Bawah Direksi dan
Management Report Dasar Penilaiannya
Performance Assessment of Committees Under
52 Laporan Dewan Komisaris the Board of Directors and the Basis for Evaluation
Board of Commissioners’ Report
78 Perubahan Komposisi Direksi
54 Penilaian terhadap Kinerja Direksi mengenai Changes in the Board of Directors Composition
Pengelolaan Perseroan
Performance Assessment of the Board of Directors 79 Apresiasi
regarding Company Management Appreciation
57 Pandangan atas Prospek Usaha Perseroan 82 Surat Pernyataan Anggota Direksi dan Anggota
Perspective on the Company’s Business Prospects Dewan Komisaris tentang Tanggung Jawab atas
Laporan Tahunan PT Jasa Marga (Persero) Tbk
57 Pandangan atas Penerapan Tata Kelola Tahun Buku 2024
Perspective on Good Corporate Governance Statement of Members of The Board of Directors
Implementation and Board of Commissioners on Responsibility for
the Annual Report of PT Jasa Marga (Persero) Tbk
for the Fiscal Year 2024
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03 Profil Perusahaan 168 Pendidikan dan/atau Pelatihan Dewan Komisaris,
Direksi, Komite-Komite, Sekretaris Perusahaan,
Company Profile Unit Audit Internal dan Unit Manajemen Risiko
86 Identitas Jasa Marga Education and/or Training for Board of
Jasa Marga Identity Commissioners, Board of Directors, Committees,
Corporate Secretary, Internal Audit Unit, and
87 Riwayat Singkat Perseroan Risk Management Unit
Company Brief History
208 Komposisi Pemegang Saham
88 Informasi tentang Perubahan Nama Shareholders Composition
Information on Name Alteration
214 Entitas Anak, Ventura Bersama, dan Entitas
89 Keanggotaan dalam Asosiasi Asosiasi
Membership in Association Subsidiaries, Associates Entities and Joint
90 Jejak Langkah Ventures
Milestone Event 248 Struktur Grup Perseroan
92 Wilayah Operasional Perseroan Company’s Group Structure
Company Operational Area 250 Kronologi Penerbitan dan/atau Pencatatan
100 Akses terhadap Perseroan Saham
Access to the Company Chronology of Shares Listing and/or Issuance
102 Visi, Misi, dan Budaya Perseroan 251 Kronologi Penerbitan dan/atau Pencatatan
Vision, Mission, and the Corporate Values Obligasi
Chronology of Bond Issuance and/or Listing
110 Bidang Usaha
Line of Business 254 Obligasi Jasa Marga yang Belum Jatuh Tempo
Jasa Marga Outstanding Bonds
121 Logo Perseroan
Company’s Logo 260 Kronologi Penerbitan dan/atau Pencatatan
Sukuk
124 Struktur Organisasi
Chronology of Sukuk Issuance and/or
Organization Structure
Registration
126 Perubahan Komposisi Dewan Komisaris dan
261 Kronologi Penerbitan dan/atau Pencatatan
Direksi di Tahun Buku 2024
Sumber Pendanaan Lainnya
Changes in the Board of Commissioners and the
Chronology of Issuing and/or Listing of Other
Board of Directors on the Financial Year 2024
Funding Sources
127 Informasi Perubahan Komposisi Dewan
262 Lembaga dan/atau Profesi Penunjang
Komisaris dan Direksi Setelah Tahun Buku 2024
Supporting Institutions and/or Professions
Changes in the Board of Commissioners and the
Board of Directors After the Financial Year 2024 264 Informasi pada Situs Web Perseroan
Information on the Company’s Website
128 Profil Dewan Komisaris
Board of Commissioners’ Profile
135 Profil Direksi
Board of Directors’ Profile
04 Analisis dan Pembahasan
141 Profil Komite Audit Manajemen
Profile of Audit Committee Management Discussion and Analysis
143 Profil Komite Nominasi dan Remunerasi 268 Tinjauan Umum
Profile of Nomination and Remuneration General Overview
Committee
275 Tinjauan Operasi Per Segmen Usaha
146 Profil Komite Risiko dan Hukum Operations Review per Business Segment
Profile of Risk and Legal Committee
307 Tinjauan Keuangan
149 Profil Sekretaris Dewan Komisaris Financial Overview
Profile of Secretary of the Board of
342 Kemampuan Membayar Utang dan Tingkat
Commissioners
Kolektibilitas Piutang
150 Pejabat Eksekutif Ability to Pay Debt and Collectibility in
Executive Management Receivables
165 Demografi Karyawan 2023-2024 344 Struktur Modal
Employee Demography 2023-2024 Capital Structure
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 15
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346 Ikatan Material Investasi Barang Modal
Capital Investment Material Commitment
05 Fungsi Penunjang Bisnis
Business Support Function
346 Investasi Barang Modal
Capital Expenditure 378 Human Capital
Human Capital
347 Pencapaian Target 2024 dan Target 2025
Achievement of the 2024 Targets and 2025 385 Strategi Pengelolaan Human Capital
Targets Human Capital Management Strategy
349 Informasi dan Fakta Material Setelah Tanggal 390 Pengembangan Organisasi
Laporan Akuntan Organization Development
Subsequent Material Information and Facts after 391 Manajemen Human Capital
the Accountant’s Report Date Organization Development
350 Prospek Usaha 395 Pengembangan Karyawan
Business Prospect Employee Development
351 Aspek Pemasaran 400 Pengelolaan Kinerja
Marketing Aspect Performance Management
354 Kebijakan dan Pembayaran Dividen 402 Kesejahteraan Karyawan
Dividend Policy and Payment Employee Welfare
355 Program Kepemilikan Saham oleh Karyawan dan 404 Program Pasca Kerja
Manajemen (ESOP/MSOP) Post-Employment Program
Program of Share Ownership by Employees and
Management (ESOP/MSOP) 405 Penghargaan kepada Karyawan
Reward to Employees
356 Program Employee Stock Allocation (ESA)
Employee Stock Allocation (ESA) Program 406 Hubungan Industrial
Industrial Relation
357 Realisasi Penggunaan Dana Hasil Penawaran
Umum 408 Teknologi Informasi
Realization of Use of Public Offering Proceeds Information Technology
359 Informasi Material Mengenai Investasi, Ekspansi, 412 Inovasi Teknologi
Divestasi, Penggabungan/Peleburan Usaha, Technology Innovation
Akuisisi, dan Restrukturisasi Utang dan Modal,
Transaksi Material, dan Transaksi Afiliasi
Material Information Regarding Investment, 06 Tata Kelola Perusahaan
Expansion, Divestment, Business Merger/ Good Corporate Governance
Consolidation, Acquisition, Debt and Capital
Restructuring, Material Transactions, and 416 Penerapan Tata Kelola Perusahaan yang Baik
Affiliated Transactions Good Corporate Governance Implementation
362 Informasi Transaksi dengan Pihak Berelasi atau 423 Perkembangan Penerapan Tata Kelola
Benturan Kepentingan Perusahaan yang Baik di Lingkup Perseroan
Information on Material Transactions Containing Progress of Good Corporate Governance
Conflicts of Interest and/or Transactions with Implementation in the Company’s Scope
Affiliated Parties 447 Struktur Organ Tata Kelola Perusahaan
368 Kepatuhan Pembayaran Pajak Corporate Governance Organ Structure
Tax Payment Compliance 452 Pemegang Saham dan Rapat Umum Pemegang
369 Perubahan Peraturan Perundang-Undangan Saham
terhadap Perusahaan Pada Tahun Buku Terakhir Shareholders and General Meeting of
Changes to the Laws and Regulations on Shareholders
the Company in the Last Financial Year 483 Dewan Komisaris
372 Perubahan Kebijakan Akuntansi yang Diterapkan Board of Commissioners
Perseroan pada Tahun Buku Terakhir 510 Komisaris Independen
Changes in Accounting Policies Applied Independent Commissioner
by the Company in Current Fiscal Year
512 Direksi
374 Informasi Kelangsungan Usaha Board of Directors
Information on Business Continuity
532 Penilaian Kinerja Dewan Komisaris dan Direksi
375 Tingkat Kesehatan Perusahaan Assessment on Board of Commissioners and
Company Soundness Level Board of Directors Performance
375 Komitmen dan Kontigensi 536 Rapat Dewan Komisaris dan Direksi
Commitments and Contingencies Board of Commissioners and Board of Directors
Meetings
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545 Nominasi dan Remunerasi Bagi Dewan Komisaris 737 Kebijakan Insider Trading
dan Direksi Insider Trading Policy
Nomination and Remuneration of the Board of
738 Informasi tentang Pembelian Kembali Saham
Commissioners and Directors
dan Obligasi
550 Hubungan Dewan Komisaris dan Direksi Information About Shares and Bonds Buyback
Relations Between Board of Commissioners and
738 Penyediaan Dana Untuk Kegiatan Politik
Board of Directors
Funds Provision for Political Activities
551 Pengungkapan Hubungan Afiliasi
738 Transparansi Praktik Bad Governance
Disclosure of Affiliated Relationship
Transparency of Bad Governance Practices
552 Keberagaman Komposisi Dewan Komisaris dan
739 Tata Kelola Teknologi Informasi
Direksi
Information Technology Governance
Board of Commissioners and Board of Directors
Composition Diversity
556 Organ dan Komite di Bawah Dewan Komisaris
Organ and Committees Under the Board of
07 Tanggung Jawab Sosial dan
Commissioners Lingkungan
616 Organ dan Komite di Bawah Direksi Social and Environmental
Organ and Committees Under the Board of Responsibility
Directors
746 Tanggung Jawab Sosial dan Lingkungan 2024
655 Kantor Akuntan Publik Social and Environmental Responsibility 2024
Public Accountant Office
657 Manajemen Risiko
Risk Management 08 Referensi POJK, SEOJK, dan
699 Sistem Pengendalian Internal
Internal Control System
Kriteria ARA
Reference of POJK, SEOJK, and ARA
702 Kebijakan Pemberian Kompensasi Jangka
Criteria
Panjang Berbasis Kinerja
Performance Based on Long-term Compensation 750 Referensi POJK No. 29/POJK.04/2016 dan SEOJK
Policy No. 14/SEOJK.04/2021
POJK No. 29/POJK.04/2016 and SEOJK No. 16/
703 Perkara Hukum
SEOJK.04/2021 Reference
Lawsuit
770 Kriteria Annual Report Award (ARA)
707 Kebijakan Pengungkapan Informasi
Annual Report Award (ARA) Criteria
Information Disclosure Policy
707 Komunikasi dan Akses Informasi dan Data
Perseroan Untuk Pemegang Saham dan
Masyarakat
09 Laporan Keuangan
Communication and Access to the Company’s Konsolidasi PT Jasa Marga
Information and Data for Shareholders and the
Public (Persero) Tbk dan Entitas
709 Kode Etik Anaknya
Code of Ethics Consolidated Financial Statement
714 Kebijakan Anti Korupsi dan Sosialisasinya PT Jasa Marga (Persero) Tbk and Its
Anti Corruption Policy and Socialization
Subsidiaries
717 Pengendalian Gratifikasi
794 PT Jasa Marga (Persero) Tbk dan Entitas Anaknya
Gratification Control
PT Jasa Marga (Persero) Tbk and Its Subsidiaries
723 Kebijakan Pengadaan Barang dan Jasa
Goods and Services Procurement Policy
729 Laporan Harta Kekayaan Penyelenggara Negara
(LHKPN)
State Officials’ Assets Report (LHKPN)
731 Whistleblowing System
Whistleblowing System
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 17
Page 18
01
Ikhtisar Kinerja
Utama
Main Performance
Highlights
20 Ikhtisar Keuangan 31 Informasi Obligasi, Sukuk, dan/
Financial Highlights atau Obligasi Konversi Serta
Pendanaan Lainnya
24 Ikhtisar Operasional
Information on Bonds, Sukuk and/
Operational Highlights
or Converted Bonds and Other
25 Informasi Harga Saham Financing
Shares Highlights
34 Penghargaan dan Sertifikasi
27 Laporan Analis Perseroan Awards and Certifications
Company Analyst Report
46 Peristiwa Penting
30 Aksi Korporasi Highlight Events
Corporate Action
30 Informasi Penghentian Sementara
Perdagangan Saham (Suspension)
dan/atau Penghapusan Pencatatan
Saham (Delisting)
Information on Stocks Suspension
and/or Delisting
“Pada tahun 2024, Perseroan berfokus pada pertumbuhan
berkelanjutan melalui inovasi untuk menciptakan kontribusi
positif dan nilai bagi pemangku kepentingan.
In 2024, the Company focuses on sustainable growth through innovation to create
positive contributions and value for stakeholders.
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Page 20
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Ikhtisar Keuangan
Financial Highlights
Tabel Historis Ikhtisar Keuangan Periode 2020-2024 (dalam miliar Rupiah, kecuali dinyatakan lain)
(in billion Rupiah, unless stated otherwise)
Table of Historical Financial Highlight for the Period of 2020-2024
Uraian 2024 2023 2022 2021 2020
Description
Laporan Laba Rugi dan Penghasilan Komprehensif Lainnya Konsolidasian
Consolidated Statement of Profit or Loss and Other Comprehensive Income
Pendapatan Usaha 18.728 15.566 13.783 11.776 9.588
Operating Revenue
Pendapatan Tol 17.186 13.948 12.444 10.786 8.763
Toll Operating Revenue
Pendapatan Usaha Lain 1.543 1.618 1.339 990 825
Other Operating Revenue
Pendapatan Konstruksi 9.975 5.753 2.800 3.393 4.116
Construction Revenue
Beban Pendapatan (17.385) (12.360) (9.165) (8.695) (8.349)
Cost of Revenue
Laba Usaha 9.532 11.322 7.383 6.720 4.466
Profit from Operations
EBITDA 12.619 9.912 8.680 7.676 5.984
EBITDA
Laba Sebelum Pajak Penghasilan 5.774 7.926 3.726 2.072 696
Profit Before Income Tax
Beban Pajak Penghasilan (154) (1.177) (1.402) (1.201) (738)
Income Tax Expense
Laba Tahun Berjalan yang Dapat Diatribusikan kepada:
Profit for the Year Attributable to:
Pemilik Entitas Induk 4.536 6.794 2.747 1.615 501
Owners of the Parent Entity
Kepentingan Non Pengendali 1.084 (44) (423) (744) (543)
Non-controlling Interest
Total Laba (Rugi) Tahun Berjalan 5.620 6.749 2.324 871 (42)
Total Profit for the Year
Total Penghasilan Komprehensif Tahun Berjalan yang Dapat Diatribusikan kepada:
Total Comprehensive Income for the Year Attributable To:
Pemilik Entitas Induk 4.418 6.620 1.239 1.532 644
Owners of the parent entity
Kepentingan Non Pengendali 1.065 (33) (422) (744) (543)
Non-controlling Interest
Total Penghasilan Komprehensif Tahun 5.483 6.587 818 788 101
Berjalan
Total Comprehensive Income for the Year
Laba per Saham (Rupiah Penuh) 624,9 936,0 378,5 222,6 69,0
Earning per Share (in Rupiah, full amount)
20 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Historis Ikhtisar Keuangan Periode 2020-2024 (dalam miliar Rupiah, kecuali dinyatakan lain)
(in billion Rupiah, unless stated otherwise)
Table of Historical Financial Highlight for the Period of 2020-2024
Uraian 2024 2023 2022 2021 2020
Description
Posisi Keuangan Konsolidasian
Consolidated Statements of Financial Position
Total Aset 140.726 129.312 91.139 101.243 104.087
Total Assets
Total Liabilitas 83.185 90.401 65.518 75.743 79.311
Total Liabilities
Total Ekuitas 57.541 38.911 25.621 25.500 24.776
Total Equity
Belanja Modal 15.093 12.128 7.915 5.836 7.369
Capital Expenditure
Investasi pada Entitas Asosiasi dan Ventura 7.098 6.156 8.974 6.537 4.591
Bersama
Investment in Associates and Joint
Ventures
Modal Kerja Bersih (13.506) (14.846) 344 (1.653) (4.223)
Net Working Capital
Arus Kas Konsolidasian
Consolidated Cash Flows
Arus Kas dari Aktivitas Operasi 6.501 4.166 4.022 2.765 1.441
Cash Flows from Operating Activities
Arus Kas dari Aktivitas Investasi (10.815) (8.324) (1.640) (3.906) (24.183)
Cash Flows from Investing Activities
Arus Kas dari Aktivitas Pendanaan 4.685 168 (62) 2.992 22.998
Cash Flows from Financing Activities
Kenaikan Neto Kas dan Setara Kas 371 (3.990) 2.320 1.851 256
Net Increase of Cash and Cash Equivalents
Kas dan Setara Kas pada Awal Tahun 4.439 8.429 6.279 4.597 4.342
Cash and Cash Equivalents at Beginning of
the Year
Kas dan Setara Kas pada Akhir Tahun 4.810 4.439 8.429 6.279 4.597
Cash and Cash Flows at End of Year
Rasio Keuangan Utama (%)
Financial Ratios (%)
Rasio Laba (Rugi) terhadap Aset 3,2 5,3 3,0 1,6 0,5
Return on Asset Ratio
Rasio Laba (Rugi) terhadap Ekuitas 7,9 17,5 10,7 6,3 2,0
Return on Equity Ratio
Marjin Laba (Rugi) terhadap Pendapatan 24,2 43,6 19,9 13,7 5,2
Usaha
Gross Margin Ratio
Rasio Lancar 33,7 34,9 102,8 86,2 71,7
Current Ratio
Rasio Liabilitas terhadap Jumlah Ekuitas 144,6 232,3 255,7 297,0 320,1
Debt to Equity Ratio
Rasio Liabilitas terhadap Jumlah Aset 59,1 69,9 71,9 74,8 76,2
Debt to Asset Ratio
EBITDA Margin 67,4 63,7 63,0 65,2 62,4
EBITDA Margin
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 21
Page 22
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Grafik Pendapatan Usaha di Luar Grafik Beban Pendapatan
Pendapatan Konstruksi 2020-2024 (dalam miliar Rupiah) di Luar Beban Konstruksi 2020-2024 (dalam miliar Rupiah)
(in billion Rupiah) (in billion Rupiah)
Chart of Non-Construction Operating Revenue in Chart of Non-Construction Operating Cost in
2020-2024 2020-2024
2024 18.728 2024 7.482
2023 15.566 2023 6.643
2022 13.783 2022 6.392
2021 11.776 2021 5.334
2020 9.588 2020 4.275
Grafik Laba Usaha 2020-2024 (dalam miliar Rupiah) Grafik Laba Sebelum Pajak
(in billion Rupiah) (dalam miliar Rupiah)
Chart of Profit from Operations in 2020-2024 Penghasilan 2020-2024 (in billion Rupiah)
Chart of Profit Before Income Tax in 2020-2024
2024 9.532 2024 5.774
2023 11.322 2023 7.926
2022 7.383 2022 3.726
2021 6.720 2021 2.072
2020 4.466 2020 696
Grafik Laba Tahun Berjalan yang dapat Grafik Laba Bersih per Saham 2020-2024
(dalam miliar Rupiah)
Diatribusikan kepada Pemilik Entitas Chart of Earnings per Share in 2020-2024 (in billion Rupiah)
(dalam miliar Rupiah)
Induk 2020-2024 (in billion Rupiah)
Chart of Profit for the Year Attributable to
Owners of the Parent Entity in 2020-2024
2024 4.536 2024 625
2023 6.794 2023 936
2022 2.747 2022 378
2021 1.615 2021 223
2020 501 2020 69
22 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 23
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Grafik EBITDA 2020-2024 (dalam miliar Rupiah) Grafik Total Aset 2020-2024 (dalam miliar Rupiah)
Chart of EBITDA 2020-2024 (in billion Rupiah) Chart of Total Assets in2020-2024 (in billion Rupiah)
2024 12.619 2024 140.726
2023 9.912 2023 129.312
2022 8.680 2022 91.139
2021 7.676 2021 101.243
2020 5.984 2020 104.087
Grafik Total Liabilitas 2020-2024 (dalam miliar Rupiah) Grafik Total Ekuitas 2020-2024 (dalam miliar Rupiah)
Chart of Total Liabilities in 2020-2024 (in billion Rupiah) Chart of Total Equity in 2020-2024 (in billion Rupiah)
2024 83.185 2024 57.541
2023 90.401 2023 38.911
2022 65.518 2022 25.621
2021 75.743 2021 25.500
2020 79.311 2020 24.776
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 23
Page 24
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Ikhtisar Operasional
Operational Highlights
Tabel Historis Ikhtisar Operasional Periode 2020-2024
Table of Historical Operational Highlights for the Period of 2020-2024
Uraian 2024 2023 2022 2021 2020
Description
Panjang Jalan Tol Beroperasi (km) 1.286 1.264 1.260 1.246 1.191
Total Length of Operated Toll Roads (km)
Hak Konsesi Jalan Tol (km) 1.736 1.736 1.906 1.603 1.603
Toll Roads Concession Rights (km)
Volume Lalu Lintas Transaksi (Jutaan Kendaraan) 1.302 1.292 1.230 1.066 979
Volume of Traffic Transactions (million vehicles)
Volume Lalu Lintas Transaksi Harian Rata-rata 3.567 3.538 3.370 2.922 2.682
(Ribuan Kendaraan)
Volume of Traffic Transactions on Average Daily
(thousand vehicles)
Pendapatan Tol Harian Rata-rata (Jutaan Rupiah) 46.956 37.723 34.093 29.552 24.008
Toll Road Revenue on Average Daily
(million Rupiah)
Jumlah Karyawan Konsolidasi (Orang) 7.919 7.949 7.990 8.160 7.783
Number of Employees (People)
Jumlah Petugas Customer Service (Orang) 2.356 2.776 2.726 3.490 3.119
Number of Toll Road Customer Service (people)
Pemenuhan Standar Pelayanan Minimal (SPM) 100% 100% 100% 100% 100%
Fulfillment of Minimum Standard of Services (MSS)
Panjang Jalan Tol Operasi 2020-2024 (dalam km) Hak Konsensi Jalan Tol 2020-2024 (dalam km)
Total Length of Operated Toll Roads in 2020-2024 (in km) Total Roads Concession Rights in 2020-2024 (in km)
2024 1.286 2024 1.736
2023 1.264 2023 1.736
2022 1.260 2022 1.906
2021 1.246 2021 1.603
2020 1.191 2020 1.603
24 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 25
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Informasi Harga Saham
Stock Price Information
Tabel Harga, Volume, dan Kapitalisasi Saham JSMR 2023-2024
Table of JSMR Stocks Price, Volume, and Market Capitalization in 2023-2024
Harga Per Saham (Rupiah Penuh) Jumlah Saham Kapitalisasi Pasar
Volume Transaksi
Price Per Share (Full Amount Rupiah) Beredar (lembar) (Rp triliun)
Periode (lembar)
Total Shares Market
Period Pembukaan Tertinggi Terendah Penutupan Transaction
Outstanding Capitalization
Opening Highest Lowest Closing Volume (shares)
(shares) (Rp trillion)
2024
Triwulan I 5.675 5.700 5.525 5.550 7.257.871.200 6.583.600 40,3
1st Quarter
Triwulan II 4.890 4.890 4.780 4.780 7.257.871.200 8.751.400 34,7
2nd Quarter
Triwulan III 4.930 4.960 4.840 4.930 7.257.871.200 8.699.000 35,8
3rd Quarter
Triwulan IV 4.330 4.450 4.320 4.330 7.257.871.200 2.977.700 31,4
4th Quarter
2023
Triwulan I 3.260 3.260 3.200 3.220 7.257.871.200 2.224.800 23,4
1st Quarter
Triwulan II 3.720 3.840 3.720 3.800 7.257.871.200 9.793.600 27,6
2nd Quarter
Triwulan III 4.400 4.400 4.200 4.290 7.257.871.200 7.921.300 31,1
3rd Quarter
Triwulan IV 4.800 4.890 4.740 4.870 7.257.871.200 5.976.800 35,4
4th Quarter
Grafik Pergerakan Harga dan Volume Saham JSMR Tahun 2023-2024
JSMR Stocks Price and Volume Movement Chart in 2023-2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 25
Page 26
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Grafik Pergerakan Harga Penutupan Saham Triwulanan Tahun 2023-2024 dalam Rupiah penuh
Quarterly Stock Closing Prices Movement Chart in 2023-2024 in Rupiah
Grafik Pergerakan Volume Saham Triwulanan Tahun 2023-2024
dalam jutaan transaksi
Quarterly Stocks Volume Movement Chart in 2023-2024 in millions of transaction
Grafik Kapitalisasi Pasar Saham Tahun 2023-2024 dalam triliun Rupiah
Stock Market Capitalization Chart in 2023-2024 in trillion Rupiah
26 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 27
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Laporan Analis Perseroan
Company Analyst Report
Tabel Hasil Laporan Analis terhadap Perseroan Tahun 2024
Table of Analyst Report Results for the Company in 2024
Target
Sekuritas – Harga
Tanggal Analis Rekomendasi (Rp) Ringkasan
No
Date Security – Recommendation Target Summary
Analyst Price
(Rp)
1 02 Februari BCA Sekuritas Buy 5.700 Guidance Perseroan atas pertumbuhan pendapatan tol di FY24
2024 – Ryan Yani berada di kisaran 10-17% didorong oleh penyesuaian tarif untuk 9
February 02, Santoso ruas jalan tol dan volume trafik yang tinggi terutama di 1Q24 yang
2024 tidak dipengaruhi lagi oleh dampak covid-19 seperti kuartal yang
sama periode sebelumnya. Lebih lanjut, kami mengkalkulasikan
Perseroan akan memperoleh valuasi saham 2,5-2,7 P/BV atas
divestasi PT Jasamarga Transjawa Tol (PT JTT) akan memberikan
dampak positif dalam jangka pendek.
The Company’s guidance for toll revenue growth in FY24 is in
the range of 10-17%, driven by tariff adjustments for 9 toll road
segments and high traffic volume, especially in 1Q24, which will
no longer be affected by the impact of COVID-19 as in the same
quarter of the previous year. Furthermore, we estimate that the
Company will achieve a stock valuation of 2.5-2.7 P/BV from the
divestment of PT Jasamarga Transjawa Toll (PT JTT), which will
have a positive impact in the short term.
2 06 Maret CGS Buy 5.850 Penyesuaian tarif pada 21 ruas tol di 2023 memberikan ekspektasi
2024 International – pada peningkatan tarif di 8 ruas tol lain dalam proyeksi 2024. Hal
March 06, Bob Setiadi ini mendukung optimisme guidance kami atas pertumbuhan total
2024 pendapatan JSMR tahun 2024 di angka +23% yoy, Earnings Before
Interest, Taxes, Depreciation and Amortization (EBITDA) bertumbuh
+31% yoy, dan EBITDA margin sebesar 68,8%.
The tariff adjustment on 21 toll roads in 2023 set expectations
for tariff increases on 8 other toll roads in the 2024 projection.
This supports our optimistic guidance for JSMR’s total revenue
growth in 2024 at +23% YoY, with Earnings Before Interest, Taxes,
Depreciation, and Amortization (EBITDA) growing +31% YoY, and
an EBITDA margin of 68.8%.
3 06 Mei 2024 Sucor Sekuritas Buy 6.000 Kinerja positif Perseroan tampak pada pencatatan pendapatan tol
May 06, 2024 - Niko Pandowo di 1Q24 sebesar Rp586 M atau meningkat +18% secara yoy. Lebih
lanjut, outlook positif Perseroan didukung oleh faktor-faktor,
antara lain: 1) Konsistensi dalam menghasilkan free cash flow
dan EBITDA margin yang tinggi didorong oleh established assets
dan potensi pertumbuhan dari pengoperasian ruas-ruas tol baru;
2) Volume trafik yang meningkat dilatarbelakangi penyesuaian
tarif khusus pada JSN, kenaikan tarif di ruas tol Japek dan Japek
elevated, dan rencana penyesuaian tarif di tiga ruas tol lain
pada 2024; 3) Dampak divestasi saham PT JTT akan menguatkan
leverage Perseroan; 4) Posisi Perseroan sebagai perusahaan yang
memperoleh manfaat atas upaya reindustrialisasi Indonesia.
The Company’s positive performance is evident in the toll
revenue recorded in 1Q24, amounting to 586 million Rupiah,
an increase of +18% YoY. Furthermore, the Company’s positive
outlook is supported by several factors, including: 1) Consistency
in generating free cash flow and high EBITDA margin driven by
established assets and growth potential from the operation
of new toll segments; 2) Increased traffic volume due to tariff
adjustments, particularly on JSN, tariff hikes on the Japek and
Japek Elevated toll roads, and planned tariff adjustments on three
other toll roads in 2024; 3) The impact of the divestment of PT JTT
shares will strengthen the Company’s leverage; 4) The Company’s
position as a beneficiary of Indonesia’s re-industrialization efforts.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 27
Page 28
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Hasil Laporan Analis terhadap Perseroan Tahun 2024
Table of Analyst Report Results for the Company in 2024
Target
Sekuritas – Harga
Tanggal Analis Rekomendasi (Rp) Ringkasan
No
Date Security – Recommendation Target Summary
Analyst Price
(Rp)
4 02 Agustus Mandiri Buy 6.300 Laba bersih yang solid di semester-1 2024 sebesar Rp2,3 triliun
2024 Sekuritas - (+104,3% YoY), dipengaruhi oleh pembalikan pajak tangguhan
August 02, Farah Rahmi satu kali karena perubahan metode amortisasi. Perseroan
2024 Oktaviani merevisi target pertumbuhan pendapatan tahun 2024 menjadi
>17% (sebelumnya 15-17%) dan mempertahankan target EBITDA
margin pada 65-66%, meskipun EBITDA margin untuk semester-1
2024 lebih tinggi yakni sebesar 67%. Transaksi divestasi
Jalan Tol Trans Jawa (JTT) diharapkan selesai pada September
2024, dengan pembayaran pertama sekitar Rp9,5 triliun untuk
menurunkan utang. Perseroan menekankan tidak ada keuntungan
yang akan diperoleh dari divestasi tersebut, karena perusahaan
tetap menjadi pengendali.
The solid net profit in the first half of 2024 amounted to 2.3
trillion Rupiah (+104.3% YoY), influenced by a one-time reversal
of deferred taxes due to a change in amortization methods. The
Company has revised its 2024 revenue growth target to >17%
(previously 15-17%) and maintained its EBITDA margin target at
65-66%, although the EBITDA margin for the first half of 2024 was
higher at 67%. The divestment transaction of the Trans Java Toll
Road (JTT) is expected to be completed by September 2024, with
an initial payment of approximately 9.5 trillion Rupiah to reduce
debt. The Company emphasized that no profit will be gained from
this divestment, as the company will remain the controlling entity.
5 16 Agustus NH Korindo Buy 6.450 Kinerja volume lalu lintas mengalami perbaikan mencapai 178
2024 Sekuritas ribu kendaraan per hari pada 1H24, melebihi level pra-pandemi.
August 16, - Richard Volume lalu lintas tumbuh 1,27% pada 1H24, mencapai 637
2024 Jonathan Halim juta kendaraan. Meskipun likuditas Perseroan menurun seiring
peningkatan WACD akibat kenaikan suku bunga acuan BI7DRR
pada April 2024, namun penyelesaian divestasi PT JTT berpeluang
menguatkan leverage Perseroan. Rekomendasi Buy seiring
penyesuaian tarif, pemulihan traffic serta proyeksi EBITDA yang
tumbuh 2025F (9,6%).
Traffic volume performance improved, reaching 178,000 vehicles
per day in 1H24, surpassing pre-pandemic levels. Traffic volume
grew 1.27% in 1H24, reaching 637 million vehicles. Although
the Company’s liquidity decreased due to an increase in WACD
following the BI7DRR benchmark interest rate hike in April 2024,
the completion of the PT JTT divestment has the potential to
strengthen the Company’s leverage. The Buy recommendation
is supported by tariff adjustments, traffic recovery, and the
projected EBITDA growth of 9.6% in 2025F.
6 06 BRI Danareksa Buy 6.500 Estimasi pertumbuhan traffic dapat mengimbangkan peningkatan
September Sekuritas - minoritas pada laba bersih FY25, namun diperlukan deleveraging
2024 Richard Jerry untuk mendorong laba di FY26. Perseroan masih memiliki outlook
September positif dipengaruhi oleh: 1) penyesuaian tarif pada 8 ruas tol
06, 2024 di FY23/24 (>20%); 2) Penyesuaian tarif reguler di FY25 akan
mempengaruhi ~70% pendapatan di tahun depan, 3) Divestasi PT
JTT menghasilkan dana untuk deleveraging.
The estimated traffic growth may offset the minor increase in net
profit for FY25, but deleveraging will be required to drive profits
in FY26. The Company still has a positive outlook, influenced
by: 1) Tariff adjustments on 8 toll roads in FY23/24 (>20%); 2)
Regular tariff adjustments in FY25 will affect approximately 70%
of next year’s revenue; 3) The divestment of PT JTT generates
funds for deleveraging.
7 01 Oktober Citi Research – Buy 6.700 Perseroan akan memperoleh dana sebesar Rp13,9 T dalam
2024 Felicia Barus dua tahap pasca penyelesaian divestasi saham PT JTT pada 27
October 01, September 2024. Kami meningkatkan estimasi pendapatan inti
2024 Perseroan pada FY24/25E sebesar 2/4% dilatarbelakangi oleh
penggunaan dana divestasi PT JTT untuk deleverage, meskipun
penyertaan rencana pengoperasian ruas tol baru telah ada dalam
model kami. Lebih lanjut, EBITDA pada FY25/26E masih dapat
meningkat sebesar 8/11% YoY, sedangkan EBITDA margin dapat
terjaga pada kisaran 66-67%.
The Company will receive 13.9 trillion Rupiah in two stages
following the completion of the PT JTT share divestment on
September 27, 2024. We have revised our estimate for the
Company’s core revenue in FY24/25E by 2/4%, driven by the use
of funds from the PT JTT divestment for deleveraging, although
the planned operation of new toll road segments has already
been incorporated into our model. Furthermore, EBITDA for
FY25/26E could still increase by 8/11% YoY, while the EBITDA
margin is expected to remain in the range of 66-67%.
28 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 29
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Hasil Laporan Analis terhadap Perseroan Tahun 2024
Table of Analyst Report Results for the Company in 2024
Target
Sekuritas – Harga
Tanggal Analis Rekomendasi (Rp) Ringkasan
No
Date Security – Recommendation Target Summary
Analyst Price
(Rp)
8 15 Oktober UOB KayHian Buy 6.000 Perseroan telah menyelesaikan divestasi saham PT JTT pada 27
2024 - Benyamin September 2024 dengan perolehan pembayaran tahap 1 sebesar
October 15, Mikael Rp15,3 T yang digunakan untuk pengurangan utang dan ekspansi
2024 ruas tol baru. Perseroan juga berencana meningkatkan tarif pada
21 dari 29 ruas tol di 2025 terutama berdasarkan pada inflasi
wilayah terkait. Kami mengekspektasikan laba inti Perseroan akan
bertumbuh sebesar 9,4% YoY di 2025.
The Company completed the divestment of PT JTT shares on
September 27, 2024, with the first-stage payment of IDR 15.3
trillion, which will be used for debt reduction and the expansion
of new toll road segments. The Company also plans to increase
tariffs on 21 out of 29 toll roads in 2025, primarily based on the
inflation rate of the respective regions. We expect the Company’s
core profit to grow by 9.4% YoY in 2025.
9 03 November BNI Sekuritas - Buy 7.150 Perseroan mencatatkan pendapatan (tanpa pendapatan
2024 Aurelia Barus konstruksi) sebesar Rp 4,7 T di 3Q24 atau melemah -3% secara
November QoQ, namun masih sejalan dengan estimasi dan konsesus yang
03, 2024 kami perkirakan. Lebih lanjut, secara yoy, pendapatan 9M24 telah
bertumbuh sebesar +26% atau mencapai Rp 13,9 T. Meskipun
pertumbuhan pendapatan di 3Q24 menurun, volume transaksi di
4Q24F diekspektasikan akan meningkat sebesar +0,6% sehingga
mendukung mampu pendapatan FY24F tetap terjaga dengan
pertumbuhan 22% secara yoy. Perseroan memberikan guidance
yang cenderung konservatif pada FY25F dan FY26F, namun tetap
memberikan outlook positif terutama didorong oleh estimasi
penyesuaian tarif pada 21 ruas tol di FY25F, integrasi tarif,
dan proses deleveraging yang memperkuat kondisi keuangan
Perseroan.
The Company recorded revenue (excluding construction revenue)
of 4.7 trillion Rupiah in 3Q24, which declined by -3% QoQ but
remains in line with our estimates and consensus projections.
Furthermore, on a YoY basis, revenue for 9M24 grew by +26%,
reaching 13.9 trillion Rupiah. Although revenue growth in 3Q24
slowed, transaction volume in 4Q24F is expected to increase
by +0.6%, which will help maintain FY24F revenue growth at
22% YoY. The Company has provided a relatively conservative
guidance for FY25F and FY26F, but still maintains a positive
outlook, primarily driven by the expected tariff adjustments on
21 toll roads in FY25F, tariff integration, and the deleveraging
process that strengthens the Company’s financial position.
10 05 November UBS - Joshua Buy 6.450 Laba Jasa Marga 9M24 sebesar Rp3,3 triliun atau mencapai
2024 Tanja 90% dari konsensus, dengan pendapatan tol tumbuh 19% YoY
November meskipun pertumbuhan lalu lintas datar sebesar 1%. Peningkatan
05, 2024 ini didorong oleh tarif rata-rata yang lebih tinggi, terutama dari tarif
khusus dan penyesuaian pada tahun ganjil, di samping lalu lintas
harian yang lebih kuat dari yang diharapkan dari JORR 2 yang lebih
terintegrasi. Perseroan meningkatkan panduannya untuk tahun
2024, dengan memperkirakan pertumbuhan pendapatan tol lebih
dari 20%, pertumbuhan EBITDA 20%, dan margin EBITDA 66-67%,
sementara juga memperkenalkan panduan tahun 2025 untuk
pertumbuhan pendapatan dan EBITDA 6-8%, dan mempertahankan
rasio gearing sekitar 2x.
Jasa Marga’s 9M24 profit reached 3.3 trillion Rupiah, accounting for
90% of consensus, with toll revenue growing by 19% YoY despite
flat traffic growth of 1%. This improvement was driven by higher
average tariffs, particularly from special tariffs and adjustments
during odd years, along with stronger-than-expected daily traffic
from the more integrated JORR 2. The Company has raised its
guidance for 2024, forecasting toll revenue growth of over 20%,
EBITDA growth of 20%, and an EBITDA margin of 66-67%. It has
also introduced guidance for 2025, expecting revenue and EBITDA
growth of 6-8%, while maintaining a gearing ratio of around 2x.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 29
Page 30
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Aksi Korporasi
Corporate Action
Selama tahun 2024, Jasa Marga tidak melakukan aksi korporasi In 2024, Jasa Marga did not execute any corporate action
yang mengakibatkan terjadinya perubahan rasio pemecahan that may cause any change in stock ratio (stock split), reverse
saham (stock split), penggabungan saham (reverse stock), stock, shares dividend and bonus shares payment, addition
pembagian dividen saham dan saham bonus, penambahan and price of shares outstanding or change in the Company’s
jumlah dan harga saham beredar, serta perubahan nilai shares par value.
nominal saham Perseroan.
Informasi Penghentian Sementara
Perdagangan Saham (Suspension) dan/atau
Penghapusan Pencatatan Saham (Delisting)
Information on Stocks Suspension and/or Delisting
Sampai dengan Desember 2024, PT Jasa Marga (Persero) As of December 2024, PT Jasa Marga (Persero) Tbk. has never
Tbk tidak pernah dikenakan sanksi penghentian sementara been charged by any stocks suspension and/or delisting.
perdagangan saham (suspension) dan/atau penghapusan
pencatatan saham (delisting).
30 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 31
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Informasi Obligasi, Sukuk, dan/atau Obligasi
Konversi serta Pendanaan Lainnya
Information on Bonds, Sukuk, and/or Converted Bonds, and
other Financing
Informasi Obligasi
Information on Bonds
Tabel Obligasi PT Jasa Marga (Persero) Tbk Tahun 2024
Table of Bonds of PT Jasa Marga (Persero) Tbk in 2024
Jumlah Peringkat
Tanggal Tingkat
Tanggal Tenor Obligasi/ Status Rating
Mata Jatuh Suku Bunga Wali
Uraian Penerbitan (tahun) Sukuk (juta) Pembayaran
No Uang Tempo (%) Amanat
Description Inssuance Tenor Total Bonds/ Payment
Currency Maturity Interest Trustee
Date (year) Sukuk Status 2024 2023
Date Rate(%)
(million)
1 Obligasi I 8 November Seri A: 3 Rp Seri A: Seri A: Seri A: Seri A,B,C/ idAAA idAAA PT Bank
Marga Lingkar 2017 Series A: 3 Series A: 200.000 Series A: Series A: A,B,C Series: (sf) (sf) Mega Tbk
Jakarta Tahun November 8, 8 November/ 7,45% Lunas oleh/by oleh/by
2017 2017 Seri B: 5 Seri B: November, 8 (Paid Off) Pefindo Pefindo
Series B: 5
Bonds I Marga Series B: 2020 Seri B:
Lingkar Jakarta Seri C: 7
217.000 Series B: Seri D,E/
Year 2017 Series C: 7 Seri B: 7,75% D,E Series:
Seri C: Series B: Belum Lunas
Seri D: 10 Series C: 299.000 8 November/ Seri C: (Not Paid Off)
Series D: 10 November, 8 Series C:
Seri D: 2022 8,30%
Seri E: 12 Series D: 320.000
Series E: 12 Seri C: Seri D:
Seri E: Series C: Series D:
Series E: 464.000 8 November/ 8,70%
November, 8
2024 Seri E:
Series E:
Seri D: 8,85%
Series D:
8 November/
November, 8
2027
Seri E:
Series E:
8 November/
November, 8
2029
2 Obligasi 8 September Seri A: 3 Rp Seri A: Seri A: Seri A: Seri A/ IdAA idAA PT Bank
Berkelanjutan 2020 Series A: 3 Series A: Series A: Series A: A Series: oleh/by oleh/by Mega Tbk
II Jasa Marga September 8, 1.100.350 8 September/ 7,90% Lunas Pefindo Pefindo
Tahap I Tahun 2020 Seri B: 5 September, 8
Series B: 5
(Paid Off)
2020 Seri B: 2023 Seri B:
Shelf- Seri C: 7
Series B: 286.000 Series B: Seri B,C,D/
Registration Series C: 7 Seri B: 8,25% B,C,D Series:
Bonds II Jasa Seri C: Series B:
Belum Lunas
Marga Phase I Seri D: 10 Series C: 90.050 8 September/ Seri C:
(Not Paid Off)
Year 2020 Series D: 10 September, 8 Series C:
Seri D: 2025 8,60%
Series D: 523.600
Seri C: Seri D:
Series C: Series D:
8 September/ 9,00%
September, 8
2027
Seri D:
Series D:
8 September/
September, 8
2030
3 Obligasi 5 Juli 2024 Seri A: 3 Rp Seri A: Seri A: Seri A: Seri A,B,C: IdAA - PT Bank
Berkelanjutan July 5, 2024 Series A: 3 Series A: Series A: Series A: A,B,C Series: oleh/by Mega Tbk
III Jasa Marga 90.155 5 Juli/ 6,90% Belum Lunas Pefindo
Tahap I Tahun Seri B: 5 July 5 (Not Paid Off)
Series B: 5
2024 Seri B: 2027 Seri B:
Shelf- Seri C: 10
Series B: Series B:
Registration Series C: 10 241.055 Seri B: 7,00%
Bonds III Jasa Series B:
Marga Phase I Seri C: 5 Juli/ Seri C:
Year 2024 Series C: July 5 Series C:
601.140 2029 7,20%
Seri C:
Series C:
5 Juli/
July 5
2034
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 31
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Informasi Sukuk Information on Sukuk
Pada tahun 2019, Perseroan melalui PT Jasamarga Pandaan Tol In 2019, through PT Jasamarga Pandaan Tol (JPT) as a Joint
(JPT) yang merupakan entitas Ventura Bersama menerbitkan Venture Entity, the Company issued Medium-term Ijarah
Sukuk Ijarah Jangka Menengah, dengan rincian sebagai Sukuk, with detail information, as follows:
berikut:
Tabel Sukuk PT Jasa Marga (Persero) Tbk Tahun 2024
Table of Sukuk of PT Jasa Marga (Persero) Tbk in 2024
Jumlah Peringkat
Obligasi/ Rating
Tanggal Tingkat
Tanggal Tenor Sukuk Status
Mata Jatuh Suku Bunga Wali
Uraian Penerbitan (tahun) (juta) Pembayaran
No Uang Tempo (%) Amanat
Description Inssuance Tenor Total Payment
Currency Maturity Interest Trustee
Date (year) Bonds/ Status 2024 2023
Date Rate(%)
Sukuk
(million)
1 Sukuk Ijarah 19 Juli 2019 Seri A: Rp Seri A/ Seri A/ Seri A/ Seri A/ - 2023: PT Bank Mega
Jangka July 19, Series A: Series A: Series A: Series A: Series A: idAA- Tbk
Menengah PT 2019 3 100.000 17 Juli/ 8,50% Lunas (sy)
Jasamarga July 17, (Paid Off) oleh/by
Pandaan Tol Seri B Seri B/ 2022 Seri B/ Pefindo
Tahun 2019 Series B: Series B: B Series: Seri B/
Medium-Term 5 685.000 Seri B/ 9,00% Series B:
Ijarah Sukuk PT Series B: Lunas
Jasamarga 17 Juli/ (Paid Off)
Pandaan Tol July 17,
Year 2019 2024
Pada tanggal 17 Juli 2024, Perseroan melalui PT Jasamarga On July 17, 2024, the Company, through PT Jasamarga
Pandaan Tol (JPT) telah melunasi seluruh outstanding sukuk. Pandaan Tol (JPT), has fully settled all outstanding sukuk.
Informasi Obligasi Konversi Information on Converted Bonds
Sampai dengan Desember 2024, Jasa Marga tidak menerbitkan Until December 2024, Jasa Marga has not issued any
obligasi konversi. Dengan demikian, Perseroan tidak memiliki convertible bonds. Therefore, the company does not have
informasi mengenai obligasi konversi. information regarding convertible bonds.
Informasi Sumber Pendanaan Lainnya
Information on Other Sources of Financing
Tabel Sumber Pendanaan Lainnya PT Jasa Marga (Persero) Tbk Tahun 2024
Table of Other Funding Sources of PT Jasa Marga (Persero) Tbk in 2024
Tahun Tenor Nilai
Mata
Uraian Terbit (tahun) (juta) Tujuan Penerbitan Keterangan
No Uang
Description Issuance Term Value Purpose of Issuance Description
Currency
Year (Year) (milion)
1 Kontrak Investasi Kolektif 2019 - Rp 1.303.400 Memperbaiki struktur Pada September 2024,
Dana Investasi Infrastruktur pemodalan serta menjaga telah dilakukan pembelian
(KIK-DINFRA) Toll Road rasio-rasio keuangan kembali atas seluruh unit
Mandiri 001 Perseroan. penyertaan KIK-DINFRA oleh
Infrastructure Investment Improving capital structure PT Jasamarga Transjawa Tol.
Fund Collective Investment and maintaining the In September 2024, PT
Contract (KIK-DINFRA) Toll Company's financial ratios. Jasamarga Transjawa Tol
Road Mandiri 001 repurchased all participation
units of KIK-DINFRA.
Pada tahun 2024, Jasa Marga tidak menerbitkan instrumen In 2024, the Company did not issue other funding instruments.
pendanaan lainnya.
32 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 33
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Jalan Tol Semarang-Solo
Semarang-Solo Tollroad
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 33
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Penghargaan dan Sertifikasi
Awards and Certifications
Penghargaan
Awards
1 2 3 4
5 6 7 8
9 10 11 12
34 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 35
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Penghargaan yang Diperoleh Perseroan pada Tahun 2024
Table of List of Awards Received by the Company in 2024
Nama Acara Penghargaan / Kategori Penyelenggara Lingkup Tanggal
No
Event Name Award Category Organizer Scope Date
1 Perayaan Hari Ulang Kolaboratif dalam Program Edukasi Pengguna Jalan Berkeselamatan Jasa Raharja Nasional 5 Januari 2024
Tahun ke 63 PT Jasa Collaborative in Road Safety Education Programs for Road Users National January 5, 2024
Raharja
63rd Anniversary
Celebration of PT Jasa
Raharja
2 Indonesia Green • Kategori Pengorganisasian Tanggung Jawab Sosial Perusahaan La Tofi School of Social Nasional 17 Januari 2024
Awards 2024 • Kategori Penyelamatan Sumber Daya Air Responsibility National January 17, 2024
• Kategori Rekayasa Teknologi dalam Menghemat Energi/
Penggunaan Energi Terbarukan
• Category of Corporate Social Responsibility Organization
• Category of Water Resource Conservation
• Category of Technology Engineering in Energy Conservation/
Renewable Energy Use
3 Enterprise Risk Gold Award Excellent untuk kategori Public Company, Sector Economic Review Nasional 18 Januari 2024
Management Award Infrastructure, Industry: Transportation Infrastructure Operator National January 18, 2024
VI 2024 (IERMA- Gold Award Excellent for the category of Public Company, Sector:
VI-2024) Infrastructure, Industry: Transportation Infrastructure Operator
4 Best Stock Award • Kategori Mid Cap Sektor Infrastruktur Investortrust dan/and Nasional 25 Januari 2024
2024 • Kategori Badan Usaha Milik Negara (BUMN) Infovesta Utama National January 25, 2024
• Mid Cap Category of Infrastructure Sector
• State-Owned Enterprise Category
5 Indonesia Living Living Legend Company in Encouraging Toll Road Connectivity to Warta Ekonomi Nasional 31 Januari 2024
Legend Awards 2024 Increase Revenue Performance Kategori Silver National January 31, 2024
Living Legend Company in Encouraging Toll Road Connectivity to
Increase Revenue Performance - Silver Category
6 Contact Center Service Peringkat 1 dalam Bidang Contact Center Public Service dengan Marketing Magazine Nasional 28 Februari 2024
Excellent Award Predikat Sangat Memuaskan dan/and Carre- National February 28, 2024
(CCSEA) 2024 Ranked 1st in the Public Service Contact Center category with an Center for Customer
“Excellent” rating Satisfaction & Loyalty
(Carre-CCSL).
7 Customer Gathering Best Corporate Employee Health Investment 2023 PT Bio Farma (Persero) Nasional 6 Maret 2024
Bio Farma National March 6, 2024
8 13th Anugerah BUMN • Kategori Tata Kelola Perusahaan (Good Corporate Governance) Kementerian BUMN Nasional 13 Maret 2024
Tahun 2024 Perusahaan Terbaik Ministry of State-Owned National March 13, 2024
13th BUMN Award • Kategori Program Perusahaan Pengembangan UMKM Terbaik Enterprises
2024 • Best Company in Corporate Governance (Good Corporate
Governance) Category
• Best Company Program in MSME Development Category
9 Indonesia CSR • CSR Excellence Award Kategori #Star 4 ‘The Best Company in First Indonesia Magazine Nasional 20 Maret 2024
Excellence Award Community Development and The Environment Excellence in For bersama PT Indonesia National March 20, 2024
(ICEA) 2024 Create Economic Development The Best Integrated CSR Program‘ Popular Mandiri
• Best Leadership Focus on CSR Program untuk Direktur Human
Capital & Transformasi Jasa Marga, Bagus Cahya A.B. atas
dedikasinya dalam mendukung penuh implementasi program-
program CSR di Perusahaan.
• Best Leadership Focus on CSR Program for Bagus Cahya A.B,
Director of Human Capital & Transformation at Jasa Marga,
in recognition of his dedication to fully supporting the
implementation of CSR programs within the Company.
10 5th Anniversary Indonesia Best 50 CEO 2024 (Employees Choice) The Iconomics Media Nasional 21 Maret 2024
Indonesia Best National March 21, 2024
CEO Award 2024,
Indonesia Popular
CEO, dan/and
Indonesia Public
Leader 2024
11 Gala Award International Golden Award Kategori "Golden Company Winner Achievement Magazine Nasional 23 Maret 2024
ASEAN Winner 2024" Indonesia National March 23, 2024
Class - Award Night International Golden Award in "Golden Company Winner 2024"
2024 "Celebrating category
Excellence"
12 13th Infobank- The 2nd Best State Owned Enterprise Infobank Media Group Nasional 1 April 2024
Isentia Digital Brand National April 1, 2024
Recognition 2023
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 35
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
13 14 15 16
17 18 19 20
21 22 23 24
36 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 37
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Penghargaan yang Diperoleh Perseroan pada Tahun 2024
Table of List of Awards Received by the Company in 2024
Nama Acara Penghargaan / Kategori Penyelenggara Lingkup Tanggal
No
Event Name Award Category Organizer Scope Date
13 6th Anniversary Indonesia Best TJSL in Toll Road Sector 2024 The Iconomics Nasional 7 Mei 2024
Indonesia CSR Awards National June 7, 2024
2024
14 TOP CSR Awards 2024 • TOP CSR Awards 2024 on Star 5 Predikat Excellent untuk Majalah Top Business Nasional 29 Mei 2024
Kategori Perusahaan Top Business Magazine National May 29, 2024
• TOP Leader on CSR Commitment 2024 untuk Direktur Human
Capital & Transformasi Jasa Marga, Bapak Bagus Cahya A.B
• TOP CSR Awards 2024 with Star 5 Excellence Rating for the
Company Category
• TOP Leader on CSR Commitment 2024 for the Director of
Human Capital & Transformation of Jasa Marga, Mr. Bagus Cahya
A.B.
15 Workshop BUMN AI Use Case Intelligent Transport System Jasa Marga Kementerian BUMN Nasional 6 Juni 2024
Center Excellence Ministry of State-Owned National June 6, 2024
Enterprises
16 Indonesia CSR-SDG- • The Best Indonesia SDG-ESG-Award-III-2024 Sector Infrastructur Economic Review Nasional 30 Juni 2024
ESG-Award - VII Operator National June 30, 2024
- 2024 • The Best Commitment Director for SDG-ESG Award III 2024
untuk Direktur Human Capital & Transformasi Jasa Marga, Bagus
Cahya A.B dalam Kategori Public Company Sektor Infrastructure
Operator
• The Best Commitment Director for SDG-ESG Award III 2024 for
Bagus Cahya A.B, Director of Human Capital & Transformation
at Jasa Marga, in the category of Public Company, Infrastructure
Operator sector.
17 TJSL & CSR Award Pilar Sosial (Gold) Bintang 4 BUMN Track Nasional 30 Juli 2024
2024 Tahun ke - 4 4 Stars Social Pillar (Gold) National July 30, 2024
The 4th TJSL & CSR
Award 2024
18 Indonesia's Top Green Green Leader for Green Orientation in Fostering Sustainable Warta Ekonomi Nasional 30 Juli 2024
Leaders Award 2024. Operational Activities to Minimize Environmental Impacts untuk National July 30, 2024
Direktur Utama Jasa Marga, Subakti Syukur
Green Leader for Green Orientation in Fostering Sustainable
Operational Activities to Minimize Environmental Impacts for the
President Director of Jasa Marga, Subakti Syukur
19 Indonesia Most Indonesia Most Acclaimed Company 2024 with Outstanding Toll Warta Ekonomi Nasional 31 Juli 2024
Acclaimed Companies Road Service Operation to Achieve Revenue Target untuk kategori National July 31, 2024
Awards 2024 Infrastructure Services Industry (Toll Road)
Indonesia Most Acclaimed Company 2024 with Outstanding
Toll Road Service Operation to Achieve Revenue Target in the
Infrastructure Services Industry (Toll Road) category.
20 ESG Initiative Awards Kategori Perusahaan/Company Category: Business Update Nasional 8 Agustus 2024
2024 • Best Biodiversity and Nature Conservation dengan Predikat 5 National August 8, 2024
Gold
Best Biodiversity and Nature Conservation with a 5 Gold Rating
• Best Millennial and Gen Z Engagement Leadership dengan
Predikat 4 Bronze.
Best Millennial and Gen Z Engagement Leadership with a 4
Bronze Rating.
Kategori Individu/Individual Category:
Best Leader for ESG Initiatives - Environment, Social & Governance
Advisor Jasa Marga, Imad Zaky Mubarak
21 5th Indonesia Public Kategori Toll Operator The Iconomics Nasional 9 Agustus 2024
Relations (PR) Summit Toll Operator Category National August 9, 2024
2024
22 Engineering Network • Continuing Education dan Utilization of Consultation Services, Fakultas Teknik Nasional 26 Agustus 2024
2024 • Penghargaan sebagai Mitra Terbaik FT UI dalam Kategori Universitas Indonesia National August 26, 2024
Utilization of Consulting Services. (FT UI)
• Continuing Education dan Utilization of Consultation Services, Faculty of Engineering,
• Awarded as the best partner by FT UI in the category of University of Indonesia
Utilization of Consulting Services.
23 GRC & Performance The Best GRC for Corporate Risk Management 2024, The Best Chief Business News Nasional 1 September 2024
Excellence Award Risk Management Officer, The Best Corporate Secretary National September 1, 2024
2024
24 Most Popular Brand of Pengembangan Insfrastuktur dan Jasa Kontruksi Jawa Pos Media Nasional 3 September 2024
the year Development of Infrastructure and Construction Services National September 3, 2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 37
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
25 26 27 28
29 30 31 32
33 34 35 36
38 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 39
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Penghargaan yang Diperoleh Perseroan pada Tahun 2024
Table of List of Awards Received by the Company in 2024
Nama Acara Penghargaan / Kategori Penyelenggara Lingkup Tanggal
No
Event Name Award Category Organizer Scope Date
25 Fortune Indonesia Most Profitable Companies By Net Profit Margin Fortune Indonesia Nasional 6 September 2024
100 Gala 2024 National September 6, 2024
26 TOP GRC Awards TOP GRC Awards 2024 #5 Star Majalah Top Business Nasional 12 September 2024
Majalah Top Business National September 12, 2024
27 Indonesia QHSE • The Best Company Concerned QHSE Business Asia Nasional 4 Oktober 2024
for Business • The Best QHSE Team National October 4, 2024
Sustainability Awards • The Best Senior Vice President/Vice President For QHSE Excellent
(IQSA) 2024
28 Annual Report Award Annual Report Award (ARA) 2023 kategori BUMN Non Keuangan PT Bursa Efek Indonesia Nasional 7 Oktober 2024
(ARA) 2023 Annual Report Award (ARA) 2023 for the Non-Financial SOEs (BEI) bersama Otoritas National October 7, 2024
category Jasa Keuangan
(OJK), Kementerian
Koordinator Bidang
Perekonomian,
Kementerian BUMN,
Direktorat Jenderal
Pajak Kementerian
Keuangan, Komite
Nasional Kebijakan
Governansi, serta Ikatan
Akuntan Indonesia (IAI)
PT Indonesia Stock
Exchange (IDX) in
collaboration with
Financial Services
Authority (OJK),
Coordinating Ministry
of Economic Affairs,
Ministry of State-Owned
Enterprise (BUMN),
Ministry of Finance
Directorate General
of Taxation, National
Governance Policy
Committee, and The
Institute of Indonesia
Chartered Accountants
29 CSR Award 2024 Special Award Investortrust dan/and Nasional 26 Oktober 2024
Infovesta Utama National October 26, 2024
30 TOP Human Capital • TOP Human Capital Awards 2024 #5 Star untuk kategori Majalah Top Business Nasional 30 Oktober 2024
Awards 2024 perusahaan National October 30, 2024
• The Most Committed Human Capital Leader 2024 yang diberikan
kepada Direktur Human Capital & Transformasi Jasa Marga, Bagus
Cahya Arinta B
31 Indonesia Best BUMN Best BUMN Awards 2024 for Enhancing Operational Efficiency to Warta Ekonomi Nasional 31 Oktober 2024
Awards 2024 Support Service Excellence' untuk kategori Infrastructure Service National October 31, 2024
32 CSA Awards 2024 The Best Infrastructure Sector on the Main Board Asosiasi Analis Efek Nasional 31 Oktober 2024
Indonesia (AAEI) dan National October 31, 2024
CSA Community
33 Most Powerfull Indonesia Most Powerful Women 2024 in Enhancing Operational Herstory Nasional 12 November 2024
Women Awards 2024 Excellence to Accelerate Decision Making Process National November 12, 2024
34 BUMN Branding & Internal Team Dynamics on Innovation Platinum Winner BUMN Track Nasional 14 November 2024
Marketing Award National November 14, 2024
(BBMA) 2024
35 TOP CEO Indonesia The Best CEO Initiating Operations of 3 Green Toll Road Tempo IDN Financials Nasional 15 November 2024
Award 2024 National November 15, 2024
36 SNI Award 2024 National Quality Award of Indonesia Badan Standarisasi Nasional 21 November 2024
Nasional (BSN) National November 21, 2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 39
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
37 38 39
40 41 42
40 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 41
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Penghargaan yang Diperoleh Perseroan pada Tahun 2024
Table of List of Awards Received by the Company in 2024
Nama Acara Penghargaan / Kategori Penyelenggara Lingkup Tanggal
No
Event Name Award Category Organizer Scope Date
37 Indonesia Most Most Popular CFO Award 2024 The Iconomic Nasional 21 November 2024
Trusted Companies National November 21, 2024
Award
38 15th Indonesian Top 50 Big Capitalization Public Listed Company dan/and Best State Investortrust Nasional 27 November 2024
Institute for Corporate Owned Enterprises Big Cap National November 27, 2024
Directorship
Corporate Governance
(IICD CG) Award
39 Bisnis Indonesia Operator Jalan Tol Bisnis Indonesia Nasional 2 Desember 2024
Logistic Awards 2024 Toll Road Operator National December 2, 2024
40 Elevating Value, Best Assesment Sektor Infrastruktur Nusantara TV Nasional 4 Desember 2024
Celebrating Excellence National December 4, 2024
41 Ajang Anugerah Keterbukaan Informasi Publik Predikat ‘Informatif’ Komisi Informasi Pusat Nasional 17 Desember 2024
Keterbukaan Public Information Disclosure with ‘Informative’ Predicate National December 17, 2024
Informasi Publik
2024
2024 Public
Information
Disclosure Award
42 BUMN Awards Holding BUMN Investortrust Nasional 19 Desember 2024
National December 19, 2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 41
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Sertifikasi
Certifications
1 2 3
4 5 6
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2024
Table of the Company’s Valid Certifications until December 31, 2024
Masa Berlaku Lembaga
Valid Period Sertifikasi
Lingkup Sertifkasi yang
No ISO/OHSAS
Certification Scope Mulai Berakhir Memberikan
From To Certification
Provider
1 Kantor Pusat PT Jasa Marga (Persero) Tbk Quality Management System – 27 Desember 2022 26 Desember 2026 PT BSI Group
Head Office of PT Jasa Marga (Persero) Tbk ISO 9001:2015 December 27, 2022 December 26, 2026 Indonesia
2 Kantor Pusat PT Jasa Marga (Persero) Tbk Occupational Health & Safety 27 Desember 2022 26 Desember 2026 PT BSI Group
Head Office of PT Jasa Marga (Persero) Tbk Management System – ISO December 27, 2022 December 27, 2026 Indonesia
45001:2018
3 Kantor Pusat PT Jasa Marga (Persero) Tbk Environmental Management 27 Desember 2022 26 Desember 2026 PT BSI Group
Head Office of PT Jasa Marga (Persero) Tbk System – ISO 14001:2015 December 27, 2022 December 27, 2026 Indonesia
4 Kantor Pusat PT Jasa Marga (Persero) Tbk Anti-Bribery Management 6 Desember 2020 5 Desember 2026 PT BSI Group
Head Office of PT Jasa Marga (Persero) Tbk System - ISO 37001:2016 December 6, 2020 December 5, 2026 Indonesia
5 Data Center Kantor Pusat PT Jasa Marga (Persero) Tbk Information Secutiry 4 Juni 2024 3 Juni 2027 PT TÜV SÜD
Data Centre of Head Office of PT Jasa Marga Management System - ISO/IEC June 4, 2024 June 3, 2027 Indonesia
(Persero) Tbk 27001:2022
6 Kantor Pusat Jasamarga Nusantara Tollroad Regional Quality Management System – 1 September 2022 31 Agustus 2025 PT BSI Group
Division PT Jasa Marga (Persero) Tbk ISO 9001:2015 September 1, 2022 August 31, 2025 Indonesia
Head Office of Jasamarga Nusantara Tollroad
Regional Division of PT Jasa Marga (Persero) Tbk
42 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 43
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
7 8 9
10 11 12
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2024
Table of the Company’s Valid Certifications until December 31, 2024
Masa Berlaku Lembaga
Valid Period Sertifikasi
Lingkup Sertifkasi yang
No ISO/OHSAS
Certification Scope Mulai Berakhir Memberikan
From To Certification
Provider
7 Kantor Pusat Jasamarga Nusantara Tollroad Regional Occupational Health & Safety 1 September 2022 31 Agustus 2025 PT BSI Group
Division PT Jasa Marga (Persero) Tbk Management System – ISO September 1, 2022 August 31, 2025 Indonesia
Head Office of Jasamarga Nusantara Tollroad 45001:2018
Regional Division of PT Jasa Marga (Persero) Tbk
8 Kantor Pusat Jasamarga Nusantara Tollroad Regional Environmental Management 1 September 2022 31 Agustus 2025 PT BSI Group
Division PT Jasa Marga (Persero) Tbk System – ISO 14001:2015 September 1, 2022 August 31, 2025 Indonesia
Head Office of Jasamarga Nusantara Tollroad
Regional Division of PT Jasa Marga (Persero) Tbk
9 Kantor Pusat Jasamarga Nusantara Tollroad Regional Anti-Bribery Management 27 Januari 2023 26 Januari 2026 PT BSI Group
Division PT Jasa Marga (Persero) Tbk System - ISO 37001:2016 Januari 27, 2023 Januari 26, 2026 Indonesia
Head Office of Jasamarga Nusantara Tollroad
Regional Division of PT Jasa Marga (Persero) Tbk
10 Kantor Pusat Jasamarga Metropolitan Tollroad Quality Management System – 1 November 2022 31 Oktober 2025 PT BSI Group
Regional Division PT Jasa Marga (Persero) Tbk ISO 9001:2015 November 1, 2022 October 31, 2025 Indonesia
Head Office of Jasamarga Metropolitan Tollroad
Regional Division of PT Jasa Marga (Persero) Tbk
11 Kantor Pusat Jasamarga Metropolitan Tollroad Occupational Health & Safety 1 November 2022 31 Oktober 2025 PT BSI Group
Regional Division PT Jasa Marga (Persero) Tbk Management System – ISO November 1, 2022 October 31, 2025 Indonesia
Head Office of Jasamarga Metropolitan Tollroad 45001:2018
Regional Division of PT Jasa Marga (Persero) Tbk
12 Kantor Pusat Jasamarga Metropolitan Tollroad Environmental Management 2 November 2022 31 Oktober 2025 PT BSI Group
Regional Division PT Jasa Marga (Persero) Tbk System – ISO 14001:2015 November 2, 2022 October 31, 2025 Indonesia
Head Office of Jasamarga Metropolitan Tollroad
Regional Division of PT Jasa Marga (Persero) Tbk
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 43
Page 44
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
13 14 15
16 17 18
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2024
Table of the Company’s Valid Certifications until December 31, 2024
Masa Berlaku Lembaga
Valid Period Sertifikasi
Lingkup Sertifkasi yang
No ISO/OHSAS
Certification Scope Mulai Berakhir Memberikan
From To Certification
Provider
13 Kantor Pusat Jasamarga Metropolitan Tollroad Anti-Bribery Management 27 Januari 2023 26 Januari 2026 PT BSI Group
Regional Division PT Jasa Marga (Persero) Tbk System - ISO 37001:2016 Januari 27, 2023 Januari 26, 2026 Indonesia
Head Office of Jasamarga Metropolitan Tollroad
Regional Division of PT Jasa Marga (Persero) Tbk
14 Kantor Pusat PT Jasamarga Transjawa Tol Quality Management System – 30 Desember 2022 29 Desember 2025 PT BSI Group
Head Office of PT Jasamarga Transjawa Tol ISO 9001:2015 December 30, 2022 December 29, 2025 Indonesia
15 Kantor Pusat PT Jasamarga Transjawa Tol Occupational Health & Safety 30 Desember 2022 29 Desember 2025 PT BSI Group
Head Office of PT Jasamarga Transjawa Tol Management System – ISO December 30, 2022 December 29, 2025 Indonesia
45001:2018
16 Kantor Pusat PT Jasamarga Transjawa Tol Environmental Management 30 Desember 2022 29 Desember 2025 PT BSI Group
Head Office of PT Jasamarga Transjawa Tol System – ISO 14001:2015 December 30, 2022 December 29, 2025 Indonesia
17 Kantor Pusat PT Jasamarga Tollroad Operator Quality Management System – 10 Februari 2023 9 Februari 2026 PT BSI Group
Head Office of PT Jasamarga Tollroad Operator ISO 9001:2015 February 10, 2023 February 9, 2026 Indonesia
18 Kantor Pusat PT Jasamarga Tollroad Operator Occupational Health & Safety 10 Februari 2023 9 Februari 2026 PT BSI Group
Head Office of PT Jasamarga Tollroad Operator Management System – ISO February 10, 2023 February 9 , 2026 Indonesia
45001:2018
44 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 45
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
19 20 21
22 23
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2024
Table of the Company’s Valid Certifications until December 31, 2024
Masa Berlaku Lembaga
Valid Period Sertifikasi
Lingkup Sertifkasi yang
No ISO/OHSAS
Certification Scope Mulai Berakhir Memberikan
From To Certification
Provider
19 PT Jasa Marga (Persero) Tbk Sertifikat INDI 4.0 dengan Nilai 13 Juni 2022 13 Juni 2025 Kementerian
3.10 tentang Standarisasi dan June 13, 2022 June 13, 2025 Perindustrian
Kebijakan Jasa Industri Ministry of Industry
INDI 4.0 Certificate with a Score
of 3.10 on Industrial Service
Standardization and Policy
20 Ruas Jalan Tol Gempol – Pandaan Green Toll Road Indonesia 11 Februari 2023 11 Februari 2025 Green Product
PT Jasamarga Pandaan Tol Kategori Eksisting V.1.1 February 11, 2023 February 11, 2025 Council Indonesia
Gempol – Pandaan Toll Road Section of Predikat Gold
PT Jasamarga Pandaan Tol Green Toll Road Indonesia
Existing Category V.1.1 Gold
Predicate
21 Ruas Jalan Tol Pandaan – Malang Green Toll Road Indonesia 11 Februari 2023 11 Februari 2025 Green Product
PT Jasamarga Pandaan Malang Kategori Eksisting V.1.1 February 11, 2023 February 11, 2025 Council Indonesia
Pandaan – Malang Toll Road of Predikat Gold
PT Jasamarga Pandaan Malang Green Toll Road Indonesia
Existing Category V.1.1 Gold
Predicate
22 Ruas Jalan Tol Ngurah Rai – Nusa Dua – Benoa Green Toll Road Indonesia 6 Oktober 2024 6 Oktober 2026 Green Product
PT Jasamarga Bali Tol Kategori Eksisting V.1.1 October 6, 2024 October 6, 2026 Council Indonesia
Ngurah Rai – Nusa Dua – Benoa Toll Road of Predikat Gold
PT Jasamarga Bali Tol Green Toll Road Indonesia
Existing Category V.1.1 Gold
Predicate
23 Kantor Pengelola PT Jasamarga Ngawi Kertosono Greenship New Building V.1.2 15 Maret 2023 15 Maret 2026 Green Building
Kediri Predikat Silver March 15, 2023 March 15, 2026 Council Indonesia
Management Office of PT Jasamarga Ngawi Greenship New Building V.1.2
Kertosono Kediri Silver Predicate
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 45
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Peristiwa Penting 2024
Event Highlights 2024
01 02 03
7 Februari
2 Januari February, 7 1 Maret
January, 2 March, 1
Jasa Marga Kembali Gelar Roadster Rescue
Jasa Marga Salurkan Bantuan untuk Masyarakat Competition 2024 dalam Rangka HUT Ke-46 Peluncuran Jasa Marga AKHLAK Space.
Terdampak Gempa Bumi di Sumedang. Jasa Marga. Jasa Marga AKHLAK Space Launching.
Jasa Marga Provided Aid to Communities Jasa Marga Held the 2024 Roadster Rescue
Affected by the Earthquake in Sumedang. Competition to Celebrate its 46th Anniversary.
5 Maret
March, 5
8 Januari Komitmen Lakukan Pengembangan dan
January, 8 18 Februari Penguatan Tata Kelola Perusahaan, Jasa Marga
February, 18 Jalin Kerja Sama dengan Badan Pengawasan
Jalan Tol Serpong-Cinere Seksi 2 Ruas Pamulang- Keuangan dan Pembangunan.
Cinere Sepanjang 3,64 Km Diresmikan oleh Jasa Marga Berpartisipasi dalam Gerakan Commitment to Develop and Strengthen
Presiden Republik Indonesia Joko Widodo. Penanaman 100.000 Bibit Pohon dalam Rangka Corporate Governance, Jasa Marga
The Serpong-Cinere Toll Road Section 2, Hari Pers Nasional Berkolaborasi dengan Collaborates with the Financial and
Pamulang-Cinere Segment, Spanning 3.64 Km, Kementerian BUMN. Development Supervisory Agency.
Officially Opened by President Joko Widodo. Jasa Marga Participated in the Planting
of 100,000 Tree Seedlings Movement in
Collaboration with the Ministry of SOEs to
Commemorate National Press Day.
16 Januari 8 Maret
January, 16 March, 8
Jasa Marga Gelar Seremoni Bulan K3 Nasional: 29 Februari Jasa Marga Meraih 3 Penghargaan di BCOMMS
Seminar Keselamatan Konstruksi dan Kesehatan February, 29 2024 Karena Jalankan Komunikasi Korporasi
serta Apresiasi K3 dalam Rangka Peringatan yang Efektif serta Program Keberlanjutan yang
Bulan K3 Nasional. Jasa Marga Gandeng Tiga UMK Mitra Binaan Tepat Sasaran.
Jasa Marga Held National OSH Month Ceremony: untuk Berpartisipasi dalam Ajang Inacraft 2024. Jasa Marga Won 3 Awards at BCOMMS 2024
Construction Safety and Health Seminar and Jasa Marga Partnered with Three Fostered for Effective Corporate Communication and
OSH Appreciation in Commemoration of National MSMEs to Participate in the 2024 Inacraft Event. Targeted Sustainability Programs.
Occupational Safety and Health.
46 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 47
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
25 April 29 Mei
27 Maret April, 25 May, 29
March, 27
Mahasiswa Fakultas Ilmu Administrasi (FIA) Jasa Marga Berpartisipasi dalam Forum
Jasa Marga Lakukan Penyaluran 6.000 Paket Universitas Indonesia Gelar Company Visit ke Intelligent Transport System (ITS) Asia-Pasifik
Sembako dan 4.000 Paket Takjil Program Jasamarga Tollroad Command Center (JMTC) Ke-19 Tahun 2024.
Budaya Kita Berbagi (BUKBER). untuk Kenali Proses Bisnis dan Digitalisasi Jasa Marga Participated in the 19th Asia-Pacific
Jasa Marga Distributed 6,000 Basic Food Layanan Operasional Jasa Marga. Intelligent Transport System (ITS) Forum 2024.
Packages and 4,000 Takjil Packages Through Faculty of Administrative Sciences (FIA),
the “Budaya Kita Berbagi” (BUKBER) Program. University of Indonesia Students Conducted
Company Visit to Jasa Marga Toll Road
Command Center to Learn About Business
Processes and Service Digitalization at Jasa
04 06
Marga.
05
3 April 6 Juni
April, 3 June, 6
Pengoperasian Jalan Tol Fungsional Jogja-Solo Use Case Intelligent Transport System Jasa
Seksi I Kartasura-Klaten. Marga Terpilih dalam Acara Workshop BUMN
Operationalization of the Functional Jogja-Solo 8 Mei Artificial Intelligence Center of Excellence.
Jasa Marga’s Intelligent Transport System
Toll Road Section I Kartasura-Klaten. May, 8 Use Case Selected at the BUMN AI Center of
Excellence Workshop.
Jasa Marga Gelar Rapat Umum Pemegang
Saham Tahunan (RUPST), Laporkan Pencapaian
Kinerja Positif Tahun 2023.
Jasa Marga Held Annual General Meeting of
Shareholders to Report Positive Performance
Achievements in 2023
24 April
April, 24 13 Juni
Jasa Marga Launching Program Whistleblowing June, 13
System (WBS) Terintegrasi Kerja Sama dengan
Jasa Marga dan LPPOM MUI Bersinergi
KPK.
Tingkatkan Mutu Produk UMK Mitra Binaan
Jasa Marga Launched an Integrated
melalui Sertifikasi Halal di Rest Area KM 519A
Whistleblowing System (WBS) Program in
Collaboration with the Corruption Eradication 14 Mei Jalan Tol Solo-Ngawi.
May, 14 Jasa Marga and LPPOM MUI Collaborated to
Commission (KPK).
Improve the Quality of Products from Partnered
Jasa Marga dan Fordigi BUMN Gelar MSMEs through Halal Certification at the Rest
Sosialisasi Implementasi Undang-Undang (UU) Area KM 519A of the Solo-Ngawi Toll Road.
Pelindungan Data Pribadi untuk Perkuat Sistem
Keamanan Data Pribadi di Perseroan.
Jasa Marga and Fordigi BUMN Conducted
Dissemination on the Implementation of the
Personal Data Protection Law to Strengthen
Personal Data Security Systems in the Company.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 47
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
21 Juni 11 Juli
June, 21 July, 11 28 Agustus
August, 28
Jasa Marga masuk Perusahaan Terbaik Versi Jasa Marga Raih Penghargaan dari Kementerian
Top 500 Fortune Southeast Asia tahun 2024. Perhubungan atas Peran Aktif dalam Jasa Marga Paparkan Peningkatan Kinerja
Jasa Marga has been included in the 2024 Penyelenggaraan Angkutan Lebaran 2024. Positif hingga Semester I Tahun 2024 dalam
edition of the Fortune Top 500 Best Companies Jasa Marga won an award from the Ministry of Pubex Live 2024.
in Southeast Asia. Transportation for its active role in organizing Jasa Marga presented positive performance
the 2024 Eid transportation services. improvements for the first half of 2024 in Pubex
Live 2024.
07 09
30 Juli
July, 30
Jasa Marga Gelar Executive Risk Summit 2024
untuk Dorong Implementasi Manajemen Risiko
5 Juli yang Komprehensif dan Efektif.
July, 5 Jasa Marga held the Executive Risk Summit 5 September
2024 to encourage the implementation of September, 5
Jasa Marga Selenggarakan AKHLAK Festival comprehensive and effective risk management.
Peringati 4 Tahun Implementasi AKHLAK. Konsisten Implementasikan Good Corporate
Jasa Marga held the AKHLAK Festival to Governance, Jasa Marga Gelar Kick Off Meeting
celebrate the 4th anniversary of AKHLAK Penyusunan Pedoman Anti Fraud dan Seminar
implementation. Strategi Anti Fraud.
08
Consistently implementing Good Corporate
Governance, Jasa Marga held the Guideline
Creation of Anti Fraud and Anti Fraud Seminar
Strategy Kick Off Meeting.
8 Juli 9 Agustus
August, 9 19 September
July, 8 September, 19
Jasa Marga dan DJP Kemenkeu Gelar Focus
Jasa Marga Menandatangani Perjanjian Peresmian Jalan Tol Solo-Yogyakarta-NYIA
Group Discussion (FGD) untuk Dorong Ketaatan
Jual Beli untuk Pembelian 10% Saham Milik Kulon Progo Seksi I Kartasura-Klaten oleh
Pajak dan Optimalkan Kebijakan Fiskal di Sektor
Synergy Quest International Limited (SQIL) di Presiden RI Joko Widodo.
Jalan Tol.
PT Jasamarga Kunciran Cengkareng (JKC). Inauguration of the Solo-Yogyakarta-NYIA Kulon
Jasa Marga and the Directorate General of
Jasa Marga signed a Sales Purchase Agreement Progo Toll Road Section I Kartasura-Klaten by
Taxes (DJP) of the Ministry of Finance held a
for the acquisition of 10% of SQIL’s shares at President Joko Widodo.
Focus Group Discussion (FGD) to encourage tax
PT Jasamarga Kunciran Cengkareng.
compliance and optimize fiscal policies in the
toll road sector.
48 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 49
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
11 12
27 September
September, 27
Penandatangan Akta Jual Beli Saham dan
Akta Penerbitan Saham Baru PT Jasamarga
Transjawa Tol dengan Strategic Partner.
Signing of the Sales Purchase Agreement (SPA)
19 November
of PT Jasamarga Transjawa Tol with a Strategic
Partner. November, 19 13 Desember
December, 13
Jasa Marga Selenggarakan Acara Road Safety
Rangers 2024 untuk Tingkatkan Kesadaran Jasa Marga Siapkan Jalur Fungsional Jalan Tol
Keselamatan Berkendara Kepada Generasi Solo-Yogyakarta-NYIA Kulon Progo Segmen
10
Muda. Klaten-Prambanan dan Jalan Tol Probolinggo-
Jasa Marga Organizes Road Safety Rangers Banyuwangi Segmen Gending-Kraksaan untuk
2024 to Raise Awareness of Driving Safety Dukung Pelayanan Libur Natal 2024 dan Tahun
Among the Younger Generation. Baru 2025.
Jasa Marga Prepares Functional Lanes for
the Solo-Yogyakarta-NYIA Kulon Progo Toll
Road Section of Klaten-Prambanan and the
Probolinggo-Banyuwangi Toll Road Section of
Gending-Kraksaan to Support Christmas 2024
and New Year 2025 Holiday Services.
9 Oktober
October, 9 25 November
November, 25
Jasa Marga Meraih Penghargaan dalam Ajang
Annual Report Award 2023 Kategori BUMN Non Jasa Marga Tambah Fasilitas di Rest Area untuk 13 Desember
Keuangan. Tingkatkan Pelayanan Kepada Pengguna Jalan Tol. December, 13
Jasa Marga Won an Award at the Annual Report Jasa Marga Enhances Rest Area Facilities to
Award 2023 in the Non-Financial SOE. Improve Service for Toll Road Users. Gelar Kick Off, Jasa Marga Siap Siagakan
Petugas, Armada, dan Layanan Operasional
Sambut Libur Natal 2024 dan Tahun Baru 2025.
Kick-Off Held, Jasa Marga Ready to Deploy
Personnel, Fleets, and Operational Services to
Welcome the 2024 Christmas and 2025 New
Year Holidays.
30 November
25 Oktober November, 30
October, 25 19 Desember
Jasa Marga Tanam 2.500 Bibit Pohon untuk
December, 19
Dukung Pengelolaan Sampah Ramah Lingkungan Berkelanjutan.
Lingkungan, Jasa Marga Berikan Bantuan Mesin Jasa Marga Plants 2,500 Tree Saplings for a
Perseroan melalui PT Jasamarga Akses Patimban
Komposter di Rest Area KM 88 A dan 88 B Ruas Sustainable Environment.
(JAP) memperoleh fasilitas kredit investasi senilai
Tol Cipularang. Rp3,96 triliun dari Bank BCA dan PT Sarana Multi
Supporting Environmentally Friendly Waste Infrastruktur (SMI) (Persero) untuk pembangunan
Management, Jasa Marga Provides Composting Jalan Tol Akses Patimban, khususnya pada
Machine Assistance at Rest Areas KM 88 A and Seksi 1 Junction Cipendeuy-Simpang Susun (SS)
88 B on the Cipularang Toll Road. Cipendeuy dan Seksi 2 SS Cipendeuy-SS Pasir
Bungur dengan total panjang 14,11 km.
The Company, through PT Jasamarga Akses
Patimban (JAP), has obtained an investment credit
facility worth IDR 3.96 trillion from Bank BCA and
PT Sarana Multi Infrastruktur (SMI) (Persero) for the
development of the Patimban Access Toll Road,
particularly for Section 1 (Junction Cipendeuy –
Cipendeuy Interchange) and Section 2 (Cipendeuy
Interchange – Pasir Bungur Interchange), with a
total length of 14.11 km.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 49
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02
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Laporan
Manajemen
Management Report
52 Laporan Dewan Komisaris 71 Proses yang Dilakukan Direksi untuk
Board of Commissioners’ Report Memastikan Implementasi Strategi
Process Fulfilled by the Board
54 Penilaian terhadap Kinerja Direksi of Directors to Ensure Strategy
mengenai Pengelolaan Perseroan Implementation
Performance Assessment of the Board
of Directors regarding Company 72 Perbandingan antara Hasil yang Dicapai
Management dengan yang Ditargetkan
Comparison between Achieved Results
57 Pandangan atas Prospek Usaha and Targets
Perseroan
Perspective on the Company’s Business 73 Analisis atas Kinerja Perseroan
Prospects Company Performance Analysis
57 Pandangan atas Penerapan Tata Kelola 73 Tantangan dan Kendala yang Dihadapi
Perspective on Good Corporate dan Langkah Penyelesaiannya
Governance Implementation Challenges and Impediments Faced and
Steps Taken to Resolve Them
62 Penilaian Kinerja Dewan Komisaris
Tahun 2024 75 Memperkuat Landasan untuk
Performance Assessment of the Board of Pertumbuhan Berkelanjutan
Commissioners in 2024 Strengthening the Foundation for
Sustainable Growth
62 Penilaian Kinerja Komite-Komite di
bawah Dewan Komisaris Tahun 2024 76 Prospek Usaha
Performance Assessment of Committees Business Prospects
Under the Board of Commissioners in
2024 77 Penerapan Tata Kelola Perusahaan
Corporate Governance Implementation
63 Perubahan Komposisi Dewan Komisaris
Changes in the Composition of the 77 Penilaian Kinerja Komite di Bawah
Board of Commissioners Direksi dan Dasar Penilaiannya
Performance Assessment of Committees
63 Apresiasi Under the Board of Directors and the
Appreciation Basis for Evaluation
66 Laporan Direksi 78 Perubahan Komposisi Direksi
Board of Directors’ Report Changes in the Board of Directors
Composition
68 Kondisi Ekonomi dan Industri 2024
Economics and Industry Overview in 79 Apresiasi
2024 Appreciation
68 Strategi dan Kebijakan Strategis 82 Surat Pernyataan Anggota Direksi dan
Strategy and Strategic Policies Anggota Dewan Komisaris tentang
Tanggung Jawab atas Laporan Tahunan
70 Peranan Direksi dalam Perumusan PT Jasa Marga (Persero) Tbk Tahun Buku
Strategi dan Kebijakan Strategis 2024
The Role of the Board of Directors in Statement of Members of The Board of
Strategic Formulation and Strategic Directors and Board of Commissioners
Policy on Responsibility for the Annual Report
of PT Jasa Marga (Persero) Tbk for the
Fiscal Year 2024
“ Salah satu bentuk implementasi GCG yang diterapkan
Perseroan adalah kolaborasi yang harmonis antara
Dewan Komisaris dan Direksi untuk memastikan
terciptanya pengawasan yang ketat dan keputusan
yang tepat, yang pada akhirnya mendorong kinerja
yang optimal dan pertumbuhan Perseroan yang
berkelanjutan
One of the corporate governance practices implemented by the Company is the
harmonious collaboration between the Board of Commissioners and the Board
of Directors to ensures effective oversight and informed decision-making, which
ultimately drives sustainable growth and optimal company performance.
50 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 51
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 51
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Laporan Dewan Komisaris
Board of Commissioners’ Report
“ Dewan Komisaris memberikan apresiasi yang tinggi atas
langkah-langkah strategis yang telah dilakukan sepanjang tahun
2024 oleh Direksi. Di antaranya adalah pembaruan visi dan misi
Perseroan untuk menegaskan komitmen dalam beradaptasi
dengan perubahan lingkungan bisnis.
The Board of Commissioners highly appreciates the strategic steps taken throughout
2024 by the Board of Directors. Among these is the update of the Company’s vision
and mission to reaffirm its commitment to adapting to changes in the business
environment.
Para Pemegang Saham yang terhormat dan Para Dear honorable Shareholders and Stakeholders,
Pemangku Kepentingan yang kami hargai,
Mewakili Dewan Komisaris, pertama-tama kami mengucap On behalf of the Board of Commissioners, first and foremost,
puji serta syukur kepada Allah SWT atas perlindungan-Nya we would like to express our praise and gratitude to Allah
sehingga PT Jasa Marga (Persero) Tbk mampu menutup tahun SWT for His protection, allowing PT Jasa Marga (Persero) Tbk
2024 dengan pencapaian yang positif. Melalui laporan ini, to close the year 2024 with positive achievements. Through
perkenankan kami selaku Dewan Komisaris menyampaikan this report, we, as the Board of Commissioners, would like to
laporan tugas pengawasan yang kami lakukan secara present an independent, thorough, and diligent supervisory
independen, cermat dan sesuai dengan prinsi-pprinsip Tata report, in line with the principles of Good Corporate
Kelola Perusahaan yang Baik (Good Corporate Governance/ Governance (GCG), regarding the management of the Company
GCG) atas pengelolaan Perseroan yang dilakukan oleh Direksi by the Board of Directors throughout 2024 in achieving the
sepanjang tahun 2024 dalam mencapai sasaran Rencana targets of the 2024 Corporate Budget Work Plan (RKAP),
Kerja Anggaran Perusahaan (RKAP) 2024 yang sejalan dengan which are in line with the main objectives of the Company’s
sasaran-sasaran utama dalam Rencana Jangka Panjang Long-Term Plan (RJPP) for 2021-2025. This report serves as
Perusahaan (RJPP) 2021-2025. Laporan ini merupakan bentuk a form of accountability from the Board of Commissioners in
akuntabilitas Dewan Komisaris Perseroan dalam menjalankan carrying out its functions and roles, which will strengthen the
fungsi dan perannya yang akan memperkuat daya saing Company’s competitiveness in maintaining the sustainability
Perseroan guna menjaga keberlanjutan bisnisnya. of its business.
52 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Mohammad Zainal Fatah
Komisaris Utama
President Commissioner
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 53
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Dewan Komisaris berfungsi sebagai pengawas dan penasihat The Board of Commissioners serves as a critical supervisory
yang kritis, memberikan dukungan kepada Direksi dalam and advisory body, supporting the Board of Directors
proses pengambilan keputusan strategis. Dewan Komisaris in strategic decision-making processes. The Board of
berupaya untuk menyeimbangkan pertimbangan antara aspek Commissioners seeks to balance considerations between
komersial dan pertumbuhan bisnis, sekaligus memastikan commercial aspects and business growth while ensuring that
bahwa penerapan GCG senantiasa diutamakan. the implementation of GCG is always prioritized.
Penilaian terhadap Kinerja Direksi Assessment of the Board of Directors’
Mengenai Pengelolaan Perseroan Performance in Company Management
Pada tahun 2024, Dewan Komisaris menyadari bahwa In 2024, the Board of Commissioners recognized that the
tantangan yang dihadapi Perseroan semakin dinamis dan challenges faced by the Company have become increasingly
kompleks. Lingkungan bisnis yang terus berubah menuntut dynamic and complex. The constantly changing business
Perseroan untuk menyesuaikan kembali strategi ke depan environment demands that the Company adjust its strategies
agar tetap relevan di tengah perubahan. Hal ini mencakup to remain relevant amidst these changes. This includes
tantangan dari aspek regulasi, persaingan di pasar, serta challenges related to regulations, market competition, as
perubahan dalam kebutuhan dan preferensi masyarakat. well as shifts in public needs and preferences. The Board
Dewan Komisaris percaya bahwa keberhasilan Perseroan of Commissioners believes that the Company’s success in
dalam merespons tantangan tersebut tidak hanya akan responding to these challenges will not only secure its market
mengamankan posisi pasar, tetapi juga mendukung position but also support sustainable long-term growth.
pertumbuhan berkelanjutan dalam jangka panjang.
Menyikapi tantangan tersebut, Dewan Komisaris memberikan In response to these challenges, the Board of Commissioners
apresiasi yang tinggi atas langkah-langkah strategis yang highly appreciates the strategic steps taken by the Board of
diambil oleh Direksi. Di antaranya adalah perumusan kembali Directors. These include the revision of the Company’s vision
visi dan misi Perseroan, yang bertujuan untuk menyelaraskan and mission, aimed at aligning the Company’s goals with
tujuan Perseroan dengan kondisi pasar yang ada. Langkah ini, the prevailing market conditions. This, along with corporate
ditambah dengan aksi-aksi korporasi yang sejalan dengan actions in line with the Company’s Long-Term Corporate Plan
RJPP 2025-2029, memberikan landasan yang kokoh untuk (RJPP) 2025-2029, provides a solid foundation for better
pertumbuhan yang lebih baik. Dengan adanya penyesuaian growth. With the adjustment of the vision and mission, the
Visi dan Misi tersebut, Perseroan tidak hanya mampu Company is not only able to survive but also seize available
bertahan, tetapi juga memanfaatkan peluang yang ada untuk opportunities to achieve higher objectives.
mencapai tujuan yang lebih tinggi lagi.
Dalam penilaian kinerja Direksi, Dewan Komisaris melakukan In evaluating the performance of the Board of Directors,
evaluasi secara berkala atas Laporan Manajemen Triwulanan. the Board of Commissioners conducts regular assessments
Evaluasi tersebut mencakup penilaian terhadap kepatuhan based on the Quarterly Management Reports. This evaluation
Direksi dalam menjalankan pengelolaan Perseroan sesuai includes an assessment of the Board of Directors’ compliance
dengan RKAP dan RJPP yang telah ditetapkan. Selain itu, with managing the Company under the established Work Plan
Dewan Komisaris juga menilai kemampuan Direksi dalam and Budget (RKAP) and the RJPP. Furthermore, the Board of
menindaklanjuti keputusan-keputusan yang dihasilkan Commissioners also evaluates the Board of Directors’ ability to
dari rapat Dewan Komisaris, serta Rapat Koordinasi antara follow up on decisions made during Board of Commissioners’
Dewan Komisaris dan Direksi. Tindak lanjut atas saran dan meetings as well as coordination meetings between the Board
rekomendasi yang diberikan oleh auditor eksternal juga of Commissioners and the Board of Directors. Follow-up
menjadi bagian penting dalam evaluasi tersebut, guna actions on recommendations provided by external auditors
memastikan bahwa setiap langkah yang diambil selaras are also an important part of this evaluation, ensuring that
dengan regulasi dan ketentuan yang berlaku. every step taken aligns with applicable regulations and
provisions.
Dewan Komisaris berkomitmen untuk menilai kinerja Direksi The Board of Commissioners is committed to assessing the
secara objektif dan adil, dengan mengacu pada berbagai performance of the Board of Directors objectively and fairly,
indikator kinerja, salah satunya adalah perolehan Laba Inti by referring to various performance indicators, one of which is
(Core Profit) Perseroan pada tahun 2024 sebesar Rp3,7 triliun, the Company’s Core Profit in 2024, amounting Rp3.7 trillion,
meningkat 36,0% dibandingkan dengan tahun 2023. Hasil a 36.0% increase compared to 2023. The assessment results
penilaian menunjukkan bahwa Direksi telah menjalankan show that the Board of Directors has carried out its duties
tugas dan tanggung jawabnya dengan baik. Hal ini and responsibilities well.This reflects the Board of Directors’
mencerminkan kemampuan Direksi dalam menjaga integritas ability to maintain the integrity and sustainability of the
dan keberlanjutan operasional Perseroan, di tengah situasi Company’s operations amidst an uncertain situation.
yang tidak menentu.
54 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Salah satu indikator kinerja utama yang dievaluasi adalah One of the key performance indicators evaluated was the
pencapaian Key Performance Indicators (KPI). Pada tahun achievement of the Key Performance Indicators (KPI). In 2024,
2024, Direksi berhasil mencapai realisasi KPI sebesar 100%, the Board of Directors achieved 100% of the KPI targets,
menunjukkan bahwa seluruh target yang ditetapkan telah indicating that all set goals were met. The performance
terpenuhi. Penilaian kinerja untuk setiap anggota Direksi evaluation for each member of the Board of Directors was
dilakukan secara menyeluruh dan mendalam oleh Dewan comprehensive and in-depth, considering various relevant
Komisaris, dengan mempertimbangkan berbagai aspek kinerja performance aspects. The results of this evaluation were then
yang relevan. Hasil dari penilaian ini kemudian dilaporkan reported to the Dwiwarna A Series shareholders as a form of
kepada pemegang saham Seri A Dwiwarna, sebagai bentuk accountability and transparency in the management of the
akuntabilitas dan transparansi dalam pengelolaan Perseroan. Company.
Penilaian secara berkala terhadap kinerja Direksi tidak hanya Periodic performance assessments of the Board of Directors
berfungsi sebagai alat ukur keberhasilan, tetapi juga sebagai serve not only as a success measure but also as a means to
sarana untuk memperkuat komunikasi dan kerja sama antara strengthen communication and cooperation between the
Dewan Komisaris dan Direksi. Dengan hasil yang memuaskan, Board of Commissioners and the Board of Directors. With the
Dewan Komisaris optimis bahwa Direksi akan terus satisfactory results, the Board of Commissioners is optimistic
melanjutkan upaya untuk meningkatkan kinerja Perseroan, that the Board of Directors will continue its efforts to
serta mengambil langkah-langkah inovatif yang diperlukan improve the Company’s performance and take the necessary
untuk menjawab tantangan masa depan. innovative steps to address future challenges.
Pengawasan Dewan Komisaris dalam Supervisory of the Board of Commissioners in
Perumusan dan Implementasi Strategi Formulating and Implementing the Company’s
Perseroan Strategy
Dewan Komisaris memiliki tanggung jawab dalam memastikan The Board of Commissioners has the responsibility to
bahwa strategi Perseroan dirumuskan dan diimplementasikan ensure that the Company’s strategy is formulated and
dengan baik. Berdasarkan Keputusan Dewan Komisaris implemented effectively. Based on the Decree of the Board
No. KEP-032/III/2023 yang menetapkan pembagian tugas of Commissioners No. KEP-032/III/2023 which stipulates
Anggota Dewan Komisaris, serta sesuai dengan Keputusan the division of duties of the Members of the Board of
Rapat Dewan Komisaris tanggal 09 Januari 2024, Dewan Commissioners, and in accordance with the Decree of the
Komisaris telah menetapkan program kerja yang jelas dan Board of Commissioners Meeting dated January 9, 2024,
rinci, serta membagi tugas dan tanggung jawab masing- the Board of Commissioners has established a clear and
masing anggota. Hal ini bertujuan untuk memastikan bahwa detailed work program, as well as assigned specific tasks and
setiap anggota Dewan Komisaris dapat berkontribusi secara responsibilities to each member. This is aimed at ensuring that
maksimal dalam pengawasan dan pengambilan keputusan every member of the Board of Commissioners can contribute
yang berhubungan dengan arah strategis Perseroan. Dengan maximally in overseeing and making decisions related
struktur yang terorganisir, Dewan Komisaris berkomitmen to the Company’s strategic direction. With an organized
untuk melaksanakan fungsinya secara efektif dalam structure, the Board of Commissioners is committed to
mendukung keberlanjutan dan pertumbuhan Perseroan. fulfilling its function effectively in supporting the Company’s
sustainability and growth.
Dalam rangka pengawasan dan pemantauan, Dewan Komisaris For supervisory and monitoring purposes, the Board of
secara rutin menyelenggarakan rapat untuk melakukan Commissioners regularly holds meetings to monitor and make
monitoring dan mengambil keputusan secara kolegial. decisions collectively. These meetings serve as an important
Rapat ini merupakan forum penting untuk membahas isu-isu forum for discussing strategic issues and evaluating the
strategis, serta untuk mengevaluasi pencapaian yang telah achievements made. If necessary, the Board of Commissioners
diraih. Apabila diperlukan, Dewan Komisaris juga mengadakan also conducts internal meetings, where the Board of Directors
rapat internal, di mana Direksi diundang untuk memberikan is invited to provide explanations or additional information
penjelasan atau tambahan informasi terkait permasalahan related to issues or proposals that require recommendations
atau usulan yang memerlukan rekomendasi dan persetujuan and approval from the Board of Commissioners. This
dari Dewan Komisaris. Pendekatan kolaboratif ini tidak collaborative approach not only strengthens communication
hanya memperkuat komunikasi antara kedua pihak, tetapi between both parties but also ensures that every decision
juga memastikan bahwa setiap keputusan yang diambil made is based on a deep understanding of the situation and
didasarkan pada pemahaman yang mendalam tentang situasi challenges faced.
dan tantangan yang dihadapi.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 55
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Selama tahun 2024, Dewan Komisaris menyelenggarakan 20 During 2024, the Board of Commissioners held 20 meetings,
rapat Dewan Komisaris, dengan rata-rata tingkat kehadiran with an average attendance rate of 85%. This high level of
anggota Dewan Komisaris mencapai 85%. Tingkat kehadiran attendance demonstrates the commitment of the Board
yang tinggi menunjukkan komitmen masing-masing members to their responsibilities and their dedication to
anggota Dewan Komisaris terhadap tanggung jawabnya dan fulfilling their supervisory functions. Additionally, the Board
keseriusan dalam menjalankan fungsi pengawasan. Selain of Commissioners held 15 coordination meetings with the
itu, Dewan Komisaris juga melaksanakan 15 rapat koordinasi Board of Directors, with an impressive average attendance
dengan Direksi, yang juga memiliki rata-rata tingkat kehadiran rate of 91%.
anggota yang sangat baik, yaitu 91%.
Dalam setiap rapat yang diadakan, seluruh keputusan diambil In each meeting, all decisions were made through consensus-
dengan metode musyawarah untuk mufakat, dan 100% dari based deliberation, and 100% of these decisions have been
keputusan tersebut telah ditindaklanjuti dengan baik. Proses followed up effectively. This process ensures that all voices
tersebut memastikan bahwa semua suara didengar, dan are heard, and the decisions made reflect shared interests
keputusan yang diambil mencerminkan kepentingan bersama yang mengutamakan kepentingan Perseroan. Through these
yang mengutamakan kepentingan Perseroan. Melalui forum- forums, the Board of Commissioners provides strategic
forum tersebut, Dewan Komisaris memberikan arahan dan direction and advice to the Board of Directors in formulating
nasihat strategis kepada Direksi dalam perumusan dan and planning the implementation of strategies, both for
rencana implementasi strategi, baik untuk jangka pendek the short and long term, including the development of the
maupun jangka panjang, termasuk dalam penyusunan RJPP Company’s Long-Term Corporate Plan (RJPP) 2025-2029.
2025-2029. Dengan demikian, Dewan Komisaris berperan Thus, the Board of Commissioners plays an active role in
aktif dalam mewujudkan Visi dan Misi, serta Perseroan. shaping the future vision and mission of the Company.
Dewan Komisaris berkomitmen untuk melakukan monitoring The Board of Commissioners is committed to continuous
dan evaluasi yang berkelanjutan terhadap penerapan monitoring and evaluation of the implementation of
strategi dan progres kinerja Perseroan. Melalui analisis yang strategies and performance progress. Through in-depth
mendalam, Dewan Komisaris dapat memberikan rekomendasi analysis, the Board of Commissioners can provide relevant
perbaikan yang relevan, sehingga setiap langkah yang recommendations for improvements, ensuring that each
diambil dapat disesuaikan dengan dinamika pasar dan kondisi step taken is aligned with the dynamics of the market and
internal Perseroan. Proses ini tidak hanya meningkatkan the Company’s internal conditions. This process not only
efisiensi operasional, tetapi juga memastikan bahwa tujuan enhances operational efficiency but also ensures that the
jangka panjang Perseroan dapat tercapai. Company’s long-term objectives are achieved.
Dalam rangka memperkuat pemantauan terhadap proses bisnis, To strengthen the monitoring of business processes, the
Dewan Komisaris juga melakukan kunjungan kerja ke berbagai Board of Commissioners also conducts site visits to various
regional dan anak perusahaan. Kunjungan ini bertujuan untuk regions and subsidiaries. These visits are aimed at reviewing
meninjau perkembangan proyek pembangunan jalan tol, serta the development of toll road construction projects and
mengevaluasi pengembangan bisnis operasional dan potensi evaluating the development of operational businesses and
bisnis baru. Di tahun 2024, Dewan Komisaris melakukan 5 potential new business opportunities. In 2024, the Board
(lima) kali kunjungan kerja ke proyek-proyek jalan tol, baik yang of Commissioners conducted 5 (five) times field visits to
masih dalam tahap konstruksi maupun yang sudah beroperasi. toll road projects, both those under construction and those
Kunjungan ini memberikan wawasan langsung tentang already operational. These visits provide direct insights into
tantangan dan peluang yang dihadapi, serta memungkinkan the challenges and opportunities faced and allow the Board of
Dewan Komisaris untuk memberikan arahan yang lebih tepat Commissioners to give more targeted direction based on field
sasaran berdasarkan informasi lapangan, sebagai salah satu information, as one of the reflection on the implementation
perwujudan dalam pelaksanaan fungsi pengawasan Dewan of the supervisory function from the Board of Commissioners.
Komisaris.
Secara keseluruhan, pengawasan yang dilakukan oleh Overall, the supervisory conducted by the Board of
Dewan Komisaris dalam perumusan dan implementasi Commissioners in formulating and implementing the
strategi Perseroan adalah bagian integral dari penerapan Company’s strategy is an integral part of the implementation
GCG. Melalui kerja sama yang erat antara Dewan Komisaris of Good Corporate Governance (GCG). Through strong
dan Direksi, serta keterlibatan aktif dalam pengambilan cooperation between the Board of Commissioners and the
keputusan strategis, Dewan Komisaris berkomitmen untuk Board of Directors, as well as active involvement in strategic
mendorong pertumbuhan dan keberlanjutan Perseroan dalam decision-making, the Board of Commissioners is committed
menghadapi tantangan masa depan. to driving the growth and sustainability of the Company in
facing future challenges.
56 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 57
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pandangan atas Prospek Usaha Perseroan Perspective on the Company’s Business
Prospects
Dewan Komisaris menilai bahwa dalam menghadapi tantangan The Board of Commissioners believes that in facing upcoming
dan peluang mendatang, penyesuaian strategi dan target challenges and opportunities, the strategic adjustments
yang telah disusun oleh Direksi dalam RJPP 2025-2029 dan and targets set by the Board of Directors in the Company’s
RKAP 2024 menunjukkan optimisme yang tinggi. Strategi ini Long-Term Plan (RJPP) 2025-2029 and the Company’s Work
sejalan dengan proyeksi perekonomian global dan nasional, Plan and Budget (RKAP) 2024 demonstrate a high level of
yang diperkirakan akan mengalami pertumbuhan yang stabil optimism. This strategy aligns with projections for the global
meskipun dihadapkan pada berbagai tantangan. Dengan and national economy, which are expected to experience
pandangan yang tajam terhadap tren pasar dan kebutuhan stable growth despite various challenges. With a keen eye on
masyarakat, Direksi telah merumuskan langkah-langkah yang market trends and the needs of society, the Board of Directors
tidak hanya mempertahankan eksistensi Perseroan, tetapi has formulated steps that not only maintain the Company’s
juga mendorong pertumbuhan yang berkelanjutan. existence but also promote sustainable growth.
Inovasi yang berkelanjutan dan semangat untuk peningkatan Sustained innovation and commitment to value enhancement
nilai akan menjadi pendorong utama bagi Perseroan untuk will be the key factors for the Company to grow sustainably
tumbuh secara berkelanjutan di masa depan. Dalam konteks in the future. In this context, the Board of Commissioners
ini, Dewan Komisaris melihat adanya sinergi yang kuat sees a strong synergy between the Company’s plans and
antara rencana Perseroan dan program pemerintah untuk the government’s programs to improve infrastructure
meningkatkan konektivitas infrastruktur pembangunan. Hal connectivity. This provides ample opportunities for the
ini memberikan ruang yang luas bagi Perseroan untuk terus Company to continue growing, as infrastructure improvement
berkembang, mengingat bahwa peningkatan infrastruktur is a priority in the national development agenda. By
merupakan prioritas dalam agenda pembangunan nasional. capitalizing on these opportunities, the Company is expected
Dengan memanfaatkan peluang tersebut, Perseroan to strengthen its position in the industry and significantly
diharapkan dapat memperkuat posisinya di industri dan improve its performance.
meningkatkan kinerjanya secara signifikan.
Pencapaian kinerja yang sangat baik di tahun 2024 akan Achieving excellent performance in 2024 will serve as a solid
menjadi landasan yang kokoh bagi Perseroan dalam mencapai foundation for the Company to meet the targets set for the
target-target yang telah ditetapkan untuk masa depan. future. This success not only reflects the Board of Directors’
Keberhasilan ini tidak hanya mencerminkan kemampuan ability to manage the Company’s operations but also
Direksi dalam menjalankan operasional Perseroan, tetapi demonstrates the effectiveness of the strategies that have
juga menunjukkan efektivitas dari strategi yang telah been implemented. Furthermore, the Board of Commissioners
diimplementasikan. Di samping itu, Dewan Komisaris continues to remind the Board of Directors to strengthen the
senantiasa mengingatkan Direksi untuk memperkuat sistem internal control systems and risk management, under the
pengendalian internal dan manajemen risiko, sesuai dengan principles of Good Corporate Governance (GCG), in every
prinsip-prinsip GCG, dalam setiap pengambilan keputusan. decision-making process. With these measures in place, the
Dengan langkah-langkah tersebut, Perseroan tidak hanya Company will not only be able to face existing challenges but
dapat menghadapi tantangan yang ada, tetapi juga siap untuk will also be ready to seize emerging opportunities to achieve
memanfaatkan peluang yang muncul demi mencapai visi dan its vision and mission.
misinya.
Pandangan atas Penerapan Tata Kelola Perspective on Good Corporate Governance
Implementation
Penerapan prinsip-prinsip GCG Perseroan dilakukan dengan The implementation of the Company’s Good Corporate
komitmen tinggi, mengacu pada Peraturan Menteri Badan Governance (GCG) principles is conducted with a high level
Usaha Milik Negara (BUMN) No. PER-2/MBU/03/2023 tentang of commitment, according to the Ministry of State-Owned
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Badan Enterprises (BUMN) Regulation No. PER-2/MBU/03/2023
Usaha Milik Negara, serta mengikuti best practice penerapan regarding the Guidelines for Governance and Significant
GCG yang berlaku di industri. Dewan Komisaris berperan Corporate Activities of State-Owned Enterprises, as well as
aktif dalam memastikan bahwa setiap aspek pengelolaan adhering to the best practices of GCG implementation in the
Perseroan dilakukan dengan perilaku beretika, akuntabilitas, industry. The Board of Commissioners plays an active role in
transparansi, dan berkelanjutan, yang merupakan landasan ensuring that every aspect of the Company’s management is
penting dalam membangun kepercayaan investor dan conducted with ethical behavior, accountability, transparency,
pemangku kepentingan lainnya. Melalui komitmen yang and sustainability, which are essential foundations in building
kuat terhadap prinsip-prinsip GCG, Perseroan berupaya trust with investors and other stakeholders. Through a strong
menciptakan lingkungan yang kondusif bagi pertumbuhan commitment to GCG principles, the Company strives to create
dan keberlanjutan. a conducive environment for growth and sustainability.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 57
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Dewan Komisaris mengapresiasi upaya-upaya Perseroan The Board of Commissioners commends the Company’s
dalam melakukan pengukuran atas implementasi prinsip- efforts in periodically assessing the implementation of Good
prinsip GCG yang dilakukan secara berkala, dengan metode Corporate Governance (GCG) principles through assessments
assessment dan/atau self-assessment, dengan menggunakan and/or self-assessments, using applicable parameters based
parameter-parameter yang berlaku berdasarkan praktik on best practices. As in previous years, in 2024, an assessment
terbaik. Sebagaimana tahun-tahun sebelumnya, pada of the implementation of GCG was also conducted based
tahun 2024 juga dilakukan penilaian atas implementasi on the ASEAN Corporate Governance Scorecard (ACGS)
GCG berdasarkan parameter ASEAN Corporate Governance parameters by an independent party, and the Company
Scorecard (ACGS) oleh pihak independen dan Perseroan successfully achieved a total score of 104.18 in GCG
berhasil memperoleh mencapai skor total sebesar 104,18 implementation. This result reflects the Company’s success in
dalam penerapan GCG. Hasil ini mencerminkan keberhasilan integrating GCG principles into every aspect of its business.
Perseroan dalam mengintegrasikan prinsip-prinsip GCG ke This achievement not only shows that the Company meets the
dalam setiap aspek bisnisnya. Pencapaian tersebut tidak hanya established standards but also contributes to increasing the
menunjukkan bahwa Perseroan mampu memenuhi standar trust of investors and other stakeholders, which will serve as
yang ditetapkan, tetapi juga berkontribusi pada peningkatan a significant added value for the Company in carrying out its
kepercayaan investor dan pemangku kepentingan lainnya operational and strategic activities.
yang akan menjadi nilai tambah yang signifikan bagi Perseroan
dalam menjalankan aktivitas operasional dan strategisnya.
Selain itu, Perseroan telah menerapkan sistem manajemen Moreover, the Company has implemented a comprehensive
risiko yang komprehensif, sesuai dengan Peraturan Menteri risk management system, under the Ministry of State-
BUMN No. PER-2/MBU/03/2023. Perseroan juga telah Owned Enterprises Regulation No. PER-2/MBU/03/2023.
menyusun contingency plan yang efektif dan melakukan The Company has also developed an effective contingency
pengukuran risk maturity index sebagai bagian integral dari plan and conducted risk maturity index assessments as an
pengelolaan Perseroan dan penerapan GCG yang terbaik. integral part of the Company’s management and the best GCG
Dengan langkah-langkah tersebut, Dewan Komisaris practices. With these measures, the Board of Commissioners
memastikan bahwa semua potensi risiko diidentifikasi dan ensures that all potential risks are identified and managed
dikelola dengan baik, sehingga Perseroan dapat menjalankan effectively, allowing the Company to operate more efficiently
operasionalnya dengan lebih efektif dan efisien. and effectively.
Dewan Komisaris menilai bahwa penerapan GCG di Perseroan The Board of Commissioners evaluates that the
telah berjalan sesuai dengan prinsip-prinsip yang telah implementation of GCG in the Company has been in line with
ditetapkan, baik dalam statusnya sebagai BUMN maupun the established principles, both as a State-Owned Enterprise
sebagai Perusahaan Terbuka. Keberhasilan ini mencerminkan (BUMN) and as a publicly listed company. This success reflects
dedikasi dan komitmen semua pihak dalam menerapkan GCG, the dedication and commitment of all parties in implementing
yang pada akhirnya akan memperkuat posisi Perseroan dalam GCG, which will ultimately strengthen the Company’s position
menghadapi tantangan dan meraih peluang di masa depan. in facing challenges and seizing opportunities in the future.
Pencapaian Penerapan Prinsip-prinsip GCG di Achievement of the Implementation of GCG
Lingkungan Dewan Komisaris Tahun Buku 2024 Principles within the Board of Commissioners in
the 2024 Fiscal Year
Dalam lingkupnya, Dewan Komisaris berkomitmen untuk Within its scope, the Board of Commissioners is committed to
menjalankan tugas dan fungsi pengawasan secara efektif performing its supervisory duties and functions effectively
terhadap pengelolaan Perseroan. Dalam setiap langkah dan in managing the Company. In every step and decision taken,
keputusan yang diambil, Dewan Komisaris senantiasa mengacu the Board of Commissioners always refers to applicable laws
pada peraturan perundang-undangan serta ketentuan yang and regulations. By adhering to GCG principles, the Board of
berlaku. Dengan mematuhi prinsip-prinsip GCG, Dewan Commissioners strives to ensure that all of the Company’s
Komisaris berupaya untuk memastikan bahwa seluruh activities are conducted with integrity and responsibility,
aktivitas Perseroan dilaksanakan dengan integritas dan which ultimately enhances the trust of investors and
bertanggung jawab, yang pada akhirnya akan meningkatkan stakeholders.
kepercayaan investor dan pemangku kepentingan.
Setiap tahunnya, Dewan Komisaris menyusun program Each year, the Board of Commissioners develops a work
kerja dimana realisasi program kerja tersebut dilaporkan program, which is reported in the form of the Board of
dalam bentuk laporan pengawasan Dewan Komisaris, yang Commissioners’ supervisory report, serving as a tool for
berfungsi sebagai alat evaluasi kinerja Dewan Komisaris evaluating the Board’s performance during the Annual
yang selanjutnya dilaporkan dalam Rapat Umum Pemegang General Meeting of Shareholders (AGMS). This evaluation
Saham (RUPS) Tahunan. Proses evaluasi tersebut penting process is essential to ensure that the Board of Commissioners
58 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
untuk memastikan bahwa Dewan Komisaris terus beradaptasi continues to adapt and improve effectiveness in performing
dan meningkatkan efektivitasnya dalam menjalankan their supervisory duties as well as to account for their
tugas pengawasan, serta untuk mempertanggungjawabkan performance to the shareholders.
kinerjanya kepada para pemegang saham.
Di tahun 2024, Dewan Komisaris berhasil menyelesaikan In 2024, the Board of Commissioners completed all the work
seluruh program kerja yang telah ditetapkan. Semua programs that had been set. All achievements were presented
pencapaian ini disampaikan dalam RUPS Tahunan, di mana at the AGMS, where the Board reported on the execution of
Dewan Komisaris melaporkan hasil pelaksanaan tugasnya dan their duties and provided a clear overview of the efforts made
memberikan gambaran yang jelas tentang upaya yang telah to improve the implementation of GCG. This accomplishment
dilakukan untuk meningkatkan penerapan GCG. Pencapaian demonstrates the dedication and commitment of the Board of
ini menunjukkan dedikasi dan komitmen Dewan Komisaris Commissioners to ensure that every aspect of the Company’s
dalam memastikan bahwa setiap aspek pengelolaan management is conducted well and aligns with GCG principles.
Perseroan dilakukan dengan baik dan sesuai dengan prinsip- By completing the work program, the Board of Commissioners
prinsip GCG. Dengan keberhasilan dalam menyelesaikan reaffirms its role as an effective and proactive overseer,
program kerja, Dewan Komisaris menegaskan perannya focusing not only on compliance but also on enhancing the
sebagai pengawas yang efektif dan proaktif, yang tidak hanya quality and sustainability of the Company’s operations.
berfokus pada kepatuhan, tetapi juga pada peningkatan
kualitas dan keberlanjutan operasional Perseroan.
Berikut adalah beberapa program kerja besar Dewan Here are some of the major work programs of the Board of
Komisaris: Commissioners:
Pengusulan Kantor Akuntan Publik (KAP) untuk Proposal of Public Accounting Firm (KAP) for
Disetujui dan Ditetapkan oleh RUPS Approval and Appointment by the GMS
Dewan Komisaris memiliki tanggung jawab penting dalam The Board of Commissioners has an important responsibility
memastikan bahwa laporan keuangan Perseroan diaudit oleh to ensure that the Company’s financial statements are audited
pihak yang independen dan profesional. Dalam konteks ini, by an independent and professional party. In this context, the
Dewan Komisaris menyetujui pengusulan KAP Amir Abadi Board of Commissioners approved the proposal of the Public
Jusuf, Aryanto, Mawar & Rekan (Anggota Jaringan Global Accounting Firm (KAP) Amir Abadi Jusuf, Aryanto, Mawar &
RSM) yang akan melakukan audit terhadap laporan keuangan Partners (a member of the global RSM network), which will
konsolidasian Perseroan dan laporan Program Pendanaan audit the Company’s consolidated financial statements
Usaha Mikro dan Usaha Kecil (PUMK) tahun 2024. Proses and the Micro and Small Business Funding Program (PUMK)
pengusulan ini dilakukan melalui pertimbangan yang matang, report in 2024. This proposal was made after careful
dengan mempertimbangkan pengalaman, reputasi, dan consideration of the experience, reputation, and capability
kemampuan KAP dalam melaksanakan audit yang berkualitas of the Public Accounting Firm to conduct high-quality audits.
tinggi. Setelah melalui proses evaluasi yang komprehensif, After a comprehensive evaluation process, the proposal was
usulan KAP ini kemudian disampaikan kepada RUPS untuk submitted to the General Meeting of Shareholders (GMS)
mendapatkan persetujuan dan penetapan RUPS yang yang for approval and appointment, with the GMS delegating
memberikan pelimpahan kewenangan dan kuasa kepada the authority and power to the Board of Commissioners to
Dewan Komisaris untuk menetapkan besaran imbalan jasa determine the appropriate audit fee and/or additional scope
audit dan/atau penambahan ruang lingkup yang diperlukan of work and other reasonable requirements for the Public
dan persyaratan lainnya, yang wajar bagi KAP tersebut. Accounting Firm.
Pemberian Persetujuan dan Penetapan RKAP 2024 Approval and Establishment of the 2024 Company
Work Plan and Budget (RKAP)
Dalam rangka memastikan bahwa Perseroan memiliki To ensure that the Company has a clear direction for the
arah yang jelas untuk tahun mendatang, Dewan Komisaris coming year, the Board of Commissioners approved and
memberikan persetujuan dan penetapan RKAP 2024 Surat established the 2024 Company Work Plan and Budget
Keputusan Dewan Komisaris No. Kep 015/I/2024 tanggal 30 (RKAP) through the Board of Commissioners Decree No. Kep
Januari 2024. Proses penyusunan RKAP melibatkan analisis 015/I/2024 dated January 30, 2024. The RKAP preparation
mendalam mengenai kinerja tahun sebelumnya, proyeksi process involved an in-depth analysis of the previous year’s
pasar, dan rencana strategis yang selaras dengan tujuan jangka performance, market projections, and strategic plans that
panjang Perseroan. Dengan mempertimbangkan berbagai align with the company’s long-term vision. Taking various
faktor, Dewan Komisaris bekerja sama dengan Komite di factors into account, the Board of Commissioners worked
bawah Dewan Komisaris serta Direksi untuk menyusun RKAP with the committees under the Board of Commissioners and
yang komprehensif, yang mencakup tujuan, program kerja, the Board of Directors to draft a comprehensive RKAP, which
dan anggaran yang diperlukan untuk mencapai sasaran yang includes goals, work programs, and the necessary budget to
ditetapkan. achieve the set targets.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 59
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Penetapan RKAP tersebut menjadi landasan bagi pengelolaan The establishment of the RKAP serves as the foundation
operasional Perseroan di tahun 2024. Dewan Komisaris for the Company’s operations in 2024. The Board of
menekankan pentingnya implementasi RKAP yang efektif Commissioners emphasized the importance of effectively
agar setiap program dan kegiatan yang direncanakan dapat implementing the RKAP so that every program and activity
terlaksana dengan baik dan memberikan kontribusi positif planned can be conducted properly and contribute positively
terhadap kinerja keuangan Perseroan. to the Company’s financial performance.
Pengawasan terhadap Kebijakan dan Pelaksanaan Supervisory of the Policies and Implementation of
Pengelolaan Anak Perusahaan Subsidiary Management
Salah satu program kerja utama Dewan Komisaris adalah One of the main tasks of the Board of Commissioners is
melakukan pengawasan terhadap kebijakan dan pelaksanaan to oversee the policies and implementation of subsidiary
pengelolaan anak perusahaan. Mengingat pentingnya peran management. Given the crucial role of subsidiaries in
anak perusahaan dalam mendukung pertumbuhan dan supporting the growth and sustainability of the Company, the
keberlanjutan Perseroan, Dewan Komisaris memastikan Board of Commissioners ensures that all policies implemented
bahwa semua kebijakan yang diterapkan sejalan dengan align with the overall strategy and vision of the Company.
strategi dan visi Perseroan secara keseluruhan. Melalui Through careful monitoring, the Board of Commissioners
pemantauan yang cermat, Dewan Komisaris berupaya seeks to identify the challenges faced by the subsidiaries and
untuk mengidentifikasi tantangan yang dihadapi oleh anak provide the necessary support to address those issues.
perusahaan dan memberikan dukungan yang diperlukan
untuk mengatasi masalah tersebut.
Dengan melakukan kunjungan kerja dan rapat koordinasi By conducting work visits and regular coordination meetings,
secara berkala, Dewan Komisaris dapat memperoleh wawasan the Board of Commissioners can obtain direct insights into the
langsung mengenai kondisi terkini anak perusahaan. Hal current conditions of the subsidiaries. This not only allows the
ini tidak hanya memungkinkan Dewan Komisaris untuk Board to assess the subsidiaries’ performance objectively but
menilai kinerja anak perusahaan secara objektif, tetapi juga also to provide the necessary strategic direction for decision-
untuk memberikan arahan strategis yang diperlukan dalam making. With a proactive supervisory approach, the Board of
pengambilan keputusan. Dengan pendekatan pengawasan Commissioners is committed to ensuring that each subsidiary
yang proaktif, Dewan Komisaris berkomitmen untuk operates optimally and makes a significant contribution to
memastikan bahwa setiap anak perusahaan beroperasi achieving the Company’s objectives.
secara optimal dan berkontribusi secara signifikan terhadap
pencapaian tujuan Perseroan.
Arahan atas Implementasi Rencana dan Kebijakan Guidance on the Implementation of the Company’s
Perseroan Plans and Policies
Dewan Komisaris memberikan arahan yang jelas dan strategis The Board of Commissioners provides clear and strategic
terkait implementasi rencana dan kebijakan Perseroan. guidance on the implementation of the Company’s plans
Arahan ini mencakup berbagai aspek, dengan memperhatikan and policies. This guidance includes various aspects, taking
relevansi pada kondisi dan tantangan yang ada serta aspirasi into account the relevance to the existing conditions and
pemegang saham dan seluruh pemangku kepentingan. Dengan challenges, as well as the aspirations of the shareholders
adanya arahan tersebut, Dewan Komisaris memastikan bahwa and all stakeholders. With this direction, the Board ensures
semua tindakan yang diambil oleh Direksi selaras dengan that all actions taken by the Board of Directors align with the
tujuan jangka panjang Perseroan. Company’s long-term goals.
Dalam konteks ini, Dewan Komisaris berfokus pada evaluasi In this context, the Board of Commissioners focuses on
dan pengawasan terhadap pelaksanaan rencana yang telah evaluating and supervising the execution of the agreed-
disepakati. Melalui rapat-rapat koordinasi dan diskusi yang upon plans. Through coordination meetings and intensive
intensif, Dewan Komisaris dapat memberikan masukan yang discussions, the Board can provide constructive feedback
konstruktif dan mengidentifikasi potensi risiko yang mungkin and identify potential risks that may arise during the
muncul selama proses implementasi. Dengan demikian, implementation process. Therefore, the Board plays an active
Dewan Komisaris berperan aktif dalam mendukung Direksi role in supporting the Board of Directors to ensure that every
untuk memastikan bahwa setiap kebijakan yang diterapkan policy implemented has a positive impact on the Company’s
dapat memberikan dampak positif terhadap kinerja Perseroan. performance.
60 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Arahan Terkait Keberlanjutan Bisnis dan Peningkatan Strategic Guidance on Business Sustainability and
Daya Saing Enhancing Competitive Advantage
Dewan Komisaris menyadari bahwa keberlanjutan bisnis The Board of Commissioners recognizes that business
berdasarkan Environmental, Social, and Governance (ESG) sustainability based on Environmental, Social, and
merupakan aspek penting dalam menghadapi tantangan Governance (ESG) principles is a critical aspect in facing the
industri yang semakin kompetitif. Oleh karena itu, Dewan increasingly competitive industry challenges. Therefore, the
Komisaris memberikan arahan strategis yang berfokus Board provides strategic guidance focused on developing
pada pengembangan kebijakan keberlanjutan yang selaras sustainability policies that align with market trends and
dengan tren pasar dan kebutuhan masyarakat. Dalam arahan societal needs. In this guidance, the Board encourages the
ini, Dewan Komisaris mendorong Direksi untuk melakukan Board of Directors to innovate and enhance service quality,
inovasi dan peningkatan kualitas layanan, sehingga Perseroan so that the Company can maintain its competitiveness and
dapat mempertahankan daya saingnya dan memiliki landasan establish a strong foundation for sustainable growth in an
yang kuat untuk tumbuh berkelanjutan di pasar yang semakin increasingly dynamic market.
dinamis.
Penguatan landasan kinerja yang kokoh tidak hanya Strengthening a solid performance foundation relies not only
bergantung pada kualitas, tetapi juga pada efisiensi on quality but also on operational efficiency and sustainable
operasional dan pengelolaan sumber daya yang berkelanjutan. resource management. The Board of Commissioners is
Dewan Komisaris berkomitmen untuk memastikan bahwa committed to ensuring that the sustainability strategies
strategi keberlanjutan yang diterapkan dapat memberikan implemented provide long-term benefits for the Company
manfaat jangka panjang bagi Perseroan, serta berkontribusi and contribute to social and environmental development.
pada pembangunan sosial dan lingkungan.
Arahan Terkait Penguatan Sistem Pengendalian Guidance on Strengthening the Internal Control
Internal System
Penguatan sistem pengendalian internal menjadi salah satu Strengthening the internal control system is one of the main
prioritas utama bagi Dewan Komisaris dalam menjalankan priorities for the Board of Commissioners in performing their
fungsi pengawasannya. Dewan Komisaris menyadari bahwa supervisory function. The Board realizes that an effective
sistem pengendalian internal yang efektif merupakan kunci internal control system is crucial for maintaining the integrity
untuk menjaga integritas laporan keuangan dan memastikan of financial statements and ensuring that all company
bahwa semua operasi Perseroan dilakukan sesuai dengan operations are conducted under established policies.
kebijakan yang telah ditetapkan. Oleh karena itu, Dewan Therefore, the Board provides guidance to continuously
Komisaris memberikan arahan untuk terus melakukan evaluate and improve the existing system, to identify potential
evaluasi dan perbaikan terhadap sistem yang ada, guna weaknesses and enhance the effectiveness of controls.
mengidentifikasi potensi kelemahan dan meningkatkan
efektivitas pengendalian.
Dewan Komisaris juga mendorong Direksi untuk melibatkan The Board also encourages the Board of Directors to involve
semua level organisasi dalam penerapan pengendalian all levels of the organization in the implementation of internal
internal, sehingga setiap karyawan memiliki pemahaman controls, so that every employee has a clear understanding
yang jelas mengenai pentingnya tata kelola yang baik. of the importance of good governance. By fostering a culture
Dengan menciptakan budaya kesadaran akan pentingnya of awareness regarding the significance of internal controls,
pengendalian internal, diharapkan semua pihak dapat it is hoped that all parties will contribute to maintaining
berkontribusi dalam menjaga kepatuhan dan transparansi compliance and transparency in the company’s operations.
dalam operasional Perseroan.
Arahan Terkait Efektivitas Sistem Manajemen Risiko Guidance on the Effectiveness of the Company’s Risk
Perseroan Management System
Dewan Komisaris memberikan perhatian yang serius The Board of Commissioners pays serious attention to the
terhadap efektivitas sistem manajemen risiko Perseroan. effectiveness of the Company’s risk management system. In
Dalam menghadapi ketidakpastian dan risiko yang muncul facing uncertainties and risks arising from various factors,
dari berbagai faktor, Dewan Komisaris menekankan perlunya the Board emphasizes the need for the implementation of
implementasi sistem manajemen risiko yang komprehensif a comprehensive and sustainable risk management system.
dan berkelanjutan. Arahan ini mencakup pengembangan This guidance includes the development of a framework to
kerangka kerja untuk mengidentifikasi, menganalisis, dan identify, analyze, and manage risks that the Company may
mengelola risiko yang mungkin dihadapi oleh Perseroan, baik face, in terms of operations, finances, and reputation.
dari segi operasional, keuangan, maupun reputasi.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 61
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Dengan melibatkan Direksi dalam pengelolaan risiko, By involving the Board of Directors in risk management, the
Dewan Komisaris memastikan bahwa setiap risiko yang Board ensures that each identified risk can be addressed with
teridentifikasi dapat ditangani dengan strategi yang tepat the appropriate and proactive strategy. Additionally, the Board
dan proaktif. Selain itu, Dewan Komisaris juga mendorong encourages the Board of Directors to prepare transparent and
Direksi untuk menyusun laporan risiko yang transparan dan accurate risk reports, which can serve as the foundation for
akurat, yang dapat digunakan sebagai dasar pengambilan strategic decision-making. With a systematic approach to
keputusan strategis. Dengan pendekatan yang sistematis risk management, the Company is expected to maintain solid
terhadap manajemen risiko, Perseroan diharapkan dapat and sustainable performance, while being prepared to face
mempertahankan kinerja yang solid dan berkelanjutan, serta challenges that may arise in the future.
siap menghadapi tantangan yang mungkin muncul di masa
depan.
Penilaian Kinerja Dewan Komisaris Tahun Assessment of the Board of Commissioners
2024 Performance in 2024
Penilaian kinerja Dewan Komisaris dilaksanakan melalui The performance assessment of the Board of Commissioners
proses self-assessment yang mendalam, berdasarkan KPI yang is conducted through an in-depth self-assessment process
telah ditentukan. Hasil dari evaluasi ini menunjukkan bahwa based on the established Key Performance Indicators (KPIs).
Dewan Komisaris berhasil mencapai skor maksimal, yakni 5,0 The results of this evaluation indicate that the Board of
dari 5,0, mencerminkan dedikasi dan komitmen kami dalam Commissioners has achieved the maximum score of 5.0 out of
menjalankan fungsi pengawasan dengan baik. 5.0, reflecting our dedication and commitment to performing
our supervisory duties effectively.
Penilaian Kinerja Komite-Komite di Bawah Assessment of the Performance of
Dewan Komisaris Tahun 2024 Committees Under the Board of
Commissioners in 2024
Dalam mendukung efektivitas pelaksanaan fungsi To support the effectiveness of the supervisory function
pengawasan dan menjalankan tugas serta tanggung and conduct their duties and responsibilities, the Board of
jawabnya, Dewan Komisaris mendapatkan dukungan dari Commissioners receives support from the Secretariat Team
Tim Sekretariat dan beberapa komite yang memiliki peran and several committees with vital roles, including the Audit
penting, antara lain yaitu Komite Audit, Komite Nominasi dan Committee, the Nomination and Remuneration Committee,
Remunerasi, Komite Risiko dan Hukum, serta komite baru yang the Risk and Legal Committee, and a newly formed
dibentuk di tahun 2024, yaitu Komite Tata Kelola Terintegrasi. committee in 2024, the Integrated Governance Committee.
Pembentukan Komite Tata Kelola Terintegrasi ini bertujuan The establishment of the Integrated Governance Committee
untuk memastikan bahwa semua aspek tata kelola Perseroan aims to ensure that all aspects of corporate governance are
dikelola secara menyeluruh dan terintegrasi. Setiap Komite managed comprehensively and integrally. Each committee
bertugas untuk menyusun program kerja tahunan yang rinci, is tasked with preparing a detailed annual work program,
termasuk laporan pelaksanaan tugas yang akan disampaikan including progress reports on tasks to be presented to the
kepada Dewan Komisaris setiap triwulan. Board of Commissioners quarterly.
Laporan pelaksanaan tugas tersebut berfungsi sebagai acuan These progress reports serve as a reference for performance
untuk penilaian kinerja dan KPI masing-masing komite. Dalam assessment and the Key Performance Indicators (KPIs) for
evaluasi yang dilakukan oleh Dewan Komisaris pada tahun each committee. In the evaluation conducted by the Board
2024, terlihat bahwa semua komite telah melaksanakan tugas of Commissioners in 2024, all committees have conducted
dan tanggung jawabnya dengan baik, intensif, dan efektif. their duties and responsibilities effectively, intensively, and
Dewan Komisaris memberikan apresiasi terhadap pencapaian efficiently. The Board of Commissioners appreciates these
tersebut, dan menilai bahwa Komite-komite tersebut telah achievements and assesses that these committees have
berkontribusi signifikan dalam meningkatkan kualitas made significant contributions in enhancing the quality of
pengawasan internal terhadap pengelolaan Perseroan. Selain internal supervisory over the management of the Company.
itu, Dewan Komisaris mendorong seluruh Komite untuk terus Additionally, the Board of Commissioners encourages all
meningkatkan perannya secara berkesinambungan, sehingga committees to continue to improve their roles continuously,
fungsi pengawasan dapat lebih baik lagi dalam menjaga so that the supervisory function can further enhance the
integritas dan akuntabilitas operasional Perseroan di masa integrity and accountability of the Company’s operations in
mendatang. the future.
62 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Perubahan Komposisi Dewan Komisaris Changes in the Composition of the Board of
Commissioners
Di tahun 2024, tidak terdapat perubahan komposisi Dewan In 2024, there were no changes in the composition of the
Komisaris. Dengan demikian, komposisi Dewan Komisaris Board of Commissioners. Therefore, the composition of the
Perseroan hingga tanggal penyusunan laporan ini adalah Company’s Board of Commissioners as of the date of this
sebagai berikut: report is as follows:
Komisaris Utama
Mohammad Zainal Fatah
President Commissioner
Komisaris
M. Roskanedi
Commissioner
Komisaris
Raja Erizman
Commissioner
Komisaris Independen
Chandra Wijaya
Independent Commissioner
Komisaris Independen
Seppalga Ahmad
Independent Commissioner
Komisaris Independen
Marsetio
Independent Commissioner
Komisaris Independen
Independent Commissioner Abdul Rachman
Apresiasi Appreciation
Atas nama Dewan Komisaris, kami mengungkapkan rasa On behalf of the Board of Commissioners, we extend our
terima kasih yang mendalam kepada seluruh pemangku deepest gratitude to all stakeholders, including shareholders,
kepentingan, termasuk pemegang saham, Direksi, dan seluruh the Board of Directors, and all employees, for the support and
karyawan, atas dukungan dan kerja sama yang telah diberikan collaboration provided throughout 2024. The achievements
selama tahun 2024. Pencapaian yang diraih oleh Perseroan of the Company are inseparable from the dedication and
tidak terlepas dari dedikasi dan komitmen bersama dalam shared commitment in conducting respective duties and
menjalankan tugas dan tanggung jawab masing-masing. Kami responsibilities. We highly appreciate the efforts of the
sangat menghargai upaya tim manajemen dalam menerapkan management team in upholding the principles of Good
prinsip-prinsip GCG, serta memastikan transparansi dan Corporate Governance (GCG) and ensuring transparency
akuntabilitas dalam setiap langkah yang diambil. Apresiasi ini and accountability in every decision made. Our appreciation
juga kami tujukan kepada seluruh Komite yang telah bekerja also goes to all committees for their hard work in fulfilling
keras untuk menjalankan fungsi pengawasan dan memberikan supervisory functions and providing constructive
rekomendasi yang konstruktif. recommendations.
Sebagai penutup, Dewan Komisaris menegaskan In conclusion, the Board of Commissioners reaffirms its
komitmennya untuk terus meningkatkan fungsi pengawasan commitment to continuously enhancing its sup functions
dan mendukung pertumbuhan berkelanjutan Perseroan di and supporting the Company’s sustainable growth in the
masa depan. Kami percaya bahwa dengan landasan yang future. With a strong foundation in good governance and
kuat dalam tata kelola yang baik, serta kolaborasi yang solid solid collaboration among all parties, the Company will be
di antara semua pihak, Perseroan akan mampu menghadapi well-equipped to face challenges and seize opportunities
tantangan dan meraih peluang di masa mendatang. Kami in the following years. We hope the spirit of innovation and
berharap agar semangat untuk berinovasi dan meningkatkan performance improvement remains steadfast, enabling the
kinerja tetap terjaga, sehingga Perseroan dapat terus Company to continue contributing positively to national
memberikan kontribusi positif bagi pembangunan nasional development and the welfare of society.
dan kesejahteraan masyarakat.
Jakarta, 15 April / April 15, 2025
Atas Nama Dewan Komisaris
On Behalf of the Board of Commissioners
Mohammad Zainal Fatah
Komisaris Utama
President Commissioner
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 63
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Profil Dewan Komisaris
Board of Commissioner' Profile
M. Roskanedi Raja Erizman Marsetio Mohammad Zainal Fatah
Komisaris Komisaris Komisaris Independen Komisaris Utama
Commissioner Commissioner Independent Commissioner President Commissioner
64 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Seppalga Ahmad Abdul Rachman Chandra Wijaya
Komisaris Independen Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner Independent Commissioner
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 65
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Laporan Direksi
Board of Directors’ Report
“ Perseroan telah mengambil langkah signifikan dengan
memperbarui visi dan misinya dalam Rencana Jangka Panjang
Perusahaan (RJPP) 2025-2029. Pembaruan ini dilakukan sebagai
bagian dari komitmen untuk beradaptasi dengan perubahan
lingkungan bisnis yang semakin dinamis, termasuk perkembangan
teknologi dan tuntutan pasar yang terus berubah.
The company has taken significant steps by updating its vision and mission in the
Company’s Long-Term Plan (RJPP) for 2025-2029. This update is part of its commitment
to adapt to the increasingly dynamic business environment, including technological
developments and the ever-changing market demands.
Pemegang Saham yang terhormat, Dear Shareholders, The honorable Stakeholders,
Para Pemangku Kepentingan yang kami hargai
Memulai laporan ini, mewakili Direksi, kami mengucapkan To begin this report, on behalf of the Board of Directors,
puji syukur ke hadirat Tuhan Yang Maha Esa, karena atas we express our gratitude to God Almighty for His blessings
rahmat dan karunia-Nya, Perseroan berhasil melewati tahun and grace that enabled the Company to successfully
2024 dengan pencapaian yang positif. Dalam perjalanan navigate 2024 with positive achievements. Throughout this
yang penuh tantangan ini, Perseroan senantiasa berkomitmen challenging journey, the Company has remained steadfast
untuk memberikan yang terbaik bagi masyarakat, pelanggan, in its commitment to delivering the best for the community,
dan seluruh pemangku kepentingan. Perkenankan kami untuk customers, and all stakeholders. Allow us to present the
melaporkan perkembangan kinerja Perseroan di sepanjang Company’s performance developments throughout 2024 as
tahun 2024 dalam rangka mempersiapkan landasan yang part of our efforts to build a strong foundation for a brighter
kokoh untuk menyongsong masa depan yang lebih baik future and sustainable growth, thereby creating value for all
dan pertumbuhan yang berkelanjutan sehingga dapat stakeholders.
menciptakan nilai bagi seluruh pemangku kepentingan.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Subakti Syukur
Direktur Utama
President Director
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kondisi Ekonomi Nasional dan Industri di Conditions of National Economic and
Tahun 2024 Industry in 2024
Memasuki tahun 2024, perekonomian nasional Indonesia Entering 2024, Indonesia’s national economy has shown
menunjukkan pertumbuhan yang positif meskipun di tengah positive growth despite global challenges. According to data
tantangan global. Menurut data dari Badan Pusat Statistik from the Central Statistics Agency (BPS), Indonesia’s Gross
(BPS), pertumbuhan Produk Domestik Bruto (PDB) Indonesia Domestic Product (GDP) growth reached 5.03% in 2024. The
mencapai 5,03% pada tahun 2024. Faktor utama yang main factors supporting this growth are increased household
mendukung pertumbuhan ini adalah peningkatan konsumsi consumption, investment, and exports, particularly in the
rumah tangga, investasi, dan ekspor, terutama dalam sektor commodities sector. In addition, the recorded inflation
komoditas. Selain itu, stabilitas inflasi yang tercatat sebesar stability of 1.57% has provided room for increased public
1,57% juga memberikan ruang bagi daya beli masyarakat purchasing power, which has a positive impact on the demand
untuk terus meningkat, yang berdampak positif pada for infrastructure, including toll roads.
permintaan terhadap infrastruktur, termasuk jalan tol.
Dalam konteks industri jalan tol, perkembangan yang In the toll road industry context, significant progress was
signifikan terlihat pada proyek-proyek yang sedang berjalan evident in ongoing projects and operations. As of the third
dan operasional. Sampai dengan Desember tahun 2024, total quarter of 2024, the total length of operational toll roads
panjang jalan tol yang beroperasi di Indonesia mencapai in Indonesia exceeded 2,500 km, with projections for an
lebih dari 2.500 km, dengan proyeksi penambahan sekitar additional 500 km by the end of the year. Revenue from the
500 km hingga akhir tahun. Pendapatan dari sektor jalan toll road sector also increased, driven by a surge in traffic
tol juga mengalami kenaikan, yang didorong oleh lonjakan volume, reflecting heightened mobility post-pandemic and
volume lalu lintas, seiring dengan meningkatnya mobilitas the execution of major infrastructure projects that expanded
masyarakat pasca-pandemi dan pelaksanaan berbagai proyek the toll road network nationwide.
infrastruktur besar yang memperluas jaringan jalan tol di
seluruh Indonesia.
Strategi dan Kebijakan Strategis Strategic Direction and Policies
Perseroan telah mengambil langkah signifikan dengan The Company has taken significant steps by updating its vision
memperbarui visi dan misinya dalam Rencana Jangka Panjang and mission as part of the Corporate Long-Term Plan (RJPP)
Perusahaan (RJPP) 2025-2029. Pembaruan ini dilakukan 2025–2029. This update reflects the Company’s commitment
sebagai bagian dari komitmen untuk beradaptasi dengan to adapting to an increasingly dynamic business environment,
perubahan lingkungan bisnis yang semakin dinamis, termasuk including technological advancements and evolving market
perkembangan teknologi dan tuntutan pasar yang terus demands. With a solid foundation of experience and an
berubah. Dengan latar belakang pengalaman yang mendalam extensive network, the Company remains committed to
dan jaringan yang luas, Perseroan berkomitmen untuk terus innovation and enhancing its services. This commitment is
berinovasi dan meningkatkan layanannya. Hal ini sangat crucial for maintaining its position as the leader in Indonesia’s
penting agar Perseroan dapat mempertahankan posisinya toll road industry. However, future success heavily relies on the
sebagai pemimpin dalam industri jalan tol di Indonesia. Company’s ability to adapt its business strategies effectively,
Namun, keberhasilan di masa depan sangat bergantung pada respond to market dynamics, and comply with continuously
kemampuan Perseroan untuk secara efektif mengadaptasi evolving regulations. In this context, the Company recognizes
strategi bisnisnya, menanggapi dinamika pasar, dan that flexibility and responsiveness are essential to remaining
memenuhi regulasi yang terus berubah. Dalam konteks ini, relevant and competitive in an increasingly challenging
Perseroan menyadari bahwa fleksibilitas dan responsivitas industry.
adalah kunci untuk tetap relevan dan kompetitif di industri
yang semakin ketat ini.
Berdasarkan visi dan misi baru yang telah dirumuskan, Based on the newly formulated vision and mission, the
Perseroan telah mengidentifikasi tujuan strategis yang Company has identified strategic objectives as the foundation
menjadi landasan dalam RJPP periode 2025-2029. Tujuan ini for its Corporate Long-Term Plan (RJPP) for 2025–2029.
dirancang untuk meningkatkan kinerja portofolio eksisting These objectives are designed to enhance the performance
sambil melibatkan dan memahami pelanggan dengan lebih of the existing portfolio while better engaging with and
baik. Tujuan strategis yang telah ditetapkan tersebut adalah understanding customers. The identified strategic objectives
sebagai berikut: are as follows:
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
1. Memaksimalkan teknologi sebagai enabler dalam 1. Maximizing technology as an enabler to deliver innovative
memberikan layanan infrastruktur jalan tol yang inovatif toll road infrastructure services aligned with user needs.
serta sesuai dengan kebutuhan pengguna. Hal ini This involves utilizing technology to improve operational
mencakup penggunaan teknologi untuk meningkatkan efficiency, enhance user experience, and develop new
efisiensi operasional, meningkatkan pengalaman solutions to meet evolving market demands. Proactive
pengguna, dan mengembangkan solusi baru untuk customer engagement is essential to drive service
memenuhi tuntutan pasar yang terus berkembang. improvements, identify new service types, create
Pelibatan pelanggan secara proaktif diperlukan opportunities for new revenue streams, and enhance
untuk mendorong adanya peningkatan pada layanan, overall customer satisfaction.
identifikasi jenis-jenis layanan baru, penciptaan
peluang untuk sumber pendapatan baru, serta untuk
meningkatkan kepuasan pelanggan secara menyeluruh.
2. Meningkatkan performa existing portfolio serta mulai 2. Enhancing the performance of the existing portfolio while
menjajaki peluang ekspansi ke pasar yang lebih luas. exploring opportunities for broader market expansion.
Hal ini mencakup fokus pada peningkatan kualitas dan This includes improving the quality and efficiency of
efisiensi dari infrastruktur jalan tol yang sudah dimiliki, toll road infrastructure owned, operated, or under
dioperasikan, atau sedang dalam masa konstruksi. Selain construction. Additionally, it involves identifying and
itu, dapat dilakukan melalui identifikasi dan penjajakan exploring opportunities to expand market coverage,
peluang untuk memperluas cakupan pasar, baik melalui whether through the acquisition of existing assets
akuisisi aset yang sudah ada (brownfield), investasi (brownfield), minority investments in new projects,
minoritas dalam proyek-proyek baru, atau penyediaan or the provision of partial Operation & Preservation
layanan Pengoperasian dan Preservasi parsial di ruas tol services in toll road segments abroad.
negara lain.
3. Meningkatkan inovasi melalui kolaborasi dengan 3. Driving innovation through collaboration
stakeholder pada ekosistem jalan tol sekaligus with stakeholders within the toll road
pengembangan kapabilitas inti. Mengembangkan ecosystem while developing core capabilities.
inovasi tidak hanya sebatas penciptaan teknologi baru, Innovation efforts go beyond merely creating new
tetapi juga melibatkan kerja sama dengan berbagai technologies. They also collaborate with various
pihak terkait, termasuk pemerintah, masyarakat, dan stakeholders, including governments, communities, and
perusahaan lain dalam ekosistem. other companies within the ecosystem, to develop and
implement innovative solutions.
4. Memperluas implementasi solusi teknologi Electronic 4. Expanding the implementation of Electronic Toll
Toll Collection (ETC) di seluruh Indonesia melalui Collection (ETC) technology solutions across Indonesia.
skema kerja sama dengan mitra strategis, pengembang This entails accelerating the adoption of automated toll
teknologi, operator jalan tol lainnya, atau pelanggan. Hal payment systems (ETC) throughout the Indonesian toll
ini melibatkan ekspansi sistem pembayaran tol otomatis road network. The process involves collaboration with
(ETC) ke seluruh jaringan jalan tol di Indonesia. Proses ini external parties, including strategic partners, technology
melibatkan kerja sama dengan berbagai pihak eksternal, developers, other toll road operators, and customers.
antara lain mitra strategis, pengembang teknologi, This collaboration aims to facilitate broader adoption
operator jalan tol lainnya, atau pelanggan. Melalui kerja of the technology, improve toll payment efficiency, and
sama ini, diharapkan dapat dipercepat pengadopsian reduce traffic congestion at toll gates.
teknologi ini secara luas, meningkatkan efisiensi sistem
pembayaran tol, dan mengurangi kemacetan lalu lintas
di gerbang tol.
5. Menetapkan target dan menjalankan inisiatif 5. Setting targets and implementing sustainable initiatives
berkelanjutan yang berkontribusi pada target contributing to national decarbonization goals.
dekarbonisasi nasional. Hal ini meliputi penetapan This involves establishing targets and implementing
target dan implementasi inisiatif berkelanjutan untuk sustainable initiatives to reduce carbon emissions
mengurangi emisi karbon yang dapat diselaraskan in alignment with national objectives. By doing so,
dengan target nasional. Jasa Marga dapat memperkuat the Company aims to strengthen its reputation as an
citra Perseroan yang peduli lingkungan dan environmentally conscious and sustainable organization,
berkelanjutan, yang dapat menjadi faktor pembeda dan serving as a differentiator and building trust among the
meningkatkan kepercayaan masyarakat serta investor. public and investors.
Perseroan telah menetapkan strategi Perseroan untuk The Company has outlined its strategies to support the
mendukung pencapaian tujuan strategis di atas dalam 3 (tiga) achievement of the above strategic objectives through 3
strategi utama yang berkaitan langsung dengan aspek usaha (three) main strategies directly related to its business aspects,
Perseroan yaitu Bisnis Konsensi, Bisnis Pendukung Jalan Tol, including Concession Business, Toll Road Support Business,
dan Bisnis Prospektif, serta 6 (enam) strategi lainnya pada and Prospective Business, as well as 6 (six) other supporting
aspek pendukung sebagai berikut: strategies as follows:
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
1. Strategi Bisnis 1. Business Strategies
a. Bisnis Konsesi a. Concession Business
Optimalisasi kinerja portofolio konsesi jalan tol Optimizing the performance of the toll road
melalui standardisasi biaya Pengoperasian dan concession portfolio through standardizing
Preservasi dan melakukan manajemen portofolio Operation & Preservation costs and managing the
atas seluruh aset konsesi Perseroan. portfolio of all the Company’s concession assets.
b. Bisnis Pendukung Jalan Tol b. Toll Road Supporting Business
Ekspansi pasar melalui pemanfaatan Unique Selling Expanding the market by leveraging the unique
Point dari Service Provider Pengoperasian dan selling points of Operation and Preservation service
Preservasi. providers.
c. Bisnis Prospektif c. Prospective Business
Meningkatkan utilisasi aset non-tol untuk Increasing the utilization of non-toll assets to boost
peningkatan pendapatan non-tol dan brand image non-toll revenue and enhance the Jasa Marga brand
Jasa Marga. image.
2. Strategi Fungsional 2. Functional Strategies
a. Inovasi & Customer Experience a. Innovation & Customer Experience
Mengembangkan dan mengkomersialisasi produk Developing and commercializing customer-
serta layanan yang customer centric melalui centric products and services through innovation
manajemen inovasi dan kolaborasi. management and collaboration.
b. Pengembangan Bisnis b. Business Development
Transisi ke model bisnis investasi brownfield dan Transitioning to a brownfield investment business
mengeksplor ekspansi ke pasar internasional. model and exploring opportunities for international
market expansion.
c. Teknologi c. Technology
Pengembangan kapasitas dan infrastruktur Enhancing technological capacity and infrastructure
teknologi untuk mendukung pengambilan to support data-driven decision-making.
keputusan berbasis data (data-driven).
d. Finansial d. Financial
Efisiensi biaya keuangan melalui pendanaan Improving cost efficiency through alternative
alternatif dan meningkatkan pengelolaan portofolio funding sources and enhancing portfolio
perusahaan melalui integrated asset management. management via integrated asset management.
e. Organisasi dan Sumber Daya Manusia (SDM) e. Organization and Human Resources (HR)
Restrukturisasi organisasi, upskilling, dan Undertaking organizational restructuring, upskilling
pembentukan layanan bersama untuk mendukung the workforce, and establishing shared services to
tercapainya rencana bisnis Perseroan. support the Company’s business plans.
f. Environmental, Social, and Governance (ESG) f. Environmental, Social, and Governance (ESG)
Meningkatkan adopsi usecase green initiative pada Promoting the adoption of green initiative use
kegiatan operasional utama dan membuka peluang cases in core operational activities and exploring
untuk menerbitkan pendanaan hijau. opportunities to issue green financing instruments.
Peranan Direksi dalam Perumusan Strategi The Role of the Board of Directors in
dan Kebijakan Strategis Formulating Strategic Direction and
Policies
Dalam merumuskan strategi dan kebijakan strategis Perseroan, In formulating the company’s strategic direction and policies,
Direksi secara aktif terlibat dalam proses tersebut dengan the Board of Directors is actively involved in conducting an in-
melakukan analisis mendalam terhadap dinamika pasar dan depth analysis of market dynamics and applicable regulations,
regulasi yang berlaku, sehingga strategi yang dirumuskan ensuring that the strategies developed are relevant and
dapat relevan dan adaptif terhadap kondisi yang terus adaptable to the constantly changing conditions. This is
berubah. Hal ini penting untuk memastikan bahwa Perseroan crucial to ensure that the company is capable of surviving
tidak hanya dapat bertahan dalam menghadapi tantangan, the challenges and capitalizing on the opportunities in the
tetapi juga mampu memanfaatkan peluang yang ada di market. With a proactive approach, the Board of Directors
pasar. Dengan pendekatan yang proaktif, Direksi senantiasa consistently evaluates the company’s performance and
mengevaluasi kinerja Perseroan dan melakukan penyesuaian makes adjustments to existing policies, enabling the company
terhadap kebijakan yang ada, sehingga Perseroan dapat to move swiftly and efficiently.
bergerak dengan lincah dan efisien.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Selain merumuskan strategi secara umum, Direksi juga In addition to formulating overall strategies, the Board of
berfokus pada pembahasan arah dan kebijakan strategis untuk Directors also focuses on direction and strategic policies
setiap unit bisnis. Proses tersebut mencakup penetapan target for each business unit. This process includes setting clear
bisnis yang jelas, rencana pertumbuhan yang terukur, serta business targets, and measurable growth plans, and acquiring
pengadaan sarana utama seperti teknologi dan infrastruktur essential resources such as technology and infrastructure
yang diperlukan untuk mencapai tujuan tersebut. Sumber needed to achieve those goals. Human resources are a key
daya manusia menjadi salah satu fokus utama, di mana Direksi focus, with the Board of Directors ensuring the company has
memastikan bahwa Perseroan memiliki tenaga kerja yang a competent workforce ready to face challenges in the toll
kompeten dan siap untuk menghadapi tantangan di industri road industry. Furthermore, risk management is also a critical
jalan tol. Selain itu, manajemen risiko juga menjadi perhatian concern, with the Board of Directors implementing preventive
yang tidak kalah penting, di mana Direksi menetapkan and responsive measures to mitigate potential risks that
langkah-langkah preventif dan responsif untuk mengurangi could disrupt the Company’s operations.
potensi risiko yang dapat mengganggu operasional Perseroan.
Dalam perumusan strategi tersebut, Direksi senantiasa In formulating these strategies, the Board of Directors always
berkoordinasi dengan Dewan Komisaris untuk mendapatkan coordinates with the Board of Commissioners to receive
arahan, masukan, dan nasihat yang konstruktif. Kolaborasi guidance, input, and constructive advice. This collaboration
ini memastikan bahwa kebijakan yang diambil tidak ensures that the policies adopted are not only based on
hanya berdasarkan pandangan internal, tetapi juga internal viewpoints but also considering a broader external
mempertimbangkan perspektif eksternal yang lebih luas. perspective. The Board of Directors is also responsible
Direksi juga bertanggung jawab untuk memastikan bahwa for ensuring that the organizational framework operates
kerangka kerja organisasi berjalan efektif, dengan kebijakan effectively, with targeted policies and procedures, and
dan prosedur yang tepat sasaran serta infrastruktur prudent risk management infrastructure.
manajemen risiko yang prudent.
Proses yang Dilakukan Direksi untuk The Process Conducted by the Board
Memastikan Implementasi Strategi of Directors to Ensure Strategy
Implementation
Perseroan mengedepankan pendekatan sistematis untuk The Company adopts a systematic approach to ensure the
memastikan implementasi strategi dengan menyelaraskan implementation of its strategy by aligning the Long-Term
antara RJPP dan Rencana Kerja Anggaran Perusahaan (RKAP). Company Plan (RJPP) and the Annual Corporate Work Plan
Proses ini dimulai dengan penetapan tujuan strategis yang and Budget (RKAP). This process begins with setting clear
jelas dalam RJPP yang selanjutnya diintegrasikan ke dalam strategic objectives in the RJPP, which are then integrated
RKAP. Dengan cara ini, semua lini bisnis dan unit pendukung into the RKAP. In this way, all business lines and support units
memiliki pemahaman yang sama mengenai prioritas dan share a common understanding of the priorities and targets to
target yang harus dicapai. Penyelarasan ini tidak hanya be achieved. This alignment provides clear direction for each
memberikan arah yang jelas bagi setiap unit, tetapi juga unit and ensures that resources are allocated efficiently to
memastikan bahwa sumber daya dialokasikan dengan efisien support those objectives. The Board of Directors is committed
untuk mendukung pencapaian tujuan tersebut. Direksi to overseeing each step in this process, ensuring that all plans
berkomitmen untuk mengawasi setiap langkah dalam proses are aligned and support one another.
tersebut, memastikan bahwa semua rencana yang disusun
sejalan dan mendukung satu sama lain.
Komunikasi yang efektif menjadi elemen kunci dalam proses Effective communication is a key element in the strategy
implementasi strategi. Direksi secara rutin mengadakan implementation process. The Board of Directors regularly
rapat evaluasi kinerja dengan lini bisnis, unit pendukung, dan holds performance evaluation meetings with business lines,
seluruh anak perusahaan. Dalam rapat-rapat tersebut, Direksi support units, and all subsidiaries. In these meetings, the Board
tidak hanya menyampaikan kebijakan dan arahan, tetapi juga of Directors communicates policies and guidance and listens
mendengarkan umpan balik dari masing-masing unit terkait to feedback from each unit regarding the challenges faced in
tantangan yang dihadapi dalam implementasi strategi. Melalui implementing the strategy. Through open and transparent
komunikasi yang terbuka dan transparan, setiap unit dapat communication, each unit can report on progress and any
menyampaikan progres dan isu yang mungkin menghambat issues that may hinder the achievement of targets, allowing
pencapaian target, sehingga dapat diambil langkah-langkah for swift corrective actions. These evaluation meetings serve
perbaikan yang diperlukan secara cepat. Rapat evaluasi ini as an important forum to strengthen synergy between units,
menjadi forum penting untuk memperkuat sinergi antara ensuring that all elements within the Company are working
unit-unit, memastikan bahwa semua elemen dalam Perseroan toward the same goals.
bergerak menuju tujuan yang sama.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 71
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Untuk memastikan implementasi strategi yang efektif, To ensure effective strategy implementation, the Board of
Direksi secara aktif memantau pelaksanaan strategi melalui Directors actively monitors the execution of the strategy
peninjauan berkala. Dalam setiap pertemuan, Direksi through periodic reviews. In each meeting, the Board of
membahas berbagai indikator utama yang mencakup Directors discusses key performance indicators, including
pencapaian kinerja finansial, perkembangan bisnis, isu financial performance, business development, operational
operasional, risiko bisnis, transformasi digital, dan kinerja issues, business risks, digital transformation, and employee
karyawan. Peninjauan ini tidak hanya berfokus pada performance. These reviews focus on achieving numerical
pencapaian angka, tetapi juga mempertimbangkan konteks targets and consider the context behind each indicator,
di balik setiap indikator, sehingga keputusan yang diambil ensuring that decisions are relevant and aligned with market
relevan dan sesuai dengan dinamika pasar serta peraturan dynamics and applicable regulations. Providing constructive
yang berlaku. Pemberian umpan balik yang konstruktif feedback is also part of this process, where the Board of
juga menjadi bagian dari proses ini, di mana Direksi dapat Directors offers necessary guidance for further improvements
memberikan arahan yang diperlukan untuk perbaikan dan and development.
pengembangan lebih lanjut.
Perbandingan antara Hasil yang Dicapai Comparison Between Achievements and
dengan yang Ditargetkan Targets
Salah satu tolak ukur keberhasilan Perseroan dapat dilihat dari One of the benchmarks for the success of the Company
pencapaian kinerja di tahun 2024, dan membandingkannya can be seen from the performance achievements in 2024,
dengan target yang ditetapkan dalam RKAP 2024. Pada tahun compared to the targets set in the 2024 Company Work Plan
2024, Perseroan berhasil menunjukkan kinerja yang sangat and Budget (RKAP). In 2024, the Company demonstrated
baik, di mana berbagai indikator utama menunjukkan hasil excellent performance, with various key indicators showing
yang memuaskan. Mencermati kondisi pasar dan ekonomi satisfactory results. Considering the fluctuating market and
yang terus berfluktuasi, Direksi memastikan bahwa semua economic conditions, the Board of Directors ensured that all
strategi dan kebijakan yang diambil berorientasi pada strategies and policies adopted were focused on achieving
pencapaian target yang realistis dan terukur. Pencapaian realistic and measurable targets. These achievements reflect
ini tidak hanya mencerminkan kinerja finansial, tetapi juga financial performance and the Company’s ability to manage
kemampuan Perseroan dalam mengelola dan menjalankan and implement the various formulated strategic initiatives.
berbagai inisiatif strategis yang telah dirumuskan.
Pencapaian Lima Perspektif Strategis Indikator Kinerja Perseroan Tahun 2024
Achievement of the Five Strategic Perspectives of Company Performance Indicators in 2024
107% 96% 110%
Nilai Ekonomi untuk Sosial Inovasi Model Bisnis Kepemimpinan Teknologi
Economic Value for Social Business Model Innovation Technology Leadership
103% 92%
Peningkatan Investasi Pengembangan Talenta
Investment Enhancement Talent Development
104 %
Total Indikator Kinerja Perseroan
The Company Total Key Performance Indicator (KPI)
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Dukungan dari penguatan ekonomi nasional serta Support from the strengthening of the national economy and
meningkatnya aktivitas masyarakat, termasuk mobilitas yang the increasing activities of the public, including the return
kembali normal pasca-pandemi, memberikan kontribusi yang to normal mobility post-pandemic, contributed significantly
besar terhadap kinerja Perseroan di tahun 2024. Dengan to the Company’s performance in 2024. Through proactive
langkah-langkah proaktif yang diambil, seperti optimalisasi measures, such as optimizing services and the continuous
layanan dan pengembangan infrastruktur yang berkelanjutan, development of infrastructure, the Company could meet and
Perseroan mampu memenuhi dan bahkan melampaui target even exceed the targets set in the RKAP. The increase in traffic
yang telah ditetapkan dalam RKAP. Peningkatan dalam volume and toll revenue played crucial roles in maintaining
volume lalu lintas dan pendapatan dari tarif jalan tol berperan the Company’s long-term financial health. Furthermore, the
penting dalam menjaga kesehatan finansial Perseroan secara Company also emphasized sustainability in its operations,
jangka panjang. Selain itu, Perseroan juga mengedepankan which contributed to achieving targets and positive impacts
aspek keberlanjutan dalam setiap operasionalnya, yang on society.
berkontribusi terhadap pencapaian target dan dampak positif
bagi masyarakat luas.
Kinerja Utama Perseroan diukur melalui lima perspektif The Company’s key performance is measured through five
strategis, yaitu (i) Nilai Ekonomi dan Sosial untuk Indonesia, strategic perspectives: (i) Economic and Social Value for
(ii) Inovasi Model Bisnis, (iii) Kepemimpinan Teknologi, Indonesia, (ii) Business Model Innovation, (iii) Technological
(iv) Peningkatan Investasi, dan (v) Pengembangan Talenta. Leadership, (iv) Investment Growth, and (v) Talent
Dari perspektif ini, nilai total Key Performance Indicator Development. From these perspectives, the total corporate
(KPI) korporat tahun 2024 tercapai sebesar 103,7%, yang Key Performance Indicator (KPI) for 2024 was achieved at
menunjukkan pencapaian di atas rencana sebesar 3,7%. 103.7%, indicating an achievement above plan by 3.7%.
Hasil ini menunjukkan bahwa tidak hanya fokus pada aspek This result shows that the Company is focused on financial
finansial, tetapi juga berkomitmen untuk menciptakan nilai aspects and committed to creating broader added value for
tambah yang lebih luas bagi pemangku kepentingan. stakeholders.
Analisis atas Kinerja Perseroan Company Performance Analysis
Realisasi volume lalu lintas transaksi tahun 2024 tercatat The transaction traffic volume in 2024 was recorded at 1,301.8
sebesar 1.301,8 juta transaksi. Perseroan juga telah million transactions. The company also adjusted tariffs this
melakukan penyesuaian tarif di tahun ini pada sembilan ruas year on nine toll roads, namely Kunciran-Cengkareng, Cinere-
jalan tol yakni Kunciran-Cengkareng, Cinere-Serpong, Jakarta- Serpong, Jakarta-Cikampek, Jakarta-Cikampek Elevated, Bali-
Cikampek, Jalan Layang Cikampek, Bali-Mandara, Gempol- Mandara, Gempol-Pandaan, Surabaya-Mojokerto, Cawang-
Pandaan, Surabaya-Mojokerto, Cawang-Tomang-Pluit, dan Tomang-Pluit, and Jakarta-Tangerang. These adjustments led
Jakarta-Tangerang. Penyesuaian tersebut mendorong kinerja to an increase in toll revenue performance of 23.2%, to IDR
peningkatan pendapatan tol sebesar 23,2%, menjadi Rp17,2 17.2 trillion and an increase in EBITDA of 27.3%, to IDR 12.6
triliun dan peningkatan EBITDA sebesar 27,3%, menjadi trillion.
Rp12,6 triliun.
Tantangan dan Kendala yang Dihadapi dan Challenges, Obstacles, and Solutionsa
Langkah Penyelesaiannya
In addition to the economic challenges both globally
Selain tantangan perekonomian baik secara global dan and nationally, the Company also faces some challenges
nasional, Perseroan juga menghadapi beberapa tantangan influenced by internal and external factors as follows:
yang dipengaruhi faktor internal dan eksternal sebagai
berikut:
1. Lini Bisnis Konsesi Jalan Tol 1. Toll Road Concession Business Line
Dalam lini bisnis konsesi jalan tol, Perseroan menghadapi In the toll road concession business line, the Company
berbagai tantangan, termasuk isu pembebasan lahan faces various challenges, including land acquisition
dan perizinan yang seringkali memerlukan waktu dan and licensing issues, which often require complex and
proses yang kompleks. Pembebasan lahan yang lambat time-consuming processes. Slow land acquisition can
dapat menghambat pembangunan proyek jalan tol delay the construction of planned toll road projects,
yang direncanakan, sehingga mempengaruhi jadwal affecting completion schedules and revenue potential.
penyelesaian dan potensi pendapatan. Selain itu, Additionally, unexpected regulatory changes and
adanya perubahan regulasi dan kebijakan pemerintah government policies may also become obstacles in toll
yang tidak terduga juga dapat menjadi kendala dalam road concession operations.
pengoperasian konsesi jalan tol.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Untuk mengatasi tantangan ini, Perseroan telah To address these challenges, the Company has
mengimplementasikan pendekatan kolaboratif implemented a collaborative approach with the
dengan pemerintah dan pemangku kepentingan government and other stakeholders. The Company is
lainnya. Perseroan aktif terlibat dalam dialog dengan actively involved in dialogue with local communities
masyarakat lokal untuk memperoleh dukungan dalam to gain support for the land acquisition process.
proses pembebasan lahan. Selain itu, Perseroan Furthermore, the Company optimizes the use of
juga mengoptimalkan penggunaan teknologi untuk technology to expedite the licensing process and ensure
mempercepat proses perizinan dan memastikan compliance with applicable regulations.
kepatuhan terhadap regulasi yang berlaku.
2. Lini Bisnis Pengoperasian 2. Operating Business Line
Lini bisnis pengoperasian juga menghadapi tantangan, The operating business line also faces challenges,
terutama terkait dengan pemeliharaan infrastruktur particularly related to infrastructure maintenance
dan kualitas layanan. Peningkatan volume lalu lintas and service quality. Increased traffic volume can lead
dapat menyebabkan penurunan kualitas jalan tol jika to a decline in toll road quality if not balanced with
tidak diimbangi dengan pemeliharaan yang memadai. adequate maintenance. Furthermore, extreme weather
Selain itu, faktor cuaca ekstrem dan kondisi lingkungan conditions and environmental factors can affect toll road
juga dapat memengaruhi infrastruktur jalan tol, infrastructure, leading to increasing operational costs
mengakibatkan peningkatan biaya operasional dan and potential service disruptions for users.
potensi gangguan layanan bagi pengguna.
Untuk mengatasi kendala ini, Perseroan telah To overcome these problems, the Company has
menerapkan sistem manajemen pemeliharaan berbasis implemented a technology-based maintenance
teknologi yang memungkinkan pemantauan kondisi management system that enables real-time monitoring
infrastruktur secara real-time. Melalui penggunaan of infrastructure conditions. Through the use of sensors
sensor dan perangkat lunak manajemen, Perseroan and management software, the Company can detect
dapat mendeteksi kerusakan lebih awal dan melakukan damage early and perform preventive maintenance
tindakan pemeliharaan preventif sebelum masalah before problems escalate. Additionally, the Company
menjadi lebih serius. Selain itu, Perseroan juga berfokus focuses on employee training regarding service
pada pelatihan karyawan dalam hal standar pelayanan standards and safety to ensure optimal and safe service
dan keselamatan, guna memastikan bahwa pengguna for road users.
jalan mendapatkan layanan yang optimal dan aman.
3. Lini Bisnis Prospektif 3. Prospective Business Line
Dalam lini bisnis prospektif, tantangan utama yang In the prospective business line, the main challenge is
dihadapi adalah identifikasi dan pengembangan proyek identifying and developing new projects that align with
baru yang sesuai dengan kebutuhan pasar dan tren market needs and infrastructure development trends.
pembangunan infrastruktur. Keterbatasan dana dan Limited funds and high investment risks present barriers
risiko investasi yang tinggi menjadi kendala dalam to developing new projects, particularly amid intense
mengembangkan proyek baru, terutama di tengah competition from other companies within the same
persaingan yang ketat dengan perusahaan lain dalam industry.
industri yang sama.
Perseroan berupaya mengatasi tantangan ini dengan The Company seeks to overcome this challenge by
melakukan studi kelayakan yang mendalam untuk setiap conducting thorough feasibility studies for each
proyek yang akan dikembangkan, guna memastikan project to ensure that the investments have adequate
bahwa investasi yang dilakukan memiliki potensi profit potential. Furthermore, the Company explores
keuntungan yang memadai. Selain itu, Perseroan juga collaboration opportunities with private investors and
mencari peluang kolaborasi dengan investor swasta dan financial institutions to secure the necessary funding.
lembaga keuangan untuk mendapatkan pendanaan yang
diperlukan.
4. Bidang Keuangan 4. Financial Sector
Dalam bidang keuangan, tantangan utama yang dihadapi DIn financial sector, the main challenge the Company
Perseroan adalah pengelolaan arus kas dan pendanaan faces is cash flow management and financing for
untuk proyek-proyek infrastruktur yang membutuhkan infrastructure projects requiring substantial investments.
investasi besar. Ketidakpastian ekonomi dan fluktuasi Economic uncertainty and fluctuating interest rates
suku bunga dapat memengaruhi biaya pinjaman dan can affect loan costs and the available cash flow for
arus kas yang tersedia untuk operasional dan investasi. operations and investments.
74 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Untuk mengatasi tantangan ini, Perseroan telah To address this challenge, the Company has strengthened
memperkuat strategi pengelolaan keuangan dengan its financial management strategy by diversifying funding
melakukan diversifikasi sumber pendanaan, termasuk sources, including bond issuance and partnerships with
penerbitan obligasi dan kerja sama dengan lembaga financial institutions. The Company also implements
keuangan. Perseroan juga menerapkan pengelolaan prudent financial risk management and optimizes cash
risiko keuangan yang prudent, serta mengoptimalkan flow through more effective budget planning.
cash flow melalui perencanaan anggaran yang lebih
efektif.
5. Bidang Sumber Daya Manusia dan Umum 5. Human Resources and General Affairs
Dalam bidang sumber daya manusia dan umum, DIn the human resources and general affairs sector, the
tantangan yang dihadapi mencakup kebutuhan untuk challenges include the need to attract and retain high-
menarik dan mempertahankan talenta yang berkualitas quality talent amidst increasing industry competition.
di tengah persaingan industri yang semakin ketat. Additionally, the development of employee skills and
Selain itu, pengembangan keterampilan dan kompetensi competencies is crucial to support innovation and digital
karyawan menjadi sangat penting untuk mendukung transformation within the Company.
inovasi dan transformasi digital di Perseroan.
Perseroan telah merumuskan berbagai langkah The Company has formulated various strategic steps
strategis untuk mengatasi kendala ini, termasuk to address these constraints, including continuous
penyusunan program pelatihan dan pengembangan development trainings and programs for the employees.
yang berkelanjutan bagi karyawan. Selain itu, Perseroan Additionally, the Company actively builds partnerships
aktif dalam membangun kemitraan dengan lembaga with educational institutions to develop internship and
pendidikan untuk mengembangkan program magang recruitment programs that bridge industry needs with
dan rekrutmen yang dapat menjembatani kebutuhan available talent.
industri dengan ketersediaan talenta.
Memperkuat Landasan untuk Pertumbuhan Strengthening the Foundation for
Berkelanjutan Sustainable Growth
Perseroan berkomitmen untuk memperkuat landasan The company is committed to strengthening the foundation
pertumbuhan berkelanjutan dengan menerapkan teknologi for sustainable growth by implementing innovative
inovatif yang mendorong efisiensi operasional sekaligus technologies that drive operational efficiency while meeting
memenuhi Standar Pelayanan Minimal (SPM) . Dalam era the Minimum Service Standards (MSS). In the rapidly evolving
digital yang terus berkembang, Perseroan menginvestasikan digital era, the company invests resources to integrate
sumber daya untuk mengintegrasikan sistem teknologi advanced information technology systems into toll road
informasi yang canggih dalam operasional jalan tol. operations. The use of technologies such as smart traffic
Penggunaan teknologi seperti sistem manajemen lalu lintas management systems and electronic payments not only
pintar dan pembayaran elektronik tidak hanya meningkatkan improves the speed and convenience of services for users
kecepatan dan kenyamanan layanan bagi pengguna, tetapi but also helps in reducing operational costs. By ensuring
juga membantu dalam penghematan biaya operasional. that every innovation remains aligned with the MSS, the
Dengan memastikan bahwa setiap inovasi tetap sesuai company strives to deliver the best experience to customers
dengan SPM, Perseroan berupaya untuk memberikan without compromising service quality.
pengalaman terbaik kepada pelanggan tanpa mengorbankan
kualitas layanan.
Selain peningkatan teknologi, Perseroan mengadopsi In addition to technological advancements, the company
pengelolaan risiko yang efektif di seluruh rantai nilai usaha. adopts effective risk management across its entire business
Dengan melakukan identifikasi dan mitigasi risiko secara value chain. By proactively identifying and mitigating risks,
proaktif, Perseroan dapat menjaga kelangsungan operasional the company can maintain operational continuity and prevent
dan mencegah potensi gangguan yang dapat menghambat potential disruptions that could hinder the achievement of
pencapaian target strategis. Pendekatan ini mencakup strategic targets. This approach includes implementing a
penerapan kerangka manajemen risiko yang komprehensif, comprehensive risk management framework, which covers
yang mencakup analisis risiko finansial, operasional, dan financial, operational, and reputational risk analysis. As
reputasi. Dengan demikian, Perseroan tidak hanya melindungi a result, the company not only protects its existing assets
aset dan investasi yang ada, tetapi juga menciptakan and investments but also creates a stable and conducive
lingkungan yang stabil dan kondusif untuk pertumbuhan environment for long-term growth.
jangka panjang.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Untuk menjaga kesehatan finansial, Perseroan telah To maintain financial health, the company has undertaken
melaksanakan beberapa aksi korporasi yang strategis, several strategic corporate actions, including optimizing
termasuk optimalisasi portofolio investasi dan pencarian the investment portfolio and seeking alternative funding
sumber pendanaan alternatif. Penerapan digitalisasi sources. The implementation of digital learning also remains
dalam pembelajaran juga menjadi fokus utama, dengan a key focus, with the goal of enhancing human capital
tujuan meningkatkan kapasitas modal insani melalui capacity through technology-based employee training
program pelatihan dan pengembangan karyawan yang and development programs. With these initiatives, the
berbasis teknologi. Dengan langkah-langkah tersebut, company is committed to achieving short-term performance
Perseroan berkomitmen tidak hanya untuk mencapai kinerja and creating sustainable value that positively impacts all
jangka pendek, tetapi juga untuk menciptakan nilai yang stakeholders.
berkelanjutan dan berdampak positif bagi seluruh pemangku
kepentingan.
Prospek Usaha Business Prospects
Memasuki tahun 2025, tantangan eksternal khususnya dari sisi Welcoming 2025, external challenges, especially from a
makro ekonomi semakin meningkat. Namun, Perseroan tetap macroeconomic perspective, will increase. However, the
optimis dengan target kinerja pertumbuhan ekonomi nasional Company remains optimistic about the national economic
yang diprediksi mencapai 5,2% pada Anggaran Pendapatan growth performance target which is predicted to reach 5.2%
dan Belanja Negara (APBN) tahun 2025. Pemerintah juga in the 2025 State Revenue and Expenditure Budget (APBN).
menjaga inflasi pada kisaran 2,5% dalam rangka menjaga The government projected to maintain the inflation at around
daya beli masyarakat. Hal ini diharapkan dapat memberikan 2.5% in order to uphold people’s purchasing power. This is
dampak positif terhadap volume lalu lintas dan pendapatan expected to have a positive impact on the Company’s traffic
Perseroan. volume and income.
Pemerintah mencanangkan 17 program kerja prioritas The government has launched 17 new priority work
baru yang dapat mendukung stabilitas industri jalan tol. programs aimed to support stability within the toll road
Pemerintah saat ini tetap mendukung penyelesaian ruas tol industry. Additionally, the government continues to support
yang proyeknya sedang berjalan. Selain itu, fokus perbaikan the completion of toll road sections currently under
perekonomian Pemerintah dalam jangka panjang menjadi development. Beyond this, long-term economic improvement
indikator untuk mendorong pertumbuhan wilayah dan by the government serves as a key indicator to foster regional
peluang peningkatan mobilitas orang dan barang/jasa. growth and create opportunities for enhancing the mobility of
people, goods, and services.
Untuk mendukung prospek usaha yang positif tersebut, To support these positive business prospects, the Company
Perseroan berkomitmen untuk terus berinovasi dan is committed to continuously innovating and implementing
menerapkan teknologi terkini dalam operasionalnya. Upaya the latest technology in its operations. Digitalization efforts
digitalisasi yang sudah dimulai, seperti sistem pembayaran that have already begun, such as more efficient toll payment
tol yang lebih efisien dan penggunaan big data untuk analisis systems and the use of big data for traffic analysis, are expected
lalu lintas, diharapkan dapat meningkatkan efisiensi dan to enhance efficiency and provide a better experience for
memberikan pengalaman yang lebih baik bagi pengguna road users. By leveraging the vast market potential and
jalan. Dengan memanfaatkan potensi pasar yang besar dan keeping up with technological advancements, the Company
mengikuti perkembangan teknologi, Perseroan tidak hanya will not only be able to face existing challenges but also be
akan mampu menghadapi tantangan yang ada, tetapi juga prepared to seize new opportunities that arise along with the
siap untuk meraih peluang baru yang muncul seiring dengan economic growth and sustainable infrastructure development
pertumbuhan ekonomi dan perkembangan infrastruktur yang in Indonesia.
berkelanjutan di Indonesia.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Penerapan Tata Kelola Perusahaan Implementation of Corporate Governance
Perseroan menunjukkan komitmen yang kuat terhadap The company demonstrates a strong commitment to Good
penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Corporate Governance (GCG) by adhering to principles
Governance/GCG) dengan mematuhi prinsip-prinsip perilaku of ethical behavior, accountability, transparency, and
beretika, akuntabilitas, transparansi, dan keberlanjutan. sustainability. The application of good GCG serves as the
Penerapan GCG yang baik menjadi landasan bagi Perseroan foundation for the company in conducting responsible and
dalam menjalankan bisnis yang bertanggung jawab dan sustainable business operations. In every operational step,
berkelanjutan. Dalam setiap langkah operasionalnya, the company prioritizes high ethical values, building trust
Perseroan mengedepankan nilai-nilai etika yang tinggi, among stakeholders, including investors, customers, and the
sehingga membangun kepercayaan dari para pemangku community. Through this commitment, the company strives
kepentingan, termasuk investor, pelanggan, dan masyarakat. to create a professional work environment, comply with all
Melalui komitmen ini, Perseroan berupaya untuk menciptakan applicable regulations, and support the achievement of the
lingkungan kerja yang profesional dan mematuhi semua company’s long-term goals.
regulasi yang berlaku, sekaligus mendukung pencapaian
tujuan jangka panjang Perseroan.
Untuk meningkatkan kualitas dan cakupan penerapan To enhance the quality and scope of GCG implementation, the
GCG, Perseroan telah melaksanakan beragam inisiatif dan company has carried out various initiatives and activities. One
kegiatan. Salah satu inisiatif penting adalah pelatihan key initiative is regular training focused on anti-corruption,
berkala yang berfokus pada anti korupsi, yang bertujuan aimed at raising employee awareness of the importance of
untuk meningkatkan kesadaran karyawan mengenai integrity and good governance in every activity. In addition,
pentingnya integritas dan tata kelola yang baik dalam setiap the company ensures the effective implementation of
aktivitas. Selain itu, Perseroan juga memastikan penerapan a whistleblowing system (WBS), which provides a safe
whistleblowing system (WBS) yang efektif, yang memberikan channel for employees to report any suspected violations or
saluran aman bagi karyawan untuk melaporkan dugaan misconduct without fear of retaliation. This initiative enhances
pelanggaran atau penyimpangan tanpa takut akan reprisal. transparency and fosters a responsive organizational culture
Inisiatif ini tidak hanya meningkatkan transparansi, tetapi to ethical and compliance issues.
juga menciptakan budaya organisasi yang responsif terhadap
isu-isu etika dan kepatuhan.
Pelaksanaan asesmen GCG dilakukan setiap tahun untuk The GCG assessment is conducted annually to evaluate
mengukur seberapa baik penerapan GCG di perusahaan. how well GCG is implemented in the company. This process
Proses ini melibatkan evaluasi menyeluruh terhadap involves a comprehensive review of the practices that have
praktik-praktik yang telah diterapkan, dengan skor yang been applied, with a score of xx indicating a good result.
menunjukkan nilai yang baik. Melalui asesmen ini, Perseroan Through this assessment, the company can identify areas for
dapat mengidentifikasi area yang perlu ditingkatkan dan improvement and ensure that all governance practices are
memastikan bahwa semua praktik tata kelola yang diterapkan consistently aligned with established standards.
selalu sesuai dengan standar yang ditetapkan.
Penilaian Kinerja Komite di bawah Direksi Assessment of the Performance of
dan Dasar Penilaiannya Committees Under the Board of Directors
and the Basis for Evaluation
Dalam menjalankan fungsi dan tanggung jawabnya, Direksi In conducting functions and responsibilities, the Board of
dibantu oleh beberapa komite yang berperan penting, antara Directors is assisted by several committees with crucial roles,
lain Komite Manajemen Risiko dan Komite Pengarah Teknologi including the Risk Management Committee and the Information
Informasi. Komite-komite ini memiliki tugas spesifik yang Technology Steering Committee. These committees have
dirancang untuk memperkuat pengambilan keputusan dan specific duties designed to strengthen decision-making
memastikan bahwa Perseroan beroperasi dengan efisien serta and ensure that the company operates efficiently and
sesuai dengan standar yang ditetapkan. Komite Manajemen comply with established standards. The Risk Management
Risiko fokus pada identifikasi, penilaian, dan mitigasi risiko Committee focuses on identifying, assessing, and mitigating
yang dapat mempengaruhi kinerja Perseroan, sedangkan risks that may impact the company’s performance, while the
Komite Pengarah Teknologi Informasi bertanggung jawab Information Technology Steering Committee is responsible
untuk memastikan bahwa penggunaan teknologi informasi for ensuring that the use of information technology supports
mendukung tujuan strategis dan operasional Perseroan. the company’s strategic and operational objectives.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 77
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Sepanjang tahun 2024, kedua komite tersebut telah berhasil Throughout 2024, both committees have successfully
melaksanakan tugasnya dengan baik, menunjukkan komitmen performed their duties, demonstrating a strong commitment
yang tinggi terhadap pengelolaan risiko dan pengembangan to risk management and technological development. In
teknologi. Dalam melaksanakan fungsi mereka, komite- conducting their functions, these committees not only
komite ini tidak hanya memenuhi pedoman dan prosedur adhered to the established guidelines and procedures but also
yang telah ditetapkan, tetapi juga memberikan masukan provided valuable input to the Board of Directors on critical
yang berharga kepada Direksi mengenai isu-isu kritis yang issues that needed attention. Through regular meetings, the
perlu diperhatikan. Melalui rapat-rapat yang rutin dilakukan, committees were able to discuss the latest developments
seluruh komite mampu mendiskusikan perkembangan terkini in risk management and technology and adjust strategies
dalam manajemen risiko dan teknologi, serta menyesuaikan as necessary to respond to changes in the fast-paced and
strategi yang diperlukan untuk merespons perubahan dalam dynamic business environment.
lingkungan bisnis yang cepat dan dinamis.
Direksi secara berkala menilai kinerja komite berdasarkan The Board of Directors periodically evaluates the performance
pedoman dan prosedur yang telah ditetapkan, guna of the committees based on the established guidelines
memastikan bahwa program kerja masing-masing komite and procedures to ensure that each committee’s work
selaras dengan kondisi ekonomi terkini, perkembangan bisnis, program aligns with current economic conditions, business
dan regulasi yang berlaku. Penilaian ini dilakukan melalui developments, and applicable regulations. This evaluation
mekanisme evaluasi yang sistematis, yang mencakup analisis is conducted through a systematic assessment mechanism,
kinerja, efektivitas rapat, dan kontribusi yang diberikan including performance analysis, meeting effectiveness, and
kepada pengambilan keputusan strategis. Dengan cara ini, the contribution made to strategic decision-making. In this
Direksi dapat memastikan bahwa semua komite beroperasi way, the Board of Directors ensures that all committees are
secara optimal dan berkontribusi terhadap pencapaian tujuan operating optimally and contributing to the achievement of
Perseroan. the company’s goals.
Perubahan Komposisi Direksi Changes in the Composition of the Board of
Directors
Di tahun 2024, tidak terdapat perubahan komposisi Direksi. In 2024, there were no changes in the composition of
Dengan demikian, komposisi Direksi Perseroan hingga tanggal the Board of Directors. Therefore, the composition of the
penyusunan laporan ini adalah sebagai berikut: Company’s Board of Directors as of the date of this report is
as follows:
Direktur Utama Subakti Syukur
President Director
Direktur Bisnis Reza Febriano
Director of Business
Direktur Human Capital dan Transformasi Bagus Cahya Arinta B.
Director of Human Capital and Transformation
Direktur Operasi Fitri Wiyanti
Director of Operations
Direktur Pengembangan Usaha Mohamad Agus Setiawan
Director of Business Development
Direktur Keuangan dan Manajemen Risiko Pramitha Wulanjani
Director of Finance and Risk Management
78 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Apresiasi Appreciation
Mewakili Direksi, kami ingin menyampaikan apresiasi kepada On behalf of the Board of Directors, we would like to express
seluruh karyawan Perseroan atas dedikasi, kerja keras, dan our appreciation to all employees of the Company for their
komitmen yang luar biasa dalam menjalankan tugas dan dedication, hard work, and exceptional commitment in carrying
tanggung jawab. Pencapaian yang telah diraih selama tahun out their duties and responsibilities. The achievements made
ini adalah hasil kolaborasi yang solid dan sinergi yang terjalin this year are the result of solid collaboration and synergy
di antara seluruh unit dalam Perseroan. Kami juga berterima among all units within the Company. We also extend our
kasih kepada para pemangku kepentingan, termasuk gratitude to all stakeholders, including customers, partners,
pelanggan, mitra, dan pemerintah, yang terus memberikan and the government, for their continued support and trust
dukungan dan kepercayaan kepada Perseroan. Komitmen in the Company. The Company’s commitment to prioritizing
Perseroan untuk mengedepankan layanan berkualitas dan quality service and innovation in toll road infrastructure
inovasi dalam pengembangan infrastruktur jalan tol adalah development is part of a collective effort to build a better
bagian dari upaya bersama untuk membangun masa depan future for Indonesia.
yang lebih baik bagi Indonesia.
Sebagai penutup, kami mengajak seluruh pemangku In conclusion, we invite all stakeholders to continue to support
kepentingan untuk terus bersama-sama mengawal dan and uphold the strategic steps set out in the Company’s Long-
mendukung langkah-langkah strategis yang telah ditetapkan Term Plan (RJPP) and the Company’s Work Plan and Budget
dalam RJPP dan RKAP. Tantangan di masa depan akan tetap (RKAP). Challenges will persist in the future, but with a strong
ada, namun dengan pondasi yang kuat dan komitmen untuk foundation and a commitment to innovation, we are confident
berinovasi, kami yakin Perseroan akan terus tumbuh dan that the Company will continue to grow and make significant
memberikan kontribusi signifikan terhadap pembangunan contributions to infrastructure development in Indonesia. Let
infrastruktur di Indonesia. Mari kita songsong masa us embrace the future with optimism, committed to achieving
depan dengan optimisme, berkomitmen untuk mencapai sustainable success and providing added value to the entire
keberhasilan yang berkelanjutan dan memberikan nilai society.
tambah bagi seluruh masyarakat.
Jakarta, 15 April / April 15, 2025
Atas Nama Direksi
On Behalf of the Board of Directors
Subakti Syukur
Direktur Utama
President Director
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 79
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Profil
Direksi
Board of Directors’
Profile
Pramitha Wulanjani
Direktur Keuangan dan Manajemen Risiko
Director of Finance and Risk Management
M. Agus Setiawan
Direktur Pengembangan Usaha
Director of Business Development
Bagus Cahya Arinta B.
Direktur Human Capital dan
Transformasi
Director of Human Capital and
Transformation
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Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Subakti Syukur
Direktur Utama
President Director
Reza Febriano
Direktur Bisnis
Director of Business
Fitri Wiyanti
Direktur Operasi
Director of Operations
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Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris
tentang Tanggung Jawab atas Laporan Tahunan
PT Jasa Marga (Persero) Tbk Tahun Buku 2024
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan
PT Jasa Marga (Persero) Tbk Tahun Buku 2024 telah dimuat secara lengkap dan bertanggung jawab penuh atas
kebenaran isi Laporan Tahunan Perseroan.
Demikian pernyataan ini dibuat dengan sebenarnya.
Jakarta, 15 April 2025
Anggota Dewan Komisaris
Member of the Board of Commissioners
Mohammad Zainal Fatah
Komisaris Utama
President Commissioner
M. Roskanedi Raja Erizman
Komisaris Komisaris
Commissioner Commissioner
Chandra Wijaya Seppalga Ahmad
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
Marsetio Abdul Rachman
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
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Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Statement of Members of The Board of Directors and
Board of Commissioners on Responsibility for the Annual Report of
PT Jasa Marga (Persero) Tbk for the Fiscal Year 2024
We, the undersigned, declare that all information in the Annual Report of PT Jasa Marga (Persero) Tbk for the
Fiscal Year 2024 has been duly disclosed and take full responsibility for the accuracy of the information on the
Company’s Annual Report.
This statement is made truthfully.
Jakarta, April 15, 2025
Anggota Direksi
Members of the Board of Directors
Subakti Syukur
Direktur Utama
President Director
Reza Febriano Bagus Cahya Arinta B.
Direktur Bisnis Direktur Human Capital dan Transformasi
Director of Business Director of Human Capital
and Transformation
Fitri Wiyanti Mohamad Agus Setiawan
Direktur Operasi Direktur Pengembangan Usaha
Director of Operations Director of Business Development
Pramitha Wulanjani
Direktur Keuangan dan Manajemen Risiko
Director of Finance and Risk Management
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Profil
Perusahaan
Company Profile
Identitas Jasa Marga Profil Sekretaris Dewan Komisaris
86
Jasa Marga Identity 149 Profile of the Board of Commissioners
Secretary
Riwayat Singkat Perseroan
87
Company Brief History Pejabat Eksekutif
150
Executive Management
Informasi tentang Perubahan Nama
88
Information on Name Alteration Demografi Karyawan 2023-2024
165
Employee Demography 2023-2024
Keanggotaan dalam Asosiasi
89
Membership in Association Pendidikan dan/atau Pelatihan Dewan
Komisaris, Direksi, Komite-Komite,
Jejak Langkah Sekretaris Perusahaan, Unit Audit
90
Milestones Internal dan Unit Manajemen Risiko
168 Education and/or Training for Board of
Wilayah Operasional Perseroan
92 Commissioners, Board
Company Operational Area
of Directors, Committees, Corporate
Akses terhadap Perseroan Secretary, Internal Audit
100 Unit, and Risk Management Unit
Access to the Company
Visi, Misi, dan Budaya Perseroan Komposisi Pemegang Saham
102 208
Vision, Mission, and Corporate Culture Shareholders Composition
Bidang Usaha Entitas Anak, Ventura Bersama, dan
110 Entitas Asosiasi
Line of Business 214
Subsidiaries, Joint Ventures, and
Logo Perseroan Associate Entities
121
Company’s Logo
Struktur Grup Perseroan
Struktur Organisasi 248
124 Company’s Group Structure
Organization Structure
Kronologi Penerbitan dan/atau
Perubahan Komposisi Dewan Pencatatan Saham
Komisaris dan Direksi di Tahun Buku 250
Chronology of Share Issuance and/
2024 or Listing
126 Changes in the Board of
Commissioners and the Board Kronologi Penerbitan dan/atau
of Directors Composition on 2024 Pencatatan Obligasi
251
Fiscal Year Chronology of Bond Issuance and/
or Listing
Informasi Perubahan Komposisi Dewan
Komisaris dan Direksi Setelah Tahun Obligasi Jasa Marga yang Belum Jatuh
Buku 2024 254 Tempo
127 Information on Changes in the Jasa Marga Outstanding Bonds
Composition of the Board of
Kronologi Penerbitan dan/atau
Commissioners and Board of Directors
Pencatatan Sukuk
After the 2024 Fiscal Year 260
Chronology of Sukuk Issuance and/or
Profil Dewan Komisaris Registration
128
Profile of the Board of Commissioners
Kronologi Penerbitan dan/atau
Profil Direksi Pencatatan Sumber Pendanaan
135 261 Lainnya
Profile of the Board of Directors
Chronology of Issuance and/or Listing
Profil Komite Audit of Other Funding Sources
141
Profile of the Audit Committee
Lembaga dan/atau Profesi Penunjang
Profil Komite Nominasi dan 262 Supporting Institutions and/or
Remunerasi Professions
143
Profile of the Nomination and
Remuneration Committee Informasi pada Situs Web Perseroan
264
Information on the Company’s Website
Profil Komite Risiko dan Hukum
146 Profile of the Risk and Legal
Committee
“
Dengan pengalaman lebih dari 40 tahun, Perseroan berhasil
menjadi pemimpin perusahaan jalan tol di Indonesia, yang
didukung oleh inovasi teknologi serta sumber daya manusia
yang kompeten dan berpengalaman, untuk memastikan
kelangsungan bisnis yang berkelanjutan.
With over 40 years of experience, the Company has successfully become the leader in
the toll road industry in Indonesia, supported by reliable technology innovation and
experienced human capital to drive sustainable business continuity.
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6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
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Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Identitas Jasa Marga
Jasa Marga Identity
Entitas Anak | Subsidiaries
1. PT Marga Sarana Jabar
2. PT Cinere Serpong Jaya
Nama Perusahaan | Company’s Name 3. PT Marga Trans Nusantara
PT Jasa Marga (Persero) Tbk
4. PT Jasamarga Kunciran Cengkareng
Nama Panggilan | Business Name 5. PT Jasamarga Japek Selatan
Jasa Marga 6. PT Jasamarga Jogja Bawen
7. PT Jasamarga Probolinggo Banyuwangi
Bidang Usaha | Line of Business 8. PT Jasamarga Kualanamu Tol
Pengusahaan Jalan Tol 9. PT Jasamarga Balikpapan Samarinda
Toll Road Business 10. PT Jasamarga Manado Bitung
11. PT Jasamarga Bali Tol
Tanggal Pendirian | Establishment Date
1 Maret 1978 12. PT Jasamarga Akses Patimban
March 1, 1978 13. PT Jasamarga Transjawa Tol
14. PT Jasamarga Tollroad Operator
Dasar Hukum Pendirian | Legal Basis of Establishment 15. PT Jasamarga Tollroad Maintenance
Peraturan Pemerintah No. 04 Tahun 1978 16. PT Jasamarga Related Business
The Government of Indonesia No. 04 Year 1978 17. PT Jalantol Lingkarluar Jakarta
Kepemilikan Saham | Shares Ownership
• Pemerintah Indonesia 70% Entitas Asosiasi dan Ventura Bersama |
• Republic of Indonesia Government 70% Associate Entities and Joint Ventures
1. PT Marga Lingkar Jakarta
• Publik Nasional 30% 2. PT Jasamarga Jogja Solo
• Public National 30%
3. PT Trans Lingkar Kita Jaya
Modal Dasar | Authorized Capital 4. PT Bogor Serpong Infra Selaras
Rp9,52 triliun
Rp9.52 trillion
Modal Ditempatkan | Issued Capital
Rp3,63 triliun
Rp3.63 trillion
Tanggal IPO | Initial Public Offering (IPO) Date Entitas Anak dari PT Jasamarga Transjawa Tol (JTT)
12 November 2007 Subsidiaries under PT Jasamarga Transjawa Tol (JTT)
November 12, 2007 1. PT Jasamarga Semarang Batang
2. PT Jasamarga Solo Ngawi
Kode Saham | Ticker Code
JSMR 3. PT Jasamarga Ngawi Kertosono
JSMR 4. PT Jasamarga Surabaya Mojokerto
5. PT Jasamarga Gempol Pasuruan
Nama Bursa | Stock Exchange 6. PT Jasamarga Pandaan Tol
Bursa Efek Indonesia 7. PT Lintas Marga Jawa
Indonesia Stock Exchange 8. PT Trans Optima Luhur
Jumlah Pegawai | Total Employees
7.919 Pegawai Ventura Bersama dari PT Jasamarga Transjawa Tol (JTT)
7,919 Employees Joint Ventures under PT Jasamarga Transjawa Tol (JTT)
1. PT Jasamarga Jalanlayang Cikampek
Corporate Secretary & Chief Administration Officer 2. PT Trans Marga Jateng
Ari Wibowo 3. PT Jasamarga Pandaan Malang
Alamat Kantor Pusat | Head Office Address Pusat Informasi Lalu Lintas dan Pelayanan Lainnya
Plaza Tol Taman Mini Indonesia Indah Center for Traffic Information and Other Services
Jakarta 13550 Indonesia Jasa Marga Tollroad Command Center
Telepon | Phone : +62-21 841 3626, +62-21 841 3630 One Call Center 24 Jam/24 Hours: 14080
Email | Email : jsmr@jasamarga.co.id Mobile Apps Travoy
corcomm@jasamarga.co.id Official Jasa Marga
investor.relations@jasamarga.co.id PT Jasa Marga – Persero Tbk
Situs Perseroan | : www.jasamarga.com @official.jasamarga
Company Website @official.jasamarga
@PTJASAMARGA (khusus informasi lalu lintas)
(dedicated for traffic Information)
@OFFICIAL JSMR (untuk informasi umum lainnya)
(for other general information)
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Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Riwayat Singkat Perseroan
Company Brief History
Perjalanan PT Jasa Marga (Persero) Tbk, yang selanjutnya The journey of PT Jasa Marga (Persero) Tbk, hereinafter
disebut “Jasa Marga” atau "Perseroan" dimulai pada tahun referred to as “Jasa Marga” or “the Company,” began in 1978
1978, ketika Perseroan secara komersial mulai menjalankan when the Company started its commercial operations in
kegiatan usahanya di industri jalan tol. Perseroan telah the toll road industry. The Company has since grown into a
tumbuh menjadi simbol kemajuan infrastruktur jalan tol di symbol of the country’s progress in toll road infrastructure.
Tanah Air.
Secara legalitas, Perseroan dibentuk berdasarkan Peraturan Legally, the Company was established under the Indonesian
Pemerintah Republik Indonesia No. 4 Tahun 1978 tentang Government Regulation No. 4 of 1978 regarding the
Peraturan Pemerintah (PP) tentang Penyertaan Modal Negara Government’s Equity Participation in the Establishment
Republik Indonesia dalam Pendirian Perusahaan Perusahaan of State-Owned Enterprises (Persero) in the Management,
(Persero) di Bidang Pengelolaan, Preservasi, dan Pengadaan Preservation, and Procurement of Toll Road Networks, along
Jaringan Jalan Tol, serta Ketentuan-Ketentuan Pengusahaannya with the Regulations for its Operations, dated February 27,
tanggal 27 Februari 1978. Kemudian Perseroan didirikan 1978. The Company was then officially founded based on
berdasarkan Akta No. 1 tanggal 1 Maret 1978 dengan nama Deed No. 1 dated March 1, 1978, under the name PT Jasa
PT Jasa Marga (Indonesia Highway Corporation) yang dibuat Marga (Indonesia Highway Corporation), made before Kartini
dihadapan Kartini Muljadi, S.H., Notaris di Jakarta. Perseroan Muljadi, S.H., Notary in Jakarta. The Company officially
secara resmi mengubah namanya menjadi PT Jasa Marga changed its name to PT Jasa Marga (Persero) based on Deed
(Persero) berdasarkan Akta No. 187 tanggal 19 Mei 1981 yang No. 187 dated May 19, 1981, before the same Notary.
dibuat di hadapan Notaris yang sama.
Perseroan telah menciptakan fondasi yang kuat untuk The company has established a strong foundation for the
pengembangan jaringan jalan tol di Indonesia, salah satunya development of toll road networks in Indonesia, one of which
melalui pengoperasian jalan tol Jagorawi (Jakarta-Bogor- is through the operation of the Jagorawi toll road (Jakarta-
Ciawi) di tahun 1978 yang menjadi tonggak sejarah bagi Bogor-Ciawi) in 1978, which became a historical milestone
perkembangan industri jalan tol di Tanah Air. Langkah besar for the development of the toll road industry in the country.
lainnya diambil pada 12 November 2007 ketika Perseroan Another significant step was taken on November 12, 2007,
melakukan aksi korporasi Penawaran Saham Perdana (Initial when the Company conducted a corporate action through
Public Offering/IPO) dengan mencatatkan 30% sahamnya an Initial Public Offering (IPO), listing 30% of its shares on
di Bursa Efek Indonesia dan perubahan logo Perseroan, the Indonesia Stock Exchange and changing its logo, marking
menandai transformasi menjadi perusahaan publik yang lebih its transformation into a more dynamic and responsive
dinamis dan responsif terhadap tantangan serta peluang public company facing challenges and opportunities in
di sektor infrastruktur. Perseroan bergerak semakin lincah the infrastructure sector. The Company became more agile
dan mulai melakukan pembangunan jalan tol secara masif and began massive toll road construction, coupled with the
dibarengi dengan peningkatan layanan melalui penggunaan enhancement of services through cards as a payment system
kartu elektronik sebagai sistem pembayaran sehingga dapat to save time for users and streamline access at entrance and
menghemat waktu pengguna pembayaran dan memperlancar exit gates in 2017.
aksesibilitas pada gerbang masuk maupun gerbang keluar di
tahun 2017.
Dalam upaya untuk terus berinovasi dan meningkatkan To continuously innovate and improve services, the Company
layanan, Perseroan mengimplementasikan teknologi canggih implemented advanced technologies such as the Intelligent
seperti Intelligent Transport System (ITS) untuk peningkatan Transport System (ITS) to improve toll road traffic services
pelayanan lalu lintas jalan tol dan Integrated Tollroad and the Integrated Tollroad Maintenance System (ITMS) to
Maintenance System (ITMS) untuk peningkatan pelayanan enhance toll road preservation services. These initiatives not
preservasi jalan tol. Inisiatif ini tidak hanya meningkatkan only increase operational efficiency but also ensure the safety
efisiensi operasional tetapi juga memastikan keamanan dan and comfort of road users.
kenyamanan bagi pengguna jalan.
Menyadari pentingnya peran jalan tol dalam mendukung Recognizing the importance of toll roads in supporting
mobilitas dan pertumbuhan ekonomi masyarakat, Perseroan mobility and economic growth, the Company is also
turut mengembangkan bisnis prospektif untuk kawasan di developing a prospective business for areas around toll
sekitar jalur tol. Melalui strategi bisnis yang berkelanjutan, routes. Through a sustainable business strategy, the Company
Perseroan berupaya mengoptimalkan potensi yang ada dan seeks to optimize existing potential and make a significant
memberikan kontribusi signifikan terhadap pembangunan contribution to the national economic development. To
ekonomi nasional. Untuk meningkatkan daya saingnya, strengthen competitiveness, the Company optimized its
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Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Perseroan melakukan optimalisasi aset melalui konsolidasi assets by consolidating the toll roads, namely the Batang-
ruas jalan tol yaitu ruas Batang-Semarang, ruas Solo-Ngawi, Semarang section, the Solo-Ngawi section, and the Ngawi-
dan Ngawi-Kertosono pada tahun 2023, serta ruas Gempol- Kertosono section in 2023, and the Gempol-Pandaan toll road
Pandaan pada tahun 2024. in 2024.
Guna menghadapi tantangan di masa depan, mengantisipasi The company needs to continually adjust its business
perkembangan teknologi dan dinamika persaingan pasar, strategy to face future challenges, anticipate technological
Perseroan perlu terus menyesuaikan strategi bisnisnya. Untuk developments, and manage market competition dynamics.
itu, Perseroan telah menetapkan Rencana Jangka Panjang Therefore, the Company has set the 2025-2029 Long-Term
Perusahaan (RJPP) 2025-2029 dan memperbarui visi dan Corporate Plan (RJPP) and updated its vision and mission
misinya untuk menegaskan komitmennya dalam beradaptasi to reaffirm its commitment to adapting to changes in the
dengan perubahan lingkungan bisnis. business environment.
Dengan semangat membuka jalan menuju masa depan yang With a spirit of paving the way for a sustainable future, the
berkelanjutan, Perseroan terus berinovasi dan beradaptasi, Company continues to innovate and adapt, supporting the
mendukung peningkatan konektivitas antara kota dan daerah enhancement of connectivity between cities and regions
serta memberikan kontribusi positif terhadap masyarakat and making a positive contribution to society and the
dan lingkungan, untuk menjadikan infrastruktur yang environment, to establish resilient infrastructure as a pillar of
tangguh sebagai pilar pembangunan yang berkelanjutan bagi sustainable development for Indonesia.
Indonesia.
Hingga akhir tahun 2024, Perseroan telah memiliki 17 By the end of 2024, the Company has 17 (seventeen)
(tujuh belas) Entitas Anak, 4 (empat) Entitas Asosiasi dan Subsidiaries, 4 (four) Associates and Joint Ventures, 8 (eight)
Ventura Bersama, 8 (delapan) Entitas Anak dari PT Jasamarga Subsidiaries of PT Jasamarga Transjawa Tol (JTT), and 3 (three)
Transjawa Tol (JTT) serta 3 (tiga) Ventura Bersama dari PT JTT Joint Ventures from PT JTT as strategic supporters in business
sebagai pendukung strategis dalam pengembangan usaha development and profitability enhancement.
dan meningkatkan profitabilitas.
Informasi tentang Perubahan Nama
Information on Name Alteration
Berdasarkan Akta No. 01 tanggal 1 Maret 1978, Perseroan Based on Deed No. 1 dated March 1, 1978, the company
didirikan dengan nama, “PT Jasa Marga (Indonesia Highway was established under the name “PT Jasa Marga (Indonesia
Corporation)”, yang kemudian diubah berdasarkan Akta Highway Corporation)”, which was later changed under Deed
No. 187 tanggal 19 Mei 1981 dan nama Perseroan diubah No. 187 dated May 19, 1981, and the company’s name was
menjadi “PT Jasa Marga (Persero)”, keduanya dibuat di changed to “PT Jasa Marga (Persero)”, both deeds made
hadapan Notaris Kartini Muljadi, S.H., di Jakarta. Selanjutnya before Notary Kartini Muljadi, S.H., in Jakarta. Subsequently,
nama Perseroan diubah kembali berdasarkan Akta No. 27 the company’s name was changed again under Deed
tanggal 12 September 2007 yang dibuat di hadapan Notaris No. 27 dated September 12, 2007, made before Notary
Poerbaningsing Adi Warsito, S.H., Notaris di Jakarta yaitu Poerbaningsih Adi Warsito, S.H., Notary in Jakarta, to become
menjadi Perusahaan Perseroan (Persero) PT Jasa Marga “Perusahaan Perseroan (Persero) PT Jasa Marga (Indonesia
(Indonesia Highway Corporatama) Tbk, disingkat PT Jasa Marga Highway Corporatama) Tbk”, abbreviated as PT Jasa Marga
(Persero) Tbk, setelah Perseroan secara resmi mencatatkan (Persero) Tbk, after the company officially listed its shares on
saham di Bursa Efek Indonesia. the Indonesia Stock Exchange.
Hingga saat ini nama Perseroan tetap “PT Jasa Marga (Persero) To this day, the company’s name remains “PT Jasa Marga
Tbk”. (Persero) Tbk”.
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6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Keanggotaan dalam Asosiasi
Membership in Association
Tabel Keanggotaan Perseroan dalam Asosiasi
Table of Company’s Membership in Association
Nama Asosiasi Tingkat Kegiatan Status Keanggotaan
Name of Association Level Activities Membership Status
Asosiasi Tol Indonesia (ATI) Nasional Pelaksanaan Pelayanan Bersama, Pengamanan dan Penegakan Ketua Umum
Indonesian Toll Association (ATI) National Hukum pada Jalan Tol di Seluruh Indonesia. Chairman
Joint Services, Security, and Law Enforcement on Toll Roads
throughout Indonesia
Road Engineering Association Internasional Mempromosikan sains dan praktik perekayasaan jalan dan profesi Anggota
of Asia and Australia (REAAA) International Anggota terkait melalui pengembangan jaringan profesional dan Member
komersial member di antara negara-negara di Kawasan Asia Pasifik.
Promoting road science and engineering practices and related
members’ professions through the development of a professional
and commercial member network of Asia Pacific countries.
Asosiasi Emiten Indonesia (AEI) Nasional Melakukan pertukaran informasi dan advokasi di antara Anggota
Association of Indonesia Issuers National perusahaan emiten di Indonesia. Member
(AEI) Information exchange and advocacy between listed companies in
Indonesia
Persatuan Insinyur Indonesia Nasional Referensi standar profesi teknik dan insinyur. Anggota
(PII) National Reference of technical and engineering professional standards Member
Indonesian Engineers
Association (PII)
Forum Human Capital Indonesia Nasional • Program Magang Mahasiswa Bersertifikat. Pengurus
(FHCI) National • Program Perekrutan Bersama. Management
Indonesian Human Capital • Integrated Talent Management System.
Forum (FHCI) • Program FHCI Summit.
• Program Kerja FHCI Tahun 2024 Bidang 5.2 Culture, Employee
Branding & Employee Value Proposition.
• Certified Student Internship Program.
• Joint Recruitment Program.
• Integrated Talent Management System.
• FHCI Summit Program
Forum Manajemen Risiko BUMN Nasional Peningkatan kompetensi anggota terhadap manajemen risiko. Pengurus Inti
State-Owned Enterprises (SOE) National Improvement of members' competence in risk management Key Management
Risk Management Forum
Forum Humas BUMN Nasional Menciptakan sistem komunikasi dan pertukaran informasi yang Anggota
State-Owned Enterprises Public National terintegrasi antar BUMN. Member
Relations Forum Creating an integrated communication and information exchange
system among State-Owned Enterprises (BUMN)
Forum Komunikasi Satuan Nasional Forum komunikasi dan koordinasi antara satuan pengawas intern Pengurus Inti
Pengawasan Intern National BUMN, instansi pemerintah dan swasta di Indonesia. Key Management
Internal Audit Division A communication and coordination forum between SOE internal
Communication Forum supervisory units, government institutions, and private agencies
in Indonesia
Indonesia Corporate Secretary Internasional Mempromosikan tata penyelenggaraan Anggota
Association (ICSA) International Promoting the governance system Member
Himpunan Pengembang Jalan Nasional Wadah bagi pengembangan profesi dan keahlian di bidang jalan. Pengurus Inti
Indonesia (HPJI) National A platform for the development of professions and expertise in the Key Management
Indonesian Road Development field of roads
Association (HPJI)
Forum BUMN Muda Nasional BUMN Muda akan menjadi wadah bagi talenta muda untuk Vice Chief of BUMN
Young State-Owned Enterprises National berbagai ide, inspirasi, berinovasi, dan berkreasi sehingga bisa Muda Network
Forum (BUMN Muda Forum) menjadi Sumber Daya Manusia (SDM) yang unggul, kompetitif, Vice Chief of SOEs
mandiri, sehingga mampu membawa BUMN Go Global. Youth Network
BUMN Muda will serve as a platform for young talents to share
ideas, inspiration, innovate, and create so that they can become
excellent, competitive, and independent Human Resources (HR),
capable of taking SOEs (State-Owned Enterprises) globally.
Fordigi Nasional Berbagi pengalaman, best practices, dan solusi terkait digitalisasi Anggota
National serta mendorong sinergi antar perusahaan. Member
Sharing experiences, best practices, and solutions related to
digitalization, as well as promoting synergy between companies
ITS Indonesia Nasional Mendorong inisiatif pembangunan dan penggunaan Intelligent Anggota
National Transport System (ITS) untuk menyediakan ekosistem transportasi Member
yang aman dan nyaman.
Encourage the development and use of Intelligent Transport
System (ITS) initiatives to provide a safe and comfortable
transportation ecosystem.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 89
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Jejak Langkah
Milestones
2007
• Jasa Marga melakukan
Penawaran Umum Perdana
(Initial Public Offering) di Bursa
Efek Indonesia (BEI) dengan
kode saham JSMR.
• Perubahan Logo Jasa Marga
• PT Jasa Marga (Indonesia Highway Corporation) yang menggambarkan
1978
didirikan Pemerintah Republik Indonesia Modernisasi dan Transformasi
berdasarkan Akta No. 1 tanggal 1 Maret 1978 Perseroan.
sebagai penyelenggara jalan tol di Indonesia.
• Pengoperasian jalan Tol Jagorawi (Jakarta- • Jasa Marga conducted an
Bogor-Ciawi) sebagai jalan tol pertama di Initial Public Offering at
Indonesia. Indonesia Stock Exchange
(IDX) with the ticker code
• PT Jasa Marga (Indonesia Highway Corporation) JSMR.
was established by the Republic of Indonesia • The change in Jasa Marga’s
Government pursuant to Deed No. 1 dated logo, which represents the
March 1, 1978 as toll road operator in Indonesia. Company’s modernization and
• The operation of Jagorawi (Jakarta-Bogor- transformation.
Ciawi) Toll road as the first toll road in Indonesia.
2004
Berdasarkan Undang-Undang No. 38/2004, Jasa Marga tidak Mengoperasikan 593 km
2016
lagi berperan sebagai regulator penyelenggara jalan tol di jalan tol.
Indonesia. Fungsi sebagai regulator selanjutnya dilaksanakan Operating 593 km of toll
oleh Badan Pengatur Jalan Tol sesuai Keputusan Menteri roads.
Pekerjaan Umum dan Perumahan Rakyat No. 295/PRT/M/2005.
Under the Law No. 38/2004, Jasa Marga is no longer responsible
as the toll road operations regulator in Indonesia. The regulator
function delegated to the Toll Road Operator Agency with
reference to Minister of Public Works and Public Housing No.
295/PRT/M/2005.
90 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
• Menambah 55,9 km pengoperasian
2021
jalan tol, sehingga total pengoperasian
menjadi 1.246 km.
• Peresmian Jasa Marga Tollroad
Command Center sebagai pusat
kendali yang berbasis Intelligent
Transportation System (ITS) pertama • Memperoleh konsesi jalan tol baru sepanjang 37,05
di Indonesia. km sehingga Perseroan telah memiliki konsesi jalan tol
2023
• Peluncuran aplikasi Travoy 3.0 yang sepanjang 1.736 km.
dirancang sebagai asisten perjalanan • Melakukan optimalisasi aset dengan mengkonsolidasi 3
digital untuk membantu pengguna (tiga) ruas jalan tol yaitu ruas Batang-Semarang, ruas
jalan tol berkendara secara aman dan Solo-Ngawi dan ruas Ngawi-Kertosono-Kediri.
nyaman.
• Acquiring a new toll road concession of 37.05 km, bringing
• Adding 55.9 km of toll road operations, the total toll road concession to 1,736 km.
bringing the total operation to 1,246 • Optimizing assets by consolidating three toll road
km. segments: Batang-Semarang, Solo-Ngawi, and Ngawi-
• The inauguration of the Jasa Marga Kertosono-Kediri.
Tollroad Command Center as the
first Intelligent Transportation
System (ITS) based control center in
Indonesia.
• The launch of the Travoy 3.0
application, designed as a digital
travel assistant to help toll road users
drive safely and comfortably.
• Menambah 162 km • Mengoperasikan sepanjang • Memperbaharui visi dan
2022
2019
2024
pengoperasian jalan 1.260 km jalan tol. misi Perseroan sejalan
tol, sehingga total • Memisahkan 4 (empat) ruas dengan RJPP 2025-2029.
pengoperasian menjadi segmen jalan tol di bawah • Melakukan optimalisasi
1.162 km. Jasamarga Transjawa aset melalui Equity
• Uji coba terbatas Tollroad Regional Financing PT JTT.
pembayaran elektronik Division dan mengalihkan • Melakukan optimalisasi
Nir-Henti (Single Lane kepemilikan saham di 9 aset dengan
Free Flow /SLFF). (Sembilan) Entitas Anak mengkonsolidasi ruas jalan
• Penerbitan Sukuk dan Ventura Bersama ke PT tol yaitu ruas Gempol-
Ijarah pertama. Jasamarga Transjawa Tol Pandaan.
• Pengembangan bisnis (JTT). • Penerbitan Obligasi
usaha non tol. Berkelanjutan III Tahap I
• Operating 1,260 km of toll 2024.
• Addition of 162 km roads.
toll road operations • Spin-off 4 (four) toll • Updating the company’s
resulting the total road segments under the vision and mission in
operation reaching to Jasamarga Transjawa line with the Long-Term
1,162 km. Tollroad Regional Division Company Plan (RJPP)
• Limited trial of Single and transferring share 2025-2029.
Lane Free Flow (SLFF) ownership in 9 (nine) • Optimizing assets through
electronic payments. Subsidiaries and Joint Equity Financing of PT
• Issuance of the first Ventures to PT Jasamarga Jasamarga Transjawa Tol.
Ijarah Sukuk. Transjawa Tol (JTT). • Optimizing assets by
• Non-toll road business consolidating toll road
development. section, namely the
Gempol-Pandaan toll road.
• Issuance of Self
Registration Bonds III
Phase I 2024.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 91
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Wilayah Operasional Perseroan
Company Operational Area
Sumatera Utara
North Sumatra
Representative Office
• Medan: 1 Representative
Office
» Representative Office
1, Jasamarga Nusantara
Tollroad Regional Division
(Ruas Belawan-Medan-
Tj. Morawa
Entitas Anak
Subsidiaries
• Deli Serdang: 1 Entitas Anak/
1 Subsidiaries
» PT Jasamarga Kualanamu
Tol
Jabodetabek
Kantor Pusat • Bogor: 1 Entitas Anak/
Head Office 1 Subsidiaries
• Jakarta: 1 Kantor Pusat/ » PT Marga Sarana Jabar
1 Head Office • Tangerang: 1 Entitas Anak/
» PT Jasa Marga (Persero) Tbk 1 Subsidiaries
» PT Jasamarga Kunciran
Cengkareng
Regional • Tangerang Selatan South
Regions
• Jakarta: 2 Regional/
Tangerang: 2 Entitas Anak/ Jawa Barat
2 Regions
2 Subsidiaries West Java Jawa Tengah/DIY
» PT Cinere Serpong Jaya Central Java/Special Region of
» Jasamarga Metropolitan
» PT Marga Trans Nusantara Yogyakarta
Tollroad Regional Division
• Bekasi: 2 Entitas Anak/ Representative Office
» Jasamarga Nusantara • Bandung: 1 Representative
2 Subsidiaries Entitas Anak • Boyolali: 1 Entitas Anak dari
Tollroad Regional Division Office
» PT Jasamarga Transjawa Tol Subsidiaries PT JTT/ 1 Subsidiary under
» PT Jalantol Lingkarluar » Representative Office 3
• Yogyakarta: 1 Entitas Anak/ PT JTT
Representative Office Jakarta Jasamarga Metropolitan
1 Subsidiary » PT Jasamarga Solo Ngawi
• Jakarta: 2 Representative Tollroad Regional Division
» PT Jasamarga Jogja Bawen
Offices (Ruas/Segment Cikampek-
Ventura Bersama Ventura Bersama dari
» Representative Office 1, Padalarang-Cileunyi)
Joint Venture Ventura Bersama PT JTT
Jasamarga Metropolitan • Jakarta: 1 Ventura Bersama/ Joint Venture Joint Ventures under PT JTT
Tollroad Regional Division 1 Joint Venture Representative Office dari • Yogyakarta: 1 Ventura • Semarang: 1 Ventura Bersama
(Ruas/Segment Jagorawi, » PT Marga Lingkar Jakarta PT JTT Bersama/ Joint Ventures dari PT JTT/ 1 Joint Venture
Ruas/Segment JORR Representative Office under » PT Jasamarga under PT JTT
E1 E2 E3 W2S, dan Pondok PT JTT
Aren-Ulujami) Ventura Bersama dari Jogja Solo » PT Trans Marga Jateng
• Cirebon: 1 Representative
» Representative Office 2, PT JTT
Office
Jasamarga Metropolitan Joint Ventures under PT JTT
» Representative Office 2
Entitas Anak dari PT JTT Representative Office dari
Tollroad Regional Division • Bekasi: 1 Ventura Bersama Subsidiaries under PT JTT PT JTT
PT Jasamarga Transjawa Tol
(Ruas/Segment Cawang- dari PT JTT / 1 Joint Venture • Semarang: 1 Entitas Anak dari Representative Office under JTT
(Ruas/Segment Palimanan-
Tomang-Pluit atau/or Dalam under PT JTT PT JTT/ 1 Subsidiary under • Semarang: 1 Representative
Kanci)
Kota/Innercity Ring Road, » PT Jasamarga Jalanlayang PT JTT Office
Ruas/Segment Sedyatmo, Cikampek » PT Jasamarga Semarang- » Representative Office 2 PT
Ruas/Segment Jakarta- Batang Jasamarga Transjawa Tol
Tangerang) Representative Office dari (Ruas/Segment Semarang
PT JTT Seksi/Section A,B,C)
Entitas Anak Representative Office under
Subsidiaries PT JTT
• Jakarta: 5 Entitas Anak/ • Bekasi: 1 Representative Office
5 Subsidiaries » Representative Office 1 PT
» PT Jasamarga Japek Selatan Jasamarga Transjawa Tol
» PT Jasamarga Related (Ruas/Segment Jakarta-
Business Cikampek)
» PT Jasamarga Tollroad
Operator
» PT Jasamarga Tollroad
Maintenance
» PT Jasamarga Akses
Patimban
92 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Perseroan memiliki 1 (satu) Kantor Pusat, 2 (dua) Regional, 4 (empat) Representative Offices, 17 (tujuh belas) Entitas Anak, 2 (dua)
Entitas Ventura Bersama, 3 (tiga) Representative Offices dari PT JTT, 6 (enam) Entitas Anak dari PT JTT, dan 3 (tiga) Ventura Bersama
dari PT JTT yang tersebar di seluruh Indonesia.
The Company has 1 (one) Head Office, 2 (two) Regional Offices, 4 (four) Representative Offices, 17 (seventeen) Subsidiaries, 2 (two)
Joint Ventures, 3 (three) Representative Offices under PT JTT, 6 (six) Subsidiaries under PT JTT, and 3 (three) Joint Ventures under
PT JTT, spread across Indonesia.
Kalimantan Timur Jasamarga Nusantara Tollroad Regional Division
East Kalimantan
Entitas Anak Jasamarga Metropolitan Tollroad Regional Division
Subsidiaries
• Samboja: 1 Entitas Anak/
1 Subsidiary PT Jasamarga Transjawa Tol
» PT Jasamarga Balikpapan
Samarinda
Sulawesi Utara
North Sulawesi
Entitas Anak
Subsidiaries
• Minahasa Utara: 1 Entitas
Anak/
1 Subsidiary
» PT Jasamarga Manado
Bitung
Jawa Timur
Bali East Java
Entitas Anak Entitas Anak Representative Office dari
Subsidiaries Subsidiaries PT JTT
• Denpasar: 1 Entitas Anak/ • Probolinggo: 1 Entitas Anak/ Representative Office under
1 Subsidiaries 1 Subsidiary PT JTT
» PT Jasamarga Bali Tol » PT Jasamarga Probolinggo • Surabaya: 1 Representative Tabel Wilayah Operasional Selama 5 Tahun Terakhir
Banyuwangi Office Table of Operational Areas for The Last 5 Years
» Representative Office 3 PT
Entitas Anak dari PT JTT Jasamarga Transjawa Tol
Subsidiaries under PT JTT (Ruas/Segment Surabaya- Jaringan Kantor
2024 2023 2022 2021 2020
• Madiun: 1 Entitas Anak dari PT Gempol) Office Networks
JTT/ 1 Subsidiary under PT JTT
» PT Jasamarga Ngawi Kantor Pusat
Ventura Bersama dari 1 1 1 1 1
Kertosono Kediri Head Office
PT JTT
• Sidoarjo: 1 Entitas Anak dari Joint Ventures under PT JTT
PT JTT/ 1 Subsidiary under
Kantor Regional
• Malang: 1 Ventura Bersama 2 2 2 3 3
PT JTT Regional Office
dari PT JTT / 1 Joint Venture
» PT Jasamarga Surabaya under PT JTT Representative Office 4 4 4 8 8
Mojokerto » PT Jasamarga Pandaan
• Pasuruan: 1 Entitas Anak dari Malang Entitas Anak
PT JTT/ 1 Subsidiary under 17 17 16 19 21
Subsidiaries
PT JTT
» PT Jasamarga Gempol Ventura Bersama
Pasuruan
2 2 2 7 5
Joint Venture
• Pasuruan: 1 Entitas Anak dari
PT JTT/ 1 Subsidiary under
PT JTT
» PT Jasamarga Pandaan Tol
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 93
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Peta Jasa Marga Metropolitan Tollroad Regional Division
Map of Jasa Marga Metropolitan Tollroad Regional Divison
94 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Ruas Jalan Tol Perusahaan
No.
Toll Roads Company
1 Jakarta-Bogor-Ciawi PT Jasa Marga (Persero) Tbk
2 Cawang-Tomang-Pluit PT Jasa Marga (Persero) Tbk
3 Jakarta-Tangerang PT Jasa Marga (Persero) Tbk
4 Prof. Dr. Ir. Sedyatmo PT Jasa Marga (Persero) Tbk
5 Cikampek-Purwakarta-Padalarang PT Jasa Marga (Persero) Tbk
6 Padalarang-Cileunyi PT Jasa Marga (Persero) Tbk
7 JORR Seksi Non S PT Jasa Marga (Persero) Tbk
8 Pondok Aren – Bintaro Viaduct - Ulujami PT Jasa Marga (Persero) Tbk
9 Ullujami-Kebon Jeruk (JORR W2 Utara) PT Marga Lingkar Jakarta
10 Bogor Ring Road PT Marga Sarana Jabar
11 Cengkareng-Batuceper-Kunciran PT Jasamarga Kunciran Cengkareng
12 Kunciran-Serpong PT Marga Trans Nusantara
13 Serpong-Cinere PT Cinere Serpong Jaya
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 95
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Peta PT Jasamarga Transjawa Tol
Map of PT Jasamarga Transjawa Tol
Ruas Jalan Tol Perusahaan
No.
Toll Roads Company
1 Jakarta-Cikampek (Japek) PT Jasamarga Transjawa Tol
2 Palimanan-Kanci (Palikanci) PT Jasamarga Transjawa Tol
3 Semarang ABC PT Jasamarga Transjawa Tol
4 Surabaya-Gempol (Surgem) PT Jasamarga Transjawa Tol
5 Jalan Layang Sheikh Mohamed Bin Zayed (MBZ) PT Jasamarga Jalanlayang Cikampek
6 Batang-Semarang PT Jasamarga Semarang Batang
7 Semarang-Solo PT Trans Marga Jateng
8 Solo-Ngawi PT Jasamarga Solo Ngawi
9 Ngawi-Kertosono-Kediri PT Jasamarga Ngawi Kertosono
10 Surabaya-Mojokerto PT Jasamarga Surabaya Mojokerto
11 Gempol-Pandaan PT Jasamarga Pandaan Tol
12 Gempol-Pasuruan PT Jasamarga Gempol Pasuruan
13 Pandaan-Malang PT Jasamarga Pandaan Malang
96 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 97
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Peta Jasa Marga Nusantara Tollroad Regional Division
Map of Jasa Marga Nusantara Tollroad Regional Divison
98 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Ruas Jalan Tol Perusahaan
No.
Toll Roads Company
1 Belawan-Medan-Tanjung Morawa (Belmera) PT Jasa Marga (Persero) Tbk
2 Medan-Kualanamu-Tebing Tinggi PT Jasamarga Kualanamu Tol
3 Nusa Dua-Ngurah Rai-Benoa PT Jasamarga Bali Tol
4 Balikpapan-Samarinda PT Jasamarga Balikpapan Samarinda
5 Manado-Bitung PT Jasamarga Manado Bitung
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Akses terhadap Perseroan
Access to the Company
Representative Office 2
Jasamarga Metropolitan Tollroad Regional
PT Jasamarga Tollroad Operator Division (Ruas Cawang – Tomang – Pluit -Prof. Ir.
PT Jasa Marga Gedung C Lt. 3 & 4 Sedyatmo-Jakarta - Tangerang)
(Persero) Tbk PT Jasa Marga (Persero) Tbk Plaza Tol Cililitan
Plaza Tol Taman Mini Indonesia Indah Jl. Raya Taman Mini Indonesia Indah Jl. Cililitan Besar Jakarta 13510
Jakarta 13550 - Indonesia Jakarta 13550 021-80887227
+6221 841 3630, +6221 841 3626 021-22984722 021-80887228
+6221 841 3640 021-29835370 ro2jmt@jasamarga.co.id
corcomm@jasamarga.co.id support@jmto.co.id
Web: www.jasamarga.com Representative Office 3
Jasamarga Metropolitan Tollroad
Regional Division
PT Jasamarga Tollroad Maintenance (Ruas Cikampek-Purwakarta-Padalarang-
Gedung C Lt. 1 Cileunyi)
PT Jasa Marga (Persero) Tbk Plaza Tol Pasteur
PT Jasamarga Japek Selatan Jl. Raya Taman Mini Indonesia Indah Jl. Dr. Djundjunan No. 257, Bandung 40164
Plaza Tol Pondok Gede Timur Jakarta 13550 022-2000867, 2000868
Kel. Jatibening, Kec. Pondok Gede 021-29835858 022-2011433
Bekasi 17412 021-22819474 purbaleunyi@jasamarga.co.id
021-852 11970 cs@jmtm.co.id
jasamargajapekselatan@gmail.com
PT Jasamarga Related Business PT Marga Sarana Jabar
Gedung C Lt. 2 Plaza Tol Sentul Barat
PT Jasamarga Jogja Bawen PT Jasa Marga (Persero) Tbk Jl. Tol Lingkar Luar Bogor 16710
Jalan Sareh Nomor 3 Jl. Raya Taman Mini Indonesia Indah 021-29255000
Kotabaru, Yogyakarta Jakarta 13550 021-29259942
081294297521 021-22093560 sekper.msj@gmail.com
jasamargajogjabawen@gmail.com relatedbusiness@jmrb.co.id
PT Marga Lingkar Jakarta
PT Jasamarga Probolinggo Banyuwangi Plaza Tol Meruya
Jl. Panglima Sudirman KM. 120, Tanggul PT Jalantol Lingkarluar Jakarta Jl. Raya Meruya Utara No. 1
Angin Plaza Tol Jatiasih Lt. 1 Meruya Utara, Jakarta Barat 11620
RT. 002/RW. 002, Sukomulyo Pajarakan Bekasi 17423 021-58908462
Probolinggo, Jawa Timur 67281 021-8223232 021-58908447
0335-8473333 021-8205151 margalingkarjakarta@mlj-tollroad.co.id
0335-8473999 layanan@jlj.co.id
tolprobowangi@jpb.co.id
PT Marga Trans Nusantara
Plaza Tol Parigi
Jasa Marga Tollroad Command Center Jl. H. Rasam RT. 004/RW. 002
PT Jasamarga Jogja Solo Plaza Tol Jatiasih Lt. 2, RT. 001/RW. 010
Jl. Ring Road Utara No.98, Nayan, Kecamatan Pondok Aren
Jatiasih, Kec. Jatiasih, Kota Bekasi Tangerang Selatan 15228
Maguwoharjo, Jawa Barat 17423
Kec. Depok, Kabupaten Sleman, 021-22215888
14080 021-22215888
Daerah Istimewa Yogyakarta 55281
027-4488780 kunciranserpongtollroad@mtn.co.id
jmj@jasamarga.co.id
Jasamarga Metropolitan
Tollroad Regional Division PT Jasamarga Kunciran Cengkareng
PT Jasamarga Akses Patimban Plaza Tol Cililitan
Jl. Cililitan Besar Jakarta 13510 Grha JKC
Plaza Tol Taman Mini Indonesia Indah
021-80887227 Jl. Arteri Blok Kelapa Nomor 17 RT 06 RW 03
Jakarta 13550
021-80887228 Kelurahan Buaran Indah
021-8413526, 8413630
jm.regmetropolitan@jasamarga.co.id Kecamatan Tangerang, Kota Tangerang 15119
021-8401533, 8413540
021-55782453
pt.jap@jasamarga.co.id
Representative Office 1 021-55782456
Jasamarga Metropolitan Tollroad jasamargakuncirancengkareng@gmail.com
Regional Division
(Ruas Jagorawi-JORR E1-E3, JORR W2S,
dan Pondok Aren-Ulujami)
PT Cinere Serpong Jaya
Plaza Tol Cibubur 1
Plaza Tol Pamulang
Jl. Buperta-Jambore, Pondok Ranggon
Jalan RE Martadinata, Ciputat
Jakarta Timur 13860
Kota Tangerang Selatan 15411
ro.1jmt@jasamarga.co.id
021-74783000
csj@jasamarga.co.id
100 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Semarang Batang
PT Jasamarga Plaza Tol Kalikangkung RW. 01
Jasamarga Nusantara Toll
Transjawa Tol Kel. Gondoriyo, Kec. Ngaliyan Road Regional Division
Plaza Tol Jakarta-Cikampek, Jl. Teuku Semarang 50187 Gedung A Lt. 3
Umar 024-76433625 PT Jasa Marga (Persero) Tbk
Sepanjang Jaya Rawalumbu, Bekasi jsb@jasamarga.co.id Jl. Raya Taman Mini Indonesia Indah
17114 Jakarta 13550
021-8216515 0811613999
Jasamarga.transjawa@jasamarga.co.id nusantara@jasamarga.co.id
Representative Office 1 PT Jasamarga Solo Ngawi Representative Office 1
Plaza Tol Jakarta-Cikampek Plaza Tol Ngemplak Jasamarga Nusantara Tollroad Regional
Jl. Teuku Umar, Sepanjang Jaya Ds. Sawahan RT. 06/RW. 01, Kec. Division
Rawalumbu Bekasi, Jawa Barat 17114 Ngemplak Ruas Belawan-Medan-Tj. Morawa
021-8216515, 82430046 Kab. Boyolali, Jawa Tengah 57375 Jl. Simpang Tanjung No. 1A, Medan 20241
ro1@jmtransjawatol.co.id 0271-7788777 061-6611701
jsn@jasamarga.co.id 061-6611055
Representative Office 2 belmera@jasamarga.co.id
PT Jasamarga Transjawa Tol
(Ruas Palimanan-Kanci)
Jl. Jenderal Sudirman No. 138
PT Jasamarga Ngawi Kertosono Kediri PT Jasamarga Kualanamu Tol
Ciperna, Cirebon 45171
Plaza Tol Madiun, Jl. Akses Tol Dumpil Plaza Tol Kualanamu, Penara Kebun
0231-489800,484268
RT. 026/RW. 004, Desa Bagi Kec. Tanjung Morawa, Kab. Deli Serdang
0231-483457
Kecamatan/Kabupaten Madiun Sumatera Utara 20362
palikanci@jasamarga.co.id
Jawa Timur 63151 08116138888
08113782403 jasamarga.kualanamutol@gmail.com
(Ruas Semarang Seksi A, B, C)
jnk@jasamarga.co.id
Plaza Tol Manyaran, Jl. Tol Semarang
50147
024-7606012/7606014 PT Jasamarga Balikpapan Samarinda
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Jl. Raya Taman, Plaza Tol Waru 1 & Ramp Kalimantan Timur 75271
Representative Office 3 Sidoarjo 61257 0542-8703077
PT Jasamarga Transjawa Tol 031-7879995 tolbalikpapansamarinda@gmail.com
(Ruas Surabaya-Gempol) sekretariat@tollsumo.com
Plaza Tol Kota Satelit
Jl. Mayjen. Sungkono, Surabaya 60189
031-5624444
ro3@jmtransjawatol.co.id PT Jasamarga Pandaan Tol PT Jasamarga Bali Tol
surgem@jasamarga.co.id Plaza Tol Pandaan Grha Bali Tol Jalan Raya Pelabuhan Benoa
Pandaan, Pasuruan, Jawa Timur 67156 No. 88
0343-5650727 Pedungan, Kecamatan Denpasar Selatan,
0343-5650727 Denpasar, Bali 80222
jpt@jasamarga.co.id 0361-725326
0361-725327
PT Jasamarga Jalanlayang Cikampek
sekertaris.direksi@jasamargabalitol.co.id
Jl. Teuku Umar No. 14, RT. 03/RW. 01
Kel. Sepanjang Jaya, Kec. Rawalumbu
Bekasi 17114 PT Jasamarga Pandaan Malang
021-82738397 Plaza Tol Singosari, Singosari, Malang
PT Jasamarga Manado Bitung
jjc@jasamarga.co.id 65153
Plaza Toll Jasamarga Manado Bitung
0341-4366666
Jl. Toll Manado - Bitung KM. 0
0341-4378788
Ds. Maumbi, Kec. Kalawat, Minahasa Utara
jpm@jasamarga.co.id
Sulawesi Utara 95378
0431-869988
PT Trans Marga Jateng jmmanadobitung@gmail.com
Plaza Tol Banyumanik
Jl. Mulawarman Raya No. 1 B, RT. 002 PT Jasamarga Gempol Pasuruan
RW. 004 Plaza Tol Pasuruan, Jl. Urip Sumoharjo
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Semarang, Jawa Tengah 50268 Pasuruan, Jawa Timur 67119
024-7475222 0343-5633333
admin@transmargajateng.com gempas@jmgempas.co.id
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 101
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Visi, Misi, dan Budaya Perseroan
Vision, Mission, and Corporate Culture
Review Visi dan Misi Perseroan
Review of the Company’s Vision and Mission
Pada tahun 2024, Perseroan melakukan kajian atas kesesuaian visi dan misinya agar selaras dengan ketahanan usaha dan pertumbuhan serta tetap memberikan
pelayanan terbaik kepada pengguna jalan tol dengan inovasi untuk peningkatan nilai yang berkelanjutan. Kajian tersebut dilakukan dengan melibatkan seluruh pihak
terkait yakni Dewan Komisaris, Direksi, Karyawan, dengan memperhatikan kepentingan dari para pemangku kepentingan, tantangan, rencana pengembangan usaha
Perseroan, dan dinamika bisnis yang ada.
Berdasarkan hasil kajian tersebut, Perseroan melakukan perubahan visi dan misi sesuai dengan Surat Keputusan Direksi No. 60/KPTS/2024 tanggal 29 April 2024
tentang Visi dan Misi Perusahaan yang juga telah disetujui oleh Dewan Komisaris.
In 2024, the Company conducted a review of its vision and mission alignment to ensure consistency with business resilience and growth, while continuing to
provide the best service to toll road users through innovation for sustainable value enhancement. The review involved all relevant parties, including the Board of
Commissioners, the Board of Directors, and employees, while considering the interests of stakeholders, challenges, the Company’s business development plans, and
existing business dynamics.
Based on the results of the review, the Company made changes to its vision and mission under Directors’ Decree No. 60/KPTS/2024 dated April 29, 2024, regarding
the Company’s Vision and Mission, which has been approved by the Board of Commissioners.
Visi Inovasi menuju peningkatan
nilai yang berkelanjutan.
Vision Innovation towards the enhancement of
sustainable value.
Inovasi mencerminkan bahwa Perseroan mendorong untuk terus menerus mencari solusi baru dan kreatif, mengembangkan
ide-ide baru, dan menerapkan praktik terkini yang dapat meningkatkan efisiensi, produktivitas, dan kualitas. Inovasi dapat
melibatkan teknologi, proses yang efisien, serta perbaikan yang berkelanjutan dalam operasi Perseroan.
Innovation reflects the Company’s commitment to continuously seek new and creative solutions, develop new ideas, and
implement the latest practices to enhance efficiency, productivity, and quality. Innovation may involve technology, efficient
Inovasi processes, and continuous improvements in the Company’s operations.
Innovation
Peningkatan nilai bermakna bahwa Perseroan dalam menjalankan setiap aktivitas dan kegiatan bisnisnya berfokus untuk
memberikan nilai tambah untuk seluruh pemangku kepentingan. Pemangku kepentingan tersebut meliputi antara lain
pemerintah, pengguna jalan tol, pemegang saham, investor/kreditur/mitra bisnis, karyawan, dan masyarakat umum.
Indikasi peningkatan manfaat bagi masing-masing pemangku kepentingan adalah sebagai berikut, namun tidak terbatas pada:
• Pemerintah: penyediaan infrastruktur, pertumbuhan ekonomi wilayah, dan lain sebagainya,
• Pengguna Jalan tol: pengurangan waktu tempuh, pengurangan kemacetan, kenyamanan dan keamanan dalam melewati
jalan tol, dan lain sebagainya;
• Pemegang saham: peningkatan nilai saham, reputasi Perseroan, peningkatan dividen, dan lain sebagainya;
• Investor/kreditur/mitra bisnis: pertumbuhan bisnis, peningkatan kolaborasi, dan lain sebagainya;
• Karyawan: peningkatan kesejahteraan, pengembangan karier, lingkungan kerja yang sehat dan kondusif, dan lain
sebagainya;
• Masyarakat umum: mendorong peningkatan ekonomi masyarakat, peningkatan mobilitas, dan lain sebagainya.
Peningkatan Nilai
Value Enhancement
Value enhancement means that the Company, in conducting business activities, focuses on providing added value for all
stakeholders. These stakeholders include, among others, the government, toll road users, shareholders, investors/creditors/
business partners, employees, and the general public.
The indication of increased benefits for each stakeholder is as follows, but not limited to:
• Government: provision of infrastructure, regional economic growth, and so on,
• Toll road users: reduced travel time, reduced congestion, comfort and safety when using the toll road, and so on;
• Shareholders: increase in stock value, the Company’s reputation, increased dividends, and so on;
• Investors/creditors/business partners: business growth, increased collaboration, and so on;
• Employees: improved welfare, career development, a healthy and conducive work environment, and so on;
• The general public: encouraging economic growth, increased mobility, and so on.
Berkelanjutan bermakna luas baik dari sisi bisnis Perseroan, maupun dari sisi sosial, ekonomi, dan lingkungan, serta tata kelola
Perusahaan yang baik dengan menekankan pada keberlanjutan ekonomi Perseroan, pengelolaan sumber daya secara bijak, dan
keterlibatan dalam praktk bisnis yang mendukung ketahanan Perseroan jangka panjang.
Sustainability refers broadly to both the company’s business side and the social, economic, and environmental aspects, as
well as good corporate governance. It emphasizes the company’s economic sustainability, prudent resource management, and
engagement in business practices that support the company’s long-term resilience.
Berkelanjutan
Sustainability
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Misi Perseroan disusun untuk menjabarkan lebih lanjut aktivitas inti Perseroan untuk memenuhi visi.
The Company’s mission is formulated to further elaborate the core activities of the Company in order to fulfill its vision.
Misi
Mission
Mengembangkan jaringan jalan tol dan menjalankan usaha di rantai nilai bisnis dalam
skala nasional maupun internasional
To develop a network of toll roads and operate in the business value chain both nationally
and internationally.
Filosofi di balik misi ini mencakup komitmen terhadap kualitas, keandalan, dan kontribusi terhadap konektivitas dan
mobilitas serta peningkatan ekosistem bisnis Perseroan secara luas.
The philosophy behind this mission encompasses a commitment to quality, reliability, and contributing to
connectivity and mobility, as well as enhancing the Company’s business ecosystem at large.
Mengembangkan inovasi untuk memberikan pelayanan unggul, meningkatkan
keselamatan, kenyamanan, dan kemudahan perjalanan, serta menjalankan operasi dan
proses bisnis Perusahaan dengan efisien dan berkesinambungan
Developing innovations to provide excellent service, enhance safety, comfort, and
convenience of travel, as well as operating and managing the Company’s business
processes efficiently and sustainably
Filosofi di balik misi ini mencakup dorongan untuk terus menerapkan ide-ide baru dan inovasi sebagai budaya
Perseroan dan ways of working dalam mewujudkan layanan berkualitas serta mencapai proses bisnis yang efisien
dan berkesinambungan.
The philosophy behind this mission includes the motivation to continuously implement new ideas and innovations
as part of the Company’s culture and ways of working, to deliver high-quality services and achieve efficient and
sustainable business processes.
Menerapkan prinsip-prinsip lingkungan, sosial, dan tata kelola Perusahaan yang baik
untuk memastikan ketahanan usaha
Implementing environmental, social, and good corporate governance principles to ensure
business resilience
Filosofi yang mendasari misi ini mencakup komitmen terhadap keberlanjutan ekonomi, tanggung jawab sosial, dan
pelestarian lingkungan sebagai elemen kunci dalam pengelolaan Perseroan, termasuk tata kelola dan manajemen
risiko untuk mengantisipasi dampak jangka panjang dalam setiap pengambilan keputusan.
The philosophy underlying this mission includes a commitment to economic sustainability, social responsibility,
and environmental preservation as key elements in the Company’s management. This encompasses governance and
risk management to anticipate long-term impacts in every decision-making process.
Mendorong peningkatan manfaat yang berkelanjutan bagi masyarakat, pemegang
saham, dan stakeholder lainnya, serta peningkatan nilai Perusahaan secara menyeluruh
Promoting the continuous enhancement of sustainable benefits for society, shareholders,
and other stakeholders, as well as the overall value of the Company.
Filosofi yang mendasari misi ini bahwa Perseroan harus selalu berupaya untuk mempertahankan keberlanjutan
usaha dalam jangka waktu yang panjang dan memberikan peningkatan nilai Perseroan secara menyeluruh untuk
memastikan dampak positif dan manfaat bagi seluruh pemangku kepentingan.
The philosophy underlying this mission is that the Company must always strive to maintain long-term business
sustainability and deliver comprehensive value enhancement to ensure positive impacts and benefits for all
stakeholders.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 103
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Budaya Perseroan Corporate Culture
Jasa Marga menerapkan tata nilai AKHLAK (Amanah, Kompeten, Jasa Marga adopts the AKHLAK values (Amanah, Kompeten,
Harmonis, Loyal, Adaptif, dan Kolaboratif) sebagai landasan Harmonis, Loyal, Adaptif, and Kolaboratif) as the foundation
dalam berperilaku bagi seluruh karyawan yang bekerja di for the behavior of all employees working within the Jasa
lingkungan Jasa Marga. Penerapan tersebut telah sesuai Marga environment. As one of the State-Owned Enterprises
dengan Surat Edaran Menteri BUMN No. SE-7/MBU/07/2020 (BUMN), this implementation aligns with the Circular Letter
tanggal 1 Juli 2020 tentang Nilai-Nilai Utama (Core Values) of the Minister of SOE No. SE-7/MBU/07/2020 dated July 1,
Sumber Daya Manusia BUMN. 2020, regarding the Core Values of Human Resources in State-
Owned Enterprises.
Jasa Marga telah mengimplementasikan tata nilai AKHLAK Jasa Marga has implemented the AKHLAK values across both
baik di lingkungan induk maupun anak perusahaan, sehingga its parent company and subsidiaries, fostering a corporate
Perseroan memiliki budaya kerja yang dapat meningkatkan culture that enhances the Company’s value and strengthens
nilai Perseroan dan memperkuat daya saingnya. its competitiveness.
Perubahan atas tata nilai Perseroan dari semula APIC (Agility, The shift in the Company’s values from the previous APIC
Professionalism, Integrity dan Customer Focus) menjadi AKHLAK (Agility, Professionalism, Integrity, and Customer Focus) to
tertuang dalam Surat Keputusan Direksi No. 58/KPTS/2020 AKHLAK is formalized in the Board of Directors Decree No.
tanggal 29 Juli 2020 tentang Tata Nilai Perusahaan. Penerapan 58/KPTS/2020 dated July 29, 2020, concerning Corporate
tata nilai AKHLAK dilakukan melalui 4 (empat) proses tahapan Values. The implementation of the AKHLAK values is carried
untuk transformasi Budaya Perseroan yaitu tahap Awareness out through four transformational stages of corporate culture:
(Sosialisasi), tahap Understanding (Internalisasi), tahap the Awareness stage (Socialization), the Understanding
Acceptance (Penerimaan) dan tahap Commitment (Penguatan) stage (Internalization), the Acceptance stage (Adoption),
yang dilakukan secara konsisten. Tata Nilai AKHLAK terdiri dari and the Commitment stage (Reinforcement), all conducted
6 core values dan 18 perilaku utama, sebagaimana dijelaskan consistently. The AKHLAK values comprise six core values and
sebagai berikut: 18 key behaviors, as follows:
AKHLAK Festival 2024 dengan tema “Cultivating Harmony for Performance Enhancement”
The AKHLAK Festival 2024 with the theme “Cultivating Harmony for Performance Enhancement”
104 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Makna | Meaning
Memegang teguh kepercayaan yang diberikan.
Firmly uphold the given trust.
Perilaku Utama | Key Behavior
• Memenuhi janji dan komitmen.
• Bertanggung jawab atas tugas, keputusan, dan tindakan yang dilakukan.
Amanah
• Berpegang teguh kepada kejujuran, moral dan etika.
Trustworthy • Fulfilling promise and commitment.
• Responsible over duties, decision and actions taken.
• Commitment towards integrity, morality, and ethics.
Makna | Meaning
Terus belajar dan mengembangkan kapabilitas.
Continuous learning and develop capacity.
Perilaku Utama | Key Behavior
• Kreatif dan inovatif serta meningkatkan kompetensi diri untuk menjawab tantangan yang selalu
berubah.
• Memberikan solusi terbaik dan membantu orang lain belajar.
Kompeten • Disiplin dalam menyelesaikan tugas dan bekerja tuntas dengan kualitas terbaik.
• Creative and innovative as well as improving individual competency to answer the changing
Competent
challenges.
• Provide the best solution and help others to learn.
• Discipline in fulfilling the duties and work completely with excellent quality.
Makna | Meaning
Saling peduli dan menghargai perbedaan.
Care each other and respect diversity.
Perilaku Utama | Key Behavior
• Menghargai setiap orang apapun latar belakangnya.
• Peduli dan suka menolong orang lain.
• Membangun lingkungan kerja yang kondusif.
Harmonis • Respect everyone’s opinions, ideas or ideas regardless of their background.
Harmonious • Care and help others.
• Build a conducive work environment.
Makna | Meaning
Berdedikasi dan mengutamakan kepentingan Bangsa dan Negara.
Dedicated and prioritizing interests of the Nation and State.
Perilaku Utama | Key Behavior
• Menjaga nama baik sesama karyawan, pimpinan, BUMN, dan Negara.
• Rela berkorban untuk mencapai tujuan yang lebih besar.
• Patuh kepada pimpinan sepanjang tidak bertentangan dengan hukum dan etika.
Loyal • Upholding the reputation of colleagues, leaders, SOEs, and the State.
Loyal • Willing to make sacrifices to achieve a greater goal.
• Obey the leaders as long not violating the law and ethics.
Makna | Meaning
Terus berinovasi dan antusias dalam menggerakkan ataupun menghadapi perubahan.
Continue to innovate and be enthusiastic in driving or facing change.
Perilaku Utama | Key Behavior
• Cepat, lincah, dan pantang menyerah dalam menyesuaikan diri menjadi lebih baik.
• Sigap dan terus-menerus melakukan perbaikan mengikuti perkembangan teknologi.
• Gigih, tangguh, dan bertindak proaktif.
• Moving Fast, agile and never give up in facing challenges to be better.
Adaptif • Responsive and continuous improvement in following the technology.
Adaptive • Persistent, tough and proactive.
Makna | Meaning
Membangun kerja sama yang sinergis.
Build synergic partnership.
Perilaku Utama | Key Behavior
• Memberi kesempatan kepada berbagai pihak untuk berkontribusi.
• Terbuka dalam bekerja sama secara sinergis untuk menghasilkan nilai tambah.
• Menggerakkan pemanfaatan berbagai sumber daya untuk tujuan bersama.
• Give opportunity to everyone to contribute.
Kolaboratif • Open to cooperate synergically to gain added-values.
Collaborative • Drive utilization of various resources for a better common goals.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 105
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Perseroan telah melakukan internalisasi Tata Nilai AKHLAK The Company has conducted the internalization of the AKHLAK
dengan tahapan awareness (sosialisasi), tahap understanding Value System through the stages of awareness (socialization),
(internalisasi), tahap acceptance (penerimaan), dan tahap understanding (internalization), acceptance (reception), and
commitment (penguatan) kepada seluruh Roadster Jasa Marga commitment (reinforcement) for all Roadsters in the Jasa Marga
Grup sesuai dengan Surat Keputusan Direksi, yaitu No. 64/ Group, in accordance with the Board of Directors’ Decree No.
KPTS/2020 tanggal 14 Agustus 2020. Sejumlah program 64/KPTS/2020 dated August 14, 2020. Some of the AKHLAK
internalisasi AKHLAK Perseroan di antaranya yaitu: internalization programs within the Company include:
1. Pembentukan Change Agent Perseroan (Commander 1. Formation of the Company’s Change Agents (AKHLAK
AKHLAK) Commanders)
Pada tahun 2020 Perseroan membentuk 240 orang In 2020, the Company formed 240 Change Agents, now
Change Agent yang saat ini lebih dikenal dengan sebutan more commonly known as AKHLAK Commanders, within
Commander AKHLAK di lingkungan Jasa Marga Grup. Para the Jasa Marga Group. The AKHLAK Commanders are
Commander AKHLAK tersebar di seluruh Jasa Marga Grup, spread across the entire Jasa Marga Group, at the Asset
baik di level Asset Owner, Asset Manager, maupun di Owner, Asset Manager, and Service Provider levels, to
Service Provider agar internalisasi berjalan lebih efektif. ensure the internalization process is more effective. The
Para Commander AKHLAK menerima berbagai pelatihan AKHLAK Commanders undergo various training sessions
dan workshop, salah satunya digelar dalam bentuk and workshops, including those held in the form of
Forum Commander AKHLAK, yang bertujuan untuk the AKHLAK Commander Forum, aimed at enhancing
meningkatkan pembelajaran mengenai implementasi learning about the implementation of AKHLAK within
AKHLAK di Perseroan dan meningkatkannya di Unit Kerja the Company and improving it within their respective
masing-masing. Bentuk implementasinya diwujudkan work units. The implementation is reflected in the
dalam pembuatan video afirmasi AKHLAK, mapping creation of AKHLAK affirmation videos, mapping AKHLAK
perilaku AKHLAK, hingga membuat program budaya behaviors, and developmentt AKHLAK cultural programs
AKHLAK di Unit Kerja masing-masing. Hingga tahun within their respective units. As of 2024, a total of 392
2024, sebanyak 392 orang Commander AKHLAK telah AKHLAK Commanders have participated in training
mengikuti pelatihan dan workshop. Setiap tahunnya and workshops. Each year, the number of AKHLAK
jumlah Commander AKHLAK baik di Unit Kerja maupun Commanders in both work units and subsidiaries of Jasa
Anak Perusahaan Jasa Marga Grup selalu bertambah. Marga Group continues to grow.
2. Penyelenggaraan Kegiatan Pengelolaan Budaya 2. Implementation of the Company’s Culture Management
Perseroan Activities
Untuk memperdalam penerapan budaya AKHLAK di tahap To deepen the implementation of AKHLAK culture at
penerimaan/acceptance, pada tahun 2021 Jasa Marga the acceptance stage, in 2021, Jasa Marga organized 10
menyelenggarakan 10 (sepuluh) series Commander (ten) series of Commander Talk Series (CTS). Not only for
Talk Series (CTS). Tidak hanya kepada karyawan, employees, but Jasa Marga Group also conducted AKHLAK
Jasa Marga Grup juga melakukan sosialisasi budaya culture socialization with vendors and business partners
AKHLAK kepada Vendor dan Mitra Kerja di lingkungan in their respective workplaces. All programs at the
kerja masing-masing. Seluruh program di tahap acceptance stage were conducted effectively, and by the
penerimaan/acceptance berjalan dengan efektif hingga end of 2021, Jasa Marga began to build reinforcement/
di akhir tahun 2021, Jasa Marga mulai membangun commitment by organizing 10 (ten) series of activities
penguatan/commitment dengan menyelenggarakan 10 called the Commander Commitment Journey (CCJ). The
(sepuluh) series kegiatan yang dinamakan Commander commitment stage was also marked by the signing of a
Commitment Journey (CCJ). Tahap commitment juga Commitment Pact in all respective work units as a shared
ditandai dengan penandatanganan Pakta Komitmen commitment to implementing AKHLAK culture.
di seluruh Unit Kerja masing-masing sebagai bentuk
komitmen bersama dalam mengimplementasikan
budaya AKHLAK.
3. Sharing Session Pengelolaan Budaya Jasa Marga oleh 3. Sharing Session on Jasa Marga’s Culture Management
Narasumber Internal Perseroan by Internal Company Speakers
Sejak tahun 2022, untuk mengoptimalkan pengelolaan Jasa Marga has organized a sharing session program
program budaya di internal Perseroan, Jasa Marga featuring internal speakers to optimize the management
menggelar program sharing session yang menghadirkan of cultural programs within the company since 2022. This
narasumber internal. Program sharing session ini juga sharing session program is also an effort by the company
merupakan upaya Perseroan untuk semakin memperkuat to further strengthen the commitment stage. The first
tahap commitment. Program Sharing Session yang sharing session conducted was AKHLAK for Impactful
pertama kali dilakukan adalah AKHLAK for Impactful Change (AIC), held in 12 (twelve) series throughout
Change (AIC) yang diselenggarakan sebanyak 12 (dua 2022. The sharing sessions continued with the AKHLAK
belas) series sepanjang tahun 2022. Sharing session Realignment program from 2022 to 2023, which took
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
dilanjutkan dengan penyelenggaraan program AKHLAK place 12 (twelve) times with the aim of realigning the
Realignment sepanjang 2022-2023 yang diadakan implementation of AKHLAK culture within the company.
sebanyak 12 (dua belas) kali yang bertujuan untuk After completing the AKHLAK Realignment program, the
menyelaraskan kembali implementasi budaya AKHLAK company organized the AKHLAK Enrichment program,
di Perseroan. Setelah selesai dengan program AKHLAK which aimed to enhance the understanding of leaders
Realignment, Perseroan menyelenggarakan program among Jasa Marga’s Roadsters. The AKHLAK Enrichment
AKHLAK Enrichment yang bertujuan untuk meningkatkan program was held 3 (three) times in 2023.
level pemahaman oleh Leaders kepada para Roadster
Jasa Marga. Program AKHLAK Enrichment dilaksanakan
sebanyak 3 (tiga) kali di tahun 2023.
Selanjutnya di tahun 2024, Perseroan menggelar Home In 2024, the company launched Home Away AKHLAK,
Away AKHLAK yang merupakan program benchmark a benchmarking program for the implementation of
implementasi AKHLAK pada unit kerja Jasa Marga Grup AKHLAK at Jasa Marga Group’s work units, featuring
dengan narasumber para Senior Group Head/Group speakers such as Senior Group Heads, Group Heads,
Head/Direksi Anak Usaha Jasa Marga serta tim pemenang Directors of Jasa Marga’s subsidiaries, and the winning
lomba Impactful AKHLAK Program (ImAP). Home Away team of the Impactful AKHLAK Program (ImAP)
AKHLAK tahun 2024 telah diselenggarakan sebanyak 3 competition. Home Away AKHLAK 2024 has been held
(tiga) kali. 3 (three) times.
4. Sharing Session Pengelolaan Budaya Jasa Marga oleh 4. Sharing Session on Jasa Marga’s Culture Management
Narasumber Eksternal by External Speakers
Tidak hanya puas dengan kegiatan sharing session yang Unfulfilled by the sharing sessions involving internal
melibatkan narasumber dari internal Jasa Marga, di speakers from Jasa Marga, in 2023 the company also
tahun 2023 Perseroan juga mulai menyelenggarakan began organizing culture management sharing sessions
sharing session pengelolaan budaya Perusahaan yang featuring external speakers, known as Town Hall
menghadirkan para narasumber eksternal yang dikenal Meetings (THM). The THM was held as a forum for leaders
dengan Town Hall Meeting (THM). THM digelar sebagai and Jasa Marga’s Roadsters to engage in discussions,
forum para leaders dan juga Roadster Jasa Marga share experiences, and gain insights from external
untuk saling berdiskusi, berbagi pengalaman serta speakers to enhance the implementation of the AKHLAK
mendapatkan insight dari narasumber eksternal untuk culture, which can have an impact on the behavior and
meningkatkan penerapan budaya AKHLAK yang dapat performance of the units.
berdampak pada prilaku dan kinerja unit.
Sepanjang tahun 2023-2024, Jasa Marga telah Throughout 2023-2024, Jasa Marga held 6 (six) series
menyelenggarakan THM sebanyak 6 (enam) series yang of THM, featuring inspirational speakers in each session,
menghadirkan narasumber inspiratif di setiap sesinya such as Dian Satrowardoyo, Merry Riana, Ade Rai, Prita
seperti Dian Satrowardoyo, Merry Riana, Ade Rai, Prita Ghozie, and Henry Manampiring.
Ghozie dan Henry Manampiring.
5. AKHLAK Festival Jasa Marga 5. Jasa Marga AKHLAK Festival
Jasa Marga menyelenggarakan AKHLAK Festival yang Jasa Marga held its first AKHLAK Festival in 2023 to
pertama kalinya di tahun 2023 sebagai perayaan celebrate the 3rd anniversary of the implementation
implementasi 3 Tahun AKHLAK BUMN dengan of AKHLAK BUMN, featuring competent speakers in
menghadirkan narasumber yang berkompeten di their fields to share their experiences with Jasa Marga
bidangnya untuk berbagi pengalaman dengan para Roadsters. The 2023 AKHLAK Festival, themed “AKHLAK
Roadster Jasa Marga. AKHLAK Festival 2023 yang Membudaya, Jasa Marga Sejiwa Berkarya” (AKHLAK
mengangkat tema “AKHLAK Membudaya, Jasa Marga Becomes a Culture, Jasa Marga Works in Unity), was
Sejiwa Berkarya” dihadiri oleh dua narasumber, yaitu attended by two speakers: Tedi Bharata, Deputy for
Deputi Bidang Sumber Daya Manusia, Teknologi dan Human Resources, Technology, and Information at the
Informasi Kementerian BUMN Tedi Bharata dan Direktur Ministry of SOEs, and Agus Dwi Handaya, Director of
Kepatuhan & SDM PT Bank Mandiri (Persero) Tbk Agus Compliance & Human Resources at PT Bank Mandiri
Dwi Handaya. (Persero) Tbk.
Perseroan kembali menggelar AKHLAK Festival 2024 The Company will again hold the AKHLAK Festival in 2024
dengan tema “Cultivating Harmony for Performance with the theme “Cultivating Harmony for Performance
Enhancement” dalam rangka peringatan 4 Tahun Enhancement” to mark the 4th anniversary of AKHLAK
AKHLAK BUMN yang menghadirkan Addie M.S. dan BUMN, featuring Addie M.S. and the Twilite Orchestra.
Twilite Orchestra.
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
6. Lomba Jasa Marga Impactful AKHLAK Program (JM 6. Jasa Marga Impactful AKHLAK Program Competition (JM
ImAP) ImAP)
Di tahun 2024, Lomba Jasa Marga Impactful AKHLAK In 2024, the Jasa Marga Impactful AKHLAK Program
Program (JM ImAP) mulai digelar untuk Roadster Jasa Competition (JM ImAP) was launched for Jasa Marga
Marga. JM ImAP dilaksanakan untuk menilai kinerja Roadsters. JM ImAP was held to assess the performance
dan efektivitas program budaya AKHLAK di semua Unit and effectiveness of the AKHLAK cultural program across
Kerja dan Anak Perusahaan Jasa Marga Grup termasuk all work units and subsidiaries of Jasa Marga Group,
wilayah dan area operasional di lingkungan Jasa Marga including the regions and operational areas within the
Grup yang terbagi menjadi tiga kategori yaitu Kategori Jasa Marga Group. The competition was divided into
Motivation Culture, Kategori Capability Culture dan three categories: Motivation Culture, Capability Culture,
Kategori Engagement Culture. and Engagement Culture.
7. Net Promoter Score (NPS) 7. Net Promoter Score (NPS)
Perseroan melakukan pengukuran NPS sejak tahun The company has been measuring NPS since 2020 to
2020 yang bertujuan untuk mengetahui efektivitas assess the effectiveness of the implementation of the
implementasi Tata Nilai AKHLAK oleh karyawan Jasa AKHLAK values by Jasa Marga Group employees. NPS is
Marga Grup. NPS juga digunakan untuk memberikan also used to provide insights into how these AKHLAK
wawasan tentang bagaimana nilai-nilai AKHLAK tersebut values are accepted, understood, and applied by
diterima, dipahami, dan diterapkan oleh karyawan dan employees and other stakeholders
pemangku kepentingan lainnya.
8. BOD Message 8. BOD Message
Untuk memperkuat hubungan antara manajemen dengan To strengthen the relation between management and
karyawan, Perseroan secara berkala menyusun BOD employees, the company regularly issues BOD Messages
Message untuk mengkomunikasikan dan memberikan to communicate and provide understanding regarding
pemahaman terkait visi, misi & isu strategis Perusahaan, the company’s vision, mission, and strategic issues,
memotivasi serta mendorong semangat kerja karyawan motivate employees, and encourage their work spirit in
dalam membangun kepercayaan dan memperkuat building trust and reinforcing the company culture. The
budaya Perseroan. Jumlah BOD Message sepanjang number of BOD Messages throughout the year 2020-
tahun 2020-2024 adalah sebanyak 49 kali. 2024 is 49 times.
Sepanjang tahun 2024, PT Jasa Marga (Persero) Tbk Throughout 2024, PT Jasa Marga (Persero) Tbk continues the
terus melanjutkan fase penguatan budaya untuk Tahap phase of cultural strengthening for the Commitment Stage
Commitment dalam implementasi Tata Nilai AKHLAK di in the implementation of AKHLAK values in the company.
Perusahaan. Di bulan Januari s.d. Oktober 2024, Jasa Marga From January to October 2024, Jasa Marga held the Home
menggelar Home Away AKHLAK, yaitu program benchmark Away AKHLAK program, a benchmarking initiative for AKHLAK
implementasi AKHLAK pada unit kerja Jasa Marga Grup. implementation in Jasa Marga Group’s work units. Home Away
Home Away AKHLAK diselenggarakan sebanyak empat kali, AKHLAK was held four times, specifically at PT Jasamarga
yaitu di PT Jasamarga Pandaan Malang untuk wilayah Jawa Pandaan Malang for the East Java region, Representative Office
Timur, Representative Office 1 RNT untuk wilayah Nusantara, 1 Nusantara Regional for the Nusantara region, PT Jasamarga
PT Jasamarga Jogja Bawen untuk wilayah Jawa Tengah dan Jogja Bawen for the Central Java region, and the Jasa Marga
Kantor Pusat Jasa Marga untuk wilayah Jabotabek. Head Office for the Greater Jakarta area (Jabotabek).
Jasa Marga juga rutin menyelenggarakan program Forum Jasa Marga also regularly organizes the AKHLAK Commander
AKHLAK Commander yang bertujuan untuk meningkatkan Forum to enhance learning about the implementation of
pembelajaran mengenai implementasi AKHLAK di Perseroan. AKHLAK in the company. In 2024, the AKHLAK Commander
Di tahun 2024 ini, Forum AKHLAK Commander digelar Forum was held twice, focusing on the implementation of
sebanyak 2 (dua) kali dengan mengambil tema yang fokus Environmental, Social, and Governance (ESG) principles,
pada implementasi Environmental, Social and Governance which align with the Company’s sustainability principles.
(ESG) yang sejalan dengan prinsip-prinsip keberlanjutan
Perseroan.
Sepanjang tahun 2024, THM dilaksanakan sebanyak 3 (tiga) Throughout 2024, the THM (Town Hall Meeting) was held in
series, di antaranya yaitu “Learning Beyond Limits: Navigating three series, including “Learning Beyond Limits: Navigating
The Path of Lifelong Learning” bersama Dian Sastrowardoyo, the Path of Lifelong Learning” with Dian Sastrowardoyo,
AKHLAK Festival 2024 dengan tema “Cultivating Harmony AKHLAK Festival 2024 with the theme “Cultivating Harmony
for Performance Enhancement” dalam rangka peringatan 4 for Performance Enhancement” to commemorate the 4th
Tahun AKHLAK BUMN yang menghadirkan Addie M.S. dan Anniversary of AKHLAK BUMN featuring Addie M.S. and Twilite
108 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Twilite Orchestra serta yang terkini yaitu “When Life Feels Orchestra, and the most recent session, “When Life Feels Like
Like a Rollercoaster”dalam rangka peringatan Hari Kesehatan a Rollercoaster” for World Mental Health Day featuring Henry
Mental Sedunia yang menghadirkan Henry Manampiring dan Manampiring and Tara de Thouars.
Tara de Thouars.
Survei AKHLAK Tahap Perubahan Perilaku dan Hasil & The AKHLAK Survey on Behavioral Change and Results &
Dampak selalui survei berbasis NPS juga kembali dilakukan Impact, based on NPS, was also conducted again in 2024.
di tahun 2024. Survei ini telah dilaksakan pada periode 4-13 This survey took place from September 4–13, 2024, and the
September 2024 yang hasilnya telah disampaikan kepada results were communicated to the work units and subsidiaries
Unit Kerja dan juga Anak Perusahaan Jasa Marga Grup untuk of Jasa Marga Group for follow-up actions.
ditindaklanjuti.
Pada tahun 2024, lomba JM ImAP kembali diselenggarakan In 2024, the JM ImAP competition was held again and
dan diikuti oleh 82 tim ImAP seluruh Jasa Marga Grup. participated by 82 ImAP teams across the Jasa Marga Group.
Implementasi AKHLAK pada tahun 2024 diperkuat oleh BOD The implementation of AKHLAK in 2024 was reinforced by 10
Message kepada karyawan sebanyak 10 kali. BOD Messages to employees.
BOD Message Lomba Impactful AKHLAK Program
BOD Message Impactful AKHLAK Contest
Town Hall Meeting Series Forum Commander Jasa Marga Grup
Town Hall Meeting Series Forum Commander Jasa Marga Grup
Program Budaya Jasa Marga Grup
Jasa Marga Group Cultural Program
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Bidang Usaha
Line of Business
Maksud dan Tujuan Kegiatan Usaha Menurut Purpose and Objectives of Business
Anggaran Dasar Terakhir Activities Under the Latest Articles of
Association
Berdasarkan Anggaran Dasar Perseroan terakhir, sebagaimana Based on the latest Articles of Association of the Company, as
tertuang dalam Akta No. 40 tanggal 19 Juli 2021, yang dibuat di outlined in Deed No. 40 dated July 19, 2021, made before Ir.
hadapan Ir. Nanette Cahyanie Handari Adi Warsito S.H., Notaris Nanette Cahyanie Handari Adi Warsito S.H., Notary in Jakarta,
di Jakarta, dan telah disetujui oleh Menteri Hukum dan Hak and approved by the Minister of Law and Human Rights in
Asasi Manusia dalam Keputusan No. AHU-AH.01.03-0429854 Decision No. AHU-AH.01.03-0429854 dated July 21, 2021,
tanggal 21 Juli 2021 serta telah didaftarkan dalam Daftar and registered in the Company Register No. AHU-0125817.
Perseroan No. AHU-0125817.AH.01.11.TAHUN2021 tanggal AH.01.11.YEAR 2021 on July 21, 2021, Article 3, paragraph (1),
21 Juli 2021, Pasal 3 ayat (1), maksud dan tujuan Perseroan the purpose and objective of the Company is to participate in
ialah turut serta melaksanakan dan menunjang kebijakan dan implementing and supporting the Government’s policies and
program Pemerintah di bidang ekonomi dan pembangunan programs in the field of economics and national development
nasional pada umumnya, khususnya pembangunan di bidang in general, particularly in the development of Toll Road
Pengusahaan Jalan Tol dengan sarana penunjangnya dengan Concessions and its supporting facilities, while applying the
menerapkan prinsip-prinsip perseroan terbatas. principles of a limited liability company.
Sedangkan berdasarkan Pasal 3 ayat (2) dan Pasal 3 ayat Meanwhile, based on Article 3, paragraph (2) and Article
(3) menyatakan bahwa kegiatan usaha dan kegiatan usaha 3, paragraph (3), it is stated that the business activities and
penunjang Perseroan adalah sebagai berikut: supporting activities of the Company are as follows:
1. Kegiatan Usaha Utama Perseroan, meliputi: 1. The Company’s main business activities, include:
a. Melakukan perencanaan teknis, pelaksanaan a. Planning, construction, operation, and/or
konstruksi, pengoperasian dan/atau preservasi preservation of toll roads.
jalan tol.
b. Mengusahakan lahan di ruang milik jalan tol b. Managing land within the toll road ownership area
(rumijatol) dan lahan yang berbatasan dengan (rumija toll) and land adjacent to the toll road
rumijatol untuk tempat istirahat dan pelayanan, ownership area for rest areas and service facilities,
berikut dengan fasilitas-fasilitas dan usaha lainnya. along with other facilities and businesses.
c. Melakukan kegiatan pengembangan kawasan yang c. Engaging in the development of areas integrated
terintegrasi dengan pengembangan jaringan jalan with the toll road network development.
tol.
d. Melakukan kegiatan dibidang jasa layanan d. Providing services related to the preservation and
preservasi dan pengoperasian jalan tol. operation of toll roads.
e. Aktivitas jalan tol, mencakup pelayanan lalu lintas e. Toll road activities, including vehicle traffic services
kendaraan melalui jalan atau jembatan tol. through toll roads or toll bridges.
f. Melakukan investasi termasuk penyertaan modal f. Making investments, including capital participation
pada perusahaan lainnya sejalan dengan dan untuk in other companies, in line with and to achieve the
mencapai maksud dan tujuan Perseroan. Company’s objectives.
2. Kegiatan Usaha Penunjang, meliputi: 2. Supporting business activities, include:
Bidang pengembangan jasa untuk usaha-usaha yang The development of services related to transportation
terkait dengan moda-moda/sarana transportasi, modes/facilities, distribution of liquid/solid/gas
pendistribusian material cair/padat/gas, jaringan sarana materials, information, technology, and communication
informasi, teknologi dan komunikasi, terkait dengan networks, associated with the toll road corridors, under
koridor jalan tol dengan memperhatikan Peraturan with applicable laws and regulations.
Perundang-undangan.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kegiatan Usaha yang Dijalankan pada Tahun Business Activities during the Fiscal Year
Buku
Pada tahun buku 2024, Jasa Marga telah menjalankan seluruh In the 2024 fiscal year, Jasa Marga has conducted all of the
kegiatan usaha utama yang tercantum pada pasal 3 ayat (2) main business activities listed in Article 3, paragraph (2) of
Anggaran Dasar Perseroan. the Company’s Articles of Association.
Model Operasi Business Model
Guna menunjang pencapaian sasaran Perseroan sesuai To support the achievement of the Company’s objectives align
dengan Rencana Jangka Panjang tahun 2021-2025 untuk with the 2021-2025 Long-Term Plan, which aims to build the
membangun ketahanan Perseroan dengan menyeimbangkan Company’s resilience by balancing growth and financial
pertumbuhan dan kesinambungan keuangan, Perseroan sustainability, the Company has developed a business model
mengembangkan model bisnis yang terdiri dari tiga lini bisnis consisting of three business lines: (i) toll road concession
yakni: (i) lini bisnis konsesi jalan tol; (ii) lini bisnis pendukung business line; (ii) supporting toll road operation business line,
operasi jalan tol yang mencakup bisnis pengoperasian which includes toll road operation and toll road preservation
jalan tol serta bisnis preservasi jalan tol; dan (iii) lini bisnis businesses; and (iii) prospective business line, which includes
prospektif yang mencakup pengembangan properti/Toll property development/Toll Corridor Development (TCD), Rest
Corridor Development (TCD), Tempat Istirahat dan Pelayanan Areas and Services (TIP), advertising and utilities, building
(TIP), iklan dan utilitas, building management, serta bisnis management, and commercial businesses.
komersil.
Bagan Lini Bisnis, Peran, dan Ruang Lingkup Pekerjaan
Diagram of Business Line, Roles, and Scope of Work
Lini Bisnis Peran Ruang Lingkup
Line of Business Role Scope
A
Konsesi Jalan Tol
1
Toll Road Consession
Vision & Mission Strategic
Asset Owner Leadership
B 2 Planning, Managing, Monitoring,
Pendukung Operasi
Asset Manager Reviewing, Evaluating
Jalan Tol
Supporting Toll Road
Operations
Asset Operator
(Lalu Lintas, Transaksi/ Traffic, Transaction)
C
Prospektif
Prospective
3 Asset Maintainer
(Preservasi/ Preservation)
Service Provider
Asset Optimizer
(Pengembangan TCD/ TCD Development)
Bisnis Konsesi Jalan Tol masih menjadi bisnis utama PT Jasa Marga (Persero) Tbk berdasarkan visi dan misi Perseroan
The Toll Road Consession is still the main business of PT Jasa Marga (Persero) Tbk based on the Company’s vision and mission
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 111
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Peran dalam Perseroan dibagi menjadi 3 (tiga), yaitu asset The roles within the Company are divided into three
owner, asset manager dan service provider. Peran sebagai categories: asset owner, asset manager, and service provider.
asset owner berada pada level pusat atau korporat di mana The role of asset owner is at the corporate or central level,
ruang lingkup pekerjaannya mencakup pengembangan visi where the scope of work includes developing the vision
dan misi, fungsi strategis dan kepemimpinan. Selanjutnya, and mission, strategic functions, and leadership. The role of
peran sebagai asset manager berada pada level Regional, asset manager is at the Regional, Representative Office, and
Representative Office, dan Entitas Anak dengan ruang lingkup Subsidiary level, with responsibilities that include planning,
pekerjaan meliputi perencanaan, pengelolaan, pemantauan, management, monitoring, review, and evaluation. Meanwhile,
peninjauan, dan evaluasi. Sementara peran service provider the role of service provider supports the toll road business,
memiliki ruang lingkup sebagai pendukung bisnis jalan tol which is divided into three parts: asset operator (traffic and
yang terbagi menjadi 3 (tiga) bagian, yaitu asset operator (lalu transactions), asset maintainer (preservation), and asset
lintas dan transaksi), asset maintainer (preservasi), dan asset optimizer (TCD development).
optimizer (pengembangan TCD).
Bagan High Level Pembagian Peran dan Tanggung Jawab Jasa Marga Grup
High-Level Diagram of Role and Responsibility Distribution within the Jasa Marga Group
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Produk dan Jasa yang Dihasilkan (Model Bisnis)
Products and Services Offered (Business Model)
Produk dan Jasa yang ditawarkan Jasa Marga dibagi dalam 3 The products and services offered by Jasa Marga are divided
(tiga) bidang utama, yakni: into three main areas:
Bisnis Konsesi Jalan Tol Toll Road Concession Business
Sejalan dengan visi Perseroan menjadi perusahaan jalan In line with the Company’s vision to become the largest,
tol nasional terbesar, terpercaya dan berkesinambungan, most trusted, and sustainable national toll road company,
Perseroan terus berupaya mempertahankan pangsa pasar the Company continues to strive to maintain its market share
jalan tol di Indonesia. Perseroan mengelola penambahan in toll roads across Indonesia. The Company manages the
kepemilikan hak pengusahaan jalan tol melalui Entitas Anak addition of toll road concession rights ownership through
dalam bentuk Badan Usaha Jalan Tol (BUJT). Masing-masing its Subsidiaries in the form of Toll Road Business Entities
Entitas Anak dalam bentuk BUJT didirikan untuk melaksanakan (BUJT). Each Subsidiary in the form of a BUJT is established to
pengusahaan jalan tol, yang meliputi pendanaan, perencanaan carry out toll road management, including funding, technical
teknik, pelaksanaan konstruksi, pengoperasian dan preservasi planning, construction execution, toll road operation and
jalan tol, serta usaha-usaha lainnya sesuai dengan ketentuan- preservation, and other business activities in accordance with
ketentuan dan peraturan perundang-undangan yang berlaku. the applicable laws and regulations.
Hingga akhir 2024, Perseroan memiliki hak konsesi untuk By the end of 2024, the Company holds concession rights
36 ruas jalan tol sepanjang 1.736 km melalui proses tender, for 36 toll road sections covering 1,736 km through tender
akuisisi dan pemrakarsa. Pengoperasian atas konsesi jalan tol processes, acquisitions, and initiations. The operation of
tersebut terbagi ke dalam 2 (dua) Regional dan melalui Entitas these toll road concessions is divided into two (2) regions
Anak dari subholding PT Jasamarga Transjawa Tol (JTT). Hingga and through the Subsidiaries of the sub holding PT Jasamarga
akhir tahun 2024, dari total panjang konsesi yang dimiliki Transjawa Tol (JTT). By the end of 2024, from the total length
Perseroan 1.286 km diantaranya telah beroperasi. of the concession owned by the Company, 1,286 km have
been operational.
Tabel Ruas Jalan Tol Jasa Marga Periode 1978-2024
Table of Jasa Marga’s Toll Roads in 1978-2024 Period
Tahun Mulai Operasi Perusahaan (Induk)
Konsensi Panjang (Km)
No Year of Commencement of Operations
Concession Length (Km)
(Parent Company)
1 Jakarta Bogor-Ciawi (Jagorawi) 59,0 1978
2 Jakarta-Tangerang 33,0 1984
3 Prof. Dr. Ir. Sedyatmo 14,3 1984
4 Cawang-Tomang-Pluit 23,6 1987
5 Padalarang-Cileunyi (Padaleunyi) 64,4 1990
6 Cikampek-Padalarang (Cipularang) 58,5 2003
7 Belawan-Medan-Tanjung Morawa (Belmera) 42,7 1986
8 Jakarta Outer Ring Road (JORR) Seksi E1, E2, E3, W2S 31,42 1991
9 Ulujami-Pondok Aren 5,6 2001
10 JORR W2 Utara 7,7 2014
Beroperasi sebagian sejak tahun 2009
11 Bogor Outer Ring Road (BORR) 13,3
Partially operated since 2009
12 Cengkareng-Batuceper-Kunciran 14,2 2021
13 Kunciran-Serpong 11,1 2019
14 Semarang-Solo 72,6 2011
15 Surabaya-Mojokerto 36,3 2011
16 Gempol-Pasuruan 34,2 2017
17 Gempol-Pandaan 13,6 2015
18 Nusa Dua-Ngurah Rai-Benoa 9,7 2013
19 Medan- Kualanamu-Tebing Tinggi 61,7 2017
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Ruas Jalan Tol Jasa Marga Periode 1978-2024
Table of Jasa Marga’s Toll Roads in 1978-2024 Period
Tahun Mulai Operasi Perusahaan (Induk)
Konsensi Panjang (Km)
No Year of Commencement of Operations
Concession Length (Km)
(Parent Company)
20 Solo-Ngawi 91,09 2018
Beroperasi sebagian sejak tahun 2018
21 Ngawi-Kertosono-Kediri 112,57
Partially operated since 2018
22 Cinere-Serpong 10,15 2021
23 Jakarta-Cikampek (Japek) 83,0 1988
24 Semarang A,B,C 24,8 1983
25 Surabaya-Gempol (Surgem) 46,55 1986
26 Palimanan-Kanci (Palikanci) 26,3 1998
27 Batang-Semarang 74,90 2018
28 Balikpapan-Samarinda 97,3 2019
29 Manado-Bitung 39,8 2020
30 Pandaan-Malang 38,5 2019
31 Jalan Layang Sheikh Mohammed Bin Zayed (MBZ) 38,0 2019
Tahap pembebasan lahan dan konstruksi
32 Probolinggo-Banyuwangi 172,9
Land acquisition and construction phase
Tahap pembebasan lahan dan konstruksi
33 Jakarta-Cikampek II Selatan 64,0
Land acquisition and construction phase
Tahap pembebasan lahan dan konstruksi
34 Yogyakarta-Bawen 75,8
Land acquisition and construction phase
Beroperasi sebagian sejak tahun 2024 dan
Tahap pembebasan lahan dan konstruksi
35 Solo-Yogyakarta-NYIA Kuloprogo 96,6
Partially operated since 2024 and Land
acquisition and construction phase
Tahap pembebasan lahan
36 Akses Patimban 37,1
Land acquisition phase
Bisnis Pengoperasian Jalan Tol Toll Road Operations Business
Perseroan menjalankan bisnis pengoperasian jalan tol The Company operates its toll road business through its
melalui Entitas Anak, yaitu PT Jasamarga Tollroad Operator subsidiary, PT Jasamarga Tollroad Operator (JMTO). The
(JMTO). Layanan yang diberikan oleh Perseroan antara lain services provided by the Company include transaction
adalah layanan transaksi dan layanan lalu lintas serta layanan services, traffic services, and maintenance services.
pemeliharaan. Layanan transaksi berhubungan dengan Transaction services involve ensuring the availability and
ketersediaan maupun kecepatan alat dan sistem di gerbang speed of tools and systems at toll gates to process transactions
tol untuk memproses transaksi yang dilakukan oleh setiap conducted by toll road users. Traffic services comprise a series
pengguna jalan tol. Layanan lalu lintas adalah serangkaian of activities, including planning, procurement, installation,
upaya kegiatan yang, meliputi: perencanaan, pengadaan, regulation, and maintenance of road equipment and facilities
pemasangan, pengaturan, dan pemeliharaan fasilitas to ensure, support, and maintain safety, security, order, and
perlengkapan jalan dalam rangka mewujudkan, mendukung, smooth traffic flow, particularly on toll roads. In addition to toll
dan memelihara keamanan, keselamatan, ketertiban, dan road operation services, PT JMTO also provides information
kelancaran lalu lintas khususnya di jalan tol. Selain layanan technology services and Electronic Toll Collection (ETC)
pengoperasian jalan tol, PT JMTO juga menyediakan layanan services to support toll road operations.
teknologi informasi dan layanan Electronic Toll Collection
(ETC) sebagai pendukung operasional jalan tol.
114 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Produk Layanan Pengoperasian Jalan Tol, Electronic Toll Collection, dan Teknologi Informasi PT JMTO Tahun 2024
Table of Toll Road Operation Services, Electronic Toll Collection, and Information Technology Products of PT JMTO in 2024
Layanan
Services
Ruas Pengoperasian Teknologi
No
Toll Road Jalan Tol Electronic Toll Informasi
Toll Road Collection Information
Operations Technology
Perusahaan (Induk)
The Company (Parent)
1 Jagorawi (Jakarta-Bogor-Ciawi)
2 Jakarta-Tangerang
3 Prof. Dr. Ir. Sedyatmo
4 Cawang-Tomang-Pluit
5 Padalarang-Cileunyi (Padaleunyi)
6 Cikampek-Padalarang (Cipularang)
7 Belawan-Medan-Tanjung Morawa (Belmera)
8 Jakarta Outer Ring Road (JORR) Seksi E1, E2, E3, W2S
9 Ulujami-Pondok Aren
Entitas Anak, Ventura Bersama serta Entitas Anak dan Ventura Bersama dari PT JTT
Subsidiaries and Joint Venture Entities, as well as Subsidiaries and Joint Venture Entities under PT JTT
1 Gempol-Pasuruan
2 Surabaya-Mojokerto
3 Solo-Ngawi
4 Ngawi-Kertosono-Kediri
5 Jakarta-Cikampek (Japek)
6 Palimanan-Kanci (Palikanci)
7 Semarang A,B,C
8 Surabaya-Gempol (Surgem)
9 Semarang-Batang
10 Pandaan-Malang
11 Semarang-Solo
12 Kunciran-Serpong
13 Jalan Layang Sheikh Mohammed Bin Zayed (MBZ)*
14 Balikpapan-Samarinda
15 Manado-Bitung
16 Ulujami-Kebon Jeruk (JORR W2 Utara)
17 Bogor Ring Road
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 115
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Produk Layanan Pengoperasian Jalan Tol, Electronic Toll Collection, dan Teknologi Informasi PT JMTO Tahun 2024
Table of Toll Road Operation Services, Electronic Toll Collection, and Information Technology Products of PT JMTO in 2024
Layanan
Services
Ruas Pengoperasian Teknologi
No
Toll Road Jalan Tol Electronic Toll Informasi
Toll Road Collection Information
Operations Technology
18 Gempol-Pandaan
19 Nusa Dua-Ngurah Rai-Tanjung Benoa
20 Jakarta-Cikampek II Selatan
21 Kunciran-Cengkareng
22 Cinere-Serpong
24 Jogja-Solo Seksi 1
25 Medan-Kualanamu-Tebing Tinggi
BUJT di Luar Kelompok Usaha Jasa Marga
BUJT Outside Jasa Marga Group
1 Bogor-Ciawi-Sukabumi
2 Kayu Agung-Palembang Betung
3 Cimanggis-Cibitung
4 Cibitung-Cilincing
5 Krian-Legundi-Bunder-Manyar
6 Serpong-Balaraja
7 Semarang-Demak
Keterangan/Notes:
*)Toll Collection termasuk dengan Jakarta-Cikampek II Selatan.
*) Toll Collection is included in the Jakarta-Cikampek II South.
Sementara itu, PT Jasamarga Tollroad Maintenance (JMTM), Meanwhile, PT Jasamarga Tollroad Maintenance (JMTM), a
yang merupakan Entitas Anak, menyediakan layanan subsidiary, provides toll road preservation management
manajemen preservasi jalan tol dan konstruksi. Layanan services and construction. The preservation services are
preservasi dilakukan untuk menjaga kualitas jalan tol, yang carried out to maintain the quality of the toll roads, which
meliputi kegiatan perencanaan dan pelaksanaan preservasi include planning and implementing toll road preservation,
jalan tol, peningkatan kapasitas jalan tol, serta penyewaan enhancing toll road capacity, and renting heavy equipment
alat berat untuk memenuhi Standar Pelayanan Minimal (SPM) to meet the Minimum Service Standards (MSS) for toll roads.
jalan tol. Adapun rincian terkait layanan PT JMTM dapat dilihat The details regarding PT JMTM services can be seen in the
pada tabel berikut: following table:
116 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Pekerjaan PT Jasamarga Tollroad Maintenance (JMTM) Tahun 2024
Table of Project List for PT Jasamarga Tollroad Maintenance (JMTM) in 2024
Nama Pekerjaan Pemberi Kerja
No
Project Name Employer
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan
Tol Ruas Jakarta-Cikampek
1
Management Contract on Minimum Service Standard Fulfilment in Jakarta - Cikampek
Toll Road Preservation Aspect
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan
Tol Ruas Semarang ABC
2
Management Contract on Minimum Service Standard Fulfilment in ABC Semarang Toll
Road Preservation Aspect
PT Jasamarga Transjawa Tol
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan
Tol Palimanan-Kanci
3
Management Contract on Minimum Service Standard Fulfilment in Palimanan-Kanci Toll
Road Preservation Aspect
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan
Tol Surabaya-Gempol
4
Management Contract on Minimum Service Standard Fulfilment in Surabaya-Gempol Toll
Road Preservation Aspect
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan
Tol Jakarta Outer Ring Road Seksi E1, E2, E3, dan Ulujami - Pondok Aren
5
Management Contract on Minimum Service Standard Fulfilment in Jakarta Outer Ring
Road Section E1, E2, E3, and Ulujami - Pondok Aren Toll Road Preservation Aspect
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan
Tol Jakarta-Tangerang-Cengkareng
6
Management Contract on Minimum Service Standard Fulfilment in JakartaTangerang-
Cengkareng Toll Road Preservation Aspect Jasamarga Metropolitan Tollroad Regional
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan Division
Tol Jakarta-Bogor-Ciawi
7
Management Contract on Minimum Service Standard Fulfilment in JakartaBogor-Ciawi
Toll Road Preservation Aspect
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan
Tol Purwakarta-Bandung-Cileunyi
8
Management Contract on Minimum Service Standard Fulfilment in Purwakarta-Bandung-
Cileunyi Toll Road Preservation Aspect
Kontrak Manajemen Pemenuhan Standar Pelayanan Minimal di Bidang Preservasi Jalan
Tol Belawan-Medan-Tj. Morawa Jasamarga Nusantara Tollroad Regional
9
Management Contract on Minimum Service Standard Fulfilment in BelawanMedan-Tj. Division
Morawa Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Solo-Ngawi
10 PT Jasamarga Solo Ngawi
Management Contract on Solo - Ngawi Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Gempol-Pasuruan
11 PT Jasamarga Gempol Pasuruan
Management Contract on Gempol-Pasuruan Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Ngawi- Kertosono
12 PT Jasamarga Ngawi Kertosono Kediri
Management Contract on Ngawi-Kertosono Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Surabaya- Mojokerto
13 PT Jasamarga Surabaya Mojokerto
Management Contract on Surabaya-Mojokerto Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Semarang-Batang
14 PT Jasamarga Semarang Batang
Management Contract on Semarang-Batang Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Medan- Kualanamu-
15 Tebing Tinggi PT Jasamarga Kualanamu Tol
Management Contract Medan-Kualanamu-Tebing Tinggi Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Bali Mandara
16 PT Jasamarga Bali Tol
Management Contract on Bali Mandara Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Jakarta Cikampek II
17 Elevated PT Jasamarga Jalanlayang Cikampek
Management Contract on Jakarta Cikampek II Elevated Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Gempol-Pandaan
18 PT Jasamarga Pandaan Tol
Management Contract on Gempol-Pandaan Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Balikpapan-Samarinda
19 PT Jasamarga Balikpapan Samarinda
Management Contract on Balikpapan-Samarinda Toll Road Preservation Aspect
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 117
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Daftar Pekerjaan PT Jasamarga Tollroad Maintenance (JMTM) Tahun 2024
Table of Project List for PT Jasamarga Tollroad Maintenance (JMTM) in 2024
Nama Pekerjaan Pemberi Kerja
No
Project Name Employer
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Manado-Bitung
20 PT Jasamarga Manado Bitung
Management Contract on Manado-Bitung Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Kunciran-Cengkareng
21 PT Jasamarga Kunciran Cengkareng
Management Contract on Kunciran-Cengkareng Toll Road Preservation Aspect
Kontrak Manajemen Bidang Preservasi Jalan Tol pada Ruas Tol Cinere-Serpong
22 PT Cinere Serpong Jaya
Management Contract on Cinere-Serpong Toll Road Preservation Aspect
Pekerjaan Pelebaran Jalan di Blok F Boulevard - Patung Balet (Citra Grand Cibubur)
23 PT Kingaziz Konstruksi Indonesia
Road Expansion Project at Block F Boulevard - Balet Statue (Citra Grand Cibubur)
Pekerjaan Rekonstruksi Perkerasan Pada Ruas Jalan Tol Padaleunyi Tahun 2024
24 PT SIMAKA
Pavement Reconstruction Project on the Padaleunyi Toll Road in 2024
Pengadaan dan Pemasangan Pagar Pengaman Jalan Tol Pada Ruas Solo Ngawi
25 PT Jasamarga Solo Ngawi
Procurement and Installation of Toll Road Guardrails on the Solo-Ngawi Section
Pemeliharaan Periodik pada Jalan Tol Semarang-Solo Tahun 2024
26 Astra Infra Solutions
Periodic Preservation on the Semarang-Solo Toll Road in 2024
Pekerjaan Scrapping Filling Overlay (SFO) pada Jalan Tol JOR II Ruas Kunciran-Serpong
Tahun 2024
27 Astra Infra Solutions
Scrapping, Filling, and Overlay (SFO) Project on the JOR II Toll Road Section Kunciran-
Serpong in 2024
Pekerjaan Pengaspalan Untuk Pengaslihan Lalu Lintas Tahap-2 Pada Stasiun Thamrin
28 Shimizu-Adhi Karya Joint Venture
Asphalt Project for Traffic Decongestion Phase-2 at Thamrin Station
Rekonstruksi Perkerasan Jalan Pada Ruas Jalan Tol Jakarta-Tangerang Tahun 2024
29 PT Roadmixindo Raya
Pavement Reconstruction on the Jakarta-Tangerang Toll Road in 2024
Pemeliharaan Berkala Jalan/Jembatan/FO/Underpass di Provinsi DKI Jakarta (Pekerjaan
Hotmix Paket 17 Tahun 2024)
30 Dinas Bina Marga provinsi DKI Jakarta
Periodic Preservation of Roads/Bridges/FO/Underpasses in the DKI Jakarta Province
(Hotmix Work Package 17 in 2024)
Pekerjaan Scrapping Filling – Aspal Periodik Ruas Gedong Panjang – Ancol Timur Jalur
Ambon Tahun 2024 Jalan Tol Ir Wiyoto Wiyono, MSc
31 PT Citra Marga Nusaphala Persada Tbk
Scrapping Filling – Periodic Asphalt Project on the Gedong Panjang – Ancol Timur Section,
Ambon Lane, Ir Wiyoto Wiyono, MSc Toll Road in 2024
Pekerjaan Scrapping Filling Overlay (SFO) pada Jalan Tol Lingkar Luar Bogor (BORR)
32 Scrapping, Filling, and Overlay (SFO) Project on the Bogor Outer Ring Road (BORR) Toll PT Marga Sarana Jabar
Road
Pekerjaan Overlay Pelebaran Jalan Ciawi pada Jalan Tol Jagorawi
33 PT Karya Palmalindo Anugerah
Overlay and Road Expansion Project at Ciawi on the Jagorawi Toll Road
Pekerjaan Pengaspalan Pada Pekerjaan Penambahan Lajur Buah Batu Cileunyi Jalur B
Pada Ruas Jalan Tol Padaleunyi Tahun 2024
34 PT Tirtobumi Adyatunggal
Asphalt Work for Lane Addition on the Buah Batu Cileunyi Section B of the Padaleunyi
Toll Road in 2024
Pekerjaan Pengaspalan Pada Jalan Tol Jakarta Cikampek STA 24-28
35 PT Sigeaon Indah Mandiri
Asphalt Project on the Jakarta-Cikampek Toll Road STA 24-28
Bisnis Prospektif Prospective Business
Untuk meningkatkan pertumbuhan kinerjanya, Perseroan juga To enhance its performance growth, the Company also
mengoptimalkan potensi usaha dan aset di ruang milik jalan optimizes the business potential and assets within toll
tol (Rumija) di sepanjang ruas jalan milik Jasa Marga Grup road land (Rumija) along the toll road sections owned by
melalui lini bisnis prospektif. Bisnis prospektif ini dikelola the Jasa Marga Group through prospective business lines.
oleh entitas anak Jasa Marga yaitu PT Jasamarga Related These prospective businesses are managed by Jasa Marga’s
Business (JMRB) yang bergerak di bidang pengembangan subsidiary, PT Jasamarga Related Business (JMRB), which
properti/Toll Corridor Development (TCD), Tempat Istirahat operates in property development/Toll Corridor Development
dan Pelayanan (TIP), dan utilitas, building management, serta (TCD), Rest Areas and Services (TIP), utilities, building
bisnis komersil. management, and commercial businesses.
118 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Tempat Istirahat dan Pelayanan (TIP) Milik PT Jasamarga Related Business (JMRB) Tahun 2024
Table of Rest & Service Area (TIP) Owned by PT Jasamarga Related Business (JMRB) in 2024
Ruas Tol Tempat Istirahat dan Pelayanan (TIP) Status
Toll Road Rest & Service Area (TIP) Status
Beroperasi
KM 88A
Operating
Cipularang
Beroperasi
KM 88B
Operating
Beroperasi
Palikanci KM 207A
Operating
Beroperasi
Pejagan-Pemalang KM 260B
Operating
Beroperasi
KM 360B
Operating
Beroperasi
KM 379A
Operating
Batang-Semarang
Beroperasi
KM 389B
Operating
Beroperasi
KM 391A
Operating
Beroperasi
KM 519A
Operating
Beroperasi
KM 519B
Operating
Beroperasi
KM 538A
Operating
Solo-Ngawi
Beroperasi
KM 538B
Operating
Beroperasi
KM 575A
Operating
Beroperasi
KM 575B
Operating
Beroperasi
KM 597A
Operating
Ngawi-Kertosono
Beroperasi
KM 597B
Operating
Beroperasi
Surabaya-Mojokerto KM 725A
Operating
Beroperasi
KM 792A
Operating
Gempol-Pasuruan
Beroperasi
KM 792B
Operating
Beroperasi
KM 66A
Operating
Beroperasi
KM 66B
Operating
Pandaan-Malang Beroperasi
KM 84A
Operating
Beroperasi
KM 84B
Operating
Beroperasi
KM 65A
Operating
Medan-Kualanamu-Tebing Tinggi
Beroperasi
KM 65B
Operating
Beroperasi
KM 36A
Operating
Balikpapan-Samarinda
Beroperasi
KM 36B
Operating
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 119
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Toll Corridor Development (TCD) Taman Mini atau Travoy The Toll Corridor Development (TCD) of Taman Mini or Travoy
Hub sebagai TIP Pengembangan pertama di Indonesia Hub, the first TIP (Rest Area and Service Facility) development
yang dikembangkan oleh PT JMRB resmi beroperasi di in Indonesia developed by PT JMRB, officially began
tahun 2023. Travoy Hub menjadi tempat pemberhentian operations in 2023. Travoy Hub serves as a stopover with
dengan interkoneksi yang menghubungkan berbagai moda interconnections linking various modes of transportation,
transportasi di antaranya TIP KM 05+500 Jagorawi, Light Rail including the TIP at KM 05+500 Jagorawi, the Jabodek Light
Transit (LRT) Jabodebek, Trans Jakarta, Jak Lingko, Ojek Online Rail Transit (LRT), Trans Jakarta, Jak Lingko, Online Ojek, and
hingga Mikrotrans. Mikrotrans.
Pada tahun 2024, PT JMRB tengah memperluas In 2024, PT JMRB is expanding its development by
pengembangan dengan membangun Travoy Hub Fase 2 dan constructing Travoy Hub Phase 2 and 3, which will include
3 yang mencakup area komersil berupa ritel berkonsep open commercial areas in the form of open-space retail concepts,
space yang dilengkapi berbagai prasarana umum, serta rumah equipped with various public facilities, as well as a hospital in
sakit yang bekerjasama dengan Brawijaya Healthcare. collaboration with Brawijaya Healthcare.
Kemajuan pengembangan properti PT JMRB dapat dilihat The progress of PT JMRB’s property development can be seen
dari telah terjualnya unit-unit di rumah di proyek perumahan from the sale of units in the housing projects Spring Residence
Spring Residence Sidoarjo, Green View Residence Sidoarjo, Sidoarjo, Green View Residence Sidoarjo, Royal Pandaan,
Royal Pandaan, Ambawani Residence, dan beberapa proyek Ambawani Residence, and several other development
pengembangan lainnya. projects.
Penyediaan Layanan Stasiun Pengisian Kendaraan Listrik Umum (SPKLU) di Tempat Istirahat dan Pelayanan
Provision of Electeric Vehicle Charging Point Services at Rest Area
120 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Logo Perseroan
Corporate Logo
Perseroan memiliki logo yang sangat dikenal
masyarakat Indonesia sebagai “brand” perusahaan
yang bergerak di bidang industri jalan tol. Logo
Perseroan yang menggambarkan citra Perseroan
dikemas dengan desain yang modern, sederhana dan
elegan dengan warna biru dan kuning sebagai identitas
utama. Penetapan logo tersebut berdasarkan Keputusan
Direksi PT Jasa Marga (Persero) No. 41/KPTS/2007
tanggal 26 Maret 2007.
The Company has a logo that has been well known
by Indonesian people as the "brand" of a company
operating in the toll road industry. The Company logo
which depicts the Company's image is packaged in
a modern, simple and elegant design with blue and
yellow as main identity. Determination of the logo is
based on the Decision of the Board of Directors of PT
Jasa Marga (Persero) No. 41/KPTS/2007 dated March
26, 2007.
Makna dan Arti Logo
Meaning and Explanation of the Logo
Warna biru dan kuning pada logo
mencerminkan harapan dan masa
Konfigurasi jalan membentuk huruf
depan, serta semangat dan komitmen.
“J” (huruf pertama Perseroan),
The blue and yellow colors on the
mencerminkan perjalanan panjang
logo reflect hope and future, as well as
sekaligus mencitrakan Perseroan yang
passion and commitment.
semakin dinamis.
Road configuration forming the letter
“J” (the first letter of the Company’s
name) reflects the long journey and
the increasingly dynamic image of the
Company.
Bola berwarna biru menunjukkan bahwa
Jasa Marga menuju perusahaan yang
berstandar global.
The blue ball shows that Jasa Marga is
heading for a company that has global
standards.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 121
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Perubahan Logo Logo Changes
Logo Perseroan merepresentasikan “brand” berbentuk The company’s logo represents the “brand” in the form of
simbol atau lambang yang dikemas sesuai dengan filosofi a symbol or emblem designed according to the company’s
Perseroan agar mudah dikenali oleh para pelanggan dan philosophy, making it easily recognizable by customers and
masyarakat luas. Hingga saat ini, logo Perseroan telah the general public. So far, the company’s logo has undergone
mengalami 2 (dua) kali perubahan yakni pada tahun 1993 dan two changes, in 1993 and 2007. However, despite these
2007. Namun meskipun mengalami perubahan, Perseroan changes, the company has maintained the letter “J” symbol,
tidak menghilangkan simbol huruf “J” yang mencerminkan which reflects the company’s historical journey that continues
perjalanan historis Perseroan yang semakin dinamis serta to be dynamic, as well as the company’s commitment to
komitmen Perseroan untuk senantiasa memberikan layanan always providing global-standard services and evolving into a
berstandar global, dan berkembang menjadi perusahaan modern and professional company in its industry.
yang modern dan profesional diindustrinya.
122 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Maskot Korporat Corporate Mascot
Dalam rangka mendekatkan “brand” Jasa Marga kepada To bring the Jasa Marga “brand” closer to the public and
masyarakat luas dalam penyampaian informasi terkait communicate information effectively about the company,
Perseroan serta meningkatkan efektivitas komunikasi visual, the company has corporate mascots, Bang Jasmar and Sis
Perseroan memiliki maskot Bang Jasmar dan Sis Conni yang Conni. They frequently appear on the company’s social media
banyak tampil di media sosial perusahaan, seperti Instagram, platforms such as Instagram, Facebook, Twitter, YouTube, and
Facebook, Twitter, Youtube, dan Tiktok serta Media Internal TikTok, as well as in the company’s internal media like Miles
Perseroan seperti Miles Bulletin, Miles Photoboard dan Miles Bulletin, Miles Photoboard, and Miles Magazine.
Magazine.
Sebagai ikon representatif Roadster Jasa Marga, Bang As representative icons of Jasa Marga’s Roadster, Bang
Jasmar dan Sis Conni senantiasa menerapkan tata nilai Jasmar and Sis Conni consistently embody the AKHLAK
AKHLAK (Amanah, Kompeten, Harmonis, Loyal, Adaptif dan values (Amanah, Competent, Harmonious, Loyal, Adaptive,
Kolaboratif) dan menyampaikan beragam informasi tentang and Collaborative) and convey various information about
kegiatan korporasi, layanan jalan tol dan informasi lainnya corporate activities, toll road services, and other information
kepada stakeholder eksternal maupun internal. Penyampaian to both external and internal stakeholders. Using the corporate
informasi dengan menggunakan maskot korporat tersebut mascots to deliver information enhances the effectiveness of
akan meningkatkan efektivitas komunikasi atas beragam communication for a wide range of messages the company
informasi yang ingin disampaikan oleh Perseroan. wishes to convey.
Bang Jasmar Sis Conni
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 123
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Struktur Organisasi
Organization Structure
Direktur Utama
President Director
Subakti Syukur
Direktur
Direktur Bisnis Direktur Operasi Pengembangan Usaha
Director of Business Director of Operations Director of Business
Development
Reza Febriano Fitri Wiyanti
Mohammad Agus Setiawan
Concession Operation & Business
Business Planning Maintenance Development
Group Head Management Group Head
Group Head
Tyas Pramoda Aldrin Maulana
Wardhani Atika Dara Prahita
Information Engineering
Technology Planning
Group Head Group Head
Gandes George I.M.P.
Aisyaharum Manurung
Bisnis Konsesi Jalan Tol
Toll Road Concession Line of Business
Regions
AP Subholding APJT Persiapan & Konstruksi
Jasamarga
Metropolitan Tollroad Sub-Holding Toll Road Subsidiaries Toll Road Subsidiaries in
Regional Division Preparation & Construction
Jasamarga
Nusantara Tollroad BUJT Subholding APJT Operasi
Regional Division BUJT Subholding Toll Road Subsidiaries in Operation
Struktur Organisasi ditetapkan sesuai Keputusan Direksi No. 128/KPTS/2021 tanggal 31 Desember 2021 tentang Struktur Organisasi PT Jasa
Marga (Persero) Tbk dan perubahan pertama sebagaimana Keputusan Direksi No. 80 KPTS/2022 tanggal 30 Juni 2022 serta perubahan kedua
sebagaimana Keputusan Direksi No. 123/KPTS/2022 tanggal 30 September 2022.
The organizational structure is determined under the Decision of the Board of Directors No. 128/KPTS/2021 dated December 31, 2021 regarding
the Organizational Structure of PT Jasa Marga (Persero) Tbk and the first amendment as the Decision of the Board of Directors No. 80 KPTS/2022
dated June 30, 2022 and the second amendment as the Decision of the Board of Directors No. 123/KPTS/2022 dated September 30, 2022.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Internal Audit
Senior
Group Head
Agung Laksana
Pranata
Corporate Secretary &
Direktur Keuangan dan Direktur Human Capital
Chief Administration
Manajemen Risiko dan Transformasi
Officer
Director of Finance and Director of Human Capital
Risk Management and Transformation Ari Wibowo
Pramitha Wulanjani Bagus Cahya Arinta B.
Corporate
Communication &
Community
Corporate Finance & Human Capital Development
Investor Relations Development Group Head
Senior Group Head Group Head
Lisye Octaviana
Haning Pangastuty Aprilizayanti Putri
Legal & Compliance
Group Head
Syailendra Wisnu
Corporate Planning & Wardhana
Human Capital
Portfolio Management
Services Group Head
Group Head
Windharti Amelia
Trias Andriyanto
Procurement &
Fixed Asset
Group Head
Syailendra Wisnu
Wardhana
Accounting & Strategic
Tax Group Head Transformation
Group Head
Ricky Ricardo
Yuliana
Sarael B.
Risk & Quality,
Health, Safety, and Jasa Marga Learning
Environment Institute Group Head
Group Head Irawati Savitri
Devi Lusyana
Bisnis Prospektif Bisnis Pengoperasian Entitas Lainnya
Prospective Line of Business Toll Road Operations Line of Business Other Entities
AP Bidang Related Business AP2JT Bidang Operasi Dana Pensiun
Supporting Toll Road Supporting Toll Road Subsidiaries Pension Fund
Subsidiaries in Related Business in Operation
AP2JT Bidang Preservasi
Supporting Toll Road
Subsidiaries in Maintenance
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 125
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Perubahan Komposisi Dewan Komisaris
dan Direksi di Tahun Buku 2024
Changes in the Board of Commissioners and the Board
of Directors Composition on 2024 Fiscal Year
Pada tahun buku 2024, tidak terdapat perubahan komposisi During the 2024 fiscal year, there were no changes to the
Dewan Komisaris dan Direksi Perseroan. Dengan demikian, composition of the Board of Commissioners and the Board
komposisi Dewan Komisaris dan Direksi hingga 31 Desember of Directors of the Company. Therefore, the composition of
2024 adalah sebagai berikut: the Board of Commissioners and the Board of Directors as of
December 31, 2024, is as follows:
Tabel Komposisi Dewan Komisaris dan Direksi sampai dengan 31 Desember 2024
Table of the Composition of the Board of Commissioners and Board of Directors as of December 31, 2024
Nama Jabatan Dasar Pengangkatan Pertama Kali
Name Position Basis of Initial Appointment
Dewan Komisaris
Board of Commissioners
Komisaris Utama Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Mohammad Zainal Fatah
President Commissioner Decision of the Extraordinary GMS on February 8, 2023
Komisaris Keputusan RUPS Tahunan tanggal 27 Mei 2021
M. Roskanedi
Commissioner Decision of the Annual GMS on May 27, 2021
Komisaris Keputusan RUPS Tahunan tanggal 27 Mei 2021
Raja Erizman
Commissioner Decision of the Annual GMS on May 27, 2021
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Chandra Wijaya
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Seppalga Ahmad
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Marsetio
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Abdul Rachman
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Direksi
Board of Directors
• Keputusan RUPS Luar Biasa tanggal 29 Agustus 2016 (Periode
Pertama)
• Keputusan RUPS Tahunan tanggal 27 Mei 2021 juncto
Keputusan RUPS Luar Biasa tanggal 27 Agustus 2021 (Periode
Direktur Utama
Subakti Syukur Kedua)
President Director
• Decision of the Extraordinary GMS on August 29, 2026 (First
Period)
• Decision of the Annual GMS on May 27, 2021 juncto Decision of
the Extraordinary GMS on August 27, 2021 (Second Period)
Direktur Bisnis Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Reza Febriano
Director of Business Decision of the Extraordinary GMS on December 22, 2021
Direktur Human Capital dan
Transformasi Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Bagus Cahya Arinta B.
Director of Human Capital and Decision of the Extraordinary GMS on December 22, 2021
Transformation
Direktur Operasi Keputusan RUPS Tahunan tanggal 11 Juni 2020
Fitri Wiyanti
Director of Operations Decision of the Annual GMS on June 11, 2020
Direktur Pengembangan Usaha Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Mohamad Agus Setiawan
Director of Business Development Decision of the Extraordinary GMS on December 22, 2021
Direktur Keuangan dan Manajemen
Risiko Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Pramitha Wulanjani
Director of Finance and Risk Decision of the Extraordinary GMS on February 08, 2023
Management
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Informasi Perubahan Komposisi
Dewan Komisaris dan Direksi Setelah Tahun
Buku 2024
Information on Changes in the Composition of the Board of
Commissioners and Board of Directors After the 2024 Fiscal Year
Setelah tahun buku 2024 berakhir hingga penyampaian After the 2024 fiscal year ended and up until the submission
laporan ini, tidak terdapat perubahan komposisi Dewan of this report, there have been no changes in the composition
Komisaris dan Direksi. of the Board of Commissioners and the Board of Directors.
Rapat Umum Pemegang Saham Tahunan (RUPST) Tahun Buku 2023
The Annual General Meeting of Shareholders (AGMS) for the 2023 Financial Year
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Profil Dewan Komisaris
Profile of the Board of Commissioners
Mohammad Zainal Fatah
Komisaris Utama
President Commissioner
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
58 tahun 58 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Komisaris Utama berdasarkan Keputusan Appointed as President Commissioner based on the
RUPS Luar Biasa tanggal 08 Februari 2023 berdasarkan Extraordinary General Meeting of Shareholders decision
Akta Pernyataan Keputusan Rapat Umum Pemegang Saham dated February 8, 2023 as stipulated in the Deed of
No. 30 tanggal 14 Februari 2023 Statement of the General Meeting of Shareholders No. 30
dated February 14, 2023
Periode Menjabat Term of Office
Periode menjabat sejak 08 Februari 2023 sampai dengan Term of office is from February 08, 2023 until the closing of
penutupan RUPS Tahunan Tahun 2028 (periode pertama) the 2028 Annual GMS (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
Ketua Komite Tata Kelola Terintegrasi PT Jasa Marga Chairman of the Integrated Governance Committee of PT
(Persero) Tbk (Maret 2024 - Sekarang) Jasa Marga (Persero) Tbk (March 2024 - Present)
Lainnya: Other:
Sekretaris Jenderal Kementerian Pekerjaan Umum dan Secretary General of the Ministry of Public Works and
Perumahan Rakyat (sejak 2020) People's Housing (since 2020)
Riwayat Jabatan Career Experience
• Staf Ahli Menteri Bidang Ekonomi dan Investasi • Expert Staff of the Minister for Economy and Investment of
Kementerian Pekerjaan Umum dan Perumahan Rakyat the Ministry of Public Works and Public Housing (2019-
(2019-2020) 2020)
• Asisten Deputi Infrastruktur Sumber Daya Air • Assistant Deputy for Water Resources Infrastructure of the
Kementerian Koordinator Bidang Perekonomian Coordinating Ministry for Economic Affairs (2015-2019)
(2015-2019)
Riwayat Pendidikan Educational Background
• S1 Teknik Pertanian (Teknik Tanah dan Air) dari • Bachelor’s degree of Agricultural Engineering (Land and
Universitas Brawijaya (1992) Water) from Brawijaya University (1992)
• S2 Perencanaan Pembangunan Wilayah dan Pedesaan • Master’s degree of Regional and Rural Development
dari Institut Pertanian Bogor (2002) Planning from Bogor Agricultural University (2002)
• S2 Administrasi Kebijakan Publik dari Universitas • Master’s degree of Public Policy Administration from
Indonesia (2007) University of Indonesia (2007)
Kepemilikan Saham JSMR Share Ownership in JSMR
128.200 lembar saham (0,0017664%) 128,200 shares (0.0017664%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
128 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
M. Roskanedi
Komisaris
Commissioner
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bogor Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
63 tahun 63 years old
Riwayat Penunjukan Appointment History
Diangkat sebagai Komisaris pada RUPS Tahunan tanggal 27 Appointed as Commissioner at the Annual General Meeting
Mei 2021 berdasarkan Akta Pernyataan Keputusan Rapat of Shareholders on May 27, 2021 as stipulated in the Deed
Umum Pemegang Saham No. 18 tanggal 04 Juni 2021 of Statement of the General Meeting of Shareholders No. 18
dated June 04, 2021
Periode Menjabat Term of Office
Periode menjabat sejak 27 Mei 2021 sampai dengan Term of office is from May 27, 2021, until the closing of the
penutupan RUPS Tahunan Tahun 2026 (periode pertama) Annual General Meeting in 2026 (first term)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
• Ketua Komite Risiko dan Hukum PT Jasa Marga (Persero) • Chairman of the Risk and Legal Committee of PT Jasa
Tbk (September 2021 - Sekarang) Marga (Persero) Tbk (September 2021 - Present)
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga • Member of the Integrated Governance Committee of PT
(Persero) Tbk (Maret 2024 - Sekarang) Jasa Marga (Persero) Tbk (March 2024 - Present)
Lainnya: Other:
- -
Riwayat Jabatan Career Experience
• Sekretaris Jaksa Agung Muda Intelijen, Kejaksaan Agung • Secretary to the Junior Attorney General for Intelligence,
Republik Indonesia (2020) Attorney General of the Republic of Indonesia (2020)
• Direktur Pengamanan Pembangunan Strategis pada • Director of Strategic Development Security at the Junior
Jaksa Agung Muda Bidang Intelijen di Kejaksaan Agung Attorney General for Intelligence at the Attorney General’s
Republik Indonesia (2019) Office of the Republic of Indonesia (2019)
Riwayat Pendidikan Educational Background
Sarjana bidang Hukum dari Universitas Sriwijaya, Bachelor’s degree of Law from Sriwijaya University,
Palembang (1986) Palembang (1986)
Kepemilikan Saham JSMR Share Ownership in JSMR
268.000 lembar saham (0,0036925%) 268,000 shares (0.0036925%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Raja Erizman
Komisaris
Commissioner
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
62 tahun 62 years old
Riwayat Penunjukan Appointment History
Diangkat sebagai Komisaris pada RUPS Tahunan tanggal 27 Appointed as Commissioner at the Annual General Meeting
Mei 2021 berdasarkan Akta Pernyataan Keputusan Rapat of Shareholders on May 27, 2021 as stipulated in the Deed
Umum Pemegang Saham No. 18 tanggal 04 Juni 2021 of Statement of the General Meeting of Shareholders No. 18
dated June 04, 2021
Periode Menjabat Term of Office
Periode menjabat sejak 27 Mei 2021 sampai dengan Term of office is from May 27, 2021 until the closing of the
penutupan RUPS Tahunan Tahun 2026 (periode pertama) 2026 Annual GMS (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
• Anggota Komite Nominasi dan Remunerasi PT Jasa • Member of the Nomination and Remuneration Committee
Marga (Persero) Tbk (September 2021 - Sekarang) of PT Jasa Marga (Persero) Tbk (September 2021 - Present)
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga • Member of the Integrated Governance Committee of
(Persero) Tbk (Maret 2024 - Sekarang) PT Jasa Marga (Persero) Tbk (March 2024 - Present)
Lainnya: Other:
Perwira Tinggi (Pati), Lembaga Pendidikan dan Pelatihan Senior Officer (Colonel), Police Education and Training
(Lemdiklat) Polri (2020-sekarang) Institute (Lemdiklat Polri) (2020-present)
Riwayat Jabatan Career Experience
• Analis Kebijakan Utama, Lembaga Pendidikan dan • Main Policy Analyst, Education and Training Institute
Pelatihan (Lemdiklat) Polri (2020) (Lemdiklat) Polri (2020)
• Kepala Divisi Teknologi Informasi dan Komunikasi • Head of the Information and Communication Technology
(Kadiv. TIK) Polri (2019) Division (Kadiv. ICT) Polri (2019)
Riwayat Pendidikan Educational Background
Akademi Angkatan Bersenjata Republik Indonesia (1985) Indonesian Armed Forces Academy (1985)
Kepemilikan Saham JSMR Share Ownership in JSMR
267.800 lembar saham (0,0036898%) 267,800 shares (0.0036898%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Chandra Wijaya
Komisaris Independen
Independent Commissioner
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
55 tahun 55 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Komisaris Independen berdasarkan Appointed as Independent Commissioner based on the
Keputusan RUPS Luar Biasa tanggal 08 Februari 2023 Extraordinary General Meeting of Shareholders decision dated
berdasarkan Akta Pernyataan Keputusan Rapat Umum February 8, 2023, as stipulated in the Deed of Statement of
Pemegang Saham No. 30 tanggal 14 Februari 2023 the General Meeting Decision No. 30 dated February 14, 2023
Periode Menjabat Term of Office
Periode menjabat sejak 08 Februari 2023 sampai dengan Term of office is from February 08, 2023 until the closing of
penutupan RUPS Tahunan Tahun 2028 (periode pertama) Annual GMS Year 2028 (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
• Ketua Komite Audit PT Jasa Marga (Persero) Tbk (Maret • Chairman of the Audit Committee of PT Jasa Marga
2023 - Sekarang) (Persero) Tbk (March 2023 - Present)
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga • Member of the Integrated Governance Committee of PT
(Persero) Tbk (Maret 2024 - Sekarang) Jasa Marga (Persero) Tbk (March 2024 - Present)
Lainnya: Other:
• Dekan Fakultas Ilmu Administrasi Universitas Indonesia • Dean of the Faculty of Public Administration, University of
(2021-sekarang) Indonesia (2021-present)
• Ketua Klaster Riset Tata Kelola dan Daya Saing Badan • Chairman of the Corporate Governance and
Usaha, Fakultas Ilmu Administrasi Universitas Indonesia Competitiveness Research Cluster, Faculty of Public
(2017-sekarang) Administration, University of Indonesia (2017-present)
Riwayat Jabatan Career Experience
• Deputi Bidang Pemberdayaan Pemuda Kementerian • Deputy for Youth Empowerment, Indonesian Ministry of
Pemuda dan Olahraga RI) (Maret-Juni 2016) Youth and Sports Affairs (March 2016-June 2016)
• Presiden Komisaris PT Daya Makara UI (Mei 2014-Mei 2016) • President Commissioner of PT Daya Makara UI (May 2014-
May 2016)
Riwayat Pendidikan Educational Background
• S3 Ilmu Manajemen (Konsentrasi Keuangan) dari • Doctoral’s degree Faculty of Economics, University of
Fakultas Ekonomi Universitas Indonesia (2004) Indonesia the Management Science (Finance Concentration)
(2004)
• S2 Manajemen dari Institut Teknologi Bandung (2000) • Master’s degree of Postgraduate Program Bandung Institute
of Technology, Management (2000)
• S2 Administrasi dan Kebijakan Bisnis dari Universitas • Master’s degree of Business Administration and Policy from
Indonesia (1997) University of Indonesia (1997)
• S1 Administrasi Niaga dari Universitas Indonesia (1992) • Bachelor’s degree of Commerce Administration from
University of Indonesia (1992)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Do not own the Company’s shares at the beginning and end
tahun buku of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 131
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Seppalga Ahmad
Komisaris Independen
Independent Commissioner
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
53 tahun 53 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Komisaris Independen berdasarkan Appointed as Independent Commissioner based on the
Keputusan RUPS Luar Biasa tanggal 08 Februari 2023 Extraordinary General Meeting of Shareholders decision
berdasarkan Akta Pernyataan Keputusan Rapat Umum dated February 8, 2023, as stipulated in the Deed of
Pemegang Saham No. 30 tanggal 14 Februari 2023 Statement of the General Meeting Decision No. 30 dated
February 14, 2023
Periode Menjabat Term of Office
Periode menjabat sejak 08 Februari 2023 sampai dengan Term of office is from February 08, 2023 until the closing of
penutupan RUPS Tahunan Tahun 2028 (periode pertama) Annual GMS Year 2028 (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
• Anggota Komite Audit PT Jasa Marga (Persero) Tbk • Member of the Audit Committee of PT Jasa Marga (Persero)
(Maret 2023 - Sekarang) Tbk (March 2023 - Present)
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga • Member of the Integrated Governance Committee of PT
(Persero) Tbk (Maret 2024 - Sekarang) Jasa Marga (Persero) Tbk (March 2024 - Present)
Lainnya: Other:
• Komisaris PT Integrity Capital Securities (November • Commissioner of PT Integrity Capital Securities (November
2023 - sekarang) 2023 - present
• Komisaris BPR Sinpo (Desember 2023 - sekarang) • Commissioner of BPR Sinpo (December 2023 - present)
Riwayat Jabatan Career Experience
• Komisaris Independen PT Pelindo Solusi Logistik • Independent Commissioner of PT Pelindo Solusi Logistik
(2021-2023) (2021-2023)
• Direktur Operasi PT Pupuk Indonesia Energi • Director of Operations of PT Pupuk Indonesia Energi
(2020-2021) (2020-2021)
Riwayat Pendidikan Educational Background
Sarjana Akuntansi Sekolah Tinggi Ilmu Ekonomi YAI Bachelor’s degree of Accounting from YAI College of
Economics
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Do not own the Company’s shares at the beginning and end
tahun buku of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Marsetio
Komisaris Independen
Independent Commissioner
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
68 tahun 68 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Komisaris Independen berdasarkan Appointed as Independent Commissioner based on the
Keputusan RUPS Luar Biasa tanggal 08 Februari 2023 Extraordinary General Meeting of Shareholders decision
berdasarkan Akta Pernyataan Keputusan Rapat Umum dated February 8, 2023, as stipulated in the Deed of
Pemegang Saham No. 30 tanggal 14 Februari 2023 Statement of the General Meeting Decision No. 30 dated
February 14, 2023
Periode Menjabat Term of Office
Periode menjabat sejak 08 Februari 2023 sampai dengan Term of office is from February 08, 2023 until the closing of
penutupan RUPS Tahunan Tahun 2028 (periode pertama) Annual GMS Year 2028 (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
• Ketua Komite Nominasi dan Remunerasi PT Jasa Marga • Chairman of the Nomination and Remuneration
(Persero) Tbk (September 2021 - Sekarang) Committee of PT Jasa Marga (Persero) Tbk (September
2021 - Present)
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga • Member of the Integrated Governance Committee of PT
(Persero) Tbk (Maret 2024 - Sekarang) Jasa Marga (Persero) Tbk (March 2024 - Present)
Lainnya: Other:
- -
Riwayat Jabatan Career Experience
Kepala Staf TNI Angkatan Laut (2012-2014) Chairman of Staff of the Indonesian Navy (2012-2014)
Riwayat Pendidikan Educational Background
• S3 Ilmu Kajian budaya dan Media dari Universitas • Doctoral’s degree of Cultural and Media Studies from
Gadjah Mada (2002) Gadjah Mada University (2002)
• S2 Manajemen dari Universitas Wijaya Putra Surabaya • Master’s degree of Management from Wijaya Putra
(2001) University, Surabaya (2001)
• S1 Ilmu Politik dari Universitas Wijaya Putra Surabaya • Bachelor’s degree of Political Science from Wijaya Putra
(1997) University, Surabaya (1997)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Do not own the Company’s shares at the beginning and end
tahun buku of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 133
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Abdul Rachman
Komisaris Independen
Independent Commissioner
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bandung Bandung
Usia per 31 Desember 2024 Age per December 31, 2024
70 tahun 70 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Komisaris Independen berdasarkan Appointed as Independent Commissioner based on the
Keputusan RUPS Luar Biasa tanggal 08 Februari 2023 Extraordinary General Meeting of Shareholders decision
berdasarkan Akta Pernyataan Keputusan Rapat Umum dated February 8, 2023, as stipulated in the Deed of
Pemegang Saham No. 30 tanggal 14 Februari 2023 Statement of the General Meeting Decision No. 30 dated
February 14, 2023
Periode Menjabat Term of Office
Periode menjabat sejak 08 Februari 2023 sampai dengan Term of office is from February 08, 2023 until the closing of
penutupan RUPS Tahunan Tahun 2028 (periode pertama) Annual GMS Year 2028 (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
• Anggota Komite Risiko dan Hukum PT Jasa Marga • Member of the Risk and Legal Committee of PT Jasa Marga
(Persero) Tbk (Maret 2023 - Sekarang) (Persero) Tbk (March 2023 - Present)
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga • Member of the Integrated Governance Committee of PT
(Persero) Tbk (Maret 2024 - Sekarang) Jasa Marga (Persero) Tbk (March 2024 - Present)
Lainnya: Other:
- -
Riwayat Jabatan Career Experience
• Komisaris Independen PT Garuda Indonesia (Persero) • Independent Commissioner of PT Garuda Indonesia
Tbk (2021-2023) (Persero) Tbk (2021-2023)
• Komisaris Utama PT Bank Mandiri Taspen (2015-2021) • President Commissioner of PT Bank Mandiri Taspen
(2015- 2021)
Riwayat Pendidikan Educational Background
• S2 Financial Management dari Kansas State University • Master’s degree of Financial Management from Kansas
(1989) State University (1989)
• S2 Ekonomi Akuntansi dari Universitas Padjajaran • Master’s degree of Accounting Economics from
(1980) Padjadjaran University (1980)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Do not own the Company’s shares at the beginning and end
tahun buku of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
134 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Profil Direksi
Profile of the Board of Directors
Subakti Syukur
Direktur Utama
President Director
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
62 tahun 62 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Direktur Utama berdasarkan Keputusan Appointed as President Director based on the Annual General
RUPS Tahunan tanggal 27 Mei 2021 (Akta Pernyataan Meeting of Shareholders Decision dated May 27, 2021
Keputusan Rapat Umum Pemegang Saham No. 18 tanggal (Deed of Statement of the Shareholders’ General Meeting
04 Juni 2021) juncto Keputusan RUPS Luar Biasa tanggal Decision No. 18 dated June 04, 2021) in conjunction with the
27 Agustus 2021 (Akta Pernyataan Keputusan Rapat Extraordinary General Meeting of Shareholders Decision dated
Umum Pemegang Saham No. 03 tanggal 02 September August 27, 2021 (Deed of Statement of the Shareholders’
2021) General Meeting Decision No. 03 dated September 02, 2021)
Periode Menjabat Term of Office
Periode menjabat sejak 27 Mei 2021 sampai dengan Term of office is from May 27, 2021 until closing of Annual
penutupan RUPS Tahunan Tahun 2026 (periode kedua) GMS Year 2026 (second period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
Pembina dan Ketua Komite TJSL PT Jasa Marga (Persero) Advisor and Chairman of the TJSL Committee of PT Jasa
Tbk (Desember 2022 - Sekarang) Marga (Persero) Tbk (December 2022 - Present)
Lainnya: Other:
• Ketua Umum - Asosiasi Jalan Tol Indonesia (Juli • Chairman - Indonesian Toll Road Association (July
2020-sekarang) 2020-present)
• Staf Khusus Ketua Umum – Persatuan Olahraga Dayung • Special Staff to the Chairman - All-Indonesian Rowing
Seluruh Indonesia (Februari 2021 sekarang) Association (February 2021-present)
• Ketua Bidang Investasi II – Himpunan Pengembangan • Chairman of Investment Division II Indonesian Road
Jalan Indonesia (September 2023-sekarang) Development Association (September 2023-present)
Riwayat Jabatan Career Experience
• Direktur Operasi PT Jasa Marga (Persero) Tbk • Director of Operations of PT Jasa Marga (Persero) Tbk
(2016-2020) (2016- 2020)
• Direktur Utama PT Marga Lingkar Jakarta (MLJ) • President Director of PT Marga Lingkar Jakarta (MLJ)
(2014-2016) (2014- 2016)
Riwayat Pendidikan Educational Background
• S2 Manajemen dari Universitas Krisnadwipayana, Jakarta • Master’s degree of Management from Krisnadwipayana
(2010) University, Jakarta (2010)
• S1 Teknik Sipil dari Institut Teknologi Bandung (1986) • Bachelor’s degree of Civil Engineering from Bandung
Institute of Technology (1986)
Kepemilikan Saham JSMR Share Ownership in JSMR
793.100 lembar saham (0,0109274%) 793,100 shares (0.0109274%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 135
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Reza Febriano
Direktur Bisnis
Director of Business
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
45 tahun 45 years old
Riwayat Penunjukan Appointment History
Diangkat sebagai Direktur Bisnis berdasarkan Keputusan Appointed as Director of Business based on the Extraordinary
RUPS Luar Biasa tanggal 22 Desember 2021 berdasarkan General Meeting of Shareholders Decision dated December
Akta Pernyataan Keputusan Rapat Umum Pemegang Saham 22, 2021, as stipulated in the Deed of Statement of the
No. 53 tanggal 24 Desember 2021 General Meeting of Shareholders Decision No. 53 dated
December 24, 2021
Periode Menjabat Term of Office
Periode menjabat sejak 22 Desember 2021 sampai Term of office is from December 22, 2021 until the closing of
dengan penutupan RUPS Tahunan Tahun 2026 (periode the 2026 Annual GMS (first period)
pertama)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
Komisaris PT Jasamarga Transjawa Tol (Mei 2023-sekarang) Commissioner of PT Jasamarga Transjawa Tol
(May 2023-present)
Lainnya: Other:
- -
Riwayat Jabatan Career Experience
• Corporate Secretary PT Jasa Marga (Persero) Tbk (Juni • Corporate Secretary of PT Jasa Marga (Persero) Tbk (June
2021-Desember 2021) 2021-December 2021)
• Jasamarga Transjawa Tollroad Regional Division Head • Jasamarga Transjawa Tollroad Regional Division Head
(September 2020-Juni 2021) (September 2020-June 2021)
Riwayat Pendidikan Educational Background
• S2 Manajemen dari PPM School of Management (2021) • Master of Management from PPM School of Management
(2021)
• S2 Teknik Sipil dari Universitas Indonesia (2007) • Master’s degree of Civil Engineering, University of
Indonesia (2007)
• S1 Teknik Sipil dari Universitas Katolik Parahyangan • Bachelor’s degree of Government Science, Padjajaran
(2003) University, Bandung (2002)
• S1 Ilmu Pemerintahan dari Universitas Padjadjaran • Bachelor’s degree of Civil Engineering, Katolik
(2002) Parahyangan University, Bandung (2003)
Kepemilikan Saham JSMR Share Ownership in JSMR
560.200 lembar saham (0,0077185%) 560,200 shares (0.0077185%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
136 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Bagus Cahya Arinta B.
Direktur Human Capital & Transformasi
Director of Human Capital & Transformation
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bogor Bogor
Usia per 31 Desember 2024 Age per December 31, 2024
56 tahun 56 years old
Riwayat Penunjukan Appointment History
Diangkat sebagai Direktur Human Capital & Transformasi Appointed as Director of Human Capital and Transformation
berdasarkan Keputusan RUPS Luar Biasa tanggal 22 based on the Extraordinary General Meeting of Shareholders
Desember 2021 berdasarkan Akta Pernyataan Keputusan Decision dated December 22, 2021, as stipulated in the
Rapat Umum Pemegang Saham No. 53 tanggal 24 Deed of Statement of the General Meeting of Shareholders
Desember 2021. Decision No. 53 dated December 24, 2021
Periode Menjabat Term of Office
Periode menjabat sejak 22 Desember 2021 sampai Term of office is from December 22, 2021 until closing of
dengan penutupan RUPS Tahunan Tahun 2026 (periode Annual GMS Year 2025 (first period)
pertama)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
- -
Lainnya: Other:
- -
Riwayat Jabatan Career Experience
• Jasamarga Metropolitan Tollroad Regional Division • Jasamarga Metropolitan Tollroad Regional Division Head
Head (Februari 2021-Desember 2021) (February 2021–December 2021
• Direktur Utama PT Jasamarga Surabaya Mojokerto • President Director of PT Jasamarga Surabaya Mojokerto
merangkap Direktur Utama PT Jasamarga Gempol concurrently President Director of PT Jasamarga Gempol
Pasuruan (September 2020-Februari 2021) Pasuruan (September 2020–February 2021)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil dari Universitas Brawijaya (1993) Bachelor’s degree of Civil Engineering from Brawijaya
University, Malang (1993)
Kepemilikan Saham JSMR Share Ownership in JSMR
560.000 lembar saham (0,0077158%) 560,000 shares (0.0077158%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 137
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Fitri Wiyanti
Direktur Operasi
Director of Operations
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
50 tahun 50 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Direktur Operasi pada RUPS Tahunan Appointed as Director of Operations at the Annual General
tanggal 11 Juni 2020 berdasarkan Akta Pernyataan Meeting of Shareholders on June 11, 2020, as stipulated
Keputusan Rapat Umum Pemegang Saham No. 41 tanggal in the Deed of Statement of the Decision of the General
15 Juni 2020 Meeting of Shareholders No. 41 dated June 15, 2020
Periode Menjabat Term of Office
Periode Menjabat sejak 11 Juni 2020 sampai dengan Term of office is from June 11, 2020 until closing of Annual
penutupan RUPS Tahunan Tahun 2025 (periode pertama) GMS Year 2025 (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
- -
Lainnya: Other:
- -
Riwayat Jabatan Career Experience
• Operation and Maintenance Management Group Head • Operation and Maintenance Management Group Head
(2019-2020) (2019-2020)
• General Manager Representative Office Jagorawi (2018- • General Manager Representative Office Jagorawi (2018-
2019) 2019)
Riwayat Pendidikan Educational Background
S1 Teknik Mesin dari Universitas Indonesia (1997) Bachelor’s degree of Engineering from University of
Indonesia (1997)
Kepemilikan Saham JSMR Share Ownership in JSMR
587.800 lembar saham (0,0080988%) 587,800 shares (0.0080988%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
138 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Mohamad Agus Setiawan
Direktur Pengembangan Usaha
Director of Business Development
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bogor Bogor
Usia per 31 Desember 2024 Age per December 31, 2024
53 tahun 53 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Direktur Pengembangan Usaha pada Appointed as Director of Business Development at the
RUPS Luar Biasa tanggal 22 Desember 2021 berdasarkan Extraordinary General Meeting of Shareholders on December
Akta Pernyataan Keputusan Rapat Umum Pemegang 22, 2021, as stipulated in the Deed of Statement of Decision
Saham No. 53 tanggal 24 Desember 2021 yang merupakan of the General Meeting of Shareholders No. 53 dated
pengalihan penugasan dari jabatan sebelumnya December 24, 2021. This appointment involves the transfer
sebagai Direktur Bisnis Perseroan (yang diangkat pada of duties from the previous position as the Company’s
RUPS Tahunan tanggal 27 Mei 2021 berdasarkan Akta Director of Business (appointed at the Annual General
Pernyataan Keputusan Rapat Umum Pemegang Saham No. Meeting of Shareholders on May 27, 2021, as stipulated in
18 tanggal 04 Juni 2021) the Deed of Statement of Decision of the General Meeting of
Shareholders No. 18 dated June 4, 2021)
Periode Menjabat Term of Office
Periode menjabat sejak 27 Mei 2021 sampai dengan Term of office is from May 27, 2021 until closing of Annual
penutupan RUPS Tahunan Tahun 2026 (periode pertama) GMS Year 2026 (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
-
Lainnya: Other:
- -
Riwayat Jabatan Career Experience
• Direktur Bisnis PT Jasa Marga (Persero) Tbk (2021) • Director of Business of PT Jasa Marga (Persero) Tbk (2021)
• Corporate Secretary PT Jasa Marga (Persero) Tbk • Corporate Secretary of PT Jasa Marga (Persero) Tbk
(2017-2021) (2017-2021)
Riwayat Pendidikan Educational Background
• S2 Teknik Pengelolaan Jaringan Jalan dari Universitas • Master’s Degree of Road Network Management
Parahyangan Bandung Kerjasama dengan Kementerian Engineering from Parahyangan University Bandung in
Pekerjaan Umum dan Perumahan Rakyat (2009) collaboration with the Ministry of Public Works and Public
Housing (2009)
• S1 Teknik Sipil dan Perencanaan dari Insititut Teknologi • Bachelor’s degree of Civil Engineering from Bandung
Bandung (1995) Institute of Technology (1995)
Kepemilikan Saham JSMR Share Ownership in JSMR
549.600 lembar saham (0,0075725%) 549,600 shares (0.0075725%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 139
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pramitha Wulanjani
Direktur Keuangan dan Manajemen Risiko
Director of Finance and Risk Management
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
37 tahun 37 years old
Riwayat Penunjukan Appointment History
Diangkat menjadi Direktur Keuangan dan Manajemen Appointed as Director of Finance and Risk Management at
Risiko pada RUPS Luar Biasa pada tanggal 08 Februari the Extraordinary General Meeting of Shareholders dated
2023 berdasarkan Akta Pernyataan Keputusan Rapat February 08, 2023, as stipulated in the Deed of Statement
Umum Pemegang Saham No. 30 tanggal 14 Februari 2023 of Decision of the General Meeting of Shareholders No. 30
dated February 14, 2023
Periode Menjabat Term of Office
Periode Menjabat sejak 08 Februari 2023 sampai dengan Term of office is from February 08, 2023 until closing of
penutupan RUPS Tahunan Tahun 2028 (periode pertama) Annual GMS Year 2028 (first period)
Jabatan Rangkap Concurrent Positions
Pada Perusahaan Terbuka: Publicly Listed Company:
- -
Lainnya: Other:
- -
Riwayat Jabatan Career Experience
• Direktur Keuangan PT Jasamarga Transjawa Tol • Director of Finance of PT Jasamarga Transjawa Tol
(2022-2023) (2022-2023)
• Direktur Keuangan PT Jasamarga Tollroad Operator • Director of Finance of PT Jasamarga Tollroad Operator
(2021-2022) (2021-2022)
Riwayat Pendidikan Educational Background
S1 Akuntansi dari Universitas Gadjah Mada (2008) Bachelor’s degree of Accounting from Gadjah Mada
University (2008)
Kepemilikan Saham JSMR Share Ownership in JSMR
289.200 lembar saham (0,0039846%) 289,200 shares (0.0039846%)
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
140 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Profil Komite Audit
Profile of the Audit Committee
Pada tahun 2024, terdapat perubahan komposisi Komite In 2024, there was a change in the composition of the
Audit Perseroan sesuai dengan Keputusan Dewan Komisaris Company’s Audit Committee pursuant to the Board of
No. KEP-150/IX/2024 tanggal 24 September 2024. Dengan Commissioners’ Decision No. KEP-150/IX/2024 dated
demikian komposisi Komite Audit Perseroan hingga 31 September 24, 2024. Therefore, the composition of the
Desember 2024 adalah sebagai berikut: Company’s Audit Committee as of December 31, 2024, is as
follows:
Chandra Wijaya
Ketua Komite Audit
Chairman of the Audit Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
55 tahun 55 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Ketua Komite Audit sejak 07 Maret 2023 Appointed as Chairman of the Audit Committee since March
berdasarkan Keputusan Dewan Komisaris Jasa Marga No. 7, 2023 based on Decision of the Board of Commissioners of
KEP-029/III/2023 Jasa Marga No. KEP-029/III/2023
Periode Menjabat Term of Office
Sejak 07 Maret 2023 sampai berakhirnya masa jabatan Since March 7, 2023 until the end of terms as Independent
sebagai Komisaris Independen PT Jasa Marga (Persero) Tbk Commissioner of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris
Full profile is available in the Board of Commissioners Profile section
Seppalga Ahmad
Anggota Komite Audit
Member of the Audit Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
53 tahun 53 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Ketua Komite Audit sejak 07 Maret 2023 Appointed as Member of the Audit Committee since March
berdasarkan Keputusan Dewan Komisaris Jasa Marga No. 7, 2023 based on Decision of the Board of Commissioners of
KEP-029/III/2023 Jasa Marga No. KEP-029/III/2023
Periode Menjabat Term of Office
Sejak 07 Maret 2023 sampai berakhirnya masa jabatan Since March 7, 2023 until the end of terms as Independent
sebagai Komisaris Independen PT Jasa Marga (Persero) Tbk Commissioner of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris
Full profile is available in the Board of Commissioners Profile section
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 141
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Siti Purnama Rizki
Anggota Komite Audit
Member of the Audit Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
36 tahun 36 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Anggota Komite Audit sejak 02 Oktober 2023 Appointed as Member of the Audit Committee since October
berdasarkan Keputusan Dewan Komisaris No. KEP- 2, 2023 based on Decision of the Board of Commissioners of
125/X/2023 Jasa Marga No. KEP-125/X/2023
Periode Menjabat Term of Office
Sejak 02 Oktober 2023 sampai dengan 01 Oktober 2026 Since October 2, 2023 until October 1, 2026
Jabatan Rangkap Concurrent Positions
Tidak memiliki jabatan rangkap Does not hold concurrent positions
Riwayat Jabatan Career Experience
• Komite Audit BPJS Kesehatan (2020-2022) • Audit Committee of BPJS Kesehatan (2020-2022)
• Assistant Manager Audit Deloitte Indonesia • Assistant Manager Audit Deloitte Indonesia (2018-2019)
(2018-2019)
Riwayat Pendidikan Educational Background
• Sarjana Akuntansi Sekolah Tinggi Ilmu Ekonomi dan • Bachelor’s Degree of Accounting from The Indonesian
Perbankan Indonesia (2010) School of Economics and Banking (2010)
• Magister Akuntansi Universitas Indonesia (2015) • Master’s Degree of Accounting from University of
Indonesia (2015)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Does not own the Company’s shares at the beginning and the
tahun buku end of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Profil Komite Nominasi dan Remunerasi
Profile of the Nomination and Remuneration Committee
Hingga akhir 31 Desember 2024, tidak terdapat perubahan As of December 31, 2024, there were no changes in the
komposisi Komite Nominasi dan Remunerasi Perseroan. composition of the Company’s Nomination and Remuneration
Dengan demikian, komposisi Komite Nominasi dan Remunerasi Committee. Therefore, the composition of the Nomination
hingga 31 Desember 2024 adalah sebagai berikut: and Remuneration Committee as of December 31, 2024, is as
follows:
Marsetio
Ketua Komite Nominasi dan Remunerasi
Chairman of the Nomination and Remuneration Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
68 tahun 68 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Ketua Komite Nominasi dan Remunerasi sejak 07 Appointed as the Chairman of the Nomination and
Maret 2023 berdasarkan Keputusan Dewan Komisaris Jasa Remuneration Committee since March 7, 2023, based on the
Marga No. KEP-028/III/2023 Decision of the Board of Commissioners of Jasa Marga No.
KEP-028/III/2023
Periode Menjabat Term of Office
Sejak 07 Maret 2023 sampai berakhirnya masa jabatan Since March 7, 2023 until the end of terms as Independent
sebagai Komisaris Independen PT Jasa Marga (Persero) Tbk Commissioner of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris
Full profile is available in the Board of Commissioners Profile section
Raja Erizman
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
62 tahun 62 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Anggota Komite Nominasi dan Remunerasi sejak Appointed as Member of Nomination and Remuneration
14 September 2021 berdasarkan Keputusan Dewan Committee since September 14, 2021 pursuant to Decision
Komisaris Jasa Marga No. KEP-074/IX/2021 of the Board of Commissioners of Jasa Marga No. KEP-074/
IXI/2021
Periode Menjabat Term of Office
Sejak 14 September 2021 sampai berakhirnya masa Since September 14, 2021 until the end of terms as
jabatan sebagai Komisaris PT Jasa Marga (Persero) Tbk Commissioner of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris
Full profile is available in the Board of Commissioners Profile section
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 143
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Chitra Mardi Rahayuningsih
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
66 tahun 66 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Anggota Komite Nominasi dan Remunerasi sejak Remuneration Committee since July 1, 2020 pursuant
01 Juli 2020 berdasarkan Keputusan Dewan Komisaris to Decision of the Board of Commissioners No. KEP-83/
No. KEP-83/VII/2020 dan diangkat Kembali berdasarkan VII/2020 and reappointed pursuant to the Decision of the
Keputusan Dewan Komisaris No. KEP-059/VII/2022 Board of Commissioners No. KEP-059/VII/2022
Periode Menjabat Term of Office
Sejak 1 Juli 2020 sampai dengan 30 Juni 2024 Since July 1, 2020 until June 30, 2024
Jabatan Rangkap Concurrent Positions
Tidak memiliki jabatan rangkap Does not hold concurrent positions
Riwayat Jabatan Career Experience
• Kepala Pusat Penilaian Kompetensi dan Pemantauan • Head of Competency Assessment and Performance
Kinerja, BPSDM, Kementerian PUPR (2015-2019) Monitoring Center, BPSDM, Ministry of Public Works and
Housing (2015-2019)
• Kepala Bidang Kompetensi dan Evaluasi, Sekretariat • Head of Competency and Evaluation Department,
Jenderal, Kementerian PUPR (2011-2015) Secretariat General, Ministry of Public Works and Housing
(2011-2015)
Riwayat Pendidikan Educational Background
• S2 Manajemen dari STIE IPWI Jakarta (1997) • Master’s Degree of Management from STIE IPWI, Jakarta
(1997)
• S1 Teknik Sipil dari Universitas Sebelas Maret Solo • Bachelor’s Degree of Civil Engineering from Sebelas Maret
(1984) University, Solo (1984)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Does not own the Company’s shares at the beginning and
tahun buku end of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Dewa Aji Ariwanto
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Depok Depok
Usia per 31 Desember 2024 Age per December 31, 2024
43 tahun 43 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Anggota Komite Nominasi dan Remunerasi sejak Remuneration Committee since August 14, 2024 pursuant
14 Agustus 2024 berdasarkan Keputusan Dewan Komisaris to Decision of the Board of Commissioners No. KEP-127/
No. KEP-127/VIII/2024 VIII/2024
Periode Menjabat Term of Office
Sejak 14 Agustus 2024 sampai dengan 14 Februari 2025 Since August 14, 2024 until February 14, 2025
Jabatan Rangkap Concurrent Positions
Kepala Bagian Administrasi Pengelolaan dan Perencanaan Head of Administration Section for Management and
Pegawai, Biro Kepegawaian, Organisasi, dan Tata Laksana, Planning of Personnel, Bureau of Personnel, Organization,
Sekretariat Jenderal, Kementerian Pekerjaan Umum (2020- and Administration of the Secretariat General, Ministry of
2024) Public Works (2020-2024)
Riwayat Jabatan Career Experience
Kepala Bagian Pembinaan Pegawai, Biro Kepegawaian, Head of Personnel Development Section, Bureau of
Organisasi, dan Tata Laksana, Sekretariat Jenderal, Personnel, Organization, and Administration, Secretariat
Kementerian Pekerjaan Umum dan Perumahan Rakyat General, Ministry of Public Works and Public Housing (2019-
(2019-2020) 2020)
Riwayat Pendidikan Educational Background
• S2 Magister Sains Ekonomi, Universitas Indonesia • Master’s degree of Economic Science from University of
(2012) Indonesia (2012)
• S2 Development Studies, Erasmus Universiteit • Master’s degree of Development Studies from Erasmus
Rotterdam (2012) Universiteit Rotterdam (2012)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Does not own the Company’s shares at the beginning and
tahun buku end of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Profil Komite Risiko dan Hukum
Profile of the Risk and Legal Committee
Hingga akhir 31 Desember 2024, tidak terdapat perubahan As of December 31, 2024, there were no changes in the
komposisi Komite Risiko dan Hukum Perseroan. Dengan composition of the Company’s Risk and Legal Committee.
demikian, komposisi Komite Risiko dan Hukum hingga 31 Therefore, the composition of the Risk and Legal Committee
Desember 2024 adalah sebagai berikut: as of December 31, 2024, is as follows:
M. Roskanedi
Ketua Komite Risiko dan Hukum
Chairman of the Risk and Legal Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bogor Bogor
Usia per 31 Desember 2024 Age per December 31, 2024
63 tahun 63 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Ketua Komite Risiko dan Hukum sejak 14 Appointed as Chairman of Risk and Legal Committee since
September 2021 berdasarkan Keputusan Dewan Komisaris September 14, 2021 pursuant to Decision of the Board of
Jasa Marga No. KEP-073/IX/2021 Commissioners of Jasa Marga No. KEP-073/IX/2021
Periode Menjabat Term of Office
Sejak 14 September 2021 sampai berakhirnya masa Since September 14, 2021 until the end of terms as
jabatan sebagai Komisaris PT Jasa Marga (Persero) Tbk Commissioner of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris
Full profile is available in the Board of Commissioners Profile section
Abdul Rachman
Anggota Komite Risiko dan Hukum
Member of the Risk and Legal Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bandung Bandung
Usia per 31 Desember 2024 Age per December 31, 2024
70 tahun 70 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Anggota Komite Risiko dan Hukum sejak 07 Maret Appointed as Chairman of Risk and Legal Committee since
2023 berdasarkan Keputusan Dewan Komisaris Jasa Marga March 7, 2023 pursuant to the Decision of the Board of
No. KEP-027/III/2023 Commissioners of Jasa Marga No. KEP-027/III/2023
Periode Menjabat Term of Office
Sejak 07 Maret 2023 sampai berakhirnya masa jabatan Since March 7, 2023 until the end of terms as Independent
sebagai Komisaris Independen PT Jasa Marga (Persero) Tbk Commissioner of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris
Full profile is available in the Board of Commissioners Profile section
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tjahjanto Budisatrio
Anggota Komite Risiko dan Hukum
Member of the Risk and Legal Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Tangerang Tangerang
Usia per 31 Desember 2024 Age per December 31, 2024
59 tahun 59 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Anggota Komite Risiko dan Hukum sejak 01 Juli Appointed as Member of Risk and Legal Committee since
2020 berdasarkan Keputusan Dewan Komisaris No. KEP- July 1, 2020 pursuant to the Decision of the Board of
84/VII/2020 dan diangkat kembali berdasarkan Keputusan Commissioners No. KEP-84/VII/2020 and reappointed
Dewan Komisaris No. KEP-042/V/2022 pursuant to the Decision of the Board of Commissioners No.
KEP-042/V/2022
Periode Menjabat Term of Office
Sejak 1 Juli 2020 sampai dengan 9 Maret 2025 Since July 1, 2020 until March 9, 2025
Jabatan Rangkap Concurrent Positions
Dosen Fakultas Ekonomi dan Bisnis Universitas Indonesia Lecturer at the Faculty of Economics and Business, University
(1992-sekarang) of Indonesia (since 1992)
Riwayat Jabatan Career Experience
• Anggota Komite Pengawasan Manajemen Risiko PT • Member of PT Pelindo II (Persero) Risk Management
Pelindo II (Persero) (2012-2017) Oversight Committee (2012-2017)
• Anggota Komite Audit PT PGN (Persero) Tbk (2006- • Member of PT PGN (Persero) Tbk Audit Committee
2012) (2006-2012)
Riwayat Pendidikan Educational Background
• Kandidat Doktor di bidang Ekonomi dari Universitas • Ph.D. Candidate of Economics from University of Indonesia
Indonesia (2011) (2011)
• S2 Ekonomi dari The Australian National University • Master’s degree of Economics from the Australian National
(1999) University (1999)
• S1 Ekonomi dari Universitas Indonesia (1990) • Bachelor’s degree of Economics from University of
Indonesia (1990)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Does not own the Company’s shares at the beginning and
tahun buku end of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Iqbal Tawakkal Pasaribu
Anggota Komite Risiko dan Hukum
Member of the Risk and Legal Committee
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
39 tahun 39 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Anggota Komite Risiko dan Hukum sejak 13 Juli Appointed as Member of Risk and Legal Committee since
2020 berdasarkan Keputusan Dewan Komisaris No. KEP- July 13, 2022 pursuant to the Decision of the Board of
82/VII/2020 dan diangkat Kembali berdasarkan Keputusan Commissioners No. KEP-82/VII/2020 and reappointed
Dewan Komisaris No. KEP-083/VII/2023 pursuant to the Decision of the Board of Commissioners No.
KEP-083/VII/2023
Periode Menjabat Term of Office
Sejak 13 Juli 2020 sampai dengan 30 Juni 2025 Since July 13, 2020 until June 30, 2025
Jabatan Rangkap Concurrent Positions
Profesi Advokat, Kurator Kepailitan dan Pengurus Professional Advocate, Bankruptcy Currator and Loan
Penundaan Kewajiban Pembayaran Utang Payment Obligation Postpone Officer
Riwayat Jabatan Career Experience
• Advokat & Associate pada Firma Hukum Sidin • Advocate & Associate at Sidin Constitution, A. Irmanputra
Constitution, A. Irmanputra Sidin & Associates Sidin & Associates Law Firm (2015- 2020)
(2015-2020)
• Advokat & Partner pada Law Office AWK & Partners • Advocate & Partner at AWK & Partners Law Office (2011-
(2011-2020) 2020)
Riwayat Pendidikan Educational Background
• Pendidikan Kurator dan Pengurus, Asosiasi Kurator dan • Training for Curator and Committee, Indonesia Curator and
Pengurus Indonesia (AKPI) (2014) Committee Association (AKPI) (2014)
• Pendidikan Khusus Profesi Advokat, Perhimpunan • Advocate Professional Special Training, Indonesia
Advokat Indonesia (PERADI) (2009) Advocate Association (PERADI) (2009)
• S1 Hukum dari Universitas Islam Bandung (2008) • Bachelor’s degree, Faculty of Law, Islam University,
Bandung (2008)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Does not own the Company’s shares at the beginning and
tahun buku end of the fiscal
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Profil Sekretaris Dewan Komisaris
Profile of the Board of Commissioners Secretary
Sukendar
Sekretaris Dewan Komisaris
Board of Commissioners Secretary
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
42 tahun 42 years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjadi Anggota Komite Risiko dan Hukum sejak 19 Appointed as Member of Risk and Legal Committee since
November 2024 berdasarkan Keputusan Dewan Komisaris November 19, 2024 pursuant to the Decision of the Board of
No. KEP-185/XI/2024 Commissioners No. KEP-185/XI/2024
Periode Menjabat Term of Office
Sejak 19 November 2024 sampai dengan 19 November Since November 19, 2024 until November 19, 2027
2027
Jabatan Rangkap Concurrent Positions
Koordinator UU1, Keasdepan Peraturan Perundang- Coordinator of Law 1, the Assitant Deputy for Legislation and
Undangan Kementerian BUMN Regulatory Affairs, the Ministry of SOEs
Riwayat Jabatan Career Experience
• Penata Kelola Perusahaan Negara Madya (2024 - • State Associate Corporate Governance Officer (2024 –
sekarang) present)
• Penata Kelola Perusahaan Negara Muda (2021 - 2024) • State Junior Corporate Governance Officer (2021 – 2024)
• Kepala Subbagian Bantuan Hukum I (2015 - 2020) • Head of Legal Assistance Subdivision I (2015 – 2020)
Riwayat Pendidikan Educational Background
• S1 Hukum, Universitas Gadjah Mada (2006) • Bachelor’s degree of Law from Gadjah Mada University
• S2 Magister Hukum, Universitas Indonesia (2018) (2006)
• Master’s degree of Law from University of Indonesia
(2018)
Kepemilikan Saham JSMR Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir Does not own the Company’s shares at the beginning and
tahun buku end of the fiscal year
Hubungan Afiliasi Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board of
Dewan Komisaris lainnya, pemegang saham utama, dan Commissioners, major shareholders, and controllers either
pengendali baik langsung maupun tidak langsung sampai directly or indirectly to individual owners
kepada pemilik individu
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pejabat Eksekutif
Executive Management
Ari Wibowo
Corporate Secretary & Chief Administration Officer
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
53 tahun 53 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Marga Lingkar Jakarta (2020-2025) • President Director of PT Marga Lingkar Jakarta (2020-2025)
• Direktur Utama PT Jasamarga Solo Ngawi (2019-2020) • President Director of PT Jasamarga Solo Ngawi (2019-2020)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Katolik Parahyangan (1996) • Bachelor’s degree of Civil Engineering from Katolik Parahyangan
University (1995)
• S2 Teknik Sipil, Universitas Katolik Parahyangan (2011) • Master’s Degree of Civil Engineering from Katolik Parahyangan University
(2011)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 002/AA.P-6A/2025 tanggal 13 Januari 2025 Decision of the Board of Directors No. 002/AA.P-6A/2025 dated January 13,
2025
Agung Laksana Pranata
Internal Audit Senior Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
37 tahun 37 years old
Riwayat Jabatan Career Experience
• Legal & Compliance Group Head (2019-2022) • Legal & Compliance Group Head (2019-2022)
• Human Capital Development Advisor (2022-2023) • Human Capital Development Advisor (2022-2023)
Riwayat Pendidikan Educational Background
• S1 Hukum, Universitas Indonesia (2009) • Bachelor’s degree of Law at University of Indonesia (2005)
• S2 Hukum, The University of Queensland (2015) • Master’s degree of Law at University of Queensland (2015)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 034/AA.P-6A/2023 tanggal 25 Februari 2023 Decision of The Board of Directors No. 034/AA.P-6A/2023 dated February
25, 2023
Haning Pangastuty
Corporate Finance & Investor Relations Senior Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
37 tahun 37 years old
Riwayat Jabatan Career Experience
• Corporate Planning & Portfolio Management Group Head (2020-2022) • Corporate Planning & Portfolio Management Group Head (2020-2022)
• Portfolio Management Department Head, Corporate Planning & Portfolio • Portfolio Management Department Head, Corporate Planning & Portfolio
Management Group (2019-2020) Management Group (2019-2020)
Riwayat Pendidikan Educational Background
S1 Akuntansi, Universitas Indonesia (2009) Bachelor’s degree of Accounting from University of Indonesia (2009)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 076/AA.P-6A/2022 tanggal 11 April 2022 Decision of the Board of Directors No. 076/AA.P-6A/2022 dated April 11,
2022
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Lisye Octaviana
Corporate Communication & Community Development Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2023 Age per December 31, 2023
38 tahun 38 years old
Riwayat Jabatan Career Experience
• Business & Marketing Department Head PT Jasamarga Tollroad Operator • Business & Marketing Department Head PT Jasamarga Tollroad Operator
(2020-2022) (2020-2022)
• Senior Specialist Scholarship Jasamarga Learning Institute (2019-2020) • Senior Specialist Scholarship Jasamarga Learning Institute (2019-2020)
Riwayat Pendidikan Educational Background
• S1 Manajemen Komunikasi, Universitas Padjadjaran (2013) • Bachelor’s degree of Communication Management from Padjadjaran
• S2 Master of Business Administration, Australian National University University (2009)
(2020) • Master of Business Administration from Australian National University
(2020)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 110/AA.P-6A/2022 tanggal 30 Mei 2022 Decision of the Board of Directors No. 110/AA.P-6A/2022 dated May 30,
2022
Devi Lusyana
Risk and Quality Health, Safety, & Environment Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
39 tahun 39 years old
Riwayat Jabatan Career Experience
• Risk Management Department Head (2019-2022) • Risk Management Department Head (2019-2022)
• General Manager Keuangan & Administrasi PT Jasamarga Balikpapan • General Manager Keuangan & Administrasi of PT Jasamarga Balikpapan
Samarinda (2018-2019) Samarinda (2018-2019)
Riwayat Pendidikan Educational Background
• S1 Sarjana Ekonomi, Universitas Indonesia (2009) • Bachelor’s degree in Economics, University of Indonesia (2009)
• S2 Master of Finance & Investment, University of Edinburgh Business • Master’s degree of Finance & Investment, University of Edinburgh Business
School (2015) School (2015)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 040/AA.P6A/2022 tanggal 08 Maret 2022 Decision of the Board of Directors No. 040/AA.P-6A/2022 dated March 8,
2022
Syailendra Wisnu Wardhana
Legal and Compliance Group Head
Rangkap/ Concurrently Serving as Procurement & Fixed Asset Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
35 tahun 35 years old
Riwayat Jabatan Career Experience
• Litigation Department Head, Legal & Compliance Group (2019-2022) • Litigation Department Head, Legal & Compliance Group (2019-2022)
• Assistant Vice President Corporation an Legal Business, Legal and • Assistant Vice President Corporation an Legal Business, Legal and
Compliance Group (2019) Compliance Group (2019)
Riwayat Pendidikan Educational Background
S1 Ilmu Hukum, Universitas Sebelas Maret (2011) Bachelor’s degree of Law, Sebelas Maret University (2011)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 038/AA.P-6a/2023 Tanggal 27 Februari 2023 Decision of the Board of Directors No. 038/AA.P-6a/2023 dated February 27,
2023
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Aldrin Maulana
Business Development Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
36 tahun 36 years old
Riwayat Jabatan Career Experience
• Corporate Secretary & Legal Group Head PT Jasamarga Transjawa Tol • Corporate Secretary & Legal Group Head PT Jasamarga Transjawa Tol
(2022-2023) (2022-2023)
• Finance & Business Management Department Head PT Jasamarga • Finance & Business Management Department Head PT Jasamarga
Transjawa Tol (2022) Transjawa Tol (2022)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Institut Teknologi Bandung (2010) • Bachelor’s degree of Civil Engineering, Bandung Institute of Technology
(2010)
• S2 Manajemen, Universitas Indonesia (2023) • Master’s degree of Management, University of Indonesia (2023)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 004/AA.P-6A/2023 tanggal 16 Januari 2023 Decision of the Board of Directors No. 004/AA.P-6A/2023 dated January 16,
2023
Windharti Amelia
Human Capital Services Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Tangerang Tangerang
Usia per 31 Desember 2024 Age per December 31, 2024
38 tahun 38 years old
Riwayat Jabatan Career Experience
• Human Capital Development Group Head (2020-2023) • Human Capital Development Group Head (2020-2023)
• Senior Specialist PT Kereta Cepat Indonesia China (2019-2020) • Senior Specialist PT Kereta Cepat Indonesia China (2019-2020)
Riwayat Pendidikan Educational Background
• S1 Teknik Industri, Universitas Gadjah Mada (2008) • Bachelor’s degree of Industrial Engineering, Gadjah Mada University
(2008)
• S2 Manajemen Bisnis, Universitas Bina Nusantara (2022) • Master’s degree of Business Management, Bina Nusantara University
(2022)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 094/AA.P-6a/2023 Tanggal 06 Juni 2023 Decision of the Board of Directors No. 094/AA.P-6a/2023 dated June 6, 2023
Ricky Ricardo Sarael Benyamin
Accounting and Tax Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
41 tahun 41 years old
Riwayat Jabatan Career Experience
• Financial Accounting Department Head (2021-2022) • Financial Accounting Department Head (2021-2022)
• General Manager Keuangan PT Jasamarga Related Business (2020-2021) • General Manager Keuangan PT Jasamarga Related Business (2020-2021)
Riwayat Pendidikan Educational Background
S1 Akuntansi, Universitas Sumatera Utara (2007) Bachelor’s degree of Accounting, University of Sumatera Utara (2007)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 078/AA.P-6A/2022 tanggal 11 April 2022 Decision of the Board of Directors No. 078/AA.P-6A/2022 dated April 11,
2022
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Irawati Savitri
Jasa Marga Learning Institute Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bogor Bogor
Usia per 31 Desember 2024 Age per December 31, 2024
51 tahun 51 years old
Riwayat Jabatan Career Experience
• Learning Development Department Head Jasa Marga Learning Institute • Learning Development Department Head Jasa Marga Learning Institute
(2020) (2020)
• Toll Road Management School Department Head, Jasa Marga Learning • Toll Road Management School Department Head, Jasa Marga Learning
Instite (2019-2020) Instite (2019-2020)
Riwayat Pendidikan Educational Background
S1 Psikologi, Universitas Indonesia (1997) Bachelor’s degree of Psychology, University of Indonesia (1997)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi PT Jasa Marga (Persero) Tbk No. 201/AA.P-6a/2020 tanggal Decision of the Board of Directors No. 201/AA.P-6a/2020 dated September
24 September 2020 24, 2020
Atika Dara Prahita
Operation and Maintenance Management Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
39 tahun 39 years old
Riwayat Jabatan Career Experience
• Traffic System Department Head (2019-2021) • Traffic System Department Head (2019-2021)
• Traffic Management Department Head (2019) • Traffic Management Department Head (2019)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Universitas Diponegoro (2007) Bachelor’s degree of Civil Engineering, Diponegoro University (2007)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 030/AA.P-6a/2021 tanggal 09 Februari 2021 Decision of the Board of Directors No. 030/AA.P-6a/2021 dated February 9,
2021
Aprilizayanti Putri
Human Capital Development Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Depok Depok
Usia per 31 Desember 2024 Age per December 31, 2024
38 tahun 38 years old
Riwayat Jabatan Career Experience
• Strategic Transformation Group Head (2022-2023) • Strategic Transformation Group Head (2022-2023)
• Human Capital & General Affair Dept. Head Jasamarga Metropolitan • Human Capital & General Affair Dept. Head Jasamarga Metropolitan
Tollroad Regional Division (2020-2022) Tollroad Regional Division (2020-2022)
Riwayat Pendidikan Educational Background
• S1 Ilmu Administrasi Niaga, Universitas Indonesia (2008) • Bachelor’s degree of Business Administration, University of Indonesia
(2008)
• S2 Manajemen Bisnis, Binus University (2022) • Master’s degree of Business Management, Binus University (2022)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 093/AA.P-6a/2023 Tanggal 06 Juni 2023 Decision of the Board of Directors No. 093/AA.P-6a/2023 dated June 6, 2023
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Yuliana
Strategic Transformation Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
39 tahun 39 years old
Riwayat Jabatan Career Experience
• Risk Management Dept Head (2023) • Risk Management Dept Head (2023)
• General Manager Pengembangan Bisnis PT PSBI (2022) • General Manager Pengembangan Bisnis PT PSBI (2022)
Riwayat Pendidikan Educational Background
• S1 Manajemen, Universitas Indonesia (2009) • Bachelor’s degree in Management, University of Indonesia (2009)
• S2 Master of Business Administration Rotterdam School of Management • Master’s degree of Business Administration, Rotterdam School of
(2020) Management (2020)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 092/AA.P-6a/2023 tanggal 06 Juni 2023 Decision of the Board of Directors No. 092/AA.P-6a/2023 dated June 6, 2023
Gandes Aisyaharum
Information Technology Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
36 tahun 36 years old
Riwayat Jabatan Career Experience
• IT Planning & Development Department Head (2020) • IT Planning & Development Department Head (2020)
• Assistant Vice President IT Planning & Development (2018) • Assistant Vice President IT Planning & Development (2018)
Riwayat Pendidikan Educational Background
• S1 Teknik Elektro, Universitas Gadjah Mada (2009) • Bachelor’s degree of Electrical Engineering, Gadjah Mada University (2008)
• S2 Business Analytic, The University of Edinburgh (2019) • Master’s degree of Business Analytic, University of Edinburgh (2019)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 160/AA.P-6A/2020 tanggal 25 Agustus 2020 Decision of the Board of Directors No. 160/AA.P-6A/2020 dated August 25,
2020
Trias Andriyanto
Corporate Planning & Portfolio Management Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bandung Barat West Bandung
Usia per 31 Desember 2024 Age per December 31, 2024
40 tahun 40 years old
Riwayat Jabatan Career Experience
• Accounting and Tax Group Head (2021-2022) • Accounting and Tax Group Head (2021-2022)
• Financial Accounting Department Head (2019-2021) • Financial Accounting Department Head (2019-2021)
Riwayat Pendidikan Educational Background
• S1 Akuntansi, Universitas Padjajaran (2011) • Bachelor’s degree of Accounting, Padjadjaran University (2011)
• S2 Manajemen, Universitas Indonesia (2023) • Master’s degree of Management, University of Indonesia (2023)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 077/AA.P-6A/2022 tanggal 11 April 2022 Decision of the Board of Directors No. 077/AA.P-6A/2022 dated April 11,
2022
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
George I.M.P Manurung
Engineering Planning Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
53 tahun 53 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Jalanlayang Cikampek (2021-2022) • President Director of PT Jasamarga Jalanlayang Cikampek (2021-2022)
• Direktur Utama PT Jasamarga Manado Bitung (2016-2021) • President Director of PT Jasamarga Manado Bitung (2016-2021)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Institut Teknologi Bandung (2001) • Bachelor’s Degree of Civil Engineering, Bandung Institute of Technology
(2001)
• S2 Business & Technology, University of New South Wales, Australia (2002) • Masters in Business & Technology, University of New South Wales,
Australia (2002)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 014/AA.P-6A/2022 tanggal 09 Maret 2022 Decision of the Board of Directors No. 014/AA.P-6A/2022 dated March 9,
2022
Tyas Pramoda Wardhani
Jasamarga Nusantara Tollroad Regional Division Senior General Manager
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
37 tahun 37 years old
Riwayat Jabatan Career Experience
• Pjs. Concession Business Planning Group Head (2022) • Pjs. Concession Business Planning Group Head (2022)
• Corporate Planning & Finance Group Head PT Jasamarga Transjawa Tol • Corporate Planning & Finance Group Head PT Jasamarga Transjawa Tol
(2022) (2022)
Riwayat Pendidikan Educational Background
S1 Akuntansi, Universitas Indonesia (2011) Bachelor’s degree of Accounting, University of Indonesia (2011)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 266/AA.P-6a/2022 tanggal 25 November 2022 Decision of the Board of Directors No. 266/AA.P-6a/2022 dated November
25, 2022
Widiyatmiko Nursejati
Jasamarga Metropolitan Tollroad Regional Division Head
Rangkap/ Concurrently Serving as Plt Direktur Utama Marga Lingkar Jakarta
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Yogyakarta Yogyakarta
Usia per 31 Desember 2024 Age per December 31, 2024
38 tahun 38 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Surabaya Mojokerto (2021-2022) • President Director of PT Jasamarga Surabaya Mojokerto (2021-2022)
• General Manager Office 1 RTT (2020-2021) • General Manager Office 1 RTT (2020-2021)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Universitas Indonesia (2009) Bachelor’s degree of Civil Engineering, University of Indonesia (2009)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 270/AA.P-6a/2022 tanggal 22 November 2022 Decision of the Board of Directors No. 270/EA.P-6A/2022 dated December
1, 2022
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Rudi Kurniadi
Direktur Utama | President Director
PT Jasamarga Transjawa Toll
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bogor Bogor
Usia per 31 Desember 2024 Age per December 31, 2024
56 tahun 56 years old
Riwayat Jabatan Career Experience
• Corporate Planning & Portfolio Management Group Head (2019-2020) • Corporate Planning & Portfolio Management Group Head (2019-2020)
• Direktur Keuangan PT Jasamarga Probolinggo Banyuwangi (2016-2018) • Direktur Keuangan PT Jasamarga Probolinggo Banyuwangi (2016-2018)
Riwayat Pendidikan Educational Background
• S1 Akuntansi, Universitas Padjajaran (1993) • Bachelor’s degree in Accounting, Padjadjaran University (1993)
• S2 Applied Finance, University of Melbourne (2001) • Master’s degree in Applied Finance, University of Melbourne (2001)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 069/AA.P-6A/2020 tanggal 1 April 2020 Decision of the Board of Directors No. 069/AA.P-6A/2020 dated April 1, 2020
Rini Irawaty
Direktur Utama | President Director
PT Jasamarga Kunciran Cengkareng
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
46 tahun 46 years old
Riwayat Jabatan Career Experience
• Direktur Teknik & Operasi PT Jasamarga Kunciran Cengkareng (2021-2022) • Director of Engineering & Operations of PT Jasamarga Kunciran
Cengkareng (2021-2022)
• Direktur Teknik & Operasi PT Marga Trans Nusantara (2021) • Director of Engineering & Operations of PT Marga Trans Nusantara (2021)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Universitas Pancasila (2003) Bachelor’s degree of Civil Engineering, Pancasila University (2003)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 004/AA.P6A/2022 tanggal 5 Januari 2022 Decision of The Board of Directors No. 004/AA.P6A/2022 dated January 5,
2022
Oemi Vierta Moerdika
Direktur Utama | President Director
PT Marga Trans Nusantara
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
49 tahun 49 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Jogja Bawen (2022) • President Director of PT Jasamarga Jogja Bawen (2022)
• Direktur Teknik PT Jasamarga Jogja Bawen (2021-2022) • Director of Engineering of PT Jasamarga Jogja Bawen (2021-2022)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Khatolik Parahyangan (1997) • Bachelor’s Degree of Civil Engineering, Parahyangan Catholic University
(1997)
• S2 Sistem dan Teknik Jalanraya, Institut Teknologi Bandung (2002) • Master’s Degree of Highway Systems and Engineering, Bandung Institute
of Technology (2002)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 100/AA.P-6A/2022 tanggal 18 Mei 2022 Decision of the Board of Directors No. 100/AA.P-6A/2022 dated May 18,
2022
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Mirza Nurul Handayani
Direktur Utama | President Director
PT Cinere Serpong Jaya
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
44 tahun 44 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Jogja Bawen (2020-2021) • President Director of PT Jasamarga Jogja Bawen (2020-2021)
• Direktur Teknik PT Jasamarga Kunciran Cengkareng (2018-2020) • Director of Engineering of PT Jasamarga Kunciran Cengkareng (2018-2020)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Trisakti (2002) • Bachelor’s degree of Civil Engineering, Trisakti University (2002)
• S2 Teknik Sipil, Universitas Indonesia (2007) • Master’s degree of Civil Engineering, University of Indonesia (2007)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 152/AA.P-6A/2021 tanggal 03 September 2021 Decision of the Board of Directors No. 152/AA.P-6A/2021 dated September
3, 2021
Florysco Partogi Siahaan
Direktur Utama | President Director
PT Marga Sarana Jabar
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
54 tahun 54 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Manado Bitung (2022-2024) • President Director of PT Jasamarga Manado Bitung (2022-2024)
• Direktur Teknik & Operasi PT Marga Sarana Jabar (2019-2022) • Director of Engineering & Operations of PT Marga Sarana Jabar (2019-
2022)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Institut Teknologi Bandung (1994) Bachelor’s degree of Civil Engineering, Bandung Institute of Technology
(1994)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 113/AA.P-6a/2024 Tanggal 22 Juli 2024 Decision of the Board of Directors No. 113/AA.P-6a/2024 dated July 22, 2024
Hendri Taufik
Direktur Utama | President Director
PT Jasamarga Jalanlayang Cikampek
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
40 tahun 40 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Gempol Pasuruan (2022) • President Director of PT Jasamarga Gempol Pasuruan (2022)
• General Manager Office 3 RTT (2020-2022) • General Manager Office 3 RTT (2020-2022)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Universitas Lampung (2007) Bachelor’s degree of Civil Engineering, Lampung University (2007)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 268/AA.P-6a/2022 tanggal 22 November 2022 Decision of the Board of Directors No. 268/AA.P-6a/2022 dated November
22, 2022
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Nasrullah
Direktur Utama | President Director
PT Jasamarga Semarang Batang
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
39 tahun 39 years old
Riwayat Jabatan Career Experience
• Concession Business Planning Group Head (2022) • Concession Business Planning Group Head (2022)
• General Manager Representative Office 2 RMT (2020 – 2022) • General Manager Representative Office 2 RMT (2020 – 2022)
Riwayat Pendidikan Educational Background
• S1 Teknik Elektro, Universitas Gadjah Mada (2012) • Bachelor’s degree of Electrical Engineering, Gadjah Mada University (2012)
• S2 Business Administration, Universitas Gadjah Mada (2015) • Master’s degree of Business Administration, Gadjah Mada University (2015)
• S2 Master of Commerce, University of New South Wales, Australia (2018) • Master’s degree of Business Management, University of New South Wales,
Australia (2018)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 178/AA.P-6A/2022 tanggal 9 Agustus 2022 Decision of the Board of Directors No. 178/AA.P-6A/2022 dated August 9,
2022
Prajudi
Direktur Utama | President Director
PT Trans Marga Jateng
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Cimahi Cimahi
Usia per 31 Desember 2024 Age per December 31, 2024
56 tahun 56 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Semarang Batang (2020-2022) • President Director of PT Jasamarga Semarang Batang (2020-2022)
• General Manager Representative Office 2 RTT Palikanci (2020) • General Manager Representative Office 2 RTT Palikanci (2020)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Institut Teknologi Bandung (1992) Bachelor’s degree of Civil Engineering, Bandung Institute of Technology
(1992)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 179/AA.P-6A/2022 tanggal 09 Agustus 2022 Decision of the Board of Directors No. 178/AA.P-6A/2022 dated August 9,
2022
Mery Natacha Panjaitan
Direktur Utama | President Director
PT Jasamarga Solo Ngawi
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
50 tahun 50 years
Riwayat Jabatan Career Experience
• Direktur Keuangan dan Operasi PT Ismawa Trimitra (2021-2022) • Director of Finance & Operations PT Ismawa Trimitra (2021-2022)
• Procurement & Fix Asset Group Head (2019-2021) • Procurement & Fix Asset Group Head (2019-2021)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas HKBP Nommensen Medan (1998) • Bachelor’s degree of Civil Engineering, HKBP Nommensen University,
Medan (2002)
• S2 Teknik Sipil, Universitas Indonesia (2002) • Master’s degree of Civil Engineering, University of Indonesia (2004)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 213/AA.P-6A/2022 tanggal 29 Agustus 2022 Decision of the Board of Directors No. 213/AA.P-6A/2022 dated August 29,
2022
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Arie Irianto
Direktur Utama | President Director
PT Jasamarga Ngawi Kertosono Kediri
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
52 tahun 52 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Solo Ngawi (2021-2022) • President Director of PT Jasamarga Solo Ngawi (2021-2022)
• Direktur Utama PT Jasamarga Semarang Batang (2018-2020) • President Director of PT Jasamarga Semarang Batang (2018-2020)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Katolik Parahyangan (1995) • Bachelor’s degree of Civil Engineering, Parahyangan Catholic University
(1995)
• S2 Teknik Sipil, Universitas Indonesia (2005) • Master’s degree of Civil Engineering , University of Indonesia (2005)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 214/AA.P-6A/2022 tanggal 29 Agustus 2022 Decision of the Board of Directors No. 214/AA.P-6A/2022 dated August 29,
2022
Netty Renova
Direktur Utama | President Director
PT Jasamarga Pandaan Malang dan PT Jasamarga Pandaan Tol
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bogor Bogor
Usia per 31 Desember 2024 Age per December 31, 2024
51 tahun 51 years old
Riwayat Jabatan Career Experience
• Direktur Keuangan PT Jasamarga Semarang Batang (2019-2021) • Director of Finance of PT Jasamarga Semarang Batang (2019-2021)
• Procurement & Fix Asset Group Head (2019) • Procurement & Fix Asset Group Head (2019)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Gadjah Mada (1999) • Bachelor’s degree of Civil Engineering, Gadjah Mada University (1999)
• S2 Teknik Pembangunan Wilayah dan Kota, Universitas Diponegoro (2010) • Master’s degree of Urban and Regional Planning Engineering, Diponegoro
University (2010)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 107/AA.P-6a/2021 tanggal 11 Juni 2021 Decision of the Board of Directors No. 107/AA.P-6a/2021 dated June 11,
2021
D. Hari Pratama
Direktur Utama | President Director
PT Jasamarga Surabaya Mojokerto
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Malang Malang
Usia per 31 Desember 2024 Age per December 31, 2024
53 tahun 53 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Jalanlayang Cikampek (2020-2022) • President Director of PT Jasamarga Jalanlayang Cikampek (2020-2022)
• Direktur Utama PT Jasamarga Probolinggo Banyuwangi (2018-2020) • President Director of PT Jasamarga Probolinggo Banyuwangi (2018-2020)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Institut Teknologi Sepuluh November (1995) • Bachelor’s degree of Civil Engineering, Sepuluh Nopember Institute of
Technology (1995)
S2 Build Environment and Engineering, Queensland University of Technology, • Master’s degree of Build Environment and Engineering, Queensland
Australia (2000) University of Technology, Australia (2000)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 269/AA.P-6a/2022 tanggal 22 November 2022 Decision of the Board of Directors No. 269/AA.P-6a/2022 dated November
22, 2022
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Muhammad Taufik Akbar
Direktur Utama | President Director
PT Jasamarga Gempol Pasuruan
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
38 tahun 38 years old
Riwayat Jabatan Career Experience
• Direktur Teknik PT Marga Trans Nusantara (2022) • Director of Engineering of PT Marga Trans Nusantara (2022)
• General Manager Office 1 RTT (2021-2022) • General Manager Office 1 RTT (2021-2022)
Riwayat Pendidikan Educational Background
• S1 Teknik Industri, Universitas Gadjah Mada (2008) • Bachelor’s degree of Industrial Engineering, Gadjah Mada University
(2008)
• S2 Manajemen, Sekolah Tinggi Manajemen PPM (2020) • Master’s degree of Management, PPM School of Management (2020)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 267/AA.P-6a/2022 tanggal 22 November 2022 Decision of the Board of Directors No. 267/AA.P-6a/2022 dated November
22, 2022
Thomas Dwiatmanto
Direktur Utama | President Director
PT Jasamarga Kualanamu Tol
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Medan Medan
Usia per 31 Desember 2024 Age per December 31, 2024
49 tahun 49 years old
Riwayat Jabatan Career Experience
• General Manager Representative Office 3 RMT (2020-2022) • General Manager Representative Office 3 RMT (2020-2022)
• Senior Specialist PT Jasamarga Tollroad Operator (2020) • Senior Specialist PT Jasamarga Tollroad Operator (2020)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Sekolah Tinggi Teknologi Jakarta (2000) Bachelor’s degree of Civil Engineering, Sekolah Tinggi Teknologi Jakarta
(2000)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 215/AA.P-6a/2022 Tanggal 31 Agustus 2022 Decision of the Board of Directors No. 215/AA.P-6a/2022 dated August 31,
2022
I Ketut Adiputra Karang
Direktur Utama | President Director
PT Jasamarga Bali Tol
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Denpasar Denpasar
Usia per 31 Desember 2024 Age per December 31, 2024
34 tahun 34 years old
Riwayat Jabatan Career Experience
• Toll Collection Department Head, & Maintenance Management Group • Toll Collection Department Head, & Maintenance Management Group
(2019-2020) (2019-2020)
• Toll Collection System Development Divisi Operation Management (2016- • Toll Collection System Development Divisi Operation Management (2016-
2019) 2019)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Udayana (2011) • Bachelor’s degree of Civil Engineering, Udayana University (2011)
• S2 Teknik Sipil, Universitas Udayana (2024) • Master’s degree of Civil Engineering, Udayana University (2024)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 173/AA.P-6a/2020 tanggal 28 Agustus 2020 Decision of the Board of Directors No. 173/AA.P-6a/2020 dated August 28,
2020
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Muhammad Taufiq
Direktur Utama | President Director
PT Jasamarga Balikpapan Samarinda & PT Jasamarga Manado Bitung
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Kutai Kartanegara Kutai Kartanegara
Usia per 31 Desember 2024 Age per December 31, 2024
40 tahun 40 years old
Riwayat Jabatan Career Experience
• Direktur Teknik PT Jasamarga Akses Patimban (2023) • Director of Engineering of PT Jasamarga Akses Patimban (2023)
• Direktur Teknik PT Jasamarga Gempol Pasuruan (2022-2023) • Director of Engineering of PT Jasamarga Gempol Pasuruan (2022-2023)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Institut Teknologi Sepuluh Nopember (2008) Bachelor’s degree of Civil Engineering, Sepuluh Nopember Institute of
Technology (2008)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 168/AA.P-6a/2023 tanggal 23 Oktober 2023 Decision of the Board of Directors No. 168/AA.P-6a/2023 dated October 23,
2023
Charles Lendra
Direktur Utama | President Director
PT Jasamarga Japek Selatan
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bogor Bogor
Usia per 31 Desember 2024 Age per December 31, 2024
54 tahun 54 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Manado Bitung (2021-2022) • President Director of PT Jasamarga Manado Bitung (2021-2022)
• Direktur Utama PT Jasamarga Pandaan Malang (2020-2021) • President Director of PT Jasamarga Pandaan Malang (2020-2021)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Institut Teknologi Sepuluh November (1995) • Bachelor’s degree of Civil Engineering, Sepuluh Nopember Institute of
Technology (1995)
• S2 Teknik Perencanaan Wilayah dan Kota, Universitas Diponegoro, (2012) • Master’s degree of Urban and Regional Planning Engineering, Diponegoro
University (2012)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Dasar Hukum Pengangkatan Keputusan Direksi No. 013/AA.P-6a/2022 Decision of the Board of Directors No. 013/AA.P-6a/2022 dated March 9,
Tanggal 09 Maret 2022 2022
A.J. Dwi Winarsa
Direktur Utama | President Director
PT Jasamarga Jogja Bawen
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Yogyakarta Yogyakarta
Usia per 31 Desember 2024 Age per December 31, 2024
53 tahun 53 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Tollroad Operator (2021-2022) • President Director of PT Jasamarga Tollroad Operator (2021-2022)
• Direktur Utama PT Trans Marga Jateng (2020-2021) • President Director of PT Trans Marga Jateng (2020-2021)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Institut Teknologi Bandung (1996) • Bachelor’s degree of Civil Engineering, Bandung Institute of Technology
(1996)
• S2 Manajemen, Universitas Indonesia (2005) • Master’s degree of Management, University of Indonesia (2005)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 100/AA.P-6A/2022 tanggal 18 Mei 2022 Decision of the Board of Directors No. 100/AA.P-6A/2022 dated May 18,
2022
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Suchandra Paganda Hutabarat
Direktur Utama | President Director
PT Jasamarga Tollroad Maintenance
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
50 tahun 50 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Jogja Solo (2022-2024) • President Director of PT Jasamarga Jogja Solo (2022-2024)
• Direktur Operasi PT Jasamarga Tollroad Maintenaince (2021-2022) • Director of Operations PT Jasamarga Tollroad Maintenaince (2021-2022)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Krisnadwipayana (2000) • Bachelor’s degree of Civil Engineering, Krisnadwipayana University (2000)
• S2 Perancangan Wilayah & Tata Kota, Universitas Diponegoro (2010) • Master’s degree of Urban and Regional Planning Engineering, Diponegoro
University (2010)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 048/AA.P-6A/2024 tanggal 1 Maret 2024 Decision of the Board of Directors No. 048/AA.P-6A/2024 dated March 1,
2024
Adi Prasetyanto
Direktur Utama | President Director
PT Jasamarga Probolinggo Banyuwangi
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Semarang Semarang
Usia per 31 Desember 2024 Age per December 31, 2024
51 tahun 51 years old
Riwayat Jabatan Career Experience
• Information Technology Group Head (2019-2020) • Information Technology Group Head (2019-2020)
• Business Management Group Head (2019) • Business Management Group Head (2019)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Diponegoro (1996) • Bachelor’s degree of Civil Engineering, Diponegoro University (1996)
• S2 Manajemen Proyek, Universitas Indonesia (2003) • Master’s degree of Project Management, University of Indonesia (2003)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 152/AA.P-6A/2020 tanggal 24 Agustus 2020 Decision of the Board of Directors No. 152/AA.P-6A/2020 dated August 24,
2020
Victor Nazarenko Mahandre
Direktur Utama | President Director
PT Jasamarga Akses Patimban
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
40 tahun 40 years old
Riwayat Jabatan Career Experience
• Business Development Group Head (2022-2023) • Business Development Group Head (2022-2023)
• Toll Road Business Development Group Head (2020-2022) • Toll Road Business Development Group Head (2020-2022)
Riwayat Pendidikan Educational Background
S1 Teknik Sipil, Universitas Gajah Mada (2007) Bachelor’s degree of Civil Engineering, Gadjah Mada University (2007)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 005/AA.P-6aA/2023 Tanggal 16 Januari 2023 Decision of the Board of Directors No. 005/AA.P-6aA/2023 dated January
16, 2023
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Yoga Tri Anggoro
Direktur Utama | President Director
PT Jasamarga Tollroad Operator
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
38 tahun 38 years old
Riwayat Jabatan Career Experience
• Direktur Teknik & Operasi PT Jasamarga Tollroad Operator (2019-2022) • President Director of PT Jasamarga Tollroad Maintenance (2019-2024)
• General Manager Cabang Semarang (2018-2019) • Maintenance Group Head (2019)
Riwayat Pendidikan Educational Background
• S1 Teknik Industri, Universitas Gadjah Mada (2008) • Bachelor’s degree of Industrial Engineering, Gadjah Mada University (2008)
• S2 Magister Manajemen, Universitas Indonesia (2024) • Master’s degree of Management, University of Indonesia (2024)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 103/AA.P-6A/2022 tanggal 18 Mei 2022 Decision of the Board of Directors No. 047/AA.P-6A/2024 dated March 1,
2023
Rudy Hardiansyah
Direktur Utama | President Director
PT Jasamarga Jogja Solo
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bandung Bandung
Usia per 31 Desember 2024 Age per December 31, 2024
53 tahun 53 years old
Riwayat Jabatan Career Experience
• Direktur Utama PT Jasamarga Tollroad Maintenance (2019-2024) • President Director of PT Jasamarga Tollroad Maintenance (2019-2024)
• Maintenance Group Head (2019) • Maintenance Group Head (2019)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Institut Teknologi Bandung (1996) • Bachelor’s degree of Civil Engineering, Bandung Institute of Technology
(1996)
• S2 Magister Teknik Sipil, Universitas Katolik Parahyangan, (2010) • Master’s degree of Civil Engineering, Parahyangan Catholic University,
Bandung (2010)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 047/AA.P-6A/2024 tanggal 27 Februari 2024 Decision of the Board of Directors No. 047/AA.P-6A/2024 dated February
27, 2024
Hendra Gunawan
Pjs Direktur Utama | President Director
PT Jasamarga Related Busines
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
39 tahun 39 years old
Riwayat Jabatan Career Experience
• Direktur Keuangan Sumber Daya Manusia & Umum PT Jasamarga Related • Director of Finance, Human Resources & General Affairs at PT JMRB (2021–
Business (2021-Sekarang) Present)
• Direktur Keuangan PT Jasamarga Balikpapan Samarinda (2020-2021) • Director of Finance at PT Jasamarga Balikpapan Samarinda (2020–2021)
Riwayat Pendidikan Educational Background
• S1 Akuntansi, Universitas Gadjah Mada (2008) • Bachelor’s degree of Accounting, Gadjah Mada University (2008)
• S2 Manajemen, Universitas Indonesia (2023) • Master’s degree of Management, University of Indonesia (2023)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Rapat Umum Pemegang Saham PT JMRB Decision of the General Meeting of Shareholders of PT JMRB
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Moch. Alfi Muzakki
Direktur Utama | President Director
PT Jalantol Lingkarluar Jakarta
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Bekasi Bekasi
Usia per 31 Desember 2024 Age per December 31, 2024
32 tahun 32 years old
Riwayat Jabatan Career Experience
• Human Capital Support Department Head PT JMTO (2022-2024) • Human Capital Support Department Head PT JMTO (2022-2024)
• Human Capital Industrial Relation Section Head PT JMTO (2021-2022) • Human Capital Industrial Relation Section Head PT JMTO (2021-2022)
Riwayat Pendidikan Educational Background
• S1 Hukum, Universitas Brawijaya (2014) • Bachelor’s degree of Law, Brawijaya University (2014)
• S2 Hukum,Universitas Diponegoro (2018) • Master’s degree of Law, Diponegoro University (2018)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 031/AA.P-6A/2024 tanggal 1 Februari 2024 Decision of the Board of Directors No. 031/AA.P-6A/2024 dated February 1,
2024
Denny Chandra Irawan
Project Director
Rangkap/ Concurrently Serving as Concession Business Planning Group Head
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
41 tahun 41 years old
Riwayat Jabatan Career Experience
• Proyek Akses TOD Kereta Cepat Jakarta Bandung Project Director (2023) • Project Director of Proyek Akses TOD Kereta Cepat Jakarta Bandung (2023)
• Maintenance Senior Expert (2022-2023) • Maintenance Senior Expert (2022-2023)
Riwayat Pendidikan Educational Background
• S1 Teknik Sipil, Universitas Indonesia (2007) • Bachelor’s degree of Civil Engineering, University of Indonesia(2007)
• S2 Manajemen, Universitas Mercu Buana (2021) • Master’s degree of Management, Mercu Buana University (2021)
• S2 Manajemen, Universitas Indonesia (2023) • Master’s degree of Management, University of Indonesia (2023)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 062/AA.P-6a/2023 Tanggal 02 Mei 2023 Decision of the Board of Directors No. 062/AA.P-6a/2023 dated May 2, 2023
Nazaruddin
Direktur Utama | President Director
Dana Pensiun Jasamarga
Kewarganegaraan Nationality
Warga Negara Indonesia Indonesian
Domisili Domicile
Jakarta Jakarta
Usia per 31 Desember 2024 Age per December 31, 2024
60 tahun 60 years old
Riwayat Jabatan Career Experience
• Human Capital Services Advisor (2019) • Human Capital Services Advisor (2019)
• Vice President Human Capital Services (2018) • Vice President Human Capital Services (2018)
Riwayat Pendidikan Educational Background
S1 Ilmu Administrasi, STIA LAN RI Jakarta (1999) Bachelor’s degree of Administrative Science, STIA LAN RI Jakarta (1999)
Dasar Hukum Pengangkatan Legal Basis for Appointment
Keputusan Direksi No. 047/KPTS/2021 tanggal 30 April 2021 Decision of the Board of Directors No. 047/KPTS/2021 dated April 30, 2021
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Demografi Karyawan 2023-2024
Employee Demography 2023-2024
Jumlah Karyawan berdasarkan Tingkat Organisasi
Total Employees by Organization Level
Tabel Jumlah Karyawan berdasarkan Tingkat Organisasi Periode 2023-2024 (dalam satuan orang)
Table of Total Employee by Organization Level during 2023-2024 (in person)
2024 2023
Tingkat Organisasi
Organization Level Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
Manajemen Puncak
53 23 76 1,0 59 25 84 1,1
Top Management
Manajemen Madya
153 95 248 3,1 149 96 245 3,1
Middle Management
Manajemen Dasar
269 74 343 4,3 289 77 366 4,6
Basic Management
Pelaksana
5.983 1.269 7.252 91,6 5.985 1.269 7.254 91,3
Officers
Total 6.458 1.461 7.919 100,0 6.482 1.467 7.949 100,0
Keterangan/Notes:
Manajemen Puncak : Corporate Secretary & CAO, Senior Group Head, Group Head, Senior General Manager, Project Director, Direktur Anak Perusahaan, Advisor,
Top Management Senior Expert, Senior Auditor
Corporate Secretary & CAO, Senior Group Head, Group Head, Senior General Manager, Project Director, Subsidiaries Directors, Advisor,
Senior Expert, Senior Auditor
Manajemen Madya : Department Head, Senior Manager, Project Leader, Project Manager, Koordinator Area, Koordinator Bidang, Koordinator Program,
Middle Management Senior Specialist, Expert, Auditor
Department Head, Senior Manager, Project Leader, Project Manager, Area Coordinator, Field Coordinator, Coordinator Program,
Senior Specialist, Expert, Auditor
Manajemen Dasar : Section Head, Specialist, Junior Auditor, Senior Treasurer, Junior Expert
Basic Management
Pelaksana : Assistant, Treasurer, Senior Officer Treasurer, Senior Officer, Officer, Supervisor, Customer Service, Mobile Customer Service, Traffic Information
Officers Center Communicator, Rescue, Ambulance, Driver, Messenger
Jumlah Karyawan berdasarkan Tingkat Pendidikan
Total Employees by Education Level
Tabel Jumlah Karyawan berdasarkan Tingkat Pendidikan Periode 2023-2024 (dalam satuan orang)
Table of Total Employee by Education Level during 2023-2024 (in person)
2024 2023
Tingkat Pendidikan
Education Level Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
S3
- - - - - - - -
Doctoral Degree
S2
122 71 193 2,4 116 63 179 2,3
Master’s Degree
Sarjana dan Sederajat
1.772 603 2.375 30,0 1.658 545 2.203 27,7
Bachelor's Degree
Diploma
175 53 228 2,9 176 51 227 2,9
Diploma Degree
SLTA
4.389 734 5.123 64,7 4.532 808 5.340 67,2
Senior High School
Lainnya
- - - - - - - -
Others
Total 6.458 1.461 7.919 100,0 6.482 1.467 7.949 100,0
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Jumlah Karyawan berdasarkan Status Kepegawaian
Total Employees by Employment Status
Tabel Jumlah Karyawan berdasarkan Jenis Kelamin Periode 2023-2024 (dalam satuan orang)
Table of Total Employees by Gender during 2023-2024 (in person)
2024 2023
Status Kepegawaian
Employment Status Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
Karyawan Tetap
3.745 978 4.723 59,5 3.992 1.030 5.022 63,2
Permanent Employees
Karyawan Tidak Tetap (Kontrak)
Non-Permanent Employees 2.713 483 3.196 40,2 2.490 437 2.927 36,8
(Contract)
Trainee* 15 9 24 0,3 12 11 23 0,3
Total 6.473 1.470 7.943 100,0 6.494 1.478 7.972 100,0
Keterangan/Notes:
*) Trainee merupakan calon karyawan Perseroan dalam masa percobaan dengan status kepegawaian di luar karyawan tetap maupun karyawan tidak tetap/kontrak.
*) Trainee is the Company’s employee candidate under probation with the employment status of outside of permanent or contract employee.
Jumlah Karyawan berdasarkan Rentang Usia
Total Employees by Age Group
Tabel Jumlah Karyawan berdasarkan Rentang Usia Periode 2022-2023 (dalam satuan orang)
Table of Total Employee by Age Group during 2022-2023 (in person)
2024 2023
Rentang Usia
Age Group Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
20-24 1.298 253 1.551 19,6 1.209 239 1.448 18,2
25-29 1.138 288 1.426 18,0 1.197 339 1.536 19,3
30-34 1.495 430 1.925 24,3 1.455 371 1.826 23,0
35-39 669 134 803 10,1 596 98 694 8,7
40-44 279 53 332 4,2 279 70 349 4,4
45-49 605 170 775 9,8 743 198 941 11,8
50-54 819 96 915 11,6 844 109 953 12,0
>54 155 37 192 2,4 159 43 202 2,5
Total 6.458 1.461 7.919 100,0 6.482 1.467 7.949 100,0
Jumlah Karyawan berdasarkan Masa Kerja
Total Employees by Tenure
Tabel Jumlah Karyawan berdasarkan Masa Kerja Periode 2023-2024 (dalam satuan orang)
Table of Total Employee by Tenure during 2023-2024 (in person)
2024 2023
Masa Kerja (Tahun)
Tenure (Years) Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
<3 1.786 373 2.159 27.3 2.160 412 2.572 32,4
4-5 996 169 1.165 14.7 700 101 801 10,1
6-10 2.453 591 3.044 38.4 2.207 562 2.769 34,8
11-15 89 66 155 2 81 61 142 1,8
16-20 5 - 5 0.1 35 12 47 0,6
21-25 194 45 239 3.0 456 110 566 7,1
26-30 688 154 842 10.6 558 124 682 8,6
>30 247 63 310 3.9 285 85 370 4,7
Total 6.458 1.461 7.919 100.0 6.482 1.467 7.949 100,0
166 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 167
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Jumlah Karyawan Berdasarkan Jenis Kelamin
Total Employees by Gender
Tabel Jumlah Karyawan berdasarkan Jenis Kelamin Periode 2023-2024
(dalam satuan orang)
Table of Total Employees by Gender during 2023-2024 (in person)
Jenis Kelamin
2024 2023
Gender
Pria
6.458 6.482
Male
Wanita
1.461 1.467
Female
Total 7.919 7.949
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 167
Page 168
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pendidikan dan/atau Pelatihan Dewan
Komisaris, Direksi, Komite-Komite, Sekretaris
Perusahaan, Unit Audit Internal dan Unit
Manajemen Risiko
Education and/or Training for the Board of Commissioners,
Board of Directors, Committees, Corporate Secretary, Internal
Audit Unit, and Risk Management Unit
Pendidikan dan/atau pelatihan yang diikuti oleh Dewan The education and/or training attended by the Board of
Komisaris, Direksi, Komite-Komite, Sekretaris Perusahaan, Commissioners, Board of Directors, Committees, Corporate
Unit Audit Internal dan Unit Manajemen Risiko hingga 31 Secretary, Internal Audit Unit, and Risk Management Unit until
Desember 2024 adalah sebagai berikut: December 31, 2024, are as follows:
Pengembangan Kompetensi Dewan Komisaris
Board of Commissioners Competency Development
Tabel Pengembangan Kompetensi Dewan Komisaris
Table of the Board of Commissioners Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Mohammad Komisaris Utama Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Zainal Fatah President Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Commissioner Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Indonesia Maju" dan Launching Pedoman Anti- State Administrative
Fraud PT Jasa Marga (Persero) Tbk Affairs of the Republic
The 2024 World Anti-Corruption Day (Hakordia) of Indonesia
Seminar: "Strengthening the Commitment to Anti-
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Pelatihan dan Sertifikasi GRC Development 23 Juli 2024 PT Mediamadani
Initiative July 23, 2024
GRC Development Initiative Training and
Certification
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang Mandiri
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 (Sustain)
Marga (Persero) Tbk
Whistleblowing System (WBS) Terintegrasi antara
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa
Marga (Persero) Tbk
Raja Erizman Komisaris Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Commissioner Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Indonesia Maju" dan Launching Pedoman Anti- State Administrative
Fraud PT Jasa Marga (Persero) Tbk Affairs of the Republic
The 2024 World Anti-Corruption Day (Hakordia) of Indonesia
Seminar: "Strengthening the Commitment to Anti-
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Executive Program: Enhancing Corporate 13 September 2024 Lembaga Management
Performance Through Strategy and Structure September 13, 2024 Fakultas Ekonomi dan
Alignment Bisnis Universitas
Indonesia (LM FEB UI)
Management Institute,
Faculty of Economics
and Business,
Universitas Indonesia
(LM FEB UI)
168 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 169
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Dewan Komisaris
Table of the Board of Commissioners Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Raja Erizman Komisaris Pelatihan dan Sertifikasi GRC Development 23 Juli 2024 PT Mediamadani
Commissioner Initiative July 23, 2024
GRC Development Initiative Training and
Certification
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang Mandiri
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and
PT Jasa Marga (Persero) Tbk
M Roskanedi Komisaris Workshop Hukumonline 2024: "Menguasai 12 Desember 2024 Hukumonline
Commissioner Penyusunan dan Pemanfaatan Legal Due Diligence December 12, 2024
untuk Penataan Transaksi dan Risiko pada
Korporasi"
Hukumonline Workshop 2024: "Mastering the
Preparation and Utilization of Legal Due Diligence
for Transaction Structuring and Risk Management in
Corporations"
Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Indonesia Maju" dan Launching Pedoman Anti- State Administrative
Fraud PT Jasa Marga (Persero) Tbk Affairs of the Republic
The 2024 World Anti-Corruption Day (Hakordia) of Indonesia
Seminar: "Strengthening the Commitment to Anti-
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Executive Program: Enhancing Corporate 13 September 2024 Lembaga Management
Performance Through Strategy and Structure September 13, 2024 Fakultas Ekonomi dan
Alignment Bisnis Universitas
Indonesia (LM FEB UI)
Management Institute,
Faculty of Economics
and Business,
Universitas Indonesia
(LM FEB UI)
Pelatihan dan Sertifikasi GRC Development 23 Juli 2024 PT Mediamadani
Initiative July 23, 2024
GRC Development Initiative Training and
Certification
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang Mandiri
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and
PT Jasa Marga (Persero) Tbk
Abdul Rachman Komisaris Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Independen Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Independent Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Commissioner Indonesia Maju" dan Launching Pedoman Anti- State Administrative
Fraud PT Jasa Marga (Persero) Tbk Affairs of the Republic
The 2024 World Anti-Corruption Day (Hakordia) of Indonesia
Seminar: "Strengthening the Commitment to Anti-
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
SAK For Executive 22 Agustus 2024 Ikatan Akuntan
August 22, 2024 Indonesia (IAI)
Institute of Indonesia
Chartered Accountants
Seminar Penyelarasan Manajemen Risiko Level 5 08 Agustus 2024 Ikatan Akuntan
Level 5 Risk Management Alignment Seminar August 8, 2024 Indonesia (IAI)
Institute of Indonesia
Chartered Accountants
Leadership Series Workshop: Sistem Pengendalian 26 Juli 2024 PT Jasa Marga (Persero)
Internal dan Tata Kelola Terintegrasi Perusahaan July 26, 2024 Tbk
Leadership Series Workshop: Integrated Internal
Control System and Corporate Governance
Pelatihan dan Sertifikasi GRC Development 23 Juli 2024 PT Mediamadani
Initiative July 23, 2024
GRC Development Initiative Training and
Certification
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 169
Page 170
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Dewan Komisaris
Table of the Board of Commissioners Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Chandra Wijaya Komisaris Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Independen Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Independent Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Commissioner Indonesia Maju" dan Launching Pedoman Anti- State Administrative
Fraud PT Jasa Marga (Persero) Tbk Affairs of the Republic
The 2024 World Anti-Corruption Day (Hakordia) of Indonesia
Seminar: "Strengthening the Commitment to Anti-
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Workshop Konsepsi Business Judgment Rules & 12 November 2024 Indonesian Institute of
Kerugian Negara Serta Peran Dewan Komisaris November 12, 2024 Audit Committee (IKAI)
Dalam Sistem Hukum Indonesia
Workshop on the Concept of Business Judgment
Rules & State Losses and the Role of the Board of
Commissioners in the Indonesian Legal System
Pelatihan RPL RNA (Register Negara Akuntan) 01 Oktober 2024 Institut Akuntan Publik
RPL RNA Training (National Accountant Register) October 1, 2024 Indonesia (IAPI)
Indonesian Institute
of Certified Public
Accountants (IAPI)
Certified Risk Executive Leader (CREL) untuk BUMN/ 09 September 2024 Badan Pengawasan
BUMD dan BLU/BLUD September 9, 2024 Keuangan dan
Certified Risk Executive Leader (CREL) for State- Pembangunan (BPKP)
Owned Enterprises (BUMN), Regional-Owned Financial and
Enterprises (BUMD), and Public Service Agencies Development
(BLU/BLUD) Supervisory Agency
(BPKP)
Recognition of Prior Learning ACPA 26 Agustus 2024 Institut Akuntan Publik
August 26, 2024 Indonesia (IAPI)
Indonesian Institute
of Certified Public
Accountants (IAPI)
SAK For Executive 22 Agustus 2024 Ikatan Akuntan
August 22, 2024 Indonesia (IAI)
Institute of Indonesia
Chartered Accountants
Seminar Peran Strategis Komite Audit Dalam 01 Agustus 2024 Indonesian Institute of
Mewujudkan Ranah Siber yang Aman August 1, 2024 Audit Committee (IKAI)
Seminar on the Strategic Role of the Audit
Committee in Achieving a Secure Cyber Domain
Pelatihan dan Sertifikasi GRC Development 23 Juli 2024 PT Mediamadani
Initiative July 23, 2024
GRC Development Initiative Training and
Certification
Program Pathways to CA Indonesia Batch 2 04 Juli 2024 BUMN School of
July 4, 2024 Excellence (BSE)
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang Mandiri
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and
PT Jasa Marga (Persero) Tbk
Certification In Audit Committee Practices (CACP) 23 Januari 2024 Ikatan Komite Audit
Batch 38 Tahun 2024 January 23, 2024 Indonesia
Certification in Audit Committee Practices (CACP) Indonesian Audit
Batch 38, 2024 Committee Association
170 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 171
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Dewan Komisaris
Table of the Board of Commissioners Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Marsetio Komisaris Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Independen Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Independent Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Commissioner Indonesia Maju" dan Launching Pedoman Anti- State Administrative
Fraud PT Jasa Marga (Persero) Tbk Affairs of the Republic
The 2024 World Anti-Corruption Day (Hakordia) of Indonesia
Seminar: "Strengthening the Commitment to Anti-
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk.
Certified Risk Executive Leader (CREL) 19 November 2024 Badan Pengawasan
November 19, 2024 Keuangan dan
Pembangunan (BPKP)
Financial and
Development
Supervisory Agency
(BPKP)
Executive Program: Enhancing Corporate 13 September 2024 Lembaga Management
Performance Through Strategy and Structure September 13, 2024 Fakultas Ekonomi dan
Alignment Bisnis Universitas
Indonesia (LM FEB UI)
Management Institute,
Faculty of Economics
and Business,
Universitas Indonesia
(LM FEB UI)
SAK For Executive 22 Agustus 2024 Ikatan Akuntan
August 22, 2024 Indonesia (IAI)
Institute of Indonesia
Chartered Accountants
Seppalga Ahmad Komisaris Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Independen Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Independent Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Commissioner Indonesia Maju" dan Launching Pedoman Anti- State Administrative
Fraud PT Jasa Marga (Persero) Tbk Affairs of the Republic
The 2024 World Anti-Corruption Day (Hakordia) of Indonesia
Seminar: "Strengthening the Commitment to Anti-
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
SAK For Executive 22 Agustus 2024 Ikatan Akuntan
August 22, 2024 Indonesia (IAI)
Institute of Indonesia
Chartered Accountants
Pelatihan dan Sertifikasi GRC Development 23 Juli 2024 PT Mediamadani
Initiative July 23, 2024
GRC Development Initiative Training and
Certification
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang Mandiri
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and
PT Jasa Marga (Persero) Tbk
Certification In Audit Committee Practices (CACP) 05 Maret 2024 Indonesian Institute of
2024 Batch 39 March 5, 2024 Audit Committee
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 171
Page 172
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pengembangan Kompetensi Direksi
Board of Directors Competency Development
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Subakti Syukur Direktur Utama Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
President Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Director Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Indonesia Maju" dan Launching Pedoman Anti-Fraud State Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
The 2024 World Anti-Corruption Day (Hakordia) Republic of
Seminar: "Strengthening the Commitment to Anti- Indonesia
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024
Anti-Fraud Seminar within JM Group 2024:
"Implementation of Anti-Fraud Strategies"
Leadership Series Workshop: Sistem Pengendalian 26 Juli 2024 Abdul Rachman
Internal dan Tata Kelola Terintegrasi Perusahaan July 26, 2024 (Komisaris
Leadership Series Workshop: Integrated Internal Independen Jasa
Control System and Corporate Governance Marga)
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 Mandiri (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and PT
Jasa Marga (Persero) Tbk
Dwi Ary Purnomo
(Asisten Deputi
Executive Risk Summit 2024 Sustainable Risk
26 Juli 2024 Manajemen Risiko &
Management: Integrating Innovation for Long-Term
July 26, 2024 Kepatuhan KBUMN)
Resilience
& Bangkit Kuncoro
(Partner KAP EY)
Seminar Nasional “Alternatif Pembiayaan Himpunan
Infrastruktur Jalan Tol Menggunakan Skema Pengembangan Jalan
Pengelolaan Perolehan Peningkatan Nilai Kawasan Indonesia (HPJI)
(Land Value Capture/LVC) di Indonesia” 31 Juli 2024 Association of
National Seminar “Toll Road Infrastructure July 31, 2024 Indonesian Road
Alternative Financing through Enhancing of Land Development (HPJI)
Value Capture (LVC) Acquisition Management in
Indonesia”
Jasa Marga Executive Summit 25 Januari 2024 KTalents Asia
January 25, 2024
International Conference on Management, Marketing 18 Januari 2024 Science Net (SN)
and Finance (ICMMF-2024) January 18, 2024 Singapore
Bagus Cahya Direktur Human Whistleblowing System (WBS) Terintegrasi antara 11 Desember 2024 PT Mitra Juang
Arinta B. Capital & Komisi Pemberantasan Korupsi (KPK) dan PT Jasa December 11, 2024 Mandiri (Sustain)
Transformasi Marga (Persero) Tbk
Director Integrated Whistleblowing System (WBS) between
of Human the Corruption Eradication Commission (KPK) and PT
Capital & Jasa Marga (Persero) Tbk
Transformation
Sharing Session Bidang Industrial Relations 03 Desember 2024 Forum Human
Industrial Relations Sharing Session December 3, 2024 Capital Indonesia
(FHCI)
Sharing Bedah Buku “Membangun Insan Pelindo: 14 November 2024 Pelindo
Strategi Manajemen SDM Pasca-Merger" (Offline) November 14, 2024
Book Discussion Sharing Session “Building Pelindo
People: Post-Merger HR Management Strategy”
(Offline)
Sertifikasi Skema Direktur Sumber Daya Manusia 16 Oktober 2024 LSP Human Capital
Certification for the Human Capital Director Scheme October 16, 2024 Manajemen
Indonesia
Seminar Anti-Fraud di Lingkungan JM Group Tahun 19 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 19, 2024 (Mantan Wakil Ketua
Anti-Fraud Seminar within JM Group 2024: KPK)
"Implementation of Anti-Fraud Strategies" (Former Deputy
Chairman of
the Corruption
Eradication
Committee)
172 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 173
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Bagus Cahya Direktur Human Seminar Hari Anti Korupsi Sedunia (Hakordia) 19 September 2024 Jamdatun RI
Arinta B. Capital & Tahun 2024 "Teguhkan Komitmen Anti-Fraud September 19, 2024 Deputy Attorney
Transformasi Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Director Indonesia Maju" dan Launching Pedoman Anti-Fraud State Administrative
of Human PT Jasa Marga (Persero) Tbk Affairs of the
Capital & The 2024 World Anti-Corruption Day (Hakordia) Republic of
Transformation Seminar: "Strengthening the Commitment to Anti- Indonesia
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Leadership Series Workshop: Sistem Pengendalian 04 September 2024 PT Jasa Marga
Internal dan Tata Kelola Terintegrasi Perusahaan September 4, 2024 (Persero) Tbk
Leadership Series Workshop: Integrated Internal
Control System and Corporate Governance
Dwi Ary Purnomo
(Asisten Deputi
Manajemen Risiko &
Kepatuhan KBUMN
Executive Risk Summit 2024 Sustainable Risk
26 Juli 2024 Risk & Compliance
Management: Integrating Innovation for Long-Term
July 26, 2024 Management Deputy
Resilience
Assistant in Ministry
of SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
AKHLAK Festival: Cultivating Harmony for 3 Juli 2024 PT Jasa Marga
Performance Enhancement July 3, 2024 (Persero) Tbk
Jasa Marga Executive Summit: Building Your Digital 05 Agustus 2024 KTalents Asia
DNA & High-Impact Leadership August 5, 2024
HC Matchmaking: Together We Empower Change, 26 Juli 2024 Forum Human
Transforming through Collaboration! (On Site) July 26, 2024 Capital Indonesia
(FHCI)
Employee and Industrial Relations Conference 2024 03 Juni 2024 Forum Human
June 3, 2024 Capital Indonesia
(FHCI)
Employee & Industrial Relations Conference 2024 24 April 2024 Forum Human
April 24, 2024 Capital Indonesia
(FHCI)
Embracing ESG's Role and Its Impact on Business 23 Februari 2024 Maria R. Nindita
February 23, 2024 Radyati, Ph.D
(President Director
Institute for
Sustainability &
Agility)
CHRO Masterclass Vol.4: Future Strategic Workforce 16 Februari 2024 BUMN School of
Planning for Sustainability February 16, 2024 Excellence (BSE)
Bimbingan Teknis Kompetensi BNSP - Skema 25 Januari 2024 LSP Human Capital
Direktur SDM January 25, 2024 Manajemen
Technical Guidance on BNSP Competency - Human Indonesia
Capital Director Scheme
Fitri Wiyanti Direktur Perpanjangan Sertifikasi Qualified Risk Governance 18 Desember 2024 LPK MKS
Operasi Professional (QRGP) December 18, 2024
Director of Extension of Qualified Risk Governance Professional
Operation (QRGP) Certification
Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Indonesia Maju" dan Launching Pedoman Anti-Fraud State Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
The 2024 World Anti-Corruption Day (Hakordia) Republic of
Seminar: "Strengthening the Commitment to Anti- Indonesia
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Kick Off Program Chief Technology Officer (CTO) 15 November 2024 BUMN School of
School November 15, 2024 Excellence (BSE)
Chief Technology Officer (CTO) School Tahun 2024 15 November 2024 BUMN School of
BSE BUMN November 15, 2024 Excellence (BSE)
2024 Chief Technology Officer (CTO) School BSE
State-Owned Enterprises
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 173
Page 174
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Fitri Wiyanti Direktur Bootcamp #2 BUMN AI Center of Excellence 09 Oktober 2024 Kementerian Badan
Operasi October 9, 2024 Usaha Milik Negara
Director of (BUMN)
Operation Ministry of State-
Owned Enterprises
(BUMN)
Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024 (Mantan Wakil Ketua
Anti-Fraud Seminar within JM Group 2024: KPK)
"Implementation of Anti-Fraud Strategies" (Former Deputy
Chairman of
the Corruption
Eradication
Committee)
Leadership Series Workshop: Sistem Pengendalian 26 Juli 2024 PT Jasa Marga
Internal dan Tata Kelola Terintegrasi Perusahaan July 26, 2024 (Persero) Tbk
Leadership Series Workshop: Integrated Internal
Control System and Corporate Governance
Dwi Ary Purnomo
(Asisten Deputi
Manajemen Risiko &
Kepatuhan KBUMN
Executive Risk Summit 2024 Sustainable Risk
26 Juli 2024 Risk & Compliance
Management: Integrating Innovation for Long-Term
July 26, 2024 Management Deputy
Resilience
Assistant in Ministry
of SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
Seminar Nasional “Alternatif Pembiayaan
Infrastruktur Jalan Tol Menggunakan Skema Himpunan
Pengelolaan Perolehan Peningkatan Nilai Kawasan Pengembangan Jalan
(Land Value Capture/LVC) di Indonesia” 31 Juli 2024 Indonesia (HPJI)
National Seminar “Toll Road Infrastructure July 31, 2024 Association of
Alternative Financing through Enhancing of Land Indonesian Road
Value Capture (LVC) Acquisition Management in Development (HPJI)
Indonesia”
AKHLAK Festival: Cultivating Harmony for 3 Juli 2024 PT Jasa Marga
Performance Enhancement July 3, 2024 (Persero) Tbk
JM Talk Operational Services Series Eps.07 07 Juni 2024 PT Jasa Marga
“Benchmark Australia Team: Intelligent June 7, 2024 (Persero) Tbk
Transportation System (ITS) for Future Mobility”
CTO MasterClass “Modern AI – How Can Indonesia 29 Mei 2024 BUMN School of
Compete with Leveraging AI?” May 29, 2024 Excellence (BSE)
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 Mandiri (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and PT
Jasa Marga (Persero) Tbk
Jasa Marga Executive Summit: Building Your Digital 25 Januari 2024 KTalents Asia
DNA & High-Impact Leadership January 25, 2024
174 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 175
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Mohamad Agus Direktur Perpanjangan Sertifikasi Qualified Risk Governance 18 Desember 2024 LPK MKS
Setiawan Pengembangan Professional (QRGP) December 18, 2024
Usaha Extension of Qualified Risk Governance Professional
Director of (QRGP) Certification
Business
Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Development
Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Indonesia Maju" dan Launching Pedoman Anti-Fraud State Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
The 2024 World Anti-Corruption Day (Hakordia) Republic of
Seminar: "Strengthening the Commitment to Anti- Indonesia
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Seminar Nasional HPJI “Emerging Awareness and 02 Oktober 2024 Himpunan
Opportunity in Road Infrastructure Management October 2, 2024 Pengembangan Jalan
through Digitalization and Integrated Asset Indonesia (HPJI)
Management” Association of
HPJI National Seminar: "Emerging Awareness and Indonesian Road
Opportunity in Road Infrastructure Management Development (HPJI)
through Digitalization and Integrated Asset
Management"
Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024 (Mantan Wakil Ketua
Anti-Fraud Seminar within JM Group 2024: KPK)
"Implementation of Anti-Fraud Strategies" (Former Deputy
Chairman of
the Corruption
Eradication
Committee)
Leadership Series Workshop: Sistem Pengendalian 26 Juli 2024 PT Jasa Marga
Internal dan Tata Kelola Terintegrasi Perusahaan July 26, 2024 (Persero) Tbk
Leadership Series Workshop: Integrated Internal
Control System and Corporate Governance
Dwi Ary Purnomo
(Asisten Deputi
Manajemen Risiko &
Kepatuhan KBUMN
Executive Risk Summit 2024 Sustainable Risk
26 Juli 2024 Risk & Compliance
Management: Integrating Innovation for Long-Term
July 26, 2024 Management Deputy
Resilience
Assistant in Ministry
of SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
Seminar Nasional “Alternatif Pembiayaan
Infrastruktur Jalan Tol Menggunakan Skema Himpunan
Pengelolaan Perolehan Peningkatan Nilai Kawasan Pengembangan Jalan
(Land Value Capture/LVC) di Indonesia” 31 Juli 2024 Indonesia (HPJI)
National Seminar “Toll Road Infrastructure July 31, 2024 Association of
Alternative Financing through Enhancing of Land Indonesian Road
Value Capture (LVC) Acquisition Management in Development (HPJI)
Indonesia”
AKHLAK Festival: Cultivating Harmony for 3 Juli 2024 PT Jasa Marga
Performance Enhancement July 3, 2024 (Persero) Tbk
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 Mandiri (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and PT
Jasa Marga (Persero) Tbk
Sharing Knowledge & Focus Group Discussion 06 Maret 2024 PT Jasa Marga
Pengendalian Mutu Anak Perusahaan Jalan Tol March 6, 2024 (Persero) Tbk
Konstruksi
Knowledge Sharing & Focus Group Discussion
on Quality Control of Toll Road Construction
Subsidiaries
Jasa Marga Executive Summit: Building Your Digital 25 Januari 2024 KTalents Asia
DNA & High-Impact Leadership January 25, 2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 175
Page 176
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Pramitha Direktur Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Wulanjani Keuangan & Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Manajemen Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Risiko Indonesia Maju" dan Launching Pedoman Anti-Fraud State Administrative
Director of PT Jasa Marga (Persero) Tbk Affairs of the
Finance & Risk The 2024 World Anti-Corruption Day (Hakordia) Republic of
Management Seminar: "Strengthening the Commitment to Anti- Indonesia
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Chief Technology Officer (CTO) School Tahun 2024 15 November 2024 BUMN School of
BSE BUMN November 15, 2024 Excellence (BSE)
2024 Chief Technology Officer (CTO) School BSE
State-Owned Enterprises
Business Essential Program: Finance for Executive 30 Oktober 2024 BUMN School of
October 30, 2024 Excellence (BSE)
Chief Financial Officer (CFO) School Tahun 2024 23 September 2024 BUMN School of
2024 Chief Financial Officer (CFO) September 23, 2024 Excellence (BSE)
Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024
Anti-Fraud Seminar within JM Group 2024:
"Implementation of Anti-Fraud Strategies"
Executive Risk Summit 2024 Sustainable Risk 26 Juli 2024 Dwi Ary Purnomo
Management: Integrating Innovation for Long-Term July 26, 2024 (Asisten Deputi
Resilience Manajemen Risiko &
Kepatuhan KBUMN
Risk & Compliance
Management Deputy
Assistant in Ministry
of SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
Pramitha Direktur Leadership Series Workshop: Sistem Pengendalian 26 Juli 2024 PT Jasa Marga
Wulanjani Keuangan & Internal dan Tata Kelola Terintegrasi Perusahaan July 26, 2024 (Persero) Tbk
Manajemen Leadership Series Workshop: Integrated Internal
Risiko Control System and Corporate Governance
Director of
Dwi Ary Purnomo
Finance & Risk
(Asisten Deputi
Management
Manajemen Risiko &
Kepatuhan KBUMN
Executive Risk Summit 2024 Sustainable Risk
26 Juli 2024 Risk & Compliance
Management: Integrating Innovation for Long-Term
July 26, 2024 Management Deputy
Resilience
Assistant in Ministry
of SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
AKHLAK Festival: Cultivating Harmony for 3 Juli 2024 PT Jasa Marga
Performance Enhancement July 3, 2024 (Persero) Tbk
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 Mandiri (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and PT
Jasa Marga (Persero) Tbk
Program Pathways to Chartered Accountant 01 Maret 2024 BUMN School of
Indonesia March 1, 2024 Excellence (BSE)
Jasa Marga Executive Summit 25 Januari 2024 KTalents Asia
January 25, 2024
176 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 177
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Reza Febriano Direktur Bisnis Perpanjangan Sertifikasi Qualified Risk Governance 23 Desember 2024 LPK MKS
Director of Professional (QRGP) December 23, 2024
Business Extension of Qualified Risk Governance Professional
(QRGP) Certification
Seminar Hari Anti Korupsi Sedunia (Hakordia) 11 Desember 2024 Jamdatun RI
Tahun 2024 "Teguhkan Komitmen Anti-Fraud December 11, 2024 Deputy Attorney
Sebagai Salah Satu Upaya Berantas Korupsi Menuju General for Civil and
Indonesia Maju" dan Launching Pedoman Anti-Fraud State Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
The 2024 World Anti-Corruption Day (Hakordia) Republic of
Seminar: "Strengthening the Commitment to Anti- Indonesia
Fraud as an Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of the Anti-
Fraud Guidelines by PT Jasa Marga (Persero) Tbk
Townhall Meeting TW 4 Tahun 2024 "When Life Feels 29 Oktober 2024 Tara de Thouars
Like a Rollercoaster" October 29, 2024 (Psikolog
Townhall Meeting Q4 2024: "When Life Feels Like a Klinis/ Clinical
Rollercoaster" Psychologist) &
Henry Manampiring
(Penulis Buku/Book
Author)
Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024
Anti-Fraud Seminar within JM Group 2024:
"Implementation of Anti-Fraud Strategies"
Leadership Series Workshop: Sistem Pengendalian 26 Juli 2024 PT Jasa Marga
Internal dan Tata Kelola Terintegrasi Perusahaan July 26, 2024 (Persero) Tbk
Leadership Series Workshop: Integrated Internal
Control System and Corporate Governance
Dwi Ary Purnomo
(Asisten Deputi
Manajemen Risiko &
Kepatuhan KBUMN
Executive Risk Summit 2024 Sustainable Risk
26 Juli 2024 Risk & Compliance
Management: Integrating Innovation for Long-Term
July 26, 2024 Management Deputy
Resilience
Assistant in Ministry
of SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
Bussiness Acumen "Membangun Mindset Optimasi
Keuntungan untuk Peningkatan Kinerja Bisnis yang
Berkelanjutan“ 12 Januari 2024
NuPMK Consulting
Bussiness Acumen “Building a Profit Optimization January 12, 2024
Mindset for Sustainable Business Performance
Improvement”
AKHLAK Festival: Cultivating Harmony for 3 Juli 2024 PT Jasa Marga
Performance Enhancement July 3, 2024 (Persero) Tbk
Whistleblowing System (WBS) Terintegrasi antara 24 April 2024 PT Mitra Juang
Komisi Pemberantasan Korupsi (KPK) dan PT Jasa April 24, 2024 Mandiri (Sustain)
Marga (Persero) Tbk
Integrated Whistleblowing System (WBS) between
the Corruption Eradication Commission (KPK) and PT
Jasa Marga (Persero) Tbk
Jasa Marga Executive Summit 25 Januari 2024 KTalents Asia
January 25, 2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 177
Page 178
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pengembangan Kompetensi Komite Audit
Audit Committee Competency Development
Tabel Pengembangan Kompetensi Komite Audit
Table of the Audit Committee Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Provider
Chandra Wijaya Ketua
Chairman Dapat dilihat pada pembahasan Pengembangan Kompetensi Dewan Komisaris
Seppalga Ahmad Anggota Disclosed in Board of Commissioners Competency Development Section
Member
Siti Purnama Rizki Anggota International Conference Risk Beyond 2024 05 Desember 2024 CRMS
Member December 5, 2024
SAK Bootcamp: Perkembangan Standar Akuntansi 24 September 2024 Ikatan Akuntan
Keuangan Terkini September 24, 2024 Indonesia (IAI)
SAK Bootcamp: Latest Developments in Financial Institute of Indonesia
Accounting Standards Chartered Accountants
Executive Program: Enhancing Corporate 13 September 2024 Lembaga Management
Performance Through Strategy and Structure September 13, 2024 Fakultas Ekonomi dan
Alignment Bisnis Universitas
Indonesia (LM FEB UI)
Management Institute,
Faculty of Economics
and Business,
Universitas Indonesia
(LM FEB UI)
SAK For Executive 22 Agustus 2024 Ikatan Akuntan
August 22, 2024 Indonesia (IAI)
Institute of Indonesia
Chartered Accountants
Pelatihan dan Sertifikasi GRC Development 23 Juli 2024 PT Mediamadani
Initiative July 23, 2024
GRC Development Initiative Training and
Certification
Workshop Fraud Risk Management dan Fraud Risk 17 Mei 2024 Association of
Assessment May 17, 2024 Certified Fraud
Examiners (ACFE)
Pengembangan Kompetensi Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee Competency Development
Tabel Pengembangan Kompetensi Komite Nominasi dan Remunerasi
Table of the Nomination and Remuneration Committee Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Marsetio Ketua
Chairman Dapat dilihat pada pembahasan Pengembangan Kompetensi Dewan Komisaris
Raja Erizman Anggota Disclosed in Board of Commissioners Competency Development Section
Member
Chitra Mardi Anggota International Conference Risk Beyond 2024 05 Desember 2024 CRMS
Rahayuningsih Member December 5, 2024
Executive Program: Enhancing Corporate 13 September 2024 Lembaga Management
Performance Through Strategy and Structure September 13, 2024 Fakultas Ekonomi dan Bisnis
Alignment Universitas Indonesia (LM
FEB UI)
Management Institute,
Faculty of Economics
and Business, Universitas
Indonesia (LM FEB UI)
SAK For Executive 22 Agustus 2024 Ikatan Akuntan Indonesia (IAI)
August 22, 2024 Institute of Indonesia
Chartered Accountants
Dewa Aji Anggota - - -
Ariwanto Member
178 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 179
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Kompetensi Komite Risiko dan Hukum
Risk and Legal Committee Competency Development
Tabel Pengembangan Kompetensi Komite Risiko dan Hukum
Table of the Risk and Legal Committee Competency Development
Waktu Pelaksanaan
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Penyelenggara
Implementation
Name Position Subject of Competency Development/Training Provider
Date
M Roskanedi Ketua
Chairman Dapat dilihat pada pembahasan Pengembangan Kompetensi Dewan Komisaris
Abdul Rachman Anggota Disclosed in Board of Commissioners Competency Development Section
Member
Iqbal Tawakkal Anggota Workshop Hukumonline 2024: "Menguasai 12 Desember 2024 Hukumonline
Pasaribu Member Penyusunan dan Pemanfaatan Legal Due December 12, 2024
Diligence untuk Penataan Transaksi dan Risiko
pada Korporasi"
Hukumonline Workshop 2024: "Mastering
the Preparation and Utilization of Legal Due
Diligence for Transaction Structuring and Risk
Management in Corporations"
International Conference Risk Beyond 2024 05 Desember 2024 CRMS
December 5, 2024
Executive Program: Enhancing Corporate 13 September 2024 Lembaga Management Fakultas
Performance Through Strategy and Structure September 13, 2024 Ekonomi dan Bisnis Universitas
Alignment Indonesia (LM FEB UI)
Management Institute, Faculty
of Economics and Business,
Universitas Indonesia (LM FEB UI)
SAK For Executive 22 Agustus 2024 Ikatan Akuntan Indonesia (IAI)
August 22, 2024 Institute of Indonesia Chartered
Accountants
Tjahjanto Anggota SAK For Executive 22 Agustus 2024 Ikatan Akuntan Indonesia (IAI)
Budisatrio Member August 22, 2024 Institute of Indonesia Chartered
Accountants
Seminar Peran Strategis Komite Audit Dalam 01 Agustus 2024 Ikatan Komite Audit Indonesia
Mewujudkan Ranah Siber yang Aman August 1, 2024 (IKAI)
Seminar on the Strategic Role of the Audit Indonesian Institute of Audit
Committee in Achieving a Secure Cyber Committee (IKAI)
Domain
Certification in Audit Committee Practices 05 Maret 2024 Ikatan Komite Audit Indonesia
(CACP) 2024 Batch 39 March 5, 2024 (IKAI)
Indonesian Institute of Audit
Committee (IKAI)
Pengembangan Kompetensi Sekretaris Dewan Komisaris
Board of Commissioners’ Secretary Competency Development
Tabel Pengembangan Kompetensi Sekretaris Dewan Komisaris
Table of the Board of Commissioners’ Secretary Competency Development
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Waktu Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Date Organizer
Sukendar Sekretaris Dewan - - -
Komisaris
Board of
Commissioners’
Secretary
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 179
Page 180
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pengembangan Kompetensi Sekretaris Perusahaan
Corporate Secretary Competency Development
Tabel Pengembangan Kompetensi Sekretaris Perusahaan
Table of Corporate Secretary Competency Development
Waktu Pelaksanaan
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Penyelenggara
Implementation
Name Position Subject of Competency Development/Training Organizer
Date
Ari Wibowo Corporate Jasa Marga Executive Summit: Building Your Digital DNA & 25 Januari 2024 KTalents Asia
Secretary High-Impact Leadership January 25, 2024
& Chief
High Level Training Implementasi Pelindungan Data Pribadi 20 Februari 2024 PT Xynexsis
Administration
di Lingkungan Perusahaan February 20, 2024 Indonesia
Officer
High Level Training Implementation of Personal Data
Protection in the Company Environment
JM Talk & THM Learning Beyond Limits: Navigating the Path of 08 Maret 2024 PT Jasa Marga
Lifelong Learning March 8, 2024 (Persero) Tbk
JM Talk operational Services Series Tim Benchmark USA Tahun 21 Maret 2024 PT Jasa Marga
2023 – Exploring the USA Sustainable and Comfort Highways March 21, 2024 (Persero) Tbk
Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Commissions Corruption Eradication (KPK) and PT Jasa
Marga (Persero) Tbk
Leadership Series Workshop: Sistem Pengendalian Internal 26 Juli 2024 Dwi Ary Purnomo
dan Tata Kelola Terintegrasi Perusahaan July 26, 2024 (Asisten Deputi
Leadership Series Workshop: Internal Control System and Manajemen Risiko &
Integrated Corporate Governance Kepatuhan KBUMN
Risk & Compliance
Management Deputy
Assistant in Ministry
of SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
Seminar Nasional Offline “Alternatif Pembiayaan 31 Juli 2024 Himpunan
Infrastruktur Jalan Tol menggunakan Skema Pengelolaan July 31, 2024 Pengembangan Jalan
Perolehan Peningkatan Nilai Kawasan (Land Value Capture) Indonesia (HPJI)
di Indonesia” Bidang VI
National Offline Seminar “Toll Road Infrastructure Association of
Alternative Financing through Enhancing of Land Value Indonesian Road
Capture (LVC) Acquisition Management in Indonesia” Development (HPJI)
Area VI
Directorship Essentials : Board Roles, Director's Duties and 12 September 2024 IPMI International
Liabilities Batch 2 September 12, 2024 Business School
Kick-Off BUMN Learning Festival: Building Sustainable 27 September 2024 PT Jasa Marga
Learning Culture September 27, 2024 (Persero) Tbk
BUMN Learning Festival 2024 10 Oktober 2024 Forum Human
October 10, 2024 Capital Indonesia
& BUMN School of
Excellence
BSE Masterclass "Unlocking Opportunity for Indonesia 13 November 2024 BUMN School of
Economy Growth 2025" November 13, 2024 Excellence
Embracing ESG's Role and Its Impact on Business 06 Desember 2024 Maria R. Nindita
December 06, 2024 Radyati, Ph.D
(President Director
Institute for
Sustainability &
Agility)
Seminar Hari Anti Korupsi Sedunia (Hakordia) Tahun 2024 11 Desember 2024 Jamdatun RI
"Teguhkan Komitmen Anti Fraud Sebagai Salah Satu Upaya December 11, 2024 Deputy Attorney
Berantas Korupsi Menuju Indonesia Maju" dan Launching General for Civil and
Pedoman Anti Fraud PT Jasa Marga (Persero) Tbk State Administrative
2024 Seminar on World Anti-Corruption Day (Hakordia): Affairs of the
‘Strengthening Anti-Fraud Commitment as Part of Efforts Republic of
to Eradicate Corruption Towards an Advanced Indonesia’ Indonesia
and Launching of PT Jasa Marga (Persero) Tbk’s Anti-Fraud
Guidelines
Webinar Respectful Workplace Policy (RWP): Cultivating A 13 Desember 2024 PT Jasa Marga
Respectful Workplace Environment December 13, 2024 (Persero) Tbk
Sosialisasi Pemenuhan Kewajiban dan Implementasi 20 Desember 2024 PT Jasa Marga
Keterbukaan Informasi di Lingkungan Jasa Marga Grup December 20, 2024 (Persero) Tbk
Socialization of Obligation Fulfillment and Implementation
of Information Disclosure within the Jasa Marga Group
180 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 181
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Kompetensi Komite Manajemen Risiko
Risk Management Committee Competency Development
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Kompetensi/
Nama Jabatan Kedudukan PelatIhan Waktu Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Date Organizer
Development/Training
Subakti Direktur Utama Ketua Komite
Syukur President Chairman
Director of the
Committee Dapat dilihat pada pembahasan Pengembangan Kompetensi Direksi
Disclosed in Board of Directors Competency Development Section
Pramitha Direktur Sekretariat
Wulanjani Keuangan & Komite
Manajemen Merangkap
Risiko Anggota
Director of Komite
Finance and Risk Committee
Management Secretariat
Concurrently
as
Committee
Member
Devi Lusyana Risk & Quality, Wakil Webinar Respectful Workplace Policy 13 Desember 2024 PT Jasa Marga (Persero)
Health, Safety Sekretaris (RWP): Cultivating A Respectful December 13, 2024 Tbk
& Environment Komite Workplace Environment
Group Head Merangkap
Seminar Hari Anti Korupsi Sedunia 11 Desember 2024 Jamdatun RI
Anggota
(Hakordia) Tahun 2024 "Teguhkan December 11, 2024 Deputy Attorney
Deputy
Komitmen Anti-Fraud Sebagai Salah General for Civil and
Secretary
Satu Upaya Berantas Korupsi Menuju State Administrative
of the
Indonesia Maju" dan Launching Affairs of the Republic
Committee
Pedoman Anti-Fraud PT Jasa Marga of Indonesia
and Member
(Persero) Tbk
The 2024 World Anti-Corruption Day
(Hakordia) Seminar: "Strengthening
the Commitment to Anti-Fraud as
an Effort to Eradicate Corruption
Towards a Progressive Indonesia"
and the Launch of the Anti-Fraud
Guidelines by PT Jasa Marga
(Persero) Tbk
Pitching & Slide Deck Training 25 November 2024 KPI Consultancy
November 25, 2024
Pelatihan Quality Excellence Activity 21 November 2024 PT Wahana Kendali
Report November 21, 2024 Mutu (WKM)
Quality Excellence Activity Report
Training
Pelatihan Quality Excellence Activity 21 November 2024 PT Wahana Kendali
Report November 21, 2024 Mutu (WKM)
Pelatihan Quality Excellence Activity
Report
Pelatihan Awareness dalam 11 Oktober 2024 PT Jasa Marga (Persero)
Penyusunan Kebijakan dan October 11, 2024 Tbk
Pengembangan Roadmap BCMS
berdasarkan ISO 22301:2019
Awareness Training in Policy
Development and BCMS Roadmap
Development based on ISO
22301:2019
Pembukaan Program Business 03 Oktober 2024 BUMN School of
Essential Batch III Tahun 2024 October 3, 2024 Excellence (BSE)
Opening of the Business Essential
Program Batch III, 2024
Kick-Off BUMN Learning Festival: 27 September 2024 Jasa Marga Learning
Building Sustainable Learning Culture September 27, 2024 Institute
Pelatihan Foundation Level CA 19 September 2024 BUMN School of
Foundation Level CA Training September 19, 2024 Excellence (BSE)
Sertifikasi Chartered Accountant (CA) 10 September 2024 BUMN School of
Chartered Accountant (CA) September 10, 2024 Excellence (BSE)
Certification
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 181
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Kompetensi/
Nama Jabatan Kedudukan PelatIhan Waktu Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Date Organizer
Development/Training
Devi Lusyana Risk & Quality, Wakil Seminar Anti-Fraud di Lingkungan 04 September 2024 Adnan Pandu (Mantan
Health, Safety Sekretaris JM Group Tahun 2024 "Penerapan September 4, 2024 Wakil Ketua KPK)
& Environment Komite Strategi Anti-Fraud" (Former Deputy
Group Head Merangkap Anti-Fraud Seminar within JM Group Chairman of the
Anggota 2024: "Implementation of Anti-Fraud Corruption Eradication
Deputy Strategies" Committee)
Secretary
Directorship Essentials: Board Roles, 28 Agustus 2024 IPMI International
of the
Director's Duties and Liabilities August 28, 2024 Business School
Committee
and Member JM Talk Parenting Series 01 Agustus 2024 dr. Aisah Dahlan, CMHt.,
"Neuroparenting: Optimalisasi Peran August 1, 2024 CM.NLP.
Keluarga dalam Tumbuh Kembang
Anak"
JM Talk Parenting Series:
"Neuroparenting: Optimizing the
Family's Role in Children's Growth
and Development"
Executive Risk Summit 2024 26 Juli 2024 Dwi Ary Purnomo
Sustainable Risk Management: July 26, 2024 (Asisten Deputi
Integrating Innovation For Long-Term Manajemen Risiko &
Resilience Kepatuhan KBUMN
Risk & Compliance
Management Deputy
Assistant in Ministry of
SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
Leadership Series Workshop: Sistem 26 Juli 2024 Dwi Ary Purnomo
Pengendalian Internal dan Tata July 26, 2024 (Asisten Deputi
Kelola Terintegrasi Perusahaan Manajemen Risiko &
Leadership Series Workshop: Kepatuhan KBUMN
Integrated Internal Control System Risk & Compliance
and Corporate Governance Management Deputy
Assistant in Ministry of
SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
Forum Commander AKHLAK 2024 #3 02 Juli 2024 PT Surveyor Indonesia
"Transformasi Budaya Perusahaan July 2, 2024
Melalui ESG Awareness" (Online)
Commander AKHLAK Forum 2024
#3: "Transforming Corporate Culture
Through ESG Awareness" (Online)
SOE Srikandi Leadership Program 28 Mei 2024 ITS Indonesia
May 28, 2024
JM TALK Business Support: Boost 16 Mei 2024 Jasa Marga Learning
Productivity with Employee Well- May 16, 2024 Institute
being Program
Workshop Contingency Plan - 03 Mei 2024 EY
Pengisian Kertas Kerja Resolution May 3, 2024
Plan
Contingency Plan Workshop -
Completion of the Resolution Plan
Working Paper
Whistleblowing System (WBS) 24 April 2024 PT Mitra Juang Mandiri
Terintegrasi antara Komisi April 24, 2024 (Sustain)
Pemberantasan Korupsi (KPK) dan PT
Jasa Marga (Persero) Tbk
Integrated Whistleblowing System
(WBS) between the Corruption
Eradication Commission (KPK) and
PT Jasa Marga (Persero) Tbk
Pelatihan Penilai Risk Maturity Index 08 Maret 2024 PT Jasa Marga (Persero)
(RMI) Batch II March 8, 2024 Tbk
Risk Maturity Index (RMI) Assessor
Training Batch II
Sharing Knowledge & Focus Group 06 Maret 2024 PT Jasa Marga (Persero)
Discussion Pengendalian Mutu Anak March 6, 2024 Tbk
Perusahaan Jalan Tol Konstruksi
Knowledge Sharing & Focus Group
Discussion on Quality Control of Toll
Road Construction Subsidiaries
182 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 183
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Kompetensi/
Nama Jabatan Kedudukan PelatIhan Waktu Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Date Organizer
Development/Training
Seminar Kesehatan Dalam Seremoni 30 Januari 2024 PT Jasa Marga (Persero)
Bulan K3 Nasional Tahun 2024 January 30, 2024 Tbk
Health Seminar at the 2024 National
Occupational Safety and Health
Month Ceremony
Devi Lusyana Risk & Quality, Wakil Seminar Keselamatan Konstruksi 30 Januari 2024 PT Jasa Marga (Persero)
Health, Safety Sekretaris Dalam Seremoni Bulan K3 Nasional January 30, 2024 Tbk
& Environment Komite Tahun 2024
Group Head Merangkap Construction Safety Seminar at the
Anggota 2024 National Occupational Safety
Deputy and Health Month Ceremony
Secretary
Jasa Marga Executive Summit: 25 Januari 2024 KTalents Asia
of the
Building Your Digital DNA & High- January 25, 2024
Committee
Impact Leadership
and Member
Bagus Cahya Direktur Human Anggota
Arinta B. Capital & Komite
Transformasi Committee
Director of Member
Human Capital &
Transformation
Fitri Wiyanti Direktur Operasi Anggota
Director of Komite
Operation Committee
Member Dapat dilihat pada pembahasan Pengembangan Kompetensi Direksi
Reza Febriano Direktur Bisnis Anggota Disclosed in Board of Directors Competency Development Section
Director of Komite
Business Committee
Member
Mohamad Direktur Anggota
Agus Setiawan Pengembangan Komite
Usaha Committee
Director of Member
Business
Development
Agung Laksana Internal Audit Anggota Seminar Hari Anti Korupsi Sedunia 11 Desember 2024 Jamdatun RI
Pranata Senior Group Komite (Hakordia) Tahun 2024 "Teguhkan December 11, 2024 Deputy Attorney
Head Committee Komitmen Anti-Fraud Sebagai Salah General for Civil and
Member Satu Upaya Berantas Korupsi Menuju State Administrative
Indonesia Maju" dan Launching Affairs of the Republic
Pedoman Anti-Fraud PT Jasa Marga of Indonesia
(Persero) Tbk
The 2024 World Anti-Corruption Day
(Hakordia) Seminar: "Strengthening
the Commitment to Anti-Fraud as
an Effort to Eradicate Corruption
Towards a Progressive Indonesia"
and the Launch of the Anti-Fraud
Guidelines by PT Jasa Marga
(Persero) Tbk
Seminar Online Hari Anti Korupsi 11 Desember 2024 Jamdatun RI
Sedunia (Hakordia) Tahun 2024 December 11, 2024 Deputy Attorney
"Teguhkan Komitmen Anti-Fraud General for Civil and
Sebagai Salah Satu Upaya Berantas State Administrative
Korupsi Menuju Indonesia Maju" dan Affairs of the Republic
Launching Pedoman Anti-Fraud PT of Indonesia
Jasa Marga (Persero) Tbk
2024 International Anti-Corruption
Day (Hakordia) Online Seminar:
"Strengthening Anti-Fraud
Commitment as an Effort to
Eradicate Corruption Towards
a Progressive Indonesia" and
Launching of the Anti-Fraud
Guidelines by PT Jasa Marga
(Persero) Tbk
Embracing ESG's Role and Its Impact 06 Desember 2024 Maria R. Nindita
on Business December 6, 2024 Radyati, Ph.D (President
Director Institute for
Sustainability & Agility)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 183
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Kompetensi/
Nama Jabatan Kedudukan PelatIhan Waktu Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Date Organizer
Development/Training
Agung Laksana Internal Audit Anggota Seminar Nasional Internal Audit 04 Desember 2024 Yayasan Pendidikan
Pranata Senior Group Komite 2024 "Cultural Transformation: December 4, 2024 Internal Audit (YPIA)
Head Committee Integrating ESG, Cybersecurity, and Internal Audit
Member Innovative Risk Management" Education Foundation
2024 National Internal Audit (YPIA)
Seminar: "Cultural Transformation:
Integrating ESG, Cybersecurity, and
Innovative Risk Management"
Seminar Nasional Bincang SPI 28 November 2024 Forum Komunikasi SPI
2024: "SPI Organ Pengelola Risiko: November 28, 2024 Internal Audit Unit
Tantangan & Realita dalam mencapai Communication Forum
Kinerja Optimal Perusahaan"
2024 National Seminar on Internal
Audit Discussions: "Internal Audit
as a Risk Management Entity:
Challenges & Realities in Achieving
Optimal Corporate Performance"
Townhall Meeting TW 4 Tahun 2024 29 Oktober 2024 Tara de Thouars
"When Life Feels Like a Rollercoaster" October 29, 2024 (Psikolog Klinis/
Townhall Meeting Q4 2024: "When Clinical Psychologist
Life Feels Like a Rollercoaster" & Henry Manampiring
(Penulis Buku/ Book
Author)
BUMN Learning Festival: "Cultivating 08 Oktober 2024 PT Perkebunan
Learning Strategies Toward October 8, 2024 Nusantara III (Persero)
Innovation and Sustainable Growth"
Pembukaan Program Business 03 Oktober 2024 BUMN School of
Essential Batch III Tahun 2024 October 3, 2024 Excellence (BSE)
Opening of the Business Essential
Program Batch III, 2024
Kick-Off BUMN Learning Festival: 27 September 2024 Jasa Marga Learning
Building Sustainable Learning Culture September 27, 2024 Institute
Directorship Essentials: Board Roles, 12 September 2024 IPMI International
Director's Duties and Liabilities September 12, 2024 Business School
Batch 2
Seminar Anti-Fraud di Lingkungan 04 September 2024 Adnan Pandu (Mantan
JM Grup Tahun 2024 "Penerapan September 4, 2024 Wakil Ketua KPK)
Strategi Anti-Fraud" (Former Deputy
Anti-Fraud Seminar within JM Group Chairman of the
2024: "Implementation of Anti-Fraud Corruption Eradication
Strategies" Committee)
ACIIA Regional Conference 28 Agustus 2024 The Asian
August 28, 2024 Confederation of
Institutes of Internal
Auditors (ACIIA)
Pelatihan dan Sertifikasi Certified 07 Agustus 2024 Asia Anti-Fraud
Anti-Fraud Manager August 7, 2024 Management (AAFM)
Training and Certification for
Certified Anti-Fraud Manager
Seminar Nasional Online “Alternatif 31 Juli 2024 Himpunan
Pembiayaan Infrastruktur Jalan Tol July 31, 2024 Pengembangan Jalan
Menggunakan Skema Pengelolaan Indonesia (HPJI) Bidang
Perolehan Peningkatan Nilai VI
Kawasan (Land Value Capture) di Association of
Indonesia” Indonesian Road
Online National Seminar: Development (HPJI)
"Alternative Financing for Toll Road Area VI
Infrastructure Using the Land Value
Capture Scheme in Indonesia"
184 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 185
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Kompetensi/
Nama Jabatan Kedudukan PelatIhan Waktu Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Date Organizer
Development/Training
Agung Laksana Internal Audit Anggota Leadership Series Workshop: Sistem 26 Juli 2024 Dwi Ary Purnomo
Pranata Senior Group Komite Pengendalian Internal dan Tata July 26, 2024 (Asisten Deputi
Head Committee Kelola Terintegrasi Perusahaan Manajemen Risiko &
Member Leadership Series Workshop: Kepatuhan KBUMN)
Integrated Internal Control System Risk & Compliance
and Corporate Governance Management Deputy
Assistant in Ministry
of SOEs
& Bangkit Kuncoro
(Partner KAP EY)
Forum Commander AKHLAK 2024 #3 02 Juli 2024 PT Surveyor Indonesia
"Transformasi Budaya Perusahaan July 2, 2024
Melalui ESG Awareness" (Online)
Commander AKHLAK Forum 2024
#3: "Transforming Corporate Culture
Through ESG Awareness" (Online)
Workshop Navigating the Global 13 Juni 2024 Institute of Internal
Internal Audit Standards June 13, 2024 Auditors Indonesia
Pelatihan Finance for Non-Finance 16 Mei 2024 Prasetiya Mulya
BOD-1 May 16, 2024 Executive Learning
Finance for Non-Finance BOD-1 Institute
Training
Whistleblowing System (WBS) 24 April 2024 PT Mitra Juang Mandiri
Terintegrasi antara Komisi April 24, 2024 (Sustain)
Pemberantasan Korupsi (KPK) dan PT
Jasa Marga (Persero) Tbk
Integrated Whistleblowing System
(WBS) between the Corruption
Eradication Commission (KPK) and
PT Jasa Marga (Persero) Tbk
JM Talk & THM Learning Beyond 08 Maret 2024 PT Jasa Marga (Persero)
Limits: Navigating the Path of March 8, 2024 Tbk
Lifelong Learning
Sharing Knowledge & Focus Group 06 Maret 2024 PT Jasa Marga (Persero)
Discussion Pengendalian Mutu Anak March 6, 2024 Tbk
Perusahaan Jalan Tol Konstruksi
Knowledge Sharing & Focus Group
Discussion on Quality Control of Toll
Road Construction Subsidiaries
Jasa Marga Executive Summit 25 Januari 2024 KTalents Asia
January 25, 2024
Gandes Information Anggota Dapat dilihat pada Pembahasan Pengembangan Kompetensi Komite Pengarah Teknologi
Aisyaharum Technology Komite Informasi
Group Head Committee Disclosed in Information Technology Steering Committee Competency Development
Member Section
Ari Wibowo Corporate Anggota Dapat dilihat pada Pembahasan Pengembangan Kompetensi Sekretaris Perusahaan
Secretary Komite Disclosed in Corporate Secretary Competency Development Section
& Chief Committee
Administration Member
Officer
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 185
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Information Technology Steering Committee Competency Development
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Kedudukan PelatIhan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Aldrin Maulana Business Anggota Seminar Hari Anti Korupsi Sedunia 11 Desember 2024 Jamdatun RI
Development Komite (Hakordia) Tahun 2024 "Teguhkan December 11, Deputy Attorney
Group Head Committee Komitmen Anti-Fraud Sebagai Salah Satu 2024 General for
Member Upaya Berantas Korupsi Menuju Indonesia Civil and State
Maju" dan Launching Pedoman Anti-Fraud Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
The 2024 World Anti-Corruption Day Republic of
(Hakordia) Seminar: "Strengthening Indonesia
the Commitment to Anti-Fraud as an
Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of
the Anti-Fraud Guidelines by PT Jasa Marga
(Persero) Tbk.
Seminar Online Hari Anti Korupsi Sedunia 11 Desember 2024 Jamdatun RI
(Hakordia) Tahun 2024 "Teguhkan December 11, Deputy Attorney
Komitmen Anti-Fraud Sebagai Salah Satu 2024 General for
Upaya Berantas Korupsi Menuju Indonesia Civil and State
Maju" dan Launching Pedoman Anti-Fraud Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
2024 International Anti-Corruption Day Republic of
(Hakordia) Online Seminar: "Strengthening Indonesia
Anti-Fraud Commitment as an Effort to
Eradicate Corruption Towards a Progressive
Indonesia" and Launching of the Anti-Fraud
Guidelines by PT Jasa Marga (Persero) Tbk
Pembukaan Program Business Essential 29 November 2024 BUMN School of
Batch IV Tahun 2024 BSE BUMN November 29, Excellence (BSE)
Opening of the Business Essential 2024
Program Batch IV, 2024 BSE State-Owned
Enterprises (BUMN)
Sosialisasi SOP Pengendalian Pelaksanaan 26 November 2024 PT Jasa Marga
Konstruksi di Lingkungan PT Jasa Marga November 26, (Persero) Tbk
(Persero) Tbk 2024
Socialization of the Construction
Implementation Control SOP at PT Jasa
Marga (Persero) Tbk
Sertifikasi PPP APMG® (CP3P) Level 04 November 2024 Indonesia
Execution Batch 2 November 4, 2024 Infrastructure
APMG® PPP Certification (CP3P) Level Guarantee Fund
Execution Batch 2 (IIGF) Institute
Focus Group Discussion (FGD) Project 11 Oktober 2024 MBA UGM Kampus
Management "Pengembangan Kurikulum October 11, 2024 Jakarta
Short Course MBA in Project Management: MBA UGM Jakarta
Menjawab Tantangan dan Kebutuhan Campus
Industri"
Focus Group Discussion (FGD) on Project
Management: "Developing the Short
Course Curriculum for MBA in Project
Management: Addressing Industry
Challenges and Needs"
Pembahasan Isu-Isu Strategis Proyek KPBU 10 Oktober 2024 Kementerian
Jalan Tol Dalam Rangka Penyusunan Modul October 10, 2024 PUPR
Pelatihan Penyiapan Studi Kelayakan Ministry of
Proyek KPBU Jalan Tol Public Works and
Discussion on Strategic Issues of Toll Housing
Road PPP Projects for the Development
of Training Modules on Feasibility Study
Preparation for Toll Road PPP Projects
Kick-Off BUMN Learning Festival: Building 27 September Jasa Marga
Sustainable Learning Culture 2024 Learning Institute
September 27,
2024
BSE Offline Program Business Essential 04 September BUMN School of
Batch 2 2024 Excellence (BSE)
September 4, 2024
186 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 187
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Kedudukan PelatIhan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Aldrin Maulana Business Anggota Seminar Anti-Fraud di Lingkungan JM 04 September Adnan Pandu
Development Komite Group Tahun 2024 "Penerapan Strategi 2024 (Mantan Wakil
Group Head Committee Anti-Fraud" September 4, 2024 Ketua KPK)
Member Anti-Fraud Seminar within JM Group 2024: (Former Deputy
"Implementation of Anti-Fraud Strategies" Chairman of
the Corruption
Eradication
Committee)
Directorship Essentials: Board Roles, 28 Agustus 2024 IPMI International
Director's Duties and Liabilities August 28, 2024 Business School
Leadership Series Workshop: Sistem 26 Juli 2024 Dwi Ary Purnomo
Pengendalian Internal dan Tata Kelola July 26, 2024 (Asisten Deputi
Terintegrasi Perusahaan Manajemen Risiko
Leadership Series Workshop: Integrated & Kepatuhan
Internal Control System and Corporate KBUMN
Governance Risk &
Compliance
Management
Deputy Assistant
in Ministry of
SOEs)
& Bangkit Kuncoro
(Partner KAP EY)
BSE - Kick Off Business Essential Batch II 26 Juni 2024 BUMN School of
Tahun 2024: Digital Strategies for Business June 26, 2024 Excellence (BSE)
(Columbia Business School)
Program Sertifikasi PPP APMG® (CP3P) 25 Juni 2024 Indonesia
Level Foundation June 25, 2024 Infrastructure
APMG® PPP Certification Program (CP3P) Guarantee Fund
Level Foundation (IIGF) Institute
JM TALK Business Support: Boost 16 Mei 2024 Jasa Marga
Productivity with Employee Well-being May 16, 2024 Learning Institute
Program
Pelatihan Finance for Non-Finance BOD-1 16 Mei 2024 Prasetiya Mulya
Finance for Non-Finance BOD-1 Training May 16, 2024 Executive
Learning Institute
Workshop Contingency Plan - Pengisian 03 Mei 2024 EY
Kertas Kerja Resolution Plan May 3, 2024
Contingency Plan Workshop - Completion
of the Resolution Plan Working Paper
Whistleblowing System (WBS) Terintegrasi 24 April 2024 PT Mitra Juang
antara Komisi Pemberantasan Korupsi April 24, 2024 Mandiri (Sustain)
(KPK) dan PT Jasa Marga (Persero) Tbk
Integrated Whistleblowing System (WBS)
between the Corruption Eradication
Commission (KPK) and PT Jasa Marga
(Persero) Tbk
Sharing Knowledge & Focus Group 06 Maret 2024 PT Jasa Marga
Discussion Pengendalian Mutu Anak March 6, 2024 (Persero) Tbk
Perusahaan Jalan Tol Konstruksi
Knowledge Sharing & Focus Group
Discussion on Quality Control of Toll Road
Construction Subsidiaries
Seminar Keselamatan Konstruksi Dalam 30 Januari 2024 PT Jasa Marga
Seremoni Bulan K3 Nasional Tahun 2024 January 30, 2024 (Persero) Tbk
Construction Safety Seminar at the 2024
National Occupational Safety and Health
Month Ceremony
Jasa Marga Executive Summit 25 Januari 2024 KTalents Asia
January 25, 2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 187
Page 188
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Kedudukan PelatIhan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Dwimawan Procurement Anggota Seminar Anti-Fraud di Lingkungan JM 04 September Adnan Pandu
Heru Santoso & Fixed Asset Komite Group Tahun 2024 "Penerapan Strategi 2024 (Mantan Wakil
Group Head Committee Anti-Fraud" September 4, 2024 Ketua KPK)
Member Anti-Fraud Seminar within JM Group 2024: (Former Deputy
"Implementation of Anti-Fraud Strategies" Chairman of
the Corruption
Eradication
Committee)
Leadership Series Workshop: Sistem 26 Juli 2024 Dwi Ary Purnomo
Pengendalian Internal dan Tata Kelola July 26, 2024 (Asisten Deputi
Terintegrasi Perusahaan Manajemen Risiko
Leadership Series Workshop: Integrated & Kepatuhan
Internal Control System and Corporate KBUMN)
Governance Risk &
Compliance
Management
Deputy Assistant
in Ministry of
SOEs
& Bangkit Kuncoro
(Partner KAP EY)
JM TALK Business Support: Boost 16 Mei 2024 Jasa Marga
Productivity with Employee Well-being May 16, 2024 Learning Institute
Program
Sharing Session UU Pelindungan Data 14 Mei 2024 Forum Digital
Pribadi "What Next to Do to Implement UU May 14, 2024 BUMN (Fordigi)
Pelindungan Data Pribadi for BUMN”
Sharing Session on the Personal Data
Protection Law: "What Next to Do to
Implement the Personal Data Protection
Law for SOEs"
JM Talk Business Support Series Eps. 15 02 Mei 2024 PT Mitra Juang
"Cerdas Finansial: Mengelola Investasi May 2, 2024 Mandiri (Sustain)
untuk Masa Depan"
JM Talk Business Support Series Ep. 15
"Financial Smart: Managing Investments
for the Future"
Whistleblowing System (WBS) Terintegrasi 24 April 2024 PT Jasa Marga
antara Komisi Pemberantasan Korupsi April 24, 2024 (Persero) Tbk
(KPK) dan PT Jasa Marga (Persero) Tbk
Integrated Whistleblowing System (WBS)
between the Corruption Eradication
Commission (KPK) and PT Jasa Marga
(Persero) Tbk
JM Talk & THM Learning Beyond Limits: 08 Maret 2024 PT Jasa Marga
Navigating the Path of Lifelong Learning March 8, 2024 (Persero) Tbk
Sharing Knowledge & Focus Group 06 Maret 2024 PT Jasa Marga
Discussion Pengendalian Mutu Anak March 6, 2024 (Persero) Tbk
Perusahaan Jalan Tol Konstruksi
Knowledge Sharing & Focus Group
Discussion on Quality Control of Toll Road
Construction Subsidiaries
JM Talk Business Support Series 13 13 Februari 2024 PT Jasa Marga
“Pelaporan LHKPN: Cerminan Transparansi February 13, 2024 (Persero) Tbk
Penyelenggara Negara dalam Mewujudkan
Tata Kelola yang Baik”
JM Talk Business Support Series 13:
"LHKPN Reporting: A Reflection of
Transparency in Public Officials to Achieve
Good Governance"
Agung Laksana Internal Audit Anggota Dapat dilihat pada pembahasan Pengembangan Kompetensi Komite Manajemen
Pranata Senior Group Komite Risiko
Head Committee Can be seen in the discussion of Risk Management Committee Competency
Member Development
188 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 189
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Kedudukan PelatIhan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Gandes Information Anggota Seminar Hari Anti Korupsi Sedunia 11 Desember 2024 Jamdatun RI
Aisyaharum Technology Komite (Hakordia) Tahun 2024 "Teguhkan December 11, Deputy Attorney
Group Head Committee Komitmen Anti-Fraud Sebagai Salah Satu 2024 General for
Member Upaya Berantas Korupsi Menuju Indonesia Civil and State
Maju" dan Launching Pedoman Anti-Fraud Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
The 2024 World Anti-Corruption Day Republic of
(Hakordia) Seminar: "Strengthening Indonesia
the Commitment to Anti-Fraud as an
Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of
the Anti-Fraud Guidelines by PT Jasa Marga
(Persero) Tbk.
Seminar Online Hari Anti Korupsi Sedunia 11 Desember 2024 Jamdatun RI
(Hakordia) Tahun 2024 "Teguhkan December 11, Deputy Attorney
Komitmen Anti-Fraud Sebagai Salah Satu 2024 General for
Upaya Berantas Korupsi Menuju Indonesia Civil and State
Maju" dan Launching Pedoman Anti-Fraud Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
2024 International Anti-Corruption Day Republic of
(Hakordia) Online Seminar: "Strengthening Indonesia
Anti-Fraud Commitment as an Effort to
Eradicate Corruption Towards a Progressive
Indonesia" and Launching of the Anti-Fraud
Guidelines by PT Jasa Marga (Persero) Tbk
Certified Information Systems Auditor 21 Oktober 2024 PT. Lifelong
(CISA®) October 21, 2024 Learning
(Multimatics)
Bootcamp #2 BUMN AI Center of Excellence 09 Oktober 2024 BUMN School of
October 9, 2024 Excellence (BSE)
Kick-Off BUMN Learning Festival: Building 27 September Jasa Marga
Sustainable Learning Culture 2024 Learning Institute
September 27,
2024
FORDIGI 2024 Innovations and Strategies 26 September Forum Digital
for the Digital Age, Exclusive Panel 2024 BUMN (Fordigi)
Discussions 6 September 26, State-Owned
2024 Enterprises Digital
Forum (Fordigi)
FORDIGI SUMMIT 2024 "Navigating the 25 September Forum Digital
Digital Horizon: AI Strategies for SOE's 2024 BUMN (Fordigi)
Transformation" September 25, State-Owned
2024 Enterprises Digital
Forum (Fordigi)
Directorship Essentials: Board Roles, 12 September IPMI International
Director's Duties and Liabilities Batch 2 2024 Business School
September 12,
2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 189
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Kedudukan PelatIhan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Gandes Information Anggota Seminar Anti-Fraud di Lingkungan JM 04 September Adnan Pandu
Aisyaharum Technology Komite Group Tahun 2024 "Penerapan Strategi 2024
Group Head Committee Anti-Fraud" September 4, 2024
Member Anti-Fraud Seminar within JM Group 2024:
"Implementation of Anti-Fraud Strategies"
Webinar FHCI BUMN Building a Privacy- 14 Agustus 2024 Forum Human
First Culture in Workplace: The Role of August 14, 2024 Capital Indonesia
Human Capital in Data Protection & PT Jasa Marga
(Persero) Tbk
Leadership Series Workshop: Sistem 26 Juli 2024 Dwi Ary Purnomo
Pengendalian Internal dan Tata Kelola July 26, 2024 (Asisten Deputi
Terintegrasi Perusahaan Manajemen Risiko
Leadership Series Workshop: Integrated & Kepatuhan
Internal Control System and Corporate KBUMN)
Governance Risk &
Compliance
Management
Deputy Assistant
in Ministry of
SOEs
& Bangkit Kuncoro
(Partner KAP EY)
CTO MasterClass “Modern AI – How Can 29 Mei 2024 BUMN School of
Indonesia Compete with Leveraging AI?” May 29, 2024 Excellence (BSE)
Pelatihan Finance for Non-Finance BOD-1 16 Mei 2024 Prasetiya Mulya
Finance for Non-Finance BOD-1 Training May 16, 2024 Executive
Learning Institute
Sharing Session UU Pelindungan Data 14 Mei 2024 Forum Digital
Pribadi "What Next to Do to Implement UU May 14, 2024 BUMN (Fordigi)
Pelindungan Data Pribadi for BUMN”
Sharing Session on the Personal Data
Protection Law: "What Next to Do to
Implement the Personal Data Protection
Law for SOEs"
Whistleblowing System (WBS) Terintegrasi 24 April 2024 PT Mitra Juang
antara Komisi Pemberantasan Korupsi April 24, 2024 Mandiri (Sustain)
(KPK) dan PT Jasa Marga (Persero) Tbk
Integrated Whistleblowing System (WBS)
between the Corruption Eradication
Commission (KPK) and PT Jasa Marga
(Persero) Tbk
High Level Training Implementasi 20 Februari 2024 PT Xynexsis
Pelindungan Data Pribadi di Lingkungan February 20, 2024 Indonesia
Perusahaan
High-Level Training on the Implementation
of Personal Data Protection within the
Company Environment
Jasa Marga Executive Summit 25 Januari 2024 KTalents Asia
January 25, 2024
Yuliana Strategic Anggota 19 HR Expo "The New HR Ways" 11 Desember 2024 PT Intipesan
Transformation Komite December 11, Pariwara
Group Head Committee 2024
Member
Seminar Hari Anti Korupsi Sedunia 11 Desember 2024 Jamdatun RI
(Hakordia) Tahun 2024 "Teguhkan December 11, Deputy Attorney
Komitmen Anti-Fraud Sebagai Salah Satu 2024 General for
Upaya Berantas Korupsi Menuju Indonesia Civil and State
Maju" dan Launching Pedoman Anti-Fraud Administrative
PT Jasa Marga (Persero) Tbk Affairs of the
The 2024 World Anti-Corruption Day Republic of
(Hakordia) Seminar: "Strengthening Indonesia
the Commitment to Anti-Fraud as an
Effort to Eradicate Corruption Towards a
Progressive Indonesia" and the Launch of
the Anti-Fraud Guidelines by PT Jasa Marga
(Persero) Tbk.
Embracing ESG's Role and Its Impact on 06 Desember 2024 Maria R. Nindita
Business December 6, 2024 Radyati, Ph.D
(President
Director Institute
for Sustainability
& Agility)
190 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 191
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Kedudukan PelatIhan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Yuliana Strategic Anggota "Embracing Challenges: Managed Risk as 03 Desember 2024 Forum Digital
Transformation Komite the Key to Continuous Improvement" December 3, 2024 BUMN (Fordigi)
Group Head Committee State-Owned
Member Enterprises Digital
Forum (Fordigi)
Sharing Bedah Buku "Membangun Insan 03 Desember 2024 Pelindo
Pelindo: Strategi Manajemen SDM Pasca- December 3, 2024
Merger" (Online)
Book Discussion Sharing: "Building Pelindo
People: HR Management Strategies Post-
Merger" (Online)
HC Meet Up - Implementasi Keputusan 02 Desember 2024 PT Jasa Marga
Mahkamah Konstitusi Nomor: 168/ December 2, 2024 (Persero) Tbk
PUU-XXI/2023 Terkait Undang-Undang
Ketenagakerjaan
HC Meet Up - Implementation of
Constitutional Court Decision Number:
168/PUU-XXI/2023 Regarding the Labor
Law
BSE Masterclass "Unlocking Opportunity for 13 November 2024 BUMN School of
Indonesia Economy Growth 2025" November 13, Excellence (BSE)
2024
Global Virtual Symposium “Transform to 12 November 2024 Disprz.Ai
Accelerate Value” November 12, (Platform
2024 pembelajaran
karyawan)
BUMN Learning Festival 2024 15 Oktober 2024 Forum Human
October 15, 2024 Capital Indonesia
& BUMN School of
Excellence
Kick-Off BUMN Learning Festival: Building 27 September Forum Human
Sustainable Learning Culture 2024 Capital Indonesia
September 27, & BUMN School of
2024 Excellence
BSE-Chief Technology Officer (CTO) 20 September BUMN School of
Masterclass : Sustainability Through Digital 2024 Excellence (BSE)
Transformation-Digital Transformation September 20,
Practices 2024
19 September Forum Human
Employee & Industrial Relations Conference 2024 Capital Indonesia
2024 September 19, & PT Pertamina
2024 (Persero)
Pelatihan dan Sertifikasi Certified Qualified 11 September Center for Risk
Chief Risk Officer (QCRO) 2024 Management &
Pelatihan dan Sertifikasi Certified Qualified September 11, Sustainability
Chief Risk Officer (QCRO) 2024 (CRMS)
Seminar Anti Fraud di Lingkungan JM 04 September Adnan Pandu
Group Tahun 2024 "Penerapan Strategi 2024 (Mantan Wakil
Anti Fraud" September 04, Ketua KPK)
Seminar Anti Fraud di Lingkungan JM 2024
Group Tahun 2024 "Penerapan Strategi
Anti Fraud"
Directorship Essentials : Board Roles, 28 Agustus 2024 IPMI International
Director's Duties and Liabilities August 28, 2024 Business School
14 Agustus 2024 Forum Human
Webinar FHCI Building a Privacy-First
August 14, 2024 Capital Indonesia
Culture in Workplace: The Role of Human
& PT Jasa Marga
Capital in Data Protection
(Persero) Tbk
BSE - CHRO Masterclass Vol.4 : Future 05 Agustus 2024 BUMN School of
Strategic Workforce Planning For August 05, 2024 Excellence (BSE)
Sustainability
31 Juli 2024 Kementerian
BUMN AI Bootcamp – Unleashing
July 31, 2024 BUMN
Productivity through AI
Ministry of SOEs
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 191
Page 192
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Kedudukan PelatIhan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Yuliana Strategic Anggota Seminar Nasional Offline “Alternatif 31 Juli 2024 Himpunan
Transformation Komite Pembiayaan Infrastruktur Jalan Tol July 31, 2024 Pengembangan
Group Head Committee menggunakan Skema Pengelolaan Jalan Indonesia
Member Perolehan Peningkatan Nilai Kawasan (HPJI) Bidang VI
(Land Value Capture) di Indonesia” Association of
National Seminar “Toll Road Infrastructure Indonesian Road
Alternative Financing through Enhancing Development
of Land Value Capture (LVC) Acquisition (HPJI) Area VI
Management in Indonesia”
26 Juli 2024 Dwi Ary Purnomo
July 26, 2024 (Asisten Deputi
Manajemen Risiko
& Kepatuhan
KBUMN)
Executive Risk Summit 2024 Sustainable Risk &
Risk Management: Integrating Innovation Compliance
for Long-Term Resilience Management
Deputy Assistant
in Ministry of
SOEs
& Bangkit Kuncoro
(Partner KAP EY)
JM Talk Operational Services Series Eps.07 07 Juni 2024 PT Jasa Marga
“Benchmark Australia Team: Intelligent June 07, 2024 (Persero) Tbk
Transportation System (ITS) for Future
Mobility”
03 Juni 2024 Forum Human
Sharing Sesion Bidang Industrial Relations
June 03, 2024 Capital Indonesia
JM TALK Business Support : Boost 16 Mei 2024 PT Jasa Marga
Productivity with Employee Well-being May 16, 2024 (Persero) Tbk
Program
Whistleblowing System (WBS) Terintegrasi 24 April 2024 PT Mitra Juang
antara Komisi Pemberantasan Korupsi April 24, 2024 Mandiri (Sustain)
(KPK) dan PT Jasa Marga (Persero) Tbk
Integrated Whistleblowing System (WBS)
between the Corruption Eradication
Commission (KPK) and PT Jasa Marga
(Persero) Tbk
JM Talk & THM Learning Beyond Limits: 08 Maret 2024 PT Jasa Marga
Navigating the Path of Lifelong Learning March 08, 2024 (Persero) Tbk
Sharing Knowledge & Focus Group 06 Maret 2024 PT Jasa Marga
Discussion Pengendalian Mutu Anak March 06, 2024 (Persero) Tbk
Perusahaan Jalan Tol Konstruksi
Sharing Knowledge & Focus Group
Discussion Pengendalian Mutu Anak
Perusahaan Jalan Tol Konstruksi
JM Talk Business Support Series 13 13 Februari 2024 PT Jasa Marga
“Pelaporan LHKPN: Cerminan Transparansi February 13, 2024 (Persero) Tbk
Penyelenggara Negara dalam Mewujudkan
Tata Kelola yang Baik”
JM Talk Business Support Series 13
“Pelaporan LHKPN: Cerminan Transparansi
Penyelenggara Negara dalam Mewujudkan
Tata Kelola yang Baik”
Jasa Marga Executive Summit: Building Your 25 Januari 2024 KTalents Asia
Digital DNA & High-Impact Leadership January 25, 2024
192 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 193
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Kompetensi Unit Internal Audit
Internal Audit Unit Competency Development
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Agung Internal Audit Dapat dilihat pada pembahasan Pengembangan Kompetensi Komite Manajemen Risiko
Laksana Senior Group Disclosed in Risk Management Committee Competency Development section
Pranata Head
Sigit Sutarno Assurance Seminar Nasional Internal Audit 2024 "Cultural 04 Desember 2024 Yayasan
Management Transformation: Integrating ESG, Cybersecurity, and December 4, 2024 Pendidikan Internal
Department Innovative Risk Management" Audit (YPIA)
Head 2024 National Internal Audit Seminar: "Cultural Internal Audit
Transformation: Integrating ESG, Cybersecurity, and Education
Innovative Risk Management" Foundation (YPIA)
Seminar Nasional Bincang SPI 2024: "SPI Organ Pengelola 28 November 2024 Forum Komunikasi
Risiko: Tantangan & Realita dalam Mencapai Kinerja November 28, 2024 SPI
Optimal Perusahaan" Internal Audit Unit
2024 National Seminar on Internal Audit Discussions: Communication
"Internal Audit as a Risk Management Entity: Challenges & Forum
Realities in Achieving Optimal Corporate Performance"
Pelatihan dan Sertifikasi Certified Risk Professional (CRP) 09 September 2024 PT Akademi Smart
Training and Certification for Certified Risk Professional September 9, 2024 Indonesia
(CRP)
Seminar Anti-Fraud di Lingkungan JM Group Tahun 2024 04 September 2024 Adnan Pandu
"Penerapan Strategi Anti-Fraud" September 4, 2024 (Mantan Wakil
Anti-Fraud Seminar within JM Group 2024: "Implementation Ketua KPK)
of Anti-Fraud Strategies" (Former Deputy
Chairman of
the Corruption
Eradication
Committee)
EXECUTIVE RISK SUMMIT 2024 SUSTAINABLE RISK 26 Juli 2024 Dwi Ary Purnomo
MANAGEMENT: Integrating Innovation for Long-Term July 26, 2024 (Asisten Deputi
Resilience Manajemen Risiko
& Kepatuhan
KBUMN)
Risk & Compliance
Management
Deputy Assistant in
Ministry of SOEs
& Bangkit Kuncoro
(Partner KAP EY)
Bimtek dan Workshop Keterbukaan Informasi Publik (KIP) 04 Juli 2024 Jasa Marga
Jasa Marga July 4, 2024 Learning Institute
Technical Guidance and Workshop on Public Information
Disclosure (KIP) for Jasa Marga
Forum Commander AKHLAK 2024 #3 "Transformasi Budaya 02 Juli 2024 PT Surveyor
Perusahaan Melalui ESG Awareness" (Online) July 2, 2024 Indonesia
Commander AKHLAK Forum 2024 #3: "Transforming
Corporate Culture Through ESG Awareness" (Online)
Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Corruption Eradication Commission (KPK) and PT Jasa Marga
(Persero) Tbk
Seminar Keselamatan Konstruksi Dalam Seremoni Bulan K3 30 Januari 2024 PT Jasa Marga
Nasional Tahun 2024 January 30, 2024 (Persero) Tbk
Construction Safety Seminar at the 2024 K3 Month National
Ceremony
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 193
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Sigit Sutarno Program Sharing Knowledge & Focus Group Discussion Pengendalian 06 Maret 2024 PT Jasa Marga
Planning Mutu Anak Perusahaan Jalan Tol Konstruksi March 6, 2024 (Persero) Tbk
Controlling & Knowledge Sharing & Focus Group Discussion on Quality
Administration Control of Toll Road Construction Subsidiaries
Department
Seminar Keselamatan Konstruksi Dalam Seremoni Bulan K3 30 Januari 2024 Viktor N. Mahandre
Head
Nasional Tahun 2024 January 30, 2024 (Direktur Utama PT
Construction Safety Seminar at the 2024 National Jasamarga Akses
Occupational Safety and Health Month Ceremony Patimban), Kimron
Manik (Direktur
Keberlanjutan
Konstruksi
Direktorat
Jenderal (Ditjen)
Bina Konstruksi
Kementerian
PUPR), &
Lazuardi Nurdin
(Ketua Umum
Perkumpulan
Ahli Keselamatan
Konstruksi
Indonesia (PAKKI))
Krisma Advisory Kelas Khusus Pemegang Sertifikasi CPIA 16 Desember 2024 Yayasan
Perwita Sari Management Special Class for CPIA Certification Holders December 16, 2024 Pendidikan Internal
Department Audit (YPIA)
Head Internal Audit
Education
Foundation (YPIA)
Embracing ESG's Role and Its Impact on Business 06 Desember 2024 Maria R. Nindita
December 6, 2024 Radyati, Ph.D
(President Director
Institute for
Sustainability &
Agility)
Leaders Development Mission "Strategic People Leaders with 01 November 2024 Forum Human
Core Values AKHLAK" November 1, 2024 Capital Indonesia
Townhall Meeting TW 4 Tahun 2024 "When Life Feels Like a 29 Oktober 2024 Tara de Thouars
Rollercoaster" October 29, 2024 (Psikolog
Townhall Meeting Q4 2024: "When Life Feels Like a Klinis) & Henry
Rollercoaster" Manampiring
(Penulis Buku)
Perpanjangan Certified Practitioner Internal Audit (CPIA) 21 Oktober 2024 Yayasan
Extension of Certified Practitioner Internal Audit (CPIA) October 21, 2024 Pendidikan Internal
Audit (YPIA)
BUMN Learning Festival: "Cultivating Learning Strategies 08 Oktober 2024 PT Perkebunan
Toward Innovation and Sustainable Growth" October 8, 2024 Nusantara III
(Persero)
Kick-Off BUMN Learning Festival: Building Sustainable 27 September 2024 Jasa Marga
Learning Culture September 27, 2024 Learning Institute
Seminar Anti-Fraud di Lingkungan JM Group Tahun 2024 04 September 2024 Adnan Pandu
"Penerapan Strategi Anti-Fraud" September 4, 2024 (Mantan Wakil
Anti-Fraud Seminar within JM Group 2024: "Implementation Ketua KPK)
of Anti-Fraud Strategies" (Former Deputy
Chairman of
the Corruption
Eradication
Committee)
Executive Risk Summit 2024 Sustainable Risk Management: 26 Juli 2024 Dwi Ary Purnomo
Integrating Innovation For Long-Term Resilience July 26, 2024 (Asisten Deputi
Manajemen Risiko
& Kepatuhan
KBUMN)
Risk & Compliance
Management
Deputy Assistant in
Ministry of SOEs
& Bangkit Kuncoro
(Partner KAP EY)
Workshop Penyusunan Profil Risiko Perusahaan Tahun 2025 20 Juni 2024 PT Jasa Marga
Workshop on the Preparation of the Company Risk Profile June 20, 2024 (Persero) Tbk
for 2025
194 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 195
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Krisma Advisory JM Talk Operational Services Series Eps.07 “Benchmark 07 Juni 2024 PT Jasa Marga
Perwita Sari Management Australia Team: Intelligent Transportation System (ITS) for June 7, 2024 (Persero) Tbk
Department Future Mobility”
Head
Expo Pengawasan Intern 2024 28 Mei 2024 Badan Pengawasan
Internal Audit Expo 2024 May 28, 2024 Keuangan dan
Pembangunan
(BPKP)
JM TALK Business Support: Boost Productivity with Employee 16 Mei 2024 Jasa Marga
Well-being Program May 16, 2024 Learning Institute
Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Corruption Eradication Commission (KPK) and PT Jasa Marga
(Persero) Tbk
Certified Lead Auditor Anti-Bribery Management System ISO 18 Maret 2024 PT Mitra Juang
37001:2016 March 18, 2024 Mandiri (Sustain)
JM Talk & THM Learning Beyond Limits: Navigating the Path 08 Maret 2024 PT Jasa Marga
of Lifelong Learning March 8, 2024 (Persero) Tbk
Sharing Knowledge & Focus Group Discussion Pengendalian 06 Maret 2024 PT Jasa Marga
Mutu Anak Perusahaan Jalan Tol Konstruksi March 6, 2024 (Persero) Tbk
Knowledge Sharing & Focus Group Discussion on Quality
Control of Toll Road Construction Subsidiaries
High Level Training Implementasi Pelindungan Data Pribadi 20 Februari 2024 PT Xynexsis
di Lingkungan Perusahaan February 20, 2024 Indonesia
High-Level Training on the Implementation of Personal Data
Protection within the Company Environment
JM Talk Business Support Series 13 “Pelaporan LHKPN: 13 Februari 2024 PT Jasa Marga
Cerminan Transparansi Penyelenggara Negara dalam February 13, 2024 (Persero) Tbk
Mewujudkan Tata Kelola yang Baik”
JM Talk Business Support Series 13: "LHKPN Reporting: A
Reflection of Transparency in Public Officials to Achieve
Good Governance"
Dyah Sadtya Senior Auditor Seminar Online Hari Anti Korupsi Sedunia (Hakordia) Tahun 11 Desember 2024 Jamdatun RI
Noegraheni 2024 "Teguhkan Komitmen Anti-Fraud Sebagai Salah Satu December 11, 2024 Deputy Attorney
Upaya Berantas Korupsi Menuju Indonesia Maju" dan General for
Launching Pedoman Anti-Fraud PT Jasa Marga (Persero) Tbk Civil and State
2024 International Anti-Corruption Day (Hakordia) Online Administrative
Seminar: "Strengthening Anti-Fraud Commitment as an Affairs of the
Effort to Eradicate Corruption Towards a Progressive Republic of
Indonesia" and Launching of the Anti-Fraud Guidelines by Indonesia
PT Jasa Marga (Persero) Tbk
Leaders Development Mission "Strategic People Leaders 01 November 2024 Forum Human
with Core Values AKHLAK" November 1, 2024 Capital Indonesia
& BUMN School of
Excellence
Townhall Meeting TW 4 Tahun 2024 "When Life Feels Like a 29 Oktober 2024 Tara de Thouars
Rollercoaster" October 29, 2024 (Psikolog
Townhall Meeting Q4 2024: "When Life Feels Like a Klinis) & Henry
Rollercoaster" Manampiring
(Penulis Buku)
BUMN Learning Festival 2024_Final Event Learning 15 Oktober 2024 Forum Human
Roadshow Jakarta Online October 15, 2024 Capital Indonesia
& BUMN School of
Excellence
BUMN Learning Festival: "Cultivating Learning Strategies 08 Oktober 2024 PT Perkebunan
Toward Innovation and Sustainable Growth" October 8, 2024 Nusantara III
(Persero)
Pelatihan PSAK 238: Aset Takberwujud ("PSAK 238"), 23 September 2024 Deloitte
ISAK 112: Perjanjian Konsesi Jasa ("ISAK 112"), PSAK 236: September 23, 2024
Penurunan Nilai Aset ("PSAK 236"), dan ISAK 232: Aset
Takberwujud - Biaya Situs Web ("ISAK 232")
Training on PSAK 238: Intangible Assets ("PSAK 238"), ISAK
112: Service Concession Agreements ("ISAK 112"), PSAK
236: Impairment of Assets ("PSAK 236"), and ISAK 232:
Intangible Assets - Website Costs ("ISAK 232")
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 195
Page 196
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Dyah Sadtya Senior Auditor Pelatihan dan Sertifikasi Certified Procurement Officer (CPOF) 17 September 2024 PPM Management
Noegraheni (17-30 September 2024) September 17, 2024
Training and Certification for Certified Procurement Officer
(CPOF) (September 17-30, 2024)
Pelatihan dan Sertifikasi Certified Risk Professional (CRP) 09 September 2024 PPM Management
Training and Certification for Certified Risk Professional September 9, 2024
(CRP)
Online Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024 Praja dan Risiko
Online Anti-Fraud Seminar within JM Group 2024: Manajemen
"Implementation of Anti-Fraud Strategies" Gagasan (RMG)
Adnan Pandu
Praja and Risk
Management Ideas
(RMG)
Webinar FHCI Building A Privacy-First Culture In Workplace: 14 Agustus 2024 Forum Human
The Role of Human Capital In Data Protection August 14, 2024 Capital Indonesia
(FHCI) BUMN
Executive Risk Summit 2024 Sustainable Risk Management: 26 Juli 2024 Dwi Ary Purnomo
Integrating Innovation For Long-Term Resilience July 26, 2024 (Asisten Deputi
Manajemen Risiko
& Kepatuhan
KBUMN)
Risk & Compliance
Management
Deputy Assistant in
Ministry of SOEs
& Bangkit Kuncoro
(Partner KAP EY)
JM TALK Business Support Eps. 17: “Utilisasi Program JMO 12 Juli 2024 PT Jasa Marga
dan Sertakan Manfaat Tambahan Perumahan” July 12, 2024 (Persero) Tbk
JM TALK Business Support Ep. 17: "Utilization of the JMO
Program and Including Additional Benefits for Housing"
Town Hall Meeting AKHLAK Festival 2024 "Cultivating 03 Juli 2024 PT Adi Maha Swara
Harmony for Performance Enhancement" July 3, 2024
Forum Commander AKHLAK 2024 #3 "Transformasi Budaya 02 Juli 2024 PT Surveyor
Perusahaan Melalui ESG Awareness" (Online) July 2, 2024 Indonesia
Commander AKHLAK Forum 2024 #3: "Transforming
Corporate Culture Through ESG Awareness" (Online)
JM TALK Business Support: Boost Productivity with Employee 16 Mei 2024 Jasa Marga
Well-being Program May 16, 2024 Learning Institute
Sharing Session UU Pelindungan Data Pribadi "What Next to 14 Mei 2024 Forum Digital
Do to Implement UU Pelindungan Data Pribadi for BUMN” May 14, 2024 BUMN (Fordigi)
Sharing Session on the Personal Data Protection Law: "What
Next to Do to Implement the Personal Data Protection Law
for SOEs"
Quality Assurance Improvement Programs (QAIP) 29 April 2024 Yayasan
April 29, 2024 Pendidikan Internal
Audit
Internal Audit
Education
Foundation
Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Corruption Eradication Commission (KPK) and PT Jasa Marga
(Persero) Tbk
JM Talk & THM Learning Beyond Limits: Navigating the Path 08 Maret 2024 PT Jasa Marga
of Lifelong Learning March 8, 2024 (Persero) Tbk
JM Talk Project Development Series 06 "Kondisi Aqua 23 Februari 2024 Jasa Marga
Planning di Jalan Tol" February 23, 2024 Learning Institute
JM Talk Project Development Series 06: "Aqua Planning
Conditions on Toll Roads"
JM Talk Business Support Series 13 “Pelaporan LHKPN: 13 Februari 2024 PT Jasa Marga
Cerminan Transparansi Penyelenggara Negara dalam February 13, 2024 (Persero) Tbk
Mewujudkan Tata Kelola yang Baik”
JM Talk Business Support Series 13: "LHKPN Reporting: A
Reflection of Transparency in Public Officials to Achieve
Good Governance"
196 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 197
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Ichwan Rofi'i Auditor Seminar Online Hari Anti Korupsi Sedunia (Hakordia) Tahun 11 Desember 2024 Jamdatun RI
2024 "Teguhkan Komitmen Anti-Fraud Sebagai Salah Satu December 11, 2024 Deputy Attorney
Upaya Berantas Korupsi Menuju Indonesia Maju" dan General for
Launching Pedoman Anti-Fraud PT Jasa Marga (Persero) Tbk Civil and State
2024 International Anti-Corruption Day (Hakordia) Online Administrative
Seminar: "Strengthening Anti-Fraud Commitment as an Affairs of the
Effort to Eradicate Corruption Towards a Progressive Republic of
Indonesia" and Launching of the Anti-Fraud Guidelines by Indonesia
PT Jasa Marga (Persero) Tbk
Seminar Nasional Internal Audit 2024 "Cultural 04 Desember 2024 Yayasan
Transformation: Integrating ESG, Cybersecurity, and December 4, 2024 Pendidikan Internal
Innovative Risk Management" Audit (YPIA)
2024 National Internal Audit Seminar: "Cultural Internal Audit
Transformation: Integrating ESG, Cybersecurity, and Education
Innovative Risk Management" Foundation (YPIA)
Townhall Meeting TW 4 Tahun 2024 "When Life Feels Like a 29 Oktober 2024 Tara de Thouars
Rollercoaster" October 29, 2024 (Psikolog
Townhall Meeting Q4 2024: "When Life Feels Like a Klinis) & Henry
Rollercoaster" Manampiring
(Penulis Buku)
Perpanjangan Sertifikasi Qualified Internal Auditor (QIA) 18 Oktober 2024 Yayasan
Extension of Qualified Internal Auditor (QIA) Certification October 18, 2024 Pendidikan Internal
Audit (YPIA)
BUMN Learning Festival 2024_Final Event Learning 15 Oktober 2024 Forum Human
Roadshow Jakarta_Online October 15, 2024 Capital Indonesia
& BUMN School of
Excellence
Online Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024 Praja dan Risiko
Online Anti-Fraud Seminar within JM Group 2024: Manajemen
"Implementation of Anti-Fraud Strategies" Gagasan (RMG)
Adnan Pandu
Praja and Risk
Management Ideas
(RMG)
Webinar FHCI Building a Privacy-First Culture in Workplace: 14 Agustus 2024 Forum Human
The Role of Human Capital in Data Protection August 14, 2024 Capital Indonesia
& PT Jasa Marga
(Persero) Tbk
Executive Risk Summit 2024 Sustainable Risk Management: 26 Juli 2024 Dwi Ary Purnomo
Integrating Innovation For Long-Term Resilience July 26, 2024 (Asisten Deputi
Manajemen Risiko
& Kepatuhan
KBUMN)
Risk & Compliance
Management
Deputy Assistant in
Ministry of SOEs
& Bangkit Kuncoro
(Partner KAP EY)
Town Hall Meeting Akhlak Festival 2024 "Cultivating 03 Juli 2024 PT Adi Maha Swara
Harmony For Performance Enhancement" July 3, 2024
Forum Commander AKHLAK 2024 #3 "Transformasi Budaya 02 Juli 2024 PT Surveyor
Perusahaan Melalui ESG Awareness" (Online) July 2, 2024 Indonesia
Commander AKHLAK Forum 2024 #3: "Transforming
Corporate Culture Through ESG Awareness" (Online)
JM TALK Business Support: Boost Productivity with Employee 16 Mei 2024 Jasa Marga
Well-being Program May 16, 2024 Learning Institute
Pelatihan dan Sertifikasi Certified Risk Professional (CRP) 23 April 2024 Smart Imdonesia
Training and Certification for Certified Risk Professional April 23, 2024 Academy
(CRP)
JM Talk operational Services Series Tim Benchmark USA Tahun 21 Maret 2024 PT Jasa Marga
2023 – Exploring the USA Sustainable and Comfort Highways March 21, 2024 (Persero) Tbk
Seminar Keselamatan Konstruksi Dalam Seremoni Bulan K3 30 Januari 2024 dr. Jaka Panca
Nasional Tahun 2024 January 30, 2024 Satriawan, SpPD,
Construction Safety Seminar at the 2024 National FINASIM & dr Rani
Occupational Safety and Health Month Ceremony Herdiani
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 197
Page 198
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Anang Auditor Seminar Online Hari Anti Korupsi Sedunia (Hakordia) Tahun 11 Desember 2024 Jamdatun RI
Mohamad 2024 "Teguhkan Komitmen Anti-Fraud Sebagai Salah Satu December 11, 2024 Deputy Attorney
Ma'ruf Upaya Berantas Korupsi Menuju Indonesia Maju" dan General for
Launching Pedoman Anti-Fraud PT Jasa Marga (Persero) Tbk Civil and State
2024 International Anti-Corruption Day (Hakordia) Online Administrative
Seminar: "Strengthening Anti-Fraud Commitment as an Affairs of the
Effort to Eradicate Corruption Towards a Progressive Republic of
Indonesia" and Launching of the Anti-Fraud Guidelines by Indonesia
PT Jasa Marga (Persero) Tbk
Embracing ESG's Role and Its Impact on Business 06 Desember 2024 Maria R. Nindita
December 6, 2024 Radyati, Ph.D
(President Director
Institute for
Sustainability &
Agility)
Leaders Development Mission "Strategic People Leaders with 01 November 2024 Forum Human
Core Values AKHLAK" November 1, 2024 Capital Indonesia
Townhall Meeting TW 4 Tahun 2024 "When Life Feels Like a 29 Oktober 2024 Tara de Thouars
Rollercoaster" October 29, 2024 (Psikolog
Townhall Meeting Q4 2024: "When Life Feels Like a Klinis) & Henry
Rollercoaster" Manampiring
(Penulis Buku)
Perpanjangan Sertifikasi Qualified Internal Auditor (QIA) 18 Oktober 2024 Yayasan
Extension of Qualified Internal Auditor (QIA) Certification October 18, 2024 Pendidikan Internal
Audit
Internal Audit
Education
Foundation
Pelatihan dan Sertifikasi Certified Procurement Officer (CPOF) 17 September 2024 PPM Management
(17 - 30 September 2024) September 17, 2024
Training and Certification for Certified Procurement Officer
(CPOF) (September 17 - 30, 2024)
Pelatihan dan Sertifikasi Certified Risk Professional (CRP) 09 September 2024 PT Akademi Smart
Training and Certification for Certified Risk Professional September 9, 2024 Indonesia
(CRP)
Online Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024 Praja dan Risiko
Online Anti-Fraud Seminar within JM Group 2024: Manajemen
"Implementation of Anti-Fraud Strategies" Gagasan (RMG)
Adnan Pandu
Praja and Risk
Management Ideas
(RMG)
ACIIA Regional Conference 28 Agustus 2024 The Asian
August 28, 2024 Confederation
of Institutes of
Internal Auditors
(ACIIA)
Executive Risk Summit 2024 Sustainable Risk Management: 26 Juli 2024 Dwi Ary Purnomo
Integrating Innovation For Long-Term Resilience July 26, 2024 (Asisten Deputi
Manajemen Risiko
& Kepatuhan
KBUMN) & Bangkit
Kuncoro
Risk & Compliance
Management
Deputy Assistant in
Ministry of SOEs
(Partner KAP EY)
JM TALK Business Support: Boost Productivity with Employee 16 Mei 2024 Jasa Marga
Well-being Program May 16, 2024 Learning Institute
Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Corruption Eradication Commission (KPK) and PT Jasa Marga
(Persero) Tbk
JM Talk operational Services Series Tim Benchmark USA Tahun 21 Maret 2024 PT Jasa Marga
2023 – Exploring the USA Sustainable and Comfort Highways March 21, 2024 (Persero) Tbk
198 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 199
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Anang Auditor JM Talk & THM Learning Beyond Limits: Navigating the Path 08 Maret 2024 PT Jasa Marga
Mohamad of Lifelong Learning March 8, 2024 (Persero) Tbk
Ma'ruf
Pelatihan Penilai Risk Maturity Index (RMI) Batch II 08 Maret 2024 PT Jasa Marga
Risk Maturity Index (RMI) Assessor Training Batch II March 8, 2024 (Persero) Tbk
JM Talk Business Support Series 13 “Pelaporan LHKPN: 13 Februari 2024 PT Jasa Marga
Cerminan Transparansi Penyelenggara Negara dalam February 13, 2024 (Persero) Tbk
Mewujudkan Tata Kelola yang Baik”
JM Talk Business Support Series 13: "LHKPN Reporting: A
Reflection of Transparency in Public Officials to Achieve
Good Governance"
Kick Off Meeting Penilaian Risiko Penyuapan Tahun 2024 11 Januari 2024 PT Jasa Marga
Kick-Off Meeting for Bribery Risk Assessment 2024 January 11, 2024 (Persero) Tbk
Sarkim Assistant Seminar Online Hari Anti Korupsi Sedunia (Hakordia) Tahun 11 Desember 2024 Jamdatun RI
Auditor 2024 "Teguhkan Komitmen Anti-Fraud Sebagai Salah Satu December 11, 2024 Deputy Attorney
Upaya Berantas Korupsi Menuju Indonesia Maju" dan General for
Launching Pedoman Anti-Fraud PT Jasa Marga (Persero) Tbk Civil and State
2024 International Anti-Corruption Day (Hakordia) Online Administrative
Seminar: "Strengthening Anti-Fraud Commitment as an Affairs of the
Effort to Eradicate Corruption Towards a Progressive Republic of
Indonesia" and Launching of the Anti-Fraud Guidelines by Indonesia
PT Jasa Marga (Persero) Tbk
Jasa Marga Sustainability Forum (JSF) Tahun 2024 09 Desember 2024 Rio Zakarias
Jasa Marga Sustainability Forum (JSF) 2024 December 9, 2024 W. (Founder
dan Director
Socialimpact.ID)
Seminar Nasional Internal Audit 2024 "Cultural 04 Desember 2024 Yayasan
Transformation: Integrating ESG, Cybersecurity, and December 4, 2024 Pendidikan Internal
Innovative Risk Management" Audit (YPIA)
2024 National Internal Audit Seminar: "Cultural Internal Audit
Transformation: Integrating ESG, Cybersecurity, and Education
Innovative Risk Management" Foundation (YPIA)
Forum Commander Jasa Marga Group Batch 4 28 November 2024 Kubik Leadership
November 28, 2024
JM TALK - Operational Services Series: ”JMTM berbagi 07 November 2024 PT Jasa Marga
Inovasi Implementasi iRAP di Ruas Sedyatmo dan Dalam November 7, 2024 (Persero) Tbk
Kota pada Acara Conference on Highway Engineering 2024
di Thailand”
JM TALK - Operational Services Series: "JMTM Sharing
Innovations on the Implementation of iRAP on the
Sedyatmo and Inner-City Sections at the 2024 Conference
on Highway Engineering in Thailand"
Leaders Development Mission "Strategic People Leaders with 01 November 2024 Forum Human
Core Values AKHLAK" November 1, 2024 Capital Indonesia
Townhall Meeting TW 4 Tahun 2024 "When Life Feels Like a 29 Oktober 2024 Tara de Thouars
Rollercoaster" October 29, 2024 (Psikolog
Townhall Meeting Q4 2024: "When Life Feels Like a Klinis) & Henry
Rollercoaster" Manampiring
(Penulis Buku)
Perpanjangan Certified Practitioner Internal Audit (CPIA) 21 Oktober 2024 Yayasan
Extension of Certified Practitioner Internal Audit (CPIA) October 21, 2024 Pendidikan Internal
Audit (YPIA)
Pelatihan ISO 37001 Sistem Manajemen Anti-Penyuapan 16 Oktober 2024 PT.TUV SUD
(SMAP) October 16, 2024 Indonesia
Training on ISO 37001 Anti-Bribery Management System
(ABMS)
BUMN Learning Festival 2024_Final Event Learning 15 Oktober 2024 Forum Human
Roadshow Jakarta_Online October 15, 2024 Capital Indonesia
& BUMN School of
Excellence
Perpanjangan Lisensi dan SKP Ahli K3 Umum 20 September 2024 PT KEM Indonesia
Extension of License and SKP for General Occupational September 20, 2024
Health and Safety Expert
Pelatihan dan Sertifikasi Certified Procurement Officer (CPOF) 17 September 2024 PPM Management
(17-30 September 2024) September 17, 2024
Training and Certification for Certified Procurement Officer
(CPOF) (September 17-30, 2024)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 199
Page 200
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Sarkim Assistant Pelatihan dan Sertifikasi Certified Risk Associate 03 September 2024 Smart Indonesia
Auditor Training and Certification for Certified Risk Associate September 3, 2024 Academy
Forum Commander AKHLAK 2024 #3 "Transformasi Budaya 02 Juli 2024 PT Surveyor
Perusahaan Melalui ESG Awareness" (Online) July 2, 2024 Indonesia
Commander AKHLAK Forum 2024 #3: "Transforming
Corporate Culture Through ESG Awareness" (Online)
JM Talk Operational Services Series Eps.07 “Benchmark 07 Juni 2024 PT Jasa Marga
Australia Team: Intelligent Transportation System (ITS) for June 7, 2024 (Persero) Tbk
Future Mobility”
Expo Pengawasan Intern 2024 28 Mei 2024 Badan Pengawasan
Internal Audit Expo 2024 May 28, 2024 Keuangan dan
Pembangunan
(BPKP)
JM TALK Business Support: Boost Productivity with 16 Mei 2024 Jasa Marga
Employee Well-being Program May 16, 2024 Learning Institute
Sharing Session UU Pelindungan Data Pribadi "What Next to 14 Mei 2024 Forum Digital
Do to Implement UU Pelindungan Data Pribadi for BUMN” May 14, 2024 BUMN (Fordigi)
Sharing Session on the Personal Data Protection Law: "What
Next to Do to Implement the Personal Data Protection Law
for SOEs"
Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Corruption Eradication Commission (KPK) and PT Jasa Marga
(Persero) Tbk
JM Talk operational Services Series Tim Benchmark USA Tahun 21 Maret 2024 PT Jasa Marga
2023 – Exploring the USA Sustainable and Comfort Highways March 21, 2024 (Persero) Tbk
JM Talk Project Development Series 07 "Penerapan Geoteknik 15 Maret 2024 Akhsan Kawanda
pada Jalan Tol" March 15, 2024
JM Talk Project Development Series 07: "Application of
Geotechnics in Toll Roads"
Mochammad Assurance Kelas Khusus Pemegang Sertifikasi CPIA 16 Desember 2024 Yayasan
Mulyanto Management Special Class for CPIA Certification Holders December 16, 2024 Pendidikan Internal
Specialist Audit (YPIA)
Internal Audit
Education
Foundation (YPIA)
Perpanjangan Certified Practitioner Internal Audit (CPIA) 21 Oktober 2024 Yayasan
Extension of Certified Practitioner Internal Audit (CPIA) October 21, 2024 Pendidikan Internal
Audit (YPIA)
Internal Audit
Education
Foundation (YPIA)
Kick Off Penyusunan Rencana Umum Pengadaan (RUP) 03 Oktober 2024 PT Jasa Marga
Tahun 2025 PT Jasa Marga (Persero) Tbk October 3, 2024 (Persero) Tbk
Kick Off on the Preparation of the 2025 Procurement Plan
(RUP) PT Jasa Marga (Persero) Tbk
Refreshment Penyusunan Rencana Umum Pengadaan (RUP) 18 September 2024 PT Jasa Marga
Tahun 2025 September 18, 2024 (Persero) Tbk
Refreshment on the Preparation of the 2025 Annual
Procurement Plan (RUP)
Pelatihan dan Sertifikasi Certified Risk Associate 03 September 2024 Smart Indonesia
Training and Certification for Certified Risk Associate September 3, 2024 Academy
ACIIA Regional Conference 28 Agustus 2024 The Asian
August 28, 2024 Confederation
of Institutes of
Internal Auditors
(ACIIA)
Workshop Penyusunan Profil Risiko Perusahaan Tahun 2025 20 Juni 2024 PT Jasa Marga
Workshop on the Preparation of the Company Risk Profile June 20, 2024 (Persero) Tbk
for 2025
200 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 201
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Mochammad Internal JM Talk & THM Learning Beyond Limits: Navigating the Path 08 Maret 2024 PT Jasa Marga
Mulyanto Administration of Lifelong Learning March 8, 2024 (Persero) Tbk
Section Head
Ari Sunarya Junior Auditor Training Microsoft Excel Level Intermediate 14 November 2024 Kuncie
November 14, 2024
Townhall Meeting TW 4 Tahun 2024 "When Life Feels Like a 29 Oktober 2024 Tara de Thouars
Rollercoaster" October 29, 2024 (Psikolog
Townhall Meeting Q4 2024: "When Life Feels Like a Klinis) & Henry
Rollercoaster" Manampiring
(Penulis Buku)
Kick-Off BUMN Learning Festival: Building Sustainable 27 September 2024 Jasa Marga
Learning Culture September 27, 2024 Learning Institute
Pelatihan dan Sertifikasi Certified Procurement Officer (CPOF) 17 September 2024 PPM Management
(17-30 September 2024) September 17, 2024
Training and Certification for Certified Procurement Officer
(CPOF) (September 17-30, 2024)
Sosialisasi SK Kebijakan Anti Penyuapan dan Sosialisasi 13 September 2024 PT Jasa Marga
Pelaporan Gratifikasi Melalui Aplikasi JM-Click September 13, 2024 (Persero) Tbk
Socialization of the Anti-Bribery Policy Decree and
Socialization of Gratification Reporting Through the JM-
Click Application
Pelatihan dan Sertifikasi Certified Risk Associate 03 September 2024 Smart Indonesia
Training and Certification for Certified Risk Associate September 3, 2024 Academy
Webinar FHCI Building a Privacy-First Culture in Workplace: 14 Agustus 2024 Forum Human
The Role of Human Capital in Data Protection August 14, 2024 Capital Indonesia
& PT Jasa Marga
(Persero) Tbk
Pelatihan Tanggap Darurat di Lingkungan Kantor Pusat 2024 23 Juli 2024 PT Jasa Marga
Emergency Response Training at the Head Office 2024 July 23, 2024 (Persero) Tbk
Forum Commander AKHLAK 2024 #3 "Transformasi Budaya 02 Juli 2024 PT Surveyor
Perusahaan Melalui ESG Awareness" (Online) July 2, 2024 Indonesia
Commander AKHLAK Forum 2024 #3: "Transforming
Corporate Culture Through ESG Awareness" (Online)
JM TALK Business Support: Boost Productivity with Employee 16 Mei 2024 Jasa Marga
Well-being Program May 16, 2024 Learning Institute
Ari Sunarya Junior Auditor Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Corruption Eradication Commission (KPK) and PT Jasa Marga
(Persero) Tbk
JM Talk operational Services Series Tim Benchmark USA Tahun 21 Maret 2024 PT Jasa Marga
2023 – Exploring the USA Sustainable and Comfort Highways March 21, 2024 (Persero) Tbk
Pelatihan Penilai Risk Maturity Index (RMI) Batch II 08 Maret 2024 PT Jasa Marga
Risk Maturity Index (RMI) Assessor Training Batch II March 8, 2024 (Persero) Tbk
Kick Off Meeting Penilaian Risiko Penyuapan Tahun 2024 11 Januari 2024 PT Jasa Marga
Kick-Off Meeting for Bribery Risk Assessment 2024 January 11, 2024 (Persero) Tbk
Adnan Senior Vice Seminar Hari Anti Korupsi Sedunia (Hakordia) Tahun 2024 11 Desember 2024 Jamdatun RI
President "Teguhkan Komitmen Anti-Fraud Sebagai Salah Satu Upaya December 11, 2024 Deputy Attorney
Internal Audit Berantas Korupsi Menuju Indonesia Maju" dan Launching General for
PT JTT Pedoman Anti-Fraud PT Jasa Marga (Persero) Tbk Civil and State
The 2024 World Anti-Corruption Day (Hakordia) Seminar: Administrative
"Strengthening the Commitment to Anti-Fraud as an Effort Affairs of the
to Eradicate Corruption Towards a Progressive Indonesia" Republic of
and the Launch of the Anti-Fraud Guidelines by PT Jasa Indonesia
Marga (Persero) Tbk.
Workshop Penyusunan Profil Risiko PT Jasamarga Transjawa 30 Oktober 2024 PT Jasa Marga
Tol Tahun 2025_Wilayah 1 October 30, 2024 (Persero) Tbk
Workshop on the Preparation of the Risk Profile for PT
Jasamarga Transjawa Toll 2025 - Region 1
Perpanjangan Sertifikasi Qualified Internal Auditor (QIA) 18 Oktober 2024 Yayasan
Extension of Qualified Internal Auditor (QIA) Certification October 18, 2024 Pendidikan Internal
Audit (YPIA)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 201
Page 202
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Adnan Senior Vice Pelatihan dan Sertifikasi Certified Risk Professional (CRP) 09 September 2024 PT Akademi Smart
President Training and Certification for Certified Risk Professional September 9, 2024 Indonesia
Internal Audit (CRP)
PT JTT
Online Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024 Praja dan Risiko
Online Anti-Fraud Seminar within JM Group 2024: Manajemen
"Implementation of Anti-Fraud Strategies" Gagasan (RMG)
Adnan Pandu
Praja and Risk
Management Ideas
(RMG)
INSIGHT (IT Maturity Networking Session and Highlight): 28 Agustus 2024 Forum Digital
Driving Digital Transformation through Managed Innovation August 28, 2024 BUMN (Fordigi)
Town Hall Meeting AKHLAK Festival 2024 "Cultivating 03 Juli 2024 PT Adi Maha Swara
Harmony for Performance Enhancement" July 3, 2024
Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Corruption Eradication Commission (KPK) and PT Jasa Marga
(Persero) Tbk
Adnan Vice President JM Talk operational Services Series Tim Benchmark USA Tahun 21 Maret 2024 PT Jasa Marga
Internal Audit 2023 – Exploring the USA Sustainable and Comfort Highways March 21, 2024 (Persero) Tbk
PT JTT
Pelatihan Penilai Risk Maturity Index (RMI) Batch II 08 Maret 2024 PT Jasa Marga
Risk Maturity Index (RMI) Assessor Training Batch II March 8, 2024 (Persero) Tbk
JM Talk Business Support Series 13 “Pelaporan LHKPN: 13 Februari 2024 PT Jasa Marga
Cerminan Transparansi Penyelenggara Negara dalam February 13, 2024 (Persero) Tbk
Mewujudkan Tata Kelola yang Baik”
JM Talk Business Support Series 13: "LHKPN Reporting: A
Reflection of Transparency in Public Officials to Achieve
Good Governance"
Teki Sejati Junior Auditor Seminar Online Hari Anti Korupsi Sedunia (Hakordia) Tahun 11 Desember 2024 Jamdatun RI
2024 "Teguhkan Komitmen Anti-Fraud Sebagai Salah Satu December 11, 2024 Deputy Attorney
Upaya Berantas Korupsi Menuju Indonesia Maju" dan General for
Launching Pedoman Anti-Fraud PT Jasa Marga (Persero) Tbk Civil and State
2024 International Anti-Corruption Day (Hakordia) Online Administrative
Seminar: "Strengthening Anti-Fraud Commitment as an Affairs of the
Effort to Eradicate Corruption Towards a Progressive Republic of
Indonesia" and Launching of the Anti-Fraud Guidelines by Indonesia
PT Jasa Marga (Persero) Tbk
Pelatihan Audit Forensik dan Deteksi Korupsi 20 November 2024 Lembaga Informasi
Forensic Audit and Corruption Detection Training November 20, 2024 Kebijakan Nasional
JM TALK - Operational Services Series: ”JMTM berbagi Inovasi 07 November 2024 PT Jasa Marga
Implementasi iRAP di Ruas Sedyatmo dan Dalam Kota November 7, 2024 (Persero) Tbk
pada Acara Conference on Highway Engineering 2024 di
Thailand”
JM TALK - Operational Services Series: "JMTM Sharing
Innovations on the Implementation of iRAP on the
Sedyatmo and Inner-City Sections at the 2024 Conference
on Highway Engineering in Thailand"
Townhall Meeting TW 4 Tahun 2024 "When Life Feels Like a 29 Oktober 2024 Tara de Thouars
Rollercoaster" October 29, 2024 (Psikolog
Townhall Meeting Q4 2024: "When Life Feels Like a Klinis) & Henry
Rollercoaster" Manampiring
(Penulis Buku)
Perpanjangan Certified Practitioner Internal Audit (CPIA) 21 Oktober 2024 Yayasan
Extension of Certified Practitioner Internal Audit (CPIA) October 21, 2024 Pendidikan Internal
Audit (YPIA)
Perpanjangan Sertifikasi Qualified Internal Auditor (QIA) 18 Oktober 2024 Yayasan
Extension of Qualified Internal Auditor (QIA) Certification October 18, 2024 Pendidikan Internal
Audit (YPIA)
BUMN Learning Festival 2024_Final Event Learning 15 Oktober 2024 Forum Human
Roadshow Jakarta Online October 15, 2024 Capital Indonesia
& BUMN School of
Excellence
BUMN Learning Festival: "Cultivating Learning Strategies 08 Oktober 2024 PT Perkebunan
Toward Innovation and Sustainable Growth" October 8, 2024 Nusantara III
(Persero)
202 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 203
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Teki Sejati Junior Auditor Pelatihan PSAK 238: Aset Takberwujud ("PSAK 238"), 23 September 2024 Deloitte
ISAK 112: Perjanjian Konsesi Jasa ("ISAK 112"), PSAK 236: September 23, 2024
Penurunan Nilai Aset ("PSAK 236"), dan ISAK 232: Aset
Takberwujud - Biaya Situs Web ("ISAK 232")
Training on PSAK 238: Intangible Assets ("PSAK 238"), ISAK
112: Service Concession Agreements ("ISAK 112"), PSAK
236: Impairment of Assets ("PSAK 236"), and ISAK 232:
Intangible Assets - Website Costs ("ISAK 232")
Pelatihan dan Sertifikasi Certified Procurement Officer (CPOF) 17 September 2024 PPM Management
(17-30 September 2024) September 17, 2024
Training and Certification for Certified Procurement Officer
(CPOF) (September 17-30, 2024)
Pelatihan dan Sertifikasi Certified Risk Professional (CRP) 09 September 2024 PT Akademi Smart
Training and Certification for Certified Risk Professional September 9, 2024 Indonesia
(CRP)
Online Seminar Anti-Fraud di Lingkungan JM Group Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024 Praja dan Risiko
Online Anti-Fraud Seminar within JM Group 2024: Manajemen
"Implementation of Anti-Fraud Strategies" Gagasan (RMG)
Adnan Pandu
Praja and Risk
Management Ideas
(RMG)
Webinar FHCI Building a Privacy-First Culture in Workplace: 14 Agustus 2024 Adnan Pandu
The Role of Human Capital in Data Protection August 14, 2024 Praja dan Risiko
Manajemen
Gagasan (RMG)
Town Hall Meeting AKHLAK Festival 2024 "Cultivating 03 Juli 2024 PT Adi Maha Swara
Harmony for Performance Enhancement" July 3, 2024
Forum Commander AKHLAK 2024 #3 "Commanders as a 02 Juli 2024 PT Jasa Marga
Green Leaders: Upholding AKHLAK for a Sustainable Future" July 2, 2024 (Persero) Tbk
Project Retrospective I2RI PT Hutama Karya (Persero) 21 Juni 2024 Indonesia
June 21, 2024 Infrastructure
Research &
Innovation
Institute (I2RI)
Workshop Navigating the Global Internal Audit Standards 13 Juni 2024 Institute of Internal
June 13, 2024 Auditors Indonesia
JM Talk Operational Services Series Eps.07 “Benchmark 07 Juni 2024 PT Jasa Marga
Australia Team: Intelligent Transportation System (ITS) for June 7, 2024 (Persero) Tbk
Future Mobility”
JM TALK Business Support: Boost Productivity with 16 Mei 2024 Jasa Marga
Employee Well-being Program May 16, 2024 Learning Institute
Sharing Session UU Pelindungan Data Pribadi "What Next to 14 Mei 2024 Forum Digital
Do to Implement UU Pelindungan Data Pribadi for BUMN” May 14, 2024 BUMN (Fordigi)
Sharing Session on the Personal Data Protection Law: "What
Next to Do to Implement the Personal Data Protection Law
for SOEs"
Whistleblowing System (WBS) Terintegrasi antara Komisi 24 April 2024 PT Mitra Juang
Pemberantasan Korupsi (KPK) dan PT Jasa Marga (Persero) April 24, 2024 Mandiri (Sustain)
Tbk
Integrated Whistleblowing System (WBS) between the
Corruption Eradication Commission (KPK) and PT Jasa Marga
(Persero) Tbk
JM Talk Operational Services Series Tim Benchmark USA 21 Maret 2024 PT Jasa Marga
Tahun 2023 – Exploring the USA Sustainable and Comfort March 21, 2024 (Persero) Tbk
Highways
JM Talk & THM Learning Beyond Limits: Navigating the Path 08 Maret 2024 PT Jasa Marga
of Lifelong Learning March 8, 2024 (Persero) Tbk
Pelatihan Penilai Risk Maturity Index (RMI) Batch II 08 Maret 2024 PT Jasa Marga
Risk Maturity Index (RMI) Assessor Training Batch II March 8, 2024 (Persero) Tbk
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 203
Page 204
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan Waktu Pelaksanaan
Nama Jabatan Penyelenggara
Subject of Competency Implementation
Name Position Organizer
Development/Training Date
Teki Sejati Junior Auditor JM Talk Business Support Series 13 “Pelaporan LHKPN: 13 Februari 2024 PT Jasa Marga
Cerminan Transparansi Penyelenggara Negara dalam February 13, 2024 (Persero) Tbk
Mewujudkan Tata Kelola yang Baik”
JM Talk Business Support Series 13: "LHKPN Reporting: A
Reflection of Transparency in Public Officials to Achieve
Good Governance"
Workshop Standards & Code of Ethics for Professional 05 Februari 2024 Yayasan
Internal Auditor February 5, 2024 Pendidikan Internal
Audit
Internal Audit
Education
Foundation
Seminar Kesehatan Dalam Seremoni Bulan K3 Nasional 30 Januari 2024 dr. Jaka Panca
Tahun 2024 January 30, 2024 Satriawan, SpPD,
Health Seminar at the 2024 National Occupational Safety FINASIM & dr Rani
and Health Month Ceremony Herdiani
Pengembangan Kompetensi Unit Manajemen Risiko
Risk Management Unit Competency Development
Tabel Pengembangan Kompetensi Unit Manajemen Risiko
Table of the Risk Management Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan
Nama Jabatan Waktu Pelaksanaan Penyelenggara
Subject of Competency
Name Position Implementation Date Organizer
Development/Training
Devi Lusyana Risk & Quality, Dapat dilihat pada Pembahasan Pengembangan Kompetensi Komite Manajemen Risiko
Health, Safety Disclosed in Risk Management Committee Competency Development section
& Environment
Group Head
Febrina Amir Risk Management Pelatihan Awareness dalam Penyusunan 11 Oktober 2024 PT Jasa Marga
Department Head Kebijakan dan Pengembangan Roadmap BCMS October 11, 2024 (Persero) Tbk
berdasarkan ISO 22301:2019
Awareness Training in Policy Development and
BCMS Roadmap Development based on ISO
22301:2019
Kick-Off BUMN Learning Festival: Building 27 September 2024 Jasa Marga Learning
Sustainable Learning Culture September 27, 2024 Institute
Certified Governance Professional (CGP) 23 September 2024 CRMS -LSP GRK
September 23, 2024
Seminar Anti-Fraud di Lingkungan JM Grup Tahun 04 September 2024 Adnan Pandu
2024 "Penerapan Strategi Anti-Fraud" September 4, 2024 Praja dan Risiko
Anti-Fraud Seminar within JM Group 2024: Manajemen Gagasan
"Implementation of Anti-Fraud Strategies" (RMG)
Adnan Pandu
Praja and Risk
Management Ideas
(RMG)
Risk Based Planning & Risk Modelling 03 September 2024 PT Pendidikan
September 3, 2024 Maritim & Logistik
Indonesia
Workshop Penyusunan Profil Risiko Perusahaan 20 Juni 2024 PT Jasa Marga
Tahun 2025 June 20, 2024 (Persero) Tbk
Workshop on the Preparation of the Company
Risk Profile for 2025
204 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 205
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Manajemen Risiko
Table of the Risk Management Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan
Nama Jabatan Waktu Pelaksanaan Penyelenggara
Subject of Competency
Name Position Implementation Date Organizer
Development/Training
Febrina Amir Risk Management JM Talk Operational Services Series Eps.07 07 Juni 2024 PT Jasa Marga
Department Head “Benchmark Australia Team: Intelligent June 7, 2024 (Persero) Tbk
Transportation System (ITS) for Future Mobility”
Workshop Contingency Plan - Pengisian Kertas 03 Mei 2024 EY
Kerja Resolution Plan May 3, 2024
Contingency Plan Workshop - Completion of the
Resolution Plan Working Paper
JM Talk operational Services Series Tim 21 Maret 2024 PT Jasa Marga
Benchmark USA Tahun 2023 – Exploring the USA March 21, 2024 (Persero) Tbk
Sustainable and Comfort Highways
Pelatihan Penilai Risk Maturity Index (RMI) Batch II 08 Maret 2024 PT Jasa Marga
Risk Maturity Index (RMI) Assessor Training Batch March 8, 2024 (Persero) Tbk
II
Sharing Knowledge & Focus Group Discussion 06 Maret 2024 PT Jasa Marga
Pengendalian Mutu Anak Perusahaan Jalan Tol March 6, 2024 (Persero) Tbk
Konstruksi
Knowledge Sharing & Focus Group Discussion
on Quality Control of Toll Road Construction
Subsidiaries
High Level Training Implementasi Perlindungan 20 Februari 2024 PT Jasa Marga
Data Pribadi di lingkungan Perusahaan February 20, 2024 (Persero) Tbk
High-Level Training on the Implementation of
Personal Data Protection within the Company
Environment
Doddy Risk Management Seminar Online Hari Anti Korupsi Sedunia 11 Desember 2024 Jamdatun RI
Lombardo Specialist (Hakordia) Tahun 2024 "Teguhkan Komitmen December 11, 2024 Deputy Attorney
Anti-Fraud Sebagai Salah Satu Upaya Berantas General for Civil and
Korupsi Menuju Indonesia Maju" dan Launching State Administrative
Pedoman Anti-Fraud PT Jasa Marga (Persero) Tbk Affairs of the
2024 International Anti-Corruption Day Republic of Indonesia
(Hakordia) Online Seminar: "Strengthening
Anti-Fraud Commitment as an Effort to Eradicate
Corruption Towards a Progressive Indonesia" and
Launching of the Anti-Fraud Guidelines by PT
Jasa Marga (Persero) Tbk
Forum Commander Jasa Marga Group Batch 4 28 November 2024 Kubik Leadership
November 28, 2024
JM TALK - Operational Services Series: ”JMTM 07 November 2024 PT Jasa Marga
berbagi Inovasi Implementasi iRAP di Ruas November 7, 2024 (Persero) Tbk
Sedyatmo dan Dalam Kota pada Acara Conference
on Highway Engineering 2024 di Thailand”
JM TALK - Operational Services Series: "JMTM
Sharing Innovations on the Implementation of
iRAP on the Sedyatmo and Inner-City Sections at
the 2024 Conference on Highway Engineering in
Thailand"
Seminar Nasional Online “Alternatif Pembiayaan 31 Juli 2024 Himpunan
Infrastruktur Jalan Tol menggunakan Skema July 31, 2024 Pengembangan Jalan
Pengelolaan Perolehan Peningkatan Nilai Indonesia (HPJI)
Kawasan (Land Value Capture) di Indonesia” Bidang VI
Online National Seminar: "Alternative Financing Association of
for Toll Road Infrastructure Using the Land Value Indonesian Road
Capture Scheme in Indonesia" Development (HPJI)
Area VI
Executive Risk Summit 2024 Sustainable Risk 26 Juli 2024 Dwi Ary Purnomo
Management: Integrating Innovation For Long- July 26, 2024 (Asisten Deputi
Term Resilience Manajemen Risiko &
Kepatuhan KBUMN) &
Bangkit Kuncoro
Risk & Compliance
Management Deputy
Assistant in Ministry
of SOEs
(Partner KAP EY)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 205
Page 206
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pengembangan Kompetensi Unit Manajemen Risiko
Table of the Risk Management Unit Competency Development
Materi Pengembangan Kompetensi/PelatIhan
Nama Jabatan Waktu Pelaksanaan Penyelenggara
Subject of Competency
Name Position Implementation Date Organizer
Development/Training
Doddy Risk Management Bimtek dan Workshop Keterbukaan Informasi 04 Juli 2024 Jasa Marga Learning
Lombardo Specialist Publik (KIP) Jasa Marga July 4, 2024 Institute
Technical Guidance and Workshop on Public
Information Disclosure (KIP) for Jasa Marga
Forum Commander AKHLAK 2024 #3 02 Juli 2024 PT Surveyor
"Transformasi Budaya Perusahaan Melalui ESG July 2, 2024 Indonesia
Awareness" (Online)
Commander AKHLAK Forum 2024 #3:
"Transforming Corporate Culture Through ESG
Awareness" (Online)
Workshop Penyusunan Profil Risiko Perusahaan 20 Juni 2024 PT Jasa Marga
Tahun 2025 June 20, 2024 (Persero) Tbk
Workshop on the Preparation of the Company
Risk Profile for 2025
Pelatihan Audit Internal Sistem Manajemen Anti- 28 Mei 2024 PT.TUV SUD
Penyuapan (SMAP) Tahun 2024 May 28, 2024 Indonesia
Internal Audit Training for Anti-Bribery
Management System (ABMS) 2024
JM TALK Business Support: Boost Productivity with 16 Mei 2024 PT Jasa Marga
Employee Well-being Program May 16, 2024 (Persero) Tbk
Pelatihan Quality Excellence Activity (QEA) 14 Mei 2024 Wahana Kendali Mutu
National Assessment May 14, 2024
Quality Excellence Activity (QEA) National
Assessment Training
Workshop Contingency Plan - Pengisian Kertas 03 Mei 2024 EY
Kerja Resolution Plan May 3, 2024
Contingency Plan Workshop - Completion of the
Resolution Plan Working Paper
Pelatihan Penilai Risk Maturity Index (RMI) Batch II 08 Maret 2024 PT Jasa Marga
Risk Maturity Index (RMI) Assessor Training Batch March 8, 2024 (Persero) Tbk
II
Seminar Keselamatan Konstruksi Dalam 30 Januari 2024 PT Jasa Marga
Seremoni Bulan K3 Nasional Tahun 2024 January 30, 2024 (Persero) Tbk
Construction Safety Seminar at the 2024 National
Occupational Safety and Health Month Ceremony
Evaluasi Pelaksanaan Pengembangan Evaluation of Competency Development
Kompetensi Implementation
Perseroan melakukan evaluasi atas pelaksanaan The Company conducts periodic evaluations of employee
pengembangan kompetensi karyawan secara berkala. Proses competency development implementation. The evaluation
evaluasi hasil pengembangan kompetensi terintegrasi dengan process for competency development results is integrated
sistem penilaian kinerja (Jasa Marga Performance Development with the performance appraisal system (Jasa Marga
(JMPD) dan klasifikasi talent (Talent Management System). Performance Development (JMPD)) and talent classification
(Talent Management System).
Dengan demikian, Perseroan akan mampu menilai hasil, serta This approach enables the Company to assess the outcomes
dampak pelatihan terhadap kinerja sumber daya manusia, and impact of training on human resource performance,
yang tidak hanya menilai hasil kerja karyawan namun juga not only evaluating employees’ work results but also their
perilaku (behaviour) dan kapasitas (capacity). Selanjutnya, behavior and capacity. Furthermore, the Company utilizes
Perseroan akan menjadikan hasil evaluasi tersebut sebagai the evaluation results as feedback to design future training
feedback dalam menyusun program pelatihan ke depannya. programs.
206 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 207
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Biaya Pengembangan Kompetensi Competency Development Costs
Pada tahun 2024, Perseroan telah merealisasikan alokasi In 2024, the Company allocated a total of Rp18.9 billion
dana sebesar Rp18,9 miliar untuk pengembangan kompetensi for employee competency development. This investment
karyawan. Investasi ini mencerminkan komitmen Perseroan reflects the Company’s commitment to developing highly
dalam menciptakan sumber daya manusia yang unggul skilled human resources through an integrated learning
melalui pendekatan pembelajaran terpadu, baik secara approach, both online and offline. The primary focus includes
online maupun offline. Fokus utama mencakup peningkatan enhancing digital competencies and employee competency
kompetensi digital dan sertifikasi kompetensi karyawan. certifications. This initiative aims to support the evolving
Langkah ini dilakukan guna mendukung kebutuhan bisnis business needs and ensure sustainable competitiveness.
yang terus berkembang dan memastikan daya saing yang
berkelanjutan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 207
Page 208
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Komposisi Pemegang Saham
Shareholders Composition
Komposisi Pemegang Saham Perseroan pada akhir tahun buku The composition of the Company’s shareholders at the end of
2024 adalah sebagai berikut: the 2024 fiscal year is as follows:
%
Kelompok pemegang saham publik Perseroan tidak ada yang The group of the Company’s public shareholders does not
memiliki saham di atas 5%. have any shareholder owning more than 5% of the shares.
Pemegang Saham Jasa Marga per 31 Desember 2024
Jasa Marga Shareholders as of December 31, 2024
Tabel Pemegang Saham Jasa Marga per 31 Desember 2024
Table of Jasa Marga Shareholders as of December 31, 2024
Pemegang Saham Jumlah Pemegang Saham Jumlah Saham Persentase
Shareholders Number of Shareholders Number of Shares Percentage (%)
Pemerintah Republik Indonesia
Government of The Republic of Indonesia
Saham Dwi Warna
1
Dwi Warna Shares
Saham Seri B
1 5.080.509.839 70,00%
Series B Share
Total 1 5.080.509.840 70,00%
Pemodal Nasional
National Investors
Perorangan Indonesia
16.430 139.661.673 1,92%
Individual Domestic
Lembaga/Badan Usaha Indonesia
166 643.206.582 8,86%
Indonesian Business Institutes/Entities
Asuransi
123 305.466.711 4,21%
Insurance
208 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 209
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pemegang Saham Jasa Marga per 31 Desember 2024
Table of Jasa Marga Shareholders as of December 31, 2024
Pemegang Saham Jumlah Pemegang Saham Jumlah Saham Persentase
Shareholders Number of Shareholders Number of Shares Percentage (%)
Yayasan
17 17.197.266 0,24%
Foundations
Koperasi
2 53.081 0,00%
Cooperatives
Reksadana
158 234.380.426 3,23%
Mutual Funds
Sub Total 16.896 1.339.965.739 18,46%
Pemodal Asing
Foreign Investors
Perorangan Asing
175 3.467.688 0,05%
Foreign Individuals
Badan Usaha Asing
282 833.927.933 11,49%
Foreign Enterprises
Sub Total 457 837.395.621 11,54%
Total 17.354 7.257.871.200 100%
Grafik Komposisi Pemegang Saham Jasa Marga per 31 Desember 2024
Graph of Jasa Marga Shareholder Composition as of December 31, 2024
Pemerintah Masyarakat
Republik Public Perorangan Indonesia
Indonesia C/Q Individual Domestic
Kementerian
BUMN 1,92%
Government
of the
Republic of
Indonesia c/q
Ministry of
State Owned
Badan Usaha Asing
Enterprises Foreign Enterprises
11,49% Institusi Domestik
Institution Domestic
8,86%
Pengendali Non Pengendali
Controlling Non-controlling
Perorangan Asing
Foreign Individuals Asuransi
0,05% Insurance
4,21%
Reksadana
Mutual Fund
3,23% Koperasi
Cooperatives
0,00% Yayasan
Foundation
0,24%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 209
Page 210
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pemegang Saham Dengan Kepemilikan Saham 5% atau Lebih
Shareholders with More than 5% Shares Ownership
Tabel Pemegang Saham yang Memiliki 5% atau Lebih Saham pada Awal dan Akhir Tahun Buku
Table of Shareholders Owned 5% or More Shares at the Beginning and End of the Fiscal Year
Pemegang Saham Jumlah Saham Persentase Status
Shareholders Number of Shares Percentage (%) Condition
Pemerintah Republik Indonesia Pemegang Saham Pengendali
5.080.509.839 70%
State of Republic of Indonesia Controlling Shareholders
Kelompok Pemegang Saham Masyarakat dengan Kepemilikan Saham Masing-Masing
Kurang dari 5%
Public Shareholders Group with Less than 5% Shares Ownership
Tabel Kelompok Pemegang Saham Masyarakat dengan Kepemilikan Saham Masing-Masing Kurang dari 5%
per 1 Januari 2024 dan 31 Desember 2024
Table of Public Shareholder Groups with Share Ownership Each Less Than 5% as of January 1, 2024, and December 31, 2024
Jumlah
Pemegang Jumlah Persentase
Saham pada Pemegang Jumlah Saham Jumlah Saham pada Persentase
Awal Saham pada pada Awal Tahun pada Akhir Awal Tahun pada
Tahun Buku* Akhir Buku* Tahun Buku* Buku** Akhir Tahun
Pemegang Saham
Number of Tahun Buku** Number of Number of Percentage Buku**
Shareholders
Shareholders Number of Shares at the Shares at the at Percentage at
at the Shareholders at Beginning of the End of the Fiscal Beginning End of Fiscal
Beginning the End of the Fiscal Year* Year* of Fiscal Year**
of the Fiscal Fiscal Year* Year*
Year*
Pemegang Saham Domestik
Domestic Shareholders
Perorangan Indonesia
15.434 16.430 147.490.051 139.661.673 2,03% 1,92%
Indonesian Individuals
Lembaga/Badan Usaha Indonesia
Indonesian Institutions/Business 159 166 645.282.536 643.206.582 8,89% 8,86%
Entities
Asuransi
123 123 212.919.376 305.466.711 2,93% 4,21%
Insurance
Yayasan
13 17 11.986.966 17.197.266 0,17% 0,24%
Foundations
Koperasi
3 2 61.081 53.081 0,00% 0,00%
Cooperatives
Reksadana
175 158 258.845.396 234.380.426 3,57% 3,23%
Mutual Funds
Pemegang Saham Asing
Foreign Investors Shareholders
Perorangan Asing
188 175 6.151.364 3.467.688 0,08% 0,05%
Foreign Individuals
Badan Usaha Asing
295 282 894.624.590 833.395.621 12,33% 11,49%
Foreign Enterprises
Total 16.391 17.354 2.177.361.360 2.177.361.360 100% 30%
Keterangan/Notes:
*) Data jumlah pemegang saham pada awal tahun buku merupakan data pemegang saham Perseroan per tanggal penutupan bursa di tahun 2023.
**) Akhir tahun buku Perseroan adalah 31 Desember 2024.
*) The data provided on the number of shareholders at the beginning of the financial year is based on the company’s shareholder information as of the stock exchange
closing date in 2023.
**) The end of the Company’s Fiscal Year is December 31, 2024.
210 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 211
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
20 Pemegang Saham Terbesar
Top 20 Shareholders
Tabel 20 Pemegang Saham Terbesar per 31 Desember 2024
Table of Top 20 Shareholders as of December 31, 2024
Pemegang Saham Jumlah Saham Persentase Status
No
Shareholders Number of Shares Percentage (%) Condition
Negara Republik
Indonesia
1 NEGARA REPUBLIK INDONESIA 5.080.509.840 70,00000000
State of Republic of
Indonesia
Dana Pensiun
2 DJS KETENAGAKERJAAN PROGRAM JHT 247.524.233 3,41042470
Pension Fund
Dana Pensiun
3 PT. TASPEN 159.509.900 2,19775050
Pension Fund
Badan Usaha Asing
4 HSBC BK PLC S/A THE PRUDENTIAL ASSURANCE 113.401.600 1,56246370
Foreign Enterprises
Badan Usaha Asing
5 BNYM RE BNYMLB RE EMPLOYEES PROVIDENTFD 108.256.592 1,49157500
Foreign Enterprises
Badan Usaha Asing
6 CITIBANK NEW YORK S/A GOVERNMENT OF NORW 74.494.800 1,02640010
Foreign Enterprises
Dana Pensiun
7 DJS KETENAGAKERJAAN PROGRAM JP 72.410.615 0,99768390
Pension Fund
Asuransi
8 PT. PRUDENTIAL LIFE ASSURANCE - REF 49.902.900 0,68756940
Insurance
Dana Pensiun
9 PT TASPEN (ASURANSI) - AFS 45.689.120 0,62951130
Pension Fund
Badan Usaha Asing
10 CITIBANK NEW YORK S/A GOVERNMENT OF NORW 42.803.100 0,58974730
Foreign Enterprises
Reksadana
11 RD SCHRODER D PRESTASI PLUS-908294000 31.140.900 0,42906380
Mutual Funds
Badan Usaha Asing
12 JPMCB NA RE-VANGUARD TOTAL INTERNATIONAL 30.778.259 0,42406730
Foreign Enterprises
Badan Usaha Asing
13 CITIBANK HONG KONG S/A 4D GLOBAL INFRAST 30.552.118 0,42095150
Foreign Enterprises
Badan Usaha Asing
14 JPMCB NA RE - VANGUARD EMERGING MARKETS 28.954.904 0,39894490
Foreign Enterprises
Badan Usaha Asing
15 SSB 2Q27 ISHARES CORE MSCI EMERGING MARK 23.515.780 0,32400380
Foreign Enterprises
Badan Usaha Asing
16 CITIBANK HONG KONG S/A 4D GLOBAL INFRAST 23.080.682 0,31800900
Foreign Enterprises
Asuransi
17 PT PRUDENTIAL LIFE ASSURANCE - REF III 21.954.400 0,30249090
Insurance
Asuransi
18 PT. AXA MANDIRI FINANCIAL SERVICES S/A M 21.342.000 0,29405320
Insurance
Badan Usaha Asing
19 JPMCB NA RE - BLACKROCK INST TR CO N A I 20.051.500 0,27627250
Foreign Enterprises
Asuransi
20 ALLIANZ LIFE IND - SMARTLINK RUPIAH EQUI 19.981.800 0,27531210
Insurance
Total 6.245.855.043 86,06
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 211
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kepemilikan Saham Dewan Komisaris dan Direksi
The Board of Commissioners and the Board of Directors Shares Ownership
Tabel Kepemilikan Saham Dewan Komisaris dan Direksi pada Awal dan Akhir Tahun Buku
Table of Share Ownership by the Board of Commissioners and Directors at the Beginning and End of the Fiscal Year
Jumlah Saham Persentase
Total Share Percentage (%)
2024 2024
Nama Awal
No Name 31 Awal Tahun
Tahun 31
Desember Buku*
Buku* 2023 2022 Desember 2023 2022
2024** Beginning
Beginning 2024**
December of Fiscal
of Fiscal December
31, Year*
Year* 31, 2024**
2024**
Dewan Komisaris/ Board of Commissioners
1 Mohammad Zainal Fatah - 128.200 - - - 0,0017664 - -
2 M. Roskanedi 139.300 268.000 139.300 - 0,0019193 0,0036925 0,0019193 -
3 Raja Erizman 139.400 267.800 139.400 - 0,0019207 0,0036898 0,0019207 -
4 Chandra Wijaya - - - - - - - -
5 Seppalga Ahmad - - - - - - - -
6 Marsetio - - - - - - - -
7 Abdul Rachman - - - - - - - -
Direksi/ Board of Directors
1 Subakti Syukur 477.700 793.100 477.700 154.000 0,0065818 0,0109274 0,0065818 0,0021218
2 Reza Febriano 289.600 560.200 289.600 5.400 0,0039902 0,0077185 0,0039902 0,0000744
3 Bagus Cahya Arinta B. 289.200 560.000 289.200 9.600 0,0039846 0,0077158 0,0039846 0,0000744
4 Fitri Wiyanti 316.600 587.800 316.600 35.500 0,0043622 0,0080988 0,0043622 0,0001323
Mohamad Agus
5 282.000 549.600 282.000 - 0,0038854 0,0075725 0,0038854 -
Setiawan
6 Pramitha Wulanjani 50.000 289.200 50.000 - 0,0006889 0,0039846 0,0006889 -
Keterangan/Notes:
*) Awal Tahun Buku Perseroan adalah 1 Januari 2024, namun demikian dikarenakan tanggal 1 Januari 2024 masih merupakan hari libur Bursa, maka data yang
digunakan adalah data per 2 Januari 2024.
**) Akhir Tahun Buku Perseroan adalah 31 Desember 2024.
*) The beginning of the Company's fiscal year is January 1, 2024. However, because January 1, 2024 is still a Stock Exchange holiday, the data used is data as of
January 2, 2024.
**) The end of the Company's fiscal year is December 31, 2024.
212 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 213
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kepemilikan Tidak Langsung Dewan Indirect Ownership of the Board of
Komisaris dan Direksi terhadap Saham Commissioners and Directors in the
Perseroan Company’s Shares
Hingga akhir tahun 2024, Dewan Komisaris dan Direksi tidak By the end of 2023, the Board of Commissioners and the
memiliki kepemilikan tidak langsung atas saham Perseroan. Board of Directors do not have indirect ownership of the
Company’s shares.
Pembelian/Penjualan Saham Dewan Purchase/Sale of Shares of the Board of
Komisaris dan Direksi Commissioners and Board of Directors
Sesuai dengan Peraturan Otoritas Jasa Keuangan No. 11/ Pursuant to Financial Services Authority Regulation No. 11/
POJK.04/2017 tentang Laporan Kepemilikan atau Setiap POJK.04/2017 concerning Ownership Report or Any Change
Perubahan Kepemilikan Saham Perusahaan Terbuka, setiap in Share Ownership of Public Companies, each of the Board of
anggota Dewan Komisaris dan Direksi diwajibkan untuk Commissioners and Board of Directors members is required to
menyampaikan informasi kepada Perseroan mengenai submit information to the Company regarding ownership and
kepemilikan dan setiap perubahan kepemilikannya atas any changes in ownership of the Company’s shares.
saham Perseroan.
Informasi Tentang Pemegang Saham Utama Information About Major Shareholders and/
dan/atau Pemegang Saham Pengendali or Controlling Shareholders
Pemegang saham Utama Perseroan adalah Negara Republik Major shareholder of the Company is the Republic of
Indonesia, yang diwakili oleh Pemerintah Republik Indonesia/ Indonesia Government, represented by the Republic of
Kementerian Badan Usaha Milik Negara (BUMN) dengan Indonesia/the Ministry of State-Owned Enterprises (SOEs)
kepemilikan sebesar 70% yang terdiri dari 1 (satu) lembar with 70% ownership consisting of 1 (one) Dwiwarna Series
Saham Seri A Dwiwarna dan 5.080.509.839 lembar Saham A Share and 5,080,509,839 Series B Ordinary Shares. There
Seri B Biasa. Tidak terdapat pemilik individu yang menjadi are no individual owners who are the major and controlling
pemegang saham utama dan pengendali Perseroan. shareholders of the Company.
Kebijakan Saham Seri A Dwiwarna (Saham Preferen) ditempuh The Series A Dwiwarna Share Policy (Preferent Shares) was
oleh Pemerintah selaku pemilik modal utama sebagai langkah adopted by the Government as the ultimate owner as a
strategi terkait status Jasa Marga sebagai entitas BUMN yang strategic initiative related to Jasa Marga’s status as a SOE
mempersyaratkan peran Pemerintah untuk mendorong entity which requires the Government’s role to encourage
BUMN dalam memberikan kontribusi bagi perkembangan SOE to contribute the national economy development,
perekonomian nasional pada umumnya dan penerimaan generally, and state revenues, particularly, under the Law No.
negara pada khususnya, sesuai Undang- Undang No. 19 Tahun 19 of 2003 on SOEs.
2003 tentang BUMN.
Bagan mengenai Pemegang Saham Utama dan Pengendali A chart of Major and Controlling Shareholders can be seen in
dapat dilihat di Bab Profil Perusahaan dalam Buku Laporan the Company Profile Chapter in this Annual Report.
Tahunan ini.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 213
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Entitas Anak, Ventura Bersama,
dan Entitas Asosiasi
Subsidiaries, Joint Ventures, and Associate Entities
Tabel Daftar Entitas Anak
Table of Subsidiaries List
Total Aset Sebelum Eliminasi
Persentase Kepemilikan
Periode (dalam jutaan rupiah)
Ownership Percentage
Tahun Operasi Masa Total Assets Before Elimination
Aktivitas (%)
Komersial Konsesi (in Rp million)
Entitas Anak Utama Domisili
No 31 31 Start of (Tahun)
Subsidiaries Principal Domicile
Desember Desember Commercial Concession
Activity
2024 2023 Operations Period 2024 2023
December December (Year)
31, 2024 31, 2023
1 PT Jalantol Jasa Bekasi 99,99 99,96 1 Oktober 2001 - 19.235 34.486
Lingkarluar Pengoperasian October 1,
Jakarta (JLJ), Jalan Tol 2001
berdiri tanggal Toll Road
22 Desember Operation
2000 Service
Established on
December 22,
2000
2 PT Marga Sarana Pengusahaan Bogor 55,00 55,00 23 November 50 3.338.289 3.307.265
Jabar (MSJ), Jalan Tol Bogor 2009
berdiri tanggal Outer Ring November 23,
11 Mei 2007 Road 2009
Established on Bogor Ring
May 11, 2007 Road Outer
Toll Road
Concession
Holder
3 PT Marga Trans Pengusahaan Tangerang 60,00 60,00 20 Desember 35 3.857.433 4.091.923
Nusantara Ruas Jalan Selatan 2019
(MTN), berdiri Tol Kunciran South December 20,
tanggal Serpong Tangerang 2019
14 Mei 2008 Kunciran
Established on Serpong
May 14, 2008 Toll Road
Concession
Holder
4 PT Jasamarga Pengusahaan Tangerang 88,67 78,53 11 November 35 5.074.118 5.434.832
Kunciran Ruas Jalan 2021
Cengkareng Tol Kunciran- November 11,
(JKC), berdiri Cengkareng 2021
tanggal Kunciran-
14 Mei 2008 Cengkareng
Established on Road
May 14, 2008 Concession
Holder
5 PT Jasamarga Pengusahaan Jakarta 99,82 99,82 10 Februari - 2.336.182 2.633.087
Tollroad Jasa 1989
Maintenance Preservasi dan February 10,
(JMTM), Pemeliharaan 1989
berdiri tanggal Jalan Tol, Jasa
26 Agustus 1988 Konstruksi,
Established on Jasa Sewa Alat
August 26, 1988 Berat, serta
Penjualan
Aspal
Services in
Toll Road
Preservation
and
Maintenance,
Construction,
Heavy
Equipment
Rental, and
Asphalt Sales
214 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Entitas Anak
Table of Subsidiaries List
Total Aset Sebelum Eliminasi
Persentase Kepemilikan
Periode (dalam jutaan rupiah)
Ownership Percentage
Tahun Operasi Masa Total Assets Before Elimination
Aktivitas (%)
Komersial Konsesi (in Rp million)
Entitas Anak Utama Domisili
No 31 31 Start of (Tahun)
Subsidiaries Principal Domicile
Desember Desember Commercial Concession
Activity
2024 2023 Operations Period 2024 2023
December December (Year)
31, 2024 31, 2023
6 PT Jasamarga Pengusahaan Denpasar 64,44 64,44 1 Oktober 2013 45 1.893.223 1.940.424
Bali Tol (JBT), Ruas Jalan October 1,
berdiri tanggal Tol Nusa Dua 2013
22 Agustus 2011 - Ngurah Rai -
Established on Benoa
August 22, 2011 Nusa Dua
- Ngurah Rai -
Benoa
Toll Road
Concession
Holder
7 PT Jasamarga Pengembangan Jakarta 99,94 99,94 15 Januari - 2.411.058 2.280.121
Related Bisnis Properti/ 2013
Business (JMRB), Toll Corridor January 15,
berdiri tanggal Development 2013
15 Januari 2013 (TCD) dan
Established on pengembangan
January 15, TIP (Tempat
2013 Istirahat
Pelayanan)
Business
Development
In Property/
Toll Corridor
Development
(TCD)
8 PT Jasamarga Pengusahaan Deli 55,00 55,00 13 Oktober 40 4.085.376 4.072.786
Kualanamu Tol Ruas Jalan Serdang 2017
(JMKT), berdiri Tol Medan- October 13,
tanggal Kualanamu- 2017
25 November Tebing Tinggi
2014 Kualanamu-
Established on Tebing Tinggi
November 25, Toll Road
2014 Concession
Holder
9 PT Cinere Pengusahaan Tangerang 55,00 55,00 2 Juni 2021 35 3.410.460 3.453.921
Serpong Jaya Ruas Jalan Tol Selatan June 2, 2021
(CSJ), berdiri Serpong-Cinere South
tanggal Serpong-Cinere Tangerang
10 Juli 2008 Toll Road
Established on Concession
July 10, 2008 Holder
10 PT Jasamarga Jasa Jakarta 99,98 99,98 31 Desember - 1.497.552 1.434.178
Tollroad Pengoperasian 2015
Operator Jalan Tol December 31,
(JMTO), berdiri Toll Road 2015
tanggal Operation
21 Agustus 2015 Services
Established on
August 21, 2015
11 PT Jasamarga Pengusahaan Manado 64,97 64,97 30 Oktober 40 4.439.742 4.551.816
Manado Bitung Ruas Jalan Tol 2020
(JMB), berdiri Manado-Bitung October 30,
tanggal Manado-Bitung 2020
6 Juni 2016 Toll Road
Established on Concession
June 6, 2016 Holder
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 215
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Daftar Entitas Anak
Table of Subsidiaries List
Total Aset Sebelum Eliminasi
Persentase Kepemilikan
Periode (dalam jutaan rupiah)
Ownership Percentage
Tahun Operasi Masa Total Assets Before Elimination
Aktivitas (%)
Komersial Konsesi (in Rp million)
Entitas Anak Utama Domisili
No 31 31 Start of (Tahun)
Subsidiaries Principal Domicile
Desember Desember Commercial Concession
Activity
2024 2023 Operations Period 2024 2023
December December (Year)
31, 2024 31, 2023
12 PT Jasamarga Pengusahaan Balikpapan 67,39 67,39 14 Juni 2020 50 9.613.546 9.727.442
Balikpapan Ruas Jalan Tol June 14, 2020
Samarinda (JBS), Balikpapan-
berdiri tanggal Samarinda
6 Juni 2016 Balikpapan-
Established on Samarinda Toll
June 6, 2016 Road
Concession
Holder
13 PT Jasamarga Pengusahaan Jakarta 65,00 99,00 2 Juni 2017 40 62.613.070 60.972.577
Transjawa Tol Ruas Jalan Tol June 2, 2017
(JTT), berdiri Trans Jawa
tanggal Trans Java Toll
2 Juni 2017 Road
Established on Concession
June 2, 2017 Holder
14 PT Jasamarga Pengusahaan Jakarta 90,97 90,97 Tahap 35 11.861.448 8.544.948
Japek Selatan Ruas Jalan konstruksi
(JJS), berdiri Tol Jakarta – Under
tanggal Cikampek II Sisi construction
29 Desember Selatan
2017 Jakarta-
Established on Cikampek II
December 29, South Section
2017 Toll Road
Concession
Holder
15 PT Jasamarga Pengusahaan Jakarta 97,70 94,93 Tahap 50 6.416.386 2.253.691
Probolinggo Ruas Jalan Tol konstruksi
Banyuwangi Probolinggo – Under
(JPB), berdiri Banyuwangi construction
tanggal Probolinggo-
29 Desember Banyuwangi
2017 Toll
Established on Road
December 29, Concession
2017 Holder
16 PT Jasamarga Pengusahaan Jakarta 74,09 63,15 Tahap 40 5.386.707 3.181.299
Jogja Bawen Ruas Jalan Tol konstruksi
(JJB), berdiri Yogyakarta – Under
tanggal Bawen construction
11 November Yogyakarta-
2020 Bawean Toll
Established on Road
November 11, Concession
2020 Holder
17 PT Jasamarga Pengusahaan Jakarta 62,04 57,17 Tahap 50 1.764.844 986.255
Akses Patimban ruas jalan tol pengembangan
(JAP), berdiri Akses Patimban Under
tanggal 16 Patimban development
Januari 2023 Access
Established on Concession
January 16, Holder
2023
216 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Profil Singkat Entitas Anak
Brief Profile of Subsidiaries
PT MARGA SARANA JABAR (MSJ)
Profil Singkat
Brief Profile
PT MSJ berdiri pada tanggal 11 Mei 2007, mengoperasikan ruas jalan tol Lingkar Bogor
atau yang lebih dikenal dengan Bogor Outer Ring Road, membentang dari Sentul
Selatan hingga Salabenda dengan panjang jalan tol beroperasi 11,3 km. Jalan tol ini
memudahkan mobilitas masyarakat sebagai pengguna jalan tol Jagorawi yang ingin
melanjutkan perjalanan menuju Bogor bagian utara tanpa harus melalui kota Bogor
terlebih dahulu.
PT MSJ was established on May 11, 2007, operating the Bogor Outer Ring Road (BORR)
toll road, commonly known as the Bogor Outer Ring Road. It stretches from Sentul
Selatan to Salabenda, covering an operational toll road length of 11.3 km. This toll road
facilitates the mobility of the community, particularly for Jagorawi toll road users who
wish to continue their journey to the northern part of Bogor without having to pass
through the city center first.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Arief Budhy Hasyim Oscar Soebandi
Hardono Komisaris Komisaris
Komisaris Utama Commissioner Commissioner
President Commissioner Kepemilikan Saham
Direksi | Board of Directors
Shares Ownership
Florysco Partogi Rudi H. Sabungan Muhammad Jusuf
• PT Jasa Marga (Persero) Tbk : 55,00%
Siahaan Pardede Hamka
• PT Citra Marga Nusaphala Persada Tbk : 45,00%
Direktur Utama Direktur Teknik
Direktur Keuangan dan
President Director Director of Engineering
Administrasi
Director of Finance and
Administration
Jalan Tol Bogor Outer Ring Road (BORR)
Bogor Outer Ring Road (BORR) Toll Road
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 217
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT CINERE SERPONG JAYA (CSJ)
Profil Singkat
Brief Profile
PT CSJ berdiri pada tanggal 10 Juli 2008, mengoperasikan ruas jalan tol Serpong-
Cinere yang terdiri dari 2 Seksi, meliputi: Seksi I (Serpong – Pamulang) sepanjang 6,5
km telah dioperasikan sejak 02 Juni 2021 dan Seksi II ( Pamulang – Cinere) saat ini telah
beroperasi secara fungsional sejak Desember 2023. Jalan tol ini merupakan bagian dari
jaringan jalan tol Jakarta Outer Ring Road II (JORR II) yang diharapkan dapat menambah
keleluasaan distribusi barang dan pergerakan ekonomi dari wilayah Jakarta ke sekitar
Jakarta.
PT CSJ was established on July 10, 2008, operating the Serpong-Cinere toll road
consisting of 2 sections, namely Section I (Serpong – Pamulang) with a length of 6.5
km, which has been in operation since June 2, 2021, and Section II (Pamulang – Cinere),
which has been functionally operational since December 2023. This toll road is part of
the Jakarta Outer Ring Road II (JORR II) toll network, expected to enhance the flexibility
of goods distribution and economic movement from Jakarta to its surrounding areas.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Adityawarman Stevanus Adrianto Rintis Sitaresmi
Passat
Komisaris Utama Komisaris
President Commissioner Komisaris Commissioner
Commissioner Kepemilikan Saham
Shares Ownership
Direksi | Board of Directors
Mirza Nurul Victor Edward Asteria • PT Jasa Marga (Persero) Tbk : 55,00%
Handayani Sasiyarto • PT Sarana Multi Infrastruktur (Persero) : 34,99%
Direktur Keuangan
Direktur Utama Direktur Teknik Director of Finance • PT Jakarta Propertindo : 10,00%
President Director Director of Engineering • PT Waskita Karya (Persero) Tbk : 0,000001%
Simpang Susun Jalan Tol Serpong-Cinere
Interchange of the Serpong-Cinere Toll Road
218 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT MARGA TRANS NUSANTARA (MTN)
Profil Singkat
Brief Profile
PT MTN berdiri pada tanggal 14 Mei 2008, mengoperasikan ruas jalan tol Kunciran-
Serpong sepanjang 11,14 km yang telah beroperasi sejak 20 Desember 2019. Jalan
tol ini diresmikan oleh Presiden Joko Widodo pada tanggal 06 Desember 2019 yang
merupakan bagian dari jaringan jalan tol Jakarta Outer Ring Road II (JORR II) bersama
dengan ruas Kunciran-Serpong dan Cinere-Serpong. Diharapkan pengoperasian jalan
tol ini dapat menambah keleluasaan distribusi barang dan pergerakan ekonomi dari
wilayah Jakarta ke sekitar Jakarta.
PT MTN was established on May 14, 2008, operating Kunciran-Serpong toll road with
the total length of 11.14 km which has been operating since December 20, 2019.
This toll road was inaugurated by President Joko Widodo on December 6, 2019 which
also being a part of Jakarta Outer Ring Road II (JORR II) toll road network along with
Kunciran-Serpong and CinereSerpong toll road. It is hoped that this toll road operation
promotes more commodities distribution capacity and economic dynamic from Jakarta
towards Its surroundings.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Firman Yosafat Fabian Buddy Billy Perkasa
Siregar Pacoal
Komisaris
Presiden Komisaris Wakil Presiden Komisaris Commissioner
President Commissioner Vice President Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasa Marga (Persero) Tbk : 60,00%
Oemi Vierta Matthew Tirta Dony Ikhwan
• PT Astra Tol Nusantara : 30,00%
Moerdika Pralada Kinaly
• PT Transutama Arya Sejahtera : 10,00%
Presiden Direktur Wakil Presiden Direktur Direktur
President Director Vice President Director Director
Kantor Pusat PT MTN
PT MTN Head Office
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 219
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA KUNCIRAN CENGKARENG (JKC)
Profil Singkat
Brief Profile
PT JKC berdiri pada tanggal 14 Mei 2008, mengoperasikan ruas jalan tol Cengkareng-
Batuceper-Kunciran sepanjang 13,9 km yang telah beroperasi sejak 11 November
2021. Jalan tol ini merupakan bagian dari jaringan jalan tol Jakarta Outer Ring Road II
(JORR II) bersama dengan ruas Kunciran-Serpong dan Cinere-Serpong yang diharapkan
dapat menambah keleluasaan distribusi barang dan pergerakan ekonomi dari wilayah
Jakarta ke sekitar Jakarta.
PT JKC was established on May 14, 2008, operating the Cengkareng-Batuceper-
Kunciran toll road with a length of 13.9 km, which has been in operation since
November 11, 2021. This toll road is part of the Jakarta Outer Ring Road II (JORR II)
toll network, along with the Kunciran-Serpong and Cinere-Serpong sections, aimed at
enhancing the flexibility of goods distribution and economic movement from Jakarta
to its surrounding areas.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Agung Prabowo Irvanus Ellyus
Komisaris Utama Komisaris
President Commissioner
Commissioner Kepemilikan Saham
Direksi | Board of Directors
Shares Ownership
Rini Irawaty Eldy Ellyus
• PT Jasa Marga (Persero) Tbk : 88,67%
Direktur Utama Direktur Keuangan • PT Nindya Karya (Persero) : 0,32%
President Director Director of Finance
• PT Triputra Utama Selaras : 11,01%
Jalan Tol Cengkareng-Batuceper-Kunciran
Cengkareng-Batuceper-Kunciran Toll Road
220 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA JAPEK SELATAN (JJS)
Profil Singkat
Brief Profile
PT JJS berdiri pada tanggal 29 Desember 2017. Sampai dengan 31 Desember 2024,
jalan tol Jakarta-Cikampek II Selatan ini dalam tahap pembebasan lahan dan konstruksi
sehingga masih belum beroperasi. Pembangunan jalan tol ini bertujuan untuk
mengurangi kepadatan ruas Jakarta-Cikampek dengan menjadi alternatif pengguna
jalan tol menuju jalan tol Cipularang serta menghubungkan wilayah Jabodetabek dan
wilayah Bandung dengan melewati berbagai wilayah industri dan komersil.
PT JJS was established on December 29, 2017. As of December 31, 2023, the Jakarta-
Cikampek II South Toll Road is in the land acquisition and construction phase, thus not
yet operational. The construction of this toll road aims to alleviate congestion on the
Jakarta-Cikampek route by providing an alternative toll road route to Cipularang Toll
Road, connecting the Jabodetabek region and the Bandung region through various
industrial and commercial areas.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Widiyatmiko Biswanto
Nursejati Komisaris
Komisaris Utama Commissioner
President Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasa Marga (Persero) Tbk : 90,97%
Charles Lendra Iman Sulaiman Deni Suherman • PT Wiranusantara Bumi : 9,03%
Direktur Utama Direktur Teknik Direktur Keuangan
President Director Director of Engineering Director of Finance
Proyek Jalan Tol Jakarta Cikampek II Selatan
The Jakarta-Cikampek II South Toll Road Project
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 221
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA JOGJA BAWEN (JJB)
Profil Singkat
Brief Profile
PT JJB berdiri pada tanggal 12 November 2020. Sampai dengan 31 Desember 2024,
jalan tol Yogyakarta-Bawen masih dalam tahap pembebasan lahan dan konstruksi
sehingga belum beroperasi. Jalan Tol ini merupakan bagian dari segitiga emas
Joglosemar (Jogjakarta, Solo, Semarang) yang melewati wilayah pariwisata Candi
Borobudur. Adanya jalan tol ini diharapkan dapat meningkatkan kelancaran logistik,
pengembangan industri dan pariwisata, serta konektivitas di wilayah DIY dan Jawa
Tengah.
PT JJB was established on November 12, 2020. As of December 31, 2023, the
Yogyakarta-Bawen toll road is still in the land acquisition and construction phase, and
therefore not yet operational. This toll road is part of the Joglosemar Golden Triangle
(Jogjakarta, Solo, Semarang) that passes through the tourism area of Borobudur
Temple. The existence of this toll road is expected to enhance logistics efficiency,
promote industrial and tourism development, and improve connectivity in the DIY
(Special Region of Yogyakarta) and Central Java regions.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Aldrin Maulana Dimas Ricky Handoko
Komisaris Utama Wahyu A. Yudianto
President Komisaris Komisaris
Commissioner Commissioner Commissioner Kepemilikan Saham
Shares Ownership
Direksi | Board of Directors
A.J. Dwi Winarsa Radyo Wijoyo Edi Sutrisno • PT Jasa Marga (Persero) Tbk : 74,09%
Direktur Utama Danubroto • PT Adhi Karya (Persero) Tbk : 15,44%
Direktur Keuangan
President Director Direktur Teknik Director of Finance • PT Pembangunan Perumahan (Persero) Tbk : 6,03%
Director of Engineering • PT Waskita Karya (Persero) Tbk : 2,68%
• PT Brantas Abipraya (Persero) : 1,76%
Proyek Jalan Tol Jogja-Bawen
Jogja-Bawen Toll Road Project
222 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA PROBOLINGGO BANYUWANGI (JPB)
Profil Singkat
Brief Profile
PT JPB berdiri pada tanggal 29 Desember 2017. Sampai dengan 31 Desember 2024,
jalan tol Probolinggo-Banyuwangi dalam tahap pembebasan lahan dan konstruksi
sehingga belum beroperasi. Pembangunan jalan tol ini merupakan bagian dari jaringan
jalan tol Trans Jawa di sisi paling timur Pulau Jawa.
PT JPB was established on December 29, 2017. As of December 31, 2023, the
Probolinggo-Banyuwangi toll road is in the land acquisition and construction phase and
is therefore not yet operational. The construction of this toll road is part of the Trans
Java toll road network on the easternmost side of Java Island.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Abram Ince Suil
Elsajaya Febryan
Barus Maula
Komisaris Utama Komisaris
Kepemilikan Saham
President Commissioner Shares Ownership
Commissioner
Direksi | Board of Directors • - PT Jasa Marga (Persero) Tbk : 97,70%
• - PT Brantas Abipraya : 2,29%
Adi Eric Januar Iwan Rosa Zulfan • - PT Waskita Toll Road : 0,01%
Prasetyanto Siahaan Direktur Teknik II Pribudi
Direktur Utama Direktur Teknik I Director of Direktur
Engineering II Keuangan
President Director of Director of
Director Engineering I Finance
Proyek Jalan Tol Probolinggo-Banyuwangi
Probolinggo-Banyuwangi Toll Road Project
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
• PT Waskita Toll Road : 0,02%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 223
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA KUALANAMU TOL (JMKT)
Profil Singkat
Brief Profile
PT JMKT berdiri pada tanggal 25 November 2014, mengoperasikan ruas jalan tol Medan-
Kualanamu-Tebing Tinggi sepanjang 61,7 km yang telah beroperasi sejak 13 Oktober
2017. Jalan tol ini merupakan jalan tol kedua yang berada di Provinsi Sumatera Utara
setelah jalan tol Belawan-Medan-Tanjung Morawa (Belmera) yang menghubungkan
Belmera. Keberadaan jalan tol ini diharapkan dapat memperluas pergerakan ekonomi
di seluruh area Sumatera Utara, tidak hanya terpusat di kota Medan.
PT JMKT was established on November 25, 2014, operating the Medan-Kualanamu-
Tebing Tinggi toll road spanning 61.7 km, which has been operational since October 13,
2017. This toll road is the second toll road in North Sumatra after the BelawanMedan-
Tanjung Morawa (Belmera) toll road connecting Belmera. The presence of this toll road
is expected to broaden economic activities across the entire North Sumatra region, not
solely centered in the city of Medan.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Tyas Pramoda Andi Irianto Choi Hung Fat
Wardhani Siahaan Komisaris
Komisaris Utama Komisaris Commissioner
President Commissioner Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasa Marga (Persero) Tbk : 55,00%
Thomas Rianto Mirin • Kings Ring Limited : 45,00%
Dwiatmanto
Direktur Keuangan
Direktur Utama Director of Finance
President Director
Simpang Susun Jalan Tol Medan-Kualanamu-Tebing Tinggi
Interchange of Medan-Kualanamu-Tebing Tinggi Toll Road
224 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 225
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA BALIKPAPAN SAMARINDA (JBS)
Profil Singkat
Brief Profile
PT JBS berdiri pada tanggal 06 Juni 2016. Jalan tol ini terdiri dari beberapa seksi.
Pengoperasian tahap 1 terdiri dari Seksi 2, 3 dan 4 Ruas Samboja-Samarinda sepanjang
64,87 km yang telah beroperasi sejak 17 Desember 2019. Pengoperasian penuh
ditandai dengan beroperasinya Seksi 1 dan 5 Ruas Bandara Sepinggan-Samboja
sepanjang 32,4 km pada tanggal 25 Agustus 2021. Jalan Tol ini diharapkan dapat
meningkatkan konektivitas antara dua kota besar di Kalimantan dengan mengurangi
waktu tempuh perjalanan dan mendorong pengembangan kawasan industri di
Kalimantan Timur.
PT JBS was established on June 6, 2016. This toll road consists of several sections.
The operation of phase 1 includes Sections 2, 3, and 4 of the Samboja-Samarinda
stretch, totaling 64.87 km, which has been operational since December 17, 2019. Full
operation was marked by the operation of Sections 1 and 5 of the Bandara Sepinggan-
Samboja stretch, spanning 32.4 km, on August 25, 2021. This toll road is expected to
enhance connectivity between two major cities in Kalimantan, reducing travel time and
promoting industrial development in East Kalimantan.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Eko Sujianto Yuyun Pirngadi M. Fauzin
Komisaris Utama Komisaris Komisaris
President Commissioner Commissioner
Commissioner Kepemilikan Saham
Direksi | Board of Directors
Shares Ownership
Muhammad Nanang Siswanto Andree Iskandar
• PT Jasa Marga (Persero) Tbk : 67,39%
Taufiq Direktur Teknik Direktur Keuangan • PT Wijaya Karya (Persero) Tbk : 18,29%
Director of Engineering Director of Finance
Direktur Utama • PT PP (Persero) Tbk : 13,75%
President Director • PT Bangun Tjipta Sarana : 0,56%
Jembatan Manggar, Jalan Tol Balikpapan-Samarinda
Manggar Bridge, Balikpapan-Samarinda Toll Road
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
• PT Waskita Toll Road : 0,02%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 225
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA MANADO BITUNG (JMB)
Profil Singkat
Brief Profile
PT JMB berdiri pada tanggal 06 Juni 2016. Jalan tol ini terdiri dari beberapa seksi.
Pengoperasian tahap 1 terdiri dari Seksi 1 hingga Seksi 2A Ruas Manado-SS Danowudu
sepanjang 26,35 km yang telah beroperasi sejak 30 September 2020. Pengoperasian
penuh ditandai dengan beroperasinya Seksi 2B Ruas Danowudu-Bitung sepanjang
13,42 km pada tanggal 12 Maret 2022. Jalan tol ini menghubungkan Ibu Kota Sulawesi
Utara dengan Bitung yang merupakan Kawasan Ekonomi Khusus (KEK) dimana terdapat
Pelabuhan Bitung juga akan dikembangkan oleh Pemerintah sebagai akses utama
gerbang logistik Indonesia di wilayah utara.
PT JMB was established on June 6, 2016. This toll road consists of several sections.
The operation of phase 1 includes Sections 1 to 2A of the Manado-SS Danowudu
stretch, spanning 26.35 km, which has been operational since September 30, 2020.
Full operation was marked by the operation of Section 2B of the Danowudu-Bitung
stretch, totaling 13.42 km, on March 12, 2022. This toll road connects the capital of
North Sulawesi to Bitung, which is a Special Economic Zone (SEZ) where the Bitung Port,
developed by the government, serves as the main access gate for Indonesia’s logistics
in the northern region.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Pande Ketut Gede Didin Wahyudin Theodorus
Karmawan Komisaris Dondokambey
Komisaris Utama Commissioner Komisaris Independen
President Independent Kepemilikan Saham
Commissioner Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasa Marga (Persero) Tbk : 64,97%
Muhammad Tamjianto • PT Wijaya Karya (Persero) Tbk : 20,04%
Taufiq • PT Pembangunan Perumahan (Persero) Tbk : 14,99%
Direktur Teknik dan
Plt. Direktur Utama Operasi
Act. President Director Director of Engineering
and Operations
Jalan Tol Manado-Bitung
Manado-Bitung Toll Road
226 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 227
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA BALI TOL (JBT)
Profil Singkat
Brief Profile
PT JBT berdiri pada tanggal 22 Agustus 2011, mengoperasikan ruas jalan tol Nusa
Dua-Ngurah Rai-Benoa (Bali Mandara) sepanjang 12,7 km yang telah beroperasi sejak
01 Oktober 2013. Jalan tol ini merupakan jalan tol pertama di Pulau Bali dengan
waktu pembangunan membutuhkan waktu selama kurang lebih 1,5 tahun. Jalan tol
ini diresmikan oleh Presiden Susilo Bambang Yudhoyono pada 24 September 2013.
Sebagai salah satu destinasi pariwisata dunia, proyek jalan tol Nusa Dua-Ngurah Rai-
Benoa dapat menjadi jawaban atas kebutuhan sarana dan prasarana infrastruktur yang
memadai di pulau Bali.
PT JBT was established on August 22, 2011, operating Nusa Dua-Ngurah Rai-Benoa
(Bali Mandara) toll road that spans 12.7 km which has been operating since October
01, 2013. This toll road is the first toll road in Bali island which took approximately
1.5 years to construct. This toll road was inaugurated by President Susilo Bambang
Yudhoyono on September 24, 2013. As one of the world’s tourism destinations, the
Nusa Dua-Ngurah Rai-Benoa toll road project becomes the answer towards sufficient
infrastructures in Bali Island.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Lisye Octaviana Edi Priyanto Kompyang Raka
Komisaris Utama Komisaris Swandika
President Commissioner Komisaris
Commissioner Commissioner Kepemilikan Saham
Shares Ownership
Handy Anak Agung Ngurah
Heryudhitiawan Maha Diptha
• PT Jasa Marga (Persero) Tbk : 64,44%
Komisaris Komisaris
Commissioner Commissioner
• PT Angkasa Pura (Persero) : 6,31%
• PT Pelabuhan Indonesia III (Persero) : 13,86%
Direksi | Board of Directors • PT Pengembangan Pariwisata Bali : 0,79%
• PT Adhi Karya (Persero) Tbk : 0,79%
I Ketut Adiputra I Wayan Eka • PT Hutama Karya (Persero) : 0,79%
Karang Saputra • Pemerintah Provinsi Bali : 6,32%
Direktur Utama Direktur Keuangan • Pemerintah Kabupaten Badung : 6,32%
President Director Director of Finance • PT Wijaya Karya (Persero) Tbk : 0,40%
Jalan Tol Bali Mandara
Bali Mandara Toll Road
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
• PT Waskita Toll Road : 0,02%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 227
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA AKSES PATIMBAN (JAP)
Profil Singkat
Brief Profile
PT JAP berdiri tanggal 16 Januari 2023 yang bergerak di bidang pengusahaan ruas
jalan tol Akses Patimban. Sampai dengan akhir tahun 2024, PT JAP masih dalam
tahap pembebasan lahan. Pembangunan jalan tol ini diharapkan dapat meningkatkan
konektivitas di Provinsi Jawa Barat yang menghubungkan Pelabuhan Patimban dengan
ruas jalan tol Cikopo-Palimanan yang termasuk dalam jaringan jalan tol Trans Jawa.
PT JAP was established on January 16, 2023, and is engaged in the development
of the Patimban Access toll road section. As of the end of 2023, PT JAP is still in the
land acquisition phase. The construction of this toll road is expected to enhance
connectivity in West Java Province, connecting Patimban Port to the Cikopo-Palimanan
toll road section, which is part of the Trans Java toll road network.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Truly Hudaya Aziz Muslih Lasarus
Nawangsasi Arryanto Komisaris Bambang
Komisaris Utama Sumadhija Commissioner Komisaris
President Commissioner Kepemilikan Saham
Komisaris
Commissioner
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasa Marga (Persero) Tbk : 62,04%
Viktor Dyah Indra Antonius • PT Nusa Raya Cipta : 22,00%
Nazarenko Arianti Chandra Satya • PT Adhi Karya (Persero) Tbl : 6,77%
Mahandre • PT PP (Persero) Tbk : 6,31%
Direktur Teknik Direktur Keuangan • PT Wijaya Karya (Persero) Tbk : 0,88%
Direktur Utama Director of Director of Finance
President Director Engineering
• PT Subang Sejahtera : 2,00%
Sketsa 3D Jalan Tol Akses Patimban
3D Sketch of Akses Patimban Toll Road
228 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 229
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA TRANSJAWA TOL (JTT)
Profil Singkat
Brief Profile
PT JTT berdiri pada tahun 2017 (pada mulanya berbentuk Regional Transjawa)
berperan sebagai koordinator pengelolaan dan pengendalian 13 ruas jalan tol Jasa
Marga di sepanjang Transjawa, meliputi: Jalan Tol Jakarta-Cikampek; Palimanan-Kanci;
Semarang Seksi A, B, C; Surabaya-Gempol; Semarang-Batang; Solo-NgawI; Ngawi-
Kertosono; Surabaya-Mojokerto; Gempol-Pasuruan; Gempol-Pandaan; Semarang-Solo;
Pandaan-Malang; Jalan Tol Layang MBZ.
Pada tanggal 27 September 2024, dilakukan pengalihan saham milik PT Jasa Marga
(Persero) Tbk, peningkatan modal ditempatkan dan disetor, pengambilbagian atas
saham-saham baru, dan perubahan pengurus PT JTT.
PT JTT was established in 2017 (originally as Regional Transjawa) and serves as the
coordinator for the management and supervision of 13 Jasa Marga toll road sections
along the Trans-Java network, including: Jakarta-Cikampek Toll Road; Palimanan-Kanci;
Semarang Sections A, B, C; Surabaya-Gempol; Semarang-Batang; Solo-Ngawi; Ngawi-
Kertosono; Surabaya-Mojokerto; Gempol-Pasuruan; Gempol-Pandaan; Semarang-Solo;
Pandaan-Malang; and the MBZ Elevated Toll Road.
On September 27, 2024, there was a transfer of shares owned by PT Jasa Marga
(Persero) Tbk, an increase in issued and paid-up capital, subscription of new shares, and
changes in PT JTT’s management.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Gandes Reza Febriano Francis Emmanuel
Aisyaharum Komisaris Dalupan Rojas
Komisaris Utama Commissioner Komisaris
President Commissioner Commissioner Kepemilikan Saham
Shares Ownership
Direksi | Board of Directors
Rudi Kurniadi Siti Sarah Pratomo • PT Jasa Marga (Persero) Tbk : 65,000%
Direktur Utama Direktur Keuangan Bimawan Putra • PT Metro Pacific Tollways Indonesia Services : 20,300%
President Director Director of Finance Direktur Operasi • Warrington Investment Pte. Ltd : 10,465%
Director of Operations • PT Marga Utama Nusantara : 4,235%
Omar Danni Hasan Denn Charly
Direktur Bisnis dan Gonzales Espanola
Strategi Direktur Risiko dan
Director of Business and Kepatuhan
Strategic Director of Risk and
Compliance
Jalan Tol Jakarta-Cikampek dan Jalan Layang Jakarta-Cikampek
Jakarta-Cikampek and Jakarta-Cikampek Elevated Toll Road
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
• PT Waskita Toll Road : 0,02%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 229
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA TOLLROAD OPERATOR (JMTO)
Profil Singkat
Brief Profile
PT JMTO adalah perusahaan yang fokus dalam bidang pengoperasian jalan tol, khususnya jasa layanan transaksi pengumpulan tol. PT JMTO yang awalnya bernama PT
Jasa Layanan Operasi (JLO) didirikan pada tanggal 21 Agustus 2015. Sebagai market leader di bidang pengoperasian jalan tol, JMTO memiliki fokus utama kepuasan dan
kepercayaan pengguna jalan tol/pelanggan dengan meningkatkan kualitas layanan transaksi melalui peningkatan kompetensi SDM, menerapkan Standar Pelayanan
Minimum (SPM) dengan target maksimal 3-4 detik untuk setiap transaksi per kendaraan, menerapkan sistem integrasi data yang aman dan terpercaya, serta menerapkan
sistem pemantauan online yang terpusat.
PT JMTO akan mengembangkan usahanya ke bidang layanan lalu lintas dan jasa layanan lainnya, diantaranya, pengembangan Electronic Toll Collection (ETC) serta pengelolaan
perlengkapan dan peralatan teknologi penunjang operasi jalan tol untuk mengatasi kendala dan hambatan yang terjadi di lapangan. Dengan pengalaman dan kompetensi
yang mumpuni, PT JMTO adalah mitra yang andal dan terpercaya bagi Badan Usaha Jalan Tol (BUJT), tidak hanya pada ruas jalan tol Jasa Marga, namun juga pada ruas jalan
tol milik BUJT lainnya.
PT JMTO is a company focusing on toll road operations, specifically toll collection transaction services. JMTO, which was originally named PT Jasa Layanan Operasi (JLO),
was established on August 21, 2015. As a market leader in toll road operations, JMTO has a main focus on satisfaction and trust of toll road users/customers by improving
quality of transaction services by developing human resource competencies, implementing Minimum Service Standards (MSS) with a maximum target of 3-4 seconds for each
transaction per vehicle, implementing a secure and reliable data integration system as well as centralized online monitoring system.
JMTO will expand its business covering traffic and other services, such as development of Electronic Toll Collection (ETC) and management of equipment and technology
equipment to support the toll road operations to solve operational issues and obstacles. With sufficient experience and competencies, JMTO is a reliable and trusted partner
for Toll Road Enterprises (BUJT), not only on Jasa Marga toll roads, but also on other toll roads company.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Atika Dara Prahita Yuliana Aprilizayanti Mashudi
Plt. Komisaris Utama Plt. Komisaris Putri Komisaris Independen
Act. President Act. Commissioner Plt. Komisaris Independent Kepemilikan Saham
Commissioner Commissioner Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasa Marga (Persero) Tbk : 99,98%
Yoga Tri Anggoro Herlambang Shandy Maulana • Inkopkar Jasa Marga : 0,02%
Direktur Utama Septiaji Haris
President Director Direktur Keuangan
Director of Finance Direktur Teknologi Informasi
Director of Information Technology
Zakaria Tri Wahyu Subekti
Direktur Human Capital
Director of Human Direktur Operasi
Capital Director of Operations
Pelayanan Lalu Lintas di Jalan Tol Jasa Marga Grup
Traffic Services on Jasa Marga Grup’s Toll Road
230 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 231
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA TOLLROAD MAINTENANCE (JMTM)
Profil Singkat
Brief Profile
PT JMTM merupakan perusahaan yang bergerak di bidang Jasa Manajemen Preservasi Jalan Tol dan Konstruksi yang meliputi kegiatan perencanaan dan pelaksanaan preservasi
jalan tol, peningkatan kapasitas jalan tol dan Konstruksi dalam rangka pemenuhan Standar Pelayanan Minimal (SPM) jalan tol pada ruas-ruas jalan tol yang dioperasikan oleh
PT Jasa Marga (Persero) Tbk dan kelompok usahanya.
PT JMTM is a company engaged in toll road preservation management and construction services which include toll road preservation planning and implementation, toll road
capacity upgrade and heavy equipment lease in order to fulfi l the toll roads Minimum Standard of Services (MSS) in every toll road sections, which are operated by PT Jasa
Marga (Persero) Tbk and its business groups.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
George IMP Zulhamedy Hariyono Kepemilikan Saham
Manurung Utomo Shares Ownership
Komisaris
Komisaris Utama Independen Komisaris
Independent
President
Commissioner
Commissioner • PT Jasa Marga (Persero) Tbk : 99,82%
Commissioner
• Inkopkar Jasa Marga : 0,18%
Direksi | Board of Directors
Suchandra Linda Pakpahan Dadan Adhi
Paganda Direktur Proyek Waradia Kristiawan
Hutabarat Konstruksi dan Direktur Direktur Operasi
Pengembangan Manajemen Director of
Direktur Utama Bisnis Operations
President Risiko, QHSE &
Director of Penunjang Bisnis
Director Construction Project Director of Risk
and Business Management,
Development QHSE & Support
Business
Layanan Bridge Inspection PT Jasamarga Tollroad Maintenance
Bridge Inspection Services by PT Jasamarga Tollroad Maintenance
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 231
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA RELATED BUSINESS (JMRB)
Profil Singkat
Brief Profile
PT JMRB berdiri pada 15 Januari 2013, sebagai anak perusahaan PT Jasa Marga (Persero) Tbk bidang usaha non-jalan tol. PT JMRB dibentuk dalam rangka memaksimalkan
potensi bisnis di sekitar jalan tol milik Jasa Marga Grup guna mendukung perkembangan bisnis PT Jasa Marga (Persero) Tbk. Berdasarkan hasil Rapat Umum Pemegang Saham
Tahunan Tahun Buku 2019, PT Jasa Marga (Persero) Tbk menetapkan bahwa PT JMRB merupakan salah satu “Core Business“ PT Jasa Marga (Persero) Tbk. Adapun bidang
usaha PT JMRB antara lain, bidang pengembangan properti/Toll Corridor Development (TCD), Tempat Istirahat dan Pelayanan (TIP), dan utilitas, building management, serta
bisnis komersil.
PT JMRB was established on January 15, 2013, as a subsidiary of PT Jasa Marga (Persero) Tbk in the non-toll road business sector. PT JMRB was formed to maximize business
potential around toll roads owned by the Jasa Marga Group to support the development of PT Jasa Marga (Persero) Tbk’s business. Based on the results of the Annual General
Meeting of Shareholders for the 2019 fiscal year, PT Jasa Marga (Persero) Tbk determined that PT JMRB is one of the “Core Businesses” of PT Jasa Marga (Persero) Tbk. PT
JMRB’s business areas include property development/Toll Corridor Development (TCD), Rest Areas and Services (TIP), advertising and utilities, building management, as well
as commercial business.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Kepemilikan Saham
Yohanes Baptista Ratiyan Abdurachman M. Hafiz Shares Ownership
Satya Sananugraha Komisaris Tinerizza
Komisaris Utama Commissioner Komisaris • PT Jasa Marga (Persero) Tbk : 99,94%
President Commissioner Commissioner • Inkopkar Jasa Marga : 0,06%
Direksi | Board of Directors
Hendra Gunawan Bimo Esmunantyo Hendra Gunawan
Pgs. Direktur Utama Direktur Bisnis Fasilitas Direktur Keuangan dan Human
Act. President Director Jalan Tol Capital
Director of Toll Road Corridor Director of Finance and Human
Business Capital
Bayu Nurbaya
Direktur Bisnis Koridor Jalan Tol
Director of Toll Road Corridor Business
Tempat Istirahat dan Pelayanan KM 88B
Rest Area KM 88B
232 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JALANTOL LINGKARLUAR JAKARTA (JLJ)
Profil Singkat
Brief Profile
PT JLJ didirikan pada tanggal 22 Desember 2000 yang bergerak di bidang Jasa Manajemen Layanan Transaksi, Jasa Manajemen Layanan Lalu Lintas dan Jasa Layanan Preservasi Jalan Tol
dan Pengamanan aset Jalan Tol Lingkar Luar Jakarta (JORR) yang meliputi seksi W2 (Ruas Pondok Pinang-Ulujami), seksi S (Ruas Pondok Pinang-TMII IC), seksi E1 (Ruas TMII IC-Cikunir IC) dan
seksi E2 + E3 (Ruas Cikunir IC-Rorotan) serta Ruas Ulujami-Pondok Aren-Serpong dan Pondok Ranji.Pada tahun 2016 hak pengoperasian Jalantol Lingkarluar Jakarta Ruas Pondok Pinang-
Jagorawi (seksi S) yang semula berada pada Jasa Marga dialihkan kepada PT Hutama Karya (Persero). Menindaklanjuti hal tersebut diatas PT Hutama Karya melakukan kerjasama di bidang
pengoperasian, pengamanan dan preservasi jalan tol JORR Seksi S (Ruas Pondok Pinang-Jagorawi) dengan JLJ.
Terhitung sejak tanggal 1 Januari 2020, PT Jasa Marga (Persero) Tbk. menetapkan pengalihan pelaksanaan pekerjaan preservasi ruas JORR Non S kepada PT Jasa Marga Tollroad Maintenance
(PT JMTM). Sejak tanggal 1 April 2020, PT Jasa Marga (Persero) Tbk. menetapkan pengalihan pelaksanaan pengoperasian ruas JORR Non S kepada PT Jasa Marga Tollroad Operator (PT JMTO).
Mulai tanggal 1 April 2020 sampai dengan saat ini, PT JLJ melaksanakan pengoperasian tol JORR Seksi S, yaitu dari Ruas Pondok Pinang-Jagorawi. Pada tanggal 8 Mei 2024, telah diadakan
Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) PT JLJ dengan keputusan yaitu untuk melakukan penutupan pada PT Jalantol Lingkarluar Jakarta serta menunjuk likuidator terkait proses
pembubarannya.
JLJ was established on December 22, 2000 operated in Toll Road Transaction, Traffic Services Management and Preservation Services and Assets Security for Jakarta Outer Ring Road (JORR)
Toll Road covering W2 (Pondok Pinang – Ulujami), S (Ruas Pondok Pinang – TMII IC), E1 (Ruas TMII IC – Cikunir IC) and E2 & E3 (Ruas Cikunir IC – Rorotan) as well as Ulujami – Pondok Aren -
Serpong and Pondok Ranji sections. In 2016, concession rights of Jakarta Outer Ring Road toll road for Pondok Pinang – Jagorawi (S Section) was transferred to PT Hutama Karya (Persero)
from previously held by Jasa Marga. Following the transfer, PT Hutama Karya continues the partnership in operations, security and preservation services for JORR toll road S Section (Pondok
Pinang – Jagorawi) with JLJ.
As of January 1, 2020, PT Jasa Marga (Persero) Tbk. stipulates the transfer of preservation work for the JORR Non S section to PT Jasa Marga Tollroad Maintenance (PT JMTM). Since April 1,
2020, PT Jasa Marga (Persero) Tbk. stipulates the transfer of the operation of the JORR Non S section to PT Jasa Marga Tollroad Operator (PT JMTO). Starting April 1, 2020 until now, PT JLJ
only has operated the JORR Section S toll road, namely from the Pondok Pinang-Jagorawi Section. On May 8, 2024, an Extraordinary General Meeting of Shareholders (EGM) was held by PT
JLJ, with the decision to close PT Jalantol Lingkarluar Jakarta and appoint a liquidator for the liquidation process.
Kepengurusan
Management
Direksi | Board of Directors
Moch. Alfi Muzakki Kepemilikan Saham
Direktur Utama Shares Ownership
President Director
• PT Jasa Marga (Persero) Tbk : 99,99%
• Inkopkar Jasa Marga : 0,01%
Jasa Manajamen Layanan Lalu Lintas PT JLJ
Traffic Services Management of PT JLJ
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 233
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Ventura Bersama
Joint Venture
Tabel Ventura Bersama
Table of Joint Venture
Persentase Total Aset
Kepemilikan (dalam Rp juta)
Domisili Ownership Status Operasi Total Assets
Perusahaan Bidang Usaha
Domicile Percentage Status of (in millions of rupiah)
Company Line of Business
Operation
2024 2023 2024 2023
PT Marga Pengusahaan Ruas Jalan Jakarta 51,00 51,00 Beroperasi 1.639.713 1.876.298
Lingkar Jakarta Tol Lingkar Luar Jakarta Operated
(MLJ) Seksi W2 Utara
Jakarta Outer Ring Road
Section W2 North Toll
Road Concession Holder
PT Jasamarga Pengusahaan Ruas Jalan Sleman 52,82 52,82 Tahap 9.446.367 6.311.283
Jogja Solo Tol Solo-Yogyakarta-NYIA Konstruksi,
(JMJ) Kulonprogo Beroperasi
Solo-Yogyakarta-NYIA Sebagian &
Kulonprogro Toll Road Fungsional
Concession Holder Under
Construction
& Partially
Operated
Gerbang Tol Banyudono di Jalan Tol Solo-Yogyakarta-NYIA Kulonprogo
Bayudono Toll Gate in Solo-Yogyakarta-NYIA Kulonprogo Toll Road
234 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT MARGA LINGKAR JAKARTA (MLJ)
Profil Singkat
Brief Profile
PT MLJ merupakan entitas anak Perseroan yang berdiri tanggal 24 Agustus 2009,
mengoperasikan jalan tol JORR W2 Utara (Ulujami-Kebon Jeruk) sepanjang 7,87 km.
Jalan tol ini merupakan bagian dari jalan tol Jakarta Outer Ring Road (JORR) yang
diresmikan pada 27 Desember 2013 dan beroperasi secara penuh pada 22 Juli 2014.
PT MLJ is a subsidiary established on August 29, 2009. It operates the 7.87 km North
JORR W2 toll road (Ulujami-Kebon Jeruk), which is part of the Jakarta Outer Ring Road
(JORR) toll road, which was inaugurated on December 27, 2013, and has been fully
operating since July 22, 2014.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Firman Yosafat Oktavianus Ratna Indrasari
Siregar Achiruddin Komisaris Independen
Independent
Komisaris Utama Komisaris
President Commissioner
Commissioner Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasa Marga (Persero) Tbk : 51,00%
Widiyatmiko Daisy Setiawan • PT Jakarta Marga Jaya : 49,00%
Nursejati
Direktur Keuangan
Direktur Utama Director of Finance
President Director
Jalan Tol Ulujami-Kebon Jeruk
Ulujami-Kebon Jeruk Toll Road
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 235
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA JOGJA SOLO (JMJ)
Profil Singkat
Brief Profile
PT JMJ merupakan entitas anak Perseroan yang berdiri pada tanggal 09 September 2020 dalam rangka
pengusahaan jalan tol Solo-Yogyakarta-NYIA Kulon Progo. Sampai dengan 31 Desember 2024, jalan tol
Solo-Yogyakarta-NYIA Kulonprogo sudah dalam tahap konstruksi, beroperasi sebagian & fungsional.
Pembangunan jalan tol ini diharapkan dapat mempermudah arus orang, barang, dan jasa serta
meningkatkan perekonomian di wilayah selatan Jawa Tengah.
PT JMJ is a subsidiary of the Company, established on September 9, 2020, to develop and operate the
Solo-Yogyakarta-NYIA Kulon Progo toll road. As of December 31, 2024, the toll road is in the construction
phase, with certain sections already operating and functioning. The development of this toll road is
expected to facilitate the movement of people, goods, and services while boosting the economy in the
southern region of Central Java.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Inonu Ferryanto Sri Mulyani Sayed Junaidi
Wakil Komisaris Utama Rizaldi
Komisaris Utama
Vice President Kepemilikan Saham
President Komisaris
Commissioner
Commissioner Commissioner Shares Ownership
Hedrianus
• - PT Jasa Marga (Persero) Tbk : 52,82%
Bambang NW
• - PT Adhi Karya (Persero) Tbk : 47,18%
Komisaris
Commissioner
Direksi | Board of Directors
Rudy Hardiansyah Yhanni Haryanto Pristi Wahyono
Direktur Utama Direktur Keuangan Direktur Teknik
President Director Director of FInance Director of Engineering
Proyek Jalan Tol Jogja-Solo
Jogja-Solo Toll Road Project
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
• PT Waskita Toll Road : 0,02%
236 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 237
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Entitas Asosiasi
Associates
Tabel Entitas Asosiasi
Table of Associates
Total Aset
Persentase
(dalam Rp juta)
Kepemilikan
Perusahaan Bidang Usaha Domisili Status Operasi Total Assets
Ownership Percentage
Company Line of Business Domicile Status of Operation (in millions of rupiah)
2024 2023 2024 2023
PT Translingkar Pengusahaan Jalan Tol Cinere- Jakarta 21,24% 21,24% Operasi 4.395.314 3.248.835
Kita Jaya (TLKJ) Jagorawi Operate
Cinere-Jagorawi Toll Road
Concession Holder
PT Bogor Serpong Pengusahaan Jalan Tol Bogor- Jakarta 26,00% - Pengembangan 4.394.000 -
Infra Selaras (BSIS) Serpong Development
Bogor-Serpong Toll Road
Concession Holder
Profil Singkat Entitas Asosiasi
Brief Profile of Associates
PT TRANSLINGKAR KITA JAYA (TLKJ)
Profil Singkat
Brief Profile
PT TLKJ merupakan entitas asosiasi Perseroan yang didirikan dalam rangka pengusahaan jalan tol Cinere-Jagorawi. Jalan tol ini merupakan bagian dari jaringan jalan
tol Jakarta Outer Ring Road II (JORR II) bersama dengan jalan tol Kunciran-Cengkareng, jalan tol Kunciran-Serpong, dan jalan tol Cinere-Serpong yang diharapkan dapat
menambah keleluasaan distribusi barang dan pergerakan ekonomi dari wilayah Jakarta ke sekitar Jakarta.
PT TLKJ is an Associated Entity of Jasa Marga that was established for the Cinere-Jagorawi toll road concession. This toll road is a part of the Jakarta Outer Ring Road II (JORR
II) toll road network along with Kunciran-Cengkareng toll road, Kunciran-Serpong toll road, and Cinere-Serpong toll road which is hoped to facilitate the commodities and
goods distribution flow and economic dynamic from Jakarta towards its surrounding.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Sudiro Roi Antonious Ir. Teddy Bastillah Noor Kepemilikan Saham
Santoso Irwan Oetama Surianto Komisaris Shares Ownership
Komisaris Commissioner
Komisaris Utama Komisaris
President Commissioner Commissioner • PT Transindo Karya Investama : 78,00%
Commissioner
• PT Jasa Marga (Persero) Tbk : 21,24%
Direksi | Board of Directors • PT Kopnatel Jaya : 0,76%
Ir. Hilman Alfiandra Cherly Piktiyani
Muchsin Santoso
Direktur Operasi
Direktur Utama Director of Direktur
President Director Operations Director
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 237
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT BOGOR SERPONG INFRA SELARAS (BSIS)
Profil Singkat
Brief Profile
PT BSIS merupakan entitas asosiasi Perseroan yang didirikan dalam rangka pengusahaan jalan tol Bogor-Serpong. Jalan tol ini merupakan bagian dari jaringan jalan tol Jakarta
Outer Ring Road III (JORR III) yang terkoneksi dengan ruas jalan tol Bogor Ring Road yang diharapkan dapat menambah keleluasaan.
PT BSIS is an associate of the Company established to develop and operate the Bogor-Serpong toll road. This toll road is part of the Jakarta Outer Ring Road III (JORR III)
network, which connects to the Bogor Ring Road toll section and is expected to enhance accessibility.
Kepengurusan
Management Kepemilikan Saham
Shares Ownership
Dewan Komisaris | Board of Commissioners
Aldrin Maulana Muhammad Rozi Aditya Ellyus Irvanus • PT Persada Utama Infra : 52,00%
Rinjayadi Komisaris Ellyus • PT Jasa Marga (Persero) Tbk : 26,00%
Komisaris Utama
Commissioner • PT Adhi Karya (Persero) Tbk : 12,00%
President Commissioner Komisaris Komisaris
Commissioner Commissioner • PT Hutama Karya Infrastruktur : 10,00%
Direksi | Board of Directors
Eldy Ellyus Dede Hasbullah Rosma Indriyani Vito Adivta
Direktur Utama Halim Nugraha
Direktur Teknik
President Director Direktur Director of Direktur
Director Engineering Director
Entitas Anak dan Ventura Bersama PT JTT Subsidiaries and Joint Venture of PT JTT
Sehubungan telah dilakukannya pengalihan spin off atas 13 In relation to the spin-off transfer of 13 toll road sections
ruas jalan tol yang dimiliki Perseroan ke PT JTT per 1 Juli 2022, owned by the Company to PT JTT as of July 1, 2022, below is
berikut profil 6 (enam) entitas anak jalan tol dan 3 (tiga) the profile of 6 (six) subsidiaries and 3 (three) joint ventures
ventura bersama PT JTT: under PT JTT:
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Profil Singkat Entitas Anak PT JTT
Brief Profile of PT JTT Subsidiaries
PT JASAMARGA SEMARANG BATANG (JSB)
Profil Singkat
Brief Profile
PT JSB berdiri pada tanggal 21 April 2016, mengoperasikan ruas jalan tol Batang-Semarang sepanjang
74,90 km. Jalan tol ini merupakan bagian dari jaringan jalan tol Trans Jawa dimana pembangunan
konstruksi jalan tol ini dimulai pada Agustus 2016 dan telah beroperasi penuh pada 20 Desember
2018. Jalan tol ini membentang dari Kabupaten Batang hingga Kota Semarang, dan terhubung dengan
dua ruas tol lainnya, yaitu Pemalang- Batang dan Semarang ABC. Adanya jalan tol ini bertujuan untuk
meningkatkan konektivitas antar wilayah pada beberapa kota vital di Jawa Tengah.
PT JSB was established on April 21, 2016, and operates the Batang-Semarang toll road, which spans 74.90
km. This toll road is part of the Trans Java toll road network, with construction starting in August 2016
and full operation commencing on December 20, 2018. The toll road stretches from Batang Regency to
Semarang City, connecting with two other toll sections, namely Pemalang-Batang and Semarang ABC.
The purpose of this toll road is to enhance connectivity between vital cities in Central Java.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Sutomo Fung Tat Sun Budi Sultan
Komisaris Utama Patrick Komisaris
President Komisaris Commissioner
Commissioner Commissioner Kepemilikan Saham
Direksi | Board of Directors
Shares Ownership
Nasrullah Sofyan Abdu Daru Satrio
• PT Jasamarga Transjawa Tol : 44,18%
Direktur Utama Syech Direktur Teknik & • PT King Bless Limited : 39,77%
President Director Direktur Keuangan Operasional • PT Lintas Marga Jawa : 16,05%
Director of Finance Director of Engineering
and Operations
Jalan Tol Semarang-Batang
Semarang-Batang Toll Road
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 239
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA SOLO NGAWI (JSN)
Profil Singkat
Brief Profile
PT JSN berdiri pada tanggal 24 Maret 2009, mengoperasikan ruas jalan tol Solo-Ngawi sepanjang 91,1
km. Jalan tol ini merupakan bagian dari jaringan jalan tol Trans Jawa dan telah beroperasi penuh sejak
tahun 2018. Adanya jalan tol ini diharapkan mampu menjadi katalis positif peningkatan mobilitas arus
orang, barang, dan jasa serta peningkatan perekonomian khususnya di wilayah Jawa Tengah.
PT JSN was established on March 24, 2009, operating the Solo-Ngawi toll road spanning 91.1 km. This
toll road is part of the Trans Java toll road network and has been in full operation since 2018. The
existence of this toll road is expected to serve as a positive catalyst for improving the mobility of people,
goods, and services, as well as boosting the economy, especially in the Central Java region.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Devy Lusyana Fung Sat Sun Iwan Agung
Komisaris Utama Patrick Prasetyo
President Komisaris Komisaris
Commissioner Commissioner Commissioner Kepemilikan Saham
Shares Ownership
Direksi | Board of Directors • PT Jasamarga Transjawa Tol : 42,62%
• Kings Key Limited : 40,00%
Mery Natacha Surya Panyuluh M. Historya • PT Lintas Marga Jawa : 17,38%
Panjaitan Direktur Keuangan Ayanda
Direktur Utama Director of Finance Direktur Teknik
President Director Director of Engineering
Jalan Tol Solo-Ngawi
Solo-Ngawi Toll Road
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
• PT Waskita Toll Road : 0,02%
240 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 241
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA NGAWI KERTOSONO KEDIRI (JNK)
Profil Singkat
Brief Profile
PT JNK berdiri pada tanggal 24 Maret 2009, mengusahakan pengoperasian ruas jalan tol Ngawi-
Kertosono-Kediri. Jalan tol ini diakusisi oleh Perseroan pada tahun 2015 dan merupakan bagian dari
jaringan jalan tol Trans Jawa, membentang sepanjang wilayah Kabupaten Ngawi, Kabupaten Madiun,
Kabupaten Magetan, Kabupaten Nganjuk, Kabupaten Kertosono, Kabupaten Jombang, hingga Kabupaten
Kediri di Provinsi Jawa Timur. Jalan tol ini terbagi dalam 5 Seksi, dimana Seksi 1 hingga Seksi 4 telah
beroperasi sejak 20 Desember 2018. Sedangkan, Seksi 5 yaitu ruas Kertosono-Kediri yang konsesinya
diperoleh pada 2018 saat ini masih dalam proses pembebasan lahan.
PT JNK was established on March 24, 2009, operating the Ngawi-Kertosono-Kediri toll road. This toll
road was acquired by the Company in 2015 and is part of the Trans Java toll road network, stretching
across the regions of Ngawi Regency, Madiun Regency, Magetan Regency, Nganjuk Regency, Kertosono
Regency, Jombang Regency, and Kediri Regency in East Java Province. The toll road is divided into 5
sections, where Sections 1 to 4 have been in operation since December 20, 2018. Meanwhile, Section 5,
which covers the Kertosono-Kediri segment and was granted its concession in 2018, is still in the land
acquisition process.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Haning Setia Pria Husada Fung Sat Sun
Pangastuty Komisaris Patrick
Commissioner Komisaris
Komisaris Utama
President Commissioner Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasamarga Transjawa Tol : 45,03%
Arie Irianto M. Historya Surya Panyuluh • Kings Key Limited : 40,00%
Direktur Utama Ayanda Direktur Keuangan dan • PT Lintas Marga Jawa : 14,97%
President Director Direktur Teknis dan Administrasi
Operasional Director of Finance and
Director of Engineering Administration
and Operations
Jalan Tol Ngawi-Kertosono
Ngawi-Kertosono Toll Road
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 241
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA SURABAYA MOJOKERTO (JSM)
Profil Singkat
Brief Profile
PT JSM berdiri pada tanggal 19 Agustus 1994, mengoperasikan jalan tol Surabaya-Mojokerto sepanjang
36,27 km. Jalan tol ini merupakan bagian dari jaringan jalan tol Trans Jawa yang diharapkan dapat
semakin menghidupkan potensi ekonomi Provinsi Jawa Timur dan sekitarnya. Jalan tol ini terhubung
dengan jalan tol Surabaya-Gempol, Kertosono-Mojokerto dan jalan tol Waru-Juanda yang telah lebih
dulu beroperasi serta terkoneksi dengan Krian Legundi Bunder Manyar (KLBM).
PT JSM was established on August 19, 1994, operating the Surabaya-Mojokerto toll road spanning 36.27
km. This toll road is part of the Trans Java toll road network, aiming to further support the economic
potential of East Java Province and its surrounding areas. This toll road is connected to the Surabaya-
Gempol toll road, Kertosono-Mojokerto toll road, and Waru-Juanda toll road, which have already been in
operation, as well as being connected to the Krian Legundi Bunder Manyar (KLBM).
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Firman Yosafat Abul Chair
Siregar Komisaris
Commissioner
Komisaris Utama
President Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasamarga Transjawa Tol : 55,51%
D. Hari Pratama Fajar Andi SP • PT Astra Tol Nusantara : 44,49%
Direktur Utama Direktur Keuangan
President Director Director of Finance
Jalan Tol Surabaya-Mojokerta
Surabaya-Mojokerto Toll Road
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
• PT Waskita Toll Road : 0,02%
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA GEMPOL PASURUAN (JGP)
Profil Singkat
Brief Profile
PT JGP berdiri pada tanggal 28 Juni 2010, mengoperasikan jalan tol Gempol-Pasuruan sepanjang 34,15
km dan telah beroperasi penuh pada tahun 2018. Jalan tol ini merupakan bagian dari jaringan jalan
tol Trans Jawa yang menghubungkan Gempol sampai Pasuruan di Provinsi Jawa Timur. Berlokasi di
salah satu kawasan industri di Pulau Jawa, jalan tol Gempol-Pasuruan diharapkan dapat memberikan
kontribusi positif dalam meningkatkan arus lalu lintas dari dan ke Kota Pasuruan.
PT JGP was established on June 28, 2010, operating the Gempol-Pasuruan toll road spanning 34.15 km,
and it has been in full operation since 2018. This toll road is part of the Trans Java toll road network,
connecting Gempol to Pasuruan in East Java Province. Located in one of the industrial zones on Java
Island, the Gempol-Pasuruan toll road is expected to provide a positive contribution to enhancing traffic
flow to and from Pasuruan City.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Dwimawan Heru Mirza Muttaqien
Santoso Komisaris
Commissioner
Komisaris Utama
President Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasamarga Transjawa Tol : 99,35%
Muhammad Taufik Aruji • PT Jatim Prasarana Utama : 0,65%
Akbar Murtianto
Direktur Utama Direktur Keuangan
President Director Director of Finance
Jalan Tol Gempol-Pasuruan
Gempol-Pasuruan Toll Road
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT JASAMARGA PANDAAN TOL (JPT)
Profil Singkat
Brief Profile
PT JPT berdiri pada tanggal 25 September 1996, mengoperasikan ruas jalan tol Gempol-Pandaan
sepanjang 13,61 km. Pelaksanaan pembangunan jalan tol ini dimulai tahun 2012 dan sepanjang 12,65
km mulai dioperasikan pada tanggal 12 Juni 2015 yang peresmiannya dilakukan oleh Presiden RI Joko
Widodo pada tanggal 18 Juni 2015. Jalan tol ini telah beroperasi penuh pada tahun 2019 dan diharapkan
dapat menjadi solusi mengatasi kemacetan pada jalan nasional yang ada dan meningkatkan efisiensi
kegiatan logistik di Jawa Timur.
PT JPT was established on September 25, 1996, and operates the 13.61 km Gempol-Pandaan toll road.
Construction of the toll road began in 2012, with 12.65 km becoming operational on June 12, 2015,
inaugurated by the President of the Republic of Indonesia, Joko Widodo, on June 18, 2015. The toll
road became fully operational in 2019 and is expected to serve as a solution to alleviate congestion on
existing national roads and enhance the efficiency of logistics activities in East Java.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Yudi Tria Wahyu Bahrul Alam Erwin
Pamungkas Komisaris Hidayatullah
Komisaris Utama
Commissioner Al Jakartaty
President Komisaris Independen Kepemilikan Saham
Commissioner Independent Shares Ownership
Commissioner
Direksi | Board of Directors
• PT Jasamarga Transjawa Tol : 40,00%
Netty Renova Indarani • PT Trans Optima Luhur : 53,81%
• PT Jalan Tol Kabupaten Pasuruan : 6,19%
Direktur Utama Direktur
President Director Director
Jalan Tol Gempol-Pandaan
Gempol-Pandaan Toll Road
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
Selain, 6 entitas anak jalan tol di atas, PT JTT juga memiliki
• PT Waskita Toll Road : 0,02% 2 In addition to the 6 toll road subsidiary entities above, PT JTT
entitas anak lain yang dibentuk atas inisiatif alternatif pendanaan also has 2 other subsidiary entities formed on the initiative of
berbasis ekuitas yakni RDPT dan Dinfra pada beberapa ruas jalan alternative equity-based funding, namely RDPT and Dinfra on
tol Transjawa, yakni PT Lintas Marga Jawa (LMJ) dan PT Trans several Transjawa toll road sections, namely PT Lintas Marga Jawa
Optima Luhur (TOL). (LMJ) and PT Trans Optima Luhur (TOL).
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Profil Singkat Ventura Bersama PT JTT
Brief Profile of PT JTT Joint Venture
PT JASAMARGA JALANLAYANG CIKAMPEK (JJC)
Profil Singkat
Brief Profile
PT JJC berdiri pada tanggal 24 November 2016, mengoperasikan ruas jalan tol Jakarta-Cikampek II
Elevated atau yang dikenal dengan jalan tol Layang MBZ sepanjang 38 km. Jalan tol ini menghubungkan
Cikunir-Karawang Barat dan telah beroperasi sejak Desember 2019. Jalan tol ini dibangun sebagai
jalur alternatif dari Jakarta menuju Karawang, Cikampek dan Bandung serta merupakan bagian dari
jaringan jalan tol Trans Jawa. Adanya jalan tol ini diharapkan dapat mengurai kepadatan karena jalan
tol Jakarta-Cikampek sebelumnya sudah mencapai kapasitas optimalnya. Diharapkan jalan tol ini dapat
memperlancar arus orang, barang, dan jasa dari wilayah Jakarta ke arah timur Pulau Jawa.
PT JJC was established on November 24, 2016, and operates the Jakarta-Cikampek II Elevated toll road,
also known as the Layang MBZ toll road, spanning 38 km. This toll road connects Cikunir to Karawang
Barat and has been in operation since December 2019. The toll road was built as an alternative route
from Jakarta to Karawang, Cikampek, and Bandung, and it is part of the Trans Java toll road network.
The existence of this toll road is expected to alleviate congestion as the JakartaCikampek toll road has
reached its optimal capacity. It is anticipated that this toll road will facilitate the smooth flow of people,
goods, and services from the Jakarta region towards the eastern part of Java Island.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Muhammad Budi Harimawan Labuan Nababan
Ramdani Basri Semihardjo Komisaris
Komisaris Commissioner
Komisaris Utama
President Commissioner Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasamarga Transjawa Tol : 40,00%
Hendri Taufik Harris Prayudi Anton • PT Margautama Nusantara : 40,00%
Direktur Utama Direktur Teknik Sujarwo • PT Ranggi Sugiron Perkasa : 20,00%
President Director Director of Engineering Direktur Keuangan
Director of Finance
Jalan Tol Layang MBZ
Layang MBZ Toll Road
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Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT TRANS MARGA JATENG (TMJ)
Profil Singkat
Brief Profile
PT TMJ berdiri pada tanggal 07 Juli 2007, mengoperasikan jalan tol Semarang-Solo sepanjang 72,64 km.
Jalan tol ini merupakan bagian dari jaringan jalan tol Trans Jawa dan telah beroperasi secara penuh pada
tahun 2019. Jalan tol ini menghubungkan beberapa daerah di wilayah Jawa Tengah, yaitu Semarang,
Ungaran, Bawen, dan Salatiga serta Boyolali. Pengoperasian Seksi I Semarang-Ungaran sepanjang
10,85 km, pengoperasian Seksi II Semarang-Bawen sepanjang 11,99 km, pengoperasian Seksi III
Bawen-Salatiga sepanjang 17,99 km, serta pengoperasian Seksi IV dan Seksi V ruas Salatiga-Kartasura
sepanjang 32,21 km yang merupakan bagian akhir dari seluruh seksi di ruas Jalan Tol Semarang-Solo
telah beroperasi sejak tanggal 14 Januari 2019.
PT TMJ was established on July 7, 2007, and operates the Semarang-Solo toll road spanning 72.64 km.
This toll road is part of the Trans Java toll road network and has been in full operation since 2019. The
toll road connects several areas in Central Java, including Semarang, Ungaran, Bawen, Salatiga, and
Boyolali. The operation of Section I Semarang-Ungaran, spanning 10.85 km, Section II Semarang-Bawen,
spanning 11.99 km, Section III Bawen-Salatiga, spanning 17.99 km, as well as the operation of Section IV
and Section V of the Salatiga-Kartasura section, spanning 32.21 km, which is the final part of the entire
sections of the Semarang-Solo toll road, has been in operation since January 14, 2019.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Firman Yosafat Ir. Sunaryo, Beni
Siregar MURP, Ph.D Komisaris
Komisaris Commissioner
Komisaris Utama
President Commissioner Kepemilikan Saham
Commissioner Shares Ownership
Direksi | Board of Directors
• PT Jasamarga Transjawa Tol : 50,91%
Prajudi Sutomo • PT Astra Tol Nusantara : 40,00%
Direktur Utama Direktur Keuangan • PT Trans Optima Luhur : 8,00%
President Director Director of Finance • PT Sarana Pembangunan Jawa Tengah : 1,09%
Jalan Tol Semarang-Solo
Semarang-Solo Toll Road
• PT Jasa Marga (Persero) Tbk : 96,33%
• PT Brantas Abipraya (Persero) : 3,65%
• PT Waskita Toll Road : 0,02%
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT JASAMARGA PANDAAN MALANG (JPM)
Profil Singkat
Brief Profile
PT JPM berdiri pada tanggal 06 Juni 2016, mengoperasikan ruas jalan tol Pandaan-Malang sepanjang
38,49 km. Jalan tol ini dibangun sebagai salah satu alternatif jalan yang menghubungkan kota dan
kabupaten di Jawa Timur menuju Kota Malang. Kota ini menjadi salah satu tujuan wisata di Pulau
Jawa sehingga diharapkan dengan adanya jalan tol Pandaan-Malang dapat memberikan manfaat guna
meningkatkan arus lalu lintas dari dan menuju Kota Malang serta menghidupkan ekonomi pada wilayah
sekitarnya.
PT JPM was established on June 6, 2016, and operates the Pandaan-Malang toll road spanning 38.49 km.
This toll road was built as an alternative route connecting cities and regencies in East Java to Malang City.
Malang is one of the tourist destinations on Java Island, so it is expected that the Pandaan-Malang toll
road will provide benefits to enhance traffic flow to and from Malang City and stimulate the economy
in the surrounding areas.
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Firman Yosafat Syailendra Wisnu
Siregar Wardhana
Komisaris Utama Komisaris
President Commissioner
Commissioner Kepemilikan Saham
Direksi | Board of Directors Shares Ownership
Netty Renova Fajar Andi SP Anton
Sujarwo • PT Jasamarga Transjawa Tol : 51%
Direktur Utama Direktur Administrasi
• PT Astra Tol Nusantara : 49%
President Director dan Keuangan Direktur Keuangan
Director of Director of Finance
Administration and
Finance
Jalan Tol Pandaan-Malang
Pandaan-Malang Toll Road
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Struktur Grup Perseroan
Company’s Group Structure
Entitas Anak
Subsidiaries
Konsesi Jalan Tol Pengoperasian Jalan Tol
Toll Road Concession Toll Road Operation
PT JASAMARGA PT MARGA PT JASAMARGA PT JASAMARGA
PT JASAMARGA PT JASAMARGA SARANA TOLLROAD TOLLROAD
SEMARANG NGAWI KERTOSONO TRANSJAWA
TOL JABAR OPERATOR MAINTENANCE
BATANG KEDIRI
59,80% 59,60% 65,00% 55,00% 99,98% 99,82%
PT JALANTOL
PT JASAMARGA PT JASAMARGA PT JASAMARGA PT JASAMARGA LINGKARLUAR
SOLO GEMPOL MANADO BALI JAKARTA
NGAWI PASURUAN BITUNG TOL
59,53% 99,35% 64,97% 64,44% 99,9%
Bisnis Prospektif
Prospective Business
PT JASAMARGA PT JASAMARGA PT JASAMARGA PT JASAMARGA
PANDAAN SURABAYA KUNCIRAN BALIKPAPAN
TOL MOJOKERTO CENGKARENG SAMARINDA
93,79% 55,51% 88,67% 67,39%
PT JASAMARGA
RELATED
BUSINESS
PT TRANS PT LINTAS
99,94%
PT CINERE PT JASAMARGA
OPTIMA MARGA
SERPONG KUALANAMU
LUHUR JAWA
JAYA TOL
99,99% 99,99% 55,00% 55,00%
PT JASAMARGA PT TRANS
JALANLAYANG MARGA PT JASAMARGA PT MARGA
CIKAMPEK JATENG JOGJA TRANS
BAWEN NUSANTARA
40,00% 58,91% 74,09% 60,00%
Entitas Anak PT JTT
PT JASAMARGA Subsidiaries of PT JTT
PANDAAN
MALANG Ventura Bersama PT JTT PT JASAMARGA PT JASAMARGA PT JASAMARGA
Joint Venture of PT JTT PROBOLINGGO JAPEK AKSES
BANYUWANGI SELATAN PATIMBAN
51,00%
97,70% 90,97% 62,04%
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Entitas Asosiasi dan Ventura Bersama Aset Keuangan
Associates and Joint Ventures Financial Assets
PT TRANSLINGKAR PT JASAMARGA PT MARGA PT CITRA
KITA JAYA JOGJA MANDALA MARGATAMA
SOLO SAKTI SURABAYA
21,24% 52,82% 1,94% 3,17%
PT MAKASSAR PT KRESNA
PT MARGA PT BOGOR METRO KUSUMA
LINGKAR SERPONG INFRA NETWORK DYANDRA MARGA
JAKARTA SELARAS
51,00% 26,00% 0,38% 0,14%
PT PILAR PT JATIM
SINERGI BUMN PRASARANA
INDONESIA UTAMA
7,08% 7,41%
PT SINERGI PT FINTEK
COLOMADU KARYA
NUSANTARA
0,63% 8,97%
PT HUTAMA PT PP
MARGA SINERGI
WASKITA BANJARATMA
0,41% 6,21%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 249
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kronologi Penerbitan dan/atau Pencatatan Saham
Chronology of Share Issuance and/or Listing
Tabel Kronologi Penerbitan dan/atau Pencatatan Saham
Table of the Chronology of Share Issuance and/or Listing
Modal Ditempatkan dan Disetor
Nilai Harga Jumlah Issued and Fully-Paid Capital
Nominal Penawaran Saham yang Jumlah
Periode Keterangan Saham Total Nilai Total Harga
No (Rp) (Rp) Diterbitkan Saham
Period Remarks Shares Nominal (Rp) Penawaran (Rp)
Par Value Offering Total Shares (Lembar)
(Rp) Price (Rp) Issued (Shares) Total Par Value Total Offering
Total Shares
(Rp) Price (Rp)
(Shares)
1 Sebelum IPO Saham Biasa 500 - - 4.760.000.000 2.380.000.000.000 -
Pre-IPO Seri B
Ordinary
Shares
Series B
2 12 November IPO di Bursa Saham Biasa 500 1.700 2.040.000.000 6.800.000.000 3.400.000.000.000 11.560.000.000.000
2007 Efek Jakarta Seri B
November 12, IPO at Ordinary
2007 Indonesia Shares
Stock Exchange Series B
3 13 Oktober Pembelian Saham Biasa 500 - - 6.800.000.000 3.400.000.000.000 -
2008 - 12 Kembali Saham Seri B
Januari 2009 Share Buyback Ordinary
October 13, Shares
2008 - January Series B
12, 2009
4 05 April 2012 - Penjualan Saham Biasa 500 - - 6.800.000.000 3.400.000.000.000 -
25 Juni 2012 Kembali Saham Seri B
April 5, 2012 - Reselling Ordinary
June 25, 2012 of Buyback Shares
Shares Series B
5 02 – 08 Penawaran Saham Biasa 500 3.900 457.871.200 7.257.871.200 3.628.935.600.000 1.785.697.680.000
Desember umum terbatas Seri B
2016 I melalui Hak Ordinary
December 2-8, Memesan Shares
2016 Efek Terlebih Series B
Dahulu
(HMETD)
Limited public
offering I
through Pre-
emptive Rights
(HMETD)
6 Status per 31 Desember 2024 Saham Biasa 500 - - 7.257.871.200 3.628.935.600.000 -
Status as of December 31, 2024 Seri B
Ordinary
Shares
Series B
Seluruh saham Perseroan dicatatkan pada Bursa Efek All of the Company’s shares are listed on the Indonesia Stock
Indonesia. Informasi terkait dengan pemecahan saham Exchange. Chapter 1 of this Annual Report, Key Performance
(stock split), penggabungan saham (reverse stock), dividen Overview, contains information related to stock splits, reverse
saham, saham bonus, dan perubahan nilai nominal saham, stock, stock dividends, bonus shares, changes in the nominal
pelaksanaan efek konversi, pelaksanaan penambahan dan value of shares, implementation of conversion effects, and
pengurangan modal dapat dilihat pada Bab 1 Ikhtisar Kinerja implementation of capital additions and subtractions.
Utama pada Buku Laporan Tahunan ini.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kronologi Penerbitan dan/atau
Pencatatan Obligasi
Chronology of the Issuance and/or Listing of Bonds
Tabel Kronologi Penerbitan Obligasi Jasa Marga
Table of the Chronology of the Issuance and/or Listing of Bonds
Jumlah Peringkat
Tenor Obligasi Rating
Tanggal Mata Tanggal Jatuh Tingkat Suku Status
Uraian (Tahun) (Juta) Wali Amanat
No Penerbitan Uang Tempo Bunga Pembayaran
Description Terms Total Trustee
Issuance Date Currency Maturity Date Interest Rate Payment Status
(Year) Bonds 2024 2023 2022
(Milions)
1 Jasa Marga I (A) 11 Maret 1983 5 Rp 23.718 11 Maret 1988 15,50% Lunas - - - Bank Pembangunan
March 11, 1983 March 11, 1988 Fully Paid Indonesia
(BAPINDO)
2 Jasa Marga II/1 (B) 31 Oktober 1983 5 Rp 40.000 31 Oktober 1988 16,50% Lunas - - - Bank Pembangunan
October 31, 1983 October 31, 1988 Fully Paid Indonesia
(BAPINDO)
3 Jasa Marga II/2 (C) 6 Februari 1984 5 Rp 20.000 6 Februari 1989 16,50% Lunas - - - Bank Pembangunan
February 6, 1984 February 6, 1989 Lunas Indonesia
(BAPINDO)
4 Jasa Marga II/2 (D) 5 Maret 1984 5 Rp 20.000 5 Maret 1989 16,50% Lunas - - - Bank Pembangunan
March 5, 1984 March 5, 1989 Fully Paid Indonesia
(BAPINDO)
5 Jasa Marga II/2 (E) 31 Maret 1984 5 Rp 20.000 31 Maret 1989 16,50% Lunas - - - Bank Pembangunan
March 31, 1984 March 31, 1989 Fully Paid Indonesia
(BAPINDO)
6 Jasa Marga III/1 (F/1) 28 Desember 5 Rp 40.000 28 Desember 16,50% Lunas - - - Bank Pembangunan
1984 1989 Fully Paid Indonesia
December 28, December 28, (BAPINDO)
1984 1989
7 Jasa Marga III/2 (F/2) 1 Maret 1985 5 Rp 30.000 1 Maret 1990 16,50% Lunas - - - Bank Pembangunan
March 1, 1985 March 1, 1990 Fully Paid Indonesia
(BAPINDO)
8 Jasa Marga IV/1 (G/1) 27 Desember 5 Rp 40.000 27 Desember 16,50% Lunas - - - Bank Pembangunan
1985 1990 Fully Paid Indonesia
December 27, December 27, (BAPINDO)
1985 1990
9 Jasa Marga IV/2 (G/2) 24 Maret 1986 5 Rp 60.000 24 Maret 1991 16,50% Lunas - - - Bank Pembangunan
March 24, 1986 March 24, 1991 Fully Paid Indonesia
(BAPINDO)
10 Jasa Marga V/1 (H) 6 Juli 1987 5 Rp 60.000 6 Juli 1992 16,37% Lunas - - - Bank Pembangunan
July 6, 1987 July 6, 1992 Fully Paid Indonesia
(BAPINDO)
11 Jasa Marga V/2 (I) 19 November 5 Rp 40.000 19 November 16,50% Lunas - - - Bank Pembangunan
1987 1992 Fully Paid Indonesia
November 19, November 19, (BAPINDO)
1987 1992
12 Jasa Marga VI/1 (J) 20 Juni 1988 8 Rp 75.000 20 Juni 1996 17,00% Lunas - - - -
June 20, 1988 June 20, 1996 Fully Paid
13 Jasa Marga VI/2 (K) 1 Februari 1989 8 Rp 50.000 1 Februari 1997 18,00% Lunas - - - Bank Pembangunan
February 1, 1989 February 1, 1997 Fully Paid Indonesia
(BAPINDO)
14 Obligasi Indeks 31 Juli 1989 12 Rp 40.000 31 Juli 2001 16,75% Lunas - - - Bank Pembangunan
Pendapatan Tahap I July 31, 1989 July 31, 2001 Fully Paid Indonesia
(BAPINDO)
15 Obligasi Indeks 21 September 12 Rp 30.000 21 September 16,75% Lunas - - - Bank Pembangunan
Pendapatan Tahap II 1989 2001 Fully Paid Indonesia
September 21, September 21, (BAPINDO)
1989 2001
16 Jasa Marga VII (L) 8 Juni 1990 8 Rp 100.000 8 Juni 1998 16,50% Lunas - - - Bank Pembangunan
June 8, 1990 June 8, 1998 Fully Paid Indonesia
(BAPINDO)
17 Jasa Marga VIII (M) 27 Maret 2000 8 Rp 150.000 27 Maret 2008 16,50% Lunas - - - PT Bank Mandiri
March 27, 2000 March 27, 2008 Fully Paid (Persero)
18 Jasa Marga IX (N) 12 April 2002 5 Rp 400.000 12 April 2007 18,50% dan/ Lunas - - - PT Bank Mandiri
April 12, 2002 April 12, 2007 and Floating Fully Paid (Persero)
(range 16,50%
– 20,00%)
19 Jasa Marga X (O) 4 Desember 8 Rp 650.000 4 Desember 16,15% Lunas - - - PT Bank Rakyat
2002 2010 Fully Paid Indonesia (Persero)
December 4, December 4,
2002 2010
20 Jasa Marga XI (P) 10 Oktober 2003 10 Rp 1.000.000 10 Oktober 2013 12,30% Lunas - - - PT Bank Rakyat
October 10, 2003 October 10, 2013 pembayaran Fully Paid Indonesia (Persero)
ke-1 – 20
dan 13,00%
pembayaran
ke-21 – 40
1st-20th
payments:
12.30% and
21st-40th
payments:
13.00%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 251
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Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Kronologi Penerbitan Obligasi Jasa Marga
Table of the Chronology of the Issuance and/or Listing of Bonds
Jumlah Peringkat
Tenor Obligasi Rating
Tanggal Mata Tanggal Jatuh Tingkat Suku Status
Uraian (Tahun) (Juta) Wali Amanat
No Penerbitan Uang Tempo Bunga Pembayaran
Description Terms Total Trustee
Issuance Date Currency Maturity Date Interest Rate Payment Status
(Year) Bonds 2024 2023 2022
(Milions)
21 Jasa Marga I (JM-10) 10 Desember 3 Rp 500.000 10 Desember Tanpa Bunga Lunas - - - PT Bank Mega Tbk
2010 2013 Zero-interest Fully Paid
December 10, December 10,
2010 2013
22 JORR I 19 November 10 Rp 274.260 19 November SBI 3 bulanan Lunas - - - PT Bank Mega Tbk
2003 2013 selama rata- Fully Paid
November 19, November 19, rata 6 bulan
2003 2013 Quarter SBI
for average 6
months
23 JORR II (A) 5 Januari 2006 10 Rp 77.377 5 Januari 2016 15,25% Lunas - - - PT Bank Mega Tbk
January 5, 2006 January 5, 2016 Fully Paid
JORR II (B) 5 Januari 2006 12 Rp 77.377 5 Januari 2018 15,25% Lunas - - - PT Bank Mega Tbk
January 5, 2006 January 5, 2018 Fully Paid
JORR II (C) 5 Januari 2006 15 Rp 104.400 5 Januari 2021 15,50% Lunas - - - PT Bank Mega Tbk
January 5, 2006 January 5, 2021 Fully Paid
24 Jasa Marga XII (Q) 6 Juli 2006 10 Rp 1.000.000 6 Juli 2016 13,50% Lunas - - - PT Bank Mega Tbk
July 6, 2006 July 6, 2016 Fully Paid
25 Jasa Marga XIII (R) 21 Juni 2007 10 Rp 1.500.000 21 Juni 2017 10,25% Lunas - - - PT Bank Mega Tbk
June 21, 2007 June 21, 2017 Fully Paid
26 Jasa Marga XIV 10 Desember 10 Rp 1.000.000 10 Desember 9,35% Lunas - - - PT Bank Mega Tbk
(JM-10) 2010 2020 Fully Paid
December 10, December 10,
2010 2020
27 Obligasi 27 September 370 hari Rp 700.000 2 Oktober 2014 8,40% Lunas - - - PT Bank Mega Tbk
Berkelanjutan I Jasa 2013 370 October 2, 2014 Fully Paid
Marga Tahap I Tahun September 27, days
2013 Seri S-Seri A 2013
Shelf Registration
Bond I Jasa Marga
Phase I Year 2013
Series S-Series A
Obligasi 27 September 3 Rp 400.000 27 September 8,70% Lunas - - - PT Bank Mega Tbk
Berkelanjutan I Jasa 2013 2016 Fully Paid
Marga Tahap I Tahun September 27, September 27,
2013 Seri S-Seri B 2013 2016
Shelf Registration
Bond I Jasa Marga
Phase I Year 2013
Series S-Series B
Obligasi 27 September 5 Rp 1.000.000 27 September 8,90% Lunas - - - PT Bank Mega Tbk
Berkelanjutan I Jasa 2013 2018 Fully Paid
Marga Tahap I Tahun September 27, September 27,
2013 Seri S-Seri C 2013 2018
Shelf Registration
Bond I Jasa Marga
Phase I Year 2013
Series S-Series C
28 Obligasi 22 September 5 Rp 1.000.000 22 September 9,85% Lunas - - - PT Bank Mega Tbk
Berkelanjutan I Jasa 2014 2019 Fully Paid
Marga Tahap II Tahun September 22, September 22,
2014 Seri T 2014 2019
Shelf Registration
Bond I Jasa Marga
Phase II Year 2014
Series T
29 Obligasi I Marga 8 November 3 Rp 200.000 8 November 7,45% Lunas - - - PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2020 Fully Paid
Seri A November 8, November 8,
Bond I Marga 2017 2020
Lingkar Jakarta 2017
Series A
Obligasi I Marga 8 November 5 Rp 217.000 8 November 7,75% Lunas - - idAAA PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2022 Fully Paid (sf)
Seri B November 8, November 8,
Bond I Marga 2017 2022
Lingkar Jakarta 2017
Series B
Obligasi I Marga 8 November 7 Rp 299.000 8 November 8,30% Lunas idAAA idAAA idAAA PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2024 Fully Paid (sf) (sf) (sf)
Seri C November 8, November 8,
Bond I Marga 2017 2024
Lingkar Jakarta 2017
Series C
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Kronologi Penerbitan Obligasi Jasa Marga
Table of the Chronology of the Issuance and/or Listing of Bonds
Jumlah Peringkat
Tenor Obligasi Rating
Tanggal Mata Tanggal Jatuh Tingkat Suku Status
Uraian (Tahun) (Juta) Wali Amanat
No Penerbitan Uang Tempo Bunga Pembayaran
Description Terms Total Trustee
Issuance Date Currency Maturity Date Interest Rate Payment Status
(Year) Bonds 2024 2023 2022
(Milions)
29 Obligasi I Marga 8 November 10 Rp 320.000 8 November 8,70% Belum Lunas idAAA idAAA idAAA PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2027 Outstanding (sf) (sf) (sf)
Seri D November 8, November 8,
Bond I Marga 2017 2027
Lingkar Jakarta 2017
Series D
Obligasi I Marga 8 November 12 Rp 464.000 8 November 8,85% Belum Lunas idAAA idAAA idAAA PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2029 Outstanding (sf) (sf) (sf)
Seri E November 8, November 8,
Bond I Marga 2017 2029
Lingkar Jakarta 2017
Series E
30 Komodo Bond 13 Desember 3 Rp 4.000.000 13 Desember 7,50% Lunas - - - Bank of New York
2017 2020 Fully Paid Mellon
December 13, December 13,
2017 2020
31 Obligasi 8 September 3 Rp 1.100.350 8 September 7,90% Lunas - - idAA PT Bank Mega Tbk
Berkelanjutan II Jasa 2020 2023 Fully Paid
Marga Tahap I Tahun September 8, September 8,
2020 Seri A 2020 2023
Shelf Registration
Bond II Jasa Marga
Phase I Year 2020
Series A
Obligasi 8 September 5 Rp 286.000 8 September 8,25% Belum Lunas idAA idAA idAA PT Bank Mega Tbk
Berkelanjutan II Jasa 2020 2025 Outstanding
Marga Tahap I Tahun September 8, September 8,
2020 Seri B 2020 2025
Shelf Registration
Bond II Jasa Marga
Phase I Year 2020
Series B
Obligasi 8 September 7 Rp 90.050 8 September 8,60% Belum Lunas idAA idAA idAA PT Bank Mega Tbk
Berkelanjutan II Jasa 2020 2027 Outstanding
Marga Tahap I Tahun September 8, September 8,
2020 Seri C 2020 2027
Shelf Registration
Bond II Jasa Marga
Phase I Year 2020
Series C
Obligasi 8 September 10 Rp 523.600 8 September 9,00% Belum Lunas idAA idAA idAA PT Bank Mega Tbk
Berkelanjutan II Jasa 2020 2030 Outstanding
Marga Tahap I Tahun September 8, September 8,
2020 Seri D 2020 2030
Shelf Registration
Bond II Jasa Marga
Phase I Year 2020
Series D
32 Obligasi 5 Juli 2024 3 Rp 90.155 5 Juli 2027 6,90% Belum Lunas idAA - - PT Bank Mega Tbk
Berkelanjutan III Jasa July 5, 2024 July 5, 2027 Outstanding
Marga Tahap I Tahun
2024 Seri A
Shelf Registration
Bond III Jasa Marga
Phase I Year 2024
Series A
Obligasi 5 Juli 2024 5 Rp 241.055 5 Juli 2029 7,00% Belum Lunas idAA - - PT Bank Mega Tbk
Berkelanjutan III Jasa July 5, 2024 July 5, 2029 Outstanding
Marga Tahap I Tahun
2024 Seri B
Shelf Registration
Bond III Jasa Marga
Phase I Year 2024
Series B
Obligasi 5 Juli 2024 10 Rp 601.140 5 Juli 2034 7,20% Belum Lunas idAA - - PT Bank Mega Tbk
Berkelanjutan III Jasa July 5, 2024 July 5, 2034 Outstanding
Marga Tahap I Tahun
2024 Seri C
Shelf Registration
Bond III Jasa Marga
Phase I Year 2024
Series C
Seluruh obligasi Jasa Marga dicatatkan pada Bursa Efek All Jasa Marga bonds are listed at Indonesia Stock Exchange,
Indonesia, kecuali Obligasi Komodo yang dicatatkan pada except for the Komodo Bonds which are listed on the London
London Stock Exchange dan Singapore Stock Exchange. Stock Exchange and Singapore Stock Exchange. For bonds
Untuk obligasi yang diterbitkan dan dicatatkan di Bursa Efek issued and listed at Indonesia Stock Exchange, Jasa Marga
Indonesia, Jasa Marga menggunakan Pefindo sebagai lembaga refers to Pefindo as the bond rating agency. Meanwhile for
pemeringkat obligasi. Sementara untuk Obligasi Komodo, Jasa the Komodo Bonds, Jasa Marga appointed Moody’s and S&P
Marga menunjuk Moody’s dan S&P Global sebagai lembaga Global as bond rating agencies.
pemeringkat obligasi.
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Obligasi Jasa Marga yang Belum Jatuh Tempo
Jasa Marga Outstanding Bonds
Obligasi PT Marga Lingkar Jakarta (MLJ) PT Marga Lingkar Jakarta (MLJ) Bonds
Pada tanggal 31 Oktober 2017, PT Marga Lingkar Jakarta (MLJ) On October 31, 2017, PT Marga Lingkar Jakarta (MLJ) as a
sebagai Ventura Bersama memperoleh pernyataan efektif dari Joint Venture obtained effective approval from the Financial
Otoritas Jasa Keuangan (OJK) atas penerbitan Obligasi I Marga Services Authority (OJK) for the issuance of Marga Lingkar
Lingkar Jakarta Tahun 2017 (“Obligasi”). Total dana yang Jakarta 2017 Bonds ("Bonds"). The total funds received by
diterima PT MLJ pada tanggal 8 November 2017 dari hasil PT MLJ on November 8, 2017, from the issuance of Bonds
penerbitan Obligasi yaitu sebesar Rp1.500.000.000.000,00. amounted to Rp1,500,000,000,000.00. These Bonds were
Obligasi ini diterbitkan dengan tenor masing-masing yaitu issued with respective tenures of 3, 5, 7, 10, and 12 years. On
3, 5, 7, 10, dan 12 tahun. Pada tanggal 8 November 2020, November 8, 2020, PT MLJ redeemed Series A Bonds with a
PT MLJ telah melunasi Obligasi Seri A dengan tenor 3 3-year tenure amounting to Rp200,000,000,000.00, and on
tahun dengan nilai sebesar Rp200.000.000.000,00, pada November 8, 2022, PT MLJ also redeemed Series B Bonds
tanggal 8 November 2022, PT MLJ juga telah melunasi with a 5-year tenure amounting to Rp217,000,000,000.00 on
Obligasi Seri B dengan tenor 5 tahun dengan nilai sebesar November 8, 2024, PT MLJ also paid off Series C Bonds with a
Rp217.000.000.000,00 dan juga pada tanggal 8 November 7-year tenor valued at Rp299,000,000,000.00.
2024, PT MLJ juga telah melunasi Obligasi Seri C dengan
tenor 7 Tahun dengan nilai Rp299.000.000.000,00.
Tabel Pemegang Obligasi MLJ Seri D
Table of MLJ Series D Bondholders
Nama Jumlah Efek (Rp)
No %
Name Total Bonds (Rp)
1 PT Taspen 150.000.000.000 46,9%
2 PT Asuransi Jiwa Central Asia Raya 50.000.000.000 15,6%
3 PT Asuransi Tugu Pratama Indonesia 20.000.000.000 6,3%
4 DP. Telkom 15.000.000.000 4,7%
5 Reksa Dana Insight Scholarship Fund 11.000.000.000 3,4%
Koperasi Kesehatan Pegawai & Pensiunan Bank Mandiri (Mandiri
6 10.000.000.000 3,1%
Healtcare)
7 Reksa Dana BNI-AM Dana Pendapatan Tetap Manggala 10.000.000.000 3,1%
8 Dana Pensiun Jasa Marga 10.000.000.000 3,1%
9 Reksadana Guru 7.100.000.000 2,2%
10 Dana Pensiun BPD NTT - Manfaat Lain 5.000.000.000 1,6%
11 Dana Pensiun Garuda Indonesia 5.000.000.000 1,6%
12 Dana Pensiun Wijaya Karya PPMP 5.000.000.000 1,6%
13 Dana Pensiun BTN 5.000.000.000 1,6%
14 Dana Pensiun Kompas Gramedia 5.000.000.000 1,6%
15 Tony Halim 3.000.000.000 0,9%
16 Reksa Dana Insight Community Development 2 2.600.000.000 0,8%
17 Dana Pensiun GPIB 2.000.000.000 0,6%
18 Reksa Dana Insight Infra Development (I-INFRA) 1.500.000.000 0,5%
19 Reksa Dana Insight Tunas Bangsa (I-NEXT G) 1.450.000.000 0,5%
20 Reksa Dana Insight Benefit Balanced Fund 1.000.000.000 0,3%
21 Reksa Dana Insight Fellowship 250.000.000 0,1%
22 Reksa Dana Insight Plan (I-PLAN) 100.000.000 0,0%
254 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pemegang Obligasi MLJ Seri E
Table of MLJ Series E Bondholders
Nama Jumlah Efek (Rp)
No %
Name Total Bonds (Rp)
1 PT Taspen (Asuransi) - AFS 100.000.000.000 21,6%
2 Reksa Dana Bahana Income Stream 90.000.000.000 19,4%
3 PT Taspen 70.000.000.000 15,1%
4 Dana Pensiun Astra Dua 52.000.000.000 11,2%
5 DPK Indocement T.P 30.000.000.000 6,5%
6 Dana Pensiun Kompas Gramedia 17.000.000.000 3,7%
7 DP Pemb.Jaya 15.000.000.000 3,2%
8 RD Principal Bond 15.000.000.000 3,2%
9 Dana Pensiun PLN 12.000.000.000 2,6%
Kontrak Investasi Kolektif Pemupukan Dana TAPERA Bahana
10 10.000.000.000 2,2%
Pendapatan Tetap
11 PT Asuransi Jiwa Generali Indonesia -912494053 10.000.000.000 2,2%
12 Dana Pensiun Bank Mandiri Tiga 7.000.000.000 1,5%
13 Yanti Yulianti Gouw 7.000.000.000 1,5%
14 Reksa Dana Pendapatan Tetap Net Dana Stabil 4.000.000.000 0,9%
15 Dana Pensiun Karyawan Taspen 4.000.000.000 0,9%
16 Reksa Dana BNI-AM Dana Pendapatan Tetap Manggala 4.000.000.000 0,9%
17 Pers. Dana Pensiun PPPK PETRA 3.000.000.000 0,6%
18 Dana Pensiun Garuda Indonesia 3.000.000.000 0,6%
19 Dana Pensiun YAKKUM 3.000.000.000 0,6%
20 Dana Pensiun BTN 3.000.000.000 0,6%
21 DP Danareksa 3.000.000.000 0,6%
22 Reksa Dana Net Dana Gemilang 1.000.000.000 0,2%
23 Reksa Dana Net Dana Flexi 1.000.000.000 0,2%
Obligasi Berkelanjutan II Jasa Marga Tahap I Shelf Registration Bond II Jasa Marga Phase
Tahun 2020 I Year 2020
Pada tanggal 31 Agustus 2020, Jasa Marga memperoleh On August 31, 2020, Jasa Marga obtained an effective
pernyataan efektif dari Otoritas Jasa Keuangan (OJK) atas statement from the Financial Services Authority (OJK) for
penerbitan Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun the issuance of Shelf Registration Bond Jasa Marga II Phase
2020. Total dana yang diterima Jasa Marga pada tanggal I Year 2020. The total proceeds earned by Jasa Marga on
8 September 2020 dari hasil penerbitan Obligasi adalah September 8, 2020 from the Bonds issuance amounted to
sebesar Rp2.000.000.000.000,00. Obligasi ini diterbitkan Rp2,000,000,000,000.00. This bond issued in four series with
dalam empat seri dengan tenor masing-masing yaitu 3, 5, 7, 3,5,7 and 10 years tenor respectively. On September 8, 2023,
dan 10 tahun. Pada tanggal 8 September 2023, Perseroan the Company fully paid Series A Bonds with 3 years tenor with
telah melunasi Obligasi Seri A dengan tenor 3 tahun dengan a value of Rp1,100,350,000,000.00.
nilai sebesar Rp1.100.350.000.000,00.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 255
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel 20 Besar Pemegang Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020 Seri B
Table of the Top 20 Holders of Shelf Registration Bond Jasa Marga II Phase I Year 2020 Series B
Nama Jumlah Efek (Rp)
No %
Name Total Bonds (Rp)
1 DPLK Bank Rakyat Indonesia - Pendapatan Tetap 50.000.000.000 17,5%
2 Treasury Bank Jatim 33.000.000.000 11,5%
3 PT ASABRI 2 30.000.000.000 10,5%
4 PT ASABRI 3 25.000.000.000 8,7%
5 PT Reasuransi Indonesia Utama (Persero) 24.000.000.000 8,4%
6 PT Asuransi Tugu Pratama Indonesia 20.000.000.000 7,0%
7 Dana Pensiun Pertamina 15.000.000.000 5,2%
8 Dana Pensiun Bank Mandiri 15.000.000.000 5,2%
9 PT Bank Ina Perdana Tbk 15.000.000.000 5,2%
10 DP Pos Indonesia 10.000.000.000 3,5%
11 PT Asuransi Jiwa Central Asia Raya 10.000.000.000 3,5%
12 DP. BPD Jatim 5.000.000.000 1,7%
13 PT Asuransi Jiwa Central Asia Raya - Carlink ProFixed 5.000.000.000 1,7%
14 Yayasan Kesejahteraan Pegawai Otoritas Jasa Keuangan (YKP OJK) 5.000.000.000 1,7%
15 Kontrak Investasi Kolektif Pemupukan Dana TAPERA BNI AM Pasar Uang 5.000.000.000 1,7%
16 Reksa Dana BNI-AM Dana Pendapatan Tetap Manggala 4.000.000.000 1,4%
17 Dana Pensiun Lembaga Keuangan Central Asia Raya 4.000.000.000 1,4%
18 Dana Pensiun Pupuk Kaltim Group 3.000.000.000 1,0%
19 Dana Pensiun Sekolah Kristen 1.000.000.000 0,3%
20 Dapen PPIP Pupuk Sriwijaya 1.000.000.000 0,3%
Tabel 20 Besar Pemegang Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020 Seri C
Table of the Top 20 Holders of Shelf Registration Bond Jasa Marga II Phase I Year 2020 Series C
Nama Jumlah Efek (Rp)
No %
Name Total Bonds (Rp)
1 Dana Pensiun Bank Mandiri 12.000.000.000 13,3%
2 Reksa Dana Setiabudi Dana Kombinasi Dinamis 10.000.000.000 11,1%
3 Kop. Kesehatan Peg. & Pensiunan Bank Mandiri (Mandiri Healtcare) 10.000.000.000 11,1%
4 DP Pos Indonesia 10.000.000.000 11,1%
5 Dana Pensiun Kompas Gramedia 10.000.000.000 11,1%
6 Dana Pensiun Jasa Marga 8.000.000.000 8,9%
7 Reksa Dana Net Dana Berimbang 5.000.000.000 5,6%
8 PT Asuransi Tugu Pratama Indonesia 5.000.000.000 5,6%
9 Yayasan Kesejahteraan Pegawai Otoritas Jasa Keuangan (YKP OJK) 5.000.000.000 5,6%
10 PT Asuransi Jiwa Central Asia Raya - Carlink ProMixed 3.000.000.000 3,3%
11 Dana Pensiun Bank Maluku 3.000.000.000 3,3%
12 PT Asuransi Jiwa Central Asia Raya 2.000.000.000 2,2%
13 Dana Pensiun YAKKUM 1.000.000.000 1,1%
14 Dana Pensiun Pegawai Perum Peruri - Self 1.000.000.000 1,1%
15 Chandra Wibowo Soetirto 1.000.000.000 1,1%
16 Ardy Wardhika 1.000.000.000 1,1%
17 Lena Setiawati 1.000.000.000 1,1%
18 Dana Pensiun Danareksa 1.000.000.000 1,1%
19 Jimmy Gunardi 800.000.000 0,9%
20 Adi Saptono 250.000.000 0,3%
256 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel 20 Besar Pemegang Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020 Seri D
Table of the Top 20 Holders of Shelf Registration Bond Jasa Marga II Phase I Year 2020 Series D
Nama Jumlah Efek (Rp)
No %
Name Total Bonds (Rp)
1 PT Taspen 165.000.000.000 31,5%
2 Persek Dapenma Pamsi 100.000.000.000 19,1%
3 BPJS Kesehatan 47.000.000.000 9,0%
4 Dana Pensiun Bank Mandiri 30.000.000.000 5,7%
5 PT Asuransi Jiwa Central Asia Raya 24.000.000.000 4,6%
6 Dana Pensiun PLN 15.000.000.000 2,9%
7 Dana Pensiun Jasa Marga 15.000.000.000 2,9%
8 Dana Pensiun Pegawai PT Bank Sumut 12.000.000.000 2,3%
9 PT Jasa Raharja (Persero) 11.000.000.000 2,1%
10 DP Pegadaian 10.000.000.000 1,9%
11 DP Otoritas Jasa Keuangan 10.000.000.000 1,9%
12 Dana Pensiun Karyawan BPJS Ketenagakerjaan 10.000.000.000 1,9%
13 Hy Non Par - IDR FI 10.000.000.000 1,9%
14 Dana Pensiun Lembaga Keuangan Central Asia Raya 10.000.000.000 1,9%
15 PT Asuransi Binagriya Upakara 8.000.000.000 1,5%
16 Dana Pensiun Jasa Raharja 6.000.000.000 1,1%
17 Dana Pensiun BTN 5.000.000.000 1,0%
18 Irwan Tanjung 4.000.000.000 0,8%
19 Dana Pensiun Pupuk Kaltim Group 3.000.000.000 0,6%
20 Dana Pensiun BPD NTT 2.500.000.000 0,5%
Obligasi Berkelanjutan III Jasa Marga Tahap Shelf Registration Bond III Jasa Marga Phase
I Tahun 2024 I Year 2024
Pada tanggal 26 Juni 2024, Jasa Marga memperoleh On June 26, 2024, Jasa Marga received an effective statement
pernyataan efektif dari Otoritas Jasa Keuangan (OJK) atas from the Financial Services Authority (OJK) for the issuance
penerbitan Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun of the Shelf Registration Bond III Jasa Marga Phase I Year
2024. Total dana yang diterima Jasa Marga pada tanggal 5 2024. The total funds received by Jasa Marga on July 5, 2024,
Juli 2024 dari hasil penerbitan Obligasi adalah sebesar from the bond issuance amounted to Rp932,350,000,000.00.
Rp932.350.000.000,00. Obligasi ini diterbitkan dalam tiga These bonds were issued in three series with tenors of 3, 5,
seri dengan tenor masing-masing yaitu 3, 5, dan 10 tahun. and 10 years, respectively.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 257
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel 20 Besar Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 Seri A
Table of the Top 20 Holders of Shelf Registration Bond Jasa Marga III Phase I Year 2024 Series A
Nama Jumlah Efek (Rp)
No %
Name Total Bonds (Rp)
1 DPLK BANK RAKYAT INDONESIA - PENDAPATAN TETAP 25.000.000.000 27,7%
2 PT.ASABRI ( Persero ) 15.000.000.000 16,6%
3 PRIME FIXED INCOME-KPD 12.000.000.000 13,3%
4 Sompo Insurance Indonesia 10.000.000.000 11,1%
5 Dana Pensiun Bank Mandiri Dua 5.000.000.000 5,5%
6 PT ASABRI (PERSERO) - Jaminan Kematian 5.000.000.000 5,5%
7 PT ASABRI (PERSERO) - Jaminan Kecelakaan Kerja 5.000.000.000 5,5%
8 DP. BPD Jatim 5.000.000.000 5,5%
9 Reksa Dana Syailendra Providentia Fixed Income Fund 3.000.000.000 3,3%
10 DANA PENSIUN KIMIA FARMA 3.000.000.000 3,3%
11 ARMANDO DEWI 1.000.000.000 1,1%
12 HELMI IMAM SATRIYONO 750.000.000 0,8%
13 TONYADI HALIM 250.000.000 0,3%
14 AMRIT VIJAY VASWANI 100.000.000 0,1%
15 CHENDRA LENNA 25.000.000 0,0%
16 NOVIANTO 10.000.000 0,0%
17 CHANDRA PERMANA 5.000.000 0,0%
18 KHARIS SATRIADI WIJAYA 5.000.000 0,0%
19 NUR AINI RAKHMAWATI 5.000.000 0,0%
20 ALFYN WENDI PRATAMA 5.000.000 0,0%
Tabel Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 Seri B
Table of the of Shelf Registration Bond Jasa Marga III Phase I Year 2024 Series B
Nama Jumlah Efek (Rp)
No %
Name Total Bonds (Rp)
1 PT BANK DIGITAL BCA 100.000.000.000 41,5%
2 Treasury bank bjb 100.000.000.000 41,5%
3 PT REASURANSI INDONESIA UTAMA (PERSERO) 30.000.000.000 12,4%
4 Dana Pensiun Bank Mandiri Dua 5.000.000.000 2,1%
5 Dana Pensiun Bank Mandiri Empat 3.000.000.000 1,2%
6 PT. P3IEI 3.000.000.000 1,2%
7 BURHAN URAY 30.000.000 0,0%
8 MATTEO BUSSENI 15.000.000 0,0%
9 KADEK DODY LESMANA WIRYA 5.000.000 0,0%
10 SUPRIYANTO SIKUMBANG 5.000.000 0,0%
258 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 Seri C
Table of the Shelf Registration Bond Jasa Marga III Phase I Year 2024 Series C
Nama Jumlah Efek (Rp)
No %
Name Total Bonds (Rp)
1 DJS Ketenagakerjaan Program JP 400.000.000.000 66,5%
2 Dana Pensiun Jasa Marga 60.000.000.000 10,0%
3 PT Panin Dai-ichi Life - Shareholder IDR 50.000.000.000 8,3%
4 DPK Indocement T.P 30.000.000.000 5,0%
5 Persek Dapenma Pamsi 25.000.000.000 4,2%
6 DP Bank Indonesia 20.000.000.000 3,3%
7 Dana Pensiun Bank Mandiri 10.000.000.000 1,7%
8 PT Aiaf Hy Par - IDR FI 5.000.000.000 0,8%
9 Dana Pensiun Pegawai Perum Peruri - Self 1.000.000.000 0,2%
10 Tunggul Prima Sakti 100.000.000 0,0%
11 Thomas Ari Negara 25.000.000 0,0%
12 I Putu Adi Surya Pramana 10.000.000 0,0%
13 Angga Wijaya 5.000.000 0,0%
Simpang Susun Jalan Tol Kebon Jeruk-Ulujami Milik PT MLJ
Interchange Kebon Jeruk-Ulujami Toll Road Owned by PT MLJ
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 259
Page 260
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kronologi Penerbitan dan/atau
Pencatatan Sukuk
Chronology of the Issuance and/or Listing of Sukuk
Tabel Kronologi Penerbitan Sukuk Jasa Marga
Table of Jasa Marga Sukuk Issuance Chronology
Jumlah Peringkat
Tanggal Tenor Tanggal Tingkat
Mata Sukuk Status Rating Wali
Penerbitan (Tahun) Jatuh Suku
Uraian Uang (Juta) Pembayaran Amanat
No Issuance Terms Tempo Bunga
Description Currency Total Payment Trustee
Date (Year) Maturity Interest 2024 2023 2022
Sukuk Status
Date Rate
(Milions)
1 Sukuk Ijarah 17 Juli 3 Rp 100.000 17 Juli 8,50% Lunas - - idAA- PT Bank
Jangka 2019 2022 Fully paid (sy) Mega
Menengah July 17th, July 17, Tbk
PT Jasamarga 2019 2022
Pandaan Tol
Tahun 2019
Seri A
Medium term
Sukuk Ijarah
PT Jasamarga
Pandaan Tol
Year 2019
Series A
Sukuk Ijarah 17 Juli 5 Rp 685.000 17 Juli 9,00% Lunas - idAA- idAA- PT Bank
Jangka 2019 2024 Fully paid (sy) (sy) Mega
Menengah July 17th, July 17, Tbk
PT Jasamarga 2019 2024
Pandaan Tol
Tahun 2019
Seri B
Medium term
Sukuk Ijarah
PT Jasamarga
Pandaan Tol
Year 2019
Seri B
Jasa Marga melalui salah satu Ventura Bersama dari PT Jasa Marga, through one of its Joint Ventures, PT Jasamarga
Jasamarga Transjawa Tol (JTT) yaitu PT Jasamarga Pandaan Transjawa Tol (JTT), namely PT Jasamarga Pandaan Tol (JPT),
Tol (JPT) menerbitkan Sukuk Ijarah Menengah PT Jasamarga issued the Medium-Term Sukuk Ijarah of PT Jasamarga
Pandaan Tol Tahun 2019 pada 17 Juli 2019. Total dana yang Pandaan Tol Year 2019 on July 17, 2019. The total funds
diterima dari hasil penerbitan sukuk ini adalah sebesar received from the issuance of this sukuk amounted to
Rp785.000.000.000,00 yang digunakan untuk melakukan Rp785,000,000,000.00, which were utilized for the payment
pembayaran dan/atau pembayaran dipercepat atas utang- and/or accelerated payment of PT JPT's bank debts and to
utang perbankan PT JPT serta untuk memenuhi kebutuhan meet the working capital needs of PT JPT. PT JPT engaged
modal kerja PT JPT. Dalam hal ini, PT JPT menggunakan Pefindo as the rating agency. On July 17, 2024, the Company,
Pefindo sebagai lembaga pemeringkat. Pada tanggal 17 Juli through PT Jasamarga Pandaan Tol (JPT), has fully redeemed
2024, Perseroan melalui PT Jasamarga Pandaan Tol (JPT) telah all outstanding sukuk.
melunasi seluruh outstanding sukuk.
260 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kronologi Penerbitan dan/atau Pencatatan
Sumber Pendanaan Lainnya
Chronology of Issuance and/or Listing of Other Sources of
Funding
Tabel Kronologi Penerbitan Sumber Pendanaan Lainnya Jasa Marga
Table of Jasa Marga’s Other Funding Sources Issuance Chronology
Tingkat
Tahun Tenor
Mata Nilai (juta) Jatuh Imbal
Uraian Terbit (tahun) Peringkat Tujuan Penerbitan
No Description Issuance Terms
Uang Value Tempo Hasil (%)
Rating Purpose of Issuance
Currency (million) Maturity Yield
Year (year)
(%)
1 Kontrak Investasi 2017 5 Rp 2.000.000 2022 8,40 idAAA Mendanai
Kolektif Efek Beragun oleh/ by pembangunan ruas
Aset (KIK- EBA) Pefindo jalan tol baru
Mandiri JSMR01 - Financing new toll
Hak Atas Pendapatan road construction
Tol Jagorawi*
Assets-Backed
Securities Collective
Investment
Contract (KIK-EBA)
Mandiri JSMR
01 – Concession
on Revenues from
Jagorawi
Toll Road*
2 Reksa Dana 2018 - Rp 1.970.000 - - - Mendanai ekuitas
Penyertaan Terbatas di PT Jasamarga
Mandiri Infrastruktur Semarang Batang,
Ekuitas Transjawa PT Jasamarga Solo
(RDPT MIET) Ngawi, dan PT
Penyertaan Terbatas Jasamarga Ngawi
Mandiri Limited Kertosono Kediri
Mutual Funds Financing equity at PT
of Mandiri Jasamarga Semarang
Infrastructure Batang, PT Jasamarga
Equity Transjawa Solo Ngawi and PT
(RDPT MIET) Jasamarga Ngawi
Kertosono Kediri
3 Kontrak Investasi 2019 - Rp 1.303.400 - - - Mendanai ekuitas di
Kolektif Dana PT Trans Marga Jateng
Investasi dan PT Jasamarga
Infrastruktur (KIK- Pandaan Tol
DINFRA) Toll Road Financing equity at
Mandiri 001* PT Trans Marga Jateng
Collective and PT Jasamarga
Investment Pandaan Tol
Contract
Infrastructure
Investment Funds
(KIKDINFRA)
Toll Road Mandiri
001*
4 Surat Berharga 2020 1 Rp 566.000 2021 6,80 idA1+ Memperbaiki arus
Komersial I Jasa oleh/ by kas Perseroan dalam
Marga Tahun 2020 Pefindo jangka pendek dan
Commercial dapat digunakan
Securities I sebagai modal kerja
Jasa Marga Year 2020 serta belanja modal
Perseroan
Improve the
Company’s shortterm
cash flows and
allocated as the
Company’s working
capital and capital
expenditure
Keterangan/Notes:
*) Dicatatkan di Bursa Efek Indonesia
*) Listed at Indonesia Stock Exchange
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 261
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1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Lembaga dan/atau Profesi Penunjang
Supporting Institutions and/or Professions
Biro Administrasi Efek Nama Perusahaan
PT Datindo Entrycom
Securities Registrar Company's Name
Alamat Jl. Hayam Wuruk No. 28 Lantai 2, Jakarta 10120
Address 28 Hayam Wuruk Street, 2nd Floor, Jakarta 10120
Telp/Fax/Email Tel : 6221 350 8077 (Hunting)
Telp/Fax/Email Fax : 6221 350 8078
Website : www.datindo.com
Ruang Lingkup Pekerjaan Memelihara Daftar Pemegang Saham (DPS) dan melaksanakan pencatatan perubahan-
Scope of Work perubahan pada DPS yang tercatat di Bursa Efek Indonesia
Maintain Shareholders List (DPS) and record any change in DPS registered at Indonesia Stock
Exchange
Periode Penugasan 2009 – Sekarang
Assignment Period 2009 – Present
Biaya
Rp44.400.000,00
Fee
Wali Amanat Nama Perusahaan
PT Bank Mega Tbk
Trustee Company's Name
Alamat Menara Bank Mega
Address Jl. Kapten Tendean Kav. 12-14A
Jakarta 12790
Telp/Fax/Email Tel : 6221 5140 1340
Telp/Fax/Email Fax : 6221 5140 1350
Website : www.bankmega.com
Ruang Lingkup Pekerjaan Mewakili kepentingan investor pemegang efek bersifat utang
Scope of Work Representing the interests of investors holding debt securities
Periode Penugasan 2010 – Sekarang
Assignment Period 2010 – Present
Biaya
Rp108.900.000,00
Fee
Kantor Akuntan Publik Nama Perusahaan
KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia)
Public Accountant Firm Company's Name
Alamat Plaza ASIA lantai 10. Jl. Jenderal Sudirman Kav. 59 Jakarta 12190
Address Plaza ASIA, 10th Floor, 59 Jenderal Sudirman Street, Jakarta 12190
Telp/Fax/Email Tel : 021-5140-1340
Telp/Fax/Email Fax : 021-5140-1350
Ruang Lingkup Pekerjaan 1. Audit atas Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk. untuk Tahun
Scope of Work Buku yang berakhir tanggal 31 Desember 2024;
2. Adapun lingkup Pekerjaan sebagaimana dimaksud ayat 1 Pasal ini adalah sebagai berikut:
a. Audit atas Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk untuk
tahun buku yang berakhir 31 Desember 2024;
b. Audit atas Laporan keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil
(PUMK) PT Jasa Marga (Persero) Tbk tahun buku yang berakhir 31 Desember 2024;
c. Audit atas Kepatuhan PT Jasa Marga (Persero) Tbk terhadap Peraturan Perundang-
undangan dan Pengendalian Intern sebagai wujud penerapan Pernyataan Standar
Audit (PSA) No. 62 yang dilaksanakan sebagai bagian dari audit atas Laporan
Keuangan Tahun Buku yang berakhir 31 Desember 2024 berdasarkan Standar Audit
yang ditetapkan oleh Institut Akuntan Publik Indonesia dan Standar Pemeriksaan
Keuangan Negara yang diterbitkan oleh Badan Pemeriksa Keuangan;
d. Audit Agreed Upon Procedure (AUP) dan Jasa Atestasi Laporan Keuangan Tahun
Buku 2024 PT Jasa Marga (Persero) Tbk. yang terdiri dari:
i. AUP Key Performance Indicators Kolegial dan Individual sebagaimana
disebutkan dalam Lampiran 2 dan 3 Kontrak Perseroan dengan KAP
ii. AUP Anaplan/reporting package Kementerian Badan Usaha Milik Negara
(KBUMN) sebagaimana disebutkan dalam Lampiran 1 Kontrak Perseroan
dengan KAP
e. Jasa Profesional lainnya yang terdiri dari:
i. Membantu menyiapkan dokumen-dokumen pendukung yang berhubungan
dengan Audit atas Laporan Keuangan Perseroan seperti management
representation, apabila diperlukan sesuai ketentuan yang berlaku;
ii. Melakukan rapat-rapat koordinasi dengan pihak-pihak yang terkait dengan
Pelaksanaan Audit Umum seperti rapat dengan Tim Rekan Imbang, rapat
dengan Komite Audit, rapat dengan Accounting & Tax Group dan Unit
Corporate Communication & Community Development Group, menghadiri
Rapat Umum Pemegang Saham Tahunan.
262 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kantor Akuntan Publik Ruang Lingkup Pekerjaan 1. Audit on PT Jasa Marga (Persero) Tbk Consolidated Financial Statements for year ended on
Public Accountant Firm Scope of Work December 31, 2024;
2. The scope of work as referred to in paragraph 1 of this Article is as follows:
a. Audit of the Consolidated Financial Statements of PT Jasa Marga (Persero) Tbk for the
fiscal year ending December 31, 2024;
b. Audit of the financial statements of the Micro and Small Business Funding Program
(PUMK) of PT Jasa Marga (Persero) Tbk for the fiscal year ending December 31, 2024;
c. Audit of PT Jasa Marga (Persero) Tbk’s Compliance with Laws and Regulations and Internal
Control as a form of implementation of Statement of Auditing Standards (PSA) No.62
which was carried out as part of the audit of the Financial Statements for the fiscal year
ended December 31, 2024 based on Auditing Standards established by the Indonesian
Institute of Certified Public Accountants and State Financial Audit Standards issued by
the Supreme Audit Agency.
d. Audit Agreed Upon Procedure (AUP) and Attestation Services for the Financial Statements
for the Financial Year 2024 of PT Jasa Marga (Persero) Tbk. consisting of:
i. AUP Collegial and Individual Key Performance Indicators as stated in
Attachments 2 and 3 of this Contract.
ii. AUP Anaplan/reporting package of the Ministry of State Milk Enterprise
(KBUMN) as mentioned in Attachment 1 of this Contract.
e. Other Professional Services consisting of:
i. Assist in preparing supporting documents related to the Audit of the
Company’s Financial Statements such as management representation, if
required in accordance with applicable regulations;
ii. Conducting coordination meetings with parties related to the General
Audit Implementation such as meetings with the Audit Team, meetings with
the Audit Committee, meetings with the Accounting & Tax Group and the
Corporate Communication & Community Development Group Unit to attend
the Annual General Meeting of Shareholders; ii. Attending the Annual General
Meeting of Shareholders.
Periode Penugasan
2024
Assignment Period
Biaya
Rp1.980.000.000,00
Fee
Lembaga Pemeringkat Nama Perusahaan
PT Pemeringkat Efek Indonesia (Pefindo)
Efek Company's Name
Rating Agency
Alamat Equity Tower, Lantai 30
Address Sudirman Central Business District Lot 9
Jl. Jenderal Sudirman Kav. 52-53
Jakarta 12190, Indonesia
Telp/Fax/Email Tel : 6221 5096 8469
Telp/Fax/Email Fax : 6221 5096 8468
Website : www.pefindo.com
Ruang Lingkup Pekerjaan Pemeringkatan Perusahaan dan Obligasi
Scope of Work Rating of Companies and Bonds
Periode Penugasan 2013 – Sekarang
Assignment Period 2013 – Present
Biaya
Rp194.250.000,00
Fee
Notaris Nama Perusahaan
Ir. Nanette Cahyanie Handari Adi Warsito, S.H.
Notary Company's Name
Alamat
Jl. Panglima Polim V/11, Kebayoran Baru, Jakarta
Address
Telp/Fax/Email Tel : (62-21) 7244650 – 7392801 – 7209645
Telp/Fax/Email Fax : (62-21) 7265090
Email : cahyanie72@yahoo.co.id;
poerbaningsih@yahoo.com
Ruang Lingkup Pekerjaan Notaris dalam pelaksanaan Rapat Umum Pemegang Saham Tahunan
Scope of Work Notary for the Annual General Meeting of Shareholders Implementation
Periode Penugasan 2017 – Sekarang
Assignment Period 2017 – Present
Konsultan Hukum Nama Perusahaan
UMBRA Strategic Legal Solutions
Legal Advisor Company's Name
Alamat
Telkom Landmark Tower, Tower 2, Lantai 49, Jl. Gatot Subroto Kav. 52
Address
Telp/Fax/Email Tel : 6221 5082 0999
Telp/Fax/Email Website : www.umbra.law
Ruang Lingkup Pekerjaan Konsultan hukum dalam pelaksanaan Rapat Umum Pemegang Saham (RUPS)
Scope of Work Legal Advisor for the General Meeting of Shareholders (GMS) Implementation
Periode Penugasan 2018 – Sekarang
Assignment Period 2018 – Present
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 263
Page 264
1
Ikhitisar Kinerja Utama
Key Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Informasi Situs Web Perseroan
Information on the Company’s Website
Perseroan memiliki situs web yang difungsikan sebagai The Company operates a website as a communication
media komunikasi dengan pihak eksternal maupun internal platform with external and internal parties to provide
untuk menyampaikan beragam informasi umum mengenai various general information about the Company. All
Perseroan. Seluruh informasi yang ditampilkan pada situs information displayed on the Company’s website is managed
web Perseroan dikelola secara profesional dan transparan professionally and transparently in accordance with the
sesuai dengan ketentuan Peraturan Otoritas Jasa Keuangan provisions of the Financial Services Authority Regulation
(POJK) Nomor 8/POJK.04/2015 tentang Situs Web Emiten (POJK) No. 8/POJK.04/2015 regarding Websites of Issuers or
atas Perusahaan Publik. Seluruh informasi yang dimuat pada Public Companies. All information on the Company’s website
situs web Perseroan disajikan dalam 2 (dua) bahasa, yaitu is presented in two languages: Indonesian and English. The
Bahasa Indonesia dan Bahasa Inggris. Perseroan senantiasa Company regularly updates the information to ensure it is
memperbarui informasi secara berkala agar senantiasa current and accurate for stakeholders.
menampilkan informasi yang terkini dan akurat bagi para
pemangku kepentingan.
Situs web Perseroan menyajikan beragam informasi yang The Company’s website provides a variety of relevant
relevan sebagai bentuk keterbukaan informasi kepada information as part of its commitment to information
publik, antara lain: informasi laporan keuangan tahunan, transparency to the public, including: annual financial
laporan keuangan per triwulan dan laporan keuangan tengah reports, quarterly and semi-annual financial reports, stock
tahunan, kinerja saham, presentasi dari manajemen untuk performance, management presentations on the Company’s
setiap triwulan atas kinerja Perseroan serta informasi dan quarterly performance, and other corporate information and
kegiatan Perseroan lainnya. activities.
Berikut tabel pemenuhan informasi pada situs Perseroan Below is a table of information compliance on the Company’s
sesuai dengan POJK Nomor 8/POJK.04/2015: website in accordance with POJK No. 8/POJK.04/2015:
Tabel Keterbukaan Informasi pada Situs Web Perseroan
Table of Information Disclosure on the Company’s Website
Ketersediaan
di Situs Web
Cakupan Informasi
No www.jasamarga.com
Scope of Information
Availability on Website
www. jasamarga.com
Informasi pemegang saham sampai dengan pemilik akhir individu.
1.
Shareholder information up to individual ultimate owner.
Isi Kode Etik.
2.
Contents of Code of Conduct.
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.
3.
Information on the General Meeting of Shareholders (GMS) at least including the agenda
discussed in the GMS, summary of GMS minutes, and information on important dates,
including the GMS announcement date, GMS invitation date, GMS implementation date, the
date when the GMS summary will be announced.
Laporan keuangan tahunan terpisah (5 tahun terakhir).
4.
Separated Annual Reports (for 5 current years).
Profil Dewan Komisaris dan Direksi.
5.
Profiles of the Board of Commissioners and Board of Directors.
Piagam/Charter Dewan Komisaris, Direksi, Komite-Komite, dan Unit Audit Internal.
6. Charter of Commissioners Charter, Board of Directors Charter, Charters of the Committees,
and Internal Audit Charter.
264 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Secara lebih spesifik, informasi dalam kanal yang tersedia di More specifically, the information available in the channels on
situs Perseroan adalah sebagai berikut: the Company’s website is as follows:
Tentang Kami Pengadaan
About Us Procurement
• Profil Perusahaan • Pengadaan
Company Profile Procurement
• Bisnis Jasa Marga • Pengumuman Paket Pengadaan
Jasa Marga Business Procurement Package
• Tata Kelola Announcement
Corporate Governance • Daftar Rekanan Jasa Marga
• Keberlanjutan List of Jasa Marga Partners
Sustainability • PADI UMKM
• Sistem Manajemen Mutu, K3, • TKDN
dan Lingkungan
Quality, Occupational Safety
& Health and Environment
Management System
Media & Informasi
Media & Information
Kontak Kami
• Media
Contact Us
• Miles
• Keterbukaan Informasi Publik
• Kantor Pusat
Public Information Disclosure
Head Office
• Program Lainnya
• PT Jasamarga Transjawa Tol
Other Program
• Regional Metropolitan
• Regional Nusantara
• Anak Usaha Bidang
Pengoperasian Jalan Tol
Toll Road Operation Subsidiaries
• Anak Usaha Bidang Prospektif
Prospective Field Subsidiaries
• Kantor Asosiasi
Association Office
Jalan Tol
Toll Road
• Jalan Tol Jasa Marga
Jasa Marga Toll Road
Hubungan Investor
Investor Relation
• IR Home
• Info Perseroan
Corporate Info
Karir • Info Finansial
Financial Info
Career
• Keterbukaan
Disclosures
• Karir • Info Saham/Obligasi
Career Stock/Bond Info
• Permintaan Info
Information Request
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 265
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
04
Analisis dan
Pembahasan
Manajemen
Management Discussion
and Analysis
Tinjauan Umum Realisasi Penggunaan Dana Hasil
268
General Overview Penawaran Umum
357
Tinjauan Operasi per Segmen Usaha Realization of Use of Public Offering
275 Proceeds
Operations Review per Business Segment
Tinjauan Keuangan Informasi Material mengenai Investasi,
307 Ekspansi, Divestasi, Penggabungan/
Financial Overview
Peleburan Usaha, Akuisisi, Restrukturisasi
Kemampuan Membayar Utang dan Utang dan Modal, Transaksi Material, dan
Tingkat Kolektibilitas Piutang Transaksi Afiliasi
342
Ability to Pay Debt and Collectibility in 359 Material Information Regarding
Receivables Investment, Expansion, Divestment,
Struktur Modal Business Merger/Consolidation,
344 Acquisition, Debt and Capital
Capital Structure
Restructuring, Material Transactions, and
Ikatan Material Investasi Barang Modal Affiliated Transactions
346
Capital Investment Material Commitment
Informasi Transaksi dengan Pihak
Investasi Barang Modal Berelasi atau Benturan Kepentingan
346
Capital Expenditure 362 Information on Material Transactions
Pencapaian Target 2024 dan Target 2025 Containing Conflicts of Interest and/or
347 Achievement of the 2024 Targets and Transactions with Affiliated Parties
2025 Targets Kepatuhan Pembayaran Pajak
368
Informasi dan Fakta Material setelah Tax Payment Compliance
Tanggal Laporan Akuntan Perubahan Peraturan Perundang-
349
Subsequent Material Information and undangan terhadap Perusahaan pada
Facts after the Accountant’s Report Date 369 Tahun Buku Terakhir
Prospek Usaha Changes to the Laws and Regulations on
350
Business Prospect the Company in the Last Financial Year
Aspek Pemasaran Perubahan Kebijakan Akuntansi yang
351
Marketing Aspect Diterapkan Perseroan pada Tahun Buku
Kebijakan dan Pembayaran Dividen 372 Terakhir
354 Changes in Accounting Policies Applied
Dividend Policy and Payment
by the Company in Current Fiscal Year
Program Kepemilikan Saham oleh
Karyawan dan Manajemen (ESOP/MSOP) Informasi Kelangsungan Usaha
374
355 Program of Share Ownership by Information on Business Continuity
Employees and Management (ESOP/ Tingkat Kesehatan Perusahaan
375
MSOP) Company Soundness Level
Program Employee Stock Allocation (ESA) Komitmen dan Kontingensi
356 375
Employee Stock Allocation (ESA) Program Commitments and Contingencies
Dengan komitmen penerapan inovasi dan pemilihan investasi
yang selektif secara berkelanjutan, Perseroan berupaya untuk
memberikan kontribusi dalam pengembangan infrastruktur untuk
meningkatkan konektivitas dan mobilitas masyarakat yang dapat
mendorong pertumbuhan ekonomi nasional.
With a commitment to the continuous implementation of innovation and selective investment
choices, the Company strives to contribute to infrastructure development aimed at enhancing
connectivity and mobility for the public, which can drive national economic growth.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tinjauan Umum
General Overview
Pada tahun 2024, pertumbuhan ekonomi global diperkirakan 2024 global economic growth is projected to reach
mencapai sekitar 3,2%, sedikit meningkat dibandingkan approximately 3.2%, slightly higher than the 3.0% recorded
dengan 3,0% pada tahun 2023. Negara-negara maju in 2023. Advanced economies are gradually recovering, with
menunjukkan pemulihan bertahap, dengan AS diperkirakan the U.S. expected to grow by 1.6% and the Eurozone by
tumbuh 1,6% dan zona Euro 0,9%. Di sisi lain, negara-negara 0.9%. On the other hand, developing countries, particularly in
berkembang, terutama di Asia, tetap menjadi pendorong Asia, remain the fundamental catalysts of growth, with China
utama pertumbuhan, dengan Tiongkok diproyeksikan projected to grow by 4.5% and India by 6.5%. Global inflation,
tumbuh 4,5% dan India 6,5%. Inflasi global, meskipun mulai although beginning to show signs of decline, remains above
menunjukkan tanda-tanda penurunan, masih berada di atas normal levels. The average global inflation rate is expected to
tingkat normal. Rata-rata inflasi global diperkirakan mencapai reach 2.8% in 2024, compared to 6.4% in 2023.
2,8% pada tahun 2024, dibandingkan dengan 6,4% pada
tahun 2023.
Perekonomian Indonesia menunjukkan ketahanan yang baik Indonesia’s economy has demonstrated strong resilience
di tengah tantangan global. Proyeksi pertumbuhan ekonomi amid global challenges. Economic growth in Indonesia is
Indonesia pada tahun 2024 diperkirakan mencapai 5%, projected to reach 5%, compared to 5.0% in 2023. Household
dibandingkan dengan 5,0% pada tahun 2023. Konsumsi consumption, which accounts for approximately 53.1% of
rumah tangga, yang menyumbang sekitar 53,1% dari GDP, remains the primary driver of growth. Purchasing power
Pendapatan Domestik Bruto (PDB), tetap menjadi pendorong has improved due to stable food prices and government social
utama pertumbuhan. Daya beli masyarakat meningkat assistance programs. In The 2024, consumption is expected to
berkat stabilitas harga pangan dan program bantuan sosial grow by around 7.3% year-on-year.
pemerintah. Pada tahun 2024, konsumsi diperkirakan tumbuh
sekitar 7,3% dibandingkan tahun sebelumnya.
Investasi mengalami pertumbuhan signifikan, dengan Investment has experienced significant growth, with the
realisasi investasi pada tahun 2024 mencapai Rp1.650 triliun, realization of investments in 2024 reaching IDR 1,650 trillion,
meningkat Rp150 triliun dibandingkan periode yang sama an increase of IDR 150 trillion compared to the same period
tahun lalu. Sektor infrastruktur dan industri hijau menjadi last year. The infrastructure and green industry sectors are the
fokus utama, dengan pemerintah mengalokasikan Rp100 main focus, with the government allocating IDR 100 trillion
triliun untuk proyek infrastruktur. Pemerintah Indonesia terus for infrastructure projects. The Indonesian government
berupaya menciptakan lingkungan investasi yang kondusif continues to make efforts to create a conducive investment
melalui reformasi regulasi dan peningkatan infrastruktur. environment through regulatory reforms and infrastructure
Program transformasi digital dan dukungan untuk sektor improvements. The digital transformation program and
Usaha Mikro Kecil dan Menengah (UMKM) juga menjadi support for the Micro, Small, and Medium Enterprises (MSME)
prioritas dalam strategi pemulihan ekonomi. sector are also priorities in the economic recovery strategy.
Seiring dengan pertumbuhan ekonomi Indonesia, hingga In line with Indonesia’s economic growth, by 2024, the
tahun 2024, tingkat pengangguran di Indonesia diperkirakan unemployment rate in Indonesia is expected to reach 4.9%,
mencapai 4,9%, sedikit menurun dari 5,5% pada tahun a slight decrease from 5.5% in the previous year. This decline
sebelumnya. Penurunan ini didorong oleh pertumbuhan is driven by the growth of the industrial sector and increased
sektor industri dan investasi yang meningkat, terutama di investments, particularly in infrastructure and digitalization.
bidang infrastruktur dan digitalisasi.
Tinjauan Kinerja Jasa Marga dan Industri Performance Overview of Jasa Marga and
Jalan Tol Indonesia the Indonesian Toll Road Industry
Pemerintah Indonesia telah menempatkan pengembangan The Indonesian government has prioritized infrastructure
infrastruktur sebagai salah satu prioritas utama dalam upaya development as one of its main efforts to enhance inter-
meningkatkan konektivitas antar wilayah. Salah satu fokus regional connectivity. A key focus of this strategy is the
utama dalam strategi ini adalah pembangunan jaringan construction of toll road networks, which serve as vital links
jalan tol yang berfungsi sebagai penghubung vital antara between economic centers, industrial zones, and remote
pusat-pusat ekonomi, kawasan industri, dan daerah-daerah areas. This aligns with the national development goals
terpencil. Hal ini selaras dengan tujuan pembangunan outlined in the 2020-2024 RPJMN, where one of the Ministry
nasional yang tertuang dalam Rencana Pembangunan Jangka of Public Works and Housing’s (PUPR) primary infrastructure
Menengah Nasional (RPJMN) tahun 2020-2024, dengan salah targets in connectivity is the construction of 2,500 km of toll
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
satu target pembangunan infrastruktur utama Kementerian roads. The Ministry of PUPR, in collaboration with Toll Road
PUPR di bidang konektivitas yaitu terwujudnya 2.500 km Business Entities (BUJT), continues to advance the completion
pembangunan jalan tol. Kementerian PUPR bersama BUJT of toll road projects, targeting 11 new toll road segments
terus melanjutkan penyelesaian proyek-proyek jalan tol spanning approximately 356 km to be operational by the end
dengan target 11 ruas jalan tol baru sepanjang ±356 km untuk of 2024.
beroperasi hingga akhir 2024.
Pengembangan jalan tol diharapkan dapat menjadi motor The development of toll roads is expected to be a driving
penggerak ekonomi nasional. Dengan meningkatkan force for the national economy. By enhancing connectivity,
konektivitas, pemerintah berupaya untuk mengurangi waktu the government aims to reduce travel time and transportation
tempuh dan biaya transportasi sehingga memfasilitasi costs, thereby facilitating the distribution of goods and
distribusi barang dan jasa. Hal ini akan mendorong services. This will stimulate economic growth across various
pertumbuhan ekonomi di berbagai sektor, termasuk sectors, including trade, industry, and tourism.
perdagangan, industri, dan pariwisata.
Salah satu proyek ambisius dalam pengembangan jalan tol One of the ambitious projects in toll road development is the
adalah Jalan Tol Trans-Sumatera, yang menghubungkan Aceh Trans-Sumatra Toll Road, which connects Aceh to Lampung
hingga Lampung dengan total panjang sekitar 2.000 km. with a total length of approximately 2,000 km. This project
Proyek ini bertujuan untuk meningkatkan aksesibilitas antar aims to improve accessibility between provinces on Sumatra
provinsi di Pulau Sumatera, serta mendukung pertumbuhan Island, as well as support local economic growth by creating
ekonomi lokal dengan membuka peluang baru bagi investasi new opportunities for investment and business development.
dan pengembangan bisnis. Hingga saat ini, sekitar 1.500 km To date, about 1,500 km of the planned total length has
dari total panjang yang direncanakan telah beroperasi. become operational.
Jalan tol tidak hanya menghubungkan kota-kota besar, tetapi Toll roads not only connect major cities but also provide
juga memberikan akses yang lebih baik ke daerah-daerah better access to remote areas. Toll road projects such as
terpencil. Proyek jalan tol seperti Cileunyi-Sumedang- Cileunyi-Sumedang-Dawuan (Cisumdawu) and Mojokerto-
Dawuan (Cisumdawu) dan Mojokerto-Kertosono dirancang Kertosono are designed to integrate rural areas with economic
untuk mengintegrasikan wilayah pedesaan dengan pusat- centers, enabling communities to easily access basic services,
pusat ekonomi, sehingga masyarakat dapat dengan mudah education, and healthcare.
mengakses layanan dasar, pendidikan, dan kesehatan.
Industri jalan tol di Indonesia menunjukkan kinerja yang The toll road industry in Indonesia has shown positive
positif di tahun 2024. Pertumbuhan lalu lintas kendaraan dan performance in 2024. Traffic growth and toll revenue have
pendapatan dari tol mengalami peningkatan yang signifikan, experienced significant increases, along with improvements
seiring dengan perbaikan infrastruktur dan peningkatan in infrastructure and enhanced interregional connectivity.
konektivitas antarwilayah. Kementerian PUPR menargetkan The Ministry of Public Works and Public Housing (PUPR) aims
penyelesaian sejumlah proyek jalan tol yang sudah dalam to complete several toll road projects that are already in the
tahap konstruksi. Beberapa proyek jalan tol baru telah mulai construction phase. Some new toll road projects, such as
beroperasi seperti jalan tol Semarang-Demak, Cileunyi- the Semarang-Demak, and Cileunyi-Sumedang-Dawuan and
Sumedang-Dawuan, dan Jogja-Solo Tahap I, sementara yang Jogja-Solo Phase I, toll road started operating, while others
lainnya masih dalam tahap pembangunan seperti jalan tol di are still under construction, such as the toll road in southern
selatan Jawa Tengah dan Trans-Sumatera. Central Java and Trans-Sumatra.
Perseroan masih menjadi pemimpin di industri jalan tol di The company remains the leader in the toll road industry in
Indonesia hingga tahun 2024 dengan pangsa pasar sebesar Indonesia through 2024, with a market share of 43%. There
43%. Tidak banyak perusahaan dengan status emiten yang are not many publicly listed companies operating in the toll
bermain di industri jalan tol. Dapat dibandingkan kinerja PT road industry. The performance of PT Jasa Marga (Persero)
Jasa Marga (Persero) Tbk (JSMR) dengan PT Waskita Karya Tbk (JSMR) can be compared to PT Waskita Karya (Persero)
(Persero) Tbk (WSKT) dan PT Citra Marga Nusaphala Persada Tbk (WSKT) and PT Citra Marga Nusaphala Persada Tbk (CMNP)
Tbk (CMNP) menggunakan total aset, laba bersih, dan Return using total assets, net profit, and Return on Equity (ROE).
on Equity (ROE).
Berdasarkan laporan keuangan periode 30 September 2024, Based on the financial report for the period ending September
total aset JSMR, WSKT, dan CMNP berturut-turut sebesar 30, 2024, the total assets of JSMR, WSKT, and CMNP are IDR
Rp151,8 triliun, Rp88,7 triliun, dan Rp23 triliun. Laba (rugi) 151.8 trillion, IDR 88.7 trillion, and IDR 23 trillion, respectively.
bersih tercatat sebesar laba in-house Rp3,9 triliun, -Rp3,0 The net profit (loss) recorded is as follows: in-house profit of
triliun, dan Rp869,7 miliar. Adapun ROE masing-masing 7,1%, IDR 3.9 trillion, a loss of IDR 3.0 trillion, and a profit of IDR
-37,1%, dan 6,3%. 869.7 billion. The Return on Equity (ROE) for each company is
7.1%, -37.1%, and 6.3%, respectively.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Strategi Jasa Marga Jasa Marga’s Strategy
Jasa Marga berorientasi menjaga keberlanjutan bisnisnya Jasa Marga is focused on maintaining the sustainability of its
dengan berupaya meningkatkan kinerja operasional dan business by striving to improve both operational and financial
keuangan sehingga dapat mencapai Visi dan Misi Perseroan performance to achieve the Company’s new Vision and
yang baru. Perseroan telah menetapkan tujuan strategis Mission. The Company has set strategic objectives outlined in
yang telah dicanangkan dan tertuang dalam Rencana Jangka the Company’s Long-Term Plan (RJPP) for the years of 2025-
Panjang Perusahaan (RJPP) Tahun 2025-2029, yakni: 2029:
1. Memaksimalkan teknologi sebagai enabler dalam 1. Maximizing technology as an enabler to provide
memberikan layanan infrastruktur jalan tol yang inovatif innovative toll road infrastructure services that meet the
serta sesuai dengan kebutuhan pengguna. needs of users.
2. Meningkatkan performa portfolio existing serta mulai 2. Improving the performance of the existing portfolio
menjajaki peluang ekspansi ke pasar yang lebih luas. and beginning to explore expansion opportunities into
broader markets.
3. Meningkatkan inovasi melalui kolaborasi dengan 3. Enhancing innovation through collaboration with
stakeholders pada ekosistem jalan tol sekaligus stakeholders in the toll road ecosystem while developing
pengembangan kapabilitas inti. core capabilities.
4. Memperluas implementasi solusi teknologi ETC di 4. Expanding the implementation of ETC (Electronic Toll
seluruh Indonesia melalui skema kerja sama dengan Collection) technology solutions throughout Indonesia
mitra strategis, pengembang teknologi, operator jalan through collaboration schemes with strategic partners,
tol lainnya, atau pelanggan. technology developers, other toll road operators, or
customers.
5. Menetapkan target dan menjalankan inisiatif 5. Setting targets and implementing sustainable initiatives
berkelanjutan yang berkontribusi pada target that contribute to the national decarbonization targets.
dekarbonisasi nasional.
Jasa Marga membagi strategi Perseroan ke dalam sembilan Jasa Marga divides the Company’s strategy into nine key
aspek utama. Kesembilan strategi tersebut disusun aspects. These nine strategies are developed based on
berdasarkan arah gerak Perseroan selama lima tahun ke depan, the Company’s direction for the next five years, which
yang akan didukung dengan sejumlah inisiatif strategis yang will be supported by a series of strategic initiatives to be
akan diimplementasikan selama periode RJPP 2025-2029. implemented during the 2025-2029 RJPP period.
Tiga strategi utama merupakan strategi yang berkaitan Three main strategies are directly related to the Company’s
langsung dengan aspek usaha perusahaan, seperti Bisnis business aspects, such as the Concession Business, Toll Road
Konsesi, Bisnis Pendukung Jalan Tol, dan Bisnis Prospektif. Supporting Business, and Prospective Business. The remaining
Enam aspek lainnya merupakan aspek pendukung untuk six aspects are supporting areas designed to ensure efficient
memastikan operasi yang efisien. operations.
1. Strategi Bisnis 1. Business Strategy
a. Bisnis Konsesi a. Bisnis Konsesi
Optimalisasi kinerja portofolio konsesi jalan Optimization of toll road concession portfolio
tol melalui standarisasi biaya pengoperasian performance through the standardization of
dan preservasi dan recyling aset yang under operation and maintenance costs and the recycling
performance. of underperforming assets.
b. Bisnis Pendukung Jalan Tol b. Toll Road Supporting Business
Ekspansi pasar melalui pemanfaatan Unique Selling Expand the market by leveraging the Unique Selling
Point dari Service Provider Pengoperasian dan Point of the Service Provider for Operation &
Preservasi. Maintenance.
c. Bisnis Prospektif c. Prospective Business
Meningkatkan utilisasi aset non-tol untuk Increase the utilization of non-toll assets to boost
peningkatan pendapatan non-tol dan brand image non-toll revenue and enhance Jasa Marga’s brand
Jasa Marga. image.
2. Strategi Fungsional 2. Functional Strategy
a. Inovasi & Customer Experience a. Innovation & Customer Experience
Mengembangkan dan mengkomersialisasi produk Develop and commercialize customer-centric
serta layanan yang customer centric melalui products and services through innovation
manajemen inovasi dan kolaborasi. management and collaboration.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
b. Pengembangan Bisnis b. Business Development
Transisi ke model bisnis investasi brownfield dan Transition to a brownfield investment business
mengeksplor ekspansi ke pasar internasional. model and explore expansion into international
markets.
c. Teknologi c. Technology
Pengembangan kapasitas dan infrastruktur Develop technology capacity and infrastructure to
teknologi untuk mendukung pengambilan support data-driven decision-making.
keputusan berbasis data (data-driven).
d. Finansial d. Finance
Efisiensi biaya keuangan melalui pendanaan Achieve financial cost efficiency through alternative
alternatif dan meningkatkan pengelolaan portofolio financing and improve portfolio management
perusahaan melalui integrated asset management. through integrated asset management.
e. Organisasi dan Sumber Daya Manusia (SDM) e. Organization and Human Resources (HR)
Restrukturisasi organisasi, upskilling, dan Restructure the organization, enhance skills,
pembentukan layanan bersama untuk mendukung and establish shared services to support the
tercapainya rencana bisnis Perseroan. achievement of the Company’s business plan.
f. Environmental, Social, and Governance (ESG) f. Environmental, Social, and Governance (ESG)
Meningkatkan adopsi usecase green initiative pada Increase the adoption of green initiative use cases
kegiatan operasional utama dan membuka peluang in key operational activities and open opportunities
untuk menerbitkan pendanaan hijau. for issuing green funding.
Dalam menjalankan bisnisnya, Perseroan menerapkan 4 In conducting its business, the Company implements 4 (four)
(empat) kebijakan sebagai berikut: policies:
1. Pengembangan Usaha 1. Business Development
a. Kebijakan Utama a. Main Policy
Kebijakan ini diterapkan pada lini bisnis konsesi This policy is applied to the toll road concession
jalan tol dan lini bisnis lainnya yang relevan. business line and other relevant business lines.
Ketentuan-ketentuan dalam kebijakan utama untuk The provisions in the main policy for business
melakukan pengembangan usaha adalah sebagai development are as follows:
berikut:
i. Menyelesaikan ruas-ruas dalam tahapan i. Complete the toll road sections under
konstruksi dengan selalu menjaga tingkat construction while maintaining feasibility
kelayakan sesuai dengan perjanjian levels by the toll road concession agreement;
pengusahaan jalan tol;
ii. Menambah kepemilikan jalan tol dengan ii. Increase toll road ownership with the best
skema investasi terbaik berdasarkan kapasitas investment schemes based on the Company’s
keuangan Perseroan pada ruas yang telah financial capacity for sections that are already
beroperasi dan/atau mengutamakan ruas jalan operational and/or prioritize potential toll
tol potensial yang memiliki koneksi dengan road sections with connections to existing toll
jalan tol yang telah ada; roads;
iii. Mendorong peningkatan nilai pada ruas tol iii. Encourage the increase of value on operational
operasional; dan toll road sections; and
iv. Melakukan studi kelayakan ruas jalan tol iv. Conduct feasibility studies on potential toll
potensial dan bisnis lainnya yang berpotensi road sections and other business opportunities
dalam rangka mengembangkan pasar dan that can develop the market and improve the
meningkatkan kinerja Perseroan. Company’s performance.
b. Kebijakan Prospektif b. Prospective Policy
Kebijakan ini diterapkan pada lini bisnis prospektif, This policy is applied to the prospective business
yaitu PT Jasamarga Related Business (JMRB). JMRB line, PT Jasamarga Related Business (JMRB). JMRB
melakukan pengembangan kawasan dalam rangka develops areas to support the Company’s toll road
mendukung bisnis jalan tol Perseroan dengan business, considering the following aspects:
memperhatikan hal-hal sebagai berikut:
i. Pengembangan Tempat Istirahat dan i. Development of Rest Areas and Services (TIP)
Pelayanan (TIP) atau rest area di sepanjang along the toll road, including the concept
jalan tol, termasuk konsep pemisahan fungsi of separating the rest area function from
rest area dari service area untuk menciptakan the service area to create added value and
nilai tambah dan peningkatan non-core increase non-core revenue;
revenue;
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
ii. Mengembangkan layanan dan produk baru ii. Development of new services and products
yang memanfaatkan infrastruktur dan that utilize new infrastructure and technology
teknologi baru yang tersedia di sepanjang available along the toll road corridors,
koridor jalan tol, termasuk peningkatan including enhancing retail and entertainment
layanan ritel dan hiburan pada rest area; services at rest areas;
iii. Pengembangan rest area ramah lingkungan iii. Development of environmentally friendly rest
melalui penggunaan energi terbarukan, daur areas through the use of renewable energy,
ulang sampah dan air limbah; waste recycling, and wastewater management;
iv. Pengembangan bisnis prospektif dapat iv. Development of prospective businesses can be
dilakukan sendiri maupun bermitra dengan conducted independently or in partnership with
pemangku kepentingan lainnya yang other experienced stakeholders, particularly
berpengalaman, khususnya melalui sinergi through synergies with State-Owned
BUMN dan atau anak perusahaannya; Enterprises (SOEs) and/or their subsidiaries;
v. Proporsi pendanaan masing-masing proyek v. Funding proportion for each project should be
diupayakan dengan skema terbaik; pursued with the best scheme;
vi. Melakukan asset recycling; vi. Asset recycling;
vii. Dalam jangka pendek, JMRB harus dapat vii. In the short term, JMRB must be able to acquire
melakukan pembelian lahan untuk land value land for land value creation along the toll road
creation sepanjang koridor jalan tol; corridors;
viii. Dalam jangka menengah dan panjang, JMRB viii. In the medium and long term, JMRB is expected
diharapkan dapat melakukan pengembangan to develop Transit Corridor Development (TCD)
Transit Corridor Development (TCD) yang that synergizes with toll road development.
bersinergi dengan pengembangan jalan tol.
2. Operasional 2. Operations
a. Peningkatan kualitas jalan tol melalui inovasi a. Improvement of Toll Road Quality through
teknologi dalam operasi dan preservasi; technology innovations in operations and
preservation.
b. Meningkatkan efisiensi operasi melalui b. Increase operational efficiency through the use of
penggunaan teknologi, termasuk menggunakan technology, including utilizing intelligent traffic
sistem manajemen lalu lintas yang cerdas (artificial management systems (artificial intelligence)
intelligence) untuk mengurangi kemacetan, to reduce congestion, using Internet of Things
menggunakan sensor Internet of Things (IoT) untuk (IoT) sensors to monitor road conditions and
memantau kondisi jalan dan infrastruktur, dan infrastructure, and using data analytics to enhance
menggunakan data analitik untuk meningkatkan decision-making processes.
proses pengambilan keputusan;
c. Mempromosikan keberlanjutan dengan c. Promote sustainability by developing more
mengembangkan solusi yang lebih ramah environmentally friendly solutions for toll road
lingkungan untuk operasi jalan tol, termasuk operations, including using electric vehicles and
menggunakan kendaraan bertenaga listrik dan renewable energy, reducing greenhouse gas
energi terbarukan, mengurangi emisi gas rumah emissions, and promoting sustainable practices
kaca, dan mempromosikan praktik berkelanjutan di among toll road users.
antara pengguna jalan tol;
d. Memenuhi Standar Pelayanan Minimal (SPM); d. Meet Minimum Service Standards (MSS);
e. Modernisasi sistem dan teknologi operasi untuk e. Modernize operational systems and technology to
meningkatkan kualitas layanan dan pengendalian improve service quality and cashless transaction
transaksi berbasis cashless transaction serta control, while encouraging the implementation of
mendorong implementasi transaksi nirhenti seamless and touchless transactions with the best
dan nirsentuh dengan skema yang terbaik bagi scheme for both the Company and toll road users;
Perseroan maupun pengguna jalan tol;
f. Menggunakan green technology atau energi f. Use green technology or renewable energy and
terbarukan dan green construction; green construction;
g. Melaksanakan rekonstruksi jalan tol secara g. Implement gradual toll road reconstruction
bertahap (staging); (staging);
h. Menerapkan kontrol overloading dan menggunakan h. Implement overloading control and use pavement
teknologi pavement management system; management system technology;
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
i. Mengimplementasikan rekayasa teknik bidang i. Implement engineering solutions in roads, bridges,
jalan, jembatan dan sarana teknologi operasi yang and operational technology to support toll road
dapat mendukung pengembangan bisnis jalan tol business development and enhance cost efficiency;
dan berdampak pada efisiensi biaya;
j. PT Jasamarga Tollroad Operator (JMTO) j. PT Jasamarga Tollroad Operator (JMTO) operates
mengoperasikan ruas jalan tol yang dimiliki Jasa toll road sections owned by the Jasa Marga Group
Marga Grup dan aktif mencari peluang usaha secara and actively seeks external business opportunities
eksternal dengan margin optimum; with optimum margins;
k. PT Jasamarga Tollroad Maintenance (JMTM) k. PT Jasamarga Tollroad Maintenance (JMTM)
melakukan preservasi ruas jalan tol yang dimiliki preserves toll road sections owned by the Jasa
oleh Jasa Marga Grup dan selalu meningkatkan Marga Group and continuously improves the quality
kualitas layanan preservasi jalan tol; of toll road preservation services;
l. Memperhatikan unsur Peningkatan Penggunaan l. Consider the elements of Domestic Product Usage
Produksi Dalam Negri (P3DN) dalam kegiatan Improvement (P3DN) in the Company’s operational
operasional Perseroan. activities.
3. Keuangan 3. Finance
a. Mengembangkan bisnis dilakukan dengan a. Business development is carried out with attention
memperhatikan stabilitas finansial jangka panjang to long-term financial stability, as reflected by a
yang tercermin oleh Interest Coverage Ratio (ICR) minimum Interest Coverage Ratio (ICR) of 1.1, a
minimum 1,1; Debt to Equity Ratio (DER) maksimal maximum Debt to Equity Ratio (DER) of 5, and the
5; dan pemeringkatan hutang Perseroan serta company’s debt rating, while maintaining other
menjaga rasio-rasio keuangan lainnya; financial ratios;
b. Investasi peningkatan kapasitas operasional dan b. Operational capacity and service quality
kualitas layanan operasional dilakukan dengan improvement investments are funded using the
menggunakan dana internal Perseroan; Company’s internal funds;
c. Investasi pengembangan bisnis, peningkatan c. Investments in business development, operational
kapasitas operasional dan peningkatan kualitas capacity enhancement, and service quality
layanan operasional memperhatikan rasio finansial; improvement should consider financial ratios;
d. Menerapkan perhitungan amortisasi jalan tol d. Apply amortization calculation for toll roads based
berbasis unit of usage; on units of usage;
e. Mengembangkan bisnis, meningkatkan kapasitas e. Develop business, increase operational capacity,
operasional dan meningkatkan kualitas layanan and improve service quality while considering
operasional dengan memperhatikan rasio finansial financial ratios (Return on Equity/ROE, net profit
(Return on Equity/ROE, pertumbuhan laba bersih, growth, and others).
dan lainnya).
4. Organisasi dan Sumber Daya Manusia 4. Organization and Human Resources
a. Memperbaiki proses bisnis, menata organisasi, a. Improve business processes, organize the structure,
dan sistem manajemen human capital berbasis and manage the human capital system based on
Information and Communications Technology (ICT) Information and Communications Technology (ICT),
mengacu kepada best practice perusahaan kelas referring to world-class company best practices;
dunia;
b. Memperbaiki proses bisnis, menata organisasi, b. Improving business processes, organizing the
dan menyusun manpower planning yang selalu structure, and developing a manpower planning
update dengan kebutuhan pengembangan bisnis system that is consistently updated to meet the
Perseroan; company’s business development needs;
c. Melakukan rekrutmen atas kebutuhan kader c. Conducting recruitment for leadership candidates,
pemimpin, yang dilakukan dengan sumber eksternal which is done through external and internal
dan internal serta professional hire, sesuai dengan sources as well as professional hires, in accordance
manpower planning dengan memperhatikan rasio with the manpower planning, while considering a
jumlah karyawan yang wajar dan dampak finansial reasonable employee-to-ratio and the long-term
jangka panjang; financial impact;
d. Mengembangkan human capital development plan d. Developing an integrated human capital
yang terintegrasi untuk penyiapan kader pemimpin development plan for preparing future leadership
Perseroan masa depan dengan personal quality candidates of the company with global personal
global; qualities;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 273
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
e. Mengembangkan human capital untuk membentuk e. Developing human capital to shape leaders who are
kader pemimpin yang berkarakter dan bertalenta; characterized and talented;
f. Mengembangkan inisiatif tentang peningkatan f. Develop initiatives for improving human resource
kompetensi sumber daya manusia (SDM) yang competencies that are necessary to enhance
diperlukan untuk meningkatkan kompetensi kunci key skills required for the Company’s future
yang diperlukan dalam rangka pengembangan development.
Perseroan ke depannya.
5. Teknologi 5. Technology
a. Menekankan pada percepatan transformasi a. Emphasize the acceleration of digital transformation
digital untuk meningkatkan kinerja bisnis dengan to improve business performance, focusing
fokus pada perkuatan infrastruktur Teknologi on strengthening Information Technology (IT)
Informasi (TI), percepatan adopsi teknologi melalui infrastructure, accelerating technology adoption
penggunaan teknologi yang lebih luas dalam proses through wider use of technology in the Company’s
bisnis Perseroan dan meningkatkan talenta digital; business processes, and enhancing digital talent;
b. Modernisasi TI harus berdampak pada efisiensi b. IT modernization must result in work process
proses kerja dan efisiensi biaya bagi Perseroan; efficiency and cost efficiency for the Company;
c. Pengembangan TI Perseroan mengacu pada c. The Company’s IT development follows the
masterplan TI yang sudah disesuaikan; adjusted IT Master Plan;
d. Mengintegrasikan back office system dengan d. Integrate back-office systems with toll road
operasional jalan tol; operations;
e. Pengadaan TI terpusat; e. Centralized IT procurement;
f. Standarisasi spesifikasi TI; f. Standardize IT specifications;
g. Implementasi TI mengacu kepada KPTS Kebijakan g. IT implementation based on the IT Governance and
Tata Kelola TI dan Data yang berlaku di Jasa Marga. Data Governance Policy (KPTS) applicable at Jasa
Marga.
Simpang Susun Teluk Mengkudu, Jalan Tol Medan-Kualanamu-Tebing Tinggi
Teluk Mengkudu Interchange, Medan-Kualanamu-Tebing Tinggi Toll Road
274 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tinjauan Operasi per Segmen Usaha
Operations Review per Business Segment
Sesuai dengan Pasal 3 Anggaran Dasar Perseroan, maksud Pursuant to Article 3 of the Company’s Articles of Association,
dan tujuan usaha Perseroan adalah turut serta melaksanakan the purpose and objectives of the Company are to participate
dan menunjang kebijaksanaan dan program Pemerintah di in and support the Government’s policies and programs in
bidang ekonomi dan pembangunan nasional pada umumnya, the sectors of economy and national development in general,
khususnya pembangunan di bidang pengusahaan jalan tol particularly in the development of toll road operations and
dengan sarana penunjangnya dengan menerapkan prinsip- its supporting facilities, while applying the principles of a
prinsip Perseroan Terbatas. Limited Liability Company.
Untuk mencapai maksud dan tujuan tersebut, Perseroan To achieve these objectives and purposes, the Company
melaksanakan kegiatan usaha sebagai berikut: conducts the following business activities:
1. Melakukan perencanaan teknis, pelaksanaan konstruksi, 1. Conduct technical planning, construction implementation,
pengoperasian dan/atau preservasi jalan tol. operation, and/or preservation of toll roads;
2. Mengusahakan lahan di ruang milik jalan tol (Rumijatol) 2. Utilize land in the toll road right of way (Rumija Toll)
dan lahan yang berbatasan dengan Rumijatol untuk and land adjacent to the Rumija Toll for rest areas and
tempat istirahat dan pelayanan, berikut dengan fasilitas- services, along with other facilities and businesses;
fasilitas dan usaha lainnya.
3. Melakukan kegiatan pengembangan kawasan yang 3. Conduct area development activities integrated with the
terintegrasi dengan pengembangan jaringan jalan tol. toll road network development;
4. Melakukan kegiatan di bidang jasa layanan 4. Provide services in the sectors of toll road operation and
pengoperasian dan preservasi jalan tol. preservation;
5. Aktivitas jalan tol, mencakup pelayanan lalu lintas 5. Toll road activities, including vehicle traffic services
kendaraan melalui jalan atau jembatan tol. through toll roads or toll bridges;
6. Melakukan investasi termasuk penyertaan modal pada 6. Make investments, including capital participation
perusahaan lainnya sejalan dengan dan untuk mencapai in other companies, in line with and to achieve the
maksud dan tujuan Perseroan. Company’s objectives and purposes.
Jasa Marga berinvestasi secara selektif dengan Jasa Marga invests selectively by considering the optimization
mempertimbangkan optimalisasi portofolio bisnisnya of its business portfolio, with the expectation that the
sehingga diharapkan pengembangan bisnis pada lini bisnis development of business lines in toll road concessions, toll
konsesi jalan tol, lini bisnis pendukung jalan tol, dan lini bisnis road supporting businesses, and prospective businesses will
prospektif dapat memberikan nilai tambah bagi Perseroan add value to the Company in both commercial and operational
dari aspek komersial dan operasional serta memberikan aspects, while also providing positive contributions to all
kontribusi positif bagi seluruh pemangku kepentingan dalam stakeholders in the long term.
jangka panjang.
Segmen Usaha Jalan Tol Toll Road Business Segment
Berdasarkan Anggaran Dasar Perseroan, Jasa Marga Under the Company’s Articles of Association, Jasa Marga
menjalankan bisnis di bidang jalan tol. Pada segmen usaha ini, operates in the toll road sector. In this business segment,
Perseroan mengelola konsesi yang diperoleh dari Pemerintah the Company manages concessions obtained from the
dari hulu ke hilir, yaitu dari mulai mendapatkan konsesi, Government, from start to finish, including acquiring the
melakukan konstruksi, hingga mengoperasikan jalan tol. concessions, and constructing, and operating the toll roads.
Hingga akhir tahun 2024, Perseroan telah memiliki 1.736 km By the end of 2024, the Company will have 1,736 km of toll
konsesi jalan tol, baik dalam tahap operasi, operasi sebagian road concessions, including those in operation, partially
maupun dalam tahap konstruksi. Seluruh konsesi jalan tol operational, and under construction. All of these toll road
ini dikelola oleh entitas induk, entitas anak, dan ventura concessions are managed by the parent company, subsidiaries,
bersama. Lebih lanjut rincian dari masing-masing konsesi and joint ventures. Further details of each of the Company’s
jalan tol Perseroan adalah sebagai berikut: toll road concessions are as follows:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 275
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Entitas Induk
Parent Company
Ruas Jagorawi
Jagorawi Toll Road
Ruas
Jakarta-Bogor-Ciawi (Jagorawi)
Toll Road
Panjang Jalan
59 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1978
Year of Operations
Jumlah Gardu
148
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,57 (A) - 0,57 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
Ruas Jakarta-Tangerang-Cengkareng
Jakarta-Tangerang-Cengkareng Toll Road
Ruas
Prof. Dr. Ir. Sedyatmo, Cawang-Tomang-Pluit, Jakarta-Tangerang
Toll Road
Panjang Jalan Prof. Dr. Ir. Sedyatmo (14,30 km); Cawang-Tomang-Pluit (23,55 km);
Road Length Jakarta-Tangerang (33 km)
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1984 (Jakarta-Tangerang) , 1985 (Prof. Dr. Ir. Sedyatmo) dan/ and 1987 (Cawang-Tomang-Pluit)
Year of Operations
Jumlah Gardu
240
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata 0,80 (A) dan 0,89 (B) (Prof. Dr. Ir. Sedyatmo & Cawang-Tomang-Pluit) dan/ and
Volume Capacity (V/C) Average Ratio 0,91 (A) - 0,92(B) (Jakarta-Tangerang)
Sistem Pengoperasian Terbuka
Operating System Open
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 and Ulujami-Bintaro Viaduct-Pondok Aren Toll Roads
Ruas
JORR Seksi E1, E2, E3, W2S dan Ulujami-Bintaro Viaduct-Pondok Aren
Toll Road
Panjang Jalan JORR Seksi E1, E2, E3, W2S (31,4 km) dan/ and Ulujami-Bintaro Viaduct-Pondok Aren
Road Length (5,6 km)
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1991 (JORR Seksi E1, E2, E3, W2S) dan/ and 2001 (Ulujami-Bintaro Viaduct-Pondok Aren)
Year of Operations
Jumlah Gardu
114
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata 0,60 (A) - 0,54 (B) (JORR E1-E3) dan/ and
Volume Capacity (V/C) Average Ratio 0,43(A) - 0,46 (B) (JORR W2S & Ulujami-Bintaro Viaduct-Pondok Aren)
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Ruas Purbaleunyi
Purbaleunyi Toll Road
Ruas Cikampek-Padalarang (Cipularang) dan/ and Padalarang-Cileunyi
Toll Road (Padaleunyi)
Panjang Jalan
Cikampek-Padalarang (58,50 km) dan/and Padalarang-Cileunyi (64,40 km)
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
2003 (Cikampek-Padalarang) dan/and 1990 (Padalarang-Cileunyi)
Year of Operations
Jumlah Gardu
153
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,73 (A) - 0,74 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
Ruas Belmera
Belmera Toll Road
Ruas
Belawan-Medan-Tanjung Morawa (Belmera)
Toll Road
Panjang Jalan
42,70 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1986
Year of Operations
Jumlah Gardu
66
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,43 (A) - 0,43 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Sumatera Utara
Toll Road Location North Sumatera
Entitas Anak
Subsidiaries
PT Marga Trans Nusantara (MTN)
Ruas
Kunciran-Serpong
Toll Road
Panjang Jalan
11,1 km
Road Length
Konsesi sampai dengan Tahun
2052
Concession Maturity Year
Tahun Beroperasi
2019
Year of Operations
Jumlah Gardu
46
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,51 (A) - 0,51 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol
Banten
Toll Road Location
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 277
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT Marga Sarana Jabar (MSJ)
Ruas
Bogor Outer Ring Road
Toll Road
Panjang Jalan
11,3 km
Road Length
Konsesi sampai dengan Tahun
2059
Concession Maturity Year
Tahun Beroperasi Beroperasi sebagian sejak 2009
Year of Operations Partially operated since 2009
Jumlah Gardu
19
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,38 (A) - 0,36 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
PT Cinere Serpong Jaya (CSJ)
Ruas
Serpong-Cinere
Toll Road
Panjang Jalan
10,14 km
Road Length
Konsesi sampai dengan Tahun
2052
Concession Maturity Year
Tahun Beroperasi
2023
Year of Operations
Jumlah Gardu
25
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,33 (A) - 0,31 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol
Banten
Toll Road Location
PT Jasamarga Kunciran Cengkareng (JKC)
Ruas
Cengkareng-Batuceper-Kunciran
Toll Road
Panjang Jalan
14,2 km
Road Length
Konsesi sampai dengan Tahun
2052
Concession Maturity Year
Tahun Beroperasi
2021
Year of Operations
Jumlah Gardu
41
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,30 (A) - 0,30 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol
Banten
Toll Road Location
278 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 279
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Kualanamu Tol (JMKT)
Ruas
Medan-Kualanamu-Tebing Tinggi
Toll Road
Panjang Jalan
61,7 km
Road Length
Konsesi sampai dengan Tahun
2056
Concession Maturity Year
Tahun Beroperasi
2017
Year of Operations
Jumlah Gardu
37
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,17 (A) - 0,17 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Sumatera Utara
Toll Road Location North Sumatera
PT Jasamarga Bali Tol (JBT)
Ruas
Toll Road
Nusa Dua-Tanjung Benoa
Panjang Jalan
9,7 km
Road Length
Konsesi sampai dengan Tahun
2057
Concession Maturity Year
Tahun Beroperasi
2013
Year of Operations
Jumlah Gardu
22
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,24 (A) - 0,24 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Bali
Toll Road Location
PT Jasamarga Balikpapan Samarinda (JBS)
Ruas
Toll Road
Balikpapan-Samarinda
Panjang Jalan
97,3 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi
2019
Year of Operations
Jumlah Gardu
26
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,06 (A) - 0,06 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Kalimantan Timur
Toll Road Location East Kalimantan
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 279
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT Jasamarga Manado Bitung (JMB)
Ruas
Toll Road
Manado-Bitung
Panjang Jalan
39,8 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi
2020
Year of Operations
Jumlah Gardu
24
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,04 (A) - 0,05 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Sulawesi Utara
Toll Road Location North Sulawesi
PT Jasamarga Japek Selatan (JJS)
Ruas
Toll Road
Jatiasih-Sadang
Panjang Jalan
64 km
Road Length
Konsesi sampai dengan Tahun
2054
Concession Maturity Year
Tahun Beroperasi Belum beroperasi
Year of Operations Not operational yet
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
Tabel Kemajuan Jalan Tol Jakarta-Cikampek II Sisi Selatan
Table of Jakarta-Cikampek II South Side Toll Road Progress
Pengadaan Tanah % Konstruksi
Ruas Panjang (km) Land Procurement Construction (%)
Toll Road Length (km)
2024 2023 2024 2023
Seksi 1
Jatiasih-Setu 9,7 8,44 4,16 0,00 0,00
Section 1
Seksi 2A
Setu-Sukaragam 9,65 82,28 75,02 50,86 8,36
Section 2A
Seksi 2B
Sukaragam-Sukabungah 15,6 95,92 95,40 48,97 12,15
Section 2B
Seksi 3
Sukabungah-Sadang 29,05 98,03 97,65 89,01 86,08
Section 3
PT Jasamarga Probolinggo-Banyuwangi (JPB)
Ruas
Probolinggo-Banyuwangi
Toll Road
Panjang Jalan
172,9 km
Road Length
Konsesi sampai dengan Tahun
2073
Concession Maturity Year
Tahun Beroperasi Belum beroperasi
Year of Operations Not operational yet
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
280 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 281
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Kemajuan Jalan Tol Probolinggo-Banyuwangi
Table of Probolinggo-Banyuwangi Toll Road Progress
Pengadaan Tanah % Konstruksi
Ruas Panjang (km) Land Procurement Construction (%)
Toll Road Length (km)
2024 2023 2024 2023
Paket 1
Suko - Kraksaan 6,53 99,30 94,33 85,54 40,15
Section 1
Paket 2
Kraksaan - Paiton 15,75 99,58 96,30 72,35 25,77
Section 2
Paket 3.1
Paiton - Banyuglugur (Seksi 1) 99,96 97,34 11,02
Section 3.1
21,89 60,29
Paket 3.2
Banyuglugur - Besuki (Seksi 2) 98,92 96,12 0
Section 3.2
Paket 4
Besuki - Situbondo 43,48 0 0 0 0
Section 4
Paket 5
Situbondo - Asembagus 17,65 0 0 0 0
Section 5
Paket 6
Asembagus - Bajulmati 43,61 0 0 0 0
Section 6
Paket 7
Bajulmati - Ketapang 24,00 0 0 0 0
Section 7
PT Jasamarga Jogja Bawen (JJB)
Ruas
Yogyakarta-Bawen
Toll Road
Panjang Jalan
75,82 km
Road Length
Konsesi sampai dengan Tahun
2062
Concession Maturity Year
Tahun Beroperasi Belum beroperasi
Year of Operations Not operational yet
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
Tabel Kemajuan Jalan Tol Yogyakarta-Bawen
Table of Yogyakarta-Bawen Toll Road Progress
Pengadaan Tanah % Konstruksi
Ruas Panjang (km) Land Procurement Construction (%)
Toll Road Length (km)
2024 2023 2024 2023
Paket 1
Sleman - Banyurejo 8,25 96,04 80,41 75,40 50,75
Section 1
Paket 2
Banyurejo-Borobudur 15,26 91,92 83,48 0 0
Section 2
Paket 3
Borobudur-Magelang 8,08 58,86 15,93 0 0
Section 3
Paket 4
Magelang-Temanggung 16,46 5,67 0,66 0 0
Section 4
Seksi 5
Temanggung-Ambarawa 22,56 5,19 1,03 0 0
Section 5
Paket 6
Ambarawa-Bawen 5,21 95,51 64,48 50,90 2,65
Section 6
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 281
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT Jasamarga Akses Patimban (JAP)
Ruas
Akses Patimban
Toll Road
Panjang Jalan
37,05 km
Road Length
Konsesi sampai dengan Tahun 50 tahun sejak tanggal efektif
Concession Maturity Year 50 years from effective date
Tahun Beroperasi Belum beroperasi
Year of Operations Not operational yet
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
Tabel Kemajuan Jalan Tol Akses Patimban
Table of Patimban Access Toll Road Progress
Pengadaan Tanah % Konstruksi
Ruas Panjang (km) Land Procurement Construction (%)
Toll Road Length (km)
2024 2023 2024 2023
Paket 1
STA 00+000 - 07+100 (BUJT) 7,10 63,34 17,24 0 0
Section 1
Paket 2
STA 07+100 - 14+110 (BUJT) 7,01 84,21 68,90 0 0
Section 2
STA 14+110 - 21+800
Paket 1
(Viability Gap Funding Pemerintah/ 7,69 89,94 60,81 0 0
Section 1
Government)
STA 21+800 - 28+000
Paket 2
(Viability Gap Funding Pemerintah/ 6,20 91,78 69,19 0 0
Section 2
Government)
STA 28+000 - 33+500 a
Seksi 3
(Viability Gap Funding Pemerintah/ 5,50 81,20 23,06 0 0
Section 3
Government)
STA 33+500 - 37+050
Paket 4
(Viability Gap Funding Pemerintah/ 3,55 83,28 75,13 0 0
Section 4
Government)
PT Jasamarga Transjawa Tol PT Jasamarga Transjawa Tol
Setelah dilakukannya pemisahan (spin off) Regional After the spin-off of the Regional Transjawa Tollroad to
Transjawa Tollroad kepada PT Jasamarga Transjawa Tol (JTT) PT Jasamarga Transjawa Tol (JTT) on July 1, 2022, and the
pada 1 Juli 2022 dan buyback atas penyertaan Reksadana buyback of the Limited Participation Mutual Fund (RDPT)
Penyertaan Terbatas (RDPT) pada 5 Juli 2023, serta buyback on July 5, 2023, as well as the buyback of the Infrastructure
atas penyertaan Dana Investasi Infrastruktur (Dinfra) pada Investment Fund (Dinfra) in September 2024, PT Jasamarga
September 2024 maka PT Jasamarga Transjawa Tol (JTT) sebagai Transjawa Tol (JTT), as a subsidiary of the Company, now holds
entitas anak Perseroan memiliki 13 ruas konsesi jalan tol. 13 toll road concession sections.
Ruas Jakarta-Cikampek
Jakarta-Cikampek Toll Road
Ruas
Toll Road
Jakarta-Cikampek (Japek)
Panjang Jalan
72,5 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1988
Year of Operations
Jumlah Gardu
202
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,56 (A) – 0,55 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Ruas Palimanan-Kanci
Palimanan-Kanci Toll Road
Ruas
Toll Road
Palimanan-Kanci (Palikanci)
Panjang Jalan
28,84 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1998
Year of Operations
Jumlah Gardu
32
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,64(A)-0,61(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
Ruas Semarang Seksi A,B,C
Semarang Section A,B,C Toll Road
Ruas
Toll Road
Semarang A,B,C
Panjang Jalan
24,74 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1983
Year of Operations
Jumlah Gardu
37
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,62(A)-0,58(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
Ruas Surabaya-Gempol
Surabaya-Gempol Toll Road
Ruas
Toll Road
Surabaya-Gempol
Panjang Jalan
49 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1986
Year of Operations
Jumlah Gardu
121
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,58 (A)-0,62(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka dan Tertutup
Operating System Open and Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT Jasamarga Surabaya Mojokerto (JSM)
Ruas
Toll Road
Surabaya-Mojokerto
Panjang Jalan
36,27 km
Road Length
Konsesi sampai dengan Tahun
2049
Concession Maturity Year
Tahun Beroperasi
2011
Year of Operations
Jumlah Gardu
66
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,45 (A) – 0,47 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka dan Tertutup
Operating System Open and Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasamarga Gempol Pasuruan (JGP)
Ruas
Toll Road
Gempol-Pasuruan
Panjang Jalan
34,15 km
Road Length
Konsesi sampai dengan Tahun
2063
Concession Maturity Year
Tahun Beroperasi
2017
Year of Operations
Jumlah Gardu
28
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,24(A)-0,27(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasamarga Semarang Batang (JSB)
Ruas
Toll Road
Batang-Semarang
Panjang Jalan
75,0 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi
2018
Year of Operations
Jumlah Gardu
45
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,32(A)-0,32(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
284 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Solo Ngawi (JSN)
Ruas
Toll Road
Solo-Ngawi
Panjang Jalan
90,1 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi
2018
Year of Operations
Jumlah Gardu
44
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,26(A)-0,26(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
PT Jasamarga Ngawi Kertosono Kediri (JNK)
Ruas
Toll Road
Ngawi-Kertosono-Kediri
Panjang Jalan
114,92 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi Beroperasi sebagian sejak 2018
Year of Operations Partially operated since 2018
Jumlah Gardu
16
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,20(A)-0,20(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasamarga Jalanlayang Cikampek (JJC)
Ruas Jalan Layang MBZ Sheikh Mohamed Bin Zayed
Toll Road
Panjang Jalan
36,4 km
Road Length
Konsesi sampai dengan Tahun
2062
Concession Maturity Year
Tahun Beroperasi
2019
Year of Operations
Jumlah Gardu
0
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
057(A)-0,59(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terintegrasi
Operating System Integrated
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT Trans Marga Jateng (TMJ)
Ruas
Toll Road
Semarang-Solo
Panjang Jalan
72,6 km
Road Length
Konsesi sampai dengan Tahun
2060
Concession Maturity Year
Tahun Beroperasi
2011
Year of Operations
Jumlah Gardu
61
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,38(A)-0,36(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
PT Jasamarga Pandaan Tol (JPT)
Ruas
Toll Road
Gempol-Pandaan
Panjang Jalan
13,61 km
Road Length
Konsesi sampai dengan Tahun
2049
Concession Maturity Year
Tahun Beroperasi
2015
Year of Operations
Jumlah Gardu
13
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,42(A)-0,41(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasamarga Pandaan Malang (JPM)
Ruas
Toll Road
Pandaan-Malang
Panjang Jalan
38,49 km
Road Length
Konsesi sampai dengan Tahun
2052
Concession Maturity Year
Tahun Beroperasi
2019
Year of Operations
Jumlah Gardu
35
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,28(A)-0,26(B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
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Page 287
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Ventura Bersama
Joint Venture
PT Marga Lingkar Jakarta (MLJ)
Ruas
Toll Road
Ulujami-Kebon Jeruk (JORR W2 Utara))
Panjang Jalan
7,87 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
2014
Year of Operations
Jumlah Gardu
38
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,42 (A) - 0,45 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jakarta
Toll Road Location
PT Jasamarga Jogja Solo (JMJ)
Ruas
Toll Road
Solo-Yogyakarta-NYIA Kulon Progo
Panjang Jalan
96,57 km
Road Length
Konsesi sampai dengan Tahun
2061
Concession Maturity Year
Tahun Beroperasi
2024
Year of Operations
Jumlah Gardu
18
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
-
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol
Daerah Istimewa Yogyakarta dan/and Jawa Tengah
Toll Road Location
Tabel Kemajuan Jalan Tol Solo - Yogyakarta - NYIA Kulon Progo
Tabel Kemajuan Jalan Tol Solo - Yogyakarta - NYIA Kulon Progo
Pengadaan Tanah % Konstruksi
Ruas Panjang (km) Land Procurement Construction (%)
Toll Road Length (km)
2024 2023 2024 2023
Paket 1.1
Solo - Klaten 22,30 99,09 95,68 100,00 80,64
Section 1.1
Paket 1.2
Klaten - Purwomantani 20,08 98,84 94,81 78,51 35,20
Section 1.2
Paket 2.1A Purwomantani -
3,63 96,00 41,25 2,08 0
Section 2.1A Maguwoharjo
Paket 2.2B
Trihanggo - Junction Sleman 3,25 98,39 91,68 44,64 26,21
Section 2.2B
Paket 2
Maguwoharjo - Trihanggo 8,75 0 0 0 0
Section 2
Paket 3
Sleman - Purworejo 38,59 7,62 0 0 0
Section 3
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 287
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kinerja Segmen Usaha Jalan Tol Performance of the Toll Road Business Segment
Volume lalu lintas transaksi di tahun 2024 mengalami The transaction traffic volume in 2024 experienced an
peningkatan dibandingkan dengan tahun sebelumnya increase compared to the previous year, driven by the growing
dipengaruhi oleh peningkatan konektivitas dengan adanya mobility of the population. The realized traffic volume for
jaringan jalan tol baru. Realisasi volume lalu lintas masing- each toll road section managed by the Parent Company and
masing ruas jalan tol pada Entitas Induk dan Entitas Anak Subsidiarie is as follows:
Perseroan, adalah sebagai berikut:
Tabel Volume Lalu Lintas Transaksi (dalam juta transaksi kendaraan)
Table of Transaction Traffic Volume (in million vehicle transactions)
Pertumbuhan
2024 2023
Growth
Ruas Jumlah Jumlah Jumlah
No (Transaksi Proporsi (Transaksi Proporsi (Transaksi
Toll Roads
Kendaraan) Proportion Kendaraan) Proportion Kendaraan) (%)
Total (Vehicle (%) Total (Vehicle (%) Total (Vehicle
Transaction) Transaction) Transaction)
Perseroan
Company
1 Jakarta - Bogor - Ciawi 154,8 12,4% 151,5 12,2% 3,4 2,2%
2 JORR Seksi non S 54,8 4,4% 64,1 5,2% (9,4) -14,6%
3 Cikampek - Padalarang 18,8 1,5% 18,9 1,5% (0,1) -0,7%
4 Jakarta - Tangerang 144,7 11,6% 142,9 11,5% 1,8 1,3%
5 Cawang - Tomang - Pluit 200,2 16,0% 199,1 16,0% 1,0 0,5%
6 Prof. Dr. Ir. Sedyatmo 80,3 6,4% 79,3 6,4% 1,0 1,3%
7 Padalarang - Cileunyi 62,3 5,0% 62,5 5,0% (0,2) -0,3%
Pondok Aren - Bintaro Viaduct -
8 34,0 2,7% 26,0 2,1% 8,0 31,0%
Ulujami
Belawan - Medan - Tanjung
9 28,8 2,3% 28,8 2,3% 0,1 0,2%
Morawa
Subtotal 778,7 62,2% 773,0 62,2% 5,6 0,7%
Entitas Anak
Subsidiaries
1 Jakarta - Cikampek 164,3 13,1% 166,0 13,4% (1,7) -1,0%
2 Surabaya - Gempol 102,0 8,1% 103,2 8,3% (1,3) -1,2%
3 Palimanan - Kanci 10,5 0,8% 10,2 0,8% 0,3 2,6%
4 Semarang Seksi A,B,C 37,1 3,0% 38,7 3,1% (1,7) -4,3%
5 Semarang-Batang (PT JSB) 10,1 0,8% 10,9 0,9% (0,9) -7,8%
6 Solo-Ngawi (PT JSN) 11,8 0,9% 12,1 1,0% (0,3) -2,3%
7 Ngawi-Kertosono-Kediri (PT JNK) 3,2 0,3% 3,2 0,3% 0,0 0,4%
8 Surabaya-Mojokerto (PT JSM) 31,0 2,5% 31,0 2,5% 0,1 0,3%
Medan-Kualanamu-Tebing Tinggi
9 6,2 0,5% 8,9 0,7% (2,7) -30,2%
(PT JKT)
Cengkareng-Batuceper-Kunciran
10 24,5 2,0% 21,6 1,7% 2,9 13,4%
(PT JKC)
11 Kunciran-Serpong (PT MTN) 15,3 1,2% 13,6 1,1% 1,7 12,5%
12 Balikpapan-Samarinda (PT JBS) 4,2 0,3% 3,9 0,3% 0,3 8,1%
13 Serpong-Cinere (PT CSJ) 7,9 0,6% 4,3 0,3% 3,5 82,1%
14 Gempol-Pasuruan (PT JGP) 2,9 0,2% 3,1 0,3% (0,2) -5,9%
15 Bogor Ring Road (PT MSJ) 18,5 1,5% 19,1 1,5% (0,6) -3,4%
Nusa Dua-Ngurah Rai-Benoa (PT
16 18,3 1,5% 14,2 1,1% 4,1 29,1%
JBT)
17 Manado-Bitung (PT JMB) 2,1 0,2% 2,0 0,2% 0,0 2,5%
18 Gempol-Pandaan (PT JPT) * 3,4 0,3% 3,6 0,3% (0,1) -3,5%
Subtotal 473,2 37,8% 469,6 37,8% 3,7 0,8%
Total 1.251,9 100,0% 1.242,6 100,0% 9,3 0,7%
Ketarangan/Notes:
*) PT JPT pada tahun 2023 dikaterogikan pada ventura bersama PT JTT, tetapi berubah menjadi entitas anak PT JTT karena pembelian kembali Dana Investasi
Infrastruktur (Dinfra) pada tahun 2024.
*) PT JPT in 2023 was categorized as a joint venture with PT JTT, but it changed to a subsidiary of PT JTT due to the buyback of the Infrastructure Investment Fund
(Dinfra) in 2024.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Adapun pada ventura bersama Perseroan terdapat For the Company’s joint venture, there is an addition of a
penambahan ruas jalan tol baru yakni ruas Jogja-Solo Seksi new toll road section, namely the Solo-Klaten Section which
Solo-Klaten yang telah beroperasi secara komersil sejak is part of the Jogja-Solo toll road and has been operating
November 2024. commercially since November 2024.
Berikut volume lalu lintas pada ruas jalan tol ventura bersama Below is the traffic volume for operational toll road sections
yang telah beroperasi: under the joint venture:
Tabel Volume Lalu Lintas Transaksi Ventura Bersama (dalam juta transaksi kendaraan)
Table of Joint Venture Transaction Traffic Volume (in million vehicle transactions)
Pertumbuhan
2024 2023
Growth
Jumlah Jumlah
Ruas Jumlah
No (Transaksi (Transaksi
Toll Roads Proporsi (Transaksi Proporsi
Kendaraan) Proportion Proportion Kendaraan) (%)
Kendaraan)
Number (%) (%) Number
Number (Vehicle
(Vehicle (Vehicle
Transaction)
Transaction) Transaction)
Ulujami-Kebon Jeruk
1 21,6 94,9% 21,3 100,0% 0,3 1,4%
(PT MLJ)
2 Jogja-Solo (PT JMJ) 1,3 5,6% - - 1,3 100,0%
Total 22,9 100,0% 21,3 100,0% 1,6 7,5%
Berikut adalah volume lalu lintas transaksi ventura bersama Below is the transaction traffic volume of PT JTT joint venture:
PT JTT:
Tabel Volume Lalu Lintas Transaksi Ventura Bersama PT JTT (dalam juta transaksi kendaraan)
Table of Joint Venture Transaction Traffic Volume PT JTT (in million vehicle transactions)
Pertumbuhan
2024 2023
Growth
Ruas Jumlah Jumlah Jumlah
No (Transaksi Proporsi (Transaksi Proporsi (Transaksi
Toll Roads
Kendaraan) Proportion Kendaraan) Proportion Kendaraan) (%)
Number (Vehicle (%) Number (Vehicle (%) Number (Vehicle
Transaction) Transaction) Transaction)
Semarang-Solo
1 16,7 61,9% 17,8 64,2% (1,1) -5,9%
(PT TMJ)
Pandaan-Malang
2 10,3 38,1% 9,9 35,8% 0,4 3,7%
(PT JPM)
Jalanlayang Cikampek
3 - - - - - -
(PT JJC)
Total 27,0 100,0% 27,7 100,0% (0,7) -2,5%
Penyesuaian tarif normal sesuai inflasi dan implementasi The adjustment of normal tariffs in line with inflation and the
penyesuaian tarif spesial pada beberapa ruas jalan tol di Trans- implementation of special tariff adjustments on several toll
Jawa menjadi faktor pendorong pertumbuhan pendapatan tol road sections in Trans Java were key drivers of the Company’s
Perseroan di tahun 2024. Berikut ini perbandingan kinerja toll revenue growth in 2024. The comparison of toll revenue
pendapatan tol pada masing-masing ruas tersebut adalah: performance across these sections is as follows:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 289
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pendapatan Tol (dalam juta Rupiah)
Table of Toll Revenues (in milion Rupiah)
Pertumbuhan
2024 2023
Growth
Ruas Jumlah Proporsi Jumlah Proporsi
No
Toll Roads Number Proportion Number Proportion
(Rp) (%)
(Rp) (%) (Rp) (%)
Perseroan
Company
1 Jakarta - Bogor - Ciawi 1.215.853 7,1% 1.142.588 8,2% 73.264 6,4%
2 JORR Seksi non S 1.190.437 6,9% 1.139.550 8,2% 50.886 4,5%
3 Cikampek - Padalarang 1.184.986 6,9% 1.202.685 8,6% (17.699) -1,5%
4 Jakarta - Tangerang 1.023.563 6,0% 997.036 7,1% 26.527 2,7%
5 Cawang - Tomang - Pluit 990.049 5,8% 971.096 7,0% 18.952 2,0%
6 Prof. Dr. Ir. Sedyatmo 697.901 4,1% 664.599 4,8% 33.302 5,0%
7 Padalarang - Cileunyi 470.745 2,7% 463.176 3,3% 7.568.7 1,6%
Pondok Aren - Bintaro Viaduct -
8 183.900 1,1% 176.039 1,3% 7.861 4,5%
Ulujami
Belawan - Medan - Tanjung
9 181.150 1,1% 172.532 1,2% 8.618 5,0%
Morawa
Sub Total 7.138.584 41,5% 6.929.301 49,7% 209.283 3,0%
Entitas Anak
Subsidiaries
1 Jakarta - Cikampek 1.785.627 10,4% 1.360.970 9,8% 424.657 31,2%
2 Surabaya - Gempol 919.201 5,3% 851.150 6,1% 68.050 8,0%
3 Palimanan - Kanci 281.352 1,6% 268.879 1,7% 12.473 4,6%
4 Semarang Seksi A,B,C 226.048 1,3% 234.557 1,9% 8.509 -3,6%
5 Semarang-Batang (PT JSB) * 1.212.123 7,1% 485.914 3,5% 726.209 149,5%
6 Solo-Ngawi (PT JSN) * 1.023.186 6,0% 286.048 2,1% 737.138 257,7%
Ngawi-Kertosono-Kediri
7 690.771 4,0% 419.483 3,0% 271.287 64,7%
(PT JNK) *
8 Surabaya-Mojokerto (PT JSM) 610.232 3,6% 579.874 4,2% 30.358 5,2%
Medan-Kualanamu-Tebing Tinggi
9 568.325 3,3% 523.284 3,8% 45.041 8,6%
(PT JKT)
Cengkareng-Batuceper-Kunciran
10 541.957 3,2% 435.302 3,1% 106.654 24,5%
(PT JKC)
11 Kunciran-Serpong (PT MTN) 451.409 2,6% 287.206 2,1% 164.203 57,2%
12 Balikpapan-Samarinda (PT JBS) 414.639 2,4% 363.817 2,6% 50.822 14,0%
13 Serpong-Cinere (PT CSJ) 387.134 2,3% 76.776 0,6% 310.357 404,2%
14 Gempol-Pasuruan (PT JGP) 384.132 2,2% 357.872 2,6% 26.260 7,3%
15 Bogor Ring Road (PT MSJ) 282.047 1,6% 287.774 2,1% (5.727) -2,0%
Nusa Dua-Ngurah Rai-Benoa
16 194.479 1,1% 145.784 1,0% 48.694 33,4%
(PT JBT)
17 Manado-Bitung (PT JMB) 55.074 0,3% 54.038 0,4% 1.036 1,9%
18 Gempol-Pandaan (PT JPT) ** 19.400 0,1% - 0,0% 19.400 100,0%
Sub Total 10.047.136 58,5% 7.018.728 50,3% 3.028.407 43,2%
Total 17.185.720 100,0% 13.948.029 100,0% 3.237.690 23,2%
Keterangan/Notes:
*) Perseroan telah melakukan aksi korporasi pembelian kembali (buyback) Unit Reksadana Penyertaan Terbatas pada Juli 2023 atas ruas jalan tol Batang-Semarang,
Solo-Ngawi, dan Ngawi-Kertosono-Kediri melalui PT JTT, sehingga ketiga ruas tersebut dialihkan sebagai entitas anak PT JTT dan secara tidak langsung pengendaliannya
berada di bawah PT JTT.
**) PT JPT pada tahun 2023 dikaterogikan pada ventura bersama PT JTT, tetapi berubah menjadi entitas anak PT JTT karena pembelian kembali Dana Investasi
Infrastruktur (Dinfra) pada tahun 2024.
*) The Company has carried out a corporate action to buy back Limited Participation Mutual Fund Units in July 2023 for the Batang-Semarang, Solo-Ngawi, and Ngawi-
Kertosono-Kediri toll roadS through PT JTT, thus the three toll roads were transferred as subsidiaries of PT JTT and placing their control under PT JTT.
**) In 2023, PT JPT was classified as a Joint Venture of PT JTT, but following the implementation of the Mutual Infrastructure Investment buyback in 2024, it has
transitioned into one of PT JTT’s subsidiaries.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Sedangkan untuk ventura bersama, berikut pendapatan tol As for the joint ventures, the toll revenue for the operated
pada ruas yang dioperasikan. sections is as follows.
Tabel Pendapatan Tol Ventura Bersama (dalam juta Rupiah)
Table of Joint Venture Entity Toll Revenues (in milion Rupiah)
Pertumbuhan
2024 2023
Growth
Ruas Jumlah Proporsi Jumlah Proporsi
No
Toll Roads
Number Proportion Number Proportion (Rp) (%)
(Rp) (%) (Rp) (%)
Ulujami-
1 Kebon Jeruk 349.197 90,5% 333.877 100% 15.320 4,6%
(PT MLJ)
Jogja-Solo
2 36.614 9,5% - - 36.614 100,0%
(PT JMJ)
Total 385.811 100,0% 333.877 100,0% 51.934 15,6%
Berikut adalah pendapatan tol ventura bersama PT JTT: The toll revenue for the joint venture PT JTT is as follows:
Tabel Pendapatan Tol Ventura Bersama PT JTT (dalam juta Rupiah)
Table of Joint Venture Entity Toll Revenues PT JTT (in milion Rupiah)
Pertumbuhan
2024 2023
Growth
Ruas
No Jumlah Proporsi Jumlah Proporsi
Toll Roads
Number Proportion Number Proportion (Rp) (%)
(Rp) (%) (Rp) (%)
Semarang-
1 1.091.188 42,7% 968.309 43,6% 122.879 12,7%
Solo (PT TMJ)
Pandaan-
2 Malang 372.765 14,6% 359.986 16,2% 12.779 3,5%
(PT JPM)
Jalanlayang
3 Cikampek 1.091.494 42,7% 893.421 40,2% 198.073 22,2%
(PT JJC)
Total 2.555.447 100,0% 2.221.716 100,0% 333.731 15,0%
Profitabilitas Segmen Usaha Jalan Tol Toll Road Business Segment Profitability
Pada tahun 2024, laba usaha yang dibukukan segmen In 2024, the operating profit secured by the toll road business
usaha jalan tol mengalami peningkatan dibandingkan tahun segment increased compared to the previous year. This
sebelumnya. Kenaikan tersebut utamanya disebabkan oleh increase was primarily driven by higher toll revenue and
peningkatan pendapatan tol dan efisiensi beban usaha kas. operational cost efficiencies.
Perseroan melaksanakan beberapa aksi korporasi di The Company conducted several corporate actions in 2024 to
tahun 2024 untuk mengoptimalkan portofolio bisnis dan optimize its business portfolio and drive performance growth,
mendorong pertumbuhan kinerja, antara lain yaitu pendanaan including Equity Financing for PT JTT’s toll road segments, the
berbasis ekuitas pada PT JTT, pembelian saham Synergy Quest purchase of shares in Synergy Quest International Limited at
International Limited pada PT JKC, penerbitan penawaran PT Jasamarga Kunciran Cengkareng, the issuance of a a shelf
umum berkelanjutan (PUB) obligasi berkelanjutan III PT Jasa registration bonds (PUB) III of PT Jasa Marga (Persero) Tbk and
Marga (Persero) Tbk dan buyback dana investasi infrastruktur the buyback of the Mutual Infrastructure Investment PT TMJ
(Dinfra) PT TMJ dan PT JPT. and PT JPT.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Profitabilitas Segmen Usaha Jalan Tol* (dalam juta Rupiah)
Table of Toll Road Business Segment Profitability (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan Usaha
17.285.173 14.051.440 3.233.733 23,0%
Revenues
Pendapatan Konstruksi
9.974.974 5.752.623 4.222.351 73,4%
Construction Revenues
Beban Usaha
(6.645.406) (5.726.792) (918.614) 16,0%
Operating Expenses
Beban Konstruksi
(9.903.014) (5.716.823) (4.186.191) 73,2%
Construction Expenses
Laba Bruto
10.711.727 8.360.448 2.351.279 28,1%
Gross Profit
Beban Umum dan Administrasi
(2.053.204) (1.758.636) (294.568) 16,7%
General and Administration Expenses
Penghasilan (Beban) Lain-Lain
99.966 17.919 82.047 457,9%
Other Income (Expenses)
Laba Usaha
9.410.946 11.039.840 (1.628.894) -14,8%
Operating Profit
Aset Segmen
173.557.134 166.381.957 7.175.177 4,3%
Segment Assets
Liabilitas Segmen
85.611.280 92.465.026 (6.853.746) -7,4%
Segment Liabilities
Keterangan/Notes:
*) Angka yang tersaji pada tabel di atas merupakan angka sebelum eliminasi.
*) The numbers represented in the table above are the numbers before elimination.
Prospek Usaha Segmen Jalan Tol Toll Road Segment Business Prospects
Prospek usaha segmen jalan tol masih sangat baik sejalan The business prospects for the toll road segment remain
dengan pertumbuhan perekonomian dan infrastruktur di very positive in line with economic growth and infrastructure
Indonesia. Pengembangan konektivitas antarwilayah yang development in Indonesia. The continued development of
terus dilakukan dan pengembangan wilayah di sekitar inter-regional connectivity and the development of areas
area jalan tol dapat mendorong peningkatan volume lalu around toll road areas can drive an increase in traffic volume
lintas jalan tol Jasa Marga Grup sehingga dapat mendorong on Jasa Marga Group toll roads, which will contribute to the
pertumbuhan kinerja pendapatan Perseroan. growth of the Company’s revenue performance.
Analisa Kinerja dan Prospek Usaha Jalan Tol Performance Analysis and Business Prospect of
Beroperasi Operational Toll Roads
Entitas Induk Parent Company
Jagorawi Jagorawi
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas Jakarta- Traffic volume and revenue from the Jakarta-Bogor-Ciawi
Bogor-Ciawi menurun dibandingkan tahun sebelumnya toll road decreased compared to the previous year due
dikarenakan adanya peralihan moda transportasi di to a shift in transportation modes around the Jagorawi
sekitar ruas jalan tol Jagorawi. toll road section.
Laba usaha mengalami peningkatan dikarenakan adanya Operating profit increased due to cost-efficiency
efisiensi beban usaha pada ruas segmen Jakarta-Bogor- measures in the Jakarta-Bogor-Ciawi segment.
Ciawi.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the Jagorawi
Jagorawi ditopang oleh beberapa wilayah pada akses toll road section will be supported by several areas
keluar ruas Jagorawi yang sudah banyak dikembangkan around the exit points of the Jagorawi toll road, which
oleh para pengembang menjadi pemukiman atau have been developed by developers into residential
pusat perbelanjaan baru bagi masyarakat di wilayah areas or new shopping centers for the local communities.
sekitar. Selain itu, Pemerintah Kabupaten Bogor akan Additionally, the Bogor Regency Government plans to
mewujudkan Kota Cibinong Raya, seperti wilayah Sentul develop the Cibinong Raya area, including Sentul and
dan Sukaraja menjadi Kawasan Central Business District Sukaraja, into a Central Business District (CBD).
(CBD).
Jakarta-Tangerang-Cengkareng Jakarta-Tangerang-Cengkareng
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas Jakarta Traffic volume and revenue from the Jakarta Tangerang-
Tangerang-Cengkareng meningkat dibandingkan tahun Cengkareng toll road increased compared to the previous
sebelumnya yang didorong oleh mobilitas masyarakat year, driven by high community mobility and increased
yang tinggi dan peningkatan aktivitas logistik yang logistics activities heading to the Merak Port.
menuju Pelabuhan Merak.
Disisi lain, laba usaha mengalami peningkatan yang On the other hand, operating profit increased due to
dikarenakan oleh upaya-upaya optimalisasi beban yang efforts by Jasa Marga to optimize expenses.
dilakukan oleh Jasa Marga.
• Prospek Usaha • Business Prospect
Pertumbuhan kinerja ruas Jakarta-Tangerang- The performance growth of the Jakarta-Tangerang-
Cengkareng akan terus ditopang oleh aktivitas Cengkareng toll road will continue to be supported by
perekonomian di Jakarta, aktivitas penerbangan udara the economic activities in Jakarta, air travel activities,
maupun penambahan kapasitas terminal di Bandara the expansion of terminal capacity at Soekarno-Hatta
Soekarno Hatta, dan pengembangan wilayah di area Airport, and the development of areas in Tangerang,
Tangerang, Jakarta Utara, dan sekitarnya. North Jakarta, and surrounding regions.
Jakarta Outer Ring Road (JORR) Non S dan Pondok Jakarta Outer Ring Road (JORR) Non S and Pondok
Aren-Bintaro Viaduct-Ulujami Aren-Bintaro Viaduct-Ulujami
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas JORR untuk Traffic volume and revenue from the JORR sections E1,
seksi E1, E2, E3, W2S serta Pondok Aren-Bintaro Viaduct- E2, E3, W2S, and Pondok Aren-Bintaro Viaduct-Ulujami
Ulujami mengalami penurunan dibandingkan tahun decreased compared to the previous year. This is due to
sebelumnya. Hal ini, dikarenakan adanya konektivitas the new toll road connectivity that links to the JORR toll
jalan tol baru yang terhubung dengan ruas jalan tol JORR. road sections.
Dari sisi profitabilitas, laba usaha tetap dapat terjaga From a profitability perspective, operating income has
dimana laba usaha JORR Non S dan Pondok Aren-Bintaro remained stable, with operating profits for JORR Non-S
Viaduct-Ulujami mengalami peningkatan seiring dengan and Pondok Aren-Bintaro Viaduct-Ulujami increasing due
penyesuaian tarif tol yang dilaksanakan pada bulan to the toll rate adjustment implemented in December
Desember 2023 dan efisiensi beban usaha kas yang 2023 and cash operating expense efficiencies.
dilakukan.
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the JORR
JORR ditopang oleh konektivitas dengan jalan tol Depok- sections will be supported by connectivity with the
Antasari sehingga akan menimbulkan bangkitan lalu Depok-Antasari toll road, which will generate new traffic
lintas baru terhadap volume lalu lintas JORR. demand and increase the traffic volume on the JORR.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Purbaleunyi Purbaleunyi
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas Cipularang Traffic volume and revenue from the Cipularang and
dan Padaleunyi (Purbaleunyi) menurun dibandingkan Padaleunyi (Purbaleunyi) toll roads decreased compared
tahun sebelumnya dikarenakan adanya pengoperasian to the previous year due to the operation of alternative
moda transportasi lain pada ruas Purbaleunyi. transportation modes in the Purbaleunyi section.
Di sisi profitabilitas, laba usaha mengalami penurunan In terms of profitability, operating profit declined due to
seiring adanya penurunan pendapatan tol akibat dari the reduction in toll revenue resulting from the decrease
penurunan volume lalu lintas. in traffic volume.
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the Purbaleunyi
Purbaleunyi ditopang oleh konektivitas dengan jalan tol section will be supported by its connectivity with
yang sudah beroperasi yaitu jalan tol Soreang-Pasir Koja the operational toll road, the Soreang-Pasir Koja toll
dan juga akan terhubung dengan jalan tol Cisumdawu road, and its connection to the Cisumdawu Cileunyi-
Cileunyi-Sumedang-Dawuan (Cisumdawu). Sumedang-Dawuan (Cisumdawu) toll road.
Belmera Belmera
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi tercatat meningkat karena Transaction traffic volume increased due to higher
peningkatan mobilitas masyarakat serta terintegrasinya community mobility and the integration of the Medan-
dengan ruas jalan tol Medan-Kualanamu-Tebing Tinggi, Kualanamu-Tebing Tinggi toll road, Medan-Binjai, Kuala
Medan-Binjai, Kuala Tanjung - Tebing Tinggi - Parapat, dan Tanjung-Tebing Tinggi-Parapat toll road, and Indrapura-
Indrapura-Kisaran. Seiring dengan peningkatan volume Kisaran toll road. As traffic volume and toll revenues
lalu lintas dan pendapatan tol, laba usaha juga semakin grew, operating profits also saw an increase compared to
meningkat di bandingkan dengan tahun sebelumnya. the previous year.
• Prospek Usaha • Prospek Usaha
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance of the Belawan-Medan-
Belawan-Medan-Tanjung Morawa selain didukung oleh Tanjung Morawa segment is expected to grow, supported
terintegrasinya dengan jalan tol Medan-Kualanamu- by its integration with the Medan-Kualanamu, Tebing
Tebing Tinggi, Medan-Binjai, Kuala Tanjung-Tebing Tinggi, Medan-Binjai, Kuala Tanjung-Tebing Tinggi-
Tinggi-Parapat, dan Indrapura-Kisaran, di samping itu Parapat, and Indrapura-Kisaran toll roads. Additionally,
juga adanya kawasan Pelabuhan Kuala Tanjung dan the proximity to the Kuala Tanjung Harbor area, the
Kawasan Ekonomi Khusus Sei Mangkei serta Danau Toba Sei Mangkei Special Economic Zone, and Lake Toba as
yang merupakan destinasi prioritas wisata di Indonesia a priority tourist destination in Indonesia, will present
juga akan menjadi peluang pertumbuhan lalu lintas di significant opportunities for traffic growth in the
wilayah ruas Belawan-Medan-Tanjung Morawa. Belawan-Medan-Tanjung Morawa toll road.
Entitas Anak Subsidiaries
Kunciran-Serpong (PT Marga Trans Nusantara) Kunciran-Serpong (PT Marga Trans Nusantara)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi tercatat meningkat akibat Traffic volume increased due to the connection of the
tersambungnya Ruas JORR 2 Barat sampai dengan West JORR 2 segment to the East section.
bagian Timur.
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the Kunciran-
Kunciran-Serpong akan meningkatkan pendapatan Serpong section will increase the company’s revenue
Perseroan dengan tersambungnya seluruh ruas JORR 2. with the completion of the entire JORR 2 section. It is
Diharapkan dengan tersambungnya ruas JORR 2 dapat expected that the full connection of the JORR 2 will
meningkatkan konektivitas di wilayah Jabodetabek. enhance connectivity in the Jabodetabek area.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Bogor Outer Ring Road (PT Marga Sarana Jabar) Bogor Outer Ring Road (PT Marga Sarana Jabar)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas Bogor Traffic volume and revenue from the Bogor Outer Ring
Outer Ring Road (BORR) menurun dibandingkan Road (BORR) toll road decreased compared to the
tahun sebelumnya dikarenakan adanya pembangunan previous year due to the construction of the Otista
Jembatan Otista sehingga Pengguna Jalan memiliki Bridge, which provided road users with alternative
alternatif lain. routes.
Di sisi profitabilitas, laba usaha mengalami penurunan In terms of profitability, operating profit declined due to
seiring dengan adanya pengaruh dari kondisi ekonomi the economic conditions and numerous national holidays,
dan banyaknya hari libur nasional yang menyebabkan which led to a decrease in toll revenue. However, Jasa
penurunan pendapatan tol. Namun, Jasa Marga tetap Marga continues to make efforts to optimize the control
berupaya untuk melakukan optimalisasi pengendalian of operating cash expenses.
beban usaha kas.
• Prospek Usaha • Business Prospect
Pertumbuhan kinerja ruas BORR akan ditopang oleh The performance growth of the BORR segment will be
beroperasinya seluruh ruas BORR di masa yang akan supported by the future operation of the entire BORR
datang, yang kemudian akan tersambung dengan section, which will then be connected to the Depok-
ruas Depok-Antasari, sehingga dapat meningkatkan Antasari toll road, thereby generating new traffic
bangkitan lalu lintas baru di ruas BORR. volumes on the BORR section.
Serpong-Cinere (PT Cinere Serpong Jaya) Serpong-Cinere (PT Cinere Serpong Jaya)
• Analisis Kinerja • Performance Analysis
Jumlah volume lalu lintas transaksi dan pendapatan tol Traffic volume and toll revenue increased due to the
tercatat meningkat akibat tersambungya Ruas JORR 2 connection of the JORR 2 West section to the East
Barat sampai dengan bagian timur. section.
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the Cinere-
Cinere-Serpong akan meningkatkan pendapatan Serpong section will boost the company’s revenue with
Perseroan dengan telah tersambungnya seluruh ruas the completion of the entire JORR 2 network, which is
jaringan JORR 2 yang diharapkan dapat meningkatkan expected to enhance connectivity and smooth traffic
konektivitas serta kelancaran arus lalu lintas wilayah flow in the Greater Jakarta area (Jabodetabek).
Jabodetabek.
Cengkareng-Batuceper-Kunciran (PT Jasamarga Cengkareng-Batuceper-Kunciran (PT Jasamarga
Kunciran Cengkareng) Kunciran Cengkareng)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas di sepanjang ruas JORR 2 mengalami Traffic volume along the JORR 2 route increased due to
peningkatan akibat tersambungnya Ruas JORR 2 Barat the connection of the JORR 2 West section to the East
sampai dengan bagian Timur. section.
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the Kunciran-
Kunciran-Cengkareng akan meningkatkan pendapatan Cengkareng section is expected to increase the
Perseroan dengan telah tersambungnya seluruh ruas Company’s revenue with the completion of the entire
jaringan JORR 2 yang diharapkan dapat meningkatkan JORR 2 network, which is anticipated to improve
konektivitas serta kelancaran arus lalu lintas wilayah connectivity and traffic flow in the Jabodetabek area.
Jabodetabek. Selain itu, pertumbuhan kinerja ruas Additionally, the growth of the Kunciran-Cengkareng
Kunciran-Cengkareng juga di dukung oleh peningkatan section’s performance will also be supported by
aktivitas di bandara Soekarno-Hatta. increased activity at Soekarno-Hatta Airport.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Medan-Kualanamu-Tebing Tinggi (PT Jasamarga Medan-Kualanamu-Tebing Tinggi (PT Jasamarga
Kualanamu Tol) Kualanamu Tol)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi tercatat menurun Transaction traffic volume decreased compared to
dibandingkan tahun sebelumnya yang dipengaruhi oleh the previous year, primarily due to the closure of the
tidak dioperasikannya gerbang tol Tebing Tinggi sejak Tebing Tinggi toll gate since April 2, 2024, following
2 April 2024 karena telah dilakukan integrasi dengan its integration with the Kuala Tanjung-Tebing Tinggi-
ruas jalan tol Kuala Tanjung-Tebing Tinggi-Parapat. Parapat toll road section. However, toll revenues
Pendapatan tol tercatat meningkat dibandingkan increased compared to the previous year, driven by
dengan tahun sebelumnya yang dipengaruhi oleh karena higher community mobility and the integration of the
peningkatan mobilitas masyarakat serta terintegrasinya Medan-Kualanamu-Tebing Tinggi, Medan-Binjai, Kuala
dengan ruas jalan tol Medan-Kualanamu-Tebing Tinggi, Tanjung-Tebing Tinggi-Parapat, and Indrapura-Kisaran
Medan-Binjai, Kuala Tanjung-Tebing Tinggi-Parapat, dan toll roads.
Indrapura-Kisaran.
• Prospek Usaha • Business Prospect
Di masa yang akan datang, pertumbuhan kinerja In the future, the performance of the Medan-Kualanamu-
ruas Medan-Kualanamu-Tebing Tinggi ditopang oleh Tebing Tinggi section is expected to grow, supported
meningkatnya aktivitas penerbangan di Bandara by increased flight activity at Kualanamu International
Internasional Kualanamu dan terintegrasinya ruas ini Airport and the integration of this section with the Medan-
dengan ruas Medan-Kualanamu-Tebing Tinggi, Medan- Kualanamu-Tebing Tinggi, Medan-Binjai, Kuala Tanjung-
Binjai, Kuala Tanjung-Tebing Tinggi-Parapat, dan Tebing Tinggi-Parapat, and Indrapura-Kisaran toll roads.
Indrapura-Kisaran. Selain itu, adanya kawasan Pelabuhan Additionally, the proximity to the Kuala Tanjung port area,
Kuala Tanjung dan Kawasan Ekonomi Khusus Sei Mangkei the Sei Mangkei Special Economic Zone, and Lake Toba as
serta Danau Toba menjadi 10 (sepuluh) destinasi one of Indonesia’s 10 (ten) priority tourism destinations,
prioritas wisata di Indonesia. will further drive growth in the region.
Nusa Dua-Ngurah Rai-Benoa (PT Jasamarga Bali Tol) Nusa Dua-Ngurah Rai-Benoa (PT Jasamarga Bali Tol)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi dan pendapatan tol Transaction traffic volume and toll road revenue saw an
tercatat meningkat dibandingkan dengan tahun increase compared to the previous year, driven by a rise
sebelumnya, yang dipengaruhi oleh meningkatnya in both domestic and foreign tourist visits, as well as
kunjungan wisatawan domestik dan mancanegara, dan increased national and international events.
meningkatnya kegiatan kenegaraan maupun kegiatan
nasional dan internasional.
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance of the Nusa Dua-Ngurah
Nusa Dua-Ngurah Rai-Benoa ditopang oleh pemulihan Rai-Benoa segment is expected to grow, supported by the
sektor pariwisata dan rencana pembangunan jalan recovery of the tourism sector and planned infrastructure
Lingkar Selatan Badung, jalan tol Gilimanuk-Mengwi, developments, including the Badung South Ring Road,
pengembangan Pelabuhan Benoa, pengembangan Gilimanuk-Mengwi toll road, Benoa Harbor expansion,
Bandara I Gusti Ngurah Rai, dan pembangunan Kawasan the development of I Gusti Ngurah Rai airport, and the
Ekonomi Khusus (KEK) Sanur. establishment of the Sanur Special Economic Zone (KEK).
Balikpapan-Samarinda (PT Jasamarga Balikpapan Balikpapan-Samarinda (PT Jasamarga Balikpapan
Samarinda) Samarinda)
• Analisis Kinerja • Performance Analysis
Peningkatan pendapatan tol yang terjadi terutama The increase in toll revenue was primarily driven by
dipengaruhi oleh peningkatan mobilitas masyarakat di the rise in community mobility in the Balikpapan and
wilayah Balikpapan dan Samarinda, serta pembangunan Samarinda regions, as well as the development of the
Ibu Kota Negara (IKN) baru. Hal ini mendorong New National Capital (IKN). This has positively impacted
peningkatan laba usaha. business profits.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the Balikpapan-
Balikpapan-Samarinda akan meningkat ditopang oleh Samarinda toll road will be supported by the
pengembangan wilayah dan industri di area Balikpapan development of regions and industries in the Balikpapan
dan Samarinda, serta adanya rencana Pemerintah yang and Samarinda areas, as well as the government’s plan to
akan membangun akses jalan tol menuju ke Ibu Kota build a toll road access to the new National Capital (IKN).
Negara (IKN) baru.
Manado-Bitung (PT Jasamarga Manado Bitung) Manado-Bitung (PT Jasamarga Manado Bitung)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas tercatat meningkat dibandingkan Traffic volumes increased compared to the previous year,
dengan tahun sebelumnya dipengaruhi oleh adanya driven by various national and international events,
berbagai kegiatan nasional dan internasional seperti such as the Waterski Festival in Manado City, the GMIM
Festival Waterski di Kota Manado, hari ulang tahun GMIM Bersinode 90th Anniversary, the Feast of Thanksgiving in
Bersinode 90 tahun dan hari Raya Pengucapan Syukur di Bitung City, and others.
Kota Bitung, dan lainnya.
• Prospek Usaha • Business Prospect
Di masa yang akan datang, pertumbuhan kinerja In the future, the performance growth of the Manado-
ruas Manado-Bitung akan meningkatkan pendapatan Bitung section will increase the Company’s revenue with
Perseroan dengan tersambungnya ruas Manado- the connection of the Manado-Danowudu section and
Danowudu dan pengembangan wilayah di Manado dan regional development in Manado and Bitung, including
Bitung, salah satunya dengan rencana pengembangan the planned development of the Bitung Special Economic
Kawasan Ekonomi Khusus (KEK) Bitung dan Zone (SEZ) and tourism development on Lembeh Island.
pengembangan pariwisata di pulau Lembeh.
PT Jasamarga Transjawa Tol PT Jasamarga Transjawa Tol
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi di sepanjang ruas jalan tol Transaction traffic volume along the Transjawa toll road
Transjawa mengalami penurunan dibandingkan dengan section decreased compared to the previous year, driven
tahun sebelumnya yang dipengaruhi oleh penurunan by the decreased traffic volume on the segment/APJT
volume lalu lintas pada ruas segmen/APJT pada ruas PT sections managed by PT Jasamarga Transjawa Tol.
Jasamarga Transjawa Tol.
• Prospek Usaha • Business Prospect
Ke depan pertumbuhan pendapatan tol untuk ruas In the future, toll revenue growth of the Jakarta-
Jakarta-Cikampek akan ditopang oleh pengembangan Cikampek section will be supported by the development
wilayah di area sekitar koridor ruas Jakarta-Cikampek, of the surrounding areas along the Jakarta-Cikampek
peningkatan sistem jaringan jalan tol antara lain corridor, improvements to the toll road network,
konektivitas Transjawa, dioperasikannya ruas including Transjawa connectivity, the operation of the
Jalan Layang MBZ Sheikh Mohamed Bin Zayed, dan Sheikh Mohamed Bin Zayed Elevated Toll Road (MBZ),
pembangunan ruas Jakarta-Cikampek Selatan serta and the construction of the Jakarta-Cikampek Selatan
Jakarta Outer Ring Road (JORR) 2. Seiring dengan telah and Jakarta Outer Ring Road (JORR) 2 sections. With the
tersambungnya ruas lainnya dalam Jalan tol Trans integration of other sections along the Trans Jawa toll
Jawa mulai dari Jawa Barat hingga Jawa Timur dan road, from West Java to East Java, and the development
pengembangan wilayah di daerah sekitarnya, maka of the surrounding regions, traffic volume is expected to
volume lalu lintas diharapkan dapat semakin meningkat continue increasing, supporting the overall performance
dan dapat mendukung kinerja PT Jasamarga Transjawa of PT Jasamarga Transjawa Tol (JTT) in the future.
Tol (JTT) secara keseluruhan di masa yang akan datang.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Ventura Bersama Joint Venture
Ulujami-Kebon Jeruk (PT Marga Lingkar Jakarta) Ulujami-Kebon Jeruk (PT Marga Lingkar Jakarta)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol mengalami Traffic volume and toll revenue increased compared to
peningkatan dibandingkan tahun sebelumnya the previous year due to higher mobility and economic
dikarenakan adanya peningkatan mobilitas dan growth.
pertumbuhan ekonomi.
Di sisi profitabilitas, laba usaha mengalami kenaikan Regarding profitability, operating profit rose in line with
seiring dengan adanya kenaikkan volume lalu lintas dan the increase in traffic volume and toll revenue.
pendapatan tol.
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the JORR W2
JORR W2 Utara ditopang oleh konektivitas dengan jalan North section will be supported by connectivity with the
tol Depok-Antasari dan pengembangan wilayah di area Depok-Antasari toll road and the development of the
Tangerang sehingga akan menimbulkan bangkitan lalu Tangerang area, which will generate new traffic volume
lintas baru terhadap volume lalu lintas JORR. for the JORR section.
Jogja-Solo (PT JMJ) Jogja-Solo (PT JMJ)
• Analisis Kinerja • Performance Analysis
Pada tahun 2024, Jogja-Solo Seksi I mulai beroperasi dan In 2024, the Jogja-Solo Toll Road Section I will begin
memberikan kontribusi terhadap pendapatan tol seiring operations, contributing to toll revenue and enhancing
dengan mobilitas masyarakat yang menggunakan ruas the mobility of users along this section.
tol.
• Prospek Usaha • Business Prospect
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance of the Jogja-Solo Toll Road
Jogja-Solo akan dapat mendorong kelancaran arus lalu is expected to drive smoother traffic flow in the southern
lintas di area selatan Jawa Tengah dan meningkatkan region of Central Java, stimulating economic growth in
perekonomian di wilayah tersebut. Dengan demikian, the area. As a result, this will contribute to increased
maka dapat mendorong peningkatan pendapatan revenue for the Company in the future.
Perseroan ke depannya.
Segmen Usaha Pengoperasian Business Segment of Operations
Perseroan melakukan pengembangan bisnis jasa pengoperasian The company is developing its toll road operations business
jalan tol guna mengoptimalkan aset yang dimiliki. Perseroan to optimize the assets it owns. The company has established
telah membentuk Entitas Anak yang bergerak dalam bisnis subsidiaries engaged in toll road operations, PT Jasamarga
pengoperasian jalan tol, yaitu PT Jasamarga Tollroad Operator Tollroad Operator (JMTO) and PT Jalantol Lingkarluar Jakarta
(JMTO) dan PT Jalantol Lingkarluar Jakarta (JLJ). PT JMTO (JLJ). PT JMTO has obtained toll road operation contracts
memperoleh kontrak pengoperasian jalan tol yang dikelola managed by Jasa Marga’s Regional and Subsidiary entities, as
oleh Regional dan Entitas Anak Jasa Marga, serta Badan Usaha well as other Toll Road Business Entities, covering a total of
Jalan Tol lain sejumlah 41 ruas tol yang terdiri dari 39 ruas 41 toll sections. Of these, 39 sections are operational, and 2
sudah beroperasi dan 2 ruas belum beroperasi yang dapat segments is under development, as detailed in the Products
dilihat pada bagian penjelasan Produk dan Jasa di Bab Profil and Services section in the Company Profile of this Annual
Perusahaan dalam Laporan Tahunan ini. Ruas Jogja-Solo Seksi Report. The Jogja-Solo Section I is included in the management
I dimasukkan ke Kontrak manajemen pada ruas tol Jasa Marga contract for the toll road section under the Jasa Marga Group.
Grup.
Sedangkan, PT JMTO memiliki tiga lini bisnis usaha, yaitu: Meanwhile, PT JMTO has three lines of business:
1. Pengoperasian Jalan Tol yang terdiri dari: 1. Toll Road Operations which consists of:
a. Layanan Transaksi a. Transaction Services
Layanan transaksi yang disediakan PT JMTO meliputi Transaction services provided by PT JMTO include the
perencanaan, pengelolaan dan pelaksanaan layanan planning, management, and implementation of toll
transaksi pengoperasian jalan tol. Contoh jasa road operation transaction services. The examples of
transaksi, antara lain: Pelayanan Pengumpulan Tol, transaction services include toll collection services,
sewa kendaraan shuttle, consumable, dan lain-lain. shuttle vehicle rentals, consumables, and others.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
b. Layanan Lalu Lintas b. Traffic Services
Layanan lalu lintas yang disediakan PT JMTO Traffic services provided by PT JMTO include
meliputi perencanaan, pengelolaan dan pelaksanaan planning, management and implementation of traffic
pelayanan lalu lintas di jalan tol. Contoh layanan services on toll road. The examples of traffic services
lalu lintas, antara lain: sewa kendaraan operasional include: operational vehicles rental (patrol, crane,
(patroli, derek, rescue, ambulance, kamtib, Patroli rescue, ambulance, security guard, Highway Patrol/
Jalan Raya/PJR), sewa radio komunikasi, dan lain- PJR), communication radio rental, etc.
lain.
c. Layanan Pemeliharaan c. Maintenance Services
Layanan pemeliharaan yang disediakan PT Maintenance services provided by PT JMTO include
JMTO meliputi perencanaan, pengelolaan, dan planning, management and implementation of
pelaksanaan pemeliharaan rutin jalan tol. Contoh routine toll road maintenance. The examples of
layanan pemeliharaan, antara lain: pengaturan maintenance services include: maintenance service
layanan pemeliharaan, pemeliharaan kantor dan arrangement, office and toll gate maintenance, and
gerbang tol, dan layanan pemeliharaan lainnya. other maintenance services.
PT JMTO menyediakan layanan tersebut di ruas tol milik PT JMTO provides this service on toll roads owned by the
Jasa Marga Grup dan badan usaha jalan tol lain. Jasa Marga Group and other Toll Road Business Entities.
2. Layanan Berbasis Teknologi Informasi 2. Information Technology-Based Services
Layanan Berbasis Teknologi Informasi yang disediakan PT The Information Technology-Based Services provided by
JMTO, antara lain mencakup: PT JMTO include:
a. Pemasangan dan pemeliharaan peralatan tol. a. Installation and maintenance of toll equipment.
b. Pemasangan dan pemeliharaan CCTV. b. Installation and maintenance of CCTV.
c. Pemasangan dan pemeliharaan Dynamic Message c. Installation and maintenance of Dynamic Message
Signs (DMS) atau papan informasi berbasis display Signs (DMS), which are matrix display-based
matrix yang berfungsi memberikan informasi terkini information boards that provide real-time updates
seputar jalan tol secara cepat. about toll roads.
d. Penyedia dan pemeliharaan mobile reader yang d. Provision and maintenance of mobile readers help
berfungsi mengurangi kemacetan karena transaksi reduce traffic congestion by enabling transactions
dilakukan melalui alat tap uang elektronik yang through electronic payment devices operated by
dibawa oleh petugas menghampiri mobil-mobil staff that approach queued vehicles at toll gates.
yang mengantre di gerbang tol.
e. Penyedia peralatan penimbang kendaraan. e. Provision of vehicle weighing equipment.
f. Penyedia Layanan One Call Center 14080 dan Pusat f. Provision of One Call Center service at 14080 and an
Informasi Pengendalian Lalu Lintas terpadu. integrated Traffic Control Information Center.
g. Penyedia solusi seat management. g. Provision of Seat Management solutions.
3. Electronic Toll Collection 3. Electronic Toll Collection
Layanan Electronic Toll Collection yang disediakan JMTO The Electronic Toll Collection services provided by JMTO
antara lain layanan pengelolaan nontunai (e-payment) include: non-cash management services (e-payment)
dengan memanfaatkan settlement monitoring tool, utilizing settlement monitoring tools, implementation
implementasi Automatic Vehicle Classification (AVC), of Automatic Vehicle Classification (AVC), development
pengembangan layanan teknologi nirsentuh Single Lane of contactless technology services such as Single Lane
Free Flow (SLFF) berbasis Radio-Frequency Identification Free Flow (SLFF) based on Radio-Frequency Identification
(RFID), dan fitur struk online pada aplikasi travoy. Selain (RFID), online receipt features available on the Travoy
itu, JMTO juga mengembangkan bisnis baru yang meliputi application. Additionally, JMTO is expanding into new
payment gateway (GeToll), ekosistem pembayaran business areas, including payment gateway services
terintegrasi (GetPay), dan pengelolaan parkir (GetPark). (GeToll), integrated payment ecosystem (GetPay), and
parking management (GetPark).
Kinerja Segmen Usaha Pengoperasian Operational Business Segment Performance
Dengan kapasitas dan keunggulan yang dimilikinya, PT JMTO With its capacity and strengths, PT JMTO continues to gain
terus mendapatkan kepercayaan untuk mengoperasikan jalan trust in operating toll roads. In 2024, the length of toll roads
tol. Terdapat penambahan panjang ruas tol yang dioperasikan operated by PT JMTO, including the Jogja-Solo Section I, was
oleh PT JMTO pada tahun 2024, antara lain Jogja-Solo Seksi I. increased.
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kontrak manajemen pada ruas tol Jasa Marga Grup, antara Management contracts for toll road segments within the Jasa
lain: Marga Group include:
• Ruas Belawan – Medan – Tanjung Morawa; • Belawan – Medan – Tanjung Morawa Toll Road;
• Ruas Surabaya – Gempol; • Surabaya – Gempol Toll Road;
• Ruas Semarang A, B, C; • Semarang A, B, C Toll Road;
• Ruas Jakarta – Cikampek; • Jakarta – Cikampek Toll Road;
• Ruas Palimanan – Kanci; • Palimanan – Kanci Toll Road;
• Ruas Jakarta – Bogor – Ciawi; • Jakarta – Bogor – Ciawi Toll Road;
• Ruas JORR seksi E, W2S dan Ulujami – Pondok Aren; • JORR seksi E, W2S dan Ulujami – Pondok Aren Toll Road;
• Ruas Purwakarta – Bandung – Cileunyi; • Purwakarta – Bandung – Cileunyi Toll Road;
• Ruas Dalam Kota, Sedyatmo dan Jakarta – Tangerang; • Dalam Kota, Sedyatmo dan Jakarta – Tangerang Toll Road;
• Ruas Semarang – Batang; • Semarang – Batang Toll Road;
• Ruas Ngawi – Kertosono; • Ngawi – Kertosono Toll Road;
• Ruas Kunciran – Serpong; • Kunciran – Serpong Toll Road;
• Ruas Balikpapan – Samarinda; • Balikpapan – Samarinda Toll Road;
• Ruas Jalan Layang MBZ Sheikh Mohamed Bin Zayed; • MBZ Sheikh Mohamed Bin Zayed Elevated Toll Road;
• Ruas Cengkareng – Batuceper-Kunciran; • Cengkareng – Batuceper-Kunciran Toll Road;
• Ruas Bogor Outer Ring Road; • Bogor Outer Ring Road Toll Road;
• Ruas Jakarta – Cikampek II Sisi Selatan; • Jakarta – Cikampek II Sisi Selatan Toll Road;
• Ruas Nusa Dua – Tanjung Benoa; • Nusa Dua – Tanjung Benoa Toll Road;
• Ruas JORR W2 Utara; • JORR W2 Utara Toll Road;
• Ruas Gempol – Pandaan; • Gempol – Pandaan Toll Road;
• Ruas Gempol – Pasuruan; • Gempol – Pasuruan Toll Road;
• Ruas Semarang – Solo; • Semarang – Solo Toll Road;
• Ruas Pandaan – Malang; • Pandaan – Malang Toll Road;
• Ruas Solo – Ngawi; • Solo – Ngawi Toll Road;
• Ruas Medan – Kualanamu – Tebing Tinggi; • Medan – Kualanamu – Tebing Tinggi Toll Road;
• Ruas Surabaya – Mojokerto; • Surabaya – Mojokerto Toll Road;
• Ruas Serpong – Cinere; • Serpong – Cinere Toll Road;
• Ruas Manado – Bitung; • Manado – Bitung Toll Road;
• Ruas Jogja-Solo Seksi I; • Jogja-Solo Seksi I Toll Road;
• Ruas Probolinggo - Banyuwangi. • Probolinggo - Banyuwangi Toll Road.
PT JMTO juga berhasil memiliki pengoperasian pada ruas tol PT JMTO has also successfully taken over operations of non-
NonJasa Marga Grup, antara lain: Jasa Marga Group toll road sections, including:
• Ruas Krian - Legundi – Bunder – Manyar; • Krian - Legundi – Bunder – Manyar Toll Road;
• Ruas Cimanggis -– Cibitung; • Cimanggis -– Cibitung Toll Road;
• Ruas Bogor – Ciawi – Sukabumi; • Bogor – Ciawi – Sukabumi Toll Road;
• Ruas Cibitung – Cilincing – Tanjung Priok; • Cibitung – Cilincing – Tanjung Priok Toll Road;
• Ruas Serpong – Balaraja; • Serpong – Balaraja Toll Road;
• Ruas Kayu Agung - Palembang – Betung; • Kayu Agung - Palembang – Betung Toll Road;
• Ruas Semarang – Demak. • Semarang – Demak Toll Road.
Profitabilitas Segmen Usaha Pengoperasian Toll Road Operations Business Segment
Profitability
Pada tahun 2024, segmen usaha pengoperasian berhasil In 2024, the toll road operations business segment
membukukan laba usaha sebesar Rp334,7 miliar, lebih tinggi successfully secured an operating profit of Rp334,7 billion,
8,1% dari tahun 2023 yaitu sebesar Rp309,6 miliar. an increase of 8.1% compared to 2023, which was Rp309.6
billion.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Kinerja Segmen Usaha Pengoperasian* (dalam juta Rupiah)
Table of Operations Business Segment Performance (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
Pendapatan Usaha
2.163.016 2.100.397 62.619 3,0%
Operating Revenues
Beban Usaha
(1.691.238) (1.690.807) (431) 0,0%
Operating Expenses
Laba Bruto
471.778 409.590 62.188 15,2%
Gross Profit
Beban Umum dan Administrasi
(130.740) (103.966) (26.774) 25,8%
General and Administration Expenses
Penghasilan (Beban) Lain-Lain
(6.342) 3.976 (10.318) -259,5%
Other Income (Expenses)
Laba Usaha
334.696 309.600 25.096 8,1%
Profit on Operations
Aset
1.516.787 1.468.665 48.122 3,3%
Asset
Liabilitas Segmen
789.234
858.557 (69.323) -8,1%
Segment Liabilities
Keterangan/Notes:
*) Angka yang tersaji pada tabel di atas merupakan angka sebelum eliminasi.
*) The numbers represented in the table above are the numbers before elimination.
Analisis Kinerja Tahun 2024 Performance Analysis in 2024
Seiring dengan bertambahnya ruas-ruas jalan tol yang baru As new toll road sections, such as Cimanggis-Cibitung 2A and
beroperasi seperti Cimanggis-Cibitung seksi 2A dan 2B, 2B section, begin operation, the performance of the toll road
kinerja segmen usaha pengoperasian semakin membaik yang operations segment continues to improve, driving an increase
mendorong peningkatan pendapatan usaha dan laba usaha in both revenue and operating profit for the segment.
segmen usaha pengoperasian.
Prospek Usaha Segmen Usaha Pengoperasian Toll Road Operations Segment Business
Prospects
Seiring dengan bertambahnya pengoperasian ruas- As the number of newly operational toll roads in Indonesia
ruas tol baru di Indonesia, prospek usaha segmen usaha increases, the business prospects for the toll road operations
pengoperasian juga akan semakin baik yang akan berpotensi segment will continue to improve, potentially boosting
meningkatkan pendapatan usaha. business revenue.
Untuk menjaga keberlanjutan bisnis sebagai pemimpin di To sustain its leadership in the toll road operations sector
bidang pengoperasian jalan tol di Indonesia, PT JMTO berfokus in Indonesia, PT JMTO focuses on providing integrated and
pada layanan pengoperasian jalan tol yang terpadu dan comprehensive toll road operation services by offering
terintegrasi dengan menyediakan layanan operasi, peralatan operational services, toll equipment, as well as information
tol serta sistem informasi dan komunikasi (sisinfokom) and communication systems (ICT) based on information
berbasis teknologi informasi, sehingga memberikan layanan technology, thus providing a one-stop solution for toll road
pengoperasian jalan tol secara menyeluruh (one stop solution). operations. To strengthen and expand its business scale, PT
Untuk memperkuat dan memperbesar skala bisnisnya, PT JMTO will continue to participate in or follow open tenders for
JMTO akan terus senantiasa melaksanakan atau mengikuti new toll road sections owned by toll road operators outside of
lelang terbuka pada ruas jalan tol baru milik BUJT selain Jasa Jasa Marga Group.
Marga Grup.
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Segmen Usaha Preservasi Preservation Business Segment
Upaya lain yang dilakukan Perseroan untuk mengoptimalkan Another effort made by the Company to optimize its assets, in
aset yang dimiliki selain pengembangan usaha jasa addition to the development of toll road operation services,
pengoperasian jalan tol adalah pengembangan bisnis jasa is the development of toll road preservation services. This
preservasi jalan tol. Hal ini dilakukan dengan membentuk is carried out by establishing a subsidiary engaged in toll
Entitas Anak yang bergerak dalam bisnis preservasi jalan tol, road preservation business, namely PT Jasamarga Tollroad
yaitu PT Jasamarga Tollroad Maintenance (JMTM). Di samping Maintenance (JMTM). In addition to performing toll road
melaksanakan pekerjaan preservasi jalan tol di Jasa Marga preservation work within the Jasa Marga Group, PT JMTM also
Grup, PT JMTM juga memberikan layanan jasa konstruksi baik provides construction services both within and outside the
di dalam maupun di luar Jasa Marga Grup. Jasa Marga Group.
Tujuan dari pendirian PT JMTM, yakni untuk: The establishment of PT JMTM aims to:
1. Memiliki kemampuan dalam pengelolaan pemenuhan 1. The capability in managing the fulfillment of the
Standar Pelayanan Minimal (SPM) jalan tol yang menjadi Minimum Service Standards (SPM) for toll roads, which
aspek utama BUJT dalam pengoperasian jalan tol. SPM is a key aspect for Toll Road Business Entities (BUJT) in
ini merupakan indikator terpenting dalam memberikan toll road operations. These SPMs are the most important
kualitas pelayanan kepada pengguna jalan tol dan indicators in providing quality service to toll road users
mempengaruhi terhadap penyesuaian tarif untuk setiap and influence tariff adjustments for each toll road
ruas jalan tol yang telah beroperasi. segment that has been operational.
2. Memberikan nilai lebih dari segi efisiensi biaya 2. Provide added value in terms of preservation cost
preservasi kepada BUJT. Biaya Preservasi merupakan efficiency to BUJT. Preservation costs are expenses that
biaya yang perlu dikelola dengan cermat agar tidak must be carefully managed to avoid eroding the toll
menggerus pendapatan tol BUJT. revenue of BUJT.
3. Memaksimalkan potensi bisnis jasa preservasi yang 3. Maximize the growing potential of the toll road
terus meningkat dengan bertambahnya panjang jalan preservation services business with the increasing length
tol yang beroperasi. BUJT yang telah menyelesaikan of operational toll roads. BUJTs that have completed toll
konstruksi jalan tol dan masuk dalam fase operasional road construction and entered the operational phase will
akan membutuhkan pihak ketiga dalam melakukan require third parties to conduct toll road preservation to
preservasi jalan tol untuk memenuhi SPM. meet the SPM requirements.
Untuk mencapai tujuan sebagai service provider yang handal To achieve its goal as a reliable and trusted service provider,
dan tepercaya, PT JMTM mulai melakukan investasi di bidang PT JMTM has begun investing in technology, including the
teknologi, dengan melakukan pembelian Road Inspection purchase of the Road Inspection Hawkeye 2000 and Bridge
Hawkeye 2000 dan Bridge Inspection. Road Inspection Inspection equipment. The Road Inspection Hawkeye 2000
Hawkeye 2000 dioperasikan menggunakan sistem yang operates using a system that integrates several specific sensor
mengintegrasikan beberapa peralatan sensor yang spesifik devices to gather data on the road’s condition characteristics.
untuk mendapatkan data karakteristik kondisi jalan dan telah It is equipped with Automatic Crack Detection, enabling it to
dilengkapi dengan Automatic Crack Detection sehingga alat automatically detect cracks and potholes. This technology
ini mampu mendeteksi retak dan lubang secara otomatis. assists in the inventory of toll road assets and the assessment
Teknologi ini dapat membantu untuk melakukan inventarisasi of toll road conditions in an accurate, effective, and efficient
data aset jalan tol dan penilaian kondisi jalan tol secara manner. The data generated can then be used to develop a
akurat, efektif dan efisien. Data yang dihasilkan kemudian toll road preservation program, ensuring the optimization of
dapat digunakan untuk menyusun program preservasi jalan preservation costs.
tol sehingga dapat diperoleh biaya preservasi yang optimal.
Bridge Inspection dioperasikan sebagai platform atau alat The Bridge Inspection is operated as a platform or tool to
bantu untuk melakukan pengecekan/inspeksi kondisi conduct inspections of bridge conditions, both for short and
jembatan baik bentang pendek maupun bentang panjang long spans, at heights that are difficult to reach from beneath
pada ketinggian yang sulit terjangkau dari bawah jembatan. the bridge. This platform provides detailed assistance in
Platform ini secara detail dapat membantu pemeriksaan examining the physical condition of bridge elements, such
kondisi fisik elemen jembatan, seperti pemeriksaan bearing as checking bearing pads, cracks, and defects on girders, and
pad, retak dan cacat pada girder, pier jembatan serta bridge piers. It also supports bridge preservation activities
mendukung preservasi jembatan seperti pembersihan sekitar such as cleaning around pierheads, coating, tightening
pierhead, coating, pengencangan baut, pembersihan tanaman, bolts, removing plants, and comprehensive bridge health
serta pemantauan kesehatan jembatan secara menyeluruh. monitoring. The results of the bridge condition inspection can
Hasil dari inspeksi kondisi jembatan kemudian dapat then be used to develop a bridge preservation program with
digunakan untuk menyusun program preservasi jembatan optimized preservation costs.
dengan biaya preservasi yang optimal.
302 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 303
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kinerja Segmen Usaha Preservasi Preservation Business Segment Performance
Segmen usaha preservasi mencatatkan pendapatan sebesar The preservation business segment recorded a revenue of
Rp1.014,8 miliar di tahun 2024, turun 32,3% dibandingkan Rp1,014.8 billion in 2024, a decrease of 32.3% compared to
pendapatan pada tahun 2023 yaitu Rp1.498,4 miliar. the revenue in 2023, which was Rp1,498.4 billion.
Daftar pekerjaan yang dikerjakan oleh PT JMTM di tahun A list of the projects undertaken by PT JMTM in 2024 can be
2024 dapat dilihat pada bagian Produk dan Jasa di Bab Profil found in the Products and Services section of the Company
Perusahaan dalam Laporan Tahunan ini. Profile in this Annual Report.
Profitabilitas Segmen Usaha Preservasi Preservation Business Segment Profitability
Pada tahun 2024, segmen usaha preservasi membukukan In 2024, the preservation business segment recorded an
laba usaha sebesar Rp244,4 miliar, menurun 42,4% dari operating profit of Rp244.4 billion, a decrease of 42,4%
tahun 2023 yang tercatat sebesar Rp424,3 miliar. Angka yang from 2023, which was recorded at Rp424.3 billion. The
disajikan pada tabel dibawah merupakan angka sebelum figures presented in the table below are the numbers before
eliminasi JMTM. elimination.
Tabel Kinerja Segmen Usaha Preservasi* (dalam juta Rupiah)
Table of Preservastion Business Segment Performance (in milion Rupiah)
Pertumbuhan (Penurunan)
Growth (Decrease)
Uraian
2024 2023
Description
Rp %
Pendapatan Usaha
1.014.748 1.498.379 (483.630) -32,3%
Operating Revenues
Beban Usaha
(690.377) (967.359) 276.982 -28,6%
Operating Expenses
Laba Bruto
324.371 531.020 (206.649) -38,9%
Gross Profit
Beban Umum dan Administrasi
(130.053) (138.544) 8.491 -6,1%
General and Administration Expenses
Penghasilan (Beban) Lain-lain
50.083 31.808 18.275 57,5%
Other Income (Expenses)
Laba Usaha
244.401 424.284 (179.883) -42,4%
Profit on Operations
Aset
2.336.180 2.644.486 (308.306) -11,7%
Asset
Liabilitas
1.634.297 1.800.827 (166.530) -9,2%
Liabilities
Keterangan/Notes:
*) Angka yang tersaji pada tabel di atas merupakan angka sebelum eliminasi.
*) The numbers represented in the table above are the numbers before elimination.
Pada tahun 2024, pendapatan segmen usaha preservasi In 2024, the preservation business segment revenue was
tercatat menurun 32,3% dibandingkan dengan tahun recorded to have decreased by 32.3% compared to the
sebelumnya karena: previous year due to:
1. Pendapatan Proyek Infrastruktur menurun karena sesuai 1. Infrastructure Project Revenue decreased because it was
dengan cakupan pasar JMTM yang difokuskan pada in accordance with JMTM’s market coverage which was
pekerjaan Preservasi Jalan serta adanya ketentuan focused on Road Preservation work and the existence of
Akuntansi terkait Supply By Owner yang mana Accounting provisions related to Supply By Owner where
pendapatan dari Supply By Owner dieliminasi. revenue from Supply By Owner was eliminated.
2. Pendapatan Kontrak Manajemen berkurang karena 1. Management Contract Revenue declined due to Capex
adanya efisiensi Capex Jasa Marga Grup yang sesuai efficiency within Jasa Marga Group, which were aligned
dengan kebutuhan sehingga berpengaruh terhadap with actual needs, impacting PT JMTM’s Management
pendapatan Kontrak Manajamen PT JMTM serta adanya Contract Revenue and changes in the management fee
perubahaan perhitungan fee management pada tahun calculation in 2024.
2024.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 303
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Prospek Usaha Segmen Usaha Preservasi Business Prospects of Preservation Business
Segment
Ke depannya, Perseroan optimis bahwa segmen usaha In the future, the Company is optimistic that the preservation
preservasi akan terus meningkat seiring dengan bertambahnya business segment will continue to grow as the length of
panjang jalan tol yang beroperasi di Indonesia. Hal ini operational toll roads in Indonesia increases. This is because toll
dikarenakan BUJT yang telah menyelesaikan konstruksi jalan road operators (BUJT) that have completed the construction of
tol dan masuk ke dalam fase operasional akan membutuhkan toll roads and entered the operational phase will require third
pihak ketiga dalam melakukan preservasi jalan tol untuk parties to conduct toll road preservation to ensure compliance
memastikan pemenuhan SPM jalan tol. with the toll roads Service Level Standards (MSS).
Pada tahun 2024, PT JMTM mencatatkan perolehan kontrak In 2024, PT JMTM secured management contracts for the
manajemen preservasi untuk 22 ruas tol dan 13 proyek preservation of 22 toll road sections and 13 infrastructure
infrastruktur sehingga total preservasi jalan tol sepanjang projects, bringing the total toll road preservation coverage to
1.259,84 km. 1,259.84 km.
Implementasi teknologi Integrated Tollroad Maintenance The implementation of the Integrated Tollroad Maintenance
System (ITMS) dengan penilaian kinerja keselamatan jalan System (ITMS) with road safety performance assessments
menggunakan metode iRAP STAR Rating yaitu penilaian kinerja using the iRAP STAR Rating method, which evaluates road
keselamatan jalan melalui Star Rating dengan Hawkeye 2000. safety performance through Star Rating with the Hawkeye
2000, will further enhance this effort.
Penggunaan Hawkeye 2000, kendaraan khusus berteknologi The use of the Hawkeye 2000, a specialized smart technology
pintar untuk mendapatkan nilai kondisi jalan dengan lebih vehicle, allows for more accurate assessment of road
akurat, data geometrik, data aset jalan, maupun kondisi jalan. conditions, geometric data, road asset data, and overall road
Hawkeye 2000 telah digunakan di seluruh ruas jalan tol milik conditions. Since its introduction in 2018, the Hawkeye
Jasa Marga yang berada di Pulau Jawa. Beroperasi sejak tahun 2000 has been used not only to survey the conditions of toll
2018, Hawkeye 2000 tidak hanya digunakan untuk melakukan roads managed by Jasa Marga Group but also for non-Jasa
survei kondisi jalan tol Jasa Marga Grup tetapi juga pada ruas Marga Group toll roads. In 2024, Hawkeye 2000 processed
jalan tol non Jasa Marga Grup. Pada tahun 2024, Hawkeye condition data for a total of 5,117.6 kilometers of toll road
2000 telah mengolah data kondisi sepanjang 5.117,6 lanes managed by Jasa Marga Group, and 155.4 kilometers of
kilometer lajur jalan tol yang dikelola oleh Jasa Marga Grup non-Jasa Marga Group toll road lanes.
dan 155,4 kilometer lajur jalan tol non Jasa Marga Grup.
Pengembangan sistem manajemen jembatan menggunakan In addition, the development of a bridge management system
platform Bridge Inspection MOOG dengan tipe gantry. using the Bridge Inspection MOOG platform with a gantry type
Teknologi ini membantu dalam mencatat kondisi jembatan, has been implemented. This technology helps in recording
menyediakan data teknis jembatan serta membantu tenaga the condition of bridges, providing technical data for the
lapangan untuk dapat mengakses area instalasi pipa serta bridges, and assisting field personnel in safely accessing pipe
komponen lainnya yang berada dalam jangkauan sempit installations and other components located in narrow areas.
secara aman. Sejumlah kondisi yang bisa memanfaatkan alat The bridge inspection tool is especially useful for bridges with
inspeksi jembatan ini antara lain jembatan dengan pier yang tall piers, bridges over rivers where scaffolding or sky workers
tinggi, jembatan yang berada di atas sungai sehingga tidak are not feasible, and bridges with heavy traffic underneath.
memungkinkan untuk dipasang perancah atau sky worker Currently, Bridge Inspection has been used to inspect 4
serta jembatan dengan lalu lintas yang padat di bawahnya. bridges, consisting of 3 owned by Jasa Marga Group— the
Saat ini, Bridge Inspection telah digunakan untuk melakukan MBZ Toll Road Elevated Bridge, Cipada Bridge, and Cikubang
pemeriksaan pada 4 Jembatan terdiri dari 3 milik Jasa Marga Bridge— as well as the non-Jasa Marga bridge, the Tanjung
Grup yaitu Jembatan Layang Jalan Tol MBZ, Jembatan Cipada, Priok Toll Access Bridge.
Jembatan Cikubang dan ruas non Jasa Marga Grup yaitu
Jembatan Akses Tol Tanjung Priok.
304 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Segmen Usaha Lainnya Segmen Usaha Lainnya
Jasa Marga menjalankan bisnis segmen usaha lainnya Jasa Marga runs other business segments to develop
untuk mengembangkan bisnis prospektif dengan cara prospective businesses by optimizing the Company’s assets in
mengoptimalkan aset Perseroan di ruang milik jalan tol toll road space (Rumijatol) and along toll roads owned by Jasa
(Rumijatol) dan di sepanjang jalan tol milik Jasa Marga Grup. Marga Group. The development of this segment is carried out
Pengembangan segmen ini dilakukan oleh entitas anak by the Company’s subsidiary, namely PT Jasamarga Related
Perusahaan, yaitu PT Jasamarga Related Business (JMRB). Business (JMRB). Currently, PT JMRB is developing industrial
Saat ini PT JMRB sedang mengembangkan kawasan industri, areas, housing, and Toll Corridor Development (TCD) with the
perumahan, dan Toll Corridor Development (TCD) dengan “Travoy” branding, management of Service Rest Areas (TIP),
branding “Travoy”, pengelolaan Tempat Istirahat Pelayanan building management, and commercial businesses. PT JMRB
(TIP), building management, serta bisnis komersil. PT JMRB also continues to innovate and establish strategic cooperation
juga terus melakukan inovasi dan menjalin kerjasama with partners to develop other prospective businesses.
strategis dengan mitra untuk mengembangkan bisnis
prospektif lainnya.
Kinerja Segmen Usaha Lainnya Other Business Segments Performance
Kemajuan pengembangan bisnis properti PT JMRB dapat The progress of PT JMRB’s property business development
dilihat dari kemajuan pembangunan dari TCD Taman Mini can be seen from the advancement of the Toll Corridor
fase pembangunan rumah sakit atau fase 2 dan penjualan Development (TCD) Taman Mini, specifically the hospital
atas unit-unit rumah di proyek perumahan Spring Residence construction phase or phase 2, and the sales of housing units
Sidoarjo, Ambawani, dan beberapa proyek pengembangan in the Spring Residence Sidoarjo project, Ambawani, and
lainnya. some other development projects.
Profitabilitas Segmen Usaha Lainnya Other Business Segments Profitability
Pada tahun 2024, segmen usaha lainnya membukukan laba In 2024, the other business segments secured an operating
usaha sebesar Rp23,6 miliar, meningkat 5,0% dibandingkan profit of Rp23.6 billion, increased by 5.0% compared to the
tahun sebelumnya sebesar Rp22,5 miliar. previous year, which was recorded at Rp22.5 billion.
Analisis Kinerja Segmen Usaha Lainnya
Analysis of Other Business Segments Performance
Tabel Kinerja Segmen Usaha lainnya* (dalam juta Rupiah)
Table of Other Business Segment Performance (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
Pendapatan Usaha
957.674 617.665 340.009 55,0%
Operating Revenues
Beban Usaha
(850.978) (550.009) (300.969) 54,7%
Operating Expenses
Laba Bruto
106.696 67.656 39.040 57,7%
Gross Profit
Beban Umum dan Administrasi
(79.357) (66.221) (13.136) 19,8%
General and Administration Expenses
Penghasilan (Beban) Lain-Lain
(3.676) 21.091 (24.767) -117,4%
Other Income (Expenses)
Laba Usaha
23.663 22.526 1.137 5,0%
Profit on Operations
Aset
2.411.061 2.280.120 130.941 5,7%
Assets
Liabilitas
632.437 514.154 118.283 23,0%
Liabilities
Keterangan/Notes:
*) Angka yang tersaji pada tabel di atas merupakan angka sebelum eliminasi.
*) The numbers represented in the table above are the numbers before elimination.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 305
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Prospek Segmen Usaha Lainnya Other Business Segments Prospects
Perseroan melihat segmen usaha lainnya memiliki prospek The company sees a promising future for its other business
yang baik ke depannya. Perseroan melalui PT JMRB terus segments. Through PT JMRB, the company continues to
mengkaji dan mengembangkan segmen usaha lainnya agar assess and develop these segments to increase its revenue
dapat meningkatkan kontribusi pendapatan Perseroan di contributions in the future. This potential revenue growth is
masa yang akan datang. Potensi peningkatan pendapatan ini supported by the addition of new toll roads in operation.
didukung oleh penambahan pengoperasian jalan tol baru.
Salah satu upaya untuk mengembangkan segmen usaha lain One of the efforts to expand the other business segment is
yaitu mengoptimalisasi aset di sepanjang jalan tol Perseroan, by optimizing assets along the company’s toll roads through
dengan mengembangkan TCD, dengan cara melakukan the development of Toll Corridor Development (TCD), which
penjajakan kerja sama dengan beberapa mitra strategis baik involves exploring partnerships with strategic partners, both
perusahaan swasta bidang properti maupun sinergi BUMN. private property companies and state-owned enterprises
Saat ini, PT JMRB tengah fokus melakukan pengembangan (SOEs). Currently, PT JMRB is focusing on the development
TCD Taman Mini atau Travoy Hub. Travoy Hub sebagai of the Taman Mini Toll Corridor Development (Travoy Hub).
pengembangan yang berbasis transit, atau Transit-Oriented Travoy Hub is the first Transit-Oriented Development (TOD)
Development (TOD) pertama di Indonesia. Travoy Hub in Indonesia, combining the Taman Mini LRT station with a
merupakan pengembangan Tempat Istirahat dan Pelayanan business center and a transportation hub.
(TIP) yang memadukan Stasiun LRT Taman Mini dengan pusat
bisnis dan gathering point antar moda transportasi.
Selain itu, PT JMRB juga mengembangkan bisnis komersil In addition, PT JMRB is also developing commercial businesses
di sepanjang koridor jalan tol milik Jasa Marga Grup. PT along the toll road corridors of Jasa Marga Group. The
JMRB terus menjalin kerjasama dengan mitra-mitra strategis company continues to establish partnerships with strategic
untuk menambah daya saing dan memperluas cakupan pasar partners to enhance competitiveness and expand market
khususnya dalam bidang utilitas. reach, particularly in utilities and digital business sectors.
PT JMRB senantiasa mengembangkan bisnis usaha lain dan PT JMRB continuously develops other business ventures and
mengikuti perkembangan teknologi dengan memanfaatkan keeps up with technological advancements by leveraging
teknologi digital dalam rangka memaksimalkan peluang digital technology to maximize business opportunities and
usaha yang dimiliki serta pelayanan terhadap pelanggan enhance customer service. To improve services for toll road
Perseroan. Guna meningkatkan pelayanan kepada pengguna rest area (TIP) users, PT JMRB has implemented predictive
TIP, PT JMRB melakukan langkah-langkah prediktif dengan measures by installing Smart CCTV at the TIPs to monitor their
memasang Smart CCTV di TIP jalan tol untuk monitoring conditions. Additionally, Travoy Nitro is provided at the rest
kondisi TIP, serta menyediakan Travoy Nitro di Rest Area untuk areas for vehicle nitrogen refilling.
pengisian nitrogen kendaraan.
PT JMRB turut berkomitmen dalam mengembangkan bisnis PT JMRB is also committed to developing environmentally
yang ramah lingkungan, salah satunya dengan pemanfaatan friendly businesses, one of which involves utilizing renewable
energi baru terbarukan melalui pemasangan panel surya di energy through the installation of solar panels at TIPs in
TIP yang bekerja sama dengan salah satu mitra potensial. collaboration with a potential partner. Additionally, PT JMRB
Selain itu, PT JMRB melakukan pemasangan Stasiun Pengisian has installed Public Electric Vehicle Charging Stations (SPKLU)
Kendaraan Listrik Umum (SPKLU) di TIP untuk pengisian tenaga at TIPs to support the government’s initiative to promote the
kendaraan listrik dalam rangka mendukung pemerintah use of environmentally friendly electric vehicles.
dalam meningkatkan penggunaan kendaraan listrik yang
lebih ramah lingkungan.
PT JMRB terus berinovasi untuk mendukung pelayanan yang PT JMRB continues to innovate in order to provide safe
aman dan nyaman bagi pengguna TIP dengan menjajaki and comfortable services for rest area users by exploring
kerjasama dengan mitra dalam pembangunan Executive collaborations with partners. This includes the development
Lounge yang beroperasi di akhir tahun 2024 serta Xpress of an Executive Lounge, set to operate in late 2024, as well
Hotel di yang akan rampung di tahun 2025 mendatang. as the completion of the Xpress Hotel, which is scheduled to
open in 2025.
306 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 307
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tinjauan Keuangan
Financial Overview
Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk The Consolidated Financial Statements of PT Jasa Marga
dan entitas anaknya yang disajikan sesuai dengan prinsip- (Persero) Tbk and its subsidiaries, presented under the
prinsip akuntansi keuangan yang berlaku umum di Indonesia generally accepted accounting principles in Indonesia (PSAK)
(PSAK) untuk tahun yang berakhir pada 31 Desember 2024 for the years ending December 31, 2024, and 2023, serve as
dan 2023 menjadi dasar dalam melakukan analisis atas the basis for analyzing the company’s financial performance.
kinerja keuangan Perseroan. Laporan Keuangan tahun 2024 The 2024 Financial Statements have been audited by the
telah diaudit oleh Kantor Akuntan Publik (KAP) Amir Abadi Public Accounting Firm (KAP) Amir Abadi Jusuf, Aryanto,
Jusuf, Aryanto, Mawar & Rekan, dan memperoleh pendapat/ Mawar & Rekan and have received an unqualified opinion in
opini wajar, dalam semua hal yang material. Adapun Laporan all material respects. Similarly, the 2023 Financial Statements
Keuangan tahun 2023 telah diaudit oleh KAP Amir Abadi were audited by KAP Amir Abadi Jusuf, Aryanto, Mawar &
Jusuf, Aryanto, Mawar & Rekan dan memperoleh pendapat/ Rekan and also received an unqualified opinion in all material
opini wajar, dalam semua hal yang material. respects.
Pemahaman atas uraian tinjauan keuangan yang tersaji tetap The understanding of the presented financial overview
memperhatikan penjelasan pada Catatan Laporan Keuangan should also consider the explanations in the Notes to the
Konsolidasian (CALK) sebagai bagian yang tidak terpisahkan Consolidated Financial Statements (CALK) as an integral part
dari Laporan Tahunan ini. Analisis terkait kinerja keuangan of this Annual Report. The analysis of the company’s financial
Perseroan juga mengacu pada kinerja keuangan di tahun performance also refers to the financial performance in the
sebelumnya sebagai data pembanding sehingga analisis yang previous year as a comparative data, therefore the analysis
disampaikan lebih komprehensif. provided is more comprehensive.
Laporan Posisi Keuangan Konsolidasian
Consolidated Statement of Financial Position
Tabel Laporan Posisi Keuangan Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statements of Financial Position (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
ASET/ ASSETS
ASET LANCAR
CURRENT ASSETS
Kas dan setara kas
4.810.319 4.438.951 371.368 8,4%
Cash and cash equivalents
Investasi jangka pendek
22.791 1.360.795 (1.338.004) -98,3%
Short-term investments
Piutang lain-lain
1.142.927 1.266.347 (123.420) -9,7%
Other receivables
Persediaan
147.978 119.490 28.488 23,8%
Inventories
Biaya dibayar di muka dan uang muka-neto
106.727 95.910 10.817 11,3%
Prepaid expenses and advances-net
Pajak dibayar di muka
135.854 134.956 898 0,7%
Prepaid taxes
Dana dibatasi penggunaannya
487.735 558.326 (70.591) -12,6%
Restricted funds
TOTAL ASET LANCAR
6.854.331 7.974.775 (1.120.444) -14,0%
TOTAL CURRENT ASSETS
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 307
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Laporan Posisi Keuangan Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statements of Financial Position (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
ASET TIDAK LANCAR
NON-CURRENT ASSETS
Piutang lain-lain
312.946 275.000 37.946 13,8%
Other receivables
Dana dibatasi penggunaannya
232.739 292.783 (60.044) -20,5%
Restricted funds
Investasi pada entitas asosiasi dan ventura bersama-neto
7.097.939 6.155.705 942.234 15,3%
Investment in associates and joint ventures – net
Aset tetap - neto
507.465 474.401 33.064 7,0%
Fixed asset – net
Properti investasi – neto
979.181 751.557 227.624 30,3%
Properti investasi – neto
Aset tak berwujud – neto
Intangible assets – net
Hak pengusahaan jalan tol
122.945.666 111.246.294 11.699.372 10,5%
Toll road concession rights
Lainnya
87.074 109.573 (22.499) -20,5%
Others
Goodwill 41.849 41.849 - 0,0%
Aset keuangan lainnya - neto
259.846 246.677 13.169 5,3%
Other financial assets – net
Aset tidak lancar lainnya - neto
1.407.403 1.720.233 (312.830) -18,2%
Other non-current assets – net
Aset derivatif
- 23.142 (23.142) -100,0%
Derivative assets
TOTAL ASET TIDAK LANCAR
133.872.108 121.337.214 12.534.894 10,3%
TOTAL NON-CURRENT ASSETS
TOTAL ASET
140.726.439 129.311.989 11.414.450 8,8%
TOTAL ASSETS
LIABILITAS/ LIABILITY
LIABILITAS JANGKA PENDEK
CURRENT LIABILITIES
Utang usaha
144.777 179.230 (34.453) -19,2%
Accounts payable
Utang kontraktor
494.361 560.316 (65.955) -11,8%
Contractors payable
Utang pajak
1.806.578 363.898 1.442.680 396,5%
Taxes payable
Beban akrual
10.354.508 8.120.532 2.233.976 27,5%
Accrued expenses
Utang bank
573.213 4.499.415 (3.926.202) -87,3%
Bank loans
Utang lembaga keuangan bukan bank
- 908.102 (908.102) -100,0%
Non-bank financial institutions loan
308 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 309
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Laporan Posisi Keuangan Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statements of Financial Position (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas jangka panjang yang jatuh tempo dalam satu
tahun:
Current maturities of long-term liabilities:
Utang bank
4.882.857 5.072.042 (189.185) -3,7%
Bank loans
Utang lembaga keuangan bukan bank
- 200.000 (200.000) -100,0%
Non-bank financial institutions loan
Utang obligasi
286.000 - 286.000 100,0%
Bonds payable
Liabilitas pembebasan tanah
- 1.298.844 (1.298.843) -100,0%
Land acquisition liabilities
Liabilitas sewa
64.199 72.631 (8.432) -11,6%
Lease liabilities
Provisi pelapisan jalan tol
728.154 541.854 186.300 34,4%
Provision for overlay
Pendapatan diterima dimuka
104.112 46.724 57.388 122,8%
Unearned revenues
Liabilitas imbalan kerja
- 1.794 (1.794) -100,0%
Employee benefits liabilities
Liabilitas keuangan jangka pendek lainnya
921.785 955.782 (33.997) -3,6%
Other short-term financial liability
TOTAL LIABILITAS JANGKA PENDEK
20.360.544 22.821.164 (2.460.620) -10,8%
TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG
NON-CURRENT LIABILITIES
Liabilitas pajak tangguhan
5.158.436 5.651.292 (492.856) -8,7%
Deferred tax liabilities
Utang kontraktor jangka panjang
600.776 488.130 112.646 23,1%
Long-term contractors payable
Beban akrual jangka panjang
700.629 715.029 (14.400) -2,0%
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
52.078.327 57.046.445 (4.968.118) -8,7%
Bank loans
Utang Lembaga Keuangan Bukan Bank
272.000 - 272.000 100,0%
Non-Bank Financial Institutions Loan
Utang obligasi
1.538.161 897.353 640.808 71,4%
Bonds payable
Liabilitas pembebasan tanah
109.008 251.066 (142.059) -56,6%
Land acquisition liabilities
Liabilitas sewa
59.819 57.385 2.434 4,2%
Lease liabilities
Provisi pelapisan jalan tol
683.207 731.649 (48.442) -6,6%
Provision for overlay
Pendapatan diterima dimuka
70.594 73.683 (3.089) -4,2%
Unearned revenues
Liabilitas imbalan kerja jangka panjang
1.307.197 1.316.108 (8.911) -0,7%
Long-term employee benefits liabilities
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 309
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Laporan Posisi Keuangan Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statements of Financial Position (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas Derivatif
- 67.171 (67.171) -100,0%
Derivative Liability
Liabilitas Jangka Panjang Lainnya
246.588 284.308 (37.720) -13,3%
Other Long Term Liabilities
TOTAL LIABILITAS JANGKA PANJANG
62.824.742 67.579.619 (4.754.878) -7,0%
TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS
83.185.286 90.400.783 7.215.497 -8,0%
TOTAL LIABILITIES
EKUITAS/ EQUITY
Ekuitas yang Dapat Diatribusikan kepada Pemilik Entitas
Induk
Equity attributable to owners of the parent entity
Modal saham - nilai nominal Rp 500 (rupiah penuh) per
saham Modal dasar 19.040.000.000 saham
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%
Capital stock - Rp500 par value (full amount) per share
Authorized - 19,040,000,000 shares 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
1.962.273 (51.064) 2.013.337 -3.942,8%
Difference from non-controlling interest transaction
Saldo laba
Retained earnings
Telah ditentukan penggunaannya
8.971.304 8.971.304 0 0,0%
Appropriated
Belum ditentukan penggunaannya
17.958.412 13.697.656 4.260.756 31,1%
Unappropriated
Penghasilan komprehensif lain:
Other comprehensive income:
Kerugian yang belum direalisasi dari aset keuangan pada
nilai wajar (1.344.089) (1.166.806) (177.283) 15,2%
Unrealized loss on financial assets as fair value
Pengukuran nilai wajar derivative lindung nilai arus kas
- (50.675) 50.675 -100,0%
Measurement of fair value derivative for cashflow hedge
Pengukuran kembali liabilitas imbalan kerja jangka
panjang
(1.130.887) (1.134.999) 4.112 -0,4%
Remeasurements of long-term employee benefits
liability
Ekuitas Neto yang Dapat diatribusikan kepada :
Net equity attributable to:
Pemilik Entitas Induk
34.043.034 27.891.437 6.151.597 22,1%
Owners of The Parent Entity
Kepentingan Non Pengendali
23.498.119 11.019.769 12.478.350 113,2%
Non-Controlling Interests
TOTAL EKUITAS
57.541.153 38.911.206 18.629.947 47,9%
TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS
140.726.439 129.311.989 11.414.450 8,8%
TOTAL LIABILITIES AND EQUITY
310 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 311
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Aset Assets
Pada tahun 2024, total aset Perseroan tercatat lebih tinggi In 2024, the Company’s total assets were recorded higher
dibandingkan tahun 2023 utamanya disebabkan oleh than in 2023, primarily due to an increase in toll road
peningkatan hak pengusahaan jalan tol dengan adanya concession rights with the addition of the effects of business
penambahan dari efek kombinasi bisnis dan kemajuan combinations and progress in the construction of new toll
konstruksi pengembangan jalan tol baru. road developments.
Tabel Aset (dalam jutaan Rupiah)
Table of Asset (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
ASET LANCAR
CURRENT ASSETS
Kas dan setara kas
4.810.319 4.438.951 371.368 8,4%
Cash and cash equivalents
Investasi jangka pendek
22.791 1.360.795 (1.338.004) -98,3%
Short-term investments
Piutang lain-lain
1.142.927 1.266.347 (123.420) -9,7%
Other receivables
Persediaan
147.978 119.490 28.488 23,8%
Inventories
Biaya dibayar di muka dan uang muka-neto
106.727 95.910 10.817 11,3%
Prepaid expenses and advances-net
Pajak dibayar di muka
135.854 134.956 898 0,7%
Prepaid taxes
Dana dibatasi penggunaannya
487.735 558.326 (70.591) -12,6%
Restricted funds
TOTAL ASET LANCAR
6.854.331 7.974.775 (1.120.444) -14,0%
TOTAL CURRENT ASSETS
ASET TIDAK LANCAR
NON-CURRENT ASSETS
Piutang lain-lain
312.946 275.000 37.946 13,8%
Other receivables
Dana dibatasi penggunaannya
232.739 292.783 (60.044) -20,5%
Restricted funds
Investasi pada entitas asosiasi dan ventura bersama-neto
7.097.939 6.155.705 942.234 15,3%
Investment in associates and joint ventures - net
Aset tetap - neto
507.465 474.401 33.064 7,0%
Fixed asset - net
Properti investasi - neto
979.181 751.557 227.624 30,3%
Properti investasi - neto
Aset tak berwujud - neto
Intangible assets - net
Hak pengusahaan jalan tol
122.945.666 111.246.294 11.699.372 10,5%
Toll road concessions rights
Lainnya
87.074 109.573 (22.499) -20,5%
Others
Goodwill 41.849 41.849 0 0,0%
Aset keuangan lainnya - neto
259.846 246.677 13.169 5,3%
Other financial assets - net
Aset tidak lancar lainnya - neto
1.407.403 1.720.233 (312.830) -18,2%
Other non-current assets - net
Aset derivatif
- 23.142 (23.142) -100,0%
Derivative assets
TOTAL ASET TIDAK LANCAR
133.872.108 121.337.214 12.534.894 10,3%
Other Non-Current Assets - Net
TOTAL ASET
140.726.439 129.311.989 11.414.450 8,8%
TOTAL ASSETS
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 311
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Aset Lancar Current Assets
Perseroan mencatatkan penurunan aset lancar di tahun 2024 The Company recorded a decrease in current assets in 2024
dibandingkan dengan tahun sebelumnya karena penurunan compared to the previous year, primarily due to a decline in
investasi jangka pendek akibat konsolidasi kembali PT JPT. short-term investments following the reconsolidation of PT
JPT.
Tabel Aset Lancar (dalam jutaan Rupiah)
Table of Current Assets (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Kas dan setara kas
4.810.319 4.438.951 371.368 8,4%
Cash and cash equivalents
Investasi jangka pendek
22.791 1.360.795 (1.338.004) -98,3%
Short-term investment
Piutang lain-lain
1.142.927 1.266.347 (123.420) -9,7%
Other receivables
Persediaan
147.978 119.490 28.488 23,8%
Inventories
Biaya dibayar di muka dan uang muka-neto
106.727 95.910 10.817 11,3%
Prepaid expenses and advances-net
Pajak dibayar di muka
135.854 134.956 898 0,7%
Prepaid taxes
Dana dibatasi penggunaannya
487.735 558.326 (70.591) -12,6%
Restricted funds
TOTAL ASET LANCAR
6.854.331 7.974.775 (1.120.444) -14,0%
TOTAL CURRENT ASSETS
Kas dan Setara Kas Cash and Cash Equivalents
Kas dan setara kas Perseroan tercatat mengalami peningkatan The Company’s cash and cash equivalents recorded an
di tahun 2024 utamanya dikontribusikan oleh peningkatan increased in 2024, mainly contributed by an increase in cash
cadangan kas di bank dan deposito berjangka. reserves in banks and time deposits.
Tabel Kas dan Setara Kas (dalam jutaan Rupiah)
Table of Cash and Cash Equivalents (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Kas
7.606 13.229 (5.623) -42,5%
Cash on Hand
Bank
1.257.444 1.082.613 174.831 16,1%
Bank
Deposito Berjangka
3.545.269 3.343.109 202.160 6,0%
Time Deposits
Total 4.810.319 4.438.951 371.368 8,4%
312 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 313
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Investasi Jangka Pendek Short-Term investments
Pada tahun 2024, Perseroan mencatakan penurunan investasi In 2024, the Company recorded a decline in short-term
jangka pendek karena telah diterimanya pengalihan hak investments due to the transfer of ownership rights to all
kepemilikan atas seluruh saham Dana Investasi Infrastruktur shares of the Mandiri Toll Road Infrastructure Investment
(KIK DINFRA) Toll Road Mandiri-001 sebagai bentuk buyback Fund (KIK DINFRA)-001 has been received as a form of Dinfra
Dinfra pada tanggal 2 Desember 2024, sehingga Perseroan buyback on December 2, 2024, so that the Company no longer
tidak lagi mencatatakan KIK DINFRA Toll Road Mandiri-001 records KIK DINFRA Toll Road Mandiri-001 as a short-term
sebagai investasi jangka pendek di tahun 2024. investment in 2024.
Tabel Investasi Jangka Pendek (dalam jutaan Rupiah)
Table of Short-term Investment (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Efek yang Diukur pada Nilai Wajar melalui Penghasilan Komprehensif Lain
Marketable Securities Measured at Fair Value Other Comprehensive Income
Reksadana Mandiri Investasi Dana Obligasi Seri II
4.530 4.530 0 0,0%
Mutual Fund Mandiri Investment - Bond II Series
BRI Seruni Sharia Money Market Mutual Fund 2.682 - 2.682 100,0%
Insight Money Sharia Mutual Fund 2.578 - 2.578 100,0%
Insight Money Mutual Fund 2.544 - 2.544 100,0%
STAR-SMM 2.396 - 2.396 100,0%
BRI MELATI 1.000 - 1.000 100,0%
KIK DINFRA Toll Road Mandiri-001 - 1.109.651 (1.109.651) -100,0%
Kenaikan Nilai Aset Neto
7.061 246.614 (239.553) -97,1%
Increase in Net Assets Value
Total 22.791 1.360.795 (1.338.004) -98,3%
Piutang Lain-lain – Neto Other Receivables – Net
Piutang lain-lain lancar di tahun 2024 mengalami penurunan Current other receivables in 2024 decreased compared to the
dibandingkan tahun sebelumnya karena penurunan piutang previous year due to a decline in third party receivables.
pihak ketiga.
Tabel Piutang Lain-lain - Lancar (dalam jutaan Rupiah)
Table of Other Receivables - Current (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Piutang Lain-lain Lancar
Other Receivables - Current
Pihak Berelasi
381.362 350.775 30.587 8,7%
Related Parties
Pihak Ketiga
872.104 1.031.821 (159.717) -15,5%
Third Parties
Dikurangi:
Less:
Cadangan Kerugian Penurunan Piutang
(110.539) (116.249) 5.710 -4,9%
Allowance for Impairment Losses
Sub total 761.565 915.572 (154.007) -16,8%
Total 1.142.927 1.266.347 (123.420) -9,7%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 313
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Persediaan Inventories
Pada tahun 2024, Perseroan mencatatkan peningkatan In 2024, the Company recorded an increase in inventory
persediaan dibandingkan dengan tahun 2023 seiring adanya compared to 2023 due to the increase in property inventory
peningkatan persediaan properti pada anak usaha bisnis in a prospective business subsidiary.
prospektif.
Tabel Persediaan (dalam jutaan Rupiah)
Table of Inventories (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Persediaan Properti
135.187 107.985 27.202 25,2%
Property Inventory
Persediaan Lain-lain
7.072 6.788 284 4,2%
Other Inventory
Persediaan Manufaktur
5.719 4.717 1.002 21,2%
Manufacturing Inventory
Total 147.978 119.490 28.488 23,8%
Biaya Dibayar di Muka dan Uang Muka – Neto Prepaid Expenses and Advances – Net
Pada tahun 2024, biaya dibayar di muka dan uang muka In 2024, prepaid expenses and advances increased compared
tercatat meningkat dibandingkan dengan tahun sebelumnya to the previous year due to a rise in work advances.
karena peningkatan pada uang muka pekerjaan.
Tabel Biaya Dibayar di Muka dan Uang Muka – Neto (dalam jutaan Rupiah)
Table of Prepaid Expenses and Advances - Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Uang muka pekerjaan
60.566 39.764 20.802 52,3%
Work advances
Biaya dibayar di muka
29.200 38.730 (9.530) -24,6%
Prepaid expenses
Uang muka operasional
16.961 17.416 (455) -2,6%
Operational advances
Total 106.727 95.910 10.817 11,3%
Pajak Dibayar di Muka Prepaid Tax
Pajak dibayar di muka Perseroan di tahun 2024 mengalami In 2024, the prepaid tax of the Company increased compared
peningkatan dibandingkan tahun sebelumnya, seiring dengan to the previous year, in line with the difference in the monthly
perbedaan asumsi perhitungan pajak bulanan menggunakan tax calculation assumptions using the average effective rate
tarif efektif rata-rata (TER) pada tahun 2024 dengan masa (TER) in 2024 with the last tax period using the Article 17 rate,
pajak terakhir menggunakan tarif Pasal 17, sehingga terdapat hence there are more payments for Income Tax Article 21.
lebih bayar atas Pph 21.
314 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pajak Dibayar di Muka (dalam jutaan Rupiah)
Table of Prepaid Taxes (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pajak Penghasilan Pasal 21
64.068 - 64.068 100,0%
Income Tax Article 21
Pajak Pertambahan Nilai
71.786 134.956 (63.170) -46,8%
Value Added Tax
Total 135.854 134.956 898 0,7%
Dana Dibatasi Penggunaannya – Aset Lancar Restricted funds – Current Assets
Perseroan mencatatkan adanya penurunan dana dibatasi The Company recorded a decrease in short-term restricted
penggunaannya jangka pendek di tahun 2024 dibandingkan funds in 2024 compared to the previous year due to decrease
dengan tahun sebelumnya karena penurunan rekening in toll revenue mandate account.
amanat pendapatan tol.
Tabel Dana Dibatasi Penggunaannya – Aset Lancar (dalam jutaan Rupiah)
Table of Restricted Funds – Current Assets (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Bank
Rekening Pembebasan Tanah
14.070 4.309 9.761 226,5%
Land Acquisition Account
Jaminan Sindikasi Bank
220.701 163.884 56.817 34,7%
Syndicated Bank Guarantee
Jaminan Pelaksanaan
44.821 - 44.821 100,0%
Performance Bond
Rekening Amanat Pendapatan Tol
201.184 381.060 (179.876) -47,2%
Toll Collection Escrow Account
Deposito
Jaminan Pemeliharaan
5.231 - 5.231 100,0%
Maintenance Bond
Jaminan Pembebasan Tanah
1.728 1.728 0 0,0%
Land Acquisition Guarantee
Jaminan Pelaksanaan
- 7.345 (7.345) 0,0%
Performance Bond
Total 487.735 558.326 (70.591) -12,6%
Aset Tidak Lancar Non-Current Assets
Pada tahun 2024, Perseroan mencatatkan peningkatan jumlah In 2024, the Company recorded an increase in non-current
aset tidak lancar akibat penambahan progres konstruksi di assets due to the progress of new toll road construction and
ruas tol baru dan konsolidasi kembali PT JPT. the reconsolidation of PT JPT.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 315
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Aset Tidak Lancar (dalam jutaan Rupiah)
Table of Non-current Assets (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Piutang lain-lain
312.946 275.000 37.946 13,8%
Other receivables
Dana dibatasi penggunaannya
232.739 292.783 (60.044) -20,5%
Restricted funds
Investasi pada entitas asosiasi dan ventura bersama-neto
7.097.939 6.155.705 942.234 15,3%
Investment in associates and joint ventures - net
Aset tetap - neto
507.465 474.401 33.064 7,0%
Fixed assets - net
Properti investasi - neto
979.181 751.557 227.624 30,3%
Investment properties - net
Aset tak berwujud – neto
Intangible assets - net
Hak pengusahaan jalan tol
122.945.666 111.246.294 11.699.372 10,5%
Toll road concession rights
Lainnya
87.074 109.573 (22.499) -20,5%
Others
Goodwill 41.849 41.849 0 0,0%
Aset keuangan lainnya - neto
259.846 246.677 13.169 5,3%
Other financial assets - net
Aset tidak lancar lainnya - neto
1.407.403 1.720.233 (312.830) -18,2%
Other non-current assets - net
Aset derivatif
- 23.142 (23.142) -100,0%
Derivative assets
TOTAL ASET TIDAK LANCAR
133.872.108 121.337.214 12.534.894 10,3%
TOTAL NON-CURRENT ASSETS
Piutang Lain-Lain – Tidak Lancar Other Receivables - Non-Current
Piutang lain-lain tidak lancar di tahun 2024 tercatat meningkat Non-current other receivables in 2024 increased compared
dibandingkan dengan tahun 2023 karena penambahan to 2023 due to additional loan receivables from PT JTT to its
piutang pinjaman dari PT JTT pada anak usahanya. subsidiary.
Tabel Piutang Lain-lain - Tidak Lancar (dalam jutaan Rupiah)
Tables of Other Receivables - Non-current (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
312.946 275.000 37.946 13,8%
Related Parties
Total 312.946 275.000 37.946 13,8%
Dana Dibatasi Pengunaannya - Tidak Lancar Restricted Funds - Non-Current
Dana dibatasi penggunaannya di tahun 2024 mengalami Restricted funds in 2024 decreased compared to the previous
penurunan dibandingkan tahun sebelumnya yang utamanya year, primarily due to reduction in bank performance
disebabkan oleh penurunan pada jaminan pelaksanaan bank guarantees and bank syndicated guarantees.
dan jaminan sindikasi bank.
316 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 317
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Dana Dibatasi Penggunaannya – Aset Tidak Lancar (dalam jutaan Rupiah)
Table of Restricted Funds – Non-Current Assets (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Bank
Pembebasan Tanah
20.041 - 20.041 100,0%
Performance Bond
Jaminan Sindikasi Bank
199.934 232.863 (32.929) -14,1%
Syndicated Bank Guarantee
Jaminan Pelaksanaan
- 49.270 (49.270) 100,0%
Performance Bond
Deposito
Deposits
Jaminan Pelaksanaan
7.345 - 7.345 100,0%
Performance Bond
Jaminan Sindikasi Bank
5.419 5.419 0 0,0%
Syndicated Bank Guarantee
Jaminan Pemeliharaan
- 5.231 (5.231) -100,0%
Maintenance Bond
Total 232.739 292.783 (60.044) -20,5%
Investasi pada Entitas Asosiasi dan Ventura Bersama Investment in Associates and Joint Ventures – Net
– Neto
Peningkatan investasi pada entitas asosiasi dan ventura The increase in investments in associates and joint ventures
bersama - neto Perseroan di tahun 2024 dibandingkan tahun – net of the Company in 2024 compared to the previous year
sebelumnya terutama disebabkan oleh tambahan setoran is primarily due by additional capital contributions to JMJ and
modal ke JMJ dan implementasi buyback DINFRA. the implementation of DINFRA buyback.
Tabel Investasi pada Entitas Asosiasi dan Ventura Bersama - Neto (dalam jutaan Rupiah)
Table of Investment in Associates and Joint Ventures - Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Perusahaan
The Company
Entitas Asosiasi
Asociate Entity
PT Trans Lingkar Kita Jaya (TLKJ) 272.753 211.271 61.482 29,1%
PT Citra Bhakti Margatama Persada (CBMP) 56.787 56.787 0 0,0%
PT Citra Ganesha Marga Nusantara (CGMN) 16.914 16.914 0 0,0%
PT Bukaka Marga Utama (BMU) 9.436 9.436 0 0,0%
PT Jasamarga Gedebage Cilacap (JGC) 66.318 52.975 13.343 25,2%
PT Bogor Serpong Infra Selaras (BSIS) 4.394 - 4.394 100,0%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 317
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Investasi pada Entitas Asosiasi dan Ventura Bersama - Neto (dalam jutaan Rupiah)
Table of Investment in Associates and Joint Ventures - Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Ventura Bersama
Joint Venture
PT Jasamarga Jogja Solo (JMJ) d/h PT Jogjasolo
1.489.110 954.138 534.972 56,1%
Marga Makmur (JMM)
PT Marga Lingkar Jakarta (MLJ) 989.800 960.939 28.861 3,0%
Penyertaan tidak langsung melalui JTT
Indirect investment through JTT
Ventura Bersama
Joint Venture
PT Trans Marga Jateng (TMJ) 1.735.439 847.279 888.160 104,8%
PT Jasamarga Pandaan Malang (JPM) 1.024.283 1.057.657 (33.374) -3,2%
PT Jasamarga Pandaan Tol (JPT) - 445.602 (445.602) -100,0%
PT Jasamarga Jalanlayang Cikampek (JJC) 1.582.160 1.669.543 (87.383) -5,2%
Penyertaan tidak langsung melalui JMRB
Indirect Investment through JMRB
PT PP Sinergi Banjaratma (PPSB) - 9.276 (9.276) -100,0%
Total Penyertaan
7.247.394 6.291.817 951.183 15,1%
Total Inclusion
Dikurangi:
Deducted:
Penurunan Nilai Penyertaan pada CBMP
(56.787) (56.787) 0 0,0%
Impairment of Investment in CBMP
Penurunan Nilai Penyertaan pada CGMN
(16.914) (16.914) 0 0,0%
Impairment of Investment in CGMN
Penurunan Nilai Penyertaan pada BMU
(9.436) (9.436) 0 0,0%
Impairment of Investment in BMU
Penurunan Nilai Penyertaan pada JGC
(66.318) (52.975) (13.343) 25,2%
Impairment of Investment in JGC
Total 7.097.939 6.155.705 942.234 15,3%
Aset Tetap Neto Fixed Assets – Net
Perseroan mencatatkan peningkatan aset tetap - neto di tahun The Company recorded an increase in fixed assets - net in
2024 dibandingkan dengan tahun 2023 karena peningkatan 2024 compared to 2023 due to the growth of directly owned
aset tetap kepemilikan langsung. fixed assets.
318 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 319
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Aset Tetap Neto (dalam jutaan Rupiah)
Table of Fixed Assets - Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Harga Perolehan
Acquisition Cost
Aset Tetap Pemilikan Langsung
1.065.909 933.079 132.830 14,2%
Direct Acquisition Assets
Aset Tetap dalam Konstruksi
25.630 21.435 4.195 19,6%
Construction in Progress
Aset Hak Guna
372.759 361.613 11.146 3,1%
Right of Use Assets
Total Harga Perolehan
1.464.298 1.316.127 148.171 11,3%
Total Acquisition Costs
Akumulasi Penyusutan
Accumulated Depreciation
Aset Tetap Pemilikan Langsung
707.416 637.349 70.067 11,0%
Direct Acquisition Assets
Aset Hak Guna
249.417 204.377 45.040 22,0%
Right of Use Assets
Total Akumulasi Penyusutan
956.833 841.726 115.107 13,7%
Total Accumulated Depreciations
Total 507.465 474.401 33.064 7,0%
Properti Investasi – Neto Investment Property - Net
Pada tahun 2024, properti investasi Perseroan mengalami In 2024, the Company’s investment properties increased
peningkatan dibandingkan tahun sebelumnya karena compared to the previous year due to the addition of
penambahan properti di Transit Oriented Development (TOD) properties in the Transit Oriented Development (TOD) Taman
Taman Mini. Mini.
Tabel Properti Investasi - Neto (dalam jutaan Rupiah)
Table of Investment Properties - Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Biaya Perolehan
Acquisition fee
Properti Investasi
1.121.368 858.426 262.942 30,6%
Investment Properties
Akumulasi Penyusutan
Accumulated Depreciation
Properti Investasi
142.187 106.869 35.318 33,0%
Investment Properties
Total 979.181 751.557 227.624 30,3%
Hak Pengusahaan Jalan Tol – Neto Toll Road Concession Rights – Net
Aset tak berwujud hak pengusahaan jalan tol - neto mengalami The intangible asset of toll road concession rights – net
peningkatan di tahun 2024 dibandingkan tahun sebelumnya increased in 2024 compared to the previous year due to
karena penambahan dari progress konstruksi di ruas tol additions from construction progress in toll road sections
konstruksi dan terkonsolidasinya kembali PT JPT. under development and the reconsolidation of PT JPT.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 319
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Hak Pengusahaan Jalan Tol – Neto (dalam jutaan Rupiah)
Table of Toll Road Concession Rights - Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Biaya Perolehan
143.150.742 128.710.997 14.439.745 11,2%
Acquisition Cost
Akumulasi Amortisasi
20.205.076 17.464.703 2.740.373 15,7%
Accumulated Amortization
Total 122.945.666 111.246.294 11.699.372 10,5%
Aset Tak Berwujud Lainnya – Neto Other Intangible Assets - Net
Pada tahun 2024, aset tak berwujud lainnya - neto mengalami In 2024, other intangible assets - net, decreased compared
penurunan dibandingkan tahun sebelumnya disebabkan to the previous year due to the accumulated depreciation is
oleh akumulasi penyusutan yang lebih besar dibandingkan greater than the increase in software acquisition cost.
peningkatan biaya perolehan perangkat lunak.
Tabel Aset Tak Berwujud Lainnya – Neto (dalam jutaan Rupiah)
Table of Other Intangible Assets – Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Biaya Perolehan
Acquisition Cost
Perangkat Lunak
495.237 485.324 9.913 2,0%
Software
Akumulasi Penyusutan
408.163 375.751 32.412 8,6%
Accumulated Amortization
Total 87.074 109.573 (22.499) -20,5%
Goodwill Goodwill
Goodwill Perseroan tidak mengalami peningkatan maupun The Company’s goodwill remained unchanged from 2023
penurunan dari tahun 2023 hingga 2024. Saldo goodwill to 2024. The goodwill balance represents the difference
merupakan selisih antara nilai wajar aset neto Perseroan between the fair value of the Company’s net assets acquired
yang diakuisisi dari pihak ketiga dengan nilai akuisisi secara from third parties and the total acquisition value of PT JSM, PT
keseluruhan atas akuisisi PT JSM, PT JMTM, dan PT JKC. JMTM, and PT JKC.
Tabel Goodwill (dalam jutaan Rupiah)
Table of Goodwill (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Nilai Tercatat
Carrying Amount
Akuisisi PT Jasamarga Surabaya Mojokerto (JSM)
36.880 36.880 0 0,0%
Acquisition of PT Jasamarga Surabaya Mojokerto (JSM)
Akuisisi PT Jasamarga Tollroad Maintenance (JMTM)
2.848 2.848 0 0,0%
Acquisition of PT Jasamarga Tollroad Maintenance (JMTM)
Akuisisi PT Jasamarga Kunciran Cengkareng (JKC)
2.121 2.121 0 0,0%
Acquisition of PT Jasamarga Kunciran Cengkareng (JKC)
Total 41.849 41.849 0 0,0%
320 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 321
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Aset Keuangan Lainnya – Neto Other Financial Assets – Net
Aset keuangan lainnya - neto di tahun 2024 mengalami Other financial assets - net in 2024 increased compared to
peningkatan dibandingkan tahun sebelumnya dari pengaruh the previous year due to the impact of the increase in the fair
peningkatan pencatatan nilai wajar atas penyertaan tidak value recording of the Company’s indirect investment in PT
langsung Perseroan pada PT Fintek Karya Nusantara (Finarya) Fintek Karya Nusantara (Finarya) through PT JMTO.
melalui PT JMTO.
Tabel Aset Keuangan Lainnya - Neto (dalam jutaan Rupiah)
Table of Other Financial Assets - Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
PT Marga Mandala Sakti (MMS) 66.482 93.498 (27.016) -28,9%
PT Citra Margatama Surabaya (CMS) 23.504 25.585 (2.081) -8,1%
PT Marga Nurindo Bhakti (MNB) - - 0 0,0%
PT Citra Mataram Satriamarga Persada (CMSP) - - 0 0,0%
PT Margaraya Jawa Tol (MJT) - - 0 0,0%
PT Makassar Metro Network (MMN) d/h
3.620 5.347 (1.727) -32,3%
PT Bosowa Marga Nusantara (BMN)
PT Jatim Prasarana Utama (JPU) 1.042 1.083 (41) -3,8%
PT Marga Mawatindo Esprit (MME) - - 0 0,0%
PT Marga Net One Limited (MNOL) - - 0 0,0%
PT Pilar Sinergi BUMN Indonesia (PSBI) - - 0 0,0%
PT Kresna Kusuma Dyandra Marga (KKDM) 1.280 - 1.280 100,0%
PT Hutama Marga Waskita (HAMAWAS) 15.235 22.802 (7.567) -33,2%
Penyertaan tidak langsung melalui JMTO
Indirect investment through JMTO
PT Fintek Karya Nusantara (Finarya) 143.666 97.031 46.635 48,1%
Penyertaan tidak langsung melalui JMRB
Indirect investment through JMRB
PT Sinergi Colomadu (SC) 91 1.331 (1.240) -93,2%
PT PP Sinergi Banjaratma (PPSB) 4.926 - 4.926 100,0%
Total 259.846 246.677 13.169 5,3%
Aset Tidak Lancar Lainnya – Neto Other Non-Current Assets – Net
Pada tahun 2024, aset tidak lancar lainnya menurun In 2024, other non-current assets decreased compared to
dibandingkan tahun sebelumnya karena adanya penurunan the previous year due toa reduction in down payments
uang muka kontraktor dan konsultan serta tanah dalam for contractors and consultants as well as land under
pengembangan milik PT JMRB yang berada di TB Simatupang - development owned by PT JMRB located in TB Simatupang -
Jakarta, Pesanggrahan - Jakarta, Kaum Sari - Bogor, Paramount Jakarta, Pesanggrahan - Jakarta, Kaum Sari - Bogor, Paramount
- Medan. - Medan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 321
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Aset Tidak Lancar Lainnya - Neto (dalam jutaan Rupiah)
Table of Other Non-current Assets – Net (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Tanah dalam Pengembangan
668.700 763.505 (94.805) -12,4%
Land under Development
Uang Muka Kontraktor dan Konsultan
505.904 729.587 (223.683) -30,7%
Advances for Contractors and Consultants
Biaya Prakarsa
127.237 139.170 (11.933) -8,6%
Initiative Cost
Taksiran Tagihan Pajak Entitas Anak
67.528 53.942 13.586 25,2%
Estimated Claim for Tax Refund - Subsidiary
Uang Muka Pembelian Tanah
47.620 47.573 47 0,1%
Advances for Purchase of Land
Aset Diambil Alih
26.102 26.102 0 0,0%
Foreclosed Assets
Uang Muka Setoran Modal
4.822 2.365 2.457 103,9%
Advances for Capital Invetsment
Uang Muka Biaya Fasilitas Pinjaman
141 8.522 (8.381) -98,3%
Advances for Loans Facility Fee
Lainnya
15.998 17.159 (1.161) -6,8%
Others
Cadangan Kerugian Penurunan Nilai
Allowance for Impairment Losses
Aset Diambil Alih
(26.102) (26.102) 0 0,0%
Foreclosed Assets
Biaya Prakarsa
(25.725) (39.225) 13.500 34,4%
Initiative Cost
Uang Muka Setoran Modal
(4.822) (2.365) (2.457) 103,9%
Advances for Capital Invetsment
Total Penurunan Nilai
(56.649) (67.692) 11.043 -16,3%
Total Impairment Losses
Total - Bersih
1.407.403 1.720.233 (312.830) -18,2%
Total - Net
Liabilitas Liabilities
Perseroan mencatatkan total liabilitas yang menurun di tahun The Company recorded an increase in total liabilities in 2024
2024 dibandingkan tahun 2023 disebabakan oleh pelunasan compared to 2023, driven by a decline in both short-term and
pinjaman bank atas penerimaan divestasi PT JTT. long-term liabilities.
Tabel Liabilitas (dalam jutaan Rupiah)
Table of Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
LIABILITAS/ LIABILITY
LIABILITAS JANGKA PENDEK
CURRENT LIABILITIES
Utang usaha
144.777 179.230 (34.453) -19,2%
Accounts payable
Utang kontraktor
494.361 560.316 (65.955) -11,8%
Contractors payable
Utang pajak
1.806.578 363.898 1.442.680 396,5%
Taxes payable
322 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 323
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Liabilitas (dalam jutaan Rupiah)
Table of Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban akrual
10.354.508 8.120.532 2.233.976 27,5%
Accrued expenses
Utang bank
573.213 4.499.415 (3.926.202) -87,3%
Bank loans
Utang lembaga keuangan bukan bank
- 908.102 (908.102) -100,0%
Non-bank financial institutions loan
Liabilitas jangka panjang yang jatuh tempo dalam satu
tahun:
Current maturities of long - term liabilities:
Utang bank
4.882.857 5.072.042 (189.185) -3,7%
Bank loans
Utang lembaga keuangan bukan bank
- 200.000 (200.000) -100,0%
Non-bank financial institutions loan
Utang Obligasi
286.000 - 286.000 100,0%
Bonds payable
Liabilitas pembebasan tanah
- 1.298.844 (1.298.844) -100,0%
Land acquisition liabilities
Liabilitas sewa
64.199 72.631 (8.432) -11,6%
Lease liabilities
Provisi pelapisan jalan tol
728.154 541.854 186.300 34,4%
Toll provision for overlay
Pendapatan diterima dimuka
104.112 46.724 57.388 122,8%
Unearned revenues
Liabilitas imbalan kerja
- 1.794 (1.794) -100,0%
Employee benefits liabilities
Liabilitas keuangan jangka pendek lainnya
921.785 955.782 (33.997) -3,6%
Other short-term financial liabilities
TOTAL LIABILITAS JANGKA PENDEK
20.360.544 22.821.164 (2.460.620) -10,8%
TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG
NON-CURRENT LIABILITIES
Liabilitas pajak tangguhan
5.158.436 5.651.292 (492.856) -8,7%
Deferred tax liabilities
Utang kontraktor jangka panjang
600.776 488.130 112.646 23,1%
Long-term contractors payable
Beban akrual jangka panjang
700.629 715.029 (14.400) -2,0%
Long-term accrued expenses
Liabilitas jangka panjang - setelah dikurangi bagian yang
jatuh tempo dalam satu tahun:
Long-term liabilities - net of the portion that is due in one
year:
Utang bank
52.078.327 57.046.445 (4.968.118) -8,7%
Bank loans
Utang Lembaga Keuangan Bukan Bank
272.000 - 272.000 100,0%
Non-Bank Financial Institutions Loan
Utang obligasi
1.538.161 897.353 640.808 71,4%
Bonds payable
Liabilitas pembebasan tanah
109.008 251.066 (142.058) -56,6%
Land acquisition liabilities
Liabilitas sewa
59.819 57.385 2.434 4,2%
Lease liabilities
Provisi pelapisan jalan tol
683.207 731.649 (48.442) -6,6%
Provision for overlay
Pendapatan diterima dimuka
70.594 73.683 (3.089) -4,2%
Unearned revenues
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 323
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Liabilitas (dalam jutaan Rupiah)
Table of Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas imbalan kerja jangka panjang
1.307.197 1.316.108 (8.911) -0,7%
Long-term employee benefits liabilities
Liabilitas derivatif
- 67.171 (67.171) -100,0%
Derivative liabilities
Liabilitas jangka panjang lainnya
246.588 284.308 (37.720) -13,3%
Other long-term liabilities
TOTAL LIABILITAS JANGKA PANJANG
62.824.742 67.579.619 (4.754.877) -7,0%
TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS
83.185.286 90.400.783 (7.215.497) -8,0%
TOTAL LIABILITIES
Liabilitas Jangka Pendek Current Liabilities
Pada tahun 2024, jumlah liabilitas jangka pendek mengalami In 2024, total current liabilitiesdecreased compared to the
penurunan dibandingkan tahun sebelumnya karena previous year due to reduction its bank debt at the parent
penurunan utang bank dengan adanya pelunasan di level level by using proceeds from the divestment of PT JTT
induk menggunakan hasil dari divestasi dari PT JTT serta tidak and there will no further liabilities for land acquisition in
adanya lagi liabilitas pembebasan tanah entitas anak atas subsidiaries for advance funds for land purchases on the
dana talangan pembelian tanah pada ruas jalan tol Kunciran- Kunciran-Serpong, Cengkareng-Batu Ceper-Kunciran and
Serpong, Cengkareng-Batu Ceper-Kunciran dan Surabaya- Surabaya-Mojokerto toll roads .
Mojokerto.
Tabel Liabilitas Jangka Pendek (dalam jutaan Rupiah)
Table of Current Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Utang usaha
144.777 179.230 (34.453) -19,2%
Accounts payable
Utang kontraktor
494.361 560.316 (65.955) -11,8%
Contractors payable
Utang pajak
1.806.578 363.898 1.442.680 396,5%
Taxes payable
Beban akrual
10.354.508 8.120.532 2.233.976 27,5%
Accrued expenses
Utang bank
573.213 4.499.415 (3.926.202) -87,3%
Bank loans
Utang lembaga keuangan bukan bank
- 908.102 (908.102) -100,0%
Non-bank financial institutions loan
Liabilitas jangka panjang yang jatuh tempo dalam satu
tahun:
Current Maturities of Long-term Liabilities
Utang bank
4.882.857 5.072.042 (189.185) -3,7%
Bank loans
Utang lembaga keuangan bukan bank
- 200.000 (200.000) -100,0%
Non-bank financial institutions loan
Utang Obligasi
286.000 - 286.000 100,0%
Bonds payable
Liabilitas pembebasan tanah
- 1.298.844 (1.298.843) -100,0%
Land acquisition liabilities
324 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 325
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Liabilitas Jangka Pendek (dalam jutaan Rupiah)
Table of Current Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas sewa
64.199 72.631 (8.432) -11,6%
Lease liabilities
Provisi pelapisan jalan tol
728.154 541.854 186.300 34,4%
Provision for overlay
Pendapatan diterima dimuka
104.112 46.724 57.388 122,8%
Unearned revenue
Liabilitas imbalan kerja
- 1.794 (1.794) -100,0%
Employee benefits liabilities
Liabilitas keuangan jangka pendek lainnya
921.785 955.782 (33.997) -3,6%
Other short-term financial liabilities
TOTAL LIABILITAS JANGKA PENDEK
20.360.544 22.821.164 (2.460.620) -10,8%
TOTAL CURRENT LIABILITIES
Utang Usaha Accounts Payable
Perseroan mencatatkan penurunan utang usaha di tahun The Company recorded a decrease in accounts payable in
2024 dibandingkan tahun sebelumnya karena penurunan 2024 compared to the previous year due to decrease in
utang kepada pemasok terkait pengadaan jasa pemeliharaan account payable to suppliers related to the procurement of
dan pembersihan jalan tol. toll road maintenance and cleaning services.
Tabel Utang Usaha
(dalam jutaan Rupiah)
Table of Accounts Payable (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
4.470 9.523 (5.053) -53,1%
Related Parties
Pihak Ketiga
140.307 169.707 (29.400) -17,3%
Third Parties
Total 144.777 179.230 (34.453) -19,2%
Utang Kontraktor Jangka Pendek Short Tem Contractor Payable
Utang kontraktor jangka pendek di tahun 2024 mengalami Short-term contractor payables in 2024 decreased compared
penurunan dibandingkan tahun sebelumnya yang disebabkan to the previous year due to payment of contractor debt to PT
oleh pembayaran utang kontraktor kepada PT Waskita Karya Waskita Karya (Persero) Tbk.
(Persero) Tbk.
Tabel Utang Kontraktor (dalam jutaan Rupiah)
Table of Contractors Payables (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
100.733 336.172 (235.439) -70,0%
Related Parties
Pihak Ketiga
393.628 224.144 169.484 75,6%
Third Parties
Total 494.361 560.316 (65.955) -11,8%
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 325
Page 326
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Utang Pajak Tax Payable
Utang pajak Perseroan di tahun 2024 mengalami peningkatan The Company’s tax payable in 2024 increased compared to
dibandingkan tahun sebelumnya karena pajak terutang atas the previous year due to taxes payable on the divestment
transaksi divestasi PT JTT. transaction of PT JTT.
Tabel Utang Pajak (dalam jutaan Rupiah)
Table of Taxes Payable (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Perseroan
1.666.922 239.156 1.427.766 597,0%
Company
Entitas Anak
139.656 124.742 14.914 12,0%
Subsidiaries
Total 1.806.578 363.898 1.442.680 396,5%
Beban Akrual Jangka Pendek Current Accrued Expenses
Pada tahun 2024, beban akrual jangka pendek Perseroan In 2024, the Company’s current accrued expenses increased
mengalami peningkatan dibandingkan tahun sebelumnya compared to the previous year, primarily due to the
terutama disebabkan oleh pengakuan atas progres konstruksi recognition of construction progress on the Jogja-Bawen (PT
di ruas jalan tol Jogja-Bawen (PT JJB) dan Japek Selatan (PT JJB) and Japek Selatan (PT JJS) toll roads.
JJS).
Utang Bank Jangka Pendek Short-term Bank Loans
Utang bank jangka pendek di tahun 2024 menurun The short-term bank loans in 2024 decreased compared to
dibandingkan tahun sebelumnya karena pelunasan hutang di the previous year because of deleveraging at the parent level
level induk menggunakan hasil divestasi PT JTT. using the divestment proceeds of PT JTT.
Tabel Utang Bank Jangka Pendek (dalam jutaan Rupiah)
Table of Short-term Bank Loans (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
- 2.726.257 (2.726.257) -100,0%
Related Parties
Pihak Ketiga
573.213 1.773.158 (1.199.945) -67,7%
Third Parties
Total 573.213 4.499.415 (3.926.202) -87,3%
Utang Lembaga Keuangan Bukan Bank Non-Bank financial Institutions Loan
Utang lembaga keuangan bukan bank mengalami penurunan Non-bank financial Institutions loan decreased in 2024 due
di tahun 2024 disebabkan oleh pelunasan pinjaman dana to repayment of land bridging loans at PT JAP after obtaining
talangan tanah di PT JAP setelah diperoleh kredit sindikasi. syndicated credit.
326 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 327
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Utang Lembaga Keuangan Bukan Bank (dalam jutaan Rupiah)
Table of Non-Bank Financial Institution Loan (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
- 908.102 (908.102) -100,0%
Related Parties
Total - 908.102 (908.102) -100,0%
Liabilitas Jangka Panjang yang Jatuh Tempo dalam Current Maturities of Long - Term Liabilities
Satu Tahun
Liabilitas jangka panjang yang jatuh tempo dalam satu Current maturities of long - term liabilities in 2024 increased
tahun di tahun 2024 mengalami penurunan dibandingkan compared to 2023 due to the repayment of State Asset
tahun 2023 karena pelunasan utang pokok Badan Layanan Management Agency (BLU LMAN) debt and bank loan
Umum (BLU) Lembaga Manajemen Aset Negara (LMAN) dan settlement from the proceeds of PT JTT divestment.
pelunasan utang bank atas penerimaan divestasi PT JTT.
Tabel Liabilitas Jangka Panjang yang Jatuh Tempo dalam Satu Tahun (dalam jutaan Rupiah)
Table of Current Maturities of Long-term Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Utang Bank
4.882.857 5.072.042 (189.185) -3,7%
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- 200.000 (200.000) -100,0%
Non-Bank Financial Institutions Loan
Utang Obligasi
286.000 - 286.000 100,0%
Bonds payable
Liabilitas Pembebasan Tanah
- 1.298.843 (1.298.843) -100,0%
Land Acquisition Liabilities
Laibilitas Sewa
64.199 72.631 (8.432) -11,6%
Lease Liabilities
Provisi Pelapisan Jalan Tol
728.154 541.854 186.300 34,4%
Provision for Overlay
Pendapatan diterima dimuka
104.112 46.724 57.388 122,8%
Unearned revenue
Liabilitas Imbalan Kerja
- 1.794 (1.794) -100,0%
Employee Benefits Liability
Total 6.065.322 7.233.888 (1.168.566) -16,2%
Liabilitas Keuangan Jangka Pendek Lainnya Other Current Financial Liabilities
Perseroan mencatatkan penurunan pada liabilitas keuangan As a result of the reduction in due to related party, PT TMJ, the
jangka pendek lainnya di tahun 2024 dibandingkan tahun company recorded a decrease in current financial liabilities in
sebelumnya disebabkan oleh penurunan utang pinjaman 2024 compared to the previous year.
afiliasi PT TMJ.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 327
Page 328
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Liabilitas Keuangan Jangka Pendek Lainnya (dalam jutaan Rupiah)
Table of Other Short-term Financial Liabilties (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
Related Parties
Utang Titipan
52.923 42.254 10.669 25,2%
Deposite Payable
Pihak Ketiga
Third parties
Utang Pencadangan (Multi Lane Free Flow)
375.455 257.096 118.359 46,0%
Provisions for Multi Lane Free Flow
Utang Titipan
229.361 279.054 (49.693) -17,8%
Deposite Payable
Utang Jaminan Pihak Lain
27.534 29.446 (1.912) -6,5%
Guarantee Payable
Utang Pinjaman Afiliasi TMJ
- 162.518 (162.518) -100,0%
Due to Related Party - TMJ
Lainnya (di bawah Rp2.000)
236.512 185.414 51.098 27,6%
Others (each below Rp2.000)
Total 921.785 955.782 (33.997) -3,6%
Liabilitas Jangka Panjang Non-Current Liabilities
Liabilitas jangka panjang Perseroan di tahun 2024 mengalami The Company’s non-current liabilities decreased in 2024
penurunan dibandingkan tahun sebelumnya terutama compared to the previous year, mainly due to The Company
disebabkan oleh pelunasan utang bank yang dilakukan atas recorded a decrease in total liabilities in 2024 compared to
penerimaan divestasi PT JTT. 2023 due to deleveraging through bank loan repayments
following the proceeds from the divestment of PT JTT.
Tabel Liabilitas Jangka Panjang (dalam jutaan Rupiah)
Table of Non-current Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas pajak tangguhan
5.158.436 5.651.292 (492.856) -8,7%
Deferred tax liabilities
Utang kontraktor jangka panjang
600.776 488.130 112.646 23,1%
Long-term contractors payable
Beban akrual jangka panjang
700.629 715.029 (14.400) -2,0%
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
52.078.327 57.046.445 (4.968.118) -8,7%
Bank loans
Utang Lembaga Keuangan Bukan Bank
272.000 - 272.000 100,0%
Non-Bank Financial Institutions Loan
Utang obligasi
1.538.161 897.353 640.808 71,4%
Bonds payable
Liabilitas pembebasan tanah
109.008 251.066 (142.058) -56,6%
Land acquisition liabilities
328 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 329
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Liabilitas Jangka Panjang (dalam jutaan Rupiah)
Table of Non-current Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas sewa
59.819 57.385 2.434 4,2%
Lease liabilities
Provisi pelapisan jalan tol
683.207 731.649 (48.442) -6,6%
Provision for overlay
Pendapatan diterima dimuka
70.594 73.683 (3.089) -4,2%
Unearned revenues
Liabilitas imbalan kerja jangka panjang
1.307.197 1.316.108 (8.911) -0,7%
Long-term employee benefits liabilities
Liabilitas Derivatif
- 67.171 (67.171) -100,0%
Derivative Liability
Liabilitas jangka Panjang lainnya
246.588 284.308 (37.720) -13,3%
Other Long Term Liabilities
TOTAL LIABILITAS JANGKA PANJANG
62.824.742 67.579.619 (4.754.877) -7,0%
TOTAL NON-CURRENT LIABILITIES
Liabilitas Pajak Tangguhan Deferred Tax Liabilities
Pada tahun 2024, liabilitas pajak tangguhan mengalami In 2024, deferred tax liabilities decreased compared to the
penurunan dibandingkan tahun sebelumnya terutama previous year, primarily due to the implementation of PMK 72.
disebabkan oleh penerapan PMK 72.
Utang Kontraktor Jangka Panjang Long-term Contractor Payable
Utang kontraktor jangka panjang di tahun 2024 mengalami In 2024, long-term contractor debt increased compared to the
peningkatan dibandingkan tahun sebelumnya karena previous year due to the increase in retention at PT JJS and
peningkatan retensi pada PT JJS dan PT JJB. PT JJB.
Tabel Utang Kontraktor Jangka Panjang (dalam jutaan Rupiah)
Table of Long-term Contractor Payable (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
351.737 267.658 84.079 31,4%
Related Parties
Pihak Ketiga
249.039 220.472 28.567 13,0%
Third Parties
Total 600.776 488.130 112.646 23,1%
Beban Akrual Jangka Panjang Long-Term Accrued Expenses
Beban akrual jangka panjang di tahun 2024 mengalami Long-term accrual expenses in 2024 decreased compared
penurunan dibandingkan tahun sebelumnya karena to the previous year due to the decrease in accrued interest
penurunan akrual beban bunga. expenses.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 329
Page 330
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Beban Akrual Jangka Panjang (dalam jutaan Rupiah)
Table of Long-term Accrued Expenses (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban Kontraktor dan Konsultan
7.591.213 5.363.983 2.227.230 41,5%
Contractors and Consultant Expense
Beban Umum dan Administrasi
1.653.751 1.588.273 65.478 4,1%
General and Administrative Expenses
Akrual Insentif Kinerja
982.954 936.739 46.215 4,9%
Performance Incentive Accrual
Hutang investasi ke Pemerintah
700.629 715.029 (14.400) -2,0%
Government’s Invesment Liability
Beban Bunga
118.445 226.538 (108.093) -47,7%
Interest Expense
Lain-Lain
8.145 4.999 3.146 62,9%
Others
Total 11.055.137 8.835.561 2.219.576 25,1%
Dikurangi Bagian Lancar
10.354.508 8.120.532 2.233.976 27,5%
Net of Current Portion
Bagian Tidak Lancar
700.629 715.029 (14.400) -2,0%
Non-current Portion
Liabilitas Jangka Panjang-Setelah Dikurangi Bagian Non-Current Liabilities – Net of Current Maturities
yang Jatuh Tempo dalam Satu Tahun
Pada tahun 2024, liabilitas jangka panjang – setelah dikurangi In 2024 non-current liabilities – net of current maturities
bagian yang jatuh tempo dalam satu tahun mengalami decreased compared to the previous year due to the repayment
penurunan dibandingkan tahun sebelumnya karena of bank loans from the proceeds of PT JTT divestment.
pelunasan utang bank atas penerimaan divestasi PT JTT.
Tabel Liabilitas Jangka Panjang-Setelah Dikurangi Bagian yang Jatuh Tempo dalam Satu Tahun (dalam jutaan Rupiah)
Table of Long-term Liabilities - Net of Current Maturities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Utang Bank
52.078.327 57.046.445 (4.968.118) -8,7%
Bank Loans
Utang Lembaga Keuangan Bukan Bank
272.000 - 272.000 100,0%
Non-Bank Financial Institutions Loan
Utang Obligasi
1.538.161 897.353 640.808 71,4%
Bonds Payable
Liabilitas Pembebasan Tanah
109.008 251.066 (142.058) -56,6%
Land Acquisition Liabilities
Liabilitas Sewa
59.819 57.385 2.434 4,2%
Lease Liabilities
Provisi Pelapisan Jalan Tol
683.207 731.649 (48.442) -6,6%
Provision for Overlay
Pendapatan Diterima Dimuka
70.594 73.683 (3.089) -4,2%
Unearned Revenues
Liabilitas imbalan kerja jangka panjang
1.307.197 1.316.108 (8.911) -0,7%
Long-Term Employee Benefits Liabilities
Total 56.118.313 60.373.689 (4.255.376) -7,0%
330 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 331
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Liabilitas Derivatif Derivative Liabilities
Liabilitas derivatif mengalami penurunan pada tahun 2024 Derivative liabilities decreased in 2024 due to the end of the
karena telah berakhirnya transaksi pokok yang mendasari principal transaction underlying the cash flow value, including:
nilai arus kas, meliputi: fasilitas kredit investasi PT Bank investment credit facility of PT Bank Mandiri (Persero) Tbk in
Mandiri (Persero) Tbk di PT JGP, fasilitas treasury line PT Bank PT JGP, treasury line facility of PT Bank Mandiri (Persero) Tbk
Mandiri (Persero) Tbk di PT JSN, dan fasilitas treasury line- in PT JSN, and treasury line-interest swap facility of PT Bank
interest swap PT Bank Mandiri (Persero) Tbk di PT JSB. Mandiri (Persero) Tbk in PT JSB.
Tabel Liabilitas Derivatif (dalam jutaan Rupiah)
Table of Derivative Liabilities (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Lindung Nilai Arus Kas
- 67.171 (67.171) -100,0%
Cash Flow Hedging
Total - 67.171 (67.171) -100,0%
Liabilitas Jangka Panjang Lainnya Other Non-Current Liabilities
Perseroan mencatatkan penurunan liabilitas jangka panjang The company recorded a decrease in other non-current
lainnya dibandingkan tahun sebelumnya karena disebabkan liabilities compared to the previous year due to decrease in
oleh penurunan pada pencadangan atas kontingensi. reserves for contingencies.
Ekuitas Equity
Ekuitas Perseroan di tahun 2024 mengalami peningkatan The Company’s equity in 2024 increased compared to the
dibandingkan tahun sebelumnya. Hal ini karena peningkatan previous year, driven by a rise in non-controlling interests’
ekuitas kepentingan non pengendali akibat divestasi PT JTT. equity following the divestment of PT JTT.
Tabel Ekuitas (dalam jutaan Rupiah)
Table of Equity (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
EKUITAS/ EQUITY
Ekuitas yang Dapat Diatribusikan Kepada Pemilik Entitas Induk
Equity Attributable to Owners of the Parent Entity
Modal saham - nilai nominal Rp 500 (rupiah penuh) per
saham Modal dasar 19.040.000.000 saham
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%
Capital stock - Rp500 per value (full amount) per share
Authorized - 19,040,000,000 shares Issued and fully paid
- 1 series 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 nonpengendali
1.962.273 (51.064) 2.013.337 -3.942,8%
Difference from non-controlling interest transaction
Saldo laba
Retained earnings
Telah ditentukan penggunaannya
8.971.304 8.971.304 0 0,0%
Appropriated
Belum ditentukan penggunaannya
17.958.412 13.697.656 4.260.756 31,1%
Unappropriated
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 331
Page 332
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Ekuitas (dalam jutaan Rupiah)
Table of Equity (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Penghasilan komprehensif lain:
Other comprehensive income:
Kerugian yang belum direalisasi dari aset keuangan
pada nilai wajar (1.344.089) (1.166.806) (177.283) 15,2%
Unrealized loss on financial assets as fair value
Pengukuran nilai wajar derivative lindung nilai arus kas
Measurement of fair value derivative for cashflow - (50.675) 50.675 -100,0%
hedge
Pengukuran kembali liabilitas imbalan kerja jangka
panjang
(1.130.887) (1.134.999) 4.112 -0,4%
Remeasurements of long-term employee benefits
liability
Ekuitas Neto yang Dapat diatribusikan kepada:
Net equity attributable to:
Pemilik entitas induk
34.043.034 27.891.437 6.151.597 22,1%
Owner of the parent entity
Kepentingan non pengendali
23.498.119 11.019.769 12.478.350 113,2%
Non-controlling interests
TOTAL EKUITAS
57.541.153 38.911.206 18.629.947 47,9%
TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS
140.726.439 129.311.989 11.414.450 8,8%
TOTAL LIABILITY AND EQUITY
Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian
Consolidated Statement of Profit or Loss and Other Comprehensive Income
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statement of Profit or Loss and other Comprehensive Income (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
PENDAPATAN
REVENUES
Pendapatan Tol
17.185.720 13.948.029 3.237.691 23,2%
Toll Operating Revenues
Pendapatan Usaha Lainnya
1.542.518 1.617.953 (75.435) -4,7%
Other Operating Revenues
Pendapatan Konstruksi
9.974.974 5.752.623 4.222.351 73,4%
Construction Revenue
TOTAL 28.703.212 21.318.605 7.384.607 34,6%
BEBAN POKOK PENDAPATAN
COST OF REVENUES
Beban Tol dan Usaha Lainnya
(7.482.043) (6.643.256) (838.787) 12,6%
Toll and Other Operating Expenses
Beban Konstruksi
(9.903.014) (5.716.823) (4.186.191) 73,2%
Construction Expense
TOTAL (17.385.057) (12.360.079) (5.024.978) 40,7%
332 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 333
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statement of Profit or Loss and other Comprehensive Income (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
LABA BRUTO
11.318.155 8.958.526 2.359.629 26,3%
GROSS PROFIT
Penghasilan Keuangan
261.467 255.966 5.501 2,1%
Finance Income
Penghasilan Lain-lain
260.366 150.107 110.259 73,5%
Other Income
Beban Umum dan Administrasi
(2.311.776) (2.007.934) (303.842) 15,1%
General and Administrative Expenses
Beban Lain-Lain
(168.285) (120.097) (48.188) 40,1%
Other Expenses
Beban Pajak atas Penghasilan Keuangan
(46.591) (30.675) (15.916) 51,9%
Tax Expense on Finance Income
Keuntungan dari Nilai Wajar Investasi Asosiasi
186.407 4.017.364 (3.830.957) -95,4%
Gain on Fair Value of Investment in Associates
Kerugian dari Nilai Wajar Investasi Jangka Pendek
(144.002) (963.687) 819.685 -85,1%
Loss on Fair Value of Short Term Investment
Keuntungan dari Pembelian dengan Diskon
176.271 1.058.750 (882.479) -83,4%
Gain on Bargain Purchase
LABA USAHA
9.532.012 11.321.897 (1.789.885) -15,8%
PROFIT FROM OPERATIONS
EBITDA 12.619.026 9.911.619 2.707.407 27,3%
Biaya Keuangan - Neto
(4.026.294) (3.595.929) (430.365) 12,0%
Finance Costs - Net
Bagian atas Laba (Rugi) Neto Entitas Asosiasi dan
Ventura Bersama 268.555 200.457 68.098 34,0%
Share in Net Gain (Loss) of Associates and Joint Ventures
LABA SEBELUM PAJAK PENGHASILAN
5.774.273 7.926.425 (2.152.152) -27,2%
PROFIT BEFORE INCOME TAX
Kini
(962.010) (867.313) (94.697) 10,9%
Current
Tangguhan
807.655 (309.623) 1.117.278 -360,9%
Deferred
TOTAL BEBAN PAJAK PENGHASILAN
(154.355) (1.176.936) 1.022.581 -86,9%
TOTAL INCOME TAX EXPENSE
LABA (RUGI) TAHUN BERJALAN
5.619.918 6.749.489 (1.129.571) -16,7%
PROFIT (LOSS) FOR THE YEAR
PENGHASILAN (BEBAN) KOMPREHENSIF LAIN
OTHER COMPREHENSIVE INCOME (LOSS)
Pos-pos yang tidak akan Direklasifikasi ke Laba Rugi Tahun Berikutnya
Items that will not be Reclassified to Profit or Loss in Subsequent Years
Pengukuran Kembali Liabilitas Imbalan Kerja Jangka
Panjang
5.009 (131.347) 136.356 103,8%
Remeasurement of Long Term Employee Benefits
Liability
Bagian atas Laba (Rugi) Komprehensif Lain atas
Asosiasi dan Ventura Bersama
(649) (92) (557) 605,4%
Share in Other Comprehensive Gain (Loss) of
Associates and Joint Ventures
Pajak Penghasilan Terkait
359 25.398 (25.039) -98,6%
Related Tax
Pengukuran Kembali Liabilitas Imbalan Kerja Jangka
Panjang - Setelah Pajak
4.719 (106.041) 110.760 -104,5%
Remeasurements of Long Term Employee Benefits
Liability - Net of Tax
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 333
Page 334
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statement of Profit or Loss and other Comprehensive Income (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pos-pos yang akan Direklasifikasi ke Laba Rugi Tahun Berikutnya
Item that will be Reclassified to Profit and Loss in Subsequent Years
Keuntungan yang belum direalisasi dari aset
keuangan lainnya dan investasi jangka pendek pada
nilai wajar (382.119) (1.115.351) 733.232 -65,7%
Unrealized gain on other financial assets and short
term investment measured at fair value
Penyesuaian Reklasifikasi atas Investasi Jangka
Pendek Diukur Nilai Wajar
144.002 963.687 (819.685) -85,1%
Reclassification Adjustment on Short Term
Investment Measured at Fair Value
Pengukuran Nilai Wajar Derivatif Lindung Nilai Arus
Kas
53.555 48.884 4.671 9,6%
Measurement of Fair Value Derivative for Cashflow
Hedge
Bagian atas Laba (Rugi) Komprehensif Lain atas
Asosiasi dan Ventura Bersama
- 11.895 (11.895) -100,0%
Share in Other Comprehensive Gain (Loss) of
Associates and Joint Ventures
Pajak Penghasilan Terkait
42.469 33.986 8.483 25,0%
Related Tax
Subtotal Pos-Pos yang akan Direklasifikasi ke Laba Rugi
Tahun Berikutnya
(142.093) (56.899) (85.194) 149,7%
Subtotal Item that will be Reclassified to Profit and Loss
in Subsequent Years
Beban Komprehensif Lain Tahun Berjalan
(137.374) (162.940) 25.566 -15,7%
Other Comprehensive Expense for The Year
Total Penghasilan Komprehensif Tahun Berjalan
5.482.544 6.586.549 (1.104.005) -16,8%
Total Comprehensive Income For The Year
Laba tahun berjalan yang dapat diatribusikan kepada:
Profit for the year attributable to:
Pemilik Entitas Induk
4.535.565 6.793.551 (2.257.986) -33,2%
Owner of the Parent Entity
Kepentingan Non Pengendali
1.084.353 (44.062) 1.128.415 -2.561,0%
Non-Controlling Interest
TOTAL 5.619.918 6.749.489 (1.129.571) -16,7%
Total penghasilan komprehensif tahun berjalan yang dapat diatribusikan kepada:
Total comprehensive income for the year attributable to:
Pemilik Entitas Induk
4.417.548 6.619.793 (2.202.245) -33,3%
Owner of the Parent Entity
Kepentingan Non Pengendali
1.064.996 (33.244) 1.098.240 -3.303,6%
Non-Controlling Interests
TOTAL 5.482.544 6.586.549 (1.104.005) -16,8%
LABA PER SAHAM (RUPIAH PENUH)
624,92 936,03 (311,11) -33,2%
EARNINGS PER SHARE (FULL RUPIAH)
334 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 335
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pendapatan Revenue
Pendapatan Perseroan terdiri dari pendapatan tol dan usaha The Company’s revenue consists of toll revenue, other
lainnya serta pendapatan konstruksi. Untuk dapat melakukan business revenue, and construction revenue. To conduct a
analisa kinerja secara tepat, diharapkan dapat menggunakan precise performance analysis, it is recommended to focus
pendapatan di luar pendapatan konstruksi, mengingat on revenue excluding construction revenue, as construction
pendapatan konstruksi akan di net-off dengan beban revenue will be netted off with construction costs, and the
konstruksi dan margin yang didapatkan tidak signifikan. resulting margin is not significant.
Pada tahun 2024, pendapatan Perseroan mengalami In 2024, the Company’s revenue increased, driven by the
pertumbuhan yang disebabkan oleh konsolidasi kembali reconsolidation of Semarang-Batang (JSB), Solo-Ngawi (JSN),
Semarang-Batang (JSB), Solo-Ngawi (JSN), Ngawi-Kertosono Ngawi-Kertosono (JNK) in July 2023, and Gempol-Pandaan
(JNK) pada Juli 2023, dan Gempol-Pandaan (JPT) pada (JPT) in December 2024, full operation of the JORR 2 toll road
Desember 2024, pengoperasian jaringan jalan tol JORR 2 network, and implementation of tariff adjustments for 21 toll
secara penuh, serta implementasi penyesuaian tarif atas roads throughout 2023, all of whose performance has been
21 ruas jalan tol sepanjang tahun 2023 yang seluruhnya fully reflected in 2024.
kinerjanya telah tercermin penuh pada tahun 2024.
Tabel Pendapatan (dalam jutaan Rupiah)
Table of Revenues (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan Tol dan Usaha Lainnya
18.728.238 15.565.982 3.162.256 20,3%
Toll and Other Operating Revenues
Pendapatan Konstruksi
9.974.974 5.752.623 4.222.351 73,4%
Construction Revenue
Total 28.703.212 21.318.605 7.384.607 34,6%
Pendapatan Usaha Operating Revenue
Perseroan mencatatkan peningkatan pendapatan usaha The Company recorded an increase in operating revenue in
di tahun 2024 dibandingkan tahun sebelumnya. Hal ini 2024 compared to the previous year. This was driven by the
disebabkan oleh peningkatan pendapatan tol. increase in toll road revenue.
Tabel Pendapatan Usaha (dalam jutaan Rupiah)
Table of Operating Revenues (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan Tol
17.185.720 13.948.029 3.237.691 23,2%
Toll Operating Revenues
Pendapatan Usaha Lainnya
1.542.518 1.617.953 (75.435) -4,7%
Other Operating Revenue
Total 18.728.238 15.565.982 3.162.256 20,3%
Pendapatan Konstruksi Construction Revenue
Pada tahun 2024, pendapatan konstruksi Perseroan meningkat In 2024, the Company’s construction revenue increased
dibandingkan tahun sebelumnya seiring dengan peningkatan compared to the previous year in line with the increase in
aktivitas konstruksi untuk beberapa pembangunan ruas jalan construction activities for several new toll road developments.
tol baru.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 335
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Beban Pokok Pendapatan Cost of Revenue
Beban pokok pendapatan di tahun 2024 meningkat Cost of revenue in 2024 increased/decreased compared to
dibandingkan tahun sebelumnya, terutama disebabkan oleh the previous year, primarily due to increased construction
meningkatnya kemajuan konstruksi atas ruas jalan tol baru. progress on new toll roads.
Tabel Beban Pokok Pendapatan (dalam jutaan Rupiah)
Table of Income Expenses (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban Tol dan Usaha Lainnya
(7.482.043) (6.643.256) (838.787) 12,6%
Toll and Other Operating Expenses
Beban Konstruksi
(9.903.014) (5.716.823) (4.186.191) 73,2%
Construction Expenses
Total (17.385.057) (12.360.079) (5.024.978) 40,7%
Beban Tol dan Usaha Lainnya Toll and Other Business Expenses
Pada tahun 2024, beban tol dan usaha lain mengalami In 2024, toll road and other business expenses increased
peningkatan dibandingkan tahun sebelumnya yang compared to the previous year, driven by higher amortization
disebabkan oleh kenaikan beban amortisasi akibat konsolidasi expenses due to the reconsolidation of Semarang-Batang
kembali Semarang-Batang (JSB), Solo-Ngawi (JSN), dan Ngawi- (JSB), Solo-Ngawi (JSN), dan Ngawi-Kertosono (JNK) in July
Kertosono (JNK) pada Juli 2023 serta kenaikan pada biaya 2023, as well as an increase in overlay provision costs in
provisi overlay di beberapa ruas. several toll road.
Tabel Beban Tol dan Usaha Lainnya (dalam jutaan Rupiah)
Table of Toll and Other Operating Expenses (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Amortisasi
2.566.170 2.035.946 530.224 26,0%
Amortization
Harga Pokok Penjualan
911.993 886.980 25.013 2,8%
Cost of Goods Sold
Gaji dan Tunjangan
901.507 902.894 (1.387) -0,2%
Salaries and Allowance
Provisi Pelapisan Ulang Jalan Tol
896.910 756.824 140.086 18,5%
Provision for Toll Road Overlay
Pemeliharaan Jalan dan Sarana Pelengkap Jalan Tol
Maintenance of Roads and Toll Road Complementary 662.060 617.245 44.815 7,3%
Facilities
Pajak Bumi dan Bangunan
622.630 635.729 (13.099) -2,1%
Land Building Tax
Pelayanan Jalan Tol
323.776 314.176 9.600 3,1%
Toll Road Services
Bahan Bakar, Listrik dan Air
200.830 109.261 91.569 83,8%
Fuel, Electricity and Water
Pengumpulan Tol
153.682 151.215 2.467 1,6%
Toll Collection
Penyusutan
116.611 86.902 29.709 34,2%
Depreciation
Sewa
63.263 73.864 (10.601) -14,4%
Rent
Lainnya (Di bawah Rp2.000)
62.611 72.220 (9.609) -13,3%
Others (Below Rp2,000)
Total 7.482.043 6.643.256 838.787 12,6%
336 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 337
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Beban Konstruksi Construction Expenses
Beban konstruksi di tahun 2024 mengalami peningkatan Construction expenses in 2024 increased compared to the
dibandingkan sebelumnya terutama disebabkan oleh previous year mainly due to increased construction activities
meningkatnya aktivitas konstruksi untuk pembangunan ruas for the construction of new toll road sections.
jalan tol baru.
Laba Bruto Gross Profit
Perseroan mencatatkan pertumbuhan laba bruto di tahun The Company recorded a growth in gross profit in 2024
2024 dibandingkan tahun sebelumnya. Hal ini sejalan dengan compared to the previous year. This aligns with the increase
peningkatan pendapatan tol. of toll revenue.
Tabel Laba Bruto (dalam jutaan Rupiah)
Table of Gross Profit (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan
28.703.212 21.318.605 7.384.607 34,6%
Revenues
Beban Pokok Pendapatan
(17.385.057) (12.360.079) (5.024.978) 40,7%
Cost of Income
Laba Bruto
11.318.155 8.958.526 2.359.629 26,3%
Gross Profit
Laba Usaha Operating Profit
Laba usaha Perseroan di tahun 2024 menurun dibandingkan The Company’s operating profit in 2024 decreased compared
tahun sebelumnya karena penurunan pada keuntungan nilai to the previous year due to the decrease in gain on fair value
wajar investasi asosiasi dengan telah berakhirnya buyback of investment in associates with the end of the RDPT buyback
RDPT pada tiga ruas jalan tol, yakin Semarang-Batang, Solo- on three toll road sections, namely Semarang-Batang, Solo-
Ngawi, dan Ngawi-Kertosono pada 2023. Ngawi, and Ngawi-Kertosono in 2023.
Tabel Laba Usaha (dalam jutaan Rupiah)
Table of Profit from Operations (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Bruto
11.318.155 8.958.526 2.359.629 26,3%
Gross Profit
Penghasilan Keuangan
261.467 255.966 5.501 2,1%
Financial Income
Penghasilan Lain-lain
260.366 150.107 110.259 73,5%
Other Income
Beban Umum dan Administrasi
(2.311.776) (2.007.934) (303.842) 15,1%
General and Administrative Expenses
Beban Lain-Lain
(168.285) (116.520) (51.765) 44,4%
Other Expenses
Beban Pajak atas Penghasilan Keuangan
(46.591) (30.675) (15.916) 51,9%
Tax Expense of Finance Income
Keuntungan dari Nilai Wajar Investasi Asosiasi
186.407 4.017.364 (3.830.957) -95,4%
Gain on Fair Value of Investment in Associates
Kerugian dari Nilai Wajar Investasi Jangka Pendek
(144.002) (963.687) 819.685 -85,1%
Loss on Fair Value of Short Term Investments
Keuntungan dari Pembelian dengan Diskon
176.271 1.058.750 (882.479) -83,4%
Gain on Bargain Purchase
Laba Usaha
9.532.012 11.321.897 (1.789.885) -15,8%
Profit from Operations
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 337
Page 338
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Laba Sebelum Pajak Penghasilan Profit Before Income Tax
Pada tahun 2024, laba sebelum pajak penghasilan mengalami In 2024, profit before income tax declined compared to the
penurunan dibandingkan tahun sebelumnya, hal ini sejalan previous year, in line with the decrease in operating profit.
dengan penurunan laba usaha.
Tabel Laba Sebelum Pajak Penghasilan (dalam jutaan Rupiah)
Table of Profit Before Income Tax (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Usaha
9.532.012 11.321.897 (1.789.885) -15,8%
Profit from Operations
Biaya Keuangan - Neto
(4.026.294) (3.595.929) (430.365) 12,0%
Finance Costs - Net
Bagian atas Rugi Neto Entitas Asosiasi dan Ventura
268.555 200.457 68.098 34,0%
Share in Net Loss of Associates and Joint Ventures
Laba Sebelum Pajak Penghasilan
5.774.273 7.926.425 (2.152.152) -27,2%
Profit Before Income Tax
Beban Pajak Penghasilan Income Tax Expense
Beban pajak penghasilan Perseroan di tahun 2024 menurun The Company’s income tax expense in 2024 decreased
dibandingkan tahun sebelumnya disebabkan oleh efek compared to the previous year due to the impact of
penerapan PMK 72. implementing PMK 72
Tabel Beban Pajak Penghasilan (dalam jutaan Rupiah)
Table of Income Tax Expense (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Kini
(962.010) (867.313) (94.697) 10,9%
Current
Tangguhan
807.655 (309.623) 1.117.278 -360,9%
Deferred
Total (154.355) (1.176.936) 1.022.581 -86,9%
Laba Tahun Berjalan Profit for the Year
Laba (rugi) tahun berjalan maupun laba tahun berjalan The profit (loss) for the year, as well as the profit for the
yang diatribusikan kepada pemilik entitas induk di tahun year attributable to the owners of the parent entity in 2024,
2024 mengalami penurunan dibandingkan tahun 2023. decreased compared to 2023. This decrease was the result
Hal ini sejalan dengan penurunan laba usaha karena telah of the decline in operating profit due to the end of the RDPT
berakhirnya buyback RDPT pada tiga ruas di tahun 2023. buyback on three segments in 2023.
338 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 339
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Laba (Rugi) Tahun Berjalan (dalam jutaan Rupiah)
Table of Profit (Loss) for the Year (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Sebelum Pajak Penghasilan
5.774.273 7.926.425 (2.152.152) -27,2%
Profit Before Income Tax
Beban Pajak Penghasilan
(154.355) (1.176.936) 1.022.581 -86,9%
Income Tax Expense
Laba (Rugi) Tahun Berjalan
5.619.918 6.749.489 (1.129.571) -16,7%
Profit (Loss) for the Year
Laba Tahun Berjalan yang Dapat Diatribusikan kepada:
Profit for the Year Attributable to:
Pemilik Entitas Induk
4.535.565 6.793.551 (2.257.986) -33,2%
Owner of the Parent Entity
Kepentingan Non Pengendali
1.084.353 (44.062) 1.128.415 -2.561,0%
Non-Controlling Interest
Total 5.619.918 6.749.489 (1.129.571) -16,7%
Beban Komprehensif Lain Other Comprehensive Expenses
Pada tahun 2024, beban komprehensif lain mengalami In 2024, other comprehensive expenses decreased compared
penurunan dibandingkan tahun sebelumnya karena terdapat to the previous year due to the reclassification adjustment of
penyesuaian reklasifikasi atas investasi jangka pendek diukur short-term investments at fair value.
nilai wajar.
Tabel Penghasilan (Beban) Komprehensif lain (dalam jutaan Rupiah)
Table of Other Comprehensive Income (Loss (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pos-Pos yang tidak akan Direklasifikasi ke Laba Rugi Tahun Berikutnya
Items that will not be Reclassified to Profit or Loss in Subsequent Years
Pengukuran Kembali Liabilitas Imbalan Kerja Jangka Panjang
5.009 (131.347) 136.356 -103,8%
Remeasurement of Long Term Employee Benefits Liability
Bagian atas Laba (Rugi) Komprehensif Lain atas Asosiasi dan
Ventura Bersama
(649) (92) (557) 605,4%
Share in Other Comprehensive Gain (Loss) of Associates and
Joint Ventures
Pajak Penghasilan Terkait
359 25.398 (25.039) -98,6%
Related Tax
Pengukuran Kembali Liabilitas Imbalan Kerja Jangka Panjang
- Setelah Pajak
4.719 (106.041) 110.760 -104,5%
Remeasurements of Long Term Employee Benefits Liability -
Net of Tax
Pos-Pos yang akan Direklasifikasi ke Laba Rugi Tahun Berikutnya
Item that will be Reclassified to Profit and Loss in Subsequent Years
Keuntungan yang belum direalisasi dari aset keuangan
lainnya dan investasi jangka pendek pada nilai wajar
(382.119) (1.115.351) 733.232 -65,7%
Unrealized gain on other financial assets and short term
investment measured at fair value
Penyesuaian Reklasifikasi atas Investasi Jangka Pendek
Diukur Nilai Wajar
144.002 963.687 (819.685) -85,1%
Reclassification Adjustment on Short Term Investment
Measured at Fair Value
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 339
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Penghasilan (Beban) Komprehensif lain (dalam jutaan Rupiah)
Table of Other Comprehensive Income (Loss (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pengukuran Nilai Wajar Derivatif Lindung Nilai Arus Kas
53.555 48.884 4.671 9,6%
Measurement of Fair Value Derivative for Cashflow Hedge
Bagian atas Laba (Rugi) Komprehensif Lain atas Asosiasi dan
Ventura Bersama
- 11.895 (11.895) -100,0%
Share in Other Comprehensive Gain (Loss) of Associates and
Joint Ventures
Pajak Penghasilan terkait
42.469 33.986 8.483 25,0%
Related Tax
Subtotal Pos-Pos yang akan Direklasifikasi ke Laba Rugi Tahun
Berikutnya
(142.093) (56.899) (85.194) 149,7%
Subtotal Item that will be Reclassified to Profit and Loss in
Subsequent Years
Beban Komprehensif Lain Tahun Berjalan
(137.374) (162.940) 25.566 -15,7%
Other Comprehensive (Expenses) for The Year
Laba Komprehensif Tahun Berjalan Comprehensive Income for The Year
Laba komprehensif Perseroan di tahun 2024 menurun The Company’s comprehensive income in 2024 decreased
dibandingkan tahun sebelumnya yang mana sejalan dengan compared to the previous year Which is in line with the
penurunan kinerja Laba Bersih Perseroan di tahun 2024. decline in the Company’s Net Profit performance in 2024.
Tabel Laba Komprehensif Tahun Berjalan (dalam jutaan Rupiah)
Table of Other Comprehensive Profit for the Year (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Total Penghasilan Komprehensif Tahun Berjalan yang dapat Distribusikan kepada:
Total Comprehensive Income for the Year Attributable to:
Pemilik Entitas Induk
4.417.548 6.619.793 (2.202.245) -33,3%
Owner of the Parent Entity
Kepentingan Non Pengendali
1.064.996 (33.244) 1.098.240 -3.303,6%
Non-Controlling Interests
Total 5.482.544 6.586.549 (1.104.005) -16,8%
Laba per Saham Earnings per Share
Nilai Laba per Saham Perseroan di tahun 2024 menurun The Company’s earnings per share in 2024 decreased
dibandingkan tahun sebelumnya seiring dengan penurunan compared to the previous year in line with the decrease in the
kinerja Laba Bersih Perseroan di tahun 2024. Company’s net income in 2024.
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba bersih (Rupiah penuh)
4.535.565.278.615 6.793.551.210.505 (2.257.985.931.890) -33,2%
Net Income (Full Rupiah)
Rata-Rata tertimbang saham beredar
(lembar)
7.257.871.200 7.257.871.200 - 0,0%
Weighted Average of Outstanding
Shares
Laba Bersih Per Saham (Rupiah penuh):
624,92 936,03 (311,11) -33,2%
Earnings Per Share (Full Rupiah):
340 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 341
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Laporan Arus Kas Konsolidasian
Statement of Consolidated Cash Flow
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
ARUS KAS DARI AKTIVITAS OPERASI
CASH FLOWS FROM OPERATING ACTIVITIES
Kas Bersih Diperoleh dari Aktivitas Operasi
6.500.974 4.165.956 2.335.018 56,0%
Net Cash Provided by Operating Activities
ARUS KAS DARI AKTIVITAS INVESTASI
CASH FLOWS FROM INVESTING ACTIVITIES
Kas Neto yang Digunakan untuk Aktivitas Investasi
(10.814.909) (8.324.353) (2.490.556) 29,9%
Net Cash Used in Investing Activities
ARUS KAS DARI AKTIVITAS PENDANAAN
CASH FLOWS FROM FINANCING ACTIVITIES
Kas Neto Diperoleh dari Aktivitas Pendanaan
4.685.303 168.230 4.517.073 2.685,1%
Net Cash Provided by Financing Activities
KENAIKAN (PENURUNAN) NETO KAS DAN SETARA KAS
371.368 (3.990.167) 4.361.535 -109,3%
NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS PADA AWAL TAHUN
4.438.951 8.429.118 (3.990.167) -47,3%
CASH AND CASH EQUIVALENTS AT BEGINNING OF THE YEAR
KAS DAN SETARA KAS PADA AKHIR TAHUN
4.810.319 4.438.951 371.368 8,4%
CASH AND CASH EQUIVALENTS AT END OF PERIOD
Laporan arus kas adalah komponen laporan keuangan yang The cash flow statement is a component of the financial
menunjukkan penerimaan dan pengeluaran kas dan setara kas statements that shows the cash inflows and outflows during
selama periode tertentu yang dikelompokkan dalam aktivitas a specific period, grouped into operating, investing, and
operasi, investasi, dan pendanaan. Analisis terhadap arus kas financing activities. The analysis of cash flows in each of these
pada masing-masing aspek dijabarkan sebagai berikut: categories is outlined as follows:
Arus Kas dari Aktivitas Operasi Cash Flow from Operating Activities
Pada tahun 2024, kas bersih diperoleh dari aktivitas operasi In 2024, net cash provided by operating activities increased
mengalami peningkatan dibandingkan tahun sebelumnya. Hal compared to the previous year. This was primarily due to
ini terutama disebabkan oleh peningkatan penerimaan kas higher cash receipts from toll road revenue and other income,
dari pendapatan tol dan pendapatan lainnya akibat konsolidasi driven by the reconsolidation of the Solo-Ngawi segment
kembali dari ruas tol Solo-Ngawi (JSN), Ngawi-Kertosono (JNK), (JSN), Ngawi-Kertosono segment (JNK), and Semarang-
dan Semarang-Batang (JSB) pada Juli 2023 , Gempol-Pandaan Batang segment (JSB) in July 2023, Gempol-Pandaan (JPT)
(JPT) pada Desember 2024 serta penyesuaian tarif pada 21 in December 2024, and tariff adjustments on 21 toll road
ruas jalan tol tahun 2023 yang telah terlaksana penuh pada sections in 2023 which were fully implemented in 2024. In
tahun 2024. Selain itu, telah tersambungnya jaringan jalan tol addition, the connection of the JORR 2 toll road network has
JORR 2 yang menghubungkan menjadi katalis pertumbuhan become a catalyst for revenue growth this year.
pendapatan di tahun ini.
Arus Kas dari Aktivitas Investasi Cash Flow from Investing Activities
Kas neto yang digunakan untuk aktivitas investasi di tahun Net cash used for investing activities in 2024 increased
2024 meningkat dibandingkan tahun sebelumnya karena compared to the previous year due to the construction
kemajuan konstruksi atas pembangunan 5 (lima) proyek jalan progress on 5 (five) new toll road projects pipeline.
tol baru.
Arus Kas dari Aktivitas Pendanaan Cash Flow from Financing Activities
Perseroan mencatatkan kas neto diperoleh dari aktivitas The Company recorded an increase in net cash provided by
pendanaan di tahun 2024 mengalami peningkatan financing activities in 2024 compared to the previous year,
dibandingkan tahun sebelumnya terutama karena penerimaan primarily due to proceeds from the divestment of PT JTT
dari pelepasan saham PT JTT. shares.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 341
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kemampuan Membayar Utang dan Tingkat
Kolektibilitas Piutang
Debt Repayment Ability and Receivables Collectability
Kemampuan Membayar Utang Debt Repayment Ability
Perseroan berkomitmen memenuhi hak kreditur dengan The company is committed to fulfilling the creditors’ rights by
memastikan ketepatan waktu pembayaran pokok dan bunga ensuring timely payments of principal and interest on loans.
pinjaman. Perusahaan secara konsisten mengelola likuiditas The company consistently manages liquidity and monitors
dan memantau jadwal jatuh tempo pembayaran pokok dan the payment schedules for principal and interest.
bunga pinjaman.
Perseroan melakukan pengukuran rasio likuiditas dan rasio The company measures liquidity and solvency ratios to meet
solvabilitas untuk memenuhi kewajiban jangka pendek both its short-term and long-term obligations. Liquidity ratios
dan jangka panjangnya. Rasio likuiditas digunakan untuk are used to assess the ability to settle short-term liabilities,
mengukur kemampuan melunasi kewajiban jangka pendek, while solvency ratios are used to measure the ability to meet
sedangkan rasio solvabilitas digunakan untuk digunakan all obligations.
untuk mengukur kemampuan memenuhi seluruh kewajiban.
Kemampuan Membayar Utang Jangka Pendek Short-Term Debt Repayment Ability (Liquidity)
(Likuiditas)
Tolak ukur likuitas Perseroan menggunakan rasio lancar dan The company’s liquidity benchmark uses the current ratio and
rasio kas. Berdasarkan perhitungan rasio tersebut di tahun cash ratio. Based on the calculations of these ratios in 2024,
2024, Perseroan pada dasarnya memiliki kemampuan yang the company demonstrates a strong ability to meet its short-
baik dalam membayar kewajiban jangka pendeknya. Sebagian term obligations. A significant portion of the company’s short-
besar kewajiban jangka pendek Perseroan merupakan tagihan term liabilities consists of amounts due to contractors for toll
kepada kontraktor untuk pembangunan jalan tol. Perseroan road construction. The company meets its obligations by
melakukan pelunasan dengan melakukan penarikan pinjaman drawing on long-term loans, including bank loans, non-bank
jangka panjang, baik melalui pinjaman bank, lembaga financial institutions, and bonds. Currently, the company has
keuangan bukan bank, maupun obligasi. Saat ini, Perseroan successfully secured the credit ceiling needed to fund these
telah berhasil mengamankan plafon pinjaman kredit investasi investments.
yang diperlukan untuk membayar investasi tersebut.
Tabel Rasio Likuiditas (dalam jutaan Rupiah)
Table of Liquidity Ratio (in milion Rupiah)
Uraian Perubahan
2024 2023
Description Change
(1) (2) (3) (4) = (2)-(3)
Kas dan Setara Kas
4.810.319 4.438.951 371.368
Cash and Cash Equivalents
Aset Lancar
6.854.331 7.974.775 (1.120.444)
Current Assets
Liabilitas Jangka Pendek
20.360.544 22.821.164 (2.460.620)
Current Liabilities
Rasio:
Ratio:
Rasio Lancar
0,3 0,3 0,0
Current Ratio
Rasio Kas
0,2 0,2 0,0
Cash Ratio
342 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 343
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kemampuan Membayar Utang Jangka Panjang Ability to Pay Long-Term Debt (Solvency)
(Solvabilitas)
Kemampuan Perseroan dalam membayar kewajiban- The Company’s ability to meet its obligations can be measured
kewajibannya dapat diukur melalui: (i) Rasio Solvabilitas yang through: (i) the Solvency Ratio, which is calculated by dividing
dihitung dengan membagi antara total liabilitas dengan total total liabilities by total equity, (ii) the Interest Bearing Debt
ekuitas, (ii) Rasio Utang Berbunga atau Interest Bearing Debt Ratio (DER), which is calculated by dividing total interest-
(DER) yang dihitung dengan membagi antara total hutang bearing debt in the liabilities component by total equity, and
berbunga pada komponen liabilitas dengan total ekuitas, (iii) (iii) the Interest Coverage Ratio Interest Coverage Ratio (ICR),
Interest Coverage Ratio (ICR) yang dihitung dengan membagi which is calculated by dividing EBITDA by financial expenses.
antara EBITDA dengan beban keuangan.
DER dan ICR Perseroan di tahun 2024 masih berada dalam The Company’s Debt-to-Equity Ratio (DER) and Interest Coverage
batas yang dipersyaratkan oleh Kreditur, dengan batas DER Ratio (ICR) in 2024 remained within the limits set by creditors,
maksimal 5 kali dan ICR minimal 1,1 kali. Hal ini menandakan with a maximum DER of 5 times and a minimum ICR of 1.1 times.
Perseroan memiliki kondisi keuangan yang sehat dan This indicates that the Company maintains a healthy financial
solvabilitas Perseroan dalam kategori baik. condition and falls within a strong solvency category.
Tabel Rasio Solvabilitas (dalam jutaan Rupiah)
Table of Solvency Ratio (in milion Rupiah)
Uraian Perubahan
2024 2023
Description Change
(1) (2) (3) (4) = (2)-(3)
Total Aset
140.726.439 129.311.989 11.414.450
Total Assets
Total Liabilitas
83.185.286 90.400.783 7.215.497
Total Liabilities
Total Ekuitas
57.541.153 38.911.206 18.629.947
Total Equity
Total Utang Berbunga
59.630.558 68.623.357 (8.084.697)
Total Interest Bearing Debt
EBITDA 12.618.724 9.911.792 2.707.105
Beban Bunga
4.026.294 3.595.929 (430.365)
Interest Expense
Rasio:
Ratio:
Total Debt to Total Equity Ratio (DER) 1,4x 2,2x (0,8)
Interest Bearing Debt to Equity Ratio 1,0x 1,8x (0,8)
Interest Coverage Ratio (ICR) 3,1x 2,8x 0,3
Peringkat Obligasi Bonds Rating
Kemampuan membayar utang juga dapat tercermin The ability to pay debt can also be reflected in the bond
berdasarkan peringkat obligasi. Obligasi Jasa Marga secara rating. Jasa Marga’s bonds are regularly assessed by rating
rutin dinilai oleh lembaga pemeringkatan guna mendukung agencies to support the feasibility of the issued bonds. For
kelayakan obligasi yang diterbitkan. Untuk obligasi yang bonds issued and listed on the Indonesia Stock Exchange, Jasa
diterbitkan dan dicatatkan di Bursa Efek Indonesia, Jasa Marga Marga uses PT Pemeringkat Efek Indonesia (PEFINDO) as the
menggunakan PT Pemeringkat Efek Indonesia (PEFINDO) bond rating agency.
sebagai lembaga pemeringkat obligasi.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 343
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Peringkat Obligasi
Table of Bonds Rating
Peringkat
Uraian Rank
Description
2024 2023
Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020
idAA oleh/ by Pefindo idAA oleh/ by Pefindo
Jasa Marga Shelf Registration Bond II Phase I Year 2020
Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024
idAA oleh/ by Pefindo idAA oleh/ by Pefindo
Jasa Marga Shelf Registration Bond III Phase I Year 2024
Tingkat Kolektibilitas Piutang Receivables Collectibility Rate
Pada dasarnya sesuai dengan jenis proses bisnisnya Perseroan Fundamentally, in keeping with its business process, the
tidak memiliki piutang yang signifikan dalam mempengaruhi Company does not have significant receivables that affect its
kegiatan usaha. Jika pun ada piutang Perseroan, adalah piutang operations. If there are any receivables, they are receivables
atas dana talangan untuk pembebasan lahan. Sehingga, for the advances provided for land acquisition. Therefore,
kolektibilitas piutang tergantung pada jadwal pembayaran the collectability of receivables depends on the payment
dari Pemerintah yang mana bersifat penggantian. schedule from the Government, which is of a reimbursement
nature.
Tabel Kolektibilitas Piutang (dalam jutaan Rupiah)
Table of Receivable Collectability (in milion Rupiah)
Piutang Lain-lain 0-1 Tahun/ > 1 Tahun/ Nilai Tercatat
Other Receivables Year Year Carrying Ammount
Kas dan Setara Kas
4.810.319 - 4.810.319
Cash and Cash Equivalent
Piutang Lain-lain - Lancar Bersih
Other Receivables Current - Net
Pihak Berelasi
381.362 - 381.362
Related Parties
Pihak Ketiga
761.565 - 761.565
Third Parties
Piutang Lain-lain - Tidak Lancar
Other Receivables Non-Current
Pihak Berelasi
- 312.946 312.946
Related Parties
Investasi Jangka Pendek
22.791 - 22.791
Short-term Investment
Aset Keuangan Lainnya
- 259.846 259.846
Other financial Assets
Dana Dibatasi Penggunaannya
487.735 232.739 720.474
Restricted Fund
Total 6.463.772 805.531 7.269.303
Struktur Modal
Capital Structure
Rincian Struktur Modal Details of Capital Structure
Struktur modal Perseroan dipantau dengan menggunakan The company’s capital structure is monitored using the
rasio kewajiban terhadap modal. Rasio ini dihitung dengan debt-to-equity ratio. This ratio is calculated by dividing total
membagi nilai total liabilitas dengan total ekuitas. liabilities by total equity.
Rasio utang terhadap modal Perseroan di tahun 2024 In 2024, the company’s debt-to-equity ratio was maintained
berhasil dipertahankan pada level yang sesuai dengan yang at a level that complies with the creditor’s requirements,
dipersyaratkan oleh kreditur, dengan syarat maksimum 5 kali, with a maximum ratio of 5 times, as outlined in the following
dengan struktur modal sebagai berikut: capital structure:
344 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 345
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Rincian Struktur Modal (dalam jutaan Rupiah)
Table of Capital Structure in Details (in milion Rupiah)
Uraian
2024 2023 Perubahan
Description Change
Liabilitas Jangka Pendek
20.360.544 22.821.164 (2.460.620)
Current Liabilities
Liabilitas Jangka Panjang
62.824.742 67.579.619 (4.754.877)
Non-current Liabilites
Total Liabilitas
83.185.286 90.400.783 (7.215.497)
Total Liabilities
Total Ekuitas
57.541.153 38.911.206 18.629.947
Total Equity
Rasio Liabilitas Jangka Pendek terhadap Ekuitas
0,4x 0,6x (0,2)
Ratio of Current Liabilities to Equity
Rasio Liabilitas Jangka Panjang terhadap Ekuitas
1,1x 1,7x (0,6)
Ratio of Non-current Liabilities to Equity
Rasio Liabilitas terhadap Ekuitas
1,4x 2,3x (0,9)
Ratio of Liabilities to Equity
Rasio Interest Bearing Debt to Total Equity
1,0 1,7 (0,8)
Ratio of Interest Bearing Debt to Total Equity
Kebijakan Struktur Modal Capital Structure Policy
Perseroan menetapkan sejumlah rasio modal sesuai proporsi The Company sets a number of capital ratios in proportion
terhadap risiko. Perseroan mengelola struktur modal dan to the risk. The Company manages its capital structure and
membuat penyesuaian dengan memperhatikan perubahan makes adjustments by considering changes in economic
kondisi ekonomi, karakteristik risiko aset yang mendasari, conditions, the risk characteristics of the underlying assets, as
serta peluang ekspansi Perseroan ke depannya. well as the Company’s expansion opportunities in the future.
Dasar Pemilihan Struktur Modal Basis for the Selection of Capital Structure
Kebijakan manajemen atas struktur modal didasarkan untuk The company’s management policy on capital structure
melindungi kemampuan Perseroan dalam mempertahankan is based on protecting its ability to maintain business
kelangsungan usaha sehingga dapat tetap memberikan imbal continuity, ensuring that it can continue to provide returns
hasil bagi Pemegang Saham dan manfaat bagi pemangku to shareholders and benefits to other stakeholders, while
kepentingan lainnya dan mempertahankan struktur maintaining an optimal capital structure to reduce the cost of
permodalan yang optimal untuk mengurangi biaya modal. capital.
Konsisten dengan entitas lain dalam industri, Kelompok In line with other entities in the industry, the Group monitors
Usaha memantau modal dengan dasar rasio utang terhadap its capital using an adjusted debt-to-equity ratio. This ratio is
modal yang disesuaikan. Rasio ini dihitung sebagai berikut: calculated as follows: net debt divided by adjusted capital. Net
utang neto dibagi modal yang disesuaikan. Utang neto debt is the total debt (as shown in the statement of financial
merupakan total utang (sebagaimana jumlah dalam laporan position) minus cash and cash equivalents. Adjusted capital
posisi keuangan) dikurangi kas dan setara kas. Modal yang consists of all equity components (including share capital,
disesuaikan terdiri dari seluruh komponen ekuitas (meliputi foreign currency translation adjustments, and retained
modal saham, selisih kurs penjabaran laporan keuangan earnings). In 2024, the Group’s strategy remains unchanged,
dalam valuta asing dan saldo laba). Pada tahun 2024, strategi which is to maintain a debt-to-equity ratio of a maximum of
Kelompok Usaha tidak berubah yaitu mempertahankan rasio 5:1.
utang terhadap ekuitas sebesar maksimum 5:1.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 345
Page 346
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Ikatan Material Investasi Barang Modal
Material Commitments for Capital Expenditure
Tidak terdapat ikatan material atas investasi barang modal di There were no material commitments for capital expenditure
tahun 2024. in 2024.
Investasi Barang Modal
Capital Expenditure
Investasi barang modal merupakan aktivitas pengeluaran Capital Expenditure (Capex) refers to the expenditure used to
dana yang digunakan untuk membeli sejumlah aset atau acquire a range of assets or investments that are expected to
investasi yang diharapkan dapat memberikan nilai manfaat di provide future benefits.
masa depan.
Jenis dan Nilai Investasi Types and Value of Investments
Investasi barang modal yang terealisasi pada tahun 2024 The realized capital expenditure in 2024 is Rp15,093.1
adalah sebesar Rp15.093,1 miliar lebih tinggi 10,6% atau billion, 10.6% higher or Rp1,449.7 billion compared to
Rp1.449,7 miliar dibandingkan tahun 2023. Berikut rincian 2023. The following is a breakdown of the Company’s capital
terkait nilai investasi barang modal Perseroan: expenditure investment:
Tabel Jenis dan Nilai Investasi di Tahun 2024 (dalam jutaan Rupiah)
Table of Types and Invesment Value in 2024 (in milion Rupiah)
Jenis Investasi Nilai
Type of Investation Amount
Belanja Modal Induk Perusahaan
4.572.262
Capital Expenditure of Parent Company
Operasional
1.305.318
Operations
Pengembangan Jalan Tol
3.118.027
Toll Road Development
Investasi Usaha Lain
53.045
Other Business Investment
Investasi Sarana Penunjang Non Operasional
95.872
Investment of Non-Operational Supporting Facilities
Belanja Modal pada Entitas Anak Jalan Tol
15.701.661
Capital Expenditure of Toll Road Subsidiaries
Belanja Modal pada Entitas Anak Usaha Lain
306.000
Capital Expenditure of Other Business Subsidiaries
Total Belanja Modal Konsolidasi
15.093.149
Total Consolidated Capital Expenditure
346 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 347
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pencapaian Target 2024 dan Target 2025
Achievement of 2024 Targets and 2025 Targets
Perseroan telah menetapkan sejumlah target yang hendak The Company has set some targets to be achieved in the
dicapai di tahun buku 2024 yang dituangkan dalam Revisi 2024 fiscal year as outlined in the Revised Work Plan and
Rencana Kerja dan Anggaran Perusahaan (RKAP) 2024. Budget (RKAP) 2024. A comparison of the achievement of the
Perbandingan pencapaian beberapa target yang ditetapkan set targets with the realization of the 2024 fiscal year is as
dengan realisasi tahun buku 2024 adalah sebagai berikut: follows:
Tabel Perbandingan Target dan Realisasi (dalam miliar Rupiah)
Tabel of Comparison Between Target and Realization (in billion Rupiah)
Uraian Target 2024 Realisasi 2024 Pencapaian Target Target 2025
Description 2024 Target 2024 Realization Target Achievement 2025 Target
(1) (2) (3) (4) = (3)/(2) x 100% (5)
Keuangan
Finance
Total Aset
143.215 140.726 98,3% 167.031
Total Assets
Total Pendapatan di Luar
Konstruksi
18.508 18.728 101,2% 19.973
Total Non-Construction
Revenue
Laba Atribusi Induk
2.778 4.535 163,2% 3.525
Attribution Profit of the Parent
EBITDA 12.234 12.619 103,1% 12.622
EBITDA Margin (%) 66,1% 67,4% 102,0% 63,2%
Belanja Modal
16.375 15.093 92,2% 18.599
Capital Expenditure
Pengembangan Bisnis
Business Development
Penambahan Panjang Jalan
Tol Beroperasi (km)
53,55 22,30 41,6% 58,28
Addition of Operational Toll
Road Length (km)
Human Capital
Persentase Milenial dalam
Top Talent (orang)
50,0% 55,6% 5,6% 44,4%
Millennial Percentage in
Top Talents (people)
Operasi
Operation
Volume Lalu Lintas
(juta transaksi)
1.309 1.302 99,8% 1.307
Traffic Volume
(million transactions)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 347
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Secara umum di tahun 2024, Perseroan mampu mencapai In general, in 2024, the Company successfully achieved its set
target yang telah ditetapkannya. Dari aspek keuangan, targets. From a financial perspective, the Company recorded
Perseroan berhasil mencatatkan pertumbuhan aset sebesar an 8.83% growth in assets, driven by the buyback of Dinfra
8,83% disebabkan oleh buyback Dinfra atas ruas Gempol- for the Gempol-Pandaan section (PT JPT) and progress in toll
Pandaan (PT JPT) dan penambahan progess konstruksi di road construction on sections such as Jogja-Solo, Probolinggo-
ruas-ruas jalan tol seperti ruas Jogja-Solo, ruas Probolinggo- Banyuwangi, and Jogja-Bawen. The Company also achieved
Banyuwangi, dan ruas Jogja-Bawen. Perseroan juga berhasil an EBITDA margin increase to 67.4%, attributed to effective
mencatat peningkatan EBITDA Margin sebesar 67,4% cost control measures. Additionally, the Company’s net profit
dikarenakan perusahaan berhasil mengendalikan beban attributable to the parent entity reached IDR 4.5 trillion,
usaha. Selain itu, laba atribusi induk Perseroan tercatat supported by tariff adjustments on nine toll road sections
sebesar Rp4,5 triliun dengan adanya penyesuaian tarif pada throughout 2024, including Jakarta-Cikampek, MBZ Elevated
9 ruas selama tahun 2024 yaitu ruas Jakarta-Cikampek, Jalan Toll Road, Cinere-Serpong, Kunciran-Cengkareng, Bali-Mandara,
Layang MBZ, Cinere-Serpong, Kunciran-Cengkareng, Bali- Gempol-Pandaan, Surabaya-Mojokerto, Inner City Toll Road,
Mandara, Gempol-Pandaan, Surabaya-Mojokerto, Dalam Kota, and Jakarta-Tangerang. Furthermore, the implementation of
dan Jakarta-Tangerang. Selain itu, implementasi Peraturan Minister of Finance Regulation No. 72 on the depreciation
Menteri Keuangan (PMK) No. 72 tentang penyusutan harta of tangible assets and/or amortization of intangible assets
berwujud dan/atau Amortisasi harta tak berwujud sehingga resulted in deferred tax benefits and additional non-cash gains
Perseroan mencatatkan manfaat pajak tangguhan dan from Dinfra in PT JPT.
tambahan keuntungan non-tunai dari Dinfra di PT JPT.
Dari aspek pengembangan usaha, Perseroan mengoperasikan From a business development perspective, the Company
ruas jalan tol baru yaitu ruas Jogja-Solo Seksi I sepanjang 22,30 operates a new toll road, the Jogja-Solo Section I, with length
km yang terhubung dengan ruas Semarang-Solo. Pembukaan of 22.30 km, which connects to the Semarang-Solo toll road.
jalan tol baru ini menjadi menjadi pendorong kelancaran arus The opening of this new toll road enhances traffic flow in the
lalu lintas di area penghubung menuju tempat wisata. area, facilitating access to nearby tourist attractions.
Dari aspek human capital, Perseroan berhasil memenuhi From a human capital perspective, the Company successfully
target persentase milenial (<42 tahun) dalam nominated met its target for millennial representation (<42 years) among
talent dengan pelaksanaan pemenuhan jumlah karyawan nominated talents, with employee numbers aligned with
sesuai dengan kebutuhan atau formasi, karena ketersediaan formation requirements. This achievement was made possible
talent dan analisa pemenuhan talent berjalan dengan baik. through effective talent availability and fulfillment analysis.
Dari aspek operasional, volume lalu lintas terealisasi From the operational perspective, traffic volume reached
sebesar 1.301,8 juta transaksi atau lebih rendah dari target. 1,301.8 million transactions, which is below the target. Several
Beberapa faktornya dipengaruhi oleh peralihan pengguna factors have contributed to this outcome, including a shift in
jalan dari kendaraan pribadi ke moda transportasi jarak toll road user preference from private vehicles to long-distance
jauh menggunakan kereta api, pesawat, dan bus; telah transportation modes such as trains, planes, and buses.
beroperasinya Light Rapid Transit (LRT) dan Kereta Cepat Additionally, the operation of the Light Rapid Transit (LRT) and
Jakarta-Bandung (KJB) menjadi subtitusi bagi jalan tol; dan the Jakarta-Bandung Fast Train (KJB) serves as alternatives to
jaringan ruas JORR II yang telah terkoneksi dan pembukaan toll roads. The completion and opening of the JORR II section
ruas Cisumdawu menjadi alternatif pilihan ruas jalan tol lain network and the Cisumdawu section also provide toll road
bagi pengguna jalan. users with alternative routes or other toll road sections.
Seiring dengan lingkungan bisnis yang semakin cepat In response to the rapidly changing business environment,
berubah namun tetap memberikan peluang bagi ekspansi dan which still offers opportunities for expansion and sustainability,
keberlanjutan usaha Perseroan, manajemen menyusun target the management has set targets in the risk-based 2025 work
dalam rencana kerja tahun 2025 berbasis risiko. Pertimbangan plan. The key considerations for achieving the performance
proyeksi perekonomian nasional, iklim industri jalan tol yang goals in 2025 include national economic projections, a
kondusif, dan kelancaran peralihan pemerintah menjadi kunci conducive toll road industry climate, and a smooth transition
dalam pencapaian kinerja tahun 2025. of government.
348 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Informasi dan Fakta Material Setelah Tanggal
Laporan Akuntan
Information and Material Facts After the Accountant’s Report Date
Peristiwa Setelah Tanggal Pelaporan Subsequent Events
1. Pada tanggal 13 Januari 2025, berdasarkan keputusan 1. On January 13, 2025, based on the decision of the board
direksi PT Jasa Marga (Persero) Tbk No. 002/AA.P- of directors of PT Jasa Marga (Persero) Tbk No. 002/AA.P-
6a/2025 tentang Mutasi dan Penempatan Karyawan 6a/2025 concerning Employee Mutation and Placement
memutuskan hasil perubahan susunan Sekretaris decides the results of the change in the composition of
Perusahaan sebagai berikut: the Corporate Secretary as follows:
2025 2024
Sekretaris Perusahaan
Ari Wibowo Mohamad Agus Setiawan
Corporate Secretary
2. Berdasarkan Akta Notaris No. 04 tanggal 30 Desember 2. Based on Notarial Deed No. 04 dated December 30,
2024 dari Notaris Ni Nyoman Rai Sumawati S.H., M.Kn., 2024, from Notary Ni Nyoman Rai Sumawati S.H., M.Kn.,
dan surat persetujuan dari Kementerian Hukum dan Hak and the approval letter from the Ministry of Law and
Asasi Manusia Republik Indonesia No. AHU-0001439. Human Rights of the Republic of Indonesia No. AHU-
AH.01.11 TAHUN 2025 tanggal 09 Januari 2025, 0001439.AH.01.11 YEAR 2025 dated January 9, 2025,
Perusahaan melakukan penyertaan modal perseroan the Company made a cash capital contribution to PT
secara tunai kepada PT Jasamarga Jogja Bawen sebesar Jasamarga Jogja Bawen amounting to Rp87,429 or a
Rp87.429 atau sebanyak 87.429 lembar saham. total of 87,429 shares.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 349
Page 350
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Prospek Usaha
Business Prospect
Prospek usaha industri jalan tol di Indonesia tetap menjanjikan. The toll road industry in Indonesia continues to show promising
Hal ini tercermin oleh kebutuhan pengguna terhadap jalan tol, prospects. This is reflected in the growing demand from users
dukungan Pemerintah untuk menjaga iklim industri jalan tol for toll roads, government supports to maintain a conducive
tetap kondusif, dan pengembangan wilayah baik industri dan environment for the toll road industry, and the development of
residensial disertai kebutuhan infrastruktur yang memadai. both industrial and residential areas accompanied by the need
Tidak hanya itu, pertumbuhan populasi, kebutuhan kelancaran for adequate infrastructure. Furthermore, population growth,
arus barang dan jasa, serta konektivitas antardaerah tetap the need for smooth goods and services flow, and interregional
menjadikan infrastruktur sebagai hal dasar bagi masyarakat. connectivity continue to make infrastructure a fundamental
need for society.
Penerapan teknologi modern dalam manajemen lalu lintas, The implementation of modern technology in traffic
sistem pembayaran nontunai, dan pemeliharaan jalan tol akan management, cashless payment systems, and toll road
meningkatkan efisiensi operasional. Inovasi dalam penggunaan maintenance will enhance operational efficiency. Innovations
data analitik dan sistem pemantauan lalu lintas juga dapat in the use of data analytics and traffic monitoring systems
membantu pelaku industri jalan tol dalam merespons can also help toll road operators respond to user needs.
kebutuhan pengguna jalan. Dengan pemulihan ekonomi yang With sustainable economic recovery, business and industrial
berkelanjutan, kegiatan bisnis dan industri diperkirakan akan activities are expected to continue increasing. This will
terus meningkat. Hal ini akan mendorong penggunaan jalan tol drive the use of toll roads for goods transportation and
untuk transportasi barang dan distribusi, meningkatkan volume distribution, boosting traffic volume and revenue for toll road
lalu lintas dan pendapatan bagi pengelola jalan tol. Terdapat operators. There is a global trend towards the development
tren global menuju pembangunan infrastruktur yang lebih of more sustainable infrastructure, which could create new
berkelanjutan yang dapat menciptakan peluang baru dalam opportunities in the development of green technologies for
pengembangan teknologi hijau dalam infrastruktur jalan. road infrastructure. In response to these business prospects,
Dalam merespon prospek usaha tersebut, Perseroan telah the Company has set strategic steps outlined in the 2025-2029
melakukan kajian strategis untuk penyusunan RJPP 2025-2029 Business Plan and is optimistic about continuing sustainable
sehingga Perseroan optimis dapat menjaring peluang untuk growth.
tumbuh secara berkelanjutan.
350 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 351
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Aspek Pemasaran
Marketing Aspect
Pangsa Pasar Market Share
Kegiatan bisnis, perjalanan, dan pariwisata yang semakin Business activities, travel, and tourism have been increasingly
aktif berkontribusi pada peningkatan volume lalu lintas di active, contributing to the rise in traffic volume on toll roads.
jalan tol. Pembangunan dan pengoperasian proyek jalan tol The development and operation of new toll road projects
baru juga mendorong peningkatan konektivitas antarwilayah. have also enhanced inter-regional connectivity. With more
Dengan lebih banyak jalur yang tersedia, perjalanan menjadi lanes available, travel becomes faster and more efficient,
lebih cepat dan efisien, sehingga mendorong masyarakat encouraging the public to use toll roads. Government policies
untuk menggunakan jalan tol. Kebijakan pemerintah yang that support transportation infrastructure development,
mendukung pengembangan infrastruktur transportasi, including toll road expansion, also play a key role in driving
termasuk pengembangan jalan tol, juga berperan penting the toll road industry’s performance in general, as well as the
dalam mendorong kinerja industri jalan tol pada umumnya, Company’s business.
dan bisnis Perseroan.
Pada tahun 2024, Perseroan mencatatkan adanya In 2024, the Company recorded the addition of a new toll
penambahan konsesi jalan tol baru sebagai minoritas pada road concession, specifically the Bogor-Serpong toll road,
ruas jalan tol Bogor-Serpong, sepanjang 32,03 km. Perseroan stretching 32.03 km. The Company has signed a Shareholder
telah menandatangani perjanjian para pemegang saham dan Agreement and established a toll road business entity (BUJT),
membentuk BUJT yaitu PT Bogor Serpong Infra Selaras dengan PT Bogor Serpong Infra Selaras, with a minority ownership
kepemilikan minoritas sebesar 26%. Adapun pemegang of 26%. Other shareholders include PT Persada Utama Infra
saham lain adalah PT Persada Utama Infra (PUI) sebesar 52%, (PUI) with 52%, PT Adhi Karya (Persero) Tbk (ADHI) with 12%,
PT Adhi Karya (Persero) Tbk (ADHI) sebesar 12%, dan PT and PT Hutama Karya Infrastruktur (HKI) with 10%.
Hutama Karya Infrastruktur (HKI) sebesar 10%.
Selain itu, Perseroan mengembangkan bisnis usaha di lini Additionally, the Company is expanding its business in the toll
bisnis konsesi jalan tol dengan membangun beberapa ruas road concession sector by constructing several new toll road
jalan tol baru. Adapun pembangunan proyek jalan tol baru sections. The progress of new toll road projects as of the end
sampai dengan akhir tahun 2024 menunjukan kemajuan of 2024 is as follows:
sebagai berikut:
1. Ruas Akses Patimban masih dalam proses pembebasan 1. The Patimban Access Road section is still in the land
lahan. acquisition process.
2. Ruas Solo-Yogyakarta-NYIA Kulon Progo Seksi Solo- 2. The Solo-Yogyakarta-NYIA Kulon Progo Section,
Klaten sudah beroperasi dan terdapat seksi lain yang from Solo to Klaten, has been operating, while other
masih dengan progres konstruksi progres kumulatif sections are still under construction, with a cumulative
konstruksi sebesar 40,67%. construction progress of 40.67%.
3. Ruas Jogja – Bawen masih dalam tahap konstruksi 3. The Jogja-Bawen section is still in the construction phase
dengan progres mencapai 25,51%. with a progress of 25.51%.
4. Ruas Probolinggo – Banyuwangi masih dalam tahap 4. The Probolinggo-Banyuwangi section is under
konstruksi dengan progress sebesar 69,12%. construction with a progress of 69.12%.
5. Ruas Japek Selatan masih dalam tahap konstruksi dengan 5. The Japek Selatan section is under construction with a
progres sebesar 50,50%. progress of 50.50%.
PT Jasa Marga (Persero) Tbk menguasai 43% pangsa pasar PT Jasa Marga (Persero) Tbk holds a 43% market share of
dari total jalan tol beroperasi di Indonesia atau sepanjang the total toll roads in operation in Indonesia, covering a total
1.286 km. Jasa Marga meyakini bahwa posisi Jasa Marga of 1,286 km. Jasa Marga is confident that its position as the
sebagai perusahaan jalan tol terbesar di Indonesia akan terus largest toll road company in Indonesia will remain consistent
konsisten dalam memenuhi kebutuhan masyarakat individu in meeting the needs of individuals and businesses with high
dan perusahaan barang dan jasa yang bermobilitas tinggi mobility, continuing to provide safe and comfortable toll road
untuk terus menyediakan layanan jalan tol yang aman dan services.
nyaman.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 351
Page 352
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Strategi Pemasaran Marketing Strategy
Bidang Pengembangan Jalan Tol Toll Road Development Sector
Perseroan senantiasa berupaya untuk menjadi pemimpin The Company continuously strives to be the leader in the toll
bisnis jalan tol di seluruh rantai nilai secara profesional dan road business across the entire value chain in a professional
berkesinambungan. Salah satu strategi yang dilakukan adalah and sustainable manner. One of the strategies implemented
berfokus pada pembangunan proyek jalan tol yang terkoneksi is focusing on the development of toll road projects that
langsung dengan jalan tol yang sudah ada dan seluruhnya are directly connected to existing toll roads, all of which are
berlokasi di pulau Jawa. Adapun pembangunan dilakukan located on Java Island. The development is carried out in
secara bertahap dan menyesuaikan dengan kapabilitas stages and adjusted to the Company’s financial capabilities.
finansial Perseroan. Perseroan juga memperluas jaringan The Company also expands its toll road network by increasing
jalan tol yang dimiliki dengan menambah kepemilikan konsesi its concession ownership in new toll road segments that offer
ruas jalan tol baru yang memiliki tingkat pengembalian commercially viable investment returns through Jasa Marga’s
investasi yang layak secara komersial melalui keikutsertaan participation in tenders initiated by the government through
Jasa Marga dalam skema tender (lelang) yang diinisiasi oleh the Toll Road Regulatory Agency (BPJT), acquiring shares from
Pemerintah melalui Badan Pengatur Jalan Tol (BPJT), akuisisi other parties to gain concession rights for existing toll roads,
kepemilikan saham dari pihak lain untuk dapat memiliki hak whether under construction or already operational, or by
konsesi dari jalan tol yang telah berdiri sebelumnya baik yang proposing initiative projects to the government for potential
masih dalam tahap konstruksi maupun operasi, atau dapat toll road sections that are considered by Jasa Marga to have
juga dilakukan dengan mengajukan proyek prakarsa kepada good feasibility in line with the Company’s capacity.
Pemerintah untuk ruas-ruas tol potensial yang dianggap Jasa
Marga memiliki kelayakan yang baik yang sesuai dengan
kapasitas yang dimiliki Jasa Marga.
Bidang Pengoperasian Jalan Tol Toll Road Operations Sector
Di bidang pengoperasian jalan tol, Perseroan melalui PT In toll road operations sector, the Company, through PT
Jasamarga Tollroad Operator (JMTO) senantiasa mewujudkan Jasamarga Tollroad Operator (JMTO), remains committed
komitmennya untuk mempertahankan kualitas pelayanan to maintaining service quality while ensuring compliance
dengan tetap memenuhi Standar Pelayanan Minimal (SPM) with Minimum Service Standards (SPM) and Service Level
dan Service Level Agreement (SLA). Tahun 2024 PT JMTO Agreements (SLA). As of 2024, PT JMTO has successfully
telah berhasil mengoperasikan jalan tol sepanjang 1.473 operated 1,473 km of toll roads. PT JMTO continues to
km. PT JMTO terus membangun keunggulan bersaing build competitive advantages by leveraging technology in
melalui penerapan teknologi di bidang operasi, antara its operations, including: (i) Development of the Let It Flo
lain: (i) Pengembangan aplikasi Let It Flo yaitu sistem application, a transaction system based on Radio Frequency
transaksi tol berbasis Radio Frequency Identification (RFID) Identification (RFID) that connects toll roads with road users
yang terkoneksi dengan pengguna jalan untuk mendukung to support smooth and efficient toll road transaction services;
kelancaran dan percepatan layanan transaksi jalan tol; (ii) (ii) Implementation of an Intelligent Transport System (ITS)
Mengimplementasikan Intelligent Transport System (ITS) integrated with the Jasamarga Integrated Dashboard Digital
yang terintegrasi dengan dashboard Jasamarga Integrated Map (JID), ensuring the accuracy and timely delivery of
Digitalmap (JID) untuk menjamin keakuratan dan percepatan information and traffic communications to toll road users and
penyampaian informasi dan komunikasi lalu lintas kepada other stakeholders; (iii) Development of GeToll, a payment
pengguna jalan tol maupun para pemangku kepentingan gateway business, which is an innovative new service that
lainnya; (iii) Pengembangan bisnis GeToll untuk payment provides, processes, and manages the digital payment
gateway (PG) yang merupakan inovasi bisnis baru yang ecosystem between PT JMTO, fund sources, and merchants,
menyediakan, memproses, dan mengelola ekosistem particularly for transactions through digital payments; (iv)
pembayaran digital antara PT JMTO, source of fund dan Development of GetPay as a point of sale system; and (v)
merchant khususnya terkait dengan transaksi melalui Development of GetPark, a contactless parking system based
pembayaran digital, (iv) Pengembangan bisnis GetPay on RFID technology, eliminating the need for cards at entry
sebagai point of sales, dan (v) Melakukan pengembangan and exit gates.
bisnis GetPark sistem parkir yang memiliki keunggulan
transaksi parkir nirsentuh berbasis RFID sehingga tidak perlu
melakukan kartu pada saat berada di gate in dan gate out.
352 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 353
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Bidang Preservasi Jalan Tol Toll Road Preservation Sector
Dalam bidang preservasi jalan tol, melalui anak usahanya In the toll road preservation sector, the Company, through
yaitu PT Jasamarga Tollroad Maintenance (JMTM), Perseroan its subsidiary PT Jasamarga Tollroad Maintenance (JMTM),
memastikan terpenuhinya Standar Pelayanan Minimal (SPM) ensures that the Minimum Service Standards (SPM) for toll
Jalan Tol sesuai dengan Keputusan Menteri PUPR No. 16/ roads are met in accordance with the Minister of Public Works
PRT/M/2014 tahun 2014. Hingga akhir tahun 2024, PT JMTM and Housing Decree No. 16/PRT/M/2014. As of the end of
telah mencatatkan perolehan kontrak manajamen preservasi 2024, PT JMTM has secured management contracts for the
untuk 22 ruas jalan tol dan 13 proyek infrastruktur dengan preservation of 22 toll road sections and 13 infrastructure
total preservasi jalan tol sepanjang 1.286 km. Selain melalui projects, covering a total toll road preservation length of
Kontrak Manajemen, PT JMTM juga mengikuti tender (lelang) 1,286 km. In addition to managing contracts, PT JMTM also
konstruksi preservasi yang diinisiasi oleh BUJT maupun participates in tender for maintenance projects initiated by
perusahaan kontraktor dengan menghasilkan pekerjaan yang toll road companies and contractor companies, consistently
tepat mutu, tepat waktu, tepat biaya serta respon perbaikan delivering work of the highest quality, on time, within
kerusakan masa preservasi. budget, and effectively addressing any damage during the
preservation period.
Dalam rangka penerapan teknologi di bidang preservasi, PT In the application of technology in preservation, PT JMTM
JMTM telah menerapkan beberapa inovasi antara lain yaitu has implemented several innovations, including the
implementasi teknologi Integrated Tollroad Maintenance implementation of the Integrated Tollroad Maintenance
System (ITMS) dengan penilaian kinerja keselamatan jalan System (ITMS) technology with road safety performance
menggunakan metode iRAP STAR rating dan pengembangan assessments using the iRAP STAR Rating method, and the
aplikasi smart penerangan jalan umum (PJU) sistem yang development of the Smart Public Street Lighting (PJU)
mengintegrasikan PJU jalan tol dengan perangkat Internet of application, a system that integrates toll road PJU with Internet
Things (IoT) dan jaringan komunikasi sehingga mempermudah of Things (IoT) devices and communication networks, making
proses pemantauan kondisi dan perbaikan PJU. it easier to monitor conditions and carry out PJU repairs.
Bidang Pengembangan Usaha Prospektif Prospective Business Development Sector
Pengembangan bisnis prospektif yang dijalankan oleh The Company’s prospective business development currently
Perseroan saat ini terkait usaha pengelolaan tempat istirahat includes managing rest areas and services (TIP), toll corridor
dan pelayanan (TIP), pengembangan toll corridor development development (TCD), conventional and digital use of toll road
(TCD), pemanfaatan koridor jalan tol baik secara konvensional, corridors, all of which are fully managed by PT Jasamarga
yang secara keseluruhan dikelola oleh PT Jasamarga Related Related Business (JMRB).
Business (JMRB).
PT JMRB terus melakukan berbagai inovasi di TIP diantaranya PT JMRB continues to drive innovation in TIP, including
dengan bekerjasama dalam pembangunan Xpress Hotel di TIP collaborating on the construction of the Xpress Hotel and
KM 379 A ruas Semarang-Batang. Dalam rangka mendukung the development of the TIP at KM 379A Semarang-Batang
langkah pemerintah dalam upaya menekan polusi udara dan section. In support of the government’s efforts to reduce air
percepatan kendaraan Listrik, PT JMRB juga menambah Stasiun pollution and accelerate the adoption of electric vehicles,
Pengisian Kendaraan Listrik Umum (SPKLU) di Travoy. Kini, PT JMRB is also expanding its network of Electric Vehicle
terdapat 22 Rest Area Travoy di Pulau Jawa yang telah tersedia Charging Stations (SPKLU) at Travoy locations. Currently, there
SPKLU. PT JMRB saat ini tengah memperluas pengembangan are 22 Travoy stations across Java where SPKLU is available.
dengan membangun TCD atau Travoy Hub tahap 2 dan 3 yang Additionally, PT JMRB is progressing with the development
mencakup area komersial berupa area ritel berkonsep yang of TCD, including stages 2 and 3 of the Travoy Hub, which
dilengkapi berbagai prasarana umum seperti area hijau dan will feature commercial areas, a retail concept, and essential
rumah sakit yang bekerjasama dengan Brawijaya Healthcare. public infrastructure, such as green spaces and a hospital, in
collaboration with Brawijaya Healthcare.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 353
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kebijakan dan Pembayaran Dividen
Dividend Policy and Payments
Kebijakan Dividen Dividend Policy
Berdasarkan Undang-Undang No. 40 Tahun 2007 tentang Under the Law No. 40 of 2007 on Limited Liability Companies,
Perseroan Terbatas, pembayaran dividen dilakukan dividend payments are made based on the resolution of the
berdasarkan keputusan Rapat Umum Pemegang Saham. General Meeting of Shareholders.
Perseroan selalu berupaya untuk memperhatikan hak para The company always strives to consider the rights of
pemegang saham dengan tetap memperhatikan kondisi shareholders while also taking into account the company’s
keuangan dan kinerja Perseroan pada tahun berjalan. financial condition and performance for the current year. The
Kebijakan Dividen Perseroan sebagaimana telah dinyatakan company’s Dividend Policy, as stated in the Prospectus, is
dalam Prospektus adalah sebesar 20%. Namun demikian, tidak set at 20%. However, there is no certainty that the company
terdapat kepastian bahwa Perseroan akan dapat melakukan will be able to distribute dividends in each fiscal year.
pembagian dividen untuk setiap tahun buku. Keputusan The decision to distribute dividends is subject to several
pembagian dividen Perseroan dikaitkan dengan beberapa considerations, including the net profit for the fiscal year, the
pertimbangan antara lain, laba bersih pada tahun fiskal, company’s obligation to allocate reserve funds in accordance
kewajiban Perseroan untuk mengalokasikan dana cadangan with applicable regulations, and the need for funds to support
sesuai dengan peraturan yang berlaku dan kebutuhan dana further business expansion plans, without diminishing the
untuk rencana ekspansi bisnis lebih lanjut, tanpa mengurangi rights of the Annual General Meeting of Shareholders (AGMS)
hak dari Rapat Umum Pemegang Saham Tahunan (RUPST) to make a decision in accordance with the company’s Articles
untuk menentukan sesuai dengan ketentuan Anggaran Dasar of Association. With due regard to the company’s financial
Perseroan. Dengan tetap memperhatikan posisi keuangan position and/or health level, the targeted dividend policy is
dan/atau tingkat kesehatan Perseroan, kebijakan dividen 10%-15% of net profit, unless otherwise determined by the
yang ditargetkan adalah sebesar 10%-15% dari laba bersih, General Meeting of Shareholders.
kecuali ditentukan lain oleh Rapat Umum Pemegang Saham.
Sesuai peraturan yang berlaku, Perseroan wajib melaksanakan Pursuant to the applicable regulations, the company is
pembayaran dividen tunai kepada pemegang saham required to make cash dividend payments to eligible
yang berhak paling lambat 30 (tiga puluh) hari setelah shareholders no later than 30 (thirty) days after the
diumumkannya ringkasan risalah RUPST yang memutuskan announcement of the summary of the minutes of the General
pembagian dividen tunai apabila Perseroan memutuskan Meeting of Shareholders (GMS) that decides on the cash
melakukan penyetoran dividen. dividend distribution, if the company decides to declare a
dividend payment.
Pembayaran Dividen Dividend Payment
Pada tahun 2024, berdasarkan keputusan RUPST Perseroan In 2024, based on the decision of the Company’s Annual
tanggal 8 Mei 2024, Perseroan menetapkan untuk membagikan General Meeting of Shareholders (AGMS) on May 8, 2024,
dividen tunai sebesar 4% atau Rp274.808.657.437 sehingga the Company decided to distribute a cash dividend of 4% or
dividen bagian Negara Republik Indonesia atas kepemilikan IDR 274,808,657,437. As a result, the dividend portion for
70% saham adalah sebesar Rp192.366.060.206. the Government of the Republic of Indonesia, with a 70%
shareholding, amounts to IDR 192,366,060,206.
354 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pembayaran Dividen (dalam miliar Rupiah)
Table of Dividend Payment (in billion Rupiah)
Tahun Buku
Uraian Fiscal Year
Description
2024 2023 2022 2021 2020
Laba Bersih
4.535,6 6.793,6 2.746,9 1.615,3 501,1
Net Profit
Jumlah Saham Beredar
7.257.871.200 7.257.871.200 7.257.871.200 7.257.871.200 7.257.871.200
Total Shares Outstanding
Laba Bersih per Saham
(Rupiah penuh)
624,9 936,0 378,5 222,6 69,0
Earning per Share
(full Rupiah)
Jumlah Dividen yang
Dibayarkan * 274,8 549,4 - -
Dividend Paid
Rasio Pembayaran Dividen
* 4% 20% - -
Dividend Payout Ratio
Dividen per Saham (Rupiah
penuh)
* 37,86 75,69 - -
Dividends per Share
(full Rupiah amount)
Tanggal Pengumuman Dividen 13 Mei 2024 12 Mei 2023
* - -
Dividen Announcement Date May 13, 2024 May 12, 2024
Tanggal Pembayaran Dividen 07 Juni 2024 09 Juni 2023
* - -
Date of Dividend Payment June 07, 2024 June 09, 2023
Keterangan/Notes:
*Akan diputuskan pada RUPS Tahunan Tahun Buku 2024.
*It will be decided at Annual GMS FY 2024.
Adapun besaran dividen dan pembayaran dividen atas kinerja The amount and payment of dividends for the financial
keuangan tahun buku 2024 akan diputuskan pada Rapat performance of the fiscal year 2024 will be decided at the
Umum Pemegang Saham Tahunan tahun buku 2024 yang akan Annual General Meeting of Shareholders for the fiscal year
diselenggarakan di tahun 2025. 2024, which will be held in 2025.
Program Kepemilikan Saham oleh Karyawan
dan Manajemen (ESOP/MSOP)
Employee and Management Stock Ownership Program (ESOP/
MSOP)
Hingga akhir tahun 2024, Perseroan tidak memiliki program As of the end of 2024, the company does not have an
Kepemilikan Saham oleh Karyawan dan Manajemen atau Employee Stock Ownership Program (ESOP) or Management
Employee Stock Option Program (ESOP) dan Management Stock Option Program (MSOP).
Stock Option Program (MSOP).
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 355
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Program Employee Stock Allocation (ESA)
Employee Stock Allocation (ESA) Program
Perseroan memiliki program Penjatahan Saham Karyawan The Company has an Employee Stock Allocation (ESA)
(Employee Stock Allocation/ESA) yang bertujuan agar karyawan program aimed at fostering a sense of belonging among
memiliki sense of belonging terhadap Perseroan dengan harapan employees towards the Company, with the hope of boosting
dapat memacu produktivitas kerja, yang pada gilirannya work productivity, which in turn impacts the overall corporate
berdampak pada kinerja korporasi secara keseluruhan. performance.
Program ESA terdiri dari: The ESA program consists of:
1. Saham Bonus 1. Bonus Shares
Komisaris (selain Komisaris Independen), Direksi dan Commissioners (excluding Independent Commissioners),
seluruh karyawan tetap Perseroan yang memenuhi the Board of Directors, and all permanent employees
kriteria tertentu dapat menerima Saham Bonus pada saat of the Company who meet certain criteria may receive
Penawaran Umum Perdana (Initial Public Offering/IPO) Bonus Shares during the Initial Public Offering (IPO),
sebesar ekuivalen dengan satu bulan gaji bulan Juni 2007. equivalent to one month’s salary as of June 2007.
Perseroan mengantisipasi untuk memberikan sekitar The Company anticipates allocating approximately
11.862.000 saham di dalam skema Saham Bonus yang 11,862,000 shares within the Bonus Share scheme, with
diberikan kepada Komisaris non Independen, Direksi dan 1.70% allocated to non-Independent Commissioners,
karyawan masing-masing sebesar 1,70% dan 98,30%. 98.30% to the Board of Directors, and employees.
2. Saham Jatah Pasti 2. Certain Ratio Shares
Selain Saham Bonus, peserta juga diberi kesempatan In addition to the Bonus Shares, participants are also
membeli Saham Jatah Pasti pada saat IPO. Jumlah Saham given the opportunity to purchase Certain Ratio Shares
Jatah Pasti sekitar 192.138.000 lembar saham. Saham during the IPO. The total number of Certain Ratio Shares
Jatah Pasti diberlakukan penjatahan secara proporsional is approximately 192,138,000 shares. These shares
berdasarkan gaji bulanan karyawan dan beberapa are allocated proportionally based on the employee’s
pembatasan tertentu lainnya. monthly salary and other specific limitations.
Jumlah Saham ESA Amount of ESA Shares
RUPS Luar Biasa pada tanggal 12 September 2007 menyetujui The Extraordinary General Meeting of Shareholders on
pelaksanaan Program ESA, dengan memberikan kesempatan September 12, 2007, approved the implementation of the
bagi peserta untuk memiliki maksimum 10% dari saham ESA Program, providing participants with the opportunity to
yang ditawarkan kepada publik (atau sebanyak 204.000.000 own a maximum of 10% of the shares offered to the public (or
lembar). up to 204,000,000 shares).
Jangka Waktu ESA Duration of ESA
Saham bonus merupakan salah satu program ESA, tidak dapat Bonus shares, which are part of the ESA program, cannot be
dijual maupun dipindahtangankan selama 3 (tiga) tahun sold or transferred for a period of 3 (three) years (lock-up
(periode lock up). period).
Persyaratan Peserta Program ESA Eligibility Requirements for ESA Program
Participants
Sesuai Surat Keputusan Direksi No. 182.1/KPTS/2007 tentang Pursuant to the Director’s Decree No. 182.1/KPTS/2007
Program Kepemilikan Saham oleh Karyawan dan Manajemen regarding the Employee and Management Stock Ownership
PT Jasa Marga (Persero) Tbk, peserta program ESA adalah Program at PT Jasa Marga (Persero) Tbk, ESA program
Karyawan Tetap, Direksi, Dewan Komisaris yang bukan participants include permanent employees, the Board
Komisaris Independen, Sekretaris Dewan Komisaris, dan Staf of Directors, the Board of Commissioners (excluding
Sekretaris Direksi yang tercatat dalam Administrasi Sistem Independent Commissioners), the Secretary of the Board of
Informasi Manajemen Sumber Daya Manusia Perseroan pada Commissioners, and the staff of the Director’s Office, all of
tanggal 31 Oktober 2007. whom were recorded in the Company’s Human Resources
Management Information System on October 31, 2007.
Harga Exercise Exercise Price
Program ESA tidak memiliki harga exercise. Harga saham pada The ESA program does not have an exercise price. The share
saat IPO adalah sebesar Rp1.700 per lembar saham. price at the time of the IPO was Rp1,700 per share.
356 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Realisasi Penggunaan Dana Hasil
Penawaran Umum
Realization of Use of Public Offering Proceeds
Realisasi Penggunaan Obligasi Realization of the Use of Bonds
Perseroan menerbitkan Obligasi Berkelanjutan II Jasa Marga The company issued Shelf Registration Bonds II Jasa Marga
Tahap I Tahun 2020 dengan tingkat bunga tetap sebesar Rp2,0 Phase I Year 2020 with a fixed interest rate of IDR 2.0 trillion
triliun pada 9 September 2020. Sesuai dengan prospektus, on September 9, 2020. Pursuant to the prospectus, the funds
dana hasil Penawaran Umum Obligasi setelah dikurangi from the Public Offering of Bonds, after deducting issuance
dengan biaya-biaya emisi akan digunakan seluruhnya untuk costs, will be used entirely for Jasa Marga’s working capital.
modal kerja Jasa Marga.
Perseroan menerbitkan Obligasi Berkelanjutan III Jasa Marga The company issued Shelf Registration Bonds III Jasa Marga
Tahap I Tahun 2024 dengan tingkat bunga tetap sebesar Phase I Year 2024 with a fixed interest rate of Rp932.4 billion
Rp932,4 miliar pada 5 Juli 2024. Sesuai dengan prospektus, on July 5, 2024. Pursuant to the prospectus, the funds from
dana hasil Penawaran Umum Obligasi setelah dikurangi the Public Offering of Bonds, after deducting issuance costs,
dengan biaya-biaya emisi akan digunakan seluruhnya untuk will be used entirely for Jasa Marga’s working capital.
modal kerja Jasa Marga.
Tabel Realisasi Penggunaan Dana Hasil Penawaran Umum (dalam jutaan Rupiah)
Tabel of Realization of Use of Public Offering Proceeds (in milion Rupiah)
Uraian Rencana
Realisasi
Description Penggunaan
Penggunaan Sisa Dana
Dana
Dana Hasil
Jumlah Hasil Menurut
Jenis Penawaran Tanggal Biaya Menurut Penawaran
Penawaran Prospektus
Umum Efektif Penawaran Hasil Prospektus Umum
No Umum Proceeds
Type of Public Effective Umum Bersih Proceeds Remaining
Number Utilization
Offering Date Public Net Realization Funds from
of Public Plan
Offering Results According Public
Offering According
Fee to the Offering
Results to the
Prospectus
Prospectus
Obligasi
Berkelanjutan
II Jasa Marga 8 September
Tahap I Tahun 2020
1 2.000.000 8.100 1.991.899 1.991.899 1.991.899 0
2020 September 8,
Shelf Registration 2020
Bonds II Jasa Marga
Phase I Year 2020
Obligasi
Berkelanjutan
III Jasa Marga
Tahap I Tahun 5 Juli 2024
2 932.350 5.792 926.558 926.558 926.558 0
2024 July 5, 2024
Shelf Registration
Bonds III Jasa Marga
Phase I Year 2024
Adapun rincian realisasi penggunaan dana Obligasi adalah The details of the realized use of the bond funds are as
sebagai berikut: follows:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 357
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Rincian Realisasi Penggunaan Dana Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020 (dalam Rupiah penuh)
Table of the Realization Details of the Use of Jasa Marga Shelf Registration Bonds II Phase I Funds in 2020 (in fully Rupiah)
Realisasi Penggunaan Dana Obligasi Jumlah
No
Bonds Proceeds Realization Total
Modal Kerja
Working Capital
Modal Kerja Operasional
1. 1.180.905.108.271
Operational Working Capital
Dana Talangan Tanah PT Cinere Serpong Jaya (CSJ)
2. 26.767.771.146
Land Bridging Fund for PT Cinere Serpong Jaya (CSJ)
Pinjaman Pemegang Saham PT Jasamarga Balikpapan Samarinda (JBS)
3. 109.725.000.000
Shareholders Loans PT Jasamarga Balikpapan Samarinda (JBS)
Pinjaman Pemegang Saham PT Jasamarga Semarang Batang (JSB)
4. 39.900.000.000
Shareholders Loans PT Jasamarga Semarang Batang (JSB)
Dana Talangan Tanah PT Jasamarga Semarang Batang (JSB)
5. 370.692.414.205
Land Bridging Fund for PT Jasamarga Semarang Batang (JSB)
Dana Talangan Tanah PT Cinere Serpong Jaya (CSJ)
6. 216.028.932.058
Land Bridging Fund for PT Cinere Serpong Jaya (CSJ)
Pinjaman Pemegang Saham PT Jasamarga Solo Ngawi (JSN)
7. 47.880.000.000
Shareholder Loans of PT Jasamarga Solo Ngawi (JSN)
Total 1.991.899.225.680
Tabel Rincian Realisasi Penggunaan Dana Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 (dalam Rupiah penuh)
Table of the Realization Details of the Use of Jasa Marga Shelf Registration Bonds III Phase I Funds in 2024 (in fully Rupiah)
Realisasi Penggunaan Dana Obligasi Jumlah
No
Bonds Proceeds Realization Total
Modal Kerja Pengoperasian dan Pemeliharaan Jalan Tol
1 926.558.213.373
Toll Road Operation and Maintenance Working Capital
Total 926.558.213.373
Sesuai dengan Peraturan Otoritas Jasa Keuangan No. 30/ In accordance with Financial Services Authority Regulation
POJK.04/2015 tentang Laporan Realisasi Penggunaan Dana No. 30/POJK.04/2015 regarding the Realization Report on
Hasil Penawaran Umum, seluruh dana hasil penawaran umum the Use of Funds from Public Offerings, all proceeds from
obligasi telah digunakan sesuai rencana penggunaan dana yang the bond offering have been utilized in accordance with the
diungkapkan dalam Prospektus dan telah dilaporkan kepada planned use of funds disclosed in the Prospectus and has
Otoritas Jasa Keuangan (OJK) dan Bursa Efek Indonesia (BEI). been reported to the Financial Services Authority (OJK) and
the Indonesia Stock Exchange (IDX).
Perseroan telah melaporkan Realisasi Penggunaan Dana The Company has reported the use of fund realization from
Hasil Penawaran Umum Obligasi Berkelanjutan II Jasa Marga Jasa Marga Continuous Bonds II Phase I 2020 Public Offering
Tahap I Tahun 2020 melalui Surat No. BF.KU09.02.18 tanggal through letter No. BF.KU09.02.18 dated January 13, 2021
13 Januari 2021 perihal Laporan Realisasi Penggunaan Dana regarding the use of fund realization report of Jasa Marga
Hasil Penawaran Umum Obligasi Berkelanjutan II Jasa Marga Continuous Bonds II Phase I 2020 Public Offering as of
Tahap I Tahun 2020 per 31 Desember 2020. Laporan realisasi 31 December 2020. The realization report has also been
tersebut juga telah dimasukkan ke dalam salah satu Mata inserted into one of the Agendas of Annual General Meeting
Acara Rapat Umum Pemegang Saham Tahunan (RUPST) Tahun of Shareholders (AGMS)in 2020 Financial Year which was held
Buku 2020 yang telah diselenggarakan pada tanggal 27 Mei on May 27, 2021, and has been ratified at the AGM accordingly
2021, serta telah disahkan dalam RUPST tersebut sesuai with Minutes of AGMS Number 47 of 2021.
dengan Berita Acara RUPST Nomor 47 Tahun 2021.
Selain itu, Perseroan juga telah melaporkan Realisasi Moreover, the Company has also reported the use of fund
Penggunaan Dana Hasil Penawaran Umum Obligasi realization from Bonds Sustainable III Jasa Marga Phase I Year
Berkelanjutan III Jasa Marga Tahap I Tahun 2024 melalui 2024 Public Offering through letter No. AB.HM.04.06 dated
Surat No. AB.HM.04.06 tanggal 8 Januari 2025 perihal January 8, 2025 regarding the use of fund realization report
Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum from Jasa Marga Continuous Bond III Phase I Year 2024 Public
Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 Offering as of 31 December 2024. The realization report will
per 31 Desember 2024. Laporan realisasi tersebut akan included in one of the Annual General Meeting Shareholders
dimasukkan ke dalam salah satu Mata Acara Rapat Umum (AGMS) Agendas for Fiscal Year 2024 which will be held in
Pemegang Saham Tahunan (RUPST) Tahun Buku 2024 yang 2025 to be ratified in AGMS and stated in the AGMS Minutes.
akan diselenggarakan pada tahun 2025 untuk disahkan dalam
RUPST dan dituangkan dalam Berita Acara RUPST.
358 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Informasi Material Mengenai Investasi,
Ekspansi, Divestasi, Penggabungan/Peleburan
Usaha, Akuisisi, Restrukturisasi Utang dan
Modal, Transaksi Material, dan Transaksi
Afiliasi
Material Information Regarding Investment, Expansion,
Divestment, Merger/Consolidation, Acquisition, Debt and
Capital Restructuring, Material Transactions, and Affiliated
Transactions
Berikut adalah informasi transaksi material dan transaksi The information on material transactions and affiliated
afiliasi Perseroan di tahun 2024: transactions conducted by the Company in 2024 is as follows:
Tabel Daftar Informasi Transaksi Perseroan selama Tahun 2024 yang termasuk Informasi Material
Table of the Company’s Transaction Information in 2024 Classified as Material Information
Sifat Hubungan
Afiliasi atau Jenis
Penjelasan Pemenuhan Jenis
Pihak yang Transaksi Material
Kewajaran Ketentuan Transaksi
Melakukan atau Jenis Fakta
Tanggal Nilai (Rp) Objek Transaksi Transaksi Terkait Material Keterangan
No. Transaksi Material
Date Value (Rp) Transaction Object Explanation of Fulfillment Material Description
Parties Conducting Nature of Affiliate
the Transaction of Related Transaction
Transactions Relationship or
Fairness Provisions Types
Type of Material
Facts
1. 21 Maret 2024 Rp1.047.146.434.012,- Pemberian 1. PT Jasa JAP merupakan Transaksi Pasal 3 jo Transaksi Direksi dan Dewan
March 21, Shareholder Loan Marga(Persero) pihak afiliasi pemberian SHL Pasal 4 POJK Afiliasi Komisaris Perseroan,
2024 (SHL) PT Jasamarga Tbk dari Jasa Marga, untuk memenuhi 42/2020 Afilliate baik secara sendiri-
Akses Patimban 2. PT Jasamarga mengingat Jasa kebutuhan Transactions sendiri maupun
(JAP) Provision Akses Marga memiliki pendanaan JAP. bersama-sama
of Shareholder Patimban (JAP) pengendalian Berdasarkan menyatakan bahwa:
Loan (SHL) for PT langsung terhadap analisis 1. Transaksi ini tidak
Jasamarga Akses JAP transaksi, mengandung
Patimban (JAP) JAP is an affiliated kualitatif dan benturan
party of Jasa kuantitatif kepentingan
Marga, as Jasa serta kewajaran sebagaimana
Marga has direct transaksi, dapat dimaksud dalam
control over JAP. disimpulkan Peraturan POJK
bahwa transaksi 42/2020 dan
afiliasi melalui bukan merupakan
pemberian SHL Transaksi Material
dari Jasa Marga sebagaimana
kepada JAP dimaksud dalam
tersebut adalah Peraturan POJK
wajar. 17/2020; dan
The SHL granting 2. Semua informasi
transaction material telah
was carried diungkapkan dan
out to meet informasi tersebut
JAP’s funding tidak menyesatkan.
needs. Based
on transaction The Board of
analysis—both Directors and Board
qualitative and of Commissioners of
quantitative— the Company, both
as well as individually and
the fairness collectively, declare that:
assessment, it 1. This transaction
can be concluded does not involve a
that the affiliated conflict of interest
transaction as referred to in
through the SHL POJK Regulation
granting from 42/2020 and does
Jasa Marga to JAP not constitute a
is fair. Material Transaction
as referred to in POJK
Regulation 17/2020;
and
2. All material
information has been
disclosed, and such
information is not
misleading.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 359
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Daftar Informasi Transaksi Perseroan selama Tahun 2024 yang termasuk Informasi Material
Table of the Company’s Transaction Information in 2024 Classified as Material Information
Sifat Hubungan
Afiliasi atau Jenis
Penjelasan Pemenuhan Jenis
Pihak yang Transaksi Material
Kewajaran Ketentuan Transaksi
Melakukan atau Jenis Fakta
Tanggal Nilai (Rp) Objek Transaksi Transaksi Terkait Material Keterangan
No. Transaksi Material
Date Value (Rp) Transaction Object Explanation of Fulfillment Material Description
Parties Conducting Nature of Affiliate
the Transaction of Related Transaction
Transactions Relationship or
Fairness Provisions Types
Type of Material
Facts
2. 8 Mei 2024 Pembubaran PT 1. PT Jasa Marga Pembubaran JLJ Penutupan pada Pasal 6 Fakta -
May 8, 2024 Jalantol Lingkarluar (Persero) Tbk yang merupakan JLJ melalui POJK 31/ Material/
Jakarta (dalam 2. PT Jalantol entitas anak mekanisme POJK.04/2015 Material
proses likuidasi) Lingkarluar perusahaan Jasa pembubaran yang Facts
(JLJ) Jakarta (dalam Marga dengan diikuti dengan
Termination likuidasi) (JLJ) kepemilikan likuidasi untuk
of PT Jalantol saham sebesar menghentikan
Lingkarluar Jakarta 99,99%. kerugian JLJ.
(in the process of Termination The closure
liquidation) (JLJ) of PT Jalantol of JLJ through
Lingkarluar Jakarta a dissolution
(JLJ), a subsidiary mechanism
of Jasa Marga with followed by
a 99.99% share liquidation to halt
ownership. JLJ's losses.
3. 28 Juni 2024 Pendanaan 1. PT Jasa Marga Penjualan Setelah POJK 17/2020 Fakta -
June 28, 2024 Berbasis Ekuitas (Persero) Tbk Sebagian Saham diselesaikannya Material/
(Equity Financing) 2. PT Jasamarga JTT Milik Perseroan seluruh rangkaian Material
di PT Jasamarga Transjawa Tol dan Penerbitan transaksi Equity Facts
Transjawa Tol (JTT) (JTT) Saham Baru JTT Financing,
Equity Financing yang merupakan kepemilikan
in PT Jasamarga satu rangkaian saham Jasa Marga
Transjawa Tol (JTT) transaksi. dalam JTT sebesar
The Divestment 65% dan 35%
of a Portion of the sisanya akan
Company's Shares dimiliki oleh Calon
in JTT and the Mitra Strategis .
Issuance of New Upon the
Shares by JTT as completion
part of a Series of of the entire
Transactions. Equity Financing
transaction, Jasa
Marga's ownership
in JTT will be
65%, while the
remaining 35%
will be held by
the prospective
strategic partner.
4. 28 Juni 2024 Rp315.000.000.000,- Pemberian 1. PT Jasa Marga JMB merupakan Transaksi POJK 17/2020 Transaksi Direksi dan Dewan
June 28, 2024 Shareholder Loan (Persero) Tbk pihak afiliasi pemberian SHL POJK 35/2020 Afiliasi / Komisaris Perseroan,
(SHL) PT Jasamarga 2. PT Jasamarga dari Jasa Marga, untuk memenuhi POJK 42/2020 Affiliate baik secara sendiri-
Manado Bitung Manado Bitung mengingat Jasa kebutuhan Transactions sendiri maupun
(JMB) (JMB) Marga memiliki pendanaan JMB. bersama-sama
Provision of pengendalian Berdasarkan menyatakan bahwa:
Shareholder langsung terhadap analisis transaksi, 1. Transaksi ini tidak
Loan (SHL) for PT JMB. kualitatif dan mengandung
Jasamarga Manado JMB is an affiliated kuantitatif benturan
Bitung (JMB) party of Jasa serta kewajaran kepentingan
Marga, as Jasa transaksi, dapat sebagaimana
Marga has direct disimpulkan dimaksud dalam
control over JMB. bahwa transaksi Peraturan POJK
afiliasi melalui 42/2020 dan
pemberian SHL bukan merupakan
dari Jasa Marga Transaksi Material
kepada JMB sebagaimana
tersebut adalah dimaksud dalam
wajar. Peraturan POJK
The SHL provision 17/2020; dan
transaction 2. Semua informasi
was carried material telah
out to meet diungkapkan dan
JMB’s funding informasi tersebut
needs. Based tidak menyesatkan.
on transaction The Board of
analysis, both Directors and Board
qualitative and of Commissioners of
quantitative, as the Company, both
well as fairness individually and
assessment, it collectively, declare that:
can be concluded 1. This transaction
that the affiliated does not involve a
transaction conflict of interest
through the SHL as referred to in
provision from POJK Regulation
Jasa Marga to JMB 42/2020 and does
is fair. not constitute a
Material Transaction
as referred to in POJK
Regulation 17/2020;
and
2. All material
information has been
disclosed, and such
information is not
misleading.
360 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 361
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Informasi Transaksi Perseroan selama Tahun 2024 yang termasuk Informasi Material
Table of the Company’s Transaction Information in 2024 Classified as Material Information
Sifat Hubungan
Afiliasi atau Jenis
Penjelasan Pemenuhan Jenis
Pihak yang Transaksi Material
Kewajaran Ketentuan Transaksi
Melakukan atau Jenis Fakta
Tanggal Nilai (Rp) Objek Transaksi Transaksi Terkait Material Keterangan
No. Transaksi Material
Date Value (Rp) Transaction Object Explanation of Fulfillment Material Description
Parties Conducting Nature of Affiliate
the Transaction of Related Transaction
Transactions Relationship or
Fairness Provisions Types
Type of Material
Facts
5. 11 Juli 2024 Penandatanganan 1. PT Jasa Marga Penandatanganan Aksi korporasi Pasal 6 Fakta -
July 11, 2024 Akta Jual Beli (Persero) Tbk. Akta Jual Beli berupa pembelian POJK 31/ Material/
Saham PT 2. PT Jasamarga Saham PT saham tidak POJK 04/2015 Material
Jasamarga Kunciran Kunciran Jasamarga menyebabkan Article 6 Facts
Cengkareng (JKC) Cengkareng Kunciran perubahan POJK 31/
Signing of the (JKC). Cengkareng (JKC) pengendalian POJK 04/2015
Sales Purchase Signing of the terhadap JKC oleh
Agreement of PT Share Purchase Jasa Marga
Jasamarga Kunciran Deed of PT The corporate
Cengkareng (JKC) Jasamarga action in the
Kunciran form of share
Cengkareng (JKC) acquisition does
not result in a
change of control
over JKC by Jasa
Marga.
6. 13 September Rp4.394.000.000,- Pendirian Badan 1. PT Jasa Marga Pembentukan Para pihak Pasal 2 jo Fakta Material -
2024 Usaha Jalan Tol (Persero) Tbk; usaha patungan melakukan Pasal 6 POJK Ekspansi /
September 13, PT Bogor Serpong 2. PT Persada PT Bogor Serpong penyertaan 31/2015 Material Facts
2024 Infra Selaras Utama Infra Infra Selaras saham pada Article 2 jo Expansion
The Establishment (“PUI”); oleh Jasa Marga, suatu perusahaan Article 6 POJK
of the Toll Road 3. PT Adhi Karya PUI, ADHI dan patungan bernama 31/2015
Business Entity (Persero) Tbk HKI termasuk PT Bogor Serpong
PT Bogor Serpong (“ADHI”); dalam jenis Fakta Infra Selaras.
Infra Selaras. 4. PT Hutama Material. The parties
Karya The establishment made an equity
Infrastruktur of the joint investment in
(“HKI”) venture PT Bogor a joint venture
Serpong Infra company named
Selaras by Jasa PT Bogor Serpong
Marga, PUI, ADHI, Infra Selaras.
and HKI qualifies
as a Material Fact.
7. 27 September Rp15.325.000.000.000,- Aksi Korporasi 1. PT Jasa Marga Penjualan Aksi Korporasi Pasal 3 Transaksi Direksi dan Dewan
2024 Equity Financing (Persero) Tbk; sebagian saham Equity Financing POJK 17/ Material / Komisaris Perseroan,
September 27, di PT Jasamarga 2. PT Jasamarga JTT milik Jasa di JTT yang POJK.04/2020 Transaction baik secara sendiri-
2024 Transjawa Tol Transjawa Tol Marga, yakni melakukan Pasal 3 Material sendiri maupun
Corporate Action (JTT); 6.200.042.303 penjualan POJK 17/ bersama-sama
Equity Financing 3. PT Metro lembar saham JTT sebagian saham POJK.04/2020 menyatakan bahwa:
in PT Jasamarga Pacific milik Jasa Marga JTT milik Jasa Article 3 1. Transaksi ini bukan
Transjawa Tol Tollways atau ekuivalen Marga dan POJK 17/ merupakan suatu
Indonesia dengan 30,18% penerbitan POJK.04/2020 transaksi afiliasi dan
Services Penerbitan saham saham baru yang Article 3 tidak mengandung
(“MPTIS”); baru JTT yakni diterbitkan JTT, POJK 17/ benturan
4. PT Margautama 1.208.585.244 berdasarkan POJK.04/2020 kepentingan
Nusantara lembar saham analisis transaksi, sebagaimana
(“MUN”); baru yang kualitatif dan dimaksud dalam
5. Warrington diterbitkan oleh kuantitatif POJK 42/2020; dan
Investment JTT Struktur serta kewajaran 2. Semua informasi
Pte., Ltd. kepemilikan JTT transaksi, dapat material telah
(“WIPL”) setelah dilakukan disimpulkan diungkapkan dan
transaksi bahwa transaksi informasi tersebut
penjualan saham material yang tidak menyesatkan.
menjadi Jasa dilakukan Jasa The Board of
Marga 65,000%, Marga tersebut Directors and Board
MPTIS 20,300%, adalah wajar. of Commissioners of
WIPL 10,465%, The Corporate the Company, both
MUN 4,235%. Action of Equity individually and
Jasa Marga Financing in JTT, collectively, declare that:
divested involving the 1. This transaction
6,200,042,303 JTT partial divestment is not an affiliated
shares, equivalent of JTT shares transaction and
to 30.18% owned by Jasa does not contain any
ownership, Marga and the conflict of interest as
and JTT issued issuance of referred to in POJK
1,208,585,244 new shares by 42/2020; and
new shares, JTT, has been 2. All material
resulting in analyzed from information has been
a revised both qualitative disclosed, and such
shareholding and quantitative information is not
structure of JTT perspectives, misleading.
as follows: Jasa including
Marga 65.000%, transaction
MPTIS 20.300%, fairness. Based
WIPL 10.465%, on this analysis, it
and MUN 4.235%. can be concluded
that the material
transaction carried
out by Jasa Marga
is fair.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 361
Page 362
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Informasi Transaksi Dengan Pihak Berelasi
Atau Benturan Kepentingan
Information on Transactions with Related Parties or Conflicts
of Interest
Transaksi Pihak Berelasi Transactions with Related Parties
Kelompok Usaha melakukan transaksi dengan pihak-pihak The Group conducts transactions with related parties as
berelasi sebagaimana didefinisikan dalam PSAK 7 (Revisi defined in PSAK 7 (Revised 2010), “Disclosure of Related
2010), “Pengungkapan Pihak-pihak Berelasi”. Parties”.
Nama Pihak dan Sifat Hubungan Berelasi Names and Nature of Related Parties
Pihak-pihak berelasi adalah perusahaan dan perorangan yang Related parties are companies and individuals that have
mempunyai keterkaitan kepemilikan atau kepengurusan ownership or management relationships, either directly or
secara langsung maupun tidak langsung dengan Perseroan. indirectly, with the Company. The table below shows the
Tabel di bawah menunjukkan rincian pihak-pihak berelasi details of related parties with the Company, along with the
dengan Perseroan beserta sifat dari transaksi tersebut. nature of the transactions involved.
Tabel Transaksi dan Sifat Hubungan Berelasi
Table of Transactions and Nature of Related Parties
Pihak Berelasi Hubungan Jenis Transaksi
Related Parties Nature of Transaction Nature of Relationship
Pemerintah Republik Dikendalikan oleh Pemerintah Hak Konsesi atas Ruang Tol, Utang Bantuan Pemerintah,
Indonesia, Kementerian Pusat Republik Indonesia Dana Talangan Pembebasan Tanah dan Perpajakan
Keuangan, Kementerian Controlled by Central Government Concession Rights on Toll Space, GovernmentAssistance
Pekerjaan Umum dan of the Republic of Indonesia Debt, Land Acquisition and Taxation bailout funds
Perumahan Rakyat
Government of the
Republic of Indonesia,
Ministry of Finance,
Ministry of Public Works
PT Adhi Karya (Persero) Dikendalikan oleh Pemerintah Kontraktor dalam Pembangunan dan Preservasi Aset Tetap
Tbk Pusat Republik Indonesia dan Jalan Tol
Controlled by Central Government Contractor in Construction and Preservation of Fixed
of the Republic of Indonesia Assets and Toll Roads
Dana Pensiun Lembaga Dikendalikan oleh Pemerintah Beban Asuransi Jiwa Pensiunan Karyawan
Keuangan Jiwasraya Pusat Republik Indonesia Retired Employee Life Insurance Expenses
Controlled by Central Government
of the Republic of Indonesia
PT Bank Mandiri Dikendalikan oleh Pemerintah Penempatan Giro, Deposito Berjangka, Investasi Jangka
(Persero) Tbk Pusat Republik Indonesia Pendek, Dana yang Dibatasi Penggunaannya, Fasilitas
Controlled by Central Government Kredit Modal Kerja, Fasilitas Kredit Sindikasi, Biaya
of the Republic of Indonesia Keuangan, Piutang Lain-lain dan Pendapatan Bunga
Placement of Current Accounts, Time Deposits, Short-term
Investments, Restricted Funds, Working Capital Credit
Facilities, Syndicated Credit Facilities, Finance Fees, Other
Receivables and Interest Income
PT Bank Negara Dikendalikan oleh Pemerintah Penempatan Giro, Deposito Berjangka, Fasilitas
Indonesia (Persero) Tbk Pusat Republik Indonesia Kredit Investasi, Fasilitas Kredit Sindikasi, Bank untuk
Controlled by Central Government Pengumpulan Tol, Biaya Keuangan Pendapatan Bunga dan
of the Republic of Indonesia Dana Dibatasi Penggunaannya
Placement of Current Accounts, Time Deposits, Investment
Credit Facilities, Syndicated Credit Facilities, Banks for Toll
Collection, Finance Fees Interest Income and Restricted
Funds
362 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 363
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Transaksi dan Sifat Hubungan Berelasi
Table of Transactions and Nature of Related Parties
Pihak Berelasi Hubungan Jenis Transaksi
Related Parties Nature of Transaction Nature of Relationship
PT Bank Rakyat Dikendalikan oleh Pemerintah Penempatan Giro, Deposito Berjangka, Fasilitas
Indonesia (Persero) Tbk Pusat Republik Indonesia Kredit Investasi, Fasilitas Kredit Sindikasi, Bank untuk
Controlled by Central Government Pengumpulan Tol, Biaya Keuangan, Piutang Lain-lain dan
of the Republic of Indonesia Pendapatan Bunga
Placement of Current Accounts, Time Deposits, Investment
Credit Facilities, Syndicated Credit Facilities, Toll Collection
Banks, Finance Fees, Other Receivables and Interest Income
PT Bank Tabungan Dikendalikan oleh Pemerintah Penempatan Giro, Deposito Berjangka, Fasilitas Kredit
Negara (Persero) Tbk Pusat Republik Indonesia Investasi, Fasilitas Kredit Sindikasi, Biaya Keuangan dan
Controlled by Central Government Pendapatan Bunga
of the Republic of Indonesia Placement of Current Accounts, Time Deposits, Investment
Credit Facilities, Syndicated Credit Facilities, Finance Fees
and Interest Income
PT Sarana Multi Dikendalikan oleh Pemerintah Pinjaman kepada Lembaga Keuangan Bukan Bank ,
Infrastruktur (Persero) Pusat Republik Indonesia Pinjaman Fasilitas Kredit Sindikasi
Controlled by Central Government Loans to Non-Bank Financial Institutions, Pinjaman Fasilitas
of the Republic of Indonesia Kredit Sindikasi
Lembaga Pembiayaan Dikendalikan oleh Pemerintah Pinjaman Fasilitas Kredit Sindikasi
Ekspor Impor Pusat Republik Indonesia Syndicated Credit Facility Loans
Controlled by Central Government
of the Republic of Indonesia
PT Hutama Karya Dikendalikan oleh Pemerintah Kontraktor dalam Pembangunan dan Preservasi Aset Tetap
(Persero) Pusat Republik Indonesia dan Jalan Tol dan Piutang Lain-lain
Controlled by Central Government Contractor in Construction and Preservation of Fixed
of the Republic of Indonesia Assets and Toll Roads and Other Receivables
BPJS Ketenagakerjaan Dikendalikan oleh Pemerintah Beban Asuransi Kecelakaan Kerja Karyawan, Pemegang
Pusat Republik Indonesia Saham Non-Pengendali
Controlled by Central Government Employee Accident Insurance Expenses, Non-Controlling
of the Republic of Indonesia Shareholders
PT Pembangunan Dikendalikan oleh Pemerintah Kontraktor dalam Pembangunan dan Preservasi Aset Tetap
Perumahan (Persero) Tbk Pusat Republik Indonesia dan Jalan Dana Talangan Tanah
Controlled by Central Government Contractors in Construction and Preservation of Fixed
of the Republic of Indonesia Assets and Roads Land Bailout Fund
PT Perusahaan Listrik Dikendalikan oleh Pemerintah Beban Listrik Peralatan Tol dan Gedung
Negara (Persero) Pusat Republik Indonesia Electrical Expenses for Highway Equipment and Buildings
Controlled by Central Government
of the Republic of Indonesia
PT Waskita Karya Dikendalikan oleh Pemerintah Kontraktor dalam Pembangunan dan Preservasi Aset Tetap
(Persero) Tbk Pusat Republik Indonesia dan Jalan Dana Talangan Tanah
Controlled by Central Government Contractors in Construction and Preservation of Fixed
of the Republic of Indonesia Assets and Roads Land Bailout Fund
PT Wijaya Karya Dikendalikan oleh Pemerintah Kontraktor dalam Pembangunan dan Preservasi Aset Tetap
(Persero) Tbk Pusat Republik Indonesia dan Jalan Dana Talangan Tanah dan Piutang Lain-lain
Controlled by Central Government Contractors in Construction and Preservation of Fixed
of the Republic of Indonesia Assets and Roads Bailout Fund for Land and Other
Receivables
Koperasi Jasa Marga Pengendalian Manajemen Kunci Pembelian Aset dan Perlengkapan, Beban Outsourcing
Bhakti Key Management System Pegawai, Sewa Kendaraan dan Peralatan Tol
Purchase of Assets and Equipment, Employee Outsourcing
Expenses, Rental Vehicles and Toll Equipment
PT Pilar Sinergi BUMN Entitas Asosiasi Investasi pada Perusahaan Asosiasi
Indonesia Associate Entities Investments in Associates
PT Virama Karya Dikendalikan oleh Pemerintah Konsultan dalam Pembangunan dan Preservasi Aset Tetap
(Persero) Pusat Republik Indonesia dan Jalan Tol
Controlled by Central Government Consultant in Construction and Preservation of Fixed
of the Republic of Indonesia Assets and Toll Roads
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 363
Page 364
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Transaksi dan Sifat Hubungan Berelasi
Table of Transactions and Nature of Related Parties
Pihak Berelasi Hubungan Jenis Transaksi
Related Parties Nature of Transaction Nature of Relationship
PT Bank Syariah Entitas yang Berelasi dengan Penempatan Giro, Deposito Berjangka, Investasi Jangka
Indonesia Tbk Pemerintah Pendek, Dana yang Dibatasi Penggunaannya, Fasilitas
Government-Related Entities Kredit Modal Kerja, Fasilitas Kredit Sindikasi, Biaya
Keuangan dan Pendapatan Bunga
Placement of Current Accounts, Time Deposits, Short Term
Investments, Restricted Funds, Working Capital Credit
Facility, Syndicated Loans Facility, Finance Charges and
Interest Income
PT Yodya Karya (Persero) Entitas yang Berelasi dengan Beban Akrual
Pemerintah Accrued Expenses
Government-Related Entities
PT Bank Mandiri Taspen Entitas yang Berelasi dengan Penempatan Giro
Pemerintah Current Account Placement
Government-Related Entities
PT Hutama Marga Entitas yang Berelasi dengan Aset Keuangan Lainnya
Waskita (HAMAWAS) Pemerintah Other Financial Assets
Government-Related Entities
PT Pertamina Gas Entitas yang Berelasi dengan Piutang Lain-lain
Pemerintah Other Receivables
Government-Related Entities
PT Cibitung Tanjung Entitas yang Berelasi dengan Piutang Lain-lain
Priok Port Tollways Pemerintah Other Receivables
Government-Related Entities
PT Waskita Sriwijaya Tol Entitas yang Berelasi dengan Piutang Lain-lain
Pemerintah Other Receivables
Government-Related Entities
PT Waskita Bumi Wira Entitas yang Berelasi dengan Piutang Lain-lain
Pemerintah Other Receivables
Government-Related Entities
PT CImanggis Cibitung Entitas yang Berelasi dengan Piutang Lain-lain
Tollways Pemerintah Other Receivables
Government-Related Entities
PT PP Semarang Demak Entitas yang Berelasi dengan Piutang Lain-lain
Pemerintah Other Receivables
Government-Related Entities
PT Jasamarga Entitas yang Berelasi dengan Piutang Lain-lain
Jalanlayang Cikampek Pemerintah Other Receivables
Government-Related Entities
PT Trans Jabar Tol Entitas yang Berelasi dengan Piutang Lain-lain
Pemerintah Other Receivables
Government-Related Entities
PT Marga Lingkar Jakarta Entitas Asosiasi Piutang Lain-lain
Associate Entities Other Receivables
PT Trans Marga Jateng Entitas Asosiasi Piutang Lain-lain
Associate Entities Other Receivables
PT Jasamarga Pandaan Entitas Asosiasi Piutang Lain-lain
Malang Associate Entities Other Receivables
PT Waskita Beton Precast Entitas yang Berelasi dengan Piutang Lain-lain
Tbk Pemerintah Other Receivables
Government-Related Entities
Induk Koperasi Karyawan Pengendalian Manajemen Kunci Piutang Lain-lain
Jasa Marga Key Management System Other Receivables
364 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 365
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Realisasi Transaksi Realization of Transactions
Dalam kegiatan usahanya, Perseroan melakukan transaksi In its business activities, the Company conduct transactions
dengan pihak-pihak berelasi yang dilakukan dengan syarat- with related parties which are carried out under normal terms
syarat dan kondisi normal. Transaksi ini termasuk pembayaran and conditions. This transaction includes payment by the
oleh Perseroan atas beban- beban pihak-pihak berelasi atau Company for the expenses of related parties or vice versa.
sebaliknya.
Saldo transaksi dengan pihak berelasi pada tanggal 31 Transaction balances with related parties as of December 31,
Desember 2024 dan 31 Desember 2023 adalah sebagai 2024 and December 31, 2023 are as follows:
berikut:
Tabel Realisasi Transaksi Pihak Berelasi (dalam jutaan Rupiah)
Table of Realization of Related Party Transactions (in milion Rupiah)
Pertumbuhan (Penurunan)
Uraian Growth (Decrease)
2024 2023
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset
Assets
Kas dan Setara Kas
3.972.597 3.739.008 233.589 6,2%
Cash and Cash Equivalents
Piutang Lain-Lain Lancar
381.362 350.775 30.587 8,7%
Other Current Receivables
Piutang Lain-Lain Tidak lancar
312.946 275.000 37.946 13,8%
Other Non-current Receivabels
Dana Dibatasi Penggunaannya
555.446 688.463 (133.017) -19,3%
Restricted Funds
Liabilitas
Liabilities
Beban Akrual
2.641.318 2.693.578 (51.363) -1,9%
Accrued Expenses
Utang Bank Jangka Pendek
- 2.726.257 (2.726.257) -100,0%
Short Term Bank Loans
Utang Bank Jangka Panjang - Bagian Jangka Pendek
2.642.602 815.638 1.826.964 224,0%
Long Term Bank Loans - Current Maturities
Utank Bank Jangka Panjang - Bagian Jangka Panjang
33.688.868 35.263.080 (1.574.212) -4,5%
Long Term Bank Loans - Long Term Portion
Total Utang Bank
36.331.470 38.804.975 (2.473.505) -6,4%
Total Bank Loans
Utang Lembaga Keuangan Bukan Bank Jangka Pendek
- 908.102 (908.102) -100,0%
Non - Bank Financial Institution Short Term Loan
Utang Lembaga Keuangan Bukan Bank Jangka Panjang Bagian
Jangka Pendek - 200.000 (200.000) -100,0%
Non - Bank Financial Institution Long - Current Maturities
Utang Lembaga Keuangan Bukan Bank Jangka Panjang
272.000 - 272.000 100,0%
Non-Bank Financial Institution Long Term Loan
Total Utang Lembaga Keuangan Bukan Bank
272.000 1.108.102 (836.102) -75,5%
Total Non - Bank Financial Institution Loan
Utang Usaha
4.470 9.523 (5.053) -53,1%
Accounts Payable
Utang Kontraktor Jangka Pendek
100.733 336.172 (235.439) -70,0%
Short Term Contractors Payable
Utang Kontraktor Jangka Panjang
351.737 267.658 84.079 31,4%
Long Term Contractor Payable
Liabilitas Pembebasan Tanah Jangka Panjang – Bagian Jangka Pendek
- 1.298.844 (1.298.844) -100,0%
Long-term Land Acquisition Liabilities - Current Maturities
Liabilitas Pembebasan Tanah Jangka Panjang – Bagian Jangka Panjang
109.008 251.066 (142.058) -56,6%
Long-term Land Acquisition Liabilities - Long-term Portion
Liabilitas Keuangan Jangka Pendek Lainnya
52.923 42.254 10.669 25,2%
Other Current Financial Liabilities
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 365
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kewajaran dan Alasan Dilakukan Transaksi Fairness and Reason of the Transactions
Seluruh transaksi yang dilakukan hingga Desember 2024 All transactions until December 2024 were carried out fairly
dilakukan secara wajar (Arm’s Length) dan sesuai dengan (Arm’s Length) and in accordance with normal commercial
persyaratan komersial normal. Kewajaran transaksi dengan requirements. The fairness of transactions with related parties
pihak terkait atau mengandung benturan kepentingan or containing conflicts of interest have been conducted fairly
telah dilakukan secara wajar sesuai peraturan perundang- in accordance with statutory regulations. Transactions are
undangan. Transaksi dilakukan atas dasar alasan kebutuhan carried out based on the Company’s needs and are free from
Perseroan dan bebas dari konflik kepentingan. conflicts of interest.
Jasa Marga melakukan transaksi dengan pihak-pihak Jasa Marga conduct transactions with related parties as
berelasi sebagaimana didefinisikan dalam PSAK 7 (Revisi defined in PSAK 7 (Revised 2010), “Related Party Disclosures”.
2010), “Pengungkapan Pihak-pihak Berelasi”. Seluruh All significant transactions and balances with related parties
transaksi dan saldo yang signifikan dengan pihak-pihak are disclosed in the notes to the related consolidated financial
berelasi diungkapkan dalam catatan atas laporan keuangan statements.
konsolidasian yang terkait.
Pemenuhan Peraturan dan Ketentuan Fulfillment of Related Provisions and
Terkait Regulations
Transaksi dengan pihak afiliasi yang dilakukan Perusahaan Transactions with affiliated parties carried out by the Company
telah sesuai dengan Peraturan Bapepam dan LK No. KEP- are in accordance with Regulation of Bapepam and LK No. KEP-
347/BL/2012 tanggal 25 Juni 2012 tentang “Penyajian dan 347/BL/2012 dated June 25, 2012 concerning Presentation
Pengungkapan Laporan Keuangan Emiten atau Perusahaan and Disclosure of Financial Statements of Issuers or Public
Publik”, yang didefinisikan antara lain: Companies, which is defined as:
1. Pihak-pihak berelasi adalah orang atau entitas yang 1. Related parties are persons or entities related to the
terkait dengan Grup (entitas pelapor): Group (reporting entity):
a. Orang atau anggota keluarga terdekat mempunyai a. The person or immediate family member has
relasi dengan entitas pelapor jika orang tersebut: relationship with the reporting entity if the person:
b. Memiliki pengendalian atau pengendalian bersama b. Have control or joint control of the reporting entity;
entitas pelapor;
c. Memiliki pengaruh signifikan atas entitas pelapor; c. Have significant influence over the reporting entity;
atau or
d. Merupakan personil manajemen kunci entitas d. Represent key management personnel of the
pelapor atau entitas induk dari entitas pelapor. reporting entity or the parent entity of the reporting
entity.
2. Suatu entitas berelasi dengan entitas pelapor jika 2. An entity is related to the reporting entity if it fulfills one
memenuhi salah satu hal berikut: of the following:
a. Entitas dan entitas pelapor adalah anggota dari a. The entity and the reporting entity are members of
kelompok usaha yang sama (artinya entitas induk, the same business group (meaning the parent entity,
entitas anak, dan entitas anak berikutnya terkait subsidiary entity and subsequent subsidiaries are
dengan entitas lain); related to another entity);
b. Satu entitas adalah entitas asosiasi atau ventura b. One entity is associated entity or joint venture of
bersama dari entitas lain (atau entitas asosiasi atau another entity (or an associated entity or joint
ventura bersama yang merupakan anggota suatu venture that is a member of the group, of which the
kelompok usaha, yang mana entitas lain tersebut other entity is a member);
adalah anggotanya);
c. Kedua entitas tersebut adalah ventura bersama dari c. Both entities are joint ventures of the same third
pihak ketiga yang sama; party;
d. Satu entitas adalah ventura bersama dari entitas d. One entity is joint venture of third entity and the
ketiga dan entitas yang lain adalah entitas asosiasi other entity is associate entity of a third entity;
dari entitas ketiga;
366 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
e. Entitas tersebut adalah suatu program imbalan e. The entity is post-employment benefit program
pasca kerja untuk imbalan kerja dari salah satu for employee benefits from one of the reporting
entitas pelapor atau entitas yang terkait dengan entities or an entity related to the reporting entity.
entitas pelapor. Jika entitas pelapor adalah entitas If reporting entity is the entity that organize the
yang menyelenggarakan program tersebut, maka program, then the sponsoring entity is also related
entitas sponsor juga berelasi dengan entitas to the reporting entity;
pelapor;
f. Entitas yang dikendalikan atau dikendalikan f. Entity controlled or jointly controlled by the person
bersama oleh orang yang diidentifkasi dalam angka identified in number (1);
(1);
g. Orang yang diidentifikasi dalam angka (1) (2) g. The person identified in item (1)(2) has significant
memiliki pengaruh signifikan atas entitas atau influence over the entity or key management
personil manajemen kunci entitas (atau entitas personnel of the entity (or parent entity of the
induk dari entitas); dan entity); and
h. Entitas, atau anggota dari kelompok yang mana h. The entity, or member of a group of which the
entitas merupakan bagian dari kelompok tersebut, entity is part, provides key management personnel
menyediakan jasa personil manajemen kunci services to the reporting entity or to parent entity
kepada entitas pelapor atau kepada entitas induk of the reporting entity.
dari entitas pelapor.
Transaksi signifikan yang dilakukan dengan pihak- pihak Significant transaction carried out with related parties,
berelasi, baik dilakukan dengan kondisi dan persyaratan whether carried out with the same conditions and terms as
yang sama dengan pihak ketiga maupun tidak, diungkapkan third parties or not, are disclosed in the consolidated financial
pada laporan keuangan konsolidasian. statements.
Kebijakan Mekanisme Review atas Transaksi Review Mechanism Policy on Transactions
dan Pemenuhan Peraturan Terkait and Compliance with Related Regulations
Perseroan memiliki kebijakan mengenai persyaratan dan The Company has policy regarding terms and conditions
kondisi transaksi yang mengandung benturan kepentingan of transactions that contain conflicts of interest and/or
dan/atau transaksi dengan pihak berelasi. Secara umum, transactions with related parties. In general, the terms and
persyaratan dan kondisi transaksi dengan pihak berelasi conditions of transactions with related parties are carried out
dilakukan sebagaimana dengan pihak ketiga yang dievaluasi as with third parties which evaluated by the Audit Committee
oleh Komite Audit serta wajib mendapatkan persetujuan and must obtain approval from the Board of Commissioners.
dari Dewan Komisaris. Selama tahun 2024, tidak terdapat During 2024, there were no violations of laws and regulations
pelanggaran atas peraturan perundang-undangan terkait related to transactions with related parties and there were no
transaksi dengan pihak berelasi serta tidak terdapat transaksi transactions containing conflicts of interest.
yang mengandung benturan kepentingan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 367
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kepatuhan Pembayaran Pajak
Tax Payment Compliance
Kontribusi Perseroan kepada negara salah satunya diwujudkan The Company contribution to the state is realized through
melalui pemenuhan kewajiban Perseroan sebagai wajib pajak the fulfilment of the Company’s obligations as a taxpayer
dan sebagai pemotong/pemungut pajak. Sebagai wajib pajak, and as a tax withholder/collector. As a taxpayer, as a taxpayer,
kewajiban PPh Badan yang disetorkan untuk tahun 2024 the Corporate Income Tax liability deposited for 2024 is
adalah sebesar Rp3.254,2 miliar, atau naik sebesar 140,2% Rp3,254.2 billion or a decrease of 140.2% compared to the
dibandingkan dengan tahun 2023 yang tercatat sebesar re-adjusted 2023 tax year of Rp1,354.7 billion.
Rp1.354,7 miliar.
Rincian pembayaran pajak tahun 2024 dan 2023 adalah Details of tax payment for 2024 and 2023 are as follows:
sebagai berikut:
Tabel Pembayaran Pajak di Tahun 2024 (dalam jutaan Rupiah)
Table of Tax Payment in 2024 (in milion Rupiah)
Uraian Pajak Pertumbuhan (Penurunan)
2024 2023
Uraian Pajak Growth (Decrease)
PPh Pasal 25 dan 29
2.163.657 496.960 335,4%
Income Tax Article 25 and 29
PPh Pasal 21
207.364 162.977 27,2%
Income Tax Article 21
PPh Pasal 22
297 412 -27,9%
Income Tax Article 22
PPh Pasal 23
26.781 19.578 36,8%
Income Tax Article 23
PPh Pasal 26
20.233 10.847 86,5%
Income Tax Article 26
PPh Final
39.336 29.488 33,4%
Final Income Tax
PPN Keluaran
10.979 3.433 219,8%
Output Value-Added Tax
PPN Pungut
348.951 212.687 64,1%
Input Value-Added Tax
PBB
436.627 418.343 4,4%
Property Tax
Total 3.254.225 1.354.725 140,2%
Hingga 31 Desember 2024, tidak terdapat ketidakpatuhan Until 31 December 2024, there was no non-compliance by the
Perseroan dalam kewajiban membayar pajak (NIHIL). Company in its obligation to pay taxes (NIHIL).
368 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Perubahan Peraturan Perundang-Undangan
Terhadap Perseroan Pada Tahun Buku Terakhir
Changes to the Laws And Regulations on the Company in the
Last Financial Year
Tabel Peraturan Perundang-undangan terhadap Perseroan di Tahun 2024
Table of Laws and Regulation Toward the Company in 2024
Peraturan Penjelasan Pengaruh
No.
Peraturan Penjelasan Pengaruh
1. UU Nomor Nomor 59 Tahun 2024 Pengaturan tentang arah, tujuan, dan strategi Bahwa rencana pembangunan ini
tentang Rencana Pembangunan pembangunan Indonesia untuk 20 tahun ke depan, dapat mempengaruhi arah kebijakan,
Jangka Panjang Nasional Tahun dengan fokus pada penguatan ekonomi, infrastruktur, investasi, dan pengembangan sumber
2025-2045 sosial, dan sumber daya manusia yang berkelanjutan daya Perusahaan dalam mendukung
Law Number 59 of 2024 demi mencapai kesejahteraan nasional. agenda pembangunan nasional yang
concerning the National Long- Regulations on the direction, goals, and strategies of berkelanjutan.
Term Development Plan for 2025- Indonesian development for the next 20 years, focus The development plan can influence
2045 on strengthening the economy, infrastructure, social, the direction of the Company’s policies,
and sustainable human resources in order to achieve investments and resource development
national prosperity. in supporting the sustainable national
development agenda.
2. PP Nomor 23 Tahun 2024 tentang Pengaturan mengenai pembangunan, pengoperasian, Memberikan pedoman bagi Perseroan
Jalan Tol dan pengelolaan jalan tol di Indonesia serta peran dalam pengusahaan jalan tol.
PP Number 23 of 2024 concerning pemerintah dan badan usaha dalam pengembangan Providing guidelines for the Company in
Toll Roads infrastruktur jalan tol, termasuk hak dan kewajiban toll road management.
pihak-pihak yang terlibat.
Regulations regarding the construction, operation
and management of toll roads in Indonesia and the
role of the government and business entities in the
development of toll road infrastructure, including the
rights and obligations of the parties involved.
3. Kepmen Pekerjaan Umum Dan Pengaturan mengenai penugasan kepada Kepala Bahwa dalam hal akan diadakannya
Perumahan Rakyat Nomor 941/ Badan Pengatur Jalan Tol dengan Badan Usaha Jalan perubahan dan/atau pembatalan/
KPTS/M/2024 Tentang Penugasan Tol untuk menandatangani perjanjian pengusahaan pengakhiran Perjanjian Pengusahaan
Kepada Kepala Badan Pengatur jalan tol untuk dan atas nama Menteri Pekerjaan Jalan Tol, maka pihak penandatangannya
Jalan Tol Untuk Menandatangani Umum dan Perumahan Rakyat. akan berganti menjadi Kepala Badan
Perjanjian Pengusahaan Jalan Tol Regulations regarding assignment to the Head of Pengatur Jalan Tol.
Decree of the Minister of Public the Toll Road Regulatory Agency with the Toll Road That in the event of changes and/or
Works and Public Housing Number Business Entity to sign a toll road management cancellation/termination of the Toll Road
941/KPTS/M/2024 Concerning agreement for and on behalf of the Minister of Public Business Agreement, the signatory party
Assignment to the Head of the Toll Works and Public Housing. will change to the Head of the Toll Road
Road Regulatory Agency to Sign Regulatory Agency.
the Toll Road Business Agreement
4. Peraturan Menteri Keuangan Merupakan prosedur dan metodologi penilaian Pajak Memberikan pedoman bagi Perseroan
Nomor 85 Tahun 2024 Tentang Bumi dan Bangunan (PBB) untuk sektor perdesaan dalam penilaian Pajak Bumi dan
Penilaian Pajak Bumi dan dan perkotaan, yang bertujuan untuk memastikan Bangunan Perdesaan dan Perkotaan
Bangunan Perdesaan Dan penetapan nilai objek pajak yang adil dan akurat (PBB-P2) atas bumi dan/atau bangunan
Perkotaan sesuai dengan kondisi pasar dan potensi ekonomi yang dimiliki, dikuasai, dan/atau
Regulation of the Minister of wilayah tersebut. dimanfaatkan oleh Perseroan.
Finance Number 85 of 2024 It is a procedure and methodology for assessing Land Providing guidelines for the Company
Concerning Rural and Urban Land and Building Tax (PBB) for the rural and urban sectors, in assessing Rural and Urban Land and
and Building Tax Assessment which aims to ensure the determination of fair and Building Tax (PBB-P2) on land and/
accurate tax object values in accordance with market or buildings owned, controlled and/or
conditions and the economic potential of the region. utilized by the Company.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 369
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Peraturan Perundang-undangan terhadap Perseroan di Tahun 2024
Table of Laws and Regulation Toward the Company in 2024
Peraturan Penjelasan Pengaruh
No.
Peraturan Penjelasan Pengaruh
5 Peraturan Dirjen Pajak Nomor Ketentuan untuk pemotong Pajak PPh 21 dan Memberikan pedoman kepada Perseroan
PER-2/PJ/2024 tentang Bentuk PPh 26, yang mana pemotong pajak PPh 21 dan dalam permotongan Pph 21 dan/atau Pph
dan Tata Cara Pembuatan Bukti PPh 26 harus membuat bukti pemotongan untuk 26 selaku Permotong Pajak.
Pemotongan Pajak Penghasilan diterbitkan kepada penerima penghasilan/wajib Providing guidance to the Company
Pasal 21 dan/atau Pajak pajak. Pemotong pajak harus melaporkan bukti in withholding Income Tax Article 21
Penghasilan Pasal 26 Serta pemotongan PPh kepada Direktur Jenderal melalui and/or Income Tax Article 26 as a Tax
Bentuk, Isi, Tata Cara Pengisian, surat pemberitahuan tahunan masa pajak PPh 21 Withholding Agent.
dan Tata Cara Penyampaian dan/atau PPh 26 yang relevan.
Surat Pemberitahuan Masa Pajak Provisions for PPh 21 and PPh 26 tax withholdings,
Penghasilan Pasal 21 dan/atau where PPh 21 and PPh 26 tax withholdings must
Pajak Penghasilan Pasal 26 create proof of withholding to be issued to income
Regulation of the Director recipients/taxpayers. Tax withholdings must report
General of Taxes Number PER-2/ proof of PPh withholdings to the Director General
PJ/2024 concerning the Form and through the relevant annual tax period notification
Procedure for Making Proof of letter for PPh 21 and/or PPh 26.
Withholding of Income Tax Article
21 and/or Income Tax Article
26 as well as the Form, Content,
Procedure for Filling in, and
Procedure for Submitting Periodic
Notification Letters for Income
Tax Article 21 and/or Income Tax
Article 26
6 Peraturan Otoritas Jasa Keuangan Mengatur tentang kewajiban Dana Pensiun dalam Memberikan pedoman bagi Perseroan
Republik Indonesia Nomor 21 menyusun dan menyampaikan laporan berkala dalam menyusun dan menyampaikan
Tahun 2024 Tentang Laporan secara lengkap, akurat, dan tepat waktu kepada laporan berkala terkait Dana Pensiun
Berkala Dana Pensiun Otoritas Jasa Keuangan. kepada Otoritas Jasa Keuangan.
Financial Services Authority Regulates the Pension Fund’s obligations to prepare Providing guidelines for the Company
Regulation Republic of Indonesia and submit complete, accurate and timely periodic in preparing and submitting periodic
Number 21 of 2024 About reports to the Financial Services Authority. reports related to Pension Funds to the
Pension Fund Periodic Reports Financial Services Authority.
7 Keputusan Menteri Pekerjaan Merupakan pengaturan tentang rencana Memberikan pedoman bagi Perseroan
Umum dan Perumahan Rakyat implementasi, pemilihan mitra, serta pengaturan dalam kemitraan yang lebih fleksibel
Nomor 2790 /KPTS/M/2024 mekanisme kolaborasi antara pemerintah dan badan dan pembiayaan kreatif dalam
Tentang Rencana Umum Proyek usaha dalam proyek-proyek jalan tol di Indonesia pengembangan serta pengelolaan proyek
Kerja Sama Pemerintah dengan yang direncanakan pada periode 2025-2029. jalan tol.
Badan Usaha Dan Pembiayaan This is a regulation regarding the implementation Providing guidance for the Company in
Kreatif Sektor Jalan Tol Tahun plan, partner selection, and regulation of more flexible partnerships and creative
2025-2029 collaboration mechanisms between the government financing in the development and
Decree of the Minister of Public and business entities in toll road projects in management of toll road projects.
Works and Public Housing Indonesia planned for the period 2025-2029.
Number 2790 /KPTS/M/2024
About the General Plan of the
Government Cooperation Project
with Business Entities and
Creative Financing in the Toll
Road Sector for 2025-2029
8 Keputusan Menteri BUMN Nomor Merupakan petunjuk teknis pelaporan, audit, dan Memberikan pedoman bagi Perseroan
SK-190/MBU/07/2024 tentang penilaian penyelenggaraan teknologi informasi dalam penyusunan dan penyampaian
Petunjuk Teknis Pelaporan, Audit, Badan Usaha Milik Negara pelaporan penyelenggaraan Teknologi
dan Penilaian Penyelenggaraan This is a technical guide for reporting, auditing Informasi.
Teknologi Informasi Badan Usaha and assessing the implementation of information Providing guidelines for the Company
Milik Negara technology in State-Owned Enterprises. in preparing and submitting reports
Decree of the Minister of SOEs on the implementation of Information
Number SK-190/MBU/07/2024 Technology.
concerning Technical Instructions
for Reporting, Auditing, and
Assessment of Information
Technology Implementation of
State-Owned Enterprises
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Peraturan Perundang-undangan terhadap Perseroan di Tahun 2024
Table of Laws and Regulation Toward the Company in 2024
Peraturan Penjelasan Pengaruh
No.
Peraturan Penjelasan Pengaruh
9 Keputusan Menteri Badan Usaha Merupakan pengaturan standar minimum prioritas Memberikan pedoman bagi Perseroan
Milik Negara Nomor SK-275/ penerapan keamanan siber di lingkungan Badan dalam memastikan keamanan siber yang
MBU/11/2024 Tahun 2024 Usaha Milik Negara. optimal di lingkungan Perseroan.
tentang Prioritas Penerapan It is a minimum standard setting for the priority of Provide guidelines for the Company in
Keamanan Siber Di Lingkungan implementing cyber security in the State-Owned ensuring optimal cyber security in the
Badan Usaha Milik Negara Enterprise environment. Company’s environment.
Decree of the Minister of
State-Owned Enterprises
Number SK-275/MBU/11/2024
of 2024 concerning Priority
Implementation of Cyber Security
in State-Owned Enterprises
10 SE Menteri BUMN Nomor SE-1/ Merupakan pengaturan penyelesaian sengketa Memberikan pedoman bagi Perseroan
MBU/DHK/04/2024 tentang antar BUMN/Anak Perusahaan BUMN/Perusahaan dalam penyelesaian permasalahan
Penyelesaian Permasalahan Terafiliasi BUMN yang mana dapat dilakukan hukum yang terjadi antara BUMN/Anak
Hukum/Dispute Antar BUMN/Anak dengan mengajukan permohonan penyelesaian Perusahaan BUMN/Perusahaan Terafiliasi
Perusahaan BUMN/Perusahaan permasalahan hukum yang terjadi antar BUMN/Anak BUMN.
Terafiliasi BUMN Perusahaan BUMN/Perusahaan Terafiliasi BUMN Providing guidelines for the Company in
SE of the Minister of BUMN kepada Menteri BUMN. resolving legal issues that occur between
Number SE-1/MBU/DHK/04/2024 This is a dispute resolution arrangement between SOE/SOE Subsidiaries/SOE Affiliated
concerning Settlement of Legal SOE/SOE Subsidiaries/SOE Affiliated Companies Companies.
Problems/Disputes Between SOE/ which can be carried out by submitting an
SOE Subsidiaries/SOE Affiliated application for resolution of legal problems that
Companies occur between SOE/SOE Subsidiaries/SOE Affiliated
Companies to the Minister of SOE.
11 SE Menteri BUMN Nomor SE-1/ Merupakan kebijakan kesejahteraan karyawan di Memberikan pedoman bagi Perseroan
MBU/01/2024 tentang Employee perusahaan BUMN dengan tujuan meningkatkan dalam pelaksanaan dan penerapan
Well-Being Policy (EWP) kualitas hidup dan kesejahteraan pekerja. EWP Employee Well-Being Policy.
SE Minister of SOE Number mencakup berbagai aspek, seperti kesehatan fisik Provide guidelines for the Company in
SE-1/MBU/01/2024 concerning dan mental, pengembangan karir, keseimbangan the implementation and application of
Employee Well-Being Policy kehidupan kerja, serta peningkatan fasilitas dan the Employee Well-Being Policy.
(EWP) lingkungan kerja yang mendukung kesejahteraan
secara menyeluruh karyawan di perusahaan BUMN.
It is an employee welfare policy in state-owned
companies with the aim of improving the quality
of life and welfare of workers. EWP covers various
aspects, such as physical and mental health, career
development, work-life balance, and improving
facilities and work environments that support
the overall welfare of employees in state-owned
companies.
12 SE Menteri PUPR Nomor 02/ Ketentuan mengenai panduan komunikasi publik Memberikan pedoman bagi Perseroan
SE/M/2024 tentang Panduan terkait penetapan tarif tol, dengan tujuan untuk dalam tata kelola komunikasi publik
Komunikasi Publik Penetapan memastikan penyampaian informasi yang jelas, terkait pelaksanaan sosialisasi penetapan
Tarif Tol transparan, dan akurat kepada masyarakat mengenai tarif tol awal dan penyesuaian tarif tol
Circular of the Minister of perubahan atau penetapan tarif tol. yang dilakukan oleh Perusahaan.
PUPR Number 02/SE/M/2024 Provisions regarding public communication Providing guidelines for the Company in
concerning Public Communication guidelines related to toll tariff determination, with the governance of public communication
Guidelines for Determining Toll the aim of ensuring the delivery of clear, transparent related to the implementation of the
Tariffs and accurate information to the public regarding socialization of the initial toll tariff
changes or determination of toll tariffs. determination and toll tariff adjustments
carried out by the Company.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Perubahan Kebijakan Akuntansi yang
Diterapkan Perseroan pada Tahun Buku
Terakhir
Changes in Accounting Policies Implemented by the Company
in the Last Fiscal Year
Tabel Perubahan Kebijakan Akuntansi yang Diterapkan Perseroan di Tahun 2024
Table of Changes in Accounting Policies Implemented by the Company in 2024
Pengaruh terhadap Laporan
Kebijakan Akuntansi Penjelasan Keuangan Perseroan
No.
Accounting Policy Explanation Influence of the Company’s
Financial Statements
1. Amendemen PSAK Amendemen ini memberikan panduan lebih jelas Tidak ada dampak yang
201: Penyajian terkait kriteria pengklasifikasian kewajiban sebagai signifikan
Laporan Keuangan lancar atau tidak lancar, termasuk penjelasan mengenai No significant impact
tentang Kewajiban hak entitas untuk menunda penyelesaian kewajiban
Diklasifikasikan Sebagai hingga setidaknya 12 bulan setelah periode pelaporan.
Lancar atau Tidak Lancar Perubahan ini bertujuan meningkatkan konsistensi
Amendment to PSAK 201: dalam pelaporan posisi keuangan.
Presentation of Financial These amendments provide clearer guidance on the
Statements on Liabilities criteria for classifying liabilities as current or non-
Classified as Current or current, including clarification of an entity’s right to
Non-current defer settlement of a liability until at least 12 months
after the reporting period. These changes are intended
to improve consistency in reporting financial position.
2. Amendemen PSAK Amendemen ini mengatur bagaimana liabilitas jangka Tidak ada dampak yang
201: Penyajian Laporan panjang yang memiliki kovenan (persyaratan tertentu) signifikan
Keuangan tentang diklasifikasikan dan diungkapkan. Liabilitas yang tunduk No significant impact
Liabilitas Jangka Panjang pada kovenan hanya diklasifikasikan sebagai tidak lancar
dengan Kovenan jika entitas mematuhi kovenan tersebut pada akhir
Amendment to PSAK 201: periode pelaporan atau memiliki hak substantif untuk
Presentation of Financial menunda penyelesaian kewajiban.
Statements on Long-Term These amendments organize how long-term liabilities
Liabilities with Covenants subject to covenants are classified and disclosed.
Liabilities subject to covenants are only classified as non-
current if the entity is in compliance with the covenant at
the end of the reporting period or has a substantive right
to defer settlement of the obligation.
3. Amendemen PSAK 116: Perubahan ini memberikan panduan yang lebih rinci Tidak ada dampak yang
Sewa tentang Liabilitas tentang bagaimana mencatat liabilitas sewa dalam signifikan
Sewa dalam Jual dan transaksi jual dan sewa-balik, termasuk pengakuan No significant impact
Sewa–Balik keuntungan atau kerugian yang sesuai. Amendemen ini
Amendment to PSAK 116: bertujuan untuk memastikan perlakuan akuntansi yang
Leases on Lease Liabilities konsisten dan mencerminkan substansi ekonomi dari
in Sale and Leaseback transaksi tersebut.
These amendments provide more detailed guidance
on how to account for lease liabilities in sale and
leaseback transactions, including the recognition of
appropriate gains or losses. These amendments aim to
ensure consistent accounting treatment and reflect the
economic substance of the transactions.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Perubahan Kebijakan Akuntansi yang Diterapkan Perseroan di Tahun 2024
Table of Changes in Accounting Policies Implemented by the Company in 2024
Pengaruh terhadap Laporan
Kebijakan Akuntansi Penjelasan Keuangan Perseroan
No.
Accounting Policy Explanation Influence of the Company’s
Financial Statements
4. Amandemen PSAK 207: Amendemen ini mewajibkan pengungkapan yang lebih Tidak ada dampak yang
Laporan Arus Kas dan transparan terkait pengaturan pembiayaan pemasok signifikan
amendemen PSAK 107: (supplier finance arrangements), termasuk dampaknya No significant impact
Instrumen Keuangan terhadap arus kas operasional. Perubahan ini bertujuan
Pengungkapan tentang untuk memberikan informasi yang lebih jelas kepada
Pengaturan Pembiayaan pemangku kepentingan mengenai risiko likuiditas dan
Pemasok manajemen modal entitas.
Amendments to PSAK The amendments require more transparent disclosures
207: Cash Flow Statement regarding supplier finance arrangements, including their
and amendments to impact on operating cash flows. The changes aim to
PSAK 107: Financial provide stakeholders with clearer information about an
Instruments Disclosures entity’s liquidity risk and capital management.
about Supplier Financing
Arrangements
5. Revisi PSAK 409: Revisi PSAK 409 memberikan panduan yang lebih Tidak ada dampak yang
Akuntansi Zakat, Infak, dan komprehensif dalam pengakuan, pengukuran, penyajian, signifikan
Sedekah dan Revisi PSAK dan pengungkapan zakat, infak, dan sedekah sesuai No significant impact
401: Penyajian Laporan prinsip syariah. Sementara itu, revisi PSAK 401
Keuangan Syariah memperbarui ketentuan penyajian laporan keuangan
Revision of PSAK 409: syariah agar selaras dengan standar internasional
Accounting for Zakat, dan memberikan transparansi yang lebih baik terkait
Infak, and Sedekah and aktivitas berbasis syariah.
Revision of PSAK 401: The revision of PSAK 409 provides more comprehensive
Presentation of Sharia guidance in the recognition, measurement, presentation,
Financial Statements and disclosure of zakat, infaq, and sedekah in accordance
with sharia principles. Meanwhile, the revision of PSAK
401 updates the provisions for the presentation of
sharia financial statements to align with international
standards and provide better transparency regarding
sharia-based activities.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Informasi Kelangsungan Usaha
Information on Business Continuity
Hal-hal yang Berpotensi Berpengaruh Issues with Potential Impact on Business
terhadap Kelangsungan Usaha Continuity
Perseroan secara aktif menerapkan manajemen risiko yang The company actively implements effective and efficient
efektif dan efisien guna menjaga keberlanjutan bisnisnya. risk management to ensure the sustainability of its business.
Setiap jenjang organisasi Perseroan, yaitu korporat dan unit Every level of the company, including corporate and business
bisnis, wajib menerapkan prinsip manajemen risiko dengan units, is required to apply risk management principles while
memperhatikan sasaran, prioritas, serta kebermanfaatan considering the objectives, priorities, and benefits of each
setiap program kerja bagi keberlangsungan Perseroan. work program for the company’s continuity. It is expected that
Diharapkan dengan keterlibatan seluruh pihak, Perseroan akan with the involvement of all parties, the company will be able
mampu mengelola risikonya dengan baik dan mengurangi to manage its risks effectively and reduce the impact on its
dampak terhadap kelangsungan usahanya. business continuity.
Adapun beberapa risiko yang dihadapi oleh Perseroan, antara Some of the risks faced by the company include: escalation of
lain: eskalasi biaya investasi atas pembangunan jalan tol baru, investment costs for the construction of new toll roads, delays
penundaan penyesuaian tarif tol, potensi pendapatan usaha in toll rate adjustments, potential unmet business revenue,
yang tidak tercapai, peningkatan beban biaya keuangan, increased financial costs, unsuccessful funding alternatives,
alternatif pendanaan tidak berjalan, kebocoran atau data leakage or loss, and discrepancies between assumptions
kehilangan data Perseroan, dan ketidaksesuaian antara asumsi in the toll road concession agreement (PPJT) and actual
pada perjanjian pengusahaan jalan tol (PPJT) dengan realisasi. performance.
Asesmen Manajemen Management Assessment
Manajemen Perseroan telah melakukan penilaian atas The Company’s management has assessed the Company’s
kemampuan Perseroan untuk melanjutkan kelangsungan ability to continue its business continuity and believes that
usahanya dan berkeyakinan bahwa Perseroan memiliki sumber the Company has resources to continue its business in the
daya untuk melanjutkan usahanya di masa mendatang. Selain future. In addition, the Company’s management does not see
itu, manajemen Perseroan tidak melihat adanya ketidakpastian any material uncertainty that could raise significant doubts
material yang dapat menimbulkan keraguan yang signifikan about the Company’s ability to continue its business.
terhadap kemampuan Perseroan untuk melanjutkan usahanya.
Asumsi yang Digunakan Manajemen untuk Assumption Applied by Management to
Melakukan Asesmen Conduct the Assessment
Beberapa faktor yang menjadi pertimbangan manajemen Several factors that management considers when conducting
dalam melakukan asesmen terhadap kelangsungan usaha assessment of business continuity are:
adalah:
1. Kinerja keuangan; 1. Financial performance;
2. Likuiditas; 2. Liquidity;
3. Solvabilitas; 3. Solvency;
4. Masalah internal; 4. Internal problem;
5. Perkara hukum; dan 5. Lawsuit; and
6. Kondisi makro ekonomi, seperti inflasi dan tingkat suku 6. Macroeconomic conditions, such as inflation and interest
bunga. rates.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tingkat Kesehatan Perusahaan
Company’s Health Level
Tingkat kesehatan Perseroan diukur berdasarkan Peraturan The health level of the company is measured based on the
Menteri BUMN Republik Indonesia No. PER-2/MBU/2023 Regulation of the Minister of State-Owned Enterprises of
tentang Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan the Republic of Indonesia No. PER-2/MBU/2023 concerning
Badan Usaha Milik Negara, Bab IV, Bagian Kesatu, Pasal 76. PT the Guidelines for Corporate Governance and Significant
Pemeringkat Efek Indonesia (Pefindo) sebagai perusahaan Activities of State-Owned Enterprises, Chapter IV, Section
pemeringkat melakukan penilaian tingkat kesehatan One, Article 76. PT Pemeringkat Efek Indonesia (Pefindo), as
Perseroan dengan hasil penilaian yakni idAA/Stable. a rating agency, conducts the assessment of the company’s
health level, with the assessment result being idAA/Stable.
Komitmen dan Kontingensi
Commitments and Contingencies
Jasa Marga memiliki komitmen dan kontinjensi yang Jasa Marga has commitment and contingency which disclosed
diungkapkan pada Catatan 47 dalam Laporan Keuangan in Note 47 in Consolidated Financial Statements dated
Konsolidasian tanggal 28 Februari 2025, halaman 200. February 28, 2025, page 200.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
05
Fungsi
Penunjang Bisnis
Business Function
Support
378 Human Capital 402 Kesejahteraan Karyawan
Human Capital Employee Welfare
385 Strategi Pengelolaan Human 404 Program Pasca Kerja
Capital Post-Employment Program
Human Capital Management
405 Penghargaan kepada
Strategy
Karyawan
390 Pengembangan Organisasi Reward to Employees
Organization Development
406 Hubungan Industrial
391 Manajemen Human Capital Industrial Relation
Organization Development
408 Teknologi Informasi
395 Pengembangan Karyawan Information Technology
Employee Development
412 Inovasi Teknologi
400 Pengelolaan Kinerja Technology Innovation
Performance Management
“ Peningkatan kapabilitas human capital dan penerapan
inovasi teknologi berperan penting dalam menghadapi
tantangan bisnis yang semakin kompleks, mendorong
efisiensi operasional, dan meningkatkan kecepatan
adaptasi sehingga Perseroan dapat memastikan
keberlanjutan bisnis dalam jangka panjang.
Enhancing the Company’s human capital capabilities and implementation
technological innovation plays an important role in facing complex business
challenges, driving operational efficiency, and increasing the adaptation speed
so that the Company can ensure long-term business sustainability.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 377
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Human Capital
Human Capital
Program Employee Well-Being Bertajuk Semangat Gotong Royong Membangun Kolaborasi
The Employee Well-Being program is Entitled The Spirit of Mutual Cooperation in Building Collaboration
Pengembangan Human Capital yang Unggul Development of Outstanding Human
Capital
Peningkatan kapabilitas human capital menjadi fokus Enhancing human capital capabilities remains the Company’s
utama Perseroan untuk mendukung pertumbuhan kinerja primary focus to support performance growth in 2024.
Perseroan pada tahun 2024. Sebagai respon terhadap arahan In response to directives from the Ministry of State-
dari Kementerian BUMN, Perseroan berkomitmen untuk Owned Enterprises (SOEs), the Company is committed to
menerapkan program employee well-being yang bertujuan untuk implementing an employee well-being program aimed at
meningkatkan keterikatan karyawan. Dengan menciptakan increasing employee engagement. By fostering a healthy
lingkungan kerja yang sehat dan sejahtera, diharapkan karyawan and prosperous work environment, employees are expected
dapat berkontribusi secara maksimal, yang pada akhirnya akan to contribute optimally, ultimately driving productivity and
meningkatkan produktivitas dan mendukung pertumbuhan supporting sustainable growth for the Company.
berkelanjutan bagi Perseroan.
Pada tahun 2024, Perseroan meluncurkan Jasa Marga AKHLAK In 2024, the Company introduced the Jasa Marga AKHLAK
Space (JMAS) dalam rangka menyediakan ruang dan tempat Space (JMAS), providing a representative coworking space
yang representatif sebagai coworking space, bagi Karyawan where employees can work, innovate, and collaborate.
dalam bekerja, berinovasi dan berkolaborasi. Selain itu, Additionally, the Company launched the Roadster Sportivo
Perseroan juga meluncurkan Roadster Sportivo (Sport, Art, (Sport, Art, Interest, Activity & Community) program, a
Interest, Activity & Community) yang merupakan wadah platform for employees to engage in sports activities, arts,
bagi karyawan dalam mengembangkan kegiatan olah raga, hobbies, activities, and communities.
kesenian, hobi, aktivitas, dan komunitas.
Perseroan juga telah menerapkan kebijakan Respectful The Company has also implemented the Respectful
Workplace Policy (RWP), yang mengedepankan perilaku Workplace Policy (RWP), emphasizing respectful behavior in
saling menghargai di tempat kerja. Kebijakan ini bertujuan the workplace. This policy aims to create an environment free
untuk menciptakan lingkungan yang bebas dari diskriminasi, from discrimination, harassment, and violence, ensuring every
pelecehan, dan kekerasan, sehingga setiap karyawan merasa employee feels safe and valued. By cultivating a positive work
aman dan dihargai. Dengan membangun budaya kerja yang culture, the Company aspires to strengthen relationships
positif, Perseroan berharap dapat memperkuat hubungan among employees and foster a work atmosphere conducive
antarkaryawan dan menciptakan suasana kerja yang mendukung to collaboration and innovation.
kolaborasi dan inovasi.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Selain itu, Perseroan juga telah menyelenggarakan program In addition, the Company has also organized a counseling
konseling yaitu berupa Rosela (Roadster Assertiveness program called Rosela (Roadster Assertiveness Counseling
Counseling Program) untuk membantu karyawan dapat Program) to help employees learn more constructive ways
mempelajari cara yang lebih Konstruktif dalam menangani to address mental health issues. This program is expected
masalah kesehatan mental. Dengan program ini diharapkan to strengthen employees’ mental health, thereby improving
mampu memperkuat kesehatan mental karyawan sehingga productivity and fostering a positive work environment.
meningkatkan produktivitas serta menciptakan lingkungan
kerja yang positif.
Perseroan juga menyambut karyawan baru melalui To welcome new talent, the Company participated in the joint
program rekrutmen bersama BUMN, guna memperkuat SOE recruitment program, which not only increased workforce
regenerasi human capital Perseroan. Regenerasi yang efektif numbers but also strengthened the regeneration of the
memungkinkan Perseroan untuk terus beradaptasi dengan Company’s human capital. Effective regeneration enables the
perubahan lingkungan bisnis dan mendorong produktivitas Company to adapt to changes in the business environment
secara keseluruhan. Perseroan juga mencatatkan tingkat and drive overall productivity. The company also recorded a
keterwakilan milenial dan perempuan yang tinggi yakni high level of representation of millennials and women, with
38,9% untuk milenial dan 55,6% untuk perempuan. 38.9% for millennials and 55.6% for women.
Selain itu, Perseroan kembali melakukan kajian terhadap Furthermore, the Company has conducted a review of its
struktur organisasi dan kebutuhan keahlian agar selaras organizational structure and skill requirements to align
dengan Rencana Jangka Panjang Perusahaan (RJPP) baru. with the new Long-Term Corporate Plan (RJPP). Through
Melalui pendekatan ini, Perseroan dapat mengidentifikasi this approach, the Company can identify strengths and
kekuatan dan kelemahan dalam struktur yang ada serta weaknesses within the existing structure and formulate
merumuskan strategi pengembangan yang tepat. appropriate development strategies.
Transformasi Jasa Marga Transformation of Jasa Marga
Program terkait human capital dan transformasi dijalankan Programs related to human capital and transformation
dalam rangka meningkatkan kapabilitas dan produktivitas are implemented to enhance employee capabilities and
kerja karyawan. Perseroan sadar bahwa diperlukan adanya productivity. The Company recognizes the need for continuous
transformasi dan perbaikan proses bisnis secara berkelanjutan transformation and improvement of business processes across
di seluruh lini bisnis usaha untuk dapat mencapai visi, misi, dan all business lines to achieve its vision, mission, and strategic
arahan strategis Perseroan. Dimulainya Proses transformasi objectives. The start of the Company’s transformation process
Perseroan dikawal oleh unit Strategic Transformation (STO) is overseen by the Group’s Strategic Transformation (STO) unit.
Group.
Transformasi Jasa Marga menjadi krusial mengingat The transformation of Jasa Marga is critical, given the
tantangan yang semakin kompleks dan ekspektasi pemangku increasingly complex challenges and heightened stakeholder
kepentingan yang semakin tinggi. Untuk menghadapi kondisi expectations. To address these conditions, the Company has
tersebut, Perseroan menginisiasi berbagai program inovasi initiated various innovation programs aimed at laying a solid
yang bertujuan mempersiapkan landasan yang kokoh untuk foundation for sustainable growth. By focusing on developing
pertumbuhan yang berkelanjutan. Melalui fokus pada human resource capabilities, the Company strives to ensure
pengembangan kapabilitas sumber daya manusia, Perseroan that each employee can contribute optimally while adapting
berupaya memastikan bahwa setiap karyawan dapat to the necessary changes to meet market demands. In addition,
berkontribusi secara maksimal, sekaligus mengadaptasi technological innovations are continuously pursued to enhance
perubahan yang diperlukan untuk memenuhi tuntutan operational efficiency.
pasar. Selain itu, inovasi teknologi juga terus dilakukan guna
meningkatkan efisiensi operasional.
Proses transformasi Jasa Marga terus berlanjut sebagai Jasa Marga’s transformation process remains ongoing as a step
langkah untuk mencapai visi, misi, dan arahan strategis toward achieving the Company’s vision, mission, and strategic
bisnis Perseroan. Meskipun terdapat berbagai tantangan business directives. Despite facing numerous challenges in
dalam pelaksanaan program transformasi, namun secara executing the transformation programs, the overall progress has
umum, program tersebut berjalan dengan baik. Keberhasilan been positive. The success of this transformation will not only
transformasi ini tidak hanya akan memperkuat posisi strengthen the Company’s position within the industry but also
Perseroan di industri, tetapi juga memastikan bahwa human ensure that human capital serves as a central pillar supporting
capital menjadi pilar utama dalam mendukung pertumbuhan sustainable growth and innovation in the future.
berkelanjutan dan inovasi di masa depan.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Dalam Rencana Jangka Panjang Perusahaan Tahun 2021- In the Company’s Long-Term Plan for 2021-2025, the
2025, Perseroan menetapkan 4 (empat) tema strategis yang Company has set 4 (four) strategic themes, which are further
dijabarkan menjadi 10 (sepuluh) arahan strategis di setiap elaborated into 10 (ten) strategic directions for each business
lini bisnis. Tema dan arahan strategis ini dijabarkan ke dalam line. These themes and strategic directions are translated into
27 (dua puluh tujuh) program transformasi beserta sub- 27 (twenty-seven) transformation programs along with their
programnya sebagaimana rincian berikut: sub-programs, as detailed below:
Tabel Empat Tema Utama Program Transformasi Jasa Marga Berdasarkan Rencana Jangka Panjang Perusahaan Tahun 2021-2025
Table of the Four Main Themes of Jasa Marga’s Transformation Programs Based on the Company’s Long-Term Plan for 2021-2025
Tema Utama Arahan Strategis
No No No Program
Main Theme Strategic Direction
1. Meningkatkan 1. Melakukan integrasi data 1. Pengembangan Kompetensi dan Platform Traffic Forecast untuk kontrol finansial &
portofolio bisnis untuk rekayasa lalu lintas dan kontrol proyek jalan tol.
dan efisiensi memastikan kenaikan tarif. Competency Development and Traffic Forecast Platform for financial control & control of
operasional. Perform data integration for toll road projects.
Increasing traffic engineering and ensure
business tariff increases.
portfolio and
operational 2. Mengoptimalkan portofolio yang 2. Mengubah PT Jasamarga Tollroad Operator (JMTO) menjadi Perusahaan berbasis
efficiency. ada dan memperluas pasar PT teknologi dan kinerja.
Jasamarga Tollroad Operator Changing PT Jasamarga Tollroad Operator (JMTO) business model into a technology and
(JMTO) dan PT Jasamarga performance based company.
Tollroad Maintenance (JMTM).
Optimizing the existing portfolio 3. Mengubah PT Jasamarga Tollroad Maintenance (JMTM) menjadi Perusahaan berbasis
and expanding the market of teknologi dan kinerja.
PT Jasamarga Tollroad Operator Changing PT Jasamarga Tollroad Maintenance (JMTM) business model into a technology
(JMTO) and PT Jasamarga and performance based company.
Tollroad Maintenance (JMTM).
4. Transformasi model bisnis PT JMTM sebagai Service Provider Preservasi Jalan Tol.
Transformation of PT Jasamarga Tollroad Maintenance (JMTM) business model as Toll
Road Preservation Service Provider.
3. Optimalisasi biaya pendapatan 5 Formalisasi Standard Biaya Unit dan Layanan Bersama
dan biaya umum & administrasi a. Formalisasi Standard Biaya Unit dan Layanan Bersama Bidang Administrasi, Umum,
serta melakukan kontrol financial dan Penjualan (SG&A).
untuk konsesi jalan tol. b. Formalisasi Standard Biaya Unit dan Layanan Bersama Bidang Operasi dan Preservasi.
Optimization of revenue costs c. Pengembangan Shared Service IT untuk Jasa Marga Grup.
and general & administrative d. Pengembangan Shared Service HC untuk Jasa Marga Grup.
costs as well as performing a e. Pengembangan Shared Service Legal untuk Jasa Marga Grup.
financial control for toll road f. Pengembangan Shared Service Procurement untuk Jasa Marga Grup.
concessions. Formalize Unit Cost Standards and Shared Services
a. Formalize Unit Cost Standards and Shared Services in SG&A Sector.
b. Formalize Unit Cost Standards and Shared Services in Operation and Preservation
Sector.
c. Develop IT Shared Service for Jasa Marga Group.
d. Develop HC Shared Service for Jasa Marga Group.
e. Develop Legal Shared Service for Jasa Marga Group.
f. Develop Procurement Shared Service for Jasa Marga Group.
6. Pengembangan Sistem Pengelolaan Aset Terintegrasi di Lingkungan Jasa Marga Grup.
Develop Integrated Asset Management System for Jasa Marga Group.
4. Melakukan internalisasi budaya 7. Mengoptimalkan peran strategis Jasa Marga Grup dengan meningkatkan proses bisnis
dan peremajaan organisasi. dan modal interaksi.
Carry out cultural internalization Optimise the strategic role of Jasa Marga Group by improving business process and
and organizational rejuvenation. interaction model.
8. Menerapkan Arsitektur SDM.
Implement HC Architecture.
9. Menerapkan Program Crash Training untuk Karyawan Operasional.
Implement a Crash Training Program for Operational Employees.
10. Mengembangkan proses bisnis bidang preservasi.
Developing business processes in the field of preservation.
11. a. Penataan Human Capital JMTO akibat disrupsi teknologi.
b. Meningkatkan keterampilan untuk menghadapi disrupsi teknologi.
c. Human Capital Structuring of JMTO Due to Disruptive Technology.
d. Improve Skills to Deal with Disruptive Technology.
12. Internalisasi Core Values AKHLAK.
Internalization of AKHLAK Core Values.
13. Program Budaya Perseroan (Impactful AKHLAK Program).
Corporate Culture Program (Impactful AKHLAK Program).
14. Implementasi Program Akselerasi kompetensi untuk pengembangan usaha lain.
Competency Acceleration Program for other business development.
15. Pengukuran budaya AKHLAK Jasa Marga Grup dengan Metode AKHLAK Culture Health
Index (ACHI).
Measurement of the AKHLAK Culture of Jasa Marga Group Using the AKHLAK Culture
Health Index (ACHI) Method.
Program Awal Enhanced /
New Initiatives
Initial Program Rename Initiatives
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Empat Tema Utama Program Transformasi Jasa Marga Berdasarkan Rencana Jangka Panjang Perusahaan Tahun 2021-2025
Table of the Four Main Themes of Jasa Marga’s Transformation Programs Based on the Company’s Long-Term Plan for 2021-2025
Tema Utama Arahan Strategis
No No No Program
Main Theme Strategic Direction
1. Meningkatkan 5. Meningkatkan percepatan 16. Mengembangkan rencana induk IT terintegrasi dan alokasi peran fungsi teknologi.
portofolio bisnis adaptasi teknologi operasi Developing an integrated IT master plan and allocating the roles of technology functions.
dan efisiensi dan pemeliharaan untuk
operasional. mempersiapkan penerapan 17. Mengembangkan aplikasi perencanaan dan konsolidasi bisnis.
Increasing Single Lane Free Flow (SLFF)/ Develop business planning and consolidation platform.
business Multi Lane Free Flow (MLFF) dan
18. Memanfaatkan Teknologi Electronic Toll Collection (ETC) dan akselerasi implementasi
portfolio and Traffic Information Center (TIC).
Single Lane Free Flow (SLFF) / Multi Lane Free Flow (MLFF).
operational Increase the acceleration of
Utilization of Electronic Toll Collection (ETC) technology and accelerated implementation
efficiency. adaptation of operation and
of Multi-Lane Free-Flow (MLFF).
maintenance technology to
prepare for the implementation 19. Mengembangkan pusat komando media sosial.
of Single Lane Free Flow (SLFF)/ Develop social media command center.
Multi Lane Free-Flow (MLFF) and
Traffic Information Center (TIC). 20. Pemanfaatan Weigh In Motion (WIM) untuk penindakan kendaraan kelebihan muatan di
jalan tol.
Utilization of WIM to take action against overloaded vehicles on toll roads.
21. Menerapkan prioritas perawatan untuk perkerasan jalan berbasis Artificial Intelligence (AI).
Implement Artificial Intelligence (AI) based maintenance prioritization for pavement
technology.
22. Motorway Incident Detection & Automatic Signalling (MIDAS) untuk layanan lalu lintas.
Motorway Incident Detection & Automatic Signaling (MIDAS) for traffic services.
23. Menerapkan pemantauan lalu lintas untuk rekayasa lalu lintas berbasis Artificial
Intelligence (AI).
Implement Artificial Intelligence (AI) based traffic monitoring for traffic engineering.
24. Meningkatkan Aplikasi Travoy dengan Menerapkan Geofencing.
Enhancing Travoy apps by implementing geofencing.
25. Pengembangan aplikasi JIMMS (Jasa Marga Integrated Maintenance Management System).
Development of JIMMS (Jasa Marga Integrated Maintenance Management System)
application.
26. Menerapkan otomatisasi proses internal di bidang kearsipan.
Implement automation of internal processes in the field of archiving.
27. Peningkatan manajemen arsip perusahaan yang dapat diakses secara real-time.
Enhancement of corporate archive management that is accessible in real-time.
2. Pemilihan 6. Melakukan inisiasi proyek 28. Pengintegrasian operasi ruas-ruas jalan tol.
investasi dan konsesi ruas jalan tol baru Integrate the operation of toll roads.
pemilihan yang terintegrasi berdasarkan
ruas jalan tol portofolio bisnis Perseroan. 29. Pemilihan dan perencanaan proyek yang terintegrasi di seluruh business portfolio.
baru dilakukan Initiate new integrated toll road Selection and planning of integrated projects across the entire business portfolio.
dengan prinsip concession projects based on the
30. Pengembangan platform perencanaan dan seleksi proyek investasi.
kehati-hatian. Company’s business portfolio.
Develop investment project planning and selection platform.
Investment and
new toll roads 7. Meningkatkan kapabilitas dalam 31. Mengembangkan dan melembagakan kemampuan analisis data (data analytics)
selection with analisa data. Perusahaan.
prudent principle Improve capability in data Development and institutionalise data analytics capabilities.
analysis.
32. Pengelolaan Data Human Capital Jasa Marga Grup.
Human Capital Data Governance Jasa Marga Group.
8. Melakukan pengintegrasian dan 33. Meningkatkan JM Click untuk menjadi Integrated HC Technology.
peran fungsi teknologi. Enhance JM-Click to become integrated HC Technology.
Perform the integration and role
of technology functions. 34. Digital Transaksi Finansial.
Financial Transaction Digitalization.
3. Menyiapkan 9. Mengoptimalkan portofolio yang 35. a. Mendefinisikan kembali fokus portofolio bisnis dan model bisnis PT Jasamarga
kembali ada dan meningkatkan kontribusi Related Business (JMRB).
portofolio bisnis dari bisnis prospektif dengan Redefine JMRB business portfolio focus and business model.
pendukung. mempertimbangkan kemampuan
Re-preparing investasi. b. Transformasi Model Bisnis dan Organisasi PT JMRB.
supporting Optimize existing portfolios Transformation of Business Model and Organization of PT Jasamarga Related Business
business and increase contributions from (JMRB).
portfolio. prospective business taking into
c. Optimalisasi pendapatan iklan di Rest Area.
account investment capabilities.
Optimize advertising revenue in Rest Area.
d. Peningkatan pelayanan Rest Area.
Improved service in the Rest Area.
4. Optimalisasi aset 10. Mengoptimalkan financial 36. Formalisasi fungsi komite investasi untuk menentukan potensi aksi korporasi.
existing (asset sustainability. Formalize the function of the investment committee to determine potential corporate
recycling). Optimize financial sustainability. actions.
Existing assets
optimizing (asset 37. a. Melakukan Spin-off dan IPO (Initial Public Offering) untuk ruas jalan tol transjawa.
recycling). Conduct Spin-off and IPO (Initial Public Offering) for the Trans Java toll road.
b. Equity Financing di JTT.
Equity Financing JTT.
c. Menetapkan kerangka kerja manajemen portofolio.
Establishing Portfolio management framework.
38. Mengekspolrasi dan melaksanakan assets recycling untuk aset terpilih.
Explore and execute asset recycling for selected assets
Program Awal Enhanced /
New Initiatives
Initial Program Rename Initiatives
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Di tahun 2024, fokus pengelolaan program transformasi In 2024, Jasa Marga’s transformation program management
Jasa Marga adalah sebanyak 20 (dua puluh) program dan sub focuses on 20 (twenty) programs and sub-programs to support
program transformasi untuk mendukung 6 (enam) bidang 6 (six) transformation areas that form the core foundation for
transformasi yang menjadi pondasi utama dalam mendukung achieving the Company’s vision and mission:
pencapaian visi misi yang dijalankan oleh Perseroan:
1. Perbaikan Fundamental (Fix Fundamentals) 1. Perbaikan Fundamental (Fix Fundamentals)
Bidang Perbaikan Fundamental memanfaatkan data The Fix Fundamentals area utilizes integrated data
terintegrasi untuk meningkatkan rekayasa lalu lintas to enhance traffic engineering and ensure toll rate
dan memastikan kenaikan tarif. Selain itu, bidang fix increases. Additionally, this area optimizes revenue
fundamentals juga mengoptimalkan biaya pendapatan costs, SG&A expenses, and enforces financial control for
dan biaya SG&A dan menegakkan kontrol keuangan toll concessions. The transformation programs in this
untuk konsesi tol. Adapun program transformasi dalam area include:
bidang ini meliputi:
a. Pengembangan kompetensi dan platform traffic a. Development of competency and traffic forecast
forecast untuk kontrol finansial & kontrol proyek platform for financial control & toll road project
jalan tol. control.
b. Formalisasi standar biaya unit dan layanan bersama b. Formalization of unit cost standards and shared
bidang operasi dan preservasi. services for operations and preservation.
c. Pengembangan Shared Service HC untuk Jasa Marga c. Development of Shared Service HC for Jasa Marga
Grup. Group.
d. Pengembangan Shared Service Procurement untuk d. Development of Shared Service Procurement for
Jasa Marga Grup. Jasa Marga Group.
2. Pengembangan Bisnis Inti (Core Business Expansion) 2. Core Business Expansion
Bidang Pengembangan Bisnis Inti melembagakan The Core Business Expansion area institutionalizes the
pemilihan dan perencanaan proyek konsesi tol selection and planning of integrated toll concession
terintegrasi di seluruh portofolio bisnis Jasa Marga. projects across Jasa Marga’s business portfolio. It also
Selain itu, bidang ini juga meningkatkan operasi dan enhances operations and market value for Jasamarga
nilai pasar dan Jasamarga Tollroad Operator (JMTO) Tollroad Operator (JMTO) and PT Jasamarga Tollroad
PT Jasamarga Tollroad Maintenance (JMTM) dengan Maintenance (JMTM) by becoming technology-based
menjadi berbasis teknologi dan kinerja. Adapun program and performance-driven. The transformation programs
transformasi dalam bidang ini meliputi: in this area include:
a. Transformasi model bisnis PT JMTM sebagai service a. Transformation of PT JMTM’s business model as a
provider preservasi jalan tol. service provider for toll road preservation.
b. Mengubah model bisnis PT JMTO menjadi perusahaan b. Transformation of PT JMTO’s business model into a
berbasis teknologi dan kinerja. technology and performance-based company.
3. Pengembangan Bisnis Terkait (Related Business 3. Related Business Expansion
Expansion)
Bidang Pengembangan Bisnis Terkait menentukan fokus The Related Business Expansion area focuses on defining
bisnis dan model bisnis PT Jasamarga Related Business the business and business model of PT Jasamarga Related
(JMRB) untuk menjadi pengoptimal aset tol. Adapun Business (JMRB) to optimize toll asset management. The
program transformasi dalam bidang ini meliputi: transformation programs in this area include:
a. Optimalisasi pendapatan iklan di rest area. a. Optimization of advertising revenue at rest areas.
b. Peningkatan pelayanan di rest area. b. Enhancement of services at rest areas.
c. Pengembangan sistem pengelolaan aset terintegrasi c. Development of an integrated asset management
di lingkungan Jasa Marga Grup. system within the Jasa Marga Group.
4. Pembiayaan dan Penataan Portfolio (Financing & Asset 4. Financing & Asset Recycling
Recycling)
Bidang Pembiayaan dan Penataan Portfolio bertujuan The Financing & Asset Recycling area aims to enhance
untuk meningkatkan kesinambungan keuangan dengan financial sustainability by prioritizing growth, portfolio
mengutamakan pertumbuhan, penataan portoflio structuring, and expediting the Initial Public Offering
dan mempercepat Initial Public Offering (IPO) Anak (IPO) of subsidiaries. The transformation program in this
Perusahaan. Adapun program transformasi dalam bidang area includes:
ini meliputi:
a. Equity Financing PT Jasamarga Transjawa Tol (JTT). a. Equity financing of PT Jasamarga Transjawa Tol (JTT).
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
5. Organisasi, SDM dan Kapabilitas (Organization, HR & 5. Organization, HR & Capabilities
Capabilities)
Bidang Organisasi, SDM dan Kapabilitas bertujuan untuk This area focuses on reinternalizing corporate culture
menginternalisasi kembali budaya dan meremajakan and rejuvenating the organization. It also aims to
organisasi. Selain itu, bidang organization, HR and develop and institutionalize the company’s data
capabilities juga bertujuan untuk mengembangkan dan analytics capabilities. The transformation programs in
melembagakan kemampuan analisis data perusahaan. this area include:
Adapun program transformasi dalam bidang ini meliputi:
a. Mengembangkan proses bisnis bidang preservasi. a. Developing preservation business processes.
b. Penataan human capital PT JMTO akibat disruptif b. Restructuring PT JMTO’s human capital in response
teknologi. to technological disruption.
c. Mengembangkan dan melembagakan kemampuan c. Developing and institutionalizing data analytics
data analitik. capabilities.
6. Teknologi (Technology) 6. Technology
Bidang Teknologi berfokus untuk mengembangkan The Technology area focuses on developing an integrated
roadmap teknologi terintegrasi dan mengalokasikan technology roadmap and optimizing technological
fungsi teknologi. Selain itu, bidang ini juga akan functions. It also accelerates the adoption of operational
mempercepat adopsi teknologi operasi dan and maintenance technologies, such as Single Lane Free
pemeliharaan, seperti Single Lane Free Flow (SLFF) atau Flow (SLFF) or Multi Lane Free Flow (MLFF) and Traffic
Multi Lane Free Flow (MLFF) dan Traffic Information Information Collector (TIC).
Collector (TIC).
a. Digitalisasi transaksi keuangan. a. Digitization of financial transactions.
b. Memanfaatkan teknologi Electronic Toll Collection b. Utilizing Electronic Toll Collection (ETC) technology
(ETC) dan mempercepat implementasi MLFF. and accelerating MLFF implementation.
c. Penerapan traffic counting sebagai pendukung c. Implementing traffic counting to support traffic
rekayasa lalu lintas. engineering.
d. Pengembangan aplikasi Jasamarga Integrated d. Developing the Jasamarga Integrated Maintenance
Maintenance Management System (JIMMS). Management System (JIMMS) application.
e. Mengembangkan JM-Click untuk menjadi teknologi e. Enhancing JM-Click to become an integrated HC
HC terintegrasi. technology.
f. Menerapkan otomatisasi proses internal di bidang f. Automating internal processes in archiving.
kearsipan.
g. Peningkatan manajemen arsip perusahaan yang g. Improving corporate archive management for real-
dapat diakses secara real-time. time accessibility.
Jasa Marga telah menyelesaikan sejumlah program Jasa Marga has successfully completed several transformation
transformasi sepanjang tahun 2021-2023 yang menciptakan programs from 2021 to 2023, creating added value for
nilai tambah bagi pelanggan dan juga pemangku kepentingan, customers and stakeholders. Some key achievements include:
di antaranya sebagai berikut:
1. Formalisasi Standar Biaya Unit dan Layanan Bersama 1. Formalization of Unit Cost Standards and Shared Services
Bidang Administrasi, Umum dan Penjualan (SG&A). in Administration, General Affairs, and Sales (SG&A).
2. Pengembangan Shared Service IT untuk Jasa Marga Grup. 2. Development of Shared Service IT for Jasa Marga Group.
3. Pengembangan Shared Service Legal untuk Jasa Marga 3. Development of Shared Service Legal for Jasa Marga
Grup. Group.
4. Pengintegrasian Operasi Ruas-Ruas Jalan Tol. 4. Integration of Toll Road Operations.
5. Pemilihan dan perencanaan proyek yang terintegrasi di 5. Selection and planning of integrated projects across the
seluruh business portfolio. entire business portfolio.
6. Mengubah PT Jasamarga Tollroad Maintenance (JMTM) 6. Transforming PT Jasamarga Tollroad Maintenance (JMTM)
menjadi Perusahaan berbasis teknologi dan kinerja. into a technology and performance-based company.
7. Mendefinisikan kembali fokus portofolio bisnis dan 7. Redefining the business portfolio focus and business
model bisnis PT Jasamarga Related Business (JMRB). model of PT Jasamarga Related Business (JMRB).
8. Transformasi Model Bisnis dan Organisasi PT JMRB. 8. Business Model and Organizational Transformation of PT
JMRB.
9. Menetapkan kerangka kerja manajemen portofolio. 9. Establishing a portfolio management framework.
10. Melakukan Spin-Off dan Initial Public Offering (IPO) untuk 10. Spin-Off and Initial Public Offering (IPO) for the Transjawa
Ruas Jalan Tol Transjawa. Toll Road.
11. Mengeksplorasi dan Melaksanakan Asset Recycling untuk 11. Exploring and Implementing Asset Recycling for Selected
Aset Terpilih. Assets.
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
12. Formalisasi Fungsi Komite Investasi untuk Menentukan 12. Formalizing the Investment Committee function to
Potensi Aksi Korporasi. determine potential corporate actions.
13. Mengoptimalkan peran strategis Jasa Marga Grup dengan 13. Optimizing the strategic role of Jasa Marga Group by
meningkatkan proses bisnis dan modal interaksi. improving business processes and interaction capital.
14. Menerapkan Arsitektur SDM. 14. Implementing Human Capital Architecture.
15. Menerapkan Program Crash Training untuk Karyawan 15. Implementing a Crash Training Program for Operational
Operasional. Employees.
16. Internalisasi Core Values AKHLAK. 16. Internalizing Core Values AKHLAK.
17. Meningkatkan keterampilan untuk menghadapi disrupsi 17. Enhancing skills to face technological disruptions.
teknologi
18. Implementasi program akselerasi kompetensi untuk 18. Implementing a competency acceleration program for
pengembangan usaha lain. business development.
19. Pengukuran budaya AKHLAK Jasa Marga Grup dengan 19. Measuring the AKHLAK culture of Jasa Marga Group using
metode AKHLAK Culture Health Index (ACHI) the AKHLAK Culture Health Index (ACHI) method.
20. Program Budaya Perseroan (Impactful AKHLAK Program). 20. Corporate Culture Program (Impactful AKHLAK Program).
21. Mengembangkan rencana induk IT terintegrasi dan 21. Developing an integrated IT master plan and allocation
alokasi peran fungsi teknologi. of technology function roles.
22. Mengembangkan pusat komando media sosial. 22. Developing a social media command center.
23. Pemanfaatan Weigh in Motion (WIM) untuk penindakan 23. Utilizing Weigh in Motion (WIM) for enforcement of
Kendaraan Kelebihan Muatan di Jalan Tol. Overloaded Vehicles on Toll Roads.
24. Menerapkan prioritas perawatan untuk perkerasan jalan 24. Implementing pavement maintenance prioritization
berbasis Artificial Intelligence (AI). based on Artificial Intelligence (AI).
25. Motorway Incident Detection & Automatic Signaling 25. Motorway Incident Detection & Automatic Signaling
(MIDAS) untuk Layanan Lalu Lintas. (MIDAS) for Traffic Services.
26. Meningkatkan Aplikasi Travoy dengan menerapkan 26. Enhancing the Travoy Application by implementing
Geofencing. Geofencing.
27. Pengembangan platform perencanaan dan seleksi 27. Developing a project investment planning and selection
proyek investasi. platform.
28. Mengembangkan aplikasi perencanaan dan konsolidasi 28. Developing business planning and consolidation
bisnis. applications.
29. Pengelolaan data Human Capital Jasa Marga Grup. 29. Managing Human Capital data for Jasa Marga Group.
Town Hall Meeting AKHLAK For Leaders dengan tema Diskusi Panel “When Life Feels Like
A Roller Coaster” bersama Tara de Thouars dan Henry Manampiring
AKHLAK For Leaders Town Hall Meeting with the theme Panel Discussion ‘When Life Feels Like A Roller
Coaster’ with Tara de Thouars and Henry Manampiring
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Strategi Pengelolaan Human Capital
Human Capital Management Strategy
Pengelolaan human capital yang efektif menjadi landasan bagi Effective human capital management serves as the foundation
Perseroan dalam meraih visi, misi, dan kesuksesan usaha yang for the Company in achieving its vision, mission, and sustainable
berkelanjutan. Andal, loyal, dan kompeten menjadi kunci karakter business success. Reliability, loyalty, and competence are the
human capital Perseroan untuk mendorong Perseroan dapat key characteristics of the Company’s human capital, enabling
beradaptasi dan tetap bertahan di tengah persaingan dan kondisi it to adapt and remain resilient amid competition and the ever-
lingkungan bisnis yang selalu berubah. Perseroan memastikan changing business environment. The Company ensures that its
bahwa sistem pengelolaan human capital selaras dengan strategi human capital management system aligns with its long-term
Perseroan dalam jangka panjang. strategic objectives.
Arsitektur Human Capital Human Capital Architecture
Perseroan menetapkan arsitektur human capital dalam rangka The Company has established a human capital architecture
mewujudkan insan Jasa Marga yang mampu beradaptasi dan to cultivate Jasa Marga personnel who can adapt and support
mendukung implementasi strategi bisnis Perseroan ke arah yang the implementation of the Company’s business strategies in
positif bagi keberlanjutan Perseroan. Arsitektur human capital ini a manner that positively contributes to its sustainability. This
diharapkan mampu beradaptasi dan sesuai dengan perubahan human capital architecture is designed to be adaptable and
lingkungan bisnis yang dinamis. aligned with the dynamic changes in the business environment.
Perseroan sedang melakukan penyesuaian terhadap Arsitektur The company is making adjustments to the Human Capital
Sumber Daya Manusia sebagaimana Surat Edaran Menteri Badan Architecture as outlined in the Minister of State-Owned
Usaha Milik Negara Nomor: SK- 286/MBU/11/2024 tanggal 28 Enterprises Circular Letter Number: SK-286/MBU/11/2024 dated
November 2024 tentang Arsitektur Sumber Daya Manusia Badan November 28, 2024, regarding the Human Capital Architecture
Usaha Milik Negara. Dalam rangka membangun keseragaman of State-Owned Enterprises. In order to establish uniformity
pengelolaan Sumber Daya Manusia di lingkungan Jasa Marga, in human resource management within Jasa Marga, these
maka ketentuan ini diimplementasikan secara utuh pada seluruh provisions are implemented in full across the entire Jasa Marga
Jasa Marga Grup tanpa pengurangan atau penambahan atribut Group without any reduction or addition to the attributes of the
Arsitektur Sumber Daya Manusia. Arsitektur Sumber Daya Human Capital Architecture. The Human Capital Architecture
Manusia merupakan panduan umum dalam pengelolaan Sumber serves as a general guideline for managing Human Capital for all
Daya Manusia bagi seluruh Karyawan Jasa Marga di seluruh employees of Jasa Marga within the company and across the Jasa
lingkungan Perseroan maupun di Jasa Marga Grup. Marga Group.
Gambar Arsitektur Human Capital
Human Capital Architecture Diagram
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Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Arsitektur Sumber Daya Manusia Jasa Marga terdiri dari : Human Capital Architecture Jasa Marga consists of:
Atribut Inti Atribut Pilar Atribut Penggerak/Enabler
Core Attributes Pillar Attributes Driver/Enabler Attributes
1. Purpose 1. Organization Design & Culture 1. HC Communication & Change
2. Core Values 2. Workforce Planning & Talent Management
3. Value Proposition Acquisition 2. HC Operating Model
4. Business Strategy – Human 3. Learning & Capability 3. HC Team Capability
Capital Strategy Development 4. HC Governance (Policy,
4. Talent & Career Management Process, System, Continuous
5. Leadership Development & Improvement)
Succession 5. HC Technology & People
6. Performance Management Analytics
7. Compensation & Benefit
Management
8. Employee & Industrial Relation
Arsitektur Sumber Daya Manusia digunakan sebagai panduan Human Capital Architecture is used as a general guide in the
umum dalam pengelolaan bagi seluruh Karyawan Jasa Marga di management of all employees of Jasa Marga across the entire
seluruh lingkungan Perseroan maupun di Jasa Marga Grup. company environment as well as within the Jasa Marga Group.
Adapun yang termasuk dalam Atribut Inti dari Arsitektur Sumber The core attributes of the Human Capital Architecture include:
Daya Manusia yaitu:
1. Purpose, yaitu suatu alasan utama yang menjadi dasar atas 1. Purpose, refers to the main reason that forms the basis for
perumusan visi dan misi Perseroan. Visi dan misi tersebut the formulation of the company’s vision and mission. These
dapat menjelaskan mengapa Perseroan ada, apa yang ingin vision and mission statements explain why the company
dicapai, bagaimana cara mencapainya, serta bagaimana exists, what it aims to achieve, how it plans to achieve it,
Perseroan berorientasi pada dampak sosial, ekonomi, and how the company is oriented towards social, economic,
budaya, lingkungan, dan sebagainya. cultural, environmental impacts, and so on.
2. Core Values, yaitu prinsip-prinsip utama yang dianut 2. Core Values, refer to the main principles collectively
secara kolektif oleh semua anggota untuk mencapai tujuan adopted by all members to achieve common goals and shape
bersama dan membentuk budaya Perseroan, dalam hal the company’s culture. In this case, they are established by
ini ditetapkan oleh Kementerian BUMN menjadi panduan the Ministry of State-Owned Enterprises (BUMN) as the
utama bagi BUMN, Anak Perusahaan BUMN, dan Perusahaan primary guide for State-Owned Enterprises (BUMN), their
Afiliasi Terkonsolidasi. Core Values BUMN tersebut menjadi subsidiaries, and consolidated affiliated companies. These
standar nilai berperilaku bagi SDM BUMN dalam kehidupan BUMN Core Values serve as behavioral standards for BUMN
sehari-hari, serta menjadi identitas dan perekat budaya human resources in daily life and become the identity and
kerja Perseroan. unifying element of the company’s work culture.
3. Values Proposition, yaitu suatu nilai tambah yang 3. Values Proposition, refers to the added value generated by
dihasilkan Perseroan dan memiliki dampak positif yang the company, which has a positive impact that can be felt
dapat dirasakan oleh karyawan, pelanggan, mitra maupun by employees, customers, partners, and stakeholders, both
stakeholder baik secara tangible maupun intangible. tangible and intangible. Employee Value Proposition (EVP)
Employee Value Proposition (EVP) juga berlaku sebagai also serves as an intangible reward felt by employees in
imbalan intangible yang dirasakan oleh karyawan sebagai return for the best results they contribute to the company’s
balasan dari hasil kerja terbaik yang diberikan karyawan welfare. The Generic EVP of the State-Owned Enterprises
untuk kemaslahatan Perseroan. Generic EVP Grup BUMN (BUMN) Group is Learn, Grow, and Contribute to Indonesia.
adalah Learn, Grow, and Contribute to Indonesia.
4. Business Strategy & HC Strategy, yaitu rencana 4. Business Strategy & HC Strategy, refers to a comprehensive
komprehensif dan lengkap untuk mencapai target and complete plan to achieve corporate targets, as well
korporasi, serta mencapai visi dan misi Perseroan dan as to achieve the Company’s vision and mission. It is a
strategi pengelolaan SDM di Perusahaan yang disusun human resource management strategy that is developed
selaras dengan strategi bisnis sehingga mampu menjawab in alignment with the business strategy, enabling the
tantangan Perseroan, dapat diaplikasikan sesuai kondisi Company to address challenges, be applicable to business
bisnis, serta memberikan nilai tambah kepada seluruh lini conditions, and provide added value to all lines of the
organisasi Perseroan. Company’s organization.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Adapun yang termasuk dalam Atribut Pilar dari Arsitektur Sumber The attributes included in the Pillar Attributes of the Human
Daya Manusia yaitu: Capital Architecture are:
1. Organization Design & Culture, yaitu proses sistematis yang 1. Organization Design & Culture, refers to a systematic process
mengatur struktur, peran, dan tanggung jawab dalam suatu that arranges the structure, roles, and responsibilities within
organisasi untuk memastikan keselarasan dengan tujuan an organization to ensure alignment with the business
bisnis serta strategi Jasa Marga dan budaya Jasa Marga yang objectives and strategies of Jasa Marga, as well as the
saat ini ada dan menjadi penggerak untuk mewujudkan existing culture of Jasa Marga, which drives the realization
visi, misi, dan tujuan Jasa Marga. Melalui internalisasi of its vision, mission, and goals. Through the internalization
dan implementasi nilai-nilai utama (AKHLAK), Jasa Marga and implementation of core values (AKHLAK), Jasa Marga is
diharapkan mampu menciptakan high performance culture expected to create a high-performance culture that aligns
yang selaras dengan cita-cita pendirian Jasa Marga. with the founding aspirations of Jasa Marga.
2. Workforce Planning & Talent Acquisition 2. Workforce Planning & Talent Acquisition
a. Workforce Planning, yaitu strategi sistematis dan a. Workforce Planning, refers to a systematic and
proaktif yang didesain secara co-create bersama Unit proactive strategy that is co-created with the Business
Bisnis untuk menyelaraskan kapabilitas tenaga kerja Units to align the capabilities of the workforce with the
dengan kebutuhan dalam mencapai tujuan strategi needs to achieve both the short-term and long-term
bisnis jangka pendek serta jangka panjang Jasa Marga. business strategy goals of Jasa Marga.
b. Talent Acquisition, yaitu strategi untuk mencari dan b. Talent Acquisition, refers to a strategy for seeking
menarik karyawan yang sesuai dengan kebutuhan and attracting employees who align with long-
bisnis jangka panjang, melalui proses identifikasi, term business needs, through effective processes
penarikan, perekrutan, dan On-boarding yang efektif, of identification, attraction, recruitment, and on-
serta membangun citra positif Perseroan sebagai boarding, as well as building a positive company
tempat kerja yang ideal. image as an ideal workplace.
3. Learning & Capability Development, yaitu proses 3. Learning & Capability Development, refers to the process
membangun ekosistem pembelajaran dan pengembangan of building a sustainable learning and development
SDM berkelanjutan yang dirancang secara sistematis untuk ecosystem for human resources, systematically designed
membangun kompetensi serta keterampilan karyawan to develop competencies and skills of employees within
di dalam fungsi tugasnya sehingga dapat meningkatkan their job functions, enabling them to improve performance
kinerja secara efektif dan berdampak positif bagi organisasi effectively and have a positive impact on the organization
dalam jangka pendek serta jangka panjang. both in the short-term and long-term.
4. Talent & Career Management, yaitu proses strategis untuk 4. Talent & Career Management, refers to a strategic
mengidentifikasi, mengembangkan, dan mempertahankan process for identifying, developing, and retaining talented
individu berbakat di Jasa Marga melalui serangkaian individuals at Jasa Marga through a series of programs
program yang dirancang untuk mendukung karyawan dalam designed to support employees in developing their skills
mengembangkan keterampilan serta kompetensi sebagai and competencies as part of career management.
bagian dari pengelolaan karier karyawan.
5. Leadership Development & Succession 5. Leadership Development & Succession
a. Leadership Development, yaitu proses terstruktur a. Leadership Development, refers to a structured and
dan sistematis untuk meningkatkan keterampilan systematic process to enhance the leadership skills
kepemimpinan seluruh karyawan Perseroan melalui of all employees in the company through various
berbagai metode dengan tujuan menciptakan methods, with the goal of creating leaders who are not
pemimpin yang tidak hanya mampu menjawab only capable of addressing business challenges but
tantangan bisnis, namun juga dapat memberikan also able to contribute to society and the surrounding
kontribusi bagi sosial dan lingkungan sekitar sesuai environment in line with Jasa Marga’s Purpose.
Purpose Jasa Marga.
b. Succession Plan, yaitu strategi terperinci yang b. Succession Plan, refers to a detailed strategy that
menggambarkan langkah-langkah konkret dalam outlines concrete steps in identifying, evaluating, and
mengidentifikasi, mengevaluasi, dan mempersiapkan preparing future leaders of the Company.
calon pemimpin masa depan Perseroan.
c. Performance Management, yaitu suatu proses c. Performance Management, refers to a continuous
pengelolaan kinerja berkelanjutan, yang terdiri performance management process, which includes
dari proses perencanaan, review, pengarahan dan planning, reviewing, directing, coaching, and
bimbingan, serta penilaian kinerja. Hal tersebut performance evaluation. The aim is to encourage and
bertujuan untuk mendorong dan mengarahkan SDM guide human capital in carrying out their functions and
dalam menjalankan fungsi dan tugasnya sesuai duties in accordance with the responsibilities of the
dengan tanggung jawab jabatan/posisi yang diduduki positions held, as well as the objectives of Jasa Marga.
serta tujuan Jasa Marga.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
6. Compensation & Benefit Management, yaitu panduan 6. Compensation & Benefit Management, refers to the
prinsip dan proses pengelolaan imbal jasa untuk menarik principles and processes for managing rewards to attract,
(to attract), memotivasi (to motivate), dan meretensi (to motivate, and retain employees, considering market
retain) karyawan, dengan memperhatikan daya saing competitiveness and Jasa Marga’s capabilities, in order to
(market competitiveness) serta kemampuan Jasa Marga, support the achievement of Jasa Marga’s business goals.
guna mendukung pencapaian bisnis Jasa Marga.
7. Employee & Industrial Relations, yaitu suatu sistem 7. Employee & Industrial Relations, refers to a system of
hubungan yang terbentuk antara para pelaku dalam proses relationships formed between the parties involved in the
produksi barang dan/atau jasa yang terdiri dari unsur production process of goods and/or services, consisting
pengusaha, karyawan, dan pemerintah yang didasarkan of employers, employees, and the government, based on
pada nilai-nilai Pancasila dan Undang-Undang Dasar Negara the values of Pancasila and the 1945 Constitution of the
Republik Indonesia Tahun 1945. Republic of Indonesia.
Adapun yang termasuk dalam Atribut Penggerak (Enabler) dari The attributes included in the Driver (Enabler) Attributes of the
Arsitektur Sumber Daya Manusia (Human Capital Architecture) Human Capital Architecture are:
yaitu:
1. Human Capital Communication & Change Management 1. Human Capital Communication & Change Management
a. Human Capital Communication, yaitu seluruh a. Human Capital Communication, refers to all activities,
aktivitas, metode dan teknologi terkait pengelolaan methods, and technologies related to the management
komunikasi SDM yang melibatkan pihak internal of HR communication that involve both internal and
maupun eksternal Jasa Marga, untuk memastikan external parties of Jasa Marga, to ensure that the goals
tujuan program SDM dapat diterima dengan baik oleh of HR programs are well received by all stakeholders
seluruh pemangku kepentingan/stakeholder Jasa of Jasa Marga.
Marga.
b. Change Management, yaitu seluruh aktivitas, metode b. Change Management, refers to all activities, methods,
dan teknologi terkait dengan pengelolaan perubahan and technologies related to managing organizational
organisasi, termasuk memastikan penerimaan change, including ensuring positive acceptance from
yang baik dari pemangku kepentingan/stakeholder stakeholders, minimizing resistance, and promoting
terhadap perubahan, meminimalkan resistensi, serta effective implementation, thereby providing added
mendorong efektivitas implementasi, sehingga value to Jasa Marga.
memberikan nilai tambah kepada Jasa Marga.
2. Human Capital Operating Model, yaitu struktur pengelolaan 2. Human Capital Operating Model, refers to the structure of
fungsi Human Capital yang selaras dengan strategi dan managing the Human Capital function that aligns with Jasa
tujuan Jasa Marga untuk memberikan layanan pada seluruh Marga’s strategy and objectives to provide services to all
pemangku kepentingan/stakeholder dengan cara yang stakeholders in an effective and efficient manner.
efektif dan efisien.
3. Human Capital Team Capability, yaitu kombinasi 3. Human Capital Team Capability, refers to a combination of
perilaku, keterampilan, proses, dan pengetahuan yang behaviors, skills, processes, and knowledge that influence
mempengaruhi suatu hasil. Human Capital Team an outcome. Human Capital Team Capability describes the
Capability menggambarkan profil kapabilitas yang harus capability profile that HR personnel must possess, with the
dimiliki personel SDM yang memiliki kemampuan dan ability and understanding to implement the Human Capital
pemahaman yang baik untuk mengimplementasikan Architecture in supporting the company’s strategy and
Human Capital Architecture dalam mendukung strategi objectives.
dan tujuan Perseroan.
4. Human Capital Governance, yaitu aktivitas merancang, 4. Human Capital Governance, refers to the activities of
membangun, mengimplementasikan serta melakukan designing, building, implementing, and monitoring/
monitoring/evaluasi untuk seluruh aspek pengelolaan evaluating all aspects of HR management to support the
SDM dalam rangka mendukung pencapaian bisnis dan achievement of business goals and the sustainability of the
keberlangsungan Perseroan dengan memperhatikan Company, while ensuring compliance with Good Corporate
kepatuhan terhadap praktik Good Corporate Governance, Governance practices, laws and regulations, the Company
peraturan perundang-undangan, peraturan Perseroan/ regulations/collective labor agreements, as well as fulfilling
perjanjian kerja bersama, serta memenuhi aspirasi shareholder aspirations in all aspects of HR management.
pemegang saham pada seluruh aspek pengelolaan SDM.
5. Human Capital Technology & People Analytic, yaitu 5. Human Capital Technology & People Analytics, refers
berkaitan dengan aktivitas pengelolaan dan pemanfaatan to activities related to the management and utilization
data SDM serta pengembangan teknologi untuk mendukung of HR data, as well as the development of technology to
penyelenggaraan layanan SDM yang terintegrasi, sehingga support the delivery of integrated HR services, enabling
dapat menghasilkan pengambilan keputusan secara efektif effective decision-making in the HR field at Jasa Marga or
di bidang SDM di Jasa Marga atau Jasa Marga Grup. the Jasa Marga Group.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Berdasarkan fokus tersebut, maka Direktorat Human Capital Based on these focuses, the Directorate of Human Capital
& Transformasi melakukan inisiatif-inisiatif strategis, sebagai & Transformation has implemented the following strategic
berikut: initiatives:
1. Restrukturisasi organisasi Jasa Marga Grup, baik di level 1. Restructuring the Jasa Marga Group organization at the
asset owner, asset manager, dan service provider selaras asset owner, asset manager, and service provider levels, in
dengan penyesuaian strategi bisnis. alignment with the adjustment of business strategies.
2. Integrasi fungsi Human Capital Information System (HCIS) 2. Integration of the Human Capital Information System (HCIS)
melalui JM-Click. through JM-Click.
3. Program pembelajaran mandiri berbasis digital melalui 3. Self-learning programs based on digital platforms via JM-
JM-Click dan platform pembelajaran digital lainnya yang Click and other digital learning platforms in collaboration
bekerja sama dengan Perseroan. with the Company.
4. Penyempurnaan pelaksanaan program insiatif strategis 4. Refinement of the implementation of strategic
transformasi. transformation initiatives.
5. Peningkatan employee experience dalam rangka 5. Enhancement of Employee Experience aimed at realizing
mewujudkan employee well-being yang berdampak pada Employee Well-being, which impacts the Company’s
kinerja Perseroan. performance.
Target dan Rencana Direktorat Human Capital Targets and Plans of the Directorate of Human
& Transformasi Capital & Transformation
Dalam rangka memastikan pengelolaan human capital berjalan To ensure that human capital management proceeds according
sesuai dengan rencana, Perseroan telah menetapkan sejumlah to plan, the Company has set several targets, particularly for the
target, khususnya bagi Direktorat Human Capital & Transformasi Directorate of Human Capital & Transformation, in the form of
dalam bentuk Key Performance Indicator (KPI) Direktorat pada Key Performance Indicators (KPIs) for the Directorate in 2024,
tahun 2024, yaitu: namely:
A. KPI Bersama A. Joint KPIs
1. EBITDA. 1. EBITDA
2. Penyelesaian Anak Perusahaan Jalan Tol (APJT) yang 2. Resolution of Toll Road Subsidiaries (APJT) Requiring Special
membutuhkan perhatian khusus. Attention.
3. Persentase perempuan dalam nominated talent. 3. Percentage of Women in Nominated Talent.
4. Persentase milenial (<42 tahun) dalam nominated talent. 4. Percentage of Millennials (<42 years) in Nominated Talent
5. Implementasi roadmap penyehatan dana pensiun manfaat 5. Implementation of the Defined Benefit Pension Fund
pasti. Recovery Roadmap.
6. Pemenuhan kualifikasi organ pengelola risiko. 6. Fulfillment of Qualifications for the Risk Management Body.
B. KPI Direktorat B. Directorate KPIs
1. Produktivitas karyawan. 1. Employee Productivity.
2. Program akselerasi kompetensi karyawan. 2. Employee Competency Acceleration Program.
3. Core values sustainability assessment. 3. Core Values Sustainability Assessment.
4. Evaluasi implementasi program employee well-being. 4. Evaluation of the Employee Well-Being Program
Implementation.
5. Program transformasi Perseroan. 5. The Company Transformation Program.
6. Pemenuhan data pada portal human capital BUMN. 6. Data Fulfillment on the State-Owned Enterprises Human
Capital Portal.
7. Pemenuhan data pada portal HCIS. 7. Data Fulfillment on the HCIS Portal.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pengembangan Organisasi
Organization Development
Sejak tahun 2019, Jasa Marga menginisiasi revitalisasi Since 2019, Jasa Marga has initiated organization revitalization
organisasi melalui pembagian tiga peran dan tanggung through division of three roles and responsibilities with
jawab dengan skema Asset Owner (AO), Asset Manager (AM) Asset Owner (AO), Asset Manager (AM) and Service Provider
dan Service Provider (SP). Penataan organisasi ditujukan agar (SP) schemes. Organization structuring is aimed at creating
tercipta kelincahan organisasi, optimalisasi fungsi peran, dan organizational agility, optimizing role functions and efficiency.
efisiensi.
1. Asset Owner, pada dasarnya merupakan holding 1. Asset Owner, in principle is a holding investment, plays
investment, berperan sebagai penentu visi, misi, dan role in determining vision, mission and strategy and also
strategi dan juga mengoptimalkan portofolio bisnis optimize the Company’s business portfolio with various
Perseroan dengan berbagai macam skema aksi korporasi. corporate action schemes.
2. Asset Manager, berperan mengelola anak perusahaan 2. Asset Manager, whose role is to manage subsidiaries in
pada lini bisnis konsesi jalan tol untuk memastikan the toll road concession business line to ensure the level
tingkat pengembalian yang diharapkan oleh Asset Owner. of return expected by the Asset Owner.
3. Service Provider, berperan menyediakan layanan 3. Service Provider, whose role is to provide toll road
pengoperasian dan preservasi jalan tol serta pengelolaan operation and preservation services as well as
bisnis prospektif baik di lingkungan Jasa Marga Grup prospective business management both within the Jasa
maupun luar Jasa Marga Grup. Marga Group and outside the Jasa Marga Group.
Agar transformasi organisasi berjalan selaras dengan arahan To ensure that the organizational transformation aligns with
strategis Perseroan yang tertuang dalam Rencana Jangka the company’s strategic direction as outlined in the Company’s
Panjang Perusahaan (RJPP), maka pengelolaan efektivitas Long-Term Plan (RJPP), the management of organizational
organisasi yang telah dilakukan pada tahun 2024 yaitu: effectiveness carried out in 2024 is as follows:
1. Implementasi Shared Services pada bagian Procurement, 1. Implementasi Shared Services pada tower Procurement,
Legal, dan Information Technology di beberapa Anak Legal, dan Information Technology di beberapa Anak
Perusahaan. Perusahaan;
2. Kajian Organisasi berdasarkan PER/02/MBU/03/2023, 2. The organizational study based on PER/02/MBU/03/2023
Perseroan telah menyusun kajian Perubahan Struktur indicates that the Company has developed a study on the
Organisasi baik Makro maupun Mikro sebagai dampak changes in both macro and micro organizational structure
dari PER/02/MBU/03/2023 tanggal 03 Maret 2023 as a result of PER/02/MBU/03/2023 dated March 3, 2023,
perihal Pedoman Tata Kelola dan Kegiatan Korporasi regarding the Guidelines for Governance and Significant
Signifikan BUMN, terhadap Struktur Organisasi Corporate Activities of State-Owned Enterprises (BUMN),
Perseroan, beserta dampak kebutuhan biayanya. Prioritas impacting the Company’s organizational structure
pemenuhan Organ Pengelola Risiko di Anak Perusahaan and the associated cost requirements. The priority for
fokus pada Service Provider (JMTO, JMTM, dan JMRB) serta fulfilling the Risk Management function in subsidiaries
subholding PT JTT. focuses on Service Providers (JMTO, JMTM, and JMRB) as
well as the subholding PT JTT.
3. Penyetaraan Grading Struktural Anak Perusahaan, 3. Standardization of Structural Grading in Subsidiaries:
Melakukan penyusunan kajian penyetaraan grading A study was conducted to standardize grading
bagi Karyawan penugasan di Anak Perusahaan yang for employees assigned to structural positions in
menduduki jabatan struktural, yang semula secara subsidiaries, who were previously compensated as
remunerasi dihargai sebagai Fungsional menjadi functional roles. This was adjusted based on the job
Struktural disesuaikan berdasarkan bobot evaluasi evaluation weight. The aim is to create equality and
jabatan. Sehingga terdapat kesetaraan dan mengurangi reduce the gap between structural officers in the Parent
kesenjangan antara pejabat struktural di Induk maupun Company and structural officers in the subsidiaries.
pejabat struktural di Anak Perusahaan.
4. Melakukan penyusunan kajian Area of Expertise bidang 4. A study was conducted on the Area of Expertise in core
Core (Operation, Engineering, Information Technology), fields (Operation, Engineering, Information Technology),
serta Kajian Area of Expertise untuk bidang Supporting as well as the Area of Expertise for supporting fields,
guna menciptakan career path baru bagi karyawan yang in order to create new career paths for employees who
memang memiliki keahlian spesifik. possess specific skills.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
5. Review Perubahan Struktur Organisasi PT JTT, telah 5. Review of Organizational Structure Changes at PT JTT:
dilakukan perubahan struktur organisasi PT JTT setelah The organizational structure of PT JTT has been revised
equity financing. Mengubah susunan Dewan Komisaris after equity financing. Changing the composition of the
PT JTT, serta mengubah jajaran Direksi PT JTT sehingga Board of Commissioners of PT JTT, as well as restructuring
terdiri atas 5 (lima) Direksi: Direktur Utama, Direktur the Board of Directors of PT JTT to consist of 5 (five)
Operasional, Direktur Keuangan, Direktur Bisnis & Directors: President Director, Operational Director,
Strategi, Direktur Risiko & Kepatuhan. Financial Director, Business & Strategy Director, Risk &
Compliance Director.
6. Penyusunan Kajian Restrukturisasi PT Jasamarga Manado 6. Preparation of the Restructuring Study for PT Jasamarga
Bitung (JMB) dan PT Jasamarga Balikpapan Samarinda Manado Bitung (JMB) and PT Jasamarga Balikpapan
(JBS), dengan konsep perangkapan berdasarkan kajian Samarinda (JBS), with a dual-role concept based on the
Work Load Analysis (WLA) untuk meningkatkan efisiensi Work Load Analysis (WLA) study to improve efficiency
dan optimalisasi organisasi. and optimize the organization.
Manajemen Human Capital
Human Capital Management
Perseroan meyakini bahwa pengelolaan human capital The Company believes that the management of Human Capital is
merupakan kunci dalam pencapaian tujuan Perseroan. key to achieving the company’s goals. Therefore, a comprehensive
Untuk itu, dibutuhkan pola pengelolaan human capital and sustainable Human Capital management approach is
yang komprehensif dan berkesinambungan. Jasa Marga needed. Jasa Marga continues the Talent Management program
melanjutkan program talent management sebagai bagian that started in 2021 as part of the human capital management
pembaruan manajemen human capital melalui serangkaian renewal process, which is a series of interconnected processes
proses yang saling berkaitan sebagaimana ditetapkan dalam outlined in Decision of the Board of Directors No. 13/KPTS/2021
Keputusan Direksi Nomor 13/KPTS/2021 tanggal 16 Februari dated February 16, 2021, concerning Talent Management, as
2021 tentang Talent Management yang telah terakhir diubah amended by the Decision of the Board of Directors of PT Jasa
berdasarkan Keputusan Direksi PT Jasa Marga (Persero) Tbk Marga (Persero) Tbk. No. 06/KPTS/2022 dated January 24, 2022,
Nomor 44/KPTS/2023 tanggal 28 April 2023. Proses tersebut and further amended in the Decision No. 44/KPTS/2023 dated
dimulai dari rekrutmen karyawan hingga karyawan memasuki April 28, 2023. The process starts from employee recruitment to
masa purnabakti. their retirement period.
Prinsip equality, inclusive dan fairness senantiasa dijunjung The principles of equality, inclusiveness, and fairness are
oleh Perseroan dalam rangka mengembangkan karir seluruh always upheld by the company in developing the careers
karyawan dengan tetap memperhatikan perkembangan of all employees, while still considering their performance
kinerja/pemenuhan KPI karyawan, tingkat pendidikan, serta development/KPI achievement, education level, and individual
kompetensi tiap individu yang mengacu kapada kompetensi competencies, which are based on the competencies of the
Kementerian BUMN (KBUMN). Seluruh karyawan didorong Ministry of State-Owned Enterprises (SOE). All employees are
untuk terus mengerahkan kinerja terbaiknya agar dapat encouraged to continuously exert their best performance to be
menduduki posisi yang lebih tinggi. Hal ini juga didukung able to occupy higher positions. This is also supported by the
dengan implementasi program employee development yang implementation of an employee development program that
mengharuskan pimpinan melakukan coaching terhadap requires leaders to conduct coaching for all team members.
seluruh anggota timnya.
Ruang lingkup talent management terdiri dari talent The scope of Talent Management consists ofTalent Acquisition,
acquisition, talent classification, talent development, talent Talent Classification, Talent Development, Talent Mobility, and
mobility, dan talent retention dimana dalam pelaksanaanya Talent Retention where in its implementation there is a role
terdapat peran talent committee sebagaimana gambar berikut: for the Talent Committee as shown in the following picture:
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Gambar Alur Proses Talent Management
Talent Management Process Flow Diagram
Talent Acquisition Talent Acquisition
Talent acquisition bertujuan untuk mendapatkan talent Talent acquisition aims to attract the Company’s talent
Perseroan dengan pendekatan strategis dalam mengenali, through a strategic approach in identifying, recruiting, and
menarik dan mengorientasi Individu berbakat yang sesuai orienting individuals who align with the Company’s culture
dengan budaya Perseroan untuk dapat memenuhi kebutuhan to meet the dynamic business needs set forth in the Board of
bisnis Perseroan yang dinamis yang telah ditetapkan dalam Directors’ Decree No. 21/KPTS/2019 dated February 14, 2019,
Surat Keputusan Direksi Nomor 21/KPTS/2019 tanggal as last amended by Director’s Decree No. 121/KPTS/2022
14 Februari 2019 sebagaimana terakhir diubah dengan dated September 26, 2022.
Keputusan Direski Nomor 121/KPTS/2022 tanggal 26
September 2022.
Dalam rangka menyiapkan human capital yang dibutuhkan In order to prepare human capital that is needed to support
untuk menunjang pertumbuhan organisasi dalam mencapai organization’s growth in achieving its vision and mission, Jasa
visi dan misi, Jasa Marga melakukan kajian terkait Rencana Marga conducted a study related to the Human Capital Needs
Kebutuhan human capital dengan mempertimbangkan Plan by considering the direction of long-term business
arah pengembangan bisnis jangka panjang, produktivitas, development, productivity, capacity, and capability.
kapasitas dan kapabilitas.
Pemenuhan kebutuhan human capital dilakukan melalui Fulfilling human capital needs is carried out through
rekrutmen karyawan baru, baik fresh graduate maupun recruitment of new employees, both fresh graduates and
tenaga pengalaman. Rekrutmen dilakukan melalui Program experienced staff. Recruitment is carried out through the
Rekrutmen Bersama BUMN maupun bekerja sama dengan SOE Joint Recruitment Program or in collaboration with
berbagai perguruan tinggi di Indonesia. Kebijakan program various universities in Indonesia. The Company’s recruitment
rekrutmen Perseroan adalah membuka kesempatan luas program policy is to open up wide opportunities by recruiting
dengan melakukan rekrutmen dari seluruh wilayah Indonesia. from all regions of Indonesia.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Program rekrutmen Perseroan dilakukan melalui 2 (dua) jalur, The Company’s recruitment program is carried out through 2
yaitu: (two) channels, namely:
1. Management Trainee 1. Management Trainee
Ditujukan untuk mendapatkan high capacity talent dalam To obtain High-Capacity Talent within framework of
rangka memastikan ketersediaan talent (talent pipeline) the Talent Pipeline (availability of Talent) Expertise
dengan spesialisasi kompetensi khusus dan diharapkan candidates with special competency specialties and/or
dapat menjadi calon pemimpin eksekutif Perseroan. Company Executive Leaders.
2. Professional Hire 2. Professional Hire
Dilaksanakan untuk mendapatkan tenaga kerja Implemented to obtain professional workers in their
profesional di bidangnya dan memiliki kompetensi fields and have special competencies in accordance with
khusus sesuai dengan kebutuhan Perseroan. the Company’s needs.
Di tahun 2024, Perseroan kembali melakukan rekrutmen yang In 2024, the Company once again conducted recruitment under
dinamakan Jet Roadster 2024 sebanyak 24 orang melalui the Jet Roadster 2024 program, hiring 24 candidates through
program Rekrutmen Bersama BUMN. Proses rekrutmen the Joint SOE Recruitment Program. The recruitment process
dimulai pada bulan Maret 2024 sampai dengan Juli 2024. took place from March to July 2024 and consisted of several
Proses rekrutmen dimulai dari tahap registrasi kandidat dan stages, including candidate registration and job application,
job apply, tes kompetensi dasar (TKD), tes AKHLAK, wawasan basic competency test (TKD), AKHLAK test, national insight
kebangsaan, tes bahasa inggris, tes kemampuan bidang, assessment, English proficiency test, technical skills test,
wawancara, dan tes kesehatan. Selain itu, untuk memenuhi interviews, and medical examination. Additionally, to meet
kebutuhan Karyawan Perseroan juga melakukan rekrutmen workforce needs, the Company also conducted campus hiring
melalui campus hiring yang bekerja sama dengan berbagai in collaboration with various universities across the country.
universitas di dalam negeri. Selain itu , untuk memenuhi In addition, to meet the company’s employee needs,
kebutuhan Karyawan Perseroan juga melakukan rekrutmen recruitment is also conducted through campus hiring in
melalui campus hiring yang bekerja sama dengan berbagai collaboration with various universities in the country,
universitas di dalam negeri dan telah diperoleh sebanyak resulting in the hiring of 16 candidates.
16 orang.
Talent Classification Talent Classification
Talent classification merupakan proses pengklasifikasian Talent Classification is the process of classifying employees
karyawan ke dalam 5 (lima) klasifikasi, yaitu Road Runner, into 5 (five) classifications, namely Road Runner, Promotable,
Promotable, Sleeping Tiger, Solid Contributor, dan Unfit yang Sleeping Tiger, Solid Contributor, and Unfit. This aims to
bertujuan untuk menetapkan pola pengembangan karyawan, determine employee development patterns, the frequency of
frekuensi mobilitas karyawan dan pemberian program retensi. employee mobility, and the provision of retention programs.
Dalam pelaksanannya, talent committee dibantu oleh Human In its implementation, the Talent Committee is assisted by
Capital Business Partner (HCBP) dalam mempertimbangkan Human Capital Business Partners in considering the Capacity
kapasitas dan kinerja karyawan. and Performance of employees.
Gambar Talent Classification berdasarkan Kapasitas dan Kinerja Karyawan
Talent Classification Diagram Based on Employee Capacity and Performance
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Talent Development Talent Development
Talent development dilaksanakan dengan mempertimbangkan Talent Development implemented by considering Talent
talent classification, inisiatif dari talent yang bersangkutan Classification, an initiative of the talent concerned and
dan disampaikan melalui komunikasi dengan pimpinan. delivered through communication with Team Leader.
Preferensi efektivitas model learning and development, Preferences for the effectiveness of Learning and
sebagai berikut: Development Model are as follows:
1. Pembelajaran dan pengembangan melalui pengalaman. 1. Learn and Develop through Experiences.
2. Pembelajaran dan pengembangan melalui sesama. 2. Learn and Develop through Others.
3. Pembelajaran dan pengembangan melalui sumber 3. Learn and Develop through Formal Sources.
formal.
Dari aspek pengembangan talent, dilakukan pengembangan From the aspect of talent development, talent development
talent sesuai dengan klasifikasi talent yang dimiliki oleh is carried out in accordance with talent classification
individu. Untuk pengembangan talent dengan klasifikasi possessed by the individual. To develop talent with road
Road Runner, Perseroan memberikan program penugasan runner classification, the Company provides assignment
dan akselerasi ke pekerjaan yang lebih menantang serta and acceleration program to more challenging jobs and
dilakukannya kegiatan cross mentoring. Untuk program implements cross mentoring activities. For the talent
pengembangan talent pada semua kelas klasifikasi talent, development program across all talent classification levels,
diberikan program pembelajaran dengan berbagi pengalaman learning programs are provided through experience-sharing
dengan karyawan lain serta dilakukan coaching dan mentoring with other employees, along with coaching and mentoring
pada aplikasi Human Capital Integrated System yaitu JM Click. conducted via the Human Capital Integrated System
application, JM Click.
Talent Mobility Talent Mobility
Talent mobility merupakan mekanisme perpindahan/mutasi Talent Mobility is mechanism for transferring/muting
karyawan dari posisi saat ini ke posisi lainnya dalam rangka employees from their current position to another position
pengembangan kapasitas dan memperkaya pengalaman yang in order to develop capacity and enrich their experience
disusun sesuai dengan klasifikasinya. arranged according to their classification.
Talent Retention Talent Retention
Bentuk penghargaan atau apresiasi Perseroan terhadap talent, Is a form of the Company’s appreciation for talent, whether
baik berupa special development program, reward, accelerated in the form of special development programs, rewards,
mobility atau special assignment dan lain-lain. accelerated mobility or special assignments
and others.
Pembekalan Karyawan Baru oleh Direktur Utama Perseroan
Onboarding for New Employees by the President Director of the Company
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Karyawan
Employee Development
Kebijakan Learning and Development Learning and Development Policy
Kebijakan learning and development menjadi salah satu The learning and development policy is a key aspect
ruang lingkup Talent Management yang bertujuan untuk of talent management, aimed at enhancing employee
meningkatkan kapasitas karyawan sehingga Perseroan capacity to ensure the Company maintains a high level of
memiliki daya saing tinggi dalam mendorong pertumbuhan competitiveness in driving performance growth. Employee
kinerjanya. Pengembangan kompetensi karyawan tersebut competency development is implemented through digital-
dilakukan dengan menerapkan konsep digital melalui based learning, utilizing active learning methods within
pembelajaran aktif pada Human Capital Management the Human Capital Management Integrated System (JM-
Integrated System (JM-Click) serta berdasarkan kepada Learning Click) and the Company’s Learning Academy. The 2024
Academy di Perseroan. Pengelolaan Talent Development tahun Talent Development program is themed Enhancing Business
2024 bertemakan Enhancing Business Portfolio, dengan fokus Portfolio, with a focus on developing digital competencies
pada pengembangan kompetensi digital dan pelaksanaan and implementing certification programs to support a more
sertifikasi untuk mendorong transformasi bisnis yang lebih adaptive and innovative business transformation.
adaptif dan inovatif.
Di tahun 2024, program pelatihan prioritas korporasi In 2024, the Company’s priority training programs focus
menyasar pada peningkatan kompetensi digital talent, on enhancing digital talent competencies, leadership
pengembangan kepemimpinan (leadership), pelaksanaan development, scholarship programs, and employee
program beasiswa, dan sertifikasi kompetensi karyawan. competency certifications. Special attention is also given
Selain itu, perhatian khusus diberikan pada sertifikasi organ to certifications for risk management personnel to ensure
pengelola risiko untuk memastikan tata kelola yang efektif effective governance, support the evolving business needs,
dan mendukung pencapaian kebutuhan bisnis yang terus and strengthen the Company’s sustainable competitiveness.
berkembang, sekaligus memperkuat daya saing perusahaan
secara berkelanjutan.
Pelaksanaan program dirancang sesuai kebutuhan bisnis The program implementation is designed based on business
yang dikelompokkan berdasarkan learning academy needs and categorized into five learning academies:
(Project Development, Technological Innovation, Leadership Project Development, Technological Innovation, Leadership
Development, Operational Services, Business Support). Di Development, Operational Services, and Business Support.
sepanjang tahun 2024, program-program yang telah berhasil Throughout 2024, the successfully executed programs
dilaksanakan adalah sebagai berikut: include:
1. Program Pelatihan di Bidang Data Analytic yang ditujukan 1. Training Programs in Data Analytics for both operational
untuk karyawan Operasional maupun Non Operasional, and non-operational employees, covering basic training
seperti Pelatihan Basic seperti MS Office, maupun aplikasi such as MS Office and applied applications like Power BI,
terapan seperti Power BI, Audit IT, dan lainnya. IT Audit, and others.
2. Program Sertifikasi meliputi Program Sertifikasi 2. Certification Programs, including Human Capital
Human Capital, Sertifikasi Audit, Sertifikasi Information Certification, Audit Certification, Information Technology
Technology, Sertifikasi Bidang Risiko, serta Sertifikasi Certification, Risk Management Certification, and
Procurement. Procurement Certification.
3. Program Pembelajaran dan Sertifikasi Organ Pengelola 3. Learning and Certification Program for Risk Management
Risiko sebagai salah satu KPI Korporat yang menjadi Personnel, a key corporate KPI that is regularly
perhatian dan dievaluasi secara berkala Kementerian monitored and evaluated by the Ministry of State-Owned
BUMN. Enterprises (BUMN).
4. Program JM Talk dan Webinar dengan peserta internal 4. JM Talk and Webinar Programs for internal and external
maupun eksternal Perseroan yang mengundang participants, featuring expert speakers in their respective
Narasumber handal di bidangnya yang dilakukan secara fields. These sessions are conducted online or in a hybrid
online maupun hybrid dengan pengelolaan online system format, managed through an internal online system/
dari internal/studio JMLI. studio by JMLI.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
5. Program pengembangan kepemimpinan (leadership) 5. Leadership Development Programs designed to enhance
yang dirancang untuk mengembangkan kompetensi strategic competencies, leadership vision, and high-
strategis, visi kepemimpinan, dan kemampuan manajerial level managerial capabilities, preparing future leaders
tingkat tinggi, guna menciptakan pemimpin masa depan to support sustainable transformation and growth within
yang siap mendukung transformasi dan pertumbuhan the Company.
berkelanjutan di lingkungan Perseroan. 6. A global-scale leadership development program in
6. Program pengembangan pemimpin berskala global yang collaboration with the BUMN School of Excellence
bekerja sama dengan BUMN School of Excellence (BSE) (BSE) is designed for the BOD-1 and top talents of
dirancang untuk para BOD-1 dan top talent Perseroan. the Company. This program aims to support the
Program ini bertujuan mendukung transformasi BUMN transformation of state-owned enterprises (SOE) by
dengan memberikan wawasan strategis dari perspektif providing strategic insights from a business and global
bisnis dan kepemimpinan global, serta bekerja sama leadership perspective, as well as collaborating with
dengan instansi berskala internasional. Pada tahun 2024, international institutions. In 2024, this program was held
program ini diselenggarakan di berbagai negara, termasuk in various countries, including Singapore, Switzerland,
Singapura, Swiss, Dubai, China, dan Jepang. Dubai, China, and Japan.
7. Partisipasi dalam Konferensi Internasional yang menjadi 7. Participation in International Conferences is one of the
salah satu langkah strategis Perseroan dalam membangun Company’s strategic steps in building a global mindset
global mindset karyawan, di mana mereka berperan among employees, where they serve as speakers at
sebagai pembicara di forum global. Selanjutnya, karyawan global forums. Following these events, employees
melakukan knowledge sharing melalui program sharing engage in knowledge-sharing sessions, ensuring that the
session, sehingga pengetahuan yang diperoleh dapat knowledge gained is widely beneficial and contributes
memberikan manfaat luas dan mendukung peningkatan to the development of competencies across the entire
kompetensi kepada seluruh karyawan. workforce.
8. Program Digital Talent, termasuk melakukan kajian 8. The Digital Talent Program, which includes a study and
dan konsep penyusunan Kamus Pengembangan the development of a Digital Competency Development
Kompetensi Digital Perseroan. Program ini bertujuan Dictionary for the Company, aims to cultivate superior
untuk mengembangkan talenta digital unggul di digital talent within the Company. This program focuses
lingkungan Perseroan. Program ini fokus pada on enhancing skills in the latest technologies to support
peningkatan keterampilan berbasis teknologi terkini guna digital transformation and create sustainable innovation
mendukung transformasi digital dan menciptakan inovasi in business operations.
berkelanjutan dalam operasional bisnis.
9. Program employee well-being yang dirancang 9. The Employee Wellbeing Program is designed to support
untuk mendukung kesejahteraan karyawan melalui the welfare of employees through learning and webinars
pembelajaran dan webinar yang membahas berbagai covering various important topics such as mental health,
topik penting, seperti kesehatan mental, keseimbangan work-life balance, and financial literacy. This program not
kerja-hidup, dan literasi keuangan. Program ini tidak only enhances the quality of employees’ lives but also
hanya meningkatkan kualitas hidup karyawan, tetapi juga fosters a productive and harmonious work environment,
mendorong terciptanya lingkungan kerja yang produktif enabling employees to contribute their best to the
dan harmonis, sehingga karyawan dapat memberikan Company.
kontribusi terbaiknya untuk Perseroan.
10. Turut berperan aktif dalam program BUMN Learning 10. Active participation in the 2024 BUMN Learning Festival
Festival 2024 dengan tema Building Sustainable Learning with the theme “Building Sustainable Learning Culture”
Culture yang bertujuan untuk menumbuhkan budaya aims to foster a culture of continuous learning across
pembelajaran yang berkelanjutan di seluruh BUMN, state-owned enterprises, including in Jasa Marga.
termasuk di Jasa Marga.
11. Mendorong kegiatan belajar mandiri (self-learning 11. Encouraging self-learning initiatives through external
initiatives) melalui platform pembelajaran eksternal learning platforms such as LinkedIn Learning and Inspigo.
seperti LinkedIn Learning dan Inspigo.
12. Program Human Capital Sharing Session biasa disebut 12. The Human Capital Sharing Session, also known as
Ngobrol Santai Human Capital (Ngobras HC) merupakan Ngobrol Santai Human Capital (Ngobras HC), is a sharing,
program sharing, collaborating, brainstorming terkait collaborating, and brainstorming program related to
Human Capital antar pengelola Human Capital maupun Human Capital, involving both Human Capital managers
Roadster Jasa Marga. and Roadster employees at Jasa Marga.
13. Program Learning Journey Jet Roadster 2024 yang sedang 13. The Jet Roadster Learning Journey Program 2024 is
melakukan job assignment di Unit Kerja. currently conducting job assignments in the Work Unit.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Jumlah Pelatihan Karyawan Perseroan
Table of Number of the Company’s Employee Training
Uraian
BOD-1 BOD-2 BOD-3 BOD-4
Description
Triwulan-1 33 51 50 48
1st Quarter
Triwulan-2 40 48 54 54
2nd Quarter
Triwulan-3 69 78 77 88
3rd Quarter
Triwulan-4 80 103 101 107
4th Quarter
Total 221 279 281 297
Perseroan memperkuat komitmennya terhadap pengembangan The Company strengthens its commitment to talent
talenta melalui Program Beasiswa Internal maupun Beasiswa development through both Internal and External Scholarship
Eksternal untuk pendidikan Magister (S2) dan Doktor (S3), Programs for Master’s (S2) and Doctoral (S3) education, with
dengan jurusan studi yang berkaitan dengan proses bisnis dan study majors related to the Company’s business processes
arahan strategis Perseroan. and strategic directions.
Beasiswa Internal Luar Negeri secara khusus ditujukan bagi The Overseas Internal Scholarship is specifically aimed at
Roadster yang terpilih untuk melanjutkan pendidikan di selected Roadster employees to pursue education at top-
universitas/perguruan tinggi yang memiliki peringkat terbaik ranked global universities, ensuring optimal education
dunia, guna memastikan kualitas pendidikan yang optimal di quality at the global level. In addition, in 2024, External
tingkat global. Selain itu, pada tahun 2024, Beasiswa Eksternal Overseas Scholarships are available through funding from
Luar Negeri tersedia melalui pendanaan dari Lembaga the Educational Fund Management Agency (LPDP). Through
Pengelola Dana Pendidikan (LPDP). Melalui skema ini, Roadster this scheme, Roadster participants have the opportunity to
berkesempatan memperoleh beasiswa dari LPDP untuk receive scholarships from LPDP to continue their studies at
melanjutkan studi di universitas terkemuka di luar negeri, prestigious universities abroad, in line with the company’s
sejalan dengan kebutuhan strategis Perseroan dan prioritas strategic needs and national priorities in the development of
nasional dalam pengembangan sumber daya manusia unggul. superior human resources.
Selanjutnya, Perseroan memberikan kesempatan kepada Furthermore, the Company provides opportunities for
karyawan untuk memperoleh pendidikan S2 di dalam negeri employees to pursue Master’s degrees domestically
pada beberapa Universitas seperti Universitas Indonesia, at several universities, such as Universitas Indonesia,
Universitas Gadjah Mada, serta Sekolah Bisnis dan Manajemen Universitas Gadjah Mada, and the School of Business and
Institut Teknologi Bandung. Perseroan juga bekerja sama Management at the Bandung Institute of Technology. The
dengan Kementerian PUPR untuk melaksanakan program Company also collaborates with the Ministry of Public Works
Beasiswa Super Spesialis Teknik (Institut Teknologi Bandung and Public Housing (PUPR) to implement the Super Specialist
dan Institut Teknologi Sepuluh Nopember) dan Non Teknik Scholarships in both Technical (Bandung Institute of
(Universitas Indonesia). Technology and Sepuluh Nopember Institute of Technology)
and Non-Technical (Universitas Indonesia) fields.
Dengan proses seleksi sesuai dengan kriteria yang With a selection process based on required criteria, this
dipersyaratkan, program ini tidak hanya mempersiapkan program not only prepares the best individuals but also
individu terbaik tetapi juga memperkokoh daya saing strengthens the Company’s competitiveness through long-
Perseroan melalui investasi jangka panjang pada sumber daya term investment in outstanding human resources.
manusia unggul.
Human capital memainkan peran penting bagi Perseroan Human capital plays a crucial role for the Company in
untuk mewujudkan visi dan misinya. Berkaitan dengan hal realizing its vision and mission. In this regard, competence
tersebut, program pengembangan kompetensi menjadi salah development programs become one of the Company’s main
satu prioritas utama Perseroan untuk memastikan karyawan priorities to ensure that employees have relevant skills and
memiliki keahlian yang relevan dan siap menghadapi are prepared to face the dynamic challenges of business.
dinamika tantangan bisnis. Melalui pendekatan ini, Perseroan Through this approach, the Company not only strengthens
tidak hanya memperkuat daya saing tetapi juga menciptakan its competitiveness but also builds a solid foundation for
fondasi yang kokoh untuk pertumbuhan bisnis yang sustainable business growth amid global competition.
berkelanjutan di tengah persaingan global. berkelanjutan di tengah persaingan global.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Peningkatan Kapabilitas Human Capital Improvement of Human Capital Capabilities
Sebagai salah satu aset penting dalam mendorong As one of the important assets in driving sustainable business
pertumbuhan bisnis secara berkelanjutan, Perseroan terus growth, the Company continues to enhance the development
meningkatkan pengembangan kompetensi dan kapabilitas of Jasa Marga’s human capital competencies and capabilities
human capital Jasa Marga sesuai dengan kebutuhan in line with the Company’s current and future business needs.
bisnis Perseroan saat ini dan di masa yang akan datang. Competency development also serves as a bridge to fill the
Pengembangan kompetensi juga menjadi jembatan untuk generational gap and prepare management succession. The
memenuhi gap generasi dan menyiapkan suksesi manajemen. Company provides equal opportunities for every employee
Perseroan memberikan kesempatan yang setara pada to participate in training and human capital development
setiap karyawan untuk mengikuti program pelatihan dan programs, regardless of gender, race, or religion.
pengembangan human capital, tanpa memperhatikan gender,
ras, dan agama.
Perseroan memiliki unit bernama Jasa Marga Learning The Company has a unit called the Jasa Marga Learning Institute
Institute (JLI), bertanggung jawab dalam mengelola program (JLI), which is responsible for managing employee competency
pengembangan kompetensi karyawan. Kemajuan teknologi development programs. Technological advancements are
diadaptasi oleh JLI dalam memfasilitasi pembelajaran dan adapted by JLI to facilitate digital learning and development
pengembangan secara digital melalui konsep pelatihan through personalized and customized training concepts,
yang personalized dan customized, multi akses serta mikro multi-access, and micro (byte-sized) learning, facilitated by
(byte sized) learning yang difasilitasi oleh Human Capital the Human Capital Management Integrated System (formerly
Management Integrated System yaitu JM Click. Aplikasi ini known as JM Click). This application has multi-integrated
memiliki multifitur yang terintegrasi dengan fitur administrasi features, including employee administration features such as
karyawan seperti pengajuan cuti, lembur, absensi, e-SPT, leave requests, overtime, attendance, e-SPT, e-Slip, Employee
e-Slip, Employee Development Plan (EDP), dan Jasa Marga Development Plan (EDP), and Jasa Marga Performance
Performance Development (JMPD). Development (JMPD).
Aplikasi JM-Click tetap kami kembangkan dan rancang untuk The JM-Click application continues to be developed and
mendukung konsep lifelong learning dengan menyediakan designed to support the lifelong learning concept by
akses yang mudah, fleksibel, dan berkelanjutan bagi karyawan providing easy, flexible, and sustainable access for employees
untuk memperluas pengetahuan serta keterampilan mereka to expand their knowledge and skills anytime and anywhere.
kapan saja dan di mana saja. Melalui platform ini, karyawan Through this platform, employees can take advantage of
dapat memanfaatkan berbagai modul pembelajaran digital, various digital learning modules, interactive training, and
pelatihan interaktif, dan materi yang relevan dengan materials relevant to both business needs and their personal
kebutuhan bisnis maupun pengembangan pribadi mereka, development, thus fostering an innovative and adaptive
sehingga tercipta budaya pembelajaran yang inovatif dan learning culture in the workplace.
adaptif di lingkungan kerja.
Prioritas penyelenggaraan pelatihan yang dilakukan The priority of training implementation by the Company is
Perseroan dibagi menjadi 3 (tiga) Learning Program, yang divided into 3 (three) Learning Programs, which include:
meliputi:
1. Primary Program terkait digital capabilities dan business 1. Primary Program related to digital capabilities and
acumen capabilities. business acumen capabilities.
2. Booster Program yang terdiri dari program beasiswa, 2. Booster Program, which consists of scholarship programs,
coaching dan mentoring, JM Preneurship, enhancing JM coaching and mentoring, JM Preneurship, enhancing JM
Click, dan Jet Roadster Program. Click, and the Jet Roadster Program.
3. Improvement Program untuk peningkatan kompetensi 3. Improvement Program for competency enhancement
yang selaras dengan sasaran bisnis yang sesuai dengan aligned with business goals in accordance with the 5 JLI
5 akademi pembelajaran JLI. learning academies.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Selain itu, JLI juga menyelenggarakan JM Talk Series yang Additionally, JLI also organizes the JM Talk Series, a webinar
merupakan program webinar dengan pembicara dari internal program featuring speakers from both internal and external
dan eksternal Perseroan. Pada tahun 2024, telah dilakukan sources. In 2024, 24 activities were conducted, with the
24 kegiatan, dengan konten webinar series berfokus pada webinar series content focusing on the competencies of the
kompetensi 5 akademi yang dimiliki JLI, yaitu: 5 academies within JLI, namely:
1. Project Development Academy. 1. Project Development Academy
2. Operational Services Academy. 2. Operational Services Academy
3. Technological Innovation Academy. 3. Technological Innovation Academy
4. Business Support Academy. 4. Business Support Academy
5. Leadership Development Academy. 5. Leadership Development Academy
Program-program pembelajaran yang dijalankan Perseroan The learning programs implemented by the Company are not
tidak hanya bertujuan untuk meningkatkan kompetensi only aimed at improving employee competencies but also
karyawan, tetapi juga sejalan dengan komitmen terhadap align with the commitment to the Environmental, Social, and
pilar Environmental, Social, and Governance (ESG). Dalam Governance (ESG) pillars. In the social aspect, the Company
aspek sosial, Perseroan berupaya menciptakan lingkungan strives to create an inclusive work environment that supports
kerja inklusif yang mendukung pertumbuhan profesional professional growth and employee well-being through various
dan kesejahteraan karyawan melalui berbagai program development programs. Moreover, the focus on digital and
pengembangan. Selain itu, fokus pada pengembangan leadership competencies also supports sustainable business
kompetensi digital dan kepemimpinan juga mendukung transformation, while risk and governance certifications
transformasi bisnis yang berkelanjutan, sementara sertifikasi ensure that each learning initiative follows good governance
risiko dan tata kelola memastikan bahwa setiap inisiatif principles. This demonstrates the Company’s tangible
pembelajaran berjalan sesuai dengan prinsip tata kelola yang contribution to supporting sustainable development goals
baik. Hal ini menunjukkan kontribusi nyata Perseroan dalam through empowering resilient and ethical human resources.
mendukung tujuan pembangunan berkelanjutan melalui
pemberdayaan sumber daya manusia yang tangguh dan
berintegritas.
Forum AKHLAK Commander yang bertajuk Upholding AKHLAK for a Sustainable Future
AKHLAK Commander Forum titled Upholding AKHLAK for a Sustainable Future
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pengelolaan Kinerja
Performance Management
Dalam rangka mewujudkan visi dan misi Perseroan serta untuk In order to realize the Company’s vision and mission and to
menjalankan strategi bisnis, Jasa Marga menyusun kebijakan implement its business strategy, Jasa Marga has established a
penilaian kinerja unit yang bertujuan memastikan tercapainya performance evaluation policy for its units, aimed at ensuring
target kinerja sesuai Key Performance Indicator (KPI) dan the achievement of performance targets in accordance with the
untuk mendorong unit kerja meningkatkan kinerjanya dengan Key Performance Indicators (KPIs) and encouraging work units
melakukan disruptive innovation. to enhance their performance through disruptive innovation.
Kebijakan ini tertuang dalam Keputusan Direksi No. 24/ This policy is outlined in the Board of Directors’ Decree No. 24/
KPTS/2023 tentang Jasa Marga Performance Management KPTS/2023 regarding Jasa Marga Performance Management
(JMPM), yaitu sistem yang dilaksanakan oleh Jasa Marga untuk (JMPM), which is the system implemented by Jasa Marga to
merencanakan, mengorganisir dan mengevaluasi kinerja plan, organize, and evaluate the performance of units one
unit satu tingkat di bawah Direksi. Performance Management level below the Board of Directors. Performance Management
merupakan penggabungan dari Unit Result dan Unit Process, is a combination of Unit Results and Unit Processes, which
yang menghasilkan Unit Performance dengan klasifikasi yang results in Unit Performance with classifications including
terdiri dari Exceed expectation, Meet Excpectation, dan Below Exceed Expectation, Meet Expectation, and Below Expectation.
Expectation.
Gambar Kriteria Penilaian Kinerja Unit berdasarkan Hasil dan Proses
Diagram of Performance Assessment Criteria for Units Based on Results and Processes
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Perseroan menyusun kebijakan sistem pengembangan The Company has developed a performance development
kinerja yang mendorong kecepatan dan adaptabilitas system policy that promotes the speed and adaptability of
karyawan dalam menjalankan strategi Perseroan. Kebijakan employees in executing the Company’s strategy. This policy is
ini tertuang dalam Keputusan Direksi No. 17/KPTS/2024 outlined in the Board of Directors’ Decree No. 17/KPTS/2024
tentang Jasa Marga Performance Development (JMPD), yaitu regarding Jasa Marga Performance Development (JMPD),
sistem pengembangan kinerja untuk individu yang bertujuan which is a performance development system for individuals
mengklarifikasi dan menyelaraskan ekspektasi antara atasan aimed at clarifying and aligning expectations between
dan karyawan serta untuk meningkatkan kinerja Karyawan supervisors and employees, as well as enhancing employee
secara berkelanjutan dengan pemberian umpan balik rutin performance through regular feedback.
bagi karyawan.
Sistem JMPD meliputi pengembangan dan penilaian hasil The Jasa Marga Performance Development (JMPD) msystem
kinerja (result) individu serta penilaian kesesuaian perilaku includes the development and assessment of individual
kerja (behaviour) karyawan dengan tata nilai Perseroan. performance results, as well as the evaluation of the
Hasil penilaian dari JMPD diklasifikasikan menjadi 5 (lima) alignment of employees’ work behaviors with the Company’s
predikat dan menjadi pertimbangan pada penentuan values. The results of the JMPD assessment are classified
talent classification, total reward, dan pengembangan karir into 5 (five) categories and serve as a consideration for
karyawan. talent classification, total rewards, and employee career
development.
Gambar Kriteria Penilaian Kinerja Individu berdasarkan Hasil dan Perilaku
Diagram of Individual Performance Assessment Criteria Based on Results and Behavior
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 401
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kesejahteraan Karyawan
Employee Welfare
Kesejahteraan karyawan merupakan salah satu hak yang Employee welfare is one of the rights that must be fulfilled
wajib dipenuhi oleh Perseroan. Salah satunya dipenuhi oleh by the Company. One of the ways this is achieved is through
remunerasi atau kompensasi yang memadai. Remunerasi adequate remuneration or compensation. Fair remuneration
yang sepadan selain meningkatkan keterikatan karyawan dan not only increases employee engagement but also supports
juga mendukung kemajuan Perseroan karena setiap karyawan the Company’s progress, as each employee is expected to
diharapkan bekerja optimal untuk mendukung pencapaian work optimally to help achieve the Company’s targets.
target Perseroan.
Remunerasi Remuneration
Jasa Marga memberikan total reward yang menarik calon Jasa Marga provides Total Rewards that attract prospective
Karyawan (attract), memotivasi karyawan untuk meningkatkan employees (attract), motivate employees to increase their
kapasitas dan kinerjanya (motivate) dan memelihara capacity and performance (motivate) and maintain employee
keterikatan Karyawan (retain). Berdasarkan filosofinya, maka engagement (retain). Based on its philosophy, rewards for
reward untuk Karyawan diberikan dalam bentuk sebagai employees are given in the following form:
berikut:
1. Foundational Reward yaitu komponen penghargaan 1. Foundational Reward is reward component in the form
berupa penghasilan tetap yang diterima karyawan of fixed income that employees receive based on their
berdasarkan jabatan dan atribut personalnya (person position and personal attributes (person value);
value);
2. Motivational Reward yaitu komponen penghargaan yang 2. Motivational Reward is reward component given as an
diberikan sebagai upaya untuk meningkatkan motivasi effort to increase motivation in performance;
dalam berkinerja;
3. Benefit & Allowances yaitu komponen penghargaan yang 3. Benefit & Allowance is reward component given as an
diberikan sebagai upaya untuk memberikan kenyamanan effort to provide comfort to employees;
bagi karyawan;
4. Working Environment yaitu komponen penghargaan 4. Working Environment is reward component in the form of
berupa kondisi dimana seseorang bekerja, yang conditions in which a person works, which is influenced
dipengaruhi oleh lingkungan fisik, sosial, dan/ psikologis; by the physical, social and/psychological environment;
dan and
5. Growth Opportunity yaitu penghargaan berupa 5. Growth Opportunity is reward in the form of opportunity
kesempatan yang diberikan kepada karyawan untuk given to employees to be able to develop their potential
dapat mengembangkan potensi dan karirnya. and career.
Total reward karyawan diatur dalam Keputusan Direksi No. Employee total rewards are governed by the Board of
110/KPTS/2019 tentang Sistem Total Reward Karyawan. Pada Directors’ Decree No. 110/KPTS/2019 regarding the Employee
tahun 2024, mempertimbangkan kinerja Perseroan tahun Total Reward System. In 2024, considering the Company’s
2024 serta kondisi pasar, kenaikan gaji berkala dilakukan performance as well as market conditions, periodic salary
dengan melihat nilai inflasi tahun 2024. Hal ini sebagaimana increases will be determined by the inflation rate for 2024.
tertuang dalam Keputusan Direksi No. 57/KPTS/2024 tanggal This is outlined in the Board of Directors’ Decree No. SK
01 April 2024. Director No. 57/KPTS/2024 dated April 1, 2024.
Selain itu, pemberian motivational reward karyawan tidak In addition, the provision of motivational rewards to employees
hanya berdasarkan capaian kinerja karyawan (JMPD) saja is not solely based on individual performance achievements
tetapi juga berdasarkan capaian kinerja unit kerja (JMPM), (JMPD), but also on the performance achievements of the
sehingga karyawan diharapkan termotivasi dalam mencapai work unit (JMPM). This is intended to motivate employees
KPI unit kerjanya. Implementasi konsep ini sebagaimana to achieve their work unit’s KPIs. The implementation of this
tertuang dalam Keputusan Direksi PT Jasa Marga (Persero) Tbk concept is outlined in the Board of Directors’ Decision of PT
Nomor: 65/KPTS/2024 tanggal 3 Mei 2024 tentang Pemberian Jasa Marga (Persero) Tbk Number: 65/KPTS/2024 dated May 3,
Motivational Reward Tahunan Karyawan Tahun Buku 2023. 2024, regarding the Provision of Annual Motivational Rewards
for Employees for the 2023 Fiscal Year.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Fasilitas dan Benefit Facilities and Benefits
Selain memberikan remunerasi yang layak, Perseroan juga Apart from providing adequate remuneration, to support
memberikan berbagai jenis fasilitas dan benefit kepada employee welfare, the Company also provides various types
karyawan untuk menunjang kesejahteraan karyawan. of facilities and benefits to employees. The provision of
Pemberian fasilitas dan benefit tersebut dibedakan menurut facilities and benefits is differentiated according to employee
status karyawan. status.
Tabel Fasilitas dan Benefit Karyawan
Table of Employees’ Facilities and Benefit
Karyawan
Jenis Fasilitas dan Benefit Karyawan Tetap Tidak Tetap Trainee
Type of Facilities and Benefit Permanent Employees Non-Permanent Trainee
Employees
Seragam Dinas
Official Uniform
Pakaian Olah Raga
Sports Apparel
Cuti
Leaves
Rekreasi
Recreation
Jaminan Kesehatan Perseroan
Health Insurance by the Company
Pinjaman Karyawan (Uang Muka Rumah, Renovasi
Rumah, Multiguna, Pendidikan, Pembelian Kredit)
Employee Loans (Mortgage Down Payment,
House Renovation, Multifinance, Education, Credit
Purchase)
Asuransi BPJS Kesehatan
BPJS Kesehatan Insurance
Asuransi BPJS Ketenagakerjaan Program JKK & JMK
BPJS Ketenagakerjaan Insurance JKK & JMK
Program
Asuransi BPJS Ketenagakerjaan Program JHT & JP
BPJS Ketenagakerjaan Insurance JHT & JP Program
Asuransi Purna Karya (Pasca Kerja)
Post-Employment Insurance
Dana Pensiun PPMP/PPIP (Pasca Kerja)
PPMP/PPIP Pension Funds (Post-Employment)
Kartu Dinas akses PP ke Tempat Tinggal (bagi yang
memiliki kendaraan roda 4)
Official Card for PP to Residential (if having
4-wheels vehicle)
Perjalanan Dinas
Business Trip
Beasiswa
Scholarship
Pelatihan
Training
Program Konseling (Rosela)
Counseling Program (Rosela)
Fasilitas Daycare (Travoy Kids)
Daycare Facility (Travoy Kids)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 403
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Program Pasca Kerja
Post-Employment Program
Untuk memberikan kepastian kesejahteraan karyawan To provide assurance of employee well-being after the
setelah berakhirnya masa kerja, Jasa Marga memberikan end of their employment period, Jasa Marga offers benefits
manfaat kepada karyawan yang telah mencapai usia pensiun. to employees who have reached retirement age. The
Program pasca kerja yang diberikan kepada karyawan postemployment program provided to employees is divided
terbagi menjadi 2 (dua) yaitu yang bersifat mandatory dari into 2 (two) categories: those that are mandatory from the
Kementerian Ketenagakerjaan yaitu Program Jaminan Hari Tua Ministry of Manpower, namely the Old Age Security and
dan Jaminan Pensiun. Sedangkan yang bersifat internal dari Pension Guarantee Programs. Meanwhile, those that are
Perseroan terdiri dari Program Pensiun Manfaat Pasti (PPMP), internal to the company consist of the Defined Benefit Pension
Program Pensiun Iuran Pasti (PPIP), Program Purna Karya dan Program (PPMP), Defined Contribution Pension Program
Jaminan Kesehatan dari Perseroan. (PPIP), Post-Employment Program, and Health Insurance
Program provided by the company.
Program yang bersifat mandatory dilaksanakan berdasarkan The mandatory programs are implemented based on Law No.
UU No. 40 Tahun 2004 tentang Sistem Jaminan Sosial Nasional, 40 of 2004 concerning the National Social Security System,
PP No. 45 tahun 2015 tentang Jaminan Pensiun dan PP No. 46 Government Regulation No. 45 of 2015 concerning Pension
tahun 2015 dengan perubahannya No. 60 tahun 2015 tentang Guarantee, and Government Regulation No. 46 of 2015, as
Jaminan Hari Tua. Sedangkan pelaksanaan program pasca amended by No. 60 of 2015 concerning Old Age Security.
kerja yang bersifat internal diatur dalam Peraturan Perseroan. The implementation of internal post-employment programs
Adapun penjelasan mengenai masing-masing program pasca is regulated by the company’s regulations. The explanation
kerja yang dilaksanakan di Jasa Marga adalah sebagai berikut: regarding each post-employment program implemented at
Jasa Marga is as follows:
1. Program Pensiun Manfaat Pasti (PPMP) dan Program 1. Defined Benefit Pension Program (PPMP) and Defined
Pensiun Iuran Pasti (PPIP) Contribution Pension Program (PPIP)
PPMP diselenggarakan oleh Dana Pensiun Jasa Marga PPMP is organized by Jasa Marga Pension Fund (DPJM)
(DPJM) yang didirikan oleh Perseroan. PPMP diikuti which was established by the Company. PPMP is attended
oleh karyawan yang mulai bekerja di Perseroan sebelum by employees who started working at the Company
01 Juli 2012. Sedangkan PPIP diselenggarakan oleh Dana before July 1, 2012. Meanwhile PPIP is organized by the
Pensiun Lembaga Keuangan (DPLK) dan diikuti oleh Financial Institution Pension Fund (DPLK) and is attended
karyawan yang mulai bekerja di Perseroan sejak tanggal by employees who started working at the Company since
1 Juli 2012. July 1, 2012.
2. Program Purna Karya 2. Post-Employment Program
Program ini diberikan kepada karyawan dengan manfaat This program is provided to employees with the benefit
ketika berhenti pada usia pensiun normal akan mendapat that when they stop at normal retirement age, they
24 x Penghasilan Dasar Asuransi (PhDA), sedangkan will receive 24 x PhDA (Basic Insurance Income), while
karyawan yang berhenti sebelum usia pensiun normal employees who stop before normal retirement age will
akan mendapatkan manfaat proporsional sesuai receive proportional benefits according to Company
peraturan Perseroan. regulations.
3. Program Jaminan Hari Tua (JHT) dan Jaminan Pensiun 3. Retirement Insurance Program (JHT) and BPJS
BPJS Ketenagakerjaan Ketenagakerjaan Insurance
Perseroan mengikutsertakan seluruh karyawan pada The Company includes all employees in BPJS
program Jaminan Hari Tua dan Jaminan Pensiun BPJS Ketenagakerjaan and Retirement Insurance program.
Ketenagakerjaan. Dasar perhitungan iuran JHT dihitung The basis for calculating JHT contributions is calculated
dari penghasilan yang proporsinya dibayar sebesar 2% from income, the proportion of which is paid at 2%
oleh karyawan dan 3,7% oleh Perseroan, sedangkan by employees and 3.7% by the Company, while the
perhitungan iuran Jaminan Pensiun dihitung dari calculation for Retirement Insurance contributions is
penghasilan dengan proporsi 1% oleh karyawan dan 2% calculated from income with a proportion of 1% by
oleh Perseroan. employees and 2% by the Company.
4. Program Jaminan Kesehatan Pensiunan dan Keluarga 4. Health Insurance Program for Pensionaries and Families
Manfaat jaminan kesehatan berupa manfaat dalam Health insurance benefits provided by the Company in
bentuk fasilitas kesehatan yang diberikan Perseroan the form of financial assistance to maintain the health of
berupa bantuan biaya untuk menjaga dan memelihara pensioners’ and their families.
kesehatan pensiunan beserta keluarganya.
404 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pada tahun 2024, Perseroan melaksanakan program strategis In 2024, the Company implemented a strategic program
untuk mendukung karyawan yang mendekati masa purnabakti to support employees approaching retirement through JM
melalui JM Preneurship, yang merupakan program pelatihan Preneurship, a digital-based training program focused on
berbasis digital yang fokus pada pengembangan keterampilan developing entrepreneurial skills. This program is designed
kewirausahaan, dirancang untuk karyawan yang berminat for employees interested in pursuing a “second career” as
menjalani “second career” setelah pensiun sebagai wirausaha. entrepreneurs after retirement. Additionally, the Company
Selain itu, Perseroan juga menyelenggarakan Pelatihan also organized Retirement Training, providing comprehensive
Purnabhakti dengan memberikan pembekalan menyeluruh, preparation that includes mental, emotional, and practical
mencakup aspek mental, emosional, dan keterampilan praktis, skills to help employees face retirement with readiness and
guna membantu karyawan menghadapi masa pensiun dengan confidence. Through this Retirement Preparation Program, the
kesiapan dan kepercayaan diri. Melalui Program Persiapan Company is committed to supporting employees in starting a
Pensiun ini, Perseroan berkomitmen mendukung karyawan new journey while ensuring a more directed and productive
dalam memulai perjalanan baru sekaligus memastikan retirement transition.
transisi masa pensiun yang lebih terarah dan produktif.
Penghargaan Kepada Karyawan
Reward to Employees
Jasa Marga memberikan penghargaan atas kinerja, Jasa Marga recognizes performance, task execution, innovation
pelaksanaan tugas, inovasi atau perbaikan serta penghargaan or improvements, as well as employee loyalty. Awards for
atas kesetiaan karyawan. Penghargaan atas inovasi dan innovation and continuous improvements are given at the
perbaikan berkelanjutan diberikan dalam ajang rutin tahunan company’s annual events. To appreciate employees who
Perseroan. Untuk memberikan apresiasi terhadap karyawan have worked for a certain period, the company grants service
yang telah bekerja selama masa kerja tertentu, Perseroan awards. The company presents awards to employees who
memberikan penghargaan atas masa kerja kepada karyawan. have exceeded 20, 25, 30, and 35 years of service, in the form
Perseroan memberikan penghargaan kepada karyawan yang of certificates and precious metals to 182 employees.
telah melampaui masa kerja 20, 25, 30 tahun, dan 35 tahun
berupa piagam penghargaan dan logam mulia kepada 182
orang karyawan.
Tabel Jumlah Karyawan Penerima Penghargaan
Table of Total Employees as Award Beneficiaries
Jumlah Karyawan Penerima Penghargaan
Masa Kerja Total Awards Beneficiaries
Work Period
2024 2023 2022
20 tahun/ years 15 5 84
25 tahun/ years 58 156 291
30 tahun/ years 68 55 95
35 tahun/ years 41 52 39
Jumlah / Total 182 268 509
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 405
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Hubungan Industrial
Industrial Relations
Perseroan berupaya untuk menjaga terciptanya hubungan The Company strives to maintain a good industrial relationship
industrial yang baik antara Perseroan dan karyawan. between the Company and its employees. Communication is
Komunikasi menjadi faktor penting untuk menjalin hubungan a key factor in fostering a positive relationship, ensuring a
yang baik sehingga hubungan industrial yang harmonis antara harmonious industrial relationship between management
manajemen dan serikat karyawan dapat tercipta. Sinergi yang and the employee union. A harmonious synergy between
harmonis antara manajemen dan karyawan dibangun dengan management and employees is built on the freedom of
kebebasan karyawan untuk berserikat dalam organisasi employees to unionize within the Jasa Marga Employee Union
Serikat Karyawan Jasa Marga (SKJM). Hal ini merupakan bentuk (SKJM). This reflects the management’s commitment to labor
komitmen manajemen terhadap Peraturan Ketenagakerjaan regulations established by the government.
yang ditetapkan oleh Pemerintah.
Harmonisasi hubungan industrial juga tergambar dalam Harmonization of industrial relations is also reflected in the
aktivitas Lembaga Kerjasama Bipartit (LKS Bipartit) yang activities of the Bipartite Cooperation Institute (LKS Bipartit)
dapat berjalan dengan baik, segala isu kesejahteraan selalu which can run well, all welfare issues are always informed
diinformasikan dan didiskusikan dengan SKJM sehingga and discussed with the SKJM hence employees understand
karyawan memahami program-program Perseroan terutama the Company’s programs, especially in organizational
dalam transformasi organisasi, yang berdampak terhadap transformation, which has an impact on employee welfare.
kesejahteraan karyawan.
Pada tahun 2024, Perseroan bersama dengan SKJM telah In 2024, the company, together with SKJM, signed the 2024-
menandatangani Perjanjian Kerja Bersama (PKB) Tahun 2024- 2026 Collective Labor Agreement (PKB). As a follow-up to the
2026. Tindaklanjut hasil PKB Perseroan telah menerbitkan results of the PKB, the company has issued 8 (eight) Director’s
Surat Keputusan Direksi terdampak Perjanjian Kerja Decrees impacted by the 2024-2026 Collective Labor
Bersama Tahun 2024-2026 sebanyak 8 (delapan) buah Surat Agreement. Currently, joint studies are underway, including
Keputusan Direksi dan sedang dalam Kajian bersama yaitu studies on payroll, post-employment programs, employee
Kajian Penggajian, Program Paska Kerja dan Program Manfaat pension benefit programs, and proposals for changes to the
Pasti Karyawan dan Kajian Usulan Perubahan Usia Pensiun employee retirement age.
Karyawan.
Pada tahun 2023, Perseroan melakukan kegiatan rapat bipartit In 2023, the Company conducted Bipartite meetings to make
untuk melakukan kesepakatan terkait pemberian manfaat agreements related to the provision of welfare benefits
kesejahteraan yang disesuaikan dengan perkembangan that are adjusted to the development of the Company’s
kinerja Perseroan. Pada tahun 2024, Perseroan bersama performance. In 2024, the Company, in collaboration with
dengan SKJM telah menandatangani Perjanjian Kerja Bersama SKJM, signed the latest Collective Labor Agreement (PKB). The
(PKB) terbaru. Adapun review dan penandatanganan PKB review and signing of the PKB are conducted every 2 (two)
dilakukan setiap 2 (dua) tahun sekali. years.
Pengelolaan hubungan industrial di lingkup Perseroan tidak Management of industrial relations within the scope of
terbatas pada karyawan PT Jasa Marga (Persero) Tbk, tapi the Company is not limited to employees of PT Jasa Marga
juga terhadap seluruh karyawan dalam Jasa Marga Grup. (Persero) Tbk, but also to all employees within the Jasa Marga
Perseroan selalu memantau dan memastikan bahwa seluruh Group. The Company always monitors and ensures that all
ketentuan dan kebijakan Perseroan telah sesuai dengan Company provisions and policies are in accordance with
ketentuan yang berlaku. Sinergi ini terbukti dapat meredam applicable regulations. This synergy has proven to be able to
gejolak yang terjadi di lapangan. reduce the turmoil that occurs in the field.
Dalam rangka pendukung pengelolaan hubungan industrial In order to support the management of harmonious industrial
yang harmonis, beberapa program dilaksanakan dalam relations, several programs are implemented in the Employee
pelayanan Administrasi Kepegawaian. Administration Services.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pelayanan Administrasi Hubungan Kerja Employee Work Relationship
1. Pengelolaan Hubungan Industrial 1. Industrial Relations Management
Pengelolaan komunikasi Lembaga Kerjasama Bipartit, The management of communication for the Bipartite
Perundingan Bipartit dengan serikat pekerja memonitor Cooperation Institution, Bipartite negotiations with
sistem pembinaan karyawan dan monitor keterikatan trade unions, monitors the employee development
karyawan. system, and tracks employee engagement.
2. Pembuatan Dokumen Karyawan 2. Preparation of Employee Documents
Mengelola administrasi kepegawaian seperti: surat Managing of personnel administration (employee work
keterangan kerja karyawan, surat pengantar pembuatan certificate, cover letter for visa and passport, letter of
visa dan paspor, surat dispensasi, cuti sakit karyawan, dispensation, employee sick leave, integrity pact, and
dan pakta integritas. etc).
3. Pengelolaan Laporan Harta Kekayaan Pejabat Negara 3. LHKPN Management for Employees
(LHKPN) Karyawan Managing and administering of The State Official Wealth
Mengelola dan pengadministrasian data wajib lapor Report (LHKPN) and monitoring the LHKPN filling
LHKPN dan pemantauan pelaksanaan pengisian LHKPN. implementation.
4. Pengelolaan Dokumen Pemutusan Hubungan Kerja (PHK) 4. Management of Employee Termination Documents
Karyawan (PHK)
Mengelola management exit karyawan (pensiun normal, Managing employee exit management (normal
pensiun sakit, pensiun dipercepat, pensiun meninggal retirement, medical retirement, early retirement,
dunia, pensiun dini, mengundurkan diri). deceased retirement, voluntary resignation).
5. Pengelolaan Sistem Manajemen Anti Penyuapan (SMAP) 5. Anti-Bribery Management System
Melakukan uji kelayakan karyawan dengan memonitor Conducting Fit and Proper Test for employees, monitoring
pelaksanaan penandatanganan pakta integritas dan the signing of the Integrity Pact and evaluating conflicts
evaluasi benturan kepentingan di awal tahun dan of interests at the beginning of the year by clarifying
melakukan klarifikasi atas potensi benturan kepentingan potential conflicts of interest, whether internal with the
baik internal dengan karyawan maupun dengan pihak employee or external with the stakeholders, as well as
pemangku kepentingan eksternal serta melakukan conducting self-assessment of potential conflicts of
kontrol mandiri terhadap potensi benturan kepentingan interest and the integrity of employees by evaluating
dan integritas karyawan dengan melakukan evaluasi and completing documents for anti-bribery management
dan pemenuhan dokumen sistem manajemen anti system.
penyuapan.
6. Pengelolaan Respectful Workplace Policy (RWP) 6. Management of the Respectful Workplace Policy (RWP)
Melakukan pengelolaan kebijakan RWP dengan Managing the RWP policy by ensuring that all Work Units
memastikan seluruh Unit Kerja telah membuat, have created and implemented the RWP policy, followed
melaksanakan kebijakan RWP dan menindaklanjuti up on any reports of RWP violations, and prepared
setiap pelaporan pelanggaran RWP serta membuat regular evaluation reports on the implementation of the
Laporan Evaluasi secara berkala atas pelaksanaan RWP RWP for the Board of Directors.
kepada Direksi.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 407
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Teknologi Informasi
Information Technology
Perkembangan teknologi yang semakin maju dengan The rapid advancement of technology, coupled with its
penerapan yang masif mendorong Perseroan untuk terus widespread implementation, encourages the Company
adaptif dan inovatif dalam mengembangkan teknologi digital to remain adaptive and innovative in developing digital
yang dapat mendukung pengembangan dan perluasan bisnis, technologies that support business development and
serta memberikan pelayanan yang terbaik kepada pelanggan expansion, as well as provide the best services to customers
melalui layanan berbasis teknologi informasi. Keandalan through information technology-based services. The
teknologi informasi merupakan salah satu unsur penting yang reliability of information technology is a crucial element
mendukung proses bisnis dan layanan yang prima. Teknologi that supports business processes and high-quality services.
merupakan kunci utama yang memungkinkan Perseroan Technology is the key enabler that allows the Company to
untuk melakukan efisiensi, mengukur dan menelusuri kinerja achieve efficiency, measure and track business performance,
bisnis, serta mengambil keputusan-keputusan manajemen and make the right management decisions for the sustainable
yang tepat untuk pengembangan usaha Perseroan yang growth of the Company.
berkesinambungan.
Pengelolaan Teknologi Informasi Information Technology Management
Jasa Marga berkomitmen untuk senantiasa mengelola dan Jasa Marga is committed to continuously managing and
mengembangkan Teknologi Informasi (TI). Salah satu wujud developing Information Technology. One manifestation of Jasa
komitmen Jasa Marga dalam pengelolaan dan pemanfaatan Marga’s commitment to the management and development
TI adalah dengan dibentuknya Information Technology of Information Technology is the establishment of the
(ITE) Group sebagai unit yang bertanggung jawab terhadap Information Technology (ITE) Group as a unit responsible for
pengelolaan TI di Perseroan yang meliputi kegiatan the management and development of Information Technology
perencanaan, pengembangan, operasional dan pemberian in the Company. The ITE Group is under the supervision of
layanan serta evaluasi TI. ITE Group merupakan unit kerja Director of Operations.
yang berada di bawah supervisi Direktur Operasi.
Visi dan Misi Teknologi Informasi Jasa Jasa Marga Information Technology Vision
Marga and Mission
Dalam proses menyelaraskan tujuan penyelenggaraan Objectives of Information Technology development and
TI Perseroan dengan tujuan bisnis Perseroan, dilakukan management at Jasa Marga are aligned with the Company’s
penyusunan visi dan misi TI yang merupakan turunan dari visi Information Technology vision and mission, as follows:
dan misi Perseroan. Adapun visi dan misi TI adalah sebagai
berikut:
Visi Vision
Menyediakan layanan TI yang mendukung pengembangan Providing IT services that support business development
dan kesinambungan bisnis seluruh ekosistem jalan tol beserta and sustainability across the toll road ecosystem along
infrastruktur pendukungnya. with the supporting infrastructure.
Misi Mission
1. Menjadi pemimpin dalam pengembangan teknologi 1. Become a leader in the development of toll road
jalan tol di Indonesia. technology in Indonesia.
2. Memberikan layanan TI terintegrasi untuk sinergi seluruh 2. Providing integrated IT services to synergize all Jasa
layanan Jasa Marga Grup. Marga Group services.
3. Menjadi pemberdaya dalam digitalisasi bisnis non-tol. 3. Become an enabler in digitizing non-toll businesses.
4. Mengoptimalkan penggunaan TI untuk meningkatkan 4. Optimizing the use of IT to enhance the toll road user
pengalaman pengguna jalan tol. experience.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Adapun tantangan ITE Group dalam mewujudkan visi dan misi The challenges faced by the ITE Group in achieving its
tersebut yakni memastikan investasi dan inisiatif TI mampu vision and mission include ensuring that IT investments
memberikan manfaat yang optimal bagi bisnis Perseroan and initiatives deliver optimal benefits for the Company’s
dan penerapan proses kerja TI memadai guna menjamin business, as well as implementing adequate IT work processes
konsistensi keberhasilan pencapaian tujuan dari penerapan to ensure the consistent success of achieving the objectives
kebijakan tata kelola TI dan data. set by the IT governance and data management policies.
Arsitektur Teknologi Informasi Jasa Marga
Jasa Marga Information Technology Architecture
High Level Application Architecture: Jasa Marga Kantor Pusat
High Level Application Architecture: Jasa Marga Head Office
Arsitektur TI Jasa Marga dibuat berdasarkan arahan strategis The IT architecture of Jasa Marga is created based on the
PT Jasa Marga (Persero) Tbk, yang akan menjadi landasan strategic direction of PT Jasa Marga (Persero) Tbk, which will
pembuatan infrastruktur dan sistem informasi di Perseroan. serve as the foundation for the development of infrastructure
and information systems within the Company.
High Level Application Architecture Jasa Marga terbagi dari Jasa Marga’s High-Level Application Architecture is divided
beberapa bagian, yaitu: into several sections, as follows:
1. Bagian Front End 1. Front End Section
Sistem yang bertanggung jawab untuk menghubungkan A System that is responsible for connecting the
pelanggan dengan Perseroan, baik di Jasa Marga Grup customers to the Company, both in Jasa Marga Group and
maupun Anak Perusahaan. its Subsidiaries.
2. Bagian Business & Operations 2. Business & Operations Section
Sistem yang mendukung proses bisnis utama dari A System that supports the Company’s main business,
Perseroan, baik di Jasa Marga Grup maupun Anak both in Jasa Marga Group and its Subsidiaries.
Perusahaan.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
3. Bagian Related & Other Business 3. Related & Other Business Section
Sistem yang mendukung proses bisnis non-tol dan The system that supports the Company’s non-toll
lainnya dari Perusahaan. business processes and other activities.
4. Bagian Enterprise Service & Operation Support 4. Enterprise Service & Operation Support Section
Sistem yang mendukung operasional harian Perseroan, A system that covers the daily operational support area
seperti sumber daya manusia, pengadaan, layanan related to Jasa Marga services, such as human resources,
teknologi informasi, perkantoran, dan lain-lain. procurement, office information technology services, etc.
5. Bagian Integration 5. Integration Section
Sistem yang berfungsi untuk menjembatani kebutuhan A system that serves to bridge the integration needs
integrasi antar sistem, baik untuk sistem internal between systems, both for internal systems developed
yang dikembangkan Jasa Marga maupun untuk sistem by Jasa Marga and for external systems developed by
eksternal yang dikembangkan mitra atau rekan bisnis. partners or business associates.
6. Bagian Data Integration 6. Data Integration Section
Area yang bertanggung jawab untuk mengelola An area responsible for managing data, including storing,
data termasuk menyimpan, memproses, dan processing, and integrating data.
mengintegrasikan data.
Fokus Pengembangan Teknologi Informasi Information Technology Development
2024 Focus in 2024
Pada Tahun 2024, ITE Group melakukan beberapa program In 2024, the Information Technology (ITE) Group carried out
kerja dalam pengelolaan dan pengembangan Teknologi several work programs in the management and development
Informasi sebagai berikut: of Information Technology as follows:
1. Perencanaan dan Pemantauan Operasi, dan Pengelolaan 1. Operations Planning and Monitoring, and Innovation
Inovasi Management
a. Pengembangan Sistem Maintenance Terpadu. a. Development of an Integrated Maintenance System.
b. Pengembangan Sistem Pemantauan Operasional b. Development of an Integrated Operational
Terpadu. Monitoring System.
2. Enterprise Management 2. Enterprise Management
a. Peningkatan dukungan solusi TI untuk back office. a. Enhancement of IT solution support for the back
office.
3. Employee Experience 3. Employee Experience
a. Peningkatan Human Capital Information System a. Enhancement of a Centralized Human Capital
(HCIS) terpusat. Information System (HCIS).
4. Modernisasi platform digital 4. Modernization of digital platforms.
a. Transisi aplikasi monolith ke microservices. a. Transition from monolithic applications to
microservices
b. Implementasi storage tier. b. Implementation of Storage Tier
5. Pengembangan big data and analytics 5. Development of big data and analytics.
a. Implementasi organisasi dan tata kelola data. a. Implementation of organization and data
governance.
b. Implementasi data warehouse. b. Data warehouse implementation.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kerangka Program Kerja Pengelolaan dan Pengembangan Teknologi Informasi
Information Technology Management and Development Work Program Framework
Integrated
Service
Aplikasi Tata Kelola Teknologi Keamanan
Application Governance Technology Security
Pengembangan Aplikasi Utama Perancangan Tata Kelola Pembaruan Perangkat
Main Application Development Data Jasa Marga Jaringan TI
Jasa Marga Data Upgrading IT
Governance Planning Network Devices
Pembentukan JM-CSIRT
Sertifikasi ISO 27001:2022 (Jasa Marga Computer Security
lingkup Keamanan Fisik Incident Response Team)
Pengembangan Aplikasi Implementasi Backup System
Data Center Formation of JM-CSIRT (Jasa
Pendukung untuk Environment Jasa Marga
ISO 27001:2022 Marga Computer Security Incident
Supporting Application Back-up System Implementation
Certification Scope of Data Center Response Team)
Development for Jasa Marga Environment
Physical Security
Implementasi Undang-Undang
Proof of Concept
Data Pribadi
Cloud Computing
Implementation of the
Personal Data Act
Biaya Pengembangan Teknologi Informasi Information Technology Development
Budget
Implementasi TI pada bisnis inti dan bisnis pendukung menjadi Implementation of Information Technology in the core and
katalis bagi Perseroan dalam memperkokoh landasan untuk supporting businesses is catalyst for the Company to increase
pertumbuhan yang berkelanjutan dalam jangka panjang. Oleh its competitiveness. Therefore, the Company allocates
karena itu, Perseroan mengalokasikan anggaran yang cukup sufficient budget to support this goal. In 2024, Information
demi mendukung tujuan tersebut. Pada tahun 2024, nilai Technology investment value was IDR 100,003,493,495,
investasi Teknologi Informasi yakni Rp100.003.493.495, naik an increase of 9.7% compared to the previous year.
9,7% dibandingkan tahun sebelumnya. Hal ini merupakan This is a form of management’s commitment to making
gambaran komitmen manajemen untuk menjadikan TI sebagai Information Technology the basis for the Company’s business
landasan keberlanjutan bisnis Perseroan di masa yang akan sustainability in the future.
datang.
Tata Kelola Teknologi Informasi Information Technology Governance
Tata Kelola Teknologi Informasi akan dibahas pada Bab Tata Information Technology Governance is discussed in the Good
Kelola Perusahaan dalam Laporan Tahunan ini. Corporate Governance Chapter of this Annual Report.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Inovasi Teknologi
Technological Innovation
Teknologi Intelligent Transport System (ITS) Intelligent Transport System (ITS)
Technology
Penerapan teknologi ITS dilakukan secara bertahap dan The implementation of ITS technology is carried out in
komprehensif untuk mendukung penciptaan daya saing stages and comprehensively to support the creation of the
Perseroan di bidang pelayanan lalu lintas jalan tol. Adapun Company’s competitiveness in the field of toll road traffic
beberapa lingkup dari ITS yang diimplementasikan oleh services. There are several scopes of ITS implemented by the
Perseroan, antara lain: Company, including:
1. Jasamarga Integrated Digitalmap (JID) 1. Jasamarga Integrated Digitalmap (JID)
Platform yang dikembangkan oleh Jasa Marga untuk A platform developed by Jasa Marga to support the
mendukung implementasi sistem pemantauan implementation of an integrated operational monitoring
operasional terpadu. Platform ini mengintegrasikan system. This platform integrates all toll equipment
seluruh peralatan tol milik Perseroan dan menyediakan owned by the Company and provides real-time traffic
fitur pemantauan lalu lintas secara real-time. Dengan monitoring features. Through JID, the Company can
adanya JID, Perseroan dapat memantau kondisi lalu lintas monitor traffic conditions comprehensively and
secara menyeluruh dan akurat, sehingga memungkinkan accurately, enabling more precise decision-making
pengambilan keputusan yang lebih tepat dalam in traffic management and improving services for toll
pengelolaan lalu lintas dan peningkatan pelayanan road users. This platform also aids in swiftly detecting
kepada pengguna jalan tol. Platform ini juga membantu and responding to incidents, ultimately contributing to
dalam mendeteksi dan merespons insiden dengan cepat, enhanced safety and operational efficiency across the
yang pada akhirnya berkontribusi terhadap peningkatan toll road network.
keselamatan dan efisiensi operasional di jaringan jalan
tol.
2. Radar Traffic Counting 2. Radar Traffic Counting
Perangkat pendukung dalam sistem ITS yang berfungsi A supporting device within the ITS framework used
untuk menghitung jumlah kendaraan dan mengukur to count vehicles and measure their speed based on
kecepatan kendaraan berdasarkan klasifikasinya. Alat ini classification. This tool serves as a basis for decision-
berguna sebagai dasar pengambilan keputusan dalam making in traffic engineering. Currently, the Company
melakukan rekayasa lalu lintas. Saat ini, Perseroan telah has implemented 159 units of Radar Traffic Counting.
mengimplementasikan sebanyak 159 unit radar traffic
counting.
3. Closed-Circuit Television (CCTV) Pan Tilt Zoom (PTZ) 3. Closed-Circuit Television (CCTV) Pan Tilt Zoom (PTZ)
Surveillance Surveillance
CCTV yang memiliki kemampuan untuk menggerakkan CCTV with the capability to move the camera lens
lensa kamera secara horizontal (pan), vertikal (tilt), dan horizontally (pan), vertically (tilt), and zoom in/out,
zoom in/out yang diharapkan dapat membantu dalam allowing remote directional adjustments based on
mengarahkan pandangan kamera secara jarak jauh specific needs. The Company has completed the
dengan arah yang berbeda sesuai dengan kebutuhan. installation of 2 (two) PTZ Surveillance CCTV units on the
Perseroan telah menyelesaikan pemasangan CCTV Jakarta-Cikampek (Japek) section.
PTZ Surveillance pada ruas Jakarta-Cikampek (Japek)
sebanyak 2 (dua) unit.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Integrated Tollroad Maintenance System Integrated Tollroad Maintenance System
(ITMS) (ITMS)
1. Jasamarga Integrated Maintenance Management System 1. Jasamarga Integrated Maintenance Management System
(JIMMS) (JIMMS)
JIMMS merupakan aplikasi database digital layanan yang JIMMS is a Digital Database Application for Maintenance
memuat seluruh data terkait secara terintegrasi untuk Services that consolidates all-related data into an
tercapainya penyampaian informasi laporan layanan integrated system, enabling real-time reporting. Its
real-time. Pengembangan dilakukan secara bertahap development is being carried out in stages, starting from
mulai tahap descriptive data, diagnostic data, hingga descriptive data, diagnostic data, and progressing to
tahap predictive data serta prescriptive data. predictive and prescriptive data stages.
2. Integrasi Perlengkapan Water Level Monitoring-Early 2. Integration of Water Level Monitoring-Early Warning
Warning System System Equipment
Perangkat yang berfungsi untuk membaca ketinggian This system includes devices that monitor water levels
air, mendeteksi kondisi genangan atau banjir, in cases of puddles or flooding and measure rainfall
mengindentifikasi terjadinya hujan, dan mengetahui intensity, determining whether it is raining or not at a
kondisi curah hujan. Sensor tersebut saat ini telah specific location. Currently, sensors have been installed
terpasang di 14 titik. Tujuan program ini yaitu untuk at 14 points. The program aims to integrate the early
mengintegrasikan perangkat early warning system warning system devices with the JID application,
dengan aplikasi JID yang diharapkan Perseroan dapat enabling the Company to swiftly and accurately
mengantisipasi terjadinya suatu kejadian dengan anticipate incidents. Additionally, the Company has
cepat dan tepat. Selain itu, Perseroan juga sudah implemented anemometers to measure wind speeds
mengimplementasikan anemometer untuk mengukur on the Bali-Mandara toll road. A Proof of Concept (PoC)
kecepatan angin pada ruas tol Bali – Mandara. Saat ini, is currently underway to enable remote on/off control
Perseroan sedang melakukan Proof of Concept (PoC) of pumps at the Bitung water level sensors via the JID
agar bisa melakukan remote untuk on/off pompa jarak application.
jauh pada water level censor Bitung melalui aplikasi JID.
Kunjungan Menteri Koordinator Bidang Infrastruktur & Pembangunan Wilayah,
Bapak Agus Harimurti Yudhoyono ke Jasamarga Tollroad Command Center
Visit of the Coordinating Minister for Infrastructure and Regional Development,
Mr. Agus Harimurti Yudhoyono, to the Jasamarga Tollroad Command Center
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06
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tata Kelola
Perusahaan
Good Corporate
Governance
416 Penerapan Tata Kelola Perusahaan 655 Kantor Akuntan Publik
yang Baik Public Accountant Office
Good Corporate Governance
Implementation 657 Manajemen Risiko
Risk Management
423 Perkembangan Penerapan Tata Kelola
Perusahaan yang Baik di Lingkup 699 Sistem Pengendalian Internal
Perseroan Internal Control System
Progress of Good Corporate
702 Kebijakan Pemberian Kompensasi
Governance Implementation in the
Jangka Panjang Berbasis Kinerja
Company’s Scope
Performance Based on Long-term
447 Struktur Organ Tata Kelola Perusahaan Compensation Policy
Corporate Governance Organ Structure
703 Perkara Hukum
452 Pemegang Saham dan Rapat Umum Lawsuit
Pemegang Saham
707 Kebijakan Pengungkapan Informasi
Shareholders and General Meeting of
Information Disclosure Policy
Shareholders
707 Komunikasi dan Akses Informasi dan
483 Dewan Komisaris
Data Perseroan Untuk Pemegang
Board of Commissioners
Saham dan Masyarakat
510 Komisaris Independen Communication and Access to the
Independent Commissioners Company’s Information and Data for
Shareholders and the Public
512 Direksi
Board of Directors 709 Kode Etik
Code of Ethics
532 Penilaian Kinerja Dewan Komisaris dan
Direksi 714 Kebijakan Anti Korupsi/Anti dan
Assessment on Board of Commissioners Sosialisasinya
and Board of Directors Performance Anti Corruption/Anti Fraud Policy and
Socialization
536 Rapat Dewan Komisaris dan Direksi
Board of Commissioners and Board of 717 Pengendalian Gratifikasi
Directors Meetings Gratification Control
545 Nominasi dan Remunerasi Bagi Dewan 723 Kebijakan Pengadaan Barang dan Jasa
Komisaris dan Direksi Goods and Services Procurement
Nomination and Remuneration of the Policy
Board of Commissioners and Directors
729 Laporan Harta Kekayaan
550 Hubungan Dewan Komisaris dan Penyelenggara Negara (LHKPN)
Direksi State Officials’ Assets Report (LHKPN)
Relations Between Board of
731 Whistleblowing System
Commissioners and Board of Directors
Whistleblowing System
551 Pengungkapan Hubungan Afiliasi
737 Kebijakan Insider Trading
Disclosure of Affiliated Relationship
Insider Trading Policy
552 Keberagaman Komposisi Dewan
738 Informasi Tentang Pembelian Kembali
Komisaris dan Direksi
Saham dan Obligasi
Board of Commissioners and Board of
Information About Shares and Bonds
Directors Composition Diversity
Buyback
556 Organ dan Komite di Bawah Dewan
738 Penyediaan Dana Untuk Kegiatan
Komisaris
Politik
Organ and Committees Under the
Funds Provision for Political Activities
Board of Commissioners
738 Transparansi Praktik Bad Governance
616 Organ dan Komite di Bawah Direksi
Transparency of Bad Governance
Organ and Committees Under the
Practices
Board of Directors
739 Tata Kelola Teknologi Informasi
“
Information Technology Governance
Tata Kelola Perusahaan yang Baik selalu menjadi landasan
Jasa Marga dalam menjalankan kegiatan bisnisnya. Jasa
Marga berkomitmen menerapkan kelima prinsip umum yang
meliputi, transparansi, akuntabilitas, pertanggungjawaban,
kemandirian, keadilan dan kesetaraan, untuk memastikan
keberlanjutan bisnis Perseroan dalam jangka panjang.
Good Corporate Governance has always been the foundation of Jasa Marga in conducting
its business activities. Jasa Marga is committed to implementing the five general
principles, which include transparency, accountability, responsibility, independence,
and fairness and equality, to ensure the company’s long-term business sustainability.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Penerapan Tata Kelola Perusahaan yang Baik
Good Corporate Governance Implementation
Jasa Marga menunjukkan komitmennya yang kuat dalam Jasa Marga demonstrates its strong commitment to
menerapkan prinsip Good Corporate Governance (GCG) consistently and continuously applying the principles of
secara konsisten dan berkesinambungan. Penerapan Good Corporate Governance (GCG). The implementation of
GCG ini diharapkan dapat memberikan dampak positif GCG is expected to have a positive impact on the company,
bagi perusahaan, termasuk peningkatan nilai perusahaan including increasing the company’s value and strengthening
serta memperkuat kepercayaan dari berbagai pemangku trust from various stakeholders. Through the application of
kepentingan. Melalui penerapan prinsip-prinsip Tata Kelola Good Corporate Governance principles, Jasa Marga strives to
Perusahaan yang Baik, Jasa Marga berusaha untuk memastikan ensure that all activities and actions taken are always based
bahwa seluruh kegiatan dan tindakan yang diambil selalu on transparency, accountability, and integrity.
berlandaskan pada transparansi, akuntabilitas, dan integritas.
Makna Prinsip Komitmen Perseroan
Principle Meaning Company Commitment
Prinsip transparansi yaitu keterbukaan dalam melaksanakan proses Jasa Marga menjamin pengungkapan informasi materiil dan
T
pengambilan keputusan dan keterbukaan dalam mengungkapkan relevan mengenai kinerja, kondisi keuangan dan informasi
informasi material dan relevan mengenai Perseroan. Perseroan lainnya secara jelas, memadai, akurat, dapat dibandingkan
akan mematuhi peraturan perundang-undangan yang mengatur dan tepat waktu serta mudah diakses oleh Stakeholders
masalah keterbukaan informasi yang berlaku bagi Perseroan. sesuai dengan haknya. Prinsip keterbukaan ini tidak
Transparency Transparansi juga mencakup hal- hal yang relevan dengan informasi mengurangi kewajiban untuk melindungi informasi rahasia
yang dibutuhkan oleh publik berkaitan dengan produk dan aktivitas mengenai Perseroan dan Pelanggan serta Mitra Kerja sesuai
Transparency
Transparansi
operasional Perseroan yang secara potensial dapat mempengaruhi dengan peraturan perundangan-undangan yang berlaku.
perilaku pemangku kepentingan.
The principle of transparency is openness in carrying out the Jasa Marga guarantees the disclosure of material and relevant
decision-making process and transparency in presenting material information regarding performance, financial condition,
and relevant information about the Company. The Company and other information in a precise, adequate, accurate,
will comply with the laws and regulations governing information comparable, and timely manner and is easily accessible by
disclosure issues that apply to the Company. Transparency also Stakeholders per their rights. This principle of openness does
includes matters relevant to the information required by the public not reduce the obligation to protect confidential information
relating to the Company’s products and operational activities that about the Company and its Customers and Business Partners
could potentially influence the behavior of stakeholders. following the applicable laws and regulations.
Prinsip akuntabilitas yaitu kejelasan fungsi, pelaksanaan dan Jasa Marga menjamin kejelasan fungsi, hak, kewajiban,
A
pertanggungjawaban Organ Perseroan sehingga pengelolaan wewenang, dan pertanggungjawaban Jajaran Perseroan
Perseroan terlaksana secara efektif. Akuntabilitas berkaitan yang memungkinkan pengelolaan Perseroan terlaksana
dengan pelaksanaan tugas dan wewenang yang dimiliki seseorang secara efektif. Akuntabilitas merujuk kepada kewajiban
atau satuan kerja dalam melaksanakan tanggung jawab yang seseorang atau organ kerja Perseroan yang berkaitan
dibebankan Perseroan. Akuntabilitas ini meliputi penjelasan atas dengan pelaksanaan wewenang yang dimilikinya dan/
Accountability pelaksanaan tugas dan wewenang, pelaporan atas pelaksanaan atau pelaksanaan tanggung jawab yang dibebankan oleh
Accountability
Akuntabilitas
tugas dan wewenang, serta pertanggungjawaban atas aktivitas Perseroan kepadanya. Tiap kegiatan dapat diukur tanggung
dalam melaksanakan tugas dan wewenang tersebut. jawab dan ketepatan waktunya.
The principle of accountability is the clarity of the functions, Jasa Marga guarantees the clarity of the functions,
implementation, and responsibilities of the Company’s Organs rights, obligations, authorities, and responsibilities of the
so that the Company’s management is carried out effectively. Company’s Board of Directors, enabling the Company’s
Accountability relates to implementing the duties and authorities of management to be carried out effectively. Accountability
a person or work unit in carrying out the responsibilities imposed refers to the duties of a person or the Company’s work
by the Company. This accountability includes explaining the organs related to implementing the authority they have and/
implementation of responsibilities and authorities, reporting on the or executing the responsibilities imposed by the Company
performance of responsibilities and authorities, and accountability on them. Each activity can be measured by responsibility
for activities in carrying out these duties and authorities. and timeliness.
Prinsip pertanggungjawaban yaitu kesesuaian di dalam Jasa Marga menjamin kesesuaian dalam melaksanakan
R
pengelolaan Perseroan terhadap ketentuan peraturan perundang- aktivitas bisnisnya berdasarkan prinsip korporasi yang
Pertanggungjawaban
undangan dan prinsip korporasi yang sehat. sehat, pemenuhan kewajiban terhadap Pemerintah sesuai
peraturan yang berlaku, bekerja sama secara aktif untuk
Responsibility
manfaat bersama dan berusaha untuk dapat memberikan
kontribusi yang nyata kepada masyarakat.
Responsibility
The principle of accountability is the conformity within the Jasa Marga guarantees conformity in carrying out its
management of the Company to the provisions of laws and business activities based on sound corporate principles,
regulations and the principles of sound corporate governance. fulfilling obligations to the Government following applicable
regulations, cooperating actively for mutual benefits, and
trying to make a real contribution to the community.
Prinsip kemandirian yaitu keadaan di mana Perseroan dikelola Jasa Marga menjamin pengelolaan Perseroan secara
I
secara profesional tanpa Benturan Kepentingan dan pengaruh/ profesional tanpa benturan kepentingan dan pengaruh/
tekanan dari pihak manapun yang tidak sesuai dengan ketentuan tekanan dari pihak manapun yang tidak sesuai dengan
Independency
Kemandirian
peraturan perundang-undangan dan prinsip korporasi yang sehat. peraturan perundangan-undangan yang berlaku dan
prinsip-prinsip korporasi yang sehat.
The principle of independence is the condition in which the
Independency Company is professionally managed without conflicts of interest Jasa Marga guarantees professional management of the
and influence/pressure from any party that is not in accordance Company without conflict of interest and influence/pressure
with the provisions of laws and regulations and the principles of from any party that is not following applicable laws and
sound corporate governance. regulations and sound corporate principles.
Jasa Marga menjamin pengelolaan Perseroan secara profesional Jasa Marga menjamin perlakuan yang adil dan setara dalam
F
tanpa benturan kepentingan dan pengaruh/tekanan dari pihak memenuhi hak-hak stakeholders berdasarkan ketentuan
Fairness and Equality
manapun yang tidak sesuai dengan peraturan perundangan- dan peraturan perundangan-undangan yang berlaku.
Keadilan dan
undangan yang berlaku dan prinsip-prinsip korporasi yang sehat.
Kesetaraan
Jasa Marga guarantees fair and equal treatment in fulfilling
Jasa Marga guarantees professional management of the Company the rights of stakeholders based on the prevailing laws and
Fairness without conflict of interest and influence/pressure from any party regulations.
that is not following applicable laws and regulations and sound
corporate principles.
416 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Selain itu, Jasa Marga juga mengacu pada Pedoman Umum In addition, Jasa Marga also refers to the Indonesian
Governansi Korporat Indonesia (PUGKI) sebagai acuan Corporate Governance Guidelines (PUGKI) as the main
utama dalam menjalankan pilar-pilar governansi korporat. reference in implementing corporate governance pillars.
Hal ini menunjukkan keseriusan Perseroan dalam menjaga This demonstrates the company’s seriousness in maintaining
tata kelola yang baik, yang tidak hanya bertujuan untuk good governance, which aims not only for the benefit of the
kepentingan Perseroan semata, tetapi juga demi menciptakan company itself but also to create a more solid and mutually
hubungan yang lebih solid dan saling menguntungkan beneficial relationship with stakeholders, both inside and
dengan para pemangku kepentingan, baik di dalam maupun outside the company.
di luar Perseroan.
Makna Prinsip Komitmen Perseroan
Principle Meaning Company Commitment
Dalam melaksanakan kegiatannya, korporasi senantiasa Perseroan berkomitmen untuk menegakkan standar
E
mengedepankan kejujuran, memperlakukan semua pihak dengan etika tertinggi dalam interaksi dengan seluruh pemangku
hormat (respect), memenuhi komitmen, membangun serta menjaga kepentingan. Kami memastikan kepatuhan terhadap
nilai-nilai moral dan kepercayaan secara konsisten. Korporasi peraturan yang berlaku, menanamkan budaya integritas,
memperhatikan kepentingan pemegang saham dan pemangku serta menerapkan kebijakan anti-korupsi dan anti-penyuapan
Perilaku Beretika
kepentingan lainnya berdasarkan asas kewajaran dan kesetaraan secara konsisten.
Ethical Behavior
Ethical Behavior
(fairness) dan dikelola secara independen sehingga masing-
masing organ korporasi tidak saling mendominasi dan tidak dapat
diintervensi oleh pihak lain.
In carrying out its activities, the corporation always prioritizes honesty, The Company is committed to upholding the highest ethical
treats all parties with respect, fulfills commitments, builds and standards in its interactions with all stakeholders. We ensure
maintains moral values and trust consistently. The corporation pays compliance with applicable regulations, instill a culture of
attention to the interests of shareholders and other stakeholders integrity, and consistently implement anti-corruption and anti-
based on the principles of fairness and equality and is managed bribery policies.
independently so that each corporations organ does not dominate
each other and cannot be intervened by other parties.
Untuk menjaga obyektivitas dalam menjalankan bisnis, korporasi Perseroan berkomitmen untuk menyampaikan informasi
T
menyediakan informasi yang material dan relevan dengan cara yang relevan secara terbuka dan mudah diakses oleh
yang mudah diakses dan dipahami oleh pemangku kepentingan. pemangku kepentingan. Kami menjunjung prinsip
Korporasi mengambil inisiatif untuk mengungkapkan tidak hanya keterbukaan dalam komunikasi dan pengambilan
masalah yang disyaratkan oleh peraturan perundang-undangan, keputusan, serta memastikan kepatuhan terhadap regulasi
Transparency
Transparansi
tetapi juga hal yang penting untuk pengambilan keputusan oleh yang mengatur keterbukaan informasi.
Transparency pemegang saham, kreditur dan pemangku kepentingan lainnya.
To maintain objectivity in conducting business, corporations provide The Company is committed to conveying relevant
material and relevant information in a way that is easily accessible information openly and easily accessible to stakeholders.
and understood by stakeholders. Corporations take the initiative to We uphold the principle of openness in communication and
disclose not only issues required by laws and regulations, but also decision-making, and ensure compliance with regulations
matters that are important for decision-making by shareholders, governing information disclosure.
creditors and other stakeholders.
Korporasi dapat mempertanggungjawabkan kinerjanya secara Perseroan berkomitmen untuk menerapkan sistem tata kelola
A
transparan dan wajar. Untuk itu korporasi harus dikelola secara yang memastikan adanya mekanisme pertanggungjawaban
benar, terukur dan sesuai dengan kepentingan korporat dengan yang jelas di setiap tingkatan organisasi. Kami mendorong
tetap memperhitungkan kepentingan pemegang saham dan budaya kinerja yang bertanggung jawab, serta menerapkan
Accountability
Akuntabilitas
pemangku kepentingan. Akuntabilitas merupakan prasyarat yang sistem evaluasi dan pengawasan yang transparan.
diperlukan untuk mencapai kinerja yang berkelanjutan.
Accountability
Corporations can be accountable for their performance in a The Company is committed to implementing a governance
transparent and fair manner. Therefore, corporations must be system that ensures a clear accountability mechanism at
managed properly, measurably and in accordance with corporate every level of the organization. We encourage a culture
interests while still taking into account the interests of shareholders of responsible performance, and implement a transparent
and stakeholders. Accountability is a prerequisite for achieving evaluation and monitoring system.
sustainable performance.
K
Korporasi mematuhi peraturan perundang-undangan serta Perseroan berkomitmen untuk mengintegrasikan prinsip
berkomitmen melaksanakan tanggung jawab terhadap masyarakat keberlanjutan dalam strategi bisnis dan operasional. Kami
dan lingkungan agar berkontribusi pada pembangunan berupaya mengurangi dampak lingkungan, memberdayakan
berkelanjutan melalui kerjasama dengan semua pemangku masyarakat, serta menerapkan praktik bisnis yang
Keberlanjutan
kepentingan terkait untuk meningkatkan kehidupan mereka bertanggung jawab guna mendukung pertumbuhan yang
Sustainability
Keberlanjutan dengan cara yang selaras dengan kepentingan bisnis dan agenda inklusif dan berkelanjutan.
pembangunan berkelanjutan.
The Corporation complies with laws and regulations and is The Company is committed to integrating sustainability
committed to carrying out its responsibilities towards society and principles into its business and operational strategies.
the environment in order to contribute to sustainable development We strive to reduce environmental impact, empower
through cooperation with all relevant stakeholders to improve their communities, and implement responsible business practices
lives in a manner that is in line with business interests and the to support inclusive and sustainable growth.
Sustainable Development agenda.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 417
Page 418
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Dasar-Dasar Penerapan Basis of Implementation
Berbagai peraturan Perundang-undangan yang bersifat The various formal legal regulations form the basis for the
formal, menjadi dasar penerapan Tata Kelola Perusahaan di implementation of Corporate Governance at the Company.
Perseroan. Adapun berbagai peraturan tersebut, yaitu: These regulations include:
1. Undang-Undang Republik Indonesia, diantaranya adalah: 1. Laws of the Republic of Indonesia, including:
a. Undang-Undang No. 8 Tahun 1995 tanggal 10 a. Law No. 8 of 1995 dated November 10, 1995
November 1995 tentang Pasar Modal yang terakhir concerning Capital Markets, which was most
telah diubah dengan Undang-Undang No. 4 Tahun recently amended by Law No. 4 of 2023 concerning
2023 tentang Pengembangan dan Penguatan Development and Strengthening of the Financial
Sektor Keuangan. Sector.
b. Undang-Undang No. 31 Tahun 1999 tanggal 16 b. Law No. 31 of 1999, dated August 16, 1999,
Agustus 1999 tentang Pemberantasan Tindak concerning the Eradication of Corruption Crimes,
Pidana Korupsi yang terakhir telah diubah dengan was most recently amended by Law No. 30 of 2002
Undang-Undang No. 30 Tahun 2002 tentang Komisi concerning the Corruption Eradication Commission
Pemberantasan Tindak Pidana Korupsi dan dicabut and partially revoked by Law no. 1 of 2023
sebagian dengan Undang-Undang No. 1 Tahun 2023 concerning the Criminal Code.
tentang Kitab Undang-Undang Hukum Pidana.
c. Undang-Undang No. 19 Tahun 2003 tanggal 19 c. Law No. 19 of 2003 dated June 19, 2003 concerning
Juni 2003 tentang Badan Usaha Milik Negara State-Owned Enterprises, which was last amended
yang terakhir telah diubah dengan Peraturan by Government Regulation in Lieu of Law No. 2 of
Pemerintah Pengganti Undang-Undang No. 2 2022 concerning Job Creation and established
Tahun 2022 tentang Cipta Kerja dan ditetapkan as Law in accordance with Law No. 6 of 2023
menjadi Undang-Undang sesuai Undang-Undang concerning the Determination of Government
No. 6 Tahun 2023 tentang Penetapan Peraturan Regulation in Lieu of Law No. 2 of 2022 concerning
Pemerintah Pengganti Undang-Undang No. 2 Tahun Job Creation as Law
2022 tentang Cipta Kerja menjadi Undang- Undang.
d. Undang-Undang No. 38 Tahun 2004 tanggal 18 d. Law No. 38 of 2004 dated October 18, 2004
Oktober 2004 tentang Jalan, yang terakhir telah concerning Roads, which was last amended by
diubah dengan Peraturan Pemerintah Pengganti Government Regulation in Lieu of Law No. 2 of 2022
Undang-Undang No. 2 Tahun 2022 tentang Cipta concerning Job Creation and established as Law in
Kerja dan ditetapkan menjadi Undang-Undang accordance with Law No. 6 of 2023 concerning the
sesuai Undang-Undang No. 6 Tahun 2023 tentang Determination of Government Regulation in Lieu of
Penetapan Peraturan Pemerintah Pengganti Law No. 2 of 2022 concerning Job Creation as Law.
Undang-Undang No. 2 Tahun 2022 tentang Cipta
Kerja menjadi Undang-Undang.
e. Undang-Undang No. 40 Tahun 2007 tanggal e. Law No. 40 of 2007 dated August 16, 2007
16 Agustus 2007 tentang Perseroan Terbatas concerning Limited Liability Companies, which was
yang terakhir telah diubah dengan Peraturan last amended by Government Regulation in Lieu
Pemerintah Pengganti Undang-Undang No. 2 of Law No. 2 of 2022 concerning Job Creation and
Tahun 2022 tentang Cipta Kerja dan ditetapkan established as Law in accordance with Law No. 6 of
menjadi Undang-Undang sesuai Undang-Undang 2023 concerning the Determination of Government
No. 6 Tahun 2023 tentang Penetapan Peraturan Regulation in Lieu of Law No. 2 of 2022 concerning
Pemerintah Pengganti Undang-Undang No. 2 Tahun Job Creation as Law.
2022 tentang Cipta Kerja menjadi Undang- Undang.
f. Undang-Undang No. 11 Tahun 2008 tanggal 21 April f. Law No. 11 of 2008 dated April 21, 2008
2008 tentang Informasi dan Transaksi Elektronik concerning Information and Electronic Transactions
sebagaimana telah diubah beberapa kali dengan as amended several times by Law No. 19 of 2016
Undang-Undang No. 19 Tahun 2016 tanggal 25 dated November 25, 2016 concerning Amendments
November 2016 tentang Perubahan atas Undang- to Law No. 11 of 2008 concerning Information and
Undang No. 11 Tahun 2008 tentang Informasi dan Electronic Transactions and partially revoked by
Transaksi Elektronik dan dicabut sebagian dengan Law No. 1 of 2023 concerning the Criminal Code.
Undang-Undang No. 1 Tahun 2023 tentang Kitab
Undang-Undang Hukum Pidana.
g. Undang-Undang No. 14 Tahun 2008 tanggal 30 g. Law No. 14 of 2008, dated April 30, 2008, concerns
April 2008 tentang Keterbukaan Informasi Publik. the Openness of Public Information.
418 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
h. Undang-Undang No. 22 Tahun 2009 tanggal 22 h. Law No. 22 of 2009 dated June 22, 2009 concerning
Juni 2009 tentang Lalu Lintas dan Angkutan Jalan Traffic and Road Transportation, which was last
yang terakhir telah diubah dengan Peraturan amended by Government Regulation in Lieu of
Pemerintah Pengganti Undang-Undang No. 2 Law No. 2 of 2022 concerning Job Creation and
Tahun 2022 tentang Cipta Kerja dan ditetapkan established as Law in accordance with Law No. 6 of
menjadi Undang-Undang sesuai Undang-Undang 2023 concerning the Determination of Government
No. 6 Tahun 2023 tentang Penetapan Peraturan Regulation in Lieu of Law No. 2 of 2022 concerning
Pemerintah Pengganti Undang-Undang No. 2 Tahun Job Creation as Law.
2022 tentang Cipta Kerja menjadi Undang- Undang.
i. Undang-Undang No. 8 Tahun 2010 tanggal i. Law No. 8 of 2010, dated October 22, 2010,
22 Oktober 2010 tentang Pencegahan dan concerning the Prevention and Eradication of the
Pemberantasan Tindak Pidana Pencucian Uang yang Crime of Money Laundering, has been partially
telah dicabut sebagian dengan Undang- Undang revoked by Law No. 1 of 2023 concerning the
No. 1 Tahun 2023 tentang Kitab Undang- Undang Criminal Code.
Hukum Pidana.
2. Peraturan Pemerintah, di antaranya adalah: 2. Government regulations, including:
a. Peraturan Pemerintah No. 12 Tahun 1998 tanggal a. Government Regulation No. 12 of 1998 dated
17 Januari 1998 tentang Perusahaan Perseroan January 17, 1998 concerning Limited Liability
(Persero) dan Perubahannya No. 45 Tahun 2001 Companies (Persero) and Amendments No. 45 of
tanggal 5 Juni 2001. 2001 dated June 5, 2001.
b. Peraturan Pemerintah No. 15 Tahun 2005 tanggal b. Government Regulation No. 15 of 2005, dated
21 Maret 2005 tentang Jalan Tol yang terakhir telah March 21, 2005, concerning Toll Roads, was most
diubah dengan Peraturan Pemerintah No. 17 Tahun recently amended by Government Regulation No.
2021 tentang Perubahan Keempat Atas Peraturan 17 of 2021, concerning the Fourth Amendment to
Pemerintah No. 15 Tahun 2005 tentang Jalan Tol. Government Regulation No. 15 of 2005 concerning
Toll Roads.
c. Peraturan Pemerintah No. 45 Tahun 2005 tanggal c. Government Regulation No. 45 of 2005 dated
25 Oktober 2005 tentang Pendirian, Pengawasan 25 October 2005, concerning the Establishment,
dan Pembubaran Badan Usaha Milik Negara, Supervision, and Dissolution of State-Owned
sebagaimana telah diubah dengan Peraturan Enterprises, has been amended by Government
Pemerintah No. 23 Tahun 2022 tentang Perubahan Regulation No. 23 of 2022 dated 8 June 2022,
Atas Peraturan Pemerintah No. 45 Tahun 2005 concerning Amendments to Government Regulation
tanggal 8 Juni Tahun 2022 tentang Pendirian, No. 45 of 2005, regarding the Establishment,
Pengurusan, Pengawasan, Dan Pembubaran Badan Management, Supervision, and Dissolution of State-
Usaha Milik Negara. Owned Enterprises.
3. Peraturan Menteri Badan Usaha Milik Negara, di 3. Regulations of the Minister of State-Owned Enterprises,
antaranya adalah: including:
a. Peraturan Menteri Badan Usaha Milik Negara No. a. Minister of State-Owned Enterprises Regulation
PER-9/MBU/06/2021 tentang Pelaporan Gratifikasi No. PER-9/MBU/06/2021 concerning Gratification
di Lingkungan Kementerian Badan Usaha Milik Reporting within the Ministry of State-Owned
Negara tanggal 16 Juli 2021. Enterprises dated July 16, 2021.
b. Peraturan Menteri Badan Usaha Milik Negara b. Regulation of the Minister of State-Owned
No. PER-01/MBU/01/2015 tanggal 14 Januari Enterprises No. 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 within the Ministry of
Usaha Milik Negara. State-Owned Enterprises.
c. Peraturan Menteri Badan Usaha Milik Negara No. c. Minister of State-Owned Enterprises Regulation
PER-13/MBU/10/2015 tanggal 8 Oktober 2015 No. PER-13/MBU/10/2015 dated October 8, 2015,
tentang Pedoman Pengelolaan Sistem Pelaporan concerning Guidelines for the Management of the
Dugaan Pelanggaran di Lingkungan Kementerian System for Reporting Alleged Violations within the
Badan Usaha Milik Negara. Ministry of State-Owned Enterprises.
d. Peraturan Menteri BUMN No. PER-1/MBU/03/2023 d. Minister of State-Owned Enterprises Regulation
tanggal 24 Maret 2023 tentang Penugasan Khusus No. PER-1/MBU/03/2023 dated March 24, 2023
dan Program Tanggung Jawab Sosial dan Lingkungan regarding Special Assignments and Social and
Badan Usaha Milik Negara. Environmental Responsibility Programs for State-
Owned Enterprises.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 419
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
e. Peraturan Menteri Badan Usaha Milik Negara No. e. Minister of State-Owned Enterprises Regulation
PER-2/MBU/03/2023, tanggal 24 Maret 2023, No. PER-2/MBU/03/2023, dated March 24, 2023,
tentang Pedoman Tata Kelola dan Kegiatan concerns Guidelines for Governance and Significant
Korporasi Signifikan Badan Usaha Milik Negara. Corporate Activities of State-Owned Enterprises.
f. Peraturan Menteri Badan Usaha Milik Negara No. f. Minister of State-Owned Enterprises Regulation No.
PER-3/MBU/03/2023, tanggal 24 Maret 2023, PER-3/MBU/03/2023, also dated March 24, 2023,
tentang Organ dan Sumber Daya Manusia Badan pertains to Organs and Human Resources of State-
Usaha Milik Negara. Owned Enterprises.
4. Peraturan Otoritas Jasa Keuangan (OJK), di antaranya 4. Financial Services Authority (OJK) regulations, including:
adalah:
a. Peraturan Otoritas Jasa Keuangan No. 33/ a. Financial Services Authority Regulation No. 33/
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04/2014, dated December 8, 2014, concerns
Direksi dan Dewan Komisaris Emiten atau Perusahaan the Directors and Board of Commissioners of Issuers
Publik. or Public Companies.
b. Peraturan Otoritas Jasa Keuangan No. 34/ b. Financial Services Authority Regulation No. 34/
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04/2014 dated December 8, 2014 concerns
Komite Nominasi dan Remunerasi Emiten atau the Nomination and Remuneration Committee of
Perusahaan Publik. Issuers or Public Companies.
c. Peraturan Otoritas Jasa Keuangan No. 35/ c. Financial Services Authority Regulation No.
POJK.04/2014 tanggal 8 Desember 2014 tentang 35/POJK.04/2014, dated December 8, 2014,
Sekretaris Perusahaan Emiten atau Perusahaan concerns Corporate Secretaries of Issuers or Public
Publik. Companies.
d. Peraturan Otoritas Jasa Keuangan No. 08/ d. Financial Services Authority Regulation No. 08/
POJK.04/2015 tanggal 25 Juni 2015 tentang Situs POJK.04/2015, dated June 25, 2015, concerns
Web Emiten atau Perusahaan Publik. Issuer or Public Company Websites.
e. Peraturan Otoritas Jasa Keuangan No. 21/ e. Services Authority Regulation No. 21/
POJK.04/2015 tanggal 16 November 2015 tentang POJK.04/2015, dated November 16, 2015, concerns
Penerapan Pedoman Tata Kelola Perusahaan Terbuka. the Implementation of Public Company Governance
Guidelines.
f. Peraturan Otoritas Jasa Keuangan No. 30/ f. Financial Services Authority Regulation No. 30/
POJK.04/2015 tanggal 16 Desember 2015 tentang POJK.04/2015 dated December 16, 2015 concerns
Laporan Realisasi Penggunaan Dana Hasil Penawaran the Report on the Realization of the Use of Public
Umum. Offering Proceeds.
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 pertains
Keterbukaan atas Informasi atau Fakta Material oleh to the Disclosure of Material Information or Facts by
Emiten atau Perusahaan Publik. Issuers or Public Companies.
h. Surat Edaran Otoritas Jasa Keuangan No. 32/ h. Financial Services Authority Circular No. 32/
SEOJK.04/2015 tanggal 17 November 2015 tentang SEOJK.04/2015 dated November 17, 2015 provides
Pedoman Tata Kelola Perusahaan Terbuka. Guidelines for Public Company Governance.
i. Peraturan Otoritas Jasa Keuangan No. 55/ i. Financial Services Authority Regulation No.
POJK.04/2015 tanggal 23 Desember 2015 tentang 55/POJK.04/2015 dated December 23, 2015
Pembentukan dan Pedoman Pelaksanaan Kerja concerning the Establishment and Guidelines for
Komite Audit. Implementing the Work of the 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 concerning the Establishment and Guidelines for
Unit Audit Internal. Preparing the Internal Audit Unit Charter.
k. Peraturan Otoritas Jasa Keuangan No. 29/ k. Financial Services Authority Regulation No. 29/
POJK.04/2016 tanggal 29 Juli 2016 tentang POJK.04/2016 dated July 29, 2016 concerning the
Kewajiban Penyampaian Laporan Tahunan bagi Obligation to Submit Annual Reports for Issuers and
Emiten dan Perusahaan Publik. Public Companies.
l. Peraturan Otoritas Jasa Keuangan No. 11/ l. Financial Services Authority Regulation No. 11/
POJK.04/2017 tanggal 14 Maret 2017 tentang POJK.04/2017 dated March 14, 2017 concerning
Laporan Kepemilikan Atau Setiap Perubahan Ownership Reports or Any Changes in Ownership of
Kepemilikan Saham Perusahaan Terbuka. Public Company Shares.
420 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
m. Peraturan Otoritas Jasa Keuangan No. 51/ m. 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 the Implementation of Sustainable Finance for
Jasa Keuangan, Emiten, dan Perusahaan Publik. Financial Services Institutions, Issuers and Public
Companies.
n. Peraturan Otoritas Jasa Keuangan No. 58/ n. Financial Services Authority Regulation No.
POJK.04/2017 tanggal 6 Desember 2017 tentang 58/POJK.04/2017 dated December 6, 2017
Penyampaian Pernyataan Pendaftaran atau concerning Electronic Submission of Registration
Pengajuan Aksi Korporasi secara Elektronik. Statements or Corporate Action Submissions.
o. Peraturan Otoritas Jasa Keuangan No. 75/ o. Financial Services Authority Regulation No.
POJK.04/2017 tanggal 21 Desember 2017 tentang 75/POJK.04/2017 dated December 21, 2017
Tanggung Jawab Direksi atas Laporan Keuangan. concerning the Responsibility of Directors for
Financial Reports.
p. Peraturan Otoritas Jasa Keuangan No. 7/ p. Financial Services Authority Regulation No. 7/
POJK.04/2018 tanggal 25 April 2018 tentang POJK.04/2018 dated April 25, 2018 concerning
Penyampaian Laporan melalui Sistem Pelaporan Submission of Reports through the Electronic
Elektronik Emiten atau Perusahaan Publik. Reporting System for Issuers or Public Companies.
q. Peraturan Otoritas Jasa Keuangan No. 15/ q. Financial Services Authority Regulation No. 15/
POJK.04/2020 tanggal 20 April 2020 tentang POJK.04/2020 dated April 20, 2020 concerning
Rencana dan Penyelenggaraan Rapat Umum Plans and Implementation of the General Meeting
Pemegang Saham Perusahaan Terbuka. of Shareholders of Public Companies.
r. Peraturan Otoritas Jasa Keuangan No. 16/ r. Financial Services Authority Regulation No. 16/
POJK.04/2020 tanggal 20 April 2020 tentang POJK.04/2020 dated April 20, 2020 concerning the
Pelaksanaan Rapat Umum Pemegang Saham Implementation of Electronic General Meetings of
Perusahaan Terbuka Secara Elektronik. Shareholders of Public Companies.
s. Peraturan Otoritas Jasa Keuangan No. 17/ s. Financial Services Authority Regulation No. 17/
POJK.04/2020 tanggal 20 April 2020 tentang POJK.04/2020 dated April 20, 2020 concerning
Transaksi Material dan Perubahan Kegiatan Usaha. Material Transactions and Changes in Business
Activities.
t. Peraturan Otoritas Jasa Keuangan No. 42/ t. Financial Services Authority Regulation No. 42/
POJK.04/2020 tanggal 01 Juli 2020 tentang POJK.04/2020 dated July 01, 2020 concerning
Transaksi Afiliasi dan Transaksi Benturan Affiliate Transactions and Conflict of Interest
Kepentingan. Transactions.
u. Peraturan Otoritas Jasa Keuangan No. 49/ u. Financial Services Authority Regulation No.
POJK.04/2020 tanggal 11 Desember 2020 tentang 49/POJK.04/2020 dated December 11, 2020
Pemeringatan Efek Bersifat Utang dan/ atau Sukuk. concerning Warning on Debt Securities and/or
v. Peraturan Otoritas Jasa Keuangan No. 14/ Sukuk.
POJK.04/2022 tanggal 18 Agustus 2022 tentang v. Financial Services Authority Regulation No. 14/
Penyampaian Laporan Keuangan Berkala Emiten POJK.04/2022 dated August 18, 2022 concerning
atau Perusahaan Publik. Submission of Periodic Financial Reports for Issuers
or Public Companies.
w. Peraturan Otoritas Jasa Keuangan No. 15/ w. Financial Services Authority Regulation No. 15/
POJK.04/2022 tanggal 18 Agustus 2022 tentang POJK.04/2022 dated August 18, 2022 concerning
Pemecahan Saham dan Penggabungan Saham oleh Stock Splits and Stock Mergers by Public Companies.
Perusahaan Terbuka.
5. Peraturan Bursa Efek Indonesia (BEI), di antaranya 5. The Indonesia Stock Exchange (IDX) regulations,
Peraturan Bursa Efek Indonesia No. I-E tentang Kewajiban including Indonesia Stock Exchange Regulation No.
Penyampaian Informasi dan perubahannya. I-E on the Obligation to Disclose Information and its
amendments.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 421
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Selain ketentuan berupa peraturan perundang-undangan Jasa In addition to statutory regulations, Jasa Marga also
Marga juga mendasarkan penerapan GCG di Perseroan dengan implements GCG in the Company by referring to various GCG
mengacu pada berbagai pedoman GCG, sebagai berikut: guidelines, as follows:
1. Prinsip-prinsip Corporate Governance yang 1. Corporate Governance principles were 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 2017. 2. ASEAN Corporate Governance Scorecard 2017.
3. Pedoman Umum Governansi Korporat Indonesia 3. General Guidelines for Indonesian Corporate Governance
yang dikembangkan oleh Komite Nasional Kebijakan developed by the National Committee for Governance
Governansi (KNKG) tahun 2021. Policy (KNKG) in 2021.
Tujuan Penerapan GCG Goals of GCG Implementation
Tujuan penerapan GCG di Jasa Marga dituangkan dalam The objectives of implementing GCG at Jasa Marga are
Pedoman Tata Kelola Perusahaan yang Baik, sebagaimana outlined in the Good Corporate Governance Guidelines, as
telah disahkan melalui Keputusan Direksi PT Jasa Marga ratified through the Decision of the Board of Directors of PT
(Persero) Tbk No. 85/KPTS/2020 tanggal 24 September 2020. Jasa Marga (Persero) Tbk No. 85/KPTS/2020 dated September
Tujuan dari penerapan GCG pada Perseroan adalah: 24, 2020. The objectives of implementing GCG in the
Company are:
1. Mengendalikan dan mengarahkan hubungan antara 1. Control and direct relationships between Shareholders,
Pemegang Saham, Dewan Komisaris, Direksi, Karyawan, Board of Commissioners, Directors, Employees, Toll Road
Pengguna Jalan Tol/Pelanggan Lainnya, Mitra Usaha, Users/Other Customers, Business Partners, Creditors/
Kreditur/Investor, serta Masyarakat dan Lingkungan. Investors, as well as the Community and Environment.
2. Mendorong dan mendukung pengembangan, 2. Encourage and support the development and
pengelolaan risiko Perseroan secara lebih hati-hati management of the Company’s risks in a more prudent,
(prudent), akuntabel, dan bertanggung jawab sejalan accountable and responsible manner in line with GCG
dengan prinsip-prinsip GCG. principles.
3. Memaksimalkan nilai Perseroan agar Perseroan memiliki 3. Maximizing the value of the Company to ensure strong
daya saing yang kuat, baik secara nasional maupun competitiveness, both nationally and internationally.
internasional.
4. Memberdayakan fungsi dan kemandirian masing- masing 4. Empowering the function and independence of each
Organ Perseroan. Company Organ.
5. Mendorong pengelolaan Perseroan secara profesional, 5. Encouraging professional, effective and efficient
efektif dan efisien demi tercapainya Visi dan Misi management of the Company to achieve the Company’s
Perseroan. Vision and Mission.
6. Mendorong agar pengelola Perseroan dalam membuat 6. Encouraging the Company managers to make decisions
keputusan dan menjalankan tindakan dilandasi nilai and carry out actions based on high moral values and
moral yang tinggi dan kepatuhan terhadap peraturan compliance with applicable laws and regulations as well
perundang-undangan yang berlaku serta kesadaran akan as awareness of the Company’s social responsibilities.
adanya tanggung jawab sosial Perseroan.
7. Meningkatkan pertanggungjawaban kepada 7. Increasing accountability to stakeholders.
stakeholders.
8. Mencegah terjadinya penyimpangan dalam pengelolaan 8. Preventing irregularities in the management of the
Perseroan. Company.
9. Meningkatkan pencitraan Perseroan (image) yang 9. Improve the Company’s image to be better.
semakin baik.
10. Meningkatkan kontribusi Perseroan dalam 10. Increasing the Company’s contribution to the national
perekonomian nasional. economy.
11. Menciptakan Insan Jasa Marga yang bersih dari segala 11. Creating Jasa Marga People who are free from all forms
bentuk penyuapan. of bribery.
422 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Perkembangan Penerapan Tata Kelola
Perusahaan yang Baik di Lingkup Perseroan
Progress of Good Corporate Governance Implementation in the
Company’s Scope
Penetapan Standar Kualitas GCG di Lingkup Establishment of GCG Quality Standards
Perseroan within the Company
Komitmen Jasa Marga akan pentingnya penerapan GCG, Jasa Marga’s commitment to the importance of implementing
diwujudkan dengan mengadopsi berbagai standar terbaik dan GCG is realized by adopting various best standards and
best practice dalam penerapan GCG, baik yang berlaku secara best practices in implementing GCG, both nationally
nasional maupun internasional. Dalam lingkup penetapan and internationally. In determining quality standards for
standar kualitas penerapan GCG, Perseroan mengacu pada implementing GCG, the Company refers to national policies
kebijakan dan ketentuan dalam lingkup nasional sebagaimana and provisions as regulated in the Minister of State-Owned
diatur dalam Peraturan Menteri Badan Usaha Milik Negara Enterprises Regulation No. PER-2/MBU/03/2023 dated
No. PER-2/MBU/03/2023 tanggal 24 Maret 2023 tentang March 24, 2023 concerning Guidelines for Governance and
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Badan Significant Corporate Activities of State-Owned Enterprises.
Usaha Milik Negara. Peraturan tersebut merupakan peraturan This regulation is the latest Minister of State-Owned
Menteri BUMN terbaru yang mengatur mengenai Tata Kelola Enterprises Regulation that regulates Good Corporate
Perusahaan yang Baik, yang mencabut peraturan sebelumnya Governance, revoking the previous regulation, Minister of
yaitu Peraturan Menteri BUMN No. PER-01/MBU/2011 tentang SOEs Regulation No. PER-01/MBU/2011 concerning the
Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Implementation of Good Corporate Governance in State-
Governance) pada Badan Usaha Milik Negara, sebagaimana Owned Enterprises, as amended by PER-09/MBU/2012.
diubah dengan PER-09/MBU/2012. Selain mengacu kepada In addition to referring to the Minister of State-Owned
Peraturan Menteri BUMN, penerapan GCG Perseroan juga Enterprises Regulation, the implementation of the Company’s
mengacu pada Pedoman Umum Governansi Korporat GCG also refers to the General Guidelines for Indonesian
Indonesia (PUGKI) yang dikeluarkan oleh KNKG pada tahun Corporate Governance (PUGKI) issued by KNKG in 2021, which
2021, dimana terdapat 4 (empat) pilar sebagai landasan consists of 4 (four) pillars as the foundation of the PUGKI
prinsip-prinsip PUGKI, yaitu Perilaku Beretika, Transparansi, principles: Ethical Behavior, Transparency, Accountability and
Akuntabilitas dan Keberlanjutan. Sedangkan acuan lainnya Sustainability. As for other global references, the Company
yang bersifat global, Perseroan mengacu pada prinsip-prinsip refers to the Corporate Governance principles developed by
Corporate Governance yang dikembangkan oleh Organization the Organization for Economic Cooperation and Development
for Economic Cooperation and Development (OECD) tahun (OECD) in 2015.
2015.
Penerapan GCG oleh Perseroan memerlukan penilaian secara The implementation of GCG by the Company requires regular
rutin setiap tahunnya untuk mengukur sejauh mana GCG assessments every year to measure the extent to which GCG
telah diimplementasikan. Dalam melakukan penilaian atas has been implemented. In assessing GCG implementation, the
implementasi GCG, Perseroan menggunakan kriteria dan Company uses criteria and methodology based on Financial
metodologi berdasarkan Surat Edaran Otoritas Jasa Keuangan Services Authority Circular No. 32/SEOJK.04/2015 concerning
No. 32/SEOJK.04/2015 tentang Pedoman Tata Kelola Corporate Governance Guidelines and the establishment
Perusahaan serta penetapan standar kualitas penerapan of quality standards for implementing GCG that apply in
GCG yang berlaku di Asia Tenggara, yaitu ASEAN Corporate Southeast Asia, namely the ASEAN Corporate Governance
Governance Scorecard (ACGS). Scorecard (ACGS).
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 423
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kebijakan-kebijakan yang menjadi acuan penerapan GCG The policies that serve as a reference for implementing GCG
di Jasa Marga, mengatur peran dari masing-masing organ at Jasa Marga regulate the role of each organ of the Company,
Perseroan, baik Rapat Umum Pemegang Saham (RUPS) sebagai including the General Meeting of Shareholders (GMS) as the
mekanisme utama dalam melindungi dan melaksanakan main mechanism for protecting and implementing the rights
hak-hak Pemegang Saham, Dewan Komisaris sebagai of shareholders, the Board of Commissioners as a supervisory
fungsi pengawasan dan pemberian nasihat kepada Direksi, and advisory function to the Board of Directors, as well as
maupun Direksi sebagai fungsi pengelolaan dan pengurusan the Board of Directors as a management and administrative
Perseroan. Masing-masing organ Perseroan, memiliki tugas function of the Company. Each organ of the Company has
dan tanggung jawab yang saling bersinergi dalam mencapai duties and responsibilities that synergize with each other
tujuan Perseroan. Kebijakan yang berlaku, mengatur organ in achieving the Company’s goals. The applicable policies
Perseroan agar melaksanakan fungsinya secara utuh dan regulate the Company’s organs to carry out their functions
sesuai dengan ketentuan yang berlaku. fully and in accordance with applicable regulations.
Pelaksanaan fungsi sesuai peraturan tersebut merupakan The implementation of functions in accordance with these
wujud komitmen Perseroan dalam menjaga integritas, yang regulations is a manifestation of the Company’s commitment
tidak hanya mencerminkan kepatuhan terhadap hukum, tetapi to maintaining integrity, which not only reflects compliance
juga memberikan dampak positif bagi Perseroan. Dengan with the law, but also has a positive impact on the Company.
menerapkan prinsip ini, Perseroan dapat memperkuat reputasi, By implementing this principle, the Company can strengthen
meningkatkan efektivitas operasional, serta memastikan its reputation, improve operational effectiveness, and ensure
keberlanjutan bisnis dalam jangka panjang. Kepatuhan long-term business sustainability. Compliance with applicable
terhadap regulasi yang berlaku juga mencerminkan tanggung regulations also reflects the company’s responsibility in
jawab perusahaan dalam menciptakan lingkungan bisnis creating a transparent and ethical business environment, so
yang transparan dan beretika, sehingga mampu membangun as to build trust from stakeholders and support stable and
kepercayaan dari pemangku kepentingan serta mendukung sustainable growth.
pertumbuhan yang stabil dan berkelanjutan.
Peta Jalan Pengembangan GCG Roadmap of GCG Development
Jasa Marga memiliki komitmen yang kuat dan konsisten dalam Jasa Marga has a strong and consistent commitment to
menerapkan GCG di Perseroan. Sejak pertama kali ditetapkan implementing GCG in the Company. Since the commitment
komitmen penerapan GCG secara penuh pada tahun 2005, to fully implementing GCG was first established in 2005,
Perseroan telah mengalami perkembangan dan tren yang the Company has experienced good developments and
baik dalam penerapan GCG. Hal tersebut diwujudkan oleh trends in implementing GCG. This is realized by the Company
Perseroan melalui konsistensi penerapan prinsip-prinsip GCG through the consistent application of GCG principles in every
dalam setiap aktivitas operasional Perseroan. Di samping itu operational activity of the Company. In addition, the Company
Perseroan juga berusaha memperbaiki dan menyempurnakan also strives to improve and perfect the implementation of
penerapan GCG di Perseroan, dengan membangun kesadaran GCG in the Company by building awareness among Company
pada insan Perseroan akan pentingnya penerapan GCG, personnel of the importance of implementing GCG, as well
maupun penetapan berbagai kebijakan pendukung. Perseroan as establishing various supporting policies. The Company
berharap, melalui konsistensi penerapan GCG dapat hopes that through consistent implementation of GCG, it can
mendorong peningkatan nilai Perseroan di hadapan seluruh encourage an increase in the Company’s value in front of
pemangku kepentingan. Perkembangan penerapan GCG di all stakeholders. The development of GCG implementation
lingkungan Jasa Marga sejak tahun 2005 sampai dengan within Jasa Marga from 2005 to 2021 can be described as
tahun 2024, dapat dijabarkan sebagai berikut: follows:
424 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Taman Huruf, Ruas Tol Jagorawi
Letter Park, Jagorawi Toll Road
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 425
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Bagan Jejak Langkah Penerapan Tata Kelola Perseroan di Jasa Marga dan Komitmen Pelaksanaan Sistem Manajemen Anti Penyuapan
Chart of Corporate Governance Implementation Milestone in Jasa Marga and Commitment to Implementing Anti-Bribery Management System
2005-2009 2016-2020
1. Kick-off Penerapan GCG: 1. Pedoman Tata Kelola Perusahaan (COCG/Code of Corporate
a. Etika Usaha Governance)
b. Etika Kerja 2. Pedoman Perilaku (COC/Code of Conduct)
c. Statement Corporate Intent 3. Tata Nilai dan Budaya Perseroan
d. Board Manual 4. Review Pengelolaan Manajemen Risiko Perseroan
e. Laporan Kepatuhan 5. Review Pedoman GCG Perseroan (COCG dan COC)
f. Penjabaran Visi Misi dan RJPP 6. Pedoman Benturan Kepentingan
2. Penandatanganan Pakta Integritas Manajemen Perseroan dalam 7. Pedoman Gratifikasi
Penerapan GCG dan Diperbaharui Setiap Tahun 8. Penandatanganan Pakta Integritas oleh Seluruh Insan Jasa
3. Review Pedoman GCG Perseroan dan Kelengkapan Soft Marga yang Diperbaharui Setiap Tahun
Structure GCG Perseroan 9. Komitmen Jasa Marga Bersih antara Manajemen dengan
4. Review Prosedur Pengadaan Barang dan Jasa di Lingkungan Serikat Karyawan Jasa Marga
Perseroan 10. Persiapan Infrastruktur
11. Whistleblowing System (WBS)
1. GCG Implementation Kick-off: 12. Go Live Whistleblowing System
a. Business Ethics 13. Komitmen Program Pengendalian Gratifikasi dengan Komisi
b. Work Ethics Pemberantasan Korupsi (KPK) Republik Indonesia
c. Statement of Corporate Intent 14. Review Board Manual dan Pedoman GCG
d. Board Manual 15. Program BUMN Bersih
e. Compliance Report 16. Implementasi Program Pengendalian Gratifikasi
f. Explanation of Vision and Mission and RJPP 17. Review Pedoman Gratifikasi
2. Signing of the Company Management Integrity Pact in 18. Pembentukan Tim Pengendali Gratifikasi
Implementing GCG and Renewed Every Year 19. Review Board Manual dan Pedoman GCG
3. Review of the Company’s GCG Guidelines and Completeness of 20. Perbaikan Proses Bisnis Perseroan
the Company’s GCG Soft Structure 21. Implementasi Budaya Perseroan
4. Review of Goods and Services Procurement Procedures within 22. Survey Visi, Misi dan Tata Nilai
the Company
1. Corporate Governance Guidelines (COCG/Code of Corporate
Governance)
2. Code of Conduct (COC/Code of Conduct)
3. Company Values and Culture
2010-2015 4. Review of Company Risk Management
5. Review of the Company’s GCG Guidelines (COCG and COC)
6. Conflict of Interest Guidelines
1. Rakornas Pengendalian Gratifikasi dengan Komisi 7. Gratification Guidelines
Pemberantasan Korupsi (KPK) Republik Indonesia 8. Signing of the Integrity Pact by all Jasa Marga Personnel which
2. Penjabaran Tata Nilai is renewed every year
3. Revitalisasi Unit Pengendali Gratifikasi 9. The Clean Commitment of Jasa Marga between Management
4. Review Pedoman GCG (COCG, COC, Benturan Kepentingan dan and Jasa Marga Employee Union
Gratifikasi) 10. Infrastructure Preparation
5. Sosialisasi Gratifikasi Bekerja Sama dengan Komisi 11. Whistleblowing System (WBS)
Pemberantasan Korupsi (KPK) Republik Indonesia sebagai 12. Go Live Whistleblowing System
Narasumber 13. Commitment to the Gratification Control Program with the
6. Pelaksanaan Sharing Knowledge Kepatuhan Emiten sesuai Corruption Eradication Commission (KPK) of the Republic of
dengan Peraturan Pasar Modal di Marga Lingkar Jakarta sebagai Indonesia
Anak Perusahaan yang merupakan Emiten 14. Review Board Manual and GCG Guidelines
7. Penambahan Saluran Pelaporan Whistleblowing System (Email, 15. Clean SOE Program
Website, SMS, Whatsapp dan PO BOX) 16. Implementation of the Gratification Control Program
8. Sosialisasi GCG (Gratifikasi dan WBS) Tahun 2019 17. Review of Gratification Guidelines
9. Update Keputusan Direksi tentang COC dan COCG 18. Establishment of a Gratification Control Team
10. Sosialisasi Gratifikasi dan LHKPN oleh Tim WBS 19. Review Board Manual and GCG Guidelines
11. Persiapan Implementasi SNI ISO 37001 Sistem 20. Improvement of the Company’s Business Processes
12. Sistem Manajemen Anti Penyuapan (SMAP) 21. Implementation of Company Culture
13. Sertifikasi SNI ISO 37001 SMAP Lingkup Direktorat Utama 22. Vision, Mission and Values Survey
Kantor Pusat.
14. Update Keputusan Direksi tentang COC, COCG, Benturan
Kepentingan, Gratifikasi, dan Whistleblowing System
1. National Coordination Meeting on Gratification Control with
the Corruption Eradication Commission (KPK) of the Republic
of Indonesia
2. Elaboration of Core Values
3. Revitalization of the Gratification Control Unit
4. Review of the GCG Guidelines (COCG, COC, Conflict of Interest,
and Gratification)
5. Socialization of Gratification in Collaboration with the
Corruption Eradication Commission (KPK) of the Republic of
Indonesia as a Resource Person
6. Implementation of Knowledge Sharing on Compliance for
Issuers in accordance with Capital Market Regulations in Marga
Lingkar Jakarta as a Subsidiary which is an Issuer
7. Addition of Whistleblowing System Reporting Channels (Email,
Website, SMS, WhatsApp, and PO BOX)
8. Socialization of GCG (Gratification and WBS) in 2019
9. Update of the Board of Directors’ Decree on COC and COCG
10. Socialization of Gratification and LHKPN by the WBS Team
11. Preparation for the Implementation of SNI ISO 37001 System
12. Anti-Bribery Management System (SMAP)
13. SNI ISO 37001 SMAP Certification for the Directorate General
Office Headquarters Scope
14. Update of the Board of Directors’ Decree on COC, COCG,
Conflict of Interest, Gratification, and Whistleblowing System.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
2021-2024
1. Sertifikasi SNI ISO 37001 SMAP Lingkup Kantor Pusat 1. SNI ISO 37001 SMAP Certification for Head Office Scope
2. Tim Champion SNI ISO 37001 SMAP 2. SNI ISO 37001 SMAP Champion Team
3. Review Board Manual 3. Manual Board Review
4. Integrasi WBS dengan Aplikasi KPK 4. WBS integration with the KPK Application
5. Sertifikasi SNI ISO 37001 SMAP Lingkup Kantor Pusat, Regional 5. SNI ISO 37001 SMAP Certification for Head Office, Regional
Metropolitan, dan Regional Nusantara Metropolitan and Regional Archipelago
6. Review Manual SMAP dan Kebijakan Anti Penyuapan 6. Review of SMAP Manual and Anti-Bribery Policy
7. Persiapan Implementasi SNI ISO 37001 SMAP di Anak Perusahaan 7. Preparation for Implementation of SNI ISO 37001 SMAP in Toll Road
Pengoperasian Jalan Tol Operating Subsidiaries
8. Benchmark implementasi SMAP di PT Perusahaan Listrik Negara 8. Benchmark implementation of SMAP at PT Perusahaan Perusahaan
untuk persiapan penerapan di Anak Perusahaan PT Jasa Marga Listrik Negara (Persero) to prepare for implementation at Subsidiary
(Persero) Tbk PT Jasa Marga (Persero) Tbk
9. Review Kebijakan terkait Whistleblowing System (WBS) dan 9. Review of policies related to the Whistleblowing System (WBS) and
Gratifikasi Gratification
10. Sosialisasi tentang Pencegahan Tindak Pidana Korupsi melalui 10. Socialization regarding the Prevention of Corruption Crimes
Upaya Pengendalian Gratifikasi dan Benturan Kepentingan through Efforts to Control Gratifications and Conflicts of Interest in
Bekerjasama dengan Komisi Pemberantasan Korupsi (KPK) Republik collaboration with the Corruption Eradication Commission (KPK) of
Indonesia sebagai Narasumber the Republic of Indonesia as a resource person
11. Sosialisasi tentang Whistleblowing System Bekerjasama dengan 11. Socialization about the Whistleblowing system in collaboration with
Konsultan PT Deloitte Advis Indonesia sebagai Narasumber PT Deloitte Advis Indonesia Consultants as resource persons
12. Sosialisasi Sistem Manajemen Anti Penyuapan (SMAP) 12. Socialization of the Anti-Bribery Management System (SMAP)
13. Ratifikasi beberapa Peraturan Menteri BUMN dalam Rapat Umum 13. Ratification of several SOE Ministerial Regulations at the Annual
Pemegang Saham Tahunan Periode Tahun Buku 2022: General Meeting of Shareholders for the 2022 Financial Year Period:
a. Peraturan Menteri BUMN No. PER-1/MBU/03/2023 tanggal 24 a. Minister of State-Owned Enterprises Regulation No. PER-1/
Maret 2023 tentang Penugasan Khusus dan Program Tanggung MBU/03/2023 dated March 24, 2023, concerning Special
Jawab Sosial dan Lingkungan Badan Usaha Milik Negara. Assignments and Social and Environmental Responsibility
Programs for State-Owned Enterprises.
b. Peraturan Menteri BUMN No. PER-2/MBU/03/2023 tanggal b. Minister of State-Owned Enterprises Regulation No. PER-2/
24 Maret 2023, tentang Pedoman Tata Kelola dan Kegiatan MBU/03/2023 dated March 24, 2023, concerning Guidelines for
Korporasi Signifikan Badan Usaha Milik Negara. Governance and Significant Corporate Activities of State-Owned
Enterprises
c. Peraturan Menteri BUMN No. PER-3/MBU/03/2023 tanggal 24 c. Minister of State-Owned Enterprises Regulation No. PER-3/
Maret 2023, tentang Organ dan Sumber Daya Manusia Badan MBU/03/2023 dated March 24, 2023, concerning Organs and
Usaha Milik Negara. Human Resources of State-Owned Enterprises.
d. Pelaksanaan Survey Efektivitas Whistleblowing System oleh d. The implementation of the Whistleblowing System Effectiveness
seluruh Karyawan. Survey by all employees.
14. Pembuatan pelaporan dan pengisian form gratifikasi secara digital 14. Making reports and filling out gratification forms digitally via the JM
melalui aplikasi JM Click Click application;
15. Pembuatan Aplikasi Selia untuk penyampaian dan monitoring 15. Creation of a Selia Application for delivery and monitoring of
Bribery Risk Assessment oleh masing-masing Unit Kerja kepada Bribery Risk Assessment by each Work Unit to the Anti-Bribery
Fungsi Kepatuhan Anti Penyuapan (FKAP) Compliance Function (FKAP);
16. Penandatanganan komitmen whistleblowing system terintegrasi oleh 16. Signing of an integrated whistleblowing system commitment by all
seluruh Anak Perusahaan dl lingkungan Jasa Marga Grup. Subsidiaries within the Jasa Marga Group.
17. Peringatan Hari Anti Korupsi Sedunia (Hakordia). 17. Commemoration of the International Anti-Corruption Day (Hakordia).
18. Penyusunan Pedoman Tata Kelola Terintegrasi (TKT). 18. Preparation of the Integrated Governance Guidelines (TKT).
19. Pembentukan Komite TKT. 19. Formation of the W Committee.
20. Penyusunan dan Launching Pedoman Anti-Fraud. 20. Preparation and Launching of the Anti-Fraud Guidelines.
21. Penyusunan Daftar Kewajiban Kepatuhan (Compliance Obligation List). 21. Preparation of the Compliance Obligation List.
22. Pembuatan aplikasi Regulatory Compliance System (RCS). 22. Creation of the Regulatory Compliance System (RCS) application.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 427
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Peta Jalan Implementasi ISO 37001
ISO 37001 Implementation Roadmap
Persiapan
Implementasi SNI Pembentukan
ISO 37001 Sistem Penyesuaian Fungsi Kepatuhan Sertifikasi
Manajemen Anti Kebijakan- Anti Penyuapan SMAP Lingkup
Suap kebijakan (FKAP) Sosialisasi dan Direktorat Utama
Preparation of SNI terhadap SMAP Establishment Awareness SMAP ABMS
ISO 37001 Anti Policies of Anti Bribery ABMS Socialization Certification in
Bribery Management Adjustment to Compliance and Awarness Main Directorate
System (ABMS) ABMS Function (FKAP) Scope
2020
Sertifikasi SMAP Sertifikasi SMAP
Lingkup Anak Lingkup Kantor 2021
Perusahaan Jasa
Marga
Pusat dan Regional
ABMS Certification -
ABMS Certifcation in Head Office and 2022
in Jasa Marga Regions Office
Subsidairy Scope Scope
2022
-
2028
Gambar Komitmen Pelaksanaan Sistem Manajemen Anti Penyuapan (SMAP) Perseroan Tahun 2024
Image of the Commitment to Implement the Anti-Bribery Management System (ABMS) of the Company for the Year 2024
428 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 429
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Sosialisasi GCG di Lingkup Perseroan Dissemination of GCG within the Company
Jasa Marga secara rutin melaksanakan sosialisasi GCG setiap Jasa Marga regularly conducts GCG dissemination annually.
tahunnya. Sosialisasi GCG ini dilaksanakan sebagai upaya This initiative aims to enhance employees’ understanding
dalam meningkatkan pemahaman insan Perseroan akan of the importance of GCG implementation and to build
pentingnya penerapan GCG, dan membangun kesadaran insan awareness among employees to consistently apply GCG
Perseroan untuk senantiasa menerapkan prinsip-prinsip GCG principles in carrying out their duties and functions. In 2024,
dalam melaksanakan tugas dan fungsinya. Pada tahun 2024, the Company conducted GCG dissemination with a focus on:
Perseroan telah melaksanakan sosialisasi berkenaan dengan
GCG, sebagai berikut:
1. Sosialisasi Implementasi GCG melalui CEO Message yang 1. Socialization of GCG Implementation through CEO
dipublikasikan kepada seluruh karyawan Jasa Marga Message published to all employees of Jasa Marga on
pada tanggal 12 Januari 2024 January 12, 2024.
2. Sosialisasi Pedoman Perilaku (Code of Conduct) yang 2. Socialization of the Code of Conduct (CoC) Guidelines
diselenggarakan pada tanggal 31 Oktober 2024. held on October 31, 2024.
Perkembangan GCG di Tahun 2024 GCG Development in 2024
Penerapan GCG di lingkungan Jasa Marga mengalami The implementation of GCG within Jasa Marga saw
perkembangan di tahun 2024. Perkembangan tersebut advancements in 2024. These developments include:
diantaranya:
1. Penyusunan Daftar Kewajiban Kepatuhan (Compliance 1. Preparation of the Compliance Obligation List.
Obligation List).
2. Pembuatan aplikasi Regulatory Compliance System (RCS). 2. Development of the Regulatory Compliance System
(RCS) application.
3. Penyusunan Pedoman Tata Kelola Terintegrasi (TKT). 3. Preparation of the Integrated Governance Guidelines
(TKT).
4. Penyusunan dan Launching Pedoman Anti-Fraud. 4. Preparation and Launching of the Anti-Fraud Guidelines.
5. Pembentukan Komite Tata Kelola Terintegrasi. 5. Formation of the Integrated Governance Committee.
Penerapan Aspek dan Prinsip Tata Kelola Implementation of Good Corporate
Perusahaan yang Baik Governance Aspects
Sebagai perusahaan terbuka, penerapan GCG Jasa Marga As a publicly listed company, the implementation of GCG at
mengacu pada beberapa standar yang berlaku, antara Jasa Marga refers to several applicable standards, including
lain Pedoman Tata Kelola Perusahaan Terbuka yang diatur the Guidelines for Corporate Governance of Public Companies
berdasarkan Peraturan Otoritas Jasa Keuangan (OJK) No. regulated by the Financial Services Authority (OJK) Regulation
21/POJK.04/2015 tanggal 16 November 2015 tentang No. 21/POJK.04/2015 dated November 16, 2015, regarding
Penerapan Pedoman Tata Kelola Perusahaan Terbuka yang the Implementation of Guidelines for Corporate Governance of
dijabarkan dalam Surat Edaran Otoritas Jasa Keuangan No. Public Companies, outlined in the Financial Services Authority
32/SEOJK.04/2015 tanggal 17 November 2015 tentang Circular Letter No. 32/SEOJK.04/2015 dated November 17,
Pedoman Tata Kelola Perusahaan Terbuka, Parameter Asean 2015, on the Guidelines for Corporate Governance of Public
Corporate Governance Scorecard (ACGS), dan Pedoman Umum Companies, the ASEAN Corporate Governance Scorecard
Governansi Korporat Indonesia (PUGKI). (ACGS) parameters, and the General Guidelines for Indonesian
Corporate Governance (PUGKI).
Dalam mengukur kepatuhan Perseroan terhadap penerapan In measuring the Company’s compliance with the
GCG berdasarkan standar-standar yang diacu, dilaksanakan implementation of GCG based on the referenced standards, it
dengan cara assessment oleh asesor independen dan/atau is carried out through assessments by independent assessors
self-assessment. and/or self-assessment.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 429
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pemantauan dan Penilaian atas Penerapan Monitoring and Assessment of the
Tata Kelola Perusahaan yang Baik Implementation of Good Corporate
Governance
Asesmen GCG GCG Assessment
Asesmen GCG merupakan upaya sistematik untuk GCG assessment is a systematic effort to collect and process
menghimpun dan mengolah data yang sah, sehingga valid data, resulting in conclusions and recommendations that
didapatkan kesimpulan dan rekomendasi yang dapat can serve as a basis for management action to improve and
digunakan sebagai landasan tindakan manajemen untuk refine the implementation of GCG in the Company to become
memperbaiki dan menyempurnakan penerapan GCG di more effective and sustainable.
Perseroan menjadi semakin efektif dan berkelanjutan.
Setiap tahun, baik dengan menggunakan konsultan Every year, the Company conducts a GCG assessment either
independen maupun secara self assessment, Perseroan through independent consultants or self-assessment to
melaksanakan asesmen GCG guna mengukur penerapan GCG measure the implementation of GCG at Jasa Marga and/or
di Jasa Marga dan/atau melakukan penilaian pelaksanaan assess the implementation of recommendations previously
atas rekomendasi yang telah sampaikan oleh konsultan provided by an independent consultant on the prior GCG
independen atas penilaian GCG sebelumnya. assessment.
Kriteria yang Digunakan Criteria Used
Sampai dengan tahun buku 2022, Perseroan melaksanakan As of the 2022 fiscal year, the Company conducted a GCG
assessment GCG dengan menggunakan parameter assessment using parameters as stipulated in the Decree of
sebagaimana diatur dalam Keputusan Sekretaris Kementerian the Secretary of the Ministry of SOEs No. SK-16/S-MBU/2012
BUMN No. SK-16/S-MBU/2012 tanggal 06 Juni 2012 tentang dated June 6, 2012, regarding the Indicators/Parameters for
Indikator/Parameter Penilaian dan Evaluasi Atas Penerapan the Assessment and Evaluation of the Implementation of Good
Tata Kelola Perusahaan yang Baik (Good Corporate Governance) Corporate Governance (GCG) in State-Owned Enterprises.
pada Badan Usaha Milik Negara.
Dengan telah dicabutnya Peraturan-peraturan BUMN With the revocation of the BUMN regulations related to
terkait GCG dengan terbitnya Peraturan Menteri BUMN No. GCG through the issuance of the Ministry of State-Owned
PER-2/MBU/03/2023 tentang Pedoman Tata Kelola dan Enterprises Regulation No. PER-2/MBU/03/2023 on Guidelines
Kegiatan Korporasi Signifikan Badan Usaha Milik Negara, for Governance and Significant Corporate Activities of State-
serta dicabutnya parameter penilaian GCG sebagai standar Owned Enterprises, and the repeal of the GCG assessment
implementasi GCG di Perseroan melalui Keputusan Sekretaris parameters as the standard for GCG implementation in the
Kementerian Badan Usaha Milik Negara Republik Indonesia Company through the Decree of the Secretary of the Ministry
No. SK-12/S.MBU/08/2023 pada tanggal 16 Agustus 2023, of State-Owned Enterprises of the Republic of Indonesia No.
yang sampai akhir tahun 2024 belum ada parameter SK-12/S.MBU/08/2023 dated August 16, 2023, and with no
pengganti, Perseroan tetap berkomitmen dalam menjunjung replacement parameters by the end of 2024, the Company
tinggi penerapan GCG, baik dalam statusnya sebagai Badan remains committed to upholding the implementation of GCG,
Usaha Milik Negara maupun sebagai Perusahaan Terbuka. both in its status as a State-Owned Enterprise and as a Public
Company.
Selanjutnya, untuk pelaksanaan asesmen GCG di Perseroan Furthermore, for the implementation of the GCG assessment
untuk periode penilaian tahun 2024, sebelum terbitnya in the Company for the 2024 assessment period, before the
parameter Kementerian BUMN yang baru, maka sebagaimana issuance of the new parameters by the Ministry of State-Owned
tahun-tahun sebelumnya, selain menggunakan kriteria dan Enterprises, in addition to using the criteria and methodology
metodologi yang mengacu kepada Pedoman Tata Kelola referring to the Guidelines for Corporate Governance for Public
Perusahaan Terbuka sebagaimana diatur dalam Peraturan Companies as outlined in the Financial Services Authority (OJK)
Otoritas Jasa Keuangan (OJK) No. 21/POJK.04/2015 tanggal Regulation No. 21/POJK.04/2015 dated November 16, 2015,
16 November 2015 tentang Penerapan Pedoman Tata Kelola regarding the Implementation of the Corporate Governance
Perusahaan Terbuka yang dijabarkan dalam Surat Edaran Guidelines for Public Companies, which is elaborated in the
Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 tanggal 17 OJK Circular Letter No. 32/SEOJK.04/2015 dated November
430 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
November 2015 tentang Pedoman Tata Kelola Perusahaan 17, 2015, regarding the Corporate Governance Guidelines
Terbuka, serta asesmen GCG berdasarkan Asean Corporate for Public Companies, as well as the GCG assessment based
Governance Scorecard (ACGS) pada tahun 2024, Perseroan on the ASEAN Corporate Governance Scorecard (ACGS)
juga melakukan penilaian penerapan Governansi Korporat as mentioned in 2024, the Company will also conduct an
di Perseroan dengan menggunakan kriteria dan metodologi assessment of corporate governance practices in the Company
yang mengacu kepada Pedoman Umum Governansi Korporat using criteria and methodology that refer to the Indonesian
Indonesia (PUGKI) dengan prinsip ETAK (Perilaku Beretika, Corporate Governance Guidelines (PUGKI) with the ETAK
Transparansi, Akuntabilitas dan Keberlanjutan). Penilaian ini principles (Ethical Behavior, Transparency, Accountability,
bertujuan untuk menilai implementasi GCG di Perseroan, serta and Sustainability). This assessment aims to evaluate the
merupakan wujud komitmen Perseroan dalam penerapan implementation of GCG in the Company and serves as a
GCG secara berkelanjutan. demonstration of the Company’s commitment to the ongoing
implementation of GCG.
Pihak yang Melakukan Asesmen Parties Responsible for the Assessment
1. Asesmen GCG berdasarkan Peraturan Otoritas Jasa 1. The GCG assessment is based on the Financial Services
Keuangan (OJK) No. 21/POJK.04/2015 tanggal 16 Authority (OJK) Regulation No. 21/POJK.04/2015 dated
November 2015 tentang Penerapan Pedoman Tata November 16, 2015, regarding the Implementation
Kelola Perusahaan Terbuka yang dijabarkan dalam Surat of Good Corporate Governance Guidelines for Public
Edaran Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 Companies, as outlined in the OJK Circular Letter No. 32/
tanggal 17 November 2015 tentang Pedoman Tata SEOJK.04/2015 dated November 17, 2015, is conducted
Kelola Perusahaan Terbuka dilakukan dengan cara self through self-assessment.
assessment.
2. Asesmen GCG menggunakan paramater Asean Corporate 2. The GCG assessment using the ASEAN Corporate
Governance Scorecard (ACGS), dilakukan oleh Indonesian Governance Scorecard (ACGS) parameters is conducted by
Institute for Corporate Directorship (IICD) dan secara self- the Indonesian Institute for Corporate Directorship (IICD)
assessment. and self-assessment.
3. Asesmen Governansi Korporat mengacu pada parameter 3. The Corporate Governance Assessment refers to the
Pedoman Umum Governansi Korporat Indonesia, yang parameters of the General Guidelines for Corporate
dikeluarkan oleh Komite Nasional Kebijakan Governansi Governance in Indonesia, issued by the National
(KNKG) pada tahun ini, dilakukan dengan cara self Committee on Governance Policies (KNKG), and is carried
assessment. out through a self-assessment method this year.
Kepatuhan Jasa Marga terhadap Peraturan dan Jasa Marga’s Compliance with OJK Regulations
Surat Edaran OJK terkait Pedoman Tata Kelola and Circular Letters regarding the Corporate
Perusahaan Terbuka Governance Code for Public Companies
Pedoman Tata Kelola Perusahaan Terbuka sebagaimana The Corporate Governance Code for Public Companies,
disampaikan dalam Surat Edaran OJK, mencakup 5 aspek, 8 as outlined in the OJK Circular Letter, includes 5 aspects,
prinsip, dan 25 rekomendasi penerapan aspek dan prinsip Tata 8 principles, and 25 recommendations for implementing
Kelola Perusahaan yang Baik. Rekomendasi penerapan aspek good corporate governance aspects and principles. These
dan prinsip Tata Kelola Perusahaan yang Baik dalam Pedoman recommendations serve as the ideal standard for applying
Tata Kelola, merupakan standar penerapan aspek dan prinsip good corporate governance principles that the Company is
Tata Kelola Perusahaan yang Baik yang secara ideal harus expected to adopt as part of its governance implementation.
diterapkan Perseroan, sebagai bentuk implementasi prinsip The details of its application are as follows:
tata kelola. Adapun uraian penerapannya dapat disampaikan,
sebagai berikut:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 431
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters regarding Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No.
Principle Recommendations Implementation in Jasa Marga Description
I. Aspek 1: Hubungan Perusahaan Terbuka dengan Pemegang Saham dalam menjamin hak-hak Pemegang Saham.
Aspect 1: Relationship between Public Companies and Shareholders in guaranteeing Shareholder rights.
Prinsip 1 Perusahaan Terbuka memiliki cara atau Voting dilakukan dengan e-voting yang Comply
Meningkatkan Nilai prosedur teknis pengumpulan suara disediakan oleh KSEI sebagai penyedia
Penyelenggaraan RUPS (voting) baik secara terbuka maupun e-RUPS.
Principle 1 tertutup yang mengedepankan Voting is done using e-voting provided by
Increasing the Value of independensi, dan kepentingan KSEI as the e-RUPS provider.
Holding GMS pemegang saham.
Public Companies have technical
methods or procedures for collecting
votes, both openly and secretly, which
prioritize independence and the
interests of shareholders.
Seluruh anggota Direksi dan anggota RUPS Tahunan dan RUPS Luar Biasa Comply
Dewan Komisaris Perusahaan Terbuka Perseroan dihadiri oleh seluruh anggota
hadir dalam RUPS Tahunan. Direksi dan seluruh anggota Dewan
The entire Board of Directors and Komisaris Perseroan baik secara luring
Board of Commissioners of the Public maupun daring.
Company were present at the Annual The Company's Annual GMS and
General Meeting of Shareholders. Extraordinary GMS were attended by all
members of the Board of Directors and all
members of the Board of Commissioners of
the Company both offline and online.
Ringkasan risalah RUPS tersedia Ringkasan Risalah RUPS tersedia dalam situs Comply
dalam Situs Web Perusahaan Terbuka web Perseroan selama lebih dari 1 (satu)
paling sedikit selama 1 (satu) tahun. tahun untuk menyediakan kecukupan waktu
A summary of the minutes of the GMS bagi Pemegang Saham untuk memperoleh
is available on the Public Company informasi.
Website for at least 1 (one) year. The Summary of the Minutes of the GMS
is available on the Company's website for
more than 1 (one) year to provide sufficient
time for Shareholders to obtain information.
Prinsip 2 Perusahaan Terbuka memiliki suatu Perseroan memiliki peraturan tentang Comply
Meningkatkan Kualitas kebijakan komunikasi dengan Pedoman Penyampaian Informasi Perseroan
Komunikasi Perusahaan pemegang saham atau investor. melalui Non- Deal Roadshow, Investor
Terbuka dengan Conference, Analyst Meeting dan Public
Pemegang Saham atau Public Companies have a Expose yang memuat waktu penyampaian
Investor. communication policy with informasi, lokasi penyelenggaraan, kriteria
Principle 2 shareholders or investors. penyelenggaraan, materi presentasi,
Improving the Quality frekuensi pelaksanaan kegiatan, feedback
of Public Company dari penyelenggara, dan laporan
Communication with penyelenggaraan.
Shareholders or The Company has regulations regarding
Investors. the Guidelines for Submitting Company
Information through Non-Deal Roadshows,
Investor Conferences, Analyst Meetings
and Public Exposes which contain the
time for submitting information, location
of the event, criteria for the event,
presentation materials, frequency of event
implementation, feedback from the event
organizers, and event reports.
Perusahaan Terbuka mengungkapkan Materi presentasi Perseroan untuk Comply
kebijakan komunikasi Perusahaan Pemegang Saham atau Investor tersedia
Terbuka dengan pemegang saham dalam situs web Perseroan untuk
atau investor dalam Situs Web. memberikan kesetaraan pada Pemegang
Public Companies disclose Public Saham atau Investor atas pengungkapan
Company communication policies informasi.
with shareholders or investors on the The Company's presentation materials for
Website. Shareholders or Investors are available
on the Company's website to provide
Shareholders or Investors with equal access
to information disclosure.
432 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 433
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters regarding Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No.
Principle Recommendations Implementation in Jasa Marga Description
II. Aspek 2: Fungsi dan Peran Dewan Komisaris
Aspect 2: Functions and Roles of the Board of Commissioners
Prinsip 3 Penentuan jumlah anggota Dewan Penentuan jumlah anggota Dewan Komisaris Explain
Memperkuat Komisaris mempertimbangkan kondisi berpedoman pada peraturan yang berlaku
Keanggotaan dan Perusahaan Terbuka. dan mempertimbangkan kondisi Perseroan
Komposisi Dewan Determination of the number sebagai Perusahaan Terbuka. Penunjukan
Komisaris of members of the Board of anggota Dewan Komisaris merupakan hak
Principle 3 Commissioners takes into account the Pemegang Saham Seri A Dwiwarna dan
Strengthening the conditions of the Public Company. disetujui dalam RUPS.
Membership and The determination of the number of
Composition of the Board members of the Board of Commissioners is
of Commissioners guided by applicable regulations and takes
into account the Company's condition as
a Public Company. The appointment of
members of the Board of Commissioners is
the right of Series A Dwiwarna Shareholders
and is approved at the GMS.
Penentuan komposisi anggota Komposisi anggota Dewan Komisaris telah Explain
Dewan Komisaris memperhatikan memenuhi aspek keberagaman keahlian,
keberagaman keahlian, pengetahuan, pengetahuan, dan pengalaman yang
dan pengalaman yang dibutuhkan. dibutuhkan sesuai dengan bidang usaha
Determining the composition Perseroan. Penunjukan anggota Dewan
of the members of the Board of Komisaris merupakan hak Pemegang Saham
Commissioners takes into account the Seri A Dwiwarna dan disetujui dalam RUPS.
diversity of expertise, knowledge and The composition of the members of the
experience required. Board of Commissioners has fulfilled the
aspects of diversity of expertise, knowledge,
and experience required in accordance
with the Company's business fields. The
appointment of members of the Board
of Commissioners is the right of Series A
Dwiwarna Shareholders and is approved at
the GMS.
Prinsip 4 Dewan Komisaris mempunyai Dewan Komisaris telah memiliki kebijakan Comply
Meningkatkan Kualitas kebijakan penilaian sendiri (Self- penilaian sendiri (self-assessment) sesuai
Pelaksanaan Tugas dan Assessment) untuk menilai kinerja dengan Keputusan Dewan Komisaris No.
Tanggung Jawab Dewan Dewan Komisaris. KEP-125/X/2019.
Komisaris. The Board of Commissioners has The Board of Commissioners has a self-
Principle 4 its own assessment policy (Self- assessment policy in accordance with the
Improving the Quality of Assessment) to assess the performance Decree of the Board of Commissioners No.
Implementation of Duties of the Board of Commissioners. KEP-125/X/2019.
and Responsibilities
Kebijakan penilaian sendiri (Self Kebijakan self-assessment Dewan Komisaris Comply
of the Board of
Assessment) untuk menilai kinerja diungkapkan dalam Laporan Tahunan.
Commissioners.
Dewan Komisaris, diungkapkan The Board of Commissioners' self-
melalui Laporan Tahunan Perusahaan assessment policy is disclosed in the Annual
Terbuka. Report.
The self-assessment policy for
assessing the performance of the
Board of Commissioners is disclosed
through the Annual Report of the
Public Company.
Dewan Komisaris mempunyai Board Manual mencantumkan alasan Explain
kebijakan terkait pengunduran diri pemberhentian anggota Dewan Komisaris,
anggota Dewan Komisaris apabila di antaranya 1) Terlibat dalam tindakan
terlibat dalam kejahatan keuangan. yang merugikan Perseroan dan/atau negara;
The Board of Commissioners has 2) Dinyatakan bersalah dengan keputusan
a policy regarding the resignation Pengadilan yang mempunyai kekuatan
of members of the Board of hukum yang tetap.
Commissioners if they are involved in The Board Manual lists the reasons for
financial crimes. dismissal of members of the Board of
Commissioners, including 1) Involvement in
actions that are detrimental to the Company
and/or the country; 2) Being found guilty by
a court decision that has permanent legal
force.
Dewan Komisaris atau Komite yang Perseroan telah memiliki Komite Nominasi Comply
menjalankan fungsi Nominasi dan dan Remunerasi yang menyusun kebijakan
Remunerasi menyusun kebijakan suksesi dalam proses Nominasi anggota
suksesi dalam proses Nominasi Direksi.
anggota Direksi. The Company has a Nomination and
The Board of Commissioners or Remuneration Committee which prepares
the Committee that carries out the succession policies in the nomination
Nomination and Remuneration process for members of the Board of
function prepares a succession Directors.
policy in the nomination process for
members of the Board of Directors.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 433
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters regarding Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No.
Principle Recommendations Implementation in Jasa Marga Description
III. Aspek 3: Fungsi dan Peran Direksi
Aspect 3: Functions and Roles of the Board of Directors
Prinsip 5 Penentuan jumlah anggota Direksi Penentuan jumlah anggota Direksi Explain
Memperkuat mempertimbangkan kondisi berpedoman pada peraturan yang berlaku
Keanggotaan dan Perusahaan Terbuka serta efektifitas dan mempertimbangkan kondisi Perseroan
Komposisi Direksi. dalam pengambilan keputusan. sebagai Perusahaan Terbuka. Penunjukan
Principle 5 Determining the number of members anggota Dewan Komisaris merupakan hak
Strengthening the of the Board of Directors takes into Pemegang Saham Seri A Dwiwarna dan
Membership and account the conditions of the Public disetujui dalam RUPS.
Composition of the Board Company and the effectiveness of The determination of the number of
of Directors. decision-making. members of the Board of Directors is guided
by applicable regulations and takes into
account the Company's condition as a Public
Company. The appointment of members of
the Board of Commissioners is the right of
the Series A Dwiwarna Shareholders and is
approved at the GMS.
Penentuan komposisi anggota Direksi Komposisi anggota Direksi telah memenuhi Explain
memperhatikan, keberagaman aspek keberagaman keahlian, pengetahuan,
keahlian, pengetahuan, dan dan pengalaman yang dibutuhkan sesuai
pengalaman yang dibutuhkan. dengan bidang usaha Perseroan. Penunjukan
Determining the composition of the anggota Dewan Komisaris merupakan hak
Board of Directors members takes Pemegang Saham Seri A Dwiwarna dan
into account the diversity of skills, disetujui dalam RUPS.
knowledge and experience required. The composition of the Board of Directors
has fulfilled the aspects of diversity of
expertise, knowledge, and experience
required in accordance with the Company's
business fields. The appointment of
members of the Board of Commissioners is
the right of Series A Dwiwarna Shareholders
and is approved at the GMS.
Anggota Direksi yang membawahi Anggota Direksi yang membawahi bidang Comply
bidang akuntansi atau keuangan akuntansi atau keuangan memiliki keahlian
memiliki keahlian dan/atau dan/atau pengetahuan di bidang akuntansi
pengetahuan di bidang akuntansi. yang dibuktikan dengan latar belakang
Members of the Board of Directors pendidikan, sertifikasi pelatihan dan/atau
who oversee the accounting or pengalaman kerja terkait.
finance sector have expertise and/or Members of the Board of Directors
knowledge in the accounting sector. who oversee the accounting or finance
sector have expertise and/or knowledge
in the accounting sector as proven by
their educational background, training
certification and/or related work experience.
Prinsip 6 Direksi mempunyai kebijakan Direksi telah memiliki mempunyai kebijakan Comply
Meningkatkan Kualitas penilaian sendiri (Self Assessment) penilaian sendiri (self-assessment).
Pelaksanaan Tugas dan untuk menilai kinerja Direksi. The Board of Directors has its own self-
Tanggung Jawab Direksi. The Board of Directors has its own assessment policy.
Principle 6 assessment policy (Self Assessment)
Improving the Quality of to assess the performance of the
Implementation of Duties Board of Directors.
and Responsibilities of
Kebijakan penilaian sendiri (Self Kebijakan self-assessment Direksi Comply
the Board of Directors.
Assessment) untuk menilai kinerja diungkapkan dalam laporan tahunan
Direksi diungkapkan melalui laporan Perseroan.
tahunan Perusahaan Terbuka. The Board of Directors' self-assessment
The self-assessment policy for policy is disclosed in the Company's annual
assessing the performance of the report.
Board of Directors is disclosed in the
annual report of the Public Company.
Direksi mempunyai kebijakan terkait Board Manual mencantumkan alasan Explain
pengunduran diri anggota Direksi pemberhentian anggota Direksi, di antaranya
apabila terlibat dalam kejahatan 1) Terlibat dalam tindakan yang merugikan
keuangan. Perseroan dan/atau negara; 2) Dinyatakan
The Board of Directors has a policy bersalah dengan keputusan Pengadilan yang
regarding the resignation of members mempunyai kekuatan hukum yang tetap.
of the Board of Directors if they are The Board Manual lists the reasons for
involved in financial crimes. dismissal of members of the Board of
Directors, including 1) Involvement in
actions that are detrimental to the Company
and/or the country; 2) Being found guilty by
a court decision that has permanent legal
force.
434 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters regarding Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No.
Principle Recommendations Implementation in Jasa Marga Description
IV. Aspek 4: Partisipasi Pemangku Kepentingan
Aspect 4: Stakeholder Participation
Prinsip 7 Perusahaan Terbuka memiliki Perseroan memiliki kebijakan untuk Comply
Meningkatkan Aspek kebijakan untuk mencegah terjadinya mencegah terjadinya insider trading yang
Tata Kelola Perusahaan insider trading. memisahkan secara tegas data dan/atau
melalui Partisipasi Public Companies have policies to informasi yang bersifat rahasia dengan yang
Pemangku Kepentingan. prevent insider trading. bersifat publik, serta membagi tugas dan
Principle 7 tanggung jawab atas pengelolaan informasi
Improving Corporate dimaksud secara proporsional dan efisien.
Governance Aspects The Company has a policy to prevent insider
through Stakeholder trading by strictly separating confidential
Participation. data and/or information from public data,
and dividing tasks and responsibilities for
managing the information in a proportional
and efficient manner.
Perusahaan Terbuka memiliki Perseroan telah memiliki berbagai Comply
kebijakan anti korupsi dan anti fraud. governance soft structure, yang berperan
Public Companies have anti- sebagai living documents bagi Insan Jasa
corruption and anti-fraud policies. Marga (Dewan Komisaris, Komite, Sekretaris
Dewan Komisaris, Staf Dewan Komisaris,
Direksi dan seluruh Karyawan Perseroan,
termasuk karyawan yang ditugaskan di
Anak Perusahaan dan instansi lainnya,
serta personil yang secara langsung
bekerja untuk dan atas nama Perseroan)
dalam melaksanakan tugas dan tanggung
jawabnya, berupa kebijakan-kebijakan
Direksi dan/atau Dewan Komisaris, di
antaranya Pedoman Tata Kelola Perusahaan
(Code of Corporate Governance), Pedoman
Perilaku (Code of Conduct), Pedoman
Pengendalian Gratifikasi, Pedoman Benturan
Kepentingan (Conflict of Interest), Pedoman
Whistleblowing System, Kebijakan Anti
Penyuapan, serta sedang dalam finalisasi
Pedoman Anti-Fraud. Pedoman-pedoman
dimaksud merupakan upaya-upaya
pencegahan terhadap segala praktik korupsi
baik memberi atau menerima dari pihak lain.
The Company has various governance soft
structures, which act as living documents
for Jasa Marga Personnel (Board of
Commissioners, Committees, Secretary of
the Board of Commissioners, Staff of the
Board of Commissioners, Directors and
all Employees of the Company, including
employees assigned to Subsidiaries and
other agencies, as well as personnel who
directly work for and on behalf of the
Company) in carrying out their duties and
responsibilities, in the form of policies
of the Board of Directors and/or Board
of Commissioners, including the Code of
Corporate Governance, Code of Conduct,
Gratification Control Guidelines, Conflict
of Interest Guidelines, Whistleblowing
System Guidelines, Anti-Bribery Policy, and
currently in the finalization stage of the
Anti-Fraud Guidelines. The guidelines in
question are efforts to prevent all corrupt
practices, whether giving or receiving from
other parties.
Perusahaan Terbuka memiliki Perseroan telah memiliki Pedoman Perilaku Comply
kebijakan tentang seleksi dan (Code of Conduct), yang di antaranya
peningkatan kemampuan pemasok mengatur hubungan dengan pemasok dan
atau vendor. secara berkala mengadakan temu pemasok
Public Companies have policies dan/atau pelatihan bagi pemasok.
regarding the selection and The Company has a Code of Conduct, which
improvement of supplier or vendor among other things regulates relations
capabilities. with suppliers and regularly holds supplier
meetings and/or training for suppliers.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters regarding Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No.
Principle Recommendations Implementation in Jasa Marga Description
Prinsip 7 Perusahaan Terbuka memiliki Perseroan memiliki kebijakan untuk Comply
Meningkatkan Aspek kebijakan tentang pemenuhan hak- pemenuhan hak-hak kreditur yang
Tata Kelola Perusahaan hak kreditur. digunakan sebagai pedoman dalam
melalui Partisipasi Public Companies have policies melakukan pinjaman kepada kreditur, yang
Pemangku Kepentingan. regarding the fulfillment of creditors' mencakup pertimbangan dalam melakukan
Principle 7 rights. perjanjian, serta tindak lanjut dalam
Improving Corporate pemenuhan kewajiban Perseroan kepada
Governance Aspects kreditur.
through Stakeholder The Company has a policy for fulfilling
Participation. creditors' rights which is used as a
guideline in providing loans to creditors,
which includes considerations in making
agreements, as well as follow-up in fulfilling
the Company's obligations to creditors.
Perusahaan Terbuka memiliki Perseroan telah memiliki whistleblowing Comply
kebijakan sistem whistleblowing. system yang mencakup jenis pelanggaran
Public Companies have a yang dapat dilaporkan, cara pengaduan,
whistleblowing system policy. perlindungan dan jaminan kerahasiaan
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, how to report, protection and
guarantee of confidentiality of the reporter,
handling of complaints, parties who manage
complaints and the results of handling and
follow-up of complaints.
Perusahaan Terbuka memiliki Penentuan remunerasi bagi anggota Direksi Comply
kebijakan pemberian insentif jangka Perseroan mengacu pada Peraturan Menteri
panjang kepada Direksi dan karyawan. BUMN No. PER-3/MBU/03/2023 tentang
Public Companies have a policy of Organ dan Sumber Daya Manusia Badan
providing long-term incentives to Usaha Milik Negara, dengan memperhatikan
Directors and employees. dan mempertimbangkan hasil kajian yang
dilakukan oleh Komite Nominasi dan
Remunerasi, yang kemudian diusulkan
dalam RUPS yang dihadiri Pemegang Saham
Seri A Dwiwarna, untuk mendapatkan
persetujuan. Perseroan memiliki Sistem
Total Reward Karyawan yang ditetapkan
berdasarkan Keputusan Direksi, dengan
salah satunya filosofinya yaitu Long to Long
yang berarti pemberian reward yang bersifat
jangka panjang berdasarkan kinerja jangka
panjang.
Determination of remuneration for
members of the Company's Board of
Directors refers to the Regulation of the
Minister of SOEs No. PER-3/MBU/03/2023
concerning Organs and Human Resources
of State-Owned Enterprises, by taking into
account and considering the results of the
study conducted by the Nomination and
Remuneration Committee, which is then
proposed at the GMS attended by Series A
Dwiwarna Shareholders, to obtain approval.
The Company has a Total Employee Reward
System which is determined based on the
Board of Directors' Decision, one of the
philosophies of which is Long to Long, which
means providing long-term rewards based
on long-term performance.
436 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters regarding Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No.
Principle Recommendations Implementation in Jasa Marga Description
V. Aspek 5: Keterbukaan Informasi
Aspect 5: Transparency of Information
Prinsip 8 Perusahaan Terbuka memanfaatkan Selain situs web, Perseroan memanfaatkan Comply
Meningkatkan penggunaan teknologi informasi penggunaan media sosial sebagai media
Pelaksanaan Keterbukaan secara lebih luas selain Situs Web keterbukaan informasi.
Informasi. sebagai media keterbukaan informasi. In addition to the website, the Company
Principle 8 Public Companies utilize information utilizes social media as a medium for
Improving the technology more widely in addition to information disclosure.
Implementation Websites as a medium for information
of Information disclosure.
Transparency.
Laporan Tahunan Perusahaan Laporan Tahunan Jasa Marga Comply
Terbuka mengungkapkan pemilik mengungkapkan pemilik manfaat akhir
manfaat akhir dalam kepemilikan dalam kepemilikan saham Perseroan paling
saham Perusahaan Terbuka paling sedikit 5%, selain pengungkapan pemilik
sedikit 5% (lima persen), selain manfaat akhir dalam kepemilikan saham
pengungkapan pemilik manfaat akhir Perseroan melalui Pemegang Saham Utama
dalam kepemilikan saham Perusahaan dan Pengendali.
Terbuka melalui pemegang saham Jasa Marga's Annual Report discloses
utama dan pengendali. the ultimate beneficial owners in the
The Annual Report of a Public Company's share ownership of at least 5%,
Company discloses the ultimate in addition to the disclosure of the ultimate
beneficial owners in the ownership beneficial owners in the Company's share
of shares of the Public Company of at ownership through Majority and Controlling
least 5% (five percent), in addition to Shareholders.
disclosure of the ultimate beneficial
owners in the ownership of shares of
the Public Company through major
and controlling shareholders.
Asesmen GCG berdasarkan ASEAN Corporate GCG Assessment based on the ASEAN Corporate
Governance Scorecard (ACGS) Governance Scorecard (ACGS)
Assessment GCG yang dilakukan Perseroan salah satunya The GCG assessment conducted by the Company includes the
ASEAN Corporate Governance Scorecard ASEAN Corporate ASEAN Corporate Governance Scorecard. The ASEAN Corporate
Governance Scorecard adalah salah satu inisiatif dari Forum Governance Scorecard is one of the initiatives by the ASEAN
Pasar Modal ASEAN (ASEAN Capital Market Forum/ACMF) dalam Capital Market Forum (ACMF) aimed at the integration of the
rangka integrasi pasar modal negara-negara anggota Asosiasi capital markets of the member countries of the Association of
Negara-Negara Asia Tenggara (ASEAN). Negara-negara yang Southeast Asian Nations (ASEAN). The countries participating
berpartisipasi dalam ACGS ini adalah Indonesia, Singapore, in this ACGS are Indonesia, Singapore, Thailand, Malaysia, the
Thailand, Malaysia, Phillippines, dan Vietnam. Tujuan-tujuan Philippines, and Vietnam. The objectives of implementing the
dilakukannya ACGS adalah sebagai berikut: ACGS are as follows:
1. Meningkatkan standar-standar dan praktik-praktik tata 1. Improving the standards and practices of corporate
kelola korporasi dari perusahaan-perusahaan terbuka di governance for public companies in ASEAN;
ASEAN;
2. Memperbesar kelayakan global bagi perusahaan- 2. Enhancing the global attractiveness of ASEAN public
perusahaan terbuka ASEAN dengan tata kelola korporasi companies with good corporate governance and
yang baik dan menunjukkan kepada mereka (masyarakat demonstrate to the global community that these
global) bahwa perusahaan-perusahaan ini adalah tempat companies are viable investment opportunities; and
untuk berinvestasi; dan
3. Melengkapi inisiatif-inisiatif ACMF lainnya dan 3. Completing other ACMF initiatives and promote ASEAN
mempromosikan ASEAN sebagai suatu kelompok aset as a group of high-quality assets. This initiative not
berkelas. Inisiatif ini tidak hanya mendorong setiap negara only encourages each ASEAN country participating in
ASEAN yang berpartisipasi dalam ACGS memperkuat the ACGS to strengthen their regulatory frameworks
kerangka peraturan perundang-undangan yang berkaitan related to corporate governance practices, but it has
dengan praktik-praktik GCG, tetapi juga telah mendorong also motivated public companies in ASEAN, including
perusahaan-perusahaan terbuka di ASEAN, termasuk Indonesia, to strengthen their corporate governance
Indonesia, berupaya memperkuat sistem Corporate systems by adopting the principles of corporate
Governance mereka dengan mengadopsi prinsip-prinsip governance according to the ACGS. The ACGS is a
GCG menurut ACGS. ACGS adalah suatu alat kuantitatif quantitative tool used to measure the compliance of
untuk mengukur kepatuhan perusahaan-perusahaan public companies in ASEAN with corporate governance
terbuka di ASEAN terhadap pedoman Corporate Governance guidelines based on exemplary practices aligned with
menurut praktik-praktik keteladanan berbasis standar- international standards, particularly the corporate
standar internasional, khususnya prinsip-prinsip Corporate governance principles issued by the Organization for
Governance yang dikeluarkan oleh the Organization for Economic Cooperation and Development (OECD).
Economic Cooperation and Development (OECD).
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 437
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pada tahun 2023, instrumen penilaian ACGS mengalami In 2023, the ACGS assessment instrument underwent changes,
perubahan, dengan terdapatnya beberapa penekanan pada with an increased emphasis on corporate governance
pokok praktik tata kelola yang berkenaan dengan isu-isu practices related to environmental issues, sustainability, and
lingkungan, keberlanjutan serta Ketangguhan yang banyak resilience, which have become key concerns for the business
menjadi perhatian bagi dunia usaha. world.
Instrumen penilaian ACGS tahun 2023 masih terbagi kedalam The 2023 ACGS assessment instrument is still divided into 2
2 (dua) tingkat/level, dengan beberapa perubahan terdapat (two) levels, with some changes made at Level 1. The details
pada Level 1. Adapun instrumen penilaian ACGS tersebut of the ACGS assessment instrument are as follows:
dapat dijelaskan sebagai berikut:
1. Level 1, terdiri dari 4 (empat) yaitu: 1. Level 1 consists of 4 (four) categories, namely:
a. Prinsip A - Hak-hak dan Perlakuan Setara terhadap a. Principle A – Rights and Equitable Treatment of
Pemegang Saham (Rights and Equitable Treatment Shareholders.
of Shareholders).
b. Prinsip B - Keberlanjutan dan Ketangguhan b. Principle B – Sustainability and Resilience.
(Sustainability and Resilience).
c. Prinsip C - Pengungkapan dan Transparansi c. Principle C – Disclosure and Transparency.
(Disclosure and Transparency).
d. Prinsip D - Tanggung Tanggung Jawab Dewan d. Principle D – Responsibilities of the Board.
(Responsibilities of the Board).
2. Level 2, terdiri dari Bonus dan Penalti. 2. Level 2 consists of Bonuses and Penalties.
Tahun 2021, Perseroan berhasil memperoleh penghargaan In 2021, the Company successfully received an award and was
dan masuk 10 (sepuluh) Perusahaan tercatat di Indonesia yang ranked among the top 10 listed companies in Indonesia in the
masuk dalam kategori “ASEAN Asset Class Thresholds.” “ASEAN Asset Class Thresholds” category.
Sebagaimana tahun-tahun sebelumnya, pada tahun 2024, Jasa As in previous years, in 2024, Jasa Marga conducted the ACGS
Marga melakukan kembali penilaian ACGS untuk tahun buku assessment for the 2023 fiscal year, which was based on
2023, yang penilaiannya didasarkan pada informasi publik, public information, particularly the 2023 annual report and
terutama pada laporan tahunan tahun 2023 serta situs web the Company’s website. According to the ACGS assessment
Perseroan. Berdasarkan laporan penilaian ACGS yang dilakukan report conducted by the Indonesian Institute for Corporate
oleh Indonesian Institute for Corporate Directorship (IICD), Directorship (IICD), the Total Corporate Governance Score
Total Corporate Governance Score (overall score) berdasarkan (overall score) based on ACGS parameters for the 2023
parameter ACGS untuk tahun buku 2023 adalah sebesar fiscal year is 104.18. Based on this final score, Jasa Marga’s
104,18. Berdasarkan Skor akhir tersebut, maka kinerja tingkat, compliance performance is categorized as “Leadership in
kepatuhan Jasa Marga termasuk dalam predikat “Leadership Corporate Governance,” indicating that the company’s GCG
in Corporate Governance”, dengan demikian praktik GCG yang practices have fully adopted international standards based on
dilakukan Perseroan sudah mengadopsi secara penuh standar ACGS parameters.
internasional berdasarkan parameter ACGS.
Skor total yang diperoleh Perseroan tersebut, berada di atas The total score obtained by the Company is above the
skor rata-rata untuk perusahaan publik (Tbk) atau emiten average score for public companies (Tbk) or issuers in the
yang masuk dalam kategori Big Cap (100 perusahaan dengan Big Cap category (the 100 companies with the largest market
kapitalisasi pasar terbesar di bursa) yang nilainya sebesar capitalization on the stock exchange), which is 82.94.
82,94.
Rincian skor beserta rekomendasinya adalah sebagai berikut: The details of the score along with the recommendations are
as follows:
438 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Hasil Penilaian (Level 1)
Table of Assessment Results (Level 1)
Prinsip Jumlah Item Penilaian Total Item Penilaian yang Telah Dipenuhi Bobot Penilaian (%) Skor
Principle Total of Assessment Items Total Assessment Items that have been Fulfilled Rating Weight (%) Score
A 30 25 20% 16,67
B 22 21 15% 14,32
C 34 34 25% 25,00
D 63 57 40% 36,19
Level 1 149 137 100% 92,18
Score
Hasil Penilaian Level 2 (Bonus dan Penalti)
Level 2 Assessment Results (Bonus and Penalty)
Bonus & Penalti Jumlah Item Penilaian Total Item Penilaian yang Mendapat Bonus dan Penalti Skor
Bonus & Penalty Total of Assessment Items Total Assessment Items that Receive Bonuses and Penalties Score
Bonus 16 8 14
Penalti 16 1 -2
Penalty
Level 2 Score 12
Total Nilai untuk Praktik GCG PT Jasa Marga (Persero) Tbk
Total Score for PT Jasa Marga (Persero) Tbk’s GCG Practices
Komponen Penilaian Skor Tertimbang per Prinsip
No.
Assessment Component Weighted Score per Principle
1. Hak-Hak dan Perlakuan Setara Terhadap Pemegang Saham 16,67
Rights and Equal Treatment of Shareholders
Total skor kasar* bobot/ Total raw score * weight = 80 x 20%
2. Keberlanjutan dan Ketangguhan 14,32
Sustainability and Resilience
90,91 x 15%
3. Keterbukaan dan Transparansi 25,00
Disclosure and Transparency
100 x 25%
4. Tanggung Jawab Dewan Komisaris 36,19
Responsibilities of the Board of Commissioners
90,48 x 40%
Total Skor Tertimbang (Level 1) 92,18
Total Weighted Score (Level 1)
5. Bonus 14
Bonus
6. Penalti -2
Penalty
Total Skor Tertimbang 104,18
Total Weighted Score
Uraian Pernyataan Kepatuhan Perseroan terhadap Pedoman The description of the Company’s compliance statement with
Tata Kelola berdasarkan ACGS yang sudah diterapkan secara the Governance Guidelines based on ACGS that have been
penuh adalah sebagai berikut: fully implemented is as follows:
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pernyataan Kepatuhan Perseroan terhadap Pedoman Tata Kelola berdasarkan ACGS dengan Status Penerapan Penuh
The Company’s Statement of Compliance with the Governance Guidelines based on ACGS with Fully Implementation Status
Level/No. Corporate Governance Standard Criteria
Level 1
A.1 Hak Dasar Pemegang Saham.
Basic Rights of Shareholders.
A.2 Hak untuk berpartisipasi secara efektif dan menggunakan suara dalam RUPS serta hak untuk mendapatkan informasi mengenai
aturan-aturan yang berlaku dalam RUPS (termasuk prosedur voting).
The right to participate effectively and exercise one’s vote in the GMS and the right to obtain information regarding the rules
applicable in the GMS (including voting procedures).
A.3 Pasar untuk pengendalian/kontrol perusahaan (Markets for Corporate control) harus dimungkinkan berfungsi dengan cara yang
efisien dan transparan.
Markets for Corporate control must be enabled to function in an efficient and transparent manner.
A.5 Kepemilikan Saham dan Hak Suara.
Share Ownership and Voting Rights.
A.9 Perlindungan kepada para pemegang saham minoritas dari tindakan-tindakan abusif.
Protection of minority shareholders from actions abusive.
B.1 Pengungkapan terkait keberlanjutan harus konsisten, dapat dibandingkan, dan dapat diandalkan, serta mencakup materi
informasi masa lalu dan masa depan yang wajar dan penting bagi investor dalam membuat keputusan investasi atau menentukan
suara.
Sustainability disclosures must be consistent, comparable and reliable, and include past and future information that is material
and important to investors in making investment decisions or voting.
B.2 Kerangka tata kelola Perseroan harus memungkinkan adanya dialog antara Perseroan, pemegang saham, dan pemangku
kepentingan untuk bertukar pandangan mengenai masalah keberlanjutan.
The Company's governance framework should allow for dialogue between the Company, shareholders and stakeholders to
exchange views on sustainability issues.
B3 Kerangka tata kelola Perseroan harus memastikan bahwa Dewan Direksi secara memadai mempertimbangkan risiko dan peluang
keberlanjutan yang material ketika menjalankan perannya dalam menelaah, memantau dan memandu praktik tata kelola,
pengungkapan, strategi, sistem manajemen risiko dan pengendalian internal, termasuk yang berkaitan dengan risiko fisik dan
transisi terkait perubahan iklim.
The Company’s governance framework must ensure that the Board of Directors adequately considers material sustainability
risks and opportunities when carrying out its role in reviewing, monitoring and guiding governance practices, disclosures,
strategies, risk management systems and internal controls, including those relating to physical and transition risks related to
climate change.
B.4 Hak-Hak Para Pemangku Kepentingan yang ditetapkan oleh UU atau lewat kesepakatan bersama haruslah dihormati dan
mendorong kerjasama aktif antara Perseroan dan pemangku kepentingan dalam menciptakan kesejahteraan, lapangan kerja,
dan keuangan berkelanjutan.
Stakeholders’ rights as stipulated by law or through mutual agreements must be respected and encourage active cooperation
between the Company’s and stakeholders in creating prosperity, employment and sustainable finance.
B.5 Para pemangku kepentingan haruslah memiliki peluang untuk mendapatkan ganti rugi efektif untuk pelanggaran-pelanggaran
atas hak-hak mereka.
Stakeholders must have the opportunity to obtain effective redress for violations of their rights.
B.7 Para pemangku kepentingan, termasuk karyawan individu dan badan-badan perwakilan mereka, haruslah dapat secara bebas
mengkomunikasikan keprihatinan mereka kepada Dewan atas praktik-praktik melanggar hukum dan tidak etis dan hak-hak
mereka melakukan ini haruslah dilindungi.
Stakeholders, including individual employees and their representative bodies, should be able to freely communicate their
concerns to the Board about unlawful and unethical practices and their rights to do so should be protected.
C.1 Transparansi Struktur kepemilikan.
Transparency of Ownership Structure.
C.2 Kualitas Laporan Tahunan.
Quality of Annual Report.
C.3 Remunerasi Anggota Dewan Komisaris dan Direksi.
Remuneration of Members of the Board of Commissioners and Directors.
C.4 Pengungkapan atas Transaksi Hubungan Istimewa.
Disclosure of Related Party Transactions.
C.5 Pengungkapan atas transaksi saham perusahaan yang dilakukan oleh para anggota Direksi atau Dewan Komisaris.
Disclosure of company share transactions carried out by members of the Board of Directors or Board of Commissioners.
C.6 Eksternal Auditor dan Laporan Auditor.
External Auditors and Auditor Reports.
C.7 Media Komunikasi Perseroan.
Corporate Communication Media.
C.8 Penyampaian informasi laporan keuangan atau laporan tahunan secara tepat waktu.
Timely delivery of financial report information or annual reports.
C.9 Website Perseroan.
Company Website.
C.10 Keberadaan Investor Relations dalam Perseroan
The Existence of Investor Relations in the Company
D.1 Tugas dan Tanggung Jawab Direksi dan Dewan Komisaris.
Duties and Responsibilities of the Board of Directors and Board of Commissioners.
D.2 Struktur Dewan Komisaris.
Structure of the Board of Commissioners.
440 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 441
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pada Penilaian Bonus dan Penalti, terdapat 8 (delapan) items In the Bonus and Penalty Assessment, there are 8 (eight)
Bonus yang dapat dipenuhi Perseroan dan 1 (satu) items Bonus items that the Company can fulfill and 1 (one) Penalty
Penalti sebagai berikut: items, as follows:
Level/No. Corporate Governance Standard Criteria
Level 2
(B) A.1.1 Penggunaan electronic voting dalam proses pemungutan suara (voting) pada saat penyelenggaraan RUPS untuk setiap agenda atau
mata acara rapat.
The use of electronic voting in the voting process during the holding of the GMS for each agenda or meeting item.
(B) B.1.1 Adanya pengungkapan mengenai praktik yang telah dijalankan Perseroan dalam pengelolaan risiko dan peluang terkait dengan
(perubahan) iklim.
There is disclosure regarding the practices that the Company has implemented in managing risks and opportunities related to
climate (change).
(B) B.1.2 Terdapat pengungkapan yang menyatakan bahwa Laporan Keberlanjutan Perseroan telah dipastikan secara eksternal.
There is a disclosure stating that the Company's Sustainability Report has been externally verified.
(B) B.1.3 Perseroan telah mengungkapkan informasi mengenai saluran keterlibatan dengan kelompok pemangku kepentingan, termasuk
informasi tentang upaya perusahaan dalam merespon atau menanggapi masalah ESG para pemangku kepentingan.
The Company has disclosed information regarding engagement channels with stakeholder groups, including information about
the Company's efforts to respond to or address stakeholders' ESG concerns.
(B) B.1.4 Perseroan telah memiliki unit/divisi/komite khusus yang mengelola atau bertanggung jawab untuk masalah keberlanjutan.
The Company has a special unit/division/committee that manages or is responsible for sustainability issues.
(B) B.1.7 Perseroan telah melibatkan/menggunakan pihak/Lembaga independent dalam pengelolaan sistem WBS (Whistle Blowing System).
The Company has involved/used independent parties/institutions in managing the WBS (Whistle Blowing System).
(B) D.5.1 Pengungkapan dan penjelasan strategi information technology governance, termasuk diantaranya terkait disruption, cyber security
serta disaster recovery.
Disclosure and explanation of information technology governance strategies, including those related to disruption, cyber security
and disaster recovery.
(B) D.6.1 Keberadaan Komite Risiko secara terpisah atau independent di dalam Perseroan. Praktik ini telah dijalankan di PT Jasa Marga
(Persero) Tbk yang ditunjukkan melalui keberadaan dari Komite Risiko dan Legal (Risk and Legal Committee).
The existence of a separate or independent Risk Committee within the company. This practice has been implemented in PT Jasa
Marga (Persero) Tbk which is shown through the existence of the Risk and Legal Committee.
(P) D.4.2 Poin penalti ini tidak akan dikenakan kepada Perseroan jika Komisaris Independen tidak memperoleh opsi saham, saham bonus
atau tantiem/bonus dari Perseroan yang didasarkan pada pencapaian kinerja. Selama tahun buku 2023 secara jelas terungkap
bahwa perusahaan telah memberikan bonus berupa tantiem kepada seluruh anggota Dewan Komisaris, termasuk diantaranya
untuk Komisaris Independen.
This penalty point will not be imposed on the Company if the Independent Commissioner does not receive stock options, bonus
shares or bonuses/bonuses from the company based on performance achievements. During the 2023 financial year, it was clearly
revealed that the company had provided bonuses in the form of bonuses to all members of the Board of Commissioners, including
Independent Commissioners.
Total Corporate Governance Score (overall score) praktik GCG The Total Corporate Governance Score (overall score) for GCG
yang diperoleh Perseroan untuk tahun buku 2023 (ASEAN practices achieved by the Company for the 2023 fiscal year
Scorecard 2024) adalah sebesar 104,18 poin. Berdasarkan (ASEAN Scorecard 2024) is 104.18 point. Based on the final
Skor akhir tersebut, maka kinerja tingkat kepatuhan Jasa score, Jasa Marga’s compliance level performance is included
Marga termasuk dalam predikat “Leadership in Corporate in the predicate “Leadership in Corporate Governance”, or
Governance”, atau Level 5 (lebih dari 100), artinya praktik GCG Level 5 (more than 100), meaning that the GCG practices
yang dilakukan perusahaan melebihi yang disyaratkan oleh carried out by the Company exceed those required by Level
Level 1 (Struktur ACGS). 1 (ACGS Structure).
Skor total yang didapatkan oleh perusahaan masih berada di The total score obtained by the Company is still above the
atas skor rata-rata untuk emiten atau perusahaan publik (Tbk) average score for issuers or public companies (Tbk) included
yang masuk dalam kategori Big Cap (100 perusahaan dengan in the Big Cap category (100 companies with the largest
kapitalisasi pasar terbesar di bursa) yang nilainya mencapai market capitalization on the stock exchange) which is worth
sebesar 82,94. 82.94.
Self-assessment Perseroan berdasarkan parameter ACGS The Company’s self-assessment based on ACGS parameters is
dimuat dalam situs web Jasa Marga www.jasamarga.com published on the Jasa Marga website www.jasamarga.com in
dalam menu tersendiri. a separate menu.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 441
Page 442
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Rekomendasi Hasil Asesmen GCG berdasarkan ASEAN Recommendations from the 2023 GCG Assessment
Corporate Governance Scorecard (ACGS) Tahun 2023 Results Based on the ASEAN Corporate Governance
Scorecard (ACGS)
Rekomendasi Level 1
Level 1 Recommendation
Tabel Rekomendasi Hasil Asesmen GCG berdasarkan ASEAN Corporate Governance Scorecard (ACGS) Tahun 2024
Table of Recommended GCG Assessment Results based on the 2024 Asean Corporate Governance Scorecard (ACGS)
Rekomendasi
Skor Recommendation
Prinsip
Score
Principle
Jumlah Parameter
Total Parameter
Hak-Hak dan Perlakuan Setara Terhadap Pemegang 16,67 5 (A.4.1)
Saham (A.6.1)
Equal Treatment of Shareholders (A.6.4)
(A.7.1)
(A.8.3)
Keberlanjutan dan Ketangguhan 14,32 1 (B.6.3)
Sustainability and Resilience
Keterbukaan dan Transparansi 25,00 - -
Openness and Transparency
Tanggung Jawab Dewan Komisaris 36,19 6 (D.3.1)
Responsibilities of the Board of Commissioners (D.3.4)
(D.3.13)
(D.4.2)
(D.4.5)
(D.5.6)
Level 1 Score 92,18
Penerapan Rekomendasi Pedoman Umum Implementation of the Recommendations
Governansi Korporat Indonesia (PUGKI) from the Indonesian Corporate Governance
Guidelines (PUGKI)
Selain melakukan pemenuhan terhadap rekomendasi In addition to complying with the recommendations outlined
sebagaimana Peraturan Otoritas Jasa Keuangan (OJK) No. in the Financial Services Authority (OJK) Regulation No. 21/
21/POJK.04/2015 tanggal 16 November 2015 tentang POJK.04/2015 dated November 16, 2015, regarding the
Penerapan Pedoman Tata Kelola Perusahaan Terbuka yang Implementation of Corporate Governance Guidelines for
dijabarkan dalam Surat Edaran Otoritas Jasa Keuangan No. Public Companies, as detailed in OJK Circular Letter No. 32/
32/SEOJK.04/2015 tanggal 17 November 2015 tentang SEOJK.04/2015 dated November 17, 2015, on the Guidelines
Pedoman Tata Kelola Perusahaan Terbuka, Perseroan juga for Corporate Governance of Public Companies, the Company
melakukan pemenuhan terhadap rekomendasi PUGKI. also adheres to the recommendations of PUGKI. PUGKI
Dalam PUGKI terdapat 8 Prinsip dan 81 rekomendasi, includes 8 Principles and 81 recommendations, which are
yang atas pemenuhannya tersebut dimaksudkan untuk aimed at establishing global-standard corporate governance
menetapkan praktik governansi korporat berstandar global practices to protect the interests and meet the expectations
guna melindungi kepentingan dan memenuhi harapan para of shareholders, creditors, debtors, and other stakeholders,
pemegang saham, kreditur, debitur, dan para pemangku aiming for the creation of long-term sustainable corporate
kepentingan lain agar tercapai penciptaan nilai korporasi value. The implementation of the PUGKI recommendations at
yang berkelanjutan dalam jangka panjang. Adapun penerapan the Company can be briefly seen in the table below:
rekomendasi PUGKI di Perseroan, secara ringkas dapat dilihat
pada tabel berikut:
442 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2024
General Guidelines for Indonesian Corporate Governance 2024
Penerapan/
Prinsip Governansi Korporat Keterangan Penerapan
No. Penjelasan
Corporate Governance Principle Implementation Description
Apply/Explain
1. Peran dan Tanggung Jawab Direksi dan Dewan Komisaris
Roles and Responsibilities of Board of Directors and Board of Commissioners
Direksi dan Dewan Komisaris Apply Dewan Komisaris menjalankan peran pengawasan dan pemberian nasihat
menjalankan peran dan tanggung kepada Direksi dalam menjalankan peran pengelolaan Perseroan secara
jawabnya secara independen dalam penuh melaksanakan tanggung jawab fidusia dengan itikad baik dan kehati-
menciptakan nilai yang berkelanjutan hatian berdasarkan informasi relevan dan lengkap demi kepentingan terbaik
untuk kepentingan terbaik jangka Perseroan dalam jangka panjang.
panjang korporasi dan pemegang
saham, dengan mempertimbangkan Semua anggota Direksi dan anggota Dewan Komisaris berkomitmen
kepentingan para pemangku untuk menghindari benturan kepentingan serta perbuatan mengejar
kepentingan. kepentingan pribadi dalam pengambilan suatu keputusan. Sebagai salah
The Board of Directors and Board of satu bentuk akuntabilitas pelaksanaan peran dan tanggung jawabnya,
Commissioners conduct their roles dilaksanakan evaluasi atas kinerja Komisaris Utama dan anggota Dewan
and responsibilities independently Komisaris, serta Direktur Utama dan anggota Direksi. Direksi dan Dewan
in creating sustainable value for Komisaris melaksanakan program pengembangan kompetensi dalam rangka
the corporation’s long-term best memastikan pelaksanaan tugas dan tanggung jawab masing-masing sesuai
interests and its shareholders while dengan kebutuhan Perseroan.
also considering the interests of
stakeholders. Selengkapnya penerapan prinsip ini di Perseroan dapat dilihat di situs web
Jasa Marga www.jasamarga.com
The Board of Commissioners performs its supervisory and advisory role
for the Board of Directors in managing the Company, fulfilling its fiduciary
duties with integrity and prudence, based on relevant and comprehensive
information, to safeguard the Company’s best long-term interests.
All members of the Board of Directors and the Board of Commissioners are
committed to avoiding conflicts of interest and refraining from pursuing
personal interests in decision-making. As part of their accountability in
fulfilling their roles and responsibilities, performance evaluations are
conducted for the President Commissioner with Board of Commissioners,
and the President Director with Board of Directors. The Board of
Directors and the Board of Commissioners also participate in competency
development programs to ensure the effective execution of their duties and
responsibilities in alignment with the Company’s needs.
For further details on the implementation of this principle within the
Company, please visit Jasa Marga’s website at www.jasamarga.com.
2. Komposisi dan Remunerasi Direksi dan Dewan Komisaris
Composition and Remuneration of the Board of Directors and Board of Commissioners
Anggota Direksi dan anggota Dewan Explain Dewan Komisaris, dibantu oleh Komite Nominasi dan Remunerasi menyusun:
Komisaris dipilih dan ditetapkan a. Komposisi dan proses nominasi anggota Direksi dan anggota Dewan
sedemikian rupa sehingga komposisi Komisaris;
Direksi dan Dewan Komisaris adalah b. Kebijakan dan kriteria yang dibutuhkan dalam proses nominasi calon
beragam dan masing-masing terdiri anggota Direksi dan anggota Dewan Komisaris; dan
dari para Direktur dan Komisaris yang c. Struktur remunerasi, kebijakan remunerasi dan besaran remunerasi bagi
memiliki komitmen, pengetahuan, anggota Direksi dan Dewan Komisaris.
kemampuan, dan keahlian yang Perseroan mematuhi persyaratan dan tata cara yang diatur melalui Peraturan
dibutuhkan untuk memenuhi secara Menteri Badan Usaha Milik Negara No. PER-3/MBU/03/2023 tentang Organ
tepat peran pengelolaan Direksi dan dan Sumber Daya Manusia Badan Usaha Milik Negara.
peran pengawasan Dewan Komisaris.
Penunjukan anggota Direksi dan Dewan Komisaris merupakan hak Pemegang
Remunerasi dirancang untuk secara Saham Seri A Dwiwarna dan disetujui dalam RUPS.
efektif menyelaraskan kepentingan
anggota Direksi dan anggota Dewan Selengkapnya penerapan prinsip ini di Perseroan dapat dilihat di situs web
Komisaris dengan kepentingan jangka Jasa Marga www.jasamarga.com
panjang korporasi dan penciptaan
nilai yang berkelanjutan. The Board of Commissioners, assisted by the Nomination and Remuneration
Committee, prepares:
Members of the Board of Directors a. The composition and nomination process for the members of the Board of
and the Board of Commissioners Directors and the Board of Commissioners;
are selected and appointed in a b. The policies and criteria required in the nomination process for candidates
manner that ensures diversity in their for the Board of Directors and the Board of Commissioners; and
composition. Each board consists c. The remuneration structure, remuneration policy, and the amount of
of Directors and Commissioners remuneration for the members of the Board of Directors and the Board of
who demonstrate the commitment, Commissioners.
knowledge, skills, and expertise The Company complies with the requirements and procedures outlined
necessary to effectively fulfill the in the Minister of State-Owned Enterprises Regulation No. PER-3/
management role of the Board of MBU/03/2023 regarding the Governance and Human Resources of State-
Directors and the supervisory role of Owned Enterprises.
the Board of Commissioners.
The appointment of members of the Board of Directors and the Board of
Remuneration is designed to Commissioners is the right of the Series A Dwiwarna Shareholders and is
effectively align the interests of the approved at the Annual General Meeting of Shareholders (RUPS).
members of the Board of Directors
and the Board of Commissioners For more details on the implementation of this principle in the Company,
with the long-term interests of the you can visit the Jasa Marga website at www.jasamarga.com.
corporation and the creation of
sustainable value.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 443
Page 444
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
separate submenu.
Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2024
General Guidelines for Indonesian Corporate Governance 2024
Penerapan/
Prinsip Governansi Korporat Keterangan Penerapan
No. Penjelasan
Corporate Governance Principle Implementation Description
Apply/Explain
3. Hubungan Kerja antara Direksi dengan Dewan Komisaris
Working Relations between the Board of Directors and the Board of Commissioners
Direksi dan Dewan Komisaris Apply Dalam melaksanakan tugas dan tanggung jawabnya, Direksi dan Dewan
memiliki hubungan kerja yang erat, Komisaris saling berkoordinasi dalam hubungan kerja yang erat, terbuka,
terbuka, konstruktif, profesional dan konstruktif, profesional dan saling percaya untuk kepentingan terbaik
saling percaya untuk kepentingan Perseroan.
terbaik korporasi.
The Board of Directors and the Board Selengkapnya penerapan prinsip ini di Perseroan dapat dilihat di situs web
of Commissioners have a close, Jasa Marga www.jasamarga.com
open, constructive, professional,
and mutually trusting working In carrying out their duties and responsibilities, the Board of Directors and
relationship for the best interests of the Board of Commissioners coordinate with each other in a close, open,
the corporation. constructive, professional, and mutually trusting working relationship for
the best interests of the Company.
For more details on the implementation of this principle in the Company,
you can visit the Jasa Marga website at www.jasamarga.com.
4. Perilaku Etis dan Bertanggung Jawab
Ethical and Responsible Behavior
Korporasi memiliki komitmen Apply Perseroan memiliki, menyelenggarakan sosialisasi dan menegakkan kode
untuk bertindak secara etis dan etik yang berlaku bagi Insan Jasa Marga (Dewan Komisaris, Komite, Sekretaris
bertanggung jawab menegakkan Dewan Komisaris, Staf Dewan Komisaris, Direksi dan seluruh Karyawan
nilai-nilai dan budaya organisasi. Perseroan, termasuk karyawan yang ditugaskan di Anak Perusahaan dan
The corporation is committed to acting instansi lainnya, serta personil yang secara langsung bekerja untuk dan
ethically and responsibly, upholding atas nama Perseroan). Perseroan mengungkapkan kode etik, nilai-nilai dan
the values and organizational culture. budaya Perseroan.
Selengkapnya penerapan prinsip ini di Perseroan dapat dilihat di situs web
Jasa Marga www.jasamarga.com
The Company has, organizes socialization, and enforces a code of ethics that
applies to all Jasa Marga personnel (Board of Commissioners, Committees,
Board of Commissioners’ Secretary, Staff of the Board of Commissioners,
Board of Directors, and all employees of the Company, including employees
assigned to subsidiaries and other institutions, as well as personnel who
directly work for and on behalf of the Company). The Company discloses its
code of ethics, values, and corporate culture.
For more details on the implementation of this principle in the Company,
you can visit the Jasa Marga website at www.jasamarga.com.
444 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 445
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2024
General Guidelines for Indonesian Corporate Governance 2024
Penerapan/
Prinsip Governansi Korporat Keterangan Penerapan
No. Penjelasan
Corporate Governance Principle Implementation Description
Apply/Explain
5. Manajemen Risiko, Pengendalian Internal dan Kepatuhan
Risk Management, Internal Control and Compliance
Korporasi menjalankan praktik Apply Perseroan menerapkan sistem pengendalian internal dan manajemen risiko
governansi korporat yang serta mengungkapkan:
terintegrasi dengan penerapan a. Gambaran umum dan uraian mengenai sistem pengendalian internal dan
sistem pengendalian internal dan manajemen risiko;
manajemen risiko, serta sistem b. Jenis risiko dan cara pengelolaannya;
manajemen kepatuhan yang efektif c. Pengendalian keuangan dan operasional, serta kepatuhan terhadap
dalam rangka mendukung pencapaian peraturan perundang-undangan yang berlaku; dan
sasaran, tujuan, maupun target d. Tinjauan atas efektivitas sistem pengendalian internal dan manajemen
kinerja korporasi dalam menjalankan risiko.
bisnis secara bertintegritas.
Perseroan menerapkan governansi secara terintegrasi dengan manajemen
The corporation implements risiko dan sistem manajemen kepatuhan secara terintegrasi:
corporate governance practices that a. Dalam penataan sistem governansi korporat menyesuaikan dengan tuntutan
are integrated with the application kepatuhan dari pemangku kepentingan, baik terhadap terhadap ketentuan
of an internal control system, risk regulasi yang berlaku, standar industri, klausula perikatan, maupun norma
management, and an effective dan etika yang ada, serta sekaligus juga menyesuaikan dengan yang
compliance management system, in diperlukan dalam rangka pengendalian internal dan pengelolaan risiko;
order to support the achievement b. Dalam mewujudkan pengendalian internal dan pengelolaan risiko serta
of corporate goals, objectives, kepatuhan Perseroan ketika menjalankan bisnis dan operasinya, Perseroan
and performance targets while secara konsisten menjalankan praktik yang sesuai dengan prinsip dan
conducting business with integrity. sistem governansi korporat.
Selengkapnya penerapan prinsip ini di Perseroan dapat dilihat di situs web
Jasa Marga www.jasamarga.com
The Company implements an internal control system and risk management
and discloses:
a. An overview and description of the internal control and risk management
system;
b. The types of risks and how they are managed;
c. Financial and operational controls, as well as compliance with applicable
laws and regulations; and
d. A review of the effectiveness of the internal control and risk management
system.
The Company implements governance integrated with risk management
and compliance management systems as follows:
a. In structuring the corporate governance system, it aligns with the
compliance demands of stakeholders, including regulations, industry
standards, contractual clauses, as well as existing norms and ethics, while
also adjusting to the necessary internal control and risk management
requirements;
b. In realizing internal control, risk management, and compliance when carrying
out its business and operations, the Company consistently applies practices
that align with the principles and systems of corporate governance.
For more details on the implementation of this principle in the Company,
you can visit the Jasa Marga website at www.jasamarga.com.
6. Pengungkapan dan Transparansi
Disclosure and Transparency
Korporasi membuat pengungkapan Apply Perseroan melakukan pengungkapan kejadian atau fakta material sesegera
yang akurat dan tepat waktu mungkin setelah terjadinya kejadian. Perseroan juga menyampaikan
mengenai semua hal yang material laporan tahunan dan laporan keberlanjutan ke publik secara tepat waktu
tentang korporasi. sesuai peraturan yang berlaku.
The corporation makes accurate
and timely disclosures regarding Selengkapnya penerapan prinsip ini di Perseroan dapat dilihat di situs web
all material matters about the Jasa Marga www.jasamarga.com.
corporation.
The Company discloses material events or facts as soon as possible after
the occurrence of the event. The Company also submits the annual report
and sustainability report to the public in a timely manner in accordance with
applicable regulations.
For more details on the implementation of this principle in the Company,
you can visit the Jasa Marga website at www.jasamarga.com.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 445
Page 446
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2024
General Guidelines for Indonesian Corporate Governance 2024
Penerapan/
Prinsip Governansi Korporat Keterangan Penerapan
No. Penjelasan
Corporate Governance Principle Implementation Description
Apply/Explain
7. Perlindungan terhadap Hak-Hak Pemegang Saham
Protection of the Rights of Shareholders
Korporasi melindungi dan Apply Perseroan melindungi dan memfasilitasi penggunaan hak-hak dasar
memfasilitasi pelaksanaan hak pemegang saham. Hak dasar pemegang saham tersebut antara lain hak
pemegang saham dan memastikan untuk:
perlakukan yang adil terhadap a. Memperoleh secara teratur dan tepat waktu informasi material yang relevan
pemegang saham, termasuk tentang Perseroan;
pemegang saham minoritas. b. Berpartisipasi dan memberikan suara dalam RUPS;
Korporasi memastikan bahwa c. Mengangkat dan memberhentikan anggota Dewan Komisaris dan anggota
sesuai dengan aturan perundangan Direksi; dan
berlaku, pemegang saham memiliki d. Memperoleh bagian laba Perseroan.
kesempatan untuk mendapatkan
ganti rugi yang efektif atas Pemegang saham minoritas dan kepentingan Perseroan dilindungi
pelanggaran hak-hak mereka. dari tindakan merugikan yang dilakukan oleh, atau untuk kepentingan
The corporation protects and dari, pemegang saham pengendali dan/atau pengurus. Pemegang
facilitates the exercise of shareholder saham pengendali dan pengurus Peseroan senantiasa menghindari
rights and ensures fair treatment penyalahgunaan kekuatan mayoritasnya atau kendalinya.
of shareholders, including minority
shareholders. The corporation Selengkapnya penerapan prinsip ini di Perseroan dapat dilihat di situs web
ensures that, in accordance with Jasa Marga www.jasamarga.com.
applicable laws and regulations,
shareholders have the opportunity The Company protects and facilitates the exercise of the basic rights of
to seek effective compensation for shareholders. These basic shareholder rights include the right to:
violations of their rights. a. Receive material and relevant information about the Company on a regular
and timely basis;
b. Participate and vote in the Annual General Meeting of Shareholders (RUPS);
c. Appoint and dismiss members of the Board of Commissioners and the Board
of Directors; and
d. Receive a share of the Company’s profits.
Minority shareholders and the interests of the Company are protected from
detrimental actions taken by, or for the benefit of, controlling shareholders
and/or management. The controlling shareholders and management of the
Company always avoid the misuse of their majority power or control.
For more details on the implementation of this principle in the Company,
you can visit the Jasa Marga website at www.jasamarga.com.
8. Pemangku Kepentingan Lainnya
Other Stakeholders
Korporasi wajib melaksanakan Apply Perseoran melaksanakan program-program tanggung jawab sosial dan
tanggung jawab sosial dan lingkungan dengan melibatkan para pemangku kepentingan, terintegrasi
lingkungan, yaitu komitmen untuk dengan proses bisnis Perseroan, dengan memastikan perlindungan terhadap
berperan serta dalam pembangunan para pemangku kepentingan.
ekonomi berkelanjutan guna
meningkatkan kualitas kehidupan dan Selengkapnya penerapan prinsip ini di Perseroan dapat dilihat di situs web
lingkungan yang bermanfaat, baik Jasa Marga www.jasamarga.com.
bagi korporasi itu sendiri, komunitas
setempat, maupun masyarakat pada The Company implements social and environmental responsibility programs
umumnya. Pelaksanaan kewajiban by involving stakeholders, integrated with the Company’s business
ini perlu melibatkan para pemangku processes, while ensuring the protection of stakeholders.
kepentingan, terintegrasi dengan
proses bisnis korporasi dengan For more details on the implementation of this principle in the Company,
memastikan perlindungan terhadap you can visit the Jasa Marga website at www.jasamarga.com.
para pemangku kepentingan.
The corporation is required to
implement social and environmental
responsibility, which is a commitment
to participate in sustainable economic
development to improve the quality
of life and the environment in ways
that are beneficial to the corporation
itself, the local community, and
society at large. The implementation
of this obligation needs to involve
stakeholders, integrated with the
corporation’s business processes,
while ensuring the protection of
stakeholders.
Hasil self-assessment atas implementasi GCG berdasarkan 81 The results of the self-assessment on the implementation of
rekomendasi PUGKI yang merupakan penjabaran secara lebih GCG based on the 81 recommendations of PUGKI, which is a
rinci atas 8 prinsip di atas dimuat dalam situs web Jasa Marga more detailed breakdown of the 8 principles above, will be
www.jasamarga.com dalam sub menu tersendiri. published on Jasa Marga’s website www.jasamarga.com in a
446 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Struktur Organ Tata Kelola Perusahaan
Corporate Governance Organ Structure
Struktur Organ Tata Kelola Perusahaan yang Baik
Chart of Corporate Governance Organ Structure
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Corporate
1. Komite Audit
2. Komite Nominasi dan
Secretary and Chief Komite Manajemen Risiko
Administration Risk Management
Remunerasi
Officer
3. Komite Risiko dan Hukum Committee
4. Komite Tata Kelola
Terintegrasi
1. Audit Committee Risk and
2. Nomination and Legal and Corporate Komite Pengarah
Internal Quality Health, Finance and
Remuneration Committee Safety, & Teknologi Informasi
Compliance
3. Risk and Legal Committee Audit Group Environtment Investor
Group Information Technology
4. Integrated Corporate Group Relations Group
Governance Committee Steering Committee
Governanace Risk Investor
and Compliance Management Relations Komite Tanggung Jawab
Department Department Department Sosial dan Lingkungan
Sekretaris Dewan Komisaris
Social and Enviromental
Board of Commissioners
Responsibility Committee
Secretary
Merujuk pada Undang-Undang No. 40 tahun 2007 tentang Referring to Law No. 40 of 2007 on Limited Liability
Perseroan Terbatas, pada Bab I mengenai Ketentuan Umum Companies, Chapter I on General Provisions, Article 1, it
Pasal 1, tercantum bahwa Organ Perseroan terdiri dari Rapat is stated that the Corporate Organs consist of the General
Umum Pemegang Saham, Direksi dan Dewan Komisaris. Meeting of Shareholders, the Board of Directors, and the
Board of Commissioners.
1. Rapat Umum Pemegang Saham (RUPS) adalah Organ 1. General Meeting of Shareholders (GMS): The GMS is
Perseroan yang mempunyai wewenang yang tidak a Corporate Organ that has authority not granted to
diberikan kepada Direksi atau Dewan Komisaris dalam the Board of Directors or the Board of Commissioners
batas yang ditentukan dalam Undang-Undang dan/atau within the limits specified in the Law and/or Articles of
Anggaran Dasar. Association.
2. Direksi adalah Organ Perseroan yang berwenang dan 2. Board of Directors: The Board of Directors is a Corporate
bertanggung jawab penuh atas pengurusan Perusahaan Organ authorized and fully responsible for managing
untuk kepentingan Perseroan, sesuai dengan maksud the Company in the interest of the Corporation, under
dan tujuan Perseroan serta mewakili Perseroan, baik its purposes and objectives, and representing the
di dalam maupun di luar pengadilan sesuai dengan Corporation both inside and outside the court as
ketentuan Anggaran Dasar. stipulated in the Articles of Association.
3. Dewan Komisaris adalah Organ Perseroan yang bertugas 3. Board of Commissioners: The Board of Commissioners is
melakukan pengawasan secara umum dan/atau khusus a Corporate Organ responsible for conducting general
sesuai dengan Anggaran Dasar serta memberi nasihat and/or specific supervision as provided in the Articles
kepada Direksi. of Association and providing advice to the Board of
Directors.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 447
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Infrastruktur GCG GCG Infrastructure
Secara utuh, Jasa Marga telah memiliki governance structure Jasa Marga has established a comprehensive and effective
yang efektif, yang terdiri dari organ Perseroan dan telah governance structure, consisting of Corporate Organs and
memiliki infrastruktur tata kelola berupa kebijakan-kebijakan governance infrastructure in the form of internal policies that
internal sebagai acuan dan panduan dalam penerapan prinsip serve as references and guidelines for implementing good
tata kelola yang baik, sehingga dapat menghasilkan outcome governance principles. This framework ensures outcomes that
yang sesuai dengan harapan para pemangku kepentingan. align with the expectations of stakeholders.
Organ Perseroan meliputi Organ Utama yakni Rapat Umum The Corporate Organs include the main organs: the General
Pemegang Saham, Dewan Komisaris dan Direksi. Adapun Meeting of Shareholders (GMS), the Board of Commissioners,
Dewan Komisaris dan Direksi memiliki Organ di bawahnya and the Board of Directors. The Board of Commissioners and
sebagai pendukung tugas dan fungsinya. Dewan Komisaris the Board of Directors each have supporting organs to assist
memiliki Organ Pendukung yaitu Komite Audit, Komite with their duties and functions. The Board of Commissioners
Nominasi dan Remunerasi, dan Komite Risiko dan Hukum, has supporting organs such as the Audit Committee, the
sedangkan Direksi memiliki Komite-Komite Direksi yaitu Nomination and Remuneration Committee, and the Risk
Komite Manajemen Risiko dan Komite Pengarah Teknologi and Legal Committee. The Board of Directors has Director
Informasi, serta organ pendukung Direksi lainnya seperti Committees such as the Risk Management Committee and the
Unit Internal Audit dan satuan kerja lainnya. Information Technology Steering Committee, along with other
supporting organs of the Board of Directors, including the
Internal Audit Unit and other work units.
Dalam mendukung efektivitas pelaksanaan tugas dan To support the effectiveness of the execution of the duties
tanggung jawab Organ Perseroan, Jasa Marga memiliki and responsibilities of the Corporate Organs, Jasa Marga has
berbagai infrastruktur kebijakan internal, baik dalam bentuk various internal policy infrastructures, including regulations,
peraturan, keputusan, pedoman, SOP, maupun kebijakan decisions, guidelines, Standard Operating Procedures (SOPs),
lainnya sebagai acuan dan koridor dalam melaksanakan and other policies, which serve as references and guidelines
fungsinya. in carrying out its functions.
Soft Structure GCG
Soft Structure GCG
Bagan Soft Structure GCG
Chart Soft Structure GCG
Anggaran Dasar
Articles of Associations
Threshold
(Batasan dan/Kewenangan Dewan)
(Limirts and/or Authority of the Board
Board Manual
Pedoman Tata Kelola Perusahaan
Corporate Governance Guidelines
Pedoman Perilaku Pedoman Whistleblowing System
Code of Conduct Whistleblowing System Guidelines
Pedoman Benturan Kepentingan Pedoman Penanganan Gratifikasi
Conflict of Interest Guidelines Guidelines for Handling Gratifications
Kebijakan Lainnya Standard Operasional Prosedur
Other Policies Standard Operating Procedure
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Dalam mendukung penerapan GCG di Perseroan, Jasa Marga To support the implementation of GCG in the Company, Jasa
telah memiliki Governance Soft Structure yang berfungsi Marga has established a Governance Soft Structure that
sebagai pedoman Insan Jasa Marga dalam menjalankan serves as a guideline for Jasa Marga employees in conducting
kegiatan operasional Perseroan, agar senantiasa berlandaskan the Company’s operational activities, ensuring that they are
prinsip-prinsip tata kelola perusahaan yang baik. Governance always based on the principles of good corporate governance.
Soft Structure merupakan aspek penting dalam implementasi The Governance Soft Structure is an essential aspect in the
GCG, dan akan menjadi living document bagi segenap jajaran implementation of GCG and will become a living document
dan tingkatan organisasi di Perseroan. Adapun Governance for all levels and tiers of the organization in the Company. The
Soft Structure yang dimiliki Jasa Marga, sebagai berikut: Governance Soft Structure owned by Jasa Marga is as follows:
1. Anggaran Dasar Perseroan sebagaimana dinyatakan 1. The Company’s Articles of Association as stated in
dalam Akta Pernyataan Keputusan Rapat No. 40 the Deed of Meeting Resolution No. 40 dated July 19,
tanggal 19 Juli 2021 yang dibuat di hadapan Ir. Nanette 2021, made before Ir. Nanette Cahyanie Handari Adi
Cahyanie Handari Adi Warsito, S.H., Notaris di Jakarta Warsito, S.H., Notary in Jakarta, along with the receipt
berikut surat Penerimaan Pemberitahuan Perubahan of notification of the amendment to the Articles of
Anggaran Dasar dari Direktur Jenderal Administrasi Association from the Director General of General Legal
Hukum Umum Kementerian Hukum dan HAM No. AHU- Administration of the Ministry of Law and Human Rights
AH.01.03-0429854 Tahun 2021 tanggal 21 Juli 2021 No. AHU-AH.01.03-0429854 of 2021 dated July 21,
dan telah didaftar dalam Daftar Perseroan No. AHU- 2021, and registered in the Company Register No. AHU-
0125817.AH.01.11. Tahun 2021 Tanggal 21 Juli 2021. 0125817.AH.01.11. of 2021 dated July 21, 2021.
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. 60/KPTS/2024 tentang Visi a. Decision of the Board of Directors No. 60/
dan Misi Perusahaan. KPTS/2024 concerning the Vision and Mission of
the Company.
b. Keputusan Direksi No. 46.1/KPTS/2024 tentang b. Decision of the Board of Directors No. 46.1/
Pedoman Perilaku (Code of Conduct) PT Jasa Marga KPTS/2024 concerning the Code of Conduct of PT
(Persero) Tbk Jasa Marga (Persero) Tbk
c. Keputusan Direksi No. 118/KPTS/2022 tanggal 20 c. Decision of the Board of Directors No. 118/
September 2022 tentang Pedoman Penanganan KPTS/2022 dated September 20, 2022, concerning
Gratifikasi di Lingkungan PT Jasa Marga (Persero) Guidelines for Handling Gratification of PT Jasa
Tbk Marga (Persero) Tbk.
d. Keputusan Direksi No. 09/KPTS/2022 tentang d. Decision of the Board of Directors No. 09/
Pembagian Tugas dan Wewenang Direksi PT Jasa KPTS/2022 concerning the Distribution of Duties
Marga (Persero) Tbk dan perubahan-perubahannya. and Authorities of the Board of Directors of PT Jasa
Marga (Persero) Tbk and its amendments.
e. Keputusan Direksi No. 53/KPTS/2022 tentang Tim e. Decision of the Board of Directors No. 53/
Pengelolaan Whistleblowing System PT Jasa Marga KPTS/2022 concerning the Whistleblowing System
(Persero) Tbk. Management Team of PT Jasa Marga (Persero) Tbk.
f. Keputusan Direksi No. 142/KPTS/2022 tentang f. Decision of the Board of Directors No. 142/
Kebijakan Anti Penyuapan PT Jasa Marga (Persero) KPTS/2022 concerning the Anti-Bribery Policy of PT
Tbk. Jasa Marga (Persero) Tbk.
g. Keputusan Direksi No. 143/KPTS/2022 tentang g. Decision of the Board of Directors No. 143/
Manual Sistem Manajemen Anti Penyuapan PT Jasa KPTS/2022 concerning the Anti-Bribery
Marga (Persero) Tbk. Management System of PT Jasa Marga (Persero) Tbk.
h. Keputusan Bersama Direksi dan Dewan Komisaris h. Joint Decision of the Board of Directors and Board
PT Jasa Marga (Persero) Tbk No. KEP 077/IX/2022 of Commissioners of PT Jasa Marga (Persero) Tbk
dan No. 112/KPTS/2022 tentang Whistleblowing No. KEP 077/IX/2022 and No. 112/KPTS/2022
System PT Jasa Marga (Persero) Tbk. concerning the Whistleblowing System of PT Jasa
Marga (Persero) Tbk
i. Keputusan Direksi No. 128/KPTS/2021 tentang i. Decision of the Board of Directors No. 128/
Struktur Organisasi PT Jasa Marga (Persero) Tbk dan KPTS/2021 concerning the Organizational Structure
perubahan-perubahannya. of PT Jasa Marga (Persero) Tbk and its amendments.
j. Keputusan Direksi No. 78/KPTS/2020 tentang j. Decision of the Board of Directors No. 78/
Pedoman Benturan Kepentingan (Conflict of KPTS/2020 concerning Guidelines for Conflict of
Interest) di PT Jasa Marga (Persero) Tbk. Interest at PT Jasa Marga (Persero) Tbk.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 449
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
k. Board Manual Dewan Komisaris dan Direksi PT k. Board Manual of the Board of Commissioners and
Jasa Marga (Persero) Tbk yang telah disahkan pada Board of Directors of PT Jasa Marga (Persero) Tbk
tanggal 2 Januari 2018. was approved on January 2, 2018.
l. Keputusan Direksi No. 58/KPTS/2020 tentang Tata l. Decision of the Board of Directors No. 58/
Nilai Perusahaan. KPTS/2020 concerning Corporate Values.
m. Keputusan Direksi No. 85/KPTS/2020 tentang m. Decision of the Board of Directors No. 85/
Pedoman Tata Kelola Perusahaan (Code of Corporate KPTS/2020 concerning the Code of Corporate
Governance) PT Jasa Marga (Persero) Tbk. Governance of PT Jasa Marga (Persero) Tbk.
n. Keputusan Direksi No. 43/KPTS/2015 tentang n. Decision of the Board of Directors No. 43/
Laporan Harta Kekayaan Penyelenggara Negara di KPTS/2015 concerning Report on the Assets of
Lingkungan Perusahaan. State Administrators within the Company.
o. Keputusan Direksi No. 197/KPTS/2011 tentang o. Decision of the Board of Directors No. 197/
Pedoman Pelaksanaan Rapat Direksi PT Jasa Marga KPTS/2011 concerning Guidelines for the
(Persero) Tbk. Implementation of the Meetings of the Board of
Directors of PT Jasa Marga (Persero) Tbk.
Tabel Soft Structure PT Jasa Marga (Persero) Tbk
Table of Soft Structure PT Jasa Marga (Persero) Tbk
Deskrispsi
Soft Structure
Description
Anggaran Dasar Gambaran mekanisme kerja yang menjadi dasar atau sumber peraturan/hukum bagi Perseroan
Articles of Association dalam menjalankan aktivitas-aktivitasnya.
An overview of the working mechanism that serves as the basis or source of regulations/laws for
the Company in conducting its activities.
Threshold Batasan dan/atau kriteria tindakan Direksi yang memerlukan persetujuan Dewan Komisaris dan
Pemegang Saham Seri A Dwiwarna dan RUPS.
Limitations and/or criteria for actions of the Board of Directors that require the approval of
the Board of Commissioners, Series A Dwiwarna Shareholders, and the General Meeting of
Shareholders (GMS).
Board Manual Kompilasi dari praktik-praktik pengelolaan Perseroan yang bersumber dari regulasi (Undang-
Undang/Peraturan), Anggaran Dasar dan best practices yang disepakati bersama dalam rangka
implementasi GCG. Board Manual menjadi pedoman kerja bagi Dewan Komisaris dan Direksi
dalam melaksanakan tugas dan fungsinya.
A compilation of the company's management practices derived from regulations (Laws/
Regulations), the Articles of Association, and best practices agreed upon for the implementation
of GCG. The Board Manual serves as a working guideline for the Board of Commissioners and the
Board of Directors in performing their duties and functions.
Code of Corporate Sekumpulan nilai dan praktik Perseroan yang menjadi suatu pedoman bagi Organ Perseroan dan
Governance (COCG) Manajemen dalam mengelola Perseroan, yang memuat prinsip-prinsip GCG yang selaras dengan
peraturan perundangan-undangan, tujuan, visi dan misi serta nilai-nilai Perseroan.
A set of values and practices of the company that serves as a guideline for the corporate organs
and management in managing the company, incorporating GCG principles that align with
regulations, the company’s objectives, vision, mission, and values.
Code of Conduct (COC) Sistem nilai atau norma yang dianut oleh seluruh Insan Jasa Marga dalam melaksanakan tugasnya,
yang memuat etika bisnis dan perilaku seluruh Insan Jasa Marga dalam mencapai tujuan, Visi dan
Misi Perseroan, serta mengatur mengenai etika hubungan antara Perseroan dengan Karyawan,
Pengguna Jalan Tol, Pemegang Saham, Pemasok, Kreditur/Investor, Pemerintah, Mitra Usaha,
Pesaing, Media Massa, Masyarakat dan Lingkungannya.
The system of values or norms upheld by all employees of Jasa Marga in performing their duties
encompasses business ethics and the behavior of all employees in achieving the company's
goals, vision, and mission. It also regulates the ethical relationships between the company and
employees, toll road users, shareholders, suppliers, creditors/investors, the government, business
partners, competitors, the media, society, and the environment.
Pakta Integritas Surat pernyataan yang ditandatangani oleh Dewan Komisaris, Direksi, dan Karyawan Perseroan,
Integrity Pact yang berisi ikrar untuk menerapkan prinsip-prinsip Tata Kelola Perusahaan yang Baik dalam
menjalankan tugas dan tanggung jawabnya.
A statement letter signed by the Board of Commissioners, Board of Directors, and Employees of
the Company, which contains a pledge to apply the principles of Good Corporate Governance in
performing their duties and responsibilities.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Soft Structure PT Jasa Marga (Persero) Tbk
Table of Soft Structure PT Jasa Marga (Persero) Tbk
Deskrispsi
Soft Structure
Description
Pedoman Penanganan Pedoman bagi Insan Jasa Marga untuk memahami, mencegah dan menanggulangi Benturan
Benturan Kepentingan Kepentingan di Perseroan.
Guidelines for Handling Guidelines for Jasa Marga Individuals to understand, prevent, and resolve Conflicts of Interest
Conflicts of Interest within the Company.
Pedoman Penanganan Pedoman bagi Insan Jasa Marga untuk memahami, mencegah dan menanggulangi Gratifikasi di
Gratifikasi Perseroan.
Gratuity Handling Guidelines for Jasa Marga Individuals to understand, prevent, and overcome Grati fication in the
Guidelines Company.
Pedoman Whistleblowing Pedoman bagi Insan Jasa Marga dalam mencegah, mendeteksi potensi pelanggaran, dan
System mekanisme pengaduan pelanggaran yang terjadi di lingkungan Jasa Marga.
Whistleblowing System Guidelines for Jasa Marga Individuals in preventing, detecting potential violations, and complaints
Guidelines mechanism for violations within the Jasa Marga environment.
Mekanisme GCG GCG Mechanism
Dalam kedudukannya sebagai Perusahaan BUMN, penerapan As a State-Owned Enterprise (SOE), the implementation of
GCG di Jasa Marga didasarkan pada Peraturan Menteri BUMN Good Corporate Governance (GCG) at Jasa Marga is based on the
yang mengatur mengenai Tata Kelola Perusahaan yang Baik Regulation of the Minister of SOEs regarding Good Corporate
yaitu Peraturan Menteri BUMN No.PER-2/MBU/03/2023 Governance, namely the Regulation of the Minister of SOEs
tanggal 24 Maret 2023 tentang Pedoman Tata Kelola dan No. PER-2/MBU/03/2023 dated March 24, 2023, concerning
Kegiatan Kegiatan Korporasi Signifikan Badan Usaha Milik the Guidelines for Governance and Significant Corporate
Negara, yang menyebutkan bahwa Perusahaan wajib Activities of State-Owned Enterprises. This regulation
menerapkan prinsip Tata Kelola Perusahaan yang Baik dalam stipulates that the company must apply the principles of
menjalankan kegiatan usaha pada seluruh tingkatan atau Good Corporate Governance in conducting business activities
jenjang organisasi. Prinsip Tata Kelola Perusahaan yang at all levels of the organization. The principles of Corporate
dimaksud meliputi transparansi (transparency), akuntabilitas Governance referred to include transparency, accountability,
(accountability), pertanggungjawaban (responsibility), responsibility, independence, and fairness.
kemandirian (independency), dan kewajaran (fairness).
Penandatanganan Komitmen Manajemen Perseroan akan Implementasi ESG (Environment, Social, and Governance)
The signing of the Company’s Management Commitment to the Implementation of ESG (Environment, Social, and Governance)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 451
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pemegang Saham dan Rapat Umum
Pemegang Saham
Shareholders and General Meeting of Shareholders
Pemegang Saham Shareholders
Pemegang Saham Jasa Marga terbagi ke dalam 2 (dua) The shareholders of Jasa Marga are divided into 2
jenis yaitu 1 (satu) lembar saham Seri A Dwiwarna sebagai (two) types: 1 (one) share of Series A Dwiwarna (as the
Pemegang Saham pengendali) dan 7.257.871.199 Saham controlling shareholder) and 7,257,871,199 Series B shares.
Seri B. Pemegang Saham pengendali Jasa Marga adalah The controlling shareholder of Jasa Marga is the Government
Pemerintah Republik Indonesia melalui Kementerian BUMN of the Republic of Indonesia through the Ministry of State-
dengan persentase kepemilikan sebesar 70% dan sebesar Owned Enterprises, with a shareholding percentage of 70%,
30% dimiliki oleh Publik. while the remaining 30% is owned by the public.
Hak dan Tanggung Jawab Pemegang Saham Rights and Responsibilities of Shareholders
Dalam RUPS, Pemegang Saham berhak memperoleh perlakuan In the GMS, Shareholders are entitled to equal treatment in
yang sama dalam menyuarakan pendapat dan berkontribusi voicing their opinions and contributing to The company’s
dalam proses pengambilan keputusan penting dan strategis essential and strategic decision-making processes, including
Perseroan, di antaranya terkait hal- hal sebagai berikut: those related to the following:
1. Pengangkatan dan pemberhentian Dewan Komisaris dan 1. Appointment and dismissal of the Board of
Direksi Perseroan; Commissioners and Board of Directors of the Company;
2. Penetapan jumlah remunerasi dan tunjangan Dewan 2. Determination of the remuneration and benefits for the
Komisaris dan Direksi Perseroan; Board of Commissioners and the Board of Directors of
the company;
3. Penilaian kinerja Perseroan untuk tahun buku yang 3. Assessment of the Company’s performance for the
bersangkutan; relevant fiscal year;
4. Persetujuan penggunaan laba bersih Perseroan, 4. Approval of the use of the Company’s net profit, including
termasuk di antaranya terkait dividen; matters related to dividends;
5. Perubahan Anggaran Dasar Perseroan; 5. Amendments to the Company’s Articles of Association;
6. Seluruh aksi korporasi yang membutuhkan keputusan 6. All corporate actions that require a decision from the
RUPS sebagaimana tertuang di dalam Anggaran Dasar GMS as stated in the Company’s Articles of Association.
Perseroan.
RUPS Tahunan berwenang untuk mengesahkan Laporan The Annual GMS is authorized to approve the Company’s
Keuangan dan Laporan Tahunan Perseroan. Pemerintah Financial Statements and Annual Report. The Government of
Republik Indonesia sebagai Pemegang Saham pengendali the Republic of Indonesia, as the controlling shareholder with
dengan kepemilikan saham Seri A Dwiwarna wajib Series A Dwiwarna shares, must consider its responsibilities
memperhatikan tanggung jawabnya dalam menggunakan in exercising its rights, both when using its voting rights and
haknya, baik saat menggunakan hak suara maupun dalam in other matters. The Government holds special rights that
hal lainnya. Pemerintah memiliki hak khusus yang dapat can be exercised when approving plans regarding business
digunakan ketika memberikan persetujuan terhadap rencana mergers, acquisitions, divestments, or liquidation through the
penggabungan usaha (merger), akuisisi, divestasi atau AGMS forum.
likuidasi melalui forum RUPS.
Rapat Umum Pemegang Saham General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) merupakan organ The General Meeting of Shareholders (GMS) is the highest
Perseroan tertinggi yang mempunyai hak dan kewenangan organ of the company, with rights and authority not held by
yang tidak dimiliki oleh Dewan Komisaris dan Direksi the Board of Commissioners and Board of Directors within
dalam batasan yang ditentukan dalam ketentuan peraturan the limits set by the provisions of applicable laws and the
perundangan dan Anggaran Dasar Perseroan. company’s Articles of Association.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
RUPS merupakan media komunikasi antara Dewan Komisaris The GMS serves as a communication platform between the
dan Direksi dengan para pemegang saham, melalui Board of Commissioners, the Board of Directors, and the
kesempatan tanya jawab yang diberikan kepada seluruh shareholders, providing an opportunity for questions and
pemegang saham yang hadir pada setiap mata acara RUPS. answers during each agenda item of the meeting for all
shareholders in attendance.
Penyelenggaraan RUPS Perseroan dilakukan dengan mengacu The organization of the GMS is conducted in accordance with
pada ketentuan, sebagai berikut: the following regulations:
1. Undang-Undang No. 40 tahun 2007 tentang Perseroan 1. Law No. 40 of 2007 concerning Limited Liability
Terbatas. Companies.
2. Peraturan Otoritas Jasa Keuangan No. 15/ POJK.04/2020 2. Financial Services Authority Regulation No. 15/
tanggal 20 April 2020 tentang Rencana dan POJK.04/2020 dated April 20, 2020, regarding the
Penyelenggaraan Rapat Umum Pemegang Saham Plan and Implementation of the General Meeting of
Perusahaan Terbuka. Shareholders of a Public Company.
3. Peraturan Otoritas Jasa Keuangan No. 16/ POJK.04/2020 3. Financial Services Authority Regulation No. 16/
tanggal 20 April 2020 tentang Pelaksanaan Rapat Umum POJK.04/2020 dated April 20, 2020, concerning the
Pemegang Saham Perusahaan Terbuka Secara Elektronik. Electronic Implementation of the General Meeting of
Shareholders of Public Companies.
4. Anggaran Dasar Perseroan. 4. Company’s Articles of Association.
Dalam melaksanakan wewenangnya, RUPS memperhatikan In implementing its authority, the AGMS considers the
kepentingan pengembangan dan kesehatan Perseroan, interests of the Company’s development and health, the
kepentingan para stakeholders serta hak-hak Perseroan. interests of stakeholders, as well as the rights of the Company.
Jenis RUPS Types of GMS
Dalam Anggaran Dasar, dijelaskan adanya 2 (dua) jenis RUPS In the Articles of Association, there are 2 (two) types of the
Perseroan: Company’s GMS:
1. RUPS Tahunan 1. Annual General Meeting of Shareholders (AGMS)
RUPS Tahunan dilaksanakan paling lambat 6 (enam) The Annual General Meeting of Shareholders is held
bulan setelah berakhirnya tahun buku. Agenda utama no later than six (6) months after the end of the fiscal
RUPS Tahunan terdiri dari pengajuan Laporan Keuangan year. The main agenda of the Annual AGMS includes
dan Laporan Tahunan dari Direksi untuk disahkan dan the submission of the Financial Statements and Annual
disetujui oleh Pemegang Saham, melakukan penunjukan Report from the Board of Directors for approval and
Kantor Akuntan Publik untuk tahun berikutnya, ratification by the Shareholders, the appointment of a
memutuskan penggunaan laba, mengangkat atau Public Accounting Firm for the following year, decisions
memberhentikan anggota Direksi atau anggota Dewan on the use of profits, the appointment or dismissal
Komisaris dan memutuskan hal- hal lain yang diperlukan. of members of the Board of Directors or Board of
Commissioners, and other necessary decisions.
2. RUPS Luar Biasa 2. Extraordinary General Meeting of Shareholders (EGMS)
RUPS Luar Biasa dapat diselenggarakan kapan saja, An Extraordinary General Meeting of Shareholders can
sesuai dengan kebutuhan Perseroan. RUPS Luar be held at any time, based on the needs of the Company.
Biasa diselenggarakan atas permintaan Dewan The EGMS is held upon the request of the Board of
Komisaris, Direksi, ataupun Pemegang Saham dengan Commissioners, Board of Directors, or Shareholders,
memperhatikan peraturan perundang- undangan serta under prevailing laws and the Company’s Articles of
Anggaran Dasar Perseroan. Association.
Proses Penyelenggaraan RUPS Process of Holding the General Meeting of
Shareholders (AGMS)
Secara umum, proses penyelenggaraan RUPS berdasarkan In general, the process of holding the General Meeting of
Peraturan Otoritas Jasa Keuangan (POJK) No. 15/ Shareholders (AGMS) is based on the Financial Services
POJK.04/2020 tentang Rencana dan Penyelenggaraan Rapat Authority (OJK) Regulation No. 15/POJK.04/2020 on the Plan
Umum Pemegang Saham Perusahaan Terbuka dan POJK and Organization of the General Meeting of Shareholders of
No. 16/POJK.04/2020 tentang Pelaksanaan Rapat Umum Public Companies and OJK Regulation No. 16/POJK.04/2020
Pemegang Saham Perusahaan Terbuka Secara Elektronik, on the Implementation of the General Meeting of Shareholders
serta Anggaran Dasar Perseroan adalah sebagai berikut: of Public Companies Electronically, as well as the Company’s
Articles of Association, and is as follows:
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Tahapan Penyelenggaraan RUPS
Table of GMS Implementation Stages
Kegiatan Waktu (Selambat-lambatnya)
Activity Timeframe (The Latest)
Surat pemberitahuan rencana RUPS ke Otoritas Jasa Keuangan (OJK) H-44
Notification of GMS plan to the Financial Services Authority (OJK) D-44
Pengumuman RUPS H-37
GMS Announcement D-37
Recording date Pemegang Saham yang berhak hadir dalam RUPS H-23
Recording date of Shareholders entitled to attend the GMS D-23
Pemanggilan RUPS H-22
GMS Invitation D-22
RUPS H
GMS D
Ringkasan Risalah Hasil RUPS H+2
Minutes Summary of GMS Results D+2
Risalah RUPS H+30
Minutes of GMS D+30
Berdasarkan POJK No. 15/POJK.04/2020 dan POJK No. 16/ Based on POJK No. 15/POJK.04/2020 and POJK No. 16/
POJK.04/2020, Perseroan wajib menyampaikan hal-hal POJK.04/2020, the Company is required to provide the
sebagai berikut: following:
1. Pemberitahuan Mata Acara Rapat kepada OJK paling 1. Notification of Meeting Agenda to OJK no later than
lambat 5 hari kerja sebelum pengumuman RUPS dengan 5 working days before the announcement of the GMS
tidak memperhitungkan tanggal pengumuman RUPS. without taking into account the announcement date of
the GMS.
2. Pengumuman RUPS kepada Pemegang Saham paling 2. Announcement of the GMS to Shareholders no later than
lambat 14 hari sebelum Pemanggilan RUPS, dengan tidak 14 days before the Invitation to the GMS, excluding the
memperhitungkan tanggal Pengumuman dan tanggal date of the announcement and the date of the Invitation,
Pemanggilan, melalui situs web Bursa Efek Indonesia dan through the website of the Indonesia Stock Exchange
Otoritas Jasa Keuangan situs web penyedia e-RUPS, dan and the Financial Services Authority, the website of
situs web Perseroan dalam Bahasa Indonesia dan Bahasa the e-RUPS provider, and the Company’s website in
Inggris. Indonesian and English.
3. Pemanggilan kepada Pemegang Saham paling lambat 3. Invitation to Shareholders no later than 21 days before
21 hari sebelum RUPS dengan tidak memperhitungkan the GMS, excluding the date of the Invitation and the
tanggal Pemanggilan dan tanggal RUPS, melalui situs date of the GMS, through the website of the Indonesia
web Bursa Efek Indonesia dan Otoritas Jasa Keuangan Stock Exchange and the Financial Services Authority,
situs web penyedia e-RUPS, dan situs web Perseroan the website of the e-RUPS provider, and the Company’s
dalam Bahasa Indonesia dan Bahasa Inggris. website in Indonesian and English
4. Setelah penyelenggaraan RUPS, Perseroan wajib 4. After holding the GMS, the Company must Report the
melaporkan hasil RUPS ke OJK selambat-lambatnya 2 GMS results to the OJK no later than two working days
hari kerja berupa Ringkasan Risalah Hasil RUPS melalui in the form of a Summary of Minutes of GMS Resolutions
melalui situs web Bursa Efek Indonesia dan Otoritas Jasa through the website of the Indonesia Stock Exchange, and
Keuangan situs web penyedia e-RUPS, dan situs web the Financial Services Authority, the website of the e-RUPS
Perseroan dalam Bahasa Indonesia dan Bahasa Inggris; provider, and the Company’s website in Indonesian and
serta mengirimkan Risalah RUPS ke OJK selambat- English; as well as sending the minutes of the GMS to OJK
lambatnya 30 hari setelah penyelenggaraan RUPS. no later than 30 days after the holding of the GMS.
Seluruh saham yang diterbitkan memiliki satu hak suara All issued shares carry one voting right unless otherwise
selama tidak dinyatakan lain oleh Anggaran Dasar Perseroan. stipulated by the Company’s Articles of Association. In the
Dalam RUPS Tahunan, Direksi Perseroan mempresentasikan Annual General Meeting of Shareholders (AGMS), the Company’s
Laporan Tahunan Perseroan mengenai keadaan dan jalannya Board of Directors presents: the Company’s Annual Report on
Perseroan yang telah dilaksanakan oleh Direksi selama tahun the condition and performance of the Company as managed
buku berjalan; usulan penggunaan laba bersih Perseroan; by the Board of Directors during the financial year; proposals
usulan penunjukkan dan penetapan Kantor Akuntan Publik for the allocation of the Company’s net profit; proposals for
(KAP) untuk melakukan audit Laporan Keuangan Perseroan the appointment and determination of a Public Accounting
dan Laporan Program Pendanaan Usaha Mikro dan Usaha Firm (KAP) to audit the Company’s Financial Statements and
Kecil (PUMK) untuk tahun buku berjalan berdasarkan usulan the Report on the Micro and Small Business Funding Program
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Dewan Komisaris; penetapan Tantiem tahun buku berjalan, (PUMK) for the financial year, based on recommendations
gaji, honorarium, tunjangan dan fasilitas lainnya bagi anggota from the Board of Commissioners; determination of bonuses
Direksi dan Dewan Komisaris untuk tahun berikutnya; serta (tantiem) for the current financial year, salaries, honorariums,
hal-hal lain yang memerlukan persetujuan Pemegang Saham allowances, and other benefits for members of the Board of
dalam RUPS. Sedangkan Dewan Komisaris melaporkan tugas Directors and the Board of Commissioners for the following
pengawasan terhadap kegiatan pengurusan Perseroan yang year; and other matters requiring shareholder approval at the
telah dilakukan Direksi. AGMS. Meanwhile, the Board of Commissioners reports on
its supervisory duties regarding the management activities
conducted by the Board of Directors.
Sebagai BUMN, Jasa Marga tunduk pada Undang- Undang As a State-Owned Enterprise (SOE), Jasa Marga is subject to Law
No. 19 tahun 2003 tentang Badan Usaha Milik Negara dan No. 19 of 2003 concerning State-Owned Enterprises and Law
Undang-Undang No. 40 tahun 2007 tentang Perseroan No. 40 of 2007 concerning Limited Liability Companies, which
Terbatas artinya sebagaimana diatur dalam peraturan tersebut means that, as stipulated in these regulations, the Company
Perseroan wajib melaporkan kinerjanya kepada Pemegang is obliged to report its performance to the Shareholders. The
Saham. Laporan kinerja Perseroan dituangkan dalam Laporan Company’s performance report is documented in the Annual
Tahunan dan disampaikan kepada Pemegang Saham untuk Report and presented to the Shareholders for approval at the
mendapatkan pengesahan RUPS, paling lambat lima bulan Annual General Meeting (AGM), no later than five months after
setelah tahun buku berakhir. the end of the fiscal year.
Penyelenggaraan RUPS Tahun 2024 General Meeting of Shareholders in 2024
Pada tahun 2024, RUPS diselenggarakan sebagai berikut: In 2024, the Annual General Meeting of Shareholders (RUPS)
was held as follows:
Tabel Penyelenggaraan RUPS Jasa Marga
Table of Jasa Marga GMS Implementation
RUPS Hari, Tanggal Tempat
GMS Day, Date Location
Tahunan Rabu, 8 Mei 2024 Mengakses fasilitas eASY.KSEI (Electronic General Meeting System KSEI)
Annual Wednesday, May 8, 2024 https:// akses.ksei.co.id/ yang disediakan oleh Kustodian Sentral Efek
Indonesia (“KSEI”)
Access the eASY.KSEI (Electronic General Meeting System KSEI) facility
https:// akses.ksei.co.id/ provided by the Indonesian Central Securities
Depository (“KSEI”)
Luar Biasa Rabu, 18 September 2024 Mengakses fasilitas eASY.KSEI (Electronic General Meeting System KSEI)
Extraordinary Wednesday, September https:// akses.ksei.co.id/ yang disediakan oleh Kustodian Sentral Efek
18, 2024 Indonesia (“KSEI”)
Access the eASY.KSEI (Electronic General Meeting System KSEI) facility
https://akses.ksei.co.id/ provided by the Indonesian Central Securities
Depository (“KSEI”)
Penyelenggaraan RUPS tersebut telah melalui proses The organization of the General Meeting of Shareholders has
persiapan dan penyelenggaraan sesuai dengan Undang undergone preparation and implementation processes under
Undang No. 40 tahun 2007 tentang Perseroan Terbatas Pasal Law No. 40 of 2007 concerning Limited Liability Companies
81, 82, dan 83; POJK No. 15/ POJK.04/2020 tentang Rencana Articles 81, 82, and 83; POJK No. 15/POJK.04/2020 concerning
dan Penyelenggaraan Rapat Umum Pemegang Saham the Plan and Conduct of General Meetings of Shareholders
Perusahaan Terbuka; POJK No. 16/POJK.04/2020 tentang of Public Companies; POJK No. 16/POJK.04/2020 regarding
Pelaksanaan Rapat Umum Pemegang Saham Perusahaan the Implementation of General Meetings of Shareholders of
Terbuka Secara Elektronik; serta Anggaran Dasar Perseroan. Public Companies Electronically; as well as the Company’s
Articles of Association.
RUPS Tahunan 2024 Annual GMS in 2024
Pada tahun 2024, Jasa Marga menyelenggarakan 1 (satu) kali In 2024, Jasa Marga held 1 (one) Annual GMS for the 2023
RUPS Tahunan untuk Periode Tahun Buku 2023 pada tanggal Financial Year Period on May 8, 2024.
8 Mei 2024.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 455
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Rapat dilaksanakan secara elektronik sesuai Peraturan Otoritas The meeting was conducted electronically following the
Jasa Keuangan (“POJK”) No. 15/POJK.04/2020 tentang Financial Services Authority Regulation (“POJK”) No. 15/
Rencana dan Penyelenggaraan Rapat Umum Pemegang Saham POJK.04/2020 regarding the Plan and Implementation of
Perusahaan Terbuka dan POJK No. 16/POJK.04/2020 tentang General Meeting of Shareholders of Public Companies and
Pelaksanaan Rapat Umum Pemegang Saham Perusahaan POJK No. 16/POJK.04/2020 regarding the Implementation
Terbuka Secara Elektronik. Pemimpin Rapat, Notaris, dan of Electronic General Meeting of Shareholders of Public
Lembaga Profesi Penunjang telah berkoordinasi dalam rangka Companies. The Chairman of the Meeting, Notary, and
pelaksanaan Rapat secara elektronik di Ruang Kolaboratif- Supporting Professional Institution have coordinated
Kompeten, Gedung B, Kantor Pusat PT Jasa Marga (Persero) to conduct the Meeting electronically at Collaborative-
Tbk, Plaza Tol Taman Mini Indonesia Indah, Jakarta 13550, Competent Room, Building B, Head Office of PT Jasa Marga
Indonesia. (Persero) Tbk, Plaza Tol Taman Mini Indonesia Indah, Jakarta
13550, Indonesia.
Pemenuhan Kepatuhan Penyelenggaraan RUPS Fulfillment of Compliance for the 2024 Annual GMS
Tahunan 2024
Proses rencana dan pelaksanaan RUPS Tahunan tersebut The process of planning and conducting the AGM has been
telah tertuang dalam surat Perseroan yang telah disampaikan set out in the Company’s letter submitted to the Financial
ke Otoritas Jasa Keuangan (OJK), publikasi Pemberitahuan, Services Authority (OJK), the publication of the Notice,
Pemanggilan, Pengumuman Ringkasan Risalah RUPS masing- Invitation, Announcement of Summary of Minutes of the
masing dalam Bahasa Indonesia dan Bahasa Inggris pada AGM in Indonesian and English respectively on the e-RUPS
situs web penyedia e-RUPS (https://easy.ksei.co.id); situs provider website (https://easy.ksei.co.id); the electronic
web pelaporan elektronik Bursa Efek Indonesia dan Otoritas reporting website of the Indonesia Stock Exchange and the
Jasa Keuangan (https://spe.ojk.go.id/idxnet); dan situs web Financial Services Authority (https://spe.ojk.go.id/idxnet);
Perseroan (www.jasamarga.com), serta Risalah RUPS yang and the Company’s website (www.jasamarga.com), as well as
telah disampaikan ke OJK dengan detail sebagai berikut: the Minutes of the AGM which have been submitted to OJK
with the following details:
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Tahunan 2024
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Tahunan 2024
Tanggal Kegiatan Nomor Surat
Date Activity Letter Number
21/03/2024 Pemberitahuan Rencana Penyelenggaraan RUPS Tahunan beserta Mata Acara RUPS Tahunan AA.KR.01.425
kepada OJK.
Notification of the Plan for the Annual GMS along with the Agenda of the Annual GMS to
OJK.
01/04/2024 Pengumuman RUPS Tahunan kepada Pemegang Saham. AB.KR.01.126
Annual GMS Announcement to Shareholders
16/04/2024 Pemberitahuan Perubahan Mata Acara RUPS Tahunan kepada OJK. AA.KR01.141
Notification of Changes to the Agenda of the Annual GMS to the OJK.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Tahunan 2024
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Tahunan 2024
Tanggal Kegiatan Nomor Surat
Date Activity Letter Number
16/04/2024 Pemanggilan RUPS Tahunan kepada Pemegang Saham. AB.KR.01.142
Invitation for the Annual General Meeting to Shareholders
13/05/2024 Ringkasan Risalah Rapat kepada Pemegang Saham. AB.KR.01.191
Summary of Minutes of the Annual General Meeting
Minutes to Shareholders
31/05/2024 Risalah RUPS Tahunan kepada OJK. AB.KR.01.219
Minutes of the Annual GMS to OJK.
Mata Acara Rapat Agenda of the Meeting
Mata acara RUPS Tahunan Perseroan adalah sebagai berikut: Agenda of the Annual GMS of the Company is as follows:
1. Persetujuan Laporan Tahunan dan Pengesahan Laporan 1. Approval of the Annual Report and Ratification of the
Keuangan Konsolidasian Perseroan, Persetujuan Laporan Consolidated Financial Statements of the Company,
Tugas Pengawasan Dewan Komisaris serta Pengesahan Approval of the Supervisory Board Report, and
Laporan Keuangan Program Pendanaan Usaha Mikro Ratification of the Financial Statements of the Micro
dan Usaha Kecil (PUMK) yang Berakhir pada Tanggal 31 and Small Business Funding Program (PUMK) for the
Desember 2023, sekaligus Pemberian Pelunasan dan Fiscal Year Ended December 31, 2023, along with Full
Pembebasan Tanggung Jawab Sepenuhnya (volledig Discharge and Release of Liability (volledig acquit et de
acquit et de charge) kepada Direksi atas Tindakan charge) to the Board of Directors for the Management of
Pengurusan Perseroan dan Dewan Komisaris atas the Company and to the Board of Commissioners for the
Tindakan Pengawasan Perseroan yang Telah Dijalankan Supervision of the Company during the 2023 Fiscal Year.
Selama Tahun Buku 2023.
Dasar Mata Acara: Basis of the 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; (ii) Pasal 23 ayat 1 paragraph 2 letter a in conjunction with paragraph 3
Undang-Undang No. 19 tahun 2003 tentang Badan Usaha of the Company’s Articles of Association; (ii) Article 23
Milik Negara sebagaimana telah diubah dengan Undang- paragraph 1 of Law No. 19 of 2003 concerning State-
Undang No. 6 Tahun 2023 tentang Penetapan Peraturan Owned Enterprises as amended by Law No. 6 of 2023
Pemerintah Pengganti Undang-Undang No. 2 Tahun 2022 on the Ratification of Government Regulation in Lieu
tentang Cipta Kerja menjadi Undang-Undang (“UUCK”); of Law No. 2 of 2022 on Job Creation becoming Law
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
(iii) Pasal 66, Pasal 67, Pasal 68, Pasal 69 dan Pasal 78 (“UUCK”); (iii) Articles 66, 67, 68, 69, and 78 of Law No.
Undang-Undang No. 40 Tahun 2007 tentang Perseroan 40 of 2007 on Limited Liability Companies as amended
Terbatas sebagaimana telah diubah dengan UUCK by UUCK (“UUPT”); and (iv) Article 33 paragraph 3 of
(“UUPT”); dan (iv) Pasal 33 ayat 3 Peraturan Menteri Badan the Minister of State-Owned Enterprises Regulation No.
Usaha Milik Negara (“BUMN”) No. PER-1/MBU/03/2023 PER-1/MBU/03/2023 concerning Special Assignment
tentang Penugasan Khusus dan Program Tanggung Jawab and Corporate Social and Environmental Responsibility
Sosial dan Lingkungan Badan Usaha Milik Negara. Programs of State-Owned Enterprises.
2. Penetapan Penggunaan Laba Bersih Perseroan Tahun 2. Approval of the Use of the Company’s Net Profit for the
Buku 2023. 2023 Fiscal Year.
Dasar Mata Acara: Basis of the Agenda:
(i) Pasal 21 ayat 2 huruf b juncto Pasal 26 ayat 2 Anggaran (i) Article 21 paragraph 2 letter b in conjunction with
Dasar Perseroan; dan (ii) Pasal 70 dan 71 ayat 1 UUPT. Article 26 paragraph 2 of the Company’s Articles of
Association; and (ii) Articles 70 and 71 paragraph 1 of
the UUPT.
3. Penunjukan Kantor Akuntan Publik untuk Mengaudit 3. Appointment of a Public Accounting Firm to Audit the
Laporan Keuangan Konsolidasian Perseroan Tahun Buku Consolidated Financial Statements of the Company for
2024 dan Laporan Keuangan Program Pendanaan Usaha the 2024 Fiscal Year and the Financial Statements of the
Mikro dan Usaha Kecil (PUMK) Tahun Buku 2024. Micro and Small Business Funding Program (PUMK) for
the 2024 Fiscal Year.
Dasar Mata Acara: Basis of the Agenda:
(i) Pasal 21 ayat 2 huruf c juncto Pasal 15 ayat 2 huruf (i) Article 21 paragraph 2 letter c in conjunction with
b.5 Anggaran Dasar Perseroan; (ii) Pasal 59 ayat 1 POJK Article 15 paragraph 2 letter b.5 of the Company’s
15/2020; (iii) Pasal 68 ayat 1 UUPT; dan (iv) Pasal 32 ayat Articles of Association; (ii) Article 59 paragraph 1 POJK
1 Peraturan Menteri BUMN No. PER-2/MBU/03/2023 15/2020; (iii) Article 68 paragraph 1 of the UUPT; and
tentang Pedoman Tata Kelola dan Kegiatan Korporasi (iv) Article 32 paragraph 1 of the Minister of State-
Signifikan Badan Usaha Milik Negara. Owned Enterprises Regulation No. PER-2/MBU/03/2023
concerning Corporate Governance and Significant
Corporate Activities of State-Owned Enterprises.
4. Penetapan Gaji/Honorarium berikut Fasilitas dan 4. Approval of the Salaries/Honoraria, Benefits, and
Tunjangan untuk Direksi dan Dewan Komisaris Perseroan Allowances for the Board of Directors and the Board
Tahun Buku 2024, serta Tantiem/Insentif Kinerja/Insentif of Commissioners of the Company for the 2024 Fiscal
Khusus untuk Direksi dan Dewan Komisaris Perseroan Year, as well as Performance Bonuses/Performance
atas Kinerja Tahun Buku 2023. Incentives/Special Incentives for the Board of Directors
and Board of Commissioners for the Performance of the
2023 Fiscal Year.
Dasar Mata Acara: Basis of the Agenda:
(i) Pasal 11 ayat 19, Pasal 14 ayat 30, dan Pasal 26 ayat (i) Articles 11 paragraph 19, Article 14 paragraph 30,
5 Anggaran Dasar Perseroan; (ii) Pasal 96 dan 113 UUPT; and Article 26 paragraph 5 of the Company’s Articles
dan (iii) Pasal 76 ayat 1 Peraturan Menteri BUMN No. of Association; (ii) Articles 96 and 113 of the UUPT;
PER-3/MBU/03/2023 tentang Organ dsan Sumber Daya and (iii) Article 76 paragraph 1 of the Minister of State-
Manusia Badan Usaha Milik Negara (“Permen BUMN Owned Enterprises Regulation No. PER-3/MBU/03/2023
3/2023”). concerning the Organization and Human Resources of
State-Owned Enterprises (“Permen BUMN 3/2023”).
5. Perubahan Susunan Pengurus Perseroan. 5. Changes in the Composition of the Company’s
Management.
Dasar Mata Acara: Basis of the Agenda:
(i) Pasal 11 ayat 10 dan Pasal 14 ayat 12 Anggaran Dasar (i) Articles 11 paragraph 10 and Article 14 paragraph
Perseroan; (ii) POJK No. 33/POJK.04/2014 tentang 12 of the Company’s Articles of Association; (ii) POJK
Direksi dan Dewan Komisaris Emiten atau Perusahaan No. 33/POJK.04/2014 on the Board of Directors and the
Publik; dan (iii) Permen BUMN 3/2023 Board of Commissioners of Issuers or Public Companies;
and (iii) Permen BUMN 3/2023.
Mata Acara Rapat dipublikasikan dalam Pemanggilan. Dalam The agenda of the Meeting is published in the Notice of
Pemanggilan Rapat, selain dipublikasikan Mata Acara Rapat, Meeting. In addition to the meeting agenda, the following
juga disebutkan informasi terkait penyelenggaraan Rapat di information regarding the organization of the meeting is also
antaranya sebagai berikut: mentioned in the Notice:
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
1. Perseroan tidak mengirimkan undangan tersendiri 1. The Company will not send individual invitations
kepada Pemegang Saham karena Pemanggilan to shareholders as the Notice serves as the official
merupakan undangan resmi. invitation.
2. Recording date adalah 05 April 2024. 2. The recording date is April 5, 2024.
3. Prosedur registrasi kehadiran secara elektronik melalui 3. The attendance registration procedure is electronic
fasilitas eASY.KSEI atau pemberian kuasa kepada Biro through the eASY.KSEI facility or by granting a proxy
Administasi Efek (“BAE”) Perseroan yaitu PT Datindo to the Company’s Share Registrar (“BAE”), PT Datindo
Entrycom melalui fasilitas eASY.KSEI; serta hal-hal Entrycom, via the eASY.KSEI facility. Shareholders
yang perlu diperhatikan dalam proses registrasi bagi attending the meeting electronically through eASY.KSEI
Pemegang Saham yang akan hadir secara elektronik should take note of the registration process.
dalam Rapat melalui eASY.KSEI.
4. Panduan pendaftaran, registrasi, penggunaan dan 4. The registration guide, registration process, use of, and
penjelasan lebih lanjut mengenai eASY.KSEI dan AKSes further explanations regarding eASY.KSEI and AKSes KSEI
KSEI dapat dilihat di situs web KSEI dengan tautan can be found on the KSEI website at the links https://
https://akses.ksei.co.id dan https://easy.ksei.co.id, serta akses.ksei.co.id and https://easy.ksei.co.id, as well as
Tata Tertib Rapat di situs web Perseroan www.jasamarga. the Meeting Rules on the Company’s website, www.
com. jasamarga.com.
5. Notaris dibantu dengan BAE Perseroan, akan melakukan 5. A Notary, assisted by the Company’s BAE, will verify and
pengecekan dan perhitungan suara dalam pengambilan count the votes for decision-making at the Meeting on
keputusan Rapat atas Mata Acara Rapat, termasuk the agenda items, including those votes submitted by
yang berdasarkan suara yang telah disampaikan oleh shareholders through the eASY.KSEI facility or during the
Pemegang Saham baik melalui fasilitas eASY.KSEI, meeting.
maupun yang disampaikan dalam Rapat.
6. Bahan-bahan yang akan dibicarakan dalam Rapat telah 6. The materials to be discussed at the meeting have been
tersedia dan dapat diperoleh di situs web Perseroan made available and can be obtained on the Company’s
www.jasamarga.com sejak tanggal Pemanggilan Rapat. website, www.jasamarga.com, since the date of the
Notice of Meeting.
Kehadiran Dewan Komisaris dan Direksi Attendance of the Board of Commissioners and
Board of Directors
Rapat dihadiri oleh seluruh Direksi dan Dewan Komisaris The meeting was attended by all members of the Board of
Perseroan secara luring dan daring. Directors and the Board of Commissioners of the Company
both physically and virtually.
Hadir secara luring Hadir secara daring
Offline presence Online presence
Direksi Direksi
Board of Directors Board of Directors
Subakti Syukur Direktur Utama Fitri Wiyanti Direktur Operasi
President Director Director of Operations
Pramitha Wulanjani Direktur Keuangan dan Manajemen Risiko M. Agus Setiawan Direktur Pengembangan Usaha
Director of Finance and Risk Management Director of Business Development
Dewan Komisaris Reza Febriano Direktur Bisnis
Board of Commissioners Director of Business
Mohammad Zainal Komisaris Utama Bagus Cahya Direktur Human Capital dan Transformasi
Fatah President Commissioner Arinta B. Director of Human Capital & Transformation
Chandra Wijaya Komisaris Independen Dewan Komisaris
Independent Commissioner Board of Commissioners
Marsetio Komisaris Independen
Independent Commissioner
Abdul Rachman Komisaris Independen
Independent Commissioner
Seppalga Ahmad Komisaris Independen
Independent Commissioner
M. Roskanedi Komisaris
Commissioner
Raja Erizman Komisaris
Commissioner
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 459
Page 460
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Penyelenggaraan RUPS Tahunan didukung oleh pihak The Annual GMS was supported by independent parties,
independen dalam hal ini Konsultan Hukum, Notaris dan Biro in this case, the Legal Consultant, Notary, and Securities
Administrasi Efek (BAE). Selain itu, Kantor Akuntan Publik Administration Bureau (BAE). In addition, the Public Accounting
yang mengaudit Laporan Keuangan Perseroan dan Anak Firm that audited the Financial Statements of the Company
Perusahaan serta Laporan Program Pendanaan Usaha Mikro and its Subsidiaries as well as the Financial Statements of the
dan Usaha Kecil (PUMK) tahun buku 2023 juga hadir dalam Partnership and Community Development Program for the
RUPS Tahunan tersebut. financial year 2023 was also present at the AGM.
Pemimpin Rapat Chairperson of the Meeting
Rapat dipimpin oleh Komisaris Utama berdasarkan Keputusan The meeting will be chaired by the President Commissioner
Dewan Komisaris Perseroan No. KEP-067/IV/2024 tanggal 29 based on the Company’s Board of Commissioners Decision
April 2024. No. KEP-067/IV/2024 dated April 29, 2024.
Untuk memenuhi ketentuan Pasal 39 ayat (3) POJK To comply with the provisions of Article 39 paragraph (3) of
15/2020 dan Anggaran Dasar Perseroan, Pemimpin Rapat POJK 15/2020 and the Company’s Articles of Association, the
menyampaikan Kondisi Umum Perseroan dan pokok-pokok Chairperson of the Meeting will present the general condition
Tata Tertib Rapat. of the Company and the main points of the Meeting Rules.
Tata Tertib Meeting Rules
Tata Tertib Rapat tersedia di situs web Perseroan sejak tanggal The Meeting Rules are available on the Company’s website
Pemanggilan. since the date of the Invitation.
Selain itu, untuk memenuhi ketentuan Pasal 39 ayat (2) dan Furthermore, to comply with the provisions of Article 39
(3) POJK 15/2020, pokok-pokok Tata Tertib, yaitu Tanya Jawab paragraphs (2) and (3) of POJK 15/2020, the main points of
dan Pemungutan Suara, dibacakan pada saat Rapat. the Meeting Rules, namely the Question and Answer session
and the Voting process, are read during the Meeting.
Ketentuan Kuorum dan Kehadiran Pemegang Saham
Quorum Policy and Shareholders Attendance
Tabel Ketentuan Kuorum
Table of Quorum Provisions
Mata Acara Ketentuan Korum
Meeting Agenda Quorum Policy
1, 3 Rapat adalah sah dan berhak mengambil keputusan yang sah dan mengikat, apabila Rapat dihadiri/
diwakili oleh Pemegang Saham yang mewakili lebih dari ½ (satu per dua) bagian dari jumlah seluruh
saham dengan hak suara yang sah yang telah dikeluarkan Perseroan.
the Meeting is valid and entitled to make a legitimate and binding resolution, if the Meeting is attended/
represented by Shareholders who represent more than ½ (one half) of the total number of shares with
valid voting rights issued by the Company.
2, 4, 5 Rapat adalah sah dan berhak mengambil keputusan yang sah dan mengikat, apabila Rapat dihadiri/diwakili
oleh Pemegang Saham Seri A Dwiwarna dan Pemegang Saham lainnya yang bersama-sama mewakili lebih
dari ½ (satu per dua) bagian dari jumlah seluruh saham dengan hak suara yang sah yang telah dikeluarkan
Perseroan.
the Meeting is valid and entitled to make a legitimate and binding resolution, if the Meeting is attended/
represented by Series A Dwiwarna Shareholder and other Shareholders who collectively represent more
than ½ (one half) of the total number of shares with valid voting rights issued by the Company.
Rapat dihadiri oleh para Pemegang Saham Perseroan dan/atau The meeting is attended by the Shareholders and/or proxies/
Kuasa/Wakil Pemegang Saham yang seluruhnya mewakili representatives of Shareholders representing a total of
6.347.856.486 saham termasuk di dalamnya Saham Seri A 6,347,856,486 shares, including Series A Dwiwarna Shares, or
Dwiwarna atau merupakan 87,462% suara dari jumlah seluruh 87.462% of the votes from the total number of valid voting
saham dengan hak suara yang sah yang dikeluarkan Perseroan shares issued by the Company until the meeting date, which
sampai dengan hari Rapat, yaitu sejumlah 7.257.871.200 is a total of 7,257,871,200 shares consisting of:
saham yang terdiri dari:
1. 1 (satu) Saham Seri A Dwiwarna; dan 1. 1 (one) Series A Dwiwarna Share; and
2. 7.257.871.199 (tujuh miliar, dua ratus lima puluh 2. 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.
460 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 461
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Dengan memperhatikan Daftar Pemegang Saham Perseroan Considering the Shareholders List of the Company as of April
per tanggal 05 April 2024 pukul 16:15 WIB, karenanya 5, 2024, at 16:15 WIB, the quorum attendance requirement
ketentuan mengenai kuorum kehadiran dalam Rapat for the meeting as stipulated in the Company’s Articles of
sebagaimana diatur dalam Anggaran Dasar Perseroan dan Association and Law No. 40 of 2007 concerning Limited
Undang-Undang No. 40 tahun 2007 tentang Perseroan Liability Companies as last amended by Law No. 6 of 2023
Terbatas sebagaimana terakhir diubah dengan UU No. 6 Tahun concerning the Enactment of Government Regulation in Lieu
2023 tentang Penetapan Peraturan Pemerintah Pengganti of Law No. 2 of 2022 concerning Job Creation into Law, as well
Undang-Undang No. 2 Tahun 2022 tentang Cipta Kerja as regulations in the Capital Market sector, has been fulfilled.
menjadi Undang-Undang serta Peraturan di bidang Pasar
Modal, telah terpenuhi.
Tabel Jumlah Saham yang Hadir pada RUPS Tahunan 2024 Jasa Marga
Table of Total Shares Present at the Jasa Marga 2024 Annual General Meeting
Jumlah Saham Persentase (%)
Total Shares Percentage (%)
6.347.856.486 87,462%
Dengan demikian ketentuan mengenai kuorum kehadiran Therefore, the provisions regarding the quorum for attendance
dalam Rapat sebagaimana diatur dalam Anggaran Dasar in the Meeting as regulated in the Articles of Association of the
Perseroan dan Undang-Undang No. 40 tahun 2007 tentang Company and Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas serta Peraturan di bidang Pasar Modal, Companies as well as Regulations in the Capital Market field,
telah terpenuhi, dan Rapat adalah sah dan dapat mengambil have been fulfilled, and the Meeting is valid and can make
keputusan keputusan yang sah dan mengikat para Pemegang valid decisions and bind the Shareholders of the Company to
Saham Perseroan untuk Mata Acara Rapat. the Agenda of the Meeting.
Perhitungan jumlah Pemegang Saham yang hadir atau The calculation of the number of Shareholders present or
terwakili di dalam Rapat dilakukan oleh Notaris dan hanya represented at the Meeting is carried out by the Notary and is
dilakukan 1 (satu) kali, yaitu sebelum Rapat dibuka oleh only done once before the Meeting is opened by the Meeting
Pemimpin Rapat. Chairperson.
Tanya Jawab Q&A Session
Sebelum pengambilan keputusan, Pemimpin Rapat Before making a decision, the Meeting Chairperson will
memberikan kesempatan kepada paling banyak 3 (tiga) allow a maximum of three (3) questioners to ask questions
penanya untuk mengajukan pertanyaan atau pendapatnya or share opinions related to the agenda being discussed.
pada hal yang berkaitan dengan Mata Acara Rapat yang
sedang dibicarakan.
Penanya yang hadir secara elektronik dapat menyampaikan Questioners attending electronically can submit their
pertanyaan dan/atau pendapat melalui fitur chat eASY. questions and/or opinions via the chat feature in eASY.
KSEI pada kolom “Electronic Options” yang tersedia dalam KSEI under the “Electronic Options” column available on
layar e-Meeting Hall. Setiap penanya diharuskan menuliskan the e-Meeting Hall screen. Each questioner is required
nama Pemegang Saham, jumlah saham yang dimiliki, serta to include their shareholder’s name, the number of
pertanyaan dan/atau pendapatnya. shares owned, and their question and/or opinion.
Pertanyaan atau pendapat dibacakan dan dijawab atau The questions or opinions will be read out and answered
ditanggapi oleh Pemimpin Rapat atau pihak yang ditunjuk or responded to by the Meeting Leader or a designated
oleh Pemimpin Rapat. representative.
Keputusan Rapat dan Pemungutan Suara Meeting Decisions and Voting
Keputusan diambil secara musyawarah untuk mufakat, namun Decisions are made through deliberation to reach a
apabila Pemegang Saham atau Kuasa Pemegang Saham ada consensus. However, if any Shareholders or Shareholder
yang tidak menyetujui atau memberikan suara abstain, maka Representatives disagree or abstain, the decision will be
keputusan diambil dengan cara pemungutan suara secara made through an electronic vote via eASY.KSEI (e-Voting).
elektronik melalui eASY.KSEI (e-Voting).
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 461
Page 462
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Dengan menerapkan voting secara elektronik tersebut melalui By implementing electronic voting through eASY.KSEI,
eASY.KSEI, para Pemegang Saham yang tidak hadir dapat tetap Shareholders who are not physically present can still cast their
melakukan voting dalam RUPS (electronic voting in absentia). votes in the General Meeting of Shareholders (electronic voting
Tiap pemegang 1 (satu) saham berhak mengeluarkan 1 (satu) in absentia). Each shareholder with 1 (one) share is entitled to
suara. 1 (one) vote.
Pemungutan suara dilakukan secara elektronik dan Voting will be conducted electronically via eASY.KSEI
berlangsung di eASY.KSEI (e-Voting) pada menu e-Meeting (e-Voting) on the e-Meeting Hall menu, under the Live
Hall, sub menu Live Broadcasting. Broadcasting sub-menu.
Pemegang Saham yang hadir atau memberikan kuasa secara Shareholders who attend or grant electronic power of
elektronik dalam Rapat melalui eASY.KSEI, namun belum attorney for the Meeting via eASY.KSEI but have not yet made
menetapkan pilihan suara, memiliki kesempatan untuk their voting choice will have the opportunity to cast their vote
menyampaikan pilihan suaranya selama masa pemungutan while the voting period is open through the e-Meeting Hall
suara dibuka melalui layar e-Meeting Hall di eASY.KSEI. screen on eASY.KSEI.
Apabila Pemegang Saham tidak memberikan pilihan suara If a Shareholder does not cast a vote for an agenda item by
untuk Mata Acara Rapat hingga batas waktu yang ditentukan, the specified deadline, the Shareholder will be considered to
maka Pemegang Saham dianggap abstain. Suara abstain have abstained. Abstentions are treated as votes in alignment
dianggap mengeluarkan suara yang sama dengan suara with the majority of Shareholders and their Representatives
mayoritas Pemegang Saham dan Kuasa Para Pemegang Saham who cast votes.
yang mengeluarkan suara.
Sesuai Pasal 48 POJK 15/2020 dan Pasal 25 ayat (11) Anggaran In accordance with Article 48 of POJK 15/2020 and Article
Dasar Perseroan, suara yang dikeluarkan oleh Pemegang 25 paragraph (11) of the Company’s Articles of Association,
Saham berlaku untuk seluruh saham yang dimilikinya. Untuk the vote cast by a Shareholder applies to all the shares they
itu, Pemegang Saham tidak berhak memberikan kuasa kepada own. Therefore, a Shareholder cannot grant power of attorney
lebih dari seorang kuasa untuk sebagian dari jumlah saham to more than one representative for a portion of their shares
yang dimilikinya dengan suara yang berbeda. Ketentuan with different voting instructions. This provision does not
tersebut tidak berlaku bagi bank kustodian atau perusahaan apply to custodial banks or securities companies representing
efek yang mewakili Pemegang Saham dalam dana bersama Shareholders in mutual funds.
(mutual fund).
Tabel Ketentuan Kuorum Keputusan Rapat
Table of Quorum Requirements for Meeting Decisions
Mata Acara Ketentuan Korum
Meeting Agenda Quorum Policy
1, 3 Keputusan diambil berdasarkan pemungutan suara yang disetujui oleh Pemegang Saham yang mewakili
lebih dari ½ (satu per dua) bagian dari jumlah seluruh saham dengan hak suara yang sah yang hadir dalam
Rapat.
The resolutions for the Meeting Agenda will be taken by voting collection based on the agreed vote by
Shareholders who represent more than ½ (one half) of the total number of shares with valid voting rights
present at the Meeting.
2, 4, 5 Keputusan diambil berdasarkan pemungutan suara yang disetujui oleh Pemegang Saham Seri A Dwiwarna
dan Pemegang Saham lainnya yang bersama-sama mewakili lebih dari ½ (satu per dua) bagian dari jumlah
seluruh saham dengan hak suara yang sah yang hadir dalam Rapat.
The resolution for the Agendas will be taken by voting collection based on the agreed vote by Series A
Dwiwarna Shareholder and other Shareholders who collectively represent more than ½ (one half) of the
total number of shares with valid voting rights present at the Meeting.
Setelah pemungutan suara, Notaris membacakan hasil After the voting, the Notary will announce the results of the
pemungutan suara setiap Mata Acara Rapat. vote for each agenda item.
462 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 463
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Penayangan Siaran Langsung Pelaksanaan Rapat Live Broadcast of the Meeting Execution
Pemegang Saham yang telah terdaftar di eASY.KSEI Shareholders registered on eASY.KSEI can watch the meeting
paling lambat hingga batas waktu yang ditentukan dapat live via Zoom Webinar by accessing the eASY.KSEI menu,
menyaksikan jalannya Rapat melalui Webinar Zoom dengan under the RUPS Broadcast section in the AKSes KSEI facility,
mengakses menu eASY.KSEI, sub menu Tayangan RUPS yang with a capacity of up to 500 participants determined based on
berada pada fasilitas AKSes KSEI dengan kapasitas hingga 500 a first come, first served mechanism.
(lima ratus) peserta yang ditentukan berdasarkan mekanisme
first come first served.
Pemegang Saham yang tidak mendapatkan kesempatan Shareholders who do not get the opportunity to watch the
menyaksikan Rapat melalui Tayangan RUPS dianggap sah meeting through the RUPS Broadcast are considered validly
hadir secara elektronik, serta kepemilikan saham dan pilihan present electronically, and their share ownership and voting
suaranya diperhitungkan dalam Rapat, sepanjang telah preferences are counted in the meeting, as long as they have
mendeklarasikan kehadirannya dalam eASY.KSEI. declared their presence in eASY.KSEI.
Hasil Voting, Keputusan, dan Tindak Lanjut Keputusan Voting Results, Decisions, and Follow-up Actions
RUPS Tahunan from the Annual GMS
Rapat Perseroan dibuka pada pukul 14:25 WIB dan ditutup The Company’s meeting was opened at 14:25 WIB and
pada pukul 15:43 WIB. Perseroan telah menunjuk Notaris closed at 15:43 WIB. The Company appointed a Notary as
sebagai pihak independen untuk melakukan validasi suara an independent party to validate the votes and prepare the
dan menyusun minuta akta Rapat. Dalam Rapat tersebut telah meeting minutes. The following decisions were made during
diambil keputusan yaitu sebagaimana dituangkan dalam Akta the meeting, as outlined in the Meeting Minutes Deed No. 28
Risalah Rapat No. 28 tanggal 08 Mei 2024, dibuat oleh Notaris dated May 8, 2024, prepared by Notary Ir. Nanette Cahyanie
Ir. Nanette Cahyanie Handari Adi Warsito, SH. yang pada Handari Adi Warsito, SH., which are essentially as follows:
pokoknya adalah sebagai berikut:
Mata Acara Rapat Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Konsolidasian Perseroan,
Pertama Persetujuan Laporan Tugas Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan
First Meeting Agenda Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) yang Berakhir pada Tanggal 31 Desember
2023, sekaligus Pemberian Pelunasan dan Pembebasan Tanggung Jawab Sepenuhnya (volledig acquit
et de charge) kepada Direksi atas Tindakan Pengurusan Perseroan dan Dewan Komisaris atas Tindakan
Pengawasan Perseroan yang Telah Dijalankan Selama Tahun Buku 2023.
Approval of the Company’s Annual Report and Ratification of the Company’s Consolidated Financial
Statements, Approval of the Board of Commissioners Supervisory Report, along with Approval of
the Financial Statements of Microtg of Full Release and Discharge of Liability (volledig acquit et de
charge) to the Directors for the Actions of Managing the Company and to the Board of Commissioners
for the Actions of Supervising the Company, Carried out in the Fiscal Year 2023.
Jumlah Pemegang Nihil
Saham yang None
Bertanya Total
Shareholders Submitted
Question
Pengambilan Dengan Pemungutan Suara
Keputusan With Voting
Decision Making
Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
6.293.419.085 564.326 53.873.075 6.347.292.160
(99,14%) (0,01%) (0,85%) (99,99%)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 463
Page 464
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Menyetujui Laporan Tahunan Perseroan termasuk Laporan Tugas Pengawasan Dewan Komisaris
untuk Tahun Buku 2023, Laporan Pelaksanaan Program Tanggung Jawab Sosial dan Lingkungan, serta
mengesahkan Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2023, yang telah diaudit oleh
Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Anggota Jaringan Global
RSM) sesuai laporannya No. 00068/2.1030/AU.1/06/0645-2/1/II/2024 tanggal 29 Februari 2024
dengan pendapat “laporan keuangan konsolidasian terlampir menyajikan secara wajar dalam semua
hal yang material, posisi keuangan konsolidasian Kelompok Usaha tanggal 31 Desember 2023, serta
kinerja keuangan konsolidasian dan arus kas konsolidasiannya untuk tahun yang berakhir pada tanggal
tersebut, sesuai dengan Standar Akuntansi Keuangan di Indonesia”, serta memberikan pelunasan dan
pembebasan tanggung jawab (volledig acquit et de charge) kepada Direksi atas Tindakan Pengurusan
Perseroan dan Dewan Komisaris atas Tindakan Pengawasan Perseroan yang telah dijalankan dalam
Tahun Buku yang berakhir pada tanggal 31 Desember 2023 sepanjang tindakan tersebut bukan
merupakan tindak pidana dan/atau melanggar ketentuan perundang-undangan dan prosedur hukum
yang berlaku, tercermin dalam buku-buku laporan Perseroan, dan tidak menimbulkan kerugian bagi
Perseroan dan entitas anak.
2. Mengesahkan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil Tahun Buku 2023
yang berakhir pada tanggal 31 Desember 2023 yang menjadi bagian dari Laporan Tanggung Jawab
Sosial dan Lingkungan sebagaimana yang telah diaudit oleh KAP Amir Abadi Jusuf, Aryanto, Mawar &
Rekan (Anggota Jaringan Global RSM) sesuai laporannya No. 0098/2.1030/AU.2/12/0645-2/0/II/2024
tanggal 29 Februari 2024 dengan pendapat “laporan keuangan terlampir menyajikan secara wajar,
dalam semua hal yang material, posisi keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil
(dahulu Program Kemitraan dan Bina Lingkungan) PT Jasa Marga (Persero) Tbk tanggal 31 Desember
2023, serta aktivitas dan arus kasnya untuk tahun yang berakhir pada tanggal tersebut, sesuai dengan
Standar Akuntansi Keuangan Entitas Tanpa Akuntabilitas Publik”, serta memberikan pelunasan dan
pembebasan tanggung jawab (volledig acquit et de charge) kepada Direksi atas Tindakan Pengurusan
Program Pendanaan Usaha Mikro dan Usaha Kecil dan Dewan Komisaris atas Tindakan Pengawasan
Program Pendanaan Usaha Mikro dan Usaha Kecil yang berakhir pada tanggal 31 Desember 2023
sepanjang tindakan tersebut bukan merupakan tindak pidana dan/atau melanggar ketentuan
perundang-undangan dan prosedur hukum yang berlaku, dan tercermin dalam buku-buku laporan
Perseroan.
Meeting with the Most Votes Decides:
1. Approve the Annual Report of the Company including the Supervision Duty Implementation Report of
the Board of Commissioner for the Fiscal Year 2023, and ratify the Consolidated Financial Statements
of the Company that ended on 31 December 2023 that has been audited by Public Accounting Firm
Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Member of the RSM Network) as stated in its report No.
00068/2.1030/AU.1/06/0645-2/1/II/2024 dated 29 February 2024 with the opinion that “the
attached consolidated financial statements present fairly, in all material respects, the consolidated
financial position of the Group as of 31 December 2023 and their consolidated financial performance
and cash flows for the year ended on that date, in accordance with Indonesia Financial Accounting
Standards”, and grant full release and discharge of liability (volledig acquit et de charge) to the
members of the Board of Directors for the management of the Company and to all members of the
Board of Commissioners for the supervision of the Company that have been carried out during the
Fiscal Year ended on 31 December 2023, to the extent that such actions do not constitute a criminal
offense and/or violates applicable statutory provisions and legal procedures, have been reflected in
the Company’s report books, and does not cause losses to the company and its subsidiaries.
2. Accept the Annual Report on the Implementation of the Micro and Small Enterprises Funding Program,
which ended on 31 December 2023 which is part of the Social Environmental Responsibility Report
and was audited by Public Accounting Firm Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Member of the
RSM Network) as stated in its report No. 0098/2.1030/AU.2/12/0645-2/0/II/2024 dated 29 February
2024 with the opinion that “the attached financial statement present fairly, in all material respect, the
financial position of the Micro and Small Enterprises Funding Program (formerly, the Partnership and
Community Development Program) of PT Jasa Marga (Persero) Tbk dated 31 December 2023, as well as
all activities and cash flows for the year ended therein, in accordance with Entity’s Financial Accounting
Standard Without Public Accountability” and grant full release and discharge of liability (volledig
acquit et de charge) to the members of the Board of Directors for the management of the Micro and
Small Business Funding Program and to all members of the Board of Commissioners for the supervision
of the Micro and Small Business Funding Program that have been carried out ended on 31 December
2023, to the extent that such actions do not constitute a criminal offense and/or violates applicable
statutory provisions and legal procedures, have been reflected in the Company’s report books.
Tindak Lanjut/ -
Realisasi
Follow-up/Realization
464 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Mata Acara Rapat Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2023.
Kedua Determination of the Use of the Company’s Net Profit for the Fiscal Year 2023.
Second Meeting Agenda
Jumlah Pemegang Nihil
Saham yang None
Bertanya Total
Shareholders Submitted
Question
Pengambilan Dengan Pemungutan Suara
Keputusan With Voting
Decision Making
Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
6.290.357.985 841.826 56.656.675 6.347.014.660
(99,09%) (0,01%) (0,89%) (99,98%)
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Menetapkan penggunaan Laba Bersih Atribusi Pemilik Entitas Induk Perseroan Tahun Buku 2023
sebesar Rp6.793.551.210.505,- (enam triliun, tujuh ratus sembilan puluh tiga miliar, lima ratus lima
puluh satu juta, dua ratus sepuluh ribu, lima ratus lima Rupiah) sebagai berikut:
a. Sebesar 4% atau Rp274.808.657.437,- (dua ratus tujuh puluh empat miliar, delapan ratus delapan
juta, enam ratus lima puluh tujuh ribu, empat ratus tiga puluh tujuh Rupiah) ditetapkan sebagai
dividen tunai, sehingga dividen bagian Negara RI atas kepemilikan 70% saham adalah sebesar
Rp192.366.060.206,- (seratus sembilan puluh dua miliar, tiga ratus enam puluh enam juta, enam
puluh ribu, dua ratus enam Rupiah).
b. Sebesar 96% atau Rp6.518.742.553.068,- (enam triliun, lima ratus delapan belas miliar, tujuh
ratus empat puluh dua juta, lima ratus lima puluh tiga ribu, enam puluh delapan Rupiah) sebagai
cadangan.
2. Memberikan wewenang dan kuasa kepada Direksi Perseroan dengan hak substitusi untuk mengatur
lebih lanjut mengenai tata cara dan pelaksanaan pembagian dividen tunai tersebut sesuai dengan
ketentuan yang berlaku, termasuk melakukan pembulatan ke atas untuk pembayaran dividen per
saham.
Meeting with the Most Votes Decides:
1. Approve the utilization of the Attribution Net Profit of the Company’s Parent Entity Owner in the Fiscal
Year 2023 amounting to IDR6,793.551.210.505 (six trillion, seven hundred and ninety-three billion,
five hundred and fifty-one million, two hundred and ten thousand, five hundred and five Rupiah) as
follows:
a. 4% or IDR274,808,657,437 (five hundred forty-nine billion, three hundred seventy-six million,
eight hundred fourteen thousand, four hundred sixty-six Rupiah) is determined as cash dividend;
therefore, the Republic of Indonesia’s portion of dividends for the ownership of 70% of the shares
amounting to IDR192,366,060,206 (one hundred and ninety-two billion, three hundred and sixty-
six million, sixty thousand, two hundred and six Rupiah).
b. 96% or IDR6,518,742,553,068 (six trillion, five hundred eighteen billion, seven hundred forty-two
million, five hundred fifty-three thousand, sixty-eight Rupiah) as reserves.
2. Grant authority and powers to the Company’s Directors with the right of substitution to further stipulate
the procedures and implementation of the distribution of cash dividends in accordance with prevailing
regulation, including rounding up for payment of dividends per share.
Tindak Lanjut/ 1. Tata Cara Pembayaran Dividen Tunai Tahun Buku 2023 dipublikasikan pada Ringkasan Risalah
Realisasi Keputusan RUPS Tahunan dalam Bahasa Indonesia dan Bahasa Inggris melalui situs web Bursa Efek
Follow-up/Realization Indonesia dan Otoritas Jasa Keuangan https://spe.ojk.go.id/idxnet/, situs web penyedia e-RUPS https://
easy.ksei.co.id/, dan situs web Perseroan www.jasamarga.com pada tanggal 13 Mei 2024.
2. Pembayaran dividen tahun buku 2023 dijadwalkan pada tanggal 07 Juni 2024.
1. The procedure for the payment of cash dividends for the 2023 fiscal year will be published in the
Summary of the Annual General Meeting of Shareholders (RUPS) decisions in both Indonesian and
English on the websites of the Indonesia Stock Exchange and the Financial Services Authority at
https://spe.ojk.go.id/idxnet/, the e-RUPS service provider’s website at https://easy.ksei.co.id/, and the
Company’s website at www.jasamarga.com on May 13, 2024.
2. The payment of dividends for the 2023 fiscal year is scheduled for June 7, 2024.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 465
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Mata Acara Rapat Penunjukan Kantor Akuntan Publik untuk Mengaudit Laporan Keuangan Konsolidasian Perseroan
Ketiga Tahun Buku 2024 dan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK)
Third Meeting Agenda Tahun Buku 2024.
Appointment of Public Accounting Firm to Audit the Company’s Consolidated Financial Statements
for Fiscal Year 2024 and the Financial Statements of Micro and Small Businesses Funding Program for
Fiscal Year 2024.
Jumlah Pemegang Nihil
Saham yang None
Bertanya Total
Shareholders Submitted
Question
Pengambilan Dengan Pemungutan Suara
Keputusan With Voting
Decision Making
Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
5.996.581.995 299.167.816 52.106.675 6.048.688.670
(94,46%) (4,71%) (0,82%) (95,28%)
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Menunjuk Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Anggota Jaringan
Global RSM) untuk melakukan audit atas Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2024
dan Laporan Pelaksanaan Program Tanggung Jawab Sosial dan Lingkungan, serta Laporan Keuangan
Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) periode Tahun Buku 2024.
2. Memberikan pelimpahan kewenangan kepada Dewan Komisaris Perseroan untuk menetapkan besaran
imbalan jasa audit, penambahan/penyesuaian ruang lingkup lainnya sebagaimana keputusan tersebut
di atas, termasuk penetapan Akuntan Publik, dan persyaratan penunjukan lainnya yang wajar bagi KAP
tersebut.
3. Memberikan wewenang dan kuasa kepada Dewan Komisaris dengan terlebih dahulu mendapatkan
persetujuan tertulis Pemegang Saham Seri A Dwiwarna untuk menetapkan KAP pengganti dalam hal KAP
Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Anggota Jaringan Global RSM) karena sebab apapun tidak
dapat menyelesaikan audit atas Laporan Keuangan Konsolidasian Perseroan dan Laporan Pelaksanaan
Program Tanggung Jawab Sosial dan Lingkungan, serta Laporan Keuangan Program Pendanaan Usaha
Mikro dan Usaha Kecil (PUMK) untuk Tahun Buku 2024, termasuk menetapkan besaran imbalan jasa
audit dan persyaratan lainnya bagi KAP Pengganti tersebut.
Meeting with the Most Votes Decides:
1. Approve the appointment of the Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Member of the RSM
Network) Public Accounting Firm to audit the Company’s Consolidated Financial Statements and other
periods in the Fiscal Year 2024, Financial Statements of the Company’s Micro and Small Business
Funding Program for Fiscal Year 2024.
2. Grant the delegation of authority to the Company’s Board of Commissioners in determining the amount
of compensation for audit services, addition/adjustments to other scopes of work as stated in the
decision above, including the determination of a Public Accounting, and other reasonable requirements
for such Public Accounting Firm.
3. Grant authority and powers to the Company’s Board of Commissioners by obtaining prior written
approval from the Series A Dwiwarna Shareholder to determine the replacement of the Public
Accounting Firm in the event that Public Accounting Firm Amir Abadi Jusuf, Aryanto, Mawar & Rekan
(Member of the RSM Network), for any reasons, cannot complete the audit of Consolidated Financial
Statements of the Company and other period in the Fiscal Year 2024, also the Financial Report and
Small Business Funding Program for Fiscal Year 2024, including determine the amount of compensation
for audit services for the replacement of such Public Accounting Firm.
Tindak Lanjut/ KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) melakukan pekerjaan dalam lingkup
Realisasi audit yang telah ditetapkan.
Follow-up/Realization KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) carried out the work within the scope
of the audit that had been established.
466 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 467
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Mata Acara Rapat Penetapan Gaji/Honorarium berikut Fasilitas dan Tunjangan untuk Direksi dan Dewan Komisaris
Keempat Perseroan Tahun Buku 2024, serta Tantiem/Insentif Kinerja/Insentif Khusus untuk Direksi dan Dewan
Fourth Meeting Agenda Komisaris Perseroan atas Kinerja Tahun Buku 2023.
Determination of Salary/Honorarium along with Facilities and Benefits for Members of the Directors
and Board of Commissioners of the Company for Fiscal Year 2024, and Bonus/Work Incentive/Special
Incentive for the Directors and Board of Commissioners of the Company for the Performance of Fiscal
Year 2023.
Jumlah Pemegang Nihil
Saham yang None
Bertanya Total
Shareholders Submitted
Question
Pengambilan Dengan Pemungutan Suara
Keputusan With Voting
Decision Making
Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
6.131.315.291 159.884.520 56.656.675 6.187.971.966
(96,58%) (2,51%) (0,89%) (97,48%)
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Memberikan wewenang dan kuasa kepada Pemegang Saham Seri A Dwiwarna untuk menetapkan
besarnya tantiem/insentif kinerja/insentif khusus untuk Tahun Buku 2023, serta menetapkan
honorarium, tunjangan dan fasilitas bagi anggota Dewan Komisaris untuk tahun 2024.
2. Memberikan wewenang dan kuasa kepada Dewan Komisaris dengan terlebih dahulu mendapatkan
persetujuan tertulis dari Pemegang Saham Seri A Dwiwarna untuk menetapkan besarnya tantiem/
insentif kinerja/insentif khusus untuk Tahun Buku 2023, serta menetapkan gaji, tunjangan, dan fasilitas
bagi Direksi untuk Tahun 2024.
Meeting with the Most Votes Decides:
1. Grant authority and powers to Series A Dwiwarna Shareholder to determine the amount of bonus/work
incentive/special incentive for Fiscal Year 2023 and to determine honorarium, benefits, and facilities
for members of the Board of Commissioners for the year 2024.
2. Grant authority and powers to the Board of Commissioners by obtaining prior written approval from the
Series A Dwiwarna Shareholder, to determine the amount of bonus/work incentive/special incentive
for Fiscal Year 2023, and to determine the salary, benefits, and facilities for the Directors for the year
2024.
Tindak Lanjut/ Memperhatikan Keputusan RUPS Tahunan Jasa Marga tahun buku 2023 yang dilaksanakan
Realisasi tanggal 08 Mei 2024 serta berdasarkan surat Kementerian Badan Usaha Milik Negara No. SR-293/
Follow-up/Realization Wk.MBU.10/08/2024 tanggal 23 Agustus 2024, Pemegang Saham Seri A Dwiwarna menetapkan
tantiem/insentif kinerja/insentif khusus untuk Tahun Buku 2023 bagi Direksi dan Dewan Komisaris;
honorarium, tunjangan dan fasilitas untuk tahun 2024 bagi anggota Dewan Komisaris; serta gaji,
tunjangan, dan fasilitas untuk tahun 2024 bagi Direksi.
In accordance with the decision of the Annual General Meeting of Shareholders (RUPS) of Jasa Marga
for the 2023 fiscal year, held on May 8, 2024, and based on the letter from the Ministry of State-
Owned Enterprises No. SR-293/Wk.MBU.10/08/2024 dated August 23, 2024, the Series A Dwiwarna
Shareholders have determined the performance bonus/incentive/special incentive for the Board of
Directors and Board of Commissioners for the 2023 fiscal year; honorarium, allowances, and facilities
for the members of the Board of Commissioners for 2024; and salary, allowances, and facilities for
the Board of Directors for 2024.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 467
Page 468
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Mata Acara Rapat Perubahan Susunan Pengurus Perseroan.
Kelima Changes in the Management of the Company.
Fifth Meeting Agenda
Jumlah Pemegang Nihil
Saham yang None
Bertanya Total
Shareholders Submitted
Question
Pengambilan Dengan Pemungutan Suara
Keputusan With Voting
Decision Making
Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
5.476.115.024 819.634.787 52.106.675 5.528.221.699
(86,26%) (12,91%) (0,82%) (87,08%)
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision
Tidak ada perubahan Pengurus, sehingga susunan Pengurus Perseroan sebagai berikut:
Dewan Komisaris
• Komisaris Utama: Mohammad Zainal Fatah
• Komisaris Independen: Chandra Wijaya
• Komisaris: Seppalga Ahmad
• Komisaris Independen: Marsetio
• Komisaris Independen: Abdul Rachman
• Komisaris: M. Roskanedi
• Komisaris: Raja Erizman
Direksi Directors
• Direktur Utama: Subakti Syukur
• Direktur Operasi: Fitri Wiyanti
• Direktur Keuangan dan Manajemen Risiko: Pramitha Wulanjani
• Direktur Pengembangan Usaha: Mohamad Agus Setiawan
• Direktur Bisnis: Reza Febriano
• Direktur Human Capital dan Transformasi: Bagus Cahya Arinta B.
Meeting with the Most Votes Decides:
There are no changes to the Management, so the composition of the Company's Management is as
follows:
Board of Commissioners
• President Commissioner: Mohammad Zainal Fatah
• Independent Commissioner: Chandra Wijaya
• Independent Commissioner: Seppalga Ahmad
• Independent Commissioner: Marsetio
• Independent Commissioner: Abdul Rachman
• Commissioner: M. Roskanedi
• Commissioner: Raja Erizman
Directors
• President Director: Subakti Syukur
• Director of Operations: Fitri Wiyanti
• Director of Finance and Risk Management: Pramitha Wulanjani
• Director of Business Development: Mohamad Agus Setiawan
• Director of Business: Reza Febriano
• Director of Human Capital and Transformation: Bagus Cahya Arinta B.
Tindak Lanjut/ -
Realisasi
Follow-up/Realization
468 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 469
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Jadwal dan Tata Cara Pembagian Dividen Tunai Schedule and Procedures for the Distribution of
Tahun Buku 2023 Cash Dividends for Fiscal Year 2023
Sesuai Keputusan Rapat tanggal 08 Mei 2024, telah According to the decision of the meeting on May 8, 2024, it
diputuskan antara lain pembagian dividen tunai sebesar 4% has been decided, among other things, the distribution of a
dari Laba Bersih Perseroan untuk Tahun Buku 2023, yaitu 4% cash dividend from the Company’s Net Profit for the 2023
Rp274.808.657.437 atau sebesar Rp37,86353 per lembar fiscal year, amounting to IDR 274,808,657,437 or IDR 37.86353
saham dengan jadwal dan tata cara pembayaran yang akan per share, with the schedule and payment procedures to be
dilakukan dengan memperhatikan ketentuan perdagangan carried out in accordance with the stock trading regulations
saham yang berlaku di Bursa Efek Indonesia (BEI) sebagai applicable on the Indonesia Stock Exchange (IDX) as follows:
berikut:
Tabel Jadwal Pembagian Dividen Tunai Tahun Buku 2023
Table of Cash Dividend Distribution Schedule for the 2023 Fiscal Year
Kegiatan Tanggal
No.
Activity Date
1. Akhir Periode Perdagangan Saham dengan Hak Dividen (Cum Dividen)
• Pasar Reguler dan Negosiasi 20 Mei 2024
• Pasar Tunai 22 Mei 2024
End of Cum Dividend Trading Period
• Regular and Negotiation Markets May 20, 2024
• Cash Market May 22, 2024
2. Awal Periode Perdagangan Saham Tanpa Hak Dividen (Ex Dividen)
• Pasar Reguler dan Negosiasi 21 Mei 2024
• Pasar Tunai 27 Mei 2024
Beginning of Ex-Dividend Trading Period
• Regular and Negotiation Markets May 21, 2024
• Cash Market May 27, 2024
3. Tanggal Daftar Pemegang Saham berhak Dividen (Recording Date) 22 Mei2024
Shareholders Dividend Entitlement Recording Date May 22, 2024
4. Tanggal Pembayaran Dividen Tunai Tahun Buku 2023 07 Juni 2024
Cash Dividend Payment Date for Fiscal Year 2023 June 7, 2024
Tata Cara Pembayaran Dividen Tunai Procedure for Cash Dividend Payment
1. Dividen Tunai akan dibagikan kepada Pemegang Saham 1. The Cash Dividend will be distributed to Shareholders
yang namanya tercatat dalam Daftar Pemegang Saham whose names are listed in the Company’s Shareholder
Perseroan (“DPS”) atau Recording Date pada tanggal 22 Mei Register (“DPS”) or on the Recording Date, which is May
2024 dan/atau pemilik saham Perseroan pada sub rekening 22, 2024, and/or to the owners of shares in the Company’s
efek di PT Kustodian Sentral Efek Indonesia (“KSEI”) pada sub-securities account at PT Kustodian Sentral Efek
penutupan perdagangan tanggal 22 Mei 2024. Indonesia (“KSEI”) at the close of trading on May 22, 2024.
2. Bagi Pemegang Saham yang sahamnya dimasukkan 2. For Shareholders whose shares are deposited in KSEI’s
dalam penitipan kolektif KSEI, pembayaran dividen tunai collective custody, the cash dividend will be processed
dilaksanakan melalui KSEI dan akan didistribusikan pada through KSEI and distributed on June 7, 2024, to the
tanggal 07 Juni 2024 ke dalam rekening dana nasabah customer accounts at the Securities Companies and/or
pada Perusahaan Efek dan/atau Bank Kustodian tempat Custodian Banks where the Shareholder maintains their
dimana Pemegang Saham membuka Rekening Efek. Bagi Securities Account. For Shareholders whose shares are not
Pemegang Saham yang sahamnya tidak dimasukkan dalam deposited in KSEI’s collective custody, the cash dividend
penitipan kolektif KSEI, maka pembayaran dividen tunai will be transferred to the Shareholder’s bank account.
akan ditransfer ke rekening Pemegang Saham.
3. Dividen tunai sebagaimana tersebut akan dikenakan pajak 3. The cash dividend as stated will be subject to tax under
sesuai dengan peraturan perundang-undangan perpajakan applicable tax regulations. The tax amount will be the
yang berlaku. Jumlah pajak yang dikenakan akan menjadi responsibility of the Shareholder and will be deducted
tanggungan Pemegang Saham yang bersangkutan serta from the amount of cash dividend due to the Shareholder.
dipotong dari jumlah dividen tunai yang menjadi hak
Pemegang Saham yang bersangkutan.
4. Berdasarkan peraturan perundang-undangan perpajakan 4. Under applicable tax laws, the cash dividend will
yang berlaku, dividen tunai sebagaimana dimaksud be excluded from taxable income if received by a
tersebut akan dikecualikan dari objek pajak jika diterima domestic corporate taxpayer (“WP Badan DN”) and
oleh pemegang saham wajib pajak badan dalam negeri the Company does not withhold Income Tax (“PPh”)
(“WP Badan DN”) dan Perseroan tidak melakukan on the cash dividend paid to the WP Badan DN. Cash
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 469
Page 470
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
pemotongan Pajak Penghasilan (“PPh”) atas dividen tunai dividends received by a domestic individual taxpayer
yang dibayarkan kepada WP Badan DN tersebut. Dividen (“WPOP DN”) will be excluded from taxable income as
tunai yang diterima oleh pemegang saham wajib pajak long as the dividend is invested within the territory of
orang pribadi dalam negeri (“WPOP DN”) akan dikecualikan the Republic of Indonesia. For WPOP DN who do not
dari objek pajak sepanjang dividen tersebut diinvestasikan meet the investment requirement as mentioned above,
di wilayah Negara Republik Indonesia. Bagi WPOP DN the dividend received will be subject to PPh under
yang tidak memenuhi ketentuan investasi sebagaimana the applicable tax laws, and the PPh must be self-paid
disebutkan di atas, maka dividen yang diterima oleh yang by the WPOP DN under Government Regulation No.
bersangkutan akan dikenakan PPh sesuai dengan ketentuan 9 of 2021 on Tax Treatment to Support Ease of Doing
perundang-undangan yang berlaku, dan PPh tersebut wajib Business, including any amendments.
disetor sendiri oleh WPOP DN yang bersangkutan sesuai
dengan ketentuan Peraturan Pemerintah No. 9 Tahun
2021 tentang Perlakuan Perpajakan untuk Mendukung
Kemudahan Berusaha berikut perubahannya.
5. Bagi Pemegang Saham yang merupakan Wajib Pajak Luar 5. For Foreign Taxpayers, the tax withholding will be based
Negeri yang pemotongan pajaknya akan menggunakan on the rates under the Double Tax Avoidance Agreement
tarif berdasarkan Persetujuan Penghindaran Pajak (“P3B”). They must comply with the requirements of
Berganda (“P3B”) wajib memenuhi persyaratan Peraturan the Directorate General of Taxes Regulation No. PER-
Direktur Jenderal Pajak No. PER-25/PJ/2018 tentang Tata 25/PJ/2018 on Procedures for Implementing Double
Cara Penerapan Persetujuan Penghindaran Pajak Berganda Tax Avoidance Agreements and submit the proof of
serta menyampaikan dokumen bukti rekam atau tanda registration or the Tax Residence Certificate uploaded
terima DGT/Surat Keterangan Domisili yang telah diunggah to the Directorate General of Taxes website to KSEI or
ke laman Direktorat Jenderal Pajak kepada KSEI atau Biro the Securities Administration Bureau (“BAE”) as per KSEI
Administrasi Efek (“BAE”) sesuai peraturan dan ketentuan regulations. Without the required documentation, the
KSEI, tanpa adanya dokumen dimaksud, dividen tunai yang paid cash dividend will be subject to a 20% withholding
dibayarkan akan dikenakan PPh pasal 26 sebesar 20% (dua tax under Article 26 of the Income Tax Law.
puluh persen).
6. Bagi Pemegang Saham yang sahamnya dalam penitipan 6. For Shareholders whose shares are in KSEI’s collective
kolektif KSEI, bukti pemotongan pajak dividen dapat custody, the tax withholding evidence for the dividend
diambil di Perusahaan Efek dan/atau Bank Kustodian can be obtained from the Securities Company and/
dimana Pemegang Saham membuka rekening efeknya dan or Custodian Bank where the Shareholder holds their
bagi Pemegang Saham warkat diambil di kantor BAE PT securities account. For Shareholders holding certificates,
Datindo Entrycom. the documents can be collected at the BAE office, PT
Datindo Entrycom.
RUPS Luar Biasa 2024 Extraordinary General Meeting 2024
Perseroan menyelenggarakan 1 (satu) kali RUPS Luar Biasa di The Company will hold 1 (one) Extraordinary General Meeting
tahun 2024. Adapun Informasi penyelenggaraan RUPS Luar in 2024. The information regarding the Extraordinary General
Biasa tahun 2024, sebagai berikut: Meeting in 2024 is as follows:
Hari/tanggal : Rabu, 18 September 2024 Date : Wednesday, September 18, 2024
Waktu : 17:20 s.d. 14:31 WIB Time : 17:20 to 14:31 WIB
Tempat : Mengakses fasilitas eASY.KSEI (Electronic Location : Accessing the eASY.KSEI (Electronic
General Meeting System KSEI) https:// General Meeting System KSEI) facility
akses.ksei.co.id/ yang disediakan at https://akses.ksei.co.id/ provided by
oleh Kustodian Sentral Efek Indonesia PT Kustodian Sentral Efek Indonesia
(“KSEI”) (“KSEI”)
RUPS Luar Biasa dilaksanakan secara elektronik sesuai POJK The Extraordinary General Meeting will be held
15/2020 dan POJK 16/2020. Pemimpin Rapat, Notaris, dan electronically in accordance with POJK 15/2020 and POJK
Lembaga Profesi Penunjang telah berkoordinasi dalam rangka 16/2020. The Meeting Leader, Notary, and Supporting
pelaksanaan Rapat secara elektronik Lembaga dan Profesi Professional Institutions have coordinated for the electronic
Penunjang telah berkoordinasi dalam rangka pelaksanaan implementation of the meeting. The Supporting Professional
Rapat secara elektronik di Hotel Pullman, Ballroom Grand on Institutions have coordinated for the electronic meeting
Thamrin 3, Lantai 1, Jln. M.H. Thamrin Kav. 59, 10350, Jakarta implementation at the Pullman Hotel, Grand Ballroom on
Pusat, Indonesia. Thamrin 3, 1st Floor, Jln. M.H. Thamrin Kav. 59, 10350, Central
Jakarta, Indonesia.
470 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 471
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pemenuhan Kepatuhan Penyelenggaraan RUPS Luar Compliance with the Extraordinary General Meeting
Biasa Tanggal 18 September 2024 on September 18, 2024
Penyelenggaraan RUPS Luar Biasa (“Rapat”) tersebut telah The holding of the Extraordinary General Meeting (“Meeting”)
melalui proses persiapan dan penyelenggaraan sesuai has gone through the preparation and implementation
dengan Undang Undang No. 40 tahun 2007 tentang Perseroan process under Law No. 40 of 2007 concerning Limited
Terbatas Pasal 81, 82, dan 83; POJK 15/2020; POJK 16/2020; Liability Companies, Articles 81, 82, and 83; POJK 15/2020;
serta Anggaran Dasar Perseroan. POJK 16/2020; and the Company’s Articles of Association.
Proses rencana dan pelaksanaan RUPS Luar Biasa tersebut The planning and execution process of the Extraordinary
telah tertuang dalam surat Perseroan yang telah disampaikan General Meeting has been documented in the Company’s letter
ke Otoritas Jasa Keuangan (OJK), publikasi Pengumuman, submitted to the Financial Services Authority (OJK), public
Pemanggilan, Ringkasan Risalah RUPS masing-masing announcements, invitations, and the Summary of the Meeting
dalam Bahasa Indonesia dan Bahasa Inggris pada situs web Minutes in both Indonesian and English on the e-GMS service
penyedia e-RUPS (https://easy.ksei.co.id), situs web pelaporan provider’s website (https://easy.ksei.co.id), the OJK and IDX
elektronik OJK dan BEI (https://spe.ojk.go.id/idxnet), dan situs electronic reporting websites (https://spe.ojk.go.id/idxnet),
web Perseroan (www.jasamarga.com); serta Risalah RUPS and the Company’s website (www.jasamarga.com); as well
yang telah disampaikan ke OJK dengan detail sebagai berikut: as the Meeting Minutes submitted to OJK with the following
details:
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Luar Biasa Tanggal 18 September 2024
Table of Compliance Fulfillment in the Extraordinary GMS on September 18, 2024
Tanggal Kegiatan Nomor Surat
Date Activity Nomor Surat
02/08/2024 Pemberitahuan Rencana Penyelenggaraan RUPS Luar Biasa beserta Mata Acara AA.KR.01.1107
RUPS Luar Biasa kepada OJK.
Notification of the Plan to Hold an Extraordinary General Meeting of Shareholders
along with the Agenda of the Extraordinary General Meeting of Shareholders to the
Financial Services Authority (OJK).
12/08/2024 Pengumuman RUPS Luar Biasa kepada Pemegang Saham. AB.KR.01.293
Extraordinary General Meeting Announcement to Shareholders.
27/08/2024 Pemanggilan RUPS Luar Biasa kepada Pemegang Saham. AB.KR.01.310
Invitation of the Extraordinary General Meeting to Shareholders.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 471
Page 472
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Luar Biasa Tanggal 18 September 2024
Table of Compliance Fulfillment in the Extraordinary GMS on September 18, 2024
Tanggal Kegiatan Nomor Surat
Date Activity Nomor Surat
19/09/2024 Ringkasan Risalah Rapat kepada Pemegang Saham. AB.KR.01.335
Summary of the Extraordinary General Meeting Minutes to Shareholders.
09/10/2024 Risalah RUPS Luar Biasa kepada OJK. AB.KR.01.372
Minutes of the Extraordinary General Meeting to OJK.
Mata Acara Rapat Agenda of the Meeting
Mata acara RUPS Luar Biasa Perseroan tanggal 18 September The agenda for the Company’s Extraordinary General Meeting
2024 adalah sebagai berikut: on September 18, 2024, is as follows:
Persetujuan Aksi Korporasi Pendanaan Berbasis Ekuitas Approval of Equity-Based Financing Corporate Action at PT
(Equity Financing) di PT Jasamarga Transjawa Tol. Jasamarga Transjawa Tol.
Penjelasan: Explanation:
Permintaan persetujuan kepada Rapat ini dilakukan secara The request for approval for this Meeting was voluntarily
sukarela oleh Perseroan dan Mata Acara Rapat ini diusulkan submitted by the Company, and this agenda item was
sehubungan dengan adanya permintaan penyelenggaraan proposed following a request for the holding of a meeting
Rapat dari Dewan Komisaris Perseroan melalui Surat No. from the Company’s Board of Commissioners through Letter
DK 117/VII/2024 tanggal 29 Juli 2024 tentang Permintaan No. DK 117/VII/2024 dated July 29, 2024, regarding the
Penyelenggaraan RUPS atas Aksi Korporasi Pendanaan request to hold a GMS for the Equity Financing Corporate
Berbasis Ekuitas (Equity Financing) di PT Jasamarga Transjawa Action at PT Jasamarga Transjawa Tol, in accordance with the
Tol, sesuai dengan ketentuan Pasal 3 ayat (1) huruf (b) POJK provisions of Article 3 paragraph (1) letter (b) POJK 15/2020.
15/2020. Rencana Transaksi akan dilaksanakan dengan The Transaction Plan will be carried out with the following
struktur sebagai berikut: (a) Pengalihan kepemilikan saham structure: (a) the transfer of the Company’s ownership in PT
Perseroan pada PT Jasamarga Transjawa Tol (“JTT”) sebanyak Jasamarga Transjawa Tol (“JTT”) of 6,200,042,303 shares, or
6.200.042.303 lembar saham atau ekuivalen dengan equivalent to 30.18%; and (b) the issuance of new shares
30,18%; dan (b) Penerbitan saham baru pada JTT sebanyak at JTT totaling 1,208,585,244 shares, which will dilute the
1.208.585.244 lembar saham sehingga mendilusi Perseroan Company’s ownership by 3.82% (“Transaction Plan”). After
sebesar 3,82% (“Rencana Transaksi”). Setelah penyelesaian the completion of the Transaction Plan, the Company’s
Rencana Transaksi, kepemilikan saham Perseroan pada JTT shareholding in JTT will amount to 21,754,534,397 shares,
menjadi sebanyak 21.754.534.397 lembar saham yang representing 65% of all shares issued by JTT. The Transaction
merupakan 65% dari seluruh saham yang telah dikeluarkan Plan is not considered an affiliate transaction under POJK
oleh JTT. Rencana Transaksi bukan merupakan suatu transaksi No. 42/POJK.04/2020 regarding Affiliate Transactions and
afiliasi sesuai POJK No. 42/POJK.04/2020 tentang Transaksi Conflicts of Interest, nor is it a material transaction requiring
Afiliasi dan Transaksi Benturan Kepentingan maupun suatu approval from the General Meeting of Shareholders in
transaksi material yang membutuhkan persetujuan Rapat accordance with POJK No. 17/POJK.04/2020 regarding
Umum Pemegang Saham sesuai POJK No. 17/POJK.04/2020 Material Transactions and Changes in Business Activities.
tentang Transaksi Material dan Perubahan Kegiatan Usaha.
472 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Mata Acara Rapat dipublikasikan dalam Pemanggilan. Dalam The Agenda of the Meeting is published in the Notice. In
Pemanggilan Rapat, selain dipublikasikan Mata Acara Rapat, the Meeting Notice, in addition to publishing the Agenda,
juga disebutkan informasi terkait penyelenggaraan Rapat di the following information regarding the meeting is also
antaranya sebagai berikut: mentioned:
1. Perseroan tidak mengirimkan undangan tersendiri 1. The Company will not send separate invitations to
kepada Pemegang Saham karena Pemanggilan Shareholders, as the Notice serves as the official
merupakan undangan resmi. invitation.
2. Recording date adalah 26 Agustus 2024. 2. The recording date is August 26, 2024.
3. Prosedur registrasi kehadiran secara elektronik melalui 3. The procedure for electronic attendance registration
fasilitas eASY.KSEI atau pemberian kuasa kepada Biro via the eASY.KSEI facility or granting a proxy to the
Administasi Efek (“BAE”) Perseroan yaitu PT Datindo Company’s Shareholder Registration Bureau (“BAE”) PT
Entrycom melalui fasilitas eASY.KSEI; serta hal-hal Datindo Entrycom via the eASY.KSEI facility, as well as
yang perlu diperhatikan dalam proses registrasi bagi important points to consider in the registration process
Pemegang Saham yang akan hadir secara elektronik for Shareholders attending the Meeting electronically
dalam Rapat melalui eASY.KSEI. via eASY.KSEI.
4. Panduan pendaftaran, registrasi, penggunaan dan 4. Registration guidelines, usage instructions, and further
penjelasan lebih lanjut mengenai eASY.KSEI dan AKSes explanations regarding eASY.KSEI and AKSes KSEI can be
KSEI dapat dilihat di situs web KSEI dengan tautan https:// found on KSEI’s website at the links https://akses.ksei.
akses.ksei.co.id dan https://easy.ksei.co.id, serta Tata co.id and https://easy.ksei.co.id, as well as the Meeting
Tertib Rapat di situs web Perseroan www.jasamarga.com. Rules on the Company’s websitewww.jasamarga.com.
5. Notaris dibantu dengan BAE Perseroan, akan melakukan 5. The Notary, assisted by the Company’s BAE, will check
pengecekan dan perhitungan suara dalam pengambilan and count the votes in the decision-making process
keputusan Rapat atas Mata Acara Rapat, termasuk of the Meeting on the Agenda items, including votes
yang berdasarkan suara yang telah disampaikan oleh submitted by Shareholders through the eASY.KSEI
Pemegang Saham baik melalui fasilitas eASY.KSEI, facility or presented during the Meeting.
maupun yang disampaikan dalam Rapat.
6. Bahan-bahan yang akan dibicarakan dalam Rapat telah 6. Materials to be discussed in the Meeting have been
tersedia dan dapat diperoleh di situs web Perseroan made available and can be obtained on the Company’s
www.jasamarga.com sejak tanggal Pemanggilan Rapat. website www.jasamarga.com since the date of the
Meeting Notice.
Kehadiran Dewan Komisaris dan Direksi The Attendance of the Board of Commissioners and
Board of Directors
Rapat dihadiri oleh Direksi dan Dewan Komisaris Perseroan The meeting was attended by the Board of Directors
secara luring dan daring. and Board of Commissioners of the Company offline
and online.
Hadir secara luring Hadir secara daring
Offline presence Online presence
Dewan Komisaris Dewan Komisaris
Board of Commissioners Board of Commissioners
Mohammad Zainal Komisaris Utama M. Roskanedi Komisaris
Fatah President Commissioner Commissioner
Marsetio Komisaris Independen Chandra Wijaya Komisaris Independen
Independent Commissioner Independent Commissioner
Abdul Rachman Komisaris Independen Direksi
Independent Commissioner Board of Directors
Seppalga Ahmad Komisaris Independen Subakti Syukur Direktur Utama
Independent Commissioner President Director
Raja Erizman Komisaris Pramitha Direktur Keuangan dan Manajemen Risiko
Commissioner Wulanjani Director of Finance and Risk Management
Direksi Reza Febriano Direktur Bisnis
Board of Directors Director of Business
Fitri Wiyanti Direktur Operasi
Director of Operations
M. Agus Setiawan Direktur Pengembangan Usaha
Director of Business Development
Bagus Cahya Direktur Human Capital dan Transformasi
Arinta B. Director of Human Capital & Transformation
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 473
Page 474
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Penyelenggaraan RUPS Luar Biasa didukung oleh pihak The conduct of the Extraordinary General Meeting was
independen dalam hal ini Konsultan Hukum, Notaris dan Biro supported by independent parties, including Legal
Administrasi Efek (BAE). Consultants, Notaries, and the Securities Administration
Bureau (BAE).
Pemimpin Rapat Meeting Leader
Rapat dipimpin oleh Anggota Dewan Komisaris berdasarkan The Meeting is chaired by a member of the Board of
Keputusan Dewan Komisaris Perseroan No. KEP-132/ Commissioners based on the Company’s Board of
VIII/2024 tanggal 20 Agustus 2024. Commissioners Decision No. KEP-132/VIII/2024 dated August
20, 2024.
Untuk memenuhi ketentuan Pasal 39 ayat (3) POJK To comply with the provisions of Article 39 paragraph (3)
15/2020 dan Anggaran Dasar Perseroan, Pemimpin Rapat POJK 15/2020 and the Company’s Articles of Association,
menyampaikan Kondisi Umum Perseroan dan pokok-pokok the Meeting Leader presents the general condition of the
Tata Tertib Rapat. Company and the main points of the Meeting Rules.
Tata Tertib Meeting Rules
Tata Tertib Rapat tersedia di situs web Perseroan sejak The Meeting Rules are available on the Company’s website
tanggal Pemanggilan Rapat. from the date of the Meeting Notice.
Untuk memenuhi ketentuan Pasal 39 ayat (2) dan (3) POJK To comply with the provisions of Article 39 paragraphs (2)
15/2020, pokok-pokok Tata Tertib, yaitu Tanya Jawab, and (3) POJK 15/2020, the key points of the Meeting Rules,
Pemungutan Suara, dan Penayangan Siaran Langsung including Questions and Answers, Voting, and the Live
Pelaksanaan Rapat dibacakan pada saat Rapat Broadcasting of the Meeting, are read out during the Meeting.
Ketentuan Kuorum dan Kehadiran Pemegang Saham
Quorum Policy and Shareholders Attendance
Tabel Ketentuan Kuorum
Table of Quorum Provisions
Mata Acara Ketentuan Kuorum
Agenda Quorum Provisions
1 Rapat adalah sah dan berhak mengambil keputusan yang sah dan mengikat, apabila Rapat dihadiri/diwakili
oleh Pemegang Saham yang mewakili lebih dari ½ (satu per dua) bagian dari jumlah seluruh saham dengan
hak suara yang sah yang telah dikeluarkan Perseroan.
The Meeting is valid and entitled to make valid and binding decisions if it is attended/represented by
Shareholders who represent more than ½ (one-half) of the total number of shares with valid voting rights
issued by the Company.
Rapat dihadiri oleh para Pemegang Saham Perseroan The Meeting was attended by the Shareholders of the Company
(“Pemegang Saham”) dan/atau kuasa/wakil Pemegang Saham (“Shareholders”) and/or their proxies/representatives
(“Kuasa”) yang seluruhnya mewakili 6.516.702.829 saham (“Proxy”), collectively representing 6,516,702,829 shares,
termasuk di dalamnya Saham Seri A Dwiwarna atau merupakan including the Series A Dwiwarna Shares, or 89.788% of the
89,788% suara dari jumlah seluruh saham dengan hak suara total number of shares with valid voting rights issued by the
yang sah yang dikeluarkan Perseroan sampai dengan hari Company up to the day of the Meeting, which amounts to
Rapat, yaitu sejumlah 7.257.871.200 saham yang terdiri dari: 7,257,871,200 shares consisting of:
1. 1 (satu) Saham Seri A Dwiwarna; dan 1. 1 (one) Series A Dwiwarna Share; and
2. 7.257.871.199 (tujuh miliar, dua ratus lima puluh 2. 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 Perseroan Considering the Shareholder Registry of the Company as of
per tanggal 26 Agustus 2024 pukul 16:15 WIB, karenanya August 26, 2024, at 16:15 WIB, the quorum requirements
ketentuan mengenai korum kehadiran dalam Rapat for the Meeting, as stipulated in the Company’s Articles of
sebagaimana diatur dalam Anggaran Dasar Perseroan dan Association and Law No. 40 of 2007 concerning Limited
Undang Undang No. 40 tahun 2007 tentang Perseroan Liability Companies, as amended by Government Regulation
474 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 475
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Terbatas sebagaimana terakhir diubah dengan Peraturan instead of Law No. 2 of 2022 on Job Creation, and the
Pemerintah Pengganti Undang-Undang No. 2 Tahun 2022 regulations in the Capital Market sector, have been met.
tentang Cipta Kerja, serta peraturan di bidang Pasar Modal,
telah terpenuhi.
Tabel Jumlah Saham yang Hadir pada RUPS Luar Biasa 2024 tanggal 18 September 2024
Table of Total Shares Present at the Extraordinary General Meeting 2024 on September 18, 2024
Jumlah Saham Persentase (%)
Total Shares Percentage (%)
6.516.702.829 89,788
Dengan demikian ketentuan mengenai korum kehadiran Thus, the quorum requirements for the Meeting, as stipulated
dalam Rapat sebagaimana diatur dalam Anggaran Dasar in the Company’s Articles of Association and Law No. 40 of
Perseroan dan Undang Undang No. 40 tahun 2007 tentang 2007 concerning Limited Liability Companies, as well as the
Perseroan Terbatas serta Peraturan di bidang Pasar Modal, regulations in the Capital Market sector, have been met, and
telah terpenuhi, dan Rapat adalah sah dan dapat mengambil the Meeting is valid and can make decisions that are legally
keputusan keputusan yang sah dan mengikat para Pemegang binding on the Shareholders of the Company for the Agenda
Saham Perseroan untuk Mata Acara Rapat. Items discussed.
Perhitungan jumlah Pemegang Saham yang hadir atau The calculation of the number of Shareholders present or
terwakili di dalam Rapat dilakukan oleh Notaris dan hanya represented in the Meeting is carried out by the Notary and
dilakukan 1 (satu) kali, yaitu sebelum Rapat dibuka oleh is conducted only once before the Meeting is opened by the
Pemimpin Rapat. Meeting Chair.
Tanya Jawab Q&A Session
Sebelum pengambilan keputusan, Pemimpin Rapat akan Before making decisions, the Meeting Chair will provide an
memberikan kesempatan kepada paling banyak 3 (tiga) opportunity for up to 3 (three) participants to ask questions or
penanya untuk mengajukan pertanyaan atau pendapatnya express opinions regarding the agenda item being discussed.
pada hal yang berkaitan dengan Mata Acara Rapat yang
sedang dibicarakan.
Penanya yang hadir secara elektronik dapat menyampaikan Participants attending electronically can submit
pertanyaan dan/atau pendapat melalui fitur chat eASY. questions and/or opinions through the chat feature in
KSEI pada kolom “Electronic Options” yang tersedia dalam eASY.KSEI in the “Electronic Options” section available
layar e-Meeting Hall. Setiap penanya diharuskan menuliskan on the e-Meeting Hall screen. Each participant must
nama Pemegang Saham, jumlah saham yang dimiliki, serta indicate the name of the Shareholder, the number
pertanyaan dan/atau pendapatnya. of shares owned, and the question and/or opinion.
Pertanyaan atau pendapat dibacakan dan dijawab atau Questions or opinions will be read aloud and answered
ditanggapi oleh Pemimpin Rapat atau pihak yang ditunjuk or addressed by the Meeting Chair or the designated
oleh Pemimpin Rapat. representative.
Keputusan Rapat dan Pemungutan Suara Meeting Decisions and Voting
Keputusan diambil secara musyawarah untuk mufakat, namun Decisions are made by consensus, but if any Shareholder or
apabila Pemegang Saham atau Kuasa Pemegang Saham ada Proxy disagrees or abstains, the decision will be made through
yang tidak menyetujui atau memberikan suara abstain, maka an electronic vote via eASY.KSEI (e-Voting).
keputusan diambil dengan cara pemungutan suara secara
elektronik melalui eASY.KSEI (e-Voting).
Dengan menerapkan voting secara elektronik tersebut melalui By implementing electronic voting via eASY.KSEI,
eASY.KSEI, para Pemegang Saham yang tidak hadir dapat tetap Shareholders who are not physically present can still
melakukan voting dalam RUPS (electronic voting in absentia). participate in the voting (electronic voting in absentia).
Tiap pemegang 1 (satu) saham berhak mengeluarkan 1 (satu) Each Shareholder holding 1 (one) share is entitled to cast 1
suara. (one) vote.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 475
Page 476
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pemungutan suara dilakukan secara elektronik dan The voting is conducted electronically and takes place on
berlangsung di eASY.KSEI (e-Voting) pada menu e-Meeting eASY.KSEI (e-Voting) in the e-Meeting Hall menu, under the
Hall, sub menu Live Broadcasting. Live Broadcasting sub-menu.
Pemegang Saham yang hadir atau memberikan kuasa secara Shareholders who attend or provide electronic proxies
elektronik dalam Rapat melalui eASY.KSEI, namun belum via eASY.KSEI but have not made their voting decision
menetapkan pilihan suara, memiliki kesempatan untuk will have the opportunity to cast their vote during the
menyampaikan pilihan suaranya selama masa pemungutan voting period on the e-Meeting Hall screen in eASY.KSEI.
suara dibuka melalui layar e-Meeting Hall di eASY.KSEI.
Apabila Pemegang Saham tidak memberikan pilihan suara If a Shareholder does not cast a vote on the Agenda Item
untuk Mata Acara Rapat hingga batas waktu yang ditentukan, before the voting period ends, the Shareholder is considered
maka Pemegang Saham dianggap abstain. Suara abstain to have abstained. Abstentions are treated as votes identical
dianggap mengeluarkan suara yang sama dengan suara to the majority vote of the Shareholders and their Proxies.
mayoritas Pemegang Saham dan Kuasa Para Pemegang Saham
yang mengeluarkan suara.
Sesuai Pasal 48 POJK 15/2020 dan Pasal 25 ayat (11) Anggaran Under Article 48 of POJK 15/2020 and Article 25 paragraph
Dasar Perseroan, suara yang dikeluarkan oleh Pemegang (11) of the Company’s Articles of Association, votes cast
Saham berlaku untuk seluruh saham yang dimilikinya. Untuk by Shareholders apply to all shares they own. Therefore,
itu, Pemegang Saham tidak berhak memberikan kuasa kepada Shareholders are not permitted to appoint more than one
lebih dari seorang kuasa untuk sebagian dari jumlah saham proxy for different portions of their shares with different
yang dimilikinya dengan suara yang berbeda. Ketentuan votes. This provision does not apply to custodians or securities
tersebut tidak berlaku bagi bank kustodian atau perusahaan companies representing Shareholders in mutual funds.
efek yang mewakili Pemegang Saham dalam dana bersama
(mutual fund).
Tabel Pengambilan Keputusan
Table of Decision Making
Mata Acara Pengambilan Keputusan
Agenda Decision Making
1 Keputusan diambil berdasarkan pemungutan suara yang setuju lebih dari ½ (satu per dua) bagian dari
jumlah seluruh saham dengan hak suara yang sah yang hadir dalam Rapat.
The meeting decisions are made by a vote based on more than ½ (one per two) of the total valid voting
shares present at the Meeting.
Setelah pemungutan suara, Notaris membacakan hasil After the vote, the Notary reads out the voting results.
pemungutan suara Mata Acara Rapat.
Penayangan Siaran Langsung Pelaksanaan Rapat Live Streaming of the Meeting
Pemegang Saham yang telah terdaftar di eASY.KSEI Shareholders who have registered on eASY.KSEI by the
paling lambat hingga batas waktu yang ditentukan dapat specified deadline may watch the Meeting via Zoom
menyaksikan jalannya Rapat melalui Webinar Zoom dengan Webinar by accessing the eASY.KSEI menu, under the “RUPS
mengakses menu eASY.KSEI, sub menu Tayangan RUPS yang Broadcast” sub-menu, available on the AKSes KSEI facility.
berada pada fasilitas AKSes KSEI dengan kapasitas hingga 500 The webinar has a capacity of up to 500 (five hundred)
(lima ratus) peserta yang ditentukan berdasarkan mekanisme participants, determined on a first-come, first-served basis.
first come first served.
Pemegang Saham yang tidak mendapatkan kesempatan Shareholders who are unable to watch the Meeting via
menyaksikan Rapat melalui Tayangan RUPS dianggap sah the RUPS Broadcast are considered to have attended
hadir secara elektronik, serta kepemilikan saham dan pilihan electronically, and their shareholding and voting choices will
suaranya diperhitungkan dalam Rapat, sepanjang telah be counted in the Meeting, as long as they have declared their
mendeklarasikan kehadirannya dalam eASY.KSEI. attendance in eASY.KSEI.
476 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 477
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Hasil Voting Keputusan, dan Tindak Lanjut Keputusan Voting Results, Decisions, and Follow-up Actions of
RUPS Luar Biasa the Extraordinary General Meeting of Shareholders
Rapat Perseroan dibuka pada pukul 14:10 WIB dan ditutup The meeting of the company was opened at 14:10 WIB and
pada pukul 14:31 WIB. closed at 14:31 WIB.
Perseroan telah menunjuk Notaris sebagai pihak independen The company appointed a Notary as an independent party
untuk melakukan validasi suara dan menyusun minuta akta to validate the votes and prepare the meeting minutes.
Rapat. Dalam Rapat tersebut telah diambil keputusan yaitu The decisions made during the meeting are as outlined in
sebagaimana dituangkan dalam Akta Berita Acara Rapat No. the Minutes of Meeting No. 29 dated September 18, 2024,
29 tanggal 18 September 2024, dibuat oleh Notaris Ir. Nanette prepared by Notary Ir. Nanette Cahyanie Handari Adi Warsito,
Cahyanie Handari Adi Warsito, SH. yang pada pokoknya adalah SH. The main points of the decisions are as follows:
sebagai berikut:
Mata Acara Rapat Persetujuan Aksi Korporasi Pendanaan Berbasis Ekuitas (Equity Financing) di PT Jasamarga Transjawa Tol.
Meeting Agenda Approval of Corporate Action for Equity Financing at PT Jasamarga Transjawa Tol
Jumlah Pemegang Nihil
Saham yang None
Bertanya Total
Shareholders Submitted
Question
Pengambilan Dengan Pemungutan Suara
Keputusan With Voting
Decision Making Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
5.872.953.712 603.048.984 40.700.133 5.913.653.845 (90,75%)
(90,75%) (9,25%) (0,62%)
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision Menyetujui:
1. Pelepasan atau pengalihan kepemilikan sebagian saham eksisting milik PT Jasa Marga (Persero) Tbk pada PT
Jasamarga Transjawa Tol sebanyak 6.200.042.303 (enam miliar dua ratus juta empat puluh dua ribu tiga ratus tiga)
lembar saham; dan
2. Perubahan struktur permodalan pada anak perusahaan yaitu PT Jasamarga Transjawa Tol karena penerbitan saham
baru di PT Jasamarga Transjawa Tol kepada pihak ketiga sebanyak 1.208.585.244 (satu miliar dua ratus delapan
juta lima ratus delapan puluh lima ribu dua ratus empat puluh empat) lembar saham yang mengakibatkan dilusi
kepemilikan saham PT Jasa Marga (Persero) Tbk pada PT Jasamarga Transjawa Tol, yang merupakan satu rangkaian
transaksi dalam aksi korporasi pendanaan berbasis ekuitas (equity financing) di PT Jasamarga Transjawa Tol untuk
mendorong pengembangan usaha dan sekaligus meningkatkan kinerja PT Jasa Marga (Persero) Tbk sesuai kajian yang
telah disusun.
3. Pelaksanaan aksi korporasi pada butir 1 di atas agar dilakukan dengan cermat dan hati-hati, terbebas dari tindakan
yang berpotensi menimbulkan fraud, serta mampu menghasilkan kinerja imbal hasil yang menguntungkan secara
optimal untuk mendukung pencapaian kinerja PT Jasa Marga (Persero) Tbk dengan tetap memperhatikan penerapan
tata kelola Perusahaan yang baik (GCG) dan sesuai dengan ketentuan perundang-undangan yang berlaku.
4. Direksi agar memenuhi seluruh hal-hal yang disampaikan dalam tanggapan dan rekomendasi Dewan Komisaris, review
Badan Pengawasan Keuangan dan Pembangunan (BPKP), dan Pendapat Hukum Jaksa Agung Muda Bidang Perdata dan
Tata Usaha Negara (Jamdatun) yang berkaitan dengan aksi korporasi tersebut.
5. Dewan Komisaris dan Direksi agar tetap berhati-hati dan mengantisipasi segala risiko yang mempengaruhi rencana
bisnis sesuai kajian yang disusun.
The meeting, with the majority vote, made the following decisions:
Approval:
1. The release or transfer of 6,200,042,303 existing shares held by PT Jasa Marga (Persero) Tbk in PT Jasamarga Transjawa
Tol.
2. The change in the capital structure of the subsidiary PT Jasamarga Transjawa Tol due to the issuance of 1,208,585,244
new shares to a third party, resulting in the dilution of PT Jasa Marga (Persero) Tbk’s ownership in PT Jasamarga
Transjawa Tol. These actions are part of a series of transactions for equity financing at PT Jasamarga Transjawa Tol to
support business development and improve the performance of PT Jasa Marga (Persero) Tbk, following the study that
has been prepared.
3. The execution of the corporate actions outlined above must be done carefully, ensuring that no fraudulent actions
take place and that it yields optimal returns to support the achievement of PT Jasa Marga (Persero) Tbk’s performance
while adhering to Good Corporate Governance (GCG) principles and applicable laws.
4. The Board of Directors is instructed to address all matters raised in the feedback and recommendations from the Board
of Commissioners, reviews from the Financial and Development Supervisory Agency (BPKP), and the legal opinion
from the Attorney General’s Office of the Civil and State Administrative Law (Jamdatun) regarding the corporate
actions.
5. The Board of Commissioners and the Board of Directors are to remain cautious and anticipate any risks that may affect
the business plan, as outlined in the study.
Tindak Lanjut/ Perseroan melaksanakan aksi korporasi pendanaan berbasis ekuitas (equity financing) di PT Jasamarga Transjawa
Realisasi Tol sesuai ketentuan peraturan perundang undangan yang berlaku.
Follow-up/Realization The company carries out equity financing corporate actions at PT Jasamarga Transjawa Tolunderthe applicable
laws and regulations.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 477
Page 478
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tindak Lanjut Keputusan RUPS Tahun 2023 Results of the 2023 GMS Decisions
Pada tahun 2023, Jasa Marga menyelenggarakan 1 (satu) kali In 2023, Jasa Marga held 1 (one) Extraordinary General
RUPS Luar Biasa tanggal 8 Februari 2023 dan 1 (satu) kali RUPS Meeting of Shareholders (EGMS) on February 8, 2023, and 1
Tahunan pada tanggal 10 Mei 2023 dan. Seluruh keputusan (one) Annual General Meeting of Shareholders (AGMS) on May
dari rapat tersebut telah ditindaklanjuti seluruhnya. 10, 2023. All decisions from these meetings have been fully
followed up.
RUPS Luar Biasa 2023 tanggal 8 Februari 2023
Extraordinary General Meeting of Shareholders (EGMS) 2023 on February 8, 2023
Hasil Keputusan dan Tindak Lanjut RUPS Luar Biasa Tahun 2023
Results of the Extraordinary General Meeting of Shareholders in 2023
Mata Acara Rapat Perubahan Susunan Pengurus Perseroan.
Meeting Agenda Change in the Composition of the Company's Management.
Jumlah Pemegang Saham Nihil
yang Bertanya Total None
Shareholders Submitted
Question
Pengambilan Keputusan Dengan Pemungutan Suara
Decision Making With Voting
Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
5.564.259.687 416.970.436 101.007.271 5.665.266.958
(91,48%) (6,86%) (1,66%) (93,14%)
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Memberhentikan dengan hormat nama-nama tersebut di bawah ini sebagai Pengurus Perseroan:
• Sdr. Yuswanda Arsyad Temenggung sebagai Komisaris Utama/Komisaris Independen;
• Sdr. Zulfan Lindan sebagai Wakil Komisaris Utama/Komisaris Independen;
• Sdr. Anita Firmanti Eko Susetyowati sebagai Komisaris;
• Sdr. Yohanes Baptista Satya Sananugraha sebagai Komisaris;
• Sdr. Ade Wahyu sebagai Direktur Keuangan dan Manajemen Risiko;
• yang masing-masing diangkat berdasarkan Keputusan RUPS Tahunan Tahun Buku 2019 tanggal 11 Juni 2020,
RUPSLB Tahun 2018 tanggal 05 September 2018, RUPSLB Tahun 2021 tanggal 27 Agustus 2021 dan RUPSLB
Tahun 2021 tanggal 22 Desember 2021, terhitung sejak ditutupnya RUPS, dengan ucapan terima kasih atas
sumbangan tenaga dan pikiran yang diberikan selama menjabat sebagai Pengurus Perseroan.
2. Mengangkat nama-nama tersebut di bawah ini sebagai Anggota-anggota Dewan Komisaris dan Anggota Direksi
Perseroan:
• Sdr. Mohammad Zainal Fatah sebagai Komisaris Utama;
• Sdr. Chandra Wijaya sebagai Komisaris Independen;
• Sdr. Seppalga Ahmad sebagai Komisaris Independen;
• Sdr. Marsetio sebagai Komisaris Independen;
• Sdr. Abdul Rachman sebagai Komisaris Independen; dan
• Sdr. Pramitha Wulanjani sebagai Direktur Keuangan dan Manajemen Risiko.
3. Masa jabatan Anggota-anggota Dewan Komisaris dan Anggota Direksi yang diangkat sebagaimana dimaksud pada
angka 2, sesuai dengan ketentuan Anggaran Dasar Perseroan serta memperhatikan peraturan perundang-undangan
di bidang Pasar Modal, dan tanpa mengurangi hak RUPS untuk memberhentikan sewaktu-waktu.
Thus, the Meeting with Majority votes decided to:
1. Honorably discharge of the following names as the Management of the Company;
• Mr. Yuswanda Arsyad Temenggung as President Commissioner/Independent Commissioner;
• Mr. Zulfan Lindan as Vice President Commissioner/Independent Commissioner;
• Ms. Anita Firmanti Eko Susetyowati as Commissioner;
• Mr. Yohanes Baptista Satya Sananugraha as Commissioner;
• Mr. Ade Wahyu as Director of Finance and Risk Management;
• each was appointed based on Resolutions of Annual GMS for Financial Year 2019 held on June 11, 2020,
Extraordinary GMS of 2018 held on September 05, 2018, Extraordinary GMS of 2021
• held on August 27, 2021 and Extraordinary GMS of 2021 held on December 22, 2021, effective from the closing
of this GMS, with gratitude for his/her contributions of energy and thoughts he/she has provided during his/her
period or service as member of the Management of the Company.
2. Appointing the following individuals as Members of the Board of Commissioners and Members of the Board of
Directors of the Company:
• Mr. Mohammad Zainal Fatah as President Commissioner;
• Mr. Chandra Wijaya as Independent Commissioner;
• Mr. Seppalga Ahmad as Independent Commissioner;
• Mr. Marsetio as Independent Commissioner;
• Mr. Abdul Rachman as Independent Commissioner; and
• Mrs. Pramitha Wulanjani as Director of Finance and Risk Management.
3. The term of office for the Members of the Board of Commissioners and Members of the Board of Directors appointed
as referred to in item 2, in accordance with the Company's Articles of Association and taking into account regulations
in the Capital Market sector, and without prejudice to the Meeting's right to dismiss them at any time.
478 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 479
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Keputusan Rapat 4. Dengan adanya pemberhentian dan pengangkatan Anggota-anggota Dewan Komisaris serta pemberhentian dan
Meeting Decision pengangkatan Anggota Direksi sebagaimana dimaksud pada angka 1 dan 2, maka susunan Anggota Dewan Komisaris
dan Anggota Direksi Perseroan menjadi sebagai berikut:
a. Dewan Komisaris
• Komisaris Utama : Mohammad Zainal Fatah
• Komisaris : M. Roskanedi
• Komisaris : Raja Erizman
• Komisaris Independen : Chandra Wijaya
• Komisaris Independen : Seppalga Ahmad
• Komisaris Independen : Marsetio
• Komisaris Independen : Abdul Rachman
b. Direksi
• Direktur Utama : Subakti Syukur
• Direktur Bisnis : Reza Febriano
• Direktur Human Capital dan Transformasi : Bagus Cahya Arinta B.
• Direktur Operasi : Fitri Wiyanti
• Direktur Pengembangan Usaha : Mohamad Agus Setiawan
• Direktur Keuangan dan Manajemen Risiko : Pramitha Wulanjani
Anggota-anggota Dewan Komisaris yang diangkat sebagaimana dimaksud pada angka 2 yang masih menjabat
pada jabatan lain yang dilarang oleh peraturan perundang-undangan untuk dirangkap dengan jabatan
anggota Dewan Komisaris Badan Usaha Milik Negara, maka yang bersangkutan harus mengundurkan diri atau
diberhentikan dari jabatannya tersebut.
Memberikan kuasa dengan hak substitusi kepada Direksi Perseroan untuk menyatakan yang diputuskan
RUPS ini dalam bentuk Akta Notaris serta menghadap Notaris atau pejabat yang berwenang, dan melakukan
penyesuaian atau perbaikan-perbaikan yang diperlukan apabila dipersyaratkan oleh pihak yang berwenang
untuk keperluan pelaksanaan isi Keputusan Rapat.
4. With the dismissal and appointment of Members of the Board of Commissioners as well as the dismissal and
appointment of Members of the Board of Directors as referred to in items 1 and 2, the composition of the Company's
Board of Commissioners and Board of Directors is as follows:
a. Board of Commissioners
• President Commissioner : Mohammad Zainal Fatah
• Commissioner : M. Roskanedi
• Commissioner : Raja Erizman
• Independent Commissioner : Chandra Wijaya
• Independent Commissioner : Seppalga Ahmad
• Independent Commissioner : Marsetio
• Independent Commissioner : Abdul Rachman
b. Board of Directors
• President Director: : Subakti Syukur
• Director of Business : Reza Febriano
• Director of Human Capital and Transformation : Bagus Cahya Arinta B.
• Director of Operations : Fitri Wiyanti
• Director of Business Developmentr : Mohamad Agus Setiawan
• Director of Finance and Risk Management : Pramitha Wulanjani
The appointed Members of the Board of Commissioners, as referred to in point number 2, who still hold other
positions prohibited by rules and regulations from having a concurrent position with that of member of the
Board of Commissioners of a State-Owned Enterprise, the said member should then resign or be dismissed
from that position.
Grant a power of attorney with substitution rights to the Directors of the Company to declare the resolution
obtained in this Meeting in the form of a Notary Deed and faces a Notary or authorized official and make
necessary adjustments or correction if required by the competent authorities to carry out the Meeting’s
resolution.
Tindak Lanjut/ Realisasi 1. Akta Pernyataan Keputusan Rapat No. 30 tanggal 14 Februari 2023 dibuat dihadapan Ir. Nanette Cahyanie Handari
Follow-up/Realization Adi Warsito, SH., Notaris di Jakarta, berikut Surat Penerimaan Pemberitahuan Perubahan Data Perseroan dari
Direktur Jenderal Administrasi Hukum Umum Kementerian Hukum dan HAM No. AHU-AH.01.09-0091890 tanggal
14 Februari 2023 dan telah didaftar dalam Daftar Perseroan No. AHU-0032395.AH.01.11.TAHUN 2023 tanggal 14
Februari 2023.
2. Keterbukaan Informasi sesuai Peraturan OJK No. 31/POJK.04/2015 tentang Keterbukaan Informasi atau Fakta
Material oleh Emiten atau Perusahaan Publik, Perseroan telah menyampaikan perubahan susunan Pengurus
Perseroan tersebut kepada OJK dan BEI pada tanggal 09 Februari 2021, serta diunggah di situs web Perseroan www.
jasamarga.com.
1. Deed of Statement of Meeting Resolutions No. 30 dated February 14, 2023 made before Ir. Nanette Cahyanie
Handari Adi Warsito, S.H., Notary in Jakarta, along with Letter of Acceptance of Notification of Company Data
Changes from the Director General of General Legal Administration, Ministry of Law and Human Rights No. No. AHU-
AH.01.09-0091890 dated February 14, 2023 and has been registered in the Company Register No.AHU-0032395.
AH.01.11.TAHUN date February 14, 2023.
2. Disclosure of Information in accordance with OJK Regulation No.31/POJK.04/2015 concerning Disclosure
of Information or Material Facts by Issuers or Public Companies, the Company has submitted changes to the
composition of the Company’s Management to OJK and IDX on February 09, 2021, and uploaded on the website
Company website www.jasamarga.com.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 479
Page 480
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
RUPS Tahunan 2023 Tanggal 10 Mei 2023
Annual General Meeting (RUPS) 2023 on May 10, 2023
Keputusan dan Tindak Lanjut atas keputusan RUPS Tahunan 2023
Results and Follow up of the Annual General Meeting of Shareholders 2023
Mata Acara Rapat Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Konsolidasian Perseroan, Persetujuan Laporan Tugas
Pertama Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil
First Meeting Agenda (PUMK) yang Berakhir pada Tanggal 31 Desember 2022, sekaligus Pemberian Pelunasan dan Pembebasan Tanggung
Jawab Sepenuhnya (volledig acquit et de charge) kepada Direksi atas Tindakan Pengurusan Perseroan dan Dewan
Komisaris atas Tindakan Pengawasan Perseroan yang Telah Dijalankan Selama Tahun Buku 2022.
Approval of the Annual Report and Ratification of the Company’s Consolidated Financial Statements, Approval
of the Supervisory Board’s Oversight Report, and Ratification of the Financial Statements for the Micro and Small
Business Funding Program (PUMK) Ending on December 31, 2022, along with Granting Full Release and Discharge
(volledig acquit et de charge) to the Board of Directors for the Management Actions of the Company and to the
Board of Commissioners for the Supervisory Actions of the Company Conducted During the 2022 Fiscal Year.
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Menyetujui Laporan Tahunan Perseroan termasuk Laporan Tugas Pengawasan yang telah dilaksanakan oleh Dewan
Komisaris untuk tahun buku 2022, dan mengesahkan Laporan Keuangan Konsolidasian Perseroan yang berakhir
pada tanggal 31 Desember 2022 dan telah diaudit oleh Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto,
Mawar & Rekan (RSM Indonesia) sesuai laporannya No. 00079/2.1030/AU.1/06/0645-1/1/II/2023 tanggal 28
Februari 2023 dengan pendapat “laporan keuangan konsolidasian terlampir menyajikan secara wajar dalam
semua hal yang material, posisi keuangan konsolidasian Kelompok Usaha tanggal 31 Desember 2022, serta kineria
keuangan konsolidasian dan arus kas konsolidasiannya untuk tahun yang berakhir pada tanggal tersebut, sesuai
dengan Standar Akuntansi Keuangan di Indonesia”.
2. Menerima Laporan Tahunan Pelaksanaan Program Pendanaan Usaha Mikro dan Usaha Kecil yang berakhir pada
tanggal 31 Desember 2022 dan telah diaudit oleh Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, Mawar &
Rekan (RSM Indonesia) sesuai laporannya No. 00240/2.1030/ AU.2/12/0645-1/0/III/2023 tanggal 24 Maret 2023
dengan pendapat “laporan keuangan terlampir
3. menyajikan secara wajar, dalam semua hal yang material, posisi keuangan Program Pendanaan Usaha Mikro dan
Usaha Kecil (dahulu Program Kemitraan dan Bina Lingkungan) PT Jasa Marga (Persero) Tbk tanggal 31 Desember
2022, serta aktivitas dan arus kasnya untuk tahun yang berakhir pada tanggal tersebut, sesuai dengan Standar
Akuntansi Keuangan Entitas Tanpa Akuntabilitas Publik”.
4. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) kepada Direksi
dan Dewan Komisaris Perseroan atas tindakan pengurusan dan pengawasan yang telah dijalankan selama Tahun
Buku 2022 sepanjang tindakan tersebut bukan merupakan tindak pidana dan tercermin dalam buku-buku laporan
Perseroan.
Meeting with the Most Votes Decides:
1. To approve the Company’s Annual Report including the Supervisory Task Report conducted by the Board of
Commissioners for the 2022 fiscal year, and to ratify the Company’s Consolidated Financial Statements ending on
December 31, 2022, which have been audited by the Public Accounting Firm (PAF) Amir Abadi Jusuf, Aryanto, Mawar
& Rekan (RSM Indonesia) according to their report No. 00079/2.1030/AU.1/06/0645-1/1/II/2023 dated February
28, 2023, with an opinion stating “the attached consolidated financial statements present fairly, in all material
respects,
2. the consolidated financial position of the Group as of December 31, 2022, and its consolidated financial performance
and cash flows for the year then ended, in accordance with Indonesian Financial Accounting Standards”.
3. Accepting the Annual Report on the Implementation of the Micro and Small Business Financing Program, which
ended on December 31, 2022, and has been audited by the Public Accounting Firm (PAF) Amir Abadi Jusuf, Aryanto,
Mawar & Rekan (RSM Indonesia) according to their report No.
4. 00240/2.1030/AU.2/12/0645-1/0/III/2023 dated March 24, 2023, with an opinion stating “the attached financial
statements present fairly, in all material respects, the financial position of the Micro and Small Business Financing
Program (formerly the Partnership and Community Development Program) of PT Jasa Marga (Persero) Tbk as of
December 31, 2022, as well as its activities and cash flows for the year ended on that date, in accordance with
Financial Accounting Standards for Entities Without Public Accountability”.
5. Granting discharge and full release (volledig acquit et de charge) to the Board of Directors and the Board of
Commissioners of the Company for the management and oversight actions carried out during the 2022 Fiscal Year
as long as these actions do not constitute criminal acts and are reflected in the Company’s books and records.
Tindak Lanjut/ Persetujuan laporan tahunan Perseroan termasuk laporan tugas pengawasan yang telah dilaksanakan oleh Dewan
Realisasi Komisaris untuk tahun 2022 dan mengesahkan laporan keuangan konsolidasian Perseroan yang berakhir pada
Follow-up/Realization tanggal 31 Desember 2022 dan telah diaudit oleh Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, Mawar
& Rekan (RSM Indonesia).
Approval of the Company’s annual report including the supervisory report conducted by the Board of
Commissioners for the year 2022 and the approval of the Company’s consolidated financial statements ending
on December 31, 2022, audited by the Public Accounting Firm (PAF) Amir Abadi Jusuf, Aryanto, Mawar & Rekan
(RSM Indonesia).
480 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 481
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Mata Acara Rapat Kedua Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2022
Second Meeting Agenda Determination of the Utilization of the Company’s Net Profit for the Fiscal Year 2022
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Menetapkan penggunaan Laba Bersih Atribusi Pemilik Entitas Induk Perseroan Tahun Buku 2022 sebesar
Rp2.746.884.072.330 (dua triliun, tujuh ratus empat puluh enam miliar, delapan ratus delapan puluh empat juta,
tujuh puluh dua ribu, tiga ratus tiga puluh Rupiah) sebagai berikut:
a. Sebesar 20% atau Rp549.376.814.466 (lima ratus empat puluh sembilan miliar, tiga ratus tujuh puluh enam
juta, delapan ratus empat belas ribu, empat ratus enam puluh enam Rupiah) ditetapkan sebagai dividen tunai,
sehingga dividen bagian Negara RI atas kepemilikan 70% saham adalah sebesar Rp384.563.770.126 (tiga ratus
delapan puluh empat miliar, lima ratus enam puluh tiga juta, tujuh ratus tujuh puluh ribu, seratus dua puluh
enam Rupiah).
b. Sebesar 80% atau Rp2.197.507.257.864 (dua triliun, seratus sembilan puluh tujuh miliar, lima ratus tujuh juta,
dua ratus lima puluh tujuh ribu, delapan ratus enam puluh empat Rupiah) sebagai cadangan lainnya.
2. Memberikan wewenang dan kuasa kepada Direksi Perseroan dengan hak substitusi untuk mengatur lebih lanjut
mengenai tata cara dan pelaksanaan pembagian dividen tunai tersebut sesuai dengan ketentuan yang berlaku,
termasuk melakukan pembulatan ke atas untuk pembayaran dividen per saham.
Meeting with the Most Votes Decides:
1. Allocation of Net Profit Attributable to Owners of the Parent Entity for Fiscal Year 2022: The meeting has
resolved to allocate the net profit attributable to owners of the parent entity for fiscal year 2022, amounting to
Rp2,746,884,072,330 (two trillion, seven hundred forty-six billion, eight hundred eighty-four million, seven
hundred seventy-two thousand, three hundred thirty rupiah), as follows:
a. 20% or Rp549,376,814,466 (five hundred forty-nine billion, three hundred seventy-six million, eight hundred
fourteen thousand, four hundred sixty-six rupiah) is declared as cash dividends. The dividend shares for the
Republic of Indonesia (RI) as the owner of 70% of the shares is Rp384,563,770,126 (three hundred eighty-four
billion, five hundred sixty-three million, seven hundred seventy thousand, one hundred twenty-six rupiah).
b. 80% or Rp2,197,507,257,864 (two trillion, one hundred ninety-seven billion, five hundred seven million, two
hundred fifty-seven thousand, eight hundred sixty-four rupiah) is allocated to other reserves.
2. Granting authority and power to the Board of Directors of the Company with the right of substitution to further
regulate the procedures and implementation of the distribution of the said cash dividend in accordance with
applicable regulations, including rounding up for the payment of dividends per share.
Tindak Lanjut/ Realisasi 1. Tata Cara Pembayaran Dividen Tunai Tahun Buku 2022 dipublikasikan pada Ringkasan Risalah Keputusan RUPS
Follow-up/Realization Tahunan dalam Bahasa Indonesia dan Bahasa Inggris melalui situs web Bursa Efek Indonesia dan Otoritas Jasa
Keuangan https://spe.ojk.go.id/idxnet/, situs web penyedia e-RUPS https://easy.ksei.co.id/, dan situs web Perseroan
www.jasamarga.com pada tanggal 11 Mei 2023.
2. Perseroan telah melakukan kewajiban pembayaran dividen kepada Pemegang Saham pada tanggal 9 Juni 2023.
1. The Procedures for the Payment of Cash Dividends for the Fiscal Year 2022 were published in the Summary of
Minutes of the Decisions of the Annual GMS in Indonesian and English through the websites of the Indonesia Stock
Exchange and the Financial Services Authority https://spe. ojk.go.id/idxnet/, the website of the e-GMS provider
https://easy.ksei.co.id/, and the Company’s website www.jasamarga.com on May 11, 2023.
2. The Company has fulfilled its obligation to pay dividends to Shareholders on June 9, 2023.
Mata Acara Rapat Ketiga Penunjukan Kantor Akuntan Publik untuk Mengaudit Laporan Keuangan Konsolidasian Perseroan Tahun Buku
Third Meeting Agenda 2023 dan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) Tahun Buku 2023.
Appointment of a Public Accounting Firm to Audit the Company’s Consolidated Financial Statements for Fiscal
Year 2023 and the Financial Statements of the Micro and Small Business Financing Program (PUMK) for Fiscal Year
2023.
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Menyetujui penunjukan Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia)
untuk melakukan audit umum atas Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2023 dan periode
lainnya dalam Tahun Buku 2023, Laporan Keuangan dan Pelaksanaan Program Pendanaan Usaha Mikro dan Usaha
Kecil (PUMK) Tahun Buku 2023;
2. Memberikan pelimpahan kewenangan kepada Dewan Komisaris Perseroan untuk menetapkan besaran imbalan
jasa audit, penambahan ruang lingkup pekerjaan yang diperlukan dan persyaratan lainnya yang wajar bagi Kantor
Akuntan Publik tersebut;
3. Memberikan wewenang dan kuasa kepada Dewan Komisaris dengan terlebih dahulu mendapatkan persetujuan
tertulis Pemegang Saham Seri A Dwiwarna untuk menetapkan Kantor Akuntan Publik pengganti dalam hal Kantor
Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) karena sebab apapun tidak dapat
menyelesaikan audit atas Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2023 dan periode lainnya dalam
Tahun Buku 2023, dan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) Tahun Buku
2023.
Meeting with the Most Votes decided to:
1. Approve the appointment of the Public Accounting Firm (KAP) Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM
Indonesia) to conduct a general audit of the Company’s Consolidated Financial Statements for Fiscal Year 2023 and
other periods in Fiscal Year 2023, the Financial Statements and Implementation of the Micro and Small Business
Financing Program (PUMK) for Fiscal Year 2023;
2. Delegate the authority to the Company’s Board of Commissioners to determine the amount of audit fees, additional
scope of work required, and other reasonable requirements for the Public Accounting Firm;
3. Grant authority and power to the Board of Commissioners, with the prior written consent of the Series A Dwiwarna
Shareholders, to appoint a replacement Public Accounting Firm if, for any reason, Amir Abadi Jusuf, Aryanto, Mawar
& Rekan (RSM Indonesia) is unable to complete the audit of the Company’s Consolidated Financial Statements for
Fiscal Year 2023 and other periods in Fiscal Year 2023, and the Financial Statements of the Micro and Small Business
Financing Program (PUMK) for Fiscal Year 2023.
Tindak Lanjut/ Realisasi KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) melakukan pekerjaan dalam lingkup audit yang
Follow-up/Realization telah ditetapkan.
KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) carried out the work within the scope of the audit
that had been established.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Mata Acara Rapat Penetapan Tantiem Tahun Buku 2022, Gaji, Honorarium dan Tunjangan, Serta Fasilitas Lainnya Bagi Anggota
Keempat Direksi dan Dewan Komisaris untuk Tahun 2023.
Fourth Meeting Agenda Determination of Bonuses for Fiscal Year 2022, Salaries, Honorariums and Allowances, and Other Facilities for
Members of the Board of Directors and Board of Commissioners for the Year 2023.
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Memberikan wewenang dan kuasa kepada Pemegang Saham Seri A Dwiwarna untuk menetapkan besarnya tantiem
untuk Tahun Buku 2022 serta menetapkan honorarium, tunjangan dan fasilitas bagi anggota Dewan Komisaris untuk
Tahun 2023; dan
2. Memberikan wewenang dan kuasa kepada Dewan Komisaris dengan terlebih dahulu mendapatkan persetujuan
tertulis dari Pemegang Saham Seri A Dwiwarna untuk menetapkan besarnya tantiem untuk Tahun Buku 2022, serta
menetapkan gaji, tunjangan, fasilitas, dan insentif lainnya bagi Direksi untuk Tahun 2023.
Meeting with the Most Votes decided to:
1. Grant authority and power to the Series A Dwiwarna Shareholders to determine the number of bonuses for Fiscal
Year 2022 and to determine the honorariums, allowances, and facilities for members of the Board of Commissioners
for the Year 2023; and
2. Grant authority and power to the Board of Commissioners, with the prior written consent of the Series A Dwiwarna
Shareholders, to determine the number of bonuses for Fiscal Year 2022, and to determine the salaries, allowances,
facilities, and other incentives for the Board of Directors for the Year 2023.
Tindak Lanjut/ Realisasi Memperhatikan Keputusan RUPS Tahunan Jasa Marga tahun buku 2022 yang dilaksanakan tanggal 10 Mei 2023
Follow-up/Realization serta berdasarkan surat Kementerian Badan Usaha Milik Negara No. SR-5/ Wk.MBU.10/07/2023 tanggal 31 Juli
2023, Pemegang Saham Seri A Dwiwarna menetapkan penghasilan Direksi dan Dewan Komisaris Tahun 2023.
Considering the resolutions of the Annual General Meeting (RUPS) of Jasa Marga for the fiscal year 2022 held on
May 10, 2023, and based on the letter from the Ministry of State-Owned Enterprises No. SR-5/Wk.MBU.10/07/2023
dated July 31, 2023, the Shareholders of Series A Dual Color have determined the remuneration of the Board of
Directors and the Board of Commissioners for the year 2023.
Mata Acara Rapat Ratifikasi Peraturan Menteri Badan Usaha Milik Negara.
Keempat Ratification of the Regulation of the Minister of State-Owned Enterprises
Fourth Meeting Agenda
Keputusan Rapat Rapat dengan Suara Terbanyak memutuskan:
Meeting Decision 1. Menyetujui pengukuhan atau ratifikasi pemberlakuan Peraturan Menteri Badan Usaha Milik Negara Republik
Indonesia Nomor:
2. PER-1/MBU/03/2023 tentang Penugasan Khusus dan Program Tanggung Jawab Sosial dan Lingkungan Badan Usaha
Milik Negara;
3. PER-2/MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Milik Negara;
4. PER-3/MBU/03/2023 tentang Organ dan Sumber Daya Manusia Badan Usaha Milik Negara. berikut perubahan-
perubahannya di kemudian hari.
Meeting with the Most Votes Decides:
1. To approve the ratification and implementation of Regulation of the Minister of State-Owned Enterprises of the
Republic of Indonesia Number:
2. PER-1/MBU/03/2023 concerning Special Assignments and Social and Environmental Responsibility Programs of
State-Owned Enterprises.
3. PER-2/MBU/03/2023 concerning Guidelines for Corporate Governance and Significant Corporate Activities of State-
Owned Enterprises;
4. PER-3/MBU/03/2023 concerning Organs and Human Resources of State-Owned Enterprises, including subsequent
changes.
Tindak Lanjut/ Realisasi Implementasi Peraturan-peraturan tersebut di Perseroan secara bertahap.
Follow-up/Realization Implementation of the Regulations in the Company in Stages.
482 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 483
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Dewan Komisaris
Board of Commissioners
Dewan Komisaris merupakan organ Perseroan yang melakukan The Board of Commissioners is the organ of the Company
pengawasan dan memberikan arahan kepada Direksi responsible for overseeing and providing guidance to the Board
dalam menjalankan kepengurusan Perseroan. Disamping of Directors in managing the Company. In addition to carrying
melaksanakan fungsi pengawasan, Dewan Komisaris out supervisory functions, the Board of Commissioners also
juga turut melakukan pemantauan terhadap efektivitas monitors the effectiveness of the Company’s implementation
implementasi GCG yang dilakukan Perseroan sesuai dengan of Good Corporate Governance (GCG) in accordance with the
Anggaran Dasar Perseroan. Company’s Articles of Association.
Pedoman Kerja/Piagam Dewan Komisaris Guidelines for the Work/Charter of the
Board of Commissioners
Dalam melaksanakan tugas dan fungsinya, Dewan Komisaris In carrying out its duties and functions, the Board of
memiliki acuan kerja yang termuat dalam Pedoman Commissioners has a working reference contained in the
Kerja Dewan Komisaris dan Direksi (Board Manual) yang Board of Commissioners and Directors’ Board Manual, signed
ditandatangani oleh Dewan Komisaris dan Direksi. Board by the Board of Commissioners and the Board of Directors.
Manual menjadi acuan Dewan Komisaris dalam melakukan The Board Manual serves as a reference for the Board of
pengambilan keputusan dan pelaksanaan tugas serta Commissioners in decision-making and the execution of its
tanggung jawabnya. duties and responsibilities.
Board Manual berisi petunjuk tata laksana kerja Dewan The Board Manual provides guidance on the working
Komisaris dan Direksi dan menjelaskan tahapan aktivitas procedures of the Board of Commissioners and the Board
secara terstruktur, sistematis dan mudah dipahami serta of Directors and explains the structured, systematic, and
dijalankan dengan konsisten. Substansi Board Manual tersusun easily understandable steps of activities to be carried out
atas prinsip-prinsip hukum korporasi, ketentuan Anggaran consistently. The substance of the Board Manual is composed
Dasar, Peraturan perundang-undangan yang berlaku, arahan of principles of corporate law, provisions of the Articles of
Pemegang Saham serta praktik-praktik terbaik (best practices) Association, applicable regulations, shareholder directives,
tata kelola perusahaan. and best practices in corporate governance.
Pedoman kerja terkait Dewan Komisaris di dalam buku Board The guidelines related to the Board of Commissioners in
Manual terdapat pada Bab II yang secara garis besar mengatur the Board Manual are outlined in Chapter II, which broadly
sebagai berikut: regulates the following:
1. Tugas Dewan Komisaris; 1. Duties of the Board of Commissioners;
2. Hak dan Kewenangan Dewan Komisaris; 2. Rights and Authorities of the Board of Commissioners;
3. Kewajiban Dewan Komisaris; 3. Obligations of the Board of Commissioners;
4. Persyaratan Dewan Komisaris; 4. Requirements for the Board of Commissioners;
5. Keanggotaan Dewan Komisaris; 5. Membership of the Board of Commissioners;
6. Komisaris Independen; 6. Independent Commissioners;
7. Komite-Komite Dewan Komisaris; 7. Committees of the Board of Commissioners;
8. Sekretaris Dewan Komisaris; 8. Secretary of the Board of Commissioners;
9. Program Pengenalan dan Peningkatan Kapabilitas; 9. Introduction and Capability Enhancement Program;
10. Etika Jabatan Dewan Komisaris; 10. Code of Conduct for the Board of Commissioners;
11. Rapat Dewan Komisaris; 11. Board of Commissioners Meetings;
12. Fungsi Pengawasan Dewan Komisaris; 12. Supervisory Functions of the Board of Commissioners;
13. Kinerja dan Pelaporan Dewan Komisaris. 13. Performance and Reporting of the Board of Commissioners.
Kriteria dan Penunjukan Dewan Komisaris Criteria and Appointment of the Board of
Commissioners
Berdasarkan Pasal 11 ayat 10 dan Pasal 14 ayat 12 Anggaran Based on Article 11 paragraph 10 and Article 14 paragraph
Dasar Perseroan, anggota Direksi dan Dewan Komisaris 12 of the Company’s Articles of Association, members of
diangkat dan diberhentikan oleh Rapat Umum Pemegang the Board of Directors and the Board of Commissioners
Saham (RUPS) dari calon-calon yang diusulkan oleh Pemegang are appointed and dismissed by the General Meeting of
Saham Seri A Dwiwarna. Pengangkatan dan pemberhentian Shareholders (GMS) from candidates proposed by the Series
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
anggota Direksi dan Dewan Komisaris dilakukan oleh RUPS A Dwiwarna Shareholders. The appointment and dismissal
yang dihadiri oleh Pemegang Saham Seri A Dwiwarna dan of members of the Board of Directors and the Board of
keputusan RUPS harus disetujui oleh Pemegang Saham Commissioners are carried out by the GMS attended by the
Seri A Dwiwarna. Berdasarkan ketentuan-ketentuan di atas, Series A Dwiwarna Shareholders, and decisions of the GMS
pengangkatan/pemberhentian anggota Direksi dan Dewan must be approved by the Series A Dwiwarna Shareholders.
Komisaris diajukan oleh Pemegang Saham Seri A Dwiwarna. Based on the aforementioned provisions, the appointment/
Anggota Dewan Komisaris yang diangkat, harus memenuhi dismissal of members of the Board of Directors and the
ketentuan persyaratan formal, materiil dan persyaratan lain Board of Commissioners is proposed by the Series A
yang ditetapkan dalam Undang- Undang Perseroan Terbatas, Dwiwarna Shareholders. The appointed members of the
Anggaran Dasar Perseroan tersebut pada Pasal 14 ayat 4, Board of Commissioners must meet formal, material, and
Peraturan Menteri BUMN No. PER-3/MBU/03/2023 tanggal other requirements stipulated in the Company Law, the
24 Maret 2023 dan Peraturan Otoritas Jasa Keuangan No. 33/ Company’s Articles of Association, Minister of State-Owned
POJK.04/2014, peraturan perundangan lain, serta tertuang Enterprises Regulation No. PER-3/MBU/03/2023 dated March
dalam Board Manual Dewan Komisaris PT Jasa Marga (Persero) 24, 2023, and Financial Services Authority Regulation No. 33/
Tbk. yang mencakup antara lain: POJK.04/2014, as well as outlined in the Board Manual of PT
Jasa Marga (Persero) Tbk., which include, among others:
1. Wajib dan memiliki komitmen mengikuti ketentuan 1. Must comply with the provisions of the Company Law,
Undang-Undang tentang Perseroan Terbatas (UUPT), Capital Market regulations, and other relevant laws and
peraturan perundangan di Pasar Modal dan peraturan regulations including those related to the Company’s
perundangan lain termasuk peraturan yang terkait business activities.
dengan kegiatan usaha Perseroan.
2. Orang perseorangan yang memenuhi persyaratan pada 2. Individuals who, at the time of appointment and during
saat diangkat dan selama menjabat: mempunyai akhlak, their term: Have good ethics, morals, integrity, and
moral, integritas dan dedikasi yang baik, cakap melakukan dedication, are legally competent, understand Company
perbuatan hukum, memahami masalah- masalah management issues related to management functions
manajemen Perseroan yang berkaitan dengan salah satu and good corporate governance, possess adequate
fungsi manajemen dan tata kelola perusahaan yang baik, knowledge and/or expertise in the Company’s business/
memiliki pengetahuan dan/atau keahlian yang memadai required by the Company, and can allocate sufficient
di bidang usaha Perseroan/yang dibutuhkan Perseroan time to perform their duties.
yang bersangkutan dicalonkan, serta dapat menyediakan
waktu yang cukup untuk melaksanakan tugasnya.
3. Dalam 5 (lima) tahun sebelum pengangkatan dan selama 3. Within 5 (five) years before appointment and during
menjabat: their term:
a. Tidak pernah dinyatakan pailit. a. Have not been declared bankrupt.
b. Tidak pernah menjadi anggota Direksi dan/ atau b. Have not been members of the Board of Directors
anggota Dewan Komisaris yang dinyatakan bersalah and/or Board of Commissioners found guilty of
menyebabkan suatu perusahaan dinyatakan pailit. causing a company to go bankrupt.
c. Tidak pernah dihukum karena melakukan tindak c. Have not been convicted of financial crimes against
pidana yang merugikan keuangan negara dan/ atau the state and/or related to the financial sector.
yang berkaitan dengan sektor keuangan.
d. Tidak pernah menjadi anggota Direksi dan/atau d. During their term as members of the Board of
anggota Dewan Komisaris yang selama menjabat: Directors and/or Board of Commissioners:
i. Pernah tidak menyelenggarakan RUPS i. Have not failed to hold an annual GMS.
tahunan.
ii. Pertanggungjawabannya sebagai anggota ii. Their accountability as members of the Board
Direksi dan/atau anggota Dewan Komisaris of Directors and/or Board of Commissioners
pernah tidak diterima oleh RUPS atau pernah has not been rejected by the GMS or they
tidak memberikan pertanggungjawaban have not failed to provide accountability as
sebagai anggota Direksi dan/atau anggota members of the Board of Directors and/or
Dewan Komisaris kepada RUPS. Board of Commissioners to the GMS.
iii. Pernah menyebabkan perusahaan yang iii. Have not caused a company that has obtained
memperoleh izin, persetujuan, atau permits, approvals, or registration from the
pendaftaran dari Otoritas Jasa Keuangan tidak Financial Services Authority to fail to submit
memenuhi kewajiban menyampaikan laporan annual reports and/or financial reports to the
tahunan dan/atau laporan keuangan kepada Financial Services Authority.
Otoritas Jasa Keuangan.
4. Memenuhi persyaratan-persyaratan lainnya 4. Meet other requirements as stipulated in points 1 to
sebagaimana ditentukan dalam butir 1 sampai dengan 3 above and/or are prohibited from holding multiple
3 di atas dan/atau dilarang memangku jabatan rangkap, positions, as follows:
sebagai berikut:
484 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
a. Bukan Anggota Direksi pada Badan Usaha Milik a. Not a member of the Board of Directors of a State-
Negara, Badan Usaha Milik Daerah dan Badan Usaha Owned Enterprise, Regional-Owned Enterprise, or
Milik Swasta. Private-Owned Enterprise.
b. Pengurus partai politik dan/atau calon anggota dan/ b. Not a member of a political party’s leadership and/
atau anggota DPR, DPD, DPRD Tingkat I dan DPRD or a candidate member and/or member of the
Tingkat II. national, regional, or local legislative council.
c. Calon Kepala/Wakil Kepala Daerah dan/atau c. A candidate for Head/Vice Head of Region and/or
Kepala/Wakil Kepala Daerah. Head/Vice Head of Region.
d. Tidak menjabat sebagai Anggota Dewan Komisaris d. Not served as a member of the Board of
pada Perseroan selama 2 (dua) periode berturut- Commissioners of the Company for 2 (two)
turut. consecutive terms.
e. Sehat jasmani dan rohani (tidak sedang menderita e. Physically and mentally fit (not suffering from any
suatu penyakit yang dapat menghambat illness that could hinder the performance of duties
pelaksanaan tugas sebagai anggota Dewan as a member of the Board of Commissioners, proven
Komisaris yang dibuktikan dengan surat keterangan by a doctor’s certificate).
dari Dokter.
f. Bagi bakal calon dari Kementerian Teknis atau f. For prospective candidates from Technical
Instansi Pemerintah lain, harus berdasarkan usulan Ministries or other Government Agencies, they
dari instansi yang bersangkutan. must be based on proposals from the respective
g. Tidak memiliki rangkap jabatan sesuai dengan institutions.
ketentuan peraturan perundang-undangan yang g. Not holding concurrent positions as stipulated by
berpotensi menimbulkan benturan kepentingan laws and regulations that may potentially cause
dengan Perseroan dan bersedia mengundurkan diri conflicts of interest with the Company and willing
jika terpilih sebagai Anggota Dewan Komisaris. to resign if elected as a member of the Board of
Commissioners.
h. Antar para Anggota Dewan Komisaris dan antar h. There should be no blood relationship up to the
Anggota Dewan Komisaris dengan Anggota Direksi third degree, either by direct lineage or collateral
tidak memiliki hubungan keluarga sedarah sampai lineage, between members of the Board of
dengan derajat ketiga, baik menurut garis lurus Commissioners or between members of the Board
maupun garis ke samping, termasuk hubungan yang of Commissioners and members of the Board of
timbul karena perkawinan. Directors.
5. Selain memenuhi ketentuan sebagaimana dimaksud 5. In addition to meeting the requirements as mentioned in
pada butir 1 sampai dengan 5 di atas, khusus bagi points 1 to 5 above, Independent Commissioners must
Komisaris Independen wajib memenuhi persyaratan meet the following requirements:
sebagai berikut:
a. Bukan merupakan orang yang bekerja atau a. Not a person who works or has the authority and
mempunyai wewenang dan tanggung jawab untuk responsibility to plan, lead, control, or supervise
merencanakan, memimpin, mengendalikan, atau the activities of the Company within the last 6 (six)
mengawasi kegiatan Perseroan dalam waktu 6 (enam) months, except for reappointment as Independent
bulan terakhir, kecuali untuk pengangkatan kembali Commissioner of the Company in the following period.
sebagai Komisaris Independen Perseroan pada Does not own shares, either directly or indirectly, in
periode berikutnya. Tidak mempunyai saham baik the Company.
langsung maupun tidak langsung pada Perseroan. b. Do not have any affiliation with the Company,
b. Tidak mempunyai hubungan afiliasi dengan members of the Board of Commissioners, members of
Perseroan, anggota Dewan Komisaris, anggota the Board of Directors, or major shareholders of the
Direksi atau pemegang saham utama Perseroan. Company.
c. Tidak mempunyai hubungan usaha baik langsung c. Do not have any business relationship, either directly
maupun tidak langsung yang berkaitan dengan or indirectly, related to the Company’s business
kegiatan usaha Perseroan. activities.
Pemenuhan persyaratan sebagaimana tersebut di atas The fulfillment of the requirements as mentioned above is
dibuktikan dengan surat pernyataan yang ditandatangani evidenced by a declaration letter signed by the prospective
oleh calon anggota Dewan Komisaris dan surat tersebut member of the Board of Commissioners and the letter is
disampaikan kepada Perseroan. submitted to the Company.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 485
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Ketentuan Masa Jabatan dan Proses Setelah Terms of Office and Process After
Pengangkatan Appointment
Masa jabatan anggota Dewan Komisaris efektif sejak tanggal The term of office of members of the Board of Commissioners is
yang ditetapkan oleh RUPS yang mengangkatnya, dan effective from the date determined by the General Meeting of
berakhir pada penutupan RUPS Tahunan yang ke-5 (lima) Shareholders (GMS) that appoints them and ends at the closing
setelah tanggal pengangkatannya, dengan syarat tidak boleh of the 5th Annual GMS after their appointment, provided that
melebihi jangka waktu 5 (lima) tahun, dengan memperhatikan it does not exceed a period of 5 (five) years, in accordance with
peraturan perundangan di bidang Pasar Modal, dengan 1 (satu) regulations in the field of the Capital Market, with one (1) term
periode masa jabatan anggota Dewan Komisaris paling lama of office of the members of the Board of Commissioners being
5 (lima) tahun atau sampai dengan penutupan RUPS Tahunan a maximum of 5 (five) years or until the end of the annual GMS
pada akhir 1 (satu) periode masa jabatan dimaksud. Namun at the end of the said term. However, this does not diminish
demikian, hal tersebut tidak mengurangi hak RUPS untuk the right of the GMS to terminate the members of the Board of
sewaktu-waktu dapat memberhentikan para anggota Dewan Commissioners at any time before the end of their term. After
Komisaris sebelum masa jabatannya berakhir. Setelah masa their term ends, members of the Board of Commissioners may
jabatannya berakhir, para anggota Dewan Komisaris dapat be reappointed by the GMS for 1 (one) term.
diangkat kembali oleh RUPS untuk 1 (satu) kali masa jabatan.
Perseroan wajib menyelenggarakan RUPS untuk melakukan The Company is obliged to convene a GMS to replace
penggantian anggota Dewan Komisaris yang tidak memenuhi members of the Board of Commissioners who do not meet the
persyaratan. Dalam jangka waktu paling lambat 2 (dua) requirements. Within a maximum period of 2 (two) working
hari kerja terhitung sejak diketahui pengangkatan anggota days from the date it becomes known that the appointment of
Dewan Komisaris tidak memenuhi persyaratan, anggota a member of the Board of Commissioners does not meet the
Dewan Komisaris lainnya harus mengumumkan batalnya requirements; other members of the Board of Commissioners
pengangkatan anggota Dewan Komisaris yang bersangkutan must announce the annulment of the appointment of the
dalam media pengumuman dan paling lambat 7 (tujuh) hari respective member in public announcement media and notify
memberitahukannya kepada Menteri Hukum dan Hak Asasi the Minister of Law and Human Rights within a maximum of
Manusia. Perseroan wajib menyelenggarakan RUPS untuk 7 (seven) days. The Company is obliged to convene a GMS to
melakukan penggantian anggota Dewan Komisaris yang tidak replace members of the Board of Commissioners who do not
memenuhi persyaratan. meet the requirements.
Anggota Dewan Komisaris sewaktu-waktu dapat diberhentikan Members of the Board of Commissioners may be dismissed at
berdasarkan keputusan RUPS dengan menyebutkan alasan- any time by the decision of the GMS, stating the reasons.
alasannya
Alasan pemberhentian anggota Dewan Komisaris antara lain: Reasons for the dismissal of members of the Board of
Commissioners include:
1. Tidak dapat menjalankan tugasnya dengan baik; 1. Unable to perform their duties properly;
2. Melanggar ketentuan Anggaran Dasar Perseroan dan/ 2. Violating the provisions of the Company’s Articles of
atau Peraturan Perundangan; Association and/or Legislation;
3. Terlibat dalam tindakan yang merugikan Perseroan dan/ 3. Involved in actions detrimental to the Company and/or
atau negara; the state;
4. Melakukan tindakan yang melanggar etika dan/ atau 4. Engaging in actions that violate ethics and/or decisions
keputusan yang seharusnya dihormati sebagai anggota that should be respected as members of the Board of
Dewan Komisaris; Commissioners;
5. Dinyatakan bersalah dengan putusan pengadilan yang 5. Being found guilty by a court decision that has permanent
telah mempunyai kekuatan hukum yang tetap. legal force.
6. Mengundurkan diri. 6. Resignation.
Setelah pengangkatan Dewan Komisaris baru, berdasakan After the appointment of a new Board of Commissioners,
ketentuan Bab II. I. 1 Board Manual Perseroan, wajib in accordance with the provisions of Chapter II. I. 1 of the
dilaksanakan Program Pengenalan bagi Pengurus Baru Company’s Board Manual, an Introduction Program for New
yang dilaksanakan dalam waktu selambat- lambatnya 3 Officials must be conducted within a maximum period of 3
(tiga) bulan sejak pengangkatannya. Informasi mengenai (three) months from their appointment. Information regarding
realisasi program ini pada tahun 2024 dapat dilihat pada the implementation of this program in 2023 can be found in
bagian Program Pengenalan Perseroan Bagi Anggota Dewan the section on the Company’s Introduction Program for New
Komisaris Baru. Members of the Board of Commissioners.
486 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 487
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Susunan, Jumlah, Komposisi dan Dasar The Arrangement, Number, Composition,
Pengangkatan Anggota Dewan Komisaris and Basis for the Appointment of Members
pada Tahun 2024 of the Board of Commissioners in 2024
Perseroan melaksanakan RUPS Tahunan tanggal 8 Mei 2024, The Company held its Annual General Meeting of Shareholders
dengan salah satu agenda Perubahan Susunan Pengurus on May 8, 2024, with one of the agenda items being the Change
Perseroan. Namun berdasarkan Keputusan RUPS Tahunan in the Composition of the Company’s Management. However,
tersebut, diputuskan tidak ada perubahan Pengurus, sehingga based on the decision of the Annual General Meeting, it was
susunan Pengurus Perseroan tidak mengalami perubahan, decided that there would be no changes to the Management. As a
yaitu berjumlah 7 (tujuh) orang, terdiri dari 1 (satu) orang result, the composition of the Company’s Management remained
Komisaris Utama, 4 (empat) orang Komisaris Independen, dan unchanged, consisting of 7 (seven) members, including 1 (one)
2 (dua) orang Komisaris. Susunan Dewan Komisaris disajikan President Commissioner, 4 (four) Independent Commissioners,
pada tabel sebagai berikut: and 2 (two) Commissioners. The composition of the Board of
Commissioners is presented in the following table:
Tabel Susunan Anggota Dewan Komisaris Tahun 2024
Table of Composition of the Board of Commissioners in 2024
Nama Jabatan Dasar Pengangkatan
Name Position Position
Mohammad Zainal Komisaris Utama Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Fatah President Commissioner Extraordinary General Meeting resolution on February 8, 2023
M. Roskanedi Komisaris Keputusan RUPS Tahunan tanggal 27 Mei 2021
Commissioner Annual General Meeting resolution on May 27, 2021
Raja Erizman Komisaris Keputusan RUPS Tahunan tanggal 27 Mei 2021
Commissioner Annual General Meeting resolution on May 27, 2021
Chandra Wijaya Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Independent Commissioner Extraordinary General Meeting resolution on February 8, 2023
Seppalga Ahmad Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Independent Commissioner Extraordinary General Meeting resolution on February 8, 2023
Marsetio Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Independent Commissioner Extraordinary General Meeting resolution on February 8, 2023
Abdul Rachman Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Independent Commissioner Extraordinary General Meeting resolution on February 8, 2023
Penilaian Kemampuan dan Kepatutan Fit and Proper Test
Seluruh anggota Dewan Komisaris Jasa Marga yang diangkat, All appointed members of the Board of Commissioners of Jasa
telah memenuhi kriteria dan ketentuan yang dipersyaratkan Marga have met the criteria and conditions required in the fit
dalam uji kepatutan dan kelayakan (fit and proper test) and proper test based on the Limited Liability Company Law,
berdasarkan Undang-Undang Perseroan Terbatas, Anggaran the Company’s Articles of Association, regulations related
Dasar Perseroan, peraturan terkait Tata Kelola Perusahaan to Good Corporate Governance, as well as other rules and
yang Baik, serta peraturan dan ketentuan lain yang terkait, regulations, including provisions concerning Independent
termasuk ketentuan tentang Komisaris Independen. Seluruh Commissioners. All members of the Board of Commissioners
anggota Dewan Komisaris memiliki integritas, kompetensi have adequate integrity, competence, and reputation. The
dan reputasi yang memadai. Hal tersebut dibuktikan dengan following fit and proper tests evidence this:
telah dilaksanakannya fit and proper test sebagai berikut:
Tabel Pelaksanaan Fit and Proper Test Dewan Komisaris
Tabel Pelaksanaan Fit and Proper Test Dewan Komisaris
Nama Jabatan Pelaksana
Name Position Executor
Mohammad Zainal Fatah Komisaris Utama Kementerian BUMN
President Commissioner Ministry of SOEs
M. Roskanedi Komisaris Kementerian BUMN
Commissioner Ministry of SOEs
Raja Erizman Komisaris Kementerian BUMN
Commissioner Ministry of SOEs
Chandra Wijaya Komisaris Independen Kementerian BUMN
Independent Commissioner Ministry of SOEs
Seppalga Ahmad Komisaris Independen Kementerian BUMN
Independent Commissioner Ministry of SOEs
Marsetio Komisaris Independen Kementerian BUMN
Independent Commissioner Ministry of SOEs
Abdul Rachman Komisaris Independen Kementerian BUMN
Independent Commissioner Ministry of SOEs
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 487
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tugas dan Tanggung Jawab Duties and Responsibilities
Tugas dan tanggung jawab Dewan Komisaris sebagaimana Board of Commissioners duties and responsibilities as
diatur dalam Anggaran Dasar dan tercantum dalam Board regulated in the Articles of Association and listed in the Board
Manual , sebagai berikut: Manual are as follows:
1. Melakukan pengawasan terhadap kebijakan pengurusan, 1. 1. Supervising management policies, the general course
jalannya pengurusan pada umumnya, baik mengenai of management, both regarding the Company and
Perseroan maupun usaha Perseroan yang dilakukan the Company’s business carried out by the Board of
oleh Direksi, serta memberikan nasihat kepada Direksi, Directors. Providing advice to the Board of Directors in
dalam melaksanakan pengurusan Perseroan, termasuk carrying out the management of the Company, including
memberikan pendapat dan persetujuan Rencana providing opinions and approval of the Company’s
Jangka Panjang Perusahaan dan Rencana Kerja dan Long-term Plan and Annual Work Plan and Budget and
Anggaran Tahunan Perseroan serta rencana lainnya yang other plans prepared by the Board of Directors per the
disiapkan Direksi sesuai dengan ketentuan Anggaran provisions of the Company’s Articles of Association. In
Dasar Perseroan. Selain itu melakukan pengawasan, addition to Supervising, reviewing the implementation
penelaahan terhadap pelaksanaan Rencana Jangka of the Company’s Long-Term Plan and the Company’s
Panjang Perusahaan dan Rencana Kerja dan Anggaran Annual Work Plan and Budget, other plans, providing
Tahunan Perseroan, serta rencana lainnya, serta approval for the revision of the Company’s Long-
memberikan persetujuan atas revisi Rencana Jangka term Plan and other plans submitted by the Board of
Panjang Perusahaan dan rencana lainnya yang Directors, including implementation supervision of the
disampaikan Direksi, termasuk pengawasan atas provisions of the Articles of Association and the GMS
pelaksanaan ketentuan-ketentuan Anggaran Dasar dan resolutions, and applicable laws and regulations, are for
Keputusan RUPS, serta peraturan perundangan yang the benefit of the Company and following the purposes
berlaku, untuk kepentingan Perseroan dan sesuai dengan and objectives of the Company.
maksud dan tujuan Perseroan.
2. Mengikuti perkembangan kegiatan Perseroan, 2. Following the development of the Company’s activities,
memberikan pendapat dan saran kepada RUPS providing opinions and suggestions to the GMS regarding
mengenai setiap masalah yang dianggap penting bagi any issues deemed necessary to the management of the
kepengurusan Perseroan. Company.
3. Melaporkan kepada Pemegang Saham Seri A Dwiwarna 3. Reporting to the Series A Dwiwarna Shareholder if
apabila terjadi gejala menurun kinerja Perseroan. there are symptoms of a decline in the Company’s
4. Mengusulkan kepada RUPS penunjukan Akuntan Publik performance.
yang akan melakukan pemeriksaan atas buku-buku 4. Proposing to the GMS the appointment of a Public
Perseroan. Accountant who will examine the Company’s books.
5. Meneliti dan menelaah laporan berkala dan Laporan 5. Researching and reviewing periodic reports and Annual
Tahunan yang disiapkan Direksi serta menandatangani Reports prepared by the Board of Directors and signing
Laporan Tahunan. the Annual Report.
6. Memberikan penjelasan, pendapat, dan saran kepada 6. Providing explanations, opinions, and suggestions to the
RUPS mengenai Laporan Tahunan, apabila diminta. GMS regarding the Annual Report, if requested.
7. Membuat risalah rapat Dewan Komisaris dan menyimpan 7. Preparing the Board of Commissioners’ minutes of the
salinannya. meeting and keeping a copy thereof.
8. Melaporkan kepada Perseroan mengenai kepemilikan 8. Reporting to the Company regarding its Shares
Sahamnya dan/atau keluarganya pada Perseroan tesebut ownership and/or their families in the said Company and
dan Perseroan lain. other Companies.
9. Memberikan laporan tentang tugas pengawasan yang 9. Providing a report on the supervisory duties that have
telah dilakukan selama tahun buku yang baru lampau been carried out during the last financial year to the
kepada RUPS. GMS.
10. Memberikan penjelasan tentang segala hal yang 10. Explaining all matters asked or requested by the Series
ditanyakan atau yang diminta Pemegang Saham A Dwiwarna Shareholder by considering the prevailing
Seri A Dwiwarna dengan memperhatikan peraturan laws and regulations in the Capital Market sector.
perundangan khususnya yang berlaku di bidang Pasar
Modal.
11. Melaksanakan kewajiban lainnya dalam rangka tugas 11. Carrying out other obligations in the context of
pengawasan dan pemberian nasihat, sepanjang tidak supervisory duties and providing advice, as long as it does
bertentangan dengan dengan peraturan perundangan, not conflict with the laws and regulations, the Articles of
Anggaran Dasar dan/atau keputusan RUPS. Association, and/or the resolutions of the GMS.
12. Menyampaikan laporan triwulanan mengenai kinerja 12. Submitting quarterly reports on the Company’s
Perseroan, termasuk realisasi Indikator Kinerja Utama performance, including the realization of Key
kepada Pemegang Saham Seri A Dwiwarna. Performance Indicators to Series A Dwiwarna
Shareholders.
488 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
13. Menyusun Piagam/Pedoman dan tata tertib Kerja Dewan 13. Drawing up a Charter/Guidelines and work procedures
Komisaris (BOC Charter). for the Board of Commissioners (BOC Charter).
14. Memastikan dan memberi dorongan kepada Direksi dan 14. Ensuring and encouraging the Board of Directors and
seluruh jajarannya dalam menjalankan Perseroan untuk all staff in running the Company to apply the principles
menerapkan prinsip-prinsip tata kelola perusahaan of Good Corporate Governance (GCG) consistently and
yang baik atau Good Corporate Governance (GCG) secara continuously, and have high morale in business.
konsisten dan berkesinambungan, serta memiliki moral
tinggi dalam berusaha;
15. Dalam kondisi tertentu, Dewan Komisaris wajib 15. Under certain conditions, the Board of Commissioners
menyelenggarakan RUPS Tahunan dan RUPS Lainnya must convene the Annual GMS and Other GMS following
sesuai dengan kewenangannya sebagaimana diatur its authority as stipulated in the laws and regulations
dalam peraturan perundangan dan Anggaran Dasar. and the Articles of Association. In addition to the main
Selain tugas-tugas pokok tersebut, dalam board manual tasks, the Board of Commissioners’ Board Manual also
Dewan Komisaris juga ditetapkan tugas dan tanggung sets out the duties and responsibilities of the Board of
jawab Dewan Komisaris yang terkait dengan: Commissioners related to:
a. Tugas Umum; a. General Duties;
b. Tugas dan Kewajiban Terkait RUPS; b. Duties and Obligations Related to the GMS;
c. Tugas terkait Strategi dan Rencana Kerja; c. Tasks related to Strategy and Work Plans;
d. Tugas terkait Fungsi Pengawasan; d. Tasks related to the Supervision Function;
e. Tugas terkait Nominasi dan Remunerasi; e. Duties related to Nomination and Remuneration;
f. Tugas terkait Evaluasi Kinerja Dewan Komisaris dan f. Duties related to the Performance Evaluation of the
Kinerja Direksi; Board of Commissioners and the Performance of
the Board of Directors;
g. Tugas terkait Penerapan Good Corporate Governance g. Tasks related to the Implementation of Good
(GCG); Corporate Governance (GCG);
h. Tugas terkait Penerapan Manajemen Risiko; h. Tasks related to the Implementation of Risk
Management;
i. Tugas terkait Sistem Pengendalian Internal; i. Duties related to the Internal Control System;
j. Tugas terkait Keterbukaan dan Kerahasiaan j. Duties related to Information Disclosure and
Informasi; Confidentiality;
k. Tugas terkait Teknologi Informasi; k. Tasks related to Information Technology;
l. Tugas terkait Pelaporan; l. Tasks Related to Reporting;
m. Tugas lainnya. m. Other Tasks.
Dalam melaksanakan tugasnya, setiap anggota Dewan In carrying out their 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
Perundangan serta keputusan RUPS dan bertindak Association,Legislation, and GMS decisions and act
dan bersikap profesional, efisien, transparan, menjaga and behave professionally, efficiently, transparently,
kemandirian, akuntabel, bertanggungjawab dan maintaining independence, accountability,
kewajaran. responsibility, and fairness.
2. Bertindak untuk kepentingan Perseroan dan sesuai dengan 2. Act in the interests of the Company and per its purposes
maksud dan tujuan Perusahaan, serta tidak dimaksudkan and objectives. The act is not intended for the interests
untuk kepentingan pihak dan golongan tertentu. of certain parties and groups.
3. Beritikad baik, penuh kehati-hatian, bertanggung jawab 3. In good faith, full of prudence, responsible for carrying
dalam menjalankan tugas pengawasan dan pemberian out supervisory duties and providing advice to the Board
nasihat kepada Direksi untuk kepentingan Perseroan dan of Directors for the benefit of the Company and per the
sesuai dengan maksud dan tujuan Perseroan. purposes and objectives of the Company.
4. Menjaga kerahasiaan data dan/atau informasi Perseroan. 4. Maintain the confidentiality of the Company’s data and/
or information.
Hak dan Wewenang Rights and Authorities
Dalam melaksanakan tugas pokoknya, Dewan Komisaris In carrying out its primary duties, the Board of Commissioners
berwenang untuk: is authorized to:
1. Memeriksa buku-buku, surat-surat, serta dokumen- 1. Check books, letters, and other documents, check cash
dokumen lainnya, memeriksa kas untuk keperluan for verification purposes and other securities, and check
verifikasi dan lain-lain surat berharga dan memeriksa the Company’s assets.
kekayaan Perseroan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 489
Page 490
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
2. Memasuki pekarangan, gedung dan kantor yang 2. Enter yards, buildings, and offices used by the Company.
dipergunakan oleh Perseroan.
3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Request the Board of Directors and/or other officials’
lainnya mengenai segala persoalan yang menyangkut explanation regarding all issues related to the
pengelolaan Perseroan. management of the Company.
4. Mengetahui segala kebijakan dan tindakan yang telah 4. Know all policies and actions that have been and will be
dan akan dijalankan oleh Direksi. implemented by the Board of Directors.
5. Meminta Direksi dan/atau pejabat lainnya di bawah 5. Request the Board of Directors and/or other officials
Direksi dengan sepengetahuan Direksi untuk menghadiri under them with the knowledge of the Board of Directors
rapat Dewan Komisaris. to attend the Board of Commissioners meeting.
6. Mengangkat dan memberhentikan seorang Sekretaris 6. Appoint and dismiss a Secretary to the Board of
Dewan Komisaris. Commissioners.
7. Memberhentikan sementara anggota Direksi sesuai 7. Temporarily dismiss members of the Board of Directors
dengan ketentuan Anggaran Dasar. following the provisions of the Articles of Association.
8. Membentuk Komite Audit, Komite Remunerasi dan 8. Establish an Audit Committee, Remuneration and
Nominasi, Komite Pemantau Risiko dan komite-komite Nomination Committee, Risk Monitoring Committee, and
lain, jika dianggap perlu dengan memperhatikan other committees, if deemed necessary, by considering
kemampuan Perseroan. the Company’s capabilities.
9. Menggunakan tenaga ahli untuk hal tertentu dan 9. Use experts for some issues and a certain period at the
dalam jangka waktu tertentu atas beban Perseroan, jika expense of the Company, if deemed necessary.
dianggap perlu.
10. Melakukan tindakan pengurusan Perseroan dalam 10. Take actions to manage the Company under certain
keadaan tertentu untuk jangka waktu tertentu sesuai conditions for a certain period following the provisions
dengan ketentuan Anggaran Dasar. of the Articles of Association.
11. Menyetujui pengangkatan dan pemberhentian Sekretaris 11. Approve the appointment and dismissal of the (Corporate
Perusahaan (Corporate Secretary & Chief Administration Secretary & Chief Administration Office) and/or Internal
Office) dan/atau Kepala Satuan Pengawas Intern (Internal Audit Senior Group Head.
Audit Senior Group Head).
12. Menghadiri rapat Direksi dan memberikan pandangan- 12. Attend Board of Directors meetings and provide views
pandangan terhadap hal-hal yang dibicarakan. on the matters discussed.
13. Melaksanakan kewenangan pengawasan lainnya 13. Carry out other supervisory powers as long as they
sepanjang tidak bertentangan dengan Peraturan do not conflict with the laws and regulations and the
Perundangan, serta peraturan yang berlaku di bidang applicable rules in the Capital Market sector, the Articles
Pasar Modal, Anggaran Dasar dan/atau keputusan RUPS. of Association, and/or the resolutions of the GMS.
Pembagian Tugas antar Dewan Komisaris Division of Duties Between the Board of
Commissioners
Setiap anggota Dewan Komisaris memiliki tugas masing- Each Board of Commissioners member has their respective
masing yang pembagiannya telah ditetapkan berdasarkan duties whose distribution has been determined based on
peran masing-masing anggota Dewan Komisaris, yang their roles, adjusting to their competence and experience.
menyesuaikan dengan kompetensi dan pengalamannya. The Board of Commissioners members’ responsibilities
Pembagian tugas anggota Dewan Komisaris dilakukan dengan division is carried out to ensure the effectiveness of duties
tujuan untuk menjamin efektivitas tugas dan fungsi agar and functions to be carried out effectively and responsibly,
terlaksana secara efektif dan bertanggung jawab, dengan in a transparent and accountable manner, not affiliated with
tetap dilaksanakan secara transparan dan akuntabel, tidak the Board of Directors’ interests and controlling shareholders,
terafiliasi dengan kepentingan Direksi dan pemegang saham and not ignoring the interests of public shareholders,
pengendali, serta tidak mengabaikan kepentingan pemegang minority shareholders, and other stakeholders, and by
saham publik, pemegang saham minoritas dan pemangku taking into account the duties of each Board of Directors
kepentingan lainnya, serta dengan tetap memperhatikan member. Specifically for 3 (three) members of the Board of
bidang tugas masing-masing anggota Direksi. Khusus untuk Commissioners, each has the task of being the Chairman of
3 (tiga) orang anggota Komisaris, masing-masing mendapat the Nomination and Remuneration Committee, the Head of
tugas sebagai Ketua Komite Nominasi dan Remunerasi, Ketua the Risk and Legal Committee, and the Chairman of the Audit
Komite Risiko dan Hukum, dan Ketua Komite Audit. 3 (tiga) Committee. Three (3) other Board of Commissioners members,
orang Anggota Dewan Komisaris lainnya, masing-masing each as a member of the Nomination and Remuneration
masuk menjadi anggota Komite Nominasi dan Remunerasi, Committee, a member of the Risk and Legal Committee, and a
anggota Komite Risiko dan Hukum dan anggota Komite Audit. member of the Audit Committee.
490 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Selain melaksanakan tiga fungsi Komite tersebut, Dewan In addition to carrying out the three functions of the
Komisaris juga melaksanakan fungsi pengawasan terhadap Committee, the Board of Commissioners also carries out the
tata Kelola terintegrasi melalui Komite Tata Kelola function of supervision of integrated governance through the
Terintegrasi. Fungsi ini diketuai oleh Komisaris Utama Integrated Governance Committee. This function is chaired
dan seluruh Komisaris sebagai anggota ditambah dengan by the President Commissioner and all Commissioners as
Komisaris Utama pada seluruh entitas anak Perusahaan. members and the President Commissioners in all subsidiary
entities of the Company.
Berdasarkan Surat Keputusan Dewan Komisaris No. KEP-032/ Based on the Decision of the Board of Commissioners No. KEP-
III/2023 tanggal 7 Maret 2023 bidang tugas anggota Dewan 032/III/2023 dated March 7, 2023, the duties of members
Komisaris dibagi dalam 6 (enam) bidang tugas pengawasan of the Board of Commissioners are divided into 6 (six) areas
dan pemberian nasihat kepada Direksi, meliputi: of supervisory and advisory responsibilities to the Board of
Directors, which include:
1. Bidang Kebijakan dan Strategi Pengelolaan Pengusahaan 1. Policy and Strategy for Toll Road Concession Management
Jalan Tol dengan Sarana Penunjangnya; and Supporting Facilities;
2. Bidang Pengelolaan Keuangan dan Manajemen Risiko; 2. Financial Management and Risk Management;
3. Bidang Pengelolaan Human Capital & Transformasi; 3. Human Capital Management and Transformation;
4. Bidang Pengelolaan Pengembangan Usaha; 4. Business Development Management;
5. Bidang Pengelolaan Bisnis; 5. Business Field;
6. Bidang Pengelolaan Operasi & Pemeliharaan. 6. Operation & Maintenance Business Field.
Mohammad Zainal Fatah, Komisaris Utama, menangani tugas Mohammad Zainal Fatah, the Chief Commissioner, handles
pengawasan dan pemberian nasihat kepada Direksi secara the supervision and advisory tasks to the Board of Directors
menyeluruh, dengan uraian tugasnya meliputi hal-hal sebagai comprehensively, with the following duties:
berikut :
1. Bidang tugasnya meliputi tugas untuk 1. The responsibilities include coordinating and integrating
mengkoordinasikan serta mengintegrasikan masukan, input, guidance, and recommendations from the other
arahan dan rekomendasi dari ke-6 (keenam) anggota 6 members of the Board of Commis sioners in the
Komisaris lainnya dalam rangka penyiapan dan preparation and drafting of the company’s vision and
penyusunan visi dan misi Perusahaan, penyusunan mission, policies & strategies for the Company’s Medium-
kebijakan & strategi Rencana Jangka Menengah dan/ Term and/or Long-Term Plans, including the preparation
atau Jangka Panjang Perusahaan, termasuk dalam and drafting of the Company’s Annual Work Plan and
penyiapan dan penyusunan Rencana Kerja dan Anggaran Budget, as well as leading the General Meeting of
Perusahaan Tahunan, serta memimpin RUPS (Rapat Shareholders (GMS) and overseeing the implementation
Umum Pemegang Saham) dan pengawasan terhadap of GMS decisions.
pelaksanaan keputusan Rapat Umum Pemegang Saham.
2. Menyampaikan kepada RUPS laporan tentang 2. Presenting to the GMS a report on the performance of
pelaksanaan tugas pengawasan Dewan Komisaris selama the supervisory duties of the Board of Commissioners
tahun buku yang lampau kepada RUPS. during the past financial year.
3. Mengkoordinasi anggota Komisaris lainnya dalam rangka 3. Coordinating with other members of the Board of
pelaksanaan wewenang dan kewajiban Dewan Komisaris Commissioners in implementing the authorities and
sebagaimana diatur dalam Anggaran Dasar Perseroan obligations of the Board of Commissioners as stipulated
Pasal 15 ayat 1 dan ayat 2 huruf a dan b serta kewajiban in the Company’s Articles of Association Article 15
lain yang diatur dalam ayat 4, yang meliputi antara lain: paragraph 1 and paragraph 2 letters a and b, and other
obligations stipulated in paragraph 4, which, include:
a. Menyampaikan saran dan pendapat kepada RUPS a. Providing advice and opinions to the GMS regarding
mengenai rencana pengembangan Perseroan, the Company’s development plans, annual reports,
laporan tahunan dan laporan berkala lainnya yang and other periodic reports submitted by the Board
disampaikan Direksi; of Directors;
b. Memberikan pelaporan tentang tugas pengawasan b. Reporting on the supervisory tasks carried out during
yang telah dilaksanakan selama tahun buku yang the past financial year to the GMS, accompanied by
baru lampau kepada RUPS, disertai saran dan suggestions and corrective measures to be taken if
langkah perbaikan yang harus ditempuh apabila the Company shows signs of decline;
Perseroan menunjukan gejala kemunduran;
c. Memberikan persetujuan atas Rencana Kerja c. Approving the Company’s Annual Work Plan and
dan Anggaran Perseroan Tahunan (RKAP) yang Budget (RKAP) submitted by the Board of Directors
disampaikan Direksi dalam waktu selambat- no later than 30 (thirty) days after the Company’s
lambatnya 30 (tiga puluh) hari setelah tahun fiscal year commences;
anggaran Perseroan berjalan;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 491
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
d. Memimpin dan menjamin tercapainya efektivitas d. Leading and ensuring the effectiveness of
rapat-rapat Dewan Komisaris dan rapat koordinasi Board of Commissioners meetings and Board of
Dewan Komisaris - Direksi dan dalam pengambilan Commissioners - Board of Directors coordination
keputusan rapat, penyusunan kesimpulan rapat dan meetings and in making decisions during meetings,
risalah rapat, serta menandatanganinya bersama preparing meeting conclusions and minutes, and
anggota Komisaris lainnya dan atau bersama signing them together with other Commissioners
Direksi; and/or the Board of Directors;
e. Memimpin RUPS berdasarkan surat keputusan e. Leading the GMS based on the Board of
Dewan Komisaris; Commissioners’ decision letter;
f. Mengusulkan kepada RUPS tentang penunjukan f. Proposing to the GMS the appointment of the Public
KAP (Kantor Akuntan Publik) yang akan melakukan Accounting Firm (KAP) to audit the Company’s
audit atas Laporan Keuangan Perseroan; Financial Statements;
g. Bersama direksi menyusun dan/atau memperbarui g. Together with the Board of Directors, drafting and/
pedoman (Board Manual) yang mengikat setiap or updating guidelines (Board Manual) binding on
anggota Direksi dan anggota Dewan Komisaris; each member of the Board of Directors and the
Board of Commissioners;
h. Bersama direksi menyusun dan/atau memperbarui h. Together with the Board of Directors, drafting and/
kode etik yang berlaku bagi seluruh anggota or updating the code of ethics applicable to all
Direksi, anggota Dewan Komisaris dan karyawan members of the Board of Directors, members of the
serta organ yang dimiliki Perseroan; Board of Commissioners, employees, and Company-
owned organs;
i. Dalam kondisi tertentu wajib menyelenggarakan i. In certain circumstances, obliged to hold Annual
RUPS Tahunan dan RUPS Lainnya, sesuai dengan and Other GMS, in accordance with the authority
kewenangan Dewan Komisaris sebagaimana of the Board of Commissioners as stipulated in the
diatur dalam peraturan perundang-undangan dan laws and regulations and the Company’s Articles of
Anggaran Dasar Perseroan; Association;
j. Mendorong dan memastikan pengelolaan Perseroan j. Encouraging and ensuring that the management of the
baik di lingkungan Dewan Komisaris maupun di Company, both within the Board of Commissioners and
jajaran Direksi mematuhi Anggaran Dasar dan the Board of Directors, complies with the Articles of
Peraturan Perundangan, memenuhi prinsip-prinsip Association and the Regulations, meets the principles
tata kelola perusahaan yang baik, profesional, of good corporate governance, professionalism,
efisien, transparan dan kewajaran; efficiency, transparency, and fairness;
k. Mengkoordinir anggota Dewan Komisaris dalam k. Coordinating the Board of Commissioners in
melakukan penilaian kinerja Direksi secara evaluating the performance of the Board of
individual dan kolegial dan melakukan pembahasan Directors individually and collectively and
akhir untuk menetapkan hasil penilaian untuk conducting final discussions to determine the
memberikan rekomendasi Dewan Komisaris kepada assessment results to provide recommendations
Pemegang Saham dalam pengusulan calon Direksi of the Board of Commissioners to the Shareholders
dan/atau remunerasi & tantiem Direksi; in proposing candidates for the Board of Directors
and/or Directors’ remuneration & bonuses;
l. Menyampaikan laporan kepada RUPS dan/ atau l. Submitting reports to the GMS and/or Shareholders
Pemegang Saham apabila terjadi gejala menurunnya in case of indications of declining company
kinerja perusahaan serta saran saran yang telah performance and the suggestions that have been
disampaikan kepada Direksi untuk memperbaiki submitted to the Board of Directors to address the
permasalahan yang dihadapi. issues faced.
4. Selaku Komisaris Utama, menandatangani laporan- 4. As the Chief Commissioner, he signs monthly reports
laporan bulanan dan/atau laporan Triwulanan dan/atau and/or quarterly reports and/or annual reports of the
laporan tahunan Komite-Komite Dewan Komisaris. Board of Commissioners’ Committees.
5. Memberikan masukan, arahan, kesimpulan, tanggapan 5. Providing input, guidance, conclusions, responses, and
dan persetujuan Dewan Komisaris, terkait dengan approvals of the Board of Commissioners regarding
permohonan Oireksi untuk perbuatan- perbuatan Direksi the requests of the Board of Directors for actions by
dalam hal sebagaimana yang diatur dalam Anggaran the Directors as stipulated in Article 12 paragraph 7
Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 ayat 7 huruf letters i, ii, iii, iv, v, and paragraph 10 a of the Articles of
i , ii, iii, iv, v dan ayat 10 a. Association of PT Jasa Marga (Persero) Tbk.
Marsetio, Komisaris Independen, menangani tugas Marsetio, an Independent Commissioner, handles supervisory
pengawasan dan pemberian nasihat kepada Direksi tasks and provides advice to the Board of Directors,
khususnya dalam Bidang pengelolaan Human Capital & particularly in the field of Human Capital Management &
Transformasi Organisasi dan Program Kemitraan dan Bina Organizational Transformation and the Partnership and
492 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 493
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Lingkungan (PKBL), serta merangkap sebagai Ketua Komite Community Development Program (PKBL), and also serves
Nominasi dan Remunerasi. Uraian tugasnya meliputi hal-hal as the Chairperson of the Nomination and Remuneration
sebagai berikut: Committee. His duties include the following:
1. Menangani tugas pengawasan dan pemberian nasihat 1. Handling supervisory tasks and providing advice to
kepada Direksi terkait pelaksanaan pembinaan dan the Board of Directors regarding the implementation
pengembangan bidang human capital dan transformasi, of human capital development and transformation,
program Kemitraan & Bina Lingkungan (PKBL), yang the Partnership & Community Development Program
meliputi tugas memberikan masukan, arahan, rekomendasi (PKBL), which includes providing input, guidance,
dalam rangka : (a) Penetapan arah kebijakan dan strategi and recommendations for: (a) setting the direction of
human capital development, human capital services, Jasa policies and strategies for human capital development,
Marga Learning Institute dan Strategic Transformantion, human capital services, the Jasa Marga Learning
Innovation Center, dan Strategic Transformation Office, Institute, Strategic Transformation, Innovation Center,
termasuk penyusunan dan penetapan struktur organisasi and Strategic Transformation Office, including the
Perseroan yang efektif dan efisien, uraian fungsi dan preparation and establishment ofthe Company’s
tugas pokok pejabat 1 (satu) tingkat di bawah jabatan effective and efficient organizational structure, job
Direksi, sistem tata kelola dan pengembangannya; (b) descriptions, and functions of officials 1 (one) level below
Pengawasan atas pelaksanaan manajemen pengelolaan the Director positions, governance systems, and their
dan pengembangan sistem human capital yang tepat, development; (b) Supervision of the implementation
akuntabel, efisien dan dapat dipertanggung jawabkan; (c) of appropriate, accountable, efficient, and accountable
Pengawasan atas pelaksanaaan manajemen pengelolaan human capital managementand development systems;
dan pengembangan sistem logistik, pengamanan aset (c) Oversight of the management and development
milik Perusanaan dan/atau milik Negara, serta aktivitas of logistics systems, security of assets owned by the
umum lainnya, berdasarkan ketentuan peraturan Company and/or the State, and other general activities,
perundangundangan dan prinsip-prinsip tata kelola based on the provisions of laws and regulations and
perusahaan yang baik; (d) Pengawasan atas pelaksanaan principles of good corporate governance; (d) Oversight
manajemen pengelolaan dan pengembangan Pusat of the management and development of the Learning
Pembelajaran yang menyelenggarakan pendidikan, Center which provides education, training, and
pelatihan dan manajemen yang terkait pengembangan management related to human capital development
human capital bagi Perusahaan dan Anak Perusahaan for the Company and its Subsidiaries as well as other
serta Perusahaan lain: (e) Pengelolaan aktivitas Companies; (e) Management of Company activities in
Perusahaan sesuai dengan peraturan perundang- accordance with laws and Company regulations, as well
undangan dan peraturan Perusahaan yang berlaku, serta as management of legal services and issue resolution;
pengelolaan pelayanan dan penyelesaian permasalahan (f) Preparation of requirements and procedures for
bidang hukum; (f) penyusunan persyaratan dan tata cara nominating candidates for Directors and Commissioners
nominasi calon Direksi dan Komisaris Anak perusahaan, of Subsidiaries, determining position compositions and
penetapan komposisi jabatan dan pengangkatannya, appointments, including for the positions of Company
termasuk untuk jabatan Sekretaris Perusahaan & Internal Secretary & Internal Audit Group Head; (g) Procurement
Audit Group Head; (g) Pelaksanaan pengadaan lembaga of professional institutions to conduct feasibility and
profesional yang melakukan uji kelayakan dan kepatutan suitability tests on Director and/or Commissioner
terhadap calon-calon Direksi dan/atau Dewan Komisaris; candidates; (h) Formulating the amount, type, and
(h) Menyusun usulan besaran, jenis dan fasilitas facilities of remuneration and the amount of bonus
remunerasi dan besaran alokasi tantiem, untuk dibahas allocation, to be discussed and decided by the Board of
dan diputuskan Direksi dalam RKAP dan untuk kemudian Directors in the RKAP and then proposed to the Board of
diusulkan kepada Dewan Komisaris; (i) Melaksanakan Commissioners; (i) Implementing the Minister of State-
pelaksanaan Peraturan Menteri Badan Usaha Milik Negara Owned Enterprises Regulation regarding Guidelines for
tentang Pedoman Penetapan Penghasilan Direksi, Dewan Determining the Income of Directors, Commissioners
Komisaris Badan Usaha Milik Negara, khususnya dalam of State-Owned Enterprises, especially in proposing
mengusulkan gaji/ honorarium, tunjangan fasilitas dan salaries/honorariums, facility allowances, and bonuses/
tantiem/insentif kinerja anggota Direksi dan Dewan performance incentives for Directors and Commissioners,
Komisaris, kepada Menteri Badan Usaha Milik Negara, to the Minister of State-Owned Enterprises, as the Series
selaku Pemegang Saham Seri A Dwiwarna PT Jasa Marga A Dwiwarna Shareholder of PT Jasa Marga (Persero) Tbk,
(Persero) Tbk yakni sebagai tindak lanjut keputusan RUPS as a follow-up to the Company’s Annual GMS decision.
Tahunan Perseroan.
2. Melakukan penilaian kinerja Direksi secara individual 2. Conducting individual and collective performance
dan kolegial untuk kemudian dibahas dalam rapat Dewan evaluations of the Board of Directors for discussion
Komisaris untuk menetapkan hasil penilaian sebagai in Board of Commissioners meetings to determine
rekomendasi Dewan Komisaris kepada Pemegang Saham assessment results as recommendations of the Board of
dalam pengusulan calon Direksi dan/atau remunerasi & Commissioners to the Shareholders in proposing Director
tantiem Direksi. candidates and/or Director remuneration & bonuses.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 493
Page 494
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
3. Selaku Komite Nominasi dahn Remunerasi (KNR) 3. As Chairman of the Nomination and Remuneration
memastikan bahwa piagam (charter) KNR telah terpenuhi Committee (KNR), ensuring that the KNR charter has been
dan dilakukan dengan baik antara lain: menetapkan fulfilled and executed properly including: (a) determining
program kerja tahunan dan indikator kinerja kunci the annual work program and key performance indicators
Komite Nominasi dan Remunerasi, (b) mengarahkan agar of the Nomination and Remuneration Committee, (b)
hasil kajian Komite Nominasi dan Remunerasi tepat dan directing the Nomination and Remuneration Committee’s
tajam, serta dapat dipergunakan sebagai rekomendasi study results to be accurate and sharp, and can be
dan masukan bagi Dewan Komisaris dalam mengambil used as recommendations and input for the Board of
keputusan-keputusan, (c) menandatangani risalah rapat Commissioners in making decisions, (c) signing the minutes
Komite Nominasi dan Remunerasi, (d) menerbitkan dan of the Nomination and Remuneration Committee meetings,
menandatangani laporan Triwulan dan Laporan Tahunan (d) issuing and signing quarterly reports and Annual Reports
Komite Nominasi dan Remunerasi, serta laporan capaian of the Nomination and Remuneration Committee, as well
kinerja Komite Nominasi dan Remunerasi yang dilakukan as performance achievement reports of the Nomination
secara t selesai pada waktunya, yang nantinya akan and Remuneration Committee conducted through self-
disampaikan kepada Direksi untuk bahan penyusunan assessment completed on time, which will later be
laporan tahunan Perseroan. submitted to the Board of Directors for the preparation of
the Company’s annual report.
4. Memberikan rekomendasi masukan, arahan, kesimpulan, 4. Providing recommendations, input, guidance,
tanggapan dan persetujuan Dewan Komisaris sesuai conclusions, responses, and approvals of the Board
dan terkait bidang tugas dan kewajibannya sehubungan of Commissioners in accordance with and related to
dengan permohonan Direksi untuk perbuatan-perbuatan his duties and obligations regarding the requests of
Direksi dalam hal sebagaimana yang diatur dalam the Board of Directors for actions by the Directors as
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 stipulated in Article 12 paragraph 7 letters i, ii, iii, iv, v,
ayat 7 huruf i, ii, iii,iv,v, dan ayat 10 a and paragraph 10 a of the Articles of Association of PT
Jasa Marga (Persero) Tbk.
Chandra Wijaya, Komisaris Independen, menangani Chandra Wijaya, an Independent Commissioner, handles
tugas pengawasan dan pemberian nasihat kepada Direksi supervisory tasks and provides advice to the Board of Directors
dalam Bidang Kebijakan dan Strategi Pengelolaan dan in the area of Company Management and Development Policy
Pengembangan Perseroan, serta merangkap sebagai Ketua and Strategy, and also serves as the Chairperson of the Audit
Komite Audit tugasnya meliputi hal-hal sebagai berikut: Committee. His duties include the following:
1. Penyiapan dan penyusunan visi dan misi Perusahaan, 1. Preparation and formulation of the Company’s vision
penyusunan kebijakan & strategi Rencana Jangka and mission, formulation of policies & strategies for the
Menengah dan/atau Jangka Panjang Perusahaan, Company’s Medium-Term and/or Long-Term Plans, including
termasuk dalam penyiapan dan penyusunan Rencana the preparation and formulation of the Company’s Annual
Kerja dan Anggaran Perusahaan Tahunan. Work Plan and Budget.
2. Selaku Ketua Komite Audit (KA), memastikan bahwa 2. As the Chairperson of the Audit Committee (AC), ensuring
piagam (charter) KA telah terpenuhi dan dilakukan that the AC charter has been fulfilled and executed properly
dengan baik antara lain: including:
a. Menetapkan program kerja tahunan dan indikator a. establishing the annual work program and key
kinerja kunci Komite Audit; performance indicators of the Audit Committee;
b. Mengarahkan agar hasil kajian Komite Audit tepat b. directing the Audit Committee’s study results
dan tajam, serta dapat dipergunakan sebagai to be accurate and sharp, and can be used as
rekomendasi dan masukan bagi Dewan Komisaris recommendations and input for the Board of
dalam mengambil keputusan-keputusan; Commissioners in making decisions;
c. Menandatangani risalah rapat Komite Audit; c. signing the minutes of the Audit Committee meetings;
d. Menerbitkan dan menandatangani laporan Triwulan d. issuing and signing quarterly reports and Annual
dan Laporan Tahunan Komite Audit, serta laporan Reports of the Audit Committee, as well as the
capaian kinerja Komite Audit yang dilakukan performance achievement reports of the Audit
secara self assessment selesai pada waktunya, yang Committee conducted through self-assessment
nantinya akan disampaikan kepada Direksi untuk completed on time, which will later be submitted
bahan penyusunan laporan tahunan Perseroan. to the Board of Directors for the preparation of the
Company’s annual report.
3. Selaku Ketua Komite Audit (KA) juga melakukan evaluasi 3. As the Chairperson of the Audit Committee (AC), also
atas kinerja auditor eksternal dalam rangka pengadaan evaluating the performance of external auditors in the
KAP yang akan melakukan audit umum Perusahaan yang procurement process of the Public Accounting Firm (KAP)
akan diusulkan Dewan Komisaris (melalui Direksi) untuk that will conduct the Company’s general audit proposed
disetujui dan ditetapkan oleh RUPS. by the Board of Commissioners (through the Directors) for
approval and determination by the GMS.
494 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 495
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
4. Memberikan rekomendasi masukan, arahan, kesimpulan, 4. Providing recommendations, input, guidance, conclusions,
tanggapan dan persetujuan Dewan Komisaris sesuai responses, and approvals of the Boardof Commissioners in
dan terkait bidang tugas dan kewajibannya sehubungan accordance with and related to his duties and obligations
dengan permohonan Direksi untuk perbuatan-perbuatan regarding the requests of the Board of Directors for actions
Direksi dalam hal sebagaimana yang diatur dalam by the Directors as stipulated in Article 12 paragraph
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 7 letters i, ii, iii, iv, v, and paragraph 10 a of the Articles of
ayat 7 huruf i, ii, iii,iv,v, dan ayat 10 a. Association of PT Jasa Marga (Persero) Tbk.
Abdul Rachman, Komisaris lndependen, menangani tugas Abdul Rachman, an Independent Commissioner, handles
pengawasan dan pemberian nasihat kepada Direksi khususnya supervisory tasks and provides advice to the Board of
dalam bidang pengelolaan Keuangan dan Manajemen Risiko, Directors, especially in the areas of Financial Management
serta merangkap sebagai Anggota Komite Risiko dan Hukum. and Risk Management, and also serves as a Member of the
Bidang tugasnya meliputi tugas untuk memberikan masukan, Risk and Legal Committee. His duties include the following:
arahan, rekomendasi dalam rangka:
1. Bekerjasama dengan Komite Nominasi dan Remunerasi 1. Collaborating with the Nomination and Remuneration
dan Komite Audit dalam memberikan rekomendasi dan/ Committee and the Audit Committee in providing
atau masukan dalam menetapkan arah kebijakan dan recommendations and/or inputs in determining the
strategi dalam rangka penyusunan rencana strategis direction of policies and strategies for the preparation
Perusahaan Jangka Panjang (RJPP) dan Rencana Kegiatan of the Company’s Long-Term Strategic Plan (RJPP)
dan Anggaran Perusahaan Tahunan (RKAP), evaluasi and Annual Work Plan and Budget (RKAP), as well as
dan review pelaksanaannya setiap tahun serta realisasi evaluating and reviewing their implementation annually
Program Kemitraan dan Bina Lingkungan. and the realization of Partnership and Environmental
Development Programs.
2. Melakukan pengawasan dan pemantauan atas kepatuhan 2. Overseeing and monitoring the Directors’ compliance
Direksi dalam menjalankan Perusahaan sesuai RKAP dan/ with the Company’s RKAP and/or RJPP, and providing
atau RJPP, serta memberikan hal- hal penting mengenai important information regarding changes in the business
perubahan lingkungan bisnis yang diperkirakan akan environment that are expected to have a significant
berdampak besar pada usaha dan kinerja Perusahaan impact on the Company’s operations and performance in
secara tepat waktu dan relevan. a timely and relevant manner.
3. Memastikan audit eksternal dan audit internal 3. Ensuring that external and internal audits are conducted
dilaksanakan secara efektif serta memberikan effectively and providing guidance for strengthening the
arahan untuk penguatan sistem pengendalian intern company’s internal control systems.
perusahaan.
4. Penetapan arah kebijakan dan strategi untuk 4. Determining the direction of policies and strategies
pengelolaan manajemen keuangandan akuntansi for the management of the Company’s finances and
Perseroan yang sehat, akuntabel, transparan, serta accounting in a healthy, accountable, transparent
dalam rangka perkuatan struktur keuangan Perusahaan manner, as well as strengthening the Company’s financial
dan peningkatan efisiensi dan efektivitas pengelolaan structure and improving the efficiency and effectiveness
keuangan Perseroan, sehingga diperoleh dana yang of financial management to obtain the necessary funds
murah yang diperlukan untuk investasi pembangunan for investment in new toll road development, capacity
jalan tol baru, peningkatan kapasitas, perbaikan dan enhancement, improvement and maintenance of
pemeliharaan jalan tol yang ada, serta untuk investasi existing toll roads, as well as for investments in other
di bidang bisnis lain dan/ atau non tol dalam rangka business areas and/or non-toll businesses to increase
menambah pendapatan Perseroan. the Company’s revenue.
5. Memberikan arahan tentang kebijakan akuntansi dan 5. Providing guidance on accounting policies and the
penyusunan laporan keuangan sesuai dengan standar preparation of financial statements in accordance with
akuntansi yang berlaku umum di Indonesia (SAK), serta generally accepted accounting standards in Indonesia
pengelolaan sistem perpajakan. (SAK), as well as tax management systems.
6. Peningkatan kemampuan dalam pemantauan dan 6. Improving monitoring and evaluation capabilities of
evaluasi pelaksanaan program kerja Perusahaan dan the Company’s work programs and Subsidiaries, and in
Anak Perusahaan serta dalam pengendalian portofolio controlling the Company’s financial investment portfolio
investasi keuangan Perusahaan, agar tercapai to achieve alignment with the Company’s direction,
keselarasan dengan arah, sasaran dan rencana strategis targets, and strategic plans.
Perseroan.
7. Pengembangan, peningkatan efisiensi dan efektivitas 7. Developing, and improving the efficiency and
keuangan Perseroan serta pemanfaatan teknologi effectiveness of the Company’s finances, and utilizing
informasi dalam penyusunan laporan keuangan dan information technology in the preparation of financial
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 495
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
dalam rangka pengamanan transaksi keuangan termasuk reports and in securing financial transactions including
pendapatan tol dan non tol, yang sesuai dan memenuhi toll and non-toll revenue, under legal regulations and
ketentuan peraturan perundang-undangan dan standar financial administration standards.
administrasi keuangan.
8. Menyampaikan laporan kepada Dewan Komisaris 8. Providing inputs, guidance, recommendations on the
apabila terjadi gejala menurunnya kinerja perusahaan implementation of risk management oversight, and
untuk memberikan saran-saran kepada Direksi untuk resolution of legal issues faced by the Company in
memperbaiki permasalahan yang dihadapi. accordance with legal regulations.
9. Memberikan masukan, arahan, rekomendasi atas 9. Providing inputs, guidance, recommendations for
pelaksanaan pengawasan manajemen risiko, monitoring and controlling quality management to
penyelesaian permasalahan di bidang hukum yang ensure that the Company’s products in the financial,
dihadapi Perseroan sesuai dengan ketentuan peraturan investment, and operations & maintenance fields
perundang-undangan. achieve quality, time, and benefit targets, thereby
achieving business efficiency and effectiveness.
10. Memberikan masukan, arahan, rekomendasi dalam 10. Provide input, direction, recommendations in the context
rangka pengawasan dan pengendalian manajemen of supervision and control of quality management so
mutu agar produk-produk Perseroan dibidang keuangan, that the Company’s products in the fields of finance,
investasi dan operasi & pemeliharaan tercapai sesuai investment and operations & maintenance are achieved
sasaran target mutu, waktu dan manfaat, sehingga according to the target quality targets, time and benefits,
tercapai efisiensi dan efektivitas usaha. so as to achieve business efficiency and effectiveness.
11. Memberikan masukan, arahan, rekomendasi kepada 11. Providing inputs, guidance, recommendations to the
Dewan Komisaris terkait fungsi pemantauan Board of Commissioners regarding the Risk Management
Manajemen Risiko mengenai: (1) Telaahan atas aktivitas monitoring function concerning: (1) review of risk
pelaksanaan manajemen risiko yang dilakukan Direksi, management activities conducted by the Directors,
(2) Penyempurnaan sistem manajemen risiko dan (2) improvement of risk management systems and
pelaksanaannya, (3) Memberikan saran risk indicator their implementation, (3) providing risk indicator
atas perkembangan lingkungan eksternal dan organisasi advice on external environmental and organizational
Perseroan yang akan mempengaruhi bisnis Perusahaan, developments that will affect the Company’s business,
dan (4) Penyempurnaan sistem manajemen risiko dan and (4) in order to improve risk management systems
pelaksanaannya. and their implementation.
12. Melakukan penelaahan atas informasi keuangan yang 12. Reviewing financial information to be released by the
akan dikeluarkan perusahaan kepada publik dan/atau company to the public and/or authorities, including
pihak otoritas, antara lain laporan keuangan (Triwulanan financial reports (Quarterly and Annual) and other
dan Tahunan) dan informasi lain yang terkait dengan information related to the company’s financial
informasi keuangan perusahaan. information.
13. Selaku Anggota Komite Risiko dan Hukum, menghadiri 13. As a Member of the Risk and Legal Committee, attending
dan/atau memimpin rapat internal Komite Risiko dan and/or leading internal Risk and Legal Committee
Hukum dan/atau rapat Komite dengan pihak lain, dalam meetings and/or Committee meetings with other parties,
hal Ketua Komite Risiko dan Hukum berhalangan hadir. in case the Chairperson of the Risk and Legal Committee
Selain itu melakukan pengawasan agar piagam (charter) is unable to attend. Additionally, overseeing that the
Komite Risiko dan Hukum telah terpenuhi dan dilakukan Risk and Legal Committee charter has been fulfilled
dengan baik, antara lain: (a) Menyusun program kerja and executed properly, including: (a) developing the
tahunan dan indikator kinerja kunci Komite Risiko dan annual work program and key performance indicators
Hukum, untuk ditetapkan oleh Ketua Komite Risiko dan of the Risk and Legal Committee, to be determined by
Hukum, (b) Menyusun kajian Komite Risiko dan Hukum the Chairperson of the Risk and Legal Committee (b)
tepat dan tajam, serta dapat dipergunakan sebagai preparing precise and sharp Risk and Legal Committee
rekomendasi dan masukan bagi Dewan Komisaris dalam studies, which can be used as recommendations and
mengambil keputusan-keputusan, (c) Menyusun Laporan inputs for the Board of Commissioners in making
Triwulan dan Laporan Tahunan Komite Risiko dan Hukum, decisions, (c) preparing Quarterly and Annual Reports
serta laporan capaian kinerja Komite Risiko dan Hukum of the Risk and Legal Committee, as well as the Risk and
yang dilakukan secara self assessment yang disusun dan Legal Committee’s performance achievement reports
diserahkan kepada pihak yang berkenaan tepat pada conducted through self-assessment, which are prepared
waktunya. Laporan-laporan tersebut akan disampaikan and submitted to the relevant parties in a timely manner.
kepada Direksi untuk bahan penyusunan Laporan These reports will be presented to the Directors for the
Tahunan Perseroan. preparation of the Company’s Annual Report.
496 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
14. Memberikan rekomendasi masukan, arahan, kesimpulan, 14. Providing recommendations, guidance, conclusions,
tanggapan dan persetujuan Dewan Komisaris sesuai responses, and approvals of the Board of Commissioners
dan terkait bidang tugas dan kewajibannya sehubungan in accordance with and related to his duties and
dengan permohonan Direksi untuk perbuatan-perbuatan obligations regarding the requests of the Directors
Direksi dalam hal sebagaimana yang diatur dalam for actions by the Directors as stipulated in Article 12
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 paragraph 7 letters i, ii, iii, iv, v and paragraph 10 a of
ayat 7 huruf i, ii, iii,iv,v, dan ayat 10 a. the Articles of Association of PT Jasa Marga (Persero) Tbk.
Seppalga Ahmad, Komisaris lndependen, menangani tugas Seppalga Ahmad, an Independent Commissioner, is
pengawasan dan pemberian nasihat kepada Direksi di bidang responsible for supervisory tasks and providing advice to the
Pengembangan Usaha, merangkap sebagai anggota Komite Board of Directors in the field of Business Development, while
Audit, yang meliputi tugas untuk memberikan masukan, also serving as a member of the Audit Committee. His duties
arahan dan rekomendasi persetujuan tertulis Dewan include providing input, guidance, and recommendations for
Komisaris kepada Direksi terutama dalam rangka: the written approval of the Board of Commissioners to the
Directors, especially in the following areas:
1. Penyusunan dan penetapan arah kebijakan dan strategi 1. Formulating and determining the direction of policies and
dalam pengembangan usaha bisnis jalan tol dan bisnis strategies in the long-term, medium-term, and short-term
lain jangka panjang, menengah dan pendek, sesuai development of toll road and other business ventures, in
dengan kebijakan dan strategi Perusahaan. line with the Company’s policies and strategies.
2. Penyusunan dan penetapan arah kebijakan dan strategi 2. Formulating and determining the direction of policies
dalam pengembangan teknik dan rekayasa teknik and strategies in the development of engineering
pembangunan jalan tol maupun pembangunan bisnis techniques and toll road construction, as well as non-toll
non tol (seperti: properti/Toll Corridor Development business development (such as property/Toll Corridor
(TCD), rest area, pengoperasian dan preservasi jalan Development, rest areas, toll road operation, and
tol), dalam rangka menghasilkan jalan-jalan tol dan preservation), to produce high-quality toll roads,
bangunan properti dan usaha non properti yang properties, and non-property businesses built and
dibangun dan dioperasikan oleh Perseroan adalah jalan operated by the Company that are modern, efficient,
tol, properti dan non properti yang bermutu tinggi, environmentally friendly, and reliable in operation, and
modern, efektif dan efisien serta ramah lingkungan dan generate profitable business revenue for the Company.
handal dioperasikan serta mendatangkan pendapatan
usaha yang menguntungkan Perseroan.
3. Pengelolaan pengembangan Project Management Office 3. Managing the development of the ProjectManagement
dan penambahan konsesi ruas jalan tol baru, baik melalui Office and the addition of new toll road conc essions,
cara solicited dan unsolicited project maupun akuisisi, both through solicited and unsolicited projects or
serta proyek properti dan non properti, yang meliputi acquisitions, as well as property and non-property
tahap perencanaan investasi, pengajuan permohonan projects, which include investment planning stages,
persetujuan investasi dan persetujuan investasi dari submission of investment approval requests, and
Dewan Komisaris dan atau Pemegang Saham, dan investment approval from the Board of Commissioners
kemudian dilanjutkan tahap eksekusi investasi yang and/or Shareholders, followed by the execution stage of
berupa penyusunan proposal tender investasi dan the investment in theform of investment tender proposal
keikutsertaan dalam tahap prakualifikasi dan pemasukan preparation and participation in prequalification stages
surat penawaran tender. and submissionof tender bids.
4. Pengelolaan persiapan pembangunan proyek jalan 4. Managing the preparation for the construction of new
tol baru termasuk proyek peningkatan kapasitas toll road projects, including projects to increase toll road
jalan tol yang meliputi: penetapan lay-out lokasi capacity, which include determining project layouts/
proyek, pembebasan lahan, pengadaan kontraktor locations, land acquisition, contractor procurement, and
dan pengawasan atas mobilisasi sumber dayanya dan supervision of resourcemobilization and project physical
pelaksanaan pekerjaan fisik proyek. Tahapan-tahapan workimplementation. These stages are under supervision
tersebut menjadi wewenang pengawasan sehingga to ensure that toll road projects are completed
proyek jalan tol dapat diselesaikan sesuai dengan according to schedule, technical specifications, and legal
jadwal waktu, pemenuhan spesifikasi teknis, legal dan and environmental requirements, and are ready for
lingkungan serta manfaatnya dan siap dioperasikan. operation..
Pengelolaan pengembangan bisnis jalan tol baru dan Management of new toll road and non-toll business
bisnis non tol dapat dilakukan dengan cara lain yaitu development can be conducted through the following
sebagai berikut: methods:
a. Dalam hal tertentu, pengelolaan pengembangan a. In certain cases, the management of new toll road
jalan tol baru dan bisnis lain menggunakan hasil and other business development utilizes investment
kajian investasi dari Pemerintah atau pihak lain, studies from the Government or other parties, which
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 497
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
yang pengadaannya dilakukan secara pelelangan, are obtained through auctions, so the Company’s
sehingga keterlibatan Perseroan dimulai dari involvement starts from the prequalification stage.
tahapan prakualifikasi. Dengan demikian sebelum Thus, before entering the stages of submitting
masuk dalam tahap pemasukan surat keikut- pre-qualification participation letters, the Board
sertaan prakualifikasi, Direksi menyampaikan of Directors first presents project feasibility data,
terlebih dahulu data kelayakan proyek, manfaat investment benefits and risks, and their mitigation
dan risiko investasi dan mitigasinya kepada Dewan to the Board of Commissioners for evaluation and
Komisaris untuk dievaluasi dan dikaji, yang hasilnya review, the results of which are used by the Board
dipakai oleh Dewan Komisaris untuk memberikan of Commissioners to provide recommendations on
rekomendasinya yaitu apakah Direksi dapat whether the Directors can proceed to subsequent
meneruskan ke tahap- tahap pelelangan berikutnya auction stages or not.
atau tidak.
b. Pengelolaan pengembangan bisnis jalan tol b. Management of new toll road business development
baru melalui akuisisi ruas-ruas jalan tol, yaitu through the acquisition of toll road sections, including
meliputi tahap perencanaan akuisisi ruas jalan tol the stages ofthetoll road section acquisition planning
dalam RKAP Perseroan, pengajuan permohonan in the Company’s RKAP, submission of acquisition
persetujuan akuisisi kepada Dewan Komisaris approval requests to the Board of Commissioners,
dengan melampirkan data kelayakan ruas jalan attaching the feasibility data of the toll road sections
tol yang akan diakusisi, meliputi kelayakan teknis, to be acquired, including technical, financial, legal
finansial, legal ekonomis, manfaat, bankable, economic, benefits, bankability, Company funding
kemampuan pendanaan Perseroan, rencana capability, business plans, and investment risk
bisnis dan profil risiko investasi, untuk dievaluasi profiles, for evaluation and review by the Board of
dan dikaji oleh Dewan Komisaris, yang hasilnya Commissioners, the results of which are used by the
dipakai Dewan Komisaris untuk memberikan Board of Commissioners to provide recommendations
rekomendasinya apakah Direksi dapat meneruskan on whether the Directors can proceed to the
ke tahap pelaksanaan akuisisi atau tidak. implementation stage of the acquisition 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 partial or full shares of
saham ruas-ruas jalan tol, yaitu meliputi tahap toll road sections, including the stages of toll road
perencanaan akuisisi ruas jalan tol dalam RKAP section acquisition planning in the Company’s RKAP,
Perseroan, pengajuan permohonan persetujuan submission of acquisition approval requests to the
akuisisi kepada Dewan Komisaris dengan Board of Commissioners, attaching the feasibility
melampirkan data kelayakan ruas jalan tol data of the toll road sections to be acquired, including
yang akan diakusisi, meliputi kelayakan teknis, technical, financial, legal, economic, benefits,
finansial, legal, ekonomis, manfaat, bankable, bankability, Company funding capability, business
kemampuan pendanaan Perseroan dan rencana plans, and investment risk profiles, for evaluation and
bisnis dan profil risiko investasi, untuk dievaluasi review by the Board of Commissioners, the results
dan dikaji oleh Dewan Komisaris, yang hasilnya of which are used by the Board of Commissioners to
dipakai oleh Dewan Komisaris untuk memberikan provide recommendations on whether the Directors
rekomendasinya apakah Direksi dapat meneruskan can proceed to the implementation stage of the
ke tahap pelaksanaan akuisisi atau tidak. acquisition or not.
5. Melakukan pengawasan atas pelaksanaan manajemen 5. Supervising the implementation of risk management and
risiko beserta mitigasinya terkait dengan pembangunan its mitigation related to the development of new toll roads
jalan tol baru dan akuisisi ruas-ruas jalan tol serta and the acquisition of toll road sections, as well as toll road
pembangunan sarana dan prasarana jalan tol. infrastructure development.
6. Pengelolaan dan pengembangan inisiasi bisnis 6. Management and development of Company business
Perusahaan, khususnya pengembangan bisnis yang initiatives, particularly business development related
terkait dengan bidang sistem informasi dan teknologi to information systems and information technology,
informasi, bidang pemeliharaan, bidang rest area dan maintenance, rest areas, and related businesses, in
related business, dalam hal melakukan eksekusi dan executing and enhancing business opportunities
meningkatkan peluang bisnis baik di dalam maupun di both within and outside the operational areas of the
luar wilayah operasi kelompok usaha perusahaan untuk Company’s business group to increase and/or maximize
meningkatkan dan/atau memaksimalkan pendapatan Company revenue and value-added through the
dan nilai tambah Perusahaan melalui pengembangan development of toll road operations of Subsidiaries and
operasi jalan tol Anak Perusahaan dan Usaha Lain lnduk Other Related Business and Subsidiaries that are already
dan Anak Perusahaan yang telah beroperasi. operational.
7. Melakukan pengawasan atas pelaksanaan pembinaan 7. Overseeing the implementation of development and
dan pengelolaan dalam pengembangan usaha di bidang management in business development in toll roads,
jalan tol, usaha lain (rest area, iklan dan utilitas) serta toll other businesses (rest areas, advertising, and utilities),
corridor development. and toll corridor development.
498 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 499
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
8. Selaku Anggota Komite Audit, menghadiri dan/atau 8. As a member of the Audit Committee, attending and/
memimpin rapat internal Komite Audit dan/atau rapat or chairing internal Audit Committee meetings and/or
Komite dengan pihak lain, dalam hal Ketua Komite Audit Committee meetings with other parties, in the event the
berhalangan hadir. Selain itu melakukan pengawasan Audit Committee Chair is unable to attend. Additionally,
agar piagam (charter) Komite Audit telah terpenuhi dan overseeing that the Audit Committee’s charter has been
dilakukan dengan baik, antara lain: fulfilled and carried out properly, including:
a. Menyusun program kerja tahunan dan indikator a. Drafting annual work programs and key
kinerja kunci Komite Audit, untuk ditetapkan oleh performance indicators of the Audit Committee, to
Ketua Komite Audit; be determined by the Audit Committee Chair;
b. Menyusun kajian Komite Audit tepat dan tajam, b. Preparing precise and sharp Audit Committee
serta dapat dipergunakan sebagai rekomendasi dan studies, which can be used as recommendations
masukan bagi Dewan Komisaris dalam mengambil and inputs for the Board of Commissioners in
keputusan-keputusan; making decisions;
c. Menyusun Laporan Triwulan dan Laporan Tahunan c. Preparing Quarterly and Annual Audit Committee
Komite Audit, serta laporan capaian kinerja Komite Reports, as well as Audit Committee performance
Audit yang dilakukan secara self assessment achievement reports conducted through self-
yang disusun dan diserahkan kepada pihak yang assessment, prepared and submitted to relevant
berkenaan tepat pada waktunya. Laporan-laporan parties promptly. These reports will be presented
tersebut akan disampaikan kepada Direksi untuk to the Board of Directors for the preparation of the
bahan penyusunan Laporan Tahunan Perseroan. Company’s Annual Report.
9. Memberikan rekomendasi masukan, arahan, kesimpulan, 9. Providing recommendations, guidance,
tanggapan dan persetujuan Dewan Komisaris sesuai conclusions, responses, and approvals to the Board of
dan terkait bidang tugas dan kewajibannya sehubungan Commissioners by their duties and obligations regarding
dengan permohonan Oireksi untuk perbuatan-perbuatan requests from the Board of Directors for actions of
Direksi dalam hal sebagaimana yang diatur dalam the Board of Directors as stipulated in the Articles of
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 Association of PT Jasa Marga (Persero) Tbk. Article 12
ayat 7 huruf i, ii, iii,iv,v, dan ayat 10 a. paragraph 7 letters i, ii,iii, iv, v, and paragraph 10 a.
M. Roskanedi, Komisaris, menangani tugas pengawasan dan M. Roskanedi, as a Commissioner, is responsible for overseeing
pemberian nasihat kepada Direksi di Bidang Bisnis Konsesi and providing advice to the Board of Directors in the Toll Road
Jalan Tol, merangkap sebagai Ketua Komite Risiko dan Hukum Concession Business sector, while also serving as the Chairman
yang meliputi tugas untuk memberikan masukan, arahan, of the Risk and Legal Committee. His duties include providing
rekomendasi dalam rangka: input, guidance, and recommendations in the following areas:
1. Penetapan arah kebijakan dan strategi dalam 1. Setting the direction of policies and strategies in managing
pengelolaan manajemen bisnis Perseroan dan sistem the Company’s business management and information
teknologi informasi Perseroan dan pengembangannya. technology systems, as well as their development.
2. Penetapan arah kebijakan dan strategi dalam 2. Setting the direction of policies and strategies in
pengelolaan manajemen bisnis di tingkat Regional managing business management at the Regional
Perseroan dan sistem teknologi informasi Regional dan Company level and the Regional information technology
pengembangannya. system, including their development.
3. Penetapan arah kebijakan dan strategi dalam 3. Setting the direction of policies and strategies in
pengelolaan manajemen bisnis Perusahaan dan sistem managing the Company’s business management and
teknologi informasi dan pengembangannya di tingkat information technology systems at the operational toll
anak perusahaan jalan tol yang telah operasional di road sections (APJT) in each Regional, Metropolitan,
masing-masing Regional, Metropolitan, Nusantara dan Nusantara, and Transjawa areas, as well as executing
Transjawa, serta dalam mengeksekusi dan meningkatkan and enhancing business opportunities both within and
peluang bisnis baik di dalam maupun di luar wilayah outside the company’s business group operating areas.
operasi kelompok usaha perusahaan.
4. Pengelolaan manajemen dalam sistem informasi dan 4. Managing the information system and information
teknologi informasi Perseroan, termasuk teknologi technology of the Company, including toll road operation
operasi jalan tol, dalam hal perencanaan, pembangunan, technology, in terms of planning, development,
operasional dan pengendalian teknologi informasi. operations, and technology control.
5. Pengelolaan manajemen pemantauan, evaluasi, 5. Managing monitoring, evaluation, coordination, and
koordinasi dan pengendalian operasional dalam rangka control of operational to achieve strategic objectives,
untuk mencapai sasaran strategis, standar sistem operasi operational system standards, and performance
dan tolok ukur kinerja. benchmarks.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 499
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
6. Pengelolaan dan pengendalian kinerja pengoperasian 6. Managing and controlling the performance of
Regional dalam manajemen pengumpulan tol, Regional operational management in toll collection,
keefektivitasnya dan pengamanannya, serta its effectiveness, security, and the development of
pengembangan sistem teknologi operasional. operational technology systems.
7. Selaku Komite Risiko dan Hukum (KRH), memastikan 7. As the Risk and Legal Committee, ensure that the charter
bahwa piagam (charter) KRH telah terpenuhi dan of the Risk and Legal Committee has been fulfilled and
dilakukan dengan baik, antara lain: (a) Menetapkan carried out properly, among others: (a) establishing the
program kerja tahunan dan indikator kinerja kunci annual work programme and key performance indicators
Komite Risiko dan Hukum, (b) Mengarahkan agar hasil of the Risk and Legal Committee, (b) directing that the
kajian Komite Risiko dan Hukum tepat dan tajam, serta results of the Risk and Legal Committee’s review are
dapat dipergunakan sebagai rekomendasi dan masukan precise and sharp, and can be used as recommendations
bagi Dewan Komisaris dalam mengambil keputusan- and input for the Board of Commissioners in making
keputusan, (c) Menandatangani risalah rapat Komite decisions, (c) signing the minutes of the Risk and
Risiko dan Hukum, (d) Menerbitkan dan menandatangani Legal Committee meetings, {d) issuing and signing the
laporan Triwulan dan Laporan Tahunan Komite Risiko dan Quarterly report and Annual Report of the Risk and Legal
Hukum, serta laporan capaian kinerja Komite Risiko dan Committee, as well as the Risk and Legal Committee’s
Hukum yang dilakukan secara self assessment selesai performance achievement report conducted by self-
pada waktunya, yang nantinya akan disampaikan kepada assessment completed on time, which will be submitted
Direksi untuk bahan penyusunan laporan tahunan to the Board of Directors for the preparation of the
Perseroan. Company’s annual report.
8. Memberikan rekomendasi masukan, arahan, kesimpulan, 8. Furthermore, he provides recommendations, guidance,
tanggapan dan persetujuan Dewan Komisaris sesuai conclusions, responses, and approvals to the Board of
dan terkait bidang tugas dan kewajibannya sehubungan Commissioners concerning his duties and obligations
dengan permohonan Direksi untuk perbuatan-perbuatan regarding the Directors’ requests for their actions, as
Direksi dalam hal sebagaimana yang diatur dalam stipulated in the Company’s Articles of Association
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 Article 12 paragraphs 7 (i), (ii), (iii), (iv), (v), and paragraph
ayat 7 huruf i, ii,iii,iv,v, dan ayat 10 a. 10 (a).
Raja Erizman, Komisaris, menangani tugas pengawasan Raja Erizman, as a Commissioner, is responsible for
dan pemberian nasihat kepada Direksi di Bidang Operasi overseeing and providing advice to the Board of Directors
dan Pemeliharaan, dan merangkap sebagai Anggota Komite in the Operations and Maintenance sector, while also
Nominasi dan Remunerasi, yang meliputi tugas untuk serving as a Member of the Nomination and Remuneration
memberikan masukan, arahan, rekomendasi dalam rangka: Committee. His duties include providing input, guidance, and
1. Penetapan arah kebijakan dan strategi dalam Operation recommendations in the following areas:
pengoperasian dan pemeliharaan serta peningkatan 1. Setting the direction of policies and strategies in the
jalan tol beserta seluruh kelengkapannya. operation, maintenance, and improvement of toll roads and
2. Pengelolaan manajemen pengoperasian jalan tol yang all associated facilities.
meliputi pengumpulan tol dan manajemen lalu lintas 2. Managing toll road operation management, including toll
jalan tol yang efektif, aman dan handal oleh PT Jasamarga collection and traffic management,ensuring effective, safe,
Tollroad Operator (PT JMTO), PT Jasamarga Toll Road and reliable operations by PT Jasamarga Tollroad Operator
Maintenance (PT JMTM) dan PT Jakarta Lingkarluar (PT JMTO), PTJasamarga Toll Road Maintenance (PT JMTM),
Jakarta (PT JLJ) dimana: and PT Jakarta Lingkarluar Jakarta (PT JLJ), where:
a. Transaksi pembayaran tol lancar, aman dari a. Toll payment transactions are smooth, safe from
manipulasi/kerusakan, serta memenuhi standar manipulation/damage, and meet minimum service
pelayanan minimum, dan pengumpulan pendapatan standards, and toll revenue collection is transparent,
tol transparan, aman, akuntabel dan cepat. safe, accountable and fast.
b. Kelancaran lalu lintas di gardu tol dan antrian b. Traffic flow at toll booths and queues at toll gates
endaraan di gerbang tol sesuai dengan Standar meet minimum service standards.
Pelayanan Minimal (SPM).
c. Manajemen pengoperasian jalan tol yang modern, c. Modern, effective, safe and reliable toll road
efektif, aman dan handal, dengan memanfaatkan operation management, by utilising sophisticated
teknologi informasi yang canggih, penggunaan information technology, the use of sophisticated,
peralatan tehnis gardu tol yang canggih, compatible compatible and reliable toll booth technical
dan handal yang memungkinkan dilaksanakan equipment that allows the integration of toll
pengintegrasian transaksi pembayaran tol antar payment transactions between operators, and
operator, serta didukung dengan sarana dan supported by sufficient toll road supporting
prasarana penunjang jalan tol yang cukup, dalam facilities and infrastructure, in order to provide toll
rangka pemberian pelayanan lalu lintas jalan tol yang road traffic services that meet safety standards,
memenuhi standar keamanan, kecepatan tempuh travel speed and increase response time for
serta peningkatan response time penanganan handling travel disruptions, which meet Minimum
gangguan perjalanan, yang memenuhi (SPM). Service Standards (MSS).
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
3. Pengelolaan manajemen pemeliharaan dan peningkatan 3. Managing maintenance management and capacity
kapasitas jalan tol beserta seluruh sarana dan prasarana enhancement of toll roads and all toll road supporting
penunjang jalan tol oleh PT JMTM dan PT JLJ dilakukan facilities by PT Jasamarga Tollroad Maintenance (PT
secera efektif dan efisien, serta tepat pada waktunya, JMTM) and PT Jakarta Lingkarluar Jakarta (PT JLJ)
sehingga kondisi jalan tol yang handal untuk mendukung effectively and efficiently, ensuring toll road conditions
tercapainya kecepatan tempuh rata-rata, keamanan, are reliable to support average travel speeds, safety,
kenyamanan dan mobilitas, serta dioperasikan dalam comfort, and mobility, and operated under conditions
kondisi yang selalu memenuhi standar pelayanan that consistently meet minimum service standards
minimum dan menjamin kenaikan tarif dicapai tepat and guarantee tariff increases achieved on schedule.
sesuai dengan jadwalnya. Selain itu, penghematan biaya Additionally, cost savings in maintenance and toll road
pemeliharaan & peningkatan jalan tol, serta kenaikan improvements will be realized, and tariff increases will
tarif dicapai tepat sesuai dengan jadwalnya. be achieved as scheduled.
4. Selaku Anggota Komite Nominasi dan Remunerasi, 4. As a Member of the Nomination and Remuneration
menghadiri dan/atau memimpin rapat internal Komite Committee, he attends and/or leads internal meetings of the
Nominasi dan Remunerasi dan/atau rapat Komite Nomination and Remuneration Committee and/ or meetings
dengan pihak lain, dalam hal Ketua Komite Nominasi dan with other parties when the Chairman of the Nomination
Remunerasi berhalangan hadir. Selain itu, melakukan and Remuneration Committee is unable to attend.
pengawasan agar piagam (charter) Komite Nominasi dan Additionally, he oversees compliance with the Nomination
Remunerasi telah terpenuhi dan dilakukan dengan baik, and Remuneration Committee’s charter, including: (a)
antara lain: (a) Menyusun program kerja tahunan dan Developing annual work programs and key performance
indikator kinerja kunci Komite Nominasi & Remunerasi, indicators for the Nomination & Remuneration Committee,
untuk ditetapkan oleh Ketua Komite Nominasi dan to be determined by the Chairman of the Nomination and
Remunerasi, (b) Menyusun kajian Komite Nominasi dan Remuneration Committee. (b) Conducting precise and sharp
Remunerasi tepat dan tajam, serta dapat dipergunakan studies by the Nomination and Remuneration Committee,
sebagai rekomendasi dan masukan bagi Dewan Komisaris which can be used as recommendations and inputs for
dalam mengambil keputusan- keputusan, (c) Menyusun the Board of Commissioners in making decisions. (c)
Laporan Triwulan dan Laporan Tahunan Komite Nominasi Compiling Quarterly and Annual Reports of the Nomination
dan Remunerasi, serta laporan capaian kinerja Komite and Remuneration Committee, as well as performance
Nominasi dan Remunerasi yang dilakukan secara achievement reports conducted through self-assessment,
self assessment yang disusun dan diserahkan kepada submitted to relevant parties in a timely manner. These
pihak yang berkenaan tepat pada waktunya. Laporan- reports will be presented to the Board of Directors for
laporan tersebut akan disampaikan kepada Direksi the preparation of the Company’s annual report. (d)
untuk bahan penyusunan Laporan Tahunan Perseroan, Providing input, guidance, and recommendations to the
(d) Memberikan masukan, arahan, rekomendasi kepada Board of Commissioners regarding nomination functions
Dewan Komisaris terkait fungsi nominasi mengenai: concerning: (1) Composition of positions for members
(1) Komposisi jabatan anggota Direksi dan/atau anggota of the Board of Directors and/or Board of Commissioners
Dewan Komisaris (kebijakan dan kriteria yang dibutuhkan (policies and criteria needed in the nomination process). (2)
dalam proses nominasi dan (2) Kebijakan evaluasi Performance evaluation policies for members of the Board
kinerja bagi anggota Direksi (3) Membantu Dewan of Directors. (3) Assisting the Board of Commissioners in
Komisaris melakukan penilaian kinerja anggota Direksi; assessing the performance of Board of Directors members,
program pengembangan kemampuan Dewan Komisaris, development programs for the Board of Commissioners,
serta usulan calon yang memenuhi syarat sebagai and proposing qualified candidates as Board of Directors
anggota Direksi, dan/atau anggota Dewan Komisaris and/or Board of Commissioners members to be proposed
untuk diusulkan kepada Pemegang Saham dan/RUPS, to Shareholders and/or GMS, (e) Providing input, guidance,
(e) Memberikan masukan, arahan, rekomendasi kepada and recommendations to the Board of Commissioners
Dewan Komisaris terkait fungsi remunerasi bagi Direksi. regarding remuneration functions for the Directors.
5. Memberikan rekomendasi masukan, arahan, kesimpulan, 5. Furthermore, he provides recommendations, guidance,
tanggapan dan persetujuan Dewan Komisaris sesuai conclusions, responses, and approvals to the Board of
dan terkait bidang tugas dan kewajibannya sehubungan Commissioners concerning his duties and obligations
dengan permohonan Direksi untuk perbuatan-perbuatan regarding the Directors’ requests for their actions, as
Direksi dalam hal sebagaimana yang diatur dalam stipulated in the Company’s Articles of Association
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 Article 12 paragraphs 7 (i), (ii), (iii), (iv), (v), and paragraph
ayat 7 huruf i, ii,iii,iv,v dan ayat 10 a. 10 (a).
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Rapat-rapat yang Dihadiri oleh Dewan Meetings Attended by the Board of
Komisaris Commissioners
Uraian mengenai kebijakan dan pelaksanaan frekuensi rapat A description of the policy and implementation of the
Dewan Komisaris, rapat Dewan Komisaris bersama Direksi Board of Commissioners’ meetings frequency, the Board
dan tingkat kehadiran anggota Dewan Komisaris dalam rapat of Commissioners with the Board of Director’s meetings
tersebut termasuk kehadiran dalam RUPS, dapat dilihat pada frequency, and the members of the Board of Commissioners
Sub Bab mengenai Rapat Dewan Komisaris dan Direksi dalam attendance level in these meetings, including attendance at
buku Laporan Tahunan ini. the GMS, can be seen in the Sub-Chapter concerning Meetings
of the Board of Commissioners and Directors in this Annual
Report.
Program Pengenalan Perseroan bagi Company Introduction Program for the New
Anggota Dewan Komisaris Baru Commissioners
Proses yang dilakukan setelah pengangkatan pengurus baru The process conducted after the appointment of new
melalui RUPS adalah diselenggarakannya Program Pengenalan management through the General Meeting of Shareholders
bagi Pengurus yang baru diangkat. Program Pengenalan bagi (GMS) is the implementation of an Introduction Program for
anggota Dewan Komisaris yang baru diangkat untuk pertama newly appointed management members. The Introduction
kali, wajib dilakukan oleh Perseroan dalam waktu selambat- Program for newly appointed members of the Board of
lambatnya 3 (tiga) bulan sejak pengangkatannya, sebagaimana Commissioners, for the first time, must be held by the Company
tercantum dalam Bab II. I. 1. Board Manual. Kegiatan ini no later than 3 (three) months from their appointment, as
bertujuan untuk memperkenalkan Perseroan kepada anggota stated in Chapter II. I. 1. of the Board Manual. This activity aims
Dewan Komisaris, sebelum memahami Perseroan secara to introduce the Company to the members of the Board of
lebih detail. Di samping itu, kegiatan ini juga bertujuan agar Commissioners before they understand the Company in more
para Anggota Dewan Komisaris dapat saling mengenal dan detail. Additionally, this activity aims to allow the members
menjalin kerjasama sebagai satu tim yang solid, komprehensif of the Board of Commissioners to get to know each other and
dan efektif. Materi Program Pengenalan bagi Pengurus baru build collaboration as a solid, comprehensive, and effective
di antaranya mencakup profil Perseroan, pengenalan tentang team. The materials for the Introduction Program for new
proses bisnis Jasa Marga, pencapaian Perseroan, penerapan management include the Company profile, an introduction
sistem manajemen dan tata kelola perusahaan. to Jasa Marga’s business processes, the Company’s
achievements, and the implementation of the management
system and corporate governance.
Sehubungan dengan tidak terdapatnya perubahan susunan Given that there were no changes in the composition of the
Pengurus Perseroan yang menyebabkan perubahan komposisi Company’s management, resulting in no changes to the Board
Dewan Komisaris, maka untuk tahun 2024 tidak dilaksanakan of Commissioners, the Introduction Program for the Board of
program pengenalan Perseroan bagi Dewan Komisaris. Commissioners was not conducted in 2024. The program for
Program pengenalan Perseroan bagi Dewan Komisaris, telah the same composition of the Board of Commissioners was
dilaksanakan untuk komposisi Dewan Komisaris yang sama held on February 13, 2023.
pada tanggal 13 Februari 2023.
Pengembangan Kompetensi Competency Development
Dalam rangka meningkatkan pengetahuan dan kompetensi In order to increase the knowledge and competence of
para anggota Dewan Komisaris, dan memastikan wawasan members of the Board of Commissioners, and ensure that
profesional, kompetensi serta kemampuan kepemimpinan the professionalism insights, competencies and leadership
para anggota Dewan Komisaris dapat berkembang abilities of members of the Board of Commissioners can be
selaras dengan perkembangan industri terkini, Perseroan developed in line with the latest industry developments, the
memberikan pelatihan kepada setiap anggota Dewan Company provides training to each member of the Board of
Komisaris. Program pelatihan/pendidikan yang diikuti oleh Commissioners. The training/education programs attended
para Dewan Komisaris sepanjang tahun 2023 dapat dilihat by the Board of Commissioners throughout 2023 can be seen
pada bagian Pengembangan Kompetensi Dewan Komisaris di in the Competency Development Section for the Board of
Bab Profil Perusahaan di dalam buku Laporan Tahunan ini. Commissioners in the Company Profile Chapter of this Annual
Report.
502 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kebijakan Rangkap Jabatan Policy of Concurrent Positions
Rangkap Jabatan Dewan Komisaris diatur secara tegas dalam The concurrent positions of the Board of Commissioners are
Anggaran Dasar Perseroan, sebagai berikut: explicitly regulated in the Company’s Articles of Association,
as follows:
1. Anggota Direksi pada BUMN, BUMD, dan badan usaha 1. Members of the Board of Directors in SOE, ROE, and
milik swasta. privately-owned enterprises.
2. Pengurus partai politik dan/atau calon/anggota Dewan 2. Management of political parties and/or candidates/
Perwakilan Rakyat (DPR), Dewan Perwakilan Daerah members of the People’s Representative Council (DPR),
(DPD), Dewan Perwakilan Rakyat Daerah (DPRD) Tingkat I Regional Representatives Council (DPD), Level I Regional
dan DPRD Tingkat II dan/atau calon Kepala Daerah/Wakil People’s Representative Council (DPRD), and Level II
Kepala Daerah. DPRD and/or candidates for Regional
3. Jabatan lain sesuai dengan ketentuan dalam Peraturan 3. Head/Deputy Regional Head. Other positions following
Perundangan. the provisions of the Laws and Regulations.
4. Jabatan lainnya yang dapat menimbulkan benturan 4. Other positions that may cause a conflict of interest.
kepentingan.
Informasi berikut mengenai rangkap jabatan pada The following information regarding concurrent positions on
keanggotaan Dewan Komisaris tahun 2024: the membership of the Board of Commissioners in 2024:
Tabel Rangkap Jabatan Dewan Komisaris
Table of Board of Commissioners Concurrent Position
Jabatan Pada Perusahaan/
Nama Jabatan Instansi Lain Nama Perusahaan/Instansi Lain
Name Position Position in other Company/ Name of Company/Institution
Institution
Mohammad Zainal Komisaris Utama Sekretaris Jenderal Kementerian Pekerjaan Umum dan
Fatah President Commissioner Secretary General Perumahan Rakyat
Ministry of Public Works and
Housing
M. Roskanedi Komisaris - -
Commissioner
Raja Erizman Komisaris Independen Perwira Tinggi (Pati) Police Education and Training
Independent Commissioner High-ranking Officer (Pati) Institute (Lemdiklat)
Chandra Wijaya Komisaris Independen • Dekan Fakultas Ilmu Universitas Indonesia
Independent Commissioner Administrasi Universitas Indonesia
• Ketua Klaster Riset Tata Kelola
dan Daya Saing Badan Usaha
• Dean of Faculty of
Administrative Sciences
• Head of the Enterprise
Governance and
Competitiveness Research
Cluster
Seppalga Ahmad Komisaris Independen Komisaris Independen PT Pelindo Solusi Logistik
Independent Commissioner Independent Commissioner
Marsetio Komisaris Independen - -
Independent Commissioner
Abdul Rachman Komisaris Independen - -
Independent Commissioner
Keputusan, Rekomendasi, dan Pelaksanaan Board of Commissioners Decisions,
Tugas Dewan Komisaris Recommendations, and Duties
Implementation
Sepanjang tahun 2024, Dewan Komisaris telah melaksanakan During 2024, the Board of Commissioners has performed
fungsi, tugas dan tanggung jawabnya, beberapa di antaranya its functions, duties, and responsibilities, some of which
dituangkan dalam bentuk surat keputusan dan surat lainnya are embodied in the form of decisions and other letters of
yang bersifat pengawasan dan persetujuan, antara lain: oversight and approval, including:
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
1. Keputusan-Keputusan Dewan Komisaris Tahun 2024 1. Decisions of the Board of Commissioners in 2024
Selama tahun 2024, Dewan Komisaris telah membuat Throughout 2024, the Board of Commissioners has
Keputusan-keputusan di antaranya terkait hal-hal made decisions regarding matters such as :
sebagai berikut :
• Rencana Jangka Panjang Perusahaan 2021-2025. • Company’s Long-Term Plan 2021-2025.
• Rencana Kerja dan Anggaran Perusahaan Tahun • Work Plan and Budget for the 2024 Fiscal Year.
Buku 2024. • Integrated Governance Guidelines.
• Pedoman Tata Kelola Terintegrasi. • Integrated Governance Committee.
• Komite Tata Kelola Terintegrasi. • Audit of the Consolidated Financial Statements
• Audit Laporan Keuangan Konsolidasian Tahun Buku for the 2024 Fiscal Year and the Micro and Small
2024 dan Laporan Program Pendanaan Usaha Mikro Business Funding Program (PUMK) Report for the
dan Usaha Kecil (PUMK) Tahun Buku 2024. 2024 Fiscal Year.
• Rapat Umum Pemegang Saham Tahunan Tahun • Annual General Meeting of Shareholders for the
Buku 2023. 2023 Fiscal Year.
• Komite Nominasi dan Remunerasi. • Nomination and Remuneration Committee.
• Rapat Umum Pemegang Saham Luar Biasa. • Extraordinary General Meeting of Shareholders.
• Remunerasi Direksi dan Dewan Komisaris. • Remuneration for the Board of Directors and Board
of Commissioners.
2. Surat lainnya terkait pengawasan dan persetujuan, 2. Other letters related to oversight and approval, including
antara lain surat Dewan Komisaris di antaranya terkait letters from the Board of Commissioners, are as followst :
hal-hal sebagai berikut:
• Pemeringkatan Tingkat Kesehatan Tahun Buku • Health Rating for the 2023 Fiscal Year.
2023.
• Rencana Kerja dan Anggaran Perusahaan (RKAP) • Work Plan and Budget for the 2024 Fiscal Year
2024. (RKAP).
• Rencana Jangka Panjang Perusahaan (RJPP) 2021- • Review of the Company’s Long-Term Plan (RJPP)
2025 Review Tahun 2023. 2021-2025 for the 2023 Year.
• Key Performance Indicator (KPI) Kolegial Jasa Marga • Jasa Marga’s 2024 Collegial Key Performance
Tahun 2024. Indicators (KPI).
• Direksi Anak Perusahaan. • Board of Directors of Subsidiaries.
• Kontrak Manajemen Tahunan Tahun 2024 Antara • Annual Management Contract for 2024 Between the
Dewan Komisaris dan Direksi (Memuat KPI Direksi Board of Commissioners and the Board of Directors
Secara Kolegial). (Including Collegial KPI for the Directors).
• ICOFR Tahun 2024. • ICOFR for 2024.
• Key Audit Matters. • Key Audit Matters.
• Nominated Talents Tahun 2024. • Nominated Talents for 2024.
• Aksi Korporasi Jasa Marga. • Jasa Marga Corporate Actions.
• Organ Pengelola Risiko. • Risk Management Committee.
• Laporan Tugas Pengawasan Dewan Komisaris Tahun • Board of Commissioners’ Supervisory Tasks Report
Buku 2023. for the 2023 Fiscal Year.
• Remunerasi Direksi dan Dewan Komisaris. • Remuneration for the Board of Directors and Board
of Commissioners.
• RUPS Tahunan Tahun Buku 2023. • Annual General Meeting of Shareholders for the
2023 Fiscal Year.
• Audit Laporan Keuangan Konsolidasian Jasa Marga. • Audit of Jasa Marga’s Consolidated Financial
Statements.
• Ruas-ruas Jalan Tol Jasa Marga. • Jasa Marga’s Toll Road Segments.
• Laporan Audit Internal. • Internal Audit Report.
• Perjanjian Pengusahaan Jalan Tol. • Toll Road Concession Agreements.
• Publikasi Informasi Perusahaan. • Company Information Publication.
• RJPP 2025-2029. • RJPP 2025-2029.
• Strategi Risiko dan Contingency Plan. • Risk Strategy and Contingency Plan.
• Obligasi Jasa Marga. • Jasa Marga’s Bonds.
• RUPS Luar Biasa. • Extraordinary General Meeting of Shareholders.
• Quality Assurance Review 2024. • Quality Assurance Review for 2024.
• Implementasi Produk Dalam Negeri (PDN) dan • Implementation of Domestic Products (PDN) and
PaDi UMKM (Pasar Digital Usaha Mikro, Kecil, dan PaDi UMKM (Digital Marketplace for Micro, Small,
Menengah). and Medium Enterprises).
• Fasilitas Bantuan Hukum. • Legal Assistance Facility.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
• Review Board Manual. • Review of the Board Manual.
• Kepatuhan Pengelolaan dan Pertanggungjawaban • Compliance in Financial Management and
Keuangan Jasa Marga, Anak Perusahaan dan Instansi Accountability for Jasa Marga, its Subsidiaries, and
Terkait. Related Agencies.
• Pemeringkatan Tingkat Kesehatan Tahun Buku • Health Rating for the 2024 Fiscal Year.
2024.
• Pemenuhan Peraturan Menteri Badan Usaha Milik • Compliance with the Ministry of State-Owned
Negara No. PER-2/MBU/03/2023 tentang Pedoman Enterprises Regulation No. PER-2/MBU/03/2023
Tata Kelola dan Kegiatan Korporasi Signifikan Badan on Guidelines for Governance and Significant
Usaha Milik Negara. Corporate Activities of State-Owned Enterprises.
• Rencana Kerja dan Anggaran Perusahaan (RKAP) • Work Plan and Budget for the 2025 Fiscal Year
2025. (RKAP).
• Key Performance Indicator (KPI) Direksi Kolegial • Collegial KPI for the Board of Directors for 2025.
2025.
• Kinerja Triwulanan Tahun 2024. • Quarterly Performance for 2024.
Pengelolaan Benturan Kepentingan Conflict of Interest Management
Untuk menjaga independensi dan profesionalisme, setiap To maintain independence and professionalism, each member
anggota Dewan Komisaris harus memiliki etika sebagai of the Board of Directors must adhere to the following ethics:
berikut:
1. Mengambil sikap, pendapat dan tindakan harus 1. Comply with prevailing laws and regulations, Articles of
didasarkan atas unsur objektivitas, profesional dan Association, and GCG Guidelines as well as established
independen demi kepentingan Perseroan yang seimbang Company policies.
dengan kepentingan para pemangku kepentingan.
2. Menjalankan tugas dan kewajiban dengan menempatkan 2. Carry out its duties and obligations by placing the
kepentingan Dewan Komisaris secara keseluruhan, di interests of the Board of Directors as a whole, above
atas kepentingan pribadi. personal interests.
3. Selama menjabat, Anggota Dewan Komisaris tidak 3. During their tenure, members of the Board of Directors
diperkenankan untuk: are not allowed to:
a. Mengambil peluang bisnis Perseroan untuk a. Taking the Company’s business opportunities
kepentingan dirinya sendiri, keluarga, kelompok for the benefit of himself, his family, his business
usahanya dan/atau pihak lain. group, and/or other parties.
b. Menggunakan aset Perseroan, informasi Perseroan b. Using Company assets, Company information or
atau jabatannya selaku Anggota Dewan Komisaris position as a Member of the Board of Directors
untuk kepentingan pribadi ataupun orang lain, for personal or other people’s interests, which is
yang bertentangan dengan ketentuan peraturan against the provisions of laws and regulations as
perundang-undangan serta kebijakan Perseroan well as applicable Company policies.
yang berlaku.
c. Berkompetisi dengan Perseroan yaitu menggunakan c. Competing with the Company, i.e. using inside
pengetahuan/informasi dari dalam (inside information to gain an advantage for purposes
information) untuk mendapatkan keuntungan bagi other than those of the Company.
kepentingan selain kepentingan Perseroan. d. Deriving personal benefits from the Company’s
d. Mengambil keuntungan pribadi dari kegiatan activities, other than the salary and facilities
Perseroan, selain gaji dan fasilitas yang diterimanya received as a Member of the Board of
sebagai Anggota Dewan Komisaris, yang ditentukan Commissioners, as determined by the General
oleh RUPS. Meeting of Shareholders (GMS).
4. Menjaga kerahasiaan informasi-informasi Perseroan yang 4. Maintain the confidentiality of confidential Company
pribadi atau bagi kepentingan orang atau pihak lain yang information entrusted to it under the provisions of the
bertentangan dengan kepentingan Perseroan. prevailing laws and regulations.
5. Menghindari setiap aktivitas yang dapat mempengaruhi 5. Avoiding any activity that could affect his independence
independensinya dalam melaksanakan tugas. in carrying out his duties.
6. Melakukan pengungkapan dalam hal terjadi benturan 6. Disclose in the event of a conflict of interest, and the
kepentingan dan Anggota Dewan Komisaris yang concerned Member of the Board of Directors may not
bersangkutan tidak boleh melibatkan diri dalam proses be involved in the Company’s decision-making process
pengambilan keputusan Perseroan yang berkaitan dengan related to this matter.
hal tersebut.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
7. Tidak merangkap jabatan lain yang dapat menimbulkan 7. Not holding any other position that could directly
benturan kepentingan secara langsung dengan Perseroan conflict with the interests of the Company and/or that
dan/atau yang bertentangan dengan ketentuan peraturan contradicts the applicable laws and regulations.
perundang-undangan yang berlaku.
8. Menandatangani pernyataan tidak memiliki benturan 8. Sign a statement of no conflict of interest (Integrity Pact)
kepentingan (Pakta Integritas) dan menyatakan secara and declare in writing matters that have the potential to
tertulis hal-hal yang berpotensi menimbulkan benturan cause a conflict of interest against him and submit it to
kepentingan terhadap dirinya dan menyampaikannya the GMS and/or OJK.
kepada RUPS dan/atau OJK.
9. Mematuhi peraturan perundang-undangan yang berlaku, 9. Comply with applicable laws and regulations, including
termasuk dengan tidak melibatkan diri pada perdagangan by not engaging in insider trading for personal gain.
orang dalam (insider trading) untuk memperoleh
keuntungan pribadi.
10. Dilarang untuk memberikan atau menawarkan, atau 10. It is not permitted to give or offer, or receive directly
menerima baik langsung ataupun tidak langsung imbalan or indirectly rewards and/or gifts, and/or grants and/
dan/atau hadiah, dan/atau hibah dan/atau sumbangan dan/ or donations and/or entertainment in any form from
atau entertainment dalam bentuk apapun dari pihak yang parties who have business relationships or competitors
memiliki hubungan bisnis atau pesaing Perseroan, yang of the Company, which aims to obtain information, or
bertujuan untuk mendapatkan informasi, atau sesuatu something that is not justified by the applicable laws and
hal yang tidak dibenarkan oleh ketentuan perundang- regulations, or to influence him/ her to do and/or not do
undangan yang berlaku, atau untuk mempengaruhinya something related to his/her position/position.
untuk melakukan dan/atau tidak melakukan suatu hal
berkaitan dengan kedudukan/jabatannya.
11. Tidak diperkenankan memberikan dan menerima hadiah, 11. It is not allowed to give and receive gifts, gifts, parcels,
bingkisan, parsel, karangan bunga dan bentuk pemberian bouquets of flowers and other forms of gifts on religious
lainnya pada hari raya keagamaan maupun hari-hari holidays and other major / certain days to officials /
besar/tertentu lainnya kepada pejabat/karyawan di employees within Government agencies and / or parties
lingkungan instansi Pemerintah dan/atau pihak yang who have business relationships.
memiliki hubungan bisnis.
Kepemilikan Saham Dewan Komisaris Share Ownership of the Board of
Commissioners
Informasi mengenai kepemilikan saham anggota Dewan Information regarding the share ownership of members of
Komisaris dapat dilihat di bagian Komposisi Pemegang Saham the Board of Commissioners can be found in the Shareholder
di Bab Profil Perusahaan dalam buku Laporan Tahunan ini. Composition section in the Company Profile chapter of this
Annual Report.
Penilaian Kinerja Dewan Komisaris Performance Evaluation of the Board of
Commissioners
Uraian mengenai penilaian kinerja Dewan Komisaris, Details regarding the performance evaluation of the Board of
mencakup prosedur pelaksanaan penilaian kinerja, kriteria Commissioners, including the procedures for conducting the
yang digunakan, dan pihak yang melakukan penilaian, dapat evaluation, the criteria used, and the parties involved in the
dilihat pada Sub Bab mengenai Penilaian Kinerja Dewan evaluation, can be found in the section on the Performance
Komisaris dan Direksi. Evaluation of the Board of Commissioners and the Board of
Directors.
Penilaian Kinerja Komite-komite yang Performance Evaluation of Committees
Berada di Bawah Dewan Komisaris Under the Board of Commissioners
Dewan Komisaris membawahi komite-komite yang akan The Board of Commissioners supervises several committees
membantu pelaksanaan tugasnya. Setiap tahun Dewan that assist in carrying out its duties. Each year, the Board of
Komisaris memberikan penilaian terhadap kinerja masing- Commissioners evaluates the performance of each Committee
masing Komite sesuai dengan tugas dan tanggung jawab yang based on their respective duties and responsibilities, as
diembannya berdasarkan piagam/charter masing-masing outlined in each Committee’s charter.
Komite.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Prosedur Penilaian Kinerja Komite di Bawah Procedures for Performance Evaluation of
Dewan Komisaris Committees Under the Board of Commissioners
Prosedur penilaian kinerja Komite di bawah Dewan Komisaris The performance evaluation of the committees under the
dilakukan dengan mengevaluasi rencana program kerja Board of Commissioners is carried out by evaluating the
tahunan serta KPI masing-masing Komite yang telah disepakati annual work program plans and KPIs of each Committee,
bersama dengan Dewan Komisaris beserta realisasinya. which have been mutually agreed upon with the Board of
Commissioners, along with their actual performance.
Kriteria Penilaian Kinerja Komite di Bawah Criteria for Performance Evaluation of
Dewan Komisaris Committees Under the Board of Commissioners
Kriteria penilaian kinerja Komite di bawah Dewan Komisaris The criteria for evaluating the performance of the committees
didasari oleh perbandingan pencapaian kinerja masing- under the Board of Commissioners are based on a comparison
masing Komite dengan target KPI sesuai rencana program of each Committee’s performance achievements with the KPI
kerja tahunan yang telah ditetapkan pada tahun buku berjalan. targets set in the annual work program for the current fiscal
year.
Tabel Penilaian Kinerja Komite di Bawah Dewan Komisaris
Performance Assessment Table of Committees under the Board of Commissioners
Komite di bawah Dewan Komisaris Pencapaian KPI Tahun 2024 Penilaian Kinerja pada Tahun 2024
Committees under the Board of Commissioners Achievement of KPIs for 2024 Performance Evaluation for the Year 2024
Komite Audit Sangat Baik
Audit Committee 100% Excellent
Komite Nominasi dan Remunerasi Sangat Baik
Nomination and Remuneration Committee 100% Excellent
Komite Risiko dan Hukum Sangat Baik
Risk and Legal Committee 99% Excellent
Mekanisme Pengunduran Diri dan Board of Commissioners Dismissal and
Pemberhentian Dewan Komisaris Resignation Mechanism
Seorang anggota Dewan Komisaris dapat mengundurkan diri A member of the Board of Commissioners may resign before
sebelum masa jabatannya berakhir dengan memberitahukan the end of their term by notifying the Company in writing of
secara tertulis mengenai maksudnya tersebut kepada their intention, with copies to the Shareholders, the Board of
Perseroan, dengan tembusan kepada Pemegang Saham, Directors, and other members of the Board of Commissioners,
Direksi dan anggota Dewan Komisaris lainnya sekurang- at least 30 (thirty) days before the date of their resignation.
kurangnya 30 (tiga puluh hari) sebelum tanggal pengunduran In responding to the resignation request, the Company must
dirinya. Dalam menindaklanjuti pengajuan tersebut, convene a General Meeting of Shareholders within the same
Perseroan wajib menyelenggarakan RUPS dalam jangka period after receiving the Resignation Letter, with an agenda
waktu yang sama setelah diterimanya Surat Pengunduran to follow up on the matter; otherwise, the resignation will be
Diri, dengan agenda untuk menindaklanjuti masalah tersebut deemed valid without requiring the approval of the General
atau bila tidak, pengunduran diri akan dianggap sah tanpa Meeting of Shareholders.
memerlukan persetujuan RUPS.
Sebelum pengunduran diri berlaku efekif, Dewan Komisaris Before the resignation becomes effective, the respective
yang bersangkutan tetap berkewajiban untuk menyelesaikan members of the Board of Commissioners remain obligated to
tugas dan tanggung jawabnya sesuai dengan Anggaran Dasar. fulfill their duties and responsibilities under the Articles of
Anggota Dewan Komisaris juga dapat diberhentikan Association. A member of the Board of Commissioners may
berdasarkan keputusan RUPS dengan menyebutkan alasan- also be dismissed based on a decision of the General Meeting
alasannya, antara lain: of Shareholders stating the reasons, including but not
limited to:
1. Tidak dapat menjalankan tugasnya dengan baik. 1. Unable to perform their duties properly.
2. Melanggar ketentuan Anggaran Dasar Perseroan dan/ 2. Violating the provisions of the Company’s Articles of
atau peraturan perundangan. Association and/or legislation.
3. Terlibat dalam tindakan yang merugikan Perseroan dan/ 3. Involved in actions detrimental to the Company and/or
atau Negara. the State.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
4. Melakukan tindakan yang melanggar etika dan/ atau 4. Engaging in actions that violate ethics and/or decisions
keputusan yang seharusnya dihormati sebagai anggota that should be respected as a member of the Board of
Dewan Komisaris. Commissioners.
5. Dinyatakan bersalah dengan putusan pengadilan yang 5. Being found guilty by a court decision that has legal
telah mempunyai kekuatan hukum yang tetap. force.
6. Mengundurkan diri. 6. Resignation.
7. Restrukturisasi Perseroan. 7. Company restructuring.
8. Memasuki masa usia pensiun (bagi Aparatur Sipil Negara 8. Reaching retirement age (for Civil Servants assigned by
yang menerima penugasan dari Kementerian Teknis atau Technical Ministries or other Government Agencies).
Instansi Pemerintah lainnya).
Tata Cara Pemberhentian Procedure for Termination
1. Pemegang Saham Seri A Dwiwarna selaku pemegang 1. The majority shareholder of the Company, Dwiwarna
saham mayoritas Perseroan melalui Deputi yang terkait Series A Shareholders, through the Deputy concerned,
berkoordinasi dengan Sekretaris Kementerian BUMN coordinates with the Secretary of the Ministry of SOEs
melakukan evaluasi terhadap anggota Dewan Komisaris to evaluate the members of the Board of Commissioners
yang akan diberhentikan. who will be dismissed.
2. Hasil evaluasi disampaikan kepada Menteri BUMN untuk 2. The evaluation results are submitted to the Minister of
mendapatkan penetapan. SOEs for approval.
3. Jika ditetapkan untuk diberhentikan, Deputi yang 3. If approved for dismissal, the Deputy appointed to
ditunjuk untuk mewakili Menteri BUMN menyiapkan represent the Minister of SOEs prepares a termination
surat usulan pemberhentian kepada RUPS Perseroan proposal letter to the Company’s GMS to obtain a
untuk mendapatkan keputusan penetapannya. definitive decision.
4. Menteri BUMN dapat memberhentikan anggota Dewan 4. The Minister of SOEs may dismiss members of the Board
Komisaris berdasarkan hasil evaluasi Menteri sendiri dan of Commissioners based on the Minister’s evaluation
dapat meminta pertimbangan Deputi yang terkait dan and may seek input from the relevant Deputy and the
Sekretaris Kementerian BUMN. Secretary of the Ministry of SOEs.
5. Menteri BUMN secara lisan atau tertulis memberitahukan 5. The Minister of SOEs informs orally or in writing to the
terlebih dahulu kepada anggota Dewan Komisaris yang member of the Board of Commissioners who is planned
rencananya akan diberhentikan sebelum berakhirnya to be dismissed before the end of their term.
masa jabatannya.
6. Dalam hal Menteri BUMN tidak melakukan sendiri, maka 6. In case the Minister of SOEs does not act personally, the
pemberitahuan rencana pemberhentian tersebut dapat notification of the dismissal plan may be delegated to
dikuasakan kepada Deputi terkait dan/atau menugasi the relevant Deputy and/or assigned to the Secretary
Sekretaris dan/atau Deputi yang terkait. and/or relevant Deputy.
7. Keputusan pemberhentian karena alasan sebagaimana 7. The decision of termination for the reasons mentioned
tersebut pada butir A. huruf a, b, c, d diambil setelah in points A. letters a, b, c, d is made after the respective
anggota Dewan Komisaris yang bersangkutan diberi member of the Board of Commissioners has been given
kesempatan membela diri. the opportunity to defend themselves.
8. Pembelaan diri dilakukan dalam forum RUPS, dan 8. The defense is conducted in the GMS forum, following
mengikuti ketentuan Pasal 114 Undang-Undang No. 40 the provisions of Article 114 of Law No. 40 of 2007
Tahun 2007 tentang Perseroan Terbatas. concerning Limited Liability Companies.
9. Dalam hal pemberitahuan pemberhentian anggota 9. In case the notification of the termination of a member
Dewan Komisaris dilakukan di luar forum RUPS, maka of the Board of Commissioners is made outside the GMS
pembelaan diri dapat diberikan langsung pada saat forum, the defense can be given directly at the time of
pemberitahuan oleh Menteri BUMN. notification by the Minister of SOEs.
10. Dalam hal anggota Dewan Komisaris yang diberhentikan 10. In case a member of the Board of Commissioners who
telah melakukan pembelaan diri, atau menyatakan has been dismissed has presented their defense,
keberatan atau tidak berkeberatan atas rencana or expressed objections or non-objections to the
pemberhentiannya pada saat diberitahukan, maka termination plan at the time of notification, their rights
haknya sesuai ketentuan perundangan telah terpenuhi. are fulfilled according to legal provisions.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
11. Di samping alasan pemberhentian Anggota Dewan 11. In addition to the reasons for the termination of a
Komisaris, Anggota Dewan Komisaris dapat diberhentikan Member of the Board of Commissioners, a Member of the
oleh RUPS berdasarkan alasan lainnya yang dinilai tepat Board of Commissioners may be dismissed by the GMS
oleh RUPS demi kepentingan dan tujuan Perseroan. based on other reasons deemed appropriate by the GMS
for the interests and objectives of the Company.
12. Penetapan pemberhentian anggota Dewan Komisaris 12. The decision on the termination of a member of the
dilakukan dengan Keputusan RUPS. Board of Commissioners is made by the GMS Resolution
13. Selama proses pemberhentian berlangsung, maka 13. During the termination process, the respective member
anggota Dewan Komisaris yang bersangkutan wajib of the Board of Commissioners must continue to perform
tetap melaksanakan tugasnya sebagaimana mestinya. their duties as usual.
14. Perseroan wajib menyelenggarakan RUPS untuk 14. The Company must convene a GMS to replace members
melakukan penggantian anggota Dewan Komisaris of the Board of Commissioners who do not meet the
yang tidak memenuhi persyaratan. Dalam jangka requirements. Within a maximum period of 2 (two)
waktu paling lambat 2 (dua) hari kerja terhitung sejak working days from the known appointment of a
diketahui pengangkatan anggota Dewan Komisaris member of the Board of Commissioners who does not
tidak memenuhi persyaratan. Anggota Dewan Komisaris meet the requirements. Other members of the Board
lainnya, harus mengumumkan batalnya pengangkatan of Commissioners must announce the invalidation
anggota Dewan Komisaris yang bersangkutan dalam of the appointment of the respective member of the
media pengumuman, dan paling lambat dalam 7 (tujuh) Board of Commissioners in the announcement media,
hari memberitahukan kepada Menteri Hukum dan Hak and no later than 7 (seven) days inform the Minister of
Asasi Manusia. Sebagai tindak lanjut terkait penggantian Law and Human Rights. As a follow-up regarding the
anggota Dewan Komisaris yang tidak memenuhi replacement of members of the Board of Commissioners
persyaratan, Perseroan wajib menyelenggarakan RUPS who do not meet the requirements, the Company must
untuk melakukan penggantian anggota Dewan Komisaris convene a GMS to replace such members of the Board of
yang tidak memenuhi persyaratan tersebut. Commissioners.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Komisaris Independen
Independent Commissioners
Komisaris Independen diatur dalam Peraturan Otoritas Jasa Independent Commissioners are regulated in Financial
Keuangan No. 33/POJK.04/2014 bahwa setiap perusahaan Services Authority Regulation No. 33/POJK.04/2014, which
publik harus memiliki Komisaris Independen sekurang- stipulates that every public company must have Independent
kurangnya 30% dari jumlah seluruh anggota Dewan Commissioners comprising at least 30% of the total number
Komisaris. Keberadaan Komisaris Independen dimaksudkan of Board of Commissioners members. The presence of
untuk menciptakan iklim yang lebih objektif dan mandiri Independent Commissioners is intended to create a more
menjaga “fairness” serta mampu memberikan keseimbangan objective and independent climate in maintaining fairness
antara kepentingan pemegang saham mayoritas dengan and ensuring a balance between the interests of majority
pemegang saham minoritas serta memberikan perlindungan shareholders and minority shareholders, as well as providing
terhadap kepentingan pemegang saham minoritas dan protection for the interests of minority shareholders and
pemangku kepentingan lainnya. other stakeholders.
Kriteria Penentuan Komisaris Independen Criteria for Determining Independent
Commissioners
Berdasarkan pasal 21 Peraturan OJK No. 33/POJK.04/2014 Based on Article 21 of OJK Regulation No. 33/POJK.04/2014
tanggal 8 Desember 2014, selain harus memenuhi persyaratan dated December 8, 2014, in addition to meeting the
yang berlaku bagi Direksi dan Dewan Komisaris, Komisaris requirements applicable to the Board of Directors and the
Independen harus memenuhi persyaratan sebagai berikut: Board of Commissioners, Independent Commissioners must
meet the following criteria:
1. Bukan merupakan orang yang bekerja atau mempunyai 1. Not currently employed or have the authority and
wewenang dan tanggung jawab untuk merencanakan, responsibility to plan, lead, control, or supervise the
memimpin, mengendalikan, atau mengawasi Kegiatan Company’s Activities in the last 6 (six) months, except
Perseroan dalam waktu 6 (enam) bulan terakhir, for reappointment as an Independent Commissioner of
kecuali untuk pengangkatan kembali sebagai Komisaris the Company in the following period.
Independen Perseroan pada periode berikutnya.
2. Tidak mempunyai saham baik langsung maupun tidak 2. Do not own shares, directly or indirectly, in the Company.
langsung pada Perseroan.
3. Tidak memiliki hubungan afiliasi dengan Perseroan, 3. Do not have any affiliation with the Company, members
anggota Dewan Komisaris, anggota Direksi atau of the Board of Commissioners, members of the Board of
pemegang saham utama Perseroan. Directors, or major shareholders of the Company.
4. Tidak mempunyai hubungan usaha baik langsung 4. Do not have any direct or indirect business relationships
maupun tidak langsung yang berkaitan dengan kegiatan related to the Company’s business activities.
usaha Perseroan.
Komposisi Komisaris Independen Composition of Independent
Commissioners
Komposisi Komisaris Independen yang dimiliki Perseroan di The composition of Independent Commissioners owned
tahun 2024 ialah sebanyak 4 (empat) orang dari total 7 (tujuh) by the Company in 2024 is 4 (four) people out of a total of
orang anggota Dewan Komisaris. Dengan demikian, Perseroan 7 (seven) members of the Board of Commissioners. Thus,
telah memenuhi regulasi yang ditetapkan. Susunan Komisaris the Company has fulfilled the stipulated regulations. The
Independen Perseroan adalah sebagai berikut: composition of the Company’s Independent Commissioners
is as follows:
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Komposisi Komisaris Independen Tahun 2024
Table of Independent Commissioners Composition for 2024
Nama Jabatan Dasar Pengangkatan
Name Position Basis of Appointment
Chandra Wijaya Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Independent Commissioner Extraordinary GMS Resolution February 8, 2023
Seppalga Ahmad Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Independent Commissioner Extraordinary GMS Resolution February 8, 2023
Marsetio Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Independent Commissioner Extraordinary GMS Resolution February 8, 2023
Abdul Rachman Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Independent Commissioner Extraordinary GMS Resolution February 8, 2023
Pernyataan tentang Independensi Komisaris Independen
Statement on the Independence of Independent Commissioners
Tabel Independensi Komisaris Independen
Table of Independence of Independent Commisioners
Kriteria Chandra Seppalga Abdul
Marsetio
Criteria Wijaya Ahmad Rachman
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 Issuer or Public
Company within the last 6 (six) months, except for reappointment
as an Independent Commissioner of the Issuer or Public Company in
the following period.
Tidak mempunyai saham baik langsung maupun tidak langsung
pada Emiten atau Perusahaan Publik tersebut.
Do not have any direct or indirect shares in the Issuer 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.
Do not have any affiliate relationship with the Issuer or Public
Company, members of the Board of Commissioners, members of
the Board of Directors, or the Issuer's or Public Company's major
shareholders.
Tidak mempunyai hubungan usaha baik langsung maupun tidak
langsung yang berkaitan dengan kegiatan usaha Emiten atau
Perusahaan Publik tersebut.
Do not have any direct or indirect business relationships related to
the business activities of the Issuer or Public Company.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 511
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Direksi
Board of Directors
Sebagai organ Perseroan, Direksi bertanggung jawab penuh As a corporate body, the Board of Directors is fully responsible
atas pengurusan dan pengelolaan Perseroan. Direksi bertugas for the management and administration of the Company. The
dan bertanggung jawab secara kolektif kolegial dalam Board of Directors collectively manages and is responsible
mengelola Perseroan demi tercapainya tujuan Perseroan for the Company to achieve its objectives while adhering to
dengan tetap tunduk dan patuh terhadap setiap ketentuan and complying with all applicable provisions. Each member of
yang berlaku. Masing-masing anggota Direksi melaksanakan the Board of Directors performs duties and makes decisions
tugas dan mengambil keputusan sesuai dengan pembagian according to the division of tasks, authorities, and other
tugas, wewenang dan hal-hal lain yang terkait dengan matters related to their position as stipulated in the Articles
jabatannya sesuai dengan Anggaran Dasar dan peraturan of Association and applicable laws and regulations.
perundang-undangan yang berlaku.
Pedoman Kerja/Piagam Direksi Guidelines/Charter of the Board of
Directors
Dalam melaksanakan tugas dan fungsinya, Direksi memiliki In carrying out its duties and functions, the Board of
acuan kerja yang termuat dalam Pedoman Kerja Dewan Directors has a working reference contained in the Board of
Komisaris dan Direksi (Board Manual) yang ditandatangani Commissioners and Directors Working Guidelines (Board
oleh Dewan Komisaris dan Direksi. Board Manual menjadi Manual) signed by the Board of Commissioners and Directors.
acuan Direksi dalam melakukan pengambilan keputusan dan The Board Manual serves as a reference for the Directors
pelaksanaan tugas serta tanggung jawabnya. in making decisions and carrying out their duties and
responsibilities.
Board Manual berisi petunjuk tata laksana kerja Dewan The Board Manual contains guidelines for the implementation
Komisaris dan DIreksi dan menjelaskan tahapan aktivitas of the work of the Board of Commissioners and Directors and
secara terstruktur, sistematis dan mudah dipahami serta explains the structured, systematic, and easily understandable
dijalankan dengan konsisten. Substansi Board Manual tersusun steps of activities to be consistently executed. The substance
atas prinsip-prinsip hukum korporasi, ketentuan Anggaran of the Board Manual is composed of principles of corporate
Dasar, Peraturan perundang-undangan yang berlaku, arahan law, provisions of the Articles of Association, applicable
Pemegang Saham serta praktik-praktik terbaik (best practices) regulations, shareholder directives, and best practices in
tata kelola perusahaan. corporate governance.
Selain berpedoman pada Board Manual, Direksi juga dalam In addition to adhering to the Board Manual, the Directors
melaksanakan tugas dan tanggung jawabnya dengan also follow the Code of Corporate Governance and Code of
berpedoman pada Code of Corporate Governance dan Code Conduct in carrying out their duties and responsibilities. Both
of Conduct. Baik Code of Corporate Governance maupun the Code of Corporate Governance and the Code of Conduct
Code of Conduct, keduanya ditandatangani oleh Dewan are signed by the Board of Commissioners and Directors as a
Komisaris dan Direksi sebagai wujud komitmen dalam commitment to implementing principles of Good Corporate
mengimplementasikan prinsip-prinsip Tata Kelola Perusahaan Governance consistently.
yang Baik secara konsisten.
Pedoman kerja terkait Direksi di dalam buku pedoman kerja The guidelines related to the Directors in the handbook (Board
(Board Manual) terdapat pada Bab III tentang Direksi yang Manual) are outlined in Chapter III concerning the Directors,
secara garis besar mengatur hal-hal sebagai berikut: which broadly regulate the following:
1. Tugas Direksi; 1. Duties of the Directors;
2. Hak dan Wewenang Direksi; 2. Rights and Authorities of the Directors;
3. Kewajiban Direksi; 3. Obligations of the Directors;
4. Persyaratan Direksi; 4. Requirements for the Directors;
5. Keanggotaan Direksi; 5. Membership of the Directors;
6. Program Pengenalan dan Peningkatan Kapabilitas; 6. Introduction and Capability Improvement Program;
7. Etika Jabatan Direksi; 7. Ethics of the Directors;
8. Rapat Direksi; 8. Board Meetings;
9. Penilaian Kinerja Direksi; 9. Performance Evaluation of the Directors;
10. Corporate Secretary; 10. Corporate Secretary;
11. Internal Audit. 11. Internal Audit.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kriteria dan Penunjukan Direksi Kriteria dan Penunjukan Direksi
Berdasarkan Pasal 11 ayat 10 dan Pasal 14 ayat 12 Anggaran Based on Article 11 paragraph 10 and Article 14 paragraph
Dasar Perseroan, anggota Direksi dan Dewan Komisaris 12 of the Company’s Articles of Association, members of the
diangkat dan diberhentikan oleh Rapat Umum Pemegang Board of Directors and Board of Commissioners are appointed
Saham (RUPS) dari calon-calon yang diusulkan oleh Pemegang and dismissed by the General Meeting of Shareholders
Saham Seri A Dwiwarna. Pengangkatan dan pemberhentian (GMS) from candidates proposed by the Series A Dwiwarna
anggota Direksi dan Dewan Komisaris dilakukan oleh RUPS Shareholders. The appointment and dismissal of members
yang dihadiri oleh Pemegang Saham Seri A Dwiwarna dan of the Board of Directors and Board of Commissioners are
keputusan RUPS harus disetujui oleh Pemegang Saham decided upon by the GMS attended by the Series A Dwiwarna
Seri A Dwiwarna. Berdasarkan ketentuan-ketentuan di atas, Shareholders, and the decision of the GMS must be approved
pengangkatan/pemberhentian anggota Direksi dan Dewan by the Series A Dwiwarna Shareholders. Based on the above
Komisaris diajukan oleh Pemegang Saham Seri A Dwiwarna. provisions, the appointment/dismissal of members of the
Board of Directors and Board of Commissioners is proposed
by the Series A Dwiwarna Shareholders.
Jasa Marga memiliki top talent yang disaring dari talent pool Jasa Marga has top talent filtered from the talent pool owned
yang dimiliki Kementerian BUMN. Top talent yang diusulkan by the Ministry of SOEs. Top talent proposed by the Board
oleh Direksi dan disetujui oleh Dewan Komisaris kemudian of Directors and approved by the Board of Commissioners
disampaikan untuk mengikuti serangkaian validasi dan are then presented to undergo a seriesof validations and
kalibrasi Cluster Talent Committe dan selanjutnya akan calibrations by the Cluster Talent Com mittee and further
dilakukan validasi dan assessment oleh Kementerian BUMN validation and assessment by the Ministry of SOEs to be
untuk dapat dicalonkan dan diusulkan dalam RUPS Perseroan. nominated and proposed in the Company’s GMS.The top
Para top talent mendapatkan pengembangan yang khusus talent receives specialized development provided by both the
diberikan baik oleh Perseroan maupun oleh Kementerian Company and the Ministry of SOEs.
BUMN.
Setiap anggota Direksi yang diangkat, yang diangkat, harus Every member of the Board of Directors who is appointed
memenuhi persyaratan formal, materiil dan persyaratan lain must meet formal, material, and other requirements
yang ditetapkan oleh Peraturan Menteri BUMN No. PER-3/ stipulated by the Regulation of the Ministry of SOEs No. PER-
MBU/03/2023 tanggal 24 Maret 2023 Organ dan Sumber 3/MBU/03/2023 dated March 24, 2023 on the Organization
Daya Manusia Badan Usaha Milik Negara, serta persyaratan and Human Resources of State-Owned Enterprises, as well as
sebagaimana tertuang dalam Anggaran Dasar. requirements as stipulated in the Articles of Association.
Dalam persyaratannya dijelaskan bahwa anggota Direksi In the requirements, it is stated that the members of the Board
adalah orang perseorangan yang memenuhi persyaratan pada of Directors are individuals who meet the requirements at the
saat diangkat dan selama menjabat: time of appointment and during their tenure:
1. Mempunyai akhlak, moral, dan integritas yang baik. 1. Have good morals, ethics, and integrity.
2. Cakap melakukan perbuatan hukum. 2. Capable of legal actions.
3. Dalam 5 (lima) tahun sebelum pengangkatan dan selama 3. In the 5 (five) years before appointment and during
menjabat: tenure:
a. Tidak pernah dinyatakan pailit; a. Has never been declared bankrupt;
b. Tidak pernah menjadi anggota Direksi dan/ atau b. Has never been a member of the Board of Directors
anggota Dewan Komisaris yang dinyatakan bersalah and/or Board of Commissioners declared guilty of
menyebabkan suatu Perseroan dinyatakan pailit; causing a Company to be bankrupt;
c. Tidak pernah dihukum karena melakukan tindak c. Has never been convicted of crimes detrimental to
pidana yang merugikan keuangan negara dan/ atau state finances and/or related to the financial sector;
yang berkaitan dengan sektor keuangan; d. Has never been a member of the Board of Directors
d. Tidak pernah menjadi anggota Direksi dan/atau and/or Board of Commissioners who, during tenure:
anggota Dewan Komisaris yang selama menjabat:
i. Pernah tidak menyelenggarakan RUPS i. Has failed to hold Annual GMS.
Tahunan.
ii. Pertanggungjawabannya sebagai anggota ii. Their accountability as a member of the Board
Direksi dan/atau anggota Dewan Komisaris of Directors and/or Board of Commissioners
pernah tidak diterima oleh RUPS atau pernah has been rejected by the GMS or has failed
tidak memberikan pertanggungjawaban to provide accountability as a member
sebagai anggota Direksi dan/atau anggota of the Board of Directors and/or Board of
Dewan Komisaris kepada RUPS. Commissioners to the GMS.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
4. Pernah menyebabkan Perseroan yang memperoleh 4. Has caused the Company that obtained a permit,
izin, persetujuan, atau pendaftaran dari Otoritas Jasa approval, or registration from the Financial Services
Keuangan tidak memenuhi kewajiban menyampaikan Authority to fail to fulfill obligations to submit annual
laporan tahunan dan/ atau laporan keuangan kepada reports and/or financial statements to the Financial
Otoritas Jasa Keuangan. Services Authority.
5. Memiliki komitmen untuk mematuhi Peraturan 5. Has a commitment to comply with Regulations.
Perundangan.
6. Memiliki pengetahuan dan/atau keahlian di bidang yang 6. Has knowledge and/or expertise in the field required by
dibutuhkan Perseroan. the Company.
7. Memenuhi persyaratan-persyaratan lainnya, mengikuti 7. Meets other requirements, following the provisions:
ketentuan:
a. Undang-Undang No. 40 Tahun 2007 tentang a. Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas; Companies;
b. Peraturan perundangan di bidang Pasar Modal; dan b. Regulations in the Capital Market sector; and
c. Peraturan perundangan yang berlaku bagi Perseroan c. Regulations applicable to the Company related to
yang terkait dengan kegiatan usaha Perseroan. the Company’s business activities..
Ketentuan Masa Jabatan dan Proses Setelah Terms of Office and Process After
Pengangkatan Appointment
Anggota Direksi menjabat untuk jangka waktu yang telah Terms of the board members are for a specified period, starting
ditentukan, yaitu terhitung sejak penutupan RUPS pada saat from the closing of the General Meeting of Shareholders
pengangkatan dan berakhir pada penutupan RUPS yang ke-5 (RUPS) at the time of appointment and ending at the closing
(lima) setelah pengangkatannya dengan tidak mengurangi of the fifth RUPS after their appointment, without prejudice to
hak RUPS untuk memberhentikan anggota Direksi sewaktu- the right of the RUPS to dismiss board members at any time.
waktu.
Setelah pengangkatan Direksi baru, berdasakan ketentuan After the appointment of new directors, as stipulated in
Bab III. F. 1 Board Manual Perseroan, wajib dilaksanakan Chapter III. F. 1 of the Company’s Board Manual, a New
Program Pengenalan bagi Pengurus Baru yang dilaksanakan Executive Orientation Program must be conducted within
dalam waktu selambat-lambatnya 3 (tiga) bulan sejak a maximum of 3 (three) months from their appointment.
pengangkatannya. Informasi mengenai realisasi program Information about the implementation of this program in
ini pada tahun 2024 dapat dilihat pada bagian Program 2023 can be found in the New Director Orientation Program
Pengenalan Perseroan Bagi Anggota Direksi Baru. section.
Susunan, Jumlah, Komposisi dan Dasar The Arrangement, Number, Composition,
Pengangkatan Anggota Direksi pada Tahun and Basis of Appointment of Members of
2024 the Board of Directors in 2024
Perseroan melaksanakan RUPS Tahunan tanggal 8 Mei 2024, The Company held an Annual General Meeting of Shareholders
dengan salah satu agenda Perubahan Susunan Pengurus on May 8, 2024, with one of the agendas to change the
Perseroan. Namun berdasarkan Keputusan RUPS Tahunan composition of the Company’s Management. However,
tersebut, diputuskan tidak ada perubahan Pengurus, sehingga based on the Resolution of the Annual GMS, it was decided
susunan Pengurus Perseroan tidak mengalami perubahan. that there was no change in the Management, so that the
Adapun susunan Direksi masih tetap berjumlah 6 (enam) composition of the Company’s Management did not change.
orang, terdiri dari Direktur Utama, Direktur Operasi, Direktur The composition of the Board of Directors is still 6 (six) people,
Pengembangan Usaha, Direktur Keuangan dan Manajemen consisting of President Director, Director of Operations,
Risiko, Direktur Bisnis, serta Direktur Human Capital & Director of Business Development, Director of Finance and
Transformasi, sebagaimana disampaikan pada tabel berikut: Risk Management, Business Director, and Director of Human
Capital & Transformation, as presented in the following table:
514 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Susunan Anggota Direksi Tahun 2024
Table of Composition of Board of Directors for 2024
Nama Jabatan Dasar Pengangkatan
Name Position Basis of Appointment
Subakti Syukur Direktur Utama • Keputusan RUPS Luar Biasa tanggal 29 Agustus 2016
President Director (Periode Pertama)
• Keputusan RUPS Tahunan tanggal 27 Mei 2021 juncto
• Keputusan RUPS Luar Biasa tanggal 27 Agustus 2021
(Periode Kedua)
• Decision of the Extraordinary GMS on August 29, 2026
(First Period)
• Decision of the Annual GMS on May 27, 2021 juncto
• Decision of the Extraordinary GMS on August 27, 2021
(Second Period)
Reza Febriano Direktur Bisnis Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Director of Business Extraordinary GMS Resolution December 22, 2021
Fitri Wiyanti Direktur Operasi Keputusan RUPS Tahunan tanggal 11 Juni 2020
Director of Operations Annual GMS Resolution June 11, 2020
Bagus Cahya Direktur Human Capital & Transformasi Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Arinta B Director of Human Capital & Extraordinary GMS Resolution December 22, 2021
Transformation
Mohamad Agus Direktur Pengembangan Usaha Keputusan RUPS Tahunan tanggal 27 Mei 2021
Setiawan Director of Business Development Annual GMS Resolution May 27, 2021
Pramitha Direktur Keuangan dan Manajemen Risiko Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Wulanjani Director of Finance and Risk Management Extraordinary GMS Resolution February 8, 2023
Penilaian Kemampuan dan Kepatutan Fit and Proper Test
Seluruh anggota Direksi Jasa Marga yang diangkat, telah All members of Jasa Marga’s Board of Directors appointed
memenuhi kriteria dan ketentuan yang dipersyaratkan have fulfilled the criteria and requirements stipulated in the
dalam uji kepatutan dan kelayakan (fit and proper test) fit and proper test based on the Limited Liability Company
berdasarkan Undang-Undang Perseroan Terbatas, Anggaran Law, the Company’s Articles of Association, regulations
Dasar Perseroan, peraturan terkait Tata Kelola Perusahaan related to Good Corporate Governance, as well as other
yang Baik, serta peraturan dan ketentuan lain yang terkait. relevant regulations and provisions. All members of the
Seluruh anggota Direksi memiliki integritas, kompetensi, dan Board of Directors have integrity, competence, and adequate
reputasi yang memadai. Hal tersebut dibuktikan dengan telah reputation. This is evidenced by the implementation of the fit
dilaksanakannya fit and proper test sebagai berikut: and proper test as follows:
Tabel Pelaksanaan Fit and Proper Test Direksi
Table of Implementation of Fit and Proper Test for Directors
Nama Jabatan Dasar Pengangkatan
Name Position Basis of Appointment
Subakti Syukur Direktur Utama Kementerian BUMN
President Director Ministry of SOEs
Reza Febriano Direktur Bisnis Kementerian BUMN
Director of Business Ministry of SOEs
Fitri Wiyanti Direktur Operasi Kementerian BUMN
Director of Operation Ministry of SOEs
Bagus Cahya Arinta B. Direktur Human Capital & Transformasi Kementerian BUMN
Director of Human Capital & Transformation Ministry of SOEs
Mohamad Agus Setiawan Direktur Pengembangan Usaha Kementerian BUMN
Director of Business Development Ministry of SOEs
Pramitha Wulanjani Direktur Keuangan dan Manajemen Risiko Kementerian BUMN
Director of Finance and Risk Management Ministry of SOEs
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tugas dan Tanggung Jawab Duties and Responsibilities
Direksi bertugas dan bertanggung jawab melakukan The Board of Directors is tasked with managing the Company
pengurusan Perseroan, dan berwenang untuk mewakili and is authorized to represent the Company both in and
Perseroan baik di dalam maupun di luar pengadilan sebagai out of court as mandated by the Shareholders established
amanat dari Pemegang Saham yang ditetapkan dalam RUPS. in the General Meeting of Shareholders GMS. The Board is
Direksi mempertanggungjawabkan pelaksanaan tugasnya accountable for its duties to the shareholders through the
kepada pemegang saham melalui RUPS. Dalam menjalankan GMS. In carrying out its duties, the Board is responsible for
jabatannya, Direksi memiliki tugas untuk menindaklanjuti following up on audit findings and recommendations from
temuan audit dan rekomendasi hasil pemeriksaan auditor both internal and external auditors. The follow-up actions aim
internal, yang dilakukan oleh Unit Internal Audit maupun auditor to improve the Company’s management to achieve its goals
eksternal. Tindak lanjut yang dilakukan oleh Direksi, bertujuan while adhering to applicable regulations.
untuk perbaikan Perseroan agar kedepannya pengelolaan
Perseroan menjadi lebih baik dan tujuan Perseroan dapat
tercapai dengan tetap mematuhi ketentuan yang berlaku.
Sebagaimana diatur dalam ketentuan yang berlaku, Direksi As stipulated in the relevant regulations, the Board has the
memiliki tugas pokok untuk memimpin dan mengurus primary duty to lead and manage the Company according to
Perseroan sesuai dengan maksud dan tujuan Perseroan, dan its purposes and objectives, and always strive to improve the
senantiasa berusaha meningkatkan efisiensi dan efektivitas efficiency and effectiveness of the Company. The Board is also
Perseroan. Direksi juga diberikan kuasa untuk menguasai, empowered to control, maintain, and manage the Company’s
memelihara, dan mengurus kekayaan Perseroan. Dalam assets. In performing its primary duties, the Board must:
melaksanakan tugas pokoknya, Direksi:
1. Tunduk pada ketentuan peraturan perundang- undangan 1. Comply with applicable laws and regulations, the
yang berlaku, Anggaran Dasar Perseroan dan keputusan Company’s Articles of Association, and decisions of the
RUPS. RUPS.
2. Memperhatikan kepentingan Perseroan sesuai dengan 2. Consider the Company’s interests in line with its
maksud dan tujuan Perseroan serta tidak dimaksudkan purposes and objectives and not for the benefit of
untuk kepentingan pihak dan golongan tertentu. specific individuals or groups.
3. Beritikad baik, berintegritas, profesional, penuh kehati- 3. Act in good faith, with integrity, professionalism,
hatian, dan bertanggung jawab serta menerapkan prudence, and responsibility, and consistently apply
prinsip-prinsip GCG secara konsisten. principles of Good Corporate Governance (GCG).
4. Menjaga kerahasiaan data dan/atau informasi Perseroan. 4. Maintain the confidentiality of the Company’s data and/
or information.
Selain tugas-tugas pokok tersebut, dalam Board Manual juga In addition to these primary duties, the Board Manual also
mencantumkan tugas lain dari Direksi berkaitan dengan: outlines other tasks related to the following areas:
1. Tugas terkait Pemegang Saham/RUPS. 1. Shareholder/RUPS-related tasks.
2. Tugas terkait Strategi dan Rencana Kerja. 2. Strategy and Work Plan-related tasks.
3. Tugas terkait Manajemen Risiko. 3. Risk Management-related tasks.
4. Tugas terkait Pengendalian Internal. 4. Internal Control-related tasks.
5. Tugas terkait Sistem Akuntansi dan Pembukuan. 5. Accounting and Bookkeeping System-related tasks.
6. Tugas terkait Sumber Daya Manusia. 6. Human Resources-related tasks.
7. Tugas terkait Teknologi Informasi. 7. Information Technology-related tasks.
8. Tugas terkait Pengadaan Barang dan Jasa Serta 8. Procurement of Goods and Services and Quality and
Peningkatan Mutu dan Pelayanan. Service Improvement-related tasks.
9. Tugas terkait Penerapan Good Corporate Governance, 9. Implementation of Good Corporate Governance-related
10. Tugas terkait Penyampaian Informasi, Dokumen tasks.
Perseroan dan Pelaporan. 10. Information, Company Documents, and Reporting-
11. Tugas terkait Anak Perusahaan. related tasks.
12. Tugas terkait Hubungan Masyarakat dan Stakeholders 11. Subsidiaries-related tasks.
lainnya. 12. Public Relations and other Stakeholder-related tasks.
13. Tugas lainnya. 13. Other tasks.
Adapun prinsip dasar dalam melaksanakan tugas Direksi The basic principles in carrying out the Board’s duties
adalah sebagai berikut: are as follows:
1. Bertanggung jawab penuh dalam melaksanakan 1. Take full responsibility for performing duties for the
tugasnya untuk kepentingan dan usaha Perseroan dalam Company’s interests and efforts in achieving its purposes
mencapai maksud dan tujuannya. and objectives.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
2. Dalam setiap pengambilan keputusan/tindakan harus 2. In every decision/action, business risks must be
mempertimbangkan risiko usaha. considered.
3. Setiap anggota Direksi bertanggung jawab penuh 3. Each Board member is jointly responsible for any losses
secara tanggung renteng atas kerugian Perseroan yang incurred by the Company due to errors or omissions in
disebabkan oleh kesalahan atau kelalaian anggota performing their duties.
Direksi dalam menjalankan tugasnya.
4. Anggota Direksi tidak dapat mempertanggungjawabkan 4. A member of the Board of Directors cannot be held
atas kerugian Perseroan, apabila yang bersangkutan accountable for the Company’s losses if they can prove
dapat membuktikan bahwa: that:
a. Kerugian tersebut bukan karena kesalahan atau a. The loss was not caused by their fault or negligence;
kelalaiannya;
b. Telah melakukan pengurusan dengan itikad baik b. They have acted with good faith and due diligence
dan kehati-hatian untuk kepentingan dan sesuai for the benefit of the Company and in accordance
dengan maksud dan tujuan Perseroan; with its objectives and purposes;
c. Tidak mempunyai benturan kepentingan baik c. They have no direct or indirect conflict of interest
langsung maupun tidak langsung atas tindakan regarding the management actions that resulted in
pengurusan yang mengakibatkan kerugian; dan the loss; and
d. Telah mengambil tindakan untuk mencegah d. They have taken actions to prevent the continuation
berlanjutnya kerugian tersebut. of the loss.
Hak dan Wewenang Rights and Authorities
Hak dan wewenang Direksi di Perseroan adalah sebagai The rights and authorities of the Board of Directors in the
berikut: Company are as follows:
1. Mewakili Perseroan di dalam dan di luar pengadilan 1. Representing the Company in and out of court
serta melakukan segala tindakan dan perbuatan baik and carrying out all actions and deeds regarding
mengenai pengurusan maupun mengenai pemilikan management and ownership and binding the
serta mengikat Perseroan dengan pihak lain dan/atau Company with other parties and/or other parties
pihak lain dengan Perseroan, serta menjalankan segala with the Company, and carrying out all actions, both
tindakan, baik yang mengenai kepengurusan maupun management and ownership, with limitations set
kepemilikan, dengan pembatasan yang ditetapkan dalam forth in the Company’s Articles of Association and in
Anggaran Dasar Perseroan dan dengan memperhatikan compliance with the prevailing laws and regulations in
peraturan perundang-undangan yang berlaku di bidang the Capital Market sector in Indonesia.
pasar modal di Indonesia.
2. Untuk melakukan tindakan tertentu, Direksi terlebih 2. For certain actions, the Board of Directors must first
dahulu harus mendapat persetujuan tertulis dari Dewan obtain written approval from the Board of Commissioners
Komisaris dan Pemegang Saham Seri A Dwiwarna. and the Series A Dual Color Shareholders.
3. Kecuali ditentukan lain oleh peraturan dan ketentuan 3. Unless otherwise specified by applicable regulations
yang berlaku, beberapa hal yang membutuhkan and provisions, some matters requiring approval from
persetujuan dari Dewan Komisaris dan Pemegang Saham the Board of Commissioners and the Series A Dual Color
Seri A Dwiwarna adalah: Shareholders are:
a. Melepasakan/memindahtangankan dan/atau a. Disposing/transferring and/or mortgaging the
mengagunkan aset Perseroan dengan nilai melebihi Company’s assets with a value exceeding a certain
jumlah tertentu yang ditetapkan oleh Dewan amount determined by the Board of Commissioners,
Komisaris, yaitu sebesar lebih kecil dari Rp100 miliar, which is less than Rp100 billion, except for assets
kecuali aset yang dicatat sebagai persediaan, dengan recorded as inventory, in accordance with the
memperhatikan ketentuan di bidang pasar modal; provisions in the Capital Market sector;
b. Mengadakan kerjasama dengan badan usaha b. Entering into cooperation with other entities or
atau pihak lain, dalam bentuk Kerja Sama Operasi parties, in the form of Operation Cooperation (KSO),
(KSO), Kerja Sama Usaha (KSU), Kerja Sama Lisensi, Business Cooperation (KSU), License Cooperation,
Bangun Guna Serah (Build, Operate and Transfer/ Build Operate and Transfer (BOT), Build Transfer
BOT), Bangun Serah Guna (Build, Transfer and and Operate (BTO), Build Operate and Own (BOO),
Operate/BTO), Bangun Guna Milik (Build, Operate and other agreements with similar nature with a
and Own/BOO) dan perjanjian lain yang mempunyai duration or value exceeding the one set by the
sifat yang sama yang jangka waktunya ataupun Board of Commissioners, which is less than Rp100
nilainya melebihi dari yang ditetapkan oleh Dewan billion and a duration of less than 5 (five) years;
Komisaris, yaitu sebesar lebih kecil dari Rp100
miliar dan jangka waktu kurang dari 5 (lima) tahun;
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
c. Menetapkan dan mengubah logo Perseroan; c. Determining and changing the Company’s logo;
d. Menetapkan struktur organisasi 1 tingkat di bawah d. Establishing the organizational structure one level
Direksi; below the Board of Directors;
e. Melakukan penyertaan modal dengan nilai tertentu e. Making capital injections with a specific value
yang ditetapkan Dewan Komisaris pada Perusahaan determined by the Board of Commissioners into
lain, Anak Perusahaan, dan Perusahaan Patungan other companies, Subsidiaries, and Joint Ventures
yang tidak dalam rangka penyelamatan piutang not intended for debt recovery purposes, in
dengan memperhatikan ketentuan di bidang pasar compliance with the provisions in the Capital
modal dengan nilai < Rp75 miliar; Market sector with a value of < Rp75 billion;
f. Mendirikan Anak Perusahaan dan/atau Perusahaan f. Establishing Subsidiaries and/or Joint Ventures
Patungan dengan nilai tertentu yang ditetapkan with a specific value determined by the Board of
Dewan Komisaris pada perusahaan lain, anak Commissioners in other companies, subsidiaries,
perusahaan, dan perusahaan patungan dengan and joint ventures, in compliance with the
memperhatikan ketentuan di bidang pasar modal, provisions in the Capital Market sector, with a value
dengan nilai < Rp75 miliar; of < Rp75 billion;
g. Mengusulkan wakil Perseroan untuk menjadi calon g. Proposing the Company’s representatives to
anggota Direksi dan Dewan Komisaris pada Anak become candidates for Directors and Commissioners
Perusahaan yang memberikan kontribusi signifikan at Subsidiaries that significantly contribute to the
kepada Perseroan dan/atau bernilai strategis yang Company and/or have strategic value determined
ditetapkan oleh Dewan Komisaris; by the Board of Commissioners;
h. Melepaskan penyertaan modal dengan nilai h. Disposing of capital injections with a specific
tertentu yang ditetapkan Dewan Komisaris, Anak value determined by the Board of Commissioners,
Perusahaan, dan Perusahaan Patungan dengan Subsidiaries, and Joint Ventures, in compliance with
memperhatikan ketentuan di bidang pasar modal the provisions in the Capital Market sector, with a
kurang dari Rp75 miliar; value of < Rp75 billion;
i. Melakukan penggabungan, peleburan, i. Merging, consolidating, acquiring, separating,
pengambilalihan, pemisahan, dan pembubaran and dissolving Subsidiaries and Joint Ventures
Anak Perusahaan dan Perusahaan Patungan dengan with a specific value determined by the Board of
nilai tertentu yang ditetapkan Dewan Komisaris Commissioners, in compliance with the provisions
dengan memperhatikan ketentuan di bidang pasar in the Capital Market sector, with a value of < Rp75
modal dengan nilai < Rp75 miliar; billion;
j. Mengikat Perusahaan sebagai penjamin (borg atau j. Binding the Company as a guarantor (surety or
avalist) dengan nilai tertentu yang ditetapkan avast) with a specific value determined by the
Dewan Komisaris dengan memperhatikan Board of Commissioners, in compliance with the
ketentuan di bidang pasar modal dengan nilai < provisions in the Capital Market sector, with a value
Rp300 miliar; of < Rp300 billion;
k. Menerima pinjaman jangka menengah/panjang dan k. Receiving medium/long-term loans and providing
memberikan pinjaman jangka menengah/ panjang medium/long-term loans with a specific value
dengan nilai tertentu yang ditetapkan Dewan determined by the Board of Commissioners, under
Komisaris dengan memperhatikan ketentuan di the provisions in the Capital Market sector, with a
bidang pasar modal dengan nilai <Rp1 triliun; value of <Rp1 trillion;
l. Memberikan pinjaman jangka pendek/menengah/ l. Providing short/medium/long-term loans that are
panjang yang tidak bersifat operasional, kecuali non-operational, except loans to Subsidiaries, which
pinjaman kepada Anak Perusahaan cukup must be reported to the Board of Commissioners
dilaporkan kepada Dewan Komisaris dengan nilai < with a value of < Rp300 billion;
Rp300 miliar;
m. Menghapuskan terhadap piutang macet dan m. Writing off bad debts and dead stock inventories
persediaan barang mati dalam nilai yang melebihi exceeding the limit set by the Board of
batas yang ditetapkan oleh Dewan Komisaris Commissioners, with a value of < Rp100 billion;
dengan nilai < Rp100 miliar;
n. Melakukan tindakan-tindakan yang termasuk dalam n. Taking actions included in material transactions as
transaksi material sebagaimana ditetapkan oleh determined by the Legal Regulations in the Capital
Peraturan Perundangan di bidang pasar modal Market sector with a specific value determined by
dengan nilai tertentu yang ditetapkan Dewan the Board of Commissioners, unless those actions
Komisaris, kecuali tindakan tersebut termasuk dalam are exempted by the prevailing Legal Regulations
transaksi material yang dikecualikan oleh Peraturan in the Capital Market sector;
Perundangan yang berlaku di bidang pasar modal;
o. Tindakan-tindakan yang belum ditetapkan dalam o. Actions that have not been determined in the RKAP.
RKAP.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
4. Direksi wajib meminta persetujuan RUPS untuk: 4. The Board of Directors must seek approval from the
General Meeting of Shareholders (RUPS) to:
a. Mengalihkan kekayaan Perseroan; atau a. Transfer the Company’s assets; or
b. Menjadikan jaminan utang kekayaan Perseroan, b. Pledge the Company’s assets as debt collateral,
yang merupakan lebih dari 50% (lima puluh which constitutes more than 50% (fifty percent)
persen) jumlah kekayaan bersih Perseroan dalam 1 of the Company’s net assets in 1 (one) or more
(satu) transaksi atau lebih, baik yang berkaitan satu transactions, whether related or not, except as part
sama lain maupun tidak, kecuali sebagai pelaksana of the Company’s business activities.
kegiatan usaha Perseroan. 5. The actions listed below can only be carried out by the
5. Perbuatan-perbuatan di bawah ini hanya dapat dilakukan Board of Directors after receiving written feedback from
oleh Direksi setelah mendapatkan tanggapan tertulis the Board of Commissioners and obtaining approval
dari Dewan Komisaris dan mendapat persetujuan dari from the General Meeting of Shareholders for:
RUPS untuk:
a. Melakukan tindakan-tindakan yang termasuk a. Perform actions that are included in material
dalam transaksi material sebagaimana ditetapkan transactions as stipulated by the prevailing laws
oleh Peraturan Perundangan di bidang pasar and regulations in the Capital Market sector with a
modal dengan nilai di atas 50% (lima puluh value above 50% (fifty per cent) of the Company’s
persen) dari ekuitas Perseroan, kecuali tindakan equity, unless such actions are included in material
tersebut termasuk dalam transaksi material yang transactions that are excluded by the prevailing
dikecualikan oleh Peraturan Perundangan yang laws and regulations in the Capital Market sector;
berlaku di bidang pasar modal;
b. Melakukan transaksi yang mengandung benturan b. Engaging in transactions involving conflicts of
kepentingan sebagaimana ditentukan dalam interest as defined by the prevailing Capital Market
Peraturan Perundangan yang berlaku di pasar Regulations.
modal;
c. Melakukan transaksi lain guna memenuhi Peraturan c. Conducting other transactions to comply with
Perundangan yang berlaku di pasar modal. prevailing Capital Market Regulations.
6. Perbuatan hukum untuk mengalihkan, melepaskan hak 6. Legal acts to transfer, release rights, or pledge debts
atau menjadikan jaminan hutang lebih dari 50% jumlah exceeding 50% of the Company’s net assets in one
kekayaan bersih Perseroan baik dalam satu transaksi atau transaction or several stand-alone or related transactions
beberapa transaksi yang berdiri sendiri ataupun yang must obtain the approval of the General Meeting of
berkaitan satu sama lain harus mendapat persetujuan RUPS Shareholders attended or represented by Shareholders
yang dihadiri atau diwakili para Pemegang Saham yang who own at least ¾ of the total issued shares of the
memiliki sekurang-kurangnya ¾ bagian dari jumlah seluruh Company with valid voting rights and approved by
saham yang telah dikeluarkan Perseroan dengan hak suara more than ¾ of the total valid votes cast at the General
yang sah dan disetujui oleh lebih dari ¾ dari jumlah seluruh Meeting of Shareholders.
suara yang dikeluarkan secara sah dalam RUPS.
Pembagian Tugas Antar Direksi Division of Tasks Among Directors
Setiap anggota Direksi, memiliki tugas dan wewenang Each member of the Board of Directors has their own duties
masing-masing sesuai dengan jabatannya, sebagaimana telah and authorities according to their position, as has been
dilakukan pembagian tugas berdasarkan Keputusan Direksi determined by the Board Resolution No. 91/KPTS/2019
No. 91/KPTS/2019 tanggal 11 September 2019 tentang dated September 11, 2019, regarding the Division of Tasks
Pembagian Tugas dan Wewenang Direksi PT Jasa Marga and Authorities of the Board of Directors of PT Jasa Marga
(Persero) Tbk, pembagian lingkup tugas Direksi Perseroan (Persero) Tbk. The division of the scope of duties of the
diuraikan sebagai berikut: Company’s Directors is outlined as follows:
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pembagian Tugas Antar Direksi
Table of Board of Directors Division Duties
Nama Jabatan Bidang Tugas
Name Position Fields of Duties
Subakti Direktur Utama 1. Mengarahkan perumusan penetapan kebijakan Perseroan berikut kewajiban lainnya sesuai dengan
Syukur President Director kebijakan dalam pencapaian sasaran Perseroan.
2. Mengarahkan penetapan visi, misi, dan tata nilai Perseroan.
3. Penetapan RJPP, RKAP, Laporan Manajemen Perseroan, Laporan Tahunan Perseroan, dan Laporan
Keuangan Konsolidasian.
4. Menetapkan kebijakan strategis bidang manajemen risiko dan memimpin pengendalian Risiko
Perseroan.
5. Mengarahkan pengusahaan serta pengembangan bisnis usaha jalan tol dan usaha lain.
6. Mengarahkan penyiapan rencana dan anggaran serta penyampaian laporan pertanggungjawaban dan
perhitungan hasil usaha Perseroan menurut cara dan waktu yang telah ditetapkan oleh Rapat Umum
Pemegang Saham.
7. Mengarahkan penyelenggaraan aktivitas Perseroan sesuai dengan peraturan perundangan dan
Peraturan Perseroan yang berlaku (zero non-compliance).
8. Mengarahkan pelaksanaan kegiatan audit internal dan audit eksternal serta audit khusus Perseroan.
9. Mengkoordinasikan pelaksanaan kebijakan Direksi yang dilakukan oleh para Direktur dan
mengendalikan tugas pengawasan intern dan para kepala unit pelaksana lainnya.
10. Mengkoordinasikan tugas-tugas lain atas nama Direksi yang telah ditetapkan dalam Anggaran Dasar
Perseroan.
1. Directing the formulation of company policies and other obligations in line with the policies to
achieve the company's objectives.
2. Directing the establishment of the company's vision, mission, and core values.
3. Establishing the Company's RJPP, RKAP, Company Management Report, Company Annual Report, and
Consolidated Financial Statements.
4. Setting the strategic policies in the field of risk management and leading the Company's risk control.
5. Directing the management and development of toll road and other business operations.
6. Directing the preparation of plans and budgets as well as the submission of accountability reports
and business performance calculations according to the method and time determined by the General
Meeting of Shareholders
7. Directing the conduct of the Company's activities in accordance with applicable laws and Company
Regulations (zero non-compliance).
8. Directing the implementation of internal and external audit activities as well as special audits of the
Company.
9. Coordinating the implementation of the Board of Directors’ policies carried out by the Directors and
controlling the internal oversight tasks and other heads of implementing units.
10. Coordinating other tasks on behalf of the Board of Directors as outlined in the Company’s Articles of
Association.
Pramitha Direktur Keuangan 1. Memimpin dan memastikan penyusunan Rencana Jangka Panjang Perusahaan sesuai dengan rencana
Wulanjani dan Manajemen strategis Perseroan.
Risiko 2. Memimpin pemantauan dan evaluasi pelaksanaan program kerja Perseroan dan Anak Perusahaan agar
Director of Finance terintegrasi dan selaras dengan Rencana Strategis Perseroan melalui Kontrak Manajemen, Laporan
and Risk Management Manajemen Korporat dan Rapat Kinerja Korporat.
3. Memimpin dan memastikan kegiatan penyusunan dan pengendalian portofolio investasi keuangan
Perseroan.
4. Memimpin kebijakan dan strategi pengelolaan keuangan serta pendanaan Perseroan dan Optimalisasi
aset, investasi, kredit serta terkait pasar modal untuk mendukung pertumbuhan dan perkembangan
Perseroan.
5. Memimpin kebijakan dan strategi yang berkaitan dengan kewajiban perpajakan untuk memastikan
efisiensi dan efektivitas pemenuhan kewajiban perpajakan sesuai peraturan dan perundang-
undangan yang berlaku.
6. Memimpin kegiatan pengelolaan keuangan Perseroan terlaksana sesuai dengan standar yang berlaku.
7. Memimpin rekonsiliasi pendapatan tol yang dilaksanakan oleh Regional (representative office dan
anak perusahaan) untuk memastikan pendapatan sesuai dengan kegiatan transaksi tol.
8. Memimpin dan memastikan terlaksananya kegiatan pengelolaan pelayanan dan penyelesaian
permasalahan di bidang hukum dapat berjalan sesuai dengan ketentuan perundang-undangan.
9. Memastikan pengendalian keuangan, hukum dan kepatuhan Anak Perusahaan sesuai dengan
ketentuan dan mekanisme yang berlaku dalam pola hubungan Induk dan Anak Perusahaan.
1. Leading and ensuring the preparation of the Company's Long-Term Plan in accordance with the
company's strategic plan.
2. Leading the monitoring and evaluation of the implementation of the Company's work programs and
Subsidiaries to be integrated and aligned with the Company's Strategic Plan through Management
Contracts, Corporate Management Reports, and Corporate Performance Meetings.
3. Leading and ensuring the activities of preparing and controlling the Company's financial investment
portfolio.
4. Leading the policies and strategies for financial management and financing of the Company and
optimizing assets, investments, credits, and related capital markets to support the growth and
development of the Company.
5. Leading policies and strategies related to tax obligations to ensure the efficiency and effectiveness of
tax obligations in accordance with applicable regulations and laws.
6. Leading the Company's financial management activities in accordance with applicable standards.
7. Leading the toll revenue reconciliation activities carried out by the Regionals (Representative Offices
and Subsidiaries) to ensure revenue is in line with toll transaction activities.
8. Leading and ensuring the implementation of service management and problem resolution activities in
the legal field to comply with legal regulations.
9. Ensuring financial, legal, and compliance controls of Subsidiaries are in accordance with applicable
regulations and mechanisms within the Parent-Subsidiary relationship pattern.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pembagian Tugas Antar Direksi
Table of Board of Directors Division Duties
Nama Jabatan Bidang Tugas
Name Position Fields of Duties
Reza Febriano Direktur Bisnis 1. Memastikan kegiatan pengoperasian jalan tol di seluruh ruas regional office, representative office,
Director of Business dan anak perusahaan jalan tol tahap konstruksi- operasi dan tahap operasi terlaksana sesuai dengan
Standar Pelayanan Minimum melalui Service Level Agreement (SLA) yang dikelola sehingga dapat
memberikan pelayanan terhadap pengguna jalan tol.
2. Memimpin dan memastikan pengendalian kinerja dan revenue untuk seluruh ruas jalan tol pada
regional office.
3. Memimpin dan memastikan peningkatan peluang bisnis dalam rangka memaksimalkan pendapatan
Perseroan.
4. Memimpin dan memastikan kegiatan pengelolaan manajemen risiko terkait dengan teknologi
informasi Perseroan serta terkait dengan pengoperasian jalan tol, presevasi, dan peningkatan jalan tol
anak perusahaan jalan tol tahap konstruksi-operasi dan tahap operasi.
1. Ensuring the operation activities of toll roads in all Regional Office areas, Representative Offices
(Branches), and Toll Road Subsidiaries during the construction-operation and operation stages
are carried out in accordance with Minimum Service Standards through managed Service Level
Agreements (SLAs) to provide services to toll road users.
2. Leading and ensuring performance and revenue control for all toll road sections at the Regional
Offices.
3. Leading and ensuring the enhancement of business opportunities to maximize the Company's
revenue.
4. Leading and ensuring risk management activities related to the Company's information technology
and toll road operations, preservation, and improvement of toll roads in Toll Road Subsidiaries during
the construction-operation and operation stages.
Mohamad Direktur 1. Memimpin dan memastikan kegiatan pengembangan bisnis jalan tol terkait rencana bisnis dalam
Agus Setiawan Pengembangan Usaha penyusunan dan pengajuan proposal tender investasi ruas- ruas baru jalan tol dan persiapan akuisisi
Director of Business ruas jalan tol dalam tahap konstruksi;
Development 2. Memimpin dan memastikan kegiatan pengendalian eksekusi investasi jalan tol (tahap persiapan dan
konstruksi) dan pengendalian pembangunan jalan tol (tahap konstruksi-operasi) dan usaha lain tahap
perencanaan, pengembangan dan pengendalian investasi sebelum diperolehnya pendapatan usaha
terlaksana sesuai target;
3. Memimpin dan memastikan kegiatan rekayasa teknik jalan dan lalu lintas dapat terlaksana guna
mendukung ketersediaan rekomendasi strategis Perseroan;
4. Memastikan terlaksananya kegiatan pengelolaan manajemen risiko terkait dengan kebijakan di
bidang pengembangan usaha jalan tol, pengembangan usaha lain bidang related business dan toll
corridor development serta rekayasa teknik jalan dan lalu lintas;
5. Memastikan terlaksananya kegiatan dan kinerja bisnis Anak Perusahaan Jalan Tol (tahap persiapan dan
konstruksi) dan kegiatan pembangunan jalan tol (tahap konstruksi-operasi);
6. Memimpin dan memastikan kegiatan pengelolaan pengembangan usaha lain Perseroan di bidang
related business dan toll corridor development;
7. Memimpin dan memastikan optimalisasi aset jalan tol dan sekitar jalan tol untuk memastikan
keberlangsungan Perseroan dan tercapainya visi dan misi serta sasaran jangka panjang.
1. Leading and ensuring the business development activities of toll roads related to business plans in the
preparation and submission of investment proposals for new toll road sections and the preparation for
toll road section acquisitions in the construction phase.
2. Leading and ensuring the control of toll road investment execution (preparation and construction
stages) and toll road construction control (construction-operation stage) and other efforts in the
planning, development, and investment control stages before business income is obtained to be
implemented according to targets.
3. Leading and ensuring that road and traffic engineering activities are carried out to support the
availability of the Company's strategic recommendations.
4. Ensuring the implementation of risk management activities related to policies in the toll road business
development field, other related business developments, toll corridor development, and road and
traffic engineering.
5. Ensuring the activities and business performance of Toll Road Subsidiaries (preparation and
construction stages) and toll road construction activities (construction-operation stage) are carried
out.
6. Leading and ensuring the management of the Company's other business development activities in
related business fields and toll corridor development.
7. Leading and ensuring the optimization of toll road assets and surrounding areas to ensure the
Company's sustainability and the achievement of long-term vision, mission, and goals.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 521
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Pembagian Tugas Antar Direksi
Table of Board of Directors Division Duties
Nama Jabatan Bidang Tugas
Name Position Fields of Duties
Bagus Cahya Direktur Human 1. Memimpin pengembangan sistem dan prosedur pengelolaan human capital Perseroan.
Arinta B. Capital dan 2. Memimpin dan memastikan implementasi sistem dan prosedur pengelolaan human capital Perseroan.
Transformasi 3. Memastikan terlaksananya kegiatan pengelolaan manajemen risiko terkait kebijakan di bidang
Director of Human pengelolaan human capital.
Capital and 4. Memastikan pengembangan sistem human capital di Anak Perusahaan sesuai dengan ketentuan dan
Transformation mekanisme yang berlaku dalam pola hubungan Induk dan Anak Perusahaan.
5. Memastikan pengelolaan hubungan industrial yang harmonis antara Perseroan dan Karyawan dengan
memperhatikan peraturan dan perundang-undangan yang berlaku.
6. Memastikan pengelolaan human capital untuk meningkatkan kapabilitas Perseroan melalui learning
berbasis teknologi informasi.
7. Memastikan pengembangan dan implementasi budaya Perseroan.
8. Memimpin pelaksanaan transformasi Perseroan.
9. Memastikan pengembangan pengetahuan baru berbasis teknologi informasi (IT Research and
Development) guna menciptakan teknologi, sistem maupun layanan baru guna meningkatkan
kapabilitas Perseroan.
1. Leading the development of human capital management systems and procedures for the Company.
2. Leading and ensuring the implementation of human capital management systems and procedures for
the Company.
3. Ensuring the implementation of risk management activities related to policies in the field of human
capital management.
4. Ensuring the development of human capital systems in Subsidiaries in accordance with the provisions
and mechanisms applicable in the relationship between the Parent and Subsidiary Companies.
5. Ensuring the management of harmonious industrial relations between the Company and Employees in
accordance with applicable regulations and laws.
6. Ensuring human capital management to enhance the Company's capabilities through technology-
based learning.
7. Ensuring the development and implementation of the Company's culture.
8. Leading the implementation of the Company's transformation.
9. Ensuring the development of new knowledge based on information technology (IT Research and
Development) to create new technologies, systems, or services to enhance the Company's capabilities.
Fitri Wiyanti Direktur Operasi 1. Memimpin dan memastikan pengembangan kebijakan strategis di bidang operasional dan preservasi
Director of jalan tol di seluruh lingkungan Perseroan.
Operations 2. Memastikan kegiatan pengoperasian jalan tol meliputi manajemen layanan transaksi tol dan
manajemen lalu lintas dapat terlaksana sesuai dengan Standar Pelayanan Minimum sehingga dapat
memberikan pelayanan terhadap pengguna jalan tol.
3. Memastikan pengamanan layanan transaksi tol dan pengelola pendapatan tol Perseroan;
4. Memimpin dan memastikan penyusunan sistem pengamanan jalan tol yang dapat dilaksanakan sesuai
dengan kebutuhan pengoperasian jalan tol.
5. Memastikan kegiatan preservasi dan peningkatan jalan tol beserta seluruh kelengkapannya dapat
terlaksana sesuai dengan Standar Pelayanan Minimum dari SLA service provider sehingga dapat
memberikan pelayanan terhadap pengguna jalan tol.
6. Memimpin services provider dalam pelaksanaan operasional jalan tol, yang meliputi layanan transaksi,
layanan lalu lintas dan preservasi jalan tol sesuai target yang telah di tetapkan serta sesuai dengan
ketentuan yang berlaku.
7. Memimpin dan memastikan pengelolaan manajemen risiko terkait dengan pengoperasian jalan tol
serta preservasi dan peningkatan jalan tol.
8. Memastikan pengembangan teknologi informasi di bidang operasional dan preservasi jalan tol guna
meningkatkan efisiensi beban operasi dan kapabilitas Perseroan.
9. Memimpin dan memastikan pengelolaan teknologi informasi Perseroan melalui pelaksanaan
masterplan IT untuk enterprise dan business support.
1. Leading and ensuring the development of strategic policies in the field of toll road operations and
preservation throughout the Company's environment.
2. Ensuring toll road operation activities, including toll transaction service management and traffic
management, are carried out in accordance with Minimum Service Standards to provide services to
toll road users.
3. Ensuring the security of toll transaction services and toll revenue management for the Company.
4. Leading and ensuring the development of toll road security systems that can be implemented
according to toll road operational needs.
5. Ensuring toll road preservation and improvement activities, along with all associated components,
are carried out in accordance with the Minimum Service Standards from the SLA service provider to
provide services to toll road users.
6. Leading the service provider in toll road operational activities, including transaction services, traffic
services, and toll road preservation, to achieve set targets and comply with applicable regulations.
7. Leading and ensuring risk management related to toll road operation and toll road preservation
activities.
8. Ensuring the development of information technology in toll road operational and preservation areas
to enhance operational efficiency and the Company's capabilities.
9. Leading and ensuring the management of the Company's information technology through the
implementation of an IT master plan for enterprise and business support.
522 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Rapat-rapat yang Dihadiri oleh Direksi Meetings Attended by the Board of
Directors
Uraian mengenai kebijakan dan pelaksanaan frekuensi rapat Description of the policy and implementation of the
Direksi, rapat Dewan Komisaris bersama Direksi dan tingkat frequency of Board of Directors meetings, meetings of the
kehadiran anggota Direksi dalam rapat tersebut termasuk Board of Commissioners with the Board of Directors, and
kehadiran dalam RUPS, dapat dilihat pada Sub Bab mengenai the attendance rate of Board members in these meetings
Rapat Dewan Komisaris dan Direksi. including attendance at the General Meeting of Shareholders,
can be found in the Subsection on Meetings of the Board of
Commissioners and Directors.
Program Pengenalan Perseroan bagi The Company’s Orientation Program for
Anggota Direksi Baru New Directors
Proses yang dilakukan setelah pengangkatan pengurus Proses yang dilakukan setelah pengangkatan pengurus baru
baru melalui RUPS adalah diselenggarakannya Program melalui RUPS adalah diselenggarakannya Program The process
Pengenalan bagi Pengurus yang baru diangkat. Hal ini conducted after the appointment of new executives through the
sebagaimana tercantum dalam Bab III. F. 1. Board Manual, RUPS is the organization of an Orientation Program for newly
Perseroan wajib melaksanakan kegiatan program pengenalan appointed executives. As stated in Chapter III. F. 1. of the Board
Perseroan, setiap kali terjadi pengangkatan anggota Direksi Manual, the Company is obligated to conduct the orientation
baru. dalam waktu selambat-lambatnya 3 (tiga) bulan sejak program every time there is an appointment of new Directors,
pengangkatannya. Program Pengenalan dilaksanakan dengan within a maximum of 3 (three) months from their appointment.
tujuan memperkenalkan Perseroan secara komprehensif The Orientation Program aims to comprehensively introduce
kepada anggota Direksi yang baru diangkat, sehingga the Company to the newly appointed Directors, providing
didapatkan pemahaman awal yang cukup terkait Perseroan. them with sufficient initial understanding of the Company.
Pengetahuan yang didapatkan oleh anggota Direksi baru The knowledge gained by the new Directors in the orientation
dalam program pengenalan berperan penting demi kelancaran program plays a crucial role in the smooth and effective
dan efektivitas pelaksanaan tugas dan kewajibannya. execution of their duties and responsibilities.
Materi Program Pengenalan bagi Pengurus baru di antaranya The content of the Orientation Program for new executives
mencakup profil Perseroan, pengenalan tentang proses includes the Company’s profile, an introduction to Jasa
bisnis Jasa Marga, pencapaian Perseroan, penerapan sistem Marga’s business processes, the Company’s achievements,
manajemen dan tata kelola perusahaan. and the implementation of management systems and
corporate governance.
Sehubungan dengan tidak terdapatnya perubahan susunan In connection with the absence of changes in the composition
Pengurus Perseroan yang menyebabkan perubahan komposisi of the Company’s Board of Directors which resulted in changes
Direksi, maka untuk tahun 2024 tidak dilaksanakan program in the composition of the Board of Directors, no introduction
pengenalan Perseroan bagi Direksi. Program pengenalan program for the Board of Directors was conducted in 2024.
Perseroan bagi Direksi, telah dilaksanakan untuk komposisi The Company’s introduction program for the Board of
Direksi yang sama pada tanggal 13 Februari 2023. Directors was held for the same composition of the Board of
Directors on February 13, 2023.
Pengembangan Kompetensi Competency Development
Dalam rangka meningkatkan pengetahuan dan kompetensi In order to enhance the knowledge and competence of the
para anggota Direksi, dan memastikan wawasan profesional, board members, and ensure that their professional insights,
kompetensi serta kemampuan kepemimpinan para anggota competencies, and leadership abilities can evolve in line
Direksi dapat berkembang selaras dengan perkembangan with current industry developments, the Company provides
industri terkini, Perseroan memberikan pelatihan kepada training to each board member. The training/education
setiap anggota Direksi. Program pelatihan/pendidikan yang programs attended by the board members throughout
diikuti oleh para Direksi sepanjang tahun 2024 dapat dilihat the year 2024 can be found in the Board Competency
pada bagian Pengembangan Kompetensi Direksi di Bab Profil Development section in the Company Profile chapter within
Perusahaan di dalam buku Laporan Tahunan ini. this Annual Report.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 523
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kebijakan Rangkap Jabatan Policy on Concurrent Positions
Setiap anggota Direksi dilarang untuk merangkap jabatan, hal Each member of the Board of Directors is prohibited from
ini sebagaimana diatur dalam Anggaran Dasar Perseroan Pasal holding concurrent positions, as stipulated in the Company’s
11 ayat (28), yang mengatur sebagai berikut: Articles of Association Article 11 paragraph (28), which
regulates as follows:
1. Anggota Direksi pada Badan Usaha Milik Negara, Badan 1. Members of the Board of Directors in State-Owned
Usaha Milik Daerah, Badan Usaha Milik Swasta; Enterprises, Regional-Owned Enterprises, Private-
Owned Enterprises;
2. Anggota Dewan Komisaris dan/atau Dewan Pengawas 2. Members of the Board of Commissioners and/or
pada Badan Usaha Milik Negara; Supervisory Board in State-Owned Enterprises;
3. Jabatan struktural dan fungsional lainnya pada instansi/ 3. Other structural and functional positions in central and
lembaga Pemerintah Pusat dan Daerah; regional government agencies/institutions;
4. Pengurus partai politik, anggota Dewan Perwakilan 4. Political party officials, members of the People’s
Rakyat (DPR), Dewan Perwakilan Daerah (DPD), Dewan Representative Council (DPR), Regional Representative
Perwakilan Rakyat Daerah (DPRD) Tingkat I, dan DPRD Council (DPD), Regional People’s Representative Council
Tingkat II dan/atau kepala daerah/wakil kepala daerah; (DPRD) Level I, and DPRD Level II or regional heads/
deputy regional heads;
5. Menjadi calon/anggota DPR, DPD, DPRD Tingkat I, dan 5. Becoming a candidate/member of DPR, DPD, DPRD Level
DPRD Tingkat II atau calon kepada daerah/wakil kepala I, and DPRD Level II or candidate for regional heads/
daerah; deputy regional heads;
6. Jabatan lain yang dapat menimbulkan benturan 6. Other positions that may cause conflicts of interest; and/
kepentingan; dan/atau or
7. Jabatan lainnya sesuai dengan ketentuan dalam 7. Other positions as stipulated in the regulations.
peraturan perundangan.
Tabel Rangkap Jabatan Direksi Tahun 2024
Table of Concurrent Positions of Directors in 2024
Jabatan Pada Perusahaan/
Nama Jabatan Instansi Lain Nama Perusahaan/Instansi Lain
Name Position Position in Other Company/ Name of Other Company/Instance
Instance
Subakti Syukur Direktur Utama • Ketua Umum • Asosiasi Jalan Tol Indonesia
President Director • Staf Khusus Ketua • Persatuan Olahraga Dayung Seluruh
Umum Indonesia
• Ketua Bidang Investasi II • Himpunan Pengembangan Jalan
• Chairman Indonesia
• Special Staff of the • Indonesian Toll Road Association
General Chairman • All Indonesia Rowing Sports
• Chairman of Investment Association
II • Indonesian Road Development
Association
Reza Febriano Direktur Bisnis Komisaris PT Jasamarga Transjawa Tol
Director of Business Commissioner
Fitri Wiyanti Direktur Operasi Tidak memiliki rangkap -
Director of Operation jabatan
No concurent position
Bagus Cahya Arinta B Direktur Human Capital & Tidak memiliki rangkap -
Transformasi jabatan
Director of Human Capital & No concurent position
Transformation
Mohamad Agus Direktur Pengembangan Usaha Tidak memiliki rangkap -
Setiawan Director of Business jabatan
Development No concurent position
Pramitha Wulanjani Direktur Keuangan dan Tidak memiliki rangkap -
Manajemen Risiko jabatan
Director of Finance and Risk No concurent position
Management
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Keputusan dan Pelaksanaan Tugas Direksi Decisions and Execution of Directors’
Duties
Sepanjang tahun 2024, Direksi telah membuat sejumlah Throughout the year 2024, the Board of Directors has made
keputusan, rekomendasi dan pelaksanaan penting, antara lain several decisions, recommendations, and implementations,
sebagai berikut : including but not limited to the following:
1. Kaji Ulang dan Pemenuhan Aspek Manajemen Risiko 1. Review and Fulfillment of Risk Management Aspects and
Serta Penyusunan Contingency Plan sesuai Implementasi Preparation of Contingency Plan in accordance with the
Peraturan Menteri BUMN No. PER-2/MBU/03/2023. Implementation of the Ministry of SOEs Regulation No.
PER-2/MBU/03/2023.
2. Perjanjian Kerja Bersama (PKB) 2024-2026. 2. 2024-2026 Collective Labor Agreement (PKB).
3. Tunjangan Hari Raya Keagamaan Tahun 2024. 3. Religious Holiday Allowance for 2024.
4. Pemantauan Arus Lalu Lintas Libur Panjang Tahun 2024. 4. Monitoring of Traffic Flow During Long Holiday in 2024.
5. Program Beasiswa Internal Dalam Negeri Tahun 2024. 5. 2024 Domestic Internal Scholarship Program.
6. Kesetaraan Stratifikasi Kelompok Jabatan Struktural Jasa 6. Equality of Stratification for Structural Positions within
Marga Grup. the Jasa Marga Group.
7. Daftar Hitam Penyedia Barang dan Jasa Tahun 2023 di 7. Blacklist of Goods and Services Providers in 2023 within
Lingkungan Jasa Marga. the Jasa Marga Environment.
8. Jasa Marga Innovation Competition. 8. Jasa Marga Innovation Competition.
9. Penghargaan Pengabdian Karyawan di Lingkungan Jasa 9. Employee Service Awards within the Jasa Marga
Marga Periode 01 Maret 2023-29 Februari 2024. Environment for the period of March 1, 2023 - February
29, 2024.
10. Penghargaan kepada Pensiunan Jasa Marga Periode 01 10. Awards for Retired Employees of Jasa Marga for the
Maret 2023-29 Februari 2024. period of March 1, 2023 - February 29, 2024.
11. Organisasi dan Uraian Jabatan Regional. 11. Organization and Job Descriptions for Regional Units.
12. Jasa Marga Performance Development. 12. Jasa Marga Performance Development.
13. Prosedur Pedoman Aksi Korporasi di Lingkungan Jasa 13. Corporate Action Guidelines and Procedures within the
Marga. Jasa Marga Environment.
14. Visi Misi Perusahaan. 14. The Company Vision and Mission.
15. Kompensasi Bulanan Bagi Karyawan Tetap. 15. Monthly Compensation for Permanent Employees.
16. Peraturan Cuti Karyawan. 16. Employee Leave Regulations.
17. Insentif Ramadhan, Pemberian Konsumsi Makan Sahur 17. Ramadan Incentives, Provision of Sahur and Iftar Meals,
dan Berbuka Puasa serta Konsumsi Hari Raya Idul Fitri and Eid al-Fitr Holiday Meals for Employees on Shift
Kepada Karyawan yang Bekerja dengan Pola Shift. Schedules.
18. Jaminan Pemeliharaan Kesehatan Karyawan dan 18. Health Insurance for Employees and their Families.
Keluarga Karyawan. 19. Bereavement Benefits for Employees and their Families.
19. Santunan Kedukaan Kepada Karyawan dan Keluarga 20. Office Sports and Arts Activities Development Body at
Karyawan. Jasa Marga Headquarters.
20. Badan Pembina Kegiatan Olah Raga dan Kesenian Kantor 21. Jasa Marga Anti-Bribery Management System (SMAP)
Pusat Jasa Marga. Manual.
21. Manual Sistem Manajemen Anti Penyuapan (SMAP) Jasa 22. Anti-Corruption/Anti-Fraud Ambassadors within Jasa
Marga. Marga.
22. Duta Anti Korupsi/Anti Fraud di Lingkungan Jasa Marga. 23. Champion Team for the Independent Control Testing
23. Tim Champion atas Pelaksanaan Tinjauan Pengujian Review as part of the implementation of SNI ISO 37001
Kontrol Mandiri dalam Rangka Penerapan SNI ISO 37001 Anti-Bribery Management System (SMAP).
Sistem Manajemen Anti Penyuapan (SMAP).
24. Rekrutmen dan Seleksi Karyawan Tahun 2024. 24. 2024 Employee Recruitment and Selection.
25. Pengelolaan Program Purna Karya. 25. Management of Retirement Programs.
26. Tim Satuan Tugas Jasa Marga Siaga Operasional Hari 26. Jasa Marga Operational Readiness Task Force for Eid al-
Raya Idul Fitri 1445 H Fitr 1445 H.
27. Pedoman Tata Kelola Terintegrasi Konglomerasi Jasa 27. Integrated Governance Guidelines for the Jasa Marga
Marga. Conglomerate.
28. Pedoman Perilaku (Code of Conduct) Jasa Marga. 28. Jasa Marga Code of Conduct.
29. Roadmap Environment, Social & Governance (ESG) Jasa 29. Jasa Marga 2024 Environment, Social & Governance
Marga Tahun 2024. (ESG) Roadmap.
30. Standar Operasional Prosedur Pemberian Dana 30. Standard Operating Procedure for Granting Sponsorship
Sponsorship dan/atau Sumbangan di Lingkungan Jasa Funds and/or Donations within the Jasa Marga
Marga. Environment.
31. Pembagian Tugas dan Wewenang Direksi Jasa Marga. 31. Division of Duties and Authorities for Jasa Marga’s Board
of Directors.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
32. Organisasi dan Uraian Jabatan di Lingkungan Jasa Marga. 32. Organization and Job Descriptions within the Jasa Marga
Environment.
33. Penetapan Fine Tuning untuk Rumusan Kenaikan Gaji 33. Setting Fine Tuning for Basic Salary Increase Formulation
Pokok Tahun 2024. in 2024.
34. Prosedur Penyelesaian Piutang pada Program Pendanaan 34. Debt Collection Procedure for Micro and Small Business
Usaha Mikro dan Usaha Kecil (PUMK). Funding Program (PUMK).
35. Motivational Reward Tahunan Karyawan Tahun Buku 35. Annual Motivational Reward for Employees for the 2023
2023. Financial Year.
36. Pembagian Dividen Jasa Marga Tahun Buku 2023. 36. Distribution of Dividends for Jasa Marga in the 2023
Financial Year.
37. Employee Well-Being Policy (EWP) di Lingkungan Jasa 37. Employee Well-Being Policy (EWP) within the Jasa Marga
Marga. Environment.
38. Roadster Sportivo. 38. Sportivo Roadster.
39. Pedoman Sistem Peringatan Dini Pengaturan Lalu Lintas 39. Early Warning System Guidelines for Traffic Management
di Jalan Tol. on Toll Roads.
40. Tim Audit Internal Atas Penerapan Sistem Manajemen 40. Internal Audit Team for the Implementation of the Anti-
Anti Penyuapan (SMAP). Bribery Management System (ABMS).
41. Fasilitas Daycare di Lingkungan Kantor Pusat Jasa Marga. 41. Daycare Facility at Jasa Marga Headquarters.
42. Jasa Marga Impactful Akhlak Program Competition 2024. 42. Jasa Marga Impactful Akhlak Program Competition 2024.
43. Jasa Marga Akhlak Festival Tahun 2024. 43. Jasa Marga Akhlak Festival 2024.
44. Peraturan Perjalanan Dinas. 44. Business Travel Regulations.
45. Human Capital Information System (HCIS). 45. Human Capital Information System (HCIS).
46. Pedoman Pengamanan Aset Milik Perusahaan dan Aset 46. Asset Protection Guidelines for Company and State-
Milik Negara di Lingkungan Jasa Marga. Owned Assets within the Jasa Marga Environment.
47. Aplikasi JM-Click dan Human Capital Analytic. 47. JM-Click Application and Human Capital Analytics.
48. Rencana Kerja dan Anggaran Perusahaan Tahun 2025. 48. Work Plan and Budget for the 2025 Fiscal Year.
49. Apresiasi Kompetisi Inovasi Indonesian Conference and 49. Appreciation for the Innovation Competition at
Competition Occupational Health & Safety the Indonesian Conference and Competition for
Occupational Health & Safety.
50. Risk Maturity Index. 50. Risk Maturity Index.
51. Update Model Lalu Lintas Jasa Marga Grup. 51. Jasa Marga Group Traffic Model Update.
52. Audit Internal Implementasi Sistem Manajemen SNI ISO 52. Internal Audit of the Implementation of SNI ISO
9001:2015 (Mutu), ISO 48001-2018 (K3) 14001:2015 9001:2015 (Quality), ISO 48001-2018 (OHS), ISO
(Lingkungan) dan SMK3 Kantor Pusat Jasa Marga Tahun 14001:2015 (Environment), and SMK3 at Jasa Marga
2024. Headquarters for 2024.
53. Struktur P2K3 Kantor Pusat Jasa Marga Tahun 2024. 53. P2K3 Structure at Jasa Marga Headquarters for 2024.
54. Program Beasiswa Internal Luar Negeri Tahun 2024. 54. 2024 Internal Scholarship Program for Overseas Studies.
55. Risk Management Award Tahun 2024. 55. 2024 Risk Management Award.
56. Kebijakan Anti Penyuapan Jasa Marga. 56. Jasa Marga Anti-Bribery Policy.
57. Komite Tanggung Jawab Sosial dan Lingkungan (TJSL) 57. Social and Environmental Responsibility Committee
Periode 2024-2025 di Lingkungan Jasa Marga Grup. (TJSL) for the 2024-2025 Period within the Jasa Marga
Group.
58. Kebijakan Audit Internal Jasa Marga. 58. Jasa Marga Internal Audit Policy.
59. Whistleblowing System Jasa Marga. 59. Jasa Marga Whistleblowing System.
60. Peringatan Hari Ulang Tahun (HUT) Ke-79 Kemerdekaan 60. Commemoration of the 79th Independence Day
Republik Indonesia (RI) Tahun 2024. Anniversary of the Republic of Indonesia (RI) in 2024.
61. Tim Inovasi dan Peninjau Temu Karya Mutu dan 61. Innovation and Review Team for the National Quality and
Produktivitas Nasional Tahun 2024. Productivity Workshop 2024.
62. Multi-Lane Free Flow (MLFF). 62. Multi-Lane Free Flow (MLFF).
63. Daftar Informasi Publik Jasa Marga. 63. Jasa Marga Public Information List.
64. Daftar Informasi Dikecualikan Jasa Marga. 64. Jasa Marga Excluded Information List.
65. Kajian terkait Human Capital Jasa Marga. 65. Study Related to Jasa Marga Human Capital.
66. Rekreasi Karyawan. 66. Employee Recreation.
67. Konsep Area of Expertise. 67. Concept of Area of Expertise.
68. Audit Umum Laporan Keuangan Tahun Buku 2024. 68. General Audit of Financial Statements for the 2024 Fiscal
Year.
69. Standar Operasional Prosedur Pengendalian Pelaksanaan 69. Standard Operating Procedure for Controlling
Kontruksi di Lingkungan Jasa Marga. Construction Implementation within the Jasa Marga
Environment.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
70. Annual Report dan Sustainability Report Tahun Buku 70. Annual Report and Sustainability Report for the 2024
2024 Jasa Marga. Fiscal Year of Jasa Marga.
71. Kebijakan Tata Kelola Teknologi Informasi dan Data Jasa 71. Jasa Marga Information Technology and Data Governance
Marga. Policy.
72. Pedoman Manajemen Data di Lingkungan Jasa Marga. 72. Data Management Guidelines within the Jasa Marga
Environment.
73. Pedoman Pelindungan Data Pribadi di Lingkungan Jasa 73. Personal Data Protection Guidelines within the Jasa
Marga. Marga Environment.
74. Tata Kelola Data di Lingkungan Jasa Marga Grup. 74. Data Governance within the Jasa Marga Group.
75. Jasamarga Learning Festival Tahun 2024. 75. Jasa Marga Learning Festival 2024.
76. Kebijakan dan Pedoman Manajemen Risiko Terintegrasi 76. Policy and Guidelines for Integrated Risk Management
di Lingkungan Jasa Marga. within the Jasa Marga Environment.
77. Standar Operasional Prosedur Kerja Sama Lini Bisnis 77. Standard Operating Procedure for Prospective Business
Prospektif di Lingkungan Jasa Marga. Line Cooperation within the Jasa Marga Environment.
78. Tim Satuan Tugas Jasa Marga Siaga Operasional Hari 78. Jasa Marga Task Force Team for Operational Readiness
Raya Natal Tahun 2024 dan Tahun Baru 2025. during Christmas 2024 and New Year 2025.
79. Pedoman Pengelolaan Keterikatan. 79. Guidelines for Managing Affiliation.
Pengelolaan Benturan Kepentingan Conflict of Interest Management
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities, the Board
Direksi dapat terjadi berhadapan dengan kondisi benturan of Directors may encounter situations involving conflicts of
kepentingan. Demi menjaga menjaga independensi dan interest. To maintain independence and professionalism,
profesionalisme, maka setiap anggota Direksi harus menganut each member of the Board of Directors must adhere to the
etika sebagai berikut: following ethics:
1. Mematuhi peraturan perundang-undangan yang berlaku, 1. Comply with applicable laws and regulations, the Articles
Anggaran Dasar, dan Pedoman GCG serta kebijakan- of Association, and GCG Guidelines as well as Company
kebijakan Perseroan yang telah ditetapkan. policies that have been established.
2. Mengambil sikap, pendapat dan tindakan harus 2. Formulate attitudes, opinions, and actions based on
didasarkan atas unsur obyektivitas, profesional dan objectivity, professionalism, and independence for the
independen demi kepentingan Perseroan yang seimbang balanced interests of the Company and stakeholders.
dengan kepentingan para pemangku kepentingan.
3. Menjalankan tugas dan kewajibannya dengan 3. Fulfill their duties and obligations by prioritizing the
menempatkan kepentingan Direksi secara keseluruhan, overall interests of the Board over personal interests.
di atas kepentingan pribadi.
4. Selama menjabat, Anggota Direksi tidak diperkenankan 4. While serving, Board Members are not allowed to:
untuk:
a. Mengambil peluang bisnis Perseroan, selain gaji dan a. Board Member determined by the General Meeting
fasilitas yang diterimanya sebagai Anggota Direksi of Shareholders, for their own benefit, family,
yang ditentukan oleh RUPS, untuk kepentingan dirinya business group, and/or other parties.
sendiri, keluarga, kelompok usahanya dan/atau pihak
lain.
b. Memanfaatkan jabatan bagi kepentingan pribadi b. Utilize their position for personal interests or for
atau bagi kepentingan orang atau pihak lain yang the interests of individuals or parties that conflict
bertentangan dengan kepentingan Perseroan. with the Company’s interests.
c. Menggunakan aset Perseroan, informasi Perseroan atau c. Use Company assets, information, or their position
jabatannya selaku Anggota Direksi untuk kepentingan as Board Members for personal interests or the
pribadi ataupun orang lain, yang bertentangan dengan interests of others, which contradict the provisions
ketentuan peraturan perundang-undangan serta of laws and regulations as well as Company policies.
kebijakan Perseroan yang berlaku.
d. Berkompetisi dengan Perseroan yaitu menggunakan d. Competing with the Company is using inside
pengetahuan/informasi dari dalam (inside information) information to gain benefits for interests other than
untuk mendapatkan keuntungan bagi kepentingan the Company’s interests.
selain kepentingan Perseroan.
e. Merangkap jabatan lain yang dapat menimbulkan e. Hold other positions that may directly conflict with
benturan kepentingan secara langsung dengan the Company and/or contravene applicable laws
Perseroan dan/atau yang bertentangan dengan and regulations.
ketentuan peraturan perundang-undangan yang
berlaku.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 527
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
f. Memberikan atau menawarkan, atau menerima baik f. Offer or accept, directly or indirectly, rewards,
langsung ataupun tidak langsung imbalan dan/ atau gifts, grants, or entertainment in any form from
hadiah, dan/atau hibah dan/atau sumbangan dan/atau parties with business relationships or competitors
entertainment dalam bentuk apapun dari pihak yang of the Company, aimed at obtaining information or
memiliki hubungan bisnis atau pesaing Perseroan, something not permitted by applicable laws and
yang bertujuan untuk mendapatkan informasi, atau regulations, or to influence them to perform or not
sesuatu hal yang tidak dibenarkan oleh ketentuan perform certain actions related to their position/
perundang-undangan yang berlaku, atau untuk role.
mempengaruhinya untuk melakukan dan/atau tidak
melakukan suatu hal berkaitan dengan kedudukan/
jabatannya.
g. Memberikan dan menerima hadiah, bingkisan, g. Give and receive gifts, hampers, bouquets, and
parsel, karangan bunga dan bentuk pemberian other forms of gifts on religious holidays or other
lainnya pada hari raya keagamaan maupun hari- hari specific occasions to officials/employees within the
besar/tertentu lainnya kepada pejabat/ pegawai di Government agencies and/or parties with business
lingkungan instansi Pemerintah dan/ atau pihak relationships.
yang memiliki hubungan bisnis.
5. Menjaga kerahasiaan informasi-informasi Perseroan 5. Maintain the confidentiality of Company information that
yang bersifat rahasia yang dipercayakan kepadanya is confidential and entrusted to them under applicable
sesuai ketentuan peraturan perundang-undangan yang laws and regulations.
berlaku.
6. Menghindari setiap aktivitas yang dapat mempengaruhi 6. Avoid any activities that may affect their independence
independensinya dalam melaksanakan tugas. in carrying out their duties.
7. Melakukan pengungkapan dalam hal terjadi benturan 7. Disclose any conflicts of interest, and the concerned
kepentingan, dan Anggota Direksi yang bersangkutan Board Member must not be involved in the Company’s
tidak boleh melibatkan diri dalam proses pengambilan decision-making process related to such matters.
keputusan Perseroan yang berkaitan dengan hal tersebut.
8. Mematuhi peraturan perundang-undangan yang 8. Comply with applicable laws and regulations, including
berlaku, termasuk dengan tidak melibatkan diri pada refraining from engaging in insider trading to obtain
perdagangan orang dalam (insider trading) untuk personal gain.
memperoleh keuntungan pribadi.
Kepemilikan Saham Direksi Share Ownership by the Board of Directors
Informasi mengenai kepemilikan saham oleh anggota Direksi Information regarding the share ownership by members of
dapat dilihat pada Bab Profil Perusahaan dalam Laporan the Board of Directors can be found in the Company Profile
Tahunan ini. section of this Annual Report.
Penilaian Kinerja Komite di Bawah Direksi Performance Assessment of Committees
dan Dasar Penilaiannya under the Board of Directors and Basis for
Assessment
Direksi Jasa Marga memiliki 2 (dua) Komite di bawah Direksi, The Board of Directors of Jasa Marga has 2 (two) Committees
yaitu: Komite Manajemen Risiko dan Komite Pengarah under the Board of Directors, namely: Risk Management
Teknologi Informasi yang membantu pelaksanaan tugas Committee and Information Technology Steering Committee
Direksi. Atas kinerja Komite Manajemen Risiko dan Komite that assist the implementation of the duties of the Board
Pengarah Teknologi Informasi di tahun 2024, Direksi menilai of Directors. On the performance of the Risk Management
bahwa kedua Komite tersebut telah menjalankan tugas dan Committee and Information Technology Steering Committee
tanggung jawabnya dengan baik dan telah memberikan in 2024, the Board of Directors assesses that both Committees
sejumlah rekomendasi dan saran kepada Direksi terkait have carried out their duties and responsibilities well and
impelementasi manajemen risiko dan pengembangan TI di have provided a number of recommendations and suggestions
Perseroan. to the Board of Directors regarding the implementation of risk
management and IT development in the Company.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Di tahun 2024, Komite Manajemen Risiko telah membantu In 2024, the Risk Management Committee assisted the Board
Direksi dalam menyempurnakan kebijakan dan pedoman of Directors in refining the company’s risk management
manajemen risiko Perseroan dengan melakukan review policies and guidelines by reviewing the company’s risk
terhadap sistem manajemen risiko Perseroan yang management system, which was aligned with the Ministry of
diselaraskan dengan Peraturan Menteri BUMN No. PER-2/ State-Owned Enterprises Regulation No. PER-2/MBU/03/2023
MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan on Governance Guidelines and Significant Corporate Activities
Korporasi Signifikan Badan Usaha Milik Negara beserta of State-Owned Enterprises, along with the technical
dengan Petunjuk Teknis turunannya dengan terbitnya instructions and the issuance of the Joint Decree of the
Keputusan Bersama Dewan Komisaris dan Direksi No. KEP- Board of Commissioners and Board of Directors No. KEP-183/
183/XI/2024 dan No. 227/KPTS/2024 tentang Kebijakan XI/2024 and No. 227/KPTS/2024 regarding the Integrated
dan Pedoman Manajemen Risiko Terintegrasi di Lingkungan Risk Management Policy and Guidelines within PT Jasa Marga
PT Jasa Marga (Persero) Tbk tanggal 12 November 2024. (Persero) Tbk, dated November 12, 2024. Additionally, the
Selain itu Komite Manajemen Risiko juga telah melakukan Risk Management Committee also conducted a review of the
review terhadap risiko-risiko strategis beserta kriterianya strategic risks and their criteria that the company might face,
yang mungkin dihadapi oleh Perseroan beserta dengan along with monitoring their realization and reviewing the
pemantauan realisasinya dan melakukan review terhadap results of the risk maturity index measurement (Risk Maturity
hasil pengukuran indeks kematangan risiko (Risk Maturity Index) within the company.
Index) di lingkungan Perseroan.
Sedangkan Komite Pengarah Teknologi Informasi di tahun In 2024, the Information Technology Steering Committee
2024 telah melakukan beberapa arahan terkait program provided guidance on several work programs, including the
kerja yaitu Penyusunan Business Continuity Plan (BCP), preparation of the Business Continuity Plan (BCP), updates
Pembaharuan Pengelolaan Situs Web Perseroan, Implementasi to the Company’s Website Management, implementation of
Business Process Management (BPM), Aplikasi Arsip, Rencana Business Process Management (BPM), Archival Applications,
Strategis Teknologi Informasi (RSTI), serta Peraturan Turunan the Information Technology Strategic Plan (RSTI), and the
Permen BUMN No. PER-2/MBU/2023 Tahun 2023 terkait derivative regulations of Ministry of State-Owned Enterprises
Information Technology. Regulation No. PER-2/MBU/2023 of 2023 related to
Information Technology.
Prosedur Penilaian Kinerja Komite di Bawah Procedure for Assessing the Performance of
Direksi Committees under the Board of Directors
Prosedur penilaian kinerja Komite di bawah Direksi dilakukan The procedure for evaluating the performance of committees
dengan mengevaluasi pelaksanaan tugas dan tanggung under the Board of Directors is conducted by evaluating the
jawabnya berdasarkan tujuan pembentukan masing-masing execution of their duties and responsibilities based on the
Komite. Dalam hal prosedur penilaian kinerja Komite di Bawah objectives of each committee’s formation. In terms of the
Direksi, Direksi akan menilai kinerja dari Komite tersebut assessment procedure for the performance of committees
sesuai dengan tugas pokok dan fungsi serta pertimbangan under the Board of Directors, the Board will assess the
atas sejumlah rekomendasi pengambilan keputusan yang performance of these committees according to their core
diberikan kepada Direksi sesuai ketentuan yang berlaku. tasks and functions, as well as considering a number of
decision-making recommendations provided to the Board in
accordance with applicable provisions.
Kriteria Penilaian Kinerja Komite di Bawah Criteria for Assessing the Performance of
Direksi Committees under the Board of Directors
Adapun kriteria penilaian kinerja Komite di bawah Direksi The criteria for assessing the performance of committees
didasari oleh pemenuhan tugas dan tanggung jawab dari under the Board of Directors are based on the fulfillment of
setiap Komite di bawah Direksi sesuai dengan maksud dan the duties and responsibilities of each committee under the
tujuan pembentukannya. Board of Directors in accordance with their intended purpose
and objectives.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Mekanisme Pemberhentian dan Mechanism of Dismissal and Resignation of
Pengunduran Diri Direksi Directors
Anggota Direksi dapat diberhentikan sementara waktu oleh Directors may be temporarily suspended by the Board of
Dewan Komisaris dengan menyebutkan alasannya, apabila Commissioners stating the reasons, if the director acts
anggota Direksi tersebut bertindak bertentangan dengan contrary to the Articles of Association or there are indications
Anggaran Dasar atau terdapat indikasi melakukan tindakan of actions detrimental to the Company or neglecting their
yang merugikan Perseroan atau melalaikan kewajibannya duties, or if there are urgent reasons for the Company,
atau terdapat alasan yang mendesak bagi Perseroan, dengan considering the following provisions:
memperhatikan ketentuan-ketentuan sebagai berikut:
1. Anggota Direksi sewaktu-waktu dapat diberhentikan 1. Directors may be dismissed at any time based on a
berdasarkan keputusan RUPS dengan menyebutkan General Meeting of Shareholders (RUPS) decision stating
alasannya. the reasons.
2. Alasan pemberhentian Anggota Direksi sebagaimana 2. The dismissal of Directors may occur if, based on facts,
dimaksud dilakukan apabila berdasarkan kenyataan, the respective Director, among others:
Anggota Direksi yang bersangkutan antara lain:
a. Tidak/kurang dapat memenuhi kewajibannya yang a. Fails/is unable to fulfill obligations agreed upon in
telah disepakati dalam kontrak manajemen. the management contract.
b. Tidak dapat menjalankan tugasnya dengan baik. b. Cannot perform their duties effectively.
c. Melanggar ketentuan Anggaran Dasar dan/atau c. Violates the provisions of the Articles of Association
peraturan perundangan. and/or legislation.
d. Terlibat dalam tindakan yang merugikan Perseroan d. Is involved in actions detrimental to the Company
dan/atau negara. and/or the state.
e. Melakukan tindakan yang melanggar etika dan/ e. Engages in actions that violate ethics and/or
atau kepatutan yang seharusnya dihormatisebagai decency that should be respected as a Director.
Direksi.
f. Dinyatakan bersalah dengan keputusan Pengadilan f. Is convicted by a court decision that has legal force.
yang mempunyai kekuatan hukum yang tetap.
g. Mengundurkan diri. g. Resigns.
h. Alasan lainnya yang dinilai tepat oleh RUPS demi h. Other reasons deemed appropriate by the RUPS for
kepentingan dan tujuan Perseroan. the interests and objectives of the Company.
3. Keputusan pemberhentian karena alasan sebagaimana 3. Dismissal decisions for the reasons mentioned are made
dimaksud diambil setelah yang bersangkutan diberi after the individual has been given the opportunity to
kesempatan untuk membela diri, kecuali nomor 2 huruf defend themselves, except for numbers2, letter f, and g.
f dan g.
4. Pemberhentian karena alasan sebagaimana dimaksud 4. Dismissal for reasons mentioned in number 2, letters d,
pada nomor 2 huruf d dan f merupakan pemberhentian and f constitutes dismissal dishonorably.
dengan tidak hormat.
5. Antara para Anggota Direksi dan antara Anggota Direksi 5. There should be no consanguineous family relationship
dengan Anggota Dewan Komisaris tidak boleh ada up to the third degree between Directors and between
hubungan keluarga sedarah sampai dengan derajat Directors and Members of the Board of Commissioners,
ketiga, baik menurut garis lurus maupun garis ke samping either by direct or collateral line or by affinity (son/
atau hubungan semenda (menantu atau ipar). daughter-in-law or brother/sister-in-law).
6. Dalam hal terjadi keadaan sebagaimana dimaksud 6. In the event of circumstances as mentioned in number 5,
pada nomor 5, RUPS berwenang memberhentikan salah the RUPS has the authority to dismiss one of them.
seorang di antara mereka.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengunduran Diri Anggota Direksi Resignation of Board Members
1. Seorang Anggota Direksi dapat mengundurkan diri dari 1. A Board Member may resign from their position before
jabatannya sebelum masa jabatannya berakhir. Dalam hal their term expires. In the event that a Board Member
terdapat Anggota Direksi yang mengundurkan diri, maka resigns, they must submit a written resignation letter
Anggota Direksi yang bersangkutan wajib menyampaikan regarding their intention to the Company.
permohonan pengunduran diri secara tertulis mengenai
maksudnya tersebut kepada Perseroan.
2. Perseroan wajib menyelenggarakan RUPS untuk 2. The Company is required to convene a General Meeting
memutuskan permohonan pengunduran diri Anggota of Shareholders (RUPS) to decide on the resignation
Direksi paling lambat 90 (sembilan puluh) hari setelah request of the Board Member no later than 90 (ninety)
diterimanya surat pengunduran diri tersebut. days after receiving the resignation letter.
3. Perseroan wajib melakukan keterbukaan informasi 3. The Company must disclose this information to the
kepada masyarakat dan menyampaikan kepada OJK public and report it to the Financial Services Authority
paling lambat 2 (dua) hari kerja setelah: (OJK) no later than 2 (two) working days after:
a. Diterimanya permohonan pengunduran diri Direksi a. Receiving the resignation request from the Board of
sebagaimana dimaksud dalam huruf a, dan; Directors as referred to in point a, and;
b. Hasil penyelenggaraan RUPS sebagaimana b. The results of the convening of the RUPS as referred
dimaksud dalam huruf a. to in point a.
4. Sebelum pengunduran diri berlaku efektif, Anggota 4. Before the resignation becomes effective, the resigning
Direksi yang bersangkutan tetap berkewajiban Board Member is still obligated to fulfill their duties
menyelesaikan tugas dan tanggung jawabnya sesuai and responsibilities in accordance with the Articles of
dengan Anggaran Dasar dan peraturan perundangan. Association and applicable regulations.
5. Direksi yang mengundurkan diri baru bebas dari 5. A resigning Director is only released from their
tanggung jawab setelah memperoleh pembebasan responsibilities after obtaining a discharge from the
tanggung jawab dari RUPS Tahunan. Annual General Meeting of Shareholders.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Penilaian Kinerja Dewan Komisaris dan Direksi
Assessment on Board of Commissioners and Board of Directors
Performance
Perseroan telah menetapkan mekanisme penilaian kinerja The company has established a performance assessment
bagi Dewan Komisaris dan Direksi, yang penilaiannya mechanism for the Board of Commissioners and the Board
didasarkan pada Key Performance Indicator (KPI) dan GCG of Directors, which is based on Key Performance Indicators
Assessment. Penilaian terhadap Dewan Komisaris dan Direksi (KPIs) and Good Corporate Governance (GCG) Assessment.
merupakan tahap evaluasi atas kinerja Dewan Komisaris dan The assessment of the Board of Commissioners and the Board
Direksi untuk periode tahun penilaian. of Directors is a stage of evaluating their performance for the
assessment period.
Penilaian Kinerja Dewan Komisaris Performance assessment of the Board of
Berdasarkan KPI Commissioners based on Key Performance
Indicators
Setiap tahun, Dewan Komisaris menetapkan program Every year, the Board of Commissioners establishes the
kerja tahunan Dewan Komisaris, dan juga menetapkan Key annual work program of the Board of Commissioners and also
Performance Indicators (KPI) sebagai tolak ukur pencapaian sets Key Performance Indicators (KPIs) as benchmarks for
kinerja Dewan Komisaris. Capaian atas KPI merupakan objek assessing the performance of the Board of Commissioners.
penilaian yang menentukan pencapaian kinerja Dewan Achievement against KPIs is the subject of assessment that
Komisaris selama satu tahun. determines the performance of the Board of Commissioners
for one year.
Berdasarkan program kerja tahunan yang disusun oleh Dewan Based on the annual work program prepared by the Board
Komisaris tersebut, dijadwalkan penyelenggaraan rapat-rapat of Commissioners, the holding of meetings is scheduled,
yaitu Rapat Dewan Komisaris dan Rapat Koordinasi Dewan namely Board of Commissioners Meetings and Coordination
Komisaris dengan Direksi, kunjungan-kunjungan kerja yaitu Meetings between the Board of Commissioners and the Board
kunjungan kerja ke Kantor Regional dan Anak Perusahaan of Directors, as well as field visits, such as visits to Regional
baik pada proyek-proyek jalan tol baru, maupun yang sedang Offices and Subsidiaries, both in new toll road projects and
dalam tahap konstruksi. those under construction.
KPI Dewan Komisaris terdiri dari 8 (delapan) perspektif dan The Board of Commissioners’ KPIs consist of 8 (eight)
15 (lima belas) indikator/parameter penilaian kinerja Dewan perspectives and 15 (fifteen) performance evaluation
Komisaris. indicators/parameters for the Board of Commissioners.
Prosedur Pelaksanaan dan Pihak yang The Procedure of Implementation and Parties
Melakukan Penilaian Conducting Evaluation
Penilaian kinerja Dewan Komisaris dilakukan berdasarkan The performance evaluation of the Board of Commissioners is
pedoman self assessment kinerja Dewan Komisaris conducted based on the guidelines for self-assessment of the
yang ditetapkan dalam Keputusan Dewan Komisaris No. Board of Commissioners performance established in Board of
125/X/2019 tanggal 18 Oktober 2019 tentang Penetapan Commissioners Decision No. 125/X/2019 dated October 18,
Revisi Sistem self assessment Kinerja Dewan Komisaris PT Jasa 2019, concerning the Revision of the Self-Assessment System
Marga (Persero) Tbk. Penilaian kinerja dimaksud dilaksanakan of the Board of Commissioners of PT Jasa Marga (Persero) Tbk.
setiap akhir Triwulan, termasuk setiap akhir Triwulan The performance evaluation is carried out at the end of each
IV menjelang akhir tahun buku untuk penilaian 1 (satu) quarter, including at the end of the fourth quarter before the
tahun buku secara keseluruhan. Hasil penilaian dimaksud end of the fiscal year for the evaluation of the entire fiscal
disampaikan kepada Pemegang Saham Seri A Dwiwarna. year. The results of the assessment are communicated to the
Series A Dwiwarna Shareholders.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kriteria Penilaian Kinerja Dewan Komisaris Criteria for assessing the performance of the
Board of Commissioners
KPI Dewan Komisaris mencakup perspektif penilaian kinerja The performance assessment criteria for the Board of
sebagai berikut: Commissioners include the following perspectives:
1. Rapat Umum Pemegang Saham (RUPS). 1. General Meeting of Shareholders (GMS).
2. Pengawasan terhadap Direksi atas Implementasi 2. Supervision of the Board of Directors’ implementation of
Rencana dan Kebijakan Perseroan. the company’s plans and policies.
3. Pengawasan terhadap pelaksanaan kebijakan 3. Supervision of the implementation of the subsidiary
pengelolaan Anak Perusahaan. management policies.
4. Persetujuan atas Rancangan RJPP dan RKAP yang 4. Approval of the Draft Long-Term Plan (RJPP) and Annual
disampaikan Direksi. Work Plan and Budget (RKAP) submitted by the Board of
Directors.
5. Penetapan faktor-faktor yang dibutuhkan untuk 5. Determining the factors required to support the
mendukung pelaksanaan tugasnya. execution of their duties.
6. Penyelenggaraan Rapat Dewan Komisaris yang efektif 6. Organizing effective Board of Commissioners meetings
dan menghadirinya. and attending them.
7. Pemberian arahan kepada Direksi atas implementasi 7. Providing guidance to the Board of Directors on the
rencana dan kebijakan Perseroan. implementation of the company’s plans and policies.
8. Pemantauan untuk memastikan bahwa Prinsip GCG telah 8. Monitoring to ensure that the principles of Good
diterapkan dengan efektif dan berkelanjutan. Corporate Governance (GCG) have been applied
effectively and sustainably.
Hasil Penilaian KPI Dewan Komisaris
The Results of the Board of Commissioners’ KPI Assessment
Tabel Hasil Penilaian KPI Dewan Komisaris Tahun 2024
Table of Board of Commissioners KPI Assessment Results for 2024
Nilai KPI
Perspektif dan Indikator Kinerja Bobot KPI Point
No.
Perspective and Performance Indicator Weight Target Realisasi
Target Realization
1. RUPS 18,5% 0,925 0,925
GMS
2. Pengawasan Terhadap Direksi atas Implementasi Rencana 17,0% 0,850 0,850
dan Kebijakan Perseroan
Supervision of the Board of Directors over the
Implementation of Company Plans and Policies
3. Pengawasan Terhadap Pelaksanaan Kebijakan Pengelolaan 3,0% 0,150 0,150
Anak Perusahaan
Supervision of the Implementation of Subsidiary
Management Policies
4. Pemberian Persetujuan atas Rancangan RJPP dan RKAP 17,5% 0,875 0,875
yang Disampaikan Direksi
Granting Approval of the Draft RJPP and RKAP Submitted
by the Board of Directors
5. Penetapan Faktor-faktor yang Dibutuhkan untuk 2,5% 0,125 0,125
Mendukung Pelaksanaan Tugasnya
Determination of Factors Needed to Support the
Implementation of Duties
6. Penyelenggaraan Rapat Dewan Komisaris yang Efektif dan 5,0% 0,250 0,250
Menghadirinya
Organizing and Attending Effective Board of Commissioners
Meetings
7. Pemberian Arahan kepada Direksi atas Implementasi 20,0% 1,000 1,000
Rencana dan Kebijakan Perseroan
Providing Direction to the Board of Directors on the
Implementation of the Company's Plans and Policies
8. Pemantauan untuk Memastikan bahwa Prinsip GCG Telah 16,5% 0,825 0,825
Diterapkan dengan Efektif dan Berkelanjutan
Monitoring to Ensure that GCG Principles Have Been
Implemented Effectively and Sustainably
Jumlah 100,0% 5,000 5,000
Total
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Berdasarkan hasil self assessment dapat disimpulkan bahwa Based on the self-assessment results, it can be concluded
kinerja pengawasan dan pemberian nasihat Dewan Komisaris that the supervisory and advisory performance of the Board
kepada Direksi dalam mengelola dan mengembangkan of Commissioners to the Board of Directors in managing and
Perseroan pada tahun buku 2024 telah dilaksanakan dengan developing the Company in the fiscal year 2024 has been
sangat baik. carried out very well.
Sesuai dengan pedoman self assessment kinerja Dewan In accordance with the self-assessment guidelines for the
Komisaris, hasil penilaian kinerja Dewan Komisaris tahun Board of Commissioners’ performance, the performance
2024 secara self assessment adalah sebesar 5,0 atau 100% evaluation results for the Board of Commissioners in 2024,
sesuai dengan target yang ditetapkan untuk tahun 2024 yaitu based on the self-assessment, are 5.0 or 100%, in line with
5,0. Skor tersebut dipertahankan dari tahun sebelumnya, the target set for 2024, which is 5.0. This score was maintained
dimana skor tahun lalu untuk aspek Dewan Komisaris adalah from the previous year, where the score for the Board of
5,0 atau 100%. Commissioners’ aspect last year was also 5.0 or 100%.
Tindak Lanjut Rekomendasi Asesmen GCG Follow-up on Recommendations from the
Dewan Komisaris Tahun 2023 2023 GCG Assessment for the Board of
Commissioners
Sedangkan, berdasarkan self-assessment GCG tahun 2023, Meanwhile, based on the 2023 GCG self-assessment, the
pada aspek Dewan Komisaris mendapatkan rekomendasi Board of Commissioners received 5 (five) recommendations,
sebanyak 5 (lima) yang pada tahun 2024 telah ditindaklanjuti, all of which have been followed up in 2024. As per the
sesuai rekomendasi sebanyak 5 (lima) telah selesai recommendations, all 5 (five) have been successfully
ditindaklanjuti. Pembahasan tindak lanjut rekomendasi self addressed. A detailed discussion on the follow-up actions
assessment GCG pada aspek Dewan Komisaris tahun 2023 for the 2023 GCG self-assessment recommendations for the
dapat dilihat pada bagian Tindak Lanjut atas Rekomendasi Board of Commissioners can be found in the section “Follow-
Hasil Asesmen GCG Tahun 2023. up on Recommendations from the 2023 GCG Assessment
Results.”
Penilaian Kinerja Direksi Berdasarkan KPI Performance Evaluation of the Board
of Directors Based on Key Performance
Indicators (KPIs)
Penilaian atas kinerja Direksi termasuk Direktur Utama The performance evaluation of the Board of Directors,
dilakukan dengan menggunakan metode self assessment, yang including the Chief Executive Officer, is conducted using the
dilakukan setiap akhir tahun, dan hasil penilaian disampaikan self-assessment method, which is carried out at the end of
kepada Pemegang Saham dalam RUPS. each year. The evaluation results are then presented to the
shareholders during the Annual General Meeting (RUPS).
Prosedur Pelaksanaan Penilaian Kinerja Direksi Procedure for Conducting Performance
dan Pihak yang Melakukan Penilaian Evaluation of the Board of Directors and Parties
Involved in the Evaluation
Prosedur Pelaksanaan Penilaian Direksi termasuk Direktur The procedure for conducting the performance evaluation
Utama melalui KPI dilakukan berdasarkan Kontrak Manajemen of the Board of Directors, including the President Director,
yang telah disahkan oleh Dewan Komisaris. through Key Performance Indicators (KPIs) is carried out
based on the Management Contract that has been approved
by the Board of Commissioners.
Kriteria Penilaian KPI Direksi Criteria for Evaluating Key Performance
Indicators (KPIs) of the Board of Directors
Kriteria evaluasi kinerja Direksi termasuk Direktur Utama The performance evaluation criteria for the Board of Directors,
berdasarkan KPI dibagi ke dalam beberapa perspektif, yaitu: including the Chief Executive Officer, based on KPIs, are
divided into several perspectives:
1. Nilai Ekonomi dan Sosial untuk Indonesia; 1. Economic and Social Value for Indonesia;
2. Inovasi Model Bisnis; 2. Business Model Innovation;
3. Kepemimpinan Teknologi; 3. Technological Leadership;
4. Peningkatan Investasi; dan 4. Investment Growth; and
5. Pengembangan Talenta. 5. Talent Development.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Hasil Penilaian KPI Direksi Tahun 2024 The Results of the Board of Directors’ KPI
Evaluation for the Year 2024
Penilaian kinerja Direksi termasuk Direktur Utama untuk The performance evaluation of the Board of Directors,
tahun 2024 telah dilakukan berdasarkan kriteria penilaian including the Chief Executive Officer, for the year 2024 has
dan proses sebagaimana diuraikan di atas dengan hasil been conducted based on the outlined evaluation criteria and
sebagai berikut: processes, with the following results:
Hasil Penilaian KPI Direksi (Termasuk Direktur Utama) Tahun 2024
Results of the KPI Assessment of the Board of Directors (Including the President Director) for 2024
Prespektif dan Indikator Kinerja Bobot
No. Target Audited 2024
Perspectives and Performance Indicators Weight
1. Nilai Ekonomi dan Sosial untuk Indonesia
50 50 53,67
Economic and Social Value for Indonesia
2. Inovasi Model Bisnis
15 15 14,73
Business Model Innovation
3. Kepemimpinan Teknologi
13 13 14,30
Technology Leadership
4. Peningkatan Investasi
7 7 7,26
Investment Growth
5. Pengembangan Talenta
15 15 13,78
Talent Development
Jumlah
100 100 103,74
Total
Tindak Lanjut Rekomendasi Asesmen GCG Follow-up on Recommendations from the 2023
Direksi Tahun 2023 GCG Assessment for the Board of Directors
Berdasarkan self assessment GCG tahun 2023, pada aspek Based on the 2023 GCG self-assessment, the Board of Directors
Direksi mendapatkan sebanyak 7 (tujuh) rekomendasi yang received a total of 7 (seven) recommendations, of which 3
pada tahun 2024 telah ditindaklanjuti sebanyak 3 (tiga) (three) recommendations were followed up in 2024 according
sesuai rekomendasi dan 4 (empat) dalam proses pemenuhan to the recommendations, and 4 (four) recommendations are
tindak lanjut. currently in the process of being fulfilled.
Pembahasan tindak lanjut rekomendasi asesmen GCG pada Further discussion on the follow-up of recommendations
aspek Direksi tahun 2023 dapat dilihat pada sub bab Tindak from the 2023 GCG assessment for the Board of Directors
Lanjut atas Rekomendasi Hasil Asesmen GCG Tahun 2023. aspect can be found in the subsection titled Follow-up on
Recommendations from the 2023 GCG Assessment.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Rapat Dewan Komisaris dan Direksi
Board of Commissioners and Board of Directors Meetings
Rapat Dewan Komisaris Meetings of the Board of Commissioners
Sesuai dengan Peraturan Otoritas Jasa Keuangan No. 33/ According to the Financial Services Authority Regulation No.
POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten 33/POJK.04/2014 regarding the Board of Directors and Board
atau Perusahaan Publik dan sesuai dengan Anggaran Dasar PT of Commissioners of Publicly Listed Companies and under
Jasa Marga (Persero)Tbk. Pasal 16, bahwa Dewan Komisaris Article 16 of the Articles of Association of PT Jasa Marga
wajib mengadakan rapat paling kurang 1 (satu) kali dalam (Persero) Tbk., which mandates the Board of Commissioners
2 (dua) bulan, serta mengadakan rapat koordinasi Dewan to hold meetings at least once every 2 (two) months and
Komisaris dengan Direksi secara berkala, paling kurang 1 to conduct coordination meetings between the Board of
(satu) kali dalam 4 (empat) bulan. Commissioners and the Board of Directors regularly, at least
once every 4 (four) months.
Rencana Rapat Dewan Komisaris Tahun Rencana Rapat Dewan Komisaris Tahun
2024 2024
Dewan Komisaris telah menyusun jadwal rencana Rapat The Board of Commissioners has prepared a schedule of
Dewan Komisaris, untuk rapat yang wajib dilaksanakan planned Board of Commissioners Meetings, for meetings
sepanjang tahun 2024. Ada pun jadwal rencana rapat Dewan that must be held throughout 2024. The schedule of planned
Komisaris tahun 2024 adalah sebagai berikut: Board of Commissioners meetings in 2024 is as follows:
Tabel Rencana Jadwal Rapat Dewan Komisaris Tahun 2024
Table of Board of Commissioners Meeting Schedule Plan in 2024
Bulan Tanggal Rapat
Month Meeting Date
Januari/January 16/01/2024
Februari/February 20/02/2024
Maret/March 19/03/2024
April/April 16/04/2024
Mei/May 21/05/2024
Juni/June 19/06/2024
Juli/July 16/07/2024
Agustus/August 13/08/2024
September/September 17/09/2024
Oktober/October 15/10/2024
November/November 19/11/2024
Desember/December 17/12/2024
Sedangkan untuk Rencana Agenda Rapat Dewan Komisaris Meanwhile, the 2024 Board of Commissioners Meeting
Tahun 2024, sebagai berikut: Agenda Plan is as follows:
1. Laporan Pelaksanaan Tugas Pengawasan Dewan 1. Report on the Implementation of Supervisory Duties of
Komisaris. the Board of Commissioners.
2. Program Kerja Dewan Komisaris 2. Board of Commissioners Work Program
3. Usulan dan Realisasi RKAP. 3. Proposal and Realization of RKAP.
4. Usulan dan Realisasi Key Performance Indicators (KPI). 4. Proposed and Realized Key Performance Indicators (KPI).
5. Struktur Organisasi. 5. Organizational structure.
6. Laporan Komite. 6. Committee Report.
7. Aksi Korporasi. 7. Corporate Action.
8. Pengawasan Atas Talent Management. 8. Supervision of Talent Management.
9. Rencana Jangka Panjang Perusahaan (RJPP). 9. Company Long Term Plan (RJPP).
10. Laporan Bulanan Progres Fisik Investasi. 10. Monthly Report on Physical Investment Progress.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
11. Laporan Manajemen. 11. Management Report.
12. Review Atas Governance Soft Structure. 12. Review of Governance Soft Structure.
13. Pengawasan Atas Kepatuhan Terhadap Peraturan 13. Supervision of Compliance with Applicable Laws and
Perundang-undangan yang Berlaku Regulations
14. Proses Bisnis Saat Ini dan ke Depan. 14. Current and Future Business Processes.
15. Audit Internal dan Eksternal. 15. Internal and External Audit.
Sepanjang tahun 2024, Dewan Komisaris Jasa Marga Throughout 2024, the Jasa Marga Board of Commissioners
melakukan rapat sebanyak 20 (dua puluh) kali dengan held 20 (twenty) meetings with various agendas as follows:
berbagai agenda sebagai berikut:
1. Usulan RKAP 2024. 1. Proposal of the 2024 RKAP (Corporate Work and Budget
Plan).
2. Pelaksanaan Fungsi Pengawasan dan Pemberian Nasihat 2. Implementation of Oversight Function and Advisory by
oleh Dewan Komisaris Tahun 2023. the Board of Commissioners in 2023.
3. KPI Kolegial dan Remunerasi dalam RKAP 2024. 3. Kolegial KPI and Remuneration in the 2024 RKAP.
4. Struktur Organisasi Pemenuhan Peraturan Menteri Badan 4. Organizational Structure Compliance with the Minister
Usaha Milik Negara No. PER-2/MBU/03/2023. of State-Owned Enterprises Regulation No. PER-2/
MBU/03/2023.
5. Laporan Komite Nominasi dan Remunerasi terkait 5. Nomination and Remuneration Committee Report on
Nominated Talent Jasa Marga. Nominated Talent at Jasa Marga.
6. Aksi Korporasi Investasi/Divestasi di Anak Perusahaan. 6. Corporate Action on Investment/Divestment in
Subsidiaries.
7. Usulan Direksi Anak Perusahaan. 7. Proposal from the Board of Directors of Subsidiaries.
8. Laporan Komite Nominasi dan Remunerasi terkait 8. Nomination and Remuneration Committee Report
Pembentukan dan Susunan Komite Tata Kelola on the Formation and Composition of the Integrated
Terintegrasi dan Piagam Komite Tata Kelola Terintegrasi. Governance Committee and its Charter.
9. Amandemen Perjanjian Pengusahaan Jalan Tol (PPJT). 9. Amendment to Toll Road Operating Agreement (PPJT).
10. Pedoman Tata Kelola Terintegrasi Konglomerasi Jasa 10. Integrated Governance Guidelines for Jasa Marga
Marga. Conglomerate.
11. Equity Financing PT Jasamarga Transjawa Tol. 11. Equity Financing for PT Jasamarga Transjawa Toll.
12. Rencana Jangka Panjang Perusahaan (RJPP) 2025-2029. 12. Long-Term Corporate Plan (RJPP) 2025-2029.
13. Rencana Kerja Komite Tata Kelola Terintegrasi Jasa 13. Work Plan of the Integrated Governance Committee at
Marga. Jasa Marga.
14. Laporan Bulanan Progres Fisik Investasi. 14. Monthly Progress Report on Physical Investment.
15. Anak Perusahaan: Laporan Keuangan, Daftar Aset, RKAP 15. Subsidiary Reports: Financial Statements, Asset List,
2024, Struktur Organisasi dan Jumlah Karyawan. 2024 RKAP, Organizational Structure, and Employee
Count.
16. Laporan Manajemen Semester 1 2024. 16. Management Report for the First Semester of 2024.
17. Komite Nominasi dan Remunerasi. 17. Nomination and Remuneration Committee.
18. Review Strategi Organisasi Tahun 2024 Jasa Marga. 18. Review of Jasa Marga’s 2024 Organizational Strategy.
19. Pandangan terhadap Rantai Nilai dan Proses Bisnis 19. View on the Company’s Value Chain and Business
Perseroan. Processes.
20. Kesesuaian struktur organisasi dan fungsi terhadap 20. Alignment of Organizational Structure and Functions
Inisiatif Strategis RJPP. with RJPP Strategic Initiatives.
21. Model operasi (pembagian peran) dan fungsi shared 21. Operating Model (role distribution) and Shared Services
services. Functions.
22. Aspirasi untuk struktur organisasi ke depan. 22. Aspirations for the Future Organizational Structure.
23. Review Board Manual Jasa Marga. 23. Review of Jasa Marga’s Board Manual.
24. Fasilitas Bantuan Hukum. 24. Legal Assistance Facilities.
25. Kepatuhan Pengelolaan dan Pertanggungjawaban 25. Compliance with Financial Management and
Keuangan Jasa Marga, Anak Perusahaan dan Instansi Accountability at Jasa Marga, its Subsidiaries, and
Terkait. Related Entities.
26. Audit Internal 2024 dan Tindak Lanjut ICOFR. 26. Internal Audit 2024 and Follow-up on ICOFR (Internal
Control over Financial Reporting).
27. Pemenuhan Organ Pengelola Risiko Anak Perusahaan 27. Compliance with Risk Management Organs in
berdasarkan Peraturan Menteri BUMN No. PER-02/ Subsidiaries based on the Ministry of SOEs Regulation
MBU/03/2023. No. PER-02/MBU/03/2023.
28. RKAP 2025. 28. RKAP 2025 (Corporate Work and Budget Plan for 2025).
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 537
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Adapun tingkat kehadiran anggota Dewan Komisaris dalam The attendance rate of Board of Commissioners members
Rapat Dewan Komisaris, termuat dalam tabel berikut: in the Board of Commissioners meetings is detailed in the
following table:
Tabel Kehadiran Anggota Dewan Komisaris Pada Rapat Dewan Komisaris Tahun 2024
Table of Attendance of Members of the Board of Commissioners at the 2024 Board of Commissioners Meeting
Mohammad Chandra Abdul Seppalga M. Raja
Marsetio
Zainal Fatah Wijaya Rachman Ahmad Roskanedi Erizman
Jumlah Rapat dalam
Setahun
20
Number of Meetings in
a Year
Jumlah Rapat yang Wajib
Dihadiri 20 20 20 20 20 20 20
Total Mandatory Meeting
Jumlah Rapat yang
Dihadiri
19 16 18 17 15 17 17
Number of Meetings
Attended
Presentase Kehadiran
95% 80% 90% 85% 75% 85% 85%
Attendance Percentage
Rata-Rata
85%
Average
Rapat Direksi Meetings of the Board of Directors
Sebagaimana diatur dalam Anggaran Dasar Perseroan, Direksi As stipulated in the Company’s Articles of Association
wajib mengadakan Rapat Direksi secara berkala paling the Board of Directors is required to hold Board meetings
kurang 1 (satu) kali dalam setiap bulan. Rapat Direksi juga regularly, at least once every month. Board meetings can
dapat diadakan setiap waktu apabila dipandang perlu oleh also be held at any time if deemed necessary by one or
seorang atau lebih anggota Direksi atau atas permintaan more Directors or upon a written request from one or more
tertulis dari seorang atau lebih anggota Dewan Komisaris. members of the Board of Commissioners. The rules regarding
Aturan mengenai pelaksanaan Rapat Direksi juga diatur dalam the conduct of Board meetings are also regulated in Financial
Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 Services Authority Regulation No. 33/POJK.04/2014
tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan regarding the Board of Directors and Board of Commissioners
Publik yang mengatur bahwa Direksi diwajibkan melakukan of Publicly Listed Companies, which mandates that the Board
rapat sekurang-kurangnya 1 (satu) kali dalam 1 (satu) bulan. of Directors must hold meetings at least once every month.
Rencana Rapat Direksi
Board of Directors Meeting Agenda
Direksi telah menyusun jadwal rencana Rapat Direksi, untuk
rapat yang wajib dilaksanakan sepanjang tahun 2024. Rapat The Board of Directors has scheduled a plan for Board
Direksi terdiri dari Rapat Mingguan yang dilaksanakan sekali meetings that must be conducted throughout the year 2024.
dalam sepekan, Rapat Triwulanan yang dilaksanakan sekali The Board meetings consist of Weekly Meetings held once a
dalam 3 (tiga) bulan, Rapat Semesteran yang dilaksanakan week, Quarterly Meetings held once every 3 (three) months,
sekali dalam 6 bulan dan Rapat Tahunan yang dilaksanakan Semi-Annual Meetings held once every 6 months, and Annual
sekali dalam setahun Ada pun jadwal rencana rapat dan Meetings held once a year. The planned schedule and agenda
agenda rapat Direksi tahun 2024 adalah sebagai berikut: for the Board meetings in 2024 are as follows:
538 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 539
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Rencana Jadwal Rapat Direksi Tahun 2024
Table of Board of Directors Meeting Schedule Plan for 2024
Bulan Minggu Tanggal Rapat
Month Week Meeting Date
Januari Minggu Pertama 02/01/2024
January First Week
Minggu Kedua 09/01/2024
Second Week
Minggu Ketiga 16/01/2024
Third Week
Minggu Keempat 23/01/2024
Fourth Week
Minggu Kelima 30/01/2024
Fifth Week
Februari Minggu Pertama 06/02/2024
February First Week
Minggu Kedua 13/02/2024
Second Week
Minggu Ketiga 20/02/2024
Third Week
Minggu Keempat 27/02/2024
Fourth Week
Maret Minggu Pertama 05/03/2024
March First Week
Minggu Kedua 13/03/2024
Second Week
Minggu Ketiga 19/03/2024
Third Week
Minggu Keempat 26/03/2024
Fourth Week
April Minggu Pertama 04/04/2024
April First Week
Minggu Kedua 11/04/2024
Second Week
Minggu Ketiga 18/04/2024
Third Week
Mei Minggu Pertama 02/05/2024
May First Week
Minggu Kedua 16/05/2024
Second Week
Minggu Ketiga 23/05/2024
Third Week
Minggu Keempat 30/05/2024
Fourth Week
Juni Minggu Pertama 07/06/2024
June First Week
Minggu Kedua 14/06/2024
Second Week
Minggu Ketiga 21/06/2024
Third Week
Minggu Keempat 28/06/2024
Fourth Week
Juli Minggu Pertama 04/07/2024
July First Week
Minggu Kedua 11/07/2024
Second Week
Minggu Ketiga 19/07/2024
Third Week
Minggu Keempat 25/07/2024
Fourth Week
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 539
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Rencana Jadwal Rapat Direksi Tahun 2024
Table of Board of Directors Meeting Schedule Plan for 2024
Bulan Minggu Tanggal Rapat
Month Week Meeting Date
Agustus Minggu Pertama 02/08/2024
August First Week
Minggu Kedua 09/08/2024
Second Week
Minggu Ketiga 16/08/2024
Third Week
Minggu Keempat 23/08/2024
Fourth Week
Minggu Kelima 30/08/2024
Fifth Week
September Minggu Pertama 03/09/2024
September First Week
Minggu Kedua 10/09/2024
Second Week
Minggu Ketiga 17/09/2024
Third Week
Minggu Keempat 24/09/2024
Fourth Week
Oktober Minggu Pertama 01/10/2024
October First Week
Minggu Kedua 08/10/2024
Second Week
Minggu Ketiga 15/10/2024
Third Week
Minggu Keempat 22/10/2024
Fourth Week
Minggu Kelima 29/10/2024
Fifth Week
November Minggu Pertama 05/11/2024
November First Week
Minggu Kedua 12/11/2024
Second Week
Minggu Ketiga 19/11/2024
Third Week
Minggu Keempat 26/11/2024
Fourth Week
Desember Minggu Pertama 03/12/2024
December First Week
Minggu Kedua 10/12/2024
Second Week
Minggu Ketiga 17/12/2024
Third Week
Minggu Keempat 24/12/2024
Fourth Week
Minggu Kelima 31/12/2024
Fifth Week
540 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 541
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Rencana Agenda Rapat Direksi Tahun 2024
Table of Board of Directors Meeting Agenda Plan for 2024
Rapat Materi Waktu Pelaksanaan Keterangan
Rapat Materi Waktu Pelaksanaan Keterangan
Rapat Mingguan Hal-hal aktual yang berkaitan Setiap 1 minggu sekali (sesuai Penyampaian materi Rapat
Weekly Meeting dengan pekerjaan rutin Unit Keputusan Direksi No. 197/ disampaikan oleh unit kerja terkait
Kerja Kantor Pusat, Cabang, KPTS/2011 tentang Pedoman kepada Corporate Secretary & CAO.
Proyek, Anak Perusahaan. Pelaksanaan Rapat Direksi PT Kompilasi materi Rapat tersebut
Current matters related to the Jasa Marga (Persero) Tbk). disampaikan oleh Corporate
routine work of the Head Once a week (in accordance Secretary & CAO kepada Direksi.
Office, Branches, Projects, and with Board of Directors The presentation materials for the
Subsidiaries. Decision No. 197/KPTS/2011 meeting are delivered by the
regarding Guidelines for relevant work units to the
Conducting Board Meetings of Corporate Secretary & CAO.
PT Jasa Marga (Persero) Tbk). The compilation of meeting
materials is then conveyed by the
Corporate Secretary & CAO to the
Board of Directors.
Rapat Triwulanan • Realisasi RKAP. Setiap 3 bulan sekali pada Penyampaian materi Rapat
Quarterly Meeting • Evaluasi Kerja. Rapat Mingguan pertama bulan disampaikan oleh unit kerja terkait
• Laporan Manajemen yang bersangkutan. kepada Corporate Secretary & CAO.
(Triwulanan). Every 3 months, on the The presentation of materials
• Implementation of the Annual first Weekly Meeting of the for the meeting is delivered by
Work Plan (RKAP). respective month. the relevant work units to the
• Work Evaluation. Corporate Secretary & CAO.
• Management Report
(Quarterly).
Rapat Semesteran • Realisasi RKAP pada Semester Setiap 6 bulan sekali pada Penyampaian materi Rapat
Biannual Meeting yang bersangkutan. Rapat Mingguan pertama bulan disampaikan oleh unit kerja terkait
• Evaluasi Kerja. yang bersangkutan. kepada Corporate Secretary & CAO.
• Evaluasi KPI. Every 6 months, on the The presentation of materials
• Laporan Manajemen first Weekly Meeting of the for the meeting is conveyed by
(Semesteran). respective month. the relevant work units to the
• Implementation of the Annual Corporate Secretary & CAO.
Work Plan (RKAP) for the
respective semester.
• Work Evaluation.
• Key Performance Indicator
(KPI) Evaluation.
• Management Report (Semi-
Annual).
Rapat Tahunan • Laporan Realisasi RKAP pada Setiap 1 tahun pada Rapat Penyampaian materi Rapat
Annual Meeting Tahun tersebut. Mingguan pertama bulan disampaikan oleh unit kerja terkait
• Laporan Evaluasi Tahunan KPI. Desember. kepada Corporate Secretary & CAO.
• Laporan Manajemen Once a year, at the first Weekly The presentation of meeting
(Tahunan). Meeting of December. materials is delivered by the
• Evaluasi Kerja. relevant work units to the
• Report on the Implementation Corporate Secretary & CAO.
of the Annual Work Plan
(RKAP) for that year.
• Annual Key Performance
Indicator (KPI) Evaluation
Report.
• Annual Management Report.
• Work Evaluation.
Adapun daftar agenda rapat Direksi tahun 2024, di antaranya The agenda for the Board of Directors meeting in 2024 is as
sebagai berikut: follows:
1. Jasa Marga Executive Summit 2024. 1. Jasa Marga Executive Summit 2024.
2. HUT Jasa Marga. 2. Jasa Marga Anniversary.
3. Kegiatan Bulan Keselamatan dan Kesehatan Kerja (K3) 3. National Occupational Safety and Health (K3) Month
Nasional Tahun 2024. activities in 2024.
4. Equity Financing (EF) PT Jasamarga Transjawa Tol (JTT). 4. Equity Financing (EF) of PT Jasamarga Transjawa Tol (JTT).
5. Usulan RKAP 2024. 5. Proposed RKAP 2024.
6. Laporan Kinerja 2023. 6. 2023 Performance Report.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 541
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
7. Integrasi Situs Web Whistleblowing System (WBS) Jasa 7. Integration of Jasa Marga’s Whistleblowing System (WBS)
Marga dengan Komisi Pemberantasan Korupsi (KPK) Website with the Corruption Eradication Commission
Sebagai Implementasi Kerja Sama dengan KPK dalam (KPK) as an Implementation of Cooperation with KPK in
WBS Terintegrasi. Integrated WBS.
8. Laporan Progres Audit oleh Kantor Akuntan Publik (KAP). 8. Audit Progress Report by Public Accounting Firm (KAP).
9. Laporan Investasi/Divestasi Saham di Anak Perusahaan. 9. Report on Investment/Divestment of Shares in
Subsidiaries.
10. Laporan Progres Jalan Tol Baru. 10. New Toll Road Progress Report.
11. Logo Perusahaan. 11. Company Logo.
12. Nominated Talent Perseroan. 12. Company Nominated Talent.
13. Pemenuhan Organ Pengelola Risiko Induk. 13. Fulfillment of Parent Risk Management Organs.
14. Penetapan Direktur Fungsional dan Direktur Pembina. 14. Assignment of Functional Director and Supervisory
Director.
15. Alternatif Pendanaan Perseroan. 15. Alternative Funding of the Company.
16. Visi dan Misi Perseroan. 16. Vision and Mission of the Company.
17. Program Tanggung Jawab Sosial dan Lingkungan (TJSL). 17. Social and Environmental Responsibility Program (TJSL).
18. Insentif Kinerja Tahun Buku 2023. 18. Performance Incentive for Financial Year 2023.
19. Struktur Organisasi. 19. Organization Structure.
20. Penyertaan Modal di Anak Perusahaan. 20. Capital Participation in Subsidiaries.
21. Laporan Pembebasan Lahan Jalan Tol. 21. Toll Road Land Acquisition Report.
22. Roadmap Penyehatan Dana Pensiun Jasa Marga (DPJM). 22. Roadmap for the Restructuring of Jasa Marga Pension
Fund (DPJM).
23. Kenaikan Berkala (fine tuning). 23. Periodic Increase (fine tuning).
24. Laporan Rekrutmen Karyawan Tahun 2023 dan Rencana 24. Employee Recruitment Report 2023 and Recruitment
Rekrutmen Tahun 2024. Plan 2024.
25. Hasil Audit Key Performance Indicators (KPI). 25. Key Performance Indicators (KPI) Audit Results.
26. Laporan Pengusahaan Jalan Tol Baru. 26. New Toll Road Concession Report.
27. Rencana Jangka Panjang Perusahaan (RJPP) 2025-2029. 27. Company Long Term Plan (RJPP) 2025-2029.
28. Laporan Kinerja Triwulanan 2024. 28. Quarterly Performance Report 2024.
29. Jasa Marga Performance Management (JMPM), Jasa Marga 29. Jasa Marga Performance Management (JMPM), Jasa Marga
Performance Development (JMPD), dan Motivational Performance Development (JMPD), and Motivational
Reward (MR) Tahun Buku 2023. Reward (MR) for Financial Year 2023.
30. Pembahasan Aset Perseroan. 30. Discussion on the Company’s Assets.
31. Rapat Umum Pemegang Saham (RUPS) Tahunan Anak 31. Annual General Meeting of Shareholders (AGM) of
Perusahaan. Subsidiaries.
32. Penetapan Strategi Risiko Berdasarkan Peraturan Menteri 32. Determination of Risk Strategy Based on Regulation
BUMN No. PER-2/MBU/03/2023 dan Keputusan Deputi of the Minister of SOEs No. PER-2/MBU/03/2023 and
Keuangan dan Manajemen Risiko Kementerian BUMN No. Decision of the Deputy for Finance and Risk Management
SK-6/DKU.MSU/10/2023. of the Ministry of SOEs No. SK-6/DKU.MSU/10/2023.
33. Laporan Progres Diagnostik Internal Control Over 33. Internal Control Over Financial Reporting (ICOFR)
Financial Reporting (ICOFR). Diagnostic Progress Report.
34. Proyek Multi-Lane Free Flow (MLFF). 34. Multi-Lane Free Flow (MLFF) Project.
35. Prognosa 2024. 35. 2024 Prognosis.
36. Program Manajemen Reputasi. 36. Reputation Management Program.
37. Penetapan Contingency Plan Berdasarkan Peraturan 37. Determination of Contingency Plan Based on SOE
BUMN No. PER-2/MBU/03/2023 untuk Memenuhi Regulation No. PER-2/MBU/03/2023 to Fulfill Obligations
Kewajiban Sesuai Aspirasi Pemegang Saham dalam in Accordance with Shareholders’ Aspirations in the
Penyusunan RKAP 2024. Preparation of 2024 RKAP.
38. Rapat Kinerja Triwulanan 2024. 38. Quarterly Performance Meeting 2024.
39. Revitalisasi dan Pengembangan Jasa Marga Tollroad 39. Revitalization and Development of Jasa Marga Tollroad
Command Center (JMTC). Command Center (JMTC).
40. Nilai Ambang Batas Risiko. 40. Risk Threshold Value.
41. Pengelolaan Tempat Istirahat dan Pelayanan. 41. Rest and Service Area Management.
42. Penajaman Prognosa Tahun Anggaran 2024. 42. Refinement of Fiscal Year 2024 Prognosis.
43. Laporan Aksi Korporasi. 43. Corporate Action Report.
44. Rapat Tinjauan Manajemen Terhadap Sistem Manajemen 44. Management Review Meeting on ISO Quality, OHS &
ISO Mutu, K3 & Lingkungan dan Sistem Manajemen Environment Management System, and Occupational
Keselamatan dan Kesehatan Kerja (SMK3). Safety and Health Management System (SMK3).
45. Pembahasan Remunerasi. 45. Remuneration Discussion.
46. RKAP 2025. 46. RKAP 2025.
542 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
47. Laporan Tahunan 2024. 47. Annual Report 2024.
48. Multi-Lane Free Flow (MLFF). 48. Multi-Lane Free Flow (MLFF).
49. Implementasi Anti Fraud. 49. Anti-Fraud Implementation.
50. Rencana Strategis Teknologi Informasi (RSTI) 2025-2029. 50. Information Technology Strategic Plan (RSTI) 2025-2029.
Realisasi Rapat Direksi Realization of Board of Directors Meetings
Sepanjang tahun 2024, Direksi Jasa Marga telah Throughout the year 2024, the Board of Directors of Jasa
menyelenggarakan rapat sebanyak 51 (lima puluh satu) kali, Marga held a total of 51 (fifty-one) meetings, with the
dengan tingkat kehadiran sebagai berikut: following attendance rates:
Tabel Kehadiran Anggota Direksi Pada Rapat Direksi Tahun 2024
Table of Attendance of Board of Directors Members at Board of Directors Meetings in 2024
Subakti Pramitha M. Agus Reza Bagus Cahya
Fitri Wiyanti
Syukur Wulanjani Setiawan Febriano Arinta B.
Jumlah Rapat dalam Setahun
51
Number of Meetings in a Year
Jumlah Rapat yang Wajib Dihadiri
51 51 51 51 51 51
Total Mandatory Meeting
Jumlah Rapat yang Dihadiri
48 51 51 51 51 51
Number of Meetings Attended
Presentase Kehadiran
94% 100% 100% 100% 100% 100%
Attendance Percentage
Rata-Rata
99%
Average
Rapat Gabungan Dewan Komisaris dan Joint Meeting of the Board of Directors and
Direksi the Board of Commissioners
Sebagaimana diatur dalam Anggaran Dasar Perseroan, As stipulated in the Company’s Articles of Association, the
Dewan Komisaris dan Direksi wajib melaksanakan Rapat Board of Commissioners and the Board of Directors are required
Gabungan atau Rapat Koordinasi. Rapat Dewan Komisaris to hold Combined Meetings or Coordination Meetings. Board of
dan Direksi wajib dilaksanakan oleh Dewan Komisaris secara Commissioners and Board of Directors meetings must be held
berkala paling kurang 1 (satu) kali dalam 4 (empat) bulan. by the Board of Commissioners regularly at least once every
Dalam dinamikanya, Rapat Koordinasi juga dapat dilakukan 4 (four) months. In its dynamics, Coordination Meetings can
atas usulan Direksi dengan menyampaikan agenda yang also be conducted at the request of the Board of Directors by
akan dibahas. Terkait Rapat Gabungan atau Rapat Koordinasi presenting the agenda to be discussed. Regarding Combined
diatur dalam Peraturan Otoritas Jasa Keuangan No. 33/ Meetings or Coordination Meetings, they are regulated in
POJK.04/2014 Tentang Direksi dan Dewan Komisaris Emiten Financial Services Authority Regulation No. 33/POJK.04/2014
atau Perusahaan Publik menjelaskan mengenai rapat concerning the Board of Directors andBoard of Commissioners
gabungan antara Dewan Komisaris dan Direksi, dimana rapat of Issuers or Public Companies, which explains about the
gabungan wajib dilakukan sekurang-kurangnya 1 (satu) kali combined meetings between the Board of Commissioners and
dalam 4 (empat) bulan. the Board of Directors, where combined meetings must be held
at least once every 4 (four) months.
Sepanjang tahun 2024, Dewan Komisaris dan Direksi Throughout the year 2024, the Company’s Board of
Perseroan mengadakan rapat bersama sebanyak 18 (delapan Commissioners and Board of Directors held 18 (eighteen)
belas) kali dengan agenda sebagai berikut: joint meetings with the following agendas:
1. Kinerja Tahun 2023 Unaudited. 1. Unaudited 2023 Performance.
2. Audit Laporan Keuangan Tahun 2023. 2. 2023 Financial Statement Audit.
3. Aksi Korporasi Investasi/Divestasi Anak Perusahaan. 3. Corporate Actions on Investment/Divestment of
Subsidiaries.
4. Visi dan Misi Perusahaan. 4. The Company Vision and Mission.
5. Equity Financing PT Jasamarga Transjawa Tol. 5. Equity Financing for PT Jasamarga Transjawa Tol.
6. Persiapan RUPS Tahunan Tahun Buku 2023 Jasa Marga. 6. Preparation for the 2023 Annual General Meeting of
Shareholders (AGMS) of Jasa Marga.
7. Laporan Kinerja Triwulanan 2024. 7. Quarterly Performance Report for 2024.
8. Progres Implementasi Pelaksanaan Diagnostik ICOFR. 8. Progress on the Implementation of ICOFR Diagnostics.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 543
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
9. Strategi Risiko dan Contingency Plan Perseroan Tahun 9. Risk Strategy and Contingency Plan for the Company in
2024. 2024.
10. Kinerja 2024. 10. 2024 Performance.
11. Penerbitan Obligasi. 11. Issuance of Bonds.
12. Persiapan RUPS Luar Biasa. 12. Preparation for the Extraordinary General Meeting of
Shareholders (EGMS).
13. Hasil Pemeriksaan Auditor Eksternal. 13. External Auditor’s Examination Results.
14. Pemenuhan Organ Pengelola Risiko. 14. Fulfillment of Risk Management Organizational
Structure.
15. Progres Audit Kantor Akuntan Publik Tahun 2024. 15. Progress on Public Accountant Firm Audit for 2024.
16. RKAP 2025 Anak Perusahaan. 16. RKAP 2025 for Subsidiaries.
17. Usulan RKAP 2025 Jasa Marga Konsolidasi. 17. Proposal for RKAP 2025 Consolidated Jasa Marga.
18. KPI Kolegial Tahun 2025. 18. Collegial KPI for 2025.
Adapun tingkat kehadiran masing-masing anggota Dewan The attendance rate of each member of the Board of
Komisaris dan anggota Direksi dalam Rapat Gabungan, dapat Commissioners and members of the Board of Directors in the
dilihat pada tabel berikut: Joint Meetings can be seen in the following table:
Tabel Kehadiran Anggota Dewan Komisaris dan Anggota Direksi Pada Rapat Gabungan Tahun 2024
Table of Attendance of Board of Commissioners and Board of Directors Members at Joint Meetings in 2024
Subakti Pramitha M. Agus Reza Bagus Cahya
Fitri Wiyanti
Syukur Wulanjani Setiawan Febriano Arinta B.
Jumlah Rapat dalam Setahun
15
Number of Meetings in a Year
Jumlah Rapat yang Wajib
Dihadiri 14 14 14 14 14 14
Total Mandatory Meeting
Jumlah Rapat yang Dihadiri
Number of Meetings 12 13 12 14 13 13
Attended
Presentase Kehadiran
86% 93% 86% 100% 93% 93%
Attendance Percentage
Rata-Rata Kehadiran Direksi
Average Attendance of the 92%
Board of Directors
Rata-Rata Keseluruhan
91%
Total Average
Mohammad Chandra Abdul Seppalga Raja
Marsetio M. Roskanedi
Zainal Fatah Wijaya Rachman Ahmad Erizman
Jumlah Rapat dalam Setahun
15
Number of Meetings in a Year
Jumlah Rapat yang Wajib
Dihadiri 14 14 14 14 14 14 14
Total Mandatory Meeting
Jumlah Rapat yang Dihadiri
Number of Meetings 13 13 13 11 13 13 12
Attended
Presentase Kehadiran
93% 93% 93% 79% 93% 93% 86%
Attendance Percentage
Rata-Rata Kehadiran Dewan
Komisaris
90%
Average Attendance of the
Board of Commissioners
Rata-Rata Keseluruhan
91%
Overall Average
544 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nominasi dan Remunerasi bagi Dewan
Komisaris dan Direksi
Nomination and Remuneration of the Board of Commissioners
and Directors
Nominasi Dewan Komisaris dan Direksi Perseroan, mengacu The nomination of the Board of Commissioners and the Board
pada Peraturan Menteri BUMN No. PER- 3/ MBU/03/2023 of Directors of the Company refers to Minister of State-Owned
tanggal 3 Maret 2023 tentang Organ dan Sumber Daya Enterprises Regulation No. PER-3/MBU/03/2023 dated March
Manusia Badan Usaha Milik Negara. Nominasi Dewan 3, 2023, regarding the Organization and Human Resources
Komisaris dan Direksi, dilaksanakan melalui proses penetapan of State-Owned Enterprises. The nomination of the Board
bakal calon Dewan Komisaris dan Direksi, yang diusulkan of Commissioners and the Board of Directors is carried out
melalui Dewan Komisaris yang dibantu oleh Komite Nominasi through the process of appointing prospective candidates
dan Remunerasi. Setiap bakal calon merupakan seorang yang for the Board of Commissioners and the Board of Directors,
telah dinyatakan memenuhi persyaratan formal, persyaratan proposed by the Board of Commissioners with the assistance
materiil, maupun persyaratan lainnya, termasuk telah lulus Uji of the Nomination and Remuneration Committee. Each
Kelayakan dan Kepatutan (UKK). Penetapan Dewan Komisaris prospective candidate must meet formal, material, and other
dan Direksi dilakukan oleh Pemegang Saham melalui requirements, including passing the Fit and Proper Test. The
Keputusan RUPS. appointment of the Board of Commissioners and the Board
of Directors is made by the Shareholders through a General
Meeting of Shareholders decision.
Dalam menentukan remunerasi bagi Dewan Komisaris dan In determining the remuneration for the Board of
Direksi, Perseroan mengacu pada Peraturan Menteri BUMN Commissioners and the Board of Directors, the Company
No. PER-3/MBU/03/2023 tanggal 3 Maret 2023 tentang refers to Minister of State-Owned Enterprises Regulation
Organ dan Sumber Daya Manusia Badan Usaha Milik Negara. No. PER-3/MBU/03/2023 dated March 3, 2023, regarding
the Organization and Human Resources of State-Owned
Enterprises.
Prosedur Penetapan Remunerasi Komisaris Board of Commissioners and Board of
dan Direksi Directors Remuneration Procedure
Penetapan remunerasi Dewan Komisaris dan Direksi Perseroan The determination of remuneration for the Board of
telah mengikuti aturan yang berlaku, dengan memperhatikan Commissioners and the Board of Directors of theCompany
dan mempertimbangkan hasil kajian yang dilakukan has followed the applicable regulations,taking into account
oleh Komite Nominasi, Remunerasi dan Risiko, kemudian and considering the resultsof the assessment conducted by
diusulkan kepada Menteri BUMN selaku Pemegang Saham the Nomination,Remuneration, and Risk Committee, which is
Seri A Dwiwarna, untuk selanjutnya disetujui dan diusulkan thenproposed to the Minister of State-Owned Enterprisesas
untuk mendapatkan penetapan dan/atau persetujuan RUPS the Holder of Series A Dwiwarna Shares, for furtherapproval
Tahunan. Sedangkan untuk besaran gaji dan honorarium and proposal for resolution at the AnnualGeneral Meeting
serta tunjangan lainnya untuk anggota Direksi dan Dewan of Shareholders.As for the salary, honorarium, and other
Komisaris pada tahun 2024, Dewan Komisaris mengusulkan allowances for members of the Board of Directors and the
agar Dewan Komisaris diberikan wewenang dan kuasa RUPS Board of Commissioners in 2024, the Board of Commissioners
dengan terlebih dahulu mendapatkan persetujuan dari proposed that they be granted authority and power by the
Pemegang Saham Seri A Dwiwarna. Annual General Meeting of Shareholders, subject to prior
approval from the Holder of Series A Dwiwarna Shares.
Dewan Komisaris menyampaikan surat kepada Menteri BUMN The Board of Commissioners sent a letter to the Minister of
selaku Pemegang Saham Seri A Dwiwarna melalui Surat State-Owned Enterprises (BUMN) as the holder of Class A
Dewan Komisaris PT Jasa Marga (Persero) Tbk Nomor DK 051/ Dwiwarna shares through the Board of Commissioners letter
IV/2024 tanggal 16 April 2024. Selanjutnya Menteri BUMN of PT Jasa Marga (Persero) Tbk No. DK 051/IV/2024 dated
melalui Asisten Deputi Bidang Jasa Infrastruktur memberikan April 16, 2024. Subsequently, the Minister of BUMN, through
surat jawaban atas usulan Dewan Komisaris berdasarkan the Assistant Deputy for Infrastructure Services, provided a
surat Kementerian Badan Usaha Milik Negara No. SR-293/ response letter to the proposal of the Board of Commissioners
Wk.MBU.10/08/2024 tanggal 23 Agustus 2024. based on the Ministry of State-Owned Enterprises letter No.
SR-293/Wk.MBU.10/08/2024 dated August 23, 2024.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 545
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Berdasarkan surat Menteri BUMN kepada Dewan Komisaris Based on the letter from the Minister of State-Owned
tersebut, selanjutnya Dewan Komisaris menetapkan Enterprises to the Board of Commissioners, the Board
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk, of Commissioners subsequently issued the Board of
No.KEP-147/IX/2024 tanggal 23 September 2024 tentang Commissioners Decision of PT Jasa Marga (Persero) Tbk, No.
Penetapan Gaji/Honorarium, Tunjangan dan Fasilitas Tahun KEP-147/IX/2024 dated September 23, 2024, regarding
2024 serta Tantiem/Insentif Kinerja Tahun Buku 2023 Bagi the Determination of Salaries/Honoraria, Allowances and
Direksi dan Dewan Komisaris PT Jasa Marga (Persero) Tbk. Facilities for 2024, as well as the Performance Bonus/
Incentive for the 2023 Fiscal Year for the Board of Directors
and Board of Commissioners of PT Jasa Marga (Persero) Tbk.
Bagan Prosedur Penetapan Remunerasi Dewan Komisaris dan Direksi
Remuneration Determination Procedure for the Board of Commissioners and Board of Directors
Menteri BUMN sebagai
Rapat Umum
Pemegang Saham SERI A
Dewan Komisaris Pemegang Saham (RUPS)
Dwiwarna
Board of Commissioners General Meeting of
Minister of SOEs as Dwiwarna
Shareholders (GMS)
Series A Shareholder
Mempelajari usulan yang Menyetujui usulan tantiem
diajukan Pemegang Saham dan gaji, tunjangan bagi
Seri A Dwiwarna. Direksi dan Dewan Komisaris.
Dengan dibantu Komite,
Dewan Komisaris melakukan Examine recommendation Approve recommendation on
kajian atas penggunaan laba proposed by Series A reward and salary, allowances
bersih dan gaji/honoratorium, Dwiwarna Shareholder. for Board of Director and
tunjangan dan fasilitas bagi Board of Commissioners.
anggota Direksi dan Dewan
Komisaris.
Supported by the Committee, Memberikan penempatan
the Board of Commissioners penggunaan Laba Bersih dan
has reviewed untilization of net memberikan wewenang dan kuasa
income and salary/honorarium, kepada Dewan Komisaris dengan
allowance and facilities for the terlebih dahulu mendapatkan Keputusan Dewan Komisaris
Board of Directors and Board persetujuan Pemegang Saham Seri tentang Tantiem dan
of Commissioners. A Dwiwarna menetapkan bersarnya Remunerasi bagi Direksi dan
Tantiem dan gaji, tunjangan bagi Anggota Dewan Komisaris.
Direksi dan Dewan Komisaris
sesuai ketentuan yang berlaku. Board of Commissioners
Decree on Reward and
Provide stipulation on utuluzation Remuneration for Board
of Net Income and grant authority of Directors and Board of
Mengusulkan ke Kementrian abd attorney to the Board of Commissioners members.
BUMN selaku Pemegang Commussioner after advance
Saham Seri A Dwiwarna. approval from Series A Dwiwarna
Shareholder to stipulate amount of
Submitted suggestin to the Reward and salary, allowances for
Minister of SOEs as Series A the Board of Director and Board
Dwiwarna Shareholder. of Commissioners according to
prevaling regulation.
Struktur Remunerasi Dewan Komisaris dan Board of Commissioners and Board of
Direksi Directors Remuneration Structure
Komponen remunerasi Dewan Komisaris dan Direksi terdiri The components of remuneration for the Board of
dari: Commissioners and the Board of Directors consist of:
1. Honorarium; 1. Honorarium;
2. Tunjangan; 2. Allowances;
3. Fasilitas; 3. Facilities;
4. Tantiem/Insentif Kinerja/Insentif Khusus; 4. Bonuses/Performance Incentives/Special Incentives;
5. Insentif Jangka Panjang (Long Term Incentive). 5. Long-Term Incentives.
546 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Struktur Remunerasi Dewan Komisaris dan Direksi
Table of Board of Commissioners and Board of Directors Remuneration Structure
Komponen Besaran
Components Amount
1. Honorarium/Gaji Honorarium
Honorarium/Salary
a. Komisaris Utama 45% dari Gaji Direktur Utama
President Commissioner 45% of President Director’s Salary
b. Wakil Komisaris Utama 42,5% dari Gaji Direktur Utama
Vice President Commissioner 42.5% of President Director’s Salary
c. Anggota Dewan Komisaris 90% dari Honorarium Komisaris Utama
Board of Commissioner Members 90% of Honorarium of President Commissioner
d. Direktur Utama Rp319.000.000,-per bulan
President Director Rp319,000,000,- per month
e. Anggota Direksi lainnya 85% dari Gaji Direktur Utama
Other Board of Directors Members 85% of President Director’s Salary
2. Tunjangan
Allowance
a. Hari Raya Keagamaan 1 (satu) kali gaji
Religious Holiday 1 (one) time salary
b. Transportasi (hanya Dewan Komisaris) 20% dari honorarium per bulan
Transportation (Board of 20% of honorarium per month
Commissioners only)
c. Asuransi Purna Jabatan Premi yang ditanggung Perseroan sebesar maksimal 25% dari gaji dalam 1
Retirement Insurance tahun
Premium paid by the Company is 25% of honorarium paid in 1 year.
d. Perumahan (hanya Direksi) Rp27.500.000,-per bulan
Housing (Board of Directors only) Rp27,500,000,- per month
3. Fasilitas
Facilities
a. Kendaraan (hanya Direksi) 1 (satu) unit beserta biaya pemeliharaan dan biaya operasional, dengan
Vehicle (Board of Directors only) memperhatikan kondisi keuangan Perseroan
1 (one) unit altogether with maintenance and operational costs, considering
the Company’s financial condition
b. Kesehatan Dalam bentuk asuransi kesehatan atau penggantian biaya pengobatan (sebesar
Health pemakaian/at cost)
In form of health insurance or medical costs reimbursement
c. Bantuan Hukum Sebesar pemakaian
Legal Assistance At cost
4. Tantiem/Insentif Kinerja/Insentif Khusus Tantiem
Performance Incentives/Special Incentives
a. Komisaris Utama 45% dari Tantiem Direktur Utama
President Commissioner 45% from the President Director’s Bonus
b. Wakil Komisaris Utama 42,5% dari Gaji Direktur Utama
Vice President Commissioner 42.5% of President Director’s Salary
c. Anggota Dewan Komisaris 90% dari Tantiem Komisaris Utama
Board of Commissioners Member 90% from the President Commissioner’s Bonus
d. Direktur Utama 100%
President Director
e. Anggota Direksi 85% dari Tantiem Direktur Utama
Board of Directors Member 85% from the President Director’s Bonus
5. Insentif Jangka Panjang
Long Term Incentive
- -
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 547
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Indikator Penetapan Remunerasi Remuneration Determination Indicators
Usulan besarnya tantiem bagi Dewan Komisaris dan Direksi The proposed number of bonuses for the Board of
tahun buku 2022 mempertimbangkan pencapaian kinerja Commissioners and Directors for the 2022 fiscal year take
Perseroan selama tahun 2022, bahwa di tengah ketidakpastian into account the Company’s performance achievements in
atas adanya pembatasan kegiatan masyarakat (PPKM), 2022, that amid uncertainty over restrictions on community
Perseroan dapat meningkatkan kinerjanya dan mencatatkan activities (PPKM), the Company can improve its performance
laba bersih yang positif di tahun 2021 sebesar Rp1,62 and record a positive net profit in 2021 of Rp1.62 trillion,
triliun, menambah panjang jalan tol operasi sepanjang 53,1 increasing the length of toll road operations by 53.1
km, meningkatkan efiensi & efektivitas pengoperasian jalan km, increasing the efficiency & effectiveness of toll road
tol dengan penggunaan sistem pembayaran tol non tunai operations by using the SLFF with barrier-based non-cash
nirhenti berbasis SLFF with barrier dengan teknologi RFID toll payment system with RFID technology through the Let
melalui aplikasi Let It Flo di 100 titik ruas jalan tol Jasa Marga It Flo application at 100 Jasa Marga Group toll road points,
Grup, penggunaan penentuan golongan kendaraan secara use of automatic vehicle class determination (AVC), control of
otomatis (AVC), pengendalian kendaraan angkut barang di goods transport vehicles on toll roads with Weigh in Motion
jalan tol dengan teknologi Weigh in Motion dan uji coba ETLE technology and ETLE (electronic traffic law enforcement)
(electronic traffic law enforcement), penerapan intelligent trials, application of intelligent digital maps (JID) and digital
digital map (JID), dan digital mobile app untuk pengguna mobile apps for toll road users (Travoy). In addition, the
jalan tol (Travoy). Selain itu, Perseroan memperoleh beberapa Company received several certificates of appreciation on an
sertifikat penghargaan berskala internasional dan nasional international and national scale, such as: the Green Toll Road
seperti: sertifikat Green Toll Road, Star Rating Certificate. certificate and, the Star Rating Certificate. Achievement of
Pencapaian kinerja Anak Perusahaan prosektif (non tol) PT the performance of prospective (non-toll road) subsidiaries
Jasamarga Tollroad Operator (JMTO), PT Jasamarga Tollroad PT Jasamarga Tollroad Operator (JMTO), PT Jasamarga
Maintenance (JMTM), dan PT Jasamarga Related Business Tollroad Maintenance (JMTM) and PT Jasamarga Related
(JMRB) yang berhasil membukukan dan meningkatkan Business (JMRB) which succeeded in recording and increasing
pertumbuhan laba usaha yang cukup signifikan. significant operating profit growth.
Untuk Remunerasi berupa gaji/honorarium dan tunjangan Remuneration in the form of salary/honorarium and
dan fasilitas, mengikuti ketentuan Peraturan Menteri BUMN allowances and facilities follow the provisions of Minister of
No. 3/PER-3/MBU/03/2023 tentang Organ dan Sumber Daya State-Owned Enterprises Regulation No. PER-3/MBU/03/2023
Manusia Badan Usaha Milik Negara. regarding the Organization and Human Resources of State-
Owned Enterprises.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Realisasi Remunerasi Dewan Komisaris dan Direksi pada Tahun 2024
Realization of Remuneration for the Board of Commissioners and Directors in the Year 2024
Tabel Realisasi Remunerasi Dewan Komisaris Tahun 2024
Table of Realization of the Board of Commissioners 2024
Penghasilan Tantiem/ Insentif
Income Kinerja/ Insentif
THR
Khusus
Nama Jabatan Per Tahun Religious Jumlah
Tantiem/
Name Position Per Year 1 Tahun Holiday Total
Performance
1 Year Allowance
Gaji Tunjangan Incentives/Special
Salary Allowance Incentives
Mohammad Komisaris Utama 1,787,400,000 357,480,000 2,144,880,000 148,950,000 2,799,390,000 5,093,220,000
Zainal Fatah President
Commissioner/
M. Roskanedi Komisaris 1,608,660,000 321,732,000 1,930,392,000 134,055,000 2,810,610,000 4,875,057,000
Commissioner
Raja Erizman Komisaris 1,608,660,000 321,732,000 1,930,392,000 134,055,000 2,810,610,000 4,875,057,000
Commissioner
Chandra Wijaya Komisaris Independen 1,608,660,000 321,732,000 1,930,392,000 134,055,000 2,513,280,000 4,577,727,000
Independent
Commissioner
Seppalga Ahmad Komisaris Independen 1,608,660,000 321,732,000 1,930,392,000 134,055,000 2,513,280,000 4,577,727,000
Independent
Commissioner
Marsetio Komisaris Independen 1,608,660,000 321,732,000 1,930,392,000 134,055,000 2,513,280,000 4,577,727,000
Independent
Commissioner
Abdul Rachman Komisaris Independen 1,608,660,000 321,732,000 1,930,392,000 134,055,000 2,513,280,000 4,577,727,000
Independent
Commissioner
Total 11,439,360,000 2,287,872,000 13,727,232,000 953,280,000 18,473,730,000 33,154,242,000
Tabel Realisasi Remunerasi Direksi Tahun 2024
Table of Realization of the Board of Directors 2024
Penghasilan Tantiem/ Insentif
Income Kinerja/ Insentif
THR
Khusus
Nama Jabatan Per Tahun Religious Jumlah
Tantiem/
Name Position Per Year 1 Tahun Holiday Total
Performance
1 Year Allowance
Gaji Tunjangan Incentives/
Salary Allowance Special Incentives
Subakti Syukur Direktur Utama 3.972.000.000 330.000.000 4.302.000.000 331.000.000 6.828.900.000 11.461.900.000
President Director
Fitri Wiyanti Direktur Operasi 3.376.200.000 330.000.000 3.706.200.000 281.350.000 5.806.775.000 9.794.325.000
Director of Operations
Mohamad Direktur Bisnis 3.376.200.000 330.000.000 3.706.200.000 281.350.000 5.806.775.000 9.794.325.000
Agus Setiawan Director of Business
Pramitha Direktur Keuangan dan 3.376.200.000 330.000.000 3.706.200.000 281.350.000 5.199.025.000 9.186.575.000
Wulanjani Manajemen Risiko
Director of Finance and
Risk Management
Reza Febriano Direktur Bisnis 3.376.200.000 330.000.000 3.706.200.000 281.350.000 5.806.775.000 9.794.325.000
Director of Business
Bagus Cahya Direktur Human Capital 3.376.200.000 330.000.000 3.706.200.000 281.350.000 5.806.775.000 9.794.325.000
Arinta B. dan Transformasi
Director of Human
Capital & Transormation
Total 20.853.000.000 1.980.000.000 22.833.000.000 1.737.750.000 35.255.025.000 59.825.775.000
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 549
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Hubungan Dewan Komisaris dan Direksi
Relations Between Board of Commissioners and Board of
Directors
Dewan Komisaris dan Direksi memiliki perbedaan tugas The Board of Commissioners and the Board of Directors have
dan fungsi, dimana Dewan Komisaris memiliki tugas dan different duties and functions. The Board of Commissioners
fungsi pengawasan dan pemberian nasihat kepada Direksi, has the responsibilities and functions of supervising and
sedangkan Direksi memiliki tugas dan fungsi melakukan providing advice to the Board of Directors. In contrast, the
pengelolaan Perseroan. Board of Directors has the task and function of managing the
Company.
Hubungan yang bersifat informal dapat dilakukan oleh Informal relations can be made by each Member of the Board
masing-masing Anggota Direksi dan Dewan Komisaris, namun of Directors and the Board of Commissioners, but do not have
tidak mempunyai kekuatan hukum sebelum diputuskan legal force before it is decided through a legal mechanism
melalui mekanisme yang sah sesuai dengan peraturan under the laws and regulations and the Company’s Articles
perundang-undangan dan Anggaran Dasar Perseroan. Dalam of Association. In certain strategic matters concerning assets,
beberapa hal tertentu yang strategis menyangkut aktiva, loans, equity, organizational structure, and the appointment
pinjaman, ekuitas, struktur organisasi serta penetapan of directors and commissioners of Subsidiaries, the Board
direksi dan komisaris Anak Perusahaan, Direksi memerlukan of Directors requires formal approval from the Board of
persetujuan Dewan Komisaris secara formal. Commissioners.
Seluruh tata cara, pedoman kerja dan hubungan antara Direksi All procedures, work guidelines, and relationships between
dan Dewan Komisaris telah ditetapkan dalam Board Manual. the Board of Directors and the Board of Commissioners
Pedoman ini mengikat setiap anggota Direksi dan Dewan are stipulated in the Board Manual. This guideline is
Komisaris dan mencantumkan antara lain tanggung jawab, binding on every member of the Board of Directors and
kewajiban, wewenang, hak, dan etika Direksi dan Dewan the Board of Commissioners and includes, among others,
Komisaris, serta pengaturan rapat dan tata cara hubungan the responsibilities, obligations, authority, rights, and
kerja antara Direksi dan Dewan Komisaris. ethics of members of the Board of Directors and Board of
Commissioners, as well as the arrangement of meetings
and procedures for working relations between the Board of
Directors and Board of Commissioners.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengungkapan Hubungan Afiliasi
Disclosure of Affiliated Relationship
Antar anggota Dewan Komisaris dan antara anggota Dewan Among the Board of Commissioners and the Board of
Komisaris dengan anggota Direksi tidak ada hubungan Commissioners and Board of Directors members, there is no
keluarga sedarah sampai dengan derajat ketiga, baik menurut family affiliation up to the third degree, either in a vertically
garis lurus maupun garis ke samping atau hubungan semenda. or horizontally. The family affiliation among the Board of
Hubungan keluarga anggota Dewan Komisaris dengan sesama Commissioners members and fellow Board of Commissioners
anggota Dewan Komisaris dan/atau anggota Direksi serta and/or Board of Directors members as well as the Majority/
Pemegang Saham Utama/Pengendali dapat dilihat pada tabel Controlling Shareholders are illustrated in the table below:
berikut:
Tabel Hubungan Keuangan dan Hubungan Keluarga Direksi dan Komisaris
Table of Board of Commissioners and Board of Directors Financial and Family Affiliations
Hubungan Keuangan Dengan Hubungan Keuangan Dengan
Financial Affiliation With Financial Affiliation With
Kepengurusan
Dewan Dewan Managerial
Direksi Pemegang Direksi Pemegang
Nama Jabatan Komisaris Komisaris Affilitaton
Board of Saham Board of Saham
Name Position Board of Board of
Directors Shareholders Directors Shareholders
Commissioners Commissioners
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Mohammad Komisaris
Zainal Fatah Utama
President
Commissioner
M. Roskanedi Komisaris
Commissioner
Raja Erizman Komisaris
Commissioner
Chandra Komisaris
Wijaya Independen
Independent
Commissioner
Seppalga Komisaris
Ahmad Independen
Independent
Commissioner
Marsetio Komisaris
Independen
Independent
Commissioner
Abdul Komisaris
Rachman Independen
Independent
Commissioner
Subakti Direktur Utama
Syukur President
Director
Fitri Wiyanti Direktur
Operasi
Director of
Operation
M. Agus Direktur
Setiawan Pengembangan
Usaha
Director of
Business
Development
Pramitha Direktur
Wulanjani Keuangan dan
Manajemen
Risiko
Director
of Finance
and Risk
Management
Reza Febriano Direktur Bisnis
Director of
Business
Bagus Cahya Direktur
Arinta B. Human Capital
& Transformasi
Director of
Human
Capital &
Transormation
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Keberagaman Komposisi
Dewan Komisaris dan Direksi
Board of Commissioners and Board of Directors Composition
Diversity
Dalam rekomendasi Otoritas Jasa Keuangan yang dituangkan In the recommendations of the Financial Services Authority
dalam Lampiran Surat Edaran Otoritas Jasa Keuangan No. 32/ as outlined in the Attachment to Financial Services
SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Authority Circular Letter No. 32/ SEOJK.04/2015 concerning
Terbuka dinyatakan bahwa komposisi Dewan Komisaris wajib Guidelines for Governance of Public Companies, governing
memperhatikan keberagaman komposisi Dewan Komisaris. composition of the Board of Commissioners shall concern
Perseroan telah mengikuti aturan tersebut dan sekaligus the Board of Commissioners’ composition diversity. The
memenuhi aspek penentuan Dewan Komisaris adalah Company has followed these rules and also fulfilling Board
kewenangan Pemegang Saham Seri A Dwiwarna. of Commissioners’ stipulation aspect as authority of Series A
Dwiwarna Shareholder.
Keberagaman komposisi Dewan Komisaris merupakan Diversity of the Board of Commissioners composition is a
kombinasi karakteristik baik dari segi Dewan Komisaris combination of characteristics both in terms of Board of
maupun anggota Dewan Komisaris secara individu, sesuai Commissioners and individual members of the Board of
dengan kebutuhan Perusahaan Terbuka. Karakteristik tersebut Commissioners, according to the Public Company’s needs.
dapat tercermin dalam penentuan keahlian, pengetahuan, These characteristics can be reflected in the stipulation
dan pengalaman yang dibutuhkan dalam pelaksanaan tugas of expertise, knowledge, and experience required in the
pengawasan dan pemberian nasihat oleh Dewan Komisaris implementation of supervisory duties and providing advice
Perusahaan Terbuka. Komposisi yang telah memperhatikan by the Board of Commissioners of a Public Company. The
kebutuhan Perseroan Terbuka merupakan suatu hal yang composition has considered the needs of the Public Company
positif, khususnya terkait pengambilan keputusan dalam as a positive aspect, especially about decision-making in the
rangka pelaksanaan fungsi pengawasan yang dilakukan context of implementing the supervisory function which is
dengan mempertimbangkan berbagai aspek yang lebih luas. carried out by concerning a broader range of aspects.
Keberagaman komposisi Dewan Komisaris dan Direksi pada The Board of Commissioners and Board of Directors
tahun 2024 dapat dilihat sebagaimana dalam tabel di bawah composition diversity in 2024 is explained in the table below:
ini:
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2024
Table of Board of Commissioners and Board of Directors Composition Diversity in 2024
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Position Age
Kelamin Education Work Experience Expertise
Gender
Mohammad Komisaris Utama 58 Laki-laki S1 Teknik Pertanian • Staf Ahli Menteri Bidang Pertanian
Zainal Fatah President tahun/ Male (Teknik Tanah & Air) dari Ekonomi dan Investasi (teknik tanah
Commissioner years Universitas Brawijaya Kementerian Pekerjaan Umum dan air)
(1992) dan Perumahan Rakyat (2019- Agriculture
Bachelor’s degree in 2020) (land and water
Agricultural Engineering • Asisten Deputi Infrastruktur engineering)
(Soil and Water Sumber Daya Air Kementerian
Engineering) from Koordinator Bidang
Brawijaya University Perekonomian (2015-2019)
(1992) • Expert Staff of the Minister for
Economy and Investment of
the Ministry of Public Works
and Public Housing (2019-
2020)
• Assistant Deputy for Water
Resources Infrastructure of
the Coordinating Ministry for
Economic Affairs (2015- 2019)
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2024
Table of Board of Commissioners and Board of Directors Composition Diversity in 2024
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Position Age
Kelamin Education Work Experience Expertise
Gender
M. Roskanedi Komisaris 63 Laki-laki Sarjana bidang Hukum • Sekretaris Jaksa Agung Muda Hukum
Commissioner tahun/ Male Bachelor’s in Law Intelijen, Kejaksaan Agung Law
years Republik Indonesia (2020)
• Kepala Kejaksaan Tinggi
(Kajati) Sulawesi Utara (2018)
• Secretary to the Deputy
Attorney General for
Intelligence, Attorney General
of the Republic of Indonesia
(2020)
• Head of the North Sulawesi
High Prosecutor’s Office
(Kajati) (2018)
Raja Erizman Komisaris 62 Laki-laki • Akademi Angkatan • Analis Kebijakan Utama, Hukum
Commissioner tahun/ Male Bersenjata Republik Lembaga Pendidikan dan Law
years Indonesia Pelatihan (Lemdiklat) Polri
• Armed Forces (2020)
Academy, Republic of • Kepala Divisi Teknologi
Indonesia Informasi dan Komunikasi
(Kadiv. TIK) Polri (2019)
• Main Policy Analyst, Police
Education and Training
Institute (Lemdiklat) (2020)
• Head of Information and
Communication Technology
Division (Kadiv. TIK) of the
Indonesian National Police
(2019)
Chandra Komisaris 54 Laki-laki • S3 Ilmu Manajemen • Deputi Bidang Pemberdayaan Manajemen
Wijaya Independen tahun/ Male (Konsentrasi Pemuda Kementerian Pemuda Keuangan
Independent years Keuangan) dari dan Olahraga RI) (Maret-Juni Financial
Commissioner Fakultas Ekonomi 2016) Management
Universitas Indonesia • Presiden Komisaris PT Daya
(2004) Makara UI (Mei 2014- Mei
• S2 Manajemen dari 2016)
Institut Teknologi • Deputy for Youth
Bandung (2000) Empowerment, Indonesian
• Doctoral’s degree Ministry of Youth and Sports
Facultyof Economics, Affairs (March 2016-June
University of 2016)
Indonesia the • President Commissioner of PT
Management Daya Makara UI (May 2014-
Science (Finance May 2016)
Concentration) (2000-
2004)
• Master’s degree of
Postgraduate Program
Bandung Institute
of Technology,
Management (1998-
2000)
Seppalga Komisaris 53 Laki-laki Sarjana Akuntansi • Direktur Operasi PT Pupuk Akuntansi
Ahmad Independen tahun/ Male Sekolah Tinggi Ilmu Indonesia Energi (2020-2021) Accountancy
Independent years Ekonomi YAI • Anggota DPRD DKI Jakarta
Commissioner Bachelor’s degree of (2014-2019)
Accounting from YAI • Direktur PT Pasopati Indo Risk
College of Economics (2010-2013)
• Director of Operations of PT
Pupuk Indonesia Energi (2020-
2021)
• Member of the DKI Jakarta
DPRD (2014-2019)
• Director of PT Pasopati Indo
Risk (2010-2013)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 553
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2024
Table of Board of Commissioners and Board of Directors Composition Diversity in 2024
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Position Age
Kelamin Education Work Experience Expertise
Gender
Marsetio Komisaris 68 Laki-laki • S3 Ilmu Kajian budaya • Kepala Staf TNI Angkatan Laut Manajemen,
Independen tahun/ Male dan Media dari (2012-2014) Budaya,
Independent years Universitas Gadjah • Wakasal TNI Angkatan Laut Pemerintahan/
Commissioner Mada (2002) (2010-2012) Politik
• S2 Manajemen dari • Chairman of Staff of the Management,
Universitas Wijaya Indonesian Navy (2012-2014) Culture,
Putra Surabaya (2001) • Deputy Chief of Staff of Government/
• S1 Ilmu Politik dari Indonesian Navy (2010- 2012) Politics
Universitas Wijaya
Putra Surabaya (1997)
• Doctoral’s degree in
Cultural
• and Media Studies,
Gadjah Mada
University (2002)
• Master’s degree of
Management, Wijaya
Putra University,
Surabaya (2001)
• Bachelor’s degree
of Political Science,
Wijaya Putra
University, Surabaya
(1997)
Abdul Komisaris 70 Laki-laki • S2 Financial • Komisaris Independen PT Manajemen
Rachman Independen tahun/ Male Management Garuda Indonesia (Persero) Tbk Keuangan,
Independent years dari Kansas State (2021-2023) Ekonomi
Commissioner University (1989) • Direktur Special Asset Financial
• S2 Ekonomi dari Management, PT Bank Mandiri Management,
Universitas Padjajaran (Persero) Tbk (2008-2010) Economics
(1980) • Independent Commissioner of
• Master’s degree of PT Garuda Indonesia (Persero)
Financial Management Tbk (2021-2023)
from Kansas State • Director of Special Asset
University (1989) Management, PT Bank Mandiri
• Master’s degree of (Persero) Tbk (2008-2010)
Economics from
Padjadjaran University
(1980)
Subakti Direktur Utama 62 Laki-laki Sarjana Teknik Sipil • Direktur Operasi PT Jasa Marga Teknik Sipil,
Syukur President tahun/ Male Bachelor’s in Civil (Persero) Tbk Manajemen
Director years Engineering • Direktur Utama PT Marga Civil
Lingkar Jakarta Engineering,
• Director of Operations of PT Management
Jasa Marga (Persero) Tbk
• President Director of PT Marga
Lingkar Jakarta
Fitri Wiyanti Direktur Operasi 50 Perempuan Sarjana Teknik Mesin • Operation and Maintenance Teknik dan
Director of tahun/ Female Bachelor’s in Mechanical Management Group Head PT Pemeliharaan
Operation years Engineering Jasa Marga (Persero) Tbk Engineering
• General Manager Jagorawi, PT and
Jasa Marga (Persero) Tbk Maintenance
• Operation and Maintenance
Management Group Head of PT
Jasa Marga (Persero) Tbk
• General Manager Jagorawi PT
Jasa Marga (Persero) Tbk
M. Agus Direktur 54 Laki-laki • Sarjana Teknik Sipil • Corporate Secretary PT Jasa Teknik Sipil
Setiawan Pengembangan tahun/ Male • Magister Teknik Marga (Persero) Tbk Civil
Usaha years Pengelolaan Jaringan • Direktur Utama PT Jasamarga Engineering
Director of Jalan Pandaan Malang
Business • Bachelor’s in Civil • Corporate Secretary PT Jasa
Development Engineering Marga (Persero) Tbk
• Master’s in Road • President Director of PT
Network Management Jasamarga Pandaan Malang
Engineering
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2024
Table of Board of Commissioners and Board of Directors Composition Diversity in 2024
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Position Age
Kelamin Education Work Experience Expertise
Gender
Pramitha Direktur 37 Perempuan S1 Akuntansi dari • Direktur Keuangan PT Akuntansi,
Wulanjani Keuangan dan tahun/ Female Universitas Gadjah Mada Jasamarga Transjawa Tol Keuangan,
Manajemen years (2008) (2022-2023) Manajemen
Risiko Bachelor’s degree in • Direktur Keuangan PT Risiko
Director Accounting from Gadjah Jasamarga Tollroad Operator Accounting,
of Finance and Mada University (2008) (2021-2022) Finance, Risk
Risk Management • Director of Finance of PT Management
Jasamarga Transjawa Tol
(2022-2023)
• Director of Finance of PT
Jasamarga Tollroad Operator
(2021-2022)
Reza Direktur Bisnis 45 Laki-laki • Sarjana Ilmu • Corporate Secretary PT Jasa Teknik Sipil,
Febriano Director of tahun/ Male Pemerintahan, Marga (Persero) Tbk (2021) Tata Kelola
Business years Universitas • Jasamarga Transjawa Tollroad Civil
Padjadjaran Regional Division Head (2019- Engineering,
• Sarjana Teknik Sipil, 2020) Governance
Universitas Katolik • Corporate Secretary PT Jasa
Parahyangan Marga (Persero) Tbk (2021)
• Magister Teknik Sipil, • Jasamarga Transjawa Tollroad
Universitas Indonesia Regional Division Head (2019-
• Bachelor’s in Public 2020)
Administration,
University of
Padjajaran
• Bachelor’s in
Civil Engineering,
Parahayangan
Catholic University
• Master’s in Civil
Engineering,
University of
Indonesia
Bagus Cahya Direktur Human 56 Laki-laki Sarjana Teknik Sipil, • Jasa Marga Metropolitan Teknik Sipil
Arinta B. Capital & tahun/ Male Universitas Brawijaya Tollroad Regional Division Civil
Transformasi years Malang Head (2021) Engineering
Director Bachelor’s in Civil • Direktur Utama PT Jasamarga
of Human Capital Engineering, University of Surabaya Mojokerto (2020-
& Transformation Brawijaya Malang 2021)
• Jasa Marga Metropolitan
Tollroad Regional Division
Head (2021)
• President Director of PT
Jasamarga Surabaya Mojokerto
(2020-2021)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 555
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Organ dan Komite di Bawah
Dewan Komisaris
Organ and Committees Under the Board of Commissioners
Dalam menjalankan fungsi, tugas dan tanggung jawabnya, In exercising the function, duty, and responsibility, the
Dewan Komisaris dibantu oleh organ di bawah Dewan Board of Commissioners is assisted by organs under the Board
Komisaris. Pada periode tahun 2024, organ di bawah Dewan of Commissioners. In 2024, the organs under the Board of
Komisaris adalah sebagai berikut: Commissioners are as follows:
1. Komite Audit; 1. Audit Committee;
2. Komite Nominasi dan Remunerasi; 2. Nomination and Remuneration Committee;
3. Komite Risiko dan Hukum; 3. Risk and Legal Committee;
4. Sekretaris Dewan Komisaris. 4. Secretary of the Board of Commissioners.
Komite Audit Audit Committee
Dewan Komisaris dibantu oleh Komite Audit dalam Board of Commissioners is assisted by the Audit Committee in
pelaksanaan tugasnya mengawasi serta memberikan nasihat carrying out the duties to supervise and provide advice to the
kepada Direksi agar dalam menjalankan kepengurusan Board of Directors thereby the Company’s management will
Perseroan sesuai dengan peraturan dan perundang-undangan comply with the prevailing laws and regulations.
yang berlaku.
Dasar Pembentukan Komite Audit Audit Committee Establishment Framework
Komite Audit Perseroan dibentuk berdasarkan peraturan The Company’s Audit Committee was formed based on
peraturan/perundangan sebagai berikut: the following laws/regulations:
1. Undang-Undang Republik Indonesia No. 19 tahun 2003 1. Law of the Republic of Indonesia No. 19 of 2003concerning
tentang Badan Usaha Milik Negara (Lembaran Negara State-Owned Enterprises (State Gazette ofthe Republic
Republik Indonesia tahun 2003 No. 70; Tambahan of Indonesia of 2003 No. 70; Supplementto the State
Lembaran Negara Republik Indonesia No. 4297) yang Gazette of the Republic of Indonesia No.4297) which
terakhir telah diubah dengan Peraturan Pemerintah has been last amended by GovernmentRegulation
Pengganti Undang-Undang No. 2 Tahun 2022 tentang in Lieu of Law No. 2 of 2022 concerningJob Creation
Cipta Kerja (Lembaran Negara Republik Indonesia Tahun (State Gazette of the Republic ofIndonesia of 2022 No.
2022 No. 238, Tambahan Lembaran Negara Republik 238, Supplement to the StateGazette of the Republic of
Indonesia No. 6841) dan ditetapkan menjadi Undang- Indonesia No. 6841) andenacted into Law in accordance
Undang sesuai Undang-Undang No. 6 Tahun 2023 with Law No. 6 of2023 concerning the Stipulation of
tentang Penetapan Peraturan Pemerintah Pengganti GovernmentRegulation in Lieu of Law No. 2 of 2022
Undang-Undang No.2 Tahun 2022 tentang Cipta Kerja concerningJob Creation into Law (State Gazette of the
menjadi Undang-Undang (Lembaran Negara Republik Republicof Indonesia of 2023 No. 2023, Supplement to
Indonesia Tahun 2023 No.2023, Tambahan Lembaran theState Gazette No. 6856);
Negara No. 6856);
2. Undang-Undang Republik Indonesia No. 40 tahun 2007 2. Law of the Republic of Indonesia No. 40 of 2007 onLimited
tentang Perseroan Terbatas (Lembaran Negara Republik Liability Companies (State Gazette of theRepublic of
Indonesia tahun 2007 No. 106; Tambahan Lembaran Indonesia of 2007 No. 106; Supplementto State Gazette
Negara Republik Indonesia No. 4756) yang terakhir of the Republic of Indonesia No.4756) which has been
telah diubah dengan Peraturan Pemerintah Pengganti last amended by GovernmentRegulation in lieu of Law
Undang-Undang No.2 Tahun 2022 tentang Cipta Kerja No. 2 of 2022 on JobCreation (State Gazette of the
(Lembaran Negara Republik Indonesia Tahun 2022 No. Republic of Indonesiaof 2022 No. 238, Supplement to
238, Tambahan Lembaran Negara Republik Indonesia No. State Gazette ofthe Republic of Indonesia No. 6841)
6841) dan ditetapkan menjadi Undang-Undang sesuai and enacted intoLaw pursuant to Law No. 6 of 2023
Undang-Undang No. 6 Tahun 2023 tentang Penetapan on the Stipulationof Government Regulation in Lieu
Peraturan Pemerintah Pengganti Undang-Undang No.2 of Law No. 2 of2022 on Job Creation into Law (State
Tahun 2022 tentang Cipta Kerja menjadi Undang-Undang Gazette of theRepublic of Indonesia of 2023 No. 2023,
(Lembaran Negara Republik Indonesia Tahun 2023 No. Supplementto State Gazette No. 6856);
2023, Tambahan Lembaran Negara No. 6856);
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
3. Peraturan Pemerintah No. 45 tahun 2015 tentang 3. Government Regulation No. 45 of 2015 on theEstablishment,
Pendirian, Pengurusan, Pengawasan dan Pembubaran Management, Supervision andDissolution of State-Owned
Badan Usaha Milik Negara (Lembaran Negara Republik Enterprises (StateGazette of the Republic of Indonesia
Indonesia tahun 2005 No. 117; Tambahan Lembaran of 2005 No. 117; Supplement to the State Gazette of the
Negara Republik Indonesia No. 4556); Republic of Indonesia No. 4556);
4. Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 4. Fnancial Services Authority Regulation No. 33/
tanggal 8 Desember 2014, tentang Direksi Dan Dewan POJK.04/2014 dated December 8, 2014, regarding the
Komisaris Emiten Atau Perusahaan Publik; Board of Directors and Board of Commissioners of Issuers
or Public Companies;
5. Peraturan Otoritas Jasa Keuangan No. 55/ POJK.04/2015 5. Financial Services Authority Regulation No. 55/
tanggal 23 Desember 2015, tentang Pembentukan dan POJK.04/2015 dated December 23, 2015, regarding the
Pedoman Pelaksanaan Kerja Komite Audit; Establishment and Implementation Guidelines for the
Audit Committee;
6. Peraturan Menteri Negara Badan Usaha Milik Negara No. 6. Regulation of the Minister of State-Owned Enterprises No.
PER-2/MBU/03/2023 tanggal 24 Maret 2023 tentang PER-2/MBU/03/2023 dated March 24, 2023 concerning
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Guidelines for Governance and Significant Corporate
Badan Usaha Milik Negara; Activities of State-Owned Enterprises;
7. Peraturan Menteri Negara Badan Usaha Milik Negara No. 7. Regulation of the Financial Services Authority No. 13/
PER-3/MBU/03/2023 tanggal 24 Maret 2023 tentang POJK.03/2017 dated March 27, 2017, regarding the Use of
Organ dan Sumber Daya Manusia Badan Usaha Milik Public Accountant Services and Public Accounting Firms in
Negara; Financial Services Activities;
8. Peraturan Otoritas Jasa Keuangan No. 21/ POJK.04/2015 8. Financial Services Authority Regulation No. 21/
tanggal 16 November 2015 tentang Penerapan Pedoman POJK.04/2015 dated November 16, 2015, regarding the
Tata Kelola Perusahaan Terbuka yang dijabarkan dalam Implementation of Public Company Governance Guidelines
Surat Edaran OJK No. 32/SEOJK.04/2015 tanggal as elaborated in OJK Circular Letter No. 32/SEOJK.04/2015
17 November 2015 tentang Pedoman Tata Kelola dated November 17, 2015 regarding Public Company
Perusahaan Terbuka, bahwa Dewan Komisaris dapat Governance Guidelines, that the Board of Commissioners
membentuk Komite Dewan Komisaris (Dekom); may establish a Board of Commissioners Committee
(Dekom);
9. Peraturan Otoritas Jasa Keuangan No. 9 tahun 2023 9. Financial Services Authority Regulation No. 9 of 2023
tanggal 11 Juli 2023, tentang Penggunaan Jasa Akuntan dated July 11, 2023, regarding the Use of Public Accountant
Publik dan Kantor Akuntan Publik Dalam Kegiatan Jasa Services and Public Accounting Firms in Financial Services
Keuangan; Activities;
10. Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk 10. Decision of the Board of Commissioners of PT Jasa Marga
No. KEP-125/X/2023 tanggal 2 Oktober 2023 tentang (Persero) Tbk No. KEP-125/X/2023 dated October 2,
Pemberhentian dan Pengangkatan Anggota Komite Audit 2023, concerning the Dismissal and Appointment of Audit
PT Jasa Marga (Persero) Tbk. Committee Members of PT Jasa Marga (Persero) Tbk.
Pedoman Kerja/Piagam Komite Audit Audit Committee Charter
Piagam Komite Audit disahkan oleh Dewan Komisaris pada The Audit Committee Charter was ratified by the Board of
tanggal 8 November 2023, yang merupakan pemutakhiran Commissioners on November 8, 2023, which is an update from
dari Piagam sebelumnya yang ditetapkan pada tahun 2017. the previous Charter established in 2017. The Audit Committee
Piagam Komite Audit merupakan acuan bagi Komite Audit Charter serves as a reference for the Audit Committee in carrying
dalam melaksanakan tugas dan tanggung jawabnya. Dalam out its duties and responsibilities. It includes provisions that
Piagam Komite Audit termuat ketentuan yang harus dipatuhi must be adhered to in the formation and implementation of
pembentukan dan pelaksanaan kegiatan Komite Audit Audit Committee activities to ensure independent, objective,
agar dapat bekerja secara independen, objektif, mandiri, transparent, and accountable work. The contents of the Charter
transparan, dan dapat dipertanggungjawabkan. Isi dari include:
Piagam tersebut antara lain mencakup:
1. Maksud dan Tujuan; 1. Purpose and Objectives;
2. Peran Komite Audit; 2. Roles of the Audit Committee;
3. Tugas, Tanggung Jawab dan Wewenang; 3. Duties, Responsibilities, and Authorities;
4. Komposisi, Struktur, dan Tata Cara Pengangkatan; 4. Composition, Structure, and Appointment Procedures;
5. Persyaratan Keanggotaan dan Penilaian Kinerja Komite 5. Membership Requirements and Performance Evaluation
Audit; of the Audit Committee;
6. Penyelenggaraan Rapat; 6. Conduct of Meetings;
7. Pelaporan; 7. Reporting;
8. Masa Tugas; 8. Term of Service;
9. Penutup. 9. Conclusion.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 557
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kriteria Criteria
Kriteria anggota Komite Audit : Criteria for members of the Audit Committee:
1. Memiliki integritas yang baik dan pengetahuan serta 1. Have good integrity and sufficient knowledge and work
pengalaman kerja yang cukup di bidang pengawasan / experience in the field of supervision/audit;
pemeriksaan;
2. Tidak memiliki kepentingan/keterkaitan pribadi yang 2. Do not have personal interests/relationships that may
dapat menimbulkan dampak negatif dan benturan have negative impacts and conflicts of interest with the
kepentingan terhadap perseroan; company;
3. Mampu berkomunikasi secara efektif; 3. Able to communicate effectively;
4. Dapat menyediakan waktu yang cukup untuk 4. Can provide sufficient time to complete their duties;
menyelesaikan tugasnya;
5. Salah seorang dari anggota Komite Audit harus memiliki 5. One member of the Audit Committee must have an
latar belakang independen atau memiliki keahlian di independent background or expertise in accounting or
bidang akuntansi atau keuangan. dan salah seorang dari finance and one member must understand the industry/
anggota Komite Audit harus memahami industri/bisnis; business;
6. Anggota Komite Audit bukan merupakan orang dalam 6. Committee members are not employees of public
kantor akuntan publik, kantor konsultan hukum, kantor jasa accounting firms, legal consulting firms, public appraisal
penilai publik atau pihak lain yang memberi jasa asurans, firms, or other parties providing assurance, non-
jasa non-asuransi, jasa penilai dan/atau jasa konsultasi lain assurance, appraisal, and/or consulting services to the
perseroan dalam waktu 6 (enam) bulan terakhir; company within the last 6 (six) months;
7. Komite harus menandatangani pakta integritas yang 7. The Committee must sign an integrity pact, which is a
merupakan pemyataan dan komitmen untuk mematuhi commitment to comply with all legal regulations and
segala ketentuan peraturan perundang- undangan dan principles of good corporate governance;
prinsip tata kelola perusahaan yang baik;
8. Bersedia meningkatkan kompetensi secara terus 8. Willing to continuously improve competence through
menerus melalui pendidikan dan pelatihan; education and training;
9. Bukan merupakan orang yang bekerja atau mempunyai 9. Not an individual who works or has authority and
wewenang dan tanggung jawab untuk merencanakan, responsibility to plan, lead, control, or oversee the
memimpin, mengendalikan, atau mengawasi kegiatan company’s activities within the last 6 (six) months,
perseroan dalam waktu 6 (enam) bulan terakhir, kecuali except for independent commissioners;
komisaris independen;
10. Dalam hal anggota Komite Audit memperoleh saham 10. If a member of the Audit Committee acquires shares of
perseroan baik langsung maupun tidak langsung akibat the company directly or indirectly due to a legal event,
suatu peristiwa hukum, saham tersebut wajib dialihkan those shares must be transferred to another party within
kepada pihak lain dalam jangka waktu paling lama 6 a maximum period of 6 (six) months after the acquisition
(enam) bulan setelah diperolehnya saham tersebut; of the shares;
11. Tidak mempunyai hubungan afiliasi dengan anggota 11. Do not have an affiliation with members of the Board of
Dewan Komisaris, anggota direksi, atau pemegang saham Commissioners, members of the Board of Directors, or
utama perseroan; major shareholders of the company;
12. Tidak mempunyai hubungan usaha baik langsung 12. Do not have a direct or indirect business relationship
maupun tidak langsung yang berkaitan dengan kegiatan related to the company’s business activities;
usaha perseroan;
13. Anggota Komite Audit yang merupakan Dewan Komisaris 13. Audit Committee members who are Board of
dapat merangkap sebagai anggota komite paling banyak Commissioners may serve on a maximum of 5 (five)
pada 5 (lima) komite di perusahaan publik dimana committees in public companies where they also serve
yang bersangkutan juga menjabat sebagai anggota as Board of Commissioners, as long as it does not conflict
Dewan Komisaris dimana hal tersebut dapat dilakukan with other regulations;
sepanjang tidak bertentangan dengan peraturan
perundang-undangan lainnya;
14. Anggota Komite Audit yang bukan merupakan anggota 14. Audit Committee members who are not Board of
Dewan Komisaris Perseroan tidak boleh merangkap Commissioners of the Company may not concurrently
sebagai: serve as:
a. Anggota Dewan Komisaris pada BUMN/ perusahaan a. Board of Commissioners members in other SOEs/
lain; companies;
b. Sekretaris/staf sekretaris Dewan Komisaris pada b. Secretary/board secretary staff in other SOEs/
BUMN/perusahaan lain; companies;
c. Anggota komite lain di Perseroan; c. Members of other committees in the Company;
d. Anggota komite pada BUMN/perusahan lain. d. Committee members in other SOEs/companies.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Ketentuan Masa Jabatan Terms of Office
Seluruh Anggota Komite Audit Jasa Marga memiliki integritas, All members of the Jasa Marga Audit Committee have good
kompetensi dan reputasi yang baik. Masa tugas anggota integrity, competence, and reputation. The term of office for
Komite Audit tidak boleh lebih lama dari masa jabatan Audit Committee members may not exceed the term of office
Dewan Komisaris sebagaimana diatur dalam anggaran dasar of the Board of Commissioners as stipulated in the Articles of
dan dapat dipilih kembali hanya untuk 1 (satu) periode Association and may only be re-elected for the next 1 (one)
berikutnya. Anggota Komite Audit yang merupakan anggota term. Audit Committee members who are also members of the
Dewan Komisaris berhenti dengan sendirinya apabila masa Board of Commissioners automatically cease their roles when
jabatannya sebagai anggota Dewan Komisaris berakhir, their term as a member of the Board of Commissioners ends.
sedangkan masa jabatan anggota Komite Audit yang bukan The term of office for Audit Committee members who are not
merupakan anggota Dewan Komisaris paling lama 3 (tiga) members of the Board of Commissioners is a maximum of 3
tahun dan dapat diangkat kembali untuk paling lama 2 (dua) (three) years and can be reappointed for a maximum of 2 (two)
tahun, dengan tidak mengurangi hak Dewan Komisaris untuk years, without prejudice to the Board of Commissioners’ right
memberhentikannya sewaktu-waktu. Dalam hal Komisaris to dismiss them at any time. If an Independent Commissioner
lndependen menjabat pada Komite Audit, Komisaris serves on the Audit Committee, they can only be reappointed
lndependen yang bersangkutan hanya dapat diangkat to the Audit Committee for the next 1 (one) term of the Audit
kembali pada Komite Audit untuk 1 (satu) periode masa Committee’s term of office.
jabatan Komite Audit berikutnya.
Susunan, Jumlah, Komposisi dan Dasar Audit Committee Arrangement, Number
Pengangkatan Komite Audit of Members, Composition, and Basis of
Appointment
Komite Audit dibentuk oleh Dewan Komisaris, yang The Audit Committee is established by the Board of
susunannya terdiri dari ketua Komite Audit dan anggota Komite Commissioners, comprising a chairman and members,
Audit, dengan paling sedikit terdiri dari 3 (tiga) orang anggota with at least 3 (three) members consisting of Independent
yang berasal dari Komisaris lndependen dan pihak luar yang Commissioners and independent external parties. The
independen. Ketua dan anggota Komite Audit diangkat dan chairman and members of the Audit Committee are
diberhentikan oteh Dewan Komisaris. Ketua Komite Audit appointed and dismissed by the Board of Commissioners. The
adalah anggota Dewan Komisaris yang merupakan anggota chairman of the Audit Committee is a member of the Board
Dewan Komisaris lndependen atau anggota Dewan Komisaris of Commissioners who is an Independent Commissioner or
yang dapat bertindak independen. Anggota Komite Audit a member of the Board of Commissioners capable of acting
dapat berasal dari anggota Dewan Komisaris atau pihak luar independently. Audit Committee members may be from the
yang independen. Board of Commissioners or independent external parties.
Susunan keanggotaan Komite Audit Jasa Marga pada tahun The composition of the Jasa Marga Audit Committee in 2023
2023 adalah sebagai berikut: is as follows:
Tabel Susunan Keanggotaan Komite Audit
Table of Composition of Audit Committee Membership
Nama Jabatan Periode Dasar Pengangkatan
Name Position Period Basis of Appointment
Chandra Ketua 7 Maret 2023 - Sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-029/III/2023
Wijaya Chairman March 7, 2023 - Present Decision of the Board of Commissioners of Jasa Marga
No.KEP-029/III/2023
Seppalga Anggota 7 Maret 2023 - Sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-029/III/2023
Ahmad Member March 7, 2023 - Present Decision of the Board of Commissioners of Jasa Marga
No. KEP-029/III/2023
Siti Purnama Anggota 2 Oktober 2023 - Sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-125/X/2023
Rizki Member October 2, 2023 - Present Decision of the Board of Commissioners of Jasa Marga No. KEP-
125/X/2023
Mohammad Anggota 2 Oktober 2023 - Sekarang Keputusan Dewan Komisaris Jasa Marga No. KEP-125/X/2023
Fahmi Member October 2, 2023 - Present Decision of the Board of Commissioners of Jasa Marga No. KEP-
Arkanuddin* 125/X/2023
Keterangan/Notes:
* Berhenti menjadi Anggota Komite Audit sejak 04 September 2024 karena meninggal dunia/ He has resigned from his position as a member of the Audit Committee
as of September 4, 2024, due to his passing.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 559
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Profil Komite Audit Profiles of the Audit Committee Members
Profil anggota Komite Audit dapat dilihat pada bagian Profil Profiles of Audit Committee members can be seen in
Komite Audit di Bab Profil Perusahaan dalam buku Laporan Management Profiles in the Company Profile Chapter in this
Tahunan ini. Annual Report.
Independensi Anggota Komite Audit Independence of Audit Committee Members
Sesuai dengan ketentuan dalam Peraturan Otoritas Jasa Under the provisions of Financial Services Authority
Keuangan No. 55/POJK.04/2015 tanggal 23 Desember 2015 Regulation No. 55/POJK.04/2015 dated December 23,
tentang Pembentukan dan Pedoman Pelaksanaan Komite 2015 concerning the Establishment and Guidelines for the
Audit, serta Peraturan Menteri Negara BUMN No. PER-3/ Implementation of the Audit Committee, as well as Minister of
MBU/03/2023 tentang Organ dan Sumber Daya Manusia State-Owned Enterprises Regulation No. PER-3/MBU/03/2023
Badan Usaha Milik Negara, seluruh anggota Komite Audit concerning the Organization and Human Resources of State-
Perseroan telah memenuhi persyaratan jumlah, komposisi, Owned Enterprises, all members of the Company’s Audit
kriteria, kompetensi, dan independensi. Committee have met the requirements regarding the number,
composition, criteria, competencies, and independence.
Tabel Independensi Komite Audit
Table of Audit Committee Independency
Mohammad
Aspek Independensi Chandra Seppalga Siti Purnama
Fahmi
Aspek Independensi Wijaya Ahmad Rizki
Arkanuddin *
Tidak memiliki hubungan keuangan dengan Dewan Komisaris.
Not having any financialaffiliation with Board of Commissioners.
Tidak memiliki hubungan kepengurusan di perusahaan, anak
perusahaan, maupun perusahaan afiliasi.
Not having any managerial affiliation in the Company, its subsidiaries,
or affiliated companies.
Tidak memiliki hubungan kepemilikan saham di perusahaan.
Not having any shares ownership in the Company.
Tidak memiliki hubungan kekeluargaa dengan Dewan Komisaris,
Direksi, dan/atau sesama anggota Komite Audit.
Not having any family affiliation with the Board of Commissioners,
Board of Directors, and/ or fellow Audit Committee Members.
Tidak menjabat sebagai pengurus partai politik, pejabat, dan
pemerintah.
Not serving as administrators of political parties, officials and
government.
Keterangan/Notes:
* Berhenti menjadi Anggota Komite Audit sejak 04 September 2024 karena meninggal dunia/ He has resigned from his position as a member of the Audit
Committee as of September 4, 2024, due to his passing.
Sebagai bentuk komitmen dan tanggung jawab Komite Audit As a manifestation of the commitment and responsibility of
atas terlaksananya prinsip-prinsip Tata Kelola Perusahaan, the Audit Committee to Corporate Governance principles
serta sebagai upaya merealisasikan ketentuan tentang implementation, as well as an effort to realize provisions on
independensi yang ada dalam Piagam Komite Audit, independence as disclosed in the Audit Committee Charter,
Komite Audit Perseroan telah membuat Surat Pernyataan the Audit Committee has prepared an Audit Committee
Independensi Komite Audit yang ditandatangani oleh Ketua Independency Declaration which was signed by the Audit
dan seluruh Anggota Komite Audit. Committee Chairman and Members.
Beberapa pernyataan penting dalam Surat Pernyataan Some important statements in the Audit Committee
Independensi Komite Audit antara lain bahwa Komite Audit Independence Declaration includes that Jasa Marga’s Audit
Jasa Marga: Committee:
1. Tidak memiliki kepentingan/keterkaitan pribadi yang 1. Not having any personal interest/affiliation that could
dapat menimbulkan dampak negatif dan konflik cause a negative impact and conflict of interest to the
kepentingan terhadap Perseroan. Company.
2. Tidak memiliki saham Perseroan, baik langsung maupun 2. Not having any ownership on the Company’s shares,
tidak langsung. either directly or indirectly.
3. Akan menjaga kerahasiaan dokumen, data, dan informasi 3. Will preserve confidentiality of documents, data and
Perseroan, baik dari pihak internal maupun pihak information of the Company, both from internal and
eksternal, dan hanya digunakan untuk kepentingan external parties, and are only used for the purposes of
pelaksanaan tugas Komite Audit. carrying out the duties of the Audit Committee.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tugas, Tanggung Jawab, dan Wewenang Komite Duties, Responsibilities, and Authorities of the
Audit Audit Committee
Piagam Komite Audit telah mengatur akan tugas dan tanggung The Audit Committee Charter has regulated the duties and
jawab Komite di antaranya sebagai berikut: responsibilities of the Committee, including the following:
1. Melakukan review atas informasi keuangan yang akan 1. Review regarding financial information that will be
dikeluarkan oleh perseroan kepada publik dan/atau issued by the company to the public and/or authorities,
pihak otoritas antara lain laporan keuangan, proyeksi, including financial reports, projections and other reports
dan laporan lainnya terkait dengan informasi keuangan related to the Company’s financial information.
Perseroan.
2. Memberikan pendapat independen dalam hal terjadi 2. Providing an independent opinion in the event of a
perbedaan pendapat antara Manajemen dan akuntan difference of opinion between Management and the
atas jasa yang diberikannya. accountant regarding the services provided.
3. Memberikan rekomendasi kepada Dewan Komisaris 3. Provide recommendations to the Board of Commissioners
mengenai penunjukan akuntan yang didasarkan pada: regarding the appointment of accountants based on:
a. Independensi Akuntan Publik (AP), Kantor Akuntan a. Independence of Public Accountants (PA), Public
Pubik (KAP), dan orang dalam KAP. Accounting Firms (KAP), and people within KAP.
b. Ruang lingkup audit. b. Scope of the audit.
c. Imbalan jasa audit. c. Audit service fee.
d. Keahlian dan pengalaman AP, KAP, dan tim audit dari d. The expertise and experience of AP, KAP, and the
KAP. audit team from KAP.
e. Metodologi, teknik, dan sarana audit yang e. The audit methodology, techniques and tools used
digunakan KAP. by the KAP.
f. Manfaat sudut pandang baru yang akan diperoleh f. The benefits of a new perspective that will be
melalui penggantian AP, KAP, dan tim audit dari KAP. obtained through replacing AP, KAP, and the audit
team from KAP.
g. Potensi risiko atas penggunaan jasa audit oleh KAP g. Potential risks of using audit services by the same
yang sama secara berturut-turut untuk kurun waktu KAP consecutively for a fairly long period of time.
yang cukup panjang. h. The results of the evaluation of the implementation
h. Hasil evaluasi terhadap pelaksanaan pemberian of the provision of audit services for annual
jasa audit atas informasi keuangan historis tahunan historical financial information by AP and KAP in the
oleh AP dan KAP pada periode sebelumnya, jika ada. previous period, if any.
4. Memastikan objektivitas dan independensi auditor 4. Ensuring the objectivity and independence of internal
internal dan auditor eksternal. and external auditors.
5. Memantau dan mengkaji proses pelaporan keuangan 5. Monitor and review the financial reporting process
yang diaudit oleh auditor eksternal. audited by external auditors.
6. Menilai pelaksanaan kegiatan serta hasil audit yang 6. Assess the implementation of activities and audit results
dilaksanakan oleh auditor internal maupun auditor carried out by internal auditors and external auditors.
eksternal.
7. Menelaah pengaduan yang berkaitan dengan proses 7. Reviewing complaints related to the Company’s
akuntansi dan pelaporan keuangan Perseoran. accounting and financial reporting processes.
8. Memantau dan mengkaji efektivitas pelaksanaan audit 8. Monitor and review the effectiveness of internal and
intern dan audit ekstern. external audit implementation.
9. Memberikan rekomendasi kepada Dewan Komisaris 9. Provide recommendations to the Board of Commissioners
atas hal yang mendukung efektivitas dan akurasi proses on matters that support the effectiveness and accuracy
pelaporan keuangan Perseroan. of the Company’s financial reporting process.
10. Memantau pelaksanaan tindak lanjut oleh Direksi atas 10. Monitoring the implementation of follow-up actions by
temuan auditor internal dan auditor eksternal. the Board of Directors on the findings of internal auditors
and external auditors.
11. Memastikan Internal Audit Group melakukan komunikasi 11. Ensure that the Internal Audit Group communicates with
dengan Direksi, Dewan Komisaris dan auditor eksternal. the Board of Directors, Board of Commissioners and
external auditors.
12. Memberikan rekomendasi kepada Dewan Komisaris 12. Provide recommendations to the Board of Commissioners
terkait penyusunan rencana audit, ruang lingkup, dan regarding the preparation of the audit plan, scope and
anggaran Internal Audit Group. budget of the Internal Audit Group.
13. Mengevaluasi laporan auditor internal berkala dan 13. Evaluate periodic internal auditor reports and
merekomendasikan tindakan perbaikan untuk mengatasi recommend corrective actions to address control
kelemahan pengendalian, kecurangan (fraud), masalah weaknesses, fraud (fraud), compliance issues with
kepatuhan terhadap kebijakan dan peraturan perundang- policies and laws or other issues identified and reported
undangan atau masalah lain yang diidentifikasi dan by the Internal Audit Group.
dilaporkan oleh Internal Audit Group.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 561
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
14. Mengevaluasi kinerja Internal Audit Group. 14. Evaluate the performance of the Internal Audit Group.
15. Memastikan Internal Audit Group menjunjung tinggi 15. Ensure that the Internal Audit Group upholds integrity in
integritas dalam pelaksanaan tugas. carrying out its duties.
16. Memberikan rekomendasi kepada Dewan Komisaris 16. Provide recommendations to the Board of Commissioners
terkait pemberian remunerasi tahunan Internal Audit regarding the provision of annual remuneration for the
Group secara keseluruhan serta penghargaan kinerja. Internal Audit Group as a whole and performance awards.
17. Melaksanakan pemantauan dan evaluasi terhadap 17. Carrying out monitoring and evaluation of the
pelaksanaan fungsi audit intern dengan ketentuan implementation of internal audit functions in accordance
peraturan perundang-undangan, Anggaran Dasar, dan/ with the provisions of laws and regulations, Articles of
atau keputusan RUPS/Menteri. Association, and/or decisions of the GMS/Minister.
18. Melakukan proses pengadaan calon kantor akuntan 18. Carrying out the procurement process for prospective
publik sesuai dengan ketentuan pengadaan barang dan public accounting firms in accordance with the provisions
jasa, dan apabila diperlukan dapat meminta bantuan for procurement of goods and services, and if necessary,
direksi dalam proses pengadaannya. may request assistance from the board of directors in the
procurement process.
19. Merekomendasikan perusahaan pemeringkat untuk 19. Recommend rating companies to conduct a company
melakukan penilaian tingkat kesehatan perusahaan health level assessment and if necessary, may request
dan apabila hal diperlukan, dapat meminta bantuan assistance from the Board of Directors to conduct the
Direksi untuk melakukan proses pengadaan perusahaan rating company procurement process based on the
pemeringkat berdasarkan mekanisme pengadaan barang applicable goods and services procurement mechanism.
dan jasa yang berlaku.
20. Melakukan review atas usulan Rencana Kerja Anggaran 20. Conducting a review of the proposed Company Work
Perusahaan (RKAP) dan Rencana Jangka Panjang Budget Plan (RKAP) and Company Long-Term Plan (RJPP)
Perusahaan (RJPP) serta revisi RKAP dan RJPP. as well as revisions to the RKAP and RJPP.
21. Memantau implementasi kebijakan keuangan Perseroan. 21. Monitor the implementation of the Company’s financial
policies.
22. Memberikan rekomendasi mengenai penyempurnaan 22. Providing recommendations regarding the
sistem pengendalian manajemen serta pelaksanaannya. improvement of the management control system and its
implementation.
23. Memastikan telah terdapat prosedur evaluasi yang 23. Ensure that there are satisfactory evaluation procedures
memuaskan terhadap informasi keuangan yang for the financial information issued by the Company.
dikeluarkan Perseroan.
24. Melaksanakan penugasan dari Dewan Komisaris terkait 24. Carrying out assignments from the Board of
hal-hal yang perlu diidentifikasi yang menjadi perhatian Commissioners regarding matters that need to be
terhadap suatu temuan. identified that are of concern regarding a finding.
25. Memberikan saran dan rekomendasi kepada Dewan 25. Provide advice and recommendations to the Board of
Komisaris terkait dengan adanya potensi benturan Commissioners regarding potential conflicts of interest
kepentingan Perseroan. within the Company.
26. Melaksanakan penugasan lain dari Dewan Komisaris; 26. Carry out other assignments from the Board of
Commissioners;
27. Menyusun dan melaksanakan program kerja Komite 27. Prepare and implement the Audit Committee work
Audit. program.
28. Menjaga kerahasiaan dokumen, data dan informasi 28. Maintain the confidentiality of the Company documents,
Perseroan. data and information.
Dalam melaksanakan tugasnya Komite Audit mempunyai In carrying out its duties, the Audit Committee has the
wewenang sebagai berikut: following authorities:
1. Mengakses seluruh informasi yang relevan tentang 1. Access all relevant information about BUMN related to
BUMN terkait dengan tugas dan fungsi Komite Audit. the duties and functions of the Audit Committee.
2. Berkomunikasi langsung dengan karyawan, termasuk 2. Communicate directly with employees, including
Direksi terkait tugas dan tanggung jawab Komite Audit. the Board of Directors regarding the duties and
responsibilities of the Audit Committee.
3. Melibatkan pihak independen di luar anggota Komite 3. Involve independent parties outside the Audit
Audit yang diperlukan untuk membantu pelaksanaan Committee members as needed to assist in carrying out
tugasnya (jika diperlukan). its duties (if necessary).
4. Melakukan kewenangan lain yang diberikan oleh Dewan 4. Carry out other powers granted by the Board of
Komisaris. Commissioners.
5. Dalam melaksanakan kewenangannya, Komite Audit 5. In carrying out its authority, the Audit Committee can
dapat bekerja sama dengan Internal Audit Group. cooperate with the Internal Audit Group.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tugas dan Tanggung Jawab Berkaitan dengan Duties and Responsibilities Related to the
Auditor Eksternal External Auditor
Komite Audit memberikan rekomendasi kepada Dewan Audit Committee provides recommendations to the Board
Komisaris mengenai penunjukan Akuntan Publik dan Kantor of Commissioners regarding the appointment of a Public
Akuntan Publik untuk disampaikan kepada Rapat Umum Accountant Public Accounting Firm to be submitted to
Pemegang Saham. Selanjutnya atas pelaksanaan Audit oleh the General Meeting of Shareholders. For further on the
KAP, Komite Audit melakukan penelaahan. Apabila dalam implementation of the Audit by KAP, the Audit Committee
pelaksanaan tugasnya, Auditor Eksternal tidak memenuhi conducts a review. If in carrying out their duties, the
standar dan ketentuan yang berlaku, maka Komite Audit dapat External Auditor does not comply with the applicable
memberikan rekomendasi kepada Dewan Komisaris terkait standards and regulations, the Audit Committee may provide
pemberhentian Auditor Eksternal. recommendations to the Board of Commissioners regarding
the dismissal of the External Auditor.
Pembagian Tugas Antar Komite Audit Division of Duties of Audit Committees
Komite Audit tidak melakukan pembagian tugas secara The Audit Committee does not carry out a specific division of
spesifik, namun untuk setiap pekerjaan akan ditentukan tasks, but for each job, an appropriate person in charge will
masing-masing penanggung jawab yang sesuai. be determined.
Rapat Komite Audit Audit Committee Meetings
Piagam Komite Audit juga mengatur mengenai rapat Komite. Audit Committee Charter also regulates Committee
Sekurang-kurangnya sekali dalam 1 (satu) bulan, anggota meetings. At least once in 1 (one) month, members of the
Komite Audit diwajibkan untuk mengadakan rapat dimana Audit Committee are required to hold a meeting where the
keputusan yang diambil dilakukan berdasarkan musyawarah decisions are taken based on collective consensus. Meeting
untuk mufakat. Keputusan rapat dapat diambil apabila rapat resolutions can be taken if the meeting is attended by more
dihadiri oleh lebih dari ½ (satu per dua) jumlah anggota. than ½ (half) of the number of members. If a consensus does
Dalam hal tidak terjadi musyawarah mufakat, pengambilan not occur, decision-making is carried out by majority votes.
keputusan dilakukan dengan suara terbanyak. Setiap rapat Each Audit Committee meeting shall be documented in the
Komite Audit harus dituangkan dalam risalah rapat yang minutes of the meeting and signed by all Audit Committee
ditandatangani oleh seluruh anggota Komite Audit yang hadir. members present. Differences of opinion that occur in a
Perbedaan pendapat yang terjadi dalam rapat komite wajib committee meeting must be clearly stated in the minutes of
dicantumkan secara jelas dalam risalah rapat beserta alasan the meeting along with the reasons for such differences.
perbedaan tersebut.
Sepanjang tahun 2024, Komite Audit telah menyelenggarakan Throughout the year 2024, the Audit Committee held 37
Rapat sebanyak 37 (tiga puluh tujuh) kali, dengan agenda (thirty-seven) meetings with agendas including:
diantara sebagai berikut:
a. Program Kerja Komite Audit tahun 2024. a. Audit Committee Work Program 2024.
b. Progres Laporan Keuangan Perseroan. b. Progress of the Company’s Financial Report.
c. Evaluasi Kegiatan Komite Audit. c. Evaluation of Audit Committee Activities.
d. Monitoring Kegiatan Audit. d. Monitoring Audit Activities.
e. Diagnostik ICOFR dan ICOFR Lanjutan. e. ICOFR Diagnostics and Advanced ICOFR.
f. Audit Internal Tahun 2024. f. Internal Audit 2024.
g. Laporan Triwulanan Komite Audit. g. Audit Committee Quarterly Report.
h. Evaluasi Pelaksanaan Audit Kepatuhan Tahun 2023. h. Evaluation of the Implementation of Compliance
Audit in 2023.
i. Evaluasi AUP atas KPI Direksi Individu dan Kolegial i. AUP Evaluation of Individual and Collegial Directors’
Tahun 2023. KPIs in 2023.
j. Review Self Assessment GCG Tahun 2023. j. Self-Assessment Review of GCG 2023.
k. Laporan Audit Internal Triwulanan. k. Quarterly Internal Audit Report.
l. Evaluasi Pelaksanaan PKAT. l. Evaluation of PKAT Implementation.
m. Laporan Manajemen Risiko Triwulanan. m. Quarterly Risk Management Report.
n. Pembahasan Anak Perusahaan Usaha Lain (APUL). n. Discussion of Other Business Subsidiaries (APUL).
o. Laporan Tindak Lanjut Audit dan Surat Manajemen. o. Audit Follow-up Report and Management Letter.
p. Laporan Audit Terintegrasi. p. Integrated Audit Report.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
q. Quality Assurance Eksternal. q. External Quality Assurance.
r. Laporan Pengawasan Informasi Keuangan r. Company Financial Information Supervision Report.
Perseroan.
s. Laporan Manajemen Triwulanan. s. Quarterly Management Report.
t. Laporan Progress Belanja Produk Dalam Negeri t. Report on the Progress of Domestic Product
(PDN) dan Implementasi PADI UMKM. Spending (PDN) and the Implementation of PADI
UMKM.
u. Fraud Risk Assessment. u. Fraud Risk Assessment.
v. Quality Assurance Review (QAR) 2024. v. Quality Assurance Review of (QAR) 2024.
w. Internal Audit Charter. w. Internal Audit Charter.
x. Strategi Internal Audit Internal Anak Perusahaan. x. Internal Audit Strategy of Subsidiaries.
y. Laporan Tahunan Internal Audit Tahun 2024. y. Internal Audit of Annual Report 2024.
Tabel Kehadiran Komite Audit dalam Rapat Komite Audit 2024
Table of Attendance of the Audit Committee in Audit Committee Meetings 2024
Mohammad
Chandra Seppalga Siti Purnama
Fahmi
Wijaya Ahmad Rizki
Arkanuddin*
Jumlah Rapat dalam Setahun
37
Total of Meetings in A Year
Jumlah Rapat yang Wajib Dihadiri
37 37 37 24
Total of Mandatory Meetings Attended
Jumlah Rapat yang Dihadiri
37 37 37 24
Number of Meetings Attended
Presentasi Kehadiran (%)
100% 100% 100% 100%
Attendance Percentage (%)
Rata-rata (%)
100%
Average (%)
Keterangan/Notes:
*Berhenti menjadi Anggota Komite Audit sejak 04 September 2024 karena meninggal dunia /He has resigned from his position as a member of the Audit
Committee as of September 4, 2024, due to his passing.
Pengembangan Kompetensi Komite Audit Audit Committee Competency Development
Pengembangan kompetensi Komite Audit dapat dilihat pada The competency development of the Audit Committee is
Pendidikan dan/atau Pelatihan di Bab Profil Perusahaan dalam disclosed in the Education and/or Training at Company Profile
buku Laporan Tahunan ini. Chapter in this Annual Report.
Kebijakan dan Besaran Remunerasi bagi Komite Audit Committee Remuneration Policy and
Audit Amount
Berdasarkan Peraturan Menteri Negara BUMN No. PER- 3/ Based on the Minister of State-Owned Enterprises Regulation
MBU/03/2023 tanggal 24 Maret 2023 tentang Organ dan No. PER-3/MBU/03/2023 dated March 24, 2023, regarding
Sumber Daya Manusia Badan Usaha Milik Negara, Anggota the Organization and Human Resources of State-Owned
Komite Audit yang bukan anggota Dewan Komisaris Enterprises, Committee Audit members who are not members
memperoleh remunerasi berupa honorarium sebesar 20% of the Board of Commissioners receive remuneration in the
dari gaji Direktur Utama. form of an honorarium equivalent to 20% of the President
Director’s salary.
Pelaksanaan Tugas Komite Audit Implementation of Audit Committee’s Duties
Selama tahun 2024, realisasi atas pelaksanaan tugas Komite During 2024, the realization of the implementation of the
Audit di antaranya sebagai berikut: Audit Committee’s duties includes the following:
1. Rapat 1. Meeting
Piagam Komite Audit mengatur kegiatan rapat paling The Audit Committee Charter regulates meeting activities
sedikit satu kali dalam setiap bulan yang selanjutnya at least once a month which are then outlined in the
dituangkan dalam risalah rapat. Risalah rapat minutes of the meeting. The minutes of the meeting are
ditandatangani oleh seluruh anggota Komite Audit signed by all members of the Audit Committee present
yang hadir dan disampaikan kepada Dewan Komisaris. and submitted to the Board of Commissioners. The
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kehadiran anggota Komite Audit dalam Rapat dilaporkan presence of Audit Committee members in the Meeting
dalam Laporan Tahunan Komite Audit. Keputusan Rapat is reported in the Audit Committee Annual Report.
Komite Audit diambil berdasarkan musyawarah untuk Decisions of the Audit Committee Meeting are taken
mufakat. Sepanjang tahun 2024, Komite Audit telah based on deliberation to reach consensus. Throughout
menyelenggarakan Rapat sebanyak 37 kali, dengan 2024, the Audit Committee has held 37 meetings, with
penjelasan sebagaimana termuat dalam bagian Rapat explanations as contained in the Audit Committee
Komite Audit. Meetings section.
2. Pengawasan Kegiatan Internal Audit 2. Internal Audit Activity Supervision
Komite Audit terus melakukan koordinasi dengan The Audit Committee continues to coordinate with the
Internal Audit Group (IAU) dan mempelajari hasil audit Internal Audit Group (IAU) and studies the results of
internal serta tindak lanjutnya dalam rangka memastikan internal audits and their follow-up in order to ensure the
efektifitas pelaksanaan tugas dan fungsi Internal Audit. effectiveness of the implementation of Internal Audit
duties and functions.
Kegiatan Komite Audit di antaranya sebagai berikut: The activities of the Audit Committee include the
following:
a. Dalam rangka melaksanakan pengawasan atas a. In order to carry out supervision over the
pelaksanaan kegiatan Internal audit, Komite implementation of internal audit activities, the Audit
Audit melakukan review dan pembahasan atas Committee carries out review and discussion of the
Laporan Internal Audit Grup Tahun 2023, Laporan 2023 Group Internal Audit Report, the 2024 Quarter
Internal Audit Grup Triwulan I-III Tahun 2024 untuk I-III Group Internal Audit Report to be reported to
kemudian dilaporkan kepada Dewan Komisaris. the Board of Commissioners. Supervision
Pengawasan yang dilakukan terkait Laporan Hasil
Pemeriksaan Internal Audit Group dan Evaluasi
Pelaksanaan PKAT.
i. Memantau dan mengkaji efektifitas i. Monitor and review the effectiveness of
pelaksanaan audit internal. internal audit implementation.
ii. Memastikan objektivitas dan independensi ii. Ensure the objectivity and independence of
Auditor Internal. Internal Auditors.
iii. Memastikan SPI melakukan komunikasi iii. Ensure that SPI communicates with the Board
dengan Direksi, Dewan Komisaris dan Auditor of Directors, Board of Commissioners and
Internal. Internal Auditors.
iv. Melakukan pemantauan dan evaluasi atas iv. Conduct monitoring and evaluation of the
kesesuaian penerapan Audit Internal Induk suitability of the implementation of Internal
maupun Anak Perusahaan. Audits of the Parent Company and Subsidiaries.
v. Memberikan rekomendasi kepada Dewan v. Provide recommendations to the Board of
Komisaris terkait pelaksanaan audit tahun Commissioners regarding the implementation
2023 dan perencanaan tahun 2024. of the 2023 audit and planning for 2024.
vi. Memberikan rekomendasi kepada Dewan vi. Provide recommendations to the Board of
Komisaris terkait pelaksanaan audit internal Commissioners regarding the implementation
tahun 2023 dan Triwulan I-III Tahun 2024. of internal audits in 2023 and Quarter I-III of
2024.
vii. Melakukan evaluasi laporan auditor internal vii. Conduct periodic evaluation of internal auditor
berkala dan merekomendasikan tindakan reports and recommend corrective actions
perbaikan terkait penguatan pengendalian, related to strengthening controls, fraud,
kecurangan (fraud), kepatuhan terhadap compliance with policies and regulations or
kebijakan dan pengaturan perundang- other matters reported by the Internal Audit
undangan atau hal lain yang dilaporkan oleh Group.
Internal Audit Group.
viii. Melaksanakan pemantauan dan evaluasi viii. Carrying out monitoring and evaluation of
terhadap pelaksanaan fungsi Audit Internal the implementation of other Internal Audit
lainnya sesuai dengan ketentuan peraturan functions in accordance with the provisions of
perundang-undangan, Anggaran Dasar dan/ laws and regulations, Articles of Association
atau keputusan RUPS/Menteri. and/or decisions of the GMS/Minister.
b. Dalam rangka melaksanakan pengawasan atas b. To carry out supervision of the provisions of Article
ketentuan pasal 57 ayat 3 huruf e Permen BUMN No. 57 paragraph 3 letter of BUMN Ministerial Regulation
PER-2/MBU/03/2023 tentang Pedoman Tata Kelola No. PER-2/MBU/03/2023 concerning Guidelines for
dan Kegiatan Korporasi Signifikan terkait BUMN Governance and Significant Corporate Activities
Sistemik A yang mewajibkan untuk melakukan related to Systemic the BUMN which requires
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Internal Control Over Financial Reporting (ICOFR), them to carry out Internal Control Over Financial
sebagaimana lebih lanjut disampaikan dalam Reporting (ICOFR), as further stated in the Letter
Surat Asisten Deputi Bidang Manajemen Risiko dan of the Assistant Deputy for Risk Management and
Kepatuhan No. S-48/DKU.MBU.B/12/2023 tanggal Compliance No. S-48/DKU.MBU.B/12/2023 dated
27 Desember 2023 perihal Arahan Pelaksanaan December 27, 2023 concerning Directions for the
Review ICOFR dan Arahan Ruang Lingkup Diagnostik Implementation of ICOFR Review and Directions for
ICOFR untuk penyempurnaan Tata Kelola the Scope of ICOFR Diagnostics for the Improvement
BUMN tanggal 05 Februari 2024, Komite Audit of BUMN Governance dated February 5, 2024, the
bersama dengan Internal Audit Group melakukan Audit Committee together with the Internal Audit
pembahasan terkait ICOFR. Group conducted discussions related to ICOFR.
c. Pemberian tanggapan atas terkait rencana c. Providing feedback regarding the implementation
pelaksanaan Quality Assurance Review 2024. plan Quality Assurance Review 2024.
3. Pengawasan Kegiatan Eksternal Audit 3. External Audit Activity Supervision
a. Kantor Akuntan Publik a. Public accounting firm
Audit Umum atas Laporan Keuangan Konsolidasian The General Audit of the Company’s Consolidated
Perseroan Tahun Buku 2024 dilakukan oleh Kantor Financial Statements for the 2024 Financial Year
Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, was conducted by the Public Accounting Firm (KAP)
Mawar & Rekan (Anggota Jaringan Global RSM). Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Member
Penetapan KAP dimaksud telah dilakukan dan telah of the RSM Global Network). The determination of
disetujui oleh Rapat Umum Pemegang Saham (RUPS) the KAP in question has been carried out and has
Tahunan Tahun Buku 2023 yang diselenggarakan been approved by the Annual General Meeting of
pada tanggal 08 Mei 2024. Shareholders (GMS) for the 2023 Financial Year
held on May 8, 2024.
Dalam pelaksanaan audit laporan keuangan In carrying out the audit of the Company’s
konsolidasian Perseroan, Komite Audit menilai consolidated financial statements, the Audit
pelaksanaan kegiatan dan hasil audit yang dilakukan Committee assesses the implementation of
oleh auditor eksternal dan independensi auditor, activities and audit results carried out by external
dengan melakukan hal-hal di antaranya yang auditors and the independence of auditors, by
mencakup pengawasan melalui penyelenggaraan carrying out matters including supervision through
pre-kickoff meeting sampai dengan kickoff meeting holding pre-kickoff meetings up to kickoff meetings
serta meeting secara berkala bersama Internal Audit and periodic meetings with the Internal Audit
Group dan Accounting and Tax Group dalam rangka: Group and Accounting and Tax Group to:
i. Memantau dan mengkaji efektivitas i. Monitor and review the effectiveness of the
pelaksanaan Audit Eksternal. implementation of External Audits.
ii. Memastikan objektivitas dan independensi ii. Ensuring the objectivity and independence of
Auditor Eksternal. the External Auditor.
iii. Memastikan kredibilitas dan objektivitas iii. Ensuring the credibility and objectivity of
laporan keuangan BUMN yang diterbitkan BUMN financial reports published for external
untuk pihak eksternal dan badan pengawas. parties and supervisory bodies.
iv. Memantau dan mengkaji proses pelaporan iv. Monitor and review the financial reporting
keuangan yang diaudit oleh Auditor Eksternal. process audited by the External Auditor.
v. Melakukan pemantauan dan evaluasi atas v. Conduct monitoring and evaluation of the
kesesuaian penerapan kebijakan keuangan suitability of the implementation of the parent
Induk maupun anak perusahaan. company’s and subsidiary’s financial policies.
b. Auditor Eksternal b. External Auditor
Komite Audit melakukan penelaahan atas Laporan The Audit Committee reviewed the Compliance
Hasil Pemeriksaan Kepatuhan atas Pengelolaan Audit Result Report on Financial Management and
dan Pertanggungjawaban Keuangan Tahun Buku Accountability for the 2020-2022 Financial Year
2020-2022 pada PT Jasa Marga (Persero) Tbk, Anak at PT Jasa Marga (Persero) Tbk, Subsidiaries and
Perusahaan dan Instansi terkait. Related Agencies.
4. Pengawasan atas Informasi Keuangan 4. Supervision of Financial Information
Komite Audit melakukan berbagai kegiatan dalam rangka The Audit Committee carries out various activities in
pengawasan atas informasi keuangan serta review atas order to supervise financial information and review
usulan/revisi RKAP dan RJPP, di antaranya melakukan proposals/revisions to the RKAP and RJPP, including
pembahasan dan menyampaikan kepada Dewan discussing and submitting the following to the Board of
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Komisaris sebagai berikut: Commissioners:
a. Laporan Pengawasan Informasi Keuangan PT Jasa a. Financial Information Supervision Report of PT Jasa
Marga (Persero) Tbk Tahunan 2023 serta Triwulan Marga (Persero) Tbk Annual 2023 and Quarter I-III
I-III Tahun 2024. of 2024.
b. Laporan Pengawasan Kesesuaian Laporan b. Supervision Report on the Conformity of
Manajemen berdasarkan Permen BUMN No. Management Reports based on BUMN Ministerial
PER-2/MBU/03/2023 dan Pengawasan Laporan Regulation No. PER-2/MBU/03/2023 and
Manajemen Tbk Tahunan 2023 serta Triwulan I-III Supervision of the Management Reports of Tbk
Tahun 2024. Annual 2023 and Quarter I-III of 2024.
c. Melakukan pembahasan bersama Corporate c. Conduct discussions with the Corporate Planning
Planning and Portfolio Management Group dan and Portfolio Management Group and provide
memberikan rekomendasi kepada Dewan Komisaris recommendations to the Board of Commissioners
atas evaluasi RKAP dan KPI 2024. on the evaluation of the 2024 RKAP and KPI.
d. Melakukan pembahasan bersama Corporate d. Conduct discussions with the Corporate Planning
Planning and Portfolio Management Group dan and Portfolio Management Group and provide
memberikan rekomendasi kepada Dewan Komisaris recommendations to the Board of Commissioners
atas Usulan Bobot dan Formula KPI Tambahan Tahun on the Proposed Weighting and Formula of
2024. Additional KPIs for 2024.
e. Melakukan pembahasan atas review terhadap e. Conducting discussions on the review of the
Usulan Revisi-2 RJPP (2021-2025) Review 2023. Proposed Revision-2 of the RJPP (2021-2025)
Review 2023.
f. Melakukan pembahasan RKAP 2025 bersama f. Conducting discussions on the 2025 RKAP with
Corporate Planning and Portfolio Management the Corporate Planning and Portfolio Management
Group serta Komite lain. Group and other Committees.
g. Melakukan pembahasan RJPP 2025-2029 bersama g. Conducting discussions on the 2025-2029
Corporate Planning and Portfolio Management RJPP with the Corporate Planning and Portfolio
Group serta Komite lain. Management Group and other Committees.
5. Dukungan terhadap Program Kerja Dewan Komisaris 5. Support for the Board of Commissioners’ Work Program
Komite Audit secara aktif terlibat dalam berbagai The Audit Committee is actively involved in various
kegiatan Dewan Komisaris, antara lain berupa activities of the Board of Commissioners, including Board
rapat Dewan Komisaris, Rapat Gabungan Dewan of Commissioners meetings, Joint Meetings of the Board
Komisaris bersama Direksi, Rapat dengan Pemerintah of Commissioners with the Board of Directors, Meetings
dan stakeholders lainnya, melakukan visitasi dan with the Government and other stakeholders, conducting
pengembangan kompetensi. Hasil kegiatan disampaikan visits and competency development. The results of the
secara langsung dalam rapat atau secara tertulis kepada activities are conveyed directly in meetings or in writing
Dewan Komisaris. to the Board of Commissioners.
Beberapa kegiatan dalam rangka dukungan kepada Some activities in support of the Board of Commissioners’
Program Kerja Dewan Komisaris di antaranya sebagai Work Program include the following:
berikut:
a. Menghadiri Rapat Dewan Komisaris dan Rapat a. Attending the Board of Commissioners Meeting
Koordinasi Dewan Komisaris dengan Direksi. and the Coordination Meeting of the Board of
Commissioners with the Board of Directors.
b. Mengikuti peninjauan lapangan bersama Dewan b. Participating in a field review with the Board of
Komisaris pada ruas Jalan Tol Trans Jawa dan Belmera Commissioners on the Trans Java and Belmera
dalam rangka persiapan mudik lebaran tahun 2024. Toll Road sections in preparation for the 2024 Eid
homecoming.
c. Menghadiri undangan rapat Deputi Bidang Keuangan c. Attending the invitation to the meeting of the Deputy
dan Manajemen Risiko Kementerian BUMN. for Finance and Risk Management of the Ministry of
SOEs.
d. Menghadiri undangan Deputi Bidang Keuangan dan d. Attending the invitation of the Deputy for Finance
Manajemen Risiko Kementerian BUMN dalam rangka and Risk Management of the Ministry of SOEs in
pengembangan kompetensi. order to develop competency.
e. Melakukan pembahasan dan memberikan e. Conduct discussions and provide recommendations
rekomendasi mengenai permohonan persetujuan regarding investment approval requests for
investasi pada Anak Perusahaan. Subsidiaries.
f. Melakukan pembahasan dan memberikan f. Conduct discussions and provide recommendations
rekomendasi mengenai usulan perubahan Visi dan regarding proposed changes to the Company’s
Misi Perseroan. Vision and Mission.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
g. Melakukan pembahasan dan memberikan g. Conduct discussions and provide recommendations
rekomendasi mengenai usulan KPI Kolegial. regarding proposed Collegial KPIs.
h. Melakukan rapat koordinasi bersama Komite-komite h. Conduct coordination meetings with the Board of
Dewan Komisaris mengenai Program Kerja. Commissioners Committees regarding the Work
Program.
i. Mengikuti peninjauan lapangan dalam Kunjungan i. Participating in field reviews during the Board of
Kerja Dewan Komisaris ke Anak Perusahaan untuk Commissioners’ Working Visits to Subsidiaries
melihat langsung aktivitas dan/atau kondisi di Anak to directly observe activities and/or conditions
Perusahaan di antaranya terkait volume lalu lintas in Subsidiaries, including those related to traffic
dan laporan keuangan. volume and financial reports.
j. Melakukan pembahasan dan memberikan j. Conduct discussions and provide recommendations
rekomendasi mengenai pengawasan kegiatan audit regarding supervision of internal audit activities,
internal, pengawasan kegiatan audit eksternal, dan supervision of external audit activities, and
pengawasan atas informasi keuangan. supervision of financial information.
k. Melakukan rapat koordinasi bersama Komite-komite k. Conduct coordination meetings with the Board of
Dewan Komisaris dengan Corporate Planning Commissioners Committees with the Corporate
and Portfolio Management Group dan membantu Planning and Portfolio Management Group and assist
menyusun Tanggapan Dewan Komisaris atas Draft in compiling the Board of Commissioners’ Response
Rencana Jangka Panjang Perusahaan 2025-2029. to Draft Company Long Term Plan 2025-2029.
l. Mengikuti peninjauan lapangan ke PT Jasamarga l. Participating in a field review to PT Jasamarga
Related Business (JMRB) dalam rangka mengikuti Related Business (JMRB) in order to participate in the
Kunjungan Kerja Dewan Komisaris. Board of Commissioners’ Working Visit.
m. Melakukan pembahasan berbagai agenda dalam m. Conducting discussions on various agendas in the
Rapat Dewan Komisaris antara lain mengenai equity Board of Commissioners Meeting, including: equity
financing PT Jasamarga Transjawa Tol dan mengenai financing PT Jasamarga Transjawa Toll Road and
manajemen risiko. regarding risk management.
n. Menyampaikan saran dan masukan kepada Dewan n. Delivering suggestions and input to the Board of
Komisaris sehubungan dengan Pemaparan Laporan Commissioners regarding the Presentation of the
Progres Belanja Produk Dalam Negeri (PDN) dan Domestic Product Expenditure (PDN) Progress Report
Implementasi PaDi UMKM Semester I Tahun 2024 and the Implementation of PaDi UMKM Semester I of
pada Rapat Kementerian BUMN. 2024 at the SOE Ministry Meeting.
o. Melakukan pembahasan terkait PPJT. o. Conduct discussions related to PPJT.
6. Proses Internal Komite Audit 6. Audit Committee Internal Process
Komite Audit menyelenggarakan rapat baik khusus The Audit Committee holds meetings both specifically
untuk anggota Komite Audit maupun rapat bersama for Audit Committee members and joint meetings with
Komite Dewan Komisaris. Komite Audit juga melakukan the Board of Commissioners Committee. The Audit
rapat lain dengan mengundang pihak manajemen Committee also holds other meetings by inviting the
perusahaan dengan isu yang dibahas. Selain rapat company’s management with the issues discussed. In
formal, Komite Audit juga melakukan kegiatan internal addition to formal meetings, the Audit Committee also
berupa pengumpulan dokumen, penyusunan nota dinas, carries out internal activities in the form of collecting
kajian dan materi rapat, komunikasi secara informal documents, preparing official notes, reviewing and
dengan berbagai pihak terkait. preparing meeting materials, and communicating
informally with various related parties.
7. Laporan 7. Report
Selama tahun 2024, Komite Audit memberikan laporan During 2024, the Audit Committee will provide reports
dan rekomendasi kepada Dewan Komisaris serta and recommendations to the Board of Commissioners
melakukan Komunikasi kepada Internal Audit Group and will communicate with the Internal Audit Group in
secara tertulis di antaranya terkait hal-hal sebagai writing, including regarding the following matters:
berikut:
• Laporan Kegiatan Komite Audit Triwulanan. • Quarterly Audit Committee Activity Report.
• Program Kerja Tahunan Komite Audit Tahun 2024. • Audit Committee Annual Work Program 2024.
• Evaluasi RKAP dan KPI 2024. • Evaluation of RKAP and KPI 2024.
• Usulan Bobot dan Formula KPI Tambahan Tahun • Proposed Weighting and Formula for Additional
2024. KPIs in 2024.
• Riviu terhadap Usulan Revisi-2 RJPP (2021-2025) • Review of the Proposed Revision-2 of the RJPP
Review 2023. (2021-2025) Review 2023.
• Masukan atas Pelaksanaan Review ICOFR Tahun • Input on the Implementation of the 2024 ICOFR
2024. Review.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
• Tanggapan atas Usulan Penyampaian Visi dan Misi • Response to the Proposal to Submit the Company’s
Perusahaan. Vision and Mission.
• Laporan Kegiatan Tahunan Komite Audit 2023. • Audit Committee Annual Activity Report 2023.
• Pengkomunikasian Hal Audit Utama dalam Laporan • Communication of Key Audit Matters in the Public
Akuntan Publik atas Laporan Keuangan yang Accountant’s Report on the Audited Financial
Diaudit. Statements.
• Kajian dan Rekomendasi Komite Audit atas Aksi • Audit Committee Review and Recommendations on
Korporasi di Anak Perusahaan. Corporate Actions in Subsidiaries.
• Laporan Pelaksanaan Audit Laporan Keuangan • Report on the Implementation of the Audit of the
Konsolidasian Perseroan Tahun Buku 2023. Company’s Consolidated Financial Statements for
the 2023 Financial Year.
• Laporan Pengawasan terhadap Informasi Keuangan • Supervision Report on the Company’s Financial
Perseroan. Information.
• Evaluasi Kinerja KAP Pemberian Jasa Audit Laporan • Evaluation of KAP Performance in Providing
Keuangan Konsolidasian Tahun Buku 2023. Consolidated Financial Statement Audit Services
for Fiscal Year 2023.
• Penyampaian Progress Interim dan Laporan ICOFR. • Submission of Interim Progress and ICOFR Report.
• Rekomendasi Penunjukkan KAP untuk audit atas • Recommendation for Appointment of Public
Laporan Keuangan Konsolidasian Perseroan Tahun Accounting Firm to audit the Company’s
Buku 2024. Consolidated Financial Statements for the 2024
Financial Year.
• Laporan Internal Audit Group Tahun 2023, • Internal Audit Group Report 2023,
• Laporan Kegiatan Komite Audit Triwulanan. • Quarterly Audit Committee Activity Report.
• Pemenuhan Regulasi Terkait Publikasi Informasi • Compliance with Regulations Regarding Publication
Keuangan of Financial Information
• Laporan Pengawasan atas Pelaksanaan Audit Tahun • Supervisory Report on the Implementation of the
2023 terhadap Laporan Kepatuhan atas Perundang- 2023 Audit on Compliance Reports on Legislation
undangan dan Pengendalian Internal. and Internal Control.
• Laporan Pengawasan atas Agreed Upon Procedure • Supervision Report on the Agreed Upon Procedure
(AUP) Key Performance Indicator (KPI) Direksi Secara (AUP) Key Performance Indicator (KPI) of the Board
Individual dan Secara Kolegial Tahun Buku 2023. of Directors Individually and Collegially for the
2023 Financial Year.
• Laporan Pengawasan Penerapan Tata Kelola • Supervision Report on the Implementation of Good
Perusahaan yang Baik Atas Self-Assessment GCG PT Corporate Governance on the GCG Self-Assessment
Jasa Marga (Persero) Tbk Tahun 2023. of PT Jasa Marga (Persero) Tbk in 2023.
• Laporan Pengawasan Kesesuaian Laporan • Supervision Report on the Conformity of
Manajemen berdasarkan Permen BUMN No. Management Reports based on BUMN Ministerial
PER-2/MBU/03/2023 dan Pengawasan Laporan Regulation No. PER-2/MBU/03/2023 and
Manajemen Berdasarkan Laporan Keuangan. Supervision of Management Reports Based on
Financial Reports.
• Laporan Pengawasan Pelaksanaan Kegiatan Internal • Quarterly Internal Audit Activity Implementation
Audit Triwulanan. Supervision Report.
• Penerbitan Obligasi. • Bond Issuance.
• Komunikasi Key Audit Matters (KAM), Emphasis of • Communication of Key Audit Matters (KAM),
Matters (EOM) dan Paragraph Other Matters (POM) Emphasis of Matters (EOM) and Paragraph Other
atas Laporan Keuangan Konsolidasian Perseroan. Matters (POM) on the Company’s Consolidated
Financial Statements.
• Pelaporan Manajemen Risiko Triwulanan. • Quarterly Risk Management Reporting.
• Laporan Pengawasan Informasi Keuangan PT Jasa • Financial Information Supervision Report of PT Jasa
Marga (Persero) Tbk Marga (Persero) Tbk
• Quality Assurance Review 2024. • Quality Assurance Review 2024.
• Laporan Progress Belanja Produk Dalam Negeri • Report on the Progress of Domestic Product
(PDN) dan Implementasi PADI UMKM Semester I Spending (PDN) and the Implementation of PADI
Tahun 2024. UMKM Semester I of 2024.
• Fraud Risk Assessment Audit 31 Desember 2024. • Fraud Risk Assessment Audit 31 December 2024.
• Saran/Masukan atas Resume Laporan Hasil • Suggestions/Input on the Summary of the
Pemeriksaan Kepatuhan atas Pengelolaan dan Compliance Audit Report on Financial Management
Pertanggungjawaban Keuangan Tahun Buku 2020- and Accountability for the 2020-2022 Financial
2022 pada PT Jasa Marga (Persero) Tbk, Anak Year at PT Jasa Marga (Persero) Tbk, Subsidiaries
Perusahaan dan Instansi terkait. and Related Agencies.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 569
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
• Review dan Saran atas Pelaksanaan Pemeringkatan • Review and Recommendations on the
Tingkat Kesehatan Perseroan Tahun Buku 2024. Implementation of the Company’s Health Level
Rating for the 2024 Financial Year.
• Pemenuhan Permen BUMN No. PER-2/MBU/03/2023 • Fulfillment of BUMN Regulation No. PER-2/
atas Fungsi Internal Audit Tahun 2024. MBU/03/2023 regarding Internal Audit Function in
2024.
• Rekomendasi Pemenuhan Permen BUMN No. PER- • Recommendation for Fulfillment of BUMN
2/MBU/03/2023 atas fungsi Internal Audit 2025. Ministerial Regulation No. PER-2/MBU/03/2023 on
Internal Audit Function 2025.
• Hasil telaah atas Laporan Hasil Penilaian Indonesia • Results of the review of the Indonesian Corporate
Corporate Accountability Indeks (ICORPAX) Tahun Accountability Index (ICORPAX) Assessment Report
Buku 2023. for the 2023 Financial Year.
• Pemutakhiran Piagam Komite Audit PT Jasa Marga • Update of the Audit Committee Charter of PT Jasa
(Persero) Tbk. Marga (Persero) Tbk.
Pemenuhan Key Performance Indicator (KPI) Fulfillment of Audit Committee Key
Komite Audit Performance Indicators (KPI)
Dalam melaksanakan tugasnya, Komite Audit selalu In carrying out its duties, the Audit Committee is always
berpedoman pada Program Kerja Tahunan Komite Audit (PKT- guided by the Audit Committee’s Annual Work Program (PKT-
KA). Secara umum, PKT-KA Tahun 2024 telah disusun dan KA). In general, the 2024 PKT-KA has been prepared and
dilaksanakan sesuai dengan target yang telah ditetapkan implemented in accordance following the targets set in the
sebagaimana dalam piagam Komite Audit. Audit Committee charter.
Berdasarkan self assessment yang dilakukan, Komite Audit Based on the self-assessment conducted, the Audit Committee
telah memenuhi semua indikator penilaian sehingga has fulfilled all assessment indicators resulting in a score of
menghasilkan skor 100. Perincian self assessment KPI Komite 100. We present the details of the 2024 Audit Committee KPI
Audit Tahun 2024 kami sampaikan sebagai berikut: self-assessment as follows:
Program Kerja Realisasi (%) Keterangan
Work Program Realization (%) Information
Review atas informasi keuangan yang akan dikeluarkan oleh Perseroan 100%
kepada publik dan/atau pihak otoritas antara lain laporan keuangan,
proyeksi, dan laporan lainnya terkait dengan informasi keuangan
Perseroan
Review of financial information to be issued by the Company to the
public and/or authorities, including financial reports, projections and
other reports related to the Company’s financial information
Memberikan pendapat independen dalam hal terjadi perbedaan N/A Tidak terdapat perbedaan
pendapat antara Manajemen dan KAP atas jasa yang diberikannya pendapat antara Manajemen dan
Providing an independent opinion in the event of a difference of opinion akuntan.
between Management and the KAP regarding the services provided. There is no difference of opinion
between Management and
accountants.
Memberikan rekomendasi kepada Dewan Komisaris mengenai 100%
penunjukan akuntan yang didasarkan pada:
Provide recommendations to the Board of Commissioners regarding the
appointment of accountants based on:
Independensi AP, KAP, dan orang dalam KAP 100%
Independence of AP, KAP, and people in KAP
Ruang lingkup audit 100%
Audit scope
Imbalan jasa audit 100%
Audit service fee
Keahlian dan pengalaman AP, KAP, dan tim audit dari KAP 100%
Expertise and experience of AP, KAP, and audit team from KAP
Metodologi, teknik, dan sarana audit yang digunakan KAP 100%
Audit methodology, techniques and tools used by KAP
Manfaat sudut pandang baru yang akan diperoleh melalui penggantian 100%
AP, KAP, dan tim audit dari KAP
The benefits of a new perspective that will be obtained through replacing
AP, KAP, and the audit team from KAP
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Program Kerja Realisasi (%) Keterangan
Work Program Realization (%) Information
Potensi risiko atas penggunaan jasa audit oleh KAP yang sama secara 100%
berturut-turut untuk kurun waktu yang cukup panjang
Potential risks of using audit services by the same KAP consecutively for
a fairly long period of time
Hasil evaluasi terhadap pelaksanaan pemberian jasa audit atas informasi 100%
keuangan historis tahunan oleh AP dan KAP pada periode sebelumnya,
jika ada
The results of the evaluation of the implementation of the provision of
audit services for annual historical financial information by AP and KAP
in the previous period, if any
Memastikan objektivitas dan independensi auditor internal dan auditor 100%
eksternal
Ensuring the objectivity and independence of internal and external
auditors
Memantau dan mengkaji proses pelaporan keuangan yang diaudit oleh 100%
auditor eksternal
Monitor and review the financial reporting process audited by external
auditors.
Menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan oleh 100%
auditor internal maupun auditor eksternal
Assess the implementation of activities and audit results carried out by
internal auditors and external auditors.
Menelaah pengaduan yang berkaitan dengan proses akuntansi dan N/A Tidak terdapat pengaduan atas
pelaporan keuangan Perseoran pelaporan keuangan
Reviewing complaints relating to the Company’s accounting and financial There were no complaints
reporting processes regarding financial reporting.
Memberikan rekomendasi kepada Dewan Komisaris atas hal yang 100%
mendukung efektivitas dan akurasi proses pelaporan keuangan
Perseroan
Provide recommendations to the Board of Commissioners on matters
that support the effectiveness and accuracy of the Company’s financial
reporting process.
Memantau dan mengkaji efektivitas pelaksanaan audit internal dan audit 100%
eksternal
Monitor and review the effectiveness of internal audit and external audit
implementation.
Memantau pelaksanaan tindak lanjut oleh Direksi atas temuan auditor 100%
internal dan auditor eksternal
Monitoring the implementation of follow-up actions by the Board of
Directors on the findings of internal auditors and external auditors.
Memastikan IAU melakukan komunikasi dengan Direksi, Dewan Komisaris 100%
dan auditor eksternal.
Ensure that the IAU communicates with the Board of Directors, Board of
Commissioners and external auditors.
Memberikan rekomendasi kepada Dewan Komisaris terkait penyusunan 100%
rencana audit, ruang lingkup, dan anggaran IAU
Provide recommendations to the Board of Commissioners regarding the
preparation of the IAU audit plan, scope and budget.
Mengevaluasi laporan auditor internal berkala dan merekomendasikan 100%
tindakan perbaikan terkait penguatan pengendalian, kecurangan (fraud),
kepatuhan terhadap kebijakan dan peraturan perundang-undangan atau
hal-hal lain yang diidentifikasi dan dilaporkan oleh IAU.
Evaluate periodic internal auditor reports and recommend corrective
actions related to strengthening controls, fraud, compliance with policies
and laws and regulations or other matters identified and reported by the
IAU.
Mengevaluasi kinerja IAU 100%
Evaluating IAU performance
Memastikan IAU menjunjung tinggi integritas dalam pelaksanaan tugas 100%
Ensuring that the IAU upholds integrity in carrying out its duties
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 571
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Program Kerja Realisasi (%) Keterangan
Work Program Realization (%) Information
Memberikan rekomendasi kepada Dewan Komisaris terkait pemberian N/A IAU tidak mengajukan remunerasi
remunerasi tahunan IAU secara keseluruhan serta penghargaan kinerja ke Komite Audit, akan tetapi
Provide recommendations to the Board of Commissioners regarding the pengawasan atas hal tersebut
provision of overall IAU annual remuneration and performance awards. dilakukan oleh Komite Nominasi
dan Remunerasi
The IAU does not submit
remuneration to the Audit
Committee; however, oversight
of this is carried out by the
Nomination and Remuneration
Committee.
Melaksanakan pemantauan dan evaluasi terhadap pelaksanaan fungsi 100%
audit intern dengan ketentuan peraturan perundang-undangan,
anggaran dasar, dan/atau keputusan RUPS/Menteri
Carrying out monitoring and evaluation of the implementation of
internal audit functions in accordance following the provisions of laws
and regulations, articles of association, and/or decisions of the GMS/
Minister
Pelaksanaan Rapat Komite Audit 100%
Implementation of Audit Committee Meeting
Menghadiri Rapat Dewan Komisaris 100%
Attending the Board of Commissioners Meeting
Menghadiri Rapat Gabungan Dewan Komisaris-Dewan Direksi 100%
Attending the Joint Meeting of the Board of Commissioners-Board of
Directors
Penyusunan Laporan Triwulanan Komite Audit 100%
Preparation of the Audit Committee Quarterly Report
Rapat Koordinasi Komite 100%
Committee Coordination Meeting
Rapat Koordinasi dengan unit terkait 100%
Coordination Meeting with related units
Menyusun dan melaksanakan program kerja Komite Audit 100%
Prepare and implement the Audit Committee work program
Menjaga kerahasiaan dokumen, data dan informasi Perseroan 100%
Maintaining the confidentiality of Company documents, data and
information
Melakukan proses pengadaan calon kantor akuntan publik sesuai dengan 100%
ketentuan pengadaan barang dan jasa, dan apabila diperlukan dapat
meminta bantuan Direksi dalam proses pengadaannya
Carrying out the process of procuring candidates for public accounting
offices in accordance with the provisions for procuring goods and
services, and if necessary, may request assistance from the Board of
Directors in the procurement process
Merekomendasikan hal-hal terkait penilaian tingkat kesehatan 100%
perusahaan
Recommend matters related to the assessment of the company’s health
level
Melakukan review atas usulan Rencana Kerja Anggaran Perusahaan 100%
(RKAP) dan Rencana Jangka Panjang Perusahaan (RJPP) serta revisi RKAP
dan RJPP
Conducting a review of the proposed Company Work Budget Plan (RKAP)
and Company Long-Term Plan (RJPP) as well as revisions to the RKAP and
RJPP
Memantau implementasi kebijakan keuangan Perseroan 100%
Monitoring the implementation of the Company’s financial policies
Memberikan rekomendasi mengenai penyempurnaan sistem 100%
pengendalian manajemen serta pelaksanaannya
Providing recommendations regarding the improvement of the
management control system and its implementation
Memastikan telah terdapat prosedur evaluasi yang memuaskan terhadap 100%
informasi keuangan yang dikeluarkan Perseroan
Ensure that there are satisfactory evaluation procedures for the financial
information issued by the Company
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Program Kerja Realisasi (%) Keterangan
Work Program Realization (%) Information
Melaksanakan penugasan dari Dewan Komisaris terkait hal-hal yang 100%
perlu diidentifikasi yang menjadi perhatian terhadap suatu temuan
Carrying out assignments from the Board of Commissioners regarding
matters that need to be identified that are of concern regarding a finding
Memberikan saran dan rekomendasi kepada Dewan Komisaris terkait 100%
dengan adanya potensi benturan kepentingan Perseroan
Provide advice and recommendations to the Board of Commissioners
regarding potential conflicts of interest within the Company
Melaksanakan penugasan lain dari Dewan Komisaris 100%
Carrying out other assignments from the Board of Commissioners
Tingkat Keterlaksanaan Program Kerja 2024 100%
Level of Implementation of the 2024 Work Program
Rencana Kerja Komite Audit Tahun 2025 Audit Committee Work Plan 2025
Untuk tahun 2025, Komite Audit telah menetapkan rencana For 2025, the Audit Committee has established a work plan
kerja yang akan dibahas melalui sejumlah rapat. Adapun which will be discussed through a number of meetings. The
rencana kerja Komite Audit di tahun 2025, antara lain sebagai Audit Committee’s work plan for 2025 includes the following:
berikut:
Tugas, Wewenang & Tanggung Jawab (Charter Komite Audit) Program Kerja Komite Audit
Duties, Responsibilities & Authorities (Audit Committee Charter) Audit Committee Work Program
Melakukan review atas informasi keuangan yang akan dikeluarkan Review Laporan Keuangan Tahunan (Konsolidasian)
oleh perseroan kepada publik dan/atau pihak otoritas antara lain Reviewing of Annual Financial Reports (Consolidated)
laporan keuangan, proyeksi, dan laporan lainnya terkait dengan
informasi keuangan Perseroan.
Conducting a review of financial information that will be issued
by the company to the public and/or authorities, including
financial reports, projections, and other reports related to the
Company’s financial information.
Memberikan pendapat independen dalam hal terjadi perbedaan Melakukan Koordinasi dengan KAP dan Accounting & Tax
pendapat antara manajemen dan akuntan atas jasa yang (ATA)
diberikannya. Coordinating with KAP and Accounting & Tax (ATA)
Providing an independent opinion in the event of a difference
of opinion between management and accountants regarding the
services provided.
Memberikan rekomendasi kepada Dewan Komisaris mengenai Memberikan rekomendasi calon KAP
penunjukan akuntan. Providing recommendations for KAP candidates
Providing recommendations to the Board of Commissioners
regarding the appointment of accountants.
Memastikan objektivitas dan independensi auditor internal dan Melaksanakan Progress Meeting dengan KAP dan evaluasi
auditor eksternal. kinerja
Ensuring the objectivity and independence of internal auditors Conducting Progress Meeting with KAP and performance
and external auditors. evaluation
Melakukan evaluasi atas kinerja KAP tahun sebelumnya
Conduct an evaluation of the KAP performance in the
previous year
Memantau dan mengkaji proses pelaporan keuangan yang diaudit Melakukan kick off dan exit meeting dengan KAP
oleh auditor eksternal. Conducting kick off and exit meetings with KAP
Monitoring and reviewing the financial reporting process audited
by external auditors.
Menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan Melakukan evaluasi KAP dan evaluasi audit internal
oleh auditor internal maupun auditor eksternal. Conducting KAP evaluation and internal audit evaluation
Assessing the implementation of activities and audit results
carried out by internal and external auditors.
Menelaah pengaduan yang berkaitan dengan proses akuntansi Melakukan review atas pengaduan yang berkaitan dengan
dan pelaporan keuangan Perseroan. proses akuntansi dan pelaporan keuangan Perseoran
Reviewing complaints relating to the Company’s accounting and (Jika ada).
financial reporting processes. Melakukan review atas pengaduan yang berkaitan dengan
proses akuntansi dan pelaporan keuangan Perseoran
(Jika ada).
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 573
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tugas, Wewenang & Tanggung Jawab (Charter Komite Audit) Program Kerja Komite Audit
Duties, Responsibilities & Authorities (Audit Committee Charter) Audit Committee Work Program
Memantau dan mengkaji efektivitas pelaksanaan audit intern dan Melaksanakan Progress Meeting, Rapat Triwulunan
audit ekstern. dengan KAP dan IAU
Monitor and review the effectiveness of internal and external Carrying out Progress Meetings, Quarterly Meetings with
audit implementation. KAP and IAU
Memberikan rekomendasi kepada Dewan Komisaris atas hal yang Melakukan evaluasi atas laporan keuangan tahunan
mendukung efektivitas dan akurasi proses pelaporan keuangan Conducting an evaluation of the annual financial report
Perseroan.
Provide recommendations to the Board of Commissioners on
matters that support the effectiveness and accuracy of the
Company’s financial reporting process.
Memantau pelaksanaan tindak lanjut oleh Direksi atas temuan Melaksanakan Rapat dengan IAU
auditor internal dan auditor eksternal; Conducting Meetings with the IAU
Monitoring the implementation of follow-up actions by the Board
of Directors on the findings of internal auditors and external
auditors;
Memastikan IAU melakukan komunikasi dengan Direksi, Dewan
Komisaris dan auditor eksternal.
Ensure that the IAU communicates with the Board of Directors,
Board of Commissioners and external auditors.
Memberikan rekomendasi kepada Dewan Komisaris terkait Melakukan evaluasi usulan PKAT IAU (Program Kerja Audit
penyusunan rencana audit, ruang lingkup, dan anggaran IAU. Tahunan-IAU)
Provide recommendations to the Board of Commissioners Conduct evaluation of the IAU PKAT (Annual Audit Work
regarding the preparation of the IAU audit plan, scope and budget. Program-IAU) proposal
Mengevaluasi laporan auditor internal berkala dan Melakukan rapat dengan IAU
merekomendasikan tindakan perbaikan untuk mengatasi Conducting a meeting with the IAU
kelemahan pengendalian, kecurangan (fraud), masalah kepatuhan
terhadap kebijakan dan peraturan perundang-undangan atau
masalah lain yang diidentifikasi dan dilaporkan oleh IAU.
Evaluate periodic internal auditor reports and recommend
corrective actions to address control weaknesses, fraud,
compliance issues with policies and laws and regulations or other
issues identified and reported by the IAU.
Mengevaluasi kinerja IAU. Evaluasi Internal Audit Charter
Evaluating the performance of the IAU. Internal Audit Charter Evaluation
Memastikan IAU menjunjung tinggi integritas dalam pelaksanaan Melakukan evaluasi Audit Internal
tugas; Conducting Internal Audit evaluation
Ensure that the IAU upholds integrity in carrying out its duties;
Memberikan rekomendasi kepada Dewan Komisaris terkait Evaluasi PKAT IAU dan Audit Internal
pemberian remunerasi tahunan IAU secara keseluruhan serta IAU PKAT Evaluation and Internal Audit
penghargaan kinerja.
Provide recommendations to the Board of Commissioners
regarding the provision of overall IAU annual remuneration and
performance awards.
Melaksanakan pemantauan dan evaluasi terhadap pelaksanaan Melakukan evaluasi Audit Internal
fungsi audit intern dengan ketentuan peraturan perundang- Conducting Internal Audit evaluation
undangan, Anggaran Dasar, dan/atau keputusan RUPS/Menteri.
Carrying out monitoring and evaluation of the implementation
of internal audit functions in accordance with the provisions of
laws and regulations, Articles of Association, and/or decisions of
the GMS/Minister.
Melakukan proses pengadaan calon kantor akuntan publik Melakukan proses pangadaan KAP dengan bantuan
sesuai dengan ketentuan pengadaan barang dan jasa, dan direksi
apabila diperlukan dapat meminta bantuan direksi dalam proses Carrying out the KAP procurement process with the
pengadaannya. assistance of the board of directors
Carrying out the procurement process for prospective public
accounting firms in accordance with the provisions for
procurement of goods and services, and if necessary, may request
assistance from the board of directors in the procurement process.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tugas, Wewenang & Tanggung Jawab (Charter Komite Audit) Program Kerja Komite Audit
Duties, Responsibilities & Authorities (Audit Committee Charter) Audit Committee Work Program
Merekomendasikan perusahaan pemeringkat untuk melakukan Memberikan masukan atas proses penunjukan
penilaian tingkat kesehatan perusahaan dan apabila hal Perusahaan Pemeringkat
diperlukan, dapat meminta bantuan Direksi untuk melakukan Providing input on the Rating Company appointment
proses pengadaan perusahaan pemeringkat berdasarkan process
mekanisme pengadaan barang dan jasa yang berlaku.
Recommend rating companies to conduct a company health level
assessment and if necessary, may request assistance from the
Board of Directors to conduct the rating company procurement
process based on the applicable goods and services procurement
mechanism.
Melakukan review atas usulan Rencana Kerja Anggaran Perusahaan Review atas usulan RKAP & RJPP atau Revisi RKAP & RJPP
(RKAP) dan Rencana Jangka Panjang Perusahaan (RJPP). Reviews on the proposed RKAP & RJPP or Revised RKAP
Conduct a review of the proposed Company Work Budget Plan & RJPP
(RKAP) and Company Long-Term Plan (RJPP).
Memantau implementasi kebijakan keuangan Perseroan. Melakukan review kebijakan akuntansi
Monitor the implementation of the Company’s financial policies. Conducting accounting policy reviews
Memberikan rekomendasi mengenai penyempurnaan sistem Melakukan review SPM dan pelaksanaannya
pengendalian manajemen serta pelaksanaannya. Conducting SPM review and its implementation
Providing recommendations regarding the improvement of the
management control system and its implementation.
Memastikan telah terdapat prosedur evaluasi yang memuaskan Melakukan review atas informasi keuangan
terhadap informasi keuangan yang dikeluarkan Perseroan. Conduct a review of financial information
Ensure that there are satisfactory evaluation procedures for the
financial information issued by the Company.
Melaksanakan penugasan dari Dewan Komisaris terkait hal-hal Review terhadap temuan menjadi perhatian khusus (bila
yang perlu diidentifikasi yang menjadi perhatian terhadap suatu ada)
temuan. Review of findings with special attention (if any)
Carrying out assignments from the Board of Commissioners
regarding matters that need to be identified that are of concern
regarding a finding.
Memberikan saran dan rekomendasi kepada Dewan Komisaris Pembahasan terkait conflict of interest (jika ada)
terkait dengan adanya potensi benturan kepentingan Perseroan. Discussion regarding conflict of interest (if any)
Provide advice and recommendations to the Board of
Commissioners regarding potential conflicts of interest within
the Company.
Melaksanakan penugasan lain dari Dewan Komisaris. Melaksanakan penugasan lain dari Dewan Komisaris (jika
Carry out other assignments from the Board of Commissioners. ada)
Carry out other assignments from the Board of
Commissioners (if any)
Melaksanakan pengawasan manajemen risiko
Implement risk management supervision
Melakukan evaluasi atas efektifitas penerapan
manajemen risiko perusahaan, seperti: budaya, kerangka
kerja dan proses manajemen risiko
Conducting evaluations of the effectiveness of the
implementation of corporate risk management, such as:
culture, framework and risk management processes.
Mengevaluasi penerapan kebijakan manajemen risiko
Evaluating the implementation of risk management
policies
Melakukan koordinasi dengan komite lain untuk hasil
evaluasi penerapan kebijakan manajemen risiko.
Coordinate with other committees for the evaluation
results of the implementation of risk management
policies.
Menyusun dan melaksanakan program kerja Komite Audit. Penyusunan Laporan dan Program Kerja Tahunan-Komite
Prepare and implement the Audit Committee work program. Audit (PKT-KA) Tahun 2025
Preparation of the 2025 Annual Report and Work Program
of the Audit Committee (PKT-KA)
Review Audit Committee Charter
Menjaga kerahasiaan dokumen, data dan informasi Perseroan. Penyusunan pakta integritas
Maintain the confidentiality of Company documents, data and Preparation of integrity pact
information.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 575
Page 576
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Komite Nominasi dan Remunerasi Nomination and Remuneration Committee
Komite Nominasi dan Remunerasi merupakan komite yang The Nomination and Remuneration Committee is a committee
dibentuk untuk membantu Dewan Komisaris melaksanakan formed to assist the Board of Commissioners in carrying out
fungsi pengawasan dan memastikan pelaksanaan proses its supervisory function and ensuring the implementation
nominasi dan remunerasi secara objektif, efektif, dan efisien, of the nomination and remuneration process in an objective,
serta sesuai dengan prinsip manajemen SDM dan GCG. effective, and efficient manner and by the principles of HR
Melalui komite ini diharapkan Dewan Komisaris bekerja management and GCG. Through this committee, it is hoped
secara profesional, independen, dan kompeten agar Visi dan that the Board of Commissioners will work professionally,
Misi Perseroan dapat tercapai. independently, and competently so that the Company’s
Vision and Mission can be achieved.
Dasar Pembentukan Komite Nominasi dan Basis of Establishing the Nomination and
Remunerasi Remuneration Committee
Komite Nominasi dan Remunerasi di Jasa Marga dibentuk The Nomination and Remuneration Committee at Jasa Marga
dengan dasar hukum. Adapun peraturan yang menjadi dasar is established based on the following legal basis:
hukum pembentukannya adalah sebagai berikut:
1. Undang-undang No. 19 Tahun 2003, tanggal 4 Oktober 1. Law No. 19 of 2003, dated October 4, 2003, concerning
2003, tentang Badan Usaha Milik Negara (Lembaran State-Owned Enterprises (State Gazette of 2003 No. 70;
Negara Tahun 2003 No. 70; Tambahan Lembaran Negara Supplement to the State Gazette No. 4297) which was
No. 4297) yang terakhir telah diubah dengan Peraturan last amended by Government Regulation instead of Law
Pemerintah Pengganti Undang-Undang Nomor 2 Tahun No. 2 of 2022 concerning Job Creation (State Gazette of
2022 tentang Cipta Kerja (Lembaran Negara Republik the Republic of Indonesia of 2022 No.238, Supplement
Indonesia Tahun 2022 Nomor 238, Tambahan Lembaran to the State Gazette of the Republic of Indonesia No.
Negara Republik Indonesia Nomor 6841) dan ditetapkan 6841) and enacted as Law No. 6 of 2023 concerning the
menjadi Undang-Undang sesuai Undang-Undang Nomor Ratification of Government Regulation instead of Law
6 Tahun 2023 tentang Penetapan Peraturan Pemerintah No. 2 of 2022 concerning Job Creation into Law (State
Pengganti Undang-Undang Nomor 2 Tahun 2022 tentang Gazette of the Republic of Indonesia of 2023 No. 2023,
Cipta Kerja menjadi Undang- Undang (Lembaran Negara Supplement to the State Gazette No. 6856);
Republik Indonesia Tahun 2023 Nomor 2023, Tambahan
Lembaran Negara Nomor 6856);
2. Undang-Undang No. 40 Tahun 2007, tanggal 16 Agustus 2. Law No. 40 of 2007, dated August 16, 2007, concerning
2007, tentang Perseroan Terbatas (Lembaran Negara Limited Liability Companies (State Gazette of 2007 No.
Tahun 2007 No. 106; Tambahan Lembaran Negara No. 106; Supplement to the State Gazette No. 4756) which
4756) yang terakhir telah diubah dengan Peraturan was last amended by Government Regulation instead
Pemerintah Pengganti Undang-Undang Nomor 2 Tahun of Law No. 2 of 2022 concerning Job Creation (State
2022 tentang Cipta Kerja (Lembaran Negara Republik Gazette of the Republic of Indonesia of 2022 No. 238,
Indonesia Tahun 2022 Nomor 238, Tambahan Lembaran Supplement to the State Gazette of the Republic of
Negara Republik Indonesia Nomor 6841) dan ditetapkan Indonesia No. 6841) and enacted as Law No. 6 of 2023
menjadi Undang- Undang sesuai Undang-Undang Nomor concerning the Ratification of Government Regulation
6 Tahun 2023 tentang Penetapan Peraturan Pemerintah instead of Law No. 2 of 2022 concerning Job Creation
Pengganti Undang-Undang Nomor 2 Tahun 2022 tentang into Law (State Gazette of the Republic of Indonesia of
Cipta Kerja menjadi Undang-Undang (Lembaran Negara 2023 No. 2023, Supplement to the State Gazette No.
Republik Indonesia Tahun 2023 Nomor 2023, Tambahan 6856);
Lembaran Negara Nomor 6856);
3. Undang-Undang No. 8 Tahun 1995, tanggal 10 November 3. Law No. 8 of 1995, dated November 10, 1995,concerning
1995, tentang Pasar Modal (Lembaran Negara Tahun Capital Market (State Gazette of 1995 No.64; Supplement
1995 No. 64; Tambahan Lembaran Negara No. 3608) to the State Gazette No. 3608) whichwas last amended
yang terakhir telah diubah dengan Undang-Undang by Law No. 4 of 2023 concerningthe Development and
Nomor 4 Tahun 2023 tentang Pengembangan dan Strengthening of the FinancialSector (State Gazette of
Penguatan Sektor Keuangan (Lembaran Negara Republik the Republic of Indonesia of2023 No. 4, Supplement to
Indonesia Tahun 2023 Nomor 4, Tambahan Lembaran the State Gazette of theRepublic of Indonesia No. 6845)
Negara Republik Indonesia Nomor 6845);
4. Peraturan Menteri Badan Usaha Milik Negara No. PER-2/ 4. Regulation of the Minister of State-Owned Enterprises
MBU/03/2023, tanggal 24 Maret 2023, tentang Pedoman No. PER-2/MBU/03/2023, dated March 24, 2023,
Tata Kelola dan Kegiatan Korporasi Signifikan Badan concerning Guidelines for Governance and Significant
Usaha Milik Negara; Corporate Activities of State-Owned Enterprises;
576 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
5. Peraturan Menteri Badan Usaha Milik Negara No. PER-3/ 5. Regulation of the Minister of State-Owned Enterprises
MBU/03/2023, tanggal 24 Maret 2023, tentang Organ No. PER-3/MBU/03/2023, dated March 24, 2023,
dan Sumber Daya Manusia Badan Usaha Milik Negara; concerning the Organization and Human Resources of
State-Owned Enterprises;
6. Peraturan Otoritas Jasa Keuangan No. 33/ POJK.04/2014 6. Financial Services Authority Regulation No. 33/
tentang Direksi dan Dewan Komisaris Emiten atau POJK.04/2014 concerning the Boards of Directorsand
Perusahaan Publik; Commissioners of Issuers or Public Companies;
7. Peraturan Otoritas Jasa Keuangan No. 34/ POJK.04/2014 7. Financial Services Authority Regulation No. 34/
tentang Komite Nominasi dan Remunerasi Emiten atau POJK.04/2014 concerning Nomination andRemuneration
Perusahaan Publik; Committees of Issuers or PublicCompanies;
8. Surat Edaran Otoritas Jasa Keuangan No. 32/ 8. Circular Letter of the Financial Services AuthorityNo. 32/
SEOJK.04/2015 Tentang Pedoman Tata Kelola SEOJK.04/2015 Regarding Guidelines for theGovernance
Perusahaan Terbuka; of Public Companies;
9. Surat Menteri BUMN No. S-254/MBU/04/2020 tentang 9. Letter from the Minister of State-Owned EnterprisesNo.
Talent & Succession Management Direksi BUMN tanggal S-254/MBU/04/2020 concerning Talent & Succession
17 April 2020; Management of State-Owned Enterprisesdated April
17, 2020;
10. Anggaran Dasar Perusahaan Perseroan (Persero) PT Jasa 10. 10. Articles of Association of PT Jasa Marga (Persero)
Marga (Persero) Tbk Akta Notaris Ir. Nanette Cahyanie Tbk Notarial Deed IR. NANETIE CAHYANIE HANDARIADI
Handari Adi Warsito, SH akta No.42 Tanggat 15 Juni 2020 WARSITO, SH. deed No. 42 dated June 15, 2020which
yang telah disampaikan pemberitahuan dalam Daftar has been notified in the Company Register No.AHU-
Perseroan No. AHU- 0041856.AH.Ol.02.TAHUN 2020; 0041856.AH.Ol.02.YEAR 2020;
11. Keputusan Dewan Komisaris Perusahaan PT Jasa Marga 11. Decision of the Board of Commissioners of PTJasa
(Persero) Tbk, No Kep-078/VII/2020 tentang Perubahan Marga (Persero) Tbk, No. Kep-078/VII/2020regarding
atas Keputusan Dewan Komisaris No. Kep- 046/II/2014 Amendments to the Decision of the Boardof
Jo No. Kep-063/IV/2015 Jo No. Kep- 155/ XI/2015 Commissioners No. Kep-046/II/2014 Jo No. Kep-
tentang Komite Dewan Komisaris PT Jasa Marga 063/IV/2015 Jo No. Kep- 155/XI/2015 concerning
(Persero) Tbk; theCommittee of the Board of Commissioners of PT
JasaMarga (Persero) Tbk;
12. Keputusan Dewan Komisaris PT Jasa Marga (Persero) 12. Decision of the Board of Commissioners of PT JasaMarga
Tbk No. KEP-080/VII/2020 tentang Pengangkatan (Persero) Tbk No. KEP-080/VII/2020 concerningthe
Anggota Komite Nominasi dan Remunerasi PT Jasa Marga Appointment of Members of the Nomination
(Persero) Tbk dari Unsur Dewan Komisaris; andRemuneration Committee of PT Jasa Marga (Persero)
Tbk from the Board of Commissioners;
13. Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk 13. Decision of the Board of Commissioners of PT
No. KEP-83/VII/2020 tentang Pengangkatan Anggota JasaMarga (Persero) Tbk No. KEP-83/VII/2020
Komite Nominasi dan Remunerasi PT Jasa Marga concerningthe Appointment of Members of the
(Persero) Tbk. Nomination andRemuneration Committee of PT Jasa
Marga (Persero)Tbk.
Pedoman Kerja/Piagam Komite Nominasi dan Charter of the Nomination and Remuneration
Remunerasi Committee
Komite Nominasi dan Remunerasi Jasa Marga memiliki The Charter of the Nomination and Remuneration Committee
Piagam Komite Nominasi dan Remunerasi yang telah disahkan (“the Charter”) is established based on the Decision of the
berdasarkan Keputusan Dewan Komisaris No. KEP 007/I/2022 Board of Commissioners No. KEP 007/I/2022 dated January
tanggal 14 Januari 2022. Piagam ini menjadi acuan bagi 14, 2022. This Charter serves as a reference for the Nomination
Komite Nominasi dan Remunerasi dalam melaksanakan tugas and Remuneration Committee in carrying out its duties and
dan tanggung jawabnya. Piagam tersebut memuat ketentuan responsibilities. The charter contains provisions that must
yang harus dipatuhi pembentukan dan pelaksanaan kegiatan be adhered to in the formation and implementation of the
Komite Nominasi dan Remunerasi agar dapat bekerja activities of the Nomination and Remuneration Committee
secara independen, objektif, mandiri, transparan, dan dapat so that it can work independently, objectively, autonomously,
dipertanggungjawabkan. Isi dari Piagam tersebut antara lain transparently, and be accountable. The contents of the charter
mencakup: include, among others:
1. Landasan Hukum; 1. Legal Basis;
2. Komposisi, Tata Cara Penggantian, dan Masa Jabatan 2. Composition, Procedure for Replacement, and Termof
Anggota Komite; Office of Committee Members;
3. Tugas; 3. Duties;
4. Kewenangan; 4. Authorities;
5. Persyaratan; 5. Requirements;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 577
Page 578
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
6. Tanggung Jawab; 6. Responsibilities;
7. Rapat; 7. Meetings;
8. Laporan; 8. Reports;
9. Akses Kerahasiaan Informasi; 9. Access to Confidential Information;
10. Tata Cara dan Prosedur Kerja; 10. Procedures and Work Procedures;
11. Penghasilan Anggota; 11. Member Remuneration;
12. Pendidikan dan Tenaga Penunjang; 12. Education and Support Staff;
13. Penilaian Kinerja; 13. Performance Evaluation;
14. Lain-lain; 14. Miscellaneous;
15. Penutup. 15. Conclusion.
Persyaratan Keanggotaan Requirements for Membership
Setiap anggota Komite Nominasi dan Remunerasi yang Each member of the Nomination and Remuneration
diangkat, harus memenuhi persyaratan yang ditetapkan. Committee appointed must meet the stipulated requirements.
Adapun persyaratan untuk menjadi anggota Komite Nominasi The requirements to become a member of the Nomination &
& Remunerasi adalah sebagai berikut : Remuneration Committee are as follows:
1. Memiliki integritas yang baik dan pengetahuan serta 1. Have good integrity and sufficient knowledge and work
pengalaman kerja yang cukup di bidang nominasi dan experience in nomination and remuneration.
remunerasi.
2. Tidak memiliki kepentingan/keterkaitan pribadi yang 2. Do not have any personal interests/relationships that
dapat menimbulkan dampak negatif dan benturan can negatively impact and conflict of interest in the
kepentingan dalam Perseroan. Company.
3. Mampu berkomunikasi secara efektif. 3. Able to communicate effectively.
4. Dapat menyediakan waktu yang cukup untuk 4. Can provide sufficient time to complete the task.
menyelesaikan tugasnya.
5. Anggota Direksi Emiten atau Perusahaan Publik 5. Members of the Board of Directors of Issuers or Public
tidak dapat menjadi anggota Komite Nominasi dan Companies cannot become members of the Nomination
Remunerasi. and Remuneration Committee.
6. Ketua merangkap anggota merupakan Komisaris 6. The chairman and member is an Independent
Independen dan anggota lainnya dapat berasal dari: Commissioner and other members may come from:
a. Anggota Dewan komisaris; a. Members of the Board of Commissioners;
b. Pihak yang berasal dari luar Emiten atau luar b. Parties from outside the Issuer or the Company;
Perseroan;
c. Pihak yang menduduki jabatan manajerial dibawah c. A party holding a managerial position under the
Direksi yang membidangi Sumber Daya Manusia Board of Directors in charge of Human Resources
bisa menjadi Anggota Komite hanya jika diperlukan, can become a Committee Member only if necessary,
dengan ketentuan jumlah anggota yang berasal dari provided that the number of members from the
pihak Manajemen tidak boleh dominan. Management side must not be dominant.
7. Anggota Komite Nominasi dan Remunerasi yang berasal 7. Members of the Nomination and Remuneration the
dari luar Emiten atau luar Perseroan wajib memenuhi 3 committee who comes from outside the Issuer or the
(tiga) syarat berikut: company must meet the following 3 (three) requirements:
a. Tidak mempunyai hubungan Afiliasi dengan Emiten a. Has no affiliation with the Issuer or Company,
atau Perusahaan, anggota Direksi, anggota Dewan members of the Board of Directors, members of the
Komisaris, atau Pemegang Saham Utama Perseroan; Board of Commissioners, or the Company’s Major
Shareholders;
b. Memiliki pengalaman terkait Nominasi dan/atau b. Have experience related to Nomination and/or
Remunerasi; dan Remuneration; and
c. Tidak merangkap jabatan sebagai anggota komite c. Not holding concurrent positions as members
lainnya yang dimiliki Emiten atau Perseroan. of other committees owned by the Issuer or the
Company.
Ketentuan Masa Jabatan Terms of Office
Anggota Komite Nominasi dan Remunerasi yang diangkat Members of the Nomination and Remuneration Committee
bekerja untuk periode masa jabatan. Masa jabatan anggota who are appointed to work for a term of office. The term
Komite Nominasi dan Remunerasi diatur sebagai berikut: of office of the Nomination and Remuneration Committee
members is regulated as follows:
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
1. Anggota Komite Nominasi dan Remunerasi sebagaimana 1. The Nomination and Remuneration Committee, as
dimaksud, diangkat untuk masa jabatan tertentu dan intended, is appointed for a specific term of office and
dapat diangkat kembali, sesuai peraturan dan ketentuan maybe reappointed following the laws and regulations.
perundangan. 2. The term of office of the Nomination and Remuneration
2. Masa jabatan anggota Komite Nominasi dan Remunerasi Committee members as referred to in paragraph
sebagaimana dimaksud, tidak lebih lama dari masa (1) shall not be longer than the term of office of the
jabatan Dewan Komisaris sebagaimana diatur dalam Board of Commissioners as stipulated in the articles of
anggaran dasar, dengan tidak mengurangi hak Dewan association, without prejudice to the right of the Board
Komisaris untuk memberhentikan sewaktu-waktu. of Commissioners to dismiss at any time.
3. If a Member of the Board of Commissioners who serves
3. Dalam hal terdapat Anggota Dewan Komisaris yang as the Chairman of the Nomination and Remuneration
menjabat sebagai Ketua Komite Nominasi dan Committee ceases to be a Memberof the Board of
Remunerasi berhenti sebagai Anggota Dewan Komisaris, Commissioners, the Chairman of the Nomination and
maka Ketua Komite Nominasi dan Remunerasi wajib Remuneration Committee must be replaced by another
diganti oleh Anggota Dewan Komisaris lainnya dalam Member of the Board of Commissioners within 30 (thirty)
waktu paling lambat 30 (tiga puluh) hari. days at the latest.
Susunan, Jumlah, Komposisi dan Dasar Arrangement, Number of Members, and Basis of
Pengangkatan Komite Nominasi dan Appointment of Nomination and Remuneration
Remunerasi Committee
Anggota Komite Nominasi dan Remunerasi paling kurang Members of the Nomination and Remuneration Committee
terdiri dari 3 (tiga) orang anggota dimana 1 (satu) orang consist of at least 3 (three) members, where 1 (one) Chair is
Ketua merangkap anggota yang berasal dari Komisaris concurrently a member from the Independent Commissioner
Independen dan pihak dari luar Perseroan. Komite Nominasi and parties from outside the Company. The Nomination
dan Remunerasi dipimpin oleh seorang kepala yang disebut and Remuneration Committee is chaired by a head called
ketua Komite Nominasi dan Remunerasi, berkedudukan di the Nomination and Remuneration Committee chairman,
Kantor Pusat Perseroan. domiciled at the Company’s Head Office.
Susunan keanggotaan Komite Nominasi dan Remunerasi Jasa The composition of the membership of the Jasa Marga
Marga pada tahun 2024 adalah sebagai berikut: Nomination and Remuneration Committee in 2024 is as
follows:
Tabel Susunan Keanggotaan Komite Nominasi dan Remunerasi
Table of Membership Composition of the Nomination and Remuneration Committee
Nama Jabatan Periode Dasar Pengangkatan
Name Position Period Basis of Appointment
Marsetio Ketua 7 Maret 2023 - Berakhirnya masa jabatan Keputusan Dewan Komisaris Jasa Marga No.
Chairman sebagai Komisaris Independen KEP-028/III/2023
March 7, 2023 - End of term as Independent Decision of the Jasa Marga Board of
Commissioner Commissioners No. KEP-028/III/2023
Raja Erizman Anggota 14 September 2021 - Berakhirnya masa Keputusan Dewan Komisaris Jasa Marga
Member jabatan sebagai Komisaris No. KEP-074/IX/2021
September 14, 2021 - End of terms as Decision of the Jasa Marga Board of
Commissioner Commissioners No. KEP-074/IX/2021
Chitra Mardi Anggota • 01 Juli 2022-30 Juni 2024 • Keputusan Dewan Komisaris Jasa Marga No.
Rahayuningsih Member • 14 Agustus 2024-14 Februari 2025 KEP-059/VII/2022
• July 1, 2022-June 30, 2024 • Keputusan Dewan Komisaris Jasa Marga No.
• August 14, 2024-February 14, 2025 KEP-127/VIII/2024
• Decision of the Jasa Marga Board of
Commissioners No. KEP-059/VII/2022
• Decision of the Jasa Marga Board of
Commissioners No. KEP-127/VIII/2024
Dewa Aji Anggota 14 Agustus 2024-14 Februari 2025 Keputusan Dewan Komisaris Jasa Marga No.
Ariwanto Member August 14, 2024-February 14, 2025 KEP-127/VIII/2024
Decision of the Jasa Marga Board of
Commissioners No. KEP-127/VIII/2024
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 579
Page 580
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Profil Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Profile
Profil anggota Komite Nominasi dan Remunerasi dapat dilihat The profiles of the Nomination and Remuneration Committee
pada bagian Profil Komite Nominasi dan Remunerasi di Bab members can be seen in the Nomination and Remuneration
Profil Perusahaan dalam buku Laporan Tahunan ini. Committee Profile Section in the Company Profile Chapter of
this Annual Report.
Independensi Anggota Komite Nominasi dan Independence of the Nomination and
Remunerasi Remuneration Committee Members
Sesuai dengan ketentuan dalam Peraturan Otoritas Jasa According to the provisions in Financial Services Authority
Keuangan No. 34/POJK.04/2014 tentang Komite Nominasi Regulation No. 34/POJK.04/2014 regarding the Nomination
dan Remunerasi Emiten atau Perusahaan Publik dan Peraturan and Remuneration Committee of Issuers or Public Companies
Menteri Badan Usaha Milik Negara No. PER-3/MBU/03/2023, and Minister of State-Owned Enterprises Regulation No.
tanggal 24 Maret 2023, tentang Organ dan Sumber Daya PER-3/MBU/03/2023, dated March 24, 2023, concerning
Manusia Badan Usaha Milik Negara , seluruh anggota Komite the Organization and Human Resources of State-Owned
Nominasi dan Remunerasi telah memenuhi persyaratan Enterprises, all members of the Nomination and Remuneration
jumlah, komposisi, kriteria, kompetensi, dan independensi. Committee have fulfilled the requirements for the number,
composition, criteria, competencies, and independence.
Tabel Independensi Komite Nominasi dan Remunerasi
Table of Nomination and Remuneration Committee Independence
Aspek Independensi Raja Chitra Mardi
Marsetio Dewa Aji
Independency Aspect Erizman Rahayuningsih
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi.
Not having any financial relationship with the Board of Commissioners and
the Board of Directors.
Tidak memiliki hubungan kepengurusan di perseroan, anak perusahaan,
maupun perusahaan afiliasi.
Not having any management affiliation in the company, subsidiary, or
affiliated company.
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/
atau sesama anggota Komite Nominasi dan Remunerasi.
Not having any family affiliation with the Board of Commissioners, Board of
Directors, and/or other Committee members.
Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah.
Not serving as administrators of political parties, officials, and the government.
Sebagai bentuk penerapan prinsip independensi, Komite As an implementation of independency principle, the
Nominasi dan Remunerasi menandatangani Surat Pernyataan Nomination and Remuneration Committee signed
Independensi. Surat pernyataan tersebut, memuat beberapa independent statement letter. It consists of several important
pernyataan penting, antara lain bahwa Komite Nominasi & statement that stated, the Nomination and Remuneration
Remunerasi Jasa Marga: Committee of Jasa Marga:
1. Tidak memiliki kepentingan/keterkaitan pribadi yang 1. Having no personal interests/relationships that can
dapat menimbulkan dampak negatif dan konflik negatively impact and conflict of interest to the
kepentingan terhadap Perseroan. Company.
2. Tidak memiliki saham Perseroan, baik langsung maupun 2. Having no Company’s shares, either directly or indirectly.
tidak langsung.
3. Akan menjaga kerahasiaan dokumen, data, dan informasi 3. Willing to maintain the confidentiality of the Company’s
Perseroan, baik dari pihak internal maupun pihak documents, data, and information, both from internal
eksternal, dan hanya digunakan untuk kepentingan and external parties, and only used to carry out the
pelaksanaan tugas Komite Nominasi & Remunerasi. duties of the Nomination & Remuneration Committee.
Tugas dan Tanggung Jawab Komite Nominasi Duties and Responsibilities of the Nomination
dan Remunerasi and Remuneration Committee
Berdasarkan Piagam Komite Nominasi dan Remunerasi PT Jasa Based on the Charter of the Nomination and Remuneration
Marga (Persero) Tbk dan mengacu pada Peraturan Menteri Committee of PT Jasa Marga (Persero) Tbk and referring to
Badan Usaha Milik Negara No. PER-3/ MBU/03/2023, tanggal the Regulation of the Minister of State-Owned Enterprises
24 Maret 2023, tentang Organ dan Sumber Daya Manusia No. PER-3/MBU/03/2023, dated March 24, 2023, concerning
Badan Usaha Milik Negara, maka tugas Komite Nominasi dan the Organization and Human Resources of State-Owned
Remunerasi adalah sebagai berikut: Enterprises, the tasks of the Nomination and Remuneration
Committee are as follows:
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
1. Secara kolektif dalam melaksanakan tugasnya membantu 1. Collectively assist the Board of Commissioners in
Dewan Komisaris; conducting the duties;
2. Bersifat mandiri baik dalam pelaksanaan tugasnya 2. Operate independently in conducting its tasks and
maupun dalam laporan dan bertanggung jawab kepada responsibilities to the Board of Commissioners;
Dewan Komisaris;
3. Menyusun manual kerja, program kerja komite tahunan 3. Prepare a working manual, annual committee work
dan melakukan self assessment serta melaporkannya ke program, conduct self-assessment, and report to the
Dewan Komisaris; Board of Commissioners;
4. Membuat laporan periodik triwulanan dan tahunan dan 4. Compile periodic quarter and annual reports and submit
disampaikan kepada Komisaris Utama; Laporan tersebut them to the Chairman of the Board; These reports can be
bisa menjadi bagian dari Laporan Tahunan Dewan part of the Board of Commissioners Annual Report and/
Komisaris dan/atau Laporan Tahunan Perseroan; or the Company’s Annual Report;
5. Menyelenggarakan rapat-rapat Komite dan 5. Hold committee meetings and document them properly;
mendokumentasikan dengan baik;
6. Melakukan penelaahan dan memberikan masukan/ 6. Review and provide input/recommendations on
rekomendasi atas rencana kebijakan dan strategi Sumber the human resources policy and organizational
Daya Manusia dan Transformasi Organisasi; transformation strategy;
7. Melakukan review secara berkala atas Sistem Pengelolaan 7. Regularly review the Company’s Talent Management
Talenta (Talent Management System) Perseroan serta System and monitor and evaluate its implementation;
Monitoring dan evaluasi atas pelaksanaannya;
8. Melakukan evaluasi terhadap sistem dan prosedur 8. Evaluate the talent classification system conducted by
Pengklasifikasian Talenta (Talent Classification) yang the Board of Directors;
dilakukan oleh Direksi;
9. Melakukan validasi dan kalibrasi atas Talenta yang 9. Validate and calibrate the talents proposed by the Board
diusulkan oleh Direksi kepada Dewan Komisaris (Selected of Directors to the Board of Commissioners (Selected
Talent), untuk menghasilkan daftar Talenta yang akan Talent) to produce a list of Talents to be nominated by
dinominasikan oleh Dewan Komisaris kepada RUPS/ the Board of Commissioners to the General Meeting of
Menteri (Nominated Talent); Shareholders/Minister (Nominated Talent);
10. Melakukan evaluasi terhadap Calon Wakil Perseroan 10. Evaluate candidates for Company Representatives who
yang akan diusukan sebagai anggota Direksi atau will be proposed as members of the Board of Directors
anggota Komisaris perusahaan anak, sebelum diajukan or members of the subsidiary company’s Board of
kepada RUPS/Menteri; Commissioners before submission to the General
Meeting of Shareholders/Minister;
11. Melakukan evaluasi atas usulan Key Performance 11. Evaluate proposals for Key Performance Indicators for
Indicators Individu anggota Direksi; individual members of the Board of Directors;
12. Menyiapkan usulan sistem evaluasi kinerja individu bagi 12. Prepare proposals for an individual performance
anggota Direksi dan/atau anggota Dewan Komisaris; evaluation system for members of the Board of Directors
and/or members of the Board of Commissioners;
13. Menyiapkan usulan program pengembangan bagi 13. Prepare proposals for development programs for
anggota Direksi dan/atau anggota Dewan Komisaris; members of the Board of Directors and/or members of
14. Melakukan evaluasi atas kebijakan remunerasi bagi the Board of Commissioners;
pegawai yang membutuhkan persetujuan/tanggapan 14. Evaluate remuneration policies for employees requiring
dari Dewan Komisaris; approval/response from the Board of Commissioners;
15. Melakukan evaluasi atas usulan Direksi mengenai 15. Evaluate proposals from the Board of Directors regarding
struktur organisasi perusahaan; the company’s organizational structure;
16. Melakukan identifikasi hal-hal yang memerlukan 16. Identify matters requiring the attention of the Board of
perhatian Dewan Komisaris serta tugas-tugas lain yang Commissioners and other tasks assigned by the Board of
diberikan Dewan Komisaris jika diperlukan; Commissioners if necessary;
17. Tugas Khusus dari Dewan Komisaris: 17. Special Tasks from the Board of Commissioners:
a. Pemberian tugas khusus kepada Komite Nominasi a. Assigning special tasks to the Nomination and
dan Remunerasi oleh Dewan Komisaris dilakukan Remuneration Committee by the Board of
dengan perintah tertulis yang memuat: Commissioners is done with a written order
containing:
i. Nama yang diberi tugas; i. Name assigned to the task;
ii. Sifat penugasan; ii. Nature of the assignment;
iii. Lingkup pekerjaan; iii. Scope of work;
iv. Tujuan dan sasaran pekerjaan; iv. Objectives and targets of the work;
v. Jangka waktu penugasan. v. Duration of the assignment.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 581
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
b. Lingkup pekerjaan tugas khusus sepenuhnya b. The scope of work for special tasks is fully
ditentukan oleh Dewan Komisaris sepanjang tidak determined by the Board of Commissioners as long
bertentangan dengan peraturan perundangan yang as it does not conflict with applicable laws and
berlaku; regulations;
c. Dalam melaksanakan tugas khusus Komite dapat: c. In conducting special tasks, the Committee may:
i. Melakukan review terhadap semua catatan, i. Review all records, documents, and other
dokumen dan informasi lainnya yang necessary information, including minutes
diperlukan termasuk notulen rapat Dewan of Board of Directors meetings and Board
Direksi dan rapat Dewan Komisaris; jika of Commissioners’ meetings; if deemed
dianggap perlu, necessary,
ii. Melakukan analisis dan evaluasi, bekerjasama ii. Conduct analysis and evaluation, collaborate
dengan struktural Manajemen dan/atau with the Management structure and/or relevant
struktural unit kerja terkait atau meminta work units, or seek the assistance of experts
bantuan tenaga ahli atau konsultan untuk or consultants to assist the Nomination and
membantu Komite Nominasi dan Remunerasi Remuneration Committee with the Company’s
dengan beban Perseroan. burdens.
d. Menyampaikan laporan pelaksanaan tugas khusus d. Submit a report on the implementation of special
kepada Dewan Komisaris. tasks to the Board of Commissioners..
Kewenangan Authority
Dalam melaksanakan tugasnya, Komite Nominasi dan In carrying out its duties, the Nomination and Remuneration
Remunerasi memiliki kewenangan sebagai berikut: Committee has the following authority:
1. Mengakses catatan atau informasi tentang aset dan 1. Accessing records or information about assets and other
sumber daya lainnya dan memasuki pekarangan, gedung, resources and entering the premises, buildings, and
serta kantor yang dipergunakan oleh Perseroan; offices used by the Company.
2. Berhak mendapat dan meminta setiap hasil kajian/ 2. Entitled to obtain and request any results of studies/
Strategi/Dasar Keputusan bidang Nominasi dan strategies/fundamental decisions in the field of Nomination
Remunerasi termasuk yang terkait dengan Bidang Human and Remuneration, including those related to the Human
Capital & Transformasi yang dilakukan baik oleh para risk Capital & Transformation field carried out by risk owners,
owner, Para Pejabat Struktural terkait, Risk Champion, related Structural Officials, Risk Champions, Internal
Satuan Pengawasan Intern maupun Direksi Perseroan; Supervision Units, and the Company’s Board of Directors.
3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Requesting explanations from the Board of Directors
lainnya mengenai segala persoalan yang menyangkut and/or other officials regarding any matters concerning
pengelolaan Perseroan; the management of the Company.
4. Dalam melaksanakan kewenangannya, Komite 4. In exercising its authority, the Committee collaborates
bekerjasama dengan unit kerja terkait, dalam hal ini with related work units, including risk owners, related
Para risk owner, Pejabat Struktural terkait Kendali Mutu, Structural Officials in Quality Control, Corporate
Corporate Secretary, Sumber Daya Manusia, Transformasi Secretary, Human Resources, Organizational
Organisasi serta Satuan Pengawasan Intern Perseroan Transformation, as well as the Company’s Internal
dan unit terkait lainnya; Supervision Unit and other related units.
5. Melakukan review, memeriksa, melakukan analisa dan 5. Conducting reviews, inspections, analyses, and providing
memberikan pendapat serta rekomendasi dalam batas opinions and recommendations within the scope of its
ruang lingkup tugasnya; duties.
6. Mencari dan mendapatkan informasi (akses yang tidak 6. Seeking and obtaining relevant information (unrestricted
terbatas) yang relevan dari Sistem Informasi Manajemen access) from the Management Information System (MIS),
(SIM), laporan-laporan, maupun dari setiap anggota reports, or from each member of the Board of Directors,
Direksi, karyawan atau individu atau narasumber terkait; employees, or related individuals or resource persons.
7. Mengundang manajemen untuk hadir dalam rapat 7. Inviting management to attend Committee meetings.
Komite.
8. Melakukan kewenangan lain yang diberikan oleh Dewan 8. Exercising other authorities granted by the Board of
Komisaris. Commissioners.
Rapat Komite Nominasi dan Remunerasi Nomination and Remuneration Committee
Meetings
Komite Nominasi dan Remunerasi secara fungsinya membantu The Nomination and Remuneration Committee functions
Dewan Komisaris. Komite Nominasi dan Remunerasi juga to assist the Board of Commissioners. The Committee
mengadakan dan/atau mengikuti rapat sebagai salah satu holds and/or attends meetings as part of its work. The
582 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
wujud kerja. Adapun rapat-rapat yang diadakan dan/atau meetings convened and/or attended by the Nomination and
diikuti oleh Komite Nominasi dan Remunerasi diantaranya Remuneration Committee include:
adalah:
1. Rapat Komite Nominasi dan Remunerasi; 1. Nomination and Remuneration Committee Meeting;
2. Rapat Koordinasi Komite; 2. Committee Coordination Meeting;
3. Rapat Dewan Komisaris; 3. Board of Commissioners Meeting;
4. Rapat Koordinasi Dewan Komisaris-Direksi. 4. Board of Commissioners-Management Coordination
Meeting.
Sesuai Peraturan Otoritas Jasa Keuangan No. 34/ According to the Financial Services Authority Regulation
POJK.04/2014 pasal 12 ayat 2 menyebutkan bahwa Rapat No. 34/POJK.04/2014 article 12 paragraph 2, a Committee
Komite merupakan Rapat yang dihadiri oleh Ketua Komite Meeting is attended by the Chairman of the Nomination and
Nominasi dan Remunerasi serta dihadiri oleh mayoritas Remuneration Committee and the majority of its members.
jumlah anggota Komite Nominasi dan Remunerasi. Peraturan Article 12 paragraph 1 also states that the Committee
Otoritas Jasa Keuangan No. 34/ POJK.04/2014 pasal 12 ayat Meeting is held regularly at least once every 4 (four) months.
1 juga menyebutkan bahwa Rapat Komite Nominasi dan The Committee Meeting may be attended by the internal
Remunerasi diselenggarakan secara berkala paling kurang 1 Committee alone or may also invite speakers from other
(satu) kali dalam 4 (empat) bulan. Rapat Komite bisa dihadiri parties, including the Company’s Management.
internal Komite saja atau bisa juga mengundang narasumber
dari pihak lain termasuk Jajaran Manajemen Perseroan.
Rapat Koordinasi Komite adalah Rapat yang dilakukan secara A Coordination Committee Meeting is a meeting jointly
bersama-sama oleh Komite Nominasi dan Remunerasi conducted by the Nomination and Remuneration Committee
dengan jajaran Manajemen Jasa Marga Grup. Berbeda with the Management of Jasa Marga Group. Unlike the
dengan Rapat Komite Nominasi dan Remunerasi, Rapat Nomination and Remuneration Committee Meeting, the
Koordinasi Komite tidak harus dihadiri oleh Ketua Komite Coordination Committee Meeting does not necessarily
Nominasi dan Remunerasi dan juga tidak harus dihadiri require the presence of the Committee Chairman or a majority
oleh mayoritas Anggota Komite. Rapat Koordinasi sudah of Committee Members. The Coordination Meeting can be
bisa dilakukan cukup dengan dihadiri oleh minimal 1 (satu) conducted with the attendance of at least 1 (one) Committee
Anggota Komite dan juga perwakilan pihak Manajemen Jasa Member and a representative from the Management of
Marga Grup. Rapat Koordinasi Komite ini dilakukan sebagai Jasa Marga Group. The Coordination Committee Meeting
bagian dari tugas Komite Nominasi dan Remunerasi untuk is part of the Nomination and Remuneration Committee’s
membantu Dewan Komisaris melakukan Fungsi Pengawasan duty to assist the Board of Commissioners in its supervisory
dan juga memberikan Saran/Rekomendasi langsung ke pihak function and provide direct advice/recommendations to the
Manajemen Jasa Marga Grup. Dengan adanya Rapat Koordinasi Management of Jasa Marga Group. This meeting also fosters
ini juga membangun hubungan komunikasi yang baik antara good communication between the Management of Jasa Marga
pihak Manajemen Jasa Marga Grup dengan Komite Nominasi Group and the Nomination and Remuneration Committee,
dan Remunerasi yang diwakili oleh minimal 1 (satu) Anggota represented by at least 1 (one) Committee Member present
Komite yang hadir dalam rapat tersebut. Rapat Koordinasi at the meeting. The Coordination Meeting can be initiated
ini bisa diadakan serta diinisiasi oleh Komite Nominasi dan by the Nomination and Remuneration Committee or by the
Remunerasi atau bisa juga atas inisiatif jajaran Manajemen, Management, or by another Committee, or jointly, where the
dan juga bisa dilakukan oleh inisiatif Komite lain atau secara Nomination and Remuneration Committee participates as
bersama- sama dimana Komite Nominasi dan Remunerasi attendees.
hadir sebagai peserta.
Rapat Dewan Komisaris adalah Rapat Rutin Dewan Komisaris The Board of Commissioners Meeting is the routine Board
dimana Komite Nominasi dan Remunerasi diminta hadir untuk of Commissioners Meeting where the Nomination and
memberi masukan dan menyampaikan laporan hasil telaah Remuneration Committee is invited to provide input, present
ataupun memberi masukan dan pandangan. review results, or provide opinions.
Rapat Koordinasi Dewan Komisaris-Direksi adalah Rapat Rutin The Board of Commissioners-Directors Coordination meeting
Dewan Komisaris dengan Direksi yang membahas tentang is a routine meeting between the Board of Commissioners
suatu tema tertentu. Jika diperlukan Komite Nominasi dan and the Directors, discussing specific themes. If necessary,
Remunerasi diminta hadir untuk memberi masukan dan the Nomination and Remuneration Committee is asked to
menyampaikan laporan hasil telaah ataupun memberi attend to provide input, present review results, or provide
masukan dan pandangan sebagai bagian dari penugasan opinions as part of the special assignment from the Board
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
khusus Dewan Komisaris kepada Komite Nominasi dan of Commissioners to the Nomination and Remuneration
Remunerasi. Committee.
Rapat Khusus adalah Rapat yang dilakukan Dewan Komisaris Special Meetings are meetings convened by the Board of
yang membahas tentang tema tertentu di luar Rapat Rutin Commissioners to discuss specific themes outside of the
Dewan Komisaris dan Rapat Koordinasi Dewan Komisaris- routine Board of Commissioners Meeting and the Board of
Direksi. Jika diperlukan Komite Nominasi dan Remunerasi Commissioners-Directors Coordination Meeting. If necessary,
diminta hadir untuk memberi masukan dan menyampaikan the Nomination and Remuneration Committee is asked to
laporan hasil telaah ataupun memberi masukan dan attend to provide input, present review results, or provide
pandangan. opinions.
Sepanjang tahun 2024, Komite Nominasi dan Remunerasi Sepanjang tahun 2024, Komite Nominasi dan Remunerasi
melakukan rapat sebanyak 9 (sembilan) kali dengan agenda melakukan rapat sebanyak 9 (sembilan) kali dengan agenda
di antaranya terkait hal-hal sebagai berikut: di antaranya terkait hal-hal sebagai berikut:
1. Struktur Organisasi terkait pemenuhan organ untuk 1. Organizational structure related to the fulfillment of
memenuhi ketentuan peraturan yang berlaku. organs to meet applicable regulatory provisions.
2. Nominated Talent Jasa Marga. 2. Jasa Marga Nominated Talent.
3. Usulan Direktur Anak Perusahaan. 3. Subsidiary Director’s Proposal.
4. Remunerasi Direksi dan Dewan Komisaris. 4. Remuneration of the Board of Directors and Board of
Commissioners.
5. Program Transformasi Human Capital Jasa Marga. 5. Jasa Marga Human Capital Transformation Program.
6. Pandangan terhadap rantai nilai dan proses bisnis Jasa 6. A view of Jasa Marga’s current value chain and business
Marga saat ini. processes.
7. Pandangan terhadap rantai nilai dan proses bisnis Jasa 7. Views on Jasa Marga’s value chain and business
Marga dalam rangka implementasi RJPP. processes in the context of implementing the RJPP.
8. Kesesuaian struktur organisasi dan fungsi terhadap 8. Suitability of organizational structure and functions to
inisiatif strategis RJPP. the strategic initiatives of the RJPP.
9. Model operasi (pembagian peran) dan fungsi shared 9. Operating model (role division) and shared services
services. functions.
10. Aspirasi untuk struktur organisasi ke depan. 10. Aspirations for future organizational structure.
Tabel Kehadiran Komite Nominasi dan Remunerasi dalam Rapat Komite Nominasi dan Remunerasi 2024
Table of Attendance of the Nomination and Remuneration Committees at the 2024 Nomination and Remuneration Committee Meetings
Chitra Mardi Dewa Aji
Marsetio Raja Erizman
Rahayuningsih Ariwanto*
Jumlah Rapat dalam Setahun
9
Total of Meetings in A Year
Jumlah Rapat yang Wajib Dihadiri
9 9 9 3
Total of Mandatory Meetings Attended
Jumlah Rapat yang Dihadiri
9 9 9 3
Number of Meetings Attended
Presentasi Kehadiran (%)
100% 100% 100% 100%
Attendance Percentage (%)
Rata-rata (%)
100%
Average (%)
Keterangan/Description:
* Menjadi Anggota Komite Nominasi dan Remunerasi sejak 14 Agustus 2024.
* Appointed became Chairman of the Nomination and Remuneration Committee since August 14, 2024.
Rata-rata tingkat kehadiran dalam rapat adalah sebesar The average attendance rate in meetings is 100%.
100% saran/rekomendasi/tanggapan Komite Nominasi dan suggestions/recommendations/comments from the
Remunerasi dituangkan dalam Notulensi Rapat Koordinasi/ Nomination and Remuneration Committee are documented in
catatan diskusi. the Meeting Minutes/notes of discussion.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Kompetensi Competency Development
Pengembangan kompetensi Komite Nominasi dan Remunerasi The competency development of the Nomination and
dapat dilihat pada bab Profil dalam buku Laporan Tahunan ini. Remuneration Committee can be seen in the Profile
section of this Annual Report book.
Kebijakan dan Besaran Remunerasi bagi Komite Policy and Remuneration Amount for the
Nominasi dan Remunerasi Nomination and Remuneration Committee
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara No. Based on the Regulation of the Minister of State-Owned
PER-3/MBU/03/2023, tanggal 24 Maret 2023, tentang Organ Enterprises No. PER-3/MBU/03/2023, dated March 24,
dan Sumber Daya Manusia Badan Usaha Milik Negara, Anggota 2023, regarding the Organization and Human Resources of
Komite Nominasi dan Remenerasi yang bukan anggota Dewan State-Owned Enterprises, Members of the Nomination and
Komisaris memperoleh remunerasi berupa honorarium Remuneration Committee who are not members of the Board
maksimal sebesar 20% dari gaji Direktur Utama. of Commissioners receive remuneration in the form of an
honorarium of up to 20% of the salary of the President Director.
Pelaksanaan Tugas Komite Nominasi dan Execution of Duties of the Nomination and
Remunerasi Remuneration Committee
Dalampelaksanaan tugas dan fungsinya, Komite Nominasi dan In carrying out its duties and functions, the Nomination and
Remunerasi telah melaksanakan pembahasan baik bersama Remuneration Committee has conducted discussions with
Dewan Komisaris, Manajemen dan Internal Komite. the Board of Commissioners, Management, and the Internal
Committee.
Selama Tahun 2024, realisasi atas pelaksanaan tugas Komite During the year 2024, the realization of the execution
Nominasi dan Remunerasi di antaranya sebagai berikut: of the Nomination and Remuneration Committee’s duties
includes the following:
1. Pengawasan dan Pemberian Saran Bidang Nominasi dan 1. Supervision and Advisory in the Field of Nomination and
Remunerasi Remuneration
Pengawasan dan pemberian saran/nasihat di bidang Supervision and provision of advice in the field of
Nominasi dan Remunerasi dilakukan dengan cara Nomination and Remuneration is carried out by
melakukan review terhadap kebijakan dan sistem reviewing the policies and systems of nomination and
nominasi serta sistem remunerasi pada Perseroan remuneration in the Company based on the provisions
berdasarkan ketentuan yang berlaku pada Perseroan. applicable to the Company. The advice become input for
Saran dan masukan tersebut menjadi bahan masukan the Board of Commissioners in carrying out the function
Dewan Komisaris dalam menjalankan fungsi pengawasan of supervision and provision of advice in the field of
dan pemberian saran/nasihat di bidang nominasi dan nomination and remuneration.
remunerasi.
2. Kajian dan Telaah Komite 2. Studies and Reviews by the Committee
Komite Nominasi dan Remunerasi secara berkala juga The Nomination and Remuneration Committee
mengadakan kajian atau telaah atas berbagai hal yang eriodically conducts studies or reviews on various
diperlukan dalam menjalankan tugasnya. matters necessary for carrying out its duties.
Selama tahun 2024, Komite Nominasi dan Remunerasi During the year 2024, the Nomination and Remuneration
menghasilkan telaahan/hasil kajian antaranya terkait Committee is still in the process of producing reviews or
hal-hal sebagai berikut: study results on the following:
a. Pemenuhan organ risiko Perseroan. a. Fulfillment of the Company’s risk organs.
b. Struktur Organisasi Perseroan. b. Company Organizational Structure.
c. Nominated talent Jasa Marga. c. Nominated talent Jasa Marga.
d. Form dan Peniliaian Direksi dan Dewan Komisaris. d. Form and Assessment of the Board of Directors and
Board of Commissioners.
e. Remunerasi Direksi dan Dewan Komisaris. e. Remuneration of the Board of Directors and Board
of Commissioners.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 585
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
f. Anggota Direksi dan Dewan Komisaris Anak f. Members of the Board of Directors and Board of
Perusahaan. Commissioners of Subsidiaries.
g. Penataan SDM Anak Perusahaan. g. Subsidiary HR Arrangement.
3. Penugasan Dewan Komisaris 3. Assignment from the Board of Commissioners
Komite Nominasi dan Remunerasi mendapatkan The Nomination and Remuneration Committee receives
penugasan dari Dewan Komisaris untuk ikut hadir assignments from the Board of Commissioners to attend
dan memberi masukan/pendapat dalam Rapat Dewan and provide input/opinions at Board of Commissioners
Komisaris dan Rapat Gabungan Direksi dan Komisaris Meetings and Joint Board of Directors and Commissioners
atau Rapat Khusus. Meetings or Special Meetings.
Selama 2024, di samping hal-hal yang dikaji sebagaimana During 2024, in addition to the matters reviewed as
tesebut di atas, Komite Nominasi dan Remunerasi juga mentioned above, the Nomination and Remuneration
mendapatkan penugasan dari Dewan Komisaris di Committee will also receive assignments from the Board
antaranya terkait hal-hal sebagai berikut: of Commissioners, including the following matters:
a. Penyusunan RKAP. a. Preparation of RKAP.
b. Usulan RJPP 2025-2029. b. Proposed RJPP 2025-2029.
c. Evaluasi Laporan Manajemen. c. Management Report Evaluation.
Pemenuhan Key Performance Indicator (KPI) Fulfilment of Key Performance Indicators
Komite Nominasi dan Remunerasi (KPIs) of the Nomination and Remuneration
Committee
KPI Komite Nominasi dan Remunerasi dinilai dengan cara The Nomination and Remuneration Committee KPI is assessed
self assessment. Pada tahun 2024, berdasarkan hasil self through self-assessment. In 2024, based on the results of
assessment, pemenuhan KPI Komite Nominasi dan Remunerasi the self-assessment, the fulfillment of the Nomination and
mencapai nilai total 100%. Remuneration Committee KPI reached a total value of 100%.
Tabel Hasil Penilaian KPI Komite Nominasi dan Remunerasi Tahun 2024
Table of Assessment Results of KPIs of the Nomination and Remuneration Committee 2024
Aspek Program Kerja Realisasi
No.
Aspek Program Kerja Realisasi
1. Nominasi a. Tinjauan secara berkala atas Sistem Manajemen Talenta serta pengawasan
Nominations dan evaluasi atas pelaksanaannya.
100%
Periodic review of the Talent Management System and monitoring and
evaluation of its implementation.
b. Evaluasi sistem dan prosedur Pengklasifikasian Talenta yang dilakukan
Direksi.
100%
Evaluation of the Talent Classification system and procedures carried out
by the Board of Directors.
c. Validasi dan kalibrasi atas Talenta untuk menghasilkan daftar Talenta
Ternominasi (nominated talent) yang dinominasikan oleh Dewan Komisaris
kepada RUPS. 100%
Validation and calibration of Talents to produce a list of Nominated Talents
nominated by the Board of Commissioners to the GMS.
d. Evaluasi terhadap Calon Wakil BUMN yang akan diusulkan sebagai
anggota Direksi atau anggota Dewan Komisaris Anak Perusahaan, sebelum
diajukan kepada RUPS.
100%
Evaluation of Prospective BUMN Representatives who will be proposed
as members of the Board of Directors or members of the Board of
Commissioners of Subsidiaries, before being submitted to the GMS.
e. Evaluasi atas usulan KPI individu anggota Direksi.
Evaluation of the proposed individual KPIs of the Board of Directors 100%
members.
f. Usulan sistem evaluasi kinerja individu bagi anggota Direksi yang dinilai
oleh Dewan Komisaris.
100%
Proposed individual performance evaluation system for members of the
Board of Directors assessed by the Board of Commissioners.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Hasil Penilaian KPI Komite Nominasi dan Remunerasi Tahun 2024
Table of Assessment Results of KPIs of the Nomination and Remuneration Committee 2024
Aspek Program Kerja Realisasi
No.
Aspek Program Kerja Realisasi
2. Remunerasi a. Evaluasi atas kebijakan remunerasi bagi Direktur, Komisaris dan karyawan
Remuneration yang membutuhkan persetujuan/tanggapan dari Dewan Komisaris.
100%
Evaluation of remuneration policies for Directors, Commissioners and
employees requiring approval/response from the Board of Commissioners.
b. Melakukan evaluasi atas usulan Tantiem.
100%
Conduct an evaluation of the Tantiem proposal.
3. Peningkatan a. Usulan program pengembangan bagi anggota Direksi dan/atau anggota
Kompetensi Dewan Komisaris.
100%
Competency Proposed development programs for members of the Board of Directors
Enhancement and/or members of the Board of Commissioners.
b. Peningkatan kualitas anggota Komite Nominasi dan Remunerasi.
Improving the quality of Nomination and Remuneration Committee 100%
members.
4. Internal Bisnis a. 1. Evaluasi atas usulan Direksi mengenai struktur organisasi perusahaan.
Internal Business 2. Tata Kelola, Hubungan Induk dan Anak Perusahaan.
3. Direktorat Manajemen Risiko.
1. Evaluation of the Board of Directors’ proposals regarding the company’s 100%
organizational structure.
2. Governance, Parent and Subsidiary Relationships.
3. Directorate of Risk Management.
b. RKAP dan/atau review RJPP.
100%
RKAP and/or RJPP review.
c. Penataan SDM Anak Perusahaan.
100%
Subsidiary HR Arrangement.
d. Evaluasi atas Rekruitmen Karyawan.
100%
Evaluation of Employee Recruitment.
5. Laporan a. Laporan triwulanan.
100%
Report Quarterly report.
b. Laporan tahunan.
100%
Annual report.
6. Penugasan a. Studi lapangan.
100%
Assignment Quarterly report.
b. Tugas khusus sesuai arahan Dewan Komisaris.
100%
Special tasks as directed by the Board of Commissioners.
Tingkat Keterlaksanaan Program Kerja 2024
100%
Level of Implementation of the 2024 Work Program
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Rencana Kerja Komite Nominasi dan Remunerasi 2025 Nomination and Remuneration Work Plan
Tahun 2025
Pada tahun 2024, Komite Nominasi dan Remunerasi telah In 2024, the Nomination and Remuneration Committee has
menyusun dan menetapkan rencana kerja tahun 2025 yang prepared and determined the 2025 work plan which will be
akan dibahas melalui sejumlah rapat. Adapun rencana kerja discussed through a number of meetings. The Nomination
Komite Nominasi dan Remunerasi untuk program kerja tahun and Remuneration Committee’s work plan for the 2025 work
2025, antara lain sebagai berikut: program includes the following:
1. Tinjauan berkala atas Sistem Manajemen Talenta serta 1. Periodic review of the Talent Management System and
pengawasan dan evaluasi atas pelaksanaannya. monitoring and evaluation of its implementation.
2. Evaluasi terhadap sistem dan prosedur Pengklasifikasian 2. Evaluation of the Talent Classification system and
Talenta yang dilakukan oleh Direksi. procedures carried out by the Board of Directors.
3. Validasi dan kalibrasi atas Talenta untuk menghasilkan 3. Validation and calibration of Talents to produce a
daftar Talenta Ternominasi (nominated talent) yang list of nominated talents by Board of Commissioners
dinominasikan oleh Dewan Komisaris kepada RUPS. to the GMS. Evaluation of the Prospective BUMN
Evaluasi terhadap Calon Wakil BUMN yang akan Representatives who will be proposed as members
diusulkan sebagai anggota Direksi atau anggota Dewan of the Board of Directors or members of the Board of
Komisaris Anak Perusahaan, sebelum diajukan kepada Commissioners of Subsidiaries, before being submitted
RUPS. to the GMS.
4. Evaluasi atas usulan KPI individu anggota Direksi. 4. Evaluation of the proposed individual KPIs of the Board
of Directors members.
5. Usulan sistem evaluasi kinerja individu bagi anggota 5. Proposed individual performance evaluation system for
Direksi yang dinilai oleh Dewan Komisaris. members of the Board of Directors assessed by the Board
of Commissioners.
6. Usulan program pengembangan bagi anggota Direksi 6. Proposed development programs for members of the
dan/atau anggota Dewan Komisaris. Board of Directors and/or members of the Board of
Commissioners.
7. Evaluasi atas kebijakan remunerasi bagi karyawan yang 7. Evaluation of remuneration policies for employees
membutuhkan persetujuan/tanggapan dari Dewan that require approval/response from the Board of
Komisaris. Commissioners.
8. Evaluasi struktur organisasi Perusahaan. 8. Evaluation of the Company’s organizational structure.
Kebijakan Suksesi Direksi dan Manajemen Kunci Board of Directors and Key Management
Succession Policy
Demi mewujudkan proses dan mekanisme pemilihan dan Board of Directors and Key Management Succession Policy In
penggantian anggota Direksi yang transparan, akuntabel dan order to achieve a transparent, accountable, and accountable
dapat dipertanggungjawabkan, Perseroan telah mengikuti selection and replacement process for Board of Directors
persyaratan dan tata cara yang diatur melalui Peraturan members, the Company has adhered to the requirements and
Menteri Badan Usaha Milik Negara No. PER-3/ MBU/03/2023, procedures set forth in Minister of State-Owned Enterprises
tanggal 24 Maret 2023, tentang Organ dan Sumber Daya Regulation No. PER-3/MBU/03/2023, dated March 24, 2023,
Manusia Badan Usaha Milik Negara. regarding the Organization and Human Resources of State-
Owned Enterprises.
Peraturan tersebut menyatakan, sumber bakal calon Direksi According to this regulation, potential candidates for the
berasal dari Talenta Kementerian BUMN, Talenta BUMN dan Board of Directors are sourced from Talent within the Ministry
Talenta Eksternal. Bakal calon yang akan ditetapkan menjadi of State-Owned Enterprises, Talent within State-Owned
calon anggota Direksi selain memenuhi persyaratan materiil, Enterprises, and External Talent. Candidates to be appointed
juga harus memenuhi persyaratan formal dan persyaratan as Board of Directors members must not only meet material
lain yang ditetapkan dalam No. PER-3/MBU/03/2023 serta requirements but also fulfill formal requirements and other
Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 criteria stipulated in Regulation No. PER-3/MBU/03/2023
tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan as well as Financial Services Authority Regulation No. 33/
Publik dan telah lulus Uji Kelayakan dan Kepatutan. POJK.04/2014 concerning the Board of Directors and Board
of Commissioners of Issuers or Public Companies and have
passed the Fit and Proper Test.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Penjaringan Talenta Kementerian BUMN dilakukan oleh The screening of Talent within the Ministry of State- Owned
Pejabat Pimpinan Tinggi Pratama yang membidangi Enterprises is conducted by Senior Officials in charge of
kepegawaian terhadap Talenta Kementerian BUMN yang personnel towards Talent within the Ministry of State-Owned
memenuhi kriteria sesuai dengan sistem manajemen talenta Enterprises who meet the criteria according to the Ministry of
Kementerian BUMN, untuk disampaikan kepada Komite State-Owned Enterprises’ talent management system, to be
Talenta Kementerian BUMN. Sedangkan untuk penjaringan submitted to the Ministry of State-Owned Enterprises Talent
Talenta BUMN, dilakukan oleh Direksi dengan dibantu oleh Committee. Meanwhile, the screening of Talent within State-
Komite Talenta BUMN. Disamping penjaringan talenta melalui Owned Enterprises is carried out by the Board of Directors with
Kementerian BUMN dan BUMN, penjaringan talenta juga the assistance of the State-Owned Enterprises Talent Committee.
dapat berasal dari eksternal. Penjaringan Talenta Eksternal In addition to talent sourcing through the Ministry of State-
dilakukan oleh Menteri, Wakil Menteri, dan Deputi di Owned Enterprises and State-Owned Enterprises, talent can
antaranya dapat melalui referensi dari pihak ketiga dan jika also be sourced externally. The screening of External Talent is
diperlukan oleh pencari bakat (headhunter). Talenta Eksternal conducted by the Minister, Vice Minister, and Deputies, including
juga dapat mengajukan lamaran kepada Menteri, dengan through third-party references and, if necessary, by talent scouts
mengikuti mekanisme yang ditetapkan oleh Menteri. (headhunters). External Talent can also submit applications to
the Minister, following the mechanisms set by the Minister.
Berkaitan dengan Talenta BUMN, Perseroan juga Regarding State-Owned Enterprises Talent, the Company also
mempersiapkan kader-kader pimpinan Perseroan prepares leadership cadres through the Talent Management
melalui mekanisme Talent Management System. Dengan System mechanism. By identifying key positions for executive
mengidentifikasi posisi kunci untuk executive leader dan leaders and positions within Subsidiary Company Directorates,
jabatan Direktur Anak Perusahaan, Perseroan mengembangkan the Company develops the competencies of leadership
kompetensi calon pimpinan melalui program Corporate candidates through Corporate Leadership programs.
Leadership.
Melalui proses seleksi yang dilaksanakan Direksi bersama Through a selection process conducted by the Board of
dengan Dewan Komisaris, Perseroan memilih calon pemimpin Directors in conjunction with the Board of Commissioners, the
yang dinilai mempunyai personal quality yang baik, Company selects leader candidates assessed to possess good
pengalaman dan keahlian yang memadai untuk menduduki personal qualities, adequate experience, and expertise to
jabatan pimpinan setingkat di bawah Direksi dan Direktur occupy leadership positions below the Board of Directors and
Anak Perusahaan yang diharapkan dapat menjadi anggota Subsidiary Company Directors who are expected to become
Direksi Perseroan di masa yang akan datang yang bersumber Board of Directors members of the Company in the future
dari kalangan pejabat internal Perseroan. sourced from the internal officials of the Company.
Komite Risiko dan Hukum Risk and Legal Committee
Komite Risiko dan Hukum merupakan komite yang The Risk and Legal Committee is a committee formed
dibentuk untuk membantu Dewan Komisaris melaksanakan to assist the Board of Commissioners in carrying out its
fungsi pengawasan dan memastikan pelaksanaan manajemen supervisory function and ensuring the implementation of risk
risiko dan hukum serta tata kelola perusahaan secara objektif, management and law and corporate governance objectively,
efektif, dan efisien. effectively, and efficiently.
Komite Risiko dan Hukum merupakan pengembangan dari The Risk and Legal Committee is a development of the
Komite Nominasi, Remunerasi dan Risiko yang dibentuk pada Nomination, Remuneration, and Risk Committee, formed in
Juli 2020. Melalui komite ini diharapkan Dewan Komisaris July 2020. Through this committee, it is hoped that the Board
bekerja secara profesional, independen, dan kompeten agar of Commissioners will work professionally, independently, and
Visi dan Misi Perseroan dapat tercapai. competently to achieve the Company’s Vision and Mission.
Dasar Pembentukan Komite Risiko dan Hukum Risk and Legal Committee Establishment
Framework
Komite Risiko dan Hukum dibentuk berdasarkan peraturan The Risk and Legal Committee was established based on legal
perundangan. Adapun dasar hukum pembentukan Komite regulations. The legal basis for the formation of the Risk and
Risiko dan Hukum, sebagai berikut: Legal Committee includes:
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
1. Undang-Undang Republik Indonesia No. 19 tahun 1. Law of the Republic of Indonesia No. 19 of 2003
2003 tentang Badan Usaha Milik Negara yang terakhir concerning State-Owned Enterprises, which was last
telah diubah dengan Peraturan Pemerintah Pengganti amended by Government Regulation in Lieu of Law No.
Undang-Undang Nomor 2 Tahun 2022 tentang Cipta 2 of 2022 concerning Job Creation (State Gazette of the
Kerja (Lembaran Negara Republik Indonesia Tahun Republic of Indonesia Year 2022 Number 238, Additional
2022 Nomor 238, Tambahan Lembaran Negara Republik State Gazette of the Republic of Indonesia Number
Indonesia Nomor 6841) dan ditetapkan menjadi 6841), and was enacted as Law No. 6 of 2023 concerning
Undang-Undang sesuai Undang-Undang Nomor 6 the Ratification of Government Regulation in Lieu of Law
Tahun 2023 tentang Penetapan Peraturan Pemerintah No. 2 of 2022 concerning Job Creationinto Law (State
Pengganti Undang-Undang Nomor 2 Tahun 2022 tentang Gazette of the Republic of Indonesia Year 2023 Number
Cipta Kerja menjadi Undang- Undang (Lembaran Negara 2023, Additional State Gazette Number 6856);
Republik Indonesia Tahun 2023 Nomor 2023, Tambahan
Lembaran Negara Nomor 6856);
2. Undang-Undang Republik Indonesia No. 40 tahun 2007 2. Law of the Republic of Indonesia No. 40 of 2007concerning
tentang Perseroan Terbatas yang terakhir telah diubah Limited Liability Companies, which waslast amended by
dengan Peraturan Pemerintah Pengganti Undang-Undang Government Regulation in Lieu of Law No. 2 of 2022
Nomor 2 Tahun 2022 tentang Cipta Kerja (Lembaran concerning Job Creation (State Gazette of the Republic
Negara Republik Indonesia Tahun 2022 Nomor 238, of Indonesia Year 2022 Number 238, Additional State
Tambahan Lembaran Negara Republik Indonesia Nomor Gazette of the Republic of Indonesia Number 6841),
6841) dan ditetapkan menjadi Undang-Undang sesuai and was enacted as Law No. 6 of 2023 concerning the
Undang-Undang Nomor 6 Tahun 2023 tentang Penetapan Ratification of Government Regulation in Lieu of Law
Peraturan Pemerintah Pengganti Undang-Undang Nomor 2 No. 2 of 2022 concerning Job Creation into Law (State
Tahun 2022 tentang Cipta Kerja menjadi Undang- Undang Gazette of the Republic of Indonesia Year 2023 Number
(Lembaran Negara Republik Indonesia Tahun 2023 Nomor 2023, Additional State Gazette Number 6856);
2023, Tambahan Lembaran Negara Nomor 6856);
3. Peraturan Otoritas Jasa Keuangan No. 34/ POJK.04/2014 3. Financial Services Authority Regulation No. 34/
tentang Komite Risiko dan Hukum Emiten atau POJK.04/2014 concerning the Risk and LegalCommittee
Perusahaan Publik dan No. 33/ POJK.04/2014; of Issuers or Public Companies and No.33/POJK.04/2014.
4. Peraturan Menteri Badan Usaha Milik Negara No. PER- 4. Minister of State-Owned Enterprises RegulationNo. PER-
2/MBU/03/2023, tanggal 24 Maret 2023, tentang 2/MBU/03/2023, dated March 24, 2023, concerning
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Guidelines for Governance and Significant Corporate
Badan Usaha Milik Negara, diantaranya menyangkut Activities of State-Owned Enterprises, including the
pembentukan organ Pendukung Dewan Komisaris/ establishment of Supporting Organs for the Board of
Dewan Pengawas untuk pembentukan Komite Pemantau Commissioners/Supervisory Board for the establishment
Risiko; of the Risk Monitoring Committee;
5. Surat Wakil Menteri Negara Badan Usaha Milik Negara No. 5. Letter from the Deputy Minister of State-Owned
S-375/MBU.Wk/2011 tanggal 5 Desember 2011 perihal Enterprises No. S-375/MBU.Wk/2011 dated December
Kebijakan Menteri Negara BUMN dalam pengurusan dan 5, 2011, regarding the Policy of the Minister of State-
pengawasan BUMN, Dewan Komisaris PT Jasa Marga Owned Enterprises in the management and supervision
(Persero) Tbk memandang perlu untuk membentuk of State-Owned Enterprises, where the Board of
Komite Nominasi, Remunerasi dan Risiko untuk Commissioners of PT Jasa Marga (Persero) Tbk deemed
membantu melaksanakan pengawasan manajemen it necessary to establish the Nomination, Remuneration,
nominasi, remunerasi dan risiko yang dihadapi oleh PT and Risk Committee to assist inoverseeing nomination
Jasa Marga (Persero) Tbk; management, remuneration, and risks faced by PT Jasa
Marga (Persero) Tbk;
6. Anggaran Dasar Perusahaan Perseroan (Persero) PT Jasa 6. Articles of Association of PT Jasa Marga (Persero) Tbk.
Marga (Persero) Tbk. Akta Notaris Dr. Freddy Harris, SH, LL.M, Notarial Deed of Dr. Freddy Harris, SH, LL.M,ACCS, No. 98
ACCS, No. 98 Tanggal 28 April 2017 yang telah disampaikan dated April 28, 2017, which was notified in the Company
pemberitahuan dalam Daftar Perseroan No. AHU-0055628. Register No. AHU-0055628.AH.01.11.Year 2017 dated
AH.01.11. Tahun 2017 Tanggal 28 April 2017; April 28, 2017;
7. Keputusan Dewan Komisaris Perusahaan PT Jasa Marga 7. Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk, No. KEP-078/VII/2020 Jo. No. KEP-046/ (Persero) Tbk, No. KEP-078/VII/2020 Jo. No.KEP-046/
II/2014 Jo. No. KEP-063/IV/2015 Jo. No. KEP- 155/ II/2014 Jo. No. KEP-063/IV/2015 Jo. No. KEP-155/
XI/2015 tentang Komite Dewan Komisaris PT Jasa Marga XI/2015 concerning the Board of Commissioners
(Persero) Tbk Tanggal 13 Juli 2020. Committee of PT Jasa Marga (Persero) Tbk dated July 13,
2020.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pedoman Kerja/Piagam Komite Risiko dan Risk and Legal Committee Work Guidelines/
Hukum Charter
Komite Risiko dan Hukum Jasa Marga memiliki Piagam Jasa Marga’s Legal and Risk Committee has a Risk and Legal
Komite Risiko dan Hukum yang telah disahkan melalui Committee Charter ratified by the Board of Commissioners No.
Keputusan Dewan Komisaris No. KEP-119/XI/2020 tanggal KEP-119/XI/2020 dated November 23, 2020 as a reference
23 November 2020 sebagai acuan dalam melaksanakan tugas in carrying out their duties and responsibilities. The Charter
dan tanggung jawabnya. Piagam tersebut memuat ketentuan contains provisions that must be adhered to by establishing
yang harus dipatuhi pembentukan dan pelaksanaan and implementing the Risk and Legal Committee’s activities
kegiatan Komite Risiko dan Hukum agar dapat bekerja to work independently, objectively, independently,
secara independen, objektif, mandiri, transparan, dan dapat transparently, and in a responsible way. Contents of the
dipertanggungjawabkan. Isi dari Piagam tersebut antara lain Charter include:
mencakup:
1. Landasan Hukum; 1. Legal Basis;
2. Pengangkatan dan Pemberhentian Anggota; 2. Appointment and Dismissal of Members;
3. Tugas; 3. Tasks;
4. Kewenangan; 4. Authority;
5. Persyaratan; 5. 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’s Income;
12. Pendidikan dan Tenaga Penunjang; 12. Education and Supporting Personnel;
13. Penilaian Kinerja; 13. Performance Assessment;
14. Lain-lain; 14. Others;
15. Penutup. 15. Closing.
Kriteria Criteria
Setiap orang yang diangkat menjadi anggota Komite Risiko Everyone who is appointed as a member of the Risk and
dan Hukum, wajib memenuhi kriteria yang dipersyaratkan. Legal Committee must meet the required criteria. These
Persyaratan tersebut, antara lain: requirements, among others:
1. Memiliki integritas yang baik dan pengetahuan serta 1. Have good integrity and sufficient knowledge and work
pengalaman kerja yang cukup di bidang pengawasan/ experience in supervision/inspection.
pemeriksaan.
2. Tidak memiliki kepentingan/keterkaitan pribadi yang 2. Do not have any personal interests/relationships that
dapat menimbulkan dampak negatif dan benturan can negatively impact and conflict of interest in the
kepentingan dalam Perseroan. Company.
3. Mampu berkomunikasi secara efektif. 3. Able to communicate effectively.
4. Dapat menyediakan waktu yang cukup untuk 4. Can provide sufficient time to complete the task.
menyelesaikan tugasnya.
5. Salah seorang dari Anggota Komite Risiko dan Hukum 5. One of the Risks and Legal Committee members must
harus memiliki latar belakang pendidikan atau keahlian have an educational background or expertise in Risk
di bidang Manajemen Risiko atau bidang Hukum. Management or the field of Law.
6. Salah seorang dari anggota Komite Risiko dan Hukum 6. One of the Risks and Legal Committee membershas the
memiliki kemampuan dan pemahaman tentang lingkup ability and understanding of the Company’s business
bisnis Perseroan. scope.
Ketentuan Masa Jabatan Terms of Office
Seluruh anggota Komite Risiko dan Hukum Perseroan memiliki All members of the Company’s Risk and Legal Committee
integritas, kompetensi dan reputasi yang baik. Pemberhentian have integrity, competence, and a good reputation. Dismissal
anggota Komite Risiko dan Hukum dapat dilakukan apabila of the Risk and Legal Committee member can be done if the
yang bersangkutan berakhir masa jabatan keanggotaannya member concerned ends their term of office and, based on the
dan berdasarkan keputusan Dewan Komisaris, diberhentikan decision of the Board of Commissioners, is dismissed because
karena tidak memenuhi kinerja yang telah ditetapkan dan/ they do not fulfil the predetermined performance and/or is
atau tidak kompeten dalam menjalankan tugasnya. Masa incompetent in carrying out their duties. The term of office of
tugas anggota Komite Risiko dan Hukum tidak boleh lebih members of the Risk and Legal Committee may not be longer
lama dari masa jabatan Dewan Komisaris sebagaimana diatur than the term of office of the Board of Commissioners as
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
dalam Anggaran Dasar Perseroan dan dapat diangkat kembali, stipulated in the Company’s Articles of Association and may
sesuai peraturan dan ketentuan perundangan. be reappointed following the laws and regulations.
Apabila anggota Komisaris yang menjadi Ketua Komite If a member of the Board of Commissioners who is the
Risiko dan Hukum berhenti sebelum masa tugasnya sebagai Chairman of the Risk and Legal Committee resigns before
Komisaris Perseroan, maka Ketua Komite Risiko dan Hukum his term of office as a Commissioner of the Company, the
digantikan oleh Komisaris lainnya. Chairman of the Risk and Legal Committee is replaced by
another Commissioner.
Susunan, Jumlah, Komposisi dan Dasar Arrangement, Number of Members, and Basis of
Pengangkatan Komite Risiko dan Hukum Appointment of Risk and Legal Committee
Komite Risiko dan Hukum yang paling kurang terdiri dari 3 The Risk and Legal Committee consists of at least 3 (three)
(tiga) orang anggota dimana 1 (satu) orang Ketua merangkap members, where 1 (one) Chair is concurrently a member from
anggota yang berasal dari Anggota Dewan Komisaris, the Board of Commissioners, Independent Commissioners,
Komisaris Independen dan Pihak dari luar Perseroan. Komite and parties outside the Company. The Risk and Legal
Risiko dan Hukum dipimpin oleh seorang koordinator yang Committee is chaired by a coordinator called the Head of the
disebut ketua Komite Risiko dan Hukum. Secara struktural, Risk and Legal Committee. Structurally, the Risk and Legal
Komite Risiko dan Hukum bertanggung jawab kepada Dewan Committee is responsible to the Board of Commissioners and
Komisaris dan mempunyai hubungan fungsional dengan Risk has functional relationships with the Risk and Quality, Health,
and Quality, Health, Safety and Environment (RQHSE) Group Safety, and Environment (RQHSE) Group and the Legal and
dan Legal and Compliance (LCO) Group. Compliance (LCO) Group.
Susunan keanggotaan Komite Risiko dan Hukum Jasa Marga The composition of the membership of Jasa Marga’s Legal and
pada tahun 2024 adalah sebagai berikut: Risk Committee in 2023 is as follows:
Tabel Susunan Keanggotaan Komite Risiko dan Hukum
Table of Membership Composition of Risk and Legal Committee
Nama Jabatan Periode Dasar Pengangkatan
Name Position Period Basis of Appointment
M. Roskanedi Ketua 14 September 2021 – Berakhirnya masa Keputusan Dewan Komisaris Jasa Marga No. KEP-
Chairman jabatan sebagai Komisaris 027/III/2023
September 14, 2021 - Expiration of term Decision of the Board of Commissioners of Jasa
of office as Commissioner Marga No. KEP-027/III/2023
Abdul Anggota 7 Maret 2023 - Berakhirnya masa jabatan Keputusan Dewan Komisaris Jasa Marga No. KEP-
Rachman Member sebagai Komisaris Independen 027/III/2023
March 7, 2023 - Expiration of term as Decision of the Board of Commissioners of Jasa
Independent Commissioner Marga No. KEP-027/III/2023
Tjahjanto Anggota 9 Mei 2022 – 9 Mei 2025 Keputusan Dewan Komisaris No. KEP-042/V/2022
Budisatrio Member May 9, 2022 - May 9, 2025 Decision of the Board of Commissioners No. KEP-
042/V/2022
Iqbal Anggota 1 Juli 2023 – 30 Juni 2025 Keputusan Dewan Komisaris No. KEP-083/VI/2023
Tawakkal Member July 1, 2023 - June 30, 2025 Decision of the Board of Commissioners No. KEP-
Pasaribu 083/VI/2023
Profil Komite Risiko dan Hukum Profile of Risk and Legal Committee
Profil anggota Komite Risiko dan Hukum dapat dilihat The profiles of the Risk and Legal Committee members can be
pada bagian Profil Komite Risiko dan Hukum di Bab Profil seen in the Risk and Legal Committee Profile Section in the
Perusahaan dalam buku Laporan Tahunan ini. Company Profile Chapter of this Annual Report.
Independensi Anggota Komite Risiko dan Independence of the Risk and Legal Committee
Hukum
Sesuai dengan ketentuan dalam Peraturan Otoritas Jasa By the provisions of Financial ServicesAuthority Regulation
Keuangan No. 34/POJK.04/2014 tentang Komite Nominasi No. 34/POJK.04/2014 regarding the Nomination and
dan Remunerasi Emiten atau Perusahaan Publik dan Peraturan Remuneration Committee of Issuers or Public Companies
Menteri Badan Usaha Milik Negara No. PER-3/MBU/03/2023, and Minister of State-Owned Enterprises Regulation No.
tanggal 24 Maret 2023, tentang Organ dan Sumber Daya PER-3/MBU/03/2023, dated March 24, 2023, concerning
Manusia Badan Usaha Milik Negara, seluruh anggota Komite the Organization and Human Resources of State-Owned
592 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Risiko dan Hukum telah memenuhi persyaratan jumlah, Enterprises, all members of the Risk and Legal Committee
komposisi, kriteria, kompetensi, dan independensi. have fulfilled the requirements regarding the number,
composition, criteria, competencies, and independence.
Tabel Independensi Anggota Komite Risiko dan Hukum
Table of Independence of Members of the Risk and Legal Committee
Iqbal
Aspek Independensi M. Abdul Tjahjanto
Tawakkal
Aspek Independensi Roskanedi Rachman Budisatrio
Pasaribu
Tidak memiliki hubungan keuangan dengan Dewan Komisaris
dan Direksi.
Not having any financial relationship with the Board of
Commissioners and the Board of Directors.
Tidak memiliki hubungan kepengurusan di perseroan, anak
perusahaan, maupun perusahaan afiliasi.
Not having any management affiliation in the company,
subsidiary, or affiliated company.
Tidak memiliki hubungan keluarga dengan Dewan Komisaris,
Direksi, dan/atau sesama anggota Komite.
Not having any family affiliation with the Board of Commissioners,
Board of Directors, and/or other Committee members.
Tidak menjabat sebagai pengurus partai politik, pejabat dan
pemerintah.
Not serving as administrators of political parties, officials, and
the government.
Sebagai bentuk komitmen dan tanggung jawab Komite Risiko As a form of commitment and responsibility of the Risk and
dan Hukum atas terlaksananya prinsip-prinsip Tata Kelola Legal Committee for the Corporate Governance principles
Perusahaan, serta sebagai upaya merealisasikan ketentuan implementation and an effort to realize the provisions on
tentang independensi yang ada dalam Piagam Komite independence contained in the Risk and Legal Committee
Risiko dan Hukum, maka Ketua dan seluruh Anggota Komite Charter, the Chairperson and all Members of the Risk and
Risiko dan Hukum telah menandatangani Surat Pernyataan Legal Committee have signed a Statement of Independence.
Independensi.
Beberapa pernyataan penting dalam Surat Pernyataan Several essential statements in the Statement of
Independensi Komite Risiko dan Hukum antara lain bahwa Independence of the Risk and Legal Committee include that
Komite Risiko dan Hukum Jasa Marga: Jasa Marga’s Legal and Risk Committee:
1. Tidak memiliki kepentingan/keterkaitan pribadi yang 1. Not having any personal interest/affiliation that could
dapat menimbulkan dampak negatif dan konflik cause a negative impact and conflict of interest on the
kepentingan terhadap Perseroan. Company.
2. Tidak memiliki saham dan/atau instrumen keuangan 2. Not having any ownership of the Company’s shares and/
Perseroan di pasar keuangan, baik langsung maupun or financial instruments on the financial market, either
tidak langsung. directly or indirectly
3. Tetap menjaga kerahasiaan dokumen, data, dan informasi 3. Maintain confidentiality of documents, data, and
Perseroan, baik dari pihak internal maupun pihak information of the Company, both from internal and
eksternal, dan hanya digunakan untuk kepentingan external parties, and are only used to carry out the duties
pelaksanaan tugas Komite Risiko dan Hukum. of the Risk and Legal Committee.
Tugas dan Tanggung Jawab Komite Risiko dan Duties and Responsibilities of the Risk and
Hukum Legal Committee
Komite Risiko dan Hukum memiliki tugas yang tercantum The Risk and Legal Committee has the duties listed in the Risk
dalam Piagam Komite Risiko dan Hukum. Adapun tugas yang and Legal Committee Charter. The tasks listed in the Risk and
tercantum dalam piagam Komite Risiko dan Hukum, sebagai Legal Committee charter are as follows:
berikut:
1. Secara kolektif dalam melaksanakan tugasnya membantu 1. Carrying out the duties collectively to assist the Board of
Dewan Komisaris. Commissioners.
2. Bersifat mandiri baik dalam pelaksanaan tugasnya 2. Independent both in duties implementation andreporting
maupun dalam laporan dan bertanggung jawab kepada as well as responsible to the Board of Commissioners.
Dewan Komisaris.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 593
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
3. Menyusun manual kerja, program kerja komite tahunan 3. Prepare work manuals, and annual committee work
dan melakukan self assessment serta melaporkannya ke programs, conduct self-assessments, and report them to
Dewan Komisaris. the Board of Commissioners.
4. Membuat laporan periodik triwulanan dan tahunan dan 4. Prepare quarterly and annual reports and submit
disampaikan kepada Komisaris Utama. Laporan tersebut thereports to the President Commissioner. The
bisa menjadi bagian dari Laporan Tahunan Dewan reportcan be part of the Annual Report of the Board of
Komisaris dan/atau Laporan Tahunan Perseroan. Commissioners and/or the Company’s Annual Report.
5. Menyelenggarakan rapat-rapat Komite berdasarkan 5. Arrange Committee meetings based on invitations
undangan yang ditandatangani oleh Ketua Komite signed by the Committee Chairperson or by Committee
atau oleh Anggota Komite yang diberi kuasa oleh Members who are authorized by the Chair, prepare
Ketua, membuat risalah rapat Komite, lengkap dengan minutes of Committee meetings, complete with
daftar hadir, hasil telaahan/evaluasi/kajian sesuai attendance lists, results of reviews/evaluations/studies
agenda rapat, serta dinamika dan keputusan rapat dan according to the meeting agenda, as well as dynamics
mendokumentasikan dengan baik. and decisions of meetings and well documented.
6. Melakukan penelaahan dan kajian atas rencana kebijakan 6. Review and study the planned policies and investment
dan strategi investasi dalam bisnis jalan tol dan non tol strategies in the toll and non-toll road business proposed
yang diajukan Direksi sebagai bahan masukan Dewan by the Board of Directors to recommend to the Board of
Komisaris. Commissioners.
7. Melakukan Penelaahan terhadap realisasi rencana 7. Review realization of the Company’s investment plans as
investasi Perseroan yang tercantum di RJPP dan RKAP disclosed in the Company’s RJPP and RKAP.
Perseroan.
8. Tugas terkait dengan Pemantau Manajemen Risiko: 8. Duties related to Risk Management Oversight are as
a. Melakukan penelaahan terhadap aktivitas follows:
pelaksanaan manajemen risiko yang dilakukan oleh a. Review risk management implementation
Direksi; activitiescarried out by the Board of Directors;
b. Melakukan penelaahan terhadap berbagai model b. Review the various risk measurement models
pengukuran risiko yang digunakan Perseroan dan applied by the Company and implementation ofrisk
pelaksanaan manajemen risiko; management;
c. Memantau dan menelaah kesesuaian berbagai c. Monitor and review the suitability of various
kebijakan dan pelaksanaan manajemen risiko policies and implementation of corporate risk
Perseroan, serta berbagai potensi risiko yang management, as well as various potential risks
dihadapi Perseroan; experienced by the Company;
d. Menyiapkan bahan, informasi, materi analisis dan d. Prepare materials, information, analytical
kajian terkait dengan pelaksanaan investasi dan materials,and studies related to the implementation
manajemen risiko; of investment and risk management;
e. Memberikan rekomendasi mengenai e. Provide recommendations regarding the
penyempurnaan sistem Manajemen Risiko serta improvement of the Risk Management system
pelaksanaannya; andits implementation;
f. Menyarankan indikator risiko yang harus f. Suggest risk indicators that shall be submitted
disampaikan oleh manajemen atas perkembangan by management regarding developments in
lingkungan eksternal dan internal organisasi the external and internal environment of the
Perseroan yang mempengaruhi proses bisnis Company’s organization that affect the Company’s
Perseroan; business processes;
g. Memberikan rekomendasi mengenai g. Provide recommendations regarding improvements
penyempurnaan sistem Manajemen Risiko serta to the Risk Management system and its
pelaksanaannya. implementation.
9. Tugas terkait dengan Pengawasan Pelaksanaan Hukum 9. Duties related to Supervision of Law and Corporate
dan Tata Kelola Perusahaan: Governance Implementation:
a. Melakukan kajian dan penelaahan secara a. Conduct legal review and review of Directors’
hukum atas Keputusan/Kebijakan Direksi yang Decisions/Policies which require the approval
memerlukan persetujuan Dewan Komisaris dan/ of the Board of Commissioners and/or Series A
atau Pemegang Saham Seri A Dwiwarna dan/atau Dwiwarna Shareholders and/or GMS as stipulated
RUPS sebagaimana yang diatur dalam Anggaran in the Company’s Articles of Association;
Dasar Perseroan;
b. Melakukan pengawasan (monitoring) atas b. Supervise (monitoring) implementation of
pelaksanaan Keputusan/Kebijakan Direksi yang Directors’ Decisions/Policies which require the
membutuhkan persetujuan Dewan Komisaris dan/ approval of the Board of Commissioners and/or
atau Pemegang Saham Seri A Dwiwarna dan/atau Series A Dwiwarna Shareholders and/or the GMS as
RUPS sebagaimana yang diatur dalam Anggaran stipulated in the Company’s Articles of Association;
Dasar Perseroan;
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
c. Melakukan kajian atau penelaahan atas berbagai c. Conduct studies or studies on various legal issues
permasalahan hukum yang dilaporkan oleh Direksi reported by the Board of Directors to the Board of
kepada Dewan Komisaris, dan melakukan analisa Commissioners, and conduct legal analysis on the
hukum atas dampak penyelesaian masalah hukum impact of the resolution of these legal problems, as
tersebut, sebagai bahan Dewan Komisaris dalam material for the Board of Commissioners in providing
memberikan pandangan, saran dan rekomendasi views, suggestions, and recommendations to the
kepada Direksi; Board of Directors;
d. Bersama dengan Komite Audit melakukan d. Together with the Audit Committee,
pemantauan, penelaahan dan tindaklanjut yang monitoring,reviewing, and following up have
telah dilakukan oleh Direksi atas hasil audit been carried out by the Board of Directors on the
auditor eksternal yang prosesnya masih dalam external auditors’ processes are still being handled
penanganannya Instansi/Badan Hukum Pemerintah by Government Agencies/Legal Entities either but
baik namun tidak terbatas seperti Mahkamah not limited to such as the Supreme Court, Attorney
Agung, Kejaksaan Agung, Kepolisian, Pengadilan General’s Office, Police, District Court and/or High
Negeri dan/atau Pengadilan Tinggi, atau non Court, or non-court like BANI;
peradilan seperti BANI;
e. Melakukan kajian atau penelahaan atas produk e.Conduct studies or reviews on the
hukum internal Perseroan dan memberikan Company’sinternal legal products and provide
rekomendasi terkait penyempurnaan produk recommendations regarding improvements to
hukum internal tersebut; these internal legal products;
f. Melakukan monitoring pelaksanaan atas produk f. Oversee implementation of the Company’s
hukum internal Perseroan. internallegal products.
10. Melakukan identifikasi hal-hal yang memerlukan 10. Identifying matters requiring concern of the Boardof
perhatian Dewan Komisaris serta tugas-tugas lain yang Commissioners and other tasks assigned by theBoard of
diberikan Dewan Komisaris. Commissioners.
11. Tugas Khusus dari Dewan Komisaris: 11. Special Assigned from the Board of Commissioners:
a. Pemberian tugas khusus kepada Komite Risiko dan a. Assignment of particular tasks to the Risk and
Hukum oleh Dewan Komisaris dilakukan dengan Legal Committee by the Board of Commissioners is
perintah tertulis yang memuat: carried out through a written order containing:
i. Nama yang diberi tugas; i. The name of the assigned person;
ii. Sifat penugasan; ii. The nature of the assignment;
iii. Lingkup pekerjaan; iii. Scope of work;
iv. Tujuan dan sasaran pekerjaan; iv. The goals and objectives of the work;
v. Jangka waktu penugasan. v. The period of the assignment.
b. Lingkup pekerjaan tugas khusus sepenuhnya b. Scope of work for special duties is entirely
ditentukan oleh Dewan Komisaris sepanjang tidak determined by the Board of Commissioners as
bertentangan dengan peraturan perundangan yang long not conflicting with the prevailing laws and
berlaku; regulations;
c. Dalam melaksanakan tugas khusus Komite dapat: c. In carrying out particular duties, the Committee
i. Melakukan review terhadap semua catatan, iseligible to:
dokumen dan informasi lainnya yang i. Review all records, documents, and other
diperlukan termasuk notulen rapat Dewan necessary information, including the minutes
Direksi dan rapat Dewan Komisaris; jika of the Board of Directors meeting and the
dianggap perlu, Board of Commissioners meeting; if deemed
necessary,
ii. Melakukan analisis dan evaluasi, bekerjasama ii. Conduct analysis and evaluation, cooperate
dengan struktural Manajemen yang memiliki with structural Management that has Risk and
Risiko dan Hukum atas Tata Kelola Perusahaan, Law on Corporate Governance and/or related
dan/atau struktural unit kerja terkait atau work unit structures, or ask for assistance
meminta bantuan tenaga ahli atau konsultan from experts or consultants to assist the Risk
untuk membantu Komite Risiko dan Hukum and Legal Committee with the Company’s
dengan beban Perseroan. expenses.
d. Menyampaikan laporan pelaksanaan tugas khusus d. Submit reports on the implementation of special
kepada Dewan Komisaris. assignments to the Board of Commissioners.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 595
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tanggung Jawab Responsibility
Dalam melaksanakan tugas dan fungsinya, Komite Risiko dan In carrying out its duties and functions, the Risk and Legal
Hukum bertanggung jawab kepada Dewan Komisaris. Selain Committee is responsible to the Board of Commissioners.
itu, Komite Risiko dan Hukum bertanggung jawab menjaga In addition, the Risk and Legal Committee is responsible for
kerahasiaan dokumen dan data informasi Perseroan. Adapun maintaining the confidentiality of the Company’s documents
pertanggungjawaban Komite Risiko dan Hukum kepada and information data. The responsibilitiesof the Risk and Legal
Dewan Komisaris, sebagai berikut: Committee to the Board of Commissioners are as follows:
1. Laporan tahunan pelaksanaan tugas; 1. Annual report on task implementation;
2. Laporan triwulanan pelaksanaan tugas; 2. Quarterly Report on task implementation;
3. Laporan untuk setiap pelaksanaan tugas khusus Komite. 3. Reports for each implementation of the Committee’s
special duties.
Kewenangan Authority
Komite Risiko dan Hukum dalam melaksanakan tugasnya, In carrying out their duties, the Risk and Legal Committee is
diberikan kewenangan dalam beberapa hal. Adapun given authority in several matters. Those powers are:
kewenangan tersebut yaitu:
1. Mengakses catatan atau informasi tentang aset dan 1. Access records or information about assets and other
sumber daya lainnya dan memasuki pekarangan, gedung, resources and enter the yards, buildings, and offices
serta kantor yang dipergunakan oleh Perseroan; used by the Company;
2. Berhak mendapat dan meminta setiap hasil kajian risiko 2. Have the right to obtain and request any results of risk
dan hukum yang dilakukan baik oleh para risk owner, and legal studies conducted by risk owners, related
Para Pejabat Struktural terkait, Risk Champion, Satuan structural officers, Risk Champion, internal control units,
Pengawasan Intern maupun Direksi Perseroan; and the Company’s Directors;
3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Requesting an explanation from the Board of Directors
lainnya mengenai segala persoalan yang menyangkut and/or other Executives regarding all issues relating to
pengelolaan Perseroan; the management of the Company;
4. Dalam melaksanakan kewenangannya, Komite bekerja 4. In exercising its authority, the Committee collaborates
sama dengan unit kerja terkait, dalam hal ini para risk with related work units, in this case, the Risk Owners,
owner, Pejabat Struktural terkait Kendali Mutu dan Structural Officials related to Quality Control and Risk
Manajemen Risiko, Sumber Daya Manusia, Organisasi Management, Human Resources, Organizations and
serta Internal Audit Group Perseroan; Company Internal Control Units;
5. Melakukan review, memeriksa, melakukan analisa dan 5. Reviewing, examining, analyzing and providing opinions
memberikan pendapat serta rekomendasi dalam batas and recommendations within the scope of their duties;
ruang lingkup tugasnya;
6. Mencari dan mendapatkan informasi (akses yang tidak 6. Seeking and obtaining relevant information (unlimited
terbatas) yang relevan dari Sistem Informasi Manajemen access) from the Management Information System (MIS),
(SIM), laporan-laporan, maupun dari setiap anggota reports, as well as from any member of the Board of
Direksi, karyawan atau individu atau narasumber terkait; Directors, employees or individuals or related sources;
7. Mengundang manajemen untuk hadir dalam rapat 7. Inviting management to attend Committee meetings;
Komite;
8. Melakukan kewenangan lain yang diberikan oleh Dewan 8. Exercise other powers assigned by the Board of
Komisaris. Commissioners.
Rapat Komite Risiko dan Hukum Risk and Legal Committee Meetings
Sebagaimana telah diatur dalam ketentuannya, Komite Risiko As stipulated, the Risk and Legal Committee has regulations
dan Hukum memiliki ketentuan mengenai rapat. Ketentuan regarding meetings. These regulations are as follows:
tersebut, yaitu:
1. Komite Risiko dan Hukum mengadakan rapat sekurang- 1. The Risk and Legal Committee holds meetings at
kurangnya 1 (satu) kali dalam setiap triwulan atau 2 (dua) least1 (one) time in every quarter or 2 (two) times
kali dalam setiap semester. Tidak ada batasan maksimal in everysemester. There is no maximum limit on the
jumlah rapat; numberof meetings;
2. Rapat Komite dipimpin oleh Ketua Komite atau anggota 2. The Committee meeting is chaired by the CommitteeChair
Komite yang paling senior masa keanggotaannya, apabila or the most senior member of the Committee interms
Ketua Komite berhalangan hadir; of membership tenure, in case the CommitteeChair is
unable to attend;
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
3. Jika dipandang perlu, Komite dapat mengundang pihak 3. If deemed necessary, the Committee may invite
Manajemen yang terkait dengan materi rapat untuk hadir Management representatives relevant to themeeting’s
dalam rapat Komite; agenda to attend the Committee meeting;
4. Setiap rapat Komite dituangkan dalam risalah rapat yang 4. Minutes of each Committee meeting are recordedand
ditandatangani oleh seluruh anggota Komite Risiko dan signed by all attending members of the Risk andLegal
Hukum yang hadir; Committee.
5. Komite mengadakan rapat koordinasi dengan Struktural 5. The Committee conducts coordination meetings withthe
Manajemen Risiko sekurang-kurangnya sekali dalam 3 Risk Management Management Structure at leastonce
(tiga) bulan. every 3 (three) months..
Sepanjang tahun 2024 Komite Risiko dan Hukum melakukan Throughout the year 2024, the Risk and Legal Committee held
rapat sebanyak 36 (tiga puluh enam) kali dengan agenda di meetings 36 (thirty six) times with agendas including:
antaranya sebagai berikut :
1. Pengawasan, Nasihat dan Pendapat Organ Komite Risiko 1. Supervision, Advice, and Opinions of the Risk and Legal
dan Hukum Dewan Komisaris. Committee of the Board of Commissioners.
2. RKAP 2024. 2. RKAP 2024 (Corporate Work Plan and Budget for 2024).
3. Struktur Organisasi Perseroan dalam Rangka Pemenuhan 3. The Company’s Organizational Structure in Compliance
Peraturan Menteri Badan Usaha Milik Negara No. PER- with the Ministry of State-Owned Enterprises Regulation
2/MBU/03/2023 tentang Pedoman Tata Kelola dan No. PER-2/MBU/03/2023 on the Guidelines for
Kegiatan Korporasi Signifikan Badan Usaha Milik Negara. Governance and Significant Corporate Activities of State-
Owned Enterprises.
4. Aksi Korporasi pada Anak Perusahaan. 4. Corporate Actions on Subsidiaries.
5. Perkembangan Proyek pada Anak Perusahaan. 5. Project Developments in Subsidiaries.
6. Risk Capacity, Tolerance dan Limit Sesuai Peraturan 6. Risk Capacity, Tolerance, and Limits in Accordance with
Menteri Badan Usaha Milik Negara No. PER-2/ the Ministry of State-Owned Enterprises Regulation No.
MBU/03/2023 tentang Pedoman Tata Kelola dan PER-2/MBU/03/2023 on the Guidelines for Governance
Kegiatan Korporasi Signifikan Badan Usaha Milik Negara. and Significant Corporate Activities of State-Owned
Enterprises.
7. Penerbitan Obligasi Jasa Marga. 7. Issuance of Jasa Marga Bonds.
8. Pedoman Tata Kelola Terintegrasi. 8. Integrated Governance Guidelines.
9. RJPP 2025-2029. 9. RJPP 2025-2029 (Long-Term Corporate Plan for 2025-
2029).
10. Strategi Risiko dan Contingency Plan. 10. Risk Strategy and Contingency Plan.
11. Aksi Korporasi Pendanaan Berbasis Ekuitas (Equity 11. Corporate Action on Equity-Based Financing (Equity
Financing) di PT Jasamarga Transjawa Tol Financing) at PT Jasamarga Transjawa Toll.
12. Risk Management Index. 12. Risk Management Index.
13. Evaluasi Komite atas Laporan Manajemen. 13. Evaluation of the Committee on Management Reports.
14. Review Board Manual Perseroan. 14. Review of the Company’s Board Manual.
15. RKAP 2025. 15. RKAP 2025 (Corporate Work Plan and Budget for 2025).
16. Isu Strategis Pengusahaan Jalan Tol. 16. Strategic Issues in Toll Road Management.
17. Fasilitas Bantuan Hukum Bagi Dewan Komisaris dan 17. Legal Assistance Facilities for Active and Non-Active
Direksi Aktif dan Non Aktif. Members of the Board of Commissioners and Directors.
18. Sistem Transaksi Nirsentuh. 18. Touch-less Transaction System.
19. Kepatuhan Pengelolaan dan Pertanggungjawaban Tahun 19. Compliance with Management and Accountability for
2020 s.d. 2022 pada Perseroan, Anak Perusahaan dan 2020 to 2022 at the Company, Subsidiaries, and Related
Intansi Terkait. Agencies.
Tabel Kehadiran Komite Risiko dan Hukum dalam Rapat Komite Risiko dan Hukum 2024
Table of Risk and Legal Committee Attendance at the 2024 Risk and Legal Committee Meeting
M. Tjahjanto Iqbal Tawakkal
Abdul Rachman
Roskanedi Budisatrio Pasaribu
Jumlah Rapat dalam Setahun
36
Total Meetings of the Year
Jumlah Rapat yang Wajib Dihadiri
36 36 36 36
Total Mandatory Meetings
Jumlah Rapat yang Dihadiri
36 33 33 34
Total Meetings Attended
Presentase Kehadiran
100% 92% 92% 94%
Attendance Percentage
Rata-Rata
94%
Average
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 597
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pengembangan Kompetensi Competency Development
Pengembangan kompetensi Komite Risiko dan Hukum dapat Competency development of the Risk and Legal Committee
dilihat pada Bab Profil Perusahaan dalam buku Laporan is disclosed in the Company Profile Chapter in this Annual
Tahunan ini. Report.
Kebijakan dan Besaran Remunerasi bagi Komite Remuneration Policy and Amount for the Risk
Risiko dan Hukum and Legal Committee
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara No. According to Minister of State-Owned Enterprises Regulation
PER-3/MBU/03/2023, tanggal 24 Maret 2023, tentang Organ No. PER-3/MBU/03/2023, dated March 24, 2023, regarding
dan Sumber Daya Manusia Badan Usaha Milik Negara, Anggota the Organization and Human Resources of State-Owned
Komite Risiko dan Hukum yang bukan anggota Dewan Enterprises, members of the Risk and Legal Committee who
Komisaris memperoleh remunerasi berupa honorarium are not members of the Board of Commissioners shall receive
maksimal sebesar 20% dari gaji Direktur Utama. remuneration in the form of an honorarium, capped at a
maximum of 20% of the salary of the President Director.
Pelaksanaan Tugas Komite Risiko dan Hukum Risk and Legal Committee Duty Implementation
Dalam menjalankan tugas dan fungsinya, Komite Risiko In carrying out its duties and functions, the Risk and Legal
dan Hukum telah melaksanakan pembahasan baik bersama Committee has conducted discussions with the Board of
dengan Dewan Komisaris, Manajemen dan internal Komite. Commissioners, Management and internal Committees.
Selama tahun 2024, realisasi atas pelaksanaan tugas Komite During 2024, the realization of the implementation of the
Risiko dan Hukum dalam mendukung Dewan Komisaris dalam Risk and Legal Committee’s duties in supporting the Board of
pengawasan dan pemberian nasihat di antaranya sebagai Commissioners in supervision and providing advice includes
berikut: the following:
1. Rapat 1. Meeting
Sepanjang 2024, Komite Risiko dan Hukum (KRH) Throughout 2024, the Risk and Legal Committee (KRH)
melakukan rapat sebanyak 36 kali dengan agenda di held 36 meetings with agendas including the following:
antaranya terkait hal-hal sebagai berikut:
a. Pengawasan, Nasihat dan Pendapat Organ KRH a. Supervision, Advice and Opinion of the KRH Organ
Dewan Komisaris. of the Board of Commissioners.
b. RKAP 2024. b. 2024 Work Plan and Budget.
c. Struktur Organisasi Perseroan dalam Rangka c. The Company’s Organizational Structure in
Pemenuhan Peraturan Menteri Badan Usaha Milik the Context of Fulfilling the Regulation of the
Negara No. PER-2/MBU/03/2023 tentang Pedoman Minister of State-Owned Enterprises No. PER-
Tata Kelola dan Kegiatan Korporasi Signifikan Badan 2/MBU/03/2023 concerning Guidelines for
Usaha Milik Negara. Governance and Significant Corporate Activities of
State-Owned Enterprises.
d. Aksi Korporasi pada Anak Perusahaan. d. Corporate Actions in Subsidiaries.
e. Perkembangan Proyek pada Anak Perusahaan. e. Project Development in Subsidiaries.
f. Risk Capacity, Tolerance dan Limit Sesuai Peraturan f. Risk Capacity, Tolerance and Limit According to
Menteri Badan Usaha Milik Negara No. PER-2/ the Regulation of the Minister of State-Owned
MBU/03/2023 tentang Pedoman Tata Kelola dan Enterprises No. PER-2/MBU/03/2023 concerning
Kegiatan Korporasi Signifikan Badan Usaha Milik Guidelines for Governance and Significant
Negara Corporate Activities of State-Owned Enterprises
g. Penerbitan Obligasi Jasa Marga. g. Issuance of Jasa Marga Bonds.
h. Pedoman Tata Kelola Terintegrasi. h. Integrated Governance Guidelines.
i. RJPP 2025-2029. i. RJPP 2025-2029.
j. Strategi Risiko dan Contingency Plan. j. Risk Strategy and Contingency Plan.
k. Aksi Korporasi Pendanaan Berbasis Ekuitas (Equity k. Corporate Action of Equity-Based Funding (Equity
Financing) di PT Jasamarga Transjawa Tol Financing) at PT Jasamarga Transjawa Tol
l. Risk Management Index. l. Risk Management Index.
m. Evaluasi Komite atas Laporan Manajemen. m. Committee Evaluation of Management Report.
n. Review Board Manual Perseroan. n. Company Manual Board Review.
598 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
o. RKAP 2025. o. 2025 Work Plan and Budget.
p. Isu Strategis Pengusahaan Jalan Tol. p. Strategic Issues of Toll Road Business.
q. Fasilitas Bantuan Hukum Bagi Dewan Komisaris dan q. Legal Aid Facilities for Active and Non-Active Board
Direksi Aktif dan Non Aktif. of Commissioners and Directors.
r. Sistem Transaksi Nirsentuh. r. Contactless Transaction System.
s. Kepatuhan Pengelolaan dan Pertanggungjawaban s. Compliance Management and Accountability 2020
Tahun 2020 s.d. 2022 pada Perseroan, Anak to 2022 in the Company, Subsidiaries and Related
Perusahaan dan Intansi Terkait. Agencies.
2. Evaluasi Atas Efektivitas Pengelolaan Risiko 2. Evaluation of Risk Management Effectiveness
Dalam melakukan evaluasi efektivitas pengelolaan risiko In evaluating the effectiveness of risk management in
di tahun 2024, Dewan Komisaris memperhatikan risiko 2024, the Board of Commissioners will pay attention to
Perseroan didasarkan pada proses bisnis Perseroan the Company’s risks based on the Company’s business
dengan memperhatikan taksonomi (kategori) risiko processes by paying attention to the Company’s risk
Perseroan yang telah disesuaikan dengan arahan taxonomy (category) which has been adjusted to the
kementerian BUMN. direction of the Ministry of SOEs.
Hal-hal yang menjadi perhatian terkait capaian kinerja Matters of concern regarding the Company’s performance
Perseroan di antaranya adalah sebagai berikut: achievements include the following:
a. Ketepatan waktu penyelesaian konstruksi untuk a. Timeliness of construction completion to avoid
menghindari kenaikan investasi yang berdampak investment increases that impact the feasibility of
kepada kelayakan ruas. the section.
b. Ketepatan waktu penyesuaian tarif sesuai peraturan b. Timeliness of tariff adjustments according
dan perundangan yang setiap dua tahun dapat to regulations and legislation which can be
dilaksanakan. implemented every two years.
c. Efisiensi biaya operasi, sehingga dapat memberikan c. Operating cost efficiency, so that it can provide
EBITDA Margin sesuai harapan yang memberikan EBITDA Margin as expected which provides positive
arus kas positif bagi Perseroan. cash flow for the Company.
d. Komposisi liabilitas dengan mempertimbangkan d. Composition of liabilities taking into account the
investasi Perseroan yang bersifat jangka panjang. Company’s long-term investments.
e. Sumber pendanaan investasi yang dapat e. Investment funding sources that can positively
mempengaruhi kinerja keuangan secara positif dan influence financial performance and create positive
menciptakan arus kas positif dari kegiatan operasi cash flow from the Company’s operating activities.
Perseroan.
3. Evaluasi Atas Laporan Manajemen 3. Evaluation of Management Report
Evaluasi efektivitas pemantauan risiko dan hukum Evaluation of the effectiveness of risk and legal
dilakukan secara berkala untuk memastikan monitoring is carried out periodically to ensure the
keberlanjutan bisnis Perseroan dalam menghadapi sustainability of the Company’s business in facing
berbagai tantangan dan dinamika yang terjadi various challenges and dynamics that occur throughout
sepanjang tahun 2024. Evaluasi ini dilakukan dengan 2024. This evaluation is carried out by considering
mempertimbangkan aspek keuangan, operasional, financial, operational, technological, legal, and
teknologi, hukum, dan reputasi. reputational aspects.
Berdasarkan evaluasi atas efektivitas pengelolaan Based on the evaluation of the effectiveness of risk
risiko dan hukum selama tahun 2024, Perseroan telah and legal management during 2024, the Company has
berhasil menjaga keseimbangan antara pertumbuhan succeeded in maintaining a balance between business
bisnis dan mitigasi risiko, serta pemenuhan kepatuhan growth and risk mitigation, as well as compliance
atas peraturan perundang undangan yang berlaku. with applicable laws and regulations. This success is
Keberhasilan ini didukung oleh strategi keuangan yang supported by a prudent financial strategy, utilization of
prudent, pemanfaatan teknologi, serta penerapan tata technology, and implementation of good governance.
kelola yang baik. Rekomendasi untuk tahun berikutnya Recommendations for the following year include
mencakup peningkatan sinergi antar Anak Perusahaan, increasing synergy between subsidiaries, optimizing
optimalisasi investasi berbasis teknologi, serta technology-based investments, and strengthening
penguatan kebijakan kepatuhan dan audit internal. compliance policies and internal audits.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 599
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Manajemen Perseroan senantiasa berupaya untuk dapat The Company’s management always strives to
menerapkan manajemen risiko secara komprehensif implement comprehensive risk management in all of the
pada seluruh kegiatan Perseroan yang diwujudkan Company’s activities, which is realized by ensuring that
dengan memastikan bawah pelaksanaan tersebut telah the implementation has been implemented effectively,
diterapkan secara efektif, efisien dan sesuai dengan apa efficiently and in accordance with what is mandated in the
yang diamanatkan dalam Peraturan Menteri Badan Usaha Regulation of the Minister of State-Owned Enterprises
Milik Negara No. PER-2/MBU/03/2023 tentang Pedoman No. PER-2/MBU/03/2023 concerning Guidelines for
Tata Kelola dan Kegiatan Korporasi Signifikan Badan Governance and Significant Corporate Activities of
Usaha Milik Negara. Organ Dewan Komisaris senantiasa State-Owned Enterprises. The Board of Commissioners
berkomitmen dan bertanggung jawab dalam melakukan is always committed and responsible in carrying out its
fungsi pengawasan dalam rangka memastikan bahwa supervisory function to ensure that the implementation
penerapan manajemen risiko terselenggara dengan baik of risk management is carried out properly where the
dimana penerapan kebijakan dan peraturan yang selaras implementation of policies and regulations that are in
dengan peraturan tersebut terus dilaksanakan dan line with these regulations continues to be implemented
dievaluasi secara berkala dan berkelanjutan. and evaluated periodically and sustainably.
Pemenuhan Key Performance Indicators (KPI) Fulfilment of Key Performance Indicators (KPI)
Komite Risiko dan Hukum of the Risk and Legal Committee
Dalam melaksanakan tugasnya, Komite Risiko dan Hukum In carrying out its duties, the Risk and Legal Committee
selalu berpedoman pada Program Kerja Komite Risiko dan always adheres to the Risk and Legal Committee Work
Hukum. Secara umum, kinerja Komite Risiko dan Hukum Program. Generally, the performance of the Risk and The legal
didasarkan pada realisasi program kerja dibandingkan dengan Committee is based on the realization of the work program
target yang ditetapkan. Pada tahun 2024, Program Kerja compared to the set targets. In 2024, the Risk and Legal
Komite Risiko dan Hukum telah dilaksanakan sesuai dengan Committee’s Work Program was implemented according to
target yang telah ditetapkan. Selain itu, penilaian kinerja the predetermined targets. Additionally, the assessment of
Komite Risiko dan Hukum juga didasarkan pada pencapaian the Risk and Legal Committee’s performance is also based on
KPI. the achievement of Key Performance Indicators (KPIs).
Kinerja Komite Risiko dan Hukum selama tahun 2024 The performance of the Risk and Legal Committee in 2024,
berdasarkan KPI dirinci sebagai berikut: based on KPIs, is detailed as follows:
Tabel Hasil Penilaian KPI Komite Risiko dan Hukum Tahun 2024
Table of Risk and Legal Committee KPI Assessment Results for 2024
Ketercapaian
Bobot Skor
Perspektif Indikator Realisasi/Output Achievement
No. Weight Score
Perspective Indicator Realization/Output (1-100)
(A) (B) (A) x (B)
1. Mitigasi Risiko Analisa Risiko Pengawasan Pembahasan Aksi Korporasi pada 15% 100 15
Risk Mitigation Aksi Korporasi Anak Perusahaan
Corporate Action Supervision Discussion of Corporate Actions in
Risk Analysis Subsidiaries
Monitoring Pengelolaan Kajian Laporan Monitoring
Risiko Pengelolaan Risiko
Risk Management Monitoring Risk Management Monitoring
Report Review
RKAP dan RJPP Rekomendasi Penyusunan RKAP dan 10% 100 10
RKAP and RJPP Review RJPP
Recommendations for Preparation
of RKAP and Review of RJPP
2. Teknologi Sistem Transaksi Nirsentuh Update kajian kesiapan 10% 100 10
Technology Contactless Transaction implementasi Sistem Transaksi
System Nirsentuh
Update on the study of readiness
for the implementation of the
Contactless Transaction System
Sistem IT Pembahasan hasil assessment IT
IT Systems Jasa Marga
Discussion of Jasa Marga IT
assessment results
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Hasil Penilaian KPI Komite Risiko dan Hukum Tahun 2024
Table of Risk and Legal Committee KPI Assessment Results for 2024
Ketercapaian
Bobot Skor
Perspektif Indikator Realisasi/Output Achievement
No. Weight Score
Perspective Indicator Realization/Output (1-100)
(A) (B) (A) x (B)
3. Pengawasan Pembahasan Laporan Evaluasi Hasil Kajian Laporan Manajemen. 10% 100 10
Atas Informasi Kinerja Manajemen Berkala Management Report Review Results.
Manajemen Discussion of Periodic
Oversight of Management Performance
Management Evaluation Report
Information
4. Hukum Kasus Hukum Pembahasan progres kasus-kasus 15% 100 15
Law Legal Cases hukum/isu terkait hukum
Discussion of the progress of legal
cases/legal issues
Pembahasan Pedoman Pemberian
Bantuan Hukum
Discussion of Guidelines for
Provision of Legal Aid
5. Proses Internal Perbaikan proses internal KRH Review Interna KRH: 10% 100 10
KRH KRH internal process 1. Review Piagam Komite
KRH Internal improvements 2. Review Program Kerja 2024 KRH
Process 3. Program Kerja 2025 KRH
4. Keterlibatan aktif dalam
penyusunan Board Manual
KRH Internal Review:
1. Committee Charter Review
2. KRH 2024 Work Program Review
3. 2025KRH Work Program
4. Active involvement in the
preparation of the Board Manual
6. Penugasan Penugasan dalam Rapat Pemaparan Komite Pemantau Risiko 10% 100 10
Khusus Dewan Dewan Komisaris dan Hukum dalam rapat Dewan
Komisaris Assignment in the Board of Komisaris
Special Commissioners Meeting Risk and Legal Monitoring
Assignment of Committee Presentation at the
the Board of Board of Commissioners Meeting
Commissioners
Menghadiri, memberikan pendapat
dan rekomendasi dalam rapat
Dewan Komisaris
Attend, provide opinions and
recommendations at Board of
Commissioners Meetings
Penugasan dalam Rapat Menghadiri, memberikan pendapat
Gabungan/ Rapat Khusus/ dan rekomendasi dalam rapat
Rapat Koordinasi Dewan Attend, provide opinions and
Komisaris dan Direksi recommendations in Meetings
Assignment in Joint
Meeting/ Special Meeting/
Coordination Meeting of the
Board of Commissioners and
Directors
Rekomendasi atas Disposisi Memberikan tanggapan baik dalam
Dewan Komisaris bentuk pemaparan, penjelasan
Recommendations on the langsung/verbal, ataupun dalam
Disposition of the Board of bentuk Nota Dinas atas Disposisi
Commissioners Dewan Komisaris
Respond either in the form of
a presentation, direct/verbal
explanation, or in the form of an
Official Note on the Disposition of
the Board of Commissioners.
7. Peningkatan Pelatihan/Seminar/Webinar Mengikuti Webinar Onboarding 10% 100 10
Kompetensi terkait tugas Dewan Komisaris Commissioner BUMN
Komite Risiko dan Organ Pendukung Dewan Attending the BUMN Commissioner
dan Hukum Komisaris Onboarding Webinar
Competency Training/Seminars/Webinar
Enhancement related to the duties of the
of the Risk and Board of Commissioners and
Legal Committee Supporting Organs of the
Board of Commissioners
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 601
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Hasil Penilaian KPI Komite Risiko dan Hukum Tahun 2024
Table of Risk and Legal Committee KPI Assessment Results for 2024
Ketercapaian
Bobot Skor
Perspektif Indikator Realisasi/Output Achievement
No. Weight Score
Perspective Indicator Realization/Output (1-100)
(A) (B) (A) x (B)
8. Tertib Laporan Triwulan Laporan Triwulan 1 KRH 10% 100 10
Administrasi Quarterly Report KRH Quarterly Report 1
Good
Laporan Triwulan 2 KRH
administration
KRH Quarterly Report 2
Laporan Triwulan 3 KRH
KRH Quarterly Report 3
Laporan Triwulan 4 KRH
KRH Quarterly Report 4
Laporan Tahunan Laporan Tahunan
Annual report Annual report
Draft Annual Report
Draft Annual Report
Total 100% 100
Rencana Kerja Komite Risiko dan Hukum Tahun Risk and Legal Committee Work Plan for 2025
2025
Program kerja Komite Risiko dan Hukum di tahun 2025 The work program of the Risk and Legal Committee in
berdasarkan perspektif KPI adalah sebagai berikut: 2025 based on the KPI perspective is as follows:
Tabel Rencana Kerja Komite Risiko dan Hukum Tahun 2025
Table Of Risk and Legal Committee Work Plan for 2025
Perspektif Program Kerja
Perspective Work Program
Nilai Ekonomi untuk Indonesia • Pembahasan dan pengawasan bidang hukum.
Economic Value for Indonesia • Pembahasan dan pengawasan bidang risiko.
• Discussion and supervision of legal matters.
• Discussion and monitoring of risk areas.
Kepemimpinan dan Teknologi Pembahasan implementasi teknologi.
Leadership and Technology Discussion of technology implementation.
Pengawasan Inovasi dan Model Bisnis • Pengawasan atas Informasi Manajemen.
Innovation and Business Model Monitoring • Pembahasan RKAP dan RJPP.
• Oversight of Management Information.
• Discussion of RKAP and RJPP.
Pengembangan Talenta Peningkatan Kompetensi.
Talent Development Competency Improvement.
Internal Bisnis Pembahasan proses internal dengan membuat program kerja dan review dokumen
Internal Business terkait jika diperlukan.
Discussion of internal processes by creating work programs and reviewing related
documents if necessary.
Komite Tata Kelola Terintegrasi Integrated Governance Committee
Komite Tata Kelola Terintegrasi merupakan komite yang The Integrated Governance Committee is a committee formed
dibentuk untuk membantu Dewan Komisaris melaksanakan to assist the Board of Commissioners in carrying out its
fungsi pengawasan melalui pemantauan dan evaluasi supervisory function through monitoring and evaluation of
terhadap fungsi dan kebijakan Tata Kelola Terintegrasi. the Integrated Governance functions and policies.
Komite Tata Kelola Terintegrasi merupakan organ pendukung The Integrated Governance Committee is a supporting organ
Dewan Komisaris yang merupakan organ pengelola risiko, of the Board of Commissioners which is a risk management
yang wajib dimiliki apabila Perseroan masuk dalam kategori organ, which must be owned if the Company is included in the
konglomerasi dan klasifikasi risikonya sistemik A. Melalui conglomerate category and its risk classification is systemic
komite ini, diharapkan Dewan Komisaris bekerja secara A. Through this committee, it is expected that the Board of
profesional, independen, dan kompeten agar Visi dan Misi Commissioners will work professionally, independently, and
Perseroan dapat tercapai. competently so that the Company’s Vision and Mission can be
achieved.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Dasar Pembentukan Komite Tata Kelola Basis for the Establishment of the Integrated
Terintegrasi Governance Committee
Komite Tata Kelola Terintegrasi dibentuk berdasarkan peraturan The Integrated Governance Committee is formed based on
perundangan. Adapun dasar hukum pembentukan Komite Tata statutory regulations. The legal basis for the formation of the
Kelola Terintegrasi, sebagai berikut: Integrated Governance Committee is as follows:
1. Peraturan Menteri Badan Usaha Milik Negara Nomor PER- 1. Regulation of the Minister of State-Owned Enterprises No.
2/MBU/03/2023 tanggal 24 Maret 2023 tentang Pedoman PER-2/MBU/03/2023 dated March 24, 2023 concerning
Tata Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Guidelines for Governance and Significant Corporate
Milik Negara (Berita Negara RI Tahun 2023 Nomor 262); Activities of State-Owned Enterprises (State Gazette of
2. Peraturan Menteri Badan Usaha Milik Negara Nomor PER- the Republic of Indonesia 2023 Number 262);
3/MBU/03/2023 tanggal 24 Maret 2023 tentang Organ 2. Regulation of the Minister of State-Owned Enterprises No.
dan Sumber Daya Manusia Badan Usaha Milik Negara PER-3/MBU/03/2023 dated March 24, 2023 concerning
(Berita Negara RI Tahun 2023 Nomor 263); Organs and Human Resources of State-Owned Enterprises
(State Gazette of the Republic of Indonesia 2023 Number
263);
3. Peraturan Otoritas Jasa Keuangan Nomor 21/ 3. Financial Services Authority Regulation No. 21/
POJK.04/2015 tentang Penerapan Pedoman Tata Kelola POJK.04/2015 concerning the Implementation of
Perusahaan Terbuka; Guidelines for Public Company Governance;
4. Keputusan Deputi Bidang Keuangan dan Manajemen 4. Decree of the Deputy for Finance and Risk Management
Risiko Kementerian Badan Usaha Milik Negara Nomor: of the Ministry of State-Owned Enterprises No. SK-3/
SK-3/DKU.MBU/05/2023 tentang Petunjutk Teknis DKU.MBU/05/2023 concerning Technical Instructions for
Komposisi dan Kualifikasi Organ Pengelola Risiko di the Composition and Qualifications of Risk Management
Lingkungan Badan Usaha Milik Negara; Organs within State-Owned Enterprises;
5. Keputusan Deputi Bidang Keuangan dan Manajemen 5. Decree of the Deputy for Finance and Risk Management
Risiko Kementerian Badan Usaha Milik Negara Nomor: of the Ministry of State-Owned Enterprises No. SK-6/
SK-6/DKU.MBU/05/2023 tentang Proses Manajemen DKU.MBU/05/2023 concerning the Risk Management and
Risiko dan Agregasi; Aggregation Process;
6. Surat Edaran Otoritas Jasa Keuangan Nomor 32/ 6. Circular Letter of the Financial Services Authority No.
SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan 32/SEOJK.04/2015 concerning Guidelines for Public
Terbuka; Company Governance;
7. Anggaran Dasar Perusahaan Perseroan (Persero) PT Jasa 7. Articles of Association of the Limited Liability Company
Marga (Persero) Tbk Akte Notaris IR. NANETIE CAHYANIE (Persero) PT Jasa Marga (Persero) Tbk Notary Deed IR.
HANDARI ADI WARSITO.,SH Akta Nomor 40 Tanggal 19 NANETIE CAHYANIE HANDARI ADI WARSITO S.H., Deed
Juli 2021; Number 40 Dated July 19, 2021;
8. Keputusan Dewan Komisaris PT Jasa Marga (Persero) 8. Decision of the Board of Commissioners of PT Jasa Marga
Tbk Nomor: KEP -038/III/2024 tanggal 22 Maret 2024, (Persero) Tbk Number: KEP -038/III/2024 dated March
tentang Pembentukan Komite Tata Kelola Terintegrasi PT 22, 2024, concerning the Establishment of the Integrated
Jasa Marga (Persero) Tbk. Governance Committee of PT Jasa Marga (Persero) Tbk.
Pedoman Kerja/Piagam Komite Tata Kelola Working Guidelines/Charter of the Integrated
Terintegrasi Governance Committee
Jasa Marga memiliki Pedoman Tata Kelola Terintegrasi PT Jasa Jasa Marga has an Integrated Governance Guideline for PT Jasa
Marga (Persero) Tbk diatur melalui Keputusan Bersama Dewan Marga (Persero) Tbk regulated through Joint Decree of the Board
Komisaris dan Direksi yang Tbk No. KEP-041/III/2024 dan No. 45/ of Commissioners and Directors of Tbk No. KEP-041/III/2024
KPTS/2024 tanggal 22 Maret 2024 tentang Pedoman Tata Kelola and No. 45/KPTS/2024 dated March 22, 2024 concerning the
Terintegrasi Konglomerasi PT Jasa Marga (Persero) Tbk. Pedoman Integrated Governance Guidelines for the Conglomerate of PT
ini merupakan acuan bagi Komite Tata Kelola Terintegrasi dalam Jasa Marga (Persero) Tbk. This guideline is a reference for the
melaksanakan tugas dan tanggung jawabnya. Pedoman tersebut Integrated Governance Committee in carrying out its duties and
memuat ketentuan yang harus dipatuhi oleh Komite Tata Kelola responsibilities. The guideline contains provisions that must
Terintegrasi, dengan tujuan agar pelaksanaan kegiatan Komite be adhered to by the Integrated Governance Committee, with
Tata Kelola Terintegrasi dapat bekerja secara independen, the aim that the implementation of the Integrated Governance
objektif, mandiri, transparan, dan dapat dipertanggungjawabkan. Committee’s activities can work independently, objectively,
Dalam pengaturannya terhadap Komite Tata Kelola Terintegrasi, independently, transparently, and accountably. In its regulation
Pedoman Tata Kelola Terintegrasi Konglomerasi PT Jasa Marga of the Integrated Governance Committee, the Integrated
(Persero) Tbk, memuat substansi antara lain mencakup: Governance Guidelines for the Conglomerate of PT Jasa Marga
(Persero) Tbk, contain substances including:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 603
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
1. Struktur Keanggotaan Komite Tata Kelola Terintegrasi; 1. Membership Structure of the Integrated Governance
Committee;
2. Tugas dan Tanggung Jawab Komite Tata Kelola Terintegrasi; 2. Duties and Responsibilities of the Integrated Governance
dan Committee; and
3. Piagam Komite Tata Kelola Terintegrasi. 3. Charter of the Integrated Governance Committee.
Persyaratan Keanggotaan Membership Requirements
Setiap orang yang diangkat menjadi anggota Komite Tata Every person appointed as a member of the Integrated
Kelola Terintegrasi, merupakan seluruh Komisaris Induk Jasa Governance Committee is all Commissioners of Jasa Marga’s
Marga dan Komisaris Utama Anak Perusahaan. parent company and the President Commissioner of its
Subsidiaries.
Ketentuan Masa Jabatan Terms of Office
Seluruh Anggota Komite Tata Kelola Terintegrasi Jasa Marga All Members of Jasa Marga’s Integrated Governance Committee
memiliki integritas, kompetensi dan reputasi yang baik. have integrity, competence and good reputation. Dismissal
Pemberhentian anggota Komite Tata Kelola Terintegrasi dapat of members of the Integrated Governance Committee may
dilakukan apabila yang bersangkutan berakhir masa jabatan be carried out if the relevant member’s term of office as
keanggotaannya sebagai Komisaris Induk atau sebagai Commissioner of the Parent or as President Commissioner
Komisaris Utama Anak Perusahaan. Masa tugas anggota of a Subsidiary ends. The term of office of members of
Komite Tata Kelola Terintegrasi tidak boleh lebih lama dari the Integrated Governance Committee may not be longer
masa jabatan Dewan Komisaris sebagaimana diatur dalam than the term of office of the Board of Commissioners as
Anggaran Dasar Perseroan dan dapat diangkat kembali, sesuai stipulated in the Company’s Articles of Association and may
peraturan dan ketentuan perundangan. be reappointed, in accordance with the rules and regulations.
Apabila anggota Komisaris yang menjadi Ketua Komite Tata If the Commissioner who is the Chair of the Integrated
Kelola Terintegrasi berhenti sebelum masa tugasnya sebagai Governance Committee resigns before his term of office
Komisaris Perseroan, maka Ketua Tata Kelola Terintegrasi as a Commissioner of the Company, the Chair of Integrated
digantikan oleh Komisaris lainnya. Governance will be replaced by another Commissioner.
Susunan, Jumlah, Komposisi dan Dasar Composition, Number, Composition and Basis
Pengangkatan Komite Tata Kelola Terintegrasi for Appointment of the Integrated Governance
Committee
Struktur keanggotaan Komite Tata Kelola Terintegrasi terdiri The membership structure of the Integrated Governance
dari Ketua Komite merangkap anggota yaitu Komisaris Utama Committee consists of the Chairman of the Committee who
PT Jasa Marga (Persero) Tbk, anggota komite yaitu anggota is also a member, namely the President Commissioner of
Dewan Komisaris PT Jasa Marga (Persero) Tbk dan perwakilan PT Jasa Marga (Persero) Tbk, members of the committee,
Dewan Komisaris pada anak Perusahaan PT Jasa Marga namely members of the Board of Commissioners of PT Jasa
(Persero) Tbk. Marga (Persero) Tbk and representatives of the Board of
Commissioners at subsidiaries of PT Jasa Marga (Persero) Tbk.
Anggota Komite Tata Kelola Terintegrasi harus memiliki Members of the Integrated Governance Committee must
komitmen yang teguh dan integritas yang tinggi, kemampuan have a strong commitment and high integrity, effective
komunikasi secara efektif serta memiliki pengetahuan, communication skills and have knowledge, experience and
pengalaman dan kemampuan teknis di bidang tugasnya. technical skills in their field of work.
Mengacu pada Keputusan Dewan Komisaris PT Jasa Marga Referring to the Decree of the Board of Commissioners of
(Persero) Tbk No KEP-039/III/2024 tanggal 22 Maret 2024 PT Jasa Marga (Persero) Tbk No. KEP-039/III/2024 dated
Susunan Tata Kelola Terintegrasi terdiri dari Komisaris Utama March 22, 2024, the Integrated Governance Composition
dan seluruh anggota Komisaris PT Jasa Marga (Persero) Tbk consists of the President Commissioner and all members of
dan seluruh Komisaris Utama pada anak perusahaan PT Jasa the Commissioners of PT Jasa Marga (Persero) Tbk and all
Marga (Persero) Tbk. Adapun susunan secara lengkap ketua President Commissioners of subsidiaries of PT Jasa Marga
dan anggota Komite Tata Kelola Terintegrasi yaitu sebagai (Persero) Tbk. The complete composition of the chairman
berikut: and members of the Integrated Governance Committee is as
follows:
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Susunan, Jumlah, Komposisi dan Dasar Pengangkatan Komite Tata Kelola Terintegrasi
Composition, Number, Composition and Basis for Appointment of the Integrated Governance Committee
Nama Jabatan
Name Position
Komisaris Utama/ President Commissioner Ketua
PT Jasa Marga (Persero) Tbk Chairman
Seluruh Anggota Dewan Komisaris/ All Members of the Board of Commissioners Anggota
PT Jasa Marga (Persero) Tbk Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Trans Jawa Tol Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Toll Road Operator Member
Komisaris Utama/ President Commissioner Anggota
PT Toll Road Maintenance Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Related Business Member
Komisaris Utama/ President Commissioner Anggota
PT Kunciran Cengkareng Member
Komisaris Utama/ President Commissioner Anggota
PT Marga Sarana Jabar Member
Komisaris Utama/ President Commissioner Anggota
PT Cinere Serpong Jaya Member
Komisaris Utama/ President Commissioner Anggota
PT Marga Trans Nusantara Member
Komisaris Utama/ President Commissioner Anggota
PT Marga Lingkar Jakarta Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Manado Bitung Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Bali Tol Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Kualanamu Tol Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Balikpapan Samarinda Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Japek Selatan Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Probolinggo Banyuwangi Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Jogja Bawen Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Jogja Solo Member
Komisaris Utama/ President Commissioner Anggota
PT Jasamarga Akses Patimban Member
Profil Komite Tata Kelola Terintegrasi Profile of the Integrated Governance Committee
Profil anggota Komite Tata Kelola Terintegrasi dapat The profiles of the members of the Integrated Governance
dilihat pada bagian Profil Dewan Komisaris pada Bab Profil Committee can be found in the section “Profile of the Board of
Perusahaan dalam buku Laporan Tahunan ini. Commissioner” in the Company Profile chapter of this Annual
Report.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Independensi Anggota Komite Tata Kelola Independence of the Integrated Governance
Terintegrasi Committee
Sesuai dengan ketentuan dalam Peraturan Menteri Badan In accordance with the provisions of the Regulation of
Usaha Milik Negara No. PER-3/MBU/03/2023, tanggal 24 the Minister of State-Owned Enterprises No. PER-3/
Maret 2023, tentang Organ dan Sumber Daya Manusia Badan MBU/03/2023, dated March 24, 2023, on the Organization
Usaha Milik Negara, seluruh anggota Komite Tata Kelola and Human Resources of State-Owned Enterprises, all
Terintegrasi telah memenuhi persyaratan jumlah, komposisi, members of the Integrated Governance Committee have met
kriteria, kompetensi, dan independensi. the requirements regarding number, composition, criteria,
competence, and independence.
Tabel Independensi Komite Tata Kelola Terintegrasi
Table of Independence of the Integrated Governance Committee
Seluruh Anggota Komite Tata Kelola
Aspek Independensi Terintegrasi*
Independency Aspect All Members of the Integrated
Governance Committee
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi.
Not having any financial relationship with the Board of Commissioners and the Board of Directors.
Tidak memiliki hubungan kepengurusan di perseroan, anak perusahaan, maupun perusahaan afiliasi.
Not having any management affiliation in the company, subsidiary, or affiliated company.
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite
Not having any family affiliation with the Board of Commissioners, Board of Directors, and/or other
Committee members.
Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah.
Not serving as administrators of political parties, officials, and the government.
Keterangan/Notes:
*Seluruh anggota Komite Tata Kelola Terintegrasi terdiri dari Seluruh Komisaris Induk dan Komisaris Utama Anak Perusahaan.
*All members of the Integrated Governance Committee consist of all Commissioners of the Parent Company and President Commissioners of Subsidiaries.
Sebagai bentuk penerapan prinsip independensi, Komite As a form of implementing the principle of independence,
Tata Kelola Terintegrasi menandatangani Surat Pernyataan the Integrated Governance Committee signs a Statement
Independensi. Surat pernyataan tersebut, memuat beberapa of Independence. This statement contains several key
pernyataan penting, antara lain bahwa Komite Tata Kelola declarations, including that the Integrated Governance
Terintegrasi Jasa Marga: Committee of Jasa Marga:
1. Tidak memiliki kepentingan/keterkaitan pribadi yang 1. Does not have any personal interests or affiliations that
dapat menimbulkan dampak negatif dan konflik could result in negative impacts or conflicts of interest
kepentingan terhadap Perseroan. with the Company.
2. Tidak memiliki saham Perseroan, baik langsung maupun 2. Does not own any shares of the Company, either directly
tidak langsung. or indirectly.
3. Menjaga kerahasiaan dokumen, data, dan informasi 3. Maintain the confidentiality of the Company’s
Perseroan, baik dari pihak internal maupun pihak documents, data, and information, both from internal
eksternal, dan hanya digunakan untuk kepentingan and external parties, and will only use them for the
pelaksanaan tugas Komite Tata Kelola Terintegrasi. purposes of carrying out the duties of the Integrated
Governance Committee.
Tugas dan Tanggung Jawab Komite Tata Kelola Duties and Responsibilities of the Integrated
Terintegrasi Governance Committee
Berdasarkan Piagam Komite Tata Kelola Terintegrasi PT Jasa Based on the Charter of the Integrated Governance Committee
Marga (Persero) Tbk dan mengacu pada Peraturan Menteri of PT Jasa Marga (Persero) Tbk and referring to the Regulation
Badan Usaha Milik Negara No. PER-3/ MBU/03/2023, tanggal of the Minister of State-Owned Enterprises No. PER-3/
24 Maret 2023, tentang Organ dan Sumber Daya Manusia MBU/03/2023, dated March 24, 2023, on the Organization and
Badan Usaha Milik Negara. Komite Tata Kelola Terintegrasi Human Resources of State-Owned Enterprises, the Integrated
bekerja secara kolektif dan bersifat independen dalam Governance Committee works collectively and independently
pelaksanaan tugasnya maupun dalam pelaporan, serta in carrying out its duties and in reporting, and is directly
bertanggung jawab langsung kepada Dewan Komisaris. responsible to the Board of Commissioners. The duties of the
Adapun tugas Komite Tata Kelola Terintegrasi adalah sebagai Integrated Governance Committee are as follows:
berikut:
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
1. Melakukan evaluasi kebijakan Tata Kelola Terintegrasi; 1. Evaluating the Integrated Governance policies;
2. Melakukan pemantauan dan evaluasi atas 2. Conduct monitoring and evaluation of any non-
ketidaksesuaian kebijakan Tata Kelola Terintegrasi pada compliance with Integrated Governance policies in
BUMN lnduk atau Anak Perusahaan BUMN; parent or subsidiary BUMNs;
3. Melakukan evaluasi pelaksanaan Tata Kelola Terintegrasi, 3. Evaluating the implementation of Integrated
paling sedikit melalui penilaian kecukupan pengendalian Governance, at least through an assessment of the
internal dan pelaksanaan fungsi kepatuhan secara adequacy of internal control and the implementation of
terintegrasi; integrated compliance functions;
4. Memberikan rekomendasi kepada Dewan Komisaris 4. Provide recommendations to the Board of Commissioners
untuk penyempurnaan kebijakan Tata Kelola Terintegrasi; for the improvement of Integrated Governance policies;
5. Melakukan komunikasi dengan unit kerja untuk fungsi 5. Conducting communication with work units for functions
antara lain Audit Intern, hukum dan kepatuhan, including Internal Audit, legal and compliance, finance
keuangan dan Manajemen Risiko, sumber daya manusia and Risk Management, human resources and aspects of
dan aspek fungsi operasional usaha yang diperlukan, operational business functions as required, to obtain
untuk memperoleh informasi, klarifikasi serta meminta information, clarification and request reports as required
laporan yang diperlukan secara terintegrasi; dan in an integrated manner; and
6. Melaksanakan pemantauan dan evaluasi terhadap 6. Carrying out monitoring and evaluation of the
pelaksanaan fungsi Tata Kelola Terintegrasi lainnya implementation of other Integrated Governance
sesuai dengan ketentuan peraturan perundang- functions in accordance with the provisions of laws
undangan, Anggaran Dasar, dan/atau Keputusan RUPS. and regulations, Articles of Association, and/or GMS
Decisions.
Kewenangan Authority
Dalam memberikan masukan dan evaluasi atas hasil In providing input and evaluation on the results of monitoring
pemantauan atau fungsi pengawasan Dewan Komisaris Anak or supervisory functions of the Board of Commissioners of
Perusahaan BUMN terkait: BUMN Subsidiaries related to:
1. Implementasi kebijakan Tata Kelola Terintegrasi. 1. Implementation of Integrated Governance policies.
2. Rencana strategis Anak Perusahaan BUMN. 2. Strategic plans of BUMN Subsidiaries.
3. Investasi Anak Perusahaan BUMN. 3. Investments of BUMN Subsidiaries.
4. Portofolio bisnis Anak Perusahaan BUMN. 4. Business portfolios of BUMN Subsidiaries.
5. Kebijakan lain yang berdampak pada sinergi 5. Other policies that have an impact on the synergy of the
Konglomerasi PT Jasa Marga (Persero) Tbk. PT Jasa Marga (Persero) Tbk Conglomerate.
Rapat Komite Tata Kelola Terintegrasi Meetings of the Integrated Governance
Committee
Komite Tata Kelola Terintegrasi secara fungsinya membantu The Integrated Governance Committee functions to assist
Dewan Komisaris. Komite Tata Kelola Terintegrasi juga the Board of Commissioners. The Committee also organizes
mengadakan dan/atau mengikuti rapat sebagai salah satu and/or participates in meetings as part of its work. The
wujud kerja. Adapun rapat-rapat yang diadakan dan/atau meetings held and/or attended by the Integrated Governance
diikuti oleh Komite Tata Kelola Terintegrasi diantaranya Committee include the following:
adalah:
1. Rapat Komite Tata Kelola Terintegrasi; 1. Integrated Governance Committee Meeting;
2. Rapat Koordinasi Komite; 2. Committee Coordination Meeting;
3. Rapat Dewan Komisaris; 3. Board of Commissioners Meeting;
4. Rapat Koordinasi Dewan Komisaris-Direksi. 4. Board of Commissioners-Board of Directors Coordination
Meeting.
Sebagaimana termuat dalam Pedoman Tata Kelola As stated in the Integrated Governance Guidelines of the
Terintegrasi Konglomerasi PT Jasa Marga (Persero) Tbk, Rapat PT Jasa Marga (Persero) Tbk Conglomerate, the Integrated
Komite Tata Kelola Terintegrasi diadakan minimal 1 (satu) Governance Committee Meeting is held at least 1 (one) time
kali dalam 1 (satu) semester. Adapun pemanggilan rapat in 1 (one) semester. The meeting invitation is made at least
dilakukan sekurang-kurangnya 5 (lima) hari kalender sebelum 5 (five) calendar days before the implementation, containing
pelaksanaan, berisi informasi mengenai hari, tanggal, jam, information on the day, date, time, place, and agenda of the
tempat, dan agenda rapat. Pelaksanaan atas Rapat Komite meeting. The implementation of the Integrated Governance
Tata Kelola Terintegrasi dipimpin oleh Ketua Komite Tata Committee Meeting is led by the Chairperson of the Integrated
Kelola Terintegrasi. Governance Committee.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Rapat Koordinasi Komite adalah Rapat yang dilakukan secara The Committee Coordination Meeting is a meeting held
bersama-sama oleh Komite Tata Kelola Terintegrasi dengan jointly by the Integrated Governance Committee and the
jajaran Manajemen Jasa Marga Grup. Rapat Koordinasi Komite Management of the Jasa Marga Group. This Coordination
ini dilakukan sebagai bagian dari tugas Komite Tata Kelola Meeting is conducted as part of the Committee’s duties to assist
Terintegrasi untuk membantu Dewan Komisaris melakukan the Board of Commissioners in carrying out its supervisory
Fungsi Pengawasan dan juga memberikan Saran/Rekomendasi function and to provide direct advice/recommendations to
langsung ke pihak Manajemen Jasa Marga Grup. Dengan the Jasa Marga Group Management. Through this Coordination
adanya Rapat Koordinasi ini juga membangun hubungan Meeting, good communication is also fostered between
komunikasi yang baik antara pihak Manajemen Jasa Marga the Jasa Marga Group Management and the Integrated
Grup dengan Komite Tata Kelola Terintegrasi Rapat Koordinasi Governance Committee. This Coordination Meeting can be
ini bisa diadakan serta diinisiasi oleh Komite Tata Kelola initiated and held by the Integrated Governance Committee
Terintegrasi atau bisa juga atas inisiatif jajaran Manajemen, or by the Management, and it can also be initiated by another
dan juga bisa dilakukan oleh inisiatif Komite lain atau secara Committee or held jointly, with the Integrated Governance
bersama- sama dimana Komite Tata Kelola Terintegrasi hadir Committee participating as a member.
sebagai peserta.
Rapat Dewan Komisaris adalah Rapat Rutin Dewan Komisaris The Board of Commissioners Meeting is a regular meeting of
dimana Komite Tata Kelola Terintegrasi diminta hadir untuk the Board of Commissioners where the Integrated Governance
memberi masukan dan menyampaikan laporan hasil telaah Committee is requested to attend to provide input, present
ataupun memberi masukan dan pandangan. the results of its review, or offer recommendations and
viewpoints.
Rapat Koordinasi Dewan Komisaris-Direksi adalah Rapat The Board of Commissioners-Board of Directors Coordination
Rutin Dewan Komisaris dengan Direksi yang membahas Meeting is a routine meeting between the Board of
tentang suatu tema tertentu. Jika diperlukan Komite Tata Commissioners and the Board of Directors, discussing a specific
Kelola Terintegrasi diminta hadir untuk memberi masukan theme. If necessary, the Integrated Governance Committee is
dan menyampaikan laporan hasil telaah ataupun memberi invited to attend to provide input, present the results of its
masukan dan pandangan sebagai bagian dari penugasan review, or offer recommendations and viewpoints as part of
khusus Dewan Komisaris kepada Komite Tata Kelola a special assignment from the Board of Commissioners to the
Terintegrasi. Integrated Governance Committee.
Rapat Khusus adalah Rapat yang dilakukan Dewan Komisaris A Special Meeting is a meeting held by the Board of
yang membahas tentang tema tertentu di luar Rapat Rutin Commissioners to discuss a specific theme outside the
Dewan Komisaris dan Rapat Koordinasi Dewan Komisaris- regular Board of Commissioners Meeting and the Board of
Direksi. Jika diperlukan Komite Tata Kelola Terintegrasi diminta Commissioners-Board of Directors Coordination Meeting. If
hadir untuk memberi masukan dan menyampaikan laporan necessary, the Integrated Governance Committee is requested
hasil telaah ataupun memberi masukan dan pandangan. to attend to provide input, present the results of its review, or
offer recommendations and viewpoints.
Sepanjang tahun 2024, Komite Tata Kelola Terintegrasi Throughout 2024, the Integrated Governance Committee held
melakukan rapat sebanyak 2 (dua) kali dengan agenda di meetings 2 (two) times, with agendas including the following:
antaranya sebagai berikut:
1. Kickoff Meeting Komite Tata Kelola Terintegrasi PT Jasa 1. Kickoff Meeting of the Integrated Governance Committee
Marga (Persero) Tbk. of PT Jasa Marga (Persero) Tbk.
2. a) Isu Strategis dalam Pelaksanaan RKAP 2025; 2. a) Strategic Issues in the Implementation of RKAP 2025;
b) Monitoring Pemenuhan Atas Daftar Kewajiban b) Monitoring of Compliance with the Integrated
Kepatuhan Terintegrasi dalam Konglomerasi Jasa Marga Compliance Obligations List in the Jasa Marga Group.
Grup.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Kehadiran Komite Tata Kelola Terintegrasi dalam Rapat Komite Tata Kelola Terintegrasi 2024
Table of Attendance of the Integrated Governance Committee in the Integrated Governance Committee Meetings 2024
Seluruh Anggota Komite Tata Kelola Terintegrasi*
All Members of the Integrated Governance Committee*
Jumlah Rapat dalam Setahun 2
Total of Meetings in A Year
Jumlah Rapat yang Wajib Dihadiri 2
Total of Mandatory Meetings Attended
Jumlah Rapat yang Dihadiri 2
Number of Meetings Attended
Presentasi Kehadiran (%) 100%
Attendance Percentage (%)
Rata-rata (%) 100%
Average (%)
Keterangan/Description:
* Seluruh anggota Komite Tata Kelola Terintegrasi terdiri dari Seluruh Komisaris Induk dan Komisaris Utama Anak Perusahaan.
*All members of the Integrated Governance Committee consist of all Commissioners of the Parent Company and President Commissioners of Subsidiaries.
Rata-rata tingkat kehadiran dalam rapat adalah sebesar The average attendance rate at meetings is 100%. Suggestions/
100% Saran/rekomendasi/tanggapan Komite Tata Kelola recommendations/responses from the Integrated Governance
Terintegrasi dituangkan dalam Notulensi Rapat Koordinasi/ Committee are recorded in the Minutes of the Coordination
catatan diskusi. Meeting/discussion notes.
Pengembangan Kompetensi Competency Development
Pengembangan kompetensi Komite Tata Kelola Terintegrasi The competency development of the Integrated Governance
dapat dilihat pada bab Profil dalam buku Laporan Tahunan ini. Committee can be found in the Profile chapter of this Annual
Report.
Kebijakan dan Besaran Remunerasi bagi Komite Policies and Amount of Remuneration for the
Tata Kelola Terintegrasi Integrated Governance Committee
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara No. Based on the Regulation of the Minister of State-Owned
PER-3/MBU/03/2023, tanggal 24 Maret 2023, tentang Organ Enterprises No. PER-3/MBU/03/2023, dated March 24,
dan Sumber Daya Manusia Badan Usaha Milik Negara, Anggota 2023, on the Organization and Human Resources of
Komite Tata Kelola Terintegrasi yang bukan anggota Dewan State-Owned Enterprises, members of the Integrated
Komisaris memperoleh remunerasi berupa honorarium Governance Committee who are not members of the Board
maksimal sebesar 20% dari gaji Direktur Utama. of Commissioners receive remuneration in the form of an
honorarium, which is a maximum of 20% of the salary of the
President Director.
Pelaksanaan Tugas Komite Tata Kelola Implementation of the Duties of the Integrated
Terintegrasi Governance Committee
Dalam tahun 2024, Komite Tata Kelola Terintegrasi telah In 2024, the Integrated Governance Committee has held 2
mengadakan 2 (dua) kali Rapat dengan agenda yaitu Kick Off (two) meetings with the agenda of the Integrated Governance
Meeting Komite Tata Kelola Terintegrasi dan pembahasan Committee Kick Off Meeting and discussion of monitoring the
monitoring Pemenuhan atas Daftar Kewajiban Kepatuhan Fulfillment of the Integrated Compliance Obligations List in
Terintegrasi dalam Konglomerasi Jasa Marga Group. the Jasa Marga Group Conglomerate.
Pelaksanaan Rapat Komite Tata Kelola Terintegrasi adalah The implementation of the Integrated Governance Committee
sebagai berikut: Meeting is as follows:
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Waktu (tgl/bln/thn) Pembahasan
No.
Time (dd/mm/yr) Description
1 29/07/2024 Kickoff Meeting Komite Tata Kelola Terintegrasi PT Jasa Marga (Persero) Tbk.
Kickoff Meeting of the Integrated Governance Committee of PT Jasa Marga (Persero) Tbk.
2 12/11/2024 1. Isu Strategis dalam Pelaksanaan RKAP 2025.
2. Monitoring Pemenuhan Atas Daftar Kewajiban Kepatuhan Terintegrasi dalam Konglomerasi
Jasa Marga Group.
1. Strategic Issues in the Implementation of RKAP 2025.
2. Monitoring of Compliance with the Integrated Compliance Obligations List in the Jasa Marga
Group Conglomerate.
Pemenuhan Key Performance Indicator (KPI) Achievement of Key Performance Indicators
Komite Tata Kelola Terintegrasi (KPI) of the Integrated Governance Committee
Pada tahun 2024, Komite Tata Kelola Terintegrasi berkomitmen In 2024, the Integrated Governance Committee is
untuk menjalankan perannya secara optimal dalam committed to optimally carrying out its role in supporting
mendukung penguatan tata kelola di lingkungan Perseroan, the strengthening of governance within the Company,
melalui mekanisme pengawasan yang efektif. Pemenuhan through an effective supervisory mechanism. Fulfillment
Key Performance Indicator (KPI) Komite difokuskan pada of the Committee’s Key Performance Indicators (KPIs) is
peningkatan efektivitas pemantauan implementasi kebijakan focused on increasing the effectiveness of monitoring
tata kelola, evaluasi terhadap strategi dan investasi anak the implementation of governance policies, evaluating
perusahaan, serta penguatan sinergi dalam konglomerasi strategies and investments in subsidiaries, and strengthening
Perseroan. Melalui pelaksanaan rapat berkala, pemberian synergies within the Company’s conglomerate. Through
rekomendasi strategis, serta koordinasi yang intensif dengan regular meetings, providing strategic recommendations, and
Dewan Komisaris dan Direksi, Komite memastikan tercapainya intensive coordination with the Board of Commissioners and
tujuan tata kelola yang selaras dengan visi dan strategi Board of Directors, the Committee ensures the achievement
perusahaan, serta memberikan kontribusi nyata terhadap of governance objectives that are in line with the company’s
keberlanjutan dan daya saing Perseroan di industri. vision and strategy, and provide real contributions to the
Company’s sustainability and competitiveness in the industry.
Rencana Kerja Komite Tata Kelola Terintegrasi Work Plan of the Integrated Governance
Tahun 2025 Committee for 2025
Pada tahun 2024, Komite Tata Kelola Terintegrasi telah In 2024, the Integrated Governance Committee has prepared
menyusun dan menetapkan rencana kerja tahun 2025 yang di and established a 2025 work plan which includes the
antaranya terdiri dari kegiatan-kegiatan sebagai berikut: following activities:
1. Rapat dengan Corporate Secretary and Chief 1. Meetings with the Corporate Secretary and Chief
Administration Officer dan/atau unit kerja terkait Administration Officer and/or related work units to
membahas pemantauan dan evaluasi pelaksanaan tata discuss monitoring and evaluation of the implementation
kelola terintegrasi. of integrated governance.
2. Evaluasi Pedoman Tata Kelola Terintegrasi. 2. Evaluating of Integrated Governance Guidelines.
3. Pemantauan dan evaluasi atas kesesuaian Pedoman Tata 3. Monitoring and evaluating of the compliance of the
Kelola Terintegrasi Holding dan/atau Anak Perusahaan. Integrated Governance Guidelines for Holding and/or
Subsidiaries.
4. Evaluasi pelaksanaan tata kelola terintegrasi, paling 4. Evaluating of the implementation of integrated
sedikit melalui penilaian kecukupan pengendalian governance, at least through an assessment of the
internal dan pelaksanaan fungsi kepatuhan secara adequacy of internal control and the implementation of
terintegrasi. integrated compliance functions.
5. Pemberian rekomendasi untuk penyempurnaan 5. Providing recommendations for improving the Integrated
Pedoman Tata Kelola Terintegrasi. Governance Guidelines.
6. Komunikasi dengan unit kerja untuk fungsi antara 6. Communication with work units for functions including
lain audit internal, hukum dan kepatuhan, keuangan, internal audit, legal and compliance, finance, risk
manajemen risiko, sumber daya manusia, dan aspek management, human resources, and aspects of
fungsi operasional usaha yang diperlukan, untuk operational business functions as required, to obtain
memperoleh informasi, klarifikasi serta meminta laporan information, clarification and request reports as required
yang diperlukan secara terintegrasi melalui Direksi. in an integrated manner through the Board of Directors.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
7. Pemantauan dan evaluasi terhadap pelaksanaan fungsi 7. Monitoring and evaluating of the implementation of
tata kelola terintegrasi lainnya sesuai dengan ketentuan other integrated governance functions in accordance
peraturan perundang-undangan, anggaran dasar dan/ with the provisions of laws and regulations, articles of
atau keputusan RUPS/Menteri BUMN. association and/or decisions of the GMS/Minister of SOE.
Sekretaris Dewan Komisaris Secretary of the Board of Commissioners
Dewan Komisaris memiliki seorang Sekretaris Dewan The Board of Commissioners has a Secretary of the Board
Komisaris untuk mendukung pelaksanaan tugas of Commissioners to support the implementation of the
kesekretariatan Dewan Komisaris yang struktur organisasinya secretarial duties of the Board of Commissioners, whose
ditetapkan berdasarkan Surat Keputusan Dewan Komisaris organizational structure is determined based on the Board of
No. KEP-048/V/2015 tanggal 25 Februari 2015 tentang Commissioners Decree No. KEP-048/V/2015 dated February
Penetapan Sekretariat Dewan Komisaris PT Jasa Marga 25, 2015, regarding the Appointment of the Secretariat of the
(Persero) Tbk. Susunan Sekretariat Dewan Komisaris terdiri Board of Commissioners of PT Jasa Marga (Persero) Tbk. The
dari: composition of the Secretariat of 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. GCG Affairs and Board of Commissioners Meeting
Komisaris, membawahi Staf Sekretariat yang terdiri Organization Staff, overseeing the Secretariat Staff
dari: consisting of:
a. Notulis Rapat; a. Meeting Minutes Recorder;
b. Administrasi Rapat; b. Meeting Administration;
c. Administrasi GCG. c. GCG Administration.
3. Staf Urusan Tata Usaha dan Administrasi Persuratan, 3. Administration Affairs and Correspondence
membawahi Staf Sekretariat yang terdiri dari: Administration Staff, overseeing the Secretariat Staff
consisting of:
a. Staf Urusan Administrasi Persuratan; a. Correspondence Administration Staff;
b. Staf Administrasi Tata Usaha. b. Administrative Affairs Staff.
Ketentuan Masa Jabatan Term of Office
Masa jabatan Sekretaris Dewan Komisaris dan Staf The term of office for the Secretary of the Board of
Sekretariat Dewan Komisaris ditetapkan oleh Dewan Commissioners and the Secretariat Staff of the Board of
Komisaris maksimal 3 (tiga) tahun dan dapat diangkat kembali Commissioners is determined by the Board of Commissioners
untuk paling lama 2 (dua) tahun dengan tidak mengurangi hak for a maximum of 3 (three) years and maybe reappointed for a
Dewan Komisaris untuk memberhentikannya sewaktu-waktu. maximum of 2 (two) years without prejudice to the right of the
Board of Commissioners to dismiss them at any time.
Profil Sekretaris Dewan Komisaris Profile of the Secretary of the Board of
Commissioners
Profil Sekretaris Dewan Komisaris dapat dilihat pada bagian The profile of the Secretary of the Board of Commissioners
Profil Sekretaris Dewan Komisaris di Bab Profil Perusahaan can be found in the Secretary of the Board of Commissioners
dalam buku Laporan Tahunan ini. Profile section in the Company Profile section of this Annual
Report.
Tugas dan Tanggung Jawab Duties and Responsibilities
Tugas Sekretaris Dewan Komisaris adalah untuk membantu The duties of the Secretary of the Board of Commissioners
Dewan Komisaris dalam menjalankan fungsi pengawasan are to assist the Board of Commissioners in carrying out its
Dewan Komisaris. Secara rinci fungsi dan tugas Sekretaris supervisory functions. In detail, the functions and duties of
Dewan Komisaris sebagai berikut : the Secretary of the Board of Commissioners are as follows:
1. Bertanggung jawab tersusunnya program kerja agenda 1. Responsible for the preparation of the annual workprogram
tahunan kegiatan Dewan Komisaris untuk diputuskan dan agenda of the Board of Commissionersactivities to be
ditetapkan oleh Dewan Komisaris, sebelum dimulainya decided and determined by the Boardof Commissioners
tahun anggaran baru. before the start of the new fiscalyear.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
2. Bertanggung jawab terselenggaranya rapat, 2. Responsible for conducting meetings,
pengendalian rapat agar sesuai dengan kebutuhan controllingmeetings to suit the urgency of corporate
urgensi Korporat, termasuk bahan rapat (briefing sheet) needs,including meeting materials (briefing sheets)
untuk rapat Dewan Komisaris dan atau rapat koordinasi for theBoard of Commissioners meeting and/
Dewan Komisaris-Direksi, maupun rapat dengan pihak- or Board ofCommissioners- Board of Directors
pihak terkait (stakeholder) lainnya. coordinationmeeting, as well as meetings with other
stakeholders.
3. Menghadiri seluruh rapat-rapat Dewan Komisaris, kecuali 3. Attend all Board of Commissioners meetings, exceptfor
rapat khusus yang hanya boleh dihadiri oleh anggota special meetings that may only be attended byBoard of
Dewan Komisaris dan atau Direksi. Commissioners members and/or Directors.
4. Bertanggung jawab tersusunnya risalah rapat Dewan 4. Responsible for the preparation of minutes of theBoard
Komisaris dan rapat koordinasi Dewan Komisaris- of Commissioners meeting and Board ofCommissioners-
Direksi, termasuk rapat khusus Dewan Komisaris dan/ Board of Directors coordinationmeeting, including
atau rapat koordinasi Dewan Komisaris-Direksi. special Board of Commissionersmeetings and/or Board
of Commissioners-Directorscoordination meetings.
5. Bertanggung jawab teradministrasikannya dokumen 5. Responsible for the administration of Board
Dewan Komisaris baik surat masuk, surat keluar, risalah ofCommissioners’ documents, including incoming
rapat maupun dokumen lainnya. andoutgoing correspondence, meeting minutes, and
other documents.
6. Bertanggung jawab tersusunnya Laporan Matrik Tindak 6. Responsible for the preparation of the Follow-upMatrix
Lanjut Keputusan Rapat Dewan Komisaris Triwulanan Report on Board of Commissioners MeetingDecisions
dan/atau Tahunan, pemantauan dan evaluasinya untuk on a Quarterly and/or Annual basis,monitoring and
dilaporkan hasilnya dalam rapat Dewan Komisaris. evaluating them to report the resultsin the Board of
Commissioners meeting.
7. Bertanggung jawab tersusun dan terkirimkannya surat- 7. Responsible for drafting and sending letters
surat Dewan Komisaris, baik surat keputusan Dewan fromthe Board of Commissioners, including Board
Komisaris, maupun surat lainnya kepada Direksi dan atau ofCommissioners’ decisions and other letters to
kepada pihak lain yang terkait. theDirectors and/or other relevant parties.
8. Bertanggung jawab tersusunnya Rancangan Rencana 8. Responsible for the preparation of the Annual Activity
Kegiatan dan Anggaran Tahunan Dewan Komisaris Plan and Budget of the Board of Commissioners and
dan disampaikan kepada Dewan Komisaris tepat pada submitting it to the Board of Commissioners promptly
waktunya untuk dibahas dan mendapatkan persetujuan for discussion, approval, and determination.
dan penetapannya.
9. Bertanggung jawab memantau dan mendorong kepastian 9. Responsible for monitoring and ensuring that theactions
bahwa surat dan/atau aksi pengawasan Dewan Komisaris and/or oversight of the Board of Commissioners comply
telah sesuai dan/atau mematuhi ketentuan peraturan with applicable laws and regulations and apply the
perundang-undangan yang berlaku, serta menerapkan principles of Good Corporate Governance.
prinsip-prinsip Good Corporate Governance.
10. Bertanggung jawab menyediakan semua dokumen, 10. Responsible for providing all documents, information,
informasi dan klarifikasi yang diminta oleh Konsultan and clarifications requested by the Independent
Independen Penilai Penerapan Prinsip-prinsip Tata Kelola Consultant on the Application of Good Corporate
Perusahaan yang Baik di lingkungan Dewan Komisaris PT Governance Principles within the environment of the
Jasa Marga (Persero) Tbk yang penunjukan konsultan Board of Commissioners of PT Jasa Marga (Persero)
tersebut menjadi wewenang Dewan Komisaris. Laporan Tbk, with the appointment of such a consultant being
Hasil Penilaian Konsultan disampaikan dan dilaporkan/ within the authority of the Board of Commissioners.
dibahas dalam rapat Dewan Komisaris, serta mencatat The Consultant’s Assessment Report is presented and
masukan, arahan dan rekomendasi dari Anggota Dewan discussed in the Board of Commissioners meeting, and
Komisaris, untuk dipergunakan meningkatkan kepatuhan inputs, directions, and recommendations from Board
Dewan Komisaris dalam tahun-tahun berikutnya. of Commissioners Members are recorded for use in
improving the Board of Commissioners’ compliance in
subsequent years.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
11. Bertanggung jawab tersusunnya usulan Indikator Kinerja 11. Responsible for the preparation of the Annual
Kunci Tahunan Dewan Komisaris yang mengacu pada KeyPerformance Indicators Proposal of the Board of
kriteria dan indikator kinerja Dewan Komisaris yang Commissioners, referring to the criteria and indicators
ditetapkan dalam Ketentuan Peraturan Kementerian set forth in the Ministry of State-Owned Enterprises
BUMN, serta memperhatikan hasil evaluasi pencapaian Regulations, taking into account the evaluation results
indikator kinerja kunci Dewan Komisaris tahun of the previous years’ Board of Commissioners key
yang lampau dan mengantisipasi kebutuhan fokus performance indicators and anticipating the focus of
pengawasan atas pengelolaan Perseroan kini dan yang oversight needs for the current and future management
akan datang. Usulan indikator kinerja kunci Dewan of the Company. The proposal forthe key performance
Komisaris tersebut kemudian dibahas, dikaji dan indicators of the Board ofC ommissioners is then
ditetapkan oleh Dewan Komisaris. discussed, reviewed, anddetermined by the Board of
12. Mengkoordinasi penyiapan dan penyusunan laporan- Commissioners.
laporan Dewan Komisaris seperti laporan tahunan Dewan 12. Coordinate the preparation and drafting of reports of the
Komisaris, termasuk Laporan Pelaksanaan Pengawasan Board of Commissioners, such as the annual report of the
Dewan Komisaris (Tahun Buku sebelumnya) untuk Board of Commissioners, including the Implementation
dipertanggungjawabkan dalam RUPS dan tersusunnya Report of the Board of Commissioners’ Oversight (for the
laporan self assessment penilaian kinerja tahunan Dewan previous financial year) to be accounted for at the General
Komisaris dan laporan lainnya. Meeting of Shareholders, and the preparation of the self-
assessment report on the annual performance evaluation
of the Board of Commissioners and other reports.
13. Menyiapkan dan menyusun konsep Laporan Pelaksanaan 13. Prepare and draft the Concept of ImplementationReport
Hasil Penilaian Kinerja Tahunan Dewan Komisaris yang on the Annual Performance Evaluation ofthe Board of
dilakukan secara self assessment dan melaporkan hasil Commissioners, conducted throughself-assessment, and
penilaian kepada Dewan Komisaris untuk dibahas dan report the evaluation resultsto the Board of Commissioners
diklarifikasi, serta disepakati untuk diterbitkan sebagai for discussion andclarification, and agree on its issuance
Laporan Penilaian Kinerja Dewan Komisaris (Tahun Buku as the Board ofCommissioners’ Performance Evaluation
Berjalan). Report (forthe Current Financial Year).
14. Melakukan koordinasi dengan anggota Komite- komite 14. Coordinate with the Committees of the Board
Dewan Komisaris dalam rangka memperlancar tugas ofCommissioners to facilitate the duties of the Board
Dewan Komisaris. ofCommissioners.
15. Melakukan koordinasi dan evaluasi atas tersedianya data 15. Coordinate and evaluate the availability of data and
informasi yang diperlukan oleh Dewan Komisaris secara information required by the Board of Commissioners
berkala dan atau sewaktu-waktu apabila diminta. periodically and/or when requested.
16. Melakukan koordinasi dengan anggota Komite- komite 16. Coordinate with the Committees of the Board
Dewan Komisaris dalam rangka memperlancar tugas ofCommissioners to facilitate the duties of the Board
Dewan Komisaris. ofCommissioners.
17. Melakukan koordinasi dengan Corporate Secretary dalam 17. Coordinate with the Corporate Secretary to facilitate
rangka memperlancar pelaksanaan tugas dan kewajiban the implementation of the duties and obligations of the
Dewan Komisaris dan Direksi dalam pelaksanaan Board of Commissioners and Directors in their respective
tugasnya masing-masing dalam pengelolaan dan roles in the management and development of the
pengembangan Perseroan serta dalam pengawasan dan Company, as well as in oversight and advice-giving.
pemberian nasihat.
Pengembangan Kompetensi Competency Development
Program pengembangan kompetensi Sekretaris Dewan The competency development program for the Secretary of
Komisaris dapat dilihat di bagian Pendidikan dan/atau the Board of Commissioners can be found in the Education
Pelatihan pada Bab Profil Perusahaan dalam buku Laporan and/or Training section in the Company Profile section of this
Tahunan ini. Annual Report.
Kebijakan dan Besaran Remunerasi Remuneration Policy and Amount
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara Based on the Minister of State-Owned Enterprises Regulation
No. PER-3/MBU/03/2023, tanggal 24 Maret 2023, tentang No. PER-3/MBU/03/2023, dated March 24, 2023, regarding
Organ dan Sumber Daya Manusia Badan Usaha Milik Negara, the Organ and Human Resources of State-Owned Enterprises,
Sekretaris Dewan Komisaris memperoleh remunerasi berupa the Secretary of the Board of Commissioners receives
vvhvvv dari gaji Direktur Utama. remuneration in the form of an honorarium equal to 15% of
the salary of the President Director.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pelaksanaan Tugas Tahun 2024 Performance of Duties in 2024
Sekretaris Dewan Komisaris telah melaksanakan tugasnya The Secretary of the Board of Commissioners has fulfilled
dalam mendukung Dewan Komisaris menjalankan fungsi their duties in supporting the Board of Commissioners in
pengawasan Dewan Komisaris. carrying out their supervisory functions.
Secara umum, seluruh tugas Sekretaris Dewan Komisaris Generally, all tasks of the Secretary of the Board of
selama tahun 2024 telah dilaksanakan sesuai target- target Commissioners during the year 2024 have been carried out
yang ditetapkan. according to the set targets.
Tugas-tugas pokok Sekretaris Dewan Komisaris yang telah The main tasks of the Secretary of the Board of Commissioners
dilaksanakan sepanjang tahun 2024, di antaranya sebagai carried out throughout the year 2024 include:
berikut:
1. Menyusun Program Kerja Tahunan 2024 Dewan 1. Prepare the 2024 Annual Work Program of the Board of
Komisaris beserta Agenda Rapat per Bulan secara tepat Commissioners along with the Monthly Meeting Agenda
waktu sesuai target. promptly according to target.
2. Menyusun Indikator Kinerja Kunci (Key Performance 2. Developing Key Performance Indicators (Key Performance
Indicators/KPI) Dewan Komisaris untuk dipergunakan Indicators/KPI) of the Board of Commissioners to be used
menilai pencapaian kinerja Dewan Komisaris dalam to assess the performance achievement of the Board
menjalankan pelaksanaan tugas pengawasan dan of Commissioners in carrying out the implementation
pemberian saran dan/rekomendasi kepada Direksi dalam of supervisory duties and providing advice and/or
menjalankan dan mengembangkan bisnis Perseroan. recommendations to the Board of Directors in running
and developing the Company’s business.
3. Bersama-sama Corporate Secretary and Chief 3. Together with the Corporate Secretary and Chief
Administration Officer melakukan persiapan untuk Administration Officer, prepare for the holding of the
penyelenggaraan RUPS di tahun 2024, di antaranya GMS in 2024, including the issuance of the Decree of the
penerbitan Surat Keputusan Dewan Komisaris tentang Board of Commissioners regarding the appointment of
penunjukan Komisaris Utama sebagai Pemimpin RUPS, the President Commissioner as the Leader of the GMS,
penyusunan Laporan Pelaksanaan Tugas Pengawasan preparation of the Report on the Implementation of the
Dewan Komisaris Tahun Buku 2023 untuk disampaikan Supervisory Duties of the Board of Commissioners for
dan dipertanggungjawabkan dalam RUPS. the 2023 Financial Year to be submitted and accounted
for in the GMS.
4. Menyusun laporan hasil penilaian secara self assessment 4. Prepare a report on the results of the self-assessment
kinerja Dewan Komisaris Triwulanan dan melaporkan Quarterly performance of the Board of Commissioners
hasilnya kepada Menteri BUMN c.q. Asisten Deputi and report the results to the Minister of SOEs cq Assistant
Bidang Jasa Infrastruktur. Deputy for Infrastructure Services.
5. Menyelenggarakan Rapat Dewan Komisaris dan Rapat 5. Organizing Board of Commissioners Meetings
Koordinasi Dewan Komisaris dengan Direksi, serta and Coordination Meetings between the Board of
kunjungan kerja Dewan Komisaris ke proyek-proyek jalan Commissioners and the Board of Directors, as well as
tol, kantor-kantor Regional dan/atau Anak Perusahaan. working visits by the Board of Commissioners to toll road
projects, Regional offices and/or Subsidiaries.
6. Menyusun Risalah Rapat beserta dinamikanya untuk 6. Prepare the Minutes of Meeting along with its dynamics
disampaikan kepada Corporate Secretary and Chief to be submitted to the Corporate Secretary and Chief
Administration Officer dan mengadministrasikan Risalah Administration Officer and administer the Minutes of
Rapat dengan baik. Meeting properly.
7. Menyusun Matriks Tindak Lanjut Keputusan Rapat 7. Prepare a Quarterly Meeting Decision Follow-up Matrix,
per Triwulan, memantau dan melakukan evaluasi atas monitor and evaluate the follow-up to Quarterly
tindak lanjut keputusan-keputusan Rapat per Triwulan, Meeting decisions, report the results to the Board of
melaporkan hasilnya kepada Dewan Komisaris, serta Commissioners, and follow up on the decisions of the
menindaklanjuti keputusan Rapat Dewan Komisaris. Board of Commissioners Meeting.
8. Menyusun Rencana Kegiatan dan Anggaran Perusahaan 8. Prepare the Company’s Activity and Budget Plan (RKAP)
(RKAP) Dewan Komisaris. for the Board of Commissioners.
9. Menyusun dan menyampaikan surat-surat dan/atau 9. Prepare and submit letters and/or documents required
dokumen yang diperlukan Dewan Komisaris kepada by the Board of Commissioners to relevant parties in a
pihak terkait secara tepat waktu. timely manner.
10. Menyusun Laporan Tahunan 2024 Perseroan pada bagian 10. Preparing the Company’s 2024 Annual Report for the
Dewan Komisaris. Board of Commissioners.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
11. Menyusun Keputusan Dewan Komisaris atas adanya 11. Drafting the Board of Commissioners’ Decision on
perubahan dalam keanggotaan Komite-komite di bawah changes in the membership of the Committees under the
Dewan Komisaris. Board of Commissioners.
Rencana Kerja Tahun 2025 Work Plan for 2025
Sekretaris Dewan Komisaris telah menyusun dan menetapkan The Secretary of the Board of Commissioners has drafted and
rencana kerja tahun 2025 yang akan dibahas melalui sejumlah established the work plan for 2025, which will be discussed
rapat. in several meetings.
Rencana kerja Sekretaris Dewan Komisaris di tahun 2025 The work plan of the Secretary of the Board of Commissioners
antara lain sebagai berikut: in 2025 include, among others, the following:
1. Penyusunan konsep Program Kerja Tahunan Dewan 1. Preparation of the concept of the Annual Work Program
Komisaris beserta Key Performance Indicator (KPI) 2025 of the Board of Commissioners and Key Performance
Dewan Komisaris untuk dibahas dan disahkan Dewan Indicator (KPI) 2025 Board of Commissioners to be
Komisaris di awal tahun. discussed and approved by the Board of Commissioners
at the beginning of the year.
2. Penyusunan Laporan Pelaksanaan Tugas Pengawasan 2. Preparation of the Report on the Implementation of the
Dewan Komisaris Tahun Buku 2024, untuk disampaikan Board of Commissioners’ Supervisory Duties for the
dan dipertanggungjawabkan dalam RUPS Tahunan Tahun 2024 Financial Year, to be submitted and accounted for
Buku 2024. at the 2024 Annual GMS.
3. Penyusunan Matriks Tindak Lanjut Keputusan Rapat 3. Preparation of the Matrix of Follow-up to the Decisions
Dewan Komisaris Triwulanan Tahun 2025 untuk of the 2025 Quarterly Board of Commissioners Meeting
dilaporkan kepada Dewan Komisaris yang selanjutnya to be reported to the Board of Commissioners which
akan dibahas dalam Rapat Dewan Komisaris sesuai will then be discussed in the Board of Commissioners
jadwal yang diagendakan dalam Program Kerja Tahunan Meeting according to the schedule set out in the 2025
2025 Dewan Komisaris. Annual Work Program of the Board of Commissioners.
4. Penilaian kinerja Triwulanan dan Tahunan Dewan 4. Quarterly and Annual Performance Assessment of the
Komisaris Tahun Buku 2025 secara self-assessment serta Board of Commissioners for the 2025 Financial Year self-
menyusun Laporan Hasil Penilaiannya untuk dilaporkan assessment and prepare an Assessment Results Report to
kepada Dewan Komisaris Perseroan. be reported to the Company’s Board of Commissioners.
5. Penyiapan dan penyusunan konsep Laporan Tahunan 5. Preparation and drafting of the concept of the Board of
Dewan Komisaris Tahun Buku 2025. Commissioners’ Annual Report for the 2025 Financial
Year.
6. Penyiapan seluruh dokumen, surat dan laporan yang 6. Preparation of all documents, letters and reports
terkait dengan aktivitas Dewan Komisaris dalam related to the activities of the Board of Commissioners
melakukan pengawasan dan pemberian nasihat dan/ in supervising and providing advice and/or
atau rekomendasi kepada Direksi dalam pengelolaan recommendations to the Board of Directors in the
dan pengembangan Perseroan untuk penilaian kinerja management and development of the Company for
Dewan Komisaris selama tahun 2025. the assessment of the performance of the Board of
Commissioners during 2025.
7. Penyusunan Rencana Kerja dan Anggaran Perusahaan 7. Preparation of the 2026 Company Work Plan and
(RKAP) 2026 Dewan Komisaris untuk mendapatkan Budget (RKAP) of the Board of Commissioners to
persetujuan dan penetapan Dewan Komisaris sebagai obtain the approval and determination of the Board
RKAP 2026 Dewan Komisaris. of Commissioners as the 2026 RKAP of the Board of
Commissioners.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 615
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Organ dan Komite di Bawah Direksi
Organ and Committees Under the Board of Directors
Dalam menjalankan tugasnya, Direksi dibantu oleh Organ In carrying out its duties, the Board of Directors is assisted by
dan Komite di bawah Direksi, yaitu Komite Manajemen Risiko, Organs and Committees under the Board of Directors, namely
Komite Pengarah Teknologi Informasi, Komite Tanggung the Risk Management Committee, the Information Technology
Jawab Sosial dan Lingkungan, Corporate Secretary, dan Steering Committee, Social and Environmental Responsibility
Internal Audit. Committee, the Corporate Secretary, and the Internal Audit.
Komite Manajemen Risiko Risk Management Committee
Komite Manajemen Risiko adalah suatu forum dengan fungsi The Risk Management Committee is a forum with the primary
pokok untuk pengambilan keputusan terkait dengan kebijakan, function of decision-making related to policies, strategies, and
strategi dan program Manajemen Risiko, pengarahan untuk Risk Management programs, providing guidance to enhance
meningkatkan efektivitas Manajemen Risiko, hasil audit the effectiveness of Risk Management, and reviewing internal
internal atau evaluasi lainnya terhadap proses Manajemen audits orother evaluations of the Risk Management processes.
Risiko. Komite ini diketuai oleh Direktur Utama dengan This com mittee is chaired by the President Director with the
Direktur Keuangan dan Manajemen Risiko sebagai sekretaris Director of Finance and Risk Management as the secretary,
sesuai Surat Keputusan Direksi PT Jasa Marga (Persero) Tbk No. as stipulated in the Board of Directors’ Decree of PT Jasa
115/KPTS/2022 Tentang Pembentukan Komite Manajemen Marga (Persero) Tbk No. 115/KPTS/2022 Regarding the
Risiko dan Tim Sekretariat Komite Manajemen Risiko PT Jasa Establishment of the Risk Management Committee and the
Marga (Persero) Tbk. Risk Management Committee Secretariat Team of PT Jasa
Marga (Persero) Tbk.
Kedudukan Komite Manajemen Risiko dalam Position of the Risk Management Committee in
Struktur Tata Kelola the Corporate Governance Structure
Dalam struktur Tata Kelola Perusahaan, Komite Manajemen In the Corporate Governance structure, the Risk Management
Risiko beranggotakan para Direksi dan Internal Audit Senior Committee consists of the Board of Directors and the Internal
Group Head dan langsung bertanggung jawab kepada Direktur Audit Senior Group Head and directly reports to the President
Utama. Director.
Bagan Kedudukan Komite Manajemen Risiko dalam Struktur Organisasi Perseroan
Chart of the Risk Management Committee Position in the Company’s Organizational Structure
Ketua Komite
Head of Committee
Direktur Utama
President Director
Direktorat Direktorat Human Direktorat Keuangan
Direktorat Bisnis Direktorat Operasi
Direktorat Utama Pengembangan Usaha Capital & Transformasi dan Manajemen Risiko
Anggota Komite Directorate of Business Directorate of
Main Directorate Directorate of Business Directorate of Human Directorate of Finance and
Independen Operations
Development Capital & Transformation Risk Management
Member of
Independent
Committee
Internal Audit Senior Sekretaris Komite
Committee Secretariat
Group Anggota Komite
Anggota Komite Direktur Keuangan
Head Anggota Komite
Member of Anggota Komite
Member of
dan Manajemen Risiko
Member of Anggota Komite Committee
Committee Member of Director of Finance and
Committee Member of Direktur Human
Direktur Committee Risk Management
Corporate Committee Capital &
Pengembangan Direktur Operasi
Secretary & Chief Direktur Bisnis Transformasi
Usaha Director of Wakil Sekretaris Komite
Administration Director of Business Director of
Director of Business Operation Deputy Committee
Office Human Capital &
Development Secretariat
Transformation
RQM Group Head
RQM Group Head
616 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 617
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Fungsi Komite Manajemen Risiko Functions of the Risk Management Committee
1. Menetapkan konteks risiko strategis berupa: 1. Establishing the strategic risk context, including:
a. Menetapkan sumber risiko-risiko eksternal a. Identifying strategic external risk sources;
strategis; b. Identifying strategic internal risk sources;
b. Menetapkan sumber risiko-risiko internal strategis; 2. Establishing Comprehensive Risk Management System
2. Menetapkan Kebijakan dan Strategi Sistem Manajemen Policies and Strategies;
Risiko secara Komprehensif.
3. Menetapkan Pedoman Sistem Manajemen Risiko. 3. Establishing Risk Management System Guidelines.
4. Menetapkan Kriteria Risiko Strategis berupa: 4. Setting Strategic Risk Criteria, including:
a. Menetapkan jenis risiko; a. Identifying types of risks;
b. Menetapkan atribut dan sub atribut risiko; b. Identifying risk attributes and sub-attributes;
c. Menetapkan sifat risiko; c. Determining the nature of risks;
d. Menetapkan selera risiko (risk appetite); d. Establishing risk appetite;
e. Menetapkan batas dan toleransi risiko (risk e. Setting risk limits and tolerances
tolerance);
5. Melakukan Asesmen Risiko dengan tahapan sebagai 5. Conducting Risk Assessments with the following steps:
berikut: a. a. Strategic risk analysis process involving the
a. Proses analisa risiko strategis berupa membuat creation of reports on extreme, high, moderate, low,
laporan analisa tingkat risiko strategis Ekstrim, and very low strategic risk analysis levels;
Tinggi, Moderat, Rendah dan Sangat Rendah; b. Strategic risk evaluation process, including:
b. Proses evaluasi risiko strategis yaitu: i. Comparison with criteria;
i. Membandingkan dengan kriteria; ii. Identification and assessment of alternatives;
ii. Identifikasi dan asesmen alternatif lain; iii. Comparison with criteria;
iii. Memutuskan tipe respon; iv. Deciding on the type of response;
iv. Menetapkan prioritas; v. Setting priorities;
v. Menyusun profil risiko korporat; vi. Developing corporate risk profiles;
vi. Melakukan evaluasi terhadap realisasi tindak vii. Evaluating the realization of risk protection
lindung dengan profil risiko korporat. with the corporate risk profile.
6. Menetapkan hasil pengukuran maturitas implementasi 6. Establishing the results of measuring the maturity of
Manajemen Risiko di lingkungan Jasa Marga Grup. Risk Management implementation within the Jasa Marga
Group environment.
Tugas, Tanggung Jawab, dan Wewenang Komite Duties, Responsibilities, and Authorities of
Manajemen Risiko the Risk Management Committee
Sebagaimana yang tercantum di dalam Keputusan Direksi As stated in the Board of Directors Decision of PT Jasa Marga
PT Jasa Marga (Persero) Tbk No. 115/KPTS/2022, Komite (Persero) Tbk No. 115/KPTS/2022, the Risk Management
Manajemen Risiko memiliki tugas, tanggung jawab, dan Committee has the following duties, responsibilities, and
wewenang, sebagai berikut: authorities:
1. Ketua Komite 1. Committee Chair
Tugas dan Tanggung Jawab: Duties and Responsibilities:
a. Memimpin pelaksanaan kerja Komite. a. Leading the committee’s work execution.
b. Melakukan pembahasan terhadap: b. Conducting discussions on:
i. Kebijakan, Manual, Risk Appetite, Risk i. Policies, Manuals, Risk Appetite, Risk Tolerance,
Tolerance, dan Kriteria Risiko; and Risk Criteria;
ii. Profil Risiko Perusahaan serta rencana tindak ii. Company Risk Profile and mitigation plans;
lindung;
iii. Arahan untuk meningkatkan efektivitas iii.Directions to enhance the effectiveness of risk
penerapan manajemen risiko; management implementation;
iv. Hasil audit internal atau hasil evaluasi lainnya iv. Results of internal audits or other evaluations
terhadap proses manajemen risiko; of risk management processes;
v. Realisasi Hasil Pengolahan Risiko Korporasi. v. Realization of Corporate Risk Processing Results
c. Memberikan Keputusan berupa penetapan c. Making decisions such as:
mengenai: i. Determination of Risk Management Policies
i. Kebijakan dan Manual Manajemen Risiko; and Manuals;
ii. Profil Risiko Perseroan serta rencana tindak ii. Company Risk Profile and mitigation plans;
lindung;
iii. Perbaikan sistem manajemen risiko secara iii. Continuous improvement of risk management
berkelanjutan. systems.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 617
Page 618
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
d. Mengikuti kegiatan pengembangan kompetensi d. Participating in risk management competency
Sistem Manajemen Risiko dalam bentuk benchmark, development activities such as benchmarking,
training, seminar, workshop, roundtable, e-learning, training, seminars, workshops, roundtables,
forum group discussion, atau kegiatan sejenis e-learning, group discussions, or similar activities.
lainnya.
Wewenang: Authorities:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities, the
Ketua Komite diberi kewenangan sebagai berikut: Committee Chair has the following authorities:
a. Mengakses dokumen, data dan informasi tentang a. MAccessing documents, data, and information
karyawan serta dana, aset dan sumber daya about employees as well as the company’s funds,
Perseroan yang diperlukan. assets, and resources as needed.
b. Melakukan komunikasi langsung dengan unit kerja b. Direct communication with Central Office, Regional,
Kantor Pusat, Regional dan/atau Representative and/or Representative Office units, Subsidiaries, and
Office, Anak Perusahaan dan Proyek termasuk Projects including Directors and Risk Management
Direksi dan pihak yang menjalankan Manajemen practitioners.
Risiko.
c. Melibatkan pihak independen, di luar anggota c. Involving independent parties, outside of the
Komite yang diperlukan untuk membantu committee members, as needed to assist in carrying
pelaksanaan tugasnya. out their duties.
d. Melakukan kewenangan lain sehubungan dengan d. Exercising other authorities related to risk
manajemen risiko. management.
e. Melakukan kewenangan untuk melakukan pengujian e. Authority to conduct testing and inspection of
dan melakukan inspeksi terhadap Unit Kerja Kantor Central Office, Regional, and/or Representative
Pusat, Regional dan/atau Representative Office, Office units, Subsidiaries, and Projects.
Anak Perusahaan dan Proyek, Anak Perusahaan dan
Proyek.
f. Menetapkan keputusan hasil Rapat Komite. f. Determining decisions from Committee Meetings
2. Sekretariat Komite Merangkap Anggota 2. Secretariat of the Committee Concurrently serving as
Member
Tugas dan Tanggung Jawab: Duties and Responsibilities:
a. Menyusun dan mendokumentasikan administrasi a. Prepare and document the administrative tasks of
Komite Manajemen Risiko mengenai: the Risk Management Committee regarding:
i. Perencanaan Kegiatan Manajemen Risiko; i. Risk Management Activity Planning;
ii. Penjadwalan Kegiatan Manajemen Risiko; ii. Risk Management Activity Scheduling;
iii. Perencanaan Kebutuhan Kompetensi iii. Risk Manager Competency Needs Planning;
Pengelola Risiko;
iv. Pendokumentasian dan Pengarsipan Kegiatan iv. Documentation and Archiving of Risk
Manajemen Risiko; Management Activities;
v. Pendistribusian hasil pertemuan kegiatan v. Distribution of the results of risk management
Manajemen Risiko. activities.
b. Menyiapkan undangan rapat, mencatat hasil b. Prepare meeting invitations, record the results
pembahasan Rapat Komite dan dituangkan ke of Committee Meetings, and document them in
dalam Risalah. Meeting Minutes.
c. Memastikan terselenggaranya Rapat Komite. c. Ensure the holding of Committee Meetings.
d. Mengikuti pembahasan Rapat Komite. d. Attend Committee Meetings.
Wewenang: Authorities:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out its duties and responsibilities, the
Sekretariat Komite diberi kewenangan sebagai berikut: Secretariat of the Committee is granted the following
authorities:
a. Mengakses dokumen, data dan informasi tentang a. Access documents, data, and information about
karyawan serta dana, aset dan sumber daya employees as well as the company’s funds, assets,
Perseroan yang diperlukan. and resources as needed.
b. Melakukan komunikasi langsung dengan b. Direct communication with Central Office, Regional,
unit kerja Kantor Pusat, Regional dan/atau and/or Representative Office units, Subsidiaries,
Representative Office, Anak Perusahaan dan Proyek and Projects including Directors and parties
termasuk Direksi dan pihak yang menjalankan involved in Risk Management.
Manajemen Risiko.
618 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 619
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
c. Melibatkan pihak independen, di luar anggota c. Engage independent parties, outside of the
Komite yang diperlukan untuk membantu committee members, as necessary to assist in
pelaksanaan tugasnya. carrying out its duties.
3. Wakil Sekretariat Komite Merangkap Anggota Tugas dan 3. Deputy Secretariat of the Committee Concurrently
Tanggung Jawab: Serving as Member
a. Menggantikan Sekretariat Komite bila sedang a. Substitute for the Committee Secretariat when they
berhalangan hadir. are unable to attend.
b. Menyusun dan mendokumentasikan administrasi b. Prepare and document the administrative tasks of
Komite Manajemen Risiko mengenai: the Risk Management Committee regarding:
i. Perencanaan Kegiatan Manajemen Risiko; i. Risk Management Activity Planning;
ii. Penjadwalan Kegiatan Manajemen Risiko; ii. Risk Management Activity Scheduling;
iii. Perencanaan Kebutuhan Kompetensi iii. Risk Manager Competency Needs Planning;
Pengelola Risiko;
iv. Pendokumentasian dan Pengarsipan Kegiatan iv. Documentation and Archiving of Risk
Manajemen Risiko; Management Activities;
v. Pendistribusian hasil pertemuan kegiatan v. Distribution of the results of risk management
Manajemen Risiko. activities.
c. Menyiapkan undangan rapat, mencatat hasil c. Prepare meeting invitations, record the results
pembahasan Rapat Komite dan dituangkan ke of Committee Meetings, and document them in
dalam Risalah. Meeting Minutes.
d. Memastikan terselenggaranya Rapat Komite. d. Ensure the holding of Committee Meetings.
e. Mengikuti pembahasan Rapat Komite. e. Attend Committee Meetings.
Wewenang: Authorities:
Dalam melaksanakan tugas dan tanggungjawabnya, In carrying out its duties and responsibilities, the
Wakil Sekretariat Komite diberikewenangan sebagai Deputy Secretariat of the Committee is granted the
berikut: following authorities:
a. Mengakses dokumen, data dan informasi tentang a. Access documents, data, and information about
karyawan serta dana, aset dan sumber daya employees as well as the company’s funds, assets,
Perusahaan yang diperlukan. and resources as needed.
b. Melakukan komunikasi langsung dengan unit kerja b. Direct communication with Central Office, Regional,
Kantor Pusat, Regional dan/atau Representative and/or Representative Office units, Subsidiaries,
Office, Anak Perusahaan dan Proyek termasuk Direksi and Projects including Directors and parties
dan pihak yang menjalankan Manajemen Risiko. involved in Risk Management.
c. Melibatkan pihak independen, di luar anggota c. Engage independent parties, outside of the
Komite yang diperlukan untuk membantu committee members, as necessary to assist in
pelaksanaan tugasnya. carrying out its duties..
4. Anggota Komite 4. Committee Member
Tugas dan Tanggung Jawab: Duties and Responsibilities:
a. Mengikuti pembahasan secara rutin sesuai jadwal a. Participate in regular discussions according to the
yang telah ditetapkan. established schedule.
b. Memberikan masukan kepada Ketua Komite terkait b. Provide input to the Committee Chair regarding
Manajemen Risiko. Risk Management.
c. Memberikan masukan kepada Ketua Komite c. Provide input to the Committee Chair regarding
mengenai isu dan hal terkait Manajemen Risiko issues related to Risk Management and risks that
dan risiko yang mengancam pencapaian sasaran threaten the company’s objectives.
Perusahaan.
d. Memberikan rekomendasi kepada Ketua Komite d. Provide recommendations to the Committee Chair
mengenai: regarding:
i. Kebijakan dan Manual Manajemen Risiko; i. Risk Management Policies and Manuals;
ii. Profil Risiko Perseroan serta rencana tindak ii. Company Risk Profile and mitigation plans;
lindung;
iii. Perbaikan sistem manajemen risiko secara iii. Continuous improvement of risk management
berkelanjutan. systems.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 619
Page 620
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
e. Mengikuti pembahasan Rapat Komite mengenai: e. Attend Committee Meetings to discuss:
i. Sumber risiko teknis internal dan eksternal; i. Technical internal and external risk sources;
ii. Prosedur Sistem Manajemen Risiko; ii. Risk Management System Procedures;
iii. Penetapan kriteria risiko strategis dan teknis; iii. Determination of strategic and technical risk
iv. Melakukan identifikasi dan analisa risiko baik criteria;
teknis maupun strategis; iv. Conduct technical and strategic risk
v. Melakukan evaluasi baik risiko teknis maupun identification and analysis;
strategis; v. Evaluate both technical and strategic risks;
vi. Menetapkan dan mengimplementasikan
rencana penanganan risiko. vi. Establish and implement risk handling plans.
f. Memberikan rekomendasi penanganan atau tindak f. Provide recommendations for risk handling or
lindung risiko. mitigation.
g. Anggota Komite wajib menjaga kerahasiaan atas g. Committee members must maintain confidentiality
seluruh dokumen, data, informasi dan segala regarding all documents, data, information, and
sesuatu yang berhubungan dengan pelaksanaan everything related to the Committee’s tasks.
tugas Komite.
Wewenang: Authorities:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities,
Anggota Komite diberi kewenangan sebagai berikut: Committee Members are granted the following
authorities:
a. Memberi instruksi kepada Tim Sekretariat a. Instruct the Risk Management Committee
Komite Manajemen Risiko di Direktoratnya untuk Secretariat Team in their Directorate to follow up
menindaklanjuti hasil pembahasan rapat Komite on the results of Risk Management Committee
Manajemen Risiko. meetings.
b. Memberi instruksi kepada Tim Sekretariat Komite b. Instruct the Risk Management Committee
Manajemen Risiko untuk mengakses dokumen, data Secretariat Team to access documents, data,
dan informasi tentang karyawan serta dana, aset and information about employees as well as the
dan sumber daya Perseroan yang diperlukan. company’s funds, assets, and resources as needed.
c. Memberi instruksi kepada Tim Sekretariat Komite c. Instruct the Risk Management Committee
Manajemen Risiko untuk melakukan komunikasi Secretariat Team to communicate directly with
secara langsung dengan pihak-pihak yang terkait parties involved in the Committee’s tasks, including
dengan tugas-tugas Komite, termasuk dalam conveying information related to financial and
mengkomunikasikan hal-hal terkait informasi management matters.
keuangan dan manajemen.
d. Memberi instruksi kepada Tim Sekretariat Komite d. Instruct the Risk Management Committee
Manajemen Risiko untuk melakukan pengujian Secretariat Team to conduct random testing and
secara uji petik dan melakukan inspeksi terhadap inspections of Head Office, Regional, and/or
unit kerja Kantor Pusat, Regional dan/atau Representative Office, Subsidiaries and Projects.
Representative Office, Anak Perusahaan dan Proyek.
5. Anggota Komite (Independen) Tugas dan Tanggung 5. Committee Member (Independent) Duties and
Jawab: Responsibilities:
a. Mengikuti pembahasan secara rutin sesuai jadwal a. Participate in regular discussions according to the
yang telah ditetapkan meliputi tentang: established schedule, including:
i. Sumber risiko teknis internal dan eksternal; i. Technical internal and external risk sources;
ii. Prosedur Sistem Manajemen Risiko; ii. Risk Management System Procedures;
iii. Penetapan kriteria risiko strategis dan teknis; iii. Determination of strategic and technical risk
criteria;
iv. Melakukan identifikasi dan analisa risiko baik iv. Conducting technical and strategic risk
teknis maupun strategis; identification and analysis;
v. Melakukan evaluasi baik risiko teknis maupun v. Evaluating both technical and strategic risks;
strategis;
vi. Menetapkan menyiapkan dan vi. Establishing, preparing, and implementing risk
mengimplementasikan rencana penanganan handling plans.
risiko.
b. Anggota Komite Independen wajib menjaga b. Independent Committee Members must maintain
kerahasiaan atas seluruh dokumen, data, informasi confidentiality regarding all documents, data,
dan segala sesuatu yang berhubungan dengan information, and everything related to the
pelaksanaan Tugas Komite. Committee’s tasks.
620 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 621
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Wewenang: Authorities:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities,
Anggota Komite Independen diberi kewenangan sebagai Independent Committee Members are granted the
berikut: following authorities:
a. Melaksanakan analisa dan memantau hasil dari a. Analyze and monitor the results of decisions made
keputusan Rapat Komite Manajemen Risiko. during Risk Management Committee meetings.
b. Melakukan penelaahan terhadap aktivitas a. Review the activities carried out during Risk
pelaksanaan Rapat Komite Manajemen Risiko yang Management Committee meetings by Committee
dilakukan oleh Anggota Komite. Members.
Struktur Keanggotaan dan Profil Anggota Structure of Membership and Member Profile
Berdasarkan Surat Keputusan Direksi No. 115/KPTS/2022 Based on the Board of Directors’ Decree No. 115/KPTS/2022
tanggal 15 September 2022, susunan anggota Komite dated September 15, 2022, the composition of the Risk
Manajemen Risiko (KMR) dan Tim Sekretariat Komite Management Committee (RMC) members and the Risk
Manajemen Risiko (TSKMR) adalah sebagai berikut: Management Committee Secretariat Team (RMCST) is as
follows:
Tabel Susunan Anggota Komite Manajemen Risiko
Table of Risk Management Committee Members
Kedudukan dalam
Nama Jabatan Komite Masa Jabatan Profil
No
Name of the Position Arrangement in the Terms of Service Profile
Committee
1. Direktur Utama Ketua Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
President Director Committee Chair masa jabatan sebagai Direktur Utama Profil Direksi
The term of office is valid until the end of the term Disclosed in the Board of
as the President Director. Directors Profile page
2. Direktur Keuangan & Sekretariat Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
Manajemen Risiko merangkap Anggota masa jabatan sebagai Direktur Keuangan & Profil Direksi
Director of Finance & Komite Manajemen Risiko Disclosed in the Board of
Risk Management Committee Secretariat The term of office is valid until the end of the term Directors Profile page
Concurrently Serving as the Director of Finance & Risk Management
as Member of the
Committee
3. Risk & Quality, Health, Wakil Sekretariat Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
Safety, & Environment merangkap Anggota masa jabatan sebagai Risk & Quality, Health, Profil Pejabat Eksekutif
Group Head Komite Safety, & Environment Group Head Disclosed in the Executive
Deputy Committee The term of office is valid until the end of the Officers Profile Page
Secretariat Concurrently term as the Risk & Quality, Health, Safety, &
Serving as Member of Environment Group Head
the Committee
4. Direktur Human Capital Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
& Transformasi Committee Member masa jabatan sebagai Direktur Human Capital & Profil Direksi
Director of Transformasi Disclosed in the Board of
Human Capital & The term of office is valid until the end of the term Directors Profile page
Transformation as the Director of Human Capital & Transformation
5. Direktur Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
Pengembangan Usaha Committee Member masa jabatan sebagai Direktur Pengembangan Profil Direksi
Director of Business Usaha Disclosed in the Board of
Development The term of office is valid until the end of the term Directors Profile page
as the Director of Business Development
6. Direktur Operasi Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
Director of Operations Committee Member masa jabatan sebagai Direktur Operasi Profil Direksi
The term of office is valid until the end of the term Disclosed in the Board of
as the Director of Operations Directors Profile page
7. Direktur Bisnis Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
Director of Business Committee Member masa jabatan sebagai Direktur Bisnis Profil Direksi
The term of office is valid until the end of the term Disclosed in the Board of
as the Director of Business Directors Profile page
8. Corporate Secretary Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
& CAO Committee Member masa jabatan sebagai Corporate Secretary & CAO Profil Pejabat Eksekutif
The term of office is valid until the end of the term Disclosed in the Executive
as the Corporate Secretary & CAO Officers Profile Page
9. Internal Audit Senior Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian
Group Head (Independen) masa jabatan sebagai Internal Audit Group Head Profil Pejabat Eksekutif
Committee Member The term of office is valid until the end of the term Disclosed in the Executive
(Independent) as the Internal Audit Group Head Officers Profile Page
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 621
Page 622
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Susunan Anggota Tim Sekretariat Komite Manajemen Risiko
Table of Risk Management Committee Secretariat Team Membership Composition
Nama Jabatan Kedudukan dalam Tim Sekretariat Komite
No
Name of the Position Arrangement in the Committee Secretariat Team
1. Risk & Quality, Health, Safety, & Environment Group Head Ketua merangkap Anggota
Chairperson concurrently Member
2. Risk Management Department Head Wakil Ketua merangkap Anggota
Chairperson concurrently Member
A. Direktorat Utama
A. Main Directorate
1. Corporate Communication & Community Development Group Head Anggota
Member
2. Legal and Compilance Group Head Anggota
Member
3. Procurement & Fixed Asset Group Head Anggota
Member
B. Direktorat Bisnis
B. Directorate of Business
1. Concession Business Planning Group Head Anggota
Member
2. Jasamarga Metropolitan Tollroad Regional Division Head Anggota
Member
3. Jasamarga Nusantara Tollroad Regional Division Head Anggota
Member
4. Direktur Utama PT Jasamarga Transjawa Tol Anggota
Member
C. Direktorat Pengembangan Usaha
C. Directorate of Business Development
1. Business Development Group Head Anggota
Member
2. Engineering Planning Group Head Anggota
Member
3. Direktur Utama PT Jasamarga Related Business Anggota
President Director of PT Jasamarga Related Business Member
D. Direktorat Operasi
D. Directorate of Operations
1. Operation and Maintenance Management Group Head Anggota
Member
2. Information Technology Group Head Anggota
Member
3. Direktur Utama PT Jasamarga Tollroad Operator Anggota
President Director of PT Jasamarga Tollroad Operator Member
4. Direktur Utama PT Jasamarga Tollroad Maintenance Anggota
President Director of PT Jasamarga Tollroad Maintenance Member
E. Direktorat Keuangan dan Manajemen Risiko
E. Directorate of Finance and Risk Management
1. Corporate Finance & Investor Relation Senior Group Head Anggota
Member
2. Corporate Planning & Portfolio Management Group Head Anggota
Member
3. Accounting & Tax Group Head
F. Direktorat Human Capital & Transformasi
F. Human Capital & Transformation Directorate
1. Human Capital Development Group Head Anggota
Member
2. Human Capital Services Group Head Anggota
Member
3. Strategic Transformation Group Head Anggota
Member
4. Jasa Marga Learning Insitute Group Head Anggota
Member
622 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 623
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pelatihan Anggota Komite Manajemen Risiko Training for Risk Management Committee
Members
Pelatihan yang telah diikuti anggota komite selama tahun The training attended by committee members during the year
2024, dapat dilihat pada bagian Pengembangan Kompetensi 2024 can be found in the Competency Development of the
Komite Manajemen Risiko pada Bab Profil Perusahaan. Risk Management Committee section in the Company Profile.
Pernyataan Independensi Komite Manajemen Statement of Independence of the Risk
Risiko Management Committee
Seluruh anggota komite tidak memiliki afiliasi dengan Direktur All committee members have no affiliation with other
Lainnya, Komisaris maupun Pemegang Saham Pengendali, Directors, Commissioners, or Controlling Shareholders, are
bukan merupakan pemegang saham Perseroan yang dapat not shareholders of the Company that could influence their
mempengaruhi kemampuannya untuk bertindak independen, ability to act independently, are not Commissioners, Directors,
Komisaris, Direktur maupun karyawan dari perusahaan yang or employees of companies affiliated with or doing business
memiliki afiliasi maupun bisnis dengan Perseroan. with the Company.
Pelaksanaan Tugas Komite Manajemen Risiko Implementation of the Risk Management
pada Tahun 2024 Committee’s Tasks in 2024
Sepanjang tahun 2024, Komite Manajemen Risiko (KMR) dan Throughout the year 2024, the Risk Management Committee
Tim Sekretariat Komite Manajemen Risiko (TSKMR) telah and the Risk Management Committee Secretariat Team have
melaksanakan berbagai kegiatan sebagai wujud pelaksanaan carried out various activities aspart of their duties. The Risk
tugasnya. Komite Manajemen Risiko melakukan Rapat Management Committee held Coordination Meetings 7
Koordinasi sebanyak 7 (tujuh) kali. Adapun pelaksanaan Rapat (seven) The implementation of RMC and RMCST meetings in
KMR dan TSKMR pada tahun 2024 antara lain sebagai berikut: 2024 is as follows:
Tabel Pelaksanaan Rapat Komite Manajemen Risiko dan Tim Sekretariat Komite Manajemen Risiko Tahun 2024
Table of Implementation of Risk Management Committee Meeting and Risk Management Committee Secretariat Team in 2024
Tanggal
No. Perihal
Dates
Rapat Komite Manajemen Risiko
Risk Management Committee Meeting
1. 20 Maret 2024 Penetapan Kategori dan Klasifikasi Risiko Anak Perusahaan
March 20, 2024 Determination of Subsidiary Risk Categories and Classifications
2 21 Mei 2024 Penetapan Strategi Risiko
May 21, 2024 Risk Strategy Determination
3. 14 Juni 2024 Penetapan Contingency Plan
June 14, 2024 Establishing a Contingency Plan
4. 4 Juli 2024 Penetapan Nilai Ambang Batas Dalam RJPP 2025-2029
July 4, 2024 Determination of Threshold Values in the 2025-2029 RJPP
5. 31 Juli 2024 Penetapan Perubahan Kategori dan Klasifikasi Risiko Anak Perusahaan
July 31, 2024 Determination of Changes in Category and Risk Classification of Subsidiaries
6. 19 September 2024 Penetapan Hasil Pengukuran Risk Maturity Index (RMI) Tahun Buku 2023 dan Roadmap
September 19, Perbaikan Manajemen Risiko 2024-2028
2024 Determination of Risk Maturity Index (RMI) Measurement Results for Fiscal Year 2023 and Risk
Management Improvement Roadmap 2024-2028
7. 29 Oktober 2024 Usulan Waiver Pemenuhan Organ Pengelola Risiko di Anak Perusahaan
October 29, 2024 Proposal for Waiver for Fulfillment of Risk Management Organs in Subsidiaries
Rapat Tim Sekretariat Komite Manajemen Risiko
Risk Management Committee Secretariat Team Meeting
1. 4 Desember 2024 1. Area of improvement dari hasil penilaian RMI
December 4, 2024 2. Roadmap perbaikan manajemen risiko
3. Rencana pelaksanaan Risk Clinic untuk Profil Risiko 2025 dan pelaporan manajemen risik
1. Area of improvement from the RMI assessment results
2. Risk management improvement roadmap
3. Risk Clinic implementation plan for 2025 Risk Profile and risk management reporting
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 623
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pengembangan Kompetensi Komite Manajemen Development of Risk Management Committee
Risiko Competencies
Pengembangan Kompetensi Komite Manajemen Risiko dapat The development of Risk Management Committee
dilihat pada bagian Pengembangan Kompetensi Komite competencies can be found in the Competency Development
Manajemen Risiko di Bab Profil Perusahaan dalam buku section of the Risk Management Committee in the Company
Laporan Tahunan ini. Profile chapter of this year’s Annual Report.
Sertifikasi Personil Komite Manajemen Risiko Certification of Risk Management Committee
Personnel
Selama tahun 2024, Perseroan telah melaksanakan upaya Throughout 2024, the Company has undertaken efforts to
peningkatan Kompetensi Bidang Manajemen Risiko bagi para enhance the Risk Management Competency of the Members
Anggota Komite Manajemen Risiko berupa sertifikasi Pelatihan of the Risk Management Committee through Training and
dan Sertifikasi Qualified Risk Governance Professional (QRGP). Certification of Qualified Risk Governance Professional
Program peningkatan kompetensi ini dilaksanakan oleh (QRGP), a competency development program carried out
Perseroan bekerja sama dengan Lembaga Sertifikasi Profesi by the Company in collaboration with the Professional
(LSP) MKS. Certification Institute (LSP) MKS.
Rencana Kerja Komite Manajemen Risiko Tahun Risk Management Committee Work Plan for the
2025 Year 2025
Komite Manajemen Risiko dan Tim Sekretariat Komite The Risk Management Committee and the Secretariat Team of
Manajemen Risiko berencana melaksanakan beberapa the Risk Management Committee plan to undertake several
kegiatan/pekerjaan di tahun 2025, diantaranya: activities/tasks in the year 2025, including:
1. Program Budaya Sadar Risiko (Risk Awareness) 1. Risk Awareness Program
2. Pembaruan Contingency Plan dan Penyusunan 2. Update of Contingency Plan and Preparation of
Contingency Plan untuk Anak Perusahaan PT Jasa Marga Contingency Plans for PT Jasa Marga (Persero) Tbk’s
(Persero) Tbk Subsidiaries
3. Pengukuran Risk Maturity Index 3. Risk Maturity Index Measurement
Komite Pengarah Teknologi Informasi Information Technology Steering
Committee
Dalam rangka memberikan pandangan terhadap To provide insights into the improvement of information
penyempurnaan pengelolaan teknologi informasi dan technology management and Information System
Manajemen Sistem Informasi, serta memantau kegiatan Management, as well as to monitor the activities of
penyelenggaraan dan kesiapan infrastruktur TI, maka Direksi infrastructure provisioning and IT readiness, the Board of
membentuk Komite Pengarah Teknologi Informasi yang Directors established the Information Technology Steering
ditetapkan berdasarkan Surat Keputusan Direksi No. 77/ Committee as stipulated in Director’s Decree No. 77/
KPTS/2023 tanggal 3 Juli 2023. KPTS/2023 dated July 3, 2023.
Kedudukan Komite Pengarah Teknologi Position of the Information Technology Steering
Informasi Committee
Dalam struktur Tata Kelola Perusahaan, kedudukan bagan In the corporate governance structure, the position indicating
yang menunjukan kedudukan Komite Pengarah Teknologi the placement of the Information Technology Steering
Informasi dalam Struktur Organisasi berada di bawah Direksi Committee in the Organizational Structure is under the Board
dan langsung jawab kepada Direksi. of Directors and directly accountable to the Board of Directors
624 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Bagan Kedudukan Komite Pengarah Teknologi Informasi dalam Struktur Organisasi
Chart of the Position of the Information Technology Steering Committee in the Organizational Structure
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Komite Direktorat Komite Pengarah
Komite
Komite Nominasi dan Komite Risiko Keuangan dan Teknologi
Manajemen
Audit Remunerasi dan Hukum Internal Audit Manajemen Risiko Informasi
Risiko
Audit Remuneration Risk and Legal Group Direktorat Information
Risk Management
Committee and Risk Committee Keuangan dan Technology
Committee
Committee Manajemen Risiko Steering
Committee
Corporate Finance Risk and Quality,
and Investor Health, Safety
Relations Senior & Environment
Group Head Group Head
Investor Risk
Relations Management
Department Department
Tugas dan Fungsi Duties and Functions
Tugas dan tanggung jawab Komite Pengarah Teknologi The duties and responsibilities of the Information Technology
Informasi berdasarkan Surat Keputusan Direksi No. 77/ Steering Committee based on the Board of Directors Decree
KPTS/2023 tanggal 3 Juli 2023 adalah mencakup: No. 77/KPTS/2023 dated July 3, 2023, include:
1. Menyelaraskan strategi Teknologi Informasi (TI) dan 1. Aligning Information Technology (IT) and business
bisnis (strategic alignment), melalui arahan strategis strategies (strategic alignment) through strategic
dan keputusan terkait program implementasi TI/solusi TI direction and decisions related to IT implementation
yang sejalan dengan strategi, tujuan dan prioritas bisnis programs/IT solutions that align with the Company’s
Perseroan. business strategy, objectives, and priorities.
2. Melakukan review dan memberikan persetujuan atas 2. Reviewing and approving IT-related plans to ensure they
rencana-rencana terkait TI agar dapat memberikan provide planned benefits (value delivery), including:
manfaat sesuai rencana (value delivery), di antaranya: a. Information Technology Masterplan;
a. Masterplan Teknologi Informasi; b. Review results of the IT masterplan; and/or
b. Hasil review masterplan TI; dan/atau c. Information Technology Company Budget Work
c. Rencana Kerja Anggaran Perusahaan (RKAP) TI. Plan (RKAP).
3. Mengusulkan dan melakukan review terkait Tata Kelola TI 3. Proposing and reviewing IT Governance and Data,
dan Data, di antaranya: including:
a. Kebijakan Tata Kelola TI dan Data; dan/atau a. IT Governance and Data Policies; and/or
b. Pedoman Tata Kelola TI dan Data. b. IT Governance and Data Guidelines.
4. Melakukan evaluasi pencapaian kinerja (Performance 4. Evaluating IT performance achievement (Performance
Measurement) dan kepatuhan TI yang meliputi: Measurement) and compliance, including::
a. Progres inisiatif-inisiatif TI yang bersifat strategis, a. Progress of strategic IT initiatives, including issue
termasuk penetapan resolusi permasalahan; resolution;
b. Tingkat kepatuhan, kematangan, atau kapabilitas b. Compliance level, maturity, or capability of IT
Tata Kelola TI dan Data; dan/atau Governance and Data; and/or
c. Pencapaian benefit dari inisiatif-inisiatif strategis TI. c. Achievement of benefits from strategic IT initiatives.
5. Menetapkan keputusan pengelolaan risiko untuk 5. Making risk management decisions to safeguard IT
menjaga aset TI dari kejadian yang tidak diinginkan (risk assets from unwanted events for the continuity of the
management) demi keberlangsungan operasional bisnis Company’s business operations.
Perseroan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 625
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
6. Melakukan pengkajian secara komprehensif mengenai 6. Conducting comprehensive assessments of the
sinkronisasi program-program penerapan teknologi synchronization of operational and preservation
pengoperasian dan preservasi dengan kebijakan technology implementation programs withgovernment
pemerintah, khususnya sinkronisasi program teknologi policies, particularly the synchronization of the
Perseroan dengan penerapan kebijakan Multi Lane Free Company’s technology programs with the implementation
Flow (MLFF). of the Multi-Lane Free Flow (MLFF) policy.
7. Memastikan kolaborasi antardirektorat di dalam 7. Ensuring collaboration between directorates within the
Perusahaan dapat berjalan dengan baik dalam Company runs smoothly in the implementation of IT
pelaksanaan program implementasi TI. implementation programs.
8. Melaporkan hasil Pekerjaan IT Steering Commiittee 8. Reporting the results of the IT Steering Committee’swork
kepada Dewan Komisaris minimal 1 (satu) tahun sekali. to the Board of Commissioners at least once a year.
Struktur Keanggotaan dan Profil Anggota Membership Structure and Member Profiles
Berdasarkan Surat Keputusan Direksi No. 77/KPTS/2023 Based on Board of Directors Decree No. 77/KPTS/2023 dated
tanggal 3 Juli 2023, susunan anggota Komite Pengarah July 3, 2023, the composition of the Information Technology
Teknologi Informasi (IT Steering Commiitee) adalah sebagai Steering Committee (IT Steering Committee) members are as
berikut: follows:
Tabel Susunan Anggota Komite Pengarah Teknologi Informasi
Table of Information Technology Steering Committee Members
Kedudukan
Jabatan Dalam Komite Masa Jabatan Profil
No.
Position Arrangement in Terms of Office Profile
the Committee
Komite
Committee
1. Direktur Utama Ketua Komite Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
President Director Chairman jabatan sebagai Direktur Utama Profil Direksi
The term of office is valid until the end of the term as the Can be seen in the Board of
President Director Directors Profile section
2. Direktur Operasi Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Director of Operations Member jabatan sebagai Direktur Operasi
The term of office is valid until the end of the term as the
Director of Operations
3. Direktur Bisnis Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Director of Business Member jabatan sebagai Direktur Bisnis
The term of office is valid until the end of the term as the
Director of Business
4. Direktur Human Capital Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
& Transformasi Member jabatan sebagai Direktur Human Capital & Transformasi
Director of The term of office is valid until the end of the term as the
Human Capital & Director of Human Capital & Transformation
Transformation
5. Direktur Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Pengembangan Usaha Member jabatan sebagai Direktur Pengembangan Usaha
Director of Business The term of office is valid until the end of the term as the
Development Director of Business Development
6. Direktur Keuangan dan Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Manajemen Risiko Member jabatan sebagai Direktur Keuangan dan Manajemen Risiko
Director of Finance and The term of office is valid until the end of the term as the
Risk Management Director of Finance and Risk Management
Tim Teknis
Technical Team
1. Information Technology Koordinator Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Group Head Teknis jabatan sebagai Information Technology Group Head Profil Pejabat Eksekutif
Technical The term of office is valid until the end of the term as Can be seen in the Executive
Coordinator Information Technology Group Head. Officer Profile section
2. Operation & Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Maintenance Member jabatan sebagai Operation & Maintenance Management
Management Group Group Head
Head The term of office is valid until the end of the term as
Operation & Maintenance Management Group Head.
3. Corporate Planning & Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Portfolio Management Member jabatan sebagai Corporate Planning & Portfolio Management
Group Head Group Head
The term of office is valid until the end of the term as
Corporate Planning & Portfolio Management Group Head.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Susunan Anggota Komite Pengarah Teknologi Informasi
Table of Information Technology Steering Committee Members
Kedudukan
Jabatan Dalam Komite Masa Jabatan Profil
No.
Position Arrangement in Terms of Office Profile
the Committee
4. Accounting and Tax Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Group Head Member jabatan sebagai Accounting and Tax Group Head Profil Pejabat Eksekutif
The term of office is valid until the end of the term as Can be seen in the Executive
Accounting and Tax Group Head Officer Profile section
5. Risk & Quality, Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Health, Safety, and Member jabatan sebagai Risk & Quality, Health, Safety, and
Environment Group Environment Group Head
Head The term of office is valid until the end of the term as Risk &
Quality, Health, Safety, and Environment Group Head
6. Human Capital Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Development Group Member jabatan sebagai Human Capital Development Group Head
Head The term of office is valid until the end of the term as Human
Capital Development Group Head
7. Corporate Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Communication Member jabatan sebagai Corporate Communication & Community
& Community Development Group Head
Development Group The term of office is valid until the end of the term as
Head Corporate Communication & Community Development
Group Head
8. Legal & Compliance Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Group Head Member jabatan sebagai Legal & Compliance Group Head
The term of office is valid until the end of the term as Legal
& Compliance Group Head
9. Procurement & Fix Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Asset Group Head Member jabatan sebagai Procurement & Fix Asset Group Head
The term of office is valid until the end of the term as
Procurement & Fix Asset Group Head
10. Strategic Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Transformation Group Member jabatan sebagai Strategic Transformation Group Head
Head The term of office is valid until the end of the term as
Strategic Transformation Group Head
11. Concession Business Anggota Masa jabatan berlaku sampai dengan berakhirnya masa
Planning Group Head Member jabatan sebagai Concession Business Planning Group Head
The term of office is valid until the end of the term as
Concession Business Planning Group Head
Rapat Komite Pengarah Teknologi Informasi Information Technology Steering Committee
Meetings
Selama tahun 2024, Komite Pengarah Teknologi Informasi Throughout 2024, the Information Technology Steering
telah melaksanakan rapat sebanyak 1 (satu) kali, yaitu dengan Committee held meetings 1 (one) times, with the following
agenda sebagai berikut: agendas:
1. Tindak Lanjut Rapat Tim Teknis IT Steering Committee 1. Follow-up to the IT Steering Committee Technical Team
18 Desember 2023. Meeting December 18, 2023.
2. Penyusunan Business Continuity Plan (BCP). 2. Preparation of Business Continuity Plan (BCP).
3. SK Direksi tentang Pengelolaan Situs Web Perusahaan. 3. Decision of the Board of Director on Company Website
Management.
4. Business Process Management (BPM). 4. Business Process Management (BPM).
5. Aplikasi Arsip. 5. Archive Application.
6. Rencana Strategis Teknologi Informasi (RSTI) . 6. Strategic Plan for Information Technology (RSTI).
7. Peraturan Turunan Permen BUMN No. PER-2/MBU/2023 7. Derivative Regulation of BUMN Ministerial Regulation
Tahun 2023 terkait Information Technology. No. PER-2/MBU/2023 of 2023 concerning Information
Technology.
Tabel Pelaksanaan Rapat Komite Pengarah Teknologi Informasi
Table of Information Technology Steering Committee Meeting Implementation
Tanggal Agenda Rapat
No.
Date Meeting Agenda
1. 19 Desember Pembahasan Tindak Lanjut Rapat Tim Teknis IT Steering Committee 18 Desember 2023, Penyusunan Business
2024 Continuity Plan (BCP), SK Direksi tentang Pengelolaan Situs Web Perusahaan, Business Process Management (BPM),
December 19, Aplikasi Arsip, Rencana Strategis Teknologi Informasi (RSTI), Peraturan Turunan Permen BUMN No. PER-2/MBU/2023
2024 Tahun 2023 terkait Information Technology
Discussion of Follow-up to the IT Steering Committee Technical Team Meeting on December 18, 2023, Preparation
of Business Continuity Plan (BCP), Board of Directors Decree on Company Website Management, Business Process
Management (BPM), Archive Application, Information Technology Strategic Plan (RSTI), Derivative Regulation of
BUMN Ministerial Regulation No. PER-2/MBU/2023 of 2023 concerning Information Technology
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 627
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pelatihan Anggota Komite Pengarah Teknologi Training for members of the Information
Informasi Technology Steering Committee
Pelatihan yang telah diikuti anggota komite selama tahun The training attended by committee members during 2024
2024, dapat dilihat pada bagian Pengembangan Kompetensi can be found in the Competency Development section of the
Komite Pengarah Teknologi Informasi pada Bab Profil Information Technology Steering Committee in the Company
Perusahaan. Profile chapter.
Pernyataan Independensi Komite Pengarah Statement of Independence of the Information
Teknologi Informasi Technology Steering Committee
Seluruh anggota komite tidak memiliki afiliasi dengan Direktur All committee members do not have affiliations with other
Lainnya, Komisaris maupun Pemegang Saham Pengendali, Directors, Commissioners, or Controlling Shareholders, are
bukan merupakan pemegang saham Perseroan yang dapat not shareholders of the Company could affect their ability
mempengaruhi kemampuannya untuk bertindak independen, to act independently, and are not Commissioners, Directors,
Komisaris, Direktur maupun karyawan dari perusahaan yang or employees of companies affiliated with or doing business
memiliki afiliasi maupun bisnis dengan Perseroan. with the Company.
Pelaksanaan Tugas Komite Pengarah Teknologi Implementation of the Information Technology
Informasi pada Tahun 2024 Steering Committee’s Tasks in 2024
Adapun pelaksanaan kerja Komite Pengarah Teknologi The implementation of the Information Technology Steering
Informasi Tahun 2024 adalah sebagai berikut: Committee’s work in 2024 is as follows:
1. Tindak Lanjut Rapat Tim Teknis IT Steering Committee 18 1. IT Technical Team Meeting Follow-up Steering Committee
Desember 2023. December 18, 2023.
2. Penyusunan Business Continuity Plan (BCP). 2. Compilation Business Continuity Plan (BCP).
3. SK Direksi tentang Pengelolaan Situs Web Perusahaan . 3. Directors Decree on Site Management Web Company.
4. Business Process Management (BPM). 4. Business Process Management (BPM).
5. Aplikasi Arsip. 5. Archive Application.
6. Rencana Strategis Teknologi Informasi (RSTI) . 6. Strategic Plan for Information Technology (RSTI).
7. Peraturan Turunan Permen BUMN No. PER-2/MBU/2023 7. Derivative Regulation of BUMN Ministerial Regulation
Tahun 2023 terkait Information Technology. No. PER-2/MBU/2023 of 2023 concerning Information
Technology.
Pengembangan Kompetensi Komite Pengarah Competency Development of the
Teknologi Informasi Information Technology Steering Committee
Pengembangan Kompetensi Komite Pengarah Teknologi The competency development of the Information Technology
Informasi dapat dilihat pada bagian Pengembangan Steering Committee can be found in the Competency
Kompetensi di Bab Profil Perusahaan dalam Laporan Tahunan Development section of the Company Profile in this Annual
ini. Report.
Rencana Kerja Komite Pengarah Teknologi Work Plan of the Information Technology
Informasi Tahun 2025 Steering Committee for 2025
Komite Pengarah Teknologi Informasi telah menyusun The Information Technology Steering Committee has
Rencana Kerja untuk tahun 2025. Adapun rencana kerja developed the Work Plan for 2025. The work plan for the
Komite Pengarah Teknologi Informasi Tahun 2024 adalah Information Technology Steering Committee in 2024 is as
sebagai berikut: follows:
1. Finalisasi Penyusunan Business Continuity Plan (BCP). 1. Finalization of Preparation of Business Continuity Plan
(BCP).
2. Finalisasi SK Direksi tentang Pengelolaan Situs Web 2. Finalization of the Board of Directors’ Decree on
Perusahaan. Company Website Management.
3. Penunjukkan Unit Pengelola Business Process 3. Appointment of Business Process Management (BPM)
Management (BPM). Management Unit.
4. Pembangunan Enterprise Content Management 4. Enterprise Content Management Development.
5. Penyusunan Rencana Strategis Teknologi Informasi 5. Preparation of the Information Technology Strategic Plan
(RSTI) 2025-2029. (RSTI) 2025-2029.
6. Pelaporan pemenuhan penyelenggaraan TI di Perusahaan 6. Reporting on the fulfillment of IT implementation in the
ke Kementerian BUMN. Company to the Ministry of SOEs.
628 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Komite Tanggung Jawab Sosial dan Social and Environmental Responsibility
Lingkungan (TJSL) Committee (TJSL)
Direksi membentuk Komite TJSL guna melakukan pemetaan The Board of Directors established the TJSL Committee to map
dan penyusunan program TJSL. Pembentukan Komite TJSL out and develop the TJSL program. The establishment of the
ditetapkan berdasarkan Surat Keputusan Direksi Nomor 169/ TJSL Committee is based on the Board of Directors Decree
KPTS/2022 Tanggal 23 Desember 2022 tentang Pembentukan No. 169/KPTS/2022, dated December 23, 2022, regarding
Struktur Organisasi serta Tugas dan Tanggung Jawab Komite the Formation of the Organizational Structure and the
Tanggung Jawab Sosial dan Lingkungan di Lingkungan PT Duties and Responsibilities of the Social and Environmental
Jasa Marga (Persero) Tbk. Komite TJSL melakukan koordinasi Responsibility Committee within PT Jasa Marga (Persero) Tbk.
antar unit/direktorat guna merumuskan tujuan dan petunjuk The TJSL Committee coordinates between units/directorates to
pelaksanaan Program TJSL, pemetaan dan penyusunan formulate the objectives and implementation guidelines for the
Program TJSL, serta membantu Direksi dalam melaksanakan TJSL Program, map out and develop the TJSL Program, as well as
monitoring dan evaluasi (MONEV) atas pelaksanaan Program assist the Board of Directors in monitoring and evaluating the
TJSL Perseroan. implementation of the Company’s TJSL Program.
Kedudukan Komite TJSL Position of the TJSL Committee
Dalam struktur Tata Kelola Perusahaan, kedudukan bagan In the Company’s governance structure, the chart showing
yang menunjukkan kedudukan Komite TJSL dalam Struktur the position of the TJSL Committee in the Organizational
Organisasi berada di bawah Direksi dan langsung bertanggung Structure is placed under the Board of Directors and directly
jawab kepada Direksi. reports to the Board of Directors.
Bagan Kedudukan Komite TJSL dalam Struktur Organisasi
Chart of the Position of the Social and Environmental Responsibility Committee in the Organizational Structure
Pembina Komite
Committee Steering
Ketua Komite
Committee Chairman
Koordinator I Koordinator II
Coordinator I Coordinator II
Tata Kelola Praktik Bisnis Pelibatan
Hak Asasi Praktik Tenaga Isu Konsumen Lingkungan
Organisasi yang Adil Komunitas
Manusia Kerja Consumer Hidup
Organizational Fair Business Community
Human Rights Labor Practices Issues Environment
Governance Practices Engagement
1. IAU 1. IAU 1. IAU 1. OMM 1. OMM 1. EPL 1. CCO
2. CFI 2. OMM 2. OMM 2. CCO 2. CCO 2. RQHSE 2. JMLI
3. ATA 3. CCO 3. CCO 3. CBP 3. CBP 3. CCO 3. JMT
4. CPP 4. HCS 4. HCS 4. JMT 4. JMT 4. PFA 4. JNT
5. OMM 5. Service 5. Service 5. JNT 5. JNT 5. JTT
6. RQHSE Provider Provider 6. JTT 6. JTT 6. Anak
7. CCO 7. Service 7. Service Perusahaan
8. BDE Provider Provider
9. STO
10. LCO
11. Service
Provider
12. Corporate
Secretary
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 629
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tugas dan Fungsi Duties and Functions
Tugas dan tanggung jawab Komite TJSL berdasarkan Surat The duties and responsibilities of the TJSL Committee based
Keputusan Direksi Nomor 169/KPTS/2022 tanggal 23 on the Board of Directors Decree No. 169/KPTS/2022, dated
Desember 2022 adalah sebagai berikut. December 23, 2022, are as follows:
1. Pembina 1. Supervisor
a. Memberikan arahan pelaksanaan dalam a. Provide guidance on the implementation of TJSL
melaksanakan program-program TJSL berbasis ISO programs based on ISO 26000 integrated into
26000 yang terintegrasi dalam proposal bisnis business proposals for the sustainability of the
untuk keberlanjutan Perusahaan. Company.
b. Menentukan arah dan kebijakan TJSL berbasis b. Determine the direction and policy of TJSL based on
ISO 26000 di lingkungan Jasa Marga Grup sesuai ISO 26000 within the Jasa Marga Group under the
dengan Visi, Misi, dan Tujuan Perusahaan. Company’s Vision, Mission, and Objectives.
c. Melakukan pengawasan, pemantauan, dan c. Supervise, monitor, and evaluate the success of
evaluasi terhadap keberhasilan program-program TJSL programs based on ISO 26000 to support the
TJSL berbasis ISO 26000 untuk mendukung sustainability of the Company.
Keberlanjutan Perusahaan.
2. Ketua 2. Chairman
a. Bertanggung jawab atas semua kegiatan a. Responsible for all planning, implementation,
perencanaan, pelaksanaan, evaluasi, implementasi evaluation, and implementation of TJSL in
TJSL sesuai dengan Tujuan Pembangunan accordance with the Sustainable Development
Berkelanjutan (TPB). Goals (SDGs).
b. Menetapkan rencana kerja TJSL berbasis ISO b. Establish the TJSL work plan based on ISO 26000
26000 sesuai dengan Rencana Kerja dan Anggaran in line with the Company’s Work Plan and Budget
Perusahaan (RKAP) serta Rencana Jangka Panjang (RKAP) and the Company’s Long-Term Plan (RJPP).
Perusahaan (RJPP).
c. Mengkoordinasikan fungsi Direktorat, Divisi, dan c. Coordinate the functions of the Directorates,
Bidang yang terkait dalam implementasi TJSL Divisions, and Departments involved in the
berbasis ISO 26000. implementation of TJSL based on ISO 26000.
d. Memimpin dan melaksanakan rapat koordinasi d. Lead and hold coordination meetings at least 2
minimal 2 (dua) kali dalam satu tahun, yaitu pada (two) times a year, namely during program planning
saat perencanaan program dan menyusun laporan and sustainability report preparation.
keberlanjutan (sustainability report).
3. Koordinator I 3. Coordinator I
a. Membantu dan mewakili tugas-tugas Ketua atas a. Assist and represent the Chairman in carrying out
arahan dan persetujuan Ketua. tasks under the Chairman’s direction and approval.
b. Mensosialisasikan dan mempublikasikan b. Socialize and publicize the TJSL programs based
program-program TJSL berbasis ISO 26000 yang on ISO 26000 implemented by the Company to
dilaksanakan Perusahaan kepada internal dan internal and external parties.
eksternal Perseroan.
4. Koordinator II 4. Coordinator II
a. Membantu dan mewakili tugas-tugas Ketua atas a. Assist and represent the Chairman in carrying out
arahan dan persetujuan Ketua. tasks under the Chairman’s direction and approval.
b. Menyusun laporan berkala dan laporan b. Prepare periodic reports and the sustainability
keberlanjutan (sustainability report). report.
5. Anggota 5. Members
a. Sustainability Committee Member (SCM): a. Sustainability Committee Member (SCM):
i. Merencanakan program kerja dan anggaran i. Plan the work program and budget for the
program TJSL sesuai dengan Rencana Kerja TJSL program in accordance with the Work
Anggaran masing - masing Unit Kerja, Regional Plan and Budget of each Work Unit, Region,
dan Anak Perusahaan dan melaporkan kepada and Subsidiary, and report to the Chairman, in
Ketua, sesuai peraturan yang berlaku; accordance with applicable regulations.
ii. Melaksanakan Program TJSL sesuai dengan ii. Implement the TJSL Program according to
bidang masing - masing Unit Kerja, Regional each Work Unit, Region, and Subsidiary’s
dan Anak Perusahaan yang sudah ditetapkan field as defined in the RKA and RKAP.
dalam RKA dan RKAP;
iii. Melakukan monitoring dan evaluasi atas iii. Monitor and evaluate the implementation of the
pelaksanaan program untuk keberhasilan dan program for success and program improvement.
perbaikan/improvement program;
630 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
iv. Menyusun dan menyampaikan laporan kepada iv. Prepare and submit reports to the Chairman
Ketua dengan tembusan Koordinator I dan with copies to Coordinator I and Coordinator II.
Koordinator II;
v. Bertanggungjawab atas data dan penyusunan v. Responsible for data and the preparation of
Sustainability Report Perseroan. the Company’s Sustainability Report.
b. Sustainability Program Officer (SPO): b. Sustainability Program Officer (SPO):
i. Membantu Sustainability Committee Member, i. Assist the Sustainability Committee Member
dalam pengelolaan Tanggung Jawab Sosial dan in managing Social and Environmental
Lingkungan (TJSL); Responsibility (TJSL).
ii. Mengidentifikasi TJSL dengan ii. Identify TJSL by considering resources,
mempertimbangkan sumber daya, dampak impacts, and risks of the Company’s activities,
dan resiko atas aktifitas Perusahaan, inisiatif planned programs, and stakeholders.
program yang akan dijalankan, pihak-pihak
terkait (stakeholders);
iii. Melakukan Analisis TJSL, yaitu: iii. Conduct TJSL analysis, namely:
• Menganalisis kesesuaian program • Analyze the alignment of the TJSL
TJSL berdasarkan dari subjek inti ISO program based on the core subjects of
26000:2010 dan TPB; dan ISO 26000:2010 and SDGs.
• Membuat peta TJSL dari hasil analisa • Create a TJSL map based on the analysis.
tersebut.
• Melakukan evaluasi efektifitas program • Evaluate the effectiveness of the
dan mengusulkan prioritas TJSL untuk program and propose priorities for
ditangani lebih lanjut; further handling.
• Melaksanakan penyiapan data dan • Prepare data and the Company’s
penyusunan Sustainability Report Sustainability Report.
Perseroan.
c. Sustainability Data Compiler (SDC): c. Sustainability Data Compiler (SDC):
i. Menyusun data realisasi program TJSL sesuai i. Prepare data on the realization of the TJSL
dengan format yang disetujui; program according to the approved format.
ii. Memfasilitasi dan bekerja bersama ii. Facilitate and collaborate with the
Sustainabilty Program Officer (SPO) dalam Sustainability Program Officer (SPO)
melakukan evaluasi atas efektivitas in evaluating the effectiveness of TJSL
pelaksanaan TJSL di Unit kerjanya; implementation in their respective work units.
iii. Melaporkan kegiatan program TJSL dalam iii. Report TJSL program activities in the prepared
aplikasi yang telah disiapkan; application.
iv. Membantu Sustainability Program Officer iv. Assist the Sustainability Program Officer
dalam penyiapan data Sustainability Report in preparing the data for the Company’s
Perusahaan. Sustainability Report.
Struktur Keanggotaan dan Profil Anggota Membership Structure and Member Profiles
Berdasarkan Surat Keputusan Direksi Nomor 169/KPTS/2022 Based on the Board of Directors Decree No. 169/KPTS/2022,
Tanggal 23 Desember 2022 tentang Pembentukan Struktur dated December 23, 2022, regarding the Formation of the
Organisasi serta Tugas dan Tanggung Jawab Komite Tanggung Organizational Structure and the Duties and Responsibilities
Jawab Sosial dan Lingkungan di Lingkungan PT Jasa Marga of the Corporate Social Responsibility and Environmental
(Persero) Tbk, susunan anggota Komite TJSL adalah sebagai Committee (TJSL) within PT Jasa Marga (Persero) Tbk, the
berikut: membership structure of the TJSL Committee is as follows:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 631
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Susunan Anggota Komite TJSL
TJSL Committee Member Composition Table
Jabatan Kedudukan Dalam Komite Masa Jabatan
No.
Position Arrangement in the Committee Terms of Office
Komite
Committee
1. Direktur Utama Pembina 3 Tahun / Years
President Director Mentor
2. Direktur yang membidangi Tanggung Jawab Sosial dan Lingkungan Ketua 3 Tahun / Years
Director in Charge of Social and Environmental Responsibility Chaiman
3. Senior Group Head yang membidangi Tanggung Jawab Sosial dan Koordinator I 3 Tahun / Years
Lingkungan 1st Koordinator
Senior Group Head in Charge of Social and Environmental Responsibility
4. Group Head yang membidangi Tanggung Jawab Sosial dan Lingkungan Koordinator II 3 Tahun / Years
Group Head in Charge of Social and Environmental Responsibility 2nd Koordinator
5. Grade BOD-1 (atau setara Level 1, Level 2 atau Level 3) pada Unit Kerja Sustainability Committee Member 3 Tahun / Years
Kantor Pusat dan/atau setara BOD atau BOD-1 di Anak Perusahaan yang (SCM)
membidangi Tanggung Jawab Sosial dan Lingkungan
BOD-1 Grade (or Equivalent to Level 1, Level 2, or Level 3) in the
Headquarters Work Unit and/or Equivalent to BOD or BOD-1 in
Subsidiaries Responsible for Social and Environmental Responsibility
6. Grade BOD-2 (atau setara Level 4) pada Unit Kerja Kantor Pusat dan/atau Sustainability Program Officer 3 Tahun / Years
setara BOD-1 atau BOD-2 di Anak Perusahaan yang membidangi Tanggung (SPO)
Jawab Sosial dan Lingkungan
BOD-2 Grade (or Equivalent to Level 4) in the Headquarters Work Unit
and/or Equivalent to BOD-1 or BOD-2 in Subsidiaries Responsible for
Social and Environmental Responsibility
7. BOD-3 (atau setara Level 5) atau BOD-4 (atau setara Level 6) pada Unit Sustainability Data Compiler (SDC) 3 Tahun / Years
Kerja dan/atau setara BOD-2 atau BOD-3 atau BOD-4 atau BOD-5 di Anak
Perusahaan yang membidangi Tanggung Jawab Sosial dan Lingkungan
BOD-3 (or Equivalent to Level 5) or BOD-4 (or Equivalent to Level 6) in
the Work Unit and/or Equivalent to BOD-2, BOD-3, BOD-4, or BOD-5 in
Subsidiaries Responsible for Social and Environmental Responsibility
Rapat Komite TJSL TJSL Committee Meetings
Selama tahun 2024, Komite TJSL telah melaksanakan rapat In 2024, the TJSL Committee held a total of 5 (five) meetings,
sebanyak 5 (lima) kali, yaitu dengan agenda sebagai berikut: with the following agendas:
Tabel Pelaksanaan Rapat Komite Tanggung Jawab Sosial dan Lingkungan
Table of Social and Environmental Responsibility Steering Committee Meeting Implementation
Tanggal Agenda Rapat
No.
Date Meeting Agenda
1. 7-8 Mei 2024 Wawancara dalam rangka penyusunan Road Map ESG PT Jasa Marga (Persero) Tbk Tahun 2024 bersama Konsultan
May 7-8, 2024 Pendamping Penyusunan Road Map ESG 2024
Interviews for the Preparation of the ESG Roadmap PT Jasa Marga (Persero) Tbk 2024 with the Consulting Team
2. 21 Mei 2024 Rapat Penjelasan Draft Road Map ESG PT Jasa Marga (Persero) Tbk Tahun 2024
May 21, 2024 Meeting for the Explanation of the Draft ESG Roadmap PT Jasa Marga (Persero) Tbk 2024
3. 21 Juni 2024 Rapat Penjelasan dan Diskusi Draft Laporan Final Road Map ESG PT Jasa Marga (Persero) Tbk Tahun 2024
June 21, 2024 Meeting for the Explanation and Discussion of the Draft Final Report of the ESG Roadmap PT Jasa Marga (Persero)
Tbk 2024
4. 19 Agustus 2024 Rapat Pembahasan Kebijakan Keberlanjutan dan Action Plan ESG Perseroan
August 19, 2024 Meeting for the Discussion of the Company's Sustainability Policy and ESG Action Plan
5. 9 Desember 2024 Jasa Marga Sustainability Forum
December 9, 2024
632 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pelatihan Anggota Komite TJSL Training for Members of the TJSL Committee
Pelatihan yang telah diikuti anggota komite selama tahun The training undertaken by committee members during 2024
2024, dapat dilihat pada bagian Pengembangan Kompetensi can be found in the section on Competency Development for
Komite TJSL pada Bab Profil Perusahaan. the TJSL Committee in the Company’s Profile chapter.
Pernyataan Independensi Komite TJSL Independence Statement of the TJSL Committee
Seluruh anggota komite tidak memiliki afiliasi dengan Direktur All members of the committee are independent and do
Lainnya, Komisaris maupun Pemegang Saham Pengendali, not have affiliations with other Directors, Commissioners,
bukan merupakan pemegang saham Perseroan yang dapat or controlling shareholders, nor are they shareholders
mempengaruhi kemampuannya untuk bertindak independen, of the Company who could influence their ability to act
Komisaris, Direktur maupun karyawan dari perusahaan yang independently. They are also not Commissioners, Directors,
memiliki afiliasi maupun bisnis dengan Perseroan. or employees of any company with affiliations or business
dealings with the Company.
Pelaksanaan Tugas Komite TJSL pada Tahun Performance of the TJSL Committee’s Tasks in
2024 2024
Adapun pelaksanaan kerja Komite TJSL Tahun 2024 adalah The performance of the TJSL Committee’s tasks in 2024
sebagai berikut: includes the following:
1. Penyusunan dan Penyampaian program kerja TJSL 1. Preparation and submission of quarterly TJSL CID
CID dan Non CID Triwulanan berdasarkan Tujuan and Non-CID work programs based on Sustainable
Pembangunan Berkelanjutan (TPB) atau Sustainable Development Goals (SDGs) to the CCO Group for RKAP
Development Goals (SDG’s) kepada CCO Group untuk preparation.
kebutuhan Penyusunan RKAP.
2. Mengkoordinir calon kandidat Relawan Bakti BUMN 2. Coordinating the recruitment of candidates for BUMN
Batch 6 Tahun 2024. Bakti Volunteers Batch 6 in 2024.
3. Penyusunan dan pengumpulan data untuk kebutuhan 3. Preparation and collection of data for the preparation
penyusunan Road Map ESG Jasa Marga Tahun 2024 of the Jasa Marga ESG Roadmap 2024 (Baseline Phase,
(Tahap Baselining, Tahap Analisis dan Review Kebijakan). Policy Analysis and Review Phase).
4. Sosialisasi dan publikasi kegiatan program TJSL melalui 4. Socialization and publication of TJSL program activities
kanal informasi Perseroan (press release, sosial media, via company information channels (press release, sosial
website, miles, dan lainnya). media, website, miles, etc.).
5. Penyampaian laporan realisasi program kerja TJSL per 5. Submission of quarterly TJSL program performance
Triwulan berdasarkan Tujuan Pembangunan Berkelanjutan reports based on Sustainable Development Goals (SDGs).
(TPB) atau Sustainable Development Goals (SDG’s).
6. Parenting visit untuk sosialisasi tugas dan tanggung 6. Parenting visits for socializing roles and responsibilities,
jawab serta monitoring dan evaluasi kegiatan di monitoring and evaluating field activities, and annual
lapangan, dan rapat koordinasi tahunan untuk evaluasi coordination meetings for evaluating program work
pencapaian program kerja per tahun. achievements.
7. Mendukung dalam proses pengumpulan dan penyusunan 7. Support for data collection and preparation of the
data Laporan Keberlanjutan/ Sustainability Report (SR). Sustainability Report (SR).
8. Penyampaian laporan realisasi keterlibatan karyawan 8. Submission of the report on the realization of employee
dalam program TJSL. involvement in the TJSL (Corporate Social Responsibility
and Environmental) program.
Pengembangan Kompetensi Komite TJSL Competency Development of the TJSL
Committee
Pengembangan Kompetensi Komite TJSL dapat dilihat pada The Competency Development of the TJSL Committee can
bagian Pengembangan Kompetensi di Bab Profil Perusahaan be found in the section on Competency Development in the
dalam Laporan Tahunan ini. Company’s Profile chapter of this Annual Report.
Rencana Kerja Komite TJSL Tahun 2025 Work Plan of the TJSL Committee for 2025
Komite TJSL telah menyusun Rencana Kerja untuk tahun The TJSL Committee has prepared its Work Plan for 2025,
2025. Adapun rencana kerja Komite TJSL Tahun 2025 adalah which includes the following activities:
sebagai berikut:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 633
Page 634
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
1. Penyusunan dan Penyampaian program kerja TJSL 1. Preparation and submission of quarterly TJSL CID
CID dan Non CID Triwulanan berdasarkan Tujuan and Non-CID work programs based on Sustainable
Pembangunan Berkelanjutan (TPB) atau Sustainable Development Goals (SDGs) to the CCO Group for RKAP
Development Goals (SDG’s) kepada CCO Group untuk preparation.
kebutuhan Penyusunan RKAP.
2. Sosialisasi dan publikasi kegiatan program TJSL melalui 2. Socialization and publication of TJSL program activities
kanal informasi Perseroan (press release, sosial media, via company information channels (press release, sosial
website, miles, dan lainnya). media, website, miles, etc.).
3. Penyampaian laporan realisasi program kerja TJSL per 3. Submission of quarterly TJSL program performance
Triwulan berdasarkan Tujuan Pembangunan Berkelanjutan reports based on Sustainable Development Goals (SDGs).
(TPB) atau Sustainable Development Goals (SDG’s).
4. Rapat koordinasi triwulanan untuk pembahasan progres 4. Quarterly coordination meetings to discuss program
program, parenting visit untuk sosialisasi tugas dan progress, parenting visits for socializing roles and
tanggung jawab serta monitoring dan evaluasi kegiatan responsibilities, monitoring and evaluating field
di lapangan, serta rapat koordinasi tahunan untuk activities, and annual coordination meetings to evaluate
evaluasi pencapaian program kerja per tahun. work program achievements.
5. Mendukung dalam proses pengumpulan dan penyusunan 5. Support for data collection and preparation of the
data Laporan Keberlanjutan atau Sustainability Report (SR). Sustainability Report (SR).
6. Mengimbau keterlibatan karyawan dalam program TJSL 6. Encouraging employee involvement in the company’s
Perseroan. TJSL (Corporate Social Responsibility and Environmental)
program.
Sekretaris Perusahaan Corporate Secretary
Sekretaris Perusahaan atau Corporate Secretary merupakan The Corporate Secretary, also known as the Corporate
organ di bawah Direksi yang salah satu tugasnya adalah Secretary, is an organ under the Board of Directors whose
memastikan aspek keterbukaan informasi perusahaan responsibility includes ensuring the transparency of company
terbuka. Keberadaan Corporate Secretary Jasa Marga sesuai information. The presence of a Corporate Secretary in Jasa
dengan Peraturan Otoritas Jasa Keuangan (OJK) No. 35/ Marga is under Financial Services Authority Regulation (OJK)
POJK.04/2014 tentang Sekretaris Perusahaan Emiten atau No. 35/POJK.04/2014 regarding the Corporate Secretary of
Perusahaan Publik, yang pada dasarnya untuk meningkatkan Issuers or Public Companies, which aims to enhance services
pelayanan kepada para pemegang saham dan investor to shareholders and investors of public companies. The
bagi perusahaan publik. Corporate Secretary diangkat dan Corporate Secretary is appointed and dismissed by the Chief
diberhentikan oleh Direktur Utama. Executive Officer.
Dalam Struktur Organisasi Perseroan, berdasarkan Keputusan In the Organizational Structure of the Company, based
Direksi No. 128/KPTS/2021 tanggal 31 Desember 2021 on Board of Directors Decree No. 128/KPTS/2021 dated
tentang Struktur Organisasi PT Jasa Marga (Persero) December 31, 2021 regarding the Organizational Structure of
Tbk, dan Keputusan Direksi No. 11/KPTS/2022 tanggal PT Jasa Marga (Persero) Tbk, and Board of Directors Decree
31 Januari 2022 tentang Organisasi dan Uraian Jabatan No. 11/KPTS/2022 dated January 31, 2022 regarding the
Kantor Pusat PT Jasa Marga (Persero) Tbk, fungsi Sekretaris Organization and Job Descriptions of the Headquarters of PT
Perusahaan dilaksanakan oleh Corporate Secretary and Chief Jasa Marga (Persero) Tbk, the Corporate Secretary and Chief
Administration Officer (CAO) yang bertanggung jawab secara Administration Officer (CAO) report directly to the President
langsung kepada Direktur Utama. Director.
Dasar Pengangkatan Sekretaris Perusahaan Basis for Appointment of Corporate Secretary
Pembentukan, pengangkatan, dan pelaksanaan fungsi serta The formation, appointment, and implementation of the
tugas Corporate Secretary and Chief Administration Officer, functions and duties of the Corporate Secretary and Chief
antara lain mengacu pada: Administration Officer, among others, refers to:
1. Anggaran Dasar Jasa Marga. 1. The Articles of Association of Jasa Marga.
2. Peraturan Otoritas Jasa Keuangan No. 35/ POJK.04/2014 2. Financial Services Authority Regulation No. 35/
tentang Sekretaris Perusahaan Emiten atau Perusahaan POJK.04/2014 regarding the Corporate Secretary of
Publik. Issuers or Public Companies.
3. Surat Keputusan Direksi PT Bursa Efek Indonesia No. KEP- 3. Board of Directors Decree of the Indonesia Stock
00001/BEI/01-2014 Perihal Perubahan Peraturan No. Exchange No. KEP-00001/BEI/01-2014 concerning
I-A: Tentang Pencatatan Saham dan Efek Bersifat Ekuitas Amendment to Regulation No. I-A: Regarding Listing of
Selain Saham yang Diterbitkan oleh Perusahaan Tercatat. Shares and Equity Securities Other Than Shares Issued
by Listed Companies.
634 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
4. Peraturan Menteri Badan Usaha Milik Negara No. PER-2/ 4. Minister of State-Owned Enterprises Regulation No.
MBU/03/2023, tanggal 24 Maret 2023, tentang Pedoman PER-2/MBU/03/2023, dated March 24, 2023, concerning
Tata Kelola dan Kegiatan Korporasi Signifikan Badan Guidelines for Governance and SignificantCorporate
Usaha Milik Negara. Activities of State-Owned Enterprises.
5. Peraturan Menteri Badan Usaha Milik Negara No. PER-3/ 5. Minister of State-Owned Enterprises Regulation No.
MBU/03/2023, tanggal 24 Maret 2023, tentang Organ PER-3/MBU/03/2023, dated March 24, 2023, concerning
dan Sumber Daya Manusia Badan Usaha Milik Negara. the Organization and Human Resourcesof State-Owned
Enterprises.
Profil Pejabat Sekretaris Perusahaan Profile of the Corporate Secretary Officer
Ari Wibowo Ari Wibowo
Corporate Secretary & Chief Administration Officer (CAO) Corporate Secretary & Chief Administration Officer (CAO)
Profil Corporate Secretary & Chief Administration Officer The profile of the Corporate Secretary & Chief Administration
dapat dilihat pada Bab Profil Perusahaan dalam buku Laporan Officer can be found in the Company Profile section of this
Tahunan ini. Annual Report.
Fungsi, Tugas dan Tanggung Jawab Sekretaris Functions, Duties, and Responsibilities of the
Perusahaan Corporate Secretary
Fungsi Corporate Secretary and Chief Administration Officer The functions of the Corporate Secretary and Chief
adalah sebagai berikut: Administration Officer are as follows:
1. Memimpin, mengarahkan dan memastikan penyusunan 1. Lead, direct and ensure the preparation of plans and
rencana dan kebijakan Program Tanggung Jawab policies for the Social and Environmental Responsibility
Sosial dan Lingkungan sebagai bagian dari program Program as part of the Corporate Social Responsibility
Tanggung Jawab Sosial Perusahaan (Corporate Social (CSR) program, Sustainable Development Goals
Responsibility/CSR), Sustainable Development Goals (SDGs), preparation of plans and policies for effective
(SDGs), penyusunan rencana dan kebijakan pengelolaan management of Company communications through the
komunikasi Perusahaan yang efektif melalui penyediaan provision of a balanced flow of information and marketing
arus informasi yang berimbang serta program inkubasi incubation programs and strengthening the Company’s
marketing dan penguatan brand Perusahaan sehingga brand so that the Company’s values are conveyed and
tersampaikannya nilai Perusahaan dan diperolehnya the Company’s image is improved, and in line with the
peningkatan citra Perusahaan, serta selaras dengan management of the Company’s Leader activities through
pengelolaan kegiatan Pemimpin Perusahaan melalui protocol activities and management of good relations
kegiatan protokoler dan pengelolaan hubungan baik with stakeholders related to the Company’s business
dengan para pemangku kepentingan terkait bisnis to ensure that the Company is managed based on the
Perusahaan untuk memastikan Perusahaan dikelola principles of Good Corporate Governance (GCG).
berdasarkan prinsip Tata Kelola Perusahaan yang Baik
(Good Corporate Governance/GCG).
2. Memimpin, mengarahkan dan memastikan perumusan 2. Lead, direct and ensure the formulation of
kebijakan, tata kelola dan ketentuan tentang policies, governance and provisions regarding the
penyelenggaraan kegiatan perencanaan pengadaan dan implementation of procurement planning activities
pelaksanaan pemilihan penyedia barang/jasa termasuk and the implementation of the selection of goods/
melaksanakan monitoring dan evaluasi atas proses service providers including implementing monitoring
pengadaan di lingkungan Perusahaan serta memastikan and evaluation of the procurement process within the
tersedianya Rencana Umum Pengadaan maupun Company and ensuring the availability of a General
terlaksananya proses Pengadaan Barang/Jasa di Kantor Procurement Plan and the implementation of the Goods/
Pusat dan Regional sesuai dengan sistem dan kebijakan Services Procurement process at the Head Office and
yang berlaku dan prinsip-prinsip Good Corporate Regional Offices in accordance with the applicable
Governance/GCG maupun terkait perumusan kebijakan, systems and policies and principles. Good Corporate
tata kelola dan ketentuan tentang penyelenggaraan Governance/GCG as well as related to the formulation
kegiatan pengelolaan aset seperti pengadministrasian, of policies, governance and provisions regarding the
penyimpanan, pemeliharaan dan pengamanan aset implementation of asset management activities such
milik Perusahaan dan aset/barang milik Negara as administration, storage, maintenance and security
termasuk tanah kelola, dan pengamanan dokumen bukti of Company assets and State assets/goods including
kepemilikannya termasuk menyelenggarakan kegiatan managed land, and security of documents proving
pencatatan, pendayagunaan, dan penghapusan aset/ ownership including organizing activities for recording,
barang inventaris di lingkungan Perusahaan. utilizing and eliminating assets/inventory goods within
the Company.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 635
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
3. Memimpin, mengarahkan dan memastikan kinerja 3. Leading, directing and ensuring the performance of
pelayanan hukum yang meliputi: penyelesaian legal services which include: problem solving and
permasalahan dan pendampingan hukum, pembuatan legal assistance, making and compiling legal opinions,
dan penyusunan pendapat hukum, penyusunan compiling cooperation agreements with other
perjanjian kerja sama dengan pihak lain, pengendalian parties, controlling legal documents, risk analysis for
dokumen hukum, analisis risiko terhadap penyelesaian resolving legal problems for the Company, compiling
masalah hukum bagi Perusahaan, penyusunan dan and managing Company regulations, and managing
pengelolaan peraturan Perusahaan, dan pengelolaan standardization of policies related to legal services for
standardisasi kebijakan terkait pelayanan hukum untuk the entire Company’s Business Group in accordance with
seluruh Kelompok Usaha Perusahaan sesuai ketentuan applicable provisions and managing the implementation
yang berlaku serta pengelolaan penerapan prinsip GCG of GCG principles including controlling gratification
termasuk pengendalian gratifikasi dan Whistleblowing and Whistleblowing System (WBS) in the Company,
System (WBS) di Perusahaan, kesesuaian dengan etika compliance with business ethics, compliance with Capital
usaha, kepatuhan terhadap peraturan Pasar Modal terkait Market regulations related to the Company’s corporate
dengan tindakan aksi korporasi Perusahaan, pengelolaan actions, management of strategic meetings including
rapat strategis meliputi Rapat Direksi, Rapat Dewan Board of Directors Meetings, Board of Commissioners
Komisaris dan Rapat Gabungan agar seluruh aktivitas Meetings and Joint Meetings so that all activities of
Perusahaan dan Kelompok Usaha Perusahaan berjalan the Company and the Company’s Business Group run in
selaras sehingga memenuhi ketentuan peraturan harmony and comply with the provisions of applicable
perundang-undangan yang berlaku, serta memastikan laws and regulations, and ensure the management and
pengelolaan dan pengembangan Sistem Manajemen development of the Anti-Bribery Management System
Anti Penyuapan (SMAP). (SMAP).
Tanggung Jawab Sekretaris Perusahaan Responsibilities of the Corporate Secretary
Sebagai organ penting yang berada di bawah Direksi, As an important organ under the Board of Directors, the
Corporate Secretary and Chief Administration Officer (CAO) Corporate Secretary and Chief Administration Officer (CAO)
memiliki beberapa tanggung jawab. Adapun hal yang menjadi has several responsibilities. The responsibilities of the
tanggung jawab Corporate Secretary and CAO adalah sebagai Corporate Secretary and CAO are as follows:
berikut:
1. Memimpin pengelolaan hubungan baik dengan 1. Leading the management of good relations with
stakeholders Perseroan, antara lain Regulator dan stakeholders Companies, including Regulators and
Pemegang Saham. Shareholders.
2. Memimpin dan mengarahkan pengelolaan tata kelola 2. Leading and directing the management of the Company’s
administrasi eksekutif (pemimpin) Perseroan di Kantor executive (leader) administrative governance at the
Pusat dan mengarahkan tata kelola administrasi di Head Office and directing administrative governance in
Regional. the Region.
3. Memimpin dan mengarahkan pengelolaan marketing 3. Leading and directing management marketing and
and brand Perseroan. Company brand.
4. Memimpin dan mengarahkan pengelolaan informasi 4. Leading and directing the management of information
dan komunikasi pada lingkup eksternal dan internal and communication in the Company’s external and
Perseroan. internal scope.
5. Memimpin dan mengarahkan pengelolaan monitoring 5. Leading and directing the management of monitoring the
penerapan faktor ESG di Perusahaan sebagai bentuk implementation of ESG factors in the Company as a form
dukungan korporasi terhadap agenda pembangunan of corporate support for the sustainable development
berkelanjutan. agenda.
6. Memimpin dan mengarahkan pengelolaan kegiatan 6. Lead and direct the management of the Company’s TJSL
program TJSL Perseroan. program activities.
7. Memimpin dan mengarahkan pengelolaan kegiatan 7. Leading and directing the management of TPB program
program TPB yang merupakan bagian dari Sustainability activities which are part of Sustainability Report.
Report.
8. Memimpin dan mengarahkan pengelolaan acara-acara 8. Lead and direct the management of events related to the
yang terkait dengan Perseroan dan mengarahkan acara- Company and direct events related to Subsidiaries.
acara yang terkait Anak Perusahaan.
9. Memimpin dan mengarahkan perumusan kebijakan, tata 9. Leading and directing the formulation of policies,
kelola, ketentuan, perencananaan dan pelaksanaan atas governance, provisions, planning and implementation
proses pengadaan barang/jasa serta logistik, manajemen of the procurement process for goods/services and
aset, dan pengamanan aset di lingkungan Jasa Marga logistics, asset management and asset security within
Grup. the Jasa Marga Group.
636 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
10. Mengarahkan pengembangan sistem pengadaan barang/ 10. Directing the development of procurement systems
jasa serta logistik, manajemen aset, dan pengamanan for goods/services and logistics, asset management,
aset pengamanan aset berdasarkan prinsip dan and asset security based on applicable principles and
peraturan yang berlaku. regulations.
11. Memimpin, mengarahkan dan memastikan pengelolaan 11. Leading, directing and ensuring the management
dan pelayanan hukum yang meliputi penyelesaian and legal services that include problem solving and
permasalahan dan pendampingan hukum, pembuatan legal assistance, making and preparing legal opinions,
dan penyusunan pendapat hukum, penyusunan preparing cooperation agreements with other
perjanjian kerja sama dengan pihak lain, pengelolaan parties, managing legal documents and managing the
dokumen hukum dan pengelolaan standardisasi standardization of policies related to legal services for
kebijakan terkait pelayanan hukum untuk seluruh the entire Company’s Business Group in accordance with
Kelompok Usaha Perusahaan sesuai ketentuan yang applicable provisions.
berlaku.
12. Memimpin, mengarahkan dan memastikan pemenuhan 12. Leading, directing and ensuring the Company’s
kepatuhan Perseroan terhadap peraturan perundangan compliance with laws and regulations (including
(termasuk peraturan di bidang Pasar Modal), serta regulations in the Capital Market sector), as well as the
pemenuhan dan penerapan GCG di Perusahaan (meliputi fulfillment and implementation of GCG in the Company
pengendalian gratifikasi, whistleblowing system dan hal- (including control of gratification, whistleblowing
hal lainnya). system and other things).
13. Memberikan masukan kepada Direksi dan Dewan 13. Provide input to the Board of Directors and Board of
Komisaris untuk mematuhi ketentuan peraturan Commissioners to comply with the provisions of laws
perundang-undangan di bidang Pasar Modal. and regulations in the Capital Market sector.
14. Membantu Direksi dan Dewan Komisaris dalam 14. Assisting the Board of Directors and Board of
pelaksanaan tata kelola Perusahaan yang meliputi: Commissioners in implementing corporate governance
which includes:
a. Keterbukaan informasi kepada masyarakat, a. Transparency of information to the public, including
termasuk ketersediaan informasi pada Situs Web the availability of information on the Company
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. Organizing and documenting the General Meeting
Pemegang Saham. of Shareholders.
d. Penyelenggaraan dan dokumentasi Rapat Direksi d. Organizing and documenting Board of Directors
dan/atau Dewan Komisaris serta Rapat Gabungan. and/or Board of Commissioners Meetings and Joint
Meetings.
e. Pelaksanaan program executive induction e. Program implementation executive induction
Perusahaan bagi Direksi dan/atau Dewan Komisaris. Company for the Board of Directors and/or Board of
Commissioners.
15. Mengarahkan dan memastikan penyusunan dan 15. Directing and ensuring the preparation and updating
pemutakhiran kebijakan, pengelolaan serta pemantauan of policies, management and monitoring related to
terkait Sistem Manajemen Anti Penyuapan (SMAP) di the Anti-Bribery Management System (SMAP) at the
tingkat Perusahaan dan tingkat Unit Kerja telah mengikuti Company level and Work Unit level have followed the
Rencana Jangka Panjang dan strategis Perusahaan. Company’s Long-Term and strategic Plans.
Wewenang Sekretaris Perusahaan Authority of the Corporate Secretary
Corporate Secretary and Chief Administration Officer The Corporate Secretary and Chief Administration Officer also
juga memiliki wewenang dalam melaksanakan tugas dan have the authority to carry out their duties and functions, as
fungsinya, sebagai berikut: follows:
1. Menetapkan kebijakan strategis Perusahaan mengenai 1. Establishing the Company’s strategic policies regarding
pengelolaan Perusahaan sesuai dengan GCG terkait the management of the Company in accordance with
kebijakan strategis bidang komunikasi Perseroan yang GCG related to strategic policies in the field of effective
efektif dan pengelolaan hubungan baik kepada seluruh Company communications and managing good relations
pemangku kepentingan Perseroan. with all Company stakeholders.
2. Menetapkan arahan dan kebijakan strategis Perseroan 2. Establishing the Company’s strategic direction and
dalam bentuk peraturan dan/atau surat edaran dan/atau policies in the form of regulations and/or circulars and/
instruksi yang terkait dengan seluruh kegiatan marketing or instructions related to all activities marketing and
and brand Perseroan. brand Company.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 637
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
3. Menetapkan arahan dan kebijakan strategis Perseroan 3. Establishing the Company’s strategic direction and
dalam bentuk peraturan dan/atau surat edaran dan/ policies in the form of regulations and/or circulars and/
atau instruksi yang terkait dengan seluruh kegiatan or instructions related to all Company communication
komunikasi Perseroan, pengembangan komunitas dan activities, community development and relationship
pengelolaan hubungan dengan stakeholders Perseroan management with stakeholders Companies include
antara lain regulator dan pemegang saham. regulators and shareholders.
4. Menetapkan arahan dan kebijakan strategis Perseroan di 4. Establishing the Company’s strategic direction and
bidang penerapan faktor ESG. policies in the field of implementing ESG factors.
5. Menetapkan kebijakan strategis Perusahaan di bidang 5. Establishing the Company’s strategic policies in the field
Program TJSL Perseroan. of the Company’s TJSL Program.
6. Menetapkan kebijakan strategis Perseroan dan 6. Establishing the Company’s strategic policies and
pengelolaan terkait kegiatan Sustainability Development management related to Sustainability Development
Goals (SDGs). Goals (SDGs) activities.
7. Menandatangani kontrak/perjanjian atau mengikat 7. Signing contracts/agreements or binding the Company
Perseroan dengan pihak lain dan/atau pihak lain with other parties and/or other parties with the Company
dengan Perseroan yang terkait dengan seluruh kegiatan related to all Company communication activities,
komunikasi Perseroan, pengembangan komunitas dan community development and relationship management
pengelolaan hubungan dengan stakeholders Perseroan with stakeholders Companies include regulators and
antara lain regulator dan pemegang saham. shareholders.
8. Menetapkan arahan dan kebijakan strategis Perseroan 8. Establishing the Company’s strategic direction and
dalam bentuk peraturan dan/atau surat edaran dan/atau policies in the form of regulations and/or circulars
instruksi yang terkait dengan seluruh kegiatan bidang and/or instructions related to all activities in the field
pengadaan barang/jasa serta logistik, manajemen aset, of procurement of goods/services and logistics, asset
dan pengamanan aset milik Perseroan. management, and security of Company assets.
9. Menandatangani kontrak/perjanjian yang mengikat 9. Signing contracts/agreements that bind the Company
Perusahaan atau dokumen mengenai pengelolaan or documents regarding the management of logistics
aktivitas logistik, manajemen aset, dan pengamanan aset activities, asset management, and security of Company
milik Perseroan. assets.
10. Menetapkan kebijakan dalam pengelolaan Rapat Umum 10. Establish policies in the management of General Meeting
Pemegang Saham (RUPS), Rapat Gabungan Komisaris dan of Shareholders (GMS), Joint Meeting of Commissioners
Direksi serta Rapat Direksi. and Directors and Board of Directors Meeting.
11. Mewakili Perseroan dalam penyelesaian kasus/ 11. Representing the Company in resolving legal cases/
perselisihan hukum baik internal maupun eksternal disputes both internal and external to the Company
Perseroan melalui Surat Kuasa. through a Power of Attorney.
12. Memberikan dan menyusun pendapat hukum (legal 12. Providing and compiling legal opinions (legal opinion) to
opinion) kepada Perseroan atas setiap permasalahan the Company for any legal/transactional problems faced
hukum/transaksi yang dihadapi yang bersifat strategis which are strategic in nature and have an impact on the
dan berpengaruh terhadap kondisi keuangan Perseroan. Company’s financial condition.
13. Menandatangani kontrak/perjanjian yang mengikat 13. Signing contracts/agreements that bind the Company
Perseroan atau dokumen mengenai pengelolaan or documents regarding the management of activities
aktivitas terkait bidang hukum, baik hukum korporasi, related to the legal field, including corporate law,
regulasi, litigasi dan kepatuhan. regulation, litigation and compliance.
14. Menetapkan arahan dan kebijakan strategis Perseroan 14. Establishing the Company’s strategic direction and
dalam bentuk peraturan dan/atau surat edaran dan/atau policies in the form of regulations and/or circulars
instruksi yang terkait dengan seluruh kegiatan bidang and/or instructions related to all legal and compliance
hukum dan kepatuhan. activities.
15. Menetapkan arahan dan kebijakan strategis Perseroan 15. Establishing the Company’s strategic direction and
namun tidak terbatas pada dalam bentuk peraturan dan/ policies, but not limited to in the form of regulations
atau surat edaran dan/atau instruksi yang terkait Sistem and/or circulars and/or instructions related to the Anti-
Manajemen Anti Penyuapan (SMAP). Bribery Management System (SMAP).
Struktur Organisasi Sekretaris Perusahaan Corporate Secretary Organizational Structure
Berdasarkan Keputusan Direksi No. 128/KPTS/2021 tanggal Based on Directors’ Decree No. 128/KPTS/2021 dated 31
31 Desember 2021 tentang Struktur Organisasi PT Jasa Marga December 2021 concerning the Organizational Structure of
(Persero) Tbk, Corporate Secretary membawahi unit kerja PT Jasa Marga (Persero) Tbk, the Corporate Secretary oversees
sebagai berikut: the following work units:
1. Corporate Communication and Community Development 1. Corporate Communication and Community Development
Group; Group;
2. Procurement and Fixed Asset Group; 2. Procurement and Fix Asset Group;
3. Legal and Compliance Group. 3. Legal and Compliance Group.
638 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Struktur Organisasi Corporate Secretary and Chief Administration Officer
Organization Structure of Corporate Secretary and Chief Administration Officer
Corporate Secretary
and Chief Administration Officer
Corporate Communication
& Community Development Legal & Compliance Group Procurement & Fixed Asset
Group Group
Pelaksanaan Tugas Sekretaris Perusahaan Tahun Implementation of Corporate Secretary’s Tasks
2024 in 2024
Corporate Secretary and Chief Administration Officer The Corporate Secretary and Chief Administration Officer
membawahi Legal and Compliance Group, Corporate oversees the Legal and Compliance Group, Corporate
Communication and Community Development Group, serta Communication and Community Development Group, as
Procurement and Fixed Asset Group. Berdasarkan realisasi well as the Procurement and Fixed Asset Group. Based on
tugas pada masing-masing Group tersebut, pelaksanaan the realization of tasks within each of these groups, the
tugas Corporate Secretary sepanjang 2024 diuraikan sebagai implementation of the Corporate Secretary’s tasks throughout
berikut: 2024 is outlined as follows:
1. Legal And Compliance Group 1. Legal and Compliance Group
Pelaksanaan kegiatan Legal and Compliance Group The implementation of Legal and Compliance Group
selama tahun 2024 adalah sebagai berikut: activities during 2024 is as follows:
a. Administrasi Rapat Manajemen (Rapat Direksi, a. Administration of Management Meetings (Board
Rapat Dewan Komisaris dan Rapat Gabungan of Directors Meetings, Board of Commissioners
Direksi-Dewan Komisaris). Meetings and Joint Board of Directors and Board of
Commissioners Meetings).
i. Rapat Direksi i. Board of Directors Meeting
ii. Rapat Dewan Komisaris ii. Board of Commissioners Meeting
iii. Rapat Gabungan Dewan Komisaris-Direksi iii. Joint Meeting of the Board of Commissioners
and Directors
b. Penilaian Implementasi Tata Kelola Perusahaan b. Assessment of the Company’s Implementation of
yang Baik Perseroan Good Corporate Governance
i. Asesmen GCG Berdasarkan Kriteria/Parameter i. GCG Assessment Based on Criteria/Parameters
Pedoman Tata Kelola Perusahaan Terbuka of Public Company Governance Guidelines
ii. Asesmen GCG Berdasarkan Kriteria/Parameter ii. GCG Assessment Based on Criteria/Parameters
ASEAN Corporate Governance Scorecard (ACGS). of ASEAN Corporate Governance Scorecard
(ACGS).
iii. Asesmen GCG Berdasarkan Kriteria/Parameter iii. GCG Assessment Based on the Criteria/
Pedoman Umum Governansi Korporat Parameters of the General Guidelines for
Indonesia (PUGKI). Indonesian Corporate Governance (PUGKI).
c. Pengendalian Gratifikasi c. Gratification Control
d. Whistleblowing System d. Whistleblowing System
e. Peringatan Hari Anti Korupsi Sedunia (Hakordia) e. World Anti-Corruption Day (Hakordia)
Commemoration
f. Pengkinian Pedoman-pedoman (Governance Soft f. Updating the Guidelines (Governance Soft
Structure) Perseroan Structure) Company
i. Pedoman Perilaku (Code of Conduct) i. Code of Conduct
ii. Pedoman Sistem Manajemen Anti Penyuapan ii. Anti-Bribery Management System (SMAP)
(SMAP) Guidelines
iii. Pedoman Whistleblowing System (WBS) iii. Guidelines of Whistleblowing System (WBS)
iv. Pedoman Direksi dan Dewan Komisaris (Board iv. Board of Directors and Board of Commissioners
Manual) Manual
v. Pedoman Tata Kelola Perusahaan (Code of v. Code of Corporate Governance
Corporate Governance)
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 639
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
g. Penyusunan Pedoman-pedoman (Governance Soft g. Preparation of Guidelines (Governance Soft
Structure) Baru Perseroan Structure) New Company
i. Pedoman Tata Kelola Terintegrasi i. Integrated Governance Guidelines
ii. Pedoman Anti Fraud ii. Guidelines of Anti-Fraud
h. Tata Kelola Terintegrasi h. Integrated Governance
i. Tindak Lanjut Hasil Audit Compliance i. Follow-up on Audit Results Compliance
j. Sistem Manajemen Anti Penyuapan (SMAP) j. Anti-Bribery Management System (SMAP)
i. Penandatanganan Komitmen Pelaksanaan i. Signing of the Commitment to Implement the
Sistem Manajemen Anti Penyuapan Anti-Bribery Management System
ii. Tinjauan Atas Laporan Uji Kontrol Mandiri Unit ii. Review of Work Unit Independent Control Test
Kerja Report
iii. Pendampingan Pengisian Register Risiko iii. Assistance in Completing the Bribery Risk
Penyuapan Register
iv. Survey Pemahaman SMAP iv. SMAP Understanding Survey
v. Pelatihan/Sertifikasi Tim Auditor Internal v. Training/Certification of SMAP Internal Audit
SMAP, Personil FKAP dan Tim Champion Team, FKAP Personnel and Team Champion
vi. Sosialisasi dan Publikasi SMAP kepada Seluruh vi. Socialization and Publication of SMAP to All
Karyawan Employees
vii. Audit Internal dan Eksternal SMAP vii. SMAP Internal and External Audit
viii. Penunjukan Pihak Ketiga dalam Rangka viii. Appointment of Third Parties for the
Penyusunan Pedoman Terkait SMAP Preparation of SMAP-Related Guidelines
k. Duta Anti Korupsi/Anti Fraud Boot Camp k. Anti-Corruption/Anti-Fraud Ambassador Boot Camp
l. Sosialisasi Lainnya Terkait GCG l. Other Socialization Related to GCG
m. Penyelenggaraan Rapat Umum Pemegang Saham m. Holding of General Meeting of Shareholders (GMS)
(RUPS) Sesuai dengan Ketentuan Perusahaan in Accordance with Public Company Provisions
Terbuka
i. RUPS Tahunan i. Annual General Meeting of Shareholders
ii. RUPS Luar Biasa ii. Extraordinary General Meeting of Shareholders
n. Keterbukaan Informasi n. Disclosure of Information
o. Kepatuhan Terkait Publikasi dan Pelaporan o. Compliance Regarding Publication and Reporting
i. Publikasi pada Situs Web i. Publications on the Site Web
ii. Pelaporan ii. Reporting
p. Penyusunan dan Evaluasi Draft Perjanjian/Kontrak/ p. Preparation and Evaluation of Draft Agreements/
Pendapat Hukum Contracts/Legal Opinions
q. Penyusunan Legal Administration untuk Aksi q. Compilation Legal Administration for Corporate
Korporasi Action
r. Implementasi Shared Service (Layanan Bersama) r. Shared Service Implementation (Shared Services)
s. Penyusunan Peraturan Perusahaan s. Preparation of Company Regulations
t. Sosialisasi Peraturan di Perseroan t. Socialization of Regulations in Companies
u. Penanganan Perkara Perseroan di Pengadilan u. Handling of Company Cases in Court
2. Corporate Communication and Community Development 2. Corporate Communication and Community Development
Group Group
Pelaksanaan kegiatan Corporate Communication and The implementation of Corporate Communication and
Community Development Group selama tahun 2024 Community Development Group activities during 2024
adalah sebagai berikut: is as follows:
a. Media Relations a. Media Relations
i. Press Release i. Press Release
ii. Konferensi Pers ii. Press conference
iii. Press Tour iii. Press Tour
iv. Narasumber Pemberitaan di Televisi iv. News Source on Television
v. Narasumber Pemberitaan di Radio v. News Source on Radio
vi. Media Monitoring vi. Media Monitoring
b. Pengelolaan Keluhan Pelanggan b. Customer Complaints Management
c. Penyelenggaraan Pameran c. Exhibition Organization
d. Pengelolaan Iklan di Media Massa d. Advertising Management in Mass Media
e. Pengelolaan Media Sosial Perseroan e. Company Social Media Management
f. Produksi Konten Publikasi Perseroan f. Production of Publication Content of the Company
g. Pengelolaan Media Komunikasi Internal Perseroan g. Management of Company Internal Communication
Media
640 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
h. Publikasi Kegiatan Corporate Social Responsibility h. Publication of Activities Corporate Social
(CSR) Responsibility (CSR)
i. Program Tanggung Jawab Sosial dan Lingkungan i. Social and Environmental Responsibility Program
j. Sponsorship j. Sponsorship
k. Pendampingan Direksi k. Directors Assistance
l. Penyelenggaraan Event l. Implementation Event
3. Procurement and Fixed Assets Group 3. Procurement and Fixed Assets Group
Pelaksanaan kegiatan Procurement and Fixed Assets The implementation of Procurement and Fixed Assets
(PFA) Group selama tahun 2024 adalah sebagai berikut: (PFA) Group activities during 2024 is as follows:
a. Perencanaan, Monitoring dan Evaluasi Pengadaan a. Planning, Monitoring and Evaluation of Procurement
Barang dan Jasa of Goods and Services
i. Perencanaan Pengadaan i. Procurement Planning
ii. Kebijakan Pengadaan Barang dan Jasa (PBJ) ii. Procurement of Goods and Services (PBJ)
Policy
iii. Implementasi Kebijakan Penggunaan Tingkat iii. Implementation of Domestic Component
Komponen Dalam Negeri (TKDN) Level (TKDN) Use Policy
iv. Sistem Pengadaan Barang dan Jasa iv. Goods and Services Procurement System
v. Monitoring dan Evaluasi Pengadaan Barang v. Monitoring and Evaluation of Procurement of
dan Jasa Goods and Services
vi. Pengelolaan Daftar Rekanan Jasa Marga vi. Jasa Marga Partner List Management (DRJM)
(DRJM)
vii. Sosialisasi Survei Kepuasan Penyedia dan vii. Socialization of Supplier Satisfaction Survey
Implementasi Verifikasi TKDN Post Audit and Implementation of Post Audit TKDN
dalam Pengadaan Barang dan Jasa Verification in Procurement of Goods and
Services
viii. Survey Kepuasan Pemasok Tahun 2024 viii. Supplier Satisfaction Survey 2024
ix. Penilaian Kinerja Penyedia Barang dan Jasa ix. Performance Assessment of Goods and
Services Providers
x. Implementasi PaDi UMKM x. Implementation of PaDi UMKM
xi. Implementasi Sistem Manajemen Anti xi. Implementation of Anti-Bribery Management
Penyuapan (SMAP) Pengadaan Barang dan Jasa System (SMAP) for Procurement of Goods and
Services
xii. Mitra Champion BUMN xii. Partners Champion State-owned Enterprises
b. Proses Pemilihan Penyedia Barang dan Jasa b. Goods and Services Provider Selection Process
i. Program Kerja dan Kinerja 2024 i. Work Program and Performance 2024
ii. Pelaksanaan Kontrak Shared Services ii. Contract Execution Shared Services
c. Pengelolaan Aset c. Asset Management
i. Pengelolaan PBB i. Land and Building Tax Management
ii. Realisasi Program Capex dan Program Opex ii. Program Realization Capex and Opex Program
dalam Kontrak Manajemen Pengelolaan in the Management Contract for Jasa Marga’s
Gedung Kantor Pusat Milik Jasa Marga Head Office Building
iii. Penyusunan Draft Pedoman Pengamanan Aset iii. Drafting of Guidelines for Securing Company
Perusahaan dan Barang Milik Negera Assets and State Property
iv. Pengelolaan Asuransi Aset Kantor Pusat dan iv. Head Office and Regional/RO Asset Insurance
Regional/RO Management
v. Pelaksanaan Pembuatan Purchase Order (PO) v. Implementation of Manufacturing Purchase
dan Goods Receipt (GR) Order (PO) and Goods Receipt (GR)
vi. Pelaksanaan Penghapusan dan Pelelangan vi. Implementation of Deletion and Auction
vii. Pekerjaan Inventarisasi Patok, Pagar dan Papan vii. Inventory Work of Stakes, Fences and
Larangan Prohibition Boards
viii. Pelaksanaan Simulasi Tanggap Darurat viii. Implementation of Emergency Response
Simulation
ix. Pelaksanaan Penyelenggaraan Kearsipan ix. Implementation of Archiving Management
Pengembangan Kompetensi Competency Development
Pengembangan kompetensi Corporate Secretary dapat dilihat The competency development of the Corporate Secretary can
pada Bab Profil dalam buku Laporan Tahunan ini. be found in the Profile section of this Annual Report.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Penilaian Kinerja Sekretaris Perusahaan Performance Evaluation of Corporate Secretary
Berdasarkan KPI Based on KPI
Hasil penilaian kinerja Corporate Secretary dan Chief The performance evaluation of the Corporate Secretary
Administration Officer berdasarkan Key Performance Indicator and Chief Administration Officer based on Key Performance
(KPI) tahun 2024 mencapai 109 dari target sebesar 100. Indicators (KPI) in 2024 achieved 109 out of a target of 100.
Adapun rincian dari KPI Corporate Secretary dapat dilihat The details of the Corporate Secretary’s KPI can be seen in the
pada tabel berikut: following table:
Tabel Penilaian KPI Corporate Secretary dan Chief Administration Officer Tahun 2024
Table of Corporate Secretary and Chief Administration Officer KPI Assessment in 2024
Perspektif Ukuran Kinerja Utama (KPI) Bobot Rencana Realisasi
No
Perspective Key Performance Indicator (KPIs) Weight Plan Realization
Nilai Operasional 1. Peningkatan Citra Positif Perusahaan 12 12 13,20
Ekonomi Operational Improvement of Positive Corporate Image
dan Sosial
2. GCG Score 12 12 13,20
untuk
Indonesia 3. Penyusunan Legal Administration untuk Aksi Korporasi 12 12 13,20
Economic Preparation of Legal Administration for Corporate Actions
and Social
Value for Sosial 4. Peningkatan Jumlah Tujuan Pembangunan Berkelanjutan 11 11 12,10
Indonesia Social (TPB) Program TJSL
Increase in the Number of Sustainable Development Goals
(SDGs) in the TJSL Program
5. Penyelesaian Pengukuran Dampak terhadap Program TJSL 11 11 12,10
dengan metode Social Return on Investment (SROI)
Completion of Impact Measurement on the TJSL Program
using the Social Return on Investment (SROI) method
Inovasi Model Bisnis 6. Efisiensi Shared Service Bidang Procurement 11 11 12,10
Business Model Efficiency of Shared Service in Procurement Sector
Innovation
7. Implementasi Shared Service Bidang Legal 11 11 12,10
Implementation of Shared Service in Legal Sector
8. Peningkatan Penggunaan Produk Dalam Negeri (P3DN) 10 10 11,00
Increase in Domestic Product Utilization (P3DN)
9. Penyusunan & Implementasi Roadmap ESG 10 10 10,00
Preparation & Implementation of ESG Roadmap
Total Bobot 100 100 109,00
Total Weight
Rencana Kerja Sekretaris Perusahaan Tahun Corporate Secretary’s Work Plan for 2025
2025
Corporate Secretary dan Chief Administration Officer telah The Corporate Secretary and Chief Administration Officer
menetapkan rencana kerja untuk tahun 2025 yang akan has established a work plan for 2024 which will be discussed
dibahas melalui sejumlah rapat. Adapun rencana kerja through some meetings. The Corporate Secretary’s work plan for
Corporate Secretary di tahun 2025 antara lain sebagai berikut: 2024 includes the following:
1. Legal and Compliance Group 1. Legal and Compliance Group
a. Kerja Sama dengan KPK dalam Implementasi a. Cooperation with the Corruption Eradication
Whistleblowing System (WBS) Terintegrasi (sesuai Committee in Implementation of Whistleblowing
arahan Kementerian BUMN). System (WBS) Integrated (according to the direction
of the Ministry of SOEs).
b. Assessment GCG Tahun Buku 2025. b. Assessment GCG for the 2025 financial year.
c. Pengkinian Pedoman Pelaksanaan Rapat Direksi. c. Updating the Guidelines for Implementing Board of
Directors Meetings.
d. Finalisasi pengkinian Code of Corporate Governance. d. Finalizing the update Code of Corporate
Governance.
e. Sosialisasi GCG (Pengendalian Gratifikasi, e. Socialization of GCG (Gratification Control,
Whistleblowing System, Code of Corporate Whistleblowing System, Code of Corporate
Governance). Governance).
f. Penyelenggaraan Rapat Umum Pemegang Saham f. Holding of General Meeting of Shareholders
(Tahunan dan/atau Luar Biasa). (Annual and/or Extraordinary).
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
g. Program Pengenalan Pengurus Baru (jika dalam RUPS g. New Management Introduction Program (if the GMS
terdapat Mata Acara Perubahan Pengurus). contains an agenda for Change of Management).
h. Pengkinian Situs Web terkait Tata Kelola sebagai h. Site Updates Web related to Governance as
kepatuhan terkait publikasi. compliance related to publication.
i. Administrasi Rapat Manajemen (Rapat Direksi, Rapat i. Administration of Management Meetings (Board
Dewan Komisaris dan Rapat Gabungan Direksi-Dewan of Directors Meetings, Board of Commissioners
Komisaris). Meetings and Joint Board of Directors-Board of
Commissioners Meetings).
j. Pembuatan dashboard kepatuhan. j. Making dashboard compliance.
k. Pendampingan penyusunan daftar kewajiban k. Assistance in preparing a list of Company
kepatuhan Perusahaan. compliance obligations.
l. Pendampingan penyusunan Fraud Risk Assessment l. Assistance in drafting Fraud Risk Assessment (FRA).
(FRA).
m. Penyampaian laporan-laporan keterbukaan informasi. m. Submission of information disclosure reports.
n. Sistem Manajemen Anti Penyuapan. n. Anti Bribery Management System.
o. Penyusunan dan evaluasi draft Perjanjian/Kontrak/ o. Preparation and evaluation draft Agreement/
Pendapat Hukum. Contract/Legal Opinion.
p. Penyusunan legal administration untuk Aksi Korporasi. p. Compilation legal administration for Corporate
Action.
q. Penyusunan standar kontrak. q. Preparation of contract standards.
r. Implementasi Shared Services bidang jasa hukum. r. Implementation Shared Services in legal services
sector.
s. Sosialisasi Peraturan. s. Socialization of Regulations.
t. Penyusunan peraturan Perseroan yang bersifat t. Preparation of Company regulations that are
mengatur. regulatory in nature.
u. Penyusunan peraturan Perseroan yang bersifat u. Preparation of Company regulations that are of a
menetapkan. stipulation nature.
v. Penanganan perkara-perkara hukum yang masih v. Handling of legal cases that are still in the process
dalam proses pemeriksaan di Pengadilan. of being examined in court.
w. Pemenuhan Panggilan Kepolisian dan Kejaksaan w. Fulfillment of Police and Prosecutor’s Summons (if
(apabila ada). any).
x. Perpanjangan kerja sama dengan pihak Jaksa Agung x. Extension of cooperation with the Deputy Attorney
Muda Bidang Perdata dan Tata Usaha Negara. General for Civil and State Administration.
y. Implementasi Layanan Bersama (Shared Service) y. Shared Services Implementation (Shared Services)
bidang litigasi kepada Anak Perusahaan. litigation field to Subsidiaries.
2. Corporate Communication and Community Development 2. Corporate Communication and Community
Group Development Group
a. Penyusunan strategi komunikasi Perusahaan tahun a. Preparation of the Company’s communication
2025. strategy for 2025.
b. Penyusunan rencana dan laporan Agenda Setting b. Preparation of the Company’s Agenda Setting plan
Perusahaan tahun 2025. and report for 2025.
c. Penyelenggaraan program Media Relations untuk c. Implementation of the program Media Relations
dukungan publikasi media massa terhadap Aksi for mass media publication support for Corporate
Korporasi tahun 2025 melalui kegiatan: Action 2025 through activities:
i. Konferensi Pers. i. Press conference.
ii. Press Tour. ii. Press Tour.
iii. Press Release. iii. Press Release.
iv. Media Monitoring. iv. Media Monitoring.
d. Promotion. d. Promotion.
e. Customer Engagement. e. Customer Engagement.
f. Internal Communication. f. Internal Communication.
g. Brand Management. g. Brand Management.
h. Penyaluran Program TJSL Stakeholder. h. Distribution of TJSL Program Stakeholder.
i. Program TJSL Penugasan Kementerian BUMN. i. TJSL Program Assigned by the Ministry of SOEs.
j. Pembinaan dan Promosi Pameran Nasional. j. Development and Promotion of National
Exhibitions.
k. Pembinaan dan Pelatihan BUMN Sinergi. k. SOE Synergy Coaching and Training.
l. Pembinaan dan Pelatihan Sertifikasi UMK. l. Coaching and Training for UMK Certification.
m. Pembinaan Pelatihan UMK Naik Kelas. m. Coaching for UMK Class Up Training.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
n. Dukungan Sponsorship dan Sumbangan. n. Sponsorship and Donation Support.
o. Pendampingan Direksi. o. Directors’ Assistance.
p. Penyelenggaraan Kegiatan Korporasi. p. Organizing Corporate Activities.
3. Procurement and Fixed Asset Group 3. Procurement and Fixed Assets Group
a. Implementasi Peningkatan Penggunaan Produk a. Implementation of Increasing the Use of Domestic
Dalam Negeri (P3DN). Products (P3DN).
b. Proses Sentralisasi Pengadaan Barang dan Jasa b. The Centralization Process of Procurement of
sampai dengan lingkup Unit Kerja kantor Pusat dan Goods and Services up to the scope of the Head
Regional Division. Office Work Unit and Regional Division.
c. Implementasi e-Procurement Terintegrasi dalam c. Implementation of e-Integrated Procurement in
proses Pengadaan Barang dan Jasa sampai dengan the Procurement of Goods and Services process
lingkup Unit Kerja kantor Pusat dan Regional Division. up to the scope of the Head Office Work Unit and
Regional Division.
d. Review Kebijakan Pengadaan Barang dan Jasa sesuai d. Reviews Procurement of Goods and Services Policy
dengan Peraturan Perundang-Undangan dan Best in accordance with Laws and Regulations and Best
Practices Pengadaan Barang dan Jasa. Practices for Procurement of Goods and Services.
e. Pengembangan dan peningkatan (enhancement) e. Development and enhancement e-Procurement
fitur dan fungsi e-Procurement sesuai dengan hasil features and functions according to the
evaluasi implementasi, jika diperlukan. implementation evaluation results, if necessary.
f. Penyelenggaraan Kegiatan Rutin lainnya tahun 2025, f. Implementation of other routine activities in 2025,
meliputi: including:
i. Temu Pemasok tahun 2025. i. Supplier Meeting 2025.
ii. Survey Kepuasan Pemasok tahun 2025. ii. Supplier Satisfaction Survey 2025.
iii. Penilaian Kinerja Penyedia Barang dan Jasa iii. Performance Assessment of Goods and
tahun 2025. Services Providers in 2025.
iv. Penyusunan Rencana Umum Pengadaan tahun iv. Preparation of the 2026 General Procurement
2026. Plan.
Audit Internal Internal Audit
Internal Audit di Jasa Marga dibentuk dengan tujuan The Internal Audit at Jasa Marga is established with the
memberikan pendapat profesional, independen dan objektif goal of providing professional, independent, and objective
kepada Direktur Utama terhadap aktivitas dan operasi opinions to the President Director regarding the corporation’s
Perseroan dengan meningkatkan fungsi pengendalian yang activities and operations. This is achieved by enhancing
terintegrasi guna memastikan bahwa kegiatan operasional the integrated control functions to ensure that operational
sudah berjalan dengan baik sehingga dapat meningkatkan nilai activities are running well, thus contributing to the added
tambah bagi Perseroan. Internal Audit Group melaksanakan value of the corporation. The Internal Audit Group performs
fungsi pengawasan yang independen terhadap unit-unit yang an independent oversight function over other units and is
lain dan bertanggung jawab kepada Direktur Utama. accountable to the President Director.
Internal Audit Charter Internal Audit Charter
Internal Audit memiliki pedoman yaitu Internal Audit Charter The Internal Audit has guidelines known as the Internal Audit
yang telah ditetapkan oleh Dewan Komisaris dan Direksi pada Charter, which was established by the Board of Commissioners
tanggal 14 September 2023. Selain sebagai pedoman kerja, and Directors on September 14, 2023. Besides serving as a
Internal Audit Charter juga berperan dalam penguatan peran working guideline, the Internal Audit Charter also plays a role
dan tanggung jawab serta dasar keberadaan dan pelaksanaan in strengthening the role and responsibilities as well as the
tugas-tugas pengawasan bagi Internal Audit. Oleh karena itu, basis for the existence and implementation of supervision
Internal Audit Charter juga disebarluaskan agar diketahui tasks for Internal Audit. Therefore, the Internal Audit Charter
oleh seluruh karyawan dan pihak lain yang terkait sehingga is also disseminated to be known by all employees and
terjalin saling pengertian dan kerja sama yang baik dalam other related parties to foster mutual understanding and
mewujudkan Visi, Misi, dan Tujuan Perseroan. Secara berkala, cooperation in realizing the Company’s Vision, Mission, and
Internal Audit Charter dikaji ulang dan disempurnakan sesuai Objectives. Periodically, the Internal Audit Charter is reviewed
dengan perkembangan peraturan yang berlaku. and refined under the applicable regulations.
Secara garis besar, Internal Audit Charter memuat: In general, the Internal Audit Charter includes:
1. Pendahuluan; 1. Introduction;
2. Maksud; 2. Purpose;
3. Pernyataan Visi Misi; 3. Vision Mission Statements;
4. Tujuan; 4. Objectives;
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
5. Prinsip Pokok Praktik Profesional Audit Internal; 5. Principles of Internal Audit Professional Practice;
6. Struktur dan kedudukan Internal Audit; 6. Structure and Position of Internal Audit;
7. Wewenang; 7. Authority;
8. Tugas dan Tanggung Jawab; 8. Duties and Responsibilities;
9. Ruang Lingkup Tugas; 9. Scope of Duties;
10. Independensi dan Objektivitas; 10. Independence and Objectivity;
11. Ketidakberpihakkan; 11. Impartiality;
12. Hak, Kewajiban dan Tanggung Jawab Internal Audit 12. Rights, Obligations, and Responsibilities of Internal
Senior Group Head; Audit Senior Group Head;
13. Kode Etik; 13. Code of Ethics;
14. Persyaratan dan Profesionalisme Auditor; 14. Auditor Requirements and Professionalism;
15. Penutup. 15. Conclusion.
Profil Pejabat Internal Audit Profile of Internal Audit Officer
Agung Laksana Pranata Agung Laksana Pranata
Internal Audit Senior Group Head Internal Audit Senior Group Head
Profil Internal Audit Group Head dapat dilihat pada Bab Profil The profile of the Internal Audit Group Head can be found in
Perusahaan dalam buku Laporan Tahunan ini. the Company Profile section of this Annual Report.
Tugas dan Tanggung Jawab Duties and Responsibilities
Internal Audit memiliki tugas dan tanggung jawab, sebagai Internal Audit has the following duties and responsibilities:
berikut:
1. Memberikan saran perbaikan dan informasi yang objektif 1. Providing objective improvement suggestions and
tentang kegiatan yang diperiksa pada semua kegiatan information regarding the activities examined in all
manajemen; management activities;
2. Memberikan konsultasi dan keyakinan terkait hal yang 2. Providing consultation and confidence regarding
bersifat strategis baik pada saat perencanaan maupun strategic matters both during planning and during the
pada saat pelaksanaan kegiatan operasional; execution of operational activities;
3. Memastikan pelaksanaan fungsi Audit Internal sesuai 3. Ensuring the implementation of Internal Audit functions
dengan standar profesional Audit Internal dan kode etik under Internal Audit professional standards and Internal
Audit Internal; Audit code of ethics;
4. Melakukan pemilihan sumber daya manusia yang 4. Selecting competent human resources as needed in the
kompeten sesuai dengan kebutuhan dalam pelaksanaan implementation of Internal Audit tasks;
tugas Internal Audit;
5. Memastikan personel Internal Audit mengikuti 5. Ensuring that Internal Audit personnel undergo
pengembangan profesional berkelanjutan serta continuous professional development and other training
pelatihan lain sesuai dengan perkembangan in line with the complexity and business activities of the
kompleksitas dan kegiatan usaha Perseroan; Company;
6. Melakukan penyusunan dan pengkajian piagam Audit 6. Periodically drafting and reviewing the Internal Audit
Internal secara periodik; charter;
7. Menyusun dan mengimplementasikan rencana audit 7. Developing and implementing annual audit plans based
tahunan berdasarkan metodologi berbasis penilaian on comprehensive risk assessment methodology. Annual
risiko secara komprehensif. Rencana audit tahunan dan audit plans and budget allocations are approved by the
alokasi anggaran disetujui oleh Direktur Utama, dan President Director, and may consider Audit Committee
dapat mempertimbangkan rekomendasi Komite Audit; recommendations;
8. Memastikan pelaksanaan Audit Internal sesuai dengan 8. Ensuring the execution of Internal Audit following the
rencana; plan;
9. Secara periodik melaporkan kepada Direksi dan Dewan 9. Periodically reporting to the Board of Directors and
Komisaris melalui Komite Audit mengenai tujuan, Board of Commissioners through the Audit Committee
kewenangan, dan tanggung jawab, serta kinerja aktivitas regarding objectives, authority, responsibilities, and
Audit Internal dibandingkan dengan perencanaannya. performance of Internal Audit activities compared to its
Pelaporan juga meliputi temuan yang signifikan dan planning. Reporting also includes significant findings
masalah pengendalian internal; and internal control issues;
10. Menginformasikan status tindakan perbaikan atas 10. Informing the President Director and Board of
temuan audit dan rekomendasi hasil audit, kepada Commissioners through the Audit Committee of the
Direktur Utama dan Dewan Komisaris melalui Komite status of corrective actions for audit findings and audit
Audit; recommendation outcomes;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 645
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
11. Memantau, menganalisis dan melaporkan kepada 11. Monitoring, analyzing, and reporting to the President
Direktur Utama dan Dewan Komisaris melalui Komite Director, and Board of Commissioners through the Audit
Audit pelaksanaan tindak lanjut atas temuan dan Committee on the implementation of follow-up actions
rekomendasi hasil audit yang signifikan; for significant audit findings and recommendations;
12. Menjaga kerahasiaan informasi dan/atau data 12. Maintaining the confidentiality of Company information
Perusahaan terkait dengan pelaksanaan tugas dan and/or data related to the implementation of Internal
tanggung jawab Audit Internal, kecuali diperbolehkan Audit duties and responsibilities, unless permitted by
berdasarkan ketentuan peraturan perundang- undangan applicable regulations and/or court decisions;
dan/atau putusan pengadilan;
13. Menjaga informasi rahasia yang diperoleh sewaktu 13. Preserving confidential information obtained during
menjabat sesuai dengan ketentuan peraturan tenure under applicable regulations;
perundangundangan;
14. Memastikan dalam hal terdapat penggunaan jasa pihak 14. Ensuring that in the event of the use of external services
eksternal untuk aktivitas audit Internal: for Internal Audit activities:
a. Terselenggaranya transfer pengetahuan antara a. Knowledge transfer from external parties to Internal
pihak eksternal kepada personel Internal Audit Audit personnel is conducted considering the
mengingat penggunaan jasa ahli pihak eksternal temporary nature of using external expert services;
bersifat sementara;
b. Penggunaan jasa pihak eksternal tidak b.
The use of external services does not affect the
memengaruhi independensi dan objektivitas fungsi independence and objectivity of the Internal Audit
Internal Audit; dan function; and
c. Pihak eksternal mematuhi piagam Audit Internal c. External parties comply with the Company’s
Perusahaan; Internal Audit charter;
15. Melakukan evaluasi atas efektivitas pelaksanaan 15. Evaluating the effectiveness of internal control
pengendalian internal, Manajemen Risiko, dan proses implementation, Risk Management, and corporate
tata kelola perusahaan, sesuai dengan peraturan governance processes, under regulations and Company
perundang-undangan dan kebijakan Perseroan; policies;
16. Melakukan aktivitas audit dan memberikan penilaian 16. Conducting audit activities and providing assessments of
atas efektivitas dan efisiensi di bidang keuangan, effectiveness and efficiency in financial, asset security,
pengamanan asset, operasional, sumber daya manusia, operational, human resources, information technology,
teknologi informasi dan kegiatan lainnya; and other activities;
17. Menginformasikan kepada fungsi anti-fraud atas indikasi 17. Informing the anti-fraud function of indications of fraud
fraud (kecurangan) yang ditemukan oleh tim Internal found by the Internal Audit team;
Audit;
18. Membuat dan menyimpan kertas kerja audit yang 18. Creating and retaining adequate audit work papers
memadai sesuai peraturan yang berlaku; under applicable regulations;
19. Melaksanakan dan menyampaikan Quality Assurance and 19. Implementing and presenting Quality Assurance and
Improvement Programs (QAIP) yang mencakup seluruh Improvement Programs (QAIP) covering all aspects
aspek aktivitas Audit Internal. QAIP tersebut meliputi of Internal Audit activities. QAIP includes evaluating
evaluasi kepatuhan Audit Internal terhadap definisi Audit Internal Audit compliance with Internal Audit definitions
Internal dan Standards, serta evaluasi apakah auditor and standards, as well as assessing whether auditors
menerapkan kode etik, QAIP juga menilai efektivitas dan adhere to the code of ethics. QAIP also evaluates the
efisiensi aktivitas Audit Internal serta mengidentifikasi effectiveness and efficiency of Internal Audit activities
peluang untuk perbaikan; and identifies opportunities for improvement;
20. Melaporkan kepada Direksi dan Dewan Komisaris 20. Reporting to the Board of Directors and Board of
melalui Komite Audit hasil kaji ulang pihak eksternal Commissioners through the Audit Committee on the
yang memuat pendapat tentang hasil kerja Audit Internal external party’s review results containing opinions on
dan kesesuaian dengan referensi praktik terbaik; the results of Internal Audit work and compliance with
best practice references;
21. Dalam hal implementasi Tata Kelola Terintegrasi dan 21. In the implementation of Integrated Governance and the
peran Perusahaan sebagai Perusahaan Induk, Internal Company’s role as the Parent Company, Internal Audit
Audit melakukan pemantauan, evaluasi serta koordinasi monitors, evaluates, and coordinates the implementation
pelaksanaan Audit Internal Anak Perseroan sesuai of Subsidiary Internal Audit according to its function;
dengan fungsinya;
22. Bekerja sama dengan Komite Audit; 22. Collaborating with the Audit Committee;
23. Melakukan pemeriksaan khusus apabila diperlukan; 23. Conducting special examinations when necessary;
24. Melakukan koordinasi kegiatan dengan Auditor Eksternal; 24. Coordinating activities with External Auditors;
25. Menyiapkan ukuran-ukuran penilaian keberhasilan 25. Establishing performance success measures and goals
kinerja dan pencapaian tujuan Audit Internal; for Internal Audit;
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
26. Menyusun, merancang, mensosialisasikan, menerapkan, 26. Developing, designing, socializing, implementing,
melaksanakan dan mengawasi pelaksanaan sistem executing, and overseeing the implementation of
manajemen anti penyuapan, serta melaporkan kinerja antibribery management systems, and reporting on the
dari sistem manajemen anti penyuapan kepada performance of anti-bribery management systems to
Manajemen Puncak dan Dewan Pengarah. senior management and the Board of Directors.
Wewenang Internal Audit Authority of Internal Audit
Internal Audit memiliki beberapa kewenangan dalam Internal Audit has several authorities in carrying out its duties,
melaksanakan tugasnya, yaitu: namely:
1. Memiliki akses yang tidak terbatas ke semua aktivitas, 1. Having unrestricted access to all activities, functions,
fungsi, pencatatan, aset dan personel dari Perseroan dan records, assets, and personnel of the Company and its
Entitas Anak; Subsidiaries;
2. Memiliki akses komunikasi yang penuh dan bebas, 2. Having full and unrestricted communication
langsung kepada Direksi dan/atau Dewan Komisaris accessdirectly to the Board of Directors and/or Board of
melalui Komite Audit; Commissioners through the Audit Committee;
3. Mengadakan rapat secara berkala dan insidentil dengan 3. Holding regular and ad-hoc meetings with the Board
Direksi, Dewan Komisaris, dan/atau Komite Audit; of Directors, Board of Commissioners, and/or Audit
Committee;
4. Mengalokasikan sumber daya, menetapkan frekuensi, 4. Allocating resources, determining frequency,selecting
memilih subyek, menentukan ruang lingkup pekerjaan; subjects, and defining the scope of work;
5. Melakukan koordinasi kegiatannya dengan kegiatan 5. Coordinating its activities with External Auditors;
Auditor Eksternal; 6. Seeking assistance from personnel from the
6. Mendapatkan bantuan dari personel dari unit-unit kerja Companywork units where audits are conducted, as
di Perseroan dimana audit dilaksanakan, serta jasa well asother specialized services (requiring specific
khusus lainnya (yang memerlukan keahlian khusus dan expertiseand temporary) from within or outside the
bersifat sementara) dari dalam maupun luar Perseroan; Company;
7. Mengikuti rapat yang bersifat strategis; 7. Attending strategic meetings;
8. Sebagai Internal Audit Induk Perseroan: 8. As the Parent Company’s Internal Audit:
a. Menentukan strategi pelaksanaan Audit Internal a. Determining the strategy for implementing
Anak Perusahaan; Subsidiary Internal Audits;
b. Merumuskan prinsip Audit Internal yang mencakup b. Formulating Internal Audit principles covering audit
metodologi audit dan langkah pelaksanaan methodology and quality control implementation
pengendalian mutu; dan steps; and
c. Memantau pelaksanaan Audit Internal pada masing c. Monitoring the implementation of Internal Auditsin
masing Anak Perusahaan. each Subsidiary.
Internal Audit tidak diperbolehkan untuk: The Internal Audit is not permitted to:
1. Perangkapan tugas dan melaksanakan tugas operasional 1. Hold dual responsibilities and carry out operational
Perseroan dan Entitas Anak; tasks for the company and its subsidiaries;
2. Menginisiasi dan menyetujui transaksi akuntansi di luar 2. Initiate and approve accounting transactions outside of
untuk kepentingan Internal Audit Perusahaan; the Internal Audit’s interest in the company;
3. Mengarahkan kegiatan-kegiatan dari karyawan yang 3. Direct activities of employees who are not employed by
tidak dipekerjakan oleh Internal Audit Perseroan, kecuali the Internal Audit department, unless those employees
karyawan tersebut secara jelas ditugaskan sebagai tim are clearly assigned as audit team members or are
pemeriksa atau diperbantukan untuk Internal Audit temporarily assigned to assist the company’s Internal
Perseroan. Audit.
Pihak yang Mengangkat dan Memberhentikan The Appointment and Dismissal Authority of
Internal Audit Senior Group Head Internal Audit Senior Group Head
Internal Audit dipimpin oleh seorang Internal Audit Senior Internal Audit is led by an Internal Audit Senior Group Head
Group Head yang diangkat dan diberhentikan oleh Direktur is appointed and dismissed by the President Director with
Utama dengan persetujuan Dewan Komisaris. Setiap the approval of the Board of Commissioners. The Internal
pengangkatan, penggantian atau pemberhentian Internal Audit Senior Group Head is assisted by the Program Planning,
Audit Senior Group Head dilaporkan ke Otoritas Jasa Controlling, and Administration Department Head as well
Keuangan sesuai mekanisme Perusahaan. Audit Senior Group as the Anti-Bribery Management Department Head and the
Head dibantu oleh Assurance Management Department Head Group of Auditors.
dan Advisory Management Department Head.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 647
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kode Etik Auditor Code of Ethics for Auditors
Dalam melaksanakan tugasnya, Internal Audit Senior Group In carrying out their duties, the Internal Audit Senior Group
Head dan seluruh staf Audit Internal harus menaati Kode Etik Head and all Internal Audit staff must adhere to the Company’s
Perusahaan dan Kode Etik Audit Internal Perusahaan sesuai Code of Ethics and the Company’s Internal Audit Code of
standar profesi, yaitu: Ethics by professional standards, namely:
1. Integritas 1. Integrity
Integritas Auditor Internal membangun rasa kepercayaan, The integrity of Internal Auditors builds trust, and thus
dan dengan demikian memberikan dasar keyakinan akan provides a basis for confidence in the judgments they
penilaian yang diberikannya; make;
2. Objektivitas 2. Objectivity
Auditor Internal harus menunjukkan objektivitas Internal Auditors must demonstrate high professional
profesional yang tinggi dalam mengumpulkan, objectivity in gathering, evaluating, and communicating
melakukan evaluasi, dan mengkomunikasikan informasi information about the activities or processes they audit.
mengenai aktivitas atau proses yang diaudit. Auditor Internal auditors make balanced assessments of all
internal melakukan penilaian yang seimbang terhadap relevant facts without being influenced by their interests
semua fakta relevan yang ada tanpa dipengaruhi or those of others;
kepentingan sendiri ataupun orang lain;
3. Kerahasiaan 3. Confidentiality
Auditor Internal menjaga kerahasiaan informasi yang Internal Auditors maintain the confidentiality of the
diterima dan tidak berwenang mengungkapkannya information received and is not authorized to disclose
tanpa kewenangan yang jelas, kecuali sesuai Kebijakan it without clear authorization, except in accordance
Perusahaan terkait pemberian informasi/data/dokumen with the Company’s Policy regarding the provision of
kepada pihak luar; information/data/documents to external parties;
4. Kompetensi 4. Competence
Auditor Internal menerapkan pengetahuan, keterampilan, Internal Auditors apply the knowledge, skills, and
dan pengalaman yang diperlukan dalam memberikan experience necessary to provide Internal Audit
jasa-jasa Audit Internal services.
Struktur Organisasi Internal Audit Internal Audit Organizational Structure
Organisasi Internal Audit Group ditetapkan dalam Struktur The Internal Audit Group organization is established within
Organisasi Perseroan berdasarkan Keputusan Direksi No. the Company’s Organizational Structure based on Board of
11/KPTS/2022 tanggal 31 Januari 2022 Tentang Organisasi Directors Decision No. 11/KPTS/2022 dated January 31, 2022,
dan Uraian Jabatan Kantor Pusat PT Jasamarga (Persero) Tbk regarding the Organization and Job Descriptions of the Head
beserta perubahannya. Office of PT Jasamarga (Persero) Tbk and its amendments.
Bagan Struktur Organisasi Internal Audit
Organization Structure of the Internal Audit
Internal Audit Group
Assurance Management Advisory Management Group of Quality
Group of Auditors
Department Department Assurance
Jumlah dan Komposisi Personil Internal Audit Total and Composition of the Internal Audit
Personnel
Personil Unit Audit Internal beserta sertifikasi yang dimiliki The personnel of the Internal Audit Unit along with their
dapat dilihat pada tabel berikut ini: certifications can be seen in the following table:
648 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 649
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Personil Internal Audit
Table of Internal Audit Personnel
Nama Sertifikasi
Name Certification
Agung Laksana Pranata • Certified Internal Audit Executive (CIAE)
Internal Audit Senior Group • Qualified Internal Auditor (QIA)
• Qualified Chief Risk Officer (QCRO)
• Certified Legal Auditor (CLA)
• Certified Human Resources Practitioner (CHRP)
• Standarts Certified Anti Fraud Professional (CAFP)
Dyah Saditya Noegraheni • Qualified Internal Auditor (QIA)
Internal Audit Senior Group • Certified Procurement Officer (CPOF)
• Sertifikasi DPLK
• Certified Risk Professional (CRP)
Sigit Sutarno • Certified Practitioner of Internal Audit (CPIA)
Assurance Management Dept. Head • Qualified Internal Auditor (QIA)
• Certified Internal Audit Executive (CIAE)
• Certified Risk Professional (CRP)
Anang Mohammad Ma’ruf • Qualified Internal Auditor (QIA)
Auditor • Certified Risk Management Professional (CRMP)
• Certified Risk Professional (CRP)
• Certified Procurement Officer (CPOF)
Ichwan Rofi’i • Sertifikat Tingkat Dasar Ahli PBJ
Auditor • Qualified Internal Auditor (QIA)
• Certified Risk Professional (CRP)
Hokie Fitriawan • Certified Risk Associate (CRA)
Auditor • Qualified Internal Auditor (QIA)
• Certified Practitioner of Internal Audit (CPIA)
Dias August Surya Putra • Qualified Internal Auditor (QIA)
Auditor • Certified Procurement Officer (CPOF)
Ajeng Manda Pratiwi • Certified Risk Professional (CRP)
Auditor • Certified Human Capital Management (CHCM)
• Certified Procurement Specialist (CPSp)
• Qualified Internal Auditor (QIA)
Farhan Willys Hendra Prasetya • ISO 37001 Lead Auditor
Auditor • Certified Information Security Manager (CISM)
• COBIT 2019 Foundation
• ITIL Foundation Certificate in IT Service Management
Krisma Perwita Sari • Qualified Internal Auditor (QIA)
Advisory Management Dept. Head • Certified Practitioner of Internal Audit (CPIA)
• Certified Lead Implementer ISO 37001
• Certified Risk Professional (CRP)
Azhari Yusuf • Qualified Internal Auditor (QIA)
Junior Auditor • Certified Practitioner of Internal Audit (CPIA)
Teki Sejati • Qualified Internal Auditor (QIA)
Junior Auditor • Certified Risk Management Professional (CRMP)
• Certified Practitioner of Internal Audit (CPIA)
• Certified Risk Professional (CRP)
Ari Sunarya • Qualified Internal Auditor (QIA)
Junior Auditor • Certified Risk Associate (CRA)
• Certified Procurement Officer (CPOF)
Indri Astuti • Certified Contract Drafter
Junior Auditor • Certified Risk Professional (CRP)
Mochammad Mulyanto • Certified Risk Associate (CRA)
Assurance Managemet Specialist • Certified Practitioner of Internal Audit (CPIA)
• Sertifikasi Tingkat Dasar Ahli Pengadaan Barang Jasa
Sarkim • Qualified Internal Auditor (QIA)
Assistant Auditor • Certified Practitioner of Internal Audit (CPIA)
• Certified Risk Associate (CRA)
• Certified Procurement Officer (CPOF)
Juairiah • Certified Procurement Officer (CPOF)
Advisory Management Assistant
Boyke Jaguar • Certified Practitioner of Internal Audit (CPIA)
Advisory Management Assistant • Certified Risk Associate (CRA)
• Certified Procurement Officer (CPOF)
Diah Ayu Damayanti • Certified Risk Associate (CRA)
Assurance Management Senior Officer
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 649
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Program Pengembangan Kompetensi Internal Competency Development Program for Internal
Audit Senior Group Head Audit Senior Group Head
Pengembangan kompetensi Internal Audit Senior Group Head The competency development program for the Internal Audit
dapat dilihat pada Bab Profil Perusahaan dalam buku Laporan Senior Group Head can be found in the Company Profile
Tahunan ini. section of this Annual Report.
Pelaksanaan Tugas Tahun 2024 Implementation of Tasks in 2024
Sepanjang tahun 2024, Internal Audit telah melaksanakan Throughout 2024, Internal Audit has carried out various tasks.
berbagai tugas. Adapun tugas yang dilaksanakan oleh Internal The tasks carried out by Internal Audit are as follows:
Audit, sebagai berikut:
1. Fungsi Audit Internal 1. Internal Audit Function
a. Program Assurance a. Program Assurance
Dalam kerangka kegiatan assurance, pelaksanaan Within the framework of assurance activities,
audit dan review sebagai metode untuk the implementation of audits and reviews as
mengevaluasi tata kelola, pengendalian internal, a method to evaluate corporate governance,
dan pengelolaan risiko perusahaan. Audit ini internal control, and risk management. This audit
terdiri dari tahapan perencanaan, pelaksanaan, consists of systematic planning, implementation,
serta pemantauan yang sistematis, dengan and monitoring stages, with the aim of ensuring
tujuan memastikan kepatuhan dan efisiensi compliance and operational efficiency. Thematic
operasional. Audit Tematik Penyesuaian tarif tol Audit of Toll Tariff Adjustment has been carried
telah dilaksanakan pada PT Jasamarga Transjawa out at PT Jasamarga Transjawa Tol, PT Jasamarga
Tol, PT Jasamarga Pandaan Malang, PT Jasamarga Pandaan Malang, PT Jasamarga Pandaan Tol, PT
Pandaan Tol, PT Jasamarga Surabaya Mojokerto, Jasamarga Surabaya Mojokerto, PT Jasamarga
PT Jasamarga Manado Bitung dan Jasamarga Manado Bitung and Jasamarga Metropolitan
Metropolitan Tollroad Regional 2 (RO 2), Audit Tollroad Regional 2 (RO 2), Compliance Audit at
Kepatuhan pada Information Technology Group, Information Technology Group, Operational Audit
Audit Operasional Concession Business Planning of Concession Business Planning Group, Business
Group, Business Development Group, PT Jasamarga Development Group, PT Jasamarga Balikpapan
Balikpapan Samarinda, Corporate Finance & Samarinda, Corporate Finance & Investor Relation
Investor Relation Group, Corporate Communication Group, Corporate Communication and Community
and Community Development Group, Audit Development Group, Thematic Audit of Pension
Tematik Pengelolaan Dana Pensiun pada Dana Fund Management at Dana Pensiun Jasa Marga,
Pensiun Jasa Marga, Human Capital Service Group Human Capital Service Group and Human Capital
dan Human Capaital Development Group, Audit Development Group, Compliance Audit of
Kepatuhan Pengadaan Barang dan Jasa Pada Servic Procurement of Goods and Services at Service
Provider PT Jasamarga Maintenance Tollroad, PT Provider PT Jasamarga Maintenance Tollroad, PT
Jasamarga Tollroad Operator dan PT Jasamarga Jasamarga Tollroad Operator and PT Jasamarga
Related Business dan Audit Kepatuhan dalam Related Business and Compliance Audit in the
pemanfaatan ruang milik jalan tol untuk iklan dan utilization of toll road space for advertising and
utilitas, mencakup kesesuaian perjanjian kerja utilities, including compliance with cooperation
sama, pengelolaan pendapatan sesuai ketentuan agreements, revenue management according
amandemen PPJT, dan pengelolaan dampak to the provisions of the PPJT amendment, and
operasional pada Jasamarga Metropolitan Tollroad management of operational impacts at Jasamarga
Regional dan PT Jasamarga Related Business serta Metropolitan Tollroad Regional and PT Jasamarga
pelaksanaan Review TKDN pada PT Jasamarga Related Business as well as implementation Review
Maintenance Tollroad, Review Self Assessment of TKDN at PT Jasamarga Maintenance Tollroad,
Peringkat Komposit Risiko Jasa Marga Tahun 2023 Review of Jasa Marga’s 2023 Composite Risk Rating
pada Risk & Quality, Health, Safety & Envirovment Self Assessment at Risk & Quality, Health, Safety
Group, Review atas Mitigasi Risiko Aksi Korporasi & Environment Group, Review of Equity Financing
Equity Financing pada Corporate Finance & Investor Corporate Action Risk Mitigation at Corporate
Relation Group, Diagnostik Internal Control Over Finance & Investor Relations Group, Internal Control
Financial Reporting (ICoFR) pada PT Jasamarga Over Financial Reporting (ICoFR) Diagnostic at PT
Transjawa Tol, PT Jasamarga Tollroad Operator dan Jasamarga Transjawa Tol, PT Jasamarga Tollroad
PT Jasamarga Japek Selatan serta Review Sistem Operator and PT Jasamarga Japek Selatan as well as
Pengendalian Internal (SPIN). Review of Internal Control System (SPIN).
650 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Pelaksanaan Assurance di Tahun 2024
Table of Assurance Implementation In 2024
Unit Kerja Regional Anak Perusahaan
Work Unit Regions Subsidiaries
• Information Technology Group • Jasamarga Metropolitan Tollroad • PT Jasamarga Transjawa Tol
• Concession Business Planning Group Regional 2 (RO2) • PT Jasamarga Pandaan Malang
• Business Development Group • Jasamarga Metropolitan Tollroad • PT Jasamarga Pandaan Tol
• Corporate Finance & Investor Division • PT Jasamarga Surabaya Mojokerto
Relation Group • PT Jasamarga Manado Bitung
• Corporate Communication and • PT Jasamarga Maintenaince Tollroad
Community Development Group • PT Jasamarga Tollroad Operator
• Human Capital Service Group • PT JasamargaRelated Business
• Human Capital Development Group • Dana Pensiun Jasamarga
• Business Development Group • PT Jasamarga Balikpapan Samarinda
• Corporate Communication and
Community Development Group
b. Program Peningkatan Kompetensi b. Competency Improvement Program
Sepanjang tahun 2024 telah dilaksanakan program Throughout 2024, competency improvement
peningkatan kompetensi berupa Workshop programs have been implemented in the form
Standards & Code Of Ethics For Professional of Workshop Standards & Code of Ethics for
Internal Auditor, Sertifikasi Qualified Internal Professional Internal Auditors, Basic Qualified
Auditor (QIA) Tingkat Dasar, Workshop Navigating Internal Auditor (QIA) Certification, Navigating
the Global Internal Audit, Sertifikasi Standarts, the Global Internal Audit Workshop, Standards
Certified Anti Fraud Profesional (CAFP), Pelatihan Certification, Certified Anti Fraud Professional
Pengadaan Interaktif Tingkat Dasar (PINTAR), (CAFP), Basic Interactive Procurement Training
Sertifikasi Qualified Internal Auditor (QIA) Tingkat (PINTAR), Advanced Qualified Internal Auditor
Lanjutan, Root Cause Analysis (RCA), ACIIA Regional (QIA) Certification, Root Cause Analysis (RCA),
Conference, Sertifikasi Certified Risk Associate (CRA), ACIIA Regional Conference, Certified Risk Associate
Perpanjangan Sertifikasi Certified Risk Associate (CRA) Certification, Certified Risk Associate (CRA)
(CRA), Sertifikasi Certified Risk Professional (CRP), Certification Extension, Certified Risk Professional
Direction Essentials : Board Roles, Director’s (CRP) Certification, Direction Essentials: Board
Duties and Liabilities Batch-2, Sertifikasi Certified Roles, Director’s Duties and Liabilities Batch-2,
Procurement Officer (CPoF), Perpanjangan Sertifikasi Certified Procurement Officer (CPoF) Certification,
Sertifikasi CPIA (Certified Practitioner of Internal Extension of CPIA (Certified Practitioner of Internal
Audit). Audit) Certification.
Sepanjang tahun 2024 telah dilaksanakan program Throughout 2024, competency improvement
peningkatan kompetensi berupa Workshop programs have been implemented in the form
Standards & Code Of Ethics For Professional of Workshop Standards & Code of Ethics for
Internal Auditor, Sertifikasi Qualified Internal Professional Internal Auditors, Basic Qualified
Auditor (QIA) Tingkat Dasar, Workshop Navigating Internal Auditor (QIA) Certification, Navigating
the Global Internal Audit, Sertifikasi Standarts, the Global Internal Audit Workshop, Standards
Certified Anti Fraud Profesional (CAFP), Pelatihan Certification, Certified Anti Fraud Professional
Pengadaan Interaktif Tingkat Dasar (PINTAR), (CAFP), Basic Interactive Procurement Training
Sertifikasi Qualified Internal Auditor (QIA) Tingkat (PINTAR), Advanced Qualified Internal Auditor
Lanjutan, Root Cause Analysis (RCA), ACIIA Regional (QIA) Certification, Root Cause Analysis (RCA),
Conference, Sertifikasi Certified Risk Associate (CRA), ACIIA Regional Conference, Certified Risk Associate
Perpanjangan Sertifikasi Certified Risk Associate (CRA) Certification, Certified Risk Associate (CRA)
(CRA), Sertifikasi Certified Risk Professional (CRP), Certification Extension, Certified Risk Professional
Direction Essentials : Board Roles, Director’s (CRP) Certification, Direction Essentials: Board
Duties and Liabilities Batch-2, Sertifikasi Certified Roles, Director’s Duties and Liabilities Batch-2,
Procurement Officer (CPoF), Perpanjangan Sertifikasi Certified Procurement Officer (CPoF) Certification,
Sertifikasi CPIA (Certified Practitioner of Internal Extension of CPIA (Certified Practitioner Of Internal
Audit). Audit) Certification.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 651
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
c. Program Monitoring Tindak Lanjut Hasil Audit c. Program Monitoring Follow-up of Audit Results
Aktivitas monitoring terhadap hasil pemeriksaan/ Monitoring activities on the results of the
audit yang dilakukan Internal Audit Group Kantor examination/audit conducted by the Internal
Pusat, Regional, Anak Perusahaan Lini Bisnis Audit Group of the Head Office, Regional, Toll
Konsesi Jalan Tol, Anak Perusahaan Lini Bisnis Road Concession Business Line Subsidiaries, Toll
Pengoperasian Jalan Tol, dan Anak Perusahaan Lini Road Operation Business Line Subsidiaries, and
Bisnis Prospektif sebagai tindakan monitoring/ Prospective Business Line Subsidiaries as ongoing
pemantauan berkelanjutan. Progres monitoring monitoring/oversight actions. The progress of
tindak lanjut hasil Audit Operasional dapat dilihat monitoring the follow-up of the Operational Audit
pada bagian Temuan dan Tindak Lanjut Hasil Audit. results can be seen in the Audit Result Findings and
Follow-up section.
d. Pendampingan Audit Eksternal d. External Audit Assistance
i. Audit Umum Laporan Keuangan Tahun Buku i. General Audit of Financial Report for Fiscal
2024 oleh KAP Amir Abadi Jusuf, Aryanto, Year 2024 by KAP Amir Abadi Jusuf, Aryanto,
Mawar & Rekan (RSM Indonesia); Mawar & Rekan (RSM Indonesia);
ii. Tindak Lanjut Laporan Auditor Independen ii. Follow-up of the Independent Auditor’s Report
Tahun buku 2023 atas, Kepatuhan terhadap for the 2023 Financial Year on Compliance
Peraturan Perundang-undangan dan with Laws and Regulations and on Compliance
atas Kepatuhan terhadap Pengendalian with the Control of the Implementation
Pelaksanaan Kegiatan Pemantauan Tindak of Monitoring Activities for Follow-up
Lanjut Rekomendasi Hasil Pemeriksaan Recommendations of Audit Results (TLRHP)
(TLRHP) BPK Semester I Tahun 2024 pada PT of the BPK for Semester I of 2024 at PT Jasa
Jasa Marga (Persero) Tbk. Marga (Persero) Tbk.
iii. Penilaian Indeks Akuntabilitas BUMN iii. Assessment of the 2023 State-Owned
(Indonesian Corporate Accountability Index/ Enterprise Accountability Index (Indonesian
ICORPAX) Tahun 2023 pada PT Jasa Marga Corporate Accountability Index/ICORPAX) at
(Persero) Tbk Audit Umum Laporan Keuangan PT Jasa Marga (Persero) Tbk General Audit of
Tahun Buku 2024 oleh KAP Amir Abadi Jusuf, Financial Reports for the 2024 Fiscal Year by
Aryanto,Mawar & Rekan (RSM Indonesia); KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan
(RSM Indonesia);
iv. Tindak Lanjut Laporan Auditor Independen iv. Follow-up of the Independent Auditor’s Report
Tahun buku 2023 atas, Kepatuhan terhadap for the 2023 Financial Year on Compliance
Peraturan Perundang-undangan dan with Laws and Regulations and on Compliance
atas Kepatuhan terhadap Pengendalian with the Control of the Implementation
Pelaksanaan Kegiatan Pemantauan Tindak of Monitoring Activities for Follow-up
Lanjut Rekomendasi Hasil Pemeriksaan Recommendations of Audit Results (TLRHP)
(TLRHP) BPK Semester I Tahun 2024 pada PT of the BPK for Semester I of 2024 at PT Jasa
Jasa Marga (Persero) Tbk. Marga (Persero) Tbk.
v. Penilaian Indeks Akuntabilitas BUMN v. Assessment of the 2023 State-Owned
(Indonesian Corporate Accountability Index/ Enterprise Accountability Index (Indonesian
ICORPAX) Tahun 2023 pada PT Jasa Marga Corporate Accountability Index/ICORPAX) at
(Persero) Tbk. PT Jasa Marga (Persero) Tbk.
Rapat Unit Audit Internal dengan Direksi, Internal Audit Unit Meeting with the Board
Dewan Komisaris, dan/atau Komite Audit of Directors, Board of Commissioners, and/or
Audit Committee
Pertemuan dalam rangka pembahasan hal-hal terkait audit Meetings to discuss matters related to audits are conducted
dilakukan oleh Internal Audit bersama jajaran Dewan by Internal Audit together with the Board of Commissioners
Komisaris dan/atau manajemen puncak untuk memberikan and/or top management to provide the latest information for
informasi terkini guna pengambilan keputusan Perseroan the Company’s decision-making process to be appropriate.
secara tepat.
652 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Rapat Audit Internal dengan Direksi, Dewan Komisaris, dan/atau Komite Audit
Table List of Internal Audit Meetings with the Board of Directors, Board of Commissioners, and/or Audit Committee
Dewan
Tanggal Rapat Agenda Rapat Komisaris Direksi Komite Audit
No
Meeting Date Meeting Agenda Board of Board of Directors Audit Committee
Commissioner
1. 16 Februari 2024 Diagnostik ICoFR
February 16, 2024 ICoFR Diagnostics
2. 19 Februari 2024 Diagnostik ICoFR
February 19, 2024 ICoFR Diagnostics
3. 14 Maret 2024 Rapat Koordinasi Program Kerja Internal
March 14, 2024 Audit Tahun 2024
2024 Internal Audit Work Program
Coordination Meeting
4. 15 Maret 2024 Laporan Audit Kepatuhan dan Management
March 15, 2024 Letter untuk Tahun yang Berakhir 31
Desember 2023
Compliance Audit Report and Management
Letter for the Year Ended December 31,
2023
5. April 2024 Rakin TW 1
April 2024 Performance Meeting Q1
6. 15 Mei 2024 Program Kerja Internal Audit TW 1 2024
May 15, 2024 Internal Audit Work Program Q1 2024
7. 29 Mei 2024 Update Progress ICoFR
May 29, 2024 ICoFR Progress Update
8. 25 Juni 2024 ICoFR Tahap IV dan Roadmap Implementasi
June 25, 2024 Perbaikan
ICoFR Phase IV and Improvement
Implementation Roadmap
9. 15 Juli 2024 Rakin Semester 2
July 15, 2024 Performance Meeting 2nd Semester
10. 22 Juli 2024 • Tindak Lanjut Audit dan Management
July 22, 2024 Letter
• Quality Assurance Review
• Internal Audit Terintegrasi
• Audit Follow-up and Management
Letter
• Quality Assurance Review
• Integrated Internal Audit
11. 18 September 2024 Progres Meeting Audit Umum Laporan
September 18, 2024 Keuangan Konsolidasian dan Laporan
Keuangan Program Pendanaan Usaha Mikro
dan Usaha Kecil (PUMK) PT Jasa Marga
(Persero) Tbk Tahun BUku 2024
Progress of the General Audit Meeting of
the Consolidated Financial Report and
Financial Report of the Micro and Small
Business Funding Program (PUMK) of PT
Jasa Marga (Persero) Tbk for the 2024
Financial Year
12. 7 Oktober 2024 Laporan Kemajuan Audit Tahap 2 (BUJT
October 7, 2024 Under Construction)
Audit Progress Report Phase 2 (BUJT Under
Construction)
13. 18 Oktober 2024 Program Kerja Internal Audit TW 3 2024
October 18, 2024 Internal Audit Work Program Q3 2024
14. 22 Oktober 2024 Laporan Kemajuan Audit Tahap 3 (BUJT di
October 22, 2024 Botabek)
Audit Progress Report Phase 3 (BUJT in
Botabek Area)
15. 19 Oktober 2024 • Tindak Lanjut atas LHP BPK
October 19, 2024 • Tindak Lanjut ICOFR
• Follow-up on BPK’s LHP
• ICOFR Follow Up
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 653
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Temuan dan Tindak Lanjut Hasil Audit Findings and Follow-Up Actions from Audit
Results
Temuan dari hasil pelaksanaan audit operasional Findings from the operational audit implementation resulted
menghasilkan rekomendasi yang disepakati bersama dengan in recommendations agreed upon with the audited entities
entitas yang diaudit untuk dilakukan perbaikan. Pada tahun for improvement. In 2024, the findings and follow-up
2024, hasil temuan dan tindak lanjut rekomendasinya recommendations were presented in the Findings and Follow-
disajikan dalam Tabel Temuan dan Tindak Lanjut Hasil Audit. Up Actions from the Audit Results Table. For findings with a
Terhadap temuan yang status rekomendasinya ‘belum ‘not yet completed’ recommendation status, the Internal
selesai’ maka Internal Audit Group akan melakukan kegiatan Audit Group will conduct Follow-Up Actions Monitoring to
Monitoring Tindak Lanjut Hasil Audit untuk memastikan ensure that corrective actions are carried out according to
tindakan korektif yang dilakukan sesuai dengan rekomendasi the recommendations provided. The monitoring process is
yang diberikan, proses monitoring dilakukan melalui Rapat conducted through Coordination Meetings for resolving audit
Koordinasi penyelesaian rekomendasi hasil audit dengan result recommendations with Units/Regions/Subsidiaries
Unit/Regional/Anak Perusahaan yang dilaksanakan secara held periodically per quarter, and the summary of the
periodik per triwulan, dan penyampaian rekapitulasi completion of audit result recommendations is presented to
penyelesaian rekomendasi hasil audit kepada unit/Regional/ Units/Regions/Subsidiaries periodically per quarter.
Anak Perusahaan dilaksanakan secara periodik per triwulan.
Tabel Penyelesaian Rekomendasi Hasil Audit Periode Audit Tahun 2024
Table of Audit Result Recommendation Completion Period for the 2024 Audit Period
Status
Jumlah Status
Entitas Audit Rekomendasi Sesuai Belum Sesuai Belum
No. Tidak Dapat
Audit Entity Total Rekomendasi Rekomendasi Ditindaklanjuti
Recomendation Ditindaklanjuti
As Not yet according to Not Followed Up
Not Actionable
Recommendation recommendations Yet
1. Unit Kantor Pusat 205 136 13 56 0
Head Office Unit
2. Regional 36 34 0 2 0
Regions
3. Anak Perusahaan 464 357 5 102 0
Subsidiaries
Jumlah 705 527 18 160 0
Total
Dari total 704 rekomendasi yang dipantau hingga akhir tahun From the total 704 recommendations monitored until the end
2024 ini yang berdasarkan audit internal, sebanyak 525 of 2024 based on internal audits, 525 have been successfully
telah berhasil diselesaikan termasuk didalamnya periode completed including the 2022 audit period which has been
audit tahun 2022 yang telah selesai ditindaklanjuti semua, followed up on, while 179 others are still in the process of
sementara 179 lainnya masih dalam proses penyelesaian being completed where the recommendations have not been
dimana rekomendasi belum ditindaklanjuti karena followed up because the audit implementation was only
pelaksanaan audit baru selesai di triwulan 4 dan belum completed in the fourth quarter and does not include the audit
termasuk tenggang waktu penyelesaian audit. Rekomendasi completion deadline. The recommendations provided are the
yang diberikan merupakan hasil kesepakatan bersama result of a joint agreement with the audited unit, intended to
dengan unit yang diaudit, ditujukan untuk memfasilitasi facilitate improvements based on the established action plan
perbaikan berdasarkan rencana aksi yang telah ditetapkan and agreed timeline. The Group Internal Audit systematically
dan timeline yang disepakati. Internal Audit Grup secara monitors the realization of this follow-up, which includes work
sistematis melaksanakan pemantauan atas realisasi tindak units at the Head Office, Regional offices, and Subsidiaries, to
lanjut ini, yang mencakup unit kerja di Kantor Pusat, kantor- ensure that all internal audit recommendations are followed up
kantor Regional, serta Anak Perusahaan, guna memastikan effectively.
bahwa semua rekomendasi audit internal ditindaklanjuti
secara efektif.
Penilaian Kinerja Internal Audit Berdasarkan Internal Audit Performance Assessment Based
Key Performance Indicator (KPI) on Key Performance Indicators (KPI)
Hasil penilaian kinerja Internal Audit disajikan dalam Tabel The performance assessment results for Internal Audit are
Penilaian Kinerja Internal Audit Tahun 2024. Pencapaian presented in the Internal Audit Performance Assessment Table
kinerja berdasarkan KPI di Internal Audit Group tahun 2024 for 2024. The performance achievement based on KPIs for the
adalah 109% terhadap rencana. Internal Audit Group in 2024 was 109 % of the planned target.
654 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 655
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kantor Akuntan Publik
Public Accountant Office
Kebijakan Penunjukan Kantor Akuntan Policy on the Appointment of Public
Publik Accounting Firm
Fungsi pengawasan independen terhadap aspek keuangan Independent oversight of the company’s financial aspects
Perseroan dilakukan dengan melaksanakan pemeriksaan is carried out by conducting External Audits performed by
Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik Public Accounting Firms (PAFs). The external auditor who
(KAP). Auditor Eksternal yang memeriksa laporan keuangan audits the company’s financial statements for the fiscal year
Perseroan tahun buku 2024 ditetapkan melalui RUPS 2024 is determined through the Annual General Meeting
Tahunan berdasarkan rekomendasi dari Dewan Komisaris dan based on recommendations from the Board of Commissioners
Komite Audit. Proses pemilihannya dilakukan sesuai dengan and the Audit Committee. The selection process is conducted
mekanisme pengadaan barang dan jasa yang berlaku. Untuk under the applicable procurement mechanisms. To ensure
menjamin independensi dan kualitas hasil pemeriksaan, independence and the quality of audit results, the appointed
Auditor Eksternal yang ditunjuk tidak boleh memiliki benturan External Auditor must not have any conflicts of interest with
kepentingan dengan Perseroan. the Company.
Penunjukan Kantor Akuntan Publik Appointment of Public Accounting Firm
Pada RUPS Tahunan Jasa Marga tanggal 8 Mei 2024, Perseroan At Jasa Marga’s General Meeting of Shareholders on May
telah menetapkan Kantor Akuntan Publik (KAP) Amir Abadi 8, 2024, the Company appointed the Public Accounting
Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) sebagai Kantor Firm (PAF) Amir Abadi Jusuf, Aryanto, Mawar & Rekan
Akuntan Publik yang akan melakukan audit atas Laporan (RSM Indonesia) as the Public Accounting Firm to audit
Keuangan Konsolidasian Perseroan Tahun Buku 2024 dan the Company’s Consolidated Financial Statements and the
Laporan Pelaksanaan Program Tanggung Jawab Sosial dan Financial Statements of Micro and Small Enterprises (PUMK)
Lingkungan, serta Laporan Keuangan Program Pendanaan for the Fiscal Year 2024.
Usaha Mikro dan Usaha Kecil (PUMK) periode Tahun Buku 2024.
Tabel Kantor Akuntan Publik, Nama Akuntan, Biaya dan Izin Akuntan Publik Periode 5 Tahun Terakhir
Table of Public Accounting Firm, Accountant Name, Fees, and Public Accountant License for Recent 5 Years
Nama Akuntan
Izin Akuntan
Nama Kantor Akuntan (Partner Periode Biaya Jasa Audit
Tahun Periode KAP Publik
Publik (KAP) Penanggung Akuntan (Rp)
Public
Year Name of Public Accounting KAP Period Jawab) Accounting Audit Service Fees
Accountant
Firm (PAF) Accountant Name Period (Rp)
License
(Partner in Charge)
2024 Amir Abadi Jusuf, Periode ke-3 Dedi Sukrisnadi Periode ke-3 1.980.000.000 AP.0645
Aryanto, Mawar & Rekan Third Period Third period
(RSM Indonesia)
2023 Amir Abadi Jusuf, Periode ke-2 Dedi Sukrisnadi Periode ke-2 2.135.942.500 AP.0645
Aryanto, Mawar & Rekan Second Period Second period
(RSM Indonesia)
2022 Amir Abadi Jusuf, Periode ke-1 Dedi Sukrisnadi Periode ke-1 1.898.100.000 AP.0645
Aryanto, Mawar & Rekan First Period First period
(RSM Indonesia)
2021 Purwantono, Sungkoro & Periode ke-6 Dagmar Zevilianty Periode ke-2 3.700.760.000 AP.0690
Surja (Ernst & Young) Sixth Period Djamal Second period
2020 Purwantono, Sungkoro & Periode ke-6 Dagmar Zevilianty Periode ke-1 3.702.314.000 AP.0690
Surja (Ernst & Young) Sixth Period Djamal First period
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 655
Page 656
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Jasa yang Diberikan Kantor Akuntan Publik Services Provided by Public Accounting
dan Akuntan Publik Firms and Public Accountants
Jasa Audit Non-Audit Services
Lingkup pekerjaan jasa audit yang dilakukan KAP Amir Abadi To maintain independence, the Public Accounting Firm (KAP
Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) adalah Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia)
sebagai berikut: and Public Accountants do not provide non-audit services.
1. Audit atas Laporan Keuangan Konsolidasian Perseroan 1. Audit of the Company’s Consolidated Financial
Tahun Buku 2024 yang berakhir pada 31 Desember Statements for the Fiscal Year 2024 ending on December
2024. 31, 2024.
2. Laporan Pelaksanaan Program Tanggung Jawab Sosial 2. Report on the Implementation of the Social and
dan Lingkungan yang berakhir pada 31 Desember 2024. Environmental Responsibility Program ending on
December 31, 2024.
3. Laporan Keuangan Program Pendanaan Usaha Mikro 3. Financial Statements for the Micro and Small Business
dan Usaha Kecil (PUMK) periode Tahun Buku 2024 yang Funding Program (PUMK) for the Fiscal Year 2024 ending
berakhir pada 31 Desember 2024. on December 31, 2024.
Jasa Non Audit Non-Audit Services
Untuk menjaga independensinya, Kantor Akuntan Publik (KAP) To maintain independence, the Public Accounting Firm (KAP
Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia))
dan Akuntan Publik tidak melakukan jasa non audit. and Public Accountants do not provide non-audit services.
Besarnya Fee untuk Jasa Audit yang Fees for Audit Services Provided by Public
Diberikan oleh Kantor Akuntan Publik pada Accounting Firms in the Last Fiscal Year
Tahun Buku Terakhir
Fee Jasa Audit Audit Service Fees
Besarnya biaya jasa audit laporan keuangan untuk tahun The audit fee for the financial statements for the fiscal year
buku yang berakhir pada tanggal 31 Desember 2024 ending December 31, 2024, is IDR 1,980,000,000, excluding
adalah sebesar Rp1.980.000.000 belum termasuk Pajak Value Added Tax (VAT) in accordance with applicable
Pertambahan Nilai (PPN) sesuai peraturan yang berlaku. regulations. This amount does not include reimbursable out-
Besaran tersebut belum termasuk out of pocket expenses (OPE) of-pocket expenses (OPE), which consist of travel expenses,
yang bersifat reimbursable yang terdiri dari biaya perjalanan accommodation including hotels in and outside Jakarta,
dinas, akomodasi termasuk hotel dalam dan luar kota Jakarta, transportation, computer rental costs, communication
transportasi, biaya sewa komputer, biaya komunikasi, biaya expenses, office supplies, document duplication costs, and
alat tulis kantor, biaya penggandaan dokumen dan biaya report printing costs, which are the responsibility of the
cetak laporan yang menjadi beban Perseroan dengan jumlah company with a maximum amount of IDR 160,000,000.
maksimum Rp160.000.000.
Fee Jasa Non Audit Non-Audit Service Fees
Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, Mawar The Public Accounting Firm (KAP Amir Abadi Jusuf, Aryanto,
& Rekan (RSM Indonesia) dan Akuntan Publik tidak melakukan Mawar & Rekan [RSM Indonesia]) and the Public Accountants
jasa non audit. did not provide any non-audit services.
656 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 657
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Koordinasi Auditor Eksternal dan Komite Coordination Between External Auditors
Audit and the Audit Committee
Dalam rangka memastikan pelaksanaan audit eksternal dapat To ensure the external audit is conducted effectively, the
berjalan secara efektif, Komite Audit melakukan pemantauan Audit Committee monitors the audit process carried out by
terhadap pelaksanaan audit yang dilakukan oleh Auditor the External Auditors. The Audit Committee also ensures
Eksternal. Komite Audit juga memastikan agar pelaksanaan that the audit process proceeds without obstacles and that
audit tidak menemui hambatan dan seluruh temuan dapat all findings are addressed. Scheduled coordination and
ditindaklanjuti. Koordinasi dan komunikasi dengan Auditor communication with the External Auditors are conducted to
Eksternal dilakukan secara terjadwal, sehingga apabila promptly resolve any issues arising during the audit process.
terdapat kendala dalam proses audit dapat segera dicarikan In coordination meetings involving management and related
penyelesaiannya. Dalam setiap rapat koordinasi yang work units, the Board of Directors monitors follow-ups on
dilakukan manajemen dengan satuan-satuan kerja terkait, audit findings to ensure all findings are addressed and to
Direksi melakukan monitoring tindak lanjut atas temuan- prevent the recurrence of similar issues.
temuan hasil audit yang dilakukan Auditor Eksternal untuk
memastikan temuan-temuan tersebut telah ditindaklanjuti
dan agar temuan yang sama tidak akan terulang kembali.
Manajemen Risiko
Risk Management
Dalam menjalankan kegiatan usaha, Jasa Marga menyadari In conducting its business activities, Jasa Margaacknowledges
bahwa risiko merupakan bagian yang tidak terpisahkan that risk is an integral part of everybusiness process, which can
dalam setiap proses bisnisnya dimana dapat memengaruhi affect the company’sperformance and results. Considering
hasil usaha dan kinerja Perseroan. Mengingat bisnis jalan that toll roadbusiness involves significant investment
tol merupakan bisnis dengan nilai investasi besar dengan with long-term returns and high uncertainty during both
pengembalian jangka panjang dan memiliki ketidakpastian construction and operation phases, the implementation of
tinggi baik selama masa pembangunan maupun pada saat risk management becomes increasingly important for Jasa
pengoperasiannya, maka penerapan manajemen risiko Marga to ensure the sustainability of its business.
menjadi semakin penting bagi gerak langkah Jasa Marga
dalam memastikan keberlanjutan usahanya.
Manajemen risiko membantu pengambilan keputusan Risk management assists in decision-making by considering
dengan mempertimbangkan ketidakpastian dan pengaruhnya uncertainties and their impact on the company’s strategic
terhadap pencapaian tujuan strategis Perseroan. Menyadari objectives. Recognizing the risksfaced, the company
akan risiko-risiko yang dihadapi, Perseroan secara proaktif proactively seeks to enhance risk management capabilities.
berusaha untuk meningkatkan kemampuan manajemen risiko To gain legitimacy throughout the organization, the policy
di Perseroan. Untuk dapat memperoleh legitimasi di seluruh for implementing risk management needs to be reinforced
organisasi, kebijakan penerapan manajemen risiko perlu through management’s commitment in accordance with
ditegaskan melalui komitmen manajemen yang disesuaikan applicable rules and regulations.
dengan aturan yang berlaku.
Kebijakan Manajemen Risiko Risk Management Policy
Direksi menetapkan Kebijakan Manajemen Risiko sebagai The Board of Directors establishes the Risk Management
acuan dalam mencapai Sasaran Jangka Panjang Perusahaan Policy as a reference in achieving the Company’s Long-Term
dan Manual Manajemen Risiko sebagai wujud komitmen untuk Objectives and the Risk Management Manual as a commitment
penerapan manajemen risiko di seluruh organisasi secara to the implementation of risk management throughout the
luas dan terintegrasi, dalam rangka menunjang kepastian organization broadly and integrated, in order to support the
pencapaian Sasaran Jangka Panjang Perseroan, serta certainty of achieving the Company’s Long-Term Objectives,
memberikan kerangka penerapan manajemen risiko secara as well as to provide a framework for the systematic
sistematis dan terukur sesuai persyaratan internasional. and measurable implementation of risk management in
accordance with international requirements.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 657
Page 658
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Sejak tahun 2007, Jasa Marga telah menerapkan Sistem Since 2007, Jasa Marga has implemented a Risk Management
Manajemen Risiko yang berbasis pada standar AS/NZS System based on the AS/NZS 4360:1999 standard as stipulated
4360:1999 sebagaimana ditetapkan dalam Keputusan in Board of Directors Decision No. 139/KPTS/2007 concerning
Direksi No. 139/KPTS/2007 tentang Manual Pengelolaan the Risk Management Manual. In 2009, risk management was
Risiko. Pada tahun 2009, pengelolaan manajemen based on the ISO 31000:2009 standard with the issuance
risiko mengacu pada standar ISO 31000:2009 dengan of Jasa Marga’s Board of Directors Decision No. 129.2/
diterbitkannya Keputusan Direksi Jasa Marga No. 129.2/ KPTS/2010 regarding the Risk Management Policy and Risk
KPTS/2010 tentang Kebijakan Manajemen Risiko dan Manual Management Manual at PT Jasa Marga (Persero) Tbk. IIn 2018,
Manajemen Risiko di Lingkungan PT Jasa Marga (Persero) Tbk. the company conducted a review of the implementation of
Pada tahun 2018, Perseroan kembali melakukan tinjauan Risk Management based on the ISO 31000:2018 standard
terhadap implementasi Manajemen Risiko yang berbasis and updated the Risk Management documents by issuing the
pada standar ISO 31000:2018 dan melakukan pembaruan Jasa Marga Board of Directors’ Decision No. 119/KPTS/2019
dokumen Manajemen Risiko tersebut dengan menerbitkan regarding the Risk Management Policy and Guidelines for Risk
Keputusan Direksi Jasa Marga No. 119/KPTS/2019 tentang Management within PT Jasa Marga (Persero) Tbk. Furthermore,
Kebijakan Manajemen Risiko dan Pedoman Manajemen there were further changes to the risk management policy to
Risiko di Lingkungan PT Jasa Marga (Persero) Tbk serta align with the Minister of State-Owned Enterprises Regulation
kebijakan manajemen risiko terdapat perubahan kembali No. PER-2/MBU/03/2023 dated March 24, 2023, concerning
yang menyelaraskan dengan Peraturan Menteri Badan Usaha the Guidelines for Governance and Significant Corporate
Milik Negara No. PER-2/MBU/03/2023 tanggal 24 Maret Activities of State-Owned Enterprises, along with the related
2023, tentang Pedoman Tata Kelola dan Kegiatan Korporasi Technical Instructions as stated in the Joint Decision of the
Signifikan Badan Usaha Milik Negara beserta dengan Petunjuk Board of Commissioners and Directors No. KEP-183/XI/2024
Teknisnya sebagaimana tertuang dalam Keputusan Bersama and No. 227/KPTS/2024 concerning the Integrated Risk
Dewan Komisaris dan Direksi Nomor: KEP-183/XI/2024 dan Management Policy and Guidelines within PT Jasa Marga
Nomor: 227/KPTS/2024 Tentang Kebijakan dan Pedoman (Persero) Tbk, dated November 12, 2024.
Manajemen Risiko Terintegrasi di Lingkungan PT Jasa Marga
(Persero) Tbk tanggal 12 November 2024.
Pengelolaan risiko di Perseroan mengacu pada beberapa Risk management in the Company refers to several Regulations
Peraturan Menteri Negara Badan Usaha Milik Negara, antara of the Minister of State-Owned Enterprises, including:
lain:
1. Peraturan Menteri BUMN No. PER-8/MBU/08/2020 1. Regulation of the Minister of SOE No. PER-8/
tentang Rencana Strategis Kementerian Badan Usaha MBU/08/2020 concerning the Strategic Plan of the
Milik Negara Tahun 2020-2024. Ministry of State-Owned Enterprises for the Years 2020-
2. Peraturan Menteri Badan Usaha Milik Negara No. PER-2/ 2024.
MBU/03/2023, tanggal 24 Maret 2023,tentang Pedoman 2. Regulation of the Minister of State-Owned Enterprises
Tata Kelola dan Kegiatan Korporasi Signifikan Badan No. PER-2/MBU/03/2023, dated March 24, 2023,
Usaha Milik Negara. concerning Guidelines for Governance and Significant
3. Aspirasi Pemegang Saham untuk Penyusunan Rencana Corporate Activities of State-Owned Enterprises.
Kerja dan Anggaran Perusahaan Tahun 2024 No. S-491/ 3. Shareholders’ Aspirations for the Preparation of the
MBU/09/2023 tanggal 29 September 2023. 2024 Corporate Work Plan and Budget, No. S-491/
MBU/09/2023, dated September 29, 2023.
4. Keputusan Deputi Bidang Keuangan dan Manajemen 4. Deputy for Financial and Risk Management of
Risiko Kementerian Badan Usaha Milik Negara Republik theMinistry of State-Owned Enterprises of the Republic
Indonesia No. SK-3/DKU.MBU/05/2023 tentang Petunjuk of Indonesia Decree No. SK-3/DKU.MBU/05/2023
Teknis Komposisi dan Kualifikasi Organ Pengelola Risiko concerning Technical Instructions for the Composition
di Lingkungan Badan Usaha Milik Negara. and Qualifications of Risk Management Organ in State-
Owned Enterprises.
5. Keputusan Deputi Bidang Keuangan dan Manajemen 5. Deputy for Financial and Risk Management of the Ministry
Risiko Kementerian Badan Usaha Milik Negara Republik of State-Owned Enterprises of the Republic of Indonesia
Indonesia No. SK-6/DKU.MBU/10/2023 tentang Petunjuk Decree No. SK-6/DKU.MBU/10/2023 concerning
Teknis Proses Manajemen Risiko dan Agregasi pada Technical Instructions for the Risk Management Process
Taksonomi Risiko Portofolio Badan Usaha Milik Negara. and Aggregation in Risk Portfolio Taxonomy of State-
Owned Enterprises.
6. Keputusan Deputi Bidang Keuangan dan Manajemen 6. Deputy for Financial and Risk Management of the
Risiko Kementerian Badan Usaha Milik Negara Republik Ministry of State-Owned Enterprises of the Republic
Indonesia No. SK-7/DKU.MBU/10/2023 tentang Petunjuk of Indonesia Decree No. SK-7/DKU.MBU/10/2023
Teknis Pelaporan Manajemen Risiko Badan Usaha Milik concerning Technical Instructions for Risk Management
Negara. Reporting of State-Owned Enterprises;and
658 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
7. Keputusan Deputi Bidang Keuangan dan Manajemen 7. Deputy for Financial and Risk Management of theMinistry
Risiko Kementerian Badan Usaha Milik Negara Republik of State-Owned Enterprises of the Republic of Indonesia
Indonesia No. SK-8/DKU.MBU/12/2023 tentang Petunjuk Decree No. SK-8/DKU.MBU/12/2023 concerning Technical
Teknis Penilaian Indeks Kematangan Risiko (Risk Maturity Instructions for the Assessment of Risk Maturity Index in
Index) di Lingkungan Badan Usaha Milik Negara. the Environment of State-Owned Enterprises.
Ditandatanganinya Kebijakan Manajemen Risiko oleh The signing of the Risk Management Policy by all Directors
semua Direksi menunjukkan komitmen, kesungguhan dan demonstrates the commitment, seriousness, and concern of
kepedulian Direksi terhadap pentingnya manajemen risiko the Directors regarding the importance of risk management
dalam keberlangsungan hidup dan mengamankan sasaran in the Company’s sustainability and securing its objectives.
Perseroan.
Kebijakan Manajemen Risiko tersebut adalah sebagai berikut: The Risk Management Policy is as follows:
1. Meningkatkan kompetensi pada bidang manajemen 1. Enhancing competence in risk management and
risiko dan meningkatkan Risk Awareness Culture (budaya increasing Risk Awareness Culture in daily activitiesas
sadar risiko) dalam aktivitas sehari-hari sebagai bagian an integrated part of the Company’s business processes.
yang terintegrasi dari proses bisnis Perseroan. 2. Using risk management as a reference in the decision-
2. Menggunakan manajemen (kajian) risiko sebagai acuan making process based on the best available data and
dalam proses pengambilan keputusan berdasarkan data information.
dan informasi terbaik yang tersedia.
3. Menjadikan manajemen risiko sebagai sarana untuk 3. Making risk management a means to continuously improve
meningkatkan perbaikan yang berkesinambungan bagi the Company through the implementation of integrated,
Perseroan melalui pelaksanaan tindak lindung risiko effective risk protection actions that addvalue.
secara terpadu, efektif dan memberikan nilai tambah.
4. Memastikan bahwa setiap elemen Perseroan secara 4. Ensuring that every element of the Company seriously
bersungguh-sungguh melakukan pengelolaan risiko manages risks to achieve established performance
dalam mencapai sasaran kinerja yang telah ditetapkan. targets.
5. Memastikan bahwa proses manajemen risiko telah 5. Ensuring that the risk management process has been
diterapkan pada seluruh tingkatan, baik Kantor Pusat, applied at all levels, including the Head Office, Regional
Kantor Regional, Representative Office, Anak Perusahaan, Offices, Representative Offices, Subsidiaries, and
serta proyek-proyek dalam lingkungan PT Jasa Marga projects within PT Jasa Marga (Persero) Tbk and the Jasa
(Persero) Tbk dan Jasa Marga Grup, sesuai dengan Marga Group, in accordance with the Company’s Risk
Pedoman Manajemen Risiko Perseroan. Management Guidelines.
6. Melakukan monitoring dan pengendalian risiko secara 6. Continuously monitoring and controlling risks,especially
berkesinambungan, terutama pada risiko- risiko yang those significantly impacting the Company’s objectives.
berdampak signifikan terhadap pencapaian sasaran
Perseroan.
Sistem Manajemen Risiko Risk Management System
Sistem manajemen risiko dilakukan dengan pendekatan The risk management system is carried out with asystematic,
yang sistematis, terstruktur dan terintegrasi untuk structured, and integrated approach to anticipate
mengantisipasi suatu ketidakpastian atau kerugian yang uncertainties or potential losses that may occur in the
mungkin terjadi dalam pengelolaan bisnis Perseroan. Saat ini management of the Company’s business. Currently, Jasa
Jasa Marga menerapkan Sistem Manajemen Risiko berbasis Marga implements a Risk Management System based on ISO
ISO 31000:2018 untuk membentuk karakteristik sistem 31000:2018 to establish characteristics of a more effective
manajemen risiko yang lebih efektif dan efisien. Sistem and efficient risk management system. The risk management
manajemen risiko senantiasa sejalan dengan Rencana Jangka systemis always aligned with the Company’s Long-Term Plan
Panjang Perusahaan (RJPP), Key Performance Indicator (KPI) (RJPP), Corporate Key Performance Indicators (KPIs), Key Risk
Korporat, Key Risk Indicator (KRI) serta arahan strategis dari Indicators (KRIs), and strategic directivesfrom shareholders.
pemegang saham. Implementasi Sistem Manajemen Risiko The implementation of the Risk Management System includes
meliputi strategi, kebijakan dan tata kelola manajemen risiko strategies, policies, andgovernance of risk management
yang meliputi, perencanaan, penerapan, pemantauan dan covering planning, implementation, monitoring, and
evaluasi manajemen risiko serta pelaporan manajemen risiko evaluation of riskmanagement as well as risk management
sebagaimana yang tergambar dalam pilar berikut: reporting as depicted in the following pillars:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 659
Page 660
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Gambar Pilar Tata Kelola Manajemen Risiko Jasa Marga Grup
Risk Management Governance Pillars of Jasa Marga Group
Penerapan Manajemen Risiko Jasa Marga Group
Tujuan: Melindungi dan Menciptakan Nilai
Risk Management Implementation of Jasa Marga Group Aim:
Protect and Create Value
Rencana Jangka Panjang Perusahaan (RJPP), Rencana Kerja dan Anggaran Perusahaan (RKAP), Key Performance Indicator (KPI) dan Key Risk Indicator (KRI)
Company Long Term Plan (RJPP), Company Work Plan and Budget (RKAP), Key Performance Indicator (KPI) and Key Risk Indicator (KRI).
Perencanaan, Penerapan, Pemantauan,
Sistem Manajemen Risiko Pelaporan Manajemen Risiko
Risk Management System dan Evaluasi Manajemen Risiko
Risk Management Planning, Implementation, Monitoring, and Risk Management Reporting
Evaluation
Penerapan Kebijakan Manajemen Risiko secara efektif
1. ISO 31000:2018 Pelaporan Manajemen Risiko
2. Keputusan Bersama Dewan Komisaris dan Direksi PT 1. Laporan Manajemen Risiko yang terdiri dari
Jasa Marga (Persero) Tbk Nomor KEP-183/XI/2024 & Penganggaran Berbasis Risiko
2. Laporan Penerapan Manajemen Risiko
No. 227/KPTS/2024 tentang Kebijakan dan Pedoman Risk Based Budgeting 3. Laporan Audit Intern
Manajemen Risiko Terintegrasi di Lingkungan PT 4. Laporan Tata Kelola Terintegrasi
Jasa Marga (Persero) Tbk
3. Prosedur dan Instruksi Kerja Perencanaan dan Penerapan Manajemen Risiko Dilaporkan triwulanan melalui mekanisme Laporan
4. Risk Management Charter 1. Penetapan Risiko Korporat Manajemen (sudah dimulai pada lapmen semester
2. Rencana Pengelolaan Risiko (RPR) 1 2023).
Effective Implementation of Risk Management Policy 3. Rencana Pengelolaan Risiko Khusus (RPRK)
1. ISO 31000: 2018 4. Penyesuaian dan transisi terhadap pemenuhan Risk Management Reporting
2. Decision of the Board of Directors Number: 119/ peraturan sesuai dengan jangka waktu yang 1. Risk Management Report consisting ofi
KPTS/2019 concerning Risk Management Policy and ditentukan 2. Risk Management Application Report
Risk Management Guidelines in the Environment of PT 3. Internal Audit Report
Jasa Marga (Persero) Tbk and its changes. Risk Management Planning and Application 4. Integrated Governance Report
3. Work procedures and instructions 1. Determination of corporate risk
4. Risk Management Charter 2. Risk Management Plan (RPR) Reported quarterly through the management report
3. Special Risk Management Plan (RPRK) Special Risk mechanism (it has begun on Lapmen 1st Semester
Management Plan (RPRK) of 2023).
4. Adjustment and transition to the fulfillment of
regulations in accordance with the specified time
period
Telah melaksanakan Penilaian Indeks Kematangan
Risiko (Risk Maturity Index) bersama dengan BPKP
Hasil self assessment Kategori BUMN Jasa Marga
(Badan Pengawasan Keuangan dan Pembangunan) yang
Group: BUMN Konglomerasi dan Sistemik A Pemantauan dan Evaluasi Manajemen Risiko mengacu pada Juknis SK-8/DKU.MBU/12/2023 dan saat
Jasa Marga Group SOEs Category self assessment 1. Evaluasi risiko inherent dan risiko residual ini Jasa Marga berada pada Fase Berkembang.
results: SOEs Conglomeration and Systemic A 2. Evaluasi pelaksanaan mitigasi risiko beserta biaya The Risk Maturity Index assessment has been conducted
in collaboration with BPKP (Financial and Development
Monitoring and Evaluation of Risk Management Supervisory Agency), referring to the Technical
Hasil self assessment Klasifikasi Intensitas Risiko Jasa 1. Inherent risk evaluation and residual risk Guidelines SK-8/DKU.MBU/12/2023. Currently, Jasa
Marga Grup: Induk, Anak dan Cucu Perusahaan 2. Evaluation of the implementation of risk mitigation Marga is in the Developing Phase.
Results of self assessment of Risk Intensity and costs
Classification for Jasa Marga Group: Parent, Subsidiaries,
and Affiliated Companies GCG Score 98.5 dari 98.42 oleh konsultan independen
The GCG Score is 98.5, up from 98.42, as assessed by
an independent consultant.
Organ Pengelola Risiko: Penyesuaian Organisasi dan Audit Berbasis Risiko
Pemenuhan Kualifikasi Organ Pengelola Risiko Risk Based Auditing Hasil Asesmen ESG score 76.77 dari 71.37 (naik 8%)
Risk Management Organs: Organizational Adjustment oleh BPKP
and Fulfillment of Risk Management Organ Qualifications The ESG assessment score increased by 8%, from 71.37
to 76.77, as evaluated by BPKP.
ESG Risk Rating score 10.7 (low risk) dari 12.9 oleh
Taksonomi Risiko: Pemetaan Taksonomi Risiko Jasa Sustainilitics
Marga The ESG Risk Rating score improved from 12.9 to 10.7
Risk taxonomy: Jasa Marga Risk Taxonomy Mapping (low risk), as assessed by Sustainalytics.
Jasa Marga Grup
Tujuan Penerapan Manajemen Risiko The Objectives of Implementing Risk
Tujuan Perseroan menerapkan Manajemen Risiko adalah Management by the Company are as follows:
sebagai berikut:
1. Melindungi Perseroan dari risiko signifikan yang dapat 1. Protect the Company from significant risks that may
menghambat pencapaian tujuan Perseroan. hinder the achievement of the Company’s objectives.
2. Memberikan kerangka kerja manajemen risiko yang 2. Provide a consistent risk management framework for
konsisten atas risiko yang ada pada proses bisnis dan the risks associated with the business processes and
fungsi-fungsi dalam Perseroan. functions within the Company.
3. Mendorong setiap insan Perseroan untuk bertindak hati- 3. Encourage every individual within the Company to
hati dalam menghadapi risiko Perseroan, sebagai upaya act prudently in facing the Company’s risks, aiming to
untuk memaksimalkan nilai Perseroan. maximize the Company’s value.
4. Membangun pemahaman mengenai risiko 4. Build understanding about risks and the importance of
dan pentingnya pengelolaan risiko serta dapat risk management and disseminate this understanding.
mensosialisasikannya.
5. Meningkatkan kinerja Perseroan melalui penyediaan 5. Improve the Company’s performance by providing risk-
informasi tingkat risiko yang berguna bagi manajemen level information useful for management in developing
dalam pengembangan strategi dan perbaikan proses strategies and continuously improving risk management
manajemen risiko secara berkesinambungan. processes.
660 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Sasaran Penerapan Manajemen Risiko Objectives of Risk Management
Implementation
Sasaran Perseroan menerapkan Manajemen Risiko adalah The objectives of implementing Risk Management by the
sebagai berikut: Company are as follows:
1. Mendukung tercapainya sasaran kinerja Perseroan secara 1. Support the achievement of the Company’s overall
keseluruhan dan unit kerja lain sesuai jenjang tanggung performance targets and other work units according to
jawab masing-masing. their respective responsibilities.
2. Mengelola semua risiko signifikan yang dapat 2. Manage all significant risks that may affect the
mempengaruhi pencapaian sasaran kinerja dengan baik. achievement of performance targets effectively.
3. Tercapainya struktur organisasi manajemen risiko yang 3. Achieve a systematic and integrated risk management
sistematis dan terintegrasi dalam proses bisnis Perseroan. organizational structure within the Company’s business
processes.
4. Tercapainya SDM yang berwawasan dan berbudaya 4. Achieve human resources with risk-awareness and
risiko dengan pola pengembangan yang terencana dan culture through planned and continuous development.
berkesinambungan.
5. Pengambilan keputusan berbasis risiko dapat menunjang 5. Risk-based decision-making to support the achievement
pencapaian target dan tujuan akhir Perseroan. of the Company’s targets and ultimateobjectives.
Penerapan Manajemen Risiko di lingkungan Perseroan The implementation of Risk Management within the Company
mencakup hal-hal sebagai berikut: includes the following:
1. Terdapat kepemimpinan dan komitmen dari Direksi 1. Leadership and commitment from the Company’ Board of
Perseroan. Directors.
2. Adanya pengawasan aktif dari setiap Risk Owner di 2. Active supervision by each Risk Owner in each Work Unit/
masing-masing Unit Kerja/Unit Bisnis/Proyek. Business Unit/Project.
3. Tersedianya kebijakan dan penetapan risk appetite dan 3. Availability of policies and determination of risk appetite
risk tolerance yang searah dengan rencana strategis and risk tolerance aligned with the Company’s strategic
Perseroan. plan.
4. Tersedianya profil manajemen risiko yang menggambarkan 4. Availability of risk management profiles depicting the
kondisi Perseroan. Company’s conditions.
5. Tersedianya proses manajemen risiko yang didukung 5. Availability of risk management processes supported by a
dengan sistem informasi manajemen risiko yang comprehensive risk management information system and
komprehensif dan penyediaan data terbaik. the provision of the best data.
6. Tersedianya sistem pengendalian internal manajemen 6. Availability of internal control systems for risk
risiko. management.
7. Peningkatan pemahaman mengenai manajemen risiko di 7. Increased understanding of risk management at all levels
seluruh level organisasi. of the organization.
Peta Jalan Pengembangan Sistem Roadmap for the Development of Jasa
Manajemen Risiko Jasa Marga Marga’s Risk Management System
Skema perjalanan Jasa Marga dalam menerapkan manajemen The scheme of Jasa Marga’s journey in implementing
risiko dapat dilihat pada Peta jalan Pengembangan Sistem risk management can be seen in the roadmap for the
Manajemen Risiko di bawah ini. Peta jalan ini diperbaharui Development of the Risk Management System below. This
setiap tahun mengikuti perkembangan lingkungan serta roadmap is updated annually to follow the development of
kebijakan internal dan eksternal Perseroan. Peta Jalan the environment as well as the internal and external policies
Pengembangan Sistem Manajemen Risiko 2024 – 2028 of the Company. The Roadmap for Risk Management System
disusun dengan mempertimbangkan hasil penilaian Risk Development 2024–2028 has been prepared with reference
Maturity Indeks (RMI) tahun 2023 yang berdasarkan Keputusan to the Risk Maturity Index (RMI) assessment results for
Deputi Bidang Keuangan dan Manajemen Risiko Kementerian 2023. These results align with the Decision of the Deputy
Badan Usaha Milik Negara Republik Indonesia No. SK-8/DKU. for Finance and Risk Management of the Ministry of State-
MBU/12/2023 tentang Petunjuk Teknis Penilaian Indeks Owned Enterprises of the Republic of Indonesia No. SK-8/
Kematangan Risiko (Risk Maturity Index) di Lingkungan Badan DKU.MBU/12/2023 regarding Technical Guidelines for Risk
Usaha Milik Negara seperti dalam gambar berikut: Maturity Index Assessment in the Environment of State-
Owned Enterprises, as illustrated in the following diagram:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 661
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Gambar Roadmap Manajamen Risiko tahun 2024-2028
Figure of the Risk Management Roadmap for 2024-2028
2024 2025
[A.2] Peningkatan Program Budaya Risiko
DIMENSI 1 – Budaya dan [A.2] Enhancement of the Risk Culture Program
Kapabilitas Risiko [A.4] Evaluasi dan perbaikan terhadap hasil
DIMENSION 1 – Risk Culture pengukuran RMI (level induk)
and Capability [A.4] Evaluation and Improvement of RMI Measurement
Results (Parent Level)
[A.1] Kaji Ulang Kebijakan Manajemen Risiko [A.9] Kaji Ulang Board Manual
[A.1] Review of Risk Management Policy [A.9]Review of the Board Manual
[A.3] Peningkatan Program Risk Awareness
[A.3] Enhancement of Risk Awareness Program
[A.7] Penigkatan keahlian manajemen risiko
(pelatihan dan sertifikasi)
[A.7] Enhancement of Risk Management Expertise
(Training and Certification)
[A.8] Penetapan jabatan Direktur yang khusus membidangi
pengelolaan manajemen risiko
[A.8] Establishment of a Director Position Dedicated to
Risk Management
[A.10] Pembentukan struktur pengelola risiko di holding, subholding, dan anak perusahaan
[A.10] Formation of Risk Management Structure at Holding, Subholding, and Subsidiaries
[B.1] Penetapan organ pengelola risiko di holding,
DIMENSI 2 – Organisasi subholding dan anak perusahaan [B.2] Peningkatan kualitas Laporan Manajemen Risiko
dan Tata Kelola [B.1] The establishment of the risk management organs in the holding, [B.2] Improvement of the quality of the Risk Management Report.
subholding, and subsidiaries
DIMENSION 2 –
Organization and [B.4] Pelaksanaan Internal Control Testing dan Stress Testing [B.5] Perhitungan Analisis Beban Kerja Personil
Governance secara berkala Risk Management Department
[B.4] Periodic implementation of Internal Control Testing and [B.5] Risk Management Department Personnel
Stress Testing Workload Analysis Calculation
[B.6] Penyelesaian Tindak lanjut temuan Internal [B.7] Peningkatan peran Internal Audit dalam monitoring
Audit pada Risk Management Department pemenuhan hasil audit
[B.6] Completion of follow-up actions on Internal Audit [B.7] Enhancement of the Internal Audit’s role in monitoring the
findings in the Risk Management Department implementation of audit findings
[B.8] Koordinasi fungsi audit internal dengan
PT Jasamarga Transjawa Tol
[B.8] Coordination of the internal audit function with
PT Jasamarga Transjawa Tol
[B.9] Peningkatan peran Komite Tata Kelola Terintegrasi
[B.9] Enhancement of the role of the Integrated Governance Committee
[B.10] Peningkatan peran Direktur Fungsional dan Direktur Pembina
[B.10] Increasing the role of Functional Directors and
Supervisory Directors
[B.3] Kaji Ulang Pedoman dan Prosedur Manajemen Risiko
[B.3] Review of Risk Management Guidelines and Procedures
[C.1] Penyusunan Roadmap dan Taksonomi
Risiko terkait ESG/Iklim [C.2] Penyusunan Kajian atas implikasi taksonomi risiko ESG/Iklim terhadap kerangka risiko korporasi
[C.1] Roadmap and Taxonomy Development [C.2] Preparation of a Study on the implications of the ESG/Climate risk taxonomy
ESG/Climate Risks for the corporate risk framework
[C.7] Penetapan nilai kapasitas risiko [C.3] Peningkatan Implementasi Risk Based Budgeting
[C.7] Determination of risk capacity value [C.3] Enhancement of the implementation of Risk-Based Budgeting
[C.9] Penetapan Selera Risiko dengan pertimbangan Kapasitas Risiko [C.4] Pengintegrasian proses pengelolaan rencana strategis dengan manajemen risiko
[C.9] Determining Risk Appetite by considering Risk Capacity [C.4] Integration of strategic planning management processes with risk management
[D.2] Penetapan selera risiko dan strategi risiko
[C.8] Penyusunan prosedur penetapan
dalam Laporan Tahunan
nilai kapasitas risiko
[D.2] Determination of risk appetite and risk strategy in
[C.8] Preparation of procedures for determining risk capacity values
the Annual Report
DIMENSI 3 – Kerangka
Risiko dan Kepatuhan [D.4] Penetapan Pedoman Rencana Darurat
[C.10] Penetapan Risk Appetite dan Risk Tolerance
DIMENSION 3 – Risk (Contingency Plan)
[C.10] Determining Risk Appetite and Risk Tolerance
Framework and [D.4] Establishment of Contingency Plan Guidelines
Compliance
[D.5] Review dan Stress Test dalam RKAP secara berkala [D.3] Penyampaian penetapan selera risiko dan strategi risiko pada Investor dan Pemangku Kepentingan
[D.5] Periodic review and stress testing in the RKAP [D.3] Delivery of risk appetite and risk strategy to Investors and Stakeholders
[D.6] Peningkatan Fungsi kepatuhan dalam proses bisnis [C.6] Perbaikan manajemen risiko untuk peningkatan pencapaian target RKAP
[D.6] Enhancement of the compliance function in business processes [C.6] Improvement of risk management to increase achievement of RKAP targets
[D.7] Identifikasi perbaikan Roadmap Transformasi
Enterprise Risk Management [D.1] Peningkatan Program Aplikasi Pengelolaan Manajemen Risiko
[D.7] Identify improvements to the Enterprise Risk Management [D.1] Risk Management Application Program Enhancement
Transformation Roadmap
[D.8] Pelaporan perbaikan Roadmap Transformasi Enterprise Risk Management (ERM) secara Periodik
[D.8] Periodic reporting of Enterprise Risk Management (ERM) Transformation Roadmap improvements
[D.9] Penetapan kebijakan terkait mekanisme kepatuhan terhadap peraturan perundang-undangan
[D.9] Determination of policies related to compliance mechanisms with laws and regulations
[D.10] Kaji ulang terkait Kebijakan Struktur Organisasi
[D.10] Review of Organizational Structure Policy
[E.1] Penetapan Taksonomi Risiko [B.2] Peningkatan Kualitas Laporan Manajemen Risiko
[E.1] Establishing Risk Taxonomy [B.2] Improving the Quality of Risk Management Reports
[E.5] Peningkatan Identifikasi Keterkaitan
[E.2] Penetapan Profil Risiko berdasarkan SK-6/DKU.MBU/10/2023 Risiko Utama [E.7] Penetapan dan Identifikasi Leading Indicator Profil Risiko
[E.2] Determination of Risk Profile based on SK-6/DKU.MBU/10/2023 [E.5] Improved Identification of Key Risk [E.7] Determination and Identification of Leading Indicators
Linkages for Risk Profiles
DIMENSI 4 -Proses &
Kontrol Risiko
[E.4] Peningkatan Identifikasi Risiko Strategis dan Operasional
DIMENSION 4 – Risk [E.4] Improved Strategic and Operational Risk Identification
Processes & Controls
[E.6] Penyusunan kajian perbandingan biaya yang dikeluarkan dengan
risiko yang diterima perusahaan
[E.6] Compilation of a comparative study of costs incurred with the risks
accepted by the company
[E.3] Peningkatan Proses Risk Assesment
[E.3] Risk Assessment Process Improvement
[E.8] Benchmark terkait Implementasi Manajemen Risiko
DIMENSI 5 - Model, Data & [E.8] Benchmarks related to Risk Management Implementation
Teknologi Risiko
DIMENSION 5 – Risk [E.6] Pelaksanaan konsultasi terkait
Models, Data & Technology Implementasi Manajemen Risiko [E.6] Implementasi sistem risk modeling
[E.6] Implementation of consultations related to [E.6] Implementation of risk modeling system
Risk Management Implementation
662 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
2026 2027 2028
[A.6] Evaluasi dan perbaikan terhadap hasil pengukuran RMI (level
[A.5] Pengukuran Risk Maturity Index (RMI) di subholding dan anak perusahaan subholding dan AP)
[A.5] Risk Maturity Index (RMI) measurement in subholdings and subsidiaries [A.6] Evaluation and improvement of RMI measurement results (subholding
and AP levels)
Direktorat Utama
Main Directorate
Direktorat Keuangan & Manajemen Risiko
Directorate of Finance & Risk Management
Direktorat Operasi
Directorate of Operations
Direktorat Bisnis
Directorate of Business
Direktorat Pengembangan Usaha
Directorate of Business Development
Direktorat Human Capital & Transformasi
Directorate of Human Capital & Transformation
Direksi
Board of Directors
[C.5] Peningkatan Identifikasi risiko yang bersifat (upside-risk)
[C.5] Increased identification of upside-risks
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 663
Page 664
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kerangka Manajemen Risiko Risk Management Framework
Kerangka kerja manajemen risiko disusun untuk membantu The risk management framework is developed to assist the
Perseroan dalam mengintegrasikan manajemen risiko ke Company in integrating risk management into the existing
sistem manajemen yang berlaku di lingkungan Perseroan management system within the Company’s environment so
sehingga penerapan manajemen risiko dapat berjalan that the implementation of risk management can proceed
secara efektif dan efisien dan selaras dengan seluruh effectively and efficiently and align with the overall
strategi Perseroan. Efektivitas penerapan manajemen risiko Company’s strategy. The effectiveness of implementing risk
bergantung pada integrasi manajemen risiko dengan tata management depends on the integration of risk management
kelola Perusahaan termasuk pada saat pengambilan keputusan with the Company’s governance, including in the Company’s
Perseroan. Melalui kerangka kerja ini, Perseroan harus terus decision-making process. Through this framework, the
melakukan evaluasi penerapan dan proses manajemen risiko, Company must continuously evaluate the implementation
mengidentifikasi serta menangani kekurangan yang terdapat and risk management processes, identify and address any
di dalamnya. Berikut adalah kerangka kerja manajemen risiko deficiencies therein. Below is the risk management framework
yang disusun dengan mempertimbangkan prinsip-prinsip developed considering risk management principles and the
manajemen risiko dan karakteristik Perseroan. characteristics of the Company.
Bagan Skema Kerangka Kerja Manajemen Risiko Jasa Marga (Berdasarkan ISO 31000:2018)
Chart of Jasa Marga Risk Management Framework Scheme (Based on ISO 31000:2018)
Improvement Integration
Leadership and
Commitment
Evaluation
Design
Implementation
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Bagan Struktur Tata Kelola Manajemen Risiko Jasa Marga
Chart of Governance Structure of Jasa Marga’s Risk Management
Komite Risiko dan
Dewan Komisaris Hukum
Board of Commissioners Risk and Legal
Committee.
Internal
Audit
Direksi Komite Manajemen
Board of Directors Risiko
Corporate Risk Management
Secretary & Chief Committee
Administration
Officer
Risk and Quality,
Health, Safety, & Unit Kerja Anak Perusahaan Regional Proyek
Group Subsidiaries Regions Projects TSKMR
Environment Group
Risk Officer Risk Officer Risk Officer Risk Officer Risk Officer
Risk Assesor Risk Assesor Risk Assesor Risk Assesor Risk Assesor
Alur Komunikasi/Communication Flow Alur Komando/Chain of Command
Keterangan/Remarks:
• Komite Risiko dan Hukum diketuai oleh Komisaris dengan anggota profesional.
• Komite Manajemen Risiko (KMR) diketuai oleh Direktur Utama dengan Direktur Keuangan & Manajemen Risiko sebagai Sekretaris komite.
• Tim Sekretariat Komite Manajemen Risiko (TSKMR) diketuai oleh Corporate Secretary & CAO dengan Risk, Quality, Health, Safety and Environment Group Head dengan
Risk Management Department Head sebagai wakil ketua.
• Profil Ketua, Wakil Ketua dan Anggota Komite Risiko dan Hukum serta Komite Audit dapat dilihat pada Bab Profil Perusahaan.
• The Risk and Legal Committee is chaired by a Commissioners with professional members.
• The Risk Management Committe (KMR) is chaired by the President Director with the Corporate Secretary as the committee secretary.
• The Secretariat Team of the Risk Management Committee (TSKMR) is chaired by the Corporate Secretary & CAO, with the Risk, Quality, Health, Safety, and Environment
Group Head serving as the vice-chair, alongside the Risk Management Department Head.
• Profile of Chairman, Vice Chairman and Member of Risk and Legal Committee and Audit Committee are presented in Company Profile Chapter.
Untuk mendukung efektivitas penerapan manajemen risiko, To support the effectiveness of risk management
Jasa Marga telah menyusun beberapa prosedur dan Instruksi implementation, Jasa Marga has developed several
Kerja, antara lain: procedures and Work Instructions, including:
1. Risiko merupakan pengelolaan rutin yang disusun dalam 1. Risk Management Routine, which is prepared on
periode tahunan. anannual basis.
2. Prosedur dan Instruksi Kerja Penyusunan Profil Risiko 2. Procedure and Work Instruction for Corporate Risk Profile
Korporat yaitu untuk menentukan top risk Perusahaan. Development to determine the top risks of the Company.
3. Prosedur dan Instruksi Kerja Monitoring Tindak Lindung 3. Procedure and Work Instruction for Risk Mitigation
Risiko yang dilakukan setiap triwulan melalui aplikasi Monitoring conducted quarterly through the risk
manajemen risiko. management application.
4. Prosedur dan Instruksi Evaluasi Kejadian Risiko dilakukan 4. Procedure and Work Instruction for Risk Event Evaluation
jika ada kejadian risiko sebagai bentuk evaluasi conducted in the event of a risk occurrenceas a form of
perbaikan. improvement evaluation.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
5. Prosedur dan Instruksi Kerja Penyusunan Rencana 5. Procedure and Work Instruction for Special
Pengelolaan Risiko Khusus disusun untuk setiap aksi RiskManagement Plan Development prepared for each
korporasi atau rencana strategis yang akan dilakukan corporate action or strategic plan to be undertaken by
Perseroan. the Company.
6. Prosedur dan Instruksi Kerja Pengukuran Maturitas 6. Procedure and Work Instruction for Risk Management
Manajemen Risiko untuk mengetahui tingkat kematangan Maturity Measurement to determine the level of maturity
implementasi manajemen risiko yang sudah dilakukan. in implementing risk management.
7. Prosedur dan Instruksi Kerja Penganggaran Berbasis 7. Procedure and Work Instruction for Risk-Based
Risiko merupakan penyusunan anggaran yang diawali Budgeting, which involves budgeting initiated with risk
dengan analisa risiko dalam menentukan program kerja. analysis to determine the work program.
Struktur Tata Kelola Manajemen Risiko Jasa Jasa Marga Risk Management Governance
Marga Structure
Struktur Tata Kelola Manajemen Risiko di Jasa Marga adalah The Risk Management Governance Structure at Jasa Marga is
sebagai berikut: as follows:
1. Dewan Komisaris. 1. Board of Commissioners.
2. Direksi. 2. Board of Directors.
3. Komite Risiko & Hukum. 3. Risk & Legal Committee.
4. Komite Tata Kelola Terintegrasi 4. Integrated Governance Committee
5. Komite Manajemen Risiko (KMR). 5. Risk Management Committee (KMR).
6. Corporate Secretary & Chief Administration Officer. 6. Corporate Secretary & Chief Administration Officer.
7. Internal Audit Group. 7. Internal Audit Group.
8. Risk & Quality, Health, Safety, & Environment Group. 8. Risk & Quality, Health, Safety, & Environment Group.
9. Tim Sekretariat Komite Manajemen Risiko (TSKMR). 9. Risk Management Committee Secretariat Team (TSKMR).
10. Risk Owner (Pimpinan Unit Kerja/Regional/Organisasi 10. Risk Owner (Head of Work Unit/Regional/Project
Proyek/Anak Perusahaan). Organization/Subsidiary).
11. Risk Officer (sebagai fasilitator dalam pelaksanaan 11. Risk Officers (facilitators in risk assessment
asesmen risiko). implementation).
12. Risk Assessor (yang melakukan asesmen risiko di setiap 12. Risk Assessors (conducting risk assessments in each
unit kerja). unit).
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tata Kelola Risiko Tiga Lini/Three Lines Model dalam Proses Pengelolaan Risiko
Three Lines Model in The Risk Management Process
Dewan Komisaris
Board of Director Board of Commissioner
Direktur
Director
Lini Pertama Lini Kedua Lini Ketiga
1st Line 2nd Line 3rd Line
(Unit pemilik risiko yang langsung (Fungsi manajemen risiko dan kepatuhan (Fungsi audit internal yang memastikan
mengidentifikasi dan mengelola risiko independen yang mengukur, memantau tata kelola dan pengendalian risiko
dalam proses bisnis) dan memperlakukan risiko secara agregat, diterapkan secara efektif oleh
(Risk Owner Unit that directly identifies and mengembangkan metodologi dan kebijakan perusahaan)
manages risks in business processes) manajemen risiko perusahaan) (Internal audit function that ensures
(Risk Management and Independent
Compliance Functions that measure, monitor governance and risk control is applied
and treat aggregate risks, develop company risk effectively by the company)
management methodologies and policies)
Risk Owner
Audit Eksternal
Audit Eksternal
Asset Owner Internal Audit Group
Regulator
Risk & QHSE Group
1. Unit Kerja/Working Unit
2. Sub Holding
Asset Manager Legal & Compliance
1. Regional Group
• Representative Office
2. AP Subholding
• BUJT Subholding
• Representative Office
3. AP Persiapan & Konstruksi
AP Preparation & Construction
4. APJT Operasi
APJT Operation
Service Provider
1. Bisnis Pengoperasian
Operating business
• AP2JT Bidang Operasi
AP2JT Sector of Operations
• AP2JT Bidang Pemeliharaan
AP2JT Maintenaince Field
2. Bisnis Prospektif
Prospective business
• AP Bidang Related Business
AP field Related Business
Struktur Tata Kelola Manajemen Risiko Jasa Marga The Risk Management Governance Structure of Jasa Marga uses
menggunakan pendekatan Model Tiga Lini (Three Lines Model) the Three Lines Model approach, where the risk management
dengan proses pengelolaan risiko dilakukan oleh semua lini process is carried out by all levels of the organization.
organisasi. Adapun saat ini Komite Tata Kelola Terintegrasi Currently, the Integrated Governance Committee has been
sudah terbentuk berdasarkan Keputusan Dewan Komisaris No. established based on the Board of Commissioners’ Decision
KEP-039/III/2024 tanggal 22 Maret 2024 yang selaras dengan No. KEP-039/III/2024 dated March 22, 2024, aligning with the
Peraturan Menteri BUMN No. PER-2/MBU/03/2023 tentang Ministry of State-Owned Enterprises Regulation No. PER-2/
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Badan MBU/03/2023 on Guidelines for Governance and Significant
Usaha Milik Negara. Pada lini pertama (First Line Model), setiap Corporate Activities for State-Owned Enterprises. In the first
unit kerja baik di kantor pusat, regional, representative offce, line (First Line Model), each work unit—whether at the head
anak perusahaan serta kantor proyek berperan sebagai risk office, regional offices, representative offices, subsidiaries, or
owner yang fungsinya mengidentifikasi dan mengelola risiko project offices—acts as the risk owner. Their function includes
dalam proses bisnis masing-masing dan bertanggungjawab identifying and managing risks within their respective
untuk menyusun rencana pengelolaan risiko serta melaporkan business processes, preparing risk management plans, and
realisasi penurunan risiko residual pada setiap triwulannya reporting quarterly residual risk mitigation outcomes through
melalui JM-Sm@rt. JM-Sm@rt.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pada lini kedua (Second Line Model), terdapat Risk & Quality, In the second line (Second Line Model), there is the Risk
Health, Safety, & Environment Group, yang bertanggung & Quality, Health, Safety, & Environment Group, which
jawab untuk menyusun peta jalan, kebijakan, pedoman dan is responsible for developing the roadmap, policies,
prosedur manajemen risiko Perseroan, melakukan monitoring guidelines, and procedures for the company’s risk
dan memantau efektivitas pelaksanaan manajemen risiko dan management, monitoring and assessing the effectiveness
juga melaporkan perkembangan pengelolaan risiko kepada of risk management implementation, and reporting on risk
Direksi serta Legal & Compliance Group yang bertanggung management progress to the Board of Directors. Additionally,
jawab atas pemenuhan kepatuhan kepada peraturan - there is the Legal & Compliance Group, which is responsible
peraturan yang berlaku. for ensuring compliance with applicable regulations.
Pada lini ketiga (Third Line Model), Internal Audit bertanggung In the third line (Third Line Model), Internal Audit is
jawab untuk melakukan audit berbasis risiko serta melakukan responsible for conducting risk-based audits and evaluating
audit terhadap pelaksanaan penerapan manajemen risiko the overall implementation of risk management.
secara keseluruhan.
Profil Pejabat Manajemen Risiko Profile of the Risk Management Officer
Profil Risk & Quality, Health, Safety, & Environment Group The profile of the Risk & Quality, Health, Safety, & Environment
Head dapat dilihat pada bagian Profil Pejabat Eksekutif di Bab Group Head can be found in the Executive Profiles section of
Profil Perusahaan dalam Laporan Tahunan ini. the Company Profile in this Annual Report.
Fungsi, Tugas dan Tanggung Jawab Function, Duties, and Responsibilities
Departemen Manajemen Risiko di Jasa Marga berada di Risk The Risk Management Department at Jasa Marga, which
& Quality, Health, Safety, & Environment Group yang memiliki is part of the Risk & Quality, Health, Safety, & Environment
fungsi memimpin pelaksanaan kegiatan Sistem Manajemen Group, has the function of leading the implementation of Risk
Risiko dan Sistem Manajemen Keberlangsungan Bisnis, Management System and Business Continuity Management
termasuk di dalamnya penyusunan roadmap, program kerja System activities. This includes developing roadmaps, work
dan anggaran, pengembangan dan prosedur, pelaksanaan programs, and budgets, developing procedures, implementing
program kerja, evaluasi, monitoring dan penyusunan laporan, work programs, evaluating, monitoring, and preparing reports
untuk memastikan berjalannya setiap aktivitas dan program to ensure the smooth running of every activity and program
di lingkungan Perusahaan, sehingga sesuai dengan sasaran within the Company, meeting objectives, and complying with
serta memenuhi kepatuhan terhadap ketentuan yang berlaku applicable regulations. Its scope of duties includes:
dengan lingkup tugas sebagai berikut:
1. Memimpin dan mengendalikan proses penyusunan 1. Leading and controlling the process of developing the
roadmap Perseroan di bidang Manajemen Risiko dan Company’s roadmap in the field of Risk Management and
Sistem Manajemen Keberlangsungan Bisnis; Business Continuity Management System;
2. Memimpin pelaksanaan penyusunan kebijakan, manual, 2. Leading the implementation of policy, manuals, and
dan prosedur Sistem Manajemen Risiko dan Sistem procedures for Risk Management System and Business
Manajemen Keberlangsungan Bisnis di level korporasi; Continuity Management System at the corporate level;
3. Mengendalikan penyusunan program dan anggaran 3. Controlling the development of programs and budgets
bidang Manajemen Risiko dan Sistem Manajemen in the field of Risk Management and Business Continuity
Keberlangsungan Bisnis BCMS melalui koordinasi Management System through coordination with Business
dengan Unit Kerja, Regional serta Anak Perusahaan; Units, Regions, and Subsidiaries;
4. Memimpin dan mengendalikan kegiatan analisis 4. Leading and controlling risk analysis activities at the
risiko di tingkat Korporasi dan Unit Kerja dalam rangka Corporate and Business Unit levels in the preparation of
penyusunan Rencana Jangka Panjang Perusahaan (RJPP) the Company’s Long-Term Plan (RJPP) and Program Work
dan Rencana Kerja dan Anggaran Program (RKAP); Plan and Budget (RKAP);
5. Melakukan penyusunan dan review Profil Risiko Korporat 5. Conducting periodic preparation and review of the
secara berkala; Corporate Risk Profile;
6. Memimpin dan memberikan bahan pertimbangan 6. Leading and providing considerations to the Board of
kepada Direksi dalam pengambilan keputusan terhadap Directors in decision-making regarding corporate actions
aksi-aksi korporasi dan Program Unit Kerja dalam rencana and Business Unit Programs in specific risk management
pengelolaan risiko khusus untuk memastikan sasaran plans to ensure the Company’s strategic objectives are
strategis Perseroan sehingga dapat terpenuhi fungsi met, thus fulfilling the role of risk management as the
manajemen risiko sebagai baris pertahanan kedua; second line of defense;
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
7. Melakukan pendampingan dan monitoring terhadap 7. Providing support and monitoring for planning and
perencanaan dan pengelolaan mitigasi risiko di seluruh managing risk mitigation across Business Units, Regions,
Unit Kerja, Regional, dan Anak Perusahaan; and Subsidiaries;
8. Memimpin pelaksanaan penyelenggaraan pengukuran 8. Leading the implementation of effectiveness
efektivitas Sistem Manajemen Risiko di lingkungan measurement of the Risk Management System within
Perseroan; dan the Company; and
9. Memastikan terlaksananya aktivitas dengan 9. Ensuring activities are carried out while adhering to
memperhatikan Good Corporate Governance, proses Good Corporate Governance, creative and innovative
yang kreatif, inovatif, serta pengelolaan tim yang solid, processes, as well as managing a solid, productive, and
produktif, dan semangat belajar. learning-oriented team.
Pihak yang Mengangkat dan Appointment and Dismissal of Risk
Memberhentikan Pejabat Manajemen Management Officials
Risiko
Pejabat Manajemen Risiko diangkat dan diberhentikan oleh Risk Management officials are appointed and dismissed by the
Direksi, hal ini sebagaimana diatur pada Surat Keputusan Board of Directors, as regulated in Board of Directors Decision
Direksi No. 100/KPTS/2019 tanggal 21 Oktober 2019. No. 100/KPTS/2019 dated October 21, 2019.
Struktur Organisasi Manajemen Risiko dan Risk Management Organizational Structure
Jumlah Pegawai and Number of Employees
Pada tahun 2024, jumlah karyawan yang menangani In 2024, the number of employees handling risk
manajemen risiko sebanyak 10 (sepuluh) orang, termasuk management is 10 (ten) people, including a Risk & Quality,
seorang Risk & Quality, Health, Safety, & Environment Group Health, Safety, & Environment Group Head, with the following
Head, dengan rincian sebagai berikut: details:
Tabel Personil Manajemen Risiko Dalam Risk & Quality, Health, Safety and Environment Group
Table of Risk and Quality, Health, Safety, & Environment Group Personnel
Jabatan Jumlah Pegawai
Position Total Employee
Risk & Quality, Health, Safety, & Environment Group Head 1
Risk Management Department Head 1
Risk Management Senior Specialist -
Risk Management Specialist 3
Risk Management Assistant 3
Risk Management Senior Officer 2
Risk Management Officer -
Total 10
Peningkatan Kompetensi Manajemen Risiko Risk Management Competence
Development
Sertifikasi Manajemen Risiko yang dimiliki oleh pegawai Risk Management Certifications obtained by the Company’s
Perseroan adalah sebagai berikut: employees are as follows:
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Sertifikasi Manajemen Risiko
Table of Risk Management Certification
Nama Sertifikasi
No
Certification Name
2024 2023 2022
1. Certification Qualified Risk Governance Professional (QRGP) dari LSP-MKS 7 7 7
Certification Qualified Risk Governance Professional (QRGP) from LSP-MKS
2. Certification Qualified Risk Governance (CERG) dari ERMA 1 1 1
Certification Qualified Risk Governance (CERG) from ERMA
3. Certification Qualified Risk O cer (QCRO) dari LSP-MKS 77 50 37
Certification Qualified Risk Officer (QCRO) from LSP-MKS
4. Certification Qualified Risk Management Professional (QRMP) dari LSP-MKS 2 2 2
Certification Qualified Risk Management Professional (QRMP) from LSP-MKS
5. Certification Qualified Risk Management Analyst (QRMA) dari LSP-MKS 2 2 2
Certification Qualified Risk Management Analyst (QRMA) from LSP-MKS
6. Certification Enterprise Risk Management Certified Professional (ERMCP) dari ERMA 7 7 7
Certification Enterprise Risk Management Certified Professional (ERMCP) from ERMA
7. Certification Enterprise Risk Management Certified Associated (ERMAP) dari ERMA 5 5 5
Certification Enterprise Risk Management Certified Associated (ERMAP) from ERMA
8. Certification Certified Risk Professional (CRP) dari LSP-PM 208 159 115
Certification Certified Risk Professional (CRP) from LSP-PM
9. Certification Certified Risk Associate (CRA) dari LSP-PM 298 280 217
Certification Certified Risk Associate (CRA) from LSP-PM
Total 607 511 393
Pengembangan Kompetensi Personil Development of Risk Management
Manajemen Risiko Personnel Competencies
Pengembangan kompetensi anggota Risk & Quality, Health, The development of competencies for members of the Risk &
Safety, & Environment Group dapat dilihat pada bagian Quality, Health, Safety, & Environment Group can be seen in
Pengembangan Kompetensi di Bab Profil Perusahaan dalam the Competency Development Section in the Company Profile
buku Laporan Tahunan ini. chapter of this Annual Report.
Penjelasan Mengenai Risiko-Risiko yang Explanation Regarding Company’s Risks
Dihadapi Perseroan
Direksi Jasa Marga berkomitmen untuk mengimplementasikan Jasa Marga’s Board of Directors is committed to implementing
manajemen risiko secara efektif dan efisien. Untuk itu, pada risk management effectively and efficiently. Therefore, at
setiap jenjang organisasi Perseroan, yaitu korporat dan every level of the company’s organization, namely corporate
unit bisnis, harus menerapkan manajemen risiko dengan and business units, risk management must be implemented
memperhatikan prioritas dan manfaat tiap program kerja/ considering the priorities and benefits of each work program/
proyek bagi kelangsungan Perseroan. project for the company’s sustainability.
Terdapat 2 (dua) proses pengelolaan risiko di Jasa Marga, There are 2 (two) risk management processes in Jasa Marga,
yaitu pengelolaan risiko yang bersifat secara top-down dan namely top-down risk management and bottom-up risk
monitoring risiko secara bottom-up. Pada pengelolaan risiko monitoring. In top-down risk management, risks are derived
secara top-down, risiko yang digunakan berasal dari Key from Corporate Key Performance Indicators (KPIs) and
Performance Indicator (KPI) Korporat yang diturunkan kepada cascaded down to related Business Units. Meanwhile, for
Unit Kerja terkait. Sedangkan untuk monitoring risiko secara bottom-up risk monitoring, risks are identified by Business
bottom-up, risiko yang digunakan berasal dari Unit Kerja, Units, Regions, and Subsidiaries through Risk Management
Regional, dan Anak Perusahan melalui Rencana Pengelolaan Plans (RMPs) in the JM Sm@rt application. The risk
Risiko (RPR) pada aplikasi JM Sm@rt. Proses pengelolaan management process for corporate actions undertaken by
risiko atas aksi korporasi yang akan dilakukan Perseroan the company is carried out through Special Risk Management
dilakukan melalui Rencana Pengelolaan Risiko Khusus (RPRK). Plans (SRMPs).
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Proses identifikasi risiko dilakukan pada setiap aktivitas Risk identification is conducted for every activity and/
dan/atau transaksi usaha dalam proses bisnis Perseroan. or business transaction within the Company’s business
Identifikasi harus dilakukan secara teliti agar risiko yang processes. This identification must be carried out thoroughly
teridentifikasi merupakan risiko yang relevan dengan proses to ensure that the identified risks are relevant to the
bisnis Perseroan, termasuk risiko-risiko yang berada di luar Company’s business processes, including risks beyond
kendali Perseroan. Analisis risiko kemudian dilakukan untuk the Company’s control. Risk analysis is then performed to
mengetahui besaran kemungkinan terjadinya risiko serta determine the likelihood of the risks occurring and their
dampak yang ditimbulkan, baik yang bersifat kualitatif dan/ potential impact, both qualitatively and/or quantitatively.
atau kuantitatif. Selanjutnya, evaluasi risiko dilakukan untuk Subsequently, risk evaluation is conducted to assess the
mengetahui keberterimaan risiko dengan memperhatikan acceptability of the risks, considering the results of the risk
hasil analisis risiko yang telah dilakukan. Evaluasi risiko analysis. This evaluation helps determine which risks require
dilakukan untuk mengetahui risiko yang memerlukan mitigation measures based on the established objectives.
penanganan risiko berdasarkan sasaran yang telah ditetapkan.
Berikut terdapat beberapa daftar acuan risiko berdasarkan The following is a reference list of risks categorized by type,
kategori risiko yang akan digunakan oleh seluruh pengelola which will be utilized by all risk managers, including Work
risiko baik oleh Unit Kerja, Anak Perusahaan Konstruksi, Anak Units, Construction Subsidiaries, Operation Subsidiaries,
Perusahaan Operasi dan Anak Perusahaan Usaha Lain dalam and Other Business Subsidiaries, in drafting their Risk
penyusunan Rencana Pengelolaan Risiko (RPR). Management Plans (RPR).
Taksonomi Risiko BUMN Risk Taxonomy of SOEs
Untuk mendukung proses agregasi risiko BUMN di Kementerian To support the risk aggregation process of State-Owned
BUMN, Perseroan telah menyusun taksonomi risiko sesuai Enterprises (SOEs) at the Ministry of SOEs, the Company
dengan Peraturan Menteri Badan Usaha Milik Negara No. PER- has developed a risk taxonomy in accordance with the
2/MBU/03/2023, tanggal 24 Maret 2023, tentang Pedoman Minister of State-Owned Enterprises Regulation No. PER-
Tata Kelola dan Kegiatan Korporasi Signifikan Badan Usaha 2/MBU/03/2023, dated March 24, 2023, regarding the
Milik Negara Pasal 66 yaitu BUMN wajib memiliki Taksonomi Governance and Significant Corporate Activities of State-
Risiko BUMN dan Anak Perusahaan BUMN yang terintegrasi Owned Enterprises, Article 66, which stipulates that SOEs
sesuai dengan kebutuhan pengawalan target kinerja BUMN must have a Risk Taxonomy integrated with the SOE and its
dan Anak Perusahaan BUMN. Perseroan telah menyusun Subsidiaries in line with the performance target monitoring
taksonomi risiko terdiri dari: requirements for SOEs and their subsidiaries. The Company
has prepared a risk taxonomy consisting of:
1. Tema Risiko (T1) yang merupakan kumpulan Risiko 1. Risk Theme (T1) which is a collection of Risks based on
berdasarkan perspektif penanggung jawab Risiko Utama the perspective of the person responsible for the Main
dan merupakan tingkat pengelompokkan tertinggi; Risk and is the highest level of grouping;
2. Kategori Risiko (T2) yang menjabarkan Risiko spesifik 2. Risk Category (T2) which describes the specific risks of
dari masing-masing tema Risiko; each risk theme;
3. Kelompok Peristiwa Risiko Agregasi (T3) yang 3. Aggregated Risk Event Group (T3) which groups Risk
mengelompokkan peristiwa-peristiwa Risiko dalam events into homogeneous Risk categories;
kategori Risiko yang homogen;
4. Kelompok Peristiwa Risiko Agregasi (T4) yang 4. Aggregated Risk Event Group (T4) which groups Risk
mengelompokkan peristiwa-peristiwa Risiko secara events in more detail; and
lebih detail; dan
5. Peristiwa Risiko (T5) yang dapat digunakan Jasa Marga 5. Risk Events (T5) that can be used by Jasa Marga Group
Grup dalam mengidentifikasi Risiko yang mengacu pada in identifying Risks referring to the Joint Decree of the
Keputusan Bersama Dewan Komisaris dan Direksi Nomor: Board of Commissioners and Directors No. KEP-183/
KEP-183/XI/2024 dan Nomor: 227/KPTS/2024 Tentang XI/2024 and No. 227/KPTS/2024 Concerning Integrated
Kebijakan dan Pedoman Manajemen Risiko Terintegrasi Risk Management Policies and Guidelines within PT Jasa
di Lingkungan PT Jasa Marga (Persero) Tbk tanggal 12 Marga (Persero) Tbk dated November 12, 2024.
November 2024.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Taksonomi Risiko Portofolio Perseroan
Risk Taxonomy of the Company’s Portfolio
Taksonomi Risko Portoflio BUMN
SOE Portfolio Risk Taxonomy
Tema Risiko (T1) Kategori RIsiko (T2) Kelompok Peristiwa Risiko (T3) Peristiwa Risiko (T4)
Risk Theme (T1) Risk Category (T2) Risk Event Group (T3) Risk Event (T4)
1. Risiko Portofolio Bisnis 1.1. Risiko fiskal 1.1.1. Risiko Dividen
1. Business Portfolio Risk 1.1. Fiscal Risk 1.1.1. Dividend Risk
1.1.2. Risiko PMN
1.1.2. State Capital Injection (PMN) Risk
1.1.3. Risiko Subsidi dan Kompensasi 1.1.3.1. Penyesuaian Tarif
1.1.3. Subsidy and Compensation Risk 1.1.3.1. Tariff Adjustment
1.1.3.2. Penambahan Masa Konsesi
1.1.3.2. Extension of Concession Period
1.1.3.3. Kompensasi Lainnya
1.1.3.3. Other Compensation
1.2. Risiko Human Capital 1.2.4. Risiko Kebijakan SDM 1.2.4.10. Manajemen Sumber Daya Manusia
& Aligment 1.2.4. HR Policy Risk 1.2.4.10. Human Resource Management
1.2. Human Capital & Alignment Risk
1.2.4.11. Perencanaan Suksesi
1.2.4.11. Succession Planning
1.2.4.12. Kompensasi dan Tunjangan
1.2.4.12. Compensation and Allowance
1.2.4.4. Strategi dan Perencanaan Sumber Daya Manusia
1.2.4.4. Human Resource Strategy and Planning
1.2.4.5. Desain Organisasi
1.2.4.5. Organization Design
1.2.4.6. Budaya
1.2.4.6. Culture
1.2.4.7. Perekrutan dan Retensi
1.2.4.7. Recruitment and Retention
1.2.4.8. Pengembangan Karyawan
1.2.4.8. Employee Development
1.2.4.9. Manajemen Kinerja
1.2.4.9. Performance Management
1.2.5. Risiko Kebijakan Sektoral 1.2.5.13. Keselarasan antar Kebijakan Sektoral
1.2.5. Sectoral Policy Risk 1.2.5.13. Alignment Among Sectoral Policies
1.2.5.14. Perubahan Kebijakan Sektoral
1.2.5.14. Changes in Sectoral Policies
1.3. Risiko Komposisi 1.3.6. Risiko Konsentrasi Portofolio 1.3.6.15. Portofolio Jalan Tol
1.3. Composition Risk 1.3.6. Portfolio Concentration Risk 1.3.6.15. Toll Road Portfolio
1.3.6.16. Portofolio Non-Jalan Tol
1.3.6.16. Non-Toll Road Portfolio
2. Risiko struktur & 2.4. Risiko Struktur Korposasi 2.4.7. Risiko Struktur Korporasi 2.4.7.17. Kontrol dan Pengawasan Induk-Anak Jasa Marga
organisasi 2.4. Corporate Structure Risk 2.4.7. Corporate Structure Risk 2.4.7.17. Jasa Marga Parent-Subsidiary Control and Supervision
2. Structure & Organization Risk
2.4.7.18. Struktur Keuangan Induk-Anak Jasa Marga
2.4.7.18. Jasa Marga Parent-Subsidiary Financial Structure
2.5. Risiko restrukturisasi 2.5.8. Risiko penggabungan, pengambilalihan, pelepasan, pemisahan, 2.5.8.19. Merger dan Akuisisi
dan organisasi pembubaran, likuidasi, dan restrukturisasi 2.5.8.19. Merger and Acquisition
2.5. Restructuring and Organizational Risk 2.5.8. Mergers, Acquisitions, Divestments, Spin-offs, Dissolution,
Liquidation, and Restructuring Risk 2.5.8.20. Restrukturisasi
2.5.8.20. Restructuring
2.5.8.21. Divestasi
2.5.8.21. Divestment
2.5.8.22. Aksi Korporasi Lainnya
2.5.8.22. Other Corporate Actions
3. Risiko Bisnis 3.6. Risiko industri umum 3.6.9. Risiko formulasi strategis 3.6.9.23. Arahan dan Kebijakan Strategis
3. Business Risk 3.6. General Industry Risk 3.6.9. Strategic Formulation Risk 3.6.9.23. Strategic Directions and Policies
3.6.9.24. Model Bisnis
3.6.9.24. Business Model
3.6.9.25. Model Operasi dan Keuangan
3.6.9.25. Operational and Financial Model
3.6.9.26. Inisiatif Strategis
3.6.9.26. Strategic Initiatives
3.6.10. Risiko pasar dan makro ekonomi 3.6.10.27. Pasar
3.6.10. Market and Macroeconomic Risk 3.6.10.27. Market
3.6.10.28. Makro Ekonomi
3.6.10.28. Macroeconomic
3.6.11. Risiko keuangan 3.6.11.29. Struktur Permodalan
3.6.11. Financial Risk 3.6.11.29. Capital Structure
3.6.11.30. Likuiditas
3.6.11.30. Liquidity
3.6.11.31. Siklus Pendapatan
3.6.11.31. Revenue Cycle
3.6.11.32. Akuntansi dan Pelaporan
3.6.11.32. Accounting and Reporting
3.6.11.33. Pajak
3.6.11.33. Tax
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Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Taksonomi Risko Portoflio BUMN
SOE Portfolio Risk Taxonomy
Risiko Utama
Major Risk
4 13 14
Keterlambatan progres konstruksi jalan tol Kecukupan pendanaan tidak tercapai Tidak terpenuhinya target pelaksanaan Equity
Delay in toll road construction progress Funding adequacy has not been achieved Financing PT JTT berupa aspek value, market,
waiver & legalitas
The failure to meet the targets of PT JTT’s Equity
Financing implementation, including aspects of
value, market, waiver, and legality
1 2
Penundaan penyesuaian tarif tol Peningkatan beban keuangan
Delay in toll tariff adjustment Increase in financial load
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Taksonomi Risiko Portofolio Perseroan
Risk Taxonomy of the Company’s Portfolio
Taksonomi Risko Portoflio BUMN
SOE Portfolio Risk Taxonomy
Tema Risiko (T1) Kategori RIsiko (T2) Kelompok Peristiwa Risiko (T3) Peristiwa Risiko (T4)
Risk Theme (T1) Risk Category (T2) Risk Event Group (T3) Risk Event (T4)
3. Risiko Bisnis 3.6. Risiko industri umum 3.6.12. Risiko hukum, reputasi, dan kepatuhan 3.6.12.34. Tata Kelola
3. Business Risk 3.6. General Industry Risk 3.6.12. Legal, reputation, and compliance risk 3.6.12.34. Governance
3.6.12.35. Liabilitas Hukum
3.6.12.35. Legal Liabilities
3.6.12.36. Kepatuhan terhadap Peraturan Perundang-Undangan
3.6.12.36. Compliance with laws and regulations
3.6.12.37. Kontrak Hukum
3.6.12.37. Legal Contract
3.6.12.38. Komunikasi dan Pengelolaan Pemangku Kepentingan
3.6.12.38. Communication and Stakeholder Management
3.6.13. Risiko proyek 3.6.13.39. Inisiasi Proyek
3.6.13. Project Risk 3.6.13.39. Project Initiation
3.6.13.40. Perencanaan Proyek
3.6.13.40. Project Planning
3.6.13.41. Pengembangan Proyek
3.6.13.41. Project Development
3.6.13.42. Desain dan Teknik
3.6.13.42. Design and Technique
3.6.13.43. Pengadaan
3.6.13.43. Procurement
3.6.13.44. Konstruksi
3.6.13.44. Construction
3.6.14. Risiko Teknologi Informasi & Keamanan Siber 3.6.14.45. Strategi Teknologi Informasi
3.6.14. Information Technology & Cyber Security Risk 3.6.14.45. Information Technology Strategy
3.6.14.46. Infrastruktur Teknologi Informasi
3.6.14.46. Information Technology Infrastructure
3.6.14.47. Manajemen Data
3.6.14.47. Data Management
3.6.14.48. Aplikasi
3.6.14.48. Application
3.6.14.49. Keamanan Siber
3.6.14.49. Cyber Security
3.6.14.50. Tata kelola Teknologi Informasi
3.6.14.50. Information Technology Governance
3.6.15. Risiko Sosial dan Lingkungan 3.6.15.51. Sosial
3.6.15. Social and Environment Risk 3.6.15.51. Social
3.6.15.52. Perubahan Iklim - Fisik
3.6.15.52. Climate Change - Physical
3.6.15.53. Perubahan Iklim - Transisi
3.6.15.53. Climate Change - Transition
3.6.15.54. Kualitas Udara
3.6.15.54. Air Quality
3.6.15.55. Pengelolaan Energi
3.6.15.55. Energy Management
3.6.15.56. Pengelolaan Air dan Limbah Cair
3.6.15.56. Water and Liquid Waste Management
3.6.15.57. Pengelolaan Limbah dan Material Berbahaya
3.6.15.57. Waste and Hazardous Materials Management
3.6.15.58. Ekologi/ Keanekaragam Hayati
3.6.15.58. Ecology/Biodiversity
3.6.15.59. Suara dan Getaran
3.6.15.59. Sound and Resonance
3.6.16. Risiko Operasional 3.6.16.60. Kesehatan dan Keselamatan
3.6.16. Operational Risk 3.6.16.60. Health and Safety
3.6.16.61. Operasional Jalan Tol
3.6.16.61. Toll Road Operations
3.6.16.62. Operasional Usaha Lain
3.6.16.62. Other Business Operations
3.6.16.63. Operasional secara Umum
3.6.16.63. General Operations
3.6.16.64. Force Majeure
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Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Taksonomi Risko Portoflio BUMN
SOE Portfolio Risk Taxonomy
Risiko Utama
Major Risk
5 8 19 20
Proses penerapan TKDN (Tingkat Kandungan Salah satu program perbaikan manajemen risiko Belum terpenuhinya salah satu komponen Adanya perkara hukum terkait penyuapan
Dalam Negeri) menyimpang dari pedoman dan tidak terlaksana asesmen ESG A legal case related to bribery
peraturan yang berlaku One of the risk management improvement Failed to fulfill one of the ESG assessment
The process of implementing TKDN (Domestic programs was not implemented components
Content Level) deviates from the applicable
guidelines and regulations
6 7
Terjadi pelepasan atau kegagalan proyek pada Keterlambatan Pembangunan Rest Area TIP
bisnis prospektif Pengembangan Taman Mini Tahap III
A divestment or project failure in a prospective Delay in the construction of the TIP Rest Area
business for the Phase III Development of Taman Mini
9 10 11 12
Penyelesaian roadmap ITS tidak selaras dengan Pengembangan dan Pemanfaatan Integrated Disrupsi teknologi nirsentuh pengoperasian Kebocoran atau kehilangan data perusahaan
RUPP dan MPTI Tollroad Maintenance System tidak berjalan jalan tol Data breach or loss of company data
The completion of the ITS roadmap is not sesuai dengan MPTI Touch-free technology disruption in toll road
aligned with the RUPP and MPTI The development and utilization of the operations
Integrated Tollroad Maintenance System are not
in line with MPTI
3 15 16 17 18
Kenaikan biaya operasi jalan tol Kandidat milenial tidak memenuhi persyaratan Kandidat perempuan tidak memenuhi Personil organ pengelola risiko belum memiliki Program penyetaraan dana pensiun manfaat pasti
Increase in toll road operating costs nominated talent persyaratan nominated talent kompetensi sesuai dengan persyaratan tidak terlaksana
Millennial candidates do not meet the Female candidates do not meet the Female candidates do not meet the The program for equalizing the defined benefit
requirements of nominated talent requirements of nominated talent requirements of nominated talent pension fund has not been implemented
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Strategi Risiko Risk Strategy
Dalam rangka menciptakan dan melindungi nilai serta In order to create and protect value while supporting the
mendukung pertumbuhan bisnis Perseroan yang berkelanjutan Company’s sustainable business growth in line with the
sesuai dengan implementasi Peta Jalan Perseroan tahun 2024 implementation of the Company’s Roadmap for 2024–2028,
– 2028, Perseroan memiliki strategi risiko yang dituangkan the Company has developed a risk strategy outlined in the
dalam asersi selera risiko atau Risk Appetite Statement/”RAS” Risk Appetite Statement (RAS), which takes into account the
yang telah memperhatikan selera risiko dari Kementerian risk appetite set by the Ministry of State-Owned Enterprises
BUMN. Strategi Risiko Perseroan sesuai dengan Keputusan (BUMN). The Company’s Risk Strategy is in accordance with
Deputi Bidang Keuangan dan Manajemen Risiko Kementerian the Decree of the Deputy for Finance and Risk Management
Badan Usaha Milik Negara Republik Indonesia No. SK-6/DKU. of the Ministry of State-Owned Enterprises of the Republic
MBU/10/2023 tentang Petunjuk Teknis Proses Manajemen of Indonesia No. SK-6/DKU.MBU/10/2023 on Technical
Risiko dan Agregasi pada Taksonomi Risiko Portofolio Badan Guidelines for Risk Management Processes and Aggregation
Usaha Milik Negara yang terdiri dari: in the Risk Taxonomy Portfolio of State-Owned Enterprises,
and consists of:
1. Pernyataan selera risiko (risk appetite statement) 1. The Company’s risk appetite statement considers the
Perseroan dengan memperhatikan selera risiko risk appetite from the Ministry of SOEs.
Kementerian BUMN.
2. Nilai ambang risiko di level korporat yang memuat risk 2. Risk Threshold at the Corporate Level, which includes
capacity, risk appetite, risk tolerance, dan risk limit. risk capacity, risk appetite, risk tolerance, and risk limits.
3. Metrik strategi risiko. 3. Risk Strategy Metrics
Pernyataan Selera Risiko (Risk Appetite Risk Appetite Statement
Statement)
Perseroan telah menyusun pernyataan selera risiko (Risk The Company has developed its Risk Appetite Statement,
Appetite Statement) yang telah memperhatikan selera which aligns with the risk appetite set by the Ministry of
risiko Kementerian BUMN yang terdapat pada Surat Menteri SOEs as outlined in the Ministry of SOEs Letter No. S-491/
BUMN Nomor S-491/MBU/09/2023 tanggal 29 September MBU/09/2023 dated September 29, 2023, regarding the
2023 perihal Aspirasi Pemegang Saham untuk Penyusunan Aspirations of Shareholders for the Preparation of the
Rencana Kerja dan Anggaran Perusahaan Tahun 2024, serta Company’s Work Plan and Budget for 2024. This statement
sebagai salah satu upaya Perseroan dalam memberikan is part of the Company’s effort to provide assurance to
kepastian kepada stakeholders bahwa Perseroan memahami stakeholders that the Company fully understands the risks
sepenuhnya risiko yang ada di dalam Perseroan dan risiko within its operations, including those under its control. The
yang berada di bawah kendali, Perseroan selalu melakukan Company continuously develops and updates its risk appetite
pengembangan dan pembaruan terhadap risk appetite dan and risk tolerance, which will serve as key considerations in
risk tolerance yang akan menjadi pertimbangan dalam setiap every strategic decision-making process. Below is the Risk
pengambilan keputusan strategis Perseroan. Berikut adalah Appetite Statement for PT Jasa Marga (Persero) Tbk for 2024.
Risk Appetite Statement (RAS) PT Jasa Marga (Persero) Tbk
Tahun 2024.
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6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pernyataan Selera Risiko (Risk Appetite Statement)
Risk Appetite Statement
Kategori Sikap Terhadap
No. Risiko BUMN Risk Appetite Statement Risiko
SOE Risk Attitude Towards
Category Risk
1. Financial Perusahaan melakukan penguatan aspek fundamental keuangan dengan Moderat
berorientasi pada peningkatan laba perusahaan, kontribusi terhadap pemegang Moderate
saham, serta berupaya melakukan inovasi-inovasi keuangan serta penataan
portofolio dengan memperhatikan kondisi makroekonomi global dan tetap
menerapkan prinsip kehati-hatian.
The Company strengthens the fundamental financial aspects by focusing on
increasing the company’s profits, contributions to shareholders, and making
efforts to carry out financial innovations and portfolio management by paying
attention to global macroeconomic conditions and continuing to apply the
principle of prudence.
2. Strategic Perusahaan berkomitmen untuk mengembangkan kapasitas Perusahaan Strategis
dengan melakukan reprioritisasi proyek, penataan portofolio (asset recycle) dan Strategic
percepatan equity financing Entitas Anak dan Asosiasi, peningkatan investasi
secara berkelanjutan dengan mempertimbangkan risiko yang wajar dan terukur
serta pengawalan mitigasi risiko.
The Company is committed to developing the Company’s capacity by
reprioritizing projects, structuring portfolios (asset recycling) and accelerating
equity financing for Subsidiaries and Associates, increasing investment
sustainably by considering reasonable and measurable risks and monitoring
risk mitigation.
3. Business Perusahaan menginstitusikan pemilihan dan perencanaan proyek konsesi Strategis
Development jalan tol dan portofolio bisnis lainnya secara terintegrasi, meningkatkan aspek Strategic
operasi dan proporsi nilai pasar bisnis pengoperasian dan pemeliharaan
menjadi berdasarkan teknologi dan kinerja serta menentukan fokus bisnis
dan model bisnis secara jelas yakni sebagai pengotimal aset tol dengan
mempertimbangkan aspek environmental, social dan governance (ESG) dan
dengan mempertimbangkan risiko yang wajar dan terukur serta pengawalan
mitigasi risiko.
The Company institutionalizes the selection and planning of toll road
concession projects and other business portfolios in an integrated manner,
improves the operational aspects and market value proportion of the operation
and maintenance business to be based on technology and performance and
determines the business focus and business model clearly, namely as an
optimizer of toll assets by considering environmental, social and governance
(ESG) aspects and by considering reasonable and measurable risks and risk
mitigation monitoring.
4. Operational 1. Perusahaan mempertahankan target penyelesaian penugasan pemerintah dalam Konservatif
bentuk proyek strategis nasional baik dari segi waktu pengerjaan, realisasi Conservative
anggaran dan kualitas yang dihasilkan serta terpenuhinya standar pelayanan
minimum jalan tol.
2. Perusahaan mempertimbangkan pemenuhan sasaran KBUMN sebagai pemegang
saham terbesar.
1. The Company maintains the target of completing government assignments in
the form of national strategic projects both in terms of completion time, budget
realization and quality produced as well as meeting minimum toll road service
standards.
2. The Company considers fulfilling KBUMN’s targets as the largest shareholder.
5. Information Perusahaan tidak memberikan ruang untuk melakukan pelanggaran terhadap Tidak toleran
Technology peraturan perundangundangan, termasuk kelalaian terhadap keamanan siber Intolerant
dan perlindungan data pribadi sesuai dengan yang ditetapkan dalam Undang-
undang (UU) Nomor 27 Tahun 2022 tentang Pelindungan Data Pribadi serta
memberikan keandalan infrastruktur IT dengan mengembangkan roadmap
tekonologi terintegrasi dan mengalokasikan peran fungsi teknologi secara jelas.
The Company does not provide room for violating laws and regulations,
including negligence regarding cybersecurity and personal data protection in
accordance with Law Number 27 of 2022 concerning Personal Data Protection
and providing reliable IT infrastructure by developing an integrated technology
roadmap and clearly allocating the role of technology functions.
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Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pernyataan Selera Risiko (Risk Appetite Statement)
Risk Appetite Statement
Kategori Sikap Terhadap
No. Risiko BUMN Risk Appetite Statement Risiko
SOE Risk Attitude Towards
Category Risk
6. Legal & Sebagai Perusahaan terbuka, Jasa Marga senantiasa menjalankan prinsip tata Tidak toleran
Compliance kelola yang baik (Good Corporate Governance/GCG) dan manajemen risiko yang Intolerant
terintegrasi, melengkapi dan menjalankan organ pengelola risiko secara aktif
dan prudent dengan tidak memberikan ruang untuk melakukan pelanggaran
perundang-undangan yang berlaku serta tidak melakukan tindakan yang
melanggar hukum baik yang merugikan perusahaan secara material atau imateril
As a public company, Jasa Marga always implements the principles of good
corporate governance (GCG) and integrated risk management, equipping and
running risk management organs actively and prudently without providing
space for violating applicable laws and not carrying out actions that violate the
law, whether materially or immaterially, that harm the company.
7. Reputation Jasa Marga senantiasa menjunjung tinggi core value AKHLAK dan menjaga citra Tidak toleran
perusahaan dari ancaman reputasi yang dapat mempengaruhi secara signifikan Intolerant
keberlangsungan bisnis yang dikelola.
Jasa Marga always upholds the core value of AKHLAK and maintains the
company’s image from reputational threats that can significantly affect the
sustainability of the business being managed.
Penjelasan Sikap dari Risk Appetite Statement
Explanation of the Posture Toward the Risk Appetite Statement
Postur Penjelasan
Posture Description
Tidak Toleran • Sangat berhati-hati dalam mengambil risiko dan lebih memilih menjaga stabilitas dan konsistensi dalam operasi bisnis.
Intolerant • Keputusan bisnis didasarkan pada pemeliharaan modal.
• Very cautious in taking risks and prefers to maintain stability and consistency in business operations.
• Business decisions are based on capital preservation.
Konservatif • Berhati-hati dalam mengambil risiko, dengan memilih beberapa risiko yang terkendali tetapi tetap memprioritaskan kestabilan
Conservative usaha
• Keputusan bisnis didasarkan pada upaya untuk melindungi nilai dari risiko besar yang tidak terduga termasuk didalamnya
menghindari paparan terhadap fluktuasi pasar yang signifikan serta dapat menanggung beban yang kecil.
• Be careful in taking risks, by choosing some controlled risks but still prioritizing business stability
• Business decisions are based on efforts to protect value from unexpected major risks including avoiding exposure to significant
market fluctuations and being able to bear small burdens.
Moderat • Bersedia mengambil risiko dalam batas tertentu untuk mencapai pertumbuhan dan keuntungan, tetapi tetap memperhatikan
Moderate perlindungan terhadap kerugian besar.
• Keputusan bisnis mempertimbangkan peluang pertumbuhan dan dampak risiko secara bersamaan dan dapat menanggung beban
yang sedang.
• Willing to take some risk to achieve growth and profit, but still mindful of protection against major losses.
• Business decisions consider growth opportunities and risk impacts simultaneously and can bear moderate burdens.
Strategis • Secara aktif menerapkan strategi yang melibatkan pengelolaan risiko sebagai bagian integral dari rencana bisnis, mengambil
Strategic risiko lebih tinggi dalam rangka mencapai pertumbuhan dan inovasi yang lebih besar.
• Keputusan bisnis didasarkan pada analisis risiko dan potensi pengembalian investasi jangka panjang serta dapat menanggung
beban yang besar.
• Actively implement strategies that involve risk management as an integral part of the business plan, taking higher risks in order
to achieve greater growth and innovation.
• Business decisions are based on risk analysis and long-term potential returns on investment and can bear a large burden.
Strategis • Keputusan bisnis didasarkan pada analisis risiko dan potensi pengembalian investasi jangka panjang serta dapat menanggung
Strategic beban yang besar.
• Business decisions are based on risk analysis and potential long-term investment returns and can carry a large burden.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Perlakuan Risiko (Risk Treatment) Risk Treatment
Berdasarkan Keputusan Bersama Dewan Komisaris dan Based on the Joint Decree of the Board of Commissioners
Direksi Nomor: KEP-183/XI/2024 dan Nomor: 227/ and the Board of Directors No.KEP-183/XI/2024 and No.227/
KPTS/2024 Tentang Kebijakan dan Pedoman Manajemen KPTS/2024 concerning the Integrated Risk Management
Risiko Terintegrasi di Lingkungan PT Jasa Marga (Persero) Policy and Guidelines at PT Jasa Marga (Persero) Tbk dated
Tbk tanggal 12 November 2024 strategi tindak lindung risiko November 12, 2024, the company’s risk mitigation strategy
Perseroan dapat dilihat pada tabel berikut ini: can be seen in the following table:
Perlakuan Risiko
Risk Treatment
Pilihan Opsi Perlakuan Risiko
Level
Risk Treatment Option Selection
Low Accept/Monitor
Low to Moderate Reduce/Mitigate atau Accept/Monitor
Reduce/Mitigate or Accept/Monitor
Moderate Reduce/Mitigate
Moderate to High Reduce/Mitigate atau Transfer/Sharing
Reduce/Mitigate or Transfer/Sharing
High Reduce/Mitigate atau Hindari/Avoid
Reduce/Mitigate or Hindari/Avoid
Keterangan (Definisi)/Description (Definition):
• Diterima: Risiko yang berada di level sangat rendah/Accepted: The risk is at a very low level
• Ditolak: Risiko yang berada di level rendah/ moderat/ tinggi/ ekstrem/Rejected: Risks that are at low/moderate/high/extreme levels
• Menghindari: Tidak melakukan hal-hal yang dapat menyebabkan timbulnya risiko/Avoid: Not doing things that could cause risks
• Memindahkan: Memindahkan risiko kepada pihak ketiga/Transfer: Transferring the risk to a third party
• Mitigasi: Mengurangi terjadinya penyebab dan dampak/Mitigation: Reducing the causes and impacts
• Eskalasi: Penanganan risiko oleh pihak dengan level lebih tinggi/Escalation: Risk handling by parties at a higher level
Profil Risiko Korporat Corporate Risk Profile
Untuk mencapai sasaran dan strategi usaha, Perseroan To achieve business goals and strategies, the Company is
berkomitmen untuk mengimplementasikan manajemen committed to implementing risk management effectively
risiko secara efektif dan efisien. Untuk itu, pada setiap and efficiently. Therefore, at every level of the Company’s
jenjang organisasi Perseroan, yaitu korporat dan unit bisnis, organization, including corporate and business units, the
harus dapat menerapkan prinsip manajemen risiko dengan principles of risk management must be applied, considering
memperhatikan sasaran, prioritas, serta kebermanfaatan the goals, priorities, and benefits of each work program for the
setiap program kerja bagi keberlangsungan Perseroan. Dalam sustainability of the Company. In managing risk management,
melakukan pengelolaan manajemen risiko, berdasarkan KPI based on Corporate KPIs, a total of 21 risk profiles have been
Korporat teridentifikasi sebanyak 21 (dua puluh satu) profil identified as presented below:
risiko yang disajikan pada berikut:
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 679
Page 680
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
1. Penundaan • Pemenuhan persyaratan • Kehilangan potensi Rendah ke • Mengajukan proposal kenaikan tarif 3 Rendah
penyesuaian regulasi penyesuaian pendapatan tol Moderat bulan sebelum rencana implementasi Low
tarif tol tarif tol atas keterlambatan Low to kenaikan tarif
Delay in • Temuan audit BPJT atas penyesuaian tarif 7 Moderate • Memastikan pemenuhan SPM berdasarkan
adjusting toll persyaratan SPM ruas jalan tol Permen PU No 16/PRT/M/2014 dengan 8
rates • Aspek SPM yang belum • Target EBITDA indikator
terpenuhi tidak terpenuhi • Pemenuhan SPM untuk seluruh ruas JMT
• Ketidaksesuaian nilai (pendapatan Tol • Mempercepat periode cut off inflasi
inflasi dalam perhitungan menyumbang 90% dengan tetap memperhatikan tarif yang
kenaikan tarif dari EBITDA) berlaku saat penyesuaian
• Aspek regulasi • Loss of potential • Berkoordinasi dengan Kementrian PUPR:
penyesuaian tarif yang toll revenue due JBH terkait rekomendasi teknis, dengan
belum terpenuhi to delays in tariff DJPI terkait pemenuhan aspek bisnis
• Penolakan dari adjustments for 7 • Melakukan FGD dengan key opinion leader
masyarakat toll roads (KOL) dan sosialisasi kepada masyarakat.
• Kebijakan pemerintah • EBITDA target not • Memastikan strategi komunikasi kepada
untuk menunda met (toll revenue publik berjalan tepat waktu
persetujuan permohonan contributes 90% to • Submit a tariff increase proposal 3 months
penyesuaian tarif tol EBITDA) before the planned implementation of the
• Compliance with tariff increase.
regulatory requirements • Ensuring fulfillment of SPM based on PU
for toll tariff adjustments Regulation No. 16/PRT/M/2014 with 8
• Audit findings from BPJT indicators
regarding SPM (Minimum • Fulfillment of SPM for all JMT sections
Service Standards) • Accelerate the inflation cut-off period
requirements while still paying attention to the
• Aspects of SPM that have applicable rates during the adjustment.
not been fulfilled • Coordinating with the Ministry of PUPR:
• Discrepancy in inflation JBH regarding technical recommendations,
value used for tariff with DJPI regarding the fulfillment of
adjustment calculations business aspects
• Aspects of regulatory • Conducting FGD with key opinion leaders
requirements for tariff (KOL) and outreach to the community.
adjustments that have • Ensuring public communication strategies
not been met are implemented on time
• Public opposition
• Government policy
to delay approval of
toll tariff adjustment
requests
2. Peningkatan • Tingkat suku bunga yang • Penurunan ICR Rendah • Melakukan negosiasi tingkat suku bunga Rendah
beban keuangan cenderung meningkat Korporat Low pinjaman dengan pihak perbankan. Low
Increase in • Rencana divestasi atau • ICR & DSCR Melakukan kreatifitas financing
Financial Burden aksi korporasi tidak memburuk • Monitoring realisasi dan kelayakan
sesuai ekspektasi • Penurunan Likuiditas investasi berdasarkan PPJT
• Kenaikan Beban Usaha • Beban Bunga terlalu • Menerapkan skala prioritas terkait beban
• Keterlambatan besar/DER (>5 kali usaha kas & program capex
pengoperasian jalan tol dari equitas) • Evaluasi kajian business plan berdasarkan
baik yang disebabkan • Delta ROIC-WACC kondisi terkini untuk usulan Amandemen
oleh BUJT atau pihak lain bisa negatif PPJT dan menerapkan value engineering
• Aspek regulasi • Kesulitan sesuai arahan dari Dirjen Bina Marga untuk
penyesuaian tarif yang pendanaan untuk proyek- proyek ruas Jalan Tol Jakarta-
belum terpenuhi proyek penugasan Cikapek II Selatan, Yogyakarta-Bawen, dan
• Kenaikan biaya PBB pemerintah Probolinggo-Banyuwangi
• Rising interest rates. • Peningkatan CDS di • Melakukan audiensi dengan pemerintah
• Divestment plans or APJT yang mayoritas daerah terkait dengan PBB.
corporate actions not bersumber dari SHL, • Negotiate loan interest rates with banks
meeting expectations. sehingga terjadi and explore creative financing options.
• Increased operating peningkatan hutang • Monitor investment realization and
expenses. • Decrease in feasibility based on PPJT.
• Delays in toll road Corporate Interest • Apply a priority scale regarding operating
operations, whether Coverage Ratio (ICR). cash expenses and the capital expenditure
caused by BUJT or other • Deteriorating ICR (capex) program.
parties. & Debt Service • Evaluate the business plan based
• Regulatory aspects of Coverage Ratio on current conditions for proposed
tariff adjustments not (DSCR). amendments to PPJT and implement value
being met. • Decline in liquidity. engineering in line with the directives
• Increase in property tax • Excessive interest from the Directorate General of Highways
(PBB). expenses/Debt-to- for projects on the Jakarta-Cikampek
Equity Ratio (DER) II Selatan, Yogyakarta-Bawen, and
greater than 5 times Probolinggo-Banyuwangi toll roads.
equity. • Hold discussions with local governments
• Negative delta regarding property tax (PBB).
between Return on
Invested Capital
(ROIC) and Weighted
Average Cost of
Capital (WACC).
• Difficulty in
financing
government-
assigned projects.
• Increase in Credit
Default Swap (CDS)
in APJT, mostly
stemming from SHL,
leading to increased
debt.
680 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 681
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
3. Kenaikan biaya • Beban management fee • Beban operasi yang Moderat • Melakukan efisiensi beban Rendah
operasi jalan tol yang belum disesuaikan tidak sesuai dengan Moderate • Command Center Low
Increase in Toll dengan kondisi volume kondisi volume lalin, • Memastikan program-program yang
Road Operating lalu lintas baik karena turunnya terdapat dalam usulan RKAP 2024 sudah
Costs • Lalu lintas tidak lalin dan kontrak mencakup untuk 1 tahun
tercapai akibat belum kerja dengan vendor • Fokus pada pemenuhan SLA oleh service
tersambungnya ruas belum berdasarkan provider dimana mencakup pemenuhan
jalan tol lalin SPM
• Command Center yang • Peningkatan beban • Implement cost efficiency measures.
terpisah-pisah pemeliharaan yang • Centralize Command Centers.
• Ketidaksesuaian tidak sesuai karena • Ensure that the programs proposed in the
perhitungan timeline ruas tersebut belum 2024 RKAP include a full year’s coverage.
program RKAP dioperasikan • Focus on meeting SLA requirements by
• Kenaikan beban • Kendali anggaran service providers, ensuring the fulfillment
pengoperasian yang sulit dilakukan of SPM.
• Management fees not karena tidak
adjusted according to terdapat standarisasi
traffic volume conditions. atas volume lalin
• Traffic volume not met dan ODOL
due to incomplete toll • Belum adanya
road connections. standarisasi
• Dispersed Command beban operasi dan
Centers. pemeliharaan yang
• Misalignment in the didasarkan pada
calculation of the RKAP volume lalin dan
program timeline. ODOL
• Increased operational • Operating costs not
costs. aligned with traffic
volume, due to
reduced traffic and
work contracts with
vendors not being
based on traffic
volume.
• Increased
maintenance costs
that are not aligned
because the road
sections have not yet
been operational.
• Budget control
is difficult due
to the lack of
standardization for
traffic volume and
Over Dimension
Over Load (ODOL)
vehicles.
• Lack of
standardization
in operating and
maintenance costs
based on traffic
volume and ODOL.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 681
Page 682
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
4. Keterlambatan • Terhambatnya • Meningkatnya biaya Rendah ke • Melakukan pemantauan dan pengawasan Rendah
progres pembebasan lahan investasi & cost Moderat selama proses pembebasan lahan Low
konstruksi jalan • Kondisi lapangan overrun. Low to • Melakukan penajaman desain,
tol sehingga perlu adanya • Teguran dari Moderate membangun fleksibilitas dalam desain
Delays in Toll perubahan desain dan Pemerintah dan citra proyek
Road Construction kondisi disaster/luar perusahaan menurun • Koordinasi dengan PPK lahan, BPJT,
Progress biasa (pandemi) • Kesulitan kontraktor, dan pihak-pihak yang
• Belum adanya serah menerbitkan berkepentingan secara berkala
terima lahan dari Bina Instrumen • Melakukan penjadwalan waktu yang
Marga pendanaan realistis dan persiapan kontrak yang baik
• Keterlambatan proses • Tidak mendapat • Perjanjian konsorsium yang memiliki
tender contractors dukungan klausul untuk memberikan sanksi bagi
• Mitra konsorsium pemerintah untuk anggota konsorsium yang keluar sebelum
mundur/terdilusi proyek inisiasi jalan tol beroperasi
• Keterlambatan berikutnya • Berkoordinasi dengan Tim Pengadaan
pengadaan lahan • Modal tertahan Tanah (TPT) dan Pelaksana Pengadaan
Jasamarga Jogja Solo (biaya yang telah Tanah (P2T) Jalan Tol Akses Patimban
• Proses perizinan dikeluarkan tidak untuk memastikan pembayaran
pemanfaatan tanah bisa menjadi sumber pengadaan tanah sesuai jadwal yang telah
Sultan Ground (SG) yang pendapatan) disepakati
mengakibatkan tidak • Increased • Koordinasi dengan PPK dan BPN terkait
maksimalnya kegiatan investment costs and pemastian pembebasan lahan tambah
konstruksi pada ruas cost overruns. Seksi 1 dapat diselesaikan dengan
Jogja - Bawen dan Solo – • Warnings from the batas maksimal sesuai dengan jadwal
Yogyakarta – Kulonprogo government and pelaksanaan konstruksi
• Kurangnya kemampuan a decline in the • Monitoring intens proses penerbitan ijin
finansial kontraktor company’s image. lingkungan (AMDAL) serta memaksimalkan
pelaksana konstruksi • Difficulty in pelaksanaan pekerjaan di wilayah yang
pada ruas jalan tol issuing financing sudah terbit ijin Lingkungannya
Jakarta-Cikampek Selatan instruments. • Menunggu LO Kejagung untuk pembayaran
II Paket 3 Sukabungah- • Lack of government sewa lahan palilah serta Melakukan proses
Sadang support for future pembayaran ganti rugi khususnya tanah
• Obstacles in land initiation projects. karakteristik khusus atau TKD (Wakaf,
acquisition. • Stuck capital (costs Makam dan Konsinyasi)
• Site conditions requiring already incurred • Berkoordinasi dengan instansi berwenang
design changes and cannot be turned (KPPIP, Pemda, dll) terkait perizinan Quarry
extraordinary conditions into revenue). Borrow Material.
(pandemic). • Penyelesaian pembebasan tanah Paket 1,
• Lack of land handover 2 dan 3 Koordinasi terkait penambahan
from Bina Marga. alokasi UGK dengan instansi berwenang
• \Delays in the contractor (Kementerian PUPR, LMAN, KPPIP, dsb)
tender process. • Monitor and supervise land acquisition
• Withdrawal or dilution of processes.
consortium partners. • Refine designs and build flexibility into
• Delays in land acquisition project designs.
for Jasamarga Jogja-Solo. • Coordinate regularly with PPK land, BPJT,
• The licensing process for contractors, and relevant stakeholders.
the use of Sultan Ground • Schedule realistic timelines and prepare
(SG) land resulted contracts effectively.
in less than optimal • Consortium agreements should include
construction activities clauses to impose sanctions on members
on the Jogja - Bawen who withdraw before the toll road is
and Solo - Yogyakarta - operational.
Kulonprogo sections. • Coordinate with the Land Acquisition
• Lack of financial capacity Team (TPT) and the Land Acquisition
of the contractor Implementing Team (P2T) for the Patimban
implementing the Access Toll Road to ensure timely land
construction of the acquisition payments.
Jakarta-Cikampek Selatan • Coordinate with PPK and BPN to ensure
II toll road Package 3 land acquisition for Section 1 is completed
Sukabungah-Sadang as per the construction schedule.
• Intensively monitor the environmental
permit (AMDAL) issuance process
and maximize work in areas where
environmental permits have been issued.
• Wait for the Attorney General’s Office’s
LO for land lease payments, and make
payments for compensation, especially
for land with special characteristics (e.g.,
waqf, graves, and consignment).
• Coordinate with relevant authorities
(KPPIP, local government, etc.) for Quarry
Borrow Material permits.
• Complete land acquisition for Packages 1,
2, and 3, and coordinate with authorities
(Ministry of Public Works, LMAN, KPPIP,
etc.) regarding the additional UGK
allocation.
682 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 683
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
5. Proses penerapan • Belum optimalnya sistem • Tidak terpenuhinya Rendah ke • Penyusunan kebijakan sistem Rendah
TKDN (Tingkat TKDN di Perusahaan peraturan tentang Moderat pengendalian TKDN di Perusahaan. Low
Kandungan • Kurangnya kompetensi TKDN Low to Penyusunan form pengadaan barang
Dalam Negeri) SDM tentang pemahaman • Berpotensi Moderate dan jasa untuk mengetahui komposisi
menyimpang dari penerapan kebijakan munculnya teguran penggunaan produk dalam negeri
pedoman dan P3DN dari pemerintah • Peningkatan kompetensi SDM tentang
peraturan yang • Produk barang dan jasa • Penurunan nilai GCG pemahaman penerapan kebijakan P3DN
berlaku belum bisa memenuhi • Penurunan reputasi • Menginventarisasi dalam e-katalog untuk
Deviation in the faktor TKDN perusahaan kebutuhan produk barang dan jasa yang
Implementation • Kualitas dan pemahaman • Non-compliance with memenuhi faktor TKDN
of Domestic penyedia jasa dalam TKDN regulations. • Memastikan persyaratan pengadaan
Content Level pemenuhan TKDN • Potential barang dan jasa telah menggunakan
(TKDN) Guidelines • Belum mencantumkan warnings from the produk dalam negeri
and Regulations persyaratan penggunaan government. • Melakukan pengadaan barang dan jasa
TKDN dalam setiap • Decrease in melalui portal PADI
kontrak yang Good Corporate • Preparation of TKDN control system
dilaksanakan dengan Governance (GCG) policies in the Company. Preparation of
mengoptimalkan belanja value. procurement forms for goods and services
produk dalam negeri • Deteriorating to determine the composition of domestic
• Suboptimal TKDN system company reputation. product use.
within the company. • Improving HR competency regarding
• Lack of human resources understanding the implementation of
competency regarding P3DN policies
the understanding • Inventory in the e-catalog for the needs
of P3DN policy of product goods and services that meet
implementation. TKDN factors
• Goods and services • Ensure that procurement requirements for
products not meeting goods and services use domestic products.
TKDN requirements. • Procure goods and services through the
• Quality and PADI portal
understanding of service
providers in fulfilling
TKDN.
• Failure to include TKDN
usage requirements in
every contract, with an
emphasis on maximizing
domestic product
procurement.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 683
Page 684
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
6. Ketidaktercapaian • Perubahan action plan • Pertumbuhan Rendah • Melakukan asset recycling (Kayu Manis, Rendah
target pada ruas Kontrak usaha yang lambat Low Griya Anggraini, Pandu Raya, Kaumsari, Low
pendapatan usaha Manajemen JMTM dan rendahnya Deltamas, Iswara dan Griya Anggraini)
lain terutama • Penurunan penjualan lini pendapatan • Melaksanakan multi-channel marketing
pada lini bisnis bisnis properti (spring • Potensi pendapatan dalam rangka penjualan properti 15 unit
prospektif residence dan ambawani) usaha lain dibawah rumah Spring Residence dan
Failure to Achieve • Penurunan penjualan target • 15 unit rumah Ambawani Residence dan
Revenue Targets kavling pandu raya dan • Ketergantungan penyelesaian konstruksi sesuai dengan
from Other kayu manis yang tinggi terhadap pesanan
Businesses, • Belum terealisasinya vendor (kekuatan • Melaksanakan pengembangan tahap 2
Particularly in pendapatan atas naming bernegosiasi rendah) Travoy Hub dan pemenuhan okupansi area
Prospective rights • Kehilangan potensial sewa tenant fase 1 Travoy Hub
Business Lines • Belum maksimalnya sewa pendapatan usaha • Melaksanakan kerjasama Branding Rest
lahan/bangunan dari lain, implikasi atas Area
travoy hub kompetensi SDM dan • Melakukan pengalihan beban operasional
• Tidak tercapainya target perubahan kebijakan SPM TIP dari JMRB ke BUJT sebagai
pendapatan dari profit • Slow business tindaklanjut amandemen PPJT
sharing BBM di ruas Ruas growth and low • Meningkatkan penjualan BBM serta
88A, 88B, 379A, 389B, revenue. menjajaki potensi kerja sama dengan
519A, 519B • Potential revenue mitra Non Pertamina dan menyelesaikan
• Belum terealisasinya atas from other perizinan BBM subsidi
kontrak pengoperasian businesses falling • Mengoptimalkan occupancy rate pada
ruas baru JMTO below target. tenant di TIP
• Perubahan action plan • High dependency • Menjadi mitra Pemerintah dalam
pada ruas Kontrak on vendors (low mengelola rumija tol terkait iklan dan
Manajemen JMTM negotiation power). utilitas
• Penurunan penjualan lini • Loss of potential • Melakukan penjajakan potensi kerja sama
bisnis properti (spring revenue from other jasa kebersihan di gerbang tol dan kantor
residence dan ambawani) businesses, impacted gerbang
• Penurunan penjualan by human resources • Implement asset recycling (Kayu Manis,
kavling pandu raya dan competencies and Griya Anggraini, Pandu Raya, Kaumsari,
kayu manis policy changes. Deltamas, Iswara, and Griya Anggraini).
• Belum terealisasinya • Execute multi-channel marketing for the
pendapatan atas naming sale of 15 Spring Residence units and
rights 15 Ambawani Residence units, ensuring
• Belum maksimalnya sewa construction completion as per orders.
lahan/bangunan dari • Implement phase 2 development of Travoy
travoy hub Hub and meet tenant occupancy targets
• Tidak tercapainya target for phase 1 leasing area.
pendapatan dari profit • Execute collaboration for Rest Area
sharing BBM di ruas Ruas branding.
88A, 88B, 379A, 389B, • Transfer the operational burden of SPM
519A, 519B TIP from JMRB to BUJT following the PPJT
• Belum terealisasinya atas amendment.
kontrak pengoperasian • Increase fuel sales, explore potential
ruas baru JMTO cooperation with non-Pertamina partners,
and resolve subsidized fuel licensing.
• Optimize tenant occupancy rates at TIP.
• Partner with the government to manage
toll road advertisements and utilities.
• Explore potential cooperation in providing
cleaning services at toll gates and office
gates.
7. Keterlambatan • Dana yang dialokasikan • Cost overrun proyek Rendah ke • Evaluasi ulang secara berkala rencana Rendah
Pembangunan untuk proyek tidak • Kehilangan potensi Moderat proyek untuk mencocokkan anggaran Low
Rest Area TIP mencukupi atau terjadi pendapatan Low to yang ada
Pengembangan perubahan dalam alokasi • Ketidaknyamanan Moderate • Memperkuat sistem pemantauan
Taman Mini anggaran bagi pengguna dan pemeliharaan untuk memastikan
Tahap II • Perubahan dalam desain jalan tol bahwa proyek selalu mematuhi izin
Delay in the proyek atau masalah • Peningkatan biaya pembangunan dan persyaratan lingkungan
Development lingkungan seperti izin pemeliharaan yang berlaku
of TIP Rest Area, pembangunan • Cost overrun project • Memastikan kontrak atau perjanjian
Taman Mini Phase • Perubahan dalam • Loss of potential dengan pihak ketiga sangat jelas dan
II Development peraturan atau hukum revenue. mencakup semua aspek proyek, termasuk
• Mundurnya progres • Inconvenience for ruang lingkup, anggaran, dan jadwal
pembangunan toll road users. • Sistem pemantauan yang kuat untuk
• Insufficient funds • Increased mengikuti perkembangan dalam regulasi
allocated for the project maintenance costs. dan hukum yang relevan
or changes in budget • Melaksanakan pengadaan sesuai timeline
allocation. rencana
• Changes in project • Periodically reassess the project plan to
design or environmental align with the available budget.
issues, such as • Strengthen monitoring and maintenance
construction permits. systems to ensure the project complies
• Changes in regulations with applicable construction permits and
or laws. environmental requirements.
• Delays in construction • Ensure contracts or agreements with third
progress. parties are clear and cover all project
aspects, including scope, budget, and
schedule.
• Implement a strong monitoring system
to stay updated on relevant regulations
and laws.
• Ensure procurement follows the project
timeline.
684 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 685
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
8. Salah satu • Kurangnya sumber daya • Kegagalan dalam Moderat ke • Meningkatkan kompetensi sumber Rendah
program seperti personil yang merespons Tinggi daya dengan melakukan pelatihan dan Low
perbaikan dapat menghambat atau mengatasi Moderate sertifikasi
manajemen risiko kemampuan untuk risiko dapat to High • Melakukan penyusunan Contingency Plan
tidak terlaksana melaksanakan program mempengaruhi citra • Melakukan Kaji Ulang Peraturan Menteri
One of the Risk manajemen risiko perusahaan BUMN Per-2/MBU/03/2023
Management dengan sukses • Perusahaan • Enhance resource competence through
Improvement • Perubahan dalam tidak siap dalam training and certification.
Programs is Not prioritas bisnis atau menghadapi • Develop a Contingency Plan.
Implemented strategi perusahaan ancaman yang • Review the Minister of SOE Regulation
• Perubahan dalam datang Per-2/MBU/03/2023.
lingkungan eksternal, • Mengakibatkan
seperti perubahan kerugian finansial,
peraturan seperti kerugian
• Lack of resources, such investasi, biaya
as personnel, which may hukum, atau biaya
hinder the ability to pemulihan pasca-
successfully implement kejadian tak terduga
the risk management • Failure to respond to
program. or manage risks can
• Changes in business affect the company’s
priorities or company image.
strategies. • The company may be
• Changes in the external unprepared to face
environment, such as emerging threats.
regulatory changes. • Can result in
financial losses,
such as investment
losses, legal costs, or
recovery costs after
unexpected events.
9. Penyelesaian • Requirement aplikasi • ITS yang sudah Rendah • Melakukan koordinasi dengan unit-unit Rendah
roadmap ITS tidak yang kurang jelas dikembangkan tidak Low terkait untuk memastikan requirement Low
selaras dengan • Kurangnya resource tim memberikan manfaat aplikasi serta memastikan aplikasi sesuai
RJPP dan MPTI pengembang bagi perusahaan dengan MPTI
Completion of • Adanya perubahan • Perusahaan tidak • Melakukan analisis kajian kompleksitas
the ITS Roadmap kebijakan mendapatkan data pengembangan aplikasi untuk
Does Not Align • Layanan yang yang bisa digunakan menentukan jumlah tim pengembang
with the RJPP and mendukung ITS tidak bisa untuk pengambilan (inhouse/outsource)
MPTI diakses keputusan dan • Melakukan koordinasi secara aktif dengan
• Unclear application perencanaan untuk pihak Kementerian dan stakeholder
requirements. lalu lintas dan lainnya
• Lack of development penggolongan • Melakukan pengujian aplikasi untuk
team resources. kendaraan pada memastikan layanan yang mendukung
• Changes in policies. jalan tol. ITS dapat diakses serta rutin melakukan
• Services supporting the • Ketidakakuratan Preventive Maintenance
ITS are inaccessible. informasi yang • . Coordinate with relevant units to ensure
diberikan kepada application requirements and ensure the
pelanggan application aligns with the MPTI.
• Underutilization atas • Analyze the complexity of application
ITS yang canggih development to determine the number of
menjadi beban developers (in-house/outsource).
usaha yang tidak • Actively coordinate with the Ministry and
dapat terelakan other stakeholders.
• Citra perusahaan • Conduct application testing to ensure
menurun ITS-supporting services are accessible and
• The developed ITS regularly perform Preventive Maintenance.
does not provide
benefits to the
company.
• The company does
not obtain usable
data for decision-
making and planning
for traffic and vehicle
classification on toll
roads.
• Inaccurate
information provided
to customers.
• Underutilization
of advanced
ITS, leading to
unavoidable
operational burdens.
• Decline in the
company’s image.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 685
Page 686
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
10. Pengembangan • Ketidaksepahaman • Pengembangan IMS Rendah • Melakukan koordinasi dengan Rendah
dan Pemanfaatan kebutuhan IMS antara terlambat. Low stakeholder terkait kebutuhan IMS Low
Integrated stakeholder • IMS yang sudah • Melakukan koordinasi dengan unit-unit
Maintenance • Requirement aplikasi dikembangkan tidak terkait untuk memastikan requirement
System tidak JIMMS yang berubah memberikan manfaat aplikasi serta memastikan aplikasi sesuai
berjalan sesuai • Kurangnya resource tim bagi perusahaan. dengan MPTI
dengan MPTI pengembang • Perusahaan tidak • Melakukan analisis kajian kompleksitas
Development • Adanya perubahan mendapatkan data pengembangan aplikasi untuk
and Utilization kebijakan yang bisa digunakan menentukan jumlah tim pengembang
of the Integrated • Tidak dilakukan untuk pengambilan (inhouse/outsource)
Maintenance enforcement oleh JMTM keputusan dan • Melakukan koordinasi secara aktif
System Not terhadap penggunaan perencanaan untuk dengan pihak Kementerian dan
Aligned with MPTI IMS yang dikembangkan. pemeliharaan jalan stakeholder lainnya
• Adanya keterbatasan tol. • Menjadikan penggunaan IMS sebagai KPI
surrounding system • Adanya risiko • Mengembangkan sistem yang mudah
untuk diintegrasikan keselamatan diintegrasikan dengan sistem lainnya
dengan IMS pengguna jalan • Melakukan koordinasi dengan unit-unit
• Requirement Early • Citra perusahaan terkait untuk memastikan requirement
Warning System (EWS) menurun aplikasi serta memastikan aplikasi sesuai
yang berubah • Peningkatan dengan MPTI
• isunderstanding of biaya untuk • Coordinate with relevant stakeholders on
IMS needs among pengembangan IMS IMS requirements.
stakeholders. • Proses perbaikan • Coordinate with relevant units to ensure
• Changes in JIMMS kerusakan jalan tidak application requirements and ensure
application requirements. terukur alignment with MPTI.
• Lack of developer team • Delay in IMS • Analyze the complexity of application
resources. development. development to determine the number of
• Changes in policies. • The developed IMS developers (in-house/outsource).
• No enforcement by does not provide • Actively coordinate with the Ministry and
JMTM on the use of the benefits to the other stakeholders.
developed IMS. company. • Make IMS usage a KPI.
• Limitations in • The company • Develop a system that can be easily
surrounding systems for does not obtain integrated with other systems.
integration with IMS. usable data for • Coordinate with relevant units to ensure
• Unclear Early Warning decision-making and application requirements and ensure
System (EWS) planning for toll road alignment with MPTI.
requirements. maintenance.
• Risks to user safety
on the road.
• Decline in the
company’s image.
• Increased costs for
IMS development.
• Unmeasured road
repair processes.
686 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 687
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
11. Disrupsi teknologi • Implementasi teknologi • Peningkatan Tinggi • Melakukan rapat dan diskusi dengan Rendah
nirsentuh MLFF beban operational High BPJT terkait potensi penyerapan sumber Low
pengoperasian • Ketidaksiapan teknologi, maintenance akibat daya oleh BUP MLFF (manual validator,
jalan tol SDM dan perangkat pemeliharaan alat registrasi dan customer care) dan
Technological pendukung. existing ditambah fee mempersiapkan alternatif MLFF dengan
Disruption in Toll • Ketidaksiapan kebijakan management Cantas Flo untuk memenuhi Permen PUPR Nomor
Road Operations pendukung • Penambahan nilai 18 Tahun 2020 Tentang Transaksi Tol
(Non-Touch • Pengalihan hak beban keuangan Nontunai Nirsentuh di Jalan Tol
Technology) pengumpulan tol dari atas pembongkaran • Kompensasi atas pembongkaran dan
BUJT ke Pemerintah aset terdampak relokasi aset yang akan diusulkan dalam
melalui Badan Usaha implementasi MLFF Perjanjian Pendahuluan Kerangka Kerja
Pelaksana (BUP) • Potensi penurunan MLFF antara BPJT, BUJT, dan BUP
• Implementation of MLFF penerimaan • Kompensasi tunai atas kegagalan
technology. pendapatan tol penyerahan penerimaan pendapatan tol
• Lack of readiness in dikarenakan yang akan diusulkan dalam Perjanjian
technology, human peningkatan pending Pendahuluan Kerangka Kerja MLFF antara
resources, and settlement BPJT, BUJT dan BUP
supporting devices. • Penurunan • Conduct meetings and discussions with
• Lack of supporting pendapatan BPJT regarding the potential resource
policies. pengoperasian tol absorption by BUP MLFF (manual
• Transfer of toll collection atas konsekuensi validators, registration, and customer
rights from BUJT to the terbitnya PP Nomor care), and prepare MLFF alternatives with
Government through the 23 Tahun 2024 Flo to comply with Ministry of Public
Implementing Business • Penurunan Works and Housing Regulation No. 18
Entity (BUP). pendapatan tol of 2020 concerning Non-Toll Cashless
dikarenakan Transactions on Toll Roads.
ketidaksiapan ETLE • Propose compensation for asset
di Indonesia dismantling and relocation in the
• Increased Preliminary Framework Agreement for
operational MLFF between BPJT, BUJT, and BUP.
maintenance • Propose cash compensation for failure in
costs due to the toll revenue transfer in the Preliminary
maintenance of Framework Agreement for MLFF between
existing equipment, BPJT, BUJT, and BUP.
in addition to
management fees
for Cantas.
• Additional financial
burdens from
dismantling assets
affected by MLFF
implementation.
• Potential decline in
toll revenue due to
delayed settlement
processing.
• Decreased toll
revenue as a result
of the issuance
of Government
Regulation No. 23
of 2024.
• Decline in toll
revenue due to ETLE
(Electronic Traffic
Law Enforcement)
unpreparedness in
Indonesia.
12. Kebocoran atau • Kelemahan Sistem • Adanya potensi Rendah • Meningkatkan IT Security, memonitor dan Rendah
kehilangan data Keamanan Cyber IT di sanksi/kerugian Low melakukan assessment IT security secara Low
perusahaan Perusahaan finansial akibat periodic, melakukan back up data secara
Data Breach or • Kurangnya kesadaran melanggar UU No. 27 berkala
Loss of Company karyawan atas keamanan Tahun 2022 • Melakukan sosialisasi kebijakan keamanan
Data informasi di Perusahaan • Penyalahgunaan informasi dan melakukan pelatihan rutin
• Proses bisnis (lingkup atas Data Karyawan tentang keamanan informasi bagi semua
keamanan) saat ini masih (NIK, NPWP, Nomor karyawan
berfokus pada induk Rekening) dan data • Melakukan evaluasi menyeluruh terhadap
Perusahaan vendor yang telah proses bisnis yang ada, dengan fokus pada
• Weaknesses in tersebar aspek keamanan informasi dan merancang
the company’s IT • Tuntutan hukum tim Computer Incident Security Response
cybersecurity system. dari karyawan, Team untuk melakukan tindak lanjut
• Lack of employee pihak ketiga dan penanganan insiden siber di perusahaan
awareness regarding pemerintah • Enhance IT security, monitor, and conduct
information security in • Potential sanctions/ periodic IT security assessments, perform
the company. financial losses due regular data backups.
• Business processes to violations of Law • Socialize information security policies and
(security scope) currently No. 27 of 2022. provide regular training on information
still focus on the parent • Misuse of employee security for all employees.
company. data (NIK, NPWP, • Conduct a thorough evaluation of
bank account existing business processes, focusing on
numbers) and information security aspects, and establish
vendor data that has a Computer Incident Security Response
been exposed. Team to follow up on cybersecurity
• Legal claims from incidents
employees, third
parties, and the
government.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 687
Page 688
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
13. Kecukupan • Produk yang ditawarkan • DER & ICR tidak Rendah • Mempelajari kebutuhan investor dan Rendah
pendanaan tidak tidak menarik investor dapat berubah Low melakukan upaya persuasif (iklan, Low
tercapai • Keterbatasan aturan OJK • Target pendapatan keterbukaan Informasi) bagi calon
Funding dan standar akuntansi divestasi tidak investor agar mau berinvestasi pada aset
Sufficiency Not Indonesia dalam terpenuhi perusahaan
Achieved melakukan derivatif • Penurunan likuiditas • Melakukan pertimbangan instrumen
keuangan • Komposisi liabilitas keuangan lain yang memungkinkan
• Masih oligopsoni dari jangka pendek lebih diversifikasi portofolio, seperti asuransi,
pemilik dana yang bisa besar dari jangka investasi non-derivatif, atau strategi
melakukan Investasi panjang, sementara manajemen risiko lainnya yang sesuai
serta tingginya tingkat investasi jalan tol dengan peraturan yang ada
suku bunga dikarenakan jangka panjang • Mencari alternatif pendanaan melalui
tingkat bunga acuan • DER & ICR cannot be sumber yang tidak tergantung pada suku
(BI Rate) changed. bunga acuan yang ditetapkan oleh bank
• The products offered • The divestment sentral
are not attractive to revenue target is • Study investor needs and make persuasive
investors. not met. efforts (advertising, transparency of
• Limitations in OJK • Decreased liquidity. information) to attract potential investors
regulations and • The composition of to invest in company assets.
Indonesian accounting short-term liabilities • Consider other financial instruments that
standards in conducting is greater than long- allow portfolio diversification, such as
financial derivatives. term liabilities, while insurance, non-derivative investments,
• There is still oligopsony toll road investments or other risk management strategies that
from fund owners who are long-term. comply with existing regulations.
can invest, coupled with • Seek alternative funding sources that do
high interest rates due to not depend on the benchmark interest
the benchmark interest rate set by the central bank.
rate (BI Rate).
14. Tidak • Kurangnya persyaratan • Tidak diperoleh Tinggi • Menggunakan bantuan Konsultan Hukum, Rendah
terpenuhinya aspek Legalitas sumber pendanaan High Keuangan dan Pajak dalam membantu Low
target • Mitra tidak setuju saham murah dari proses pemenuhan Aspek legalitas
pelaksanaan JM dilepas ke JTT pembiayaan modal • Melakukan pendekatan persuasif kepada
Equity Financing • Perhitungan beban pajak • Penurunan likuiditas pemegang saham minoritas yang ada di
PT JTT berupa terlalu besar perusahaan AP dan Induk
aspek value, • Keterlambatan • Tidak terpenuhinya • Evaluasi kembali proyeksi keuangan
market, waiver & penerimaan proceed financial covenant perusahaan dengan mempertimbangkan
legalitas • Lack of legal perusahaan kondisi aktual dan asumsi yang realistis
Failure to Meet requirements. • No access to low- • Perpanjangan tenor kredit perbankan
the Equity • Partners do not agree to cost funding from • Use the assistance of legal, financial,
Financing release JM shares to JTT. equity financing. and tax consultants to help fulfill legal
Implementation • The tax burden • Decreased company requirements.
Target of PT JTT calculation is too high. liquidity. • Take a persuasive approach to minority
in Terms of Value, • Delay in receiving • Failure to meet the shareholders in AP and the parent
Market, Waiver, & proceeds. company’s financial company.
Legality covenants. • Reevaluate the company’s financial
projections by considering actual
conditions and realistic assumptions.
• Extend the banking loan tenor.
15. Kandidat milenial • Kapabilitas karyawan • Pemenuhan Rendah ke • Melakukan asesmen karyawan millenial Rendah
tidak memenuhi millenial dinilai belum ketentuan kepatuhan Moderat yang potensial masuk dalam top talent Low
persyaratan mencukupi target • Peringatan tertulis Low to • Melakukan Pengembangan leader,
nominated talent nilai kompetensi yang dari Regulator Moderate pelatihan peningkatan talent dan
Millennial dibutuhkan (Contoh:KBUMN) kapabilitas kepada karyawan millenial
Candidates Do • Kapabilitas talent sebagai pemegang potensial untuk tercapainya persentase
Not Meet the milenial belum dapat saham mayoritas millenial dalam top talent
Nominated Talent memenuhi karakteristik • Keterbatasan dalam • Conduct assessments of potential
Requirements dan formasi pekerjaan mencari kandidat millennial employees who could be part of
yang dibutuhkan milenial untuk the top talent pool.
• The capabilities of menduduki posisi • Develop leadership programs, training
millennial employees are top manajemen to enhance talent, and capabilities for
considered insufficient • Pemenuhan potential millennial employees to achieve
to meet the competency ketentuan kepatuhan the desired percentage of millennials in
targets required. • Peringatan tertulis top talent.
• The capabilities of dari Regulator
millennial talent do (Contoh:KBUMN)
not yet align with the sebagai pemegang
characteristics and job saham mayoritas
formations needed. • Keterbatasan dalam
mencari kandidat
milenial untuk
menduduki posisi
top manajemen
688 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 689
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
16. Kandidat • Jumlah karyawan • Pemenuhan Rendah ke • Melakukan rekrutmen karyawan dengan Rendah
perempuan perempuan yang masuk ketentuan kepatuhan Moderat memberikan komposisi talenta perempuan Low
tidak memenuhi sebagai nominated talent • Peringatantertulis Low to sesuai yang direncanakan
persyaratan di perusahaan lebih dari Regulator Moderate • Menyiapkan talent perempuan yang
nominated talent sedikit dibandingkan (Contoh:KBUMN) siap ditempatkan di manapun dengan
Female dengan jumlah karyawan sebagai pemegang karakteristik pekerjaan apapun
Candidates laki-laki saham mayoritas • Mempromosikan/publikasi bahwa
Not Meeting • Karakter pekerjaan tidak • Keterbatasan dalam pekerjaan di Jasa Marga Grup dapat
Nominated Talent sesuai dengan karakter mencari kandidat dilakukan oleh wanita
Criteria talent perempuan yang perempuan untuk • Recruit employees with a gender-balanced
tersedia menduduki posisi talent composition as planned.
• Prioritas terhadap top manajemen • Prepare female talents to be adaptable
rekrutmen karyawan • Berpengaruh and ready for any job roles.
perempuan belum terhadap reputasi • Promote/publicize that jobs at Jasa Marga
maksimal Perusahaan Group are accessible to women.
• The number of female • Perubahan Skala
employees among the Dampak dan
nominated talents is Probabilitas
lower compared to male • Compliance
employees. requirements
• The nature of the work fulfillment
does not align with • Written warning
the characteristics of from the Regulator
available female talents. (Example: SOEs)
• Recruitment priority for as the majority
female employees has shareholder
not been maximized. • Limitations in
finding female
candidates to occupy
top management
positions
• Affects the
Company’s
reputation
• Changes in Impact
Scale and Probability
17. Personil organ • Penempatan karyawan • Penempatan Moderat • Melakukan pendataan karyawan organ Rendah
pengelola risiko belum sesuai dengan karyawan belum Moderate pengelola risiko yang belum memiliki Low
belum memiliki kompetensi yang sesuai dengan sertifikasi keahlian manajemen risiko
kompetensi dibutuhkan oleh unit kompetensi yang untuk mengikuti pelatihan dan sertifikasi
sesuai dengan kerja dibutuhkan oleh unit manajemen risiko sesuai dengan
persyaratan • Awareness personil yang kerja jabatannya
Personnel in Risk masih kurang terhadap • Pengelolaan risiko • Mengajukan remedial terhadap karyawan
Management manajemen risiko belum dilakukan yang tidak lulus dalam sertifikasi keahlian
Unit Lacking • Personal organ pengelola oleh karyawan yang manajemen risiko
Competency berasal dari mitra mumpuni • Conduct a data collection of employees
• Employee placement not • Mendapat teguran in the risk management unit who lack risk
aligned with the required dari KBUMN karena management certification and require
competencies for the tidak memenuhi them to undergo relevant training and
work unit. kualifikasi certification according to their positions.
• Lack of awareness among • Pemenuhan • Submit remedial actions for employees
personnel regarding risk ketentuan peraturan who fail the risk management certification
management. • Employee placement exam.
• The personal organ of not in line with
management comes from the competencies
partners required by the work
unit.
• Risk management
is not handled by
qualified employees.
• Received reprimands
from Ministry of
SOEs for not meeting
qualifications.
• Compliance
with regulatory
requirements
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 689
Page 690
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
18. Program • Peningkatan biaya • Potensi adanya Moderat ke • Penataan organisasi, tata Kelola dan Rendah
penyehatan dana pensiun dan pembiayaan kerugian Tinggi kapabilitas personil dana pensiun Low
pensiun manfaat yang kurang mencukupi • Pengeluaran untuk Moderate Perusahaan
pasti tidak • Rendahnya imbal hasil investasi tidak to High • Diversifikasi portofolio investasi dana
terlaksana investasi terkontrol pensiun agar mencakup berbagai jenis
The pension • Kurangnya nilai Rasio • Salah aset, termasuk saham, obligasi, real estate,
fund program Kecukupan Dana (RKD) memperhitungkan dan instrumen keuangan lainnya
for defined • Increased pension profit yang • Pemenuhan sebagian defisit pemberi kerja
benefits is not costs and insufficient dihasilkan sebagai dampak penurunan tingkat bunga
implemented. financing. • Potential losses. aktuaria
• Low investment returns. • Uncontrolled • Organizational restructuring, governance,
• Insufficient Fund investment and personnel capabilities of the
Adequacy Ratio (FAR). expenditures. company’s pension fund.
• Incorrect profit • Diversifying the pension fund investment
calculation. portfolio to include various asset types,
such as stocks, bonds, real estate, and
other financial instruments.
• Addressing part of the employer’s deficit
due to the decline in actuarial interest
rates.
19. Belum • Belum adanya tugas • Nilai target kualitas Moderat ke • Melakukan penyusunan tugas pokok Rendah
terpenuhinya pokok dan fungsi dalam penerapan faktor Tinggi dan fungsi dalam mekalukan koordinasi Low
salah satu melakukan koordinasi ESG tidak tercapai Moderate terhadap pemenuhan faktor ESG
komponen terhadap pemenuhan • Adanya notisi dari to High • Melakukan pemetaan dan prioritisasi yang
asesmen ESG faktor ESG instansi Pemerintah relevan terhadap pemenuhan faktor ESG
yang diwujudkan • Belum dilakukan • The target quality • Develop roles and responsibilities for
dalam bentuk pemetaan dan prioritisasi of ESG factor coordinating the fulfillment of ESG factors.
roadmap ESG yang relevan terhadap implementation is • Conduct relevant mapping and
The unmet pemenuhan faktor ESG not achieved. prioritization of the fulfillment of ESG
fulfillment of • The absence of roles • A notice from factors.
one of the ESG and responsibilities government
assessment in coordinating the agencies.
components, fulfillment of ESG factors.
represented in • The lack of relevant
the form of an mapping and
ESG roadmap. prioritization of the
fulfillment of ESG factors.
20. Adanya perkara • Tidak memahami atau • Reputasi yang buruk Moderat ke • Implementasi pelaksanaan Sistem Rendah
hukum terkait tidak menghormati bagi Perusahaan Tinggi Manajemen Anti Penyuapan (SMAP) Low
penyuapan batasan etika dan hukum • Proses hukum, Moderate • Pameran dan Sosialisasi kepada karyawan
The existence atas pemberian atau denda, atau sanksi to High mengenai Sistem Manajemen Anti
of legal cases penerimaan hadiah yang diberlakukan Penyuapan (SMAP)
related to bribery. • Gaya hidup yang mahal yang dapat • Implementation of the Anti-Bribery
atau tekanan finansial mengakibatkan Management System (ABMS).
• Failure to understand kerugian keuangan • Exhibition and socialization to employees
or respect the ethical yang signifikan bagi regarding the Anti-Bribery Management
and legal boundaries perusahaan System (ABMS).
regarding the giving or • Tuntutan hukum
receiving of gifts. yang dapat
• An expensive lifestyle or berdampak pada
financial pressure. aset, reputasi, dan
keberlanjutan
operasional
• A poor reputation for
the company.
• Legal processes,
fines, or sanctions
imposed that could
result in significant
financial losses for
the company.
• Legal claims that
could impact
assets, reputation,
and operational
sustainability.
690 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 691
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko
Risiko
Risiko Penyebab Risiko Dampak Risiko Inheren Mitigasi
No. Residual
Risk Causes of Risk Risk Impact Inherent Mitigation
Residual Risk
Risk
21. Potensi • Terdapat perubahan • Reputasi yang buruk Tinggi • Melakukan monitoring gambar dan biaya Tinggi
peningkatan desain dan lingkup bagi Perusahaan High konstruksi menggunakan bantuan aplikasi High
biaya investasi proyek • Penambahan biaya perangkat lunak Building Information
Potential increase • Kompleksitasnya proses dan waktu konstruksi Modelling
in investment persetujuan Penlok • Rumitnya • Melakukan monitoring secara periodik
costs • Keterlambatan pembebasan tanah dengan perangkat pembebasan lahan
penyelesaian sultan ground • Monitoring pembebasan lahan oleh PK
pembebasan lahan yang tidak bisa • Melakukan monitoring gambar dan biaya
karena tanah dibayar dengan konstruksi menggunakan bantuan aplikasi
karakteristik khusus skema pembayaran perangkat lunak Building Information
• Kenaikan inflasi dan langsung karena Modelling
kenaikan pajak tahun pihak keraton tidak • Memaksimalkan penyusunan DED sesuai
2025, serta penambahan ingin melepaskan dengan kebutuhan.
durasi kontrak konsultan tanah tersebut, • Monitor drawings and construction costs
supervisi. sehingga PT. JMJ using Building Information Modeling
• Permintaan tambahan harus mengeluarkan software applications.
dari Pemerintah atau biaya sewa selama • Conduct periodic monitoring with land
Instansi terkait masa konsesi 40 acquisition tools.
• There are changes in the tahun melalui biaya • Monitor land acquisition by the PK.
design and scope of the investasi • Monitor drawings and construction costs
project. • Adanya potensi using Building Information Modeling
• The complexity of penambahan biaya software applications.
the location approval penyusunan DED • Maximize the preparation of DED
process. dan konstruksi according to requirements.
• Delays in land acquisition • akan terjadi
due to the special penyesuaian
characteristics of the terhadap nilai
land. kontrak
• The increase in inflation • A poor reputation for
and taxes in 2025, as the company.
well as the extension • Additional
of the supervision construction costs
consultant contract. and time.
• Additional requests • The complexity of
from the government or land acquisition
related institutions. for sultan ground,
which cannot be
paid through direct
payment schemes as
the palace refuses
to release the land,
requiring PT. JMJ to
incur rental costs
over the 40-year
concession period
through investment
costs.
• The potential for
increased costs in
the preparation
of DED and
construction.
• Adjustments will be
made to the contract
value.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 691
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Evaluasi Penerapan Manajemen Risiko Risk Management Evaluation
Evaluasi Manajemen Risiko di lingkungan Perseroan meliputi Risk management evaluation within the company includes
hal-hal sebagai berikut: the following:
1. Proses evaluasi dilakukan dengan cara membandingkan 1. The evaluation process involves comparing the analyzed
risiko hasil analisis dengan kriteria yang berlaku untuk risks with established criteria to determine which risks
menentukan risiko yang membutuhkan tindak lindung require action and prioritization for handling.
dan prioritas penanganan.
2. Kriteria untuk pengambilan keputusan tersebut 2. The decision-making criteria must be consistent with
harus konsisten dengan konteks eksternal, internal, the external and internal context and risk management
dan manajemen risiko yang telah ditetapkan selaras framework aligned with the company’s objectives, risk
dengan sasaran Perseroan, sasaran pengelolaan risiko, management goals, stakeholder interests, and other
kepentingan pemangku kepentingan dan lain- lain. factors.
3. Dengan evaluasi risiko maka dapat ditetapkan risiko yang 3. Through risk evaluation, risks requiring action and their
memerlukan tindak lindung dan prioritasnya atau risiko priorities are determined, or risks are identified as
tersebut demikian rendah sehingga hanya memerlukan sufficiently low to only require monitoring.
monitor.
Monitoring Manajemen Risiko di lingkungan Perseroan Risk Management Monitoring in the Company covers:
mencakup hal-hal sebagai berikut:
1. Penerapan manajemen risiko dikelola oleh Unit Kerja/ 1. Risk management implementation is managed by
Unit Bisnis sesuai dengan proses bisnis masing- masing each Business Unit according to its specific business
Unit Kerja/Unit Bisnis. Penerapan manajemen risiko di processes. The responsibility for risk management
Unit Kerja/Unit Bisnis menjadi tanggung jawab Unit Kerja/ implementation within each Business Unit lies with the
Unit Bisnis yang bersangkutan dan terdokumentasikan respective Business Unit and is well-documented and
serta termonitor secara periodik. periodically monitored.
2. Pemantauan penerapan manajemen risiko di Unit Kerja/ 1. Monitoring the implementation of risk management
Unit Bisnis dilakukan dengan membandingkan realisasi within Business Units involves comparing theactual
dan rencana yang telah disusun sebelumnya secara outcomes with previously established plans periodically
periodik serta terdokumentasi dengan baik. and ensuring proper documentation.
Kualitas Penerapan Manajemen Risiko (KPMR) Quality of Risk Management Implementation
(KPMR)
Kualitas penerapan manajemen risiko berdasarkan indikator: The quality of risk management implementation is based on
the following indicators:
1. Pencapaian nilai eksposur risiko dibandingkan dengan 1. Achievement of risk exposure values compared to the
target risiko residual residual risk target.
2. Pencapaian output pelaksanaan perlakuan risiko 2. Achievement of risk treatment output compared to the
dibandingkan dengan target total output perlakuan total target for risk treatment output.
risiko
3. Realisasi biaya pelaksanaan perlakuan risiko 3. Realization of risk treatment implementation costs
dibandingkan dengan anggaran compared to the budget.
4. Ketepatan penilaian risiko yang meliputi indentifikasi 4. Accuracy of risk assessment, including risk identification,
risiko, kuantifikasi risiko, rencana perlakuan risiko, dan risk quantification, risk treatment planning, and risk
prioritisasi risiko prioritization.
5. Berdasarkan penilaian keempat indikator diatas, maka 5. Based on the assessment of the four indicators above,
hasil skor penilaian terhadap Kualitas Penerapan the 2024 risk management implementation quality
Manajemen Risiko tahun 2024 adalah Satisfactory. score is Satisfactory.
Hasil Perhitungan Peringkat Komposit Risiko Composite Risk Rating Calculation Results
Perhitungan peringkat komposit risiko berdasarkan kombinasi The composite risk rating is calculated based on the
dari variabel: combination of the following variables:
1. Pencapaian kinerja dengan hasil yang Sangat Baik; dan 1. Achievement of performance with results that are
Excellent; and
2. Kualitas penerapan Manajemen Risiko dengan hasil 2. Quality of Risk Management implementation with
Satisfactory. Satisfactory results.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Berdasarkan kedua hal tersebut, maka peringkat komposit Berdasarkan kedua hal tersebut, maka peringkat komposit
risiko berada pada peringkat 1 dengan kondisi Perseroan risiko berada pada peringkat 1 dengan kondisi Perusahaan
berupa Risiko terkendali sangat baik dan kemungkinan tidak berupa Risiko terkendali sangat baik dan kemungkinan tidak
tercapainya target kinerja tergolong sangat rendah. tercapainya target kinerja tergolong sangat rendah.
Tabel Matriks Peringkat Komposit Risiko
Table of Risk Composite Rating Matrix
Kualitas Penerapan Manajemen Risiko
Kinerja Quality of Risk Management Implementation
Performance
Strong Satisfactory Fair Fair Marginal Unsatisfactory
Sangat Baik
Very good
1 1 2 3 3
Baik
Good
1 2 2 3 4
Cukup
Enough
2 2 3 4 4
Kurang
Not enough
2 3 4 4 5
Buruk
Bad
3 3 4 5 5
Level Maturitas Manajemen Risiko Risk Management Maturity Level
Jasa Marga telah melakukan pengukuran tingkat kematangan Jasa Marga has conducted a Risk Maturity Index assessment for
(Risk Maturity Index) dalam pengelolaan risiko pada tahun 2024 risk management in 2024, covering the 2023 implementation
untuk periode pelaksanaan tahun 2023 untuk memastikan period, to ensure the effectiveness of Risk Management in line
efektivitas Manajemen Risiko selaras dengan Peraturan Menteri with Minister of State-Owned Enterprises Regulation No. PER-
BUMN No. PER-2/MBU/03/2023 Tentang Pedoman Tata Kelola 2/MBU/03/2023 on Guidelines for Governance and Significant
dan Kegiatan Korporasi Signifikan Badan Usaha Milik Negara, Corporate Activities of State-Owned Enterprises, and the
dan Keputusan Deputi Bidang Keuangan dan Manajemen Risiko Decree of the Deputy for Finance and Risk Management No.
No. SK-8/DKU.MBU/12/2023 Tentang Petunjuk Teknis Penilaian SK-8/DKU.MBU/12/2023 on Technical Guidelines for Risk
Indeks Kematangan Risiko (Risk Maturity Index) di Lingkungan Maturity Index Assessment in State-Owned Enterprises. In
Badan Usaha Milik Negara. Tahun 2024 pengukuran dilakukan 2024, the measurement was carried out by the Financial and
oleh Badan Pengawasan Keuangan dan Pembangunan (BPKP) Development Supervisory Agency (BPKP) with measurement
dengan standar pengukuran mengacu pada Keputusan standards referring to the Decree of the Deputy for Finance
Deputi Bidang Keuangan dan Manajemen Risiko No. SK-8/ and Risk Management No. SK-8/DKU.MBU/12/2023, which
DKU.MBU/12/2023 Tentang Petunjuk Teknis Penilaian Indeks differs from the previous year in terms of methodology and
Kematangan Risiko (Risk Maturity Index) di Lingkungan Badan measurement dimensions. This assessment aims to identify
Usaha Milik Negara, yang mana standar pengukuran ini changes and developments in the risk management system
berbeda dengan tahun sebelumnya dalam hal metodologi dan implemented within the company. This measurement is
dimensi Pengukuran dilakukan untuk mengetahui perubahan crucial for providing direction for improvements to the
perkembangan sistem manajemen risiko yang diterapkan di ongoing risk management system at Jasa Marga, with the
Perseroan. Pengukuran ini penting dilakukan dalam rangka following objectives:
memberikan arah perbaikan terhadap sistem manajemen
risiko yang sedang dilaksanakan di Jasa Marga, dengan tujuan
sebagai berikut:
1. Mendapatkan gambaran kondisi penerapan Manajemen 1. Obtain an overview of the condition of Risk Management
Risiko beserta identifikasi aspek-aspek di dalam implementation and identify aspects within the risk
perencanaan kerangka kerja manajemen risiko; management framework planning;
2. Mendapatkan data atas gap sejauh mana implementasi 2. Obtain data on the extent of the risk management
manajemen risiko di Perseroan; implementation gap in the Company;
3. Mendapatkan rekomendasi (strength dan opportunity 3. Obtain recommendations (strengths and opportunities
for improvement) dan sekaligus mendapatkan arah dan for improvement) and simultaneously obtain directions
saran perbaikan dalam rangka implementasi manajemen and suggestions for improvement in future risk
risiko ke depan. management implementation.
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Dalam pengukuran maturitas, terdiri dari 2 (dua) Aspek The maturity assessment consists of 2 (two) aspects of the
Penilaian RMI terdiri dari: Risk Maturity Index (RMI) evaluation, which are:
1. Aspek Dimensi yang terdiri dari: 1. Dimensional Aspects, which include:
a. Budaya dan kapabilitas risiko a. Risk culture and capabilities
b. Organisasi dan Tata Kelola Risiko b. Risk organization and governance
c. Kerangka Risiko dan Kepatuhan c. Risk framework and compliance
d. Proses dan Kontrol Risiko d. Risk processes and controls
e. Model, Data, dan Teknologi Risiko e. Risk models, data, and technology
2. Aspek Kinerja yang terdiri dari: 2. Performance Aspects, which include:
a. Tingkat kesehatan a. Health level
b. Peringkat Komposit Risiko b. Composite risk rating
Adapun metodologi yang digunakan dalam pengukuran The methodology used in the risk management maturity
maturitas manajemen risiko yaitu melalui: assessment includes:
1. Review Dokumen; 1. Document review;
2. Wawancara atau klarifikasi; 2. Interviews or clarifications;
3. Observasi 3. Observations.
Berdasarkan hasil pengukuran RMI yang mengacu kepada No. Based on the results of the RMI assessment, which refers to
SK-8/DKU.MBU/12/2023 Tentang Petunjuk Teknis Penilaian No. SK-8/DKU.MBU/12/2023 on Technical Guidelines for
Indeks Kematangan Risiko (Index) di Lingkungan Badan Usaha Risk Maturity Index Assessment in State-Owned Enterprises,
Milik Negara, PT Jasa Marga (Persero) Tbk berada pada Fase PT Jasa Marga is in the Developing Phase. Through the RMI
Berkembang. Dengan dilakukan penilaian RMI, berdasarkan assessment, based on the Areas of Improvement identified
Area Of Improvement yang didapat dalam proses penilaian, during the evaluation process, the company has developed a
perusahaan menyusun Roadmap Perbaikan Manajemen Risiko Risk Management Improvement Roadmap for 2024-2028 as
2024 – 2028 sebagai berikut: follows:
Grafik Peningkatan Risk Maturity Index
Graph of Risk Maturity Index Growth
3,48
3,15
2,83
2,54
2,10 2,10*
2023 2024 2025 2026 2027 2028
*Pengukuran RMI dilakukan mengacu pada SK-8/DKU.MBU/12/2023 Tentang Petunjuk Teknis Penilaian Indeks Kematangan Risiko (Index) di Lingkungan
Badan Usaha Milik Negara
*RMI measurement is carried out with reference to SK-8/DKU.MBU/12/2023 concerning Technical Instructions for Risk Maturity Index (Index) Assessment in
State-Owned Enterprises
Level yang digunakan untuk melakukan pengukuran terhadap The levels used to measure the level of risk management
tingkat maturitas manajemen risiko menggunakan 5 (lima) maturity use 5 (five) levels which describe the Company’s
level yang menggambarkan kompetensi Perseroan dalam competency in implementing risk management.
menerapkan manajemen risiko.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Skala Spektrum Penilaian Risk Maturity Index
Risk Maturity Index Assessment Spectrum Scale
1 1,4 1,8 2 2,4 2,8 3 3,4 3,8 4 4,4 4,8 5
(1,0-1,4) (1,5-1,8) (1,9-2,4) (2,5-2,8) (2,9-3,4) (3,5-3,8) (3,9-4,4) (4,5-4,8) (4,9-5,0)
Fase Awal Fase Awal (+) Fase Berkembang Fase Berkembang (+) Fase Praktik yang Baik Fase Praktik yang Fase Praktik yang Fase Praktik yang Fase Praktik
Initial Phase Initial Phase(+) Developing Phase Developing Phase (+) Good Practice Phase Baik (+) Lebih Baik Lebih Baik (+) Terbaik
Good Practice Better Practices Phase Better Practices Best Practice
Phase (+) Phase (+) Phase
Fase Awal Fase Berkembang Fase Praktik yang Baik Fase Praktik yang Lebih Baik Fase Praktik Terbaik
Initial Phase Developing Phase Good Practice Phase Better Practices Phase Best Practice Phase
1 2 3 4 5
Fase Awal Fase Berkembang Fase Praktik yang Baik Fase Praktik yang Lebih Baik Fase Praktik Terbaik
Initial Phase Developing Phase Good Practice Phase Better Practices Phase Best Practice Phase
• Menerapkan sejumlah Dimensi • Secara rata-rata menerapkan • Menerapkan seluruh Dimensi • Menerapkan seluruh Dimensi • Menerapkan praktik-praktik
praktik MR seluruh Dimensi praktik MR untuk praktik MR, mendekati/ sejalan dgn praktik MR yang kuat, mendekati/ terbaik MR sesuai praktik standar
• Budaya & kesadaran Risiko memenuhi persyaratan minimum praktik standar industrinya: sejalan dgn praktik standar global global industrinya;
pegawai masih rendah; Pegawai tertentu cukup sadar • Pegawai cukup sadar akan Risiko, industrinya; • Budaya Risiko sepenuhnya
• Tata kelola dan struktur organisasi akan Risiko, budaya Risiko mulai budaya Risiko mulai diterapkan di • Semua pegawai sadar Risiko tertanam, telah dilaksanakan
MR dalam tahap perencanaan: diperkenalkan dalam perusahaan: penerapan budaya Risiko sepenuhnya didukung
• Kebijakan/pedoman/SOP/ • Terdapat struktur organisasi, • Struktur organisasi, kerangka kerja, memasuki tahap lebih luas & makin pengelolaan pengetahuan &
ketentuan diperbaharui tidak kerangka kerja, kepatuhan, proses. kepatuhan, proses, sistem, dan alat terintegrasi • Struktur organisasi, pengembangan kapabilitas
secara berkala; dan sistem, & alat yang terkait MR, ada terkait MR telah diterapkan, lovel kerangka kerja, kepatuhan, sumber daya MR;
• Kerangka kerja, kepatuhan, kesenjangan dalam praktiknya, implementasinya masih bervariasi; proses, sistem, & alat terkait MR • Struktur organisasi, kerangka
proses, sistem dan alat yang level implementasi tiap Dimensi • Menerapkan MR secara konsisten diimplementasikan cukup efektif; kerja, kepatuhan, proses, sistem. &
terkait MR diterapkan tidak secara bervariasi sesuai framework MR dan • Menerapkan MR dengan alat terkait MR diterapkan secara
konsisten di seluruh organisasi. • Telah mengomunikasikan menerapkan prinsip MR terus- perbaikan terus-menerus efektif & dilakukan perbaikan
infrastruktur MR dan dipahami oleh menerus: dan • Penerapan MR didukung sistem berkelanjutan;
• Applying a number of MR practice seluruh insan Perusahaan • Penjabaran (cascading) target informasi yang memadai dan dapat • Proses MR menggunakan metode
dimensions • Perusahaan telah menyelaraskan kinerja perusahaan telah dilakukan dipertanggungjawabkan terdepan dgn sistem informasi MR
• Employee risk culture & infrastruktur MR dan target kinerja hingga tingkat individu. • Evaluasi pencapaian kinerja telah yang terintegrasi dengan sistem
awareness is still low; dilakukan secara berkala. Informasi lainnya. Perbaikan MR
• MR governance and organizational • On average, implementing all • Implement all dimensions of MR dilakukan berkelanjutan:
structure in the planning stage: dimensions of MR practices to practices, approaching/in line with • Implement all dimensions of strong • MR monjadi dasar pongambilan
• Policies/guidelines/SOPs/ meet minimum requirements. industry standard practices: MR practices, close to/in line with keputusan dengan
provisions are not updated Certain employees are sufficiently • Employees are quite aware of global industry standard practices; memperhitungkan peluang yang
regularly; And aware of risk, a risk culture is risk, a risk culture is starting to be • All employees are aware of the ada: dan
• MR-related frameworks, starting to be introduced implemented within the company: risks of implementing culture • Tren kinerja meningkat dari tahun
compliance, processes, • There is an organizational • Organizational structures, Risks of entering a broader & ketahun.
systems and tools are applied structure, framework, compliance, frameworks, compliance, increasingly integrated stage
inconsistently across the processes. systems, & tools related processes, systems and MR related • Organizational structure, • Implement MR best practices
organization to MR, there are gaps in practice, tools have been implemented, but framework, compliance, processes, according to global industry
lovel the implementation of each implementation still varies; systems & tools related to MR are standard practices;
Dimension varies • Implement MR consistently implemented quite effectively; • Risk Culture is fully embedded,
• Has communicated the MR according to the MR framework • Implement MR with continuous has been fully implemented
infrastructure and is understood by and apply MR principles improvement supported by knowledge
all Company personnel continuously: and • The implementation of MR is management & development of
• The company has aligned MR • The elaboration (cascading) of supported by an adequate and MR resource capabilities;
infrastructure and performance company performance targets has accountable information system • Organizational structure,
targets been carried out at the individual • Evaluation of performance framework, compliance,
level. achievements has been carried processes, systems. & MR related
out periodically. tools are implemented effectively
& continuous improvements
are made;
• The MR process uses advanced
methods with an MR information
system that is integrated with
other information systems. MR
improvements are carried out
continuously:
Fase Awal (+) Fase Berkembang (+) Fase Praktik yang Baik (+) Fase Praktik yang Lebih Baik (+) • MR becomes the basis for
Initial Phase (+) Developing Phase (+) Good Practice Phase (+) Better Practices Phase (+) decision making by taking into
account existing opportunities:
and
Praktik Manajemen Risiko melampaui Praktik Manajemen Risiko melampaui Praktik Manajemen Risiko melampaui fase Praktik Manajemen Risiko melampaui • The performance trend increases
fase awal dan sedang transisi menuju fase berkembang & sedang dalam praktik yang baik & sedang dalam transisi fase yang lebih baik & sedang dalam from year to year.
fase berkembang transisi menuju fase praktik yang baik menuju fase praktik yang lebih balk transisi menuju fase praktik terbaik
Risk Management practices are beyond Risk Management practices are beyond Risk Management practices are beyond Risk Management Practices go beyond
the start-up phase and are transitioning the developing phase & are in transition the good practice phase & are in transition the better phase & are in the transition to
into a thriving phase towards the good practice phase to a better practice phase the best practice phase
Contingency Plan Contingency Plan
Sehubungan dengan Peraturan Menteri Badan Usaha Milik In accordance with the Minister of State-Owned Enterprises
Negara (BUMN) Nomor PER-2/MBU/03/2023 tanggal 3 Maret (BUMN) Regulation No. PER-2/MBU/03/2023 dated March 3,
2023 tentang Pedoman Tata Kelola dan Kegiatan Korporasi 2023, on Governance Guidelines and Significant Corporate
Signifikan BUMN serta merujuk pada Aspirasi Pemegang Saham Activities of State-Owned Enterprises, and referring to the
(APS) No. S-491/MBU/09/2023 untuk Penyusunan Rencana Shareholder Aspirations (APS) No. S-491/MBU/09/2023 for the
Kerja dan Anggaran Perusahaan Tahun 2024 sebagai pedoman Preparation of the 2024 Work Plan and Budget, which serves
penyusunan Rencana Kerja dan Anggaran Perusahaan (RKAP) as a guideline for the preparation of the 2024 State-Owned
BUMN Tahun 2024 yang mengatur penyusunan Rencana Enterprises Work Plan and Budget (RKAP), which regulates
Darurat (Contingency Plan), Sebagai BUMN dengan Kategori the preparation of the Contingency Plan. As a State-Owned
Sistemik A dan Konglomerasi, Perusahaan wajib menyusun Enterprise with Category A Systemic and Conglomerate status,
Contingency Plan. the company is required to prepare a Contingency Plan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 695
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pedoman Rencana Darurat (Contingency Plan) Jasa Marga The Jasa Marga Contingency Plan outlines how the company
menjelaskan bagaimana Perusahaan berencana mengatasi plans to address financial pressures in the event of a crisis. This
tekanan keuangan apabila krisis terjadi. Contingency Plan plan describes the company’s general overview, including its
ini mendeskripsikan perihal gambaran umum Perusahaan, condition and profile, office network, subsidiaries, corporate
termasuk kondisi dan profil Perusahaan, jaringan kantor structure of subsidiaries, business linkages, and stress
dan anak perusahaan, struktur korporasi anak perusahaan, condition impact scenario analysis. In determining stress
keterkaitan usaha, analisis skenario dampak kondisi stress. scenarios, the company uses both external analyses, such as
Dalam penentuan skenario dalam kondisi stress Perusahaan domestic or international market-wide shocks, and individual
menggunakan analisis yang terjadi baik secara eksternal yang analyses (idiosyncratic) concerning the company’s business
bersifat domestik maupun internasional (market-wide shock) conditions.
maupun secara individu (idiosyncratic) terhadap kondisi
bisnis Perusahaan.
Contingency Plan ini juga mendeskripsikan indikator yang The Contingency Plan also describes the indicators used
digunakan dalam rencana aksi (recovery plan), pemicu in the action plan (recovery plan), triggers for emergency
terjadinya tingkat kedaruratan (trigger level), kajian opsi levels, recovery option assessments, feasibility evaluations
pemulihan, penilaian kelayakan opsi pemulihan, penetapan of recovery options, determination of recovery options, and
opsi pemulihan dan menetapkan opsi resolusi untuk resolution options for handling or resolving situations where
penanganan atau penyelesaian saat Perusahaan dalam kondisi the company faces default or bankruptcy. It also includes
gagal (default) atau pailit, juga dilengkapi analisis potensi an analysis of potential obstacles to implementing recovery
hambatan pelaksanaan opsi pemulihan dan opsi resolusi. options and resolution options.
Pernyataan atas Kecukupan Sistem Statement on Adequacy of Risk
Manajemen Risiko Management System
Sistem manajemen risiko di PT Jasa Marga (Persero) The risk management system at PT Jasa Marga (Persero) Tbk
Tbk didesain untuk mendukung Perseroan dalam is designed to support the company in managing its business
pengelolaan bisnis dan pencapaian pertumbuhan secara and achieving sustainable growth, based on the Joint Decree
berkesinambungan berdasarkan Surat Keputusan Bersama of the Board of Commissioners and the Board of Directors No.:
Dewan Komisaris dan Direksi Nomor: KEP-183/XI/2024 dan KEP-183/XI/2024 and No.: 227/KPTS/2024 concerning the
Nomor: 227/KPTS/2024 Tentang Kebijakan dan Pedoman Integrated Risk Management Policy and Guidelines at PT Jasa
Manajemen Risiko Terintegrasi di Lingkungan PT Jasa Marga Marga (Persero) Tbk dated November 12, 2024.
(Persero) Tbk tanggal 12 November 2024.
PT Jasa Marga (Persero) Tbk telah melakukan pendekatan PT Jasa Marga (Persero) Tbk has adopted a best practice
berdasarkan best practice dalam implementasi manajemen approach in implementing comprehensive and integrated risk
risiko yang komprehensif dan terintegrasi dengan management based on:
berlandaskan pada:
1. Pengawasan melekat (oversight) dari Direksi terhadap 1. Oversight from the Board of Directors over the integrated
implementasi manajemen risiko secara terintegrasi dan risk management implementation and the management
terhadap pengelolaan risiko-risiko di Perseroan. of risks in the Company.
2. Kecukupan dari kebijakan, pedoman dan prosedur 2. Adequacy of risk management policies, guidelines, and
manajemen risiko. procedures.
3. Kecukupan penentuan risk appetite dan risk tolerance 3. Determining risk appetite and risk tolerance (risk limits).
(limit risiko).
4. Kecukupan pelaksanan proses pengelolaan risiko yang 4. Implementation of risk management processes, including
mencakup identifikasi, analisis, evaluasi, perencanaan identification, analysis, evaluation, risk treatment
mitigasi (risk treatment), dan pemantauan risiko secara planning, and continuous risk monitoring.
berkesinambungan.
5. Kecukupan sistem informasi manajemen risiko dalam 5. Adequacy of risk management information systems to
mendukung pengelolaan risiko Perseroan. support the Company’s risk management.
6. Sistem pengendalian internal yang menyeluruh terhadap 6. Comprehensive internal control system for risk
manajemen risiko dengan pelaksanaan audit intenal management with risk-based internal audit
berbasis risiko. implementation.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Direksi bertanggung jawab dalam implementasi manajemen The Board of Directors is responsible for the effective
risiko yang terintegrasi secara efektif. Pengawasan secara implementation of integrated risk management. Active
aktif dari Direksi terhadap implementasi manajemen risiko oversight from the Board of Directors over the implementation
di PT Jasa Marga (Persero) Tbk meliputi namun tidak terbatas of risk management at PT Jasa Marga (Persero) Tbk includes
pada: but is not limited to:
1. Direksi bertanggung jawab untuk memastikan 1. Ensuring that risk management implementation
implementasi manajemen risiko telah dilakukan isadequate and aligned with the Company’s business
dengan memadai secara selaras dengan proses bisnis, processes, complexity, and risk profile.
kompleksitas dan profil risiko Perseroan.
2. Direksi bertanggung jawab dalam memformulasikan 2. Formulating Risk Management Policies and Risk
Kebijakan Manajemen Risiko dan Pedoman Manajemen Management Guidelines in writing.
Risiko secara tertulis.
3. Direksi bertanggung jawab dalam mengimplementasikan 3. Implementing risk management policies according
kebijakan manajemen risiko sesuai dengan risiko-risiko to the risks faced by the Company at all levels of the
yang dihadapi Perseroan pada semua tingkatan jabatan Company’s positions.
dalam Perseroan.
4. Direksi bertanggung jawab untuk mengembangkan 4. Developing a risk management culture at all levels of the
budaya manajemen risiko pada semua tingkatan jabatan Company’s positions.
dalam Perseroan.
5. Direksi bertanggung jawab untuk memastikan kecukupan 5. Ensuring the availability of competent humanresources
sumber daya manusia yang kompeten dalam bidang in risk management through nationally recognized
manajemen risiko melalui pelatihan dan sertifikasi formal training and certification.
formal yang diakui secara nasional.
6. Direksi bertanggung jawab memastikan unit kerja 6. Ensuring the independence of the risk management unit.
manajemen risiko beroperasi secara independen.
7. Direksi bertanggung jawab untuk mengevaluasi 7. Evaluating the effectiveness of integrated Risk
efektivitas implementasi Manajemen Risiko terintegrasi Management implementation regularly for continuous
secara berkala untuk selalu dipertahakan dan improvement.
ditingkatkan secara berkesinambungan.
8. Direksi bertanggung jawab untuk memastikan seluruh 8. Ensuring that all significant impact risks have been
risiko yang berdampak signifikan telah dimitigasi. mitigated.
9. Direksi bertanggung jawab untuk menempatkan pejabat 9. Placing competent officers and employees in units
dan karyawan yang kompeten pada unit kerja yang related to risk management implementation.
terkait dengan implementasi manajemen risiko.
10. Direksi bertanggung jawab memastikan ketersediaan 10. Ensuring the availability of adequate resources
sumber daya dan infrastruktur yang memadai dalam andinfrastructure in risk management implementation.
implementasi manajemen risiko.
Berdasarkan evaluasi yang telah dilakukan terhadap Sistem Based on the evaluation conducted on the Company’s Risk
Manajemen Risiko di Perseroan, Dewan Komisaris dan Direksi Management System, the Board of Commissioners and
Jasa Marga menilai bahwa Sistem Manajemen Risiko di the Board of Directors of Jasa Marga assess that the Risk
Perseroan telah dijalankan sesuai dengan fungsinya, serta Management System has been implemented according to its
secara bertahap mengarah pada pencapaian yang diharapkan. function and is gradually progressing toward the expected
Penilaian dan evaluasi ini didasarkan pada instrumen- outcomes. This assessment and evaluation are based on
instrumen yang mendukung penerapan Manajemen Risiko the instruments supporting the implementation of Risk
di Perseroan, serta perolehan nilai atas pengukuran Risk Management within the company, as well as the results
Maturity Index. obtained from the Risk Maturity Index measurement.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 697
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pernyataan Direksi dan Dewan Komisaris atas Kecukupan
Sistem Manajemen Risiko PT Jasa Marga (Persero) Tbk
The Statement of the Board of Directors and Board of Commissioners on the Adequacy of the
Risk Management System of PT Jasa Marga (Persero) Tbk
698 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 699
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Sistem Pengendalian Internal
Internal Control System
Penerapan sistem pengendalian internal yang dilakukan oleh The application of the internal control system by Jasa Marga
Jasa Marga mengacu pada Pasal 28 Peraturan Menteri BUMN refers to Article 28 of Minister of SOE Regulation No. PER-
No. PER-2/MBU/03/2023 tentang Pedoman Tata Kelola dan 2/MBU/03/2023 regarding Guidelines for Governance and
Kegiatan Korporasi Signifikan Badan Usaha Milik Negara. Significant Corporate Activities of State-Owned Enterprises.
Melalui Keputusan Direksi No. 85/KPTS/2020 tentang Through Director’s Decision No. 85/KPTS/2020concerning
Pedoman Tata Kelola Perusahaan (Code of Corporate the Code of Corporate Governance ofPT Jasa Marga (Persero)
Governance) PT Jasa Marga (Persero) Tbk, ditetapkan Tbk, the implementation ofthe Company’s Internal Control
pelaksanaan Sistem Pengendalian Internal Perusahaan (SPIP) System (SPIP) wasestablished. This system is an integral
yang merupakan proses yang integral pada tindakan dan process inactions and activities continuously carried
kegiatan yang dilakukan secara terus-menerus oleh pimpinan out by themanagement and all employees to provide
dan seluruh karyawan untuk memberikan keyakinan adequateassurance of achieving organizational goals
memadai atas tercapainya tujuan organisasi melalui kegiatan througheffective and efficient activities, the reliability of
yang efektif dan efisien, keandalan pelaporan keuangan, financial reporting, safeguarding the Company’s assets,
pengamanan aset Perseroan dan ketaatan terhadap peraturan andcompliance with regulations.
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. Monitoring of internal controls.
Penerapan kelima unsur tersebut dilaksanakan menyatu serta The implementation of these five elements is integrated and
menjadi bagian integral dari akuntabilitas seluruh kegiatan an integral part of the accountability of all Company activities.
Perseroan.
1. Kegiatan Pengendalian terdiri dari: 1. Control activities include:
a. Review atas kinerja Perseroan; a. Review of Company performance;
b. Pembinaan sumber daya manusia; b. Human resources development;
c. Pengendalian atas pengelolaan sistem informasi; c. Control of information system management;
d. Pengendalian fisik atas aset; d. Physical control of assets;
e. Penetapan dan review atas indikator dan ukuran e. Establishment and review of performance indicators
kinerja; and measures;
f. Pemisahan fungsi; f. Separation of duties;
g. Otorisasi atas transaksi dan kejadian yang penting; g. Authorization of significant transactions and events;
h. Pencatatan yang akurat dan tepat waktu atas h. Accurate and timely recording of transactions and
transaksi dan kejadian; events;
i. Pembatasan akses atas sumber daya dan i. Restriction of access to resources and their
pencatatannya; recording;
j. Akuntabilitas terhadap sumber daya dan j. Accountability for resources and their recording;
pencatatannya;
k. Dokumentasi yang baik atas sistem pengendalian k. Proper documentation of the internal control
intern serta transaksi dan kejadian penting. system and significant transactions and events.
2. Direksi wajib menetapkan suatu sistem pengendalian 2. The Board of Directors is required to establish an
internal yang efektif untuk mengamankan investasi effective internal control system to secure the Company’s
dan aset Perusahaan, antara lain: mencakup lingkungan investments and assets, including control environment,
pengendalian, pengkajian, dan pengelolaan risiko risk assessment and management activities, information
aktivitas pengendalian, sistem informasi dan komunikasi systems and communication, and monitoring.
serta monitoring.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 699
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
3. Internal Audit membantu Direktur Utama dalam 3. The Internal Audit assists the President Director in
melaksanakan audit intern keuangan Perseroan dan conducting internal audits of the Company’s financial
operasional Perseroan serta menilai pengendalian, and operational activities, assessing their control,
pengelolaan dan pelaksanannya serta memberikan management, and implementation, and providing
saran-saran perbaikan. improvement recommendations.
4. Direksi menindaklanjuti laporan hasil audit Internal 4. The Board of Directors follows up on the Internal Audit’s
Audit. audit findings.
5. Komite Audit menilai pelaksanaan kegiatan serta hasil 5. The Audit Committee evaluates the implementation
audit yang dilakukan oleh Internal Audit, memberikan of activities and the results of audits conducted by the
rekomendasi penyempurnaan sistem pengendalian Internal Audit, provides recommendations for improving
manajemen, memastikan telah terdapatnya prosedur management control systems, ensures satisfactory
review yang memuaskan terhadap segala informasi yang review procedures for all information issued by the
dikeluarkan Perseroan serta mengidentifikasi hal-hal Company, and identifies matters requiring attention
yang memerlukan perhatian Dewan Komisaris. from the Board of Commissioners.
Lingkungan Pengendalian Control Environment
Lingkungan pengendalian dalam perusahaan yang The control environment within the company is disciplined
dilaksanakan dengan disiplin dan terstruktur, terdiri dari: and structured, consisting of:
1. Integritas, nilai etika, dan kompetensi karyawan; 1. Integrity, ethical values, and employee competence;
2. Filosofi dan gaya manajemen; 2. Management philosophy and style;
3. Cara yang ditempuh manajemen dalam melaksanakan 3. Management’s approach to exercising authority and
kewenangan dan tanggung jawabnya; responsibility;
4. Pengorganisasian dan pengembangan sumber daya 4. Organizational structure and human resource
manusia; dan development; and
5. Perhatian dan arahan yang dilakukan oleh Direksi. 5. Attention and guidance provided by the Board of
Directors.
Penilaian Risiko Risk Assessment
Penilaian terhadap pengelolaan risiko adalah suatu Risk assessment is a process to identify, analyze, and evaluate
proses untuk mengidentifikasi, menganalisis dan menilai relevant risk management.
pengelolaan risiko yang relevan.
Penjelasan terinci tentang penilaian risiko telah disajikan Detailed explanations of risk assessment have been provided
pada bagian Manajemen Risiko di Bab Tata Kelola Perusahaan in the Risk Management section of the Corporate Governance
dalam Laporan Tahunan ini. chapter in this Annual Report.
Kegiatan Pengendalian Control Activities
Kegiatan Pengendalian adalah tindakan yang dilakukan Control activities are actions taken in a control process
dalam suatu proses pengendalian terhadap kegiatan over the company’s activities at every level and unit within
perusahaan pada setiap tingkat dan unit dalam struktur the company’s organizational structure. These activities
organisasi Perseroan, antara lain mengenai kewenangan, include authority, authorization, verification, reconciliation,
otorisasi, verifikasi, rekonsiliasi, penilaian atas prestasi kerja, performance assessment, task allocation, and asset security.
pembagian tugas, dan keamanan terhadap aset Perseroan.
Informasi dan Komunikasi Information and Communication
Sistem informasi dan komunikasi, adalah suatu proses Information and communication systems involve the
penyajian laporan mengenai kegiatan operasional, finansial, presentation of reports on operational, financial, and
serta ketaatan dan kepatuhan terhadap ketentuan peraturan compliance activities in accordance with legal regulations by
perundang-undangan oleh Perseroan. the Company.
700 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pemantauan Pengendalian Internal Internal Control Monitoring
Pemantauan Pengendalian Internal adalah proses penilaian Internal Control Monitoring is the process of assessing the
terhadap kualitas sistem pengendalian internal, termasuk quality of the internal control system, including the internal
fungsi internal audit pada setiap tingkat dan unit dalam audit function at every level and unit within the company’s
struktur organisasi Perseroan, sehingga dapat dilaksanakan organizational structure, to ensure optimal implementation.
secara optimal.
Kesesuaian Sistem Pengendalian Internal Alignment of Internal Control System with
dan Kerangka COSO (Internal Control COSO Framework
Framework)
Sistem Pengendalian Internal di Perseroan mengadopsi The Company’s Internal Control System adopts the concept
konsep Committee of Sponsoring Organizations (COSO) of of the Committee of Sponsoring Organizations (COSO) of the
the Treadway Commision yang terdiri dari 5 (lima) komponen Treadway Commission, which consists of 5 (five) effective
Sistem Pengendalian Internal yang efektif: components of 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. Internal Control Monitoring.
Review Pelaksanaan Sistem Pengendalian Review of Internal Control System
Intern Implementation
Dari Laporan-laporan Hasil Audit yang kemudian From the Audit Reports, categorized according to the
dikelompokkan sesuai dengan kategori sasaran (objectives) dan objectives and components of the Company’s Internal Control
komponen dalam Sistem Pengendalian Internal Perusahaan System and the COSO framework, periodic annual analysis is
dan kerangka COSO, dilakukan analisis secara periodik tahunan conducted to facilitate improvements to the components that
sehingga dengan demikian dapat dilakukan peningkatan untuk require them. The analysis of Audit Results is also conducted
komponen-komponen yang memerlukannya. Analisis Hasil to measure the effectiveness of achieving the Company’s
Audit tersebut juga dilakukan untuk mengukur keefektifan dari Internal Control System objectives (operational efficiency,
pencapaian sasaran Sistem Pengendalian Internal Perusahaan accuracy/reliability of the Company’s reports, and compliance
(operasional Perseroan, keakurasian/ keandalan laporan- with applicable regulations and laws).
laporan Perseroan, serta kepatuhan terhadap peraturan dan
perundangan yang berlaku).
Perseroan juga telah melakukan pengendalian internal The Company also conducts internal compliance controls over
kepatuhan atas pengendalian internal dan perundang- internal controls and regulations performed by the Public
undangan yang dilakukan oleh Kantor akuntan Publik Amir Accountant Office Amir Abadi Jusuf, Aryanto, Mawar and
Abadi Jusuf, Aryanto, Mawar dan Rekan (RSM Indonesia). Rekan (RSM Indonesia).
Efektivitas Sistem Pengendalian Internal Effectiveness of Internal Control System
Pengendalian internal adalah suatu proses yang melibatkan Internal control is a process involving the Board of
Dewan Komisaris, manajemen, dan personil lain, yang Commissioners, management, and other personnel, designed
dirancang untuk memberikan keyakinan memadai tercapainya to provide adequate assurance of the effectiveness and
efektivitas dan efisiensi operasi dan keandalan pelaporan efficiency of operations, reliability of reporting, and
serta kepatuhan terhadap hukum dan peraturan yang berlaku. compliance with applicable laws and regulations. The
Penerapan sistem pengendalian internal yang dilakukan oleh implementation of the internal control system carried out
Jasa Marga mengacu pada Pasal 28 Peraturan Menteri BUMN by Jasa Marga refers to Article 28 of the Minister of SOE
No. PER-2/MBU/03/2023 tentang Pedoman Tata Kelola dan Regulation No. PER-2/MBU/03/2023 concerning Guidelines
Kegiatan Korporasi Signifikan Badan Usaha Milik Negara. for Governance and Significant Corporate Activities of State-
Owned Enterprises.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 701
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pernyataan Kecukupan Sistem Statement of Adequacy of Internal Control
Pengendalian Internal System
Melalui Keputusan Direksi No. 85/KPTS/2020 tentang Through Board of Directors Decision No. 85/KPTS/2020
Pedoman Tata Kelola Perusahaan (Code of Corporate regarding the Corporate Governance Guidelines of PT Jasa
Governance) PT Jasa Marga (Persero) Tbk, ditetapkan Marga (Persero) Tbk, the implementation of the Company’s
pelaksanaan Sistem Pengendalian Internal Perusahaan (SPIP) Internal Control System (SPIP) is established as an integral
yang merupakan proses yang integral pada tindakan dan process in actions and activities continuously carried out
kegiatan yang dilakukan secara terus menerus oleh pimpinan by management and allemployees to provide adequate
dan seluruh karyawan untuk memberikan keyakinan assurance of achieving organizational goals through effective
memadai atas tercapainya tujuan organisasi melalui kegiatan and efficient activities, reliability of financial reporting, asset
yang efektif dan efisien, keandalan pelaporan keuangan, security of the Company, and compliance with regulations.
pengamanan aset Perseroan dan ketaatan terhadap peraturan
perundang- undangan.
Kebijakan Pemberian Kompensasi Jangka
Panjang Berbasis Kinerja
Performance Based on Long-term Compensation Policy
Perseroan memiliki kebijakan pemberian kompensasi The company has a long-term performance-based
jangka panjang berbasis kinerja berdasarkan Keputusan compensation policy based on the Board of Directors’
Direksi No. 110/KPTS/2019 tentang Sistem Total Reward Decree No. 110/KPTS/2019 regarding the Employee Total
Karyawan. Mengacu pada Keputusan Direksi dimaksud, Reward System. Referring to the aforementioned Board of
berdasarkan filosofi reward, untuk meningkatkan keadilan Directors’ Decree, and based on the reward philosophy, in
dalam pengelolaan Total Reward maka penetapan reward order to enhance fairness in managing Total Rewards, one of
salah satunya adalah dengan filosofi Long to Long, artinya the methods for determining rewards is through the “Long
pemberian reward yang bersifat jangka panjang berdasarkan to Long” philosophy, meaning the provision of long-term
kinerja jangka panjang baik pada masa sebelumnya atau rewards based on long-term performance, whether from the
proyeksi ke depan. previous period or projections for the future.
Selain itu, Perseroan juga memiliki Program Kepemilikan In addition, the company also has an Employee and/or
Saham oleh Karyawan dan/atau Manajamen (Employee Stock Management Stock Ownership Program (Employee Stock
Ownership Program/Management Stock Ownership Program). Ownership Program/Management Stock Ownership Program).
702 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Perkara Hukum
Lawsuit
Selama tahun 2024, Jasa Marga menghadapi sejumlah perkara Throughout 2024, Jasa Marga faced several important legal
penting berupa permasalahan hukum perdata dan pidana, matters, including both civil and criminal cases, some of
baik yang telah selesai (telah mempunyai kekuatan hukum which have been concluded (with final legal force) and others
yang tetap) maupun yang masih dalam proses penyelesaian still in the process of resolution, with the details as follows:
dengan rincian sebagai berikut:
Tabel Perkara Penting di Tahun 2024
Tabel Perkara Penting di Tahun 2024
Jumlah
Permasalahan Hukum Total
No
Lawsuit Perdata Pidana
Civil Criminal
1 Telah mendapatkan putusan yang mempunyai kekuatan hukum tetap 11 0
inckracht status
Obtained a decision that has permanent legal force Inckracht status
2 Dalam proses penyelesaian 7 0
Ongoing Settlement Process
Total 18 0
Selama tiga tahun terakhir, tidak pernah terdapat kasus Over the past three years, there have been no cases of non-
ketidakpatuhan terhadap hukum, aturan, dan peraturan compliance with laws, rules and regulations relating to
berkaitan dengan transaksi pihak berelasi yang signifikan significant or material related party transactions.
atau material.
Perkara Penting yang Dihadapi Perseroan Important Cases Faced by the Company
Beberapa permasalahan hukum yang dihadapi Perseroan Several legal issues faced by the Company in 2024 can be
pada tahun 2024 dapat dilihat pada tabel berikut: seen in the following table:
Perkara Perdata
Civil Lawsuit
Tabel Perkara Perdata yang Dihadapi Perseroan Tahun 2024
Table of Civil Cases Faced by the Company in 2024
Pokok Perkara/ Pengaruh Terhadap
Sanksi yang
Gugatan Status Penyelesaian Kondisi Perseroan Upaya Manajemen Nilai Perkara
No dikenakan
Case/Lawsuit Settlement Status Impact to the Management’s Plan Case Value
Sanction
Summary Company
1. Gugatan Perkara sudah diperiksa Tidak ada pengaruh Jasa Marga telah - -
Perbuatan dan diputus pada tingkat secara langsung dalam melakukan upaya
Melawan Hukum kasasi di Mahkamah pengelolaan atas jalan hukum kasasi.
yang diajukan Agung Republik tol di area objek perkara Jasa Marga has
oleh Eucharia Indonesia namun Jasa karena kondisi objek taken legal action to
Binti Neneng Marga belum menerima perkara saat ini telah appeal.
Sastramidjaja ke-II salinan resmi putusan difungsikan menjasi
(sengketa tanah). Kasasi dimaksud. trase Kereta Cepat
Unlawful Act Republic of Indonesia, Jakarta-Bandung.
Lawsuit filed but Jasa Marga has not There is no direct
by Eucharia yet received an official influence on the
Binti Neneng copy of the cassation management of the
Sastramidjaja II decision in question. toll road in the area of
(land dispute). the object of the case
because the current
condition of the object
of the case has been
used as the Jakarta-
Bandung High-Speed
Train route.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 703
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tabel Perkara Perdata yang Dihadapi Perseroan Tahun 2024
Table of Civil Cases Faced by the Company in 2024
Pokok Perkara/ Pengaruh Terhadap
Sanksi yang
Gugatan Status Penyelesaian Kondisi Perseroan Upaya Manajemen Nilai Perkara
No dikenakan
Case/Lawsuit Settlement Status Impact to the Management’s Plan Case Value
Sanction
Summary Company
2. Gugatan Pokok Perkara sudah Tidak ada pengaruh Jasa Marga telah Para tergugat Materi:
Perbuatan diputus pada tahapan signifikan terhadap melakukan (P2T Kabupaten Rp9.400.000.000,-
Melawan Hukum Peninjauan Kembali kondisi Perseroan. koordinasi dengan Tangerang,
diajukan oleh (P2T Kabupaten There is no significant Kementerian PUPR Kementerian
Sri Supartini Tangerang, Kementerian impact on the selaku pemilik PUPR, dan Jasa
(sengketa tanah). PUPR, dan Jasa Marga Company’s condition. tanah dan Jamdatun Marga) secara
Unlawful Act kalah dan dihukum dalam rangka bersama-sama
Lawsuit filed by membayar ganti rugi) . pendampingan menanggung
Sri Supartini (land hukum dan penerima ganti rugi.
dispute). Jasa Marga sudah kuasa pelaksanaan The defendants
mengajukan perlawanan eksekusi terkait (P2T Tangerang
terhadap eksekusi dan perkara ini. Regency,
sudah diputus pada Jasa Marga has Ministry of PUPR,
tahapan Peninjauan coordinated with and Jasa Marga)
Kembali (upaya the PUPR Ministry jointly bear the
perlawanan kalah). as the land owner compensation.
and Jamdatun in
The main case has been the context of legal
decided at the Judicial assistance and the
Review stage recipient of the
(P2T Tangerang Regency, power of attorney
Ministry of PUPR, and for execution.
Jasa Marga lost and
were ordered to pay
compensation) .
Jasa Marga has filed an
objection against the
execution and it has
been decided at the
Judicial Review stage
(the objection attempt
was lost).
3. Gugatan Perkara sudah diputus Tidak ada pengaruh Jasa Marga telah Jasa Marga Materi:
Perbuatan pada tingkat pertama signifikan terhadap memenangkan secara bersama- Rp178.850.000,-
Melawan Hukum dan tingkat banding kondisi Perseroan. perkara pada tingkat sama dengan
diajukan oleh Budi yang pada amarnya There is no significant pertama dan tingkat Para Tergugat
Yulianor ke-2. memenangkan Jasa impact on the banding. Saat ini, lainnya
The Unlawful Acts Marga. Untuk itu, Company’s condition. Jasa Marga akan membayar ganti
Lawsuit was filed Penggugat mengajukan mengikuti proses rugi.
by Budi Yulianor kasasi terhadap Putusan pada tahapan kasasi. Jasa Marga
2nd. No. 605/Pdt/2023/ Jasa Marga has won together with
PT.DKI Jo. Nomor 355/ the case at the first the other
Pdt.G/2021/PN.JKT. level and appeal Defendants paid
TIM yang sampai level. Currently, Jasa compensation.
saat ini masih dalam Marga will proceed
pemeriksaan. with the cassation
The case has been stage process.
decided at the first level
and the appeal level,
which in its decision
won Jasa Marga. For
that, the Plaintiff filed an
appeal against Decision
No. 605/Pdt/2023/
PT.DKI Jo. Number 355/
Pdt.G/2021/PN.JKT.
TIM which is still under
examination.
4. Gugatan Gugatan masih berjalan Tidak ada pengaruh Jasa Marga telah Ganti rugi Materiil:
perbuatan pada Tingkat Peninjauan signifikan terhadap mengajukan Compensation Rp12.882.400.000,-
melawan hukum Kembali (putusan pada kondisi Perseroan. Peninjauan
yang diajukan oleh tingkat Kasasi Jasa Marga There is no significant Kembali dan masih
Benua Chandra Kalah). impact on the menunggu proses
(sengketa tanah). The lawsuit is still Company’s condition. Peninjauan Kembali.
Unlawful act ongoing at the Judicial Jasa Marga has filed
lawsuit filed by Review Level (the a Judicial Review
Benua Chandra decision at the Cassation and is still waiting
(land dispute). level was lost by Jasa for the Judicial
Marga). Review process.
704 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Perkara Perdata yang Dihadapi Perseroan Tahun 2024
Table of Civil Cases Faced by the Company in 2024
Pokok Perkara/ Pengaruh Terhadap
Sanksi yang
Gugatan Status Penyelesaian Kondisi Perseroan Upaya Manajemen Nilai Perkara
No dikenakan
Case/Lawsuit Settlement Status Impact to the Management’s Plan Case Value
Sanction
Summary Company
5. Gugatan Perkara sudah diputus Tidak ada pengaruh Jasa Marga Ganti rugi Materi:
perbuatan pada tahapan Peninjauan signifikan terhadap berkoordinasi Compensation Rp13.505.000.000,-
melawan hukum Kembali kondisi Perseroan. dengan Kementerian
yang diajukan oleh (Kementerian PUPR dan There is no significant PUPR terkait
Mustafa Rachman Jasa Marga kalah dan impact on the Peninjauan Kembali
(sengketa tanah). dihukum membayar Company’s condition. Kedua yang akan
Unlawful act ganti rugi) . diajukan oleh
lawsuit filed by Kementerian PUPR
Mustafa Rachman Kementerian PUPR akan selaku pemilik
(land dispute). mengajukan Peninjauan tanah.
Kembali Kedua.
Jasa Marga is
The case has been coordinating with
decided at the Judicial the PUPR Ministry
Review stage regarding the
(The PUPR Ministry and Second Judicial
Jasa Marga lost and Review which will
were ordered to pay be submitted by the
compensation) PUPR Ministry as the
land owner.
PUPR Ministry will
submit a Second Judicial
Review.
6. Gugatan Citra Perkara dalam Tidak ada pengaruh Jasa Marga pada - -
Lamtoro Gung pemeriksaan di tingkat signifikan terhadap perkara hanya
Persada. kasasi. kondisi Perseroan. sebagai Turut
Citra Lamtoro Case under examination There is no significant Tergugat sehingga
Gung Persada’s at the cassation level impact on the tidak memiliki
lawsuit. level. Company’s condition. kewajiban untuk
ikut serta membayar
uang ganti rugi
sebagaimana
petitum Penggugat.
Jasa Marga in
this case is only a
co-defendant and
therefore does not
have an obligation to
participate in paying
compensation as
per the Plaintiff’s
petition.
7. Gugatan Perkara sudah diputus Tidak ada pengaruh Jasa Marga Ganti rugi Materi:
Perbuatan pada tingkat pertama signifikan terhadap mengikuti jalannya Compensation Rp18.615.000.000,-
Melawan Hukum (Pengadilan Negeri kondisi Perseroan. persidangan
yang diajukan oleh Purwarta) dengan There is no significant sebagai Terbanding
Bram Winata. amar putusan gugatan impact on the dan melakukan
(sengketa tanah) penggugat tidak diterima Company’s condition. koordinasi dengan
Unlawful Act (Niet Ontvantkelijk Kementerian PUPR
Lawsuit filed by Verklaard). Namun, selaku pemilik
Bram Winata Penggugat mengajukan tanah.
(land dispute). upaya hukum banding Jasa Marga followed
ke Pengadilan Tinggi the trial process as
Bandung. the Respondent and
The case has been coordinated with the
decided at the first level PUPR Ministry as the
(Purwarta District Court) land owner.
with the verdict that
the plaintiff’s lawsuit
was not accepted (Niet
Ontvantkelijk Verklaard).
However, the plaintiff
filed an appeal to the
Bandung High Court.
Perkara Pidana Criminal Cases
Selama periode tahun 2024, tidak terdapat perkara pidana During the year 2024, there were no criminal cases or
atau tindak pidana korporasi yang melibatkan Perseroan. corporate criminal acts involving the Company.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 705
Page 706
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Informasi Tentang Sanksi Administratif Information Regarding Administrative
Sanctions
Selama tahun 2024, tidak terdapat sanksi administratif During the year 2024, there were no material administrative
material yang mempengaruhi kelangsungan usaha Jasa Marga sanctions affecting the continuity of Jasa Marga’s business,
dan juga tidak terdapat sanksi administratif yang dikenakan and there were no administrative sanctions imposed on
kepada anggota Direksi maupun anggota Dewan Komisaris. members of the Board of Directors or members of the Board
Selama tahun 2024, Perseroan tidak melakukan pelanggaran of Commissioners.During the year 2024, the Company did
hukum apa pun (yang berkaitan dengan masalah perburuhan, not commit any legal violations (related to labor issues,
ketenagakerjaan, konsumen, kepailitan, komersial, persaingan employment, consumer matters, bankruptcy, commercial
atau lingkungan), tidak mendapatkan sanksi dari regulator matters, competition, or the environment), did not receive
karena tidak membuat pengumuman dalam jangka waktu sanctions from regulators for failing to make announcements
yang ditentukan untuk peristiwa penting (material event) dan within the specified timeframe for material events, and there
tidak ada bukti bahwa Perseroan belum mematuhi peraturan was no evidence that the Company failed to comply with
dan peraturan pencatatan selama setahun terakhir selain dari regulations and listing rules over the past year other than
aturan pengungkapan. disclosure rules.
Informasi Tentang Sanksi Perkara Pajak Information Regarding Tax Case Sanctions
Selama 3 (tiga) tahun terakhir, terhitung sejak awal tahun For the past 3 (three) years, from the beginning of 2022 to the
2022 sampai dengan akhir 2024, Perseroan tidak pernah end of 2024, the Company has never received a guilty verdict
memperoleh putusan bersalah dari pengadilan pajak tertinggi from the highest tax court related to taxes or tax disputes.
berkaitan dengan pajak maupun sengketa pajak.
Dampak Permasalahan Hukum Terhadap Impact of Legal Issues on the Company
Perseroan
Dampak permasalahan hukum perdata yang diterima Jasa The impact of civil legal issues received by Jasa Marga
Marga melalui proses hukum antara lain adanya potensi through legal processes includes potential obligations to
kewajiban bayar atas ganti kerugian/tuntutan yang diajukan pay compensation/claims submitted in such legal matters.
dalam permasalahan hukum tersebut, namun Perseroan akan However, the Company will endeavor to undertake appropriate
berupaya untuk melakukan proses mitigasi yang tepat agar mitigation processes to avoid such impacts.
dampak tersebut dapat dihindari.
Permasalahan Hukum yang Sedang Legal Issues Faced by the Board of
Dihadapi Dewan Komisaris Dan Direksi Commissioners and Directors
Selama periode tahun 2024, tidak ada anggota Direksi dan Selama periode tahun 2024, tidak ada anggota Direksi dan
Dewan Komisaris Jasa Marga yang sedang menjabat yang Dewan Komisaris Jasa Marga yang sedang menjabat yang
memiliki permasalahan hukum, baik perdata maupun pidana. memiliki permasalahan hukum, baik perdata maupun pidana.
Perkara Penting yang Dihadapi Entitas Anak Significant Cases Faced by Subsidiaries and
dan Entitas Ventura Bersama Joint Ventures
Permasalahan hukum yang dihadapi Entitas Anak dan Entitas Legal issues faced by subsidiaries and joint ventures
Ventura Bersama selama tahun 2024, dapat dilihat pada tabel during the year 2024 can be seen in the table below.
di bawah ini.
Tabel Perkara Penting yang Dihadapi Entitas Anak dan Entitas Ventura Bersama
Table of Important Cases Faced by Subsidiaries and Joint Venture Entities
Jumlah
Entitas Anak dan Entitas Ventura Bersama Number Hubungan Industrial
No
Subsidiary and Joint Venture Perdata Pidana Industrial Relations
Civil Criminal
1 PT Marga Lingkar Jakarta (MLJ) 1 0 0
Total 1 0 0
706 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kebijakan Pengungkapan Informasi
Information Disclosure Policy
Berdasarkan ketentuan POJK No. 11/POJK.04/2017 tentang Based on the provisions of POJK No. 11/POJK.04/2017regarding
Laporan Kepemilikan atau Setiap Perubahan Kepemilikan the Report of Ownership or Any Changes in Ownership of
Saham Perusahaan Terbuka, Dewan Komisaris dan Direksi Publicly Listed Companies’ Shares, the Board of Commissioners
wajib melaporkan kepada Otoritas Jasa Keuangan atas and Directors are required to report to the Financial Services
kepemilikan dan setiap perubahan kepemilikan saham Authority regarding the ownership and any changes in the
Perseroan. Atas ketentuan OJK ini, Perseroaan tunduk dan ownership of the Company’s shares. In compliance with this
patuh mengikuti ketentuan yang berlaku, serta secara tertib OJKregulation, the Company adheres to and complies with
melaporkan kepada OJK terkait kepemilikan dan setiap the applicable provisions, and dutifully reports to the OJK
perubahan kepemilikan saham yang terjadi. regarding the ownership and any changes in theownership of
shares that occur.
Terkait informasi kepemilikan saham Perseroan oleh With regard to the information on the ownership ofthe
Anggota Dewan Komisaris dan Direksi, sebagaimana wujud Company’s shares by the Members of the Boardof
pelaksanaan atas kebijakan pengungkapan informasi Commissioners and Directors, as a manifestation ofthe
berdasarkan ketentuan POJK No. 11/ POJK.04/2017 tentang implementation of the information disclosure policy based
Laporan Kepemilikan atau Setiap Perubahan Kepemilikan on the provisions of POJK No. 11/POJK.04/2017 regarding the
Saham Perusahaan Terbuka, dapat dilihat pada Bab Profil Report of Ownership or Any Changes in Ownership of Publicly
Perusahaan dalam buku Laporan Tahunan ini. Listed Companies’ Shares, it can be seen in the Company
Profile section of this Annual Report.
Komunikasi dan Akses Informasi dan
Data Perseroan untuk Pemegang Saham
dan Masyarakat
Communication and Access to the Company’s
Information and Data for Shareholders and the Public
Komitmen Jasa Marga dalam menerapkan nilai-nilai GCG, di Jasa Marga is committed to implementing GCG (Good
antaranya melalui keterbukaan informasi dan komunikasi Corporate Governance) values, including through openness
baik secara internal maupun eksternal, baik pemegang saham in both internal and external communication, with
maupun masyarakat umum. Pengelolaan dan Keterbukaan shareholders and the general public alike. Managing and
akan informasi tentang Perseroan sangat penting dalam disclosing information about the Company is crucial in
membangun citra Perseroan di mata publik khususnya para building the Company’s image in the eyes of the public,
stakeholder. Oleh karenanya Perseroan berupaya untuk especially stakeholders. Therefore, the Company strives to
memberikan informasi yang aktual dan bermanfaat dengan provide current and beneficial information while adhering to
memperhatikan ketentuan terkait data Perseroan yang regulations regarding confidential Company data.
tergolong rahasia.
Sepanjang tahun 2024, komunikasi dengan pemegang saham Throughout 2024, communication with existing and potential
yang ada maupun pemegang saham potensial, baik investor shareholders, both foreign and local investors, was carried
asing maupun lokal, dilakukan sebanyak 96 (sembilan puluh out 96 (ninety-six) times through activities such as One-on-
enam) kali melalui kegiatan seperti One-on-One Meeting, One Meetings, Group Meetings, Non-Deal Roadshows, Analyst
Group Meeting, Non-Deal Roadshow, Analyst Meeting, dan Meetings, and Conferences.
Conference.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 707
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Public Expose Public Expose
Sesuai dengan Peraturan Bursa Efek Jakarta No. KEP- In accordance with the Jakarta Stock Exchange Regulation No.
306/BEJ/07-2004 Peraturan No. I-E tentang Kewajiban KEP-306/BEJ/07-2004, Regulation No. I-E on the Obligation
Penyampaian lnformasi, pada tanggal 28 Agustus 2024 Jasa of Information Disclosure, on August 28, 2024, Jasa Marga
Marga telah melaksanakan Public Expose Live 2024 yang held its Public Expose Live 2024, organized by the Indonesia
diselenggarakan oleh Bursa Efek Indonesia secara digital Stock Exchange, which was conducted digitally through a
melalui media webinar Zoom Meeting. Perseroan mengundang Zoom Meeting webinar. The company invited shareholders
para pemegang saham dan masyarakat luas dalam Public and the general public to participate in the Public Expose,
Expose Jasa Marga dimaksud yang menghadirkan narasumber which featured the company’s speakers: Pramitha Wulanjani,
Perseroan yaitu Direktur Keuangan dan Manajemen Risiko Director of Finance and Risk Management; M. Agus Setiawan,
Pramitha Wulanjani, Direktur Pengembangan Usaha M. Agus Director of Business Development; Reza Febriano, Director of
Setiawan, Direktur Bisnis Reza Febriano, Corporate Secretary Business; Nixon Sitorus, Corporate Secretary & CAO; Haning
& CAO Nixon Sitorus, Corporate Finance and Investor Relations Pangastuty, Senior Group Head of Corporate Finance and
Senior Group Head Haning Pangastuty, dan Investor Relations Investor Relations; and Putri Nadya, Investor Relations.
Putri Nadya.
Penyelenggaraan Public Expose telah sesuai dengan ketentuan The organization of the Public Expose complied with the
Peraturan Bursa Efek Jakarta No. KEP-306/ BEJ/07-2004 provisions of the Indonesia Stock Exchange Regulation No.
Peraturan No. I-E tentang Kewajiban Penyampaian lnformasi. KEP-306/BEJ/07-2004 Regulation No. I-E on Information
Rincian mengenai pelaksanaan Public Expose yang dihadiri Disclosure Obligations. Details regarding the Public Expose
para pemegang saham dan masyarakat ini telah disampaikan attended by shareholders and the public were submitted
dalam Laporan Pelaksanaan Public Expose 2024 kepada Bursa in the Public Expose 2024 Implementation Report to the
Efek Indonesia melalui surat No. AB.HM.02.04.321 tanggal 30 Indonesia Stock Exchange through letter No. AB.HM.02.04.321
Agustus 2024 dan laporan tersebut dapat diakses pada situs dated August 30, 2024, and the report can be accessed on
web Bursa Efek Indonesia dan Perseroan. the websites of both the Indonesia Stock Exchange and the
company.
Korespondensi Perseroan Corporate Correspondence
Hubungan surat menyurat Perseroan dengan seluruh The correspondence between the Company and all
pemangku kepentingan dilakukan oleh Corporate Secretary. stakeholders is conducted by the Corporate Secretary.
Penyediaan informasi dan komunikasi bagi Pemegang Saham Information and communication for shareholders and
dan pemangku kepentingan dapat lebih lanjut diakses melalui stakeholders can be accessed through various means,
banyak cara, antara lain: including:
Pusat Informasi Lalu Lintas dan Pelayanan Lainnya
Center for Traffic Information and Other Services
Jasa Marga Tollroad Command Center
Alamat Kantor Pusat | Head Office Address
One Call Center 24 Jam/Hours: 14080
Plaza Tol Taman Mini Indonesia Indah
Mobile Apps Travoy
Jakarta 13550 Indonesia
Official Jasa Marga
Telepon | Phone : 021 8413630, 021 8413626
PT Jasa Marga-Persero Tbk
Email | Email : ppid@jasamarga.co.id
@official.jasamarga
investor.relations@jasamarga.co.id
@official.jasamarga
Situs Web Perusahaan : www.jasamarga.com
Company Website @PTJASAMARGA (khusus informasi lalu lintas)
(dedicated for traffic Information)
@OFFICIAL_JSMR (untuk informasi umum lainnya)
(for other general information)
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kode Etik
Code of Ethics
Dalam pengembangan GCG, Jasa Marga telah merumuskan In the development of GCG, Jasa Marga has formulated various
berbagai kebijakan yang menyangkut etika Perseroan. Jasa policies concerning the Company’s ethics. Jasa Marga strives
Marga mengupayakan penerapan standar etika terbaik dalam to apply the best ethical standards in conducting all of its
menjalankan segenap aktivitas bisnisnya sesuai dengan Visi, business activities in accordance with the Vision, Mission, and
Misi, dan budaya yang dimiliki melalui implementasi Etika culture it possesses through the implementation of Business
Usaha dan Etika Kerja. Ethics and Work Ethics.
Tahun 2024, telah dilakukan penyesuaian-penyesuaian In 2024, adjustments were made to various Company policies,
terhadap berbagai kebijakan Perseroan, di antaranya dalam including in the context of implementing SNI ISO 37001 on
rangka penerapan SNI ISO 37001 tentang Sistem Manajemen Anti-Bribery Management Systems (SMAP). The Company
Anti Penyuapan (SMAP), Perseroan melakukan penyesuaian made adjustments to the Code of Conduct and obtained
terhadap Pedoman Perilaku (Code of Conduct) dan telah approval through Board of Directors Decision No. 46.1/
dilakukan pengesahan melalui Keputusan Direksi No. 46.1/ KPTS/2024 regarding the Code of Conduct of PT Jasa Marga
KPTS/2024 tentang Pedoman Perilaku (Code of Conduct) PT (Persero) Tbk.
Jasa Marga (Persero) Tbk.
Pokok-Pokok Kode Etik Key Points of the Code of Conduct
Pedoman perilaku Perseroan mengatur kebijakan nilai- nilai The company’s code of conduct outlines policies on ethical
etis yang dinyatakan secara eksplisit sebagai suatu standar values explicitly stated as behavioral standards to be followed
perilaku yang harus dipedomani oleh seluruh Insan Jasa by all employees of Jasa Marga.
Marga.
Pedoman Perilaku (Code of Conduct) berisi hal-hal sebagai The Code of Conduct includes the following sections:
berikut:
1. Bab I Ketentuan Umum 1. Chapter I General Provisions
2. Bab II Tata Kelola Perusahaan yang Baik (Good Corporate 2. Chapter II Good Corporate Governance (GCG)
Governance) atau GCG
3. Bab III Etika Usaha Perusahaan 3. Chapter III Business Ethics
4. Bab IV Etika Kerja Insan Jasa Marga 4. Chapter IV Work Ethics of Jasa Marga Employees
5. Bab V Penegakan dan Pelaporan 5. Chapter V Enforcement and Reporting
6. Bab VI Ketentuan Lain-Lain 6. Chapter VI Other Provisions
7. Bab VII Penutup 7. Chapter VII Closing
Prinsip-Prinsip Good Corporate Governance (GCG)
Principles of Good Corporate Governance (GCG)
Transparansi (Transparency), Akuntabilitas (Accountability), Bertanggung Jawab (Responsibility),
Kemandirian (Independency),
Transparency, Accountability, Responsibility, (Independency, Fairness.
Pedoman Perilaku
Code of Conduct
Berdasarkan Keputusan Direksi No. 46.1/KPTS/2024 tentang Pedoman Perilaku (Code of Conduct) PT Jasa Marga (Persero) Tbk
Based on the Board of Directors Decision No. 46.1/KPTS/2024 regarding the Code of Conduct of
PT Jasa Marga (Persero) Tbk.
Etika
Ethics
Nilai dan norma moral yang menjadi pegangan bagi seseorang atau suatu kelompok dalam mengatur tingkah lakunya.
The values and moral norms that serve as a guide for an individual or a group in regulating their behavior
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 709
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Etika Usaha Perseroan Etika Kerja Insan Jasa Marga
Etika Usaha Perseroan Etika Kerja Insan Jasa Marga
Sistem nilai atau norma yang dijabarkan dari filosofi pendirian Sistem nilai atau norma yang dianut oleh setiap
Perseroan dan yang dianut oleh Perseroan sebagai acuan Perseroan Pimpinan dan Karyawan dalam melaksanakan
serta manajemennya untuk berhubungan dengan lingkungannya, tugasnya termasuk etika hubungan antar Karyawan
baik internal maupun eksternal (Stakeholder) dan Perseroan.
The system of values or norms derived from the company’s The value system or norms embraced by every
founding philosophy, which is adopted by the company as a Leader and Employee in carrying out their duties,
reference for the company and its management in interacting with including the ethics of relationships between
its environment, both internal and external (Stakeholders). Employees and the Company.
1. Kepatuhan Terhadap Peraturan Perundang Undangan. 1. Komitmen Insan Jasa Marga.
2. Penanganan Gratifikasi dan Manajemen Anti Penyuapan. 2. Menjaga Nama Baik Perseroan.
3. Kepedulian Terhadap Kesehatan dan Keselamatan Kerja. 3. Menjaga Hubungan Baik antar Insan Jasa Marga.
4. Pemberian Kesempatan yang Sama kepada Karyawan untuk 4. Menjaga Kerahasiaan Perusahaan.
Mendapatkan Pekerjaan, Promosi dan Pemberhentian Kerja. 5. Menjaga dan Menggunakan Aset Perseroan.
5. Standar Etika dalam Berhubungan dengan Stakeholders: 6. Menjaga Keselamatan, Kesehatan dan Lingkungan
• Hubungan dengan Insan Jasa Marga. Kerja.
• Hubungan dengan Pemerintah. 7. Perilaku Asusila, Narkotika, Obat Terlarang, Perjudian
• Hubungan dengan Pemegang Saham. dan Merokok.
• Hubungan dengan Pengguna Jalan Tol dan Pelanggan Lainnya. 8. Melakukan Pencatatan Data Perusahaan dan
• Hubungan dengan Mitra Usaha Penyusunan Laporan.
• Hubungan dengan Pesaing. 9. Menghindari Terjadinya Konflik Kepentingan Pribadi
• Hubungan dengan Kreditur/Investor. (Insider Trading).
• Hubungan dengan Pemasok/Kontraktor. • Komitmen Penanganan Gratifikasi.
• Hubungan dengan Masyarakat dan Lingkungan Sekitar. • Penolakan Gratifikasi
• Hubungan dengan Media Massa. • Pemberian Gratifikasi
• Hubungan dengan Anak Perusahaan. 10. Penerimaan Gratifikasi
1. Compliance with Laws and Regulations. 11. Kewajiban Laporan Harta Kekayaan Penyelenggara
2. Gratification Handling. Negara (LHKPN).
3. Concern for Occupational Health and Safety. 12. Tidak Memanfaatkan Posisi untuk Kepentingan
4. Providing Equal Opportunities to Employees to Obtain Work, Pribadi (Benturan Kepentingan).
Promotion, and Termination. 13. Aktivitas Politik.
5. Ethical Standards in Dealing with Stakeholders: 14. Hak Atas Kekayaan Intelektual (Intellectual Property
• Relationship with Jasa Marga People. Right)
• Relations with the Government. 15. Standar Etika Jajaran Manajemen dan Karyawan
• Relationship with Shareholders. • Perilaku sebagai Atasan terhadao Bawahan
• Relations with Toll Road Users and Other Customers. • Perilaku sebagai Bawahan terhadap Atasan
• Relationship with Business Partners • Perilaku sebagai Rekan Kerja
• Relationships with Competitors. 1. Commitment of Jasa Marga Personnel.
• Relationship with Creditors/Investors. 2. Maintaining the Good Name of the Company.
• Relationship with Suppliers/Contractors. 3. Maintaining Good Relations between Jasa Marga
• Relations with the Community and Surrounding Environment. Personnel.
• Relations with Mass Media. 4. Maintain Company Confidentiality.
• Relationship with Subsidiaries. 5. Maintain and Use Company Assets.
6. Maintaining Safety, Health and Work Environment.
7. Immoral Behavior, Narcotics, Illegal Drugs, Gambling
and Smoking.
8. Recording Company Data and Preparing Reports.
9. Avoiding Personal Conflicts of Interest (Insider
Trading).
• Commitment to Handling Gratuities
• Rejection of Gratuities
• Provision of Gratuities
10. Gratification Handling.
11. Obligation to Report on the Assets of State
Administrators (LHKPN).
12. Not using position for personal gain (conflict of
interest).
13. Political Activities.
14. Intellectual Property Rights
15. Ethical Standards for Management and Employees
• Behavior as a Supervisor toward Subordinates
• Behavior as a Subordinate toward Supervisors
• Behavior as a Colleague toward Co-workers
710 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengungkapan Kepatuhan Bahwa Kode Etik Disclosure of Compliance that the Code
Berlaku Bagi Seluruh Level Organisasi of Conduct Applies to All Levels of the
Organization
Pedoman Perilaku (Code of Conduct) telah disahkan melalui The Code of Conduct has been ratified through Board of
Keputusan Direksi No. 46.1/KPTS/2024 tentang Pedoman Directors Decision No. 46.1/KPTS/2024 concerning the
Perilaku (Code of Conduct) PT Jasa Marga (Persero) Tbk. Code of Conduct Guidelines of PT Jasa Marga (Persero) Tbk.
Pedoman Perilaku ini berlaku bagi seluruh Insan Jasa Marga di This Code of Conduct applies to all Jasa Marga Individuals
semua level organisasi, mulai dari Dewan Komisaris, Direksi, at all levels of the organization, ranging from the Board of
karyawan Perseroan, karyawan yang ditugaskan di Anak Commissioners, Directors, Company employees, employees
Perusahaan dan instansi lainnya, serta personil lain yang assigned to Subsidiaries and other agencies, as well as other
secara langsung bekerja untuk dan atas nama Perseroan. personnel directly working for and on behalf of the Company.
Penandatanganan Pakta Integritas, Signing of Integrity Pacts, Integrity
Deklarasi Integritas dan Pernyataan Declarations, and Conflict of Interest
Benturan Kepentingan Statements
Setiap Insan Jasa Marga telah menandatangani Pakta Each Jasa Marga Individual has signed Integrity Pacts,
Integritas, Deklarasi Integritas, dan Pernyataan Benturan Integrity Declarations, and Conflict of Interest Statements as
Kepentingan sebagai bentuk komitmen penerapan GCG a commitment to implementing Good Corporate Governance
dan Sistem Manajemen Anti Penyuapan dalam operasional (GCG) and Anti-Corruption Management Systems in the
Perseroan. Persentase penandatanganan komitmen Code of Company’s operations. The percentage of Code of Conduct
Conduct oleh Insan Jasa Marga adalah sebanyak 100%. commitment signings by Jasa Marga Individuals is 100%.
Sosialisasi dan Penyebarluasan Kode Etik Socialization and Dissemination of the
Code of Conduct
Pedoman Perilaku diungkapkan dan/atau disebarkan kepada The Code of Conduct is disclosed and/or disseminated to
semua insan Perseroan melalui berbagai media yang dimiliki all Company individuals through various media owned by
Perseroan, termasuk melalui teknologi informasi yang dapat the Company, including through information technology
diakses oleh semua pegawai dengan mudah setiap saat. accessible to all employees easily at any time. Periodically,
Secara periodik, Direksi menyampaikan Memo dan/atau Surat the Board of Directors delivers Memos and/or Circular Letters
Edaran tentang pelaksanaan etika bisnis kepada segenap regarding the implementation of business ethics to all
insan Perseroan. Company individuals.
Upaya Penerapan dan Penegakan Kode Etik Efforts in Implementing and Enforcing the
Code of Conduct
Untuk mewujudkan perilaku Insan Jasa Marga yang To realize Jasa Marga individuals’ behavior based
berlandaskan etika bisnis, terdapat sejumlah inisiatif strategis on business ethics, several strategic initiatives are
yang dilakukan, antara lain melalui: undertaken, including:
1. Komitmen Direksi dan Dewan Komisaris serta Karyawan 1. Commitment of the Directors and Board of Commissioners
untuk menerapkan Tata Kelola Perusahaan yang Baik as well as Employees to implement Good Corporate
dalam setiap langkah Perseroan, yang tertuang dalam Governance in every step of the Company, as stipulated
Pakta Integritas yang diperbaharui setiap awal tahun. in the Integrity Pact renewed every year.
2. Keteladanan Pimpinan dengan memberi contoh sikap 2. Leadership exemplification by setting an example
dan perilaku yang tidak bertentangan dengan kebijakan of attitude and behavior that is not contrary to the
dan Peraturan Perusahaan mengenai Tata Kelola Company’s policies and regulations regarding Good
Perusahaan yang Baik. Corporate Governance.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 711
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Upaya penegakan Pedoman Perilaku dilakukan dengan Enforcement efforts of the Code of Conduct are carried out
beberapa cara, di antaranya: through various methods, including
1. Penandatanganan Pakta Integritas, Deklarasi Integritas, 1. Signing of Integrity Pacts, Integrity Declarations,
dan Pernyataan Benturan Kepentingan seluruh Insan and Conflict of Interest Statements by all Jasa Marga
Jasa Marga yang diperbaharui setiap tahun. individuals renewed annually.
2. Sosialisasi melalui media internal Perseroan (Miles 2. Internal media socialization within the Company (Miles
Magazine). Magazine).
3. Pelaporan Laporan Harta Kekayaan Penyelenggara 3. Reporting of State Official Wealth Statements (LHKPN)
Negara (LHKPN) sampai dengan tingkat Department up to the Department Head level.
Head. 4. Reporting of Gratifications to the Corruption Eradication
4. Pelaporan Gratifikasi kepada KPK dan kerja sama Program Commission (KPK) and cooperation with the Gratification
Pengendalian Gratifikasi dengan KPK. Control Program with the KPK.
5. Pembentukan Unit Pengendali Gratifikasi Jasa Marga 5. Formation of the Jasa Marga Gratification Control Unit
di Governance and Compliance Department, Legal & in the Governance and Compliance Department, Legal &
Compliance Group. Compliance Group.
6. Publikasi larangan gratifikasi dan Whistleblowing System 6. Publication of gratification prohibition and
di media sosial dan website. Whistleblowing System on social media and the website.
Jenis Sanksi untuk Masing-masing Jenis Types of Sanctions for Each Type of
Pelanggaran yang Diatur dalam Kode Etik Violation Regulated in the Code of Conduct
Setiap Insan Jasa Marga yang terbukti melakukan pelanggaran Any Jasa Marga individual found to have violated the Code
terhadap Kode Etik akan diberikan sanksi sesuai dengan of Conduct will be subject to sanctions according to the
peraturan dan ketentuan yang berlaku di Perseroan yaitu regulations and provisions applicable in the Company, namely
Keputusan Direksi No. 168/KPTS/20204 tanggal 26 Agustus Board of Directors Decision No. 168/KPTS/2024 dated August
2024 tentang Pembinaan Karyawan. 26, 2024 concerning Employee Development.
Sanksi bagi karyawan yang melakukan pelanggaran Sanctions for employees found to have violated are
ditetapkan oleh Direksi setelah mendapat laporan dari atasan determined by the Directors after receiving reports from the
langsung karyawan yang bersangkutan. Direksi dan Dewan immediate supervisor of the respective employee. The Board
Komisaris memutuskan pemberian tindakan pembinaan, of Directors and Board of Commissioners decide on corrective
sanksi disiplin dan/atau tindakan lainnya serta pencegahan actions, disciplinary sanctions, and/or other actions as well as
yang harus dilaksanakan oleh atasan langsung di lingkungan prevention measures to be implemented by the immediate
masing-masing. supervisor in their respective environments.
Tabel Bentuk Hukuman dan Sanksi
Table of Punishment Level and Sanction
Bentuk Hukuman Jenis Sanksi
Punishment Level Type of Sanction
Hukuman Disiplin Ringan Surat Peringatan Pertama, Surat Peringatan Kedua dan Surat Peringatan
Light Disciplinary Punishment Ketiga secara berurutan
First Warning Letter, Second Warning Letter, and Third Warning Letter in
sequence.
Hukuman Disiplin Sedang Surat Peringatan Pertama dan Terakhir (SPP&T)
Moderate Disciplinary Punishment First and Final Warning Letter (SPP&T)
Hukuman Disiplin Berat Pemutusan Hubungan Kerja (PHK)
Severe Disciplinary Punishment Employment Termination (PHK)
Sanksi bagi Direksi dan Dewan Komisaris yang melakukan Sanctions for violations by the Board of Directors and Board
pelanggaran diputuskan oleh Pemegang Saham. Sanksi of Commissioners are decided by the Shareholders. Sanctions
bagi mitra kerja atau stakeholders lain yang melakukan for business partners or other stakeholders who commit
pelanggaran adalah sesuai ketentuan sebagaimana yang violations are in accordance with the provisions as stipulated
tertuang dalam kontrak. Apabila terkait dengan tindak pidana in the contract. If related to criminal acts, they may be
dapat diteruskan kepada pihak yang berwajib. forwarded to the relevant authorities.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Jumlah Pelanggaran Kode Etik Beserta Number of Violations of the Code of
Sanksi yang Diberikan Conduct and Sanctions Imposed
Sepanjang tahun 2024, Jasa Marga tidak mencatat adanya Throughout the year 2024, Jasa Marga did not record any
pelanggaran atas kode etik maupun sanksi yang diberikan violations of the code of conduct or sanctions imposed,
atas pelanggaran kode etik, hal ini mencerminkan tingginya reflecting the high understanding of Jasa Marga individuals
pemahaman Insan Jasa Marga akan pentingnya kode etik. regarding the importance of the code of conduct.
Tren Penerapan Kode Etik Trend of Code of Conduct Implementation
Dalam kurun waktu 5 (lima) tahun terakhir, pelanggaran kode Over the past 5 (five) years, violations of the code of
etik di dalam Perseroan menunjukan hasil yang sangat baik, conduct within the Company have shown very good
dapat dilihat pada tabel berikut ini: results, as can be seen in the following table:
Tabel Jumlah Pelanggaran Kode Etik
Table of Code of Ethics Violations
Tahun Jumlah Pelanggaran Kode Etik
Year Total Violations against Code of Ethics
2024 -
2023 -
2022 -
2021 -
2020 -
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 713
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kebijakan Anti Korupsi/Anti Fraud dan
Sosialisasinya
Anti Corruption/Anti Fraud Policy and Socialization
Dalam upaya mendukung Jasa Marga dalam menerapkan In an effort to support Jasa Marga in implementing the
prinsip Tata Kelola Perusahaan yang Baik, Jasa Marga juga principles of Good Corporate Governance, Jasa Marga is also
berkomitmen untuk melakukan pemberantasan Korupsi, committed to combating Corruption, Collusion, and Nepotism
Kolusi, dan Nepotisme (KKN) melalui pembuatan kebijakan (CCN) through the establishment of anti-corruption/anti fraud
anti korupsi/anti fraud. policies.
Kebijakan Perseroan terkait Anti Korupsi/Anti Fraud telah The Company’s policies related to Anti-Corruption/Anti-Fraud
diatur dalam: areregulated in:
1. Pedoman Tata Kelola Perusahaan (Code of Corporate 1. Code of Corporate Governance;
Governance);
2. Pedoman Perilaku (Code of Conduct); 2. Code of Conduct;
3. Pedoman Penanganan Gratifikasi; 3. Gratification Handling Guidelines;
4. Pedoman Whistleblowing System; 4. Whistleblowing System Guidelines;
5. Pedoman Benturan Kepentingan; 5. Conflict of Interest Guidelines;
6. Kebijakan Anti Penyuapan; 6. Anti-Bribery Policy;
7. Manual Sistem Manajemen Anti Penyuapan (SMAP); 7. Anti-Bribery Management System (ABMS) Manual;
8. Pedoman Laporan Harta Kekayaan Penyelenggara 8. State Officials’ Wealth Report Guidelines (LHKPN);
Negara (LHKPN);
9. Pedoman Strategi Anti Fraud. 9. Anti-Fraud Strategy Guidelines.
Pelatihan dan Sosialisasi Anti Korupsi/Anti Anti-Corruption/Anti-Fraud Training and
Fraud Socialization
Dalam memberikan pemahaman dan pembekalan In providing understanding and knowledge about Corruption
pengetahuan mengenai Korupsi beserta turunannya, and its derivatives, the Company provides training and
Perseroan memberikan pelatihan dan sosialisasi bagi Insan socialization for Jasa Marga individuals periodically. During
Jasa Marga secara berkala. Selama tahun 2024, sosialisasi dan the year 2024, socialization and training related to anti-
pelatihan terkait Anti Korupsi/Anti Fraud dapat dilihat pada corruption/anti-fraud can be seen in the table below:
tabel di bawah ini:
Tabel Pelatihan Anti Korupsi/Anti Fraud
Table of Anti-Corruption/Anti-Fraud Training
Tanggal Pelatihan Nama Pelatihan Penyelenggara
No
Training Date Training Name Organizer
1. 24 April 2024 Kasus Korupsi yang Ditangani KPK yang Bersumber dari WBS PT Jasa Marga (Persero) Tbk
April 24, 2024 Corruption Cases Handled by the KPK Originating from WBS
2. 24-25 April 2024 1. Duta Anti Korupsi/Anti Fraud Boot Camp: Jasa Marga bekerja sama
April 24-25, 2024 2. Memahami untuk Membasmi Fraud dengan PT Mitra Juang
3. Mencegah Potensi Suap: Gratifikasi, Penyuapan, Pemerasan, dan Mandiri (Sustain)
Konflik Kepentingan Jasa Marga is working
1. Anti-Corruption/Anti-Fraud Ambassador Boot Camp: together with PT Mitra
2. Understanding to Eradicate Fraud Juang Mandiri (Sustain)
3. Preventing Potential Bribery: Gratuities, Bribery, Extortion, and
Conflicts of Interest
3. 16-17 Oktober 2024 Awareness SMAP PT TÜV SÜD Indonesia
October 16-17, 2024 SMAP Awareness
4. 11 Desember 2024 1. Mitigasi Fraud Sebagai Upaya Pencegahan Korupsi PT Jasa Marga (Persero) Tbk
December 11, 2024 2. Strategi Lawan Precursor Fraud
1. Mitigation Fraud as an Effort to Prevent Corruption
2. Opponent Strategy Precursor Fraud
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tabel Sosialisasi Anti Korupsi / Anti-Fraud
Total Anti-Corruption/ Anti-Fraud Socialization
Tanggal Sosialisasi Judul/Tema Tempat/Media
No.
Date of Socialization Title/ Theme Place/Media
1. 09 Januari 2024 Sosialisasi Pengendalian Gratifikasi Roll Banner
January 09, 2024 Socialization of Gratification Control
2. 13 September 2024 Pelaporan Gratifikasi Melalui Aplikasi JM-Click Menu “Lapor Daring/Webinar
September 13, 2024 Gratifikasi”
Reporting Gratification Through the JM Application - Click the
“Report Gratification” Menu
3. 11 Desember 2024 Peluncuran Pedoman Strategi Anti Fraud Jasa Marga The Ritz-Carlton Jakarta
December 11, 2024 Launching of Jasa Marga Anti-Fraud Strategy Guidelines Pacific Place
Program dan Prosedur Penanganan Anti Anti-Corruption/Anti-Fraud Programs and
Korupsi/Anti Fraud Procedures
Jasa Marga memiliki komitmen yang besar untuk menciptakan Jasa Marga is deeply committed to creating a clean and free
operasional Perseroan yang bersih dan bebas Kolusi, Korupsi from Corruption, Collusion, and Nepotism (CCN) operational
dan Nepotisme (KKN). Salah satu wujud dari komitmen environment. As a manifestation of this commitment, in 2020
tersebut, pada tahun 2020 Perseroan mengimplementasikan the Company implemented SNI ISO 37001 on the Anti-Bribery
SNI ISO 37001 tentang Sistem Manajemen Anti Suap (SMAP), Management System (SMAP), and enforced the Anti-Fraud
dan memberlakukan Pedoman Strategi Anti Fraud berdasarkan Strategy Guidelines based on the Decree of the Board of
Keputusan Direksi PT Jasa Marga (Persero) Tbk Nomor 248/ Directors of PT Jasa Marga (Persero) Tbk No. 248/KPTS/2024
KPTS/2024 tentang Pedoman Strategi Anti Fraud PT Jasa Marga concerning the Anti-Fraud Strategy Guidelines of PT Jasa
(Persero) Tbk. Penerapan Pedoman ini dilakukan sebagai Marga (Persero) Tbk. The implementation of these Guidelines
upaya pencegahan dan perbaikan berkelanjutan terhadap is carried out as an effort to prevent and continuously improve
sistem pengendalian internal. Disamping itu Perseroan juga the internal control system. Additionally, the Company also
melaksanakan Pengendalian dan Pengelolaan Gratifikasi. conducted Control and Management of Gratification.
Terkait dengan implementasi standar baru tersebut, Perseroan In relation to the implementation of these new standards, the
telah melakukan penyesuaian terhadap kebijakan internal Company has made adjustments to internal policies related
yang terkait dengan upaya untuk menciptakan organisasi to efforts to create an organization that is clean and free from
yang bersih dan bebas KKN. CCN.
Jasa Marga membentuk Fungsi Kepatuhan Anti Penyuapan Jasa Marga has established the Anti-Bribery Compliance
(FKAP) pada Unit Kerja Internal Audit Group untuk mengawasi Function (ABCF) within the Internal Audit Group to oversee
rancangan dan implementasi SMAP. Bersama dengan Unit Kerja the design and implementation of ABMS. Together with the
Kantor Pusat, Regional Metropolitan dan Regional Nusantara, Central Office, Metropolitan Regional, and Nusantara Regional
FKAP melakukan penilaian atas potensi risiko penyuapan Work Units, ABCF assesses the potential bribery risks faced by
yang akan dihadapi oleh Perseroan serta untuk mengevaluasi the Company and evaluates the adequacy and effectiveness
kesesuaian dan efektivitas kontrol yang terdapat di Perseroan of controls within the Company to reduce identified bribery
guna mengurangi risiko penyuapan yang teridentifikasi. risks.
Secara periodik tiap triwulan, unit-unit kerja akan melaporkan On a quarterly basis, the work units will report all activities
semua kegiatan yang berkaitan dengan hal- hal yang related to the following matters:
tercantum di bawah ini:
1. Praktik pemberian dan/atau penerimaan hadiah dan/ 1. Practices of giving and/or receiving gifts and/or
atau hiburan; entertainment;
2. Praktik pemberian dan/atau penerimaan sponsorship; 2. Practices of giving and/or receiving sponsorship;
3. Praktik pemberian sumbangan; 3. Practices of giving contributions;
4. Benturan kepentingan; 4. Conflict of interest;
5. Aktivitas uji kelayakan pada karyawan, mitra kerjasama, 5. Feasibility testing activities on employees, cooperation
dan penyedia barang/jasa Perseroan. partners, and providers of goods/services for the Company.
6. Laporan tersebut akan dievaluasi dan dilaporkan kepada 6. These reports will be evaluated and reported to the
Direktur Utama dan Komisaris. President Director and the Board of Commissioners.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 715
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Selain dilakukan oleh FKAP, Direktur Utama juga membentuk In addition to the efforts of ABCF, the President Director also
Tim Audit Internal SMAP secara ad hoc dalam rangka forms an ad hoc Anti-Bribery Internal Audit Team in order to
pengawasan atas implementasi SMAP sebagai garis pertahanan supervise the implementation of ABMS as the third line of
ketiga. Tim akan menyiapkan laporan audit internal yang defense. The team will prepare internal audit reports outlining
menguraikan temuan yang ditemukan, menentukan tindakan the findings, determine corrective actions appropriate for
korektif yang sesuai untuk setiap temuan, menyampaikan each finding, deliver internal audit reports, and monitor the
laporan audit internal, serta melakukan pemantauan atas achievement of recommended corrective actions.
pencapaian tindakan korektif yang direkomendasikan.
Perseroan juga memiliki Duta Anti Korupsi/Anti Fraud yang The company also has an Anti-Corruption/Anti-Fraud
anggotanya berasal dari perwakilan Kantor Pusat, Regional Ambassador, whose members are representatives from
dan Anak Perusahaan, yang memiliki tugas dan tanggung the Head Office, Regions, and Subsidiaries. Their tasks
jawab antara lain menyusun perencanaan langkah-langkah and responsibilities include, among others, developing
preventif untuk mencegah terjadinya tindak korupsi bersama preventive measures to avoid corruption, in collaboration
Pimpinan yang berdampak pada perilaku (behaviour) dan with leaders, which impact behavior and performance within
kinerja di lingkungan unit kerja masing-masing, mendorong their respective work units. They encourage behavior change
perubahan perilaku untuk menolak korupsi, melaksanakan to reject corruption, implement and document the results of
dan mendokumentasikan hasil kegiatan edukasi, sosialisasi educational and socialization activities, and raise employee
dan meningkatkan kesadaran karyawan, menjadi perwakilan awareness. They also represent their work unit or company to
Unit Kerja atau Perusahaannya untuk berkolaborasi dengan collaborate with law enforcement agencies and civil society
lembaga penegak hukum maupun organisasi Masyarakat organizations to enhance the effectiveness of corruption
untuk meningkatkan efektivitas pencegahan korupsi. Seluruh prevention. All programs implemented will be reported to the
program yang dilaksanakan nantinya akan dilaporkan kepada Internal Audit Group for a review of their effectiveness.
Internal Audit Group untuk dilihat kembali efektivitas program
tersebut.
Berkenaan dengan Anti Fraud, Perseroan menerapkan In relation to Anti Fraud, the Company implements Anti Fraud
Pedoman Strategi Anti Fraud yang keberlakuannya mencakup Strategy Guidelines, the application of which covers all of
seluruh proses bisnis Perseroan baik di Kantor Pusat, Regional, the Company’s business processes, both at the Head Office,
maupun Representative Office, serta diterapkan pada seluruh Regional Office, and Representative Office, and is applied at
jenjang organisasi Perseroan dan berlaku mengikat bagi: all levels of the Company’s organization and is binding for:
1. Seluruh Insan Jasa Marga; 1. All Jasa Marga employees;
2. Hubungan antara sesama Insan Jasa Marga; dan 2. Relationships between fellow Jasa Marga employees;
and
3. Hubungan antara Insan Jasa Marga dengan pihak ketiga, 3. The relationship between Jasa Marga personnel and
antara lain kontraktor, subkontraktor, vendor, dan pihak third parties, including contractors, subcontractors,
eksternal lainnya. vendors and other external parties.
Penerapan anti fraud dilandasi dengan prinsip integritas, tata The implementation of anti-fraud is based on the principles
perilaku, tata kelola perusahaan yang baik (Good Corporate of integrity, code of conduct, good corporate governance and
Governance) dan zero tolerance. zero tolerance.
Satuan Kerja Penerapan Pedoman Strategi Anti Fraud, terdiri The Anti-Fraud Strategy Guidelines Implementation Work
dari: Unit consists of:
1. Unit Kerja Penanggung Jawab Pedoman Strategi Anti 1. Work Unit Responsible for Anti-Corruption Strategy
Fraud; dan Guidelines Fraud; and
2. Unit Kerja Pelaksana Pedoman Strategi Anti Fraud. 2. Anti-Corruption Strategy Guidelines Implementation
Work Unit Fraud.
Atas pelaksanaan tugasnya, Unit Kerja Penanggung Jawab In carrying out its duties, the Work Unit Responsible for
Pedoman Strategi Anti Fraud melaksanakan pemantauan dan the Anti-Fraud Strategy Guidelines carries out monitoring
ealuasi atas setiap pelaksanaan Kebijakan Anti Fraud, dan and evaluation of each implementation of the Anti-Fraud
melaporkannya kepada Direksi dan Dewan Komisaris secara Policy, and reports it to the Board of Directors and Board
berkala setiap 6 (enam) bulan/semesteran. of Commissioners periodically every 6 (six) months/
semiannually.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pengendalian Gratifikasi
Gratification Control
Perseroan senantiasa mengutamakan pengelolaan bisnis The Company always prioritizes business management that
yang bebas dari Korupsi, Kolusi dan Nepotisme (KKN). Artinya, is free from Corruption, Collusion and Nepotism (KKN). This
pengelolaan bisnis Perseroan bukan hanya untuk mengejar means that the Company’s business management is not
keuntungan Perseroan semata, namun juga memperhatikan only about pursuing the Company’s profits, but also paying
prinsip-prinsip pengelolaan yang amanah, transparan dan attention to the principles of trustworthy, transparent and
akuntabel. accountable management.
Dalam praktik hubungan bisnis, hal yang sering terjadi dan In the practice of business relationships, something that
sering tak terhindarkan adalah adanya Gratifikasi dari satu often happens and is often unavoidable is gratification from
pihak kepada pihak lainnya. Meskipun demikian, Perseroan one party to another. However, the Company is aware of the
menyadari pentingnya pelaksanaan sikap yang tegas terhadap importance of implementing a firm attitude towards handling
penanganan Gratifikasi yang melibatkan Insan Jasa Marga. Gratification involving Jasa Marga Personnel.
Hal ini penting untuk dibudayakan di lingkungan Jasa Marga This is important to cultivate in the Jasa Marga environment
sebagai suatu proses pembelajaran bagi Insan Jasa Marga as a learning process for Jasa Marga Individuals who have
yang mempunyai harkat, martabat dan citra yang tinggi dalam high honor, dignity and image in business relationships with
hubungan bisnis dengan para Pemangku Kepentingan. Oleh Stakeholders. Therefore, it is necessary to regulate matters
sebab itu, perlu diatur hal-hal yang terkait dengan Gratifikasi related to Gratification and its reporting mechanisms within
dan mekanisme pelaporannya di lingkungan Perseroan. the Company.
Saat ini, Jasa Marga telah melakukan review dan update atas Currently, Jasa Marga has conducted a review and update of
kebijakan Pedoman Penanganan Gratifikasi sebagaimana the Gratification Handling Guidelines as stipulated in Board of
tertuang dalam Keputusan Direksi No. 118/KPTS/2022 tanggal Directors Decision No. 118/KPTS/2022 dated September 20,
20 September 2022. Pedoman Penanganan Gratifikasi selaras 2022. The Gratification Handling Guidelines are in line with
dengan Pedoman Tata Kelola Perusahaan (Code of Corporate the Code of Corporate Governance and the Code of Conduct
Governance) dan Pedoman Perilaku (Code of Conduct) serta as well as the prevailing values within the Company.
nilai-nilai yang berlaku di Perseroan.
Pengelolaan Pengendalian Gratifkasi Management of Gratification Controls
Suatu Gratifikasi akan berubah menjadi tindak pidana suap/ A Gratification will be transformed into bribery/illegal
Gratifikasi ilegal apabila memenuhi unsur-unsur sebagai Gratification if it meets the following elements:
berikut:
1. Gratifikasi tersebut berhubungan dengan wewenang/ 1. The Gratification is related to the authority/position of
jabatan Insan Jasa Marga di Perseroan, sehingga Jasa Marga individuals within the Company, which may
dapat menimbulkan benturan kepentingan yang create conflicts of interest affecting the independence,
mempengaruhi independensi, objektivitas, maupun objectivity, and professionalism of Jasa Marga
profesionalisme Insan Jasa Marga. individuals.
2. Gratifikasi tersebut tidak dilaporkan dalam jangka waktu 2. The Gratification is not reported within 30 (thirty)
30 (tiga puluh) hari kerja kepada Komisi Pemberantasan working days to the Corruption Eradication Commission
Korupsi (KPK) sejak tanggal penerimaan Gratifikasi. (KPK) from the date of receiving the Gratification.
Beberapa Kriteria Gratifikasi yang dianggap suap, antara lain Some Criteria for Gratification considered as bribery
sebagai berikut: include:
1. Uang atau setara uang yang diberikan kepada Insan 1. Money or equivalent money given to Jasa
Jasa Marga sebagai ucapan terima kasih dari pihak Margaindividuals as a token of appreciation from
lain, sehubungan dengan telah terpilihnya atau telah anotherparty, in connection with the selection or
selesainya suatu pekerjaan atau kegiatan lainnya dalam completionof a job or other activities in the performance
rangka pelaksanaan tugas dan jabatan Insan Jasa Marga of theduties and positions of the respective Jasa Marga
yang bersangkutan. individuals.
2. Pemberian tidak resmi dalam bentuk uang atau setara 2. Unofficial provision of money or equivalent moneyas a
uang sebagai tanda terima kasih yang diterima Insan Jasa token of appreciation received by Jasa Marga individuals
Marga dari pihak lain terkait dengan proses pemeriksaan from another party related to the processof examining
kelayakan pekerjaan atau proses persetujuan atau the feasibility of work or the approval ormonitoring
pemantauan atas pekerjaan pihak lain tersebut. process of the work of another party.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 717
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
3. Pemberian dalam bentuk apapun dari pihak lain 3. Provision in any form from another party in connection
sehubungan dengan kenaikan pangkat dan jabatan baru with promotions and new positions of Jasa Marga
Insan Jasa Marga yang biasanya dilakukan sebagai tanda individuals which is usually done as an introduction.
perkenalan.
4. Pinjaman dari Bank atau lembaga keuangan lainnya 4. Loans from Banks or other financial institutionsreceived
yang diterima karena hubungan pribadi, jabatan dan due to personal relationships, positions, andauthorities
kewenangan dari Insan Jasa Marga yang bersangkutan of the respective Jasa Marga individualsand does not
dan tidak berlaku bagi masyarakat umum. apply to the general public.
5. Kesempatan atau keuntungan termasuk jumlah/ 5. Opportunities or benefits including special interestrates/
persentase bunga khusus atau diskon komersial yang percentage or commercial discounts received byJasa
diterima Insan Jasa Marga karena hubungan pribadi atau Marga individuals due to personal relationshipsor
jabatan dan tidak berlaku bagi masyarakat umum. positions and does 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 respective JasaMarga
Jasa Marga yang bersangkutan, yang dilakukan di luar individuals, which is done outside and notrelated to
dan tidak berhubungan dengan tugas kedinasan. official duties.
7. Pemberian fasilitas transportasi, akomodasi, uang atau 7. Provision of transportation facilities, accommodation,
setara uang sehubungan dengan pelaksanaan tugas money or equivalent money in connection with the
dan kewajiban Insan Jasa Marga yang bersangkutan di performance of duties and obligations of the respective
Perseroan pihak lain, yang dilakukan berdasarkan pada Jasa Marga individuals at the Company of another party,
penunjukan langsung atau undangan dari pihak lain which is carried out based on direct appointment or
tersebut. invitation from the other party.
8. Pemberian hiburan, paket wisata, voucher, yang dilakukan 8. Provision of entertainment, tour packages,
terkait dengan pelaksanaan tugas dan kewajiban Insan vouchers,related to the performance of duties and
Jasa Marga di perusahaan pihak lain, yang tidak relevan obligations of Jasa Marga individuals in another company,
atau tidak ada hubungannya dengan maksud penugasan whichis irrelevant or unrelated to the assignment of the
Insan Jasa Marga tersebut. respective Jasa Marga individuals.
9. Jamuan makan, akomodasi dan fasilitas lainnya yang 9. Hospitality, accommodation, and other facilities provided
diberikan kepada Insan Jasa Marga oleh Pihak lain to Jasa Marga individuals by another party when
pada saat melakukan check on the spot untuk proses conducting a check on the spot for the inspection process
pemeriksaan tempat domisili kerja Pihak lain oleh tim of the domicile of the other party’s workplace by a team
yang ditugaskan oleh Jasa Marga. assigned by Jasa Marga.
10. Akomodasi, fasilitas, perlengkapan dan/atau voucher 10. Accommodation, facilities, equipment, and/orvouchers
termasuk dan namun tidak terbatas pada tiket pesawat, including but not limited to airline tickets,hotel
voucher hotel, olahraga, voucher hiburan yang dilakukan vouchers, sports, entertainment vouchers related to the
terkait dengan pelaksanaan tugas dan kewajiban Insan performance of duties and obligations of Jasa Marga
Jasa Marga di perusahaan Pihak lain yang tidak relevan/ individuals in another company that are irrelevant/not
tidak berhubungan dengan maksud penugasan Insan related to the intended assignment of the respective
Jasa Marga tersebut. Jasa Marga individuals.
11. Pemberian fasilitas biaya pengobatan gratis pada saat 11. Provision of free medical treatment facilities whenthe
Insan Jasa Marga yang bersangkutan berobat ke salah respective Jasa Marga individuals are treated at one of
satu rumah sakit yang oleh Pihak lain yang dilakukan pada the hospitals by the other party during the performance
saat pelaksanaan tugas dan kewajiban penugasannya. of duties and obligations of the assignment.
12. Pemberian kepada Insan Jasa Marga, sehubungan 12. Provision to Jasa Marga individuals, in connectionwith
dengan suatu perayaan, namun tidak terbatas pada a celebration, including but not limited to birthdays,
perayaan ulang tahun, pernikahan, kelulusan, khitanan weddings, graduations, circumcisions, and others,
dan lainnya, yang diberikan oleh Pihak lain, dengan given by another party, with its material valuein Rupiah
nilai materiilnya dalam mata uang Rupiah melebihi currency exceeding Rp1,000,000 (onemillion Rupiah).
Rp1.000.000 (satu juta rupiah).
718 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
13. Pemberian fasilitas berupa jasa boga/catering dari 13. Provision of catering services from another partywhen
Pihak lain pada saat Insan Jasa Marga yang bersangkutan the respective Jasa Marga individuals hold acelebration,
menggelar perayaan, termasuk namun tidak terbatas including but not limited to weddings,birthdays,
pada perayaan pernikahan, ulang tahun, kelulusan, graduations, circumcisions, and others.
khitanan dan lainnya.
14. Pemberian bingkisan/parsel dalam bentuk apapun 14. Gifts/parcels in any form given to Jasa Margaindividuals
kepada Insan Jasa Marga dari Pihak lain sehubungan from another party in connection withreligious holiday
dengan perayaan hari raya keagamaan. celebrations.
Yang termasuk dalam situasi yang tidak memungkinkan untuk Situations that are not possible to reject include:
menolak adalah sebagai berikut:
1. Jika Insan Jasa Marga tersebut tidak mengetahui 1. If the Jasa Marga individual is unaware of the execution,
pelaksanaan pemberiannya, waktu dan lokasi time, and location of the provision of the Gratification, as
diberikannya Gratifikasi, serta tidak mengetahui well as the identity and address of the Giver.
identitas dan alamat Pemberi.
2. Jika menurut pertimbangan logika yang wajar pada 2. If, in the consideration of reasonable logic in general,
umumnya, tindakan penolakan dapat menyebabkan refusal could disrupt the good relationship between Jasa
terganggunya hubungan baik antara Jasa Marga dengan Marga and the Giver. The provision is not in the form of
Pemberi. Pemberian tersebut bukan dalam bentuk uang money and/or equivalent money and/or securities with
dan/atau setara uang dan/atau surat berharga yang a value not exceeding Rp1,000,000 (one million Rupiah)
nilainya tidak melebihi Rp1.000.000 (satu juta rupiah) from each Giver.
dari masing-masing Pemberi.
Pengelola Laporan Gratifikasi Gratification Report Management
Berdasarkan Keputusan Direksi No. 118/KPTS/2022 tanggal Based on Board of Directors Decision No. 118/KPTS/2022
20 September 2022, Unit Pengendali Gratifikasi (UPG) Jasa dated September 20, 2022, the Gratification Control Unit
Marga adalah Corporate Secretary and Chief Administration (UPG) of Jasa Marga is the Corporate Secretary and Chief
Officer dalam hal ini Legal and Compliance Group Head, yaitu Administration Officer, specifically the Legal and Compliance
pada Governance & Compliance Department. Group Head, within the Governance & Compliance
Department.
Tugas dan Tanggung Jawab UPG Roles and Responsibilities of the UPG
1. Menerima, menganalisis dan mengadministrasikan 1. Receive, analyze, and administer reports of Gratification
laporan penerimaan Gratifikasi dari Insan Jasa Marga; received by Jasa Marga individuals;
2. Menerima dan mengadministrasikan laporan penolakan 2. Receive and administer reports of rejection of
gratifikasi dalam hal insan Jasa Marga melaporkan Gratification in cases where Jasa Marga individuals
penolakan gratifikasi; Meneruskan laporan penerimaan report the rejection of Gratification;
gratification kepada KPK;
3. Melaporkan rekapitulasi laporan penerimaan dan 3. Forward reports of Gratification received to the
penolakan Gratifikasi secara periodik kepada KPK; Corruption Eradication Commission (KPK);
4. Menyampaikan hasil pengelolaan laporan penerimaan 4. Present the results of managing reports of Gratification
dan penolakan Gratifikasi dan usulan kebijakan received and rejected and propose Gratification Control
Pengendalian Gratifikasi kepada pimpinan instansi; policies to the institution’s management;
5. Melakukan sosialisasi aturan Gratifikasi kepada pihak 5. Conduct socialization of Gratification regulations to
internal dan eksternal instansi; internal and external stakeholders;
6. Melakukan pemeliharaan barang Gratifikasi sampai 6. Maintain Gratification items until their status is
dengan adanya penetapan status barang tersebut; determined;
7. Melakukan pemantauan dan evaluasi penerapan 7. Monitor and evaluate the implementation of Gratification
Pengendalian Gratifikasi. Control.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 719
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Pelaporan Gratifikasi Gratification Reporting
Apabila terdapat penerimaan Gratifikasi di luar batasan, maka If there is a receipt of Gratification beyond the limits, then
Insan Jasa Marga wajib melaporkan hal tersebut melalui Unit Jasa Marga individuals are obliged to report it through
Pengendali Gratifikasi, yang kemudian akan diproses lebih the Gratification Control Unit, which will then be further
lanjut. Mekanisme penerimaan pelaporan gratifikasi adalah processed. The mechanism for reporting Gratification receipt
sebagai berikut: is as follows
1. Pelaporan melalui Unit Pengendali Gratifikasi yang 1. Reporting through the Gratification Control Unit by
dilakukan oleh Insan Jasa Marga yang menerima Jasa Marga individuals who receive Gratification must
Gratifikasi wajib disampaikan selambat-lambatnya 10 be submitted no later than 10 (ten) working days
(sepuluh) hari kerja sejak tanggal penerimaan Gratifikasi from the date of receipt of Gratification by the Jasa
oleh Insan Jasa Marga, dengan menggunakan form Margaindividual, using the reporting form. 10 (ten)
pelaporan. working days from the date of receipt of Gratification by
2. Untuk penerimaan yang merupakan barang yang Jasa Marga personnel, using the reporting form.
cepat kedaluwarsa (contoh: makanan dan minuman), 2. For receipts that are goods that expire quickly (for
maka dapat diserahkan kepada lembaga sosial dengan example: food and drinks), they can be handed over to
menyampaikan bukti tanda terima dari lembaga sosial social institutions by submitting proof of receipt from
tersebut kepada Unit Pengendali Gratifikasi. the social institution to the Gratification Control Unit.
3. Untuk penerimaan yang merupakan barang yang tidak 3. For receipts that are non-perishable goods (e.g., money,
cepat kadaluwarsa (contoh: uang, emas, dan lainnya), gold, and others), they must be stored in the Finance
wajib disimpan terlebih dahulu di Bagian Keuangan di Department within the working environment of the
lingkungan kerja Insan Jasa Marga yang bersangkutan, respective Jasa Marga individual until the ownership
sampai dengan ditentukannya status kepemilikan atas status of the receipt is determined by the Corruption
penerimaan tersebut oleh pihak Komisi Pemberantasan Eradication Commission (KPK), by providing proof of
Korupsi (KPK), dengan menyampaikan bukti tanda storage to the Gratification Control Unit.
penyimpanan kepada Unit Pengendali Gratifikasi.
4. Unit Pengendali Gratifikasi meneruskan laporan 4. Once the report of Gratification receipt has been
penerimaan Gratifikasi, kepada Komisi Pemberantasan submitted by the Gratification Control Unit to the
Korupsi (KPK) selambat-lambatnya 10 (sepuluh) hari Corruption Eradication Commission (KPK), Jasa Marga
kerja sejak tanggal diterimanya pelaporan Gratifikasi will follow the mechanism/procedure determined
oleh Unit Pengendali Gratifikasi secara lengkap. by the Corruption Eradication Commission (KPK)
for the determination of the ownership status of the
Gratification receipt.
5. Setelah disampaikannya laporan penerimaan 5. After the submission of the Gratification receipt report
Gratifikasi oleh Unit Pengendali Gratifikasi kepada by the Gratification Control Unit to the Corruption
Komisi Pemberantasan Korupsi (KPK), maka untuk Eradication Commission (KPK), then for the process of
proses penentuan atas Status kepemilikan penerimaan determining the ownership status of the Gratification
Gratifikasi tersebut, Perseroan akan mengikuti receipt, the Company will follow the mechanism/
mekanisme/prosedur yang ditetapkan oleh Komisi procedure established by the Corruption Eradication
Pemberantasan Korupsi (KPK). Commission (KPK).
720 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Bagan Mekanisme Pelaporan Penerimaan Gratifikasi
Scheme of Gratification Reporting Mechanism
Penerima/penolak Gratifikasi Unit Pengendali Gratifikasi
Recipient/Objector of Gratification Gratification Control Unit
10 (sepuluh) hari kerja sejak
Gratifikasi diterima/ditolak
10 (ten) business days after 10 (sepuluh) hari kerja sejak
the acceptance/rejection of Gratifikasi diterima/ditolak
gratification 10 (ten) business days after
the acceptance/rejection of
gratification
Rekapitulasi kepada KPK
Recapitulation to KPK
Mengikuti mekanisme yang
berlaku di KPK
Following Mechanism at KPK
Status penerimaan
Gratifikasi/Status
Unit Pengendali Gratifikasi melakukan
Penerimaan Pelaporan
penetapan status penerimaan/penolakan
Penolakan Gratifikasi
Gratification Control Unit Conduct
Status of gratification
Monitoring over the status of gratification
acceptance/Status of the
acceptance/rejection
Submission of Report
on the Rejection of
Gratification
Kegiatan Unit Pengendali Gratifikasi (UPG) Gratification Control Unit (UPG) Activities
Tahun 2024 in 2024
Sepanjang tahun 2024, Unit Pengendali Gratifikasi (UPG) Throughout the year 2024, the Gratification Control Unit
melaksanakan kegiatan sebagai upaya pengendalian (UPG) conducted activities as part of the gratification control
gratifikasi. Adapun kegiatan tersebut, yaitu : efforts. These activities included:
1. Publikasi Komitmen dan Implementasi Pengendalian 1. Publication of Commitment and Implementation of
Gratifikasi Gratification Control
Jasa Marga menerbitkan publikasi Komitmen dan Jasa Marga publishes the Commitment and
Impementasi Pengendalian Gratifikasi dan Sistem Implementation of Gratification Control and Anti-Bribery
Manajemen Anti Penyuapan sebagai realisasi komitmen Management System publication as a realization of
Perseroan dalam implementasi dan pengendalian the Company’s commitment to the implementation
gratifikasi yang disosialisasikan kepada pihak eksternal and control of gratification which is socialized to
Perseroan sebagai para Pemangku Kepentingan external parties of the Company as the Company’s
(stakehoders) Perseroan. Publikasi dimaksud dilakukan Stakeholders. The publication is carried out in the form
dalam bentuk Iklan di media massa dan media sosial, of Advertisements in mass media and social media,
yang diterbitkan menjelang HUT Jasa Marga, Idul Fitri which are published ahead of Jasa Marga’s Anniversary,
dan Nataru. Eid al-Fitr and Christmas and New Year.
2. Sosialisasi Terkait Pengendalian Gratifikasi 2. Socialization Regarding Gratification Control
Pada tahun 2024, dilakukan berbagai kegiatan sosialisasi In 2024, various socialization activities for Gratification
Pengendalian Gratifikasi, untuk memberikan pemahaman Control will be carried out, to provide understanding
dan pembekalan pengetahuan terkait gratifikasi dan and knowledge related to gratification and gratification
pelaporan gratifikasi. reporting.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 721
Page 722
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
3. Pelatihan Terkait Anti Korupsi/Anti Fraud 3. Anti-Corruption/Anti-Fraud Related Training
Selama tahun 2024, Perseroan menyelenggarakan During 2024, the Company will hold training by
pelatihan dengan menghadirkan beberapa narasumber presenting several speakers from credible institutions
dari lembaga-lembaga yang kredibel untuk to provide presentations related to anti-corruption/
memberikan paparan terkait anti korupsi/anti fraud, anti-fraud, which will be held in conjunction with events
yang diselenggarakan bersamaan dengan acara yang organized by the Company and attended by Jasa Marga
diselenggarakan Perseroan yang dihadiri Insan Jasa personnel both offline and online.
Marga baik secara luring maupun daring.
Penerimaan Laporan Gratifikasi Receipt of Gratification Report
Selama tahun 2024, tidak terdapat Laporan Gratifikasi yang Selama tahun 2024, tidak terdapat Laporan Gratifikasi yang
masuk ke UPG. masuk ke UPG.
722 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 723
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kebijakan Pengadaan Barang dan Jasa
Goods and Services Procurement Policy
Kebijakan Perseroan dalam menerapkan Pengadaan Barang The Company’s policy on procurement of goods and services is
dan Jasa tertuang dalam Keputusan Direksi No. 110/ stipulated in Board of Directors Decision No. 110/KPTS/2023
KPTS/2023 tanggal 25 September 2023 tentang Pedoman dated September 25, 2023, regarding the Implementation
Pelaksanaan Pengadaan Barang dan Jasa di Lingkungan PT Guidelines for Procurement of Goods and Services within
Jasa Marga (Persero) Tbk yang mengacu pada Peraturan PT Jasa Marga (Persero) Tbk, which refers to the Regulation
Menteri BUMN Nomor PER-2/ MBU/03/2023 tanggal 24 Maret of the Minister of State-Owned Enterprises No. PER-2/
2023 tentang Pedoman Tata Kelola dan Kegiatan Korporasi MBU/03/2023 dated March 24, 2023, concerning Guidelines
Signifikan Badan Usaha Milik Negara. for Governance and Significant Corporate Activities of State-
Owned Enterprises.
Kebijakan ini mengatur proses Pengadaan Barang dan This policy regulates the process of procuring goods and
Jasa mulai dari Tahap Perencanaan, Pemilihan Penyedia, services starting from the Planning Stage, Supplier Selection,
Pelaksanaan Kontrak sampai dengan Serah Terima Pekerjaan Contract Implementation, and Handover of Work in accordance
sesuai dengan tugas dan kewenangan Para Pihak dalam with the duties and authorities of the Parties involved in the
proses Pengadaan Barang dan Jasa. procurement process.
Selain Keputusan Direksi tersebut, pelaksanaan teknis In addition to the aforementioned Board of Directors
Pengadaan Barang dan Jasa di lingkungan Perseroan juga Decision, the technical implementation of the procurement
berpedoman pada Keputusan Procurement and Fixed Asset of goods and services within the Company is also guided by
Group Head No. 79/KPTS-GH/2022 tanggal 17 Mei 2022 Procurement and Fixed Asset Group Head Decision No. 79/
tentang Pedoman Teknis Pelaksanaan Pengadaan Barang dan KPTS-GH/2022 dated May 17, 2022, concerning the Technical
Jasa di Lingkungan PT Jasa Marga (Persero) Tbk. Guidelines for the Implementation of Procurement of Goods
and Services within PT Jasa Marga (Persero) Tbk.
Kebijakan Umum Pengadaan Barang dan General Policy on Procurement of Goods
Jasa and Services
Kebijakan Umum Pengadaan Barang dan Jasa sesuai dengan The General Policy on Procurement of Goods and Services,
Keputusan Direksi No. 110/KPTS/2023 tanggal 25 September as per Board of Directors Decision No. 110/KPTS/2023
2023 tentang Pedoman Pelaksanaan Pengadaan Barang dan dated September 25, 2023, regarding the Implementation
Jasa di Lingkungan PT Jasa Marga (Persero) Tbk, yaitu: Guidelines for Procurement of Goods and Services within PT
Jasa Marga (Persero) Tbk, includes:
1. Meningkatkan kualitas perencanaan yang konsolidatif 1. Enhancing the quality of consolidated planning and
dan strategi Pengadaan Barang dan Jasa guna procurement strategy to optimize value for money.
mengoptimalkan value for money;
2. Menyelaraskan tujuan Pengadaan Barang dan Jasa 2. Aligning the objectives of procurement of goods and
dengan pencapaian tujuan Perusahaan; services with the Company’s goals.
3. Melaksanakan Pengadaan Barang dan Jasa yang lebih 3. Conducting procurement of goods and services that are
transparan, kompetitif, dan akuntabel; more transparent, competitive, and accountable.
4. Mengutamakan produk dalam negeri sesuai ketentuan 4. Prioritizing domestic products in accordance
pendayagunaan produksi dalam negeri; withdomestic production utilization regulations.
5. Memberi kesempatan pada pelaku usaha nasional, Usaha 5. Providing opportunities for national business actors,
Mikro dan Usaha Kecil; Micro and Small Enterprises.
6. Memperkuat kapasitas kelembagaan dan Sumber Daya 6. Strengthening institutional capacity and Human Resources
Manusia di bidang Pengadaan Barang dan Jasa; in the field of procurement of goods and services.
7. Memanfaatkan teknologi informasi; 7. Utilizing information technology.
8. Memberikan kesempatan kepada Anak Perusahaan dan/ 8. Providing opportunities for Subsidiaries and/or synergy
atau sinergi antar BUMN dan/atau Anak Perusahaan dan/ among State-Owned Enterprises and/or Subsidiaries
atau Perusahaan Terafiliasi BUMN; and/or Affiliated Companies of State- Owned Enterprises.
9. Melaksanakan Pengadaan Barang dan Jasa yang strategis, 9. Implementing strategic, modern, innovative procurement
modern, inovatif, dan/atau; of goods and services.
10. Memperkuat pengukuran kinerja Pengadaan Barang dan 10. Strengthening performance measurement of
Jasa dan pengelolaan risiko. procurement of goods and services and risk management.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 723
Page 724
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Etika Perseroan dalam Penyediaan Barang Corporate Ethics in Procurement of Goods
dan Jasa and Services
Perseroan melaksanakan pengadaan barang dan jasa The company conducts procurement of goods and services
berdasarkan prinsip-prinsip kompetitif, transparan, adil, based on competitive, transparent, fair, reasonable, and
wajar dan akuntabel. Perilaku etis yang diharapkan dalam accountable principles. The ethical behavior expected in
berhubungan dengan penyedia barang dan jasa sesuai dengan dealing with suppliers of goods and services, according
Keputusan Direksi No. 110/KPTS/2023 tanggal 25 September to Board of Directors Decision No. 110/KPTS/2023 dated
2023 tentang Pedoman Pelaksanaan Pengadaan Barang dan September 25, 2023, regarding the Implementation Guidelines
Jasa di Lingkungan PT Jasa Marga (Persero) Tbk, yaitu: for Procurement of Goods and Services within PT Jasa Marga
(Persero) Tbk, includes:
1. Melaksanakan tugas secara tertib disertai rasa tanggung 1. Executing duties in an orderly manner with a sense of
jawab untuk mencapai sasaran, kelancaran, dan responsibility to achieve the objectives, smoothness,
ketepatan tujuan Pengadaan Barang dan Jasa. and accuracy of the procurement of goods and services.
2. Bekerja secara profesional, mandiri, dan menjaga 2. Working professionally, independently, and maintaining
kerahasiaan informasi yang menurut sifatnya harus confidentiality of information that must be kept secret
dirahasiakan untuk mencegah penyimpangan Pengadaan to prevent deviations in the procurement of goods and
Barang dan Jasa; services.
3. Tidak saling mempengaruhi baik langsung maupun tidak 3. Avoiding direct or indirect influence that results in unfair
langsung yang berakibat persaingan usaha tidak sehat; competition.
4. Menerima dan bertanggung jawab atas segala keputusan 4. Accepting and taking responsibility for all decisions
yang ditetapkan sesuai dengan kesepakatan tertulis made in accordance with written agreements of the
pihak terkait; parties involved.
5. Menghindari dan mencegah terjadinya Benturan 5. Avoiding and preventing conflicts of interest among
Kepentingan pihak yang terkait, baik secara langsung related parties, directly or indirectly, resulting in unfair
maupun tidak langsung, yang berakibat persaingan competition in the procurement of goods and services.
usaha tidak sehat dalam Pengadaan Barang dan Jasa;
6. Menghindari dan mencegah pemborosan dan kebocoran 6. Avoiding and preventing wastage and financial leakage
keuangan negara/Perusahaan; of state/company funds.
7. Menghindari dan mencegah penyalahgunaan wewenang 7. Avoiding and preventing abuse of authority and/or
dan/atau kolusi; dan collusion.
8. Tidak menerima, tidak menawarkan dan/atau tidak 8. Not accepting, offering, and/or promising to give
menjanjikan untuk memberi atau menerima hadiah, or receive gifts, rewards, commissions, discounts,
imbalan, komisi, rabat dan apa saja dari atau kepada andanything else from or to anyone known or suspected
siapa pun yang diketahui atau patut diduga berkaitan to be related to the procurement of goods and services.
dengan Pengadaan Barang dan Jasa.
Transformasi Pengadaan Barang dan Jasa Transformation of Procurement of Goods
and Services
Transformasi Pengadaan Barang dan Jasa di Perseroan The transformation of procurement of goods and services
dilaksanakan sebagai berikut: within the company is carried out as follows
1. Peningkatan fungsi dan peran Procurement and Fixed 1. Increasing the function and role of Procurement and
Asset Group sebagai 1 (satu) unit kerja yang berada di Fixed Asset Group as 1 (one) working unit under the
bawah Corporate Secretary. Dengan peningkatan peran Corporate Secretary. By increasing the role and function
dan fungsi dari Procurement and Fixed Asset Group maka of the Procurement and Fixed Asset Group, Procurement
Pengadaan Barang dan Jasa dapat lebih dilaksanakan of Goods and Services can be carried out more effectively
secara efektif dan efisien. and efficiently.
2. Perubahan Kebijakan Pengadaan Barang dan Jasa sesuai 2. Enhancement of the function and role of the
dengan proses bisnis di Perseroan serta kebutuhan Procurement and Fixed Asset Group as 1 (one) work unit
Pengadaan Barang dan Jasa di Perseroan dengan under the Corporate Secretary. With the increased role
tetap mengutamakan kepatuhan terhadap Peraturan and function of the Procurement and Fixed Asset Group,
Perundang-undangan yang berlaku dan prinsip-prinsip procurement of goods and services can be carried out
Good Corporate Governance. more effectively and efficiently.
724 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
3. Perencanaan Pengadaan yang merupakan Identifikasi 3. Changes in the procurement policy of goods and
kebutuhan atas Barang dan Jasa Perseroan. Perencanaan services according to the company’s business
Pengadaan disusun selaras dengan penyusunan Rencana processes and needs while prioritizing compliance with
Kerja Anggaran Perusahaan (RKAP) dalam bentuk applicable regulations and principles of Good Corporate
Rencana Umum Pengadaan (RUP) dan menjadi dasar Governance.
dalam melaksanakan Pengadaan Barang dan Jasa setelah
ditetapkannya Rencana Umum Pengadaan tersebut.
4. Pengembangan sistem Aplikasi e-Procurement di 4. Development of an e-Procurement Application system in
Perseroan yang disesuaikan dengan proses bisnis dan the Company that is tailored to the business processes
kebutuhan Pengadaan Barang dan Jasa di Perseroan. and needs of Procurement of Goods and Services in the
Company.
5. Implementasi Pasar Digital (PaDi) UMKM BUMN kepada 5. Implementation of the Digital Market (PaDi) for MSMEs
Kantor Pusat, Regional Division sampai dengan Anak under State-Owned Enterprises to the Head Office,
Perusahaan Jalan Tol dan Service Provider. Kontribusi Regional Divisions, and Service Provider Subsidiaries.
Perseroan pada PaDi UMKM BUMN tersebut kini telah The company’s contribution to the PaDi for MSMEs under
terdapat 364 penyedia yang tergabung dalam Pengampu State-Owned Enterprises now includes 364 suppliers
PT Jasa Marga untuk jumlah transaksi Per 31 Desember who are part of PT Jasa Marga’s framework, with a total
2024 terdapat 1.921 transaksi dengan nilai transaksi of 1,921 transactions as of December 31, 2024, valued
sebesar Rp103,5 Miliar . at Rp103.5 billion.
6. Sosialisasi Peraturan tentang Pedoman Pengadaan 6. Socialization of regulations on Procurement Guidelines
Barang dan Jasa kepada Pihak Internal (Kantor Pusat dan to Internal Parties (Head Office and regional offices) and
regional) dan Proses Ratifikasinya di Anak Perusahaan Subsidiaries periodically.
dilakukan secara bertahap dan berkala .
7. Sosialisasi kebijakan implementasi P3DN pada key 7. Socialization of the P3DN implementation policy to
resources (Sumber Daya Kunci) di lingkungan Jasa Marga key resources within the Jasa Marga Group including
Grup termasuk Anak Perusahaan, serta pihak eksternal Subsidiaries, as well as external parties such as goods
yaitu penyedia barang dan jasa. and service providers.
8. Pelaksanaan Perencanaan, Monitoring dan Evaluasi P3DN 8. Implementation of Planning, Monitoring, and Evaluation
di lingkungan Jasa Marga Grup. of P3DN within the Jasa Marga Group
9. Pemanfaatan Aplikasi Pengadaan Digital yaitu 9. Utilization of Digital Procurement Application features
including
a. Daftar Rekanan Jasa Marga (DRJM); a. List of Jasa Marga Contractors (DRJM);
b. Rencana Umum Pengadaan (RUP); b. General Procurement Plan (RUP);
c. e-Catalogue; c. e-Catalogue;
d. e-Tender; d. e-Tender;
e. e-Invoice; e. e-Invoice;
f. e-Dashboard. f. e-Dashboard.
10. Penyesuaian Pedoman Pelaksanaan Pengadaan Barang 10. Adjustment of the Implementation Guidelines for
dan Jasa di Lingkungan PT Jasa Marga (Persero) Tbk Procurement of Goods and Services within PT Jasa
yang mengacu pada Peraturan Menteri BUMN No. PER-2/ Marga (Persero) Tbk in accordance with the Regulation
MBU/03/2023 tanggal 24 Maret 2023 tentang Pedoman of the Minister of State-Owned Enterprises No. PER-
Tata Kelola dan Kegiatan Korporasi Signifikan Badan 2/MBU/03/2023 dated March 24, 2023, concerning
Usaha Milik Negara. Guidelines for Governance and Significant Corporate
Activities of State-Owned Enterprises.
11. Enhancement sistem e-procurement dengan fitur P3DN 11. Enhancement of the e-procurement system with P3DN
untuk mendorong implementasi P3DN pada proses features to encourage the implementation of P3DN in the
perencanaan Pengadaan Barang dan Jasa. procurement planning process for goods and services.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 725
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Implementasi Kebijakan Penggunaan Implementation of Domestic Component
Tingkat Komponen Dalam Negeri (P3DN) Level (P3DN) Usage Policy
Berdasarkan INPRES Nomor 2 Tahun 2022 Tentang Percepatan Based on Presidential Instruction Number 2 of 2022 Regarding
Peningkatan Penggunaan Produk Dalam Negeri dan Produk Acceleration of Increasing the Use of Domestic Products
Usaha Mikro, Usaha Kecil, dan Koperasi dalam rangka and Micro, Small, and Medium Enterprises Products in order
menyukseskan Gerakan Nasional Bangga Buatan Indonesia to succeed the National Movement Proud of Indonesian
Pada Pelaksanaan Pengadaan Barang/Jasa Pemerintah, maka Made in the Implementation of Government Procurement of
dilakukan Pembentukan Tim P3DN melalui Surat Keputusan Goods/Services, the Establishment of P3DN Team is carried
Direksi No. 147/ KPTS/2023 tanggal 14 November 2023 out through Board of Directors Decision No. 147/KPTS/2023
tentang Pembentukan Tim Peningkatan Penggunaan Produk dated November 14, 2023 concerning the Establishment of
Dalam Negeri (P3DN) Di Lingkungan Jasa Marga Grup dan Domestic Product Utilization Improvement Team (P3DN) in
Keputusan Direksi No. 71/KPTS/2022 tanggal 2 Juni 2022 the Environment of Jasa Marga Group and Board of Directors
tentang Roadmap Penggunaan Produk Dalam Negeri dan Decision No. 71/KPTS/2022 dated June 2, 2022 concerning
Tingkat Komponen Dalam Negeri (TKDN) Di Lingkungan PT the Roadmap for the Use of Domestic Products and Domestic
Jasa Marga (Persero) Tbk. Component Levels (TKDN) in the Environment of PT Jasa
Marga (Persero) Tbk.
Penerapan e-Procurement Implementation of e-Procurement
e-Procurement adalah Sistem Pengadaan Barang dan Jasa yang e-Procurement is a Procurement System for the process of
digunakan untuk proses Pemilihan Penyedia Barang dan Jasa Selecting Suppliers of Goods and Services in the Central
di Lingkungan Unit Kerja Kantor Pusat dan Regional Division, Office and Regional Division Working Unit Environments,
yang dikembangkan sesuai dengan proses Pengadaan dan developed in accordance with the Procurement Process
ketentuan Pelaksanaan Pengadaan Barang dan Jasa yang and the provisions of Goods and Services Procurement
berlaku di lingkungan Perseroan. Implementation applicable in the Company’s environment.
Implementasi e-Procurement di Perseroan didasarkan pada The implementation of e-Procurement in the Company is
Keputusan Direksi Nomor 110/KPTS/2023 tanggal 25 based on Board of Directors Decree Number 110/ KPTS/2023
September 2023 tentang Pedoman Pelaksanaan Pengadaan dated September 25, 2023 concerning Guidelines for the
Barang dan Jasa di Lingkungan PT Jasa Marga (Persero) Tbk Implementation of Goods and Services Procurement in the
yang mengacu pada Peraturan Menteri BUMN Nomor PER-2/ Environment of PT Jasa Marga (Persero) Tbk which refers
MBU/03/2023 tanggal 24 Maret 2023 tentang Pedoman Tata to the Regulation of the Minister of SOEs Number PER-2/
Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Milik MBU/03/2023 dated March 24, 2023 concerning Guidelines
Negara. for Governance and Significant Corporate Activities of State-
Owned Enterprises.
Jasa Marga senantiasa mengembangkan implementasi Jasa Marga continuously develops the implementation of
e-Procurement dan sejak tahun 2020 Jasa Marga e-Procurement and since 2020, Jasa Marga has implemented
mengimplementasikan e-Procurement sehingga proses e-Procurement, so that the Supplier Selection process by the
Pemilihan Penyedia oleh Panitia Pemilihan menjadi lebih Procurement Committee becomes more transparent and can
transparan dan dapat dipantau secara menyeluruh. be monitored comprehensively.
Bagi Perseroan, e-Procurement tidak hanya meningkatkan For the Company, e-Procurement not only improves
transparansi, tetapi juga meningkatkan efisiensi dengan transparency but also increases efficiency with competitive
harga yang kompetitif, dan siklus pengadaan yang lebih prices and a more effective procurement cycle. The
efektif. Implementasi Pengadaan Barang dan Jasa dengan implementation of Goods and Services Procurement with
e-Procurement juga dilakukan dengan menggunakan standar e-Procurement is also carried out using the ISO: 37001 Anti-
Sistem Manajemen Anti Penyuapan (SMAP) ISO: 37001 untuk Bribery Management System (ABMS) standard to avoid Conflict
menghindari terjadinya Benturan Kepentingan di bidang of Interest in the field of Goods and Services Procurement.
Pengadaan Barang dan Jasa.
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Bagan Sistem Aplikasi e-Procurement Barang dan Jasa
Chart of Goods and Services e-Procurement Application System
6 (Enam) Modul Aplikasi
6 (Six) Application Modules
Modules E-Procurement
Jasa Marga
1 2 3
DAFTAR REKANAN JASA MARGA
RENCANA UMUM PENGADAAN (RUP) E-CATALOGUE
Sebagai sarana pendaftaran Penyedia Barang/Jasa
yang akan mengikuti proses pengadaan Barang/Jasa di Menyediakan Barang sesuai kebutuhan Jasa Marga dan
Rencana Umum Pengadaan (RUP) yang disusun untuk
Lingkungan Jasa Marga dan Menyediakan Daftar Penyedia
Barang/Jasa yang sesuai kebutuhan Jasa Marga periode 1 tahun sesuai dengan RKAP dapat langsung dibeli secara online
JASA MARGA VENDOR LIST MANAGEMENT (DRJM) PROCUREMENT GENERAL PLAN E-CATALOGUE
As a means of registering goods/services providers who
will follow the process of procuring goods/services within Procurement General Plan that prepared for 1 year period Provide Goods based on requirement of Jasa Marga’s
the Jasa Marga environment and providing a list of goods/ based on RKAP requirement and available to be purchased online.
services providers according to Jasa Marga's needs
6 5 4
E-INVOICE
E-TENDER
E-DASHBOARD
Menyediakan sarana informasi dan penagihan
Menyediakan sarana Pemilihan Penyedia Barang/Jasa
pembayaran secara elektronik yang terintegrasi dengan
Menyediakan informasi untuk monitoring proses secara elektronik khususnya untuk Metode Tender/Seleksi
SAP Jasa Marga untuk proses pembayaran yang telah
Pengadaan Barang/Jasa Secara menyeluruh dan Penunjukan Langsung
dilaksanakan melalui E-Tender dan E-Catalogue
E-DASHBOARD
E-INVOICE
E-TENDER
Provide information for comprehensive Goods/Services Providing electronic payment information and billing
Provide electronic Goods/Services Suppliers Selection,
Procurement process monitoring. facilities that are integrated with SAP Jasa Marga for
particularly for Tender/Selection and Direct Selection
payment processes that have been carried out through
Methods.
E-Tender and E-Catalogue
Modul aplikasi sistem e-Procurement yang telah terintegrasi The module of the e-Procurement system application that has
dengan SAP adalah terkait dengan e-Invoice yang digunakan been integrated with SAP is related to the e-Invoice used for
untuk penagihan secara online oleh Penyedia Barang dan Jasa. online billing by Goods and Services Providers.
Pengelolaan Daftar Rekanan Jasa Marga (DRJM) sejak tahun The management of the Jasa Marga Vendor List (DRJM) since
2020 dilaksanakan berdasarkan data administrasi umum 2020 is carried out based on the general administrative data
perusahaan Penyedia Barang dan Jasa sebagai syarat Pra of Goods and Services Provider companies as a prerequisite
Kualifikasi Penyedia, yang meliputi sebagai berikut: for Supplier Pre-Qualification, which includes the following:
1. Akta Pendirian dan Perubahan Terakhir Perusahaan; 1. Company Establishment Deed and Latest Amendments;
2. Laporan keuangan Perusahaan yang telah Audit KAP; 2. Company Financial Statements audited by KAP;
3. Kepemilikan Ijin Perusahaan; 3. Company License Ownership;
4. Laporan Pajak Tahunan Perusahaan; 4. Company’s Annual Tax Report;
5. Pengalaman Pekerjaan Perusahaan; 5. Company Work Experience;
6. Kepemilikan Sertifikat Keahlian dari Personal 6. Ownership of Expertise Certificates from Company
Perusahaan. Personnel.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 727
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Bagan Pengelolaan Daftar Rekanan Jasa Marga
Chart of Jasa Marga Vendor List Management
Verifikator Aktivator
Vendor Evaluator
Verificator Activator
Mulai Mulai Mulai Mulai
Start Start Start Start
Verifikasi data Evaluasi
Registrasi DRJM Vendor data Vendor Aktivasi Vendor
DRJM Registration Vendor data Vendor data Vendor Activation
verification Evaluation
Tidak Ya
Yes
Mengisi data No
Memenuhi
Memenuhi
Kualifikasi Persyaratan Persyaratan
Fullfill
Fill in qualification Tidak
Fullfill
Ya Requirement
Requirement
data No Yes
Selesai
Finish
Ya
Yes
Mengajukan Memberi
Perubahan data Persetujuan
Propose Data Change Give Keterangan/Remarks:
Approval
Registrasi Vendor Update data Vendor
Vendor Registration Vendor Data Update
Sejak Oktober 2020, Jasa Marga juga melakukan penambahan Since October 2020, Jasa Marga has also added the evaluation
evaluasi Penilaian Tingkat Risiko Penyuapan Penyedia of Bribery Risk Assessment for Goods and Services Providers
Barang dan Jasa dan Form Deklarasi Integritas sebagai and Integrity Declaration Form as part of the implementation
bentuk implementasi ISO: 37001 Sistem Manajemen Anti of ISO: 37001 Anti-Bribery Management System (ABMS) in the
Penyuapan (SMAP) dalam proses Pengadaan Barang dan Jasa procurement process within the Company
di lingkungan Perseroan.
Pakta Integritas Penyedia Barang dan Jasa Integrity Pact for Goods and Services
Providers
Sebagai bentuk komitmen penerapan GCG serta dalam As a commitment to implementing Good Corporate Governance
rangka penerapan ISO: 37001 tentang Sistem Manajemen (GCG) and in accordance with the implementation of ISO:
Anti Penyuapan (SMAP), Penyedia Barang dan Jasa diwajibkan 37001 Anti-Bribery Management System (ABMS), Goods and
untuk menandatangani Pakta Integritas dan Formulir Deklarasi Services Providers are required to sign the Integrity Pact and
Integritas Penyedia Barang dan Jasa. Integrity Declaration Form for Goods and Services Providers.
Pakta Integritas Insan Jasa Marga Integrity Pact for Jasa Marga Personnel
Dalam setiap proses pengadaan barang dan jasa, Perseroan In every procurement process, the Company also requires
juga mewajibkan Insan Jasa Marga untuk menandatangani Jasa Marga personnel to sign an Integrity Pact as a form of
Pakta Integritas sebagai bentuk tidak adanya benturan avoiding conflicts of interest and ensuring transparency in the
kepentingan dan sebagai wujud transparansi dalam proses procurement process.
pengadaan barang dan jasa
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Laporan Harta Kekayaan Penyelenggara
Negara (LHKPN)
State Officials’ Assets Report (LHKPN)
Dalam rangka memenuhi Undang-Undang No. 28 tahun 1999 In order to comply with Law No. 28 of 1999 concerning the
tentang Penyelenggaraan Negara yang Bersih dan Bebas dari Clean and Free from Corruption, Collusion, and Nepotism
Korupsi Kolusi dan Nepotisme, melalui Surat Keputusan Direksi State Administration, through Board of Directors Decision
No. 135/KPTS/2018 tanggal 27 November 2018 tentang No. 135/KPTS/2018 dated November 27, 2018 regarding
Unit Pengelola Laporan Harta Kekayaan Penyelenggara the State Officials Wealth Report Management Unit within
Negara di Lingkungan Perseroan, pada dasarnya Jasa Marga the Company’s environment, Jasa Marga has essentially
telah menerapkan kewajiban penyampaian Laporan Harta implemented the obligation to submit Wealth Reports of State
Kekayaan Penyelenggara Negara (LHKPN) kepada Komisi Officials (LHKPN) to the Corruption Eradication Commission
Pemberantasan Korupsi (KPK) bagi: (KPK) for:
1. Dewan Komisaris. 1. Board of Commissioners.
2. Direksi. 2. Board of Directors.
3. Corporate Secretary & CAO/Senior Group Head/ Group 3. Corporate Secretary & CAO/Senior Group Head/ Group
Head/Senior General Manager/General Manager/ Head/Senior General Manager/General Manager/Project
Pemimpin Proyek atau yang setingkat. Leader or equivalent.
4. Departement Head atau yang setingkat. 4. Department Head or equivalent.
5. Jabatan fungsional meliputi Senior Advisor/Advisor 5. Functional positions including Senior Advisor/Advisor.
6. Jabatan di Anak Perusahaan, Dana Pensiun Jasa Marga, 6. Positions in Subsidiaries, Jasa Marga Pension Fund, and
dan Perusahaan Asosiasi Pengurus, meliputi: Association Management Companies, including:
a. Komisaris/Dewan Pengawas dan Direksi. a. Commissioners/Supervisory Board and Directors.
b. Jabatan Struktural sampai dengan 2 (dua) tingkat di b. Structural positions up to 2 (two) levels below the
bawah Direksi. Board of Directors.
c. Jabatan fungsional 1 (satu) tingkat di bawah Direksi. c. Functional positions 1 (one) level below the Board
of Directors.
Selain itu, Jasa Marga juga telah menunjuk Unit Pengelola Furthermore, Jasa Marga has also appointed the LHKPN
LHKPN yaitu sebuah satuan tugas yang akan menjadi mitra Management Unit, a task force that will be a working partner
kerja KPK dalam melakukan Pengelolaan LHKPN di lingkungan of the KPK in managing LHKPN within PT Jasa Marga (Persero)
PT Jasa Marga (Persero) Tbk yang terdiri dari: Tbk, which consists of:
1. Penanggung Jawab yaitu Corporate Secretary yang 1. Responsible Person, namely the Corporate Secretary
bertugas: who is tasked with:
a. Berkoordinasi dengan KPK dalam hal sebagai a. Coordinating with the KPK in the following matters:
berikut:
i. Monitoring dan evaluasi terhadap kepatuhan i. Monitoring and evaluating compliance with
Wajib LHKPN dalam penyampaian dan the Mandatory LHKPN in the submission and
pengumuman LHKPN; announcement of LHKPN;
ii. Memfasilitasi dan mengkoordinasikan ii. Facilitating and coordinating the socialization
sosialisasi kewajiban LHKPN dan bimbingan of LHKPN obligations and technical guidance
teknis mengenai tata cara pengisian dan on the procedure for filling out and submitting
penyampaian LHKPN melalui aplikasi e-LHKPN LHKPN via the e-LHKPN application (e-Filing
(Modul e-Filing); Module);
iii. Hal-hal lainnya yang dapat mendukung iii. Other matters that support the smooth
kelancaran Pengelolaan LHKPN. management of LHKPN.
b. Mengkoordinasikan seluruh kegiatan Pengelolaan b. Coordinating all LHKPN management activities
LHKPN di lingkungan Perseroan bersama-sama within the Company together with the Human
dengan Koordinator Bidang Kepegawaian dan Resources and Supervision Coordinator.
Koordinator Bidang Pengawasan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 729
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
2. Koordinator Bidang Kepegawaian yaitu Human Capital 2. Human Resources Coordinator, namely the Human
Services Group yang bertugas: Capital Services Group, tasked with:
a. Melakukan koordinasi dengan KPK mengenai data a. Coordinating with the KPK regarding Mandatory
Wajib LHKPN di lingkungan Perseroan setiap tahun; LHKPN data within the Company every year;
b. Melakukan monitoring terhadap Administrator b. Monitoring the State-Owned Enterprises
BUMN dan Administrator Unit Kerja dalam hal Administrator and Working Unit Administrator in
pemutakhiran data kepegawaian (antara lain: entry, terms of updating personnel data (including: entry,
update, validasi) data Wajib LHKPN melalui aplikasi update, validation) of Mandatory LHKPN through
e-LHKPN (Modul e-Registration); the e-LHKPN application (e-Registration Module);
c. Pendistribusian formulir permohonan aktivasi c. Distribution of e-Filing activation request forms
e-Filing dan dokumen korespondensi lainnya and other correspondence documents to Mandatory
kepada Wajib LHKPN; LHKPN;
d. Membantu Penanggung Jawab, Koordinator d. Assisting the Responsible Person, Human Resources
Kepegawaian dan Koordinator Pengawasan dalam Coordinator, and Supervision Coordinator in
melakukan monitoring kepatuhan Wajib LHKPN di monitoring compliance with Mandatory LHKPN
lingkungan BUMN. within State-Owned Enterprises.
3. Koordinator Bidang Pengawasan yaitu Internal Audit 3. Supervision Coordinator, namely the Internal Audit
Group yang bertugas: Group, tasked with:
a. Melakukan terhadap kepatuhan Wajib LHKPN; a. Ensuring compliance with Mandatory LHKPN;
b. Melakukan koordinasi dengan KPK mengenai b. Coordinating with the KPK regarding compliance
kepatuhan Wajib LHKPN di lingkungan Perseroan; with Mandatory LHKPN within the Company;
c. Membuat rekomendasi kepada Direksi agar c. Making recommendations to the Board of Directors
terhadap Wajib LHKPN yang tidak patuh dalam for sanctions against Mandatory LHKPN who are
penyampaian LHKPN diberikan sanksi Administrasi not compliant in submitting LHKPN according to
sesuai dengan ketentuan yang berlaku. applicable provisions.
Realisasi LHKPN 2024 Realization of LHKPN 2024
Jasa Marga telah menyampaikan Kebijakan LHKPN Jasa Marga has submitted the LHKPN Policy, including the
termasuk penyebaran formulir serta penjelasan pengisian distribution of the forms and instructions for completing
formulir LHKPN melalui Intranet/Portal Internal Perseroan the LHKPN forms via the company’s Intranet/Internal Portal
www.jasamarga.co.id yang dapat diakses oleh seluruh Insan at www.jasamarga.co.id, which is accessible to all Jasa Marga
Jasa Marga. employees.
Realisasi penyampaian LHKPN oleh Wajib Lapor LHKPN 2024 The realization of LHKPN submission by LHKPN Reporters in
(untuk periode pelaporan 2023) Jasa Marga telah terealisasi 2024 (for the 2023 reporting period) has been achieved at
yaitu sebanyak 444 Orang. Wajib Lapor telah menyampaikan 444 people. The Reporters have submitted their LHKPN, with
LHKPN dan sebanyak 100% Wajib Lapor telah menyampaikan 100% of them having submitted it on time.
LHKPN dengan tepat waktu.
730 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Whistleblowing System
Whistleblowing System
Sistem Pelaporan Pelanggaran (Whistleblowing System/WBS) The Whistleblowing System (WBS) is a system that manages
adalah sistem yang mengelola pengaduan/penyingkapan complaints/disclosures regarding illegal behavior or
mengenai perilaku melawan hukum, perbuatan tidak etis/ unethical/unacceptable actions confidentially, anonymously,
tidak semestinya secara rahasia, anonim dan mandiri yang and independently. It is designed to optimize the participation
digunakan untuk mengoptimalkan peran serta Insan Jasa of Jasa Marga employees and other parties in exposing
Marga dan pihak lainnya dalam mengungkapkan pelanggaran violations within the Company.
yang terjadi di lingkungan Perseroan.
Perseroan telah menyediakan sarana WBS yang dikelola oleh The Company has provided the WBS facility, managed by an
pihak independen dan profesional, yang dapat digunakan independent and professional third party, which has been
oleh seluruh Insan Jasa Marga maupun pihak eksternal sejak available to all Jasa Marga employees and external parties
tanggal 16 Januari 2013. Pengelolaan WBS dilakukan dengan since January 16, 2013. The management of the WBS is guided
berpedoman pada Keputusan Bersama Direksi dan Dewan by the Joint Decree of the Board of Directors and the Board of
Komisaris PT Jasa Marga (Persero) Tbk sebagaimana terakhir Commissioners of PT Jasa Marga (Persero) Tbk, as amended by
diubah dengan Keputusan Bersama Direksi dan Dewan the latest Joint Decree No. 191/KPTS/2024 and No. KEP 149/
Komisaris No. 191/KPTS/2024 dan No. KEP 149/IX/2024 IX/2024 concerning the Whistleblowing System Guidelines of
tentang Pedoman Whistleblowing System PT Jasa Marga PT Jasa Marga (Persero) Tbk.
(Persero) Tbk.
Jenis Pelanggaran Types of Violations
Jenis pelanggaran yang dapat dilaporkan adalah tindakan The types of violations that can be reported are actions that
yang dapat merugikan Perseroan, meliputi hal-hal sebagai can harm the Company, including the following:
berikut:
1. Penyimpangan dari peraturan dan perundangan yang 1. Deviation from applicable regulations and laws.
berlaku.
2. Penyalahgunaan jabatan untuk kepentingan lain di luar 2. Misuse of position for interests outside of the Company.
Perseroan.
3. Pemerasan. 3. Extortion.
4. Perbuatan curang. 4. Cheating.
5. Benturan kepentingan. 5. Conflict of Interest.
6. Gratifikasi. 6. Gratification
7. Penyuapan. 7. Bribery.
8. Perbuatan yang melanggar etika, susila, dan norma 8. Acts that violate ethics, morality, and decency norms.
kesopanan.
Jenis Sanksi Types of Sanctions
Setiap laporan yang masuk akan dipelajari, diklasifikasikan Each report received will be studied, classified, and followed up
dan ditindaklanjuti melalui penyelidikan mendalam through in-depth investigations based on the facts obtained.
berdasarkan fakta-fakta yang diperoleh. Keputusan terhadap Decisions regarding the proven or unproven nature of the
terbukti atau tidaknya pelaporan tersebut akan dibuat dan report will be made and taken based on considerations of the
diambil berdasarkan pertimbangan akibat tindakan, derajat consequences of the actions, the degree of intentionality, and
kesengajaan dan motif tindakan. the motives behind the actions.
Sanksi yang dijatuhkan dapat berupa teguran lisan, surat Sanctions imposed may include oral warnings, warning letters
peringatan (I, II, III), hingga pemutusan hubungan kerja (PHK). (I, II, III), and even termination of employment (dismissal). The
Perseroan tidak akan menoleransi setiap pelanggaran terkait Company will not tolerate any violations related to integrity.
dengan integritas.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 731
Page 732
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Bagan Alur Proses Sistem Pelaporan Pelanggaran
Flowchart of Whistleblowing System Process
Memenuhi
Kriteria Telaah Awal oleh Tim WBS Dilaporkan ke Direksi
Meeting the Early investigation by Reported to
Criteria WBS Team Board of Directors
Pelapor
Reporter Mematuhi
Lanjutan
Meeting
Diteruskan ke fungsi terkait Dilaporkan ke Komisaris Criteria to be
Forwarded to related function Reported to Board of followed up
Commissioners
Tanggapan
Feedback
Internal Investigasi Internal Khusus
Internal Investigation Special intern
Tim WBS
WBS Team
Laporan Hasil Investigasi
Report on Investigation Results
Penindakan sesuai dengan sistem & Putusan Direksi/
prosedur yang berlaku Komisaris
Punishment according to applicable Decisions of Board
system and procedure of Directors/
Commissioners
Berkas ditutup
Case closed
Catatan/Note:
1. Pelaporan pelanggaran akan selalu mendapat feedback dan status atas laporan yang diberikan.
The reporter of violation will always get feedback and notificationon the status of report he/she submitted.
2. Alur pelaporan/Reporting Flow:
Jika yang dilaporkan karyawan dan Dewan Komisaris, laporan ditujukan kepada tim WBS.
If the person reported is an employee or commissioner, the report is addresses to WBS Team.
Jika yang dilaporkan anggota Tim WBS, 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 Whistleblowing System Socialization of Whistleblowing System
Sosialisasi Sistem Pelaporan Pelanggaran atau dikenal dengan The socialization of the Whistleblowing System (WBS) within
istilah Whistleblowing System (WBS) di internal Perseroan the Company is delivered through various media such as
disampaikan melalui berbagai media seperti buletin internal, internal bulletins, roll banners, and electronic mail to all
roll banner, dan surat elektronik kepada semua karyawan, employees, ethics socialization and direct presentations to
sosialisasi etika maupun presentasi langsung kepada unit related work units. For external, socialization is carried out
kerja terkait. Untuk eksternal, sosialisasi dilakukan melalui through the Company’s website, the Company’s social media,
website Perseroan, media sosial Perseroan, dan pengiriman and sending circulars/memos.
surat edaran/memo.
732 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Mekanisme Penyampaian Laporan Mechanism for Submitting Violation
Pelanggaran Reports
Penyampaian pengaduan/penyingkapan oleh Pelapor harus Submission of complaints/disclosures by the Reporter must
memperhatikan hal-hal sebagai berikut: pay attention to the following matters:
1. Pelapor wajib memberikan indikasi awal yang dapat 1. The reporter is required to provide initial, accountable
dipertanggungjawabkan, meliputi: indications, including:
a. Pelanggaran yang diadukan, meliputi jumlah a. The reported violations, including the amount of
kerugian (apabila dapat ditentukan). 1 (satu) loss (if it can be determined). 1 (one) Complaint/
Pengaduan/Penyingkapan sebaiknya hanya untuk Disclosure should only be for 1 (one) violation so
1 (satu) pelanggaran agar penanganannya dapat that handling can be more focused.
lebih fokus.
b. Pihak yang terlibat, yaitu siapa yang seharusnya b. The parties involved, namely who should be
bertanggungjawab atas pelanggaran tersebut, responsible for the violation, including witnesses
termasuk saksi-saksi dan pihak yang diuntungkan and parties who benefit or are harmed by the
atau dirugikan atas pelanggaran tersebut. violation.
c. Lokasi pelanggaran, yaitu meliputi nama, tempat, c. Location of the violation, including the name, place
atau lokasi unit kerja dimana terjadinya pelanggaran or location of the work unit where the violation
tersebut. occurred.
d. Waktu pelanggaran, yaitu periode pelanggaran d. Time of violation, namely the period of violation,
baik berupa hari, minggu, bulan, tahun atau tanggal whether in the form of a day, week, month, year or a
tertentu pada saat pelanggaran tersebut terjadi. specific date when the violation occurred.
e. Bagaimana/kronologis terjadinya pelanggaran e. How/chronology of the violation occurred.
tersebut.
f. Bukti-bukti pendukung telah terjadinya f. Supporting evidence that a violation has occurred.
pelanggaran.
g. Apakah pelanggaran tersebut pernah dilaporkan g. Whether the violation has been reported to another
kepada pihak lain atau dilaporkan sebelumnya. party or reported previously.
h. Apakah pelanggaran tersebut pernah terjadi h. Whether the violation has been occurred before.
sebelumnya.
2. Untuk mempercepat dan mempermudah proses 2. To speed up and simplify the process of following up
tindak lanjut Pengaduan/Penyingkapan, maka Pelapor on Complaints/Disclosures, the Reporter is advised to
disarankan untuk memberikan informasi mengenai provide information regarding their identity, which at
identitas diri, yang sekurang-kurangnya memuat alamat/ least includes their address/telephone number/mobile
nomor telepon/handphone/faksimile/email. phone/facsimile/email.
3. Apabila Pelapor memilih untuk menggunakan anonim 3. If the Reporter chooses to use anonymity in submitting
dalam penyampaian Pengaduan/Penyingkapan, maka a Complaint/Disclosure, the Administration Manager is
Pengelola Administrasi wajib menjaga kerahasiaan obliged to maintain the confidentiality of the Reporter’s
data diri Pelapor, kecuali apabila proses Pengaduan/ personal data, unless the Complaint/Disclosure process
Penyingkapan tersebut telah ditangani oleh External has been handled by an External Investigator and/or
Investigator dan/atau secara hukum diperlukan legally required the Reporter’s identity in handling the
identitas diri Pelapor dalam penanganan Pengaduan/ Complaint/Disclosure.
Penyingkapan tersebut.
4. Insan Jasa Marga wajib untuk menghubungi 4. Jasa Marga personnel are required to contact and ask
dan meminta saran kepada Fungsi Kepatuhan Anti for advice from the Anti-Bribery Compliance Function
Penyuapan terkait tindakan apa yang harus dilakukan regarding what actions to take if faced with an attempt
jika dihadapkan pada upaya atau situasi yang dapat or situation that may involve bribery.
melibatkan penyuapan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 733
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Sarana/Media Pelaporan Whistleblowing System Jasa Marga
Sarana/Media Pelaporan Whistleblowing System Jasa Marga
https://idn.deloitte-halo.com/whistleblowing.tips/wbs/@jasamarga/
Email : jasamarga.wbs@tipoffs.info
Hotline :+62 21 3952 8855
Whatsapp : +62 8111 9785 03
PO BOX : 3025 JKP 10030
Perlindungan bagi Whistleblower Protection for Whistleblowers
Perseroan menyediakan fasilitas saluran pelaporan (telepon, The Company provides facilities for reporting channels
surat, email) yang independen, bebas, dan rahasia bagi (telephone, mail, email) that are independent, free, and
pelapor, agar terlaksana proses pelaporan yang aman. Selain confidential for the Reporter, to ensure a safe reporting
itu, Perseroan memberikan perlindungan terhadap pelapor process. In addition, the Company provides protection to the
dengan cara: Reporter in the following ways:
1. Identitas pelapor dijamin kerahasiaannya. 1. The Reporter’s identity is guaranteed to be kept
2. Perseroan menjamin perlindungan terhadap pelapor confidential.
dari segala bentuk ancaman, intimidasi, ataupun 2. The Company ensures protection for the Reporter from
tindakan tidak menyenangkan dari pihak manapun any form of threats, intimidation, or unpleasant actions
selama pelapor menjaga kerahasiaan pelanggaran yang from any party as long as the Reporter maintains the
diadukan dari pihak manapun. confidentiality of the reported violation from any party.
3. Perlindungan terhadap pelapor berlaku bagi para pihak 3. Protection for the Reporter applies to parties conducting
yang melaksanakan investigasi maupun pihak-pihak investigations as well as other parties providing
lainnya yang memberikan informasi terkait dengan information related to the complaint/disclosure.
pengaduan/penyingkapan tersebut.
Penanganan Pengaduan Handling of Complaints
Pelapor menyampaikan laporan dalam bentuk surat dengan The Reporter submits reports in the form of letters
disertai dokumen pendukung yang diperlukan. Laporan ini accompanied by the necessary supporting documents. These
disampaikan melalui sarana/media pelaporan Whistleblowing reports are submitted through Jasa Marga’s Whistleblowing
System Jasa Marga. System reporting channels/media.
Jika dokumen dan bukti-bukti yang disampaikan lengkap, If the documents and evidence provided are complete, the
Tim Pengelolaan WBS melakukan pemilahan data dan WBS Management Team sorts the data and decides whether
memutuskan apakah kasus tersebut dapat dilanjutkan ke the case can proceed to the investigation level. If the decision
tingkat penyelidikan. Jika keputusannya adalah cukup bukti, is sufficient evidence, the report will be escalated to the
maka laporan tersebut akan ditingkatkan statusnya ke tahap investigation stage. Reports that are not proven will be
penyelidikan. returned to the Reporter.
Laporan yang tidak terbukti akan dikembalikan kepada However, if proven, the WBS Management Team will report
pelapor. Namun apabila terbukti, Tim Pengelolaan WBS their findings to the Board of Directors. Reports related
akan melaporkan hasil temuannya tersebut kepada Direksi. to management levels below the Board of Directors are
Laporan yang berkaitan dengan jajaran manajemen di bawah submitted in the form of letters addressed to the President
Direksi disampaikan dalam bentuk surat dan ditujukan kepada Director, while reports related to the Board of Directors are
Direktur Utama, sedangkan laporan-laporan yang berkaitan addressed to the Board of Commissioners.
dengan Direksi akan ditujukan kepada Dewan Komisaris.
734 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 735
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Pihak yang Mengelola Pengaduan Parties Managing Complaints
Whistleblowing System Jasa Marga dikelola secara profesional Jasa Marga’s Whistleblowing System is professionally and
dan independen bekerja sama dengan PT Deloitte Advis independently managed in collaboration with PT Deloitte
Indonesia sehingga memberikan kesempatan untuk Advis Indonesia, providing opportunities to report various
melaporkan berbagai pelanggaran yang terjadi di Jasa Marga violations occurring within Jasa Marga and falling within the
dan termasuk dalam ruang lingkup pelanggaran yang dapat scope of violations that may harm Jasa Marga.
merugikan Jasa Marga.
Berdasarkan Surat Keputusan Direksi No. 53/KPTS/2022 Based on Board of Directors Decision No. 53/KPTS/2022
tanggal 13 April 2022 tentang Tim Pengelolaan Whistleblowing dated April 13, 2022, regarding the Whistleblowing System
System PT Jasa Marga (Persero) Tbk, susunan Tim Pengelolaan Management Team of PT Jasa Marga (Persero) Tbk, the
WBS di Perseroan dapat dilihat pada tabel berikut: composition of the WBS Management Team in the Company
can be seen in the following table:
Tabel Tim Pengelolaan Whistleblowing System Jasa Marga
Table of Jasa Marga Whistleblowing System Management Team
Susunan Anggota Kedudukan dalam Tim
No
Member Arrangement Position in the Team
1. Internal Audit Senior Group Head Ketua Merangkap Anggota Chairman
Concurrently as Member
2. Legal and Compliance Group Head Sekretaris Merangkap Anggota
Secretary concurrently as Member
3. Corporate Secretary & Chief Administration Officer Anggota
Member
4. Human Capital Services Group Head Anggota
Member
5. Risk and Quality, Health, Safety & Environment Group Head Anggota
Member
Jumlah Pengaduan yang Masuk dan Number of Complaints Received and
Diproses pada Tahun 2024 Processed in 2024
Pada tahun 2024, terdapat 13 laporan dugaan pelanggaran In 2024, there were 13 reports of alleged violations submitted
yang disampaikan melalui mekanisme WBS dan 1 laporan through the WBS mechanism, along with 1 report received
yang diterima pada akhir tahun 2023 yang ditindaklanjuti at the end of 2023 that was followed up in 2024. Of these,
pada tahun 2024. Dari jumlah tersebut, sebanyak 9 laporan 9 reports were categorized as violations outside the scope
masuk dalam kategori jenis pelanggaran di luar lingkup yang that could be handled through Jasa Marga’s WBS mechanism,
dapat ditangani melalui mekanisme WBS Jasa Marga, dan while 5 reports fell within the scope of the WBS and were
sebanyak 5 laporan masuk dalam ruang lingkup WBS dan processed according to the WBS reporting mechanism.
diproses sesuai dengan mekanisme pelaporan WBS.
Tabel Jumlah Pengaduan melalui Whistleblowing System di Tahun 2024
Table of Number of Complaints through Whistleblowing System in 2024
Status 31 Desember 2024
Media Pelaporan Jumlah Pelaporan Status December 31, 2024
No.
Reporting Media Total Report Closed Open
(Jumlah/Total) (Jumlah/Total)
Situs Web
1. 1 1 0
Website
Surel
2. 3 3 0
Email
3. SMS 0 0 0
9 9 0
4. Whatsapp
1 1 0
5. PO BOX 0 0 0
Jumlah
14 14 0
Total
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 735
Page 736
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Sanksi/Tindak Lanjut atas Pengaduan yang Sanctions/Follow-Up on Complaints
Telah Selesai Diproses pada Tahun Buku Processed in the Financial Year
Dari seluruh laporan yang masuk melalui sarana WBS dan Of all the reports submitted through the WBS system and
diproses pada tahun 2024, sebanyak 5 laporan masuk processed in 2024, 5 reports were categorized as violations
dalam kategori jenis pelanggaran dalam lingkup yang dapat within the scope that can be handled through Jasa Marga’s
ditangani melalui mekanisme WBS Jasa Marga, dan seluruhnya WBS mechanism, and all of them have been fully followed up.
telah selesai ditindaklanjuti.
Sehingga sampai dengan akhir tahun 2024, dari seluruh Therefore, by the end of 2024, out of the total 14 reports
laporan yang masuk dengan jumlah total 14 laporan, received, all have been successfully addressed (status:
seluruhnya telah selesai ditindaklanjuti (status laporan closed).
closed).
736 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 737
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Kebijakan Insider Trading
Insider Trading Policy
Perseroan memiliki sejumlah kebijakan untuk mencegah The company has a number of policies to prevent insider
terjadinya transaksi orang dalam (insider trading) dengan trading practices aimed at gaining personal profit. Prohibitions
maksud memperoleh keuntungan pribadi. Larangan praktik- on insider trading practices for Jasa Marga personnel are
praktik insider trading bagi Insan Jasa Marga antara lain outlined in the company’s policies including:
tertuang dalam kebijakan Perseroan berupa:
1. Board Manual yang merupakan pedoman kerja Dewan 1. Board Manual, which serves as guidelines for the Board
Komisaris dan Direksi. of Commissioners and Directors.
2. Keputusan Direksi No. 46.1/KPTS/2024 tentang Pedoman 2. Board of Directors Decision No. 84/KPTS/2020 regarding
Perilaku (Code of Conduct) PT Jasa Marga (Persero) Tbk. the Code of Conduct of PT Jasa Marga (Persero) Tbk.
3. Keputusan Direksi No. 78/KPTS/2020 tentang Pedoman 3. Board of Directors Decision No. 78/KPTS/2020 regarding
Benturan Kepentingan (Conflict of Interest) di PT Jasa the Conflict of Interest Policy at PT Jasa Marga (Persero)
Marga (Persero) Tbk. Tbk.
Selain dituangkan dalam 3 (tiga) kebijakan tersebut, Perseroan In addition to these 3 (three) policies, the company has also
juga pernah mengeluarkan Surat Edaran No. 19/SE-DIR/2008 issued Circular Letter No. 19/SE-DIR/2008 regarding the
Perihal Larangan Melakukan Transaksi Saham PT Jasa Marga Prohibition on Trading PT Jasa Marga (Persero) Tbk Shares
(Persero) Tbk oleh Orang Dalam Perusahaan Selama Masa by Company Insiders During the Share Repurchase Period of
Pembelian Kembali Saham PT Jasa Marga (Persero) Tbk dan PT Jasa Marga (Persero) Tbk, and Circular Letter No. 04/SE-
Surat Edaran No. 04/SE- DIR/2020 Perihal Larangan Melakukan DIR/2020 regarding the Prohibition on Trading PT Jasa Marga
Transaksi Saham PT Jasa Marga (Persero) Tbk (“Perseroan” (Persero) Tbk Shares by Company Insiders During the Share
atau “Jasa Marga”) oleh Orang Dalam Perseroan Selama Masa Repurchase Period of the Company.
Pembelian Kembali Saham Perseroan.
Dalam Surat Edaran disebutkan, Orang Dalam Emiten dilarang In the Circular Letter, Company Insiders are prohibited from
melakukan transaksi atas saham Emiten pada masa Pembelian trading the Company’s shares during the Share Repurchase
Kembali Saham. Adapun pihak-pihak yang masuk dalam Period. Parties classified as Company Insiders include:
klasifikasi Orang Dalam Perseroan, yaitu:
1. Anggota Dewan Komisaris, Direksi, Pegawai dan 1. Members of the Board of Commissioners, Directors,
Sekretaris Dewan Komisaris Perseroan. Employees, and the Secretary of the Company’s Board of
2. Pemegang Saham Utama Perseroan. Commissioners.
3. Perorangan yang karena kedudukannya atau profesinya 2. Major Shareholders of the Company.
atau karena hubungan usahanya dengan Perseroan 3. Individuals whose positions, professions, or business
memungkinkan orang tersebut memperoleh informasi relationships with the Company allow them to access
Orang Dalam Perseroan. insider information.
4. Pihak-pihak yang tidak lagi menjadi pihak sebagaimana 4. Parties who are no longer classified as such within the
dimaksud dalam angka 1,2, dan 3 di atas dalam kurun last 6 (six) months.
waktu 6 (enam) bulan terakhir.
Surat Edaran tersebut juga menegaskan, Orang Dalam The Circular Letter also emphasizes that Company Insiders
Perseroan yang terbukti melanggar aturan mengenai larangan found to violate insider trading rules may be subject to
insider trading dapat dikenakan sanksi oleh regulator sesuai sanctions by regulators in accordance with applicable laws
dengan peraturan perundang-undangan yang berlaku. and regulations.
Dalam 3 (tiga) tahun terakhir, tidak pernah terjadi transaksi In the last 3 (three) years, there have been no insider trading
orang dalam yang melibatkan Dewan Komisaris beserta organ transactions involving the Board of Commissioners and its
pendukungnya, Direksi beserta manajemen yang berada di supporting organs, the Directors and their management team,
bawahnya, dan Karyawan Perseroan. and the Company’s employees.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 737
Page 738
1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Informasi tentang Pembelian Kembali Saham
dan Obligasi
Information About Shares and Bonds Buyback
Sepanjang tahun 2024 Jasa Marga tidak melakukan pembelian During the year 2024, Jasa Marga did not engage in any share
kembali saham dan obligasi. buybacks or bond repurchases.
Penyediaan Dana untuk Kegiatan Politik
Funds Provision for Political Activities
Selama tahun 2024, Perseroan tidak menyediakan Dana untuk During the year 2024, the Company did not allocate any funds
kegiatan politik atau kepada partai politik. Hal ini sesuai for political activities or to political parties. This aligns with
dengan kebijakan Perseroan yang tidak diperkenankan untuk the Company’s policy that prohibits supporting or making
mendukung dan memberikan donasi untuk kepentingan donations for political purposes.
politik.
Transparansi Praktik Bad Governance
Transparency of Bad Governance Practices
Sepanjang tahun 2024, Perseroan memegang teguh komitmen Throughout the year 2024, the Company remained committed
dalam menerapkan tata kelola perusahaan yang baik dengan to upholding good corporate governance by complying
memenuhi seluruh regulasi yang terkait dengan aktivitas with all relevant regulations pertaining to its activities and
Perseroan dan melaksanakan kewajibannya dengan baik. Baik fulfilling its obligations diligently. Both the Company and
Perseroan maupun organ Perseroan dan organ pendukung its organs, as well as supporting organs, in carrying out their
dalam menjalankan kegiatan operasionalnya tidak pernah operational activities, never engaged in practices of bad
melakukan praktik bad corporate governance. corporate governance.
Tabel Transparansi Praktik Bad Governance
Table of Transparency of Bad Governance Practices
Keterangan Praktik
No
Information Practice
1 Terdapat laporan atas kegiatan Perseroan yang mencemari lingkungan Nihil
Any report on company’s activities that pollute the environment None
2 Ketidakpatuhan dalam pemenuhan kewajiban perpajakan Nihil
Non-compliance in tax obligations fulfilment None
3 Ketidaksesuaian penyajian laporan tahunan dan laporan keuangan dengan Nihil
peraturan yang berlaku dan standar akuntansi keuangan (SAK) None
Inconsistency in annual reports and financial Statements Presentation with
prevailing regulations and financial accounting standards (SAK)
4 Tidak menyampaikan kasus/perkara hukum terkait buruh dan karyawan Nihil
Not submitting legal cases/cases related to workers and employees None
5 Tidak mengungkapkan tinjauan segmen operasi Nihil
Not disclosing the operating segment review None
6 Ketidaksesuaian berkas Laporan Tahunan Nihil
Annual Report file mismatch None
738 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Tata Kelola Teknologi Informasi
Information Technology Governance
Jasa Marga berkomitmen untuk senantiasa menerapkan Jasa Marga is committed to consistently implementing
praktik Tata Kelola Perusahaan yang baik dengan kualitas good Corporate Governance practices with high quality and
dan standar yang tinggi. Untuk mendukung penerapan standards. To support the implementation of Good Corporate
Good Corporate Governance (GCG) dalam kaitannya dengan Governance (GCG) in relation to Information Technology, Jasa
Teknologi Informasi, Jasa Marga telah menerapkan Tata Marga has implemented Information Technology and Data
Kelola Teknologi Informasi dan Data (IT & Data Governance) Governance into its business processes to ensure that the
ke dalam proses bisnis guna memastikan pengembangan development and management of Information Technology can
dan pengelolaan Teknologi Informasi mampu memberikan provide optimal benefits for the Company. This governance is
manfaat yang optimal bagi Perseroan. Tata kelola tersebut outlined in the Board of Directors’ Decision on Information
tertuang dalam Keputusan Direksi tentang Kebijakan Tata Technology and Data Governance Policy No. 201/KPTS/2024.
Kelola Teknologi Informasi dan Data No. 201/KPTS/2024.
Tujuan dari penerapan Kebijakan Tata Kelola Teknologi The purpose of implementing the Information Technology
Informasi dan Data adalah untuk memberikan panduan and Data Governance Policy is to provide comprehensive
proses pengelolaan TI dan data yang standar secara guidance on IT and data management processes that are
menyeluruh, sesuai lingkup kebutuhan bisnis Perseroan dan standard, in accordance with the Company’s business needs,
memenuhi kepatuhan terhadap peraturan yang berlaku. and compliant with applicable regulations. Meanwhile, the
Sedangkan, sasaran dari penerapan Kebijakan Tata Kelola objective of implementing the Information Technology
Teknologi Informasi dan Data adalah peningkatan nilai and Data Governance Policy is to continuously enhance the
tingkat kematangan proses pengelolaan Teknologi Informasi maturity level of the Company’s Information Technology
Perseroan yang berkesinambungan. management processes.
Mengacu pada Keputusan Direksi No. 11/KPTS/2022, saat Referring to Board of Directors Decision No. 11/KPTS/2022,
ini kedudukan Teknologi Informasi di Jasa Marga sudah the position of Information Technology at Jasa Marga has
mengalami transformasi, tidak hanya sebagai pendukung undergone transformation, not only as a supporter to
untuk mencapai efisiensi dan efektifitas proses bisnis achieve efficiency and effectiveness in business processes
namun sebagai inovasi untuk menjaga ketahanan bisnis dan but also as an innovation to maintain business resilience and
meningkatkan pendapatan Perseroan. Organisasi pengelola increase the Company’s revenue. The organization managing
proses Teknologi Informasi Jasa Marga yaitu Information the Information Technology processes at Jasa Marga is the
Technology Group yang strukturnya dapat dilihat pada bagan Information Technology Group, whose structure can be seen
di bawah ini: in the diagram below:
Bagan Struktur Unit Kerja Information Technology Group
Chart of Information Technology Group Work Unit Structure
Information
Technology Group
IT Planning IT Development IT Support & IT Control &
Services Compliance Internet of Things
Department Department Department Department
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 739
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Kebijakan Tata Kelola Teknologi Informasi Information Technology Governance Policy
Berdasarkan Peraturan Menteri BUMN No. PER-2/ Based on the Minister of State-Owned Enterprises Regulation
MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan No. PER-2/MBU/03/2023 concerning Governance Guidelines
Korporasi Signifikan, maka Jasa Marga telah menetapkan and Significant Corporate Activities, Jasa Marga has
Kebijakan Tata Kelola TI dan Data sebagai panduan dalam established an IT and Data Governance Policy as a guide
implementasi Tata Kelola TI dan Data yang menyeluruh dan for the implementation of comprehensive IT and Data
untuk mengoptimalkan kontribusi TI dalam pencapaian Governance. This policy aims to optimize the contribution of IT
Sasaran Jangka Panjang Perseroan. Selain Peraturan in achieving the Company’s Long-Term Objectives. In addition
Menteri BUMN, Kebijakan Tata Kelola TI dan Data mengacu to the Ministerial Regulation, the IT and Data Governance
pada standar internasional COBIT (Control Objectives for Policy refers to international standards such as COBIT (Control
Information and Related Technologies), ITIL (Information Objectives for Information and Related Technologies), ITIL
Technology Infrastructure Library), ISO:27001, dan DMBOK, (Information Technology Infrastructure Library), ISO:27001,
yang sudah disesuaikan dengan kebutuhan Perseroan. and DMBOK, which have been tailored to meet the Company’s
needs.
Bagan Kebijakan Tata Kelola Informasi
Chart of Information Governance Policy
Keputusan Direksi Direksi No. 48.1/KPTS/2022
tanggal 1 April 2022 tentang Master Plan
Teknologi Informasi Tahun 2022-2025
Decision of the Board of Directors No. 48.1/KPTS/2022
dated April 1, 2022 concerning the 2022-2025
Information Technology Master Plan
Keputusan Direksi No. 201/KPTS/2024 tanggal Keputusan Direksi No. 48/KPTS/2019 tanggal 20
11 Oktober 2024 Kebijakan Tata Kelola Teknologi Mei 2019 tentang Pengelolaan Layanan Teknologi
Informasi dan Data di Lingkungan Jasa Marga Grup Informasi
Decision of the Board of Directors No. 201/KPTS/2024 Decision of the Board of Directors No. 48/KPTS/2019
dated October 11, 2024 concerning the Information dated May 20, 2019 concerning Information
Technology and Data Governance Policy in the Jasa Technology Service Management
Marga Group Environment
Keputusan Direksi No. 77/KPTS/2023 tanggal 3
Juli 2023 tentang Pembentukan Komite Pengarah
Teknologi Informasi (IT Steering Committee)
Decision of the Board of Directors No. 77/KPTS/2023
dated July 3, 2023 concerning Establishment of
Information Technology Steering Committee (IT
Steering Committee)
Dengan disahkannya berbagai Kebijakan Tata Kelola TI, With the enactment of various Information Technology
maka Direksi telah melaksanakan amanat Peraturan Menteri Governance Policies, the Board of Directors has fulfilled the
Negara BUMN No. PER-2/MBU/03/2023 Pasal 31 ayat (1) yang mandate of Minister of State-Owned Enterprises Regulation
menyatakan bahwa “Direksi dapat menerapkan Tata Kelola TI No. PER-2/MBU/03/2023 Article 31 paragraph (1), which
BUMN yang baik”. states that “the Board of Directors may implement good State-
Owned Enterprise Information Technology Governance.”
Prinsip-Prinsip Tata Kelola Teknologi Principles of Information Technology
Informasi Governance
Prinsip-prinsip tata kelola Teknologi Informasi (TI) Perseroan The principles of the Company’s Information Technology (IT)
yaitu sebagai berikut: governance are as follows:
1. Perencanaan TI yang terarah dan sistematis sehingga 1. Directed and systematic IT planning to ensure alignment
terjadi kesesuaian antara pengembangan dan between IT development and implementation with the
implementasi TI dengan Tujuan Bisnis Perseroan. Company’s Business Objectives.
2. Investasi TI sejalan dan selaras dengan strategi Perseroan 2. IT investments aligned with and supportive of the
dengan memperhitungkan kapabilitas TI sehingga Company’s strategy, considering IT capabilities to
memberikan keuntungan optimal. provide optimal benefits.
740 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
3. Implementasi TI yang obyektif dan dapat 3. Objective and accountable IT implementation,
dipertanggungjawabkan dengan mempertimbangkan considering quality and risk in accordance with Company
mutu dan risiko sesuai peraturan Perseroan. 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 and
operasional TI dan kepatuhan terkait peraturan dan compliance with applicable regulations and legislation.
perundangan yang berlaku.
6. Perbaikan berkelanjutan terhadap seluruh dimensi 6. Continuous improvement across 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 peta jalan activities and the implementation of the IT development
pengembangan TI sesuai Master Plan TI melalui berbagai roadmap according to the IT Master Plan through various
pedoman dan standar yang disahkan oleh Information guidelines and standards approved by the Information
Technology Group Head dengan pengawasan Komite Technology Group Head under the supervision of the IT
Pengarah TI. Steering Committee.
Road Map Tata Kelola Teknologi Informasi Information Technology Governance
Roadmap
Target yang ingin dicapai oleh Perseroan dari penerapan The Company’s target for implementing Information
Tata Kelola Teknologi Informasi adalah proses perbaikan Technology Governance is continuous improvement in IT
berkelanjutan terhadap pengelolaan TI dilihat dari 4 siklus management across the four main IT process cycles: Planning,
utama proses TI yaitu Perencanaan, Pengembangan atau Development or Acquisition, Operations, and Monitoring,
Akuisisi, Pengoperasian serta Pemantauan, dan Evaluasi. and Evaluation. The success indicator ofimplementing IT
Indikator dari keberhasilan penerapan Tata Kelola TI adalah Governance is the IT Maturity Score
Skor Maturitas TI.
Bagan Road Map Tata Kelola Teknologi Informasi
Information Technology Governance Road Map Chart
2022 2023 2024 2025
1. Implementasi Organisasi 1. Implementasi Organisasi 1. Pembentukan IT Shared 1. Peningkatan kapabilitas dan
dan Tata Kelola Data. dan Tata Kelola Data Service Center. kapasitas SDM TI (Lanjutan).
2. Standarisasi skema (Lanjutan). 2. Peningkatan kapabilitas 2. Pelaksanaan kontrol tata
backup. 2. Standarisasi skema backup dan kapasitas SDM TI kelola (Lanjutan).
3. Adopsi Agile & Devops. (Lanjutan). (Lanjutan). 3. Sertifikasi dan Maintenance
4. Peningkatan kapabilitas 3. Pembentukan IT Shared 3. Pelaksanaan kontrol tata 4. ISO : 27001 (Lanjutan).
dan kapasitas SDM TI. Service Center. kelola (Lanjutan). 5. Review MPTI (Lanjutan).
5. Sertifikasi dan 4. Adopsi Agile & Devops. 4. Sertifikasi dan 1. Increasing IT HR capability
Maintenance ISO: 27001. 5. Peningkatan kapabilitas dan Maintenance ISO : 27001 and capacity (Continued).
1. Review Masterplan TI kapasitas SDM TI (Lanjutan). (Lanjutan). 2. Implementation of
(MPTI). 6. Pelaksanaan kontrol tata 5. Review MPTI (Lanjutan). governance controls
2. Implementation of kelola. 1. Establishment of an IT (Continued).
Organization and Data 7. Sertifikasi dan Maintenance Shared Service Center. 3. ISO Certification and
Governance. ISO: 27001 (Lanjutan). 2. Increasing IT HR capability Maintenance: 27001
3. Standardize backup 8. Review MPTI (Lanjutan). and capacity (Continued). (Continued).
schemes. 1. Organizational 3. Implementation of 4. MPTI Review (Continued).
4. Agile & Devops Adoption. Implementation and Data governance controls
5. Increasing IT HR Governance (Continued). (Continued).
capability and capacity. 2. Standardize backup 4. ISO Certification and
6. Certification and schemes (Continued). Maintenance: 27001
Maintenance ISO: 27001. 3. Establishment of an IT (Continued).
7. IT Masterplan Review Shared Service Center. 5. MPTI Review (Continued).
(MPTI). 4. Agile & Devops Adoption.
5. Increasing IT HR capability
and capacity (Continued).
6. Implementation of
governance controls.
7. Certification and
Maintenance ISO: 27001
(Continued).
8. MPTI Review (Continued).
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 741
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1
Ikhitisar Kinerja Utama
Main Performace Highlights 2 Laporan Manajemen
Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Assessment Maturity Level Tata Kelola Assessment of Information Technology
Teknologi Informasi Governance Maturity Level
Pengukuran Maturity Level Tata Kelola TI merupakan The assessment of IT Governance Maturity Level is a mechanism
mekanisme untuk mengukur tingkat penerapan Tata Kelola to measure the level of implementation of IT Governance,
TI dengan keluaran berupa Skor Maturitas TI dengan rentang resulting in an IT Maturity Score ranging from 0 (non-existent)
level dari 0 (non eksis) hingga 5 (optimal) yang menunjukkan to 5 (optimal), indicating the quality of implementation of
kualitas pelaksanaan dari masing- masing pengendalian di each control within the Company’s organization.
dalam organisasi Perseroan.
Pada tahun 2024, Perseroan telah melakukan pengukuran In 2024, the Company conducted an assessment of the IT
IT Maturity Level menggunakan COBIT 2019 dan nilai yang Maturity Level using COBIT 2019, and the obtained value
didapatkan dari proses tersebut adalah 3,46. Berdasarkan from this process was 3.46. Based on this result, the Company
hasil tersebut, Perseroan telah memenuhi persyaratan yang has met the requirements set by the Ministry of State-Owned
ditetapkan oleh Kementerian BUMN bahwa nilai IT Maturity Enterprises that the minimum IT Maturity Level for State-
Level BUMN harus minimal 3. Owned Enterprises must be 3.
Perseroan juga melakukan penerapan Sistem Manajemen Additionally, the Company has implemented the Information
Keamanan Informasi (SMKI) sesuai dengan arahan Badan Security Management System (ISMS) following the direction
Siber dan Sandi Negara (BSSN) yang mengharuskan of the National Cyber and Cryptography Agency (BSSN),
penyelenggara layanan transaksi elektronik untuk melakukan which requires providers of electronic transaction services to
penerapan SMKI. Hasil dari penerapan ini dibuktikan melalui implement ISMS. The implementation result is evidenced by
diterbitkannya sertifikat ISO 27001:2022 untuk keamanan the issuance of an ISO 27001:2022 certificate for the physical
fisik data center setelah dilakukan audit eksternal oleh security of the data center after undergoing an external audit
lembaga sertifikasi. by a certification body.
Perseroan telah menyelesaikan Asesmen Indonesia Industry Furthermore, the Company has completed the Indonesia
4.0 Readiness Index (INDI 4.0) sesuai dengan arahan Industry 4.0 Readiness Index (INDI 4.0) assessment as
Kementerian BUMN yang mengharuskan setiap BUMN untuk directed by the Ministry of State-Owned Enterprises, which
melakukan Asesmen INDI 4.0. Adapun proses asesmen ini requires every State-Owned Enterprise to undergo the INDI
dilakukan untuk mendukung program pemerintah Making 4.0 assessment. The assessment process was completed in
Indonesia 4.0. Pelaksanaan asesmen INDI 4.0 Perseroan ini 2022, yielding a score of 3.10.
telah selesai di tahun 2022 dengan hasil 3,10.
Proses Tata Kelola Teknologi Informasi Information Technology Governance
Process
Tata Kelola Teknologi Informasi yang diterapkan oleh The Company’s Information Technology Governance
Perseroan telah mencakup terkait penanganan gangguan encompasses the handling of disruptions, cybersecurity, and
(disruption), keamanan dunia maya (cyber security), dan, disaster recovery to ensure that all major risks are identified,
pemulihan bencana (disaster recovery) untuk memastikan managed, and reported to the Board of Directors. The
semua risiko utama telah didentifikasi, dikelola, dan, realization of these aspects is as follows:
dilaporkan pada Direksi. Adapun realisasi atas hal tersebut,
sebagai berikut:
1. Penanganan Gangguan (Disruption) 1. Handling Disruptions
Dalam mencegah dan menangani gangguan yang To prevent and address emerging disruptions such as
muncul, seperti phising, malware, denial of service, dan phishing, malware, denial of service, and ransomware,
ransomware, Perseroan sedang melakukan pembentukan the Company is establishing a Computer Security
CSIRT (Computer Security Incident Response Team). Incident Response Team (CSIRT). The purpose of CSIRT
Keberadaan CSIRT ini bertujuan untuk menyediakan is to provide rapid and comprehensive responses
respons yang cepat dan komperehensif terhadap insiden to information security incidents, minimizing their
keamanan informasi sehingga dampak dari insiden dapat impact and preventing further spread. CSIRT comprises
diminimalisir dan tidak menyebar luas. CSIRT terdiri representatives from the Information Technology
dari perwakilan unit Information Technology Group dan Group and Corporate Communication & Community
Corporate Communication & Community Development Development Group.
Group.
742 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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5 Fungsi Penunjang Bisnis
Business Support Functions
6 Tata Kelola Perusahaan
Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
2. Keamanan Dunia Maya (Cyber Security) 2. Cybersecurity
Guna mencegah terjadinya serangan maupun ancaman To prevent attacks and threats entering the Company
yang masuk ke Perseroan melalui dunia maya, Perseroan through cyberspace, the Company has taken various
telah melakukan upaya-upaya, antara lain: measures, including:
a. Menerapkan Sistem Manajemen Keamanan a. Implementing an Information Security Management
Informasi sesuai dengan standar ISO 27001:2022. System in accordance with ISO 27001:2013
standards.
b. Menerapkan Security Operation Center untuk b. Establishing a Security Operation Center to monitor
melakukan pemantauan terhadap kondisi keamanan the security status of information systems within
sistem informasi yang ada di Perseroan. the Company.
c. Menerapkan perlindungan berlapis terhadap c. Implementing layered protection for information
sistem informasi maupun jalur komunikasi yang systems and communication channels within the
ada di Perseroan dengan menerapkan konsep Company through the Defense in Depth concept.
Defense in Depth. Konsep ini bertujuan untuk This concept aims to strengthen information
memperkuat keamanan informasi dengan security by implementing layered controls on data
penerapan kontrol yang berlapis terhadap data dan and systems to minimize security risks. Examples of
sistem sehingga risiko keamanan terhadap data implemented protections include Next Generation
tersebut dapat diminimalisir. Contoh perlindungan Firewall, Web Application Firewall, Vulnerability
yang diterapkan antara lain: Next Generation Management, Email Security, Endpoint Protection,
Firewall, Web Application Firewall, Vulnerability Network Trace Analysis, and SD-WAN.
Management, Email Security, Endpoint Protection,
Network Trace Analysis dan, SD-WAN.
3. Pemulihan Bencana (Disaster Recovery) 3. Disaster Recovery
Sebagai langkah penanganan dalam hal terjadi bencana, As a step in handling disasters that may impact the
sehingga berdampak pada data Perseroan, konsep Company’s data, the Company has prepared a disaster
yang telah dipersiapkan oleh Perseroan adalah melalui recovery management concept.
manajemen pemulihan bencana.
Adapun kegiatan yang dilakukan dalam proses Activities conducted in this management process
manajemen ini adalah sebagai berikut: include:
a. Service Impact Analysis, proses penentuan tingkat a. Service Impact Analysis: determining the criticality
kekritisan aplikasi dengan mempertimbangkan level of applications considering certain factors.
faktor-faktor tertentu. Hasil dari aktivitas ini akan The results of this activity will affect the frequency
berpengaruh terhadap frekuensi backup yang of backup and the disaster recovery treatment to be
dilakukan dan perlakuan disaster recovery yang applied.
akan diterapkan.
b. Backup & Restore Management, pembuatan rencana b. Backup & Restore Management: creating data
backup data terhadap sistem informasi yang backup plans for information systems running in
berjalan di Perseroan sesuai dengan hasil dari the Company according to the results of the Service
Service Impact Analysis. Impact Analysis.
c. Disaster Recovery Plan, pembuatan rencana c. Disaster Recovery Plan: creating recovery plans for
pemulihan untuk sistem informasi yang ada information systems in the Company according to
di Perseroan sesuai dengan hasil dari Service the results of the Service Impact Analysis. Recovery
Impact Analysis. Pemulihan yang dilakukan dapat can be achieved through various methods,
dilakukan melalui beberapa cara, yaitu dengan including restoring information system backups
melakukan restore terhadap hasil backup sistem and transferring active site information systems
informasi dan melakukan pemindahan active site from the data center to the disaster recovery center.
untuk sistem informasi dari data center ke disaster
recovery center.
d. Melakukan security assessment testing secara d. Conduct periodic security assessment testing using
berkala menggunakan pihak independen untuk independent parties to evaluate the security of the
menguji keamanan sistem informasi yang dimiliki information systems owned by the Company.
oleh Perseroan.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 743
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
07
Tanggung Jawab
Sosial dan
Lingkungan
Social and Environmental
Responsibility
746 Tanggung Jawab Sosial dan Lingkungan 2024
Social and Environmental Responsibility 2024
744 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 745
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 745
Page 746
Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Tanggung Jawab Sosial
dan Lingkungan 2024
Social and Environmental
Responsibility 2024
Jasa Marga telah menyusun Laporan Keberlanjutan Tahun 2024 secara terpisah Jasa Marga has prepared the 2024 Sustainability Report separately while still being a
namun tetap menjadi bagian dari Laporan Tahunan Tahun 2024. Di dalam part of the 2024 Annual Report. In this report, the company outlinesthe achievements
laporan tersebut, Perseroan menjabarkan pencapaian kinerja keberlanjutan dan of sustainability performance and the implementation of the company’s social and
pelaksanaan Tanggung Jawab Sosial dan Lingkungan Perseroan untuk periode environmental responsibilities for the reporting period from January 1, 2024, to
pelaporan dari 1 Januari 2024 hingga 31 Desember 2024. Penyusunan laporan December 31, 2024. The preparation of this report refers to the provisions in the
tersebut mengacu pada ketentuan dalam Peraturan Otoritas Jasa Keuangan (OJK) Financial Services Authority Regulation (OJK) No. 51/POJK.03/2017 regarding the
No. 51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan Bagi Lembaga Implementation of Sustainable Finance for Financial Institutions, Issuers, and Public
Jasa Keuangan, Emiten, Dan Perusahaan Publik (lampiran II) dan Surat Edaran Companies (attachment II), and Financial Services Authority Circular Letter No. 16/
OJK No. 16/SEOJK.04/2021 tentang Bentuk dan Isi Laporan Tahunan Emiten atau SEOJK.04/2021 regarding the Form and Contents of the Annual Report of Issuers
Perusahaan Publik (lampiran II). Selain ketentuan tersebut, Laporan Keberlanjutan or Public Companies (attachment II). In addition to these provisions, the 2024
Tahun 2024 juga disusun dengan menggunakan standar internasional yang Sustainability Report is also prepared using international standards issued by the
dikeluarkan oleh Global Sustainability Standards Board (GSSB) yaitu Global Global Sustainability Standards Board (GSSB), namely the Global Reporting Initiative
Reporting Initiative (GRI) Standard dengan GRI 1 yang digunakan adalah GRI 1: (GRI) Standard with GRI 1 used as GRI 1: Foundation 2021.
Landasan 2021.
Pada tahun 2024, Perseroan telah memiliki komitmen keberlanjutan dan juga In 2024, the Company has committed to sustainability and also formed a Social
membentuk Komite Tanggung Jawab Sosial dan Lingkungan sesuai dengan arahan and Environmental Responsibility Committee in accordance with the Ministry of
Kementerian BUMN melalui Peraturan Menteri Nomor: PER-1/MBU/03/2023 State-Owned Enterprises’ directive through Ministerial Regulation Number: PER-
tentang Penugasan Khusus dan TJSL. Pembentukan Komite TJSL telah tertuang 1/MBU/03/2023 regarding Special Assignments and Social and Environmental
dalam 169/KPTS/2022 Surat Keputusan Direksi Nomor: 169/KPTS/2022 tentang Responsibility (TJSL). The establishment of the TJSL Committee is outlined in the
Pembentukan Komite Tanggung Jawab Sosial dan Lingkungan di Lingkungan PT Board of Directors’ Decree Number: 169/KPTS/2022 concerning the Formation
Jasa Marga (Persero) Tbk. Keanggotaan Komite TJSL telah tertuang dalam Surat of the Social and Environmental Responsibility Committee within PT Jasa Marga
Keputusan Direksi Nomor: 170/KPTS/2022 tentang Penetapan Daftar Nama (Persero) Tbk. The membership of the TJSL Committee is outlined in the Board of
Anggota Komite Tanggung Jawab Sosial dan Lingkungan (TJSL) PT Jasa Marga Directors’ Decree Number: 170/KPTS/2022 concerning the Establishment of the List
(Persero) Tbk dan perubahannya Nomor: 154/KPTS/2024 perihal Penetapan of Members of the Social and Environmental Responsibility Committee (TJSL) of PT
Komite TJSL Periode 2024-2025. Adapun penjelasan lebih lengkap mengenai Jasa Marga (Persero) Tbk and its amendment Number: 154/KPTS/2024 regarding
Tanggung Jawab Sosial dan Lingkungan Perseroan telah tertuang dalam Laporan the Appointment of the TJSL Committee for the 2024-2025 period. A more detailed
Keberlanjutan. explanation of the Company’s Social and Environmental Responsibility is outlined in
the Sustainability Report.
Komitmen Keberlanjutan
Sustainability Commitment
Perseroan berkomitmen untuk mengintegrasikan prinsip Environmental, Social, and Governance (ESG) ke dalam seluruh aspek operasional guna menciptakan
dampak positif yang berkelanjutan bagi lingkungan, masyarakat, serta tata kelola perusahaan. Komitmen ini diwujudkan melalui implementasi program Tanggung
Jawab Sosial dan Lingkungan (TJSL), yang tidak hanya berfokus pada pertumbuhan bisnis, tetapi juga berorientasi pada kontribusi nyata terhadap perbaikan
sosial dan pelestarian lingkungan. Pelaksanaan TJSL mengacu pada standar ISO 26000, sehingga dibentuk Komite TJSL sebagai wujud keterlibatan seluruh unit
dalam memastikan keberlanjutan program tersebut. Selain itu, program ini juga selaras dengan Tujuan Pembangunan Berkelanjutan (TPB) untuk meningkatkan
kesejahteraan ekonomi, menjaga keberlanjutan sosial dan lingkungan, serta mewujudkan pembangunan inklusif bagi generasi mendatang.
The Company is committed to integrating Environmental, Social, and Governance (ESG) principles into all operational aspects to create a sustainable positive
impact on the environment, society, and corporate governance. This commitment is realized through the implementation of the Corporate Social and Environmental
Responsibility (TJSL) program, which not only focuses on business growth but also aims to make a solid contribution to social improvement and environmental
preservation. TJSL is implemented in accordance with ISO 26000 standards, leading to the establishment of the TJSL Committee as a manifestation of the active
involvement of all units in ensuring the program’s sustainability. Furthermore, this program aligns with the Sustainable Development Goals (SDGs) to enhance
economic well-being, uphold social and environmental sustainability, and promote inclusive development for future generations.
2029
ROADMAP ESG 2028 (Resilience)
2027 (Grow)
2026 (Accelerate) Menjadi Perusahaan yang tahan
2025 (Move) Menerapkan prinsip-prinsip ESG
dengan perubahan iklim
Becoming a company resilient to
(Prepare) Mempercepat pencapaian
tujuan keberlanjutan
secara konsisten, mendorong
pertumbuhan berkelanjutan
climate change
Accelerating the achievement of Consistently implementing ESG
Memulai inisiatif keberlanjutan
sustainability goals principles, driving sustainable
Starting a sustainability initiative
Memperkuat ESG Tata Kelola growth
Strengthening ESG Governance
746 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 747
Tata
tata kelola
Kelola perusahaan
Perusahaan
5 fungsi penunjang
Fungsi Penunjang bisnis
Bisnis
Functions
support functions
business Support
Business
6 good corporate
Good Corporategovernance
Governance 7 Tanggung
tanggung jawab
Responsibility
Socialresponsibility
corporate social
Corporate
Jawabsosial
Sosialperusahaan
Perusahaan
8 referensi pojk,
Referensi
Reference
reference of
SEOJK,
POJK,seojk,
ofpojk,
POJK,seojk,
SEOJK,and
Kriteria
kriteria
dan
dan
and
araARA
araARA
criteria
Criteria
Pilar Pembangunan Sosial Pilar Pembangunan Ekonomi
Social Development Pillar Economy Development Pillar
Pengembangan dan Pemasaran
Jasa Marga Tanggap Bencana Jasa Marga Peduli Pendidikan UMK
Jasa Marga Disaster Response Development and Marketing of MSMEs Development and Marketing of MSMEs
Sebagai bentuk kepedulian kepada masyarakat terdampak Jasa Marga berkontribusi dalam dunia pendidikan melalui bantuan alat Jasa Marga mendukung pertumbuhan UMKM melalui partisipasi
bencana, Jasa Marga aktif menyalurkan bantuan berupa kebutuhan sekolah, perangkat pembelajaran seperti laptop dan proyektor, serta dalam berbagai pameran dan bazar, termasuk INACRAFT, Trade
pokok, obat-obatan, logistik dan kebutuhan lainnya diberbagai alat peraga bagi sekolah-sekolah di DKI Jakarta, Jawa Barat, dan Jawa Expo Indonesia, PaDi UMKM EXPO, Pameran Kriyanusa, dan Solo
daerah bencana, seperti korban banjir Kab. Bandung dan Demak, Timur. Selain itu, program ini mencakup perbaikan sekolah di Sumatera Great Sale. Selain itu, Perseroan juga mendukung pengembangan
korban angin puting beliung Sumedang dan Bandung, korban Utara, Jawa Barat, dan Jawa Tengah, serta pembangunan Taman Lalu usaha Kampoeng UMKM 88B dan 519A serta mendukung
longsor Sumatera Barat dan Cianjur, serta korban kebakaran Lintas di Rest Area Jasa Marga guna meningkatkan edukasi keselamatan sertifikasi halal dan pelatihan digital marketing bagi UMKM Binaan
Manggarai Jakarta Selatan dan Kemayoran Jakarta Pusat. berlalu lintas bagi anak-anak. Jasa Marga agar lebih kompetitif di pasaran.
As an act of solidarity for disaster-affected communities, Jasa Jasa Marga contributes to the field of education by providing school Jasa Marga promotes the growth of MSMEs by participating in
Marga actively provides aid in the form of basic necessities, supplies, learning equipment such as laptops and projectors, and exhibitions and bazaars such as INACRAFT, PaDi UMKM EXPO,
medicines, logistics, and other essential supplies in various teaching aids for schools in DKI Jakarta, West Java, and East Java. This Pameran Kriyanusa, and Solo Great Sale. Additionally, the
disaster-affected areas, such as flood victims in Bandung Regency program also includes school renovations in North Sumatra, West Java, company has developed Branding Kampoeng UMKM 519A and
and Demak, tornado victims in Sumedang and Bandung, landslide and Central Java, as well as the development of a Traffic Park at Jasa supports halal certification for MSMEs to enhance their market
victims in West Sumatra and Cianjur, as well as fire victims in Marga Rest Areas to enhance traffic safety education for children. competitiveness.
Manggarai, South Jakarta, and Kemayoran, Central Jakarta.
Mengurangi Ketimpangan dengan
Budaya Kita Berbagi (BUKBER) Jasa Marga Medical Keliling Pemberdayaan Masyarakat
Our Culture of Sharing (BUKBER) Jasa Marga Mobile Medical Reducing Inequality through Community
Empowerment
Melalui program Budaya Kita Berbagi, Jasa Marga menyalurkan Dalam upaya meningkatkan kesehatan masyarakat, Jasa Marga Komitmen Jasa Marga terhadap inklusivitas ekonomi diwujudkan
bantuan sembako ke berbagai yayasan dan lembaga sosial menghadirkan layanan Medical Keliling, yang menyediakan pemeriksaan melalui program Disabilitypreneur Berdaya Bersama Jasa Marga,
di Banten, DKI Jakarta, Jawa Barat, Jawa Tengah, Jawa Timur, kesehatan, bantuan obat-obatan, dan dukungan nutrisi bagi masyarakat yang memberikan pelatihan kewirausahaan bagi penyandang
Sumatera Utara, Sulawesi Utara, Maluku, dan NTT. Program ini juga sekitar proyek Jalan Tol Jogja-Bawen. Dalam mendukung peningkatan disabilitas. Perseroan juga mendukung pendidikan bagi siswa di
mencakup pemberian hewan kurban serta pembagian takjil dan kesehatan masyarakat, Jasa Marga juga turut memberikan bantuan berupa SLB Cicendo Bandung sebagai bagian dari upaya meningkatkan
sembako dalam kegiatan BUKBER (Budaya Kita Berbagi). perbaikan sarana dan bantuan perlengkapan olahraga untuk meningkatkan akses dan kualitas pendidikan inklusif.
Through the Budaya Kita Berbagi program, Jasa Marga distributes kesejahteraan masyarakat. Jasa Marga's commitment to economic inclusivity is shown in the
staple food aid to various foundations and social institutions in In an effort to improve public health, Jasa Marga provides Mobile Disabilitypreneur Berdaya Bersama Jasa Marga program, which
Banten, DKI Jakarta, West Java, Central Java, East Java, North Medical Services, offering health check-ups, medical assistance, and offers entrepreneurship training to people with impairments. The
Sumatra, North Sulawesi, Maluku, and NTT. This program also nutritional support for communities around the Jogja-Bawen Toll Road company also supports education for students at SLB Cicendo
includes sacrificial animal donations and the distribution of project. Furthermore, Jasa Marga also provides support through facility Bandung as part of its efforts to improve access to and quality of
takjil and staple food packages during the BUKBER (Budaya Kita upgrades and sports equipment donations to enhance community inclusive education.
Berbagi) event. well-being
Pilar Pembangunan Lingkungan
Environmental Development Pillar
Akses Air Bersih dan Penanaman Pohon dan Pelestarian Peningkatan Sarana dan
Sanitasi Layak Lingkungan Prasarana (Umum dan Ibadah)
Access to Clean Water and Proper Tree Planting and Environmental Improvement of Facilities and
Sanitation Conservation Infrastructure (Public and Religious)
Jasa Marga berperan aktif dalam menyediakan akses air bersih Jasa Marga berkontribusi dalam penghijauan dengan melakukan penanaman Sebagai bentuk kepedulian terhadap fasilitas publik, Jasa Marga
melalui pembangunan fasilitas Water Treatment di Rest Area pohon di rest area dan sekitar jalan tol. Perseroan juga mendukung upaya memberikan bantuan material untuk pembangunan sarana ibadah,
519A, pembuatan sumur bor, serta pembangunan septic tank guna pelestarian lingkungan melalui penyediaan mesin pemotong rumput, motor infrastruktur umum, dan penerangan jalan umum (PJU). Selain itu,
meningkatkan sanitasi di berbagai wilayah operasional. viar, dan bak sampah, serta pembangunan biopori di Akses Patimban untuk program ini juga mencakup kegiatan lomba taman di ruas jalan tol
Jasa Marga plays an active role in providing access to clean water meningkatkan daya serap air dan mengurangi risiko banjir. Jasa Marga untuk memperindah lingkungan.
through the construction of a Water Treatment facility at Rest Area Jasa Marga contributes to environmental sustainability by conducting tree As part of its pledge to improve public facilities, Jasa Marga
519A, drilling bore wells, and installing septic tanks to promote planting in rest areas and along toll roads. The company also supports provides material aid for the development of places of worship,
sanitation in various operational locations. conservation initiatives by giving lawn mowers, Viar motorcycles, and rubbish public infrastructure, and street lighting (PJU). Additionally, this
bins, as well as building biopores in the Patimban Access region to improve program includes a garden competition along Jasa Marga's toll
water absorption and reduce flood risk. roads to enhance the environment's aesthetics.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 747
Page 748
08
Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Referensi POJK,
SEOJK, dan
Kriteria ARA
Reference of POJK,
SEOJK and ARA
750 Referensi POJK No. 29/POJK.04/2016 dan
SEOJK No. 16/SEOJK.04/2021
POJK No. 29/POJK.04/2016 and SEOJK No. 16/
SEOJK.04/2021 Reference
770 Kriteria Annual Report Award (ARA)
Annual Report Award (ARA) Criteria References
748 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 749
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 749
Page 750
Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Referensi POJK No. 29/POJK.04/2016
dan SEOJK No. 16/SEOJK.04/2021
POJK NO. 29/POJK.04/2016 and
SEOJK No. 16/SEOJK.04/2021 Reference
Uraian Halaman
No.
Description Page
1. Ketentuan Umum
General Terms
a. Laporan Tahunan paling sedikit memuat informasi mengenai:
1. Ikhtisar data keuangan penting;
2. Informasi saham (jika ada);
3. Laporan Direksi;
4. Laporan Dewan Komisaris;
5. Profil Emiten atau Perusahaan Publik;
6. Analisis dan pembahasan manajemen;
7. Tata kelola Emiten atau Perusahaan Publik;
8. Tanggung jawab sosial dan lingkungan Emiten atau Perusahaan Publik;
9. Laporan keuangan tahunan yang telah diaudit; dan
10. Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas
Laporan Tahunan;
a. The Annual Report shall at least include the following information:
1. An overview of important financial data;
2. Share information (if any);
3. Board of Directors’ report;
4. Board of Commissioners’ report;
5. Issuer or Public Company profiles;
6. Management discussion and analysis;
7. Issuer or Public Company governance;
8. Issuer or Public Company social and environmental responsibility;
9. Audited annual financial statements; and
10. A statement from the Board of Directors and the Board of Commissioners on their responsibility
for the Annual Report;
b. Laporan Tahunan dapat menyajikan informasi berupa gambar, grafik, tabel, dan/atau diagram
dengan mencantumkan judul dan/atau keterangan yang jelas, sehingga mudah dibaca dan
dipahami
Annual reports can present information in the form ofpictures, graphs, tables, and / or diagrams
clearly statingthe title and / or description, which is easy to read and understand
2. Uraian Isi Laporan Tahunan
Annual Report Contents Description
A. Ikhtisar Data Keuangan Penting 20-23
Summary of Important Financial Data
Ikhtisar data keuangan penting memuat informasi keuangan yang disajikan dalam bentuk perbandingan
selama 3 (tiga) tahun buku atau sejak memulai usahanya jika Emiten atau Perusahaan Publik tersebut
menjalankan kegiatan usahanya kurang dari 3 (tiga) tahun, paling sedikit memuat:
Financial Highlights includes financial information presented in the form of comparison for 3 (three)
financial years, or since starting a business if the Issuer’s or the Public Company’s business activities
are less than 3 (three) years, and should at least include:
1. Pendapatan/penjualan; 20
Revenue/sales;
2. Laba bruto; 20
Gross profit;
3. Laba (rugi); 20
Profit (loss);
750 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 751
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
4. Jumlah laba (rugi) yang dapat diatribusikan kepada pemilik entitas induk dan kepentingan non 20
pengendali;
Total profit (loss) attributable to owners of the parent and non-controlling interests;
5. Total laba (rugi) komprehensif; 20
Total comprehensive profit (loss);
6. Jumlah laba (rugi) komprehensif yang dapat diatribusikan kepada pemilik entitas induk dan 20
kepentingan non pengendali;
Total comprehensive profit (loss) attributable to owners of the parent and non- controlling
interests;
7. Laba (rugi) per saham; 20
Profit (loss) per share;
8. Jumlah aset; 21
Total assets;
9. Jumlah liabilitas; 21
Total liabilities;
10. Jumlah ekuitas; 21
Total equities;
11. Rasio laba (rugi) terhadap jumlah aset; 21
Profit (loss) to total assets ratio;
12. Rasio laba (rugi) terhadap ekuitas; 21
Profit (loss) to equity ratio;
13. Rasio laba (rugi) terhadap pendapatan/penjualan; 21
Profit (loss) to revenue/sales ratio;
14. Rasio lancar; 21
Current ratio;
15. Rasio liabilitas terhadap ekuitas; 21
Liabilities to equity ratio;
16. Rasio liabilitas terhadap jumlah aset; dan 21
Liabilities to total assets ratio;
17. Informasi dan rasio keuangan lainnya yang relevan dengan Emiten atau Perusahaan Publik dan jenis 21
industrinya.
Other information and financial ratios relevant to the Issuer or a Public Company and its industry
type;
B. Informasi Saham 25-26
Share Information
Informasi saham bagi Perusahaan Terbuka paling sedikit memuat: 25
Share information for a Public Company shall at least contain:
1. Saham yang telah diterbitkan untuk setiap masa triwulan yang disajikan dalam bentuk
perbandingan selama 2 (dua) tahun buku terakhir, paling sedikit memuat:
Shares issued for each quarter are presented in the form of comparison for the last 2 (two) years, to
include at least:
a. Jumlah saham yang beredar;
Total outstanding shares;
b. Kapitalisasi pasar berdasarkan harga pada bursa efek tempat saham dicatatkan;
Market capitalization based on the price on the Stock Exchange where the securities are listed;
c. Harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada bursa efek tempat
saham dicatatkan; dan
The highest, lowest, and closing share price based on the Stock Exchange where the securities
are listed; and
d. Volume perdagangan pada bursa efek tempat saham dicatatkan.
The volume of trading on the Stock Exchange where the securities are listed;
Informasi dalam huruf b), huruf c), dan huruf d) hanya diungkapkan jika sahamnya tercatat di bursa
efek;
Information on the letter b), c), and d) is only disclosed if the shares are listed on the Stock
Exchange;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 751
Page 752
Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
2. Dalam hal terjadi aksi korporasi yang menyebabkan terjadinya perubahan pada saham, seperti 30
pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus,
perubahan nilai nominal saham, penerbitan efek konversi, serta penambahan dan pengurangan
modal, informasi saham sebagaimana dimaksud pada angka 1) ditambahkan penjelasan paling
sedikit mengenai:
In the event of a corporate action that causes changes in shares, such as stock splits, reverse stock,
stock dividends, bonus shares, changes in the shares’ nominal value, conversion securities issuance,
as well as capital additions and deductions, share information as referred to in number 1) shall be
added with, at least, explanation regarding:
a. Tanggal pelaksanaan aksi korporasi;
Corporate action execution date;
b. Rasio pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham,
saham bonus, jumlah efek konversi yang diterbitkan, dan perubahan nilai nominal saham;
The ratio of stock splits, reverse stock, stock dividends, bonus shares, the number of convertible
securities issued, and changes in the nominal value of shares;
c. Jumlah saham beredar sebelum dan sesudah aksi korporasi;
The number of shares outstanding before and after the corporate action;
d. Jumlah efek konversi yang dilaksanakan (jika ada); dan
The number of convertible securities exercised (if any); and
e. Harga saham sebelum dan sesudah aksi korporasi;
Share price before and after the corporate action;
3. Dalam hal terjadi penghentian sementara perdagangan saham (suspension) dan/atau pembatalan 30
pencatatan saham (delisting) dalam tahun buku, dijelaskan alasan penghentian sementara
perdagangan saham (suspension) dan/atau pembatalan pencatatan saham (delisting) tersebut; dan
in the event of share trading temporary suspension (suspension) and/or shares delisting during the
fiscal year, the shares’ suspension and/or delisting reasons shall be explained; and
4. Dalam hal penghentian sementara perdagangan saham (suspension) sebagaimana dimaksud pada 30
angka 3) dan/atau proses pembatalan pencatatan saham (delisting) masih berlangsung hingga akhir
periode Laporan Tahunan, dijelaskan tindakan yang dilakukan untuk menyelesaikan penghentian
sementara perdagangan saham (suspension) dan/atau pembatalan pencatatan saham (delisting)
tersebut.
If the share trading temporary suspension as referred to in number 3) and/or the delisting
process is still ongoing until the end of the Annual Report period, the actions taken to resolve the
temporary suspension of share trading and/ or cancellation of the share listing (delisting) shall be
explained.
C. Laporan Direksi 66-79
Board of Directors Report
Laporan Direksi paling sedikit memuat uraian singkat mengenai:
The Board of Directors’ Report shall, at the minimum, contain a brief description of:
1. Kinerja Emiten atau Perusahaan Publik, paling sedikit memuat:
The Board of Directors’ report shall, at the minimum, contain a brief description of:
a. Strategi dan kebijakan strategis Emiten atau Perusahaan Publik; 68-70
The strategy and strategic policy of the Issuer or Public Company;
b. Peranan Direksi dalam perumusan strategi dan kebijakan strategis Emiten atau Perusahaan 70-71
Publik;
The Board of Directors’ role in formulating strategies and strategic policies of Issuers or Public
Companies;
c. Proses yang dilakukan Direksi untuk memastikan implementasi strategi Emiten atau Perusahaan 71-72
Publik;
The process carried out by the Board of Directors to ensure the implementation of the Issuer’s
or Public Company’s strategy;
d. Perbandingan antara hasil yang dicapai dengan yang ditargetkan Emiten atau Perusahaan 72-73
Publik; dan
Comparison between the results achieved and those targeted by the Issuer or Public Company;
and
e. Kendala yang dihadapi Emiten atau Perusahaan Publik; 73-75
The constraints faced by the Issuer or Public Company;
2. Gambaran tentang prospek usaha Emiten atau Perusahaan Publik; dan 76
Business prospects overview of the Issuer or Public Company; and
3. Penerapan tata kelola Emiten atau Perusahaan Publik. 77
Governance implementation of the Issuer or Public Company.
752 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 753
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
D. Laporan Dewan Komisaris 52-63
Board of Commissioner Report
Laporan Dewan Komisaris paling sedikit memuat uraian singkat mengenai: 54-55
The Board of Commissioners’ Report shall, at the minimum, contain a brief description of:
1. Penilaian terhadap kinerja Direksi mengenai pengelolaan Emiten atau Perusahaan Publik,
termasuk pengawasan Dewan Komisaris dalam perumusan dan implementasi strategi Emiten atau
Perusahaan Publik yang dilakukan oleh Direksi;
The Board of Directors’ performance evaluation regarding the management of Issuers or Public
Companies, including the supervision of the Board of Commissioners in the strategies formulation
and implementation for Issuers or Public Companies carried out by the Board of Directors;
2. Pandangan atas prospek usaha Emiten atau Perusahaan Publik yang disusun oleh Direksi; dan 57
View on the business prospects of the Issuer or Public Company prepared by the Board of Directors;
3. Pandangan atas penerapan tata kelola Emiten atau Perusahaan Publik. 57-62
View on the Issuer or Public Company’s application of governance;
E. Profil Emiten atau Perusahaan Publik 86-265
Profile of the Issuer or Public Company
Profil Emiten atau Perusahaan Publik paling sedikit memuat informasi: 86, 88
Profile of the Issuer or Public Company contains, at the minimum, information of:
1. Nama Emiten atau Perusahaan Publik termasuk apabila terdapat perubahan nama, alasan
perubahan, dan tanggal efektif perubahan nama pada tahun buku;
The name of the Issuer or Public Company, including if there was any change of name, the reason
for the change, and effective date of the name change during the fiscal year;
2. Akses terhadap Emiten atau Perusahaan Publik termasuk kantor cabang atau kantor perwakilan 86
yang memungkinkan masyarakat dapat memperoleh informasi mengenai Emiten atau Perusahaan
Publik, meliputi:
Access to Issuer or Public Company, including any branch offices or representative offices, which
allows the public access to information on the Issuer or Public Company, including:
a. Alamat;
Address;
b. Nomor telepon;
Telephone number;
c. Alamat surat elektronik; dan
Electronic mail address; and
d. Alamat situs web;
Web site address;
3. Riwayat singkat Emiten atau Perusahaan Publik; 87-88
A brief history of Issuer or Public Company;
4. Visi dan misi Emiten atau Perusahaan Publik serta budaya perusahaan (corporate culture) atau nilai- 102-109
nilai perusahaan;
The vision and mission of the Issuer or Public Company as well as the corporate culture or corporate
values;
5. Kegiatan usaha menurut anggaran dasar terakhir, kegiatan usaha yang dijalankan pada tahun buku, 110-120
serta jenis barang dan/atau jasa yang dihasilkan;
Business activities according to the last articles of association, the business activities carried out
during the fiscal year, as well as the type of goods and/or services produced;
6. Wilayah operasional Emiten atau Perusahaan Publik; 92-99
The operational area of the Issuer or Public Company;
Wilayah operasional merupakan wilayah atau daerah pelaksanaan kegiatan operasional atau
jangkauan dari kegiatan operasional perusahaan.
The operational area is the area or area for the implementation of operational activities or the
range of the company’s operating activities.
7. Struktur organisasi Emiten atau Perusahaan Publik dalam bentuk bagan, paling sedikit sampai 124-125
dengan struktur 1 (satu) tingkat di bawah Direksi termasuk komite di bawah Direksi (jika ada) dan
komite di bawah Dewan Komisaris, disertai dengan nama dan jabatan;
The organizational structure of the Issuer or Public Company in the form of a chart, at the minimum,
the structure of 1 (one) level below the Board of Directors including committees under the Board of
Directors (if any) and the Board of Commissioners, accompanied by names and positions;
8. Daftar keanggotaan asosiasi industri baik dalam skala nasional maupun internasional yang 89
berkaitan dengan penerapan keuangan berkelanjutan;
A list of industry association memberships both on a national and international scale related to the
implementation of sustainable finance;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 753
Page 754
Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
9. Profil Direksi, paling sedikit memuat: 135-140
The profile of Directors, to at least include:
a. Nama dan jabatan yang sesuai dengan tugas dan tanggung jawab;
The name and position per the duties and responsibilities;
b. Foto terbaru;
A recent photograph;
c. Usia;
Age;
d. Kewarganegaraan;
Nationality;
e. Riwayat pendidikan dan/atau sertifikasi;
Educational and/or certification history;
f. Riwayat jabatan, meliputi informasi:
Position history, including information on:
i. Dasar hukum pengangkatan sebagai anggota Direksi pada Emiten atau Perusahaan Publik
yang bersangkutan;
The legal basis for appointment as a member of the Board of Directors of the Issuer or
Public Company concerned;
ii. Rangkap jabatan, baik sebagai anggota Direksi, anggota Dewan Komisaris, dan/atau anggota
komite serta jabatan lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Dalam hal anggota Direksi tidak memiliki rangkap jabatan, maka diungkapkan mengenai hal
tersebut; dan
Concurrent positions, either as a member of the Board of Directors, member of the Board
of Commissioners, and/or committee member, and other positions inside and outside the
Issuer or Public Company. If a member of the Board of Directors does not have concurrent
positions, then this is disclosed; and
iii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau
Perusahaan Publik.
Period of work experience both inside and outside the Issuer or Public Company.
g. Hubungan afiliasi dengan anggota Direksi lainnya, anggota Dewan Komisaris, pemegang saham
utama, dan pengendali baik langsung maupun tidak langsung sampai kepada pemilik individu,
meliputi nama pihak yang terafiliasi. Dalam hal anggota tidak memiliki hubungan afiliasi, maka
Emiten atau Perusahaan Publik mengungkapkan hal tersebut; dan
Affiliation with other members of the Board of Directors, members of the Board of
Commissioners, major shareholders, and controllers either directly or indirectly to individual
owners, including the names of affiliated parties. If the member has no affiliation relationship,
the Issuer or Public Company shall disclose this matter; and
h. Perubahan komposisi anggota Direksi dan alasan perubahannya. Dalam hal tidak terdapat
perubahan komposisi anggota Direksi, maka diungkapkan mengenai hal tersebut;
Changes in the composition of the members of the Board of Directors and the reasons for the
changes. If there is no change in the composition of the members of the Board of Directors, this
matter shall be disclosed;
754 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 755
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
10. Profil Dewan Komisaris, paling sedikit memuat: 128-134
The profile of Board of Commissioners, to at least include:
a. Nama dan jabatan;
The name and position;
b. Foto terbaru;
A recent photograph;
c. Usia;
Age;
d. Kewarganegaraan;
Nationality;
e. Riwayat pendidikan dan/atau sertifikasi;
Educational and/or certification history;
f. Riwayat jabatan, meliputi informasi:
Position history, including information on:
i. Dasar hukum pengangkatan sebagai anggota Dewan Komisaris;
The legal basis for appointment as a member of the Board of Commissioners of the Issuer or
Public Company concerned;
ii. Dasar hukum pengangkatan pertama kali sebagai anggota Dewan Komisaris yang
merupakan komisaris independen pada Emiten atau Perusahaan Publik yang bersangkutan;
The legal basis for the first appointment as a member of the Board of Commissioners who is
an independent commissioner of the Issuer or Public Company concerned;
iii. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota
komite serta jabatan lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Dalam hal anggota Dewan Komisaris tidak memiliki rangkap jabatan, maka diungkapkan
mengenai hal tersebut; dan
Concurrent positions, either as a member of the Board of Commissioners, member of the
Board of Directors, and/or committee member, and other positions inside and outside
the Issuer or Public Company. If a member of the Board of Commissioners does not have
concurrent positions, then this is disclosed; and
iv. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau
Perusahaan Publik.
Period of work experience both inside and outside the Issuer or Public Company.
g. Hubungan afiliasi dengan anggota Dewan Komisaris lainnya, pemegang saham utama, dan
pengendali baik langsung maupun tidak langsung sampai kepada pemilik individu, meliputi
nama pihak yang terafiliasi; Dalam hal anggota Dewan Komisaris tidak memiliki hubungan
afiliasi, maka Emiten atau Perusahaan Publik mengungkapkan hal tersebut;
Affiliation with other members of the Board of Commissioners, major shareholders, and
controllers either directly or indirectly to individual owners, including the names of affiliated
parties. If the member has no affiliation relationship, the Issuer or Public Company shall
disclose this matter; and
h. Pernyataan independensi komisaris independen dalam hal komisaris independen telah
menjabat lebih dari 2 (dua) periode; dan
Statement of independence of independent commissioners in the event that the independent
commissioner has served for more than 2 (two) terms; and
i. Perubahan komposisi anggota Dewan Komisaris dan alasan perubahannya. Dalam hal tidak
terdapat perubahan komposisi anggota Dewan Komisaris, maka diungkapkan mengenai hal
tersebut;
Changes in the composition of the members of the Board of Commissioners and the reasons
for the changes. If there is no change in the composition of the members of the Board of
Commissioners, this matter shall be disclosed;
11. Dalam hal terdapat perubahan susunan anggota Direksi dan/atau anggota Dewan Komisaris yang 126-127
terjadi setelah tahun buku berakhir sampai dengan batas waktu penyampaian Laporan Tahunan,
susunan yang dicantumkan dalam Laporan Tahunan adalah susunan anggota Direksi dan/atau
anggota Dewan Komisaris yang terakhir dan sebelumnya;
In the event of changes in the composition of the Board of Directors and/or the Board of
Commissioners’ members that occurred after the fiscal year ends until the deadline for submission
of the Annual Report, the composition to be included in the Annual Report is the latest and the
previous composition of the Board of Directors and/or the Board of Commissioners’ members;
12. Jumlah karyawan menurut jenis kelamin, jabatan, usia, tingkat pendidikan, dan status 165-167
ketenagakerjaan (tetap/kontrak) dalam tahun buku;
Number of employees by gender, position, age, education level, and employment status
(permanent/contracted) in the fiscal year;
Pengungkapan informasi dapat disajikan dalam bentuk tabel.
Disclosure of information can be presented in tabular form.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 755
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
13. Nama pemegang saham dan persentase kepemilikan pada awal dan akhir tahun buku, yang terdiri 208-210
dari informasi mengenai:
Shareholders names and ownership percentage at the beginning and end of the fiscal year, which
consists of information regarding:
a. Pemegang saham yang memiliki 5% (lima persen) atau lebih saham Emiten atau Perusahaan
Publik;
Shareholders who own 5% (five percent) or more shares of the Issuer or Public Company;
b. Anggota Direksi dan anggota Dewan Komisaris yang memiliki saham Emiten atau Perusahaan
Publik. Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris tidak
memiliki saham, maka diungkapkan mengenai hal tersebut; dan
Members of the Board of Directors and members of the Board of Commissioners who own
shares in the Issuer or Public Company. If all members of the Board of Directors and/or all
members of the Board of Commissioners do not own shares, then this matter is disclosed; and
c. Kelompok pemegang saham masyarakat, yaitu kelompok pemegang saham yang masing-
masing memiliki kurang dari 5% (lima persen) saham Emiten atau Perusahaan Publik;
Community shareholder group, namely the group of shareholders whom each own less than
5% (five percent) of the shares of the Issuer or Public Company;
Informasi di atas dapat disajikan dalam bentuk tabel.
The above information can be presented in tabular form.
14. Persentase kepemilikan tidak langsung atas saham Emiten atau Perusahaan Publik oleh anggota 212-213
Direksi dan anggota Dewan Komisaris pada awal dan akhir tahun buku, termasuk informasi
mengenai pemegang saham yang terdaftar dalam daftar pemegang saham untuk kepentingan
kepemilikan tidak langsung anggota Direksi dan anggota Dewan Komisaris;
The shares’ indirect ownership percentage of the Issuer or Public Company by members of the
Board of Directors and members of the Board of Commissioners at the beginning and end of
the fiscal year, including information on shareholders registered in the shareholder register
for the benefit of indirect ownership of members of the Board of Directors and the Board of
Commissioners;
Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris tidak memiliki
kepemilikan tidak langsung atas saham Emiten atau Perusahaan Publik, maka diungkapkan
mengenai hal tersebut.
If all members of the Board of Directors and/or Board of Commissioners do not have indirect
ownership of the shares of the Issuer or Public Company, this matter shall be disclosed.
15. Jumlah pemegang saham dan persentase kepemilikan per akhir tahun buku berdasarkan klasifikasi: 210
The number of shareholders and the percentage of ownership at the fiscal year-end based on the
classification of:
a. Kepemilikan institusi lokal;
Local institutions ownership;
b. Kepemilikan institusi asing;
Foreign institutional ownership;
c. Kepemilikan individu lokal; dan
Local individual ownership; and
d. Kepemilikan individu asing;
Foreign individual ownership;
16. Informasi mengenai pemegang saham utama dan pengendali Emiten atau Perusahaan Publik, baik 213
langsung maupun tidak langsung, sampai kepada pemilik individu, yang disajikan dalam bentuk
skema atau bagan;
Information regarding the major and controlling shareholders of the Issuer or Public Company,
either directly or indirectly, to the individual owners, presented in the form of schematics or charts;
17. Nama entitas anak, perusahaan asosiasi, perusahaan ventura bersama dimana Emiten atau 214-216
Perusahaan Publik memiliki pengendalian bersama entitas (jika ada), beserta persentase
kepemilikan saham, bidang usaha, total aset, dan status operasi entitas anak, perusahaan asosiasi,
perusahaan ventura bersama;
The name of the subsidiary, associate, joint venture company where the Issuer or Public Company
has joint control of the entity (if any), along with the percentage of share ownership, line of
business, total assets, and operating status of the subsidiary, associated company, joint venture
company;
Untuk entitas anak, ditambahkan informasi mengenai alamat entitas anak tersebut.
For a subsidiary, information about the address of the subsidiary is added.
756 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 757
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
18. Kronologis pencatatan saham, jumlah saham, nilai nominal, dan harga penawaran dari awal 250
pencatatan hingga akhir tahun buku serta nama bursa efek dimana saham Emiten atau Perusahaan
Publik dicatatkan, termasuk pemecahan saham (stock split), penggabungan saham (reverse stock),
dividen saham, saham bonus, dan perubahan nilai nominal saham, pelaksanaan efek konversi,
pelaksanaan penambahan dan pengurangan modal (jika ada);
A chronological listing of shares, number of shares, nominal value, and the offer price from the
start of recording until the end of the financial year and the name of the Stock Exchange where
the shares of the Issuer or Public Company are listed, including stock splits, reverse stock, stock
dividends, bonus shares, and changes in the nominal value of shares, implementation of conversion
effects, implementation of capital additions and subtractions (if any);
19. Informasi pencatatan efek lainnya selain efek sebagaimana dimaksud pada angka 18, yang belum 251-261
jatuh tempo pada tahun buku paling sedikit memuat nama efek, tahun penerbitan, tingkat suku
bunga/imbal hasil, tanggal jatuh tempo, nilai penawaran, dan peringkat efek (jika ada);
Other securities listing information other than the securities as referred to in number 18), which
have not yet matured in the fiscal year, at least contain the name of the securities, year of issue,
interest rate/yield, maturity date, offering value, and securities rating (if any);
20. Informasi penggunaan jasa akuntan publik (AP) dan kantor akuntan publik (KAP) beserta jaringan/ 262-263
asosiasi/aliansinya meliputi:
Information on the use of the services of a public accountant (AP) and a public accounting firm
(KAP) and their networks/associations/allies include:
a. Nama dan alamat;
Name and address;
b. Periode penugasan;
Assignment period;
c. Informasi jasa audit dan/atau non audit yang diberikan;
Information on audit and/or non-audit services provided;
d. Biaya jasa (fee) audit dan/atau non audit untuk masing-masing penugasan yang diberikan
selama tahun buku; dan
Audit and/or non-audit fee for each assignment given during the fiscal year; and
e. Dalam hal AP dan KAP beserta jaringan/asosiasi/aliansinya, yang ditunjuk tidak memberikan
jasa non audit, maka diungkapkan mengenai informasi tersebut; dan
If AP and KAP and their networks/associations/allies, which are appointed do not provide non-
audit services, then the information is disclosed; and
Pengungkapan informasi penggunaan jasa AP dan KAP beserta jaringan/asosiasi/aliansinya dapat
disajikan dalam bentuk tabel.
Disclosure of information on the use of AP and KAP services and their networks/associations/allies
can be presented in tabular form.
21. Nama dan alamat lembaga dan/atau profesi penunjang pasar modal selain AP dan KAP. 262-263
Name and address of capital market supporting institutions and/or professions other than AP and
KAP.
F. Analisis dan Pembahasan Manajemen 268-375
Management Discussion and Analysis
Analisis dan pembahasan manajemen memuat analisis dan pembahasan mengenai laporan keuangan 275-306
dan informasi penting lainnya dengan penekanan pada perubahan material yang terjadi dalam tahun
buku, yaitu paling sedikit memuat:
Management Discussion and Analysis shall include analysis and discussion of the financial statements
and other important information with an emphasis on material changes that occurred during the fiscal
year, to at least have:
1. Tinjauan operasi per segmen usaha sesuai dengan jenis industri Emiten atau Perusahaan Publik,
paling sedikit mengenai:
A review of operations per operating segment based on the Issuer or Public Company’s type of
industry, to name a few:
a. Produksi, yang meliputi proses, kapasitas, dan perkembangannya;
Production, including the process, capacity, and its development;
b. Pendapatan/penjualan; dan
Revenue / sales; and
c. Profitabilitas;
Profitability;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 757
Page 758
Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
2. Kinerja keuangan komprehensif yang mencakup perbandingan kinerja keuangan dalam 2 (dua) 307-341
tahun buku terakhir, penjelasan tentang penyebab adanya perubahan dan dampak perubahan
tersebut, paling sedikit mengenai:
Comprehensive financial performance including a comparison of financial performance in the last
2 (two) years, an explanation of the cause of any changes and the impact of such changes, to name
a few:
a. Aset lancar, aset tidak lancar, dan total aset;
Current assets, non-current assets, and total assets;
b. Liabilitas jangka pendek, liabilitas jangka panjang, dan total liabilitas;
Short-term liabilities, long-term liabilities, and total liabilities;
c. Ekuitas;
Equity;
d. Pendapatan/penjualan, beban, laba (rugi), penghasilan komprehensif lain, dan total laba (rugi)
komprehensif; dan
Revenue/sales, expenses, profit (loss), other comprehensive income, and total comprehensive
profit (loss); and
e. Arus kas;
Cash flow;
3. Kemampuan membayar utang atau kewajiban dengan menyajikan perhitungan rasio yang relevan; 342-344
Ability to pay the debt by presenting the relevant ratios;
4. Tingkat kolektibilitas piutang Emiten atau Perusahaan Publik dengan menyajikan perhitungan rasio 344
yang relevan;
The collectibility level of the Issuer’s or Public Company’s receivables by presenting the relevant
ratio calculations;
5. Struktur modal (capital structure) dan kebijakan manajemen atas struktur modal (capital structure) 344-345
tersebut disertai dasar penentuan kebijakan dimaksud;
Capital structure and management policies on capital structure accompanied by the basis for
determining the policy;
6. Bahasan mengenai ikatan yang material untuk investasi barang modal dengan penjelasan paling 346
sedikit memuat:
Discussion on material commitments for capital investments with explanations, to name a few:
a. Tujuan dari ikatan tersebut;
The purpose of such commitments;
b. Sumber dana yang diharapkan untuk memenuhi ikatan tersebut;
Sources of funds to meet such commitments;
c. Mata uang yang menjadi denominasi; dan
Currency-denominated; and
d. Langkah yang direncanakan Emiten atau Perusahaan Publik untuk melindungi risiko dari posisi
mata uang asing yang terkait;
Planned measures by the Issuer or Public Company to cover the risks of foreign currency
positions;
7. Bahasan mengenai investasi barang modal yang direalisasikan dalam tahun buku terakhir, paling 346
sedikit memuat:
Discussion regarding capital goods investments realized in the last fiscal year, to name a few:
a. Jenis investasi barang modal;
Type of capital goods investments;
b. Tujuan investasi barang modal; dan
Capital goods investment objectives; and
c. Nilai investasi barang modal yang dikeluarkan;
Value of capital goods investments realized;
8. Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan (jika ada); 349
Material information and facts occurring after the date of the auditor’s report (if any);
9. Prospek usaha dari Emiten atau Perusahaan Publik dikaitkan dengan kondisi industri, ekonomi 350
secara umum dan pasar internasional disertai data pendukung kuantitatif dari sumber data yang
layak dipercaya;
Business prospects of the Issuer or Public Company based on the condition of the industry, the
general economy, and the international markets supporting quantitative data from trusted data
sources;
758 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 759
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
10. Perbandingan antara target/proyeksi pada awal tahun buku dengan hasil yang dicapai (realisasi), 347-348
mengenai:
Comparison between the targets/projections at the beginning of the year with the results achieved
(realized), including:
a. Pendapatan/penjualan;
Revenue / sales;
b. Laba (rugi);
Profit (loss);
c. Struktur modal (capital structure); atau
Capital structure; or
d. Hal lainnya yang dianggap penting bagi Emiten atau Perusahaan Publik;
Other matters that are considered important for the Issuer or Public Company;
11. Target/proyeksi yang ingin dicapai Emiten atau Perusahaan Publik untuk 1 (satu) tahun mendatang, 347-348
mengenai:
Targets/projections to be achieved by the Issuer or Public Company for 1 (one) year ahead,
including:
a. Pendapatan/penjualan;
Revenues / sales;
b. Laba (rugi);
Profit (loss)
c. Struktur modal (capital structure);
Capital structure;
d. Kebijakan dividen; atau
Dividend policy; or
e. Hal lainnya yang dianggap penting bagi Emiten atau Perusahaan Publik;
Other matters that are considered important for the Issuer or Public Company;
12. Aspek pemasaran atas barang dan/atau jasa Emiten atau Perusahaan Publik, paling sedikit 351-353
mengenai strategi pemasaran dan pangsa pasar;
The Issuer or Public Company’s marketing of goods and/or services, at least including the marketing
strategy and market share;
13. Uraian mengenai dividen selama 2 (dua) tahun buku terakhir, paling sedikit: 354-355
Description of dividends for the last 2 (two) fiscal years, at least:
a. Kebijakan dividen, antara lain memuat informasi persentase jumlah dividen yang dibagikan
terhadap laba bersih;
Dividend policy, which includes information on the percentage of dividends distributed to net
income;
b. Tanggal pembayaran dividen kas dan/atau tanggal distribusi dividen non kas;
Date of payment of cash dividends and/or date of distribution of non-cash dividends;
c. Jumlah dividen per saham (kas dan/atau non kas); dan
The amount of dividends per share (cash and/or non-cash); and
d. Jumlah dividen per tahun yang dibayar;
The amount of dividends paid annually;
Pengungkapan informasi dapat disajikan dalam bentuk tabel. Dalam hal Emiten atau Perusahaan
Publik tidak membagikan dividen dalam 2 (dua) tahun terakhir, maka diungkapkan mengenai hal
tersebut.
Disclosure of information can be presented in tabular form. If the Issuer or Public Company does
not distribute dividends in the last 2 (two) years, this matter shall be disclosed.
14. Realisasi penggunaan dana hasil penawaran umum, dengan ketentuan: 357-358
Realization of the use of proceeds from the public offering, provided that:
a. Dalam hal selama tahun buku, Emiten memiliki kewajiban menyampaikan laporan realisasi
penggunaan dana, maka diungkapkan realisasi penggunaan dana hasil penawaran umum secara
kumulatif sampai dengan akhir tahun buku; dan
If, during the fiscal year, the Issuer must submit a report on the realization of the use of funds,
then the realization of the cumulative use of the proceeds from the public offering shall be
disclosed until the end of the fiscal year; and
b. Dalam hal terdapat perubahan penggunaan dana sebagaimana diatur dalam Peraturan Otoritas
Jasa Keuangan mengenai laporan realisasi penggunaan dana hasil penawaran umum, maka
Emiten menjelaskan perubahan tersebut;
If there is a change in the use of funds as regulated in the Financial Services Authority
Regulation regarding the report on the realization of the use of the proceeds from the public
offering, the Issuer shall explain the change;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 759
Page 760
Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
15. Informasi material (jika ada), antara lain mengenai investasi, ekspansi, divestasi, penggabungan/ 359-367
peleburan usaha, akuisisi, restrukturisasi utang/modal, transaksi material, transaksi afiliasi, dan
transaksi benturan kepentingan, yang terjadi pada tahun buku, paling sedikit memuat:
Material information (if any), among others regarding investment, expansion, divestment, business
merger/consolidation, acquisition, debt/capital restructuring, material transactions, affiliated
transactions, and conflict of interest transactions, which occurred during the fiscal year, at least
containing:
a. Tanggal, nilai, dan objek transaksi;
The date, value, and object of the transaction;
b. Nama pihak yang melakukan transaksi;
The name of the party conducting the transaction;
c. Sifat hubungan afiliasi (jika ada);
The nature of the affiliation relationship (if any);
d. Penjelasan mengenai kewajaran transaksi;
Explanation of the fairness of the transaction;
e. Pemenuhan ketentuan terkait; dan
Compliance with related provisions; and
f. Dalam hal terdapat hubungan afiliasi, selain mengungkapkan informasi sebagaimana
dimaksuddalam huruf a) sampai dengan huruf e), Emiten atau Perusahaan Publik juga
mengungkapkan informasi:
If there is an affiliation relationship, in addition to disclosing the information as referred to in
letter a) to letter e), the Issuer or Public Company also discloses information:
i. Pernyataan Direksi bahwa transaksi afiliasi telah melalui prosedur yang memadai untuk
memastikan bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku
umum antara lain dilakukan dengan memenuhi prinsip transaksi yang wajar (arms-length
principle); dan
A statement from the Board of Directors that the affiliate transaction has gone through
adequate procedures to ensure that the affiliate transaction is carried out following
generally accepted business practices, among others, by complying with the arms-length
principle; and
ii. Peran Dewan Komisaris dan komite audit dalam melakukan prosedur yang memadai untuk
memastikan bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku
umum antara lain dilakukan dengan memenuhi prinsip transaksi yang wajar (arms-length
principle);
The role of the Board of Commissioners and the audit committee in carrying out adequate
procedures to ensure that affiliated transactions are carried out following generally
accepted business practices, among others, by complying with the arms-length principle;
g. Untuk transaksi afiliasi atau transaksi material yang merupakan kegiatan usaha yang dijalankan
dalam rangka menghasilkan pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau
berkelanjutan, ditambahkan penjelasan bahwa transaksi afiliasi atau transaksi material tersebut
merupakan kegiatan usaha yang dijalankan dalam rangka menghasilkan pendapatan usaha dan
dijalankan secara rutin, berulang, dan/atau berkelanjutan;
For affiliated or material transactions, which are business activities carried out to generate
business income and are carried out regularly, repeatedly, and/or continuously, an explanation
is added that the affiliated or material transactions are business activities carried out to
generate operating income. and run regularly, repeatedly, and/or continuously;
Dalam hal transaksi afiliasi atau transaksi material dimaksud telah diungkapkan dalam laporan
keuangan tahunan, ditambahkan informasi mengenai rujukan pengungkapan dalam laporan
keuangan tahunan tersebut.
If the affiliated or material transactions have been disclosed in the annual financial statements,
additional information regarding the disclosure reference in the annual financial statements is
added.
h. Untuk pengungkapan transaksi afiliasi dan/atau transaksi benturan kepentingan yang
merupakan hasil pelaksanaan transaksi afiliasi dan/atau transaksi benturan kepentingan
yang telah disetujui pemegang saham independen, ditambahkan informasi mengenai tanggal
pelaksanaan RUPS yang menyetujui transaksi afiliasi dan/atau transaksi benturan kepentingan
tersebut;
For disclosure of affiliated transactions and/or conflict of interest transactions resulting from
the implementation of affiliated transactions and/or conflict of interest transactions that have
been approved by independent shareholders, additional information regarding the date of the
GMS which approved the affiliated transactions and/or conflict of interest transactions is added;
i. Dalam hal tidak terdapat transaksi afiliasi dan/atau transaksi benturan kepentingan, maka
diungkapkan mengenai hal tersebut;
If there is no affiliated transaction and/or conflict of interest transaction; then this matter shall
be disclosed;
16. Perubahan ketentuan peraturan perundang-undangan yang berpengaruh signifikan terhadap 369-371
Emiten atau Perusahaan Publik dan dampaknya terhadap laporan keuangan (jika ada); dan
Changes in regulations and legislation that significantly impact the Issuer or Public Company and
the impact on the financial statements (if any); and
17. Perubahan kebijakan akuntansi, alasan dan dampaknya terhadap laporan keuangan (jika ada). 372-373
Changes in accounting policies, reasons, and impact on the financial statements (if any);
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Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
G. Tata Kelola Emiten atau Perusahaan Publik
Corporate Governance of Issuer or Public Company
Tata kelola Emiten atau Perusahaan Publik paling sedikit memuat uraian singkat mengenai:
The governance of the Issuer or Public Company shall, at the minimum, contain a brief description of:
1. RUPS, paling sedikit memuat:
GMS, at the minimum, contains:
a. Informasi mengenai keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku
meliputi:
Information regarding the resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal
year include:
i. Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang direalisasikan 463-468,
pada tahun buku; dan 477, 478-
The GMS’ resolutions in the fiscal year and 1 (one) year before the fiscal year are realized in the 482
fiscal year; and
ii. Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang belum 463-468,
direalisasikan beserta alasan belum direalisasikan; 477, 478-
Resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year that has not 482
been realized and the reasons for not realizing them;
b. Dalam hal Emiten atau Perusahaan Publik menggunakan pihak independen dalam pelaksanaan 460
RUPS untuk melakukan perhitungan suara, maka diungkapkan mengenai hal tersebut; 474
If the Issuer or Public Company uses an independent party in the conduct of the GMS to calculate
the votes, then this matter shall be disclosed;
2. Direksi, paling sedikit memuat:
The Board of Directors, at the minimum, contains:
a. Tugas dan tanggung jawab masing-masing anggota Direksi; 516-517
Duties and responsibilities of each member of the Board of Directors;
Informasi mengenai tugas dan tanggung jawab masing-masing anggota Direksi diuraikan dan
dapat disajikan dalam bentuk tabel.
The duties and responsibilities of each member of the Board of Directors are described and can
be presented in tabular form.
b. Pernyataan bahwa Direksi memiliki pedoman atau piagam (charter) Direksi; 512
A statement that the Board of Directors has guidelines or charter for the Board of Directors;
c. Kebijakan dan pelaksanaan frekuensi rapat Direksi, rapat Direksi bersama Dewan Komisaris, dan 538-543
tingkat kehadiran anggota Direksi dalam rapat tersebut termasuk kehadiran dalam RUPS; 543-544
Policies and implementation of the Board of Directors’ meeting frequency, Board of Directors’ 543
meeting with the Board of Commissioners, and the Board of Directors member’s attendance 544
level in the meeting including attendance at the GMS; 459, 473
Informasi tingkat kehadiran anggota Direksi dalam rapat Direksi, rapat Direksi bersama Dewan
Komisaris, atau RUPS dapat disajikan dalam bentuk tabel.
Information on the Board of Directors member’s level of attendance at the meeting of the Board
of Directors, the meeting of the Board of Directors with the Board of Commissioners, or the GMS
can be presented in tabular form.
d. Pelatihan dan/atau peningkatan kompetensi anggota Direksi:
Training and/or competency improvement of the Board of Directors members:
i. Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Direksi, termasuk program 523
orientasi bagi anggota Direksi yang baru diangkat (jika ada); dan
Training and/or improving the competence of members of the Board of Directors policy,
including an orientation program for newly appointed members of the Board of Directors (if
any); and
ii. Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Direksi dalam tahun buku 172-177
(jika ada); 523
Training and/or competency improvement attended by members of the Board of Directors
in the fiscal year (if any);
e. Penilaian Direksi terhadap kinerja komite yang mendukung pelaksanaan tugas Direksi pada 528-529
tahun buku paling sedikit memuat:
The Board of Directors’ assessment of the performance of the committees that support the
implementation of the Board of Directors’ duties for the fiscal year shall at least contain:
i. Prosedur penilaian kinerja; dan
Performance appraisal procedures; and
ii. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan
kehadiran dalam rapat; dan
The criteria used, such as performance achievements during the fiscal year, competence
and attendance at meetings; and
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 761
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
f. Dalam hal Emiten atau Perusahaan Publik tidak memiliki komite yang mendukung pelaksanaan
tugas Direksi, maka diungkapkan mengenai hal tersebut.
If the Issuer or Public Company does not have a committee that supports the implementation of
the duties of the Board of Directors, this matter shall be disclosed.
3. Dewan Komisaris, paling sedikit memuat:
The Board of Commissioners, at the minimum, contains:
a. Tugas dan tanggung jawab Dewan Komisaris; 488-489
Duties and responsibilities of the Board of Commissioners;
b. Pernyataan bahwa Dewan Komisaris memiliki pedoman atau piagam (charter) Dewan Komisaris; 483
A statement that the Board of Commissioners has guidelines or charter for the Board of
Commissioners;
c. Kebijakan dan pelaksanaan frekuensi rapat Dewan Komisaris, rapat Dewan Komisaris bersama 459, 473
Direksi dan tingkat kehadiran anggota Dewan Komisaris dalam rapat tersebut termasuk 536-538
kehadiran dalam RUPS; 543-544
Policies and implementation of the Board of Commissioners meeting frequency, meetings
of the Board of Commissioners with the Board of Directors and the level of attendance of
members of the Board of Commissioners in such meetings including attendance at the GMS;
Informasi tingkat kehadiran anggota Dewan Komisaris dalam rapat Dewan Komisaris, rapat
Dewan Komisaris bersama Direksi, atau RUPS dapat disajikan dalam bentuk tabel.
Information on the Board of Commissioners members’ attendance level at the meeting of
the Board of Commissioners, the meeting of the Board of Commissioners with the Board of
Directors, or the GMS can be presented in tabular form.
d. Pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris:
Training and/or competency improvement of members of the Board of Commissioners:
i. Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris, termasuk 502
program orientasi bagi anggota Dewan Komisaris yang baru diangkat (jika ada); dan
Policy on training and/or improving the Board of Commissioners members’ competence,
including orientation programs for newly appointed members of the Board of
Commissioners (if any); and
ii. Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Dewan Komisaris dalam 168-171
tahun buku (jika ada); 502
Training and/or competency improvement attended by members of the Board of
Commissioners in the fiscal year (if any);
e. Penilaian kinerja Direksi dan Dewan Komisaris serta masing-masing anggota Direksi dan
anggota Dewan Komisaris, paling sedikit memuat:
Performance appraisal of the Board of Directors and the Board of Commissioners as well as
each member of the Board of Directors and the Board of Commissioners, at the minimum
containing:
i. Prosedur pelaksanaan penilaian kinerja; 532
Procedures for implementing performance appraisals; 534
ii. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan 533
kehadiran dalam rapat; dan 534
The criteria used such as performance achievements during the fiscal year, competence and
attendance at meetings; and
iii. Pihak yang melakukan penilaian; dan 532
The party conducting the assessment; and 534
f. Penilaian Dewan Komisaris terhadap kinerja Komite yang mendukung pelaksanaan tugas
Dewan Komisaris pada tahun buku meliputi:
The Board of Commissioners’ assessment of the performance of the Committees that support
the implementation of the duties of the Board of Commissioners in the fiscal year includes:
i. Prosedur penilaian kinerja; dan 507
performance appraisal procedures; and
ii. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan 507
kehadiran dalam rapat;
The criteria used such as performance achievements during the fiscal year, competence,
and attendance at meetings;
762 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 763
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
4. Nominasi dan remunerasi Direksi dan Dewan Komisaris, paling sedikit memuat:
The nomination and remuneration of the Board of Directors and the Board of Commissioners shall
at least contain:
a. Prosedur nominasi, meliputi uraian singkat mengenai kebijakan dan proses nominasi anggota 545
Direksi dan/atau anggota Dewan Komisaris; dan
Nomination procedure, including a brief description of the policies and members nomination
process of the Board of Directors and/or the Board of Commissioners; and
b. Prosedur dan pelaksanaan remunerasi Direksi dan Dewan Komisaris, antara lain:
Procedures and implementation of remuneration for the Board of Directors and the Board of
Commissioners, among others:
i. Prosedur penetapan remunerasi Direksi dan Dewan Komisaris; 545-546
Procedures for determining remuneration for the Board of Directors and the Board of
Commissioners;
ii. Struktur remunerasi Direksi dan Dewan Komisaris seperti, gaji, tunjangan, tantiem/bonus 546-547
dan lainnya; dan
The remuneration structure of the Board of Directors and the Board of Commissioners such
as salary, allowances, tantiem/bonus, and others; and
iii. Besarnya remunerasi masing-masing anggota Direksi dan anggota Dewan Komisaris; 549
Pengungkapan informasi dapat disajikan dalam bentuk tabel.
The amount of remuneration for each member of the Board of Directors and member of the
Board of Commissioners; Disclosure of information can be presented in tabular form.
5. Dewan pengawas syariah, bagi Emiten atau Perusahaan Publik yang menjalankan kegiatan usaha -
berdasarkan prinsip syariah sebagaimana tertuang dalam anggaran dasar, paling sedikit memuat:
The Sharia Supervisory Board, the Issuer or Public Company that runs the business activities based
on Islamic principles as stated in the articles of association shall, at the minimum, include:
a. Nama;
Names;
b. Dasar hukum pengangkatan dewan pengawas syariah;
The legal basis for the appointment of the sharia supervisory board;
c. Periode penugasan dewan pengawas syariah;
The period of assignment of the sharia supervisory board;
d. Tugas dan tanggung jawab dewan pengawas syariah; dan
Duties and responsibilities of the Shariah Supervisory Board; and
e. Frekuensi dan cara pemberian nasihat dan saran serta pengawasan pemenuhan prinsip syariah
di pasar modal terhadap Emiten atau Perusahaan Publik;
Frequency and mode of administration advice and suggestions as well as monitoring
compliance with Sharia Principles in the Capital Market of the Issuer or Public Company;
6. Komite audit, paling sedikit memuat:
The Audit Committee, including, at the minimum:
a. Nama dan jabatannya dalam keanggotaan komite; 131-132
Names and positions of the committee members; 141-142
b. Usia; 131-132
Age; 141-142
c. Kewarganegaraan; 131-132
Nationality; 141-142
d. Riwayat pendidikan; 131-132
Education history; 141-142
e. Riwayat jabatan, meliputi informasi:
Position history, including:
i. Dasar hukum penunjukan sebagai anggota komite; 131-132
Legal basis for appointment as a committee member; 141-142
559
ii. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 131-132
komite serta jabatan lainnya (jika ada); dan 141-142
Concurrent positions as members of the Board of Commissioners, members of the Board of
Directors and/or members of committees as well as other positions (if any); and
iii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau 131-132
Perusahaan Publik; 141-142
Work experience both inside and outside the Issuer or Public Company;
f. Periode dan masa jabatan anggota komite audit; 559
Period and tenure of Audit Committee members;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 763
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
g. Pernyataan independensi komite audit; 560
Statement of Audit Committee independence;
h. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada); 178
Training and/or competency improvement that has been followed in the fiscal year (if any); 564
i. Kebijakan dan pelaksanaan frekuensi rapat komite audit dan tingkat kehadiran anggota komite 563-564
audit dalam rapat tersebut; dan
Policy and implementation of Audit Committee meeting frequency and level of attendance of
Audit Committee members at the meetings;
j. Pelaksanaan kegiatan komite audit pada tahun buku sesuai dengan yang dicantumkan dalam 564-570
pedoman atau piagam (charter) komite audit;
Implementation of Audit Committee activities in the fiscal year in the Audit Committee
guidelines or charter;
7. Komite atau fungsi nominasi dan remunerasi Emiten atau Perusahaan Publik, paling sedikit
memuat:
The nomination and remuneration committee or function of the Issuer or Public Company, at the
minimum, containing:
a. Nama dan jabatannya dalam keanggotaan komite; 130,133
Names and positions of the committee members; 143-145
b. Usia; 130,133
Age; 143-145
c. Kewarganegaraan; 130,133
Nationality; 143-145
d. Riwayat pendidikan; 130,133
Education history; 143-145
e. Riwayat jabatan, meliputi informasi:
Position history, including:
i. Dasar hukum penunjukan sebagai anggota komite; 130,133
Legal basis for appointment as a committee member; 143-145
579
ii. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 130,133
komite serta jabatan lainnya (jika ada); dan 143-145
Concurrent positions as members of the Board of Commissioners, members of the Board of
Directors and/or members of committees as well as other positions (if any); and
iii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau 130,133
Perusahaan Publik; 143-145
Work experience both inside and outside the Issuer or Public Company;
f. Periode dan masa jabatan anggota komite; 579
Period and tenure of committee members;
g. pernyataan independensi komite; 580
Statement of committee independence;
h. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada); 178
Training and/or competency improvement that has been followed in the financial year (if any); 585
i. Uraian tugas dan tanggung jawab; 580-582
Description of duties and responsibilities;
j. Pernyataan bahwa telah memiliki pedoman atau piagam (charter); 577-578
Statement that it has established committee guidelines or charter;
k. Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat tersebut; 582-584
Policy and implementation of committee meeting frequency and level of attendance of
committee members at the meetings;
l. Uraian singkat pelaksanaan kegiatan pada tahun buku; dan 585-586
A brief description of the committee’s activities in the fiscal year;
m. Dalam hal tidak dibentuk komite nominasi dan remunerasi, Emiten atau Perusahaan Publik
cukup mengungkapkan informasi sebagaimana dimaksud dalam huruf i) sampai dengan huruf l)
dan mengungkapkan:
If no nomination and remuneration committee is formed, the Issuer or Public Company is to
disclose the information as referred to in letter i) to letter l) and disclose:
i. Alasan tidak dibentuknya komite; dan -
Reasons for not forming the committee; and
ii. Pihak yang melaksanakan fungsi nominasi dan remunerasi; -
The party carrying out the nomination and remuneration function;
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Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
8. Komite lain yang dimiliki Emiten atau Perusahaan Publik dalam rangka mendukung fungsi dan
tugas Direksi (jika ada) dan/atau komite yang mendukung fungsi dan tugas Dewan Komisaris, paling
sedikit memuat:
Other committees owned by Issuers or Public Companies to support the functions and duties of the
Board of Directors (if any) and/or committees that support the functions and responsibilities of the
Board of Commissioners, at the minimum, containing:
a. Nama dan jabatannya dalam keanggotaan komite; 129,134
Name and position in committee membership; 146-148
b. Usia; 129,134
Age; 146-148
c. Kewarganegaraan; 129,134
Nationality; 146-148
d. Riwayat pendidikan; 129,134
Educational history; 146-148
e. Riwayat jabatan, meliputi informasi:
Position history, including information on:
i. Dasar hukum penunjukan sebagai anggota komite; 129,134
Legal basis for appointment as a committee member; 146-148
592
ii. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 129,134
komite serta jabatan lainnya (jika ada); dan 146-148
Concurrent positions, either as a member of the Board of Commissioners, member of the
Board of Directors, and/or committee member and other positions (if any); and
iii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau 129,134
Perusahaan Publik; 146-148
Work experience and period both inside and outside the Issuer or Public Company;
f. Periode dan masa jabatan anggota komite; 592
The period and term of office of the committee members;
g. Pernyataan independensi komite; 592-593
Statement of committee independence;
h. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada); dan 179
Training and/or competency improvement that has been followed in the fiscal year (if any); and 598
i. Uraian tugas dan tanggung jawab; 593-596
Description of duties and responsibilities;
j. Pernyataan bahwa telah memiliki pedoman atau piagam (charter) komite; 591
A statement that the committee has had guidelines or charters;
k. Kebijakan dan pelaksanaan frekuensi rapat komite dan tingkat kehadiran anggota komite dalam 596-597
rapat tersebut; dan
Policies and implementation of the frequency of committee meetings and the level of
attendance of committee members in those meetings; and
l. Uraian singkat pelaksanaan kegiatan komite pada tahun buku; 598-600
A brief description of the committee’s activities for the fiscal year;
9. Sekretaris perusahaan, paling sedikit memuat:
Corporate Secretary, including, at the minimum:
a. Nama; 150
Name;
b. Domisili; 150
Domicile;
c. Riwayat jabatan, meliputi:
Position history, including:
i. Dasar hukum penunjukan sebagai sekretaris perusahaan; dan 634-635
Legal basis for appointment as Corporate Secretary; and
ii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau 150
Perusahaan Publik;
Work experience both inside and outside the Issuer or Public Company;
d. Riwayat pendidikan; 150
Education history;
e. Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku; dan 180
Training and/or competence improvement followed during the fiscal year; and 641
f. Uraian singkat pelaksanaan tugas sekretaris perusahaan pada tahun buku; 639-641
A brief description of the Corporate Secretary activities in the fiscal year;
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1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
10. Unit audit internal, paling sedikit memuat:
Internal Audit Unit, including, at the minimum:
a. Nama kepala unit audit internal; 150
Name of the Internal Audit Unit head;
b. Riwayat jabatan, meliputi:
Position history, including:
i. Dasar hukum penunjukan sebagai kepala unit audit internal; dan 150
The legal basis for the appointment as Internal Audit Unit head; and
ii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau 150
Perusahaan Publik;
Work experience with its period both inside and outside of the Issuer or Public Company;
c. Kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada); 649
Professional internal audit qualifications or certifications (if any);
d. Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku; 193-204
Training and/or competency improvement to be followed during the fiscal year; 650
e. Struktur dan kedudukan unit audit internal; 648
Structure and positions within the Internal Audit Unit;
f. Uraian tugas dan tanggung jawab; 645-647
Duties and responsibilities description;
g. Pernyataan bahwa telah memiliki pedoman atau piagam (charter) unit audit internal; dan 644-645
Statement that it has established Internal Audit Unit guidelines or charter; and
h. Uraian singkat pelaksanaan tugas unit audit internal pada tahun buku termasuk kebijakan dan 650-654
pelaksanaan frekuensi rapat dengan Direksi, Dewan Komisaris, dan/atau komite audit;
A brief description of the implementation of the internal audit unit’s duties for the fiscal year,
including the policy and implementation of the frequency of meetings with the Board of
Directors, Board of Commissioners, and/or audit committee;
11. Uraian mengenai sistem pengendalian internal (internal control) yang diterapkan oleh Emiten atau
Perusahaan Publik, paling sedikit memuat:
Description of the internal control system applied by the Issuer or Public Company, at the
minimum, including:
a. Pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan perundang- 699
undangan lainnya;
Financial and operational control and compliance with other laws and regulations; and
b. Tinjauan atas efektivitas sistem pengendalian internal; dan 701
Review of the internal control system effectiveness;
c. Pernyataan Direksi dan/atau Dewan Komisaris atas kecukupan sistem pengendalian internal; 702
Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the
internal control system;
12. Sistem manajemen risiko yang diterapkan oleh Emiten atau Perusahaan Publik, paling sedikit
memuat:
Description of the risk management system applied by the Issuer or Public Company, at the
minimum, including:
a. Gambaran umum mengenai sistem manajemen risiko Emiten atau Perusahaan Publik; 659-660
A general description of the Issuer or Public Company risk management system;
b. Jenis risiko dan cara pengelolaannya; 679-691
Risks types and their management; and
c. Tinjauan atas efektivitas sistem manajemen risiko Emiten atau Perusahaan Publik; dan 692
Review of the Issuer or Public Company risk management system effectiveness;
d. Pernyataan Direksi dan/atau Dewan Komisaris atau komite audit atas kecukupan sistem 696-698
manajemen risiko;
Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the risk
management system;
766 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
13. Perkara hukum yang berdampak material yang dihadapi oleh Emiten atau Perusahaan Publik,
Entitas anak, anggota Direksi dan anggota Dewan Komisaris (jika ada), paling sedikit memuat:
Legal cases that have a material impact faced by Issuers or Public Companies, subsidiaries,
members of the Board of Directors, and members of the Board of Commissioners (if any), at the
minimum, contain:
a. Pokok perkara/gugatan; 703-705
Case / litigation description;
b. Status penyelesaian perkara/gugatan; dan 703-705
Case / litigation settlement status; and
c. Pengaruhnya terhadap kondisi Emiten atau Perusahaan Publik; 703-705
Impact on the Issuer or Public Company condition;
14. Informasi tentang sanksi administratif/sanksi yang dikenakan kepada Emiten atau Perusahaan 706
Publik, anggota Dewan Komisaris dan anggota Direksi, oleh Otoritas Jasa Keuangan dan otoritas
lainnya pada tahun buku (jika ada);
Information on administrative sanctions/sanctions imposed on Issuers or Public Companies,
members of the Board of Commissioners and members of the Board of Directors, by the Financial
Services Authority and other authorities for the fiscal year (if any)
15. Informasi mengenai kode etik Emiten atau Perusahaan Publik meliputi:
Information regarding the Issuer or Public Company code of ethics, including:
a. Pokok-pokok kode etik; 709-710
Code of ethics content;
b. Bentuk sosialisasi kode etik dan upaya penegakannya; dan 711-712
Form of code of ethics socialization and enforcement efforts; and
c. Pernyataan bahwa kode etik berlaku bagi anggota Direksi, anggota Dewan Komisaris, dan 711
karyawan Emiten atau Perusahaan Publik;
Statement that the code of ethics applies to members of the Board of Directors, Board of
Commissioners, and employees of the Issuer or Public Company
16. Uraian singkat mengenai kebijakan pemberian kompensasi jangka panjang berbasis kinerja kepada 355
manajemen dan/atau karyawan yang dimiliki oleh Emiten atau Perusahaan Publik (jika ada), antara 702
lain berupa program kepemilikan saham oleh manajemen (management stock ownership program/
MSOP) dan/atau program kepemilikan saham oleh karyawan (employee stock ownership program/
ESOP);
A brief description of the policy of providing long-term performance-based compensation to
management and/or employees owned by the Issuer or Public Company (if any), including the
management stock ownership program (MSOP) and/or employee stock ownership program (ESOP);
Dalam hal pemberian kompensasi berupa program kepemilikan saham oleh manajemen
(management stock ownership program/MSOP) dan/atau program kepemilikan saham oleh
karyawan (employee stock ownership program/ESOP), informasi yang diungkapkan paling sedikit
memuat:
In terms of providing compensation in the form of a management stock ownership program (MSOP)
and/or an employee stock ownership program (ESOP), the information disclosed must at least
contain:
a. Jumlah saham dan/atau opsi; 356
Number of shares and/or options;
b. Jangka waktu pelaksanaan; 356
Implementation period;
c. Persyaratan karyawan dan/atau manajemen yang berhak; dan 356
Requirements for eligible employees and/or management; and
d. Harga pelaksanaan atau penentuan harga pelaksanaan; 356
Exercise price or determination of exercise price;
17. Uraian singkat mengenai kebijakan pengungkapan informasi mengenai:
A brief description of the information disclosure policy regarding:
a. Kepemilikan saham anggota Direksi dan anggota Dewan Komisaris paling lambat 3 (tiga) 212
hari kerja setelah terjadinya kepemilikan atau setiap perubahan kepemilikan atas saham 506, 528
Perusahaan Terbuka; dan
Share ownership of members of the Board of Directors and members of the Board of
Commissioners no later than 3 (three) working days after the occurrence of ownership or any
change in ownership of shares of a Public Company; and
b. Pelaksanaan atas kebijakan dimaksud; 212-213
Implementation of the said policy; 707
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 767
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Uraian Halaman
No.
Description Page
18. Uraian mengenai sistem pelaporan pelanggaran (whistleblowing system) di Emiten atau Perusahaan
Publik, paling sedikit memuat:
Description of the whistleblowing system in the Issuer or a Public Company (if any), including:
a. Cara penyampaian laporan pelanggaran; 733
Violation report submission;
b. Perlindungan bagi pelapor; 734
Protection for whistle-blowers;
c. Penanganan pengaduan; 734
Complaint handling;
d. Pihak yang mengelola pengaduan; dan 735
The party managing the complaint;
e. Hasil dari penanganan pengaduan, paling sedikit:
Complaint handling results, at the minimum:
i. Jumlah pengaduan yang masuk dan diproses dalam tahun buku; dan 735
Number of complaints received and processed during the fiscal year; and
ii. Tindak lanjut pengaduan; 736
Complaint follow up;
Dalam hal Emiten atau Perusahaan Publik tidak memiliki sistem pelaporan pelanggaran
(whistleblowing system), maka diungkapkan mengenai hal tersebut.
If the Issuer or Public Company does not have a whistleblowing system, this matter must be
disclosed.
19. Uraian mengenai kebijakan anti korupsi Emiten atau Perusahaan Publik, paling sedikit memuat:
A description of the anti-corruption policy of the Issuer or Public Company, at the minimum
containing:
a. Program dan prosedur yang dilakukan dalam mengatasi praktik korupsi, balas jasa (kickbacks), 715-716
fraud, suap dan/atau gratifikasi dalam Emiten atau Perusahaan Publik; dan
Programs and procedures implemented in overcoming corrupt practices, kickbacks, fraud,
bribery, and/or gratuities in Issuers or Public Companies; and
b. Pelatihan/sosialisasi anti korupsi kepada karyawan Emiten atau Perusahaan Publik; 714-715
Anti-corruption training/socialization to employees of Issuers or Public Companies;
Dalam hal Emiten atau Perusahaan Publik tidak memiliki kebijakan anti korupsi, maka dijelaskan
alasan tidak dimilikinya kebijakan dimaksud.
If the Issuer or Public Company does not have an anti-corruption policy, the reasons for not having
the said policy must be explained.
20. Penerapan atas pedoman tata kelola Perusahaan Terbuka bagi Emiten yang menerbitkan efek
bersifat ekuitas atau Perusahaan Publik, meliputi:
Implementation of Code of Corporate Governance guidelines by the Issuer that issues equity
securities or the Public Company, including:
a. Pernyataan mengenai rekomendasi yang telah dilaksanakan; dan/atau 432-437
statement regarding recommendations have been implemented; and/or
b. Penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif 432-437
pelaksanaannya (jika ada).
Description of the recommendations that have not been implemented, the reasons, and the
implementation alternatives (if any);
Pengungkapan informasi dapat disajikan dalam bentuk tabel.
Disclosure of information can be presented in tabular form.
768 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No.
Description Page
H. Tanggung Jawab Sosial dan Lingkungan Emiten atau Perusahaan Publik (Lampiran SEOJK 16/2021) 744-747
Social and Environmental Responsibility of the Issuer or Public Company (SEOJK 16/2021
Attachment)
Bagian Tanggung jawab Sosial dan Lingkungan Emiten atau Perusahaan Publik disajikan dalam bentuk
Laporan Keberlanjutan (Sustainability Report) yang merupakan bagian tidak terpisahkan dalam Laporan
Tahunan ini.
The Social and Environmental Responsibility section of the Issuer or Public Company is presented in
the form of a Sustainability Report, which is an integral part of this Annual Report.
I. Laporan Keuangan Tahunan yang Telah Diaudit 792-
Audited Annual Financial Report 1020
Laporan keuangan tahunan yang dimuat dalam Laporan Tahunan disusun sesuai dengan standar
akuntansi keuangan di Indonesia dan telah diaudit oleh akuntan publik yang terdaftar di Otoritas Jasa
Keuangan. Laporan keuangan tahunan dimaksud memuat pernyataan mengenai pertanggungjawaban
atas laporan keuangan sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan mengenai
tanggung jawab Direksi atas laporan keuangan atau peraturan perundang-undangan di sektor pasar
modal yang mengatur mengenai laporan berkala perusahaan efek dalam hal Emiten merupakan
perusahaan efek.
The annual financial statements contained in the Annual Report are prepared following financial
accounting standards in Indonesia and have been audited by a public accountant registered with
the Financial Services Authority. The said annual financial report contains a statement regarding the
accountability for financial statements as regulated in the Financial Services Authority Regulation
regarding the Board of Directors’ responsibility for financial reports or the laws and regulations in
the capital market sector which regulate the periodic reports of securities companies if the Issuer is a
securities company.
J. Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris tentang Tanggung Jawab atas 82-83
Laporan Tahunan.
Board of Directors and Board of Commissioners’ Statement on Responsibility for The Annual Report
Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan
Tahunan disusun sesuai dengan format Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris
tentang Tanggung Jawab atas Laporan Tahunan
Board of Directors and Board of Commissioners’ Affidavit on the responsibility for the Annual Report
prepared following the format of the Board of Directors and Board of Commissioners’ Statement on
Responsibility for the Annual Report.
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 769
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Referensi Kriteria Annual Report Award (ARA)
Annual Report Award (ARA) Criteria References
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
ANNUAL REPORT
A.1.1 Uraian Isi Laporan Tahunan 14-17
Description of Contents of the Annual Report
A.1.1.1 Laporan Keuangan Tahunan yang Telah Diaudit 792
Audited Annual Financial Report
A.1.1.2 Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab 82-83
atas Laporan Tahunan
Statement letter from members of the Board of Directors and members of the Board of
Commissioners regarding responsibility for the Annual Report
A.1.2 Ikhtisar Data Keuangan Penting 20-23
Overview of Important Financial Data
A.1.2.0 Informasi keuangan yang disajikan dalam bentuk perbandingan selama 3 (tiga) tahun buku 20-23
atau sejak memulai usahanya jika Perusahaan tersebut menjalankan kegiatan usahanya
kurang dari 3 (tiga) tahun
Financial information presented in comparative form for 3 (three) financial years or since
starting its business if the Company has carried out its business activities for less than 3
(three) years
A.1.2.1 Rasio laba (rugi) terhadap jumlah asset 21
Profit (loss) to total assets ratio
A.1.2.2 Rasio laba (rugi) terhadap ekuitas 21
Profit (loss) to equity ratio
A.1.2.3 Rasio laba (rugi) terhadap pendapatan/penjualan 21
Profit (loss) to revenue/sales ratio
A.1.2.4 Rasio lancar 21
Current ratio
A.1.2.5 Rasio liabilitas terhadap ekuitas 21
Liabilities to equity ratio
A.1.2.6 Rasio liabilitas terhadap jumlah asset 21
Liabilities to total assets ratio
A.1.2.7 Informasi dan rasio keuangan lainnya yang relevan dengan Perusahaan dan jenis 21
industrinya
Other information and financial ratios relevant to the Company and its industry type
A.1.3 Informasi Saham (Jika Ada) 25-30
Share Information (If Any)
A.1.3.1 Saham yang telah diterbitkan untuk setiap masa triwulan yang disajikan dalam bentuk 25
perbandingan selama 2 (dua) tahun buku terakhir.
Shares issued for each quarter are presented in the form of comparison for the last 2 (two)
years.
A.1.3.1.a Jumlah saham yang beredar 25
Total outstanding shares
A.1.3.1.b Kapitalisasi pasar berdasarkan harga pada bursa efek tempat saham dicatatkan 25
Market capitalization based on the price on the Stock Exchange where the securities are
listed
A.1.3.1.c Harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada bursa efek tempat 25
saham dicatatkan
The highest, lowest, and closing share price based on the Stock Exchange where the
securities are listed
A.1.3.1.d Volume perdagangan pada bursa efek tempat saham dicatatkan 25
The volume of trading on the Stock Exchange where the securities are listed
A.1.3.2 Dalam hal terjadi aksi korporasi yang menyebabkan terjadinya perubahan pada saham, 30
seperti pemecahan saham, penggabungan saham, dividen saham, saham bonus, perubahan
nilai nominal saham, penerbitan efek konversi, serta penambahan dan pengurangan modal
If of a corporate action that causes changes in shares, such as stock splits, reverse stock,
stock dividends, bonus shares, changes in the shares’ nominal value, conversion securities
issuance, as well as capital additions and deductions
770 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 771
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.3.3 Dalam hal terjadi penghentian sementara perdagangan saham (suspension) dan/atau 30
pembatalan pencatatan saham (delisting) dalam tahun buku, dijelaskan alasan penghentian
sementara perdagangan saham (suspension) dan/atau pembatalan pencatatan saham
(delisting) tersebut
If share trading temporary suspension (suspension) and/or shares delisting during the
fiscal year, the shares’ suspension and/or delisting reasons shall be explained
A.1.3.4 Dalam hal penghentian sementara perdagangan saham (suspension) sebagaimana 30
dimaksud pada angka 3) dan/atau proses pembatalan pencatatan saham (delisting) masih
berlangsung hingga akhir periode Laporan Tahunan, dijelaskan tindakan yang dilakukan
untuk menyelesaikan penghentian sementara perdagangan saham (suspension) dan/atau
pembatalan pencatatan saham (delisting) tersebut
If the share trading temporary suspension as referred to in number 3) and/or the delisting
process is still ongoing until the end of the Annual Report period, the actions taken to
resolve the temporary suspension of share trading and/ or cancellation of the share listing
(delisting) shall be explained
A.1.4 Laporan Direksi 66-79
Board of Directors Report
A.1.4.1 Kinerja Perusahaan 72-73
The Company Performance
A.1.4.1.a Strategi dan kebijakan strategis Perusahaan 68-70
The strategy and strategic policy of the Company
A.1.4.1.b Peranan Direksi dalam perumusan strategi dan kebijakan strategis Perusahaan 70-71
The Board of Directors’ role in formulating strategies and strategic policies of the Company
A.1.4.1.c Proses yang dilakukan Direksi untuk memastikan implementasi strategi 71-72
The process carried out by the Board of Directors to ensure the strategy implementation
A.1.4.1.d Perbandingan antara hasil yang dicapai dengan yang ditargetkan Perusahaan 72-73
Comparison between the results achieved and those targeted by the Company
A.1.4.1.e Kendala yang dihadapi 73-75
The constraints faced by the Company
A.1.4.2 Gambaran tentang prospek usaha Perusahaan 76
Business prospects overview of the Company
A.1.4.3 Penerapan governansi Perusahaan 77
Governance implementation of the Company
A.1.5 Laporan Dewan Komisaris 52-63
Board of Commissioner Report
A.1.5.1 Penilaian terhadap kinerja direksi mengenai pengelolaan Perusahaan, termasuk 54-56
pengawasan Dewan Komisaris dalam perumusan dan implementasi strategi Perusahaan
The Board of Directors’ performance evaluation regarding the Company’ management,
including the supervision of the Board of Commissioners in the strategies formulation and
implementation
A.1.5.2 Pandangan atas prospek usaha Perusahaan yang disusun oleh Direksi 57
View on the business prospects of the Company prepared by the Board of Directors
A.1.5.3 Pandangan atas penerapan governansi Perusahaan 57-62
View on the Company’s application of governance
A.1.6 Profil Perusahaan 86-265
Profile of the Company
A.1.6.1 Akses terhadap Perusahaan termasuk kantor cabang atau kantor perwakilan yang 86
memungkinkan masyarakat dapat memperoleh informasi mengenai Perusahaan
Access to Issuer or Public Company, including any branch offices or representative offices,
which allows the public access to information on the Company
A.1.6.1.a Alamat 86
Address
A.1.6.1.b Nomor telepon 86
Telephone number
A.1.6.1.c Alamat surat elektronik 86
Electronic mail address
A.1.6.1.d Alamat situs web 86
Website address
A.1.6.2 Riwayat singkat Perusahaan 87-88
A brief history of the Company
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 771
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.6.3 Visi dan misi Perusahaan serta budaya perusahaan (corporate culture) atau nilai-nilai 102-109
perusahaan
The vision and mission of the Company as well as the corporate culture or corporate values
A.1.6.4 Kegiatan usaha menurut anggaran dasar terakhir, kegiatan usaha yang dijalankan pada 110-112
tahun buku, serta jenis barang dan/atau jasa yang dihasilkan
Business activities according to the last articles of association, the business activities
carried out during the fiscal year, as well as the type of goods and/or services produced
A.1.6.5 Wilayah operasional Perusahaan. wilayah operasional merupakan wilayah atau daerah 92-99
pelaksanaan kegiatan operasional atau jangkauan dari kegiatan operasional perusahaan
The operational area of the Company. The operational area is the area or area for the
implementation of operational activities or the range of the Company’s operating activities
A.1.6.6 Struktur organisasi Perusahaan dalam bentuk bagan, paling sedikit sampai dengan struktur 124-125
1 (satu) tingkat di bawah Direksi termasuk komite di bawah Direksi (jika ada) dan komite di
bawah Dewan Komisaris, disertai dengan nama dan jabatan
The organizational structure of the Company in the form of a chart, at the minimum,
the structure of 1 (one) level below the Board of Directors including committees under the
Board of Directors (if any) and the Board of Commissioners, accompanied by names and
positions
A.1.6.7 Daftar keanggotaan asosiasi industri baik dalam skala nasional maupun internasional yang 89
berkaitan dengan penerapan keuangan berkelanjutan
A list of industry association memberships both on a national and international scale
related to the implementation of sustainable finance
A.1.6.8 Jumlah karyawan menurut jenis kelamin, jabatan, usia, tingkat pendidikan, dan status 165-167
ketenagakerjaan (tetap/kontrak) dalam tahun buku; Pengungkapan informasi dapat
disajikan dalam bentuk table
Number of employees by gender, position, age, education level, and employment status
(permanent/contracted) in the fiscal year; Disclosure of information can be presented in
tabular form.
A.1.6.9 Informasi penggunaan jasa akuntan publik (AP) dan kantor akuntan publik (KAP) beserta 262-263
jaringan/asosiasi/aliansinya meliputi:
Information on the use of the services of a public accountant (AP) and a public accounting
firm (KAP) and their networks/associations/allies include:
A.1.6.9.a Nama dan Alamat 262
Name and Address
A.1.6.9.b Periode Penugasan 263
Assignment Period
A.1.6.9.c Informasi Jasa Audit yang Diberikan 262-263
Information on Audit and/or Non Audit Services Provided
A.1.6.9.d Biaya jasa (fee) audit untuk masing-masing penugasan yang diberikan selama tahun buku 263
Audit and/or non-audit fee for each assignment given during the fiscal year
A.1.6.9.e Informasi jasa non audit yang diberikan 262-263
Information on non-audit services provided
A.1.6.9.f Biaya jasa (fee) non audit untuk masing-masing penugasan yang diberikan selama tahun 262-263
buku
Audit and/or non-audit fee for each assignment given during the fiscal year
A.1.6.9.g Catatan: dalam hal AP dan KAP beserta jaringan/asosiasi/aliansinya, yang ditunjuk tidak 262-263
memberikan jasa non audit, maka diungkapkan mengenai informasi tersebut (atas poin
A.1.6.9.e & f)
Note: If AP and KAP and their networks/associations/allies, which are appointed do not
provide nonaudit services, then the information is disclosed (at point A.1.6.9.e & f)
A.1.6.10 Nama dan alamat lembaga dan/atau profesi penunjang pasar modal selain AP dan KAP 262-263
Name and address of capital market supporting institutions and/or professions other than
AP and KAP
A.1.7 Profil Direksi 135-140
Profile of the Board of Directors
A.1.7.1 Nama dan Jabatan yang sesuai dengan tugas dan tanggung jawab 135-140
The name and position per the duties and responsibilities
A.1.7.2 Usia 135-140
Age
A.1.7.3 Kewarganegaraan 135-140
Nationality
A.1.7.4 Riwayat Pendidikan dan/atau Sertifikasi 135-140
Educational and/or Certification History
772 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 773
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.7.5 Riwayat Jabatan, meliputi informasi: 135-140
Position History, including information on:
A.1.7.5.a Dasar hukum pengangkatan sebagai anggota Direksi pada Perusahaan yang bersangkutan 135-140
The legal basis for appointment as a member of the Board of Directors of the Company
concerned
A.1.7.5.b Rangkap jabatan, baik sebagai anggota Direksi, anggota Dewan Komisaris, dan/atau anggota 135-140
komite serta jabatan lainnya baik di dalam maupun di luar Perusahaan.
Concurrent positions, either as a member of the Board of Directors, member of the Board of
Commissioners, and/or committee member, and other positions inside and outside the
Company.
A.1.7.5.c Catatan: Dalam hal anggota Direksi tidak memiliki rangkap jabatan, maka diungkapkan 135-140
mengenai hal tersebut (atas poin A.1.7.5.b)
Note: If a member of the Board of Directors does not have concurrent positions, this will be
disclosed (at point A.1.7.5.b)
A.1.7.5.d Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 135-140
Period of work experience both inside and outside the Company
A.1.7.6 Hubungan afiliasi dengan anggota Direksi lainnya, anggota Dewan Komisaris, pemegang 135-140
saham utama, dan pengendali baik langsung maupun tidak langsung sampai kepada pemilik
individu, meliputi nama pihak yang terafiliasi.
Affiliation with other members of the Board of Directors, members of the Board of
Commissioners, major shareholders, and controllers either directly or indirectly to
individual owners, including vthe names of affiliated parties.
A.1.7.7 Catatan: Dalam hal anggota Direksi tidak memiliki hubungan afiliasi, maka Perusahaan 135-140
mengungkapkan hal tersebut (atas poin A.1.7.6)
Note: If a member of the Board of Directors does not have an affiliate relationship, the
Company shall disclose this (at point A.1.7.6)
A.1.7.8 Perubahan komposisi anggota Direksi dan alasan perubahannya. 126-127
Dalam hal perubahan komposisi anggota Direksi terjadi setelah tahun buku berakhir sampai
dengan batas waktu penyampaian Laporan Tahunan, susunan yang dicantumkan dalam
Laporan Tahunan adalah susunan anggota Direksi yang terakhir dan sebelumnya
Changes in the composition of members of the Board of Directors and reasons for the
changes. If a change in the composition of members of the Board of Directors occurs after
the financial year ends until the deadline for submitting the Annual Report, the composition
listed in the Annual Report is the composition of the latest and previous members of the
Board of Director
A.1.7.9 Dalam hal tidak terdapat perubahan komposisi anggota Direksi, maka diungkapkan 126-127
mengenai hal tersebut (atas poin A.1.7.8).
If there is no change in the composition of the members of the Board of Directors, this
matter shall be disclosed; (at point A.1.7.8).
A.1.8 Profil Dewan Komisaris 128-134
Profile of the Board of Commissioners
A.1.8.1 Nama dan Jabatan 128-134
Name and Position
A.1.8.2 Usia 128-134
Age
A.1.8.3 Kewarganegaraan 128-134
Nationality
A.1.8.4 Riwayat Pendidikan dan/atau Sertifikasi 128-134
Educational and/or Certification History
A.1.8.5 Riwayat Jabatan, meliputi informasi: 128-134
Position history, including information on:
A.1.8.5.a Dasar hukum pengangkatan sebagai anggota Dewan Komisaris 128-134
The legal basis for appointment as a member of the Board of Commissioners
A.1.8.5.b Dasar hukum pengangkatan pertama kali sebagai anggota Dewan Komisaris yang 128-134
merupakan komisaris independen pada Perusahaan yang bersangkutan
The legal basis for the first appointment as a member of the Board of Commissioners who is
an independent commissioner of the Issuer or Public Company concerned
A.1.8.5.c Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 128-134
komite serta jabatan lainnya baik di dalam maupun di luar Perusahaan
Concurrent positions, either as a member of the Board of Commissioners, member of the
Board of Directors, and/or committee member, and other positions inside and outside the
Company
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 773
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.8.5.c1 Catatan: Dalam hal anggota Dewan Komisaris tidak memiliki rangkap jabatan, maka 128-134
diungkapkan mengenai hal tersebut (atas poin A.1.8.5.c1).
Note: If a member of the Board of Commissioners does not have concurrent positions, then
this is disclosed (at point A.1.8.5.c1)
A.1.8.5.d Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 128-134
Period of work experience both inside and outside the Company
A.1.8.6.a Hubungan afiliasi dengan anggota Dewan Komisaris lainnya, pemegang saham utama, dan 128-134
pengendali baik langsung maupun tidak langsung sampai kepada pemilik individu, meliputi
nama pihak yang terafiliasi
Affiliation with other members of the Board of Commissioners, major shareholders, and
controllers either directly or indirectly to individual owners, including the names of
affiliated parties
A.1.8.6.b Dalam hal anggota Dewan Komisaris tidak memiliki hubungan afiliasi, maka Perusahaan 128-134
mengungkapkan hal tersebut (atas poin A.1.8.6.a).
If the member has no affiliation relationship, the Company shall disclose this matter (at
point A.1.8.6.a).
A.1.8.7 Pernyataan independensi komisaris independen dalam hal komisaris independen telah 131-134
menjabat lebih dari 2 (dua) periode
Statement of independence of the independent commissioner if the independent
commissioner has served more than 2 (two) terms
A.1.8.8.a Perubahan komposisi anggota Dewan Komisaris dan alasan perubahannya. 126-127
Dalam hal perubahan komposisi anggota Dewan Komisaris terjadi setelah tahun buku
berakhir sampai dengan batas waktu penyampaian Laporan Tahunan, susunan yang
dicantumkan dalam Laporan Tahunan adalah susunan anggota Dewan Komisaris yang
terakhir dan sebelumnya
Changes in the composition of members of the Board of Commissioners and reasons for the
changes. If that a change in the composition of the members of the Board of Commissioners
occurs after the financial year ends until the deadline for submitting the Annual Report, the
composition included in the Annual Report is the composition of the latest and previous
members of the Board of Commissioners
A.1.8.8.b Dalam hal tidak terdapat perubahan komposisi anggota Dewan Komisaris, maka 126-127
diungkapkan mengenai hal tersebut (atas poin A.1.8.8.a)
If there is no change in the composition of the members of the Board of Commissioners,
this will be disclosed (at point A.1.8.8.a)
A.1.9 Informasi Pemegang Saham 208-213
Shareholder Information
A.1.9.1 Nama pemegang saham dan persentase kepemilikan pada awal dan akhir tahun buku, yang 210-213
terdiri dari informasi mengenai:
Shareholders names and ownership percentage at the beginning and end of the fiscal year,
which consists of information regarding:
A.1.9.1.a Pemegang saham yang memiliki 5% (lima persen) atau lebih saham Perusahaan 210
Shareholders who own 5% (five percent) or more shares of the Public Company
A.1.9.1.b1 Anggota Direksi dan anggota Dewan Komisaris yang memiliki saham Perusahaan 212
Members of the Board of Directors and members of the Board of Commissioners who own
shares in the Company.
A.1.9.1.b2 Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris TIDAK 212
memiliki saham, maka diungkapkan mengenai hal tersebut (atas poin A.1.9.1.b.1).
If all members of the Board of Directors and/or all members of the Board of Commissioners
do not own shares, then this matter is disclosed (at point A.1.9.1.b.1);
A.1.9.1.c Kelompok pemegang saham masyarakat, yaitu kelompok pemegang saham yang masing- 210
masing memiliki kurang dari 5% (lima persen) saham Emiten atau Perusahaan Publik
Community shareholder group, namely the group of shareholders whom each own less than
5% (five percent) of the shares of the Issuer or Public Company
774 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 775
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.9.2.a Persentase kepemilikan tidak langsung atas saham Perusahaan oleh anggota Direksi dan 213
anggota Dewan Komisaris pada awal dan akhir tahun buku, termasuk informasi mengenai
pemegang saham yang terdaftar dalam daftar pemegang saham untuk kepentingan
kepemilikan tidak langsung anggota Direksi dan anggota Dewan Komisaris
The shares’ indirect ownership percentage of the Company by members of the Board
of Directors and members of the Board of Commissioners at the beginning and end of the
fiscal year,including information on shareholders registered in the shareholder register for
the benefit of indirect ownership of members of the Board of Directors and the Board of
Commissioners
A.1.9.2.b Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris TIDAK 213
memiliki kepemilikan tidak langsung atas saham perusahaan, maka diungkapkan mengenai
hal tersebut (atas poin A.1.9.2.a)
If all members of the Board of Directors and/or Board of Commissioners do not have
indirect ownership of the shares of the Issuer or Public Company, this matter shall be
disclosed (at point A.1.9.2.a)
A.1.9.3 Klasifikasi kepemilikan yang dimiliki perusahaan 208-209
Classification of ownership owned by the company
A.1.9.3.a Jumlah pemegang saham dan persentase kepemilikan berdasarkan klasifikasi 208-209
The number of shareholders and the percentage based on the classification
A.1.9.4 Informasi mengenai pemegang saham utama dan pengendali Perusahaan, baik langsung 213
maupun tidak langsung, sampai kepada pemilik individu, yang disajikan dalam bentuk
skema atau bagan;
Information regarding the major and controlling shareholders of the Issuer or Public
Company, either directly or indirectly, to the individual owners, presented in the form of
schematics or charts;
A.1.9.5 Apakah perusahaan memiliki pengendalian dan/atau pengendalian bersama atas: 214-216
Whether the company has control and/or joint control over:
A.1.9.5.a Nama entitas anak, perusahaan asosiasi, perusahaan ventura bersama dimana Perusahaan 214-216
memiliki pengendalian bersama entitas (jika ada), beserta persentase kepemilikan saham,
bidang usaha, total aset, dan status operasi entitas anak, perusahaan asosiasi, perusahaan
ventura bersama. Untuk entitas anak, ditambahkan informasi mengenai alamat entitas anak
tersebut
The name of the subsidiary, associate, joint venture company where the Company has
joint control of the entity (if any), along with the percentage of share ownership, line of
business, total assets, and operating status of the subsidiary, associated company, joint
venture company; For a subsidiary, information about the address of the subsidiary is
added.
A.1.9.6 Apakah perusahaan pernah melakukan aksi korporasi berikut ini: 30
Does the company ever carried out the following corporate actions:
A.1.9.6.a Kronologis pencatatan saham, jumlah saham, nilai nominal, dan harga penawaran dari awal 30, 250
pencatatan hingga akhir tahun buku serta nama bursa efek dimana saham Emiten atau
Perusahaan Publik dicatatkan, termasuk pemecahan saham (stock split), penggabungan
saham (reverse stock), dividen saham, saham bonus, dan perubahan nilai nominal saham,
pelaksanaan efek konversi, pelaksanaan penambahan dan pengurangan modal (jika ada)
A chronological listing of shares, number of shares, nominal value, and the offer price
from the start of recording until the end of the financial year and the name of the Stock
Exchange where the shares of the Issuer or Public Company are listed, including stock splits,
reverse stock, stock dividends, bonus shares, and changes in the nominal value of shares,
implementation of conversion effects, implementation of capital additions and subtractions
(if any)
A.1.9.7 Informasi pencatatan efek lainnya selain efek sebagaimana dimaksud sebelumnya, yang 251-261
belum jatuh tempo pada tahun buku paling sedikit memuat nama efek, tahun penerbitan,
tingkat suku bunga/imbal hasil, tanggal jatuh tempo, nilai penawaran, dan peringkat efek
(jika ada)
Other securities listing information other than the securities as referred before, which have
not yet matured in the fiscal year, at least contain the name of the securities, year of issue,
interest rate/yield, maturity date, offering value, and securities rating (if any);
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 775
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.10 Analisa dan Pembahasan Manajemen 268-375
Management Discussion and Analysis
A.1.10.1 Tinjauan operasi per segmen usaha sesuai dengan jenis industri Perusahaan 275-306
A review of operations per operating segment based on the Company’s type of industry
A.1.10.1.a Produksi, yang meliputi proses, kapasitas, dan perkembangannya 275-306
Production, including the process, capacity, and its development
A.1.10.1.b Pendapatan/Penjualan 275-306
Revenue/Sales
A.1.10.1.c Profitabilitas 275-306
Profitability
A.1.10.2 Kinerja keuangan komprehensif yang mencakup perbandingan kinerja keuangan dalam 2 307-341
(dua) tahun buku terakhir, penjelasan tentang penyebab adanya perubahan dan dampak
perubahan tersebut
Comprehensive financial performance including a comparison of financial performance in
the last 2 (two) years, an explanation of the cause of any changes and the impact
A.1.10.2.a Aset lancar, aset tidak lancar, dan total asset 311-322
Current assets, non-current assets, and total assets
A.1.10.2.b Liabilitas jangka pendek, liabilitas jangka panjang, dan total liabilitas 322-331
Short-term liabilities, long-term liabilities, and total liabilities
A.1.10.2.c Ekuitas 331-332
Equity
A.1.10.2.d Pendapatan/penjualan, beban, laba (rugi), penghasilan komprehensif lain, dan total laba 335-340
(rugi), komprehensif; dan
Revenue/sales, expenses, profit (loss), other comprehensive income, and total
comprehensive profit (loss); and
A.1.10.2.e Arus Kas 341
Cash Flow
A.1.10.3 Kemampuan membayar utang atau kewajiban dengan menyajikan perhitungan rasio yang 342-344
relevan
Ability to pay the debt by presenting the relevant ratios
A.1.10.4 Tingkat kolektibilitas piutang Perusahaan dengan menyajikan perhitungan rasio yang 344
relevan
The collectibility level of the Company’s receivables by presenting the relevant ratio
calculations
A.1.10.5 Struktur modal (capital structure) dan kebijakan manajemen atas struktur modal disertai 344-345
dasar penentuan kebijakan dimaksud
Capital structure and management policies on capital structure accompanied by the basis
for determining the policy
A.1.10.6 Bahasan mengenai ikatan yang material untuk investasi barang modal dengan penjelasan 345
Discussion on material commitments for capital investments with explanations
A.1.10.6.a Tujuan dari ikatan tersebut 345
The purpose of such commitments
A.1.10.6.b Sumber dana yang diharapkan untuk memenuhi ikatan tersebut 345
Sources of funds to meet such commitments
A.1.10.6.c Mata uang yang menjadi denominasi 345
Currency-denominated
A.1.10.6.d Langkah yang direncanakan Perubahaan untuk melindungi risiko dari posisi mata uang 345
asing yang terkait
Planned measures by the Issuer or Public Company to cover the risks of foreign currency
positions
A.1.10.7 Bahasan mengenai investasi barang modal yang yang direalisasikan dalam tahun buku 345
terakhir:
Discussion regarding capital goods investments realized in the last fiscal year
A.1.10.7.a Jenis investasi barang modal 345
Type of capital goods investments
A.1.10.7.b Tujuan investasi barang modal 345
Capital goods investment objectives
A.1.10.7.c Nilai investasi barang modal yang dikeluarkan 345
Value of capital goods investments realized
776 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 777
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.10.8 Prospek usaha dari Perusahaan dikaitkan dengan kondisi industri, ekonomi secara umum 350
dan pasar internasional disertai data pendukung kuantitatif dari sumber data yang layak
dipercaya
Business prospects of the Issuer or Public Company based on the condition of the industry,
the general economy, and the international markets supporting quantitative data from
trusted data sources
A.1.10.9 Perbandingan antara target/proyeksi pada awal tahun buku dengan hasil yang dicapai 347-348
(realisasi)
Comparison between the targets/projections at the beginning of the year with the results
achieved (realized)
A.1.10.9.a Pendapatan/penjualan 347
Revenue/sales
A.1.10.9.b Laba (rugi) 347
Profit (loss)
A.1.10.9.c Struktur modal (capital structure) 347
Capital structure
A.1.10.9.d Hal lainnya yang dianggap penting bagi Perusahaan 347-348
Other matters that are considered important for the Company
A.1.10.10 Target/proyeksi yang ingin dicapai Perusahaan untuk 1 (satu) tahun mendatang 347-348
Targets/projections to be achieved by the Company for one (1) year ahead
A.1.10.10.a Pendapatan/penjualan 347
Revenues/sales
A.1.10.10.b Laba (rugi) 347
Profit (loss)
A.1.10.10.c Struktur modal (capital structure) 347
Capital structure
A.1.10.10.d Kebijakan dividen 347
Dividend policy
A.1.10.10.e Hal lainnya yang dianggap penting bagi Perusahaan 347-348
Other matters that are considered important for the Company
A.1.10.11 Aspek pemasaran atas barang dan/atau jasa Perusahaan, paling sedikit mengenai Strategi 351-353
pemasaran dan Pangsa pasar
The Company’s marketing of goods and/or services, at least including the marketing
strategy and market share;
A.1.10.12 Uraian mengenai dividen selama 2 (dua) tahun buku terakhir 354-355
Description of dividends for the last 2 (two) fiscal years
A.1.10.12.a Kebijakan dividen, antara lain memuat informasi persentase jumlah dividen yang dibagikan 354
terhadap laba bersih;
Dividend policy, which includes information on the percentage of dividends distributed to
net income
A.1.10.12.b Tanggal pembayaran dividen kas dan/atau tanggal distribusi dividen non kas 354-355
Date of payment of cash dividends and/or date of distribution of non-cash dividends
A.1.10.12.c Jumlah dividen per saham (kas dan/atau non kas) 354-355
The amount of dividends per share (cash and/or non-cash)
A.1.10.12.d Jumlah dividen per tahun yang dibayar 354-355
The amount of dividends paid annually
A.1.10.12.d1 Catatan: Dalam hal Emiten atau Perusahaan Publik tidak membagikan dividen dalam 2 (dua) 354-355
tahun terakhir, maka diungkapkan mengenai hal tersebut
Note: If the Issuer or Public Company does not distribute dividends in the last 2 (two) years,
this matter shall be disclosed
A.1.10.13 Realisasi penggunaan dana hasil penawaran umum, dengan ketentuan: 357-358
Realization of the use of proceeds from the public offering, provided that:
A.1.10.13.a Dalam hal selama tahun buku, Emiten memiliki kewajiban menyampaikan laporan realisasi 357-358
penggunaan dana, maka diungkapkan realisasi penggunaan dana hasil penawaran umum
secara kumulatif sampai dengan akhir tahun buku
If, during the fiscal year, the Issuer must submit a report on the realization of the use of
funds, then the realization of the cumulative use of the proceeds from the public offering
shall be disclosed until the end of the fiscal year
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 777
Page 778
Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.10.13.b Dalam hal terdapat perubahan penggunaan dana sebagaimana diatur dalam Peraturan 357-358
Otoritas Jasa Keuangan mengenai laporan realisasi penggunaan dana hasil penawaran
umum, maka Emiten menjelaskan perubahan tersebut
If there is a change in the use of funds as regulated in the Financial Services Authority
Regulation regarding the report on the realization of the use of the proceeds from the
public offering, the Issuer shall explain the change
A.1.10.14 Informasi material (jika ada), antara lain mengenai investasi, ekspansi, divestasi, 359-367
penggabungan/peleburan usaha, akuisisi, restrukturisasi utang/modal, transaksi material,
transaksi afiliasi, dan transaksi benturan kepentingan, yang terjadi pada tahun buku
Material information (if any), among others regarding investment, expansion, divestment,
business merger/consolidation, acquisition, debt/capital restructuring, material
transactions, affiliatedtransactions, and conflict of interest transactions, which occurred
during the fiscal year
A.1.10.14. Apakah perusahaan mengalami transaksi berikut ini selama tahun buku? 359-367
Does the Company experience the following transactions during the fiscal year?
A.1.10.14.a Tanggal, nilai, dan objek transaksi 359-367
The date, value, and object of the transaction
A.1.10.14.b Nama pihak yang melakukan transaksi 359-367
The name of the party conducting the transaction
A.1.10.14.c Sifat hubungan afiliasi (jika ada) 359-367
The nature of the affiliation relationship (if any)
A.1.10.14.d Penjelasan mengenai kewajaran transaksi 359-367
Explanation of the fairness of the transaction
A.1.10.14.e Pemenuhan ketentuan terkait 359-367
Compliance with related provisions
A.1.10.14.f Dalam hal terdapat hubungan afiliasi, selain mengungkapkan informasi sebagaimana 359-367
dimaksud dalam huruf a) sampai dengan huruf e), Perusahaan juga mengungkapkan
informasi:
If there is an affiliation relationship, in addition to disclosing the information as referred to
in letter a) to letter e), the Issuer or Public Company also discloses information
A.1.10.14.f1 Pernyataan Direksi bahwa transaksi afiliasi telah melalui prosedur yang memadai untuk 359-367
memastikan bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku
umum antara lain dilakukan dengan memenuhi prinsip transaksi yang wajar (arms-length
principle)
A statement from the Board of Directors that the affiliate transaction has gone through
adequate procedures to ensure that the affiliate transaction is carried out following
generally accepted business practices, among others, by complying with the arms-length
principle
A.1.10.14.f2 Peran Dewan Komisaris dan komite audit dalam melakukan prosedur yang memadai untuk 359-367
memastikan bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku
umum antara lain dilakukan dengan memenuhi prinsip transaksi yang wajar (arms-length
principle)
The role of the Board of Commissioners and the audit committee in carrying out adequate
procedures to ensure that affiliated transactions are carried out following generally
accepted business practices, among others, by complying with the arms-length principle
778 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 779
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.10.14.g Untuk transaksi afiliasi atau transaksi material yang merupakan kegiatan usaha yang 359-367
dijalankan dalam rangka menghasilkan pendapatan usaha dan dijalankan secara rutin,
berulang, dan/atau berkelanjutan, ditambahkan penjelasan bahwa transaksi afiliasi
atau transaksi material tersebut merupakan kegiatan usaha yang dijalankan dalam
rangka menghasilkan pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau
berkelanjutan
For affiliated or material transactions, which are business activities carried out to generate
business income and are carried out regularly, repeatedly, and/or continuously, an
explanation is added that the affiliated or material transactions are business activities
carried out to generate operating income. and run regularly, repeatedly, and/or
continuously
A.1.10.14.h Catatan: Dalam hal transaksi afiliasi atau transaksi material dimaksud telah diungkapkan 359-367
dalam laporan keuangan tahunan, ditambahkan informasi mengenai rujukan pengungkapan
dalam laporan keuangan tahunan tersebut (atas point A.1.10.14.g)
If the affiliated or material transactions have been disclosed in the annual financial
statements, additional information regarding the disclosure reference in the annual
financial statements is added (at point A.1.10.14.g)
A.1.10.14.i Untuk pengungkapan transaksi afiliasi dan/atau transaksi benturan kepentingan yang 359-367
merupakan hasil pelaksanaan transaksi afiliasi dan/atau transaksi benturan kepentingan
yang telah disetujui pemegang saham independen, ditambahkan informasi mengenai
tanggal pelaksanaan RUPS yang menyetujui transaksi tersebut
for disclosure of affiliated transactions and/or conflict of interest transactions resulting
from the implementation of affiliated transactions and/or conflict of interest transactions
that have been approved by independent shareholders, additional information regarding
the date of the GMS which approved the affiliated transactions and/or conflict of interest
transactions is added
A.1.10.14.j Catatan: dalam hal tidak terdapat transaksi afiliasi dan/atau transaksi benturan kepentingan, 359-367
maka diungkapkan mengenai hal tersebut; (atas point A.1.10.14.i)
Note: if there is no affiliated transaction and/or conflict of interest transaction; then this
matter shall be Disclosed (at point A.1.10.14.i)
A.1.10.15 Perubahan ketentuan peraturan perundang-undangan yang berpengaruh signifikan 369-371
terhadap Perusahaan dan dampaknya terhadap laporan keuangan (jika ada)
Changes in regulations and legislation that significantly impact the Issuer or Public
Company and the impact on the financial statements (if any)
A.1.11 Governansi Perusahaan 1
Corporate Governance 1
A.1.11.1.a Informasi mengenai keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun 463-468, 477,
buku 478-482
Information regarding the resolutions of the GMS in the fiscal year and 1 (one) year before
the fiscal year
A.1.11.1.a1 Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang 463-468, 477,
direalisasikan pada tahun buku 478-482
The GMS’ resolutions in the fiscal year and 1 (one) year before the fiscal year are realized in
the fiscal year
A.1.11.1.a2 Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang belum 463-468, 477,
direalisasikan beserta alasan belum direalisasikan 478-482
Resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year that has not
been realized and the reasons for not realizing them
A.1.11.1.b Dalam hal Perusahaan menggunakan pihak independen dalam pelaksanaan RUPS untuk 460
melakukan perhitungan suara, maka diungkapkan mengenai hal tersebut; 474
If the Issuer or Public Company uses an independent party in the conduct of the GMS to
calculate the votes, then this matter shall be disclosed;
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 779
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.2 Pengungkapan terkait Direksi 512-531
Disclosures related to the Board of Directors
A.1.11.2.a Tugas dan tanggung jawab masing-masing anggota Direksi 516-517
Duties and responsibilities of each member of the Board of Directors
A.1.11.2.b Pernyataan bahwa Direksi memiliki pedoman atau piagam (charter) Direksi 512
Statement that the Board of Directors has guidelines or charter for the Board of Directors
A.1.11.2.c Kebijakan dan pelaksanaan frekuensi rapat Direksi, rapat Direksi bersama Dewan Komisaris, 538-543
dan tingkat kehadiran anggota Direksi dalam rapat tersebut termasuk kehadiran dalam 543-544
RUPS;
Policies and implementation of the Board of Directors’ meeting frequency, Board of
Directors’ meeting with the Board of Commissioners, and the Board of Directors member’s
attendance level in the meeting including attendance at the GMS;
A.1.11.2.c1 Kebijakan terkait frekuensi rapat Direksi dan rapat Direksi bersama Dewan Komisaris 538
Policies regarding the frequency of Board of Directors meetings and meetings between the 543
Board of Directors and the Board of Commissioners
A.1.11.2.c2 Frekuensi pelaksanaan rapat Direksi dan rapat Direksi bersama Dewan Komisaris 538-543
Frequency of holding Board of Directors meetings and meetings between the Board of 543-544
Directors and the Board of Commissioners
A.1.11.2.c3 Informasi tingkat kehadiran direksi dalam rapat direksi, rapat direksi dekom, RUPS 543
Information on the Board of Directors member’s level of attendance at the meeting of the 544
Board of Directors, the meeting of the Board of Directors with the Board of Commissioners, 459, 473
or the GMS
A.1.11.2.d Pelatihan dan/atau peningkatan kompetensi anggota Direksi 172-177
Training and/or competency improvement of the Board of Directors members 523
A.1.11.2.d1 Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Direksi, termasuk program 523
orientasi bagi anggota Direksi yang baru diangkat (jika ada)
Training and/or improving the competence of members of the Board of Directors policy,
including an orientation program for newly appointed members of the Board of Directors (if
any)
A.1.11.2.d2 Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Direksi dalam tahun buku 172-177
(jika ada) 523
Training and/or competency improvement attended by members of the Board of Directors
in the fiscal year (if any)
A.1.11.2.e Penilaian Direksi terhadap kinerja komite yang mendukung pelaksanaan tugas Direksi pada 528-529
tahun buku
The Board of Directors’ assessment of the performance of the committees that support the
implementation of the Board of Directors’ duties for the fiscal year
A.1.11.2.e1 Prosedur penilaian kinerja 529
Performance appraisal procedures
A.1.11.2.e2 Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan 529
kehadiran dalam rapat
The criteria used, such as performance achievements during the fiscal year, competence and
attendance at meetings
A.1.11.2.f Catatan: Dalam hal Perusahaan tidak memiliki komite yang mendukung pelaksanaan tugas
Direksi, maka diungkapkan mengenai hal tersebut (atas point A.1.11.2.e1 & e2)
Note: If the Issuer or Public Company does not have a committee that supports the
implementation of the duties of the Board of Directors, this matter shall be disclosed (at
point A.1.11.2.e1 & e2)
A.1.11.3 Pengungkapan terkait Dewan Komisaris 483-511
Disclosures related to the Board of Commissioners
A.1.11.3.a Tugas dan tanggung jawab Dewan Komisaris 488-489
Duties and responsibilities of the Board of Commissioners
A.1.11.3.b Pernyataan bahwa Dewan Komisaris memiliki pedoman atau piagam (charter) Dewan 483
Komisaris
A statement that the Board of Commissioners has guidelines or charter for the Board of
Commissioners
A.1.11.3.c Kebijakan dan pelaksanaan frekuensi rapat Dewan Komisaris, rapat Dewan Komisaris 459, 473
bersama Direksi dan tingkat kehadiran anggota Dewan Komisaris dalam rapat tersebut 536-538
termasuk kehadiran dalam RUPS; 543-544
Policies and implementation of the Board of Commissioners meeting frequency, meetings
of the Board of Commissioners with the Board of Directors and the level of attendance of
members of the Board of Commissioners in such meetings including attendance at the GMS;
780 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 781
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.3.d Pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris 502
Training and/or competency improvement of members of the Board of Commissioners 168-171
A.1.11.3.d1 Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris, termasuk 502
program orientasi bagi anggota Dewan Komisaris yang baru diangkat
Policy on training and/or improving the Board of Commissioners members’ competence,
including orientation programs for newly appointed members of the Board of
Commissioners
A.1.11.3.d2 Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Dewan Komisaris dalam 168-171
tahun buku (jika ada) 502
Training and/or competency improvement attended by members of the Board of
Commissioners in the fiscal year (if any)
A.1.11.3.e Penilaian kinerja Direksi dan Dewan Komisaris serta masing-masing anggota Direksi dan 532-535
anggota Dewan Komisaris
Performance appraisal of the Board of Directors and the Board of Commissioners as well as
each member of the Board of Directors and the Board of Commissioners
A.1.11.3.e1 Prosedur pelaksanaan penilaian kinerja 532
Procedures for implementing performance appraisals 534
A.1.11.3.e2 Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan 533
kehadiran dalam rapat 534
The criteria used such as performance achievements during the fiscal year, competence and
attendance at meetings
A.1.11.3.e3 Pihak yang melakukan penilaian 532
The party conducting the assessment 534
A.1.11.3.f Penilaian Dewan komisaris terhadap kinerja Komite Dewan Komisaris terhadap kinerja 506-507
komite yang mendukung pelaksanaan tugas Dewan Komisaris pada tahun buku, meliputi:
The Board of Commissioners’ assessment of the performance of the Committees that
support the implementation of the duties of the Board of Commissioners in the fiscal year,
include:
A.1.11.3.f1 Prosedur penilaian kinerja 507
Performance appraisal procedures
A.1.11.3.f2 Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan 507
kehadiran dalam rapat
The criteria used such as performance achievements during the fiscal year, competence, and
attendance at meetings
A.1.11.4 Pengungkapan terkait Nominasi dan remunerasi Direksi dan Dewan Komisaris 545-549
Disclosures related to nomination and remuneration of the Board of Directors and Board of
Commissioners
A.1.11.4.a Prosedur nominasi, meliputi uraian singkat mengenai kebijakan dan proses nominasi 545
anggota Direksi dan/atau anggota Dewan Komisaris
Nomination procedure, including a brief description of the policies and members
nomination process of the Board of Directors and/or the Board of Commissioners
A.1.11.4.b Prosedur dan pelaksanaan remunerasi Direksi dan Dewan Komisaris, antara lain: 545-549
Procedures and implementation of remuneration for the Board of Directors and the Board
of Commissioners, among others:
A.1.11.4.b1 Prosedur penetapan remunerasi Direksi dan Dewan Komisaris 545-546
Procedures for determining remuneration for the Board of Directors and the Board of
Commissioners;
A.1.11.4.b2 Struktur remunerasi Direksi dan Dewan Komisaris seperti, gaji, tunjangan, tantiem/bonus 546-547
dan lainnya
The remuneration structure of the Board of Directors and the Board of Commissioners such
as salary, allowances, tantiem/bonus, and others
A.1.11.4.b3 Besarnya remunerasi masing-masing anggota Direksi dan anggota Dewan Komisaris 549
The amount of remuneration for each member of the Board of Directors and member of the
Board of Commissioners;
A.1.11.5 Pengungkapan terkait Dewan Pengawas Syariah, bagi Perusahaan yang menjalankan -
kegiatan usaha berdasarkan prinsip syariah sebagaimana tertuang dalam anggaran dasar
Disclosures related to the Sharia Supervisory Board, for companies that carry out business
activities based on sharia principles as stated in the articles of association
A.1.11.5.a Nama -
Name
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 781
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.5.b Dasar hukum pengangkatan Dewan Pengawas Syariah -
The legal basis for the appointment of the Sharia Supervisory Board
A.1.11.5.c Periode penugasan Dewan Pengawas Syariah -
The period of assignment of the Sharia Supervisory Board
A.1.11.5.d Tugas dan tanggung jawab Dewan Pengawas Syariah -
Duties and responsibilities of the Shariah Supervisory Board
A.1.11.5.e Frekuensi dan cara pemberian nasihat dan saran serta pengawasan pemenuhan prinsip -
syariah di pasar modal terhadap Perusahaan
Frequency and mode of administration advice and suggestions as well as monitoring
compliance with Sharia Principles in the capital market of the Company
A.1.12 Governansi Perusahaan 2
Corporate Governance 2
A.1.11.6 Pengungkapan terkait Komite Audit 556-575
Disclosures related to the Audit Committee
A.1.11.6.a Nama dan jabatannya dalam keanggotaan komite 131-132
Names and positions of the committee members 141-142
A.1.11.6.b Usia 131-132
Age 141-142
A.1.11.6.c Kewarganegaraan 131-132
Nationality 141-142
A.1.11.6.d Riwayat Pendidikan 131-132
Education History 141-142
A.1.11.6.e Riwayat jabatan 131-132
Position history 141-142
A.1.11.6.e1 Dasar hukum penunjukan sebagai anggota komite 131-132
Legal basis for appointment as a committee member 141-142
559
A.1.11.6.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 131-132
komite serta jabatan lainnya (jika ada) 141-142
Concurrent positions as members of the Board of Commissioners, members of the Board of
Directors and/or members of committees as well as other positions (if any)
A.1.11.6.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut
(atas point A.1.11.6.e2)
Note: If there are no concurrent positions, this will be disclosed (at point A.1.11.6.e2)
A.1.11.6.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 131-132
Work experience both inside and outside the Issuer or Public Company 141-142
A.1.11.6.f Periode dan masa jabatan anggota komite audit 559
Period and tenure of Audit Committee members
A.1.11.6.g Pernyataan independensi komite audit 560
Statement of Audit Committee independence
A.1.11.6.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 178
Training and/or competency improvement that has been followed in the fiscal year (if any) 564
A.1.11.6.i Kebijakan dan pelaksanaan frekuensi rapat komite audit dan tingkat kehadiran anggota 563-564
komite audit dalam rapat tersebut
Policy and implementation of Audit Committee meeting frequency and level of attendance
of Audit Committee members at the meetings
A.1.11.6.j Pelaksanaan kegiatan komite audit pada tahun buku 564-570
Implementation of Audit Committee activities in the fiscal year
A.1.11.7a Pengungkapan terkait Komite atau fungsi nominasi dan remunerasi Perusahaan. 576-589
Disclosures related to the Committee or the Company's nomination and remuneration
functions
A.1.11.7a.a Nama dan jabatannya dalam keanggotaan komite 130,133
Names and positions of the committee members 143-145
A.1.11.7a.b Usia 130,133
Age 143-145
A.1.11.7a.c Kewarganegaraan 130,133
Nationality 143-145
A.1.11.7a.d Riwayat Pendidikan 130,133
Education history 143-145
782 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 783
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.7a.e Riwayat jabatan 130,133
Position history 143-145
A.1.11.7a.e1 Dasar hukum penunjukan sebagai anggota komite 130,133
Legal basis for appointment as a committee member 143-145
579
A.1.11.7a.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 130,133
komite serta jabatan lainnya (jika ada) 143-145
Concurrent positions as members of the Board of Commissioners, members of the Board of
Directors and/or members of committees as well as other positions (if any);
A.1.11.7a.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut;
(A.1.11.7a.e2)
Note: If there are no concurrent positions, this will be disclosed; (A.1.11.7a.e2)
A.1.11.7a.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 130,133
Work experience and period both inside and outside the Company 143-145
A.1.11.7a.f Periode dan masa jabatan anggota komite 579
The period and term of office of the committee members
A.1.11.7a.g Pernyataan independensi komite 580
Statement of committee independence
A.1.11.7a.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 178
Training and/or competency improvement that has been followed in the fiscal year (if any); 585
A.1.11.7a.i Uraian tugas dan tanggung jawab 580-582
Description of duties and responsibilities
A.1.11.7a.j Pernyataan bahwa telah memiliki pedoman atau piagam (charter) 577-578
A statement that the committee has had guidelines or charters
A.1.11.7a.k Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat 582-584
tersebut
Policies and implementation of the frequency of committee meetings and the level of
attendance of committee members in those meetings
A.1.11.7a.l Uraian singkat pelaksanaan kegiatan pada tahun buku 585-586
A brief description of the committee’s activities for the fiscal year
A.1.11.7a.m Catatan: Dalam hal tidak dibentuk komite: -
Note: If no nomination and remuneration committee is formed
A.1.11.7a.m1 Alasan tidak dibentuknya komite -
Reasons for not forming the committee
A.1.11.7a.m2 Pihak yang melaksanakan fungsi nominasi dan remunerasi -
The party carrying out the nomination and remuneration function
A.1.11.7b Pengungkapan terkait Komite atau fungsi nominasi dan remunerasi Perusahaan 576-589
Disclosures related to the Committee or the Company's nomination and remuneration
functions
A.1.11.7b.a Nama dan jabatannya dalam keanggotaan komite 130,133
Names and positions of the committee members 143-145
A.1.11.7b.b Usia 130,133
Age 143-145
A.1.11.7b.c Kewarganegaraan 130,133
Nationality 143-145
A.1.11.7b.d Riwayat Pendidikan 130,133
Education history 143-145
A.1.11.7b.e Riwayat jabatan 130,133
Position history 143-145
A.1.11.7b.e1 Dasar hukum penunjukan sebagai anggota komite 130,133
Legal basis for appointment as a committee member 143-145
579
PT Jasa Marga (Persero) Tbk | 2024 Annual Report 783
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.7b.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 130,133
komite serta jabatan lainnya (jika ada) 143-145
Concurrent positions as members of the Board of Commissioners, members of the Board of
Directors and/or members of committees as well as other positions (if any)
A.1.11.7b.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut;
(A.1.11.7a.e2)
Note: If there are no concurrent positions, this will be disclosed; (A.1.11.7a.e2)
A.1.11.7b.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 130,133
Work experience both inside and outside the Public Company 143-145
A.1.11.7b.f Periode dan masa jabatan anggota komite 579
Period and tenure of committee members
A.1.11.7b.g Pernyataan independensi komite 580
Statement of committee independence
A.1.11.7b.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 178
Training and/or competency improvement that has been followed in the financial year (if 585
any)
A.1.11.7b.i Uraian tugas dan tanggung jawab 580-582
Description of duties and responsibilities
A.1.11.7b.j Pernyataan bahwa telah memiliki pedoman atau piagam (charter) 577-578
Statement that it has established committee guidelines or charter
A.1.11.7b.k Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat 582-584
tersebut
Policy and implementation of committee meeting frequency and level of attendance of
committee members at the meetings
A.1.11.7b.l Uraian singkat pelaksanaan kegiatan pada tahun buku 585-586
A brief description of the committee’s activities in the fiscal year
A.1.13 Governansi Perusahaan 3
Corporate Governance 3
A.1.11.8a Pengungkapan terkait Komite Manajemen Risiko 589-602
Disclosures related to the Risk Management Committee
A.1.11.8a.a Nama dan jabatannya dalam keanggotaan komite 129,134
Name and position in committee membership 146-148
A.1.11.8a.b Usia 129,134
Age 146-148
A.1.11.8a.c Kewarganegaraan 129,134
Nationality 146-148
A.1.11.8a.d Riwayat Pendidikan 129,134
Educational history 146-148
A.1.11.8a.e Riwayat jabatan 129,134
Position history 146-148
A.1.11.8a.e1 Dasar hukum penunjukan sebagai anggota komite 129,134
Legal basis for appointment as a committee member 146-148
592
A.1.11.8a.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 129,134
komite serta jabatan lainnya (jika ada) 146-148
Concurrent positions, either as a member of the Board of Commissioners, member of the
Board of Directors, and/or committee member and other positions (if any)
A.1.11.8a.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut
(atas point A.1.11.8a.e2)
Note: If there is no concurrent positions, this will be disclosed (at point A.1.11.8a.e2)
A.1.11.8a.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 129,134
Work experience and period both inside and outside the Company 146-148
A.1.11.8a.f Periode dan masa jabatan anggota komite manajemen risiko 592
The period and term of office of the risk management committee members
784 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 785
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.8a.g Pernyataan independensi komite 592-593
Statement of committee independence
A.1.11.8a.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 179
Training and/or competency improvement that has been followed in the fiscal year (if any) 598
A.1.11.8a.i Uraian tugas dan tanggung jawab 593-596
Description of duties and responsibilities
A.1.11.8a.j Pernyataan bahwa telah memiliki pedoman atau piagam (charter) 591
Statement that it has guidelines or charter
A.1.11.8a.k Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat 596-597
tersebut
Policies and implementation of the frequency of committee meetings and the level of
attendance of committee members in those meetings
A.1.11.8a.l Uraian singkat pelaksanaan kegiatan pada tahun buku 598-600
A brief description of the committee’s activities for the fiscal year
A.1.11.8b Pengungkapan terkait Komite lain yang dimiliki Perusahaan dalam rangka mendukung 602-611
fungsi dan tugas Direksi (jika ada) dan/atau komite yang mendukung fungsi dan tugas
Dewan Komisaris:
Disclosure regarding other committees owned by the Company to support the functions
and duties of the Board of Directors (if any) and/or committees that support the functions
and duties of the Board of Commissioners:
A.1.11.8b. Apakah perusahaan memiliki komite lain dalam mendukung fungsi dan tugas Direksi dan/ 602-611
atau Dewan Komisaris? 616-624
Does the company have other committees to support the functions and duties of the Board 624-628
of Directors and/or Board of Commissioners? 629-634
A.1.11.8b.a Nama dan jabatannya dalam keanggotaan komite 128-134
Names and positions of the committee members 135-140, 150-
154
A.1.11.8b.b Usia 128-134
Age 135-140, 150-
154
A.1.11.8b.c Kewarganegaraan 128-134
Nationality 135-140, 150-
154
A.1.11.8b.d Riwayat Pendidikan 128-134
Education history 135-140, 150-
154
A.1.11.8b.e Riwayat jabatan 128-134
Position history 135-140, 150-
154
A.1.11.8b.e1 Dasar hukum penunjukan sebagai anggota komite 604
Legal basis for appointment as a committee member 621
626-627
631
A.1.11.8b.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota 128-134
komite serta jabatan lainnya (jika ada) 135-140, 150-
Concurrent positions as members of the Board of Commissioners, members of the Board of 154
Directors and/or members of committees as well as other positions (if any)
A.1.11.8b.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut
Note: If there are no concurrent positions, this will be disclosed
A.1.11.8b.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 128-134
Work experience both inside and outside the Issuer or Public Company 135-140, 150-
154
A.1.11.8b.f Periode dan masa jabatan anggota komite lain 604
Period and tenure of other Committee members 621
626
631-632
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1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.8b.g Pernyataan independensi komite 606
Statement of Committee independence 623
628
633
A.1.11.8b.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 168-171
Training and/or competency improvement that has been followed in the fiscal year (if any) 609
181-185, 624
186-192
172-177
A.1.11.8b.i Uraian tugas dan tanggung jawab 606-607
Description of duties and responsibilities 617-621
625-626
630-631
A.1.11.8b.j Pernyataan bahwa telah memiliki pedoman atau piagam (charter) 603
Statement that it has established committee guidelines or charter
A.1.11.8b.k Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat 607-609
tersebut 623
Policy and implementation of committee meeting frequency and level of attendance of 627
committee members at the meetings 632
A.1.11.8b.l Uraian singkat pelaksanaan kegiatan pada tahun buku 609-610
A brief description of the committee’s activities in the fiscal year 623
628
633
A.1.11.9 Pengungkapan terkait Sekretaris perusahaan 634-644
Disclosures regarding the company secretary
A.1.11.9.a Nama 150
Name
A.1.11.9.b Domisili 150
Domicile
A.1.11.9.c Riwayat jabatan 150
Position history
A.1.11.9.c1 Dasar hukum penunjukan sebagai Sekretaris Perusahaan 634-635
Legal basis for appointment as Corporate Secretary
A.1.11.9.c2 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 150
Work experience both inside and outside the Public Company
A.1.11.9.d Riwayat Pendidikan 150
Education history
A.1.11.9.e Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku 180
Training and/or competence improvement followed during the fiscal year 641
A.1.11.9.f Uraian singkat pelaksanaan tugas sekretaris perusahaan pada tahun buku 639-641
A brief description of the Corporate Secretary activities in the fiscal year
A.1.14 Governansi Perusahaan 4
Corporate Governance 4
A.1.11.10 Pengungkapan terkait Unit Audit Internal, paling sedikit memuat 644-654
Disclosures related to the Internal Audit Unit contain at least
A.1.11.10.a Nama kepala unit audit internal 150
Name of the Internal Audit Unit head
A.1.11.10.b Riwayat jabatan 150
Position history
A.1.11.10. Dasar hukum penunjukan sebagai kepala Unit Audit Internal 150
b1a The legal basis for the appointment as Internal Audit Unit head
A.1.11.10.b1 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 150
Work experience with its period both inside and outside of the Company
A.1.11.10.c Kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada) 649
Professional internal audit qualifications or certifications (if any)
A.1.11.10.d Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku 193-204
Training and/or competency improvement to be followed during the fiscal year 650
A.1.11.10.e Struktur dan kedudukan Unit Audit Internal 648
Structure and positions within the Internal Audit Unit
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Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.10.f Uraian tugas dan tanggung jawab 645-647
Duties and responsibilities description
A.1.11.10.g Pernyataan bahwa telah memiliki pedoman atau piagam (charter) Unit Audit Internal 644-645
Statement that it has established Internal Audit Unit guidelines or charter
A.1.11.10.h Uraian singkat pelaksanaan tugas unit audit internal pada tahun buku termasuk kebijakan 650-654
dan pelaksanaan frekuensi rapat dengan Direksi, Dewan Komisaris, dan/atau komite audit;
A brief description of the implementation of the internal audit unit’s duties for the fiscal
year, including the policy and implementation of the frequency of meetings with the Board
of Directors, Board of Commissioners, and/or audit committee;
A.1.11.11 Uraian mengenai sistem pengendalian internal (internal control) yang diterapkan oleh 699-702
Perusahaan
Description of the internal control system applied by the Company
A.1.11.11.a Pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan perundang- 699
undangan lainnya
Financial and operational control, and compliance with other laws and regulations
A.1.11.11.b Tinjauan atas efektivitas sistem pengendalian internal 701
Review of the internal control system effectiveness
A.1.11.11.c Pernyataan Direksi dan/atau Dewan Komisaris atas kecukupan sistem pengendalian internal 702
Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the
internal control system
A.1.11.12 Uraian mengenai sistem manajemen risiko yang diterapkan oleh Perusahaan 657-698
Description of the risk management system implemented by the Company
A.1.11.12.a Gambaran umum mengenai sistem manajemen risiko Perusahaan 659-660
A general description of the Company risk management system
A.1.11.12.b Jenis risiko dan cara pengelolaannya 679-691
Risks types and their management
A.1.11.12.c Tinjauan atas efektivitas sistem manajemen risiko Perusahaan 692
Review of the Company risk management system effectiveness
A.1.11.12.d Pernyataan Direksi dan/atau Dewan Komisaris atau komite audit atas kecukupan sistem 696-698
manajemen risiko
Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the
risk management system
A.1.11.14 Informasi tentang sanksi administratif/sanksi yang dikenakan kepada Perusahaan, anggota 706
Dewan Komisaris dan anggota Direksi, oleh Otoritas Jasa Keuangan dan otoritas lainnya
pada tahun buku
Information on administrative sanctions/sanctions imposed on Issuers or Public Companies,
members of the Board of Commissioners and members of the Board of Directors, by the
Financial Services Authority and other authorities for the fiscal year (if any)
A.1.11.15 Informasi mengenai kode etik Perusahaan 709-713
Information regarding the Company code of ethics
A.1.11.15.a Pokok-pokok kode etik 709-710
Code of ethics content
A.1.11.15.b Bentuk sosialisasi kode etik dan upaya penegakannya 711-712
Form of code of ethics socialization and enforcement efforts
A.1.11.15.c Pernyataan bahwa kode etik berlaku bagi anggota Direksi, anggota Dewan Komisaris, dan 711
karyawan Perusahaan
Statement that the code of ethics applies to members of the Board of Directors, Board of
Commissioners, and employees of the Company
A.1.11.16 Dalam hal terdapat pemberian kompensasi berupa program kepemilikan saham oleh 702
manajemen (management stock ownership program/MSOP) dan/atau program kepemilikan
saham oleh karyawan (employee stock ownership program/ESOP), informasi yang
diungkapkan paling sedikit memuat: (atas point A.1.11.16)
If there is compensation provided in the form of a share ownership program by
management (management stock ownership program/MSOP) and/or an employee stock
ownership program (ESOP), the information disclosed must contain at least (at point
A.1.11.16)
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.16.a Uraian singkat mengenai kebijakan pemberian kompensasi jangka panjang berbasis kinerja 355
kepada manajemen dan/atau karyawan yang dimiliki oleh Perusahaan (jika ada), antara 702
lain berupa program kepemilikan saham oleh manajemen (management stock ownership
program/MSOP) dan/atau program kepemilikan saham oleh karyawan (employee stock
ownership program/ESOP)
A brief description of the policy of providing long-term performance-based compensation
to management and/or employees owned by the Issuer or Public Company (if any),
including the management stock ownership program (MSOP) and/or employee stock
ownership program (ESOP);
A.1.11.16.b Apakah terdapat pemberian kompensasi jangka panjang berbasis kinerja kepada 355
manajemen dan/atau karyawan dalam tahun buku? 702
Is there long-term performance-based compensation provided to management and/or
employees in the financial year?
A.1.11.16.c Dalam hal terdapat pemberian kompensasi berupa program kepemilikan saham oleh -
manajemen (management stock ownership program/MSOP) dan/atau program kepemilikan
saham oleh karyawan (employee stock ownership program/ESOP), informasi yang
diungkapkan paling sedikit memuat:
In terms of providing compensation in the form of a management stock ownership program
(MSOP) and/or an employee stock ownership program (ESOP), the information disclosed
must at least contain:
A.1.11.16.c1 Jumlah saham dan/atau opsi 356
Number of shares and/or options
A.1.11.16.c2 Jangka waktu pelaksanaan 356
Implementation period
A.1.11.16.c3 Persyaratan karyawan dan/atau manajemen yang berhak 356
Requirements for eligible employees and/or management
A.1.11.16.c4 Harga pelaksanaan atau penentuan harga pelaksanaan 356
Exercise price or determination of exercise price
A.1.11.17 Uraian singkat mengenai kebijakan pengungkapan informasi mengenai 707
A brief description of the information disclosure policy regarding
A.1.11.17.a Kepemilikan saham anggota Direksi dan anggota Dewan Komisaris paling lambat 3 (tiga) 212
hari kerja setelah terjadinya kepemilikan atau setiap perubahan kepemilikan atas saham 506, 528
Perusahaan Terbuka
Share ownership of members of the Board of Directors and members of the Board of
Commissioners no later than 3 (three) working days after the occurrence of ownership or
any change in ownership of shares of a Public Company
A.1.11.17.b Pelaksanaan atas kebijakan dimaksud 212-213
Implementation of the policy in question 707
A.1.11.18 Uraian mengenai sistem pelaporan pelanggaran (whistleblowing system) di Perusahaan: 731-736
Description of the whistleblowing system in the Company
A.1.11.18.a Cara penyampaian laporan pelanggaran 733
Violation report submission
A.1.11.18.b Perlindungan bagi pelapor 734
Protection for whistleblowers
A.1.11.18.c Penanganan pengaduan 734
Complaint handling
A.1.11.18.d Pihak yang mengelola pengaduan 735
The party managing the complaint
A.1.11.18.e Hasil dari penanganan pengaduan: 735-736
Complaint handling results:
A.1.11.18.e1 Jumlah pengaduan yang masuk dan diproses dalam tahun buku 735
Number of complaints received and processed during the fiscal year
A.1.11.18.e2 Tindak lanjut pengaduan 736
Complaint follow up
A.1.11.18.e3 Catatan: Dalam hal Perusahaan tidak memiliki sistem pelaporan pelanggaran
(whistleblowing system), maka diungkapkan mengenai hal tersebut. (atas point A.1.11.18)
Note: If the Company does not have a whistleblowing system, this matter must be
disclosed. (at point A.1.11.18)
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Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.19 Uraian mengenai kebijakan anti korupsi Perusahaan 714-716
A description of the anti-corruption policy of the Company
A.1.11.19.a Program dan prosedur yang dilakukan 715-716
Programs and procedures implemented
A.1.11.19.b Pelatihan/sosialisasi anti korupsi kepada karyawan Perusahaan 714-715
Anti-corruption training/socialization to employees of the Company
A.1.11.19.c Catatan: Dalam hal Perusahaan tidak memiliki kebijakan anti korupsi, maka dijelaskan
alasan tidak dimilikinya kebijakan dimaksud (atas point A.1.11.19)
Note: If the Company does not have an anti-corruption policy, the reasons for not having
the said policy must be explained (at point A.1.11.19)
A.1.11.20a Penerapan atas pedoman governansi Perusahaan Terbuka bagi Emiten yang menerbitkan 431-437
efek bersifat ekuitas atau Perusahaan Publik, meliputi:
Implementation of Code of Corporate Governance guidelines by the Issuer that issues
equity securities or the Public Company, including:
A.1.11.20a.a Pernyataan mengenai rekomendasi yang telah dilaksanakan 432-437
Statement regarding recommendations have been implemented
A.1.11.20a.b Bukti/penjelasan yang menunjukkan bahwa perusahaan telah menerapkan rekomendasi 432-437
tersebut
Evidence/explanation showing that the company has implemented these recommendations
A.1.11.20a.c Penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif 432-437
Description of the recommendations that have not been implemented, the reasons, and the
implementation alternatives
A.1.11.20b Pengungkapan terkait penerapan atas pedoman governansi Perusahaan dengan pendekatan 442-446
"comply or explain" atau "apply or explain", meliputi:
Disclosures related to the implementation of the Company's governance guidelines using
the "comply or explain" or "apply or explain" approach, include:
A.1.11.20b.a Pernyataan mengenai rekomendasi yang telah dilaksanakan 443-446
Statement regarding recommendations have been implemented
A.1.11.20b.b Bukti/penjelasan yang menunjukkan bahwa perusahaan telah menerapkan rekomendasi 443-446
tersebut
Evidence/explanation showing that the company has implemented these recommendations
A.1.11.20b.c Penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif 443-446
Description of the recommendations that have not been implemented, the reasons, and the
implementation alternatives
BONUS & PENALTI
BONUS & PENALTY
B.A Pertanyaan Bonus
Bonus Question
B.A.1 Jenis keputusan yang memerlukan persetujuan Dewan Komisaris (PUGKI 1.3.2) 517-519
Types of decisions that require approval from the Board of Commissioners (PUGKI 1.3.2)
B.A.2 Rincian tugas Komisaris Utama (PUGKI 1.3.13.1) 491-492
Details of the duties of the President Commissioner (PUGKI 1.3.13.1)
B.A.3 Tanggung jawab Komite Audit dalam pemberian rekomendasi atas penunjukan dan 563
pemberhentian auditor eksternal (ASEAN CG ScoreCard E.2.24)
Responsibility of the Audit Committee in providing recommendations for the appointment
and dismissal of external auditors (ASEAN CG ScoreCard E.2.24)
B.A.4 Sertifikasi profesi (misalnya dalam bidang Risiko, Akuntansi, Perpajakan, IT, Hukum) yang
dimiliki oleh (Kriteria tambahan ARA 2019)
Professional certification (for example in the sector of Risk, Accounting, Taxation, IT, Law)
held by (2019 ARA additional criteria)
B.A.4.a Komite Audit 141-143, 178
Audit Committee
B.A.4.b Komite Nominasi dan Remunerasi 143-145, 178
Nomination and Remuneration Committee
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Laporan Manajemen
1 Ikhitisar Kinerja Utama
Main Performace Highlights 2 Management Report 3 Profil Perusahaan
Company Profile 4 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
B.A.4.c Komite Manajemen Risiko 146-148
Risk Management Committee
B.A.4.d Komite Lainnya 135-140
Other Committee
B.A.5 Deskripsi proses governansi terkait isu IT termasuk disruption (gangguan), cyber security 742-743
(keamanan dunia maya), dan disaster recovery (pemulihan bencana) untuk memastikan
semua risiko utama telah diidentifikasi, dikelola, dan dilaporkan pada Direksi (ASEAN CG
Score Card B.E.5.1)
Description of governance processes related to IT issues including disruption, cyber
security, and disaster recovery to ensure all major risks have been identified, managed, and
reported to the Board of Directors (ASEAN CG Score Card B.E.5.1)
B.A.6 Kebijakan untuk mencegah terjadinya insider trading. (Aturan yang jelas mengenai 737
perdagangan apa pun dalam saham korporasi yang dilakukan oleh Direktur, Komisaris dan
orang dalam untuk memastikan bahwa siapapun tidak boleh mendapatkan keuntungan
secara langsung atau tidak langsung dari informasi yang tidak/belum tersedia di pasar)
(PUKGI 7.2.3)
Policy to prevent insider trading. (Clear rules regarding any trading in corporate shares
carried out by Directors, Commissioners and insiders to ensure that anyone cannot profit
directly or indirectly from information that is not/not yet available on the market) (PUKGI
7.2.3)
B.A.7 Kebijakan penghargaan/kompensasi yang memperhitungkan kinerja perusahaan jangka 702
panjang (ASEAN CG Score Card C.3.3)
Reward/compensation policy that takes into account long-term company performance
(ASEAN CG Score Card C.3.3)
B.A.8 Kebijakan untuk melakukan penelaahan dan persetujuan transaksi dengan pihak berelasi 366-367
yang material/signifikan (ASEAN CG Score Card D.3.1)
Policy for reviewing and approving transactions with material/significant related parties
(ASEAN CG Score Card D.3.1)
B.A.9 Kebijakan terkait perencanaan atas suksesi anggota Direksi dan manajemen kunci (ASEAN 588-589
CG Score Card E.5.3)
Policy related to planning for the succession of members of the Board of Directors and key
management (ASEAN CG Score Card E.5.3)
B.A.10.a Kerangka pelaporan berkelanjutan yang diakui secara internasional (contoh: GRI, Integrated 746
Reporting, SASB) yang diadopsi oleh Perusahaan
An internationally recognized sustainability reporting framework (e.g. GRI, Integrated
Reporting, SASB) adopted by the Company
B.B.0 Pertanyaan Tambahan
Additional Questions
B.B.1 Apakah korporasi menerbitkan laporan tahunan secara terintegrasi yang menempatkan 3,
kinerja historis ke dalam konteks dan menggambarkan risiko, peluang, dan prospek 268-375,
korporasi di masa depan, sehingga membantu pemegang saham dan pemangku 746
kepentingan memahami tujuan strategis korporasi dan kemajuannya dalam menciptakan
nilai yang berkelanjutan? Uraikan dengan singkat (PUGKI 6.2.4)
Does the corporation publish an integrated annual report that puts historical performance
into context and describes the corporation's risks, opportunities and future prospects,
thereby helping shareholders and stakeholders understand the corporation's strategic
objectives and its progress in creating sustainable value? Describe briefly (PUKGI 6.2.4)
Penjelasan: Perseroan menerbitkan laporan tahunan dan laporan keberlanjutan dalam
buku terpisah namun masih menjadi satu kesatuan yang tidak terpisahkan (terintegrasi).
Informasi tersebut telah dijabarkan dalam laporan tahunan pada Bab Analisa dan
Pembahasan Manajemen halaman 294-416 dan Laporan Keberlanjutan.
Explanation: The Company publishes the annual report and sustainability report in separate
books but they are still an inseparable (integrated) whole. The information has been
described in the annual report in the Management Discussion and Analysis Chapter pages
294-416 and the Sustainability Report.
B.B.2 Pengungkapan kerangka governansi, pengelolaan dan pengendalian aspek perpajakan di 746
perusahaan (GRI)
Disclosure of governance framework, management and control of tax aspects in companies
(GRI)
Penjelasan: Berkaitan dengan kerangka governansi, pengelolaan, dan pengendalian aspek
perpajakan di Perseroan, termuat dalam Laporan Keberlanjutan.
Explanation: Relating to the governance framework, management, and control of taxation
aspects in the Company, contained in the Sustainability Report.
790 Laporan Tahunan 2024 | PT Jasa Marga (Persero) Tbk
Page 791
Tata Kelola Perusahaan
5 Fungsi Penunjang Bisnis
Business Support Functions
6 Good Corporate Governance 7 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility 8 Referensi POJK, SEOJK, dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
B.B Pertanyaan Penalti
Penalty Question
B.C.1 Tanggal penerbitan Laporan Keuangan Tahunan (ASEAN CG Score Card B.D.1.1 & Peraturan 794-1020
OJK)
Date of publication of Annual Financial Report (ASEAN CG Score Card B.D.1.1 & OJK
Regulations)
Penjelasan: Laporan Keuangan dirilis tanggal 4 Maret 2024, sesuai dengan Penyampaian
Perseroan ke Otoritas Jasa Keuangan dan Bursa Efek Indonesia
Explanation: Financial Statements released on March 4, 2024, in accordance with the
Company's Submission to the Financial Services Authority and the Indonesia Stock
Exchange.
B.C.2 Tanggal penerbitan Laporan Tahunan (ASEAN CG Score Card B.D.1.1 & Peraturan OJK) 82-83
Annual Report publication date (ASEAN CG Score Card B.D.1.1 & OJK Regulations)
B.C.3 Opini auditor independen atas laporan keuangan perusahaan 797-803
Independent auditor's opinion on the company's financial statements
B.C.4 Apakah terjadi perdagangan orang dalam yang melibatkan Direksi/Komisaris, manajemen 737
dan karyawan dalam tiga tahun terakhir? (ASEAN CG Score Card P.B.1.1)
Have there been insider trading involving Directors/Commissioners, management and
employees in the last three years? (ASEAN CG Score Card P.B.1.1)
B.C.5 Apakah ada kasus ketidakpatuhan terhadap hukum, aturan dan peraturan yang berkaitan 703
dengan transaksi pihak berelasi yang signifikan atau material dalam tiga tahun terakhir?
(ASEAN CG Score Card P.B.2.1)
Have there been any significant or material cases of non-compliance with laws, rules and
regulations relating to related party transactions in the last three years? (ASEAN CG Score
Card P.B.2.1)
B.C.6 Apakah telah terjadi pelanggaran hukum apa pun yang berkaitan dengan masalah 706
perburuhan/ ketenagakerjaan/ konsumen/ kepailitan/ komersial/ persaingan atau
lingkungan (P.C.1.1)
Whether there has been a violation of any law relating to labor/employment/consumer/
insolvency/commercial/competition or environmental matters (P.C.1.1)
B.C.7 Apakah Perusahaan menghadapi sanksi dari regulator karena tidak membuat pengumuman 706
dalam jangka waktu yang ditentukan untuk peristiwa penting (material event)? (ASEAN CG
Score Card P.C.2.1)
Does the Company face sanctions from regulators for not making an announcement within
the specified time period for a material event? (ASEAN CG Score Card P.C.2.1)
B.C.8 Apakah Perusahaan memperoleh putusan bersalah dari pengadilan pajak tertinggi terkait 706
masalah perpajakan apapun selama tiga tahun terakhir
Whether the Company obtained a guilty verdict from the highest tax court regarding any
tax matters during the last three years
B.C.9 Apakah ada bukti bahwa Perusahaan tidak mematuhi aturan dan peraturan pencatatan apa 706
pun selama setahun terakhir selain dari aturan pengungkapan? (P.E.1.1)
Is there any evidence that the Company has not complied with any listing rules and
regulations during the past year other than disclosure rules? (PE.1.1)
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PT JASA MARGA (PERSERO) TBK KANTOR PUSAT Plaza Tol Taman Mini Indonesia Indah, 2024 Jakarta, 13550 Indonesia Laporan Tahunan Telp. : +6221 841 3630, +6221 8413626 Annual Report www.jasamarga.com PT Jasa Marga (Persero) Tbk @ptjasamarga @official_JSMR @official.jasamarga @official.jasamarga Official Jasa Marga @official.jasamarga
Names mentioned 102 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT JMTO Transaction Tra
p.10
unresolved
org
PT JMTO Toll Road Operation Contract Bidang Pengoperasian
p.10
unresolved
org
PT JMTM Electronic Toll Collection
p.10
unresolved
org
PT JMTM Toll Road Preservation Contract
p.10
unresolved
org
PT JMTO
p.10
unresolved
org
PT JMTO’s
p.10
unresolved
org
Kementerian BUMN
p.11 ×5
unresolved
org
Ministry of SOE O
p.11
unresolved
org
Synergy Quest International Limited
p.12 ×2
unresolved
org
Financial Overview
· Komisaris
p.15
unresolved
person
Keberagaman Komposisi
· Komisaris
p.17
unresolved
org
PT Jasa Marga Information
p.17
unresolved
org
PT JTT
p.27 ×14
unresolved
org
PT Bank Marga Lingkar
p.31
unresolved
org
Mega Tbk
p.31 ×3
unresolved
org
PT Jasamarga Pandaan Tol
p.32 ×5
unresolved
org
PT Bank Mega Jangka
p.32
unresolved
org
PT Jasamarga
p.32
unresolved
org
PT Jasamarga Transjawa Tol. Fund Collective Investment
p.32
unresolved
org
PT Contract
p.32
unresolved
org
Milik Negara
p.35
unresolved
org
Ministry of State-Owned
p.35 ×2
unresolved
person
Bagus Cahya A.
p.37
unresolved
org
Bagus Cahya A.B.
p.37
unresolved
org
Kementerian Koordinator Bidang Perekonomian
p.39 ×2
unresolved
org
Direktorat Jenderal Pajak Kementerian Keuangan
p.39
unresolved
org
PT Indonesia Stock Exchange
p.39
unresolved
org
Financial Services Authority
p.39
unresolved
org
Ministry of State-Owned Enterprise
p.39
unresolved
org
Ministry of Finance Directorate General of Taxation
p.39
unresolved
org
Standarisasi
p.39
unresolved
org
PT BSI Group Head O
p.42 ×9
unresolved
org
Indonesia (Persero) Tbk
p.42
unresolved
org
PT BSI Group Division
p.42 ×4
unresolved
org
PT BSI Group Regional Division
p.43 ×4
unresolved
org
PT Jasamarga Tollroad Operator
p.44 ×4
unresolved
org
Ministry of Industry INDI
p.45
unresolved
org
PT Jasamarga Pandaan Malang
p.45 ×2
unresolved
org
PT Jasamarga Ngawi Kertosono
p.45
unresolved
org
PT Jasamarga Ngawi
p.45
unresolved
org
Pengawasan
p.46
unresolved
org
Ministry of SOEs
p.46 ×2
unresolved
org
Kementerian Top
p.48
unresolved
org
Sektor Synergy Quest International Limited
p.48
unresolved
org
Directorate General of Jasa Marga
p.48
unresolved
org
Ministry of Finance
p.48
unresolved
org
PT Jasamarga Akses Patimban Komposter
p.49
unresolved
org
Bank BCA
p.49 ×2
unresolved
org
PT Sarana Multi Supporting Environmentally Friendly Waste
p.49
unresolved
org
Menteri
p.57
unresolved
org
Ministry of State-BUMN No. PER-
p.58
unresolved
org
Amir Abadi
p.59
unresolved
org
Mawar & Rekan
p.59
unresolved
person
Abdul Rachman
· Commissioner
p.63
unresolved
org
Pusat Statistik
p.68
unresolved
org
Menteri BUMN No. SE-
p.104
unresolved
person
Minister of SOE No. SE-
p.104
unresolved
org
Kementerian BUMN Tedi Bharata
p.107
unresolved
person
Ministry
· Direktur
p.107
unresolved
org
PT Bank Mandiri Dwi Handaya.
p.107
unresolved
org
Kementerian Pekerjaan Umum
p.128
unresolved
org
Ministry of Public Works
p.128
unresolved
org
Menteri Bidang Ekonomi dan Investasi
p.128
unresolved
org
Kementerian Pekerjaan Umum dan Perumahan Rakyat
p.128
unresolved
org
Ministry of Public Works and Public Housing
p.128
unresolved
—
Appointment History Diangkat
· Komisaris
p.129 ×2
unresolved
org
Jasa Tbk
p.129 ×2
unresolved
org
Marga (Persero) Tbk
p.129
unresolved
org
Remuneration Committee Marga (Persero) Tbk
p.130
unresolved
org
Ministry of Pemuda dan Olahraga RI
p.131
unresolved
org
PT Daya Makara UI
p.131 ×2
unresolved
org
PT Integrity Capital Securities
p.132 ×2
unresolved
org
PT Pelindo Solusi Logistik
p.132 ×2
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