Source file signed link, expires in 15 minutes
Extracted text 836
Page 1
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 1
Annual and Sustainability Report
Page 2
2023
Meningkatkan Konektivitas, Mengkatalisasi
Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable
Transformation for the Nation
Laporan Tahunan dan Keberlanjutan
2 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 3
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PENJELASAN TEMA
Theme Explanation
Enhanching Connectivity, Catalyzing Sustainable
Transformation for the Nation
PT Kereta Api Indonesia (Persero) berkomitmen untuk PT Kereta Api Indonesia (Persero) is committed to being
menjadi katalisator utama dalam mendorong transformasi the primary catalyst in driving sustainable transformation
berkelanjutan bagi negeri melalui inisiatif yang terfokus for the nation through initiatives focused on enhancing
pada peningkatan konektivitas. Sebagai pionir dalam connectivity. As a pioneer in the land transportation sector,
sektor transportasi darat, perusahaan telah mengambil the company has taken a central role in accelerating
peran sentral dalam mempercepat pertumbuhan dan national economic growth and progress.With a railway
kemajuan ekonomi nasional. Dengan jaringan kereta api network stretching from the western to the eastern ends of
yang merentang dari ujung barat hingga timur, PT Kereta the country, PT Kereta Api Indonesia has created efficient
Api Indonesia telah menciptakan jalur komunikasi yang communication routes, connecting economic, industrial,
efisien, menghubungkan pusat-pusat ekonomi, industri, and trade centers across the nation. The existence of
dan perdagangan di seluruh negeri. Keberadaan layanan reliable rail services not only shortens the distance
kereta api yang handal tidak hanya memperpendek jarak between cities but also expands accessibility for
antar-kota, tetapi juga memperluas aksesibilitas bagi communities in remote areas.
masyarakat di daerah-daerah terpencil.
Melalui investasi strategis dalam pemeliharaan dan Through strategic investments in the maintenance and
pengembangan infrastruktur, PT Kereta Api Indonesia development of infrastructure, PT Kereta Api Indonesia
memberikan kontribusi signifikan pada perubahan positif makes a significant contribution to positive changes in the
dalam sektor transportasi. Penambahan jalur kereta api, transportation sector. The addition of railway lines, station
perluasan stasiun, dan peningkatan teknologi layanan expansions, and technological service improvements are
merupakan upaya nyata dalam meningkatkan efisiensi tangible efforts to enhance travel efficiency and quality.
dan kualitas perjalanan.
PT Kereta Api Indonesia juga mengambil peran sebagai PT Kereta Api Indonesia also plays a role as a social and
katalisator sosial dan ekonomi, menciptakan peluang baru economic catalyst, creating new opportunities for business
untuk pengembangan bisnis dan pertumbuhan ekonomi development and local economic growth. By building close
lokal. Dengan membangun kolaborasi erat dengan collaborations with various stakeholders, the company
berbagai pemangku kepentingan, perusahaan ini promotes sustainable transformation that positively
mendorong transformasi berkelanjutan yang berdampak impacts community development along the railway lines.
positif pada pengembangan masyarakat di sepanjang jalur
kereta api.
Sebagai pilar penting dalam mobilitas dan konektivitas, PT As an essential pillar in mobility and connectivity, PT Kereta
Kereta Api Indonesia (Persero) tidak hanya menjadi Api Indonesia (Persero) is not only a primary driver of
penggerak utama transformasi nasional tetapi juga national transformation but also a promoter of change
pendorong perubahan menuju masa depan yang lebih towards a more sustainable and inclusive future for the
berkelanjutan dan inklusif bagi negeri. nation.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 3
Annual and Sustainability Report
Page 4
KESINAMBUNGAN TEMA
Theme Continuity
Berakselerasi Memperkuat Kontribusi bagi Negeri
Accelerating to Strengthen Contribution for the Nation
2022
Seiring pemulihan situasi ekonomi dari dampak pandemi As the economic situation recovers from the impact of the
Covid-19, KAI terus memperkuat kontribusi pada sektor Covid-19 pandemic, KAI continues to strengthen its
transportasi negeri. Hal tersebut terwujud melalui contribution to the country's transportation sector. This
pengembangan usaha dan operasional selama 2022, yang was realized through business and operational
secara mendasar mampu mendorong daya adaptasi KAI development throughout 2022, which is fundamentally
dalam menghadapi dinamika industri. Lebih dari itu, able to encourage KAI's adaptability in dealing with
kontribusi KAI juga tercermin melalui peningkatan kinerja industrial dynamics. Moreover, KAI's contribution is also
keberlanjutan yang terlaksana selama 2022, mencakup reflected in the improvement in sustainability
aspek ekonomi, sosial, dan lingkungan, sebagai upaya performance that was carried out in 2022, covering
berkelanjutan dalam menghadirkan dukungan kuat bagi economic, social, and environmental aspects, as an
pencapaian tujuan-tujuan pembangunan berkelanjutan di ongoing effort to provide strong support for achieving
Indonesia. sustainable development goals in Indonesia.
Sampai akhir 2022, KAI menerapkan sejumlah langkah As of the end of 2022, KAI was implementing various
strategis mencakup segmen angkutan penumpang dan strategic steps covering the passenger and freight
barang. Pada angkutan penumpang, KAI menerapkan transportation segments. In passenger transportation, KAI
pencegahan penularan Covid-19 sesuai kebijakan implemented prevention of Covid-19 transmission
Pemerintah, sebagai upaya menyeluruh dalam memberi according to Government policy, as a comprehensive
rasa aman bagi seluruh pelanggan. KAI juga telah effort to provide a sense of security for all customers. KAI
menerapkan sejumlah upaya pemasaran, baik secara has also implemented a number of marketing efforts,
online maupun offline, hingga melakukan reclass, both online and offline, to reclassing, rerouting, and
rerouting, dan menghadirkan perjalanan KA tambahan. presenting additional train trips. Then, in the
Kemudian, pada angkutan barang, KAI telah menerapkan transportation of freight, KAI implemented numerous
sejumlah upaya yang diarahkan guna percepatan efforts aimed at accelerating the development of
pembangunan infrastruktur pendukung, optimalisasi supporting infrastructure, optimizing marketing Rolling
sarana dan kegiatan pemasaran, hingga menerapkan Stock and activities, as well as implementing operational
upaya efisiensi pola operasi untuk meningkatkan volume pattern efficiency efforts to increase transportation
angkutan, baik pada wilayah Jawa maupun Sumatra. volume, both in Java and Sumatra.
Laporan Tahunan dan Keberlanjutan
4 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 5
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Penguatan kontribusi KAI antara lain ditunjukkan melalui Strengthening of KAI's contribution, among others, is
peningkatan kualitas operasional, baik pada aspek shown through operational quality improvement, both in
keselamatan, ketepatan waktu, kenyamanan, dan daya the aspects of safety, punctuality, comfort, and travel
tarik perjalanan. Pada 2022, KAI berhasil meningkatkan attractiveness. In 2022, KAI succeeded in increasing
keandalan melalui kinerja pelayanan dan keselamatan, reliability through service and safety performance, by
dengan merealisasikan penurunan kecelakaan dan realizing a reduction in accidents and delays, both on
keterlambatan, baik pada KA penumpang maupun KA passenger and freight trains. The increased comfort and
barang. Peningkatan kenyamanan dan daya tarik attractiveness of train travel is also reflected in the
perjalanan KA juga tercermin melalui hadirnya KA Luxury presence of the Luxury KA and the Panoramic KA in 2022.
dan KA Panoramic pada 2022.
Atas pencapaian yang diraih pada 2022, kami optimistis For the performance achieved in 2022, we are optimistic
kontribusi KAI dapat dipertahankan dan terus ditingkatkan that KAI's contribution can be maintained and
seiring kelanjutan laju pembangunan negeri. Kami continuously improved in line with the country's
optimistis, KAI akan tumbuh lebih kuat sebagai pengelola continued development. We are optimistic that KAI will
moda transportasi berkelas dunia, seiring pencapaian visi grow stronger as a world-class mode of transportation
untuk hadir menjadi solusi ekosistem transportasi terbaik operator, in line with achieving its vision to be present as
untuk Indonesia. the best transportation ecosystem solution for Indonesia.
Semangat Bangkit Untuk Melayani Lebih Cepat dan Lebih Baik
The Spirit of Rising to Serve Faster and Better
2021
Tahun 2021 menjadi tahun ditanamkan semangat 2021 was the year to instill the spirit of recovery from the
pemulihan dari dampak pandemi COVID-19. Sinyal impact of the COVID-19 pandemic. Signals of economic
pemulihan ekonomi dapat terlihat dari Purchasing recovery could be seen from the global manufacturing
Managers’ Index (PMI) manufaktur global yang berada Purchasing Managers’ Index (PMI), which was in the
pada zona ekspansif. Dalam menyambut sinyal tersebut, expansion zone. In welcoming this signal, PT Kereta Api
PT Kereta Api Indonesia (Persero) atau KAI membangun Indonesia (Persero) or KAI developed special strategies
strategi-strategi khusus yang dilakukan dalam upaya carried out in an effort to rise and return to normal during
untuk bangkit dan kembali normal di masa Pandemi the COVID-19 pandemic while still prioritizing KAI’s vision,
COVID-19 dengan tetap mengutamakan visi, misi serta mission and values.
nilai-nilai KAI.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 5
Annual and Sustainability Report
Page 6
Perseroan melakukan berbagai inisiatif dan hal-hal baru The Company carried out various initiatives and new
seperti perbaikan layanan tempuh kereta api (KA Argo things such as improving rail travel services (KA Argo
Bromo Anggrek (Gambir - Surabaya Pasar Turi PP), Argo Bromo Anggrek (Gambir - Surabaya Pasar Turi PP), Argo
Wilis (Bandung – Surabaya Gubeng PP), Argo Lawu Wilis (Bandung - Surabaya Gubeng PP), Argo Lawu
(Gambir - Solo Balapan PP), Argo Dwipangga (Gambir - (Gambir - Solo Balapan PP), Argo Dwipangga (Gambir -
Solo Balapan PP), dan Taksaka (Gambir - Yogyakarta PP)), Solo Balapan PP), and Taksaka (Gambir - Yogyakarta PP)),
penambahan frekuensi perjalanan kereta api, penerapan increasing the frequency of train trips, implementing
dynamic pricing, penggunaan model skema tarif untuk dynamic pricing, using a tariff scheme model for
angkutan sesuai dengan cluster kereta api unggulan, non- transportation in accordance with the superior, non-
unggulan dan kereta api perintis. Untuk peningkatan seeded and pioneer train clusters. To enhance passenger
pelayanan kepada penumpang kereta api juga dilakukan service, free Wi-Fi has been provided on the Argo Bromo
dengan menghadirkan wifi gratis dalam KA Argo Bromo Anggrek, Argo Lawu, Argo Dwipangga, Argo Wilis,
Anggrek, Argo Lawu, Argo Dwipangga, Argo Wilis, Taksaka, Taksaka, and Argo Parahyangan trains, as well as Live
dan Argo Parahyangan serta layanan Live Cooking di atas Cooking services on the Argo Bromo Anggrek, Argo Lawu,
KA Argo Bromo Anggrek, KA Argo Lawu, Argo Dwipangga, Argo Dwipangga, Taksaka, and Argo Wilis trains. KAI has
Taksaka, dan Argo Wilis. KAI juga menghadirkan layanan also introduced first-mile-last-mile services, KAI Pay
first mile-last mile, layanan dompet digital KAI Pay, dan digital wallet services, and top-up and billing services at
layanan top up dan tagihan di Access by KAI. Access by KAI.
Berbagai langkah terus diupayakan yang mengarah pada Various steps were continuously pursued that lead to
keselamatan, ketepatan waktu, pelayanan dan kenyaman safety, punctuality, service and comfort such as
seperti menjaga kehandalan sarana dan prasarana, maintaining the reliability of Rolling Stock and
peningkatan jaminan keselamatan, implementasi sistem infrastructure, increasing safety assurance, implementing
manajemen berbasis pelanggan (customer driven) a customer-driven management system (customer
melanjutkan penataan SDM, intensifikasi pasar yang sudah driven), continuing HR management, intensifying existing
ada, pengembangan sistem informasi yang terpadu, dan markets, developing an integrated information system
peningkatan peran bisnis non angkutan melalui and increasing the role of non-transportation businesses
penertiban aset serta pengelolaan aset secara optimal dan through asset control and optimal and professional asset
profesional. management.
Kontribusi Perseroan lainnya ditunjukkan dengan The Company’s other contribution could be shown by
mengawal jalannya Proyek Strategis Nasional berbasis overseeing the implementation of the National Strategic
perkeretaapian yaitu LRT Jabodebek dan Kereta Cepat Projects based on the railway, namely the Jabodebek LRT
Jakarta-Bandung. Dengan dijadikannya KAI sebagai and the Jakarta-Bandung high-speed train. With the
pimpinan konsorsium BUMN atas proyek Kereta Cepat appointment of KAI as the head of the SOE consortium for
Jakarta Bandung serta dikucurkannya dana PMN oleh the Jakarta Bandung High Speed Rail project and the
Pemerintah kepada perseroan untuk pembiayaan kedua Government’s disbursement of PMN funds to the
proyek tersebut, kita semakin optimis bahwa Indonesia company to finance the two projects, we were
akan segera memiliki moda transportasi tambahan untuk increasingly optimistic that Indonesia could soon have
menunjang terciptanya ekosistem transportasi yang baik. additional modes of transportation to support the
creation of a good transportation ecosystem.
Laporan Tahunan dan Keberlanjutan
6 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 7
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Adaptif, Solutif, Kolaboratif Untuk Indonesia
Adaptive, Solutive, Collaboration for Indonesia
2020
Perubahan adalah hal pasti. Kita hanya perlu menerimanya Change is a sure thing. We just need to accept it with an
dengan pikiran terbuka. Pada tahun 2020 KAI memasuki open mind. In 2020 KAI has entered a new era which is
era baru yang diwujudkan melalui visi Menjadi Solusi manifested through the vision of Becoming the Best
Ekosistem Transportasi Terbaik untuk Indonesia. Perseroan Transportation Ecosystem Solution for Indonesia. The
juga mengubah budaya dan logo perusahaan. Seluruh Company also changed its company culture and logo. All
pembaruan ini merupakan upaya kami untuk terus of these updates are our efforts to continue to adapt to the
beradaptasi dengan zaman, sehingga pelanggan times, hence the customers is able to always enjoy the
senantiasa dapat menikmati peningkatan layanan. Kondisi improvement of our service. The challenging conditions
yang menantang tidak menghalangi kami untuk did not prevent us from creating momentum for
menciptakan momentum penyegaran, melainkan refreshment, but rather became the foundation for
menjadi fondasi untuk bertahan dan berkembang di masa survival and enhancement in the future.
mendatang.
Semangat ini kami tampilkan melalui desain sampul muka We show this spirit through the face cover design that
yang mengusung pendekatan fotografi. Foto kereta KAI carries a photographic approach. Photo of the KAI train
yang sedang berjalan dalam kecepatan tinggi menjadi running at high speed is the focus, representing KAI as a
fokus, merepresentasikan KAI sebagai sosok perusahaan dynamic company figure and can adapt quickly to face
yang dinamis dan dapat beradaptasi dengan cepat untuk challenges in 2020.
menghadapi tantangan di tahun 2020.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 7
Annual and Sustainability Report
Page 8
Adaptif, Solutif, Kolaboratif Untuk Indonesia
Adaptive, Solutive, Collaboration for Indonesia
2019
Di tahun 2019 PT Kereta Api Indonesia (Persero) berhasil In 2019, KAI achieved many improvements, from services
menorehkan berbagai peningkatan, baik dari segi layanan, segments, to the Company’s revenue. The Company
maupun dari angka pendapatan. Komitmen Perseroan commitment to be always on the right track and
untuk terus melaju di jalur yang tepat dan tiada henti relentlessly connecting the Country successfully retained
menghubungkan negeri berhasil dipertahankan dan and remarked by our best achievements for the Company
menghasilkan torehan-torehan terbaik bagi Perseroan dan and for all the stakeholders. Service improvements as the
seluruh pemangku kepentingan. Peningkatan layanan timely train departure schedules and facility
perjalanan kereta api berupa kesesuaian jadwal improvements on all KAI’s train station sites were already
keberangkatan dan penyempurnaan fasilitas di stasiun- accomplished as the Company hard work to show our
stasiun milik KAI juga berhasil dilakukan sebagai bentuk commitment. Such achievement willbe relentlessly
upaya Perseroan untuk menunjukkan komitmen kami. retained by KAI to achieve a successful future.
Upaya tersebut tidak akan berhenti dilakukan oleh PT KAI
untuk terus mencapai kesuksesan di masa yang akan
datang.
Laporan Tahunan dan Keberlanjutan
8 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 9
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KEKUATAN BISNIS KAI
KAI BUSINESS ADVANTAGE
KAI terus beroperasi sebagai perusahaan penyedia jasa KAI continues to operate as a transportation service
transportasi di Indonesia dengan kekuatan bisnis sebagai provider in Indonesia with the following business
berikut: advantages:
1. Satu-satunya Perseroan BUMN di bidang kereta api 1. The only state-owned company in the railway
di Indonesia. sector inIndonesia.
2. Sebagian besar lini bisnis anak perusahaan 2. Most of the subsidiaries’ business lines bring
membawa keunggulan strategis untuk KAI. strategic advantages to KAI.
3. Memiliki pengetahuan dan kemampuan dalam 3. Having the knowledge and skills in running a
menjalankan bisnis dan operasi kereta api yang railroad business and operation for decades.
telah dibangun selama beberapa dekade.
4. Telah menjadi operator untuk infrastruktur 4. Becoming an operator for the existing
eksisting (jaringan kereta sepanjang utara dan infrastructure (railway network along the north and
selatan Pulau Jawa serta sisi utara, barat, dan south of Java Island as well as the north, west and
selatan Pulau Sumatera). south sides of Sumatra Island).
5. Memiliki aset lahan yang sangat luas dan sebagian 5. Having a very large land assets, and most of them
besar terletak di lokasi strategis. are located in strategic locations.
6. Infrastruktur tetap dirawat dengan baik dan bukan 6. The infrastructure remains well maintained and
merupakan penyebab utama dari gangguan yang poses nothreat from unforeseen disturbances.
tidak terduga.
7. Peningkatan pada aspek keselamatan yang 7. Improvements in safety aspects indicated by the
diindikasikan dari tren positif dari penurunan positive trend of decreasing the number of
jumlah kecelakaan dalam 5 (lima) tahun terakhir. accidents in the last five years.
8. Memiliki dukungan dana dari Pemerintah untuk 8. Having financial support from the government for
pemeliharaan dan operasi kereta api. the maintenance and operation of the railway.
9. Adanya pembiayaan yang kuat. 9. Having strong financing.
10. Memiliki jumlah tenaga kerja yang besar. 10. Having a large workforce.
11. Memiliki bisnis utama yakni angkutan penumpang 11. Having two main business lines, namely passenger
dan angkutan barang, serta komersialisasi aset Having several main businesses, namely passenger
sebagai bisnis pendukung. transportation and freight transportation, as well as
the commercialization of assets as a supporting
business
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 9
Annual and Sustainability Report
Page 10
KONTRIBUSI KAI BAGI INDONESIA MAJU
KAI'S CONTRIBUTION TO THE ONWARD INDONESIA
Sesuai tema peringatan Hari Ulang Tahun Kemerdekaan In line with the theme of the 78th Anniversary of the
Republik Indonesia ke-78 yaitu “Terus Melaju Untuk Independence of the Republic of Indonesia, "Keep
Indonesia Maju”, KAI turut bergerak bersama secara Moving Forward for a Progressive Indonesia," KAI actively
harmoni, meneruskan laju pertumbuhan secara kolektif, participates harmoniously in the collective growth
yang tercermin antara lain pada sejumlah hal sebagai momentum, reflected in various aspects as follows.
berikut.
Penyelesaian Proyek Strategis Nasional Proyek KCJB Completion of National Strategic Projects: KCJB and
dan Proyek LRT Jabodebek Jabodebek LRT Projects
Beroperasinya LRT Jabodebek dan Kereta Cepat Jakarta The operation of the Jabodebek LRT and Jakarta-
Bandung (KCJB) Whoosh ditujukan untuk meningkatkan Bandung High-Speed Rail (KCJB) Whoosh aims to
mobilitas, mendorong perekonomian daerah, mengurangi enhance mobility, boost regional economies, reduce
beban kemacetan, serta mendukung upaya mengurangi traffic congestion, and support efforts to reduce pollution
polusi dan emisi gas rumah kaca. and greenhouse gas emissions.
LRT Jabodebek telah resmi beroperasi pada tanggal 28 The Jabodebek LRT officially began operations on August
Agustus 2023 dan memiliki 3 lintas yaitu Cibubur – 28 th, 2023, with three lines: Cibubur – Cawang, East
Cawang, Bekasi Timur – Cawang dan Cawang – Dukuh Bekasi – Cawang, and Cawang – Dukuh Atas. The
Atas. LRT Jabodebek mampu melayani 740 penumpang Jabodebek LRT can serve 740 passengers per trainset,
per rangkaian, 158 perjalanan setiap harinya, dengan total with 158 trips daily, accommodating a total capacity of
kapasitas 137 ribu penumpang per hari. 137,000 passengers per day.
Adapun KCJB Whoosh yang diresmikan pada 2 Oktober The KCJB Whoosh, inaugurated on October 2nd, 2023, has
2023 memiliki kecepatan 350 km/jam yang a speed of 350 km/h, enabling Jakarta-Bandung travel
memungkinkan perjalanan Jakarta-Bandung sekitar 46 in approximately 46 minutes. From its inauguration until
menit. Sejak diresmikan hingga 31 Desember 2023, Whoosh December 31 st, 2023, Whoosh has served over 1 million
telah melayani lebih dari 1 juta penumpang. passengers.
Peningkatan Kapasitas dan Layanan Angkutan Increasing Capacity and Services for Passenger and
Penumpang serta Angkutan Barang Freight Transport
Menawarkan moda transportasi berbasis rel, KAI Offering rail-based transportation, KAI promises scheduled,
menjanjikan transportasi yang terjadwal, relatif bebas relatively congestion-free, and environmentally friendly
macet dan ramah lingkungan. Selama tahun 2023, KAI transportation. Throughout 2023, KAI transported
telah mengangkut 388.776.604 orang dan 63.694.966 ton 388,776,604 passengers and 63,694,966 tons of freight,
barang, masing-masing berhasil melampaui target yang exceeding the set targets of 382,089,477 passengers and
ditetapkan yaitu 382.089.477 orang dan 63.061.602 ton 63,061,602 tons of freight. These achievements are
barang. Pencapaian tersebut turut didukung oleh supported by KAI's strong infrastructure and Rolling
kekuatan sarana dan prasarana KAI. Stock.
SARANA (SIAP OPERASI) / ROLLING STOCK (READY FOR OPERATION)
1.064 Unit 7.272 Unit Carriage
Unit Gerbang
464 Unit Lokomotif KRL
Unit Locomotive Unit Commuter Line
85 KRD
DMU 1.729 Unit Kereta
Unit Train 186
Unit LRT
Unit LRT
PRASARANA / INFRASTRUCTURE
100,1% Sinyal dan Telekomunikasi Listrik
Electric Signaling and Telecommunications 103,3% Jalan rel dengan kondisi baik
Railway tracks in good condition
5,365 kmsp Rencana
Planned 5,543 kmsp Realisasi
Realization
Laporan Tahunan dan Keberlanjutan
10 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 11
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KAI telah melakukan reclass, rerouting, melakukan KAI has undertaken reclassification, rerouting, increased
penambahan perjalanan kereta, serta menambah train trips, and added more train sets. New train services
rangkaian. Perjalanan KA Baru mulai Gapeka 2023 per 1 starting from the 2023 Gapeka on June 1 st, 2023, include:
Juni 2023 antara lain :
1. KA Argo Merbabu relasi Semarang Tawang Bank 1. Argo Merbabu Train connecting Semarang Tawang
Jateng - Gambir PP; Bank Jateng to Gambir round-trip;
2. KA Argo Semeru relasi Surabaya Gubeng - Gambir 2. Argo Semeru Train connecting Surabaya Gubeng
PP; to Gambir round-trip;
3. KA Manahan relasi Solo Balapan - Gambir PP; 3. Manahan Train connecting Solo Balapan to Gambir
round-trip;
4. KA Pandalungan relasi Gambir - Jember PP; 4. Pandalungan Train connecting Gambir to Jember
round-trip;
5. KA Banyubiru relasi Semarang Tawang Bank Jateng 5. Banyubiru Train connecting Semarang Tawang Bank
- Solo Balapan PP. Jateng to Solo Balapan round-trip.
KAI juga menjalankan sejumlah inovasi dan peningkatan KAI has also implemented various innovations and service
layanan KAI pada angkutan penumpang, antara lain: improvements for passenger transportation, including:
1. Penerapan Face Recognition untuk 1. Implementing Face Recognition to simplify and
mempermudah dan mempercepat proses boarding speed up the boarding process for train passengers,
penumpang KA, serta digitalisasi informasi di as well as digitizing information at stations;
stasiun;
2. Inovasi kereta panoramic, kereta kompartemen, 2. Introducing panoramic trains and compartment
guna meningkatkan pelayanan pada penumpang; trains to enhance passenger service;
3. Modifikasi kereta ekonomi new generation; 3. Modifying new generation economy trains;
4. Peluncuran kereta eksekutif stainless steel new 4. Launching new generation stainless steel executive
generation, serta peluncuran kereta luxury new trains, as well as new generation luxury trains.
generation.
Adapun inovasi dan peningkatan layanan KAI pada KAI's innovations and service improvements for freight
angkutan barang, antara lain: transportation include:
JAWA JAVA
a) Perbaikan fasilitas timbangan Track Scale dan a) Improvement of Track Scale facilities and
pengadaan timbangan beserta penataan rumah procurement of scales, along with arrangement
timbang of weighbridge houses.
b) Penggunaan gerbong ketel (GK) 40 ton untuk b) Use of 40-ton tank cars (GK) for transporting
angkutan BBM; fuel.
c) Pemanfaatan angkutan balikan dengan c) Utilization of empty flatcars (GD) for round-trip
memanfaatkan gerbong datar (GD) kosong transportation of other commodities.
sebagai angkutan untuk komoditi lain
d) Optimalisasi rangkaian pada KA angkutan Semen d) Optimization of train sets for Cement
dengan mengabungkan 2 (dua) KA yang transportation by combining 2 (two) trains with
mempunyai relasi sama menjadi satu KA; the same route into one train.
e) Penambahan angkutan retail/hantaran yg e) Addition of retail delivery services coupled with
digandeng pada KA Penumpang; Passenger trains.
f) Implementasi aplikasi Rail Cargo System (RCS) f) Implementation of Rail Cargo System (RCS)
untuk semua komoditi sehingga dapat application for all commodities to streamline
mempermudah dalam dokumentasi data dan data documentation and evaluation.
evaluasi;
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 11
Annual and Sustainability Report
Page 12
SUMATERA SUMATERA
a) Peningkatan kapasitas terminal antara lain di a) Capacity enhancement of terminals, including
Serdang, Muaralawai dan Sukacinta untuk in Serdang, Muaralawai, and Sukacinta, to
mempercepat proses muat dan bongkar expedite loading and unloading processes for
angkutan batu bara. coal transportation.
b) Penambahan perjalanan dan gerbong angkutan b) Addition of trips and cement transport carriages.
semen
c) Penambahan angkutan Petikemas mengangkut c) Addition of Containerized Freight Transport
inti sawit di Sumatera Utara menggunakan (Petikemas) carrying palm kernel in North
container bukaan samping; Sumatra using side-opening containers.
d) Pembangunan serta pengoperasian Jalur V dan d) Construction and operation of Tracks V and VI
VI Emplasemen Stasiun Tanjung Enim Baru; at the Tanjung Enim Baru Station yard.
e) Penambahan sarana (lokomotif dan gerbong e) Addition of Rolling Stock (locomotives and
datar), penggantian gerbong menjadi lebih flatcars), replacement of larger capacity
besar serta modifikasi gerbong KKBW guna wagons, and modification of KKBW wagons to
menunjang angkutan Batubara di Sumatera support coal transportation in South Sumatra.
Selatan;
f) Efektivitas waktu perjalanan kereta api dengan f) Enhancement of railway travel time effectiveness
meningkatkan SOP baik waktu muat, dalam by improving Standard Operating Procedures
perjalanan maupun waktu bongkar; (SOPs) for loading, transit, and unloading times.
g) Optimalisasi sarana (Lokomotif & Gerbong) yang g) Optimization of existing Rolling Stock
ada dengan perencanaan Waktu Peredaran (Locomotives & Wagons) with optimal Train
Kereta Api (WPKA) yang optimal dan Circulation Time (WPKA) planning and utilization
pemanfaatan kebutuhan sarana; of equipment needs.
h) Integrasi aplikasi komoditi batubara antara PT h) Integration of coal commodity applications
Bukit Asam dengan PT KAI; between PT Bukit Asam and PT KAI.
Selama tahun 2023, KAI telah meningkatkan kinerja During 2023, KAI improved its operational performance
operasional menjadi lebih andal, dengan capaian rata- to be more reliable, achieving average results below
rata berada di bawah toleransi yang menunjukkan tolerance levels, indicating better performance.
kinerja lebih baik.
Waktu Peredaran Gerbong (WPG) rata-rata 1,69 hari atau Average Wagon Turnaround Time was 1.69 days, or 81.6%
81,6% terhadap toleransinya yaitu 2,07 hari. Fakta di bawah within its tolerance of 2.07 days. Being below tolerance
toleransi menunjukkan kinerja yang lebih baik indicates improved performance.
Realisasi lokomotif mogok terdapat 207 kejadian atau There were 207 locomotive breakdown incidents,
40,7% terhadap toleransinya sebanyak 509 kejadian. Fakta accounting for 40.7% of the tolerance of 509 incidents.
di bawah toleransi menunjukkan kinerja yang lebih baik; Being below tolerance indicates improved performance.
Rata-rata kelambatan kereta api penumpang berangkat Average passenger train departure delay was 0.40 minutes
0,40 menit dari toleransi 0,30 menit, dan kereta api against a tolerance of 0.30 minutes, and arrival delay was
penumpang datang (0,12) menit dari toleransi 2,00 menit. (0.12) minutes against a tolerance of 2.00 minutes. Being
Fakta di bawah toleransi menunjukkan kinerja yang lebih below tolerance indicates improved performance.
baik
Rata-rata kelambatan kereta api barang berangkat (83,61) Average freight train departure delay was 83.61 minutes
menit dari toleransi 9,00 menit dan kereta api barang against a tolerance of 9.00 minutes, and arrival delay was
datang (66,92) menit dari toleransi 20,00 menit. Terhadap 66.92 minutes against a tolerance of 20.00 minutes. KAI
capaian ini, KAI akan terus berupaya meningkatkan continues to strive for better performance in this regard.
kinerja.
Laporan Tahunan dan Keberlanjutan
12 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 13
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Penyelesaian Implementasi Energi Baru Terbarukan Completion of Renewable Energy Implementation at
di Stasiun dan Balai Yasa Stations and Balai Yasa
KAI telah meresmikan penggunaan Pembangkit Listrik KAI officially launched the use of Solar Power Plants (PLTS)
Tenaga Surya (PLTS) atau solar panel di 40 stasiun dan or solar panels at 40 stations and 2 Balai Yasa during 2023.
2 balai yasa selama tahun 2023. Implementasi PLTS di The implementation of PLTS within KAI's infrastructure
lingkungan KAI merupakan bagian dari komitmen is part of its commitment to utilizing renewable energy
pemanfaatan energi baru terbarukan (EBT) guna sources (EBT) to support the government's energy
mendukung program transisi energi Pemerintah. Sistem transition program. These PLTS systems remain
PLTS yang dibangun KAI ini tetap terhubung dengan connected to the PLN electricity grid (On-Grid system),
listrik PLN (sistem On Grid), sehingga listrik pada ensuring reliable electricity supply to KAI's assets.
bangunan aset KAI tetap andal dalam melayani Moreover, the PLTS systems are internet-connected,
kebutuhan pelanggan KAI. Selain itu, sistem PLTS telah enabling real-time monitoring of the energy produced.
terkoneksi dengan internet sehingga energi yang
dihasilkan dapat dipantau secara real time.
TOTAL KAPASITAS PLTS / SOLAR PANEL TOTAL CAPACITY
40 2
Stasiun Balai Yasa
Stations Balai Yasa
1.072,5 kWp 594.6 kWp
Berkontribusi rata-rata sebesar
Berkontribusi rata-rata sebesar
49,63% dari kebutuhan listrik
39% kebutuhan listrik bangunan
bangunan
Contributes an average of 39%
Contributing an average of 49.63%
of the building's electricity needs
of the building's electricity needs
Mengurangi emisi gas karbon Mengurangi emisi gas karbon
sebesar sebesar
Reducing carbon emissions by Reducing carbon emissions by
48,21 ton 9.29 ton
Atau setara dengan penanaman Atau setara dengan penanaman
66 pohon. 13 pohon
Equivalent to planting 66 trees Equivalent to planting 13 trees
(November - Desember 2023) (November - Desember 2023)
(November - December 2023) (November - December 2023)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 13
Annual and Sustainability Report
Page 14
Daftar Isi
Table of Contents
Laporan Manajemen
3
Penjelasan Tema 2 Management Report
Theme Explanation
Kesinambungan Tema
4 Theme Continuity 40
Laporan Direksi
Board of Directors Report
Kekuatan Bisnis KAI
9 KAI Business Advantage 60
Laporan Dewan Komisaris
Board of Commissioners Report
Kontribusi KAI Bagi Indonesia maju
10 KAI’s Best Contribution to Onward
Profil Perusahaan
Indonesia
3 Company Profile
Jejak Langkah
18 Milestones
Identitas Perseroan
76 Corporate Identity
Kilas Kinerja
1 Performance Highlights Nama dan Alamat Kantor Cabang
atau Kantor Perwakilan
77 Name and Address of Branch Office
or Representative Office
Pencapaian Kinerja KAI Tahun 2023
26 Performance Achievement in 2023
Brand Perusahaan
79 Corporate Brand
Ikhtisar Data Keuangan Penting
27 Key Financial Data Highlights
Riwayat Singkat Perusahaan
80 Brief History of the Company
Informasi Harga Saham
29 Information on Share Price
Visi, Misi, dan Budaya Perusahaan
82 Vision, Mission, and Corporate Culture
Informasi Obligasi, Sukuk, dan/atau
Obligasi Konversi
30
Information on Bonds, Sukuk, and/or Kegiatan Usaha
Convertible Bonds 84 Business Activities
Informasi Sumber Pendanaan Lainnya Skala Usaha
31 Other Funding Sources Information 90 Business Scale
Peristiwa Penting Peta Wilayah Operasional
32 Significant Events 92 Operational Area
Laporan Tahunan dan Keberlanjutan
14 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 15
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Daftar Keanggotaan Asosiasi Kronologi Penerbitan Sukuk
99 Association Membership List 134 Sukuk Issuance Chronology
Struktur Organisasi Kronologi Penerbitan dan/atau
100 Organization Structure
135 Pencatatan Efek Lainnya
Other Securities Listing Chronology
Profil Direksi
102 Board of Directors Profile
Informasi Penggunaan Jasa Akuntan
Publik (AP) Dan Kantor Akuntan Publik
Hubungan Afiliasi Anggota Direksi (KAP)
112 135 Information on Public Accounting
Affiliation of the Board of Directors
Service (AP) and Public Accounting Firm
(KAP)
Perubahan Komposisi Anggota
Direksi dan Alasan Perubahannya
113 Changes in Composition of the Board Lembaga dan/atau Profesi Penunjang
of Directors and the Reason 136 Perusahaan
Supporting Institutions and/or Profession
Profil Dewan Komisaris
115 Board of Commissioners Profile Penghargaan dan Sertifikasi
137 Awards and Certifications
Hubungan Afiliasi Dewan Komisaris
124 Affiliation of the Board of Commissioners Informasi Yang Tersedia Pada Situs Web
152 Perusahaan
Information on The Company’s Website
Perubahan Komposisi Anggota Dewan
Komisaris dan Alasan Perubahannya
125 Change in Board of Commissioners
4 Analisis dan Pembahasan
Composition and the Reasons
Manajemen
Perubahan Komposisi Dewan Komisaris Management Discussion and
dan/atau Direksi yang Terjadi Setelah
Tahun Buku Berakhir
Analysis
125
Changes in Composition of the Board of
Commissioners and/or Board of Directors
after the End of Financial Year Tinjauan Perekonomian dan Industri
156 Economic and Industrial Review
Komposisi Pemegang Saham
127 Shareholder Composition
Tinjauan Operasi
157 Operational Review
Pemegang Saham Utama dan
128 Pengendali Tinjauan Keuangan
Major and Controlling Shareholders 179 Financial Review
Daftar Entitas Anak, Perusahaan Asosiasi Laporan Arus Kas Konsolidasi
dan Perusahaan Ventura Bersama 210 Consolidated Statement of Cash Flows
129
List of Subsidiaries, Associates, and Joint
Ventures Kemampuan Membayar Utang Dan
213 Kolektibilitas Piutang
Struktur Grup Perusahaan Ability to Pay Debt and Debt Collectibility
131 Company Group Structure
Struktur Modal
Kronologi Penerbitan Saham 216 Capital Structure
132 Share Listing Chronology
Kronologi Penerbitan Obligasi
133 Bond Listing Chronology
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 15
Annual and Sustainability Report
Page 16
Ikatan Material Atas Investasi Informasi Material Terkait Investasi,
Barang Modal Ekspansi, Divestasi,
218 Material Commitments for Capital Penggabungan/Peleburan Usaha, Akuisisi,
Expenditure Dan Restrukturisasi Utang/Modal Material
228 Information related to Investment,
Expansion, Divestment, Business
Investasi Barang Modal
219 Capital Expenditure Investment
Merger/Consolidation, Acquisition, and
Debt/Capital Restructuring
Informasi Keuangan yang Telah
Dilaporkan yang Mengandung Kejadian Informasi Material Terkait Transaksi
Material Yang Mengandung Benturan
220 yang Sifatnya Luar Biasa dan Jarang Terjadi
Financial Information Reported that Kepentingan dan/atau Dengan Pihak
Contains Extraordinary and Rare Events 229 Afiliasi Material
Information related to Material
Transactions Containing Conflicts of
Komponen-Komponen Substansi dari Interest and/or with Affiliated Parties
Pendapatan dan Beban Lainnya
220 Substance Components of Other
Income and Expenses Perubahan Peraturan Perundang-
Undangan dan Dampak terhadap Perseroan
235 Amendments in Legislations and Impact
Dampak Perubahan Harga Terhadap on the Company
Penjualan atau Pendapatan Bersih
220 Perseroan
The Impact of Changes in Prices on the Prospek Usaha 2024
241 Business Prospects 2024
Company’s Sales or Net Income
Peningkatan/Penurunan Material dari Perbandingan Target dan Realisasi
Penjualan/Pendapatan Bersih Material Tahun 2022 Serta Proyeksi Tahun 2023
220 246 Comparison of Targets and Realization in
Increase/Decrease from Net Sales/
2022 and Projection for 2023
Income
Informasi dan Fakta Material Tinjauan Fungsi Penunjang Bisnis
Setelah Tanggal Laporan Akuntan 250 Overview of Business Support
Functions
221 Material
Information and Facts After the
Accountant’s Report Date
Tata Kelola Perusahaan
Kebijakan, Pengumuman, dan 5 Good Corporate Governance
Pembayaran Dividen
223 Dividend Policy, Announcement,
and Payment
Dasar Penerapan Tata Kelola
Pembayaran Pajak Perusahaan
223 Tax Payment 256 Basis of Good Corporate Governance
Implementation
Realisasi Penggunaan Dana Hasil
Penawaran Umum Mekanisme Tata Kelola Perusahaan
224 257 Corporate Governance Mechanism
Realization of Use of Public Offering
Proceeds
Rapat Umum Pemegang Saham
260 General Meeting of Shareholders
Direksi
290 Board of Directors
Laporan Tahunan dan Keberlanjutan
16 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 17
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Dewan Komisaris Komite Penyelesaian dan Tindak Lanjut
323 Board of Commissioners
Hasil Investigasi dan Hasil Co/
Pemeriksaan Daerah Atas Kejadian
Penilaian Kinerja Komite di Bawah Dewan 436 Kecelakaan Kereta Api
Komisaris dan Dasar Penilaiannya Investigation Results and Co/Regional
369 Performance Assessment of Committees Inspection Results on Railway Accident
under the Board of Commissioners Committee
and the Basis for the Assessment
Komite Eksekutif
438 Executive Committee
Penilaian Kinerja Dewan Komisaris
Dan Direksi
372 Performance Assessment of the Sekretaris Perusahaan
Board of Commissioners and
442 Corporate Secretary
the Board of Director
Unit Internal Audit
Kebijakan Keberagaman Dewan 447 Internal Audit Unit
Komisaris dan Direksi
382 Policy on Board of Commissioners
Akuntan Publik
and Board of Directors Diversity 461 Public Accountant
Nominasi dan Remunerasi Dewan Sistem Pengendalian Internal
Komisaris dan Direksi 462 IInternal Control System
389 Nomination and Remuneration for
the Board of Commissioners and
Board of Directors Manajemen Risiko
467 Risk Management
Komite di Bawah Dewan Komisaris
393 Committee under the Board of Kebijakan dan Praktik Anti Korupsi
485 Anti-Corruption Policies and Practices
Commissioners
Perkara Hukum
393 Komite Audit 491 Legal Case
Audit Committee
Komite Nominasi dan Remunerasi Akses Informasi dan Data Perusahaan
403 Nomination and Remuneration 493 Access to Company Information and Data
Committee
Pedoman Perilaku
Komite Pemantau Manajemen Risiko 495 Code of Conduct
413 Risk Management Oversight Committee
Kebijakan Pemberian Kompensasi Jangka
Komite di Bawah Direksi Panjang Berbasis Kinerja
421 Committee Under the Board of Directors
497 Policy on Performance-Based LongTerm
Compensation
Komite Evaluasi Jabatan
421 Job Evaluation Committee
Kebijakan Pengungkapan Informasi
Kepemilikan Saham Dewan Komisaris
Komite Verifikasi Kinerja Pekerja dan Direksi Serta Pelaksanaannya
426 Employee Performance Verification 497 Policy on Information Disclosure of
Committee Share Ownership by the Board of
Commissioners and Board of Directors
and Its Implementation
Komite Keselamatan Tingkat Pusat
432 Central Level Safety Committee
Whistleblowing System
497 Whistleblowing System
Komite Teknologi Informasi
434 Information Technology Committee
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 17
Annual and Sustainability Report
Page 18
Kebijakan Gratifikasi Tanggapan terhadap Umpan Balik
506 Gratuity Policy Laporan Keberlanjutan Tahun
641 Sebelumnya
Response to Feedback on the Previous
Penilaian Tata Kelola Perusahaan
Year’s Sustainability Report
Yang Baik
512
Good Corporate Governance
Assessment Daftar Pengungkapan sesuai
Peraturan OJK No. 51/POJK.03/2017
Tata Kelola Keberlanjutan Tentang Penerapan Keuangan
519 Sustainable Governance Berkelanjutan bagi Lembaga Jasa
Keuangan, Emiten, dan Perusahaan Publik
642 List of Disclosures in Accordance with
Tata Kelola Teknologi Informasi
537 OJK Regulation No. 51/POJK.03/2017 on
Information Technology Governance
the Implementation of Sustainable Finance
for Financial Service Institutions, Issuers,
and Public Companies
Laporan Keberlanjutan
6 Sustainability Report Indeks Konten GRI 2021
645 2021 GRI Content Index
Surat Pernyataan Anggota
Tentang Laporan Keberlanjutan
544 About Sustainability Report Direksi dan Dewan Komisaris
Tentang Tanggung Jawab atas
Laporan Tahunan 2023
Inisiatif Keberlanjutan KAI PT Kereta Api Indonesia (Persero)
553 KAI Sustainability Initiative 653 The Board of Directors’ and
The Board of Commissioners’
Ikhtisar Kinerja Keberlanjutan Statement of Responsibility
555 Sustainability Performance Overview for the 2023 Annual Report of
PT Kereta Api Indonesia (Persero)
Kinerja Ekonomi
557 Economic Performance
Laporan Keuangan
Kinerja Lingkungan Hidup
563 Environmental Performance
7 Financial Report
Kinerja Sosial
585 Social Performance
Assurance oleh Pihak Eksternal
636 External Assurance
Lembar Umpan Balik
640 Feedback Form
Laporan Tahunan dan Keberlanjutan
18 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 19
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 19
Annual and Sustainability Report
Page 20
JEJAK LANGKAH
Milestone
Verenigde Spoorwegenbedrifj developed
railway track in Java Island, Deli StaatSpoorwegen operated electrictrain
Naamloze Vennootschap Spoorweg
Spoorwegen Maatscappij built railway track for TanjungPriokMeester Cornelis
Nederlandsch Indische Maatschappij
in Sumatera, while Staat Spoorwegen (Jatinegara) route in Batavia, followed by
(NV NISM) opened the Semarang
developed built railway track in Batavia. Batavia-Zootenberg (Bogor) route.
Surakarta railway track.
1864
17 Juni/June 17 th
1880 1924
24 Desember/December 24 th
Launching of the new logo as
manifestation of new spirit ofthe Transformation towards service
Implementation of D-90 days Company to be a professional and company initiated by Commercial
ticket reservation system for modern organization. Division establishment.
commercial train via Contact
Center 121, ticketing agentand
online station, Railcard and
internet network. 2011 2009
28 September / September 28 th
Permanent implementation of
boarding pass system at the
stations.
2012
8 Maret / March 8 th
President of RI, Susilo Bambang
Yudhoyono inaugurated the first Airport
Train in Indonesia at Kualanamu
International Airport, North Sumatera.
The launching of train ticket
Implementation of e-ticketing system for The launching of KAI Access purchase vending machine
commuter line trains application named E-Kiosk.
2013
1 Juni / June 1 st
2014
27 Maret / March 27 th
2015
13 Maret/March 13 th
Laporan Tahunan dan Keberlanjutan
20 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 21
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Workers as member of Angkatan PNKA changed its status into
MoedaKeretaApi (AMKA) tookover the Establishment of Perusahaan Negara Perusahaan Jawatan Kereta Api (PJKA).
Company from Japan Colonial Kereta Api (PNKA)
Government.
1945
28 September/September 28 th
1963
25 Mei/May 25 th
1971
15 September/September 15 th
Perumka launched Argo Bromo Anggrek PJKA changed its status into
Perumka changed its status into PT Train and marked the executive-class Perusahaan Umum Kereta Api
Kereta Api Indonesia (Persero) train operations. (Perumka).
1999
1 Oktober / October 1 st
1997
24 September / September 24 th
1991
2 Januari/Januari 2 nd
4 Desember/December 4 th
November/November
Februari/February
Operation of Kertajaya Train Long KAI officially issued PT Kereta Api Indonesia
Rolling Stock as the longest Bonds I of 2017 valued Rp2 trillion at Indonesia
Passenger Train with 14 Implementation of Check-in & Stock Exchange.
passenger trains. Boarding Pass System Desember/December
13 Desember/December 13 th Juni/June
KAI launched Rail Clinic, the first Operations of JICT Station, KAI conducted trial with passengers for
medical train in Indonesia Tanjung Priok. Soekarno Hatta Airport Train with special tariff.
2016 2017
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 21
Annual and Sustainability Report
Page 22
JEJAK LANGKAH
Milestone
April/April November/November
KAI officially announced the co-
working space facilities in big train
stations, and also announced the KAI announced its plan to issue the
locomotive with air conditioner bonds through Public Offering
Launched Minangkabau Airport Train installed in it. Bonds II Kereta Api Indonesia 2019
Mei/May valued Rp2 trillion.
Launching of KA Luxury Class Sleeper Train Desember/December
KAI operated New Yogyakarta KAI operated Adi Soemarmo Solo
Operations of the first LRT in Indonesia, LRT International Airport train at Airport train.
South Sumatera. Kulonprogo.
2018 Mei/May
2019
Juni/June September/September Desember/December
KAI added 5 new trains starting from June
1 st, 2023 KAI launched the New Generation
Economy Train at Pasar Senen Station.
Juli/July KAI operated the executive and
Oktober/October Luxury New Generation trains on
the Argo Dwipangga and Argo
Lawu routes.
KAI conducted the groundbreaking KAI inaugurated the Jakarta-Bandung
ceremony for the construction of the High-Speed Rail (KCJB) "Whoosh".
Kramasan Coal Unloading Terminal.
Agustus/August
KAI inaugurated the Suite Class
Compartment Train at Gambir Station,
Jakarta.
November/November
KAI held the grand launch of the "Access
by KAI" application, which is an upgrade
of the previous ticket booking application KAI implemented solar panels at 40
"KAI Access". stations with a total capacity of
1,072.5 kWp, contributing an
KAI introduced a Suite Class-themed average of 49.63 percent of the
Dining Car on the Bima Train route building's electricity needs, as well
The Jabodebek LRT began serving the Gambir - Surabaya Gubeng. as at 2 Balai Yasa with a total
public at 18 stations. capacity of 594.6 kWp, contributing
an average of 39 percent of the
building's electricity needs.
2023
Laporan Tahunan dan Keberlanjutan
22 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 23
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Juni/June September/September
KAI collaborated with Jakarta Provincial
Government and PT Mass Rapid Transit
September, KAI collaborated with PT Blue Bird Tbk launched
Jakarta (Perseroda) inaugurated four
Last Mile services or extended transportation for Long Distance
integrated stations such as Tanah Abang,
Train’s and Rail Express’ customers.
Sudirman, Pasar Senen, dan Juanda
• KAI launched the new logo.
Station.
• KAI received the SIBV Safe Guard Label
Agustus/August • KAI inaugurated Bandung Station’s Skybridge.
November/November
KAI begin to implement AKHLAK
(Trustworthy, Competent, Harmonious,
Loyal, Adaptive, and Collaborative) as the
KAI became the first SOE to receive Government Investment in the
company’s main values
context of National Economic Recovery (IPPEN) in full amounting
to Rp3.5 trillion in accordance with PMK 118 dated August 31 st,
2020.
2020
Januari/January Juli/July
Provided Free COVID-19 Vaccination at
Stations. KAI Presented Free Wifi on Argo
Bromo Anggrek, Argo Lawu, Argo
PT Kereta Api Indonesia (Persero)
Dwipangga, Argo Wilis, Taksaka, and
has served 1,613 customers during
KAI Had Integrated Peduli Lindungi Argo Parahyangan Trains
the soft launching period since
December 24 th, 2022. Application with Boarding System.
Februari/February September/September
KAI Added Live Cooking Service
KAI cooperates with the onboard Argo Bromo Anggrek, Argo
Directorate General of Lawu, Argo Dwipangga, Taksaka, and
Population and Civil Registration Argo Wilis trains.
(Ditjen Dukcapil) to verify Desember/December
railroad customers KAI Accelerated Travel Time for Argo
Bromo Anggrek (Gambir - Surabaya
Maret/March
Pasar Turi PP), Argo Wilis (Bandung -
Surabaya Gubeng PP), Argo Lawu
(Gambir - Solo Balapan PP), Argo KAI signed a Letter of Commitment
Garut-Cibatu Railway Returned
Dwipangga (Gambir - Solo Balapan PP), to receive State Equity
to Operation.
and Taksaka ( Gambir - Yogyakarta PP). Participation worth Rp6.9 Trillion.
2022 2021
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 23
Annual and Sustainability Report
Page 24
Kilas Kinerja
Performance Highlights
Laporan Tahunan dan Keberlanjutan
24 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 25
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
IKHTISAR
01
KINERJA
PERFORMANCE HIGHLIGHTS
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 25
Annual and Sustainability Report
Page 26
Kilas Kinerja
Performance Highlights
PENCAPAIAN KINERJA KAI TAHUN 2023
PT KERETA API INDONESIA (KAI) 2023 PERFORMANCE HIGHLIGHTS
Aset meningkat sebesar
Assets increased by
13,68%
Menjadi Rp81,374triliun
to Rp81.374 trillion
Ekuitas meningkat sebesar
Assets increased by
6,28%
Menjadi Rp30,906 triliun
to Rp30,906 trillion
Pendapatan meningkat sebesar
Revenue increased by
37,25%
Menjadi Rp35,107 triliun
to Rp35,107 trillion
EBITDA meningkat sebesar
EBITDA increased by
14,2%
Menjadi Rp5,176 triliun
to Rp5,176 trillion
Angkutan Penumpang meningkat sebesar
Passenger Transportation increased by
36,68%
Menjadi 388.776.604 orang
to 388.776.604 people
Angkutan Barang meningkat sebesar
Freight Transportation increased by
9,81%
Menjadi 63.694.966 ton
to 63.694.966 tons
Laporan Tahunan dan Keberlanjutan
26 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 27
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
IKHTISAR DATA KEUANGAN PENTING
SUMMARY OF KEY FINANCIAL DATA
Dalam ribuan rupiah (kecuali dinyatakan lain) In thousands of Rupiah (unless otherwise stated)
Uraian / Description 2023 2022 2021 2020 2019
Aset / Assets
Aset Lancar / Current Assets 13.023.841.719 15.337.947.951 9.706.861.516 9.164.500.411 6.898.723.626
Aset Tidak Lancar / Non-Current
68.350.471.654 56.243.281.772 53.062.145.256 44.042.568.691 38.006.823.815
Assets
Jumlah Aset / Total Assets 81.374.313.373 71.581.229.723 62.768.826.772 53.207.069.002 44.905.547.441
Liabilitas dan Ekuitas / Liabilities and Equity
Liabilitas Jangka Pendek /
17.921.316.180 9.958.123.860 9.574.299.758 9.281.616.345 8.113.387.632
Current Liabilities
Liabilitas Jangka Panjang / Non-
32.546.859.952 32.542.921.558 29.782.786.689 26.885.473.155 16.986.535.346
Current Liabilities
Liabilitas / Liabilities 50.468.176.132 42.501.045.418 39.118.737.129 36.187.089.500 25.099.922.978
Ekuitas / Equity 30.906.137.241 29.080.184.305 23.411.740.325 17.039.979.502 19.805.624.463
Jumlah Liabilitas dan Ekuitas /
81.374.313.373 71.581.229.723 62.768.826.772 53.207.069.002 44.905.547.441
Total Liabilities and Equity
Laba (Rugi) dan Penghasilan Komprehensif Konsolidasian Lain-Lain / Profit (Loss) and Other Comprehensive Income
Pendapatan / Revenue 35.106.535.574 25.577.639.010 17.916.775.924 18.074.850.763 26.851.725.281
Beban Pokok Pendapatan / Cost
(27.018.520.240) (18.540.861.021) (15.749.306.550) (16.910.622.755) (16.991.312.573)
of Revenue
Laba Bruto / Gross Profit 8.088.015.334 7.036.777.989 2.467.469.374 1.164.228.008 9.650.412.708
Beban Usaha / Operating
(4.227.212.786) (3.664.532.070) (2.543.050.490) (2.171.302.002) (3.369.615.906)
Expense
Laba (Rugi) Usaha / Operating
3.860.802.548 3.372.245.919 224.418.884 1.007.074.012 3.190.786.802
Profit (Loss)
Laba (Rugi) Sebelum Pajak /
2.247.487.167 2.210.588.300 (548.960.526) (2.220.294.791) 2.550.447.808
Profit (Loss) Before Tax
Manfaat (Beban) Pajak
Penghasilan - Neto / Income Tax (375.939.030) 524.599.080 121.784.883 484.057.029 (575.400.273)
Benefit (Expense) - Net
Laba (Rugi) Tahun Berjalan /
1.871.548.137 1.685.989.220 425.195.643 1.736.237.691 1.975.047.535
Profit (Loss) for the Year
Jumlah Laba (Rugi)
Komprehensif / Total 1.826.401.401 2.266.829.770 (547.800.413) (2.847.961.917) 1.803.119.229
Comprehensive Profit (Loss)
Jumlah Laba (Rugi) Tahun Berjalan yang Diatribusikan kepada: / Profit (Loss) for the Year Attributable to:
Pemilik Entitas Induk / Owner of
1.873.921.301 1.782.040.477 (362.460.073) (1.691.730.010) 2.023.013.519
Parent Entity
Kepentingan Non-Pengendali /
(2.373.164) (96.051.257) (62.735.570) (44.507.682) (47.965.984)
Non-Controlling Interest
Jumlah Laba (Rugi) Komprehensif Tahun Berjalan yang Diatribusikan kepada: / Total Comprehensive Profit (Loss) for the
Year Attributable to:
Pemilik Entitas Induk / Owner of
1.828.945.530 2.362.914.534 (485.036.924) (2.803.523.663) 1.851.156.649
Parent Entity
Kepentingan Non-Pengendali /
(2.544.129) (96.084.757) (62.763.959) (44.438.349) (48.037.420)
Non-Controlling Interest
Laba (Rugi) per Saham Dasar /
84 93 (29) (138) 165
Basic Earnings (Loss) per Share
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 27
Annual and Sustainability Report
Page 28
Kilas Kinerja
Performance Highlights
Uraian / Description 2023 2022 2021 2020 2019
Rasio Keuangan (%) / Financial Ratio (%)
Return on Equity (ROE) 11,82 11,92 (3,10) (170,61) 30,0
Return on Investment (ROI) 7,58 7,64 3,86 (1,48) 12,51
Return on Asset (ROA) 2,30 2,49 (0,58) (3,18) 4,51
Rasio Kas / Cash Ratio 28,67 57,20 39,78 71,21 47,66
Rasio Lancar / Current Ratio 72,67 154,02 101,38 98,74 85,03
Collection Period (hari) /
24,58 22,35 26,1 11,39 13,03
Collection Period (days)
Perputaran Persediaan (hari) /
20,09 18,20 21,0 23,10 17,26
Inventory Turnover (days)
Perputaran Total Aset (%) /
40,59 38,34 30,94 42,14 67,54
Total Asset Turnover (%)
EBITDA Margin / EBITDA Margin 18,64 19,74 10,5 (3,6) 19,02
Rasio Pinjaman terhadap Ekuitas
99,91 102,23 168,11 148,7 78,54
(%) / Debt to Equity Ratio (%)
Rasio Liabilitas terhadap Total
Aset (%) / Liabilities to Total 62,02 59,37 62,70 67,97 55,89
Asset Ratio (%)
Rasio Laba (Rugi) terhadap
Pendapatan (%) / Profit (Loss) to 6,75 7,76 (2,37) (9,61) 7,52
Income Ratio (%)
IKHTISAR OPERASIONAL OPERATIONAL SUMMARY
Dalam ribuan rupiah (kecuali dinyatakan lain) In thousand of Rupiah (unless otherwise stated)
Uraian / Description 2023 2022 2021 2020 2019
Jasa Angkutan / Transport Service
Angkutan Penumpang (dalam
orang) / Passenger Transport (in 388.776.604 284.448.804 154.537.582 186.832.349 429.259.565
person)
Angkutan Barang (dalam ton) /
63.694.966 58.006.880 50.261.778 45.125.346 47.621.203
Freight (in tons)
Pendukung Angkutan KA (dalam
Rp-ribu) / KA Transport Support 869.775.827 713.611.039 686.715.439 661.780.925 940.498.373
(in thousand Rupiah)
Non-Angkutan (dalam Rp-ribu) /
Non-Transport Services (in 1.780.153.295 1.575.688.038 1.138.798.353 1.163.317.509 1.793.723.369
thousand Rupiah)
Kompensasi Pemerintah (dalam
Rp-ribu) / Government
3.526.469.925 3.880.245.033 3.907.491.084 3.422.301.613 3.271.013.258
Compensation (in thousand
Rupiah)
Konstruksi (dalam Rp-ribu) /
Construction (in thousand 7.342.248.533 2.610.567.346 2.387.245.804 3.661.476.790 3.733.437.598
Rupiah)
Laporan Tahunan dan Keberlanjutan
28 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 29
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
INFORMASI HARGA SAHAM
INFORMATION ON SHARE PRICE
Modal ditempatkan dan disetor penuh tanggal 31 As of December 31 st, 2023, and 2022, the issued and fully
Desember 2023 dan 2022 adalah sebanyak 22.368.743 paid-up capital consisted of 22,368,743 and 19,168,743
dan 19.168.743 saham dengan nilai nominal Rp1.000.000,- shares, respectively, with a nominal value of Rp1,000,000
per saham, sehingga total modal ditempatkan dan disetor per share. Therefore, the total issued, and fully paid-up
penuh adalah sebesar Rp22.368.743.000.000,- dan capital amounted to Rp22,368,743,000,000 and
Rp19.168.743.000.000,-. Hingga 31 Desember 2023, KAI Rp19,168,743,000,000. As of December 31 st, 2023, KAI has
belum menjadi perusahaan yang mencatatkan sahamnya not become a publicly listed company. Consequently,
di bursa saham. Dengan demikian, tidak terdapat there is no information available on share price, market
informasi harga saham, kapitalisasi pasar saham, dan capitalization, or trading volume. The share capital
volume perdagangan saham. Sedangkan informasi information for the past two years is presented as follows:
modal saham selama dua tahun terakhir disajikan sebagai
berikut.
Saham Perusahaan Company Shares
Uraian / Description 2023 2022
Modal Saham Nilai Nominal Rp1.000.000,- per Saham / Nominal Value Share Capital
22.368.743 19.168.743
Rp1,000,000 per Share
Modal Dasar Sebesar 40.000.000 Saham / Authorized Capital 40,000,000 Shares 40.000.000 40.000.000
Modal Ditempatkan dan Disetor Penuh masing-masing per 31 Desember 2023 dan
2022 sebesar 22.368.743 dan 19.168.743 saham / Issued and Fully Paid up Capital as of
22.368.743 19.168.743
December 31 st, 2022 and 2021 amounted to 19,168,743 and 19,168,743 shares,
respectively
AKSI KORPORASI CORPORATE ACTIONS
Berdasarkan Peraturan Pemerintah Nomor 62 Tahun 2022 Based on Government Regulation Number 62 of 2022
tentang Penambahan Penyertaan Modal Negara concerning the Addition of State Capital Participation
Republik Indonesia ke Dalam Modal Saham Perusahaan of the Republic of Indonesia into the Share Capital of PT
Perseroan (Persero) PT Kereta Api Indonesia dan surat Kereta Api Indonesia (Persero) and the letter from the
Menteri Badan Usaha Milik Negara Nomor S-12/MBU/ Minister of State-Owned Enterprises Number S-12/MBU/
01/2023 tanggal 10 Januari 2023 perihal Persetujuan 01/2023 dated January 10 th, 2023, regarding the Approval
Perubahan Anggaran Dasar PT Kereta Api Indonesia of Amendments to the Articles of Association of PT Kereta
(Perseo), RUPS menyetujui penambahan modal yang Api Indonesia (Persero), the General Meeting of
ditempatkan dan disetor pada Perseroan sebesar Shareholders (GMS) approved an increase in the issued
Rp3.200.000.000,000,- (tiga triliun dua ratus miliar rupiah) and paid-up capital of the Company by
sehingga modal ditempatkan disetor yang semula Rp3,200,000,000,000 (three trillion two hundred billion
Rp19.168.743.000.000,- (Sembilan belas triliun seratus rupiah). This increased the issued and paid-up capital
enam puluh delapan miliar tujuh ratus empat puluh tiga from Rp19,168,743,000,000 (nineteen trillion one hundred
juta rupiah) menjadi sebesar Rp22.368.743.000.000,- sixty-eight billion seven hundred forty-three million
(Dua puluh dua triliun tiga ratus enam puluh delapan rupiah) to Rp22,368,743,000,000 (twenty-two trillion
miliar tujuh ratus empat puluh tiga juta rupiah). Hingga three hundred sixty-eight billion seven hundred forty-
31 Desember 2023, dana PMN TA 2022 telah disetorkan three million rupiah). As of December 31 st, 2023, the state
ke PT KCIC melalui PT PSBI sebesar Rp2.713.423.000.000,- capital participation (PMN) funds for the 2022 fiscal year
(dua triliun tujuh ratus tiga belas miliar empat ratus dua amounting to Rp2,713,423,000,000 (two trillion seven
puluh tiga juta rupiah) sebagai tambahan setoran modal hundred thirteen billion four hundred twenty-three
kepada PT PSBI (porsi equity Konsorsium BUMN million rupiah) have been deposited into PT KCIC through
Indonesia) sebagai pemenuhan cost overrun proyek PT PSBI. This deposit serves as additional equity
KCJB pada PT KCIC secara bertahap dengan skema uang contribution to PT PSBI (the equity portion for the
muka setoran modal. Adapun potensi kelebihan dana Indonesian SOE Consortium) to address the cost
PMN TA 2022 sebesar Rp486.577.000.000,- (empat ratus overruns of the KCJB project at PT KCIC in stages,
delapan puluh enam miliar lima ratus tujuh puluh tujuh following a capital advance scheme. There is a potential
juta rupiah) yang nantinya akan digunakan sebagai excess of PMN funds for the 2022 fiscal year amounting
buffer penjaminan KAI dalam pembayaran pinjaman to Rp486,577,000,000 (four hundred eighty-six billion five
kepada CDB sesuai kesepakatan Komite KCJB dan hundred seventy-seven million rupiah), which will be used
persetujuan Menteri Keuangan. as a buffer for KAI to guarantee loan repayments to CDB,
in accordance with the agreement of the KCJB
Committee and the approval of the Minister of Finance.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 29
Annual and Sustainability Report
Page 30
Kilas Kinerja
Performance Highlights
INFORMASI OBLIGASI, SUKUK, DAN/ATAU OBLIGASI
KONVERSI
INFORMATION ON BONDS, SUKUK, AND/OR CONVERTIBLE BONDS
INFORMASI OBLIGASI INFORMATION ON BONDS
Tanggal Harga Tanggal Status
Uraian Obligasi Mata
Distribusi Jumlah Obligasi Perwaran Jatuh Tingkat Bunga Pembayaran
No Bond Tenor Uang
Distribution Total Bonds Offering Tempo Interest Rate / Payment
Description Currency
Date Price Due Date Status
100%
21 dari nilai 21
Obligasi I Seri
November pokok November
A Tahun 2017 / 7,75% per tahun / Lunas /
1 2017 / 5 IDR 1.000.000.000.000 obligasi 2022 /
Bond I Series 7.75% per year Paid
November / 100% of November
A Year 2017
21 st, 2017 principal 21 st, 2022
value
100%
21 dari nilai 21
Obligasi I Seri
November pokok November Belum
B Tahun 2017 / 8,25% per tahun /
2 2017 / 7 IDR 1.000.000.000.000 obligasi 2024 / lunas / Not
Bond I Series 8.25% per year
November / 100% of November paid yet
B Year 2017
21 st, 2017 principal 21 st, 2024
value
100%
13 dari nilai 13
Obligasi II Seri
Desember pokok Desember Belum
A Tahun 2019 / 7,75% per tahun /
3 2019 / 5 IDR 900.000.000.000 obligasi 2024 / lunas / Not
Bond II Series 7.75% per year
December / 100% of December paid yet
A Year 2019
13 th, 2019 principal 13 th. 2024
value
100%
13 dari nilai 13
Obligasi II Seri
Desember pokok Desember Belum
B Tahun 2019 / 8,20% per tahun /
4 2019 / 7 IDR 1.100.000.000.000 obligasi 2026 / lunas / Not
Bond II Series 8.20% per year
December / 100% of December paid yet
B Year 2019
13 th, 2019 principal 13 th, 2026
value
Obligasi
Berkelanjutan 100%
I KAI Tahap I dari nilai
5 Agustus 5 Agustus
Seri A Tahun pokok Belum
2022 / 2027 / 7,10% per tahun /
5 2022 / 5 IDR 634.000.000.000 obligasi lunas / Not
August 5 th, August 5 th, 7.10% per year
Sustainable / 100% of paid yet
2022 2027
Bonds I KAI principal
Phase I Series value
A Year 2022
Obligasi
Berkelanjutan 100%
I KAI Tahap I dari nilai
5 Agustus 5 Agustus
Seri B Tahun pokok Belum
2022 / 2029 / 8,00% per tahun /
6 2022 / 7 IDR 866.000.000.000 obligasi lunas / Not
August 5 th, August 5 th, 8.00% per year
Sustainable / 100% of paid yet
2022 2029
Bonds I KAI principal
Phase I Series value
B Year 2022
Laporan Tahunan dan Keberlanjutan
30 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 31
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
INFORMASI SUKUK INFORMATION ON SUKUK
Pada tahun 2022, Perseroan menerbitkan Sukuk Ijarah In 2022, the Company issued Sukuk Ijarah Berkelanjutan
Berkelanjutan I KAI Tahap I Tahun 2022 Seri A dan Seri I KAI Phase I Year 2022 Series A and Series B, which
B yang telah mendapatkan pernyataan efektif dari OJK received an effective statement from the Financial
tanggal 29 Juli 2022. Perincian mengenai hal tersebut Services Authority (OJK) on July 29 th, 2022. The details
adalah sebagai berikut. are as follows:
Status
Tanggal Harga Tanggal Pembayara Wali
Uraian Obligasi Mata
Distribusi Jumlah Obligasi Perwaran Jatuh n Bunga Peringkat
No Bond Tenor Uang Amanat
Distribution Total Bonds Offering Tempo Interest Rating
Description Currency
Date Price Due Date Payment Trustee
Status
100% dari
Sukuk Ijarah nilai sisa
Berkelanjutan imbalan
I KAI Tahap I Ijarah
5
Seri A Tahun 5 Agustus Sukuk Belum
Agustus PT
2022 / Sukuk 2022 / Ijarah / lunas /
1 5 IDR 117.350.000.000 2027 / idAA+(sy) Bank
Ijarah August 5 th, 100% Not paid
August Mega
Berkelanjutan 2022 Remaining yet
5 th, 2027
I KAI Phase I value of
Series A Year Ijarah
2022 Sukuk
benefits
100% dari
Sukuk Ijarah nilai sisa
Berkelanjutan imbalan
I KAI Tahap I Ijarah
5
Seri B Tahun 5 Agustus Sukuk Belum
Agustus PT
2022 / Sukuk 2022 / Ijarah / lunas /
2 7 IDR 382.650.000.000 2029 / idAA+(sy) Bank
Ijarah August 5 th, 100% Not paid
August Mega
Berkelanjutan 2022 Remaining yet
5 th, 2029
I KAI Phase I value of
Series B Year Ijarah
2022 Sukuk
benefits
OBLIGASI KONVERSI CONVERTIBLE BONDS
Sampai dengan 31 Desember 2023, KAI tidak pernah As of December 31 st, 2023, KAI has never issued
menerbitkan obligasi konversi. convertible bonds.
INFORMASI SUMBER PENDANAAN LAINNYA
INFORMATION ON OTHER FUNDING SOURCES
Sampai dengan 31 Desember 2023, KAI tidak memiliki As of December 31 st, 2023, KAI does not have any funding
sumber pendanaan selain yang telah disebutkan. sources other than those already mentioned.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 31
Annual and Sustainability Report
Page 32
Kilas Kinerja
Performance Highlights
PERISTIWA PENTING
IMPORTANT EVENTS
3 Januari 2023 1 Juni 2023
January 3rd, 2023 June 1st, 2023
KAI Terima PMN Rp3,2 Triliun untuk Penyelesaian KAI Tambah 5 KA Baru Mulai 1 Juni 2023
Proyek KCJB Dalam rangka meningkatkan layanan kepada masyarakat
KAI telah menerima Penyertaan Modal Negara (PMN) dalam mobilitas transportasi, KAI menambah 5 kereta
sebesar Rp3,2 triliun untuk memperkuat perusahaan api baru mulai 1 Juni 2023 yaitu KA Pandalungan relasi
dalam menyelesaikan proyek Kereta Api Cepat Jakarta Gambir - Jember pp, KA Argo Semeru relasi Gambir -
Bandung (KCJB). Adapun penerimaan PMN tersebut Surabaya Gubeng pp, KA Argo Merbabu relasi Gambir -
ditetapkan berdasarkan Peraturan Pemerintah Nomor Semarang Tawang Bank Jateng pp, KA Manahan Gambir
62 Tahun 2022 tentang Penambahan PMN RI ke Dalam - Solo Balapan pp, dan KA Banyubiru relasi Semarang
Modal Saham KAI pada 31 Desember 2022. Tawang Bank Jateng - Solo Balapan pp.
KAI Receives Rp3.2 Trillion PMN for KCJB Project KAI Adds 5 New Trains Starting June 1 st, 2023
Completion To enhance service to the public in transportation
KAI received a State Capital Participation (PMN) of Rp3.2 mobility, KAI added 5 new trains starting June 1 st, 2023:
trillion to strengthen the company in completing the KA Pandalungan (Gambir - Jember), KA Argo Semeru
Jakarta-Bandung High-Speed Rail (KCJB) project. This (Gambir - Surabaya Gubeng), KA Argo Merbabu (Gambir
PMN was established based on Government Regulation - Semarang Tawang Bank Jateng), KA Manahan (Gambir
Number 62 of 2022 concerning the Addition of PMN RI - Solo Balapan), and KA Banyubiru (Semarang Tawang
into KAI's Share Capital on December 31 st, 2022. Bank Jateng - Solo Balapan).
Laporan Tahunan dan Keberlanjutan
32 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 33
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
14 Juli 2023 10 Agustus 2023
July 14th, 2023 August 10th, 2023
Groundbreaking Terminal Bongkar Batu Bara Upgrade Aplikasi, KAI Lakukan Grand Launching
Kramasan, KAI Group Terus Tingkatkan Kinerja “Access”
KAI melakukan groundbreaking pembangunan Terminal KAI menggelar grand launching aplikasi "Access by KAI”
Bongkar Batu Bara Kramasan yang terletak di Kec. di The Westin Jakarta, Kamis (10/8). Aplikasi "Access"
Kertapati, Kota Palembang pada Jumat (14/7). merupakan revamp atau peningkatan kinerja aplikasi
Pembangunan terminal bongkar batu bara tersebut pemesanan tiket KA yang sebelumnya bernama "KAI
bertujuan untuk meningkatkan kapasitas logistik batu Access".
bara seiring meningkatnya kebutuhan di industri logistik
pertambangan. KAI Launches "Access" App Upgrade
KAI held the grand launch of the "Access by KAI" app at
Groundbreaking of Kramasan Coal Unloading Terminal, The Westin Jakarta on Thursday, August 10th. The "Access"
KAI Group Continues to Improve Performance app is an upgrade of the previous ticket booking app
KAI conducted the groundbreaking for the construction "KAI Access."
of the Kramasan Coal Unloading Terminal in Kertapati,
Palembang, on Friday, July 14 th. The terminal aims to
increase coal logistics capacity in line with the growing
demand in the mining logistics industry.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 33
Annual and Sustainability Report
Page 34
Kilas Kinerja
Performance Highlights
28 Agustus 2023 26 September 2023
August 28th, 2023 September 26th, 2023
LRT Jabodebek Layani Masyarakat di 18 Stasiun Kereta Ekonomi “New Generation” Mulai Beroperasi
LRT Jabodebek mulai beroperasi pada Senin, 28 Agustus di KA Jayabaya
2023 dan diresmikan oleh Presiden RI Joko Widodo di KAI meluncurkan kereta ekonomi “New Generation” di
Stasiun Cawang. Terdapat 18 stasiun yang akan melayani Stasiun Pasar Senen, Selasa (26/9). Pada tahap awal,
pelanggan LRT Jabodebek, yaitu Stasiun Dukuh Atas, kereta ini dirangkaikan pada KA Jayabaya relasi Pasar
Setiabudi, Rasuna Said, Kuningan, Pancoran, Cikoko, Senen - Malang pp.
Ciliwung, Cawang, TMII, Kampung Rambutan, Ciracas,
Harjamukti, Halim, Jatibening Baru, Cikunir I, Cikunir II, "New Generation" Economy Train Begins Operation
Bekasi Barat, dan Jatimulya. on KA Jayabaya
KAI launched the "New Generation" economy train at
LRT Jabodebek Serves the Public at 18 Stations Pasar Senen Station on Tuesday, September 26th. Initially,
LRT Jabodebek began operations on Monday, August 28th, this train was included in the KA Jayabaya route (Pasar
2023, inaugurated by President Joko Widodo at Cawang Senen - Malang).
Station. The 18 stations serving LRT Jabodebek customers
are Dukuh Atas, Setiabudi, Rasuna Said, Kuningan,
Pancoran, Cikoko, Ciliwung, Cawang, TMII, Kampung
Rambutan, Ciracas, Harjamukti, Halim, Jatibening Baru,
Cikunir I, Cikunir II, Bekasi Barat, and Jatimulya.
Laporan Tahunan dan Keberlanjutan
34 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 35
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
2 Oktober 2023 10 Oktober 2023
October 2nd, 2023 October 10th, 2023
Peresmian Kereta Cepat Jakarta-Bandung (KCJB) KAI Resmi Luncurkan Kereta Suite Class Compartment
Whoosh KAI meresmikan kereta suite class compartment di
Presiden RI Joko Widodo meresmikan Kereta Cepat Stasiun Gambir, Jakarta. Kereta ini terintegrasi dengan
Jakarta-Bandung (KCJB) Whoosh di di Stasiun KCJB kereta api Bima dan Argo Semeru dengan rute Gambir
Halim, Jakarta. KAI sebagai pemimpin konsorsium BUMN dan tujuan Surabaya Gubeng. Kereta Suite Class
proyek KCJB optimistis operasional Whoosh memberikan Compartment dirancang untuk memberikan privasi
manfaat yang signifikan untuk masyarakat. Terutama maksimal kepada penumpang. Di setiap kereta terdapat
dalam hal peningkatan mobilitas dan konektivitas, 16 ruang pribadi yang dilengkapi dengan pintu geser
efesiensi waktu dan energi, serta mengurangi kemacetan otomatis, kursi yang dapat direbahkan hingga 180 derajat,
lalu lintas. kursi yang dapat diputar, serta fitur pijat. Kereta ini juga
menyediakan berbagai hiburan seperti film, musik, dan
Inauguration of Jakarta-Bandung High-Speed Rail televisi, serta layanan makanan lengkap.
(KCJB) Whoosh
President Joko Widodo inaugurated the Jakarta-Bandung KAI Officially Launches Suite Class Compartment Train
High-Speed Rail (KCJB) Whoosh at KCJB Halim Station, KAI inaugurated the suite class compartment train at
Jakarta. KAI, as the leader of the SOE consortium for the Gambir Station, Jakarta. This train is integrated with the
KCJB project, is optimistic that the operation of Whoosh Bima and Argo Semeru trains on the Gambir - Surabaya
will significantly benefit the public, especially in terms Gubeng route. The Suite Class Compartment train is
of mobility and connectivity, time and energy efficiency, designed to provide maximum privacy to passengers,
and reducing traffic congestion. featuring 16 private rooms with automatic sliding doors,
seats that recline up to 180 degrees, swivel seats, and
massage features. It also offers various entertainment
options such as movies, music, and television, as well as
complete meal services.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 35
Annual and Sustainability Report
Page 36
Kilas Kinerja
Performance Highlights
4 November 2023
November 4th, 2023
KAI Hadirkan Kereta Makan Nuansa Suite Class KAI Introduces Suite Class Dining Car
KAI menghadirkan kereta makan bernuansa suite class KAI introduced a suite class dining car on the Bima train
yang dirangkaikan pada KA Bima relasi Gambir - Surabaya (Gambir - Surabaya Gubeng) starting Saturday,
Gubeng pp mulai Sabtu (4/11). Kereta makan sejenis untuk November 4 th. A similar dining car for the Argo Semeru
KA Argo Semeru relasi Gambir - Surabaya Gubeng pp train (Gambir - Surabaya Gubeng) will also be operated
juga dioperasikan pada bulan Desember 2023. Desain in December 2023. The dining car design features the
kereta makan mengusung tema “Nature with Harmony” theme "Nature with Harmony," combining natural colors
dengan memadukan warna dan motif alam dengan and motifs with national cultural wisdom. The interior
kearifan budaya nasional. Pada interior kereta, dinding walls of the suite class dining car feature a Borobudur
lorong kereta makan bernuansa suite class circle motif with a top-down perspective, using turquoise
menggunakan motif lingkar Borobudur dengan sudut colors that reflect the earth's green and the ocean's blue,
pandang dari atas yang terangkai, menggunakan warna giving a cool impression. The facilities have also been
toska. Warna toska mencerminkan alam yang terdiri dari updated, including more comfortable sofas, a more
warna hijau bumi dan warna biru laut samudera, yang luxurious prayer room with ablution facilities, a menu
memberikan kesan sejuk. Fasilitas-fasilitas yang tersedia display, a more elegant ordering area, and modern
juga turut diperbarui, seperti sofa yang lebih empuk dan cooking equipment.
nyaman, musala yang lebih mewah dan dilengkapi
dengan tempat wudu, display menu, area pemesanan
yang lebih apik, serta peralatan masak yang serba
modern dan baru. Kereta makan bernuansa suite class
tersebut merupakan hasil modifikasi KAI di Balai Yasa
Manggarai.
Laporan Tahunan dan Keberlanjutan
36 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 37
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
13 Desember 2023 28 Desember 2023
December 13th, 2023 December 28th, 2023
KAI Operasikan Kereta Eksekutif dan Luxury New KAI Resmikan PLTS di 40 Stasiun dan 2 Balai Yasa
Generation KAI telah melakukan implementasi solar panel di 40
KAI mengoperasikan kereta eksekutif dan luxury new stasiun dengan total kapasitas 1.072,5 kWp berkontribusi
generation yang dirangkaikan pada KA Argo Dwipangga rata-rata sebesar 49,63% dari kebutuhan listrik
dan Argo Lawu. bangunan, serta 2 balai yasa dengan total kapasitas 594,6
kWp berkontribusi rata-rata sebesar 39% dari kebutuhan
KAI Operates Executive and Luxury New Generation listrik bangunan.
Trains
KAI operated executive and luxury new generation trains KAI Inaugurates Solar Power Plants at 40 Stations and
on the Argo Dwipangga and Argo Lawu routes. 2 Balai Yasa
KAI implemented solar panels at 40 stations with a total
capacity of 1,072.5 kWp, contributing an average of 49.63%
of the building's electricity needs, and at 2 Balai Yasa
with a total capacity of 594.6 kWp, contributing an average
of 39% of the building's electricity needs.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 37
Annual and Sustainability Report
Page 38
Laporan Manajemen
Management Report
Laporan Tahunan dan Keberlanjutan
38 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 39
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
LAPORAN
02
MANAJEMEN
MANAGEMENT REPORT
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 39
Annual and Sustainability Report
Page 40
Laporan Manajemen
Management Report
LAPORAN DIREKSI
BOARD OF DIRECTORS REPORT
Para Pemegang Saham dan Pemangku Kepentingan yang terhormat,
Respected Shareholders and Stakeholders,
Puji dan syukur kami panjatkan kepada Tuhan Yang Maha We express our praise and gratitude to Almighty God for
Esa atas segala rahmat-Nya sehingga PT Kereta Api His blessings, enabling PT Kereta Api Indonesia (Persero)
Indonesia (Persero) dapat melanjutkan kinerja to continue its satisfactory performance in 2023.
memuaskan pada tahun 2023. Mobilitas yang meningkat Increased mobility following the lifting of the national
seiring dicabutnya status pandemi nasional oleh pandemic status by the Government on June 21 st, 2023,
Pemerintah pada 21 Juni 2023, serta perubahan gaya and changes in lifestyle post Covid-19 pandemic have
hidup masyarakat pasca pandemi Covid-19 turut contributed to economic recovery.
mendorong pemulihan ekonomi.
Seiring upaya Pemerintah memulihkan perekonomian In line with the Government's efforts to restore the
nasional, KAI terus melanjutkan tekad membangun kereta national economy, KAI remains committed to building
api berstandar kelas dunia. Kami senantiasa berupaya world-class railways. We consistently strive to enhance
meningkatkan kapasitas teknis dan non teknis, dengan technical and non-technical capacities oriented towards
berorientasi pada Tujuan Pembangunan Berkelanjutan the Sustainable Development Goals (SDGs). Several
(TPB/SDGs). Sejumlah inovasi dijalankan guna innovations have been implemented to ensure
memastikan bisnis yang berjalan berkelanjutan, memberi sustainable business operations positively impact
dampak positif pada aspek ekonomi, lingkungan, dan economic, environmental, and social aspects while
sosial, serta tetap relevan dengan tuntutan zaman. Untuk staying relevant to the demands of the times. Therefore,
itu, KAI telah menetapkan sejumlah langkah strategis KAI has set several strategic steps throughout 2023,
selama tahun 2023 mencakup antara lain, inovasi di including innovations in passenger transport,
bidang angkutan penumpang, optimalisasi kereta api optimization of trains and other assets, investments in
dan aset lainnya, investasi pada sarana dan prasarana technology-based infrastructure and Rolling Stock,
terutama yang berbasis teknologi, pengoperasian LRT operation of LRT and Jakarta-Bandung High-Speed Train
dan Kereta Cepat Jakarta Bandung (KCJB) Whoosh, (KCJB) Whoosh, the use of eco-friendly fuel, solar energy
penggunaan bahan bakar ramah lingkungan dan utilization, and optimization of Rolling Stock and
pemanfaatan tenaga surya, hingga optimalisasi sarana marketing activities for freight transport.
dan kegiatan pemasaran angkutan barang.
Seluruh inisiatif dan kinerja KAI tersebut kami sampaikan All of KAI's initiatives and performances are conveyed
melalui Laporan Tahunan ini sebagai bentuk through this Annual Report as a form of accountability
pertanggungjawaban keterbukaan informasi kepada and information disclosure to all shareholders,
seluruh pemegang saham, pemangku kepentingan, dan stakeholders, and the general public. Besides
masyarakat pada umumnya. Selain kinerja, Laporan performance, this Annual Report also presents KAI's
Tahunan ini juga menyampaikan analisis prospek KAI, prospect analysis, implementation of corporate
pengembangan implementasi penerapan tata kelola governance, and evaluation of committee performances
perusahaan, dan penilaian kinerja komite-komite di under the Board of Directors.
bawah Direksi
Laporan Tahunan dan Keberlanjutan
40 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 41
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
DIDIEK HARTANTYO
Direktur Utama / President Director
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 41
Annual and Sustainability Report
Page 42
Laporan Manajemen
Management Report
ANALISIS ATAS KINERJA PERUSAHAAN
ANALYSIS OF COMPANY PERFORMANCE
Tahun 2023 masih menjadi tahun penuh tantangan bagi The year 2023 continued to be a challenging year for
upaya pemulihan perekonomian global. Inflasi di sejumlah global economic recovery efforts. Inflation in several
negara maju sulit melandai meski kebijakan moneter developed countries was hard to mitigate despite strict
ketat sudah diterapkan. Konflik geopolitik yang tak monetary policies being applied. Unending geopolitical
berkesudahan turut mempengaruhi perdagangan dunia. conflicts also influenced world trade. Many countries
Banyak negara menghadapi tantangan perlambatan faced economic slowdown challenges, and commodity
ekonomi. Harga komoditas pun menurun tajam akibat prices fell sharply due to significant oversupply. In
kelebihan pasokan yang sangat besar. Dari sisi manufacturing, 43.5% of countries experienced contractions
manufaktur, sebanyak 43,5% negara di dunia mengalami in the Purchasing Managers' Index (PMI), while the rest,
kontraksi di Purchasing Manufacturers' Index (PMI). including Indonesia, continued to experience expansion.
Sisanya tercatat masih mengalami ekspansi, termasuk According to the World Economic Outlook data released
Indonesia. Berdasarkan data World Economic Outlook in April 2024, the International Monetary Fund (IMF)
yang rilis pada April 2024, International Monetary Fund reported a global economic growth realization of 3.2%
(IMF) melaporkan realisasi pertumbuhan ekonomi global in 2023. Meanwhile, the economic growth of advanced
sebesar 3,2% pada 2023. Sementara pertumbuhan countries still faced significant challenges post-Covid-19
ekonomi negara-negara maju masih mencerminkan pandemic, including in the United States, China, Japan,
tantangan besar pasca pandemi Covid-19, termasuk di South Korea, and Singapore.
Amerika Serikat, China, Jepang, Korea Selatan, serta
Singapura.
Masih melambatnya perekonomian global turut The slow global economic recovery also affected the
berdampak pada upaya pemulihan ekonomi nasional uneven national economic recovery efforts across all
yang belum merata di seluruh sektor. Sementara El Nino sectors. Meanwhile, El Nino drove inflation in the
turut mendorong inflasi di sektor pertanian. Meskipun agricultural sector. However, the national economy
demikian, perekonomian nasional masih menunjukkan remained resilient, with a growth rate of 5.03%, primarily
ketangguhannya dengan pertumbuhan 5,03%, terutama supported by increased household consumption at 4.82%
ditopang oleh konsumsi rumah tangga yang meningkat (yoy) and Gross Fixed Capital Formation (GFCF) reaching
4,82% (yoy), serta pembentukan modal tetap bruto (PMTB) 4.40% (yoy). Furthermore, the sectors experiencing
yang mencapai 4,40% (yoy). Lebih lanjut dari sisi lapangan significant growth included transportation and
usaha, sektor yang mengalami pertumbuhan signifikan warehousing at 13.96% (yoy).
yakni transportasi dan pergudangan sebesar 13,96 persen
(yoy).
Tantangan dan Peluang KAI Challenges and Opportunities for KAI
Meningkatnya mobilitas sepanjang tahun 2023 telah Increased mobility throughout 2023 has driven growth
mendorong pertumbuhan sektor transportasi di Indonesia. in Indonesia's transportation sector. The number of
Jumlah penumpang dan volume barang meningkat passengers and freight volume increased significantly,
signifikan, sehingga menjadi tantangan sekaligus posing challenges and opportunities for KAI. Adequate
peluang bagi KAI. Untuk memenuhi permintaan tersebut, trains and locomotives are required to meet the demand.
dibutuhkan sarana kereta dan lokomotif yang memadai. In freight transport, inadequate infrastructure, such as
Pada angkutan barang misalnya, infrastruktur yang limited Container Yards (CY) and tunnels unsuitable for
kurang memadai seperti keterbatasan Container Yard high cube containers, remains a significant challenge.
(CY) serta beberapa terowongan yang tidak In some cases, the availability of freight transport
memungkinkan untuk mengangkut kontainer high cube capacity is also a serious challenge, especially on busy
menjadi salah satu tantangan utama. Dalam beberapa routes, as it significantly affects the reliability and
kasus, ketersediaan kapasitas angkutan barang juga flexibility of KAI's services to its customers. Additionally,
menjadi tantangan serius terutama di jalur-jalur yang KAI faces competition from other transport modes such
padat, sebab hal tersebut sangat memengaruhi as trucks or cargo ships. The company must continually
keandalan dan fleksibilitas layanan yang ditawarkan oleh improve efficiency and services to remain competitive
KAI kepada pelanggannya. Di luar itu, KAI juga in the dynamic market, including anticipating changes
menghadapi persaingan dengan moda transportasi lain in customer demands and needs.
seperti truk atau kapal barang. Perusahaan harus terus
berupaya meningkatkan efisiensi dan layanan untuk tetap
bersaing dalam pasar yang dinamis, termasuk
mengantisipasi perubahan permintaan dan kebutuhan
pelanggan angkutan barang.
Laporan Tahunan dan Keberlanjutan
42 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 43
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Sedangkan pada angkutan penumpang, KAI terus For passenger transport, KAI is continually required to
dituntut untuk memberikan layanan prima, termasuk provide excellent services, including new service
inovasi layanan baru agar KAI selalu dapat menjadi innovations to ensure KAI remains the top choice
pilihan utama dibandingkan moda transportasi lain. Pada compared to other transport modes. On one hand, digital
satu sisi, inovasi digital merupakan salah satu cara kunci innovation is a key method for KAI to increase revenue.
bagi KAI meningkatkan pendapatan. Namun di sisi lain, However, on the other hand, KAI's digital innovations still
inovasi digital KAI masih menghadapi sejumlah face several challenges such as human resource capacity,
tantangan seperti kapasitas SDM. Ancaman serangan cyber-attack threats, and data privacy risks.
siber dan risiko privasi data juga membayangi.
Dalam pengembangan bisnis perkeretaapian, KAI masih In railway business development, KAI faces several
menghadapi sejumlah kendala terkait pembebasan challenges related to land acquisition and regulation for
maupun penertiban lahan untuk proyek, lingkungan dan environmental and social projects, business development
sosial, maupun kerjasama pengembangan usaha dan cooperation, and related permits. In meeting the
perizinan-perizinan terkait. Dalam memenuhi Rencana Company's Long-Term Plan and HC Road Map, KAI faces
Jangka Panjang Perusahaan dan Road Map HC, KAI several challenges, including fulfilling human resources
menghadapi sejumlah tantangan antara lain pemenuhan for the successful operation of the two National Strategic
SDM untuk kesuksesan pengoperasian 2 Proyek Strategis Projects Jakarta-Bandung High-Speed Train (KCJB) and
Nasional Kereta Cepat Jakarta Bandung (KCJB) dan LRT Jabodebek LRT by operational targets, as well as
Jabodebek sesuai target operasional, serta sertifikasi SDM certifying railway human resources with 7,726 certificates
Perkeretaapian sebanyak 7.726 sertifikat dengan despite limited capacity of the certification test organizers.
keterbatasan kapasitas uji penyelenggara sertifikasi SDM
Perkeretaapian.
Selain itu, kami masih menghadapi sejumlah tantangan Furthermore, we still face challenges related to the
terkait ketersediaan talenta terbaik dalam mewujudkan availability of the best talents to deliver leading and
layanan terdepan dan kompetitif, misalnya masih competitive services, such as the limited internal
terbatasnya talenta internal Perusahaan untuk company talent to meet the required positions, high
memenuhi formasi yang dibutuhkan, tingginya permintaan demand for digital and logistics talents in the labor
talenta digital dan logistik di pasar tenaga kerja, market, escalation of safety and environmental issues
peningkatan eskalasi isu keselamatan dan lingkungan requiring capability enhancement and renewal, and
yang membutuhkan peningkatan maupun pembaruan alignment of HR management governance throughout
kapabilitas, hingga penyelerasan tata kelola manajemen the KAI Group, including talent management and talent
SDM di seluruh KAI Group termasuk manajemen talenta rotation between parent companies and subsidiaries for
dan perputaran talenta antar induk – anak, anak- induk, job enrichment.
maupun antar anak usaha dalam rangka pengkayaan
tugas (job enrichment)
Selain itu, KAI juga masih menghadapi tantangan dalam KAI also faces challenges in realizing "Digital As KAI's Nerve
mewujudkan “Digital As KAI’s Nerve Center”. Pertama, Center." First, emerging competitors with international
munculnya pesaing dengan standar kompetensi dan standards and new technologies (land transport modes
pengembangan SDM menggunakan standar based on Mobile Apps), high employer interest in digital
internasional dan teknologi baru (moda transportasi talents due to technological disruption and Covid-19
darat berbasis Mobile Apps), tingkat peminatan dari para impact, and the low retention rate of experienced digital
employer luar yang tinggi pada talenta bidang digital talents.
karena dampak disrupsi teknologi dan Covid-19, serta
rendahnya retention rate talenta yang berpengalaman
di bidang digital.
Tantangan lain datang dari aspek regulasi. Perubahan Another challenge comes from the regulatory aspect.
peraturan atau kebijakan terkait angkutan barang Changes in regulations or policies related to the
maupun orang, baik dari pemerintah maupun lembaga transportation of freight and passengers, whether from
terkait lainnya, dapat menjadi tantangan bagi KAI dalam the government or other relevant agencies, can pose a
menyesuaikan operasionalnya agar sesuai dengan challenge for KAI in adjusting its operations to comply
ketentuan yang berlaku. Selain itu, Perusahaan juga with the prevailing regulations. Additionally, the company
menghadapi tantangan dalam melakukan pengendalian faces challenges in controlling the risks arising from the
atas risiko yang timbul dari Penugasan Pemerintah atas government's assignment of the National Strategic
Proyek Strategis Nasional (PSN) KCJB dan LRT Jabodebek, Projects (PSN) KCJB and LRT Jabodebek, both from
baik dari aspek pengoperasian maupun finansial selama operational and financial aspects during 2023.
tahun 2023.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 43
Annual and Sustainability Report
Page 44
Laporan Manajemen
Management Report
Implementasi Kebijakan Strategis dan Kinerja Implementation of Strategic Policies and Performance
Guna menciptakan kinerja yang optimal, Direksi turut To achieve optimal performance, the Board of Directors
terlibat dalam perumusan strategi dan kebijakan is directly involved in formulating the Company's
strategis Perseroan. Direksi memimpin langsung strategic policies and strategies. The Board of Directors
penyusunan Rencana Kerja Anggaran Perusahaan (RKAP) directly leads the preparation of the Company's Work
yang mencakup kebijakan dan strategi Perusahaan. Plan and Budget (RKAP), encompassing corporate policies
Keterlibatan Direksi ini bertujuan untuk memastikan and strategies. This involvement aims to ensure that the
bahwa program RKAP berjalan sesuai dengan strategi RKAP program runs according to the predetermined
yang telah ditetapkan, yang dilakukan melalui monitoring strategy through monitoring and evaluation. Throughout
dan evaluasi. Sepanjang tahun 2023, KAI telah 2023, KAI has implemented several strategic policies that
mengimplementasikan sejumlah kebijakan strategis yang positively impacted performance.
berdampak positif pada peningkatan kinerja.
Dalam memenuhi permintaan pasar, KAI terus To meet market demand, KAI continues to build
melanjutkan pembangunan infrastruktur untuk infrastructure to increase transport volume. KAI also
meningkatkan volume angkutan. KAI juga berupaya ensures the availability of trains and locomotives,
memastikan ketersediaan sarana kereta dan lokomotif, including the timely procurement of 612 trains.
salah satunya dengan mengupayakan pengadaan 612 Investments were also made in the maintenance and
kereta yang tepat waktu. Investasi juga dilakukan dalam enhancement of infrastructure, including the renewal
pemeliharaan dan peningkatan infrastruktur, termasuk of railway tracks, train operation facilities, and other related
pembaruan jalur kereta api, fasilitas operasi kereta api railway infrastructure assets. As of December 31 st, 2023,
dan perbaikan aset prasarana perkeretaapian terkait KAI successfully renewed several railway tracks, key train
lainnya. Per 31 Desember 2023, KAI berhasil operation facilities, and improved other related railway
memperbarui sejumlah jalur kereta api, fasilitas operasi infrastructure assets. Major infrastructure projects, such
kereta api yang penting dan memperbaiki aset prasarana as railway track maintenance, train operation facilities,
perkeretaapian terkait lainnya. Proyek-proyek infrastruktur and station modernization, were completed on time and
utama, seperti pemeliharaan jalur kereta api, fasilitas within the allocated budget. These efforts significantly
operasi kereta api dan modernisasi stasiun, telah selesai increased network reliability, reduced operational
tepat waktu dan sesuai dengan anggaran yang telah disruptions, and shortened travel times. Customers
ditetapkan. Upaya tersebut berhasil meningkatkan experienced better service reliability and efficiency,
keandalan aset prasarana perkeretaapian secara reflected in increased customer satisfaction levels.
signifikan dengan jumlah gangguan operasional yang
berkurang, serta percepatan waktu perjalanan. Pelanggan
mengalami pengalaman yang lebih baik dengan layanan
yang lebih andal dan efisien, yang tercermin dalam
peningkatan tingkat kepuasan pelanggan.
Pada layanan angkutan barang, KAI mengadopsi strategi In freight transport services, KAI adopts a strategy of
pengoptimalan penggunaan kapasitas dengan optimizing capacity utilization through more efficient
melakukan perencanaan rute dan jadwal angkutan barang route and schedule planning. This is achieved by
yang lebih efisien. Hal tersebut dilakukan dengan implementing advanced technology and information
menerapkan teknologi dan sistem informasi yang canggih systems to better monitor and manage available capacity.
untuk memantau dan mengelola kapasitas yang tersedia As a result, freight capacity has been utilized more
dengan lebih baik. Hasilnya, kapasitas angkutan barang efficiently, reducing congestion on busy routes and
telah dimanfaatkan dengan lebih efisien, mengurangi improving service reliability. In 2023, KAI used GD 54 for
kemacetan di jalur-jalur yang padat dan meningkatkan mother coil transport and increased CRC transport volume.
keandalan layanan. Pada tahun 2023, KAI menggunakan Additionally, KAI is developing rail-based warehouse/
GD 54 untuk angkutan mother coil serta menambah terminal services.
volume angkut CRC. Selain itu, KAI tengah
mengembangan jasa gudang/terminal berbasis rel.
Pada layanan angkutan penumpang, KAI menghadirkan In passenger transport services, KAI introduced new
kereta baru seperti Kereta Luxury Generasi 3 dan Kereta trains such as the Luxury Train Generation 3 and Suite
Suites Kompartemen yang menawarkan lebih banyak Compartment Train, offering more comfort and privacy.
kenyamanan dan privasi. Inovasi layanan ini diharapkan These service innovations are expected to diversify
menjadi diversifikasi layanan sebagai salah satu strategi services as a strategy to face tight competition with other
menghadapi persaingan yang ketat dengan moda transport modes such as airplanes and intercity buses,
transportasi lain seperti pesawat udara maupun bus given the improving road infrastructure. Promotions are
antar kota seiring membaiknya infrastruktur jalan raya. also actively carried out both online and offline to attract
Promosi juga gencar dilakukan baik secara online customer interest. We continuously monitor market
maupun offline untuk menarik minat pelanggan. Kami trends and adjust services according to customer needs,
juga selalu memantau tren pasar dan melakukan including pricing, delivery times, and types of services
penyesuaian layanan sesuai dengan kebutuhan offered.
Laporan Tahunan dan Keberlanjutan
44 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 45
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
pelanggan, baik dalam hal harga, waktu pengiriman,
maupun jenis layanan yang ditawarkan.
KAI terus melanjutkan inovasi teknologi yang KAI continues to innovate technology to enhance services,
meningkatkan layanan, antara melalui implementasi Face including implementing modern Face Recognition
Recognition Boarding Gate yang modern serta Boarding Gates and updating the Access by KAI
melakukan pembaruan aplikasi Access by KAI. application. These enhancements are accompanied by
Peningkatan tersebut disertai dengan upaya efforts to improve the reliability of KAI's information
meningkatkan keandalan sistem teknologi informasi KAI technology systems and strengthen IT infrastructure
dan penguatan infrastruktur TI dalam menghadapi against data privacy threats and other cyber-attacks.
ancaman privasi data ataupun serangan siber lainnya. Specifically, for KCJB and LRT operations, which officially
Khusus pada operasional KCJB dan LRT yang resmi began in 2023, KAI implemented several strategies to
beroperasi tahun 2023, KAI mengimplementasikan ensure smooth operations. To meet KCJB project needs,
sejumlah strategi guna memastikan kelancarannya. the Company sought loans with relatively low cost of
Dalam rangka pemenuhan kebutuhan proyek KCJB, funds and flexible maturity dates guaranteed by the
Perusahaan mengupayakan memperoleh pinjaman Government. KAI also cooperated with CR Beijing to form
dengan cost of fund relatif rendah serta tanggal jatuh a consortium under a joint operation scheme to support
tempo yang lebih leluasa dengan jaminan Pemerintah. KCJB operations. To meet the workforce needs for LRT
KAI juga menjalin kerjasama dengan CR Beijing untuk Jabodebek, KAI accelerated the necessary HR training.
membentuk konsorsium dengan skema joint operation
dalam mendukung pengoperasian KCJB. Adapun untuk
memenuhi formasi tenaga kerja LRT Jabodebek, KAI telah
mempercepat pelatihan SDM yang dibutuhkan.
Secara umum, KAI menerapkan sejumlah kebijakan Overall, KAI implemented several strategic HR policies.
strategis terkait SDM yang mumpuni. KAI melakukan KAI took a proactive approach by directly engaging each
pendekatan proaktif secara langsung ke masing-masing region to accelerate railway HR certification
daerah guna mempercepat pemberkasan sertifikasi SDM documentation. KAI also expedited mandatory Diklap
perkeretaapian. KAI juga mempercepat penyelenggaraan and Diklat training as certification requirements,
Diklap dan Diklat wajib sebagai syarat sertifikasi SDM integrated KAI's IT certification system with the
perkeretaapian, mengintegrasikan sistem TI sertifikasi Directorate General of Railways, and developed a Blueprint
KAI dengan Dirjen Perkeretaapian, menyusun Cetak Biru for the Transformation of Quality and Capacity
Transformasi Peningkatan Kualitas dan Kapasitas Improvement of Pusdiklat to become a Center of
Pusdiklat menjadi Center of Excellence, sekaligus Excellence while forming a PMO team to accelerate this
membentuk tim PMO untuk percepatan transformasi transformation. Internally, KAI integrated improvement
tersebut. Pada sisi internal organisasi, KAI areas from employee engagement survey results into
mengintegrasikan ruang ruang perbaikan dari hasil survei each division's and subdivision's work programs. KAI also
keterikatan pekerja untuk menjadi program kerja masing- optimized MCU treatment, preventive and promotive
masing divisi maupun subdivisi. KAI juga melakukan measures, and rehabilitative and ongoing worker health
optimalisasi MCU, treatment promotif dan preventif, improvement efforts. KAI collaborated with the SOE
serta rehabilitatif dan perbaikan derajat kesehatan Land Transport Logistics Cluster in developing talent
pekerja secara berkelanjutan. KAI berkolaborasi dengan mobility mechanisms and career patterns for the land
BUMN Klaster Logistik Angkutan Darat dalam penyusunan transport logistics cluster.
mekanisme pengembangan, mobilitas talenta dan sistem
pola karir untuk klaster logistik transportasi angkutan
darat.
Terkait tantangan di aspek regulasi, KAI berupaya untuk Regarding regulatory challenges, KAI strives to be more
terlibat lebih aktif dalam proses pembuatan kebijakan. actively involved in policy-making processes. Currently,
Saat ini perusahaan sedang berkoordinasi dengan pihak- the company is coordinating with relevant parties to seek
pihak terkait untuk mengupayakan perubahan peraturan changes to PMK Regulation 138 of 2021. Advocacy and
PMK 138 tahun 2021. Upaya advokasi dan kolaborasi collaboration with related parties are conducted to ensure
dengan pihak terkait dilakukan untuk memastikan bahwa the implemented policies support efficient and
kebijakan yang diterapkan dapat mendukung operasional sustainable operations.
yang efisien dan berkelanjutan.
Penerapan strategi yang berjalan baik di sepanjang tahun The successful implementation of strategies throughout
2023 telah membuahkan hasil memuaskan, termasuk di 2023 yielded satisfactory results, including KAI's follow-up
dalamnya ialah tindak lanjut KAI dalam mitigasi risiko in mitigating risks from the Government's assignment
dari penugasan Pemerintah atas PSN KCJB dan Proyek of the PSN KCJB and Jabodebek LRT projects, reducing
LRT Jabodebek sehingga eksposur risiko menurun dari risk exposure from high to medium levels.
level tinggi ke level medium.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 45
Annual and Sustainability Report
Page 46
Laporan Manajemen
Management Report
Peningkatan volume penumpang dan barang sepanjang The increase in passenger and cargo volume throughout
tahun 2023 juga dapat dipenuhi KAI dengan baik. 2023 was well accommodated by KAI. The number of
Volume penumpang yang diangkut pada Januari– passengers transported from January to December 2023
Desember 2023 mencapai 388.776.604 orang, naik 36,7% reached 388,776,604, an increase of 36.7% compared to
dibandingkan periode yang sama pada tahun 2022 the same period in 2022, which was 284,448,804. The
sebesar 284.448.804 orang. Volume barang yang volume of cargo transported by KAI in 2023 also increased
diangkut KAI pada tahun 2023 turut meningkat menjadi to 63,694,966 tons, up 9.68% from 2022, which was
63.694.966 ton, naik 9,68% dari tahun 2022 sebesar 58,006,880 tons. The increase in passenger and cargo
58.006.880 ton. Peningkatan volume penumpang dan volume has become the strength of the two main pillars,
barang menjadi kekuatan dua pilar utama yaitu angkutan namely passenger transportation and cargo
penumpang dan angkutan barang dalam menyokong transportation, in supporting KAI's revenue.
pendapatan KAI.
Peningkatan kinerja produksi tersebut mendorong total The improvement in production performance has driven
pendapatan KAI hingga mencapai Rp35,107 triliun, KAI's total revenue to Rp35.107 trillion, an increase of 37.25%
meningkat 37,25% dibandingkan pendapatan Rp25,578 compared to the revenue of Rp25.578 trillion in 2022. KAI
triliun pada 2022. KAI juga mencatatkan laba tahun also reported a net profit of Rp1.872 trillion for the year,
berjalan sebesar Rp1,872 triliun, meningkat 11,01% dari an increase of 11.01% from the previous year's profit of
tahun sebelumnya sebesar Rp1,686 triliun. Rp1.686 trillion.
Angkutan Penumpang Passenger Transport
Tahun 2023 merupakan salah satu tahun penting bagi The year 2023 was a significant year for Indonesian
perkeretaapian Indonesia dengan dioperasikannya Lintas railways with the operation of the Light Rail Transit (LRT)
Rel Terpadu (Light Rail Transit/LRT) yang connecting Jakarta, Bogor, Depok, and Bekasi
menghubungkan Jakarta, Bogor, Depok, dan Bekasi (Jabodebek) and the Jakarta-Bandung High-Speed Train
(Jabodebek) serta kereta cepat Kereta Cepat Jakarta- (KCJB) Whoosh. The LRT, inaugurated on August 28 th,
Bandung (KCJB) Whoosh. Moda transportasi kereta api 2023, has a track length of 41.2 kilometers and is expected
ringan LRT diresmikan pada 28 Agustus 2023, memiliki to be a comfortable and safe transportation alternative
lintasan sepanjang 41,2 kilometer yang diharapkan for the public. In addition to excellent services, several
menjadi alternatif transportasi nyaman dan aman bagi LRT stations are integrated with various other
masyarakat. Selain layanan prima, sejumlah stasiun LRT transportation modes, including the Electric Rail Train
juga sudah terintegrasi dengan berbagai moda (KRL), Bus Rapid Transit (BRT), Transjakarta, JakLingko/
transportasi lain, antara lain dengan Kereta Rel Listrik MikroTrans, and KCJB.
(KRL), Bus Rapid Transit/Bus Raya Terpadu (BRT),
Transjakarta, JakLingko/MikroTrans, hingga KCJB.
Sementara KCJB Whoosh yang diresmikan pada 2 Meanwhile, the KCJB Whoosh, inaugurated on October
Oktober 2023 merupakan kereta cepat pertama di 2 nd, 2023, is the first high-speed train in Indonesia and
Indonesia dan Asia Tenggara dengan kecepatan 350 Southeast Asia, with a speed of 350 kilometers per hour.
kilometer per jam. Keberadaan LRT dan KCJB juga The presence of the LRT and KCJB also represents the
menjadi perwujudan komitmen Pemerintah melakukan Government's commitment to modernizing efficient,
modernisasi transportasi massal yang efisien, ramah environmentally friendly, and integrated mass
lingkungan, serta terintegrasi dengan moda transportasi transportation with other transportation modes. The
lainnya. Kehadiran dua moda transportasi baru ini arrival of these two new transportation modes is
disertai upaya KAI meningkatkan layanan, antara lain accompanied by KAI's efforts to enhance services,
melalui layanan pemesanan online yang nyaman dan including convenient and secure online booking services
aman hingga respons cepat atas gangguan-gangguan and quick responses to technical disruptions during train
teknis yang terjadi selama kereta beroperasi. operations.
Realisasi volume penumpang KA Utama Kelas Eksekutif, The realization of passenger volumes for the Executive
KA Utama Kelas Bisnis, KA Utama Kelas Ekonomi, serta Class Main Trains, Business Class Main Trains, Economy
KA Lokal Ekonomi rata-rata meningkat signifikan. Volume Class Main Trains, and Local Economy Trains increased
penumpang KA Utama Kelas Eksekutif meningkat 42,6% significantly on average. The passenger volume for the
dari 11.522.349 orang pada tahun 2022 menjadi 16.427.175 Executive Class Main Trains rose by 42.6% from 11,522,349
orang pada tahun 2023. KA Utama Kelas Bisnis people in 2022 to 16,427,175 people in 2023. The Business
mencatatkan volume penumpang 1.642.947 orang, Class Main Trains recorded a passenger volume of 1,642,947
meningkat 61,8% dari 1.015.555 orang pada tahun people, a 61.8% increase from 1,015,555 people the previous
sebelumnya. Adapun KA Utama Kelas Ekonomi juga year. The Economy Class Main Trains also transported
mengangkut lebih banyak penumpang, dari 19.338.612 more passengers, from 19,338,612 people in 2022 to
orang pada tahun 2022 menjadi 27.233.710 orang atau 27,233,710 people, an increase of 40.8%. The Local
naik 40,8%. Volume penumpang KA Lokal Ekonomi juga Economy Trains' passenger volume also increased,
turut meningkat, mencapai 343.472.771 orang atau naik reaching 343,472,771 people, up 36.0% compared to
Laporan Tahunan dan Keberlanjutan
46 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 47
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
36,0% dibandingkan tahun 2022 sebesar 252.572.288 252,572,288 people in 2022.
orang.
Peningkatan realisasi volume penumpang tersebut The increase in passenger volume was driven by higher
didorong oleh mobilitas yang semakin tinggi setelah mobility following the lifting of the national pandemic
dicabutnya status pandemi nasional. Langkah KAI dalam status. KAI's steps to improve services, including
meningkatkan layanan, termasuk inovasi dan tambahan innovations and the addition of new trains, successfully
kereta api baru mampu memanfaatkan peluang pasar capitalized on market opportunities, thus boosting
dengan baik sehingga meningkatkan kinerja angkutan passenger transport performance. The increased
penumpang. Meningkatnya volume penumpang tersebut passenger volume drove passenger sector revenue to
mendorong pendapatan sektor penumpang menjadi Rp9.942 trillion, a significant increase of 42.7% from
Rp9,942 triliun, naik signifikan sebesar 42,7% dari tahun Rp6.964 trillion in 2022.
2022 sebesar Rp6,964 triliun.
Angkutan Barang Freight Transport
Selama tahun 2023, sektor angkutan barang KAI juga During 2023, KAI's freight transport sector also recorded
mencatatkan kinerja positif dengan peningkatan volume positive performance, with an increase in freight volume
barang menjadi 63,70 juta ton barang, atau tumbuh 9,8% to 63.70 million tons, growing 9.8% compared to 58.00
dibandingkan tahun 2022 sebanyak 58,00 juta ton barang. million tons in 2022. This increase resulted from KAI's quick
Peningkatan tersebut merupakan hasil respons cepat response to rising market demand for freight transport.
KAI menyambut kenaikan permintaan pasar terkait In 2023, KAI added 6 freight train trips, bringing the total
angkutan barang. Pada tahun 2023, KAI menambah 6 to 328 trips. The commodity with the highest increase
perjalanan KA Barang menjadi 328 perjalanan. Komoditas was coal, which rose by 12% from 45.4 million tons to 51.0
yang mengalami peningkatan tertinggi yaitu batu bara, million tons. Retail transport also increased by 9%, from
naik 12% dari 45,4 juta ton menjadi 51,0 juta ton. 208,980 tons to 228,631 tons. Positive trends were also
Peningkatan juga terjadi pada angkutan retail, naik 9% seen in other commodities such as cement and clinker,
dari 208.980 ton menjadi 228.631 ton. Tren positif juga fuel, and other freight.
terlihat pada komoditas lain seperti semen dan klinker,
BBM, serta komoditas lainnya.
Menghadapi peluang dari tren kenaikan permintaan pasar Facing opportunities from the trend of rising market
tersebut, KAI juga mempercepat pembangunan demand, KAI also accelerated the construction of
infrastruktur pendukung, optimalisasi sarana dan supporting infrastructure, optimized Rolling Stock, and
kegiatan pemasaran, baik pada angkutan barang wilayah marketing activities, both in Java and Sumatra. Operational
Jawa maupun Sumatra. Upaya efisiensi pola operasi juga efficiency measures were also taken to increase freight
dilakukan guna meningkatkan volume angkutan, baik volume in both regions.
pada angkutan barang wilayah Jawa maupun Sumatra.
Peningkatan volume barang yang diangkut turut The increased freight volume contributed to the
mendorong kinerja sektor angkutan barang dengan performance of the freight transport sector, with revenue
pendapatan tahun 2023 mencapai Rp11,646 triliun atau in 2023 reaching Rp11.646 trillion, or 96.6% of the target
96,6% dari target sebesar Rp12,060 triliun. Capaian of Rp12.060 trillion. This achievement increased by 18.43%
tersebut meningkat 18,43% dibandingkan tahun 2022 compared to Rp9.833 trillion in 2022.
sebesar Rp9,833 triliun.
Pencapaian Realisasi Terhadap Target Achievement of Realization Against Targets
Dalam merumuskan strategi, target, Rencana Kerja In formulating strategies, targets, the Management
Manajemen (RKM), serta Rencana Kerja dan Anggaran Work Plan (RKM), and the Company's Work Plan and Budget
Perusahaan (RKAP), kami telah memperhatikan kondisi (RKAP), we have considered the economic conditions,
perekonomian dan industri transportasi, kebutuhan dan the transportation industry, the needs and business
proses bisnis perusahaan, serta proyeksi dan prospek processes of the company, as well as the company's
usaha perusahaan. Seluruh anggota Direksi terlibat secara business projections and prospects. All members of the
aktif dalam perancangan maupun pelaksanaan RKAP, Board of Directors were actively involved in the design
dan telah menandatangani pakta integritas Direksi, and implementation of the RKAP and signed the
sebagai bentuk komitmen terhadap pelaksanaan RKAP. Directors' integrity pact as a form of commitment to the
Guna memastikan tercapainya target, KAI memiliki sistem implementation of the RKAP. To ensure target
monitoring yang teratur dan evaluasi kinerja setiap triwulan achievement, KAI has a regular monitoring system and
untuk melacak kemajuan implementasi strategi. Kami quarterly performance evaluations to track the progress
juga mengadakan pertemuan reguler untuk membahas of strategy implementation. We also hold regular
kemajuan dan mengidentifikasi kendala atau hambatan meetings to discuss progress and identify obstacles or
yang mungkin timbul dalam pelaksanaan strategi. Selain barriers that may arise in strategy implementation.
itu, kami terus berkoordinasi dengan para pemangku Additionally, we continuously coordinate with other
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 47
Annual and Sustainability Report
Page 48
Laporan Manajemen
Management Report
kepentingan lainnya, termasuk Pemerintah dan mitra stakeholders, including the Government and business
kerja. Sementara di internal organisasi, kami berupaya partners. Internally, we strive to build AKHLAK as a strong
membangun AKHLAK sebagai fondasi kuat bagi karyawan foundation for employees to give their best potential in
memberikan potensi terbaiknya, melayani masyarakat serving the Indonesian people.
Indonesia.
Melalui pendekatan tersebut, implementasi strategi dapat Through this approach, the implementation of the
berjalan efektif dan mencatatkan kinerja positif. Dari sisi strategy can proceed effectively and record positive
produksi, KAI mampu melayani 388.776.604 penumpang, performance. From a production standpoint, KAI was able
atau 102,2% dari target sebesar 380.589.868 penumpang. to serve 388,776,604 passengers, which is 102.2% of the
Sementara volume barang yang diangkut KAI tercatat target of 380,589,868 passengers. Meanwhile, the freight
sebanyak 63.694.966 ton terdiri dari 51.017.520 ton batu volume transported by KAI was 63,694,966 tons,
bara dan 12.667.446 ton barang non-batu bara. Capaian consisting of 51,017,520 tons of coal and 12,667,446 tons
tersebut sebesar 101% dari target yang ditetapkan, yaitu of non-coal freight. This achievement was 101% of the set
63.061.603 ton barang. target of 63,061,603 tons of freight.
Pencapaian kinerja produksi dua pilar utama pendapatan The production performance of KAI's two main revenue
KAI tersebut berdampak pada total pendapatan usaha pillars impacted the total operating revenue, reaching
menjadi Rp27,388 triliun atau mencapai 97,7% dari target Rp27.388 trillion or 97.7% of the target of Rp28.020 trillion.
Rp28,020 triliun. Adapun laba yang didapat sebesar The profit achieved was Rp1.993 trillion, reaching 115.14%
Rp1,993 triliun, mencapai 115,14% dari target Rp1,731 triliun. of the target of Rp1.731 trillion. One of the reasons the
Salah satu penyebab target yang tak tercapai 100% ialah target was not 100% achieved was the delay in the
mundurnya operasi LRT Jabodebek dari target yang operation of the Jabodebek LRT from the set target.
ditetapkan.
Kekuatan alat produksi KAI juga terus meningkat, antara KAI's production capacity continues to improve, including
lain mencakup jumlah lokomotif mencapai 463 unit atau the number of locomotives reaching 463 units, or 98.5%
98,5% terhadap target 470 unit; KRD sebanyak 105 unit of the target of 470 units; rail cars (KRD) totaling 105 units,
atau 76,6% terhadap target 137 unit, KRL sebanyak 1.064 or 76.6% of the target of 137 units; commuter trains (KRL)
unit atau 90,2% terhadap target 1.180 unit. Adapun jumlah amounting to 1,064 units, or 90.2% of the target of 1,180
kereta mencapai 1.726 unit atau 100,99% terhadap target units. The total number of trains reached 1,726 units, or
1.709 unit, dan LRT sebanyak 96 unit atau 40,3% dari 100.99% of the target of 1,709 units, and LRT units totaled
target 238 unit. 96, or 40.3% of the target of 238 units.
Dalam pelayanan, KAI mencatatkan Waktu Peredaran In service, KAI recorded an average Wagon Circulation
Gerbong (WPG) rata-rata 1,69 hari atau 81,6% terhadap Time (WCT) of 1.69 days, or 81.6% of its tolerance of 2.07
toleransinya yaitu 2,07 hari. Fakta di bawah toleransi days. This performance below the tolerance indicates
menunjukkan kinerja yang lebih baik. Sedangkan realisasi better performance. Meanwhile, locomotive breakdowns
lokomotif mogok sebanyak 207 kejadian atau 40,7% were recorded at 207 incidents, or 40.7% of the tolerance
terhadap toleransinya sebanyak 509 kejadian. Adapun of 509 incidents. The average delay in passenger train
rata-rata kelambatan kereta api penumpang berangkat departures was 0.40 minutes from the tolerance of 0.30
adalah 0,40 menit dari toleransi 0,30 menit dan minutes, and passenger train arrivals were only 0.12 minutes
kelambatan kereta api penumpang datang hanya 0,12 from the tolerance of 2.00 minutes. In freight trains,
menit dari toleransi 2,00 menit. Pada kereta api barang, freight trains departed earlier by an average of 83.61
KA barang berangkat lebih cepat rata-rata (83,61) menit minutes from the delay tolerance of 9.00 minutes, and
dari toleransi kelambatan 9,00 menit dan KA barang freight trains arrived earlier by 66.92 minutes from the
datang lebih cepat (66,92) menit dari toleransi 20,00 tolerance of 20.00 minutes.
menit.
Pada aspek investasi, realisasi BASTO dan progres investasi In terms of investment, the realization of BASTO and
tahun 2023 terealisasi sebesar Rp10.707,- miliar atau investment progress in 2023 reached Rp10.707 trillion or
49,9% terhadap anggaran tahun 2023 sebesar Rp21.455, 49.9% of the 2023 budget of Rp21.455 trillion.
-milliar.
Dari sisi SDM, implementasi kebijakan strategi KAI telah In terms of HR, the implementation of KAI's strategic
menunjukkan kinerja positif yag tercermin dalam sejumlah policies has shown positive performance as reflected in
indikator. Culture Health Index tercapai 70%, sesuai several indicators. The Culture Health Index reached 70%,
target yang ditetapkan. Sementara rasio tingkat according to the set target. Meanwhile, the productivity
produktivitas pekerja mencapai Rp992,1 juta per karyawan, rate per employee reached Rp992.1 million per employee,
atau 121% dari target Rp806 juta per karyawan. KAI juga or 121% of the target of Rp806 million per employee. KAI
telah memenuhi ketersediaan talent 100% sesuai target, also met the talent availability 100% according to the
dan menerapkan 100% kebijakan talent klaster angkutan target and implemented 100% of the land transport
Laporan Tahunan dan Keberlanjutan
48 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 49
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
darat. Adapun realisasi fit to work mencapai 97,84% atau talent cluster policy. The fit to work realization reached
mencapai 115% dari target yang ditetapkan sebesar 85%. 97.84%, or 115% of the set target of 85%. Based on the
Berdasarkan survei tingkat kepuasan pekerja, didapatkan employee satisfaction survey, an index of 4.25 was
indeks 4,25 sesuai target yang ditetapkan. achieved according to the set target.
Kendala-Kendala yang Timbul Emerging Challenges
Dalam menjalankan strategi untuk memenuhi target In implementing strategies to meet targets according
sesuai RAKP, KAI masih menghadapi sejumlah kendala. to the Corporate Work Plan and Budget, KAI still faces
Mulai dari tantangan infrastruktur, ketersediaan kapasitas, several challenges, ranging from infrastructure, capacity
regulasi, hingga persaingan dengan moda transportasi availability, regulations, to competition with other
lain. transport modes.
Dari sisi infrastruktur, terdapat kendala lintas termasuk In terms of infrastructure, there were challenges such as
amblesan dan longsoran pada bulan Januari 2023 subsidence and landslides in January 2023, leading to
sehingga terjadi pembatasan kecepatan yang speed restrictions that caused travel delays. As a result,
menyebabkan perlambatan perjalanan. Akibatnya, train frequencies were not optimal. Additionally, the
frekuensi KA menjadi tidak optimal. Selain itu, addition of rail tracks still lagged behind the growth of
penambahan ruas jalan rel masih jauh tertinggal road networks, especially toll roads. KAI is also still
dibandingkan dengan pertumbuhan ruas jalan raya aligning IMO/TAC, resulting in the freight rates offered
terutama jalan tol. KAI juga masih melakukan to cargo transportation partners being relatively high
penyelarasan IMO/TAC sehingga tarif yang ditawarkan compared to market prices.
kepada mitra angkutan barang masih relatif tinggi
dibandingkan harga pasaran.
Dalam pemanfaatan teknologi, masih dibutuhkan waktu In the utilization of technology, time and adaptation
dan proses adaptasi baik di lingkungan internal processes are still needed both within the Company's
Perusahaan maupun masyarakat. Selain itu, kecanggihan internal environment and in the community.
teknologi yang berbanding lurus dengan risiko ancaman Additionally, the sophistication of technology, which
siber juga membutuhkan kapasitas SDM yang memadai. correlates with the risk of cyber threats, also requires
Sementara dari sisi SDM kami masih menghadapi adequate human resource (HR) capacity. Meanwhile, from
sejumlah kendala dalam hal jumlah dan kapasitas the HR perspective, we are still facing several challenges
karyawan yang memenuhi tantangan dinamika bisnis. in terms of the number and capacity of employees to
meet the demands of the dynamic business environment.
Secara umum, tingkat ketersediaan tenaga kerja telah In general, the availability of the workforce has reached
mencapai 100% sesuai target Kementerian BUMN namun 100% according to the target set by the Ministry of State-
masih bersifat talent readiness. Sementara untuk posisi- Owned Enterprises (SOE), though it is still in a state of
posisi jabatan kunci masih membutuhkan talent yang talent readiness. However, key positions still require more
lebih spesifik. Tingkat kematangan pengelolaan SDM di specific talents. The maturity level of HR management
KAI Group juga belum merata, disebabkan oleh within the KAI Group is also not uniform, due to business
kompleksitas usaha, kompetensi, prioritas bisnis, serta complexity, competence, business priorities, and ongoing
transformasi SDM yang masih terus berlangsung di HR transformation at the Parent Company.
Induk Perusahaan.
Sejumlah faktor eksternal juga turut menjadi kendala Several external factors also hinder the Company from
bagi Perusahaan memenuhi target capaian sesuai RAKP achieving its targets according to the 2023 Corporate
2023, antara lain faktor cuaca yang mempengaruhi Work Plan and Budget, including weather conditions
operasional, hingga regulasi. Hujan deras di tambang affecting operations and regulations. Heavy rain at the
kerap menyebabkan proses hauling maupun proses muat mines often causes hauling and loading/unloading
dan bongkar terhenti. Sementara proses kenaikan tarif processes to halt. Meanwhile, the tariff increase process
untuk angkutan batubara Non PT BA (Swasta) masih for non-PT BA (private) coal transportation is still in
dalam tahap negosiasi dengan mitra. Adapun dari sisi negotiation with partners. From a regulatory perspective,
regulasi, KAI menghadapi tantangan terkait IMO/TAC KAI faces challenges related to IMO/TAC, which impacts
yang berdampak pada keuangan Perusahaan. the Company's finances.
Sejumlah kendala tersebut menciptakan ruang perbaikan These challenges create substantial room for
yang cukup besar bagi KAI di masa mendatang, termasuk improvement for KAI in the future, including optimizing
salah satunya ialah mengoptimalkan dana CSR lebih CSR funds to be more targeted and thus support the
tepat sasaran sehingga turut mendukung kepentingan company's operational interests. The aforementioned
operasional perusahaan. Kendala-kendala tersebut di atas obstacles have been important considerations for us in
telah menjadi pertimbangan penting bagi kami dalam analyzing the business prospects for 2024.
menganalisis prospek usaha tahun 2024.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 49
Annual and Sustainability Report
Page 50
Laporan Manajemen
Management Report
ANALISIS PROSPEK USAHA 2024
2024 BUSINESS PROSPECTS ANALYSIS
Secara umum, prospek angkutan penumpang masih Overall, the passenger transportation prospects remain
cukup menjanjikan dengan berbagai inovasi produk dan quite promising with various innovative products and
layanan KAI yang dapat memperkaya pengalaman services from KAI that can enrich the passenger
penumpang. Kereta api masih menjadi tranportasi experience. Trains continue to be the preferred
andalan masyarakat untuk bepergian antar kota di Jawa transportation for intercity travel in Java and Sumatra.
dan Sumatera. Sementara prospek angkutan barang Meanwhile, the freight transport prospects are still very
masih sangat menarik seiring tumbuhnya pasar. Hingga attractive with the growing market. For the next few years,
beberapa tahun mendatang, KAI masih akan berinvestasi KAI will continue to invest in the development of coal
pada pengembangan bisnis angkutan batubara di transportation business in Southern Sumatra
Sumatera Bagian Selatan (Sumbagsel) sesuai dengan (Sumbagsel) in line with the plan to increase transport
rencana kenaikan kapasitas angkut hingga 105 MTPA capacity to 105 MTPA starting in 2030. The demand for
mulai tahun 2030. Permintaan batubara dari negara-negara coal from Asian countries as part of the world's energy
Asia sebagai bagian bauran energi dunia hingga tahun mix until 2050 remains quite high, although accompanied
2050 masih cukup tinggi, meskipun disertai sederet by a series of regulations and policies to achieve net zero
regulasi dan kebijakan dalam rangka mencapai net zero emissions by 2060. We also realize that the Company's
emission pada tahun 2060. Kami pun menyadari, business portfolio still heavily relies on revenue from coal
portofolio bisnis Perusahaan masih sangat bergantung transportation in Sumbagsel. Therefore, KAI needs to
pada pendapatan dari angkutan Batubara di Sumbagsel. seek other business alternatives that align with the
Oleh karena itu, KAI perlu untuk mencari alternatif bisnis Government's plans for the development of rail
lain yang sesuai dengan rencana Pemerintah dalam hal transportation.
pengembangan transportasi di bidang perkeretaapian.
Selain itu, transformasi digital yang dijalankan KAI telah Additionally, KAI's digital transformation has developed
mengembangkan model bisnis angkutan barang yang the business model of freight transport, originally
semula bersifat business to business (B2B) menjadi bisnis business to business (B2B), into the business of developing
pengembangan dan pengelolaan terminal. KAI juga akan and managing terminals. KAI will also continue to apply
melanjutkan penerapan teknologi untuk meningkatkan technology to improve efficiency and customer
efisiensi dan customer experience. Layanan pada Access experience. Services on Access by KAI will be optimized
by KAI akan dioptimalkan untuk meningkatkan new to enhance new revenue streams. Furthermore, KAI will
revenue stream. Selain itu, KAI akan terus berkolaborasi continue to collaborate with various parties in market
dengan banyak pihak dalam pemetaan pasar serta mapping and integrated marketing.
pemasaran terintegrasi.
Kami juga akan lebih responsif terhadap perubahan We will also be more responsive to changing market needs
kebutuhan pasar, serta beradaptasi terhadap perubahan and adapt to global and local economic changes.
ekonomi global dan lokal.
Laporan Tahunan dan Keberlanjutan
50 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 51
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PENERAPAN TATA KELOLA PERUSAHAAN
IMPLEMENTATION OF CORPORATE GOVERNANCE
Kami memahami, pelaksanaan tata kelola perusahaan We understand that the implementation of good corporate
yang baik dapat memperkuat posisi daya saing governance can strengthen the company's competitive
perusahaan, mengelola sumber daya dan risiko secara position, manage resources and risks more efficiently and
lebih efisien dan efektif, serta meningkatkan nilai effectively, and increase the company's value and investor
perusahaan dan kepercayaan investor. Karena itu, KAI confidence. Therefore, KAI has implemented the
telah menerapkan prinsip-prinsip tata kelola perusahaan principles of good corporate governance, such as
yang baik, seperti transparansi, akuntabilitas, transparency, accountability, responsibility,
pertanggungjawaban, kemandirian, dan kewajaran pada independence, and fairness in governance guidelines
pedoman tata kelola dalam kebijakan internal. Antara within internal policies. These include GCG policies, Code
lain, kebijakan GCG, Pedoman Perilaku, Pengendalian of Conduct, Gratification Control, WBS, LHKPN, ISO
Gratifikasi, WBS, LHKPN, Sistem Manajemen Anti 37001:2016 Anti-Bribery Management System, and other
Penyuapan ISO 37001:2016, serta aturan internal lainnya. internal regulations. Through these rules, KAI strives to
Melalui sejumlah aturan tersebut, KAI berupaya control and direct relationships between shareholders,
mengendalikan dan mengarahkan hubungan antara the Board of Commissioners, the Board of Directors,
pemegang saham, Dewan Komisaris, Direksi, karyawan, employees, clients, partners, as well as society and the
klien, mitra kerja, serta masyarakat dan lingkungan, environment, to encourage and support the company's
mendorong dan mendukung perkembangan perusahaan, growth, manage resources better, manage risks better,
mengelola sumber daya secara lebih baik, mengelola risiko improve accountability to stakeholders, and prevent
secara lebih baik, meningkatkan pertanggungjawaban deviations in company management.
kepada pemangku kepentingan, dan mencegah
terjadinya penyimpangan dalam pengelolaan
perusahaan.
Pelaksanaan tata kelola perusahaan di KAI pada tahun The implementation of corporate governance at KAI in
2023 berpedoman pada Peraturan Menteri Badan Usaha 2023 is based on the Minister of State-Owned Enterprises
Milik Negara Nomor PER-2/MBU/03/2023. Pedoman ini Regulation Number PER-2/MBU/03/2023. This guideline
mengatur tentang ketentuan umum, prinsip tata kelola regulates general provisions, governance principles of
badan usaha milik negara, penerapan manajemen risiko state-owned enterprises, implementation of risk
badan usaha milik negara, penilaian tingkat kesehatan management in state-owned enterprises, assessment of
badan usaha milik negara, perencanaan strategis badan the health level of state-owned enterprises, strategic
usaha milik negara, dan pedoman kegiatan korporasi planning of state-owned enterprises, and guidelines for
signifikan badan usaha milik negara. Terkait terbitnya significant corporate activities of state-owned enterprises.
peraturan tersebut, kami tengah melakukan In relation to the issuance of this regulation, we are
pemutakhiran atas aturan-aturan internal terkait. currently updating the related internal regulations.
Selain itu, KAI juga melakukan audit Penerapan ISO In addition, KAI also conducted an audit of the
37001:2016 lingkup Corporate yang dilaksanakan di implementation of ISO 37001:2016 Corporate scope at the
Kantor Pusat, Daop 3 Cirebon, Balai Yasa Manggarai dan Head Office, Daop 3 Cirebon, Balai Yasa Manggarai, and
Divisi Regional 3 Palembang. Audit tersebut ditujukan Divisional Region 3 Palembang. The audit aimed to
untuk mengevaluasi implementasi sistem manajemen evaluate the implementation of KAI's anti-bribery
anti penyuapan KAI, mengidentifikasi kelebihan dan management system, identify strengths and weaknesses,
kelemahan, tindakan perbaikan dan pencegahan, tingkat corrective and preventive actions, the level of bribery risk
risiko penyuapan yang dihadapi serta membuat faced, and make recommendations for improving the
rekomendasi terhadap peningkatan sasaran SMAP. Hal ABMS targets. This is done to realize KAI Clean Zero
itu dilakukan dalam rangka mewujudkan KAI Bersih Tolerance for Bribery which is the target of the
Zero Tolerance terhadap Tindakan Penyuapan yang implementation of the Anti-Bribery Management
merupakan Sasaran Penerapan Sistem Manajemen Anti System based on ISO 37001:2016. We also signed the Anti-
Penyuapan berbasis ISO 37001:2016. Kami juga Bribery Commitment Policy which is a joint commitment
menandatangani Kebijakan Komitmen Anti Penyuapan signed by the Board of Commissioners and the Board of
yang merupakan komitmen bersama yang Directors on February 11 th, 2022. The company's efforts
ditandatangani oleh Dewan Komisaris dan Dewan Direksi to curb bribery include conducting anti-bribery
pada 11 Februari 2022. Upaya yang telah dilakukan campaigns/movements 4 NO! (No Bribery, No Kickback,
perusahaan dalam menekan penyuapan selama ini No Luxury Hospitality, No Gift), procurement according
adalah melakukan kampanye/gerakan anti suap 4 NO! to applicable regulations, payment to partners/vendors
(No Bribery, No Kickback, No Luxury Hospitality, No Gift), according to established regulations, signing an anti-
pengadaan PBJ sesuai ketentuan yang berlaku, bribery integrity pact by all partners/vendors working
pembayaran kepada mitra/vendor sesuai dengan with, the implementation of an anti-bribery management
ketentuan yang ditetapkan, penandatangan pakta system, along with enforcing strict sanctions against
b r i b e r y
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 51
Annual and Sustainability Report
Page 52
Laporan Manajemen
Management Report
integritas komitmen anti suap oleh seluruh mitra/vendor offenders. through the implementation of a
yang bekerja sama, penerapan sistem manajemen anti whistleblowing system (WBS), investigative audits, anti-
penyuapan, serta menerapkan sanksi tegas kasus suap bribery management system audits, increasing anti-
terhadap pelaku penyuapan melalui penerapan bribery understanding delivered through spiritual
whistleblowing system (WBS), audit investigatif, audit guidance and coaching.
sistem manajemen anti penyuapan, peningkatan
pemahaman anti penyuapan yang disampaikan melalui
pembinaan dan bimbingan rohani.
Dewan Komisaris dan Dewan Direksi mendukung dan The Board of Commissioners and the Board of Directors
komit dalam rangka menerapkan dan memberantas support and are committed to implementing and
korupsi di perusahaan. Penerapan Sistem Manajemen eradicating corruption within the company. The
Anti Penyuapan merupakan hal dasar yang harus implementation of the Anti-Bribery Management
diterapkan dengan baik dan menjadi bagian yang tidak System is a fundamental aspect that must be
terpisahkan oleh setiap pemimpin dan manajemen implemented properly and become an integral part of
dalam menjalankan proses bisnis. Setiap pimpinan wajib every leader and management in conducting business
memastikan internalisasi budaya pencegahan korupsi processes. Every leader must ensure the optimal
berjalan optimal di setiap lingkup kerjanya, mendorong internalization of the anti-corruption culture in each
setiap insan untuk melaporkan ke saluran pelaporan WBS work scope, encouraging every individual to report to
perusahaan jika terdapat pelanggaran. Dewan Komisaris the company's WBS reporting channel if there are
mendukung untuk dibentuk ada nya komite secara violations. The Board of Commissioners supports the
corporate yang diakui oleh perusahaan, di mana Dewan formation of a corporate committee recognized by the
Komisaris menjadi Dewan Pengarah terhadap company, where the Board of Commissioners becomes
pelaksanaan penerapan manajemen anti suap di KAI. the Steering Committee for the implementation of anti-
bribery management in KAI.
KINERJA KEBERLANJUTAN [OJK D.1]
SUSTAINABILITY PERFORMANCE [OJK D.1]
Model bisnis KAI sejatinya telah mendukung upaya-upaya KAI's business model has fundamentally supported the
pencapaian Tujuan Pembangunan Berkelanjutan. Kereta achievement of Sustainable Development Goals. Trains,
api yang mampu mengangkut penumpang dan barang capable of carrying a large number of passengers and
dalam jumlah besar merupakan salah satu moda freight, are one of the most energy-efficient modes of
transportasi yang paling hemat energi, serta transport and generate far less greenhouse gas (GHG)
menghasilkan emisi gas rumah kaca (GRK) jauh lebih emissions compared to other modes of transportation.
sedikit dibandingkan moda transportasi lainnya. Kami We are committed to continuously improving KAI's
berkomitmen untuk senantiasa meningkatkan kinerja sustainability performance, providing more positive
keberlanjutan KAI, memberi lebih banyak dampak positif impacts on economic, environmental, and social aspects
bagi aspek ekonomi, lingkungan, dan sosial secara harmoniously. For this purpose, KAI in 2023 has developed
harmonis. Untuk itu, KAI pada tahun 2023 telah menyusun a short, medium, and long-term Environment, Social,
Roadmap Environment, Social, Governance (ESG) jangka Governance (ESG) Roadmap to be implemented starting
pendek, menengah, dan panjang yang akan in 2024. During June-July 2023, we conducted
diimplementasikan mulai 2024. Selama Juni-Juli 2023, socialization of PT KAI's ESG Roadmap to Daop, Divre,
kami telah melaksanakan sosialisasi Roadmap ESG PT and subsidiaries to increase the awareness of all KAI
KAI kepada Daop, Divre, dan anak perusahaan untuk employees about sustainability aspects.
meningkatkan kesadaran seluruh pegawai KAI atas aspek-
aspek keberlanjutan.
Pada aspek ekonomi, terpenuhinya target operasional In the economic aspect, the achievement of the
LRT Jabodebek dan KCJB Whoosh dapat mendukung operational targets of LRT Jabodebek and KCJB Whoosh
mobilitas dan perputaran ekonomi daerah, mengurangi can support regional mobility and economic circulation,
beban kemacetan di jalan raya, sekaligus mengurangi reduce road congestion, and reduce GHG emissions
emisi GRK menuju target Net Zero Emission Indonesia towards Indonesia's Net Zero Emission target by 2060.
pada 2060. Berbagai inovasi layanan yang disertai Various service innovations, accompanied by the use of
pemanfaatan teknologi, misalnya pada fitur pengenalan technology, such as facial recognition features at stations
wajah di stasiun dan Access by KAI ditujukan untuk and Access by KAI, are aimed at making it easier for
kemudahan seluruh masyarakat menggunakan jasa KAI everyone to use KAI services for travel quickly, safely,
dalam bepergian secara cepat, aman, nyaman, dan comfortably, and conveniently.
mudah.
Laporan Tahunan dan Keberlanjutan
52 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 53
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Di bidang lingkungan, KAI telah meresmikan penggunaan In the environmental aspect, KAI has inaugurated the
Pembangkit Listrik Tenaga Surya (PLTS) atau solar panel use of Solar Power Plants (PLTS) or solar panels at 40
di 40 stasiun dan 2 balai yasa selama tahun 2023. Total stations and 2 balai yasa during 2023. The total capacity
kapasitas PLTS di 40 stasiun tersebut mencapai 1.072,5 of PLTS at these 40 stations reaches 1,072.5 kWp,
kWp, berkontribusi rata-rata sebesar 49,63% dari contributing an average of 49.63% of the building's
kebutuhan listrik bangunan. Sedangkan 2 balai yasa electricity needs. Meanwhile, the 2 balai yasa have PLTS
memiliki PLTS dengan total kapasitas 594,6 kWp with a total capacity of 594.6 kWp contributing an average
berkontribusi rata-rata sebesar 39% kebutuhan listrik of 39% of the building's electricity needs. The
bangunan. Implementasi PLTS di lingkungan KAI implementation of PLTS in the KAI environment is part
merupakan bagian dari komitmen kami untuk of our commitment to utilizing renewable energy to
memanfaatkan energi baru terbarukan (EBT) guna support the Government's energy transition program.
mendukung program transisi energi Pemerintah. Sistem The PLTS system built by KAI is still connected to PLN
PLTS yang dibangun KAI ini tetap terhubung dengan listrik electricity (On Grid system), ensuring that the electricity
PLN (sistem On Grid), sehingga listrik pada bangunan in KAI's assets remains reliable in serving KAI customers'
aset KAI tetap andal dalam melayani kebutuhan needs. Additionally, the PLTS system is connected to the
pelanggan KAI. Selain itu, sistem PLTS telah terkoneksi internet so the energy produced can be monitored in
dengan internet sehingga energi yang dihasilkan dapat real-time. The installation of PLTS at 40 stations during
dipantau secara real time. Instalasi PLTS pada 40 stasiun the November-December 2023 period has reduced
periode November – Desember 2023 telah mengurangi carbon emissions by 48.21 tons, equivalent to planting
emisi gas karbon sebesar 48,21 ton atau setara dengan 66 trees. Meanwhile, the PLTS at Balai Yasa Manggarai
penanaman 66 pohon. Adapun PLTS Balai Yasa Manggarai has reduced carbon emissions by 9.29 tons during the
periode bulan November – Desember sudah mengurangi November-December period, equivalent to planting 13
emisi gas karbon sebesar 9,29 ton atau setara dengan trees. The implementation of PLTS aligns with the
penanaman 13 pohon. Implementasi PLTS tersebut selaras Government's policy to reduce greenhouse gases towards
dengan kebijakan Pemerintah untuk mengurangi gas the Net Zero Emission target by 2060. KAI has also used
rumah kaca menuju target Net Zero Emission pada tahun more environmentally friendly B35 biodiesel fuel.
2060. KAI juga telah menggunakan bahan bakar biosolar
B35 yang lebih ramah lingkungan.
Pada aspek sosial, KAI senantiasa meningkatkan dampak In the social aspect, KAI continuously increases positive
positif baik kepada karyawan sebagai kelompok internal, impacts both on employees as an internal group and on
serta kepada masyarakat luas. KAI menjunjung tinggi the wider community. KAI upholds diversity and equal
keragaman dan kesetaraan kesempatan pada setiap opportunities for all employees in developing their best
karyawan dalam mengembangkan potensi terbaik potential. Likewise, to the community, KAI is committed
mereka. Begitu juga kepada masyarakat, KAI berkomitmen to providing the best service without discrimination,
memberi pelayanan terbaik tanpa membeda-bedakan, including to women and disabled groups. KAI supports
termasuk kepada kelompok perempuan dan disabilitas. activities against violence and harassment against
KAI mendukung kegiatan anti kekerasan dan pelecehan women on trains. KAI also provides adequate access for
terhadap perempuan di atas kereta api. KAI juga disabled groups, including ease of physical access and
menyediakan akses yang layak bagi kelompok disabilitas, communication access. During 2023, KAI has realized
mencakup kemudahan akses fisik dan akses komunikasi. CESR activities focusing on SDGs Goal 1 (Basic Needs for
Selama tahun 2023, KAI telah merealisasikan kegiatan- Disaster Victims), Goal 3 (Healthy Life and Well-being),
kegiatan TJSL yang fokus pada TPB Tujuan 1 (Kebutuhan Goal 4 (Quality Education), Goal 5 (Gender Equality), Goal
Dasar Korban Bencana), Tujuan 3 (Kehidupan Sehat dan 8 (Decent Work and Economic Growth), Goal 11 (Inclusive,
Kesejahteraan Penduduk), Tujuan 4 (Pendidikan Safe, Resilient, and Sustainable Cities and Communities),
Berkualitas), Tujuan 5 (Kesetaraan Gender), Tujuan 8 and Goal 15 (Life on Land).
(Pekerjaan Layak dan Pertumbuhan Ekonomi), Tujuan
11 (Kota dan Pemukiman yang Inklusif, Aman, Tangguh
dan Berkelanjutan) dan Tujuan 15 (Ekosistem Darat).
Kami menyadari, upaya meningkatkan kinerja We realize that efforts to improve sustainability performance
keberlanjutan akan selalu dihadapkan pada sejumlah will always face several challenges. For instance, the rapid
tantangan. Misalnya, pesatnya perkembangan digitalization development in all aspects of business
digitalisasi di seluruh aspek kegiatan usaha antara lain activities, such as facial recognition features, also brings
pada fitur pengenalan wajah, turut mendatangkan risiko data security risks for customers. Therefore, KAI is
keamanan data pelanggan. Karena itu, KAI berkomitmen committed to continuously ensuring reliable protection
untuk senantiasa memastikan berbagai sistem proteksi systems, including strengthening cybersecurity to
yang andal, termasuk memperkuat keamanan siber protect personal data privacy.
untuk melindungi privasi data pribadi.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 53
Annual and Sustainability Report
Page 54
Laporan Manajemen
Management Report
Kami juga menyadari, gerak langkah menuju transisi We also realize that the steps towards the renewable energy
energi baru terbarukan (EBT) yang tengah didorong transition being pushed by the Government still face the
Pemerintah masih menghadapi tantangan investasi yang challenge of not being cheap investments. Meanwhile,
tidak murah. Sementara di saat yang sama, kita at the same time, we face the increasingly evident risks
menghadapi risiko dampak perubahan iklim yang semakin of climate change impacts. High rainfall, resulting in flood
nyata. Curah hujan tinggi sehingga memunculkan risiko risks, poses challenges for KAI operations in serving the
banjir merupakan tantangan bagi operasional KAI mobility needs of the community.
melayani kebutuhan mobilitas masyarakat.
Dalam dinamika tersebut, kami memahami peran aktif In this dynamic environment, we understand the active
Direksi dalam membangun prinsip-prinsip keberlanjutan role of the Board of Directors in building sustainability
pada kebijakan dan kegiatan bisnis KAI. Untuk memantau principles into KAI's policies and business activities. To
dan memastikan penerapan praktik keberlanjutan yang monitor and ensure the optimal implementation of
optimal, Direksi memanfaatkan rapat-rapat Direksi yang sustainability practices, the Board of Directors utilizes
dilaksanakan secara berkala. Direksi juga melakukan regular Board meetings. The Board of Directors also
monitoring dan evaluasi atas setiap capaian program- monitors and evaluates every achievement of KAI's
program KAI yang berkaitan langsung dengan aspek ESG. programs directly related to ESG aspects. Overall, the
Secara umum, Direksi menilai bahwa capaian kinerja Board of Directors assesses that KAI's sustainability
keberlanjutan KAI pada tahun 2023 telah menunjukkan performance in 2023 has shown a good improvement
peningkatan yang baik dibandingkan tahun sebelumnya. compared to the previous year.
PERUBAHAN KOMPOSISI ANGGOTA DIREKSI
CHANGES IN THE COMPOSITION OF THE MEMBERS OF THE BOARD OF DIRECTORS
Berdasarkan Keputusan Menteri BUMN Selaku Rapat Based on the decision of the Minister of State-Owned
Umum Pemegang Saham Perusahaan Nomor PER–11/ Enterprises acting as the General Meeting of Shareholders
MBU/07/2021 tentang Persyaratan, Tata Cara of the Company Number PER-11/MBU/07/2021 regarding
Pengangkatan, dan Pemberhentian Anggota Direksi the Requirements, Procedures for Appointment, and
Badan Usaha Milik Negara sebagaimana telah diubah Dismissal of Members of the Board of Directors of State-
dengan: Owned Enterprises as amended by:
1. Peraturan Menteri Badan Usaha Milik Negara Nomor 1. Regulation of the Minister of State-Owned
Per-7/MBU/09/2022, bahwa Sdr Eko Purwanto telah Enterprises Number PER-7/MBU/09/2022, Mr. Eko
diangkat sebagai Direktur Utama PT Industri Kereta Purwanto has been appointed as President Director
Api (Persero) sehingga jabatan yang bersangkutan of PT Industri Kereta Api (Persero), resulting in the
Sebagai Direktur Pengelolaan Sarana di PT Kereta termination of his position as Director of Rolling
Api Indonesia (Persero) berakhir, sehingga susunan Stock Management at PT Kereta Api Indonesia
anggota Dewan Direksi Perusahaan menjadi (Persero), thus the composition of the Board of
sebagai berikut: Directors of the Company is as follows:
Direktur Utama / President Director Didiek Hartantyo
Direktur Niaga / Managing Director of Commercial Hadis Surya Palapa
Direktur Operasi / Managing Director of Operations Awan Hermawan Purwadinata
Direktur Pengelolaan Prasarana / Managing Director of Infrastructure Heru Kuswanto
Direktur Pengelolaan Sarana / Managing Director of Rolling Stock -
Laporan Tahunan dan Keberlanjutan
54 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 55
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Direktur Keselamatan dan Keamanan / Managing Director of Safety and Sandry Pasambuna
Security
Direktur SDM dan Umum / Managing Director of HR and General Affairs Suparno
Direktur Perencanaan Strategis dan Pengembangan Usaha / Managing John Robertho
Director of Strategic Planning and Business Development
Direktur Keuangan dan Manajemen Risiko / Managing Director of Salusra Wijaya
Finance and Risk Management
2. Keputusan Menteri Badan Usaha Milik Negara 2. Decision of the Minister of State-Owned Enterprises
Nomor SK-322/MBU/11/2023, berdasarkan Akta No.50 Number SK-322/MBU/11/2023, based on Deed No.
tanggal 12 Desember 2023 dan No. 09 tanggal 02 50 dated December 12 th, 2023, and No. 09 dated
November 2022 dibuat di hadapan Notaris Nining November 2 nd, 2022, made before Notary Nining
Puspitaningtyas, S.H., Sp.1., M.H. Notaris di Bandung Puspitaningtyas, S.H., Sp.1., M.H., a Notary in
yang telah mendapat persetujuan dari Kementerian Bandung, which has been approved by the Ministry
Hukum dan Hak Asasi Manusia dengan Surat of Law and Human Rights with Decree No. AHU-
Keputusan No. AHU-AH.01.09-0195208 tanggal 12 AH.01.09-0195208 dated December 12 th, 2023,
Desember 2023, mengalihkan penugasan Sdr John reallocates Mr. John Robertho's assignment as
Robertho sebagai Direktur Perencanaan Strategis Director of Strategic Planning and Rolling Stock
dan Pengelolaan Sarana dan mengangkat Sdr Rudi Management and appoints Mr. Rudi As Aturridha
As Aturridha sebagai Direktur Pengembangan as Director of Business Development and
Usaha dan Kelembagaan, sehingga susunan Institutional Relations, thus the composition of the
anggota Dewan Direksi Perusahaan menjadi Board of Directors of the Company is as follows:
sebagai berikut:
Direktur Utama / President Director Didiek Hartantyo
Direktur Niaga / Managing Director of Commercial Hadis Surya Palapa
Direktur Operasi / Managing Director of Operations Awan Hermawan Purwadinata
Direktur Pengelolaan Prasarana / Managing Director of Infrastructure Heru Kuswanto
Direktur Perencanaan Strategis dan Pengelolaan Sarana / Managing John Robertho
Director of Strategic Planning and Rolling Stock
Direktur Keselamatan dan Keamanan / Managing Director of Safety and Sandry Pasambuna
Security
Direktur SDM dan Umum / Managing Director of HR and General Affairs Suparno
Direktur Pengembangan Usaha dan Kelembagaan / Managing Director Rudi As Aturridha
of Business Development and Institutional Relations
Direktur Keuangan dan Manajemen Risiko / Managing Director of Salusra Wijaya
Finance and Risk Management
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 55
Annual and Sustainability Report
Page 56
Laporan Manajemen
Management Report
PENUTUP
CLOSING
Kami menghaturkan terima kasih dan apresiasi tinggi We extend our sincere thanks and high appreciation to
kepada seluruh pemangku kepentingan, terutama all stakeholders, especially management and employees,
manajemen dan karyawan yang telah memberikan for their trust, commitment, hard work, loyalty, and
kepercayaan, komitmen, kerja keras, loyalitas, dan kerja cooperation throughout 2023, which enabled KAI to
sama selama tahun 2023 sehingga KAI mampu achieve satisfying performance in 2023. The Board of
memperoleh kinerja memuaskan pada tahun 2023. Direksi Directors also expresses deep gratitude and appreciation
juga mengucapkan terima kasih dan penghargaan yang to the Board of Commissioners for their advice and
mendalam kepada Dewan Komisaris karena telah oversight, ensuring that the Company's operations and
memberikan nasihat dan pengawasan sehingga business management meet the set targets.
pengelolaan operasi dan bisnis Perseroan dapat
memenuhi target yang telah ditetapkan.
Semoga perjalanan dan capaian selama tahun 2023 dapat May the journey and achievements throughout 2023 serve
menjadi cerminan bagi langkah kita bersama di tahun- as a reflection for our steps together in the coming years,
tahun mendatang, mengoptimalkan potensi terbaik agar optimizing the best potential so that the Company can
Perusahaan dapat memberi layanan terbaik bagi negeri. provide the best service for the country.
Bandung, September 2024 / September, 2024
Atas Nama Direksi, /
On Behalf of the Board of Directors,
DIDIEK HARTANTYO
Direktur Utama
President Director
Laporan Tahunan dan Keberlanjutan
56 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 57
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Halaman sengaja dibiarkan kosong
Page intentionally left blank
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 57
Annual and Sustainability Report
Page 58
Laporan Manajemen
Management Report
1 Didiek Hartantyo Direktur Utama / President Director
2 Hadis Surya Palapa Direktur Niaga / Managing Director of Commerce
3 Awan Hermawan Purwadinata Direktur Operasi / Managing Director of Operation
Direktur Pengelolaan Prasarana / Managing Director of
4 Heru Kuswanto
Infrastructure
Direktur Keselamatan dan Keamanan / Managing Director of
5 Sandry Pasambuna
Safety and Security
Laporan Tahunan dan Keberlanjutan
58 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 59
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Direktur SDM dan Umum / Managing Director of Human Capital
6 Suparno
& General Affairs
Direktur Perencanaan Strategis dan Pengelolaan Sarana /
7 John Robertho
Managing Director of Strategic Planning and Rolling Stock
Direktur Keuangan dan Manajemen Risiko / Managing Director
8 Salusra Wijaya
of Finance and Risk Management
Direktur Pengembangan Usaha & Kelembagaan / Managing
9 Rudi As Aturridha
Director of Business Development and Institutional Relations
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 59
Annual and Sustainability Report
Page 60
Laporan Manajemen
Management Report
LAPORAN DEWAN KOMISARIS
BOARD OF COMMISSIONERS REPORT
Para Pemegang Saham dan Pemangku Kepentingan yang terhormat,
Respected Shareholders and Stakeholders,
Puji syukur kami panjatkan kepada Tuhan Yang Maha We give thanks to God Almighty for His mercy and grace
Esa atas rahmat dan karunia-Nya sehingga PT Kereta Api so that PT Kereta Api Indonesia (Persero) is able to provide
Indonesia (Persero) mampu memberikan kinerja optimal performance during 2023. Through various
optimal selama tahun 2023. Melalui berbagai inovasi dan innovations and adaptations, KAI is able to take
adaptasi, KAI mampu memanfaatkan momentum advantage of the recovery momentum after the Covid-19
pemulihan pasca pandemi Covid-19, tercermin dari pandemic, as reflected in increasing production
meningkatnya kinerja produksi. KAI bersama entitas anak performance. KAI and its subsidiaries always strive to fulfill
senantiasa berupaya memenuhi tanggung jawabnya their responsibility to provide railway transportation
untuk memberikan layanan transportasi perkeretaapian services in Indonesia that can support the creation of
di Indonesia yang dapat menunjang terciptanya sustainable economic growth for the community.
pertumbuhan ekonomi masyarakat secara berkelanjutan.
Kami menyadari, pemulihan perekonomian pasca We realize that economic recovery after the Covid-19
pandemi Covid-19 belum merata di seluruh sektor. pandemic has not been evenly distributed across all
Perekonomian global yang masih berupaya pulih sectors. The global economy, which is still trying to
mendapatkan tantangan dari sejumlah krisis geopolitik recover, is being challenged by a number of geopolitical
dan perlambatan di sejumlah negara maju. Meskipun crises and slowdowns in a number of developed countries.
demikian, kita patut bersyukur atas ketangguhan Nevertheless, we should be grateful for the resilience of
perekonomian nasional yang masih mampu mencatatkan the national economy which was still able to record
pertumbuhan di atas 5%. Dalam situasi tersebut Dewan growth above 5%. In this situation, the Board of
Komisaris memandang Direksi, manajemen, dan seluruh Commissioners views that the Board of Directors,
karyawan KAI mampu menunjukkan komitmen dan management and all KAI employees are able to
dedikasi tinggi yang tercermin pada kinerja keuangan demonstrate high commitment and dedication which
Perusahaan. Kami juga menilai, inisiatif strategi Direksi is reflected in the Company's financial performance. We
mampu menjawab sejumlah tantangan yang menjadi also assess that the Board of Directors' strategic initiatives
perhatian Dewan Komisaris selama tahun 2023. are able to answer a number of challenges that are of
concern to the Board of Commissioners during 2023.
Secara khusus, Dewan Komisaris memberi perhatian pada In particular, the Board of Commissioners is paying
sejumlah isu selama tahun 2023, antara lain penyelesaian attention to a number of issues during 2023, including
Proyek Strategis Nasional (PSN) LRT Jabodebek dan Kereta the completion of the Jabodebek LRT National Strategic
Cepat Jakarta Bandung (KCJB) Whoosh; pengembangan Project (PSN) and the Jakarta Bandung Fast Train (KCJB)
Sarana dan Prasarana Perkeretaapian Umum di Sumatera Whoosh; development of Public Railway Rolling Stock
Bagian Selatan; isu IMO dan TAC, kecelakaan KA, serta and Infrastructure in Southern Sumatra; IMO and TAC
isu-isu keberlanjutan di masa mendatang. issues, train accidents, and future sustainability issues.
Laporan Tahunan dan Keberlanjutan
60 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 61
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
SAID AQIL SIROJ
Komisaris Utama / Komisaris Independen
Chief Commissioner / Independent Commissioner
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 61
Annual and Sustainability Report
Page 62
Laporan Manajemen
Management Report
PENILAIAN TERHADAP KINERJA DIREKSI
ASSESSMENT OF DIRECTORS' PERFORMANCE
Secara umum, Dewan Komisaris menilai Direksi telah In general, the Board of Commissioners assesses that the
menunjukkan kinerja optimal dalam mengelola Board of Directors has demonstrated optimal performance
perusahaan. Hal tersebut tercermin pada pencapaian in managing the company. This is reflected in the
kinerja keuangan Perusahaan yang positif di tahun 2023. Company's positive financial performance in 2023. The
Meningkatnya volume jasa angkutan penumpang dan increase in the volume of passenger and freight
barang yang mendorong naiknya pendapatan dan laba transportation services which has driven up the
Perusahan tersebut juga disertai dengan ketepatan waktu Company's revenue and profits is also accompanied by
keberangkatan dan kedatangan kereta yang semakin improved train departure and arrival times.
baik.
Tahun 2023 juga menjadi bagian sejarah penting The year 2023 will also be an important part of the history
perkeretaapian Indonesia dengan beroperasinya dua of Indonesian railways with the operation of two National
Proyek Strategis Nasional (PSN) yaitu LRT Jabodebek dan Strategic Projects (PSN), namely the Jabodebek LRT and
Kereta Cepat Jakarta Bandung. LRT Jabodebek the Jakarta Bandung Fast Train. The Jabodebek LRT is
merupakan transportasi yang menerapkan teknologi transportation that applies Communication Based Train
Communication Based Train Control (CBTC) dengan Control (CBTC) technology with the first GoA 3 Grade of
sistem operasi GoA 3 Grade of Automation 3 (driverless) Automation 3 (driverless) operating system in Indonesia,
yang pertama di Indonesia, dengan seluruh with all train operations controlled from the OCC. The
pengoperasian kereta dikendalikan dari OCC. LRT Jabodebek LRT, which was inaugurated by Indonesian
Jabodebek yang diresmikan oleh Presiden RI Joko President Joko Widodo on August 28 th 2023, received a
Widodo pada 28 Agustus 2023 tersebut mendapatkan positive response from the public. Likewise with KCJB
tanggapan yang positif dari masyarakat. Begitu juga Whoosh which was launched on October 2 nd 2023. In
halnya dengan KCJB Whoosh yang diluncurkan pada 2 accordance with Presidential Decree no. 93/2021, the
Oktober 2023. Sesuai Perpres No. 93/2021, Pemerintah Government has mandated KAI as the leader of the SOE
telah mengamanatkan KAI sebagai pimpinan consortium to accelerate the completion of the Jakarta
konsorsium BUMN untuk percepatan penyelesaian - Bandung high-speed train project. The operation of the
proyek kereta cepat Jakarta - Bandung. Beroperasinya KCJB is an important record of Indonesian railway history
KCJB ini merupakan salah satu catatan penting sejarah which also raises a sense of national pride.
perkeretaapian Indonesia yang juga membangkitkan rasa
kebanggaan nasional.
Kami juga menilai, upaya pengembangan Sarana dan We also consider efforts to develop Public Railway Rolling
Prasarana Perkeretaapian Umum di Sumatera Bagian Stock and Infrastructure in Southern Sumatra as a
Selatan sebagai langkah strategis dalam mendorong strategic step in encouraging national economic growth,
pertumbhan ekonomi nasional, khususnya pada moda especially in the mode of transportation in Southern
transportasi di Sumatera Bagian Selatan. Sumatra. This development is one of the company's efforts
Pengembangan tersebut merupakan salah satu upaya to carry out the National Strategic Project (PSN) based
perusahaan dalam menjalankan Proyek Strategis Nasional on RI Presidential Decree Number 109 of 2020 concerning
(PSN) berdasarkan Perpres RI Nomor 109 Tahun 2020 the third amendment to PP Number 3 of 2016 concerning
tentang perubahan ketiga atas PP Nomor 3 Tahun 2016 the Acceleration of Implementation of National Strategic
tentang Percepatan Pelaksanaan Proyek Strategis Projects, namely the Lahat - Muaraenim - Prabumulih -
Nasional yaitu Kereta Api Logistik Lahat - Muaraenim – Tarahan/Lampung Logistics Train , and Prabumulih -
Prabumulih - Tarahan/Lampung, dan Prabumulih - Kertapati/Palembang. This development will continue
Kertapati/Palembang. Pengembangan ini akan terus until 2024.
dilanjutkan hingga tahun 2024.
Di sisi lain, kami masih menyoroti isu track access charge On the other hand, we are still highlighting the issue of
(TAC) dan infrastructure maintenance and operation track access charge (TAC) and infrastructure
(IMO) sebagai tantangan bagi Perusahaan. Pada tahun maintenance and operation (IMO) as challenge for the
2023 prognosa kompensasi Pemerintah dari IMO dibawah Company. In 2023, the Government's compensation
besaran TAC tahun 2023 yang ditagihkan oleh Pemerintah. prognosis from IMO below the 2023 TAC amount charged
Kami menilai perlunya upaya perbaikan tata kelola IMO by the Government. We assess the need for efforts to
dan TAC berupa Perubahan Peraturan Presiden Nomor improve IMO and TAC governance in the form of
53 Tahun 2012 sebagai payung hukum pelaksanaan amendments to Presidential Regulation Number 53 of
penugasan IMO TA 2023, perbaikan tata kelola penugasan 2012 as a legal umbrella for implementing IMO
IMO, dan penyelesaian isu backlog IMO TA 2015-2022 assignments for FY 2023, improving governance of IMO
serta perubahan PMK 138 tahun 2021 terkait formula assignments, and resolving the IMO backlog issue for FY
perhitungan TAC agar segera diselesaikan demi 2015-2022 as well as changes to PMK 138 of 2021 regarding
Laporan Tahunan dan Keberlanjutan
62 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 63
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
keberlangsungan usaha PT KAI. Dewan Komisaris the formula. TAC calculations must be completed
mengharapkan kebijakan ke depan mampu memberikan immediately for the continuity of PT KAI's business. The
solusi terkait dengan permasalahan IMO dan TAC. Dewan Board of Commissioners hopes that future policies will
Komisaris juga mengharapkan perawatan infrastruktur be able to provide solutions related to IMO and TAC
tetap menjadi skala prioritas memperhatikan aspek problems. The Board of Commissioners also hopes that
keselamatan merupakan hal utama yang harus infrastructure maintenance will remain a priority, paying
diperhatikan. Apalagi, permasalahan terkait dengan attention to safety aspects as the main thing that must
Kecelakaan Kereta Api (KKA) masih terjadi pada tahun be considered. Moreover, problems related to Train
2023. Komitmen Direksi meningkatkan keselamatan Accidents (KKA) will still occur in 2023. The Directors'
penumpang melalui perawatan sarana dan prasarana commitment to improving passenger safety through
secara rutin menjadi langkah penting di tengah routine maintenance of Rolling Stock and infrastructure
tantangan masih rendahnya IMO yang akan diberikan is an important step amidst the challenges of the low
Pemerintah. Pola operasi harus dijalankan seefisien IMO that will be provided by the Government.
mungkin untuk meningkatkan volume angkutan dan Operational patterns must be carried out as efficiently
menekan kemungkinan terjadinya KKA. as possible to increase transportation volume and reduce
the possibility of KKA.
Untuk menjaga keberlanjutan bisnis Perusahan, kami To maintain the sustainability of the Company's business,
menilai Direksi beserta manajemen dan seluruh karyawan we believe that the Board of Directors, management and
harus senantiasa mempersiapkan diri pada tantangan all employees must always prepare themselves for the
perubahan dan disrupsi bisnis yang terjadi di masa yang challenges of change and business disruption that will
akan datang. Dengan beroperasinya dua PSN yang occur in the future. With the operation of two PSNs which
merupakan penugasan Pemerintah yaitu KCJB dan LRT are assigned by the Government, namely KCJB and LRT
Jabodebek, KAI harus mampu mengoptimalkan kinerja Jabodebek, KAI must be able to optimize the
kedua proyek tersebut agar tidak hanya bermanfaat performance of these two projects so that they not only
kepada masyarakat dan negara, tetapi juga memberikan benefit society and the country, but also have a positive
dampak yang positif bagi perusahaan. Dalam hal ini, impact on the company. In this case, strategies and
diperlukan strategi dan inovasi untuk meningkatkan innovation are needed to increase transportation
volume angkutan melalui operasi yang efisien dan volumes through efficient operations and prioritizing
mengedepankan keselamatan. safety.
PENGAWASAN DEWAN KOMISARIS
DALAM PERUMUSAN DAN IMPLEMENTASI
STRATEGI YANG DILAKUKAN OLEH DIREKSI
SUPERVISION OF THE BOARD OF COMMISSIONERS IN THE FORMULATION AND
IMPLEMENTATION OF STRATEGIES CARRIED OUT BY THE BOARD OF DIRECTORS
Selama tahun 2023, Dewan Komisaris telah menjalankan During 2023, the Board of Commissioners has carried
fungsi pengawasan terhadap kinerja Perseroan. Arahan, out a supervisory function over the Company's
saran, dan nasihat Dewan Komisaris diberikan secara performance. Directions, suggestions and advice from
berkala kepada Direksi melalui rapat rutin, antara lain the Board of Commissioners are provided periodically to
rapat internal Dewan Komisaris, termasuk rapat Dewan the Board of Directors through regular meetings,
Komisaris dengan mengikutsertakan Direksi. Hingga akhir including internal meetings of the Board of
tahun 2023, Dewan Komisaris telah melaksanakan Commissioners, including Board of Commissioners
sebanyak 14 kali rapat gabungan bersama Direksi. Di meetings involving the Board of Directors. Until the end
samping itu, Dewan Komisaris juga turun langsung ke of 2023, the Board of Commissioners has held 14 joint
wilayah kerja/operasional untuk meninjau pelaksanaan meetings with the Board of Directors. In addition, the
strategi Perseroan. Sepanjang tahun 2023 Dewan Board of Commissioners also goes directly to work/
Komisaris telah melakukan 30 kali kunjungan kerja ke operational areas to review the implementation of the
berbagai wilayah kerja KAI. Company's strategy. Throughout 2023, the Board of
Commissioners has carried out 30 working visits to various
KAI work areas.
Selain itu, Dewan Komisaris telah melakukan pengawasan In addition, the Board of Commissioners has supervised
terhadap perumusan strategi dan implementasi strategi the formulation of strategy and implementation of the
Perseroan agar sesuai peraturan perundang-undangan Company's strategy so that it complies with applicable
yang berlaku dan Anggaran Dasar Perseroan. Dalam hal laws and regulations and the Company's Articles of
ini, Dewan Komisaris melakukan pengawasan terhadap Association. In this case, the Board of Commissioners
penyusunan Rencana Jangka Panjang Perusahaan (RJPP) supervises the preparation of the Company's Long Term
dan Rencana Kerja dan Anggaran Perusahaan (RKAP) Plan (RJPP) and Annual Company Work and Budget Plan
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 63
Annual and Sustainability Report
Page 64
Laporan Manajemen
Management Report
Tahunan. Berdasarkan PER-2/MBU/03/2023 tanggal 24 (RKAP). Based on PER-2/MBU/03/2023 dated March 24 th
Maret 2023 tentang Pedoman Tata Kelola dan Kegiatan 2023 concerning Guidelines for Governance and
Korporasi Signifikan Badan Usaha Milik Negara, Significant Corporate Activities of State-Owned
pengawasan Dewan Komisaris meliputi: Enterprises, supervision of the Board of Commissioners
includes:
1. Pengawasan implementasi Blue Print/RJPP. 1. Blue Print /RJPP implementation.
2. Pengawasan implementasi RKAP. 2. Supervision of RKAP implementation.
3. Pengawasan sistem pengendalian internal 3. Supervision of the Company's internal control
Perusahaan. system.
4. Pengawasan manajemen risiko perusahaan. 4. Supervision of corporate risk management.
5. Pengawasan sistem teknologi informasi perusahaan. 5. Supervision of company information technology
systems.
6. Pengawasan kebijakan dan pelaksanaan SDM 6. Supervision of HR policies and implementation
(termasuk diklat dan remunerasi). (including training and remuneration).
7. Pengawasan kebijakan akuntansi dan penyusunan 7. Supervision of accounting policies and preparation
laporan keuangan (termasuk usulan KAP). of financial reports (including KAP proposals).
8. Pengawasan kebijakan dan pelaksanaan 8. Supervision of procurement policies and
pengadaan. implementation.
9. Pengawasan kebijakan dan pelaksanaan pemasaran. 9. Supervision of marketing policies and
implementation.
10. Pengawasan kebijakan mutu dan layanan. 10. Supervision of quality and service policies.
11. Pengawasan kebijakan dan pelaksanaan riset dan 11. Supervision of company research and development
pengembangan perusahaan. policies and implementation.
12. Pengawasan terhadap peraturan perundangan dan 12. Supervision of laws and regulations and agreements
perjanjian dengan pihak ketiga. with third parties.
Kami menilai, proses perumusan dan implementasi We assess that the process of formulating and
strategi perusahaan telah dilakukan Direksi dengan baik. implementing the company's strategy has been carried
Direksi selalu mengkaji setiap strategi yang akan out well by the Board of Directors. The Board of Directors
diimplementasikan pada perusahaan dari berbagai aspek always reviews every strategy that will be implemented
secara komprehensif, mencakup keuangan, manajemen in the company from various aspects in a comprehensive
risiko, hukum dan sosial. Direksi juga selalu berkoordinasi manner, including finance, risk management, legal and
dan menjalin hubungan baik dengan pihak terkait, seperti social. The Board of Directors also always coordinates and
Pemegang Saham, Dewan Komisaris, serta kementerian maintains good relations with related parties, such as
teknis dan pihak lainnya yang terlibat. Shareholders, the Board of Commissioners, as well as
technical ministries and other parties involved.
PANDANGAN ATAS PROSPEK USAHA
PERSEROAN YANG DISUSUN OLEH DIREKSI
VIEWS ON THE COMPANY'S BUSINESS PROSPECTS
PREPARED BY THE BOARD OF DIRECTORS
Berdasarkan laporan World Economic Outlook (WEO) yang Based on the World Economic Outlook (WEO) report
diterbitkan Dana Moneter Internasional (IMF) pada 10 published by the International Monetary Fund (IMF) on
Oktober 2023, pertumbuhan ekonomi global di tahun October 10 th 2023, global economic growth in 2024 will
2024 akan mencapai sebesar 2,9%, turun 0,1% dari reach 2.9%, down 0.1% from the projected global
proyeksi pertumbuhan ekonomi global tahun 2023 yang economic growth in 2023 which reaches 3%. The global
mencapai sebesar 3%. Perekonomian global juga masih economy is also still overshadowed by various conditions
dibayangi berbagai kondisi ketidakpastian global, mulai of global uncertainty, ranging from never-ending
dari konflik geopolitik yang tak kunjung usai, geopolitical conflicts, weakening economic growth in
pertumbuhan ekonomi China dan Amerika Serikat yang China and the United States, volatility in commodity prices,
melemah, volatilitas harga komoditas, hingga ancaman to the threat of climate change. These global conditions
perubahan iklim. Kondisi global tersebut, tentu dapat can certainly have a significant impact on the Indonesian
memberikan dampak yang signifikan pada perekonomian economy if the Government, regulators, industry players
Indonesia apabila Pemerintah, regulator, pelaku industri and other stakeholders do not prepare anticipatory steps.
dan pemangku kepentingan lainnya tidak menyiapkan Meanwhile, Indonesia's economic growth in 2024 is
langkah antisipatif. Adapun pertumbuhan ekonomi predicted to remain stable at around 5%. The Indonesian
Indonesia tahun 2024 diperkirakan masih tetap stabil di government has set a target for Indonesia's economic
kisaran 5%. Adapun Pemerintah Indonesia telah growth in 2024 at 5.2%. Indonesia's inflation is projected
menetapkan target pertumbuhan ekonomi Indonesia at 2.8% with the Rupiah exchange rate at around Rp15,000
Laporan Tahunan dan Keberlanjutan
64 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 65
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
tahun 2024 sebesar 5,2%. Inflasi Indonesia diproyeksikan per US dollar.
sebesar 2,8% dengan nilai tukar Rupiah pada kisaran
Rp15.000 per dolar AS.
Kami sependapat dengan evaluasi Direksi atas prospek We agree with the Board of Directors' evaluation of KAI's
bisnis KAI yang akan sejalan dengan kondisi business prospects, which will align with national
perekonomian nasional di tengah-tengah kontestasi economic conditions amidst the political contestation
politik di tahun 2024. Mempertimbangkan prospek in 2024. Considering Indonesia's economic growth
pertumbuhan ekonomi Indonesia, kami juga menilai prospects, we also assess KAI's Work Plan and Budget
RKAP KAI untuk tahun 2024 yang memproyeksikan (RKAP) for 2024, which projects positive growth in both
pertumbuhan positif pada jasa angkutan maupun non transportation and non-transportation services, as a
angkutan merupakan target realistis dan dapat menjadi realistic target that can provide a strong foundation for
landasan kuat untuk mempertahankan kinerja dalam maintaining long-term performance. These targets have
jangka panjang. Target-target tersebut telah considered the strength of production tools, the
mempertimbangkan kekuatan alat produksi, kemampuan capabilities of human resources, as well as several
SDM, serta sejumlah investasi yang direncanakan untuk investments planned for 2024.
tahun 2024.
Terhadap prospek usaha yang disusun Direksi, kami Regarding the business prospects prepared by the Board
menyoroti pentingnya memastikan kegiatan usaha yang of Directors, we emphasize the importance of ensuring
berkelanjutan di masa mendatang. Kami juga sustainable business activities in the future. We also
menyarankan Direksi untuk terus melakukan adaptasi suggest that the Board of Directors continue to adapt
dan inovasi guna meningkatkan layanan, and innovate to enhance services, prioritize infrastructure
memprioritaskan perawatan infrastruktur yang berkaitan maintenance directly related to passenger safety aspects,
langsung dengan aspek keselamatan penumpang, serta and conduct efficient operations. The existing business
menjalankan operasi yang efisien. Adapun risiko bisnis risks must be continuously monitored and anticipated
yang ada harus terus dipantau dan segera diantisipasi before they develop into difficult problems. In this regard,
sebelum berkembang menjadi permasalahan yang sulit we believe that the Board of Directors has well-prepared
diatas. Dalam hal ini, kami menilai Direksi telah menyusun risk mitigation strategies for the company's three main
strategi mitigasi risiko dengan baik pada tiga risiko utama risks: financial, safety and environmental, and
Perseroan yaitu keuangan, keselamatan dan lingkungan, operational.
serta operasional.
PANDANGAN ATAS PENERAPAN TATA KELOLA
PERUSAHAAN YANG BAIK
VIEWS ON THE IMPLEMENTATION OF GOOD CORPORATE GOVERNANCE
Implementasi tata kelola perusahaan yang baik (Good Implementation of good corporate governance (GCG) is
Corporate Governance / GCG) merupakan upaya KAI KAI's effort to realize sustainable business. We believe
mewujudkan bisnis yang berkelanjutan. Kami meyakini, that implementing GCG in every business line in
implementasi GCG di setiap lini bisnis sesuai peraturan accordance with applicable laws and regulations can
perundang-undangan yang berlaku dapat menciptakan create added value for all stakeholders. During 2023, the
nilai tambah (value added) bagi semua pemangku Board of Commissioners assesses that the implementation
kepentingan. Selama tahun 2023, Dewan Komisaris of GCG has been carried out well based on GCG principles.
menilai penerapan GCG telah dijalankan dengan baik The implementation of corporate governance is very
berdasarkan prinsip-prinsip GCG. Penerapan tata kelola good. The company has committed to implementing GCG
perusahaan sudah sangat baik. Perusahaan telah principles in every line of the organization so that it runs
berkomitmen untuk menerapkan prinsip-prinsip GCG well, orderly and sustainably. The company has also
di setiap lini organisasi agar berjalan dengan baik, tertib supported increasing the role of risk management in
dan berkelanjutan. Perusahaan juga telah mendukung every company business process so that it can mitigate
peningkatan peran manajemen risiko dalam setiap proses the impacts that will occur. The Board of Commissioners
bisnis perusahaan sehingga dapat memitigasi dampak also supports the Company's efforts to prepare a short,
yang akan terjadi. Dewan Komisaris turut mendukung medium and long term ESG Roadmap, which will begin
upaya Perseroan menyusun Roadmap ESG jangka to be implemented in 2024.
pendek, menengah, dan panjang, yang akan mulai
diimplementasikan pada 2024.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 65
Annual and Sustainability Report
Page 66
Laporan Manajemen
Management Report
SISTEM MANAJEMEN RISIKO RISK MANAGEMENT SYSTEM
Dewan Komisaris memberikan dukungan penuh terhadap The Board of Commissioners provides full support for the
penerapan manajemen risiko di lingkungan Perusahaan. implementation of risk management within the
Kami memahami pentingnya sistem manajemen risiko Company. We understand the importance of an effective
yang efektif dan efisien dalam melakukan mitigasi mulai and efficient risk management system in carrying out
dari asesmen, pengawasan, hingga tindakan mitigation starting from assessment, supervision, to
pengendalian risiko bisnis perusahaan. Berangkat dari controlling company business risks. Based on this
pemahaman tersebut, Perseroan menerapkan sistem understanding, the Company implements a risk
manajemen risiko yang mengacu pada ISO 31000:2018 management system that refers to ISO 31000:2018 Risk
Risk Management – Guidelines sehingga Perseroan Management - Guidelines so that the Company is able
mampu menangkap peluang usaha dan mengelola risiko to capture business opportunities and manage risks by
dengan pelaksanaan mitigasi risiko yang efektif. implementing effective risk mitigation.
Perseroan menjalankan proses manajemen risiko melalui The Company carries out the risk management process
rangkaian siklus yang diawali dari kegiatan komunikasi through a series of cycles starting with communication
dan konsultasi untuk mendapatkan informasi terbaik and consultation activities to obtain the best information
yang tersedia sebagai dasar dalam melakukan penentuan available as a basis for determining the context and risk
konteks dan asesmen risiko. Data dan informasi tersebut assessment. This data and information is obtained from
diperoleh dari proposal, project minicharter, justifikasi proposals, project minicharter, justification for the need
kebutuhan barang dan jasa, RAB, spesifikasi teknis, kajian for freight and services, budget plan, technical
finansial, studi kelayakan bisnis, dan kajian highest and specifications, financial studies, business feasibility
best use, serta dari kegiatan survei lapangan ke lokasi studies, and highest and best use studies, as well as from
objek-objek investasi. Berdasarkan data dan informasi field survey activities to the locations of investment
tersebut, Unit Manajemen Risiko mengidentifikasi objects. Based on this data and information, the Risk
potensi-potensi risiko yang dapat mempengaruhi Management Unit identifies potential risks that could
pencapaian strategi dan tujuan Perseroan termasuk affect the achievement of the Company's strategy and
tujuan setiap paket investasi yang tertuang dalam RKAP. objectives, including the objectives of each investment
package contained in the Company Work Plan and
Budget (RKAP).
Unit Manajemen Risiko juga melakukan kegiatan asesmen The Risk Management Unit also carries out periodic risk
risiko berkala berdasarkan usulan investasi RKAP dan assessment activities based on RKAP and Non-RKAP
Non RKAP, termasuk menjalankan asesmen risiko atas investment proposals, including carrying out risk
permintaan khusus dari direktorat tertentu (user). assessments at special requests from certain directorates
Perseroan melakukan penerapan risiko investasi dalam (users). The Company applies investment risk in order to
rangka menjamin penciptaan nilai (create value) dari guarantee the creation of value from the company's
kegiatan investasi perusahaan dengan tingkat investment activities with a decent level of return on
pengembalian investasi yang layak dan profitabilitas yang investment and increased profitability so that it is hoped
meningkat sehingga diharapkan dapat meningkatkan that it can increase the company's business growth.
pertumbuhan bisnis perusahaan. Selama tahun 2023, Unit During 2023, the Risk Management Unit has carried out
Manajemen Risiko telah menjalankan asesmen risiko tidak risk assessments not only limited to investments but also
hanya terbatas pada investasi saja tetapi juga melakukan carried out risk assessments outside of investments.
asesmen risiko di luar investasi.
Berdasarkan asesmen risiko yang telah dilakukan pada Based on the risk assessment carried out in 2023, the
tahun 2023, Unit Manajemen Risiko mengidentifikasi 22 Risk Management Unit identified 22 main risks for the
risiko utama Perusahaan terhadap RKAP 2023 yang Company towards the 2023 RKAP, consisting of 4 risks
terdiri dari 4 risiko dengan level inheren ekstrim, 12 risiko with extreme inherent levels, 12 risks with high inherent
dengan level inheren tinggi dan 6 risiko dengan level levels and 6 risks with moderate inherent levels, as well
inheren sedang, serta terdapat 41 mitigasi risiko yang as 41 risk mitigations. which must be acted upon. As of
harus ditindaklajuti. Sampai dengan triwulan IV 2023, the fourth quarter of 2023, risk mitigation follow-up has
telah dilakukan tindaklanjut mitigasi risiko oleh unit been carried out by the relevant units with 29 mitigations
terkait dengan 29 mitigasi telah selesai dilaksanakan, 11 having been completed, 11 mitigations are still in process
mitigasi masih dalam proses dan 1 mitigasi tidak dapat and 1 mitigation cannot be followed up by the Mitigation
ditindaklanjuti oleh PIC Mitigasi karena sudah tidak PIC because it is no longer relevant to current conditions.
relevan dengan kondisi saat ini. Monitoring dilakukan Monitoring is carried out by filling out risk mitigation follow-
melalui pengisian form tindak lanjut mitigasi risiko maupun up forms or by monitoring directly with the Risk Taking
dengan cara memantau secara langsung ke para Risk Units (RTU).
Taking Unit (RTU).
Mengacu pada ISO 31000:2018, pengelolaan risiko Referring to ISO 31000:2018, the Company's risk
Perseroan akan dapat berjalan efektif jika dilakukan oleh management will be able to run effectively if it is carried
Laporan Tahunan dan Keberlanjutan
66 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 67
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
seluruh unit bisnis atau yang disebut sebagai out by all business units or what is known as integrated
manajemen risiko terpadu (Enterprise Risk Management/ risk management (Enterprise Risk Management /ERM).
ERM). Untuk itu, dalam rangka penerapan ERM, Perseroan For this reason, in the context of implementing ERM, the
telah menerapkan aplikasi SMARTKA untuk memfasilitasi Company has implemented the SMARTKA application
pelaksanaan penerapan Sistem Manajemen Risiko to facilitate the implementation of the Integrated Risk
Terpadu. Keberadaan aplikasi SMARTKA guna Management System. The existence of the SMARTKA
mendukung pengelolaan risiko di seluruh unit bisnis/unit application supports risk management in all business
kerja (risk entity) melalui pelaksanaan Risk Control and units/work units (risk entities) through the
Self Assessment (RCSA). implementation of Risk Control and Self Assessment
(RCSA).
Pada tahun 2023 telah dilakukan evaluasi maturitas In 2023, an evaluation of the maturity of the
penerapan sistem manajemen risiko terpadu untuk implementation of the integrated risk management
periode tahun 2022 oleh Kantor Perwakilan Pengawas system for the 2022 period was carried out by the West
Keuangan dan Pembangunan (BPKP) Provinsi Jawa Barat. Java Province Financial and Development Supervisory
Berdasarkan Laporan Nomor: PE.09.02/LHP156/ Representative Office (BPKP). Based on Report Number:
PW10/4.1/2023 tanggal 6 April 2023 tentang Hasil Evaluasi PE.09.02/LHP156/PW10/4.1/2023 dated April 6 th, 2023
Maturitas tersebut, capaian tingkat maturitas penerapan concerning the Results of the Maturity Evaluation, the
sistem manajemen risiko pada PT Kereta Api Indonesia maturity level of risk management system implementation
(Persero) Tahun 2022 berada pada Level 3 (Defined) at PT Kereta Api Indonesia (Persero) in 2022 is at Level 3
dengan skor 3,0909. Hasil evaluasi atas tingkat maturitas (Defined) with score 3.0909. The results of the evaluation
penerapan manajemen risiko tersebut juga dapat of the maturity level of implementing risk management
menggambarkan level maturitas penerapan budaya risiko can also illustrate the maturity level of implementing risk
di perusahaan. culture in the company.
Secara keseluruhan, Dewan Komisaris menilai penerapan Overall, the Board of Commissioners assesses that the
sistem manajemen risiko di Perseroan selama tahun 2023 implementation of the risk management system in the
telah berjalan dengan baik. Company during 2023 has gone well.
SISTEM PENGENDALIAN INTERNAL INTERNAL CONTROL SYSTEM
Dalam rangka mencapai operasi yang sehat, aman, dan In order to achieve healthy, safe and integrity operations,
berintegritas, Perseroan menerapkan Sistem the Company implements an Internal Control System.
Pengendalian Internal. Dewan Komisaris menilai bahwa The Board of Commissioners assesses that throughout
sepanjang tahun 2023, Perseroan telah 2023, the Company has implemented a reliable and
mengimplementasikan sistem pengendalian yang andal effective control system.
dan efektif.
Perseroan mengadopsi Kerangka Kerja Pengendalian The Company adopted the Internal Control -Integrated
Internal yang Terintegrasi (Internal Control-Integrated Framework from The Committee of Sponsoring
Framework) dari The Committee of Sponsoring Organizations of the Treadway Commission (COSO) as a
Organizations of the Treadway Commission (COSO) conceptual framework for developing internal control
sebagai kerangka konseptual dalam mengembangkan within the Company. Therefore, the Company's internal
pengendalian internal di lingkungan Perseroan. Oleh control system is in line with the standards developed
karena itu, sistem pengendalian internal Perseroan by COSO, which includes five main components consisting
sejalan dengan standar yang dikembangkan oleh COSO, of Control Environment, Risk Assessment, Control
yaitu mencakup lima komponen utama terdiri dari Activities, Information and Communication, and
Lingkungan Pengendalian, Penilaian Risiko, Kegiatan Monitoring Activities. Each of these components includes
Pengendalian, Informasi dan Komunikasi, serta Kegiatan several principles and focus points that are designed and
Pemantauan. Masing-masing komponen ini mencakup implemented to achieve the objectives of the internal
beberapa prinsip dan poin fokus yang dirancang dan control system. Implementation of this internal control
diimplementasikan untuk mencapai tujuan sistem system is the responsibility of the Board of Directors.
pengendalian internal. Penerapan sistem pengendalian
internal ini merupakan tanggung jawab Direksi.
Guna menguji dan mengevaluasi efektivitas In order to test and evaluate the effectiveness of its
pelaksanaannya, Perseroan melakukan penilaian mandiri implementation, the Company carries out an
terhadap sistem pengendalian internal yang diterapkan. independent assessment of the internal control system
Penilaian ini memberikan keyakinan bahwa seluruh implemented. This assessment provides confidence that
tujuan operasional Perseroan dapat tercapai sesuai all of the Company's operational objectives can be
dengan target yang telah ditetapkan. achieved in accordance with the targets that have been
set.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 67
Annual and Sustainability Report
Page 68
Laporan Manajemen
Management Report
PANDANGAN DAN PERAN DEWAN VIEWS AND ROLE OF THE BOARD OF
KOMISARIS DALAM WHISTLEBLOWING COMMISSIONERS IN THE WHISTLEBLOWING
SYSTEM SYSTEM
Dewan Komisaris melakukan pengawasan aktif atas The Board of Commissioners carries out active supervision
pelaksanaan sistem pelaporan pelanggaran over the implementation of the whistleblowing system
(whistleblowing system) yang bertujuan untuk which aims to detect fraud and internal violations. This
mendeteksi kecurangan dan pelanggaran internal. Hal is part of the Company's commitment to support the
ini merupakan bagian dari komitmen Perseroan turut Government in eradicating criminal acts of corruption.
mendukung Pemerintah dalam melakukan For this reason, the Company and the Corruption
pemberantasan tindak pidana korupsi. Untuk itu, Eradication Commission (KPK) have signed a Cooperation
Perseroan dan Komisi Pemberantasan Korupsi (KPK) telah Agreement for Handling Complaints in Efforts to Eradicate
menandatangani Perjanjian Kerja Sama (PKS) Penanganan Corruption Crimes together with the Ministry of State-
Pengaduan Dalam Upaya Pemberantasan Tindak Pidana Owned Enterprises (SOE) and 26 other SOEs.
Korupsi bersama dengan Kementerian Badan Usaha Milik
Negara (BUMN) serta 26 BUMN lainnya.
KAI juga mendorong seluruh Insan Perseroan dan/atau KAI also encourages all Company Personnel and/or the
masyarakat untuk menyampaikan Pengaduan atas public to submit Complaints regarding actions taken by
tindakan yang dilakukan oleh Insan Perseroan bila Company Personnel if there are allegations of:
terdapat dugaan:
1. Tindak pidana Korupsi, yang meliputi kerugian 1. 1. Acts of corruption, including financial losses to
keuangan Perseroan, pemberian suap, penerimaan the Company, bribery, acceptance of bribes,
suap, penggelapan dalam jabatan, pemerasan, embezzlement in office, extortion, fraudulent acts,
perbuatan curang, benturan kepentingan dan/atau conflicts of interest, and/or gratuities.
gratifikasi.
2. Tindak pidana lain yang berkaitan dengan tindak 2. Other criminal acts related to corruption.
pidana korupsi.
3. Pelanggaran pedoman perilaku dan/atau 3. Violations of the code of conduct and/or the
pelanggaran kode etik Perusahaan. Company’s code of ethics.
4. Pelanggaran disiplin Pekerja 4. Employee disciplinary violations.
5. Tindak Diskriminasi 5. Acts of discrimination.
6. Tindak Kekerasan 6. Acts of violence.
7. Tindak Pelecehan 7. Acts of harassment.
Laporan pengaduan selanjutnya dikelola oleh unit The complaint report is then managed by the WBS
pengelola WBS yaitu Unit Corporate Secretary dan Unit management unit, namely the Corporate Secretary Unit
Quality Assurance and Good Corporate Governance yang and the Quality Assurance and Good Corporate
terdiri atas penelaah WBS, petugas verifikasi WBS, dan Governance Unit which consists of WBS reviewers, WBS
petugas administrasi WBS. Proses pengelolaan laporan verification officers and WBS administration officers. The
meliputi beberapa tahap. Setelah menerima laporan report management process includes several stages.
pengaduan, unit pengelola WBS melakukan administrasi, After receiving a complaint report, the WBS management
verifikasi dan telaah. Selanjutnya, hasil telaah tersebut unit conducts administration, verification, and review.
disampaikan kepada Direktur Utama sebagai The results of this review are then submitted to the
Penanggung Jawab WBS. Berdasarkan hasil telaah, President Director as the person responsible for the WBS.
penanggung jawab pengelola WBS meminta Kepala Based on the review, the WBS management head requests
Satuan Pengawas Intern untuk melakukan audit the Head of the Internal Audit Unit to conduct an
investigatif. Bila berdasarkan hasil audit investigatif investigative audit. If based on the results of the
ditemukan adanya dugaan penyimpangan dan/ atau investigative audit, suspected irregularities and/or
pelanggaran, penanggung jawab WBS akan meneruskan violations are found, the person in charge of the WBS
hasil audit investigatif kepada pejabat yang berwenang will forward the results of the investigative audit to the
menjatuhkan hukuman disiplin pekerja. Laporan official who has the authority to impose disciplinary
pengaduan dan hasil investigasi akan didokumentasikan penalties on workers. Complaint reports and investigation
oleh petugas database WBS. Selanjutnya, Dewan results will be documented by WBS database officers.
Komisaris berperan menelaah laporan pengaduan WBS Furthermore, the Board of Commissioners plays a role
dalam hal terlapor merupakan Direksi. in reviewing WBS complaint reports in the event that
the reported party is a Director.
Sepanjang tahun 2023, terdapat 17 laporan dugaan Throughout 2023, there were 17 reports of suspected
pelanggaran yang dilaporkan melalui WBS, dengan 3 violations submitted through the WBS. Of these, 3 were
diantaranya terbukti dan telah ditindaklanjuti oleh Unit substantiated and have been acted upon by the
yang berwenang, 3 laporan diteruskan kepada Pihak authorized unit, 3 reports were forwarded to the relevant
terkait karena di luar luang lingkup dan wewenang parties as they were outside the scope and authority of
Laporan Tahunan dan Keberlanjutan
68 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 69
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
pengelola WBS, dan sisanya tidak dapat ditindaklanjuti the WBS management, and the remaining reports could
karena tidak terbukti atau belum memenuhi syarat untuk not be followed up due to lack of evidence or failure to
dilakukan proses lebih lanjut. Dewan Komisaris menilai, meet the criteria for further processing. The Board of
implementasi WBS di Perseroan telah dijalankan Commissioners assesses that the implementation of WBS
dengan baik selama tahun 2023. in the Company has been carried out well during 2023.
PENILAIAN KINERJA KOMITE-KOMITE DI PERFORMANCE ASSESSMENT OF
BAWAH DEWAN KOMISARIS COMMITTEES UNDER THE BOARD OF
COMMISSIONERS
Dalam menjalankan fungsi pengawasan, Dewan Komisaris In carrying out its supervisory function, the Board of
dibantu oleh komite-komite yang berada di bawah Dewan Commissioners is assisted by committees under the Board
Komisaris yaitu Komite Audit, Komite Pemantau of Commissioners, namely the Audit Committee, Risk
Manajemen Risiko, serta Komite Nominasi dan Remunerasi. Management Monitoring Committee, and Nomination
and Remuneration Committee.
Komite Audit melakukan pengawasan atas kinerja Audit The Audit Committee supervises the performance of
Internal, Auditor Independen dalam melakukan audit Internal Audit, Independent Auditors in auditing
laporan keuangan, menelaah laporan Perseroan kepada financial reports, reviewing the Company's reports to
pihak luar, dan sistem pengendalian intern. Di samping external parties, and the internal control system. In
itu Komite Audit juga membantu Dewan Komisaris addition, the Audit Committee also assists the Board of
dalam tugas-tugas lain yang diberikan oleh Dewan Commissioners in other tasks assigned by the Board of
Komisaris. Adapun Komite Pemantau Manajemen Risiko Commissioners. The Risk Management Monitoring
(KPMR) mengawasi berbagai risiko yang dihadapi Committee (KPMR) oversees various risks faced by the
Perusahaan, yang meliputi aspek strategi, sistem, serta Company, which include aspects of the Company's
kebijakan manajemen risiko Perusahaan, hingga strategy, system and risk management policies, as well
melakukan identifikasi risiko yang dihadapi KAI, dan as identifying the risks faced by KAI, and recommending
merekomendasikan langkah mitigasi risiko tersebut. steps to mitigate these risks. Meanwhile, the Nomination
Sedangkan Komite Nominasi dan Remunerasi bertugas and Remuneration Committee is tasked with assisting
membantu Dewan Komisaris dalam melakukan review the Board of Commissioners in reviewing the company's
atas kebijakan talenta perusahaan, evaluasi terhadap talent policy, evaluating prospective management of
calon pengurus baik perusahaan maupun anak both the company and its subsidiaries, and also providing
perusahaan, dan juga memberikan masukan dan input and recommendations on the remuneration of
rekomendasi terhadap remunerasi pengurus company management.
perusahaan.
Untuk menilai kinerja Komite, Dewan Komisaris memiliki To assess the performance of the Committee, the Board
metode yang dilakukan secara rutin. Kriteria yang of Commissioners has a method that is carried out
digunakan dalam penilaian yakni seberapa jauh kinerja regularly. The criteria used in the assessment are how
yang dijalankan telah sesuai dengan harapan atau far the performance is in line with expectations or vice
sebaliknya. Dalam melakukan penilaian, penilai versa. In carrying out an assessment, the appraiser
memberikan justifikasi atas penilaian yang diberikan. provides justification for the assessment given. In this
Dengan demikian, akuntabilitas dari tiap penilaian dapat way, the accountability of each assessment can be justified.
dipertanggungjawabkan. Berdasarkan metode penilaian Based on this assessment method, the Board of
tersebut, Dewan Komisaris berpandangan bahwa Commissioners is of the view that all committees have
seluruh komite telah menjalankan tugas dan carried out their duties and responsibilities in supervising
tanggungjawabnya mengawasi aspek-aspek operasional the operational and strategic aspects of the Company
dan strategis Perseroan dengan baik selama tahun 2023. well during 2023.
PERUBAHAN KOMPOSISI DEWAN KOMISARIS
CHANGES IN THE COMPOSITION OF THE BOARD OF COMMISSIONERS
Tidak terdapat perubahan komposisi Dewan Komisaris There will be no changes to the composition of the Board
pada tahun 2023. Dari total 9 anggota Dewan Komisaris, of Commissioners in 2023. Of the total 9 members of the
empat di antaranya merupakan Komisaris Independen Board of Commissioners, four of them are Independent
yang mewakili 44% dari total anggota Dewan Komisaris. Commissioners representing 44% of the total members
of the Board of Commissioners.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 69
Annual and Sustainability Report
Page 70
Laporan Manajemen
Management Report
PENUTUP
CLOSING
Secara keseluruhan, Dewan Komisaris menilai bahwa Overall, the Board of Commissioners assesses that the
Direksi telah menunjukkan kinerja yang baik dalam Board of Directors has demonstrated good performance
mengelola perusahaan di tahun 2023. Tantangan dan in managing the company in 2023. Existing challenges
permasalahan yang ada telah ditangani secara optimal. and problems have been handled optimally. We express
Kami menyampaikan rasa terima kasih mendalam atas our deep gratitude for the commitment and dedication
komitmen dan dedikasi Direksi, manajemen, beserta of the Board of Directors, management and all employees
seluruh karyawan dalam meningkatkan kinerja in improving the Company's performance so that it can
Perseroan sehingga dapat menjadi pondasi kokoh bagi become a solid foundation for future achievements. We
pencapaian di masa mendatang. Kami optimistis, strategi are optimistic that the strategy and strong commitment
dan komitmen yang kuat dari seluruh Insan Perseroan from all Company Personnel will enable PT KAI to
akan memampukan PT KAI untuk terus tumbuh dan continue to grow and make positive contributions to the
memberikan kontribusi positif bagi negara dan masyarakat country and wider society.
luas.
Bandung, September 2024 / September 2024
Atas Nama Dewan Komisaris, /
On behalf of the Board of Commissioners,
SAID AQIL SIROJ
Komisaris Utama/Komisaris Independen
President Commissioner/Independent Commissioner
Laporan Tahunan dan Keberlanjutan
70 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 71
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Halaman sengaja dibiarkan kosong
Page intentionally left blank
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 71
Annual and Sustainability Report
Page 72
Laporan Manajemen
Management Report
Komisaris Utama/Komisaris Independen / Chief Commissioner/
1 Said Aqil Siroj
Independent Commissioner
2 Rochadi Komisaris Independen / Independent Commissioner
3 Riza Primadi Komisaris Independen / Independent Commissioner
4 Endang Tirtana Komisaris Independen / Independent Commissioner
5 Mohamad Risal Wasal Komisaris / Commissioner
Laporan Tahunan dan Keberlanjutan
72 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 73
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
6 Sri Paduka Mangkoenagoro X Komisaris / Commissioner
7 Diah Natalisa Komisaris / Commissioner
8 Chairul Anwar Komisaris / Commissioner
9 Johan Sirait Komisaris / Commissioner
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 73
Annual and Sustainability Report
Page 74
Profil Perusahaan
Company Profile
Laporan Tahunan dan Keberlanjutan
74 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 75
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL
03
PERUSAHAAN
COMPANY PROFILE
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 75
Annual and Sustainability Report
Page 76
Profil Perusahaan
Company Profile
IDENTITAS PERSEROAN [GRI 2-1]
Corporate Identity
Nama Perusahaan Bidang Usaha
Company’s Name Line of Business
Bidang Transportasi
Transportation Sector
PT Kereta Api Indonesia(Persero) Wilayah Operasional
Operational Area
Indonesia
Nama Panggilan
Nickname
Dasar Hukum Pendirian
KAI Legal Basis of Establishment
Maklumat Kementerian Perhubungan
No. 1/KA Tahun 1946
Status Decree of the Ministry of Transportation
Status No. 1/KA of 1946
Badan Usaha Milik Negara (Persero)
State-Owned Enterprise (Persero)
Kepemilikan Saham
Share Ownership
Tanggal Pendirian
Date of Establishment
100 % Milik pemerintah Republik
Indonesia
28 September 1945 owned by the Government of
September 28 th, 1945 The Republic of Indonesia
Jumlah Pegawai Sekretaris Perusahaan
Total Employees Corporate Secretary
Raden Agus Dwinanto Budiadji
29.890 Orang per 31 Desember 2023*
Orang per 31 Desember 2023* Executive Vice President
Corporate Secretary
Alamat Kantor Pusat
Head Office Address Alamat Kontak
[OJK C.2] Contact Address [GRI 2-3]
Jl. Perintis Kemerdekaan No. 1 Telp: (022) 4230031, 4230039, 4230054
Bandung 40117 PO Box 1163 Fax: (022) 4203342 ext. 10039
Bandung 40000 E-mail : dokumen@kai.id
Kereta Api Kita | KAI121 @Kereta Apikita | @kai121 @kai121_ Kereta Api Kita
www.kai.id
Laporan Tahunan dan Keberlanjutan
76 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 77
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
NAMA DAN ALAMAT KANTOR CABANG
ATAU KANTOR PERWA KILAN [OJK C.2] [GRI 2-2]
Name and Address of Branch Office or Representative Office
Daerah Operasi 1 Jakarta Daerah Operasi 9 Jember
Stasiun Cikini, Jl Pegangsaan Timur No. 6 , Kec Menteng Jl. Dahlia No. 2 Kecamatan Patrang, Jember 68118
Jakarta Pusat. Telp : (022) 4230031
Telp : (022) 4230031 Email untuk Surat Dinas : dokumen.do9@kai.id
Email untuk Surat Dinas : dokumen.do1@kai.id Web : www.kai.id
Web : www.kai.id
Daerah Operasi 2 Bandung Divisi Regional 1 Sumatera Utara
Jl. Stasiun Selatan No. 25, Bandung 40181 Jl. Prof.HM.Yamin, SH No. 14 Medan, 20231
Telp : (022) 4230031 Telp : (022) 4230031
Email untuk Surat Dinas : dokumen.do2@kai.id Email untuk Surat Dinas : dokumen.dv1@kai.id
Web : www.kai.id Web : www.kai.id
Daerah Operasi 3 Cirebon Sub Divisi Regional 1.1 Aceh
Jl. Siliwangi No. 82 Kecamatan Kejaksan Cirebon Jawa Barat Jl. Iskandar Muda No. 2 Sukaramai Kec Baiturrahman Kota
45124 Banda Aceh
Telp : (022) 4230031 Telp : (022) 4230031
Email untuk Surat Dinas : dokumen.do3@kai.id Email untuk Surat Dinas : sekretaris.sdv11@kai.id
Web : www.kai.id Web : www.kai.id
Daerah Operasi 4 Semarang Divisi Regional 2 Sumatera Barat
Jl. M.H Thamrin No. 3 Semarang, 50132 Jl. Stasiun No. 1, Kec. Padang Timur, Kel. Sawahan Timur,
Telp : (022) 4230031 Padang, 25121
Email untuk Surat Dinas : dokumen.do4@kai.id Telp : (022) 4230031
Web : www.kai.id Email untuk Surat Dinas : dokumen.dv2@kai.id
Web : www.kai.id
Daerah Operasi 5 Purwokerto Divisi Regional 3 Palembang
Jl. Jenderal Soedirman No. 209, Brubahan Purwanegara Jl. Jend Achmad Yani 13 Ulu No. 541, Palembang 30258
Kecamatan Purwokerto Timur, Kabupaten Banyumas, 53141
Telp : (022) 4230031
Telp : (022) 4230031 Email untuk Surat Dinas : dokumen.dv3@kai.id
Email untuk Surat Dinas : dokumen.do5@kai.id Web : www.kai.id
Web : www.kai.id
Daerah Operasi 6 Yogyakarta Divisi Regional 4 Tanjungkarang
Jl. Lempuyangan No. 1 Danurejan Tegalpanggung Jl. Teuku umar No. 23 Bandar Lampung 35111
Yogyakarta 55213 Telp : (022) 4230031
Telp : (022) 4230031 Email untuk Surat Dinas : dokumen.divre4@kai.id
Email untuk Surat Dinas : humasda6@kai.id Web : www.kai.id
Web : www.kai.id
Daerah Operasi 7 Madiun Balai Yasa Manggarai
Jl. Kompol Sunaryo No. 14, Kel. Madiun Lor Kec. Manguharjo Jl. Bukit Duri Utara No. 1 Jakarta Selatan 12850
Madiun, 63122
Telp : (022) 4230031
Telp : (022) 4230031 Email untuk Surat Dinas : dokumen.bymri@kai.id
Email untuk Surat Dinas : dokumen.do7@kai.id Web : www.kai.id
Web : www.kai.id
Daerah Operasi 8 Surabaya Balai Yasa Tegal Jl. Semeru
Jl. Gubeng Masjid No. 1, Surabaya 60131 No. 5, slerok, Tegal Timur, Tegal 52125
Telp : (022) 4230031 Telp : 0283 353056
Email untuk Surat Dinas : dokumen.do8@kai.id Email untuk Surat Dinas : dokumen.bytg@kai.id
Web : www.kai.id Web : www.kai.id
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 77
Annual and Sustainability Report
Page 78
Profil Perusahaan
Company Profile
Balai Yasa Yogyakarta Balai Yasa Pulubrayan
Jl. Kusbini No. 1 Yogyakarta Jl. Bengkel Pulubrayan, Medan 20239
Telp : (022) 4230031 Telp : (022) 4230031
Email untuk Surat Dinas : dokumen.byyk@kai.id Email untuk Surat Dinas : dokumen.bypub@kai.id
Web : www.kai.id Web : www.kai.id
Balai Yasa Surabaya Gubeng Balai Yasa Jembatan
Jl. Tapak Siring No. 5 Surabaya, 60131 Jl. Kiaracondong No. 92, Bandung 40272
Telp : (022) 4230031 Telp : (022) 4230031
Email untuk Surat Dinas : dokumen.bysgu@kai.id Email untuk Surat Dinas : dokumen@kai.id
Web : www.kai.id Web : www.kai.id
Balai Yasa Lahat Balai Yasa Mekanik
Jl. Inspektur Yazid No. 1 Lahat, 31417 Jl. Kosambi No. 2, Cirebon Prujakan
Telp : (022) 4230031 Telp : (022) 4230031
Email untuk Surat Dinas : dokumen.bylt@kai.id Email untuk Surat Dinas : dokumen@kai.id
Web : www.kai.id Web : www.kai.id
Laporan Tahunan dan Keberlanjutan
78 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 79
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
BRAND PERUSAHAAN
Corporate Brand
BENTUK DESIGN
Terinspirasi dari bentuk REL KERETA yang digambarkan Inspired by the shape of RAIL which is depicted with a line
dengan garis menyambung ke atas pada huruf A, KAI connecting upwards in the letter A, KAI is expected to
diharapkan terus maju dan menjadi solusi ekosistem continue to advance and become a transportation
transportasi terbaik yang terintegrasi, terpercaya, ecosystem solution that is integrated, reliable, synergistic,
bersinergi, dan kelak dapat menghubungkan Indonesia and can one day connect Indonesia from Sabang to
dari Sabang sampai Merauke. Merauke.
Dengan menggunakan typeface italic yang dinamis dan di By using a dynamic italic typeface and modified in the
modifikasi pada huruf A menggambarkan karakter KAI letter A which describes the character of KAI, namely
yaitu progresif, berpikiran terbuka, dan terpercaya. Grafik progressive, open-minded, and trusted. The graphic is firm
yang tegas namun ramah dengan perbedaan warna pada but with different colors in the letters is expected to reflect
huruf diharapkan dapat mencerminkan hubungan yang a harmonious and competent relationship between KAI
harmonis dan kompeten antara KAI dan seluruh and all stakeholders.
pemangku kepentingan.
WARNA COLOR
Perpaduan antara warna biru tua yang menunjang The combination of dark blue that supports stability,
stabilitas, profesionalisme, amanah dan kepercayaan diri, professionalism, trustworthy and confidence, coupled
yang ditambah dengan aksen warna oranye, yang with orange accents, which shows enthusiasm, creativity,
menunjukkan antusiasme, kreativitas, tekad, kesuksesan determination, success and happiness.
dan kebahagiaan.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 79
Annual and Sustainability Report
Page 80
Profil Perusahaan
Company Profile
RIWAYAT SINGKAT PERUSAHAAN
Brief History of the Company
Sejarah perkeretaapian di Nusantara telah dimulai sejak The history of railways in the archipelago began in 1854
tahun 1854 ketika Namlooze Venootschap Nederlanche when Namlooze Venootschap Nederlanche Indische
Indische Spoorweg Maatschappij membangun jalan Spoorweg Maatschappij built the first railroad from
kereta api pertama dari Semarang ke Surakarta, Jawa Semarang to Surakarta, Central Java. After that, 3 (three)
Tengah. Setelah itu, 3 (tiga) perusahaan Belanda yang lain other Dutch companies, namely Staat Spoorwegen,
yaitu Staat Spoorwegen, Verenigde Spoorwegenbedrifj, Verenigde Spoorwegenbedrifj, and Deli Spoorwegen
dan Deli Spoorwegen Maatscappij ikut membangun jalur- Maatscappij, took part in building railroad lines located
jalur kereta api yang berlokasi baik di Jawa maupun luar both in Java and outside Java.
Jawa.
PT Kereta Api Indonesia (Persero) didirikan pada tanggal 28 PT Kereta Api Indonesia (Persero) was established on
September 1945 sebagai Djawatan Kereta Api Repoeblik September 28th, 1945 as the Railway Department of the
Indonesia (DKARI) setelah para pejuang kemerdekaan Republic of Indonesia (DKARI) after the freedom fighters
bergerak cepat melakukan pengambilalihan kantor pusat moved quickly to take over the railway headquarters in
kereta api di Bandung dari penguasaan Jepang. Pada awal Bandung from Japanese occupation. In early 1946,
tahun 1946, dikeluarkan Maklumat Kementerian Declaration of the Ministry of Transportation of the
Perhubungan Republik Indonesia (RI) No. 1/KA yang secara Republic of Indonesia (RI) No. 1/KA was issued which
resmi mengesahkan DKARI dengan Ir. Djuanda dan Mr. officially passed DKARI with Ir. Juanda and Mr.
Soewahjo Soemodilogo diangkat sebagai Kepala dan Wakil SoewahjoSoemodilogo was appointed as Head and
Kepala DKARI pada struktur organisasinya. Deputy Head of DKARI in its organizational structure.
Setelah resmi beroperasi, DKARI mengalami perubahan After officially operating, DKARI underwent changes
seiring pengambilalihan aset-aset pemerintah Hindia following the takeover of Dutch East Indies government
Belanda melalui perjanjian Konferensi Meja Bundar (KMB) assets through the Dutch – Indonesian Round Table
menjadi Djawatan Kereta Api (DKA) per tahun 1950. DKA Conference (KMB) agreement to become the Railways
kembali berganti menjadi Perusahaan Negara Kereta Api Department (DKA) in 1950. Then, DKA changed to the
(PNKA) pada 25 Mei 1963 menjadi Perusahaan Nasional State Railway Company (PNKA) on May 25th, 1963 based on
Kereta Api (PNKA) berdasarkan Peraturan Pemerintah RI Regulation of the Government of the Republic of
No. 22 Tahun 1963. Dengan perubahan tersebut, PNKA Indonesia No. 22 of 1963. With these changes, PNKA
memperkenalkan logo Wahana Daya Pertiwi yang introduced the WahanaDaya Pertiwi logo which expresses
mengekspresikan transformasi perkeretaapian Indonesia the transformation of Indonesian railways as a reliable
sebagai sarana transportasi yang andal bagi kesejahteraan means of transportation for the welfare of the homeland.
tanah air. PNKA kemudian berubah menjadi Perusahaan PNKA then changed to the Railway Department Company
Jawatan Kereta Api (PJKA) pada tahun 1971 berdasarkan (PJKA) in 1971 based on Regulation of the Government of
Peraturan Pemerintah RI No. 61 Tahun 1971 the Republic of Indonesia No. 61 of 1971.
Sebagai upaya peningkatan layanan jasa angkutan, PJKA As an effort to improve transportation services, PJKA was
diubah menjadi Perusahaan Umum Kereta Api (Perumka) changed to the Railway Public Corporation (Perumka) in
pada tahun 1999, untuk kemudian diubah kembali menjadi 1999, which was then changed to a Limited Liability
Perseroan Terbatas dengan nama PT Kereta Api Indonesia Company under the name PT Kereta Api Indonesia
(Persero) pada tahun 1998 berdasarkan Peraturan (Persero) in 1998 based on Regulation of the Government
Pemerintah RI No. 19 Tahun 1998. of the Republic of Indonesia No. 19 of 1998.
Hingga kini, KAI mengalami beberapa kali perubahan As of today, KAI’s Articles of Association has undergone
Anggaran Dasar, dengan perubahan terakhir dilakukan several amendments with the last amendment made
berdasarkan Keputusan Menteri Negara Badan Usaha Milik based on the Decree of the StateMinister for State-Owned
Negara (BUMN) selaku Rapat Umum Pemegang Saham Enterprises (SOE) as the Company’s General Meeting of
Perseroan yang dicatat dalam Akta No. 278 tanggal 31 Shareholders which is recorded in Deed No. 278 dated
Desember 2021. Akta perubahan tersebut telah mendapat December 31st, 2021. The deed of amendment was
persetujuan dari Menteri Hukum dan Hak Asasi Manusia approved by the Minister of Law and Human Rights in
dengan Surat Keputusan No. AHU-01.03-0494898 tanggal Decree No. AHU-01.03-0494898 on December 31st, 2021.
31 Desember 2021.
Laporan Tahunan dan Keberlanjutan
80 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 81
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
INFORMASI PERUBAHAN NAMA INFORMATION ON NAME CHANGE
Sejak awal didirikan, KAI telah mengalami beberapa kali Since its establishment, KAI has undergone several name
perubahan nama dengan perincian sebagai berikut: changes as follows:
Tahun Nama Perusahaan Dasar Hukum Tanggal Berlaku
Year Company Name Legal Basis Effective Date
D jawatan Kereta Maklumat Kementerian Perhubungan No. 1/KA Tahun 1946
1945-1950 Api Republik Declaration of the Ministry of Transportation of the Republic -
Indonesia (DKARI) of Indonesia (RI) No. 1/KA of 1946
Keputusan Menteri Perhubungan Tenaga dan Pekerjaan Umum
D jawatan Kereta RI No. 2 Tahun 1950
1950-1963 -
Api (DKA) Decree of the Minister of Transportation and Public Works of
the Republic of Indonesia No. 2 of 1950
Perusahaan Peraturan Pemerintah RI No. 22 Tahun 1963
25 Mei 1963
1963-1971 Nasional Kereta Regulation of the Government of the Republic of Indonesia
May 25 th, 1963
Api (PNKA) No. 22 of 1963
Perusahaan Peraturan Pemerintah RI No. 61 Tahun 1971 15 September 1971
1971-1991 Jawatan Kereta Regulation of the Government of the Republic of Indonesia September 15 th,
Api (PJKA) No. 61 of 1971 1971
Perusahaan Peraturan Pemerintah RI No. 57 Tahun 1990
30 Oktober 1990
1991-1998 Umum Kereta Api Regulation of the Government of the Republic of Indonesia
October 30 th, 1990
(PERUMKA) No. 57 of 1990
PT Kereta Api Peraturan Pemerintah RI No. 19 Tahun 1998
3 Februari 1998
1998-saat ini Indonesia Regulation of the Government of the Republic of Indonesia
February 3 rd, 1998
(Persero) No. 19 of 1998
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 81
Annual and Sustainability Report
Page 82
Profil Perusahaan
Company Profile
VISI, MISI, DAN BUDAYA PERUSAHAAN
Vision, Mission, and Corporate Culture
VISI Vision
Menjadi solusi ekosistem transportasi terbaik To be the best transportation ecosystem solution
untuk Indonesia. for Indonesia.
MISI Mission
1. Untuk menyediakan sistem 1. To provide a safe, efficient, digital-
transportasi yang aman, efisien, based, fast-growing transportation
berbasis digital, dan berkembang pesat system to meet customer needs.
untuk memenuhi kebutuhan
Pelanggan.
2. Untuk mengembangkan solusi 2. To develop integrated mass
transportasi massal yang terintegrasi transportation solutions through
melalui investasi dalam sumber daya investments in human resources,
manusia, infrastruktur, dan teknologi. infrastructure and technology.
3. Untuk memajukan pembangunan 3. To advance national development
nasional melalui kemitraan dengan through partnerships with
para pemangku kepentingan, termasuk stakeholders, including initiating and
memprakarsai dan melaksanakan implementing the development of
pengembangan infrastruktur- important infrastructure related to
infrastruktur penting terkait transportation.
transportasi.
Review Visi dan Misi oleh Dewan Review of Vision and Mission by the Board of
Komisaris dan Direksi Commissioners and Directors
KAI secara berkala melakukan review terhadap visi dan Periodically, KAI conducts reviews of the company's vision
misi Perseroan, sebagai upaya memastikan kesesuaian visi and mission as an effort to ensure their alignment with
dan misi dengan perkembangan industri dan bisnis yang the developments in the industry and business
dijalankan. Dewan Komisaris dan Direksi KAI telah operations. The Board of Commissioners and Directors of
membahas dan menyetujui visi dan misi melalui Rapat KAI discussed and approved the vision and mission
Koordinasi Dewan Komisaris dan Direksi pada tahun 2019. through the Board of Commissioners and Directors
Untuk tahun 2023, Dewan Komisaris dan Direksi telah Coordination Meeting in 2019. For the year 2023, the Board
melakukan peninjauan kembali dan berpendapat bahwa of Commissioners and Directors conducted a review and
visi dan misi KAI masih relevan dengan perkembangan concluded that KAI's vision and mission remain relevant to
industri dan bisnis yang dijalankan. the developments in the industry and business
operations.
Laporan Tahunan dan Keberlanjutan
82 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 83
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
BUDAYA PERSEROAN CORPORATE CULTURE
Sebagai Badan Usaha Milik Negara (BUMN), KAI As a State-Owned Enterprise (SOE), KAI implements
menerapkan budaya Perseroan berupa core values “AKHLAK” core values as its corporate culture in
“AKHLAK” sesuai Keputusan Menteri BUMN No. SE-7/MBU/ accordance with the Decree of the Minister of SOENo. SE-
07/2020. Core values “AKHLAK” dijelaskan sebagai berikut: 7/MBU/07/2020. The core values of “AKHLAK” are
explained as follows:
Amanah Trustworthy
Memegang Teguh Kepercayaan yang Diberikan Upholding the Trust Given
1. Memenuhi janji dan komitmen. 1. Keeping promises and commitments.
2. Bertanggung jawab atas tugas, keputusan dan 2. Responsible for duties, decisions and actions
tindakan yang dilakukan. undertaken.
3. Berpegang teguh pada nilai, moral, dan etik. 3. Upholding moral and ethical values.
Kompeten Competent
Terus Belajar dan Mengembangkan Kapabilitas Keep Learning and Developing Capabilities
1. Meningkatkan kompetensi diri untuk menjawab 1. Improve self competency to respond to changing
tantangan yang selalu berubah. challenges.
2. Membantu orang lain belajar. 2. Helping others to learn.
3. Menyelesaikan tugas dengan kualitas terbaik. 3. Complete tasks with the best quality.
Harmonis Harmonious
Saling Peduli dan Menghargai Perbedaan Caring for Each Other and Respecting Differences
1. Menghargai setiap orang apa pun latar belakangnya. 1. Appreciate everyone regardless of background.
2. Suka menolong orang lain. 2. Fond of helping others.
3. Membangun lingkungan kerja yang kondusif. 3. Building a conducive work
Loyal Loyal
Berdedikasi dan Mengutamakan Kepentingan Bangsa Dedicating and Prioritizing the Interests of the Nation
dan Negara and the Country
1. Menjaga nama baik sesama pegawai, pimpinan, 1. Maintaining the good name of fellow employees,
BUMN, dan Negara. leaders, SOE and the state.
2. Rela berkorban untuk mencapai tujuan yang lebih 2. Willing to sacrifice to achieve greater goals.
besar. 3. Obeying the leader, as long as not in conflict with
3. Patuh kepada pimpinan sepanjang tidak the law and ethics.
bertentangan dengan hukum dan etika.
Adaptif Adaptive
Terus Berinovasi dan Antusias dalam Menggerakan Keep innovating and Being Enthusiastic in Driving or
ataupun Menghadapi Perubahan Facing Changes
1. Cepat menyesuaikan diri untuk menjadi lebih baik. 1. Able to adapt quickly to be better.
2. Terus menerus melakukan perbaikan mengikuti 2. Perform continuous improvements by following
perkembangan teknologi. technology developments.
3. Bertindak proaktif 3. Proactive.
Kolaboratif Collaborative
Membangun Kerja Sama yang Sinergis Building Synergistic Teamwork
1. Memberi kesempatan kepada berbagai pihak untuk 1. Provide opportunities for various parties to
berkontribusi. contribute.
2. Terbuka dalam bekerja sama untuk menghasilkan 2. Open for collaboration to generate added value.
nilai tambah. 3. Mobilize the utilization of various resources for
3. Menggerakkan pemanfaatan berbagai sumber daya common goals.
untuk tujuan bersama.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 83
Annual and Sustainability Report
Page 84
Profil Perusahaan
Company Profile
KEGIATAN USAHA
BUSINESS ACTIVITIES
KEGIATAN USAHA MENURUT ANGGARAN BUSINESS ACTIVITIES ACCORDING TO THE
DASAR DAN YANG DIJALANKAN ARTICLES OF ASSOCIATION AND PERFORMED
Hingga 31 Desember 2023, KAI telah mengalami beberapa Until December 31 st, 2023, KAI has undergone several
kali perubahan Anggaran Dasar, dengan perubahan amendments to its Articles of Association, with the latest
terakhir berdasarkan Pernyataan Keputusan Menteri amendment based on the Decree of the Minister of State-
Negara Badan Usaha Milik Negara selaku Rapat Umum Owned Enterprises as the General Meeting of Shareholders
Pemegang Saham Perseroan PT Kereta Api Indonesia of the Indonesian State-Owned Company PT Kereta Api
(Persero) yang dinyatakan dalam Akta Nomor 122 Indonesia (Persero) stated in Deed Number 122 dated
tanggal 11 Januari 2023, yang laporan pemberitahuannya January 11 th, 2023, whose notification report has been
telah diterima dan tercatat dalam basis data Sistem received and recorded in the database of the Legal Entity
Administrasi Badan Hukum Kementerian Hukum dan Hak Administration System of the Ministry of Law and Human
Asasi Manusia sebagaimana dinyatakan dalam Surat Rights as stated in Letter Number AHU-AH.01.03-0008225
Nomor AHU-AH.01.03-0008225 tanggal 17 Januari 2023. dated January 17 th, 2023.
Mengacu pada Pasal 3 Anggaran Dasar Perseroan, maksud Referring to Article 3 of the Company's Articles of
dan tujuan serta kegiatan usaha KAI telah disesuaikan Association, the purpose, objectives, and business
dengan Klasifikasi Baku Lapangan Usaha Indonesia (KBLI) activities of KAI have been adjusted with the latest
terbaru dengan perincian sebagai berikut: Indonesian Standard Industrial Classification (KBLI) as
follows:
1. Untuk mencapai maksud dan tujuan, Perseroan 1. To achieve the purpose and objectives, the
dapat melaksanakan kegiatan usaha yaitu: Company may carry out business activities, namely
a. Melakukan penyelenggaraan prasarana a. Conducting railway infrastructure services
perkeretaapian yang meliputi pembangunan, including construction, operation,
pengoperasian, perawatan, dan pengusahaan maintenance, and management of railway
prasarana perkeretaapian yang mencakup pada infrastructure covering activities:
kegiatan:
1. Konstruksi Gedung lainnya: 1. Other Building Construction;
2. Konstruksi jalan rel; 2. Railway construction;
3. Konstruksi Bangunan Sipil Jembatan, Jalan 3. Civil Engineering Construction of Bridges,
Layang, Fly Over, dan Underpass; Overpasses, Flyovers, and Underpasses;
4. Konstruksi Terowongan; 4. Tunnel Construction.
Laporan Tahunan dan Keberlanjutan
84 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 85
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
5. Konstruksi Bangunan Sipil Telekomunikasi 5. Civil Construction for Transportation
Untuk Prasarana Transportasi; Infrastructure;
6. Instalasi Listrik; 6. Electrical Installation;
7. Instalasi Sinyal dan Telekomunikasi Kereta 7. Railway Signal and Telecommunication
Api; Installation;
8. Aktivitas Stasiun Kereta Api. 8. Railway Station Activities.
b. Melakukan Penyelenggaraan sarana b. Operation of railway Rolling Stock including
perkeretaapian yang meliputi pengadaan, procurement, operation, maintenance, and
pengoperasian, perawatan, dan pengusahaan management of railway Rolling Stock covering
sarana perkeretaapian yang mencakup pada business activities:
kegiatan usaha:
1. Reparasi lokomotif dan gerbong kereta; 1. Locomotive and train carriage repairs;
2. Angkutan jalan rel untuk penumpang; 2. Railway transport for passengers;
3. Angkutan jalan rel untuk barang; 3. Railway transport for freight;
4. Angkutan jalan rel perkotaan; 4. Urban railway transport;
5. Angkutan jalan rel wisata. 5. Tourist railway transport.
c. Perdagangan besar alat transportasi darat c. Wholesale trade of land transportation equipment
(bukan mobil, sepeda motor, dan sejenisnya), (excluding cars, motorcycles, and similar), spare
suku cadang dan perlengkapannya. parts, and accessories.
d. Perdagangan besar barang bekas dan sisa-sisa d. Wholesale trade of used freight and scrap.
tak terpakai (scrap).
e. Aktivitas konsultasi transportasi. e. Transportation consulting activities.
f. Aktivitas konsultan manajemen lainnya. f. Other management consulting activities.
g. Kegiatan penunjang pendidikan. g. Educational support activities.
h. Penanganan kargo (bongkar muat barang). h. Cargo handling (loading and unloading of
freight).
i. Aktivitas Ekspedisi Muatan Kereta Api dan i. Railway Cargo Expedition and Land
Ekspedisi Angkutan Darat (EMKA & EAD). Transportation Expedition (EMKA & EAD)
activities.
j. Angkutan multimoda. j. Multimodal transport.
k. Aktivitas agen perjalanan lainnya. k. Other travel agency activities.
l. Pendidikan lainnya swasta. l. Private other education.
m. Pendidikan kesehatan swasta. m. Private health education.
n. Pendidikan dan pelatihan di bidang n. Railway education and training.
perkeretaapian.
o. Aktivitas penunjang pertambangan dan o. Support activities for other mining and
penggalian lainnya. quarrying activities.
p. Usaha jasa pertambangan. p. Mining services.
q. Real estate yang dimiliki sendiri atau disewa. q. Real estate owned or leased.
r. Kerjasama peningkatan akses stasiun kereta r. Collaboration for improving access to railway
api yang bersinggungan dengan lahan milik stations adjacent to other parties' land to be
pihak lain untuk dikembangkan dengan konsep developed with a connected concept in order
terhubung dalam rangka meningkatkan nilai to increase added value for the Company and
tambah bagi Perusahaan dan mendukung support passenger service improvements.
peningkatan pelayanan penumpang.
2. Selain kegiatan usaha utama sebagaimana 2. In addition to the main business activities as
dimaksud pada point 1, Perseroan dapat melakukan referred to in point 1, the Company may carry out
kegiatan usaha dalam rangka optimalisasi business activities for the optimization of the
pemanfaatan sumber daya yang dimiliki untuk: resources it possesses, including:
a. Pergudangan dan penyimpanan. a. Warehousing and storage.
b. Aktivitas cold storage. b. Cold storage activities.
c. Aktivitas bounded warehousing atau wilayah c. Bounded warehousing or bonded area activities.
kawasan berikat.
d. Pergudangan dan penyimpanan lainnya. d. Other warehousing and storage activities.
e. Aktivitas pelayanan kepelabuhan laut. e. Sea port services activities.
f. Aktivitas pelayanan kepelabuhan sungai dan f. River and lake port services activities.
danau.
g. Angkutan melalui saluran pipa. g. Transport through pipeline channels.
h. Konstruksi sentral telekomunikasi. h. Telecommunication central construction.
i. Konstruksi jaringan irigasi, komunikasi dan i. Construction of irrigation networks,
limbah lainnya. communication, and other waste networks.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 85
Annual and Sustainability Report
Page 86
Profil Perusahaan
Company Profile
j. Aktivitas telekomunikasi Khsusus keperluan j. Telecommunication activities specifically for
sendiri. internal uses
k. Aktivitas pengolahan data. k. Data processing activities.
l. Portal web dan/atau platform digital dengan l. Web portals and/or digital platforms for
tujuan komersial. commercial purposes.
m. Konstruksi Gedung Hunian. m. Residential building construction.
n. Konstruksi Gedung Perkantoran. n. Office building construction.
o. Konstruksi Gedung Perbelanjaan. o. Retail building construction.
p. Konstruksi Gedung Penginapan. p. Accommodation building construction.
q. lnstalasi Mekanikal. q. Mechanical installations.
r. Instalasi konstruksi lainnya yang tidak r. Other construction installations not classified
diklasifikasikan di tempat lain. elsewhere.
s. Periklanan. s. Advertising.
t. Aktivitas klinik swasta. t. Private clinic activities.
u. Aktivitas pelayanan kesehatan yang dilakukan u. Health services provided by healthcare
oleh tenaga kesehatan selain dokter dan dokter professionals other than doctors and dentists.
gigi.
v. Perdagangan eceran barang dan obat farmasi v. Retail trade of freight and pharmaceuticals for
untuk manusia di apotek. humans in pharmacies.
w. Aktivitas pelayanan penunjang kesehatan. w. Health support service activities.
x. Konstruksi gedung kesehatan. x. Health facility construction.
y. Penyiapan lahan. y. Land preparation.
z. Museum yang dikelola swasta. z. Privately managed museums.
aa. Aktivitas biro perjalanan wisata. aa. Tourist travel agency activities.
ab. Melakukan kegiatan penyertaan modal pada ab. Equity participation activities in other
perusahaan lain dalam rangka companies to develop the Company's business
mengembangkan proses bisnis Perseroan. processes.
Sesuai maksud dan tujuan Perseroan, kegiatan usaha In line with the Company's objectives, KAI's business
KAI adalah beroperasi di bidang transportasi, serta activities involve operating in the transportation sector,
optimalisasi pemanfaatan sumber daya yang dimiliki as well as optimizing the use of the Company's resources
Perusahaan untuk menghasilkan barang dan/atau jasa to produce high-quality freight and/or services with
yang bermutu tinggi dan berdaya saing kuat untuk strong competitiveness to generate profits and increase
mendapatkan/mengejar keuntungan guna meningkatkan the Company's value by applying the principles of a
nilai Perusahaan dengan menerapkan prinsip-prinsip Limited Liability Company.
Perusahaan Terbatas.
PRODUK DAN JASA [OJK C.4] [GRI 2-6] PRODUCTS AND SERVICES [OJK C.4] [GRI 2-6]
Perseroan merupakan BUMN yang menyediakan, The company is a state-owned enterprise (SOE) that
mengatur, dan mengurus jasa angkutan kereta api di provides, regulates, and manages railway transportation
Indonesia. Seiring perkembangan dinamika dunia usaha services in Indonesia. Along with the development of
dan perkembangan pasar, Perseroan juga business dynamics and market trends, the company also
menyelenggarakan kegiatan usaha penunjang lain dengan conducts other supporting business activities by utilizing
memanfaatkan sumber daya yang dimilikinya. its resources.
Kegiatan usaha KAI dibagi ke dalam beberapa segmen KAI's business activities are divided into several business
usaha yang menjadi sumber-sumber pendapatan bagi segments that serve as sources of revenue for the
Perseroan. Segmen usaha tersebut adalah angkutan company. These business segments include passenger
penumpang, angkutan barang, pendukung angkutan transportation, freight transportation, railway
kereta api, pendapatan non-angkutan dan subsidi transportation support, non-transportation revenue, and
Pemerintah yang terdiri dari PSO, IMO, dan Perintis. Government subsidies consisting of PSO, IMO, and Pioneer
subsidies.
Laporan Tahunan dan Keberlanjutan
86 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 87
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Angkutan Penumpang Kereta Passenger Transportation Train
Sebagai perusahaan yang mengelola perkeretaapian di As a company managing railways in Indonesia, KAI
Indonesia, KAI banyak mengoperasikan KA penumpang, operates many passenger trains, including Mainline Trains
baik KA Utama (Komersial dan Non-Komersial), maupun (Commercial and Non-Commercial), as well as local trains
KA lokal di Jawa dan Sumatra. in Java and Sumatra.
Pengoperasian layanan KA penumpang, selain dilakukan The operation of passenger train services is not only
oleh KAI sebagai induk perusahaan, juga dilaksanakan carried out by KAI as the parent company but also by its
oleh anak perusahaan yakni PT Kereta Commuter subsidiaries, namely PT Kereta Commuter Indonesia, PT
Indonesia, PT Railink, serta PT Kereta Api Pariwisata. Railink, and PT Kereta Api Pariwisata.
PT Kereta Commuter Indonesia (KAI Commuter) atau yang PT Kereta Commuter Indonesia (KAI Commuter),
lebih dikenal dengan KAI Commuter, merupakan anak commonly known as KAI Commuter, is a subsidiary of
perusahaan KAI yang dipercaya untuk mengelola KRL KAI entrusted with managing the KRL Commuter Line
Commuter Line Jakarta, Bogor, Depok, Tangerang, dan in Jakarta, Bogor, Depok, Tangerang, and Bekasi
Bekasi (Jabodetabek). Sejak 1 Oktober 2020, KAI (Jabodetabek). Since October 1 st, 2020, KAI has assigned
menugaskan KAI Commuter untuk mengoperasikan kereta KAI Commuter to operate local trains in the Jakarta Area
api lokal di wilayah Daop 1 Jakarta. Operation District (Daop 1 Jakarta).
Seiring berlakunya Grafik Perjalanan Kereta Api (Gapeka) With the implementation of the 2021 Train Schedule
Tahun 2021 per 1 Maret 2021, KAI Commuter (Gapeka) as of March 1 st, 2021, KAI Commuter operates
mengoperasikan KRL di luar wilayah Jabodetabek yaitu commuter trains outside the Jabodetabek area, namely
KRL relasi Yogyakarta - Solo Balapan pp menggantikan the Yogyakarta - Solo Balapan commuter train, replacing
KA Prambanan Ekspres yang saat ini hanya melayani the Prambanan Express train, which currently only serves
Yogyakarta - Kutoarjo pp. the Yogyakarta - Kutoarjo route.
Ekspansi KAI Commuter tidak berhenti di 2 wilayah KAI Commuter's expansion doesn't stop at these two areas;
tersebut, pada April 2022, KA Lokal di Wilayah 2 Bandung in April 2022, local trains in Region 2 Bandung and
dan Wilayah 8 Surabaya dengan izin operasi di November Region 8 Surabaya, with operating permits granted in
semakin memperluas wilayah operasi KAI Commuter. Di November, further expand KAI Commuter's operational
akhir tahun 2022 KAI Commuter diberikan tugas untuk area. At the end of 2022, KAI Commuter was tasked with
mengoperasikan Kereta Bandara. operating Airport Trains.
Setelah Switch Over (SO) 5 Manggarai pada 2022, pola Following the Switch Over (SO) at Manggarai 5 in 2022,
operasi di Wilayah Jabodetabek mengalami perubahan. there have been operational changes in the Jabodetabek
Perjalanan pada lintas Bogor/Nambo/Depok hanya ke area. For the Bogor/Nambo/Depok routes, the journey is
Jakarta Kota, sedangkan lintas Cikarang/Bekasi now only to Jakarta Kota, while for the Cikarang/Bekasi
perjalanan terbagi atas full racket (Cikarang/Bekasi – routes, the journey is divided into full racket (Cikarang/
Kampung Bandan via Manggarai untuk kembali ke Bekasi - Kampung Bandan via Manggarai to return to
Cikarang/Bekasi via Pasar Senen dan Cikarang/Bekasi – Cikarang/Bekasi via Pasar Senen and Cikarang/Bekasi -
Kampung Bandan via Pasar Senen untuk kembali ke Kampung Bandan via Pasar Senen to return to Cikarang/
Cikarang/Bekasi via Manggarai). Untuk half racket Bekasi via Manggarai). As for half racket routes (Cikarang/
(Cikarang/Bekasi – Kampung Bandan/Angke via Bekasi - Kampung Bandan/Angke via Manggarai to return
Manggarai untuk kembali ke Cikarang/Bekasi via to Cikarang/Bekasi via Manggarai). Meanwhile, the Tanah
Manggarai. Sementara untuk lintas Tanah Abang- Abang-Rangkasbitung and Duri-Tangerang routes remain
Rangkasbitung dan lintas Duri-Tangerang masih tetap unchanged.
sama.
Sementara untuk kereta bandara selain Bandara Regarding airport trains other than Soekarno-Hatta
Soekarno-Hatta, KAI mendelegasikan kepada PT Railink Airport, KAI has delegated the task to PT Railink (KAI
(KAI Bandara), anak perusahaan KAI yang menghadirkan Airport), a subsidiary of KAI that provides public
layanan transportasi publik berbasis railway berupa transportation services based on railway infrastructure
Kereta Api Bandara. in the form of Airport Trains.
Sejak didirikan pada 28 September 2006, KAI Bandara Established on September 28th, 2006, KAI Airport operates
mengoperasikan KA Bandara Kualanamu sebagai KA the Kualanamu Airport Train as Indonesia's first Airport
Bandara pertama di Indonesia pada 25 Juli 2013. KAI Train on July 25 th, 2013. KAI Airport introduced 4 (four)
Bandara mendatangkan 4 (empat) rangkaian kereta exclusive and modern train sets with international
eksklusif dan modern yang berstandar internasional standards on the route from Medan Station to Kualanamu
dengan rute Stasiun Medan – Stasiun Kualanamu (PP). Station (round trip).
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 87
Annual and Sustainability Report
Page 88
Profil Perusahaan
Company Profile
Pada 28 September 2022 KAI Bandara Kualanamu On September 28th, 2022, KAI Airport Kualanamu opened
membuka layanan baru di Stasiun Bandar Khalipah Medan, a new service at Bandar Khalipah Medan Station, thus
sehingga rute perjalanan menjadi Stasiun Medan- expanding the travel route to Medan Station - Bandar
Stasiun Bandar Khalipah – Stasiun Kualanamu (PP). Khalipah Station - Kualanamu Station (round trip). A year
Setahun kemudian, pada 1 September 2023 KA Bandara later, on September 1 st, 2023, the Airport Train added
kembali menambah rute perjalanan dari Stasiun Medan another route from Medan Station to Kualanamu Station
– Kualanamu (PP) dengan penambahan 2 (dua) stasiun (round trip) with the addition of 2 (two) additional stops
pemberhentian yaitu Araskabu, dan Batangkuis, sehingga at Araskabu and Batangkuis stations, making the current
rute saat ini menjadi Stasiun Medan- Stasiun Bandar route from Medan Station to Bandar Khalipah Station -
Khalipah – Stasiun Batangkuis – Stasiun Araskabu – Batangkuis Station - Araskabu Station - Kualanamu Station
Stasiun Kualanamu (PP). Pada tanggal 1 September 2023 (round trip). On September 1 st, 2023, the Srilelawangsa
pula KA Lokal Srilelawangsa mulai dioperasikan oleh KAI Local Train also began operating under KAI Airport with
Bandara dengan sistem yang sama dengan KA Bandara the same system as the Airport Train, based on the
yaitu berbasis Airport Railway Ticketing System (ARTS) Airport Railway Ticketing System (ARTS), with routes
dengan relasi Medan, Binjai, Kuala Bingai. covering Medan, Binjai, and Kuala Bingai.
Pada tanggal 26 Desember 2017, KAI Bandara menambah On December 26 th, 2017, KAI Airport added flights for the
perjalanan KA Bandara Soekarno Hatta (Basoetta) yang Soekarno-Hatta Airport Train (Basoetta), which is now
kini pengelolaannya telah beralih ke KAI Commuter. managed by KAI Commuter.
Mulai 1 April tahun 2022, KAI Bandara mendapatkan Starting April 1 st, 2022, KAI Airport was tasked with
penugasan sebagai penyedia layanan dan sistem providing ticketing services and ticket purchasing systems
pembelian tiket di Kereta Api Bandara Yogyakarta for the Yogyakarta International Airport Train. KAI Airport
International Airport. KAI Bandara YIA melayani tiga YIA serves three stations: Yogyakarta Station, Wates
stasiun yaitu stasiun Yogyakarta, Wates, dan YIA. Pada Station, and YIA Station. In November 2022, KAI Airport
November 2022 KAI Bandara mendapatkan izin operasi obtained an operating permit to become the full operator
untuk menjadi operator penuh KA Bandara Yogyakarta. of the Yogyakarta Airport Train.
Kemudian, KAI Wisata dijalankan oleh PT Kereta Api Furthermore, KAI Wisata, operated by PT Kereta Api
Pariwisata yang menawarkan produk jasa/layanan Pariwisata, offers tourism service products, including travel
meliputi paket perjalanan wisata untuk perorangan (FIT) packages for individuals (FIT) or groups with a charter
ataupun rombongan dengan sistem pola carter, dengan pattern system, using trains as the main mode of
menggunakan kereta api sebagai transportasi utama. transportation. Some of the trains available for rent
Sejumlah yang disewakan antara lain Kereta Istimewa, include the Special Train, Panoramic Train, Bali Tourism
Kereta Panoramic, Kereta Wisata Bali, Kereta Wisata Train, Imperial Tourism Train, Java Tourism Train,
Imperial, Kereta Wisata Jawa, Kereta Wisata Nusantara, Nusantara Tourism Train, Priority Tourism Train, Sumatra
Kereta Wisata Priority, Kereta Wisata Sumatera, Kereta Tourism Train, Toraja Tourism Train, and Steam Train at
Wisata Toraja dan Kereta Uap di Museum Ambarawa. the Ambarawa Museum.
KAI Wisata yang diberikan kepercayaan fokus pada bidang KAI Wisata, entrusted with focusing on railway tourism
jasa pariwisata kereta api telah memiliki 12 lini bisnis saat services, currently manages 12 business lines, including:
ini diantaranya mengelola:
1. Kereta wisata 1. Tourism trains
2. Hotel Transit Gambir 2. Transit Gambir Hotel
3. Lounge Anggrek 3. Anggrek Lounge
4. Luxury Lounge 4. Luxury Lounge
5. Shower n Locker 5. Shower and Locker facilities
6. Heritage Building Lawang Sewu & Indonesia 6. Heritage Buildings: Lawang Sewu & Indonesia
Railway Museum Ambarawa Railway Museum Ambarawa
7. Ticketing & Pengelolaan Dokumen Perjalanan 7. Ticketing & Travel Document Management
8. Tenaga Frontliner & Contact Centre 8. Frontliner Staff & Contact Centre
9. Tour & Mice 9. Tour & MICE
10. Periklanan, Podcast & Pengelolaan Social Media 10. Advertising, Podcasts & Social Media Management
11. Aplikasi E-Porter 11. E-Porter Application
12. Sewa Kendaraan Restorasi 12. Rental of Restoration Vehicles
Restorasi Restoration
Setiap rangkaian kereta api milik KAI dilengkapi dengan Every train set owned by KAI is equipped with a carriage
kereta yang berfungsi sebagai restorasi, atau gerbong serving as a restaurant, or dining car. These dining cars
restoran. Restorasi pada rangkaian kereta api tersebut provide food and beverage services for passengers during
menyediakan layanan makan dan minum bagi pelanggan their journey.
selama perjalanan.
Laporan Tahunan dan Keberlanjutan
88 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 89
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KAI memiliki anak perusahaan PT Reska Multi Usaha (KAI KAI has a subsidiary named PT Reska Multi Usaha (KAI
Services) sebagai pelaksana restorasi yang juga Services) tasked with executing the restoration services
menunjang kebijakan dan program KAI selaku perusahaan while also supporting KAI's policies and programs as the
induk pada usaha restoran kereta api serta usaha terkait parent company in train restaurant business and other
lainnya. Bidang usaha KAI Services terbagi ke dalam 3 related ventures. The business sectors of KAI Services are
(tiga) bisnis inti, yaitu: divided into 3 (three) core businesses, namely:
On Board Services On Board Services
Terdiri dari restoran kereta dan jasa kebersihan di Consists of onboard restaurants, train cleaning
kereta serta fasilitas penunjang lainnya (passenger services, and other passenger amenities.
amenities).
Integrated Facility Service Integrated Facility Service
Terdiri dari keamanan, parkir, jasa kebersihan, dan Comprises security, parking, cleaning services, and
alih daya. outsourcing.
Commercial Services Commercial Services
Terdiri dari kafe, katering, dan layanan umum Includes cafes, catering, and general services
Angkutan Barang Freight Transportation
Selain angkutan penumpang, Perseroan juga In addition to passenger transportation, the Company
menyediakan jasa angkutan barang mulai dari skala kecil also provides freight transportation services ranging from
hingga skala besar termasuk komoditas industri. Untuk small to large scale, including industrial commodities.
layanan angkutan barang, KAI melalui anak For freight transportation services, KAI, through its
perusahaannya, PT Kereta Api Logistik (KAI Logistik) subsidiary PT Kereta Api Logistik (KAI Logistics) as a
sebagai Badan Usaha Angkutan Multimoda, melakukan Multimodal Transportation Business Entity, engages in
usaha di bidang layanan distribusi logistik dengan logistics distribution services with various product
berbagai segmentasi produk diantaranya KALOG Express segmentations. This includes KALOG Express for courier
untuk layanan kurir dan kargo, KALOG Plus untuk and cargo services, KALOG Plus to accommodate larger
mengakomodir kebutuhan pengiriman barang dalam shipment quantities, as well as supporting services to
jumlah yang lebih besar, serta layanan penunjang untuk ensure diverse logistics needs are met, such as container
memastikan terpenuhinya kebutuhan logistik yang transportation, Freight Forwarding, depot/warehousing,
beragam seperti angkutan kontainer, Freight Forwarding, and other terminal activities. Moreover, KAI Logistics also
depot/warehousing dan kegiatan keterminalan lainnya. introduces KALOG Pro for business-to-business logistics
Selain itu, KAI Logistik juga menghadirkan KALOG Pro segmentation, offering superior advantages and
untuk segmentasi logistik business to business dengan premium services, as well as providing one-stop solutions/
menawarkan keunggulan dan pelayanan prima serta end-to-end services to realize total logistics solutions such
menyediakan layanan one stop solution/end to end as multi-commodity transportation services, project
services guna mewujudkan layanan total logistics logistics, terminal operations, and coal handling.
solution seperti layanan angkutan multi commodity,
project logistic, keterminalan dan penanganan batu
bara.
KAI Logistik memiliki orientasi pengembangan bisnis KAI Logistics has a business development orientation as
sebagai penyedia jasa layanan distribusi logistik secara a total logistics distribution service provider through End-
total (Total Logistics Solution) melalui End-to-End to-End Services or as an SCM Service Provider with IT
Services atau sebagai SCM Service Provider dengan support. To facilitate integrated logistics services, KAI
dukungan teknologi informasi. Untuk memfasilitasi Logistics has built several logistics service infrastructures,
layanan logistik secara terpadu, KAI Logistik telah including railway terminals in Java and modernized
membangun sejumlah infrastruktur jasa logistik, antara facilities and infrastructure for coal handling in South
lain terminal kereta api di pulau Jawa serta fasilitas dan Sumatra.
infrastruktur yang dimodernisasi untuk penanganan
batubara di Sumatra Selatan.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 89
Annual and Sustainability Report
Page 90
Profil Perusahaan
Company Profile
SKALA USAHA [OJK C.3] [GRI 2-6]
BUSINESS SCALE
Uraian Satuan
2023 2022 2021
Description Unit
Total Pendapatan Total Income 35.106.535.574 25.577.639.010 17.916.775.924
Jumlah Liabilitas Total Liabilities 50.468.176.132 42.501.045.418 39.118.737.129
Jumlah Ekuitas Total Equity Ribuan Rupiah 30.906.137.241 29.080.184.305 23.411.740.325
Thousands of Rupiah
Jumlah Aset Total Assets 81.374.313.373 71.581.229.723 62.768.826.772
Laba (Rugi) Tahun Berjalan
1.871.548.137 1.685.989.220 (425.195.643)
Income for the year
RANTAI PASOK DAN RELASI BISNIS LAINNYA [GRI 2-6]
SUPPLY CHAIN AND OTHER BUSINESS RELATION
Kegiatan operasional Perseroan melibatkan sejumlah The Company's operational activities involve several
mitra kerja, antara lain dalam membangun prasarana partners, including those responsible for building
beserta fasilitas perawatan prasarana, serta sarana beserta infrastructure and its maintenance Rolling Stock, as well
fasilitas perawatan sarananya. Selain itu, Perseroan juga as equipment and its maintenance Rolling Stock.
melibatkan sejumlah mitra kerja di bidang jasa guna Additionally, the Company collaborates with several
meningkatkan kualitas layanan produk dan jasa KAI. partners in the service sector to enhance the quality of
Perseroan juga melibatkan para pemasok lokal dengan KAI's products and services. The Company also engages
proporsi pembayaran kepada pemasok lokal mencapai local suppliers, with payments to local suppliers
70,32% dari total nilai pembayaran KAI kepada pemasok. accounting for 70.32% of KAI's total payments to suppliers.
Penjelasan lebih lanjut mengenai relasi bisnis KAI dengan Further explanation regarding KAI's business relationships
pihak-pihak berelasi terdapat pada Bab Analisis dan with related parties can be found in the Management
Pembahasan Manajemen. Discussion and Analysis Chapter.
Laporan Tahunan dan Keberlanjutan
90 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 91
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 91
Annual and Sustainability Report
Page 92
Profil Perusahaan
Company Profile
PETA WILAYAH OPERASIONAL [OJK C.2] [GRI 2-2]
OPERATIONAL AREA
KAI memiliki 1 (satu) Kantor Pusat, 9 (sembilan) Daerah As of December 31 st 2023, KAI has 1 (one) Head Office, 9
Operasi, 4 (empat) Divisi Regional, 1 (satu) Sub Divisi (nine) Operating Regions, 4 (four) Regional Divisions, 1
Regional dan 8 (delapan) Balai Yasa per 31 Desember 2023. (one) Sub-Division, and 8 (eight) Workshop Facilities.
Tabel Jaringan Kantor Tahun Selama 5 tahun Table of Office Network in the Last 5 Years
terakhir
Jenis Kantor / Type of Office 2023 2022 2021 2020 2019
Kantor Pusat Head Office 1 1 1 1 1
Daerah Operasi (Daop) Operation Area 9 9 9 9 9
Divisi Regional (Divre) Regional Division 4 4 4 4 4
Sub Divisi Regional (Subdivre) Regional Sub-Division 1 1 1 1 1
Balai Yasa Balai Yasa 8 8 8 8 8
SUBDIVRE I
Sumatra Utara
DIVRE I
Sumatra Utara
DIVRE II
Sumatra Barat
DIVRE III
Palembang
DIVRE IV
Tanjung Karang
INDONESIA
Laporan Tahunan dan Keberlanjutan
92 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 93
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Wilayah operasi PT Kereta Api Indonesia (Persero) The operational area of PT Kereta Api Indonesia (Persero)
mencakup Pulau Sumatera dan Jawa. Wilayah kerja di covers the islands of Sumatra and Java. The work areas
Pulau Jawa dibagi berdasarkan Daerah Operasi (Daop), in Java are divided based on Operating Regions (Daop),
sedangkan wilayah kerja di Sumatera dibagi berdasarkan while the work areas in Sumatra are divided based on
Divisi Regional (Divre). Regional Divisions (Divre).
Kantor Pusat Daerah Operasi Divisi Regional Sub Divisi Regional Balai Yasa
Wilayah / Area
Head Office Operation Area Regional Division Regional Sub-Division Balai Yasa
Jawa
1 9 - - 6
Java
Sumatera
- - 4 1 2
Sumatera
DAOP 1
Jakarta
DAOP 3
Cirebon
DAOP 4
Semarang
DAOP 8
Surabaya
DAOP 9
Jember
DAOP 2
Bandung
DAOP 6
Yogyakarta
DAOP 5 DAOP 7
Purwokerto Madiun
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 93
Annual and Sustainability Report
Page 94
Profil Perusahaan
Company Profile
DATA PEGAWAI [OJK C.3] [GRI 2-7]
Employees Data
KOMPOSISI PEGAWAI BERDASARKAN EMPLOYEE COMPOSITION BASED ON GENDER
JENIS KELAMIN
Dalam satuan orang In person
Jenis Kelamin
2023 2022 2021
Gender
Laki-laki Male 28.238 27.291 26.839
Perempuan Female 1.652 1.556 1.525
Jumlah Total 29.890 28.847 28.364
KOMPOSISI PEGAWAI BERDASARKAN EMPLOYEE COMPOSITION BASED ON
LEVEL JABATAN POSITION
Dalam satuan orang In person
Level Jabatan
2023 2022 2021
Position
Dewan Komisaris Board of Commissioners 10 10 9
Direksi Board of Directors 24 23 27
Executive Vice President 36 32 33
Vice President/ General Manager 180 176 176
Senior Manager dan Manager
830 749 741
Senior Manager dan Manager
Junior Manager 2 943 927
Assistant Manager 2.105 1.178 1.173
Senior Supervisor 0 889 894
Supervisor 10.965 1.266 1.275
Junior Supervisor 1 1,101 1.089
Pelaksana / Officer 15.426 22.408 21.998
Perjanjian Kerja Waktu Tertentu (Staf-PKWT)
79 6 4
Fixed Time Emloyment Agreement (Staff-PKWT)
Perbantuan di Instansi Lain/Afiliasi
251 85 36
Secondment to Other Institutions/Affiliates
Jumlah Total 29.909 28.866 28.382
Keterangan: Information:
Data Tahun 2022 dan 2021 merupakan data penyajian The data for 2022 and 2021 has been restated based on
kembali berdasarkan cakupan data pekerja PT KAI di the coverage of PT KAI employees, including those at the
Induk, diperbantukan di Anak Perusahaan dan Instansi parent company, those seconded to subsidiaries, and
Lain/Afiliasi those assigned to other institutions/affiliates.
Laporan Tahunan dan Keberlanjutan
94 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 95
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KOMPOSISI PERGAWAI EMPLOYEE COMPOSITION BASED ON AGE
BERDASARKAN RENTANG USIA
Dalam satuan orang In person
Rentang Usia
2023 2022 2021
Age Range
< 30 tahun <30 years old 8.322 7.989 8.442
31-40 tahun 31-40 years old 12.698 11.688 10.555
41-50 tahun 41-50 years old 6.205 6.606 6.784
51-55 tahun 51-55 years old 2.665 2.564 2.579
Jumlah Total 29.890 28.847 28.360
KOMPOSISI PERGAWAI EMPLOYEE COMPOSITION BASED ON
BERDASARKAN TINGKAT PENDIDIKAN EDUCATION LEVEL
Dalam satuan orang In person
Tingkat Pendidikan
2023 2022 2021
Education
S3 Doktor S3 Doctoral 0 0 0
S2 Magister S2 Master 86 78 79
S1 Sarjana S1 Bachelor 2.190 2.022 2.013
D3 Diploma
1.282 1.033 843
D3 Associate’s Degree
SLTA
25.559 24.763 24.297
High School
SLTP
483 582 688
Junior High School
SD
290 369 440
Elementary School
Jumlah Total 29.890 28.847 28.360
Keterangan: Information:
Data Tahun 2022 dan 2021 merupakan data penyajian The data for 2022 and 2021 has been restated based on
kembali berdasarkan cakupan data pekerja PT KAI di the coverage of PT KAI employees, including those at the
Induk, diperbantukan di Anak Perusahaan dan Instansi parent company, those seconded to subsidiaries, and
Lain/Afiliasi those assigned to other institutions/affiliates.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 95
Annual and Sustainability Report
Page 96
Profil Perusahaan
Company Profile
KOMPOSISI PEGAWAI BERDASARKAN EMPLOYEE COMPOSITION BASED ON
STATUS KETERNAGAKERJAAN EMPLOYMENT STATUS
Dalam satuan orang In person
Status Keternagakerjaan
2023 2022 2021
Employment by Employment Status
Eks-PNS Ex-Civil Servant 89 206 322
Eks-Perum Ex-Perum 9.818 10.278 10.690
Persero 19.904 18.357 17.348
PKWT Fixed-Term Contract 79 6 4
Jumlah Total 29.890 28.847 28.364
KOMPOSISI PEGAWAI BERDASARKAN EMPLOYEE COMPOSITION BASED ON
LAMA BEKERJA EMPLOYMENT PERIOD
Dalam satuan orang In person
Lama Bekerja
2023 2022 2021
Employment Period
<10 tahun <10 years 11,654 11,062 10,868
10 tahun 10 years 738 10,493 11,108
15 tahun 15 years 9,284 2,165 777
20 tahun 20 years 3,682 937 2,006
25 tahun 25 years 1,006 3,717 2,972
30 tahun 30 years 3,008 449 557
>35 tahun >35 years 518 24 76
Jumlah Total 29.890 28.847 28.364
Keterangan: Information:
Data Tahun 2022 dan 2021 merupakan data penyajian The data for 2022 and 2021 has been restated based on
kembali berdasarkan cakupan data pekerja PT KAI di the coverage of PT KAI employees, including those at the
Induk, diperbantukan di Anak Perusahaan dan Instansi parent company, those seconded to subsidiaries, and
Lain/Afiliasi those assigned to other institutions/affiliates.
Laporan Tahunan dan Keberlanjutan
96 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 97
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KOMPOSISI PEGAWAI BERDASARKAN EMPLOYEE COMPOSITION BASED ON
WILAYAH BEKERJA WORKING AREA
Dalam satuan orang In person
Wilayah Bekerja
2023 2022 2021
Working Area
KAI Kantor Pusat KAI Head Office 2.095 1.872 1,932
Balai Yasa Manggarai 317 322 335
Balai Yasa Tegal 247 255 260
Balai Yasa Yogyakarta 391 377 386
Balai Yasa Surabaya Gubeng 268 265 275
Balai Yasa Lahat 347 335 327
Balai Yasa Pulubrayan 93 95 103
Daerah Operasi 1 Jakarta Operation Area 1 Jakarta 3.024 3.044 3,063
Daerah Operasi 2 Bandung Operation Area 2
1.899 1.887 1,849
Bandung
Daerah Operasi 3 Cirebon Operation Area 3 Cirebon 1.329 1.334 1,344
Daerah Operasi 4 Semarang Operation Area 4
1.831 1.811 1,842
Semarang
Daerah Operasi 5 Purwokerto Operation Area 5
1.797 1.788 1,809
Purwokerto
Daerah Operasi 6 Yogyakarta Operation Area 6
1.976 1.939 1,957
Yogyakarta
Daerah Operasi 7 Madiun Operation Area 7 Madiun 1.270 1.265 1,285
Daerah Operasi 8 Surabaya Operation Area 8
2.423 2.381 2,420
Surabaya
Daerah Operasi 9 JemberOperation Area 9 Jember 970 984 1,014
Sub Divisi Regional I.1 Aceh Regional Sub-Division I.1
19 17 17
Aceh
Divisi Regional I Sumatera Utara Regional Division I
1.462 1.411 1,412
North Sumatera
Divisi Regional II Sumatera Barat Regional Division II
560 541 564
West Sumatera
Divisi Regional III Palembang Regional Division III
3.110 2.880 2,570
Palembang
Divisi Regional IV Tanjungkarang Regional Division
2.228 2.080 1,934
IV Tanjungkarang
Divisi LRT Jabodebek LRT Jabodebek Division 595 482 199
PT RMU 40 43 47
PT KCI 1.196 1.202 1.227
PT KALOG 32 33 32
PT KAPM 62 72 80
PT KA WISATA 34 31 30
PT RAILINK 24 16 15
Instansi Lain Other Institutions 251 85 36
Jumlah Total 29.890 28.847 28.364
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 97
Annual and Sustainability Report
Page 98
Profil Perusahaan
Company Profile
KOMPOSISI PEGAWAI BERDASARKAN EMPLOYEE COMPOSITION BASED ON
DIREKTORAT DIRECTORATE
Dalam satuan orang In person
Direktorat
2023 2022 2021
Directorate
Direktorat Utama
665 676 676
Main Directorate
Direktorat Niaga
1.541 1.485 1.494
Directorate of Commerce
Direktorat Operasi
9.848 9.429 9.156
Directorate of Operation
Direktorat Pengelolaan Prasarana
6.062 5.932 5.659
Directorate of Infrastructure
Direktorat Pengelolaan Sarana
6.027 5.817 5.689
Directorate of Rolling Stocks
Direktorat Keselamatan dan Keamanan
1.528 1.616 1.696
Directorate of Safety and Security
Direktorat SDM dan Umum
1.394 987 1.025
Directorate of HC and General Affairs
Direktorat Perencanaan Strategis dan
Pengembangan Usaha
369 346 362
Directorate of Strategic Planning and Business
Development
Direktorat Keuangan dan Manajemen Risiko
817 1.077 1.140
Directorate of Finance and Risk Management
Diperbantukan di Anak Perusahaan
1.388 1.397 1.431
Secondment to Subsidiaries
Instansi lain
251 85 36
Other Institutions
Jumlah Total 29.890 28.847 28.364
Keterangan: Information:
Data Tahun 2022 dan 2021 merupakan data penyajian The data for 2022 and 2021 has been restated based on
kembali berdasarkan cakupan data pekerja PT KAI di the coverage of PT KAI employees, including those at the
Induk, diperbantukan di Anak Perusahaan dan Instansi parent company, those seconded to subsidiaries, and
Lain/Afiliasi those assigned to other institutions/affiliates.
Pekerja yang Bukan Pekerja Langsung [GRI 2-8] Workers who are Non-Direct Employees [GRI 2-8]
Selain tenaga kerja/karyawan dengan kategori di atas, In addition to employees in the above categories, the
Perseroan tidak memiliki pekerja yang bukan pekerja Company does not have any workers who are not directly
langsung, yaitu mereka yang melakukan pekerjaan employed by KAI, meaning those who perform work for
untuk KAI namun tidak memiliki hubungan kerja KAI but do not have a direct employment relationship
langsung dengan KAI. Pekerja yang termasuk dalam with KAI. Workers in this category include outsourced
kategori ini antara lain tenaga kerja alih daya. labor.
Laporan Tahunan dan Keberlanjutan
98 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 99
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
DAFTAR KEANGGOTAAN ASOSISASI
[OJK C.5] [GRI 2-28]
Association Membership List [OJK C.5] [GRI 2-28]
KAI bergabung dan berperan aktif melalui keanggotaan KAI joined and actively participated through membership
asosiasi atau lembaga yang relevan dengan bisnis utama in relevant associations or institutions related to its core
yang dijalankan. Hal tersebut dilakukan agar KAI dapat business. This was done so that KAI could continue to
terus mengikuti dan terlibat dalam perkembangan, isu, keep up with and be involved in the latest developments,
atau topik terbaru, di samping saling memberi saran/ issues, or topics, in addition to providing advice/input
masukan hingga bertukar informasi dengan perusahaan and exchanging information with other companies for
lain demi kemajuan bersama. mutual progress.
Nama Asosiasi Tahun bergabung Status Perusahaan
Name of Association Year Joined Status
Kamar Dagang Indonesia (Kadin) Kota Bandung
Bandung City Chamber of Commerce and Industry 2022 Anggota Member
(KADIN)
PERUBAHAN PERUSAHAAN YANG BERSIFAT SIGNIFIKAN
PADA ORGANISASI
[OJK C.6] [GRI 2-6]
Significant Corporate Changes In Organization [OJK C.6] [GRI 2-6]
Selama periode pelaporan, tidak terdapat perubahan During the reporting period, there were no significant
seperti merger maupun perubahaan Perseroan lainnya corporate changes such as merger or r other substantial
yang bersifat signifikan. alterations.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 99
Annual and Sustainability Report
Page 100
Profil Perusahaan
Company Profile
STRUKTUR ORGANISASI
Organization Structure
PRESIDENT
DIRECTOR
(U)
D.1 MANAGING D.2 MANAGING D.3 MANAGING D.4 MANAGING D.5 MANAGING
DIRECTOR OF DIRECTOR OF DIRECTOR OF DIRECTOR OF DIRECTOR OF
COMMERCE OPERATION INFRASTRUCTURE ROLLING STOCK SAFETY AND
(C) (O) (T) (R) SECURITY
(S)
DIVISION OF DIVISION OF
DIVISION OF DIVISION OF DIVISION OF DIVISION OF
PASSENGER DIVISION OF DIVISION OF DIVISION OF TECHNICAL DIVISION OF DIVISION OF DIVISION OF
FREIGHT OPERATION SIGNALLING, TELE- TRAINING &
TRANSPORT OPERATION RACK AND Rolling Stock ENGINEERING SECURITY NON RAILWAY HUMAN CAPITAL
MARKETING PERSONNEL COMMUNICATION, EDUCATION
MARKETING MANAGEMENT BRIDGE MAINTENANCE AND (SK) ASSETS MANAGEMENT
AND SALES (OP) AND ELECTRICITY IR H JUANDA
AND SALES (OM) (TJ) (RR) Rolling Stock ASSET (SN) (MC)
(CF) (TS) (MT)
(CP) (RT)
SUBDIVISION OF
FREIGHT SUBDIVISION OF DIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF DIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF DIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF
NON TRANSPORT TRAIN SUBDIVISION OF TECHNICAL SECURITY DIVISION OF PROGRAM, PLANNING OF
PRODUCT PASSENGER COMMERCIAL- TRAIN CREW OPERATION TRACK SIGNALLING INFRASTRUCTURE Rolling Stock ENGINEERING OF OPERATION AND SAFETY SAFETY BUDGETING, AND ORGANIZATION TRAINING AND
DEVELOPMENT MARKETING IZATION OPERATION PLANNING (TJT) MAINTENANCE ASSETS PLANNING Rolling Stock ADMINISTRATION (SSS) STANDARD CERTIFICATION DEVELOPMENT EDUCATION
AND PLANNING (CPM) (CCC) (OPC) (OMR) (TSM) (TTA) (RRP) (RTE) (SKO) (SSS) (SNNB) (MCO) (MTR)
(CEP)
SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF
SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF TRAIN SUBDIVISION OF TELE- SUBDIVISION OF SUBDIVISION OF PROGRAM ASSETS TALENT AND CERTIFICATION
TERMINAL AND PASSENGER NON TRAIN CREW OPERATION FACILITY AND COMMUNICATION TRACTIVE RAIL SAFETY INTERNAL
Rolling Stock ASSETS HANDLING AND HUMAN CAPITAL AND
LOGISTICS TICKETING SALES OPERATION CONTROL AND BRIDGE AND ELECTRICITY VEHICLES INSPECTOR CONSULTANT
(RTA) ASSETS CONTROL MANAGEMENT COOPERATION
(CFT) (CPS) (OPN) OPERATION (TJF) MAINTENANCE (RRT) (SNNP) (MCD) (MTC)
(OMP) (TSC)
SUBDIVISION OF SUBDIVISION OF
FREIGHT SPECIALIST SUBDIVISION OF SUBDIVISION OF
SUBDIVISION OF OPERATION TRAINING CENTER
MARKETING, SALES OF NON TRAIN COACHES AND INDUSTRIAL
DIGITAL BUSINESS SOUTHERN (MTL, MTS, MTO,
AND COSTUMER CREW WAGONS RELATION
(CPD) SUMATRA MTP, MTE, MTTS)
CARE MANAGEMENT (RRC) (MCI)
(OMS)
(CFS)
SUBDIVISION OF SPECIALIST OF SUBDIVISION OF
SPECIALIST OF
PASSENGER OPERATION EMPLOYEE TRAINER
RAILWAY
FACILITY SUMATERA ADMINISTRATION GROUP
OPERATION
(CPF) SELATAN (MCA)
HUMAN
SUBDIVISION OF CAPITAL
CUSTOMER CARE BUSINESS
(CPC) PARTNER
UPT BALAI YASA UPT BALAI YASA UPT BALAI YASA UPT BALAI YASA
JEMBATAN SINTELIS DAN LAA SARANA SARANA
KIARACONDONG CIKUDAPATEUH (SGU, TG, PUB) (MRI,LT,YK)
(TJJK) (TSSS)
UPT BALAI YASA
MEKANIK JALAN
REL CIREBON
PRUJAKAN
(TJJC)
UPT BALAI YASA
MEKANIK JALAN DAERAH OPERASI DAERAH OPERASI DIVISI DIVISI DIVISI DIVISI DIVISION OF PT RMU
REL PRABUMULIH 1,2,4,6,8 3,5,7,9 REGIONAL I REGIONAL II REGIONAL III REGIONAL IV LRT JABODEBEK
(TJJM)
UPT BALAI YASA
SUBDIVRE I.1 PADANG
Laporan Tahunan dan Keberlanjutan
100 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 101
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
D.6 MANAGING D.7 MANAGING
DIRECTOR OF DIRECTOR OF D.8 MANAGING
HUMAN CAPITAL STRATEGIC DIRECTOR OF
AND GENERAL PLANNING AND FINANCE AND RISK
AFFAIRS BUSINESS MANAGEMENT
(M) DEVELOPMENT (K)
(P)
DIVISION OF DIVISION OF DIVISION OF DIVISION OF
CORPORATE DIVISION OF STRATEGIC DIVISION OF DIVISION OF DIVISION OF DIVISION OF DIVISION OF
DIVISION OF NON RAILWAY REVENUE DIVISION OF DIVISION OF
STRATEGIC SUBSIDIARY BUSINESS PROJECT FINANCE INFORMATION RISK CORPORATE
LOGISTICS ASSETS AND COST LEGAL INTERNAL AUDIT
PLANNING AND MANAGEMENT PLANNING AND DEVELOPMENT COSOLIDATION SYSTEM MANAGEMENT SECRETARY
(MS) DEVELOPMENT CONSOLIDATION (UL) (UI)
MONITORING (PS) INVESMENT (PP) (KC) (KI) (KR) (US)
(PN) (KG)
(PC) (PI)
SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF
LEMBAGA SUBDIVISION OF CORPORATE SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF NON RAILWAY SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF DISSEMINATION SUBDIVISION OF
SERTIFIKASI DIVISION OF PROCUREMENT SUBSIDIARY STRATEGIC IT PLANNING SUBDIVISION OF SUBDIVISION OF CORPORATE
PROFESI PT HEALTH PLANNING AND STRATEGIC MANAGEMENT BUSINESS PROJECT ASSETS CORPORATE PSO, IMO, AND AND RISK LEGAL BUSINESS GENERAL AUDIT 1 DOCUMENT
KERETA API (MMH) EVALUATION PLANNING AND AND EVALUATION PLANNING PLANNING DEVELOPMENT FINANCE AND TAC GOVERNANCE MANAGEMENT (ULB) (UI.1) MANAGEMENT
INDONESIA (MSP) EVALUATION (PSM) (PIS) (PPP) PLANNING (KCF) (KGP) (KIP) PROCEDURE (USD)
(PCP) (PNP) (KRD)
SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF
CORPORATE SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF
SUBDIVISION OF PROJECT NON RAILWAY SUBDIVISION OF SUBDIVISION OF
STRATEGIC SPECIA INVESTMENT COST IT DESIGN AND RISK CONTROL POLICY AND PUBLIC
MATERIAL STOCK MONITORING AND ASSETS BUSINESS BUDGETING GENERAL AUDIT 2
PERFORMANCE ASSIGNMENT PLANNING ACCOUNTING DEVELOPMENT AND MITIGATION REGULATIONS RELATIONS
(MSS) EVALUATION DEVELOPMENT (KCA) (UI.2)
MONITORING (PSA) (PII) (KGB) (KID) (KRC) (ULP) (USP)
(PPM) (PND)
(PCM)
SUBDIVISION OF SUBDIVISION OF
SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF
GOOD AND SUBDIVISION OF SUBDIVISION OF SUBDIVISION OF QUALITY
TECHNICAL JAVA REGION FINANCIAL LEGAL DISPUTE
SERVICES BUILDING IT OPERATION RISK ANALYST SPECIAL AUDIT ASSURANCE AND
ENGINEERING PROJECT ADMINISTRATION RESOLUTION
PROCUREMENT (PNB) (KIO) (UIS) GCG
(PIT) (PPJ) (KCW) (ULL)
(MSU) (USQ)
SUBDIVISION OF SUBDIVISION OF
SUBDIVISION OF
SUBDIVISION OF SUBDIVISION OF EVALUATION, CORPORATE
ENTERPRISE
SUMATERA GENERAL MONITORING, CULTURE AND
RESOURCE
REGION PROJECT ACCOUNTING AND GENERAL
PLANNING
(PPS) (KCC) ADMINISTRATION FACILITIES
(KIR) (UIA) (USC)
SUBDIVISION OF
SUBDIVISION OF TICKETING CORPORATE
TAX PROJECT SOCIAL
(KCT) DIRECTOR RESPONSIBILITY
(USS)
INVESTOR
RELATIONS
PT KA PT KA PROPERTY
PT RAILINK PT KCI PT KA LOGISTIC
PARIWISATA MANAGEMENT
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 101
Annual and Sustainability Report
Page 102
Profil Perusahaan
Company Profile
PROFIL DIREKSI
Board Of Directors Profile
DIDIEK HARTANTYO
Direktur Utama / President Director
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Jakarta, 6 September 1961 62 Tahun
Indonesia Jakarta Jakarta, September 6th, 1961 62 Years Old
Periode Menjabat Period of Service
2021-2026 (periode kedua) 2021-2026 (Second Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Utama PT Appointed for the first time as the President Director of PT Kereta
Kereta Api Indonesia (Persero) berdasarkan Keputusan Menteri Api Indonesia (Persero) based on the Minister of SOE Decree
BUMN No. SK-142/ MBU/05/2020 tanggal 8 Mei 2020 No. SK-142/MBU/05/2020 dated May 8th, 2020
Diangkat kembali sebagai Direktur Utama PT Kereta Api Reappointed as the President Director of PT Kereta Api Indonesia
Indonesia (Persero) berdasarkan Keputusan Menteri BUMN (Persero) based on the Minister of SOE Decree No. SK-28/MBU/
No. SK-28/MBU/01/2021 tanggal 25 Januari 2021 01/2021 dated January 25th, 2021
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Ekonomi Manajemen dari Universitas Sebelas Bachelor of Economics in Management from Sebelas Maret
Maret (1985) University (1985)
Master degree dari Daniel School of Business, University of Master's degree from the Daniel School of Business, University
Denver, Amerika Serikat (1995) of Denver, United States of America (1995)
Riwayat Pekerjaan Career History
Group Head Financial Institutions, Bank Mandiri (2010-2011) Group Head Financial Institutions, Bank Mandiri (2010-2011)
Group Head Corporate Banking II, Bank Mandiri (2011-2016) Group Head Corporate Banking II, Bank Mandiri (2011-2016)
Direktur Keuangan PT Kereta Api Indonesia (Persero) (2016- Finance Director of PT Kereta Api Indonesia (Persero) (2016-2020).
2020)
Direktur Utama PT Kereta Api Indonesia (Persero) President Director of PT Kereta Api Indonesia (Persero) (2020-
(2020-sekarang) present)
Laporan Tahunan dan Keberlanjutan
102 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 103
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DIREKSI
Board Of Directors Profile
HADIS SURYA PALAPA
Direktur Niaga / Managing Director of Commerce
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Tangerang Yogyakarta, 12 Januari 1965 58 Tahun
Indonesia Tangerang Yogyakarta, January 12th, 1965 58 Years Old
Periode Menjabat Period of Service
2022-2027 (Periode Pertama) 2022-2027 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Niaga PT Appointed for the first time as the Managing Director of
Kereta Api Indonesia (Persero) berdasarkan Keputusan Menteri Commerce of PT Kereta Api Indonesia (Persero) based on the
BUMN No. SK-89/ MBU/03/2022 tanggal 31 Maret 2022 Minister of SOE Decree No. SK-89/MBU/03/2022 dated March
31st, 2022
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Magister Administrasi Bisnis dari Brunel University di London Master of Business Administration from Brunel University in
(2007) London (2007)
Riwayat Pekerjaan Career History
Analis Bisnis (2005-2009) Business Analyst (2005-2009)
Project Manager Pembangunan Barge Loading Conveyor Barge Loading Conveyor Construction Project Manager (2009-
(2009-2010) 2010)
Site Manager Pembangunan Dermaga, Coal Handling Facilities Site Manager Port Construction, Coal Handling Facilities and
dan Kantor Terpadu (2010-2015) Integrated Office (2010-2015)
Project Manager Pembangunan Infrastruktur Penanganan Project Manager Development of Coal Mining Infrastructure
Batu Bara (2015-2016) (2015-2016)
Direktur Utama PT Satria Bahana Sarana (2016-2017) President Director of PT Satria Bahana Sarana (2016-2017)
General Manager Pelabuhan Tarahan (2018-2020) General Manager of Tarahan Port (2018-2020)
Sekretaris Perusahaan PT Bukit Asam Tbk (2018-2020) Secretary of PT Bukit Asam Tbk (2018-2020)
Direktur Operasi PT Bukit Asam Tbk (2020-2021) Managing Director of Operation of PT Bukit Asam Tbk (2020-2021)
Direktur Niaga PT Kereta Api Indonesia (Persero) (2022- Managing Director of Commerce of PT Kereta Api Indonesia
sekarang) (Persero) (2022-present)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 103
Annual and Sustainability Report
Page 104
Profil Perusahaan
Company Profile
PROFIL DIREKSI
Board Of Directors Profile
AWAN HERMAWAN
PURWADINATA
Direktur Operasi / Managing Director of Operation
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Bandung Bandung, 30 April 1966 57 Tahun
Indonesia Bandung Bandung, April 30th, 1966 57 Years Old
Periode Menjabat Period of Service
2022-2027 (Periode Pertama) 2022-2027 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Pengelolaan Appointed for the first time as the Managing Director of
Prasarana PT Kereta Api Indonesia (Persero) berdasarkan Infrastructure of PT Kereta Api Indonesia (Persero) based on the
Keputusan Menteri BUMN No. SK321/MBU/12/2019 tanggal 16 Minister of SOE Decree No. SK321/MBU/12/2019 dated December
Desember 2019 16th, 2019
Diangkat menjadi Direktur Operasi PT Kereta Api Indonesia Appointed as the Managing Director of Operations of PT Kereta
(Persero) berdasarkan Keputusan Menteri No. SK-89/MBU/ Api Indonesia (Persero) based on Ministerial Decree No. SK-89/
03/2022 tanggal 31 Maret 2022 MBU/03/2022 dated March 31st, 2022
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Teknik Sipil dari Institut Teknologi Nasional Bachelor of Civil Engineering from the National Institute of
Bandung (1995) Technology Bandung (1955)
Master bidang Teknik Perkeretaapian Institut Teknologi Master of Science in Railway Engineering Bandung Institute of
Bandung (2000) Technology (2000)
Riwayat Pekerjaan Career History
Executive Vice President Freight Marketing & Sales PT Kereta Executive Vice President Freight Marketing & Sales of PT Kereta
Api Indonesia (Persero) (2015-2016) Api Indonesia (Persero) (2015-2016)
Corporate Deputy Director of Infrastructure Maintenance and Corporate Deputy Director of Infrastructure Maintenance and
Infrastructure Assets Kantor Pusat PT Kereta Api Indonesia Infrastructure Assets Central Office of PT Kereta Api Indonesia
(Persero) (2016-2019) (Persero) (2016-2019)
Direktur Operasi PT Kereta Api Indonesia (Persero) (2019) Managing Director of Operation of PT Kereta Api Indonesia
(Persero) (2019)
Direktur Pengelolaan Prasarana PT Kereta Api Indonesia Managing Director of Infrastructure of PT Kereta Api Indonesia
(Persero) (2020-2022) (Persero) (2020-2022)
Direktur Operasi PT Kereta Api Indonesia (Persero) (2022- Managing Director of Operation of PT Kereta Api Indonesia
Sekarang) (Persero) (2022-present)
Laporan Tahunan dan Keberlanjutan
104 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 105
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DIREKSI
Board Of Directors Profile
HERU KUSWANTO
Direktur Pengelolaan Prasarana
Managing Director of Infrastructure
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Grobogan, 18 Agustus 1971 52 Tahun
Indonesia Jakarta Grobogan, August 18th, 1971 52 Years Old
Periode Menjabat Period of Service
2022-2027 (Periode Pertama) 2022-2027 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Operasi PT Appointed for the first time as the Managing Director of
Kereta Api Indonesia (Persero) berdasarkan Keputusan Menteri Operations of PT Kereta Api Indonesia (Persero) based on Minister
BUMN No. SK-48/ MBU/02/2021 tanggal 16 Februari 2021 of SOE Decree No. SK-48/MBU/02/2021 dated February 16th, 2021
Diangkat menjadi Direktur Pengelolaan Prasarana PT Kereta Appointed as the Managing Director of Infrastructure of PT
Api Indonesia (Persero) berdasarkan Keputusan Menteri No. Kereta Api Indonesia (Persero) based on Ministerial Decree No.
SK-89/MBU/03/2022 tanggal 31 Maret 2022 SK-89/MBU/03/2022 dated March 31st, 2022
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Manajemen dari Universitas Gajah Mada (1999) Bachelor of Management from Gajah Mada University (1999)
Riwayat Pekerjaan Career History
Vice President Sub Divre III.2 Tanjungkarang PT Kereta Api Vice President Sub Division III.2 Tanjungkarang PT Kereta Api
Indonesia (Persero) (kini Divre IV Tanjungkarang) (2013-2015) Indonesia (Persero) (now Division IV Tanjungkarang) (2013-2015)
Direktur Utama PT Railink (2015-2019) President Director of PT Railink (2015-2019)
Plt. Executive Vice President National and Corporate Strategic Acting Technical Executive Vice President National and Corporate
Projects PT Kereta Api Indonesia (Persero) (2019) Strategic Projects PT Kereta Api Indonesia (Persero) (2019)
Corporate Deputy Director of New Business Development PT Corporate Deputy Director of New Business Development PT
Kereta Api Indonesia (Persero) (2019-2020) Kereta Api Indonesia (Persero) (2019-2020)
Corporate Deputy Director of Assets Development PT Kereta Corporate Deputy Director of Assets Development PT Kereta Api
Api Indonesia (Persero) (2020-2021) Indonesia (Persero) (2020-2021)
Direktur Pengelolaan Prasarana PT Kereta Api Indonesia Managing Director of Infrastructure of PT Kereta Api Indonesia
(Persero) (2022-sekarang) (Persero) (2022-present)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 105
Annual and Sustainability Report
Page 106
Profil Perusahaan
Company Profile
PROFIL DIREKSI
Board Of Directors Profile
EKO PURWANTO*
Direktur Pengelolaan Sarana
Managing Director of Rolling Stock
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Magetan, 10 Februari 1971 52 Tahun
Indonesia Jakarta Magetan, February 10th, 1971 52 Years Old
Periode Menjabat Period of Service
2021-2023 2021-2023
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Pengelolaan Appointed for the first time as the Managing Director of Rolling
Sarana PT Kereta Api Indonesia (Persero) berdasarkan Stock of PT Kereta Api Indonesia (Persero) based on Minister of
Keputusan Menteri BUMN No. SK-48/MBU/02/2021 tanggal 16 SOE Decree No. SK-48/MBU/02/2021 dated February 16th, 2021.
Februari 2021
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Mesin Kapal dari Universitas Hang Tuah (1996) Bachelor's Degree in Ship Engineering from Hang Tuah
University (1996)
Riwayat Pekerjaan Career History
Executive Vice President UPT Balai Yasa Lahat PT Kereta Api Executive Vice President of UPT Balai Yasa Lahat PT Kereta Api
Indonesia (Persero) (2013-2015) Indonesia (Persero) (2013-2015)
Executive Vice President UPT Balai Yasa Yogyakarta PT Kereta Executive Vice President of UPT Balai Yasa Yogyakarta PT Kereta
Api Indonesia (Persero) (2015-2017) Api Indonesia (Persero) (2015-2017)
Corporate Deputy Director of Rolling Stock PT Kereta Api Corporate Deputy Director of Rolling Stock of PT Kereta Api
Indonesia (Persero) (2017-2018) Indonesia (Persero) (2017-2018)
Executive Vice President Daerah Operasi 6 Yogyakarta PT Executive Vice President District Operations 6 Yogyakarta PT
Kereta Api Indonesia (Persero) (2018-2020) Kereta Api Indonesia (Persero) (2018-2020)
Executive Vice President Daerah Operasi 1 Jakarta PT Kereta Executive Vice President District Operations 1 Jakarta PT Kereta
Api Indonesia (Persero) (2020-2021) Api Indonesia (Persero) (2018-2020)
Direktur Pengelolaan Sarana PT Kereta Api Indonesia (Persero) Managing Director of Rolling Stock of PT Kereta Api Indonesia
(2021-2023) (Persero) (2021-2023)
*menjabat sebagai direksi sampai dengan 15 Feb 2023
*served as director until Feb 15, 2023
Laporan Tahunan dan Keberlanjutan
106 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 107
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DIREKSI
Board Of Directors Profile
SANDRY PASAMBUNA
Direktur Keselamatan dan Keamanan
Managing Director of Safety and Security
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Kotamobagu, 8 Agustus 1967 56 Tahun
Indonesia Jakarta Kotamobagu, August 8th, 1967 56 Years Old
Periode Menjabat Period of Service
2022-2027 (Periode Pertama) 2022-2027 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Perencanaan Appointed for the first time as the Managing Director of Strategic
Strategis dan Pengembangan Usaha PT Kereta Api Indonesia Planning and Business Development of PT Kereta Api Indonesia
(Persero) berdasarkan Keputusan Menteri BUMN No. SK-89/ (Persero) based on Minister of SOE Decree No. SK-89/MBU/
MBU/03/2022 tanggal 31 Maret 2022 03/2022 dated March 31st, 2022
Diangkat sebagai Direktur Keselamatan dan Keamanan PT Appointed as the Managing Director of Safety and Security of
Kereta Api Indonesia (Persero) berdasarkan Keputusan Menteri PT Kereta Api Indonesia (Persero) based on Minister of SOE
BUMN No. SK-240/MBU/10/2022 tanggal 26 Oktober 2022 Decree No. SK-240/MBU/10/2022 dated October 26th, 2022
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Insinyur dari Fakultas Teknik Sipil Universitas Sam Ratulangi Engineer from the Faculty of Civil Engineering of Sam Ratulangi
Manado (1995) Manado University (1995)
Environmental Policy and Management, The Van Hall Institute, Environmental Policy and Management, The Van Hall Institute,
Belanda (2002) Netherlands (2002)
Program Studi Program Profesi Insinyur Universitas Sam Sam Ratulangi Manado University's Engineering Professions
Ratulangi Manado (2020) Program (2020)
Magister Teknik Perminyakan UPN Veteran Yogyakarta (2020) Master of Petroleum Engineering UPN Veterans Yogyakarta (2020)
Riwayat Pekerjaan Career History
Head of Project Delivery di PHE-WMO dan Commissioning & Head of Project Delivery at PHE-WMO and Commissioning &
Quality Control Manager di PHE-ONWJ (2011-2018) Quality Control Manager at PHE-ONWJ (2011-2018)
Commissioning & Quality Control Manager di PHE-ONWJ (2018- Commissioning & Quality Control Manager at PHE-ONWJ (2018-
2020) 2020)
Direktur Komersial dan Pengembangan Usaha Perum DAMRI Commercial Director and Residential Enterprise Development
(2020-2022) DAMRI (2020-2022)
Direktur Perencanaan Strategis dan Pengembangan Usaha Managing Director of Strategic Planning and Business
PT Kereta Api Indonesia (Persero) (2022). Development of PT Kereta Api Indonesia (Persero) (2022).
Direktur Keselamatan dan Keamanan PT Kereta Api Indonesia Managing Director of Safety and Security of PT Kereta Api
(Persero) (2022-sekarang) Indonesia (Persero) (2022-present)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 107
Annual and Sustainability Report
Page 108
Profil Perusahaan
Company Profile
PROFIL DIREKSI
Board Of Directors Profile
SUPARNO
Direktur SDM dan Umum
Managing Director of Human Capital & General Affairs
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Bandung Sragen, 25 Februari 1967 56 Tahun
Indonesia Bandung Sragen, February 25th, 1967 56 Years Old
Periode Menjabat Period of Service
2022-2027 (Periode Pertama) 2022-2027 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur SDM dan Appointed for the first time as the Managing Director of Human
Umum PT Kereta Api Indonesia (Persero) berdasarkan Resources and General Affairs of PT Kereta Api Indonesia
Keputusan Menteri BUMN No. SK-89/MBU/03/2022 tanggal 31 (Persero) based on Minister of SOE Decree No. SK-89/MBU/
Maret 2022 03/2022 dated March 31st, 2022
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Teknik Sipil dari Universitas Negeri Sebelas Bachelor of Civil Engineering from Sebelas Maret State University
Maret (1993) (1993)
Master bidang Teknik Perkeretaapian dari Institut Teknologi Bachelor of Civil Engineering from Sebelas Maret State University
Bandung (2001) (1993)
Riwayat Pekerjaan Career History
Vice President IT Planning and Governance (2018) Vice President of IT Planning and Governance (2018)
Vice President Pengadaan Barang dan jasa (2019-2020) Vice President of Procurement of freight and Services (2019-2020)
Vice President Facility and Bridge (2020) Corporate Deputy Director of Logistic (2022)
Direktur SDM dan Umum PT Kereta Api Indonesia (Persero) Managing Director of Human Capital & General Affairs of PT Kereta
(2022-sekarang) Api Indonesia (Persero) (2022-present)
Laporan Tahunan dan Keberlanjutan
108 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 109
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DIREKSI
Board Of Directors Profile
JOHN ROBERTHO
Direktur Perencanaan Strategis dan Pengelolaan Sarana
Managing Director of Strategic Planning and Rolling Stock Management
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Martebing, 23 April 1963 60 Tahun
Indonesia Jakarta Martebing, April 23rd, 1963 60 Years Old
Periode Menjabat Period of Service
28 November 2023-sekarang November 28th, 2023-present
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Perencanaan Appointed for the first time as the Managing Director of Strategic
Strategis dan Pengembangan Usaha PT Kereta Api Indonesia Planning and Business Development of PT Kereta Api Indonesia
(Persero) berdasarkan Keputusan Menteri BUMN No. SK-240/ (Persero) based on Minister of SOE Decree No. SK-240/MBU/
MBU/10/2022 tanggal 26 Oktober 2022 dan selanjutnya 10/2022 dated October 26th, 2022, and subsequently reassigned
dilakukan pengalihan penugasan menjadi Direktur to the position of Managing Director of Strategic Planning and
Perencanaan Strategis dan Pengelolaan Sarana yang diangkat Rolling Stock based on Minister of SOE Decree No. SK170/MBU/
berdasarkan Keputusan Menteri BUMN Nomor SK170/MBU/ 08/2019 dated August 2nd, 2019. No. SK-240/MBU/10/2022 dated
08/2019 tanggal 2 Agustus 2019. Nomor SK-240/MBU/10/2022 October 26th, 2022, with the term of office continuing the
tanggal 26 Oktober 2022 dengan masa jabatan meneruskan remainder of the term based on the Minister of SOE Decree
sisa masa jabatan berdasarkan Keputusan Menteri BUMN
tersebut
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Teknik Mesin dari Universitas HKBP Bachelor of Science in Mechanical Engineering from HKBP
Nommensen (1989) Nommensen University (1989)
Riwayat Pekerjaan Career History
Direktur Teknik KAI Commuter Jabotabek (2014-2016) Technical Director of KAI Commuter Jabotabek (2014-2016)
Executive Vice President Daerah Operasi I Jakarta PT Kereta Executive Vice President Regional Operations I Jakarta PT Kereta
Api Indonesia (Persero) (2016-2017) Api Indonesia (Persero) (2016-2017)
Corporate Deputy Director of Freight Marketing and Sales, PT Corporate Deputy Director of Freight Marketing and Sales of PT
Kereta Api Indonesia (Persero) (2017) Kereta Api Indonesia (Persero) (2017)
Executive Vice President Divisi Light Rail Transit Jabodebek Executive Vice President Divisi Light Rail Transit Jabodebek (2017-
(2017-2019) 2019)
Pelaksana Tugas Direktur Teknik PT Kereta Commuter Acting Technical Director of PT Kereta Commuter Indonesia
Indonesia (2019) (2019)
Direktur Keselamatan dan Keamanan PT Kereta Api Indonesia Managing Director of Safety and Security PT Kereta Api Indonesia
(Persero) (2019-2022) (Persero) (2019-2022)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 109
Annual and Sustainability Report
Page 110
Profil Perusahaan
Company Profile
PROFIL DIREKSI
Board Of Directors Profile
SALUSRA WIJAYA
Direktur Keuangan dan Manajemen Risiko
Managing Director of Finance and Risk Management
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Padang, 19 April 1963 60 Tahun
Indonesia Jakarta Padang, April 19th, 1963 60 Years Old
Periode Menjabat Period of Service
2020-2025 (Periode Pertama) 2020-2025 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Keuangan Appointed for the first time as the Managing Director of Finance
dan Manajemen Risiko PT Kereta Api Indonesia (Persero) and Risk Management of PT Kereta Api Indonesia (Persero)
berdasarkan Keputusan Menteri BUMN No. SK-151/MBU/05/2021 based on Minister of State-Owned Enterprises Decree No. SK-
tanggal 19 Mei 2021 236/MBU/07/2020 dated May 19th, 2021
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Penasehat Investasi diterbitkan oleh Bapepam, Komite Profesi Investment Adviser published by Bapepam, Capital Market
Standard Pasar Modal (1995) Professional Standards Committee (1995)
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Akuntansi dari Universitas Indonesia (1988) Bachelor of Accounting from Universitas Indonesia (1988)
MBA in International Banking & Finance di Birmingham MBA in International Banking & Finance di Birmingham Business
Business School, University of Birmingham, Inggris (1997) School, University of Birmingham, Inggris (1997)
Riwayat Pekerjaan Career History
President Director PT Indonesia Kendaraan Terminal Tbk (PT President Director of PT Indonesia Kendaraan Terminal Tbk (PT
Pelindo II Group) (2018-2019) Pelindo II Group) (2018-2019)
Finance & Human Resources Director di PT Pelabuhan Tanjung Finance & Human Resources Director of PT Pelabuhan Tanjung
Priok (PT Pelindo II Group) (2019-2020) Priok (PT Pelindo II Group) (2019-2020)
Direktur Keuangan dan Manajemen Risiko PT Kereta Api Managing Director of Finance and Risk Management of PT Kereta
Indonesia (Persero) (2020-sekarang) Api Indonesia (Persero) (2020-present)
Laporan Tahunan dan Keberlanjutan
110 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 111
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DIREKSI
Board Of Directors Profile
RUDI AS ATURRIDHA
Direktur Pengembangan Usaha & Kelembagaan
Managing Director of Business Development and Institutional Relations
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Lombok Timur, 2 Juni 1972 51 Tahun
Indonesia Jakarta East Lombok, June 2nd, 1972 51 Years Old
Periode Menjabat Period of Service
2023 - sekarang (periode pertama) 2023 - Present (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Direktur Appointed for the first time as the Director of Business
Pengembangan Usaha & Kelembagaan PT Kereta Api Development & Institutional Relations of PT Kereta Api Indonesia
Indonesia (Persero) berdasarkan Keputusan Menteri BUMN (Persero) based on Minister of SOE Decree No. SK-322/MBU/
No. SK-322/MBU/11/2023 11/2023
Rangkap Jabatan Concurrent Position
Tidak Ada None
Sertifikasi Certification
Competency Based Interview, Mandiri University – Jakarta Competency Based Interview, Mandiri University – Jakarta (2017)
(2017)
Sertifikasi Manajemen Risiko Level 3, LSPP – Jakarta (2012) Level 3 Risk Management Certification, LSPP – Jakarta (2012)
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Calon Magister Ekonomi Universitas Trisakti 2022 – Sekarang Master Degree Candidate Trisakti University 2022 – Present
Sarjana Ekonomi Universitas Trisakti 1991 – 1996 Bachelor of Economic Trisakti University 1991 – 1996
Riwayat Pekerjaan Career History
Direktur Pengembangan Usaha dan Kelembagaan (November Managing Director of Business Development and Institutional
2023 – sekarang) Relations (November 2023 - present)
Group Head Corporate Secretary Bank Mandiri (2020- Group Head Corporate Secretary Bank Mandiri (2020- November
November 2023) 2023)
Department Head Corporate Communication Bank Mandiri Department Head Corporate Communication Bank Mandiri
(2019-2020) (2019-2020)
Area Head Yogyakarta Bank Mandiri (2017-2019) Area Head Bank Mandiri Yogyakarta (2017-2019)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 111
Annual and Sustainability Report
Page 112
Profil Perusahaan
Company Profile
HUBUNGAN AFILIASI ANGGOTA DIREKSI
Affiliation of the Board of Directors
KAI memastikan bahwa masing-masing anggota Direksi KAI ensures that each member of the Board of Directors
tidak memiliki hubungan afiliasi, baik berupa hubungan does not have any affiliation, whether in the form of
keuangan maupun keluarga, dengan anggota Dewan financial or familial relationships, with members of the
Komisaris, sesama anggota Direksi, ataupun pemegang Board of Commissioners, fellow members of the Board
saham dan pengendali Perseroan. Selain itu, anggota of Directors, or shareholders and controllers of the
Direksi juga dipastikan tidak memiliki hubungan Company. Additionally, members of the Board of Directors
kepengurusan dalam bentuk apa pun yang dapat are also ensured not to have any management
mengganggu independensi dan/atau berpotensi relationships in any form that could compromise
menghadirkan benturan kepentingan dalam pelaksanaan independence and/or potentially create conflicts of
tugas dan tanggung jawab masing-masing. interest in the execution of their respective duties and
responsibilities.
KAI menjamin bahwa seluruh anggota Direksi dapat KAI ensures that all members of the Board of Directors
senantiasa bertindak independen dan terbebas dari can always act independently and free from intervention.
intervensi. Hal tersebut dilaksanakan dalam rangka This is done to ensure the objectivity of the Board of
menjamin terjaganya objektivitas Direksi dalam Directors in carrying out their duties and responsibilities
menjalankan tugas dan tanggung jawabnya dalam in managing the Company.
mengelola Perseroan.
HUBUNGAN AFILIASI DIREKSI TAHUN 2023 DIRECTOR’S AFFILIATE RELATIONSHIP 2023
Hubungan Keuangan Dengan Hubungan Keuangan Dengan
Financial Relationship With Financial Relationship With
Hubungan
Pemegang Pemegang Kepengurusan
Dewan Dewan Managerial
Saham Saham
Nama Jabatan Komisaris Direksi Komisaris Direksi Relation
Pengendali Pengendali
Name Position Board of Directors Board of Directors
Controlling Controlling
Commissioners Commissioners
Shareholders Shareholders
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
Didiek Direktur Utama
- ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Hartantyo President Director
Direktur Niaga
Hadis Surya
Managing Director - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Palapa
of Commerce
Awan Direktur Operasi
Hermawan Managing Director - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Purwadinata of Operation
Direktur
Pengelolaan
Heru Kuswanto Prasarana - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Managing Director
of Infrastructure
Direktur
Pengelolaan Sarana
Eko Purwanto - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Managing Director
of Rolling Stock
Direktur
Perencanaan
Strategis dan
Pengelolaan Sarana
John Robertho Managing Director - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
of Strategic
Planning and
Rolling Stock
Management
Direktur SDM dan
Umum
Suparno Managing Director - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
of Human Capital &
General Affairs
Laporan Tahunan dan Keberlanjutan
112 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 113
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Hubungan Keuangan Dengan Hubungan Keuangan Dengan
Financial Relationship With Financial Relationship With
Hubungan
Pemegang Pemegang Kepengurusan
Dewan Dewan Managerial
Saham Saham
Nama Jabatan Komisaris Direksi Komisaris Direksi Relation
Pengendali Pengendali
Name Position Board of Directors Board of Directors
Controlling Controlling
Commissioners Commissioners
Shareholders Shareholders
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
Direktur
Perencanaan
Strategis dan
Pengembangan
Sandry Usaha
- ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Pasambuna Managing Director
of Strategic
Planning and
Business
Development
Direktur Keuangan
dan Manajemen
Risiko
Salusra Wijaya - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Managing Director
of Finance and Risk
Management
Direktur
Pengembangan
Usaha dan
Kelembagaan
Rudi As
Managing Director - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Aturridha
of Business
Development and
Institutional
Relations
PERUBAHAN KOMPOSISI ANGGOTA DIREKSI DAN
ALASAN PERUBAHANNYA
Changes In Composition Of The Board Of Directors And The Reason
Pada tahun 2023, komposisi Direksi Perseroan mengalami In 2023, the composition of the Company’s Board of
2 (dua) perubahan yang dilakukan berdasarkan Directors underwent 2 (two) changes based on the Decree
Keputusan Menteri BUMN selaku RUPS Perseroan Nomor of the Minister of State-Owned Enterprises as the General
SK-27/ MBU/02/2023 tentang Pemberhentian, Pengalihan Meeting of Shareholders of the Company Number SK-27/
Tugas, dan Pengangkatan Anggota-Anggota Direksi MBU/02/2023 concerning Dismissal, Reassignment, and
Perusahaan Perseroan (Persero) PT Kereta Api Indonesia Appointment of Members of the Board of Directors of
tanggal 15 Februari 2023, serta Keputusan Menteri BUMN the Company (Persero) PT Kereta Api Indonesia dated
selaku RUPS Perseroan Nomor SK-322/MBU/11/2023 February 15 th, 2023, as well as the Decree of the Minister
tentang Pengalihan Tugas Anggota-Anggota Direksi of State-Owned Enterprises as the General Meeting of
Perusahaan Perseroan (Persero) PT Kereta Api Indonesia Shareholders of the Company Number SK-322/MBU/
tanggal 28 November 2023, dengan alasan penataan 11/2023 concerning Reassignment of Members of the
susunan anggota Direksi. Atas perubahan tersebut, Board of Directors of the Company (Persero) PT Kereta
komposisi Direksi pada 31 Desember 2023 terdiri atas 9 Api Indonesia dated November 28th, 2023, for the purpose
(sembilan) anggota, yang seluruhnya telah dinyatakan of restructuring the composition of the Board of Directors.
lulus Uji Kelayakan dan Kepatutan (UKK) oleh As a result of these changes, the composition of the Board
Kementerian BUMN. of Directors as of December 31st, 2023, consisted of 9 (nine)
members, all of whom have been declared to have passed
the Fit and Proper Test by the Ministry of State-Owned
Enterprises.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 113
Annual and Sustainability Report
Page 114
Profil Perusahaan
Company Profile
PERUBAHAN KOMPOSISI ANGGOTA DIREKSI CHANGES IN THE COMPOSITION OF THE
TAHUN 2023 BOARD OF DIRECTORS IN 2023
1 Januari - 15 Febuari- 28 November -
Uraian 15 Febuari 2023 28 November 2023 31 Desember 2023
Description January 1 st - February 15 th - November 28 th -
February 15 th 2023 November 28 th, 2023 December 31 st, 2023
Keputusan Menteri
BUMN N0. SK-240/ Keputusan Menteri BUMN Keputusan Menteri BUMN No. SK-322/
Dasar Pengangkatan MBU/10/2022 No. SK-27/MBU/02/2023 MBU/11/2023
Basis of Appointment SOE Ministerial SOE Ministerial Decision SOE Ministerial Decision No. SK-322/
Decision No. SK-240/ No. SK-27/MBU/02/2023 MBU/11/2023
MBU/10/2022
Direktur Utama Direktur Utama Didiek
Didiek Hartantyo Didiek Hartantyo
President Director President Director Hartantyo
Direktur Niaga Direktur Niaga
Hadis Surya
Managing Director of Hadis Surya Palapa Hadis Surya Palapa Managing Director of
Palapa
Commerce Commerce
Awan Hermawan Awan
Direktur Operasi Direktur Operasi
Awan Hermawan Purwadinata Hermawan
Managing Director of Managing Director of
Purwadinata Purwadinata
Operation Operation
Direktur Pengelolaan Direktur Pengelolaan
Prasarana Prasarana
Heru Kuswanto Heru Kuswanto Heru Kuswanto
Managing Director of Managing Director of
Infrastructure Infrastructure
Direktur
Pengembangan
Direktur Pengelolaan Usaha &
Sarana Kelembagaan Rudi As
Eko Purwanto -
Managing Director of Managing Director of Aturridha
Rolling Stock Business
Development and
Institutional Relations
Direktur Keselamatan Direktur Keselamatan
dan Keamanan dan Keamanan Sandry
Sandry Pasambuna Sandry Pasambuna
Managing Director of Managing Director of Pasambuna
Safety and Security Safety and Security
Direktur SDM dan
Direktur SDM dan
Umum
Umum
dan Umum Suparno
Managing Director of Suparno Suparno
Managing Director of
Human Capital &
Human Capital &
General Affairs
General Affairs
Direktur Perencanaan
Direktur Perencanaan
Strategis dan
Strategis dan
Pengelolaan Sarana
Pengembangan Usaha
John Robertho John Robertho Managing Director of John Roberto
Managing Director of
Strategic Planning
Strategic Planning and
and Rolling Stock
Business Development
Management
Direktur Keuangan
Direktur Keuangan dan
dan Manajemen
Manajemen Risiko
Risiko
Managing Director of Salusra Wijaya Salusra Wijaya Salusra Wijaya
Managing Director of
Finance and Risk
Finance and Risk
Management
Management
Perubahan komposisi anggota Direksi KAI disebabkan The change in the composition of members of the KAI
oleh penataan ulang susunan anggota Direksi. Board of Directors was caused by a rearrangement of
the composition of the Board of Directors.
Laporan Tahunan dan Keberlanjutan
114 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 115
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DEWAN KOMISARIS
Board of Commissioners Profile
SAID AQIL SIROJ
Komisaris Utama/Komisaris Independen
Chief Commissioner/Independent Commissioner
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Cirebon, 3 Juli 1953 70 Tahun
Indonesia Jakarta Cirebon, July 3rd, 1953 70 Years Old
Periode Menjabat Period of Service
2021-2026 (Periode Pertama) 2021-2026 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Komisaris Utama/ Appointed for the first time as President Commissioner/
Komisaris Independen PT Kereta Api Indonesia (Persero) Independent Commissioner of PT Kereta Api Indonesia
berdasarkan Keputusan Menteri BUMN No. SK-64/ MBU/ (Persero) based on Decree of the Minister of SOE No. SK-64/
03/2021 tanggal 3 Maret 2021 MBU/03/2021 dated March 3rd, 2021
Rangkap Jabatan Concurrent Position
Vice President Religions for Peace (2019-sekarang) Vice President Religions for Peace (2019-present)
Ketua Komite Nominasi dan Remunerasi KAI Chairman of the KAI Nomination and Remuneration Committee
Anggota BPIP (Badan Pengkajian Ideologi Pancasila) RI (2017- Member of BPIP (Pancasila Ideology Study Agency) RI (2017-
sekarang) present)
Pengasih Ponpes Luhur Al Tsaqafah, Ciganjur, Jagakarsa, Compassionate Islamic Boarding School Luhur Al Tsaqafah,
Jakarta Selatan (2013-sekarang) Ciganjur, Jagakarsa, South Jakarta (2013-present)
Penasihat Dosen Mata Kuliah MKDU Ubaya Surabaya (1998- Ubaya Surabaya MKDU Lecturer Advisor (1998-present)
sekarang)
Dosen Pascasarjana UI, UIN Syarif Hidayatullah Jakarta & UI Postgraduate Lecturer, UIN Syarif Hidayatullah Jakarta &
Universitas Islam Malang (1995-sekarang) Islamic University of Malang (1995-present)
Sertifikasi Certification
Onboarding Commissioner of State-Owned Enterprise Program Onboarding Commissioner of State-Owned Enterprise Program
(2022) (2022)
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Ushuluddin dan Dakwah Fakultas Syari’ah dari Bachelor of Arts in Ushuluddin and Dakwah of the Syrian Faculty
Universitas King Abdul Aziz cabang Mekkah (1982) of King Abdul Aziz University of Mecca (1982)
Master bidang Perbandingan Agama Fakultas Ushuluddin dari Master of Comparative Religion of Ushuluddin Faculty of Umm
Universitas Umm al-Qura Mekkah (1987) al-Qura University of Mecca (1987)
Doktor bidang Aqidah/Filsafat Islam Fakultas Ushuluddin dari PhD in Aqidah/Islamic Philosophy Ushuluddin Faculty of Umm
Universitas Umm al-Qura Mekkah (1994) al-Qura University of Mecca (1994).
Riwayat Pekerjaan Career History
Guru Besar Bidang Tasawuf IAIN Sunan Ampel – Surabaya (2014) Professor of Sufism IAIN Sunan Ampel – Surabaya (2014)
Ketua Majelis Wali Amanat Universitas Indonesia (2012-2015) Chairman of the General Assembly of Governors of the University
of Indonesia (2012-2015)
Komisaris Independen PT Pelabuhan Tanjung Priok (Pelindo Independent Commissioner PT Port of Tanjung Priok (Pelindo
II Group) (2012-2019) II Group) (2012-2019)
Komisaris Independen PT Rumah Sakit Pelabuhan (Pelindo II Independent Commissioner of the Port Hospital (Pelindo II
Group) (2019-2020) Group) (2019-2020)
Ketua Umum PBNU (2010 – 2021) Chairman of PBNU (2010 – 2021)
Anggota BPIP (Badan Pengkajian Ideologi Pancasila) RI (2017- Member of BPIP (Pancasila Ideological Review Board) RI (2017-
sekarang) sekarang)
Vice President Religions for Peace (2019-sekarang) Vice President Religions for Peace (2019-present)
Komisaris Utama/Komisaris Independen PT Kereta Api Chief Commissioner/Independent Commissioner of PT Kereta
Indonesia (Persero) (2021-Sekarang). Api Indonesia (Persero) (2021-Present)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 115
Annual and Sustainability Report
Page 116
Profil Perusahaan
Company Profile
PROFIL DEWAN KOMISARIS
Board of Commissioners Profile
ROCHADI
Komisaris Independen
Independent Commissioner
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Jakarta, 1 Juni 1962 61 Tahun
Indonesia Jakarta Jakarta, June 1st, 1962 61 Years Old
Periode Menjabat Period of Service
2021-2026 (Periode Pertama) 2021-2026 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Komisaris Independen Appointed for the first time as an Independent Commissioner
PT Kereta Api Indonesia (Persero) berdasarkan Keputusan of PT Kereta Api Indonesia (Persero) based on Minister of State-
Menteri BUMN No. SK-64/ MBU/03/2021 tanggal 3 Maret 2021 Owned Enterprises Decree No. SK-64/MBU/03/2021 dated March
3rd, 2021.
Rangkap Jabatan Concurrent Position
Anggota Komite Audit PT Kereta Api Indonesia (Persero) (2021- Audit Committee member of PT Kereta Api Indonesia (Persero)
Sekarang) (2021-Present)
Sertifikasi Certification
Onboarding Commissioner of State-Owned Enterprise Program Onboarding Commissioner of State-Owned Enterprise Program
(2021) (2021)
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Akademi Militer (1986) Military Academy (1986)
Sussarcab Infanteri (1986) Infantry Sussarcab (1986)
Suslapa I (1991) Suslapa I (1991)
Suslapa II (1995) Suslapa II (1995)
Seskoad (2000). Seskoad (2000)
Riwayat Pekerjaan Career History
Dandim 0616/Indramayu (2003) Dandim 0616/Indramayu (2003)
Waasops Kasdam III/SLW (2007) Waasops Kasdam III/SLW (2007)
Aster Kasdam III/SlW (2011) Aster Kasdam III/SlW (2011)
Danbrigif 19/KT Dam XII/TPR (2010) Danbrigif 19/KT Dam XII/TPR (2010)
Danrem 044/Gapo Dam II/SWJ (2013) Danrem 044/Gapo Dam II/SWJ (2013)
Irdam III/SLW (2014) Irdam III/SLW (2014)
Paban Sahli Kasad Bidang Orkes Sahli Kasad (2015) Paban Sahli Kasad Orchestra Head Sahli Kasad (2015)
Danpusdikter Pusterad (2016) Danpusdikter Pusterad (2016)
Direktur A Bais TNI (2018) Director of A Bais TNI (2018)
Dankoopssus TNI (2019) Dankoopssus TNI (2019)
Komisaris Independen PT Kereta Api Indonesia (Persero) (2021- Independent Commissioner of PT Kereta Api Indonesia
sekarang). (Persero) (2021-present)
Laporan Tahunan dan Keberlanjutan
116 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 117
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DEWAN KOMISARIS
Board of Commissioners Profile
RIZA PRIMADI
Komisaris Independen
Independent Commissioner
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Jakarta, 7 September 1961 62 Tahun
Indonesia Jakarta Jakarta, September 7th, 1961 62 Years Old
Periode Menjabat Period of Service
2021-2026 (Periode Pertama) 2021-2026 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Komisaris Independen Appointed for the first time as an Independent Commissioner
PT Kereta Api Indonesia (Persero) berdasarkan Keputusan of PT Kereta Api Indonesia (Persero) based on Minister of State-
Menteri SOE No. SK-64/ MBU/03/2021 tanggal 3 Maret 2021 Owned Enterprises Decree No. SK-64/MBU/03/2021 dated March
3rd, 2021.
Rangkap Jabatan Concurrent Position
CEO PT Content Creative Indonesia (2010-Sekarang) CEO PT Content Creative Indonesia (2010-Present)
Ketua Komite Audit PT Kereta Api Indonesia (Persero) (2021- Chairman of the Audit Committee of PT Kereta Api Indonesia
Sekarang) (Persero) (2021-Present)
Sertifikasi Certification
Business Analytics, Judge Business School, University of Data Analytics, Sloane School of Management, Massachusetts
Cambridge, UK (2020) Institute of Technology (MIT), USA (2020)
Audit Committees in a New Era of Governance, Harvard Data Analysis for Management, The London School of Economics
Business School, USA (2022) and Political Science, UK (2022)
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana Sains bidang Matematika dan IPA dari Universitas Bachelor of Science in Mathematics and IPA from the University
Indonesia (1986) of Indonesia (1986)
Post Graduate in Science Communications, University of Post Graduate in Science Communications, University of London,
London, Birbeck College (1994) Birbeck College (1994)
Transitional Democracy (Chevening Awards), University of Transitional Democracy (Chevening Awards), University of
Birmingham, UK (2000) Birmingham, UK (2000)
Riwayat Pekerjaan Career History
Dosen Departemen Ilmu Komunikasi FISIP UI (1988-2008) Lecturer, Department of Communication Sciences FISIP UI (1988-
2008)
News and Corporate Affairs Director, Trans TV (2000-2005) News and Corporate Affairs Director, Trans TV (2000-2005)
News Director, PT Adi Karya Visi (2005-2008) News Director, PT Adi Karya Visi (2005-2008)
News Advisor, Astro Awani Malaysia (2009-2010) News Advisor, Astro Awani Malaysia (2009-2010)
Staf Khusus Menteri BUMN (2015-2017) SOE Minister's Special Staff (2015-2017)
Komisaris Independen PT Kereta Api Indonesia (Persero) (2021- Independent Commissioner of PT Kereta Api Indonesia
Sekarang) (Persero) (2021-Present)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 117
Annual and Sustainability Report
Page 118
Profil Perusahaan
Company Profile
PROFIL DEWAN KOMISARIS
Board of Commissioners Profile
MOHAMAD RISAL WASAL
Komisaris
Commissioner
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Jakarta, 8 Juni 1967 56 Tahun
Indonesia Jakarta Jakarta, June 8th, 1967 56 Years Old
Periode Menjabat Period of Service
2022-2027 (Periode Pertama) 2022-2027 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Komisaris PT Kereta Appointed for the first time as a Commissioner of PT Kereta Api
Api Indonesia (Persero) berdasarkan Keputusan Menteri BUMN Indonesia (Persero) based on the Minister of State-Owned
Selaku RUPS Perseroan No. SK-207/MBU/09/2022 tanggal 20 Enterprises as the General Meeting of Shareholders Decree No.
September 2022. SK-207/MBU/09/2022 dated September 20th, 2022
Rangkap Jabatan Concurrent Position
Direktur Jenderal Perkeretaapian, Kementerian Perhubungan Director General of Railways, Ministry of Transportation (2022-
(2022- Sekarang) Present)
Anggota Komite Pemantau Manajemen Risiko PT Kereta Api Member of the Risk Management Monitoring Committee of PT
Indonesia (Persero) (2022-Sekarang) Kereta Api Indonesia (Persero) (2022-Present)
Sertifikasi Certification
Onboarding Commissioner of State-Owned Enterprise Program Onboarding Commissioner of State-Owned Enterprise Program
– Nov 2022 – Nov 2022
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Hubungan Afiliasi Affiliate Relationship
Tidak memiliki hubungan afiliasi, baik dengan anggota Dewan Has no affiliate relationship, neither with the Board of Commissioners,
Komisaris, anggota Direksi, maupun pemegang saham utama members of the Management Board, nor with the principal
dan pengendali Perseroan. shareholders and controllers of the Association.
Riwayat Pendidikan Educational History
Pascasarjana (S2), Sekolah Tinggi Ilmu Manajemen, Jakarta Postgraduate (S2), College of Management Sciences, Jakarta
(2000) (2000)
Diploma (D4), Sekolah Tinggi Transportasi Darat (1997) Diploma (D4), Land Transportation College (1997)
Riwayat Pekerjaan Career History
Direktur Lalu Lintas dan Angkutan Kereta Api, Kementerian Director of Railway Traffic and Transportation, Ministry of
Perhubungan (2021- 2022) Transportation (2021-2022)
Direktur Sarana Transportasi Jalan, Kementerian Perhubungan Director of Road Transportation Rolling Stock, Ministry of
(2020-2021) Transportation (2020-2021)
Direktur Prasarana Transportasi Jalan, Kementerian Director of Road Transportation Infrastructure, Ministry of
Perhubungan (2019-2020) Transportation (2019-2020)
Direktur Pembinaan Keselamatan Kementerian Perhubungan Director of Safety Development Ministry of Transportation (2018-
(2018-2019) 2019)
Laporan Tahunan dan Keberlanjutan
118 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 119
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DEWAN KOMISARIS
Board of Commissioners Profile
SRI PADUKA MANGKOENAGORO X
Komisaris
Commissioner
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Surakarta, 29 Maret 1997 26 Tahun
Indonesia Jakarta Surakarta, March 29th, 1997 26 Years Old
Periode Menjabat Period of Service
2022-2027 (Periode Pertama) 2022-2027 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Komisaris PT Kereta Appointed for the first time as a Commissioner of PT Kereta Api
Api Indonesia (Persero) berdasarkan Keputusan Menteri BUMN Indonesia (Persero) based on the Minister of State-Owned
Selaku RUPS Perseroan No. SK-174/MBU/08/2022 tanggal 15 Enterprises as the General Meeting of Shareholders Decree No.
Agustus 2022 SK-174/MBU/08/2022 dated August 15th, 2022.
Rangkap Jabatan Concurrent Position
Dewan Penasehat KADIN Kota Surakarta (Januari 2023 – Surakarta City KADIN Advisory Board (January 2023 – Present)
Sekarang)
Pengageng Puro Mangkunegaran, Surakarta (2022-Sekarang) Pengageng Puro Mangkunegaran, Surakarta (2022-Present)
Dewan Pembina Indonesia Wellness Institute (Oktober 2022 Indonesian Wellness Institute Board of Trustees (October 2022
– Sekarang) – Present)
Anggota Komite Nominasi dan Remunerasi PT Kereta Api Member of the Nomination and Remuneration Committee of
Indonesia (Persero) (2021-Sekarang) PT Kereta Api Indonesia (Persero) (2021-Present)
Sertifikasi Certification
Onboarding Commissioner of State-Owned Enterprise Program Onboarding Commissioner of State-Owned Enterprise Program
– Nov 2022 – Nov 2022
Associate of the Chartered Institute of Arbitrators 2017 – present Associate of the Chartered Institute of Arbitrators 2017 – present
(Passed course and examination to obtain certification as (Passed course and examination to obtain certification as
associate) associate)
Pendidikan Khusus Profesi Advokat – August 2019 (Passed Special Education for the Advocate Profession – August 2019
course and eligible for examination) (Passed course and eligible for examination)
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Hubungan Afiliasi Affiliate Relationship
Tidak memiliki hubungan afiliasi, baik dengan anggota Dewan Has no affiliate relationship, neither with the Board of Commissioners,
Komisaris, anggota Direksi, maupun pemegang saham utama members of the Management Board, nor with the principal
dan pengendali Perseroan. shareholders and controllers of the Association.
Riwayat Pendidikan Educational History
Sarjana Hukum, Universitas Indonesia (2019) Bachelor of Laws, University of Indonesia (2019)
Riwayat Pekerjaan Career History
Harika Event, Vice-Head of Media and Publication (2017–2018) Harika Event, Vice-Head of Media and Publication (2017–2018)
Sekolah Cita Buana, Photography Teacher (2018 – 2019) Cita Buana School, Photography Teacher (2018 – 2019)
Trainee Associate, Hendra Soenardi Law Firm (May 2019 – Oct Trainee Associate, Hendra Soenardi Law Firm (May 2019 – Oct
2019) 2019)
Associate, Hendra Soenardi Law Firm (Oct 2019 – Jan 2022) Associate, Hendra Soenardi Law Firm (Oct 2019 – Jan 2022)
Komisaris PT Kereta Api Indonesia (Persero) (2021-Sekarang) Commissioner of PT Kereta Api Indonesia (Persero) (2021-Present)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 119
Annual and Sustainability Report
Page 120
Profil Perusahaan
Company Profile
PROFIL DEWAN KOMISARIS
Board of Commissioners Profile
DIAH NATALISA
Komisaris
Commissioner
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Palembang, 15 November 1963 60 Tahun
Indonesia Jakarta Palembang, November 15th, 1963 60 Years Old
Periode Menjabat Period of Service
2021-2026 (Periode Pertama) 2021-2026 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Komisaris PT Kereta Appointed for the first time as Commissioner of PT Kereta Api
Api Indonesia (Persero) berdasarkan Keputusan Menteri BUMN Indonesia (Persero) based on the Decree of the Minister of SOE
Selaku RUPS Perseroan No. SK-64/MBU/03/2021 tanggal 3 at the Company's GMS No. SK-64/MBU/03/2021 dated March 3rd,
Maret 2021 2021
Rangkap Jabatan Concurrent Position
Guru Besar Bidang Ilmu Manajemen di Fakultas Ekonomi Professor of Management Sciences at the Faculty of Economics
Universitas Sriwijaya (2008-Sekarang) of the University of Sriwijaya (2008-Sekarang)
Deputi Bidang Pelayanan Publik, Kementerian PANRB (2016- Deputy for Public Services, Ministry of PANRB (2016-Present)
Sekarang)
Anggota Komite Nominasi dan Remunerasi PT Kereta Api Member of the Nomination and Remuneration Committee of
Indonesia (Persero) (2021-Sekarang). PT Kereta Api Indonesia (Persero) (2021-Present)
Sertifikasi Certification
English as A Second Language, University of Kentucky –USA, English as A Second Language, University of Kentucky –USA,
1990 1990
Good Corporate Governance Course, SIDA/Gothenburg-Swedia, Good Corporate Governance Course, SIDA/Gothenburg-Swedia,
2004 2004
Lead Auditor Course/Enviromental Management System, TQS Lead Auditor Course/Enviromental Management System, TQS
International Selangor- Kualaumpur, 2008 International Selangor- Kualaumpur, 2008
Asia Leader Connect 2016, Temasek Foundation-Singapore, 2016 Asia Leader Connect 2016, Temasek Foundation-Singapore, 2016
Public Administration Programme for Senior Government Public Administration Programme for Senior Government
Officials from Indonesia – BAPPENAS and Nanyang Officials from Indonesia – BAPPENAS and Nanyang Technological
Technological University Singapore, Singapura, 2021. University Singapore, Singapura, 2021.
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Sarjana bidang Manajemen dari Universitas Sriwijaya (1987) Bachelor of Management from the University of Sriwijaya (1987)
Master bidang Manajemen dari University of Kentucky (1992) Master of Management from the University of Kentucky (1992)
Doktor Program Studi Ilmu Ekonomi dari Universitas Airlangga Doctor of Economics Studies Program from Airlangga University
(1999) (1999)
(Prof) Ilmu Manajemen dari Universitas Sriwijaya (2008) (Professor) Management Sciences from the University of
Sriwijaya (2008)
Laporan Tahunan dan Keberlanjutan
120 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 121
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Riwayat Pekerjaan Career History
Ketua Program Studi Magister Manajemen Universitas Sriwijaya Head of Sriwijaya University Master of Management Study
(2000-2008) Program (2000-2008)
Koordinator Kopertis Wilayah II Sumbagsel-Kemendikbud RI Coordinator of Kopertis Region II Sumbagsel-Kemendikbud RI
(2008-2016) (2008-2016)
Komisaris PT Jamkrindo (2017-2021) Commissioner of PT Jamkrindo (2017-2021)
Komisaris PT Kereta Api Indonesia (Persero) (2021-Sekarang) Commissioner of PT Kereta Api Indonesia (Persero) (2021-Present)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 121
Annual and Sustainability Report
Page 122
Profil Perusahaan
Company Profile
PROFIL DEWAN KOMISARIS
Board of Commissioners Profile
CHAIRUL ANWAR
Komisaris
Commissioner
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Jakarta, 5 Mei 1961 62 Tahun
Indonesia Jakarta Jakarta, May 5th, 1961 62 Years Old
Periode Menjabat Period of Service
2021-2026 (Periode Pertama) 2021-2026 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Komisaris PT Kereta Appointed for the first time as a Commissioner of PT Kereta Api
Api Indonesia (Persero) berdasarkan Keputusan Menteri BUMN Indonesia (Persero) based on the Minister of State-Owned
Selaku RUPS Perseroan No. SK-64/MBU/03/2021 tanggal 3 Enterprises as the General Meeting of Shareholders Decree No.
Maret 2021 SK-64/MBU/03/2021 dated March 3rd, 2021
Rangkap Jabatan Concurrent Position
Anggota Komite Pemantau Manajemen Risiko PT Kereta Api Member of the Risk Management Monitoring Committee of
Indonesia (Persero) (2022-Sekarang) Indonesia Railways (Persero) (2022-Sekarang)
Sertifikasi Certification
Belum memiliki sertifikasi None
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Riwayat Pendidikan Educational History
Akpol (1986) Police Academy (1986)
PTIK (1995) PTIK (1995)
Sespimpol (2001) Sespimpol (2001)
Sespati Polri (2009) Sespati Polri (2009)
Lemhannas RI (2013) Lemhannas RI (2013)
Riwayat Pekerjaan Career History
Penyidik Utama Tk. I DIT III (2010) Principal Investigator Tk. I DIT III (2010)
Penyidik Utama Tk. I Rowassidik (2011) Principal Investigator Tk. I Rowassidik (2011)
Analis Kebijakan Dittipidum (2013) Dittipidum Policy Analyst (2013)
Asisten Deputi Koordinasi Penanganan Kejahatan Assistant Deputy Coordinator for Transnational Crime and
Transnasional dan Kejahatan Luar Biasa (2013-2016) Extreme Crime Management (2013-2016)
Ketua Pelaksana Harian Satgas Penanganan Pengungsi dari Chief Executive Officer of the Department of Foreign Refugees
Luar Negeri (2019) (2019)
Komisaris PT Angkasa Pura Solusi (2020-2021) Commissioner of PT Angkasa Pura Solusi (2020-2021)
Komisaris PT Kereta Api Indonesia (Persero) (2021-Sekarang). Commissioner of PT Kereta Api Indonesia (Persero) (2021-
Present).
Laporan Tahunan dan Keberlanjutan
122 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 123
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL DEWAN KOMISARIS
Board of Commissioners Profile
JOHAN SIRAIT
Komisaris
Commissioner
Kewarganegaraan Domisili Tempat dan Tanggal Lahir Usia
Citizenship Domicile Place and Date of Birth Age
Indonesia Jakarta Jakarta, 14 April 1976 47 Tahun
Indonesia Jakarta Jakarta, April 14th, 1976 47 Years Old
Periode Menjabat Period of Service
2017 - 2022 (Periode Pertama) 2017 - 2022 (First Period)
Dasar Pengangkatan Basis of Appointment
Diangkat untuk pertama kalinya sebagai Komisaris PT Kereta Appointed for the first time as a Commissioner of PT Kereta Api
Api Indonesia (Persero) berdasarkan Keputusan Menteri BUMN Indonesia (Persero) based on the Minister of State-Owned
Selaku RUPS Perseroan No. SK-173/MBU/08/2022 tanggal 15 Enterprises as the General Meeting of Shareholders Decree No.
Agustus 2022 SK-173/MBU/08/2022 dated August 15th, 2022.
Rangkap Jabatan Concurrent Position
Commissioner PT Menara Medika Pratama (2009-Sekarang) Commissioner of PT Menara Medika Pratama (2009-Present)
Anggota Komite Audit PT Kereta Api Indonesia (Persero) (2022- Member of the Audit Committee of PT Kereta Api Indonesia
Sekarang) (Persero) (2022- Present)
Sertifikasi Certification
Onboarding Commissioner of State-Owned Enterprise Program Onboarding Commissioner of State-Owned Enterprise Program –
– Nov 2022 Nov 2022
Kepemilikan Saham KAI KAI Stock Ownership
Tidak memiliki None
Hubungan Afiliasi Affiliate Relationship
Tidak memiliki hubungan afiliasi, baik dengan anggota Dewan Has no affiliate relationship, neither with the Board of Commissioners,
Komisaris, anggota Direksi, maupun pemegang saham utama members of the Management Board, nor with the principal
dan pengendali Perseroan. shareholders and controllers of the Association.
Riwayat Pendidikan Educational History
Sarjana Hukum, Universitas Atma Jaya (1996) Bachelor of Laws, Atma Jaya University (1996)
Riwayat Pekerjaan Career History
Co-Founder & Commissioner PT Menara Medika Pratama (2009- Co-Founder & Commissioner of PT Menara Medika Pratama (2009-
Sekarang) Present)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 123
Annual and Sustainability Report
Page 124
Profil Perusahaan
Company Profile
HUBUNGAN AFILIASI DEWAN KOMISARIS
Board of Commissioners Affiliate Relations
KAI telah memastikan bahwa masing-masing anggota KAI has ensured that each member of the Board of
Dewan Komisaris tidak memiliki hubungan afiliasi, baik Commissioners does not have any affiliation, whether in
berupa hubungan keuangan maupun keluarga, dengan the form of financial or familial relationships, with fellow
sesama anggota Dewan Komisaris, anggota Direksi, members of the Board of Commissioners, members of
ataupun pemegang saham dan pengendali Perseroan. the Board of Directors, or shareholders and controllers
Selain itu, anggota Dewan Komisaris juga dipastikan tidak of the Company. Additionally, members of the Board of
memiliki hubungan kepengurusan dalam bentuk apa Commissioners are also ensured not to have any
pun yang dapat mengganggu independensi dan/atau management relationships in any form that could
berpotensi menghadirkan benturan kepentingan dalam compromise independence and/or potentially create
pelaksanaan tugas dan tanggung jawab masing-masing. conflicts of interest in the execution of their respective
KAI menjamin bahwa seluruh anggota Dewan Komisaris duties and responsibilities. KAI guarantees that all
dapat senantiasa bertindak independen dan terbebas members of the Board of Commissioners can always act
dari intervensi. Hal tersebut dilaksanakan dalam rangka independently and free from intervention. This is done
menjamin terjaganya independensi Dewan Komisaris to ensure the independence of the Board of
dalam menjalankan tugas dan tanggung jawabnya Commissioners in carrying out their duties and
sebagai organ pengawas dalam tata kelola Perseroan responsibilities as the supervisory body in the
governance of the Company.
HUBUNGAN AFILIASI DEWAN KOMISARIS BOARD OF COMMISSIONERS AFFILIATE
2023 RELATION 2023
Hubungan Keuangan Dengan Hubungan Keuangan Dengan
Financial Relationship With Financial Relationship With
Hubungan
Pemegang Pemegang Kepengurusan
Dewan Dewan Managerial
Saham Saham
Nama Jabatan Komisaris Direksi Komisaris Direksi Relation
Pengendali Pengendali
Name Position Board of Directors Board of Directors
Controlling Controlling
Commissioners Commissioners
Shareholders Shareholders
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
Komisaris Utama/
Komisaris
Independen
Said Aqil Siroj Chief - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Commissioner/
Independent
Commissioner
Komisaris
Independen
Rochadi - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Independent
Commissioner
Komisaris
Independen
Riza Primadi - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Independent
Commissioner
Komisaris
Independen
Endang Tirtana - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Independent
Commissioner
Komisaris
Independen
Johan Sirait - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Independent
Commissioner
Komisaris
Diah Natalisa - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Commissioner
Komisaris
Chairul Anwar - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Commissioner
Sri Paduka
Komisaris
Mangkoenagoro - ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Commissioner
X
Mohamad Risal Komisaris
- ✓ - ✓ - ✓ - ✓ - ✓ - ✓ - ✓
Wasal Commissioner
Laporan Tahunan dan Keberlanjutan
124 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 125
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PERUBAHAN KOMPOSISI ANGGOTA DEWAN
KOMISARIS DAN ALASAN PERUBAHANNYA
Changes In Composition Of The Board Of Directors And The Reason
Selama tahun 2023, tidak terdapat perubahan komposisi Throughout 2023, there were no changes in the
Dewan Komisaris Perseroan. Dengan demikian, komposisi composition of the Company's Board of Commissioners.
Dewan Komisaris pada 31 Desember 2023 tidak berbeda Therefore, the composition of the Board of Commissioners
dengan komposisi pada 1 Januari 2023, terdiri atas 9 as of December 31 st, 2023, remained the same as on
(sembilan) anggota, yang seluruhnya telah dinyatakan January 1 st, 2023, consisting of 9 (nine) members, all of
lulus Uji Kelayakan dan Kepatutan (UKK) oleh whom have been declared to have passed the Fit and
Kementerian BUMN. Proper Test by the Ministry of State-Owned Enterprises
(SOE).
PERUBAHAN KOMPOSISI DEWAN KOMISARIS DAN/
ATAU DIREKSI YANG TERJADI SETELAH TAHUN BUKU
BERAKHIR
Changes in the Composition of the Board of Commissioners and/or Board of
Directors after the End of Financial Year
Perubahan Komposisi Dewan Komisaris The Changes in the Board of Commissioners
Sejak 31 Desember 2023 hingga tanggal penyampaian Since December 31 st, 2023, until the date of the Annual
Laporan Tahunan, terdapat perubahan komposisi Dewan Report submission, there has been a change in the
Komisaris KAI pada 5 Maret 2024. Berdasarkan Surat composition of the Board of Commissioners of PT Kereta
Keputusan Menteri BUMN Nomor SK-61/MBU/03/2024 Api Indonesia (KAI) on March 5 th, 2024. Based on the
tanggal 5 Maret 2024, Kementerian BUMN mengangkat Decree of the Minister of State-Owned Enterprises (SOE)
Elen Setiadi sebagai Komisaris PT Kereta Api Indonesia Number SK-61/MBU/03/2024 dated March 5 th, 2024, the
(Persero). Elen Setiadi merupakan Plt. Staf Ahli Bidang Ministry of SOE appointed Elen Setiadi as Commissioner
Regulasi, Penegakan Hukum, dan Ketahanan Ekonomi of PT Kereta Api Indonesia (Persero). Elen Setiadi currently
Kementerian Koordinator Bidang Perekonomian. serves as the Acting Expert Staff for Regulation, Law
Atas perubahan tersebut, komposisi Dewan Komisaris Enforcement, and Economic Resilience at the
KAI per 5 Maret 2024 adalah sebagai berikut: Coordinating Ministry for Economic Affairs. As a result
of this change, the composition of the KAI Board of
Commissioners as of March 5 th, 2024, is as follows:
No Nama Name Jabatan Position Dasar Pengangkatan Based on Appoitment
Komisaris Utama/Komisaris Independen Keputusan Menteri BUMN No. SK-64/MBU/ 03/2021 tanggal
Chief 3 Maret 2021.
1 Said Aqil Siroj Commissioner/Independent SOE Ministerial Decree No. SK-64/MBU/ 03/2021 dated
Commissioner March 3 rd, 2021.
Keputusan Menteri BUMN No. SK-64/MBU/ 03/2021 tanggal
Komisaris Independen 3 Maret 2021.
2 Rochadi Independent Commissioner SOE Ministerial Decree No. SK-64/MBU/ 03/2021 dated
March 3 rd, 2021.
Keputusan Menteri BUMN No. SK-64/MBU/ 03/2021 tanggal
Komisaris 3 Maret 2021.
3 Diah Natalisa Commissioner SOE Ministerial Decree No. SK-64/MBU/ 03/2021 dated
March 3 rd, 2021.
Keputusan Menteri BUMN No. SK-64/MBU/ 03/2021 tanggal
Komisaris 3 Maret 2021.
4 Chariul Anwar Commissioner SOE Ministerial Decree No. SK-64/MBU/ 03/2021 dated
March 3 rd, 2021.
Keputusan Menteri BUMN No. SK-417/MBU/12/2021 tanggal
Komisaris Independen 29 Desember 2021.
5 Endang Tirtana Independent Commissioner SOE Ministerial Decree No. SK-417/MBU/ 12/2021 dated
December 29 th, 2021.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 125
Annual and Sustainability Report
Page 126
Profil Perusahaan
Company Profile
No Nama Name Jabatan Position Dasar Pengangkatan Based on Appoitment
Keputusan Menteri BUMN No. SK-173/MBU/8/2022 tanggal
Komisaris Independen 15 Agustus 2022.
6 Johan Sirait Independent Commissioner SOE Ministerial Decree No. SK-173/MBU/ 03/2021 dated
August 15 th, 2022.
Keputusan Menteri BUMN No. SK-174/MBU/8/2022 tanggal
Sri Padua Komisaris Independen 15 Agustus 2022.
7 Independent Commissioner SOE Ministerial Decree No. SK-174/MBU/ 8/2022 dated
Mangkoenagkoro X
August 15 th, 2022.
Keputusan Menteri BUMN No. SK-207/MBU/09/2022
Komisaris tanggal 20 September 2022.
8 Mohamad Risal Wasal Commissioner SOE Ministerial Decree No. SK-207174/MBU/ 09/2022 dated
September 20 th, 2022
Komisaris Keputusan Menteri BUMN Nomor SK-61/MBU/03/2024
9 Elen Setiadi Commissioner SOE Ministerial Decree No.SK-61/MBU/03/2024
PERUBAHAN KOMPOSISI DIREKSI
Changes In Composition Of The Board Of Directors
Sejak 31 Desember 2023 hingga tanggal penyampaian From December 31 st, 2023, until the date of the Annual
Laporan Tahunan, terdapat perubahan komposisi Direksi Report submission, there has been a change in the
KAI pada 5 Maret 2024. Kementerian BUMN berdasarkan composition of the Board of Directors of PT Kereta Api
Surat Keputusan Menteri BUMN Nomor SK-62/MBU/ Indonesia (KAI) on March 5 th, 2024. Based on the Decree
03/2024 tanggal 5 Maret 2024 telah mengangkat Dadan of the Minister of State-Owned Enterprises (SOE) Number
Rudiansyah sebagai Direktur Keselamatan dan Keamanan SK-62/MBU/03/2024 dated March 5 th, 2024, the Ministry
PT Kereta Api Indonesia (Persero) menggantikan Sandry of SOE appointed Dadan Rudiansyah as Managing
Pasambuna, serta Rosma Handayani sebagai Direktur Director of Safety and Security of PT Kereta Api Indonesia
SDM dan Umum PT Kereta Api Indonesia (Persero) (Persero), replacing Sandry Pasambuna, and Rosma
menggantikan Suparno. Handayani as Managing Director of Human Resources
and General Affairs of PT Kereta Api Indonesia (Persero),
replacing Suparno.
Dadan Rudiansyah sebelumnya menjabat sebagai Direktur Dadan Rudiansyah previously served as Director of
Komersial dan Pengembangan Usaha Perum DAMRI, Commercial and Business Development at Perum DAMRI,
sedangkan Rosma Handayani sebelumnya menjabat while Rosma Handayani previously served as Senior
sebagai Senior Executive Vice President PT Bank Syariah Executive Vice President of PT Bank Syariah Indonesia
Indonesia Tbk. Atas perubahan tersebut, komposisi Tbk. As a result of these changes, the composition of the
Direksi per 5 Maret 2024 adalah sebagai berikut: Board of Directors as of March 5 th, 2024, is as follows:
NO Nama Name Jabatan Position Dasar Pengangkatan Based on Appoitment
Direktur Utama Keputusan Menteri BUMN No. SK-28/MBU/01/2021 tanggal 25 Januari 2021.
1 Didiek Hartantyo President Director SOE Ministerial Decree No. SK-28/MBU/ 01/2021 dated January 25 th, 2021.
Direktur Niaga
Keputusan Menteri BUMN No. SK-89/ MBU/03/2022 tanggal 31 Maret 2022.
2 Hadis Surya Palapa Managing Director of
SOE Ministerial Decree No. SK-87/MBU/ 03/2022 dated March 31 st, 2022.
Commerce
Awan Hermawan Direktur Operasi
Keputusan Menteri BUMN No. SK-89/MBU/ 03/2022 tanggal 31 Maret 2022.
3 Managing Director of
SOE Ministerial Decree No. SK-89/MBU/ 03/2022 dated March 31 st, 2022
Purwadinata Operation
Direktur Pengelola
Prasarana Keputusan Menteri BUMN No. SK-89/ MBU/03/2022 tanggal 31 Maret 2022.
4 Heru Kuswanto Managing Director of SOE Ministerial Decree No. SK-89/MBU/ 03/2022 dated March 31 st, 2022.
Infrastructure
Direktur Perencanaan
Strategis dan Pengelolaan
Keputusan Menteri BUMN No. SK-240/MBU/10/2022 tanggal 26 Oktober
Sarana
5 John Robertho Managing Director of
2022
SOE Ministerial Decree No. SK-250/MBU/10/2022 dated October 26 th, 2022.
Strategic Planning and
Rolling Stock
Laporan Tahunan dan Keberlanjutan
126 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 127
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
NO Nama Name Jabatan Position Dasar Pengangkatan Based on Appoitment
Keputusan Menteri BUMN No. SK-62/MBU/03/2024 tanggal
Direktur Keselamatan dan Keamanan 5 Maret 2024
6 Dadan Rudiansyah Managing Director of Safety and Security SOE Ministerial Decree No. SK-62/MBU/ 03/2022 dated
March 5 th, 2022.
Keputusan Menteri BUMN No. SK-62/MBU/03/2024 tanggal
Direktur SDM dan Umum
5 Maret 2024
7 Rosma Handayani Managing Director of Human Resources
SOE Ministerial Decree No. SK-62/MBU/03/2024 dated
and General Affairs
March 5 th, 2022
Direktur Pengembangan Usaha dan Keputusan Menteri BUMN No. SK-322/MBU/11/2023 tanggal
Kelembagaan 28 November 2023
8 Rudi As Aturridha Managing Director of Business SOE Ministerial Decree No. SK-322/MBU/11/2023 dated
Development and Institutional Relations November 28 rd, 2023
Direktur Keuangan dan Manajemen Keputusan Menteri BUMN SK-151/MBU/05/2021 tanggal 19
Risiko Mei 2021
9 Salusra Wijaya Managing Director of Finance and Risk SOE Ministerial Decree No. SK-236/MBU/7/2020 dated May
Management 19 th, 2021.
KOMPOSISI PEMEGANG SAHAM
Shareholder Composition
KOMPOSISI PEMEGANG SAHAM SHAREHOLDER COMPOSITION
Saham KAI sepenuhnya (100%) dimiliki oleh Pemerintah KAI shares are fully (100%) owned by the Government of
Republik Indonesia. Dengan demikian, selama periode the Republic of Indonesia. Therefore, during the period
1 Januari 2023 hingga 31 Desember 2023, tidak terdapat from January 1 st, 2023, to December 31 st, 2023, there is no
kepemilikan saham KAI oleh institusi lokal, kepemilikan ownership of KAI shares by local institutions, foreign
institusi asing, kepemilikan individu lokal, dan institutions, local individuals, and foreign individuals.
kepemilikan individu asing.
Komposisi Pemegang Saham KAI Tahun 2023 Composition of KAI Shareholders in 2023
Persentase Kepemilikan
Pemegang Saham Jumlah Saham (lembar) Ownership Percentage
Shareholder Total Shares (shares) 1 Januari 2023 31 Desember 2022
January 1 st, 2023 December 31 st, 2022
Pemerintah Republik Indonesia
19.168.743 100% 100%
Government of the Republic of Indonesia
KOMPOSISI 20 PEMEGANG SAHAM COMPOSITION OF THE TOP 20 SHAREHOLDER
TERBESAR
Hingga 31 Desember 2023, KAI merupakan Badan Usaha As of December 31 st, 2023, KAI is a State-Owned
Milik Negara yang 100% sahamnya dimiliki oleh Pemerintah Enterprise whose shares are 100% owned by the
Republik Indonesia. Dengan demikian, tidak terdapat Government of the Republic of Indonesia. Therefore, there
informasi mengenai komposisi 20 (dua puluh) is no information regarding the composition of the top
pemegang saham terbesar untuk disajikan pada bagian 20 (twenty) shareholders.
ini.
KOMPOSISI PEMEGANG SAHAM 5% ATAU COMPOSITION OF SHAREHOLDER WITH 5%
LEBIH OR MORE SHARES
Hingga 31 Desember 2023, KAI merupakan Badan Usaha As of December 31 st, 2023, KAI is a State-Owned
Milik Negara yang 100% sahamnya dimiliki oleh Pemerintah Enterprise whose shares are 100% owned by the
Republik Indonesia. Atas hal tersebut, informasi mengenai Government of the Republic of Indonesia. For this reason,
komposisi pemegang saham Perseroan dengan information regarding the composition of the
persentase 5% atau lebih telah disajikan pada bagian Company’s shareholders with a percentage of 5% or more
Komposisi Pemegang Saham. has been presented in the Shareholders Composition
section
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 127
Annual and Sustainability Report
Page 128
Profil Perusahaan
Company Profile
KOMPOSISI KELOMPOK PEMEGANG SAHAM COMPOSITION OF SHAREHOLDER OF LESS
KURANG DARI 5% THAN %5
Hingga 31 Desember 2023, KAI merupakan Badan Usaha As of December 31 st, 2023, KAI is a State-Owned
Milik Negara yang 100% sahamnya dimiliki oleh Pemerintah Enterprise whose shares are 100% owned by the
Republik Indonesia. Atas hal tersebut, informasi mengenai Government of the Republic of Indonesia. For this reason,
komposisi pemegang saham Perseroan dengan information regarding the composition of the
persentase kurang dari 5% telah disajikan pada bagian Company’s shareholders with a percentage of less than
Komposisi Pemegang Saham 5% has been presented in the Shareholders Composition
section.
KOMPOSISI KEPEMILIKAN SAHAM COMPOSITION OF SHARE OWNERSHIP BASED
BERDASARKAN JENIS DAN ON INVESTOR TYPE AND NATIONAL
KEWAGANEGARAAN INVESTOR
Hingga 31 Desember 2023, KAI merupakan Badan Usaha As of December 31 st, 2023, KAI is a State-Owned
Milik Negara yang 100% sahamnya dimiliki oleh Pemerintah Enterprise whose shares are 100% owned by the
Republik Indonesia. Dengan demikian, tidak terdapat Government of the Republic of Indonesia. Therefore, there
informasi terperinci mengenai kepemilikan saham is no detailed information regarding the ownership of
Perseroan oleh institusi maupun individu baik lokal the Company’s shares by local or foreign institutions or
maupun asing. individuals.
KEPEMILIKAN SAHAM OLEH ANGGOTA SHARE OWNERSHIP BY MEMBERS OF THE
DEWAN KOMISARIS DAN/ATAU DIREKSI BOARD OF COMMISSIONERS AND/OR BOARD
OF DIRECTION
Hingga 31 Desember 2023, saham KAI secara seluruhnya As of December 31 st, 2023, KAI is a State-Owned
(100%) dimiliki oleh Pemerintah Republik Indonesia. Atas Enterprise whose shares are 100% owned by the
hal tersebut, pemegang saham utama dan pengendali Government of the Republic of Indonesia. Therefore, there
Perseroan adalah Pemerintah Republik Indonesia. Tidak are no members of the Board of Commissioners and
terdapat pemegang saham utama dan pengendali members of the Board of Directors who own KAI shares,
secara tidak langsung, sampai kepada pemilik individu, either in the form of direct or indirect ownership
serta tidak terdapat pemegang saham yang bertindak
atas nama pemegang saham lain.
PEMEGANG SAHAM USAHA DAN PENGENDALI
Major and Controlling Shareholders
Hingga 31 Desember 2023, KAI merupakan Badan Usaha As of December 31 st, 2023, KAI shares are 100% owned by
Milik Negara yang 100% sahamnya dimiliki oleh Pemerintah the Government of the Republic of Indonesia. In this
Republik Indonesia. Dengan demikian, tidak terdapat regard, the main and controlling shareholder of the
anggota Dewan Komisaris dan anggota Direksi yang Company is the Government of the Republic of Indonesia.
memiliki saham KAI, baik berupa kepemilikan langsung There are no major shareholders and indirect controllers,
maupun tidak langsung. up to individual owners, and there are no shareholders
acting on behalf of other shareholders
Negara Republik Indonesia
Republic Of Indonesia
(100%)
PT Kereta Api
Indonesia (Persero)
Laporan Tahunan dan Keberlanjutan
128 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 129
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
DAFTAR ENTITAS ANAK, PERUSAHAAN LIST OF SUBSIDIARIES, ASSOCIATES, AND
ASOSIASI, DAN PERUSAHAAN VENTURA JOINT VENTURES
BERSAMA
Jumlah Aset Sebelum
Eliminasi
Kepemilikan Saham (dalam Rp-ribu)
Ownership of Shares Tahun Status Number of Assets Before
Nama Bidang Usaha Domisili Alamat Pendirian Operasi Elimination (in thousand
Name Business Field Domicile Address Year of Operation rupiah)
Establishment Status
2023 2022 2023 2022
Stasiun
Mangga
Besar, Lantai
PT Reska Restoran Dasar, Jalan
Multi Usaha Kereta Api Karanganyar Beroperasi
Jakarta 99,74% 99,74% 2003 560.460.847 482.887.390
(RMU)/ Railway No. 1, Operating
KAI Services Restaurant Mangga
Besar,
Jakarta
Pusat 10740
Stasiun
Sudirman
Transportasi
Baru/
Kereta Api
PT Railink Stasiun BNI
Bandara Beroperasi
(Railink)/ KAI Jakarta City, Lt. 2 60,0% 60,0% 2005 423.753.460 564.519.459
Airport Operating
Bandara Tanah
Railway
Abang,
Transportation
Jakarta
Pusat
Transportasi
PT Kereta Stasiun
Kereta
Commuter Juanda, Jl. Ir.
Commuter Beroperasi
Indonesia Jakarta H. Juanda I - 99,78% 99,78% 2008 3.392.366.123 3.278.464.511
Commuter Operating
(KCI)/ KAI Jakarta
Railway
Commuter Pusat 10120
Transportation
Stasiun
Distribusi
Gondangdia,
Logistik
PT KA Lantai Dasar,
Berbasis
Logistik Jalan K.H. Beroperasi
Kereta Api Jakarta 99,30% 99,30% 2009 865.859.021 847.167.021
(KALOG) /KAI Wahid Operating
Railwaybased
Logistik Hasyim No.
Logistics
11A Jakarta
Distribution
Pusat 10340
Pengelolaan Stasiun
PT KA Aset Properti Sawah Besar,
Properti Perkeretaapia Lantai Dasar,
Beroperasi
Manajemen n Jakarta Jalan KH. 99,63% 99,63% 2009 825.751.525 905.134.224
Operating
(KAPM)/ KAI Railway Samanhudi,
Properti Property Asset Jakarta
Management Pusat 10710
Stasiun
Gondangdia,
Pintu
Selatan - Lt.
PT KA Pariwisata
Dasar Jl
Pariwisata Kereta Api Beroperasi
Jakarta Srikaya 1, 99,90% 99,90% 2009 299.222.056 152.859.992
(KAWIS)/ KAI Railway Operating
Kelurahan
Wisata Tourism
Kebon Sirih,
Menteng
Jakarta
Pusat 10340
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 129
Annual and Sustainability Report
Page 130
Profil Perusahaan
Company Profile
PERUSAHAAN ASOSIASI ASSOCIATE COMPANIES
Kepemilikan Jumlah Aset Sebelum Eliminasi
Saham (dalam Rp-ribu)
Ownership of Tahun Status Number of Assets Before
Nama Bidang Usaha Domisili Shares Pendirian Operasi Elimination (in thousand rupiah)
Name Business Field Domicile Year of Operation
Establishment Status
2023 2022 2023 2022
PT Pilar
Transportasi Kereta Cepat
Sinergi Beroperasi
High-speed Railway Jakarta 51,37% 51,37% 2015 23.263.019.735 21.462.201.000
BUMN Operating
Transportation
Indonesia
Mengelola Moda Transportasi
PT Moda di Jakarta – Bogor – Depok –
Integrasi Tangerang – Bekasi Beroperasi
Jakarta 49,0% 49,0% 2020 90.381.000 81.877.958
Transportasi Managing Transportation Operating
Jabodetabek Mode in Jakarta – Bogor –
Depok – Tangerang – Bekasi
Laporan Tahunan dan Keberlanjutan
130 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 131
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
STRUKTUR GRUP PERUSAHAAN
Company Group Structure
Hingga 31 Desember 2023, KAI beroperasi dengan struktur As of December 31 st, 2023, KAI operated with a group
grup yang dijelaskan melalui bagan berikut: structure as illustrated in the following diagram:
Negara Republik Indonesia
Republic of Indonesia
(100%)
Entitas Anak
Subsidiaries
99,74% 98,78% 60,00% 99,90% 99,30% 99,63%
PT Reska Multi Usaha PT Kereta Commuter PT Railink PT Kereta Api Wisata PT Kereta Api PT KAI Properti
Indonesia Logistik Manajemen
Perusahaan
Entitas Anak
Asosiasi
Associated
Subsidiaries
Companies
51,30% 49,00%
PT Pilar Sinergi BUMN PT Moda Integrasi
Indonesia Transfortasi Jabodetabek
*) Sampai dengan tahun 2023, KAI tidak memiliki Entitas Induk, Joint *) As of 2023, KAI did not have Holding Company, Joint Venture, and Special
Venture dan Special Purpose Vehicle (SPV) Purpose Vehicle (SPV)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 131
Annual and Sustainability Report
Page 132
Profil Perusahaan
Company Profile
KRONOLOGI PENERBITAN SAHAM
Share Listing Chronology
Sampai dengan 31 Desember 2023, KAI tidak mencatatkan As of December 31 st, 2023, KAI did not list shares on any
saham pada bursa efek mana pun. Dengan demikian, stock exchange. Thus, there is no information regarding
tidak terdapat informasi tentang tindakan korporasi corporate actions, the share offering price for each
(corporate action), harga penawaran saham untuk corporate action, the number of listed shares after each
masing-masing tindakan korporasi, jumlah saham tercatat corporate action, and the name of the stock exchange
setelah masing masing tindakan korporasi, dan nama where the Company’s shares are listed. The Company
bursa tempat saham Perseroan dicatatkan. Perseroan records issued and fully paid capital with the following
melakukan pencatatan modal yang ditempatkan dan chronology.
disetor penuh dengan kronologi sebagai berikut ini.
Tanggal Nominal/
Jumlah Saham/
Penerbitan Lembar (Rp) Total (Rp) Akta
Lembar
Issuance Nominal/Shares Total (Rp) Deed
Total Shares/Shares
Date (Rp)
Akta No. 65 tanggal 9 Agustus 2008 dari
Notaris Surjadi Jasin, S.H.,
2008 2.470.000 1.000.000 2.470.000.000.000
Deed No. 65 dated August 9 th, 2008 from
Notary Surjadi Jasin, S.H.
Akta No. 139 tanggal 31 Desember 2012 dari
Surjadi Jasin, S.H.,
2012 3.296.547 1.000.000 3.296.547.000.000
Deed No. 139 dated December 31 st, 2012
from Notary Surjadi Jasin, S.H
Akta No. 42 tanggal 23 Mei 2016 dari Surjadi
Jasin, S.H.,
2016 5.296.547 1.000.000 5.296.547.000.000
Deed No. 42 dated May 23 rd, 2016 from
Notary Surjadi Jasin, S.H.
Akta No. 1 tanggal 3 April 2017 dari Dr.
Darwin Ginting, S.H., M.H.,
2017 6.668.743 1.000.000 6.668.743.000.000
Deed No. 1 dated April 3 rd, 2017 from Dr.
Darwin Ginting, S.H., M.H.,
Akta No. 34 tanggal 15 Februari 2018 dari
Surjadi Jasin, S.H.,
2018 8.668.743 1.000.000 8.668.743.000.000
Deed No. 34 dated February 15 th, 2018 from
Surjadi Jasin, S.H.
Akta No. 293 tanggal 27 Oktober 2018 dari
Notaris Nining Puspitaningtyas, S.H., M.H.
2018 12.268.74 1.000.000 12.268.743.000.000
Deed No. 293 dated October 27 th, 2018 from
Notary Nining Puspitaningtyas, S.H., M.H.
Akta No. 278 tanggal 31 Desember 2021 dari
Notaris Nining Puspitaningtyas, S.H., M.H.
2021 19.168.743 1.000.000 19.168.743.000.000 Deed No. 278 dated December 31 st, 2021
from Notary Nining Puspitaningtyas, S.H.,
M.H.
Akta No. 122 tanggal 11 Januari 2023 dari
Notaris Nining Puspitaningtyas, S.H., M.H.
2022 19.168.743 1.000.000 19.168.743.000.000*
Deed No. 122 dated January 11 th, 2023 from
Notary Nining Puspitaningtyas, S.H., M.H.
Akta No. 122 tanggal 11 Januari 2023 dari
Notaris Nining Puspitaningtyas, S.H., M.H.
2023 22.368.743 1.000.000 22.368.743.000.000
Deed No. 122 dated January 11 th, 2023 from
Notary Nining Puspitaningtyas, S.H., M.H
*Keterangan: Akta atas setoran modal tahun 2022 baru terbit di tahun 2023 *Note: Deed of paid-up capital in 2022 will only be published in 2023 so
sehingga total saham di akhir 2022 tidak ada perubahan there will be no change in the total shares at the end of 2022
Laporan Tahunan dan Keberlanjutan
132 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 133
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KRONOLOGI PENERBITAN OBLIGASI
Bond Listing Chronology
Pada 13 November 2017, Perseroan telah mendapatkan On November 13 th, 2017, the Company received an
surat pernyataan efektif dari Otoritas Jasa Keuangan effective statement letter from the Financial Services
(OJK) No. S-438/D.04/2017 atas Penawaran perdana Authority (OJK) No. S-438/D.04/2017 for the Initial Offering
penerbitan Obligasi I Kereta Api Indonesia tahun 2017 of KeretaApiIndonesia Bonds I in 2017 with a principal
dengan jumlah pokok sebesar Rp2.000.000.000 dan telah amount of Rp2,000,000,000 and was listed on the
dicatatkan pada Bursa Efek Indonesia pada tanggal 21 Indonesia Stock Exchange on November 21 st, 2017.
November 2017.
Pada tanggal 6 Desember 2019, Perseroan telah On December 6 th, 2019, the Company received an
mendapatkan surat pernyataan efektif dari Otoritas Jasa effective statement letter from the Financial Services
Keuangan (OJK) No. S-189/D.04/2019 atas Penawaran Authority (OJK) No: S-189/D.04/2019 for the public offering
umum penerbitan Obligasi II Kereta Api Indonesia tahun of the 2019 KeretaApi Indonesia Bond II with a principal
2019 dengan jumlah pokok sebesar Rp2.000.000.000,- amount of Rp2,000,000,000 and has been listed on the
dan telah dicatatkan pada Bursa Efek Indonesia pada Indonesia Stock Exchange on December 16 th, 2019.
tanggal 16 Desember 2019.
Pada tanggal 29 Juli 2022, Perseroan telah mendapatkan On July 29 th, 2022, the Company received an effective
surat pernyataan efektif dari Otoritas Jasa Keuangan statement letter from the Financial Service Authority
(OJK) No. S-148/D.04/2022 atas Penawaran Umum (OJK) No: S-189/D.04/2019 for the Sustainable Public
Berkelanjutan Obligasi Berkelanjutan I Kereta Api Offering of Kereta Api Indonesia Sustainable Bonds I Phase
Indonesia Tahap I Tahun 2022, dan telah dicatatkan pada I Year 2022 and has been listed on the Indonesia Stock
Bursa Efek Indonesia pada tanggal 3 Agustus 2022 sesuai Exchange on August 3 rd, 2022 pursuant to IDX Letter No:
Surat BEI Nomor: S-06451/BEI. PP3/08-2022. S-06451/BEI. PP3/08-2022.
Selama tahun 2023, KAI tidak menerbitkan obligasi. During 2023, KAI did not issue any bonds.
KRONOLOGI PENERBITAN OBLIGASI KAI KAI BOND PUBLISHING CHRONOLOGY
Peringkat
Tanggal
Payment Status
distribusi
Mata Harga Tanggal Jatuh Tingkat Suku Status Wali
Uraian Obligasi secara Tenor Jumlah obligasi
No uang Penawaran Tempo Bunga Pembayaran Amanat
Description Elektronik Tenor Total Bonds
Currency Offering Price Due Date Interest Rate Payment Status Trustee
Electronic Bond 2023 2022
Distribution Date
100% dari
Obligasi I Seri A 21 November nilai pokok 21 November
7,75% per
Tahun 2017 / 2017 / obligasi / 2022 / PT Bank
1 5 IDR 1.000.000.000.000 tahun / 7.75% Lunas / Paid idAAA idAA+
Bond I Series A November 21 st, 100% of November 21 st, Mega Tbk
per year
Year 2017 2017 principal 2022
value
100% dari
Obligasi I Seri B 21 November nilai pokok 21 November
8,25% per
Tahun 2017 / 2017 / obligasi / 2024 / Belum lunas / PT Bank
2 7 IDR 1.000.000.000.000 tahun / 8.25% idAAA idAA+
Bond I Series B November 21 st, 100% of November 21 st, Not paid yet Mega Tbk
per year
Year 2017 2017 principal 2024
value
100% dari
Obligasi II Seri A 13 Desember nilai pokok 13 Desember
7,75% per
Tahun 2019 / 2019 / obligasi / 2024 / Belum lunas / PT Bank
3 5 IDR 900.000.000.000 tahun / 7.75% idAAA idAA+
Bond II Series A December 13 th,. 100% of December 13 th, Not paid yet Mega Tbk
per year
Year 2019 2019 principal 2024
value
100% dari
Obligasi II Seri B 13 Desember nilai pokok 13 Desember
8,20% per
Tahun 2019 / 2019 / obligasi / 2026 / Belum lunas / PT Bank
4 7 IDR 1.100.000.000.000 tahun / 8.20% idAAA idAA+
Bond II Series B December 13 th, 100% of December 13 th, Not paid yet Mega Tbk
per year
Year 2019 2019 principal 2026
value
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 133
Annual and Sustainability Report
Page 134
Profil Perusahaan
Company Profile
Peringkat
Tanggal
Payment Status
distribusi
Mata Harga Tanggal Jatuh Tingkat Suku Status Wali
Uraian Obligasi secara Tenor Jumlah obligasi
No uang Penawaran Tempo Bunga Pembayaran Amanat
Description Elektronik Tenor Total Bonds
Currency Offering Price Due Date Interest Rate Payment Status Trustee
Electronic Bond 2023 2022
Distribution Date
Obligasi
Berkelanjutan I 100% dari
KAI Tahap I Seri nilai pokok
5 Agustus 2022 5 Agustus 2027 7,10% per
A Tahun 2022 / obligasi / Belum lunas / PT Bank
5 / August 5 th, 5 IDR 634.000.000.000 / August 5 th, tahun / 7.10% idAAA idAA+
Sustainable 100% of Not paid yet Mega Tbk
2022 2027 per year
Bonds I KAI principal
Phase I Series A value
Year 2022
Obligasi
Berkelanjutan I 100% dari
KAI Tahap I Seri nilai pokok
5 Agustus 2022 5 Agustus 8,00% per
B Tahun 2022 / obligasi / Belum lunas / PT Bank
6 / August 5 th, 7 IDR 866.000.000.000 2029 / August tahun / 8.00% idAAA idAA+
Sustainable 100% of Not paid yet Mega Tbk
2022 5 th, 2029 per year
Bonds I KAI principal
Phase I Series B value
Year 2022
KRONOLOGI PENERBITAN SUKUK
SUKUK ISSUANCE CHRONOLOGY
Pada 29 Juli 2022, Perseroan telah mendapatkan surat On July 29 th, 2022, the Company received an effective
pernyataan efektif dari Otoritas Jasa Keuangan (OJK) statement letter from the Financial Services Authority
Nomor: S-148/D.04/2022 atas penawaran Sukuk Ijarah (OJK) Number: S-148/D.04/2022 for the offering of the
Berkelanjutan I Kereta Api Indonesia Tahap I Tahun 2022 Sukuk Ijarah Berkelanjutan I Kereta Api Indonesia Phase
dan telah dicatatkan pada Bursa Efek Indonesia pada I Year 2022 and it was listed on the Indonesia Stock
tanggal 3 Agustus 2022 sesuai Surat BEI Nomor: S-06451/ Exchange on August 3rd, 2022, according to the IDX Letter
BEI.PP3/08-2022 Number: S-06451/BEI.PP3/08-2022.
Selama tahun 2023, KAI tidak menerbitkan sukuk. During 2023, KAI did not issue any sukuk.
Peringkat
Tanggal
Payment Status
distribusi
Mata Harga Tanggal Jatuh Tingkat Suku Status Wali
Uraian Obligasi secara Tenor Jumlah obligasi
No uang Penawaran Tempo Bunga Pembayaran Amanat
Description Elektronik Tenor Total Bonds
Currency Offering Price Due Date Interest Rate Payment Status Trustee
Electronic Bond 2023 2022
Distribution Date
100% dari
nilai sisa
Sukuk Ijarah
imbalan
Berkelanjutan I
Ijarah
KAI Tahap I Seri
5 Agustus 2022 Sukuk 5 Agustus 2027 7,10% per
A Tahun 2022 / Belum lunas / idAAA idAA+ PT Bank
1 / August 5 th, 5 IDR 117.350.000.000,00 Ijarah / 100% / August 5 th, tahun / 7.10%
Sustainable Not paid yet (sy) (sy) Mega Tbk
2022 Remaining 2027 per year
Sukuk Ijarah I
value of
KAI Phase I
Ijarah
Series A of 2022
Sukuk
benefits
100% dari
nilai sisa
Sukuk Ijarah
imbalan
Berkelanjutan I
Ijarah
KAI Tahap I Seri
5 Agustus 2022 Sukuk 5 Agustus 8,00% per
B Tahun 2022 / Belum lunas / idAAA idAA+ PT Bank
2 / August 5 th, 7 IDR 382.650.000.000,00 Ijarah / 100% 2029 / August tahun / 8.00%
Sustainable Not paid yet (sy) (sy) Mega Tbk
2022 Remaining 5 th, 2029 per year
Sukuk Ijarah I
value of
KAI Phase I
Ijarah
Series B of 2022
Sukuk
benefits
Laporan Tahunan dan Keberlanjutan
134 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 135
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KRONOLOGI PENERBITAN DAN/ATAU
PENCATATAN EFEK LAINNYA
Other Securities Listing Chronology
Selama tahun 2023, KAI tidak melakukan penerbitan dan/ KAI did not issue other securities throughout 2023.
atau pencatatan efek lainnya
INFORMASI PENGGUNAAN JASA AKUNTAN PUBLIK (AP)
DAN KANTOR AKUNTAN PUBLIK (KAP)
Information on Public Accounting Service (AP) and Public Accounting Firm (KAP)
Nama KAP / KAP Name KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan
Jaringan Asosiasi / Association Network RSM Indonesia
Gedung Plaza Asia, Lantai 10-11, Jl. Jenderal Sudirman Kav.59
Alamat KAP / KAP Address
Senayan, Kebayoran Baru, Jakarta Selatan 12190, Indonesia
Nama AP / AP Name Dedy Sukrisnadi
Periode Penugasan / Assignment Period 2023
Jasa yang Diberikan / Services Rendered Audit Tahun Buku 2023 / 2023 Fiscal Year Audit
Jasa Non-Audit yang Diberikan / Non-Audit Services
-
Rendered
Biaya Audit / Audit Fee Rp3.813.900.000
Biaya Non-Audit / Non-Audit Fee -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 135
Annual and Sustainability Report
Page 136
Profil Perusahaan
Company Profile
LEMBAGA DAN/ATAU PROFESI PENUNJANG
PERUSAHAAN
Supporting Institutions and/or Profession
Wali Amanat Obligasi Bonds Trustee
Nama Name PT Bank Mega TBK
Alamat Address Menara Bank Mega Jl. Kapten Tendean Kav 12-14 A Jakarta 12790
Lembaga Pemeringkat Efek Securities Rating Agency
Nama Name PT Pemeringkat Efek Indonesia (Pefindo)
Equity Power Lt. 30 Sudirman Central Business District (SCBD) Lot 9 Jl.Jenderal Sudirman Kav.52-53
Alamat Address
Jakarta 12190
Pengelola Informasi Perdagangan dan Pencatatan Saham Share Listing and Trading information Management
Nama Name PT Bursa Efek Indonesia
Alamat Address Gedung Bursa Efek Indonesia, Menara I Lantai 6 Jl. Jenderal Sudirman Kav. 52-53, Jakarta - 12190
Konsultan Hukum Legal Consultant
Nama Name Ali Budiardjo, Nugroho, Reksodiputro (ABNR)
Alamat Address Graha CIMB Niaga, 24th Floor Jl. Jend. Sudirman Kav. 58 Jakarta 12190
Notaris Notary
Nama Name Fathiah Helmi, S.H
Graha Irama Lt. 6 Suite C
Alamat Address
Jl. H.R. Rasuna Said Blok X-1, Kav. 1 & 2 Kuningan, Jakarta 12950
Tim Ahli Syariah Sharia Expert Team
Nama Name Tim Ahli Syariah
Alamat Address Jakarta
Laporan Tahunan dan Keberlanjutan
136 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 137
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PENGHARGAAN DAN SERTIFIKASI
Awards and Certification
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Asia Pacific
Jakarta, 25 Januari 2023
Predikat Platinum dalam kategori Asia Pacific Contact Center Contact Center
1 Jakarta, January 25 th,
The Best Business Contributions Awards (CCAPAC) Awards
2023
(CCAPAC)
Best Public Relation in Company
Innovation on Improving Railway Jakarta, 24 Januari 2023
Indonesia Public Relation Warta Ekonomi
2 Facilities, Infrastructure and Digital Jakarta, January 24th,
Awards (IPRA) 20235626560 Group
Transformation (Category: 2023
Transportation)
18th Indonesia Best CEO
Jakarta, 28 Januari 2023
Forum Commanding Growth
3 The Best CEO 2022 Jakarta, January 28th, Majalah SWA
Strategy Amidst Global Crisis
2023
Challenge
Kementerian
BUMN Corporate
BUMN
Best Keterbukaan Informasi Publik Jakarta, 9 Maret 2023 Communication and
4 Ministry of
Best Public Information Transparency Jakarta, March 9 th, 2023 Sustainability Summit
State-Owned
(BCOMSS) 2023
Enterprises
Kementerian
Juara 1 kategori Media Relations BUMN Corporate
BUMN
Management Jakarta, 9 Maret 2023 Communication and
5 Ministry of
First Place in the Media Relations Jakarta, March 9 th, 2023 Sustainability Summit
State-Owned
Management category (BCOMSS) 2023
Enterprises
BUMN Non Tbk Terpopuler di Media
Cetak dan Online tahun 2022 Denpasar, 17 Maret 2023
6 The Most Popular Non-Public Listed Denpasar, March 17 th, PR Indonesia Awards (PRIA) PR Indonesia
State-Owned Enterprises (SOE) in 2023
Print and Online Media in 2022.
Pemberlakuan Pembatasan
Pemerintah
Kegiatan Masyarakat (PPKM)
Republik
Award 2023
Jakarta, 20 Maret 2023 Indonesia
7 Penghargaan PPKM Award 2023 Implementation of
Jakarta, March 20 th, 2023 The Government
Community Activity
of the Republic
Restrictions (PPKM) Award
of Indonesia
2023.
Best 50 CEO 2023 in Public Mass
Jakarta, 6 April 2023 Best 50 CEO 2023 in Public
8 Transportation Category “Employees’ The Iconomics
Jakarta, April 6 th, 2023 Mass Transportation
Choice”
Indonesia Grand Digital
Marketing Awards 2023
The Creativity in a Social Media Jakarta, 10 Mei 2023 dengan tema Improving
9 Warta Ekonomi
Campaign Category Transportation Jakarta, May 10 th, 2023 Customer Experience and
Engagement through
Limitless Creativity
Kementerian
Investasi/Badan
Koordinasi
Perusahaan Penanaman Modal
Penanaman
Dalam Negeri (PMDM) Pionir Terbaik
Modal (BKPM)
Kategori Sektor Tersier Jakarta, 26 Mei 2023 Anugerah Investasi Pionir
10 Ministry of
Best Pioneer Domestic Investment Jakarta, May 26 th, 2023 (AIP) Tahun 2023
Investment/
Company (PMDM) in the Tertiary
Indonesia
Sector Category
Investment
Coordinating
Board (BKPM)
Best Workplaces for Women 2023 in
Jakarta, 26 Mei 2023 Indonesian Best Workplace HerStory
11 Preventing Sexual Harassment
Jakarta, May 26 th, 2023 for Woman Awards 2023 Indonesia
kategori Transportation Industry
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 137
Annual and Sustainability Report
Page 138
Profil Perusahaan
Company Profile
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Pemimpin Terpopuler di Media
Pemberitaan Online 2023 Makassar, 16 Juni 2023 Indonesia Government Public Humas
12
The Most Popular Leader in Online Makassar, June 16 th, 2023 Relations Awards (IGA) 2023 Indonesia
News Coverage 2023
Direktur Keselamatan dan Keamanan
KAI Sandry Pasambuna sebagai The
The Health, Safety, and
Best HSE Director of The Year 2023 Jakarta, 16 Juni 2023
13 Environment (HSE) Indonesia Majalah HSE
Director of Safety and Security of KAI Jakarta, June 16 th, 2023.
Award 2023
Sandry Pasambuna as The Best HSE
Director of The Year 2023.
BUMN Corporate
Best Keterbukaan Informasi Publik Jakarta, 9 Maret 2023 Communication and
14 Majalah HSE
Best Public Information Transparency Jakarta, March 9 th, 2023 Sustainability Summit
(BCOMSS) 2023
KAI Sebagai The Greatest Champion
of HSE Excellence of The Year 2023
The Health, Safety, and
(Transportation Services) Jakarta, 16 Juni 2023
15 Environment (HSE) Indonesia Majalah HSE
KAI as The Greatest Champion of HSE Jakarta, June 16 th, 2023
Award 2025
Excellence of The Year 2023
(Transportation Services)
KAI Sebagai The Best Project
The Health, Safety, and
Concerned HSE 2023 (Transportation
Jakarta, 16 Juni 2023 Environment (HSE) Indonesia
16 Services) Majalah HSE
Jakarta, June 16 th, 2023 Award 2026
KAI as The Best Project Concerned
HSE 2023 (Transportation Services)
HUT ke-21 Komunitas Railfans
IRPS (Indonesian Railways
Rekor Pembuatan Miniatur Lokomotif
Preservation Society) Museum Rekor
DD52 Terbesar Semarang, 2 Juli 2023
17 The 21st Anniversary of the Dunia Indonesia
Record for Making the Largest DD52 Semarang, July 2 nd, 2023
Indonesian Railways (MURI)
Locomotive Miniature
Preservation Society (IRPS)
Railfans Community
HUT ke-21 Komunitas Railfans
Rekor Pameran dan Pengoperasian
IRPS (Indonesian Railways
Printer Tridimensi Secara Non Stop
Preservation Society) Museum Rekor
Terbanyak Semarang, 2 Juli 2023
18 The 21st Anniversary of the Dunia Indonesia
Record of Exhibition and Operation of Semarang, July 2 nd, 2023
Indonesian Railways (MURI)
the Most Tridimensional Printers Non-
Preservation Society (IRPS)
Stop
Railfans Community
Vice President of Assessment and
Human Resources Development Rika
Rosita Ratnawati Sebagai The Best
Leadership Development Focus on
HC Jakarta, 5 Juli 2023 Human Capital on Resilience First Indonesia
19
Vice President of Assessment and Jakarta, July 5 th, 2023 Excellence Award 2023 Magazine
Human Resources Development Rika
Rosita Ratnawati as The Best
Leadership Development Focus on
HC
KAI Sebagai The Most Resilience
Jakarta, 5 Juli 2023 Human Capital on Resilience First Indonesia
20 Company
Jakarta, July 5 th, 2023 Excellence Award 2023 Magazine
KAI as The Most Resilience Company
KAI Sebagai The Best HR in Crisis
Management and Recovery Jakarta, 5 Juli 2023 Human Capital on Resilience First Indonesia
21
KAI as The Best HR in Crisis Jakarta, July 5 th, 2023 Excellence Award 2023 Magazine
Management and Recovery
Laporan Tahunan dan Keberlanjutan
138 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 139
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
KAI Sebagai The Best HC Based
Valuation Created Jakarta, 5 Juli 2023 Human Capital on Resilience First Indonesia
22
KAI I as The Best HC Based Valuation Jakarta, July 5 th, 2023 Excellence Award 2023 Magazine
Created
Vice President Public Relations
Sebagai Tokoh PR Berpengaruh 2023
dalam ajang The 3rd MAW Yogyakarta, 7 Juli 2023 The 3rd MAW Talk Awards
23 MAW Talk
Vice President of Public Relations Yogyakarta, July 7 th, 2023 (MTA) 2023
recognized as an Influential PR
Figure 2023 at The 3rd MAW event.
“Pulang” menjadi Film Terbaik dalam
Anugerah Festival Film Pendek TVRI
Bandung, 7 Juli 2023
Jawa Barat 2023
Bandung, July 7 th, 2023 Anugerah Festival Film Televisi Republik
24 “Pulang” won Best Film at the 2023
TVRI West Java Short Film Festival Pendek TVRI Jawa Barat 2023 Indonesia (TVRI)
Awards.
Peringkat ke 2 Kategori Top Belanja
Seller Terbanyak Tahun 2023 Jakarta, 12 Juli 2023 PaadiUMKM Hybrid Expo 2023 Kementerian
25
Ranked 2nd in the Top Shopping Jakarta, July 12 th, 2023 BUMN
Sellers Category for 2023.
Peringkat ke 2 Kategori Top belanja
frekuensi transaksi Terbanyak kepada
UMKM tahun 2023 Jakarta, 12 Juli 2023 Kementerian
26 PadiUMKM Hybrid Expo 2024
Ranked 2nd in the Top Transaction Jakarta, July 12 th, 2023 BUMN
Frequency Shopping Category for
MSMEs in 2023.
Peringkat ke 2 BUMN terbaik Tahun
2022 Jakarta, 12 Juli 2023 Kementerian
27 PadiUMKM Hybrid Expo 2025
Ranked 2nd among the Best State- Jakarta, July 12 th, 2023 BUMN
Owned Enterprises (SOE) in 2022.
Daop 3 Cirebon Raih Penghargaan
Sebagai Badan Publik Terinovatif di
Kota Cirebon Cirebon, 19 Juli 2023 Komisi Informasi
28 HUT Kota Cirebon ke-654
Daop 3 Cirebon received an award as Cirebon, July 19 th, 2023 Kota Cirebon
the Most Innovative Public Agency in
Cirebon City.
Medali Emas Kategori Rapid Transit Singapura, 22-27 Juli
ASEAN Skills
Systems 2023 ASEAN Skills Competition
29 Competition
Gold Medal in the Rapid Transit Singapura, July 22 nd - 27 th (ASC) XIII
(ASC
Systems category. 2023
Divre II Sumatera Barat Raih
Penghargaan Sebagai Lembaga
Layanan Publik yang Akses dan Perkumpulan
Padang, 27-29 Juli 2023 Rakernas dengan tema ” Saiyo
Ramah Disabilitas Penyandang
30 Padang, July 27 th - 29 th Sakato Kito Sajalah” PPDI se-
Divre II West Sumatra received an Disabilitas
2023 Indonesia
award as a Public Service Institution Indonesia (PPDI)
that is Accessible and Disability-
Friendly.
KAI Meraih Penghargaan Corporates
Reputations Awards in Category
Transpotation Jakarta, 4 Agustus 2023 Indonesian Public Relations
31 The Iconomics
KAI received the Corporate Jakarta, August 4 th, 2023 Summit 2023
Reputation Award in the
Transportation category.
Vice President Public Relations Joni Indonesian Public Relations
Martinus Sebagai Persons Awards Summit 2024
Jakarta, 4 Agustus 2023
32 2023 The Iconomics
Jakarta, August 4 th, 2023
Vice President Public Relations Joni
Martinus as Persons Awards 2023
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 139
Annual and Sustainability Report
Page 140
Profil Perusahaan
Company Profile
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Stasiun Kebumen Raih Penghargaan
Pengelolaan Lingkungan Hidup
dalam Rangka Hari Jadi Kabupaten
Kebumen ke-394. Kebumen, 21 Agustus
Bupati
Kebumen Station received an award 2023 Hari Jadi Kabupaten
33 Kabupaten
for Environmental Management in Kebumen, August 21 st, Kebumen ke-394
Kebumen
commemoration of the 394th 2023
Anniversary of Kebumen Regency.
Direktur Niaga Hadis Surya Palapa
Mendapatkan Penghargaan Jawa
Barat Marketing Champion sektor Bandung, 25 Agustus Industry Marketing
Transportasi 2023 Champion Jabar 2023 Markplus
34
Managing Director of Commerce Bandung, August 25 th, Institute
Hadis Surya Palapa received the 2023
West Java Marketing Champion
award in the transportation sector.
Febrian Kusuma Wardana
Malaysia, 6 September Malaysia
Mendapatkan Penghargaan International Quality &
2023 Productivity
35 Outstanding Productivity Convention
Malaysia, September 6 th, Corporation
Febrian Kusuma Wardana received (IQPC) 2023
2023 (MPC), AMMPI
an Outstanding award.
Tim WFMS Mendapatkan Malaysia, 6 September Malaysia
International Quality &
Penghargaan Exellent 2023 Productivity
36 Productivity Convention
The WFMS team received an Malaysia, September 6 th, Corporation
(IQPC) 2024
Excellent award. 2023 (MPC), AMMPI
Tim The Crows KAI Mendapatkan Malaysia, 6 September Malaysia
International Quality &
Penghargaan Exellent 2023 Productivity
37 Productivity Convention
The Crows team at KAI received an Malaysia, September 6 th, Corporation
(IQPC) 2025
Excellent award. 2023 (MPC), AMMPI
Penghargaan Badan Publik yang
Melaksanakan Pelayanan Informasi Jakarta, 14 September
Publik Ramah Disabilitas 2023 Layanan Informasi Publik Komisi Informasi
38
Award for Public Agency Jakarta, September 14 th, Ramah Disabilitas Pusat
Implementing Disability-Friendly 2023
Public Information Services.
PT Kereta Api Indonesia Kategori
Infrastructure, Utility,
Telecomunication & Transportation as
Practitioner of The Year 2023
Jakarta, 20 September
(Journalist Choice)
2023 MIX Marketing &
39 PT Kereta Api Indonesia won the Indonesia PR of The Year 2023
Jakarta, September 20 th, Communication
Practitioner of the Year 2023
2023
(Journalist's Choice) award in the
Infrastructure, Utility,
Telecommunication & Transportation
category.
Direktur Utama Didiek Hartantyo
Dinobatkan Sebagai Spokes Person as
PR Practitioner of The Year 2023 Jakarta, 20 September
(Journalist Choice) 2023 MIX Marketing &
40 Indonesia PR of The Year 2023
President Director Didiek Hartantyo Jakarta, September 20 th, Communication
was named Spokesperson as PR 2023
Practitioner of the Year 2023
(Journalist's Choice).
Medali Emas Kategori Medali Emas
Invidual open trompet a.n Agung Jember, 22-24
Saputra September 2023 Kejuaraan Asian Music Games Asian Music
41
Gold Medal in the Individual Open Jember, September 22 nd - (AMG) 2023 Games (AMG)
Trumpet category awarded to Agung 24 th 2023
Saputra.
Laporan Tahunan dan Keberlanjutan
140 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 141
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Medali Emas Kategori Best Effect Jember, 22-24
Wind Ensemble Brass September 2023 Kejuaraan Asian Music Games Asian Music
42
Gold Medal in the Best Effect Wind Jember, September 22 nd - (AMG) 2024 Games (AMG)
Ensemble Brass category. 24 th 2023
Medali Emas Kategori Ensemble Wind Jember, 22-24
Brass Open September 2023 Kejuaraan Asian Music Games Asian Music
43
Gold Medal in the Open Brass Wind Jember, September 22 nd - (AMG) 2025 Games (AMG)
Ensemble category. 24 th 2023
Medali Emas Kategori Concert band Jember, 22-24
Full Band September 2023 Kejuaraan Asian Music Games Asian Music
44
Gold Medal in the Full Band Concert Jember, September 22 nd - (AMG) 2026 Games (AMG)
category. 24 th 2023
Medali Emas Kategori Invidual tenor
Percussion Open a.n Acel Claudio Jember, 22-24
Simpati September 2023 Kejuaraan Asian Music Games Asian Music
45
Gold Medal in the Individual Open Jember, September 22 nd - (AMG) 2027 Games (AMG)
Tenor Percussion category awarded 24 th 2023
to Acel Claudio Simpati.
Medali Emas Kategori Best Music Jember, 22-24
Concert Band Full Band September 2023 Kejuaraan Asian Music Games Asian Music
46
Gold Medal in the Best Music Concert Jember, September 22 nd - (AMG) 2028 Games (AMG)
Band Full Band category. 24 th 2023
Medali Perak Kategori Invidual Open
Jember, 22-24
Marimba a.n Salma Aliyah
September 2023 Kejuaraan Asian Music Games Asian Music
47 Silver Medal in the Individual Open
Jember, September 22 nd - (AMG) 2029 Games (AMG)
Marimba category awarded to Salma
24 th 2023
Aliyah.
Medali Perak Kategori Battle Jember, 22-24
Percussion Drumline Open September 2023 Kejuaraan Asian Music Games Asian Music
48
Silver Medal in the Open Drumline Jember, September 22 nd - (AMG) 2030 Games (AMG)
Battle Percussion category. 24 th 2023
Medali Perak Kategori Best Music Jember, 22-24
Wind Ensemble Brass Open September 2023 Kejuaraan Asian Music Games Asian Music
49
Silver Medal in the Best Music Wind Jember, September 22 nd - (AMG) 2031 Games (AMG)
Ensemble Brass Open category. 24 th 2023
Medali Perak Kategori Best Costume
Jember, 22-24
International Street Parade Full Band
September 2023 Kejuaraan Asian Music Games Asian Music
50 Silver Medal in the Best Costume
Jember, September 22 nd - (AMG) 2032 Games (AMG)
International Street Parade Full Band
24 th 2023
category.
Medali Perunggu Kategori Best Effect Jember, 22-24
Concert Open Band September 2023 Kejuaraan Asian Music Games Asian Music
51
Bronze Medal in the Best Effect Jember, September 22 nd - (AMG) 2033 Games (AMG)
Concert Open Band category. 24 th 2023
Medali Perunggu Kategori Jember, 22-24
International Street Parade Full Band September 2023 Kejuaraan Asian Music Games Asian Music
52
Bronze Medal in the International Jember, September 22 nd - (AMG) 2034 Games (AMG)
Street Parade Full Band category. 24 th 2023
Medali Perunggu Kategori Invidual
Open Marimba a.n Putri Nazwa Jember, 22-24
Salsabil September 2023 Kejuaraan Asian Music Games Asian Music
53
Bronze Medal in the Individual Open Jember, September 22 nd - (AMG) 2035 Games (AMG)
Marimba category awarded to Putri 24 th 2023
Nazwa Salsabil.
Medali Bronze Kategori The Best
Agent Inbound Publik-Large a/n Jakarta, 26 September
The Best Contact
Zauzany 2023 Ajang The Best Contact
54 Center Indonesia
Bronze Medal in the Best Inbound Jakarta, September 26 th, Center Indonesia 2023
2023
Agent Public-Large category 2023
awarded to Zauzany.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 141
Annual and Sustainability Report
Page 142
Profil Perusahaan
Company Profile
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Medali Bronze Kategori The Best
Team Leader Customer Service a/n Jakarta, 26 September
The Best Contact
Yosep Ali Akbar 2023 Ajang The Best Contact
55 Center Indonesia
Bronze Medal in the Best Team Jakarta, September 26 th, Center Indonesia 2024
2024
Leader Customer Service category 2023
awarded to Yosep Ali Akbar.
Medali Bronze Kategori Best of The
Best Quality Assurance a/n Nikmah Jakarta, 26 September
The Best Contact
Musahorotianti 2023 Ajang The Best Contact
56 Center Indonesia
Bronze Medal in the Best of the Best Jakarta, September 26 th, Center Indonesia 2025
2025
Quality Assurance category awarded 2023
to Nikmah Musahorotianti.
Medali Silver KategoriBest of The Best
Jakarta, 26 September
Supervisor a/n Sigit Supartono The Best Contact
2023 Ajang The Best Contact Center
57 Silver Medal Award in the Best of the Center Indonesia
Jakarta, September 26 th, Indonesia 2026
Best Supervisor category awarded to 2026
2023
Sigit Supartono.
Medali Silver Kategori The Best Team
Jakarta, 26 September
Leader Inbound a/n Salman Hakim The Best Contact
2023 Ajang The Best Contact Center
58 Silver Medal in the Best Team Leader Center Indonesia
Jakarta, September 26 th, Indonesia 2027
Inbound category awarded to 2027
2023
Salman Hakim.
Medali Silver Kategori Best of The
Best Agent English a/nShinta Norma Jakarta, 26 September
The Best Contact
Sonanda 2023 Ajang The Best Contact Center
59 Center Indonesia
Silver Medal in the Best of the Best Jakarta, September 26 th, Indonesia 2028
2028
Agent English category awarded to 2023
Shinta Norma Sonanda.
Medali Silver Kategori The Best
Customer Service a/n Gemilau Jakarta, 26 September
The Best Contact
Marshika 2023 Ajang The Best Contact
60 Center Indonesia
Silver Medal in the Best Customer Jakarta, September 26 th, Center Indonesia 2029
2029
Service category awarded to Gemilau 2023
Marshika.
Medali Silver Kategori The Best Agent
Jakarta, 26 September
English a/n Kinanti Putri Yustiani The Best Contact
2023 Ajang The Best Contact
61 Silver Medal in the Best Agent Center Indonesia
Jakarta, September 26 th, Center Indonesia 2030
English category awarded to Kinanti 2030
2023
Putri Yustiani.
Medali Silver Kategori Best of The
Best Quality Assurance a/n Jakarta, 26 September
The Best Contact
Aminatuzuhriah 2023 Ajang The Best Contact
62 Center Indonesia
Silver Medal in the Best of the Best Jakarta, September 26 th, Center Indonesia 2031
2031
Quality Assurance category awarded 2023
to Aminatuzuhriah.
Medali Platinum Kategori Best of The
Best Team Leader Customer Service Jakarta, 26 September
The Best Contact
a/n Nur Septiani 2023 Ajang The Best Contact
63 Center Indonesia
Platinum Medal in the Best of the Jakarta, September 26 th, Center Indonesia 2032
2032
Best Team Leader Customer Service 2023
category awarded to Nur Septiani.
Medali Platinum Kategori The Best
Agent Inbound Publik - Large a/n
Jakarta, 26 September
Anggun Khusnul Khotimah The Best Contact
2023 Ajang The Best Contact
64 Platinum Medal in the Best Agent Center Indonesia
Jakarta, September 26 th, Center Indonesia 2033
Inbound Public - Large category 2033
2023
awarded to Anggun Khusnul
Khotimah.
Laporan Tahunan dan Keberlanjutan
142 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 143
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Medali Platinum Kategori The Best
Agent Digital - Sosial Media a/n Jakarta, 26 September
The Best Contact
Irbithul Fikriyah Al-Auhi 2023 Ajang The Best Contact
65 Center Indonesia
Platinum Medal in the Best Agent Jakarta, September 26 th, Center Indonesia 2034
2034
Digital - Social Media category 2023
awarded to Irbithul Fikriyah Al-Auhi.
Medali Silver Kategori Reliablity-Team
Jakarta, 26 September
Ganda Putra a/n KAI The Best Contact
2023 Ajang The Best Contact
66 Silver Medal in the Reliability - Men's Center Indonesia
Jakarta, September 26 th, Center Indonesia 2035
Doubles Team category awarded to 2035
2023
KAI.
Medali Silver Kategori Scheduling Jakarta, 26 September
The Best Contact
Teamwork a/n KAI 2023 Ajang The Best Contact
67 Center Indonesia
Silver Medal in the Scheduling Jakarta, September 26 th, Center Indonesia 2036
2036
Teamwork category awarded to KAI. 2023
Medali Platinum Kategori The Best Jakarta, 26 September
The Best Contact
Operations a/n KAI 2023 Ajang The Best Contact
68 Center Indonesia
Platinum Medal in the Best Jakarta, September 26 th, Center Indonesia 2037
2037
Operations category awarded to KAI. 2023
Medali Platinum Kategori The Best Jakarta, 26 September
The Best Contact
Digital Media a/n KAI 2023 Ajang The Best Contact
69 Center Indonesia
Platinum Medal in the Best Digital Jakarta, September 26 th, Center Indonesia 2038
2038
Media category awarded to KAI. 2023
Medali Platinum Kategori The Best
Jakarta, 26 September
Business Contribution a/n KAI The Best Contact
2023 Ajang The Best Contact
70 Platinum Medal in the Best Business Center Indonesia
Jakarta, September 26 th, Center Indonesia 2039
Contribution category awarded to 2039
2023
KAI.
Medali Gold Kategori The Best Jakarta, 26 September
The Best Contact
Customer Experience a/n KAI 2023 Ajang The Best Contact
71 Center Indonesia
Gold Medal in the Best Customer Jakarta, September 26 th, Center Indonesia 2040
2040
Experience category awarded to KAI. 2023
Medali Gold Kategori The Best People
Jakarta, 26 September
Development a/n KAI The Best Contact
2023 Ajang The Best Contact
72 Gold Medal in the Best People Center Indonesia
Jakarta, September 26 th, Center Indonesia 2041
Development category awarded to 2041
2023
KAI.
Medali Gold Kategori The Best
Jakarta, 26 September
Employee Engagement a/n KAI The Best Contact
2023 Ajang The Best Contact
73 Gold Medal in the Best Employee Center Indonesia
Jakarta, September 26 th, Center Indonesia 2042
Engagement category awarded to 2042
2023
KAI.
Daop 8 Raih Penghargaan Stand Surabaya, 8 Oktober 2023
Branding Promo Terbaik Surabaya, October 8 th,
74 Jatim Fest 2023 Jatim Fest 2023
Daop 8 received the award for Best 2023
Promotional Branding Stand.
Direktur Utama Didiek Hartantyo
Dinobatkan sebagai Best of All in
Classification by Audience, Activity,
Engagement Bali, 27 Oktober 2023 Digital 5.0 KIP BUMN Awards
75 BUMN TRACK
President Director Didiek Hartantyo Bali, October 27 th, 2023 2023
was named Best of All in
Classification by Audience, Activity,
and Engagement.
Direktur Utama Didiek Hartantyo
Dinobatkan sebagai Best of All of
BUMN Director by Audience, Activity,
Engagement Bali, 27 Oktober 2024 Digital 5.0 KIP BUMN Awards
76 BUMN TRACK
President Director Didiek Hartantyo Bali, October 27 th, 2024 2024
was named Best of All SOE Directors
by Audience, Activity, and
Engagement.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 143
Annual and Sustainability Report
Page 144
Profil Perusahaan
Company Profile
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Direktur Utama Didiek Hartantyo
Dinobatkan Sebagai The Most
Interact Person by Engagement Bali, 27 Oktober 2025 Digital 5.0 KIP BUMN
77 BUMN TRACK
President Director Didiek Hartantyo Bali, October 27 th, 2025 Awards 2025
was named The Most Interactive
Person by Engagement.
PT Kereta Api Indonesia Dinobatkan
Sebagai The Most Active BUMN By
Activity Bali, 27 Oktober 2026 Digital 5.0 KIP BUMN
78 BUMN TRACK
PT Kereta Api Indonesia was named Bali, October 27 th, 2026 Awards 2026
The Most Active State-Owned
Enterprise (SOE) by Activity.
PT Kereta Api Indonesia Dinobatkan
Sebagai Best of All By Audience,
Activity, Engagement Bali, 27 Oktober 2027 Digital 5.0 KIP BUMN
79 BUMN TRACK
PT Kereta Api Indonesia was named Bali, October 27 th, 2027 Awards 2027
Best of All by Audience, Activity, and
Engagement.
Gold Winner untuk Kategori Kategori Jakarta, 4 November
Kanal Digital, Sub Kategori Website. 2023 Ajang Anugerah Humas
80 Humas Indonesia
Gold Winner in the Digital Channel Jakarta, November 4 th, Indonesia (AHI) 2023
category, Subcategory Website. 2023
Gold Winner untuk Kategori
Pelayanan Keterbukaan Informasi
Publik Terinovatif, Sub Kategori Jakarta, 4 November
Laporan Pelayanan Informasi Publik 2023 Ajang Anugerah Humas
81 Humas Indonesia
Gold Winner in the Innovative Public Jakarta, November 4 th, Indonesia (AHI) 2023
Information Service category, 2023
Subcategory Public Information
Service Report.
Daop 8 Surabaya Terima
Penghargaan Badan Usaha
Surabaya, 9 November
Penggerak Ekonomi Pariwisata Jawa
2023
82 Timur HUT ke-34 Harian Surya Tribun Network
Surabaya, November 9 th,
Daop 8 Surabaya received the award
2023
for Economic Driver of Tourism in
East Java.
KAI Meraih Penghargaan Dalam
Penerapan Keselamatan dan
Kesehatan Kerja (K3) Perkantoran
Kategori Kantor OPD Tingkat 1 BUMD
Jakarta, 10 November Penghargaan Kementerian Kementerian
/ Swasta Setara
2023 Kesehatan di Lingkungan Kesehatan
83 KAI received an award for the
Jakarta, November 10 th, Direktorat Jenderal Republik
Implementation of Occupational
2023 Kesehatan Masyarakat Indonesia
Health and Safety (K3) in the Office
category for Level 1 Regional Public
Enterprises (BUMD) / Equivalent
Private Sector.
Anugerah Emas Kategori Organisasi Jakarta, 16 November
Badan
Besar Jasa 2023 SNI Award 2023 18th
84 Standardisasi
Gold Award in the Large Service Jakarta, November 16 th, National Award of Indonesia
Nasional (BSN)
Organization category. 2023
Piagam penghargaan kategori terbaik
Kementerian
Stasiun PT Kereta Api Indonesia - Jakarta, 21 November
Pemantauan dan evaluasi Pendayagunaan
Stasiun Gambir 2023
85 kinerja penyelenggaraan Aparatur Negara
Certificate of Appreciation for Best Jakarta, November 21 st,
pelayanan publik 2023 dan Reformasi
Station awarded to PT Kereta Api 2023
Birokrasi (PANRB)
Indonesia - Gambir Station.
Laporan Tahunan dan Keberlanjutan
144 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 145
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
PT Kereta Api Indonesia (Persero)
Dinobatkan Sebagai Indonesia Best
Jakarta, 29 November
Companies in Creating Leaders from SWA Creating Future-Ready
2023 SWA Media
86 Within 2023 Leaders for Organizational
Jakarta, November 29 th, Group
PT Kereta Api Indonesia (Persero) was Excellence and Agility
2023
named Indonesia's Best Companies
in Creating Leaders from Within 2023.
Direktur Keuangan dan Manajemen
Risiko Salusra Wijaya Dinobatkan
Sebagai The Best CFO: Excellent in
Jakarta, 1 Desember 2023
Accountability Bisnis Indonesia TOP BUMN
87 Jakarta, December 1 st, Bisnis Indonesia
Director of Finance and Risk Awards 2023
2023
Management Salusra Wijaya was
named The Best CFO: Excellent in
Accountability.
Gold untuk Depma - Sarana Daop 5 Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Purwokerto 2023
88 PRODUKTIVITAS NASIONAL Kendali Mutu
Gold for Depma - Facilities Daop 5 Yogyakarta, November
XXVII (PT WKM)
Purwokerto. 30 th, 2023
Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Gold untuk Star GX - BY Yogyakarta 2023
89 PRODUKTIVITAS NASIONAL Kendali Mutu
Gold for Star GX - BY Yogyakarta. Yogyakarta, November
XXVII (PT WKM)
30 th, 2023
Yogyakarta, 30 November
Platinum untuk Star GX - BY TEMU KARYA MUTU & PT Wahana
2023
90 Yogyakarta PRODUKTIVITAS NASIONAL Kendali Mutu
Yogyakarta, November
Platinum for Star GX - BY Yogyakarta. XXVII (PT WKM)
30 th, 2023
Platinum untuk Fortune - JJ Daop 9 Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Jember 2023
91 PRODUKTIVITAS NASIONAL Kendali Mutu
Platinum for Fortune - JJ Daop 9 Yogyakarta, November
XXVII (PT WKM)
Jember. 30 th, 2023
Platinum untuk Digimen - BY Sinyal
Yogyakarta, 30 November
dan Telekomunikasi Listrik dan LAA TEMU KARYA MUTU & PT Wahana
2023
92 Platinum for Digimen - BY Electric PRODUKTIVITAS NASIONAL Kendali Mutu
Yogyakarta, November
Signaling and telecommunications XXVII (PT WKM)
30 th, 2023
and LAA
Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Platinum untuk Simpro - BY Lahat 2023
93 PRODUKTIVITAS NASIONAL Kendali Mutu
Platinum for Simpro - BY Lahat Yogyakarta, November
XXVII (PT WKM)
30 th, 2023
Platinum untuk Automata - BY Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Yogyakarta 2023
94 PRODUKTIVITAS NASIONAL Kendali Mutu
Platinum for Automata - BY Yogyakarta, November
XXVII (PT WKM)
Yogyakarta 30 th, 2023
Platinum untuk Ticno Remot - Sarana Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Daop 8 Surabaya 2023
95 PRODUKTIVITAS NASIONAL Kendali Mutu
Platinum for Ticno Remot - Rolling Yogyakarta, November
XXVII (PT WKM)
Stock Daop 8 Surabaya 30 th, 2023
Platinum untuk 3 Logic - Sinyal dan
Telekomunikasi Listrik Divre 3 Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Palembang 2023
96 PRODUKTIVITAS NASIONAL Kendali Mutu
Platinum for 3 Logic - Electric Yogyakarta, November
XXVII (PT WKM)
Signaling and Telecommunications 30 th, 2023
Divre 3 Palembang
Platinum untuk Refurmas JJ Daop 2 Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Bandung 2023
97 PRODUKTIVITAS NASIONAL Kendali Mutu
Platinum for Refurmas JJ Daop 2 Yogyakarta, November
XXVII (PT WKM)
Bandung 30 th, 2023
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 145
Annual and Sustainability Report
Page 146
Profil Perusahaan
Company Profile
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Platinum untuk Smart Resort - JJ Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Daop 9 Jember 2023
98 PRODUKTIVITAS NASIONAL Kendali Mutu
Platinum for Smart Resort - JJ Daop Yogyakarta, November
XXVII (PT WKM)
9 Jember 30 th, 2023
Diamond untuk Dencow Tools - Yogyakarta, 30 November
TEMU KARYA MUTU & PT Wahana
Sarana Daop 6 Yogyakarta 2023
99 PRODUKTIVITAS NASIONAL Kendali Mutu
Diamond for Dencow Tools - Rolling Yogyakarta, November
XXVII (PT WKM)
Stock Daop 6 Yogyakarta 30 th, 2023
Direktur Keuangan dan Manajemen
Risiko Salusra Wijaya Dinobatkan
Sebagai The Best CFO: Excellent in
Jakarta, 1 Desember 2023
Accountability Bisnis Indonesia TOP BUMN
100 Jakarta, December 1 st, Bisnis Indonesia
Managing Director of Finance and Awards 2023
2023
Risk Management Salusra Wijaya
was named The Best CFO: Excellent
in Accountability.
Direktur Keuangan dan Manajemen
Risiko Salusra Wijaya Dinobatkan
Sebagai The Best CFO: Excellent in Kuala Lumpur, 1 Contact Center
Accountability Desember 2023 Contact Center Associations Associations
101
Director of Finance and Risk Kuala Lumpur, Asia Pacific ( CC APAC) Asia Pacific ( CC
Management Salusra Wijaya was Desember 1 st, 2023 APAC)
named The Best CFO: Excellent in
Accountability.
PT KAI Divre IV Tanjungkarang Raih
Penghargaan sebagai Badan Publik
dengan Predikat Informatif Kategori
Lampung, 4 Desember
BUMN Anugerah Keterbukaan Komisi Informasi
2023
102 PT KAI Divre IV Tanjungkarang Informasi Publik Tingkat Provinsi
Lampung, December 4 th,
received an award as a Public Provinsi Lampung tahun 2023 Lampung
2023
Agency with Informative Predicate in
the State-Owned Enterprises (SOE)
category.
The Best Industry Marketing
Champion 2023 untuk Sektor Jakarta, 7 Desember
Transportasi 2023 Marketeer of the Year (MOTY)
103 MarkPlus, Inc
The Best Industry Marketing Jakarta, Desember 7 th, 2023
Champion 2023 for the 2023
Transportation Sector.
DAOP 1 Jakarta Raih Piagam
Penghargaan atas Peran Memberikan
Program Pahlawan Ekonomi
Kesempatan Kerja bagi Penyandang Jakarta, 9 Desember
Nusantara (PENA) dan
Disabilitas 2023 Kementerian
104 Tatarupa
DAOP 1 Jakarta received a certificate Jakarta, Desember 9 th, Sosial RI
of appreciation for its role in 2023
providing job opportunities for people
with disabilities.
“Platinum Winner” Creative
Communication and Implementation
pada Kategori “Marketing”
Perusahaan BUMN dan Perusahaan Jakarta, 13 Desember
BUMN Branding and
TBK 2023
105 Marketing Awards (BBMA) BUMN Track
"Platinum Winner" for Creative Jakarta, December 13 th,
2023
Communication and Implementation 2023
in the "Marketing" category for State-
Owned Enterprises (SOE) and Publicly
Listed Companies (TBK).
Laporan Tahunan dan Keberlanjutan
146 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 147
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemberi
Nama Penghargaan Tempat dan Tanggal Event
No Penghargaan
Award Place and Date Event
Appreciator
Peringkat 2 Sebagai Badan Publik
dengan Kualifikasi Informatif dalam
Pelaksanaan Monitoring dan Evaluasi
Keterbukaan Informasi Publik Tahun
2023 Kategori Bandan Usaha Milik Jakarta, 19 Desember
Komisi Informasi
Negara 2023 Anugerah Keterbukaan
106 Pusat Republik
Ranked 2nd as a Public Agency with Jakarta, December 19 th, Informasi Publik Tahun 2023
Indonesia
Informative Qualification in the 2023 2023
Monitoring and Evaluation of Public
Information Transparency in the
State-Owned Enterprises (SOE)
category.
Penghargaan Kategori Best Project
Fellowship: Train Journey Safety Jakarta, 20 Desember
Professional Fellowship and
Monitoring 2023
107 Journalism Competition Esri Indonesia
Award in the Best Project Fellowship Jakarta, December 20 th,
Award 2023
category: Train Journey Safety 2023
Monitoring.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 147
Annual and Sustainability Report
Page 148
Profil Perusahaan
Company Profile
SERTIFIKASI CERTIFICATION
Nama Sertifikat Dikeluarkan Oleh Masa Berlaku
Unit
Certificate Name Issued by Validity Period
Kantor Pusat | Head Office
24 Juli 2020 - 23 Juli 2023
Quality Assurance & GCG July 24 th, 2020 – July 23 rd,
ISO 37001:2016 PT TUV NORD Indonesia
(ISQ) 2023
22 September 2020 - 21
Pengadaan Barang & Jasa
September 2023
(KLU) / freight and Services
ISO 37001:2016 PT Sucofindo (Persero) September 22 nd, 2020 -
Procurement (KLU)
September 21 st, 2023
ISO 9001:2015 30 Desember 2020 - 21 Juni
Corporate Document
PT SAI Global 2023 / December 30 th, 2020
Management (USD)
– June 21 st, 2023
9 Juni 2021 -10 Juni 2024 /
ISO 9001:2015 Contact Center 121 PT SAI Global June 9 th, 2021 – June 10 th,
2024
Pusat Pendidikan dan
Pelatihan Ir. H. D juanda / Ir. 7 Juli 2021 - 7 Juli 2024 /
ISO 9001:2015 PT Bureau Veritas Indonesia
H. D juanda Education and July 7 th, 2021 – July 7 th, 2024
Training Center
Balai Pelatihan Opsar Agus
7 Juli 2021 - 7 Juli 2024 /
ISO 9001:2015 Suroto / Opsar Agus Suroto PT Bureau Veritas Indonesia
Training Center
July 7 th, 2021 – July 7 th, 2024
Balai Pelatihan Sinyal dan
Telekomunikasi Listrik /
7 Juli 2021 - 7 Juli 2024 /
ISO 9001:2015 Electric Signaling and PT Bureau Veritas Indonesia
July 7 th, 2021 – July 7 th, 2024
Telecommunications
Training Center
Balai Pelatihan Teknik
Perkeretaapian Sofyan Hadi / 7 Juli 2021 - 7 Juli 2024 /
ISO 9001:2015 PT Bureau Veritas Indonesia
Sofyan Hadi Railway July 7 th, 2021 – July 7 th, 2024
Engineering Training Center
Balai Pelatihan Teknik Traksi
Darman Prasetyo / Darman 7 Juli 2021 - 7 Juli 2024 /
ISO 9001:2015 PT Bureau Veritas Indonesia
Prasetyo Traction July 7 th, 2021 – July 7 th, 2024
Engineering Training Center
Balai Pelatihan Sriwijaya Ascep
7 Juli 2021 - 7 Juli 2024 /
ISO 9001:2015 Sunarto / Sriwijaya Ascep PT Bureau Veritas Indonesia
Sunarto Training Center
July 7 th, 2021 – July 7 th, 2024
5 September 2022 - 4
ISO 37001:2016
Kantor Pusat Bandung / September 2025 /
PT TUV NORD Indonesia
Bandung Head Office September 5 th, 2022 –
September 4 th, 2025
Balai Yasa Sarana
17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Balai Yasa Manggarai CBQA Global May 17 th, 2022 – May 16 th,
2025
17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Balai Yasa Tegal CBQA Global May 17 th, 2022 – May 16 th,
2025
17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Balai Yasa Yogyakarta CBQA Global May 17 th, 2022 – May 16 th,
2025
17 Mei 2022 - 16 Mei 2025 /
Balai Yasa Surabaya
ISO 27001:2013 CBQA Global May 17 th, 2022 – May 16 th,
Gubeng
2025
Laporan Tahunan dan Keberlanjutan
148 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 149
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Nama Sertifikat Dikeluarkan Oleh Masa Berlaku
Unit
Certificate Name Issued by Validity Period
17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Balai Yasa Lahat CBQA Global May 17 th, 2022 – May 16 th,
2025
17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Balai Yasa Pulubrayan CBQA Global May 17 th, 2022 – May 16 th,
2025
6 April 2023 - 26 April 2026/
ISO 9001:2015 Balai Yasa Manggarai PT Intertek SAI Global April 6 th, 2023 - April 26 th,
2026
11 April 2023 - 23 Mei 2026/
ISO 9001:2015 Balai Yasa Tegal PT Intertek SAI Global April 11 th, 2023 - May 23 rd,
2026
7 April 2023 - 21 Mei 2026 /
ISO 9001:2015 Balai Yasa Yogyakarta PT Intertek SAI Global April 7 th, 2023 - May 21 st,
2026
Balai Yasa Surabaya 11 April 2023 - 23 Mei 2026 /
ISO 9001:2015 PT Intertek SAI Global
Gubeng April 11, 2023 - May 23, 2026
6 April 2023 - 26 April 2026 /
ISO 9001:2015 Balai Yasa Lahat PT Intertek SAI Global April 6 th, 2023 - April 26 th,
2026
28 September 2020 -27
September 2023 /
ISO 14001:2015 Balai Yasa Yogyakarta PT Sucofindo (Persero)
September 28 th, 2020 –
September 27 th, 2023
7 September 2022 - 6
September 2025 /
ISO 37001:2016 Balai Yasa Manggarai PT TUV NORD Indonesia
September 7 th, 2022 –
September 6 th, 2025
17 September 2020 -16
Kementerian Ketenagakerjaan
September 2023 /
SMK3 Balai Yasa Surabaya Gubeng RI / Ministry of Manpower of
September 17 th, 2020 –
Republic of Indonesia
September 16 th, 2023
17 September 2020 -16
Kementerian Ketenagakerjaan
September 2023 /
SMK3 Balai Yasa Yogyakarta RI / Ministry of Manpower of
September 17 th, 2020 –
Republic of Indonesia
September 16 th, 2023
17 September 2020 -16
Kementerian Ketenagakerjaan
September 2023 /
SMK3 Balai Yasa Tegal RI / Ministry of Manpower of
September 17 th, 2020 –
Republic of Indonesia
September 16 th, 2023
28 September 2020 -27
September 2023 /
ISO 14001:2016 Balai Yasa Yogyakarta PT Sucofindo (Persero)
September 28 th, 2020 –
September 27 th, 2023
18 Desember 2023 - 17
Desember 2026 / December
ISO 14001:2016 Balai Yasa Tegal PT Sucofindo (Persero)
18 th, 2023 - December 27 th,
2026
2 Desember 2022 - 1
Desember 2025 / December
ISO 14001:2016 Dipo Lokomotif Cirebon PT Sucofindo (Persero)
2 nd, 2023 - December 1 st,
2026
Balai Yasa Prasarana
23 Desember 2019 - 22
Balai Yasa Mekanik Cirebon Desember 2025 / December
ISO 9001:2015 PT TUV NORD Indonesia
Prujakan 23 rd, 2019 – December 22 nd,
2025
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 149
Annual and Sustainability Report
Page 150
Profil Perusahaan
Company Profile
Nama Sertifikat Dikeluarkan Oleh Masa Berlaku
Unit
Certificate Name Issued by Validity Period
31 Desember 2019 - 30
Balai Yasa Jembatan Desember 2025 / December
ISO 9001:2015 PT TUV NORD Indonesia
Kiaracondong 31 st, 2019 – December 30 th,
2025
30 November 2022-5
Balai Yasa Mekanik Cirebon November 2025 / November
ISO 14001:2015 PT Sucofindo (Persero)
Prujakan 30 th, 2022 – November 5 th,
2025
DAOP/DIVRE
17 Mei 2022 - 16 Mei 2025 /
Daerah Operasi 1 Jakarta /
ISO 27001:2013 CBQA Global May 17 th, 2022 – May 16 th,
Operational Area 1 Jakarta
2025
17 Mei 2022 - 16 Mei 2025 /
Daerah Operasi 2 Bandung /
ISO 27001:2013 CBQA Global May 17 th, 2022 – May 16 th,
Operational Area 2 Bandung
2025
17 Mei 2022 - 16 Mei 2025 /
Daerah Operasi 3 Cirebon /
ISO 27001:2013 CBQA Global May 17 th, 2022 – May 16 th,
Operational Area 3 Cirebon
2025
ISO 27001:2013 17 Mei 2022 - 16 Mei 2025 /
Daerah Operasi 4 Semarang /
CBQA Global May 17 th, 2022 – May 16 th,
Operational Area 4 Semarang
2025
Daerah Operasi 5 Purwokerto 17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 / Operational Area 5 CBQA Global May 17 th, 2022 – May 16 th,
Purwokerto 2025
Daerah Operasi 6 Yogyakarta 17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 / Operational Area 6 CBQA Global May 17 th, 2022 – May 16 th,
Yogyakarta 2025
17 Mei 2022 - 16 Mei 2025 /
Daerah Operasi 7 Madiun /
ISO 27001:2013 CBQA Global May 17 th, 2022 – May 16 th,
Operational Area 7 Madiun
2025
17 Mei 2022 - 16 Mei 2025 /
Daerah Operasi 8 Surabaya /
ISO 27001:2013 CBQA Global May 17 th, 2022 – May 16 th,
Operational Area 8, Surabaya
2025
17 Mei 2022 - 16 Mei 2025 /
Daerah Operasi 9 Jember /
ISO 27001:2013 CBQA Global May 17 th, 2022 – May 16 th,
Operational Area 9 Jember
2025
Divisi Regional I Sumatera 17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Utara / Regional Division I CBQA Global May 17 th, 2022 – May 16 th,
North Sumatra 2025
Divisi Regional II Sumatera 17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Barat / Regional Division II CBQA Global May 17 th, 2022 – May 16 th,
West Sumatra 2025
Divisi Regional III Sumatera 17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Selatan / Regional Division III CBQA Global May 17 th, 2022 – May 16 th,
South Sumatra 2025
Divisi Regional IV Tanjung 17 Mei 2022 - 16 Mei 2025 /
ISO 27001:2013 Karang / Regional Division IV CBQA Global May 17 th, 2022 – May 16 th,
Tanjung Karang 2025
18 Juli 2023 - 19 Januari
Daerah Operasi 1 Jakarta /
ISO 9001:2015 PT BureauVeritas Indonesia 2026 / July 18 th, 2023 -
Operational Area 1 Jakarta
January 19 th, 2026
20 Juli 2023 - 23 Januari
Daerah Operasi 2 Bandung /
ISO 9001:2015 PT BureauVeritas Indonesia 2026 / July 20 th, 2023 -
Operational Area 2 Bandung
January 23 rd, 2026
20 Juli 2023 s.d 23 Januari
Daerah Operasi 3 Cirebon /
ISO 9001:2015 PT BureauVeritas Indonesia 2026 / July 20 th, 2023 -
Operational Area 3 Cirebon
January 23 rd, 2026
Laporan Tahunan dan Keberlanjutan
150 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 151
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Nama Sertifikat Dikeluarkan Oleh Masa Berlaku
Unit
Certificate Name Issued by Validity Period
18 Juli 2023 - 19 Januari
Daerah Operasi 4 Semarang /
ISO 9001:2015 PT BureauVeritas Indonesia 2026 / July 18 th, 2023 -
Operational Area 4 Semarang
January 19 th, 2026
ISO 9001:2015 Daerah Operasi 5 Purwokerto 20 Juli 2023 s.d 23 Januari
/ Operational Area 5 PT BureauVeritas Indonesia 2026 / July 20 th, 2023 -
Purwokerto January 23 rd, 2026
Daerah Operasi 6 Yogyakarta 22 Juli 2023 - 23 Januari
ISO 9001:2015 / Operational Area 6 PT BureauVeritas Indonesia 2026/ / July 22 nd, 2023 -
Yogyakarta January 23 rd, 2026
17 Juli 2023 - 18 Januari
Daerah Operasi 7 Madiun /
ISO 9001:2015 PT TUV NORD Indonesia 2026 / July 17 th, 2023 -
Operational Area 7 Madiun
January 18 th, 2026
18 Juli 2023 - 19 Januari
Daerah Operasi 8 Surabaya /
ISO 9001:2015 PT TUV NORD Indonesia 2026 / July 18 th, 2023 -
Operational Area 8, Surabaya
January 19 th, 2026
17 Juli 2023 s.d 18 Januari
Daerah Operasi 9 Jember /
ISO 9001:2015 PT TUV NORD Indonesia 2026 / July 17 th, 2023 -
Operational Area 9 Jember
January 18 th, 2026
Divisi Regional I Sumatera 22 Juli 2023 - 23 Januari
ISO 9001:2015 Utara / Regional Division I PT TUV NORD Indonesia 2026 / July 22 nd, 2023 -
North Sumatra January 23 rd, 2026
Divisi Regional II Sumatera 11 Juli 2023 - 12 Januari 2026
ISO 9001:2015 Barat / Regional Division II PT TUV NORD Indonesia / July 11 th, 2023 - January 12 th,
West Sumatra 2026
Divisi Regional III Sumatera 22 Juli 2023 - 23 Januari
ISO 9001:2015 Selatan / Regional Division III PT TUV NORD Indonesia 2026 / July 22 nd, 2023 -
South Sumatra January 23 rd, 2026
Divisi Regional IV Tanjung 17 Juli 2023 - 18 Januari
ISO 9001:2015 Karang / Regional Division IV PT TUV NORD Indonesia 2026 / July 17 th, 2023 -
Tanjung Karang January 18 th, 2026
2 Desember 2022 – 1
Daerah Operasi 3 Cirebon / Desember 2025 / December
ISO 14001:2015 PT Sucofindo (Persero)
Operational Area 3 Cirebon 2 nd, 2022 – December 1 st,
2025
7 September 2022 - 6
Daerah Operasi 3 Cirebon / September 2025 /
ISO 37001:2016 PT TUV NORD Indonesia
Operational Area 3 Cirebon September 7 th, 2022 –
September 6 th, 2025
7 September 2022 - 6
Divisi Regional III Palembang
September 2025 /
ISO 37001:2016 / Regional Divisio III PT TUV NORD Indonesia
September 7 th, 2022 –
Palembang
September 6 th, 2025
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 151
Annual and Sustainability Report
Page 152
Profil Perusahaan
Company Profile
INFORMASI YANG TERSEDIA PADA
SITUS WEB PERUSAHAAN
INFORMATION ON THE COMPANY’S WEBSITE
KAI berkomitmen untuk senantiasa menerapkan KAI is committed to the principles of transparency in
pemenuhan terhadap prinsip transparansi sesuai peraturan accordance with prevailing laws and standards consistently,
perundang-undangan serta standar penerapan yang including standards set forth in the Financial Services
berlaku, mencakup standar pada Peraturan Otoritas Jasa Authority Regulation No. 08/POJK.04/2015 regarding the
Keuangan No. 08/ POJK.04/2015 tentang Situs Web Emiten Website of Issuers or Public Companies. KAI's commitment
atau Perusahaan Publik. Komitmen KAI terhadap to implementing transparency principles is undertaken
penerapan pemenuhan prinsip transparansi tersebut as an effort to provide ease of access for all stakeholders
dilaksanakan sebagai upaya dalam memberikan to obtain accurate and relevant information related to
kemudahan bagi seluruh pemangku kepentingan dalam the Company.
mengakses informasi yang aktual dan relevan terkait
Perseroan.
Terkait hal tersebut, terdapat sejumlah informasi yang Regarding this matter, there are several pieces of
secara khusus telah termuat di dalam situs web resmi information specifically contained on the official website
KAI (https:// www.kai.id/) sesuai kewajiban penyampaian of KAI (https://www.kai.id/) in accordance with the
dalam peraturan dan standar yang diacu, sebagai berikut: disclosure obligations in the referenced regulations and
standards, as follows:
• Informasi umum terkait Perseroan. • General information related to the Company.
• Informasi terkait keterbukaan informasi publik. • Information related to public disclosure.
• Informasi tata kelola perusahaan. • Corporate governance information.
• Informasi tanggung jawab sosial perusahaan. • Corporate social responsibility information.
TABEL INFORMASI PADA SITUS INFORMATION TABLE ON THE COMPANY
PERUSAHAAN SITE
Informasi / Information
Tentang Kami, memuat About Us, containing:
a. Profil Perseroan a. Company Profile
• Sekilas KAI (Sejarah/Visi dan Misi/Logo dan Budaya • Overview of KAI (History/Vision and Mission/Logo and
Perusahaan/Penghargaan). Corporate Culture/Awards).
• Organisasi (Profil Komisaris & Direksi/Anak Perusahaan • Organization (Profiles of Commissioners & Directors/
dan Joint Venture/Struktur Organisasi). Subsidiaries and Joint Ventures/Organizational
Structure).
b. Kontak Kami b. Contact Us
Tautan / Link https://www.kai.id/corporate/page/10
Publikasi / Publication
Menampilkan siaran pers dan berita-berita dari KAI Displaying press releases and news from KAI
Tautan / Link https://www.kai.id/corporate/page/12
Karir / Careers
Memuat Lowongan, Pengumuman, Job Profile, Panduan dan Contains vacancies, announcements, job profiles, guides and
Registrasi. registration.
Tautan / Link https://e-recruitment.kai.id
Laporan Tahunan dan Keberlanjutan
152 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 153
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Lelang / Auction
Menampilkan pengumuman lelang yang diadakan KAI Displaying the announcement of the auction held by KAI
Tautan / Link https://eproc.kai.id/
Keterbukaan Informasi Publik / Public Information Disclosure
Maklumat, Regulasi, Layanan Informasi Publik, Daftar Information, Regulations, Public Information Services, List of
Informasi Publik, Evaluasi & Laporan Public Information, Evaluation & Reports.
Tautan / Link https://ppid.kai.id/
Heritage / Heritage
Sejarah Perkeretaapian, Aset Bersejarah, Museum, Galeri, Railway History, Historical Assets, Museum, Gallery,
Referensi References.
TJSL / TJSL
Tentang CSR, Kebijakan CSR, Ketentuan & Persyaratan, About CSR, CSR Policy, Terms & Conditions, CSR Programs
Program CSR
Tautan / Link https://tjsl.kai.id/
Hubungan Investor / Investor Relations
Laporan perusahaan, informasi saham dan obligasi, dan Company reports, stock and bond information, and General
RUPS. Meetings of Shareholders (RUPS).
Tautan / Link https://www.kai.id/corporate/page/181
GCG / GCG
Tentang GCG, Board Manual, Pedoman Perilaku, About GCG, Board Manual, Code of Conduct, Gratification
Pengendalian Gratifikasi, Whistleblowing System, LHKPN, dan Control, Whistleblowing System, LHKPN, and Anti-Bribery
Sistem Manajemen Anti Penyuapan. Management System.
Tautan / Link https://www.kai.id/corporate/gcg
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 153
Annual and Sustainability Report
Page 154
Analisis dan Pembahasan Management
Management Discussion and Analysis
Laporan Tahunan dan Keberlanjutan
154 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 155
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
ANALISIS DAN
04
PEMBAHASAN
MANAJEMEN
MANAGEMENT DISCUSSION
AND ANALYSIS
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 155
Annual and Sustainability Report
Page 156
Analisis dan Pembahasan Management
Management Discussion and Analysis
ANALISIS DAN PEMBAHASAN MANAJEMEN
MANAGEMENT DISCUSSION AND ANALYSIS
TINJAUAN PEREKONOMIAN DAN INDUSTRI ECONOMIC AND INDUSTRIAL REVIEW
Perekonomian global tahun 2023 merupakan cerminan The global economy in 2023 reflects a period of
momen pemulihan lanjutan pasca pandemi Covid-19 continued recovery following the Covid-19 pandemic,
yang diwarnai ketegangan geopolitik. Amerika Serikat marked by geopolitical tensions. The United States
berupaya keras mengendalikan inflasi, sedangkan worked hard to control inflation, while advanced
negara-negara maju di Eropa maupun China economies in Europe and China faced challenges of
menghadapi tantangan perlambatan ekonomi. Dana economic slowdown. The International Monetary Fund
Moneter Internasional (IMF) mencatat pertumbuhan (IMF) recorded global economic growth at 3.2%,
ekonomi global sebesar 3,2% mencerminkan upaya indicating a slow recovery in many countries. The
pemulihan perekonomian yang cenderung bergerak economic growth of advanced economies averaged
pelan di banyak negara. Pertumbuhan ekonomi 1.6%, while emerging markets averaged 4.3%. The
negara-negara maju mencapai rata-rata 1,6% dan ongoing Russia-Ukraine crisis and the Palestine-Israel
negara-negara emerging market berada pada level tensions throughout 2023 also influenced the global
rata-rata 4,3%. Masih berlanjutnya krisis Rusia-Ukraina trade landscape.
serta ketegangan Palestina-Israel sepanjang tahun
2023 turut memengaruhi lanskap perdagangan dunia.
Meskipun demikian, perekonomian nasional masih Nevertheless, the national economy still showed
menunjukkan ketangguhan. Di tengah perlambatan resilience. Amid the global economic slowdown and
ekonomi global dan penurunan harga komoditas the decline in key export commodity prices like palm
ekspor unggulan seperti kelapa sawit, ekonomi oil, Indonesia's economy still grew by 5.05%, according
Indonesia tetap tumbuh 5,05% seperti disebutkan to the Central Statistics Agency (BPS). Although this
Badan Pusat Statistik (BPS). Pertumbuhan tersebut growth is lower compared to 2022, which reached 5.31%,
memang lebih rendah dibandingkan pada tahun 2022 it is still considered good compared to many peer
yang mencapai 5,31%, namun tergolong baik jika countries.
dibandingkan dengan banyak negara peer.
Dari sisi produksi, pertumbuhan tertinggi terlihat pada From a production standpoint, the highest growth was
lapangan usaha Transportasi dan Pergudangan seen in the Transportation and Warehousing sector at
sebesar 13,96%. Salah satunya disebabkan oleh 13.96%. This was partly due to the increased mobility of
mobilitas masyarakat yang semakin meningkat setelah people following the lifting of the national pandemic
dicabutnya status pandemi nasional oleh Pemerintah status by the Government on June 21 st, 2023. In the
pada 21 Juni 2023. Di sektor transportasi, volume transportation sector, passenger and freight volumes
penumpang dan barang meningkat dibandingkan increased compared to the previous year, across all
tahun sebelumnya, pada seluruh moda transportasi, modes of transportation, including railways. According
termasuk kereta api. Berdasarkan data BPS, jumlah to BPS data, the number of air passengers in 2023
keberangkatan penumpang pesawat udara selama surged significantly by 120.07% compared to 2022,
tahun 2023 melonjak signifikan sebesar 120,07% consisting of 62.65 million domestic air passengers and
dibandingkan tahun 2022, terdiri dari 62,65 juta 15.63 million international air passengers.
penumpang angkutan udara domestik dan 15,63 juta
penumpang angkutan udara internasional.
Adapun jumlah penumpang kereta api tercatat Additionally, the number of train passengers recorded
sebanyak 388,78 juta orang, naik 36,68% dibandingkan was 388.78 million, up 36.68% compared to the previous
tahun sebelumnya sebanyak 284,45 juta orang. year, which was 284.45 million. The increase in
Peningkatan jumlah keberangkatan penumpang passenger departures primarily occurred during the
terutama terjadi pada saat perayaan Hari Besar celebration of National Religious Holidays (HBKN) and
Keagamaan Nasional (HBKN) dan Tahun Baru. the New Year. Meanwhile, the volume of freight
Sementara jumlah volume barang yang diangkut transported by train also increased by 9.81%, from 58.01
menggunakan kereta api juga meningkat 9,81% dari million tons in 2022 to 63.69 million tons in 2023. This
58,01 juta ton pada 2022 menjadi 63,69 juta ton pada aligns with the efforts of national economic recovery in
2023. Hal tersebut sejalan dengan upaya pemulihan various business sectors.
ekonomi nasional di berbagai sektor usaha.
Laporan Tahunan dan Keberlanjutan
156 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 157
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
TINJAUAN OPERASI OVERVIEW OF OPERATIONS
Tahun 2023 merupakan salah satu periode penting The year 2023 was a significant period for KAI with the
bagi KAI dengan beroperasinya Kereta Cepat Jakarta operation of the Jakarta-Bandung High-Speed Train
Bandung (KCJB) Whoosh dan LRT Jabodebek yang (KCJB) Whoosh and the Jabodebek LRT, which are
merupakan Proyek Strategis Nasional amanat National Strategic Projects mandated by the
Pemerintah Indonesia. Berbagai inovasi dan langkah Indonesian Government. Various innovations and
adaptasi KAI selama tahun 2023 turut meningkatkan adaptive measures taken by KAI throughout 2023
kinerja operasi dan mendorong kinerja keuangan contributed to improved operational performance and
Perseroan. Sejumlah strategi yang diterapkan boosted the company's financial performance. Several
Perseroan menjadi faktor penting dalam tercapainya strategies implemented by the company played a
target sesuai RKAP KAI Tahun 2023 pada setiap segmen crucial role in achieving targets in line with KAI's 2023
usaha. Berdasarkan kriteria dalam Pernyataan Standar Work Plan and Budget (RKAP) across all business
Akuntansi Keuangan (PSAK) yang berlaku di Indonesia segments. According to the criteria in the applicable
(PSAK 5) tentang Segmen Operasi, segmen usaha KAI Financial Accounting Standards (PSAK) in Indonesia
terdiri atas Jasa Angkutan, Jasa Non-Angkutan, dan (PSAK 5) regarding Operating Segments, KAI's business
Konstruksi. segments consist of Transportation Services, Non-
Transportation Services, and Construction.
Segmen Usaha
Business Segment
Jasa Angkutan Jasa Non Angkutan Konstruksi
Transportation Services Non-Transportation Services Construction
Lebih lanjut, segmen usaha KAI dibagi ke dalam Furthermore, KAI's business segments are divided into
beberapa segmen usaha turunan yang menjadi several derivative business segments that serve as
sumber-sumber pendapatan bagi Perseroan, yaitu sources of revenue for the company. These include
angkutan penumpang, angkutan barang, serta passenger transportation, freight transportation, rail
pendukung angkutan kereta api, pendapatan non- transportation support, non-transportation revenue,
angkutan, dan kompensasi Pemerintah yang terdiri and government compensation, which consists of
dari Public Service Obligation (PSO), Infrastructure Public Service Obligation (PSO), Infrastructure
Maintenance and Operation (IMO), dan Perintis. Maintenance and Operation (IMO), and Pioneer
services.
PROGRAM STRATEGIS KAI TAHUN 2023 KAI STRATEGIC PROGRAMS IN 2023
Menghadapi tantangan pemulihan ekonomi pasca Facing the challenges of economic recovery after the
pandemi Covid-19 di tahun 2023, KAI menetapkan Covid-19 pandemic in 2023, KAI implemented several
sejumlah strategi guna meningkatkan kinerja operasi. strategies to improve operational performance. These
Strategi tersebut secara umum mencakup inovasi strategies generally included service innovation,
layanan, pemanfaatan teknologi, hingga investasi pada technology utilization, and investment in Rolling Stock
sarana dan prasarana, yang diturunkan menjadi 6 and infrastructure, which were broken down into six
program strategis KAI tahun 2023 seperti dijelaskan strategic programs for KAI in 2023, as explained below.
berikut ini.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 157
Annual and Sustainability Report
Page 158
Analisis dan Pembahasan Management
Management Discussion and Analysis
Program Kerja
Work Programs
Optimalisasi penyerapan investasi pengembangan dan bisnis eksisting
Optimizing the absorption of development investment and existing businessesm
Pengembangan Angkutan Barang khususnya pengembangan terminal barang berbasis kereta api & Pengembangan Kereta
Perkotaan Baru untuk mendukung peningkatan potensi Bisnis Baru bagi Perusahaan
Development of Freight Transportation, specifically the development of rail-based freight terminals, and the Development of
New Urban Trains to support the potential growth of new business opportunities for the Company
Pencapaian serapan dan penyelesaian investasi 2023 sesuai target timeline
Achievement of absorption and completion of investments in 2023 according to the target timeline
Melakukan monitoring secara berkala terhadap penyelenggaraan investasi LRT Jabodebek
To periodically monitor the implementation of the Jabodebek LRT investment
Melakukan monitoring secara berkala terhadap penyelenggaraan investasi LRT Jabodebek
To periodically monitor the implementation of the Jabodebek LRT investment
Optimalisasi penyerapan investasi pengembangan dan bisnis eksisting
Optimizing the absorption of development investment and existing businesses
Pencapaian Commercial Operation Date (COD) Konektivitas Kereta Cepat Jakarta Bandung (KCJB) Padalarang-Bandung
dalam mendukung integrasi Proyek Kereta Cepat Jakarta Bandung (KCJB) menuju pusat Kota Bandung
Achievement of the Commercial Operation Date (COD) for the Jakarta-Bandung High-Speed Train (KCJB) connectivity from
Padalarang to Bandung to support the integration of the Jakarta-Bandung High-Speed Train Project (KCJB) towards the
center of Bandung City.
Project milestone completion for Transit Oriented Development (TOD)
Penyelesaian tonggak proyek untuk Pembangunan Berbasis Transit (Transit Oriented Development/TOD)
Meningkatkan sinergi antar stakeholder dalam rangka menjaga operasional LRT Jabodebek agar sesuai dengan target
Enhancing synergy among stakeholders to ensure the operational performance of the Jabodebek LRT aligns with the target.
Berkoordinasi dengan berbagai stakeholder untuk mendukung pendanaan proyek Kereta Cepat Jakarta Bandung (KCJB)
yang telah beroperasi tahun ini.
Coordinating with various stakeholders to support funding for the Jakarta-Bandung High-Speed Train (KCJB) project, which
has commenced operations this year.
Penyelesaian implementasi energi baru terbarukan di stasiun dan balai yasa
Completion of the implementation of renewable energy at stations and maintenance facilities.
Implementasi pembangunan solar panel di 40 stasiun dan 2 balai yasa
Implementation of solar panel construction at 40 stations and 2 maintenance facilities.
Penyelesaian penyusunan kajian Kerangka Konsep Parenting Strategy KAI Group
Completion of the preparation of the Parenting Strategy Concept Framework study for KAI Group.
Penyelesaian penataan stasiun, rumah istirahat dan Griya Karya
Completion of station arrangement, rest houses, and Griya Karya (employee housing)
Mendukung program safety melalui upaya peningkatan fungsi layan bangunan griya karya di daerah dan pemenuhan tempat
istirahat non crew di Divre III Palembang dan Divre IV Tanjungkarang
Supporting safety programs through efforts to enhance the functions of Griya Karya building services in the areas and
fulfilling non-crew rest areas in Division III Palembang and Division IV Tanjungkarang.
Penyelesaian kajian – kajian pengembangan bisnis dan optimalisasi aset KAI.
Completion of studies on business development and optimization of KAI's assets.
Laporan Tahunan dan Keberlanjutan
158 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 159
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KINERJA JASA ANGKUTAN TRANSPORTATION SERVICES
PERFORMANCE
Kontribusi pendapatan terbesar KAI berasal dari segmen The largest revenue contribution for KAI comes from the
jasa angkutan yang meliputi angkutan penumpang dan transportation services segment, which includes
angkutan barang. Sejumlah langkah strategis KAI yang passenger and freight transportation. Several strategic
dijalankan pada tahun 2023 berhasil menjawab peluang steps taken by KAI in 2023 successfully addressed
sekaligus tantangan dari tingginya mobilitas pasca opportunities and challenges posed by increased mobility
dicabutnya status pandemi Covid-19 di Indonesia. Total following the lifting of the Covid-19 pandemic status in
pendapatan Perseroan baik dari jasa angkutan, jasa non- Indonesia. The total revenue of the company from
angkutan, serta konstruksi terealisasi sebesar Rp35,107 transportation services, non-transportation services, and
triliun atau 125,29% dari target sebesar Rp28,020 triliun. construction reached Rp35.107 trillion, which is 125.29%
Capaian tersebut meningkat 37,25% dibandingkan tahun of the target of Rp28.020 trillion. This achievement marks
2022 sebesar Rp25,578 triliun. a 37.25% increase compared to Rp25.578 trillion in 2022.
Adapun proporsi pendapatan terbesar KAI berasal dari The majority proportion of KAI's revenue comes from
angkutan barang yaitu Rp11,646 triliun, atau 33,17% dari freight transportation, amounting to Rp11.646 trillion or
total pendapatan. Jumlah pendapatan dari angkutan 33.17% of the total revenue. Revenue from freight
barang tersebut juga meningkat 18,44% dibandingkan transportation also increased by 18.44% compared to
tahun 2022 sebesar Rp9,833 triliun. Sementara jasa Rp9.833 trillion in 2022. Passenger transportation services
angkutan penumpang berkontribusi Rp9,942 triliun, atau contributed Rp9.942 trillion, or 28.32% of the total revenue.
28,32% dari total pendapatan. Capaian pendapatan jasa Revenue from passenger transportation services in 2023
angkutan penumpang pada tahun 2023 meningkat significantly increased by 42.75% compared to Rp6.965
signifikan sebesar 42,75% dibandingkan tahun 2022 trillion in 2022. This growth was driven by an increase in
sebesar Rp6,965 triliun. Peningkatan tersebut didorong passenger and cargo volumes compared to 2022,
oleh melonjaknya volume penumpang dan barang although it has not yet reached pre-pandemic levels.
dibandingkan tahun 2022 meskipun belum mencapai Various innovations in passenger trains and the utilization
kondisi sebelum pandemi. Berbagai inovasi kereta of technology for online ticket booking also contributed
penumpang serta pemanfaatan teknologi yang to the performance of passenger transportation services.
memudahkan pemesanan tiket secara online juga turut
mendorong kinerja jasa angkutan penumpang.
Sementara pendapatan dari segmen usaha lain di luar Meanwhile, income from other business segments outside
segmen jasa angkutan mencapai total 38,51% dengan the transportation services segment reached a total of
perincian sebagaimana dijelaskan pada tabel berikut ini. 38.51% with details as explained in the following table.
Pendapatan KAI Tahun 2022-2023 per Segmen Usaha Revenue of KAI Year 2022-2023 by Business Segment
(Dalam Ribuan Rupiah, kecuali dinyatakan lain) (In Thousand Indonesian Rupiah, unless otherwise stated)
2023 Rasio (%)
Uraian Terhadap
2022 Terhadap Terhadap
Description Total
Realisasi Target 2022 Target
Pendapatan
Realization Target Against Against
To total
2022 targets
income
Angkutan Penumpang
9.941.825.625 9.447.928.488 6.964.495.288 142,75 105,23 28,32
Passenger transportation
Angkutan Barang
11.646.062.369 12.059.567.614 9.833.032.265 118,44 96,57 33,17
Freight Transportation
Pendukung Angkutan KA
Railway Transport 869.775.827 877.256.859 713.611.038 121,88 99,15 2,48
Supporter
Non-angkutan
1.780.153.295 2.108.287.531 1.575.688.040 112,98 84,44 5,07
Non-transportation
Kompensasi Pemerintah
Government 3.526.469.925 3.527.553.678 3.880.245.033 90,88 99,97 10,05
Compensation
Pendapatan Konstruksi
7.342.248.533 7.342.248.533 2.610.567.346 281,25 100 20,91
Construction Revenue
Jumlah Pendapatan
35.106.535.574 28.020.594.170 25.577.639.010 137,25 125,29 100,00
Total Income
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 159
Annual and Sustainability Report
Page 160
Analisis dan Pembahasan Management
Management Discussion and Analysis
Angkutan Penumpang Passenger Transport
Pada segmen angkutan penumpang, tahun 2023 In the passenger transportation segment, 2023 was a
merupakan salah satu tahun penting bagi perkeretaapian pivotal year for Indonesia's railways with the operation
Indonesia dengan dioperasikannya Lintas Rel Terpadu of the Integrated Rail Line (Light Rail Transit/LRT)
(Light Rail Transit/LRT) yang menghubungkan Jakarta, connecting Jakarta, Bogor, Depok, and Bekasi
Bogor, Depok, dan Bekasi (Jabodebek) serta kereta cepat (Jabodebek), as well as the Jakarta-Bandung High-Speed
Kereta Cepat Jakarta-Bandung (KCJB) Whoosh. Train (KCJB) Whoosh.
Moda transportasi kereta api ringan LRT diresmikan pada The light rail transit (LRT) mode was inaugurated on
28 Agustus 2023, memiliki lintasan sepanjang 41,2 August 28 th, 2023, with a 41.2-kilometer track that is
kilometer yang diharapkan menjadi alternatif transportasi expected to provide a comfortable and safe transportation
nyaman dan aman bagi masyarakat. Selain layanan prima, alternative for the public. In addition to excellent service,
sejumlah stasiun LRT juga sudah terintegrasi dengan several LRT stations are integrated with various other
berbagai moda transportasi lain, antara lain dengan transportation modes, including Electric Railways (KRL),
Kereta Rel Listrik (KRL), Bus Rapid Transit/Bus Raya Bus Rapid Transit (BRT), Transjakarta, JakLingko/
Terpadu (BRT), Transjakarta, JakLingko/MikroTrans, MikroTrans, and the KCJB. Meanwhile, the KCJB Whoosh,
hingga KCJB. Sementara KCJB Whoosh yang diresmikan inaugurated on October 2 nd, 2023, is the first high-speed
pada 2 Oktober 2023 merupakan kereta cepat pertama train in Indonesia and Southeast Asia, traveling at speeds
di Indonesia dan Asia Tenggara dengan kecepatan 350 of 350 kilometers per hour. The presence of LRT and KCJB
kilometer per jam. Keberadaan LRT dan KCJB juga also signifies the government's commitment to
menjadi perwujudan komitmen Pemerintah melakukan modernizing efficient, environmentally friendly mass
modernisasi transportasi massal yang efisien, ramah transportation integrated with other modes of
lingkungan, serta terintegrasi dengan moda transportasi transportation. The LRT Jabodebek and KCJB Whoosh
lainnya. Keberadaan LRT Jabodebek dan KCJB Whoosh have received positive responses from the public.
mendapatkan sambutan positif dari masyarakat.
Kinerja Angkutan KA Penumpang Passenger Train Transport Performance
(Dalam satuan orang) (In one person)
2023 Rasio (%)
Uraian Terhadap Terhadap
2022
Description Realisasi Target 2022 Target
Realization Target Against Against
2022 targets
KA Utama Main Train
Kelas Eksekutif
16.427.175 14.904.054 11.522.349 42,6 110,2
Executive Class
Kelas Bisnis
1.642.947 1.603.872 1.015.555 61,8 102,4
Business Class
Kelas Ekonomi
27.233.710 26.000.349 19.338.612 40,8 104,7
Economy Class
Sub Total
45.303.832 42.508.27 31.876.516 42,1 106,6
Sub Total
KA Lokal Ekonomi
343.472.771 339.581.203 252.572.288 36,0 101,1
Economy Local Train
Jumlah
388.776.604 382.089.477 284.448.804 36,7 101,8
Total
Laporan Tahunan dan Keberlanjutan
160 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 161
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Volume penumpang KA Utama Kelas Eksekutif terealisasi The volume of passengers for KAI's Executive Class Main
16.427.175 orang, meningkat 42,6% dibandingkan capaian Trains reached 16,427,175 people, an increase of 42.6%
tahun 2022 sebesar 11.522.349 orang. Peningkatan compared to the 2022 achievement of 11,522,349 people.
volume tersebut antara lain disebabkan oleh This increase in volume was partly due to the growing
meningkatkan animo masyarakat dan wisatawan asing enthusiasm of the public and foreign tourists to use rail
menggunakan moda jasa angkutan kereta api setelah transport services after the WHO and the Indonesian
dicabutnya status darurat Covid-19 oleh WHO dan Government lifted the Covid-19 emergency status.
Pemerintah Indonesia. Selain itu, terdapat tambahan KA Additionally, new Executive Class Main Trains, namely KA
Utama Kelas Eksekutif baru per 1 Juni 2023 yaitu KA Argo Argo Merbabu, KA Argo Semeru, KA Pandalungan, and
Merbabu, KA Argo Semeru, KA Pandalungan dan KA KA Manahan, were added on June 1 st, 2023.
Manahan.
Peningkatan volume penumpang juga terdapat pada KA The volume of passengers also increased for Business
Utama Kelas Bisnis sebesar 61,8% dari 1.015.555 orang pada Class Main Trains by 61.8%, from 1,015,555 people in 2022
2022 menjadi 1.642.947 orang. Sementara KA Utama Kelas to 1,642,947 people. Meanwhile, the Economy Class Main
Ekonomi melayani 27.233.710 orang, meningkat 40,8% Trains served 27,233,710 people, an increase of 40.8% from
dari volume penumpang tahun 2022 sebanyak 19.338.612 the 2022 passenger volume of 19,338,612 people. This
orang. Peningkatan volume itu disebabkan oleh increase was due to the growing public interest.
meningkatnya animo masyarakat. KA Utama Kelas Ekonomi Economy Class Main Train with high revenues area KA
dengan pendapatan tertinggi diantaranya adalah KA Kertajaya, KA Jayakarta and KA Matarmaja.
Kertajaya, KA Jayakarta dan KA Matarmaja.
Volume penumpang KA Lokal Ekonomi juga meningkat, The volume of passengers for Local Economy Trains also
mencapai 343.472.771 orang atau naik 36% dari volume increased, reaching 343,472,771 people, an increase of
tahun 2022 sebesar 252.572.288 orang. Hal tersebut 36% from the 2022 volume of 252,572,288 people. This
dipengaruhi oleh okupansi dan frekuensi KA yang was influenced by the occupancy and frequency of trains
memenuhi kebutuhan pasar pada masa high season meeting market needs during high season periods such
seperti saat lebaran dan libur sekolah. Ditambah lagi, as Eid and school holidays. Furthermore, several new
sejumlah KA baru juga beroperasi secara reguler per 1 trains began regular operations on September 1 st, 2023,
September 2023, serta realisasi volume LRT sebesar along with the realization of LRT volume of 4,562,673
4.562.673 orang people.
Meningkatnya kinerja angkutan penumpang juga disertai The improved passenger transport performance was also
dengan rata-rata kelambatan kereta api penumpang accompanied by an average delay for departing
berangkat sebesar 0,40 menit dari toleransi 0,30 menit, passenger trains of 0.40 minutes from the tolerance of
dan kereta api penumpang datang lebih cepat 0,12 menit 0.30 minutes, and arriving passenger trains being 0.12
dari toleransi kelambatan 2,00 menit. minutes earlier than the delay tolerance of 2.00 minutes.
Pangsa Pasar Angkutan Penumpang Passenger Transport Market Share
Berdasarkan segmentasi pasar dan channel pembelian Based on market segmentation and ticket purchasing
tiket, target pasar pengguna jasa kereta api terbagi channels, the target market for train service users is
dalam dua kategori, yaitu pelanggan yang melakukan divided into two categories: customers who make
pembelian lewat kanal non-stasiun (onliner) serta purchases through non-station channels (onliners) and
pelanggan conservative and service oriented, yaitu conservative and service-oriented customers who make
pelanggan yang melakukan pembelian di stasiun. Seiring purchases at stations. With the development of
perkembangan teknologi dan perubahan referensi gaya technology and changes in lifestyle preferences, the
hidup, proporsi penumpang onliner memperlihatkan proportion of onliner passengers has shown an increase,
adanya peningkatan seiring dengan semakin banyaknya as there are more choices for online ticket booking
pilihan aplikasi pemesanan tiket secara online. Dalam applications. In this regard, KAI has implemented various
hal ini, KAI telah melakukan berbagai strategi untuk strategies to increase the proportion of onliner
meningkatkan proporsi penumpang onliner melalui passengers by offering various benefits and conveniences.
berbagai keuntungan dan kemudahan.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 161
Annual and Sustainability Report
Page 162
Analisis dan Pembahasan Management
Management Discussion and Analysis
Uraian Keterangan Pertumbuhan
Jan - Des 2023 Jan -Des 2022
Description Detail Growth
Wilayah Jawa dan
Sumatera
425.642 347.498 36,68
Java and Sumatra
Region
Jumlah Penumpang (ribu orang)
Number of Passengers
(thousand people) KAI 388.777 284.449 22,49
Pangsa Paasr (%)
91,34 81,86 11,58
Market Share (%)
LANGKAH STRATEGIS KAI PADA JASA KAI'S STRATEGIC STEPS IN PASSENGER
ANGKUTAN PENUMPANG TRANSPORTATION SERVICES
Seiring dengan mulai pulihnya kondisi ekonomi nasional, As the national economy begins to recover, here are
berikut ini berbagai langkah strategis yang dijalankan various strategic steps implemented by KAI during 2023.
KAI selama tahun 2023.
1. KAI menjalankan inovasi penting yang mencakup: 1. KAI has implemented important innovations including:
a. Penerapan teknologi face recognition untuk a. Implementation of face recognition technology to
mempermudah dan mempercepat proses boarding simplify and expedite the passenger boarding
penumpang KA process for trains.
b. Inovasi kereta panoramic guna meningkatkan b. Panoramic train innovation to enhance passenger
pelayanan pada penumpang service.
c. Modifikasi kereta ekonomi New Generation c. Modification of the New Generation economy class
train.
d. Inovasi kereta kompartemen untuk meningkatkan d. Compartment train innovation to improve passenger
pelayanan pada penumpang service.
e. Peluncuran kereta eksekutif stainless steel New e. Launch of the New Generation stainless steel
Generation executive class train.
f. Peluncuran kereta luxury New Generation f. Launch of the New Generation luxury class train.
g. Melakukan inovasi untuk meningkatkan pendapatan g. Implement innovation to increase revenue through
melalui digitalisasi informasi di stasiun, co-working the digitization of information at stations, co-
space, dan penyediaan water drinking fountain working spaces, and the provision of free drinking
secara gratis di 22 Stasiun besar di Jawa dan water fountains at 22 major Stations in Java and
Sumatera. Sumatera.
2. Melakukan reclass, rerouting, dan perjalanan kereta 2. Conducting reclass, rerouting, and additional train trips
KA tambahan dengan melakukan penambahan atau by adding or operating portions of high-occupancy
menjalankan sebagian KA yang okupansinya tinggi regular trains, optional trains, additional trains, and
baik KA reguler, KA fakultatif, KA tambahan dan additional train compositions from January to
penambahan rangkaian pada bulan Januari sampai December 2023.
dengan Desember 2023.
Laporan Tahunan dan Keberlanjutan
162 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 163
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
3. Perjalanan KA baru mulai Grafik Perjalanan Kereta Api 3. The new train journeys starting from the 2023 Train
(Gapeka) 2023 per 1 Desember 2023 antara lain: Travel Schedule (Gapeka) as of December 1 st, 2023
include:
a. KA Argo Merbabu relasi Semarang Tawang Bank a. KA Argo Merbabu route Semarang Tawang Bank
Jateng - Gambir PP Jateng - Gambir round trip
b. KA Argo Semeru relasi Surabaya Gubeng - Gambir b. KA Argo Semeru route Surabaya Gubeng - Gambir
PP round trip
c. KA Manahan relasi Solo Balapan - Gambir PP c. KA Manahan route Solo Balapan - Gambir round
trip
d. KA Pandalungan relasi Gambir - Jember PP d. KA Pandalungan route Gambir - Jember round trip
e. KA Banyubiru relasi Solo Balapan – Semarang e. KA Banyubiru route Solo Balapan - Semarang
Tawang Bank Jateng PP Tawang Bank Jateng round trip
4. Melakukan investasi di bidang sarana dan prasarana, 4. Investing in infrastructure and Rolling Stock,
antara lain: including:
a. Pengadaan 612 unit kereta SS New Generation dan
Luxury Gen 3 a. Procurement of 612 units of SS New Generation and
b. Modifikasi kereta ekonomi New Generation Luxury Gen 3 trains.
c. Proses pengadaan 11 kereta luxury untuk KA Argo b. Modification of New Generation economy class trains
Lawu, Argo Dwipangga dan Taksaka dan cadangan c. Procurement process for 11 luxury coaches for KA
perawatan Argo Lawu, Argo Dwipangga, and Taksaka trains,
d. Penataan kawasan stasiun di beberapa wilayah and maintenance reserves.
e. Peningkatan fasilitas penumpang underpass d. Station area arrangement in several regions.
Stasiun Yogyakarta e. Enhancement of passenger facilities at the
f. Pembuatan akses skybridge dan selasar Stasiun underpass of Yogyakarta Station.
Purwokerto f. Construction of skybridge access and concourse at
g. Pengadaan sarana untuk KA Makassar – Pare-Pare Purwokerto Station.
g. Procurement of Rolling Stock for the Makassar - Pare-
h. Pengembangan angkutan yaitu perpanjangan Pare trains.
peron dan overkapping stasiun. h. Development of transportation infrastructure
including platform extensions and station roofing.
5. Meluncurkan LRT Jabodebek dan KCJB Whoosh yang
diresmikan langsung oleh Presiden RI Joko Widodo. 5. Launching LRT Jabodebek and KCJB Whoosh,
inaugurated directly by the President of Indonesia,
Joko Widodo.
6. Pada aspek pemasaran, KAI menggencarkan kegiatan
promosi secara offline, serta memperkuat promosi 6. In terms of marketing, KAI intensifies offline
melalui kanal digital seperti media sosial dan website promotional activities and strengthens promotions
perusahaan. Dari sisi offline, KAI menjalankan through digital channels such as social media and the
sejumlah kegiatan misalnya Orchestra on Train, company's website. Offline, KAI conducts various
Kegiatan Travelling By Train (Semarang-Ketapang), activities including Orchestra on Train, Traveling By
Ramadan Festive 2023, Red Bull Basketball Train (Semarang-Ketapang), Ramadan Festive 2023,
Competition, hingga Program Promo LRT Fun Run dan Red Bull Basketball Competition, and LRT Fun Run
LRT Fun Cycling. Sementara dari sisi online, KAI and LRT Fun Cycling promotions. Meanwhile, online,
menggiatkan kampanye pemasaran sepanjang tahun KAI actively campaigns throughout 2023, especially
2023 terutama pada momen-momen istimewa seperti during special moments such as Eid ticket promotions,
promo tiket Lebaran, promo Tiket KAI Harga KAI Harga Silaturahmi ticket promotions, and SATSET
Silaturahmi, maupun Promo SATSET Saatnya Merdeka Promo for Independence from Traffic Jam in celebration
Dari Macet dalam rangka HUT RI ke-78. of Indonesia's 78th Independence Day.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 163
Annual and Sustainability Report
Page 164
Analisis dan Pembahasan Management
Management Discussion and Analysis
Implementasi langkah strategis KAI selama tahun 2023 The implementation of KAI's strategic steps during 2023
turut mendukung meningkatnya pendapatan segmen has contributed to the increase in revenue in the
usaha jasa angkutan penumpang seperti terlihat pada passenger transportation segment, as seen in the
tabel berikut ini. following table.
Pendapatan Jasa Angkutan Penumpang Passenger Transportation Services Revenue
(Dalam ribuan rupiah) (In thousands of rupiah)
Rasio (%)
2023
Ratio (%)
Uraian
2022 Terhadap Terhadap
Description
Realisasi Target 2022 Target
Realization Target Against Against
2022 targets
Angkutan Penumpang | KA Utama
Passenger Transport | Main Train
Kelas Eksekutif
4.505.495.626 4.198.235.089 3.327.981.793 35,38 107,3
Executive Class
Kelas Bisnis
293.899.485 298.949.104 190.215.545 54,51 98,3
Business Class
Kelas Ekonomi
3.548.749.457 3.164.019.012 2.299.199.367 54,35 112,2
Economy class
Jumlah
8.305.570.948 7.661.203.205 5.817.396.705 43,50 109,0
Total
KA Lokal Ekonomi
1.593.681.057 1.786.725.283 1.147.098.583 38,93 89,2
Economy Local Train
Jumlah
9.941.825.625 9.447.928.488 6.964.495.288 142,75 105,23
Total
Realisasi pendapatan KAI dari segmen jasa angkutan The realization of revenue from KAI's passenger
penumpang mencapai Rp9,94 triliun atau 105,2% dari transportation segment reached Rp9.94 trillion, which
target sebesar Rp9,45 triliun. Realisasi pendapatan is 105.2% of the target of Rp9.45 trillion. The revenue
melampaui target tersebut disebabkan adanya exceeded the target due to increased train users during
peningkatan pengguna kereta api pada masa libur natal the Christmas and New Year holidays, coinciding with
dan tahun baru yang bertepatan dengan libur sekolah. school holidays. Additionally, public interest and foreign
Selain itu, animo masyarakat dan wisatawan asing tourists using train services increased. Passenger
menggunakan moda jasa angkutan kereta api meningkat. occupancy began to increase after the government lifted
Okupansi penumpang mulai bertambah setelah the national pandemic status following WHO's decision
Pemerintah mencabut status pandemi Covid-19 secara to revoke the public health emergency of international
nasional menyusul keputusan WHO mencabut status concern status since May 2023.
public health emergency of international concern sejak
Mei 2023.
KA utama kelas eksekutif berkontribusi terbesar pada The main executive class trains contributed the most to
pendapatan segmen jasa angkutan penumpang KAI. KA KAI's passenger transportation segment revenue. Some
utama eksekutif dengan pendapatan tertinggi of the highest revenue-generating executive class trains
diantaranya adalah KA Bima, KA Taksaka, KA Argo Bromo include KA Bima, KA Taksaka, KA Argo Bromo Anggrek,
Anggrek dan KA Sembrani. and KA Sembrani.
Angkutan Barang Freight Transportation
Selama tahun 2023, sektor angkutan barang KAI During 2023, KAI's freight transportation sector recorded
mencatatkan kinerja positif dengan peningkatan volume positive performance with an increase in freight volume
barang menjadi 63.694.966 ton barang, atau tumbuh 10% to 63,694,966 tons of freight, or a 10% growth compared
dibandingkan 2022 sebanyak 58.006.880 ton barang. to 2022 of 58,006,880 tons of freight.
Laporan Tahunan dan Keberlanjutan
164 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 165
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Peningkatan tersebut merupakan hasil respons cepat The increase is a result of KAI's quick response to the
KAI menyambut kenaikan permintaan pasar terkait rising market demand for freight transportation. In 2023,
angkutan barang. Pada tahun 2023, KAI menambah 6 KAI added 6 freight train journeys, totaling 328 journeys.
perjalanan KA Barang menjadi 328 perjalanan. Komoditas Coal saw the highest increase, rising by 12% from 45.4
yang mengalami peningkatan tertinggi yaitu batu bara, million tons to 51.0 million tons. Increases also occurred
naik 12% dari 45,4 juta ton menjadi 51,0 juta ton. in retail transportation, up 9% from 208,980 tons to
Peningkatan juga terjadi pada angkutan retail, naik 9% 228,631 tons. Positive trends were also observed in other
dari 208.980 ton menjadi 228.631 ton. Tren positif juga commodities such as cement and clinker, fuel, and others.
terlihat pada komoditas lain seperti semen dan klinker,
BBM, serta komoditas lainnya.
Menghadapi peluang dari tren kenaikan permintaan pasar To capitalize on the opportunities presented by this rising
tersebut, KAI juga mempercepat pembangunan market demand, KAI accelerated the development of
infrastruktur pendukung, optimalisasi sarana dan supporting infrastructure, optimized Rolling Stock, and
kegiatan pemasaran, baik pada angkutan barang wilayah marketing activities, both in Java and Sumatra regions.
Jawa maupun Sumatra. Upaya efisiensi pola operasi juga Operational efficiency efforts were also undertaken to
dilakukan guna meningkatkan volume angkutan, baik enhance freight volume in both Java and Sumatra.
pada angkutan barang wilayah Jawa maupun Sumatra.
Kondisi infrastruktur yang kurang memadai seperti The inadequate infrastructure conditions, such as limited
keterbatasan Container Yard (CY), serta beberapa CY (Container Yard) capacity and several tunnels that
terowongan yang tidak memungkinkan untuk cannot accommodate high cube containers, pose
pengangkutan container high cube menjadi salah satu significant challenges to operating KAI's freight train
tantangan utama dalam mengoperasikan layanan KA services efficiently. Additionally, KAI faces capacity
Barang secara efisien. Selain itu, KAI masih menghadapi limitations for freight transport on congested routes,
keterbatasan kapasitas angkutan barang di jalur-jalur potentially affecting the reliability and flexibility of its
padat sehingga berpotensi mempengaruhi keandalan services. From a regulatory standpoint, KAI is required
dan fleksibilitas layanan KAI. Dari aspek regulasi, KAI to continually adjust its operations to comply with
dituntut untuk selalu menyesuaikan operasional agar applicable regulations from the government and other
sesuai dengan ketentuan yang berlaku, baik dari relevant institutions. On the market side, there is always
Pemerintah maupun lembaga terkait lainnya. Sementara potential for changes in demand and customer needs,
dari sisi pasar, selalu ada potensi perubahan permintaan necessitating appropriate anticipatory measures. KAI's
dan kebutuhan pelanggan sehingga membutuhkan freight train services also contend with competition from
langkah antisipasi yang tepat. Layanan KA Barang KAI other modes of transportation such as trucks and cargo
juga menghadapi persaingan dengan moda transportasi ships.
lain seperti truk maupun kapal barang.
Kinerja Angkutan KA Barang Freight Railway Transport Performance
(dalam satuan ton) (in tonnes)
Rasio (%)
2023
Ratio (%)
Uraian
Realisasi Target 2022 Terhadap Terhadap
Description
Realization Target 2022 Target
Against Against
2022 Target
Batu Bara / Coal 51.017.520 50.584.451 45.428.564 112,30 100,86
Peti Kemas / Container 4.661.449 5.016.630 4.802.436 97,06 92,92
BBM / Fuel 2.592.060 2.458.200 2.554.062 101,49 105,45
Semen / Cement 4.130.146 3.774.072 3.856.140 107,11 109,43
General Cargo dan Barang Hantaran
Potongan (BHP) / General Cargo and 228.631 368.300 208.980 109,40 62,08
Delivery Freight Unit (BHP)
Lainnya / Others 1.065.159 859.950 1.156.699 92,09 123,86
Jumlah
63.694.966 63.061.603 58.006.880 109,81 101,00
Total
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 165
Annual and Sustainability Report
Page 166
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kinerja Angkutan KA Barang Freight Railway Transport Performance
(dalam satuan ton) (in tons)
63.694.966
58.006.880
51.017.520
45.428.564
4.802.436
4.661.449
4.130.146
2.592.060 3.856.140
2.554.062
1.065.159 1.165.699
228.631
2023 208.980
2022
Batu Bara Peti Kemas BBM Semen General Cargo dan Lainnya Jumlah
Coal Container Fuel Cemen Barang Hantaran Others Total
Potongan (BHP)
GeneralCargo and Delivery
Freight Unit (BHP)
Pangsa pasar angkutan barang KAI terdiri dari perusahaan KAI's market share in freight transport consists of
produsen seperti semen, BBM dan batu bara; perusahaan manufacturing companies such as cement, fuel, and coal;
perkebunan seperti CPO dan latex; perusahaan logistik plantation companies like palm oil (CPO) and latex;
seperti peti kemas dan limbah Bahan Berbahaya Beracun logistics companies including containers and hazardous
(B3). Perusahaan-perusahaan tersebut telah waste (B3). These companies utilize railways due to their
memanfaatkan kereta api dikarenakan daya angkut kereta large carrying capacity and punctuality in delivery.
api yang besar dan tingkat ketepatan waktu saat Nationally, KAI's railway lines are available on Java and
pengiriman barang. Pada lingkup nasional, jalur kereta Sumatra islands. The market share of railways in
api KAI tersedia di Pulau Jawa dan Sumatera. Pangsa Indonesia's transportation industry based on passenger
pasar kereta api pada industri transportasi Indonesia and cargo volume in Java and Sumatra regions is as
berdasarkan jumlah penumpang dan jumlah barang di follows
wilayah Jawa dan Sumatera adalah sebagai berikut:
Uraian Keterangan Jan - Des 2023 Jan -Des 2022 Pertumbuhan
Description Detail Jan - Dec 2023 Jan - Des 2022 Growth
Jumlah Barang (ribu ton)* Wilayah Jawa dan
Quantity of Freight (thousand Sumatera
418.813 382.552 36.261
tons)* Java and Sumatra
Region
KAI 67.164 58.007 9.157
Pangsa Pasar (%)
16,03 15,16 0,87
Market Share (%)
*) Terdiri atas muatan barang pada kereta api dan angkutan laut. *) Consists of cargo on trains and sea transportation.
Keterangan: Data publik yang tersedia Description: Available public data
Laporan Tahunan dan Keberlanjutan
166 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 167
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pada segmen usaha jasa angkutan barang, KAI berupaya In the freight transportation business segment, KAI
mempercepat pembangunan infrastruktur pendukung, strives to accelerate the development of supporting
optimalisasi sarana dan kegiatan pemasaran baik di Jawa infrastructure, optimize Rolling Stock, and conduct
maupun di Sumatera. KAI juga menjalankan efisiensi pola marketing activities both in Java and Sumatra. KAI also
operasi dan negosiasi dengan mitra untuk peningkatan implements operational efficiency and negotiations with
volume angkutan partners to increase freight volume.
Langkah-langkah strategis yang dijalankan KAI selama The strategic steps taken by KAI during 2023 have
tahun 2023 berkontribusi signifikan pada meningkatnya significantly contributed to the increased productivity
produktivitas segmen usaha. Volume angkutan of the business segment. The volume of passenger and
penumpang dan barang naik signifikan dibandingkan freight transportation increased significantly compared
tahun sebelumnya, sekaligus melampaui target RKAP to the previous year, and also exceeded the RKAP 2023
2023. targets.
LANGKAH STRATEGIS PADA JASA STRATEGIC STEPS IN FREIGHT
ANGKUTAN BARANG TRANSPORTATION SERVICES
Guna memenuhi permintaan pasar dalam segmen To meet market demand in the freight transportation
angkutan barang, KAI menjalankan sejumlah langkah segment, KAI has implemented several strategic
strategis mencakup: measures including:
1. Percepatan pembangunan infrastruktur pendukung, 1. Acceleration of the development of supporting
serta optimalisasi sarana dan kegiatan pemasaran di infrastructure, as well as the optimization of Rolling
Jawa dan Sumatera. Stock and marketing activities in Java and Sumatra.
Di Jawa, KAI melakukan antara lain: In Java, KAI is undertaking, among other things:
a. Improvement of track scale facilities and
a. Perbaikan fasilitas timbangan track scale dan procurement of scales along with the arrangement
pengadaan timbangan beserta penataan rumah of weigh stations and supporting equipment to
timbang serta peralatan penunjang guna support freight transportation
menunjang angkutan barang b. Utilization of 40-ton tank wagons (GK) for fuel
b. Menggunakan gerbong ketel (GK) 40 ton untuk transportation
angkutan BBM c. Joint marketing efforts with subsidiaries or
c. Melakukan joint market bersama anak perusahaan transportation partners to capture market
ataupun mitra angkutan guna menangkap peluang opportunities
pasar d. Implementation of the Rail Cargo System (RCS)
d. Serta mengimplementasikan aplikasi Rail Cargo application for all commodities to facilitate data
System (RCS) untuk semua komoditi sehingga documentation and evaluation.
dapat mempermudah dalam dokumentasi data dan
evaluasi
Meanwhile, in the Sumatra region, KAI is undertaking
Sedangkan untuk wilayah Sumatera, KAI menjalankan the following measures
antara lain: a. Increasing terminal capacity in Serdang, Muara
a. Peningkatan kapasitas terminal di Serdang, Muara Lawai, and Sukacinta for the loading and unloading
Lawai dan Sukacinta untuk proses muat dan of coal transportation
bongkar angkutan batubara b. Adding Rolling Stock (locomotives and flatcars)
b. Menambah sarana (lokomotif dan gerbong datar) c. Replacing wagons with those of higher carrying
c. Mengganti gerbong dengan gerbong berkapasitas capacity and modifying KKBW wagons to support
angkut lebih besar dan memodifikasi gerbong coal transportation in South Sumatra
KKBW guna menunjang angkutan Batubara di
Sumatera Selatan d. Improving SOPs to enhance train travel time
d. Memperbaiki SOP untuk efektivitas waktu perjalanan efficiency.
kereta api.
2. Implementing operational efficiency and negotiating
2. Melakukan efisiensi pola operasi dan negosiasi dengan with partners to increase freight volume in Java and
mitra untuk meningkatkan volume angkutan di Jawa Sumatra. For instance, intensively carrying out
dan Sumatera. Misalnya, melakukan program marketing programs (through visits to companies, SMEs,
pemasaran secara intensif (melalui kunjungan ke community discussion forums) in each operational area
perusahaan, UMKM, forum diskusi komunitas) di to encourage them to transport their products via
masing-masing wilayah daerah operasi agar mereka freight trains in Java, and adding locomotives for coal
mengangkut produknya melalui Kereta Api Barang transportation in Sumatra.
di Jawa, maupun penambahan lokomotif untuk
pengangkutan batu bara di Sumatera.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 167
Annual and Sustainability Report
Page 168
Analisis dan Pembahasan Management
Management Discussion and Analysis
3. Meningkatkan pemasaran melalui strategi penyiapan 3. Enhancing marketing through strategies involving the
sarana dan prasarana jangka panjang dan jangka preparation of long-term and short-term Rolling Stock
pendek; penggunaan GD 54 untuk angkutan mother and infrastructure; using GD 54 for mother coil
coil dan penambahan volume angkut CRC; kenaikan transportation and increasing the transport volume
tarif di hampir semua komoditi; serta pengembangan of CRC; raising tariffs on almost all commodities; and
jasa gudang atau terminal berbasis rel. developing rail-based warehouse or terminal services.
Sejumlah langkah strategis yang dijalankan KAI untuk Several strategic steps taken by KAI to improve the
meningkatkan kinerja jasa angkutan barang turut performance of freight transportation services have
mendorong pendapatan pada segmen ini mencapai 96,3% contributed to this segment's revenue reaching 96.3%
target seperti dijelaskan pada tabel berikut ini. of the target, as explained in the following table.
Pendapatan Jasa Angkutan Barang Freight Transportation Services Revenue
(dalam jutaan rupiah) (in tonnes)
Rasio (%)
2023
Ratio (%)
Uraian
Realisasi Target 2022 Terhadap Terhadap
Description
Realization Target 2022 Target
Against Against
2022 Target
Batu Bara / Coal 10.190.707 9.642.724 8.404.397 121,25 105,68
Peti Kemas / Container 414.805 423.863 422.236 98,24 97,86
BBM / Fuel 385.497 310.319 372.226 103,57 124,23
Semen / Cement 272.245 233.955 270.912 100,49 116,37
General Cargo dan Barang Hantaran
Potongan (BHP) / General Cargo and 230.745 217.545 213.228 108,22 106,07
Delivery Freight Unit (BHP)
Lainnya / Others 152.064 126.613 150.032 101,35 120,10
Jumlah
11.646.063 10.955.019 9.833.031 118,44 106,31
Total
Batu Bara Coal
Sepanjang tahun 2023, volume batu bara yang diangkut Throughout 2023, the volume of coal transported by
KA Barang mencapai 51.017.520 ton atau 100,9% dari freight trains reached 51,017,520 tons, or 100.9% of the
anggaran sebesar 50.584.451 ton. Pada segmen ini, KAI budgeted 50,584,451 tons. In this segment, KAI still faced
masih menghadapi sejumlah kendala antara lain: several challenges, including:
1. Terdapat kendala lintas (KKA, NKKA, amblesan dan 1. There were track disruptions (KKA, NKKA,
longsoran) di bulan Januari 2023. subsidence, and landslides) in January 2023.
2. Adanya pembatasan kecepatan dilokasi amblasan 2. Speed restrictions were imposed at locations
dan longsoran sehingga perjalanan kereta api affected by subsidence and landslides, causing train
mengalami perlambatan sehingga jumlah frekuensi journeys to slow down, leading to the number of
KA tidak maksimal. train services not reaching their full frequency.
3. Larangan hauling sesuai SE Gubernur No 026/SE/ 3. A prohibition on hauling operations according to
Dishub/2023 selama mulai 17 April 2023 - 2 Mei 2023 the Governor’s Circular No. 026/SE/Dishub/2023
berkaitan dengan pembatasan jam operasional from April 17 th, 2023, to May 2 nd, 2023, related to
masa lebaran. operational hour restrictions during the Lebaran
holiday.
4. Larangan jam operasional angkutan barang sesuai 4. A prohibition on freight transport operational hours
SE DISHUB No 551/2318/DISHUB/2023 selama Natal according to the Transportation Agency Circular No.
mulai 23 Desember 2023 sd 26 Desember 2023 dan 551/2318/DISHUB/2023 during the Christmas period
libur tahun baru mulai 31 Desember 2023 sd 2 from December 23 rd, 2023, to December 26 th, 2023,
Januari 2024 berkaitan dengan pembatasan jam and New Year's holiday from December 31 st, 2023,
operasional angkutan barang pada masa Natal to January 2 nd, 2024, related to restrictions on
tahun 2023 dan tahun baru 2024. freight transport operational hours during the 2023
Christmas and 2024 New Year's periods.
Laporan Tahunan dan Keberlanjutan
168 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 169
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
5. Kegiatan unloading angkutan batubara berhenti 5. Coal unloading activities stopped due to CY Simpang
dampak CY Simpang PT RMK Stop Operasional TMT PT RMK's operational halt from September 17th, 2023,
17 September 2023 s.d 15 November 2023 sehinga to November 15 th, 2023, resulting in a cessation of
angkutan batu bara swasta tujuan Simpang terhenti private coal transport to Simpang.
Peti Kemas Container Cargo
Realisasi pendapatan sebesar Rp414.804.866,- atau 97,9% Revenue realization amounted to Rp414,804,866, or 97.9%
dari anggarannya sebesar Rp423.863.175,- dan volume of the budgeted amount of Rp423,863,175, and the volume
tercapai 4.661.449 ton atau 92,9% dari anggaran sebesar achieved was 4,661,449 tons, or 92.9% of the budgeted
5.016.630 ton. Realisasi pendapatan dan volume barang volume of 5,016,630 tons. The revenue and volume of
peti kemas di bawah anggaran dikarenakan: container cargo were below budget due to:
1. Realisasi program berjalan 2 hari dalam seminggu, 1. The current program operates two days a week,
belum sesuai dengan rencana 5 hari dalam which is not yet in line with the planned five days
seminggu, a week.
2. Tarif yang belum kompetitif dibandingkan dengan 2. Non-competitive tariffs compared to trucking,
trucking, ditambah lagi angkutan container belum compounded by the fact that container transport
dapat door to door (dengan kereta api is not yet door-to-door (requiring double handling
membutuhkan double handling) by rail)
3. Berhentinya angkutan beberapa customer karena 3. Suspension of transport by some customers due to
terdapat kewajiban piutang yang belum outstanding receivables.
terselesaikan
4. Angkutannya tidak berkelanjutan terutama yang 4. Inconsistent transportation, especially from
dari Gedebage tujuan Pasoso karena Dry Port Gedebage to Pasoso, because Gedebage Dry Port
Gedebage tidak lagi digunakan sebagai tujuan is no longer used as an initial or final inland port
pelabuhan darat awal maupun akhir sehingga destination, necessitating customs clearance/
pengurusan custom clearance/perpajakan ada di taxation processing at Tanjung Priok.
Tanjung Priok.
BBM Fuel
Hingga 31 Desember 2023, realisasi pendapatan mencapai Until December 31 st, 2023, revenue realization reached
Rp385.496.853,- atau 124,2% dari anggarannya sebesar Rp385,496,853, which is 124.2% of the budget of
Rp310.319.302. Sedangkan volume tercapai 2.592.060 ton Rp310,319,302. Meanwhile, the volume achieved was
atau 105,4% dari anggaran sebesar 2.458.200 ton. 2,592,060 tons, which is 105.4% of the budget of 2,458,200
Pencapaian pendapatan dan volume melampaui target tons. The achievement of revenue and volume exceeded
karena adanya permintaan penambahan perjalanan targets due to additional trips beyond the existing
diluar jadwal eksisting (perjalanan KLB) guna memenuhi schedule (extra trips) to meet market demand in each
permintaan pasar di masing-masing wilayah marketing region (MOR).
pemasarannya (MOR).
Semen Cement
Realisasi pendapatan sebesar Rp272.245.319,- atau 116,4% Revenue realization amounted to Rp272,245,319, or 116.4%
dari anggarannya sebesar Rp233.954.857,- dan volume of the budgeted amount of Rp233,954,857, and the
tercapai 4.130.146 ton atau 109,4% dari anggaran sebesar volume achieved was 4,130,146 tons, which is 109.4% of
3.774.072 ton. Pendapatan dan volume tercapai melebihi the budget of 3,774,072 tons. The revenue and volume
anggaran dikarenakan adanya peningkatan angkutan exceeded the budget due to an increase in cement and
semen dan klinker mulai di bulan Juli Tahun 2023 dengan clinker transport starting from July 2023 with PT Solusi
PT Solusi Bangun Indonesia (SBI), PT Indocement Tunggal Bangun Indonesia (SBI), PT Indocement Tunggal Prakarsa
Prakarsa (ITP) & PT Semen Baturaja ( SMBR). (ITP), and PT Semen Baturaja (SMBR).
General Cargo dan BHP General Cargo dan BHP
Realisasi pendapatan sebesar Rp230.744.572,- atau 106,1% Revenue realization amounted to Rp230,744,572, or 106.1%
dari anggarannya sebesar Rp217.544.700,- dan volume of the budgeted amount of Rp217,544,700, and volume
tercapai 228.631 ton atau 62,1% dari anggaran sebesar reached 228,631 tons or 62.1% of the budgeted 368,300
368.300 ton. Hal ini disebabkan karena: tons. This was due to:
1. Layanan Angkutan BHP belum kompetitif karena 1. BHP Transportation services not being competitive
belum melayani pengantaran barang door to door as they do not offer door-to-door delivery
2. Angkutsan yang telah diprogramkan tidak 2. The programmed transportation was not realized
terealisasi
3. Okupansi dari panjang rangkaian (SF) yang 3. Occupancy of the provided train length (SF) was
disediakan belum terisi maksimal seluruhnya. not fully maximized.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 169
Annual and Sustainability Report
Page 170
Analisis dan Pembahasan Management
Management Discussion and Analysis
Angkutan Barang Lainnya Other Freight Transportation
Angkutan Barang Lainnya Realisasi pendapatan sebesar Other Freight Transport Revenue realization amounted
Rp152.064.050,- atau 120,1% dari anggarannya sebesar to Rp152,064,050, or 120.1% of the budgeted amount of
Rp126.612.958,- dan volume tercapai 1.065.159 ton atau Rp126,612,958,- and volume reached 1,065,159 tons or 123.9%
123,9% dari anggaran sebesar 859.949 ton. Pendapatan of the budgeted 859,949 tons. Revenue and volume
dan volume melebihi target disebabkan adanya kenaikan exceeded targets due to tariff increases with several
tarif dengan beberapa customer. Akan tetapi realisasi customers. However, the realized volume decreased from
volume menurun dari tahun lalu diantaranya karena: the previous year due to:
1. Angkutan perkebunan (CPO, Lateks, Pulp) masih 1. Plantation Transport (CPO, Latex, Pulp): This is still
belum maksimal sebab tergantung pada Delivery not optimal as it depends on Delivery Orders (DO)
Order (DO) dari mitra sehingga tidak dapat from partners, preventing full utilization of
memaksimalkan sarana yang tersedia. Selain itu, available Rolling Stock. Additionally, the harvest
siklus masa panen tidak serentak (masih dalam cycle is not simultaneous (still in the planting
masa tanam) serta terdapat CPO yang tidak dapat phase), and some CPO could not be transported
diangkut karena mutu minyaknya rendah serta due to low oil quality and high water content.
kadar airnya tinggi.
2. Angkutan Pupuk masih di bawah target, karena 2. Fertilizer Transport: This is still below target
realisasi SF masih di bawah program akibat masih because the realized SF is below the program due
minimnya persediaan pupuk di UPP Cilacap. to the limited fertilizer supply in UPP Cilacap.
3. Angkutan Satker, Dinas, Bank Indonesia dan 3. Transport for Satker, Government Agencies, Bank
lainnya: perjalanan angkutannya sesuai dari Indonesia, and Others: Transportation is based on
permintaan mitra dan tidak diprogramkan, pihak partner requests and is not pre-programmed. PT
PT KAI menyediakan sarana serta dukungan KAI provides the necessary Rolling Stock and
operasional perjalanannya. operational support for the journeys.
KINERJA JASA PENDUKUNG ANGKUTAN KA PERFORMANCE OF SUPPORTING SERVICES
FOR TRAIN TRANSPORTATION
Jasa pendukung angkutan KA terdiri dari layanan Supporting services for train transportation include pre-
prapurna dan bongkar muat, service on train dan and post-transport services, loading and unloading, on-
restorasi, serta jasa pendukung lainnya. Realisasi train services, and restoration, as well as other supporting
pendapatan jasa pendukung angkutan KA mencapai services. The realization of revenue from supporting
Rp869,78 miliar atau 99,1% dari target sesuai RKAP 2023 services for train transportation reached Rp869.78 billion,
sebesar Rp877,26 miliar. Pendapatan pada segmen ini or 99.1% of the target according to the 2023 RKAP, which
umumnya berasal dari pendapatan suplisi, bagasi, was Rp877.26 billion. Revenue in this segment generally
pendapatan administrasi pembatalan tiket, loading comes from surcharges, baggage fees, ticket cancellation
unloading, jasa prapurna, service on train serta restorasi administrative fees, loading and unloading, pre-transport
dari anak perusahaan. Realisasi pendapatan di bawah services, on-train services, and restoration from
anggaran dikarenakan penghentian sementara kegiatan subsidiaries. The realization of revenue was below budget
bongkar di stasiun Simpang sejak 17 September 2023 due to the temporary suspension of unloading activities
sampai 15 November 2023 yang berdampak pada at Simpang station from September 17 th, 2023, to
pendapatan bongkar muat. November 15 th, 2023, which impacted loading and
unloading revenue.
KINERJA JASA NON-ANGKUTAN PERFORMANCE OF NON-TRANSPORT
SERVICES
Segmen jasa non-angkutan KAI meliputi beberapa The non-transport services segment of KAI includes
komponen, yaitu pendapatan optimalisasi aset, pekerjaan several components, namely asset optimization revenue,
pihak ketiga dan lainnya, seperti dijelaskan berikut ini. third-party work, and others, as explained below.
• Pendapatan Optimalisasi Aset • Asset Optimization Revenue
Merupakan pendapatan sewa menyewa properti di This consists of rental income from properties inside
dalam dan di luar stasiun. Pendapatan ini meliputi and outside stations. It includes rental of Rolling
sewa sarana, sewa lahan parkir, sewa bufet/kios Stock, parking spaces, station buffets/kiosks,
stasiun, sewa gudang/ ruang stasiun, sewa rumah warehouses/station rooms, rest houses, dormitories
peristirahatan, sewa mes dan wisma, sewa rumah and guesthouses, company houses, buildings, and
perusahaan, sewa bangunan, dan sewa tanah. land.
• Pekerjaan Pihak Ketiga • Third-Party Work
Merupakan pendapatan dari penjualan jasa teknis. This consists of revenue from the sale of technical
Pendapatan ini meliputi perawatan kereta makan, services. It includes the maintenance of dining cars,
perawatan rangka dasar, dan pendapatan penjualan underframe maintenance, and revenue from the sale
jasa pekerjaan teknis. of technical work services.
Laporan Tahunan dan Keberlanjutan
170 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 171
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
• Pendapatan Non-Angkutan Lainnya • Other Non-Transport Revenue
Meliputi periklanan / advertising, percetakan, This includes advertising, printing, medical health
kesehatan medis, pengembalian kas TGR. services, and TGR cash returns.
Selama tahun 2023, KAI mencatatkan kinerja jasa non- During 2023, KAI recorded a 12.98% increase in the
angkutan meningkat 12,98%. performance of non-transport services.
Pertumbuhan
Growth
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pendapatan optimalisasi aset
649.662.475 630.197.305 19.465.170 3,09
Asset Optimization Revenue
Pekerjaan pihak ketiga
Quantity of Freight (thousand 606.411.499 541.324.100 65.087.399 12,02
Third Party Work
Lainnya
524.079.321 404.166.635 119.912.686 29,67
Others
Jumlah
1.780.153.295 1.575.688.040 204.465.255 12,98
Total
Sarana Produksi Production Rolling Stock
Untuk mendukung usaha Perseroan, KAI memiliki To support the company's operations, KAI has a variety
beragam sarana atau alat produksi seperti lokomotif, of production Rolling Stock such as locomotives, Diesel
KRDE/I, KRL, kereta dan gerbong. Uraian mengenai sarana Multiple Units (KRDE/I), Electric Multiple Units (KRL),
produksi KAI untuk tahun 2022 dan 2023 dapat dilihat coaches, and freight cars. The details of KAI's production
pada tabel berikut ini. Rolling Stock for 2022 and 2023 can be seen in the
following table.
Uraian Nominal Persentase
2023 2022
Description Nominal Percentage
Lokomotif / Locomotive
Realisasi Siap Operasi (SO) Lokomotif 464 468 4 1
Realization of Locomotive Ready to Operate
(SO).
Kereta Rel Diesel (KRD) 85 72 13 0,18
Diesel Train (KRD)
Kereta Rel Listrik (KRL) / Electric Train (KRL)
Realisasi Siap Operasi (SO) KRL 994 1.064 (70) (6,58) Electric
Realization of KRL Ready to Operate (SO). Train (KRL)
Kereta / Train
Realisasi Siap Operasi (SO) kereta 1.729 1.687 42 0,04
Realization of Train Ready to Operate (SO).
Gerbong/Wagon Realisasi Siap Operasi (SO) 7.272 7.603 331 0,04
Carriage / Wagon Realization Ready to
Operate (SO)
LRT JABODEBEK 186 - - -
Jumlah Total 11.022 10.876 146 1,34
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 171
Annual and Sustainability Report
Page 172
Analisis dan Pembahasan Management
Management Discussion and Analysis
Lokomotif Locomotives
Realisasi siap operasi (SO) lokomotif tahun 2023 terealisasi The operational readiness (SO) of locomotives in 2023
463 unit atau 98,5% dari anggaran 470 unit. reached 463 units, or 98.5% of the budgeted 470 units.
Ketidaktercapaian ini disebabkan adanya beberapa sarana This shortfall was due to several locomotives being
lokomotif yang dihentikan dari operasi atau konservasi temporarily removed from operation or placed in
sementara dan adanya sarana yang TSGO di Balai Yasa conservation, and some being in the Balai Yasa workshop
untuk perbaikan. for repairs.
Kereta Rel Diesel (KRD) Diesel Rail Train
Realisasi siap operasi (SO) KRD tahun 2023 terealisasi 131 The operational readiness (SO) of DMUs in 2023 reached
unit atau 95,6% dari anggarannya 137 unit. 131 units, or 95.6% of the budgeted 137 units. This shortfall
Ketidaktercapaian ini disebabkan adanya beberapa sarana was due to several DMUs being temporarily removed from
KRD yang dihentikan dari operasi atau konservasi operation or placed in conservation.
sementara.
Kereta Rel Listrik (KRL) Electric Rail Car
Realisasi siap operasi (SO) KRL tahun 2023 terealisasi 994 The realization of KRL ready for operation (SO) in 2023
unit atau 84,2% dari anggarannya 1.180 unit. Realisasi di was realized at 994 units or 84.2% of the budget of 1,180
bawah anggaran dikarenakan tidak terealisasinya units. The realization was below budget due to the non-
kedatangan KRL E217, dan adanya beberapa rangkaian realization of the arrival of KRL E217, and there were
yang statusnya masuk konservasi. several trains whose status was included in conservation.
Kereta Train
Realisasi siap operasi (SO) kereta tahun 2023 terealisasi The realization of operational readiness (SO) for trains in
1.726 unit atau 101,1% dari anggarannya 1.709 unit. 2023 reached 1,726 units, or 101.1% of the budgeted 1,709
Ketercapaian ini dikarenakan adanya beberapa kereta units. This achievement was due to several coaches
dengan status konservasi sementara diubah statusnya temporarily in conservation being reclassified to
menjadi SG dan penambahan 3 TS kereta baru (KA New operational status and the addition of 3 new trainsets
Generation dan Luxury New Generation). (New Generation and Luxury New Generation).
Gerbong Carriage
Realisasi siap operasi (SO) gerbong tahun 2023 terealisasi The operational readiness carriage in 2023 reached 7,612
7.612 unit atau 110,5% dari anggarannya 6.890 unit. units, or 110.5% of the budgeted 6,890 units. This
Realisasi di atas anggaran dikarenakan adanya overachievement was due to the addition of new freight
penambahan armada gerbong pada tahun 2023 masih cars in 2023 under manufacturer warranty, not scheduled
garansi pabrikan / tidak diprogramkan masuk balai yasa for Balai Yasa workshop in 2023, and uninterrupted
tahun 2023 dan perawatan di depo dan balai yasa tidak maintenance at depots and workshops.
mengalami gangguan atau hambatan sehingga SO
Gerbong lebih tinggi dibanding anggaran.
LRT LRT
Realisasi siap operasi (SO) LRT tahun 2023 terealisasi 96 The realization of operational readiness (SO) for LRT in
unit atau 40,3% dari anggarannya 238 unit. Realisasi di 2023 reached 96 units, or 40.3% of the budgeted 238 units.
bawah anggaran dikarenakan adanya sebagian sarana This shortfall was due to some units being unusable
belum dapat digunakan karena adanya permasalahan because of faster-than-expected wheel wear, contrary
keping roda yang lebih cepat aus dibandingkan dengan to initial plans set in the RKAP.
rencana awal yang ditetapkan dalam RKAP.
Laporan Tahunan dan Keberlanjutan
172 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 173
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Produksi Kilometer Production Kilometers
(Sasaran Produksi Kilometer ) (Kilometer Production Target)
Realisasi
Realisasi Anggaran
Anggaran Tahun
Uraian Tahun 2023 Realisasi Rasio (%)
2022
Description Realization of the Realization (4-2):2
Realization of the
2023 Budget
2022 Budget
Kilometer - Penumpang* Kilometers - Passengers*
KA Utama Kelas Eksekutif 3.869.323 5.518.409 4.787.428 24
Executive Class Main Train
KA Utama Kelas Bisnis 339.952 432.517 484.820 43
Business Class Main Train
KA Utama Kelas Ekonomi 5.782.145 7.513.382 7.592.125 31
Economy Class Main Train
KA Lokal Ekonomi 9.274.555 10.703.179 12.392.332 34
Economy Local Train
Jumlah 1 19.265.975 26.167.487 25.617.541 33
Total 1
Kilometer-Ton Barang * Kilometers - Tons of Freight*
Batu Bara 13.024.741 13.743.316 14.393.925 11
Coal
Peti Kemas 2.949.228 3.285.389 2.780.592 (6)
Storage Box
BBM 403.376 372.050 446.633 11
Semen 609.529 685.400 633.370 4
General Cargo & BHP 127.648 226.899 219.529 72
Lainnya 230.536 113.933 89.622 (61)
Other
Jumlah
17.345.057 18.426.977 18.562.928 7
Total
Kilometer Angkutan Penumpang Passenger Transport Kilometers
Kilometer angkutan penumpang tahun 2023 mencapai Passenger transport kilometers in 2023 will reach 25,617,541
25.617.541 Km-pnp, meningkat 33,0% dari tahun 2022 yang passenger-kilometers, an increase of 33.0% from 2022
mencapai 19.265.975 Km-pnp. Capaian tersebut masih which reached 19,265,975 passenger-kilometers. This
berada di bawah target disebabkan operasional Railink achievement is still below the target because Railink
KA Bandara Kualanamu masih beroperasi di bawah Kualanamu Airport Train operations are still operating
anggaran. Sedangkan untuk KA lokal ekonomi tidak below budget. Meanwhile, economic local trains were
tercapai karena adanya kecenderungan kepadatan not achieved because there was a tendency for
perjalanan KRL untuk rute-rute yang lebih pendek dan overcrowding of Commuter Line trips for shorter routes
tidak tercapainya jumlah perjalanan perjalanan LRT and the number of Jabodebek LRT trips was not reached.
Jabodebek.
Kilometer Ton Angkutan Barang Kilometers Tons of Freight Transport
Secara total realisasi sebesar 18.562.928 Km-ton atau In total, the realization was 18,562,928 Km-tons or 100.7%
100,7% dari anggarannya sebesar 18.426.977 Km-ton. of the budget of 18,426,977 Km-tons. Kilometer tons of
Kilometer ton angkutan barang adalah perkalian antara freight transportation is the multiplication of kilometers
kilometer tempuh dengan jumlah ton. Meskipun realisasi traveled by the number of tons. Even though the
km-ton barang di atas anggaran, akan tetapi masih realization of km-tons of freight was above budget, there
terdapat beberapa komoditi yang realisasinya di bawah were still several commodities whose realization was below
anggaran, terutama karena volume yang tidak tercapai. budget, mainly because the volume was not achieved.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 173
Annual and Sustainability Report
Page 174
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kinerja Pelayanan dan Keselamatan Service Performance and Safety
Tahun 2023
Realisasi Rasio (%)
Year 2023
Uraian Satuan 2022
No
Description Unit 2022
Realization Norma Kendali Realisasi
(6-4):4 6:5
Control Standards Realization
1 2 3 4 5 6 7 8
WPG (Rata-rata)*
1 Hari day 1,74 2,07 1,69 (5,6) 81,6
WPG (Average)*
Lokomotif Mogok frekuensi
2 158 509 207 31,0 40,7
Lokomotif stuck frequency
Kecelakaan KA frekuensi
3 10 11 8 (20,0) 72,7
Train accident frequency
*) Untuk bagian ini, semakin tinggi fakta menunjukan kinerja yang menurun
*) For this part, the higher the fact indicates a declining performance
Waktu Peredaran Gerbong (WPG) rata-rata terealisasi 1,69 Carriage Circulation Time (WPG) was realized on average
hari atau 81,6% terhadap toleransi yaitu 2,07 hari. Fakta 1.69 days or 81.6% of the tolerance of 2.07 days. The fact
di bawah toleransi menandakan kinerja operasi yang baik, that it is below tolerance indicates good operational
disebabkan oleh terpenuhinya gerbong SO untuk performance, caused by the fulfillment of SO carriages
memenuhi stamformasi KA barang atas permintaan to meet the freight train stamformation at customer
customer serta berkurangnya kelambatan KA barang. request and reduced delays in freight trains.
Jumlah kejadian lokomotif mogok tahun 2023 mencapai The number of locomotive strike incidents in 2023 will
207 kejadian atau 40,7% terhadap normal kendalinya reach 207 incidents or 40.7% of the normal control
(toleransi) sebanyak 509 kejadian. Kategori gangguan (tolerance) of 509 incidents. The categories of
yang terjadi pada lokomotif selama tahun 2023 yaitu disturbances that occurred in locomotives during 2023
Governoor (GOV) sebanyak 10 kali, sistem kontrol listrik were Governoor (GOV) 10 times, electrical control system
(L) 83 kali, mekanik atas (MA) 5 kali, mekanik bawah (MB) (L) 83 times, upper mechanical (MA) 5 times, lower
2 kali, motor diesel (MD) 63 kali, main generator (MG) 13 mechanical (MB) 2 times, diesel motor (MD) 63 times ,
kali, sistem udara tekan (SUT) 13 kali, dan traksi motor main generator (MG) 13 times, compressed air system
(TM) 18 kali. Fakta di bawah toleransi menunjukkan (SUT) 13 times, and traction motor (TM) 18 times. The fact
kinerja yang lebih baik, disebabkan karena peningkatan that below tolerance shows better performance is due
frekuensi perawatan lokomotif yang dilakukan secara to the increase in the frequency of locomotive
berkala dan optimal serta adanya kontrak kerjasama spare maintenance which is carried out periodically and optimally
part perawatan sarana dengan pabrikan. as well as the existence of a cooperation contract for
Rolling Stock maintenance spare parts with the
manufacturer.
Kecelakaan KA selama periode tahun 2023 mencapai 8 There were 8 train accidents during the 2023 period,
kali kejadian yang terdiri dari : Daop 1 Jakarta 1 kejadian, consisting of: Daop 1 Jakarta 1 incident, Daop 6 Yogyakarta
Daop 6 Yogyakarta 1 kejadian, Daop 8 surabaya 1 kejadian, 1 incident, Daop 8 Surabaya 1 incident, Divre III
Divre III Palembang 2 kejadian dan Divre IV Tanjung Karang Palembang 2 incidents and Divre IV Tanjung Karang 3
3 kejadian. Manajemen senantiasa melakukan evaluasi incidents. Management always evaluates the cause of
penyebab kecelakaan tersebut dan memastikan kejadian the accident and ensures that the incident does not
tersebut tidak terjadi lagi melalui koordinasi dengan happen again through coordination with external parties
pihak eksternal serta memastikan budaya keselamatan and ensuring that the safety culture is understood and
telah dipahami dan diterapkan oleh seluruh insan KAI. implemented by all KAI personnel.
Laporan Tahunan dan Keberlanjutan
174 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 175
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tahun 2023**
Fakta Rasio (%)
Year 2023**
Uraian Satuan Tahun
No
Description Unit 2022
2022 facts Toleransi Fakta
(6-4):4 6:5
Tolerance Fact
1 2 3 4 5 6 7 8
Rata-rata Kelambatan: Average delays:
a. KA Penumbang Passenger Train
Berangkat Departure
Datang Arrival menit 0,17 0,30 0,40 132,4 133,3
menit (0,08) 2,00 (0,20) 43,4 (6,0)
b. KA Barang Freight Trains
Berangkat Departure menit (64,39) 9,00 (83,61) 29,8 (929,0)
Datang Arrival menit (70,53) 20,00 (66,92) (5,1) (334,6)
*) Persentase kurang dari 100% menunjukan kinerja meningkat/lebih baik, lebih dari 100% menunjukan kinerja yang menurun
*) A percentage less than 100% indicates improved/better performance, while more than 100% indicates declining performance
**) Fakta dengan nilai negatif menunjukan waktu KA berangkat dan datang lebih awal dari waktu yang ditetapkan
**) Facts with negative values indicate that the train departed and arrived earlier than the scheduled time
Tahun 2023**
Fakta Rasio (%)
Year 2023**
Uraian Satuan Tahun
No
Description Unit 2022
2022 facts Toleransi Fakta
(6-4):4 6:5
Tolerance Fact
1 2 3 4 5 6 7 8
Rata-rata Ketepatan: Average punctuality:
a. KA Penumbang Passenger Train
Berangkat Departure % 99,71 99,00 99,54 (02) 100,5
Datang Arrival % 93,42 90,00 93,98 0,6 100,4
b. KA Barang Freight Trains
Berangkat Departure % 90,74 87,00 93,31 2,8 107,3
Datang Arrival % 87,93 83,00 87,51 (0,5) 105,4
*) Nilai Fakta mendekati 100% menunjukan kinerja yang meningkat/lebih baik
*) A Fact value close to 100% indicates improved/better performance
RATA-RATA KELAMBATAN KA AVERAGE TRAIN DELAYS
Kelambatan KA Penumpang Passenger train delays
Sepanjang tahun 2023, KA penumpang berangkat Throughout 2023, passenger trains departing will
mengalami rata-rata kelambatan 0,40 menit dari toleransi experience an average delay of 0.40 minutes from the
0,30 menit, dan KA penumpang datang lebih cepat (0,12) tolerance of 0.30 minutes, and passenger trains arriving
menit dari toleransi 2,00 menit. Realisasi persentase earlier (0.12) minutes than the tolerance of 2.00 minutes.
kelambatan KA penumpang berangkat berada di atas The actual percentage of delays in departing passenger
toleransi disebabkan sejumlah banjir di beberapa wilayah trains is above tolerance due to a number of floods in
Daop (Daop 2, 4, dan 5) dan Temperan KA di Daop 4 several Daop areas (Daop 2, 4 and 5) and train crashes in
Semarang dan Daop 1 Jakarta, serta anjlokan KA Daop Daop 4 Semarang and Daop 1 Jakarta, as well as the
6. derailment of Daop 6 trains.
Kelambatan KA Barang Freight train delays
KA barang berangkat lebih cepat rata-rata (83,61) menit Freight trains departed faster on average (83.61) minutes
dari toleransi kelambatan 9,00 menit dan KA barang than the tolerance of 9.00 minutes of delay and freight
datang lebih cepat (66,92) menit dari toleransi 20,00 trains arrived faster (66.92) minutes than the tolerance
menit. Realisasi kelambatan untuk kedatangan KA barang of 20.00 minutes. Realization of delays for the arrival of
di bawah toleransi. Hal ini karena adanya koordinasi dan freight trains is below tolerance. This is because there is
pengawasan SOP bongkar/muat angkutan barang antara coordination and supervision of SOPs for loading/
unit operasi dan Komersial guna menekan andil unloading freight transport between operational and
kelambatan yang diakibatkan oleh faktor tunggu commercial units in order to reduce the contribution of
bongkar/muat angkutan barang, serta taktis dalam delays caused by waiting factors for loading/unloading
pengaturan penyusulan/persilangan. freight transport, as well as tactics in overtaking/crossing
arrangements.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 175
Annual and Sustainability Report
Page 176
Analisis dan Pembahasan Management
Management Discussion and Analysis
Nilai negatif menggambarkan KA berangkat dan datang Negative values indicate that trains departed and arrived
lebih awal dari toleransi yang ditetapkan sehingga earlier than the established tolerance, resulting in
nilainya negatif. negative values.
RATA-RATA KETEPATAN KA AVERAGE TRAIN PUNCTUALITY
Ketepatan KA Penumpang Punctuality of passenger trains
Selama periode 2023, realisasi KA Penumpang berangkat During the 2023 period, the realization of departing
adalah 99,54% dari anggaran 99,00%, dan realisasi KA passenger trains is 99.54% of the budget of 99.00%, and
Penumpang datang adalah 93,98 % dari toleransi 92,00%. the realization of incoming passenger trains is 93.98% of
Realisasi persentase ketepatan KA Penumpang berangkat the tolerance of 92.00%. The realization of the accuracy
dan KA Penumpang datang berada di atas toleransi, percentage of departing passenger trains and arriving
karena beberapa peningkatan pengawasan program KA passenger trains is above tolerance, due to several
Berangkat dan KA Datang Tepat Waktu, serta improvements in supervision of the Departing Train and
berkurangnya gangguan sarana dan prasarana. Arrival Train programs on time, as well as reduced
disruption to Rolling Stock and infrastructure.
Ketepatan KA Barang Freight Train Punctuality
Ketepatan KA Barang berangkat pada tahun 2023 The punctuality of freight train departures in 2023 reached
mencapi 93,31% dari anggaran 87,00%, dan realisasi KA 93.31% of the target of 87.00%, and the punctuality of
Barang datang adalah 87,51% dari toleransi 80,00%. freight train arrivals was 87.51% of the tolerance target
Realisasi persentasi ketepatan KA barang berangkat dan of 80.00%. The actual punctuality percentages for both
datang di atas anggaran, menunjukan kinerja yang baik. departures and arrivals of freight trains exceeded the
Hal ini disebabkan adanya koordinasi dan pengawasan targets, indicating good performance. This is attributed
SOP bongkar/muat angkutan barang antara unit operasi to coordination and supervision of the freight loading/
dan Komersial guna menekan andil kelambatan yang unloading SOP between the operations and commercial
diakibatkan oleh faktor tunggu bongkar/muat angkutan units to reduce delays caused by loading/unloading wait
barang, serta taktis dalam pengaturan penyusulan/ times, as well as tactical adjustments in train scheduling
persilangan. and crossing.
Utilisasi Angkutan Transportation Utilization
Rasio (%)
Tahun 2023
Ratio (%)
Realisasi Tahun 2022
Realization in 2022
Uraian Anggaran Realisasi
Description Budget Realization
(10-4):4 10:7
Volume Kapasitas Okupansi Volume Kapasitas Okupansi Volume Kapasitas Okupansi
(Orang) (Orang) (%) (Orang) (Orang) (%) (Orang) (Orang) (%)
1 2 3 4 5 6 7 8 9 10 11 12
PT KAI Konsolidasi KAI Consolidated
KA Utama
Kelas
Eksekutif
11.522.349 18.745.249 61,5 12.185.474 18.457.589 80,7 16.427.175 21.660.578 75,8 23,4 93,9
Main Train
Executive
Class
KA Utama
Kelas Bisnis 1.015.555
Main Train 1.292.789 78,6 1.540.831 2.273.440 70,5 1.642.942 2.058.932 79,8 1,6 113,1
Business
Class
KA Utama
Kelas
Ekonomi
19.338.612 23.880.648 81,0 25.617.486 28.126.336 92,4 27.233.710 28.871.436 94,3 16,5 102,0
Main Train
Economy
Class
31.876.516 43.918.686 72,6 42.508.275 48.857.365 87,0 45.303.832 52.590.946 86,1 18,7 99,0
KA Lokal
Kelas
Ekonomi
252.572.288 611.063.479 41,3 339.581.203 666.288.338 51,0 343.472.771 837.956.486 41,0 (0,8) 80,4
Main Train
Economy
Class
Jumlah
284.448.804 655.158.329 43,4 382.089.477 715.145.703 53,4 388.776.604 890.547.432 43,7 0,6 81,7
Total
Laporan Tahunan dan Keberlanjutan
176 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 177
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Okupansi KA Penumpang Passenger Train Occupancy
Realisasi okupansi KA penumpang tahun 2023 naik Actual passenger train occupancy in 2023 increased by
sebesar 0,6% dari tahun sebelumnya, namun secara 0.6% from the previous year, but in general it was still
umum masih di bawah target yaitu 43,7% atau 81,7% below the target of 43.7% or 81.7% against the budget of
terhadap anggarannya 53,4%. Hal tersebut antara lain 53.4%. This is partly due to the low realization of
disebabkan oleh rendahnya realisasi perjalanan KA Kualanamu Airport train trips (only 24 trips were realized
Bandara Kualanamu (hanya terealisasi 24 perjalanan dari out of 50 programmed trips), the Basoetta Commuter
50 perjalanan yang diprogramkan), KA Commuter Line Line train realized 56 trains/day from the program of 70
Basoetta terealisasi 56 KA/hari dari program 70 KA/hari, trains/day, as well as the delayed operation of the
serta mundurnya operasional LRT Jabodebek. Jabodebek LRT.
ASPEK PEMASARAN MARKETING ASPECT
Sepanjang tahun 2023, KAI melanjutkan strategi penetrasi Throughout 2023, KAI will continue its market penetration
pasar yang sudah berjalan sebelumnya, baik pada segmen strategy that has been running previously, both in the
angkutan penumpang dan angkutan barang. Pada passenger transportation and freight transportation
segmen angkutan penumpang, komunikasi produk dan segments. In the passenger transportation segment,
jasa disampaikan melalui media sosial KAI maupun product and service communication is delivered via KAI
website dan aplikasi KAI Access. Selain itu, KAI juga social media as well as the KAI Access website and
menjalankan penjualan langsung kepada konsumen application. Apart from that, KAI also carries out direct
melalui sejumlah event dan kegiatan promosi. KAI juga sales to consumers through a number of events and
mengomunikasikan perkembangan ketentuan-ketentuan promotional activities. KAI also communicates
yang berlaku sebagai syarat naik kereta api serta developments in the provisions that apply as conditions
informasi layanan terbaru dari KAI. for boarding the train as well as the latest service
information from KAI.
Dalam aspek pemasaran above the line, KAI melakukan In the above-the-line marketing aspect, KAI conducts
sosialisasi dan promosi melalui media sosial dengan socialization and promotion through social media by
memanfaatkan trafik tinggi sehingga dapat langsung leveraging high traffic to directly interact with target
berinteraksi dengan target konsumen melalui media consumers via social media and KAI's internal media. KAI
sosial dan media internal KAI. KAI juga membuat video also creates videos containing special coverage, the
berisi konten liputan khusus, peluncuran fitur Access by launch of the Access by KAI feature, and other recent
KAI, maupun inovasi terbaru dari KAI lainnya yang innovations from KAI, which are broadcasted through
ditayangkan melalui media sosial, di stasiun-stasiun, serta social media, at stations, and on trains.
di kereta api.
Sedangkan pada aspek pemasaran below the line, KAI In the below-the-line marketing aspect, KAI carries out
menjalankan aktivasi maupun sosialisasi yang activations and socialization efforts to enhance KAI's
meningkatkan brand image KAI. Misalnya, melalui event brand image. For example, through events targeting
yang dijalankan dengan menyasar kaum milenial, millennials, increasing engagement with customers
meningkatkan engagement KAI dengan pelanggan through the Sapa Pelanggan initiative; surprise gifts for
dengan kegiatan Sapa Pelanggan; surprise gift bagi loyal customers; Access by KAI membership; and
pelanggan yang loyal; member Access by KAI; serta sponsoring activities to boost engagement for KAI Access
melakukan sponsorship untuk menambah aktivasi bagi users.
pengguna KAI Access.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 177
Annual and Sustainability Report
Page 178
Analisis dan Pembahasan Management
Management Discussion and Analysis
Integrasi dan Aliansi Integration and Alliances
Guna memperluas penjualan di channel Business to To expand sales through Business to Business (B2B)
Business (B2B) dan e-commerce, KAI terus channels and e-commerce, KAI continues to enhance
meningkatkan kolaborasi dengan banyak pihak untuk collaboration with various parties to maximize sales
memaksimalkan saluran penjualan. Strategi yang dilakukan channels. The strategy involves standardizing B2B
adalah dengan standarisasi kerja sama mitra B2B dan partnerships and working with several partners to improve
kerja sama dengan beberapa mitra untuk meningkatkan services in Access by KAI, thus providing added value.
layanan di Access by KAI sehingga dapat memberikan Additionally, KAI is establishing intermodal collaborations
nilai tambah. Di samping itu, KAI menjalin kerja sama for first-mile and last-mile services to offer better service
intermoda untuk layanan first mile dan last mile untuk to customers. In 2023, KAI has integrated with several
memberikan pelayanan lebih kepada pelanggan.Pada third parties.
tahun 2023, KAI telah melakukan integrasi dengan
sejumlah pihak ketiga.
Sementara pada segmen angkutan barang, KAI telah Meanwhile, in the freight transportation segment, KAI
menjalin kerja sama dengan pelaku bisnis logistik maupun has collaborated with logistics business players and freight
pemilik barang untuk menciptakan sistem logistik yang owners to create an effective and efficient logistics system.
efektif dan efisien. Kerja sama tersebut mencakup: This collaboration includes:
1. Kerja sama jasa pengangkutan barang komoditi 1. Cooperation in freight transportation services for
batu bara, peti kemas, semen, BBM/ BBK coal, containers, cement, Pertamina BBM/BBK,
Pertamina, CPO, Pupuk, Pulp, dan angkutan CPO, Fertilizer, Pulp, and transportation of
barang paketan pada kereta bagasi. Pada 2023, packaged freight on baggage trains. In 2023, KAI
KAI telah melakukan integrasi aplikasi komoditi has integrated the coal commodity application
batubara antara dengan PT Bukit Asam. between PT Bukit Asam.
2. Kerja sama non-angkutan kereta api, yaitu 2. Non-rail transport cooperation, namely a
kesepakatan kerja sama dengan anak perusahaan cooperation agreement with the subsidiary KAI
KAI Logistik untuk menangani Lo-Lo dan sinergis Logistik to handle Lo-Lo and SOE synergy through
BUMN melalui penandatangan MOU untuk the signing of an MOU to increase freight
meningkatkan konektivitas angkutan barang transport connectivity by rail with Pelindo and
dengan kereta api dengan Pelindo dan PTPN III. PTPN III.
Strategi Harga Pricing Strategy
Dalam menetapkan strategi harga pada segmen In determining the pricing strategy for the passenger
angkutan penumpang, KAI menerapkan strategi transportation segment, KAI applies the following
penentuan tarif manual sebagai berikut: manual tariff determination strategy:
1. Setting tarif masih pada range TBA (Tarif Batas 1. Tariff settings are still in the range TBA (Upper Limit
Atas) –TBB (Tarif Batas Bawah). Tariff) – TBB (Lower Limit Tariff).
2. Penyesuaian tarif pada masa low dan peak season. 2. Tariff adjustment during low and peak season.
3. Penerapan tarif promo pada masa- masa tertentu. 3. Application of promotional rates at certain periods.
4. Promosi tarif khusus. 4. Special rate promotions.
5. Memberikan potongan harga tiket bagi lansia, 5. Providing discounted ticket prices for the elderly,
wartawan dan berbagai instansi lainnya yang sudah journalists and various other agencies that have
bekerja sama dengan Perusahaan (TNI, POLRI, collaborated with the Company (TNI, POLRI, LVRI,
LVRI, Alumni dan Civitas Unversitas). Alumni and University Community).
Laporan Tahunan dan Keberlanjutan
178 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 179
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
TINJAUAN KEUANGAN FINANCIAL REVIEW
Kinerja keuangan KAI meliputi kinerja Laporan Posisi KAI's financial performance includes the performance
Keuangan Konsolidasian, Laporan Laba Rugi dan of the Consolidated Statement of Financial Position,
Penghasilan Komprehensif Lain Konsolidasian, serta Consolidated Statement of Profit and Loss and Other
Laporan Arus Kas Konsolidasian. Comprehensive Income, and Consolidated Cash Flow
Statement.
Laporan Posisi Keuangan Konsolidasian Consolidated Statement of Financial Position
(Dalam ribuan rupiah, kecuali dinyatakan lain) (In thousands of rupiah, unless stated otherwise)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Aset Assets
Aset Lancar Current Assets
Kas dan Setara Kas
5.138.571.482 5.695.720.193 (557.148.711) (9,78)
Cash and Cash Equivalents
Dana Dibatasi Penggunaannya
2.587.812.673 5.610.385.976 (3.022.573.303) (53,87)
Restricted Funds
Piutang Usaha Trade Receivable
Pihak Berelasi Related Parties 1.253.114.802 934.629.745 318.485.057 34,08
Pihak Ketiga Third Parties 616.479.973 471.708.322 144.771.651 30,69
Piutang Lain-lain Other Receivables 61.586.990 90.003.063 (28.416.073) (31,57)
Persediaan Inventories 1.528.349.171 1.145.313.941 383.035.230 33,44
Pendapatan Masih Akan Diterima
763.740.040 939.616.971 (175.876.931) (18,72)
Accrued Income
Uang Muka dan Biaya Dibayar di
Muka 260.184.522 120.303.174 139.881.348 116,27
Advances and Prepaid Expenses
Pajak Dibayar di Muka
690.300.423 303.896.017 386.404.406 127,15
Prepaid Taxes
Aset Lancar Lainnya
123.701.643 26.370.549 97.331.094 369,09
Other Current Assets
Jumlah Aset Lancar
13.023.841.719 15.337.947.951 (2.314.106.232) (15,09)
Total Current Assets
Aset Tidak Lancar Non-Current Assets
Piutang Lain-lain Other Receivables - - -
Uang Muka Jangka Panjang
3.093.767.915 20.640.157 30.73.127.758 14.889,07
Long-Term Prepaid
Investasi Entitas Asosiasi dan Ventura
Bersama
5.808.370.149 6.315.362.037 (506.991.888) (8,03)
Investment in Associates and Joint
Ventures
Investasi Jangka Panjang
35.747.769 24.176.000 (11.571.769) 47,86
Long-Term Investment
Aset Pajak Tangguhan
1.216.932.650 1.432.778.568 (215.845.918) (15,06)
Deferred Tax Assets
Aset Tetap Fixed Assets 26.370.631.004 23.924.692.897 (2.445.938.107) 10,22
Properti Investasi
246.905.669 126.085.555 120.820.114 95,82
Investment Properties
Hak Pengoperasian Aset Prasarana
Infrastructure Assets Operating 30.697.675.664 23.736.944.016 6.960.731.648 29,32
Rights
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 179
Annual and Sustainability Report
Page 180
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Aset Tak Berwujud Intangible Assets 576.231.411 422.760.902 153.470.509 36,30
Aset Hak Guna Right of Use Asset 92.152.320 53.116.074 39.036.246 73,49
Aset Tidak Lancar Lainnya
212.057.103 186.725.566 25.331.537 13,57
Other Non-Current Assets
Jumlah Aset Tidak Lancar
68.350.471.654 56.243.281.772 12.107.189.882 21,53
Total Non-Current Assets
Jumlah Aset Total Assets 81.374.313.373 71.581.229.723 9.793.083.650 13,68
Liabilitas dan Ekuitas Liabilities and Equity
Liabilitas Jangka Pendek Current Liabilities Trade Payables
Utang Usaha Trade Payables
Pihak Berelasi Related Parties 4.976.299.233 880.714.681 4.095.584.552 465,03
Pihak Ketiga Third Parties 2.394.977.405 1.578.171.487 816.805.918 51,76
Beban Akrual dan Provisi Accrued
2.203.317.939 1.572.961.926 630.356.013 40,07
Expenses
Utang Pajak Taxes Payable 621.745.503 309.332.730 312.412.773 101,00
Liabilitas Sewa Lease Liabilities 36.504.861 16.563.637 19.941.224 120,39
Pendapatan Diterima di Muka
1.281.637.698 1.144.639.451 136.998.247 11,97
Unearned Income
Liabilitas Imbalan Kerja
1.295.541.970 962.743.057 332.798.913 34,57
Employee Benefits Liability
Pinjaman Bank Jangka Pendek
1.388.523.138 1.760.000.000 (371.476.862) (21,11)
Short Term Bank Loans
Pinjaman Jangka Panjang yang Jatuh Tempo dalam Satu Tahun Current Maturities of Long-Term Loans
Pinjaman Jangka Panjang
1.294.613.508 1.196.958.601 97.654.907 8,16
Long Term Loans
Pinjaman Program PEN
437.500.000 437.500.000 0 0,00
PEN Program Loans
Utang Obligasi
1.898.852.925 0 1.898.852.925 100,00
Bonds Payable
Liabilitas Jangka Pendek Lainnya
91.802.000 98.538.290 (6.736.290) (6,84)
Other Current Liabilities
Jumlah Liabilitas Jangka Pendek
17.921.316.180 9.958.123.860 7.963.192.320 79,97
Total Current Liabilities
Liabilitas Jangka Panjang Liabilities Non-Current Liabilities
Liabilitas Sewa
74.166.028 44.599.263 29.566.765 66,29
Lease Liabilities
Pendapatan Diterima di Muka
834.563.297 837.174.293 (2.610.996) (0,31)
Unearned Revenue
Liabilitas Imbalan Kerja
Long-Term Employee Benefits 5.618.516.876 5.197.151.974 421.364.902 8,11
Liabilities
Liabilitas Jangka Panjang Setelah Dikurangi Bagian Jatuh Tempo dalam Satu Tahun
Long-Term Liabilities After Deducting the Maturity Portion in One Year
Pinjaman Jangka Panjang
20.142.027.462 18.282.631.817 1.859.395.645 10,17
Long-Term Loans
Pinjaman Program PEN
2.625.000.000 3.062.500.000 (437.500.000) (14,29)
PEN Program Loan
Laporan Tahunan dan Keberlanjutan
180 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 181
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Utang Obligasi Bonds Payable 2.594.469.619 4.490.760.381 (1.896.290.762) (42,23)
Sukuk 498.586.194 498.307.111 279.083 0,06
Liabilitas Jangka Panjang Lainnya
159.530.476 129.796.719 29.733.757 22,91
Other Non-Current Liabilities
Liabilitas Jangka Panjang
32.546.859.952 32.542.921.558 3.938.394 0,01
Total Non-Current Liabilities
Jumlah Liabilitas Total Liabilities 50.468.176.132 42.501.045.418 7.967.130.714 18,75
Ekuitas Equity
Ekuitas yang dapat Diatribusikan kepada Entitas Induk Equity Attributable to Owners of the Parent
Modal Ditempatkan dan Disetor Penuh masing-
masing per 31 Desember 2023 dan 2022 sebesar
serta per 1 Januari 2023/31 Desember 2022 sebesar
Issued and Fully Paid Capital as of December 31 st, 22.368.743.000 19.168.743.000 3.200.000.000 16,69
2023 and 2022 respectively amounted to
and as of January 1 st, 2023/December 31 st, 2022
amounting to
Tambahan Penyertaan Modal Negara
0 3.200.000.000 (3.200.000.000) (100,00)
Additional State Equity Participation
Tambahan Modal Disetor
486,081 486,081 0 0,00
Additional Paid-in Capital
Saldo Laba Retained Earnings 9.553.007.595 7.679.086.294 1.873.921.301 24,40
Komponen Ekuitas Lainnya Components of Equity
Akumulasi Rugi Aktuaria atas Imbalan Kerja
(1.082.459.162) (1.037.483.391) (44.975.771) 4,34
Accumulated Actuarial Loss on Employee Benefits
Selisih Likuidasi
968,135 968,135 0 0,00
Difference Liquidity
Selisih Perubahan Ekuitas Entitas Anak
(24.069.720) (24.069.720) 0 0,00
Difference in Changes in Equity of Subsidiaries
Ekuitas yang dapat Diatribusikan kepada Pemilik
Entitas Induk 30.816.675.929 28.987.730.399 1.828.945.530 6,31
Equity Attributable to Owners of the Parent Entity
Kepentingan Non Pengendali
89.461.312 92.453.906 (2.992.594) (3,24)
Non-Controlling Interests
Jumlah Ekuitas
30.906.137.241 29.080.184.305 1825952936 6,28
Total Equity
Jumlah Liabilitas dan Ekuitas
81.374.313.373 71.581.229.723 9.793.083.650 13,68
Total Liabilities and Equity
ASET ASSETS
Nilai aset KAI per 31 Desember 2023 mencapai Rp81,37 The value of KAI's assets as of December 31st, 2023 reached
triliun atau meningkat 13,68% dibandingkan aset KAI Rp81.37 trillion or an increase of 13.68% compared to KAI's
tahun 2022 sebesar Rp71,58 triliun. Peningkatan tersebut assets in 2022 of Rp71.58 trillion. This increase was mainly
terutama dikontribusikan oleh peningkatan komponen contributed by an increase in the long-term advance
uang muka jangka panjang sebesar Rp3,09 triliun pada component of Rp3.09 trillion in 2023.
tahun 2023.
Aset Lancar Liquid Assets
Realisasi aset lancar Perseroan pada 31 Desember 2023 The realization of the Company's current assets on
adalah sebesar Rp13,02 triliun atau turun 15,09% December 31 st, 2023 was Rp13.02 trillion or a decrease of
dibandingkan tahun 2022 sebesar Rp15,34 triliun. 15.09% compared to 2022 of Rp15.34 trillion.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 181
Annual and Sustainability Report
Page 182
Analisis dan Pembahasan Management
Management Discussion and Analysis
Aset Lancar Liquid Assets
Realisasi aset lancar Perseroan pada 31 Desember 2023 The realization of the Company's current assets on
adalah sebesar Rp13,02 triliun atau turun 15,09% December 31 st, 2023 was Rp13.02 trillion or a decrease of
dibandingkan tahun 2022 sebesar Rp15,34 triliun. 15.09% compared to 2022 of Rp15.34 trillion.
Kas dan Setara Kas Cash and cash equivalents
Realisasi kas dan setara kas Perseroan pada 31 Desember The company’s cash and cash equivalent realization on
2023 mencapai Rp5,14 triliun atau turun sebesar 9,78% December 31 st, 2023 reached Rp5.14 trilion or decreased
dibandingkan tahun 2022 sebesar Rp5,70 triliun. Turunnya by 9.78%. Compared to 2022 of Rp5.70 trilion. The decrease
realisasi kas dan setara kas tersebut disebabkan oleh in the realization of cash and cash equivalent wa caused
turunnya dana dibatasi penggunaannya. by a decrease in restricted funds.
Dana Dibatasi Penggunaannya Use of Funds is Restricted
Nilai dana dibatasi penggunaannya untuk tahun 2023 The value of restricted funds for 2023 reached Rp2.59
mencapai Rp2,59 triliun atau turun 53,87% dibandingkan trillion, a decrease of 53.87% compared to the previous
tahun sebelumnya sebesar Rp5,61 triliun. Penurunan year's Rp5.61 trillion. This decrease was due to the decline
tersebut disebabkan dana PMN untuk Proyek LRT in PMN funds for the Jabodebek LRT Project and the
Jabodebek dan Proyek Kereta Cepat Jakarta Bandung Jakarta Bandung Fast Train Project.
yang menurun.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pihak Berelasi
2.560.880.158 5.590.894.318 (3.030.014.160) (54,20)
Related Party
Pihak Ketiga Third Party
PT Bank Central Asia Tbk 26.932.515 19.491.658 7.440.857 38,17
Jumlah Total 2.587.812.673 5.610.385.976 (3.022.573.303) (53,87)
Dikurangi: Cadangan Kerugian
Penurunan Nilai
(1.552.241.932) 0 (1.552.241.932) 100,00
Less: Allowance for Impairment
Losses
Neto Net 1.035.570.741 5.610.385.976 (4.574.815.235) (81,54)
Piutang Usaha Accounts receivable
Pada 31 Desember 2023, piutang usaha Perseroan As of December 31 st, 2023, the Company's trade
sejumlah Rp1,87 triliun atau meningkat 32,62% receivables amounted to Rp1.87 trillion or an increase of
dibandingkan tahun sebelumnya sejumlah Rp1,41 triliun. 32.62% compared to the previous year of Rp1.41 trillion.
Peningkatan tersebut disebabkan oleh peningkatan pada This increase was caused by an increase in freight
pendapatan angkutan barang terutama angkutan barang transportation revenues, especially coal transportation.
batu bara.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pihak Berelasi Related Party 1.253.114.802 934.629.745 318.485.057 34,08
Pihak Ketiga Third Party 616.479.973 471.708.322 144.771.651 30,69
Jumlah Total 1.869.594.775 1.406.338.067 463.256.708 32,94
Piutang Lain-Lain Other Receivables
Piutang lain-lain Perseroan pada posisi 31 Desember 2022 The Company's other receivables as of December 31st, 2022
adalah sejumlah Rp90,03 miliar, meningkat 20,53% amounted to Rp90.03 billion, an increase of 20.53%
dibanding tahun sebelumnya yang sejumlah Rp74,67 compared to the previous year which amounted to
miliar. Peningkatan tersebut disebabkan oleh kenaikan RP74.67 billion. This increase was caused by an increase
transaksi di luar bisnis utama Perseroan in transactions outside the Company's main business
Laporan Tahunan dan Keberlanjutan
182 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 183
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pihak Berelasi Related Party 8.183.000 0 8.183.000 100%
Pihak Ketiga Third Party 60.977.138 92.696.413 (31.719.275) (34,22)
Dikurangi Cadangan Kerugian
Penurunan Nilai
(7.573.148) (2.693.350) (4.879.798) 181,18
Less Allowance for Impairment
Losses
Jumlah Total 61.586.990 90.003.063 (28.416.073) (31,57)
Persediaan Preparation
Perseroan mencatatkan nilai persediaan untuk tahun The company recorded an inventory value for 2023
2023 sejumlah Rp1,53 triliun atau meningkat 33,44% amounting to Rp1.53 trillion or an increase of 33.44%
dibanding tahun sebelumnya yang sejumlah RpRp1,15 compared to the previous year which amounted to Rp1.15
triliun. Peningkatan tersebut terutama disebabkan oleh trillion. This increase was mainly due to the purchase of
adanya pembelian persediaan untuk perawatan sarana supplies for maintenance of Rolling Stock and
dan prasarana untuk tahun mendatang. infrastructure for the coming year.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Suku Cadang Sarana Rolling Stock
1.238.415.440 1.065.426.895 172.988.545 16,24
Parts
Suku Cadang Prasarana
461.538.274 223.925.849 237.612.425 106,11
Infrastructure Spare Parts
Lain-lain Others 22.696.178 23.090.194 (394.016) (1,71)
Dikurangi: Cadangan Kerugian
Penurunan Nilai Less: Allowance for (194.300.721) (167.128.997) (27.171.724) 16,26
Impairment Losses
Neto Net 1.528.349.171 1.145.313.941 383.035.230 33,44
Pendapatan Masih Akan Diterima Income Will Still Be Received
Pendapatan yang masih akan diterima dari pihak berelasi Income that will still be received from related parties
diantaranya adalah kompensasi kewajiban pelayanan includes compensation for public service obligations
publik (PSO) yang merupakan tagihan kepada (PSO) which is a claim to the Government for PSO
Pemerintah atas kompensasi PSO berdasarkan Perjanjian compensation based on the Agreement between the
antara Direktorat Jenderal Perkeretaapian dengan Directorate General of Railways and the Company.
Perusahaan.
Sedangkan pendapatan yang masih akan diterima dari Meanwhile, income will still be received from third parties
pihak ketiga Per 31 Desember 2023, pendapatan masih As of December 31 st, 2023, the Company's income will
akan diterima Perseroan adalah sejumlah Rp763,74 miliar, still be received in the amount of Rp763.74 billion, down
turun 18,72% dibandingkan dengan tahun sebelumnya 18.72% compared to the previous year of Rp939.62 billion.
sebesar Rp939,62 miliar. Penurunan tersebut terutama This decrease was mainly due to the realization of
disebabkan oleh telah direalisasikannya kompensasi compensation for PSO obligations from the Government.
kewajiban PSO dari Pemerintah.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 183
Annual and Sustainability Report
Page 184
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pihak Berelasi Related Parties 439.036.344 719.566.683 (280.530.339) (38,99)
Pihak Ketiga Third Party 324.703.696 220.050.288 104.653.408 47,56
Pendapatan Masih akan Diterima
763.740.040 939.616.971 (175.876.931) (18,72)
Receivable Revenue
Uang Muka dan Biaya Dibayar di Muka Down Payments and Prepaid Expenses
Uang muka dan biaya dibayar di muka Perseroan pada The Company's advances and prepaid expenses as of
posisi 31 Desember 2023 adalah sejumlah Rp260,18 miliar, December 31 st, 2023 amounted to Rp260.18 billion, an
meningkat dibanding tahun sebelumnya sebesar Rp120,30 increase compared to the previous year of Rp20.30
miliar. Peningkatan tersebut disebabkan oleh peningkatan billion. This increase was caused by an increase in
uang muka aset yang sebagian besar merupakan uang advances for assets, most of which were advances for
muka pembelian rangkaian KA Eksekutif New Generation, the purchase of a series of New Generation Executive
KA Luxury, dan pembangunan pusat data. Trains, Luxury Trains, and the construction of a data
center.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Prepaid Expenses Prepaid Expenses 167.365.297 62.652.603 104.712.694 167,13
Uang Muka Pihak Ketiga Third Party Advances 81.937.291 53.798.799 28.138.492 52,30
Uang Muka Dinas Service Advance 10.881.934 3.851.772 7.030.162 182,52
Jumlah Total 260.184.522 120.303.174 139.881.348 116,27
Pajak Dibayar Di Muka Prepaid Taxes
Perseroan mencatatkan pajak dibayar di muka sejumlah The company recorded prepaid taxes amounting to
Rp690,30 miliar atau meningkat 127,15% dibanding tahun Rp690.30 billion or an increase of 127.15% compared to
sebelumnya sebesar Rp308,90 miliar. Peningkatan the previous year of Rp308.90 billion. The increase was
tersebut terutama disebabkan oleh meningkatnya mainly caused by This increase was mainly due to increased
pembayaran atas pajak pertambahan nilai. payments for value added tax.
Laporan Tahunan dan Keberlanjutan
184 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 185
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Perusahaan Company
Pajak penghasilan Income tax
Pasal 28a Article 28a
2023 128.074.019 - 128.074.019 -
2022 96.201.568 98.709.717 (2.508.149) (2,54)
2021 - 67.009.624 (67.009.624) -
Pajak pertambahan nilai
378.611.594 103.540.737 275.070.857 265,66
Value-added tax
Sub-Jumlah Subtotal 602.887.181 269.260.078 333.627.103 123,91
Entitas anak Subsidiaries
Pajak penghasilan Income tax
Pasal 28a Article 28a
2023 28.758.711 - 28.758.711 -
2021 - 9.873.157 (9.873.157) (100,00)
Pajak pertambahan nilai
58.654.531 24.762.782 33.891.749 136,87
Value-added tax
Sub-Jumlah Subtotal 87.413.242 34.635.939 52.777.303 152,38
Jumlah Total 690.300.423 303.896.017 386.404.406 127,15
Aset Lancar Lainnya Other Current Assets
Aset lancar lainnya Perseroan pada posisi 31 Desember The Company's other current assets as of December 31 st,
2023 mencapai Rp123,70 miliar, meningkat 369,09% 2023 reached Rp123.70 billion, an increase of 369.09%
dibanding tahun sebelumnya sejumlah Rp26,37 miliar. compared to the previous year of Rp26.37 billion. This
Peningkatan tersebut disebabkan oleh penempatan dana increase was caused by the placement of state capital
penyertaan modal negara atas proyek LRT belum dapat participation funds for the LRT project which had not
terserap sepenuhnya, ditambah masih adanya sisa dana been fully absorbed, plus there were still remaining PMN
PMN untuk setoran modal proyek KCJB. funds for capital payments for the KCJB project.
Aset Tidak Lancar Non-Current Assets
Pada posisi 31 Desember 2023, aset tidak lancar Perseroan As of December 31 st, 2023, the Company's non-current
mencapai Rp68,35 triliun atau meningkat 21,53% dibanding assets reached Rp68.35 trillion or an increase of 21.53%
tahun sebelumnya yang sejumlah Rp56,24 triliun. compared to the previous year which amounted to
Peningkatan tersebut terutama dikontribusikan oleh Rp56.24 trillion. This increase was mainly contributed by
investasi properti Perseroan. the Company's property investment.
Investasi Entitas Asosiasi dan Ventura Bersama Investment in Associated Entities and Joint Ventures
Investasi entitas asosiasi dan ventura bersama Perseroan The Company's investment in associates and joint
untuk tahun 2023 mencapai Rp5,81 triliun, turun 8,03% ventures for 2023 reached Rp5.81 trillion, down 8.03%
dibandingkan tahun 2022 yang sejumlah Rp6,32 triliun. compared to Rp6.32 trillion in 2022. The decrease was
Penurunan tersebut terutama disebabkan oleh mainly due to a decrease in capital deposits in 2023 to
penurunan setoran modal pada 2023 kepada pihak joint venture parties such as PT Pilar Sinergi SOE
ventura bersama seperti PT Pilar Sinergi BUMN Indonesia, Indonesia, KSO Bumi Kalog, and KSO PT Mega Dasa
KSO Bumi Kalog, dan KSO PT Mega Dasa Semesta. Semesta.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 185
Annual and Sustainability Report
Page 186
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian Nominal untuk
2023 2022 Moda integrasi
Description
dan BPRS Persentase
Nominal for Percentage
integration mode
and BPRS
Entitas Asosiasi Associates
PT Moda Integrasi Transportasi
28.617.769 17.307.401 11.310.368 65,35
Jabodetabek
PT BPRS Baiturridha Pusaka 9.519.83 8.204.532 1.315.306 16,03
Ventura Bersama Joint Ventures
PT Pilar Sinergi BUMN Indonesia 5.708.376.759 6.208.789.974 (500.413.215) (8,06)
KSO Bumi Kalog 42.005.447 59.698.827 (17.693.380) (29,6)
KSO B Kalog 16.876.931 16.175.849 701.082 4,33
KSO PT KAPM - PT Mega Dasa
2.973.405 5.185.454 (2.212.049) (42,66)
Semesta
Jumlah Total 5.808.370.149 6.315.362.03 (506.991.888) (8,03)
Investasi Jangka Panjang Long Term Investment
Investasi jangka panjang Perseroan pada tahun 2023 The Company's long-term investment in 2023 was
tercatat sebesar Rp35.747.769 atau naik 47,86% dibanding recorded at Rp35,747,769 or an increase of 47.86%
tahun sebelumnya yang sejumlah Rp24,18 miliar. compared to the previous year which amounted to
Peningkatan tersebut terutama disebabkan oleh adanya Rp24.18 billion. This increase was mainly due to an increase
kenaikan nilai wajar investasi yang dilakukan valuasi in the fair value of investments which were revalued by
kembali oleh laporan Kantor Jasa Penilai Publik (KJPP). the Public Appraisal Services Office (KJPP) report.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
PT Fintek Karya Nusantara
Saldo awal investasi
24.176.000 54.853.000 (30.677.000) (55,93)
Initial investment balance
Perubahan Nilai Wajar
11.571.769 (30.677.000) 42.248.769 (137,72)
Fair Value Change
Saldo akhir investasi
35.747.769 24.176.000 11.571.769 47,86
Final investment balance
Aset Pajak Tangguhan Deferred Tax Assets
Aset pajak tangguhan Perseroan pada posisi 31 Desember The Company's deferred tax assets as of December 31 st,
2023 adalah sejumlah Rp1,22 triliun atau turun 15,06% 2023 were Rp1.22 trillion or a decrease of 15.06% compared
dibanding tahun sebelumnya sebesar Rp1,43 triliun. to the previous year of Rp1.43 trillion. This decrease was
Penurunan tersebut disebabkan oleh berkurangnya caused by reduced accumulated fiscal losses.
akumulasi rugi fiskal.
Aset Tetap Fixed Assets
Perseroan pada 31 Desember 2023 mencatatkan aset tetap On December 31 st, 2023, the company recorded fixed
sejumlah Rp26,37 triliun, meningkat 10,22% dibandingkan assets amounting to Rp26.37 trillion, an increase of 10.22%
tahun sebelumnya sebesar Rp23,92 triliun. Peningkatan compared to the previous year of Rp23.92 trillion. This
tersebut disebabkan oleh adanya pembelian atau increase was caused by the purchase or procurement of
pengadaan aset tetap berupa sarana, prasarana dan fixed assets in the form of Rolling Stock, infrastructure
fasilitas. and facilities.
Laporan Tahunan dan Keberlanjutan
186 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 187
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Saldo Akhir Biaya Perolehan Ending Acquisition Cost
Sarana Means
Lokomotif Locomotive 9.443.910.756 9.443.910.756 - -
Kereta Train 14.380.671.999 9.278.367.313 5.102.304.686 54,99
Gerbong Wagon 4.396.179.136 4.400.467.290 (4.288.154) (0,10)
Prasarana Infrastructure
Tanah Land 166.911.132 135.630.829 31.280.303 (23,06)
Bangunan Building 2.750.982.870 2.513.361.125 237.621.745 (9,45)
Prasarana dan Instalasi
1.499.450.585 1.358.156.655 141.293.930 (10,40)
Infrastructure and Installation
Fasilitas Facilities
Mesin dan Peralatan
2.934.860.627 2.406.317.362 528.543.265 (21,96)
Machinery and Equipment
Kendaraan Vehicle 94.683.369 79.641.506 15.041.863 (18,89)
Inventaris
173.179.844 169.834.945 3.344.899 (1,97)
Inventory
Aset dalam Pembangunan
1.637.067.007 3.323.275.870 (1.686.208.863) (50,74)
Fixed Assets in Construction
Jumlah Total 37.477.897.325 33.959.993.851 3.517.903.474 10,36
Akumulasi Penyusutan
10.876.893.914 9.623.053.037 1.253.840.877 13,03
Accumulated Depreciation
Penurunan Nilai Aset Tetap
230.372.407 151.317.697 79.054.710 52,24
Impairment of Fixed Assets
Nilai Tercatat Carrying Value 26.370.631.004 23.924.692.897 2.445.938.107 10,22
Properti Investasi Investment Property
Properti investasi Perseroan pada posisi 31 Desember 2023 The Company's investment property as of December 31 st,
adalah sejumlah Rp246,91 miliar, meningkat signifikan 2023 was Rp246.91 billion, a significant increase of 95.82%
sebesar 95,82% dibanding tahun sebelumnya yang compared to the previous year which amounted to
sejumlah Rp126,09 miliar. Kenaikan tersebut terutama Rp126.09 billion. This increase was mainly due to the
disebabkan oleh penambahan aset yang dikomersilkan addition of assets commercialised by the Company.
oleh Perseroan.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 187
Annual and Sustainability Report
Page 188
Analisis dan Pembahasan Management
Management Discussion and Analysis
Properti Investasi Investment Properties
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Saldo Akhir Biaya Perolehan Ending Acquisition Cost
Tanah Land 12.633.938 8.278.976 4.354.962 52,60
Bangunan Building 322.773.549 178.681.326 144.092.223 80,64
Jumlah Total 335.407.487 186.960.302 148.447.185 79,40
Akumulasi Penyusutan
88.501.818 60.874.747 27.627.071 45,38
Accumulated Depreciation
Nilai Tercatat Carrying Value 246.905.669 126.085.555 120.820.114 95,82
Hak Pengoperasian Aset Prasarana Infrastructure Asset Operation Rights
Perseroan membukukan hak pengoperasian aset The company recorded operating rights for infrastructure
prasarana untuk tahun 2022 sejumlah Rp30,70 triliun, assets for 2022 amounting to Rp30.70 trillion, or an
atau meningkat sebesar 29,32% dibanding tahun increase of 29.32% compared to the previous year of
sebelumnya sebesar Rp23,74 triliun. Peningkatan Rp23.74 trillion. This increase was mainly due to the
tersebut terutama disebabkan telah beroperasinya LRT operation of the Jabodebek LRT.
Jabodebek.
Hak Pengoperasian Aset Prasarana Operating Rights For Infrastructure Assets
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Saldo Akhir Biaya Perolehan Ending Acquisition Cost
Hak Pengoperasian Operating Rights
Aset Prasarana - Konsesi
28.335.361.035 2.414.560.954 25.920.800.081 1.073,52
Infrastructure Assets - Concession
Non-Consensi Non-Concession 2.356.946.553 2.061.358.529 295.588.024 14,34
Pekerjaan dalam Proses Konstruksi Work in Construction
Consensi Concession 381.997.205 19.041.688.791 (18.659.691.586) (97,99)
Non-Consensi Non-Concession 1.051.876.253 1.287.455.656 (235.579.403) (18,30)
Jumlah Total 32.126.181.046 24.805.063.930 7.321.117.116 29,51
Akumulasi Penyusutan
1.428.505.382 1.068.119.914 360.385.468 33,74
Accumulated Depreciation
Nilai Tercatat Recorded Value 30.697.675.664 23.736.944.016 6.960.731.648 29,32
Aset Tak Berwujud Intangible Assets
Aset tak berwujud Perseroan pada posisi 31 Desember The Company's intangible assets as of December 31st, 2023
2023 adalah sejumlah Rp576,23 miliar, meningkat sebesar amounted to Rp576.23 billion, an increase of 36.30%
36,30% dibanding tahun 2022 yang sejumlah Rp422,76 compared to 2022 which amounted to Rp422.76 billion.
miliar. Peningkatan tersebut terutama disebabkan oleh This increase was mainly due to part of the asset
sebagian proses sertifikasi aset sudah selesai pada tahun certification process being completed in 2023.
2023.
Laporan Tahunan dan Keberlanjutan
188 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 189
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Aset Tak Berwujud Intangible Assets
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Saldo Akhir Biaya Perolehan Ending Acquisition Cost
Sertifikat Tanah Land Certificate 527.129.548 402.149.859 124.979.689 31,08
Piranti Lunak Software 313.206.795 264.330.197 48.876.598 18,49
Aset dalam Penyelesaian
100.969.676 76.845.930 24.123.746 31,39
Assets in Progress
Jumlah Total 941.306.019 743.325.986 197.980.033 26,63
Akumulasi penyusutan
365.074.608 320.565.084 44.509.524 13,88
Accumulated depreciation
Nilai Tercatat Recorded Value 576.231.411 422.760.902 153.470.509 36,30
Aset Hak Guna Use Rights Assets
Aset hak guna Perseroan pada posisi 31 Desember 2023 The Company's right-of-use assets as of December 31 st,
adalah sejumlah Rp95,15 miliar, mengalami peningkatan 2023 amounted to Rp95.15 billion, an increase of 73.49%
73,49% dibandingkan tahun sebelumnya sebesar Rp53,12 compared to the previous year of Rp53.12 billion due to
miliar disebabkan oleh masa kontrak atas sewa kendaraan. the contract period for vehicle rental.
Aset Hak Guna Right to Use Assets
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Saldo Akhir Biaya Perolehan Ending Acquisition Cost
Tanah Land 20.503.811 6.198.766 14.305.045 230,77
Bangunan Building 6.656.638 18.787.043 (12.130.405) (64,57)
Instalasi Bergerak
35.048.185 35.048.185 - -
Mobile Installation
Fasilitas Facilities
Kendaraan Vehicle 34.135.122 4.378.159 29.756.963 679,67
Inventaris Inventory 89.175.993 63.467.867 25.708.126 40,51
Jumlah Total 185.519.749 127.880.020 57.639.729 45,07
Akumulasi Penyusutan
93.367.429 74.763.946 18.603.483 24,88
Accumulated Depreciation
Nilai Tercatat Recorded Value 92.152.320 53.116.074 39.036.246 73,49
Aset Tidak Lancar Lainnya Other Non-Current Assets
Pada 31 Desember 2022, Perseroan membukukan aset On December 31 st, 2022, the Company recorded other
tidak lancar lainnya sejumlah Rp212,06 miliar, atau non-current assets amounting to Rp212.06 billion, or an
meningkat sebesar 13,57% dibanding tahun sebelumnya increase of 13.57% compared to the previous year which
yang sejumlah RpRp186,73 miliar. Peningkatan tersebut amounted to Rp186.73 billion. This increase was mainly
terutama disebabkan oleh kenaikan selisih kurs pada due to an increase in the exchange rate difference on
jaminan kontrak valas. Secara terperinci, komponen aset foreign exchange contract collateral. In detail, other non-
tidak lancar lainnya untuk tahun 2021-2022 adalah current asset components for 2021-2022 are as follows.
sebagai berikut.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 189
Annual and Sustainability Report
Page 190
Analisis dan Pembahasan Management
Management Discussion and Analysis
Aset Tidak Lancar Lainnya Other Non-Current Assets
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Aset Non-Keuangan Non-Financial Assets
Aset Diberhentikan Operasi
120.935.985 268.605.543 (147.669.558) (54,98)
Assets Discontinued
Persediaan Scrap Scrap Supplies 31.443.812 31.443.812 0 0,00
Instalasi Bergerak Mobile Installation
Dikurangi: Cadangan Kerugian
Penurunan Nilai
(52.379.791) (300.049.355) 147.669.564 (49,22)
Less: Allowance for Impairment
Losses
Aset Non-Keuangan – Neto
6 - - -
Non-Financial Assets - Net
Aset Keuangan Financial Assets
Dana Pensiun Pegawai
91.258.933 76.394.632 14.864.301 19,46
Employee Pension Fund
Dana Kesehatan Pegawai
60.679.342 53.402.087 7.277.255 13,63
Employee Health Fund
Dana Cadangan Tantiem
7.592.201 - - -
Tantiem Reserve Fund
Aset Keuangan Lainnya
52.526.622 56.928.847 (4.402.225) (7,73)
Other Financial Assets
Dikurangi: Cadangan Kerugian Penurunan Nilai sebelumnya
Less: Previous Allowance for Impairment Losses
Aset Keuangan - Neto
212.057.098 186.725.566 25.331.532 13,57
Financial Assets – Net
Neto Net 212.057.104 186.725.566 25.331.538 13,57
LIABILITAS LIABILITIES
Liabailitas Perseroan pada 31 Desember 2023 mencapai The Company's liabilities as of December 31 st, 2023
Rp50,47 triliun atau meningkat 18,75% dibandingkan reached Rp50.47 trillion or an increase of 18.75%
tahun sebelumnya sejumlah Rp42,50 triliun. compared to the previous year of Rp42.50 trillion. This
Peningkatan tersebut dikontribusikan oleh peningkatan increase was contributed by an increase in the
komponen liabilitas sewa dan utang obligasi. components of lease liabilities and bonds payable.
Liabilitas Jangka Pendek Short-term Liabilities
Realisasi liabilitas jangka pendek sebesar Rp17,92 triliun, Realisation of short-term liabilities amounted to Rp17.92
meningkat 79,97% dibandingkan tahun sebelumnya trillion, an increase of 79.97% compared to the previous
sebesar Rp9,96 triliun disebabkan meningkatnya utang year of Rp9.96 trillion due to the increase in business
usaha dan obligasi. Selain itu, adanya kebijakan terkait debts and bonds. Apart from that, there are policies
penetapan Term Of Payment (TOP) yang memberikan related to determination Term Of Payment (TOP) which
waktu untuk pembayaran ke vendor, dimana sebagian provides time for payments to vendors, where most of
besar tagihan diterima saat akhir tahun sehingga belum the bills are received at the end of the year so they are
jatuh tempo berdasarkan TOP dan belum cairnya not yet due based on TOP and the loan for the KCJB
pinjaman untuk proyek KCJB dari China Development project from China Development Bank has not yet been
Bank. disbursed.
Laporan Tahunan dan Keberlanjutan
190 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 191
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Liabilitas Jangka Panjang Long-term Liabilities
Realisasi liabilitas jangka panjang Perseroan mencapai The realization of the Company's long-term liabilities
Rp32,55 triliun atau meningkat tipis 0,01% dibandingkan reached Rp32.55 trillion or a slight increase of 0.01%
tahun sebelumnya sebesar Rp32,54 triliun disebabkan compared to the previous year of Rp32.54 trillion due to
belum terealisasinya pencairan investasi yang bersumber the unrealized disbursement of investments sourced
dari pinjaman jangka panjang seperti investasi LRT from long-term loans such as Jabodebek LRT investment
Jabodebek serta pinjaman jangka panjang untuk and long-term loans for KCJB Cash Deficiency Support
kebutuhan Cash Deficiency Support (CDS) KCJB. (CDS) needs.
Utang Usaha Accounts Payable
Utang usaha Perseroan pada posisi 31 Desember 2023 The Company's trade debt as of December 31 st, 2023
mencapai Rp7,37 triliun atau meningkat sebesar 199,78% reached Rp7.37 trillion or an increase of 199.78%
dibanding tahun sebelumnya yang sejumlah Rp2,46 compared to the previous year which amounted to Rp2.46
triliun . Peningkatan tersebut terutama disebabkan oleh trillion. This increase was mainly due to the increase in
meningkatnya utang usaha pada pihak berelasi dan pihak business debts to related parties and third parties in line
ketiga seiring dengan target operasional KCJB Whoosh with the operational targets of KCJB Whoosh and LRT
dan LRT Jabodebek yang membutuhkan pendanaan Jabodebek which required large funding.
besar.
Utang Usaha Accounts Payable
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pihak Berelasi Related Party 4.976.299.233 880.714.681 4.095.584.552 465,03
Pihak Ketiga Third Party 2.394.977.405 1.578.171.487 816.805.918 51,76
Utang Usaha Accounts Payable 7.371.276.638 2.458.886.168 4.912.390.470 199,78
Beban Akrual dan Provisi Accruals and Provisions
Pada posisi 31 Desember 2023, Perseroan membukukan As of December 31 st, 2023, the Company recorded
beban akrual dan provisi sejumlah Rp4,41 triliun, accruals and provisions of Rp2.20 trillion, an increase of
meningkat sebesar 181,72% dibanding tahun sebelumnya 181.72% compared to the previous year of Rp3.15 trillion.
yang sejumlah Rp3,15 triliun. Peningkatan tersebut The increase was mainly due to the increase in accrued
terutama disebabkan oleh meningkatnya biaya indirect operating costs, including maintenance costs
operasional tidak langsung yang masih harus dibayar, of the Company's main infrastructure and Government-
diantaranya biaya pemeliharaan prasarana pokok owned infrastructure (TAC), occupational safety and
Perusahaan dan prasarana milik Pemerintah (TAC), biaya health costs.
keselamatan dan kesehatan kerja.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 191
Annual and Sustainability Report
Page 192
Analisis dan Pembahasan Management
Management Discussion and Analysis
Beban Akrual dan Provisi Accrued Expenses and Provisions
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Beban Akrual Trade Payables
Biaya Operasi Langsung
846.030.286 672.586.876 173.443.410 25,79
Direct Operating Cost
Biaya Umum dan Administrasi
770.061.237 579.407.094 190.654.143 32,91
General and Administrative Fees
Biaya Operasi Tidak Langsung
587.226.416 320.967.956 266.258.460 82,95
Indirect Operating Cost
Jumlah Beban Akrual
2.203.317.939 1.572.961.926 630.356.013 40,07
Total Trade Payables
Provisi Provision 846.030.286 672.586.876 173.443.410 25,79
Jumlah Total 4.406.635.878 3.145.923.852 1.260.712.026 181,72
Utang Pajak Tax Debt
Utang pajak Perseroan pada posisi 31 Desember 2023 The Company's tax debt as of December 31 st, 2023 was
adalah sejumlah Rp621,74 miliar, meningkat 101,1% RP621.74 billion, an increase of 101.1% compared to the
dibanding tahun sebelumnya yang sejumlah Rp309,33 previous year which amounted to RP309.33 billion. This
miliar. Peningkatan tersebut terutama disebabkan oleh increase was mainly due to the increase in the
meningkatnya pajak pertambahan nilai Perseroan. Company's value added tax.
Utang Pajak Tax Debt
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Perusahaan Company
Pajak penghasilan Income tax
Pasal 21 Article 21 160.887.278 64.991.629 95.895.649 147,55
Pasal 22 Article 22 9.771.232 225.868.954 (216.097.722) (95,67)
Pasal 23 Article 23 23.138.521 21.845.785 1.292.736 5,92
Pasal 4 (2) Article 4 (2) 29.350.740 12.367.793 16.982.947 137,32
Pajak pertambahan nilai
342.704.025 141.624.718 201.079.307 141,98
Value-added tax
Sub-Jumlah Sub Total 565.851.796 246.698.879 319.152.917 129,37
Entitas anak Subsidiaries
Pajak penghasilan Income tax
Pasal 21 Article 21 26.818.157 21.409.723 5.408.434 25,26
Pasal 23 Article 23 2.010.181 1.552.318 457.863 29,50
Pasal 25 Article 25 4.812.198 701.651 4.110.547 585,84
Pasal 29 Article 29 12.178.166 32.771.764 (20.593.598) (62,84)
Laporan Tahunan dan Keberlanjutan
192 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 193
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pasal 4 (2) Article 4 (2) 6.503.551 3.264.006 3.239.545 99,25
Pajak pertambahan nilai
3.571.454 2.934.389 637.065 21,71
Value-added tax
Sub-Jumlah Sub Total 55.893.707 62.633.851 (6.740.144) (10,76)
Jumlah Total 621.745.503 309.332.730 312.412.773 101,00
Liabilitas Sewa Rental Liabilities
Liabilitas sewa Perseroan pada posisi 31 Desember 2023 The Company's rental liabilities as of December 31st, 2023
adalah sejumlah R36,50 miliar, meningkat sebesar amounted to R36.50 billion, an increase of 120.39%
120,39% dibanding tahun sebelumnya yang sejumlah compared to the previous year which amounted to Rp.
Rp16,56 miliar. Peningkatan tersebut terutama disebabkan 16.56 billion. This increase was mainly due to an increase
oleh meningkatnya kontrak sewa kendaraan dan gedung in vehicle and building rental contracts that matured in
yang jatuh tempo dalam kurun waktu kurang dari 1 tahun. less than 1 year.
Pendapatan Diterima di Muka Income Received Up Front
Perseroan membukukan pendapatan diterima di muka The company recorded unearned revenue of RP1.281
sejumlah Rp1,281miliar atau meningkat sebesar 11,97% billion or an increase of 11.97% compared to the previous
dibanding tahun sebelumnya yang sejumlah Rp1,14 miliar. year of RP1.14 billion. This increase was mainly due to an
Peningkatan tersebut terutama disebabkan oleh kenaikan increase in passenger transport volume.
volume angkutan penumpang.
Pendapatan Diterima di Muka Income Received Up Front
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Jatuh Tempo dalam Satu Tahun Maturity in One Year
Non Angkutan Non-Transportation 700.443.816 653.712.500 46.731.316 7,15
Angkutan Penumpang
547.600.796 445.814.913 101.785.883 22,83
Passenger transportation
Angkutan Barang
33.593.086 45.112.038 (11.518.952) (25,53)
Freight Transportation
Jumlah Amount 1.281.637.698 1.144.639.451 136.998.247 11,97
Jangka Panjang Lebih dari Satu Tahun Long-Term, More than One Year
Non Angkutan Non-Transportation 834.563.297 837.174.293 (2.610.996) (0,31)
Pinjaman Bank Jangka Pendek Short Term Bank Loans
Pinjaman bank jangka pendek Perseroan pada posisi 31 The Company's short-term bank loans as of December
Desember 2023 adalah sejumlah Rp1,39 triliun, menurun 31 st, 2023 amounted to Rp1.39 trillion, a decrease of 21.11%
sebesar 21,11% dibandingkan tahun sebelumnya yang compared to the previous year which amounted to Rp1.76
sejumlah Rp1,76 triliun. trillion.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 193
Annual and Sustainability Report
Page 194
Analisis dan Pembahasan Management
Management Discussion and Analysis
Pinjaman Bank Jangka Pendek Short Term Bank Loans
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pihak Berelasi Related Party 988.523.138 760.000.000 228.523.138 30,07
Pihak Ketiga Third party
PT Bank HSBC Indonesia - 1.000.000.000 - -
PT Bank Central Asia Tbk 400.000.000 - - -
Sub-Jumlah Sub-Total 400.000.000 1.000.000.000 (600.000.000) (60)
Jumlah Total 1.388.523.138 1.760.000.000 (371.476.862) (21,11)
Pinjaman Jangka Panjang Long Term Loans
Perseroan membukukan pinjaman jangka panjang yang The company recorded long-term loans that mature in
jatuh tempo dalam satu tahun pada posisi 31 Desember one year on December 31 st, 2023 amounting to RP20.14
2023 sejumlah RP20,14 triliun, meningkat sebesar 10,17% trillion, an increase 10.17% compared to the previous year
dibanding tahun sebelumnya yang sejumlah RP18,28 which amounted to RP18.28 trillion.
triliun.
Pinjaman Jangka Panjang Long Term Loans
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pihak Berelasi Related Parties
Pihak Berelasi Related Parties 12.829.344.79 11.855.551.877 973.792.920 8,21
Pihak Ketiga Third-Party
PT Bank Central Asia Tbk 3.419.813.820 3.187.005.145 232.808.675 7,30
PT Bank CIMB Niaga Tbk 2.470.630.404 2.020.370.749 450.259.655 22,29
PT Bank KEB Hana Indonesia 568.687.305 465.046.975 103.640.330 22,29
PT Bank DKI 568.687.305 465.046.975 103.640.330 22,29
PT Bank Mega Tbk 568.687.305 465.046.975 103.640.330 22,29
PT BPD Sumatera Selatan dan
345.892.954 286.151.843 59.741.111 20,88
Bangka Belitung
Export-Import Bank of United States 100.890.342 277.446.568 (176.556.226) (63,64)
PT Bank Shinhan 284.343.654 232.523.843 51.819.811 22,29
PT BPD Sumatera Utara 279.663.084 225.399.838 54.263.246 24,07
Sub-Jumlah / Sub-Total 8.607.296.173 7.624.053.836 983.242.337 12,90
Jumlah / Total 21.436.640.970 19.479.605.713 1.957.035.257 10,05
Bagian Pinjaman Jangka Panjang yang Jatuh Tempo dalam Satu Tahun
Long-Term Loans Maturing in One Year
Pihak Berelasi Related Parties 929.940.459 805.012.927 124.927.532 15,52
Laporan Tahunan dan Keberlanjutan
194 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 195
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pihak Ketiga Third-Party
PT Bank Central Asia Tbk 235.672.613 217.450.892 18.221.721 8,38
PT Bank CIMB Niaga Tbk 18.221.633 - 18.221.633 -
PT Bank KEB Hana Indonesia 4.194.238 - 4.194.238 -
PT Bank DKI 4.194.238 - 4.194.238 -
PT Bank Mega Tbk 4.194.238 - 4.194.238 -
Export-Import Bank of United States 91.485.309 174.494.692 (83.009.383) (47,57)
PT BPD Sumatera Selatan dan PT
BPD Sumatera Selatan dan Bangka 2.556.918 174.494.692 - -
Belitung
PT Bank Shinhan 2.097.119 - 2.097.119 -
PT BPD Sumatera Utara 2.056.743 - 2.056.743 -
Sub Jumlah 364.673.049 391.945.674 (27.272.625) (6,96)
Jumlah Bagian Pinjaman Jangka
Panjang yang Jatuh Tempo dalam
Satu Tahun 1.294.613.508 1.196.958.061 97.655.447 8,16
Total Long-Term Loans Maturing in
One Year
Bagian Jangka Panjang
20.142.027.462 18.282.631.877 1.859.395.585 10,17
Long-Term
Utang Obligasi Bond Debt
Pada posisi 31 Desember 2023, utang obligasi yang jatuh As of December 31 st, 2023, the Company's bonds payable
tempo dalam satu tahun Perseroan adalah 1.898.852.925, that mature in one year are 1,898,852,925, namely for
yaitu untuk Obligasi I Kereta Api Indonesia Seri B dan Indonesian Railway Bonds I Series B and Indonesian
Obligasi II Kereta Api Indonesia Seri A. Railway Bonds II Series A.
Utang Obligasi Bond Debt
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Obligasi I Kereta Kereta Api Indonesia Kereta Api Indonesia Bond I
Seri A Series A - - - -
Seri B Series B 1.000.000.000 - 0 0,00
Sub-Jumlah Sub-Total - 1.000.000.000 0 0,00
Obligasi II Kereta Api Indonesia Kereta Api Indonesia Bond II
Seri A Series A 900.000.000 900.000.000 0 0,00
Seri B Series B 1.100.000.000 1.100.000.000 0 0,00
Sub-Jumlah Sub-Total 2.000.000.000 2.000.000.000 0 0,00
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 195
Annual and Sustainability Report
Page 196
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Obligasi Berkelanjutan I Kereta Api Indonesia Api Indonesia Tahun 2022 Kereta Api Indonesia Sustainable Bonds in 2022
Seri A Series A 634.000.000 634.000.000 0 0,00
Seri B Series B 866.000.000 866.000.000 0 0,00
Sub-Jumlah Sub-Total 1.500.000.000 1.500.000.000 0 0,00
Jumlah Total 4.500.000.000 4.500.000.000 0 0,00
Biaya Penerbitan Obligasi yang
belum Diamortisasi (6.677.456) (9.239.619) 2.562.163 (27,73)
Unamortized Bond Issuance Costs
Jumlah Utang Obligasi
4.493.322.544 4.490.760.381 2.562.163 0,06
Total Bonds
Bagian Utang Obligasi yang Jatuh Tempo dalam Satu Tahun Share of Bonds Payable with Maturity Within One Year
Obligasi I Kereta Api Indonesia Kereta Api Indonesia Bond I
Seri B Series B 1.000.000.000 - - -
Obligasi Berkelanjutan I Kereta Api Indonesia Api Indonesia Tahun 2022 Kereta Api Indonesia Sustainable Bonds in 2022
Seri A Series A 900.000.000 - - -
Biaya Penerbitan Obligasi yang
belum Diamortisasi (1.147.075) - - -
Unamortized Bond Issuance Costs
Jumlah Bagian Obligasi yang Jatuh
Tempo dalam Satu Tahun
1.898.852.925 - - -
Share of Bonds Payable with
Maturity Within One Year
Utang Obligasi Jangka Panjang
2.594.469.619 4.490.760.381 (1.896.290.762) (42,23)
Long-Term Bonds
Liabilitas Jangka Pendek Lainnya Other Short Term Liabilities
Perseroan membukukan liabilitas jangka pendek lainnya The company recorded other short-term liabilities as of
pada posisi 31 Desember 2023 sejumlah Rp91,80 miliar, December 31 st, 2023 amounting to Rp91.80 billion, a
menurun 6,84% dibandingkan tahun sebelumnya yang decrease of 6.84% compared to the previous year which
sejumlah Rp98,53 miliar. Peningkatan tersebut amounted to Rp98.53 billion. This increase was mainly
disebabkan terutama oleh turunnya utang lain-lain yang due to a decrease in other debts, including debts for
diantaranya merupakan utang atas penerimaan uang receipt of asset optimization deposits from customers
jaminan optimalisasi aset dari pelanggan sebagai as collateral for leased assets.
jaminan atas aset yang disewa.
Liabilitas Jangka Pendek Lainnya Other Short Term Liabilities
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Titipan Pegawai Employee Deposit 60.909.704 56.416.887 4.492.817 7,96
Uang Jaminan Bail 5.960.655 5.538.030 422.625 7,63
Lain-lain Others 24.931.641 36.583.373 (11.651.732) (31,85)
Jumlah Total 91.802.000 98.538.290 (6.736.290) (6,84)
Laporan Tahunan dan Keberlanjutan
196 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 197
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Liabilitas Jangka Panjang Long Term Liabilities
Pada posisi 31 Desember 2023, Perseroan membukukan As of December 31 st, 2023, the Company recorded long-
liabilitas jangka panjang sejumlah Rp32,55 triliun atau term liabilities amounting to Rp32.55 trillion or an
meningkat sebesar 0,015% dibanding tahun sebelumnya increase of 0.01% compared to the previous year which
yang sejumlah Rp32,54triliun. Peningkatan tersebut amounted to RP32.54 trillion. This increase was mainly
terutama disebabkan oleh terserapnya pinjaman due to the absorption of company investment loans used
investasi perusahaan yang digunakan untuk for business development. In general, the increase in
pengembangan bisnis. Secara umum, peningkatan long-term liabilities had an impact on the Company's
liabilitas jangka panjang tersebut memberi dampak financial condition in the form of decreasing the
bagi kondisi keuangan Perseroan berupa menurunnya Company's liquidity.
likuiditas Perseroan.
Liabilitas Sewa Rental Liabilities
Liabilitas sewa Perseroan pada posisi 31 Desember 2023 The Company's rental liabilities as of December 31st, 2023
adalah sejumlah Rp74,17 miliar, meningkat dibanding amounted to RP74.17 billion, an increase compared to
tahun sebelumnya yang sejumlah Rp44,60 miliar. the previous year which amounted to RP44.60 billion.
Peningkatan tersebut disebabkan meningkatnya kontrak This increase was due to the increase in rental contracts
sewa atas gedung, kantor, dan kendaraan selama tahun for buildings, offices and vehicles during 2023.
2023.
Pendapatan Diterima Di Muka Income Received Up Front
Perseroan membukukan pendapatan diterima di muka The company recorded unearned income as of December
pada posisi 31 Desember 2023 sejumlah Rp834,56 miliar, 31 st, 2023 amounting to RP834.56 billion, down 0.31%
turun 0,31% dibanding tahun sebelumnya yang sejumlah compared to the previous year which amounted to
Rp837,17 miliar. RP837.17 billion.
Liabilitas Imbalan Kerja Jangka Panjang Long Term Employee Benefits Liabilities
Liabilitas imbalan kerja Perseroan pada posisi 31 The Company's employee benefits liabilities as of
Desember 2023 adalah sejumlah Rp5,62 triliun, meningkat December 31 st, 2023 amounted toRP5.62 trillion, an
sebesar 8,11% dibanding tahun sebelumnya yang increase of 8.11% compared to the previous year which
sejumlah Rp5,20 triliun. Peningkatan tersebut terutama amounted to RP5.20 trillion. This increase was mainly due
disebabkan oleh kenaikan imbalan kerja lain mencakup to an increase in other employee benefits including
uang pesangon, penghargaan masa bakti, tunjangan severance pay, long service awards, pension preparation
masa persiapan pensiun dan tunjangan cuti besar kepada allowances and long leave allowances for employees who
karyawan yang memenuhi persyaratan sesuai dengan meet the requirements in accordance with Company policy.
kebijakan Perusahaan.
Liabilitas Imbalan Kerja Jangka Panjang Short Term Bank Loans
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Program Pensiun Eks PNS
Former Civil Servant Retirement 1.138.251.753 1.098.808.740 39.443.013 3,59
Program
Program Pensiun Eks Perum dan
Persero
4.401.673.427 4.037.598.131 364.075.296 9,02
Ex Perum and Persero Pension
Program
Imbalan Kerja Lain
78.591.696 60.745.103 17.846.593 29,38
Other Work Benefits
Jumlah Liabilitas Imbalan Kerja
Jangka Panjang 5.618.516.876 5.197.151.974 421.364.902 8,11
Total Employee Benefit Liabilities
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 197
Annual and Sustainability Report
Page 198
Analisis dan Pembahasan Management
Management Discussion and Analysis
Liabilitas Jangka Panjang Setelah Dikurangi Bagian Long-Term Liabilities After Deducting the Portion
Jatuh Tempo dalam Satu Tahun Pinjaman Jangka Maturity in One Year of Long-Term Loans.
Panjang.
Perseroan mencatatkan pinjaman jangka panjang pada The company recorded long-term loans as of December
posisi 31 Desember 2023 sejumlah Rp20,14 triliun, 31 st, 2023 amounting to RP20.14 trillion, an increase of
meningkat sebesar 10,17% dibanding tahun sebelumnya 10.17% compared to the previous year which amounted
yang sejumlah Rp18,28 triliun. Peningkatan tersebut to RP18.28 trillion. This increase was mainly due to
terutama disebabkan oleh pencairan pinjaman untuk disbursement of loans for the construction of the LRT
kebutuhan pembangunan proyek LRT. project.
Pinjaman Program PEN PEN Program Loan
Pada 31 Desember 2023, pinjaman Program PEN As of December 31 st, 2023, the Company's PEN Program
Perseroan tercatat sejumlah Rp2,63 triliun, menurun loans amounted to Rp2.63 trillion, a decrease of 14.29%
14,29% dibanding tahun sebelumnya yang sejumlah compared to the previous year of Rp3.06 trillion. The
Rp3,06 triliun. Penurunan tersebut terutama disebabkan decrease was mainly due to the reclassification of long-
oleh reklasifikasi pinjaman jangka panjang ke jangka term loans to short-term loans amounting to Rp437.50
pendek sebesar Rp437,50 miliar dan pembayaran pokok billion and payment of loan principal since 2022. Related
pinjaman sejak tahun 2022. Terkait hal tersebut, Perseroan to this, the Company signed a credit agreement in 2020.
menandatangani perjanjian kredit pada tahun 2020.
Utang Obligasi Bond Debt
Perseroan mencatatkan utang obligasi setelah dikurangi The company recorded bonds payable after deducting
bagian jatuh tempo dalam satu tahun pada posisi 31 the portion due within one year on December 31 st, 2023
Desember 2023 sejumlah Rp2,60 triliun, turun sebesar amounting to Rp2.60 trillion, a decrease of 42.23%
42,23% dibanding tahun sebelumnya yang sejumlah compared to the previous year which amounted to Rp4.49
Rp4,49 triliun. trillion.
Sukuk Sukuk
Pada 31 Desember 2023, Perseroan mencatatkan sukuk As of December 31 st, 2023, the Company recorded sukuk
sejumlah Rp498,59 meningkat dibanding tahun amounting to RP498.59 billion, an increase compared to
sebelumnya sebesar Rp498,31 miliar. the previous year's RP498.31 billion.
Liabilitas Jangka Panjang Lainnya Other Long-Term Liabilities
Liabilitas jangka panjang Perseroan pada posisi 31 The Company's long-term liabilities as of December 31 st,
Desember 2023 mencapai Rp159,53 miliar, meningkat 2023 reached RP159.53 billion, an increase of 22.91%
22,91% dibanding tahun sebelumnya yang sejumlah compared to the previous year which amounted to RP
Rp129,80 miliar. Liabilitas jangka panjang lainnya 129.80 billion. Other long-term liabilities are funds
merupakan dana titipan dari iuran pensiun dana tambahan entrusted from additional pension contributions from
dari Pemerintah Republik Indonesia dan PT Taspen the Government of the Republic of Indonesia and PT
(Persero) sebagai pembayaran manfaat masa lalu para Taspen (Persero) as payment for past benefits of former
karyawan eks Pegawai Negeri Sipil. Dana titipan ini Civil Servant employees. These entrusted funds, including
termasuk titipan dana kesehatan pegawai akan employee health fund entrustments, will be paid
dibayarkan sesuai perjanjian dengan pihak pengelola according to the agreement with the fund management.
dana.
Liabilitas Imbalan Kerja Jangka Panjang Short Term Bank Loans
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Saldo Akhir Titipan Dana Iuran
Pensiun
91.258.933 76.394.632 14.864.301 19,46
Final Balance of Pension
Contribution Fund
Titipan Dana Kesehatan Pegawai
60.679.342 53.402.087 7.277.255 13,63
Employee Health Fund Deposit
Tantiem Direksi
7.592.201 - - -
Directors' Bonus
Jumlah Total 159.530.476 129.796.719 29.733.757 22,91
Laporan Tahunan dan Keberlanjutan
198 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 199
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Ekuitas Equity
Realisasi ekuitas Perseroan pada 31 Desember 2023 The Company's realized equity on December 31 st, 2023
tercatat sebesar Rp30,91 triliun, meningkat 6,28% was recorded at Rp30.91 trillion, an increase of 6.28%
dibandingkan posisi 31 Desember 2022 sebesar Rp29,08 compared to the position on December 31 st, 2022 of
triliun. Peningkatan tersebut disebabkan oleh Rp29.08 trillion. This increase was caused by an increase
meningkatnya modal ditempatkan dan disetor penuh. in issued and fully paid capital. An explanation of each
Penjelasan masing-masing komponen ekuitas Perseroan component of the Company's equity (entirely owned by
(seluruhnya milik pemerintah Republik Indonesia) the government of the Republic of Indonesia) is as
adalah sebagai berikut: follows:
Modal Ditempatkan dan Disetor Penuh Issued and Fully Paid Capital
Pemerintah menambah modal ditempatkan dan disetor The government increased the issued and fully paid
penuh untuk Perseroan menjadi Rp22,37 triliun pada capital for the Company to RP22.37 trillion as of December
posisi 31 Desember 2023, meningkat dibandingkan posisi 31 st, 2023, an increase compared to the position as of
31 Desember 2022 sejumlah Rp19,17 triliun. December 31 st, 2022 amounting to IRP19.17 trillion.
Modal Ditempatkan dan Disetor Penuh Issued and Fully Paid Capital
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Saldo Awal Tahun
19.168.743.000 19.168.743.000 - -
Beginning of Year Balance
Penambahan Modal Disetor
3.200.000.000 - - -
Additional Paid-In Capital
Jumlah Total 22.368.743.000 19.168.743.000 3.200.000.000 16,69
Saldo Laba Profit Balance
Saldo laba Perseroan pada posisi 31 Desember 2023 adalah The Company's profit balance as of December 31 st, 2023
sejumlah Rp9,55 triliun, meningkat sebesar 24,40% was Rp9.55 trillion, an increase of 24.40% compared to
dibanding tahun sebelumnya yang sejumlah Rp7,68 the previous year of Rp7.68 trillion. The increase was
triliun. Peningkatan tersebut terutama disebabkan oleh mainly due to the increase in the Company's profit
meningkatnya kinerja laba perseroan pada tahun 2023. performance in 2023.
Saldo Laba Profit Balance
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Ditentukan Penggunaannya
(Cadangan Wajib dan Umum)
9.476.398.277 7.694.357.800 1.782.040.477 23,16
Appropriated (Mandatory and
General Reserves)
Belum Ditentukan Penggunaannya
76.609.318 (15.271.506) 91.880.824 (601,65)
Unappropriated
Dampak Penerapan Awal PSAK 71
Impact of Early Implementation of - 173.801.073 - -
PSAK 71
Jumlah Total 9.553.007.595 7.679.086.294 1.873.921.301 24,40
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 199
Annual and Sustainability Report
Page 200
Analisis dan Pembahasan Management
Management Discussion and Analysis
Komponen Ekuitas Lainnya Equity Components
Perseroan mencatatkan komponen ekuitas lainnya pada The company recorded other equity components on
posisi 31 Desember 2023 sejumlah Rp(1.08) triliun, December 31 st, 2023 amounting to RP(1.08) trillion, a
menurun dibanding tahun sebelumnya yang sejumlah decrease compared to the previous year which amounted
Rp(1,043) triliun. Penurunan tersebut terutama to RP(1.043) trillion. This decrease was mainly due to
disebabkan oleh pengukuran kembali kewajiban imbalan remeasurement of post-employment benefit obligations
pasca kerja oleh aktuaria. by actuaries.
Komponen Ekuitas Lainnya Other Equity Components
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Akumulasi Rugi Aktuaria atas
Imbalan Kerja
(1.082.459.162) (1.037.483.391) (44.975.771) (4,34)
Accumulated Actuarial Loss on
Employee Benefits
Selisih Likuidasi
968.135 968.135 - -
Liquidation Difference
Tambahan Modal Disetor atas
Pengampunan Pajak
486.081 486.081 - -
Additional Paid-in Capital for Tax
Amnesty
Jumlah Total (1.081.004.946) (1.036.029.175) (44.975.771) (4,34)
Laporan Laba Rugi Dan Penghasilan Komprehensif Consolidated Statement Of Profit And Loss And
Lain Konsolidasian Other Comprehensive Income
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pendapatan Revenues
Pendapatan Angkutan dan Usaha
Lainnya
27.764.287.041 22.967.071.664 4.797.215.377 20,89
Transportation and Other Operating
Revenues
Pendapatan Konstruksi
7.342.248.533 2.610.567.346 4.731.681.187 181,25
Construction Revenue
Jumlah Pendapatan
35.106.535.574 25.577.639.010 9.528.896.564 37,25
Total Revenues
Beban Pokok Pendapatan Cost of Revenues
Beban Angkutan dan Usaha Lainnya
Transportation and Other Operating (19.676.271.707) (15.930.293.675) (3.745.978.032) 23,51
Costs
Beban Konstruksi Construction Cost (7.342.248.533) (2.610.567.346) (4.731.681.187) 181,25
Jumlah Beban Pokok Pendapatan
(27.018.520.240) (18.540.861.021) (8.477.659.219) 45,72
Total Cost of Revenues
Laporan Tahunan dan Keberlanjutan
200 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 201
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Laba Bruto Gross Profit 8.088.015.334 7.036.777.989 1.051.237.345 14,94
Beban Usaha Operating Expenses (4.227.212.786) (3.664.532.070) (562.680.716) 15,35
Laba Usaha Operating Profit 3.860.802.548 3.372.245.919 488.556.629 14,49
Penghasilan Keuangan
301.722.909 139.514.964 162.207.945 116,27
Finance Income
Bagian Rugi Bersih Entitas Asosiasi
dan Ventura Bersama
(507.073.954) (267.504.272) (239.569.682) 89,56
Equity in Net Loss of Associates and
Joint Ventures
Beban Keuangan
(1.507.438.966) (980.572.153) (526.866.813) 53,73
Finance Cost
Selisih Kurs
(57.275.927) 42.673.110 (99.949.037) (234,22)
Foreign Exchanges
Keuntungan (Kerugian) Lain-lain -
Bersih 156.750.557 (95.769.893) 252.520.450 (263,67)
Other Gains (Losses) - Net
Laba (Rugi) Sebelum Pajak
2.247.487.167 2.210.588.300 36.898.867 1,67
Profit (Loss) Before Tax
Manfaat (Beban) Pajak Penghasilan
Bersih-Net (375.939.030) (524.599.080) 148.660.050 (28,34)
Income Tax Benefit (Expense)-Net
Laba (Rugi) Tahun Berjalan/Tahun
1.871.548.137 1.685.989.220 185.558.917 11,01
Profit (Loss) for the Period/Year
Penghasilan (Rugi) Komprehensif Lain yang Tidak Direklasifikasi ke Laba Rugi pada Periode Berikutnya
Other Comprehensive Income (Loss) Not Reclassified to Profit or Loss in the Next Period
Pengukuran Kembali Liabilitas
Imbalan Pasti
(56.850.198) 746.347.332 (803.197.530) (107,62)
Remeasurement of Defined Benefit
Liability
Efek Pajak Penghasilan Terkait
11.703.462 (165.506.775) 177.210.237 (107,07)
Income Tax Effect
Jumlah Laba (Rugi) Komprehensif
Lain - Setelah Pajak
(45.146.736) 580.840.557 (625.987.293) (107,77)
Total Other Comprehensive Profit
(Loss) - Net of Tax
Jumlah Laba (Rugi) Komprehensif
Tahun Berjalan
1.826.401.401 2.266.829.777 (440.428.376) (19,43)
Total Comprehensive Profit (Loss)
For The Year
Laba (Rugi) Tahun Berjalan yang Dapat Diatribusikan Kepada:
Profit (Loss) for the Year Attributable To:
Pemilik Entitas Induk
1.873.921.301 1.782.040.477 91.880.824 5,16
Owner of the Parent Entity
Kepentingan Non-Pengendali
-2.373.164 (96.051.257) 93.678.093 (97,53)
Non-Controlling Interest
Jumlah
1.871.548.137 1.685.989.220 185.558.917 11,01
Total
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 201
Annual and Sustainability Report
Page 202
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Jumlah Laba (Rugi) Komprehensif yang Dapat Diatribusikan Kepada:
Total Comprehensive Profit (Loss) Attributable to:
Pemilik Entitas Induk
1.828.945.530 2.362.914.534 (533.969.004) (22,60)
Owner of the Parent Entity
Kepentingan Non-pengendali
(2.544.129) (96.084.757) 93.540.628 (97,35)
Non-Controlling Interest
Jumlah Total 1.826.401.401 2.266.829.777 (440.428.376) (19,43)
Laba (Rugi) per Saham Dasar
84 93 (9) (9,68)
Basic Profit (Loss) per Share
PENDAPATAN REVENUE
Pendapatan Perseroan untuk tahun 2023 adalah sejumlah The Company's revenue for 2023 is Rp 27.76 trillion, an
Rp27,76 triliun, meningkat sebesar 20,89% dibanding increase of 20.89% compared to the previous year which
tahun sebelumnya yang sejumlah Rp25,58 triliun. amounted to Rp 25.58 trillion. This increase was mainly
Peningkatan tersebut terutama disebabkan oleh due to increased passenger transportation revenues.
meningkatnya pendapatan angkutan penumpang.
Beban Pokok Pendapatan Cost of Revenue
Beban pokok pendapatan Perseroan untuk tahun 2023 The Company's cost of revenue for 2023 is Rp 27.02 trillion,
adalah sejumlah Rp27,02triliun, meningkat sebesar an increase of 45.72% compared to the previous year
45,72% dibanding tahun sebelumnya yang sejumlah which amounted to Rp 18.54 trillion. The increase was
Rp18,54 triliun. Peningkatan tersebut terutama mainly due to an increase in personnel expenses, fuel
disebabkan oleh peningkatan beban pegawai, beban expenses, maintenance expenses, and leasehold use
BBM, beban perawatan, dan beban penggunaan expenses (TAC).
prasarana (TAC).
Laba Bruto Gross Profit
2023 adalah sejumlah Rp8,09 triliun, meningkat sebesar The Company's gross profit for 2023 is Rp8.09 trillion, an
14,94% dibanding tahun sebelumnya yang sejumlah increase of 14.94% compared to the previous year which
Rp7,04 triliun. Peningkatan tersebut terutama disebabkan amounted to Rp7.04 trillion. The increase was mainly due
oleh peningkatan pendapatan angkutan dan usaha to an increase in transportation revenue and other
lainnya yang sejalan dengan beban pokok businesses in line with the cost of revenue.
pendapatannya.
Laba Bruto Gross Profit
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Jumlah Pendapatan
35.106.535.574 25.577.639.010 9.528.896.564 37,25
Total Income
Jumlah Beban Pokok Pendapatan
(27.018.520.240) (18.540.861.021) (8.477.659.219) 45,72
Total Cost of Revenue
Laba Bruto
8.088.015.334 7.036.777.989 1.051.237.345 14,94
Gross Profit
Laporan Tahunan dan Keberlanjutan
202 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 203
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Beban Usaha Operating Expenses
Beban usaha Perseroan untuk tahun 2023 adalah The Company's operating expenses for 2023 are Rp4.23
sejumlah Rp4,23 triliun, meningkat sebesar 15,35% trillion, an increase of 15.35% compared to the previous
dibanding tahun sebelumnya yang sejumlah Rp3,66 year which amounted to Rp3.66 trillion. The increase was
triliun. Peningkatan tersebut terutama disebabkan oleh mainly due to the increase in general and administrative
meningkatnya beban umum dan administrasi dan terdapat expenses and the recovery of allowance for impairment
pemulihan cadangan penurunan nilai piutang. of receivables.
Laba Bruto Gross Profit
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Pegawai Employee 2.870.874.456 2.466.173.859 404.700.597 16,41
Pemasaran Marketing 238.721.485 177.515.152 61.206.333 34,48
Perlengkapan dan Operasional
Kantor Office Equipment and 214.509.157 181.311.576 33.197.581 18,31
Operations
Teknologi dan Sistem Informasi
Information Technology and 191.216.621 181.107.282 10.109.339 5,58
Systems
Pendidikan dan Pelatihan Education
149.609.220 142.533.291 7.075.929 4,96
and Training
Rapat/Akomodasi Meeting/
135.391.442 118.755.270 16.636.172 14,01
Accommodation
Administrasi Administrative 124.309.044 113.740.157 10.568.887 9,29
Penyusutan Fasilitas Facility
99.798.926 129.430.614 (29.631.688) (22,89)
Depreciation
Pajak Bumi dan Bangunan Land
87.764.692 78.113.981 9.650.711 12,35
and Building Tax
Konsultan, Penelitian dan
Pengembangan Consultants, 80.752.194 62.078.041 18.674.153 30,08
Research and Development
Penurunan Nilai Aset Keuangan
34.265.549 50.772.847 (16.507.298) (32,51)
Impairment of Financial Assets
Jumlah Total Income 4.227.212.786 3.664.532.070 562.680.716 15,35
Laba Usaha Operating Profit
Laba usaha Perseroan untuk tahun 2023 adalah sejumlah The Company's operating profit for 2023 is RP3.86 trillion,
Rp3,86 triliun, meningkat 14,49% dibandingkan dengan an increase of 14.49% compared to 2022 which was RP
tahun 2022 yang sejumlah Rp3,37 triliun. Peningkatan 3.37 trillion. This increase was mainly contributed by an
tersebut terutama dikontribusikan oleh peningkatan increase in passenger and freight transportation
pendapatan angkutan penumpang dan barang. revenues.
Laba Usaha Operating Profit
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Laba Bruto Laba Bruto 8.088.015.334 7.036.777.989 1.051.237.345 14,94
Beban Usaha Operating Profit (4.227.212.786) (3.664.532.070) (562.680.716) 15,35
Laba Usaha Operating Profit 3.860.802.548 3.372.245.919 488.556.629 14,49
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 203
Annual and Sustainability Report
Page 204
Analisis dan Pembahasan Management
Management Discussion and Analysis
Penghasilan Keuangan Financial Income
Penghasilan keuangan Perseroan untuk tahun 2023 The Company's financial income for 2023 was recorded
tercatat sejumlah Rp301,72 miliar, meningkat 116,275% at RP301.72 billion, an increase of 116.275% compared to
dibandingkan dengan tahun 2022 yang mencapai 2022 which reached RP139.51 billion. This increase was
Rp139,51 miliar. Peningkatan tersebut terutama mainly due to an increase in the PEN Current Value
disebabkan oleh peningkatan penyesuaian Nilai Kini PEN. adjustment.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Jasa Giro Current Account Service 150.723.754 106.536.898 44.186.856 41,48
Penyesuaian Nilai Kini PEN
109.099.460 17.662.552 91.436.908 517,69
PEN Current Value Adjustment
Deposito Berjangka Timed Deposit 41.899.695 15.315.494 26.584.201 173,58
Jumlah Total 301.722.909 139.514.944 162.207.965 116,27
Bagian Rugi Bersih Entitas Asosiasi dan Ventura Share of Net Loss of Associates and Joint Ventures
Bersama
Perseroan membukukan bagian rugi bersih entitas The Company booked share of net loss of associates and
asosiasi dan ventura bersama sebesar Rp507,07 miliar, joint ventures amounted to Rp507.07 billion, an increase
meningkat 89,56% dari tahun sebelumnya sebesar Rp261,48 of 89.56% from the previous year of Rp261.48 billion. The
miliar. Peningkatan tersebut terutama dikontribusikan increase was mainly contributed by loss absorption on
oleh serap rugi atas invesatasi pada investments in joint venture companies.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Entitas Asosiasi Associate Entities
PT Moda Integrasi Transportasi
(10.739.632) (261.428.094) (1.585.745) 17,32
Jabodetabek
PT BPRS Baiturridha Pusaka 2.611.751 268.785 521.866 24,97
Ventura Bersama Joint Ventures
PT Pilar Sinergi BUMN Indonesia
(500.413.215) (261.428.094) (238.985.121) 91,42
(PSBI)
KSO Bumi Kalog 817.504 268.785 548.719 204,15
KSO B Kalog 701.082 717.398 (16.316) (2,27)
KSO PT KAPM - PT PPBM (PT Pacific Prima Buana Mas)
KSO PT KAPM - PT Mega Dasa
(51.444) 1.686 (53.130) (3.151,25)
Semesta
KSO PT KAPM - PT Mahakarya Properti
Jumlah Total (507.073.954) (267.504.227) (239.569.727) 89,56
Laporan Tahunan dan Keberlanjutan
204 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 205
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Beban Keuangan Financial Expenses
Beban keuangan Perseroan untuk tahun 2023 mencapai The Company's financial expenses for 2023 reached Rp1.51
Rp1,51 triliun meningkat 53,73% dibandingkan dengan trillion, an increase of 53.73% compared to 2022, which
tahun 2022 yang mencapai Rp980,57 miliar. Peningkatan was Rp980.57 billion. This increase was influenced, among
tersebut antara lain dipengaruhi oleh peningkatan kredit other things, by an increase in investment loans.
investasi.
Selisih Kurs Foreign Exchange Difference
Selisih kurs tahun Perseroan untuk tahun 2023 The Company's foreign exchange difference for 2023
mencatatkan kerugian sebesar Rp57,28 miliar, turun recorded a loss of Rp57.28 billion, a decrease of 234.22%
234,22% dibandingkan tahun 2022 yang mencatatkan compared to 2022, which recorded a surplus of Rp42.67
surplus Rp42,67 miliar. Hal ini disebabkan adanya Sinking billion. This was due to the existence of a Sinking Fund
Fund untuk proyek KCJB dalam mata uang Dolar AS. for the KCJB project in US Dollars.
Keuntungan (Kerugian) Lain-Lain – Bersih Other Gains (Losses) – Net
Keuntungan lain-lain bersih Perseroan untuk tahun 2023 The Company's net other gains for 2023 amounted to
mencapai Rp156,75 miliar, meningkat 263,67% Rp156.75 billion, an increase of 263.67% compared to 2022,
dibandingkan dengan tahun 2022 yang mencatatkan which recorded a net other loss of Rp95.77 billion. This
kerugian lain-lain bersih sebesar Rp95,77 miliar. increase was influenced by the accrual of the Company's
Peningkatan tersebut dipengaruhi oleh akrual atas contingent liabilities.
kewajiban kontijensi Perseroan.
Laba (Rugi) Sebelum Pajak Profit (Loss) Before Tax
Laba (Rugi) sebelum pajak untuk tahun 2023 adalah Profit (Loss) before tax for 2023 was Rp2.25 trillion, an
sejumlah Rp2,25 triliun, meningkat 1,67% dibandingkan increase of 1.67% compared to 2022, which was Rp2.21
dengan tahun 2022 yang mencapai Rp2,21 triliun. Hal trillion. This was influenced by the improved performance
tersebut dipengaruhi oleh meningkatnya kinerja of the Company.
Perseroan.
Laba (Rugi) Sebelum Pajak Profit (Loss) Before Tax
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Laba (Rugi) Usaha Operating Profit
3.860.802.548 3.372.245.919 488.556.629 14,49
(Loss)
Penghasilan Keuangan Financial
301.722.909 139.514.944 162.207.965 116,27
Income
Bagian Rugi Bersih Entitas Asosiasi
dan Ventura Bersama Share of Net
(507.073.954) (267.504.227) (239.569.727) 89,56
Loss of Associates and Joint
Ventures
Beban Keuangan Financial Burden (1.507.438.966) (980.572.153) (526.866.813) 53,73
Selisih Kurs Exchange Rate
(57.275.927) 42.673.710 (99.949.637) (234,22)
Difference
Keuntungan (Kerugian) Lain-lain -
156.750.557 (95.769.893) 252.520.450 (263,67)
Bersih Other Gains (Losses) - Net
Rugi Sebelum Pajak Loss Before Tax 2.247.487.167 2.210.588.300 36.898.867 1,67
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 205
Annual and Sustainability Report
Page 206
Analisis dan Pembahasan Management
Management Discussion and Analysis
Manfaat (Beban) Pajak Penghasilan - Bersih Income Tax Benefits (Expenses) - Net
Beban pajak penghasilan - bersih Perseroan tahun 2023 The Company's net income tax expense in 2023 reached
mencapa Rp375,94 miliar, menurun 171,66% dibandingkan Rp 375.94 billion, a decrease of 171.66% compared to the
dengan beban pajak penghasilan - bersih tahun 2022 net income tax expense in 2022 which reached Rp 524.60
yang mencapai Rp524,60 miliar. billion.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Konsolidasian Consolidation
Beban Pajak Kini Current Tax Burden
Tahun Berjalan Current Year (144.914.096) (267.504.227) (15.098.342) 11,63
Penyesuaian Adjustment (3.475.554) (980.572.153) (3.709.797) (1.583,74)
Manfaat Pajak Tangguhan Deferred
(227.549.380) 42.673.710 (622.566.969) (157,60)
Tax Benefits
Efek Perubahan Tarif Pajak
Effects of Changes in Tax Rates
Jumlah Total Loss Before Tax (375.939.030) (524.599.080) (900.538.110) (171,66)
Laba (Rugi) Tahun Berjalan Income for the Year
Laba tahun berjalan untuk tahun 2023 mencapai Rp1,87 Profit for the year for 2023 reached Rp1.87 trillion, an
triliun, meningkat 11,01% dibandingkan dengan laba increase of 11.01% compared to profit for the year 2022
tahun berjalan tahun 2022 yang mencapai Rp1,69 triliun. which reached Rp1.69 trillion. This increase was influenced
Peningkatan tersebut dipengaruhi oleh meningkatnya by the increase in the Company's performance.
kinerja Perseroan.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Laba (Rugi) Sebelum Pajak Profit
2.247.487.167 2.210.588.300 36.898.867 1,67
(Loss) Before Tax
Beban Manfaat (Manfaat Beban)
Pajak Penghasilan - Bersih
(375.939.030) (524.599.080) 148.660.050 (28,34)
Income Tax Benefits Expense
(Expense Benefits) - Net
Laba (Rugi) Tahun Berjalan
1.871.548.137 1.685.989.220 185.558.917 11,01
Income for the year
Laba (Rugi) Komprehensif Lain Setelah Pajak Other Comprehensive Profit (Loss) After Tax
Perseroan membukukan rugi komprehensif lain setelah The company recorded other comprehensive loss after
pajak untuk tahun 2023 sebesar Rp45,15 miliar setelah tax for 2023 of RP45.15 billion after recording other
pada tahun sebelumnya mencatatkan penghasilan comprehensive income after tax in the previous year of
komprehensif lain setelah pajak sebesar Rp580,84 miliar. Rp580.84 billion. This is influenced by the increase in the
Hal tersebut dipengaruhi oleh meningkatnya kinerja Company's performance.
Perseroan.
Laporan Tahunan dan Keberlanjutan
206 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 207
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Rugi Komprehensif Lain Setelah Pajak Loss Before Tax
(Dalam ribuan rupiah) (In thousand rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Penghasilan (Rugi) Komprehensif Lain yang Tidak Direklasifikasi ke Laba Rugi pada Periode Berikutnya:
Other Comprehensive Income (Loss) Not Reclassified to Profit or Loss in the Next Period:
Pengukuran Kembali Liabilitas
Imbalan Pasti
(56.850.198) 746.347.332 (803.197.530) (107,62)
Remeasurement of Defined Benefit
Liability
Efek Pajak Penghasilan Terkait
11.703.462 (165.506.775) 177.210.237 (107,07)
Effects of Related Income Tax
Jumlah Rugi Komprehensif Lain -
Setelah Pajak (45.146.736) 580.840.557 (625.987.293) (107,77)
Other Comprehensive Loss After Tax
Laba (Rugi) Tahun Berjalan yang Dapat Diatribusikan Attributable Profit (Loss) for the Year
Laba tahun berjalan yang dapat diatribusikan kepada Profit for the year attributable to owners of the parent
pemilik entitas induk untuk tahun 2023 mencapai Rp1,87 entity for 2023 reached Rp1.87 trillion, an increase of 5.16%
triliun, meningkat 5,16% dibandingkan laba pada tahun compared to profit in 2022 which amounted to RP1,78
2022 yang sejumlah Rp1,78 triliun. Adapun rugi tahun trillion. The current year's loss attributable to non-
berjalan yang dapat diatribusikan kepada kepentingan controlling interests in 2023 is Rp2.38 billion.
non-pengendali tahun 2023 adalah sejumlah Rp2,38
miliar.
Laba (Rugi) Tahun Berjalan yang Dapat Attributable Profit (Loss) for the Year
Diatribusikan (In thousand rupiah)
(Dalam ribuan rupiah)
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Laba (Rugi) Tahun Berjalan yang Dapat Diatribusikan Kepada:
Income (Loss) for the Year Attributable To:
Pemilik Entitas Induk
1.873.921.301 1.782.040.477 91.880.824 5,16
Parent Entity Owner
Kepentingan Non Pengendali
(2.373.164) (96.051.257) 93.678.093 (97,53)
Non-Controlling Interest
Jumlah Total 1.871.548.137 1.685.989.220 185.558.917 11,01
Laba (Rugi) Komprehensif yang Dapat Diatribusikan Attributable Comprehensive Profit (Loss).
Laba komprehensif yang dapat diatribusikan kepada Comprehensive profit attributable to owners of the parent
pemilik entitas induk untuk tahun 2023 mencapai Rp1,83 entity for 2023 reached Rp 1.83 billion, down 22.60%
miliar, turun 22,60% dibandingkan tahun 2022 yang compared to 2022 which reached Rp 2.36 billion.
mencapai Rp2,36 miliar. Sementara itu, rugi komprehensif Meanwhile, comprehensive loss attributable to non-
yang dapat diatribusikan kepada kepentingan non- controlling interests in 2023 reached Rp 2.54 billion, down
pengendali tahun 2023 mencapai Rp2,54 miliar, turun 97.35% compared to 2022 which reached Rp 96.08 billion.
97,35% dibandingkan dengan tahun 2022 yang mencapai
Rp96,08 miliar.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 207
Annual and Sustainability Report
Page 208
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023\ 2022
Description
Nominal Persentase
Nominal Percentage
Laba (Rugi) Tahun Berjalan yang Dapat Diatribusikan Kepada:
Income (Loss) for the Year Attributable To:
Pemilik Entitas Induk
1.828.945.530 2.362.914.534 (533.969.004) (22,60)
Parent Entity Owner
Kepentingan Non Pengendali
(2.544.129) (96.084.757) 93.540.628 (97,35)
Non-Controlling Interest
Jumlah Total 1.826.401.401 2.266.829.777 (440.428.376) (19,43)
Laba (Rugi) Per Saham Dasar Basic Earnings (Loss) Per Share
Rugi per saham dasar Perseroan tahun untuk 2023 The Company's basic loss per share for 2023 reached Rp84
mencapai Rp84 ribu, turun 9,68% dibandingkan dengan thousand, down 9.68% compared to the basic loss per
rugi per saham dasar tahun 2022 yang mencapai Rp93 share in 2022 which reached Rp93 thousand. This change
ribu. Perubahan tersebut terutama berasal dari turunnya mainly came from a decrease in profit (loss) for the year
laba (rugi) tahun berjalan yang dapat diatribusikan attributable to owners of the parent entity, which fell by
kepada pemilik entitas induk yang turun 22,26%. 22.26%.
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Laba (Rugi) tahun berjalan yang
dapat diatribusikan kepada pemilik
entitas induk 1.873.921.301 1.782.040.477 91.880.824 5,16
Income (Loss) for the year
attributable to parent entity
Rata-rata tertimbang saham
beredar
223.687.430 19.168.743 204.518.687 1.066,94
Weighted average shares
outstanding
Rugi per Saham Dasar
84 93 (9) (9,68)
Basic Loss per Share
Laporan Tahunan dan Keberlanjutan
208 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 209
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 209
Annual and Sustainability Report
Page 210
Analisis dan Pembahasan Management
Management Discussion and Analysis
LAPORAN ARUS KAS KONSOLIDASI
CONSOLIDATED CASH FLOW STATEMENT
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Arus Kas dari Aktivitas Operasi
Cash Flows From Operating Activities
Penerimaan Kas dari Pelanggan
23.922.111.200 18.291.269.386 5.630.841.814 30,78
Cash Receipts from Customer
Pembayaran kepada Pemasok
(12.614.784.290) (970.129.979) (11.644.654.311) 1.200,32
Payments to Suppliers
Pembayaran kepada Karyawan
(7.261.135.359) (6.469.435.899) (791.699.460) 12,24
Payment to Employees
Penerimaan dari Pemerintah
2.893.428.499 4.043.803.506 (1.150.375.007) (28,45)
Receipts from Government
Pembayaran kepada Pemerintah
(656.220.091) (221.003.573) (435.216.518) 196,93
Payment to Government
Penerimaan Bunga
192.619.984 139.527.011 53.092.973 38,05
Interest Income
Penerimaan Kas dari Restitusi Pajak
52.410.340 240.700.252 (188.289.912) (78,23)
Cash Receipts from Tax Restitution
Pembayaran Pajak Penghasilan
(452.680.995) 261.362.844 (191.318.151) 73,20
Payment of Income Tax
Pembayaran Beban Keuangan
(1.357.714.336) (900.937.342) (456.776.994) 50,70
Payment of Finance Cost
Arus Kas Bersih yang Diperoleh dari
(Digunakan untuk) Aktivitas Operasi
4.718.034.952 5.161.260.697 (443.225.745) (8,59)
Net Cash Flows Obtained from (Used
in) Operating Activities
Arus Kas dari Aktivitas Investasi
Cash Flows from Investment Activities
Perolehan Aset Tetap
(2.844.996.137) (2.666.090.431) (178.905.706) 6,71
Acquisition of Fixed Assets
Perolehan Hak Pengoperasian Aset
Prasarana (3.637.895.369) (2.708.416.050) (929.479.319) 34,32
Acquisitions of Infrastructure Assets
Laporan Tahunan dan Keberlanjutan
210 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 211
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Penambahan Aset tak berwujud
(182.588.089) (79.721.528) (102.866.561) 129,03
Addition of Intangible Assets
Penempatan Uang Muka Setoran
Modal
(2.728.053.311) (791.878.657) (1.936.174.654) 244,50
Placement of Capital Deposit
Advances
Penempatan Investasi pada Entitas
Asosiasi dan Ventura Bersama
(22.050.000) (4.900.000) (17.150.000) 350,00
Investment Placement in Associates
and Joint Ventures
Penerimaan Bunga Pinjaman dari
Entitas Asosiasi dan Ventura
Bersama
- 791.878.657 (791.878.657) -
Receipt of Loan Interest from
Associated Entities and Joint
Ventures
Penerimaan Dividen dari Entitas
Asosiasi dan Ventura Bersama
19.807.329 688.262 19.119.067 2.777,88
Dividend Receipt from Associates
and Joint Ventures
Penempatan Dana Dibatasi
Penggunaannya (101.878.255) (2.860.752.138) 2.758.873.883 (96,44)
Placement of Restricted Fund
Penarikan Dana Dibatasi
Penggunaannya 4.024.574.246 - 4.024.574.246 -
Withdrawal of Restricted Fund
Arus Kas Bersih yang Digunakan
untuk Aktivitas Investasi
(6.340.840.442) (8.319.191.885) 1.978.351.443 (23,78)
Net Cash Used in Investment
Activities
Arus Kas dari Aktivitas Pendanaan
Cash Flows from Investment Activities
Penerimaan Pinjaman Bank Jangka
Pendek
5.636.300.935 13.706.510.355 (8.070.209.420) (58,88)
Short Term Proceeds From Bank
Loan
Penerimaan Pinjaman Bank
Long Term Proceeds From Bank 3.200.303.452 2.654.659.751 545.643.701 20,55
Loan
Pembayaran Pinjaman Bank Jangka
Pendek (6.007.777.797) (14.606.472.528) 8.598.694.731 (58,87)
Short Term Payment of Bank Loans
Pembayaran Pinjaman Bank Jangka
Panjang (1.236.391.211) (941.505.589) (294.885.622) 31,32
Long Term Payment of Bank Loan
Pembayaran Liabilitas Sewa
(31.554.208) (37.190.355) 5.636.147 (15,15)
Payment of Lease Liabilities
Pembayaran Pinjaman Program PEN (437.500.000) - (437.500.000) -
Penerimaan Obligasi
- 1.500.000.000 (1.500.000.000) (100,00)
Bonds Proceeds
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 211
Annual and Sustainability Report
Page 212
Analisis dan Pembahasan Management
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian
2023 2022
Description
Nominal Persentase
Nominal Percentage
Penerimaan Sukuk
- 1.500.000.000 (1.500.000.000) (100,00)
Sukuk Proceeds
Pembayaran Obligasi
- 500.000.000 (500.000.000) (100,00)
Bonds Payment
Pembayaran Biaya Emisi Obligasi
- (5.041.083) 1.000.000.000 (100,00)
Payment of Bond Issuance Fees
Pembayaran Biaya Emisi Sukuk
- 791.878.657 (791.878.657) -
Payment of Sukuk Issuance Fees
Penerimaan Penyertaan Modal
Negara
19.807.329 688.262 19.119.067 2.777,88
Proceeds of State Equity
Participation
Penerimaan Pinjaman Kepentingan
Non Pengendali
(101.878.255) (2.860.752.138) 2.758.873.883 (96,44)
Proceeds of Non-controlling Interest
Loans
Tambahan Setoran Modal
Kepentingan Non Pengendali
4.024.574.246 - 4.024.574.246 -
Capital Addition of Non-Controlling
Interest
Pembayaran Dividen Entitas Anak
(6.340.840.442) (8.319.191.885) 1.978.351.443 (23,78)
Payments of Subsidiary Dividend
Arus Kas Bersih yang Diperoleh dari
Aktivitas Pendanaan
5.636.300.935 13.706.510.355 (8.070.209.420) (58,88)
Net Cash Provided from Financing
Activities
Penurunan (Kenaikan) Bersih Kas
dan Setara Kas
3.200.303.452 2.654.659.751 545.643.701 20,55
Decrease (Increase) Cash and Cash
Equivalents
Kas dan Setara Kas Awal Tahun
Cash and Cash Equivalents at the (6.007.777.797) (14.606.472.528) 8.598.694.731 (58,87)
Beginning of the Year
Selisih Kurs Kas dan Setara Kas
Foreign Exchange Rate Cash and (1.236.391.211) (941.505.589) (294.885.622) 31,32
Cash Equivalents
Kas dan Setara Kas Akhir Tahun
Cash and Cash Equivalents at the (31.554.208) (37.190.355) 5.636.147 (15,15)
End of Year
Rekonsiliasi Jumlah Kas dan Setara Kas
Reconciliation of Total Cash and Cash Equivalent
Jumlah yang Dilaporkan pada
Laporan Arus Kas
5.138.571.482 5.695.720.193 (557.148.711) (9,78)
Amounts Reported on the
Statement of Cash Flows
Cadangan Kerugian Penurunan Nilai
Kas dan Setara Kas
- - - -
Allowance for Impairment Losses on
Cash and Cash Equivalents
Jumlah yang Dilaporkan pada
Laporan Posisi Keuangan
5.138.571.482 5.695.720.193 (557.148.711) (9,78)
Amount as Reported in Statement of
Financial Position
Laporan Tahunan dan Keberlanjutan
212 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 213
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arus Kas dari Aktivitas Operasi Cash Flow from Operating Activities
Aktivitas operasi Perseroan tahun 2023 menghasilkan The Company's operating activities in 2023 will generate
arus kas bersih sebesar Rp4,72 triliun, menurun 8,59% net cash flow of Rp4.72 trillion, a decrease of 8.59%
dibandingkan tahun 2022 sejumlah Rp5,16 triliun. compared to 2022 of Rp5.16 trillion. This decrease was
Penurunan tersebut terutama disebabkan oleh turunnya mainly due to a significant decrease in cash receipts from
penerimaan kas dari restitusi pajak secara signifikan. tax refunds.
Arus Kas dari Aktivitas Investasi Cash Flows from Investing Activities
Arus kas bersih Perseroan yang digunakan untuk aktivitas The Company's net cash flow used for investment
investasi pada tahun 2023 mencapai Rp6,34 triliun, turun activities in 2023 reached Rp6.34 trillion, down 23.78%
23,78% dibandingkan tahun 2022 sebesar Rp8,31 triliun. compared to 2022 of Rp8.31 trillion. This is mainly due to
Hal tersebut terutama disebabkan telah beroperasinya the operation of the Jabodebek LRT and KCJB so that
LRT Jabodebek dan KCJB sehingga dana PNM untuk PNM funds for these two projects will decrease
kedua proyek tersebut turun secara signifikan pada tahun significantly in 2023.
2023.
Arus Kas dari Aktivitas Pendanaan Cash Flow from Financing Activities
Arus kas bersih Perseroan yang diperoleh dari aktivitas The Company's net cash flow obtained from financing
pendanaan untuk tahun 2023 adalah sejumlah Rp1,12 activities for 2023 was Rp1.12 trillion, a decrease of 77.55%
triliun, menurun 77,55% dibandingkan dengan tahun compared to 2022 which reached Rp5.00 trillion. This was
2022 yang mencapai Rp5,00 triliun. Hal ini disebabkan due to a decrease in short-term bank loan receipts.
turunnya penerimaan pinjaman jangka pendek bank.
KEMAMPUAN MEMBAYAR UTANG DAN
KOLEKTIBILITAS PIUTANG
ABILITY TO PAY DEBT AND COLLECTIBILITY OF RECEIVABLES
KEMAMPUAN MEMBAYAR UTANG ABILITY TO PAY DEBT
Kemampuan membayar utang dapat dilihat melalui The ability to pay debts can be seen through the
rasio likuiditas dan rasio solvabilitas. Rasio likuiditas liquidity ratio and solvency ratio. The liquidity ratio
menunjukkan kemampuan KAI dalam memenuhi shows KAI's ability to meet short-term liabilities, which
liabilitas jangka pendek antara lain dapat diukur can be measured, among other things, through the
melalui rasio kas dan rasio lancar. Rasio kas dihitung cash ratio and current ratio. The cash ratio is calculated
dengan cara membandingkan kas yang dimiliki by comparing cash held with the amount of short-term
dengan jumlah liabilitas jangka pendek, sedangkan liabilities, while the current ratio is calculated by
rasio lancar dihitung dengan cara membandingkan comparing the amount of current assets with the
jumlah aset lancar dengan jumlah liabilitas jangka amount of short-term liabilities.
pendek
Kemampuan Membayar Utang Jangka Pendek Ability to Pay Short Term Debt (Liquidity)
(Likuiditas)
Tingkat kemampuan KAI dalam memenuhi kewajiban The level of KAI's ability to fulfill short-term obligations
jangka pendek dapat diukur dari tingkat likuiditas yang can be measured from the level of liquidity it has. The
dimiliki. Indikator yang digunakan untuk mengukur indicator used to measure the level of liquidity is the
tingkat likuiditas adalah rasio lancar yang current ratio which compares current assets with current
membandingkan antara aset lancar dengan liabilitas lancar. liabilities.
Pertumbuhan 2022-
Uraian
2023 2022 2023
Description
Growth in 2022-2023
Rasio kas Cash ratio 28,67 (49,88) 91.880.824
Rasio lancar Current ratio 72,67 (52,82) 204.518.687
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 213
Annual and Sustainability Report
Page 214
Analisis dan Pembahasan Management
Management Discussion and Analysis
Rasio kas Perseroan pada 2023 adalah sebesar 28,67 atau The Company's cash ratio in 2023 will be 28.67 or a
turun 49,88% dibandingkan dengan tahun 2022 sebesar decrease of 49.88% compared to 2022 of 57.20. This is
57,20. Hal tersebut antara lain disebabkan turunnya partly due to the decline in tax refund receipts from the
penerimaan restitusi pajak dari pemerintah. government.
Rasio lancar Perseroan juga mengalami penurunan, yaitu The Company's current ratio also decreased, namely by
sebesar 52,82% dari 154,02 pada tahun 2022 menjadi 72,67 52.82% from 154.02 in 2022 to 72.67 in 2023. This was partly
pada tahun 2023. Hal tersebut salah satunya disebabkan due to the operation of KCJB so that capital receipts for
oleh telah beroperasinya KCJB sehingga penerimaan the project decreased. In order to manage liquidity risk,
modal untuk proyek tersebut menurun. Dalam rangka the Company strives to maintain sufficient cash and cash
mengelola risiko likuiditas, Perseroan berupaya untuk equivalents as well as monitor cash flow forecasts and
menjaga kecukupan kas dan setara kas serta memonitor actual cash flows as well as adjust the maturity profile
perkiraan arus kas dan arus kas aktual serta menyesuaikan of financial assets and liabilities.
profil jatuh tempo dari aset dan liabilitas keuangan.
Kemampuan Membayar Utang Jangka Panjang Ability to Pay Long Term Debt (Solvency)
(Solvabilitas)
Rasio solvabilitas adalah rasio yang menunjukkan The solvency ratio is a ratio that shows the Company's
kemampuan Perseroan dalam membayar kewajiban- ability to pay its long-term obligations.
kewajiban jangka panjangnya.
Kemampuan Membayar Utang Jangka Panjang Ability to Pay Long Term Debt
Pertumbuhan 2022-
Uraian
2023 2022 2023
Description
Growth in 2022-2023
Return on Equity (ROE) 11,82 11,92 (0,84)
Return on Investment (ROI) 7,58 7,64 (0,79)
Return on Asset (ROA) 2,30 2,49 (7,63)
Secara keseluruhan, kemampuan KAI membayar utang Overall, KAI's ability to pay long-term debt is still good,
jangka panjang masih baik, ditandai dari rasio as indicated by the solvency ratio which has decreased
solvabilitas yang sedikit menurun dibandingkan dengan slightly compared to last year. The Company's ROE was
tahun lalu. ROE Perseroan adalah sebesar 11,82, turun 11.82, down 0.82% compared to 2022 of 11.92%. The
0,82% dibandingkan dengan tahun 2022 sebesar 11,92%. Company's ROI in 2023 is 7.58, down 0.79% compared to
Adapun ROI Perseroan tahun 2023 sebesar 7,58, turun 2022 of 7.64. Meanwhile, the Company's ROA in 2023 will
0,79% dibandingkan dengan tahun 2022 sebesar 7,64. reach 2.30, down 7.63% compared to 2022 of 2.49. This
Sedangkan ROA Perseroan pada 2023 mencapai 2,30, was caused by the increase in the Company's performance
turun 7,63% dibandingkan dengan tahun 2022 sebesar so that the Company's profit after tax increased.
2,49. Hal tersebut disebabkan oleh meningkatnya kinerja
Perseroan sehingga laba setelah pajak Perseroan
meningkat.
Kemampuan Membayar Utang dari Efek-Efek yang Ability to Pay Debt from Securities Issued
Diterbitkan
Kualitas efek sangat ditentukan oleh kemampuan The quality of securities is largely determined by the
perusahaan penerbit efek dalam membayar efek nya pada ability of the securities issuing company to pay its
saat jatuh tempo dan kemampuannya membayar bunga securities at maturity and its ability to pay interest or
atau kupon selama jangka waktu penerbitan efek coupons during the period during which the securities
tersebut. Salah satu indikator yang dapat digunakan are issued. One indicator that can be used to determine
untuk menentukan kualitas Perusahaan adalah hasil the quality of a company is the ranking results
peringkat yang ditentukan oleh Lembaga Pemeringkat determined by an Independent Rating Agency.
Independen.
Laporan Tahunan dan Keberlanjutan
214 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 215
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Uraian Rating Rating
Description Rank 2023 Rank 2022
Indonesian Railways Bond I 2017 Series A
idAAA idAA+
Bond I Indonesian Railways 2017 Series A
Indonesian Railways Bond I 2017 Series B
idAAA idAA+
Bond I Indonesian Railways 2017 Series B
Indonesian Railways Bond II 2019 Series A
idAAA idAA+
Bond II Indonesian Railways 2019 Series A
Indonesian Railways Bond II 2019 Series B
idAAA idAA+
Bond II Indonesian Railways 2019 Series B
Indonesian Railways Sustainable Bonds I Phase I 2022 Series A
idAAA idAA+
Kereta Api Indonesia Sustainable Bonds I Phase I 2022 Series A
Indonesian Railways Sustainable Bonds I Phase I 2022 Series B
idAAA idAA+
Kereta Api Indonesia Sustainable Bonds I Phase I 2022 Series B
Kereta Api Indonesia Sustainable Sukuk Ijarah I Phase I 2022 Series A
idAAA(sy) idAA+(sy)
Kereta Api Indonesia Sustainable Sukuk Ijarah I Phase I 2022 Series A
Kereta Api Indonesia Sustainable Sukuk Ijarah I Phase I 2022 Series B
idAAA(sy) idAA+(sy)
Kereta Api Indonesia Sustainable Sukuk Ijarah I Phase I 2022 Series B
Kolektibilitas Piutang Collectibility of Receivables
Pengelolaan piutang Perseroan merupakan salah satu Management of the Company's receivables is an important
faktor penting dalam menjaga modal kerja pada tingkat factor in maintaining working capital at a safe level.
yang aman. Collection period mengukur waktu yang Collection period measures the time it takes the Company
dibutuhkan Perseroan untuk menerima pembayaran atas to receive payment for bills from a business, so that it
tagihan dari suatu usaha, sehingga semakin rendah gets lower collection period, then the better. The highest
collection period, maka semakin baik. Skor tertinggi score is reserved for performance with collection period
diperuntukkan untuk kinerja dengan collection period equal to or less than 60 days. In 2023, collection period
sama atau kurang dari 60 hari. Tahun 2023, collection The company reached 24.58 days, an increase compared
period Perseroan mencapai 24,58 hari, meningkat to 2022 which reached 22.30 days. This was caused by a
dibandingkan tahun 2022 yang mencapai 22,30 hari. Hal decrease in receipt of receivable payments from
tersebut disebabkan oleh menurunnya penerimaan customers. Even though there has been a slight increase,
pembayaran piutang dari pelanggan. Meskipun Management believes that the Company's collectibility
mengalami sedikit peningkatan, Manajemen berpendapat level will still be considered good in 2023.
tingkat kolektibilitas Perseroan masih tergolong baik
pada tahun 2023.
Pertumbuhan Pertumbuhan
(Penurunan) (Penurunan)
Uraian
2023 2022 2022-2023 2022-2023
Description
Growth in 2022-2023 Growth in 2022-
(Nominal) 2023 (Persentase)
Berdasarkan umur By age
0 – 30 hari 0 – 30 days 1.653.982.587 1.190.788.301 463.194.286 38,90
31 – 90 hari 31 – 90 days 176.516.181 113.776.059 62.740.122 55,14
91 – 360 hari 91 – 360 days 87.135.226 103.240.557 (16.105.331) (15,60)
> 360 hari >360 days 236.517.572 264.576.910 (28.059.338) (10,61)
Jumlah Total 2.154.151.566 1.672.381.827 481.769.739) 28,81
Dikurangi Less - - - -
Cadangan Kerugian Penurunan Nilai
(284.556.791) -266.043.760 (18.513.031) 6,96
Allowance for Impairment Losses
Neto Net 1.869.594.775 1.406.338.067 463.256.708 32,94
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 215
Annual and Sustainability Report
Page 216
Analisis dan Pembahasan Management
Management Discussion and Analysis
STRUKTUR MODAL CAPITAL STRUCTURE
Perincian Struktur Modal Capital Structure Details
Struktur modal adalah perbandingan antara modal asing Capital structure is the comparison between foreign
atau utang jangka panjang (long-term liabilities) dan capital or long-term debt (long-term liabilities) and own
modal sendiri. Struktur modal KAI terdiri dari pinjaman, capital. KAI's capital structure consists of loans, which
yang meliputi pinjaman jangka pendek, pinjaman jangka include short-term loans, long-term loans that mature
panjang yang jatuh tempo dalam satu tahun, utang within one year, bonds payable that mature within one
obligasi yang jatuh tempo dalam satu tahun, pinjaman year, National Economic Recovery Program (PEN) loans,
Program Pemulihan Ekonomi Nasional (PEN), pinjaman long-term loans, and bonds payable. The following are
jangka panjang, dan utang obligasi. Berikut ini rincian details of KAI's capital structure in 2023 and a comparison
struktur modal KAI pada tahun 2023 dan with 2022
perbandingannya dengan tahun 2022.
Pertumbuhan 2022-
Growth 2021-2022
Uraian 2023
2023 2022 Growth in 2021-2022
Description Growth in 2022-2023
(Percentage)
(Nominal)
Pinjaman Liabilities
Pinjaman Jangka Pendek
1.388.523.138 1.760.000.000 (371.476.862) (21,11%)
Current Liabilities
Liabilitas Jangka Panjang yang Jatuh Tempo dalam Satu Tahun
Non-Current Liabilities with Maturity within One Year
Pinjaman Jangka Panjang
1.294.613.508 1.196.958.601 97.654.907 8,16%
Non-Current Liabilities
Pinjaman Program PEN
437.500.000 437.500.000 0 0,00%
PEN Program Loans
Utang Obligasi
1.898.852.925 - - -
Bonds Payable
Liabilitas Jangka Panjang yang Jatuh Tempo dalam Satu Tahun
Non-Current Liabilities with Maturity within One Year
Pinjaman Jangka Panjang
20.142.027.462 18.282.631.817 1.859.395.645 10,17%
Non-Current Liabilities
Pinjaman Program PEN
2.625.000.000 3.062.500.000 (437.500.000) (14,29%)
PEN Program Loans
Utang Obligasi
2.594.469.619 4.490.760.381 (1.896.290.762) (42,23%)
Bonds Payable
Sukujk 498.586.194 498.307.111 279.083 0,06%
Jumlah Liabilitas
30.879.572.846 29.728.657.910 1.150.914.936 3,87%
Total Liabilities
Jumlah Ekuitas
30.906.137.241 29.008.184.305 1.897.952.936 6,54%
Total Equity
Rasio Pinjaman terhadap
Ekuitas 99,91% 102,23% (0,02) (2,27%)
Loan to Equity Ratio
Laporan Tahunan dan Keberlanjutan
216 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 217
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kebijakan Manajemen atas Struktur Modal Management Policy on Capital Structure
Dalam mengelola permodalannya, Perseroan senantiasa In managing its capital, the Company always maintains
mempertahankan kelangsungan usaha serta business continuity and maximizes benefits for
memaksimalkan manfaat bagi pemegang saham dan shareholders and other stakeholders. The Company also
pemangku kepentingan lainnya. Perseroan juga berupaya strives to provide adequate returns to shareholders by
memberikan imbal hasil yang memadai kepada pemegang determining product and service prices commensurate
saham dengan menentukan harga produk dan jasa yang with the level of risk. The Company actively and routinely
sepadan dengan tingkat risiko. Perusahaan secara aktif reviews and manages its capital to ensure capital
dan rutin menelaah dan mengelola permodalannya untuk structure and optimal returns for shareholders by
memastikan struktur modal dan pengembalian yang considering the efficiency of capital use based on
optimal bagi pemegang saham dengan operating cash flow and capital expenditure, as well as
mempertimbangkan efisiensi penggunaan modal considering future capital needs.
berdasarkan arus kas operasi dan belanja modal, serta
mempertimbangkan kebutuhan modal di masa yang akan
datang.
Manajemen menilai bahwa struktur modal Perseroan di Management assesses that the Company's capital structure
tahun 2022 semakin baik dengan menurunnya Rasio in 2022 will improve with a decrease in the Loans to
Pinjaman terhadap Ekuitas, mengacu pada Peraturan Equity Ratio, referring to the Regulation of the Minister
Menteri Keuangan Republik Indonesia No. 169 Tahun 2015 of Finance of the Republic of Indonesia No. 169 of 2015
Pasal 2 Ayat 1 yang menyebutkan perbandingan antara Article 2 Paragraph 1 which states that the ratio between
utang dan modal ditetapkan paling tinggi sebesar 4:1 debt and capital is set at a maximum of 4:1 or a maximum
atau maksimal 400%. of 400%.
Dasar Pemilihan Kebijakan Manajemen atas Struktur Basis for Selection of Management Policy on Capital
Modal Structure
Perseroan menetapkan sejumlah rasio modal sesuai The Company determines a number of capital ratios in
proporsi terhadap risiko. Perseroan mengelola struktur proportion to risk. The Company manages its capital
modal dan membuat penyesuaian dengan memperhatikan structure and makes adjustments by taking into account
perubahan kondisi ekonomi, kebutuhan modal masa changes in economic conditions, future capital needs,
depan, profitabilitas baik masa sekarang maupun yang current and future profitability, estimated operating cash
akan datang, perkiraan arus kas operasi, estimasi belanja flows, estimated capital expenditures, projected strategic
modal, proyeksi peluang investasi yang strategis, dan investment opportunities, and underlying asset risk
karakteristik risiko aset yang mendasari. Selain itu, characteristics. Apart from that, Management's policy on
kebijakan Manajemen atas struktur modal juga capital structure is also based on Article 18 paragraph 1
didasarkan pada Pasal 18 ayat 1 Undang-Undang Republik of Law of the Republic of Indonesia Number 36 of 2008
Indonesia Nomor 36 Tahun 2008 tentang Perubahan concerning the Fourth Amendment to Law Number 7 of
Keempat Atas Undang-Undang Nomor 7 Tahun 1983 1983 concerning Income Tax, which states that the
tentang Pajak Penghasilan, yang menyebutkan bahwa Minister of Finance has the authority to issue decisions
Menteri Keuangan berwenang untuk mengeluarkan regarding the amount a comparison between the
keputusan tentang besarnya perbandingan antara utang company's debt and capital that can be justified for the
dan modal perusahaan yang dapat dibenarkan untuk purposes of calculating Income Tax. The basis for
keperluan penghitungan Pajak Penghasilan. Adapun calculating the ratio between debt and company capital
dasar perhitungan besarnya perbandingan antara utang refers to the Regulation of the Minister of Finance of the
dan modal perusahaan mengacu pada Peraturan Menteri Republic of Indonesia No. 169 of 2015 concerning
Keuangan Republik Indonesia No. 169 Tahun 2015 tentang Determining the Comparison Between Debt and Company
Penentuan Besarnya Perbandingan Antara Utang Dan Capital for the Purposes of Calculating Income Tax.
Modal Perusahaan Untuk Keperluan Penghitungan Pajak
Penghasilan.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 217
Annual and Sustainability Report
Page 218
Analisis dan Pembahasan Management
Management Discussion and Analysis
IKATAN MATERIAL ATAS INVESTASI BARANG MODAL
MATERIAL COMMITMENT TO INVESTMENT IN CAPITAL GOODS
Kebutuhan investasi Perseroan baik di bidang sarana, The Company's investment needs, both in the areas of
prasarana, maupun fasilitas, dipenuhi dengan menjalin Rolling Stock, infrastructure and facilities, are met by
kerja sama dengan sejumlah pihak untuk mencapai collaborating with a number of parties to achieve the
sasaran kinerja yang telah ditetapkan. Investasi performance targets that have been set. Investment is
dititikberatkan untuk pengembangan bisnis yang telah focused on developing existing businesses, especially in
berjalan terutama pada angkutan barang baik di Jawa freight transportation in both Java and Sumatra, as well
maupun Sumatra, serta pembaruan kereta-kereta as updating passenger trains. Material ties include
penumpang. Ikatan material termasuk perjanjian- agreements for the procurement of Rolling Stock,
perjanjian pengadaan sarana, prasarana dan fasilitas infrastructure and facilities entered into by the
yang dilakukan Perseroan dan entitas anak. Company and its subsidiaries.
Nama Pihak yang Melakukan Ikatan The Name of Commitment Executor
Uraian Jenis Bentuk Kerja Sama
Description Type Cooperation
Pengadaan pembelian sarana perkeretaapian
PT Industri Kereta Api (Persero) BUMN / SOE
Procurement of purchases of railway Rolling Stock
Perjanjian untuk prasarana LRT Jabodebek
PT Adhi Karya Tbk BUMN / SOE
Procurement of purchases of railway infrastructure
Pengadaan pembelian Lokomotif CC205
Progress Rail Locomotive Inc Private Private
Procurement of purchase of CC205 Locomotive.
Sumber Dana dan Mata Uang yang Menjadi Denominasi Source of Funds and Denominated Currency
Sumber dana yang digunakan untuk memenuhi ikatan The sources of funds used to fulfill the material
material di bawah ini berasal dari sumber internal maupun commitments below come from internal and external
eksternal KAI. Sedangkan mata uang yang menjadi sources from KAI. Meanwhile, the denominated currency
denominasi adalah Rupiah. is Rupiah.
Langkah yang Direncanakan untuk Melindungi Risiko Planned Steps to Hedge Risk from Foreign Currency
dari Posisi Mata Uang Asing Positions
Perseroan menanggung risiko nilai tukar mata uang asing The Company bears foreign currency exchange rate risk
atas transaksi dan saldo yang didenominasi dalam mata for transactions and balances denominated in currencies
uang selain Rupiah. Mata uang yang menimbulkan risiko other than Rupiah. The currency that poses this risk is
ini adalah terutama Dolar AS. Risiko nilai tukar mata primarily the US Dollar. Foreign exchange rate risk is
uang asing dikelola sebaik mungkin dengan lindung nilai managed as best as possible with natural hedging, namely
alami, yaitu dengan menyeimbangkan nilai kekayaan dan by balancing the value of assets and liabilities in each
kewajiban masing-masing mata uang. Untuk currency. To anticipate and reduce the risk of exchange
mengantisipasi dan mengurangi risiko fluktuasi kurs rate fluctuations against the US Dollar, the Company
terhadap Dolar AS, Perseroan mengupayakan sebagian strives for most purchases and sales to be made in the
besar pembelian dan penjualan dilakukan dalam mata same currency and carried out at almost the same time.
uang yang sama serta dilakukan pada saat yang hampir The Company also implements a debt policy that is used
bersamaan. Perseroan juga mengimplementasikan to finance business activities, by conducting transactions
kebijakan utang yang digunakan untuk membiayai in the same currency (natural hedge). Management also
kegiatan usaha, dengan melakukan transaksi dalam mata monitors to ensure that the policy is implemented as
uang yang sama (lindung nilai alami). Manajemen juga fully as possible. In addition, KAI closely monitors
memantau untuk memastikan bahwa kebijakan tersebut fluctuations in foreign currency exchange rates, so that
diimplementasikan semaksimal mungkin. Selain itu, KAI it can take steps that are most beneficial to the Company
memantau secara ketat atas fluktuasi dari nilai tukar mata at the right time.
uang asing, sehingga dapat mengambil langkah-langkah
yang paling menguntungkan Perseroan pada waktu yang
tepat.
Laporan Tahunan dan Keberlanjutan
218 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 219
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
INVESTASI BARANG MODAL
CAPITAL EXPENDITURE INVESTMENT
Investasi barang modal (capital expenditure) Capital goods investment (capital expenditure) is the
merupakan aktivitas pengeluaran dana yang activity of spending funds used to purchase a number
digunakan untuk membeli sejumlah aset tetap atau of fixed assets or to increase the value of fixed assets
untuk menambah nilai aset tetap yang diharapkan which are expected to provide beneficial value in the
dapat memberikan nilai manfaat di masa yang akan future.
datang.
Nilai Investasi Perubahan
Capital Goods Investment Value Changes
Types of Capital Goods
2023 2022 Nominal Percentage
Sarana Rolling Stock
Locomotive Locomotive - 1.760.000.000 (371.476.862) (21,11%)
Cars Trains 1.021.902.779 1.196.958.601 97.654.907 8,16%
Carriage Wagon - 437.500.000 0 0,00%
Prasarana Infrastructure
Tanah Land 35.682.701 - - -
Bangunan Building 268.615.872 32.951.717 235.664.155 715,18%
Prasarana dan Instalasi
Infrastructure and 142.102.140 17.016.806 125.085.334 735,07%
Installation
Fasilitas Facilities
Mesin dan Peralatan
510.299.590 373.285.448 137.014.142 36,70%
Machinery and Equipment
Kendaraan
7.220.030 4.903.269 2.316.761 47,25%
Vehicle
Inventaris
2.275.354 6.677.713 (4.402.359) (65,93%)
Inventory
Aset Tetap dalam
Pembangunan
1.474.228.828 1.000.846.786 473.382.042 47,30%
Fixed Assets in
Construction
Jumlah
3.462.327.294 2.810.244.158 652.083.136 23,20%
Total
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 219
Annual and Sustainability Report
Page 220
Analisis dan Pembahasan Management
Management Discussion and Analysis
INFORMASI KEUANGAN YANG TELAH DILAPORKAN
YANG MENGANDUNG KEJADIAN YANG SIFATNYA
LUAR BIASA DAN JARANG TERJADI
FINANCIAL INFORMATION THAT HAS BEEN REPORTED THAT CONTAINS EVENTS
THAT ARE EXTRAORDINARY AND RARELY OCCUR
Selama periode pelaporan tahun 2023, Perseroan tidak During the 2023 reporting period, the Company has no
memiliki informasi keuangan yang telah dilaporkan reported financial information that contains
yang mengandung kejadian yang sifatnya luar biasa extraordinary and rare events.
dan jarang terjadi.
KOMPONEN-KOMPONEN SUBSTANSI
DARI PENDAPATAN DAN BEBAN LAINNYA
SUBSTANCE COMPONENTS OF OTHER INCOME AND EXPENSES
Selama periode pelaporan tahun 2023, tidak terdapat During the 2023 reporting period, there are no
komponen-komponen dari pendapatan dan beban components of other income and expenses whose
lainnya yang nilainya sama atau lebih 20% dari total value is equal to or more than 20% of the total value of
nilai pendapatan dan beban lainnya. other income and expenses.
DAMPAK PERUBAHAN HARGA TERHADAP PENJUALAN
ATAU PENDAPATAN BERSIH PERSEROAN
IMPACT OF PRICE CHANGES ON SALES OR NET INCOME OF THE COMPANY
Selama periode pelaporan tahun 2023, Perseroan tidak During the 2023 reporting period, the Company did not
mengalami dampak yang signifikan terhadap experience a significant impact on changes in sales
perubahan harga penjualan atau pendapatan bersih. prices or net income.
PENINGKATAN/PENURUNAN MATERIAL DARI
PENJUALAN/PENDAPATAN BERSIH
MATERIAL INCREASE/DECREASE OF SALES/NET REVENUE
Selama periode pelaporan tahun 2023, tidak terdapat During the 2023 reporting period, there was no material
peningkatan/ penurunan material dari penjualan/ increase/decrease in sales/net income.
pendapatan bersih.
Laporan Tahunan dan Keberlanjutan
220 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 221
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
INFORMASI DAN FAKTA MATERIAL SETELAH
TANGGAL LAPORAN AKUNTAN
MATERIAL INFORMATION AND FACTS AFTER THE DATE OF THE ACCOUNTANT’S
Terdapat informasi dan fakta material yang terjadi There is material information and facts that occurred
setelah tanggal laporan akuntan, dengan perincian after the date of the accountant's report, with the
sebagai berikut: following details:
1. Berdasarkan keputusan Dewan Komisaris PT Kereta 1. Based on the decision of the Board of
Api Indonesia (Persero) Nomor: 02/CH/DEKOM/I/ Commissioners of PT Kereta Api Indonesia (Persero)
2024 tanggal 17 Januari tentang Pemberhentian No: 02/CH/DEKOM/I/2024 dated January 17 th,
dan Pengangkatan Anggota Komite Audit PT regarding the Dismissal and Appointment of
Kereta Api Indonesia (Persero) menjelaskan Members of the Audit Committee of PT Kereta Api
terdapat Pemberhentian sekaligus Pengangkatan Indonesia (Persero), it is explained that there was
Penugasan Anggota Komite Audit atas nama a Dismissal as well as the Appointment of Members
Ernesto dan Amalia Seyanti Lestari. of the Audit Committee named Ernesto and Amalia
Seyanti Lestari.
2. PT Kereta Api Indonesia (Persero) telah 2. PT Kereta Api Indonesia (Persero) has signed a
menandatangani Perjanjian Fasilitas denga China Facility Agreement with China Development Bank
Development Bank untuk pembiayaan Cost for the financing of the Cost Overrun of the
Overrun Proyek Kereta Cepat Jakarta – Bandung Jakarta - Bandung High-Speed Rail Project (KCJB),
(KCJB) yang pencairan pinjaman nya telah with the loan disbursement received by PT Kereta
diterima PT Kereta Api Indonesia (Persero) pada Api Indonesia (Persero) on February 7th, 2024, with
tanggal 7 Februari 2024 dengan rincian sebagai the following details:
berikut:
a. Fasilitas A: USD 230.995.000,00 a. Facility A: USD 230,995,000.00
b. Fasilitas B: RMB Ekuivalen USD b. Facility B: RMB Equivalent of USD
217.080.000,00 (CNY 1.542.787.560,00 rate 217,080,000.00 (CNY 1,542,787,560.00 at the
1/7,107 tanggal 5 Februari 2024). rate of 1/7.107 on February 5 th, 2024).
Pencairan tersebut langsung diteruskan ke PT Pilar The disbursement was directly forwarded to PT
Sinergi BUMN Indonesia (“PSBI”) pada tanggal 7 Pilar Sinergi SOE Indonesia ("PSBI") on February
Februari 2024. 7 th, 2024.
3. Berdasarkan Keputusan Menteri Badan Usaha Milik 3. Based on the Decision of the Minister of State-
Negara Selaku Rapat Umum Pemegang Saham Owned Enterprises as the General Meeting of
Nomor: SK-62/MBU/03/2024 tanggal 5 Maret 2024 Shareholders No: SK-62/MBU/03/2024 dated March
tentang Pemberhentian dan Pengangkatan 5 th, 2024, concerning the Dismissal and
Anggota-Anggota Direksi PT Kereta Api Indonesia Appointment of Members of the Board of Directors
(Persero) menjelaskan sebagai berikut: of PT Kereta Api Indonesia (Persero), the following
is explained:
Pemberhentian Penugasan Dismissal from Assignment:
a. Sdr. Suparno sebagai Direktur SDM dan a. Mr. Suparno as Managing Director of HR
Umum; and General Affairs;
b. Sdr. Sandry Pasambuna sebagai Direktur b. Mr. Sandry Pasambuna as Managing Director
Keselamatan dan Keamanan. of Safety and Security.
Pengangkatan Penugasan Appointment to Assignment:
a. Sdri. Rosma Handayani sebagai Direktur a. Mrs. Rosma Handayani as Managing Director
SDM dan Umum; of HR and General Affairs;
b. Sdr. Dadan Rudiansyah sebagai Direktur b. Mr. Dadan Rudiansyah as Managing Director
Keselamatan dan Keamanan. of Safety and Security.
4. Berdasarkan Keputusan Menteri Badan Usaha Milik 4. Based on the Decision of the Minister of State-
Negara Selaku Rapat Umum Pemegang Saham Owned Enterprises as the General Meeting of
Nomor: SK-61/MBU/03/2024 tanggal 5 Maret 2024 Shareholders No: SK-61/MBU/03/2024 dated March
tentang Pemberhentian dan Pengangkatan 5 th, 2024, concerning the Dismissal and
Anggota Dewan Komisaris PT Kereta Api Indonesia Appointment of Members of the Board of
(Persero) menjelaskan pemberhentian Commissioners of PT Kereta Api Indonesia
penugasan Sdr. Riza Primadi sebagai Komisaris (Persero), it is explained that Mr. Riza Primadi was
Independen dan Pengangkatan Penugasan Sdr. dismissed from his position as Independent
Elen Setiadi sebagai Komisaris. Commissioner and Mr. Elen Setiadi was appointed
as Commissioner.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 221
Annual and Sustainability Report
Page 222
Analisis dan Pembahasan Management
Management Discussion and Analysis
5. Berdasarkan Surat Keputusan Dewan komisaris 5. Based on the Board of Commissioners' Decree No.
Nomor 07/CH/DEKOM/III/2024 tanggal 21 Maret 07/CH/DEKOM/III/2024 dated March 21 st, 2024,
2024 tentang Pemberhentian dan Pengangkatan regarding the Dismissal and Appointment of
Anggota Komite Pemantau Manajemen Risiko PT Members of the Risk Management Monitoring
Kereta Api Indonesia (Persero) sebagai berikut: Committee of PT Kereta Api Indonesia (Persero),
the following decisions were made:
a. Memberhentikan dengan hormat Endang a. Endang Tirtana was honorably dismissed
Tirtana sebagai anggota Komite Pemantau as a member of the Risk Management
Manajemen Risiko; dan Monitoring Committee; and
b. Mengangkat Elen Setiadi sebagai sebagai b. Elen Setiadi was appointed as a member
anggota Komite Pemantau Manajemen of the Risk Management Monitoring
Risiko. Committee.
6. Berdasarkan Keputusan Dewan Komisaris PT 6. Based on the Board of Commissioners' Decree of
Kereta Api Indonesia (Persero) Nomor: 06/CH/ PT Kereta Api Indonesia (Persero) No: 06/CH/
DEKOM/III/2024 tanggal 20 Maret 2024 tentang DEKOM/III/2024 dated March 20th, 2024, regarding
Pemberhentian dan Pengangkatan Anggota the Dismissal and Appointment of Members of
Komite Audit PT Kereta Api Indonesia (Persero) the Audit Committee of PT Kereta Api Indonesia
menjelaskan susunan Komite Audit sebagai berikut: (Persero), the Audit Committee's composition is
as follows:
a. Rochadi/ Komisaris Independen – Ketua a. Mr. Suparno as Director of HR and General
(Merangkap Anggota) Affairs;
b. Johan Sirait/ Komisaris Independen – b. Mr. Sandry Pasambuna as Director of Safety
Anggota and Security.
c. Endang Tirtana/ Komisaris Independen – c. Endang Tirtana/ Independent
Anggota Commissioner – Member
d. Ernesto – Anggota d. Ernesto – Member
e. Amalia Setyanti Lestari – Anggota e. Amalia Setyanti Lestari – Member
7. Berdasarkan Keputusan Dewan Komisaris PT 7. Based on the Board of Commissioners' Decree of
Kereta Api Indonesia (Persero) Nomor: 09/CH/ PT Kereta Api Indonesia (Persero) No: 09/CH/
DEKOM/V/2024 tanggal 6 Mei 2024 2024 tentang DEKOM/V/2024 dated May 6th, 2024, regarding the
Pemberhentian dan Pengangkatan Anggota Dismissal and Appointment of Members of the
Komite Pemantau Manajemen Risiko PT Kereta Risk Management Monitoring Committee of PT
Api Indonesia (Persero) menjelaskan terdapat Kereta Api Indonesia (Persero), it is explained that
Pemberhentian dan Pengangkatan Anggota there was a Dismissal and Appointment of
Komite Pemantau Manajemen Risiko atas nama Members of the Risk Management Monitoring
Sdri. Miranti Gani. Committee involving Mrs. Miranti Gani.
8. Berdasarkan Keputusan Dewan Komisaris PT 8. Based on the Board of Commissioners' Decree of
Kereta Api Indonesia (Persero) Nomor: 10/CH/ PT Kereta Api Indonesia (Persero) No: 10/CH/
DEKOM/VI/2024 tanggal 28 Juni 2024 2024 tentang DEKOM/VI/2024 dated June 28 th, 2024, regarding
Pengangkatan Anggota Komite Nominasi dan the Appointment of Members of the Nomination
Remunerasi PT Kereta Api Indonesia (Persero) and Remuneration Committee of PT Kereta Api
menjelaskan mengangkat Sdri. Satia Indrarini Indonesia (Persero), Mrs. Satia Indrarini was
sebagai Anggota Komite Nominasi dan appointed as a Member of the Nomination and
Remunerasi PT Kereta Api Indonesia (Persero). Remuneration Committee of PT Kereta Api
Indonesia (Persero).
9. Pada tanggal 9 Juli tahun 2024 telah terbit Surat 9. On July 9 th, 2024, a letter from the Directorate
Direktorat Jenderal Perkeretaapian Nomor: General of Railways No: KU.102/7/13/K2/DJKA/2024
KU.102/7/13/K2/DJKA/2024 tentang Persetujuan was issued regarding the Approval of the
atas Permohonan Keringanan PNBP TAC PT Kereta Application for PNBP TAC Relief of PT Kereta Api
Api Indonesia (Persero) Tahun 2023. Berdasarkan Indonesia (Persero) for 2023. Based on this letter,
surat tersebut, Kementerian Keuangan the Ministry of Finance approved the obligation
memberikan persetujuan kewajiban yang harus that the Company must pay, amounting to
dibayarkan oleh Perusahaan adalah Rp639,092,118,822 (full amount), which consists of
Rp639.092.118.822 (full amount) yang terdiri dari the principal and fines for TAC 2023, and must be
pokok dan denda TAC tahun 2023 serta wajib settled no later than one month after the issuance
diselesaikan paling lambat 1 bulan sejak surat of the relief approval letter. On July 16 th, 2024, the
persetujuan keringanan terbit. Pada 16 Juli 2024, Company settled all TAC obligations for 2023.
Perusahaan telah melakukan pelunasan atas
seluruh kewajiban TAC tahun 2023.
Laporan Tahunan dan Keberlanjutan
222 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 223
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KEBIJAKAN, PENGUMUMAN, DAN
PEMBAYARAN DIVIDEN
POLICIES, ANNOUNCEMENTS AND DIVIDEND PAYMENTS
Pada tahun 2023 tidak ada pembayaran dividen PT Kereta In 2023, PT Kereta Api Indonesia (Persero) did not pay
Api Indonesia (Persero) kepada pemegang saham karena dividends to shareholders. Based on the decision of the
berdasarkan keputusan RUPS atas Laporan Keuangan General Meeting of Shareholders (GMS) concerning the
Audited Tahun 2022 Perusahaan tidak diwajibkan audited financial statements for 2022, the company was
membayar dividen kepada Negara, sebagai gantinya not obligated to pay dividends to the state. Instead, the
Perusahaan diwajibkan untuk membentuk cadangan company was required to establish a sinking fund to
sinking fund untuk mendukung proyek strategis nasional support the national strategic project of the Jakarta-
Kereta Cepat Jakarta Bandung. Pembentukan dana Bandung High-Speed Rail. The formation of this reserve
cadangan tersebut sudah dilakukan pada bulan fund was completed in December 2023 and was
Desember 2023 dan dicatat sebagai Dana Dibatasi recorded as Restricted Fund Usage in the financial
Penggunaannya pada Laporan Keuangan 31 Desember statements as of December 31 st, 2023.
2023.
PEMBAYARAN PAJAK [GRI 207-4]
TAX PAYMENT
Pemenuhan kewajiban perpajakan KAI tahun 2023 The fulfillment of PT Kereta Api Indonesia's (KAI) tax
terealisasi sebesar Rp5.672.277.280, dengan rincian obligations for 2023 was realized at Rp5,672,277,280, with
sebagai berikut: the following details:
Nilai Pembayaran Pajak Tax Payment Value
(Dalam rupiah) (In rupiah)
Uraian Tahun 2023 Tahun 2022
Description Year 2023 Year 2023
Perusahaan Corporate
Pajak Pusat - Pajak Penghasilan
861.048.687 553.643.279
Central Tax - Income Tax
Pajak Pusat - Pajak Pertambahan Nilai
2.604.328.921 2.154.886.295
Central Tax - Value-Added Tax
Subjumlah
3.465.377.608 2.708.529.574
Subtotal
Pajak Daerah - Pajak Bumi Bangunan
87.764.353 78.113.641
Local Tax - Land and Building Tax
Penerimaan Negara Bukan Pajak
1.077.439.849 135.691.435
Non-Tax State Revenue
Sub-Total Subtotal 4.630.581.810 2.922.334.650
Entitas Anak Subsidiaries
Pajak Pusat - Pajak Penghasilan
341.660.965 311.066.731
Central Tax - Income Tax
Pajak Pusat - Pajak Pertambahan Nilai
457.602.611 461.784.681
Central Tax - Value-Added Tax
Sub-Total Subtotal 798.663.576 772.851.412
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 223
Annual and Sustainability Report
Page 224
Analisis dan Pembahasan Management
Management Discussion and Analysis
Uraian Tahun 2023 Tahun 2022
Description Year 2023 Year 2023
Pajak Daerah - Pajak Bumi Bangunan
392.210 2.221.845
Local Tax - Land and Building Tax
Pajak Daerah - Pajak Restoran
9.601.240 5.796.807
Local Tax - Restaurant Tax
Pajak Daerah - Pajak Hotel
483.285 372.569
Local Tax - Hotel Tax
Pajak Daerah - Pajak Lainnya
45.650.695 31.625.715
Local Tax - Other Tax
Sub-Total Subtotal 56.128.130 40.016.937
Penerimaan Negara Bukan Pajak
186.903.764 177.631.861
Non-Tax State Revenue
Sub-Total Subtotal 1.041.095.677 990.500.210
Jumlah Kontribusi Pajak
5.672.277.280 3.912.834.860
Total Tax Contribution
REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUM
REALIZATION OF THE USE OF FUNDS FROM PUBLIC OFFERING
Pada tahun 2022, Perseroan melakukan Penawaran In 2022, the company conducted the Public Offering of
Umum Obligasi Berkelanjutan I Kereta Api Indonesia Sustainable Bonds I of Kereta Api Indonesia Phase I and
Tahap I dan Sukuk Ijarah Berkelanjutan I Kereta Api Sustainable Sukuk Ijarah of Kereta Api Indonesia Phase
Indonesia Tahap I. Per 31 Desember 2022, terdapat sisa I. As of December 31 st, 2022, the remaining funds from
dana hasil penawaran umum Obligasi Berkelanjutan I the Public Offering of Sustainable Bonds I of Kereta Api
Kereta Api Indonesia Tahap I sebesar Rp58.075.380.000 Indonesia Phase I amounted to Rp58,075,380,000, and
dan sisa dana hasil penawaran umum Sukuk Ijarah the remaining funds from the Public Offering of
Berkelanjutan I Kereta Api Indonesia Tahap I sebesar Sustainable Sukuk Ijarah of Kereta Api Indonesia Phase
Rp498.069.180.000. Per 31 Desember 2023, seluruh dana I amounted to Rp498,069,180,000. As of December 31 st,
hasil penawaran umum telah direalisasikan sesuai 2023, all funds from the public offerings have been utilized
rencana. Berikut ini ialah laporan realisasi penggunaan according to the plan. The following is the report on the
dana hasil penawaran umum per 31 Desember 2023. realization of the use of funds from the public offering
as of December 31 st, 2023.
Laporan Tahunan dan Keberlanjutan
224 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 225
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Laporan Realisasi Penggunaan Dana Hasil Penawaran Report on the Realization of the Use of Funds from
Umum the Public Offering
Obligasi Berkelanjutan I Tahap I Sustainable Bonds I of Kereta Api Indonesia Phase
(Dalam ribuan rupiah) (In thousand rupiah)
Nilai Realisasi Hasil Penawan Umum
Jenis Penawaran Umum Realized Value of Public Offering Funds
Type of Public Offering
Jumlah Hasil Biaya Penawaran
Obligasi Penawaran Umum Umum Hasil Bersih
Total Proceeds from Public Offering Offering Costs Net Proceeds
Berkelanjutan Tahap I 1.500.000,00 5.041.08 1.494.958,92
Sustainable Bonds I of Kereta Api
Rencana Penggunaan Dana
Indonesia Phase I
Planned Use of Funds
Tanggal Efektif : 29 Juli 2022 Pembayaran utang Pengadaan
Effective Date: July 29 th, 2022 Pokok Obligasi I Prasarana
KAI Tahun 2017 seri Pengembangan
A (66,89%) Sumatra Bagian
Selatan (33,11%) Total
Principal Repayment of Bond I KAI Infrastructure Procurement for Southern Total
2017 Series A (66.89%) Sumatra Development (33.11%)
1.000.000,00 494.958,92 1.494.958,92
Realisasi Penggunaan Dana
Realized Use of Funds
Pembayaran Utang Pengadaan
Pokok Obligasi I Prasarana
KAI Tahun 2017 Seri Pengembangan
A (66,89%) Sumatra Bagian
Principal Repayment of Bond I KAI Selatan (33,11%) Total
2017 Series A (66.89%) Total
Infrastructure Procurement for Southern
Sumatra Development (33.11%)
1.000.000,00 494.958,92 1.494.958,92
Sisa dan Hasil Penawaran Umum
Remaining Funds from Public Offering 0
Rincian Biaya Penawaran Umum Obligasi Details of Bond Public Offering Fees
Prospektus Realisasi
No Rincian Detail
Prospectus Realization
Penjamin Pelaksana Emisi Efek
1 0,11% 0,11%
Issuing Underwriter
Profesi penunjang pasar modal
2 Capital Market Supporting 0,06% 0,06%
Profession
Lembaga penunjang pasar modal
3 Capital Market Supporting 0,04%
0,05%
Institution
Biaya Pendaftaran
4 0,06% 0,06%
Registration Fees
5 Lain-Lain Others 0,06% 0,06%
Pembayaran Utang Pokok Obligasi I Seri A KAI Payment of KAI Series A Bond I Principal Debt in
Tahun 2017 2017
(Dalam Jutaan Rupiah) (In million rupiah)
Rencana Realisasi Sisa Keterangan
No Rincian Detail
Plan Realization Residual Description
Pembayaran Utang Pokok Obligasi
I Seri A KAI Tahun 2017
1 1.000.000,00 1.000.000,00 - -
Payment of KAI Series A Bonds I
Year 201
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 225
Annual and Sustainability Report
Page 226
Analisis dan Pembahasan Management
Management Discussion and Analysis
Pengadaan Prasarana Pengembangan Sumatera Procurement of Infrastructure for Development of
Bagian Selatan Southern Sumatra
(Dalam Jutaan Rupiah) (In million rupiah)
Rencana Realisasi Sisa Keterangan
No Rincian Detail
Plan Realization Residual Description
Pengadaan Prasarana
Pengembangan Sumatera Bagian
Selatan
1 494.958,92 494.958,92 - -
Procurement of Infrastructure
Development of Southern
Sumatra
Penempatan Dana Hasil Penawaran Umum Placement of Public Offering Proceeds
(Dalam Jutaan Rupiah) (In million rupiah)
Jenis Hubungan
Tingkat Suku
Nama Bank Simpanan Jumlah Periode Afiliasi
No Bunga (p.a)
Bank Name Deposit Total Period Affiliate
Interest Rate (p.a)
Type Affiliation
Bank Rakyat
1 Giro - 2,30% Per 31 Desember 2023 Terafiliasi
Indonesia
Laporan Realisasi Penggunaan Dana Hasil Penawaran Report on the Realization of the Use of Funds from
Umum Public Offering Proceeds
Sukuk Ijarah Berkelanjutan I Kereta Api Indonesia Sustainable Sukuk Ijarah of Kereta Api Indonesia
Tahap I per 31 Desember 2023. Phase I as of December 31 st, 2023
(Dalam ribuan rupiah) (In thousand rupiah)
Nilai Realisasi Hasil Penawan Umum
Jenis Penawaran Umum Realized Value of Public Offering Funds
Type of Public Offering
Jumlah Hasil Biaya Penawaran
Sukuk Ijarah Penawaran Umum Umum Hasil Bersih
Total Proceeds from Public Offering Offering Costs Net Proceeds
Berkelanjutan I Tahap I 500.000,00 1.785,92 498.214,08
Sukuk Ijarah I Phase I
Rencana Penggunaan Dana
Tanggal Efektif: 29 Juli 2022 Planned Use of Funds
Effective Date: July 29 th, 2022
Pengadaan Pengadaan
Prasarana Sarana KA Bandara
Pengembangan Internasional Adi
Sumatera Bagian Sumarmo
Selatan (78%) (22%) Total
Procurement of Infrastructure Procurement of Adi Soemarmo International Total
Development of Southern Sumatra (78%) Airport Railroad Rolling Stock (22%)
88.606,99 109.607,10 1.494.958,92
Realisasi Penggunaan Dana
Realized Use of Funds
Pengadaan Pengadaan Sarana
Prasarana KA Bandara
Pengembangan Internasional Adi
Sumatera Bagian Sumarmo
Selatan (78%) (22%) Total
Procurement of Procurement of Total
Infrastructure Development of Southern Adi Soemarmo International Airport
Sumatra (78%) Railroad Rolling Stock (22%)
388.606,99 109.607,10 498.214,08
Sisa dan Hasil Penawaran Umum 0
Remaining Funds from Public Offering
Laporan Tahunan dan Keberlanjutan
226 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 227
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Rincian Biaya Penawaran Umum Sukuk Ijarah Details of Offering Costs for Sustainable Sukuk
Berkelanjutan I KAI Tahap I Tahun 2022 Ijarah of Kereta Api Indonesia Phase I Year 2023
Prospektus Realisasi
No Rincian Detail
Prospectus Realization
Penjamin Pelaksana Emisi Efek
1 0,11360% 0,11360%
Issuing Underwriter
Profesi penunjang pasar modal
2 Capital Market Supporting 0,09367% 0,09200%
Profession
Lembaga penunjang pasar modal
3 Capital Market Supporting 0,05750% 0,05550%
Institution
Biaya Pendaftaran
4 0,03675% 0,03758%
Registration Fees
Lain-Lain
5 0,06255% 0,05850%
Others
Pengadaan Prasarana Pengembangan Sumatera Procurement of Infrastructure for Development of
Bagian Selatan Southern Sumatra
(Dalam Jutaan Rupiah) (In million rupiah)
Rencana Realisasi Sisa Keterangan
No Rincian Detail
Planning Realization Remainder Description
Pembayaran Utang Pokok Obligasi
I Seri A KAI Tahun 2017
1 Procurement of Infrastructure 388.606,99 388.606,99 - -
Development of Southern
Sumatra
Pengadaan Sarana KA Bandara Internasional Adi Procurement of Railway Rolling Stock for Adi
Soemarmo Soemarmo International Airport
(Dalam Jutaan Rupiah) (In million rupiah)
Rencana Realisasi Sisa Keterangan
No Rincian Detail
Planning Realization Remainder Description
Pengadaan Sarana KA Bandara
Internasional Adi Soemarmo
1 Procurement of Adi Soemarmo 109.607,10 109.607,10 - -
International Airport Railroad
Rolling Stock
Penempatan Dana Hasil Penawaran Umum Placement of Public Offering Proceeds
(Dalam Jutaan Rupiah) (In million rupiah)
Jenis Hubungan
Tingkat Suku
Nama Bank Simpanan Jumlah Periode Afiliasi
No Bunga (p.a)
Name Bank Type of Total Period Affiliate
Interest Rate (p.a)
Savings Relationships
Bank Syariah
1 Giro - 1,35 % Per 31 Desember 2023 Terafiliasi
Indonesia
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 227
Annual and Sustainability Report
Page 228
Analisis dan Pembahasan Management
Management Discussion and Analysis
Informasi Material Terkait Investasi, Material Information Regarding
Ekspansi, Divestasi, Penggabungan/ Investment, Expansion, Divestment,
Peleburan Usaha, Akuisisi, Dan Business Merger/Consolidation,
Restrukturisasi Utang/Modal Acquisition, and Debt/Capital
Restructuring
Uraian Tahun 2023 Tahun 2022
Description Year 2023 Year 2022
Investasi Entitas Asosiasi dan Ventura Bersama
Investments in Associates and Joint Ventures
Entitas Asosiasi Associates
PT Moda Integrasi Transportasi Jabodetabek 2.604.328.921 2.154.886.295
PT BPRS Baiturridha Pusaka 3.465.377.608 2.708.529.574
Pajak Daerah - Pajak Bumi Bangunan 87.764.353 78.113.641
Penerimaan Negara Bukan Pajak 1.077.439.849 135.691.435
Ventura Bersama Joint Venture
PT Pilar Sinergi BUMN Indonesia 5.708.376.759 6.208.789.974
KSO Bumi Kalog 42.005.447 59.698.827
KSO B Kalog 16.876.931 16.175.849
KSO PT KAPM - PT Mega Dasa Semesta 2.973.405 5.185.454
Jumlah Total 5.808.370.149 6.315.362.037
Ekspansi Expansion
Perseroan tidak melakukan aktivitas ekspansi pada 2023. The Company did not undertake any expansion
Atas hal tersebut, tidak terdapat informasi mengenai activities in 2023. As such, there is no information on
ekspansi Perseroan untuk disajikan di dalam bagian ini. the Company's expansion to be presented in this
section.
Divestasi Divestment
Perseroan tidak melakukan aktivitas divestasi pada 2023. The Company did not carry out divestment activities in
Atas hal tersebut, tidak terdapat informasi mengenai 2023. For this reason, there is no information regarding
divestasi usaha Perseroan untuk disajikan di dalam bagian the divestment of the Company’s business to be
ini. presented in this section.
Penggabungan/Peleburan Usaha Business Merger Consolidation
Perseroan tidak melakukan penggabungan/peleburan The Company did not carry out a business merger/
usaha pada 2023. Atas hal tersebut, tidak terdapat consolidation in 2023. For this reason, there is no
informasi mengenai aktivitas penggabungan/peleburan information regarding the Company’s business merger/
usaha Perseroan untuk disajikan di dalam bagian ini. consolidation activities to be presented in this section.
Akuisisi Acquisition
Perseroan tidak melakukan akuisisi pada 2023. Atas hal The Company did not make any acquisitions in 2023. For
tersebut, tidak terdapat informasi mengenai aktivitas this reason, there is no information regarding the
akuisisi Perseroan untuk disajikan di dalam bagian ini. Company’s acquisition activities to be presented in this
section.
Restrukturisasi Utang/Modal Debt/Capital Restructuring
Perseroan tidak melakukan aktivitas restrukturisasi utang/ The Company did not carry out debt/capital restructuring
modal pada 2023. Atas hal tersebut, tidak terdapat informasi activities in 2023. For this reason, there is no information
mengenai aktivitas restrukturisasi utang/modal Perseroan regarding the Company’s debt/capital restructuring
untuk disajikan di dalam bagian ini. activities to be presented in this section.
Laporan Tahunan dan Keberlanjutan
228 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 229
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
INFORMASI MATERIAL TERKAIT TRANSAKSI MATERIAL
YANG MENGANDUNG BENTURAN KEPENTINGAN DAN/
ATAU DENGAN PIHAK AFILIASI
MATERIAL INFORMATION REGARDING MATERIAL TRANSACTIONS INVOLVING
CONFLICTS OF INTEREST AND/OR WITH AFFILIATED PARTIES
Berdasarkan Peraturan Otoritas Jasa Keuangan Nomor Based on the Financial Services Authority Regulation
17/ POJK.04/2020 tentang Transaksi Material dan Number 17/POJK.04/2020 concerning Material
Perubahan Kegiatan Usaha, Transaksi Material adalah Transactions and Changes in Business Activities, a
setiap transaksi yang dilakukan oleh perusahaan terbuka Material Transaction is any transaction made by a public
atau perusahaan terkendali yang memenuhi batasan nilai company or a controlled company that meets a
transaksi sama dengan 20% (dua puluh persen) atau transaction value limit equal to 20% (twenty percent) or
lebih dari ekuitas Perusahaan Terbuka. more than public company equity.
Transaksi Material yang Mengandung Benturan Material Transactions Involving Conflicts of Interest
Kepentingan
Sesuai ketentuan dalam Peraturan Otoritas Jasa In accordance with the provisions of Financial Services
Keuangan Nomor 42/POJK.04/2020 tentang Transaksi Authority Regulation Number 42/POJK.04/2020
Afiliasi dan Transaksi Benturan Kepentingan, Benturan concerning Affiliated Transactions and Conflicts of
Kepentingan adalah perbedaan antara kepentingan Interest Transactions, a Conflict of Interest refers to a
ekonomis perusahaan terbuka dengan kepentingan situation where the economic interests of a public
ekonomis pribadi Anggota Direksi, Anggota Dewan company differ from the personal economic interests of
Komisaris, Pemegang Saham Utama, atau Pengendali Members of the Board of Directors, Members of the Board
yang dapat merugikan Perusahaan Terbuka dimaksud. of Commissioners, Major Shareholders, or Controlling
Sepanjang tahun 2023, tidak terdapat transaksi material Shareholders, which could harm the public company.
yang mengandung benturan kepentingan. Throughout 2023, there were no material transactions
involving conflicts of interest.
Transaksi Material dengan Pihak Afiliasi Material Transactions with Affiliated Parties
Perseroan merupakan bagian dari suatu kelompok usaha, The Company is part of a business group, and in its
sehingga dalam menjalankan operasinya, Perseroan operations, it engages in transactions with related parties.
berhubungan dan melakukan transaksi dengan pihak- Regarding these relationships, there are no differences
pihak yang berelasi. Mengenai hubungan tersebut, tidak in the terms and conditions of transactions conducted
terdapat perbedaan syarat dan kondisi atas transaksi with third parties.
yang dilakukan dengan pihak ketiga.
Pihak berelasi adalah orang atau entitas yang terkait Related parties are individuals or entities associated
dengan entitas pelapor: with the reporting entity:
a. Orang atau anggota keluarga dekatnya mempunyai a. An individual or a close family member is related
relasi dengan entitas pelapor jika orang tersebut: to the reporting entity if that person:
i. Memiliki pengendalian atau pengendalian i. Has control or joint control over the
bersama atas entitas pelapor; reporting entity;
ii. Memiliki pengaruh signifikan atas entitas ii. Has significant influence over the reporting
pelapor; atau entity; or
iii. Merupakan personil manajemen kunci iii. Is a key management personnel of the
entitas pelapor atau entitas induk dari reporting entity or the parent entity of the
entitas pelapor. reporting entity.
b. Suatu entitas berelasi dengan entitas pelapor jika b. An entity is related to the reporting entity if it meets
memenuhi salah satu hal berikut: any of the following criteria:
i. Entitas dan entitas pelapor adalah anggota i. The entity and the reporting entity are
dari kelompok usaha yang sama (artinya members of the same business group
entitas induk, entitas anak, dan entitas anak (meaning that the parent entity, subsidiary
berikutnya saling berelasi dengan entitas entities, and subsequent subsidiaries are
lain); related to each other);
ii. Satu entitas adalah entitas asosiasi atau ii. One entity is an associate or joint venture
ventura bersama dari entitas lain (atau of another entity (or an associate or joint
entitas asosiasi atau ventura bersama yang venture of a member of a business group
merupakan anggota suatu kelompok usaha, to which the other entity belongs).
yang mana entitas lain tersebut adalah
anggotanya);
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 229
Annual and Sustainability Report
Page 230
Analisis dan Pembahasan Management
Management Discussion and Analysis
iii. Kedua entitas tersebut adalah ventura iii. Both entities are joint ventures of the same
bersama dari pihak ketiga yang sama; third party;
iv. Satu entitas adalah ventura bersama dari iv. One entity is a joint venture of a third entity,
entitas ketiga dan entitas yang lain adalah while the other entity is an associate of the
entitas asosiasi dari entitas ketiga; third entity;
v. Entitas tersebut adalah suatu program v. The entity is a post-employment benefit
imbalan pascakerja untuk imbalan kerja plan for the benefits of employees of either
dari salah satu entitas pelapor atau entitas the reporting entity or an entity related to
yang terkait dengan entitas pelapor. Jika the reporting entity. If the reporting entity
entitas pelapor adalah entitas yang manages the plan, the sponsoring entity is
menyelenggarakan program tersebut, maka also related to the reporting entity;
entitas sponsor juga berelasi dengan entitas
pelapor;
vi. Entitas yang dikendalikan atau dikendalikan vi. The entity is controlled or jointly controlled
bersama oleh orang yang diidentifikasi by a person identified in paragraph (a);
dalam huruf (a);
vii. Orang yang diidentifikasi dalam huruf (a) vii. A person identified in paragraph (a)(i) has
(i) memiliki pengaruh signifikan atas significant influence over the entity or is a
entitas atau merupakan personil key management personnel of the entity
manajemen kunci entitas (atau entitas induk (or a parent entity of the entity); or
dari entitas); atau
viii. Entitas, atau anggota dari kelompok yang viii. The entity, or a member of a group of which
mana entitas merupakan bagian dari it is a part, provides key management
kelompok tersebut, menyediakan jasa personnel services to the reporting entity
personil manajemen kunci kepada entitas or to the parent entity of the reporting
pelapor atau kepada entitas induk dari entity.
entitas pelapor.
Entitas yang berelasi dengan pemerintah adalah entitas Entities related to the government are those controlled,
yang dikendalikan, dikendalikan bersama, atau jointly controlled, or significantly influenced by the
dipengaruhi oleh pemerintah. Pemerintah mengacu government. The government refers to governmental
kepada instansi pemerintah dan badan yang serupa baik agencies and similar bodies at the local, national, or
lokal, nasional maupun internasional. Entitas yang international level. Entities related to the government
berelasi dengan Pemerintah dapat berupa entitas yang may include entities controlled or significantly influenced
dikendalikan atau dipengaruhi secara signifikan oleh by the Ministry of Finance, which acts as a shareholder
Kementerian Keuangan yang merupakan Pemegang of the entity, or entities controlled by the Government
Saham entitas, atau entitas yang dikendalikan oleh of the Republic of Indonesia through the Ministry of State-
Pemerintah Republik Indonesia melalui Kementerian Owned Enterprises (SOE) as the proxy shareholder. All
Negara BUMN sebagai kuasa pemegang saham. Seluruh significant transactions and balances with related parties
transaksi dan saldo yang signifikan dengan pihak are disclosed in the Financial Statements.
berelasi diungkapkan dalam Laporan Keuangan.
Nama Pihak dan Sifat Hubungan Berelasi dan Realisasi Names of Parties and Nature of Related Party
Transaksi Relationships and Transaction Realization
Perseroan melakukan sejumlah transaksi dengan pihak The Company engages in various transactions with
berelasi, dengan penjelasan sifat hubungan sebagai related parties, with the nature of these relationships
berikut: described as follows:
a. Pemerintahan Republik Indonesia diwakili oleh a. The Government of the Republic of Indonesia,
Menteri BUMN merupakan pemegang saham represented by the Minister of State-Owned
Perusahaan dan BUMN lain memiliki hubungan Enterprises (SOE), is a shareholder of the Company,
afiliasi melalui penyertaan modal Pemerintah and other state-owned enterprises have an
Republik Indonesia. affiliated relationship through the capital
participation of the Government of the Republic
of Indonesia.
b. Perusahaan menempatkan dan meminjam dana b. The Company deposits and borrows funds from
pada bank-bank yang dimiliki Pemerintah dengan government-owned banks under normal terms
persyaratan dan tingkat bunga normal and interest rates applicable to third-party
sebagaimana yang berlaku untuk nasabah pihak customers.
ketiga.
c. Perusahaan yang menandatangani perjanjian c. The Company enters into business agreements
dalam rangka usaha, dengan BUMN-BUMN lain with other state-owned enterprises, which are
merupakan entitas anak BUMN serta badan-badan subsidiaries of state-owned enterprises, as well as
lembaga-lembaga pemerintah yang berwenang with relevant government bodies and authorities.
Laporan Tahunan dan Keberlanjutan
230 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 231
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
d. Memiliki anggota pengurus yang sama dengan d. The Company has common management
entitas anak, yaitu Direksi Perusahaan yang juga members with its subsidiaries, where the Company's
merupakan Komisaris pada entitas anak. Directors also serve as Commissioners in the
subsidiaries.
e. Dewan Komisaris dan Direksi merupakan personil e. The Board of Commissioners and Directors are key
manajemen kunci Grup. management personnel of the Group.
Daftar pihak berelasi beserta pengungkapan sifat The list of related parties, along with disclosures of the
hubungan dan sifat relasi dapat dilihat melalui tabel nature of the relationship and the type of affiliation, can
sebagai berikut ini. [GRI 2-6] be seen in the following table. [GRI 2-6]
Pihak Berelasi Jenis Transaksi
Hubungan Relations
Related Parties Transactional Type
Pemerintah Republik Dikendalikan oleh Pemerintah Pusat Hak Konsesi atas Prasarana Kereta Api, Penerimaan
Indonesia Republik Indonesia Pinjaman Jangka Panjang PEN, dan Perpajakan
Government of the Controlled by the Central Government Concession Rights on Railway Infrastructure, PEN
Republic of Indonesia of the Republic of Indonesia Long Term Loans, and Taxation
Kementerian Penerimaan Dana atas Penyelenggaraan angkutan
Perhubungan Republik Dikendalikan oleh Pemerintah Pusat PSO, Perintis, dan Penerapan IMO, Pembayaran
Indonesia Republik Indonesia Bunga, dan Pembayaran TAC
Ministry of Transportation Controlled by the Central Government Receipt of Funds for Organizing PSO Transportation,
of the Republic of of the Republic of Indonesia Pioneering, and IMO Maintenance, Interest
Indonesia Payments, and TAC Payments
Penempatan Giro, Deposito Berjangka, Dana yang
Dikendalikan oleh Pemerintah Pusat
Dibatasi Penggunaannya, Fasilitas Kredit Modal
PT Bank Rakyat Indonesia Republik Indonesia
Kerja, Fasilitas Kredit Sindikasi Placement of Current
(Persero) Tbk Controlled by the Central Government
Accounts, Time Deposits, Restricted Funds, Working
of the Republic of Indonesia
Capital Credit Facilities, Syndicated Credit Facilities
Penempatan Giro, Deposito Berjangka, Dana yang
Dibatasi Penggunaannya, Fasilitas Kredit Modal
Dikendalikan oleh Pemerintah Pusat Kerja, Fasilitas Kredit Sindikasi, Sewa Panel, dan
PT Bank Rakyat Indonesia Republik Indonesia Biaya Kesehatan Pegawai
(Persero) Tbk Controlled by the Central Government Placement of Current Accounts, Time Deposits,
of the Republic of Indonesia Restricted Funds, Working Capital Credit Facilities,
Syndicated Credit Facilities, Land Rent/Finance Fees,
and Employee Health Funds
Penempatan Giro, Deposito Berjangka, Dana yang
Dibatasi Penggunaannya, Fasilitas Kredit Modal
Kerja, Fasilitas Kredit Sindikasi, Persewaan Lahan,
Dikendalikan oleh Pemerintah Pusat Biaya Kesehatan Pegawai, Pendapatan Bunga,
PT Bank Mandiri (Persero) Republik Indonesia Pendapatan Sewa dan Penghasilan Lainnya
Tbk Controlled by the Central Government Placement of Current Accounts, Time Deposits,
of the Republic of Indonesia Restricted Funds, Working Capital Credit Facilities,
Syndicated Credit Facilities, Land Rents, Finance
Fees, Employee Insurance, Interest Income, Rental
Income and Pension Funds
Penempatan Giro, Deposito Berjangka, Hak Konsesi
atas Prasarana Kereta Api, Penerimaan Pinjaman
Dikendalikan oleh Pemerintah Pusat
Jangka Panjang PEN, dan Perpajakan
PT Bank Tabungan Republik Indonesia
Placement of Current Accounts, Time Deposits,
Negara (Persero) Tbk Controlled by the Central Government
Concession Rights on Railway Infrastructure, Long-
of the Republic of Indonesia
Term PEN Loans, and Taxation
Dikendalikan oleh Pemerintah Pusat
PT BPRS Baiturridha Republik Indonesia Penempatan Giro dan Deposito Berjangka
Pusaka Controlled by the Central Government Placement of Current Accounts and Time Deposits
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat Penerimaan dari Jasa Angkutan dan Jasa
PT Indonesia Asahan Republik Indonesia Pendukung
Aluminium (Persero) Controlled by the Central Government Revenue from Transportation Services and Support
of the Republic of Indonesia Services
Pembelian Bahan Bakar Minyak dan Jasa
Dikendalikan oleh Pemerintah Pusat
Pendukungnya, Penerimaan dari Jasa Angkutan dan
Republik Indonesia
PT Pertamina (Persero) Sewa Lahan
Controlled by the Central Government
Purchase of fuel oil and its supporting services,
of the Republic of Indonesia
receipts from transportation services and land leases
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 231
Annual and Sustainability Report
Page 232
Analisis dan Pembahasan Management
Management Discussion and Analysis
Pihak Berelasi Jenis Transaksi
Hubungan Relations
Related Parties Transactional Type
Dikendalikan oleh Pemerintah Pusat Penerimaan dari Jasa Angkutan dan Jasa
PT Semen Indonesia Republik Indonesia Pendukung
(Persero) Tbk Controlled by the Central Government Revenue from Transportation Services and Support
of the Republic of Indonesia Services
Pembelian Aset Sarana, Pembelian Suku Cadang,
Jasa Perawatan Sarana, Penerimaan Jasa Teknis
Dikendalikan oleh Pemerintah Pusat
Sarana, dan Jasa Angkutan
PT Industri Kereta Api Republik Indonesia
Purchase of Rolling Stock Assets, Purchase of Spare
(Persero) Controlled by the Central Government
Parts, Rolling Stock Maintenance Services, Receipt of
of the Republic of Indonesia
Rolling Stock Technical Services, and Transportation
Services
Dikendalikan oleh Pemerintah Pusat
PT Pembangunan Republik Indonesia Persewaan Lahan
Perumahan (Persero) Tbk Controlled by the Central Government Land Rentals
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat Penerimaan dari Jasa Angkutan dan Jasa
PT Perkebunan Nusantara Republik Indonesia Pendukung
III (Persero) Controlled by the Central Government Revenue from Transportation Services and Support
of the Republic of Indonesia Services
Dikendalikan oleh Pemerintah Pusat Penerimaan dari Jasa Angkutan dan Jasa
PT Krakatau Steel Republik Indonesia Pendukung
(Persero) Tbk Controlled by the Central Government Revenue from Transportation Services and Support
of the Republic of Indonesia Services
Dikendalikan oleh Pemerintah Pusat
PT Rajawali Nusantara Republik Indonesia Persewaan Lahan
Indonesia (Persero) Controlled by the Central Government Land Rentals
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat Persewaan Lahan, Pembayaran Listrik Operasional
PT Perusahaan Listrik Republik Indonesia dan Listrik Aliran Atas
Negara (Persero) Controlled by the Central Government Land Rentals, Payment for Operational Electricity
of the Republic of Indonesia and Overflow Electricity
Dikendalikan oleh Pemerintah Pusat Penerimaan dari Jasa Angkutan dan Jasa
PT Pupuk Indonesia Republik Indonesia Pendukung
(Persero) Controlled by the Central Government Revenue from Transportation Services and Support
of the Republic of Indonesia Services
Dikendalikan oleh Pemerintah Pusat
PT Barata Indonesia Republik Indonesia Penerimaan dari Persewaan Lahan
(Persero) Controlled by the Central Government Proceeds from Land Rentals
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan Proyek LRT
PT Adhi Karya (Persero) Republik Indonesia Jabodebek
Tbk Controlled by the Central Government Contractors in the Jabodebek LRT Project
of the Republic of Indonesia Development
Dikendalikan oleh Pemerintah Pusat
PT Aviasi Pariwisata Republik Indonesia Pembayaran Persewaan Lahan dan Utilitas Bandara
Indonesia (Persero) Controlled by the Central Government Land Rentals Payment and Airport Utilities
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
PT Biro Klasifikasi Republik Indonesia Pembayaran Jasa Konsultasi
Indonesia (Persero) Controlled by the Central Government Payment for Consulting Services
of the Republic of Indonesia
Laporan Tahunan dan Keberlanjutan
232 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 233
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pihak Berelasi Jenis Transaksi
Hubungan Relations
Related Parties Transactional Type
Dikendalikan oleh Pemerintah Pusat
Pembelian Suku Cadang Sarana
PT Barata Indonesia Republik Indonesia
Purchase of Rolling Stock Spare Parts
(Persero) Controlled by the Central Government
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
Republik Indonesia Pembelian Suku Cadang Prasarana
PT Pindad (Persero)
Controlled by the Central Government Purchase of Infrastructure Spare Parts
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
PT Garuda Indonesia Republik Indonesia Persewaan Lahan
(Persero) Tbk Controlled by the Central Government Land Rentals
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
PT Sarana Multi Republik Indonesia Fasilitas Kredit Sindikasi dan Biaya Keuangan
Infrastruktur (Persero) Controlled by the Central Government Syndicated Credit Facility and Finance Fees
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
Lembaga Pembiayaan Republik Indonesia Fasilitas Kredit Sindikasi dan Biaya Keuangan
Ekspor Indonesia Controlled by the Central Government Syndicated Credit Facility and Finance Fees
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
Kementerian Keuangan Republik Indonesia Fasilitas Pinjaman Subordinasi dan Biaya Keuangan
Republik Indonesia Controlled by the Central Government Subordinated Loan Facility and Finance Fees
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
PT Jasa Marga (Persero) Republik Indonesia Penerimaan dari Pekerjaan Alih Daya
Tbk Controlled by the Central Government Acceptance from Outsourced Work
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
PT Bahana Pembinaan Republik Indonesia Asuransi Pegawai
Usaha Indonesia (Persero) Controlled by the Central Government Employee Insurance
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
PT Pilar Sinergi BUMN Republik Indonesia Piutang Lain-lain
Indonesia Controlled by the Central Government Other Receivables
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
Republik Indonesia Pembayaran Jasa Percetakan
PT Danareksa (Persero)
Controlled by the Central Government Payment for Printing Services
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
PT Telekomunikasi Republik Indonesia Pembayaran Jasa Telekomunikas
Indonesia (Persero) Tbk Controlled by the Central Government Telecommunications Service Payments
of the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat
Republik Indonesia Penerimaan Jasa Angkutan
Perum PPD
Controlled by the Central Government Proceeds of Transportation Services
of the Republic of Indonesia
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 233
Annual and Sustainability Report
Page 234
Analisis dan Pembahasan Management
Management Discussion and Analysis
Realisasi Transaksi dengan Pihak Berelasi Aset dari Realization of Transactions with Related Parties
Pihak Berelasi Assets from Related Parties
(Dalam ribuan rupiah) (In thousand rupiah)
2023 2022
Uraian Persentase
Description Persentase terhadap
terhadap Total
Total Aset
Nominal Aset Nominal
Percentage to Total
Percentage to
Assets
Total Assets
Bank (Rupiah) 3.456.887.394 4,25 4.894.631.65 6,83%
Deposito (Rupiah)
1.386.615.360 1,70 398.510.000 0,56%
Deposit (Rupiah)
Dana Dibatasi
Penggunaannya 2.560.880.158 3,15 5.590.894.318 7,81%
Restricted Use Funds
Piutang Usaha - Bersih
1.253.114.802 1,54 934.629.745 1,30%
Accounts Receivable - Net
Piutang Lain-lain - Bersih
- - - 0,00%
Other Receivables - Net
Pendapatan Masih Akan
Diterima - Bersih 439.036.344 0,54 719.566.683 1,01%
Receivables Revenue - Net
Jumlah Total 9.096.534.058 11,18 12.538.232.398 17,52%
Perincian nama pihak terkait realisasi (nilai) transaksi pihak The detailed names of related parties and the
berelasi disajikan pada Catatan atas Laporan Keuangan realization (value) of related party transactions are
Konsolidasian PT Kereta Api Indonesia (Persero) Tahun presented in Note 41 of the Consolidated Financial
2023 No. 41 sebagaimana yang terlampir pada Laporan Statements of PT Kereta Api Indonesia (Persero) for the
Tahunan ini. year 2023, as attached to this Annual Report.
Kewajaran Transaksi dan Alasan Dilakukan Transaksi Fairness of Transactions and Reasons for Transactions
Transaksi pihak berelasi terjadi karena adanya kebutuhan Related party transactions occur due to the business needs
usaha KAI. Transaksi dilakukan berdasarkan persyaratan of KAI. Transactions are conducted based on terms agreed
yang disetujui oleh kedua belah pihak, persyaratan upon by both parties; these terms may be the same as
tersebut dapat sama atau tidak sama dengan transaksi or different from those of transactions conducted with
lain yang dilakukan dengan pihak ketiga (arm’s length). third parties (arm's length). The fairness of transactions
Kewajaran transaksi dengan pihak berelasi telah dilakukan with related parties has been conducted in a reasonable
secara wajar sesuai peraturan perundang-undangan. manner according to prevailing laws and regulations. All
Seluruh transaksi signifikan dengan pihak-pihak berelasi significant transactions with related parties have been
telah diungkapkan dalam catatan laporan keuangan disclosed in the notes to the consolidated financial
konsolidasian. statements.
Kebijakan Manajemen Review Transaksi dan Management Policy for Transaction Review and
Pemenuhan Peraturan Terkait Compliance with Related Regulations
Seluruh transaksi telah melalui mekanisme review sesuai All transactions have undergone a review mechanism
dengan jenis transaksi. Setiap transaksi dilakukan analisis according to the type of transaction. Each transaction
kelayakan transaksi. KAI senantiasa berkomitmen untuk has been analyzed for its feasibility. KAI is committed to
menjalankan bisnis yang prudent dan seluruh transaksi conducting business prudently, and all transactions
telah memenuhi peraturan dan ketentuan yang berlaku. comply with applicable regulations and provisions.
Pengungkapan Transaksi Afiliasi pada Laporan Disclosure of Affiliated Transactions in the Financial
Keuangan Statements
Transaksi afiliasi Perseroan diungkapkan di dalam The Company's affiliated transactions are disclosed in
Laporan Keuangan PT KAI (Persero) dan Entitas Anak the Financial Statements of PT KAI (Persero) and
tahun buku 2023 pada catatan 41. Subsidiaries for the fiscal year 2023 in Note 41.
Laporan Tahunan dan Keberlanjutan
234 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 235
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pengungkapan Transaksi Afiliasi pada Laporan Disclosure of Affiliate Transactions in Financial
Keuangan Reports
Transaksi afiliasi Perseroan diungkapkan di dalam The Company's affiliated transactions are disclosed in
Laporan Keuangan PT KAI (Persero) dan Entitas Anak the Financial Report of PT KAI (Persero) and Subsidiaries
tahun buku 2023 pada catatan 41. for the 2023 financial year in note 41.
PERUBAHAN PERATURAN PERUNDANG-UNDANGAN DAN
DAMPAK TERHADAP PERSEROAN
AMENDMENTS IN LEGISLATIONS IN 2023 AND IMPACT ON THE COMPANY
Penyesuaian yang dilakukan KAI
Judul Peraturan Pokok Pengaturan Dampak Terhadap KAI
No Adjustment information
Regulation Name Regulation Principal Impact on KAI
conducted by KAI
Peraturan yang Mengubah Peraturan Sebelumnya / Regulation That Amends The Previous Regulation
1 Peraturan Pemerintah PP 39/2023 ini tidak mengubah a. Telah ditetapkan Peraturan a. Dalam hal PT KAI menjadi salah satu
Nomor 39 Tahun 2023 secara signifikan perencanaan dan Direksi Nomor PER.U/KO.104/III/ anggota Tim Persiapan selaku Instansi
tentang Perubahan atas pelaksanaan pengadaan tanah KA-2024 tentang Tugas dan yang Memerlukan Tanah, penentuan
Peraturan Pemerintah sebagaimana yang telah diatur Wewenang Anggota Direksi, nilai Ganti Kerugian tidak hanya dapat
Nomor 19 tahun 2021 dalam Peraturan Pemerintah yang pada Pasal 8 ayat (2) huruf menggunakan Penilai Publik, namun
tentang Nomor 19 tahun 2021 tentang g mengatur pada pokoknya juga dapat menggunakan Penilai
Penyelenggaraan Penyelenggaraan Pengadaan Tanah bahwa Direktur Keselamatan Pemerintah; / In cases where PT KAI
Pengadaan Tanah Bagi Bagi Pembangunan Untuk dan Keamanan berwenang becomes a member of the Preparation
Pembangunan Untuk Kepentingan Umum (“PP 19/2021”), untuk menetapkan kebijakan Team as the Agency Requiring Land,
Kepentingan Umum namun, peraturan tersebut kepengurusan Perusahaan the determination of Compensation
(“PP 39/2023”) / mengamanatkan keterlibatan PNS untuk menandatangani Value can utilize not only Public
Government Regulation sebagai pejabat Penilai Pemerintah dokumen atau tindakan lain Appraisers but also Government
Number 39 of 2023 untuk melakukan berbagai kegiatan dalam rangka Appraisers.
concerning terkait penilaian. Selain itu, penghapusbukuan aset tetap
Amendments to peraturan ini juga mengatur berupa tanah termasuk b. Dalam hal PT KAI bertindak selaku
Government Regulation tentang tanah musnah yang tidak bangunan yang terkena Instansi yang Memerlukan Tanah
Number 19 of 2021 on diatur sebelumnya. / PP 39/2023 dampak pembangunan untuk dengan Objek Pengadaan Tanah pada
the Implementation of does not significantly alter the kepentingan umum, setelah lokasi bidang tanah yang terindikasi
Land Procurement for planning and implementation of mendapat persetujuan Direksi. sebagai tanah musnah, maka perlu
Development in the land procurement as regulated in / The Directors' Regulation memperhatikan ketentuan peraturan
Public Interest ("PP Government Regulation Number 19 Number PER.U/KO.104/III/KA- perundang-undangan yang mengatur
39/2023"). of 2021 concerning the 2024 has been established terkait hal ini, salah satunya yaitu
Implementation of Land regarding the Duties and Peraturan Menteri Agraria dan Tata
Procurement for Development in Authorities of the Board of Ruang/Kepala Badan Pertanahan
the Public Interest ("PP 19/2021"). Directors, which in Article 8, Nasional Nomor 17 Tahun 2021 tentang
However, this regulation mandates paragraph (2), letter (g) Tata Cara Penetapan Tanah Musnah; / If
the involvement of civil servants as stipulates that the Managing PT KAI acts as the Agency Requiring
Government Appraisal Officers to Director of Safety and Security Land and the Land Procurement Object
carry out various activities related to is authorized to establish is located on land suspected to be
appraisal. Additionally, this company management destroyed, PT KAI must consider the
regulation also addresses the issue policies for signing documents relevant legal provisions, including the
of destroyed land, which was not or other actions related to the Regulation of the Minister of Agrarian
previously regulated. write-off of fixed assets such as Affairs and Spatial Planning/Head of
land, including buildings the National Land Agency Number 17 of
affected by development for 2021 on Procedures for Determining
public interest, after obtaining Destroyed Land.
approval from the Board of
Directors.
b. Saat ini PT KAI dalam proses
penyusunan Peraturan Direksi
tentang Pedoman
Penghapusbukuan dan
pemindahtanganan Aktiva
Tetap Berupa Tanah
Perusahaan. / PT KAI is
currently in the process of
drafting a Directors' Regulation
on the Guidelines for the Write-
Off and Transfer of Fixed Assets
in the form of Company Land.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 235
Annual and Sustainability Report
Page 236
Analisis dan Pembahasan Management
Management Discussion and Analysis
Penyesuaian yang dilakukan KAI
Judul Peraturan Pokok Pengaturan Dampak Terhadap KAI
No Adjustment information
Regulation Name Regulation Principal Impact on KAI
conducted by KAI
c. Dalam hal PT KAI bertindak selaku
Instansi yang Memerlukan Tanah, maka
wajib mengajukan permohonan
pelaksanaan Pengadaan Tanah kepada
kepala Kanwil BPN dengan
memperhatikan persyaratan
sebagaimana yang diatur dalam Pasal
56 ayat (2) PP 39/2023 dan wajib
menyampaikan penjelasan tentang
permohonan pelaksanaan Pengadaan
Tanah di hadapan Kanwil BPN. Apabila
telah dinyatakan lengkap, maka PT KAI
akan memperoleh BA penerimaan
permohonan pelaksanaan Pengadaan
Tanah; / When PT KAI acts as the
Agency Requiring Land, it is obligated
to submit a request for the
implementation of Land Procurement
to the head of the Regional Office of
BPN (National Land Agency) by
adhering to the requirements as
regulated in Article 56 paragraph (2) of
PP 39/2023, and must provide an
explanation regarding the request for
the implementation of Land
Procurement before the Regional Office
of BPN. Once the request is declared
complete, PT KAI will receive a receipt of
application for the implementation of
Land Procurement.
d. Dalam hal PT KAI bertindak selaku
Instansi yang Memerlukan Tanah dan
Objek Pengadaan Tanah yang
dipergunakan sesuai dengan tugas dan
fungsi Pemerintahan, maka bentuk
Ganti Kerugian diberikan dalam bentuk
tanah dan/atau bangunan atau relokasi.
Sedangkan apabila Objek Pengadaan
Tanah merupakan yang dimiliki/dikuasai
oleh BUMN/BUMD/BUMDes, Objek
Pengadaan Tanah kas desa dan/atau
Objek Pengadaan Tanah dalam
Pengadaan Tanah bagi pembangunan
untuk Kepentingan Umum yang
dilaksanakan oleh Badan Usaha maka
Ganti Kerugian yang diberikan dalam
bentuk sebagaimana yang diatur dalam
Pasal 84 ayat (4) PP 39/2023; / If PT KAI
acts as the Agency Requiring Land and
the Land Procurement Object is used in
accordance with government duties
and functions, compensation is
provided in the form of land and/or
buildings or relocation. However, if the
Land Procurement Object is owned or
controlled by SOEs/Regional Owned
Enterprises/Village-Owned Enterprises,
or is village treasury land, or is in the
context of Land Procurement for public
interest projects carried out by a
Business Entity, the compensation is
provided in the form as regulated in
Article 84 paragraph (4) of PP 39/2023.
Laporan Tahunan dan Keberlanjutan
236 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 237
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Penyesuaian yang dilakukan KAI
Judul Peraturan Pokok Pengaturan Dampak Terhadap KAI
No Adjustment information
Regulation Name Regulation Principal Impact on KAI
conducted by KAI
e. Dalam hal PT KAI bertindak selaku
Pihak yang Berhak, maka perlu
memperhatikan ketentuan
sebagaimana diatur dalam Pasal 85A
apabila tidak ingin dianggap menolak
bentuk dan/atau besarnya Ganti
Kerugian dan uang Ganti Kerugian akan
dititipkan kepada Pengadilan Negeri; / If
PT KAI acts as the Entitled Party, it must
consider the provisions as regulated in
Article 85A to avoid being considered as
rejecting the form and/or amount of
Compensation, in which case the
Compensation funds will be deposited
with the District Court.
f. Dalam hal PT KAI bertindak selaku
Instansi yang Memerlukan Tanah, maka
dalam hal tertentu sebagaimana yang
diatur dalam Pasal 89 ayat (3) uang
ganti kerugian dapat dititipkan kepada
Pengadilan Negeri bersamaan dengan
dilakukannya permohonan penitipan
Ganti Kerugian; dan / If PT KAI acts as
the Agency Requiring Land, under
certain circumstances as regulated in
Article 89 paragraph (3), the
compensation funds can be deposited
with the District Court along with the
request for depositing the
Compensation.
g. Dalam hal PT KAI bertindak selaku
Pihak yang Berhak dan uang ganti
kerugian dititipkan ke Pengadilan
Negeri dikarenakan Objek Pengadaan
Tanah masih dipersengketakan, maka
uang ganti kerugian tersebut dapat
diterima oleh PT KAI apabila sudah
adanya putusan pengadilan yang telah
berkekuatan hukum tetap, sudah
adanya akta perdamaian, atau tuntutan
penguasaan dan/atau kepemilikan
tersebut menjadi hapus. / If PT KAI acts
as the Entitled Party and the
compensation funds are deposited with
the District Court because the Land
Procurement Object is still in dispute,
the compensation funds can be
received by PT KAI once a court decision
with permanent legal force has been
issued, a settlement deed has been
made, or the claim of control and/or
ownership is nullified.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 237
Annual and Sustainability Report
Page 238
Analisis dan Pembahasan Management
Management Discussion and Analysis
Penyesuaian yang dilakukan KAI
Judul Peraturan Pokok Pengaturan Dampak Terhadap KAI
No Adjustment information
Regulation Name Regulation Principal Impact on KAI
conducted by KAI
2 Peraturan Pemerintah PP ini mengubah beberapa Sesuai ketentuan Pasal 29 ayat (6) a. PT KAI dapat memberikan upah lebih
Nomor 51 Tahun 2023 ketentuan dalam PP Nomor 36 dan ayat (8) Peraturan Kerja besar dari upah minimum kepada
tentang Perubahan Tahun 2021. Ruang lingkup Bersama Periode Tahun 2024-2026 pekerja/buruh dengan masa kerja
Atas Peraturan perubahan PP Nomor 36 Tahun 2021 Antara PT Kereta Api Indonesia kurang dari 1 (satu) tahun yang memiliki
Pemerintah Nomor 36 ini mencakup perubahan atas (Persero) dengan Serikat Pekerja kualifikasi tertentu yang disyaratkan
Tahun 2021 tentang ketentuan mengenai formula Kereta Api, Perusahaan melakukan dalam jabatan. Yang dimaksud dengan
Pengupahan (“PP penghitungan Upah minimum, penyesuaian kenaikan struktur "kualifikasi tertentu" tersebut antara lain
51/2023”) / Government penetapan dan pemberlakuan Upah upah berdasarkan peninjauan pendidikan, kompetensi, dan
Regulation Number 51 minimum, serta penguatan peran upah secara berkala. / According to pengalaman kerja yang dipersyaratkan
of 2023 concerning dewan pengupahan di daerah. / This the provisions of Article 29, untuk melaksanakan pekerjaan atau
Amendments to regulation amends several paragraph (6) and paragraph (8) of jabatan, dan atau persyaratan lain yang
Government Regulation provisions in Government the Collective Labor Agreement for dibutuhkan oleh Perusahaan; dan / PT
Number 36 of 2021 on Regulation Number 36 of 2021. The the Period 2024-2026 between PT KAI may offer wages higher than the
Wages ("PP 51/2023") scope of the amendments includes Kereta Api Indonesia (Persero) and minimum wage to workers with less
changes to the provisions regarding the Railway Workers' Union, the than one year of service who possess
the formula for calculating company makes adjustments to certain qualifications required for their
minimum wages, the determination wage structure increases based on position. The term "certain
and implementation of minimum periodic wage reviews. qualifications" refers to education,
wages, and the strengthening of competencies, and work experience
the role of wage councils in the necessary for the job or position, as well
regions. as other requirements needed by the
Company.
b. Ketika ada penetapan upah minimum
di beberapa wilayah, maka KAI harus
melakukan peninjauan upah pokok
untuk memastikan tidak ada yang
berada di bawah upah minimum dalam
penetapan upah. / When there is a
minimum wage determination in
various regions, KAI must conduct a
review of the base wages to ensure that
no employee's wages fall below the
established minimum wage.
3 Peraturan Menteri PM 19/2023 ini telah mengubah Saat ini PT KAI sedang dalam a. PT KAI harus memastikan bahwa
Perhubungan Nomor beberapa pasal yang mengatur proses penyusunan Peraturan PPKA dan PPK PT KAI sudah memiliki
PM 19 Tahun 2023 bidang khusus tertentu, antara lain: / Direksi tentang Tata Kelola kompetensi dan kecakapan
tentang Perubahan atas PM 19/2023 has amended several Sertifikasi Pekerja di Bidang sebagaimana yang diatur dalam
Peraturan Menteri articles related to specific areas, Operasional, Pemeriksaan dan Pasal 3 Permenhub No. PM 19 Tahun
Perhubungan Nomor including: Perawatan Sarana dan Prasarana. / 2023, termasuk kompetensi yang
PM 5 Tahun 2017 PT KAI is currently in the process of baru diatur berupa pemahaman
tentang Sertifikasi 1) Standar kompetensi wajib yang drafting a Directors' Regulation on dalam mengoperasikan teknologi
Kecakapan Pengatur harus dipenuhi oleh Petugas the Governance of Worker informasi; / PT KAI must ensure that
Perjalanan Kereta Api Perjalanan Kereta Api; / Certification in the fields of PPKA and PPK at PT KAI possess the
dan Pengendali Mandatory competency Operations, Inspection, and competencies and skills as outlined
Perjalanan Kereta Api standards that must be met by Maintenance of Rolling Stock and in Article 3 of Minister of
(“PM 19/2023”) / Minister Train Traffic Officers. Infrastructure. Transportation Regulation No. PM 19
of Transportation 2) Tata Cara Penerbitan Sertifikasi of 2023, including the newly
Regulation Number PM Kompetensi; / Procedures for regulated competency of
19 of 2023 concerning issuing competency understanding how to operate
Amendments to certification. information technology.
Minister of 3) Kewenangan pemegang
Transportation Sertifikasi Kompetensi; / b. PT KAI dapat menunjuk pengawas
Regulation Number PM Authority of certification holders. peron, petugas juru langsir, petugas
5 of 2017 on Certification 4) Persyaratan untuk memperoleh rumah sinyal, dan petugas juru wesel
of Competence for Train Sertifikasi Kompetensi bagi sebagai asisten PPKA dengan
Traffic Controllers and penyelenggara prasarana persyaratan harus memiliki Sertifikat
Train Dispatchers ("PM perkeretaapian yang memiliki Kecakapan Asisten Pengatur
19/2023") sistem operasional manual atau Perjalanan Kereta Api; / PT KAI may
otomatis; / Requirements for appoint platform supervisors,
obtaining competency shunting personnel, signal house
certification for railway staff, and switch operators as
infrastructure providers with assistants to PPKA, provided they
manual or automatic have a Certificate of Competence for
operational systems. Train Traffic Assistant.
Laporan Tahunan dan Keberlanjutan
238 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 239
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Penyesuaian yang dilakukan KAI
Judul Peraturan Pokok Pengaturan Dampak Terhadap KAI
No Adjustment information
Regulation Name Regulation Principal Impact on KAI
conducted by KAI
5) Pelaksanaan uji kompetensi c. PT KAI harus memperhatikan
dalam rangka mendapatkan batasan-batasan kewenangan yang
Sertifikasi Kompetensi; / dimiliki setiap pemegang sertifikat
Implementation of competency sesuai dengan jenisnya; / PT KAI must
testing for certification. pay attention to the limitations of
6) Persyaratan pengangkatan authority held by each certificate
asesor Petugas Perjalanan holder according to their type.
Kereta Api; dan / Requirements
for appointing assessors for d. Dengan dihapuskannya persyaratan
Train Traffic Officers. PPKA harus merupakan pegawai
7) Kewajiban pemegang Sertifikasi badan usaha penyelenggara sarana
Kompetensi. / Obligations of perkeretaapian, maka PT KAI dapat
competency certification mempekerjakan PPKA dan PPK yang
holders. berasal dari luar PT KAI, serta PPKA
dan PPK dimungkinkan berasal dari
lulusan sekolah dengan ijazah Paket
C; / With the removal of the
requirement that PPKA must be
employees of a railway infrastructure
company, PT KAI may employ PPKA
and PPK from outside PT KAI, and
PPKA and PPK may come from
graduates with a Paket C diploma.
e. PPKA dan PPK dengan sistem
pengoperasian prasana
perkeretaapian dengan sistem
pengoperasian otomatis
dimungkinkan berasal dari lulusan
sekolah menengah atas dengan
ijazah Paket C; / PPKA and PPK
working with railway infrastructure
systems that operate automatically
may be graduates with a Paket C
diploma.
f. PT KAI harus mengajukan
permohonan perpanjangan masa
berlaku sertifikat kecakapan paling
lambat 45 (empat puluh lima) hari
sebelum sertifikat yang dimiliki PPKA
dan PPK berakhir; / PT KAI must
submit a request for extension of the
validity period of the competence
certificate no later than 45 days
before the PPKA and PPK certificates
expire.
g. Untuk mengajukan permohonan
penggantian sertifikat yang rusak/
hilang tidak perlu lagi melampirkan
tanda bukti lulus mengikuti
pendidikan dan pelatihan sesuai
dengan sistem pengoperasian sarana
perkeretaapian yang dimohon yang
dilegalisir oleh badan hukum atau
lembaga pendidikan dan pelatihan
yang terakreditasi, serta surat
keterangan dari unit kerja yang
bersangkutan; / For requests to
replace damaged or lost certificates,
it is no longer necessary to attach
proof of completion of education and
training according to the requested
railway infrastructure operational
system, certified by a legal entity or
accredited training institution, as
well as a statement from the relevant
work unit.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 239
Annual and Sustainability Report
Page 240
Analisis dan Pembahasan Management
Management Discussion and Analysis
Penyesuaian yang dilakukan KAI
Judul Peraturan Pokok Pengaturan Dampak Terhadap KAI
No Adjustment information
Regulation Name Regulation Principal Impact on KAI
conducted by KAI
h. Uji kompetensi yang akan diikuti oleh
PPKA/PPK dilaksanakan paling
lambat 15 (lima belas) hari kerja
setelah seluruh persyaratan dipenuhi.
Bagi PPKA/PPK yang lulus akan
diberikan sertifikat kecakapan paling
lambat 15 (lima belas) hari kerja dan
bagi yang tidak lulus akan diberikan
surat pemberitahuan dan dapat
mengikuti ujian Kembali; i. Sertifikat
asesor dan/atau tanda pengenal yang
rusak atau hilang dapat diajukan
permohonan penggantian sertifikat
kepada DJKA; dan j. PPKA dan PPK
harus mengikuti tes kesehatan 1
(satu) tahun sekali. / Competency
tests for PPKA/PPK should be
conducted no later than 15 working
days after all requirements are met.
PPKA/PPK who pass the test will
receive a certificate of competence
no later than 15 working days, and
those who do not pass will be given a
notification letter and may retake the
exam.
PERUBAHAN KEBIJAKAN AKUNTANSI AMENDMENT IN ACCOUNTING POLICY
DSAK-IAI telah menerbitkan beberapa standar baru, The DSAK-IAI has issued several new standards,
amandemen dan penyesuaian atas standar, serta amendments, and adjustments to standards, as well as
interpretasi atas standar namun belum berlaku efektif interpretations of standards that are not yet effective for
untuk periode yang dimulai pada 1 Januari 2023. periods beginning on or after January 1 st, 2023. The
Berikut amandemen dan penyesuaian atas standar yang following amendments and adjustments to standards
berlaku efektif untuk periode yang dimulai pada atau are effective for periods beginning on or after January
setelah 1 Januari 2023, dengan penerapan dini 1 st, 2023, with early application permitted:
diperkenankan yaitu:
a. Amandemen PSAK 1: Penyajian Laporan a. Amendment to PSAK 1: Presentation of Financial
Keuangan tentang Pengungkapan Kebijakan Statements regarding Disclosure of Accounting
Akuntansi; Policies;.
b. Amandemen PSAK 16 : Aset Tetap tentang Hasil b. Amendment to PSAK 16: Property, Plant, and
sebelum Penggunaan yang Diintensifkan; Equipment regarding Proceeds before Intended
Use;
c. Amandemen PSAK 25: Kebijakan Akuntansi, c. Amendment to PSAK 25: Accounting Policies,
Perubahan Estimasi Akuntansi, dan Kesalahan Changes in Accounting Estimates, and Errors
tentang Definisi Estimasi Akuntansi; regarding the Definition of Accounting Estimates;
d. Amandemen PSAK 46: Pajak Penghasilan tentang d. Amendment to PSAK 46: Income Taxes regarding
Pajak Tangguhan terkait Aset dan Liabilitas yang Deferred Tax related to Assets and Liabilities arising
timbul dari Transaksi Tunggal; dan from a Single Transaction; and
e. Revisi PSAK 107: Akuntansi Ijarah. e. Revision to PSAK 107: Ijarah Accounting.
Implementasi standar-standar tersebut tidak memiliki The implementation of these standards does not have
dampak yang material terhadap jumlah yang dilaporkan a material impact on the amounts reported for the current
di tahun berjalan atau tahun sebelumnya. or previous years.
Laporan Tahunan dan Keberlanjutan
240 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 241
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROSPEK USAHA 2024 BUSINESS PROSPECTS 2024
Proyeksi Makroekonomi Macroeconomic Projections
Laporan World Economic Outlook (WEO) yang diterbitkan The World Economic Outlook (WEO) report published
Dana Moneter Internasional (IMF) pada 10 Oktober 2023 by the International Monetary Fund (IMF) on October 10th,
memproyeksikan pertumbuhan ekonomi global di tahun 2023 projects that global economic growth in 2024 will
2024 akan mencapai sebesar 2,9%, turun 0,1% dari reach 2.9%, down 0.1% from the projected global
proyeksi pertumbuhan ekonomi global tahun 2023 yang economic growth in 2023 which will reach 3 %. Efforts to
mencapai sebesar 3%. Upaya pemulihan perekonomian recover the economy after the Covid-19 pandemic which
pasca pandemi Covid-19 yang terus berlanjut pada 2024 will continue in 2024 will still be overshadowed by various
masih akan dibayangi berbagai kondisi ketidakpastian conditions of global uncertainty, ranging from never-
global, mulai dari konflik geopolitik yang tak kunjung ending geopolitical conflicts, weakening economic
usai, pertumbuhan ekonomi China dan Amerika Serikat growth in China and the United States, volatility in
yang melemah, volatilitas harga komoditas, hingga commodity prices, to the threat of climate change. These
ancaman perubahan iklim. Kondisi global tersebut, tentu global conditions can certainly have a significant impact
dapat memberikan dampak yang signifikan pada on the Indonesian economy if the Government, regulators,
perekonomian Indonesia apabila Pemerintah, regulator, industry players and other stakeholders do not prepare
pelaku industri dan pemangku kepentingan lainnya tidak anticipatory steps.
menyiapkan langkah antisipatif.
Mengutip kajian keuangan yang dirilis oleh Otoritas Jasa Citing financial studies released by the Financial Services
Keuangan (OJK), sebagian besar lembaga Authority (OJK), most institutions project that Indonesia's
memproyeksikan pertumbuhan ekonomi Indonesia tahun economic growth in 2024 will remain stable at around
2024 masih tetap stabil dikisaran 5%. Proyeksi World Bank 5%. The World Bank's projection is 4.9%, the Asian
sebesar 4,9%, Asian Development Bank (ADB) dan IMF Development Bank (ADB) and IMF are 5.0% and the
sebesar 5,0% serta The Organization for Economic Organization for Economic Cooperation and Development
Cooperation and Development (OECD) sebesar 5,2%. (OECD) is 5.2%. The Indonesian government has set a
Adapun Pemerintah Indonesia telah menetapkan target target for Indonesia's economic growth in 2024 at 5.2%.
pertumbuhan ekonomi Indonesia tahun 2024 sebesar Indonesia's inflation is projected at 2.8% with the Rupiah
5,2%. Inflasi Indonesia diproyeksikan sebesar 2,8% dengan exchange rate at around Rp15,000 per US dollar.
nilai tukar Rupiah pada kisaran Rp15.000 per dolar AS.
Pertumbuhan Ekonomi Suku Bunga SBN
Economic Growth SBN Interest Rate
5,2% 5,1% 5,1%-5,4% 6,85 - 8,42% 6,8% 6,7%
2024 2023 2022 2024 2023 2022
Inflasi
B1 7DRR
Inflation
2,8% 3,1% 3,0% 6,85 - 8,42% 6,8% 6,7%
2024 2023 2022 2024 2023 2022
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 241
Annual and Sustainability Report
Page 242
Analisis dan Pembahasan Management
Management Discussion and Analysis
TAC
Rp 1,38 triliun Rp 450 miliar Rp 450 miliar
(IMO Rp 1,41 trillion) (IMO Rp 469 billion) (IMO Rp 461 billion)
2024 2023 2022
Nilai Tukar Rupiah (Rp/USD)
Public Service Obligation
Rupiah Exchange Rate (Rp/USD)
Rp14.500 Rp4,48 triliun Rp2,60 triliun Rp 3,24 triliun
15.000/USD Rp 15.100/USD (Rp14.900/USD) (LRT Rp 1,85 trillion) (LRT Rp 71 trillion) (Rp 3,24 trillion)
2024 2023 2022 2024 2023 2022
Sumber: Source:
*) RAPBN Tahun 2024 *) 2024 State Budget (RAPBN)
**) APS Nomor:S-419/MBU/09/2023 tanggal 29 November 2023 **) APS Number: S-419/MBU/09/2023 dated November 29 th, 2023, regarding
perihal pemegang salam untuk Penyusunan RAKP Tahun 2024 the holder of the mandate for the preparation of the 2024 Company Work
Plan and Budget.
Mengantisipasi ketidakpastian ekonomi global yang turut Anticipating global economic uncertainty which also has
berdampak pada perekonomian nasional, arah bauran an impact on the national economy, the direction of Bank
kebijakan Bank Indonesia pada tahun 2024 mencakup Indonesia's policy mix in 2024 includes monetary policy
kebijakan moneter yang difokuskan pada stabilitas (pro- focused on stability (pro-stability) especially achieving
stability) khususnya pencapaian sasaran inflasi dan inflation targets and stability of the Rupiah exchange
stabilitas nilai tukar Rupiah. rate.
STRATEGI TAHUN 2024 2024 STRATEGY
Berdasarkan asumsi proyeksi makro ekonomi di atas, KAI Based on the macroeconomic projection assumptions
telah menetapkan strategi untuk tahun 2024 above, KAI has established a strategy for the upcoming
mendatang. Berbagai isu strategis muncul dalam year 2024. Various strategic issues emerged in the
penyusunan RKAP 2024, salah satu yang terbesar ialah preparation of the 2024 RKAP, one of the biggest being
operasional penuh 2 proyek strategis nasional yaitu LRT the full operation of 2 national strategic projects, namely
Jabodebek dan Kereta Cepat Jakarta Bandung yang the Jabodebek LRT and the Jakarta-Bandung High-
diharapkan sudah dapat menghasilkan pendapatan Speed Rail, which are expected to generate revenue
sesuai target. Untuk menjawab sejumlah tantangan dan according to targets. To address a number of challenges
isu strategis tahun 2024, strategi KAI mencakup: and issues in 2024, KAI's strategy includes:
1. Meningkatkan peran angkutan barang dalam 1. Increasing the role of freight transportation in
logistik nasional dan peran angkutan national logistics and the role of passenger
penumpang, serta menyusun road map transportation, as well as developing an asset
pengembangan pengelolaan aset; management development roadmap;
2. Mengoptimalkan operasi layanan kereta api yang 2. Optimizing integrated train service operations by
terintegrasi dengan peningkatan kapasitas increasing transport capacity and adding train
angkut serta penambahan frekuensi KA dan frequency while reducing travel time with the
pengurangan waktu tempuh perjalanan kereta implementation of digitalization;
api dengan menerapkan basis digitalisasi;
3. Mendukung peningkatan angkutan penumpang 3. Supporting the increase of passenger and freight
dan angkutan barang dengan menghilangkan transportation by eliminating backlogs,
backlog,
Laporan Tahunan dan Keberlanjutan
242 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 243
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
serta inovasi berkelanjutan dengan penerapan improving the performance of Rolling Stock and
proses digitalisasi dalam perawatan dalam infrastructure, and continuous innovation with
mendukung efisiensi biaya; the implementation of digitalization processes in
maintenance to support cost efficiency;
4. Meningkatkan keselamatan dan keamanan 4. Enhancing train travel safety and security through
perjalanan kereta api melalui penguatan kultur the strengthening of culture and values;
dan budaya;
5. Meningkatkan kompetensi SDM untuk menghadapi 5. Improving HR competencies to face changes and
perubahan serta meningkatkan kesejahteraan enhancing employee welfare;
pegawai;
6. Melakukan kajian pengembangan bisnis dan 6. Conducting business development studies and
implementasinya seta menjalin kerjasamanya their implementation, as well as establishing
dengan seluruh stakeholders untuk mendukung partnerships with all stakeholders to support
pendapatan; revenue;
7. Penguatan manajemen risiko, optimalisasi 7. Strengthening risk management, optimizing
penugasan pemerintah dan optimalisasi government assignments, and optimizing business
pendanaan proses bisnis perusahaan; process funding;
8. Menjalankan efisiensi yang terukur, dengan tetap 8. Executing measurable efficiency, while still paying
memperhatikan keamanan dan keselamatan.matan attention to the safety and security of train travel
dan keamanan perjalanan kereta api melalui through the strengthening of culture and values.
penguatan kultur dan budaya;
STRATEGI KAI SESUAI RJPP KAI STRATEGY IN ACCORDANCE WITH RJPP
Rencana bisnis KAI perlu dikembangkan selaras dengan KAI's business plan needs to be developed in alignment
rencana strategis dan tema pengembangan pemerintah with the strategic plans and development themes of the
sesuai dengan agenda transportasi nasional. Sebagai government in accordance with the national
BUMN yang menjalankan bisnis di sektor transportasi, transportation agenda. As a state-owned enterprise
rencana bisnis KAI harus dapat mengakomodasi rencana (SOE) operating in the transportation sector, KAI's
strategis Kementerian BUMN, Kementerian business plan must accommodate the strategic plans of
Perhubungan, serta Rencana Induk Perkeretaapian the Ministry of SOEs, the Ministry of Transportation, and
Nasional (RIPNAS). the National Railway Master Plan (RIPNAS).
Sebagaimana tercantum dalam pembaharuan RIPNAS As stated in the updated RIPNAS 2011-2030 published by
2011-2030 yang diterbitkan oleh Kemenhub pada tahun the Ministry of Transportation in 2018, the goals and
2018, sasaran dan target penyelenggaraan perkeretaapian targets for national railway operations by 2030 are: To
nasional 2030 adalah: Mewujudkan layanan transportasi achieve railway transportation services with a market
perkeretaapian yang memiliki pangsa pasar penumpang share of 7%-9% for passengers and 11%-13% for freight
sebesar 7%-9% dan barang sebesar 11%-13% dari from the total national transportation services.
keseluruhan layanan transportasi nasional. Selain itu Additionally, indirect impacts such as regional economic
dampak tidak langsung seperti peningkatan ekonomi improvement, connectivity, and reduction in road
wilayah, konektivitas maupun penurun angka kecelakaan transport accidents need to be considered.
transportasi darat perlu diperhatikan.
Arah pengembangan dan tema pembangunan yang The direction of development and construction themes
tertera dalam RIPNAS 2011-2030 adalah sebagai berikut: outlined in RIPNAS 2011-2030 are as follows:
1. Layanan kereta api yang optimal dengan prioritas 1. Optimal railway services with a priority on security
keamanan dan keselamatan; and safety;
2. Teknologi kereta api yang modern dan ramah 2. Modern and environmentally friendly railway
lingkungan; technology;
3. Penyediaan kereta api nasional dengan good 3. Provision of national railways with good
governance; governance;
4. Pengembangan jaringan kereta api nasional 4. Development of the existing national railway
eksisting. network.
Sebagai operator utama kereta api, sangat penting untuk As the primary railway operator, it is crucial for KAI to
KAI dapat menerjemahkan arah pengembangan tersebut interpret these development directions in KAI's business
di dalam rencana bisnis KAI. Oleh karena itu, rencana plan. Therefore, KAI's business plan must serve as a
bisnis KAI harus dapat menjadi katalis dalam mewujudkan catalyst in realizing the Government's vision for the future
visi Pemerintah untuk masa depan sektor kereta api. of the railway sector.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 243
Annual and Sustainability Report
Page 244
Analisis dan Pembahasan Management
Management Discussion and Analysis
Menjawab amanah tersebut, KAI telah menetapkan In response to this mandate, KAI has established its
program strategis 2024 dengan tema “Driving strategic program for 2024 with the theme “Driving
sustainability in the challenging era”. sustainability in the challenging era.”
Program Strategis yang difokuskan pada RKAP 2024 itu Strategic Programs focused on RKAP 2024 include:
mencakup antara lain:
1. Meningkatkan peran angkutan barang dengan 1. Increasing the role of freight transportation by
melakukan pengembangan jasa gudang/terminal developing rail-based warehouse/terminal services,
berbasis rel, konversi Kereta Bagasi biasa menjadi converting ordinary baggage trains into
Kereta Bagasi Berpendingin untuk distribusi hasil refrigerated baggage trains for the distribution of
perikanan, Transformasi Model Bisnis KAI Cargo fishery products, transforming KAI Cargo's
dari Pola Layanan Station-to-Station (S2S) menjadi business model from Station-to-Station (S2S)
End-to-End (E2E) melalui kolaborasi antar service patterns to End-to-End (E2E) through
logistics player, serta melakukan investasi collaboration among logistics players, and
pengadaan sarana terutama untuk mendukung investing in the procurement of Rolling Stock
peningkatan angkutan batubara di Sumatera primarily to support the increase in coal
Selatan; transportation in South Sumatra;
2. Mengoptimalkan angkutan penumpang melalui 2. Optimizing passenger transportation through
Inovasi produk kereta untuk meningkatkan product innovation to enhance customer
pengalaman pelanggan sehingga membentuk experience, creating better customer journeys,
customer journey yang lebih baik, menciptakan generating satisfaction and loyalty, and even acting
kepuasan dan tingkat loyalitas pelanggan bahkan as company advocates;
lebih dari itu dapat berperan sebagai advocate
Perusahaan;
3. Mengoptimalkan pendapatan non angkutan 3. Optimizing non-transportation revenue by
dengan menyusun road map pengembangan developing an asset management roadmap,
pengelolaan asset, melanjutkan upaya continuing efforts to generate revenue from utility
menghasilkan pendapatan dari pemanfaatan utilization, both through maintenance of existing
utilitas, baik melalui maintenance mitra/utilitas partners/utilities and new partners/utilities, and
yang sudah ada, maupun mitra/utilitas baru, serta increasing the asset value through the repair/
melakukan peningkatan nilai jual aset melalui renovation of strategic assets that are no longer
perbaikan/renovasi aset strategis yang sudah tidak viable, thus attracting potential partners;
layak sehingga diharapkan dapat menarik minat
calon mitra;
4. Mengoptimalkan operasi layanan kereta api yang 4. Optimizing train service operations with integrated
terintegrasi dengan peningkatan kapasitas transport capacity increases, adding train
angkut serta penambahan frekuensi KA dan frequency, and reducing travel time by
pengurangan waktu tempuh perjalanan kereta implementing digitalization;
dengan menerapkan basis digitalisasi;
5. Mendukung peningkatan angkutan penumpang 5. 5. Supporting the increase of passenger and freight
dan angkutan barang dengan menhilangkan transportation by eliminating backlogs, increasing
backlog, peningkatan kecepatan lintas, track speed, improving the performance and
peningkatan performa dan kualitas sarana dan quality of Rolling Stock and infrastructure, and
prasarana serta inovasi berkelanjutan dengan continuous innovation through the
penerapan proses digitalisasi dalam perawatan implementation of digital processes in
dalam mendukung efisiensi biaya; maintenance to support cost efficiency;
6. Meningkatkan keselamatan dan keamanan 6. Enhancing train travel safety and security through
perjalanan kereta api melalui penguatan kultur strengthening culture and values, and innovating
dan budaya, serta dengan melakukan inovasi with the digitalization of track inspection processes,
Digitalisasi Proses Pemeriksaan Jalan Rel dan accelerating maintenance activities, and speeding
mempercepat proses kegiatan perawatan, up rail detection methods to minimize rail breaks
Percepatan Metode Pendeteksi Rel untuk with Ultrasonic Flaw Detector;
Meminimalisir Rel Putus dengan Ultrasonik Flaw
Detector;
7. Meningkatkan kompetensi SDM untuk menghadapi 7. Improving HR competencies to face changes and
perubahan serta meningkatkan kesejahteraan enhancing employee welfare;
pegawai;
8. Melakukan kajian pengembangan bisnis dan 8. Conducting business development studies and
implementasinya seta menjalin kerjasamanya their implementation and establishing
dengan seluruh stakeholders untuk mendukung collaborations with all stakeholders to support
pendapatan; revenue;
Laporan Tahunan dan Keberlanjutan
244 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 245
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
9. Melakukan kajian pengembangan bisnis dan 9. Conducting business development studies and
implementasinya serta menjalin kerjasamanya their implementation and establishing
dengan seluruh stakeholders untuk mendukung collaborations with all stakeholders to support
pendapatan; revenue.
Melanjutkan sejumlah program pada 2023, KAI akan Continuing several programs from 2023, KAI will continue
melanjutkan investasi peremajaan sarana 612 kereta K1 to invest in the rejuvenation of 612 K1 and K3 train cars,
dan K3, 11 KA Luxury, 4 KA Panoramic, modernisasi kereta 11 Luxury Trains, 4 Panoramic Trains, the modernization
ekonomi menjadi Kereta Ekonomi New Generation yang of economy trains into New Generation Economy Trains
telah ada di tahun 2023, serta pengadaan kereta baru that were introduced in 2023, as well as the procurement
Jepang 3TS, dan kereta baru Retrofit 19 TS (4 TS di tahun of new 3TS Japanese trains, 19 TS new Retrofit trains (4
2024) dan Kereta baru INKA sebanyak 24 TS yang TS in 2024), and 24 new INKA trains procured by KAI
dilakukan oleh KAI Commuter. Semuanya dilakukan Commuter. All of these efforts are aimed at improving
dalam rangka meningkatkan pelayanan kepada seluruh services for all railway transportation users. KAI will also
pengguna jasa transportasi kereta api. KAI juga mulai start investing in 54 locomotives, 225 units of 54-ton
melakukan investasi 54 Lokomotif, 225 unit Gerbong Datar Flatbed Wagons (GD), and 1,164 units of 54-ton BM Flatbed
(GD) 54 Ton , 1164 unit Gerbong Datar (GD) BM 54 Ton, Wagons, with investments spread over multiple years
secara multiyears hingga tahun 2025/2026. until 2025/2026.
Selain berinvestasi, KAI mengupayakan berbagai macam In addition to investing, KAI is striving for various
inovasi dan program strategis untuk mendukung core innovations and strategic programs to support its core
bisnis seperti penambahan KA baru, rerouting KA, business, such as adding new trains, rerouting trains,
percepatan waktu tempuh KA, perbaikan dan accelerating train travel times, improving and adding
penambahan layanan stasiun untuk mendukung layanan station services to support passenger transportation
angkutan penumpang kepada pelanggan. KAI juga services. KAI is also preparing long-term and short-term
mempersiapkan sarana dan prasarana jangka panjang Rolling Stock and infrastructure, including increasing the
dan pendek salah satunya dengan cara penambahan loading/unloading capacity, adding train sets, adding
kapasitas jumlah KA loading/unloading, penambahan open wagons (GB), and raising tariffs to increase freight
train set KA, penambahan gerbong terbuka (GB), revenue. The target for increasing non-transportation
kenaikan tarif untuk meningkatkan pendapatan revenue is also being pursued through the digitalization
angkutan barang. Target peningkatan non angkutan juga of non-transportation businesses, utility optimization, and
dilakukan dengan cara digitalisasi bisnis non angkutan, the management of advertising at stations and on
optimalisasi utilitas, pengelolaan periklanan di stasiun Jabodebek LRT Rolling Stock.
dan sarana LRT Jabodebek.
Berbagai langkah akan terus diupayakan yang mengarah Various efforts will continue to be made towards safety,
pada keselamatan, ketepatan waktu, pelayanan dan punctuality, service, and comfort with the hope that KAI
kenyamanan dengan harapan KAI akan tumbuh menjadi will continue to grow better every year. KAI is also always
lebih baik lagi setiap tahunnya. KAI juga selalu siap ready to seek opportunities and face challenges in this
dalam mencari peluang dan menghadapi tantangan di new business era to become the Best Transportation
era bisnis baru ini untuk dapat menjadi Solusi Ekosistem Ecosystem Solution for Indonesia, providing the best
Transportasi Terbaik untuk Indonesia, memberikan transportation services for the community.
layanan transportasi terbaik bagi masyarakat.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 245
Annual and Sustainability Report
Page 246
Analisis dan Pembahasan Management
Management Discussion and Analysis
PERBANDINGAN TARGET DAN REALISASI
TAHUN 2023 SERTA PROYEKSI TAHUN 2024
COMPARISON OF TARGET AND REALIZATION IN 2023 AND PROJECTIONS IN 2024
Target dan Realisasi Tahun 2023 dan Proyeksi 2024 Targets and Realizations for 2023 and Projections for
2024
(Dalam ribuan rupiah) (In thousand rupiah)
Pencapaian terhadap
Realisasi 2023
Uraian Target 2023 Target (%) Proyeksi 2024
Realization in
Description Targets in 2023 Achievement to Target Projection in 2024
2023
(%)
Posisi Keuangan Financial Position
Aset lancar
10.631.487.787 13.023.841.719 122,5 10.935.000.000
Current asset
Aset tidak lancar
84.302.068.664 68.350.471.654 81,1 84.015.000.000
Non-current asset
Total aset
94.933.556.451 81.374.313.373 85,7 94.950.000.000
Total assets
Liabilitas jangka pendek
9.267.946.586 17.921.316.180 193,4 10.523.000.000
Short-term liabilities
Liabilitas Liabilitas jangka
panjang 52.605.204.922 32.546.859.952 61,9 49.217.000.000
Long-term liabilities
Total liabilitas
61.873.151.508 50.468.176.132 81,6 59.739.000.000
Total liabilities
Total ekuitas
33.060.404.943 30.906.137.241 93,5 35.210.000.000
Total equity
Laba Rugi Profit or Loss
Pendapatan
28.020.594.170 35.106.535.574 125,3 33.162.000.000
Income
Beban usaha
24.100.520.639 27.018.520.240 112,1 27.565.122.617
Operating expense
Laba (rugi) usaha
3.920.073.531 3.860.802.548 98,5 5.597.095.530
Operating profit (loss)
Laba (rugi) tahun berjalan
1.735.899.562 1.871.548.137 107,8 1.215.817.390
Profit (loss) for the year
Rasio Keuangan (%) Financial Ratio (%)
Rasio kas
44,54 28,67 64,4 33,2
Cash ratio
Rasio lancar
114,71 72,67 63,4 103,9
Cash ratio
Return on Equity (ROE) 5,53 11,82 213,7 3,46
Return on Investment
8,63 7,58 87,9 12,49
(ROI)
Laporan Tahunan dan Keberlanjutan
246 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 247
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Perbandingan Target dan Realisasi serta Proyeksi Aset Comparison of Targets and Realization and Asset
Projections
Pada tahun 2023, realisasi total aset lancar Persero In 2023, the realization of the Company's total current
mencapai Rp13,02 triliun atau 122,5% terhadap target assets reached Rp13.02 trillion, or 122.5% of the target of
sebesar Rp10,63 triliun dengan rincian sebagai berikut. Rp10.63 trillion with the following details.
Realisasi kas dan setara kas mencapai Rp5,14 triliun atau Realization of cash and cash equivalents reached Rp5.14
124,50% terhadap target sebesar Rp4,13 triliun. Realisasi trillion or 124.50% of the target of RP4.13 trillion. The
di atas target disebabkan masih terdapatnya dana sinking realization was above the target because there were still
fund atas penyesuaian tarif batubara porsi tahun 2023 funds sinking fund regarding adjustments to coal tariffs
yang belum dilakukan pemisahan rekening karena masih for the 2023 portion of which accounts have not yet been
menunggu penyesuaian regulasi dan kepastian separated because they are still waiting for regulatory
perhitungan. adjustments and calculation certainty.
Realisasi piutang (setelah dikurangi penyisihan piutang Realization of receivables (after deducting the allowance
ragu-ragu) sebesar Rp1,93 triliun atau 92,6% terhadap for doubtful accounts) was RP1.93 trillion or 92.6% of the
target sebesar Rp2,09 triliun. Realisasi di bawah target target of RP2.09 trillion. Realization was below target due
dikarenakan adanya beberapa cadangan tambahan yang to several additional reserves applied to trade receivables
diterapkan pada piutang usaha sesuai dengan umurnya. according to their age.
Realisasi persediaan sebesar Rp1,53 triliun atau 113,8% Inventory realization amounted to RP1.53 trillion or 113.8%
terhadap target sebesar Rp1,34 triliun. Realisasi di atas of the target of RP1.34 trillion. The realization above the
anggaran diantaranya disebabkan adanya pembelian budget was partly due to the purchase of supplies for
persediaan untuk perawatan sarana dan prasarana yang maintenance of Rolling Stock and infrastructure which
belum dilakukan pada akhir tahun sehingga belum had not been carried out at the end of the year so they
digunakan pada tahun 2023. would not be used in 2023.
Adapun aset lancar lainnya sebesar Rp4,43 triliun atau Meanwhile, other current assets amounted to RP4.43 trillion
143,9% terhadap anggarannya sebesar Rp3,07 triliun. or 143.9% of the budget of RP3.07 trillion. The reason the
Penyebab realisasi di atas target ialah penyerapan realization is above the target is that LRT investment
investasi LRT masih di bawah anggaran sehingga dana absorption is still below budget so that the PMN funds
PMN yang diterima pada tahun 2021 juga belum received in 2021 have not been used optimally. Apart from
digunakan secara optimal. Selain itu, masih terdapat sisa that, there are still remaining PMN funds for capital
dana PMN untuk setoran modal proyek KCJB. payments for the KCJB project.
Untuk tahun 2024, Perseroan memproyeksikan total aset For 2024, the Company projects total assets of RP94.95
sebesar Rp94,95 triliun, tidak jauh berbeda dari realisasi trillion, not much different from the realization in 2023
tahun 2023 dengan pertimbangan masih adanya considering that there is still a loss contribution from
kontribusi rugi dari operasional LRT Jabodebek dan KCJB the operations of the Jabodebek LRT and Whoosh KCJB.
Whoosh.
Perbandingan Target dan Realisasi serta Proyeksi Comparison of Targets and Realized and Projected
Liabilitas Liabilities
Realisasi total liabilitas Perseroan pada tahun 2023 In 2023, the Company's total liabilities reached Rp50.47
mencapai Rp50,47 triliun atau 81,57% dari target Rp61,87 trillion, or 81.57% of the target of Rp61.87 trillion. Short-
triliun. Realisasi liabilitas jangka pendek sebesar Rp17,92 term liabilities amounted to Rp17.92 trillion, or 193.4% of
triliun atau 193,4% terhadap target sebesar Rp9,27 triliun. the target of Rp9.27 trillion. The achievement above the
Realisasi di atas target tersebut dikarenakan realisasi biaya target was due to the realization of operational expenses,
usaha dalam kegiatan operasional, pembayaran ke vendor including payments to vendors that were not yet due
yang belum jatuh tempo berdasarkan Term Of Payment based on the Term of Payment (TOP).
(TOP).
Sedangkan liabilitas jangka panjang Perseroan sebesar Meanwhile, the Company's long-term liabilities amounted
Rp32,55 triliun atau 61,9% terhadap target sebesar Rp52,60 to RP32.55 trillion or 61.9% of the target of RP52.60 trillion.
triliun. Realisasi di target tersebut disebabkan belum The realization of this target was due to the unrealized
terealisasinya pencairan investasi yang bersumber dari disbursement of investment originating from long-term
pinjaman jangka panjang misalnya investasi LRT loans, for example the Jabodebek LRT investment or
Jabodebek maupun pinjaman jangka panjang untuk long-term loans for needs. Cash Deficiency Support
kebutuhan Cash Deficiency Support (CDS) KCJB Whoosh. (CDS) KCJB Whoosh.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 247
Annual and Sustainability Report
Page 248
Analisis dan Pembahasan Management
Management Discussion and Analysis
Untuk tahun 2024, Perseroan memproyeksikan total For 2024, the Company projects total liabilities of Rp59.74
liabilitas sebesar Rp59,74 triliun atau 118,37% dari realisasi trillion or 118.37% of the 2023 realization, taking into
tahun 2023 dengan pertimbangan masih tingginya account the Company's still high short-term liabilities.
liabilitas jangka pendek Perseroan.
Perbandingan Target dan Realisasi serta Proyeksi Comparison of Targets and Realization and Equity
Ekuitas Projections
Pada tahun 2023, realisasi total ekuitas sebesar Rp30,91 In 2023, the realization of total equity will be Rp30.91
triliun, setara 93,48% dari target RKAP 2023 sebesar trillion, equivalent to 93.48% of the 2023 RKAP target of
Rp33,06 triliun. Hal tersebut terutama disebabkan oleh Rp33.06 trillion. This is mainly due to the non-realization
belum terealisasinya PMN atas kegiatan investasi of PMN for investment activities assigned by the
penugasan Pemerintah. Government.
Untuk tahun 2023, Perseroan memproyeksikan total For 2023, the Company projects total equity of Rp35.21
ekuitas sebesar Rp35,21 triliun atau lebih tinggi 13,91% trillion or 13.91% higher than the realization in 2023, taking
dari realisasi tahun 2023, dengan pertimbangan adanya into account the achievement of profit in 2024 which
capaian laba tahun 2024 yang memberikan kontribusi will contribute to KAI's equity.
bagi ekuitas KAI.
Perbandingan Target dan Realisasi serta Proyeksi Comparison of Targets and Realized and Projected
Pendapatan Income
Realisasi pendapatan KAI tahun 2023 mencapai Rp35,11 KAI's realized revenue in 2023 reached RP35.11 trillion,
triliun, setara dengan 125,29% target RKAP 2023 sebesar equivalent to 125.29% of the 2023 RKAP target of RP28.02
Rp28,02 triliun. Realisasi total pendapatan Perseroan trillion. The realization of the Company's total revenue
diatas target terutama disebabkan oleh realisasi above the target was mainly due to the realization of
pendapatan angkutan penumpang dan angkutan barang passenger and freight transportation revenues above the
di atas target yang ditetapkan. Pendapatan angkutan set targets. Realized passenger transportation revenue
penumpang terealisasi sebesar Rp9,94 triliun atau setara amounted to RP9.94 trillion or equivalent to 105.2% of
dengan 105,2% target sebesar Rp9,45 triliun, disebabkan the target of RP9.45 trillion, due to the increase in
bertambahnya okupansi penumpang di masa-masa high passenger occupancy during the period. high season such
season seperti liburan sekolah maupun hari raya. as school holidays or holidays. Whereas For 2024, the
Sedangkan untuk tahun 2024, Perseroan Company projects total revenue of RP33.16 trillion, or
memproyeksikan total pendapatan sebesar Rp33,16 triliun, 94.46% of the realization in 2023 taking into account
atau 94,46% dari realisasi tahun 2023 dengan ongoing efforts to improve services in freight
mempertimbangkan masih berjalannya upaya-upaya transportation in order to achieve targets.
peningkatan layanan pada angkutan barang agar mampu
mencapai target.
Perbandingan Target dan Realisasi serta Proyeksi Laba/ Comparison of Targets and Realization and Profit/Loss
Rugi Projections
Realisasi laba/rugi tahun berjalan Perseroan pada tahun The Company's realized profit/loss for the current year
2023 mencapai Rp1,87 triliun atau setara dengan 107,81% in 2023 reached RP1.87 trillion or equivalent to 107.81%
dari target RKAP 2023 sebesar Rp1,74 triliun. Hal tersebut of the 2023 RKAP target of RP1.74 trillion. This was mainly
terutama disebabkan oleh kenaikan pendapatan due to the increase in the Company's revenue which
Perseroan yang melampaui target. exceeded the target.
Perbandingan Target dan Realisasi serta Proyeksi ROI Comparison of Target and Realization and ROI
Projections
Pada tahun 2023, realisasi ROI sebesar 7,58% atau 21,17% In 2023, the realization of ROI was 7.58%, which was 21.17%
di bawah target ROI pada RKAP sebesar 8,63%. Tidak below the RKAP target ROI of 8.63%. The shortfall in ROI
tercapainya realiasi ROI di bawah target terutama was primarily due to the increased value of the Company's
disebabkan oleh meningkatnya nilai aset Perseroan. assets. For 2024, the Company projects an ROI of 12.49%,
Untuk tahun 2024, Perseroan memproyeksikan ROI equivalent to 164.78% of the 2023 realization, considering
sebesar 12,49%, atau setara dengan 164,78% realisasi the operations of KCJB, LRT Jabodebek, and the addition
tahun 2023 dengan pertimbangan sudah beroperasinya of train services.
KCJB, LRT Jabodebek, dan penambahan layanan kereta.
Laporan Tahunan dan Keberlanjutan
248 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 249
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Perbandingan Target dan Realisasi serta Proyeksi Comparison of Targets and Realization and
Produksi Production Projections
Pencapaian
Uraian Target 2023 Realisasi 2023 terhadap Target (%) Proyeksi 2024
Description Targets in 2023 Realization in 2023 Achievement to Projection in 2024
Target (%)
Passenger Transport (in Person) Passenger Transport (in Person)
KA Utama Kelas Eksekutif
14.904.054 16.427.176 110,22 18.713.274
Main Train-Executive Class
KA Utama Kelas Bisnis
1.603.872 1.642.947 102,44 1.719.635
Main Train-Business Class
KA Utama Kelas Ekonomi
26.000.349 27.233.710 104,74 28.286.026
Main Train-Economy Class
KA Lokal Ekonomi
339.581.203 343.472.771 101,15 397.502.554
Local Train-Economy Class
Volume Angkutan Penumpang
382.089.477 388.776.604 101,75% 440.119.526
Passenger Transport Volume
Freight Train Transport (in Tons) Freight Train Transport (in Tons)
Batu Bara Coal 50.584.451 51.107.520 101,03 55.544.848
Peti Kemas Container 5.016.630 4.661.449 92,92 5.315.600
BBM Fuel 2.458.200 2.592.060 105,45 2.544.360
Semen Cement 3.774.072 4.130.146 109,43 3.796.600
General Cargo dan Barang
Hantaran Potongan (BHP)
368.300 228.631 62,08 265.110
General Cargo and Delivery
Freight Unit (BHP)
Lainnya Others 859.949 1.065.159 123,86 852.630
Volume Angkutan KA Barang
63.061.602 63.694.966 101,00 68.319.000
Freight Train Transport Volume
Perbandingan Target dan Realisasi serta Proyeksi Comparison of Targets and Realizations and Projections
Volume Angkutan Penumpang of Passenger
Pada tahun 2023, realisasi volume angkutan penumpang In 2023, the realization of passenger transport volume
sebanyak 388.776.604 orang, di atas 101,75% dari target was 388,776,604 people, exceeding 101.75% of the RKAP
RKAP 2023 sebanyak 382.089.477 orang. 2023 target of 382,089,477 people.
Perbandingan Target dan Realisasi serta Proyeksi Comparison of Targets and Realizations and Projections
Volume Angkutan KA Barang of Freight Train
Pada tahun 2023, realisasi volume angkutan KA barang In 2023, the realization of the volume of freight train
adalah sebesar 63.694.966 ton atau 101% dibandingkan transportation is 63,694,966 tons or 101% compared to
target RKAP 2023 yang sebesar 63.061.603 ton. Hal the 2023 RKAP target of 63,061,603 tons. This is mainly
tersebut terutama disebabkan oleh meningkatnya due to the increasing volume of fuel and cement
volume angkutan BBM dan semen mengikuti transportation following market demand.
permintaan pasar.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 249
Annual and Sustainability Report
Page 250
Analisis dan Pembahasan Management
Management Discussion and Analysis
TINJAUAN FUNGSI PENUNJANG BISNIS
OVERVIEW OF BUSINESS SUPPORT FUNCTIONS
Pemanfaatan Teknologi Informasi (TI) memiliki peran The use of Information Technology (IT) has a very
sangat penting dalam kegiatan bisnis KAI. Implementasi important role in KAI's business activities. Optimal IT
TI yang optimal dapat meningkatkan kinerja operasional implementation can improve the Company's operational
Perseroan sehingga menjadi lebih produktif dan berdaya performance so that it becomes more productive and
saing di tengah ketatnya kompetisi industri transportasi competitive amidst the tight competition in the
di Indonesia. Upaya peningkatkan kinerja KAI senantiasa transportation industry in Indonesia. Efforts to improve
berorientasi pada keselamatan, ketepatan waktu, KAI's performance are always oriented towards safety,
pelayanan, dan kenyamanan melalui implementasi timeliness, service and comfort through the
rencana kerja berbasis TI. Meskipun demikian, KAI implementation of IT-based work plans. However, KAI
memahami bahwa manfaat penggunaan TI selalu disertai understands that the benefits of using IT are always
dengan risiko yang perlu diantisipasi secara serius. Untuk accompanied by risks that need to be seriously
itu, KAI telah menerapkan Tata Kelola TI yang baik agar anticipated. For this reason, KAI has implemented good
memperoleh nilai manfaat secara optimal, sekaligus IT Governance in order to obtain optimal benefit value,
mengelola risiko-risiko yang mungkin timbul. Hingga akhir while managing risks that may arise. Until the end of
tahun 2023, KAI telah menerapkan pengelolaan TI secara 2023, KAI has implemented good IT management with
baik dengan dukungan infrastruktur dan Tata Kelola the support of strong infrastructure and Information
Teknologi Informasi yang kuat. Technology Governance.
Realisasi Rencana Kerja Berbasis TI Realization of IT-Based Work Plans
Implementasi Face Recognition
Layanan pengenalan wajah untuk mempermudah kebutuhan boarding penumpang kereta api jarak jauh
Implementasi Face Recognition
Facial recognition service to simplify the boarding needs of long-distance train passengers
Non transport Business Planning & Asset Commercialization Management System
KAI mengembangkan Railway Asset Management System Fase I yang mengimplementasikan teknologi Low Code
dan melakukan upgrade sistem ArcGis
Non transport Business Planning & Asset Commercialization Management System
KAI developed the Railway Asset Management System Phase I which implemented Low Code technology and
upgraded the ArcGis system;
Pengembangan Railway Management System tahap 2
Redesign aplikasi Direktorat Operasi untuk mendukung administrasi Perjalanan KA
Development of Railway Management System stage 2
Redesign of the Operations Directorate application to support train travel administration
Pengembangan Railway Management System tahap 2
Redesign aplikasi Direktorat Operasi untuk mendukung administrasi Perjalanan KA
Development of Railway Management System stage 2
Redesign of the Operations Directorate application to support train travel administration
Optimalisasi Sales Management System (KAI Access)
Optimalisasi ini ditujukan untuk pengembangan Revamp KAI Access guna peningkatan pelayanan pelanggan
Optimization of Sales Management System (KAI Access)
This optimization is aimed at developing the KAI Access Revamp to improve customer service
Implementasi Firebase Analytics pada Access by KAI
Ditujukan untuk memberikan user experience baru pada pelanggan
Implementasi Firebase Analytics pada Access by KAI
Intended to provide user experience new to the customer
Optimalisasi Big Data dan Dashboard Management
Ditujukan untuk monitoring dan menampilkan data secara visual
Big data Optimization and Dashboard Management
Intended for monitoring and displaying data visually
Laporan Tahunan dan Keberlanjutan
250 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 251
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Implementasi Master Data Management System (MDM),
Implementasi ini termasuk mengidentifikasikan katalog data, melakukan klasifikasi data, dan implementasi
master data management tool untuk modul integration dan data katalog Ditujukan untuk monitoring dan
menampilkan data secara visual
Implementasi Master Data Management System (MDM),
This implementation includes identifying data catalogues, data classification, and implementation master data
management tool for modul integration and catalog data
Implementasi API Management System
Implementation of API Management System
Penguatan Network dengan implementasi SDWAN
Network strengthening with SDWAN implementation
Improvisasi Security Operations Center (SOC)
Improvisasi Security Operations Center (SOC)
Implementasi Endpoint Detection and Response (EDR)
Ditujukan agar Divisi Sistem Informasi proaktif terhadap insiden keamanan pada perangkat endpoint
Implementasi Endpoint Detection and Response (EDR)
It is intended that the Information Systems Division be proactive regarding security incidents on devices endpoint
Dalam implementasinya pada kegiatan operasional In its operational activities, the utilization of IT at KAI has
Perseroan, pemanfaatan TI di KAI juga telah memenuhi also complied with applicable regulations through the
regulasi yang berlaku melalui penerapan Tata Kelola implementation of IT Governance. Further explanation
Teknologi Informasi. Penjelasan lebih lanjut terdapat pada can be found in the Information Technology Governance
bagian Tata Kelola Teknologi Informasi. section
Capaian Sesuai Masterplan Teknologi Achievements According to the 2020-2024
Informasi 2020- 2024 Information Technology Masterplan
Capaian
NO Uraian Description
Achievement
Railway Management System untuk redesign aplikasi Direktorat Operasi untuk perjalanan KA
1 100%
Facial recognition service to simplify the boarding needs of long-distance train passengers
Master Data Management untuk Pengembangan Master Data Management berdasarkan area
2 pada Data Governance 100%
Facial recognition service to simplify the boarding needs of long-distance train passengers
Non Transport Business Planning & Asset Commercialization Management System untuk
3 Pengembangan Railway Aset Management System dengan map ArcGis 100%
Facial recognition service to simplify the boarding needs of long-distance train passengers
Optimalisasi Sales Management System untuk Pengembangan Rail Cargo System, Revamp KAI
4 Access 100%
Facial recognition service to simplify the boarding needs of long-distance train passengers
Pembangunan Data Center baru sesuai kajian tier 3
5 100%
Facial recognition service to simplify the boarding needs of long-distance train passengers
Oracle Exadata Cloud at Customer Layanan Oracle Exadata cloud
6 100%
Facial recognition service to simplify the boarding needs of long-distance train passengers
Dukungan Transformasi Digital untuk mempersiapkan infrastruktur IT untuk keperluan
7 implementasi transformasi digital 82,21%
Facial recognition service to simplify the boarding needs of long-distance train passengers
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 251
Annual and Sustainability Report
Page 252
Analisis dan Pembahasan Management
Management Discussion and Analysis
Berdasarkan Asesmen Indonesia Industry Readiness Based on the Indonesia Industry Readiness Index 4.0 (INDI
Index 4.0 (INDI 4.0) Assessment yang dilakukan pada 4.0) Assessment conducted in 2022 by Assessors from
tahun 2022 oleh Asesor dari Balai Besar Bahan dan the Center for Materials and Technical Freight (B4T) with
Barang Teknik (B4T) dengan skor INDI 4.0, KAI an INDI score of 4.0, KAI received a score of 3.35. This value
mendapatkan skor sebesar 3.35. Nilai tersebut belum has not met the target required by the Ministry of SOEs
memenuhi target yang dipersyaratkan oleh Kementrian of 3.5, so the Company is required to prepare and
BUMN sebesar 3.5, maka Perseroan wajib menyusun dan implement a plan to fulfill the INDI 4.0 improvement
mengimplementasikan rencana pemenuhan gap gap, as explained below.
perbaikan INDI 4.0, seperti dijelaskan berikut ini.
Pilar Description Implementasi Perbaikan Implementation of Improvements
Penyusunan HC Master Plan yang selaras dengan RJPP,
Penyusunan kajian investasi terhadap peningkatan kapabilitas SDM,
Pilar Manajemen dan Pengelompokan inovasi terkait digitalisasi, dan
Organisasi Pengukuran ketercapaian KPI dari Transformasi Digital
Pillars of Management and Preparation of HC Master Plan in line with RJPP,
Organization Preparation of investment studies on improving HR capabilities,
Grouping innovations related to digitalization, and
Measurement of KPI achievement from Digital Transformation
Penyusunan HC Master Plan yang selaras dengan RJPP,
Penyusunan kajian investasi terhadap peningkatan kapabilitas SDM,
Pengelompokan inovasi terkait digitalisasi, dan
Pilar Orang dan Budaya Pengukuran ketercapaian KPI dari Transformasi Digital
Pillars of People and Culture Preparation of HC Master Plan in line with RJPP,
Preparation of investment studies on improving HR capabilities,
Grouping innovations related to digitalization, and
Measurement of KPI achievement from Digital Transformation
Kustomisasi untuk semua layanan, improvement piranti pemodelan dan optimalisasi
layanan dengan mengembangkan piranti cerdas pada bisnis Perusahaan yaitu angkutan
Pilar Produk dan Layanan penumpang, angkutan barang, dan pengusahaan aset.
Product and Service Pillars Customization for all services, improvement of modeling devices and optimization of
services by developing intelligent devices in the Company's business, namely passenger
transportation, freight transportation, and asset management.
Penggambaran konektivitas sistem sesuai proses bisnis Perusahaan, Peningkatan
teknologi/mesin/sistem cerdas antara lain KAISA based on Robotic Process Automation
(RPA), Boarding system with Face Recognition, Trainguard MT train control system LRT
Jabodebek, CCTV Fatique Locomotif with Video Surveillance as a Service (VSaaS),
Development with Low Code Technology, Enterprise Architecture as Digital Twin
Pilar Teknologi Organization
Technology Pillars Depiction of system connectivity according to the Company's business processes, Increased
technology/machines/intelligent systems include KAISA based on Robotic Process
Automation (RPA), Boarding system with Face Recognition, Trainguard MT train control
system LRT Jabodebek, CCTV Fatique Locomotif with Video Surveillance as a Service
(VSaaS), Development with Low Code Technology, Enterprise Architecture as Digital Twin
Organization
Peningkatan proses otonom antara lain Optimalisasi verifikasi data PPN Wajib Pungut
(WAPU) menggunakan RPA,
Optimaliasi laporan kinerja bulanan IT menggunakan RPA,
Boarding system by Face Recognition,
Marketing Automation menggunakan Insider Growth Management Platform,
Penerapan prescriptive maintenance yaitu Integrated Maintenance and Asset Management
(IMAM) Sistem Perawatan Sarana LRT Jabodebek.
Pilar Operasi Teknologi Informasi juga memberikan dukungan penuh terhadap Transformasi Digital.
Operation Pillars Autonomous process improvements include Optimization of VAT Mandatory Collection
(WAPU) data verification using RPA,
Optimization of IT monthly performance reports using RPA,
Boarding system by Face Recognition,
Marketing Automation using Insider Growth Management Platform,
Implementation of prescriptive maintenance, namely Integrated Maintenance and Asset
Management (IMAM) Jabodebek LRT Rolling Stock Maintenance System.
Information Technology also provides full support for Digital Transformation.
Laporan Tahunan dan Keberlanjutan
252 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 253
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Teknologi Informasi juga memberikan dukungan penuh Information Technology also provides full support for
terhadap Transformasi Digital, melalui program strategis Digital Transformation, through strategic Information
Teknologi Informasi sesuai dengan Master Plan Teknologi Technology programs in accordance with the 2020-2024
Informasi 2020-2024 serta penyediaan infrastruktur Information Technology Master Plan and the provision
teknologi informasi yang mendukung Transformasi of information technology infrastructure that supports
Digital. Digital Transformation.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 253
Annual and Sustainability Report
Page 254
Tata Kelola Perusahaan
Good Corporate Governance
Laporan Tahunan dan Keberlanjutan
254 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 255
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
TATA KELOLA
05
PERUSAHAAN
Good Corporate Governance
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 255
Annual and Sustainability Report
Page 256
Tata Kelola Perusahaan
Good Corporate Governance
TATA KELOLA PERUSAHAAN YANG BAIK
GOOD CORPORATE GOVERNANCE
Di tengah perkembangan kebutuhan transportasi dan In the midst of developments in transportation needs
dinamika industri, kami memahami pentingnya and industrial dynamics, we understand the importance
pencapaian pertumbuhan bisnis yang sehat dan of achieving healthy and sustainable business growth.
berkelanjutan. KAI berharap dapat tumbuh sebagai KAI hopes to grow as an international standard
operator transportasi berstandar internasional, seiring transportation operator, along with managing good
pengelolaan hubungan baik dengan segenap relationships with all stakeholders as a fundamental
pemangku kepentingan sebagai aspek fundamental aspects for the Company. For this reason, KAI is
bagi Perseroan. Untuk itu, KAI berkomitmen committed to carrying out management of operational
melaksanakan pengelolaan aktivitas operasional dan and business activities according to best practices
bisnis sesuai praktik-praktik terbaik (best practices) application of the principles of good governance (Good
penerapan prinsip-prinsip tata kelola yang baik (Good Corporate Governance/GCG).
Corporate Governance/GCG).
Sebagai entitas Badan Usaha Milik Negara (BUMN), KAI As a State-Owned Enterprise (SOE) entity, KAI implements
menerapkan GCG sebagai bagian yang tidak terpisah GCG as an inseparable part of the implementation of Core
dari penerapan Core Values AKHLAK sesuai Surat Values AKHLAK in accordance with the Circular Letter
Edaran Menteri BUMN Nomor SE-7/MBU/07/2020 of the Minister of SOE Number SE-7/MBU/07/2020
mencakup Amanah, Kompeten, Harmonis, Loyal, including Trustworthy, Competent, Harmonious, Loyal,
Adaptif, Kolaboratif. Selain itu, penerapan GCG KAI Adaptive, Collaborative . In addition, KAI's GCG
dilaksanakan searah dengan pencapaian visi Perseroan implementation is carried out in line with achieving the
untuk tumbuh sebagai solusi ekosistem transportasi Company's vision to grow as the best transportation
terbaik untuk Indonesia. Implementasi GCG KAI ecosystem solution for Indonesia. KAI's GCG
memiliki orientasi jangka panjang berupa penciptaan implementation has a long-term orientation in the form
nilai tambah bagi seluruh unsur pemangku of creating added value for all stakeholder elements
kepentingan mencakup pelanggan, pemegang saham, including customers, shareholders, regulators,
regulator, pegawai, mitra usaha, hingga masyarakat employees, business partners and society at large.
secara luas.
DASAR PENERAPAN TATA KELOLA PERUSAHAAN
BASIS OF GOOD CORPORATE GOVERNANCE IMPLEMENTATION
Penerapan GCG KAI didasarkan pada sejumlah The implementation of GCG at KAI is based on several
peraturan perundang-undangan yang berlaku yaitu: applicable laws and regulations, namely:
1. Undang-Undang Republik Indonesia No. 40 Tahun 1. Law of the Republic of Indonesia No. 40 of 2007
2007 tentang Perseroan Terbatas; concerning Limited Liability Companies;
2. Undang-Undang Republik Indonesia No. 19 Tahun 2. Law of the Republic of Indonesia No. 19 of 2003
2003 tentang Badan Usaha Milik Negara (BUMN); concerning State-Owned Enterprises (SOEs);
3. Peraturan Menteri BUMN No. PER-2/MBU/03/2023 3. Minister of State-Owned Enterprises Regulation No.
tanggal 24 Maret 2023 tentang Pedoman Tata PER-2/MBU/03/2023 dated March 24 th, 2023,
Kelola Dan Kegiatan Koorporasi Signifikan Badan concerning Guidelines for Governance and
Usaha Milik Negara; Significant Corporate Activities of State-Owned
Enterprises;;
4. Salinan Keputusan Sekretaris Kementerian Badan 4. Copy of the Decree of the Secretary of the Ministry
Usaha Milik Negara No. SK-16/S.MBU/2012 tanggal of State-Owned Enterprises No. SK-16/S.MBU/2012
06 Juni 2012, tentang Indikator/Parameter Penilaian dated June 6 th, 2012, on Indicators/Parameters for
dan Evaluasi Atas Penerapan Tata Kelola Perusahaan Assessment and Evaluation of the Implementation
yang Baik (Good Corporate Governance) pada of Good Corporate Governance (GCG) in State-
Badan Usaha Milik Negara. Owned Enterprises.
Penerapan GCG KAI juga mengacu kepada praktik- KAI's GCG implementation also refers to applicable best
praktik terbaik yang berlaku, mencakup standar practices, including the following implementation
penerapan sebagai berikut: standards:
1. Pedoman Umum GCG Indonesia oleh Komite 1. General Guidelines for Indonesian GCG by the
Nasional Kebijakan Governansi (KNKG); National Committee on Governance Policy (KNKG);
2. ASEAN Corporate Governance Scorecard; 2. ASEAN Corporate Governance Scorecard;
Laporan Tahunan dan Keberlanjutan
256 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 257
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
3. Pedoman tata kelola perusahaan yang ditetapkan 3. Corporate governance guidelines established
melalui Peraturan Otoritas Jasa Keuangan (POJK) through Financial Services Authority Regulations
dan Surat Edaran Peraturan Otoritas Jasa Keuangan (POJK) and Financial Services Authority Circular
(SEOJK). Letters (SEOJK).
4. Pedoman tata kelola perusahaan yang ditetapkan 4. Corporate governance guidelines established by
oleh Badan Usaha Milik Negara dan yang relevan State-Owned Enterprises and relevant to business
dengan bisnis usaha. activities
MEKANISME TATA KELOLA PERUSAHAAN
CORPORATE GOVERNANCE MECHANISM
KAI menerapkan tata kelola perusahaan melalui KAI implements corporate governance through a
mekanisme yang terdiri atas 2 (dua) komponen utama, mechanism consisting of 2 (two) main components, namely
yaitu struktur dan soft-structure. Struktur tata kelola structure and soft-structure. KAI's governance structure
KAI terdiri dari sejumlah organ utama dan pendukung, consists of a number of main and supporting organs,
sedangkan soft-structure tata kelola KAI terdiri atas meanwhile soft-structure KAI's governance consists of
sejumlah peraturan internal yang berlaku sebagai a number of internal regulations that apply as a reference
acuan penerapan GCG bagi masing-masing organ di for implementing GCG for each organ in the governance
dalam struktur tata kelola. Mekanisme tata kelola KAI structure. The KAI governance mechanism is
diterapkan sebagai upaya berkelanjutan dalam rangka implemented as a sustainable effort in order to produce
menghasilkan governance outcome bagi seluruh governance outcomes for all stakeholders, with core values
pemangku kepentingan, dengan core values AKHLAK AKHLAK and principles of good governance (Transparency,
dan prinsip-prinsip tata kelola yang baik Accountability, Responsibility, Independence, and
(Transparancy, Accountability, Responsibility, Fairness/TARIF) occurring as a base.
Independence, dan Fairness/TARIF) berlaku sebagai
landasan.
ORGAN UTAMA RUPS, DEWAN KOMISARIS, DAN DIREKSI
MAIN ORGANS GMS, BOC, AND BOD
Organ Pendukung / Supporting Organs Pemangku Kepentingan / Stakeholder
Sekretaris Dewan Komisaris, Komite Dewan Komisaris (Komite Audit, Komite Pemantau Pemangku Kepentingan yang merasakan azas manfaat atau kepentingan atas berjalannya
Manajemen Resiko, Komite Nominasi dan Remunerasi), Sekretaris Perusahaan, Satuan roda bisnis perusahaan (Pemegang Saham, masyarakat, pekerja, mitra, pemerintah)
Pengawas Internal.
Stakeholders who feel the principle of benefit or interest in the running of the company’s
Secretary of The Board of Commissioners, Board of Commissioners Committee (Audit business wheels (Shareholders, community, workers, partners, government)
Committee, Risk Management Monitoring Committee, Nomination and Remuneration
Committee), Corporate Secretary, Internal Supervisory Unit.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 257
Annual and Sustainability Report
Page 258
Tata Kelola Perusahaan
Good Corporate Governance
STRUKTUR TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE STRUCTURE
[GRI 2-9] [GRI 2-9]
Struktur tata kelola KAI terdiri atas sejumlah organ utama KAI's governance structure consists of a number of main
dan pendukung GCG. Organ-organ utama di dalam and supporting GCG organs. The main organs in KAI's
struktur tata kelola KAI terdiri dari Rapat Umum governance structure consist of the General Meeting of
Pemegang Saham (RUPS), Dewan Komisaris, dan Direksi. Shareholders (GMS), the Board of Commissioners and
Adapun, organ-organ pendukung terdiri dari Sekretaris the Board of Directors. Meanwhile, the supporting organs
Komisaris, Sekretaris Perusahaan, Komite-Komite, serta consist of the Commissioner's Secretary, Corporate
Satuan Pengawas Internal. Secretary, Committees and Internal Supervisory Unit.
RUPS
GMS
Dewan Komisaris Direksi
Organ Utama
Board of Board of
Main Organs
Commissioners Directors
Sekretaris Komisaris Sekretaris Perusahaan Organ Pendukung
Secretary Comissioner Commitees Supporting Organs
Komite-Komite Satuan Pengawas Intern
Commitees Internal Control Unit
Di KAI, Dewan Komisaris dan Direksi memiliki wewenang At KAI, the Board of Commissioners and the Board of
dan tanggung jawab yang jelas sesuai fungsinya masing- Directors have clear authorities and responsibilities
masing sebagaimana diamanatkan dalam Anggaran Dasar according to their respective functions as mandated in
dan peraturan perundang-undangan. Komite-komite the Articles of Association and applicable regulations.
yang mendukung tugas Dewan Komisaris diketuai oleh The committees supporting the duties of the Board of
anggota Dewan Komisaris. Adapun komite-komite Commissioners are chaired by members of the Board of
pendukung Direksi telah dipastikan tidak memiliki afiliasi Commissioners. Meanwhile, the supporting committees
dengan anggota Direksi, anggota Dewan Komisaris, of the Board of Directors are ensured to have no affiliation
ataupun pemegang saham pengendali, serta bukan with the members of the Board of Directors, the Board
bagian dari pemegang saham Perseroan. Sebagai organ of Commissioners, or controlling shareholders, and are
pendukung Direksi, komite-komite tersebut secara not part of the Company’s shareholders. As supporting
khusus memiliki tugas dan tanggung jawab untuk bodies for the Board of Directors, these committees are
melaksanakan hal-hal yang diperlukan oleh Direksi dalam specifically tasked with responsibilities that are required
pelaksanaan sistem manajemen kinerja pekerja by the Board of Directors in implementing the Company's
Perseroan. employee performance management system.
Laporan Tahunan dan Keberlanjutan
258 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 259
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Di KAI, Direksi merupakan pejabat eksekutif senior dan At KAI, the Board of Directors serves as the senior executive
Direktur Utama merupakan pejabat eksekutif tertinggi officers, with the President Director being the highest
yang bertanggungjawab atas pengelolaan Perseroan. KAI executive officer responsible for the management of the
telah memiliki sejumlah kebijakan mengenai Company. KAI has established several policies regarding
pengelolaan potensi konflik kepentingan, seperti the management of potential conflicts of interest, as
disebutkan pada Peraturan Direksi No outlined in the Board of Directors Regulation No. PER.
PER.U_KC.202_XII_1_KA-2020 tentang Pedoman Tata U_KC.202_XII_1_KA-2020 on Good Corporate Governance
Kelola Perusahaan yang Baik. Penjelasan mengenai hal Guidelines. Further explanation on this can be found in
ini terdapat pada Pengelolaan Potensi Benturan the Conflict of Interest Management section of this
Kepentingan dalam bab ini. [GRI 2-11] chapter. [GRI 2-11]
SOFT-STRUCTURE CORPORATE GOVERNANCE
TATA KELOLA PERUSAHAAN SOFT-STRUCTURE
Soft-structure tata kelola KAI terdiri atas sejumlah Soft-structure governance of KAI consists of several
peraturan internal yang berlaku sebagai acuan bagi internal regulations that serve as references for each
masing-masing organ di dalam struktur tata kelola. Soft- organ within the governance structure. The soft-structure
structure tata kelola KAI untuk periode penerapan tahun governance of KAI for the implementation period of 2023
2023 adalah sebagai berikut: includes:
1. Anggaran Dasar PT Kereta Api Indonesia (Persero); 1. Articles of Association of PT Kereta Api Indonesia
(Persero);
2. Board Manual Nomor: 04/CH/KOM/III/2017 dan KEP. 2. Board Manual Number: 04/CH/KOM/III/2017 and KEP.
U/ KO.101/III/15/KA-2017 tentang Panduan Tata Kerja U/KO.101/III/15/KA-2017 concerning the Work
Dewan Komisaris dan Direksi (Board Manual) PT Guidelines for the Board of Commissioners and
Kereta Api Indonesia (Persero); Board of Directors (Board Manual) of PT Kereta Api
Indonesia (Persero);
3. Pedoman Tata Kelola Perusahaan yang Baik diatur 3. Guidelines for Good Corporate Governance regulated
dalam Peraturan Direksi PER.U/KC.202/XII/L/KA- by the Directors' Regulation PER.U/KC.202/XII/L/KA-
2020 tentang Pedoman Tata Kelola Perusahaan 2020 on Guidelines for Good Corporate Governance
yang Baik (Good Corporate Governance). (GCG);
4. Pedoman Perilaku diatur dalam Peraturan Direksi 4. Code of Conduct regulated by the Directors'
Nomor: PER.U/KC.202/II/1/KA-2022 tentang Pedoman Regulation Number: PER.U/KC.202/II/1/KA-2022 on
Perilaku di PT Kereta Api Indonesia (Persero); the Code of Conduct at PT Kereta Api Indonesia
(Persero);
5. Pedoman Pengelolaan Whistleblowing System 5. Whistleblowing System Management Guidelines
diatur dalam Peraturan Direksi nomor: PER.U/KL. regulated by the Directors' Regulation Number:
I04/XI/l/ KA-2020 tentang Pedoman Penanganan PER.U/KL.I04/XI/l/KA-2020 on Complaint Handling
Pengaduan (Whistleblowing System); Guidelines (Whistleblowing System);
6. Pedoman Manajemen Risiko diatur dalam Peraturan 6. Risk Management Guidelines regulated by the
Direksi nomor PER.U/KL.104/I/1/KA-2021 tentang Directors' Regulation Number: PER.U/KL.104/I/1/KA-
Pedoman Penerapan Manajemen Risiko Terpadu 2021 on Integrated Risk Management Guidelines
(Enterprise Risk Management); (Enterprise Risk Management);
7. Pedoman Sistem Informasi Perusahaan diatur 7. Company Information System Guidelines regulated
dalam Keputusan Direksi PT Kereta Api Indonesia by the Directors' Decree of PT Kereta Api Indonesia
(Persero) nomor KEP.U/OT.003/IX/4/KA-2011 (Persero) Number KEP.U/OT.003/IX/4/KA-2011 on
tentang Kebijakan Umum Tata Kelola Teknologi General Policy of IT Governance and Directors' Decree
Informasi (IT Governance) dan Keputusan Direksi Number: KEP.U/KK.101/VIII/1/KA-2016 on IT Policies
Nomor: KEP.U/KK.101/VIII/1/KA2016 tentang Kebijakan and Procedures;
dan Prosedur Teknologi Informasi;
8. Pedoman SPI diatur dalam Keputusan Direksi 8. Internal Audit Unit Guidelines regulated by the
nomor: KEP.U/ PS.106/V/3/KA-2014 tentang Directors' Decree Number: KEP.U/PS.106/V/3/KA-2014
Pedoman Pengelolaan Satuan Pengawasan Internal; on Internal Audit Unit Management Guidelines; and
dan
9. Peraturan internal yang terkait. 9. Related internal regulations
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 259
Annual and Sustainability Report
Page 260
Tata Kelola Perusahaan
Good Corporate Governance
RAPAT UMUM PEMEGANG SAHAM
GENERAL MEETING OF SHAREHOLDERS
Rapat Umum Pemegang Saham (RUPS) merupakan The General Meeting of Shareholders (GMS) is the highest
organ tertinggi di dalam struktur tata kelola Perseroan. organ within the Company's governance structure.
Atas hal itu, RUPS memiliki kewenangan yang tidak Consequently, the GMS possesses authority not granted
diberikan kepada Dewan Komisaris ataupun Direksi, to the Board of Commissioners or the Board of Directors,
dengan batas-batas yang ditetapkan di dalam Undang- within the limits set forth by laws or the Articles of
Undang ataupun Anggaran Dasar. RUPS sekaligus Association. The GMS also serves as a forum for
merupakan forum bagi pemegang saham untuk shareholders to exercise their rights in obtaining
menyalurkan hak dalam mendapatkan informasi information about KAI from the Board of Commissioners
terkait KAI oleh Dewan Komisaris ataupun Direksi, or the Board of Directors, in accordance with the interests
sesuai pemenuhan kepentingan Perseroan. [GRI 2-11] of the Company. [GRI 2-11]
Berdasarkan peraturan perundang-undangan dan Based on laws and regulations and the Company's Articles
Anggaran Dasar Perseroan, RUPS memiliki sejumlah of Association, the GMS has several authorities, including:
kewenangan, antara lain:
1. Melakukan pengangkatan dan pemberhentian 1. Appointing and dismissing the Board of Directors
Direksi dan Dewan Komisaris; and the Board of Commissioners;
2. Memberikan keputusan yang diperlukan untuk 2. Making necessary decisions to safeguard the
menjaga kepentingan usaha Perseroan dalam jangka Company's business interests in the long and short
panjang dan jangka pendek sesuai dengan dengan term in accordance with laws and regulations and
peraturan perundang undangan dan Anggaran the Company's Articles of Association;
Dasar Perseroan;
3. Memberikan persetujuan Laporan Tahunan termasuk 3. Approving the Annual Report, including ratifying
pengesahan Laporan Keuangan sesuai peraturan the Financial Statements in accordance with laws
perundang-undangan dan Anggaran Dasar and regulations and the Company's Articles of
Perseroan; Association;
4. Mengambil keputusan melalui proses yang terbuka 4. Making decisions through a transparent, fair, and
dan adil serta dapat dipertanggungjawabkan; accountable process;
5. Melaksanakan Tata Kelola Perusahaan yang Baik 5. Implementing Good Corporate Governance in
sesuai dengan wewenang dan tanggung jawabnya. accordance with its authority and responsibilities.
Berdasarkan penyelenggaraannya, RUPS terdiri dari 2 Based on its organization, the GMS consists of two types,
(dua) jenis yaitu RUPS Tahunan (RUPST) dan RUPS Luar the Annual General Meeting of Shareholders (AGMS) and
Biasa (RUPSLB). the Extraordinary General Meeting of Shareholders
(EGMS).
RUPS TAHUNAN (RUPST) ANNUAL GMS (AGMS)
RUPS Tahunan (RUPST) diselenggarakan setiap tahun Annual GMS (AGMS) is held every year and includes:
meliputi:
1. RUPS mengenai laporan tahunan dan perhitungan 1. GMS regarding annual reports and annual
tahunan. Diadakan paling lambat bulan Juni calculations. Held no later than June after the close
setelah penutupan tahun buku yang bersangkutan. of the relevant financial year. In this Annual GMS,
Dalam RUPS Tahunan ini dibahas laporan Direksi the Directors' report regarding the Annual Report,
mengenai Laporan Tahunan, perhitungan tahunan, annual calculations, the condition and running of
keadaan dan jalannya Perseroan, usulan the Company, proposals for the use of the
penggunaan laba bersih Perseroan serta hal-hal lain Company's net profit and other matters that require
yang perlu persetujuan RUPS demi kepentingan approval from the GMS are discussed in the
Perseroan. Company's interests.
2. RUPS untuk menyetujui Rencana Kerja dan 2. GMS to approve the Company's Work Plan and
Anggaran Perusahaan (RKAP). Diadakan paling Budget (RKAP). Held no later than 30 (thirty) days
lambat 30 (tiga puluh) hari setelah tahun anggaran after the current fiscal year (the budget year of the
berjalan (tahun anggaran Rencana Kerja dan Company's Work Plan and Budget concerned). In
Anggaran Perseroan yang bersangkutan). Dalam this Annual GMS, the Company's Draft Work Plan
RUPS Tahunan ini dibahas Rancangan Rencana and Budget, including Projected Financial Reports,
Kerja dan Anggaran Perseroan termasuk Proyeksi and other matters that require GMS approval for
Laporan Keuangan, dan hal-hal lain yang perlu the Company's interests are discussed which have
persetujuan RUPS untuk kepentingan Perseroan not been included in the RKAP.
yang belum dicantumkan dalam RKAP.
Laporan Tahunan dan Keberlanjutan
260 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 261
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
RUPS LUAR BIASA (RUPSLB) EXTRAORDINARY GMS (EGMS)
RUPS Luar Biasa (RUPSLB) diselenggarakan bila dianggap Extraordinary GMS (EGMS) is held if deemed necessary
perlu oleh Direksi dan/atau Dewan Komisaris dan/atau by the Board of Directors and/or Board of Commissioners
Pemegang Saham. Pemanggilan dan penyelenggaraan and/or Shareholders. The summons and holding of the
RUPSLB dilakukan melalui undangan tertulis dengan EGMS are carried out through a written invitation
menginformasikan agenda pembahasannya. informing the discussion agenda.
PELAKSANAAN RUPS TAHUNAN IMPLEMENTATION OF THE ANNUAL GMS
Selama tahun 2023, KAI menyelenggarakan RUPST During 2023, KAI held an AGMS Ratifying the Company's
Pengesahan Rencana Kerja dan Anggaran Perusahaan Work Plan and Budget (RKAP) for 2023 and a Performance
(RKAP) tahun 2023 dan RUPST Kinerja Tahun Buku 2022, AGMS for the 2022 Financial Year, with the following
dengan perincian sebagai berikut. details.
Pelaksanaan RUPS Tahunan Pengesahan Rencana Kerja Implementation of the Annual GMS Ratification of the
dan Anggaran Perusahaan (RKAP) Tahun 2023 Company's Work Plan and Budget (RKAP) for 2023
Hari dan Tanggal Senin, 30 januari 2023
Day and Date Monday, January 30 th, 2023
Waktu 11.05 WIB
Time
Tempat Hotel Borobudur, Ruang Majapahit Jalan Lapangan Banteng Selatan No.1, Pasar Baru, Sawah
Place Besar, Jakarta Pusat.
Hotel Borobudur, Majapahit Room Jalan Lapangan Banteng Selatan No.1,, Pasar Baru,
Sawah Besar, Jakarta Pusat.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 261
Annual and Sustainability Report
Page 262
Tata Kelola Perusahaan
Good Corporate Governance
Rekapitulasi Kehadiran pada RUPST Pengesahan Recapitulation of Attendance at AGMS Ratification of
Rencana Kerja dan Anggaran Perusahaan (RKAP) Company Work Plan and Budget (RKAP)
Nama Jabatan Keterangan
No
Name Position Description
Kuasa Pemegang Saham / Shareholder Proxy
1 Desty Arliani Asisten Deputi Bidang Jasa Logistik Kementerian Hadir / Present
BUMN / Assistant Deputy for Logistics Services at the
Ministry of SOE
Direksi / Board of Directors
1 Didiek Haryanto Direktur Utama / President Director Hadir / Present
2 Salusra Wijaya Direktur Keuangan dan Manajemen Risiko / Managing Hadir / Present
Director of Finance and Risk Management
3 Awan Hermawan Purwadinata Direktur Operasi / Managing Director of Operation Hadir / Present
4 John Robertho Direktur Perencanaan Strategis dan Pengembangan Hadir / Present
Usaha / Managing Director of Strategic Planning and
Business Development
5 Heru Kuswanto Direktur Pengelolaan Prasarana / Managing Director of Hadir / Present
Infrastructure
6 Eko Purwanto Direktur Pengelolaan Sarana / Managing Director of Hadir / Present
Rolling Stock
7 Sandry Pasambuna Direktur Keselamatan dan Keamanan / Managing Hadir / Present
Director of Safety and Security
8 Suparno Direktur SDM dan Umum / Managing Director of Hadir / Present
Human Capital and General Affairs
9 Hadis Surya Palapa Direktur Niaga / Managing Director of Commerce Hadir / Present
Dewan Komisaris / Board of Commissioners
1 Said Aqil Siroj Komisaris Utama dan Komisaris Independen / Chief Hadir / Present
Commissioner and Independent Commissioner
2 Riza Primadi Komisaris Independen / Independent Commissioner Hadir / Present
3 Rochadi Komisaris Independen / Independent Commissioner Hadir / Present
4 Endang Tirtana Komisaris Independen / Independent Commissioner Hadir / Present
5 Sri Paduka Mangkoenagoro X Komisaris / Commissioner Hadir / Present
6 Mohamad Risal Wasal Komisaris / Commissioner Hadir / Present
7 Johan Bakti Porsea Sirait Komisaris Independen / Independent Commissioner Hadir / Present
8 Diah Natalisa Komisaris / Commissioner Hadir / Present
9 Chairul Anwar Komisaris / Commissioner Hadir / Present
Keputusan RUPST Pengesahan Rencana Kerja dan AGMS Decision Ratifying the Company's Work Plan
Anggaran Perusahaan (RKAP) Tahun 2023 serta and Budget (RKAP) for 2023 and its Realization
Realisasinya
Keputusan dan Realisasi RUPS Tahunan Pengesahan The decisions and realization of the Annual GMS
Rencana Kerja dan Anggaran Perusahaan Tahun 2023 Ratification of the Company's Work Plan and Budget for
dituangkan dalam Berita Acara RUPS PT Kereta Api 2023 are stated in the Minutes of the GMS of PT Kereta
Indonesia (Persero) tentang Pengesahan Rencana Kerja Api Indonesia (Persero) concerning Ratification of the
dan Anggaran Perusahaan (RKAP) Tahun 2023 No. 11 Company's Work Plan and Budget (RKAP) for 2023 No.
tanggal 30 Januari 2023. Keputusan dan realisasi dari 11 dated January 30 th, 2023. The decisions and realization
masing-masing keputusan pada RUPS Tahunan RKAP of each decision at the 2023 RKAP Annual GMS are as
Tahun 2023 adalah sebagai berikut: follows:
Laporan Tahunan dan Keberlanjutan
262 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 263
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Agenda Pertama
First Agenda
Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2023 termasuk di dalamnya penetapan klasifikasi risiko serta
Rencana Kerja dan Anggaran Dewan Komisaris Tahun 2023 PT Kereta Api Indonesia (Persero). / The first agenda is ratification of the
2023 Company Work Plan and Budget (RKAP), including the determination of risk classification and the 2023 Work Plan and Budget of
the Board of Commissioners of PT Kereta Api Indonesia (Persero).
Keputusan Decision
Mengesahkan Rencana Kerja dan Anggaran Perusahaan Ratifying the Company Work Plan and Budget (RKAP)
(RKAP) Tahun 2023 termasuk di dalamnya penetapan for 2023 including determining the risk classification of
klasifikasi risiko PT Kereta Api Indonesia (Persero) pada PT Kereta Api Indonesia (Persero) in the Systemic A
kuadran Sistemik A serta Rencana Kerja dan Anggaran quadrant as well as the Work Plan and Budget for the
Dewan Komisaris Tahun 2023 PT Kereta Api Indonesia Board of Commissioners for 2023 PT Kereta Api Indonesia
(Persero). Adapun pokok-pokok RKAP 2023 adalah (Persero). The main points of the 2023 RKAP are as
sebagai berikut: follows:
Uraian RKAP 2023 (Rp miliar)
Description RKAP 2023 (Rp billion)
Pendapatan (di luar konstruksi) / Income (excluding construction) 28.021
Laba Usaha / Operating profit 3.920
EBITDA 5.106
Laba Bersih / Net profit 1.736
Total Aset / Total Assets 94.934
Ekuitas / Equity 33.060
Interest Bearing Debt / Interest Bearing Debt 52.762
Net Operating Cash Flow / Net Operating Cash Flow 3.727
Capital Expenditure (Capex) / Capital Expenditure (Capex) 21.455
Agenda Kedua
Second Agenda
Pengesahan Rencana Kerja dan Anggaran Program Tanggung Jawab Sosial dan Lingkungan (RKATJSL) Tahun 2023 PT Kereta Api
Indonesia (Persero) / Ratification of the 2023 Work Plan and Budget for the Social and Environmental Responsibility Program
(RKARJSL) of PT Kereta Api Indonesia (Persero).
Keputusan Decision
Mengesahkan Rencana Kerja dan Anggaran Program Approved the 2023 Work Plan and Budget for the Social
Tanggung Jawab Sosial dan Lingkungan (RKATJSL) Tahun and Environmental Responsibility Program (RKATJSL) of
2023 PT Kereta Api Indonesia (Persero), dengan Total PT Kereta Api Indonesia (Persero), with a total Non-PUMK
Program Pendanaan Non PUMK sebesar Rp17, 235 miliar Funding Program of Rp17,235 billion including Non-CID
termasuk dana Non CID sebesar Rp185 juta dan Dana funds of Rp185 Million and PUMK Funds of Rp8,520
PUMK sebesar Rp8,520 miliar sehingga totalnya Rp25,755 billion, bringing the total to Rp25,755 billion.
miliar.
Agenda Ketiga
Third Agenda
Penetapan Kontrak Manajemen Tahunan yang memuat Target Key Performance Indicators (KPI) Direksi secara Kolegial Tahun 2023 /
Determination of the Annual Management Contract which includes targets Key Performance Indicators (KPI) Board of Directors
Collegially in 2023.
Keputusan Decision
Menetapkan Kontrak Manajemen Tahunan yang memuat Establish an Annual Management Contract that includes
target Key Performance Indicators (KPI) Direksi secara targets Key Performance Indicators (KPI) Board of
Kolegial Tahun 2023. Directors Collegially in 2023.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 263
Annual and Sustainability Report
Page 264
Tata Kelola Perusahaan
Good Corporate Governance
Agenda Keempat
Fourth Agenda
Penetapan Kontrak Manajemen Tahunan (Key Performance Indicators) Dewan Komisaris Tahun 2023 / Determination of Annual
Management Contract (Key Performance Indicators) Board of Commissioners in 2023.
Keputusan Decision
Menetapkan Kontrak Manajemen Tahunan (Key Establish an Annual Management Contract (Key
Performance Indicators) Dewan Komisaris Tahun 2023 Performance Indicators) Board of Commissioners in 2023.
Agenda Kelima
Fifth Agenda
Penetapan Indikator Aspek Operasional untuk pengukuran Tingkat Kesehatan PT Kereta Api Indonesia (Persero) Tahun 2023 /
Determining Operational Aspect Indicators for measuring the Health Level of PT Kereta Api Indonesia (Persero) in 2023.
Keputusan Decision
Menetapkan Indikator Aspek Operasional untuk Determining Operational Aspect Indicators to Measure
Pengukuran Tingkat Kesehatan PT Kereta Api Indonesia the Health Level of PT Kereta Api Indonesia (Persero) in
(Persero) Tahun 2023 2023.
Agenda Keenam
Sixth Agenda
Persetujuan pelimpahan kewenangan kepada Dewan Komisaris untuk memberikan persetujuan apabila terdapat tindakan-tindakan
yang mengakibatkan perubahan alokasi anggaran investasi dengan nilai maksimum 10% dari nilai masing-masing program investasi
sepanjang tidak mengubah total nilai investasi. / Approval of the delegation of authority to the Board of Commissioners to give
approval if there are actions that result in changes to the investment budget allocation with a maximum value of 10% of the value of
each investment program as long as it does not change the total investment value.
Keputusan Decision
Menyetujui pelimpahan kewenangan kepada Dewan Approve the delegation of authority to the Board of
Komisaris untuk memberikan persetujuan apabila Commissioners to provide approval if there are actions
terdapat tindakan-tindakan yang mengakibatkan that result in changes to the investment budget
perubahan alokasi anggaran investasi dengan nilai allocation with a maximum value of 10% of the value of
maksimum 10% dari nilai masing-masing program investasi each investment program as long as it does not change
sepanjang tidak mengubah total nilai investasi. the total investment value.
Arahan RUPST AGMS Directions
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
RKAP yang disahkan merupakan pedoman bagi Direksi Dalam perencanaannya, RKAP telah di-breakdown manjadi program Sesuai Rekomendasi /
dalam menjalankan kegiatan usaha dan pedoman bagi bulanan yang dilampirkan pada Risalah RKAP 2023, adapun program According to
Dewan Komisaris dalam melaksanakan tugas manajemen risiko telah dibreakdown menjadi timeline rencana Recommendations
pengawasan perusahaan Tahun 2023. RKAP tersebut kerja bulanan. / In its planning, the RKAP has been broken down
termasuk di dalamnya program Manajemen Risiko agar into monthly programs attached to the RKAP 2023 minutes, and
dirinci menjadi program dan target bulanan dan the risk management programs have been broken down into a
triwulanan untuk memudahkan monitoring dan monthly work plan timeline.
evaluasi pencapaiannya, serta dilakukan cascading ke
1 seluruh jajaran perusahaan. / The ratified RKAP is a
guideline for the Board of Directors in carrying out
business activities and a guideline for the Board of
Commissioners in carrying out company supervision
duties in 2023. The RKAP includes the Risk Management
program so that it is broken down into monthly and
quarterly programs and targets to facilitate monitoring
and evaluation of its achievements, and is carried out
cascading throughout the company.
Berkomitmen untuk mencapai target-target RKAP 2023 Seluruh Dewan Komisaris dan Direksi Berkomitmen untuk mencapai Sesuai Rekomendasi /
dan Key Performance Indicators (KPI) tahun 2023 target-target RKAP 2023 dan Key Performance Indicators (KPI) tahun According to
dengan tetap melaksanakan prinsip Good Corporate 2023 dengan tetap melaksanakan prinsip Good Corporate Recommendations
2 Governance (GCG). / Committed to achieving the 2023 Governance (GCG). / The entire Board of Commissioners and Directors
RKAP targets and 2023 Key Performance Indicators are committed to achieving the RKAP 2023 targets and Key
(KPI) while continuing to implement the principles of Performance Indicators (KPIs) for 2023 while continuing to uphold
Good Corporate Governance (GCG). the principles of Good Corporate Governance (GCG).
Laporan Tahunan dan Keberlanjutan
264 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 265
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Perbuatan-perbuatan Direksi yang memerlukan Telah diterbitkan Nota Dinas Internal kepada Para CDD dan EVP Sesuai Rekomendasi /
persetujuan dari RUPS sesuai Anggaran Dasar dan di PT KAI (Persero) Nomor: 3/KC.202/VI/US/KA/2021 tanggal 23 Juni According to
peraturan lainnya agar diajukan secara tersendiri dengan 2021 Perihal Kelengkapan Dokumen Aksi Korporasi yang Memerlukan Recommendations
dilengkapi sekurang-kurangnya tanggapan Dewan Persetujuan RUPS. Yang isinya adalah menghimbau kepada setiap
Komisaris, Pakta Integritas Direksi, kajian teknis, kajian Direktorat/Unit yang akan mengusulkan Aksi Korporasi dan
hukum, kajian ekonomi, dan kajian risiko. / Directors' memerlukan persetujuan tertulis dari RUPS untuk diajukan secara
actions that require approval from the GMS in tersendiri dengan mengengkapi dokumenn sekurang-kurangnya:
accordance with the Articles of Association and other / An Internal Memorandum has been issued to all CDDs and EVPs
regulations must be submitted separately, at PT KAI (Persero) Number: 3/KC.202/VI/US/KA/2021 dated June
accompanied by at least a response from the Board 23 rd, 2021, regarding the Completeness of Corporate Action
of Commissioners, the Directors' Integrity Pact, technical Documents Requiring GMS Approval. The memorandum encourages
studies, legal studies, economic studies and risk studies. each Directorate/Unit proposing Corporate Actions that require
3
written approval from the GMS to submit them separately with at
least the following documents:
a. Tanggapan Integritas Dewan Komisaris; / Integrity Response
of Board of Commissioners;
b. Pakta Integritas Dewan Komisaris; / Integrity Pact of the Board
of Commissioners
c. Pakta Integritas Dewan Direksi; / Integrity Pact of the Board of
Directors
d. Kajian Teknis; / Technical Review
e. Kajian Hukum; / Legal Review
f. Kajian Ekonomi; dan / Economical Review; and
g. Kajian Risiko. / Rik Review
Direksi agar menindaklanjuti dan menyelesaikan secara Direksi telah menindaklanjuti temuan, saran, dan rekomendasi baik Sesuai Rekomendasi /
tuntas temuan, serta saran dan rekomendasi auditor, dari Auditor Internal dan Eksternal. Progres tindak lanjut dari temuan- According to
baik auditor eksternal (BPK RI dan/atau KAP) maupun temuan auditor BPK telah dilaporkan kepada pemegang saham Recommendations
auditor internal (SPI) di tahun 2022 maupun tahun-tahun secara periodik dan telah dibahas bersama dengan Komite Audit
sebelumnya. Tindak lanjut penyelesaian temuan/saran sebagai perwakilan Dewan Komisaris. Laporan penyelesaian tindak
auditor agar dibahas secara komprehensif dengan lanjut juga disampaikan kepada Komite Audit secara berkala yaitu
Dewan Komisaris dan dilaporkan secara tertulis kepada setiap tiga bulan sekali (terlampir RDS pemyampaian tindak lanjut
Pemegang Saham. / The Board of Directors must follow kepada Unit KCC dan Komite Audit). / The Board of Directors has
4
up and completely resolve the findings, as well as followed up on findings, suggestions, and recommendations from
suggestions and recommendations of auditors, both both Internal and External Auditors. The progress of the follow-up
external auditors (BPK RI and/or KAP) and internal on the findings of the BPK auditors has been reported to the
auditors (SPI) in 2022 and in previous years. Follow-up shareholders periodically and discussed with the Audit Committee
actions to resolve the auditor's findings/suggestions as a representative of the Board of Commissioners. The completion
should be discussed comprehensively with the Board report of the follow-up actions is also submitted to the Audit
of Commissioners and reported in writing to Committee periodically, every three months (attached is the RDS
Shareholders. of follow-up submission to the KCC Unit and the Audit Committee).
Memastikan pemenuhan ketentuan terkait manajemen a. Dalam proses pemutakhiran Pedoman Penerapan Manajemen Sesuai Rekomendasi /
risiko pada perusahaan dan anak perusahaan dengan Risiko Nomor: PER.U/KL.104/I/1/2021 sebagai dasar pengaturan According to
mengacu pada ketentuan pada Peraturan Menteri BUMN penerapan ERM di lingkungan PT KAI Group dengan merujuk Recommendations
No. PER-5/MBU/09/2022 tentang Penerapan Manajemen pada Peraturan Menteri BUMN Nomor: PER-2/MBU/03/2023. /
Risiko pada Badan Usaha Milik Negara, termasuk In the process of updating the Risk Management
melakukan peningkatan tingkat kematangan manajemen Implementation Guidelines Number: PER.U/KL.104/I/1/2021 as
risiko/RMI secara berkala serta melaporkan hasilnya the basis for regulating the application of ERM within PT KAI
kepada Kementerian BUMN. Untuk hasil penilaian Group, with reference to the Regulation of the Minister of State-
tingkat risiko/RMI tahun 2022 agar disampaikan paling Owned Enterprises Number: PER-2/MBU/03/2023.
lambat pertengahan Triwulan III tahun 2023. / Ensure
5
compliance with provisions related to risk management
in companies and subsidiaries by referring to the
provisions in SOE Ministerial Regulation No. PER-5/MBU/
09/2022 concerning the Implementation of Risk
Management in State-Owned Enterprises, including
periodically increasing the maturity level of risk
management/RMI and reporting the results to the Ministry
of SOE. The results of the 2022 risk level/RMI assessment
must be submitted no later than the middle of the
third quarter of 2023
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 265
Annual and Sustainability Report
Page 266
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
b. Pada triwulan I tahun 2023 telah dilakukan evaluasi maturitas
penerapan sistem manajemen risiko terpadu untuk periode
tahun 2022 oleh Kantor Perwakilan Pengawas Keuangan dan
Pembangunan (BPKP) Provinsi Jawa Barat. Berdasarkan Laporan
Nomor: PE.09.02/LHP156/PW10/4.1/2023 tanggal 6 April 2023
tentang Hasil Evaluasi Maturitas Penerapan Manajemen Risiko
pada PT Kereta Api Indonesia (Persero) Tahun 2022 oleh Pengawas
Keuangan dan Pembangunan (BPKP) Jawa Barat, capaian tingkat
maturitas penerapan sistem manajemen risiko pada PT Kereta
Api Indonesia (Persero) Tahun 2022 berada pada Level 3 (Defined)
dengan skor 3,0909 dan telah diserahkan kepada Kementerian
BUMN pada tanggal 10 Juli 2023 melalui Surat Dinas Nomor:
KP.403/VII/1/KA-2023. / In the first quarter of 2023, an evaluation
of the maturity of the integrated risk management system for
the year 2022 was conducted by the Financial and Development
Supervisory Agency (BPKP) West Java Province. Based on Report
Number: PE.09.02/LHP156/PW10/4.1/2023 dated April 6 th, 2023,
regarding the Results of the Maturity Evaluation of Risk
Management Implementation at PT Kereta Api Indonesia (Persero)
for the year 2022 by BPKP West Java, the maturity level of the
risk management system at PT Kereta Api Indonesia (Persero)
for 2022 was at Level 3 (Defined) with a score of 3.0909, and
this has been submitted to the Ministry of State-Owned
Enterprises on July 10 th, 2023, through Official Letter Number:
KP.403/VII/1/KA-2023.
Menyampaikan laporan manajemen risiko, tata kelola, Manajemen Risiko / Risk Management Sesuai Rekomendasi /
dan audit intern yang menjadi satu kesatuan dengan Laporan manajemen risiko, tata kelola, dan audit intern yang menjadi According to
laporan berkala triwulanan dan tahunan. / Submitting satu kesatuan dengan laporan berkala triwulanan dan tahunan Recommendations
risk management, governance and internal audit terdiri dari: / Risk management, governance, and internal audit
reports which are integrated into quarterly and annual reports, which are part of the quarterly and annual periodic reports,
periodic reports. consist of:
a. Laporan penerapan manajemen risiko; / Risk management
implementation report;
b. Laporan audit intern ; dan / Internal audit report; and
c. Laporan tata kelola terintegrasi / Integrated governance report
Satuan Pengawas Internal: / Internal Audit Unit:
a. Progres penyelesaian tindak lanjut dilaporkan secara triwulanan
6 melalui laporan managemen / Progress on completion of follow-up
actions is reported quarterly through management reports.
b. Laporan Hasil Audit yang dilaksanakan setiap triwulan masuk
dalam laporan kinerja unit Internal Audit / The Audit Result Report
carried out every quarter is included in the Internal Audit unit
performance report.
Quality Control: / Quality Control:
Laporan tata kelola dilaksanakan setiap triwulan dan masuk kedalam
kinerja unit Quality Assurance and GCG (terlampir laporan kinerja
implementasi GCG TW 1 dan semester 1 tahun 2023 / Governance
reports are carried out every quarter and are included in the
performance of the Quality Assurance and GCG unit (attached is
the GCG implementation performance report for Q1 and Semester
1 of 2023).
Laporan Tahunan dan Keberlanjutan
266 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 267
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Melakukan langkah-langkah efiensi di segala bidang a. Dalam Rapat Kerja, KAI menyanggupi bahwa Perusahaan harus Sesuai Rekomendasi /
dengan tetap menjaga produktivitas dan kualitas menerapkan program efisiensi, reprioritisasi anggaran dan According to
pelayanan sehingga tingkat realisasi biaya tidak lebih pengurangan biaya dengan fokus mengalokasikan dana untuk Recommendations
tinggi dari tingkat realisasi pendapatan. / Carry out membiayai core activities yang penting bagi kelangsungan
efficiency measures in all fields while maintaining operasional perusahaan, program penanggulangan pandemik,
productivity and service quality so that the level of dan penugasan strategis. / In the Working Meeting, KAI agreed
realized costs is not higher than the level of realized that the Company must implement efficiency programs,
income. budget reprioritization and cost reduction with a focus on
allocating funds to finance core activities that are important
for the continuity of the company's operations, pandemic
response programs, and strategic assignments.
b. Mengeluarkan kebijakan release yang ditandatangani oleh
Direktur Keuangan. / Issue a release policy signed by the Finance
7
Director.
1) Kebijakan Release TW 1 (sebelum penandatanganan
RUPS); / TW 1 release policy (before signing of GMS);
2) Kebijakan Release pada Nota No. 36/KF.101/III/KA/2023
untuk merelease anggaran SM 1 terlebih dahulu untuk proses
evaluasi sebelum release anggaran SM 2 sebagai salah satu
upaya untuk evaluasi efisiensi anggaran; / Release Policy
in Note No. 36/KF.101/III/KA/2023 to release the SM 1 budget
first for the evaluation process before releasing the SM 2
budget as an effort to evaluate budget efficiency;
c. Melakukan evaluasi untuk setiap permohonan persetujuan
anggaran yang masuk secara berkala / Conduct evaluations
for each budget approval request that comes in periodically
Pelaksanaan Investasi agar memperhatikan skala a. PT KAI selaku pemegang saham akan terus memberikan Sesuai Rekomendasi /
prioritas, kemampuan keuangan perusahaan dan dukungan dalam penyelesaiaan Proyek Strategis Nasional KCJB, According to
berpedoman pada rencananya (cost & schedule) serta yang dalam pelaksanaanya tetap memperhatikan skala prioritas, Recommendations
dijaga supaya tidak terjadi cost overrun, sehingga dapat serta kemampuan keuangan Perusahaan. Hal lain adalah
diselesaikan sesuai dengan targetnya. / Investment optimalisasi Monitoring dan pengawasan secara intens melalui
implementation must pay attention to the priority rapat kordinasi, rapat rutin PMO dan site visit pada project
scale, the company's financial capabilities and be sehingga setiap adanya perubahan schedule/kendala yang dapat
guided by its plans (cost & schedule) and taken care berdampak dalam penyelesaian project dapat segera dilakukan
of so that it does not cause cost overrun, so that it can mitigasi penyelesaiannya. / PT KAI as a shareholder will continue
be completed according to the target. to provide support in the completion of the KCJB National
Strategic Project, which in its implementation continues to pay
attention to the priority scale, as well as the financial capabilities
of the Company. Another thing is the optimization of intensive
monitoring and supervision through coordination meetings,
routine PMO meetings and site visits on the project so that
any changes in the schedule/obstacles that can have an impact
on the completion of the project can be immediately mitigated.
b. Pelaksanaan investasi KAI berpedoman pada surat keputusan
Direksi tentang Kebijakan dan prosedur pengelolaan investasi
serta pengeluaran yang dikapitalisasi (bersifat modal), dengan
memperhatikan: / KAI's investment implementation is guided
8 by the Board of Directors' Decree on Investment Management
Policies and Procedures and Capitalized Expenditures (capital
in nature), taking into account:
1) Skala prioritas terutama yang berkaitan dengan Safety,
upaya peningkatan pelayanan kepada Stakeholders, untuk
mendukung pengembangan angkutan barang dan angkutan
penumpang, serta percepatan penyelesaian Proyek Strategis
Nasional; / Priority scale especially related to Safety, efforts
to improve services to Stakeholders, to support the
development of freight and passenger transportation, and
accelerate the completion of National Strategic Projects;
2) Analisa kelayakan investasi (FS komprehensif), Analisa
kelayakan finansial, kajian pendanaan dan kajian Risiko
yang menghasilkan kesimpulan suatu usulan investasi layak
(feasible) atau tidak layak untuk dilaksanakan. Dengan
menggunakan ukuran manfaat tingkat pengembalian (return)
yang lebih tinggi dari Weighted Average Cost of Capital
(WACC), analisis kelayakan finansial seperti NPV (Net
Present Value), IRR (Internal Rate of Return), PBP (Pay Back
Period) atau BCR/PI (Benefit Cost Ratio/Profitability Index)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 267
Annual and Sustainability Report
Page 268
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Investment feasibility analysis (comprehensive FS),
Financial feasibility analysis, funding study and Risk study
that result in the conclusion of an investment proposal is
feasible or not feasible to be implemented. By using a
measure of benefit of a higher rate of return than the Weighted
Average Cost of Capital (WACC), financial feasibility analysis
such as NPV (Net Present Value), IRR (Internal Rate of
Return), PBP (Pay Back Period) or BCR/PI (Benefit Cost
Ratio/Profitability Index)
3) Pelaksanaan Investasi selalu memperhatikan kemampuan
keuangan Perusahaan terutama dari sumber pendanaan
yang paling sesuai baik dari Cash internal perusahaan
(Equity), Obligasi/ Sukuk, Pinjaman Bank, ataupun PMN.
/ Investment implementation always takes into account
the Company's financial capabilities, especially from the
most appropriate funding sources, whether from the company's
internal cash (Equity), Bonds/Sukuk, Bank Loans, or PMN.
4) Pelaksanaan Investasi juga sudah sesuai dengan
perencanaan (cost & schedule) melalui Pengukuran kinerja
investasi yang terdiri dari tiga tahapan, yaitu tahap
perencanaan (Pra Bidding), tahap Pengadaan (Bidding/
Kontrak) dan tahap Pelaksanaan/Delivery (BAST), sehingga
sesuai dengan target waktu penyelesaian dan penyerapan
anggaran biaya / Investment implementation is also in
accordance with the planning (cost & schedule) through
investment performance measurement consisting of
three stages, namely the planning stage (Pre-Bidding),
Procurement stage (Bidding/Contract) and Implementation/
Delivery stage (BAST), so that it is in accordance with the
target completion time and absorption of the budget costs.
5) Melakukan koordinasi dengan stakeholder terkait dalam
rapat dua mingguan PMO untuk memantau dan
mengetahui update progress pembangunan dan dapat
melakukan mitigasi apabila terdapat kendala yang
mengakibatkan kemunduran proyek. / Coordinate with
relevant stakeholders in bi-weekly PMO meetings to
monitor and find out updates on development progress
and can mitigate if there are obstacles that result in project
delays.
Direksi agar melaporkan realisasi program blueprint PT KAI (Persero) ikut serta dalam proses rekrutmen Bersama BUMN Sesuai Rekomendasi /
amanat Undang-undang Nomor 8 Tahun 2016 tentang (RBB) salah satunya mengenai program rekrutmen disabilitas. Saat According to
Penyandang Disabilitas untuk tahun 2023, serta ini masih dalam proses seleksi.(Terlampir dokumen pelaksanaan Recommendations
menyusun dan melaksanakan strategi implementasinya program rekrutmen Bersama Disabilitas Tahun 2023) / PT KAI (Persero)
pada tahun 2023. Apabila blueprint dimaksud belum participates in the Joint SOE (RBB) recruitment process, one of
disusun, Direksi diminta untuk memenuhinya pada which is the disability recruitment program. Currently still in the
tahun 2023 dimana dapat dilakukan melalui kolaborasi/ selection process. (Attached is the implementation document for
benchmarking dengan BUMN lain, sekaligus the 2023 Joint Disability Recruitment Program)
mengakselerasi implementasinya pada tahun 2023.
9
/ The Board of Directors is required to report on the
realization of the blueprint program mandated by Law
Number 8 of 2016 concerning Persons with Disabilities
for 2023, as well as to prepare and implement an
implementation strategy in 2023. If the blueprint in
question has not been prepared, the Board of Directors
is asked to fulfill it in 2023 which can be done through
collaboration/benchmarking with other SOE, while
accelerating its implementation in 2023.
Direksi agar melengkapi Data Pengurus BUMN, Anak Telah dilakukan secara berkala / Has been carried out periodically Sesuai Rekomendasi /
Perusahaan BUMN, dan Perusahaan Afiliasi Terkonsolidasi According to
BUMN pada portal Human Capital BUMN. / Directors Recommendations
10
must complete data on SOE Management, SOE
Subsidiaries and SOE Consolidated Affiliate Companies
on the SOE Human Capital portal.
Laporan Tahunan dan Keberlanjutan
268 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 269
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Direksi agar meningkatkan pembinaan anak perusahaan a. Telah dilakukan evaluasi kinerja anak perusahaan setiap bulannya; Sesuai Rekomendasi /
sehingga kinerjanya diharapkan senantiasa tumbuh / has been evaluated for performance of subsidiaries every month; Implemented as Per
dengan baik dan dapat memberikan kontribusi positif b. SK Penunjukkan langsung kepada anak perusahaan di Recommendations
bagi Perusahaan Induk. / The Board of Directors should lingkungan PT Kereta Api Indonesia. / Decree Appointment
11
improve the development of subsidiaries so that their directly to subsidiaries within PT Kereta Api Indonesia.
performance is expected to continue to grow well and
can make a positive contribution to the Parent
Company.
Menyampaikan Laporan Tahunan Perseroan termasuk Sehubungan dengan keterlambatan penyampaian Laporan Telah Dilakukan / Have
Laporan Keuangan Tahun Buku 2022 yang telah diaudit Keuangan serta Laporan Manajemen Konsolidasian PT Kereta Api been done
oleh Kantor Akuntan Publik selambat-lambatnya Indonesia (Persero) dikarenakan proses pemeriksaan dari KAP RSM
minggu ke-1 April 2023 dan melakukan Audit Upon selaku auditor yang ditunjuk oleh Pemegang Saham Perusahaan,
Procedure (AUP) atas paket informasi laporan audit masih terkendala adanya isu status pencatatan berupa perbedaan
dan selanjutnya menyampaikan beserta laporan audit perhitungan nilai PNBP biaya penggunaan prasarana perkeretaapian
paling lambar minggu ke-2 April 2023. / Submit the milik negara/Track Access Charge (TAC) yang diterbitkan
Company's Annual Report including the 2022 Financial Kementerian Perhubungan berdasarkan formula TAC sesuai Peraturan
Year Financial Report which has been audited by the Menteri Keuangan Nomor 138/PMK.02/2021, sedangkan PT Kereta
Public Accounting Firm no later than the 1st week of Api Indonesia (Persero) mencatatkan nilainya berdasarkan perhitungan
April 2023 and carry out an Audit Upon Procedure (AUP) sendiri (self assessment) dengan menggunakan formula
on the audit report information package and then berdasarkan Peraturan Pemerintah Nomor 15 tahun 2016, atas
submit the audit report no later than the 1st week April permasalahan nilai PNBP TAC tersebut melibatkan Kementerian/
2 nd, 2023. Lembaga terkait. / In connection with the delay in the submission
of the Financial Report and the Consolidated Management Report
of PT Kereta Api Indonesia (Persero) due to the audit process of
KAP RSM as the auditor appointed by the Company's Shareholders,
it is still constrained by the issue of the recording status in the form
of differences in the calculation of the PNBP value for the use of
state-owned railway infrastructure/Track Access Charge (TAC) issued
by the Ministry of Transportation based on the TAC formula in
accordance with the Regulation of the Minister of Finance Number
138/PMK.02/2021, while PT Kereta Api Indonesia (Persero) records
its value based on its own calculation (self-assessment) using a
formula based on Government Regulation Number 15 of 2016, the
12
problem of the PNBP TAC value involves the relevant Ministries/
Institutions.
Adapun tertundanya Laporan Keuangan Audited tahun 2022 tersebut
bukan disebabkan karena ketidakpatuhan PT Kereta Api Indonesia
(Persero) namun karena adanya faktor kebijakan pemerintah yang
membutuhkan koordinasi lebih lanjut dengan Kementerian/Lembaga
terkait dalam penyelesaiannya. Keterlambatan tersebut,
menyebabkan tertundanya laporan lain yang membutuhkan angka
audited sebagai dasar penyusunan laporan. Manajemen PT Kereta
Api Indonesia (Persero) telah menyampaikan laporan keuangan
tahun buku 2022 yang telah diaudit oleh Kantor Akuntan Publik
pada tanggal 30 Mei 2023 melalui website Silaba dan telah melakukan
Audit Upon Procedure (AUP) atas paket informasi audit pada tanggal
12 Juni 2023. / The delay in the 2022 Audited Financial Report was
not due to non-compliance by PT Kereta Api Indonesia (Persero)
but due to government policy factors that required further
coordination with related Ministries/Institutions in their resolution.
The delay caused the delay of other reports that required audited
figures as a basis for preparing the report. The management of
PT Kereta Api Indonesia (Persero) has submitted the 2022 financial
report that has been audited by the Public Accounting Firm on
May 30 th, 2023 via the Silaba website and has conducted an Audit
Upon Procedure (AUP) on the audit information package on June
12 th, 2023.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 269
Annual and Sustainability Report
Page 270
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Mengimplementasikan hal-hal terkait aspek Tanggung Menindaklanjuti dan melaksanakan hasil rekomendasi pembahasan Sesuai Rekomendasi /
Jawab Sosial dan Lingkungan (TJSL), antara lain: Rencana Kerja dan Anggaran TJSL dengan Asisten Deputi Tanggung Implemented as Per
/ Implementing matters related to aspects of Social Jawab Sosial dan Lingkungan sebagaimana tertuang dalam Risalah Recommendations
and Environmental Responsibility (TJSL), including: Rapat Nomor: RIS-19/DSI.MBU.B/12/2022; Tindak Lanjut: / up and
a) Menindaklanjuti dan melaksanakan hasil rekomendasi implementing the results of the recommendations of the
pembahasan Rencana Kerja dan Anggaran TJSL discussion of the TJSL Work Plan and Budget with the Assistant
dengan Asisten Deputi Tanggung Jawab Sosial dan Deputy for Social and Environmental Responsibility as stated in
Lingkungan sebagaimana tertuang dalam Risalah the Minutes of Meeting Number: RIS-19/DSI.MBU.B/12/2022; Follow-
Rapat Nomor: RIS-19/DSI.MBU.B/12/2022; / Follow up up:
and implement the recommendations from the ● RKA TJSL Non PUMK KAI 2023 sebesar Rp17.235.000.000 (per
discussion of the CSER Work Plan and Budget with 13 Mei: sudah terserap sebesar Rp8.985.925.549, yang terdiri dari
the Assistant Deputy for Social and Environmental realisasi sebesar Rp8.294.933.049 on progress Rp690.992.500
Responsibility as stated in the Minutes of Meeting (52,14% dari tahun 2023) / RKA TJSL Non PUMK KAI 2023
Number: RIS-19/DSI.MBU.B/12/2022; amounting to Rp17,235,000,000 (as of May 13th: Rp8,985,925,549
has been absorbed, consisting of realization of Rp8,294,933,049
on progress Rp690,992,500 (52.14% of 2023)
● RKA TJSL PUMK Penyaluran Dana Bergulir PUMK
Rp8.520.000.000 (per 1(per 13 Mei : sudah tersalur tahap I sebesar
Rp1.800.000.000, tahap II sebesar Rp1.400.000.000, total
Rp3.200.000.000. / RKA TJSL PUMK Distribution of PUMK
Revolving Funds Rp8,520,000,000 (as of May 13 th: Phase I has
been distributed amounting to Rp1,800,000,000, Phase II
amounting to Rp1,400,000,000, total Rp3,200,000,000.
b) Memastikan bahwa TJSL telah menjadi tools bagi ● Pencapaian KPI 2023 terus diupayakan melalui monitoring ke Sesuai Rekomendasi /
Direksi untuk memitigasi dampak risiko usaha Daerah dan percepatan-percepatan kegiatan - Penyususunan Implemented as Per
perusahaan dan menjamin sustainability SK TJSL No. PER.U/KP.502/XII/1/KA-2022 sudah di tanda tangan Recommendations
perusahaan; / Ensure that CSER has become tools tanggal 30 Desember 2022, saat ini masih dalam penyusunan
for the Board of Directors to mitigate the impact P dan T sehubungan adanya Permen No. PER-1/MBU/03/2023
of company business risks and ensure company Tanggal 3 Maret 2023 tentang Penugasan Khusus dan Program
sustainability; Tanggung Jawab Sosial dan Lingkungan. / KPI 2023
achievement continues to be pursued through monitoring to
the Regions and acceleration of activities - Preparation of TJSL
Decree No. PER.U/KP.502/XII/1/KA-2022 has been signed on
December 30 th, 2022, currently still in the preparation of P and
T in connection with the existence of Ministerial Regulation
13 No. PER-1/MBU/03/2023 Dated March 3 rd, 2023 concerning
Special Assignments and Social and Environmental
Responsibility Programs.
● Publikasi atas pelaksanaan TJSL melalui media internal (aplikasi
portal TJSL KAI) maupun eksternal media cetak, TV maupun
online) telah dilaksanakan (terlampir). / Publication of the
implementation of CSER through internal media (KAI CSER
portal application) and external media (print, TV and online)
has been carried out (attached).
● Pelaksanaan Program PUMK dilaksanakan 100% melalui
Kolaborasi dengan BRI sesuai dengan arahan Kementerian
BUMN. / Publication of the implementation of TJSL through
internal media (KAI TJSL portal application) and external
media (print, TV and online) has been carried out (attached).
c) Mengoptimalkan pelaksanaan penagihan program ● Melakukan upaya pemulihan Piutang macet dan Piutang Sesuai Rekomendasi /
Pendanaan Usaha Mikro dan Usaha Kecil (UMK) serta bermasalah melalui skema rescheduling dan reconditioning Implemented as Per
memberikan pembinaan terhadap UMK; / Optimizing yang tecantum dalam Peraturan Direksi Nomor: PER.U/KP.502/ Recommendations
the implementation of collection for the Micro and XII/1/KA-2022 Tentang Tanggung Jawab Sosial dan Lingkungan.
Small Business (UMK) Funding program and / Making efforts to recover bad debts and problematic receivables
providing guidance to MSEs; through rescheduling and reconditioning schemes as stated
in the Board of Directors Regulation Number: PER.U/KP.502/
XII/1/KA-2022 Concerning Social and Environmental
Responsibility.
● Peningkatan kapasitas Mitra Binaan melalui pelatihan / Capacity
building of Fostered Partners through training
d) Menyusun program TJSL yang lebih kreatif dan ● Teras UMK; Sesuai Rekomendasi /
berdampak lebih besar, untuk selanjutnya diukur ● Pengelolaan Sampah; / Waste management Implemented as Per
kemanfaatannya melalui social return on investment; ● Desa Binaan KAI Recommendations
/ Develop a TJSL program that is more creative and
has a greater impact, to then measure its benefits
through social return on investment;
e) Memprioritaskan program-program creating shared ● Teras UMK; / Teras UMK; Sesuai Rekomendasi /
values sebagai program prioritas. / Prioritize ● Rail Fans Inspire Implemented as Per
programs creating shared values as a priority Recommendations
program.
Laporan Tahunan dan Keberlanjutan
270 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 271
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Direksi agar menyusun dan menerapkan Master Plan a. Direksi sudah menetapkan Master Plan Teknologi Informasi Sesuai Rekomendasi /
Teknologi Informasi, melakukan Asesmen IT Maturity periode 2020-2024 yang merupakan penjabaran dari program Implemented as Per
Level, Asesmen Transformasi Digital, dan berpartisipasi strategis Perusahaan sesuai dengan RJPP; / The Board of Recommendations
dalam Program Digital Talent BUMN dan melaporkan Directors has established the Information Technology Master
dalam laporan berkala triwulanan dan tahunan. / Plan for the 2020-2024 period, which is a description of the
Directors to prepare and implement Master Plan Company's strategic programs in accordance with the RJPP;
Information Technology, conducting IT Assessments b. Unit Sistem Informasi telah melakukan assesmen Tata Kelola
Maturity Level, Digital Transformation Assessment, and TI melalui IT Maturity Level berdasarkan framework COBIT sejak
participate in the SOE Digital Talent Program and report tahun 2013. Pada tahun 2022 IT Maturity Level didapatkan skor
in regular quarterly and annual reports. 3,42 dengan framework COBIT 201. Untuk tahun 2023 IT Maturity
Level rencana dilakukan di TW4 dengan target 3,60 dengan
framework COBIT 2019. / The Information Systems Unit has
conducted an IT Governance assessment through the IT Maturity
Level based on the COBIT framework since 2013. In 2022, the
IT Maturity Level scored 3.42 with the COBIT 201 framework.
For 2023, the IT Maturity Level is planned to be carried out in
Q4 with a target of 3.60 with the COBIT 2019 framework.
c. Sesuai Surat Kementerian BUMN No. S-949/MBU/10/2020 Perihal
Aspirasi Pemegang Saham/ Pemilik Modal untuk Penyusunan
Rencana Kerja dan Anggaran Perusahaan Tahun 2021 bahwa
“BUMN wajib melakukan asesmen Indonesia Industry 4.0
Readiness Index (INDI 4.0) untuk mengukur kesiapan industri
dalam bertransformasi menuju industri 4.0.” Assesmen INDI
4.0 PT KAI dilakukan pada februari 2022 dengan skor INDI 3.35
dari target BUMN 3.50. Asessmen INDI 4.0 selanjutnya dapat
dilakukan satu tahun sejak penerimaan sertifikat yaitu di
Desember 2023. Rencana assesmen INDI 4.0 dilaksanakan pada
TW1 2024, guna persiapan assesmen dimaka dilakukan
pemenuhan terhadap GAP INDI 4.0 (terlampir). / According to
the Letter of the Ministry of SOEs No. S-949/MBU/10/2020
Concerning the Aspirations of Shareholders/Capital Owners
for the Preparation of the 2021 Company Work Plan and Budget
that "SOEs are required to conduct an assessment of the
Indonesia Industry 4.0 Readiness Index (INDI 4.0) to measure
14
the readiness of the industry in transforming towards industry
4.0." PT KAI's INDI 4.0 assessment was conducted in February
2022 with an INDI score of 3.35 from the SOE target of 3.50. The
next INDI 4.0 assessment can be conducted one year after
receiving the certificate, namely in December 2023. The INDI
4.0 assessment plan is to be carried out in Q1 2024, in preparation
for the assessment, compliance with the INDI 4.0 GAP
(attached) is carried out.
d. Pelaporan dilakukan secara berkala / Reporting is done periodically
e. PT KAI ikut serta berpartisipasi dalam Program Digital Talent
melalui Forum Digital Indonesia (Fordigi) dengan peserta 135
pegawai Unit Sistem Informasi yang telah melengkapi data
kompetensi digital serta mendapatkan akses pembelajaran
melalui Digital Talent Hub dengan platform Pijar Mahir dari
Fordigi. Selain itu guna mendapatkan gambaran secara nyata
pengetahuan, pemahaman dan penerapan teknologi digitalisasi
di PT KAI, Tranformation Office melakukan survey kepada
pegawai pada periode Desember 2022 s.d Januari 2023 dan
didapatkan hasil 210 pegawai dengan pemahaman digital
Understanding, Savvy dan Mastery (hasil survey terlampir).
Untuk selanjutnya pegawai tsb akan didaftarkan ke Program
Digital Talent BUMN melalui Fordigi. / PT KAI participated in
the Digital Talent Program through the Indonesia Digital Forum
(Fordigi) with 135 Information System Unit employees who had
completed digital competency data and received access to
learning through the Digital Talent Hub with the Pijar Mahir
platform from Fordigi. In addition, in order to obtain a real picture
of knowledge, understanding and application of digitalization
technology at PT KAI, the Transformation Office conducted a
survey of employees in the period December 2022 to January
2023 and obtained results of 210 employees with digital
Understanding, Savvy and Mastery (survey results attached).
Furthermore, these employees will be registered for the SOE
Digital Talent Program through Fordigi.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 271
Annual and Sustainability Report
Page 272
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Melakukan upaya penanganan permasalahan hukum Tidak terdapat proses mediasi dikarenakan tidak terdapat Tidak Dilakukan / Not
dengan mengedepankan proses mediasi penyelesaian permasalahan hukum. / There is no mediation process because Done
masalah hukum antar/terkait BUMN/anak perusahaan there are no legal issues.
BUMN/perusahaan yang terafiliasi, sebelum
permasalahan tersebut diselesaikan melalui lembaga
15
peradilan. / Make efforts to handle legal problems by
prioritizing the mediation process for resolving legal
problems between/related to SOE/SOE subsidiaries/
affiliated companies, before the problems are resolved
through judicial institutions.
Direksi agar menyusun roadmap penggunaan produk a. Roadmap penggunaan produk dalam negeri melalui Surat Sesuai Rekomendasi /
dalam Negeri (P3DN) dan membentuk Tim P3DN serta Edaran Direksi Nomor: SE.U/KL.403/VI/1/KA-2022 Tanggal : Juni Implemented as Per
SPI BUMN melakukan monitoring/reviu atas 2022 Perihal : Penggunaan Produk Dalam Negeri dan Recommendations
pelaksanaan program tersebut dan melaporkannya Implementasi Tingkat Komponen Dalam Negeri (terlampir); /
dalam laporan berkala triwulanan dan tahunan. / The Roadmap for the use of domestic products through the Board
Board of Directors should prepare a roadmap for the of Directors' Circular Letter Number: SE.U/KL.403/VI/1/KA-2022
use of domestic products (P3DN) and form a P3DN Date: June 2022 Subject: Use of Domestic Products and
Team and SOE SPI to monitor/review the Implementation of Domestic Component Levels (attached);
implementation of the program and report it in b. Penyusunan Tim P3DN telah dibentuk melalui Keputusan Direksi
regular quarterly and annual reports. Nomor: SK.U/KO.101/VI/1/KA-2022 Tanggal 6 Juni 2022 (terlampir);
/ The formation of the P3DN Team has been established through
16
the Decree of the Board of Directors Number: SK.U/KO.101/VI/
1/KA-2022 dated June 6 th, 2022 (attached);
c. Tim P3DN telah melaksanakan monitoring realisasi Tingkat
Komponen Dalam Negeri (TKDN) sampai dengan posisi Bulan
Mei 2023 (laporan terlampir); / The P3DN Team has carried out
monitoring of the realization of the Domestic Component Level
(TKDN) up to May 2023 (report attached);
d. Tim SPI telah melaksanakan validasi data P3DN sampai dengan
posisi 1 Januari s.d. 30 November 2022. / The SPI Team has
conducted validation of P3DN data up to the position of January
1 st, to November 30 th, 2022.
Menjaga dan meningkatkan tingkat kesehatan keuangan a. Untuk memperoleh tingkat kesehatan yang baik / lebih baik Sesuai Rekomendasi /
perusahaan agar dapat melaksanakan pelayanan dan dari tahun sebelumnya, tidak hanya dilihat dari aspek keuangan Implemented as Per
penugasan dari Pemerintah. / Maintain and improve saja, bahkan perlu komitmen dan tanggung jawab seluruh Recommendations
the company's financial health level so that it can carry Direksi Perusahaan, karena tingkat kesehatan keuangan
out services and assignments from the Government. perusahaan adalah hasil akhir dari cerminan kinerja Perusahaan
(pendapatan, efisiensi biaya, dll) selama periode tertentu.Setiap
bulan BOD juga melakukan evaluasi pembahasan kinerja
perusahaan untuk mengevaluasi hasil kinerja Perusahaan pada
bulan tersebut untuk menetapkan strategi berikutnya agar dapat
mencapai target tahunan Perusahaan. / To obtain a good / better
health level than the previous year, it is not only seen from the
financial aspect, but also requires commitment and
responsibility from all Directors of the Company, because the
level of the company's financial health is the final result of the
reflection of the Company's performance (income, cost
17 efficiency, etc.) during a certain period. Every month the BOD
also evaluates the discussion of the company's performance
to evaluate the results of the Company's performance in that
month to determine the next strategy in order to achieve the
Company's annual target.
b. KAI secara konsisten dan kontinyu menjaga dan meningkatan
kesehatan keuangan perusahaan dengan upaya sebagai berikut
: KAI consistently and continuously maintains and improves
the company's financial health with the following efforts
c. Secara berkala Lembaga Pemeringkat (PEFINDO) melaksanakan
monitoring tahunan atas pemeringkatan KAI, dimana untuk
tahun 2023 terjadi perubahan rating perusahaan yang semula
idAA+ menjadi idAAA dengan stable outlook. / Periodically, the
Rating Agency (PEFINDO) carries out annual monitoring of
KAI's rating, where for 2023, there was a change in the company's
rating from idAA+ to idAAA with a stable outlook.
Laporan Tahunan dan Keberlanjutan
272 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 273
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Melakukan upaya akselerasi penyelesaian permasalahan a. Monitoring dan/atau evaluasi terhadap program Sesuai Rekomendasi /
aset yang terjadi antara PT KAI (Persero) dengan pihak Pensertipikatan, Penjagaan, Penertiban dan Penanganan Implemented as Per
lain dengan menyusun inventarisasi data aset, rencana Permasalahan Aset seluruh Daop/Divre/Subdivre telah Recommendations
aksi, dan timeline rencana aksi serta melaporkan dilaksanakan secara berkala, terlampir laporan Realisasi Kinerja
progresnya secara berkala. Meningkatkan koordinasi Semester I Tahun 2023 dan program Semester II Tahun 2023;
dan hubungan yang harmonis dengan regulator agar / Monitoring and/or evaluation of the Certification, Guarding,
setiap kebijakan yang diterbitkan regulator sejalan Ordering and Handling of Asset Problems programs in all Daop/
18 dengan kinerja pelayanan. / Make efforts to accelerate Divre/Subdivre have been carried out periodically, attached is
the resolution of asset problems that occur between the Report on Performance Realization for Semester I of 2023
PT KAI (Persero) and other parties by compiling an and the Semester II of 2023 program;
inventory of asset data, action plans and action plan b. Koordinasi dengan pihak-pihak eksternal guna mendukung
timelines and reporting progress periodically. penyelesaian permasalahan Aset telah dilaksanakan, antara lain
Improving coordination and harmonious relationships dengan BPN dan Kejaksaan / Coordination with external parties
with regulators so that every policy issued by the regulator to support the resolution of Asset problems has been carried
in line with service performance. out, including with the BPN and the Attorney General's Office
Memastikan penyelesaian dan target Commercial Komitmen dan monitoring untuk memastikan pelaksanaan proyek Sesuai Rekomendasi /
Operation Date Proyek-proyek Strategis Nasional yakni strategis nasional telah dan terus dilaksanakan melalui berbagai Implemented as Per
Kereta Cepat Jakarta Bandung (KCJB) dan Light Rail inisiatif, koordinasi, serta update progress secara rutin mengenai Recommendations
Transit (LRT) Jabodebek sesuai dengan target yang LRT Jabodebek dan Kereta Cepat Jakarta Bandung oleh Kadiv LRT
telah ditetapkan. / Ensuring solutions and targets dan Dirut KCIC kepada Direksi KAI. Prinsip akuntabel dan kehati-hatian
Commercial Operation Date National Strategic Projects, dalam menjalankan proyek strategis yang diselenggarakan oleh
namely the Jakarta Bandung Fast Train (KCJB) and direktorat Pengembangan usaha (D7) dengan terus menerapkan
Light Rail Transit (LRT) Jabodebek in accordance with prinsip GCG dibawah Pengawasan GCG unit Quality Control KAI.
the targets that have been set. Komitmen Direksi KAI dalam melaksanakan proyek strategis telah
tercermin dalam RJPP Prinsip akuntabel dan kehati-hatian dalam
menjalankan proyek. Selain itu Melakukan monitor timeline sesuai
dengan IPMS (Integrated Project Master Schedule) yang telah
disepakati oleh seluruh stakeholder, menindaklanjuti dan
berkoordianasi dengan pihak terkait ketika kendala yang dapat
menyebabkan kemunduran COD. / Commitment and monitoring
19 to ensure the implementation of national strategic projects has
been and continues to be carried out through various initiatives,
coordination, and regular progress updates regarding the Jabodebek
LRT and the Jakarta-Bandung High-Speed Train by the Head of
LRT Division and the President Director of KCIC to the Board of
Directors of KAI. The principle of accountability and prudence in
carrying out strategic projects organized by the Directorate of
Business Development (D7) by continuing to apply the principles
of GCG under the GCG Supervision of the KAI Quality Control Unit.
The commitment of the KAI Board of Directors in carrying out
strategic projects has been reflected in the RJPP. The principle of
accountability and prudence in carrying out projects. In addition,
monitoring the timeline in accordance with the IPMS (Integrated
Project Master Schedule) that has been agreed upon by all
stakeholders, following up and coordinating with related parties
when obstacles that can cause COD setbacks occur.
Melakukan koordinasi dengan instansi terkait untuk Penyusunan Regulasi (PP) guna mengakomodir kebutuhan Sesuai Rekomendasi /
penyusunan regulasi pengoperasian Kereta Cepat Pengaturan Penyelenggaraan KA Cepat pada saat ini dalam tahap Implemented as Per
Jakarta Bandung. / Coordinating with related agencies Harmonisasi dengan kementerian teknis terkait secara intens yang Recommendations
to prepare regulations for the operation of the Jakarta dibantu oleh konsultan hukum dan direncanakan akan dilakukan
Bandung Fast Train. penetapan/ pengesahan rancangan PP tentang kereta cepat akan
dilaksanakan pada Bulan Desember 2023. / The preparation of
20
Regulations (PP) to accommodate the needs of the Regulation of
the Implementation of High-Speed Trains is currently in the
Harmonization stage with related technical ministries intensively
assisted by legal consultants and it is planned that the determination/
ratification of the draft PP on high-speed trains will be carried out
in December 2023.
Melakukan koordinasi secara intensif dengan Kementerian PT KAI selalu melakukan koordinasi secara intensif dengan Telah dilakukan / Have
Perhubungan dalam rangka penyelesaian isu Kementerian Perhubungan dalam rangka penyelesaian isu been done
Infrastructure Maintenance Operation (IMO) dan Infrastructure Maintenance Operation (IMO) dan Track Acces
Track Access Charges (TAC) baik pada Perusahaan Charges (TAC) baik pada Perusahaan induk maupun Anak Perusahaan.
21 Induk maupun Anak Perusahaan. / Coordinate / PT KAI selalu melakukan koordinasi secara intensif dengan
intensively with the Ministry of Transportation in order Kementerian Perhubungan dalam rangka penyelesaian isu
to resolve issues Infrastructure Maintenance Operation Infrastructure Maintenance Operation (IMO) dan Track Acces
(IMO) and Track Access Charges (TAC) both in the Charges (TAC) baik pada Perusahaan induk maupun Anak
Parent Company and Subsidiaries. Perusahaan.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 273
Annual and Sustainability Report
Page 274
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Memastikan pemenuhan target KPI PMN TA 2023 sesuai a. Target pemenuhan KPI PMN sudah menjadi program prioritas Sesuai Rekomendasi /
dengan perencanaan yang diajukan oleh PT KAI (Persero). Direksi KAI agar tercapai sesuai program. / The target for fulfilling Implemented as Per
/ Ensure the fulfillment of PMN KPI targets for FY 2023 the PMN KPI has become a priority program for the KAI Board Recommendations
in accordance with the plans submitted by PT KAI of Directors so that it can be achieved according to the program.
(Persero). b. Posisi triwulan II tahun 2023 capaian KPI PMN adalah sebagai
berikut : / Posisi triwulan II tahun 2023 capaian KPI PMN adalah
sebagai berikut :
– Output rata-rata tercapai 62% / Average output achieved
62%
– Outcome untuk KPI penyerapan mitra UMKM KCJB
tercapai 25% dan Peningkatan kapasitas SDM KCJB terkait
22
teknologi perkeretaapian yang tersertifikasi tercapai 4%
sedangkan KPI lainnya sudah melebihi target. / Outcome
for KPI absorption of KCJB UMKM partners reached 25%
– and Increasing the capacity of KCJB HR related to certified
railway technology reached 4% while other KPIs have
exceeded the target.
c. Bahwa KAI secara berkala melaporkan realisasi penggunaan
dana dan KPI PMN sesuai ketentuan Permen BUMN No. PER-
1/MBU/03/2021 / That KAI periodically reports the realization of
the use of funds and PMN KPIs in accordance with the provisions
of the SOE Ministerial Regulation No. PER-1/MBU/03/2021
Menyusun langkah yang tepat untuk peningkatan kinerja Pada RKAP 2023 telah disusun berbagai strategi dari setiap bidang Sesuai Rekomendasi /
operasional terutama pada Divisi Regional (Divre), Direktorat guna peningkatan kinerja dan memenuhi target pada Implemented as Per
Daerah Operasi (Daop), dan Balai Yasa yang masih tahun 2023 yang telah tertuang di buku RKAP 2023 serta di lampiran Recommendations
mengalami kerugian dari sisi finansial dengan mengurangi Kontrak Manajemen Daerah sebagai bentuk Komitmen antara Direksi
pengeluaran beban biaya yang tidak produktif dalam dan Kepala Daerah dalam menentukan targetnya. Salah satu upaya
rangka melakukan efisiensi. / Develop appropriate steps yang dilakukan untuk peningkatan kinerja operasional terutama
to improve operational performance, especially in pada Divisi Regional (Divre), Daerah Operasi (Daop), dan Balai Yasa
Regional Divisions (Divre), Operational Areas (Daop), adalah : / In the 2023 RKAP, various strategies have been prepared
and Service Centers which are still experiencing financial from each Directorate field to improve performance and meet the
losses by reducing unproductive costs in order to 2023 targets that have been stated in the 2023 RKAP book and in
increase efficiency. the Regional Management Contract attachment as a form of
commitment between the Board of Directors and the Regional
Head in determining their targets. One of the efforts made to improve
operational performance, especially in the Regional Division (Divre),
Operational Area (Daop), and Balai Yasa is:
a. Menetapkan target dan langkah-langkah yang optimis atau
lebih tinggi daripada tahun sebelumnya; / Setting targets and
steps that are optimistic or higher than the previous year;
23
b. Evaluasi kinerja daerah setiap bulan ditinjau dari laporan
keuangannya; / Monthly regional performance evaluation is
reviewed from its financial report;
c. Merumuskan indikator pada masing-masing Daerah untuk
meningkatkan target kinerja keuangan dibandingkan dengan
tahun sebelumnya, termasuk di dalamnya Menetapkan
indikator “Efisiensi biaya usaha”. / Formulate indicators in each
Region to improve financial performance targets compared
to the previous year, including Determining the “Business cost
efficiency” indicator.
d. Setiap bulannya dilakukan evaluasi kinerja dan Rapat Exkom
oyang dihadiri oleh beberapa Dewan Komisaris, Dewan Direksi
dan Kepala Daop/Divre/ Balai Yasa untuk dilakukan evaluasi
atas kinerja Daerah. / Every month, a performance evaluation
and Excom Meeting are conducted which are attended by several
Board of Commissioners, Board of Directors and Head of Daop/
Divre/ Balai Yasa to conduct an evaluation of the performance
of the Region.
Laporan Tahunan dan Keberlanjutan
274 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 275
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Menjaga dan memelihara kualitas sarana dan prasarana a. Peningkatan Hasil pengukuran Kategori “BAIK” / Improvement Sesuai Rekomendasi /
perkeretaapian untuk meningkatkan standar of measurement results Category “GOOD” Implemented as Per
keselamatan perjalanan kereta api. / Maintain and Program dan Realisasi kategori baik s/d Juni 2023 / Program Recommendations
maintain the quality of railway Rolling Stock and and Realization of good category until June 2023
infrastructure to improve the safety standards of train – Program : 5,365.000 km’sp / Program : 5,365.000 km’sp
travel. – Realisasi : 5,454.362 km’sp / Realization : 5,454.362 km’sp
b. Peningkatan Waktu Tempuh / Increased Travel Time
– Peningkatan V max 120 km/jam di pulau Jawa (Sesuai dengan
GAPEKA 2023 1217,294 km’sp) / Increased V max 120 km/h
in Java Island (According to GAPEKA 2023 1217,294 km’sp)
– Peningkatan V max 75 km/jam di KA Babaranjang (Sesuai
dengna GAPEKA 2023 155,610 km’sp) / Increase 75 km/h
on KA Babaranjang (According to GAPEKA 2023 155,610
km’sp)
c. On Progress Program / On Progress Program
Peningkatan Kecepatan untuk HUT-KA 2023 sepanjang 279,580
km’sp. / Speed Increase for HUT-KA 2023 along 279,580 km’sp.
d. Melaksanakan perawatan sarana (Lok, KRD, Kereta dan Gerbong)
sesuai dengan checksheet yang berdasarkan PM, PD, MI. Baik
perawatan di Balai Yasa (P24, P48, P36 dan P72) maupun
perawatan di lintas (DC, P1, P3, P6, P12); / Carrying out maintenance
of Rolling Stock (Loc, KRD, Trains and Carriages) in accordance
with the checksheet based on PM, PD, MI. Both maintenance
at Balai Yasa (P24, P48, P36 and P72) and maintenance on
the line (DC, P1, P3, P6, P12);
e. Pengadaan sukucadang perawatan sarana (Lok, KRD, Kereta
dan Gerbong) yang berkualitas sesuai rekomendasi pabrikan;
/ Procurement of quality maintenance spare parts for Rolling
24
Stock (Loc, KRD, Trains and Carriages) according to manufacturer
recommendations;
f. Menjamin ketersediaan suku cadang perawatan schedule dan
unschedule dengan strategi pegadaan yang tepat dan efektif
dengan metode Multi-Years dan/atau LTPA; / Ensuring the
availability of scheduled and unscheduled maintenance parts
with an appropriate and effective pawnshop strategy with the
Multi-Years and/or LTPA method;
g. Melakukan peningkatan kompetensi SDM perawatan dengan
melakukan pelatihan secara komprehensif dan standar grading
(Diklat/Diklap), serta melakukan benchmark perawatan untuk
meningkatkan wawasan teknis yang lebih luas; / Improving the
competence of maintenance human resources by conducting
comprehensive training and standard grading (Diklat/Diklap),
as well as conducting maintenance benchmarks to improve
broader technical insight;
h. Menerapkan digitalisasi perawatan sarana guna menunjang
program, pelaksanaan, dan evaluasi hasil perawatan yang lebih
efektif dan tepat sasaran. / Implementing digitalization of health
care Rolling Stock to support programs, implementation, and
evaluation of more effective and targeted care results.
i. Pemeliharaan prasarana dalam hal ini fasilitas operasional kereta
api, telah dilakukan secara berkelanjutan untuk
mempertahankan keandalan dan ketersediaan untuk menjamin
perjalanan kereta api yang aman dan nyaman. / Maintenance
of infrastructure, in this case railway operational facilities, has
been carried out continuously to maintain reliability and
availability to ensure safe and comfortable train travel.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 275
Annual and Sustainability Report
Page 276
Tata Kelola Perusahaan
Good Corporate Governance
Pelaksanaan RUPS Tahunan Kinerja Tahun 2022 Implementation of the Annual GMS Performance in
2022
Hari dan Tanggal Jumat, 23 Juni 2023
Day and Date Friday, June 23 rd, 2023
Waktu 09.25 - 11.00 WIB
Time
Tempat Hotel Borobudur, Ruang Majapahit Jalan Lapangan Banteng Selatan No.1, Pasar Baru, Sawah
Place Besar, Jakarta Pusat.
Hotel Borobudur, Majapahit Room Jalan Lapangan Banteng Selatan No.1,, Pasar Baru,
Sawah Besar, Jakarta Pusat.
Rekapitulasi Kehadiran pada RUPST Kinerja PT Kereta Recapitulation of Attendance at the AGMS Performance
Api Indonesia (Persero) Tahun Buku 2022 of PT Kereta Api Indonesia (Persero) for the 2022
Financial Year
Nama Jabatan Keterangan
No
Name Position Description
Kuasa Pemegang Saham / Shareholder Proxy
1 Desty Arliani Asisten Deputi Bidang Jasa Logistik Kementerian Hadir / Present
BUMN / Assistant Deputy for Logistics Services at the
Ministry of SOE
Direksi / Board of Directors
1 Didiek Haryanto Direktur Utama / President director Hadir / Present
2 Salusra Wijaya Direktur Keuangan dan Manajemen Risiko / Managing Hadir / Present
Director of Finance and Risk Management
3 Awan Hermawan Purwadinata Direktur Operasi / Managing Director of Operations Hadir / Present
4 John Robertho Direktur Perencanaan Strategis dan Pengembangan Hadir / Present
Usaha / Managing Director of Strategic Planning and
Business Development
5 Heru Kuswanto Direktur Pengelolaan Prasarana / Managing Director of Hadir / Present
Infrastructure
6 Sandry Pasambuna Direktur Keselamatan dan Keamanan / Managing Hadir / Present
Director of Safety and Security
7 Suparng Direktur SDM dan Umum / Managing Director of HR Hadir / Present
and General Affairs
8 Hadis Surya Palapa Direktur Niaga / Managing Director of Commerce Hadir / Present
Dewan Komisaris / Board of Commissioners
1 Said Aqil Siroj, Komisaris Utama dan Komisaris Independen / President Hadir / Present
Commissioner and Independent Commissioner
2 Riza Primadi Komisaris Independen / Independent Commissioner Hadir / Present
3 Rochadi Komisaris Independen / Independent Commissioner Hadir / Present
4 Endang Tirtan Komisaris Independen / Independent Commissioner Hadir / Present
5 Sri Paduka Mangkoenagoro X Komisaris / Commissioner Hadir / Present
6 Mohamad Risal Wasal Komisaris / Commissioner Hadir / Present
7 Johan Bakti Porsea Sirait Komisaris Independen / Independent Commissioner Hadir / Present
8 Diah Natalisa Komisaris / Commissioner Hadir / Present
9 Chairul Anwar Komisaris / Commissioner Hadir / Present
Laporan Tahunan dan Keberlanjutan
276 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 277
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Keputusan dan Realisasi RUPS Tahunan Kinerja PT Decisions and Realization of the Annual GMS
Kereta Api Indonesia (Persero) Tahun Buku 2022 Performance of PT Kereta Api Indonesia (Persero) for
the 2022 Fiscal Year
Keputusan dan Realisasi RUPS Tahunan Kinerja PT Kereta The decisions and realization of the Annual GMS
Api Indonesia (Persero) Tahun Buku 2022 telah Performance of PT Kereta Api Indonesia (Persero) for the
dituangkan dalam Berita Acara RUPS PT Kereta Api 2022 Fiscal Year have been stated in the Minutes of the
Indonesia (Persero) tentang Kinerja Tahun 2022 No. 09 GMS of PT Kereta Api Indonesia (Persero) concerning 2022
tanggal 23 Juni 2023. Keputusan dan realisasi dari Performance No. 09 dated June 23 rd, 2023. Decisions and
masing-masing keputusan pada RUPS Tahunan Kinerja realization of each decision at the Annual GMS
PT PT Kereta Api Indonesia (Persero) Performance of PT Kereta Api Indonesia (Persero)
Agenda Pertama
First Agenda
Persetujuan Laporan Tahunan, Perseroan termasuk Laporan Tugas, Pengawasan Dewan Komisaris dan Laporan Pelaksanaan Tanggung
Jawab Sosial dan Lingkungan untuk Tahun Buku 2022, serta Pengesahan Laporan Keuangan Konsolidasian Perseroan Tahun Buku
2022. / Approval of the Company's Annual Report, including the Task Report, Supervision of the Board of Commissioners and the
Report on the Implementation of Social and Environmental Responsibility for the 2022 Financial Year, as well as Ratification of the
Company's Consolidated Financial Report for the 2022 Financial Year.
Keputusan Decision
Menyetujui Laporan Tahunan Perseroan termasuk Laporan Approved the Company's Annual Report including the
Tugas Pengawasan Dewan Komisaris untuk Tahun Buku Board of Commissioners' Supervisory Duties Report for
2022 dan Laporan Pelaksanaan Tanggung Jawab Sosial the 2022 Financial Year and the Social and Environmental
dan Lingkungan untuk Tahun Buku 2022, serta Responsibility Implementation Report for the 2022
mengesahkan Laporan Keuangan Konsolidasian Perseroan Financial Year, as well as ratifying the Company's
Tahun Buku 2022 yang berakhir pada tanggal 31 Consolidated Financial Report for the 2022 Financial Year
Desember 2022 yang telah diaudit oleh Kantor Akuntan ending on December 31 st, 2022 which has been audited
Publik (KAP) Amir Abadi Jusuf, Aryanto, Mawar, & Rekan by the Public Accounting Firm (KAP) Amir Abadi Jusuf,
sebagaimana dimuat dalam laporannya Nomor: 00635/2. Aryanto, Mawar, & Partners as published in their report
1030/AU. 1/06/0645-1/1/V/2023 tanggal 29 Mei 2023 Number: 00635/2. 1030/AU. 1/06/0645-1/1/V/2023 dated May
dengan opini ‘wajar, dalam semua hal yang material’, 29 th, 2023 with an opinion of 'fair, in all material respects',
serta memberikan pelunasan dan pembebasan and providing full repayment and release of liability
tanggung jawab sepenuhnya (volledig acquit et de (volledig acquit and charge) to all members of the Board
charge) kepada seluruh Anggota Direksi atas tindakan of Directors for their management actions of the
pengurusan Perseroan dan Dewan Komisaris atas Company and the Board of Commissioners for their
tindakan pengawasan Perseroan yang telah dijalankan supervisory actions of the Company which have been
selama tahun buku yang berakhir pada tanggal 31 carried out during the financial year ending December
Desember 2022, sepanjang tindakan tersebut bukan 31 st, 2022, as long as these actions do not constitute
merupakan tindak pidana dan telah tercermin dalam criminal acts and have been reflected in the reports
laporan-laporan tersebut di atas. mentioned above.
Agenda Kedua
Second Agenda
Pengesahan Laporan Keuangan, Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) Tahun Buku 2022. / Ratification of Financial
Reports, Micro and Small Business Funding Program (PUMK) for Fiscal Year 2022..
Keputusan Decision
Mengesahkan Laporan Keuangan Program PUMK untuk Ratify the PUMK Program Financial Report for the 2022
Tahun Buku 2022 yang berakhir pada tanggal 31 Financial Year ending on December 31 st, 2022 which is
Desember 2022 yang menjadi bagian dari Laporan part of the Social and Environmental Responsibility Report
Tanggung Jawab Sosial dan Lingkungan yang telah which has been audited by the Public Accounting Firm
diaudit oleh Kantor Akuntan Publik (KAP) Amir Abadi (KAP) Amir Abadi Jusuf, Aryanio, Mawar, & Partners as
Jusuf, Aryanio, Mawar, & Rekan sebagaimana dimuat stated in its report Number: 00729/2.1030/AU.2/12/0645-
dalam laporannya Nomor:00729/2.1030/AU.2/12/0645- 1/0N1/2023 dated March 22nd, 2023 with an opinion of "fair,
1/0N1/2023 tanggal 22 Maret 2023 dengan opini “wajar, in all material respects", and providing full repayment
dalam semua hal yang material’, serta memberikan and release of liability (volledig acquit and charge) to all
pelunasan dan pembebasan tanggung jawab members of the Board of Directors for their management
sepenuhnya (volledig acquit et de charge) kepada actions of the Company and the Board of Commissioners
seluruh Anggota Direksi atas tindakan pengurusan for their supervisory actions
Perseroan dan Dewan Komisaris atas tindakan
pengawasan
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 277
Annual and Sustainability Report
Page 278
Tata Kelola Perusahaan
Good Corporate Governance
Perseroan pada Program Pendanaan Usaha Mikro dan Company in the Micro and Small Business Funding
Usaha Kecil yang telah dijalankan dalam Tahun Buku 2022 Program which has been implemented in the 2022
sepanjang tindakan tersebut bukan merupakan tindak Financial Year as long as the action is not a criminal act
pidana dan telah tercermin dalam laporan-laporan and has been reflected in the reports mentioned above.
tersebut di atas.
Agenda Ketiga
Third Agenda
Penetapan Penggunaan Laba Bersih Perseroan untuk Tahun Buku 2022. / Determining the Use of the Company's Net Profit for the
2022 Financial Year.
Keputusan Decision
Menetapkan penggunaan Laba Bersih Atribusi Pemilik Determine the use of Net Profit Attribution to Owners
Entitas Induk Perseroan Tahun Buku 2022 sebesar of the Company's Parent Entity for the 2022 Fiscal Year
Rp1.782.040.477.000,00 (satu triliun tujuh ratus delapan amounting to Rp1,782,040,477,000.00 (one trillion seven
puluh dua miliar empat puluh juta empat ratus tujuh hundred eighty-two billion forty million four hundred and
puluh tujuh ribu rupiah), sebagai berikut seventy-seven thousand rupiah), as follows
1. Sebesar Rp900.000.000.000,00 (sembilan ratus 1. In the amount of Rp900,000,000,000.00 (nine
miliar rupiah) sebagai Cadangan yang ditujukan hundred billion rupiah) as reserves designated as
sebagai sinking fund, untuk ditempatkan dalam a sinking fund, to be placed in a special account
rekening khusus dalam rangka pemenuhan Cash for the purpose of fulfilling Cash Deficiency Support
Deficiency Support pengoperasian KCJB dan operation of KCJB and repayment of loans from CDB
pembayaran pinjaman dari CDB sehubungan in connection with funding cost overrun KCJB
dengan pendanaan cost overrun Proyek KCJB; dan Project; and
2. Sebesar Rp882.040.477.000,00 (delapan ratus 2. In the amount of Rp882,040,477,000.00 (eight
delapan puluh dua miliar empat puluh juta empat hundred eighty-two billion forty million four
ratus tujuh puluh tujuh ribu Rupiah) sebagai hundred and seventy-seven thousand Rupiah) as
Cadangan Lainnya. Other Reserves.
Agenda Keempat
Fourth Agenda
Penetapan Remunerasi (gaji/honorarium, fasilitas, dan tunjangan) Tahun 2023 dan Tantiem Tahun Buku 2022 bagi Direksi dan Dewan
Komisaris Perseroan. / Determining Remuneration (salary/honorarium, facilities and allowances) for 2023 and Tantiem for the 2022
Financial Year for the Company's Directors and Board of Commissioners.
Keputusan Decision
Besaran Tantiem Tahun Buku 2022, Gaji untuk Direksi The amount of Tantiem for the 2022 Financial Year,
dan Honorarium untuk Dewan Komisaris berikut Fasilitas Salaries for Directors and Honorarium for the Board of
dan Tunjangan Lainnya untuk Tahun 2023 akan Commissioners along with other Facilities and Allowances
ditetapkan secara tersendiri. for 2023 will be determined separately.
Agenda Kelima
Fifth Agenda
Penunjukan Akuntan Publik (AP) dan/atau Kantor Akuntan Publik (KAP)untuk mengaudit Laporan Keuangan Konsolidasian Perseroan
dan Laporan Keuangan Program Pendanaan Usaha Mikro dan Kecil (PUMK) serta Non PUMK untuk Tahun Buku 2023. / Appointment of
a Public Accountant (AP) and/or Public Accounting Firm (KAP) to audit the Company's Consolidated Financial Report and the
Financial Report of the Micro and Small Enterprise Funding Program (PUMK) and Non-PUMK for the 2023 Financial Year.
Keputusan Decision
1. Menunjuk KAP Amir Abadi Jusuf, Aryanto, Mawar, 1. Appoint KAP Amir Abadi Jusuf, Aryanto, Mawar, &
& Rekan untuk melakukan audit umum atas Laporan Partners to conduct a general audit of the Company's
Keuangan Konsolidasian PerseroanTahun Buku 2023 Consolidated Financial Report for the 2023 Fiscal
dan Laporan Keuangan Program Pendanaan Usaha Year and the Financial Report of the Company's
Mikro dan Usaha Kecil (PUMK) Perseroan serta Non Micro and Small Enterprise (PUMK) and Non-PUMK
PUMK untuk Tahun Buku 2023. Funding Programs for the 2023 Fiscal Year.
2. Memberikan wewenang dan kuasa kepada Dewan 2. Grant authority and power to the Company's Board
Komisaris Perseroan untuk menunjuk Kantor of Commissioners to appoint a Public Accounting
Akuntan Publik dan/atau Akuntan Publik untuk Firm and/or Public Accountant to audit the
melakukan audit atas Laporan Keuangan Perseroan Company's Financial Report for other periods in the
periode lainnya pada Tahun Buku 2023 untuk tujuan 2023 Financial Year for the purposes and interests
Laporan Tahunan dan Keberlanjutan
278 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 279
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
dan kepentingan Perseroan. of the Company.
3. Memberikan pelimpahan kewenangan kepada 3. Grant delegation of authority to the Board of
Dewan Komisaris untuk menetapkan besaran Commissioners to determine the amount of
imbalan jasa audit, penambahan ruang lingkup compensation for audit services, increase the scope
pekerjaan yang diperlukan dan persyaratan lainnya of work required and other reasonable requirements
yang wajar bagi Kantor Akuntan Publik tersebut, for the Public Accounting Firm, as well as
serta menetapkan Kantor Akuntan Publik determine a replacement Public Accounting Firm
pengganti dalam hal Kantor Akuntan Publik Amir in the case of the Public Accounting Firm Amir
Abadi Jusuf, Aryanto, Mawar, & Rekan, karena sebab Abadi Jusuf, Aryanto, Mawar, & Colleagues, for
apapun tidak dapat menyelesaikan audit Laporan whatever reason are unable to complete the audit
Keuangan Perseroan, Laporan Keuangan Program of the Company's Financial Statements, Micro and
Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) Reports and Jain reports for the 2023 Financial Year,
dan laporan Jainnya untuk Tahun Buku 2023, including determining fees for audit services and
termasuk menetapkan imbalan jasa audit dan other requirements for the replacement Public
persyaratan lainnya bagi Kantor Akuntan Publik Accounting Firm.
pengganti tersebut.
Agenda Keenam
Sixth Agenda
Laporan Realisasi Penggunaan ,Tambahan Dana Penyertaan Modal Negara. / Report on the Realization of Use of Additional State
Capital Participation Funds.
Keputusan Decision
Menerima Laporan Realisasi Penggunaan Tambahan Dana Receive the Realization Report on the Use of Additional
Penyertaan Modal Negara (PMN) yang berasal dari APBN State Capital Participation Funds (PMN) originating from
Tahun Anggaran 2021 untuk periode Tahun Buku 2022 the 2021 Fiscal Year APBN for the 2022 Financial Year
dengan ketentuan semua kegiatan dan penggunaan period provided that all activities and use are in
telah sesuai dengan Kajian Bersama PMN dan Peraturan accordance with the PMN Joint Review and SOE
Menteri BUMN Nomor: PER-2/MBU/03/2023 tentang Ministerial Regulation Number: PER-2/MBU/03/ 2023
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan concerning Guidelines for Governance and Significant
Badan Usaha Milik Negara, sepanjang tidak ditemukan Corporate Activities of State-Owned Enterprises, as long
adanya penyimpangan di kemudian hari. Direksi diminta as no irregularities are found in the future. Directors are
agar mengoptimalkan penyerapan dana PMN untuk asked to optimize the absorption of PMN funds to
penyelesaian pembangunan Proyek LRT Jabodebek complete the construction of the Jabodebek LRT Project
sesuai target yang telah ditetapkan. according to the targets that have been set.
Agenda Lain-lain
Other Agenda
Persetujuan Penyisihan Sinking Fund untuk Pembayaran Pinjaman Cost Overrun dan Pemenuhan Cash Deficiency Support Proyek
Kereta Cepat Jakarta Bandung. / Approval of Sinking Fund Allowance for Loan Payments Cost Overrun and Fulfillment Cash Deficiency
Support Jakarta Bandung Fast Train Project.
Keputusan Decision
Menyetujui penyisihan dana setiap tahun. sebagai sinking Approve the allocation of funds every year. as sinking
fund untuk ditempatkan dalam rekening khusus dalam fund to be placed in a special account for fulfillment
rangka pemenuhan Cash Deficiency Support purposes Cash Deficiency Support operation of the Jakarta
pengoperasian Kereta Cepat Jakarta Bandung dan Bandung Fast Train and payment of loans from China
pembayeran pinjaman dari China Development Bank Development Bank in connection with funding cost
sehubungan dengan pendanaan cost overrun Proyek overrun Jakarta Bandung Fast Train Project, the
Kereta Cepat Jakaria Bandung, yang perhitungannya calculations of which come from:
berasal dari:
1. Pendapatan yang berasal dari kenaikan tarif 1. Revenue derived from increases in coal
angkutan batu bara di luar dari kenaikan tarif dasar transportation rates outside of the 4% annual base
tahunan 4% sesuai dengan Keputusan Komite KCJB rate increase in accordance with KCJB Committee
Nomor B-1986/MENKO/P.04.00/V/2023 tanggal 17 Decree Number B-1986/MENKO/P.04.00/V/2023
Mei 2023 dated May 17 th, 2023
2. Dividen bagian Pemerintah yang tidak ditarik. 2. Government dividends that are not withdrawn.
Keputusan ini berlaku mulai dari tahun buku 2023 sampai This decision is valid from the 2023 financial year until
dengan adanya Keputusan RUPS lebih lanjut. further GMS decisions are made.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 279
Annual and Sustainability Report
Page 280
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Pemegang Saham Shareholder Instructions
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Direksi agar memaksimalkan potensi a. Angkutan Semen / Cement Transportation Sesuai Rekomendasi /
pendapatan dan volume angkutan barang 1) Sudah dilakukan penambahan HO Tjh - Kpt sebelumnya berjalan Implemented as Per
selain batubara, dengan mencari alternatif 2 hari sekali menjadi jalan tiap hari mulai 1 Agustus 2023. / The Recommendations
muatan yang berpotensi memberikan addition of HO Tjh - Kpt previously running once every 2 days to
pendapatan kepada perusahan. / The Board running every day starting August 1 st, 2023.
of Directors should maximize the potential 2) Peningkatan hari operasi dan penambahan SF untuk angkutan
income and volume of transportation of mitra existing ( SMBR Relasi Tjh - KPT dan SIG Relasi Krl -
freight other than coal, by looking for Brumbung) / Increased operating days and additional SF for
alternative cargo that has the potential to existing partner transportation (SMBR Relation Tjh - KPT and
provide income to the company. SIG Relation Krl - Brumbung)
b. Peti Kemas / Containers
1) Menambah HO Kalog 1 sebelumnya berjalan 5 hari/minggu menjadi
6 hari/minggu. / Add HO Kalog 1 previously running 5 days/week
to 6 days/week.
2) Menambah HO Ka JPT sebelumnya 6 hari/minggu menjadi 7 hari/
minggu. / Add HO Ka JPT previously running 6 days/week to 7
days/week.
3) Terus memperluas pasar angkutan barang dengan melakukan
berbagai langkah, menjajaki rute-rute baru untuk berbagai komoditi
guna peningkatan volume angkutan barang antara lain : / Continue
to expand the freight transport market by taking various steps,
exploring new routes for various commodities to increase the
volume of freight transport, including:
a) Peningkatan hari operasi dan penambahan jenis produk untuk
angkutan mitra existing ( Relasi Kalimas – TPK, Kontainer
Roll Off) / Increased operating days and addition of product
types for existing partner transportation (Kalimas - TPK
Relations, Roll Off Containers)
1
b) Menjalin Kerjasama dengan PSL untuk layanan angkutan
barang terpadu (D2D)untuk potensi angkutan baru dari
Cirebon – Jakarta dengan membangun terminal Cangkring
/ Establishing cooperation with PSL for integrated freight
transportation services (D2D) for new transportation
potential from Cirebon - Jakarta by building the Cangkring
terminal
c) Menjalin Kerjasama dengan PSA untuk layanan angkutan
Container domestic dan internasional relasi NPCT1-KBS/ KIT
Batang / Establishing cooperation with PSA for domestic
and international container transportation services for NPCT1-
KBS/ KIT Batang relations
d) Menjalin Kerjasama dengan Prima Indonesia Logistik untuk
potensi angkutan dari Belawan dan Kualatanjung / Establishing
cooperation with Prima Indonesia Logistik for transportation
potential from Belawan and Kualatanjung
c. Perkebunan / Plantation
Penambahan relasi baru untuk angkutan mitra existing (PTPN IV Relasi
PKS Tinjowan – Belawan ) dan mencari potensi angkutan baru BD /
Addition of new relations for existing partner transportation (PTPN
IV PKS Tinjowan – Belawan Relations) and seeking new transportation
potential BD
d. Retail / Retail
Menambah / menggandengkan gerbong B pada KA penumpang yang
SF nya masih belum maksimal ( GBMS & Majapahit) / Adding / coupling
B carriages to passenger trains whose SF is still not optimal (GBMS
& Majapahit)
Laporan Tahunan dan Keberlanjutan
280 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 281
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Menjalankan sinergi BUMN Logistik: / Implementing SOE Logistics synergy:
1. Kerjasama KAI Group dengan PT ASDP Indonesia Ferry (ASDP Group)
untuk mengembangkan sinergi dan integrasi angkutan barang (General
Cargo) E2E antar pulau. / Cooperation between KAI Group and PT
ASDP Indonesia Ferry (ASDP Group) to develop synergy and integration
of inter-island E2E freight transport (General Cargo).
2. Kerjasama KAI Group dengan Pelindo Group untuk mengembangkan
sinergi dan integrasi angkutan barang (Containerized) E2E multimoda.
/ Cooperation between KAI Group and Pelindo Group to develop synergy
and integration of E2E multimodal freight transport (Containerized).
3. Kerjasama KAI Group dengan Pelindo Group untuk mengembangkan
sinergi dan integrasi 5 angkutan barang (Containerized) E2E multimoda
relasi TPK Gedebage – Sta. JICT – Dermaga JICT Tj. Priok. / Cooperation
between KAI Group and Pelindo Group to develop synergy and
integration of 5 E2E multimodal freight transport (Containerized)
relations TPK Gedebage – Sta. JICT – JICT Tj. Priok Pier.
4. Kerjasama KAI Group dengan Pelindo Group untuk mengembangkan
sinergi dan integrasi angkutan barang (Containerized) P2DD2P dari
/ menuju TPK Semarang di Tanjung Mas 5. Kerjasama KAI Group –
KBS Group – NPCT1/PSA terkait rencana uji coba angkutan petikemas
P2P relasi NPCT1 - Sta.Pasoso – Sta. krenceng – TPK KJL/KBS Group.
/ Cooperation between KAI Group and Pelindo Group to develop synergy
and integration of P2DD2P freight transport (Containerized) from /
to TPK Semarang in Tanjung Mas
Menjalankan sinergi KAI Group dengan Swasta. / Running synergy between
KAI Group and the Private Sector.
1. Rencana Kerjasama KAI Group dengan PSA Indonesia untuk
mengembangkan Ekosistem Logistik Perkeretaapian yang terintegrasi
dengan PSA Indonesia. Piloting project untuk pengembangan Terminal/
Depo container di area Sta. Pelabuhan terkoneksi ke KIT Batang. / KAI
Group Cooperation Plan with PSA Indonesia to develop a Railway
Logistics Ecosystem integrated with PSA Indonesia. Piloting project
for the development of a Terminal/Container Depot in the Port Station
area connected to KIT Batang.
2. Rencana Kerjasama KAI Group dengan PT TJP (Trans Jaya Persada)
untuk mengembangkan angkutan barang relasi Sta. Indro – Sta. Pasoso
/ Sta. Nambo Bogor. / KAI Group Cooperation Plan with PT TJP (Trans
Jaya Persada) to develop freight transportation relations Sta. Indro
– Sta. Pasoso / Sta. Nambo Bogor.
Direksi agar mengevaluasi dan menyusun Mitigasi/Kajian Risiko sudah dilakukan oleh Divisi Manajemen Risiko atas Sesuai Rekomendasi /
mitigasi risiko atas kenaikan beban Bahan Permohonan Kajian dan Mitigasi Risiko Penyesuaian Struktur Organisasi Implemented as Per
Bakar Minyak (BBM) & Listrik Aliran Atas (LAA) Divisi Logistik dan Pengadaan BBM Non Subsidi Melalui Penyedia Alternatif Recommendations
serta pembatasan kuota BBM bersubsidi melalui Nota Dinas Internal Nomor 5/KP.101/VI/KA/2023 tanggal 26 Juni
ferhadap kemungkinanterjadinya 2023. / Risk Mitigation/Review has been carried out by the Risk Management
penurunan profitabilitas segmen usaha Division for the Application for Risk Study and Mitigation for Adjusting
tertentu. the Organizational Structure of the Logistics Division and Procurement
The Board of Directors should evaluate and of Non-Subsidized Fuel Through Alternative Providers through Internal
develop risk mitigation for increases in fuel Service Note Number 5/KP.101/VI/KA/2023 dated June 26 th, 2023.
oil (BBM) & overhead electricity (LAA) costs
as well as restrictions on subsidized fuel quotas Biaya tagihan Listrik Aliran Atas (LAA) di Daop 1 Jakarta dan Daop 6 Yogyakarta
2 against the possibility of a decline in the untuk Tahun 2022 dan sampai dengan Juli 2023 telah menggunakan dasar
profitability of certain business segments. perhitungan Golongan Tarif Tenaga Listrik Untuk Keperluan Traksi (tarif
subsidi) dan sudah sesuai dengan tujuan penggunaannya yaitu untuk
Pelayana Publik Tarif subsidi LAA KAI perlu dipertahankan, sehingga risiko
atas kenaikan biaya operasional akibat tagihan rekening listrik dapat
diminimalisir / The cost of the Upper Flow Electricity (LAA) bill in Daop 1
Jakarta and Daop 6 Yogyakarta for 2022 and up to July 2023 has used
the calculation basis for the Electricity Tariff Group for Traction Needs
(subsidized tariff) and is in accordance with its intended use, namely for
Public Services. The KAI LAA subsidized tariff needs to be maintained, so
that the risk of increasing operational costs due to electricity bills can be
minimized
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 281
Annual and Sustainability Report
Page 282
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Direksi agar memperbaiki dokumentasi untuk Telah dilakukan pemisahan akun dalam Laporan Laba Rugi untuk biaya Masih Dalam
memenuhi persyaratan pengakuan biaya dan IMO atas BMN (barang milik negara) dan saat ini sedang dilakukan Penyelesaian / Still Being
investasi yang termasuk komponen IMO pengembangan aplikasi DMS (document management system) yang diikuti Resolved
sesuai dengan ketentuan perundang- penyesuaian proses bisnis administrasi keuangan mengacu SOP Perdirjen
undangan yang berlaku. KA Kemenhub sebagai media untuk pemenuhan kelengkapan dokumentasi
The Board of Directors must improve biaya IMO. / Account separation has been carried out in the Profit and
3
documentation to meet the requirements Loss Report for IMO costs for BMN (state-owned goods) and currently
for recognizing costs and investments which the development of a DMS (document management system) application
include IMO components in accordance is being carried out, followed by adjustments to the financial
with applicable statutory provisions. administration business process referring to the SOP of the Directorate
General of Railways of the Ministry of Transportation as a medium for
fulfilling the completeness of IMO cost documentation.
Direksi agar melakukan upaya realisasi investasi Investasi pengadaan sarana untuk angkutan barang Sumbagsel Masih Dalam
sesuai perencanaan (cost and schedule), disesuaikan dengan penyelesaian pembangunan infrastruktur baik prasarana Penyelesaian / Still Being
terutama terkait Proyek Strategis Nasional perkeretaapian maupun terminal bongkar muat batubara. Tahun 2023–2026 Resolved
dan pengembangan angkutan batubara PT KAI akan melaksanakan investasi 54 unit lokomotif dan 2130 unit gerbong
Sumatera Selatan yang penyerapannya belum untuk angkutan barang di Sumbagsel. Skema pendanaan diusulkan dengan
maksimal pada tahun 2022 dengan tetap izin prinsip dimana pembayaran dilakukan dengan menyesuaikan waktu
memperhatikan skala prioritas dan kemampuan kedatangan sarana sehingga penyerapan budget investasi lebih optimal.
keuangan perusahaan. / Investment in procurement of Rolling Stock for freight transportation
The Board of Directors should make efforts in South Sumatra is adjusted to the completion of infrastructure
to realize investments according to planning development, both railway infrastructure and coal loading and unloading
(cost and schedule), especially regarding the terminals. In 2023–2026, PT KAI will invest in 54 locomotive units and 2,130
National Strategic Project and the carriage units for freight transportation in South Sumatra. The funding
development of South Sumatra coal scheme is proposed with a principle permit where payments are made
transportation, the absorption of which will by adjusting the arrival time of the Rolling Stock so that the absorption
not be optimal in 2022, while still paying of the investment budget is more optimal.
attention to the company's priority scale and
financial capabilities. A. Pengadaan 54 unit lokomotif saat ini masih dalam proses PBJ (evaluasi
dokumen penawaran) / The procurement of 54 locomotive units is
currently still in the PBJ process (evaluation of tender documents)
B. Pengadaan 1164 unit GD 54 ton dan 966 unit GB 50 ton dalam tahapan
sinkronisasi dokumen pengadaan dengan unit logistik. / Procurement
4 of 1164 units of GD 54 tons and 966 units of GB 50 tons is in the stage
of synchronizing procurement documents with the logistics unit.
Upaya yang dilakukan untuk mencapai realisasi investasi secara maksimal
diantaranya sebagai berikut: / Efforts made to achieve maximum investment
realization include the following:
1. Membuat timeline pekerjaan yang lebih terukur; / Creating a more
measurable work timeline;
2. Membuat skala prioritas pekerjaan berdasarkan nilai dan lingkupnya;
/ Creating a work priority scale based on its value and scope;
3. Melakukan percepatan review DED dan harga satuan berdasarkan
skala prioritas; / Accelerating the review of DED and unit prices based
on the priority scale;
4. Melakukan koordinasi lebih intensif dengan Divre III untuk sinkronisasi
dan percepatan penertiban lahan prioritas; / Coordinating more
intensively with Divre III for synchronization and acceleration of
priority land control;
5. Melakukan koordinasi dengan Tim Pengawas PT KAI (Persero) dan
mitra kerja agar dapat dilakukan percepatan progres pekerjaan. Menunggu
tindaklanjut untuk program strategis nasional / Coordinating with the
PT KAI (Persero) Supervisory Team and work partners so that work
progress can be accelerated. Waiting for follow-up for national strategic
programs.
Direksi agar meningkatkan koordinasi dengan Telah melakukan koordinasi secara intensif dan berkelanjutan dengan Sesuai Rekomendasi /
Kementerian Perhubungan dan stakeholders Kementerian Perhubungan dan stakeholders untuk mendukung pelayanan Implemented as Per
terkait lainnya dalam rangka mendukung dan kegiatan operasional perusahaan. / Has coordinated intensively and Recommendations
pelayanan dan kegiatan operasional continuously with the Ministry of Transportation and stakeholders to support
perusahaan. the company's services and operational activities.
5
The Board of Directors should improve
coordination with the Ministry of
Transportation and other relevant
stakeholders in order to support the
company's services and operational activities.
Laporan Tahunan dan Keberlanjutan
282 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 283
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Direksi agar mengoptimalkan perawatan 1. Untuk menambah fitur keselamatan, lokomotif yang akan diadakan Sesuai Rekomendasi /
sarana dan prasarana dan Reninesatea sudah mengakomodir fatique analysis operator sarana sehingga Implemented as Per
kapasitas SDM untuk menjamin aspek apabila masinis mengalami kelelahan pada saat bekerja dapat segera Recommendations
keamanan dan keselamatan perjalanan diantisipasi sebelum terjadinya KKA. PT KAI sudah berkoordinasi dengan
angkutan penumpang maupun angkutan mitra angkutan swasta maupun PTBA untuk menambah kapasitas
barang, meminimalisir angka kecelakaan loading maupun unloading batubara terutama dengan
kereta api, dan memaksimalkan target pembangunan terminal baru maupun penerapan teknologi untuk
pendapatan, volume dan rencana perjalanan mengurangi waktu perjalanan KA. / To add safety features, the locomotives
kereta api. that will be procured have accommodated fatigue analysis of the
The Board of Directors is to optimize the Rolling Stock operator so that if the driver experiences fatigue while
maintenance of Rolling Stock and infrastructure working, it can be anticipated immediately before a KKA occurs. PT
and Reninesatea human resource capacity KAI has coordinated with private transportation partners and PTBA
to guarantee the security and safety aspects to increase coal loading and unloading capacity, especially with the
of passenger and freight transportation, construction of new terminals and the application of technology to
minimize the number of train accidents, and reduce train travel time.
maximize revenue targets, volume and train
travel plans. 2. Telah dijalankan perawatan dan perbaikan jalur simpang (siding track)
baik jalur Pertamina maupun non-Pertamina di Jawa dan Sumatera
melalui unit Jalan Rel dan Jembatan di daerah untuk menjamin jalur
simpang aman dilalui kereta api angkutan barang. / Maintenance and
repair of siding tracks for both Pertamina and non-Pertamina lines
in Java and Sumatra has been carried out through the Railroad and
Bridge units in the regions to ensure that the siding tracks are safe
for freight trains to pass through.
Tindak lanjut optimalisasi perawatan sarana untuk angkutan penumpang
: / Follow-up to the optimization of maintenance of Rolling Stock for
passenger transportation:
a. Sarana KA penumpang yang dipakai pada Gapeka 2023 sudah
dioptimalkan dengan mempertimbangkan pola perawatan dan
cadangan/perawatan mulai berlakunya Gapeka 2023. / Passenger train
Rolling Stock used in Gapeka 2023 have been optimized by considering
the maintenance pattern and reserves/maintenance starting from
the implementation of Gapeka 2023.
6 b. Selama semester 1 2023 sebanyak 713 kali penambahan stamformasi
KA hasil optimalisasi perawatan sarana. / During the first semester of
2023, there were 713 additional train stamformations resulting from
the optimization of Rolling Stock maintenance.
Pemeliharaan prasarana berupa fasilitas operasional kereta api, telah dilakukan
secara berkelanjutan untuk mempertahankan keandalan dan ketersediaan
untuk menjamin perjalanan kereta api yang aman dan nyaman. Sampai
dengan bulan Juli 2023, pemeliharaan dan perawatan fasilitas operasi kereta
api telah tercapai dan sesuai dengan program perawatan yaitu sebesar
58,85%. / Maintenance of infrastructure in the form of railway operational
facilities has been carried out continuously to maintain reliability and
availability to ensure safe and comfortable train travel. Until July 2023,
maintenance and care of railway operational facilities has been achieved
and in accordance with the maintenance program, which is 58.85%.
Peningkatan Hasil pengukuran Kategori “BAIK” Program dan Realisasi
kategori baik s/d Juni 2023. / Improvement of Measurement Results of
Category “GOOD” Program and Realization of good category until June
2023.
a. Program : 5,365.000 km’sp / Program : 5,365.000 km’sp
b. Realisasi : 5,381.448 km’sp / Realization : 5,381.448 km’sp
Peningkatan Waktu Tempuh / Travel Time Increase
a. Peningkatan V max 120 km/jam di pulau jawa (Sesuai dengan GAPEKA
2023 1217,294 km’sp). / Increase in V max 120 km/h on Java Island
(According to GAPEKA 2023 1217.294 km’sp).
b. Peningkatan V max 75 km/jam di KA Babaranjang (Sesuai dengan na
GAPEKA 2023 155,610 km’sp). / Increase in V max 75 km/h on KA
Babaranjang (According to na GAPEKA 2023 155.610 km’sp).
On Progress program / On Progress program
Peningkatan Kecepatan untuk HUT-KA 2023 sepanjang 866,184 km’sp. /
Speed Increase for 2023 HUT-KA along 866.184 km’sp.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 283
Annual and Sustainability Report
Page 284
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Selain itu, telah dilaksanakan: / In addition, the following have been
implemented:
a. Perawatan sarana maupun perawatan di lintas; / Maintenance of Rolling
Stock and maintenance on the route;
b. Pengadaan suku cadang perawatan sarana berkualitas sesuai
rekomendasi pabrikan; / Procurement of quality maintenance spare
parts for Rolling Stock according to manufacturer recommendations;
c. Menjamin ketersediaan sukucadang perawatan schedule dan unschedule
dengan strategi pegadaan yang tepat dan efektif dengan metode
Multi-Years dan/atau LTPA; / Ensuring the availability of scheduled
and unscheduled maintenance spare parts with an appropriate and
effective procurement strategy using the Multi-Years and/or LTPA
methods;
d. Melakukan peningkatan kompetensi SDM perawatan dengan melakukan
pelatihan secara komprehensif dan standar grading (Diklat/Diklap),
serta melakukan benchmark perawatan untuk meningkatkan
wawasan teknis yang lebih luas; / Improving the competence of
maintenance human resources by conducting comprehensive training
and grading standards (Diklat/Diklap), as well as conducting
maintenance benchmarks to improve broader technical insight;
e. Menerapkan digitalisasi perawatan sarana guna menunjang program,
pelaksanaan, dan evaluasi hasil perawatan yang lebih efektif dan tepat
sasaran. / Implementing digitalization of maintenance Rolling Stock
to support more effective and targeted maintenance programs,
implementation, and evaluation.
Terdapat 2112 program sertifikasi SDM unit perawatan sarana tahun 2022,
dengan realisasi sertifikasi SDM unit perawatan sarana tahun 2022 1723
(82%). Bagi SDM yang tidak lulus Sertifikasi tahun 2022 maka diadakan
lagi pengajuan sertifikasi untuk SDM Perawatan Sarana pada tahun 2023
dengan melengkapi persyaratan dan menjalankan program pemantapan.
/ There are 2112 certification programs for HR units for maintenance Rolling
Stock in 2022, with the realization of HR certification for maintenance
Rolling Stock in 2022 being 1723 (82%). For HR who do not pass the 2022
Certification, another certification application will be held for HR Rolling
Stock Maintenance in 2023 by completing the requirements and running
the consolidation program.
Telah dilaksanakan pelatihan SDM Perkeretaapian berbasis kompetensi
sesuai dengan bidang keahlian: / Competency-based Railway HR training
has been implemented according to the field of expertise:
1) Pelatihan bidang prasarana Sinyal dan Telekomunikasi Listrik : 25
kegiatan/481 peserta; / Electric Signaling and Telecommunications
Infrastructure training: 25 activities/481 participants;
2) Pelatihan bidang prasarana JJ: 15 kegiatan/583 Peserta; / JJ infrastructure
training: 15 activities/583 participants;
Direksi agar melakukan pemisahan penyajian Berdasarkan Peraturan Menteri BUMN Nomor PER1/MBU/03/2023 Peraturan Masih Dalam
laporan keuangan antara kegiatan Menteri Badan Usaha Milik Negara tentang Penugasan Khusus dan Program Penyelesaian / Still Being
operasional yang bersifat komersial dengan Tanggung Jawab Sosial dan Lingkungan Badan Usaha Milik Negara Pasal Resolved
penugasan Pemerintah dalam bentuk 9 dimana BUMN yang melaksanakan Penugasan Khusus harus secara
Infrastructure Maintenance and Operation tegas melakukan pemisahan pembukuan mengenai penugasan tersebut
(IMO) dan Public Service Obligation (PSO) dengan pembukuan dalam rangka pencapaian sasaran usaha perusahaan.
dalam rangka perbaikan tata kelola penugasan Sebagaimana diketahui bersama, ada berbagai jenis penugasan yang
IMO dan Track Access Charge (TAC) dengan diterima oleh perusahaan selain IMOPSO-TAC diantaranya adalah proyek
mengacu pada Peraturan Menteri BUMN Nomor Kereta Cepat Jakarta Bandung (KCJB), proyek KA Bandara Soekarno Hatta
PER-1/MBU/03/2023 Peraturan Menteri Badan (Basoetta), dan proyek LRT Jabodebek (LRT). / Based on the Regulation
7 Usaha Milik Negara tentang Penugasan Khusus of the Minister of SOEs Number PER1/MBU/03/2023 Regulation of the Minister
dan Program Tanggung Jawab Sosial dan of State-Owned Enterprises concerning Special Assignments and Social
Lingkungan Badan Usaha Milik Negara. and Environmental Responsibility Programs of State-Owned Enterprises
The Board of Directors is to optimize the Article 9 where SOEs that carry out Special Assignments must strictly
maintenance of facilities and infrastructure separate the bookkeeping regarding the assignment from the bookkeeping
and Reninesatea human resource capacity in order to achieve the company's business targets. As is well known, there
to guarantee the security and safety aspects are various types of assignments received by companies other than IMOPSO-
of passenger and freight transportation, TAC, including the Jakarta-Bandung High-Speed Train (KCJB) project,
minimize the number of train accidents, and the Soekarno-Hatta Airport Train (Basoetta) project, and the Jabodebek
maximize revenue targets, volume and train LRT (LRT) project.
travel plans.
Laporan Tahunan dan Keberlanjutan
284 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 285
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Atas penugasan ini, telah dilakukan pemisahan pembukuan secara rutin
yang dilaporkan bulanan kepada manajemen dan komisaris atau kepada
pemegang saham pada saat laporan evaluasi kinerja 3 bulanan dan tahunan
bersama pemegang saham. Untuk penyesuaian pada laporan keuangan,
manajemen masih berkoordinasi dengan Auditor mengenai format
pengungkapan yang sesuai karena selain memiliki kewajiban pelaporan
pada pegang saham, KAI juga melakukan listing di bursa efek sehingga
laporan yang dilaporkan selama 3 bulanan seharusnya juga konsisten
dengan laporan audited di akhir tahun. Terlebih KAI bukan satu-satunya
BUMN yang menerima penugasan (Pertamina, PLN dll) yang didalam
laporannya juga blm ada penyampaian terpisah terkait penugasan.
Selanjutnya atas pemisahan pengungkapan penugasan IMO-PSOTAC
mohon untuk berkoordinasi dan memasukan tim KG kedalam PIC karena
pembagian segmentasi IMO-PSO-TAC merupakan bagian dari tupoksi
tim KG. / For this assignment, a routine bookkeeping separation has been
carried out which is reported monthly to management and commissioners
or to shareholders at the time of the 3-monthly and annual performance
evaluation report with shareholders. For adjustments to the financial
statements, management is still coordinating with the Auditor regarding
the appropriate disclosure format because in addition to having reporting
obligations to shareholders, KAI is also listed on the stock exchange so
that the reports reported for 3 months should also be consistent with the
audited report at the end of the year. Moreover, KAI is not the only SOE
that receives assignments (Pertamina, PLN, etc.) whose reports also do
not have separate submissions regarding assignments. Furthermore,
regarding the separation of disclosures for the IMO-PSOTAC assignment,
please coordinate and include the KG team in the PIC because the division
of IMO-PSO-TAC segments is part of the KG team's duties and functions.
Direksi agar mengkaji dan menyusun Standar Berdasarkan Keputusan Komite KCJB 17 Mei 2023, telah disepakati dalam Masih Dalam
Prosedur Operasi terkait mekanisme sinking rangka penguatan kapasitas keuangan KAI akan dilakukan penyisihan Penyelesaian / Still Being
fund untuk penjaminan pinjaman cost kas dalam bentuk sinking fund yang diperoleh dari: - kenaikan tarif Resolved
overrun dan pemenuhan Cash Deficiency angkutan batubara yang terdiri dari komponen dynamic pricing dan
Support Proyek Kereta Cepat Jakarta kenaikan USD 1,5; - Komponen unpaid dividen. / Based on the KCJB
Bandung dengan berpedoman kepada Committee Decision on May 17 th, 2023, it has been agreed that in order
Keputusan Komite Kereta Cepat Jakarta to strengthen KAI's financial capacity, cash will be set aside in the form
Bandung dan peraturan perundang-undangan of a sinking fund obtained from: - an increase in coal transportation rates
yang berlaku. Progres tindak anjutnya agar consisting of a dynamic pricing component and an increase of USD 1.5;
dilaporkan kepada Pemegang Saham. - Unpaid dividend components.
The Board of Directors should review and
8 prepare Standard Operating Procedures Untuk kinerja tahun buku 2022 telah diputuskan dalam RUPS
related to the sinking fund mechanism for Pertanggungjawaban kinerja tahun buku 2022 yang dilaksanakan pada
guaranteeing cost overrun loans and fulfilling 23 Juni 2023. Saat ini sedang dilakukan proses finalisasi Peraturan Menteri
Cash Deficiency Support for the Jakarta Keuangan (“PMK”) yang didalamnya mencakup sinking fund untuk proyek
Bandung High Speed Train Project, guided KCJB. Setelah PMK dirilis, akan ditindaklanjuti pembentukan sinking fund
by the Decision of the Jakarta Bandung High serta mekanisme pengelolaannya di KAI. / For the performance of the
Speed Train Committee and applicable laws 2022 financial year, it has been decided in the GMS for Accountability of
and regulations. Follow-up progress should the 2022 financial year performance held on June 23, 2023. Currently, the
be reported to Shareholders. finalization process of the Minister of Finance Regulation ("PMK") is being
carried out, which includes a sinking fund for the KCJB project. After the
PMK is released, the formation of the sinking fund and its management
mechanism at KAI will be followed up.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 285
Annual and Sustainability Report
Page 286
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Direksi agar melakukan upaya optimalisasi Realisasi Penyerapan PMN TA 2022 untuk pemenuhan cost overrun KCJB Sesuai Rekomendasi /
penyerapan dana Penyertaan Modal Negara dengan total sebesar Rp2.713.423.000.000: / Realization of PMN Absorption Implemented as Per
(PMN) TA 2021 untuk Proyek LRT Jabodebek FY 2022 to fulfill KCJB cost overrun with a total of Recommendations
dan memastikan penyelesaian proyek sesuai Rp2,713,423,000,000:
target yang ditetapkan. Terkait penyerapan a. Setoran Modal KAI kepada PSBI Tahap I tanggal 10 Maret 2023 sebesar
PMN TA 2022 untuk pemenuhan cost overrun Rp2.030.804.000.000; / KAI Capital Deposit to PSBI Phase I dated March
KCJB porsi ekuitas Konsorsium BUMN 10 th, 2023 amounting to Rp2,030,804,000,000;
Indonesia agar dilakukan sesuai dengan b. Setoran Modal KAI kepada PSBI Tahap II tanggal 26 Juni 2023 sebesar
Keputusan Komite Kereta Cepat Jakarta Rp682.619.175.000, sehingga saat ini terdapat Saldo PMN TA 2022 di
Bandung Nomor B-1986/MENKO/IP.04.00/V/ KAI sebesar Rp486.577.000.000. / KAI Capital Deposit to PSBI Phase
2023 tanggal 17 Mei 2023. Penyerapan PMN II dated June 26 th, 2023 amounting to Rp682,619,175,000, so currently
dimaksud agar memastikan ketercapaian Key there is a PMN Balance for FY 2022 at KAI of Rp486,577,000,000.
Performance Indicators PMN yang telah
ditetapkan. Catatan: Sesuai Keputusan Komite KCJB tanggal 17 Mei 2023 bahwa kelebihan
The Board of Directors should make efforts dana PMN tetap akan menjadi PMN pada KAI dan digunakan sebagai
to optimize the absorption of State Capital buffer untuk penjaminan KAI dalam pembayaran pinjaman kepada China
Participation (PMN) funds for the 2021 FY for Development Bank (CDB). / Note: According to the KCJB Committee Decision
the Jabodebek LRT Project and ensure that dated May 17 th, 2023, the excess PMN funds will remain as PMN at KAI
the project is completed according to the and will be used as a buffer for KAI's guarantee in paying loans to the
targets set. Regarding the absorption of PMN China Development Bank (CDB).
for FY 2022 to fulfill the KCJB cost overrun
portion of the equity portion of the Indonesian PMN TA 2021 Proyek LRT Jabodebek / PMN TA 2021 LRT Jabodebek Project
SOE Consortium, this must be carried out in Belum terserapnya PMN dikarenakan belum adanya tagihan yang masuk
accordance with the Decree of the Jakarta dari kontraktor kepada Divisi LRT Jabodebek, karena proses tagihan ini
Bandung High Speed Rail Committee Number harus melalui Kemenhub untuk di evaluasi terlebih dahulu oleh konsultan
B-1986/MENKO/IP.04.00/V/2023 dated May dan kemudian melalui reviu BPKP. Sampai dengan bulan Juni 2023, dana
17th, 2023. The absorption of PMN is intended PMN TA 2021 Proyek LRT Jabodebek telah terserap sebesar Rp892,6 Miliar
to ensure achievement of PMN Key dari total PMN Rp2,6 Triliun. / The non-absorption of PMN is due to the
Performance Indicators that have been absence of any invoices received from the contractor to the Jabodebek
determined. LRT Division, because this invoice process must go through the Ministry
of Transportation to be evaluated first by the consultant and then through
9 the BPKP review. As of June 2023, the 2021 PMN funds for the Jabodebek
LRT Project have been absorbed amounting to Rp892.6 billion from a
total PMN of Rp2.6 trillion.
PMN TA 2022 Proyek KCJB / PMN FY 2022 KCJB Project
Dari total PMN sebesar Rp3,2 triliun, pada tanggal 10 Maret 2023 PT KAI
Telah melakukan penyetoran PMN Tahap I kepada PT PSBI dan diteruskan
kepada PT KCIC sebesar Rp2.030.804.000.000,-. Kemudian pada tanggal
26 Juni 2023 PT KAI menyetorkan kembali dana PMN untuk Tahap II sebesar
Rp682.619.000.000,- sehingga total penyetoran PMN TA 2022 PT KAI adalah
sebesar Rp2.713.423.000.000,-. Sisa saldo PMN TA 2022 PT KAI adalah sebesar
Rp486.577.000.000,- dimana dari sisa saldo PMN tersebut akan digunakan
sebagai buffer untuk penjaminan PT KAI dalam pembayaran pinjaman
dari China Development Bank sesuai keputusan Komite KCJB tanggal
17 Mei 2023 dan Surat Menteri Keuangan Republik Indonesia Nomor: S-
534/MK.06/2023 tanggal 5 Juli 2023. / From the total PMN of Rp3.2 trillion,
on March 10 th, 2023, PT KAI has made a deposit of PMN Phase I to PT
PSBI and forwarded to PT KCIC in the amount of Rp2,030,804,000,000,
so that the total deposit of PMN for the 2022 fiscal year by PT KAI is
Rp2,713,423,000,000,-. The remaining balance of PT KAI's PMN for FY 2022
is Rp486,577,000,000, - where the remaining PMN balance will be used
as a buffer for PT KAI's guarantee in paying loans from China Development
Bank according to the decision of the KCJB Committee dated May 17 th,
2023 and the Letter of the Minister of Finance of the Republic of Indonesia
Number: S-534 / MK.06 / 2023 dated July 5th, 2023.
Sesuai dengan Peraturan BUMN nomor PER1/MBU/03/2021, saat ini PT
KAI telah melakukan monitoring dan pelaporan penyerapan PMN serta
progres proyek secara berkala kepada Kementerian BUMN. / In accordance
with SOE Regulation number PER1/MBU/03/2021, PT KAI has currently
been monitoring and reporting PMN absorption and project progress
periodically to the Ministry of SOE.
Laporan Tahunan dan Keberlanjutan
286 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 287
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
LRT Jabodebek / LRT Jabodebek
Berbagai upaya yang telah kami lakukan adalah dengan : / Various efforts
that we have made are by:
a. Memonitor dan memastikan penyerapan investasi per unit setiap bulan.
/ Monitoring and ensuring the absorption of investment per unit every
month.
b. Memonitor dan mengkonfirmasi kepada Adhi Karya atas rencana
disburshment pembangunan prasarana dan pembayaran kepada PT
INKA atas pengadaan Sarana LRT Jabodebek. / Monitoring and
confirming to Adhi Karya the disbursement plan for infrastructure
development and payment to PT INKA for the procurement of Jabodebek
LRT Rolling Stock.
c. Melakukan Adendum perjanjian kredit sindikasi terutama terkait
perpanjangan Availability Period (AP) atau batas waktu penarikan kredit
yang semula Juni 2023 menjadi Desember 2023 (dokumen terlampir).
/ Making an Addendum to the syndicated credit agreement, especially
regarding the extension of the Availability period (AP) or credit
withdrawal deadline from June 2023 to December 2023 (document
attached).
d. Melakukan Update Feasibility Study (FS) untuk menghitung kembali
kebutuhan Capex proyek LRT Jabodebek dan melakukan update
kajian penumpang dan pendapatan non farebox. / Conducting an
Update Feasibility Study (FS) to recalculate the Capex needs of the
Jabodebek LRT project and updating the passenger study and non-
farebox income.
Direksi agar mengupayakan perlindungan 1. Melakukan monitoring dan evaluasi terhadap program Pensertipikatan, Sesuai Rekomendasi /
atas aset perusahaan, termasuk penyelesaian Penjagaan, Penertiban dan Penanganan Permasalahan Aset seluruh Implemented as Per
permasalahan aset antara perusahaan dan Daop/Divre/Subdivre secara berkala. / Conduct monitoring and evaluation Recommendations
masyarakat/pihak lain. of the Asset Certification, Guarding, Ordering and Handling program
The Board of Directors should strive to protect for all Daop/Divre/Subdivre periodically. / Conduct monitoring and
company assets, including resolving asset evaluation of the Asset Certification, Guarding, Ordering and Handling
problems between the company and the program for all Daop/Divre/Subdivre periodically.
community/other parties. 2. Melakukan koordinasi dengan pihak-pihak eksternal guna mendukung
penyelesaian permasalahan Aset. / Coordinate with external parties
10
to support the resolution of Asset problems.
3. Melakukan upaya hukum baik secara Perdata, Pidana, maupun Tata
Usaha Negara terhadap pihak-pihak yang menguasai aset tanah dan
bangunan secara melawan hukum dalam rangka mengambil alih dan
menyelesaikan permasalahan aset tanah dan bangunan milik Perusahaan.
/ Take legal action, both in Civil, Criminal, and State Administrative
Law, against parties who control land and building assets unlawfully
in order to take over and resolve problems with land and building
assets owned by the Company.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 287
Annual and Sustainability Report
Page 288
Tata Kelola Perusahaan
Good Corporate Governance
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Direksi agar memperhatikan dan Posisi 31 Juli 2023 penyelesaian tindak lanjut adalah sebagai berikut: / Position Sesuai Rekomendasi /
menindaklanjuti rekomendasi Dewan Komisaris July 31st, 2023 of follow-up settlement is as follows: Implemented as Per
dalam surat Nomor 26/CG/KOM/VI/2023 a. BPK-RI 87% / BPK-RI 87% Recommendations
tanggal 14 Juni 2023. Direksi agar b. KAP 100% / KAP 100%
menindaklanjuti dan menyelesaikan secara c. Investigatif 99,86% / Investigative 99,86%
tuntas terhadap setiap temuan, catatan serta d. Operasional 96% / Operational 96%
saran/rekomendasi baik dari auditor eksternal
(Kantor Akuntan Publik/KAP, Badan Laporan penyelesaian tindak lanjut juga disampaikan kepada Komite Audit
Pengawasan Keuangan danPembangunan/ secara berkala yaitu setiap tiga bulan sekali (terlampir RDS pemyampaian
BPKP, dan Badan Pemeriksa Keuangan RI/ tindak lanjut kepada Unit KCC dan Komite Audit Nomor: KC.302/VII/2/KA-
BPK-RI termasuk instansi pengawasan 2023 Tanggal 11 Juli 2023 untuk Triwulan II 2023). / The follow-up completion
berwenang lainnya) maupun auditor internal report is also submitted to the Audit Committee periodically, namely every
Perseroan yang belum dinyatakan selesai three months (attached is the RDS for submission of follow-up actions
ditindaklanjuti. Progres tindak lanjut to the KCC Unit and the Audit Committee Number: KC.302/VII/2/KA-2023
penyelesaian femuan-temuan dimaksud agar Dated July 11 th, 2023 for Quarter II 2023).
dibahas secara komprehensif dengan Dewan
Komisaris dan disampaikan tertulis secara
berkala kepada Pemegang Saham.
11 The Board of Directors should pay attention
to and follow up on the recommendations
of the Board of Commissioners in letter
Number 26/CG/KOM/VI/2023 dated June 14th
2023. The Board of Directors must follow up
and complete thoroughly any findings, notes
and suggestions/recommendations from both
external auditors (Public Accounting Office/
KAP, Financial and Development Supervisory
Agency/BPKP, and the Indonesian Financial
Audit Agency/BPK-RI including other
authorized supervisory agencies) as well as
the Company's internal auditors who have
not been declared complete are followed up.
The progress of the follow-up to the resolution
of the findings in question must be discussed
comprehensively with the Board of
Commissioners and submitted in writing
periodically to Shareholders.
Direksi agar menjaga konsistensi dalam Portal Silaba / Silaba Portal Sesuai Rekomendasi /
melakukan monitoring dan updating data Sehubungan dengan laporan manajemen, laporan keuangan, dan laoran Implemented as Per
pada Portal BUMN, yakni Portal Silaba, Portal penggunaan dana PMN telah diupdate secara Rutin dalam Silaba. Recommendations
Human Capital (HC), Portal TJSL, dan Portal Berdasarkan Per 02/MBU/03/2023 Tentang Pedoman Tata Kelola dan Kegiatan
Publik. Progres pemutakhiran data dalam Korporasi Signifikan Badan Usaha Milik Negara, pelaporan portal BUMN
portal tersebut agar dilaporkan dalam laporan bukan merupakan komponen penyusunan Laporan Manajemen dan Laporan
manajemen triwulanan dan laporan tahunan. Tahunan sehingga tidak dilaporkan pada laporan Manajemen. / In
The Board of Directors must maintain connection with the management report, financial report, and PMN fund
consistency in monitoring and updating data usage report have been updated routinely in Silaba. Based on Per 02/
on the SOE Portal, namely the Silaba Portal, MBU/03/2023 Concerning Guidelines for Governance and Significant Corporate
Human Capital (HC) Portal, TJSL Portal and Activities of State-Owned Enterprises, SOE portal reporting is not a component
Public Portal. The progress of updating data of the preparation of Management Reports and Annual Reports so that
in the portal so that it is reported in quarterly it is not reported in the Management report.
management reports and annual reports.
12
Portal HC / HC Portal
Saat ini updating data pada Portal Human Capital (HC) telah dan terus
dilakukan secara berkelanjutan. Apabila terdapat perubahan susunan
kepengurusan, proses update dilakukan segera. / Currently, data updating
on the Human Capital (HC) Portal has been and continues to be carried
out continuously. If there is a change in the management structure, the
update process is carried out immediately.
Portal TJSL / TJSL Portal
Sudah diperbarui setiap triwulan. / It is updated quarterly.
Portal BUMN / SOE Portal
Sudah dilakukan pembaruan publikasi pada portal BUMN secara rutin. /
Publication updates have been carried out on the SOE portal routinely.
Laporan Tahunan dan Keberlanjutan
288 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 289
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Arahan Tindak Lanjut Keterangan
No
Instructions Follow-up Information
Direksi dan Dewan Komisaris perlu memastikan Telah dilakukan implementasi GCG di lingkungan PT KAI (Persero) meliputi Sesuai Rekomendasi /
agar setiap pelaksanaan kegiatan usaha penerapan aturan-aturan sesuai tata Kelola Perusahaan yang baik dan Implemented as Per
Perseroan, dilakukan dengan memperhatikan anggaran dasar KAI serta penerapan ISO Sistem Manajemen Anti Penyuapan Recommendations
prinsip-prinsip Good Corporate Governance ISO 37001:2016 dalam proses bisnis Perusahaan. Berikut disampaikan
(GCG) secara konsisten dan berkelanjutan aturan-aturan terkait GCG dan SMAP: / The implementation of GCG in PT
dengan berpedoman kepada ketentuan dan KAI (Persero) includes the application of rules in accordance with Good
peraturan yang berlaku. Corporate Governance and KAI's articles of association as well as the
The Board of Directors and Board of application of ISO Anti-Bribery Management System ISO 37001:2016 in
Commissioners need to ensure that every the Company's business processes. The following are the rules related to
implementation of the Company's business GCG and SMAP:
activities is carried out by observing the
principles of Good Corporate Governance a. Keputusan Bersama Dewan Komisaris dan Direksi PT KAI (Persero)
(GCG) consistently and sustainably, guided No 04/CH/KOM/III/2017 & No KEP.U/KO.101/III/15/KA-2017 tentang Tata
by the applicable rules and regulations. Kerja Dewan Komisaris dan Direksi (Board Manual) PT KAI (Persero);
(Proses Pemutakhiran sesuai regulasi yang terbaru); / Joint Decision
of the Board of Commissioners and Directors of PT KAI (Persero) No.
04/CH/KOM/III/2017 & No. KEP.U/KO.101/III/15/KA-2017 concerning the
Work Procedures of the Board of Commissioners and Directors (Board
Manual) of PT KAI (Persero); (Updating process according to the latest
regulations);
b. Peraturan Direksi PT KAI No PER.U/KC.202/XII/1/KA-2022 tentang Pedoman
tata Kelola Perusahaan Yang Baik (Good Corporate Governance); /
Regulation of the Board of Directors of PT KAI No. PER.U/KC.202/XII/
1/KA-2022 concerning Guidelines for Good Corporate Governance;
c. Keputusan Direksi PT KAI No KEP.U/OT.104/X/3/KA-2014 tentang Pedoman
Benturan Kepentingan di Lingkungan PT KAI; / Decree of the Board
of Directors of PT KAI No. KEP.U/OT.104/X/3/KA-2014 concerning Guidelines
for Conflicts of Interest in the PT KAI Environment;
d. Peraturan Direksi PT KAI No PER.U/KC.202/II/1/KA-2022 tentang Pedoman
Perilaku (Code of Conduct); / Regulation of the Board of Directors of
13 PT KAI No. PER.U/KC.202/II/1/KA-2022 concerning Code of Conduct;
e. Peraturan Direksi PT KAI No PER.U/KC.202/XI/1/KA-2020 tentang Pedoman
Pengendalian Gratifikasi; / Regulation of the Board of Directors of PT
KAI No. PER.U/KC.202/XI/1/KA-2020 concerning Guidelines for Gratification
Control;
f. Peraturan Direksi PT KAI No PER.U/KL.104/XI/1/KA-2020 tentang Pedoman
Penanganan Pengaduan (Whistleblowing System); / Regulation of
the Board of Directors of PT KAI No. PER.U/KL.104/XI/1/KA-2020
concerning Guidelines for Handling Complaints (Whistleblowing
System);
g. Peraturan Direksi PT KAI PER.U/KP.402/IV/1/KA-2020 tentang Laporan
Harta Kekayaan Penyelenggara Negara (LHKPN); / Regulation of the
Board of Directors of PT KAI PER.U/KP.402/IV/1/KA-2020 concerning
State Officials' Wealth Report (LHKPN);
h. Peraturan Direksi PT KAI PER.U/KC.202/IV/1/ KA-2020 tentang Sistem
Manajemen Anti Penyuapan; / Regulation of the Board of Directors
of PT KAI PER.U/KC.202/IV/1/KA-2020 concerning the Anti-Bribery
Management System;
i. Keputusan Direksi PT KAI SK.U/KO.101/XI/1/KA-2022 tentang Pembentukan
Tim Fungsi Kepatuhan Anti Penyuapan Berdasarkan ISO 37001:2016
Sistem Manajemen Anti Penyuapan; / Decree of the Board of Directors
of PT KAI SK.U/KO.101/XI/1/KA-2022 concerning the Establishment of
the Anti-Bribery Compliance Function Team Based on ISO 37001:2016
Anti-Bribery Management System;
j. Kebijakan Anti Penyuapan Dewan Komisaris dan Direksi PT KAI No
KC.202/II/4/KA2022;Surat Edaran Bersama Dewan Komisaris dan Direksi
PT KAI No SE.U/KL.404/XII/1/KA2022 tentang Larangan Pemberian
Gratifikasi. / Anti-Bribery Policy of the Board of Commissioners and
Directors of PT KAI No KC.202/II/4/KA2022; Joint Circular of the Board
of Commissioners and Directors of PT KAI No SE.U/KL.404/XII/1/KA2022
concerning the Prohibition of Giving Gratification.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 289
Annual and Sustainability Report
Page 290
Tata Kelola Perusahaan
Good Corporate Governance
DIREKSI
BOARD OF DIRECTOR
Direksi merupakan organ di dalam struktur tata kelola The Board of Directors is an organ within the governance
yang memiliki tugas dan tanggung jawab untuk structure that has the duties and responsibilities to carry
melaksanakan pengelolaan Perseroan. Direksi out the management of the Company. The Board of
melaksanakan tugas dan tanggung jawab melalui Directors carries out their duties and responsibilities
wewenang yang digunakan sematamata demi through the authority used solely for the benefit of the
kepentingan Perseroan, sesuai maksud dan tujuan Company, according to the purposes and objectives of
Perseroan. Direksi sekaligus merupakan pihak yang the Company. The Board of Directors is also a
mewakili Perseroan, baik di dalam maupun di luar forum representative of the Company, both inside and outside
pengadilan. the court.
TUGAS DAN TANGGUNG JAWAB DIREKSI DUTIES AND RESPONSIBILITIES
OF THE BOARD OF DIRECTORS
Mengacu pada peraturan perundang-undangan dan Referring to laws and regulations and the Company’s
Anggaran Dasar Perseroan, Direksi memiliki tugas dan Articles of Association, the Board of Directors has duties
tanggung jawab dengan perincian sebagai berikut: and responsibilities with the following details:
Tugas Direksi Duties of the Board of Directors
1. Direksi bertugas menjalankan segala tindakan yang 1. The Board of Directors is in charge of carrying out
berkaitan dengan pengurusan Perseroan untuk all actions related to the management of the
kepentingan Perseroan dan sesuai dengan maksud Company for the benefit of the Company and in
dan tujuan Perseroan serta mewakili Perseroan baik accordance with the purposes and objectives of the
di dalam maupun di luar pengadilan tentang segala Company and representing the Company both
hal dan segala kejadian dengan inside and outside the court on all matters and all
pembatasanpembatasan sebagaimana diatur events with restrictions as stipulated in laws and
dalam peraturan perundang-undangan, anggaran regulations, articles of association and / or GMS
dasar dan/atau Keputusan RUPS. Resolution.
2. Direksi harus melaksanakan tugasnya dengan itikad 2. The Board of Directors must carry out their duties
baik untuk kepentingan Perseroan dan sesuai in good faith for the benefit of the Company and
dengan maksud dan tujuan Perseroan, serta in accordance with the aims and objectives of the
memastikan agar Perseroan melaksanakan tanggung Company, and ensure that the Company carries out
jawab sosialnya serta memperhatikan its social responsibilities and takes into account the
kepentingan dari berbagai pemangku kepentingan interests of various stakeholders in accordance
sesuai dengan ketentuan peraturan Perundang- with statutory provisions.
undangan.
3. Salah seorang anggota Direksi ditunjuk oleh Rapat 3. A member of the Board of Directors is appointed
Direksi sebagai penanggung jawab dalam by the Board of Directors Meeting as the party in
penerapan dan pemantauan GCG di Perseroan. charge of implementing and monitoring GCG in the
Company.
4. Direksi harus menyampaikan informasi 4. The Board of Directors must submit information
mengenaiidentitas, pekerjaan-pekerjaan utamanya, regarding identity, main duties, positions of the
jabatan Dewan Komisaris di Anak Perusahaan/ Board of Commissioners in Subsidiaries/joint
perusahaan patungan dan/atau perusahaan lain, ventures and/ or other companies, including
termasuk rapat-rapat yang dilakukan dalam satu meetings held within one fiscal year (internal
tahun buku (rapat internal maupun rapat meetings and joint meetings with the Board of
gabungan dengan Dewan Komisaris), serta gaji, Commissioners), as well as salaries, facilities, and/or
fasilitas, dan/atau tunjangan lain yang diterima dari other allowances received from the Company and
Perseroan dan Anak Perusahaan/perusahaan its Subsidiaries/joint ventures, to be included in the
patungan, untuk dimuat dalam Laporan Tahunan Company’s Annual Report.
Perseroan.
5. Direksi wajib melaporkan kepada Perseroan 5. The Board of Directors must report to the Company
mengenai kepemilikan sahamnya dan/atau regarding their share ownership and/or their
keluarganya (istri/suami dan anak-anaknya) pada families (spouse and their children) in the Company
Perseroan dan perusahaan lain, termasuk setiap and other companies, including any changes
perubahannya. thereto.
Laporan Tahunan dan Keberlanjutan
290 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 291
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggung Jawab Direksi Responsibilities of the Board of Directors
1. Direksi merupakan organ Perseroan yang 1. The Board of Directors is a Company organ that is
bertanggung jawab penuh atas pengurusan fully responsible for managing the Company for the
Perseroan untuk kepentingan dan tujuan Perseroan interests and objectives of the Company and
serta mewakili Perseroan baik di dalam maupun represents the Company both inside and outside
di luar pengadilan sesuai ketentuan Anggaran the court in accordance with the provisions of the
Dasar. Articles of Association.
2. Sifat dari tanggung jawab tersebut adalah 2. This responsibility is a joint responsibility to personal
tanggung renteng hingga harta pribadi apabila property if the person concerned is guilty or
yang bersangkutan bersalah atau lalai menjalankan negligent in carrying out his/her duties for the
tugasnya untuk kepentingan Perseroan. benefit of the Company.
3. Direksi tidak berwenang mengajukan permohonan 3. The Board of Directors is not authorized to submit
pailit atas Perseroan sendiri kepada pengadilan bankruptcy requests on behalf of the Company to
niaga sebelum memperoleh persetujuan RUPS, the commercial court before obtaining approval
dengan tidak mengurangi ketentuan sebagaimana from the General Meeting of Shareholders, without
diatur dalam Undang-Undang tentang Kepailitan prejudice to the provisions stipulated in the Law
dan Penundaan Kewajiban Pembayaran Utang. on Bankruptcy and the Suspension of Debt Payment
Obligations.
4. Dalam hal kepailitan terjadi karena kesalahan atau 4. In the event of bankruptcy due to an error or
kelalaian Direksi dan harta pailit tidak cukup untuk negligence of the Board of Directors and insolvency
membayar seluruh kewajiban Perseroan dalam is not sufficient to pay all the liabilities of the
kepailitan tersebut, setiap anggota Direksi secara Company in the bankruptcy, each member of the
tanggung renteng bertanggung jawab atas Board of Directors is jointly and severally liable for
seluruh kewajiban yang tidak terlunasi dari harta all liabilities that are not repaid from the bankruptcy.
pailit tersebut.
5. Tanggung jawab berlaku juga bagi anggota Direksi 5. Responsibilities also apply to members of the Board
yang salah atau lalai yang pernah menjabat sebagai of Directors for error or negligence while serving
anggota Direksi dalam jangka waktu 5 (lima) tahun as members of the Board of Directors for a term of
sebelum putusan pernyataan pailit diucapkan. 5 (five) years before the Resolution to declare
bankruptcy was pronounced.
6. Anggota Direksi tidak bertanggungjawab atas 6. Members of the Board of Directors are not responsible
kepailitan Perseroan apabila dapat membuktikan: for the bankruptcy of the Company if they can
prove that:
a. Kepailitan tersebut bukan karena kesalahan a. The bankruptcy was not caused by his/her error
atau kelalaiannya; or negligence;\
b. Telah melakukan pengurusan dengan itikad b. The member has conducted management in
baik, kehati-hatian, dan penuh tanggungjawab good faith, prudence, and full responsibility for
untuk kepentingan Perseroan dan sesuai the benefit of the Company and in accordance
dengan maksud dan tujuan Perseroan; with the aims and objectives of the Company;
c. Tidak mempunyai benturan kepentingan baik c. The member has no direct or indirect conflict
langsung maupun tidak langsung atas of interest for the management actions taken;
tindakan pengurusan yang dilakukan; dan and
d. Telah mengambil tindakan untuk mencegah d. The member taken necessary actions to prevent
terjadinya kepailitan. bankruptcy.
7. Ketentuan berlaku juga bagi Direksi dari Perseroan 7. The provisions also apply to the Directors of a
yang dinyatakan pailit berdasarkan gugatan pihak Company that is declared bankrupt based on a third-
ketiga. party lawsuit.
PEMBIDANGAN TUGAS DIREKSI DIVISION OF DIRECTORS' DUTIES
Guna meningkatkan optimalisasi pelaksanaan tugas dan In order to optimize the implementation of the duties
tanggung jawab Direksi, Perseroan menerapkan and responsibilities of the Board of Directors, the
pembidangan tugas bagi masing-masing fungsi Direktur. Company implements a division of duties for each
Pembidangan tugas Direksi secara umum diatur dalam Director's function. The general duties of the Board of
Board Manual dan secara berkala disesuaikan dengan Directors are regulated in the Board Manual and are
perkembangan kondisi Perseroan dan pengembangan periodically adjusted to developments in the Company's
struktur organisasi sesuai arah kebijakan Perseroan. conditions and the development of the organizational
Secara spesifik, pembidangan tugas dan tanggung jawab structure in accordance with the Company's policy
masing-masing fungsi Direktur diatur melalui Peraturan direction. Specifically, the division of duties and
Direksi KAI Nomor: PER.U/KO.104/III/1/KA-2024 tanggal responsibilities of each Director's function is regulated
23 November 2023 tentang Tugas dan Wewenang through KAI Directors Regulation Number: PER.U/KO.104/
Anggota Direksi yang kemudian diturunkan melalui III/1/KA-2024 dated November 23 rd, 2023, concerning the
Peraturan Direksi Organisasi dan Tata Laksana masing- Duties and Authorities of Board Members. which was then
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 291
Annual and Sustainability Report
Page 292
Tata Kelola Perusahaan
Good Corporate Governance
masing direktorat. Uraian mengenai hal tersebut adalah issued through the Organizational Directors and
sebagai berikut: Management Regulations for each directorate. The
description of this is as follows:
Direktur Utama President Director
Direktur Utama menjalankan kegiatan kepengurusan The President Director carries out the Company's
Perseroan sesuai dengan maksud dan tujuan Perseroan, management activities in accordance with the Company's
dan mewakili Perseroan baik di dalam maupun di luar aims and objectives, and represents the Company both
pengadilan. Dalam melaksanakan tugas pokok dan inside and outside the court. In carrying out his main
tanggung jawabnya, Direktur Utama berwenang untuk: duties and responsibilities, the President Director has
the authority to:
1. Menetapkan kebijakan kepengurusan Perseroan. 1. Determine the Company's management policies.
2. Menandatangani surat atas nama Direksi kepada 2. Sign a letter on behalf of the Board of Directors to
RUPS, Dewan Komisaris dan/atau pihak lain. the GMS, Board of Commissioners and/or other
parties.
3. Menandatangani Peraturan Direksi, Keputusan 3. Sign Directors' Regulations, Directors' Decisions,
Direksi, Instruksi Direksi, Surat Edaran Direksi, dan/ Directors' Instructions, Directors' Circulars, and/or
atau Maklumat Direksi untuk dan atas nama Direksi, Directors' Declarations for and on behalf of the Board
terhadap hal yang menyangkut hubungan kerja of Directors, regarding matters relating to cross-
lintas Direktorat. Directorate working relations.
4. Menandatangani nota kesepahaman/nota 4. Sign a memorandum of understanding/
kesepakatan / Memorandum of Understanding memorandum of agreement/Memorandum of
(MoU) antara Perseroan dengan pihak lain dengan Understanding (MoU) between the Company and
lingkup menyangkut tugas dan wewenang other parties with the scope of duties and authority
beberapa anggota Direksi. of several members of the Board of Directors.
5. Menandatangani perjanjian antara Perseroan dengan 5. Sign an agreement between the Company and
pihak lain, dengan lingkup perjanjiannya other parties, with the scope of the agreement
menyangkut tugas dan wewenang beberapa concerning the duties and authority of several
anggota Direksi. members of the Board of Directors.
6. Memimpin Rapat Direksi. 6. Chairing Board of Directors Meetings.
7. Mewakili Direksi sebagai pemegang saham pada 7. Represent the Board of Directors as shareholders
anak perusahaan dan/atau perusahaan patungan. in subsidiaries and/or joint ventures.
8. Melaksanakan diskresi yang menyangkut tugas dan 8. Exercise discretion regarding the duties and
wewenang beberapa anggota Direksi authority of several members of the Board of
Directors.
9. Menandatangani segala bentuk dokumen dan/atau 9. Sign all forms of documents and/or perform other
melakukan tindakan-tindaka n lain sepanjang untuk actions as long as the Company's management
keperluan kepengurusan Perseroan. needs.
Direktur Niaga Managing Director of Commerce
Direktur Niaga bertanggung jawab atas: The Director of Commerce is responsible for:
1. Penetapan kebijakan terkait fungsi pengusahaan 1. Determination of policies related to the business
jasa angkutan penumpang dan barang yang terdiri function of passenger and freight transportation
dari perencanaan pemasaran, riset pemasaran, services consisting of marketing planning,
komunikasi pemasaran, pengembangan produk, marketing research, marketing communications,
penjualan untuk pelanggan korporasi maupun product development, sales to corporate and retail
retail, manajemen hubungan pelanggan (customer customers, customer relationship management
care, customer retention, call center), dan (customer care, customer retention, call center),
pengendalian kinerja pelayanan. and control of service performance.
2. Komersialisasi aset produksi dan non-produksi di 2. Commercialization of production and non-
wilayah Jawa dan Sumatera. production assets in the Java and Sumatra regions.
3. Komersialisasi aset berupa benda dan bangunan 3. Commercialization of assets in the form of cultural
cagar budaya peninggalan sejarah perkeretaapian heritage objects and buildings from the history of
Indonesia. Indonesian railways.
4. Melakukan pembinaan terhadap para Corporate 4. Provide guidance to Corporate Deputy Directors and
Deputy Director dan Vice President di bawahnya. Vice Presidents under them.
Laporan Tahunan dan Keberlanjutan
292 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 293
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Direktur Operasi Managing Director of Operations
Direktur Operasi bertanggung jawab atas: The Managing Director of Operations is responsible for:
1. Penetapan program/kebijakan operasi lalu lintas 1. Determination of train travel traffic operation
perjalanan kereta api meliputi: perencanaan programs/policies including: train trip planning and
perjalanan kereta api dan perencanaan operasi train facility operation planning.
sarana kereta api.
2. Penetapan program/kebijakan operasi sarana kereta 2. Determination of railway Rolling Stock operation
api meliputi: pengendalian perjalanan kereta api, programs/policies including: control of train travel,
pengendalian operasi sarana kereta api, dan evaluasi control of operation of railway Rolling Stock, and
kinerjanya serta evaluasi kinerja perjalanan kereta evaluation of their performance as well as evaluation
api. of train travel performance.
3. Penetapan program/kebijakan pembinaan dan 3. Establishment of a program/policy for the
pengendalian petugas operasi prasarana kereta api development and control of railway infrastructure
meliputi: perencanaan dan evaluasi petugas operasi operations officers including: planning and
prasarana stasiun kereta api serta pembinaan dan evaluation of train station infrastructure operations
pengendalian petugas operasi prasarana stasiun officers as well as guidance and control of train
kereta api. station infrastructure operations officers.
4. Penetapan program/kebijakan awak kereta api 4. Determining the train crew's program/policy covers
meliputi perencanaan awak kereta api, pengendalian the train crew's planning, operation and evaluation
dan evaluasi awak kereta api. of the train crew.
5. Perumusan dan penyusunan program/kebijakan 5. Formulation and preparation of programs/policies
pembinaan dan konseling petugas operasi for coaching and counseling for train station
prasarana stasiun kereta api dan awak kereta api. infrastructure operations officers and train crew.
6. Pengendalian operasi kereta api secara terpusat 6. Centralized and integrated control of train operations
dan terpadu di seluruh lintas Sumatera Selatan. throughout South Sumatra.
7. Mengoordinasikan, mengintegrasikan, dan 7. Coordinate, integrate and consolidate subordinate
mengkonsolidasikan unit organisasi di bawahnya. organizational units..
Direktur Pengelolaan Prasarana Managing Director of Infrastructure
Direktur Pengelolaan Prasarana mempunyai tugas The Managing Director of Infrastructure has the task of
menetapkan kebijakan terkait pengelolaan teknik establishing policies related to centralized technical
prasarana secara terpusat. management of infrastructure.
Direktur Pengelolaan Prasarana menyelenggarakan The Managing Director of Infrastructure carries out the
fungsi: following functions:
1. Penetapan program/kebijakan pengelolaan teknik 1. Determination of a centralized technical
prasarana secara terpusat. infrastructure management program/policy.
2. Penetapan program/kebijakan fungsi penjagaan, 2. Determination of programs/policies for the function
pengendalian, dan evaluasi terhadap aset produksi of safeguarding, controlling and evaluating
berupa prasarana kereta api. production assets in the form of railway
infrastructure.
3. Pemenuhan persyaratan teknis pengembangan dan 3. Fulfillment of technical requirements for
penyusunan desain/spesifikasi teknis prasarana dan development and preparation of infrastructure
koordinasi teknis di bidang pengembangan yang designs/technical specifications and technical
relevan dengan pihak luar. coordination in relevant development fields with
external parties.
4. Pengendalian terhadap serah terima proyek 4. Control over the handover of government projects
pemerintah dan investasi bidang prasarana. and investment in infrastructure.
5. Mengoordinasikan, mengintegrasikan, dan 5. Coordinate, integrate and consolidate subordinate
mengonsolidasikan satuan organisasi di bawahnya organizational units including the Balai Yasa Sarana
termasuk Unit Pelaksana Teknis Balai Yasa Sarana. Technical Implementation Unit.
Direktur Keselamatan dan Keamanan Managing Director of Safety and Security
Direktur Keselamatan dan Keamanan mempunyai tugas: The Director of Safety and Security has the following
duties:
1. Membuat kebijakan dan perencanaan strategis 1. Create policies and strategic planning related to
terkait sistem manajemen keselamatan. the safety management system.
2. Membuat kebijakan dan perencanaan strategis 2. Create policies and strategic plans related to security
terkait pengamanan dan penertiban di atas kereta and order on trains, in station areas and vital objects
api, di lingkungan stasiun, dan objek vital Perseroan. of the Company.
3. Membuat kebijakan dan perencanaan strategis 3. Create policies and strategic planning related to
terkait Keselamatan Kesehatan Kerja dan Occupational Health and Safety (K3L).
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 293
Annual and Sustainability Report
Page 294
Tata Kelola Perusahaan
Good Corporate Governance
Lingkungan (K3L).
4. Membuat kebijakan dan perencanaan strategis 4. Create strategic policies and plans related to the
terkait perumusan dan penyusunan standarisasi formulation and preparation of safety and security
keselamatan dan keamanan yang meliputi standar standards which include safety and security quality
mutu keselamatan dan keamanan, operasi standards, safety and security operations, evaluation
keselamatan dan keamanan, evaluasi dan inspeksi and inspection of the implementation of safety and
implementasi operasi keselamatan dan keamanan. security operations.
5. Mengendalikan dan mengevaluasi keselamatan, 5. Control and evaluate safety, security and order on
pengamanan dan penertiban di atas kereta api, di trains, in the station environment, and the
lingkungan stasiun, dan objek vital Perseroan, dan Company's vital objects, and K3L on an ongoing
K3L secara berkelanjutan. basis.
6. Membuat kebijakan dan perencanaan strategis 6. Create policies and strategic plans related to
terkait penjagaan, penertiban, pensertifikatan aset safeguarding, controlling and certifying assets non-
non-railway. railway.
Direktur Sumber Daya Manusia (SDM) dan Umum Managing Director of Human Resources (HR) and
General Affairs
Direktur SDM dan Umum mempunyai tugas pokok dan The Managing Director of Human Resources and General
tanggung jawab menyusun strategi/kebijakan serta Affairs has the main duties and responsibilities of
pembinaan dan pengendalian di bidang: formulating strategies/policies as well as coaching and
controlling in the areas of:
1. Pengembangan Operasi. 1. Operations Development.
2. Pengelolaan Sumber Daya Manusia secara 2. Integrated Human Resources Management.
terintegrasi.
3. Pengelolaan pendidikan dan pelatihan serta 3. Management of education and training as well as
penyelenggaraan sertifikasi/pengujian SDM. organizing HR certification/testing.
4. Pengelolaan layanan kesehatan. 4. Health service management.
5. Pembinaan pengelolaan kegiatan 5. Guidance on the management of household and
kerumahtanggaan dan umum. general activities.
Direktur Perencanaan Strategis dan Pengembangan Managing Director of Strategic Planning and Business
Usaha Development
Direktur Perencanaan Strategis dan Pengembangan The Director of Strategic Planning and Business
Usaha mempunyai tugas: Development has the following duties:
1. Merencanakan dan mengembangkan bisnis sesuai 1. Centrally plan and develop business according to
strategi Perseroan secara terpusat meliputi the Company's strategy including investment
perencanaan investasi, pengembangan dan planning, development and monitoring of projects
pemantauan proyek-proyek termasuk proyek including railway and non-railway projects.
perkeretaapian dan non-perkeretaapian.
2. Merencanakan, mengendalikan dan mengevaluasi 2. Plan, control and evaluate strategic investment
kegiatan investasi strategis proyek-proyek baru dan activities for new projects and national railway
proyek nasional perkeretaapian termasuk proyek projects including Instruction projects from the
Instruksi dari Kementerian. Ministry.
3. Memantau kinerja proyek-proyek baru dan proyek- 3. Monitor the performance of new projects and national
proyek strategis nasional perkeretaapian termasuk strategic railway projects including Instruction
proyek Instruksi dari Kementerian. projects from the Ministry.
4. Menyelenggarakan perumusan dan penyusunan 4. Organize the formulation and preparation of
program perencanaan pengadaan, pelaksanaan procurement planning programs, procurement
pengadaan, pengendalian, evaluasi pengadaan implementation, control, procurement evaluation
serta pemantauan terhadap pengelolaan sediaan and monitoring of inventory and warehousing
dan pergudangan. management.
5. Membuat kebijakan dan perencanaan terkait 5. Create policies and plans related to the
pengelolaan administrasi dokumen-dokumen aset administrative management of asset documents,
baik dokumen kepernilikan aset maupun both asset ownership documents and legal issues.
permasalahan hukum.
6. Membuat kebijakan dan perencanaan strategis 6. Create policies and strategic planning for regional
penataan ruang kawasan dan desain arsitektur spatial planning and architectural design of station
bangunan stasiun dan non stasiun. and non-station buildings.
7. Membuat kebijakan dan perencanaan strategis 7. Make strategic policies and plans related to the
terkait pelestarian, pengembangan, perbaikan, preservation, development, repair, maintenance,
pemeliharaan, pemugaran serta penataan restoration and arrangement of cultural heritage
bangunan cagar budaya dan non-cagar budaya. and non-cultural heritage buildings.
Laporan Tahunan dan Keberlanjutan
294 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 295
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
8. Menyusun perencanaan strategis terkait bisnis 8. Develop strategic planning related to the business
pemanfaatan tata ruang yang bersinergi dengan of utilizing spatial planning in synergy with the rail
jaringan angkutan kereta api. transportation network.
Direktur Keuangan dan Manajemen Risiko Managing Director of Finance and Risk Management
Direktur Keuangan dan Manajemen Risiko memiliki tugas The Director of Finance and Risk Management has the
sebagai berikut: following duties:
1. Menetapkan strategi dan kebijakan terkait 1. Determine strategies and policies related to the
penyelanggaraan fungsi pengelolaan keuangan implementation of centralized financial
secara terpusat. management functions.
2. Menetapkan strategi kebijakan terkait pengelolaan 2. Determine policy strategies related to the
Public Service Obligation (PSO), Infrastructure management of Public Service Obligation (PSO),
Maintenance & Operation (IMO) dan Track Access Infrastructure Maintenance & Operation (IMO) and
Charge (TAC). Track Access Charge (TAC).
3. Menetapkan strategi dan kebijakan terkait 3. Determine strategies and policies related to the
pengelolaan layanan sistem informasi dan data management of information system services and
enterprise. data enterprise.
4. Menetapkan strategi dan kebijakan terkait 4. Determine strategies and policies related to
pengelolaan risiko usaha Perseroan secara terpadu. managing the Company's business risks in an
integrated manner.
Board Manual Direksi Manual of Board Directors
Direksi melaksanakan tugas dan tanggung jawab sesuai The Board of Directors carries out duties and
tata laksana kerja yang termuat di dalam Board Manual. responsibilities in accordance with the work procedures
Board Manual merupakan tata laksana kerja yang contained in the Board Manual. The Board Manual is a
menjelaskan tahapan aktivitas Direksi secara terstruktur, work procedure that explains the stages of the Directors'
sistematis, mudah dipahami, dan dapat dijalankan secara activities in a structured, systematic, easy to understand
konsisten, sehingga dapat menjadi pedoman and can be carried out consistently, so that it can serve
pelaksanaan tugas bagi masing-masing Direktur. Board as a guideline for carrying out the duties of each Director.
Manual disusun berdasarkan prinsip-prinsip hukum The Board Manual is prepared based on the principles
korporasi, Anggaran Dasar Perseroan, peraturan of corporate law, the Company's Articles of Association,
perundang-undangan yang berlaku, arahan Pemegang applicable laws and regulations, Shareholder directives,
Saham, serta praktik-praktik terbaik (best practices) Good as well as best practices (best practices) Good Corporate
Corporate Governance. Board Manual Perseroan Governance. The Company's Board Manual was
ditetapkan melalui Keputusan Bersama Dewan Komisaris established through Joint Decree of the Board of
dan Direksi Nomor 04/CH/KOM/ III/2017 dan Nomor KEP. Commissioners and Directors Number 04/CH/KOM/ III/
U/KO.101/III/15/KA-2017 tentang Panduan Tata Kerja Dewan 2017 and Number KEP.U/KO.101/III/15/KA-2017 concerning
Komisaris dan Direksi (Board Manual) PT Kereta Api Guidelines for the Work Procedures of the Board of
Indonesia (Persero) tanggal 16 Maret 2017. Commissioners and Directors (Board Manual) PT Kereta
Api Indonesia (Persero) on March 16 th, 2017.
Board Manual memuat tata laksana kerja Direksi The Board Manual contains the work procedures of the
dengan perincian berikut: Board of Directors with the following details:
1. Persyaratan, Keanggotaan dan Masa Jabatan Direksi 1. Requirements, Membership and Term of Office of
Directors
2. Program Pengenalan dan Peningkatan Kapabilitas 2. Introduction and Capacity Building Program
3. Tanggung Jawab Direksi 3. Responsibilities of the Board of Directors
4. Tugas, Wewenang dan Kewajiban Direksi 4. Duties, Authorities and Obligations of the Board of
Directors
5. Hak Direksi 5. Directors' Rights
6. Etika Jabatan 6. Department Ethics
7. Pendelegasian Wewenang di antara Anggota Direksi 7. Delegation of Authority among Directors
8. Pembagian Tugas Direksi 8. Division of Duties of the Board of Directors
9. Penggunaan Saran Profesional 9. Use of Professional Advice
10. Rapat Direksi 10. Board of Directors Meeting
11. Sekretaris Perusahaan 11. Company Secretary
12. Hubungan dengan Anak Perusahaan dan 12. Relationship with Subsidiaries and Joint Venture
Perusahaan Patungan Companies
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 295
Annual and Sustainability Report
Page 296
Tata Kelola Perusahaan
Good Corporate Governance
KRITERIA DIREKSI [GRI 2-10] KRITERIA DIREKSI [GRI 2-10]
Berdasarkan Pasal 3 dan Pasal 4 Peraturan Menteri Badan Based on Articles 3 and 4 of the Regulation of the Minister
Usaha Milik Negara Republik Indonesia Nomor PER-3/ of State-Owned Enterprises of the Republic of Indonesia
MBU/03/2023 tentang Organ Dan Sumber Daya Manusia Number PER-3/MBU/03/2023 concerning the Organs and
Badan Usaha Milik Negara, KAI menetapkan sejumlah Human Resources of State-Owned Enterprises, KAI
syarat bagi anggota Direksi, mencakup syarat materiil establishes several requirements for members of the
dan syarat formil, yaitu sebagai berikut: Board of Directors, which include both material and formal
requirements, as follows:
1. Direksi telah memenuhi syarat materiil, di antaranya: 1. The Board of Directors has met the material
requirements, including
a. Keahlian; a. Expertise;
b. Integritas; b. Integrity;
c. Kepemimpinan; c. Leadership;
d. Pengalaman; d. Experience;
e. Jujur; e. Honesty;
f. Perilaku yang baik; dan f. Good conduct; and
g. Dedikasi yang tinggi untuk memajukan dan g. High dedication to advancing and developing
mengembangkan perusahaan. the company.
2. Direksi sudah memenuhi syarat formal, di antaranya: 2. The Board of Directors has also met the formal
requirements, including:
a. Orang perseorangan; a. Being an individual;
b. Mampu melaksanakan perbuatan hukum; b. Being capable of performing legal acts;
c. Tidak pernah dinyatakan pailit dalam waktu 5 c. Not having been declared bankrupt within 5
(lima) tahun sebelum pengangkatan; (five) years prior to appointment;
d. Tidak pernah menjadi anggota Direksi atau d. Not having been a member of the Board of
anggota Dewan Komisaris/Dewan Pengawas Directors or Board of Commissioners/Supervisory
yang dinyatakan bersalah menyebabkan suatu Board who was found guilty of causing a state-
BUMN, Anak Perusahaan dan/atau badan usaha owned enterprise, subsidiary, and/or other
lainnya dinyatakan pailit dalam waktu 5 (lima) business entity to be declared bankrupt within
tahun sebelum pengangkatan; dan 5 (five) years prior to appointment; and
e. Tidak pernah dihukum karena melakukan e. Not having been convicted of a criminal offense
tindak pidana yang merugikan keuangan that caused financial harm to the state, state-
Negara, BUMN, Anak Perusahaan, badan usaha owned enterprises, subsidiaries, other business
lainnya dan/atau yang berkaitan dengan entities, and/or related to the financial sector
sektor keuangan dalam waktu 5 (lima) tahun within 5 (five) years prior to appointment.
sebelum pengangkatan.
Perseroan memastikan bahwa seluruh anggota Direksi The Company ensures that all members of the Board of
yang menjabat per 31 Desember 2023 sudah memenuhi Directors serving as of December 31st, 2023, have met the
persyaratan formal dan materiil, serta memiliki formal and material requirements and possess the
kompetensi dan keahlian yang dibutuhkan demi necessary competencies and expertise to achieve the
tercapainya tujuan dan kepentingan terbaik perusahaan. company's goals and best interests. The composition of
Komposisi Direksi per 31 Desember 2023 terdiri dari 9 the Board of Directors as of December 31 st, 2023, consists
(sembilan) anggota yang seluruhnya telah dinyatakan of 9 (nine) members, all of whom have passed the Fit
lulus Uji Kelayakan dan Kepatutan (UKK) oleh and Proper Test (UKK) conducted by the Ministry of State-
Kementerian BUMN. Susunan. komposisi Direksi KAI per Owned Enterprises. The composition of the Board of
31 Desember 2023, perubahan komposisi Direksi dengan Directors as of December 31 st, 2023, changes in the
alasannya, serta hubungan afiliasi Direksi telah dijelaskan composition of the Board of Directors along with the
pada bab Profil Perusahaan. reasons, and the affiliation relationships of the Directors
have been explained in the Corporate Profile chapter.
Laporan Tahunan dan Keberlanjutan
296 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 297
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pengelolaan Potensi Benturan Kepentingan (Conflict Management of Potential Conflicts of Interest for the
of Interest) Direksi [GRI 2-15] Board of Directors [GRI 2-15]
Benturan kepentingan Direksi merupakan kondisi A conflict of interest for the Board of Directors arises when
tertentu terkait kepentingan pribadi Direksi yang there is a personal interest that potentially conflicts with
memiliki potensi bertentangan dengan kepentingan the interests of the Company in increasing its value,
Perseroan untuk meningkatkan nilai Perseroan, meraih earning profits, and achieving the Company's vision and
laba serta pencapaian visi dan misi Perseroan mission as mandated by the shareholders. The
sebagaimana diamanatkan oleh Pemegang Saham. management of conflicts of interest within the Company
Pengelolaan benturan kepentingan Perseroan diatur is governed by the Board of Directors' Regulation
melalui Peraturan Direksi Nomor PER.D/Ke.202/XII/l/KA- Number PER.D/Ke.202/XII/l/KA-2020 on Good Corporate
2020 Tentang Pedoman Tata Kelola Perusahaan yang Governance Guidelines, as follows:
Baik (Good Corporate Governance) sebagai berikut:
1. Direksi menetapkan kebijakan tentang mekanisme 1. The Board of Directors establishes policies and
bagi Direksi dan pejabat struktural untuk mencegah mechanisms for preventing personal gain or benefits
pengambilan keuntungan pribadi dan pihak lainnya to other parties arising from conflicts of interest.
disebabkan benturan kepentingan;
2. Direksi melakukan sosialisasi kebijakan tentang 2. The Board of Directors conducts socialization and
mekanisme untuk mencegah pengambilan education regarding the policy mechanisms to
keuntungan pribadi bagi Direksi dan pejabat prevent personal gain for the Board and structural
struktural Perusahaan; officials within the Company.
3. Direksi membuat surat pernyataan bahwa Direksi 3. The Board of Directors issues a declaration stating
tidak memiliki benturan kepentingan antara that they do not have any conflict of interest
kepentingan pribadi/keluarga, jabatan lain, atau between their personal/family interests, other
golongan dengan kepentingan Perusahaan pada positions, or affiliations with the interests of the
awal pengangkatan dan wajib diperbaharui setiap Company at the start of their appointment, and this
awal tahun (untuk pernyataan tahunan dapat declaration must be updated at the beginning of
dicantumkan pada kontrak manajemen yang each year (for annual declarations, they can be
ditandatangani Direksi dengan Pemegang Saham; included in the management contract signed by
the Board of Directors and the Shareholders).
4. Direksi menyampaikan laporan kepemilikan saham 4. The Board of Directors submits a report on their
pada Perusahaan dan Perusahaan lainnya kepada share ownership in the Company and other
Perusahaan melalui Sekretaris Perusahaan untuk companies to the Company through the Corporate
dicatat dalam Daftar Khusus; Secretary for recording in a Special Register.
5. Direksi wajib menandatangani pakta integritas yang 5. The Board of Directors must sign an integrity pact,
dilampirkan dalam setiap usulan tindakan Direksi which is attached to every proposal for actions by
yang membutuhkan persetujuan dari Dewan the Board requiring approval from the Board of
Komisaris dan/ atau rekomendasi dari Commissioners and/or a recommendation from the
DewanKomisarisdengan persetujuan RUPS; dan Board of Commissioners with the approval of the
General Meeting of Shareholders (GMS).
6. Perusahaan memastikan tidak terdapat 6. The Company ensures that no transactional
pengambilan keputusan transaksional yang decisions are made that involve conflicts of interest,
mengandung benturan kepentingan, diantaranya: including:
a. Pelanggaran sehubungan dengan transaksi a. Violations related to corporate opportunity
kesempatan Perusahaan (corporate transactions.
opportunity);
b. Pelanggaran sehubungan dengan transaksi b. Violations related to transactions with the
dengan Perusahaan baik secara langsung Company, either directly or through their family
maupun melalui anggota keluarganya atau members or close relatives (self-dealing).
keluarga dekatnya (self dealing);
c. Pelanggaran sehubungan transaksi yang c. Violations related to transactions involving
mengandung benturan kepentingan (conflict conflicts of interest.
of interest); dan
d. Pelanggaran sehubungan transaksi yang d. Violations related to insider information
dibantu orang dalam (insider information). transactions.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 297
Annual and Sustainability Report
Page 298
Tata Kelola Perusahaan
Good Corporate Governance
RAPAT DIREKSI BOARDS MEETING
Kebijakan Rapat Meeting Policy
Kebijakan Rapat Sesuai ketentuan di dalam Anggaran According to the provisions in the Articles of Association
Dasar dan Board Manual , selain itu Perseroan telah and the Board Manual, the Company has also established
menetapkan Peraturan Direksi No PER.U/KC.202/X/1/KA- Director Regulation No. PER.U/KC.202/X/1/KA-2020 dated
2020 tanggal 26 Oktober 2020 tentang Tata Tertib Rapat October 26 th, 2020, concerning the Rules of Procedure
Direksi dengan uraian sebagai berikut: for Board Meetings, with the following details:
1. Direksi harus melakukan rapat secara berkala paling 1. The Board of Directors must hold regular meetings
sedikit 1 (satu) kali dalam sebulan sesuai rencana at least 1 (one) time a month according to the
rapat yang disusun mengacu pada rencana kerja meeting plan prepared referring to the annual budget
anggaran tahunan. work plan.
2. Penyelenggaraan rapat Direksi dapat dilakukan 2. Board of Directors meetings can be held at any time
setiap waktu apabila: if:
a. Dipandang perlu oleh seorang atau lebih a. deemed necessary by one or more members
anggota Direksi; of the Board of Directors;
b. Atas permintaan tertulis dari seorang atau lebih b. Upon written request from one or more
anggota Dewan Komisaris; atau members of the Board of Commissioners; or
c. Atas permintaan tertulis dari Pemegang Saham. c. Upon written request from the Shareholder.
3. Panggilan rapat Direksi dilakukan secara tertulis 3. Calls for meetings of the Board of Directors are made
melalui nota dinas elektronik oleh anggota Direksi in writing via electronic service notes by members
yang berhak mewakili. of the Board of Directors who have the right to
represent them.
4. Dalam hal keadaan memaksa rapat Direksi dapat 4. In case of compelling circumstances, the Board of
dilakukan tanpa panggilan. Rapat dianggap sah Directors meeting can be held without a summons.
dalam hal rapat tersebut dihadiri oleh seluruh A meeting is considered valid if the meeting is
anggota Direksi. attended by all members of the Board of Directors.
5. Rapat Direksi dipimpin oleh Direktur Utama. 5. Board of Directors meetings are chaired by the
President Director.
6. Rapat Direksi dapat dilakukan melalui tatap muka 6. Directors' meetings can be held face-to-face or virtual
atau rapat virtual melalui sarana media elektronik meetings via electronic media which allows all
yang memungkinkan semua peserta rapat Direksi Directors' meeting participants to see and hear each
saling melihat dan mendengar secara langsung other directly and participate in the Board of
serta berpartisipasi dalam rapat Direksi. Directors' meetings.
7. Setiap anggota Direksi yang menghadiri rapat 7. Each member of the Board of Directors who attends
berhak menyampaikan tanggapan dalam rapat the meeting has the right to submit comments at
yang dicatat dalam risalah rapat termasuk the meeting which are recorded in the minutes of
pendapat berbeda (dissenting opinions) jika ada. the meeting including different opinions
(dissenting opinions) If there are.
8. Direksi berkewajiban menghadiri setiap rapat 8. Directors are obliged to attend every Board of
Direksi. Dalam hal terdapat Direksi yang berhalangan Directors meeting. In the event that a Director who
hadir harus memberikan alasan ketidakhadirannya is unable to attend must provide a reason for his or
dalam risalah rapat, Direksi yang tidak hadir dapat her absence in the minutes of the meeting, the
memberikan kuasa kepada salah satu anggota Direksi Director who is not present can give power of
yang hadir sekaligus kewenangan pemegang kuasa attorney to one of the members of the Board of
tersebut untuk memberikan suara dalam rapat Directors who is present as well as the authority of
Direksi. Seorang anggota Direksi hanya dapat the power of attorney holder to vote at the Board
mewakili seorang anggota Direksi lainnya. of Directors meeting. A member of the Board of
Directors can only represent another member of
the Board of Directors.
9. Rapat Direksi adalah sah dan berhak mengambil 9. Board of Directors Meetings are valid and entitled
keputusan yang mengikat apabila dihadiri oleh to make binding decisions when attended by more
lebih dari ½ (satu perdua) jumlah seluruh anggota than ½ (one half) of all members of the Board of
Direksi. Directors.
10. Dalam mata acara lain-lain, rapat Direksi tidak 10. In other agenda items, the Board of Directors
berhak mengambil keputusan kecuali seluruh meeting does not have the right to make decisions
anggota Direksi hadir dan menyetujui penambahan unless all members of the Board of Directors are
mata acara rapat. present and agree to add additional meeting agenda
items.
11. Semua keputusan dalam rapat Direksi diambil 11. All decisions at Board of Directors meetings are
dengan musyawarah untuk mufakat. taken by deliberation to reach consensus.
12. Dalam hal keputusan tidak dapat diambil dengan 12. In the event that a decision cannot be taken by
musyawarah mufakat, maka keputusan diambil consensus, the decision is taken by majority vote.
Laporan Tahunan dan Keberlanjutan
298 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 299
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
dengan suara terbanyak.
13. Dalam hal jumlah suara yang setuju dan yang tidak 13. In the event that the number of votes agreeing and
setuju sama banyaknya, maka keputusan rapat disagreeing is the same, then the decision of the
adalah yang sesuai dengan pendapat pimpinan meeting is in accordance with the opinion of the
rapat dengan tetap memperhatikan ketentuan chairman of the meeting while still paying attention
mengenai pertanggungjawaban. to the provisions regarding accountability.
14. Dalam hal usulan lebih dari dua alternatif dan hasil 14. In the event that there are more than two
pemungutan suara belum mendapatkan satu alternative proposals and the results of the voting
alternatif dengan suara lebih dari ½ (satu per dua) have not obtained one alternative with more than
bagian dari jumlah suara yang dikeluarkan, maka ½ (one-half) of the total votes cast, then a re-vote
dilakukan pemilihan ulang terhadap dua usulan will be carried out on the two proposals that received
yang memperoleh suara terbanyak sehingga salah the most votes so that one of the proposals gets
satu usulan memperoleh suara lebih dari ½ (satu votes are more than ½ (one half) of the total votes
per dua) bagian dari jumlah suara yang dikeluarkan. cast.
15. Direksi yang tidak memberikan suara maka 15. Directors who do not vote are deemed to have
dianggap menyetujui usul yang diajukan dalam approved the proposal submitted at the meeting.
rapat.
16. Keputusan rapat Direksi adalah keputusan tertinggi 16. The decision of the Board of Directors meeting is
yang tidak dapat diubah kecuali dengan rapat the highest decision which cannot be changed
Direksi. except by the Board of Directors meeting.
17. Terkait dengan rapat Direksi bersama Dewan 17. Regarding meetings between the Board of Directors
Komisaris dapat dilakukan atas undangan Dewan and the Board of Commissioners, they can be held
Komisaris atau atas permintaan Direksi. at the invitation of the Board of Commissioners or
at the request of the Board of Directors.
Agenda, Tanggal dan Peserta Rapat Direksi Tahun 2023 Agenda, Date and Participants of the 2023 Board of
Directors Meeting
Selama tahun 2023, Direksi mengikuti 43 kali rapat direksi. During 2023, the Board of Directors attended 43 board
Berikut ini tanggal, agenda, dan peserta rapat Direksi. meetings. The following is the date, agenda and participants
of the Board of Directors meeting.
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
1 3 Januari • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Tindaklanjut BOD Sebelumnya; /
January 3 rd, Previous BOD Follow-up Update; Hadis Surya Hadir / Present -
2023 • Rencana Investasi Pengadaan Replacement Palapa
612 Kereta,KA Luxury, KA Bima Reborn; /
Investment Plan for Replacement Awan Hermawan Hadir / Present -
Procurement of 612 Trains, Luxury Trains, Purwadinata
Bima Reborn Trains;
Heru Kuswanto Hadir / Present -
• Rencana Pengadaan Sarana Baru KCI; / KCI
New Rolling Stock Procurement Plan; Eko Purwanto Hadir / Present -
• Program Strategis Direksi 2023 Direktorat
Keselamatan / Directors Strategic Program Sandry N Hadir / Present -
2023 Safety Directorate Pasambuna
• Program Strategis Direksi 2023 Direktorat
Niaga / Directors Strategic Program 2023 Suparno Hadir / Present -
Directorate of Commerce
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 299
Annual and Sustainability Report
Page 300
Tata Kelola Perusahaan
Good Corporate Governance
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
2 12 Januari • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Tindaklanjut BOD sebelumnya; /
January Previous BOD Follow-up Update; Hadis Surya Hadir / Present -
12 th, 2023 • Investasi Sumbagsel Segmen I target 150 Palapa
Juta Ton; / South Sumatra Segment I
Investment targets 150 Million Tons; Awan Hermawan Hadir / Present -
• Evaluasi Tingkat Keselamatan KAI 2022 Purwadinata
dan Program Target 2023 ; / Evaluation
Heru Kuswanto Hadir / Present -
of KAI's 2022 Safety Level and 2023
Target Program; Eko Purwanto Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
3 17 Januari • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Tindaklanjut BOD sebelumnya; /
January Previous BOD Follow-up Update; Hadis Surya Hadir / Present -
17 th, 2023 • Update Laporan Keuangan Tahun 2022 Palapa
(Unaudited) dan RKAP KAI 2023; / Updated
2022 Financial Report (Unaudited) and Awan Hermawan Hadir / Present -
2023 KAI RKAP; Purwadinata
• Rencana Penghapusbukuan Aset
Heru Kuswanto Hadir / Present -
Gadobangkong - Gd Auxilary Proyek KCJB;
/ Gadobangkong Asset Write-Off Plan - Eko Purwanto Hadir / Present -
KCJB Project Auxiliary Gd;
• Update Kajian V160 KA Penumpang Hasil Sandry N Hadir / Present -
Technical Visit KTMB; / V160 KA Passenger Pasambuna
Study Update Technical Visit KTMB;
• Update IMO & TAC. / Update IMO & TAC. Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
4 24 Januari • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Tindaklanjut BOD sebelumnya; /
January Previous BOD Follow-up Update; Hadis Surya Hadir / Present -
24 th, 2023 • Update Transformasi Digital (CTO Palapa
McKinsey); / Digital Transformation Update
(McKinsey CTO); Awan Hermawan Hadir / Present -
• Rencana Transisi MSA - LTPA Pengadaan Purwadinata
Suku Cadang 206 secara Multi Years; / MSA
Heru Kuswanto Hadir / Present -
Transition Plan - LTPA Multi-Year
Procurement of Spare Parts 206; Eko Purwanto Hadir / Present -
• Update Proyek dan Rencana Kerja menuju
COD KCJB; / Project Update and Work Plan Sandry N Hadir / Present -
towards COD KCJB; Pasambuna
• Desain Tempat Peristirahatan Crew KA Divre
III & IV; / Design of Divre III & IV Train Crew Suparno Hadir / Present -
Rest Areas;
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
300 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 301
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
5 28 Januari • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Evaluasi Penerapan Remunerasi /
January Evaluation of Remuneration Hadis Surya Hadir / Present -
28 th, 2023 Implementation Palapa
Awan Hermawan Hadir / Present -
Purwadinata
Heru Kuswanto Hadir / Present -
Eko Purwanto Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
6 7 Februari • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Tindaklanjut BOD sebelumnya; /
February Previous BOD Follow-up Update; Hadis Surya Hadir / Present -
7 th, 2023 • Update Transformasi Digital Mckinsey; / Palapa
Update Transformasi Digital Mckinsey;
• Update Transformasi Digital Deloitte - Awan Hermawan Hadir / Present -
Bidang Prasarana; / Deloitte Digital Purwadinata
Transformation Update - Infrastructure
Heru Kuswanto Hadir / Present -
Sector;
• Penetapan KPI Bersama Direksi Untuk KPI Eko Purwanto Hadir / Present -
Individu Direksi. / Determination of Joint
KPI for Directors for Individual KPI for Sandry N Hadir / Present -
Directors. Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Tidak Hadir / Perjalanan Luar
Not Present Negeri / Travel
Abroad
7 14 Februari • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Tindaklanjut BOD sebelumnya; /
February Previous BOD Follow-up Update; Hadis Surya Hadir / Present -
14 th, 2023 • Rencana Kerjasama Konsorsium dengan Palapa
CR Beijing - O&M KCJB; / Consortium
Cooperation Plan with CR Beijing - O&M Awan Hermawan Hadir / Present -
KCJB; Purwadinata
• Update Rencana Rapat Kerja KAI 2023. /
Heru Kuswanto Hadir / Present -
Update on KAI 2023 Working Meeting Plans.
Eko Purwanto Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 301
Annual and Sustainability Report
Page 302
Tata Kelola Perusahaan
Good Corporate Governance
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
8 28 Februari • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Tindaklanjut BOD sebelumnya; /
February Previous BOD Follow-up Update; Hadis Surya Hadir / Present -
28 th, 2023 • Update Tindaklanjut Perjanjian Palapa
Konsorsium O&M Proyek KCJB; / Update
on the Follow-up to the KCJB Project O&M Awan Hermawan Hadir / Present -
Consortium Agreement; Purwadinata
• Rencana Perjalanan KAIS Lebaran 2023 /
Heru Kuswanto Hadir / Present -
1444 H; / KAIS Lebaran Travel Plan 2023 /
1444 H; Sandry N Hadir / Present -
• Usulan Penambahan CDD Direktorat Pasambuna
Operasi. / Proposed Addition to CDD
Operations Directorate. Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Tidak Hadir / Cuti / Paid leave
Not Present
9 11 Maret • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Kinerja Keselamatan; / Update
March 11 th, Safety Performance; Hadis Surya Hadir / Present -
2023 • Update Progress Pengadaan SDM; / Update Palapa
HR Procurement Progress;
• Update Laporan Keuangan Feb 2023; / Awan Hermawan Tidak Hadir / Perjalanan Luar
Update Financial Report Feb 2023; Purwadinata Not Present Negeri / Travel
• Evaluasi Kinerja Angkutan Barang; / Abroad
Evaluation of Freight Transportation
Heru Kuswanto Hadir / Present -
Performance;
• Evaluasi Kinerja Angkutan Penumpang; / Sandry N Hadir / Present -
Passenger Transportation Performance Pasambuna
Evaluation;
• Update Progress Penyerapan Investasi; / Suparno Hadir / Present -
Update Investment Absorption Progress;
• Evaluasi Kinerja Optimalisasi Aset; / Asset John Robertho Hadir / Present -
Optimization Performance Evaluation;
• Update Proyek KCJB; / Update Proyek KCJB; Salusra Wijaya Hadir / Present -
• Update LRT Jabodebek. / Update
Jabodebek LRT.
10 17 Maret • Arahan YOU; Didiek Hartantyo Hadir / Present -
2023 / • Proyek KCJB - Rencana PMN KAI 2023 /
March 17 th, KCJB Project - KAI PMN Plan 2023 Hadis Surya Hadir / Present -
2023 Palapa
Awan Hermawan Hadir / Present -
Purwadinata
Heru Kuswanto Hadir / Present -
Sandry N Tidak Hadir / Perjalanan Luar
Pasambuna Not Present Negeri / Travel
Abroad
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
302 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 303
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
11 21 Maret • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Tindaklanjut BOD sebelumnya; /
March 21 st, Previous BOD Follow-up Update; Hadis Surya Hadir / Present -
2023 • Update Persiapan Angkutan Lebaran; / Palapa
Update on Eid Transport Preparations;
• Update Operasi Makassar Pare-Pare dan Awan Hermawan Hadir / Present -
Rencana Peresmian Presiden RI; / Makassar Purwadinata
Pare-Pare Operation Update and Plans
Heru Kuswanto Hadir / Present -
for the Inauguration of the President of
the Republic of Indonesia; Sandry N Tidak Hadir / Perjalanan Luar
• Update Tarif Angkutan Batu Bara; / Update Pasambuna Not Present Negeri / Travel
on Coal Transportation Tariffs; Abroad
• Update Kajian Final Roadmap ESG; /
Update Kajian Final Roadmap ESG; Suparno Hadir / Present -
• Update Permasalahan TAC. / TAC Problem
Update. John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
12 31 Maret • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Tunjangan Hari Raya Pekerja 2023 / 2023
March 31 st, Employee Holiday Benefits Hadis Surya Hadir / Present -
2023 Palapa
Awan Hermawan Hadir / Present -
Purwadinata
Heru Kuswanto Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
13 11 April 2023 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
/ April 11 th, • Tindaklanjut BOD Meeting Sebelumnya; /
2023 Follow-up to Previous BOD Meeting; Hadis Surya Hadir / Present -
• Update Transformasi Digital – Passenger; Palapa
/ Digital Transformation Update – Passenger;
• Update Permasalahan Aset Pentasena; / Awan Hermawan Hadir / Present -
Pentasena Asset Problem Update; Purwadinata
• Update Pemasangan CCTV Lokomotif /
Heru Kuswanto Hadir / Present -
Update on Locomotive CCTV Installation
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 303
Annual and Sustainability Report
Page 304
Tata Kelola Perusahaan
Good Corporate Governance
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
14 9 Mei 2023 / • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
May 9 th, • Tindaklanjut BOD Meeting Sebelumnya; /
2023 Follow-up to Previous BOD Meeting; Hadis Surya Hadir / Present -
• Update Laporan Keuangan Tahun 2022; / Palapa
2022 Financial Report Update;
• Pembahasan Peraturan Direksi IKK3; / Awan Hermawan Hadir / Present -
Discussion of IKK3 Board of Directors Purwadinata
Regulations;
Heru Kuswanto Tidak Hadir / Perjalanan Luar
Not Present Negeri / Travel
Abroad
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
15 16 Mei 2023 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
/ May 16 th, • Penyampaian Agenda dan Tindaklanjut
2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Kesiapan Pengamanan System IT KAI; / KAI Awan Hermawan Hadir / Present -
IT System Security Readiness; Purwadinata
• Rencana Pemberlakuan GAPEKA; / GAPEKA
Heru Kuswanto Hadir / Present -
Implementation Plan;
• Pekerjaan Perbaikan Amblesan di ME – Mli; Sandry N Hadir / Present -
/ Subsidence Repair Work in ME – Mli; Pasambuna
• Pembahasan Peraturan Direksi IKKK; /
Discussion of IKKK Directors Regulations; Suparno Hadir / Present -
• Update Term Sheet Proyek KCJB; / KCJB
Project Term Sheet Update; John Robertho Tidak Hadir / Uji Coba Kereta
• Update Permasalahan Pentasena. / Not Present Cepat / High Speed
Pentasena Problem Update. Train Trial Test
Salusra Wijaya Hadir / Present -
16 23 Mei 2023 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
/ May 23 rd, • Penyampaian Agenda dan Tindaklanjut
2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Rencana Investasi Pengadaan 1 Set Lifting Awan Hermawan Hadir / Present -
Jack 20 x 16 Ton untuk Mendukung Purwadinata
Perawatan KA Feeder KCJB; / Investment
Heru Kuswanto Hadir / Present -
Plan Procurement 1 Set Lifting Jack 20 x
16 Tons to Support KCJB Feeder Train Sandry N Hadir / Present -
Maintenance; Pasambuna
• Usulan Pengisian Dewan Komisaris Anak
Perusahaan, Perusahaan Patungan & Afiliasi; Suparno Hadir / Present -
/ Proposed Filling of the Board of
Commissioners of Subsidiaries, Joint John Robertho Hadir / Present -
Venture Companies & Affiliates;
• Pembahasan Peraturan Direksi IKKK; / Salusra Wijaya Hadir / Present -
Discussion of IKKK Directors Regulations;
• Laporan Keuangan Audit 2022 dan Laporan
Keuangan April 2023; / 2022 Audited
Financial Report and April 2023 Financial
Report;
Laporan Tahunan dan Keberlanjutan
304 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 305
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
17 29 Mei 2023 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
/ May 29 th, • Penyampaian Agenda dan Tindaklanjut
2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Pembangunan Selasar Penghubung Ruang Awan Hermawan Hadir / Present -
Tunggu Sisi Barat KA Feeder dengan Hall Purwadinata
Stasiun Bandung Sisi Utara; / Construction
Heru Kuswanto Hadir / Present -
of a corridor connecting the West Side of
the Railway Waiting Room Feeder with Sandry N Hadir / Present -
North Side Bandung Station Hall; Pasambuna
• Update Perdir Premi dan Remunerasi; /
Update Perdir Premiums and Suparno Hadir / Present -
Remuneration;
• Perencanaan dan Manajemen Aset; / Asset John Robertho Hadir / Present -
Planning and Management;
Salusra Wijaya Hadir / Present -
18 06 Juni • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / June • Penyampaian Agenda dan Tindaklanjut
6 th, 2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Update Progress Seminar Nasional Awan Hermawan Hadir / Present -
Peningkatan Keamanan dan Keselamatan Purwadinata
di Perlintasan Sebidang Jalur Kereta Api;
Heru Kuswanto Hadir / Present -
/ Update on Progress of National Seminar
on Improving Security and Safety at Sandry N Hadir / Present -
Railway Level Crossings; Pasambuna
• PORKA / PORKA
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
19 13 Juni 2023 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
/ June 13 th, • Tindaklanjut BOD Meeting Sebelumnya; /
2023 Follow-up to Previous BOD Meeting; Hadis Surya Hadir / Present -
• Pekerjaan Penggantian Kursi K3 New Palapa
Generation di BY Manggarai Tahun 2023;
/ New Generation K3 Chair Replacement Awan Hermawan Hadir / Present -
Work at BY Manggarai in 2023; Purwadinata
• Pengadaan Maintenance Service Agreement
Heru Kuswanto Hadir / Present -
(MSA) Sarana LRT Jabodebek; /
Procurement of Maintenance Service Sandry N Hadir / Present -
Agreement (MSA) for Jabodebek LRT Rolling Pasambuna
Stock;
• Program Penjualan H-45 dan H-90; / H-45 Suparno Hadir / Present -
and H-90 Sales Program;
• Usulan Komisaris Anak Perusahaan; / John Robertho Hadir / Present -
Subsidiary Commissioner's Proposal;
Salusra Wijaya Hadir / Present -
20 20 Juni • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / June • Penyampaian Agenda dan Tindaklanjut
20, 2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Update Persiapan RUPS LK 2022; / 2022 Awan Hermawan Hadir / Present -
GMS LK Preparation Update; Purwadinata
• Usulan Dividen Anak Peusahaan Tahun 2022;
Heru Kuswanto Hadir / Present -
/ Proposed Dividend for Subsidiaries in 2022;
• KAI Revamps (D1); / KAI Revamp; Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 305
Annual and Sustainability Report
Page 306
Tata Kelola Perusahaan
Good Corporate Governance
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
21 27 Juni • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / June • Update Termsheet Loan CDB; / Update
27 th, 2023 Termsheet Loan CDB; Hadis Surya Hadir / Present -
• Update Pemberlakuan Take or Pay . / Palapa
Update Pemberlakuan Take or Pay.
Awan Hermawan Hadir / Present -
Purwadinata
Heru Kuswanto Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
22 4 Juli 2023 / • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
July 4 th, • Penyampaian Agenda dan Tindaklanjut
2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Laporan Hasil Kunjungan Kerja Awan Hermawan Hadir / Present -
Rantauprapat Baru – Pondok S5; / Report Purwadinata
on the Results of the New Rantauprapat
Heru Kuswanto Hadir / Present -
Work Visit – Pondok S5;
• Laporan Hasil Asesmen Penerapan Good Sandry N Hadir / Present -
Corporate Governance (GCG) dari BPKP Pasambuna
pada PT Kereta Api Indonesia (Persero)
Tahun 2022; / Report on the Results of the Suparno Hadir / Present -
Assessment of the Implementation of Good
Corporate Governance (GCG) from BPKP John Robertho Hadir / Present -
at PT Kereta Api Indonesia (Persero) in 2022;
• Penyampaian Draft Laporan Final Kajian Salusra Wijaya Hadir / Present -
Pembentukan Anak Usaha PT Kereta Api
Indonesia (Persero) dalam
Penyelenggaraan LRT Jabodebek; /
Presentation of the Draft Final Report Study
on the Establishment of a Subsidiary of
PT Kereta Api Indonesia (Persero) in the
Maintenance of Jabodebek LRT;
• Pengalihan Pengoperasian Kereta Api
Srilelawangsa dan Penyelenggaraan
Kewajiban Pelayanan Publik (PSO) ke
Railink; / Transfer of Srilelawangsa Railway
Operations and Implementation of Public
Service Obligations (PSO) to Railink;
23 11 Juli 2023 / • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
July 11 th, • Penyampaian Agenda dan Tindaklanjut
2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Laporan Keuangan Juni 2023; / June 2023 Awan Hermawan Hadir / Present -
Financial Report; Purwadinata
• Usulan Nama Pengurus Yayasan Pusaka;
Heru Kuswanto Hadir / Present -
/ Proposed Names of Pusaka Foundation
Management; Sandry N Hadir / Present -
• Remunerasi Anak Perusahaan; / Subsidiary Pasambuna
Remuneration;
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
306 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 307
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
24 18 Juli 2023 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
/ July 18 th, • Penyampaian Agenda dan Tindaklanjut
2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Tindak lanjut rekomendasi LHP BPK atas Awan Hermawan Hadir / Present -
LKPP tahun 2022; / Follow-up to the BPK's Purwadinata
LHP recommendations for the 2022 LKPP;
Heru Kuswanto Hadir / Present -
• Update Pensertifikatan Gang Buntu; /
Gang Buntu Certification Update; Sandry N Hadir / Present -
• Aset Tanah KAI Belum Dikomersialkan (Clear Pasambuna
and Clean); / KAI Land Assets Not Yet
Commercialized (Clear and Clean); Suparno Hadir / Present -
• Update hasil investigasi sementara
kejadian kecelakaan kerja pekerja PLR di John Robertho Hadir / Present -
Divre III Pg; / Update on the results of the
temporary investigation of the PLR worker Salusra Wijaya Hadir / Present -
accident at Divre III Pg;
• Persiapan Raker Semester 1 tahun 2023. /
Preparation for the 1st Semester Working
Meeting in 2023
25 25 Juli 2023 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
/ July 25 th, • Penyampaian Agenda dan Tindaklanjut
2023 Keputusan BOD sebelumnya; / Submission Hadis Surya Hadir / Present -
of Agenda and Follow-up to previous BOD Palapa
Decisions;
• Pilot Project Emergency Lamp di JPL; / Pilot Awan Hermawan Hadir / Present -
Project Emergency Lamp di JPL; Purwadinata
• Rencana Pengembangan Sekolah YWKA;
Heru Kuswanto Hadir / Present -
/ YWKA School Development Plan;
• Rencana Permohonan PMN untuk Sandry N Hadir / Present -
Pengadaaan Sarana KRL KCI. / PMN Pasambuna
Application Plan for Procurement of KCI
KRL Rolling Stock. Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
26 2 Agustus • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Tindaklanjut BOD Meeting Sebelumnya; /
August 2 nd, Follow-up to Previous BOD Meeting; Hadis Surya Hadir / Present -
2023 • Grand Launching Access by KAI; / Grand Palapa
Launching Access by KAI;
• Pembahasan Tambahan Program Pelatihan Awan Hermawan Hadir / Present -
BOD PT KAI Tahun 2023. / Additional Purwadinata
Discussion of the 2023 PT KAI BOD Training
Heru Kuswanto Hadir / Present -
Program.
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 307
Annual and Sustainability Report
Page 308
Tata Kelola Perusahaan
Good Corporate Governance
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
27 8 Agustus • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Penetapan Tantiem BOD BOC Anak
August 8 th, Perusahaan atas Kinerja Tahun 2022; / Hadis Surya Hadir / Present -
2023 Determination of Subsidiary BoD BoD Palapa
Tantiem for Performance in 2022;
Awan Hermawan Hadir / Present -
Purwadinata
Heru Kuswanto Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
28 15 Agustus • Arahan Direktur Utama Didiek Hartantyo Hadir / Present -
2023 / • Pencegahan dan Penanganan Paham
August 15 th, Radikalisme dan Terorisme di Lingkungan Hadis Surya Hadir / Present -
2023 PT Kereta Api Indonesia (Persero) / Palapa
Prevention and Handling of Radicalism
and Terrorism within PT Kereta Api Awan Hermawan Hadir / Present -
Indonesia (Persero) Purwadinata
Heru Kuswanto Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
29 23 Agustus • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Kinerja Keuangan Juli 2023; / Financial
August 23 rd, Performance July 2023; Hadis Surya Hadir / Present -
2023 • Update Corporate University; / Corporate Palapa
University Update;
• Update Progres CDB Loan; / Update Progres Awan Hermawan Hadir / Present -
CDB Loan; Purwadinata
• Hibah Jembatan BH925 Lintas Muaraenim
Heru Kuswanto Hadir / Present -
Lahat; / BH925 Cross Muara Enim Lahat
Bridge Grant; Sandry N Hadir / Present -
• Safety Management Training JR East. / Pasambuna
Safety Management Training JR East.
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
308 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 309
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
30 29 Agustus • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Tindaklanjut BOD Meeting Sebelumnya; /
August 29 th, BOD follow-up Meeting Formerly (US); Hadis Surya Hadir / Present -
2023 • Dampak Implementasi Pajak : Natura & CDB Palapa
Loan; / Impact of Tax Implementation:
Natura & CDB Loan; Awan Hermawan Hadir / Present -
• Evaluasi KA Pandalungan, Argo Semeru, Purwadinata
Argo Merbabu, Manahan dan Banyu Biru.
Heru Kuswanto Tidak Hadir / Cuti / Paid leave
/ Evaluation of the Pandalungan, Argo
Not Present
Semeru, Argo Merbabu, Manahan and
Banyu Biru trains. Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
31 5 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
September • Tindaklanjut BOD Meeting Sebelumnya; /
2023 / BOD follow-up Meeting Formerly; Hadis Surya Hadir / Present -
September • Tindak Lanjut Pelaksanaan Penugasan IMO; Palapa
5 th, 2023 / Follow-up to the Implementation of IMO
Assignments; Awan Hermawan Hadir / Present -
• Desain dan Color Scheme Exterior Kereta Purwadinata
Kompartemen; / Design and Color Scheme
Heru Kuswanto Hadir / Present -
Exterior Compartment Train;
• Update HUT KAI ke 78 tahun; / Update HUT Sandry N Hadir / Present -
KAI's 78th year; Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
32 8 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
September • Tindaklanjut BOD Meeting Sebelumnya; /
2023 / Follow-up to Previous BOD Meeting (US); Hadis Surya Hadir / Present -
September • Update Progres Griya Karya dan PLTS / Palapa
8 th, 2023 Update Progress of Griya Karya and PLTS
• Update Progres Masjid, Cafetaria dan Awan Hermawan Hadir / Present -
Kantor JRC / Update Progress of the Mosque, Purwadinata
Cafeteria and JRC Office
Heru Kuswanto Hadir / Present -
• Update HUT KAI ke 78 tahun / Update HUT
KAI's 78th birthday Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 309
Annual and Sustainability Report
Page 310
Tata Kelola Perusahaan
Good Corporate Governance
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
33 27 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
September • Pembahasan Pakaian Dinas; / Discussion
2023 / of Official Clothing; Hadis Surya Hadir / Present -
September • Kinerja Keuangan Agustus 2023; / Financial Palapa
27 th, 2023 Performance August 2023;
• Usulan RKAD 2024; / Proposed RKAD 2024; Awan Hermawan Tidak Hadir / Cuti / Paid leave
Purwadinata Not Present
Heru Kuswanto Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
34 3 Oktober • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Tindaklanjut BOD Meeting; / BOD follow-up
October 3 rd, Meeting; Hadis Surya Hadir / Present -
2023 • Update Progres Facility Agreement dengan Palapa
CDB dan Tata Kelola Dampak Legal dan
Keuangan Proyek KCJB terhadap KAI; / Awan Hermawan Hadir / Present -
Update Progres Facility Agreement with Purwadinata
CDB and Manage the Legal and Financial
Heru Kuswanto Hadir / Present -
Impact of the KCJB Project on KAI;
• Penyampaian Hasil IDO Transformasi Digital; Sandry N Hadir / Present -
/ Submission of Digital Transformation IDO Pasambuna
Results;
• Update Progress dan Issue Gedung Record Suparno Hadir / Present -
Center dan Rumah Dinas Brawijaya; /
Update Progress and Issue Record Center John Robertho Hadir / Present -
Building and Official Residence Brawijaya;
Salusra Wijaya Hadir / Present -
35 11 Oktober • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Tindaklanjut BOD Meeting Sebelumnya; /
October 11 th, BOD follow-up Meeting Formerly; Hadis Surya Hadir / Present -
2023 • Update Perkembangan Yayasan Pusaka Palapa
(Bp. Joko Margono); / Update on the
Development of the Heritage Foundation Awan Hermawan Hadir / Present -
(Mr. Joko Margono); Purwadinata
• Laporan Kinerja s.d September 2023 dan
Heru Kuswanto Hadir / Present -
Update Usulan RKAP 2023; / Performance
Report until September 2023 and Update Sandry N Hadir / Present -
on Proposed RKAP 2023; Pasambuna
Suparno Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
310 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 311
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
36 27 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
November • Tindaklanjut BOD Meeting sebelumnya; /
2023 / Follow-up to previous BOD Meeting; Hadis Surya Hadir / Present -
November • Penajaman Usulan RKAP terkait Angkutan Palapa
27 th, 2023 Penumpang dan Barang; / Sharpening of
RKAP proposals related to Passenger and Awan Hermawan Hadir / Present -
Freight Transportation; Purwadinata
• Evaluasi Penerapan Keselamatan dan
Heru Kuswanto Hadir / Present -
Tindaklanjut Kejadian
• Anjlokan Bulan Oktober 2023; / Evaluation Sandry N Hadir / Present -
of Safety Implementation and Incident Pasambuna
Follow-up Drop in October 2023;
• Evaluasi Kinerja Pengoperasian LRT Suparno Hadir / Present -
Jabodebek; / Evaluation of Jabodebek LRT
Operation Performance; John Robertho Hadir / Present -
• Persiapan Nataru 2023/2024; / Preparation
for Nataru 2023/2024; Salusra Wijaya Hadir / Present -
• Update Implementasi Robotic Process
Automation (RPA). / Implementation
Update Robotic Process Automation (RPA).
37 31 Oktober • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Update Usulan RKAP 2024; / Update on
October 31 st, Proposed RKAP 2024; Hadis Surya Hadir / Present -
2023 • Benchmark Safety JR East , dan Investigasi Palapa
KKA Wates- Sentolo; / JR East Safety
Benchmark, and KKA Wates-Sentolo Awan Hermawan Hadir / Present -
Investigation; Purwadinata
• Update Progress Investasi 2023 dan Usulan
Heru Kuswanto Hadir / Present -
Investasi 2024; / 2023 Investment Progress
Update and 2024 Investment Proposals; Sandry N Hadir / Present -
• Update Progres Pekerjaan Jasa Konstruksi Pasambuna
Pendampingan, Assesment, dan Penilaian
ESG Sektor Transportasi Kereta Api / Update Suparno Hadir / Present -
on Construction Services Work Progress,
Assessment, and Railway Transportation John Robertho Hadir / Present -
Sector ESG Assessment
Salusra Wijaya Hadir / Present -
38 14 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
November • Tindaklanjut BOD Meeting; / BOD Meeting
2023 / Follow-up; Hadis Surya Hadir / Present -
November • Pengadaan Konsultan RJPP / Procurement Palapa
14 th, 2023 of RJPP Consultants
• Update Penyelesaian Permasalahan Awan Hermawan Hadir / Present -
Pengoperasian LRT Jabodebek / Update Purwadinata
Solving Jabodebek LRT Operation Problems
Heru Kuswanto Hadir / Present -
• Update RPA / Update RPA
• Pembahasan Insentif Pegawai / Discussion Sandry N Hadir / Present -
of Employee Incentives Pasambuna
• Update IMO dan TAC KAI Group / Update
IMO member of TAC KAI Group Suparno Hadir / Present -
• Update Loan Agreement dengan CDB /
Update Loan Agreement with CDB John Robertho Hadir / Present -
• Progress Investasi Sarana INKA / INKA
Rolling Stock Investment Progress Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 311
Annual and Sustainability Report
Page 312
Tata Kelola Perusahaan
Good Corporate Governance
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
39 4 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
Desember • Pembahasan SO D4 dan D7; / Discussion
2023 / of SO D4 and D7; Hadis Surya Hadir / Present -
December • Update Usulan RKAP 2024. / Update Palapa
4 th, 2023 Proposed RKAP 2024.
Awan Hermawan Hadir / Present -
Purwadinata
Heru Kuswanto Hadir / Present -
John Robertho Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
Rudi As Hadir / Present -
Aturridha
Salusra Wijaya Hadir / Present -
40 9 Desember • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
2023 / • Pembahasan Perdir Insentif Pegawai; /
December Discussion of Officer Incentive Perdir; Hadis Surya Hadir / Present -
9 th, 2023 • Tata Kelola Penyelesaian PSO, IMO, TA; / Palapa
PSO, IMO, TAC Settlement Governance;
Awan Hermawan Hadir / Present -
Purwadinata
Heru Kuswanto Hadir / Present -
John Robertho Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
Rudi As Hadir / Present -
Aturridha
Salusra Wijaya Hadir / Present -
41 19 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
Desember • Pembahasan Perdir Insentif Pegawai /
2023 / Discussion of Perdir Officer Incentives Hadis Surya Hadir / Present -
December Palapa
19 th, 2023
Awan Hermawan Hadir / Present -
Purwadinata
Heru Kuswanto Hadir / Present -
John Robertho Hadir / Present -
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
Rudi As Hadir / Present -
Aturridha
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
312 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 313
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Alasan
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran
No Meeting
Date Meeting Agenda Attendance Reason for
Participants
Absence
42 20 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
Desember • Pengadaan Konsultan RJPP / Procurement
2023 / of RJPP Consultants Hadis Surya Hadir / Present -
December • Update Penyelesaian Permasalahan Palapa
20 th, 2023 Pengoperasian LRT Jabodebek / Update
Solving Jabodebek LRT Operation Problems Awan Hermawan Hadir / Present -
• Update RPA / Update RPA Purwadinata
• Pembahasan Insentif Pegawai / Discussion
Heru Kuswanto Hadir / Present -
of Employee Incentives
• Update IMO dan TAC KAI Group / Update John Robertho Hadir / Present -
IMO member of TAC KAI Group
• Update Loan Agreement dengan CDB / Sandry N Hadir / Present -
Update Loan Agreement with CDB Pasambuna
• Progress Investasi Sarana INKA / Progress
INKA Rolling Stock Investment Suparno Hadir / Present -
Rudi As Hadir / Present -
Aturridha
Salusra Wijaya Hadir / Present -
43 28 • Arahan Direktur Utama; Didiek Hartantyo Hadir / Present -
Desember • Finalisasi Usulan RKAP 2024; / Finalization
2023 / of Proposed RKAP 2024; Hadis Surya Hadir / Present -
December • Tata Kelola Pemberian SHL kepada MITJ. Palapa
28 th, 2023 / Governance of Providing SHL to MITJ (D7
and D8). Awan Hermawan Hadir / Present -
• Update Perubahan Perpres 53/2012 dan Purwadinata
Tindak Lanjut Usulan Review Backlog IMO
Heru Kuswanto Hadir / Present -
2015-2022 / Update Amendments to
Presidential Decree 53/2012 and Follow-up John Robertho Hadir / Present -
on Proposals Review Backlog IMO 2015-2022
Sandry N Hadir / Present -
Pasambuna
Suparno Hadir / Present -
Rudi As Hadir / Present -
Aturridha
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 313
Annual and Sustainability Report
Page 314
Tata Kelola Perusahaan
Good Corporate Governance
Agenda, Tanggal, dan Kehadiran Rapat Gabungan Agenda, Date and Attendance of the 2023 Joint Meeting
Direksi Bersama Dewan Komisaris Tahun 2023 of Directors and Board of Commissioners
Selama tahun 2023, Direksi mengikuti 14 kali rapat During 2023, the Board of Directors participated in 14
gabungan bersama Dewan Komisaris. joint meetings with the Board of Commissioners.
Pengungkapan agenda, tanggal pelaksanaan, serta Disclosure of the agenda, date of implementation, and
peserta rapat gabungan Direksi bersama Dewan participants in the joint meeting of the Board of Directors
Komisaris adalah sebagai berikut. and the Board of Commissioners are as follows.
Tanggal
Agenda Rapat Peserta Rapat Kehadiran Keterangan
No Undangan
Meeting Agenda Meeting Participants Attendance Description
Meeting Date
1 17 Januari 2023 / Update RKAP 2023 / 2023 Didiek Hartantyo Hadir / Present -
January 17 th, RKAP update
2023 Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Eko Purwanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
2 25 Januari 2023 / Progres Tranformasi Digital Didiek Hartantyo Hadir / Present -
January 25 th, Perusahaan / Progres
2023 Corporate Digital Hadis Surya Palapa Hadir / Present -
Transformation
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Eko Purwanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
3 8 Februari 2023 / Paparan Final Hasil Bpk. Endang Tirtana Hadir / Present -
February 8 th, Penelitian Manggarai /
2023 Final Presentation of Bpk. Johan Sirait Hadir / Present -
Manggarai Research
Results Bpk. Sri Paduka Hadir / Present -
Mangkoenagoro X
Bpk. Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Eko Purwanto Hadir / Present -
Suparno Hadir / Present -
Sandry Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Tidak Hadir / Sedang dinas
Not Present luar negeri /
Currently serving
abroad
Laporan Tahunan dan Keberlanjutan
314 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 315
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal
Agenda Rapat Peserta Rapat Kehadiran Keterangan
No Undangan
Meeting Agenda Meeting Participants Attendance Description
Meeting Date
4 15 Maret 2023 / Pembahasan Surat Usulan Awan Hermawan Purwadinata Hadir / Present -
March 15 th, 2023 Perubahan Struktur
Direktorat Operasi / Suparno Hadir / Present -
Discussion of Letter of
Proposal for Changes in the Sandry Pasambuna Hadir / Present -
Structure of the Operations
Directorate
5 3 Mei 2023 / May Pembahasan Kinerja Triwulan Didiek Hartantyo Hadir / Present -
3 rd, 2023 I Tahun 2023 / Discussion of
Performance for the First Hadis Surya Palapa Hadir / Present -
Quarter of 2023
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry Pasambuna Hadir / Present -
John Robertho Hadir / Present
Salusra Wijaya Hadir / Present
6 10 Mei 2023 / May Laporan Progres Persiapan Didiek Hartantyo Hadir / Present -
10 th, 2023 COD LRT dan KCJB / LRT
and KCJB COD Preparation Hadis Surya Palapa Hadir / Present -
Progress Report
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
7 7 Juni 2023 / Pembahasan Kinerja Didiek Hartantyo Hadir / Present -
June 7 th, 2023 Audited Tahun Buku 2022 /
Discussion of Audited Hadis Surya Palapa Hadir / Present -
Performance for Fiscal Year
2022 Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
8 20 Juli 2023 / July Pembahasan Kinerja Didiek Hartantyo Hadir / Present -
20 th, 2023 Semester I 2023 dan Progres
Persiapan Operasi LRT dan Hadis Surya Palapa Hadir / Present -
KCJB / Discussion of Semester I
2023 Performance and Progress Awan Hermawan Hadir / Present -
in Preparation for LRT and KCJB
Purwadinata
Operations
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 315
Annual and Sustainability Report
Page 316
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal
Agenda Rapat Peserta Rapat Kehadiran Keterangan
No Undangan
Meeting Agenda Meeting Participants Attendance Description
Meeting Date
9 7 Agustus 2023 / Pembahasan Tambahan Didiek Hartantyo Hadir / Present -
August 7 th, 2023 Penyertaan Modal Negara
(PMN) kepada PT KAI Hadis Surya Palapa Hadir / Present -
(Persero) Tahun Anggaran
2024 untuk Peningkatan Awan Hermawan Purwadinata Hadir / Present -
Pelayanan Penumpang
Heru Kuswanto Hadir / Present -
KRL Jabodetabek /
Discussion of Additional Suparno Hadir / Present -
State Capital Participation
(PMN) to PT KAI (Persero) Sandry Pasambuna Hadir / Present -
for Fiscal Year 2024 to
Improve Jabodetabek KRL John Robertho Hadir / Present -
Passenger Services
Salusra Wijaya Hadir / Present -
10 20 September Kaitan Pengelolaan PDP Didiek Hartantyo Tidak Hadir / Sedang dinas
2023 / (Perlindungan Data Not Present luar negeri /
September 20 th, Pribadi) UU Nomor 27 Currently
2023 Tahun 2022 Terhadap serving
Layanan KAI / The Relation abroad-
of PDP Management
(Personal Data Protection) Hadis Surya Palapa Hadir / Present -
Law Number 27 of 2022 to
KAI Services Awan Hermawan Purwadinata Tidak Hadir / Izin sakit
Not Present karena
kecelakaan /
Sick leave due
to accident
Heru Kuswanto Tidak Hadir / Mengikuti
Not Present agenda lain /
Attending
Another
Agenda
Suparno Hadir / Present -
Sandry Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Tidak Hadir / Sedang dinas
Not Present luar negeri /
Currently
serving abroad
11 4 Oktober 2023 / Pembahasan Penerimaan Didiek Hartantyo Hadir / Present -
October 4 th, 2023 Pinjaman dalam
Pemenuhan Kenaikan Hadis Surya Palapa Hadir / Present -
Biaya (Cost Overrun)
Proyek Kereta Cepat Awan Hermawan Purwadinata Hadir / Present -
Jakarta-Bandung /
Heru Kuswanto Hadir / Present -
Discussion of Loan
Receipts in Meeting the Suparno Hadir / Present -
Cost Overrun of the
Jakarta-Bandung Fast Sandry Pasambuna Hadir / Present -
Train Project
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
12 25 Oktober 2023 / 1. Rancangan Awal RKAP Didiek Hartantyo Tidak Hadir / Sedang dinas
October 25 th, 2024 / Preliminary Draft Not Present luar negeri /
2023 RKAP 2024 Currently
2. Pembahasan Visi dan serving abroad
Konsep KAI University /
Discussion of the Vision Hadis Surya Palapa Hadir / Present -
and Concept of KAI
University Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Laporan Tahunan dan Keberlanjutan
316 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 317
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal
Agenda Rapat Peserta Rapat Kehadiran Keterangan
No Undangan
Meeting Agenda Meeting Participants Attendance Description
Meeting Date
Suparno Tidak Hadir / Sedang dinas
Not Present luar negeri /
Currently
serving abroad
Sandry Pasambuna Tidak Hadir / Sedang dinas
Not Present luar negeri /
Currently
serving abroad
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
13 1 November 2023 Pembahasan Kinerja TW III Didiek Hartantyo Hadir / Present -
/ November 1 st, 2023 / Discussion of Q3
2023 2023 Performance Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
14 13 Desember Rencana Permohonan Didiek Hartantyo Hadir / Present -
2023 / December Persetujuan Tanggapan
13 th, 2023 Dewan Komisaris atas Hadis Surya Palapa Hadir / Present -
Penugasan IMO / Plan for
Request for Approval of Awan Hermawan Purwadinata Hadir / Present -
the Board of
Heru Kuswanto Hadir / Present -
Commissioners' Response
to the IMO Assignment Suparno Hadir / Present -
Sandry Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 317
Annual and Sustainability Report
Page 318
Tata Kelola Perusahaan
Good Corporate Governance
Frekuensi Rapat dan Tingkat Kehadiran Anggota Frequency of Meetings and Attendance Level of Board
Direksi of Directors Members
Frekuensi pelaksanaan rapat dan kehadiran masing- The frequency of meetings and the attendance of each
masing anggota Direksi di dalam rapat pada tahun 2023 member of the Board of Directors at meetings in 2023
dapat dilihat melalui tabel sebagai berikut: can be seen in the following table:
Rapat Gabungan Direksi dengan
Dewan Komisaris
Rapat Direksi RUPS
Joint Meeting of the Board of
Board of Directors Meeting GMS
Directors and the Board of
Commissioners
Jumlah dan Persentase Jumlah dan Persentase Jumlah dan Persentase
Nama Jabatan
No Kehadiran Kehadiran Kehadiran
Name Position
Attendance Number and Attendance Number and Attendance Number and
Percentage Percentage Percentage
Jumlah Jumlah Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Rapat Kehadiran Rapat Kehadiran
% % %
Number of Number of Number of Number of Number of Number of
Meetings Attendance Meetings Attendance Meetings Attendance
Didiek Direktur Utama /
1 43 43 100% 14 12 86% 2 2 100%
Hartantyo President Director
Direktur Niaga /
Hadis Surya
2 Managing Director 43 43 100% 14 13 93% 2 2 100%
Palapa
of Commerce
Awan Direktur Operasi /
3 Hermawan Managing Director 43 42 98% 14 13 93% 2 2 100%
Purwadinata of Operation
Direktur
Pengelolaan
Heru
4 Prarana / 43 41 95% 13 12 86% 2 2 100%
Kuswanto
Managing Director
of Infrastructure
Direktur
Pengelolaan
5 Eko Purwanto Sarana / Managing 7 7 100% 3 3 100% 2 2 100%
Director of Rolling
Stock
Direktur
Keselamatan dan
Sandry Keamanan /
6 43 41 95% 14 13 93% 2 2 100%
Pasambuna Managing Director
of Safety and
Security
Direktur SDM dan
Umum / Managing
7 Suparno 43 43 100% 14 13 93% 2 2 100%
Director of HR and
General Affairs
Direktur
Perencanaan
Strategis dan
Pengelolaan
John
8 Sarana / Managing 43 42 98% 13 13 100% 2 2 100%
Robertho
Director of
Strategic Planning
and Rolling Stock
Management
Direktur Keuangan
dan Manajemen
Risiko / Managing
9 Salusra Wijaya 43 41 95% 14 12 86% 2 2 100%
Director of Finance
and Risk
Management
Direktur
Pengembangan
Usaha dan
Kelembagaan /
Rudi As
10 Managing Director 5 5 100% 0 0 0 2 2 100%
Aturridha
of Business
Development and
Institutional
Relations
Laporan Tahunan dan Keberlanjutan
318 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 319
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PELATIHAN DAN/ATAU PENINGKATAN TRAINING AND/OR IMPROVING THE
KOMPETENSI ANGGOTA DIREKSI COMPETENCY OF DIRECTORS
Kebijakan Pelatihan dan/atau Peningkatan Kompetensi Training Policy and/or Competency Improvement for
Anggota Direksi Directors
Kebijakan pelatihan dan/atau peningkatan kompetensi Training policies and/or competency improvement for
bagi anggota Direksi diatur melalui Board Manual, members of the Board of Directors are regulated through
dengan uraian ketentuan sebagai berikut: the Board Manual, with a description of the provisions
as follows:
1. Setiap anggota Direksi yang mengikuti program 1. Every member of the Board of Directors who takes
peningkatan kapabilitas seperti seminar dan/atau part in capability improvement programs such as
pelatihan diminta untuk menyajikan presentasi seminars and/or training is asked to present
kepada anggota Dewan Komisaris lainnya dalam presentations to other members of the Board of
rangka berbagai informasi dan pengetahuan Commissioners regarding various information and
(sharing knowledge). knowledge (sharing knowledge).
2. Anggota Direksi yang bersangkutan bertanggung 2. The member of the Board of Directors concerned
jawab untuk membuat laporan tentang is responsible for making a report regarding the
pelaksanaan program peningkatan kapabilitas, dan implementation of the capability improvement
laporan tersebut disampaikan kepada Dewan program, and the report is submitted to the Board
Komisaris. of Commissioners.
3. Program Peningkatan Kapabilitas dilaksanakan 3. The Capability Improvement Program is
dalam rangka meningkatkan efektivitas implemented in order to increase the effectiveness
pelaksanaan tugas Direksi. of carrying out the duties of the Board of Directors.
4. Rencana untuk melakukan Program Peningkatan 4. Plans to carry out the Capability Improvement
Kapabilitas harus dimasukkan dalam RKAP. Program must be included in the RKAP.
5. Setiap Anggota Direksi yang mengikuti Program 5. Every member of the Board of Directors who takes
Peningkatan Kapabilitas seperti seminar diminta part in Capability Improvement Programs such as
untuk berbagi informasi dengan anggota Direksi seminars is asked to share information with other
lainnya. members of the Board of Directors.
Program peningkatan kapabilitas dapat berbentuk Capability improvement programs can take the form of
seminar, lokakarya, pelatihan, pelatihan in-house, studi seminars, workshops, training, coaching in-house,
banding, dan program lainnya yang berkaitan dengan: comparative studies, and other programs related to:
1. Pengetahuan terkait Prinsip hukum korporasi dan 1. Knowledge related to corporate legal principles and
updating peraturan perundang-undangan yang updating laws and regulations related to company
berhubungan dengan kegiatan usaha perusahaan; business activities;
2. Pengetahuan terkait Lingkungan Bisnis dan isu 2. Knowledge related to the Business Environment
perekonomian terkini; and current economic issues;
3. Pengetahuan terkait Manajemen Strategis; 3. Knowledge related to Strategic Management;
4. Pengetahuan terkait Kepemimpinan efektif; 4. Knowledge related to effective leadership;
5. Pengetahuan terkait manajemen perubahan yang 5. Knowledge related to change management towards
menuju pencapaian visi dan misi perusahaan; achieving the company's vision and mission;
6. Pengetahuan terkait tugas fungsi pengawasan 6. Knowledge related to the supervisory functions of
Sistem Pengendalian Internal, Manajemen Risiko, Internal Control Systems, Risk Management,
Sistem Manajemen Mutu, Internal Audit, Good Quality Management Systems, Internal Audit, Good
Corporate Governance, Sistem Informasi Teknologi, Corporate Governance, Information Technology
Kebijakan Akuntansi dan Pelaporan Keuangan, Systems, Accounting and Financial Reporting
Pengelolaan Human Capital, dan Kebijakan Policies, Human Capital Management, and Goods
Pengadaan Barang dan Jasa; dan/ atau and Services Procurement Policies; and/or
7. Pengetahuan terkait perusahaan pesaing, 7. Knowledge regarding competing companies,
pengganti, perusahaan kelas dunia/benchmark. substitutes, world class companies/benchmark.
Pelatihan dan/atau Peningkatan Kompetensi yang Training and/or Competency Improvement Participated
Diikuti Anggota Direksi Tahun 2023 in by Members of the Board of Directors in 2023
Selama tahun 2023, masing-masing anggota Direksi During 2023, each member of the Board of Directors will
mengikuti pelatihan dan/atau peningkatan kompetensi undertake training and/or competency improvement with
dengan perincian sebagai berikut: the following details:
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 319
Annual and Sustainability Report
Page 320
Tata Kelola Perusahaan
Good Corporate Governance
Nama Jabatan Pelatihan Waktu Lokasi Penyelenggara
No
Name Position Training Time Location Organizer
1 Didiek Direktur Utama / President Business Model 6-10 November Philadelhia, Wharton
Hartantyo Director Innovation in 2023 / November Amerika Executive
The Digital Age 6 th-10 th, 2023 Serikat Education
2 Hadis Surya Direktur Niaga / Managing Leading Digital 20-24 November Fontainebleu INSEAD
Palapa Director of Commerce Marketing 2023 / November , Prancis
Strategy 20 th-24 th, 2023
3 Heru Direktur Pengelolaan Prasarana Special 20-21 September Bandung IICD
Kuswanto / Managing Director of Directorship 2023 / September
Infrastructure Program 20 th-21 st, 2023
4 Sandry Direktur Keselamatan dan Driving 14-24 Maret 2023 / Swiss IMD
Pasambuna Keamanan / Managing Director Strategic March 14 th-24 th,
of Safety and Security Innovation 2023
5 Suparno Direktur SDM dan Umum / Mastering 8 Juni - 7 Online MIT Sloan
Managing Director of HR and Design September 2023 / School of
General Affairs Thinking June 8 th - Management
September 7 th
2023
CHRO Business 20 September - 8 Hybrid BUMN School
School Desember 2023 / of Excellence
September 20 th -
December 8 th,
2023
6 John Direktur Perencanaan Strategis Design 7-9 November Online Prasetya Mulya
Robertho dan Pengelolaan Sarana / Thinking for 2023 / November
Managing Director of Strategic Business 7 th-9 th, 2023
Planning and Rolling Stock Innovation
Management
7 Salusra Direktur Keuangan dan Leading 18-22 September Chicago, SRW & Co. Feat
Wijaya Manajemen Risiko / Managing Innovation in 2023 / September Amerika Chicago Booth
Director of Finance and Risk Global 18 th-22 nd, 2023 Serikat
Management Economic
Recovery
PROGRAM PENGENALAN BAGI DIREKSI INTRODUCTION PROGRAM FOR NEW
BARU TAHUN 2023 BOARD OF DIRECTORS IN 2023
Perseroan menerapkan program pengenalan bagi The Company implements an induction program for
anggota Direksi yang diangkat untuk pertama kali. members of the Board of Directors who are appointed
Program pengenalan bagi anggota Direksi dilaksanakan for the first time. The induction program for members
di bawah tanggung jawab Sekretarus Perusahaan, atau of the Board of Directors is carried out under the
pihak lain yang menjalankan fungsi sebagai Sekretaris responsibility of the Corporate Secretary, or other parties
Perusahaan. who function as Corporate Secretary.
Program pengenalan diterapkan guna memberikan The induction program is implemented to provide a basic
pemahaman mendasar bagi anggota Direksi baru, terkait understanding for new members of the Board of Directors,
hal-hal sebagai berikut: related to the following matters:
1. Pelaksanaan prinsip-prinsip GCG oleh BUMN; 1. Implementation of GCG principles by SOE;
2. Gambaran mengenai BUMN berkaitan dengan 2. Description of SOE related to the objectives, nature,
tujuan, sifat, dan lingkup kegiatan, kinerja and scope of activities, financial and operational
keuangan dan operasi, strategi, rencana usaha performance, strategy, short-term and long-term
jangka pendek dan jangka panjang, posisi business plans, competitive position, risks and other
kompetitif, risiko dan masalah-masalah strategis strategic issues;
lainnya;
3. Keterangan berkaitan dengan struktur organisasi 3. Information related to the company's
perusahaan, aturan dasar perusahaan, dan fasilitas organizational structure, company basic rules, and
Direksi. facilities for the Board of Directors.
4. kewenangan yang didelegasikan, audit internal dan 4. Delegated authority, internal and external audits,
eksternal, sistem dan kebijakan pengendalian internal control systems and policies, including the
internal, termasuk Komite Audit; dan. Audit Committee; and
Laporan Tahunan dan Keberlanjutan
320 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 321
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
5. Keterangan mengenai tugas dan tanggung jawab 5. Information regarding the duties and
Dewan Komisaris/Dewan Pengawas dan Direksi serta responsibilities of the Board of Commissioners/
hal-hal yang tidak diperbolehkan Supervisory Board and the Board of Directors and
matters that are not permitted.
Program pengenalan bagi Direktur yang baru The introduction program for the new Director was held
dilaksanakan pada 11 Desember 2023 di Jakarta Railway on December 11 th, 2023 at the Jakarta Railway Center to
Center kepada Direktur Pengembangan Usaha & the Director of Business Development & Institutional
Kelembagaan Rudi As Aturridha. Relations Rudi As Aturridha.
Keputusan dan Pelaksanaan Tugas Direksi Decisions and Implementation of Directors' Duties
Selama tahun 2023, Direksi mengeluarkan 183 Dokumen During 2023, Directors issued 183 Decision Documents
Keputusan berupa Peraturan Perusahaan, Surat in the form of Enterprise Regulations, Decision Letters,
Keputusan, SOP, Surat Edaran, Instruksi, serta Maklumat, SOPs, Circulars, Instructions, and Information, with the
dengan perincian sebagai berikut: following details:
1. Peraturan Perusahaan : 60 Dokumen 1. Company Regulation : 60 Documents
2. Surat keputusan : 87 Dokumen 2. Decrees : 87 Documents
3. SOP : 23 Dokumen 3. SOPs: 23 Documents
4. Surat Edaran : 9 Dokumen 4. Circulars : 9 Documents
5. Instruksi : 3 Dokumen 5. Instruction : 3 Documents
6. Maklumat : 1 Dokumen 6. Announcements : 1 Documents
Untuk periode yang berakhir pada 31 Desember 2023, For the period ending December 31 st, 2023, the Board of
Direksi telah melaksanakan tugas dan tanggung jawab Directors has carried out its duties and responsibilities
sesuai tata laksana kerja di dalam Board Manual serta in accordance with the work procedures in the Board
rencana kerja tahun 2023, dengan perincian sebagai Manual and the 2023 work plan, with the following details:
berikut:
1. Menjalankan kepentingan perusahaan sesuai dengan 1. Carry out the company's interests in accordance
maksud dan tujuan sesuai Anggaran Dasar with the aims and objectives in accordance with
the Articles of Association
2. Menyelenggarakan RUPS Pengesahan RKAP Tahun 2. Organizing a GMS Ratifying the 2023 RKAP and a
2023 dan RUPS Pertanggungjawaban Keuangan GMS on Financial Accountability for the 2022 Fiscal
Tahun Buku 2022 Year
3. Membentuk komite di bawah Direksi dengan tugas 3. Forming a committee under the Board of Directors
membantu efektivitas pelaksanaan tugas Direksi with the task of assisting the effective
implementation of the Board of Directors' duties
4. Menyampaikan laporan kepada Dewan Komisaris 4. Submit reports to the Board of Commissioners in
secara tepat waktu, akurat, relevan dan lengkap a timely, accurate, relevant and complete manner,
yaitu Laporan Triwulan, Laporan Semester dan namely Quarterly Reports, Semester Reports and
Laporan Tahunan. Annual Reports.
5. Direksi menyampaikan informasi mengenai 5. The Board of Directors conveys information
identitas, pekerjaan-pekerjaan utamanya, jabatan regarding the identity, main jobs, position of the
Dewan Komisaris di Anak Perusahaan/perusahaan Board of Commissioners in Subsidiaries/joint
patungan dan/atau Perseroan lain, termasuk rapat- companies and/or other Companies, including
rapat yang dilakukan dalam satu tahun buku (rapat meetings held in one financial year (internal meetings
internal maupun rapat gabungan dengan Dewan or joint meetings with the Board of Commissioners),
Komisaris), serta gaji, fasilitas, dan/atau tunjangan as well as salaries, facilities, and/or other benefits
lain yang diterima dari Perseroan dan Anak received from the Company and its Subsidiaries/
Perusahaan/perusahaan patungan, untuk dimuat joint companies, to be included in the Company's
dalam Laporan Tahunan Perseroan. Annual Report.
Penilaian terhadap Kinerja Komite Direksi dan Dasar Assessment of the Performance of the Board of
Penilaiannya Directors Committee and the Basis for the Assessment
Direksi melaksanakan tugas dan tanggung jawabnya The Board of Directors carries out its duties and
dengan dibantu oleh komite-komite di bawah Direksi. responsibilities with the assistance of committees under
Penjelasan mengenai hal tersebut beserta penilaian the Board of Directors. An explanation of this matter
kinerja masing-masing komite adalah sebagai berikut: along with an assessment of the performance of each
committee is as follows:
1. Komite Evaluasi Jabatan 1. Position Evaluation Committee
Komite ini dibentuk guna mendukung This committee was formed to support the
penyederhanaan struktur remunerasi yang simplification of a fair remuneration structure
berkeadilan sesuai bobot jabatan dan berbasis according to the weight of the position and based
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 321
Annual and Sustainability Report
Page 322
Tata Kelola Perusahaan
Good Corporate Governance
kinerja. Diperlukan evaluasi jabatan untuk on performance. Job evaluation is required to
menghasilkan sistem penilaian (grading system) produce an assessment system (grading system)
sesuai dengan organisasi terkini yang in accordance with current organizations whose
pelaksanaannya melibatkan konsultan eksternal. implementation involves external consultants.
2. Komite Verifikasi Kinerja Pekerja 2. Employee Performance Verification Committee
Komite ini dibentuk guna mendukung percepatan This committee was formed to support the
progres verifikasi kinerja pekerja dan dalam rangka acceleration of the progress of worker performance
mewujudkan pelaksanaan sistem manajemen kinerja verification and in order to realize the
pekerja. implementation of the worker performance
management system.
3. Komite Keselamatan Tingkat Pusat 3. Central Level Safety Committee
Merupakan komite yang mengatur mengenai Sistem Is a committee that regulates the Railway Safety
Manajemen Keselamatan Perkeretaapian. Dalam Management System. In carrying out its duties, the
melaksanakan tugasnya, Komite Keselamatan Safety Committee is responsible to the President
bertanggung jawab kepada Direktur Utama. Director.
4. Komite Teknologi Informasi 4. Information Technology Committee
Merupakan komite yang dibentuk untuk This is a committee formed to support business
mendukung strategi bisnis dalam keseluruhan upaya strategy in the Company's overall development
pengembangan Perseroan. Diperlukan adanya kerja efforts. There is a need for cooperation and
sama dan koordinasi seluruh bagian KAI agar coordination from all parts of KAI so that information
pengembangan teknologi informasi dapat selaras technology development can be in line with
dengan kebutuhan bisnis. business needs.
5. Komite Penyelesaian dan Tindak Lanjut Hasil 5. Committee for Completion and Follow-up on
Investigasi dan Hasil CO/Pemeriksaan Daerah Investigation Results and CO/Regional
atas Kejadian Kecelakaan KA Inspection Results on Railway Accidents
Komite ini bertugas menindaklanjuti hasil This committee is tasked with following up on the
investigasi dan CO atas terjadinya kecelakaan results of investigations and COs regarding the
kereta api, menetapkan pejabat yang bertanggung occurrence of train accidents, determining officials
jawab sesuai dengan penyebab yang tertulis di who are responsible according to the causes written
dalam hasil investigasi/CO, menetapkan sanksi, dan in the results of the investigation/CO, determining
menetapkan penghargaan kepada pegawai/ sanctions, and establishing awards for employees/
masyarakat yang dinilai telah ikut mencegah atau community members who are deemed to have
melakukan upaya sehingga kecelakaan KA dapat participated in preventing or making efforts so that
dihindari. Hasil kerja anggota komite ini dilaporkan train accidents can be avoided. The results of the
kepada Direktur Utama. work of these committee members are reported to
the President Director.
6. Komite Eksekutif 6. Executive Committee
Merupakan komite yang dibentuk untuk This is a committee formed to anticipate the
mengantisipasi perkembangan dan tuntutan company's future developments and demands, so
perusahaan di masa depan, sehingga perlu it is necessary to prepare a competent leadership
dipersiapkan kader pimpinan yang kompeten. cadre. The Executive Committee is tasked with
Komite Eksekutif bertugas untuk merumuskan, formulating, managing and implementing, as well
mengelola, dan melaksanakan, serta mempersiapkan as preparing the cadre of future leaders. Apart from
kaderisasi pimpinan masa yang akan datang. Selain that, it also discusses the Company's strategic
itu, juga membahas hal-hal strategis Perseroan. matters.
Direksi melakukan penilaian terhadap kinerja The Board of Directors assesses the performance of each
masingmasing komite secara periodik, dengan prosedur committee periodically, with assessment procedures
penilaian yang diterapkan melalui pelaksanaan rapat implemented through holding periodic work meetings.
kerja berlaka. Secara mendasar, Direksi melakukan Basically, the Board of Directors assesses the performance
penilaian terhadap kinerja masing-masing komite of each committee based on the implementation of its
berdasarkan pelaksanaan tugas selama 1 (satu) periode duties during 1 (one) assessment period, the results of
penilaian, yang hasilnya akan digunakan sebagai dasar which will be used as a basis for consideration for improving
pertimbangan bagi peningkatan kinerja komite di periode the committee's performance in the following period.
selanjutnya.
Untuk tahun 2023, Direksi menilai masing-masing komite For 2023, the Board of Directors assesses that each
telah melaksanakan tugas dan tanggung jawab secara committee has carried out its duties and responsibilities
baik. Melalui pelaksanaan tugas dan tanggung jawab well. Through the implementation of these duties and
tersebut, Direksi menilai, masing-masing komite telah responsibilities, the Board of Directors assesses that each
secara efektif memberi dukungan bagi pelaksanaan committee has effectively provided support for the
tugas dan tanggung jawab Direksi. implementation of the Board of Directors' duties and
responsibilities.
Laporan Tahunan dan Keberlanjutan
322 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 323
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
DEWAN KOMISARIS
BOARD OF COMMISSIONERS
Dewan Komisaris merupakan organ di dalam struktur The Board of Commissioners is an organ within the
tata kelola yang bertugas dan bertanggung jawab dalam governance structure that is tasked and responsible for
melakukan pengawasan terhadap kebijakan dan supervising policies and general management
pelaksanaan pengurusan secara umum, baik terkait tata implementation, both related to governance and the
kelola maupun bisnis Perseroan, yang dilakukan oleh Company's business, carried out by the Board of Directors.
Direksi. Melalui tugas pengawasan tersebut, Dewan Through its supervisory duties, the Board of
Komisaris juga bertugas untuk memberikan nasihat Commissioners is also tasked with providing advice to
kepada Direksi. Fungsi pengawasan dan pemberian the Board of Directors. The supervisory and advisory
nasihat yang dilaksanakan oleh Dewan Komisaris functions carried out by the Board of Commissioners
mencakup penyusunan penyusunan dan pelaksanaan include the preparation and implementation of the
Rencana Jangka Panjang Perusahaan (RJPP), Rencana Company's Long Term Plan (RJPP), Company Work Plan
Kerja dan Anggaran Perusahaan (RKAP), sesuai Anggaran and Budget (RKAP), in accordance with the Articles of
Dasar, keputusan pemegang saham melalui RUPS, serta Association, shareholder decisions through the GMS, as
peraturan perundangundangan dan pelaksanaan well as statutory regulations and implementation of the
Rencana Jangka Panjang Perusahaan (RJPP), Rencana Long Term Plan. Company (RJPP), Company Work Plan
Kerja dan Anggaran Perusahaan (RKAP), sesuai Anggaran and Budget (RKAP), in accordance with the Articles of
Dasar, keputusan pemegang saham melalui RUPS, serta Association, shareholder decisions through the GMS, as
peraturan perundangundangan. well as statutory regulations.
TUGAS, TANGGUNG JAWAB, DAN DUTIES, RESPONSIBILITIES AND
KEWAJIBAN DEWAN KOMISARIS OBLIGATIONS OF THE BOARD OF
COMMISSIONERS
Mengacu pada peraturan perundang-undangan, Anggaran Referring to statutory regulations, Articles of Association
Dasar, dan Board Manual, Dewan Komisaris memiliki tugas, and Board Manual, the Board of Commissioners has the
tanggung jawab, dan kewajiban sebagai berikut: following duties, responsibilities and obligations:
Tugas Dewan Komisaris Duties of the Board of Commissioners
1. Melakukan pengawasan terhadap kebijakan 1. Supervise management policies, the course of
pengurusan, jalannya pengurusan pada umumnya management in general regarding the Company
baik mengenai Perseroan maupun usaha Perseroan and the Company's business carried out by the
yang dilakukan oleh Direksi; dan Board of Directors; And
2. Memberikan nasihat kepada Direksi termasuk 2. Provide advice to the Board of Directors including
pengawasan terhadap pelaksanaan Rencana Jangka supervision of the implementation of the
Panjang Perseroan, Rencana Kerja dan Anggaran Company's Long Term Plan, Work Plan and Company
Perseroan serta ketentuan Anggaran Dasar dan Budget as well as the provisions of the Articles of
Rapat Umum Pemegang Saham, serta peraturan Association and General Meeting of Shareholders,
perundang-undangan yang berlaku, untuk as well as applicable laws and regulations, for the
kepentingan Perseroan dan sesuai dengan maksud interests of the Company and in accordance with
dan tujuan Perusahaan. the Company's aims and objectives.
Tanggung Jawab Dewan Komisaris Responsibilities of the Board of Commissioners
1. Setiap anggota Dewan Komisaris ikut bertanggung 1. Each member of the Board of Commissioners is
jawab secara pribadi atas kerugian Perusahaan personally responsible for losses to the Company
apabila yang bersangkutan bersalah atau lalai if the person concerned is guilty or negligent in
menjalankan tugasnya; carrying out their duties;
2. Bertanggung jawab secara pribadi atas kerugian 2. Be personally responsible for the Company's losses
Perusahaan apabila yang bersangkutan bersalah if the person concerned is guilty or negligent in
atau lalai menjalankan tugasnya. Dalam hal Dewan carrying out their duties. In the event that the Board
Komisaris terdiri dari 2 (dua) anggota atau lebih of Commissioners consists of 2 (two) or more
maka tanggung jawab secara renteng bagi setiap members, each member of the Board of
anggota Dewan Komisaris. Commissioners is jointly responsible.
3. Anggota Dewan Komisaris tidak dapat 3. Members of the Board of Commissioners cannot
dipertanggungjawabkan atas kerugian be held responsible for losses as intended in number
sebagaimana dimaksud pada angka 2 (dua) apabila 2 (two) if they can prove:
dapat membuktikan:
a. telah melakukan pengawasan dengan itikad a. Has carried out supervision in good faith and
baik dan kehati-hatian untuk kepentingan prudence for the interests of the Company and
Perusahaan dan sesuai dengan maksud dan in accordance with the aims and objectives of
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 323
Annual and Sustainability Report
Page 324
Tata Kelola Perusahaan
Good Corporate Governance
tujuan Perusahaan; the Company;
b. tidak mempunyai kepentingan pribadi baik b. Has no direct or indirect personal interest in
langsung maupun tidak langsung atas the management actions of the Board of
tindakan pengurusan Direksi yang Directors that result in losses;
mengakibatkan kerugian;
c. telah memberikan nasihat kepada Direksi c. Has provided advice to the Board of Directors
untuk mencegah timbulnya atau berlanjutnya to prevent the occurrence or continuation of
kerugian tersebut. such losses.
Kewajiban Dewan Komisaris Obligations of the Board of Commissioners
Dewan Komisaris memiliki kewajiban: The Board of Commissioners has the following
obligations:
1. Kewajiban terhadap Pemegang Saham dan RUPS: 1. Obligations to Shareholders and GMS:
a. Menyusun program kerja tahunan dan a. Compile the annual work program and include
memasukkannya ke dalam Rencana Kerja dan it in the Annual Work Plan and Budget;
Anggaran Tahunan;
b. Memberikan laporan tentang tugas pengawasan b. Providing reports on supervisory duties that
yang telah dilakukan setelah tahun buku yang have been carried out after the previous financial
baru lampau kepada Rapat Umum Pemegang year to the General Meeting of Shareholders;
Saham;
c. Mengajukan usulan indikator pencapaian kinerja c. Submitting proposals for individual and
Dewan Komisaris individu dan kumulatif untuk cumulative performance achievement
ditetapkan oleh (RUPS); indicators for the Board of Commissioners to
be determined by the (GMS);
d. Menyampaikan laporan triwulanan d. Submit quarterly progress reports on the
perkembangan realisasi indikator pencapaian realization of performance achievement
kinerja kepada Pemegang Saham; indicators to Shareholders;
e. Mengusulkan akuntan publik kepada RUPS; e. Proposing a public accountant to the GMS;
f. Melaporkan dengan segera kepada RUPS apabila f. Report immediately to the GMS if there are
terjadi gejala menurunnya kinerja Perseroan symptoms of declining Company performance
serta saran-saran yang telah disampaikan as well as suggestions that have been submitted
kepada Direksi untuk memperbaiki to the Board of Directors to improve the
permasalahan yang terjadi; problems that occur;
g. Memberikan penjelasan, pendapat dan saran g. Provide explanations, opinions and suggestions
kepada RUPS mengenai laporan tahunan, to the GMS regarding the annual report, when
apabila diminta; requested;
h. Mengikuti perkembangan kegiatan Perseroan, h. Following developments in the Company's
memberikan pendapat, dan saran kepada RUPS activities, providing opinions and suggestions
mengenai setiap masalah yang dianggap penting to the GMS regarding any issues deemed
bagi kepentingan Perseroan; important to the interests of the Company;
i. Memberikan pendapat dan saran kepada RUPS i. Provide opinions and suggestions to the GMS
mengenai Rencana Jangka Panjang Perusahaan regarding the Company's Long Term Plan
(RJPP) dan Rencana Kerja dan Anggaran (RJPP) and Company Work and Budget Plan
Perusahaan (RKAP) mengenai alasan Dewan (RKAP) regarding the reasons for the Board of
Komisaris menandatangani RJP dan RKAP; Commissioners signing the RJP and RKAP;
j. Menandatangani laporan manajemen dan j. Sign management reports and annual reports.
laporan tahunan. Dalam hal terdapat anggota In the event that a member of the Board of
Dewan Komisaris tidak bersedia Commissioners is unwilling to sign the annual
menandatangani laporan tahunan, maka harus report, the reasons must be stated in writing.
disebutkan alasannya secara tertulis.
2. Kewajiban terhadap Para Pemangku Kepentingan: 2. Obligations to Stakeholders:
a. Membuat mekanisme menghimpun masukan a. Create a mechanism to collect input and
dan keluhan para pemangku kepentingan; complaints from stakeholders;
b. Membuat mekanisme pembahasan masukan b. Create a mechanism for discussing input and
dan keluhan para pemangku kepentingan; complaints from stakeholders;
c. Membuat mekanisme komunikasi kepada c. Create a communication mechanism to the
Direksi terkait masukan dan keluhan para Board of Directors regarding input and
pemangku kepentigan. complaints from stakeholders.
Laporan Tahunan dan Keberlanjutan
324 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 325
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
3. Kewajiban terkait Pencalonan Anggota Direksi 3. Obligations related to Nomination of Directors
(Nominasi) dan Remunerasi: (Nomination) and Remuneration:
a. Mengusulkan calon anggota Direksi Perseroan a. Proposing prospective members of the
kepada Pemegang Saham; Company's Board of Directors to Shareholders;
b. Melakukan penelaahan dan pengawasan untuk b. Carrying out reviews and supervision to ensure
memastikan bahwa Perseroan telah memiliki that the Company has a nomination strategy
strategi dan kebijakan nominasi yang meliputi and policy which includes organizational
proses analisis organisasi, prosedur dan kriteria analysis processes, procedures and criteria for
rekrutmen, seleksi dan promosi; recruitment, selection and promotion;
c. Melakukan kajian atas sistem remunerasi yang c. Conduct a review of the appropriate
sesuai bagi anggota Dewan Komisaris dan remuneration system for members of the Board
Direksi dan mengajukan kepada RUPS; of Commissioners and Directors and submit it
to the GMS;
d. Memastikan bahwa Perseroan memiliki sistem d. Ensure that the Company has a transparent
remunerasi yang transparan berupa gaji atau remuneration system in the form of salary or
honorarium, tunjangan dan fasilitas yang honorarium, fixed allowances and facilities and
bersifat tetap dan insentif yang bersifat variabel; variable incentives;
e. Menyusun kebijakan mengenai pengajuan e. Prepare policies regarding submission of
usulan remunerasi Direksi kepada RUPS; Directors' remuneration proposals to the GMS;
f. Menelaah usulan remunerasi Direksi bersama f. Reviewing the Board of Directors' remuneration
dengan komite terkait; proposals together with related committees;
g. Mengusulkan insentif kinerja/tantiem, g. Proposing performance incentives/tantiems,
mempertimbangkan penilaian kinerja Direksi; considering the performance assessment of the
dan Board of Directors; And
h. Menyampaikan usulan remunerasi (gaji, h. Submit proposals for remuneration (salary,
tunjangan, dan fasilitas serta tantiem/insentif allowances and facilities as well as bonuses/
kinerja) Direksi kepada RUPS. performance incentives) of the Board of
Directors to the GMS.
4. Kewajiban Penilaian Kerja 4. Performance Appraisal Obligations
a. RUPS menetapkan indikator pencapaian kinerja a. The GMS determines the performance
(Key Performance Indicator) Dewan Komisaris achievement indicators (Key Performance
berdasarkan usulan Dewan Komisaris. Indicators) for the Board of Commissioners
based on the recommendations of the Board
of Commissioners.
b. Indikator pencapaian kinerja merupakan b. Performance achievement indicators are a
ukuran penilaian atas keberhasilan pelaksanaan measure of assessment of the successful
tugas dan tanggung jawab, pengawasan serta implementation of duties and responsibilities,
pemberian nasihat oleh Dewan Komisaris sesuai supervision and provision of advice by the Board
dengan peraturan perundang-undangan dan/ of Commissioners in accordance with statutory
atau anggaran dasar memuat sekurang- regulations and/or the articles of association
kurangnya: containing at least:
i. Tingkat kehadirannya dalam rapat i. Level of attendance at internal meetings,
internal, rapat gabungan Dewan joint meetings of the Board of
Komisaris dan Direksi, Maupun Rapat Commissioners and Directors, as well as
dengan komite-komite yang ada; meetings with existing committees;
ii. Kehadiran dalam proses pengawasan ii. Attendance in the Company's supervision
Perseroan; process;
iii. Keterlibatan dalam tugas tertentu; iii. Involvement in certain tasks;
iv. Arahan-arahan terhadap Perseroan; dan iv. Directions for the Company; And
v. Ketaatan terhadap peraturan v. Compliance with applicable laws and
perundangundangan yang berlaku, regulations, articles of association, GMS
anggaran dasar, ketentuan RUPS, serta provisions and Company policies.
kebijakan Perseroan.
c. Melaksanakan self-assessment, evaluasi kinerja c. Implement self-assessment, evaluation of the
Dewan Komisaris, masing-masing anggota, dan performance of the Board of Commissioners,
komite yang diatur lebih lanjut Keputusan each member, and committees which are
dengan Dewan Komisaris. further regulated by a Decree of the Board of
Commissioners.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 325
Annual and Sustainability Report
Page 326
Tata Kelola Perusahaan
Good Corporate Governance
d. Dewan Komisaris wajib menyampaikan laporan d. The Board of Commissioners is obliged to
triwulanan perkembangan realisasi Indikator submit quarterly reports on the progress of the
Pencapaian Kinerja kepada para Pemegang realization of Performance Achievement
Saham/ Menteri. Indicators to Shareholders/Ministers.
e. Dalam melakukan penilaian terhadap kinerja e. In assessing the performance of the Board of
Direksi, Dewan Komisaris: Directors, the Board of Commissioners:
i. Menyusun kebijakan mengenai penilaian i. Develop policies regarding the performance
kinerja Direksi dan pelaporannya kepada assessment of the Board of Directors and
Pemegang Saham; reporting to Shareholders;
ii. Menelaah kriteria, target dan indikator ii. Review the criteria, targets and main criteria
kriteria utama yang tercakup dalam kontrak indicators included in the Directors'
manajemen Direksi/rencana kerja dan management contract/work plan and
anggaran Perseroan baik secara individu Company budget both individually and
maupun kolegial dan menyampaikannya collegally and submit them to Shareholders
kepada Pemegang Saham
5. Kewajiban Pengawasan Sistem Pengendalian 5. Obligations to Supervise the Internal Control
Internal System
a. Membuat mekanisme pengawasan kebijakan a. Create a mechanism for monitoring Internal
Sistem Pengendalian Internal; Control System policies;
b. Memastikan efektivitas Sistem Pengendalian b. Ensure the effectiveness of the Internal Control
Internal; System;
c. Memastikan efektivitas Auditor Internal dan c. Ensure the effectiveness of Internal and External
Eksternal dengan menilai kompetensi, Auditors by assessing the competency,
independensi serta ruang lingkup Auditor independence and scope of Internal and
Internal dan Eksternal; External Auditors;
d. Memastikan Auditor Internal, Eksternal, dan d. Ensure that Internal, External Auditors and the
Komite Audit memiliki akses terhadap informasi Audit Committee have access to information
mengenai Perseroan yang diperlukan untuk regarding the Company necessary to carry out
melaksanakan tugasnya; their duties;
e. Membuat program pengawasan Sistem e. Create an Internal Control System monitoring
Pengendalian Internal dan memasukkannya ke program and include it in the Company's RKA;
dalam RKA Perseroan; dan And
f. Memberikan arahan-arahan terkait perbaikan f. Provide directions regarding improvements to
Kebijakan Sistem Pengendalian Internal. the Internal Control System Policy.
6. Kewajiban Pengawasan Sistem Manajemen Mutu 6. Obligation to Supervise Quality and Service
dan Pelayanan Management Systems
a. Membuat mekanisme pengawasan kebijakan a. Create a mechanism for monitoring Quality and
Sistem Manajemen Mutu dan Pelayanan; Service Management System policies;
b. Membuat program pengawasan Sistem b. Create a Quality and Service Management
Manajemen Mutu dan Pelayanan serta System monitoring program and include it in
memasukkannya ke dalam RKAP / Enterprise the RKAP/Enterprise Risk Management (ERM);
Risk Management (ERM); dan And
c. Memberikan arahan-arahan terkait perbaikan c. Provide directions regarding improvements to
Kebijakan Sistem Manajemen Mutu dan the Quality and Service Management System
Pelayanan. Policy.
7. Kewajiban pengawasan Pengelolaan Manajemen 7. Obligations to supervise Company Risk
Risiko Perseroan/Enterprise Risk Management Management (ERM).
(ERM).
a. Membuat mekanisme pengawasan kebijakan a. Create a monitoring mechanism for the
Manajemen Risiko Perseroan; Company's Risk Management policies;
b. Membuat program pengawasan Manajemen b. Create a Company Risk Management
Risiko Perseroan serta memasukkannya ke monitoring program and include it in the RKAP;
dalam RKAP; dan And
c. Memberikan arahan-arahan terkait perbaikan c. Provide directions regarding improvements to
the Company's Risk Management Policy.
Laporan Tahunan dan Keberlanjutan
326 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 327
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
8. Kewajiban pengawasan Keterbukaan dan 8. Obligation to supervise the Openness and
Kerahasiaan Informasi Perseroan; Confidentiality of Company Information;
a. Membuat mekanisme pengawasan kebijakan a. Create a monitoring mechanism for the
Keterbukaan dan Kerahasiaan Informasi Company's Information Openness and
Perseroan; Confidentiality policy;
b. Memastikan informasi tidak terbatas laporan b. Ensure that information is not limited to
keuangan dan laporan tahunan yang financial reports and annual reports submitted
disampaikan perseroan kepada shareholders by the company to the Company's shareholders
maupun stakeholders Perseroan dilakukan secara and stakeholders in a timely, complete and
tepat waktu, lengkap, dan akurat; accurate manner;
c. Memastikan data yang disampaikan ke publik c. Ensure that the data presented to the public
sesuai peraturan perundangan yang berlaku; is in accordance with the applicable legal
regulations;
d. Membuat program pengawasan Keterbukaan d. Create a program for monitoring the Openness
dan Kerahasiaan Informasi Perseroan serta and Confidentiality of Company Information and
memasukkannya ke dalam RKAP; include it in the RKAP;
e. Memberikan arahan-arahan terkait perbaikan e. Provide directions regarding improvements to
Kebijakan Keterbukaan dan Kerahasiaan the Company's Information Openness and
Informasi Perseroan. Confidentiality Policy.
9. Kewajiban pengawasan Sistem Teknologi 9. Information Technology System supervision
Informasi: obligations:
a. Membuat mekanisme pengawasan kebijakan a. Create a mechanism for monitoring Information
Sistem Teknologi Informasi; Technology System policies;
b. Membuat program pengawasan Sistem b. Create an Information Technology System
Teknologi Informasi serta memasukkannya ke monitoring program and include it in the
dalam RKA Perseroan; dan Company's RKA; And
c. Memberikan arahan-arahan terkait perbaikan c. Provide directions regarding improvements to
Sistem Teknologi Informasi. the Information Technology System.
10. Kewajiban pengawasan pengelolaan sumber daya 10. Obligations to supervise human resource
manusia: management:
a. Membuat mekanisme pengawasan kebijakan a. Create a monitoring mechanism for human
pengelolaan sumber daya manusia; resource management policies;
b. Membuat program pengawasan pengelolaan b. Create a human resources management
sumber daya manusia serta memasukkannya monitoring program and include it in the RKAP;
ke dalam RKAP; dan And
c. Memberikan arahan-arahan terkait perbaikan c. Provide directions related to improving human
pengelolaan sumber daya manusia. resource management.
11. Kewajiban pengawasan Kebijakan Akuntansi dan 11. Obligations to supervise Accounting Policies and
Pelaporan Keuangan: Financial Reporting:
a. Membuat mekanisme pengawasan kebijakan a. Create a mechanism for monitoring accounting
akuntansi dan pelaporan keuangan; policies and financial reporting;
b. Membuat program pengawasan kebijakan b. Create a monitoring program for accounting
akuntansi dan pelaporan keuangan serta policies and financial reporting and include it
memasukkannya ke dalam RKAP; dan in the RKAP; And
c. Memberikan arahan-arahan terkait perbaikan c. Provide directions regarding improvements to
kebijakan akuntansi dan pelaporan keuangan. accounting policies and financial reporting.
12. Kewajiban pengawasan sistem kesehatan, 12. Obligations to supervise health, safety, security
keselamatan, keamanan dan lingkungan: and environmental systems:
a. Membuat mekanisme pengawasan kebijakan a. Create a mechanism for monitoring health,
sistem kesehatan, keselamatan, keamanan, dan safety, security and environmental system
lingkungan; policies;
b. Membuat program pengawasan kebijakan b. Create a health, safety, security and
sistem kesehatan, keselamatan, keamanan, dan environmental system policy monitoring
lingkungan serta memasukkannya ke dalam program and include it in the RKAP; And
RKAP; dan
c. Memberikan arahan-arahan terkait perbaikan c. Provide directions related to improving health,
kebijakan sistem kesehatan, keselamatan, safety, security and environmental system
keamanan, dan lingkungan. policies.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 327
Annual and Sustainability Report
Page 328
Tata Kelola Perusahaan
Good Corporate Governance
13. Kewajiban pengawasan praktik-praktik Tata 13. Obligations for Supervising Corporate Governance
Kelola Perusahaan: Practices:
a. Membuat mekanisme pengawasan kebijakan a. Create a monitoring mechanism for corporate
tata kelola Perusahaan; governance policies;
b. Membuat program pengawasan kebijakan tata b. Create a monitoring program for corporate
kelola Perusahaan serta memasukkannya ke governance policies and include them in the
dalam RKAP; RKAP;
c. Memberikan arahan-arahan terkait perbaikan c. Provide directions regarding improvements to
kebijakan tata kelola Perusahaan; dan corporate governance policies; And
d. Melaporkan harta kekayaannya kepada Komisi d. Report his assets to the Corruption Eradication
Pemberantasan Korupsi secara berkala sesuai Commission periodically in accordance with
ketentuan yang berlaku. applicable regulations.
14. Kewajiban pengawasan mengenai perubahan 14. Monitoring obligations regarding changes in the
Lingkungan Bisnis: Business Environment:
a. Membuat mekanisme pengawasan perubahan a. Create a monitoring mechanism for changes
lingkungan bisnis; in the business environment;
b. Membuat program pengawasan perubahan b. Create a monitoring program for changes in
lingkungan bisnis serta memasukkannya ke the business environment and include it in the
dalam RKAP; dan RKAP; And
c. Memberikan arahan-arahan terkait perbaikan c. Provide directions regarding policy
kebijakan terkait perubahan bisnis Perseroan. improvements related to changes in the
Company's business.
15. Kewajiban evaluasi kinerja Direksi, Komite, dan 15. Obligation to evaluate the performance of the
Sekretariat Dewan Komisaris: Board of Directors, Committees and the
Secretariat of the Board of Commissioners:
a. Membuat kebijakan mekanisme evaluasi kinerja a. Create a policy for the performance evaluation
Direksi, Komite, dan Sekretariat Dewan mechanism of the Board of Directors, Committees
Komisaris; and the Secretariat of the Board of
Commissioners;
b. Menelaah kriteria, target, dan indikator kinerja b. Review the criteria, targets and main
utama yang tercakup dalam kontrak performance indicators included in the
manajemen Direksi/ rencana kerja/anggaran Directors' management contract/work plan/
dasar baik individu maupun kolegial dan articles of association, both individual and
menyampaikannya kepada Pemegang Saham collegial, and submit them to Shareholders;
c. Membuat program evaluasi kinerja Direksi, c. Create a performance evaluation program for
Komite, dan Sekretariat Dewan Komisaris; dan the Board of Directors, Committees and the
Secretariat of the Board of Commissioners; And
d. Memberikan arahan-arahan terkait hasil evaluasi d. Provide directions regarding the performance
kinerja Direksi, Komite, dan Sekretariat Dewan evaluation results of the Board of Directors,
Komisaris. Committees and the Secretariat of the Board
of Commissioners.
16. Kewajiban terkait Etika Berusaha dan Anti- 16. Obligations related to Business Ethics and Anti-
Korupsi: Corruption:
a. Mendorong terciptanya perilaku etis dan a. Encourage the creation of ethical behavior and
menjadikan dirinya sebagai teladan yang baik make himself a good role model for the
bagi Direksi dan Pekerja Perseroan; Company's Directors and Employees;
b. Bersikap dan bertindak berdasarkan unsur b. Behave and act based on elements of objectivity,
objektivitas, profesional, dan independen demi professionalism and independence for the
kepetingan perseroan yang seimbang dengan interests of the company which are balanced
kepentingan Stakeholders; with the interests of Stakeholders;
c. Mengedepankan prinsip-prinsip GCG dalam c. Prioritize GCG principles in dealing with partners,
berhubungan dengan mitra, kreditur/investor, creditors/investors, government officials/
pejabat/pegawai pemerintah, pelanggan; employees, customers;
d. Mematuhi pedoman peraturan perundangan d. Comply with the applicable laws and regulations
dan peraturan Perseroan yang berlaku; of the Company;
e. Menghindari praktik korupsi, kolusi, dan e. Avoiding practices of corruption, collusion and
nepotisme; nepotism;
f. Memberikan arahan-arahan terkait praktik- f. Provide directions regarding business ethics and
praktik etika bisnis dan anti korupsi di Perseroan. anti-corruption practices in the Company.
Laporan Tahunan dan Keberlanjutan
328 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 329
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
17. Kewajiban terkait pengadaan barang dan jasa: 17. Obligations related to procurement of goods and
services:
a. Membuat kebijakan dan rencana mengenai a. Make policies and plans regarding monitoring
pengawasan serta pemberian nasihat terhadap and providing advice on goods and services
kebijakan pengadaan barang dan jasa beserta procurement policies and their implementation;
pelaksanaannya;
b. Melakukan pembahasan terhadap kebijakan b. Conduct discussions on procurement policies
pengadaan dan pelaksanaannya; dan and their implementation; And
c. Menyampaikan arahan kepada Direksi tentang c. Provide direction to the Board of Directors
kebijakan pengadaan dan pelaksanaannya. regarding procurement policies and their
implementation.
18. Kewajiban terkait tindakan terhadap potensi 18. Obligations regarding action against potential
benturan kepentingan: conflicts of interest:
a. Membuat kebijakan mengenai potensi benturan a. Create policies regarding potential conflicts of
kepentingan yang dapat mengganggu interest that could interfere with the
pelaksanaan tugas Dewan Komisaris; implementation of the duties of the Board of
b. Menandatangani pernyataan tidak memiliki Commissioners;
benturan kepentingan dan menyatakan secara b. Sign a statement of having no conflict of interest
tertulis hal-hal yang berpotensi menimbulkan and state in writing matters that have the
benturan kepentingan terhadap Dewan potential to cause a conflict of interest for the
Komisaris dan menyampaikannya kepada RUPS; Board of Commissioners and submit this to the
dan GMS; And
c. Melaporkan kepada Perseroan melalui Sekretaris c. Report to the Company through the Corporate
Perusahaan untuk dicatat dalam Daftar Khusus Secretary to be recorded in the Special Register
mengenai kepemilikan saham Dewan Komisaris regarding share ownership of the Board of
dan/ atau keluarganya pada perusahaan dan Commissioners and/or their families in the
perusahaan lain. company and other companies.
PEMBAGIAN TUGAS DEWAN KOMISARIS DIVISION OF DUTIES OF THE BOARD OF
COMMISSIONERS
Sepanjang Tahun 2023, Dewan Komisaris di dalam Throughout 2023, the Board of Commissioners in carrying
pelaksanaan tugasnya melakukan pembagian tugas dan out its duties will divide its tasks and areas as follows:
bidang sebagai berikut:
Nama Jabatan Area Tugas dan Tanggung Jawab
Name Position Areas of Duties and Responsibilities
Said Aqil Siroj Komisaris Utama / a. Mengkoordinir segala upaya, kegiatan dan pekerjaan terkait tugas – tugas yang
President dilaksanakan oleh Dewan Komisaris PT Kereta Api Indonesia (Persero), termasuk
Commissioner atas tugas tertentu dalam rangka pengawasan dan penasihatan yang belum tercakup
dalam pembagian tugas khusus penetapan ini. / Coordinating all efforts, activities
and work related to the tasks carried out by the Board of Commissioners of PT
Kereta Api Indonesia (Persero), including certain tasks in the context of supervision
and advisory that are not covered in the division of special tasks of this determination.
b. Bertindak untuk dan atas nama Dewan Komisaris PT Kereta Api Indonesia (Persero)
dalam penyampaian secara tertulis hasil segala upaya, kegiatan dan pekerjaan
pengawasan serta penasihatan tersebut atas kebijakan pengurusan, jalannya
pengurusan baik mengenai Perseroan maupun usaha Perseroan yang dilakukan
oleh Direksi PT Kereta Api Indonesia (Persero). / Acting for and on behalf of the
Board of Commissioners of PT Kereta Api Indonesia (Persero) in submitting in
writing the results of all efforts, activities and work of supervision and advisory
on management policies, the course of management both regarding the Company
and the Company's business carried out by the Board of Directors of PT Kereta
Api Indonesia (Persero). / Acting for and on behalf of the Board of Commissioners
of PT Kereta Api Indonesia (Persero) in submitting in writing the results of all
efforts, activities and work of supervision and advisory on management policies,
the course of management both regarding the Company and the Company's
business carried out by the Board of Directors of PT Kereta Api Indonesia (Persero).
c. Melaksanakan upaya, kegiatan dan pekerjaan lainnya untuk kepentingan PT Kereta
Api Indonesia (Persero) sepanjang tidak bertentangan dengan ketentuan peraturan
perundangan, peraturan perseroan, Anggaran Dasar dan/atau Keputusan RUPS.
/ Carrying out other efforts, activities and work for the benefit of PT Kereta Api
Indonesia (Persero) as long as they do not conflict with the provisions of laws
and regulations, company regulations, Articles of Association and/or GMS Decisions.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 329
Annual and Sustainability Report
Page 330
Tata Kelola Perusahaan
Good Corporate Governance
Nama Jabatan Area Tugas dan Tanggung Jawab
Name Position Areas of Duties and Responsibilities
Riza Primadi Komisaris / Melaksanakan tugas khusus pada aspek sarana dan prasarana serta fasilitas
Commissioner pendukungnya PT Kereta Api Indonesia (Persero), antara lain sebagai berikut: /
Carrying out special tasks on the aspects of Rolling Stock and infrastructure and
supporting facilities of PT Kereta Api Indonesia (Persero), including the following:
a. Melaksanakan, identifikasi, assessment dan monitoring aspek pengadaan,
penggunaan, perawatan serta fasilitas pendukungnya milik PT Kereta Api Indonesia
(Persero), termasuk penerapan standarisasi kelayakannya. / Carrying out, identifying,
assessing and monitoring aspects of procurement, use, maintenance and supporting
facilities owned by PT Kereta Api Indonesia (Persero), including the
implementation of standardization of their eligibility.
b. Melakukan pengawasan atas kesehatan sarana, prasarana serta fasilitas pendukungnya
milik PT Kereta Api Indonesia (Persero). / Carrying out supervision of the health
of Rolling Stock, infrastructure and supporting facilities owned by PT Kereta Api
Indonesia (Persero).
c. Melaksanakan upaya, kegiatan dan pekerjaan lainnya pada aspek sarana, prasarana
dan fasilitas pendukung perkeretaapian untuk kepentingan PT Kereta Api Indonesia
(Persero) sepanjang tidak bertentangan dengan peraturan perundangan,
peraturan perseroan, AD dan/atau Keputusan RUPS. / Carrying out efforts, activities
and other work on aspects of Rolling Stock, infrastructure and supporting facilities
of railways for the benefit of PT Kereta Api Indonesia (Persero) as long as they
do not conflict with laws and regulations, company regulations, Articles of Association
and/or GMS Decisions.
d. Melakukan koordinasi lintas sektoral dan hubungan antar lembaga untuk kepentingan
PT Kereta Api Indonesia (Persero). / Carrying out cross-sectoral coordination and
inter-institutional relations for the benefit of PT Kereta Api Indonesia (Persero).
e. Selaku anggota Dewan Komisaris PT Kereta Api Indonesia (Persero), melaporkan
kepada Komisaris Utama Dewan Komisaris PT Kereta Api Indonesia (Persero) segala
upaya, pekerjaan dan kegiatannya. / As a member of the Board of Commissioners
of PT Kereta Api Indonesia (Persero), reporting to the President Commissioner of
the Board of Commissioners of PT Kereta Api Indonesia (Persero) all efforts, work
and activities.
Endang Tirtana Komisaris / Melaksanakan tugas khusus pada aspek regulasi korporasi, Tata Kelola Perseroan
Commissioner yang Baik (GCG) pada PT Kereta Api Indonesia (Persero), antara lain sebagai
berikut: / Carrying out special tasks on the aspects of corporate regulation, Good
Corporate Governance (GCG) at PT Kereta Api Indonesia (Persero), including the
following:
a. Melakukan identifikasi, assessment dan monitoring atas penerapan dan kepatuhan
terhadap ketentuan peraturan perundangan dan ketentuan peraturan lainnya
dalam operasional PT Kereta Api Indonesia (Persero), pelaksanaan Tata Kelola
Perusahaan yang Baik (GCG) pada PT Kereta Api Indonesia (Persero). / Carrying
out identification, assessment and monitoring of the implementation and
compliance with the provisions of laws and regulations and other regulations in
the operations of PT Kereta Api Indonesia (Persero), the implementation of Good
Corporate Governance (GCG) at PT Kereta Api Indonesia (Persero).
b. Melakukan pengawasan dan penasihatan atas penerapan segala ketentuan peraturan
perundangan dan ketentuan peraturan lainnya dalam operasional PT Kereta Api
Indonesia (Persero), pelaksanaan Tata Kelola Perusahaan yang Baik (GCG) pada
PT Kereta Api Indonesia (Persero). / Carrying out supervision and advice on the
implementation of all provisions of laws and regulations and other regulations
in the operations of PT Kereta Api Indonesia (Persero), the implementation of
Good Corporate Governance (GCG) at PT Kereta Api Indonesia (Persero).
c. Melaksanakan upaya, kegiatan dan pekerjaan lainnya pada aspek regulasi korporasi,
pelaksanaan Tata Kelola Perusahaan yang Baik (GCG) untuk kepentingan PT Kereta
Api Indonesia (Persero) sepanjang tidak bertentangan peraturan perundangan,
peraturan perseroan, anggaran dasar dan/atau keputusan RUPS. / Carrying out
efforts, activities and other work on the aspects of corporate regulation, the
implementation of Good Corporate Governance (GCG) for the benefit of PT Kereta
Api Indonesia (Persero) as long as it does not conflict with laws and regulations,
company regulations, articles of association and/or GMS decisions.
d. Melakukan koordinasi lintas sektoral dan hubungan antar lembaga untuk kepentingan
PT Kereta Api Indonesia (Persero). / Conduct cross-sectoral coordination and inter-
institutional relations for the benefit of PT Kereta Api Indonesia (Persero).
e. Selaku anggota Dewan Komisaris PT Kereta Api Indonesia (Persero), melaporkan
kepada Komisaris Utama Dewan Komisaris PT Kereta Api Indonesia (Persero) segala
upaya, pekerjaan dan kegiatannya. / As a member of the Board of Commissioners
of PT Kereta Api Indonesia (Persero), report to the President Commissioner of the
Board of Commissioners of PT Kereta Api Indonesia (Persero) all efforts, work
and activities.
Laporan Tahunan dan Keberlanjutan
330 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 331
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Nama Jabatan Area Tugas dan Tanggung Jawab
Name Position Areas of Duties and Responsibilities
Mohamad Risal Komisaris / Melaksanakan tugas khusus pada aspek manajemen risiko, PT KAI (Persero),
Wasal Commissioner antara lain sebagai berikut: / Carrying out special tasks on the risk management
aspect of PT KAI (Persero), including the following:
a. Melakukan pengawasan dan penasihatan atas aspek manajemen risiko PT Kereta
Api Indonesia (Persero) mulai tahap perencanaan, pengorganisasian, pelaksanaan
sampai tahap pengendalian. / Carrying out supervision and advice on the risk
management aspect of PT Kereta Api Indonesia (Persero) starting from the planning,
organizing, implementation to the control stage.
b. Melakukan pengawasan dan penasihatan atas penerapan dan pembangunan sistem
manajemen risiko yang baik pada PT Kereta Api Indonesia (Persero), / Carrying
out supervision and advice on the implementation and development of a good
risk management system at PT Kereta Api Indonesia (Persero),
c. Melaksanakan upaya, kegiatan dan pekerjaan lainnya pada aspek manajemen
risiko untuk kepentingan PT Kereta Api Indonesia (Persero) sepanjang tidak
bertentangan peraturan perundangan, peraturan perseroan, anggaran dasar dan/atau
keputusan RUPS. / Carrying out efforts, activities and other work on the risk
management aspect for the benefit of PT Kereta Api Indonesia (Persero) as long
as it does not conflict with laws and regulations, company regulations, articles
of association and/or GMS decisions.
d. Melakukan koordinasi lintas sektoral dan hubungan antar lembaga untuk kepentingan
PT Kereta Api Indonesia (Persero). / Carrying out cross-sectoral coordination and
inter-institutional relations for the benefit of PT Kereta Api Indonesia (Persero).
e. Selaku anggota Dewan Komisaris PT Kereta Api Indonesia (Persero), melaporkan
kepada Komisaris Utama Dewan Komisaris PT Kereta Api Indonesia (Persero) segala
upaya, pekerjaan dan kegiatannya. / As a member of the Board of Commissioners
of PT Kereta Api Indonesia (Persero), report to the President Commissioner of the
Board of Commissioners of PT Kereta Api Indonesia (Persero) all efforts, work
and activities.
Johan Sirait Komisaris / Melaksanakan tugas khusus pada aspek pemberdayaan aset PT Kereta Api
Commissioner Indonesia (Persero), antara lain sebagai berikut: / Carrying out special tasks on
the aspect of asset empowerment of PT Kereta Api Indonesia (Persero), including
the following:
a. Melaksanakan, identifikasi, assessment dan monitoring pada aspek pemberdayaan
aset milik PT Kereta Api Indonesia (Persero). / Carrying out, identifying, assessing
and monitoring the aspect of asset empowerment owned by PT Kereta Api Indonesia
(Persero).
b. Melakukan pengawasan atas kesehatan aset milik PT Kereta Api Indonesia (Persero).
/ Carrying out supervision of the health of assets owned by PT Kereta Api Indonesia
(Persero).
c. Melaksanakan upaya, kegiatan dan pekerjaan lainnya pada aspek pemberdayaan
aset perkeretaapian untuk kepentingan PT Kereta Api Indonesia (Persero) sepanjang
tidak bertentangan dengan peraturan perundangan, peraturan perseroan, AD
dan/atau Keputusan RUPS. / Carrying out efforts, activities and other work on
the aspect of railway asset empowerment for the benefit of PT Kereta Api Indonesia
(Persero) as long as it does not conflict with laws and regulations, company
regulations, Articles of Association and/or GMS Decisions.
d. Melakukan koordinasi lintas sektoral dan hubungan antar lembaga untuk kepentingan
PT Kereta Api Indonesia (Persero). / Carrying out cross-sectoral coordination and
inter-institutional relations for the benefit of PT Kereta Api Indonesia (Persero).
e. Selaku anggota Dewan Komisaris PT Kereta Api Indonesia (Persero), melaporkan
kepada Komisaris Utama Dewan Komisaris PT Kereta Api Indonesia (Persero) segala
upaya, pekerjaan dan kegiatannya. / As a member of the Board of Commissioners
of PT Kereta Api Indonesia (Persero), reporting to the President Commissioner of
the Board of Commissioners of PT Kereta Api Indonesia (Persero) all efforts, work
and activities.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 331
Annual and Sustainability Report
Page 332
Tata Kelola Perusahaan
Good Corporate Governance
Nama Jabatan Area Tugas dan Tanggung Jawab
Name Position Areas of Duties and Responsibilities
Chairul Anwar Komisaris / Melaksanakan tugas khusus pada aspek hukum, antara lain sebagai berikut: /
Commissioner Carrying out special tasks on legal aspects, including the following:
a. Melakukan identifikasi, assesment dan monitoring segala upaya, pekerjaan dan
kegiatan pembinaan dan pemberdayaan hukum serta perundang-undangan yang
berlaku dalam pengelolaan PT Kereta Api Indonesia (Persero) dan implikasinya.
/ Identifying, assessing and monitoring all efforts, work and activities for fostering
and empowering law and legislation applicable in the management of PT Kereta
Api Indonesia (Persero) and its implications.
b. Memberikan penasihatan dan pendampingan dalam penanganan dan penyelesaian
kasus-kasus hukum yang dapat menimbulkan kerugian bagi PT Kereta Api Indonesia
(Persero). / Providing advice and assistance in handling and resolving legal cases
that may cause losses to PT Kereta Api Indonesia (Persero).
c. Melaksanakan upaya, kegiatan dan pekerjaan lainnya pada aspek hukum PT Kereta
Api Indonesia (Persero) sepanjang tidak bertentangan dengan peraturan
perundangan, AD dan/atau Keputusan RUPS. / Carrying out efforts, activities and
other work on the legal aspects of PT Kereta Api Indonesia (Persero) as long as
they do not conflict with laws and regulations, Articles of Association and/or GMS
Decisions.
d. Melakukan koordinasi lintas sektoral dan hubungan antar lembaga untuk kepentingan
PT Kereta Api Indonesia (Persero). / Carrying out cross-sectoral coordination and
inter-institutional relations for the benefit of PT Kereta Api Indonesia (Persero).
e. Selaku anggota Dewan Komisaris PT Kereta Api Indonesia (Persero), melaporkan
kepada Komisaris Utama Dewan Komisaris PT Kereta Api Indonesia (Persero) segala
upaya, pekerjaan dan kegiatannya. / As a member of the Board of Commissioners
of PT Kereta Api Indonesia (Persero), report to the President Commissioner of the
Board of Commissioners of PT Kereta Api Indonesia (Persero) all efforts, work
and activities.
Sri Paduka Komisaris / Melaksanakan tugas khusus pada aspek keuangan dan anggaran PT Kereta Api
Mangoenagoro X Commissioner Indonesia (Persero), antara lain sebagai berikut: / Carrying out special tasks on
the financial and budget aspects of PT Kereta Api Indonesia (Persero), including
the following:
a. Melaksanakan evaluasi kinerja keuangan periodik, serta penyusunan program
kerja dan anggaran tahunan perusahaan. / Carrying out periodic financial
performance evaluations, as well as preparing the company's annual work program
and budget.
b. Melakukan pendampingan pelaksanaan audit terhadap PT Kereta Api Indonesia
(Persero) yang dilakukan oleh auditor eksternal. / Providing assistance in the
implementation of audits of PT Kereta Api Indonesia (Persero) carried out by
external auditors.
c. Melaksanakan upaya, kegiatan dan pekerjaan lainnya pada aspek keuangan dan
anggaran untuk kepentingan PT Kereta Api Indonesia (Persero) sepanjang tidak
bertentangan dengan peraturan perundangan, peraturan perseroan, AD dan/atau
Keputusan RUPS. / Carrying out efforts, activities and other work on the financial
and budget aspects for the benefit of PT Kereta Api Indonesia (Persero) as long
as they do not conflict with laws and regulations, company regulations, Articles
of Association and/or GMS Decisions.
d. Melakukan koordinasi lintas sektoral dan hubungan antar lembaga untuk kepentingan
PT Kereta Api Indonesia (Persero). / Carrying out cross-sectoral coordination and
inter-institutional relations for the benefit of PT Kereta Api Indonesia (Persero).
e. Selaku anggota Dewan Komisaris PT Kereta Api Indonesia (Persero), melaporkan
kepada Komisaris Utama Dewan Komisaris PT Kereta Api Indonesia (Persero) segala
upaya, pekerjaan dan kegiatannya. / As a member of the Board of Commissioners
of PT Kereta Api Indonesia (Persero), reporting to the President Commissioner of
the Board of Commissioners of PT Kereta Api Indonesia (Persero) all efforts, work
and activities.
Laporan Tahunan dan Keberlanjutan
332 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 333
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Nama Jabatan Area Tugas dan Tanggung Jawab
Name Position Areas of Duties and Responsibilities
Diah Natalisa Komisaris / Melaksanakan tugas khusus pada aspek perencanaan/pengembangan Sumber
Commissioner Daya Manusia dan organisasi PT Kereta Api Indonesia (Persero), antara lain
sebagai berikut: / Carrying out special tasks in the aspect of planning/
development of Human Resources and organization of PT Kereta Api Indonesia
(Persero), including the following:
a. Melaksanakan identifikasi, assessment dan monitoring terkait perencanaan,
pengorganisasian, dan pengembangan sumber daya manusia dan organisasi PT
Kereta Api Indonesia (Persero) / Carrying out identification, assessment and
monitoring related to planning, organizing, and development of human resources
and organization of PT Kereta Api Indonesia (Persero)
b. Melaksanakan upaya, kegiatan dan pekerjaan lainnya pada aspek perencanaan
dan pengembangan Sumber Daya Manusia dan organisasi PT Kereta Api Indonesia
(Persero) sepanjang tidak bertentangan dengan peraturan perundangan, AD dan/
atau Keputusan RUPS. / Carrying out efforts, activities and other work in the aspect
of planning and development of Human Resources and organization of PT Kereta
Api Indonesia (Persero) as long as it does not conflict with the laws and regulations,
Articles of Association and/or GMS Decisions.
c. Melakukan koordinasi lintas sektoral dan hubungan antar lembaga untuk kepentingan
PT Kereta Api Indonesia (Persero). / Carrying out cross-sectoral coordination and
inter-institutional relations for the benefit of PT Kereta Api Indonesia (Persero).
d. Selaku anggota Dewan Komisaris PT Kereta Api Indonesia (Persero), melaporkan
kepada Komisaris Utama Dewan Komisaris PT Kereta Api Indonesia (Persero) segala
upaya, pekerjaan dan kegiatannya. / As a member of the Board of Commissioners
of PT Kereta Api Indonesia (Persero), reporting to the President Commissioner of
the Board of Commissioners of PT Kereta Api Indonesia (Persero) all efforts, work
and activities.
Rochadi Komisaris / Melaksanakan tugas pada aspek keselamatan, keamanan, ketertiban dan
Commissioner operasional perkeretaapian PT Kereta Api Indonesia (Persero), antara lain sebagai
berikut: / Carrying out tasks on the safety, security, order and operational aspects
of PT Kereta Api Indonesia (Persero), including the following:
a. Melaksanakan identifikasi, assessment dan monitoring terkait perencanaan,
pengorganisasian, pelaksanaan, pengendalian sampai dengan pelaporan serta
yang berhubungan dengan potensi gangguan yang dapat menimbulkan
terganggunya keselamatan, ketertiban, ketepatan waktu, pelayanan dan
kenyamanan operasional perkeretaapian dan terjadinya gangguan nyata pada
operasional perkeretaapian. / Carrying out identification, assessment and monitoring
related to planning, organizing, implementing, controlling up to reporting and
those related to potential disturbances that can disrupt safety, order, punctuality,
service and comfort of railway operations and real disturbances to railway
operations.
b. Melaksanakan upaya, kegiatan dan pekerjaan lainnya pada aspek keselamatan,
keamanan, ketertiban dan operasional PT Kereta Api Indonesia (Persero) sepanjang
tidak bertentangan dengan peraturan perundangan, AD dan/atau Keputusan RUPS.
/ Carrying out efforts, activities and other work on the safety, security, order and
operational aspects of PT Kereta Api Indonesia (Persero) as long as they do not
conflict with laws and regulations, Articles of Association and/or GMS Decisions.
c. Melakukan koordinasi lintas sektoral dan hubungan antar lembaga untuk kepentingan
PT Kereta Api Indonesia (Persero). / Carrying out cross-sectoral coordination and
inter-institutional relations for the benefit of PT Kereta Api Indonesia (Persero).
d. Selaku Anggota Dewan Komisaris PT Kereta Api Indonesia (Persero), melaporkan
kepada Komisaris Utama Dewan Komisaris PT Kereta Api Indonesia (Perseo) segala
upaya, pekerjaan dan kegiatannya. / As a Member of the Board of Commissioners
of PT Kereta Api Indonesia (Persero), reporting to the President Commissioner of
the Board of Commissioners of PT Kereta Api Indonesia (Perseo) all efforts, work
and activities.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 333
Annual and Sustainability Report
Page 334
Tata Kelola Perusahaan
Good Corporate Governance
BOARD MANUAL DEWAN KOMISARIS BOARD MANUAL OF THE BOARD OF
COMMISSIONERS
Dewan Komisaris melaksanakan tugas dan tanggung The Board of Commissioners carries out its duties and
jawab dengan mengacu pada tata laksana kerja yang responsibilities by referring to the work procedures
termuat di dalam Board Manual. contained in the Board Manual.
Lebih lanjut, Board Manual merupakan pedoman yang Furthermore, the Board Manual is a guideline that
menjelaskan tahapan aktivitas kerja Dewan Komisaris explains the stages of the Board of Commissioners' work
secara terstruktur, sistematis, mudah dipahami, dan activities in a structured, systematic, easy to understand
dapat dijalankan secara konsisten, sehingga dapat and can be carried out consistently, so that it can serve
menjadi pedoman pelaksanaan tugas bagi masing-masing as a guideline for carrying out the duties of each member
anggota Dewan Komisaris. of the Board of Commissioners.
Board Manual disusun berdasarkan prinsip-prinsip The Board Manual is prepared based on the principles
hukum korporasi, ketentuan Anggaran Dasar Perseroan, of corporate law, the provisions of the Company's Articles
peraturan perundang-undangan yang berlaku, arahan of Association, applicable laws and regulations,
Pemegang Saham serta praktik-praktik terbaik (best Shareholder directives and best practices (best practices)
practices) Good Corporate Governance. Board Manual Good Corporate Governance. The Company's Board
Perseroan ditetapkan melalui Keputusan Bersama Dewan Manual was established through Joint Decree of the Board
Komisaris dan Direksi Nomor 04/CH/KOM/ III/2017 dan of Commissioners and Directors Number 04/CH/KOM/
Nomor KEP.U/KO.101/III/15/KA-2017 tentang Panduan Tata III/2017 and Number KEP.U/KO.101/III/15/KA-2017
Kerja Dewan Komisaris dan Direksi (Board Manual) PT concerning Guidelines for the Work Procedures of the
Kereta Api Indonesia (Persero) tanggal 16 Maret 2017. Board of Commissioners and Directors (Board Manual)
PT Kereta Api Indonesia (Persero) on March 16 th, 2017.
Board Manual memuat pedoman kerja Dewan Komisaris, The Board Manual contains the work guidelines for the
dengan perincian berikut: Board of Commissioners, with the following details:
1. Persyaratan dan Komposisi Dewan Komisaris 1. Requirements and Composition of the Board of
Commissioners
2. Masa Jabatan Dewan Komisaris 2. Term of Office of the Board of Commissioners
3. Program Pengenalan dan Peningkatan Kapabilitas 3. Introduction and Capability Building Program
4. Tugas, Wewenang dan Kewajiban Dewan Komisaris 4. Duties, Authorities and Obligations of the Board of
Commissioners
5. Tanggung Jawab Dewan Komisaris 5. Responsibilities of the Board of Commissioners
6. Hak Dewan Komisaris 6. Rights of the Board of Commissioners
7. Komisaris Independen 7. Independent Commissioners
8. Etika Jabatan 8. Department Ethics
9. Rapat Dewan Komisaris 9. Board of Commissioners Meetings
10. Komite-komite Dewan Komisaris 10. Committees of the Board of Commissioners
11. Sekretaris Dewan Komisaris 11. Secretary to the Board of Commissioners
KOMISARIS INDEPENDEN INDEPENDENT COMMISSIONER
Komisaris Independen merupakan anggota Dewan Independent Commissioners are members of the Board
Komisaris yang tidak memiliki hubungan keuangan, of Commissioners who do not have financial,
pengurusan, kepemilikan saham dan/atau hubungan management, share ownership and/or family relationships
keluarga dengan anggota Dewan Komisaris lainnya, with other members of the Board of Commissioners,
Direksi dan/atau pemegang saham, pengendali atau Directors and/or shareholders, controllers or other
hubungan lain yang dapat mempengaruhi relationships that could affect their ability to act
kemampuannya untuk bertindak secara independen. independently.
Laporan Tahunan dan Keberlanjutan
334 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 335
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KRITERIA ANGGOTA DEWAN KOMISARIS CRITERIA FOR THE BOARD OF
[GRI 2-10] COMMISSIONERS [GRI 2-10]
Dewan Komisaris memiliki peran penting dalam The Board of Commissioners plays a crucial role in
pelaksanaan prinsip-prinsip GCG. KAI telah memastikan implementing GCG principles. KAI has ensured that all
seluruh anggota Dewan Komisaris memiliki kompetensi members of the Board of Commissioners possess high-level
tinggi yang sesuai dengan kebutuhan organisasi. Dewan competencies that align with the organization's needs.
Komisaris yang menjabat juga sudah memenuhi syarat The serving Board of Commissioners also meets the
materiil dan syarat formil sebagaimana diatur pada pasal material and formal requirements as stipulated in Articles
15 dan pasal 16, Peraturan Menteri Badan Usaha Milik 15 and 16 of the Regulation of the Minister of State-
Negara Republik Indonesia Nomor PER-3/MBU/03/2023 Owned Enterprises of the Republic of Indonesia Number
tentang Organ Dan Sumber Daya Manusia Badan Usaha PER-3/MBU/03/2023 concerning the Organs and Human
Milik Negara, sebagai berikut: Resources of State-Owned Enterprises, as follows:
1. Dewan Komisaris sudah memenuhi syarat materiil, 1. The Board of Commissioners meets the material
di antaranya: requirements, including:
a. Integritas; a. Integrity;
b. Dedikasi; b. Dedication;
c. Memahami masalah-masalah manajemen c. Understanding of company management issues
perusahaan yang berkaitan dengan salah satu related to one of the management functions;
fungsi manajemen;
d. Memiliki pengetahuan yang memadai di bidang d. Adequate knowledge in the business field where
usaha di mana yang bersangkutan dicalonkan; they are nominated; and
dan
e. Dapat menyediakan waktu yang cukup untuk e. The ability to allocate sufficient time to carry
melaksanakan tugasnya. out their duties.
2. Dewan Komisaris sudah memenuhi syarat formal, 2. The Board of Commissioners meets the formal
di antaranya: requirements, including:
a. Orang perseorangan; a. Being an individual person;
b. Mampu melaksanakan perbuatan hukum; b. The ability to perform legal acts;
c. Tidak pernah dinyatakan pailit dalam waktu 5 c. Never declared bankrupt within 5 (five) years
(lima) tahun sebelum pengangkatan; prior to appointment;
d. Tidak pernah menjadi anggota Direksi atau d. Never served as a member of the Board of
anggota Dewan Komisaris/Dewan Pengawas Directors or Board of Commissioners/Supervisory
yang dinyatakan bersalah menyebabkan suatu Board who was found guilty of causing a State-
BUMN, Anak Perusahaan dan/atau badan usaha Owned Enterprise, Subsidiary, and/or other
lainnya dinyatakan pailit dalam waktu 5 (lima) business entity to be declared bankrupt within
tahun sebelum pengangkatan; dan 5 (five) years prior to appointment; and
e. Tidak pernah dihukum karena melakukan e. Never convicted of a criminal offense that caused
tindak pidana yang merugikan keuangan financial harm to the State, State-Owned
Negara, BUMN, Anak Perusahaan, badan usaha Enterprises, Subsidiaries, other business entities,
lainnya dan/atau yang berkaitan dengan and/or related to the financial sector within 5
sektor keuangan dalam waktu 5 (lima) tahun (five) years prior to appointment.
sebelum pengangkatan.
Perseroan memastikan bahwa seluruh anggota Dewan The Company ensures that all members of the Board of
Komisaris yang menjabat per 31 Desember 2023 sudah Commissioners serving as of December 31 st, 2023, meet
memenuhi persyaratan formal dan materiil, serta memiliki both formal and material requirements and possess the
kompetensi dan keahlian yang dibutuhkan demi necessary competencies and expertise to achieve the
tercapainya tujuan dan kepentingan terbaik perusahaan. company's goals and best interests.
Pada tahun 2023, tidak terdapat perubahan komposisi In 2023, there were no changes in the composition of
Dewan Komisaris, sehingga Dewan Komisaris Perseroan the Board of Commissioners. Therefore, the Company's
berjumlah 9 orang yang terdiri dari 1 orang Komisaris Board of Commissioners consists of 9 members, including
Utama yang juga Komisaris Independen, 5 orang 1 President Commissioner who is also an Independent
Komisaris dan 3 orang Komisaris Independen. Jumlah Commissioner, 5 Commissioners, and 3 Independent
Komisaris Independen mencapai 4 orang atau 44,44% Commissioners. The number of Independent
dari keseluruhan anggota Dewan Komisaris, telah Commissioners reaches 4, or 44.44% of the total members
memenuhi syarat minimal 30% yang ditetapkan pada of the Board of Commissioners, exceeding the minimum
Peraturan OJK No. 33/POJK.04/2014 tentang Jumlah requirement of 30% as stipulated in OJK Regulation No.
anggota Dewan Komisaris Perseroan. 33/POJK.04/2014 on the Number of Members of the Board
of Commissioners of the Company.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 335
Annual and Sustainability Report
Page 336
Tata Kelola Perusahaan
Good Corporate Governance
Komposisi Dewan Komisaris per 31 Desember 2023, The composition of the Board of Commissioners as of
perubahan komposisi Dewan Komisaris KAI, serta December 31 st, 2023, changes in the composition of KAI's
hubungan afiliasi Dewan Komisaris telah disampaikan Board of Commissioners, and the affiliation relationships
pada bab Profil Perusahan. of the Board of Commissioners are detailed in the
Company Profile section.
Pengelolaan Benturan Kepentingan Dewan Komisaris Management of Conflict of Interest by the Board of
[GRI 2-15] Commissioners [GRI 2-15]
Pengelolaan benturan kepentingan Dewan Komisaris The management of conflicts of interest for the
Perseroan telah mematuhi ketentuan Peraturan OJK No. Company’s Board of Commissioners complies with the
42/ POJK.04/2020 tentang Transaksi Afiliasi dan Transaksi provisions of OJK Regulation No. 42/POJK.04/2020
Benturan Kepentingan. Perseroan menerapkan sejumlah regarding Affiliate Transactions and Conflicts of Interest
prinsip untuk mencegah terjadinya benturan Transactions. The Company applies several principles to
kepentingan dan implikasi lanjutan yang sering prevent conflicts of interest and their potential
ditimbulkannya antara lain sebagai berikut: implications, including:
1. Dewan Komisaris selalu menghindari adanya 1. The Board of Commissioners always avoids conflicts
benturan kepentingan di dalam melaksanakan of interest while performing their duties. They must
tugasnya. Dewan Komisaris tidak akan not use their position for personal gain or for the
memanfaatkan jabatan untuk kepentingan pribadi benefit of others.
atau untuk kepentingan orang atau pihak lain yang
terkait;
2. Dewan Komisaris harus menghindari setiap aktivitas 2. The Board of Commissioners must avoid any
yang dapat mempengaruhi independensinya activities that could affect their independence in
dalam tugas pengawasan Perseroan; overseeing the Company.
3. Dewan Komisaris berkewajiban mengisi Daftar 3. The Board of Commissioners is required to complete
Khusus yang berisikan kepemilikan sahamnya dan a Special List detailing their and/or their family's
atau keluarganya pada perusahaan lain; shareholdings in other companies.
4. Apabila terjadi benturan kepentingan, maka harus 4. If a conflict of interest occurs, it must be disclosed,
diungkapkan, dan Dewan Komisaris yang and the involved Board member must refrain from
bersangkutan tidak boleh melibatkan diri dalam participating in the decision-making process of the
proses pengambilan keputusan Perseroan; Company.
5. Dewan Komisaris berkewajiban membuat 5. The Board of Commissioners is obligated to make
pernyataan mengenai benturan kepentingan statements regarding conflicts of interest related
terhadap hal-hal yang termaktub dalam Rencana to matters specified in the Company’s Work Plan
Kerja dan Anggaran Perusahaan and Budget.
Laporan Tahunan dan Keberlanjutan
336 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 337
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
RAPAT DEWAN KOMISARIS BOARD OF COMMISSIONERS MEETING
Kebijakan Rapat Meeting Policy
Sesuai ketentuan di dalam peraturan yang berlaku, In accordance with the provisions in the applicable
Anggaran Dasar dan Board Manual, Dewan Komisaris regulations, Articles of Association and Board Manual,
mengadakan rapat dengan uraian kebijakan sebagai the Board of Commissioners held a meeting with the
berikut: following policy description:
1. Umum 1. General
a. Rapat Dewan Komisaris harus diadakan secara a. Board of Commissioners meetings must be held
berkala, sekurang-kurangnya sekali dalam periodically, at least once a month, and at these
setiap bulan, dan dalam rapat tersebut Dewan meetings the Board of Commissioners can invite
Komisaris dapat mengundang Direksi. the Directors.
b. Dewan Komisaris harus menetapkan tata tertib b. The Board of Commissioners must determine
rapat Dewan Komisaris. the rules for meetings of the Board of
Commissioners.
c. Segala keputusan Dewan Komisaris diambil c. All decisions of the Board of Commissioners are
dalam rapat Dewan Komisaris. taken at Board of Commissioners meetings.
d. Keputusan dapat pula diambil di luar rapat d. Decisions can also be taken outside the Board
Dewan Komisaris sepanjang seluruh anggota of Commissioners meeting as long as all
Dewan Komisaris setuju tentang cara dan materi members of the Board of Commissioners agree
yang diputuskan. on the method and material being decided.
e. Mekanisme pemanggilan rapat: e. Meeting calling mechanism:
1) Panggilan rapat gabungan disampaikan 1) The invitation to a joint meeting is
secara tertulis oleh Komisaris Utama atau delivered in writing by the President
oleh anggota Dewan Komisaris yang Commissioner or by a member of the
ditunjuk oleh Komisaris Utama dan Board of Commissioners appointed by the
disampaikan dalam jangka waktu paling President Commissioner and delivered no
lambat 3 (tiga) hari sebelum rapat later than 3 (three) days before the
diadakan atau dalam waktu yang lebih meeting is held or within a shorter time
singkat jika dalam keadaan mendesak, if in urgent circumstances, taking into
dengan memperhitungkan tanggal account the date call and meeting date.
panggilan dan tanggal rapat.
2) Panggilan rapat sebagaimana dimaksud 2) The invitation to the meeting as referred
pada huruf a harus mencantumkan acara, to in letter a must include the agenda,
tanggal, waktu dan tempat rapat. date, time and place of the meeting.
3) Panggilan rapat tersebut tidak disyaratkan 3) The summons to the meeting is not
apabila semua anggota Dewan Komisaris required if all members of the Board of
dan Direksi hadir dalam rapat. Commissioners and Directors are present
at the meeting.
f. Dalam setiap rapat Dewan Komisaris harus f. At each meeting of the Board of Commissioners,
dibuat risalah rapat berisi hal–hal yang minutes of the meeting must be prepared
dibicarakan (termasuk pendapat berbeda/ containing the matters discussed (including
dissenting opinion different opinions/dissenting opinion members
of the Board of Commissioners, if any) and
matters decided.
g. Risalah rapat harus menggambarkan jalannya g. Meeting minutes should describe the
rapat. Hal ini penting untuk dapat melihat proceedings of the meeting. This is important
proses pengambilan keputusan dan sekaligus to be able to see the decision-making process
menjadi dokumen hukum dan alat bukti yang and at the same time be a legal document and
sah untuk menentukan akuntabilitas dari hasil valid evidence to determine accountability for
suatu keputusan rapat. Untuk itu risalah rapat the results of a meeting decision. For this
harus mencantumkan: reason, the minutes of the meeting must
include:
i. Tempat, tanggal dan waktu rapat i. Place, date and time of meeting held;
diadakan;
ii. Agenda yang dibahas; ii. Agenda discussed;
iii. Daftar hadir yang ditandatangani oleh iii. Attendance list signed by each meeting
setiap peserta rapat; participant;
iv. Berbagai pendapat yang terdapat dalam iv. Various opinions found in the meeting
rapat termasuk dissenting opinion; include dissenting opinion;
v. Siapa yang mengemukakan pendapat; v. Who presented the opinion;
vi. Proses pengambilan keputusan; vi. Decision making process;
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 337
Annual and Sustainability Report
Page 338
Tata Kelola Perusahaan
Good Corporate Governance
vii. Keputusan yang diambil; dan vii. Decisions taken;
viii. Pernyataan keberatan terhadap keputusan viii. Statement of objection to the decision of
rapat apabila tidak terjadi kebulatan the meeting when there is no unanimity
pendapat. of opinion.
h. Risalah rapat ditandatangani oleh Ketua Rapat h. The minutes of the meeting are signed by the
dan seluruh anggota Dewan Komisaris yang Chairman of the Meeting and all members of
hadir dalam rapat. the Board of Commissioners who were present
at the meeting.
i. Asli risalah rapat Dewan Komisaris disampaikan i. The original minutes of the Board of
kepada Direksi untuk disimpan dan dipelihara, Commissioners' meetings are submitted to the
sedangkan Dewan Komisaris menyimpan Board of Directors to be kept and maintained,
salinannya. while the Board of Commissioners keeps a copy.
j. Rapat Dewan Komisaris dianggap sah apabila j. Meetings of the Board of Commissioners are
diadakan di tempat kedudukan Perseroan atau considered valid when held at the Company's
di tempat lain di dalam wilayah Republik location or at another location within the
Indonesia. territory of the Republic of Indonesia.
k. Dewan Komisaris mengadakan rapat paling k. The Board of Commissioners holds a meeting
sedikit setiap bulan sekali, dalam rapat tersebut at least once a month, at which meeting the
Dewan Komisaris agar dan/atau dapat Board of Commissioners may invite and/or invite
mengundang Direksi. the Board of Directors.
l. Dewan Komisaris dapat mengadakan rapat l. The Board of Commissioners may hold
sewaktu– waktu atas pemintaan 1 (satu) atau meetings at any time at the request of 1 (one)
beberapa anggota Dewan Komisaris, or several members of the Board of
permintaan Direksi, atau atas permintaan Commissioners, at the request of the Board of
tertulis dari 1 (satu) atau beberapa Pemegang Directors, or at the written request of 1 (one) or
Saham yang mewakili sekurang-kurangnya 1/10 several Shareholders representing at least 1/10
(satu per sepuluh) jumlah saham dengan hak (one tenth) of the total shares with voting
suara, dengan menyebutkan hal-hal yang akan rights, stating the matters to be discussed.
dibicarakan.
m. Panggilan rapat Dewan Komisaris disampaikan m. Summons for meetings of the Board of
secara tertulis oleh Komisaris Utama atau oleh Commissioners are delivered in writing by the
anggota Komisaris yang ditunjuk oleh Komisaris President Commissioner or by members of the
Utama dan disampaikan dalam jangka waktu Board of Commissioners appointed by the
paling lambat 3 (tiga) hari sebelum rapat President Commissioner and delivered no later
diadakan atau dalam waktu yang lebih singkat than 3 (three) days before the meeting is held
jika dalam keadaan mendesak, dengan tidak or within a shorter time if in urgent
memperhitungkan tanggal panggilan dan circumstances, without taking into account the
tempat rapat. date of the summons. and meeting place.
n. Panggilan rapat harus mencantumkan acara, n. The meeting call must include the event, date,
tanggal waktu dan tempat rapat. time and place of the meeting.
o. Panggilan rapat tersebut tidak disyaratkan o. The meeting call is not required when all
apabila semua anggota Dewan Komisaris hadir members of the Board of Commissioners are
dalam rapat. present in the meeting.
p. Rapat Dewan Komsaris adalah sah dan berhak p. Board of Commissioners meetings are valid and
mengambil keputusan yang mengikat apabila have the right to make binding decisions when
dihadiri atau diwakili oleh 1/2 (satu per dua) attended or represented by 1/2 (one-half) of the
jumlah anggota Dewan Komisaris. total members of the Board of Commissioners.
q. Dalam mata acara lain-lain, rapat Dewan q. In other agenda items, the Board of
Komisaris tidak berhak mengambil keputusan Commissioners meeting does not have the right
kecuali semua anggota Dewan Komisaris atau to make decisions unless all members of the
wakilnya yang sah hadir dan menyetujui Board of Commissioners or their authorized
penambahan mata acara rapat. representatives are present and agree to
additional meeting agenda items.
r. Seorang anggota Komisaris dapat diwakili r. A member of the Board of Commissioners may
dalam rapat hanya oleh satu anggota Komisaris be represented at a meeting only by one other
lainnya berdasarkan kuasa tertulis yang member of the Board of Commissioners based
diberikan khusus untuk keperluan ini. on a written authorization given specifically for
this purpose.
s. Semua rapat Dewan Komisaris dipimpin oleh s. All meetings of the Board of Commissioners are
Komisaris Utama. chaired by the President Commissioner.
Laporan Tahunan dan Keberlanjutan
338 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 339
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
t. Dalam hal Komisaris Utama tidak hadir atau t. In the event that the President Commissioner
berhalangan, rapat Dewan Komisaris dipimpin is absent or unable to attend, the meeting of
oleh seorang Komisaris lainnya yang ditunjuk the Board of Commissioners is chaired by
oleh Komisaris Utama. another Commissioner appointed by the
President Commissioner.
u. Dalam hal Komisaris Utama tidak melakukan u. In the event that the President Commissioner
penunjukan, maka anggota Komisaris yang does not make an appointment, the member
paling lama menjabat sebagai anggota of Commissioners who has served as a member
Komisaris bertindak sebagai pimpinan rapat of the Board of Commissioners the longest acts
Dewan Komisaris. as chairman of the meeting of the Board of
Commissioners.
v. Dalam hal anggota Komisaris yang paling lama v. In the event that more than one member of
menjabat sebagai anggota Dewan Komisaris the Board of Commissioners has served the
lebih dari satu orang, maka anggota Dewan longest as a member of the Board of
Komisaris yang tertua dalam usia bertindak Commissioners, then the member of the Board
sebagai pimpinan rapat. of Commissioners who is the oldest in age acts
as chairman of the meeting.
w. Semua keputusan rapat Dewan Komisaris w. All decisions at Board of Commissioners
diambil dengan musyawarah untuk mufakat. meetings are taken by deliberation to reach
consensus.
x. Apabila melalui musyawarah tidak tercapai x. If a consensus cannot be reached through
mufakat, maka keputusan rapat Dewan Komisaris deliberation, then the decision at the Board of
diambil dengan suara terbanyak. Commissioners meeting is taken by majority
vote.
y. Setiap anggota Dewan Komisaris berhak untuk y. Each member of the Board of Commissioners
mengeluarkan 1 (satu) suara ditambah 1 (satu) has the right to cast 1 (one) vote plus 1 (one)
suara untuk anggota Dewan Komisaris yang vote for the member of the Board of
diwakilinya. Commissioners he represents.
z. Apabila jumlah suara yang setuju dan tidak z. If the number of votes agreeing and
setuju sama banyaknya, maka keputusan rapat disagreeing is the same, then the decision of
adalah yang sama dengan pendapat pimpinan the meeting is the same as the opinion of the
rapat, dengan tetap memperhatikan ketentuan chairman of the meeting, while still paying
mengenai pertanggungjawaban kecuali attention to the provisions regarding
mengenai diri orang, pengambilan keputusan accountability except regarding individuals,
rapat dilakukan dengan pemilihan secara decision making at the meeting is carried out
tertutup. by closed voting.
i. Suara blangko (abstain) dianggap i. A blank vote (abstain) is deemed to
menyetujui hasil keputusan rapat. approve the results of the meeting
decision.
ii. Dalam hal usulan lebih dua alternatif dan ii. In the event that there are more than two
hasil pemungutan suara belum alternative proposals and the voting
mendapatkan satu alternatif dengan suara results have not received one alternative
lebih dari 1/2 (satu per dua) bagian dari with more than 1/2 (one-half) of the total
jumlah suara yang dikeluarkan, maka votes cast, then a re-election will be
dilakukan pemilihan ulang terhadap dua carried out on the two proposals that
usulan yang memperoleh suara lebih dari received more than 1/2 of the votes. (one
1/2 (satu per dua) bagian dari jumlah yang half) part of the amount issued.
dikeluarkan.
iii. Suara yang tidak sah dianggap tidak ada iii. Invalid votes are considered non-existent
dan tidak dihitung dalam menentukan and are not counted in determining the
jumlah suara yang dikeluarkan dalam number of votes cast at the meeting.
rapat.
iv. Jumlah rapat Dewan Komisaris dan iv. The number of meetings of the Board of
jumlah kehadiran masing-masing Commissioners and the number of
anggota Dewan Komisaris harus dimuat attendance of each member of the Board
dalam Laporan Tahunan BUMN. of Commissioners must be included in the
SOE Annual Report.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 339
Annual and Sustainability Report
Page 340
Tata Kelola Perusahaan
Good Corporate Governance
2. Jenis Rapat 2. Type of Meeting
a. Rapat Internal Dewan Komisaris a. Internal Meeting of the Board of
Commissioners
i. Rapat Dewan Komisaris harus diadakan i. Board of Commissioners meetings must
secara berkala, sekurang-kurangnya sekali be held periodically, at least once a month,
dalam setiap bulan, dan dalam rapat and at these meetings the Board of
tersebut Dewan Komisaris dapat Commissioners may invite the Board of
mengundang Direksi. Directors.
ii. Dewan Komisaris dapat mengadakan rapat ii. The Board of Commissioners may hold a
sewaktu–waktu atas pemintaan 1 (satu) meeting at any time at the request of 1
atau beberapa anggota Dewan Komisaris, (one) or several members of the Board of
permintaan Direksi, atau atas permintaan Commissioners, at the request of the Board
tertulis dari 1 (satu) atau beberapa of Directors, or at the written request of 1
Pemegang Saham yang mewakili (one) or several Shareholders
sekurang-kurangnya 1/10 (satu per representing at least 1/10 (one tenth). )
sepuluh) jumlah saham dengan hak suara, number of shares with voting rights,
dengan menyebutkan hal – hal yang akan stating the matters to be discussed.
dibicarakan.
iii. Rapat Dewan Komisaris dan komite- iii. Meetings of the Board of Commissioners
komite Dewan Komisaris merupakan and committees of the Board of
Rapat Dewan Komisaris dalam rangka Commissioners are meetings of the Board
membahas laporan-laporan periodik of Commissioners in order to discuss the
komite. committee's periodic reports.
b. Rapat Dewan Komisaris dan Direksi Rapat b. Meetings of the Board of Commissioners and
gabungan merupakan rapat Dewan Komisaris Directors A joint meeting is a meeting of the
yang mengundang Direksi dan/atau dapat juga Board of Commissioners which invites the
dilakukan atas usulan Direksi berikut agenda Directors and/or can also be held based on a
yang akan dibahas dalam rapat. proposal from the Directors along with the
agenda to be discussed at the meeting.
3. Mekanisme Rapat 3. Meeting Mechanisms
a. Rapat Dewan Komisaris diadakan di tempat a. Board of Commissioners meetings are held at
kedudukan Perseroan atau di tempat lain di the Company's domicile or at other places
dalam wilayah Republik Indonesia. within the territory of the Republic of Indonesia.
b. Panggilan rapat Dewan Komisaris disampaikan b. Summons for meetings of the Board of
secara tertulis oleh Komisaris Utama atau oleh Commissioners are delivered in writing by the
anggota Komisaris yang ditunjuk oleh Komisaris President Commissioner or by members of the
Utama dan disampaikan dalam jangka waktu Board of Commissioners appointed by the
paling lambat 3 (tiga) hari sebelum rapat President Commissioner and delivered no later
diadakan atau dalam waktu yang lebih singkat than 3 (three) days before the meeting is held
jika dalam keadaan mendesak, dengan tidak or within a shorter time if in urgent
memperhitungkan tanggal panggilan dan circumstances, without taking into account the
tempat rapat. date of the summons. and meeting place.
c. Panggilan rapat harus mencantumkan agenda/ c. The meeting invitation must include the
acara, tanggal waktu dan tempat rapat. agenda/event, date, time and place of the
meeting.
d. Agenda rapat mengacu pada dan d. The meeting agenda refers to and uses the
menggunakan program kerja tahunan Dewan annual work program of the Board of
Komisaris yang telah disusun dan disahkan Commissioners which has been previously
sebelumnya oleh Dewan Komisaris. prepared and approved by the Board of
Commissioners.
e. Sebelum rapat dilangsungkan, Sekretaris e. Before the meeting is held, the Secretary of the
Dewan Komisaris terlebih dahulu mengedarkan Board of Commissioners first circulates the
agenda rapat dan/atau bahan rapat untuk meeting agenda and/or meeting materials to
mendapatkan masukan dari para Anggota obtain input from members of the Board of
Dewan Komisaris mengenai agenda tersebut. Commissioners regarding the agenda. This input
Masukan tersebut dapat berupa penambahan/ can be in the form of additions/reductions or
pengurangan atau penajaman agenda rapat. sharpening of the meeting agenda.
f. Setiap Anggota Dewan Komisaris berhak untuk f. Each member of the Board of Commissioners
mengusulkan agenda rapat yang akan has the right to propose the agenda for the
dilaksanakan. meeting to be held.
Laporan Tahunan dan Keberlanjutan
340 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 341
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
g. Jika rapat tersebut mengundang pihak lain, g. If the meeting invites other parties, the
Sekretaris Dewan Komisaris bertugas untuk Secretary of the Board of Commissioners is
membuat surat undangan kepada pihak yang tasked with writing an invitation letter to the
dimaksud. Dalam hal pihak lain tersebut berasal parties in question. In the event that the other
dari bawah Direksi, maka untuk maksud party comes from under the Board of Directors,
tersebut harus sepengetahuan Direksi. then for this purpose they must have the
knowledge of the Board of Directors.
h. Seorang anggota Dewan Komisaris dapat h. A member of the Board of Commissioners may
diwakili dalam rapat hanya oleh satu anggota be represented at a meeting only by one other
Dewan Komisaris lainnya berdasarkan kuasa member of the Board of Commissioners based
tertulis yang diberikan khusus untuk keperluan on a written authorization given specifically for
ini. this purpose.
i. Semua rapat Dewan Komisaris dipimpin oleh i. All meetings of the Board of Commissioners are
Komisaris Utama. chaired by the President Commissioner.
j. Dalam hal Komisaris Utama tidak hadir atau j. In the event that the President Commissioner
berhalangan, rapat Dewan Komisaris dipimpin is absent or unable to attend, the meeting of
oleh seorang Komisaris lainnya yang ditunjuk the Board of Commissioners is chaired by
oleh Komisaris Utama. another Commissioner appointed by the
President Commissioner.
k. Dalam hal Komisaris Utama tidak melakukan k. In the event that the President Commissioner
penunjukan, maka anggota Komisaris yang does not make an appointment, the member
paling lama menjabat sebagai anggota of Commissioners who has served as a member
Komisaris bertindak sebagai pimpinan rapat of the Board of Commissioners the longest acts
Dewan Komisaris. as chairman of the meeting of the Board of
Commissioners.
l. Dalam hal anggota Dewan Komisaris yang paling l. In the event that more than one member of
lama menjabat sebagai anggota Dewan the Board of Commissioners has served the
Komisaris lebih dari satu orang, maka anggota longest as a member of the Board of
Dewan Komisaris yang tertua dalam usia Commissioners, then the member of the Board
bertindak sebagai pimpinan rapat. of Commissioners who is the oldest in age acts
as chairman of the meeting.
4. Mekanisme Pengambilan Keputusan 4. Decision Making Mechanism
a. Semua keputusan Rapat Dewan Komisaris a. All decisions at Board of Commissioners
harus berdasarkan itikad baik, pertimbangan Meetings must be based on good faith, rational
rasional dan telah melalui telaah atau kajian considerations and have gone through an in-
yang mendalam terhadap berbagai hal yang depth study or study of various relevant matters,
relevan, informasi yang cukup dan bebas dari sufficient information and free from conflicts
benturan kepentingan serta dibuat secara of interest and made independently by each
independen oleh masing-masing anggota member of the Board of Commissioners.
Dewan Komisaris.
b. Setiap anggota Dewan Komisaris bertanggung b. Each member of the Board of Commissioners
jawab atas keputusan Dewan Komisaris. is responsible for the decisions of the Board of
Commissioners.
c. Pengambilan keputusan oleh Dewan Komisaris c. Decision making by the Board of Commissioners
dilakukan melalui Rapat Dewan Komisaris. is carried out through Board of Commissioners
Meetings.
d. Semua keputusan rapat Dewan Komisaris d. All decisions at Board of Commissioners
diambil dengan musyawarah untuk mufakat. meetings are taken by deliberation to reach
consensus.
e. Semua keputusan dalam Rapat Dewan e. All decisions at Board of Commissioners
Komisaris diambil dengan musyawarah untuk Meetings are taken by deliberation to reach
mufakat. consensus.
f. Untuk menjaga independensi dan objektivitas, f. To maintain independence and objectivity,
setiap anggota Dewan Komisaris yang memiliki every member of the Board of Commissioners
benturan kepentingan diharuskan untuk tidak who has a conflict of interest is required not to
ikut serta dalam pemberian suara untuk participate in voting for decision making. This
pengambilan keputusan. Hal tersebut harus must be recorded in the minutes of the meeting.
dicatat dalam risalah rapat.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 341
Annual and Sustainability Report
Page 342
Tata Kelola Perusahaan
Good Corporate Governance
g. Rapat Dewan Komisaris adalah sah dan berhak g. The Board of Commissioners meeting is valid
mengambil keputusan yang mengikat apabila and has the right to make binding decisions
dihadiri atau diwakili oleh ½ (satu per dua) when attended or represented by ½ (one-half)
jumlah anggota Dewan Komisaris. of the total members of the Board of
Commissioners.
h. Apabila melalui musyawarah tidak tercapai h. If through deliberation no consensus is
mufakat, maka keputusan Rapat Dewan reached, then the decision at the Board of
Komisaris diambil dengan pemungutan suara Commissioners Meeting is taken by voting in
setuju lebih dari ½ (satu per dua) bagian dari favor of more than ½ (one half) of the number
jumlah suara yang sah yang dikeluarkan dalam of valid votes cast at the meeting.
rapat tersebut.
i. Apabila jumlah suara yang setuju dan tidak i. If the number of votes that agree and disagree
setuju sama banyaknya, maka keputusan rapat is the same, then the decision of the meeting
adalah yang sama dengan pendapat pimpinan is the same as the opinion of the leader of the
rapat, dengan tetap memperhatikan ketentuan meeting, while still paying attention to the
mengenai pertanggungjawaban kecuali provisions on accountability except for the
mengenai diri orang, pengambilan keputusan person, the decision making of the meeting is
rapat dilakukan dengan pemilihan secara done by closed election.
tertutup.
j. Setiap anggota Dewan Komisaris berhak untuk j. Each member of the Board of Commissioners
mengeluarkan 1 (satu) suara ditambah 1 (satu) has the right to cast 1 (one) vote plus 1 (one)
suara untuk anggota Dewan Komisaris yang vote for the member of the Board of
diwakilinya. Commissioners he represents.
k. Pemungutan suara mengenai diri orang k. Voting regarding individuals is carried out using
dilakukan dengan surat suara tertutup tanpa a closed ballot without a signature, while voting
tanda tangan sedangkan pemungutan suara regarding other matters is carried out verbally
mengenai hal-hal lain dilakukan secara lisan unless the Chairman of the Board of
kecuali Ketua Rapat Dewan Komisaris Commissioners Meeting determines otherwise
menentukan lain tanpa ada keberatan without any objection based on the majority
berdasarkan suara terbanyak dari yang hadir. vote of those present.
l. Suara blangko dan tidak sah dianggap tidak l. Blank and invalid votes are considered non-
ada dan tidak dihitung dalam menentukan existent and are not counted in determining
jumlah suara yang dikeluarkan dalam rapat. the number of votes cast at the meeting.
m. Dalam hal usulan lebih dari 2 (dua) alternatif m. In the event that there are more than 2 (two)
dan hasil pemungutan suara belum alternatives proposed and the voting results
mendapatkan 1 (satu) alternatif dengan suara have not obtained 1 (one) alternative with votes
lebih dari ½ (satu per dua) bagian dari jumlah of more than ½ (one half) of the total number
suara yang dikeluarkan, maka dilakukan of votes cast, then a re-election will be carried
pemilihan ulang terhadap 2 (dua) alternatif yang out on the 2 (two) alternatives that obtained
memperoleh suara terbanyak sehingga salah majority of votes so that 1 (one) alternative obtains
1 (satu) alternatif memperoleh suara lebih dari more than ½ (one-half) of the total votes cast.
½ (satu per dua) bagian dari jumlah suara yang
dikeluarkan.
n. Suara yang tidak sah dianggap tidak ada dan n. Invalid votes are considered non-existent and
tidak dihitung dalam menentukan jumlah are not counted in determining the number of
suara yang dikeluarkan dalam rapat. votes cast at the meeting.
o. Apabila jumlah suara yang setuju dan tidak o. If the number of votes agreeing and
setuju sama banyaknya, maka keputusan rapat disagreeing is the same, then the decision of
adalah yang sama dengan pendapat pimpinan the meeting is the same as the opinion of the
rapat, dengan tetap memperhatikan ketentuan chairman of the meeting, while still paying
mengenai pertanggungjawaban kecuali attention to the provisions regarding
mengenai diri orang, pengambilan keputusan accountability except regarding individuals,
rapat dilakukan dengan pemilihan secara decision making at the meeting is carried out
tertutup. by closed voting.
Laporan Tahunan dan Keberlanjutan
342 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 343
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
p. Keputusan-keputusan yang menyangkut aspek- p. Decisions concerning strategic aspects must
aspek strategis harus dilakukan melalui be made through the mechanism of the Board
mekanisme Rapat Dewan Komisaris. Aspek-aspek of Commissioners Meeting. These strategic
strategis tersebut antara lain meliputi semua aspects include, among others, all actions of
perbuatan Direksi yang harus mendapatkan the Board of Directors which must obtain
persetujuan RUPS setelah mendapatkan approval from the GMS after receiving a written
tanggapan tertulis Dewan Komisaris serta response from the Board of Commissioners as
semua perbuatan Direksi yang harus well as all actions of the Board of Directors which
mendapatkan persetujuan tertulis Dewan must obtain written approval from the Board
Komisaris. of Commissioners.
q. Keputusan rapat yang diambil dalam forum q. Meeting decisions taken in the internal meeting
rapat internal Dewan Komisaris dan/atau rapat forum of the Board of Commissioners and/or
gabungan Dewan Komisaris dan Direksi, diatur joint meetings of the Board of Commissioners
sebagai berikut: and Directors are regulated as follows:
r. Keputusan rapat yang diambil dalam forum r. Decisions made in internal meetings of the
rapat internal Dewan Komisaris dan/atau rapat Board of Commissioners and/or joint meetings
gabungan Dewan Komisaris dan Direksi, diatur of the Board of Commissioners and the Board
sebagai berikut: of Directors are regulated as follows:
1) Menyampaikan surat usulan asli yang 1) Submit the original proposal letter
diajukan oleh Direksi untuk mendapatkan submitted by the Board of Directors to
keputusan Dewan Komisaris kepada obtain a decision from the Board of
Dewan Komisaris dan/atau Komisaris Commissioners to the Board of
Utama. Copy surat usulan disampaikan Commissioners and/or President
oleh Sekretaris Dewan Komisaris kepada Commissioner. Copy of the proposal letter
Anggota Dewan Komisaris yang submitted by the Secretary of the Board
membidangi materi/ lingkup hal yang of Commissioners to the Member of the
diusulkan; Board of Commissioners who is in charge
of the material/scope of the proposed
matter;
2) Dalam hal usulan Direksi bersifat ”rahasia” 2) In the event that the Board of Directors'
dan terbatas, surat usulan disampaikan proposal is "confidential" and limited, a
kepada Komisaris Utama; letter of proposal is submitted to the
President Commissioner;
3) Waktu penyampaian usulan paling lambat 3) The time for submitting a proposal is no
1 (satu) bulan sebelum jadwal rapat later than 1 (one) month before the
internal Dewan Komisaris untuk scheduled internal meeting of the Board
memberikan waktu yang cukup bagi of Commissioners to provide sufficient
Dewan Komisaris untuk mempelajari dan time for the Board of Commissioners to
mengkaji usulan dan mengagendakan, study and review the proposal and put an
membahas usulan dan menetapkan agenda, discuss the proposal and
keputusan Dewan Komisaris; determine the decision of the Board of
Commissioners;
4) Dalam hal tertentu terhadap suatu usulan 4) In certain cases regarding a proposal that
yang bersifat strategis dan berpotensi is strategic in nature and has the
berdampak besar/signifikan terhadap potential to have a large/significant impact
kelangsungan usaha Perseroan, saran/ on the continuity of the Company's
rekomendasi/nasihat yang diputuskan business, suggestions/recommendations/
dalam rapat internal Dewan Komisaris advice decided at an internal meeting of
disampaikan dan dibahas kembali dalam the Board of Commissioners are
rapat gabungan Dewan Komisaris dan submitted and discussed again at a joint
Direksi; meeting of the Board of Commissioners
and Directors;
5) Dalam proses untuk mengambil 5) In the process of making decisions, the
keputusan, Dewan Komisaris dapat dibuat Board of Commissioners can create or
atau menugasi Komite yang ada di bawah assign Committees under the Board of
Dewan Komisaris untuk melakukan Commissioners to carry out monitoring,
pemantauan, pengumpulan materi/ collect the necessary materials/
dokumen/informasi yang diperlukan, serta documents/information, as well as to carry
untuk melakukan kajian dan evaluasi dan out studies and evaluations and
saran/masukan dalam laporan yang suggestions/input in reports submitted
disampaikan kepada Dewan Komisaris; to the Board Commissioner;
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 343
Annual and Sustainability Report
Page 344
Tata Kelola Perusahaan
Good Corporate Governance
6) Dalam hal usulan yang diajukan Direksi 6) In the event that the proposal submitted
memerlukan keputusan dan penetapan by the Board of Directors requires an
yang segera/mendesak (dalam waktu immediate/urgent decision and
kurang dari satu bulan) dari Dewan determination (within less than one
Komisaris atau bersifat rahasia dan month) from the Board of Commissioners
terbatas sebagaimana dimaksud pada or is confidential and limited in nature as
angka 2), maka Dewan Komisaris dapat referred to in number 2), then the Board
menyelenggarakan rapat khusus Dewan of Commissioners may hold a special
Komisaris yang hasil keputusan rapat meeting of the Board of Commissioners
tersebut disampaikan kepada Direksi with the results The decision of the meeting
dalam bentuk surat Dewan Komisaris. Di is conveyed to the Board of Directors in
mana surat tersebut mencantumkan the form of a letter from the Board of
rujukan atas hasil Rapat Dewan Komisaris Commissioners. The letter includes a
tersebut. Surat tersebut ditandatangani reference to the results of the Board of
oleh Komisaris Utama dan sekurang- Commissioners Meeting. The letter is
kurangnya diketahui/ diparaf oleh 1 (satu) signed by the President Commissioner
Anggota Dewan Komisaris yang and acknowledged/initiated by at least 1
menghadiri rapat Dewan Komisaris yang (one) Member of the Board of
dimaksud. Dalam Hal Komisaris Utama Commissioners who attended the Board
atau anggota Dewan Komisaris yang of Commissioners meeting in question.
ditunjuk oleh Komisaris Utama tidak dapat In the event that the President
menandatangani surat tersebut, maka 2 Commissioner or member of the Board
(dua) anggota Dewan Komisaris dapat of Commissioners appointed by the
menandatangani surat tersebut. Setiap President Commissioner is unable to sign
anggota Dewan Komisaris wajib the letter, then 2 (two) members of the
mendapatkan salinan surat tersebut; Board of Commissioners can sign the
letter. Each member of the Board of
Commissioners is required to obtain a copy
of the letter;
7) Seluruh anggota Dewan Komisaris 7) All members of the Board of
dianggap menyetujui Surat Dewan Commissioners are deemed to have
Komisaris yang diterbitkan berdasarkan approved the Letter of the Board of
hasil keputusan rapat Dewan Komisaris; Commissioners issued based on the results
of the decision of the Board of
Commissioners meeting;
8) Surat Dewan Komisaris terhadap usulan 8) Letter from the Board of Commissioners
Direksi, disampaikan atau diberitahukan regarding the Board of Directors'
kepada Direksi dengan pengaturan proposal, delivered or notified to the Board
sebagai berikut: of Directors with the following
arrangements:
a) Paling lambat 7 (tujuh) hari kerja a) No later than 7 (seven) working days
setelah surat Dewan Komisaris after the Board of Commissioners'
ditandatangani, disampaikan/ letter is signed, delivered/
dikomunikasikan kepada Direksi; dan communicated to the Board of
Directors; And
b) Paling lambat 10 (sepuluh) hari kerja b) No later than 10 (ten) working days
setelah surat Dewan Komisaris after the Board of Commissioners'
ditandatangani, disampaikan secara letter is signed, it is submitted in
tertulis kepada Direksi. writing to the Board of Directors.
9) Dalam mata acara lain-lain, rapat Dewan 9) In other agenda items, the Board of
Komisaris tidak berhak mengambil Commissioners meeting does not have the
keputusan kecuali semua anggota Dewan right to make decisions unless all
Komisaris atau wakilnya yang sah hadir members of the Board of Commissioners
dan menyetujui penambahan mata acara or their authorized representatives are
rapat; present and agree to additional meeting
agenda items;
10) Jumlah rapat Dewan Komisaris dan 10) The number of meetings of the Board of
jumlah kehadiran masing-masing Commissioners and the number of
anggota Dewan Komisaris harus dimuat attendance of each member of the Board
dalam Laporan Tahunan Perseroan of Commissioners must be included in the
Company's Annual Report
Laporan Tahunan dan Keberlanjutan
344 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 345
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
5. Mekanisme Pengambilan Keputusan Secara 5. Circular Decision Making Mechanism
Sirkuler
Dewan Komisaris mengakui bentuk rapat tanpa The Board of Commissioners recognizes a form of
melalui kehadiran fisik, atau disebut Rapat Sirkuler, meeting without physical presence, or called a Circular
dengan ketentuan sebagai berikut: Meeting, with the following conditions:
a. Keputusan yang diambil dalam bentuk Rapat a. Decisions taken in the form of Circular Meetings
Sirkuler bukanlah keputusan yang bersifat are not strategic decisions;
strategis;
b. Bukan merupakan sebuah keputusan atas suatu b. It is not a decision regarding an action of the
tindakan Direksi yang memerlukan Board of Directors which requires approval from
persetujuan RUPS setelah mendapatkan the GMS after receiving a written response from
tanggapan tertulis Dewan Komisaris serta the Board of Commissioners and all actions of
semua perbuatan Direksi yang harus the Board of Directors which must obtain
mendapatkan persetujuan tertulis Dewan written approval from the Board of
Komisaris; Commissioners;
c. Permasalahan telah diketahui sebelumnya/ c. The problem has been previously known/has
pernah dibahas; been discussed;
d. Keputusan yang diambil disetujui secara tertulis d. The decisions taken are approved in writing and
dan ditandatangani oleh seluruh Anggota signed by all members of the Board of
Dewan Komisaris; dan Commissioners; And
e. Tanggal keputusan secara sirkuler yang berlaku e. The applicable circular decision date is the date
adalah tanggal anggota Dewan Komisaris yang the last member of the Board of Commissioners
terakhir menandatangani keputusan tersebut. signed the decision. Decisions taken in this way
Keputusan yang diambil dengan cara demikian have the same force as decisions legally taken
mempunyai kekuatan yang sama dengan at a meeting of the Board of Commissioners.
keputusan yang diambil dengan sah dalam
rapat Dewan Komisaris.
6. Perbedaan Pendapat (Dissenting Opinion) 6. Difference of Opinion (Dissenting Opinion)
Perbedaan pendapat diatur sebagai berikut: Dissent is organized as follows:
a. Perbedaan pendapat yang terjadi dimasukkan a. Any differences of opinion that occur are
dalam Keputusan Rapat, dan Anggota Dewan included in the Meeting Decision, and
Komisaris yang berbeda pendapat harus Members of the Board of Commissioners who
mengungkapkan alasan atas terjadinya have different opinions must express the
perbedaan pendapat terhadap hasil keputusan reasons for the differences of opinion regarding
tersebut. the results of the decision.
b. Perbedaan pendapat tidak berarti memberikan b. A difference of opinion does not mean giving
hak kepada Anggota Dewan Komisaris yang the relevant member of the Board of
bersangkutan untuk tidak melaksanakan hasil Commissioners the right not to implement the
keputusan rapat. Meskipun terdapat perbedaan results of the meeting decision. Even though
pendapat, namun seluruh Anggota Dewan there are differences of opinion, all members
Komisaris tetap berkewajiban untuk mengikuti of the Board of Commissioners are still obliged
dan melaksanakan hasil keputusan rapat. to follow and implement the results of the
c. Dewan Komisaris secara tanggung renteng meeting decisions.
bertanggung jawab penuh secara pribadi c. The Board of Commissioners is jointly and
apabila terbukti bersalah atau lalai menjalankan severally liable personally if proven guilty or
tugasnya untuk kepentingan dan usaha negligent in carrying out their duties for the
Perseroan, kecuali Anggota Dewan Komisaris interests and business of the Company, unless
yang melakukan dissenting opinion dapat the Member of the Board of Commissioners
membuktikan bahwa ia telah mengambil who provides a dissenting opinion can prove
tindakan untuk mencegah timbul atau that he or she has taken action to prevent the
berlanjutnya kerugian tersebut. occurrence or continuation of such losses.
d. Perbedaan pendapat yang dicantumkan di d. Differences of opinion included in the decisions
dalam keputusan dan risalah rapat dapat and minutes of meetings can be evidence that
menjadi bukti bahwa Anggota Dewan Komisaris the member of the Board of Commissioners
yang bersangkutan telah melakukan tindakan concerned has taken action to prevent the
untuk mencegah timbul atau berlanjutnya occurrence or continuation of such losses by
kerugian tersebut dengan tidak menyetujui not agreeing to the results of the meeting
hasil keputusan rapat. Hal ini berarti bahwa decisions. This means that the member of the
Anggota Dewan Komisaris yang bersangkutan Board of Commissioners concerned can be free
dapat terbebas dari tuntutan atas timbul atau from claims regarding the occurrence or
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 345
Annual and Sustainability Report
Page 346
Tata Kelola Perusahaan
Good Corporate Governance
berlanjutnya kerugian tersebut sebagai hasil continuation of such losses as a result of
pelaksanaan keputusan rapat. implementing meeting decisions.
7. Rapat Melalui Elektronik 7. Electronic Meetings
a. Rapat Dewan Komisaris dapat diselenggarakan a. Board of Commissioners meetings can be held
dengan cara konferensi antara Anggota Dewan by means of a conference between members
Komisaris yang berada di tempat yang berbeda, of the Board of Commissioners who are in
melalui telepon konferensi, video konferensi, different places, via telephone conference, video
atau peralatan komunikasi lainnya yang conference, or other communication
memungkinkan setiap Anggota Rapat Dewan equipment that allows each member of the
Komisaris dapat saling mendengar dan Board of Commissioners meeting to hear each
berpartisipasi dalam rapat. other and participate in the meeting.
b. Setiap Anggota Dewan Komisaris yang ikut b. Each Member of the Board of Commissioners
serta dianggap hadir dalam Rapat untuk who participates is deemed to be present at
menentukan terpenuhinya persyaratan kuorum the Meeting to determine whether the
kehadiran dan keputusan rapat Dewan attendance quorum requirements and
Komisaris. decisions of the Board of Commissioners
meeting are met.
c. Tempat di mana Ketua Rapat ikut serta c. The place where the Chairman of the Meeting
dianggap sebagai tempat dilangsungkannya participates is considered the place where the
Rapat Dewan Komisaris. Board of Commissioners Meeting is held.
d. Risalah Rapat harus diedarkan serta d. Minutes of the Meeting must be circulated and
ditandatangani oleh Ketua Rapat dan Seluruh signed by the Chair of the Meeting and all
Anggota Dewan Komisaris yang ikut serta, members of the Board of Commissioners who
sesuai dengan tanggal Rapat dilaksanakan. participated, according to the date the Meeting
was held.
e. Penggunaan media elektronik dalam e. The use of electronic media in holding this
penyelenggaraan Rapat ini ditetapkan oleh Meeting is determined by the Board of
Dewan Komisaris dengan mengacu pada Commissioners by referring to applicable laws
perundang-undangan dan peraturan perseroan and company regulations regarding electronic
tentang informasi dan transaksi elektronik information and transactions.
yang berlaku.
8. Prosedur Penyusunan Risalah Rapat Internal 8. Procedure for Preparing Minutes of Internal
Dewan Komisaris Meetings of the Board of Commissioners.
Penyusunan risalah Rapat Internal Dewan Komisaris Preparing minutes of Internal Meetings of the Board
dilakukan dengan prosedur sebagai berikut: of Commissioners is carried out using the following
procedures:
a. Sekretaris Dewan Komisaris atau pejabat lain a. The Secretary of the Board of Commissioners
yang ditunjuk oleh Komisaris Utama dan atau or other official appointed by the President
Ketua Rapat bertanggung jawab untuk Commissioner and/or Chairman of the Meeting
membuat, mengadministrasikan serta is responsible for compiling, administering and
mendistribusikan risalah Rapat Dewan Komisaris. distributing the minutes of the Board of
Commissioners' Meetings.
b. Dalam hal Rapat Dewan Komisaris tidak diikuti b. In the event that the Board of Commissioners
Sekretaris Dewan Komisaris atau pejabat lain Meeting is not attended by the Secretary of the
yang ditunjuk oleh Komisaris Utama, risalah Board of Commissioners or another official
Rapat Dewan Komisaris dibuat oleh salah appointed by the President Commissioner, the
seorang Anggota Dewan Komisaris yang minutes of the Board of Commissioners Meeting
ditunjuk dari antara mereka yang hadir. are drawn up by one of the members of the
Board of Commissioners appointed from among
those present.
c. Risalah Rapat Dewan Komisaris harus c. The minutes of the Board of Commissioners
ditandatangani oleh pimpinan Rapat Dewan Meeting must be signed by the chairman of
Komisaris dan oleh seluruh Anggota Dewan the Board of Commissioners Meeting and by
Komisaris yang hadir. all members of the Board of Commissioners
present.
d. Setiap Anggota Dewan Komisaris berhak d. Each member of the Board of Commissioners
menerima salinan risalah Rapat Dewan Komisaris, has the right to receive a copy of the minutes
meskipun yang bersangkutan tidak hadir dalam of the Board of Commissioners Meeting, even
rapat tersebut. if the person concerned is not present at the
meeting.
Laporan Tahunan dan Keberlanjutan
346 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 347
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
e. Risalah Rapat Dewan Komisaris harus e. Minutes of the Board of Commissioners' Meetings
disampaikan kepada seluruh Anggota Dewan must be submitted to all Members of the Board
Komisaris paling lambat 7 (tujuh) hari setelah of Commissioners no later than 7 (seven) days
Rapat dilaksanakan. after the Meeting is held.
f. Setiap Anggota Dewan Komisaris yang hadir f. Each member of the Board of Commissioners
dan/atau yang diwakili harus menyampaikan who is present and/or who is represented must
keberatannya dan/ atau usul perbaikannya, bila convey his objections and/or suggestions for
ada, atas risalah rapat Dewan Komisaris improvements, if any, to the minutes of the
tersebut. Board of Commissioners meeting.
g. Perbaikan risalah Rapat Dewan Komisaris g. Amendments to the minutes of the Board of
dimungkinkan dalam jangka waktu 14 (empat Commissioners Meeting are possible within 14
belas) hari terhitung sejak tanggal pengiriman. (fourteen) days from the date of delivery.
h. Jika keberatan dan atau usul perbaikan tidak h. If objections and/or revision proposals are not
diterima dalam jangka waktu tersebut, maka received within that time period, it will be
disimpulkan tidak ada keberatan dan atau concluded that there are no objections and/or
perbaikan terhadap risalah Rapat Dewan revisions to the minutes of the relevant Board
Komisaris yang bersangkutan. of Commissioners Meeting.
i. Risalah asli rapat Dewan Komisaris disampaikan i. The original minutes of the Board of
kepada Direksi untuk disimpan dan dipelihara, Commissioners' meetings are submitted to the
sedangkan Dewan Komisaris menyimpan Board of Directors to be kept and maintained,
salinannya. while the Board of Commissioners keeps a copy.
AGENDA, TANGGAL, DAN PESERTA RAPAT AGENDA, DATE, AND PARTICIPANTS OF THE
INTERNAL DEWAN KOMISARIS TAHUN 2023 INTERNAL BOARD OF COMMISSIONERS
MEETING IN 2023
Pada tahun 2022, Dewan Komisaris menyelenggarakan In 2022, the Board of Commissioners held internal
rapat internal sebanyak 18 kali, sehingga Dewan meetings 18 times, thereby fulfilling the required number
Komisaris telah memenuhi jumlah penyelenggaraan rapat of meeting sessions. The disclosure of agendas, dates of
sesuai ketentuan yang berlaku. Pengungkapan agenda, implementation, and participants of the internal Board
tanggal pelaksanaan, serta peserta rapat internal Dewan of Commissioners' meetings in 2023 are as follows:
Komisaris di tahun 2023 adalah sebagai berikut:
Agenda, Tanggal, dan Peserta Rapat Dewan Komisaris Agenda, Date, and Participants of the Internal Board
of Commissioners
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Attendance Reason of Absence
25 Januari 1) Komite Audit pembahasan Said Aqil Siroj Hadir / Present -
2023 / draft PKPT SPI 2023 dan
January 25 th, progres audit RSM Tahap I Riza Primadi Hadir / Present -
2023 / The Audit Committee
discusses the PKPT SPI Rochadi Hadir / Present -
2023 draft and the
Diah Natalisa Hadir / Present -
progress of the RSM Phase
I audit Chairul Anwar Hadir / Present -
2) Komite Nominasi dan Endang Tirtana Hadir / Present -
Remunerasi pembahasan
evaluasi Organ Dekom Johan Sirait Hadir / Present -
2022 / The Nomination and
Remuneration Committee Sri Paduka Mangkoenagoro X Hadir / Present -
discusses the evaluation of
the 2022 BoC Organs Mohamad Risal Wasal Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 347
Annual and Sustainability Report
Page 348
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Attendance Reason of Absence
1 Februari 1) Penerapan Grading Said Aqil Siroj Hadir / Present -
2023 / System dan Remunerasi. /
February 1 st, Implementation of Riza Primadi Hadir / Present -
2023 Grading System and
Remuneration. Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
2) Tindak Lanjut Evaluasi
Organ Pendukung Dekom. Chairul Anwar Hadir / Present -
/ Follow-up Evaluation of
Dekom's Supporting Endang Tirtana Hadir / Present -
Organs.
Johan Sirait Hadir / Present -
3) Laporan Implementasi
monitoring ERM 2022. / Sri Paduka Mangkoenagoro X Hadir / Present -
2022 ERM monitoring
implementation report. Mohamad Risal Wasal Hadir / Present -
4) Lain-lain. / Others.
15 Februari Interview dan pembahasan Said Aqil Siroj Hadir / Present -
2023 / calon Direksi Anak
February Perusahaan / Interview and Riza Primadi Hadir / Present -
15 th, 2023 discussion of prospective
Directors of Subsidiaries Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
1 Maret 2023 Pembahasan Updating CTC & Said Aqil Siroj Hadir / Present -
/ March 1 st, Persetujuan Pengurus Anper
2023 / Discussion of CTC Updating Riza Primadi Hadir / Present -
& Anper Management
Approval Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
15 Maret Pembahasan Penetapan KPI Said Aqil Siroj Tidak Hadir / Mengikuti Agenda Lain /
2023 / March individu Direksi dan Usulan Not Present Attending Another Agenda
15 th, 2023 Perubahan Struktur D2. /
Discussion on the Riza Primadi Hadir / Present -
Determination of individual
KPIs for Directors and Rochadi Hadir / Present -
Proposed Changes to the D2
Diah Natalisa Hadir / Present -
Structure.
Chairul Anwar Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Endang Tirtana Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Laporan Tahunan dan Keberlanjutan
348 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 349
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Attendance Reason of Absence
5 April 2023 / 1) Update Kegiatan dan Said Aqil Siroj Hadir / Present -
April 5 th, Monev Manajemen Risiko. /
2023 Update on Risk Riza Primadi Hadir / Present -
Management Activities
and Monitoring and Rochadi Hadir / Present -
Evaluation.
Diah Natalisa Hadir / Present -
2) Progres Audit Laporan Chairul Anwar Hadir / Present -
Keuangan TB 2022. /
Progress of the 2022 TB Endang Tirtana Hadir / Present -
Financial Report Audit.
Johan Sirait Tidak Hadir / Mengikuti Agenda Lain /
3) Rencana Perubahan Not Present Attending Another Agenda
Struktur D5. / D5 Structure
Change Plan. Sri Paduka Mangkoenagoro X Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
4) Progres Rencana
Benchmark Dewan Mohamad Risal Wasal Hadir / Present -
Komisaris. / Progress of the
Board of Commissioners'
Benchmark Plan.
5) Lain-Lain. / Others.
3 Mei 2023 / 1) Progres Persetujuan KPI Said Aqil Siroj Hadir / Present -
May 3 rd, 2023 Individu. / Individual KPI
Approval Progress. Riza Primadi Hadir / Present -
2) Progres Audit Laporan Rochadi Hadir / Present -
Keuangan TB 2022. /
Diah Natalisa Tidak Hadir / Mengikuti Agenda Lain /
Progress of the 2022 TB
Not Present Attending Another Agenda
Financial Report Audit.
Chairul Anwar Hadir / Present -
3) Progres Persetujuan
Kerjasama Aset Jl. Dupak, Endang Tirtana Hadir / Present -
Surabaya. / Progress on
Asset Collaboration Johan Sirait Hadir / Present -
Agreement Jl. Dupak,
Surabaya. Sri Paduka Mangkoenagoro X Hadir / Present -
4) Lain-Lain. / Others. Mohamad Risal Wasal Tidak Hadir / Izin Sakit / Sick
Not Present
10 Mei 2023 / Interview dan pembahasan Said Aqil Siroj Hadir / Present -
May 10 th, calon EVP Corporate
2023 Secretary / Interview and Riza Primadi Hadir / Present -
discussion of EVP Corporate
Secretary candidates Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 349
Annual and Sustainability Report
Page 350
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Attendance Reason of Absence
31 Mei 2023 / 1) Progres Audit LK TB 2022 Said Aqil Siroj Hadir / Present -
May 31 st, oleh Komite Audit. /
2023 Progress of the 2022 LK TB Riza Primadi Hadir / Present -
Audit by the Audit
Committee. Rochadi Hadir / Present -
Diah Natalisa Tidak Hadir / Mengikuti Agenda Lain /
2) Issue SPKA oleh Komite
Not Present Attending Another Agenda
Nominasi dan Remunerasi.
/ SPKA Issue by the Chairul Anwar Hadir / Present -
Nomination and
Remuneration Committee. Endang Tirtana Hadir / Present -
3) Talent Perempuan oleh Johan Sirait Hadir / Present -
Komite Nominasi dan
Remunerasi. / Female Sri Paduka Mangkoenagoro X Hadir / Present -
Talent by the Nomination
and Remuneration Mohamad Risal Wasal Hadir / Present -
Committee.
4) Rencana Pengembangan
Stasiun Tugu Yogyakarta
oleh Komite Pemantau
Manajemen Risiko. / Tugu
Yogyakarta Station
Development Plan by the
Risk Management
Monitoring Committee.
5) Program penguatan ERM
oleh Komite Pemantau
Manajemen Risiko / ERM
strengthening program by
the Risk Management
Monitoring Committee.
12 Juni 2023 / 1) Usulan KAP Tahun Buku Said Aqil Siroj Hadir / Present -
June 12 th, 2023. / Proposed KAP for
2023 Fiscal Year 2023. Riza Primadi Hadir / Present -
2) Usulan Remunerasi PT KAI Rochadi Tidak Hadir / Izin Menunaikan Ibadah Haji
(Persero). / Proposed Not Present / Permission to Perform Hajj
Remuneration of PT KAI
Diah Natalisa Hadir / Present -
(Persero).
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
26 Juni 2023 Persiapan penyelenggaraan Said Aqil Siroj Tidak Hadir / Mengikuti Agenda Lain /
/ June 26 th, FGD TAC / Preparation for Not Present Attending Another Agenda
2023 holding the TAC FGD
Riza Primadi Hadir / Present -
Rochadi Tidak Hadir / Izin Menunaikan Ibadah Haji
Not Present / Permission to Perform Hajj
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Laporan Tahunan dan Keberlanjutan
350 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 351
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Attendance Reason of Absence
5 Juli 2023 / Persiapan Lanjutan FGD TAC Said Aqil Siroj Hadir / Present -
July 5 th, 2023 / Advanced Preparation for
TAC FGD Riza Primadi Hadir / Present -
Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Mohamad Risal Wasal Hadir / Present -
16 Agustus 1) Tindak Lanjut FGD terkait Said Aqil Siroj Hadir / Present -
2023 / IMO dan TAC. / Follow-up
August 16 th, FGD related to IMO and Riza Primadi Hadir / Present -
2023 TAC.
Rochadi Hadir / Present -
2) Rencana FGD terkait
Diah Natalisa Hadir / Present -
Keselamatan Perlintasan
Sebidang. / FGD plan Chairul Anwar Hadir / Present -
regarding Level Crossing
Safety. Endang Tirtana Hadir / Present -
3) Laporan Benchmark Johan Sirait Hadir / Present -
Dewan Komisaris. / Board
of Commissioners Sri Paduka Mangkoenagoro X Hadir / Present -
Benchmark Report.
Mohamad Risal Wasal Hadir / Present -
4) Laporan Pelaksanaan
Tugas Komite s.d Semester
I 2023 / Report on the
Implementation of
Committee Duties until
Semester I 2023.
30 Agustus 1) Kerjasama Prasana Said Aqil Siroj Hadir / Present -
2023 / Perkeretaapian Umum di
August 30 th, Sumbagsel. / Public Riza Primadi Hadir / Present -
2023 Railway Infrastructure
Cooperation in South Rochadi Hadir / Present -
Sumatra.
Diah Natalisa Hadir / Present -
2) Reaktivasi Stasiun Cibatu Chairul Anwar Hadir / Present -
ampai dengan Stasiun
Garut. / Reactivation of Endang Tirtana Hadir / Present -
Cibatu Station to Garut
Station. Johan Sirait Hadir / Present -
3) Tanggapan Tertulis Sri Paduka Mangkoenagoro X Hadir / Present -
Penghapusbukuan ATDO. /
Written Response to ATDO Mohamad Risal Wasal Hadir / Present -
Write-Off.
4) Tanggapan Tertulis
Penghapusbukuan Aset
Kebun Kawung. / Written
Response to Write-Off of
Kawung Garden Assets.
5) Usulan Perubahan
Struktur (KL). / Proposed
Structural Changes (KL).
6) Usulan Pengurus Anak
Perusahaan. / Proposal for
Subsidiary Management.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 351
Annual and Sustainability Report
Page 352
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Attendance Reason of Absence
11 Oktober 1) Usulan Biaya KAP TB 2023. Said Aqil Siroj Hadir / Present -
2023 / / Proposed 2023 KAP TB
October 11 th, Fees. Riza Primadi Hadir / Present -
2023
2) Usulan Kerjasama Aset Rochadi Hadir / Present -
Ploso, Madiun. / Proposed
Diah Natalisa Hadir / Present -
Collaboration on Ploso
Assets, Madiun. Chairul Anwar Hadir / Present -
3) Lain-Lain. / Others. Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
18 Oktober Pembahasan RKA Dewan Said Aqil Siroj Hadir / Present -
2023 / Komisaris Tahun 2024 dan
October 18 th, Usulan Pengurus Anak Riza Primadi Hadir / Present -
2023 Perusahaan. / Discussion of
the Board of Commissioners' Rochadi Hadir / Present -
2024 RKA and Subsidiary
Diah Natalisa Hadir / Present -
Management Proposals.
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
22 Rencana Pembentukan Said Aqil Siroj Hadir / Present -
November Komite Tata Kelola
2023 / Terintegrasi (KTKT) / Plan to Riza Primadi Hadir / Present -
November Establish an Integrated
22 nd, 2023 Governance Committee Rochadi Hadir / Present -
(KTKT)
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
20 1) Persetujuan Usulan Said Aqil Siroj Hadir / Present -
Desember Pengurus Anper (KNR). /
2023 / Approval of the Anper Riza Primadi Hadir / Present -
December Management Proposal
20 th, 2023 (KNR). Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
2) Progres Audit KAP Tahap I
(KA). / Progress Audit KAP Chairul Anwar Hadir / Present -
Stage I (KA).
Endang Tirtana Hadir / Present -
3) Lain-lain. / Others.
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Laporan Tahunan dan Keberlanjutan
352 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 353
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
RAPAT GABUNGAN DEWAN KOMISARIS JOINT MEETING OF THE BOARD OF
DENGAN DIREKSI COMMISSIONERS WITH THE BOARD OF
DIRECTORS
Selama tahun 2023, Dewan Komisaris mengikuti 14 kali During 2023, the Board of Commissioners participated
rapat gabungan bersama Direksi. Pengungkapan in 14 joint meetings with the Board of Directors.
agenda, tanggal penyelenggaraan, dan peserta rapat Disclosure of the agenda, date of holding and participants
gabungan Dewan Komisaris bersama Direksi adalah of the joint meeting of the Board of Commissioners and
sebagai berikut: the Board of Directors is as follows:
Agenda, Tanggal, Peserta Rapat Gabungan Dewan Agenda, Date, Participants in Joint Meeting of the Board
Komisaris Bersama Direksi of Commissioners and Directors
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason for Absence
17 Januari Update RKAP 2023 / 2023 Said Aqil Siroj Hadir / Present -
2023 / RKAP update
January 17 th, Riza Primadi Hadir / Present -
2023
Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Eko Purwanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
25 Januari Progres Tranformasi Digital Said Aqil Siroj Hadir / Present -
2023 / Perusahaan / Company
January 25 th, Digital Transformation Riza Primadi Hadir / Present -
2023 Progress
Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 353
Annual and Sustainability Report
Page 354
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason for Absence
Eko Purwanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
8 Februari Paparan Final Hasil Said Aqil Siroj Hadir / Present -
2023 / Penelitian Manggarai / Final
February 8 th, Presentation of Manggarai Riza Primadi Hadir / Present -
2023 Research Results
Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Eko Purwanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Tidak Hadir / Sedang dinas luar negeri /
Not Present Currently serving abroad
15 Maret Pembahasan Surat Usulan Said Aqil Siroj Hadir / Present -
2023 / March Perubahan Struktur
15 th, 2023 Direktorat Operasi / Riza Primadi Hadir / Present -
Discussion of Letter of
Proposal for Changes in the Rochadi Hadir / Present -
Structure of the Operations
Diah Natalisa Hadir / Present -
Directorate
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
Laporan Tahunan dan Keberlanjutan
354 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 355
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason for Absence
3 Mei 2023 / Pembahasan Kinerja Said Aqil Siroj Hadir / Present -
May 3 rd, 2023 Triwulan I Tahun 2023 /
Discussion of Performance Riza Primadi Hadir / Present -
for the First Quarter of 2023
Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
10 Mei 2023 / Laporan Progres Persiapan Said Aqil Siroj Hadir / Present -
Mei 10 th, COD LRT dan KCJB / LRT and
2023 KCJB COD Preparation Riza Primadi Hadir / Present -
Progress Report
Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 355
Annual and Sustainability Report
Page 356
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason for Absence
7 Juni 2023 / Pembahasan Kinerja Audited Said Aqil Siroj Hadir / Present -
June 7 th, Tahun Buku 2022 /
2023 Discussion of Audited Riza Primadi Hadir / Present -
Performance for Fiscal Year
2022 Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
20 Juli 2023 / Pembahasan Kinerja Said Aqil Siroj Tidak Hadir / Mengikuti Agenda Lain /
July 20 th, Semester I 2023 dan Progres Not Present Attending Another Agenda
2023 Persiapan Operasi LRT dan
KCJB / Discussion of Riza Primadi Hadir / Present -
Semester I 2023 Performance
and Progress in Preparation Rochadi Hadir / Present -
for LRT and KCJB Operations
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
356 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 357
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason for Absence
7 Agustus Pembahasan Tambahan Said Aqil Siroj Hadir / Present -
2023 / Penyertaan Modal Negara
August 7 th, (PMN) kepada PT KAI Riza Primadi Hadir / Present -
2023 (Persero) Tahun Anggaran
2024 untuk Peningkatan Rochadi Hadir / Present -
Pelayanan Penumpang KRL
Diah Natalisa Hadir / Present -
Jabodetabek / Discussion of
Additional State Capital Chairul Anwar Hadir / Present -
Participation (PMN) to PT KAI
(Persero) for Fiscal Year 2024 Endang Tirtana Hadir / Present -
to Improve Jabodetabek KRL
Passenger Services Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
20 Kaitan Pengelolaan PDP Said Aqil Siroj Hadir / Present -
September (Perlindungan Data Pribadi)
2023 / UU Nomor 27 Tahun 2022 Riza Primadi Hadir / Present -
September Terhadap Layanan KAI / The
20 th, 2023 Relation of PDP Rochadi Hadir / Present -
Management (Personal Data
Diah Natalisa Hadir / Present -
Protection) Law Number 27
of 2022 to KAI Services Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Tidak Hadir / Sedang dinas luar negeri /
Not Present Currently serving abroad
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Tidak Hadir / Izin sakit karena
Not Present kecelakaan / Sick due to
accident
Heru Kuswanto Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Tidak Hadir / Sedang dinas luar negeri /
Not Present Currently serving abroad
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 357
Annual and Sustainability Report
Page 358
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason for Absence
4 Oktober Pembahasan Penerimaan Said Aqil Siroj Hadir / Present -
2023 / Pinjaman dalam Pemenuhan
October 4 th, Kenaikan Biaya (Cost Riza Primadi Hadir / Present -
2023 Overrun) Proyek Kereta
Cepat Jakarta-Bandung / Rochadi Hadir / Present -
Discussion of Loan Receipts
Diah Natalisa Hadir / Present -
in Meeting the Cost Overrun
of the Jakarta-Bandung Fast Chairul Anwar Hadir / Present -
Train Project
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
25 Oktober 1) Rancangan Awal RKAP Said Aqil Siroj Hadir / Present -
2023 / 2024 / Preliminary Draft
October 25 th, RKAP 2024 Riza Primadi Hadir / Present -
2023
2) Pembahasan Visi dan Rochadi Hadir / Present -
Konsep KAI University /
Diah Natalisa Hadir / Present -
Discussion of the Vision
and Concept of KAI Chairul Anwar Hadir / Present -
University
Endang Tirtana Hadir / Present -
Johan Sirait Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Didiek Hartantyo Tidak Hadir / Sedang dinas luar negeri /
Not Present Currently serving abroad
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Tidak Hadir / Sedang dinas luar negeri /
Not Present Currently serving abroad
Sandry N Pasambuna Tidak Hadir / Sedang dinas luar negeri /
Not Present Currently serving abroad
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
358 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 359
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason for Absence
1 November Pembahasan Kinerja TW III Said Aqil Siroj Hadir / Present -
2023 / 2023 / Discussion of Q3 2023
November Performance Riza Primadi Hadir / Present -
1 st, 2023
Rochadi Hadir / Present -
Diah Natalisa Hadir / Present -
Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
13 Desember Rencana Permohonan Said Aqil Siroj Hadir / Present -
2023 / Persetujuan Tanggapan
December Dewan Komisaris atas Riza Primadi Hadir / Present -
13 th, 2023 Penugasan IMO / Plan for
Request for Approval of the Rochadi Hadir / Present -
Board of Commissioners'
Diah Natalisa Hadir / Present -
Response to the IMO
Assignment Chairul Anwar Hadir / Present -
Endang Tirtana Hadir / Present -
Johan Sirait Hadir / Present -
Sri Paduka Mangkoenagoro X Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Mohamad Risal Wasal Hadir / Present -
Didiek Hartantyo Hadir / Present -
Hadis Surya Palapa Hadir / Present -
Awan Hermawan Purwadinata Hadir / Present -
Heru Kuswanto Hadir / Present -
Suparno Hadir / Present -
Sandry N Pasambuna Hadir / Present -
John Robertho Hadir / Present -
Salusra Wijaya Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 359
Annual and Sustainability Report
Page 360
Tata Kelola Perusahaan
Good Corporate Governance
FREKUENSI DAN KEHADIRAN RAPAT FREQUENCY AND ATTENDANCE OF
MEETINGS
Frekuensi pelaksanaan rapat dan kehadiran masing- The frequency of meetings and the attendance of each
masing anggota Dewan Komisaris di dalam rapat untuk member of the Board of Commissioners at the meetings
tahun 2023 adalah sebagai berikut: for the year 2023 are as follows:
Frekuensi dan Kehadiran Rapat Dewan KomisariS The frequency and attendance of Board of
Commissioners meetings.
Rapat Gabungan Direksi dengan Dewan
Rapat Dewan Komisaris Komisaris RUPS
Board of Commissioners Meeting Joint Meeting of the Board of Directors and AGM
the Board of Commissioners
Nama Jabatan Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran
Name Position Number and Percentage of Attendance Number and Percentage of Attendance Number and Percentage of Attendance
Jumlah Jumlah Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Perssentase Rapat Kehadiran Perssentase Rapat Kehadiran Perssentase
Number of Total Percentage Number of Total Percentage Number of Total Percentage
Meetings Attendance Meetings Attendance Meetings Attendance
Komisaris
Utama/
Komisaris
Independen /
Said Aqil Siroj 18 16 89% 14 13 93% 2 2 100%
President
Commissioner
/Independent
Commissioner
Komisaris
Independen /
Rochadi 18 18 100% 14 14 100% 2 1 50%
Independent
Commissioner
Komisaris
Independen /
Riza Primadi 18 16 89% 14 14 100% 2 2 100%
Independent
Commissioner
Komisaris
Independen /
Endang Tirtana 18 16 89% 14 14 100% 2 2 100%
Independent
Commissioner
Sri Paduka Komisaris /
18 17 94% 14 14 100% 2 2 100%
Mangkoenagoro X Commissioner
Johan Bakti Porsea Komisaris /
18 13 72% 14 10 71% 2 2 100%
Sirait Commissioner
Komisaris /
Diah Natalisa 18 15 83% 14 12 86% 2 2 100%
Commissioner
Komisaris /
Chairul Anwar 18 16 89% 14 13 93% 2 2 100%
Commissioner
Komisaris /
Mohamad Risal Wasal 18 16 89% 14 12 86% 2 2 100%
Commissioner
PELATIHAN DAN/ATAU PENINGKATAN TRAINING AND/OR IMPROVING THE
KOMPETENSI ANGGOTA DEWAN KOMISARIS COMPETENCY OF MEMBERS OF THE BOARD
OF COMMISSIONERS
Kebijakan Pelatihan dan/atau Peningkatan Kompetensi Training Policy and/or Competency Improvement for
Anggota Dewan Komisaris Members of the Board of Commissioners
Perseroan memahami bahwa program pelatihan dan/atau The Company understands that training and/or
peningkatan kompetensi merupakan sesuatu yang competency improvement programs are important, so
penting, agar Dewan Komisaris dapat selalu that the Board of Commissioners can always be informed
mendapatkan informasi perkembangan terkini dari core of the latest developments in the Company's core
business dan bisnis penunjang Perusahaan, hingga business and supporting businesses, as well as the
perkembangan peraturan perundangundangan yang development of applicable laws and regulations. The
berlaku. Perseroan mengatur kebijakan pelatihan dan/ Company regulates the training and/or competency
atau peningkatan kompetensi bagi anggota Dewan improvement policy for members of the Board of
Komisaris di dalam Board Manual, dengan uraian Commissioners in the Board Manual, with the following
ketentuan berikut: description of provisions:
1. Program Peningkatan Kapabilitas dilaksanakan 1. The Capability Enhancement Program is
dalam rangka meningkatkan efektivitas kerja Dewan implemented in order to improve the effectiveness
Komisaris dan dimasukkan dalam Rencana Kerja of the Board of Commissioners' work and is included
dan Anggaran Dewan Komisaris. in the Board of Commissioners' Work Plan and
Budget.
2. Rencana untuk melaksanakan program 2. The plan to implement the capability enhancement
peningkatan kapabilitas harus dimasukkan dalam program should be included in the Board of
rencana kerja dan anggaran tahunan Dewan Commissioners' annual work plan and budget.
Komisaris.
3. Setiap Anggota Dewan Komisaris yang mengikuti 3. Each Member of the Board of Commissioners who
Laporan Tahunan dan Keberlanjutan
360 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 361
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
program peningkatan kapabilitas seperti seminar participates in capability building programs such
dan/atau pelatihan diminta untuk menyajikan as seminars and/or training is required to present
presentasi kepada Anggota Dewan Komisaris to other Members of the Board of Commissioners
lainnya dalam rangka berbagai informasi dan in order to share information and knowledge.
pengetahuan (sharing knowledge).
4. Anggota Dewan Komisaris yang bersangkutan 4. The member of the Board of Commissioners
bertanggung jawab untuk membuat laporan concerned is responsible for making a report on
tentang pelaksanaan program peningkatan the implementation of the capability improvement
kapabilitas dan disampaikan kepada Dewan program and submitting it to the Board of
Komisaris. Commissioners.
Program Peningkatan Kapabilitas dapat berbentuk The Capability Enhancement Program may take the form
seminar, lokakarya, pelatihan, pelatihan in-house, studi of seminars, workshops, training, in-house training,
banding, dan program lainnya yang berkaitan dengan: comparative studies, and other related programs:
1. Pengetahuan terkait prinsip hukum korporasi dan 1. Knowledge related to corporate law principles and
updating peraturan perundang-undangan yang updating laws and regulations related to the
berhubungan dengan kegiatan usaha perusahaan. company's business activities.
2. Pengetahuan terkait Lingkungan Bisnis dan issue 2. Knowledge of the business environment and current
perekonomian terkini. economic issues.
3. Pengetahuan terkait tugas fungsi pengawasan 3. Knowledge related to the supervisory function of
Sistem Pengendalian Internal, Manajemen Risiko, Internal Control System, Risk Management, Quality
Sistem Manajemen Mutu, Internal Audit, Good Management System, Internal Audit, Good Corporate
Corporate Governance, Sistem Informasi Teknologi, Governance, Information Technology System,
Kebijakan akuntansi dan Pelaporan Keuangan, Accounting and Financial Reporting Policy, Human
Pengelolaan Human Capital, research and Capital Management, Research and Development
development dan Kebijakan Pengadaan Barang and Goods and Services Procurement Policy.
dan Jasa.
4. Pengetahuan terkait perusahaan pesaing, 4. Knowledge related to competitor companies,
perusahaan pengganti, perusahaan kelas dunia/ substitute companies, world-class companies /
perusahana benchmark. benchmark companies.
Pelatihan dan/atau Peningkatan Kompetensi yang Training and/or Competency Improvement Participated
Diikuti Anggota Dewan Komisaris Tahun 2023 by Members of the Board of Commissioners in 2023
Pada tahun 2023, masing-masing anggota Dewan In 2023, each member of the Board of Commissioners
Komisaris mengikuti pelatihan dan/atau peningkatan participated in training and/or competency improvement
kompetensi dengan perincian sebagai berikut: with the following details:
Jenis Pelatihan dan
Nama Jabatan Materi Pelatihan Waktu dan Tempat Pelaksanaan Penyelenggara
Name Position Types of Training and Time and Place of Implementation Organizer
Training Materials
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Executive (GRCE) 2023 Group
Komisaris
Independen /
Rochadi Ikatan Komite
Independent
Certification in Audit Hotel Manhattan Jakarta, 22-25 Audit Indonesia /
Commissioner
Committee Practices Agustus 2023 / Manhattan Hotel Indonesian Audit
batch 33 Jakarta, August 22 nd-25 th, 2023 Committee
Association
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Executive (GRCE) 2023 Group
Komisaris
Kampus Harvard Bussines School, 8-11
Independen / Compensation Harvard
Riza Primadi November 2023 / Harvard Bussines
Independent Commiittees Bussiness School
School, November 8 th-11 th, 2023
Commissioner
Kampus Harvard Bussines School, 12-
Making Corporate Harvard
14 November 2023 / Harvard Bussines
Board Effective Bussiness School
School, November 12 th-14 th, 2023
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 361
Annual and Sustainability Report
Page 362
Tata Kelola Perusahaan
Good Corporate Governance
Jenis Pelatihan dan
Nama Jabatan Materi Pelatihan Waktu dan Tempat Pelaksanaan Penyelenggara
Name Position Types of Training and Time and Place of Implementation Organizer
Training Materials
Ikatan Komite
Certification in Audit Hotel Manhattan Jakarta, 22-25 Audit Indonesia /
Committee Practices Agustus 2023 / Manhattan Hotel Indonesian Audit
batch 33 Jakarta, August 22 nd-25 th, 2023 Committee
Association
Komisaris
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Independen /
Endang Tirtana Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Independent
Executive (GRCE) 2023 Group
Commissioner
Kampus Harvard Bussines School, 8-11
Compensation Harvard
November 2023 / Harvard Bussines
Commiittees Bussiness School
Sri Paduka School, November 8 th-11 th, 2023
Komisaris /
Mangkoenagoro
Commissioner
X Kampus Harvard Bussines School, 12-
Making Corporate Harvard
14 November 2023 / Harvard Bussines
Board Effective Bussiness School
School, November 12 th-14 th, 2023
Kampus Harvard Bussines School, 8-11
Compensation Harvard
November 2023 / Harvard Bussines
Commiittees Bussiness School
School, November 8 th-11 th, 2023
Komisaris /
Diah Natalisa
Commissioner
Kampus Harvard Bussines School, 12-
Making Corporate Harvard
14 November 2023 / Harvard Bussines
Board Effective Bussiness School
School, November 12 th-14 th, 2023
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Komisaris /
Chairul Anwar Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Commissioner
Executive (GRCE) 2023 Group
PROGRAM ORIENTASI BAGI KOMISARIS ORIENTATION PROGRAM FOR NEW
BARU TAHUN 2023 COMMISSIONERS IN 2023
Selama tahun 2023, tidak ada perubahan Dewan During 2023, there will be no changes to the Board of
Komisaris sehingga Perseroan tidak menyelenggarakan Commissioners so that the Company will not hold an
program orientasi bagi komisaris baru. orientation program for new commissioners.
Rekomendasi, Pelaksanaan Tugas Dewan Komisaris, Recommendations, Implementation of Board of
Serta Pengawasan Implementasi Strategi Perseroan Commissioners' Duties, and Supervision of the
Sebagai bagian dari penerapan fungsi pengawasan dan Company's Strategy Implementation
pemberian nasihat bagi Perseroan, Dewan Komisaris As part of the implementation of the supervisory and
melaksanakan tugas melalui berbagai bentuk kegiatan. advisory functions for the Company, the Board of
Pelaksaan tugas tersebut mencakup pelaksanaan rapat, Commissioners carries out its duties through various forms
baik berupa rapat internal maupun rapat gabungan of activities. This includes conducting meetings, both
bersama Direksi. Dalam rangka mendapatkan informasi internal meetings and joint meetings with the Board of
yang lebih lengkap dan mendalam, Dewan Komisaris Directors. In order to obtain more complete and in-depth
melaksanakan kunjungan langsung ke wilayah kerja/ information, the Board of Commissioners conducts
operasional Perseroan. Di samping itu, Dewan Komisaris direct visits to the Company's working/operational areas.
melaksanakan tugas dengan melakukan korespondensi/ In addition, the Board of Commissioners carries out its
surat tertulis, baik kepada Direksi maupun kepada duties by conducting correspondence/written letters, both
pemegang saham, yang ditujukan sebagai pemberian to the Board of Directors and to shareholders, which are
laporan, tanggapan tertulis, serta pemberian nasihat. intended to provide reports, written responses, and
Pelaksanaan tugas Dewan Komisaris untuk tahun 2022 advice. The implementation of the Board of
terdiri atas kegiatan korespondensi, pelaksanaan rapat, Commissioners' duties for 2022 consists of
serta kegiatan di luar kegiatan rutin, yang diuraikan correspondence, meetings, and activities outside routine
sebagai berikut: activities, which are described as follows:
A. Surat-Menyurat A. Correspondence
Untuk tahun 2023, Dewan Komisaris memberikan For the year 2023, the BOC provided necessary
tanggapan, arahan, nasehat serta laporan yang feedback, direction, advice and reports, both to the
diperlukan, baik kepada Direksi maupun kepada BOD and to shareholders, with the following details:
pemegang saham, dengan perincian sebagai
berikut:
Laporan Tahunan dan Keberlanjutan
362 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 363
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
1) Surat Dewan Komisaris kepada Deputi Bidang 1) Letter from the Board of Commissioners to the
Keuangan dan Manajemen Resiko Nomor 01/CG/ Deputy for Finance and Risk Management
KOM/I/2023, tanggal 24 Januari 2023 perihal Number 01/CG/KOM/I/2023, dated January 24th,
Penyampaian Data Organ Pendukung Dewan 2023 regarding Submission of Data on
Komisaris PT KAI (Persero). Supporting Organs of the Board of
Commissioners of PT KAI (Persero).
2) Surat Dewan Komisaris kepada Menteri BUMN 2) Letter from the Board of Commissioners to the
Nomor 02/CF/KOM/I/2023, tanggal 24 Januari Minister of SOEs Number 02/CF/KOM/I/2023,
2023 perihal Tanggapan dan Saran Dewan dated January 24 th, 2023 regarding the
Komisaris atas Usulan RKAP Tahun 2023. Response and Suggestions of the Board of
Commissioners on the Proposed 2023 RKAP.
3) Surat Dewan Komisaris kepada Menteri BUMN 3) Letter from the Board of Commissioners to the
Selaku Pemegang Saham Nomor 03/CF/KOM/ Minister of SOEs As Shareholder Number 03/CF/
I/2023, tanggal 24 Januari 2023 perihal Usulan KOM/I/2023, dated January 24th,, 2023 regarding
Indikator Aspek Operasional dalam RKAP 2023. the Proposed Operational Aspect Indicators in
the 2023 RKAP.
4) Surat Dewan Komisaris kepada Direktur Utama 4) Letter from the Board of Commissioners to the
PT KAI (Persero) Nomor 05/CH/KOM/II/2023 President Director of PT KAI (Persero) Number
tanggal 15 Februari 2023 perihal Persetujuan 05/CH/KOM/II/2023 dated February 15 th, 2023
Usulan Kandidat Direksi PT Pilar Sinergi BUMN regarding the Approval of the Proposed
Indonesia. Candidate for the Board of Directors of PT Pilar
Sinergi SOE Indonesia.
5) Surat Dewan Komisaris kepada Direktur Utama 5) Letter from the Board of Commissioners to the
PT KAI (Persero) Nomor 06/CH/RAH/KOM/II/2023 President Director of PT KAI (Persero) Number
tanggal 21 Februari 2023 perihal Pelaksana 06/CH/RAH/KOM/II/2023 dated February 21 st,
Tugas Direktur Pengelolaan Sarana PT KAI 2023 regarding the Implementation of the
(Persero). Duties of the Managing Director of Rolling Stock
of PT KAI (Persero).
6) Surat Dewan Komisaris kepada Direktur Utama 6) Letter from the Board of Commissioners to the
PT KAI (Persero) Nomor 07/CF/KOM/III/2023 President Director of PT KAI (Persero) Number
tanggal 1 Maret 2023 perihal Persetujuan 07/CF/KOM/III/2023 dated March 1 st, 2023
Pengurus Anak Perusahaan dan Perusahaan regarding the Approval of the Management of
Patungan PT KAI (Persero). Subsidiaries and Joint Venture Companies of
PT KAI (Persero)
7) Surat Dewan Komisaris kepada Ketua Cluster 7) Letter from the Board of Commissioners to the
Talent Committee (CTC) BUMN Sektor Logistik Head of Cluster Talent Committee (CTC) of SOE
Nomor 08/CF/KOM/III/2023 tanggal 1 Maret 2023 Logistics Sector Number 08/CF/KOM/III/2023
perihal Talent Pool PT Kereta Api Indonesia. dated March 1 st, 2023 regarding Talent Pool of
PT Kereta Api Indonesia.
8) Surat Dewan Komisaris kepada Direktur Utama 8) Letter from the Board of Commissioners to the
PT KAI (Persero) Nomor 09/CH/RAH/KOM/IV/ President Director of PT KAI (Persero) Number
2023 tanggal 3 April 2023 perihal Persetujuan 09/CH/RAH/KOM/IV/2023 dated April 3 rd, 2023
Penetapan dan Perubahan Struktur Organisasi regarding Approval of Determination and
Direktorat Operasi. Changes to Organizational Structure of
Directorate of Operations.
9) Surat Dewan Komisaris kepada Direktur Utama 9) Letter from the Board of Commissioners to the
PT KAI (Persero) Nomor 10/CF/KOM/III/2023 President Director of PT KAI (Persero) Number
tanggal 24 Maret 2023 perihal Studi Banding 10/CF/KOM/III/2023 dated March 24 th, 2023
Kereta Cepat dan LRT. regarding Comparative Study of High-Speed
Train and LRT.
10) Surat Dewan Komisaris kepada Direktur Utama 10) Letter from the Board of Commissioners to the
PT KAI (Persero) Nomor 11/CH/RAH/KOM/III/2023 President Director of PT KAI (Persero) Number
tanggal 24 Maret 2023 perihal Penyerahan 11/CH/RAH/KOM/III/2023 dated March 24th, 2023
buku “Pemantauan Implementasi Enterprise regarding Submission of the book “Monitoring
Risk Management (ERM) di PT KAI”. the Implementation of Enterprise Risk
Management (ERM) at PT KAI”.
11) Surat Dewan Komisaris kepada Direktur Utama 11) Letter from the Board of Commissioners to the
Nomor 20/CF/KOM/V/2023, tanggal 19 Mei 2023 President Director Number 20/CF/KOM/V/2023,
perihal Persetujuan KPI Individual Direksi Tahun dated May 19 th, 2023 regarding Approval of the
2023. Individual KPI of the Board of Directors for
2023.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 363
Annual and Sustainability Report
Page 364
Tata Kelola Perusahaan
Good Corporate Governance
12) Surat Dewan Komisaris kepada Direktur Utama 12) Letter from the Board of Commissioners to the
Nomor 21/CF/KOM/V/2023, tanggal 19 Mei 2023 President Director Number 21/CF/KOM/V/2023,
perihal Rancana Pendayagunaan Aset Jalan dated May 19 th, 2023 regarding the Plan for
Dupak, Surabaya. Utilization of Dupak Road Assets, Surabaya.
13) Surat Dewan Komisaris kepada Direktur Utama 13) Letter from the Board of Commissioners to the
Nomor 22/CH/KOM/V/2023, tanggal 19 Mei 2023 President Director Number 22/CH/KOM/V/2023,
perihal Persetujuan Penunjukan EVP Corporate dated May 19 th, 2023 regarding Approval of
Secretary. Appointment of EVP Corporate Secretary.
14) Surat Dewan Komisaris kepada Menteri BUMN 14) Letter from the Board of Commissioners to the
selaku Pemegang Saham Nomor 23/CF/KOM/ Minister of SOEs as Shareholder Number 23/CF/
V/2023, tanggal 19 Mei 2023 perihal Pengisian KOM/V/2023, dated May 19 th, 2023 regarding
Jabatan Direktur Pengelolaan Sarana. Filling the Position of Managing Director of
Rolling Stock Management.
15) Surat Dewan Komisaris kepada Menteri BUMN 15) Letter from the Board of Commissioners to the
Nomor 25/CF/KOM/V/2023, tanggal 23 Mei 2023 Minister of SOEs Number 25/CF/KOM/V/2023,
perihal Tanggapan dan Laporan Pelaksanaan dated May 23 rd, 2023 regarding Response and
Tugas Pengawasan Dewan Komisaris PT Kereta Report on the Implementation of the
Api Indonesia (Persero) Triwulan I Tahun 2023. Supervisory Duties of the Board of
Commissioners of PT Kereta Api Indonesia
(Persero) for the First Quarter of 2023.
16) Surat Dewan Komisaris kepada menteri BUMN 16) Letter from the Board of Commissioners to the
Nomor 26/CG/KOM/VI/2023, tanggal 14 Juni 2023 Minister of SOEs Number 26/CG/KOM/VI/2023,
perihal Tanggapan dan Saran Dewan Komisaris dated June 14 th, 2023 regarding Response and
atas Kinerja PT Kereta Api Indonesia (Persero) Suggestions from the Board of Commissioners
Tahun Buku 2022 (Audited). on the Performance of PT Kereta Api Indonesia
(Persero) for the 2022 Fiscal Year (Audited).
17) Surat Dewan Komisaris kepada Menteri BUMN 17) Letter from the Board of Commissioners to the
Nomor 27/CG/KOM/VI/2023, tanggal 14 Juni 2023 Minister of SOEs Number 27/CG/KOM/VI/2023,
perihal Laporan Pelaksanaan Tugas dated June 14 th, 2023 regarding the Report on
Pengasawan Dewan Komisaris PT Kereta Api the Implementation of the Supervisory Duties
Indonesia (Persero) Tahun 2022. of the Board of Commissioners of PT Kereta Api
Indonesia (Persero) in 2022.
18) Surat Dewan Komisaris kepada Menteri BUMN 18) Letter from the Board of Commissioners to the
Nomor 28/CG/KOM/VI/2023, tanggal 14 Juni 2023 Minister of SOEs Number 28/CG/KOM/VI/2023,
perihal Usulan Penetapan Kantor Akuntan dated June 14 th, 2023 regarding the Proposal
Publik (KAP) untuk Audit atas Laporan for the Appointment of a Public Accounting
Keuangan Konsolidasian Tahun Buku 2023. Firm (KAP) for the Audit of the Consolidated
Financial Statements for the 2023 Financial Year.
19) Surat Dewan Komisaris kepada Menteri BUMN 19) Letter from the Board of Commissioners to the
Nomor 29/CG/KOM/VI/2023, tanggal 14 Juni 2023 Minister of SOEs Number 29/CG/KOM/VI/2023,
perihal Usulan Remunerasi Direksi dan Dewan dated June 14 th, 2023 regarding the Proposal
Komisaris atas Kinerja Tahun Buku 2022. for the Remuneration of the Board of Directors
and Board of Commissioners for the
Performance of the 2022 Financial Year.
20) Surat Dewan Komisaris kepada Direktur Utama 20) Letter from the Board of Commissioners to the
Nomor 32/CF/KOM/VIII/2023, tanggal 7 Agustus President Director Number 32/CF/KOM/VIII/2023,
2023 perihal Tanggapan Dewan Komisaris atas dated August 7 th, 2023 regarding the Board of
Usulan Tambahan penyertaan Modal Negara Commissioners' Response to the Proposal for
kepada PT KAI (Persero) Tahun 2023 untuk Additional State Capital Participation to PT KAI
Peningkatan Pelayanan Penumpang KRL (Persero) in 2023 for Improving Jabodetabek
Jabodetabek. Commuter Line Passenger Services.
21) Surat Dewan Komisaris kepada Menteri BUMN 21) Letter from the Board of Commissioners to the
Nomor 35/CG/KOM/VIII/2023, tanggal 24 Agustus Minister of SOEs Number 35/CG/KOM/VIII/2023,
2023 perihal Laporan Pelaksanaan Tugas dated August 24 th, 2023 regarding the Report
Pengawasan Dewan Komimsaris PT Kereta Api on the Implementation of Supervisory Duties
Indonesia (Persero) Semester I Tahun 2023. of the Board of Commissioners of PT Kereta Api
Indonesia (Persero) Semester I of 2023.
Laporan Tahunan dan Keberlanjutan
364 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 365
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
22) Surat Dewan Komisaris kepada Menteri BUMN 22) Letter from the Board of Commissioners to the
Nomor 36/CF/KOM/VIII/2023, tanggal 24 Agustus Minister of SOEs Number 36/CF/KOM/VIII/2023,
2023 perihal Tanggapan dan Laporan dated August 24 th, 2023 regarding the
Pelaksanaan Tugas Pengawasan Dewan Response and Report on the Implementation
Komisaris PT Kereta Api Indonesia (persero) of Supervisory Duties of the Board of
Semester I Tahuan 2023 Commissioners of PT Kereta Api Indonesia
(Persero) Semester I of 2023
23) Surat Dewan Komisaris kepada Direktur Utama 23) Letter from the Board of Commissioners to the
Nomor 38/CF/KOM/VIII/2023, tanggal 31 Agustus President Director Number 38/CF/KOM/VIII/2023,
2023 perihal Tanggapan Dewan Komisaris atas dated August 31st, 2023 regarding the Response
Penghapusbukuan Aset Tanah Milik PT KAI of the Board of Commissioners on the Write-off
(Persero) di Jalan Kebon Kawung Nomor 3 Kota of Land Assets Owned by PT KAI (Persero) on
Bandung. Jalan Kebon Kawung Number 3, Bandung City.
24) Surat Dewan Komisaris kepada Direktur Utama 24) Letter from the Board of Commissioners to the
Nomor 39/CF/KOM/VIII/2023, tanggal 31 Agutus President Director Number 39/CF/KOM/VIII/2023,
2023 perihal Tanggapan Dewan Komisaris atas dated August 31 st, 2023 regarding the Board of
Pengahpusbukuan Aset Tanah Milik PT KAI Commissioners' Response to the Write-off of
(Persero) di Kelurahan Simpang Haru, Padang. Land Assets Owned by PT KAI (Persero) in
Simpang Haru Village, Padang.
25) Surat Dewan Komisaris kepada Direktur Utama 25) Letter from the Board of Commissioners to the
Nomor 41/CF/KOM/IX/2023, tanggal 11 September President Director Number 41/CF/KOM/IX/2023,
2023 perihal Usulan Pengurus Anak dated September 11 th, 2023 regarding Proposal
Perusahaan. for Subsidiary Management.
26) Surat Dewan Komisaris kepada Direktur Utama 26) Letter from the Board of Commissioners to the
Nomor 42/CF/KOM/IX/2023, tanggal 11 President Director Number 42/CF/KOM/IX/2023,
September 2023 perihal Persetujuan Dewan dated September 11 th, 2023 regarding Approval
Komisaris atas Penetapan Struktur Organisasi of the Board of Commissioners on the
1 (satu) Tingkat di Bawah Direksi. Determination of the Organizational Structure
1 (one) Level Below the Board of Directors.
27) Surat Dewan Komisaris kepada Direktur Utama 27) Letter from the Board of Commissioners to the
Nomor 45/CF/KOM/IX/2023, tanggal 11 President Director Number 45/CF/KOM/IX/2023,
September 2023 perihal Tanggapan Tertulis dated September 11 th, 2023 regarding Written
Dewan Komisaris atas Reaktivasi Prasarana dan Response from the Board of Commissioners on
Penyelenggaraan Perkeretaapian Umum pada the Reactivation of Infrastructure and Provision
Lintas Stasiun Cibatu Sampai Dengaan Stasiun of Public Railways on the Cibatu Station to Garut
Garut. Station Line.
28) Surat Dewan Komisaris kepada Direktur Utama 28) Letter from the Board of Commissioners to the
Nomor 46/CF/KOM/IX/2023, tanggal 13 President Director Number 46/CF/KOM/IX/2023,
September 2023 perihal Tanggapan Dewan dated September 13 th, 2023 regarding the
Komisaris atas Penghapusbukuan ATDO Eks Response of the Board of Commissioners to the
KKA Emplasemen Stasiun Domplang. Write-off of ATDO Ex-KKA Emplacement
Domplang Station.
29) Surat Dewan Komisaris kepada Direktur Utama 29) Letter from the Board of Commissioners to the
Nomor 50/CF/KOM/IX/2023, tanggal 19 President Director Number 50/CF/KOM/IX/2023,
September 2023 perihal Usulan Pengurus Anak dated September 19 th, 2023 regarding the
Perusahaan. Proposal for the Management of the Subsidiary
Company.
30) Surat Dewan Komisaris kepada Direktur Utama 30) Letter from the Board of Commissioners to the
Nomor 51/CF/KOM/X/2023, tanggal 11 Oktober President Director Number 51/CF/KOM/X/2023,
2023 perihal Tanggapan Tertulis Dewan dated October 11 th, 2023 regarding the Written
Komisaris atas Penyelenggaraan Prasarana Response of the Board of Commissioners
Perkeretaapian Umum di Sumatera bagina regarding the Implementation of Public
Selatan Pada Segmen I Lintas Lahat-Kertapati. Railway Infrastructure in South Sumatra on
Segment I of the Lahat-Kertapati Route.
31) Surat Dewan Komisaris kepada Direktur Utama 31) Letter from the Board of Commissioners to the
Nomor 52/CF/KOM/X/2023, tanggal 11 Oktober President Director Number 52/CF/KOM/X/2023,
2023 perihal Tanggapan Tertulis Dewan dated October 11 th, 2023 regarding the Written
Komisaris atas Rencana Penerimaan Pinjaman Response of the Board of Commissioners on
untuk Cost Overrun Proyek KCJB. the Loan Receipt Plan for the KCJB Project Cost
Overrun.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 365
Annual and Sustainability Report
Page 366
Tata Kelola Perusahaan
Good Corporate Governance
32) Surat Dewan Komisaris kepada Direktur Utama 32) Letter from the Board of Commissioners to the
Nomor 54/CF/KOM/X/2023, tanggal 12 Oktober President Director Number 54/CF/KOM/X/2023,
2023 perihal Penetapan Besaran Imbalan Jasa dated October 12 th, 2023 regarding
Pengadaan KAP untuk General Audit PT Kereta Determination of the Amount of Remuneration
Api Indonesia (Persero) Tahun Buku 2023. for the Procurement of Public Accounting Firm
for the General Audit of PT Kereta Api Indonesia
(Persero) for the 2023 Fiscal Year.
33) Surat Dewan Komisaris kepada Direktur Utama 33) Letter from the Board of Commissioners to the
Nomor 60/CF/KOM/XI/2023, tanggal 8 November President Director Number 60/CF/KOM/XI/2023,
2023 perihal Persetujuan Pengurus Anak dated November 8 th, 2023 regarding Approval
Perusahaan dan Perusahaan Patungan PT of the Management of Subsidiaries and Joint
Kereta Api Indonesia (Persero). Venture Companies of PT Kereta Api Indonesia
(Persero).
34) Surat Dewan Komisaris kepada Direktur Utama 34) Letter from the Board of Commissioners to the
Nomor 61/CF/KOM/X/2023, tanggal 8 November President Director Number 61/CF/KOM/X/2023,
2023 perihal Rencana Adendum Perjanjian dated November 8 th, 2023 regarding the
Sewa Aset Tanah Milik PT KAI (Persero) di Lintas Planned Addendum to the Agreement for the
Non Aktif Krian-Ploso, Daerah Operasi 7 Madiun. Lease of Land Assets Owned by PT KAI (Persero)
on the Non-Active Krian-Ploso Route, Operation
Area 7 Madiun.
35) Surat Dewan Komisaris kepada Direktur Utama 35) Letter from the Board of Commissioners to the
Nomor 62/CF/KOM/XI/2023, tanggal 8 November President Director Number 62/CF/KOM/XI/2023,
2023 perihal Penyampaian Rancangan KPI dated November 8 th, 2023 regarding the
Indidviu Tahun 2024. Submission of the Draft KPI Individual for 2024.
36) Surat Dewan Komisaris kepada Direktur Utama 36) Letter from the Board of Commissioners to the
Nomor 63/CF/KOM/XI/2023, tanggal 20 President Director Number 63/CF/KOM/XI/2023,
November 2023 perihal Tanggapan dan Laporan dated November 20th, 2023 regarding Response
Pelaksanaan Tugas Pengawasan Dewan and Report on the Implementation of
Komisaris PT Kereta Api Indonesia (Persero) Supervisory Duties of the Board of
Triwulan III Tahun 2023. Commissioners of PT Kereta Api Indonesia
(Persero) Quarter III of 2023.
37) Surat Dewan Komisaris kepada Menteri BUMN 37) Letter from the Board of Commissioners to the
Nomor 64/CF/KOM/XI/2023, tanggal 20 Minister of SOEs Number 64/CF/KOM/XI/2023,
November 2023 perihal Laporan Pelaksanaan dated November 20 th, 2023 regarding Report
Tugas Pengawasan Dewan Komisaris PT Kereta on the Implementation of Supervisory Duties
Api Indonesia (Persero) Triwulan III Tahun 2023. of the Board of Commissioners of PT Kereta Api
Indonesia (Persero) Quarter III of 2023.
38) Surat Dewan Komisaris kepada Direktur Utama 38) Letter from the Board of Commissioners to the
Nomor 65/CF/KOM/XI/2023, tanggal 20 President Director Number 65/CF/KOM/XI/2023,
November 2023 perihal Tanggapan Tertulis dated November 20 th, 2023 regarding Written
Dewan Komisaris atas Penyelenggaraan Response from the Board of Commissioners on
Prasarana Perkeretaapian Umum di Sumatera the Implementation of Public Railway
Bagian Selatan Pada Segmen I Lintas Lahat- Infrastructure in the Southern Sumatra Section
Kertapati. on Segment I of the Lahat-Kertapati.
B. Rapat Internal Dewan B. Internal Board Meetings
Rapat Internal Dewan Komisaris KAI Internal meetings of the KAI Board of
diselenggarakan dalam rangka membahas Commissioners are held in order to discuss company
permasalahan perusahaan yang memerlukan issues that require the supervision and advice of
pengawasan dan penasihatan Komisaris. the Commissioners.
Pengungkapan mengenai pelaksanaan rapat Disclosure regarding the implementation of the
internal Dewan Komisaris, mencakup tanggal internal meeting of the Board of Commissioners,
pelaksanaan, agenda, serta peserta rapat telah including the date of implementation, agenda, and
disajikan di dalam subbagian Agenda, Tanggal, dan meeting participants has been presented in the
Peserta Rapat Internal Dewan Komisaris Tahun 2023. Agenda, Date, and Participants of the Internal
Meeting of the Board of Commissioners in 2023
subsection.
Laporan Tahunan dan Keberlanjutan
366 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 367
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
C. Rapat Gabungan Dewan Komisaris Bersama C. Joint Meeting of the Board of Commissioners with
Direksi the Board of Directors
Rapat Dewan Komisaris Bersama Direksi KAI Joint meetings of the Board of Commissioners and
diselenggarakan untuk membahas permasalahan the Board of Directors of KAI are held to discuss
perusahaan yang memerlukan pengawasan dan company issues that require the supervision and
penasihatan Komisaris. Pengungkapan mengenai advice of the Commissioners. Disclosure regarding
pelaksanaan rapat gabungan Dewan Komisaris the implementation of the joint meeting of the
Bersama Direksi, mencakup tanggal pelaksanaan, Board of Commissioners and the Board of Directors,
agenda, serta peserta rapat telah disajikan di dalam including the date of implementation, agenda, and
subbagian Agenda, Tanggal, dan Peserta Rapat meeting participants has been presented in the
Gabungan Dewan Komisaris Bersama Direksi Tahun Agenda, Date, and Participants of the Joint Meeting
2023. of the Board of Commissioners and the Board of
Directors in 2023 subsection.
D. Kegiatan Dewan Komisaris di Luar Kegiatan Rutin D. Activities of the Board of Commissioners Outside
Routine Activities
Selama tahun 2023, Dewan Komisaris melaksanakan During 2023, the Board of Commissioners will carry
kegiatan di luar kegiatan rutin, dengan perincian out activities outside of routine activities, with the
sebagai berikut: following details:
Tanggal Agenda Kehadiran
No
Date Agenda Attendance
1. Paparan Daop 6 Yk dan KA BIAS : / Daop 6 Yk and KA BIAS
Presentation:
a. Peran Implementasi ERM dalam pencapaian target 2022.
/ The Role of ERM Implementation in achieving the 2022
target.
b. Kendala-kendala yang dihadapi di tahun 2022 dan tindak
9 Februari 2023 lanjutnya. / Obstacles faced in 2022 and their follow-up.
1 / February 9 th, c. Risiko-risiko yang akan dihadapi di tahun 2023 dalam Chairul Anwar, Endang Tirtana
2023 pencapaian target serta tindak lanjutnya. / Risks to be
faced in 2023 in achieving
2. Paparan Transformasi Digital di BY Yogya. / Presentation
of Digital Transformation at BY Yogya.
3. Melihat By Yogya di bagian yang telah dilakukan transformasi
digital. / Seeing BY Yogya in the part where digital
transformation has been carried out.
13 Maret 2023 / Pengecekan Transformasi Digital di Balai Yasa Yogyakarta. /
2 Rochadi
March 13 th, 2023 Digital Transformation Check at Balai Yasa Yogyakarta.
Pembahasan Lanjutan Lahan PT KAI di Desa Sinar Banten/
14 Maret 2023 /
3 Stasiun Bekri. / Further Discussion of PT KAI Land in Sinar Chairul Anwar
March 14 th, 2023
Banten Village/ Bekri Station.
15-16 Maret
2023 / 15-16 Workshop Manajemen Konten Sosial. / Social Content
4 Riza Primadi
March 15 th-16 th, Management Workshop.
2023
24 Mei 2023 / Pengamanan Aset Daop 6 Yogyakarta. / Asset Security Daop
5 Chairul Anwar
May 24 th, 2023 6 Yogyakarta.
24 Mei 2023 / Riza Primadi, Rochadi, Diah Natalisa,
6 Trial Run LRT Jabodebek. / Trial Run LRT Jabodebek.
May 24 th, 2023 Sri Paduka Mangkoenagoro X
5 Juni 2023 / Rapat Pengembangan Stasiun Tugu. / Tugu Station Chairul Anwar, Endang Tirtana, M
7
June 5 th, 2023 Development Meeting. Risal Wasal
5 Juni 2023 / Rakor Integrasi Sistem MR SmartKA. / System Integration Chairul Anwar, Endang Tirtana, M
8
June 5 th, 2023 Coordination Meeting MR SmartKA. Risal Wasal
7 Juni 2023 / Pengamanan Aset Daop 8 Surabaya. / Asset Security of Daop
9 Chairul Anwar, Endang Tirtana
June 7 th, 2023 8 Surabaya.
Progres Pembenahan, Produksi K3 New G dan Kereta
9 Juni 2023 / Kompartemen oleh Balai Yasa Manggarai. / Progress of
10 Said Aqil Siraj
June 9 th, 2023 Improvement, Production of K3 New G and Compartment
Trains by Balai Yasa Manggarai.
13 Juni 2023 / Uji coba LRT Jabodebek Dukuh Atas-Cibubur. / LRT trial run
11 Riza Primadi
June 13 th, 2023 Jabodebek Dukuh Atas-Cibubur.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 367
Annual and Sustainability Report
Page 368
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Kehadiran
No
Date Agenda Attendance
Seminar Nasional Peningkatan Keamanan dan Keselamatan
15 Juni 2023 /
12 Perlintasan Sebidang Jalur Kereta Api. / National Seminar Said Aqil Siraj, Riza Primadi
June 15 th, 2023
on Improving Security and Safety at Railway Level Crossings.
19 Juni 2023 / Pengawasan Aset Divre IV Tanjungkarang. / Tanjungkarang
13 Chairul Anwar, Endang Tirtana
June 19 th, 2023 Divre IV Asset Supervision.
22 Juni 2023 / Mengikuti Uji coba KCJB 300 km/jam. / Participated in the
14 Riza Primadi
June 22 nd, 2023 KCJB 300 km/hour trial.
Said Aqil Siroj, Riza Primadi, Chairul
23 Juni 2023 / RUPS Kinerja 2022 PT Kereta Api Indonesia (Persero). / 2022 Anwar, Diah Natalisa, Endang Tritana,
15
June 23 rd, 2023 GMS Performance of PT Kereta Api Indonesia (Persero). Sri Paduka Mangkoenagoro X, Johan
Sirait, Mohamad Risal Wasal
5-8 Juli 2023 / Benchmarking ke China Railway di China. / Benchmarking
16 Risal Wasal
July 5 th-8 th, 2023 to China Railway in China.
24-30 Juli 2023
Benchmarking ke SNCF di Perancis. / Benchmarking to SNCF Chairul Anwar, Endang Tirtana, Diah
17 / July 24 th-30 th,
in France. Natalisa
2023
1-8 Agustus
Benchmarking ke TOD Buro Hapold di Inggris / Benchmarking Riza Primadi, Rochadi, Sri Paduka
18 2023 / August
to TOD Buro Hapold in England. Mangkoenagoro X
1 st-8 th, 2023
14 Agustus Menghadiri Acara Inovation Improvement Award di Banyuwangi.
19 2023 / August / Attending the Innovation Improvement Award Event in Said Aqil Siroj
14 th, 2023 Banyuwangi.
5 September
Peninjauan Proyek Pengadaan Kereta Penumpang KAI ke PT
2023 /
20 INKA. / Review of Passenger Train Procurement Project Riza Primadi, Rochadi
September 5 th,
KAI to PT INKA.
2023
6 September
2023 / Penguatan ERM Daop 3, Daop 4 dan Balai Yasa Tegal. /
21 Chairul Anwar, Endang Tirtana
September 6 th, Strengthening of ERM Daop 3, Daop 4 and Balai Yasa Tegal
2023
11-12 September
2023 / FGD Perlintasan Sebidang di Surabaya. / FGD Level Crossings Said Aqil Siroj, Chairul Anwar, Endang
22
September 11 th- in Surabaya. Tirtana
12 th, 2023
a. Kinerja Keuangan Divre III Palembang, dan Khusus
14-15 Prabumulih. / Financial Performance of Divre III Palembang,
September and Specifically Prabumulih.
23 2023 / b. Permasalahan Prasarana yang dihadapi dan Rencana Aksi Riza Primadi, Rochadi
September 14 th- (Prabumulih). / Infrastructure Problems Faced and Action
15 th, 2023 Plan (Prabumulih).
c. Kunjungan ke Prabumulih. / Visit to Prabumulih.
21 September
2023 / Pemantauan lapangan dan progress kesiapan operasi KCJB
24 All BOC
September 21 st, / Field monitoring and progress of operational readiness KCJB
2023
a. Tinjauan Anjlokan di Sentolo, Yogyakarta / Review of the
21 Oktober 2023
Slump in Sentolo, Yogyakarta
25 / October 21 st, Riza Primadi
b. Kunjungan kerja ke Balai Yasa Yogyakarta / Working visit
2023
to Balai Yasa Yogyakarta
26 Oktober
Peresmian BUMN School of Excellence (BSE) / Inauguration
26 2023 / October Endang Tirtana
of BUMN School of Excellence (BSE)
26 th, 2023
a. Peninjauan Proyek Pengadaan Kereta Penumpang KAI /
7-8 November Review of KAI Passenger Train Procurement Project
2023 / b. Sebagai narasumber “Motivation Session” dengan tema
27 Said Aqil Siroj
November 7 th- “Optimalisai Intuisi dan Memperkuat Kepemimpinan / As
8 th 2023 a resource person for the “Motivation Session” with the theme
“Optimizing Intuition and Strengthening Leadership
Laporan Tahunan dan Keberlanjutan
368 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 369
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Kehadiran
No
Date Agenda Attendance
a. Pengecekan Persiapan Nataru Divre III Palembang / Checking
7 November Nataru Preparation of Divre III Palembang
2023 / b. Issue SDM di Divre III Palembang (sikap pekerja di sosial
28 Diah Natalisa
November 7 th, media dalam Menghadapi pemilu 2024) / HR Issues in Divre
2023 III Palembang (worker attitudes on social media in Facing
the 2024 election)
4-7 Desember
2023 / KAIS Natal 2023 dan Tahun Baru 2024 / KAIS Christmas 2023 Riza Primadi, Diah Natalisa, Rochadi,
29
December 4 th- and New Year 2024 Sri Paduka Mangkoenagoro X
7 th, 2023
21 Desember
2023 – 7 Januari
2024 / 21 Posko Natal 2023 dan Tahun Baru 2024 / Christmas 2023 and
30 All BOC
December 21 st, New Year 2024 Post
2023 – January
7 th, 2024
PENILAIAN KINERJA KOMITE DI BAWAH PERFORMANCE ASSESSMENT OF
DEWAN KOMISARIS DAN DASAR COMMITTEES UNDER THE BOARD OF
PENILAIANNYA COMMISSIONERS AND THE BASIS FOR
ASSESSMENT
Dewan Komisaris melaksanakan tugas dan tanggung The Board of Commissioners carries out its duties and
jawabnya dengan dibantu oleh komite-komite yang responsibilities with the assistance of committees under
berada di bawah Dewan Komisaris. Komite-komite the Board of Commissioners. The committees consist of
tersebut terdiri dari Komite Audit, Komite Pemantau the Audit Committee, Risk Management Monitoring
Manajemen Risiko, dan Komite Nominasi dan Remunerasi. Committee, and Nomination and Remuneration
Penjelasan mengenai fungsi masing-masing komite Committee. An explanation of the functions of each
beserta penilaian kinerja komite untuk tahun 2023 adalah committee along with the committee's performance
sebagai berikut: assessment for 2023 is as follows:
1. Komite Audit 1. Audit Committee
Merupakan komite yang berperan dalam memonitor This committee monitors the performance of
kinerja Audit Internal, memonitor Auditor Internal Audit, monitors the Independent Auditor
Independen dalam melakukan audit laporan in auditing financial statements, reviews the
keuangan, menelaah laporan Perseroan kepada Company's reports to external parties, and monitors
pihak luar, dan memonitor Sistem Pengendalian the Internal Control System. Moreover, the Audit
Intern. Lebih dari itu, Komite Audit juga berperan Committee also assists the Board of Commissioners
membantu Dewan Komisaris di dalam penugasan- in other assignments given by the Board of
penugasan lain yang diberikan oleh Dewan Commissioners.
Komisaris.
2. Komite Pemantau Manajemen Risiko (KPMR) 2. Risk Management Monitoring Committee (RMMC)
Merupakan komite yang membantu Dewan A committee that assists the Board of
Komisaris dalam memonitor berbagai risiko yang Commissioners in monitoring various risks faced
dihadapi Perseroan, mencakup aspek, strategi, by the Company, including aspects, strategies,
sistem, serta kebijakan manajemen risiko systems, and risk management policies of the
Perseroan. Di samping itu, KPMR membantu Dewan Company. In addition, KPMR assists the Board of
Komisaris dalam proses identifikasi risiko yang Commissioners in the process of identifying risks
dihadapi KAI serta menyusun langkah mitigasi faced by KAI and developing mitigation measures
terhadap masing-masing risiko. for each risk.
3. Komite Nominasi dan Remunerasi 3. Nomination and Remuneration Committee
Merupakan komite yang membantu Dewan A committee that assists the Board of
Komisaris dalam melakukan reviu atas kebijakan Commissioners in reviewing the Company's talent
talenta Perseroan, evaluasi terhadap calon policy, evaluating candidates for management of
pengurus baik Perseroan maupun anak perusahaan, both the Company and its subsidiaries, and
serta memberikan masukan dan rekomendasi providing input and recommendations on the
terhadap remunerasi pengurus Perseroan. remuneration of the Company's management.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 369
Annual and Sustainability Report
Page 370
Tata Kelola Perusahaan
Good Corporate Governance
Berdasarkan Peraturan Menteri BUMN Nomor PER-3/MBU/ Based on the Regulation of the Minister of SOEs Number
03/2023 Tentang Organ dan Sumber Daya Manusia Badan PER-3/MBU/03/2023 Concerning Organs and Human
Usaha Milik Negara, penilaian terhadap kinerja Organ Resources of State-Owned Enterprises, the assessment
Dewan Komisaris dilakukan secara berkala sebagai bagian of the performance of the Board of Commissioners Organ
dari laporan berkala Dewan Komisaris/Dewan Pengawas is carried out periodically as part of the periodic report
dengan menggunakan metode yang ditetapkan Dewan of the Board of Commissioners/Supervisory Board using
Komisaris/Dewan Pengawas. the method determined by the Board of Commissioners/
Supervisory Board.
Penilaian dilakukan dengan kriteria tertentu sebagai tolok The assessment is carried out with certain criteria as a
ukur dalam menilai tingkat pemenuhan dari suatu aspek benchmark in assessing the level of fulfillment of an
penilaian. Dewan Komisaris sebagai pihak yang aspect of the assessment. The Board of Commissioners
melakukan penilaian kemudian memberi penilaian as the party conducting the assessment then provides
terhadap keseluruhan aspek dengan memperhatikan an assessment of all aspects by considering the principle
prinsip akuntabilitas, agar hasil penilaian terhadap of accountability, so that the results of the assessment
masing-masing komite dapat dipertanggungjawabkan of each committee can be properly accounted for. The
secara baik. Hasil penilaian terhadap masing-masing results of the assessment of each committee are the basis
komite merupakan dasar bagi upaya perbaikan untuk for improvement efforts for the following year period, in
periode tahun berikutnya, guna mewujudkan order to realize continuous performance improvement
peningkatan kinerja secara berkesinambungan dari tahun from year to year.
ke tahun.
Dewan Komisaris telah menindaklanjuti amanah The Board of Commissioners has followed up on the
ketentuan tersebut dengan menerbitkan Surat mandate of the provisions by issuing the Board of
Keputusan Dewan Komisaris Nomor 11/CH/DEKOM/X/2021 Commissioners Decree Number 11/CH/DEKOM/X/2021
Tentang Evaluasi Kinerja Organ Pendukung Dewan concerning the Performance Evaluation of the
Komisaris PT Kereta Api Indonesia (Persero). Kriteria Supporting Organs of the Board of Commissioners of PT
evaluasi kinerja mencakup dua (2) komponen penilaian Kereta Api Indonesia (Persero). The performance
yakni kualitas pelaksanaan tugas pokok dari setiap evaluation criteria include two (2) assessment
anggota Komite yang telah ditetapkan di Peraturan components, namely the quality of the implementation
Menteri, POJK dan piagam komite ( jika ada) serta sikap of the main tasks of each member of the Committee as
kerja dan kompetensi anggota organ pendukung. stipulated in the Ministerial Regulation, POJK and
Evaluasi kinerja dilakukan secara individual oleh Dewan committee charter (if any) as well as the work attitude
Komisaris. Hasil evaluasi kinerja kemudian didiskusikan and competence of the members of the supporting
dan disepakati di rapat Dewan Komisaris. Hasil penilaian organs. The performance evaluation is carried out
Dewan Komisaris dikomunikasikan secara terbuka kepada individually by the Board of Commissioners. The results
anggota Komite yang bersangkutan. of the performance evaluation are then discussed and
agreed upon at the Board of Commissioners meeting.
The results of the Board of Commissioners' assessment
are communicated openly to the relevant Committee
members.
Untuk tahun 2023, Dewan Komisaris menilai, masing- For 2023, the Board of Commissioners assesses that each
masing komite telah melaksanakan tugas dan tanggung committee has carried out its duties and responsibilities
jawab secara baik, sesuai pedoman dan rencana kerja. well, in accordance with the guidelines and work plan.
Melalui pelaksanaan tugas dan tanggung jawab tersebut, Through the implementation of these duties and
Dewan Komisaris menilai, komite-komite telah secara responsibilities, the Board of Commissioners assesses
efektif memberi dukungan bagi pelaksanaan tugas dan that the committees have effectively provided support
tanggung jawab Dewan Komisaris, mencakup for the implementation of the duties and responsibilities
pengawasan terhadap aspek-aspek operasional dan of the Board of Commissioners, including supervision of
strategis Perseroan. the operational and strategic aspects of the Company.
Laporan Tahunan dan Keberlanjutan
370 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 371
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Berikut ini, penilaian kinerja individual organ pendukung The following is an assessment of the individual
Dewan Komisaris tahun 2023. performance of the supporting organs of the Board of
Commissioners in 2023.
Organ Nama Hasil Evaluasi
No
Organ Name Evaluation Result
1 Komite Audit / Audit Committee Ernesto Sesuai Harapan / As Expected
Amalia Setyanti Sesuai Harapan / As Expected
2 Komite Pemantau Manajemen Risiko / Risk Miranti Gani Sesuai Harapan / As Expected
Management Monitoring Committee
Handy Purnama Sesuai Harapan / As Expected
3 Komite Nominasi dan Remunerasi / Nomination Corina D. Riantoputra Sesuai Harapan / As Expected
and Remuneration Committee
4 Sekretaris Dewan Komisaris / Secretary of Board K. Seno Pamungkas Sesuai Harapan / As Expected
of Commissioner
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 371
Annual and Sustainability Report
Page 372
Tata Kelola Perusahaan
Good Corporate Governance
PENILAIAN KINERJA DEWAN KOMISARIS DAN DIREKSI
PERFORMANCE ASSESSMENT OF THE BOARD OF COMMISSIONERS AND THE BOARD
OF DIRECTOR
PENILAIAN KINERJA DEWAN KOMISARIS PERFORMANCE ASSESSMENT OF THE
[GRI 2-18] BOARD OF COMMIISSIONERS [GRI 2-18]
Penilaian kinerja Dewan Komisaris dilakukan antara lain The performance assessment of the Board of
dengan mengacu kepada Kontrak Manajemen Tahunan Commissioners is carried out, among other things, by
(Key Performance Indicator) Dewan Komisaris dengan referring to the Annual Management Contract (Key
Pemegang Saham Tahun 2023 PT Kereta Api Indonesia Performance Indicator) Board of Commissioners with 2023
(Persero), yang ditetapkan pada RUPS Tahunan Shareholders of PT Kereta Api Indonesia (Persero), which
Pengesahan Rencana Kerja dan Anggaran Perusahaan was determined at the Annual GMS Ratifying the
Tahun 2023. Company's Work Plan and Budget for 2023.
Prosedur Pelaksanaan Penilaian Kinerja Dewan Procedure for Performance Assessment of the Board
Komisaris of Commissioners
Untuk tahun 2023, penilaian kinerja Dewan Komisaris For 2023, the performance assessment of the Board of
dilakukan melalui metode self-assessment yang hasilnya Commissioners is conducted through the self-assessment
dilaporkan kepada pemegang saham melalui RUPS. method, the results of which are reported to the
Kriteria Evaluasi Kinerja Dewan Komisaris Kriteria yang shareholders through the GMS. Board of Commissioners
digunakan di dalam proses evaluasi kinerja Dewan Performance Evaluation Criteria The criteria used in the
Komisaris mengacu kepada indikator pencapaian dari Board of Commissioners performance evaluation process
Key Performance Indicators yang ditetapkan pada awal refer to the achievement indicators of the Key
tahun. Key Performance Indicators untuk tahun 2023 Performance Indicators set at the beginning of the year.
adalah sebagai berikut: Key Performance Indicators for 2023 are as follows:
Tahun 2023
Aspek dan Parameter Satuan Year Bobot Skor
No
Aspects and Parameters Unit Value Score
Target Real
I ASPEK PENGAWASAN DAN PENASIHATAN / SUPERVISION AND ADVISORY ASPECTS 55 53
Review/analisis kinerja perusahaan / Company performance review/analysis 8 8 20 16
a. Penelaahan atas Rancangan RJPP / Review of the Draft RJPP 1 0 2 0
b. Penelaahan atas Rancangan RKAP / Review of the Draft RJPP 1 1 4 4
c. Evaluasi atas pelaksanaan RKAP 2022 / Evaluation of the implementation
1 1 4 4
of the 2022 RKAP
d. Pemantauan kinerja Direksi dan pelaporan kepada Pemegang Saham /
1 1 2 2
Monitoring of the Board of Directors' performance and reporting to Shareholders
Kali /
1 e. Perubahan lingkungan bisnis / Changes in the business environment 1 1 2 2
Times
f. Tindak lanjut atas saran, harapan, permasalahan dan keluhan dari pemangku
kepentingan / Follow up on suggestions, expectations, problems and 1 1 2 2
complaints from stakeholders
g. Gejala menurunnya kinerja Perusahaan yang signifikan / Significant decline
1 1 2 2
in company performance
h. Penilaian atas usulan calon Direksi Anak Perusahaan dan Komisaris anak
perusahaan. / Assessment of the proposals for candidates for Directors of 1 1 2 2
Subsidiaries and Commissioners of Subsidiaries.
Pengawasan dan pemberian nasihat atas: / Supervision and provision of
11 11 15 15
advice on:
a. Kebijakan rancangan SPI / SPI draft policy 1 1 1 1
Kali /
2 b. Kebijakan manajemen risiko / Risk management policy 1 1 2 2
Times
c. Kebijakan sistem teknologi informasi / Information technology system policy 1 1 1 1
d. Kebijakan akuntansi dan penyusunan LK / Accounting policies and preparation
1 1 2 2
of financial statements
Laporan Tahunan dan Keberlanjutan
372 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 373
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tahun 2023
Aspek dan Parameter Satuan Year Bobot Skor
No
Aspects and Parameters Unit Value Score
Target Real
e. Kebijakan pengelolaan SDM / HR management policy 1 1 1 1
f. Kebijakan pengadaan barang dan jasa / Procurement policy for goods and
1 1 2 2
services
g. Kebijakan mutu dan pelayanan / Quality and service policy 1 1 1 1
h. Kepatuhan perusahaan terhadap UU, Anggaran Dasar, perjanjian dan komitmen
/ Company compliance with laws, articles of association, agreements and 1 1 2 2
commitments
i. Transaksi atau tindakan dalam lingkup kewenangan Dekom dan RUPS /
Transactions or actions within the scope of the authority of the Board of 1 1 1 1
Commissioners and the GMS
j. Kebijakan pengelolaan anak perusahaan/perusahaan patungan / Subsidiary/
1 1 1 1
joint venture management policy
k. Kebijakan penerapan prinsip-prinsip Tata Kelola / Policy on the implementation
1 1 1 1
of the principles of Good Corporate Governance
Pemantauan Tindaklanjut Temuan Audit / Follow-up Monitoring of Audit
2 2 5 5
Findings
a. Penunjukan calon auditor / Appointment of candidate auditors 1 1 2,5 2,5
Kali /
3
b. Pengawasan efektivitas pelaksanaan audit eksternal dan internal serta Times
pelaksanaan telaah atas pengaduan yang berkaitan dengan perusahaan /
1 1 2,5 2,5
Supervision of the effectiveness of external and internal audit implementation
and implementation of reviews of complaints related to the company
Monitoring Pekerjaan Project Director (PD) dan Penugasan Pemerintah dan
Investasi Pengembangan Perusahaan / Monitoring of Project Director (PD) Kali /
4 4 4 5 5
Work and Government Assignments and Company Development Times
Investments
Rapat / Meeting 24 24 10 10
Kali /
5 a. Internal / Internal 12 18 5 5
Times
b. Gabungan / Combined 12 14 5 5
II ASPEK PELAPORAN / REPORTING ASPECT 25 25
Kali /
1 Program kerja tahunan (RKA Dekom) / Annual work program (RKA Dekom) 1 1 10 10
Times
Laporan/pendapat saran kepada RUPS / Report/opinion suggestions to the
3 3 10 10
GMS
Kali /
2
a. Kinerja Direksi / Performance of The Board of Directors Times 2 2 6 6
b. Remunerasi Direksi / Remuneration of The Board of Directors 1 1 4 4
Laporan Manajemen (Audited) Tahun 2022 / Management Report (Audited) Kali /
3 1 1 5 5
in 2022 Times
III ASPEK DINAMIS/LAIN-LAIN / DYNAMIC/OTHER ASPECTS 20 20
Peningkatan Kompetensi / Competency Enhancement 5 - 10 10
a. Program pengenalan Komisaris baru / New Commissioner induction program 100% 100% 5 5
Kali /
1
b. Program pengembangan kompetensi melalui seminar, diklat, benchmark Times
dan sejenisnya / Competency development programs through seminars, 5 5 5 5
training, benchmarks and others
Rekomendasi/Tanggapan atas usul yang disampaikan Direksi / Tindak
Lanjut /
2 Recommendations/Responses to the proposals submitted by the Board of 100% 100% 10 10
Follow-up
Directors Actions
JUMLAH / TOTAL 100 98
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 373
Annual and Sustainability Report
Page 374
Tata Kelola Perusahaan
Good Corporate Governance
Pihak yang Melakukan Penilaian Parties Conducting the Assessment
Untuk tahun 2023, penilaian kinerja Dewan Komisaris For 2023, the performance assessment of the Board of
dilakukan melalui metode self-assessment. Dengan Commissioners is conducted through the self-assessment
demikian, Dewan Komisaris merupakan pihak yang method. Thus, the Board of Commissioners is the party
melakukan penilaian dengan hasil penilaian dilaporkan conducting the assessment with the results of the
kepada pemengan saham melalui RUPS. assessment reported to shareholders through the GMS.
PENILAIAN KINERJA DIREKSI [GRI 2-18] PERFORMANCE ASSESSMENT OF THE
BOARD DIRECTORS [GRI 2-18]
Perseroan melakukan penilaian terhadap kinerja direksi The Company evaluates the performance of the Board
berdasarkan parameter KPI direksi secara kolegial dan of Directors based on the KPI parameters of the Board
KPI direksi secara individual, yang dilakukan sesuai of Directors both collectively and individually, in
ketentuan Permen BUMN Nomor PER-11/MBU/11/2020 accordance with the provisions of the Ministry of State-
tentang Manajemen dan Kontrak Manajemen Tahunan Owned Enterprises Regulation Number PER-11/MBU/
Direksi Badan Usaha Milik Negara. 11/2020 concerning Management and Annual
Management Contracts for the Directors of State-Owned
Enterprises.
Prosedur Pelaksanaan Penilaian Kinerja Performance Appraisal Implementation Procedure
Pelaksanaan penilaian kinerja Direksi dilakukan melalui The implementation of performance assessment of the
prosedur tertentu. Direksi menyampaikan usulan KPI Board of Directors is carried out through certain
Direksi secara kolegial kepada RUPS / Menteri untuk procedures. The Board of Directors submits the proposed
ditetapkan bersamaan dengan penyampaian Rencana KPI of the Board of Directors collegially to the GMS/
Kerja dan Anggaran Perusahaan. Dalam pelaksanaannya, Minister to be determined together with the submission
Direksi wajib menjabarkan KPI Direksi secara kolegial of the Company's Work Plan and Budget. In its
menjadi KPI Direksi individual dan menyampaikannya implementation, the Board of Directors shall elaborate
kepada Dewan Komisaris / Dewan Pengawas untuk the collegial KPIs of the Board of Directors into individual
mendapat persetujuan. KPIs of the Board of Directors and submit them to the
Board of Commissioners/Supervisory Board for approval.
Pencapaian KPI Direksi secara kolegial dilaporkan dalam The collegial achievement of the KPIs of the Board of
laporan berkala dan laporan tahunan. Perhitungan Directors is reported in periodic reports and annual reports.
pencapaian KPI Direksi secara kolegial dan individual The calculation of collegial and individual achievement
direviu oleh Kantor Akuntan Publik (KAP) yang mengaudit of the KPIs of the Board of Directors is reviewed by the
laporan keuangan Perseroan. Public Accounting Firm (KAP) that audits the Company's
financial statements.
Kriteria Penilaian Kinerja Direksi Board of Directors Performance Assessment Criteria
Penilaian kinerja Direksi dilakukan berdasarkan kriteria The performance assessment of the BOD is conducted
di dalam KPI Kolegial dan KPI Individual, dengan uraian based on the criteria in the Collegial KPI and Individual
sebagai berikut: KPI Kolegial Penyusunan KPI Kolegial KPI, with the following description: Collegial KPI The
bagi Direksi dilakukan berdasarkan sejumlah perspektif, preparation of Collegial KPI for the BOD is based on a
sebagai berikut: number of perspectives, as follows:
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. Technology leadership;
4. Peningkatan investasi; dan 4. Increased investment; and
5. Pengembangan talenta. 5. Talent development.
Kontrak Manajemen Tahunan tanggal 30 Januari 2023 Annual Management Contract dated January 30 th, 2023
memuat KPI Direksi secara Kolegial antara Kuasa contains the KPI of the Board of Directors in a Collegial
Pemegang Saham Perusahaan Perseroan (Persero) PT manner between the Power of Attorney of Shareholders
Kereta Api Indonesia dan Direksi Perusahaan Perseroan of the Company (Persero) PT Kereta Api Indonesia and
(Persero) PT Kereta Api Indonesia Tahun 2023 Indikator the Board of Directors of the Company (Persero) PT
KPI Direksi secara Kolegial PT Kereta Api Indonesia Kereta Api Indonesia in 2023. The KPI indicators of the
(selanjutnya disebut sebagai KPI Corporate) ialah Board of Directors in a Collegial manner of PT Kereta Api
sebagai berikut. Indonesia (hereinafter referred to as the Corporate KPI)
are as follows.
Laporan Tahunan dan Keberlanjutan
374 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 375
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Perspektif Rumus Satuan Target 2023 Realisasi Pencapaian Bobot Skor
No
Perspective Formula Unit Target 2023 Realitation 2023 Achievement Value Score
A. Nilai ekonomi dan sosial untuk Indonesia / Economic and social value for Indonesia
Finansial / Finance
Profitability Ratio
Operating Income +
Depreciation Expense +
Amortization Expenses + Gain
a. EBITDA Miliar 5.106 5.176 101,37% 6 6,08
(Loss) on Forex + Income from
1 Associated Entities and Joint
Venture
Realisasi Cashflow from
b. Cashflow From Operation 2023 / Program
% 3.727 4.718 126,59% 3 3,30
Operation Cashflow from Operation x
100%
Laba Bersih Tahun Berjalan +
Biaya Bunga / Invested Capital
2 ROIC > WACC x 100% / Net Profit for the % 1,66 1,66 100% 4 4
Current Year + Interest Expense
/ Invested Capital x 100%
Debt Service Ratio
a. Interest bearing debt to
IBD / EBITDA Kali 10,33 5,97 142,24% 1,5 1,65
EBITDA
3
b. Interest bearing debt to
IBD / Invested Capital % 61,48 33,32 145,80% 1,5 1,65
Invested Capital
Komersial / Commercial
Pencapaian = (Realisasi volume
angkutan KA barang/Program
volume angkut KA
Volume angkutan KA
Barang)*100% / Achievement =
4 barang / Freight train Ton 63.061.603 63.694.966 101% 8 8,08
(Realization of freight train
transport volume
transport volume/Freight train
transport volume
program)*100%
Pencapaian = (Realisasi
kedatangan KA Penumpang +
KA Barang/total Perjalanan KA
Penumpang + KA Barang)*100%
5 On-time Arrival % 85 91,50 107,65% 8 8
/ Achievement = (Actual arrival
of Passenger Trains + Freight
Trains/total Passenger Train
Trips + Freight Trains)*100%
kecelakaan
Pencapaian = (Jumlah
per 1 juta
kecelakaan KA/Kilometer KA)/
kilometer /
6 Safety/accident rate 1.000.000.000 / Achievement = 0,13 0,10 125,52% 7 7,70
accidents
(Number of train accidents/
per 1 million
Train kilometers)/1,000,000,000
kilometers
Sosial / Social
Pencapaian = (Realisasi PSO/
Pemenuhan pelaksanaan Program PSO)*100% /
7 PSO / Fulfillment of PSO Achievement = (PSO % 100 99,76 99,76% 7 6,98
implementation Realization/PSO
Program)*100%
Subtotal Perspektif Nilai ekonomi dan sosial untuk Indonesia / Subtotal Perspective Economic and social value for Indonesia 46 47,5
B. Inovasi Model Bisnis / Business Model Innovation
Project milestone
Pencapaian = (% Realisasi
completion for TOD
Progress Pekerjaan/ % Program
planned (KAI) TOD Stasiun
Pekerjaan)*100% / Achievement
8 Pondok Cina / Project % 100 100 100% 6 6
= (% Realization of Work
milestone completion for
Progress/ % Work
TOD planned (KAI) TOD
Program)*100%
Pondok Cina Station
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 375
Annual and Sustainability Report
Page 376
Tata Kelola Perusahaan
Good Corporate Governance
Perspektif Rumus Satuan Target 2023 Realisasi Pencapaian Bobot Skor
No
Perspective Formula Unit Target 2023 Realitation 2023 Achievement Value Score
Pencapaian = (Realisasi
Peningkatan kualitas
panjang jalur kategori baik/
prasarana jalan rel kategori
Program panjang jalur kategori
baik (kecepatan 80-120km/
baik)*100% / Achievement =
9 jam) / Improvement of the kmsp 5.365 5.544 103,34% 6 6,20
(Realization of path length
quality of good category
good category/Program
railway infrastructure
path length good
(speed 80-120km/h)
category)*100%
Milestone pemenuhan Pencapaian = (% Realisasi
backlog IMO tahun Progress Pekerjaan tahun 2023
sebelumnya pada tahun / Program Progress Pekerjaan
10 berjalan / Milestone of IMO tahun 2023)*100% / % 100 100 100% 3 3
backlog fulfillment in the Achievement = (% Realization
previous year in the of Work Progress 2023 / Work
current year Progress Program 2023)*100%
Subtotal Perspektif Inovasi Model Bisnis / Business Model Innovation Perspective Subtotal 15 15,20
C. Kepemimpinan Teknologi / Technology Leadership
Pencapaian = Realisasi Jumlah
Transaksi / Program Jumlah
Peningkatan penggunaan
Transaksi x 100% / Achievement Jumlah
11 KAI Access / Increased use 13.007.374 19.553.891 150,33% 6 6,60
= Realization of Number of Transaksi
of KAI Access
Transactions / Program
Number of Transactions x 100%
Pencapaian = (% Realisasi
Progress Pekerjaan Tahun 2023
/ % Program Progress Pekerjaan
Optimalisasi Big Data / Big Tahun 2023)*100% /
12 % 100 100 100% 4 4
Data Optimalization Achievement = (% Realization
Work Progress in 2023 /%
Program Progress Work in
2023)*100%
Subtotal Perspektif Kepemimpinan Teknologi / Technology Leadership Perspective Subtotal 10 10,60
D. Peningkatan Investasi / Increased Investment
Proyek Strategis Nasional / National Strategic Projects
a. Project milestone Pencapaian = (Realisasi
Penugasan Pemerintah Investasi Penugasan / Program
(PSN) - Proyek LRT Investasi Penugasan)*100% /
Jabodebek / Project Achievement = (Realization of % 100 100 100% 5 5
milestone Government Assignment Investment /
Assignment (PSN) - Assignment Investment
13 Jabodebek LRT Project Program)*100%
Pencapaian = (Realisasi
b. Project milestone Investasi Penugasan / Program
Penugasan Pemerintah Investasi Penugasan)*100% /
(PSN) - Proyek KCJB / Achievement = (Realization of % 100 100 100% 5 5
Project milestone
Assignment Investment /
Government Assignment
(PSN) - KCJB Project
Assignment Investment
Program)*100%
Optimalisasi Aset / Asset Optimalization
Pencapaian = (Realisasi KPI /
Pemenuhan KPI PMN TA
Rencana KPI)*Bobot /
2021 - 2022 / Fulfillment of % 100 96,55 96,55% 4 3,86
Achievement = (KPI Realization
KPI PMN FY 2021 - 2022
/ KPI Plan)*Weight
14 Pencapaian = (Realisasi
Investasi Pensertifikatan Tanah
/ Program Investasi
Proses Sertifikasi Tanah / Pensertifikatan Tanah)*100% /
Luasan (m2) 8.598.140 9.865.987 114,75% 4 4
Land Certification Process Achievement = (Land
Certification Investment
Realization / Land Certification
Investment Program)*100%
Subtotal Perspektif Peningkatan Investasi / Subtotal Investment Enhancement Perspective 18 17,86
Laporan Tahunan dan Keberlanjutan
376 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 377
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Perspektif Rumus Satuan Target 2023 Realisasi Pencapaian Bobot Skor
No
Perspective Formula Unit Target 2023 Realitation 2023 Achievement Value Score
E. Pengembangan Talenta / Talent Development
Jumlah Personil Organ
Pengelola Risiko yang
Rasio Pemenuhan Organ memenuhi Kualifikasi / Jumlah
Pengelola Risiko (Rasio Personil seluruh Organ
Kualifikasi) / Risk Pengelola Risiko*100% /
15 % 50 73,26 146,51% 3 3
Management Organ Number of Personnel of Risk
Fulfillment Ratio Management Organs who
(Qualification Ratio) meet Qualifications / Number
of Personnel of all Risk
Magement Organs*100%
Rasio Talent / Talent Ratio
Pencapaian = (Realisasi jumlah
top talent Perempuan dalam
nominatif talent / program
a. % Perempuan dalam jumlah top talent Perempuan
Nominatif Talent / % of dalam nominatif talent) 100% /
% 4,30 4,88 113,52% 2 2,20
Women in Nominative Achievement = (Realization of
Talent number of top female talents
in nominated talent / program
number of top female talents
in nominated talent) 100%
16
Pencapaian = (Realisasi jumlah
top talent muda (<42 tahun)
dalam nominatif talent /
program rasio top talent muda
b. Rasio milenial (<42 (<42 tahun) dalam nominatif
tahun) dalam top talent talent) 100% / Achievement =
% 12 16,36 136,32% 2 2,20
/ Millennial ratio (<42 (Realization of the number of
years) in top talent young top talents (<42 years
old) in talent nominative /
program ratio of young top
talents (<42 years old) in talent
nominative) 100%
Talent Development
Penyusunan Kebijakan
Talent Development dan Pencapaian = (Progress
Career Path System di penyelesaian / Target
17
Lingkup Cluster / penyelesaian)*100% /
% 100 100 100% 2 2
Formulation of Talent Achievement = (Completion
Development and Career progress / Completion
Path System Policies in target)*100%
Cluster Scope
Pencapaian = (Program
Pemberkasan sertifikasi pekerja
Rasio Pemberkasan
/ Target pemberkasan
Sertifikasi Pekerja
sertifikasi pekerja)*100% /
18 Operasional / Ratio Pegawai 7,156 8,523 119,10% 2 2,20
Achievement = (Worker
Certification Filing
certification filing program /
Operational Workers
Worker certification filing
target)*100%
Subtotal Perspektif Pengembangan Talenta / Talent Development Perspective Subtotal 11 11,60
Total Seluruh Perspektif / Total All Perspectives 100 102,71
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 377
Annual and Sustainability Report
Page 378
Tata Kelola Perusahaan
Good Corporate Governance
KPI Individual Individual KPIs
KPI Direksi secara individual merupakan penjabaran KPI Individual KPIs of the Board of Directors are the
Direksi secara kolegial sesuai dengan tugas, fungsi dan elaboration of collegial KPIs of the Board of Directors in
tanggung jawab masing-masing anggota Direksi. KPI accordance with the duties, functions and responsibilities
Individual terdiri atas KPI Bersama dan KPI Individu. of each member of the Board of Directors. Individual KPIs
Adapun KPI Individual Direksi adalah sebagai berikut. consist of:
KPI Individual Direksi Individual KPIs for the Board of Directors
Direktur KPI Bersama KPI Individu
Board of Directors Joint KPIs Individual KPIs
Direktur Niaga / 1. EBITDA Interest bearing debt 1. Total Corporate Culture Health Index / Total Corporate Culture
Managing Director to invested capital Health Index
of Commerce 2. Perjalanan Tepat Waktu / On 2. Tingkat Penggunaan Produk Dalam Negeri (TKDN) / Domestic
Time Travel Product Utilization Level (TKDN)
3. Keamanan/Tingkat Kecelakaan 3. Transformasi Digital: / Digital Transformation:
/ Safety/Accident Rate a. Implementasi Milestone / Milestone Implementation
4. Peningkatan Penggunaan KAI b. Uplift Volume dan/atau Pendapatan Freight / Uplift Volume
Access / Increased Use of KAI and/or Freight Revenue
Access 4. Investasi / Penyerapan Investasi: / Investment / Absorption
5. Rasio Pemenuhan Organ 5. Investment:
Pengelola Risiko (Rasio a. Pengadaan KA 10 Sleeper, KA Makpar; / Procurement of 10
Kualifikasi) / Risk Management Sleeper trains, Makpar trains;
Organ Fulfillment Ratio b. Face recognition gate; / Face recognition gate;
(Qualification Ratio) c. Pengadaan 18 unit loko dan 248 unit GD 54 ton untuk
6. Rasio Pemberkasan Sertifikasi mendukung angkutan batubara Sumsel serta
Pekerja Operasional / pengembangan angkutan multimod. / Procurement of 18
Operational Worker locomotive units and 248 GD 54 ton units to support South
Certification Filing Ratio Sumatra coal transportation and the development of
7. Project Milestone Completion multimodal transportation.
for TOD Planned (KAI) TOD 5. Pendapatan Angkutan KA Penumpang / Passenger Trains
Stasiun Pondok Cina / Project Revenue
Milestone Completion for TOD 6. Pendapatan Angkutan Barang / Freight Transport Revenue
Planned (KAI) TOD Pondok 7. Pendapatan Non Angkutan / Non-Transportation Revenue
Cina Station 8. Tingkat Kepuasan Pelanggan PT KAI (Penumpang dan Barang) /
PT KAI Customer Satisfaction Level (Passengers and Goods)
9. Volume Angkutan Penumpang / Passenger Transport Volume
10. Volume Angkutan Barang / Freight Transport Volume
Direktur Operasi / 1. EBITDA Interest bearing debt 1. Total Corporate Culture Health Index / Total Corporate Culture
Managing Director to invested capital Health Index
of Operation 2. Perjalanan Tepat Waktu / On 2. Tingkat Penggunaan Produk Dalam Negeri (TKDN) / Domestic
Time Travel Product Utilization Level (TKDN)
3. Keamanan/Tingkat Kecelakaan 3. Digitalisasi Pembelajaran dari bentuk dokumen ke : /
/ Safety/Accident Rate Digitalization Learning from document form to
4. Peningkatan Penggunaan KAI a. Pengembangan GAPEKA Digital / GAPEKA Digital
Access / Increased Use of KAI Development
Access b. Waktu Kerja Perawatan / Maintenance Working Hours
5. Rasio Pemenuhan Organ c. Video Pembelajaran / Tutorial video
Pengelola Risiko (Rasio 4. Penyerapan Investasi: / Investment Absorption:
Kualifikasi) / Risk Management a. Kantor UPT Crew Tarahan / Tarahan Crew UPT Office
Organ Fulfillment Ratio b. Kantor UPT Crew Kisaran / Kisaran Crew UPT Office
(Qualification Ratio) 5. Ketepatan KA Penumpang Berangkat / Passenger Train Departure
6. Rasio Pemberkasan Sertifikasi Time
Pekerja Operasional / 6. Ketepatan KA Barang / Accuracy of Freight Train
Operational Worker 7. Toleransi Gangguan Perjalanan Andil Operasi / Disturbance
Certification Filing Ratio Tolerance Operations Share Journey
7. Project Milestone Completion 8. Perumusan Perencanaan Perjalanan Kereta Api / Formulation of
for TOD Planned (KAI) TOD Train Travel Planning
Stasiun Pondok Cina / Project 9. Perumusan dan Pemenuhan Dinasan Sarana / Formulation and
Milestone Completion for TOD Fulfillment of Rolling Stock Service
Planned (KAI) TOD Pondok 10. Pemenuhan Dinasan SDM Crew dan Non Crew / Fulfillment of
Cina Station HR Crew and Non Crew
Laporan Tahunan dan Keberlanjutan
378 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 379
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Direktur KPI Bersama KPI Individu
Board of Directors Joint KPIs Individual KPIs
Direktur 1. EBITDA Interest bearing debt 1. Total Corporate Culture Health Index / Total Corporate Culture
Pengelolaan to invested capital Health Index
Prasarana / 2. Perjalanan Tepat Waktu / On 2. Tingkat Penggunaan Produk Dalam Negeri (TKDN) / Domestic
Managing Director Time Travel Product Utilization Level (TKDN)
3. Keamanan/Tingkat Kecelakaan 3. Transformasi Digital: / Digital Transformation:
of Infrastructure
/ Safety/Accident Rate a. Implementasi aplikasi Indonesia Train control system -
4. Peningkatan Penggunaan KAI Maintenance Standard (ITCS-MS) Mobile dan CMS untuk
Access / Increased Use of KAI Daop 1 Jakarta s.d Daop 9 Jember / Implementation of the
Access application Indonesia Train control system - Maintenance
5. Rasio Pemenuhan Organ Standard (ITCS-MS) Mobile and CMS for Daop 1 Jakarta to
Pengelola Risiko (Rasio Daop 9 Jember
Kualifikasi) / Risk Management b. Digitalisasi pemeriksaan jalan rel untuk 8 lokasi /
Organ Fulfillment Ratio Digitalization of rail track inspection for 8 locations
(Qualification Ratio) c. Pemetaan digital berbasis GIS Daop 9 Jember & Divre IV
6. Rasio Pemberkasan Sertifikasi Tanjung Karang / GIS-based digital mapping Daop 9
Pekerja Operasional / Jember & Divre IV Tanjung Karang
Operational Worker 4. Penyerapan Investasi: / Procurement of PCB Maker work tools at
Certification Filing Ratio the Balai Yasa STE
7. Project Milestone Completion a. Pengadaan alat kerja PCB Maker di Balaiyasa STE /
for TOD Planned (KAI) TOD Procurement of PCB Maker work tools at the Balai Yasa STE
Stasiun Pondok Cina / Project b. Renovasi bangunan / BuildingRenovation
Milestone Completion for TOD c. Workshop Sinyal dan Telekomunikasi Listrik Daop 3 Cn /
Planned (KAI) TOD Pondok Workshop Electric Signaling and Telecommunications Daop
Cina Station 3 Cn
d. Pengadaan 7 unit KPJR / Procurement of 7 KPJR units
e. Renovasi dan peremajaan fasilitas kerja Balaiyasa Jembatan
Pengadaan 40 unit KPJ / Renovation and rejuvenation of
work facilities of Balaiyasa Jembatan Procurement of 40
KPJ units
5. Peningkatan kualitas prasarana Jalan Rel Kategori Baik /
Improvement of the quality of railway infrastructure to Good
Category
6. Perawatan Jalan Rel dan Jembatan / Railway and Bridge
Maintenance
7. Perawatan Fasopka / Fasopka Care
8. Jumlah Taspal Terpasang yang menyebabkan andil
keterlambatan perjalanan KA / The number of installed asphalt
pavements that cause delays in train journeys
9. Jumlah Gangguan Jalan Rel dan Jembatan / Number of
Disturbances Railways and Bridges
10. Jumlah Gangguan Fasopka / Number of Fasopka Disorders
11. Keandalan Peralatan-peralatan Fasopka (Reliability) / Reliability
Fasopka Equipment (Reliability)
12. Ketersediaan Peralatan-peralatan Fasopka (Availability) /
Availability of Fasopka Equipment (Availability)
13. Data Aset Prasarana Terupdate di SAP LAM / Updated
Infrastructure Asset Data in SAP LAM
Direktur 1. EBITDA Interest bearing debt 1. Total Corporate Culture Health Index / Total Corporate Culture
Pengelolaan to invested capital Health Index
Sarana / Managing 2. Perjalanan Tepat Waktu / On 2. Tingkat Penggunaan Produk Dalam Negeri (TKDN) / Domestic
Director of Rolling Time Travel Product Utilization Level (TKDN)
Stock 3. Keamanan/Tingkat Kecelakaan 3. Transformasi Digital: Pengurangan hari perawatan di Balai Yasa /
/ Safety/Accident Rate Digital Transformation: Reducing days of care at the Balai Yasa
4. Peningkatan Penggunaan KAI 4. Penyerapan Investasi: / Investment Absorption:
Access / Increased Use of KAI a. Pemenuhan SFM di Depo dan Balai Yasa melalui investasi /
Access Fulfillment of SFM at Depo and Balai Yasa through
5. Rasio Pemenuhan Organ investment
Pengelola Risiko (Rasio b. Pemenuhan Replacement Kereta secara bertahap dalam
Kualifikasi) / Risk Management investasi multi years / Fulfillment of Replacement Trains
Organ Fulfillment Ratio gradually in multi-year investment
(Qualification Ratio) 5. Tingkat Reliability Sarana / Reliability Level of Rolling Stock
6. Rasio Pemberkasan Sertifikasi 3. Pencapaian Availability Sarana / Availability of Rolling Stock
Pekerja Operasional / Achievement
Operational Worker 4. Pencapaian Dokumen Teknis / Technical Document
Certification Filing Ratio Achievements
7. Project Milestone Completion
for TOD Planned (KAI) TOD
Stasiun Pondok Cina / Project
Milestone Completion for TOD
Planned (KAI) TOD Pondok
Cina Station
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 379
Annual and Sustainability Report
Page 380
Tata Kelola Perusahaan
Good Corporate Governance
Direktur KPI Bersama KPI Individu
Board of Directors Joint KPIs Individual KPIs
Direktur 1. EBITDA Interest bearing debt 1. Total Corporate Culture Health Index / Total Corporate Culture
Keselamatan dan to invested capital Health Index
Keamanan / 2. Perjalanan Tepat Waktu / On 2. Tingkat Penggunaan Produk Dalam Negeri (TKDN) / Domestic
Managing Director Time Travel Product Utilization Level (TKDN)
3. Keamanan/Tingkat Kecelakaan 3. Transformasi Digital: / Digital Transformation:
of Safety and
Security / Safety/Accident Rate a. Insiden Kehilangan Waktu yang Terkait dengan
4. Peningkatan Penggunaan KAI Transformasi Digital; / Lost Time Incidents Related to Digital
Access / Increased Use of KAI Transformation;
Access b. Pengembangan SRM Sistem Monitoring Bangunan Hikmat
5. Rasio Pemenuhan Organ (Si Mbah) / Development of Hikmat (Si Mbah) Building
Pengelola Risiko (Rasio Monitoring System SRM
Kualifikasi) / Risk Management 4. Proses Sertifikasi Tanah / Land Certification Process
Organ Fulfillment Ratio 5. Toleransi Rasio Kriminalitas di PT.KAI / Crime Ratio Tolerance at
(Qualification Ratio) PT.KAI
6. Rasio Pemberkasan Sertifikasi 6. Toleransi jumlah kejadian Kecelakaan Kerja / Tolerance of the
Pekerja Operasional / number of Occupational Accidents
Operational Worker 7. Jumlah tersusunnya standard keselamatan dan regulasi
Certification Filing Ratio perkeretaapian di Bidang Operasi, Sarana serta Prasarana
7. Project Milestone Completion Perkeretaapian / The number of safety standards and railway
for TOD Planned (KAI) TOD regulations in the field of railway operations, Rolling Stock and
Stasiun Pondok Cina / Project infrastructure
Milestone Completion for TOD 8. Jumlah Realisasi Pencapaian Target Penertiban Aset Tanah,
Planned (KAI) TOD Pondok Bangunan dan Rumah Perusahaan / Total Realization
Cina Station Achievement of Target for Land, Building and Company House
Assets
Direktur SDM dan 1. EBITDA Interest bearing debt 1. Total Corporate Culture Health Index / Total Corporate Culture
Umum / Managing to invested capital Health Index
Director of HR and 2. Perjalanan Tepat Waktu / On 2. Tingkat Penggunaan Produk Dalam Negeri (TKDN) / Domestic
General Affairs Time Travel Product Utilization Level (TKDN)
3. Keamanan/Tingkat Kecelakaan 3. Tingkat Produktivitas Pekerja (revenue/jumlah pekerja) / Worker
/ Safety/Accident Rate Productivity Level (revenue/number of workers)
4. Peningkatan Penggunaan KAI 4. Rasio Ketersediaan Talent: / Talent Availability Ratio:
Access / Increased Use of KAI a. Digital Talent / Digital Talent
Access b. Rasio top talent muda (<42 tahun) dalam nominated talent /
5. Rasio Pemenuhan Organ The ratio of young top talents (<42 years old) in nominated
Pengelola Risiko (Rasio talents
Kualifikasi) / Risk Management c. Rasio perempuan dalam nominated talent / Ratio of women
Organ Fulfillment Ratio in nominated talent
(Qualification Ratio) d. Talent BOD BUMN / Talent BOD SOE
6. Rasio Pemberkasan Sertifikasi 5. Prosentase penerbitan kebijakan Talent Development & Career
Pekerja Operasional / Path System Klaster Logistik Transportasi Angkutan Darat /
Operational Worker Percentage of Talent Development & Career Policy Issuance
Certification Filing Ratio Path System Land Transportation Logistics Cluster
7. Project Milestone Completion 6. Tingkat Implementasi Corporate University / Corporate
for TOD Planned (KAI) TOD University Implementation Level
Stasiun Pondok Cina / Project 7. Optimalisasi Big Data: / Big Data Optimalization:
Milestone Completion for TOD a. ITMS / ITMS
Planned (KAI) TOD Pondok b. Sibeksa / Sibeksa
Cina Station c. Eduklik fase 2 (KAI Learning Wallet) / Eduklik fase 2 (KAI
Learning Wallet)
8. Tingkat kepuasan pekerja / Employee satisfaction level
9. Realisasi fit to work pada pekerja critical position / Realization of
fit to work in critical position workers
10. Tersedianya blue print integrasi sistem HC KAI Group /
Availability of KAI Group HC system integration blueprint
11. Transformasi Digital: / Digital Transformation:
a. Cost savings dalam procurement dengan central PBJ / Cost
savings in procurement with central PBJ
b. Kategori dalam ecatalog / Categories in e-catalog
c. Persetujuan untuk organisasi procurement terpusat /
Approval for centralized procurement organization
Laporan Tahunan dan Keberlanjutan
380 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 381
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Direktur KPI Bersama KPI Individu
Board of Directors Joint KPIs Individual KPIs
Direktur 1. EBITDA Interest bearing debt 1. Total Corporate Culture Health Index / Total Corporate Culture
Perencanaan to invested capital Health Index
Strategis dan 2. Perjalanan Tepat Waktu / On 2. Tingkat Penggunaan Produk Dalam Negeri (TKDN) / Domestic
Pengembangan Time Travel Product Utilization Level (TKDN)
3. Keamanan/Tingkat Kecelakaan 3. Transformasi Digital: Penggunaan Aplikasi Wave / Digital
Usaha / Managing
/ Safety/Accident Rate Transformation: Using Wave Applications
Director of
4. Peningkatan Penggunaan KAI 4. Penyerapan Investasi / Investment Absorption
Strategic Planning
Access / Increased Use of KAI 5. Pencapaian Laba/Rugi Anak Perusahaan / Profit/Loss
and Business
Access Achievement of Subsidiaries
Development
5. Rasio Pemenuhan Organ 6. Penyelesaian Proyek Konektivitas KCJB Lintas Bd-Pdl /
Pengelola Risiko (Rasio Completion of KCJB Connectivity Project Across Bd-Pdl
Kualifikasi) / Risk Management 7. Penandatangan Perjanjian Konsesi Pembangunan Stasiun
Organ Fulfillment Ratio Tigaraksa / Signing of the Development Concession Agreement
(Qualification Ratio) Tigaraksa Station
6. Rasio Pemberkasan Sertifikasi 8. Implementasi Energi Baru Terbarukan di Stasiun & Balai Yasa /
Pekerja Operasional / Implementation of New Renewable Energy at Stations and
Operational Worker Plants
Certification Filing Ratio 9. Penyerapan Capex untuk COD proyek LRT / Capex Absorption
7. Project Milestone Completion for COD LRT project
for TOD Planned (KAI) TOD 10. Progress Fisik LRT Jabodebek dan Konektivitas dengan Moda
Stasiun Pondok Cina / Project Lain / Physical Progress of Jabodebek LRT and Connectivity
Milestone Completion for TOD with Other Modes
Planned (KAI) TOD Pondok 11. Pengurusan Penerbitan Kep Gub DKI tentang penugasan KAI
Cina Station sebagai Pengelola kawasan TOD Tanah Abang / Administration
of the Issuance of the Decree of the Governor of DKI regarding
the assignment of KAI as the Manager of the Tanah Abang TOD
area
Direktur Keuangan 1. EBITDA Interest bearing debt 1. Total Corporate Culture Health Index / Total Corporate Culture
dan Manajemen to invested capital Health Index
Risiko / Managing 2. Perjalanan Tepat Waktu / On 2. Tingkat Penggunaan Produk Dalam Negeri (TKDN) / Domestic
Director of Finance Time Travel Product Utilization Level (TKDN)
and Risk 3. Keamanan/Tingkat Kecelakaan 3. Penyerapan Investasi / Investment Absorption
Management / Safety/Accident Rate 4. Pemenuhan Pelaksanaan PSO / Fulfillment of PSO
4. Peningkatan Penggunaan KAI Implementation
Access / Increased Use of KAI 5. Optimalisasi Big data / Big Data Optimalization
Access 6. Milestone Pemenuhan Backlog IMO tahun 2022 / Milestone IMO
5. Rasio Pemenuhan Organ Backlog Fulfillment in 2022
Pengelola Risiko (Rasio 7. Pemenuhan KPI PMN TA 2021-2022 / Fulfillment of PMN KPI TA
Kualifikasi) / Risk Management 2021-2022
Organ Fulfillment Ratio 8. Penyampaian Pelaporan Keuangan Tepat Waktu / Timely
(Qualification Ratio) Submission of Financial Reporting
6. Rasio Pemberkasan Sertifikasi a. Usulan RKAP / RKAP proposal
Pekerja Operasional / b. Laporan Keuangan / Financial Report
Operational Worker c. Pelaporan dan Pembayaran Pajak / Tax Reporting and
Certification Filing Ratio Payment
7. Project Milestone Completion 9. Optimalisasi Sales Management System (Optimalisasi KAI
for TOD Planned (KAI) TOD Access dan peningkatan kapasitas infrastruktur sales
Stasiun Pondok Cina / Project management system) / Optimization of Sales Management
Milestone Completion for TOD System (Optimization of KAI Access and increasing the capacity
Planned (KAI) TOD Pondok of sales management system infrastructure)
Cina Station 10. Pencapaian Risk Maturity Index / Achievement of Risk Maturity
Index
11. Efektivitas Monitoring dan Pengendalian Risiko Utama
Perusahaan / Effectiveness of Monitoring and Control of
Company's Main Risks
12. Milestone Tahapan Pencapaian Pelaksanaan IMO dan TAC /
Milestone Stages of Achievement in the Implementation of IMO
and TAC
13. Pemenuhan dukungan pendanaan Proyek Strategis Nasional /
Fulfillment of funding support for National Strategic Projects
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 381
Annual and Sustainability Report
Page 382
Tata Kelola Perusahaan
Good Corporate Governance
Resume Pencapaian Nilai Kinerja Individu Direksi Directors Individual Performance Value
Secara Individual Tahun 2023 Achievement Summary Individually in 2023
KPI KPI KPI Nilai Kinerja Individu
Direktorat Kolegial Bersama Direktorat Jumlah Direksi
No
Directorate Kolegial Joint Directorate Total Individual Performance
KPIs KPIs KPIs Values of Directors
Direktur Niaga /
1 Managing Director of 102,71 41,68 59,13 100,81 101,57
Commerce
Direktur Operasi /
2 Managing Director of 102,71 41,68 63,72 105,41 104,33
Operation
Direktur Pengelolaan
3 Prasarana / Managing 102,71 41,68 63,03 104,71 103,91
Director of Infrastructure
Direktur Pengelolaan
4 Sarana / Managing 102,71 41,68 63,05 104,74 103,92
Director of Rolling Stock
Direktur Keselamatan dan
Keamanan / Managing
5 102,71 41,68 63,82 105,50 104,39
Director of Safety and
Security
Direktur SDM dan Umum
6 / Managing Director of HR 102,71 41,68 61,71 101,71 102,11
and General Affairs
Direktur Perencanaan
Strategis dan
Pengembangan Usaha /
7 102,71 41,68 59,88 101,56 102,02
Managing Director of
Strategic Planning and
Business Development
Direktur Keuangan dan
Manajemen Risiko /
8 Managing Director of 102,71 41,68 61,06 100,83 101,58
Finance and Risk
Management
KEBIJAKAN KEBERAGAMAN
DEWAN KOMISARIS DAN DIREKSI [GRI 405-1]
BOARD OF COMMISSIONERS AND DIRECTORS DIVERSITY POLICY [GRI 405-1]
Perseroan memahami pentingnya pemenuhan aspek The Company understands the importance of fulfilling
keberagaman dalam komposisi Dewan Komisaris dan the diversity aspect in the composition of the Board of
Direksi. Hal tersebut dipenuhi guna menjaga kualitas Commissioners and Board of Directors. This is fulfilled
pengambilan keputusan yang dilakukan masing-masing in order to maintain the quality of decision making by
organ agar tetap objektif, komprehensif, optimal, serta each organ to remain objective, comprehensive, optimal,
berdampak positif khususnya bagi praktik pengawasan and have a positive impact, especially for the practice of
dan pengelolaan Perseroan. Terpenuhinya aspek supervision and management of the Company. The
keberagaman dalam komposisi Dewan Komisaris dan fulfilment of the diversity aspect in the composition of
Direksi merupakan upaya Perseroan untuk memperkaya the Board of Commissioners and the Board of Directors
sudut pandang di dalam proses pengambilan keputusan, is the Company's effort to enrich the point of view in the
baik Dewan Komisaris maupun Direksi, sebagai nilai decision-making process, both the Board of
tambah yang dihadirkan di dalam kegiatan operasional Commissioners and the Board of Directors, as an added
dan manajemen Perseroan, mencakup pelaksanaan tata value presented in the Company's operational and
kelola perusahaan. management activities, including the implementation
of corporate governance.
Laporan Tahunan dan Keberlanjutan
382 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 383
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kebijakan keberagaman pada komposisi Dewan Komisaris The diversity policy on the composition of the Board of
dan Direksi diatur melalui Board Manual. Sesuai aturan Commissioners and the Board of Directors is regulated
itu, Dewan Komisaris dan Direksi wajib memenuhi through the Board Manual. According to the regulation,
sejumlah persyaratan, mencakup latar belakang the Board of Commissioners and the Board of Directors
pengetahuan dan keahlian yang dimiliki masing-masing must fulfil a number of requirements, including the
anggota. Persyaratan bagi Dewan komisaris dan Direksi background knowledge and expertise of each member.
memperlihatkan bahwa komposisi Dewan Komisaris dan The requirements for the Board of Commissioners and
Direksi wajib disusun dengan memenuhi keberagaman Board of Directors show that the composition of the Board
pengetahuan dan keahlian, sesuai kebutuhan Perseroan. of Commissioners and Board of Directors must be
prepared by fulfilling the diversity of knowledge and
expertise, according to the needs of the Company.
Pengungkapan aspek keberagaman komposisi Dewan Disclosure of the diversity aspect of the composition of
Komisaris dan Direksi dapat dilihat di dalam tabel sebagai the Board of Commissioners and Board of Directors can
berikut: be seen in the following table:
Aspek Keberagaman pada Komposisi Dewan Komisaris Diversity Aspects in the Composition of the Board of
Commissioners
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
Said Aqil Siroj Komisaris 70 tahun Laki-laki • Sarjana bidang • Memiliki pengalaman kerja sebagai Manajemen /
Utama/ / 70 years / Male Ushuluddin dan Dakwah Dosen, Anggota MPR dan Komisaris Management
Komisaris old Fakultas Syari’ah, Independen di berbagai Perusahaan Filsafat Islam /
Independen / University King Abdul BUMN lainnya. / Has experience Islamic
President Aziz, Mekkah (1982) / working as a Lecturer, Member of the Philosophy
Commissioner/ Bachelor of Ushuluddin People's Consultative Assembly (MPR),
Independent and Da’wah at Faculty of and Independent Commissioner at
Commissioner Sharia, University King various other state-owned enterprises.
Abdul Aziz, Mekkah (1982) • Vice President Religions for Peace
• Master bidang (2019 - sekarang) / Vice President
Perbandingan Agama, Religions for Peace (2019 - Present)
Fakultas Ushuluddin, • Anggota BPIP (Badan Pengkajian
University / Master of Ideologi Pancasila) RI (2017-sekarang) /
Religious Studies Faculty Member at BPIP (Badan Pengkajian
of Ushuluddin University Ideologi Pancasila) RI (2017 - Present)
• Doktor bidang Aqidah/ • Ketua Umum PBNU (2010 – 2021) /
Filsafat Islam, Fakultas Chairman at PBNU (2010 – 2021)
Ushuluddin, University • Komisaris Independen PT Rumah Sakit
Umma al-Qura Mekkah Pelabuhan (Pelindo II Group) (2019-
(1994) / Doctorate in 2020) / Independent Commissioner at
Islamic Creed/Philosophy PT Rumah Sakit Pelabuhan (Pelindo II
Faculty of Ushuluddin Group) (2019-2020)
Umma al-Qura University • Komisaris Independen PT Pelabuhan
Mecca (1994) Tanjung Priok (Pelindo II Group) (2012-
2019) / Independent Commissioner at
PT Pelabuhan Tanjung Priok (Pelindo
II Group) (2012-2019)
• Ketua Majelis Wali Amanat Universitas
Indonesia (2012-2015) / Chair of the
Board of Trustees at the University of
Indonesia (2012-2015)
• Guru Besar Bidang Tasawuf IAIN
Sunan Ampel – Surabaya (2014) /
Professor of Sufism at IAIN Sunan
Ampel – Surabaya (2014)
Rochadi Komisaris 61 tahun / Laki-laki • Akademi Militer (1986) / • Dandim 0616/Indramayu (2003) / Militer / Military
Independen / 61 years / Male Military Academy (1986) Dandim 0616/Indramayu (2003)
Independent old • Sussarcab Infanteri (1986) • Waasops Kasdam III/SLW (2007) /
Commissioner / Sussarcab Infanteri Waasops Kasdam III/SLW (2007)
(1986) • Aster Kasdam III/SlW (2011) / Aster
• Suslapa I (1991) / Suslapa I Kasdam III/SlW (2011)
(1991) • Danbrigif 19/KT Dam XII/TPR (2010) /
• Suslapa II (1995) / Suslapa Danbrigif 19/KT Dam XII/TPR (2010)
II (1995) • Danrem 044/Gapo Dam II/SWJ (2013) /
• Seskoad (2000) / Seskoad Danrem 044/Gapo Dam II/SWJ (2013)
(2000) • Irdam III/SLW (2014) / Irdam III/SLW
(2014)
• Paban Sahli Kasad Bidang Orkes Sahli
Kasad (2015) / Assistant to the Chief of
Staff of the Army for Orchestra Affairs
(2015)
• Danpusdikter Pusterad (2016) /
Danpusdikter Pusterad (2016)
• Direktur A Bais TNI (2018) / Director of
A Bais TNI (2018)
• Dankoopssus TNI (2019) / Dankoopssus
TNI (2019)
• Komisaris Independen PT Kereta Api
Indonesia (Persero) (2021-Sekarang). /
Independent Commissioner at PT
Kereta Api Indonesia (Persero) (2021 -
Present).
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 383
Annual and Sustainability Report
Page 384
Tata Kelola Perusahaan
Good Corporate Governance
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
Riza Primadi Komisaris 62 tahun Laki-laki • Sarjana Sains bidang • Dosen Departemen Ilmu Komunikasi Komunikasi /
Independen / / 62 years / Male Matematika dan IPA dari FISIP UI (1988-2008) / Lecturer at Communication
Independent old Universitas Indonesia Communication Department FISIP UI
Commissioner (1986) / Bachelor of (1988-2008)
Science in Mathematics • News and Corporate Affairs Director,
and Natural Sciences Trans TV (2000-2005) / News and
from University of Corporate Affairs Director, Trans TV
Indonesia (1986) (2000-2005)
• Post Graduate in Science • News Director, PT Adi Karya Visi (2005-
Communications, 2008) / News Director, PT Adi Karya
University of London, Visi (2005-2008)
Birbeck College (1994) / • News Advisor, Astro Awani Malaysia
Post Graduate in Science (2009-2010) / News Advisor, Astro
Communications, Awani Malaysia (2009-2010)
University of London, • Staf Khusus Menteri BUMN (2015-2017)
Birbeck College (1994) / Special Staff of the Minister of SOE
• Transitional Democracy (2015-2017)
(Chevening Awards), • Komisaris Independen PT Kereta Api
University of Birmingham, Indonesia (Persero) (2021-Sekarang) /
UK (2000). / Transitional Independent Commissioner at PT
Democracy (Chevening Kereta Api Indonesia (Persero) (2021-
Awards), University of Present)
Birmingham, UK (2000).
Mohamad Risal Komisaris / 56 tahun Laki-laki • Pascasarjana (S2), Sekolah • Direktur Lalu Lintas dan Angkutan Transportasi /
Wasal Commissioner / 56 years / Male Tinggi Ilmu Manajemen, Kereta Api, Kementerian Perhubungan Transportation
old Jakarta (2000) / Master's (2021- 2022) / Director of Railway
Degree (S2), School of Traffic and Transportation, Ministry of
Management, Jakarta Transportation (2021-2022)
(2000) • Direktur Sarana Transportasi Jalan,
• Diploma (D4), Sekolah Kementerian Perhubungan (2020-
Tinggi Transportasi Darat 2021) / Director of Road Transportation
(1997) / Diploma (D4), Rolling Stock, Ministry of
Land Transportation Transportation (2020-2021)
College (1997) • Direktur Prasarana Transportasi Jalan,
Kementerian Perhubungan (2019-
2020) / Director of Road
Transportation Infrastructure, Ministry
of Transportation (2019-2020)
• Direktur Pembinaan Keselamatan
Kementerian Perhubungan (2018-2019)
/ Director of Safety Development,
Ministry of Transportation (2018-2019)
Sri Paduka Komisaris / 26 tahun Laki-laki • Sarjana Hukum, • Harika Event, Vice-Head of Media and Hukum / Law
Mangkoenagoro Commissioner / 26 years / Male Universitas Indonesia Publication (2017–2018) / Harika Event,
X old (2019) / Bachelor of Law, Vice-Head of Media and Publication
University of Indonesia (2017–2018)
(2019) • Sekolah Cita Buana, Photography
Teacher (2018 – 2019) / Sekolah Cita
Buana, Photography Teacher (2018 –
2019)
• Trainee Associate, Hendra Soenardi
Law Firm (May 2019 – Oct 2019) /
Trainee Associate, Hendra Soenardi
Law Firm (May 2019 – Oct 2019)
• Associate, Hendra Soenardi Law Firm
(Oct 2019 – Jan 2022) / Associate,
Hendra Soenardi Law Firm (Oct 2019 –
Jan 2022)
• Komisaris PT Kereta Api Indonesia
(Persero) (2022-sekarang) /
Commissioner at PT Kereta Api
Indonesia (Persero) (2022-sekarang)
Diah Natalisa Komisaris / 60 tahun Peremp • Sarjana bidang • Ketua Program Studi Magister Manajemen /
Commissioner / 60 years uan / Manajemen dari Manajemen Universitas Sriwijaya Management
old Female Universitas Sriwijaya (2000-2008) / Head of Master's
(1987) / Bachelor of Program in Management, Sriwijaya
Management at University (2000-2008)
University of Sriwijaya • Koordinator Kopertis Wilayah II
(1987) Sumbagsel-Kemendikbud RI (2008-
• Master bidang 2016) / Coordinator of Kopertis Region
Manajemen dari II Sumbagsel, Ministry of Education
University of Kentucky and Culture of the Republic of
(1992) / Master of Indonesia (2008-2016)
Management at • Komisaris PT Jamkrindo (2017-2021) /
University of Kentucky Commissioner at PT Jamkrindo (2017-
(1992) 2021)
• Doktor Program Studi • Komisaris PT Kereta Api Indonesia
Ilmu Ekonomi dari (Persero) (2021-Sekarang) /
Universitas Airlangga Commissioner at PT Kereta Api
(1999) / Doctor of Indonesia (Persero) (2021 - Present)
Economics at University
of Airlangga (1999)
• (Prof) Ilmu Manajemen
dari Universitas Sriwijaya
(2008) / (Prof)
Management at
University of Sriwijaya
(2008)
Laporan Tahunan dan Keberlanjutan
384 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 385
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
Chairul Anwar Komisaris / 62 tahun Laki-laki • Akpol (1986) / Police • Penyidik Utama Tk. I DIT III (2010) / Kepolisian /
Commissioner / 62 years / Male Academy (1986) Senior Investigator Level I, DIT III Constabulary
old • PTIK (1995) / PTIK (1995) (2010)
• Sespimpol (2001) / • Penyidik Utama Tk. I Rowassidik (2011)
Sespimpol (2001) / Senior Investigator Level I,
• Sespati Polri (2009) / Rowassidik (2011)
Sespati Polri (2009) • Analis Kebijakan Dittipidum (2013) /
• Lemhannas RI (2013) / Policy Analyst, Dittipidum (2013)
Lemhannas RI (2013) • Asisten Deputi Koordinasi
Penanganan Kejahatan Transnasional
dan Kejahatan Luar Biasa (2013-2016) /
Assistant Deputy for Coordination of
Transnational and Extraordinary
Crime Handling (2013-2016)
• Ketua Pelaksana Harian Satgas
Penanganan Pengungsi dari Luar
Negeri (2019) / Chairman of the Daily
Implementation Task Force for
Handling Foreign Refugees (2019)
• Komisaris PT Angkasa Pura Solusi
(2020-2021) / Commissioner at PT
Angkasa Pura Solusi (2020-2021)
• Komisaris PT Kereta Api Indonesia
(Persero) (2021-Sekarang) /
Commissioner at PT Kereta Api
Indonesia (Persero) (2021-Sekarang)
Johan Sirait Komisaris / 47 tahun Laki-laki • Sarjana Hukum, • Co-Founder & Commissioner PT Hukum / Law
Commissioner / 47 years / Male Universitas Atma Jaya Menara Medika Pratama (2009-
old (1996) / Bachelor of Law, Sekarang) / Co-Founder &
University of Atma Jaya Commissioner PT Menara Medika
(1996) Pratama (2009-Sekarang)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 385
Annual and Sustainability Report
Page 386
Tata Kelola Perusahaan
Good Corporate Governance
Aspek Keberagaman pada Komposisi Direksi Diversity Aspects in the Composition of the Board of
Directors
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
Didiek Direktur Utama / 62 tahun Laki-laki • Sarjana bidang Ekonomi • Group Head Financial Institutions, Keuangan /
Hartantyo President / 62 years / Male Manajemen dari Bank Mandiri (2010-2011). / Group Head Finance
Director old Universitas Negeri Sebelas Financial Institutions, Bank Mandiri
Maret (1985). / Bachelor of (2010-2011). Bisnis / Business
Management Economics • Group Head Corporate Banking II,
from State University of Bank Mandiri (2011-2016). / Group Head
Sebelas Maret(1985). Corporate Banking II, Bank Mandiri
• Master’s degree dari (2011-2016).
Daniel School of Business, • Direktur Keuangan PT Kereta Api
University of Denver, Indonesia (Persero) (2016-2020). /
Amerika Serikat (1995). / Director of Finance PT Kereta Api
Master’s degree from Indonesia (Persero) (2016-2020).
Daniel School of Business, • Direktur Utama PT Kereta Api
University of Denver, Indonesia (Persero) (2020-sekarang). /
United States of America President Director PT Kereta Api
(1995) Indonesia (Persero) (2020-sekarang).
Hadis Surya Direktur Niaga / 58 tahun Laki-laki • Magister Administrasi • Analis Bisnis (2005-2009) / Business Operasi /
Palapa Managing / 58 years / Male Bisnis dari Brunel Analyst (2005-2009) Operation
Director of old University di London • Project Manager Pembangunan
Commerce (2007) / Master of Barge Loading Conveyor (2009-2010) / Prasarana /
Business Administration Project Manager of Barge Loading Infrastructure
from Brunel University in Conveyor Construction (2009-2010)
London (2007) • Site Manager Pembangunan
Dermaga, Coal Handling Facilities,
dan Kantor Terpadu (2010-2015) / Site
Manager of Port Construction, Coal
Handling Facilities, and Integrated
Office (2010-2015)
• Project Manager Pembangunan
Infrastruktur Penanganan Batu Bara
(2015-2016) / Project Manager of Coal
Handling Infrastructure Construction
(2015-2016)
• Direktur Utama PT Satria Bahana
Sarana (2016-2017) / President Director
at PT Satria Bahana Sarana (2016-
2017)
• General Manager Pelabuhan Tarahan
(2018-2020) / General Manager at
Tarahan Port (2018-2020)
• Sekretaris Perusahaan PT Bukit Asam
Tbk (2018-2020) / Corporate Secretary
at PT Bukit Asam Tbk (2018-2020)
• Direktur Operasi PT Bukit Asam Tbk
(2020-2021) / Managing Director of
Operation at PT Bukit Asam Tbk
(2020-2021)
• Direktur Niaga PT Kereta Api
Indonesia (Persero) (2022-sekarang) /
Managing Director of Commerce at PT
Kereta Api Indonesia (Persero) (2022-
sekarang)
Awan Direktur Operasi 57 tahun Laki-laki • Sarjana bidang Teknik • Executive Vice President Freight Prasarana /
Hermawan / Managing / 57 years / Male Sipil dari Institut Marketing & Sales PT Kereta Api Infrastructure
Purwadinata Director of old Teknologi Nasional Indonesia (Persero) (2015-2016) /
Operation Bandung (1955) / Bachelor Executive Vice President Freight
of Civil Engineering from Marketing & Sales PT Kereta Api
National Bandung Indonesia (Persero) (2015-2016)
Institute of Technology • Corporate Deputy Director of
(1955) Infrastructure Maintenance and
• Magister bidang Teknik Infrastructure Assets Kantor Pusat PT
Perkeretaapian Institut Kereta Api Indonesia (Persero) (2016-
Teknologi Bandung (2000) 2019) / Corporate Deputy Director of
/ Master of Railway Infrastructure Maintenance and
Engineering from Infrastructure Assets Kantor Pusat PT
Bandung Institute of Kereta Api Indonesia (Persero) (2016-
Technology (2000) 2019)
• Direktur Operasi PT Kereta Api
Indonesia (Persero) (2019) / Managing
Director of Operation of PT Kereta Api
Indonesia (Persero) (2019)
• Direktur Pengelolaan Prasarana PT
Kereta Api Indonesia (Persero) (2020-
2022) / Managing Director of
Infrastructure at PT Kereta Api
Indonesia (Persero) (2020-2022)
• Direktur Operasi PT Kereta Api
Indonesia (Persero) (2022-Sekarang) /
Managing Director of Operation at PT
Kereta Api Indonesia (Persero) (2022-
Present)
Laporan Tahunan dan Keberlanjutan
386 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 387
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
Heru Kuswanto Direktur 52 tahun Laki-laki • Sarjana bidang • Vice President Sub Divre III.2 Sarana / Rolling
Pengelolaan / 52 years / Male Manajemen dari Tanjungkarang PT Kereta Api Stock
Prasarana / old Universitas Gajah Mada Indonesia (Persero) (kini Divre IV
Managing (1999) / Bachelor of Tanjungkarang) (2013-2015) / Vice Keselamatan /
Director of Management from President Sub Divre III.2 Safety
Infrastructure University of Gajah Mada Tanjungkarang PT Kereta Api
(1999) Indonesia (Persero) (Now Divre IV
Tanjungkarang) (2013-2015)
• Direktur Utama PT Railink (2015-2019) /
President Director at PT Railink (2015-
2019)
• Plt. Executive Vice President National
and Corporate Strategic Projects PT
Kereta Api Indonesia (Persero) (2019)
• Corporate Deputy Director of New
Business Development PT Kereta Api
Indonesia (Persero) (2019-2020)
• Corporate Deputy Director of Assets
Development PT Kereta Api Indonesia
(Persero) (2020-2021)
• Direktur Operasi PT Kereta Api
Indonesia (Persero) (2020-2022) /
Managing Director of Operation at PT
Kereta Api Indonesia (Persero) (2020-
2022)
• Direktur Pengelolaan Prasarana PT
Kereta Api Indonesia (Persero) (2022-
sekarang) / Managing Director of
Infrastructure at PT Kereta Api
Indonesia (Persero) (2022-sekarang)
Eko Purwanto* Direktur 52 tahun Laki-laki • Sarjana bidang Mesin • Executive Vice President UPT Balai Mesin /
Pengelolaan / 52 years / Male Kapal dari Universitas Yasa Lahat PT Kereta Api Indonesia Mechanical
Prasarana / old Hang Tuah (1996) / (Persero) (2013-2015)
Managing Bachelor of Marine • Executive Vice President UPT Balai
Director of Engineering from Yasa Yogyakarta PT Kereta Api
Infrastructure University of Hang Tuah Indonesia (Persero) (2015-2017)
(1996) • Corporate Deputy Director of Rolling
Stock PT Kereta Api Indonesia
(Persero) (2017-2018)
• Executive Vice President Daerah
Operasi 6 Yogyakarta PT Kereta Api
Indonesia (Persero) (2018-2020) /
Executive Vice President District
Operation 6 Yogyakarta PT Kereta Api
Indonesia (Persero) (2018-2020)
• Executive Vice President Daerah
Operasi 1 Jakarta PT Kereta Api
Indonesia (Persero) (2020-2021) /
Executive Vice President District
Operation 1 Jakarta PT Kereta Api
Indonesia (Persero) (2020-2021)
• Direktur Pengelolaan Sarana PT Kereta
Api Indonesia (Persero) (2021-2023) /
Managing Director of Rolling Stock at
PT Kereta Api Indonesia (Persero)
(2021-2023)
Sandry Direktur 56 tahun Laki-laki • Insinyur dari Fakultas • Head of Project Delivery di PHE-WMO Keselamatan /
Pasambuna Perencanaan / 56 years / Male Teknik Sipil Universitas dan Commissioning & Quality Control Safety
Strategis dan old Sam Ratulangi Manado Manager di PHE-ONWJ (2011-2018) /
Pengelolaan (1995) / Engineer from Head of Project Delivery di PHE-WMO
Sarana (1 Januari Faculty of Civil dan Commissioning & Quality Control
- 26 Oktober Engineering at University Manager at PHE-ONWJ (2011-2018)
2022) / of Sam Ratulangi • Commissioning & Quality Control
Managing Manado Manager at PHE-ONWJ (2018-2020) /
Director of • Environmental Policy and Commissioning & Quality Control
Strategic Management, The Van Manager at PHE-ONWJ (2018-2020)
Planning and Hall Institute, Belanda • Direktur Komersial dan
Rolling Stock (2002) / Environmental Pengembangan Usaha Perum DAMRI
Management Policy and Management, (2020-2022) / Director of Commercial
(January 1 st - The Van Hall Institute, and Business Development at Perum
October 26 th, Netherlands (2002) DAMRI (2020-2022)
2022) • Program Studi Program • Direktur Perencanaan Strategis dan
Profesi Insinyur Pengembangan Usaha PT Kereta Api
Direktur Universitas Sam Ratulangi Indonesia (Persero) (2022). / Director of
Keselamatan Manado (2020) Strategic Planning and Business
dan Keamanan • Magister Teknik Development at PT Kereta Api
(26 Oktober - 31 Perminyakan UPN Veteran Indonesia (Persero) (2022).
Desember 2022) Yogyakarta (2020) / • Direktur Keselamatan dan Keamanan
/ Managing Master of Petroleum PT Kereta Api Indonesia (Persero)
Director of Engineering at UPN (2022-sekarang) / Managing Director
Safety and Veteran Yogyakarta of Safety and Security at PT Kereta Api
Security (2020) Indonesia (Persero) (2022).
(October 26 th -
December 31 st,
2022)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 387
Annual and Sustainability Report
Page 388
Tata Kelola Perusahaan
Good Corporate Governance
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
Suparno Direktur SDM 56 tahun Laki-laki • Sarjana bidang Teknik • Vice President Sub Divre III.2 SDM. Prasarana /
dan UMUM / / 56 years / Male Sipil dari Universitas Tanjungkarang PT Kereta Api HR,
Managing old Negeri Sebelas Maret Indonesia (Persero) (kini Divre IV Infrastructure
Director of HR (1993) / Bachelor of Civil Tanjungkarang) (2013-2015) / Vice
and General Engineering from State President Sub Divre III.2
Affairs University of Sebelas Tanjungkarang PT Kereta Api
Maret (1993) Indonesia (Persero) (Now Divre IV
• Magister bidang Teknik Tanjungkarang) (2013-2015)
Perkeretaapian dari • Direktur Utama PT Railink (2015-2019) /
Institut Teknologi President Director at PT Railink (2015-
Bandung (2001). / Master 2019)
of Railway Engineering • Plt. Executive Vice President National
from Bandung Institute of and Corporate Strategic Projects PT
Technology (2001) Kereta Api Indonesia (Persero) (2019)
• Corporate Deputy Director of New
Business Development PT Kereta Api
Indonesia (Persero) (2019-2020)
• Corporate Deputy Director of Assets
Development PT Kereta Api Indonesia
(Persero) (2020-2021)
• Direktur Operasi PT Kereta Api
Indonesia (Persero) (2020-2022) /
Managing Director of Operation at PT
Kereta Api Indonesia (Persero) (2020-
2022)
• Direktur Pengelolaan Prasarana PT
Kereta Api Indonesia (Persero) (2022-
sekarang) / Managing Director of
Infrastructure at PT Kereta Api
Indonesia (Persero) (2022-sekarang)
John Robertho Direktur 60 tahun Laki-laki • Sarjana bidang Teknik • Executive Vice President UPT Balai Keselamatan /
Keselamatan / 60 years / Male Mesin dari Universitas Yasa Lahat PT Kereta Api Indonesia Safety
dan Keamanan old HKBP Nommensen (1989) (Persero) (2013-2015)
(1 Januari - 26 / Bachelor of Mechanical • Executive Vice President UPT Balai
Oktober 2022) / Engineering from Yasa Yogyakarta PT Kereta Api
Managing University of HKBP Indonesia (Persero) (2015-2017)
Director of Nommensen (1989) • Corporate Deputy Director of Rolling
Safety and Stock PT Kereta Api Indonesia
Security (Persero) (2017-2018)
(January 1 st - • Executive Vice President Daerah
October 26 th, Operasi 6 Yogyakarta PT Kereta Api
2022) Indonesia (Persero) (2018-2020) /
Executive Vice President District
Direktur Operation 6 Yogyakarta PT Kereta Api
Perencanaan Indonesia (Persero) (2018-2020)
Strategis dan • Executive Vice President Daerah
Pengembangan Operasi 1 Jakarta PT Kereta Api
Usaha (26 Indonesia (Persero) (2020-2021) /
Oktober - 31 Executive Vice President District
Desember 2022) Operation 1 Jakarta PT Kereta Api
/ Managing Indonesia (Persero) (2020-2021)
Director of • Direktur Pengelolaan Sarana PT Kereta
Strategic Api Indonesia (Persero) (2021-2023) /
Planning and Managing Director of Rolling Stock at
Business PT Kereta Api Indonesia (Persero)
Development (2021-2023)
(October 26 th -
December 31 st,
2022)
Direktur
Perencanaan
Strategis dan
Pengelolaan
Sarana (28
November 2023
- sekarang) /
Managing
Director of
Strategic
Planning and
Rolling Stock
Management
(November 28 th,
2023 - Present)
Laporan Tahunan dan Keberlanjutan
388 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 389
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
Salusra Wijaya Direktur 60 tahun Laki-laki • Sarjana bidang Akuntansi • Head of Project Delivery di PHE-WMO Keuangan /
Keuangan dan / 60 years / Male dari Universitas Indonesia dan Commissioning & Quality Control Finance
Manajemen old (1988) / Bachelor of Manager di PHE-ONWJ (2011-2018) /
Risiko / Accounting from Head of Project Delivery di PHE-WMO
Managing University of Indonesia dan Commissioning & Quality Control
Director of (1988) Manager at PHE-ONWJ (2011-2018)
Finance and • MBA in International • Commissioning & Quality Control
Risk Banking & Finance di Manager at PHE-ONWJ (2018-2020) /
Management Birmingham Business Commissioning & Quality Control
School, University of Manager at PHE-ONWJ (2018-2020)
Birmingham, Inggris • Direktur Komersial dan
(1997) / MBA in Pengembangan Usaha Perum DAMRI
International Banking & (2020-2022) / Director of Commercial
Finance di Birmingham and Business Development at Perum
Business School, DAMRI (2020-2022)
University of Birmingham, • Direktur Perencanaan Strategis dan
England (1997) Pengembangan Usaha PT Kereta Api
Indonesia (Persero) (2022). / Director of
Strategic Planning and Business
Development at PT Kereta Api
Indonesia (Persero) (2022).
• Direktur Keselamatan dan Keamanan
PT Kereta Api Indonesia (Persero)
(2022-sekarang) / Managing Director
of Safety and Security at PT Kereta Api
Indonesia (Persero) (2022).
Rudi As Direktur 51 tahun / Laki-laki • Kandidat Master • Head of Project Delivery di PHE-WMO Pengembangan
Aturridha Pengembangan 51 years / Male Universitas Trisakti (2022 – dan Commissioning & Quality Control Bisnis / Business
Usaha dan old sekarang) / Master Manager di PHE-ONWJ (2011-2018) / Development
Kelembagaan / Candidate at University of Head of Project Delivery di PHE-WMO
Managing Trisakti (2022 - Present) dan Commissioning & Quality Control
Director of • Sarjana Ekonomi Manager at PHE-ONWJ (2011-2018)
Business Universitas Trisakti (1996) / • Commissioning & Quality Control
Development Bachelor of Economics at Manager at PHE-ONWJ (2018-2020) /
and University of Trisakti Commissioning & Quality Control
Institutional (1996) Manager at PHE-ONWJ (2018-2020)
Relations • Direktur Komersial dan
Pengembangan Usaha Perum DAMRI
(2020-2022) / Director of Commercial
and Business Development at Perum
DAMRI (2020-2022)
• Direktur Perencanaan Strategis dan
Pengembangan Usaha PT Kereta Api
Indonesia (Persero) (2022). / Director of
Strategic Planning and Business
Development at PT Kereta Api
Indonesia (Persero) (2022).
• Direktur Keselamatan dan Keamanan
PT Kereta Api Indonesia (Persero)
(2022-sekarang) / Managing Director
of Safety and Security at PT Kereta Api
Indonesia (Persero) (2022).
NOMINASI DAN REMUNERASI
DEWAN KOMISARIS DAN DIREKSI [GRI 2-10]
NOMINATION AND REMUNERATION FOR THE BOARD OF COMMISSIONERS AND
DIRECTORS [GRI 2-10]
Perseroan menerapkan proses nominasi Dewan Komisaris The Company implements the nomination process of the
dan Direksi dengan mengacu pada Peraturan Menteri Board of Commissioners and Directors by referring to
BUMN PER-10/MBU/10/2020 tanggal 09 Oktober 2020 the Regulation of the Minister of SOEs PER-10/MBU/
tentang Perubahan Atas Peraturan Menteri Badan Usaha 10/2020 dated October 9 th, 2020 concerning
Milik Negara Nomor PER-02/MBU/02/2015 Tentang Amendments to the Regulation of the Minister of State-
Persyaratan dan Tata Cara Pengangkatan dan Owned Enterprises Number PER-02/MBU/02/2015
Pemberhentian Anggota Dewan Komisaris dan Dewan concerning Requirements and Procedures for
Pengawas Badan Usaha Milik Negara dan pada Peraturan Appointment and Dismissal of Members of the Board of
Menteri BUMN PER-03/MBU/02/2015 tanggal 17 Februari Commissioners and Supervisory Board of State-Owned
2015 tentang Persyaratan dan Tata Cara Pengangkatan Enterprises and to the Regulation of the Minister of SOEs
dan Pemberhentian Anggota Direksi Badan Usaha Milik PER-03/MBU/02/2015 dated February 17th, 2015 concerning
Negara. Requirements and Procedures for Appointment and
Dismissal of Members of the Board of Directors of State-
Owned Enterprises.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 389
Annual and Sustainability Report
Page 390
Tata Kelola Perusahaan
Good Corporate Governance
Bakal calon Dewan Komisaris dan Direksi diusulkan Candidates for the Board of Commissioners and Board
melalui Dewan Komisaris yang dibantu oleh Komite of Directors are proposed through the Board of
Remunerasi dan Nominasi. Bakal calon yang akan Commissioners assisted by the Remuneration and
ditetapkan menjadi calon anggota Dewan Komisaris dan Nomination Committee. The candidate who will be
Direksi adalah seorang yang telah dinyatakan memenuhi determined as a candidate for the Board of
Persyaratan formal, persyaratan materiil dan persyaratan Commissioners and the Board of Directors is a person
lain serta lulus Uji Kelayakan dan Kepatutan (UKK). who has been declared to have met the formal
Penetapan Direksi dan Dewan dilakukan melalui requirements, material requirements and other
Keputusan RUPS. requirements and passed the Fit and Proper Test (UKK).
The determination of the Board of Directors and the Board
is made through a GMS Resolution.
PROSEDUR DAN PELAKSANAAN PROCEDURE AND IMPLEMENTATION OF
REMUNERASI DIREKSI DAN DEWAN DIRECTOR AND BOARD OF COMMISSIONERS
KOMISARIS [GRI 2-19, 2-20] REMUNERATION [GRI 2-19, 2-20]
Penetapan remunerasi bagi anggota Dewan Komisaris The determination of remuneration for members of the
dan Direksi merupakan kewenangan pemegang saham Board of Commissioners and Board of Directors is the
melalui mekanisme RUPS, dengan formulasi yang authority of the shareholders through the GMS
mengacu pada Peraturan Menteri BUMN Nomor PER-04/ mechanism, with a formulation that refers to the Regulation
MBU/2014 Tanggal 10 Maret 2014 Tentang Pedoman of the Minister of SOEs Number PER-04/MBU/2014 Dated
Penetapan Penghasilan Direksi, Dewan Komisaris, dan March 10 th, 2014 concerning Guidelines for Determining
Dewan Pengawas BUMN, dengan perubahan terakhir the Income of Directors, Board of Commissioners, and
berdasarkan Peraturan Menteri BUMN Nomor PER-13/ Supervisory Board of SOEs, with the latest amendment
MBU/09/2021 Tanggal 24 September 2021 tentang based on the Regulation of the Minister of SOEs Number
Perubahan Perubahan Keenam Atas Peraturan Menteri PER-13/MBU/09/2021 Dated September 24 th, 2021
Badan Usaha Milik Negara Nomor PER-04/MBU/2014 concerning the Sixth Amendment to the Regulation of
Tentang Pedoman Penetapan Penghasilan Direksi, the Minister of State-Owned Enterprises Number PER-
Dewan Komisaris, dan Dewan Pengawas Badan Usaha 04/MBU/2014 concerning Guidelines for Determining the
Milik Negara. Income of Directors, Board of Commissioners, and
Supervisory Board of State-Owned Enterprises.
PROSEDUR PENETAPAN REMUNERASI REMUNERATION DETERMINATION
PROCEDURE
Dalam proses penetapan besaran remunerasi Dewan In the process of determining the amount of
Komisaris dan Direksi, Dewan Komisaris dengan dibantu remuneration of the Board of Commissioners and the
Komite Nominasi dan Remunerasi melakukan kajian dan Board of Directors, the Board of Commissioners, assisted
evaluasi tentang besaran dana remunerasi yang akan by the Nomination and Remuneration Committee,
diberikan. Selanjutnya, hasil kajian dan evaluasi conducts a study and evaluation of the amount of
disampaikan kepada RUPS untuk dikaji kembali hingga remuneration funds to be given. Furthermore, the results
kemudian disahkan setelah mendapat kesepakatan. of the study and evaluation are submitted to the GMS to
Indikator Penetapan Remunerasi Penetapan remunerasi be reviewed again and then ratified after obtaining an
berupa gaji atau honorarium, tunjangan, dan fasilitas yang agreement. Remuneration Determination Indicators The
bersifat tetap dilakukan dengan mempertimbangkan determination of remuneration in the form of salary or
sejumlah indikator mencakup skala usaha, kompleksitas honorarium, allowances, and facilities of a fixed nature
usaha, tingkat inflasi, kondisi dan kemampuan keuangan is carried out by considering a number of indicators
Perseroan, serta faktor-faktor lain yang relevan, dengan including business scale, business complexity, inflation
batasan yang diatur di dalam peraturan perundang- rate, condition and financial capacity of the Company,
undangan yang berlaku. as well as other relevant factors, with the limits stipulated
in the applicable laws and regulations.
STRUKTUR DAN BESARAN REMUNERASI STRUCTURE AND AMOUNT OF
MASING-MASING ANGGOTA DIREKSI DAN REMUNERATION FOR EACH MEMBER OF
ANGGOTA DEWAN KOMISARIS THE BOARD OF DIRECTORS AND MEMBER
OF THE BOARD OF COMMISSIONERS
Berdasarkan prosedur dan indikator penetapan Based on the procedures and indicators for determining
remunerasi yang diuraikan sebelumnya, struktur remuneration described previously, the remuneration
remunerasi Dewan Komisaris dan Direksi yang berlaku structure of the Board of Commissioners and Board of
untuk tahun 2023 adalah sebagai berikut: Directors applicable for 2023 is as follows:
Laporan Tahunan dan Keberlanjutan
390 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 391
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Struktur Remunerasi Dewan Komisaris dan Direksi Remuneration Structure of the Board of Commissioners
and Board of Directors
Berdasarkan prosedur dan indikator penetapan Based on the procedures and indicators for determining
remunerasi yang diuraikan sebelumnya, struktur remuneration described previously, the remuneration
remunerasi Dewan Komisaris dan Direksi yang berlaku structure of the Board of Commissioners and Directors
untuk tahun 2023 adalah sebagai berikut: applicable for 2023 is as follows:
Struktur Remunerasi Dewan Komisaris dan Direksi Remuneration Structure of the Board of Commissioners
and Board of Directors
Keputusan
Jenis Decision
Keterangan
Penghasilan
Information
Income Type Dewan Komisaris Direksi
Board of Commissioners Directors
Honorarium/Gaji / Honorarium Komisaris • Gaji Direktur Utama: 100% Sesuai SR-4/Wk.MBU.11/07/2023
Honorarium/Salary Utama: 45% dari Direktur dari gaji Direktur Utama / Tanggal 24 Juli 2023. / In accordance
Utama Anggota Dewan President Director's salary: with SR-4/Wk.MBU.11/07/2023 dated
Komisaris: 90% dari Komisaris 100% of the President July 24 th, 2023.
Utama / President Director's salary
Commissioner Honorarium: • Anggota Direksi lainnya
45% of the President Director 85% dari gaji Direktur
Members of the Board of Utama. / Other members
Commissioners: 90% of the of the Board of Directors
President Commissioner are 85% of the President
Director's salary.
Tunjangan / Allowance
Tunjangan Hari 1 (satu) kali honorarium / 1 1 (satu) kali gaji / 1 (one) time Sesuai PER-3/MBU/03/2023 / In
Raya Keagamaan / (one) time honorarium salary accordance with PER-3/MBU/03/2023
Religious holiday
allowance
Asuransi Purna Premi yang ditanggung oleh Premi yang ditanggung oleh Sesuai PER-3/MBU/03/2023 / In
Jabatan / Post- perusahaan sebesar 25% dari perusahaan sebesar 25% dari accordance with PER-3/MBU/03/2023
Service Insurance gaji dalam 1 tahun / The gaji dalam 1 tahun / The
premium borne by the premium borne by the
company is 25% of salary in 1 company is 25% of salary in 1
year year
Tunjangan - Tunjangan perumahan Sesuai PER-3/MBU/03/2023 Apabila
perumahan / diberikan secara bulanan / Direksi BUMN masih mendapatkan
Housing allowance Housing allowances are fasilitas rumah dinas, maka tetap dapat
given on a monthly basis menggunakan fasilitas tersebut paling
lambat tanggal 31 Desember 2023 / In
accordance with PER-3/MBU/03/2023,
if SOE Directors still have official
housing facilities, they can still use
these facilities no later than December
31 st, 2023
Tunjangan 20% dari honorarium per - Sesuai PER-3/MBU/03/2023 / In
Transportasi / bulan / 20% of honorarium accordance with PER-3/MBU/03/2023
Transportation per month
Allowance
Fasilitas / Facility
Fasilitas Kendaraan - 1 (satu) unit beserta biaya Spesifikasi dan jenis kendaraan diatur
/ Vehicle Facilities pemeliharaan dan biaya oleh Dewan Komisaris dengan batas
operasional, dengan maksimal 3.500 cc. Untuk kendaraan
memperhatikan kondisi berbahan bakar minyak atau batas
keuangan perusahaan. / 1 maksimal 100 kWh untuk kendaraan
(one) unit along with bermotor listrik berbasis baterai
maintenance costs and (battery electric vehicle) / Vehicle
operational costs, taking into specifications and types are regulated
account the company's by the Board of Commissioners with a
financial condition. maximum limit of 3,500 cc. For oil-
fueled vehicles or a maximum limit of
100 kWh for battery electric vehicles
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 391
Annual and Sustainability Report
Page 392
Tata Kelola Perusahaan
Good Corporate Governance
Keputusan
Jenis Decision
Keterangan
Penghasilan
Information
Income Type Dewan Komisaris Direksi
Board of Commissioners Directors
Fasilitas Kesehatan Dalam bentuk asuransi Dalam bentuk asuransi Sesuai PER-3/MBU/03/2023 / In
/ Medical facility Kesehatan atau penggantian Kesehatan atau penggantian accordance with PER-3/MBU/03/2023
biaya pengobatan (at cost) / biaya pengobatan (at cost) /
In the form of Health In the form of health
insurance or reimbursement insurance or reimbursement
of medical expenses (at cost) of medical expenses (at cost)
Fasilitas Bantuan Sebesar pemakaian (at cost) / Sebesar pemakaian (at cost) / Sesuai PER-3/MBU/03/2023 / In
Hukum / Legal Aid Amount used (at cost) Amount used (at cost) accordance with PER-3/MBU/03/2023
Facility
Tantiem/Insentif Pemberian Tantiem/IK Pemberian Tantiem/IK Sesuai PER-3/MBU/03/2023 / In
Kinerja / Tantiem/ diberikan secara proporsional diberikan secara proporsional accordance with PER-3/MBU/03/2023
Performance berdasarkan capaian kinerja berdasarkan capaian kinerja
Incentive pada tahun yang pada tahun yang
bersangkutan serta bersangkutan serta
mempertimbangkan capaian mempertimbangkan capaian
kontribusi dividen kepada kontribusi dividen kepada
Negara atau indikator lainnya Negara atau indikator lainnya
yang ditetapkan oleh RUPS/ yang ditetapkan oleh RUPS/
Menteri dalam Rencana Kerja Menteri dalam Rencana Kerja
dan Anggaran Perusahaan dan Anggaran Perusahaan
(RKAP) tahun yang (RKAP) tahun yang
bersangkutan. / Provision of bersangkutan. / Provision of
of Tantiem/IK is given of Tantiem/ IK is given
proportionally based on the proportionally based on the
achievement of performance achievement of performance
in the year concerned and in the year concerned and
taking into account the taking into account the
achievement of dividend achievement of dividend
contributions to the State or contributions to the State or
other indicators determined other indicators determined
by the GMS/Minister in the by the GMS/Minister in the
Company’s Work Plan and Company’s Work Plan and
Budget (RKAP) for the year Budget (RKAP) for the year
concerned. concerned.
Adapun, besaran remunerasi masing-masing anggota Meanwhile, the amount of remuneration for each member
Dewan Komisaris dan anggota Direksi untuk tahun 2023 of the Board of Commissioners and members of the Board
adalah sebagai berikut of Directors for 2023 is as follows.
Besaran Remunerasi Dewan Komisaris Tahun 2023 Amount of Remuneration for the Board of
Commissioners in 2023
Besaran Remunerasi Direksi Tahun 2023 Amount of Remuneration for Directors in 2023
Jumlah Diterima
Jenis Remunerasi Amount Received
dan Fasilitas
Dewan Komisaris Direksi
Types of
Board of Commissioners Directors
Remuneration and
Facilities Jumlah Orang Nilai Jumlah Orang Nilai
Number of people Amount Number of people Amount
Honorarium/Gaji / Dewan Komisaris (termasuk 12.509.100.000 Direksi (termasuk yang sudah 24.185.250.000
Honorarium/Gaji yang sudah berhenti pada berhenti pada tahun 2023) /
tahun 2023) / Board of Directors (including those who
Commissioners (including retired in 2023)
those who retired in 2023)
Tantiem Dewan Komisaris (termasuk 15.893.169.529 Direksi (termasuk yang sudah 36.766.830.471
yang sudah berhenti pada berhenti pada tahun 2023) /
tahun 2023) / Board of Directors (including those who
Commissioners (including retired in 2023)
those who retired in 2023)
Laporan Tahunan dan Keberlanjutan
392 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 393
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pada laporan ini, KAI tidak mengungkap rasio kompensasi In this report, KAI does not disclose the ratio of the total
total tahunan bagi individu dengan bayaran tertinggi di annual compensation for the highest-paid individual in
organisasi terhadap median (nilai tengah) total the organization to the median (midpoint) total annual
kompensasi tahunan untuk semua karyawan(tidak compensation for all employees (excluding the highest-
termasuk individu dengan bayaran tertinggi). [GRI 2-21] paid individual). [GRI 2-21]
KOMITE DI BAWAH DEWAN KOMISARIS
COMMITTEES UNDER THE BOARD OF COMMISSIONERS
Dalam melaksanakan fungsinya sebagai organ pengawas In carrying out its function as the Company's supervisory
dan pemberi nasihat Perseroan, Dewan Komisaris and advisory organ, the Board of Commissioners is
didukung oleh sejumlah komite yaitu Komite Audit, supported by a number of committees, namely the Audit
Komite Nominasi dan Remunerasi, serta Komite Committee, Nomination and Remuneration Committee,
Pemantau Manajemen Risiko. Masing-masing komite and Risk Management Monitoring Committee. Each
telah dibentuk dan difungsikan sesuai peraturan committee has been established and functions in
perundang-undangan dan standar penerapan GCG yang accordance with the prevailing laws and regulations and
berlaku, mencakup ketentuan di dalam Peraturan Menteri GCG implementation standards, including the provisions
Negara BUMN No. PER-12/MBU/2012 tentang Organ in the Regulation of the Minister of State-Owned
Pendukung Dewan Komisaris/Dewan Pengawas Badan Enterprises No. PER-12/MBU/2012 on Supporting Organs
Usaha Milik Negara. of the Board of Commissioners/Supervisory Board of
State-Owned Enterprises.
KOMITE AUDIT AUDIT COMMITTEE
Komite Audit merupakan organ pendukung Dewan The Audit Committee is a supporting organ of the Board
Komisaris yang membantu Dewan Komisaris dalam of Commissioners that assists the Board of Commissioners
menilai kecukupan sistem pengendalian internal, in assessing the adequacy of the internal control system,
kecukupan pelaporan, dan pengungkapan laporan adequacy of reporting, and disclosure of financial
keuangan, serta tugas-tugas lain yang tercantum dalam statements, as well as other duties listed in the Audit
Piagam Komite Audit. Pembentukan Komite Audit Committee Charter. The establishment of the Audit
merupakan bagian yang tidak terpisahkan dari upaya Committee is an integral part of the Company's efforts
Perseroan untuk memastikan efektivitas sistem to ensure the effectiveness of the internal control system
pengendalian intern serta pelaksanaan prinsip tata kelola and the implementation of good corporate governance
perusahaan yang baik. principles.
Piagam Komite Audit Audit Committee Charter
Komite Audit memiliki Piagam Komite yang mengatur The Audit Committee has a Committee Charter that
organisasi, keanggotaan, pedoman perilaku, fungsi, tugas, regulates the organization, membership, code of
kewenangan dan tanggung jawab, serta mekanisme kerja conduct, functions, duties, authorities and responsibilities,
komite. Piagam Komite Audit pertama kali diterbitkan as well as the working mechanism of the committee. The
berdasarkan Keputusan Dewan Komisaris Nomor 01/ KA/ Audit Committee Charter was first issued based on the
DEKOM/KAI/I/2013 tanggal 1 Januari 2013 tentang Decision of the Board of Commissioners Number 01/ KA/
Pedoman Kerja Komite Audit (Audit Committee Charter). DEKOM/KAI/I/2013 dated January 1st, 2013 concerning the
Pada tahun 2017, Piagam Komite Audit telah diperbaharui Audit Committee Charter. In 2017, the Audit Committee
dengan Piagam Komite Audit (Audit Committee Charter) Charter was updated with Audit Committee Charter
Nomor: 01/KA/X/2017 tanggal 11 Oktober 2017. Number: 01/KA/X/2017 dated October 11 th, 2017.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 393
Annual and Sustainability Report
Page 394
Tata Kelola Perusahaan
Good Corporate Governance
Tugas dan Tanggung Jawab Komite Audit Duties and Responsibilities of the Audit Committee
Tugas dan tanggung jawab Komite Audit di antaranya The duties and responsibilities of the Audit Committee
adalah: include:
1. Menjadi fasilitator bagi Dewan Komisaris, untuk 1. Become a facilitator for the Board of Commissioners,
memastikan bahwa struktur pengendalian internal to ensure that the Company's internal control
Perseroan telah dilaksanakan dengan baik, structure has been implemented properly, the
pelaksanaan audit internal maupun eksternal telah implementation of internal and external audits has
dilaksanakan sesuai dengan standar auditing yang been carried out in accordance with applicable
berlaku dan tindak lanjut temuan hasil audit auditing standards and follow-up on audit findings
dilaksanakan oleh manajemen. carried out by management.
2. Komite Audit mengkaji ruang lingkup dan ketetapan 2. The Audit Committee reviews the scope and
Audit Eksternal, kewajaran biaya Audit Eksternal provisions of the External Audit, the reasonableness
serta kemandirian dan objektivitas Auditor of the External Audit fees and the independence
Eksternal. and objectivity of the External Auditor.
3. Memastikan efektivitas sistem pengendalian internal/ 3. Ensure the effectiveness of the internal /
manajemen dan efektivitas pelaksanaan tugas auditor management control system and the effectiveness
eksternal dan auditor internal. of the implementation of the duties of external
auditors and internal auditors.
4. Menilai pelaksanaan kegiatan4 serta hasil audit yang 4. Assessing the implementation of activities and
dilakukan Internal Audit maupun auditor eksternal. results of audits conducted by Internal Audit and
external auditors.
5. Memberi rekomendasi kepada Dewan Komisaris 5. Provide recommendations to the Board of
mengenai penyempurnaan sistem pengendalian Commissioners regarding the improvement of the
manajemen serta pelaksanaannya, penunjukan management control system and its implementation,
Akuntan yang didasarkan pada independensi, ruang the appointment of Accountants based on
lingkup penugasan dan fee. independence, scope of assignment and fees.
6. Memberikan pendapat independen dalam hal terjadi 6. Provide an independent opinion in the event of a
perbedaan pendapat antara Manajemen dan difference of opinion between the Management and
akuntan atas jasa yang diberikan. the accountant on the services provided.
7. Melakukan identifikasi hal-hal yang memerlukan 7. Identifying matters that require the attention of the
perhatian Dewan Komisaris serta tugas-tugas Board of Commissioners and other duties of the
Dewan Komisaris lainnya. Board of Commissioners.
8. Memastikan telah terdapat prosedur evaluasi yang 8. Ensure that there is a satisfactory evaluation
memuaskan terhadap segala informasi yang procedure for all information issued by the Company.
dikeluarkan Perseroan.
9. Menyusun program kerja tahunan Komite Audit 9. Prepare the annual work program of the Audit
untuk mendapatkan persetujuan Dewan Komisaris Committee for approval by the Board of
dan membuat laporan periodik untuk disampaikan Commissioners and make periodic reports to be
dan dievaluasi oleh Dewan Komisaris. submitted and evaluated by the Board of
Commissioners.
10. Memberikan pendapat kepada Dewan Komisaris 10. Provide opinions to the Board of Commissioners
terhadap laporan atau hal-hal yang disampaikan on reports or matters submitted by the Board of
oleh Direksi kepada Dewan Komisaris, dan Directors to the Board of Commissioners, and identify
mengidentifikasikan hal hal yang memerlukan matters that require the attention of the Board of
perhatian Dewan Komisaris, dan melaksanakan Commissioners, and carry out other tasks related
tugas-tugas lain yang berkaitan dengan tugas to the duties of the Board of Commissioners,
Dewan Komisaris, antara lain meliputi: including:
a. Melakukan penelaahan atas informasi keuangan a. Reviewing financial information that will be
yang akan dikeluarkan Perseroan, seperti issued by the Company, such as financial
laporan keuangan, RJPP, RKAP, laporan statements, RJPP, RKAP, Management reports,
Manajemen, dan informasi keuangan lainnya. and other financial information.
b. Melakukan penelaahan atas ketaatan Perseroan b. Reviewing the Company's compliance with laws
terhadap peraturan perundang-undangan di and regulations in the Capital Market sector and
bidang Pasar Modal dan peraturan perundang- other laws and regulations related to the
undangan lainnya yang berhubungan dengan Company's activities.
kegiatan Perseroan.
c. Melakukan penelaahan atas pemeriksaan oleh c. Reviewing the examination by the external
auditor eksternal dan mengkaji kecukupan auditor and reviewing the adequacy of the
fungsi audit internal termasuk jumlah auditor, internal audit function including the number
rencana kerja tahunan dan penugasan yang of auditors, annual work plan and assignments
telah dilaksanakan. that have been carried out.
Laporan Tahunan dan Keberlanjutan
394 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 395
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
d. Melakukan penelaahan dan melaporkan kepada d. Reviewing and reporting to the Board of
Dewan Komisaris atas pengaduan yang Commissioners on complaints relating to the
berkaitan dengan Perseroan. Company.
e. Mengkaji kecukupan pelaksanaan audit eksternal e. Reviewing the adequacy of external audit
termasuk di dalamnya perencanaan audit dan implementation including audit planning and
jumlah auditornya. number of auditors.
f. Melakukan penelaahan atas pelaksanaan f. Reviewing the implementation of audit by
pemeriksaan oleh auditor internal dan internal auditors and overseeing the
mengawasi pelaksanaan tindak lanjut oleh implementation of follow-up by the Board of
Direksi atas temuan auditor internal. Directors on the findings of internal auditors.
g. Adanya potensi benturan kepentingan di g. The existence of potential conflict of interest
Perseroan. in the Company.
h. Melaporkan kepada Dewan Komisaris berbagai h. Reporting to the Board of Commissioners
risiko yang dihadapi Perseroan dan melakukan various risks faced by the Company and
penelaahan terhadap aktivitas pelaksanaan reviewing the risk management
manajemen risiko yang dilakukan oleh Direksi, implementation activities carried out by the
jika tidak memiliki fungsi pemantau risiko di Board of Directors, if there is no risk monitoring
bawah Dewan Komisaris. function under the Board of Commissioners.
11. Menelaah pengaduan yang berkaitan dengan proses 11. Reviewing complaints relating to the Company's
akuntansi dan pelaporan keuangan Perseroan. accounting and financial reporting processes.
12. Menjaga kerahasiaan dokumen, data dan informasi 12. Maintain the confidentiality of the Company's
Perseroan baik dari pihak internal maupun eksternal documents, data and information both from internal
dan hanya digunakan untuk kepentingan and external parties and only used for the purpose
pelaksanaan tugasnya. of carrying out its duties.
13. Dewan Komisaris dapat memberikan penugasan 13. The Board of Commissioners may provide other
lain kepada Komite Audit yang ditetapkan dalam assignments to the Audit Committee as stipulated
piagam Komite Audit. in the Audit Committee charter.
Struktur, Keanggotaan dan Keahlian Komite Audit Structure, Membership, and Expertise of the Audit
Committee
Informasi struktur, keanggotaan, dan keahlian Komite Information on the structure, membership and expertise
Audit di tahun 2023 dapat dilihat pada tabel di bawah of the Audit Committee in 2023 can be seen in the table
ini: below:
Struktur, Keanggotaan dan Keahlian Komite Audit Structure, Membership, and Expertise of the Audit
Committee
Nama Jabatan Keahlian
Name Position Expertise
Riza Primadi Ketua Komite Audit / Head of the Audit Committee Komunikasi / Communication
Rochadi Anggota Komite Audit / Member of the Audit Committee Keselamatan / Safety
Johan Sirait Anggota Komite Audit / Member of the Audit Committee Hukum / Law
Amalia Setianti Lestari Anggota Komite Audit / Member of the Audit Committee Akuntansi / Accountancy
Ernesto Anggota Komite Audit / Member of the Audit Committee Akuntansi / Accountancy
PROFIL KOMITE AUDIT AUDIT COMMITTEE PROFILE
Profil masing-masing anggota Komite Audit Perseroan Profile of each Audit Committee Member in 2023 are as
di tahun 2023 adalah sebagai berikut: follows:
RIZA PRIMADI
Ketua Komite Audit / Head of the Audit Committee
Profil Riza Primadi sebagai ketua Komite Audit telah disajikan pada bab Profil Perusahaan bagian Profil Anggota Dewan
Komisaris. / Riza Primadi’s Profile as the Head of Audit Committee is presented in the Company Profile chapter, Board of
Commissioners Members Section
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 395
Annual and Sustainability Report
Page 396
Tata Kelola Perusahaan
Good Corporate Governance
ROCHADI
Anggota Komite Audit / Member of the Audit Committee
Profil Rochadi sebagai anggota Komite Audit telah disajikan pada bab Profil Perusahaan bagian Profil Anggota Dewan
Komisaris. / Rochadi’s Profile as the member of Audit Committee is presented in the Company Profile chapter, Board of
Commissioners Members Section
JOHAN SIRAIT
Anggita Komite Audit / Member of the Audit Committee
Profil Johan Sirait sebagai anggota Komite Audit telah disajikan pada bab Profil Perusahaan bagian Profil Anggota Dewan
Komisaris. / Johan Sirait’s Profile as the member of Audit Committee is presented in the Company Profile chapter, Board of
Commissioners Members Section
AMALIA SETIANTI LESTARI
Anggota Komite Audit / Member of the Audit Committee
Kewarganegaraan / Citizenship Warga Negara Indonesia / Indonesian
Domisili / Domicile Tangerang Selatan / South Tangerang
Tempat dan Tanggal Lahir / Bandung, 4 Oktober 1963 / Bandung, October 4 th, 1963
Place and Date of Birth
Usia / Age 60 tahun / 60 years old
Periode Menjabat / Term of 2021-2023 (Periode Pertama) / 2021-2023 (First Period)
Office
Dasar Hukum Penunjukan / Surat Keputusan Dewan Komisaris PT KAI (Persero) Nomor SK-01/CH/DEKOM/I/2021
Legal Basis of Appointment tentang Pengangkatan Anggota Komite Audit PT KAI (Persero)/ PT KAI Board of
Commissioners Decree Number SK-01/CH/DEKOM/I/2021 on Audit Committee Member
Appointment
Riwayat Pendidikan / S1 (Sarjana Ekonomi) Universitas Indonesia / Bachelor’s Degree in Economics from
Educational Background Universitas Indonesia
Sertifikasi / Certification • CIISA (International of Certified Information System Auditor) from AAFM – 2021
• Certified in Audit Committee Practices from IKAI – 2017
• Sertifikasi Manajemen Risiko Tingkat IV from BSMR/GARP – 2010 (last refreshed in 2016)
/ Risk Management Certification Grade IV from BSMR/GARP – 2010 (last refreshed in
2016)
Pengalaman Kerja / Employment • Independent member of the Risk Monitoring Committee and Audit Committee, PT
History Bank JTrust Indonesia Tbk, 2016-2020/2019
• Independent member of the Audit Committee and Risk Monitoring Committee, PT
Rabobank International Indonesia, 2016-2018
• TS (Treasury Services) Compliance and MLRO (Money Laundering Reporting Officer),
JP Morgan Chase, NA – Jakarta Branch, 2013-2015
• Head of Compliance, PT Bank Rabobank International Indonesia, 2010-2012
• Internal Audit Manager, PT Bank Rabobank International Indonesia, 1998-2009
Rangkap Jabatan / Concurrent Kepala Satuan Pengawas Internal Universitas Indonesia (2020 - sekarang) / Head of
Positions Internal Monitoring Unit, University of Indonesia (2020 - present)
ERNESTO
Anggota Komite Audit / Member of the Audit Committee
Kewarganegaraan / Citizenship Warga Negara Indonesia / Indonesian
Domisili / Domicile Bandung
Tempat dan Tanggal Lahir / Bukittinggi, 7 Juni 1959 / Bukittinggi, June 7 th, 1959
Place and Date of Birth
Usia / Age 64 tahun / 64 years old
Periode Menjabat / Term of 2021-2023 (Periode Pertama) / 2021-2023 (First Period)
Office
Laporan Tahunan dan Keberlanjutan
396 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 397
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Dasar Hukum Penunjukan / Keputusan Dewan Komisaris PT. Kereta Api Indonesia Nomor: 01/CH/DEKOM/I/2021
Legal Basis of Appointment Tanggal 04 Januari 2021 Tentang Pengangkatan Anggota Komite Audit Periode 2021-2023
/ PT Kereta Api Indonesia Board of Commissioners Decree Nomor: 01/CH/DEKOM/I/2021
dated January 4 th, 2021 on the Appointment of the 2021- 2023 Audit Committee Members
Riwayat Pendidikan / • Sarjana Ekonomi Jurusan Akuntansi dari Sekolah Tinggi Ilmu Ekonomi Bandung (1987)
Educational Background / Bachelor’s Degree in Economics, Accounting Study Program from Sekolah Tinggi
Ilmu Ekonomi Bandung (1987)
• Magister Manajemen Akuntansi dari Universitas Padjajaran Bandung (2001) / Master’s
Degree in Accounting from Universitas Padjajaran Bandung (2001)
Sertifikasi / Certification • Self Mastery Development Program Training Wisma Bahtera Cipayung Tahun 2015 /
Wisma Bahtera Cipayung Self Mastery Development Program Training in 2015
• In House Training Bimbingan Teknik Auditing BPKP Jawa Barat Tahun 2013 / In House
Training of Auditing Technical Guidelines by BPKP of West Java in 2013
• Pelatihan Audit Kinerja PPA UNPAD Tahun 2002 / PPA UNPAD Performance Audit
Training in 2022
• Diklat Pengawasan Keuangan Negara Pusdiklat BPKP Tahun 1994 / BPKP Pusdiklat
State Financial Supervision Training in 1994
• Penataran Pemeriksaan Operasional PPA STAN Tahu 1994 / Upgrading of Operational
Examination of PPA STAN in 1994
• Diklat Komputer/EDP Audit Pusdiklat BPKP Tahun 1993 / Computer Training/EDP Audit
Pusdiklat BPKP in 1993
Pengalaman Kerja / Employment • Kepala Satuan Pengawasan Intern PT PELNI (2014-2017) / Head of PT.PELNI Internal
History Control Unit (2014-2017)
• Executive Vice President Internal Audit (2012-2014)
• Vice President Revenue Verification (2009-2012)
• Vice President Pajak, PSO, IMO dan TAC (2009-2009) / Vice President of Taxes, PSO,
IMO and TAC (2009-2009)
• Kepala Sub Direktorat Sediaan pada Direktorat Keuangan (2007-2009) / Head of Sub
Directorate of Inventory at Directorate of Finance (2007-2009)
• Kepala Bagian Administrasi dan SDM Divisi Sarana (2002-2007) / Head of
Administration and Human Resources Division of Rolling Stock (2002-2007)
Rangkap Jabatan / Concurrent -
Positions
INDEPENDENSI KOMITE AUDIT AUDIT COMMITTEE INDEPENDENCE
Perseroan memastikan anggota Komite Audit di tahun The Company ensures the Audit Committee members
2023 telah memenuhi kriteria independensi sesuai in 2023 has fulfilled the prevailing requirements. The
peraturan yang berlaku. Pengungkapan pemenuhan disclosure of the independence criteria fulfilment is as
kriteria independensi tersebut adalah sebagai berikut: follows:
Amalia
Aspek Independensi Riza
Rochadi Johan Sirait Setianti Ernesto
Independency Aspect Primadi
Lestari
Tidak memiliki hubungan keuangan dengan
Dewan Komisaris dan Direksi / Has no financial
✓ ✓ ✓ ✓ ✓
affiliations with the Board of Commissioners and
the Board of Directors
Tidak memiliki hubungan kepengurusan di
perusahaan, anak perusahaan, maupun
✓ ✓ ✓ ✓ ✓
perusahaan afiliasi / Has no managerial relations
in the Company, Subsidiaries, or Affiliates.
Tidak memiliki hubungan kepemilikan saham di
perusahaan / Has no affiliations with the ✓ ✓ ✓ ✓ ✓
Shareholders of the Company
Tidak memiliki hubungan keluarga dengan
Dewan Komisaris, Direksi, dan/atau sesama
anggota Komite Audit / Has no familial
✓ ✓ ✓ ✓ ✓
affiliations with the Board of Commissioners,
Board of Directors, and/or fellow Audit
Committee member
Tidak menjabat sebagai pengurus partai politik,
pejabat dan pemerintah / Is not concurrent as an
✓ ✓ ✓ ✓ ✓
administrators of political parties, officials, and
government
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 397
Annual and Sustainability Report
Page 398
Tata Kelola Perusahaan
Good Corporate Governance
PENINGKATAN KOMPETENSI KOMITE AUDIT AUDIT COMMITTEE COMPETENCY
DEVELOPMENT
Pada tahun 2023, anggota Komite Audit Perseroan In 2023, the Company’s Audit Committee member
mengikuti pelatihan dan/atau peningkatan kompetensi participated in trainings and/or competency
dengan perincian sebagai berikut: developments with details as follows
Jenis Pelatihan dan
Nama Jabatan Materi Pelatihan Waktu dan Tempat Pelaksanaan Penyelenggara
Name Position Types of Training and Time and Place of Implementation Organizer
Training Materials
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 -Strategic
Ketua / Head of the
Riza Primadi Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Committee
Executive (GRCE) 2023 Group
Ikatan Komite
Certification in Audit Hotel Manhattan Jakarta, 22-25 Audit Indonesia /
Committee Practices Agustus 2023 / Manhattan Hotel Indonesian Audit
batch 33 Jakarta, August 22 nd-25 th, 2023 Committee
Association
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Rochadi Anggota / Member Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Executive (GRCE) 2023 Group
Ikatan Komite
Certification in Audit Hotel Manhattan Jakarta, 22-25 Audit Indonesia /
Committee Practices Agustus 2023 / Manhattan Hotel Indonesian Audit
batch 33 Jakarta, August 22 nd-25 th, 2023 Committee
Association
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Amalia Setianti
Anggota / Member Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Lestari
Executive (GRCE) 2023 Group
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Executive (GRCE) 2023 Group
Ernesto Anggota / Member Ikatan Komite
Certification in Audit Hotel Manhattan Jakarta, 22-25 Audit Indonesia /
Committee Practices Agustus 2023 / Manhattan Hotel Indonesian Audit
batch 33 Jakarta, August 22 nd-25 th, 2023 Committee
Association
RAPAT KOMITE AUDIT AUDIT COMMITTEE MEETING
Kebijakan Rapat Komite Audit Audit Committee Meeting Policy
Sesuai Piagam Komite Audit, Perseroan menerapkan Referring to the Audit Committee Charter, the Company
kebijakan rapat bagi Komite Audit dengan perincian implements the following meeting policy:
sebagai berikut:
1. Frekuensi Rapat 1. Meeting Frequency
a. Rapat reguler Komite Audit minimal diadakan a. The Audit Committee Regular Meetings are held
sekali setiap 1 (satu) bulan, yang diadakan at least once in 1 (one) month, no later than 1
paling lambat 1 (satu) minggu sebelum (one) week prior to the implementation of
pelaksanaan rapat reguler Dewan Komisaris. Board of Commissioners regular meeting.
b. Rapat reguler Komite Audit paling tidak harus b. The Audit Committee Regular Meetings shall
dihadiri oleh 2/3 (dua per tiga) dari jumlah be attended by at least 2/3 (two-third) of the
anggota Komite Audit. Audit Committee members.
c. Pengambilan keputusan harus disetujui oleh c. The decision made shall be approved by more
lebih dari ½ (setengah) jumlah anggota than ½ (half) of the Audit Committee members.
Komite Audit.
d. Komite Audit dapat setiap saat mengadakan d. The Audit Committee can hold meetings
rapat untuk membahas hal-hal yang dianggap anytime to discuss pressing matters outside the
perlu dan atau mendesak di luar agenda rapat regular meetings agenda.
reguler tersebut.
e. Komite Audit dalam pengambilan keputusan e. Decision made by the Audit Committee shall
harus mendasarkan pada prinsip musyawarah be in the basis of consensus deliberation
untuk mufakat. principles.
Laporan Tahunan dan Keberlanjutan
398 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 399
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
2. Agenda Rapat Agenda setiap rapat harus ditetapkan 2. Meeting Agenda Agenda of each meeting shall be
dengan jelas dan didistribusikan kepada anggota clearly determined and distributed to the Audit
Komite Audit sebelum pelaksanaan rapat. Committee members prior to the meeting
implementation.
3. Peserta Rapat Sesuai dengan wewenangnya, Komite 3. Participants The Audit Committee is authorized to
Audit dapat mengundang Satuan Pengawasan invite the Internal Audit Unit, public accountants/
Intern, akuntan publik/ Auditor Eksternal, anggota External Auditors, members of the Board of
Direksi, pejabat dan karyawan Perusahaan maupun Directors, officers and employees of the Company
pihak-pihak lainnya yang dianggap perlu dan terkait as well as other parties deemed necessary and
dengan agenda rapat yang hendak dibicarakan. related to the agenda of the meeting to be
discussed.
4. Notulen Rapat Setiap rapat harus dibuatkan 4. Minutes of Meeting Minutes of each meeting must
notulennya secara tertulis dan ditandatangani oleh be made in writing and signed by all members of
seluruh anggota Komite Audit yang hadir the Audit Committee present.
Pelaksanaan Rapat Komite Audit Implementation of Audit Committee Meetings
Pada tahun 2023, Komite Audit menyelenggarakan rapat In 2023, the Audit Committee has held 16 (sixteen)
sejumlah 16 (enam belas) kali atau telah memenuhi meetings, or as required by the provisions in the Audit
jumlah rapat sesuai ketentuan di dalam Piagam Komite Committee Charter. The disclosure of implementation
Audit. Pengungkapan mengenai tanggal pelaksanaan, date, agenda, and the participants of 2022 Audit
agenda, serta peserta rapat Komite Audit di tahun 2023 Committee meetings are as follows:
adalah sebagai berikut:
Tanggal, Agenda, dan Peserta Rapat Komite Audit Date, Agenda, and Participants of the Audit Committee
Meeting
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
31 Januari Pembahasan KAP General Riza Primadi Hadir / Present -
2023 / Audit Tahun Buku 2022
January 31 st, Tahap II / Discussion on the Rochadi Hadir / Present -
2023 KAP General Audit for the
2022 Financial Year, Phase II Johan Sirait Hadir / Present -
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
15 Februari Pelaksanaan Program P3DN Riza Primadi Hadir / Present -
2023 / dan Pengawasannya /
February Implementation and Rochadi Hadir / Present -
15 th, 2023 Supervision of the P3DN
Program Johan Sirait Tidak Hadir / Mengikuti agenda lain /
Absent Attending other agenda
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
1 Maret 2023 Pembahasan Isu KAP RSM / Riza Primadi Hadir / Present -
/ March 1 st, Discussion of KAP RSM Issues
2023 Rochadi Hadir / Present -
Johan Sirait Hadir / Present -
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
12 April 2023 Pembahasan surat usulan Riza Primadi Hadir / Present -
/ April 12 th, Pendayagunaan Aset Jalan
2023 Dupak, Surabaya / Discussion Rochadi Hadir / Present -
of the Proposal Letter for the
Utilization of Dupak Road Johan Sirait Tidak Hadir / Mengikuti agenda lain /
Assets, Surabaya Absent Attending other agenda
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 399
Annual and Sustainability Report
Page 400
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
7 Juni 2023 / Pembahasan teknis kinerja Riza Primadi Hadir / Present -
June 7 th, Audited 2022 dengan
2023 KBUMN / Discussion of the Rochadi Hadir / Present -
technical performance of the
2022 Audit with KBUMN Johan Sirait Hadir / Present -
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
23 Agustus 1) Usulan kerjasama Riza Primadi Hadir / Present -
2023 / Kertapati / Proposal for
August 23 rd, Collaboration with Rochadi Hadir / Present -
2023 Kertapati
2) Usulan kerjasama Cibatu Johan Sirait Hadir / Present -
Garut / Proposal for
Amalia Setianti Lestari Hadir / Present -
Collaboration with Cibatu
Garut Ernesto Hadir / Present -
3) Usulan Penghapusbukuan
ATDO / Proposal for Write-
off of ATDO
4) Usulan kerjasama Kebun
Kawung / Proposal for
Collaboration with Kebun
Kawung
8 September Rapat Persiapan Rakor Riza Primadi Hadir / Present -
2023 / Perlintasan Sebidang dan
September Diskusi Panel IMO TAC / Rochadi Hadir / Present -
8 th, 2023 Preparation Meeting for
Crossings Coordination and Johan Sirait Hadir / Present -
IMO TAC Panel Discussion
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
13 Courtesy Meeting dengan Riza Primadi Hadir / Present -
September Buro Happold, Tindak Lanjut
2023 / Kunjungan Dekom ke UK / Rochadi Hadir / Present -
September Courtesy Meeting with Buro
13 th, 2023 Happold, Follow-up on the Johan Sirait Hadir / Present -
Directors' Visit to the UK
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
4 Oktober Permohonan Persetujuan Riza Primadi Hadir / Present -
2023 / Kerjasama Aset Ploso,
October 4 th, Madiun / Request for Rochadi Hadir / Present -
2023 Approval of Cooperation for
Ploso, Madiun Asset Johan Sirait Tidak Hadir / Mengikuti agenda lain /
Absent Attending other agenda
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
17 Oktober Diskusi dengan LRT terkait Riza Primadi Hadir / Present -
2023 / dengan Data Collection,
October 17 th, Jumlah Penumpang, Tarif, Rochadi Tidak Hadir / Mengikuti agenda lain /
2023 dan lain-lain / Discussion Absent Attending other agenda
with LRT regarding Data
Collection, Number of Johan Sirait Hadir / Present -
Passengers, Fares, and Other
Amalia Setianti Lestari Hadir / Present -
Matters
Ernesto Hadir / Present -
1 November Pembahasan Kinerja UI/SPI Riza Primadi Hadir / Present -
2023 / hingga TW III 2023 /
November Discussion on UI/SPI Rochadi Hadir / Present -
1 st, 2023 Performance up to Q3 2023
Johan Sirait Hadir / Present -
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
Laporan Tahunan dan Keberlanjutan
400 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 401
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
29 Pembahasan RKAP 2024 Riza Primadi Hadir / Present -
November dengan Deputi KMR KBUMN
2023 / / Discussion on RKAP 2024 Rochadi Hadir / Present -
November with Deputy of KMR KBUMN
29 th, 2023 Johan Sirait Hadir / Present -
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
12 Desember Pembahasan Pra-LKP Tahap I Riza Primadi Hadir / Present -
2023 / RSM / Discussion on Pre-LKP
December Stage I RSM Rochadi Hadir / Present -
12 th, 2023
Johan Sirait Tidak Hadir / Mengikuti agenda lain /
Absent Attending other agenda
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
15 Desember Pembahasan LKP Tahap I Riza Primadi Hadir / Present -
2023 / RSM / Discussion on LKP
December Stage I RSM Rochadi Hadir / Present -
15 th, 2023
Johan Sirait Tidak Hadir / Mengikuti agenda lain /
Absent Attending other agenda
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
15 Desember Pembahasan PKT (Program Riza Primadi Hadir / Present -
2023 / Kerja Tahunan) Unit Internal
December Audit Tahun 2024 / Rochadi Hadir / Present -
15 th, 2023 Discussion on the 2024
Annual Work Program (PKT) Johan Sirait Hadir / Present -
for the Internal Audit Unit
Amalia Setianti Lestari Hadir / Present -
Ernesto Hadir / Present -
Frekuensi dan Tingkat Kehadiran Rapat Komite Audit Meeting Frequency and Attendance Rate of the Audit
Committee
Berikut ini frekuensi rapat dan tingkat kehadiran masing- The frequency of meeting implementation and the
masing anggota Komite Audit di dalam pelaksanaan rapat attendance of each Audit Committee member in 2023
selama tahun 2023. can be viewed in the table below:
Nama Jumlah Rapat Jumlah Kehadiran Persentase Kehadiran
Name Number of Meeting Total Attendance Attendance Percentage
Riza Primadi 16 16 100%
Rochadi 16 14 88%
Johan Sirait 16 12 75%
Amalia Setianti Lestari 16 16 100%
Ernesto 16 16 100%
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 401
Annual and Sustainability Report
Page 402
Tata Kelola Perusahaan
Good Corporate Governance
LAPORAN SINGKAT PELAKSANAAN BRIEF REPORT ON THE AUDIT COMMITTEE
KEGIATAN KOMITE AUDIT TAHUN 2023 ACTIVITIES IMPLEMENTATION
Selama tahun 2023, Komite Audit telah melaksanakan In 2023, the Audit Committee has carried out the duties
tugas dan tanggung jawab sesuai ketentuan di dalam and responsibilities in accordance with the provisions in
Piagam Komite Audit serta rencana kerja yang ditetapkan the Audit Committee Charter and the work plan
pada awal tahun, mencakup: determined from the beginning of the year are as follows:
1. Tanggapan Dewan Komisaris Atas Usulan RKAP 1. Response of the Board of Commissioners to the
2023. Proposed RKAP 2023.
2. Evaluasi Program Kerja Tahunan SPI. 2. Evaluation of the SPI Annual Work Program.
3. Kinerja Triwulan SPI. 3. SPI Quarterly Performance.
4. Pengelolaan dan pengusahaan aset non-produktif. 4. Management and exploitation of non-productive
assets.
5. Persiapan pengadaan KAP. 5. Preparation of KAP procurement.
6. Evaluasi Kinerja Perusahaan. 6. Company Performance Evaluation.
7. Progress Transformasi Digital. 7. Digital Transformation Progress.
8. Progress pengembangan dan sertifikasi SDM di Unit 8. Progress of HC development and certification in
Internal Audit. the Internal Audit Unit.
Laporan Tahunan dan Keberlanjutan
402 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 403
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KOMITE NOMINASI DAN REMUNERASI
NOMINATION AND REMUNERATION COMMITTEE
Komite Nominasi dan Remunerasi merupakan organ The Nomination and Remuneration Committee is a
pendukung Dewan Komisaris yang membantu Dewan supporting organ of the Board of Commissioners that
Komisaris dalam melaksanakan fungsi nominasi dan assists the Board of Commissioners in carrying out the
remunerasi bagi Perseroan, penugasan khusus dari nomination and remuneration functions for the Company,
Dewan Komisaris, serta tugas-tugas lain yang tercantum special assignments from the Board of Commissioners,
dalam Piagam Komite. Pembentukan Komite Nominasi as well as other tasks listed in the Committee Charter.
dan Remunerasi merupakan bagian yang tidak The establishment of the Nomination and Remuneration
terpisahkan dari upaya Perseroan untuk memastikan Committee is an integral part of the Company's efforts
efektivitas fungsi nominasi dan remunerasi, serta to ensure the effectiveness of the nomination and
pelaksanakan prinsip tata kelola perusahaan yang baik. remuneration functions, as well as the implementation
of good corporate governance principles.
PIAGAM KOMITE NOMINASI DAN NOMINATION AND REMUNERATION
REMUNERASI COMMITTEE CHARTER
Komite Nominasi dan Remunerasi memiliki Piagam The Nomination and Remuneration Committee has a
Komite yang mengatur organisasi, keanggotaan, Committee Charter that regulates the organization,
pedoman perilaku, fungsi, tugas, kewenangan dan membership, code of conduct, functions, duties, authorities
tanggung jawab, serta mekanisme kerja komite. Piagam and responsibilities, as well as the working mechanism
Komite Nominasi dan Remunerasi ditetapkan of the committee. The Nomination and Remuneration
berdasarkan Keputusan Dewan Komisaris Nomor 05/CH/ Committee Charter is stipulated based on the Decree of
DEKOM/ III/2021 tanggal 10 Maret 2021 tentang Piagam the Board of Commissioners Number 05/CH/DEKOM/ III/
Komite Nominasi dan Remunerasi PT KAI (Persero). 2021 dated March 10 th, 2021 concerning the Nomination
and Remuneration Committee Charter of PT KAI (Persero).
TUGAS DAN TANGGUNG JAWAB KOMITE DUTIES AND RESPONSIBILITIES OF THE
NOMINASI DAN REMUNERASI NOMINATION AND REMUNERATION
COMMITTEE
Perseroan menetapkan tugas dan tanggung jawab The Company sets out the duties and responsibilities of
Komite Nominasi dan Remunerasi dengan mengacu pada the Nomination and Remuneration Committee with
peraturan dan standar yang berlaku, mencakup Peraturan reference to the prevailing regulations and standards,
Otoritas Jasa Keuangan Nomor 34/ POJK.04/2014 tanggal including the Financial Services Authority Regulation
18 Desember 2014, dengan perincian sebagai berikut: No. 34/POJK.04/2014 dated December 18 th, 2014, with
details as follows:
1. Fungsi Nominasi 1. Nomination Function
a. Menyusun komposisi dan proses Nominasi a. Develop the composition and process of
anggota Direksi dan/atau anggota Dewan Nomination of members of the Board of
Komisaris. Directors and/or members of the Board of
Commissioners.
b. Menyusun kebijakan dan kriteria yang b. Develop policies and criteria required in the
dibutuhkan dalam proses Nominasi calon Nomination process of candidates for members
anggota Direksi dan/ atau anggota Dewan of the Board of Directors and/or members of
Komisaris. the Board of Commissioners.
c. Membantu pelaksanaan evaluasi atas kinerja c. Assist in the evaluation of the performance of
anggota Direksi dan/atau anggota Dewan members of the Board of Directors and/or
Komisaris. members of the Board of Commissioners.
d. Menyusun program pengembangan d. Develop a capacity building program for
kemampuan anggota Direksi dan/atau anggota members of the Board of Directors and/or
Dewan Komisaris. members of the Board of Commissioners.
e. Menelaah dan mengusulkan calon yang e. Review and propose candidates who qualify as
memenuhi syarat sebagai anggota Direksi dan/ members of the Board of Directors and/or
atau anggota Dewan Komisaris kepada Dewan members of the Board of Commissioners to the
Komisaris untuk disampaikan kepada RUPS Board of Commissioners to be submitted to the
GMS.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 403
Annual and Sustainability Report
Page 404
Tata Kelola Perusahaan
Good Corporate Governance
2. Fungsi Remunerasi 2. Remuneration Function
a. Menyusun struktur Remunerasi bagi anggota a. Develop a remuneration structure for members
Direksi dan/atau anggota Dewan Komisaris, of the Board of Directors and/or members of
berupa: the Board of Commissioners, in the form of:
• Gaji • Salary
• Honorarium • Honorarium
• lnsentif • lncentives
• Tunjangan yang bersifat tetap dan/atau • Fixed and/or variable allowances.
variabel.
b. Menyusun kebijakan atas Remunerasi bagi b. Develop policies on Remuneration for members
anggota Direksi dan/atau anggota Dewan of the Board of Directors and/or members of
Komisaris. the Board of Commissioners.
c. Menyusun besaran atas Remunerasi bagi c. Prepare the amount of remuneration for
anggota Direksi dan/atau anggota Dewan members of the Board of Directors and/or
Komisaris. members of the Board of Commissioners.
STRUKTUR, KEANGGOTAAN, DAN KEAHLIAN STRUCTURE, MEMBERSHIP, AND EXPERTISE
KOMITE NOMINASI DAN REMUNERASI OF THE NOMINATION AND REMUNERATION
COMMITTEE
Struktur, keanggotaan, dan latar belakang keahlian The structure, membership and expertise background
anggota Komite Nominasi dan Remunerasi Perseroan of the members of the Company's Nomination and
adalah sebagai berikut: Remuneration Committee are as follows:
Nama Jabatan Keahlian
Name Position Skill
Said Aqil Siroj Ketua KNR / KNR Chairman Manajemen / Management
Diah Natalisa Anggota KNR / KNR member Manajemen / Management
Sri Paduka Mangkoenagoro X Anggota KNR / KNR member Hukum / Law
Corina D Riantoputro Anggota KNR / KNR member Psikologi / Psychology
PROFIL KOMITE NOMINASI DAN PROFILE OF THE NOMINATION AND
REMUNERASI REMUNERATION COMMITTEE
Profil anggota Komite Nominasi dan Remunerasi The profile of the members of the Company's Nomination
Perseroan di tahun 2023 adalah sebagai berikut: and Remuneration Committee in 2023 is as follows:
SAID AQIL SIROJ
Ketua Komite Nominasi dan Remunerasi / Head of the Nomination and Remuneration Committee
Profil Said Aqil Siroj sebagai ketua Komite Nominasi dan Remunerasi telah disajikan pada bab Profil Perusahaan bagian Profil
Anggota Dewan Komisaris. / Said Aqil Siroj’s Profile as the Head of Audit Committee is presented in the Company Profile
chapter, Board of Commissioners Members Section
DIAH NATALISA
Anggota Komite Nominasi dan Remunerasi / Member of the Nomination and Remuneration Committee
Profil Diah Natalisa sebagai ketua Komite Nominasi dan Remunerasi telah disajikan pada bab Profil Perusahaan bagian Profil
Anggota Dewan Komisaris. / Diah Natalisa’s Profile as the Head of Audit Committee is presented in the Company Profile
chapter, Board of Commissioners Members Section
SRI PADUKA MANGKOENAGORO X
Anggota Komite Nominasi dan Remunerasi / Member of the Nomination and Remuneration Committee
Profil Sri Paduka Mangkoenagoro X sebagai ketua Komite Nominasi dan Remunerasi telah disajikan pada bab Profil
Perusahaan bagian Profil Anggota Dewan Komisaris. / Sri Paduka Mangkoenagoro X Profile as the Head of Audit Committee is
presented in the Company Profile chapter, Board of Commissioners Members Section
Laporan Tahunan dan Keberlanjutan
404 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 405
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
CORINA D. RIANTOPUTRA
Anggota Komite Nominasi dan Remunerasi / Member of the Nomination and Remuneration Committee
Kewarganegaraan / Citizenship Warga Negara Indonesia / Indonesian
Domisili / Domicile Tangerang Selatan / South Tangerang
Tempat dan Tanggal Lahir / Bandung, 14 Oktober 1967 / Bandung, October 14 th, 1967
Place and Date of Birth
Usia / Age 56 tahun / 56 years old
Periode Menjabat / Term of 2020-2023 (Periode Pertama) / 2020-2023 (First Period)
Office
Dasar Hukum Penunjukan / Keputusan Dewan Komisaris PT KAI Nomor 44/CH/DEKOM/ VI/2020 tentang
Legal Basis of Appointment Pengangkatan Anggota Komite Nominasi dan Remunerasi periode 2020-2023 / PT KAI
Board of Commissioners Decree Nomor 44/CH/ DEKOM/ VI/2020 on 2020-2023
Nomination and Remuneration Committee Member Appointment
Riwayat Pendidikan / • S1: Psikologi Universitas Indonesia (1992) / Bachelor’s Degree in Psychology from
Educational Background Universitas Indonesia (1992)
• S2: Organizational Study, University of New South Wales – Australia (2000) / Master’s
Degree in Organizational Study from University of New South Wales – Australia (2000)
• S3: Organizational Behavior, University of New South Wales – Australia (2010) /
Doctorate in Organizational Behavior, University of New South Wales – Australia (2010)
Sertifikasi / Certification -
Pengalaman Kerja / Employment • Specially Appointed Professor – Institute for Global Leadership - Ochanomizu
History University Jepang (Oktober 2021 - Februari 2022) / Specially Appointed Professor –
Institute for Global Leadership - Ochanomizu University of Japan (October 2021 -
February 2022)
• Sekretaris Majelis Wali Amanat UI (2021-2024) / Secretary of the Board of Trustees at
University of Indonesia (2021-2024)
• Anggota Majelis Wali Amanat UI (2019-2024), (2012-2014) / Member of the Board of
Trustees at University of Indonesia (2019-2024, 2012-2014)
• Wakil Dekan bidang Pengelolaan SDM dan Keuangan Fakultas Psikologi UI (2014-2018)
/ Vice Dean for Human Resources and Finance at the Faculty of Psychology, University
of Indonesia (2014-2018)
• Ketua bidang Riset dan Pengembangan Ilmu – Asosiasi Psikologi Industri dan
Organisasi (2019-2022) / Chair of the Research and Development Division – Association
of Industrial and Organizational Psychology (2019-2022)
• Anggota Board Editor – Human Resource Development Review / Member of Board
Editor – Human Resource Development Review
• Anggota tim riset GLOBE (Global Leadership and Organizational Behavior
Effectiveness) (2020-2021) / Member of GLOBE (Global Leadership and Organizational
Behavior Effectiveness) Research Team (2020-2021)
• Anggota tim riset Global Work Design (2018-2019) / Member of Global Work Design
Research Team (2018-2019)
• Ketua tim National Capacity Building – SKK Migas (2013-2014) / Leader of National
Capacity Building Team – SKK Migas (2013-2014)
• Dosen Fakultas Psikologi UI – (1992 - Sekarang) / Lecturer at Faculty of Psychology UI –
(1992 - Present)
Rangkap Jabatan / Concurrent 1. Sekretaris Majelis Wali Amanat Universitas Indonesia / Secretary of the University
Positions Board (Majelis Wali Amanah/MWA), Universitas Indonesia
2. Anggota editorial Board, jurnal internasional Human Resource Development Review,
2020 - 2024 / Member of Editorial Board, international Journal of Human Resource
Development Review, 2020 - 2024
INDEPENDENSI KOMITE NOMINASI DAN INDEPENDENCE OF THE NOMINATION AND
REMUNERASI REMUNERATION COMMITTEE
Perseroan memastikan anggota Komite Nominasi dan The Company ensures that members of the Nomination
Remunerasi di tahun 2023 telah memenuhi kriteria and Remuneration Committee in 2023 have met the
independensi sesuai peraturan yang berlaku. Berikut ini independence criteria in accordance with applicable
pengungkapan pemenuhan kriteria independensi regulations. The following is a disclosure of the fulfillment
tersebut. of these independence criteria.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 405
Annual and Sustainability Report
Page 406
Tata Kelola Perusahaan
Good Corporate Governance
Sri Paduka
Aspek Independensi Said Aqil Diah Corina D.
Mangkoenagoro
Independency Aspect Siroj Natalisa Riantoputra
X
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi
/ Has no financial affiliations with the Board of Commissioners and the ✓ ✓ ✓ ✓
Board of Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan,
maupun perusahaan afiliasi / Has no managerial relations in the Company, ✓ ✓ ✓ ✓
Subsidiaries, or Affiliates.
Tidak memiliki hubungan kepemilikan saham di perusahaan / Has no
✓ ✓ ✓ ✓
affiliations with the Shareholders of the Company
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi,
dan/atau sesama anggota Komite Audit / Has no familial affiliations with
✓ ✓ ✓ ✓
the Board of Commissioners, Board of Directors, and/or fellow Audit
Committee member
Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah
/ Is not concurrent as an administrators of political parties, officials, and ✓ ✓ ✓ ✓
government
PELATIHAN DAN/ATAU PENINGKATAN TRAINING AND/OR IMPROVING THE
KOMPETENSI KOMITE NOMINASI DAN COMPETENCY OF THE NOMINATION AND
REMUNERASI REMUNERATION COMMITTEE
Pada tahun 2023, Perseroan telah melaksanakan pelatihan In 2023, the Company has carried out training and/or
dan/atau peningkatan kompetensi anggota Komite increased the competency of the Nomination and
Nominasi dan Remunerasi sebagai berikut: Remuneration Committee members as follows:
Jenis Pelatihan dan
Nama Jabatan Materi Pelatihan Waktu dan Tempat Pelaksanaan Penyelenggara
Name Position Types of Training and Time and Place of Implementation Organizer
Training Materials
Ketua KNR / KNR - - -
Said Aqil Siroj
Chairman
Compensation Kampus Harvard Bussines School, 8-11 Harvard
Committees November 2023 / Harvard Business Bussiness School
School, November 8 th-11 th, 2023
Anggota KNR / KNR
Diah Natalisa
member Making Corporate Kampus Harvard Bussines School, 12- Harvard
Board Effective 14 November 2023 / Harvard Business Bussiness School
School, November 12 th-14 th, 2023
Compensation Kampus Harvard Bussines School, 8-11 Harvard
Committees November 2023 / Harvard Business Bussiness School
School, November 8 th-11 th, 2023
Sri Paduka
Anggota KNR / KNR
Mangkoenagoro
member Making Corporate Kampus Harvard Bussines School, 12- Harvard
X
Board Effective 14 November 2023 / Harvard Business Bussiness School
School, November 12 th-14 th, 2023
Corina D Anggota KNR / KNR - - -
Riantoputro member
RAPAT KOMITE NOMINASI DAN NOMINATION AND REMUNERATION
REMUNERASI COMMITTEE MEETING
Kebijakan Rapat Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Meeting
Policy
Sesuai Piagam Komite, Perseroan menerapkan kebijakan In accordance with the Committee Charter, the
rapat Komite Nominasi dan Remunerasi dengan uraian Company implements the Nomination and Remuneration
sebagai berikut: Committee meeting policy with the following description:
1. Frekuensi Rapat 1. Meeting Frequency
a. Rapat Komite Nominasi dan Remunerasi a. Nomination and Remuneration Committee
diadakan sesuai dengan kebutuhan. meetings are held as needed.
Laporan Tahunan dan Keberlanjutan
406 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 407
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
b. Rapat Komite Nominasi dan Remunerasi paling b. Nomination and Remuneration Committee
tidak harus dihadiri oleh 2/3 (dua pertiga) dari meeting must be attended by at least 2/3 (two-
jumlah anggota Komite Nominasi dan thirds) of the total members of the Nomination
Remunerasi. and Remuneration Committee.
c. Pengambilan keputusan harus disetujui oleh c. Decision making must be approved by more
lebih dari ½ (setengah) jumlah anggota than ½ (half) of the members of the
Komite Nominasi dan Remunerasi. Nomination and Remuneration Committee.
d. Komite Nominasi dan Remunerasi dalam d. The Nomination and Remuneration Committee
pengambilan keputusan harus mendasarkan in making decisions must be based on the
pada prinsip musyawarah untuk mufakat. principle of deliberation to reach consensus.
2. Agenda Rapat 2. Meeting Agenda
Agenda setiap rapat harus ditetapkan dengan jelas The agenda for each meeting must be clearly
dan didistribusikan kepada anggota Komite determined and distributed to members of the
Nominasi dan Remunerasi sebelum pelaksanaan Nomination and Remuneration Committee before
rapat. the meeting is held.
3. Peserta Rapat 3. Meeting Participants
Sesuai dengan wewenangnya, Komite Nominasi dan In accordance with its authority, the Nomination
Remunerasi dapat mengundang anggota Direksi, and Remuneration Committee may invite members
pejabat dan karyawan Perusahaan maupun pihak- of the Board of Directors, officers and employees
pihak lainnya yang dianggap perlu dan terkait of the Company as well as other parties deemed
dengan agenda rapat yang hendak dibicarakan. necessary and related to the meeting agenda to
be discussed.
4. Notulen Rapat 4. Minutes of Meeting
Setiap rapat harus dibuatkan notulennya secara Minutes must be taken of each meeting in writing
tertulis dan ditandatangani oleh seluruh anggota and signed by all members of the Nomination and
Komite Nominasi dan Remunerasi yang hadir. Remuneration Committee present.
Pelaksanaan Rapat Komite Nominasi dan Remunerasi Implementation of Nomination and Remuneration
Committee Meetings
Selama tahun 2023, Komite Nominasi dan Remunerasi During 2023, the Nomination and Remuneration
menyelenggarakan rapat sejumlah 16 kali, atau telah Committee held meetings 16 times, or has fulfilled the
memenuhi jumlah pelaksanaan rapat sesuai ketentuan number of meetings in accordance with the provisions
di dalam Piagam Komite. in the Committee Charter.
Perincian tanggal pelaksanaan, agenda, serta peserta Details of the implementation date, agenda, and
rapat Komite Nominasi dan Remunerasi pada tahun 2023 participants of the Nomination and Remuneration
dapat dilihat melalui tabel berikut ini. Committee meeting in 2023 can be seen in the following
table.
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
16 Januari Pembahasan Pelaksana Said Aqil Siroj Hadir / Present -
2023 / Tugas (PLT) serta Program
January 16 th, Talent Perempuan Th 2023 / Diah Natalisa Hadir / Present -
2023 Discussion of the
Implementing Task Force Sri Paduka Mangkoenagoro X Hadir / Present -
(PLT) and the 2023 Women's
Corina D Riantoputro Hadir / Present -
Talent Program
Direksi dan Tim / Directors Hadir / Present -
and Team
30 Januari Pembahasan penerapan Job Said Aqil Siroj Hadir / Present -
2023 / Grading dan system
January 30 th, Remunerasi yang baru / Diah Natalisa Hadir / Present -
2023 Discussion of the
implementation of Job Sri Paduka Mangkoenagoro X Hadir / Present -
Grading and the new
Corina D Riantoputro Hadir / Present -
Remuneration system
Direksi dan Tim / Directors Hadir / Present
and Team
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 407
Annual and Sustainability Report
Page 408
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
20 Februari Pembahasan Nominated Said Aqil Siroj Hadir / Present -
2023 / Talent KAI / Discussion of KAI
February Nominated Talent Diah Natalisa Hadir / Present -
20 th, 2023
Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
2 Maret 2023 Pembahasan Program Said Aqil Siroj Hadir / Present -
/ March 2 nd, Pengembangan BOD /
2023 Discussion of the BOD Diah Natalisa Tidak Hadir / Mengikuti Agenda Lain /
Development Program Not Present Attending Another Agenda
Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
4 April 2023 / Pembahasan Perencanaan Said Aqil Siroj Hadir / Present -
April 4 th, KPI Direksi secara Individual
2023 Tahun 2023 / Discussion of Diah Natalisa Hadir / Present -
Individual Directors' KPI
Planning for 2023 Sri Paduka Mangkoenagoro X Tidak Hadir / Mengikuti Agenda Lain /
Not Present Attending Another Agenda
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
8 Mei 2023 / Rapat Internal KNR – Said Aqil Siroj Hadir / Present -
May 8 th, 2023 Pembahasan Transformasi
Digital / KNR Internal Diah Natalisa Hadir / Present -
Meeting – Discussion of
Digital Transformation Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
5 Juni 2023 / Pembahasan Update Said Aqil Siroj Hadir / Present -
June 5 th, Transformasi Digital /
2023 Discussion of Digital Diah Natalisa Hadir / Present -
Transformation Update
Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
12 Juni 2023 / Pembahasan Implementasi Said Aqil Siroj Hadir / Present -
June 12 th, dan progress Re-valuasi
2023 Tingkat Jabatan di PT KAI / Diah Natalisa Hadir / Present -
Discussion of the
Implementation and Sri Paduka Mangkoenagoro X Hadir / Present -
progress of Position Level Re-
Corina D Riantoputro Hadir / Present -
valuation at PT KAI
Direksi dan Tim / Directors Hadir / Present -
and Team
22 Juni 2023 Kunjungan KNR ke Surabaya Said Aqil Siroj Tidak Hadir / Mengikuti Agenda Lain /
/ June 22 nd, / KNR visit to Surabaya Not Present Attending Another Agenda
2023
Diah Natalisa Hadir / Present -
Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
Laporan Tahunan dan Keberlanjutan
408 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 409
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
3 Juli 2023 / Pembahasan Progres KAI Said Aqil Siroj Tidak Hadir / Mengikuti Agenda Lain /
July 3 rd, 2023 Corporate University ke KNR Not Present Attending Another Agenda
Dekom / Discussion of the
Progress of KAI Corporate Diah Natalisa Hadir / Present
University to KNR Dekom
Sri Paduka Mangkoenagoro X Hadir / Present
Corina D Riantoputro Hadir / Present
Direksi dan Tim / Directors Hadir / Present
and Team
14 Agustus Kunjungan ke Aceh / Visit to Said Aqil Siroj Hadir / Present -
2023 / Aceh
August 14 th, Diah Natalisa Hadir / Present -
2023
Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
28 Agustus Pembahasan Karyawan KAI Said Aqil Siroj Hadir / Present -
2023 / yang diduga terlibat
August 28 th, terorisme / Discussion of KAI Diah Natalisa Hadir / Present -
2023 employees suspected of
being involved in terrorism Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
18 Pembahasan Said Aqil Siroj Hadir / Present -
September Pengembangan dan Proyeksi
2023 / Nominated Talent / Diah Natalisa Hadir / Present -
September Discussion of Nominated
18 th, 2023 Talent Development and Sri Paduka Mangkoenagoro X Hadir / Present -
Projections
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
3 Oktober Pembahasan Program Said Aqil Siroj Tidak Hadir / Mengikuti Agenda Lain /
2023 / Pengembangan BoD-1, BoD Not Present Attending Another Agenda
October 3 rd, dan BoC / Discussion of BoD-
2023 1, BoD and BoC Development Diah Natalisa Tidak Hadir / Mengikuti Agenda Lain /
Programs Not Present Attending Another Agenda
Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
10 Oktober Pembahasan karyawan yang Said Aqil Siroj Hadir / Present -
2023 / tidak bijaksana ber-sosial
October 10 th, media / Discussion of Diah Natalisa Hadir / Present -
2023 employees who are not wise
on social media Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D Riantoputro Hadir / Present -
Direksi dan Tim / Directors Hadir / Present -
and Team
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 409
Annual and Sustainability Report
Page 410
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
18 Oktober Presentasi kepada Staf Ahli Said Aqil Siroj Hadir / Present -
2023 / Komisaris KAI (Prof. Dra.
October 18 th, Corina D. S. Riantoputra,
2023 M.Com, Ph.D / Presentation Diah Natalisa Hadir / Present -
to the Expert Staff of the KAI
Commissioner (Prof. Dra. Sri Paduka Mangkoenagoro X Hadir / Present -
Corina D. S. Riantoputra,
Corina D Riantoputro Hadir / Present -
M.Com, Ph.D
Direksi dan Tim / Directors Hadir / Present -
and Team
Frekuensi dan Tingkat Kehadiran Rapat Komite Frequency and Attendance Level of Nomination and
Nominasi dan Remunerasi Remuneration Committee Meetings
Berikut ini frekuensi rapat dan tingkat kehadiran masing- The following is the frequency of meetings and the level
masing anggota Komite Nominasi dan Remunerasi di of attendance of each member of the Nomination and
dalam pelaksanaan rapat selama tahun 2023. Remuneration Committee at meetings during 2023.
Nama Jumlah Rapat Jumlah Kehadiran Persentase Kehadiran
Name Number of Meeting Total Attendance Attendance Percentage
Said Aqil Siroj 16 13 81%
Diah Natalisa 16 14 88%
Sri Paduka Mangkoenagoro X 16 15 94%
Corina D Riantoputro 16 16 100%
LAPORAN SINGKAT PELAKSANAAN BRIEF REPORT ON THE IMPLEMENTATION
KEGIATAN KOMITE NOMINASI DAN OF NOMINATION AND REMUNERATION
REMUNERASI TAHUN 2023 COMMITTEE ACTIVITIES IN 2023
Pada tahun 2023, Komite Nominasi dan Remunerasi telah In 2023, the Nomination and Remuneration Committee
melaksanakan tugas dan tanggung jawab sesuai ketentuan has carried out its duties and responsibilities in
di dalam Piagam Komite, rencana kerja, serta ketentuan accordance with the provisions in the Committee Charter,
di dalam Peraturan Otoritas Jasa Keuangan Nomor: 34/ work plan, and provisions in the Financial Services Authority
POJK.04/2014 tanggal 18 Desember 2014 tentang Komite Regulation Number: 34/POJK.04/2014 dated December
Nominasi dan Remunerasi Emiten atau Perusahaan 18th, 2014 concerning the Nomination and Remuneration
Publik. Pelaksanaan kegiatan Komite Nominasi dan Committee of Issuers or Public Companies. The
Remunerasi tahun 2023 adalah sebagai berikut: implementation of the Nomination and Remuneration
Committee activities in 2023 is as follows:
1. Menyusun kebijakan dan kriteria yang dibutuhkan 1. Develop the policies and criteria needed for the
dalam proses Nominasi calon Anggota Direksi, yaitu nomination process of Director candidates, namely
Direktur Operasional, dan Direktur Sarana. Selain the Operational Director and the Rolling Stock
menyusun sistem yang lebih baik, KNR juga Director. In addition to creating a better system,
memperlengkapi Dewan Komisaris dengan Panduan KNR also provided the Board of Commissioners with
untuk melakukan Competency-Based Interview, guidelines for conducting Competency-Based
sehingga wawancara yang dilakukan bisa benar- Interviews, ensuring that the interviews accurately
benar mampu mengukur kompetensi dari kandidat, assess the competencies of candidates rather than
dan bukan sekedar kemampuan kandidat dalam just their speaking abilities. The system, policies,
berbicara. Sistem, kebijakan dan kriteria yang and criteria established by KNR successfully filtered
disusun oleh KNR telah berhasil menyaring calon the best candidates for both positions. The accuracy
terbaik untuk kedua posisi tersebut. Ketepatan of the selection can be seen from the high
seleksi dapat dilihat dari kinerja yang tinggi (dan performance (better than the previous year)
lebih baik dari tahun sebelumnya) yang dilakukan exhibited by the new directors.
oleh kedua Direksi baru tersebut.
Laporan Tahunan dan Keberlanjutan
410 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 411
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
2. Melaksanakan evaluasi atas kinerja anggota Direksi, 2. Conduct performance evaluations for the board
yaitu dengan menetapkan kriteria dan sistem members by establishing objective, measurable
evaluasi yang objektif, terukur, dan sesuai dengan criteria and systems aligned with the primary duties
tugas pokok dan fungsi dari tiap-tiap Direksi. and functions of each director. This performance
Sistem penilaian kinerja ini, dibangun di awal 2023, assessment system was developed at the beginning
pada saat pengukuran Key Performance Indicator of 2023, during a period when Individual Key
(KPI) Individual Direksi belum disepakati. Setelah Performance Indicators (KPIs) for directors had not
KPI Individual Direksi disepakati pada Desember yet been agreed upon. After the Individual KPIs for
2023, maka pengukuran kinerja setiap anggota directors were approved in December 2023, the
Direksi dilakukan berdasarkan capaian KPI performance measurement for each board member
Individualnya. is based on their KPI achievements.
3. Menelaah dan merekomendasikan calon anggota 3. Review and recommend candidates for the board
Direksi dan Dewan Komisaris Anak Perusahaan di of directors and the board of commissioners of
Januari 2023, yaitu terkait dengan Direksi dan subsidiary companies in January 2023, specifically
Dewan Komisaris KCIC dan PSBI Telaahan, berpusat for the boards of KCIC and PSBI. The review focused
pada seberapa jauh usulan Direksi dan Dewan on how well the proposed candidates met GCG
Komisaris Anak Perusahaan tersebut telah (Good Corporate Governance) criteria, considering
memenuhi GCG, telah memperhatikan faktor formal formal factors (e.g., previous assignments and
(misalnya riwayat penugasan dan kinerja performance), material factors (e.g., integrity,
sebelumnya), sudah memperhatikan faktor leadership, innovation, etc.), which were evaluated
material (misalnya integritas, kepemimpinan, inovasi, by an independent institution, administrative
dan lain-lain) yang diukur oleh lembaga aspects (e.g., ensuring candidates are not political
independen, sudah mempertimbangkan unsur party officials or regional heads), and the needs of
administratif (misalnya bahwa yang diusulkan the subsidiary and the long-term interests of PT KAI.
bukan pengurus partai politik ataupun Kepala
Daerah), serta telah memperhatikan kebutuhan dari
Anak Perusahaan dan kepentingan jangka panjang
PT KAI.
4. Membangun kebijakan dan kriteria yang dibutuhkan 4. Develop policies and criteria needed for the selection
dalam proses pemilihan EVP Corporate Secretary, process of the EVP Corporate Secretary, whose
yang penunjukannya membutuhkan persetujuan appointment requires approval from the Board of
Dewan Komisaris. Sistem pemilihan EVP Corporate Commissioners. The selection system for the EVP
Secretary yang dibangun memperhatikan rekam Corporate Secretary considers the candidate’s track
jejak kandidat yang ada, nilai assessment centre- record, assessment center values, and interviews
nya, dan wawancara oleh 5 orang Dewan Komisaris, conducted by five members of the Board of
yang telah dibekali dengan panduan untuk Commissioners, who have been provided with
melakukan Competency-Based Interview. guidelines for conducting Competency-Based
5. Memonitor program pengembangan kemampuan Interviews.
BoD-1, dengan cara memberikan nasihat akan 5. Monitor the capability development program for
pentingnya BoD-1 by advising on the importance of:
(1) Direksi mengkomunikasikan hasil penilaian (1) The Directors communicating the performance
kinerja setiap BoD-1 yang menjadi bawahan appraisal results of each BoD-1 who directly
langsungnya, agar yang bersangkutan reports to them, so that they receive feedback
mendapatkan input terkait kekuatan dan on their strengths and weaknesses, as well as
kelemahannya, serta mendapatkan input suggestions for personal development;
terkait cara pengembangan dirinya;
(2) kesesuaian antara program pengembangan (2) Ensuring that the development programs
yang diberikan kepada BoD-1 dengan provided to BoD-1 align with the individual
kebutuhan pengembangan tiap-tiap orang. development needs. KNR emphasizes that the
KNR menegaskan bahwa program BoD-1 development program should not be
pengembangan BoD-1 tidak boleh bersifat generic but specific and targeted to enhance
generik, tetapi perlu spesifik dan terarah demi the competencies of each BoD-1 member.
peningkatan kompetensi setiap anggota BoD-1.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 411
Annual and Sustainability Report
Page 412
Tata Kelola Perusahaan
Good Corporate Governance
6. Membangun kebijakan, kriteria dan penilaian kinerja 6. Develop policies, criteria, and performance
Organ Pendukung Dewan Komisaris. Sistem evaluations for the Board of Commissioners'
penilaian kinerja Organ Pendukung Dewan Supporting Organs. The performance assessment
Komisaris dilakukan dengan memperhatikan system for Supporting Organs is carried out by
considering:
(1) Kualitas pelaksanaan tugas pokok dari setiap (1) The quality of task execution of each committee
anggota Komite yang telah ditetapkan di member as established in regulations, POJK,
Peraturan Menteri, POJK, dan Piagam Komite; and committee charters; and
dan
(2) sikap kerja dan kompetensi anggota komite. (2) The work attitude and competency of
Keseluruhan kriteria ini kemudian committee members.These criteria are then
diterjemahkan menjadi indikator perilaku dan translated into behavioral and competency
kompetensi. Setiap anggota Organ Pendukung indicators. Each Supporting Organ member is
dievaluasi oleh minimal 5 (lima) anggota Dewan evaluated by at least five members of the Board
Komisaris. Hasil penilaian kemudian of Commissioners. The results are then
didiskusikan di rapat Dewan Komisaris untuk discussed in Board of Commissioners meetings
menjadi keputusan bersama. to reach a joint decision.
7. Membantu Komisaris Utama, sebagai Ketua Cluster 7. Assist the President Commissioner, as Chairman of
Talent Committee Logistik Darat, untuk the Land Logistics Talent Committee Cluster, in
mempersiapkan bahan dan pertimbangan yang preparing materials and considerations needed for
diperlukan dalam rapat CTC tersebut. Salah satu the CTC meetings. One key material prepared
materi kunci yang dipersiapkan adalah terkait proses involves the calibration process for competency
kalibrasi penilaian kompetensi dari berbagai assessments from various companies within the
perusahaan yang masuk di kelompok logistik darat. land logistics group. Based on KNR’s
Berdasarkan rekomendasi KNR, proses kalibrasi recommendations, the calibration process has been
dapat dilakukan dengan lebih baik, karena diperkuat improved with the support of Subject Matter
dengan Subject Matter Expert yang mempunyai Experts with expertise in competency assessment.
keahlian di bidang penilaian kompetensi.
8. Membuat telaah dan merekomendasikan remunerasi 8. Prepare reviews and recommend remuneration for
bagi anggota Direksi. Dalam memberikan Board members. In providing recommendations
rekomendasi terkait remunerasi bagi Direksi, KNR regarding Board remuneration, KNR considers not
bukan saja memperhatikan kinerja perusahaan, only company performance but also the context of
tetapi juga memperhatikan konteks pandemi yang the pandemic, which poses significant challenges
menjadi tantangan besar bagi perusahaan logistik for the logistics sector both nationally and globally.
di tingkat nasional dan global.
9. Membuat telaah dan merekomendasikan remunerasi 9. Prepare reviews and recommend remuneration for
Organ Pendukung Dewan Komisaris. Dengan the Supporting Organs of the Board of
memperhatikan Peraturan Menteri BUMN PER-06/ Commissioners. In accordance with the Ministry of
MBU/04/2021, maka KNR merekomendasikan SOE Regulation PER-06/MBU/04/2021, KNR
remunerasi bagi anggota Organ Pendukung, dan recommends remuneration for Supporting Organ
rekomendasi tersebut mendapatkan persetujuan members, and these recommendations are approved
dari Dewan Komisaris. by the Board of Commissioners.
10. Mengevaluasi kinerja Direktorat SDM secara berkala, 10. Evaluate the performance of the Human Resources
setiap triwulan, yaitu dengan memperhatikan Directorate periodically, every quarter, by assessing
seberapa jauh Direktorat SDM telah berhasil how well the Human Resources Directorate has
mencapai target KPInya. Secara khusus, KNR achieved its KPI targets. Specifically, KNR pays
memberikan perhatian bagi kemajuan KAI terkait: attention to KAI's progress regarding:
(1) Human Capital Transformation; (1) Human Capital Transformation;
(2) Pengembangan BoD-1, termasuk di dalamnya (2) Development of BoD-1, including the accuracy
ketepatan program pengembangan dan of development programs and the
dilaksanakannya coaching oleh Direksi implementation of coaching by the Board of
terhadap setiap BoD-1 yang menjadi bawahan Directors for each BoD-1 reporting directly to
langsungnya; them;
(3) Pengembangan talenta millennials dan talenta (3) Development of millennial and female talent;
perempuan; dan and
(4) Pengukuran kinerja yang lebih objektif, dan (4) More objective performance measurement and
pembuatan aplikasi khusus terkait hal ini. the creation of a specialized application related
to this.
Laporan Tahunan dan Keberlanjutan
412 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 413
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KOMITE PEMANTAU MANAJEMEN RISIKO
RISK MANAGEMENT MONITORING COMMITTEE
Komite Pemantau Manajemen Risiko merupakan organ The Risk Management Oversight Committee is a
pendukung Dewan Komisaris yang bertugas membantu supporting organ of the Board of Commissioners whose
Dewan Komisaris dalam melakukan penilaian dan task is to assist the Board of Commissioners in assessing
memberikan rekomendasi tentang risiko usaha, tata cara and providing recommendations on business risks,
meminimalisasi risiko, investasi, hingga pelaksanaan procedures for minimizing risks, investments, and the
Enterprise Risk Management (ERM) Perseroan. implementation of the Company's Enterprise Risk
Pembentukan Komite Pemantau Manajemen Risiko Management (ERM). The establishment of the Risk
merupakan bagian yang tidak terpisahkan dari upaya Management Oversight Committee is an integral part
Perseroan untuk memastikan efektivitas fungsi of the Company's efforts to ensure the effectiveness of
manajemen risiko serta melaksanakan prinsip tata kelola the risk management function and to implement the
perusahaan yang baik, sesuai peraturan perundang- principles of good corporate governance, in accordance
undangan yang berlaku. with applicable laws and regulations.
PIAGAM KOMITE PEMANTAU MANAJEMEN RISK MANAGEMENT MONITORING
RISIKO COMMITTEE CHARTER
Komite Pemantau Manajemen Risiko memiliki Piagam The Risk Management Oversight Committee has a
Komite yang mengatur organisasi, keanggotaan, Committee Charter that regulates the organization,
pedoman perilaku, fungsi, tugas, kewenangan dan membership, code of conduct, functions, duties, authorities
tanggung jawab, serta mekanisme kerja komite. Piagam and responsibilities, as well as the working mechanism
Komite Pemantau Manajemen Risiko diterbitkan of the committee. The Risk Management Oversight
berdasarkan Keputusan Dewan Komisaris Nomor 09/CH/ Committee Charter is issued based on the Decision of
DEKOM/XI/2022 tanggal 23 November 2022 tentang the Board of Commissioners Number 09/CH/DEKOM/XI/
Piagam Komite Pemantau Manajemen Risiko PT KAI 2022 dated November 23 rd, 2022 concerning the PT KAI
(Persero). (Persero) Risk Management Oversight Committee
Charter.
TUGAS DAN TANGGUNG JAWAB KOMITE DUTIES AND RESPONSIBILITIES OF THE RISK
PEMANTAU MANAJEMEN RISIKO MANAGEMENT MONITORING COMMITTEE
Komite Pemantau Manajemen Risiko memiliki tugas dan The Risk Management Monitoring Committee has duties
tanggung jawab yang termuat di dalam Piagam Komite and responsibilities contained in the Risk Management
Pemantau Manajemen Risiko serta Board Manual Monitoring Committee Charter and the Company's Board
Perseroan. Tugas dan tanggung jawab tersebut disusun Manual. These duties and responsibilities are prepared
berdasarkan standar penerapan GCG dan peraturan based on GCG implementation standards and applicable
perundang-undangan yang berlaku. Perincian tugas dan laws and regulations. The detailed duties and
tanggung jawab Komite Pemantau Manajemen Risiko responsibilities of the Risk Management Monitoring
adalah sebagai berikut: Committee are as follows:
1. Melakukan monitoring dan evaluasi terhadap realisasi 1. Monitoring and evaluating the realization of
rencana investasi dan risiko usaha/pelaksanaan investment plans and business risks/
ERM (Enterprise Risk Management) yang implementation of ERM (Enterprise Risk
tercantum dalam RJPP dan RKAP. Management) listed in the RJPP and RKAP.
2. Melakukan evaluasi atas pelaksanaan investasi dan 2. Evaluate investment implementation and business
dan risiko usaha/pelaksanaan ERM (Enterprise Risk risks/implementation of ERM (Enterprise Risk
Management), kebijakan dan strategi investasi dan Management), existing investment policies and
risiko usaha/pelaksanaan ERM (Enterprise Risk strategies and business risks/implementation of
Management) yang ada dan memberikan masukan ERM (Enterprise Risk Management) and provide
dalam rangka mereviu dan menetapkan kebijakan input in order to review and determine investment
dan strategi investasi serta risiko usaha yang baru. policies and strategies and business risks the new
one.
3. Menyiapkan bahan, informasi, materi, analisis dan 3. Prepare materials, information, material, analysis
kajian terkait dengan pelaksanaan investasi dan dan and studies related to the implementation of
risiko usaha/ pelaksanaan ERM (Enterprise Risk investment and business risks/implementation of
Management), dalam rangka menekan dan/atau ERM (Enterprise Risk Management), in order to
menghindarkan Perseroan dari terjadinya cost suppress and/or prevent the Company from the
overrun dan meningkatkan efisiensi dan efektivitas occurrence of cost overrun and increasing efficiency
di bidang investasi usaha dan risiko usaha/ and effectiveness in the field of business investment
pelaksanaan ERM (Enterprise Risk Management). and business risk/implementation of ERM
(Enterprise Risk Management).
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 413
Annual and Sustainability Report
Page 414
Tata Kelola Perusahaan
Good Corporate Governance
4. Masukan dan kajian tentang kelayakan investasi 4. Input and study regarding the feasibility of
usaha serta risikonya dan risiko usaha/pelaksanaan business investment and its risks and business risks/
ERM (Enterprise Risk Management), terkait dengan implementation of ERM (Enterprise Risk
ketepatan proyeksi, rekayasa pembiayaannya, dan Management), related to the accuracy of projections,
ketepatan penggunaan teknologi, kebutuhan SDM, financing engineering, and appropriate use of
serta inovasinya. technology, human resource needs and innovation.
5. Menyusun program kerja tahunan Komite Pemantau 5. Prepare the annual work program of the Risk
Manajemen Risiko untuk mendapatkan persetujuan Management Monitoring Committee to obtain
Dewan Komisaris dan membuat laporan periodik approval from the Board of Commissioners and
untuk disampaikan dan dievaluasi oleh Dewan prepare periodic reports to be submitted and
Komisaris. evaluated by the Board of Commissioners.
6. Mengawasi dan mengevaluasi penerapan dan 6. Supervise and evaluate the implementation and
pelaksanaan ERM (Enterprise Risk Management) implementation of ERM (Enterprise Risk
sebagai bahan usulan kepada Dewan Komisaris Management) as material for recommendations to
yang selanjutnya menjadi bahan arahan kepada the Board of Commissioners which then becomes
Direksi. material for direction to the Board of Directors.
7. Melaksanakan tugas lain yang diberikan Dewan 7. Carry out other tasks assigned by the Board of
Komisaris. Commissioners.
8. Menjaga kerahasiaan dokumen, data dan informasi 8. Maintain the confidentiality of Company documents,
Perseroan baik dari pihak internal maupun eksternal data and information from both internal and external
dan hanya digunakan untuk kepentingan parties and only use them for the purposes of
pelaksanaan tugasnya. carrying out their duties.
9. Melaksanakan tugas lain yang diberikan Dewan 9. Carry out other tasks assigned by the Board of
Komisaris. Commissioners.
STRUKTUR, KEANGGOTAAN, DAN KEAHLIAN STRUCTURE, MEMBERSHIP, AND EXPERTISE
KOMITE PEMANTAU MANAJEMEN RISIKO OF THE RISK MANAGEMENT MONITORING
COMMITTEE
Struktur, keanggotaan, dan latar belakang anggota The structure, membership and background of the
Komite Pemantau Manajemen Risiko Perseroan adalah members of the Company's Risk Management Monitoring
sebagai berikut: Committee are as follows:
Nama Jabatan Keahlian
Name Position Skill
Chairul Anwar Ketua KPMR / KPMR Chairman Hukum / Law
Endang Tirtana Anggota KPMR / Member of KPMR Komunikasi / Communication
M Risal Wasal Anggota KPMR / Member of KPMR Transportasi / Transportation
Miranti Gani Anggota KPMR / Member of KPMR Manajemen Resiko, Akuntansi / Risk
Management, Accounting
Handy Purnama Anggota KPMR / Member of KPMR Keuangan / Finance
PROFIL KOMITE PEMANTAU MANAJEMEN PROFILE OF THE RISK MANAGEMENT
RISIKO MONITORING COMMITTEE
Profil anggota Komite Pemantau Manajemen Risiko pada The profiles of members of the Risk Management
posisi 31 Desember 2023 adalah sebagai berikut: Monitoring Committee as of December 31th, 2023 are as
follows:
CHAIRUL ANWAR
Ketua Komite Pemantau Manajemen Risiko / Head of the Risk Management Oversight Committee
Profil Chairul Anwar sebagai ketua Komite Pemantau Manajemen Risiko dapat dilihat pada bab Profil Perusahaan bagian Profil
Anggota Dewan Komisaris. / Chairul Anwars’ Profile as the Head of Risk Management Oversight Committee is presented in the
Company Profile chapter, Board of Commissioners Members Section
ENDANG TIRTANA
Anggota Komite Pemantau Manajemen Risiko / Risk Management Oversight Committee Member
Profil Endang Tirtana sebagai ketua Komite Pemantau Manajemen Risiko dapat dilihat pada bab Profil Perusahaan bagian
Profil Anggota Dewan Komisaris. / Endang Tirtana’s Profile as the Risk Management Oversight Committee member is
presented in the Company Profile chapter, Board of Commissioners Members Section
Laporan Tahunan dan Keberlanjutan
414 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 415
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
MOHAMAD RISAL WASAL
Anggota Komite Pemantau Manajemen Risiko / Risk Management Oversight Committee Member
Profil Mohamad Risal Wasal sebagai ketua Komite Pemantau Manajemen Risiko dapat dilihat pada bab Profil Perusahaan
bagian Profil Anggota Dewan Komisaris. / Mohamad Risal Wasal’s Profile as the Risk Management Oversight Committee
member is presented in the Company Profile chapter, Board of Commissioners Members Section
MIRANTI GANI
Anggota Komite Pemantau Manajemen Risiko / Risk Management Oversight Committee Member
Kewarganegaraan / Citizenship Warga Negara Indonesia / Indonesian
Domisili / Domicile Tangerang Selatan / South Tangerang
Tempat dan Tanggal Lahir / Jakarta, 24 Maret 1963 / Jakarta, March 24 th, 1963
Place and Date of Birth
Usia / Age 60 tahun / 60 years old
Periode Menjabat / Term of 2021-2024 (Periode Pertama) / 2021-2024 (First Period)
Office
Dasar Hukum Penunjukan / Surat Keputusan Dewan Komisaris PT KAI (Persero) Nomor SK-07/CH/DEKOM/V/2021
Legal Basis of Appointment tentang Pengangkatan Anggota Komite Pemantau Risiko PT KAI (Persero) / Board of
Commissioners Decree Nomor: 07/CH/ DEKOM/V/2021 on PT KAI (Persero) Risk
Management Oversight Committee Member Appointment.
Riwayat Pendidikan / Sarjana Ekonomi – Fakultas Ekonomi Universitas Indonesia / Bachelor’s Degree in
Educational Background Economics from Faculty of Economics Universitas Indonesia
Sertifikasi / Certification • International Certificate in Enterprise Risk Management by International Risk
Management – UK (IRMCert)
• Certified Risk Management for Banker (BSMR) Level 1 to 4
• Certified Audit Committee Practices (CACP)
• Certified Wealth Management (CWM)
• Securities and Investment Personnel conducted by Securities Institute, London (CSI)
• Shariah Banking Course – RBS
• Consumer Credit Course – RBS
• Operational Risk Management Certification – Standard Chartered Bank Global
(ORMC)
• Islamic Banking Certification (IBC)
• Internal Audit Certification – Kuala Lumpur
Pengalaman Kerja / Employment • Komite Managemen Risiko Lembaga Penjamin Simpanan (PS) 2020-2022 / Risk
History Management Committee of The Deposit Insurance Agency (LPS) (2020-2022)
• Komisaris Independen Sumberdaya Sewatama (Trakindo Group) 2018-2021 /
Independent Commissioner of Sumberdaya Sewatama (Trakindo Group) 2018-2021
• Independent Senior Management Advisor / Consultant for Business Process and Risk
Control improvement Rabo Bank, Indonesia (2016-2018)
• Independent consultant for Risk based business process improvement PT Fors Fortis
Indonesia (Bostinco) (2016)
• Operational Risk Management Head Standard Chartered Bank Indonesia 2010-2015
• Head of Process and Control ABN-AMRO Bank Indonesia 2007-2010
Rangkap Jabatan / Concurrent -
Positions
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 415
Annual and Sustainability Report
Page 416
Tata Kelola Perusahaan
Good Corporate Governance
HANDY PURNAMA
Anggota Komite Pemantau Manajemen Risiko / Risk Management Oversight Committee Member
Kewarganegaraan / Citizenship Warga Negara Indonesia / Indonesian
Domisili / Domicile Bandung
Tempat dan Tanggal Lahir / Jakarta, 15 Juli 1966 / Jakarta, July 15 th, 1966
Place and Date of Birth
Usia / Age 57 tahun / 57 years old
Periode Menjabat / Term of 2022-2025 (Periode Pertama) / 2022-2025 (First Period)
Office
Dasar Hukum Penunjukan / Surat Keputusan Dewan Komisaris Nomor: 06/CH/DEKOM/IX/2022 tentang Pengangkatan
Legal Basis of Appointment Anggota Komite Pemantau Manajemen Risiko PT Kereta Api Indonesia (Persero). / Board
of Commissioners Decree No. 06/ CH/DEKOM/IX/2022 on PT Kereta Api Indonesia
(Persero) Risk Management Oversight Committee Member Appointment.
Riwayat Pendidikan / • Sarjana Teknik jurusan Teknik Fisika di Institut Teknologi Bandung (1996) / Bachelor of
Educational Background Engineering in Physics Engineering at Institut Teknologi Bandung (1996)
• Magister Teknik jurusan Teknik Perkeretaapian di Institut Teknologi Bandung (2000) /
Master of Engineering in Railway Engineering at Institut Teknologi Bandung (2000)
Sertifikasi / Certification • Governance Risk Complience For Executive
• Certified Strategy Execution Profesional
• Skema Pengelolaan Lembaga Pelatihan Kerja (PLPK)
Pengalaman Kerja / Employment • Corporate Deputy Directore of Training and Education - PT KAI (Persero) (2020-2022)
History • Corporate Deputy Directore of Revenue and Cost Consolidation - PT KAI (Persero)
(2018-2020)
• Director of Parking and Technology Business – PT KAI Service (2017-2018)
• Vice President of PSO, IMO and TAC – PT KAI (Persero) (2015-2017)
• Vice President of Planning and Evaluation Training and Education - PT KAI (Persero)
(2014-2015)
Rangkap Jabatan / Concurrent -
Positions
INDEPENDENSI KOMITE PEMANTAU INDEPENDENCE OF THE RISK MANAGEMENT
MANAJEMEN RISIKO MONITORING COMMITTEE
Anggota Komite Pemantau Manajemen Risiko telah Members of the Risk Management Monitoring Committee
dipastikan memenuhi kriteria independensi sesuai have been confirmed to meet the independence criteria
peraturan perundangundangan yang berlaku. in accordance with applicable laws and regulations.
Pengungkapan pemenuhan kriteria independensi Disclosure of fulfillment of these independence criteria
tersebut adalah sebagai berikut: is as follows:
Mohamad
Aspek Independensi Chairul Endang Miranti Handy
Risal
Independency Aspect Anwar Tirtana Gani Purnama
Wasal
Tidak memiliki hubungan keuangan dengan Dewan Komisaris
dan Direksi / Has no financial affiliations with the Board of ✓ ✓ ✓ ✓ ✓
Commissioners and the Board of Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak
perusahaan, maupun perusahaan afiliasi / Has no managerial ✓ ✓ ✓ ✓ ✓
relations in the Company, Subsidiaries, or Affiliates.
Tidak memiliki hubungan kepemilikan saham di perusahaan /
Has no affiliations with the Shareholders of the Company ✓ ✓ ✓ ✓ ✓
Tidak memiliki hubungan keluarga dengan Dewan Komisaris,
Direksi, dan/atau sesama anggota Komite Audit / Has no familial
✓ ✓ ✓ ✓ ✓
affiliations with the Board of Commissioners, Board of Directors,
and/or fellow Audit Committee member
Tidak menjabat sebagai pengurus partai politik, pejabat dan
pemerintah / Is not concurrent as an administrators of political ✓ ✓ ✓ ✓ ✓
parties, officials, and government
Laporan Tahunan dan Keberlanjutan
416 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 417
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PELATIHAN DAN/ATAU PENINGKATAN TRAINING AND/OR INCREASING THE
KOMPETENSI KOMITE PEMANTAU COMPETENCY OF THE RISK MANAGEMENT
MANAJEMEN RISIKO MONITORING COMMITTEE
Pada tahun 2023, anggota Komite Pemantau Manajemen In 2023, members of the Risk Management Monitoring
Risiko mengikuti sejumlah kegiatan pelatihan dan/atau Committee will participate in a number of training and/or
peningkatan kompetensi dengan perincian sebagai competency improvement activities with the following
berikut: details:
Jenis Pelatihan dan
Nama Jabatan Materi Pelatihan Waktu dan Tempat Pelaksanaan Penyelenggara
Name Position Types of Training and Time and Place of Implementation Organizer
Training Materials
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 -Strategic
Ketua KPMR / Advanced-Level
Chairul Anwar / Gaia Hotel Bandung, October 26 th, Development
KPMR Chairman Executive (GRCE) 2023 Group
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Anggota KPMR / Advanced-Level
Endang Tirtana / Gaia Hotel Bandung, October 26 th, Development
Member of KPMR Executive (GRCE) 2023 Group
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Advanced-Level / Gaia Hotel Bandung, October 26 th, Development
Executive (GRCE) 2023 Group
Bank Risk - Badan Sertifikasi
Management Level 4 Manajemen
Resiko
Anggota KPMR /
Miranti Gani
Member of KPMR
Audit Committee - Ikatan Komite
Practices Audit Indonesia
Overview of Islamic - International
Bank Batch 1 Center For
Development in
Islamic Finance
GRC Professional Hotel Gaia Bandung, 26 Oktober 2023 Strategic
Anggota KPMR / Advanced-Level
Handy Purnama / Gaia Hotel Bandung, October 26 th, Development
Member of KPMR Executive (GRCE) 2023 Group
RAPAT KOMITE PEMANTAU MANAJEMEN RISK MANAGEMENT MONITORING
RISIKO COMMITTEE MEETINGS
Kebijakan Rapat Komite Pemantau Manajemen Risiko Risk Management Monitoring Committee Meeting
Policy
Perseroan menerapkan kebijakan rapat bagi Komite The Company implements meeting policies for the Risk
Pemantau Manajemen Risiko yang termuat di dalam Management Monitoring Committee which are contained
Piagam Komite Pemantau Manajemen Risiko. Perincian in the Risk Management Monitoring Committee Charter.
mengenai hal tersebut adalah sebagai berikut: The details regarding this are as follows:
1. Komite Pemantau Manajemen Risiko mengadakan 1. The Risk Management Monitoring Committee holds
rapat sekurang-kurangnya sama dengan ketentuan meetings at least equal to the minimum requirements
minimal rapat Dewan Komisaris yang ditetapkan for meetings of the Board of Commissioners
dalam anggaran dasar. stipulated in the articles of association.
2. Setiap rapat Komite Pemantau Manajemen Risiko 2. Each Risk Management Monitoring Committee
dituangkan dalam risalah rapat yang ditandatangani meeting is outlined in the minutes of the meeting
oleh seluruh anggota Komite Pemantau which are signed by all members of the Risk
Manajemen Risiko yang hadir. Management Monitoring Committee present.
3. Risalah rapat disampaikan secara tertulis oleh 3. Minutes of meetings are submitted in writing by
Komite Pemantau Manajemen Risiko kepada Dewan the Risk Management Monitoring Committee to
Komisaris. the Board of Commissioners.
4. Kehadiran anggota Komite Pemantau Manajemen 4. The presence of members of the Risk Management
Risiko dalam rapat, dilaporkan dalam laporan Monitoring Committee at meetings is reported in
triwulanan dan laporan tahunan Komite Pemantau the quarterly report and annual report of the Risk
Manajemen Risiko. Management Monitoring Committee.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 417
Annual and Sustainability Report
Page 418
Tata Kelola Perusahaan
Good Corporate Governance
Pelaksanaan Rapat Komite Pemantau Manajemen Implementation of Risk Management Monitoring
Risiko Committee Meetings
Untuk tahun 2023, Komite Pemantau Manajemen Risiko For 2023, the Risk Management Monitoring Committee
telah menyelenggarakan rapat sejumlah 17 kali. Tanggal has held 17 meetings. The implementation date, meeting
pelaksanaan, agenda rapat, serta peserta rapat Komite agenda, and participants in the Risk Management
Pemantau Manajemen Risiko adalah sebagai berikut: Monitoring Committee meeting are as follows:
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
1 Februari 1) Rencana Formal 2023 dari Chairul Anwar Hadir / Present -
2023 / Risk Management; / 2023
February 1 st, Formal Plan from Risk Endang Tirtana Hadir / Present -
2023 Management;
M Risal Wasal Hadir / Present -
2) Update Rencana Detail
Miranti Gani Hadir / Present -
dari Implementasi permen
BUMN No.5 (Update per Handy Purnama Hadir / Present -
akhir januari 2023) /
Update on Detailed Plan
for Implementation of SOE
Ministerial Regulation No.5
(Update as of the end of
January 2023)
14 Februari Rapat Rutin Internal KPMR / Chairul Anwar Hadir / Present -
2023 / KPMR Internal Regular
February Meeting Endang Tirtana Hadir / Present -
14 th, 2023
M Risal Wasal Hadir / Present -
Miranti Gani Hadir / Present -
Handy Purnama Hadir / Present
24 Maret 1) Progress Penyelesaian Chairul Anwar Hadir / Present -
2023 / March TAC-IMO / Progress on
24 th, 2023 Completion of TAC-IMO Endang Tirtana Hadir / Present -
2) Progress dan Percepatan M Risal Wasal Hadir / Present -
Implementasi Permen
Miranti Gani Hadir / Present -
BUMN 05 / Progress and
Acceleration of Handy Purnama Hadir / Present -
Implementation of SOE
Ministerial Regulation 05
3) Rencana Penguatan ERM
bersama Tim KPMR / ERM
Strengthening Plan with
the KPMR Team
4) Sharing Buku "Monitoring
Implementasi ERM 2022" /
Book Sharing "ERM
Implementation
Monitoring 2022"
27 Maret 1) Follow up Permen BUMN Chairul Anwar Hadir / Present -
2023 / March 05 / Follow up Permen SOE
27 th, 2023 05 Endang Tirtana Hadir / Present -
2) Rencana Penguatan RM di M Risal Wasal Hadir / Present -
KAI / RM Strengthening
Miranti Gani Hadir / Present -
Plan at KAI
Handy Purnama Hadir / Present -
Laporan Tahunan dan Keberlanjutan
418 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 419
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
11 s.d. 12 Mei Penguatan ERM Divre I Chairul Anwar Hadir / Present -
2023 / May Sumatera Utara /
11 th to 12 th Strengthening ERM Divre I Endang Tirtana Hadir / Present -
2023 North Sumatra
M Risal Wasal Hadir / Present -
Miranti Gani Hadir / Present -
Handy Purnama Hadir / Present
24 May 2023 Pengamanan dan Chairul Anwar Hadir / Present -
/ May 24 th, Pemanfaatan Aset tanah di
2023 Wilaayah Daop 6 Yogyakarta Endang Tirtana Hadir / Present -
/ Security and Utilization of
Land Assets in Region 6 M Risal Wasal Hadir / Present -
Yogyakarta
Miranti Gani Hadir / Present -
Handy Purnama Hadir / Present -
25 s.d. 26 Mei Penguatan ERM Daop 6 Chairul Anwar Hadir / Present
2023 / May Yogyakarta / Strengthening
25 th to 26 th, ERM Daop 6 Yogyakarta Endang Tirtana Hadir / Present
2023
M Risal Wasal Hadir / Present
Miranti Gani Hadir / Present
Handy Purnama Hadir / Present
5 Juni 2023 / Rencana Pengembangan Chairul Anwar Hadir / Present
June 5 th, Stasiun Tugu Yogyakarta /
2023 Yogyakarta Tugu Station Endang Tirtana Hadir / Present
Development Plan
M Risal Wasal Hadir / Present
Miranti Gani Hadir / Present
Handy Purnama Hadir / Present
7 Juni 2023 / Pengamanan dan Chairul Anwar Hadir / Present
June 7 th, Pemanfaatan Aset tanah di
2023 Wilaayah Daop 8 Surabaya / Endang Tirtana Hadir / Present
Security and Utilization of
Land Assets in Region 8 M Risal Wasal Hadir / Present
Surabaya
Miranti Gani Hadir / Present
Handy Purnama Hadir / Present
8 s.d. 9 Juni Penguatan ERM Daop 8 Chairul Anwar Hadir / Present
2023 / June Surabaya / Strengthening
8 th to 9 th, ERM Daop 8 Surabaya Endang Tirtana Hadir / Present
2023
M Risal Wasal Hadir / Present
Miranti Gani Hadir / Present
Handy Purnama Hadir / Present
19 Juni 2023 Pengamanan dan Chairul Anwar Hadir / Present -
/ June 19 th, Pemanfaatan Aset Tanah di
2023 Wilayah Divre III palembang, Endang Tirtana Hadir / Present -
Divre Tanjungkarang dan
Balai Yasa Lahat / M Risal Wasal Hadir / Present -
Safeguarding and Utilization
Miranti Gani Hadir / Present -
of Land Assets in Palembang
Division III, Tanjungkarang Handy Purnama Hadir / Present -
District and Balai Yasa Lahat
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 419
Annual and Sustainability Report
Page 420
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Participants Presence Reason of Absence
20 s.d. 21 Penguatan ERM Wilayah Chairul Anwar Hadir / Present -
Juni 2023 / Divre III palembang, Divre
June 20 th to Tanjungkarang dan Balai Endang Tirtana Hadir / Present -
21 st, 2023 Yasa Lahat / Strengthening
ERM Region Divre III M Risal Wasal Hadir / Present -
Palembang, Divre
Miranti Gani Hadir / Present -
Tanjungkarang and Balai
Yasa Lahat Handy Purnama Hadir / Present
5 s.d. 6 Penguatan ERM Daop 3 Chairul Anwar Hadir / Present -
September Cirebon, Daop 4 Semarang
2023 / dan Balai Yasa Tegal / Endang Tirtana Hadir / Present -
September Strengthening the ERM of
5 th to 6 th, Daop 3 Cirebon, Daop 4 M Risal Wasal Hadir / Present -
2023 Semarang and Balai Yasa
Miranti Gani Hadir / Present -
Tegal
Handy Purnama Hadir / Present -
19 Penguatan ERM Divisi LRT Chairul Anwar Hadir / Present
September Jabodebek / Strengthening
2023 / the ERM of the Jabodebek Endang Tirtana Hadir / Present
September LRT Division
19 th, 2023 M Risal Wasal Hadir / Present
Miranti Gani Hadir / Present
Handy Purnama Hadir / Present
18 Oktober Penguatan ERM Daop 1, Chairul Anwar Hadir / Present
2023 / Daop 2, Balai Yasa
October 18 th, Manggarai. Balai Yasa Endang Tirtana Hadir / Present
2023 Kiaracondong /
Strengthening ERM Daop 1, M Risal Wasal Hadir / Present
Daop 2, Balai Yasa
Miranti Gani Hadir / Present
Manggarai. Kiaracondong
Service Center Handy Purnama Hadir / Present
24 s.d. 25 Penguatan ERM EVP Kantor Chairul Anwar Hadir / Present
Oktober Pusat / Strengthening Head
2023 / Office ERM EVP Endang Tirtana Hadir / Present
October 24 th
to 25 th, 2023 M Risal Wasal Hadir / Present
Miranti Gani Hadir / Present
Handy Purnama Hadir / Present
15 November Penguatan ERM Direksi Anak Chairul Anwar Hadir / Present
2023 / Perusahaan / Strengthening
November ERM of Subsidiary Directors Endang Tirtana Hadir / Present
15 th, 2023
M Risal Wasal Hadir / Present
Miranti Gani Hadir / Present
Handy Purnama Hadir / Present
LAPORAN SINGKAT PELAKSANAAN BRIEF REPORT ON THE IMPLEMENTATION
KEGIATAN KOMITE PEMANTAU MANAJEMEN OF RISK MANAGEMENT MONITORING
RISIKO TAHUN 2023 COMMITTEE ACTIVITIES IN 2023
Untuk tahun 2023, Komite Pemantau Manajemen Risiko For 2023, the Risk Management Monitoring Committee
telah melaksanakan tugas dan tanggung jawab sesuai has carried out its duties and responsibilities in
ketentuan di dalam Piagam Komite, melalui pembahasan accordance with the provisions in the Committee Charter,
yang dilakukan di dalam rapat komite. Sejumlah through discussions held at committee meetings. A
pembahasan Komite Pemantau Manajemen Risiko di number of discussions by the Risk Management
dalam rapat di tahun 2023 adalah sebagai berikut: Monitoring Committee at meetings in 2023 are as follows:
Laporan Tahunan dan Keberlanjutan
420 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 421
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
1. Tanggapan Dewan Komisaris atas Usulan RKAP 1. Response of the Board of Commissioners to the
2023. 2023 RKAP Proposal.
2. Evaluasi Program Kerja Tahunan Satuan 2. Evaluation of the Annual Work Program of the
Pengendalian Internal. Internal Control Unit.
3. Kinerja Triwulan SPI. 3. Quarterly Performance of Internal Audit.
4. Evaluasi Manajemen Risiko. 4. Risk Management Evaluation.
5. Pengelolaan dan pengusahaan aset non- 5. Management and utilization of non-productive
produktif. assets.
6. Progress report integrasi risiko keselamatan 6. Progress report on the integration of safety risks
dalam ERM. into ERM (Enterprise Risk Management).
7. Evaluasi kinerja Perusahaan. 7. Evaluation of Company Performance.
KOMITE DI BAWAH DIREKSI
COMMITTEE UNDER THE BOARD OF DIRECTORS
KOMITE EVALUASI JABATAN POSITION EVALUATION COMMITTEE
Komite Evaluasi Jabatan merupakan komite yang The Position Evaluation Committee is a committee
dibentuk guna mendukung Direksi dalam melakukan formed to support the Board of Directors in simplifying
penyederhanaan struktur remunerasi secara berkeadilan the remuneration structure in a fair manner according
sesuai bobot jabatan dengan berbasis kinerja. Komisi to the weight of the position on a performance basis.
Evaluasi Jabatan dibentuk dengan kesadaran bahwa The Position Evaluation Commission was formed with
Perseroan memerlukan praktik evaluasi jabatan dengan the awareness that the Company requires job evaluation
menghasilkan sistem penilaian (grading system) sesuai practices by producing an assessment system (grading
perkembangan organisasi, yang pelaksanaannya system) according to organisational developments, the
melibatkan konsultasi dengan pihak eksternal. implementation of which involves consultation with
external parties.
Tugas dan Tanggung Jawab Komite Evaluasi Jabatan Duties and Responsibilities of the Department
Evaluation Committee
Sebagai organ pendukung Direksi, Komite Evaluasi As a supporting organ for the Board of Directors, the
Jabatan memiliki sejumlah tugas dan tanggung jawab Position Evaluation Committee has a number of duties
yang terbagi ke dalam masing-masing fungsi dengan and responsibilities which are divided into each function
perincian sebagai berikut: with the following details:
1. Pengarah, memiliki tugas: 1. Director, has the following duties:
a. Mengarahkan perumusan dan pelaksanaan a. Directing the formulation and implementation
proses evaluasi jabatan yang tepat dan akurat of a precise and accurate job evaluation process
untuk menjadi input dalam penyusunan sistem to become input in preparing the assessment
penilaian (grading system) dan penataan system (grading system) and structuring
remunerasi yang sesuai dengan organisasi remuneration in accordance with current
terkini dan kebutuhan perusahaan; dan organizational and company needs; And
b. Menetapkan hasil evaluasi jabatan untuk b. Determine the results of job evaluations to be
diimplementasikan di Perusahaan. implemented in the Company.
2. Pengarah Harian, memiliki tugas: 2. Daily Director, has duties:
a. Memastikan perumusan dan pelaksanaan proses a. Ensure that the formulation and
evaluasi jabatan berjalan sesuai kebutuhan implementation of the job evaluation process
perusahaan; runs according to company needs;
b. Mengarahkan sasaran dan target Komite; b. Directing the Committee's goals and targets;
c. Mengarahkan dan memastikan hasil evaluasi c. Directing and ensuring that the results of job
jabatan dapat diimplementasikan di evaluations can be implemented in the
perusahaan; dan company; And
d. Mengarahkan dan memastikan hasil evaluasi d. Directing and ensuring that the results of job
jabatan dilakukan komunikasi dengan pihak- evaluations are communicated with related
pihak terkait. parties.
3. Ketua, memiliki tugas: 3. Chairman, has the following duties:
a. Menetapkan sasaran dan target Komite serta a. Determine the Committee's goals and targets
tata cara pelaksanaan evaluasi jabatan; as well as procedures for implementing job
evaluations;
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 421
Annual and Sustainability Report
Page 422
Tata Kelola Perusahaan
Good Corporate Governance
b. Mengarahkan dan mengendalikan kegiatan b. Direct and control job evaluation activities so
evaluasi jabatan agar sesuai dengan sasaran that they are in line with the Committee's goals
dan target Komite; and targets;
c. Mengupayakan pemecahan masalah jika c. Striving to solve problems if there are obstacles
terdapat kendala dalam proses evaluasi jabatan in the job evaluation process and if necessary
serta jika diperlukan mengatur pertemuan arranging meetings with other related parties;
dengan pihak lain yang terkait;
d. Memberikan persetujuan terhadap hasil evaluasi d. Give approval to the results of the job evaluation
jabatan untuk menjadi rekomendasi kepada to become a recommendation to the Director;
Pengarah;
e. Melakukan komunikasi yang diperlukan dengan e. Carry out necessary communications with
related parties; And
f. Memfasilitasi dan mengoordinasikan f. Facilitate and coordinate the preparation of the
penyusunan laporan akhir proses evaluasi final report on the position evaluation process
jabatan serta melaporkan kepada Pengarah. and report to the Director.
4. Wakil Ketua, memiliki tugas: 4. Deputy Chairman, has the following duties:
a. Memberikan rekomendasi terhadap sasaran a. Provide recommendations on the Committee's
strategis dan target Komite; strategic goals and targets;
b. Mengoordinasikan penyiapan dan verifikasi data b. Coordinate the preparation and verification of
pendukung untuk proses evaluasi jabatan; supporting data for the job evaluation process;
c. Mengoordinasikan dan memastikan kegiatan c. Coordinate and ensure job evaluation activities
evaluasi jabatan agar sesuai dengan sasaran are in line with the goals and targets of the job
dan target komite evaluasi jabatan; evaluation committee;
d. Melakukan evaluasi dan memberikan d. Conduct evaluations and provide
rekomendasi terhadap hasil akhir evaluasi recommendations on the final results of job
jabatan; evaluations;
e. Menjembatani pelaksanaan komunikasi yang e. Bridging the implementation of necessary
diperlukan dengan pihak-pihak terkait; dan communications with related parties; And
f. Mengoordinasikan penyusunan laporan akhir f. Coordinate the preparation of the final project
proyek untuk disampaikan kepada Ketua dan report to be submitted to the Chair and
Pengarah. Director.
5. Anggota, memiliki tugas: 5. Members, have duties:
a. Berkoordinasi dengan direktorat satuan a. Coordinate with the directorate of each
organisasi masing-masing untuk melakukan organizational unit to verify supporting data
verifikasi terhadap data pendukung yang akan that will be used as a data source in conducting
digunakan sebagai sumber data dalam job evaluations;
melakukan evaluasi jabatan;
b. Melaksanakan seluruh proses evaluasi jabatan b. Carry out the entire job evaluation process
sesuai metode dan tata cara yang ditetapkan according to the methods and procedures
oleh ketua Komite; determined by the Committee chairman;
c. Melakukan kalibrasi terhadap draf hasil evaluasi c. Calibrate the draft results of the job evaluation
jabatan yang dilakukan Sub-Komite Human carried out by the Human Capital Sub-
Capital; dan Committee; And
d. Memberikan usulan dalam rangka penetapan d. Providing suggestions in order to determine
rekomendasi Komite atas hasil evaluasi jabatan the Committee's recommendations on the
untuk dapat ditetapkan oleh pengarah. results of the position evaluation to be
determined by the director.
6. Subkomite Human Capital, memiliki tugas: 6. The Human Capital Subcommittee, has the
following tasks:
a. Melakukan verifikasi data yang dibutuhkan untuk a. Verifying the data needed to carry out job
pelaksanaan evaluasi jabatan; evaluations;
b. Melakukan proses evaluasi jabatan dengan b. Carrying out the job evaluation process using
metode yang ditetapkan guna menghasilkan the established method to produce a job
draf evaluasi jabatan; evaluation draft;
c. Melakukan rekapitulasi dan pengolahan data c. Carrying out recapitulation and processing of
sistem penilaian (grading system); dan assessment system data (grading system); And
d. Menyusun draf laporan akhir hasil evaluasi d. Prepare a draft final report on the results of the
jabatan. job evaluation.
Laporan Tahunan dan Keberlanjutan
422 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 423
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
7. Sekretariat, memiliki tugas: 7. The Secretariat, has the following duties:
a. Melakukan pengumpulan data yang dibutuhkan a. Collecting data needed to carry out job
untuk pelaksanaan evaluasi jabatan; dan evaluations; And
b. Menyiapkan kelengkapan dan akomodasi yang b. Prepare the equipment and accommodations
diperlukan dalam melakukan kegiatan evaluasi needed to carry out job evaluation activities.
jabatan.
Struktur Keanggotaan Komite Evaluasi Jabatan Position Evaluation Committee Membership Structure
Berikut ini struktur keanggotaan Komite Evaluasi Jabatan The following is the membership structure of the Position
untuk tahun 2023. Evaluation Committee for 2023.
PENGARAH
SUPERVISOR
PENGARAH HARIAN
DAILY SUPERVISOR
KETUA
CHIEF
SEKRETARIAT WAKIL KETUA
SECRETARY VICE CHAIRMAN
SUB-KOMITE HUMAN CAPITAL
ANGGOTA KOMITE
SUB-COMMITTE HUMAN
COMMITTEE MEMBE
CAPITAL
Susunan Komite Evaluasi Jabatan Position Evaluation Committee Composition
Nama Jabatan Keahlian Kedudukan dalam Komite
Name Position Expertise Position in the Committee
Ida Hidayati Executive Vice President of Personnel Sumber Daya Manusia Ketua
Care, Control, and Development Human Resources Chief
Welliyansyah Vice President of Organization Kesehatan Wakil Ketua
Development Health Vice Chairman
Hendra Wahyono Executive Vice President of Operation Operasional Anggota Komite
Operational Committee Member
Idrus Fauzi Executive Vice President of Rolling Operasional Anggota Komite
Stock Maintenance Operational Committee Member
Mohamad Nurul Executive Vice President of Non Operasional Anggota Komite
Huda Dwi Santoso Railway Assets Operational Committee Member
Agus Setiyono Executive Vice President of Training Pelatihan dan Pendidikan Anggota Komite
and Education Ir. H. D juanda Training and Education Committee Member
Roni Komar Acting Executive Vice President of Pengembangan Bisinis Anggota Komite
Existing Business Development Business Development Committee Member
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 423
Annual and Sustainability Report
Page 424
Tata Kelola Perusahaan
Good Corporate Governance
Nama Jabatan Keahlian Kedudukan dalam Komite
Name Position Expertise Position in the Committee
Emanuel Executive Vice President of Subsidiary Manajemen Anggota Komite
Kurniawan Management Management Committee Member
Kriswijayanto
Jagatsyah Executive Vice President of Finance Keuangan Anggota Komite
Aminullah Consolidation Finance Committee Member
Albertus Indarko Acting Executive Vice President of Sistem Informasi Anggota Komite
Wiyogo Information System Information Systems Committee Member
Suryawan Putra Hia Executive Vice President of Logistics Logistik Anggota Komite
Logistics Committee Member
Dewi Aju Vice President of Digital Business Niaga Anggota Komite
Damajanti Business Committee Member
Riyanta Vice President of Freight Marketing, Niaga Anggota Komite
Sales, and Customer Care Business Committee Member
Romie Prihandoko Acting Vice President Non Train Crew Operasional Anggota Komite
Management Operational Committee Member
Bondan Montiliyu Acting Vice President of Track Operasional Anggota Komite
Operational Committee Member
Mohammad Kahfi Vice President of Signalling Operasional Anggota Komite
Maintenance Operational Committee Member
Alim Pratikno Acting Vice President Legal Dispute Hukum Anggota Komite
Resolution Law Committee Member
Independensi Komite Evaluasi Jabatan Independence of the Position Evaluation Committee
Perseroan telah memastikan bahwa seluruh anggota The Company has ensured that all members of the
Komite Evaluasi Jabatan tidak memiliki afiliasi dengan Position Evaluation Committee have no affiliation with
anggota Direksi, anggota Dewan Komisaris, ataupun members of the Board of Directors, members of the Board
pemegang saham pengendali. Selain itu, anggota Komite of Commissioners, or controlling shareholders. In addition,
Evaluasi Jabatan bukan merupakan bagian dari members of the Position Evaluation Committee are not
pemegang saham Perseroan. Dengan demikian, anggota part of the Company's shareholders. In this way, members
Komite Evaluasi Jabatan dipastikan dapat bersikap of the Position Evaluation Committee are assured of being
independen dalam melaksanakan tugas dan tanggung able to act independently in carrying out their duties
jawab serta terbebas dari hal-hal yang berpotensi and responsibilities and are free from matters that have
memengaruhi kemampuan untuk bekerja secara the potential to affect their ability to work professionally,
profesional, khususnya sebagai akibat adanya hubungan especially as a result of affiliated relationships with the
afiliasi dengan pengurus atau pemegang saham management or shareholders of the Company.
Perseroan.
Rapat Komite dan Laporan Singkat Pelaksanaan Committee Meeting and Brief Report on the
Kegiatan Komite Evaluasi Jabatan Tahun 2023 Implementation of Position Evaluation Committee
Activities in 2023
Pada tahun 2023, Komite Evaluasi Jabatan telah In 2023, the Position Evaluation Committee carried out
melaksanakan tugas dan tanggung jawabnya melalui its duties and responsibilities through meetings, with
penyelenggaraan rapat, dengan agenda sebagai berikut. the following agenda:
Alasan Nota
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran Undangan
Meeting
Date Meeting Agenda Attendance Reason for Invitation
Attendance
Absence Note
27 Februari Komite Evaluasi
Rapat Re-Evaluasi Tingkat Jabatan
2023 / Jabatan Lengkap
Position Level Re-Evaluation -
February Position Evaluation Complete
Meeting
27 th, 2023 Committee RDS No 156/
KG.113/II/KA/
28 Februari Komite Evaluasi 2023
Rapat Re-Evaluasi Tingkat Jabatan
2023 / Jabatan Lengkap
Position Level Re-Evaluation -
February Position Evaluation Complete
Meeting
28 th, 2023 Committee
Laporan Tahunan dan Keberlanjutan
424 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 425
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Alasan Nota
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Ketidakhadiran Undangan
Meeting
Date Meeting Agenda Attendance Reason for Invitation
Attendance
Absence Note
1 Maret Komite Evaluasi
Rapat Re-Evaluasi Tingkat Jabatan
2023 / Jabatan Lengkap
Position Level Re-Evaluation -
March 1 st, Position Evaluation Complete
Meeting
2023 Committee
2 Maret Komite Evaluasi
Rapat Re-Evaluasi Tingkat Jabatan
2023 / Jabatan Lengkap
Position Level Re-Evaluation -
March 2 nd, Position Evaluation Complete
Meeting
2023 Committee
3 Maret Komite Evaluasi
Rapat Re-Evaluasi Tingkat Jabatan
2023 / Jabatan Lengkap
Position Level Re-Evaluation -
March 3 rd, Position Evaluation Complete
Meeting
2023 Committee
Komite Evaluasi
27 April Rapat Re-Evaluasi Tingkat Jabatan RDS No 7/
Jabatan Lengkap
2023 / April Position Level Re-Evaluation - KO.105/IV/KA/
Position Evaluation Complete
27 th, 2023 Meeting 2023
Committee
Pembahasan Lanjutan Re-evaluasi
Tingkat Jabatan D1, D3, D4, D5 dan Komite Evaluasi
4 Mei 2023 / RDS No 1/
D8 Jabatan Lengkap
May 4 th, - KO.105/V/KA/
Continued Discussion of Re- Position Evaluation Complete
2023 2023
evaluation of Position Levels D1, D3, Committee
D4, D5 and D8
Rapat Tindak Lanjut Hasil Re-
Evaluasi Tingkat Jabatan KAI dan
Penetapan Tingkat Jabatan Anak
Komite Evaluasi
9 Mei 2023 / Perusahaan (Scooping) RDS No
Jabatan Lengkap
May 9 th, Follow-up Meeting on the Results - KO.105/V/1/KA-
Position Evaluation Complete
2023 of Re-Evaluation of KAI Position 2023
Committee
Levels and Determination of
Subsidiary Position Levels
(Scooping)
Rapat Tindak Lanjut Hasil Re- Komite Evaluasi
26 Juni RDS No 9/
Evaluasi Tingkat Jabatan Jabatan Lengkap
2023 / June - KO.105/VI/KA/
Follow-up Meeting on Position Position Evaluation Complete
26 th, 2023 2023
Level Re-Evaluation Results Committee
Melalui rapat-rapat tersebut, Komite Evaluasi Jabatan telah Through these meetings, the Position Evaluation
menetapkan 1.096 jabatan dilakukan re-evaluasi, dan Committee has re-evaluated 1,096 positions, while the
sisanya sebanyak 5.322 jabatan tidak dilakukan re- remaining 5,322 positions were not re-evaluated. The re-
evaluasi. Selanjutnya, Re-evaluasi Tingkat Jabatan yang evaluation of job levels conducted by the Position
dilaksanakan oleh Komite Evaluasi Jabatan menghasilkan Evaluation Committee resulted in decisions where 127
keputusan sejumlah 127 posisi mengalami kenaikan dan positions experienced increases, with a total cost increase
dengan total kenaikan biaya tidak lebih dari Rp 10 miliar of no more than Rp10 billion per year, as detailed in the
per tahun, seperti dituangkan dalam notulen keputusan minutes of the re-evaluation decisions reviewed by all
re-evaluasi tingkat jabatan yang diperiksa oleh seluruh members of the Position Evaluation Committee.
anggota Komite Evaluasi Jabatan
17%
Usulan Re-Evaluasi - 1096
Re-Evaluation Proposal - 1096
Total: 6418 Jabatan
Total: 6418 Position
Tidak diusulkan Re-Evaluasi - 5322
83% Not Proposed for Re-Evaluation - 5322
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 425
Annual and Sustainability Report
Page 426
Tata Kelola Perusahaan
Good Corporate Governance
Pada Agustus 2023, Manajemen telah mengeluarkan In August 2023, Management issued Director's
Peraturan Direksi Nomor PER.U/KO.104/VIII/1/KA-2023 Regulation Number PER.U/KO.104/VIII/1/KA-2023
tentang Perubahan atas Peraturan Direksi Nomor PER. regarding Amendments to Director's Regulation Number
U/KO.104/I/1/KA-2023 tentang Tingkat Jabatan. Peraturan PER.U/KO.104/I/1/KA-2023 concerning Job Levels. This
Direksi tersebut berisikan perubahan tingkat jabatan yang Director's Regulation contains changes in job levels that
dilakukan re-evaluasi sebanyak 127 posisi dari 1.096 posisi were re-evaluated for 127 positions out of 1,096 positions
yang di re-evaluasi. that were re-evaluated.
KOMITE VERIFIKASI KINERJA PEKERJA EMPLOYEE PERFORMANCE VERIFICATION
COMMITTEE
Komite Verifikasi Kinerja Pekerja merupakan komite yang The Employee Performance Verification Committee is a
dibentuk guna mendukung Direksi dalam melakukan committee formed to support the Board of Directors in
percepatan progres verifikasi kinerja pekerja dan dalam accelerating the progress of employee performance
rangka mewujudkan pelaksanaan sistem manajemen verification and in realizing the implementation of the
kinerja pekerja. employee performance management system.
Tugas dan Tanggung Jawab Komite Verifikasi Kinerja Duties and Responsibilities of the Employee
Pekerja Performance Verification Committee
Sebagai organ pendukung Direksi, Komite Verifikasi As a supporting organ for the Board of Directors, the
Kinerja Pekerja secara khusus memiliki tugas dan Employee Performance Verification Committee
tanggung jawab untuk melaksanakan hal-hal yang specifically has the duties and responsibilities to carry
diperlukan oleh Direksi dalam pelaksanaan sistem out matters required by the Board of Directors in
manajemen kinerja pekerja Perseroan. implementing the Company's employee performance
management system.
Struktur dan Keanggotaan Komite Verifikasi Kinerja Structure and Membership of the Employee
Pekerja Performance Verification Committee
Struktur dan keanggotaan Komite Verifikasi Kinerja The structure and membership of the 2022 Worker
Pekerja tahun 2022 adalah sebagai berikut: Performance Verification Committee are as follows:
Nama Jabatan Kedudukan
Name Position Role
Krisna Arianto Vice President of Non Transport Commercialization Kantor Pusat / Head Office
Riyanta Vice President of Freight Marketing, Sales, and Customer Care Kantor Pusat / Head Office
Yoga Bhirawa Vice President of Passenger Ticketing Sales Kantor Pusat / Head Office
Agus Laksana Susanto Vice President of Train Operation Control and Evaluation Kantor Pusat / Head Office
Muhammad Arifudin Vice President of Infrastructure Assets Kantor Pusat / Head Office
Nyoman Pasek Priatno Vice President of Rolling Stock Assets Kantor Pusat / Head Office
Sigit Winarto Vice President of Safety Kantor Pusat / Head Office
Bachoirullazi Vice President of Project Planning Kantor Pusat / Head Office
Andi Gumilar Vice President of Evaluation, Monitoring and Administration Kantor Pusat / Head Office
Arman Hidayat Vice President of Quality Assurance and Good Corporate Governance Kantor Pusat / Head Office
Edy Setiawan Vice President of Dissemination and Risk Management Procedure Kantor Pusat / Head Office
Achmad Hermansjah Vice President of Budgeting Kantor Pusat / Head Office
Tatang Kusdiman Vice President of Corporate Social Responsibility Kantor Pusat / Head Office
Laporan Tahunan dan Keberlanjutan
426 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 427
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pelatihan dan/atau Peningkatan Kompetensi Komite Training and/or Competency Enhancement for the
Verifikasi Kinerja Pegawai Employee Performance Verification Committee
Pada tahun 2023, anggota Komite Verifikasi Kinerja In 2023, members of the Employee Performance
Pegawai mengikuti sejumlah kegiatan pelatihan dan/atau Verification Committee participated in several training
peningkatan kompetensi dengan perincian sebagai and/or competency enhancement activities, detailed as
berikut: follows:
Nama Jabatan Kedudukan Pelatihan
No
Name Position Position Training
Irlangga Vice President of Workshop Penyusunan SOP KVKP oleh Next Idea
Kantor Pusat /
1 Evaluation, Monitoring (1-2 November 2023) / SOP Preparation Workshop
Susan Arimbi Head Office
and Administration for KVKP by Next Idea (November 1 st-2 nd, 2023)
Johan Antonio S. Vice President of Freight Workshop Penyusunan SOP KVKP oleh Next Idea
Kantor Pusat /
2 Marketing, Sales, and (1-2 November 2023) / SOP Preparation Workshop
Kiki .R.Amelia Head Office
Customer Care for KVKP by Next Idea (November 1 st-2 nd, 2023)
Yoga Bhirawa Vice President of Workshop Penyusunan SOP KVKP oleh Next Idea
Kantor Pusat /
3 Passenger Ticketing (1-2 November 2023) / SOP Preparation Workshop
Head Office
Sales for KVKP by Next Idea (November 1 st-2 nd, 2023)
Cahyo Adi Nugroho Vice President of Workshop Penyusunan SOP KVKP oleh Next Idea
Kantor Pusat /
4 Dissemination and Risk (1-2 November 2023) / SOP Preparation Workshop
Head Office
Management for KVKP by Next Idea (November 1 st-2 nd, 2023)
Achmad H Workshop Penyusunan SOP KVKP oleh Next Idea
Vice President of Kantor Pusat /
5 (1-2 November 2023) / SOP Preparation Workshop
Budgeting Head Office
for KVKP by Next Idea (November 1 st-2 nd, 2023)
Toufan Akbar Vice President of Quality Workshop Penyusunan SOP KVKP oleh Next Idea
Kantor Pusat /
6 Assurance and Good (1-2 November 2023) / SOP Preparation Workshop
Head Office
Corporate Governance for KVKP by Next Idea (November 1 st-2 nd, 2023)
Noxy Citrea Bridara
Vice President of Workshop Penyusunan SOP KVKP oleh Next Idea
Sugeng Prasetiyo Arifin Kantor Pusat /
7 Corporate Social (1-2 November 2023) / SOP Preparation Workshop
Head Office
Pahreza Mandra Responsibility for KVKP by Next Idea (November 1 st-2 nd, 2023)
Nugraha
Vice President of Non Workshop Penyusunan SOP KVKP oleh Next Idea
Kantor Pusat /
8 Krisna Arianto Transport (1-2 November 2023) / SOP Preparation Workshop
Head Office
Commercialization for KVKP by Next Idea (November 1 st-2 nd, 2023)
Yanuarso S. Workshop Penyusunan SOP KVKP oleh Next Idea
Vice President of Kantor Pusat /
9 (1-2 November 2023) / SOP Preparation Workshop
Infrastructure Assets Head Office
for KVKP by Next Idea (November 1 st-2 nd, 2023)
Nyoman Pasek Priatno
Workshop Penyusunan SOP KVKP oleh Next Idea
Vice President of Rolling Kantor Pusat /
10 Teguh Widodo (1-2 November 2023) / SOP Preparation Workshop
Stock Assets Head Office
for KVKP by Next Idea (November 1 st-2 nd, 2023)
Angga D
BACHOIRULLAZI
Workshop Penyusunan SOP KVKP oleh Next Idea
Vice President of Project Kantor Pusat /
11 Dedy Erlangga (1-2 November 2023) / SOP Preparation Workshop
Planning Head Office
for KVKP by Next Idea (November 1 st-2 nd, 2023)
Eka Ariyanti
Billydiaz Taura Mazda
Workshop Penyusunan SOP KVKP oleh Next Idea
Lukman Hakim Kantor Pusat /
12 Vice President of Safety (1-2 November 2023) / SOP Preparation Workshop
Baharuddin Head Office
for KVKP by Next Idea (November 1 st-2 nd, 2023)
Luqman Setyo Prayitno
Vice President of Train Workshop Penyusunan SOP KVKP oleh Next Idea
Kantor Pusat /
13 Kukuh Hery Operation Control and (1-2 November 2023) / SOP Preparation Workshop
Head Office
Evaluation for KVKP by Next Idea (November 1 st-2 nd, 2023)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 427
Annual and Sustainability Report
Page 428
Tata Kelola Perusahaan
Good Corporate Governance
Independensi Komite Verifikasi Kinerja Pekerja Independence of the Employee Performance
Verification Committee
Perseroan telah memastikan bahwa seluruh anggota The Company has ensured that all members of the Worker
Komite Verifikasi Pekerja tidak memiliki afiliasi dengan Verification Committee have no affiliation with members
anggota Direksi, anggota Dewan Komisaris, ataupun of the Board of Directors, members of the Board of
pemegang saham pengendali. Selain itu, anggota Komite Commissioners, or controlling shareholders. In addition,
Verifikasi Pekerja bukan merupakan bagian dari members of the Employee Verification Committee are
pemegang saham Perseroan. Dengan demikian, anggota not part of the Company's shareholders. In this way,
Komite Verifikasi Pekerja dipastikan dapat bersikap members of the Worker Verification Committee are assured
independen dalam melaksanakan tugas dan tanggung of being able to act independently in carrying out their
jawab serta terbebas dari hal-hal yang berpotensi duties and responsibilities and are free from matters that
memengaruhi kemampuan untuk bekerja secara have the potential to affect their ability to work
profesional, khususnya sebagai akibat adanya hubungan professionally, especially as a result of affiliated
afiliasi dengan pengurus atau pemegang saham relationships with the management or shareholders of
Perseroan. the Company.
Rapat Komite Verifikasi Kinerja Pekerja Employee Performance Verification Committee
Meeting
Pada tahun 2023 Komite Verifikasi Kinerja Pekerja In 2023, the Worker Performance Verification Committee
melaksanakan rapat sejumlah 4 kali. Berikut ini informasi will hold a number of meetings 4 times. The following is
tanggal pelaksanaan dan agenda rapat Komite Verifikasi information on the implementation date and agenda for
Kinerja Pekerja. the Employee Performance Verification Committee
meeting.
Peserta Rapat
Tanggal Agenda Rapat Kehadiran Alasan Ketidakhadiran
Meeting
Date Meeting Agenda Attendance Reason for Absence
Attendance
15-16
Verifikasi Kinerja Pekerja Tahun 2023
Februari
oleh Tim KVKP
2023 Tim KVKP Hadir Semua
Employee Performance Verification -
Februari KVKP Team All Present
in 2023 by the Employee
15 th-16 th,
Performance Verification Team
2023
Verifikasi Perencanaan KPI KPI BOD-1,
7-9 Maret
Kadaerah-1, KABY-1, LRT-1 Tahun 2023
2023 Tim KVKP Hadir Semua
Verification of KPI Planning for BOD- -
Maret 7 th- KVKP Team All Present
1, Regional-1, KABY-1, LRT-1 for the
9 th, 2023
year 2023
7-9
Verifikasi Penilaian Sementara dan
Agustus
Evaluasi Target KPI Tahun 2023
2023 Tim KVKP Hadir Semua
Verification of Interim Assessment -
Agustus KVKP Team All Present
and Evaluation of KPI Targets for the
7 th-9 th,
Year 2023
2023
1-2 Workshop Penyusunan SOP Verifikasi
November Kinerja Pekerja CCC Tidak
Bersamaan dengan Raker CCC
2023 Workshop on the Development of Tim KVKP Hadir
Simultaneous with the CCC
November Standard Operating Procedures KVKP Team CCC was not
Meeting Agenda
1 st-2 nd, (SOP) for Employee Performance Present
2023 Verification
Laporan Tahunan dan Keberlanjutan
428 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 429
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
LAPORAN SINGKAT PELAKSANAAN BRIEF REPORT ON THE IMPLEMENTATION
KEGIATAN KOMITE VERIFIKASI KINERJA OF WORKER PERFORMANCE VERIFICATION
PEKERJA TAHUN 2023 COMMITTEE ACTIVITIES IN 2023
Komite Verifikasi Kinerja Pekerja melaksanakan kegiatan The Employee Performance Verification Committee
verifikasi penilaian kinerja terhadap pekerja berdasarkan carries out performance assessment verification activities
Keputusan Direksi No. SK.U/KO.101/IX/5/KA-2018 tanggal for employees based on Directors' Decree No. SK.U/
5 September 2018. Sesuai peraturan tersebut, verifikasi KO.101/IX/5/KA-2018 dated September 5 th, 2018. In
dilakukan oleh 13 (tiga belas) anggota verifikator yang accordance with these regulations, verification is carried
telah ditetapkan. Anggota verifikator tersebut dibantu out by 13 (thirteen) designated verifier members. The
oleh Tim SDM Daerah, yang melakukan Verifikasi Awal verifier members are assisted by the Regional HR Team,
Data Dukung Pekerja milik KADAOP-1/KADIVRE-1. which carries out Initial Verification of Worker Support
Data belonging to KADAOP-1/KADIVRE-1.
Kegiatan Verifikasi Kinerja Pekerja untuk tahun 2023 Worker Performance Verification activities for 2023 will
dilaksanakan secara offline dengan perincian timeline be carried out offline with the detailed timeline as follows:
sebagai berikut:
1. Workshop Penyusunan Perencanaan KPI Tahun 1. Workshop on KPI Planning for 2023 for BOD-1/
2023 untuk BOD-1/KADaerah-1/LRT-1/KABY-1 KADaerah-1/LRT-1/KABY-1
Verifikasi Perencanaan Kinerja BOD-1,KA Daerah-1, The KPI Planning Verification for BOD-1, KA Daerah-1,
KA BY-1, LRT-1 Tahun 2023 dilaksanakan pada tanggal KA BY-1, and LRT-1 for 2023 was conducted from
7-9 Maret 2023. Verifikasi Perencanaan Kinerja March 7 th-9 th, 2023. The verification was carried out
Tahun 2023 dilakukan dengan metode konsinyering using a consignment method by the Employee
oleh Tim Komite Verifikasi Kinerja Pekerja bersama Performance Verification Committee along with the
dengan Tim Pembina Teknis dan Tim Implementasi Technical Guidance Team and KPI Implementation
KPI. Verifikasi Perencanaan dilakukan terhadap 32 Team. Verification was performed on 32 BOD-1
Jabatan BOD-1 di Kantor Pusat dan LRT serta 46 positions at the Head Office and LRT, and 46
Jabatan KADAERAH-1/KABY-1/LRT-1. Verifikasi KADAERAH-1/KABY-1/LRT-1 positions. This year's
Perencanaan pada tahun ini selain berfokus pada verification focused not only on the selected KPI
Indikator KPI yang dipilih serta target apabila indicators and targets if available but also on the
sudah ada, berfokus juga terhadap deployment KPI deployment of KPIs in each work unit, as
di setiap unit kerja yang tertuang di dalam berita documented in the respective minutes. The minutes
acara masing – masing unit. Berita Acara serve as a joint commitment between the
dibutuhkan sebagai komitmen bersama antara tim verification team, implementation team, and unit
verifikator, tim implementasi dan perwakilan unit representatives to support inter-unit indicators
untuk mendukung indikator antar unit yang terlihat visible from a horizontal alignment perspective. The
dari sisi horizontal alignment. Hasil verifikasi results of the 2023 planning verification produced
perencanaan 2023 menghasilkan beberapa several documents, including:
dokumen seperti :
a. Tersedia Dokumen Kesepakatan Kerja a. Available Work Agreement Documents
b. Tersedia Dokumen Katalog KPI update b. Updated KPI Catalog Documents
c. Tersedia Dokumen Deployment yang sudah c. Deployment Documents signed by each unit
diparaf dimasing – masing unit
d. Tersedia Dokumen Berita Acara d. Minutes Documents
2. Verifikasi Penilaian Sementara dan Evaluasi Target 2. Verification of Interim Assessment and Target
Tahun 2023 Evaluation for 2023
Verifikasi Penilaian Sementara dan Evaluasi Target The interim assessment and target evaluation for
KPI Tahun 2023 dilakukan oleh Komite Verifikasi KPIs in 2023 were conducted by the Employee
Kinerja Pekerja sesuai Peraturan Direksi Nomor SK.U/ Performance Verification Committee in accordance
K0.101/IV /l/KA-2022 tanggal 13 April 2022. Dengan with Director’s Regulation Number SK.U/K0.101/IV/
beranggotakan 13 anggota verifikator yang telah I/KA-2022 dated April 13 th, 2022. This involved 13
ditetapkan dalam peraturan direksi tersebut. verification members appointed under the director's
Verifikasi dilakukan kepada 310 Jabatan BOD-1/ regulation. The verification was performed on 310
Kadaop-1/Kadivre-1/KABY-1/LRT-1. Verifikasi Penilaian positions of BOD-1/Kadaop-1/Kadivre-1/KABY-1/LRT-1.
Sementara dan Evaluasi Target Tahun 2023 secara The interim assessment and target evaluation for
offline di Sheraton Bandung Hotel and Towers, l. Ir. 2023 were conducted offline at Sheraton Bandung
H. Juanda No.390, Dago, Kecamatan Coblong, Kota Hotel and Towers, Jl. Ir. H. Juanda No.390, Dago,
Bandung, Jawa Barat selama 2 (hari), dengan rincian Kecamatan Coblong, Bandung City, West Java, for
timeline sebagai berikut : 2 days, with the following timeline details:
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 429
Annual and Sustainability Report
Page 430
Tata Kelola Perusahaan
Good Corporate Governance
a. 31 Juli-2 Agustus 2023 : Persiapan Verifikasi a. July 31 st - August 2 nd, 2023: Preparation for the
Penilaian Sementara dan Evaluasi Target KPI Interim Assessment and Target Evaluation for
Tahun 2023 2023 KPI.
b. 4 Agustus 2023 : Briefing Verifikasi Penilaian b. August 4 th, 2023: Briefing on the Interim
Sementara dan Evaluasi Target KPI Tahun 2023 Assessment and Target Evaluation for 2023 KPI.
c. 7-9 Agustus 2023 : Verifikasi Penilaian c. August 7 th-9 th, 2023: Offline verification of the
Sementara dan Evaluasi Target KPI Tahun 2023 Interim Assessment and Target Evaluation for
secara offline. 2023 KPI.
d. 21 Agustus 2023 : Penyampaian Hasil Verifikasi d. August 21 st, 2023: Presentation of the Interim
Penilaian Sementara oleh KVKP dan Assessment Results by the Employee
Pemberitahuan Pembukaan Periode Revisi Performance Verification Committee (KVKP) and
sebagai tindak lanjut hasil Verifikasi announcement of the opening of the revision
period as a follow-up to the verification results.
e. 21 Agustus 2023-30 Agustus 2023 : Periode Revisi e. August 21 st - August 30 th, 2023: Revision period
Penilaian Sementara dan Perencanaan bagi for the Interim Assessment and Planning for
jabatan yang mengalami revisi. positions that underwent revisions.
Verifikasi penilaian sementara dan evaluasi target The interim assessment and target evaluation were
baru pertama kali dilaksanakan di tahun 2023 ini conducted for the first time in 2023 as part of the
sebagai wujud penerapan KPI untuk salah satu KPI implementation for one of the remuneration
perhitungan remunerasi. Verifikasi dilakukan calculations. The verification was performed on the
terhadap hasil pencapaian kinerja Semester 1 performance results of Semester 1, followed by the
kemudian dilanjutkan dengan evaluasi target pada evaluation of targets for positions one level below
KPI jabatan satu tingkat di bawah Direksi/BOD-1/ the Director/BOD-1/LRT-1 (for the Central Office) and
LRT-1 (untuk Kantor Pusat) dan satu tingkat di one level below the Regional Head/KADAOP/
bawah Kepala Daerah/KADAOP/KADIVRE-1/KABY-1 KADIVRE-1/KABY-1 (for the Regions). In the 2023
(untuk Daerah). Pada Verifikasi Penilaian Interim Assessment and Target Evaluation, the
Sementara dan Evaluasi Target Tahun 2023 ini, Tim verification team reviewed 310 positions for both
Verifikator melakukan verifikasi terhadap 310 jabatan the Central Office and the Regions.
untuk Kantor Pusat dan Daerah.
Dari total 310 jabatan, terdapat 136 jabatan yang Out of the total 310 positions, 136 positions underwent
mengalami revisi, baik revisi penilaian, revisi revisions, including revisions of assessments,
perencanaan maupun revisi penilaian dan planning, or both, resulting in a change percentage
perencanaan dengan prosentase perubahan of 43.87%.
sebesar 43,87%.
3. Verifikasi Penilaian Akhir Tahun 2023 3. Final Evaluation Verification for 2023
Verifikasi Penilaian Kinerja Pekerja Tahun 2023 The final performance assessment for 2023 is
dilakukan oleh Komite Verifikasi Kinerja Pekerja conducted by the Performance Verification
sesuai Peraturan Direksi Nomor SK.U/K0.101/IV /l/KA- Committee in accordance with Director's Regulation
2022 tanggal 13 April 2022. dengan beranggotakan No. SK.U/K0.101/IV/1/KA-2022 dated April 13 th, 2022.
13 anggota verifikator yang telah ditetapkan dalam This committee comprises 13 designated verifiers,
peraturan direksi tersebut dan sebagai tambahan as well as additional members from the Regional
dari Tim SDM Daerah. Verifikasi Kinerja Pekerja pada HR team. This year's performance verification takes
tahun ini dilaksanakan secara offline di Holiday Inn place offline at the Holiday Inn Bandung Pasteur,
Bandung Pasteur, Jl l. Dr. D junjunan No.96, Pasteur, Jl. Dr. D junjunan No.96, Pasteur, Kec. Sukajadi, Kota
Kec. Sukajadi, Kota Bandung Jawa Barat dengan Bandung, Jawa Barat, with the following timeline:
rincian timeline sebagai berikut :
a. 20 Desember 2023 – 15 Januari 2024 2023 : a. December 20 th, 2023 – January 15 th, 2024: Final
Penilaian Akhir KPI Tahun 2023 KPI Assessment for 2023
b. 15 Januari – 2 Februari 2024 : Persiapan b. January 15 th – February 2 nd, 2024: Preparation
Dokumen Untuk Verifikasi Penilaian Akhir KPI of Documents for Final KPI Assessment
Tahun 2023 Verification
c. 5-7 Februari 2024 : Verifikasi Kinerja Pekerja c. February 5th-7th, 2024: Performance Verification
Tahun 2023 oleh Tim KVKP secara offline. for 2023 by the KVKP Team, conducted offline
d. 12-16 Februari 2024 : Input Skor Hasil Verifikasi d. February 12 th-16 th, 2024: Input of Verification
dan Running NKI di dalam sistem Prestasiku Scores and Running NKI in the Prestasiku
system
Laporan Tahunan dan Keberlanjutan
430 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 431
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Verifikasi dilakukan terhadap hasil pencapaian The verification focuses on the performance results
kinerja jabatan satu tingkat di bawah Direksi/BOD-1 of positions one level below the Director/BOD-1 (for
(untuk Kantor Pusat) dan satu tingkat di bawah Headquarters) and one level below the Regional
Kepala Daerah/KADIVRE/KABY/LRT-1 (untuk Daerah). Heads/KADIVRE/KABY/LRT-1 (for Regions). In 2023,
Pada Tahun 2023 ini, Tim KVKP melakukan verifikasi the KVKP Team conducted verification for 308
terhadap 308 jabatan untuk Kantor Pusat dan positions at Headquarters and in the Regions. This
Daerah. Metode pelaksanaan verifikasi kinerja year, the verification method involved the Technical
pekerja pada tahun ini dilakukan dengan Assistance Team to facilitate the KVKP Team in
melibatkan Tim Pembina Teknis untuk confirming performance support data for Regional
mempermudah Tim KVKP mengkonfirmasi data Heads/KADIVRE/KABY-1.
dukung kinerja Kepala Daerah/KADIVRE/KABY-1.
Dari 1.728 indikator terhadap 308 Jabatan di Kantor Of the 1,728 indicators for the 308 positions at
Pusat dan Daerah tersebut, total 100% indikator Headquarters and in the Regions, 100% of the
dapat dilakukan verifikasi oleh Tim KVKP dengan indicators were verified by the KVKP Team, with
beberapa revisi penyesuaian pada realisasi yang some revisions to align with supporting data.
disesuaikan dengan data dukung. Selanjutnya, dari Furthermore, out of the total 308 positions at
total 308 Jabatan di Kantor Pusat dan Daerah Headquarters and in the Regions, as well as 20
beserta 20 Jabatan Kepala Daerah, terdapat 213 Regional Head positions, 213 positions had their NKJ
Jabatan yang NKJ-nya mengalami perubahan (Performance Index) changed after verification,
setelah verifikasi, sehingga prosentase perubahan resulting in a percentage change in NKJ of 64.63%.
NKJ sebesar 64,63 %. Pada KPI Kepala Daerah, dari For the Regional Heads, all 20 positions experienced
20 jabatan Kepala Daerah, seluruhnya mengalami changes in NKJ due to adjustments in the score
perubahan NKJ karena penyesuaian perhitungan calculation from a maximum of 100 to 110.
skor dari maksimal 100 menjadi 110.
4. Workshop Penyusunan SOP KVKP 4. Workshop on KVKP SOP Preparation
Merupakan kegiatan yang dihadiri oleh seluruh Tim This workshop, attended by all KVKP Team members
KVKP dan perwakilannya untuk melakukan and their representatives, focused on the
penyusunan SOP Verifikasi Kinerja Pekerja. preparation of the Performance Verification SOP.
Workshop Penyusunan SOP KVKP dilaksanakan The event was held offline at Sensa Hotel Bandung
secara offline di Sensa Hotel Bandung pada 1-2 on November 1 st-2 nd, 2024, with 27 attendees from
November 2024 dengan dihadiri oleh 27 orang dari the KVKP Team. The CCC unit was unable to attend
perwakilan Tim KVKP, pada saat kegiatan ini unit due to a scheduling conflict with their own work
CCC tidak bisa hadir karena bersamaan dengan meeting. The workshop began with a session led
Rapat Kerja Unit CCC. Kegiatan diawali dengan by Next Idea Consultant and was followed by group
Workshop yang disampaikan oleh Next Idea discussions to review the Draft SOP for Performance
Consultant, kemudian dilanjutkan kegiatan diskusi Verification. The workshop resulted in a draft SOP,
kelompok untuk membahas mengenai Draft SOP which will be circulated via RDS to the entire KVKP
Verifikasi Kinerja Pekerja. Dari kegiatan tersebut, Team.
menghasilkan draft SOP Verifikasi Kinerja Pekerja
yang kemudian akan dilakukan sirkulir via RDS
kepada seluruh Tim KVKP.
Komite Verifikasi Kinerja Pekerja melaksanakan kegiatan The Performance Verification Committee carried out
verifikasi penilaian kinerja terhadap pekerja berdasarkan performance assessment verification for employees based
Keputusan Direksi No. SK.U/KO.101/IX/5/KA-2018 tanggal on Director’s Decree No. SK.U/KO.101/IX/5/KA-2018 dated
5 September 2018. Sesuai peraturan tersebut, verifikasi September 5 th, 2018. According to the regulation,
dilakukan oleh 13 (tiga belas) anggota verifikator yang verification was conducted by 13 designated verifiers.
telah ditetapkan. Anggota verifikator tersebut dibantu These verifiers were assisted by the Regional HR Team,
oleh Tim SDM Daerah, yang melakukan Verifikasi Awal which performed initial verification of supporting data
Data Dukung Pekerja milik KADAOP-1/KADIVRE-1. for KADAOP-1/KADIVRE-1 employees.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 431
Annual and Sustainability Report
Page 432
Tata Kelola Perusahaan
Good Corporate Governance
KOMITE KESELAMATAN TINGKAT PUSAT CENTRAL SAFETY COMMITTEE
Komite Keselamatan Tingkat Pusat merupakan komite The Central Level Safety Committee is a committee
yang dibentuk untuk mendukung Direksi dalam formed to support the Board of Directors in managing
mengatur Sistem Manajemen Keselamatan Perkeretaapian. the Railway Safety Management System. As a supporting
Sebagai organ pendukung Direksi, Komite Keselamatan organ for the Board of Directors, the Safety Committee
bertanggung jawab secara langsung kepada Direktur is directly responsible to the President Director.
Utama.
Tugas dan Tanggung Jawab Komite Keselamatan Duties and Responsibilities of the Central Level Safety
Tingkat Pusat Committee
Sesuai denganKeputusan Direksi PT Kereta Api Indonesia In accordance with the Directors' Decree of PT Kereta
(Persero) Nomor: SK.U/KO.101/I/2/KA-2024 Tentang Api Indonesia (Persero) Number: SK.U/KO.101/I/2/KA-2024
Perubahan Atas Keputusan Direksi Nomor SK.U/KO.101/ Regarding the Amendment to the Directors' Decree
IV/1/KA/2020 Tentang Pembentukan Komite Number SK.U/KO.101/IV/1/KA/2020 Regarding the
Keselamatan Tingkat Pusat pada Pasal 1 ayat kedua Establishment of the Central Safety Committee in Article
tertulis: 1, paragraph two, it is written:
a. Menetapkan kebijakan keselamatan dan kebijakan a. Establish the Company's safety and security policies;
keamanan Perusahaan;
b. Menentukan strategi keselamatan dan keamanan b. Determine safety and security strategies to achieve
untuk mencapai target kinerja keselamatan dan the Company's safety and security performance
keamanan Perusahaan; targets;
c. Meninjau profil risiko keselamatan dan keamanan c. Review safety and security risk profiles and the efforts
serta upaya pengendalian risikonya; to control those risks;
d. Menyusun dan memeriksa program kerja dan kinerja d. Develop and review the Company's safety and
keselamatan dan keamanan Perusahaan; security work programs and performance;
e. Melakukan pembahasan bersama terkait kendala e. Conduct joint discussions regarding technical issues,
teknis meliputi keselamatan operasi, keselamatan including operational safety, infrastructure safety,
prasarana, keselamatan sarana, dan keamanan yang equipment safety, and security that occurred in the
terjadi pada 1 (satu) bulan sebelumnya yang akan previous month and may impact the Company,
berdampak pada Perusahaan beserta tindak lanjut along with follow-up actions;
penanganannya;
f. Mengambil keputusan terhadap permasalahan f. Make decisions on safety and security issues that
keselamatan dan keamanan yang tidak dapat cannot be resolved at the regional level;
diselesaikan oleh Daerah;
g. Gelakukan keterlibatan dan konsultasi dengan SDM g. Engage and consult with the Company's human
Perusahaan dalam Sistem Manajemen Keselamatan resources in the Railway Safety Management
Perkeretaapian (SMKP); System (SMKP);
h. Melakukan tinjauan penerapan Sistem Manajemen h. Review the implementation of the Railway Safety
Keselamatan Perkeretaapian (SMKP) dan Sistem Management System (SMKP) and the Security
Manajemen Pengamanan (SMP) untuk peningkatan Management System (SMP) for continuous
secara berkelanjutan; improvement;
i. Mengevaluasi efektivitas penggunaan alat pelindung i. Evaluate the effectiveness of personal protective
diri, peralatan keselamatan kerja, peralatan equipment, safety equipment, emergency handling
penanganan keadaan darurat, cara kerja, proses equipment, work methods, work processes, work
kerja, kondisi lingkungan kerja dan pengelolaan environment conditions, and environmental
lingkungan hidup; management;
j. Mengevaluasi kebijakan Perusahaan, serta j. Evaluate the Company's policies and the
implementasi peraturan perundang-undangan implementation of relevant laws and regulations
dan peraturan lainnya yang relevan di bidang in the field of railway safety, occupational health
keselamatan perkeretaapian, keselamatan dan and safety, and security;
kesehatan kerja, serta keananan;
k. Melakukan pertemuan rutin yang dilaksanakan setiap k. Hold regular meetings every Thursday in the first
hari Kamis di minggu pertama setiap bulannya dan week of each month, and if necessary, the regular
dalam hal diperlukan, pelaksanaan pertemuan rutin meetings can be held according to the needs of
dapat dilaksanakan sesuai dengan kebutuhan the Safety Committee; and
Komite Keselamatan; dan
l. Berkoordinasi dengan pihak internal dan/atau l. Coordinate with internal and/or external parties of
eksternal Perusahaan terkait dengan permasalahan the Company regarding railway operational safety,
keselamatan operasional kereta api, keselamatan occupational health and safety, and security issues.
dan Kesehatan kerja, serta keamanan.
Laporan Tahunan dan Keberlanjutan
432 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 433
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Struktur dan Keanggotaan Komite Keselamatan Structure and Membership of the Central Safety
Tingkat Pusat Committee
Struktur dan keanggotaan Komite Keselamatan Tingkat The structure and membership of the Central Level Safety
Pusat pada posisi 31 Desember ialah sebagai berikut. Committee as of December 31 st is as follows.
Jabatan Kedudukan
No
Position Position in The Committee
Direktur Keselamatan dan Keamanan / Managing Director of Safety and Ketua
1
Security Chief
Direktur SDM dan Umum / Managing Director of Human Resources and Wakil Ketua
2
General Affairs Vice Chairman
Sekretaris
3 Executive Vice President of Corporate Secretary
Secretary
Anggota
4 Direktur Niaga / Managing Director of Commerce
Member
Anggota
5 Direktur Operasi / Managing Director of Operations
Member
Anggota
6 Direktur Pengelolaan Prasarana / Managing Director of Infrastructure
Member
Anggota
7 Direktur Pengelolaan Sarana / Managing Director of Rolling Stock
Member
Direktur Perencanaan Strategis dan Pengembangan Usaha / Managing Anggota
8
Director of Strategic Planning and Business Development Member
Anggota
9 Direktur Keuangan / Managing Director of Finance
Member
Independensi Komite Keselamatan Tingkat Pusat Independence of the Central Level Safety Committee
Perseroan telah memastikan bahwa seluruh anggota The Company has ensured that all members of the Central
Komite Keselamatan Tingkat Pusat tidak memiliki afiliasi Level Safety Committee have no affiliation with members
dengan anggota Direksi, anggota Dewan Komisaris, of the Board of Directors, members of the Board of
ataupun pemegang saham pengendali. Selain itu, Commissioners, or controlling shareholders. In addition,
anggota Komite Keselamatan Tingkat Pusat bukan members of the Central Level Safety Committee are not
merupakan bagian dari pemegang saham Perseroan. part of the Company's shareholders. In this way, members
Dengan demikian, anggota Komite Keselamatan Tingkat of the Central Level Safety Committee are assured of being
Pusat dipastikan dapat bersikap independen dalam able to act independently in carrying out their duties
melaksanakan tugas dan tanggung jawab serta terbebas and responsibilities and are free from matters that have
dari hal-hal yang berpotensi memengaruhi kemampuan the potential to affect their ability to work professionally,
untuk bekerja secara profesional, khususnya sebagai especially as a result of affiliated relationships with the
akibat adanya hubungan afiliasi dengan pengurus atau management or shareholders of the Company.
pemegang saham Perseroan.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 433
Annual and Sustainability Report
Page 434
Tata Kelola Perusahaan
Good Corporate Governance
Rapat Komite dan Laporan Singkat Pelaksanaan Committee Meeting and Brief Report on
Kegiatan Komite Keselamatan Tingkat Pusat Tahun Implementation of Central Level Safety Committee
2023 Activities in 2023
Pada 2023 diselenggarakan sebanyak 3 kali rapat Komite In 2023, three Safety Committee meetings were held, as
Keselamatan yang diselenggarkan pada: follows:
a. Notulen Rapat Nomor: NR/40/KG.104/XI/KA/2023 a. Meeting Minutes Number: NR/40/KG.104/XI/KA/2023
Pelaksanaan Rapat Tanggal 13 November 2023; Meeting held on November 13 th, 2023;
b. Notulen Rapat Nomor: NR/1/KG.104/I/KA/2024 b. Meeting Minutes Number: NR/1/KG.104/I/KA/2024
Pelaksanaan Rapat Tanggal 14 Desember 2023; Meeting held on December 14 th, 2023;
c. Notulen Rapat Nomor: NR/4/KG.104/II/KA/2024 c. Meeting Minutes Number: NR/4/KG.104/II/KA/2024
Pelaksanaan Rapat Nomor: 25 Januari 2024; Meeting held on January 25 th, 2024.
KOMITE TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY COMMITTEE
Komite Teknologi Informasi merupakan komite yang The Information Technology Committee is a committee
dibentuk untuk mendukung Direksi dalam penerapan formed to support the Board of Directors in
strategi bisnis di dalam upaya pengembangan Perseroan. implementing business strategies in the Company's
Pembentukan Komite Teknologi Informasi development efforts. The formation of the Information
dilatarbelakangi oleh kebutuhan Perseroan atas adanya Technology Committee was motivated by the Company's
kerja sama dan koordinasi dari seluruh bagian KAI, agar need for cooperation and coordination from all parts of
pengembangan Teknologi Informasi dapat dilaksanakan KAI, so that Information Technology development could
secara selaras serta sesuai kebutuhan bisnis Perseroan. be carried out in harmony and according to the Company's
business needs.
Tugas dan Tanggung Jawab Komite Teknologi Duties and Responsibilities of the Information
Informasi Technology Committee
Komite Teknologi Informasi memiliki tugas dan tanggung The Information Technology Committee has the following
jawab sebagai berikut: duties and responsibilities:
1. Menetapkan dan mengevaluasi perencanaan 1. Determine and evaluate information technology
strategis teknologi informasi yang disesuaikan strategic planning that is adapted to the company's
dengan perencanaan strategis perusahaan dalam strategic planning in the form of an IT Master Plan
bentuk dokumen IT Master Plan. document.
2. Menetapkan dan mengevaluasi kebijakan tata kelola 2. Establish and evaluate information technology
teknologi informasi. governance policies.
3. Menentukan prioritas dan mengevaluasi rencana 3. Determine priorities and evaluate information
investasi teknologi informasi termasuk technology investment plans including
menetapkan proyek utama di lingkungan determining main projects within the Company.
Perusahaan.
4. Melakukan review pelaksanaan investasi teknologi 4. Reviewing the implementation of information
informasi. technology investments.
Laporan Tahunan dan Keberlanjutan
434 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 435
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Struktur dan Keanggotaan Komite Teknologi Informasi Information Technology Committee Structure and
Membership
Berikut ini struktur dan keanggotaan Komite Teknologi The following is the structure and membership of the
Informasi untuk tahun 2023. Information Technology Committee for 2023.
Nama Jabatan Keahlian Keterangan
Name Position Skill Information
Komite Strategi Teknologi Informasi
Information Technology Strategy Committee
Didiek Hartantyo Direktur Utama Keuangan Ketua
President Director Finance Chief
Board of Director Anggota
Member
Albertus Indarko Wiyogo Executive Vice President of Teknologi Informasi
Information System Information Technolgy
Agus Sobari Executive Vice President of Risk Keuangan
Management Finance
Komite Pengarah Teknologi Informasi
Information Technology Steering Committee
Salusra Wijaya Direktur Keuangan dan Keuangan Ketua
manajemen Risiko Finance Chief
Managing Director of Finance
and Risk Management
Perwakilan dari unit kerja Anggota
Pemilik Proses Bisnis, Unit Member
Sistem Informasi dan Unit lain
yang terkait
Representatives from the
Business Process Owner work
unit, Information Systems Unit
and other related units
Pelatihan dan/atau Peningkatan Kompetensi Komite Training and/or Competency Enhancement for the IT
Teknologi Informasi Committee
Pada tahun 2023, anggota Komite Teknologi Informasi In 2023, members of the IT Committee participated in
mengikuti sejumlah kegiatan pelatihan dan/atau various training and/or competency enhancement
peningkatan kompetensi dengan perincian sebagai activities as detailed below:
berikut:
Jenis Pelatihan dan Materi Waktu dan Tempat
Nama Jabatan Pelatihan Pelaksanaan Penyelenggara
Name Position Training Types and Training Time and Location of Organizer
Materials Implementation
Didiek Hartantyo Direktur Utama
President Director
Salusra Wijaya Direktur Keuangan
dan Manajemen
Risiko Rabu, 24 Mei 2023, Ballroom
Managing Director Cyber Security Awareness JRC, jakarta
KAI
of Finance and Townhall "Think Before Click" Wednesday, May 24 th 2023,
Risk Management Ballroom JRC, jakarta
Albertus Indarko Executive Vice
Wiyogo President of
Information
System
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 435
Annual and Sustainability Report
Page 436
Tata Kelola Perusahaan
Good Corporate Governance
Independensi Komite Teknologi Informasi Independence of the Information Technology
Committee
Perseroan telah memastikan bahwa seluruh anggota The Company has ensured that all members of the
Komite Teknologi Informasi tidak memiliki afiliasi dengan Information Technology Committee have no affiliation
anggota Direksi, anggota Dewan Komisaris, ataupun with members of the Board of Directors, members of the
pemegang saham pengendali. Selain itu, anggota Komite Board of Commissioners, or controlling shareholders. In
Teknologi Informasi bukan merupakan bagian dari addition, members of the Information Technology
pemegang saham Perseroan. Dengan demikian, Komite Committee are not part of the Company's shareholders.
Teknologi Informasi dipastikan dapat bersikap In this way, the Information Technology Committee is
independen dalam melaksanakan tugas dan tanggung guaranteed to be able to act independently in carrying
jawab serta terbebas dari hal-hal yang berpotensi out its duties and responsibilities and is free from matters
memengaruhi kemampuan untuk bekerja secara that have the potential to affect the ability to work
profesional, khususnya sebagai akibat adanya hubungan professionally, especially as a result of affiliated
afiliasi antara anggota dengan pengurus atau pemegang relationships between members and the management
saham Perseroan. or shareholders of the Company.
Rapat dan Laporan Singkat Pelaksanaan Kegiatan Meetings and Brief Reports on Implementation of
Komite Teknologi Informasi Tahun 2023 Information Technology Committee Activities in 2023
Untuk tahun 2023, Komite Teknologi Informasi telah For 2023, the Information Technology Committee has
melaksanakan tugas dan tanggung jawab melalui carried out its duties and responsibilities by holding
penyelenggaraan rapat, dengan materi pembahasan meetings, with discussion material including information
mencakup perencanaan strategis teknologi informasi, technology strategic planning, information technology
tata kelola teknologi informasi serta rencana investasi governance and information technology investment
teknologi informasi. plans.
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Meeting Attendance Attendance Reason for Absence
a. Direktur Utama / President director
b. Direktur Niaga / Managing Director of
Commerce
c. Direktur Operasi / Managing Director of
Operations
d. Direktur Pengelolaan Prasarana /
Managing Director of Infrastructure
e. Direktur Pengelolaan Sarana /
Managing Director of Rolling Stock
Selasa, 16 f. Direktur Keselamatan dan Keamanan /
Semua Peserta
Mei 2023 Cyber Security Managing Director of Safety and
Hadir / all
Tuesday, Awareness Security
participants
May 16 th, Campaign 2023 g. Direktur SDM dan Umum / Managing
were present
2023 Director of HR and General Affairs
h. Direktur Perencanaan Strategis dan
Pengembangan Usaha / Managing
Director of Strategic Planning and
Business Development
i. Direktur Keuangan dan Manajemen
Risiko / Managing Director of Finance
and Risk Management
j. EVP of Information System / EVP of
Information System
KOMITE PENYELESAIAN DAN TINDAK COMMITTEE FOR COMPLETION AND
LANJUT HASIL INVESTIGASI DAN HASIL CO/ FOLLOW-UP OF INVESTIGATION RESULTS
PEMERIKSAAN DAERAH ATAS KEJADIAN AND RESULTS OF CO/REGIONAL
KECELAKAAN KERETA API INSPECTIONS ON TRAIN ACCIDENTS
Komite Penyelesaian dan Tindak Lanjut Hasil Investigasi The Committee for Settlement and Follow-up of
dan Hasil CO/Pemeriksaan Daerah atas Kejadian Investigation Results and Results of CO/Regional
Kecelakaan Kereta Api merupakan organ yang dibentuk Inspections on Train Accidents is an organ formed to
untuk membantu Direksi dalam menindaklanjuti hasil assist the Board of Directors in following up on the results
investigasi dan CO atas kejadian kecelakaan kereta api, of investigations and COs on train accidents, determining
menetapkan pejabat yang bertanggung jawab sesuai officials who are responsible according to the causes
dengan penyebab yang tertulis di dalam hasil investigasi/ written in the results. investigation/CO, determining
CO, menetapkan sanksi, dan menetapkan penghargaan sanctions, and establishing awards for employees/
kepada pegawai/masyarakat yang dinilai telah ikut community who are deemed to have participated in
Laporan Tahunan dan Keberlanjutan
436 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 437
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
mencegah atau melakukan upaya sehingga kecelakaan preventing or making efforts so that train accidents can
KA dapat dihindari. Komite ini melaporkan hasil kerja be avoided. This committee reports the results of the
komite kepada Direktur Utama. committee's work to the President Director.
Tugas dan Tanggung Jawab Komite Duties and Responsibilities of the Committee
Komite ini memiliki tugas dan tanggung jawab dengan This committee has duties and responsibilities with the
perincian sebagai berikut: following details:
1. Menindaklanjuti hasil investigasi dan CO atas 1. Following up on the results of investigations and
terjadinya kecelakaan kereta api. CO regarding train accidents.
2. Menetapkan pejabat yang bertanggung jawab sesuai 2. Appoint the official responsible in accordance with
dengan penyebab yang tertulis didalam hasil the causes stated in the investigation report or the
investigasi atau hasil CO. CO (Cause of Occurrence) report.
3. Menetapkan sanksi bagi pejabat seperti yang 3. Determine sanctions for officials as referred to in
dimaksud pada butir 2 di atas. point 2 above.
4. Menetapkan penghargaan kepada pegawai dan atau 4. Establish awards for employees and/or the public
masyarakat yang dinilai telah ikut mencegah dan who are deemed to have contributed to preventing
atau melakukan upaya sehingga kecelakaan kereta and/or making efforts so that train accidents can
api tersebut dapat dihindari. be avoided.
Struktur dan Keanggotaan Komite Committee Structure and Membership
Struktur dan keanggotaan Komite untuk tahun 2023 The structure and membership of the Committee for 2023
dapat dilihat melalui tabel berikut ini. can be seen in the following table.
Nama Jabatan
Name Position
Para Direktur Terkait / Relevant Directors Pengarah
Director
Suparno (Direktur Personalia dan Umum) / (Director of HR and General Affairs) Ketua
Chairman
Sigit Winarto (VP of Safety) / (VP of Safety) Wakil Ketua
Vice Chairman
Ida Hidayati (EVP Pembinaan SDM) / (EVP of Human Resources Development) Sekretaris
Secretary
VP/Manager terkait / Related VP/Managers Anggota
Member
EVP/VP/Manager Hukum / EVP/VP/Manager of Legal Affairs Anggota
Member
Pejabat lainnya yang ditunjuk / Other appointed officials Anggota
Member
Ketua Tim Investigasi / Investigation Team Leader Anggota
Member
Ketua Umum SPKA Pendamping
General Chairman of SPKA Advisor
Tenaga Ahli Apabila dibutuhkan
Expert Personnel If Needed
Independensi Komite Committee Independence
Perseroan telah memastikan bahwa seluruh anggota The Company has ensured that all Committee members
Komite tidak memiliki afiliasi dengan anggota Direksi, have no affiliation with members of the Board of Directors,
anggota Dewan Komisaris, ataupun pemegang saham members of the Board of Commissioners, or controlling
pengendali. Selain itu, anggota Komite bukan merupakan shareholders. In addition, Committee members are not
bagian dari pemegang saham Perseroan. Dengan part of the Company's shareholders. In this way, it is
demikian, Komite dipastikan dapat bersikap independen ensured that the Committee can act independently in
dalam melaksanakan tugas dan tanggung jawab serta carrying out its duties and responsibilities and is free from
terbebas dari hal-hal yang berpotensi memengaruhi matters that have the potential to affect the ability to
kemampuan untuk bekerja secara profesional, khususnya work professionally, especially as a result of affiliated
sebagai akibat adanya hubungan afiliasi antara anggota relationships between members and the management
dengan pengurus atau pemegang saham Perseroan. or shareholders of the Company.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 437
Annual and Sustainability Report
Page 438
Tata Kelola Perusahaan
Good Corporate Governance
Rapat Komite dan Laporan Singkat Pelaksanaan Committee Meetings and Brief Report on the
Kegiatan Komite Tahun 2023 Implementation of Committee Activities in 2023
Untuk periode yang berakhir pada 31 Desember 2023, For the period ending December 31 st, 2023, the
Komite Penyelesaian dan Tindak Lanjut Hasil Investigasi Committee on the Resolution and Follow-Up of
dan Hasil CO/Pemeriksaan Daerah atas Kejadian Investigation Results and CO/Regional Inspection on
Kecelakaan Kereta Api tidak melaksanakan rapat komite, Train Accidents did not hold committee meetings.
namun menjalankan sejumlah pertemuan untuk However, it conducted a series of meetings to follow up
menindaklanjuti hasil investigasi dan CO atas terjadinya on the results of investigations and CO related to train
kecelakaan kereta api. accidents.
KOMITE EKSEKUTIF EXECUTIVE COMMITTEE
Komite Eksekutif merupakan komite yang dibentuk untuk The Executive Committee is a committee formed to assist
membantu Direksi dalam mengantisipasi perkembangan the Board of Directors in anticipating future
dan tuntutan di masa depan, yang membuat Perseroan developments and demands, which require the Company
perlu mempersiapkan kader-kader pemimpin yang to prepare a cadre of competent leaders. The Executive
kompeten. Komite Eksekutif bertugas untuk Committee is tasked with formulating, managing,
merumuskan, mengelola, melaksanakan, serta implementing and preparing the Company's leadership
mempersiapkan proses kaderisasi pemimpin Perseroan cadre process for the future. Moreover, the Executive
untuk masa mendatang. Lebih dari itu, Komite Eksekutif Committee also assists the Board of Directors in discussing
juga membantu Direksi dalam membahas hal-hal the Company's strategic matters.
strategis Perseroan.
Tugas dan Tanggung Jawab Komite Eksekutif Duties and Responsibilities of the Executive Committee
Sebagai komite pendukung Direksi, Komite Eksekutif As a supporting committee for the Board of Directors,
memiliki tugas dan tanggung jawab untuk melakukan the Executive Committee has the duties and
hal-hal yang diperlukan oleh Direksi dalam merumuskan, responsibilities to carry out tasks necessary for the Board
mengelola, melaksanakan, serta mempersiapkan kaderisasi of Directors in formulating, managing, implementing,
dalam rangka menghasilkan pemimpin masa depan bagi and preparing leadership cadres to produce future leaders
Perseroan. Di samping itu, Komite Eksekutif melakukan for the company. Additionally, the Executive Committee
penugasan-penugasan khusus dari Direksi, antara lain undertakes specific assignments from the Board of
terkait pembahasan hal-hal strategis Perseroan. Directors, including discussions related to the strategic
matters of the company.
Struktur dan Keanggotaan Komite Eksekutif Executive Committee Structure and Membership
Struktur dan keanggotaan Komite Eksekutif untuk tahun The structure and membership of the Executive
2023 adalah sebagai berikut: Committee for 2023 is as follows:
Nama Jabatan Keahlian
Name Position Expertise
Didiek Hartantyo Direktur Utama Bisnis / Business
President Director
Hadis Surya Palapa Direktur Niaga Keuangan, Bisnis / Finance,
Managing Director Of Commerce Business
Awan Hermawan Purwadinata Direktur Operasi Operasi, Prasarana / Operations,
Managing Director of Operation Infrastructure
Heru Kuswanto Direktur Pengelolaan Prasarana Prasarana / Infrastructure
Managing Director of Infrastructure
John Robertho Direktur Perencanaan Strategis dan Pengembangan Sarana, Keselamatan / Rolling
Usaha Stock, Safety
Managing Director of Strategic Planning and Business
Development
Sandry Pasambuna Direktur Keselamatan dan Keamanan Keselamatan / Safety
Managing Director of Safety and Security
Suparno Direktur SDM dan Umum SDM, Prasarana / HR,
Managing Director of Human Capital and General Infrastructure
Affairs
Rudi As Aturridha Direktur Pengembangan Usaha & Kelembagaan Business Development /
Managing Director of Business Development and Business Development
Institutional Relations
Laporan Tahunan dan Keberlanjutan
438 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 439
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Nama Jabatan Keahlian
Name Position Expertise
Salusra Wijaya Direktur Keuangan dan Manajemen Risiko Keuangan / Finance
Managing Director of Finance and Risk Management
Asdo Artriviyanto Pelaksana Tugas President Director Operasi / Operasi
Acting President Director
Tln Ahmad Malik Syah Direktur Utama Keuangan / Keuangan
President Director
Porwanto Handry Nugroho Direktur Utama Operasi / Operation
President Director
Dwiyana Slamet Riyadi Diperbantukan di PT Kereta Cepat Indonesia China Operasi / Operation
Assigned to PT Kereta Cepat Indonesia China
Hendy Helmy Direktur Utama Komersial / Commercial
President Director
Dwi Erni Ratnawati Executive Vice President of Internal Audit Auditor, SDM / Auditor, HR
Idrus Fauzi Executive Vice President of Rolling Stock Maintenance Sarana / Rolling Stock
Muh. Saiful Alam Executive Vice President of Technical Engineering and Sarana / Rolling Stock
Rolling Stock Asset
Irwansyah Executive Vice President UPT Balai Yasa Manggarai Sarana / Rolling Stock
Faizal Muhtadi Executive Vice President UPT Balai Yasa Yogyakarta Sarana / Rolling Stock
Deddy Hendrady Executive Vice President UPT Balai Yasa Lahat Sarana / Rolling Stock
Mohamad Nurul Huda Dwi Executive Vice President of Non Railway Assets Auditor / Auditor
Santoso
Raden Agus Dwinanto Budiadji Executive Vice President of Corporate Secretary Komersial / Commercial
Yuskal Setiawan Executive Vice President Divisi Regional III Palembang Operasi / Operation
Januri Acting Executive Vice President Divisi Regional IV Sarana / Rolling Stock
Tanjungkarang
Iwan Eka Putra Executive Vice President Daerah Operasi 1 Jakarta Jalan dan Jembatan / Tracks
and Bridges
Wisnu Pramudyo Executive Vice President Daerah Operasi 8 Surabaya Operasi / Operation
Takdir Santoso Executive Vice President Daerah Operasi 2 Bandung Jalan dan Jembatan / Tracks
and Bridges
Daniel Johannes Hutabarat Acting Executive Vice President Daerah Operasi 4 Sinyal dan Telekomunikasi
Semarang Listrik / Electric Signaling and
Telecommunications
Bambang Respationo Acting Executive Vice President Daerah Operasi 6 Operasi / Operation
Yogyakarta
Muh. Sahli Executive Vice President of New Business Development Operasi / Operation
and Strategic Projects
Agus Setiyono Executive Vice President of Training and Education Ir. H. Sarana, SDM / Rolling Stock, HR
D juanda
Ida Hidayati Executive Vice President of Personnel Care, Control, and SDM / HR
Development
Fredi Firmansyah Executive Vice President of Freight Marketing and Sales Sarana, Komersial / Rolling
Stock, Commercial
Ririn Widi Astutik Acting. Executive Vice President of Passenger Transport Komersial / Commercial
Marketing and Sales
Iqbal T Iskandar Acting Executive Vice President of Operation Personnel Operasi / Operation
Hendra Wahyono Executive Vice President of Operation Management Operasi / Operation
Sukamto Acting Executive Vice President of Track and Bridge Jalan dan Jembatan / Tracks
and Bridges
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 439
Annual and Sustainability Report
Page 440
Tata Kelola Perusahaan
Good Corporate Governance
Nama Jabatan Keahlian
Name Position Expertise
Wahyu Cahyono Executive Vice President of Signalling,Telecomunication, Sinyal dan Telekomunikasi
and Electricity Listrik / Electric Signaling and
Telecommunications
Jagatsyah Aminullah Executive Vice President of Finance Consolidation Keuangan / Finance
Januar Parlindungan Executive Vice President of Revenue and Cost Keuangan / Finance
Consolidation
Albertus Indarko Wiyogo Acting Executive Vice President of Information System Keuangan / Finance
Agus Sobari Executive Vice President of Risk Management Keuangan / Finance
Mochamad Purnomosidi Executive Vice President of Light Rail Transit Jabodebek Sarana / Means
Emanuel Kurniawan Executive Vice President of Subsidiary Management
Kriswijayanto
Roni Komar Executive Vice President of Strategic Business Planning Sinyal dan Telekomunikasi
and Investment Listrik / Electric Signaling and
Telecommunications
Muhamad Abrar Executive Vice President of Project Development Jalan dan Jembatan / Tracks
and Bridges
Yurish Wibawa Executive Vice President of Non Railway Assets Business & Assets Development
Development / Business & Assets
Development
Endro Rahardjo Deputy of Digital Transformation Office 1 IT / IT
Subandi Deputy of Digital Transformation Office 2 Sinyal dan Telekomunikasi
Listrik, IT / Electric Signaling
and Telecommunications, IT
Suryawan Putra Hia Executive Vice President of Logistics Sinyal dan Telekomunikasi
Listrik / Electric Signaling and
Telecommunications
Dicky Eka Priandana Vice President Daerah Operasi 3 Cirebon Operasi / Operation
Dominicus Agung Wawan Vice President Daerah Operasi 5 Purwokerto Sarana / Means
Purnawan
Mulyani Vice President Daerah Operasi 7 Madiun Keuangan / Finance
Buntar Ris Wirawan Buntar Ris Wirawan Operasi, Komersial / Operation,
Vice President Daerah Operasi 9 Jember Commercial
Sigit Winarto Vice President of Safety Sinyal dan
TelekomunikasiListrik, Safety /
Electric Signaling and
Telecommunications, Safety
Independensi Komite Eksekutif Independence of the Executive Committee
Perseroan telah memastikan bahwa anggota Komite The Company has ensured that members of the Executive
Eksekutif tidak memiliki afiliasi dengan anggota Direksi, Committee have no affiliation with members of the Board
anggota Dewan Komisaris, ataupun pemegang saham of Directors, members of the Board of Commissioners,
pengendali. Selain itu, anggota Komite Eksekutif bukan or controlling shareholders. In addition, members of the
merupakan bagian dari pemegang saham Perseroan. Executive Committee are not part of the Company's
Dengan demikian, Komite Eksekutif dipastikan dapat shareholders. In this way, the Executive Committee is
bersikap independen dalam melaksanakan tugas dan guaranteed to be able to act independently in carrying
tanggung jawab serta terbebas dari hal-hal yang out its duties and responsibilities and is free from matters
berpotensi memengaruhi kemampuan untuk bekerja that have the potential to affect the ability to work
secara profesional, khususnya sebagai akibat adanya professionally, especially as a result of affiliated
hubungan afiliasi antara anggota dengan pengurus atau relationships between members and the management
pemegang saham Perseroan. or shareholders of the Company.
Laporan Tahunan dan Keberlanjutan
440 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 441
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pelatihan Komite Eksekutif Tahun 2023 Training for the Executive Committee in 2023
Jenis Pelatihan
dan Materi Tempat
Nama Jabatan Pelatihan Tanggal Pelaksanaan Penyelenggara
Name Position Types of Training Date Place of Organizer
and Training Implementation
Materials
Direktur Utama PT
Strategic Market 19 -20 Oktober
Tln Ahmad Kereta Api Logistik / Prama Sanur Markplus
Intelligence for 2023 / October
Malik Syah President Director of PT Beach Hotel Bali Institute
Leaders 19 th -20 th, 2023
Kereta Api Logistik
Executive Vice President 15-16 Februari
Faizal Muhtadi UPT Balai Yasa Public Speaking 2023 / February - Kaya Tjokro
Yogyakarta 15 th - 16 th, 2023
22-25 November
Character
2023 / November - BY LT LAHAT
Building
Deddy Executive Vice President 22 nd-25 th, 2023
Hendrady UPT Balai Yasa Lahat
Project 5-7 Juli 2023 /
- -
Management July 5 th-7 th, 2023
Raden Agus 15-16 Februari
Executive Vice President
Dwinanto Public Speaking 2023 / February - Kaya Tjokro
of Corporate Secretary
Budiadji 15 th-16 th, 2023
Executive Vice President
15-16 Februari
of New Business
Muh. Sahli Public Speaking 2023 / February - Kaya Tjokro
Development and
15 th-16 th, 2023
Strategic Projects
7 Februari - 25
Executive Vice President Advanced Human
Maret 2023 /
Agus Setiyono of Training and Capital - CHRP Atmajaya
February 7 th -
Education Ir. H. D juanda Accomplished
March 25 th, 2023
Executive Vice President
8-9 November
of Personnel Care, 3 rd Build A Future
Ida Hidayati 2023 / November - -
Control, and Team Conference
8 th - 9 th, 2023
Development
13 Maret - 3 Juni
PT Kuncie Pintar
Mini MBA Kuncie 2023 / March 13 th -
Plt. Executive Vice Nusantara
- June 3 rd, 2023
Ririn Widi President of Passenger
Astutik Transport Marketing
Business 13 - 17 Februari PT Linxbrain
and Sales
Ecosystems an 2023 / February - Cemerlang
Exclusive 13 th - 17 th, 2023 Digital
Executive Vice President Indonesia 9-10 Maret 2023 /
Mochamad PT. Daya Makara
of Light Rail Transit Leadership March 9 th - 10 th, Bali
Purnomosidi UI
Jabodebek Forum 2023
Vice President Daerah
13 Maret - 3 Juni
Operasi 7 Madiun / Vice PT Kuncie Pintar
Mulyani Mini MBA Kuncie 2023 / March 13 th -
President District Nusantara
- June 3 rd, 2023
Operation 7 Madiun
Rapat dan Laporan Singkat Pelaksanaan Kegiatan Meetings and Brief Report on Implementation of
Komite Eksekutif Tahun 2023 Executive Committee Activities in 2023
Untuk tahun 2023, Komite Eksekutif telah melaksanakan For 2023, the Executive Committee has carried out its
tugas dan tanggung jawabnya melalui penyelenggaraan duties and responsibilities through holding meetings 1
rapat sebanyak 1 kali. times.
Tanggal Agenda Rapat Peserta Rapat Kehadiran
Date Meeting Agenda Meeting Participant Attendance
Persiapan Angkutan Operasi Nataru 2023/2024 / Semua anggota komite / All
30/10/2023 100%
Preparation for Transport of Nataru Operation 2023/2024 Committees Member
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 441
Annual and Sustainability Report
Page 442
Tata Kelola Perusahaan
Good Corporate Governance
SEKRETARIS PERUSAHAAN
COMPANY SECRETARY
Sekretaris Perusahaan merupakan organ yang The Corporate Secretary is an organ that supports the
mendukung Perseroan dalam mengelola hubungan antar- Company in managing relations between the Company's
organ Perseroan, hubungan antara Perseroan dengan organs, the relationship between the Company and all
seluruh pemangku kepentingan, serta pemenuhan stakeholders, as well as the Company's compliance with
Perseroan terhadap ketentuan peraturan perundang- the provisions of applicable laws and regulations. The
undangan yang berlaku. Perseroan menetapkan Company determines the Corporate Secretary as a
Sekretaris Perusahaan sebagai fungsi yang berada satu function that is one level below the Board of Directors.
tingkat di bawah Direksi. Penyelenggaraan fungsi The Corporate Secretary function is carried out by
Sekretaris Perusahaan dilakukan dengan mengangkat appointing a Corporate Secretary official, in accordance
pejabat Sekretaris Perusahaan, sesuai kriteria dan with the special criteria and provisions that apply to SOE.
ketentuan khusus yang berlaku bagi BUMN. Sekretaris The Corporate Secretary is appointed and dismissed by
Perusahaan diangkat dan diberhentikan oleh Direktur the President Director through approval from the Board
Utama melalui persetujuan Dewan Komisaris, berdasarkan of Commissioners, based on the Company's internal
mekanisme internal Perseroan. Fungsi Sekretaris mechanisms. The Corporate Secretary function is led by
Perusahaan dipimpin oleh seorang Executive Vice an Executive Vice President (EVP) of Corporate Secretary,
President (EVP) of Corporate Secretary yang who reports directly to the President Director.
bertanggung jawab secara langsung kepada Direktur
Utama.
FUNGSI, TUGAS, DAN TANGGUNG JAWAB FUNCTIONS, DUTIES AND RESPONSIBILITIES
SEKRETARIS PERUSAHAAN OF THE CORPORATE SECRETARY
Sekretaris Perusahaan memiliki fungsi, tugas, dan The Corporate Secretary has functions, duties and
tanggung jawab dengan perincian sebagai berikut: responsibilities with the following details:
1. Menyelenggarakan fungsi corporate office dalam 1. Carrying out corporate office functions in terms of
hal pengelolaan informasi dan dokumen Perseroan, managing Company information and documents,
Corporate Social Responsibility, corporate public Corporate Social Responsibility, corporate public
information and communication, corporate office, information and communication, corporate office,
and board of Directors Administration & Protocol. and board of Directors Administration & Protocol.
2. Memastikan kepatuhan atas pelaksanaan GCG 2. Ensure compliance with GCG implementation
melalui penerapan sistem pelaporan pelanggaran through the implementation of a violation
(Whistlebowing System). reporting system (Whistlebowing System).
3. Memastikan Perseroan mematuhi ketentuan tentang 3. Ensure that the Company complies with the
persyaratan keterbukaan dan pengungkapan dalam provisions regarding openness and disclosure
Laporan Tahunan. requirements in the Annual Report.
4. Memastikan penerapan kebijakan manajemen mutu 4. Ensuring the implementation of quality
dan pemantauan implementasi KPKU (Kriteria management policies and monitoring the
Penilaian Kinerja Unggul) di lingkungan Perseroan. implementation of KPKU (Criteria for Evaluation of
Superior Performance) within the Company.
5. Mengintegrasikan dan mengkonsolidasikan unit 5. Integrate and consolidate subordinate
organisasi di bawahnya. organizational units.
Laporan Tahunan dan Keberlanjutan
442 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 443
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PROFIL SEKRETARIS PERUSAHAAN PROFIL EVP CORPORATE SECRETARY
RADEN AGUS DWINANTO BUDIADJI
Executive Vice President of Corporate Secretary
Periode Menjabat / Term of 2023 - sekarang (Periode Pertama) / 2023 - Present (First Periode)
Office
Kewarganegaraan / Citizenship Indonesia
Domisili / Domicile Bandung
Tempat dan Tanggal Lahir / Purwokerto, 8 Agustus 1982 / Purwokerto, August 8 th, 1982
Place and Date of Birth
Usia / Age 41 tahun / 41 years
Dasar Hukum Penunjukan / Diangkat untuk pertama kalinya sebagai Plt EVP of Corporate Secretary PT Kereta Api
Legal Basis of Appointment Indonesia (Persero) berdasarkan putusan Menteri SK.U/KH.608/IV/1/SAP/KA-2023 tanggal
18 April 2023 / Appointed for the first time as Acting EVP of Corporate Secretary of PT
Kereta Api Indonesia (Persero) based on the Ministerial Decree SK.U/KH.608/IV/1/SAP/KA-
2023 dated April 18 th, 2023.
Rangkap Jabatan / Concurrent Komisaris Utama KAI Wisata
Positions
Sertifikasi / Certification -
Kepemilikan Saham KAI / KAI -
Shareholding
Riwayat Pendidikan
• S1 Manajemen, 2006 Universitas Gadjah Mada / Bachelor’s Degree in Management, 2006 University of Gajah Mada
Riwayat Jabatan
• Executive Vice President Daerah Operasi 6 Yogyakarta 11 Januari 2023 - 17 April 2023 / Executive Vice President District
Operation 6 Yogyakarta January 11 th, 2023 - April 17 th, 2023
• Corporate Deputy Director of Passenger Transport Marketing and Sales 17 Maret 2021 – 10 Januari 2023 / Corporate Deputy
Director of Passenger Transport Marketing and Sales March 17 th, 2021 – January 10 th, 2023
• Director Of Operation PT KA Wisata 17 Juli 2020 – 17 Maret 2020 / Director Of Operation PT KA Wisata July 17 th, 2020 – March
17 th, 2020
• Deputy Executive Vice President Daerah Operasi 4 Semarang 11 Februari 2020 – 16 Juli 2020 / Deputy Executive Vice President
District Operation 4 Semarang February 11 th, 2020 – July 16 th, 2020
• Deputy Executive Vice President Daerah Operasi 3 Cirebon 23 Januari 2019 – 10 Februari 2020 / Deputy Executive Vice
President District Operation 3 Cirebon January 23 rd, 2019 – February 10 th, 2020
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 443
Annual and Sustainability Report
Page 444
Tata Kelola Perusahaan
Good Corporate Governance
PROGRAM PENINGKATAN KOMPETENSI CORPORATE SECRETARY COMPETENCY
SEKRETARIS PERUSAHAAN IMPROVEMENT PROGRAM
Nama Jabatan Nama Pelatihan Tanggal Pelaksanaan Penyelenggara
Name Position Trainings Name Date Organizer
Executive Vice Pelatihan Public Speaking / Public 15 – 16 Februari 2023 / Kaya Tjokro
Raden Agus
President of Speaking Training February 15 th – 16 th,
Dwinanto
Corporate 2023
Budiadji
Secretary
Penerapan Pedoman Tata Kelola 26 – 27 Oktober 2023 / Indonesia Training
dan Kegiatan Korporasi BUMN / October 26 th – 27 th 2023 Institute &
Application of Governance Consulting Services
Guidelines and Corporate
Activities for State-Owned
Vice President of Enterprises
Qualtiy Assurance
Risk Management and ESG 26 – 27 Oktober 2023 / IAI Jawa Barat
Arman Hidayat and Good
Implementation for Business October 26 th – 27 th 2023
Corporate
Resillience
Goverance
Executive Briefing ISO 9001:2015 8 Mei 2023 / May 8 th, BSI Training
dan ISO 37001:2016 2023 Academy
Akuntansi Manajemen / 19 Desember 2023 / IAI Jawa Barat
Management Accounting December 19 th, 2023
Executive Briefing ISO 9001:2015 8 Mei 2023 / May 8 th, BSI Training
dan ISO 37001:2016 2023 Academy
NAN’s Expert Course in Digital 6 – 10 November 2023 / The National
Preservation November 6 th – 10 th, Archives of The
Vice President of
Nathan 2023 Netherlands, (NAN)
Corporate
Marihottua
Document Pendidikan dan Pelatihan 14 – 16 November 2023 / Arsip Nasional
Siahaan
Management Penyelenggaraan Kearsipan bagi November 14 th – 16 th, Republik Indonesia
Pimpinan Unit Kearsipan Tahun 2023 (ANRI)
2023 / Education and Training
Archiving Management for Unit
Leaders in 2023
Vice President of Spoke Person Master Class 23 Oktober 2023 / Kementrian BUMN
Joni Martinus
Public Relation October 23 rd, 2023
PELAKSANAAN TUGAS SEKRETARIS IMPLEMENTATION OF CORPORATE
PERUSAHAAN TAHUN 2023 SECRETARY DUTIES IN 2023
Sekretaris Perusahaan telah melaksanakan tugas dan The Corporate Secretary has carried out his duties and
tanggung jawab untuk tahun 2023, dengan perincian responsibilities for 2023, with the following details:
sebagai berikut:
1. Menyelenggarakan dan mendokumentasikan Rapat 1. Organize and document the Annual General Meeting
Umum Pemegang Saham pada tahun 2023 yaitu of Shareholders in 2023, including:
a. Rapat Umum Pemegang Saham (RUPS) RKAP a. The Annual General Meeting of Shareholders
2023 yang diselengarakan pada 30 Januari 2023 (AGM) for the 2023 RKAP held on January 30 th,
2023.
b. Pengesahan Berita Acara Rapat Umum b. The ratification of the minutes of the Annual
Pemegang Saham (RUPS) Tahun Buku 2023 General Meeting of Shareholders (AGM) for the
oleh Notaris yang diselenggarakan pada tanggal fiscal year 2023 by a Notary, held on January
30 Januari 2023 30 th, 2023.
2. Melaksanakan kegiatan TJSL (Bina Lingkungan 2. Implement TJSL (Community Development)
dengan Program KAI Quick Respon, KAI DungMas, activities with programs such as KAI Quick
KAI Sehat Sejahtera, KAI EduFriend, Beasiswa KAI, Response, KAI DungMas, KAI Sehat Sejahtera, KAI
Pelatihan Sahabat Difabel, Beasiswa untuk Yayasan EduFriend, KAI Scholarships, Training for Disabled
BUMN / Program Kolaborasi Bantuan Pendidikan Friends, Scholarships for SOE Foundations/
KAI Pling, KAI Sar-i, KAI Go Green) mulai Januari Collaborative Educational Assistance Programs, KAI
hingga Desember 2023 Pling, KAI Sar-i, and KAI Go Green from January to
December 2023.
3. Melaksanakan Program TJSL insidentil Tahap I s.d 3. Implement incidental TJSL Programs from Phase
IV mulai Januari hingga Desember 2023. I to IV from January to December 2023.
Laporan Tahunan dan Keberlanjutan
444 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 445
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
4. Menyelenggarakan Program Pendanaan UMK 4. Organize the UMK (Micro Business) Funding
(PUMK) Program.
5. Menyelenggarakan Kegiatan Pameran MIKA, 5. Organize the MiKA Exhibition, MiKA Hasanah, MiKA
Kegiatan MiKA Hasanah, MiKA Next Class, MiKA Go Next Class, and MiKA Go Global events.
Global
6. Mendukung Sosialisasi Keselamatan PERKA, 6. Support the socialization of PERKA safety
Dukungan kegiatan anti pelecehan/kekerasan regulations and activities against harassment/
wanita diatas KA violence against women on trains.
7. Melaksanakan kegiatan Bersih-Bersih Lingkungan 7. Implement environmental clean-up activities (BBL)
(BBL) dan Branding Desa Binaan USD and branding for USD-assisted villages.
8. Melaksanakan kegiatan penatausahaan arsip surat- 8. Manage the archiving of official correspondence
menyurat dinas, dan dokumen perusahaan lainnya, and other company documents, monitor the
melakukan pemantauan penata usahaan dokumen archiving of regional documents, manage
daerah serta pengelolaan saraan telekomunikasi telecommunications, and handle official
dan penatausahaan warta dinas. Berdasarkan communication archiving. According to the 2023
laporan kinerja tahun 2023, Pelayanan dokumen performance report, 700,636 documents were
sebanyak 700.636 Dokumen processed.
9. Melaksanakan penatausahaan dokumen kepemilikan 9. Manage the archiving of asset ownership documents,
asset meliputi: tanah, bangunan dinas dan tumah including land, official buildings and company
perusahaan, prasarana, jalan rel dan jembatan, serta houses, infrastructure, railway tracks and bridges,
sarana, sinyal, dan rolling stock. Berdasarkan as well as facilities, signaling, and rolling stock.
laporan kinerja tahun 2023, Pelayanan dokumen According to the 2023 performance report, 944 asset
kepemilikan aset sebanyak 944 Dokumen. ownership documents were processed.
10. Melakukan penatausahaan dokumen legal berupa 10. Manage legal documents, including Memoranda
Memorandum of Understanding (MoU), Kontrak/ of Understanding (MoUs), contracts/agreements,
Perjanjian Kerjasama, Surat Perjanjian dan Dokumen and other legal documents. According to the 2023
Legal lainnya. Berdasarkan laporan kinerja tahun performance report, 380,100 legal documents were
2023, Pelayanan dokumen legal sebanyak 380.100 processed.
Dokumen.
11. Memastikan Kepatuhan Perusahaan atas Penerapan 11. Ensure company compliance with the
GCG dengan melakukan: implementation of GCG by conducting:
a. Kegiatan Asesmen GCG, merupakan a. GCG Assessment activities, which involve
Pengukuran terhadap penerapan GCG measuring GCG implementation conducted
dilakukan secara berkala setiap tahun. periodically every year. For the 2023
Pengukuran tahun kinerja 2023 dilakukan secara performance year, the measurement was
mandiri oleh oleh assessor internal Perusahaan conducted independently by the company's
dengan hasil skor 93,017 predikat Sangat Baik. internal assessor with a score of 93.017,
indicating "Very Good."
b. Kegiatan monitoring tindak lanjut rekomendasi b. Monitoring follow-up on GCG assessment
assessment GCG, Hasil monitoring tindak lanjut recommendations. In 2023, there were 54
rekomendasi assessment GCG kinerja 2022, recommendations from BPKP based on the
pada tahun 2023 terdapat 54 rekomendasi yang 2022 GCG assessment, of which 18
diberikan oleh BPKP (18 rekomendasi telah recommendations were followed up and 36
ditindaklanjuti dan 36 rekomendasi belum recommendations were not yet addressed.
ditindaklanjuti).
c. Kegiatan Monitoring Pengendalian Gratifikasi, c. Monitoring of gratification control. During the
dalam penyelenggaraan kegiatan monitoring monitoring of gratification control and the
pengendalian gratifikasi dan laporan gratifikasi processing of gratification reports, there were
yang telah diproses terdapat 6 laporan 6 gratification reports consisting of 4 rejections
gratifikasi yang terdiri dari 4 penolakan dan 2 and 2 acceptances.
penerimaan gratifikasi
d. Kegiatan pengelolaan pelaporan dugaan d. Management of reports on alleged violations
pelanggaran (WBS), selama tahun 2023 terdapat (WBS). Throughout 2023, there were 17 WBS-
17 laporan terkait WBS yang telah diproses. related reports processed.
e. Kegiatan monitoring kepatuhan penyampaian e. Monitoring compliance with the submission of
Laporan Harta Kekayaan Penyelenggara Negara State Officials' Wealth Reports (LHKPN). As of
(LHKPN), Dari hasil monitoring penyampaian December 31 st, 2023, monitoring of periodic
LHKPN periodik 2023 per tanggal 31 Desember LHKPN submissions showed 100% compliance
2023 diketahui kepatuhan penyampaian LHKPN from a total of 826 KAI employees.
sebesar 100% dari total pegawai KAI sebanyak
826 orang.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 445
Annual and Sustainability Report
Page 446
Tata Kelola Perusahaan
Good Corporate Governance
f. Monitoring Kepatuhan Pedoman Perilaku f. Monitoring compliance with the Code of
(Code of Conduct). Insan KAI yang telah Conduct. By December 31 st, 2023, 28,071 KAI
menandatangani pedoman perilaku sampai personnel (100%) had signed the Code of
dengan 31 Desember 2023 adalah sebanyak Conduct.
28071 orang (100%)
g. Program implementasi ISO 37001:2016 tentang g. Implementation of ISO 37001:2016 on Anti-
Sistem Manajemen Anti Penyuapan (SMAP), Bribery Management Systems (ABMS). The
Perusahaan telah mendapatkan 4 (empat) company has obtained 4 ISO 37001:2016 ABMS
sertifikat ISO 37001:2016 SMAP dengan ruang certifications covering 20 units at the Head
lingkup 20 Unit di Kantor Pusat yang mewakili Office, including all Directorates, Daop 3 Cirebon,
seluruh Direktorat, Daop 3 Cirebon, Divre 3 Divre 3 Palembang, and Balai Yasa Manggarai
Palembang dan Balai Yasa Manggarai. Barang for goods and services.
dan Jasa.
h. Sosialisasi GCG, Sosialisasi GCG pada tahun 2023 h. GCG Socialization. In 2023, GCG socialization
telah dilakukan sebanyak 23 kegiatan secara activities were conducted 23 times both online
online dan offline kepada Stakeholder (Internal and offline for stakeholders (internal and
dan eskternal) dan sosialisasi rutin yang external), with routine socialization carried out
dilakukan melalui media internal Perusahaan through the company’s internal media every
setiap bulan. month.
12. Penerapan Sistem Manajemen Mutu dengan 12. Implementation of Quality Management Systems
melakukan: by:
a. Monitoring Implementasi SMM ISO 9001:2015 a. Monitoring the implementation of ISO 9001:2015
dilaksanakan melalui pendampingan Quality Management Systems (QMS) through
implementasi di 6 Balai Yasa Sarana, 9 Daerah support at 6 Balai Yasa Sarana, 9 Operational
Operasi, 4 Divisi Regional, Unit Corporate Areas, 4 Regional Divisions, Corporate Document
Document Management, Unit Training and Management Unit, Training and Education Unit
Education Ir. H. D juanda, Unit CC 121, Balai Yasa Ir. H. D juanda, Unit CC 121, Balai Yasa Jembatan
Jembatan Kiaracondong, dan Balai Yasa Kiaracondong, and Balai Yasa Mekanik Cirebon
Mekanik Cirebon Prujakan Prujakan.
b. Audit Mutu Internal ISO 9001:2015 dilaksanakan b. Conducting internal audits of ISO 9001:2015 QMS
guna memastikan efektifitas penerapan Sistem to ensure the effectiveness of the Quality
Manajemen Mutu dan Kesiapan Unit dalam Management System and the readiness of units
menghadapi Auti Mutu Eksternal guna for external quality audits to maintain ISO
mempertahankan sertifikat SMM ISO 9001:2015. 9001:2015 certification.
c. Pendampingan Audit Mutu Eksternal (Audit c. Assisting with external quality audits
Sertifikasi, Audit Resertifikasi, Audit (Certification Audits, Recertification Audits,
Surveillance) di 6 Balai Yasa Sarana, 9 Daerah Surveillance Audits) at 6 Balai Yasa Sarana, 9
Operasi, 4 Divisi Regional, Unit Corporate Operational Areas, 4 Regional Divisions,
Document Management, Unit Training and Corporate Document Management Unit,
Education IR. H. D juanda, Unit CC 121, Balai Training and Education Unit Ir. H. D juanda, Unit
Yasa Jembatan Kiaracondong, dan Balai Yasa CC 121, Balai Yasa Jembatan Kiaracondong, and
Mekanik Cirebon Prujakan. Balai Yasa Mekanik Cirebon Prujakan. Mekanik
Cirebon Prujakan.
13. Melakukan Kegiatan Peningkatan Mutu dengan 13. Quality Improvement Activities included:
kegiatan beberapa hal antara lain:
a. Menyenggarakan Kegiatan Award Internal, a. Organizing Internal Awards, specifically:
yaitu:
• Innovation & Improvement Award pada • Innovation & Improvement Award held
tanggal 15 s.d. 17 Agustus 2023 from August 15 th to 17 th, 2023 at Hotel Illira,
dilaksanakan di Hotel Illira, Banyuwangi Banyuwangi, with 62 finalist teams and 139
dengan jumlah peserta final 62 Tim/139 participants.
Orang.
b. Mengikuti Kegiatan Award Eksternal, yaitu: b. Participating in External Awards, specifically:
• Keikutsertaan Temu Karya Mutu dan • Participation in the National Quality and
Produktivitas Nasional (TKMPN) XXVII Tahun Productivity Workshop (TKMPN) XXVII in
2023 pada tanggal 17 s.d. 30 November 2023 Yogyakarta from November 17 to 30, 2023,
di Yogyakarta dengan mengirimkan 31 with 31 participants and 13 teams, achieving
Orang/13 Tim dengan perolehan 2 Diamond, 8 Platinum, and 3 Gold awards
penghargaan 2 Diamond, 8 Platinum dan (Diamond range: 94-100; Platinum range:
3 Gold (range penilaian Diamond 94 - 100; 87-93.9; Gold range: 79-86.9; Silver range:
Platinum 87 – 93,9; Gold 79-86,9; Silver 70 70-78.9; Bronze range: 60-69.9).
– 78,9; Bronze 60 – 69,9)
Laporan Tahunan dan Keberlanjutan
446 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 447
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
c. Kegiatan Coaching kepada perwakilan auditor c. Conducting coaching sessions for internal
internal SMM ISO 9001:2015 berasal seluruh auditors of SMM ISO 9001:2015 from all Daops,
Daop, Divre, Balai Yasa Sarana, Balai Yasa Divres, Balai Yasa Sarana, Balai Yasa Prasarana,
Prasarana, Kantor Pusat dan Unit USQ the Central Office, and Unit USQ.
14. Penerbitan 12 Edisi E-Magz. 14. Publishing 12 editions of the E-Magz.
15. Memproduksi 2 buku Perusahaan. 15. Producing 2 company books.
16. Melakukan penerbitan siaran pers sebanyak 301 judul. 16. Issuing 301 press releases.
17. Melayani 947 orang permintaan public. 17. Handling 947 public requests.
18. Memproduksi 110 Video Perusahaan. 18. Producing 110 company videos.
UNIT INTERNAL AUDIT
INTERNAL AUDIT UNIT
STRUKTUR ORGANISASI UNIT INTERNAL INTERNAL AUDIT UNIT ORGANIZATIONAL
AUDIT STRUCTURE
Berdasarkan Keputusan Direksi PT KAI (Persero) Nomor: Based on the Decree of the Board of Directors of PT KAI
KEP.U/ KO.104/V/4/KA-2016 Tanggal 26 Mei 2016 tentang (Persero) Number: KEP.U/ KO.104/V/4/KA-2016 dated May
Organisasi dan Tata Laksana Unit Internal Audit/Satuan 26 th, 2016 concerning the Organization and
Pengawasan Intern, Struktur Organisasi Unit Internal Management of the Internal Audit Unit/Internal Audit
Audit adalah sebagai berikut. Unit, the Organizational Structure of the Internal Audit
Unit is as follows .
EVP
INTERNAL AUDIT
(UI)
VP VP VP VP
GENERAL AUDIT 1 GENERAL AUDIT 2 SPESIAL AUDIT Evaluation,
(UI.1) (UI.2) (UIS) Monitoring
& Administration
(UIA)
SENIOR AUDITOR 1 SENIOR AUDITOR 1 SENIOR AUDITOR 1
GENERAL AUDIT GENERAL AUDIT GENERAL AUDIT
MANAGER MANAGER MANAGER
Evaluation, Evaluation, Program &
Monitoring Monitoring Administration
External & Special Operational Audit Internal Audit
Audit (UIAE) (UIAO) (UIAA)
SENIOR AUDITOR 2 SENIOR AUDITOR 2 SENIOR AUDITOR 2
ASSISTANT
ASSISTANT ASSISTANT
MANAGER
MANAGER MANAGER
Program & Finance
Evaluation & Evaluation,
Administration
Monitoring Monitoring
Internal
External Audit Operational Audit
Audit
AUDITOR 1 AUDITOR 1 AUDITOR 1
ASSISTANT ASSISTANT ASSISTANT
MANAGER MANAGER MANAGER
Evaluation & Data Processing & General
AUDITOR 2 AUDITOR 2 AUDITOR 2 Monitoring Internal Audit Administration
Special Audit Report Internal Audit
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 447
Annual and Sustainability Report
Page 448
Tata Kelola Perusahaan
Good Corporate Governance
KEDUDUKAN UNIT INTERNAL AUDIT DALAM POSITION OF THE INTERNAL AUDIT UNIT IN
STRUKTUR ORGANISASI THE ORGANIZATIONAL STRUCTURE
Berdasarkan Keputusan Direksi PT KAI (Persero) Nomor Based on the Decree of the Board of Directors of PT KAI
KEP.U/ KO.104/V/4/KA-2016 Tanggal 26 Mei 2016 tentang (Persero) Number KEP.U/ KO.104/V/4/KA-2016 dated May
Organisasi dan Tata Laksana Unit Internal Audit/Satuan 26 th, 2016 concerning the Organization and
Pengawasan Intern, Unit Internal Audit berkedudukan Management of the Internal Audit Unit/Internal Supervision
di Kantor Pusat Perseroan, yaitu di Bandung. Secara Unit, the Internal Audit Unit is located at the Company's
struktural, Unit Internal Audit berada satu tingkat di Head Office, namely in Bandung. Structurally, the Internal
bawah Direksi dan bertanggung jawab secara langsung Audit Unit is one level below the Board of Directors and
kepada Direktur Utama. is directly responsible to the President Director.
PIHAK YANG MENGANGKAT DAN PARTY WHO APPOINTS AND DISMISSES THE
MEMBERHENTIKAN KEPALA UNIT AUDIT HEAD OF THE INTERNAL AUDIT UNIT
INTERNAL
Mengacu pada Keputusan Direksi PT KAI (Persero) Nomor: Referring to the Decree of the Board of Directors of PT
SK.U/KG.210/II/1/KA-2022 tanggal 10 Februari 2022 tentang KAI (Persero) Number: SK.U/KG.210/II/1/KA-2022 dated
Penetapan Piagam Internal Audit, Kepala Unit Audit February 10 th, 2022 concerning Determination of the
Internal diangkat dan diberhentikan dengan ketentuan Internal Audit Charter, the Head of the Internal Audit
sebagai berikut: Unit is appointed and dismissed with the following
1. Unit Internal Audit dipimpin oleh seorang Kepala conditions:
SPI/ Executive Vice President yang diangkat dan 1. The Internal Audit Unit is led by a Head of SPI/
diberhentikan oleh Direktur Utama setelah Executive Vice President who is appointed and
mendapat persetujuan Dewan Komisaris. dismissed by the President Director after obtaining
2. Kepala Unit Internal Audit bertanggung jawab approval from the Board of Commissioners.
secara struktural kepada Direktur Utama, dapat 2. The Head of the Internal Audit Unit is structurally
berkomunikasi dengan Direksi dan berkoordinasi responsible to the President Director, can
dengan Komisaris melalui Komite Audit. communicate with the Board of Directors, and
coordinates with the Board of Commissioners
through the Audit Committee.
PIAGAM PENGAWASAN INTERNAL INTERNAL AUDIT CHARTER
Satuan Pengawas Intern Perseroan memiliki Piagam The Company's Internal Audit Unit has an Internal Audit
Internal Audit (Internal Audit Charter) sebagai dasar Charter as a basic reference for objectives, authority and
acuan bagi tujuan, kewenangan, dan tanggung jawab responsibilities related to internal audit activities, which
terkait aktivitas audit internal, yang ditetapkan are determined based on the Decree of the Directors of
berdasarkan Keputusan Direksi PT KAI (Persero) Nomor: PT KAI (Persero) Number: SK.U/KG.210/II /1/ KA-2022 dated
SK.U/KG.210/II/1/ KA-2022 tanggal 10 Februari 2022. February 10th, 2022. The KAI Internal Audit Charter applies
Piagam Internal Audit berlaku sebagai pedoman yang as a guideline that explains the position and activities
menjelaskan posisi dan aktivitas Satuan Pengawasan Intern of the Internal Audit Unit within the organization,
dalam organisasi, memberikan kewenangan akses authorizes access to records, personnel and physical
terhadap catatan, personil, dan properti fisik yang relevan property relevant to assignment practices, and defines
dengan praktik penugasan, serta mendefinisikan ruang the scope Internal Audit Unit activities.
lingkup aktivitas Satuan Pengawasan Intern.
Lebih dari itu, Piagam Pengawasan Intern memuat More than that, the Internal Supervision Charter contains
pengakuan terhadap eksistensi dan komitmen pemimpin recognition of the existence and commitment of leaders
atas fungsi Unit Internal Audit/Satuan Pengawasan Intern to the function of the Internal Audit Unit/Internal
(SPI) pada PT Kereta Api Indonesia (Persero). Piagam Supervision Unit (SPI) at PT Kereta Api Indonesia (Persero).
Internal Audit KAI disusun dengan berdasarkan definisi The KAI Internal Audit Charter is formulated based on
audit internal, kode etik, International standard for the the definition of internal auditing, the code of ethics, and
Professional Practice of internal Auditing yang ditertibkan the International Standards for the Professional Practice
International Audit Standard Board (IASB) The Institute of Internal Auditing issued by the International Audit
of Internal Auditors (IIA). Standards Board (IASB) of The Institute of Internal
Auditors (IIA).
Laporan Tahunan dan Keberlanjutan
448 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 449
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Dengan mengacu pada ketentuan dan standar tersebut, By referring to these provisions and standards, the KAI
Piagam Internal Audit KAI memuat butir-butir sebagai Internal Audit Charter contains the following points:
berikut:
1. Visi, Misi, Fungsi, dan Ruang Lingkup; 1. Vision, Mission, Function, and Scope;
2. Struktur, Kedudukan, dan Hubungan Kerja; 2. Structure, Position, and Work Relation;
3. Tanggung Jawab, Kewenangan, dan Larangan; 3. Responsibilities, Authorities and Prohibitions;
4. Independensi, Objektivitas, dan Profesional; 4. Independence, Objectivity and Professionalism;
5. Kode Etik; 5. Code of Ethics;
6. Program pengembangan dan peningkatan kualitas 6. Trust development and quality improvement
kepercayaan dan Lain-Lain programs And Miscellaneous.
TUGAS DAN TANGGUNG JAWAB INTERNAL INTERNAL AUDIT DUTIES AND
AUDIT RESPONSIBILITIES
Mengacu pada Keputusan Direksi PT KAI (Persero) Nomor: Referring to the Decree of the Board of Directors of PT
SK.U/KG.210/II/1/KA-2022 tanggal 10 Februari 2022 tentang KAI (Persero) Number: SK.U/KG.210/II/1/KA-2022 dated
Penetapan Piagam Internal Audit, Unit Audit Internal February 10 th, 2022 concerning Determination of the
memiliki tanggung jawab sebagai berikut: Internal Audit Charter, the Internal Audit Unit has the
following responsibilities:
1. Merencanakan dan melaksanakan aktivitas audit 1. Plan and carry out internal audit activities, including
internal, mencakup pemberian keyakinan dan providing assurance and input with an emphasis
masukan dengan penekanan pada aktivitas yang on activities that have high risk.
mempunyai risiko tinggi.
2. Mengembangkan sistem untuk memantau proses 2. Develop a system to monitor the follow-up process
tindak lanjut atas aktivitas audit internal. for internal audit activities.
3. Melaporkan secara periodik atas aktivitas audit 3. Report periodically on internal audit activities to
internal kepada Direksi, Dewan Komisaris, dan/atau the Board of Directors, Board of Commissioners,
Komite Audit. and/or Audit Committee.
4. Memastikan bahwa sumber daya Unit Internal Audit 4. Ensure that the resources of the Internal Audit Unit
telah sesuai, memadai, dan dapat digunakan secara are appropriate, adequate and can be used
efektif dalam rangka pencapaian rencana yang telah effectively in order to achieve the plans that have
ditetapkan. been set.
5. Mengembangkan quality assurance and 5. Developing a quality assurance and improvement
improvement program (QAIP) sebagai evaluasi program (QAIP) as an evaluation of the conformity
kesesuaian aktivitas audit internal terhadap Standar of internal audit activities to IIA Standards and the
IIA dan Kode Etik Internal Auditor. Internal Auditor Code of Ethics.
6. Melakukan koordinasi dengan auditor eksternal dan 6. Coordinating with external auditors and other
penyedia jasa asuransi lainnya, untuk mencapai hasil insurance service providers, to achieve
yang komprehensif dan optimal. comprehensive and optimal results.
KEWENANGAN INTERNAL AUDIT INTERNAL AUDIT AUTHORITY
Berdasarkan Keputusan Direksi PT KAI (Persero) Nomor: Based on the Decree of the Board of Directors of PT KAI
SK.U/KG.210/II/1/KA-2022 tanggal 10 Februari 2022 tentang (Persero) Number: SK.U/KG.210/II/1/KA-2022 dated
Penetapan Piagam Internal Audit, Unit Internal Audit February 10 th, 2022 concerning Determination of the
memiliki wewenang untuk: Internal Audit Charter, the Internal Audit Unit has the
authority to:
1. Melakukan aktivitas audit internal terhadap semua 1. Carrying out internal audit activities for all company
unit kerja perusahaan, dan/atau anak perusahaan, work units, and/or subsidiaries, in accordance with
sesuai tata kelola yang baik (good governance). good governance.
2. Melakukan aktivitas audit khusus/investigatif 2. Carrying out special/investigative audit activities
terhadap unsur kegiatan yang terindikasi fraud dan on elements of activities that are indicated as fraud
melanggar code of conduct. and violate the code of conduct.
3. Mengakses seluruh data dan informasi yang relevan 3. Access all relevant data and information without
tanpa pembatasan tentang perusahaan, dan/atau restrictions about the company, and/or subsidiaries,
anak perusahaan, termasuk meminta keterangan including asking for information from all relevant
kepada semua pekerja terkait. workers.
4. Melakukan komunikasi secara langsung dengan 4. Communicate directly with the Board of Directors,
Direksi, Dewan Komisaris, dan/atau Komite Audit. Board of Commissioners, and/or Audit Committee.
5. Mengadakan rapat secara berkala dan insidentil 5. Hold regular and incidental meetings with the Board
dengan Direksi, Dewan Komisaris, dan/atau Komite of Directors, Board of Commissioners, and/or Audit
Audit. Committee.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 449
Annual and Sustainability Report
Page 450
Tata Kelola Perusahaan
Good Corporate Governance
6. Melakukan koordinasi dengan pihak eksternal, 6. Coordinate with external parties, including
termasuk regulator dan/atau auditor eksternal. regulators and/or external auditors.
7. Meminta atau mendapatkan bantuan tenaga ahli/ 7. Request or obtain expert/professional assistance,
profesional, jika dianggap perlu, baik dari dalam if deemed necessary, both from within and outside
maupun dari luar perusahaan. the company.
8. Mengikuti rapat yang bersifat strategis tanpa 8. Participate in strategic meetings without having
memiliki hak suara. voting rights.
PROFIL EVP INTERNAL AUDIT EVP PROFILE INTERNAL AUDIT
DWI ERNI RATNAWATI
EVP Internal Audit PT KAI / EVP Internal Audit PT KAI
Kewarganegaraan / Citizenship Warga Negara Indonesia / Indonesian
Domisili / Domicile Kota Bogor, Jawa Barat / Bogor City, West Java
Tempat dan Tanggal Lahir / Pekalongan, 2 Oktober 1968 / Pekalongan, October 2 nd, 1968
Place and Date of Birth
Usia / Age 55 tahun / 55 years old
Periode Menjabat / Term of Juli 2018 - Sekarang / July 2018 - Present
Office
Dasar Hukum Penunjukan / SK.U/KH.608/VII/33/SAP/KA2018, tanggal 12 Juli 2018 / SK.U/KH.608/VII/33/SAP/KA2018, date on
Legal Basis of Appointment July 12 th, 2018
Riwayat Pendidikan / • S1 Akuntansi, Universitas Padjadjaran – 1993 / Bachelor’s Degree in Accounting at
Educational Background University of Padjadjaran – 1993
• S2 Manajemen Keuangan Universitas Satyagama – 2000 / Master’s Degree of Financial
Management at University of Satyagama
Sertifikasi / Certification CA (Chartered Accountant)
Pengalaman Kerja / Employment • EVP Internal Audit PT KAI (Juli 2018 - sekarang) / EVP Internal Audit PT KAI (July 2018 -
History Present)
• EVP Daerah Operasi 4 Semarang PT KAI (April – Juli 2018) / EVP District Operation 4
Semarang PT KAI (April – July 2018)
• EVP Daerah Operasi 3 Cirebon PT KAI (Januari – April 2018) / EVP District Operation 3
Cirebon PT KAI (January – April 2018)
• EVP Daerah Operasi 5 Purwokerto PT KAI (Juli 2016 - Januari 2018) / EVP District
Operation 5 Purwokerto PT KAI (July 2016 - January 2018)
• Deputy EVP Daerah Operasi 6 Yogyakarta PT KAI (April – Juli 2016) / Deputy EVP District
Operation 6 Yogyakarta PT KAI (April – July 2016)
• CDD Training and Education PT KAI (Maret – April 2016) / CDD Training and Education PT
KAI (March – April 2016)
• EVP Training and Education IR.H.D juanda PT KAI (Februari – Maret 2016) / EVP Training
and Education IR.H.D juanda PT KAI (February – March 2016)
• EVP Internal Audit PT KAI (Agustus 2014 – Februari 2016) / EVP Internal Audit PT KAI
(August 2014 – February 2016)
• Kasubaud Jatim III Perwakilan Jatim – BPK RI (Mei 2013 – Juni 2014) / Kasubaud Jatim III
Jatim Representative – BPK RI (May 2013 – June 2014)
JUMLAH DAN KOMPOSISI PERSONIL UNIT NUMBER AND COMPOSITION OF INTERNAL
AUDIT INTERNAL AUDIT UNIT PERSONNEL
Pada posisi 31 Desember 2023, Unit Internal Audit memiliki As of December 31 st, 2023, the Internal Audit Unit has 117
personil sejumlah 117 orang terdiri dari 19 orang pekerja personnel consisting of 19 structural and implementing
struktural dan pelaksana serta 40 auditor. Perincian workers and 40 auditors.. The details of the matter are
mengenai hal tersebut adalah sebagai berikut: as follows:
Jumah Pekerja
The Number of Worker
Jabatan
No Total
Position Evaluation,
Monitoring, and General Audit 1 General Audit 2 Special Audit
Administration
1 EVP 1 0 0 0 1
2 VP 1 1 1 1 4
3 Manager 3 0 0 0 3
Laporan Tahunan dan Keberlanjutan
450 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 451
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Jumah Pekerja
The Number of Worker
Jabatan
No Total
Position Evaluation,
Monitoring, and General Audit 1 General Audit 2 Special Audit
Administration
4 Specialist 6 0 0 0 6
5 Pelaksana 5 0 0 0 5
Jumlah Material
16 1 1 1 19
Number of Managerial
1 Senior Auditor 1 0 2 3 3 8
2 Senior Auditor 2 0 6 4 3 13
3 Auditor 1 0 3 5 4 12
4 Auditor 2 0 3 1 3 7
Jumlah Auditor
0 12 14 13 40
Number of Auditor
Total 16 13 15 14 59
SERTIFIKASI PROFESI PERSONIL UNIT AUDIT PROFESSIONAL CERTIFICATION OF
INTERNAL INTERNAL AUDIT UNIT PERSONNEL
Pada posisi 31 Desember 2023, Unit Audit Internal telah As of December 31 st, 2023, the Internal Audit Unit has
dilengkapi oleh sejumlah personil yang memiliki sertifikasi been equipped with a number of personnel who have
profesi, dengan perincian sebagai berikut: professional certification, with the following details:
Nama Diklat Jumlah Peserta Waktu Pelaksanaan
Name of Training Number of Participant Time of Event
Sertifikasi YPIA 3 Februari, April / February, April
a. Tingkat Lanjutan / Advanced Level 4 Maret s.d Agustus / March to August
b. Tingkat Manajerial / Managerial Level 10 November, Desember / November, Desember
c. Wisuda QIA / QIA Graduation
CPIA (Certified Parctisioner on Internal Audit) 4 Juni / June
CIA (Certified Internal Audit) 4 April s.d Desember / April to Desember
CIAE (Certified Internal Audit Executive) 1 Mei / May
CFE (Certified Fraud Examiner) 2 Mei / May
CFrA (Certified Forensic Auditor) 4 Juli s.d Agustus / July to August
CRMP (Certified Risk Management Profesional) 5 September / September
Pelatihan Risk Bases Audit (RBA) / Risk Bases
11 Februari, April / February, April
Audit (RBA) Training
Pelatihan berkaitan basis digital & teknologi
informasi untuk audit / Related training to 10 Agustus/November / August/November
digital base & information technology for audit
Seminar/Workshop terkait audit / Audit related Februari, Juli, September, November / February,
12
seminars/workshops July, September, November
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 451
Annual and Sustainability Report
Page 452
Tata Kelola Perusahaan
Good Corporate Governance
PROGRAM PENINGKATAN KOMPETENSI INTERNAL AUDIT UNIT COMPETENCY
UNIT AUDIT INTERNAL IMPROVEMENT PROGRAM
Pada tahun 2023, personil Unit Audit Internal mengikuti In 2023, Internal Audit Unit personnel will take part in a
program peningkatan kompetensi dengan perincian competency improvement program with the following
sebagai berikut: details:
Nama Jabatan Nama Training Tanggal Pelaksanaan Penyelenggara
No
Name Position Name of Training Date of Event Organizer
• 29 Apr-10 Mei 2024 (E-
Learning), 13-16 Mei 2024
(TM/PJJ), 4-5 Jun 2024
(Ujikom)
Apr 29 th-May 10 th 2024 (E-
Learning), May 13 th-16 th,
Vice
2024 (TM/PJJ), Jun 4 th-5 th,
1. Bambang Purwanto President Certified Internal
2024 (Ujikom) Pusdiklatwas
1 Atmadji Audit Executive
BPKP
2. Aulia Hafiizh Senior (CIAE)
• 15-26 Jul 2024 (E-Learning),
Auditor 1
29 Jul-1 Ags 2024 (TM/PJJ),
20-21 Ags 2024 (Ujikom)
Jul 15 th-26 th, 2024 (E-
Learning), Jul 29th-Aug 1 st,
2024 (TM/PJJ), Aug 20 th-21 st,
2024 (Ujikom)
1. Ari Sulistyasih
2. Riang Ardiansyah
Ghofar
3. Nasheh Uluwan
4. Mochamad Rizky
Pratama Adinegara
5. Ismail Hasan Senior
6. Prayitno Auditor 1
7. Paulus Satria Endragian
8. Adin Muhammad Manager
Jamaluddin Saify
9. Mohammad Safrurriza Senior • 23-26 April 2024 Lembaga Center
10. Imam Nur Haryanto Auditor 2 Certified Qualified April 23 rd-26 th, 2024 for Risk
2 11. Akmal Fachrizal Risk Management Management &
12. Fajar Trasmoyo Jati Specialist Officer (QRMO) • 2-5 Juli 2024 Sustainability
13. Ari Ahmad Anwari July 2 nd-5 th, 2024 (CRMS)
14. Megi Irawan Auditor 1
15. Ririn Triyutami Rufianti
16. Susan Arimbi Auditor 2
17. Zunaedi
18. Susi Herawati Executor
19. Kusmiyati
20. Fauziah Ulfa
21. Dini Oktaviani Putri
22. Sahid Putra Isnain
Cahya Ardy
23. Dani Mukhlis Susanto
• Pelatihan Fraud Auditing 1
(4 hari): 23-26 Apr 2024
Fraud Auditing Training 1
(4 days): Apr 23 rd-26 th, 2024
• Pelatihan Fraud Auditing 2
1. Soraya Khairunninsa (4 hari): 28-31 Mei 2024
2. Ari Sulistyasih Fraud Auditing training 2 Lembaga
3. Mega Yulita Certified Forensic (4 days): May 28 th-31 st, 2024 Pengembangan
4. Dani Ahmad Ramdani Senior Auditor (CFrA) • Pelatihan Audit Forensik (3 Fraud Auditing
5. Robby Harris Auditor 1 hari) dan Ujian Kompetensi (LPFA)
3 Darmawan (2 hari secara tatap muka/
6. Yansen Fictor Senior offline): 19 Juni 2024
Pangaribuan Auditor 2 Audit Forensic training (3
7. Yudha Adi Riyanto days) and Competency
8. Muhammad Ary Exams. (2days): June 19 th,
Wicaksono 2024
• 28 Okt-1 Nov & 6 Nov 2024
Certified Corporate
(in class training) Lembaga PPM
Forensic Auditor
Oct 28 th-Nov 1 st & Nov 6 th Manajemen
(CCFA)
2024 (in class training)
Laporan Tahunan dan Keberlanjutan
452 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 453
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Nama Jabatan Nama Training Tanggal Pelaksanaan Penyelenggara
No
Name Position Name of Training Date of Event Organizer
Sertifikasi
1. Yudhistira Ari Nugroho Perlindungan Data Asosiasi
2. Adhitya Triandita Senior Pribadi • 10-22 Februari 2024 Profesional Privasi
4
Nugrahaningtyas Auditor 1 Personal Data February 10 th-22 nd, 2024 Data Indonesia
3. Sri Tyas Sadewo Protection APPDI
Certification
Certification from • 24 Jun-6 Jul 2024
YPIA: Jun 24 th-Jul 6 th, 2024
3 Orang Pegawai Baru a. Tingkat Dasar / • 14-26 Okt 2024
3 New Employee Basic Level Oct 14 th-26 th, 2024
Pelaksana b. Tingkat Lanjut / • 15-27 Jul 2024
Dani Mukhlis Susanto
Executor Advanced Level Jul 15 th-27 th, 2024
Lembaga Yayasan
Senior Pendidikan
5
1. Daniel Setyo Budi Auditor 1 Internal Audit
2. Prayitno (YPIA)
c. Tingkat
3. Zunaedi Senior
Manajerial / • 22 Apr-2 Mei 2024
4. Fauziah Ulfa Auditor
Managerial Apr 22 nd-May 2 nd, 2024
5. Dini Oktaviani Putri
Level
6. Sahid Putra Isnain Specialist
Cahya Ardy
Executor
6 1. Paulus Satria Endragian
2. Fakhrur Rozi Nasution Senior
Certified IT Auditor
3. Alwy Achmad Sofyan Auditor 2 • 23 Juli & 31 Juli 2024 ESAS
Professional
4. Riang Ardiansyah July 23 rd & July 31 st, 2024 MANAGEMENT
(CITAP)
Ghofar Auditor 1
5. Gilang Febriawan
Pelatihan berkaitan
basis digital &
teknologi informasi
Juni, November, tentatif
untuk audit
20 Orang (sesuai undangan)
7 Training related to
20 People June, November, tentative
digital base &
(by Invitation)
information
technology for
audits
Maret, Juli, September,
Seminar/workshop
Desember, tentatif (sesuai
terkait dengan
20 Orang undangan)
8 audit
20 People March, July, September,
Seminar/workshop
December, tentative
related to auditing
(according on Invitation)
REALISASI PENDIDIKAN DAN SEMINAR REALIZATION OF EDUCATION AND
TAHUN 2023 SEMINARS IN 2023
Realisasi kegiatan pendidikan dan seminar yang diikuti The realization of educational activities and seminars
oleh personil Unit Audit Internal untuk tahun 2023 adalah attended by Internal Audit Unit personnel for 2023 is as
sebagai berikut. follows.
Jadwal Pelaksanaan
Schedule
Nama Diklat/Seminar/Workshop Penyelenggara Keterangan
No
Name Training/Seminar/Workshop Organizer Description
Tanggal Tempat
Date Venue
TRIWULAN I QUARTER I
Swiss-Bel inn
15-16 Februari 2023 Simatupang Jl. RA
Kursus Public Speaking 1 Orang
1 February 15 th-16 th, Kartini No.32 Lebak SEPIKUL INSTITUTE
Public Speaking Course 1 Person
2023 Bulus Jakarta
Selatan
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 453
Annual and Sustainability Report
Page 454
Tata Kelola Perusahaan
Good Corporate Governance
Jadwal Pelaksanaan
Schedule
Nama Diklat/Seminar/Workshop Penyelenggara Keterangan
No
Name Training/Seminar/Workshop Organizer Description
Tanggal Tempat
Date Venue
Universitas
Ujian CIA Part 2 07 Maret 2023 Indonesia 1 Orang
2 IIA Indonesia
CIA Examination Part 2 March 7 th, 2023 University of 1 Person
Indonesia
Seminar Online "IT Auditor
Professional" 08 Maret 2023 Revolution Mind 1 Orang
3 Online
Online Seminar "IT Auditor March 8 th, 2023 Indonesia 1 Person
Professional"
Seminar Online "Risk Management
Based On ISO 31000:2018" 15 Maret 2023 Revolution Mind 1 Orang
4 Online
Online Seminar "Risk Management March 15 th, 2023 Indonesia 1 Person
Based On ISO 31000:2018"
Pelatihan "Fishbone Analysis, FMEA,
dan Bow Tie Analysis Sebagai Alat
Risk Assessment (ISO 31010 Series) 16 Maret 2023 Revolution Mind 1 Orang
5 Online
Training “Fishbone Analysis, FMEA, March 16 th, 2023 Indonesia 1 Person
and Bow Tie Analysis as Risk
Assessment Tools (ISO 31010 Series)”.
Pelatihan Udemy Cyber Security
Untuk Pemula 28 Maret 2023 1 Orang
6 Online BISA Al Academy
Udemy Cyber Security Training for March 28 th, 2023 1 Person
Beginners
Pelatihan Udemy Penerapan audit
Berbasis Risiko 29 Maret 2023 Institut Akuntan 1 Orang
7 Online
Udemy Training Implementing Risk March 29 th, 2023 Publik Indonesia 1 Person
Based Auditing
TRIWULAN II QUARTER II
Pelatihan Sertifikasi Qualified Risk Lembaga Sertifikasi
Management Officer (QRMO) 9-12 Mei 2023 Profesi - Mitra 11 Orang
8 Online
Qualified Risk Management Officer May 9 th-12 th, 2023 Kalyana Sejahtera 11 People
(QRMO) Certification Training (LSP MKS)
19 Juni - 3 Juli 2023
Sertifikasi QIA Tingkat Lanjutan 1 Orang
9 June 19 th - July 3 rd, Online YPIA
Advanced Level QIA Certification 1 Person
2023
19 Juni - 28 Juni
Sertifikasi QIA Tingkat Manajerial 2023 12 Orang
10 Online YPIA
Managerial Level QIA Certification June 19 th - June 12 People
28 th, 2023
TRIWULAN III QUARTER III
Auditor
Internal
Sharing Session Peningkatan Aula MTS Pusdiklat
Audit dan
Kapabilitas Auditor Internal Audit Laswi No. 23
Anak
dan Anak Perusahaan 12-13 Juli 2023 Bandung
11 Internal Audit Perusahaan
Sharing Session Increasing the July 12 th-13 th, 2023 MTS Pusdiklat
Internal
Capability of Internal Audit and Laswi Hall No. 23
Audit and
Subsidiary Auditors Bandung
Subsidiaries
Auditors
Auditor
Internal
Audit dan
Konsinyering Laporan Audit dan
Anak
Rapar Kerja Internal Audit 26-28 Juli 2023
12 Hotel Mercure Bali Internal Audit Perusahaan
Consignment of Audit Reports and July 26 th-28 th, 2023
Internal
Internal Audit Work Meetings
Audit and
Subsidiaries
Auditors
Laporan Tahunan dan Keberlanjutan
454 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 455
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Jadwal Pelaksanaan
Schedule
Nama Diklat/Seminar/Workshop Penyelenggara Keterangan
No
Name Training/Seminar/Workshop Organizer Description
Tanggal Tempat
Date Venue
• Aktivasi aplikasi
(27 Juli 2023) /
Application
Activity (July 27 th,
2023)
• Tutorial apps (1
Agustus 2023) /
Tutorial apps
(August 1 st, 2023)
• Native Class With
elsa (2 Agustus
2023) / Native Pusdiklat Ir H
Program Uji Coba dan Assessment
Class With elsa D juanda No 23
Bahasa Inggris Menggunakan
(August 2 nd, 2023) Bandung / Ir H
Platform Elsa Tahun 2023 9 Orang
13 Online D juanda
English Language Testing and 9 People
• Explore fitur Education and
Assessment Program Using the Elsa
apps elsa (1 Training Center No.
Platform in 2023
bualn sejak 23 Bandung
aktivasi) / Explore
fiture apps elsa
(1 month since
activity)
• Pengisian
Kuesioner
(paling lambat 25
Agustus 2023) /
Questionnaire
(valid until
August 25 th,
2023)
Sertifikasi CFE 7-11 Agustus 2023 1 Orang
14 Online ACFE Indonesia
CFE Certificate August 7 th-11 th, 2023 1 Person
21 Agustus - 2
Sertifikasi QIA Tingkat Dasar September 2023 1 Orang
15 Online YPIA
Basic Level QIA Certification August 21 st - 1 Person
September 2 nd, 2023
4 - 16 September
Sertifikasi QIA Tingkat Lanjutan 2023 4 Orang
16 Online YPIA
Advanced QIA Certification September 4 th - 16 th, 4 People
2023
Konferensi NAFC (National Anti 13 - 14 September
Association of
Fraud Conference) 2023 Hotel Double Tree 3 Orang
17 Certified Fraud
NAFC (National Anti Fraud September 13 th - 14 th, by Hilton Surabaya 3 People
Examiners (ACFE)
Conference) 2023
15 - 29 September
2023
E-Learning
September 15 th -
29 th, 2023
Pelatihan dan Sertifikasi CIAE 2 - 5 Oktober 2023 1 Orang
18 Tatap Muka BPKP
CIAE Training and Certification October 2 nd - 5 th, 1 Person
Fcae to face
2023
24 - 25 Oktober 2023
Uji Kompetensi
October 24 th - 25 th,
Competency Test
2023
Pelatihan Qualified Risk 25-29 September
CRMS (Center for
Management Analyst (QRMA) 2023 12 Orang
19 Online Risk Management &
Qualified Risk Management Analyst September 25 th - 12 People
Sustainability)
(QRMA) Training 29 th, 2023
27 September 2023 Auditorium MM FEB
Workshop "Public Lecture Risk 2 Orang
20 September 27 th, UGM, Jl. Teknika FKSPI
Management" 2 Person
2023 Utara 2 Yogyakarta
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 455
Annual and Sustainability Report
Page 456
Tata Kelola Perusahaan
Good Corporate Governance
Jadwal Pelaksanaan
Schedule
Nama Diklat/Seminar/Workshop Penyelenggara Keterangan
No
Name Training/Seminar/Workshop Organizer Description
Tanggal Tempat
Date Venue
TRIWULAN IV
QUARTER IV
Pekerja Unit
Internal
Workshop "Implementasi Big Data Audit dan
Analytics dan Computer Forensic Hotel The BPKP Direktorat Anak
dalam Pelaksanaan Audit" 4-5 Oktober 2023 Papandayan Jl. Investigasi IV Perusahaan
21
Workshop "Implementation of Big October 4 th-5 th, 2023 Gatot Subroto No. BPKP Investigation Internal
Data Analytics and Computer 83 Bandung Directorate IV Audit Unit
Forensics in Audit Implementation" and
Subsidiary
Employees
16-28 Oktober 2023
Sertifikasi QIA Tingkat Lanjutan 2 Orang
22 October 16 th-28 th, Online YPIA
Advanced QIA Certification 2 Person
2023
16-25 Oktober 2023
Sertifikasi QIA Tingkat Manajerial 2 Orang
23 October 16 th-25 th, Online YPIA
Managerial Level QIA Certification 2 Person
2023
4-6 Desember 2023 Lembaga Sertifikasi
(Training) Profesi - Mitra
December 4 th-6 th, Kalyana Sejahtera
Pelatihan Sertifikasi Qualified Risk
2023 (Training) (LSP MKS)
Management Officer (QRMO) 10 Orang
24 Online Professional
Qualified Risk Management Officer 10 People
9 Desember 2023 Certification
(QRMO) Certified Training
(ujian) Institute - Mitra
December 9 th, 2023 Kalyana Sejahtera
(Test) (LSP MKS)
In House Training Pelatihan Teknik Aula MTS Pusdiklat
Pengolahan Data (Big Data) untuk Laswi No. 23
Analisa dan Audit Menggunakan Bandung
Aplikasi Audit Command Language MTS Pusdiklat Laswi Lembaga
5-6 Desember 2023
(ACL) Data Analyst Hall No. 23 Pendidikan PT 12 Orang
25 December 5 th-6 th,
In House Training Training on Data Bandung Rizqallah Boer 12 People
2023
Processing Techniques (Big Data) for Laswi Education Makmur (PT RBM)
Analysis and Audit Using the Audit and Training Center
Command Language (ACL) Data MTS Hall No. 23
Analyst Application Bandung
LAPORAN SINGKAT PELAKSANAAN SUMMARY OF INTERNAL AUDIT ACTIVITIES
KEGIATAN INTERNAL AUDIT TAHUN 2023 IN 2023
Mengacu pada Program Kerja Tahunan (PKT) 2023, Referring to the 2023 Annual Work Program (PKT),
kegiatan assurance direncanakan sebanyak 32 assurance activities are planned for 32 audit assignments,
penugasan audit, yang terdiri dari 28 penugasan Audit consisting of 28 Operational Audit assignments, and 4
Operasional, dan 4 penugasan evaluasi. Per tanggal 31 evaluation assignments. As of December 31 st, 2023, all
Desember 2023 seluruh penugasan telah selesai assignments have been completed. In addition, the
dilaksanakan Selain itu, Unit Audit Internal juga telah Internal Audit Unit has also carried out investigative
melaksanakan audit investigatif, monitoring dan evaluasi, audits, monitoring and evaluation, as well as consultations
serta konsultasi kepada auditee. Perincian program dan with auditees. Details of the program and realization of
realisasi penugasan Unit Audit Internal tahun 2023 Internal Audit Unit assignments in 2023 are as follows:
adalah sebagai berikut:
1. Audit Operasional 1. Operational Audit
Berdasarkan PKT tahun 2023, penugasan audit Based on the 2023 PKT, 28 operational audit
operasional tahun 2023 diprogramkan sebanyak 28 assignments in 2023 are programmed. As of
penugasan. Sampai dengan tanggal 31 Desember December 31 st, 2023, 30 operational audit
2023, penugasan audit operasional terlaksana assignments were carried out, consisting of 28
sebanyak 30 penugasan, terdiri dari 28 penugasan assignments in accordance with the 2023 PKT and
sesuai PKT 2023 dan 2 penugasan audit Public 2 Public Service Obligation (PSO) audit assignments
Service Obligation (PSO) yang tidak direncanakan which were not planned in the 2023 PKT.
dalam PKT 2023.
Laporan Tahunan dan Keberlanjutan
456 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 457
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
2. Penugasan Audit Investigatif/Khusus 2. Investigative/Special Audit Assignments
Pada tahun 2023 terdapat Lima penugasan audit In 2023 there will be five investigative audit
Investigatif yaitu: assignments, namely:
a. Dugaan Penyimpangan Pengadaan Barang dan a. Alleged irregularities in the procurement of
Jasa di Unit Sinyal, Telekomunikasi dan Listrik goods and services in the Signal,
dengan SPTA Investigatif Nomor: 1/UI/INV/III/KA- Telecommunications and Electricity Unit with
2023 tanggal 21 Maret 2023 pada Daerah Operasi Investigative SPTA Number: 1/UI/INV/III/KA-
2 Bandung dan Unit terkait lainnya; 2023 dated March 21 st, 2023 in Operation Area
2 Bandung and other related units;
b. Dugaan Penyimpangan Pelaksanaan Tes b. Alleged Irregularities in the Implementation of
Kesehatan dan Tes Bebas Narkoba untuk Health Tests and Drug Free Tests for PT KAPM
Pekerja Outsourcing PT KAPM Area 10 Medan Area 10 Medan Outsourced Workers in the
di Unit Kesehatan dengan SPTA Investigatif Health Unit with Investigative SPTA Number:
Nomor: 2/UI/INV/III/KA-2023 tanggal 21 Maret 2/UI/INV/III/KA-2023 dated March 21 st, 2023 in
2023 pada Divisi Regional I Sumatera dan unit Regional Division I Sumatra and Other Related
Terkait Lainnya; Units;
c. Dugaan Penyalahgunaan Dana Bagasi Tangan c. Alleged Misuse of Hand Baggage Funds at
di Stasiun Gambir dan Pasar Senen dengan Gambir Station and Pasar Senen with
SPTA Investigatif Nomor:3/UI/INV/X/KA-2023 Investigative SPTA Number: 3/UI/INV/X/KA-
tanggal 6 Oktober 2023 pada Daerah Operasi 2023 dated October 6 th, 2023 in Operation Area
1 Jakarta; 1 Jakarta;
d. Dugaan Penyimpangan Pembangunan d. Alleged irregularities in the construction of PT
Container Yard (CY) PT Fortuna Marina Fortuna Marina Sejahtera (FMS) Container Yard
Sejahtera (FMS) di Stasiun Simpang dengan (CY) at Simpang Station with Investigative
SPTA Investigatif Nomor: 4/UI/INV/X/KA-2023 SPTA Number: 4/UI/INV/X/KA-2023 dated
tanggal 6 Oktober 2023 pada Divre III October 6 th, 2023 at Divre III Palembang; And
Palembang; dan
e. Dugaan Pelanggaran Penipuan Rekrutmen e. Alleged Recruitment Fraud Violations Sourced
Bersumber dari Pembebasan Lahan KA Bandara from PT KAI (Persero) Soekarno-Hatta Airport
Soekarno-Hatta PT KAI (Persero) dengan SPTA Railway Land Acquisition with Investigative SPTA
Investigatif Nomor: 5/UI/INV/XI/KA-2023 Number: 5/UI/INV/XI/KA-2023 dated November
tanggal 20 November 2023 pada Daop 1 Jakarta 20 th, 2023 at Daop 1 Jakarta and Other Related
dan Unit Terkait Lainnya. Units.
3. Penugasan Evaluasi 3. Evaluation Assignments
Berdasarkan PKT tahun 2023 terdapat empat Based on the 2023 PKT, there were four evaluation
penugasan evaluasi dan terealisasi 7 penugasan assignments and 7 assignments were realized that
yaitu: is:
a. Penyaluran, Penggunaan, dan a. Distribution, Use and Accountability of Corporate
Pertanggungjawaban Dana Corporate Social Social Responsibility (CSR) Funds for
Responsibility (CSR) untuk penanggulangan overcoming Covid-19 with SPTE Number: 1/UI/
Covid-19 dengan SPTE Nomor: 1/UI/EV/I/KA-2023 EV/I/KA-2023 dated January 25 th, 2023 in
tanggal 25 Januari 2023 Pada Corporate Social Corporate Social Responsibility (USS) and Other
Responsibility (USS) dan Unit Terkait Lainnya; Related Units;
b. Validasi data pengadaan, PDN, TKDN dan UMK b. Validation of procurement, PDN, TKDN and UMK
Koperasi dengan SPTE Nomor: 2/UI/EV/I/KA/2023 Cooperative data with SPTE Number: 2/UI/EV/
tanggal 25 Januari 2023 pada Division of Head I/KA/2023 dated January 25 th, 2023 at the
Logistics (KL) dan Unit Terkait Lainnya; Division of Head Logistics (KL) and other related
units;
c. Implementasi Peningkatan Penggunaan c. Implementation of Increased Use of Domestic
Produk Dalam Negeri (P3DN) dengan SPTE Products (P3DN) with SPTE Number: 3/UI/EV/
Nomor: 3/UI/EV/VII/KA-2023 tanggal 5 Juli 2023 VII/KA-2023 dated July 5 th, 2023 on the PT KAI
pada Tim P3DN PT KAI (Persero); (Persero) P3DN Team;
d. Perencanaan, Implementasi, Monitoring dan d. Planning, Implementing, Monitoring and
Pelaporan Transformasi Digital dengan SPTE Reporting Digital Transformation with SPTE
Nomor: 4/UI/EV/X/KA-2023 tanggal 6 Oktober Number: 4/UI/EV/X/KA-2023 dated October 6 th,
2023 pada Digital Transformation Office 1, 2023 at Digital Transformation Office 1, Digital
Digital Transformation Office 2, Digital Center Transformation Office 2, Digital Center of
of Excellence, Division of Information System Excellence, Division of Information Systems (KI
(KI) dan Unit Terkait Lainnya; ) and Other Related Units;
e. General and Application Control pada Sistem e. General and Application Control on the e-
e-Procurement dengan SPTE Nomor: 5/UI/EV/ Procurement System with SPTE Number: 5/UI/
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 457
Annual and Sustainability Report
Page 458
Tata Kelola Perusahaan
Good Corporate Governance
X/KA-2023 tanggal 6 Oktober 2023 pada Division EV/X/KA-2023 dated October 6 th, 2023 in the
of Logistics (MS), Division of Information System Division of Logistics (MS), Division of Information
(KI) dan Unit Terkait Lainnya; System (KI) and Other Related Units;
f. Evaluasi Sistem Pengendalian Intern f. Evaluation of the Company's Internal Control
Perusahaan bersama dengan Badan System together with the Financial and
Pengawasan Keuangan dan Pembangunan Development Supervisory Agency (BPKP) with
(BPKP) dengan SPTE Nomor: 6/UI/EV/X/KA- SPTE Number: 6/UI/EV/X/KA-2023 dated October
2023 tanggal 6 Oktober 2023 pada PT Kereta 6 th, 2023 at PT Kereta Api Indonesia (Persero);
Api Indonesia (Persero); dan And
g. Evaluasi Proyek Strategis Nasional (PSN) dengan g. Evaluation of the National Strategic Project
SPTE Nomor: 7/UI/EV/X/KA-2023 tanggal 6 (PSN) with SPTE Number: 7/UI/EV/X/KA-2023
Oktober 2023 pada Division of Light Rail Transit dated October 6 th, 2023 at the Division of Light
Jabodebek dan PT Kereta Cepat Indonesia Cina. Rail Transit Jabodebek and PT Kereta Cepat
Indonesia Cina.
4. Penugasan Konsultasi 4. Consulting Assignments
Peran konsultansi Internal Audit yang dilakukan The Internal Audit consultancy role carried out in
pada tahun 2023 melalui undangan, terlaksana 2023 through invitation, carried out 21 activities,
sebanyak 21 kegiatan, diantaranya: including:
a. Undangan dari Unit of Existing Business a. Invitation from the Unit of Existing Business
Development Nomor: 5/KM.102/VIII/KA/2023 Development Number: 5/KM.102/VIII/KA/2023
tanggal 18 Agustus 2023 perihal Rencana dated August 18 th, 2023 regarding Follow-up
Tindak lanjut atas Hasil Pekerjaan Perbaikan; Plans for the Results of Repair Work;
b. Undangan dari Unit of Rolling Stock b. Invitation from the Unit of Rolling Stock
Maintenance (KG) Nomor: 126/KG.113/X/KA/2023 Maintenance (KG) Number: 126/KG.113/X/KA/2023
tanggal 14 Oktober 2023 perihal Pembahasan dated October 14 th, 2023 regarding Discussion
Pengadaan Roda Solid dan As Roda Solid Kereta on the Procurement of Solid Wheels and Solid
dan Gerbong tahun 2023 kepada PT Railink; Axles for Trains and Wagons in 2023 to PT Railink;
c. Undangan dari Unit of Passenger Facility (CPF) c. Invitation from the Passenger Facility (CPF)
Nomor: KG.113/X/191/KA-2023 tanggal 25 Oktober Unit Number: KG.113/X/191/KA-2023 dated
2023 perihal Rapat Pembahasan Tindak Lanjut October 25 th, 2023 regarding Meeting for
Temuan Audit Operasional Pengelolaan Discussion of Follow-up to Operational Audit
Angkutan dan Fasilitas Penumpang di Unit CPF; Findings of Management of Passenger
Transport and Facilities at the CPF Unit;
d. Undangan dari Kementerian Badan Usaha Milik d. Invitation from the Ministry of State-Owned
Negara Republik Indonesia Nomor: UND-73/ Enterprises of the Republic of Indonesia
INSPT.MBU/11/2023 tanggal 8 November 2023 Number: UND-73/INSPT.MBU/11/2023 dated
perihal Undangan Narasumber Sharing Session November 8 th, 2023 regarding Invitation for
Penyusunan Program Kerja Pengawasan Speakers Sharing Session Preparation of Risk-
Tahunan Berbasis Risiko; Based Annual Supervision Work Program;
e. Undangan dari Daop 6 Yogyakarta Nomor: 1/ e. Invitation from Daop 6 Yogyakarta Number: 1/
KJ.102/XI/DO.6/2023 tanggal 8 November 2023 KJ.102/XI/DO.6/2023 dated November 8 th, 2023
perihal Pembahasan Rencana Relokasi Gedung regarding Discussion of Plans for the
Polsek Gedongtengen Yogyakarta; dan Relocation of the Yogyakarta Gedongtengen
Police Building; And
f. Undangan dari Unit of Strategic Business f. Invitation from the Unit of Strategic Business
Planning and Investment Nomor: 227/KG.113/XI/ Planning and Investment Number: 227/KG.113/
KA/2023 tanggal 26 November 2023 perihal XI/KA/2023 dated November 26 th, 2023
Pembahasan Perbedaan Nomenklatur pada regarding Discussion of Differences in
Dokumen Kontrak Pekerjaan Penyusunan Kajian Nomenclature in Work Contract Documents for
Lingkungan untuk Pembangunan Preparing Environmental Studies for the
Pengembangan Jalur KA, Stasiun KA, dan Construction of Railway Tracks, Train Stations
Fasilitas Pendukung di Stasiun and Supporting Facilities in Tanjungenimbaru
Tanjungenimbaru sampai dengan Stasiun Station to Kertapati Station, Regional Division
Kertapati Wilayah Divre III Palembang. III, Palembang.
5. Penugasan Kompilasi 5. Compilation Assignment
LHA Kompilasi tahun 2023 diprogramkan sebanyak The 2023 compilation plan included 3 (three)
3 (tiga) Laporan Kompilasi dan terealisasi sebanyak Compilation Reports, but 4 (four) reports were
4 (empat) laporan dikarenakan Laporan Kompilasi realized because the Health Management
LHA Pengelolaan Kesehatan merupakan carry over Compilation Report was a carryover from the 2022
PKT Tahun 2022. PKT.
Laporan Tahunan dan Keberlanjutan
458 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 459
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
5. Penugasan Monitoring Tindak Lanjut 5. Compilation Assignment
Program pelaksanaan Monitoring tindak lanjut The follow-up monitoring implementation program
terhadap temuan hasil audit internal dan eksternal on the findings of internal and external audits in
pada tahun 2023 dilakukan melalui daring by zoom, 2023 will be carried out online by zoom, telephone,
telepon, email, dan surat menyurat (RDS) ke Unit email and correspondence (RDS) to the Main
Direktorat Utama, Direktorat Niaga (D1), Direktorat Directorate Unit, Directorate of Commerce (D1),
Keselamatan dan Keamanan (D5), USS, CF, CP, CPC, Directorate of Safety and Security (D5), USS, CF, CP,
CCC, OM, TJ, TS, RR,RT, MC, MT, MCI, MMH, PE, KCC, CPC, CCC, OM, TJ, TS, RR, RT, MC, MT, MCI, MMH,
KG, Daop 1 Jakarta, Daop 2 Bandung, Daop 3 Cirebon, PE, KCC, KG, Daop 1 Jakarta, Daop 2 Bandung, Daop
Daop 4 Semarang, Daop 5 Purwokerto, Daop 6 3 Cirebon, Daop 4 Semarang, Daop 5 Purwokerto,
Yogyakarta, Daop 7 Madiun, Daop 8 Surabaya, Daop Daop 6 Yogyakarta, Daop 7 Madiun, Daop 8 Surabaya,
9 Jember, Divre I Sumatera Utara, Divre II Sumatera Daop 9 Jember, Divre I North Sumatra, Divre II West
Barat, Divre III Palembang, Divre IV Tanjungkarang, Sumatra, Divre III Palembang, Divre IV
Balai Yasa Manggarai, Balai Yasa Surabaya Gubeng, Tanjungkarang, Balai Yasa Manggarai, Balai Yasa
Balai Yasa Lahat, Anak Perusahaan PT KAPM, PT Surabaya Gubeng, Balai Yasa Lahat , Subsidiaries
RMU, PT KA Pariwisata, dan PT KA Logistik. of PT KAPM, PT RMU, PT KA Wisata, and PT KA
Logistik.
Pelaksanaan dan Frekuensi Rapat Gabungan bersama Implementation and Frequency of Joint Meetings with
Direksi, Dewan Komisaris, dan/atau Komite Audit the Board of Directors, Board of Commissioners, and/or
Audit Committee
Pelaksanaan tugas Unit Audit Internal pada tahun 2023 Implementation of the duties of the Internal Audit Unit
telah mencakup pelaksanaan rapat gabungan bersama in 2023 includes holding joint meetings with the Board
Direksi, Dewan Komisaris dan/atau Komite Audit yaitu of Directors, Board of Commissioners and/or Audit
sejumlah 9 kali. Perincian mengenai hal tersebut adalah Committee, namely 9 times. Details regarding this matter
sebagai berikut: Pelaksanaan Rapat Gabungan Bersama are as follows: Implementation of Joint Meetings with
Direksi, Dewan Komisaris, dan/atau Komite Audit the Board of Directors, Board of Commissioners and/or
Audit Committee
Tanggal Pelaksanaan Agenda Pembahasan Peserta Rapat
No
Date Agenda of Discussion Meeting Attendance
Komisaris, Ketua Komite Audit,UI, KC, PS dan
Pembahasan Progres KAP Tahap 2 General
31 Desember 2023 lainnya
1 Audit 2022 / Discussion of KAP Progress
December 31 st, 2023 Commissioner, Chair of the Audit
Stage 2 General Audit 2022
Committee, UI, KC, PS and others
Komisaris, Ketua Komite Audit,UI, UIA, KCC,
Pembahasan Pengadaan KAP untuk General
1 September 2023 KCA, KLU, KLP dan Tim HPS
2 Audit 2023 / Discussion of KAP Procurement
September 1 st, 2023 Commissioner, Chief Audit Committee,UI,
for General Audit 2023
UIA, KCC,KCA, KLU, KLP dan HPS team
Komisaris, Ketua Komite Audit,UI, PI,PP, UIA,
13 Oktober 2023 Pembahasan Konsesi / Concession KCC
3
October 13 th, 2023 Discussion Commissioner, Chief Audit Committee,UI,
PI,PP, UIA, KCC
Ketua Komite Audit, D8, Dirku PT KCI,PT
Kalog, PT KAPM, PT RMU, PT Kawista, PT
Railink, KC, PS, CF, CP, RR, MC, MS, KI, KG,
20 Oktober 2023 KR, LRT Jabodebek
4 Entry meeting KAP General Audit 2023
October 20 th, 2023 Chief Audit Committee, D8, Dirku PT KCI,PT
Kalog, PT KAPM, PT RMU, PT Kawista, PT
Railink, KC, PS, CF, CP, RR, MC, MS, KI, KG,
KR, LRT Jabodebek
Rapat Laporan Kinerja Unit Internal Audit Ketua Komite Audit, Anggota Komite Audit,
1 November 2023 Triwulan I, II, dan III / Internal Audit Unit UI, UI.1, UI.2, UIS, UIA, UIAA, UIAO
5
November 1 st, 2023 Performance Report Meeting for Quarters I, Chief Audit Committee, Audit Committee
II and III Members, UI, UI.1, UI.2, UIS, UIA, UIAA, UIAO
Ketua Komite Audit, Anggota Komite Audit,
D8, Dirku PT KCI,PT Kalog, PT KAPM, PT
RMU, PT Kawista, PT Railink, UI, PS, CCC,
Pembahasan Progres KAP Tahap 1 General
15 Desember 2023 KGB, KCC LRT Jabodebek
6 Audit 2023 / Discussion of KAP Progress
December 15 th, 2023 Chief Audit Committee, Audit Committee
Stage 1 GA 2023
Members, D8, Dirku PT KCI,PT Kalog, PT
KAPM, PT RMU, PT Kawista, PT Railink, UI,
PS, CCC, KGB, KCC LRT Jabodebek
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 459
Annual and Sustainability Report
Page 460
Tata Kelola Perusahaan
Good Corporate Governance
Tanggal Pelaksanaan Agenda Pembahasan Peserta Rapat
No
Date Agenda of Discussion Meeting Attendance
Rapat Pembahasan Hasil Audit di
8 Desember 2023 lingkungan Direktorat Keselamatan / Audit
7 D5, SK, UI, SKO, UI.1, UI
December 8 th, 2023 Results Discussion Meeting within the
Safety Directorate
Rapat Pembahasan Program Kerja Tahunan Ketua Komite Audit, Anggota Komite Audit,
15 Desember 2023 (PKT) Unit Internal Audit / Internal Audit UI, UI.1, UI.2, UIS, UIA, UIAA, UIAO
8
December 15 th, 2023 Unit Annual Work Program (PKT) Discussion Chief Audit Committee, Audit Committee
Meeting Members, UI, UI.1, UI.2, UIS, UIA, UIAA, UIAO
Rapat Lanjutan Pembahasan Program Kerja Ketua Komite Audit, Anggota Komite Audit,
20 Desember 2023 Tahunan (PKT) Unit Internal Audit / Follow- UI, UI.1, UI.2, UIS, UIA, UIAA, UIAO
9
December 20 th, 2023 up meeting to discuss the Annual Work Chief Audit Committee, Audit Committee
Program (PKT) of the Internal Audit Unit Members, UI, UI.1, UI.2, UIS, UIA, UIAA, UIAO
TEMUAN DAN TINDAK LANJUT HASIL AUDIT AUDIT FINDINGS AND FOLLOW-UP RESULTS
Untuk tahun 2023, jumlah keseluruhan monitoring tindak For 2023, the total number of follow-up monitoring of
lanjut temuan hasil audit internal dan eksternal adalah internal and external audit findings is as follows:
sebagai berikut:
Sisa Temuan
Jumlah Selesai
Remaining
Total Completed
Findings
Uraian
No
Description % Tahun 2023 % Tahun 2022
% of Year 2023 % of Year 2022
T R T R T R
T R T R
1 2 3 4 5 6 7 = 5:3 8 = 6:4 9 10 11 = 3-5 12 = 4-6
1 Internal
a. Operasional /
2,963 6,896 2,845 6,670 96% 97% 94% 95% 118 226
Operational
b. Investigasi /
283 1,474 282 1,469 100% 100% 99% 100% 1 5
Investigation
c. Khusus 191 449 191 449 100% 100% 99% 100% - -
Jumlah / Total 3,437 449 3,318 8,588 97% 97% 95% 96% 119 231
2 Eksternal
a. BPK/RI 247 617 146 456 59% 74% 59% 74% 101 161
b. KAP 170 373 170 373 100% 100% 100% 100% - -
Jumlah / Total 417 990 316 829 76% 84% 76% 84% 101 161
3 Arahan Pemegang Saham 150 146 97% 100% - 4
Jumlah / Total 3,854 9,959 3,634 9,563 94% 96% 93% 95% 220 396
Laporan Tahunan dan Keberlanjutan
460 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 461
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
AKUNTAN PUBLIK
PUBLIC ACCOUNTANT
Dalam rangka menjaga penerapan prinsip independensi In order to maintain the application of the principle of
termasuk atas praktik pelaporan keuangan, Perseroan independence, including financial reporting practices,
menggunakan jasa Auditor Eksternal yaitu Kantor Akuntan the Company uses the services of an External Auditor,
Publik (KAP). Dalam hal ini, Auditor Eksternal mengacu namely the Public Accounting Firm (KAP). In this case,
kepada auditor independen yang ditunjuk untuk External Auditor refers to the independent auditor
melakukan audit terhadap Laporan Keuangan Perseroan. appointed to audit the Company's Financial Reports. KAP
KAP ditetapkan melalui mekanisme RUPS, berdasarkan is determined through the GMS mechanism, based on
usulan Dewan Komisaris atas rekomendasi Komite Audit. the proposal of the Board of Commissioners based on
the recommendation of the Audit Committee.
PENUNJUKAN AKUNTAN PUBLIK APPOINTMENT OF PUBLIC ACCOUNTANT
Perseroan menerapkan penunjukan akuntan publik The Company implements the appointment of a public
berdasarkan ketentuan sebagai berikut: accountant based on the following provisions:
• Keputusan Menteri Badan Usaha Milik Negara • Decree of the Minister of State-Owned Enterprises
Nomor: SK-103/MBU/03/2021 Tanggal 26 Maret 2021 Number: SK-103/MBU/03/2021 dated March 26th, 2021
tentang Kriteria Kantor Akuntan Publik, Kantor Jasa concerning Criteria for Public Accounting Firms,
Penilai Publik dan Kantor Konsultan Aktuaria pada Public Appraisal Services Firms and Actuarial
Badan Usaha Milik Negara. Consultant Firms in State-Owned Enterprises.
• Berita Acara Rapat Umum Pemegang Saham Nomor • Minutes of the General Meeting of Shareholders
9 tentang Laporan Pertanggungjawaban Keuangan Number 9 regarding the Financial Accountability
Perusahaan Perseroan PT Kereta Api Indonesia Report of PT Kereta Api Indonesia (Persero) for the
(Persero) Tahun Buku 2022 Tanggal 23 Juni 2023 Fiscal Year 2022, dated June 23 rd, 2023, which
yang di dalamnya mencakup penetapan Kantor includes the appointment of a Public Accounting
Akuntan Publik (KAP) untuk mengaudit Laporan Firm (KAP) to audit the Company's Consolidated
Keuangan Konsolidasian Perusahaan Tahun Buku Financial Statements for the Fiscal Year 2023 and
2023 dan Laporan Keuangan serta Pelaksanaan the Financial Statements, as well as the
Program Pendanaan Usaha Mikro dan Kecil (UMK) Implementation of the Micro and Small Business
Tahun Buku 2023. (UMK) Funding Program for the Fiscal Year 2023.
• Surat Kementerian Badan Usaha Milik Negara • Letter from the Ministry of State-Owned Enterprises
Nomor S-199/ MBU/DKU/08/2021 Tanggal 31 Agustus Number S-199/MBU/DKU/08/2021 dated August 31st,
2021 perihal Tabulasi Data Kantor Akuntan Publik 2021 regarding Tabulation of Public Accounting Firm
(KAP) Pada BUMN. (KAP) Data for SOE.
KANTOR AKUNTAN PUBLIK, NAMA PUBLIC ACCOUNTING FIRM, NAME OF
AKUNTAN, DAN FEE PERIODE LIMA TAHUN ACCOUNTANT, AND FEES FOR THE LAST
TERAKHIR FIVE YEAR PERIOD
Perseroan memastikan bahwa penunjukan Auditor The Company ensures that the appointment of External
Eksternal telah dilakukan sesuai peraturan serta standar Auditors has been carried out in accordance with
penerapan yang berlaku, mencakup Peraturan Menteri applicable regulations and implementation standards,
Keuangan Nomor 17/PMK.01/2008 tentang Jasa Akuntan including Minister of Finance Regulation Number 17/
Publik serta Peraturan OJK Nomor 13/POJK.03/2017 PMK.01/2008 concerning Public Accounting Services and
tentang Penggunaan Jasa Akuntan Publik. Terkait hal OJK Regulation Number 13/POJK.03/2017 concerning the
tersebut, pengungkapan informasi Kantor Akuntan Use of Public Accounting Services. In this regard, the Public
Publik yang digunakan untuk mengaudit Laporan Accounting Firm's disclosure of information used to audit
Keuangan Perseroan dalam 5 (lima) tahun terakhir adalah the Company's Financial Reports in the last 5 (five) years
sebagai berikut: is as follows:
Nama Akuntan
Nama Akuntan (Partner
(Partner Penanggung
Kantor Akuntan Publik Periode KAP Penanggung Jawab) Fee Jasa Audit
Tahun Jawab)
Public Accounting Firm KAP Period Name of Accountant Audit Fee
Name of Accountant
(Partner in Charge)
(Partner in Charge)
KAP RSM Amir Abadi Yusuf,
Aryanto, Mawar, dan Rekan /
Periode ke 6 Periode ke 2 Rp3,81 miliar
2023 KAP RSM Amir Abadi Yusuf, Dedy Sukrisnadi
6 th Period 2 nd Period Rp 3.81 billion
Aryanto, Mawar, and
Partner
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 461
Annual and Sustainability Report
Page 462
Tata Kelola Perusahaan
Good Corporate Governance
Nama Akuntan
Nama Akuntan (Partner
(Partner Penanggung
Kantor Akuntan Publik Periode KAP Penanggung Jawab) Fee Jasa Audit
Tahun Jawab)
Public Accounting Firm KAP Period Name of Accountant Audit Fee
Name of Accountant
(Partner in Charge)
(Partner in Charge)
KAP RSM Amir Abadi Yusuf,
Aryanto, Mawar, dan Rekan /
Periode ke 5 Periode ke 1 Rp4,27 miliar
2022 KAP RSM Amir Abadi Yusuf, Dedy Sukrisnadi
5 th Period 1 st Period Rp 4.27 billion
Aryanto, Mawar, and
Partner
KAP RSM Amir Abadi Yusuf,
Aryanto, Mawar, dan Rekan /
Periode ke 4 Periode ke 1 Rp3,55 miliar
2021 KAP RSM Amir Abadi Yusuf, Rudi Hartono Purba
4 th Period 1 st Period Rp 3.55 billion
Aryanto, Mawar, and
Partner
KAP RSM Amir Abadi Yusuf,
Aryanto, Mawar, dan Rekan /
Periode ke 3 Periode ke 3 Rp3,712 miliar
2020 KAP RSM Amir Abadi Yusuf, Benny Andria, CPA
3 rd Period 3 rd Period Rp 3.712 billion
Aryanto, Mawar, and
Partner
KAP Amir Abadi Jusuf
Aryanto Mawar dan Rekan / Periode ke 2 Periode ke 2 Rp3,9 miliar
2019 Benny Andria, CPA
KAP Amir Abadi Jusuf 2 nd Period 2 nd Period Rp 3.9 billion
Aryanto Mawar and partner
JASA LAIN YANG DIBERIKAN KAP OTHER SERVICES PROVIDED BY KAP
Di samping jasa audit terhadap Laporan Keuangan, Kantor Apart from audit services for Financial Reports, the Public
Akuntan Publik RSM Amir Abadi Yusuf, Aryanto, Mawar, Accounting Firm RSM Amir Abadi Yusuf, Aryanto, Mawar,
dan Rekan tidak memberikan jasa lain. and Partners does not provide other services.
SISTEM PENGENDALIAN INTERNAL
INTERNAL CONTROL SYSTEM
Perseroan memahami bahwa Sistem Pengendalian Intern The Company understands that an Internal Control
yang diterapkan secara efektif merupakan unsur penting System that is implemented effectively is an important
dalam keseluruhan pengelolaan perusahaan serta element in the overall management of the company and
menjadi dasar bagi kegiatan operasional yang sehat dan is the basis for healthy and safe operational activities. An
aman. Sistem Pengendalian Intern yang diterapkan Internal Control System that is implemented reliably and
secara andal dan efektif merupakan tanggung jawab effectively is the responsibility of management, taking
manajemen, dengan mempertimbangkan bahwa salah into account that one of the factors causing the
satu faktor penyebab terjadinya kesulitan usaha Company's business difficulties is the existence of
Perseroan adalah adanya kelemahan dalam rancangan weaknesses in the design and implementation of internal
dan pelaksanaan pengendalian internal. control.
Dalam rangka menerapkan Sistem Pengendalian Intern In order to implement an effective Internal Control
yang efektif, mencakup praktik pengamanan investasi System, including the practice of securing the Company's
dan aset Perseroan, KAI menetapkan Pedoman investments and assets, KAI has established Guidelines
Penerapan Sistem Pengendalian Intern (Internal Control for Implementing an Internal Control System in
System) sesuai Keputusan Direksi PT KAI (Persero) accordance with the Decree of the Directors of PT KAI
Nomor: KEP.U/ KC.202/I/1/KA-2017 tanggal 24 Januari 2017. (Persero) Number: KEP.U/ KC.202/I/1 /KA-2017 dated
Penerapan Sistem Pengendalian Internal mengacu pada January 24 th, 2017. Implementation of the Internal
standar The Committee of Sponsoring Organization of Control System refers to the standards of The Committee
the Treadway Commission (COSO) Internal Control of Sponsoring Organization of the Treadway Commission
Framework, dengan cakupan pengendalian terdiri atas (COSO) Internal Control Framework, with control
5 (lima) komponen yaitu Lingkungan Pengendalian, coverage consisting of 5 (five) components, namely
Penilaian Risiko, Kegiatan Pengendalian, Informasi dan Control Environment, Risk Assessment, Activities Control,
Komunikasi, serta Kegiatan Pemantauan. Information and Communication, and Monitoring
Activities.
Laporan Tahunan dan Keberlanjutan
462 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 463
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Masing-masing komponen tersebut terdiri dari beberapa Each of these components consists of several principles
prinsip dan point of focus yang dirancang dan and points of focus which are designed and implemented
dilaksanakan untuk dapat memenuhi tujuan to fulfill the objectives of implementing the Internal
implementasi Sistem Pengendalian Internal, dengan Control System, with the following description:
uraian sebagai berikut:
LINGKUNGAN PENGENDALIAN CONTROL ENVIRONMENT
Lingkungan Pengendalian merupakan susunan standar, The Control Environment is a set of standards, processes,
proses, dan struktur yang menyediakan dasar untuk and structures that provides the foundation for the
terlaksananya pengendalian intern dalam organisasi. implementation of internal control within the
Dewan Komisaris dan Direksi menciptakan sistem pada organization. The Board of Commissioners and Directors
level tertinggi organisasi (tone of the top) mengenai create a system at the highest level of the organization
pentingnya pengendalian intern dan standar perilaku (tone of the top) regarding the importance of internal
yang diharapkan. Prinsip dan point of focus lingkungan control and expected standards of behavior. The
pengendalian adalah sebagai berikut. principles and points of focus of the control environment
are as follows.
1. Penegakkan terhadap integritas dan nilai etika. 1. Upholding integrity and ethical values.
2. Dewan Komisaris menunjukkan independensinya 2. The Board of Commissioners shows its
terhadap manajemen dan melaksanakan independence towards management and carries
pengawasan terhadap pengembangan kinerja out supervision over the development of internal
pengendalian intern. control performance.
3. Dengan pengawasan dari Komisaris, Manajemen 3. With supervision from the Commissioner,
membentuk struktur, jalur pelaporan dan Management forms appropriate structures, reporting
kewenangan, serta tanggung jawab yang sesuai lines and authority, as well as responsibilities in an
dalam upaya pencapaian tujuan organisasi. effort to achieve organizational goals.
4. Organisasi menunjukkan adanya komitmen untuk 4. The organization shows a commitment to acquiring,
memperoleh, mengembangkan dan developing and retaining competent individuals in
mempertahankan individu yang kompeten dalam an effort to achieve organizational goals.
upaya pencapaian tujuan organisasi.
5. Organisasi mewajibkan setiap individu untuk 5. The organization requires each individual to assume
mengemban akuntabilitas atas tanggung jawab accountability for internal control responsibilities
pengendalian intern dalam kaitannya dengan in relation to achieving organizational goals.
pencapaian tujuan organisasi.
PENILAIAN RESIKO RISK ASSESSMENT
Risiko merupakan suatu kemungkinan bahwa suatu hal Risk is the possibility that a certain thing will happen
tertentu akan terjadi dan memberi dampak yang and have a detrimental impact on achieving the
merugikan bagi pencapaian tujuan Perseroan. Risiko yang Company's objectives. The risks faced by an organization
dihadapi organisasi dapat bersifat internal (berasal dari can be internal (originating from within) or external
dalam) ataupun eksternal (bersumber dari luar). Penilaian (originating from outside). Risk assessment involves a
risiko melibatkan proses yang dinamis dan berulang , dynamic and iterative process aimed at identifying and
sebagai upaya dalam mengidentifikasi dan menganalisis analyzing risks related to the achievement of the
risiko terkait pencapaian tujuan Perseroan. Risiko yang Company's objectives. The identified risks are then
telah teridentifikasi kemudian dibandingkan dengan compared against the established risk tolerance levels.
tingkat teloransi risiko yang ditetapkan. Dengan Thus, risk assessment serves as the foundation for risk
demikian penilaian risiko menjadi landasan bagi management and mitigation.
pengelolaan dan manajemen risiko.
Penilaian risiko mengharuskan manajemen untuk Risk assessment requires management to consider the
mempertimbangkan dampak perubahan lingkungan impact of changes in the external environment as well
eksternal serta perubahan model bisnis perusahaan, yang as changes in the company's business model, which could
berpotensi mengakibatkan gangguan terhadap potentially result in disruption to the effectiveness of
efektivitas pengendalian internal yang ada. Prinsip dan existing internal controls. The principles and points of
point of focus penilaian risiko adalah sebagai berikut: focus of risk assessment are as follows:
1. Organisasi menetapkan tujuan secara jelas yang 1. The organization sets clear objectives that enable
memungkinkan dilakukannya proses identifikasi the process of identifying and assessing risks
dan penilaian risiko terkait dengan tujuan. related to the objectives.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 463
Annual and Sustainability Report
Page 464
Tata Kelola Perusahaan
Good Corporate Governance
2. Organisasi mengidentifikasi risiko terkait dengan 2. The organization identifies risks related to achieving
pencapaian tujuan organisasi pada seluruh lingkup organizational goals throughout the entity and
entitas dan menganalisis risiko sebagai dasar untuk analyzes the risks as a basis for determining how
menentukan bagaimana risiko-risiko tersebut harus these risks should be managed.
dikelola.
3. Organisasi telah mempertimbangkan potensi 3. The organization has considered the potential for
terjadinya fraud dalam menilai risiko. fraud in assessing risk.
4. Organisasi mengidentifikasi dan menilai perubahan 4. The organization identifies and assesses changes
- perubahan yang dapat mempengaruhi Sistem that can significantly affect the Internal Control
Pengendalian Intern secara signifikan. System.
KEGIATAN PENGENDALIAN CONTROL ACTIVITIES
Kegiatan pengendalian mencakup tindakan-tindakan Control activities include actions determined through
yang ditetapkan melalui kebijakan dan prosedur untuk policies and procedures to help ensure the
membantu memastikan dilaksanakannya arahan implementation of management directives in order to
manajemen dalam rangka meminimalisasi risiko terhadap minimize risks to achieving objectives. Control activities
pencapaian tujuan. Kegiatan pengendalian dilaksanakan are carried out at all levels of the organization, at various
pada semua tingkatan organisasi, pada berbagai tahap stages of business processes, and in the context of the
proses bisnis, dan dalam konteks lingkungan teknologi. technological environment. Control activities are divided
Kegiatan pengendalian terbagi 2 (dua) pengelompokan, into 2 (two) groups, namely those that are preventive or
yaitu yang bersifat preventif atau detektif dan yang detective and those that are manual or automatic.
bersifat manual atau otomatis. Adapun contoh kegiatan Examples of control activities include practices such as
pengendalian mencakup praktik otorisasi dan authorization and approval, verification, reconciliation,
persetujuan, verifikasi, rekonsiliasi, dan review kinerja. and performance review. In selecting and developing
Dalam memilih dan mengembangkan kegiatan control activities, the concept of segregation of duties
pengendalian diterapkan konsep pemisahan fungsi is applied. If separation of functions is deemed
(segregation of duties). Jika pemisahan fungsi dianggap impractical, management is obliged to develop
tidak praktis, manajemen wajib mengembangkan alternative control activities to compensate.
alternatif kegiatan pengendalian sebagai kompensasinya
Prinsip dan point of focus kegiatan pengendalian adalah The principles and points of focus of control activities
sebagai berikut: are as follows:
1. Organisasi telah menyeleksi dan membangun 1. The organization has selected and developed
aktivitas pengendalian yang mendukung upaya control activities that support risk mitigation efforts
mitigasi risiko sehingga risiko berada pada level yang so that risks are at an acceptable level.
dapat diterima.
2. Organisasi telah menyeleksi dan membangun 2. The organization has selected and built general
aktivitas pengendalian umum dengan control activities using technology to support the
menggunakan teknologi untuk mendukung achievement of organizational goals.
pencapaian tujuan organisasi.
3. Organisasi menerapkan kegiatan pengendalian 3. The organization implements control activities as
sebagaimana tercermin pada kebijakan dan reflected in relevant policies and procedures.
prosedur yang relevan.
Kepatuhan Terhadap Peraturan Perundang-Undangan Compliance with other laws and regulations
Lainnya
Pengendalian internal terkait kepatuhan perusahaan Internal control related to company compliance with
terhadap peraturan perundang-undangan secara khusus statutory regulations is specifically carried out by
dilakukan dengan mengevaluasi pemenuhan penerapan evaluating compliance with the implementation of
peraturan perundang-undangan yang ada. Selain itu, existing statutory regulations. Apart from that, the
perusahaan juga melakukan pengujian terhadap company also carries out testing on the synchronization
sinkronisasi peraturan perundang-undangan dan produk of statutory regulations and the Company's legal products,
hukum Perseroan, dilaksanakan di bawah tanggung carried out under the responsibility of the Legal Center,
jawab Pusat Hukum, khususnya bagian Policy and especially the Policy and Regulations section. In addition,
Regulations. Di samping itu, sebagai peran lini ketiga as a third line role, the Internal Audit Unit is responsible
(third line roles), Unit Internal Audit bertanggung jawab for ensuring the Company's effectiveness in fulfilling
untuk memastikan efektivitas Perseroan dalam praktik applicable legal and regulatory requirements. One of the
pemenuhan ketentuan hukum dan peraturan perundang- objectives that is the focus of risk assessment in the
undangan yang berlaku. Salah satu tujuan yang menjadi internal control system is compliance objectives. In this
fokus penilaian risiko dalam sistem pengendalian regard, the Company always considers compliance risk
Laporan Tahunan dan Keberlanjutan
464 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 465
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
internal adalah tujuan kepatuhan. Terkait hal itu, tolerance in implementing internal controls related to
Perseroan senantiasa mempertimbangkan toleransi compliance with laws and regulations.
terhadap risiko kepatuhan dalam pelaksanaan
pengendalian internal terkait kepatuhan terhadap
peraturan perundang-undangan.
INFORMASI DAN KOMUNIKASI INFORMATION AND COMMUNICATIONS
Perseroan menghimpun dan mengelola informasi demi The Company collects and manages information for the
terselenggaranya fungsi pengendalian intern yang implementation of internal control functions that can
secara efektif dapat mendukung pencapaian tujuan effectively support the achievement of business
usaha. Manajemen wajib memperoleh, menghasilkan, objectives. Management is obliged to obtain, produce
dan menggunakan informasi yang relevan dan and use relevant and quality information, whether
berkualitas, baik yang berasal dari sumber internal originating from internal or external sources. This is
maupun eksternal. Hal tersebut diperlukan agar komponen necessary so that other internal control components
pengendalian internal yang lain berfungsi dengan baik function properly as they should. Meanwhile,
sebagaimana mestinya. Adapun, komunikasi adalah communication is an iterative and continuous process
proses iteratif dan berkelanjutan untuk memperoleh, of obtaining, sharing and providing information. Internal
membagikan, dan menyediakan informasi. Komunikasi communication must be a means of disseminating
internal harus menjadi sarana diseminasi informasi di information within the organization, both from top to
dalam organisasi, baik dari atas ke bawah, dari bawah bottom, from bottom to top, and across functions.
ke atas, maupun lintas fungsi.
Prinsip dan point of focus informasi dan komunikasi The principles and points of focus of information and
adalah sebagai berikut: communication are as follows:
1. Organisasi memperoleh atau menghasilkan dan 1. The organization obtains or produces and uses
menggunakan informasi yang relevan dan berkualitas relevant and quality information to support the
untuk mendukung berfungsinya seluruh komponen functioning of all internal control components;
pengendalian intern;
2. Organisasi mengkomunikasikan informasi secara 2. The organization communicates information
internal, termasuk tujuan dan tanggung jawab internally, including the objectives and
terhadap pengendalian intern yang penting untuk responsibilities for internal control which are
dapat mendukung berfungsinya seluruh komponen important to support the functioning of all internal
pengendalian intern; control components;
3. Organisasi berkomunikasi dengan pihak eksternal 3. The organization communicates with external
terkait dengan berbagai hal yang dapat parties regarding various matters that can affect
mempengaruhi berfungsinya seluruh komponen the functioning of all internal control components.
pengendalian intern.
KEGIATAN PEMANTAUAN MONITORING ACTIVITIES
Kegiatan Pemantauan mencakup evaluasi berkelanjutan, Monitoring activities include ongoing evaluations, separate
evaluasi terpisah, atau kombinasi dari keduanya yang evaluations, or a combination of both, aimed at ensuring
dimaksudkan untuk memastikan tiap‐tiap komponen that each component of internal control is present and
pengendalian intern ada dan berfungsi sebagaimana functioning as intended. Generally, continuous
mestinya. Secara umum, aspek kegiatan evaluasi evaluation is applied. Continuous evaluation is applied
berkelanjutan. Evaluasi berkelanjutan diterapkan di dalam in business processes at different levels, in order to
proses bisnis pada tingkat yang berbeda-beda, guna provide valid information in a timely manner. Separate
menyajikan informasi yang valid secara tepat waktu. evaluations are conducted periodically, varying in scope
Evaluasi terpisah dilakukan secara periodik, bervariasi, and frequency depending on the results of the risk
lingkup, dan frekuensinya, tergantung hasil penilaian assessment, the effectiveness of ongoing evaluations,
risiko, efektivitas evaluasi berkelanjutan, dan and other management considerations. The principles
pertimbangan manajemen lainnya. Prinsip dan point of and points of focus of monitoring activities are as follows:
focus kegiatan pemantauan adalah sebagai berikut:
1. Organisasi menyeleksi, membangun, dan 1. The organization selects, develops and carries out
melaksanakan evaluasi berkelanjutan dan terpisah continuous and separate evaluations to ensure that
untuk dapat meyakinkan bahwa seluruh komponen all internal control components are functioning
pengendalian intern telah berfungsi dengan baik. properly.
2. Organisasi mengevaluasi dan mengkomunikasikan 2. The organization evaluates and communicates
pengendalian intern dalam waktu yang tepat internal control in a timely manner to parties
kepada pihak-pihak yang bertanggung jawab untuk responsible for taking corrective action.
melakukan tindakan koreksi.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 465
Annual and Sustainability Report
Page 466
Tata Kelola Perusahaan
Good Corporate Governance
KESESUAIAN DENGAN STANDAR CONFORMITY TO COMMITTEE OF
COMMITTEE OF SPONSORING SPONSORING ORGANIZATIONS OF
ORGANIZATIONS OF TRADEWAY TRADEWAY COMMISSION (COSO)
COMMISSION (COSO) STANDARDS
Model Pengendalian Intern yang digunakan sebagai acuan The Internal Control Model used as a reference conceptual
kerangka konseptual dalam pengembangan framework in developing internal control is the Internal
pengendalian intern adalah Kerangka Kerja Pengendalian Control-Integrated Framework by The Committee of
Internal yang Terintegrasi (Internal Control-Integrated Sponsoring Organization of the Treadway Commission
Framework) oleh The Committee of Sponsoring (COSO). The Company implements an internal control
Organization of the Treadway Commission (COSO). system in line with standards issued by COSO, which
Perseroan menerapkan sistem pengendalian intern consists of 5 (five) components, namely control
sejalan dengan standar yang dikeluarkan oleh COSO, environment, risk assessment, control activities,
yang terdiri dari 5 (lima) komponen, yaitu lingkungan information and communication, and monitoring
pengendalian, penilaian risiko, kegiatan pengendalian, activities.
informasi dan komunikasi, serta kegiatan pemantauan.
EVALUASI PELAKSANAAN SISTEM EVALUATION OF THE IMPLEMENTATION OF
PENGENDALIAN INTERNAL THE INTERNAL CONTROL SYSTEM
Direksi bertanggung jawab terhadap efektivitas penerapan The Board of Directors is responsible for the effectiveness
sistem pengendalian internal di Perusahaan. Terkait hal of implementing the internal control system in the
tersebut, Perseroan melakukan penilaian mandiri atas Company. In this regard, the Company conducted an
penerapan sistem pengendalian internal sebagai proses independent assessment of the implementation of the
yang dilaksanakan untuk menguji dan menilai efektivitas internal control system as a process carried out to test
penerapan sistem pengendalian internal. Penilaian and assess the effectiveness of the implementation of
terhadap sistem pengendalian internal bertujuan untuk the internal control system. The assessment of the
memberikan keyakinan yang memadai bahwa seluruh internal control system aims to provide adequate
tujuan kegiatan dapat dicapai/ dilaksanakan dengan confidence that all activity objectives can be achieved/
baik. Pelaksanaan penilaian mandiri atas penerapan implemented properly. Self-assessment of the
sistem pengendalian internal dilakukan secara berkala. implementation of the internal control system is carried
out periodically.
Unit Internal Audit melakukan evaluasi atas kecukupan The Internal Audit Unit evaluates the adequacy and
dan efektivitas sistem pengendalian internal Perusahaan effectiveness of the Company's internal control system
secara menyeluruh untuk mendukung asersi Direksi atas as a whole to support the Board of Directors' assertion
efektivitas sistem pengendalian internal yang diterapkan regarding the effectiveness of the internal control system
sesuai Keputusan Direksi PT KAI (Persero) Nomor: PER.U/ implemented in accordance with PT KAI (Persero) Board
KC.202/III/2/KA-2018 tanggal 5 Maret 2018 tentang of Directors Decree Number: PER.U/ KC.202/III/2/KA- 2018
Pedoman Evaluasi Sistem Pengendalian Intern. Evaluasi dated March 5 th, 2018 concerning Guidelines for
terhadap pelaksanaan sistem pengendalian internal Evaluation of Internal Control Systems. Evaluation of the
untuk tahun 2022 memperlihatkan bahwa sistem implementation of the internal control system for 2022
pengendalian internal KAI telah berjalan secara efektif shows that KAI's internal control system has been running
dan baik. effectively and well.
PERNYATAAN DIREKSI DAN/ATAU DEWAN STATEMENT OF THE BOARD OF DIRECTORS
KOMISARIS ATAS KECUKUPAN SISTEM AND/OR BOARD OF COMMISSIONERS
PENGENDALIAN INTERNAL REGARDING THE ADEQUACY OF THE
INTERNAL CONTROL SYSTEM
Unit Internal Audit, Direksi, dan Dewan Komisaris telah The Internal Audit Unit, Directors and Board of
melakukan evaluasi terhadap kecukupan dan efektivitas Commissioners have evaluated the adequacy and
keseluruhan pelaksanaan sistem pengendalian intern. effectiveness of the overall implementation of the internal
Dalam pelaksanaannya, control system. In implementation,
(1) Dewan Komisaris telah memberikan arahan untuk (1) The Board of Commissioners has provided direction
meningkatkan kecukupan sistem pengendalian to improve the adequacy of the internal control
internal, system,
(2) Direksi telah memastikan bahwa sistem (2) The Board of Directors has ensured that the internal
pengendalian internal berjalan dengan baik sesuai control system is running well in accordance with
dengan tujuan yang ditetapkan, serta the stated objectives, as well
Laporan Tahunan dan Keberlanjutan
466 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 467
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
(3) Unit Internal Audit telah berperan aktif dalam (3) The Internal Audit Unit has played an active role in
meningkatkan efektivitas sistem pengendalian improving the effectiveness of the internal control
internal secara berkesinambungan dengan system on an ongoing basis by providing
memberikan rekomendasi perbaikan penerapan recommendations for improvements to the
sistem pengendalian internal Perseroan guna implementation of the Company's internal control
pencapaian sasaran yang telah ditetapkan oleh system in order to achieve the targets set by
manajemen. management.
Secara keseluruhan, Unit Internal Audit, Direksi dan Overall, the Internal Audit Unit, Directors and Board of
Dewan Komisaris menilai bahwa efektivitas dan Commissioners assess that the effectiveness and
kecukupan sistem pengendalian internal Perusahaan adequacy of the Company's internal control system for
untuk tahun 2023 telah berjalan dengan baik. 2023 has been running well.
MANAJEMEN RISIKO
RISK MANAGEMENT
Perseroan menerapkan manajemen risiko dengan tujuan The Company implements risk management with the
untuk mengelola seluruh potensi risiko yang dihadapi aim of managing all potential risks faced in achieving
dalam mencapai tujuan-tujuan Perseroan, mencakup the Company's goals, including short-term goals in the
tujuan jangka pendek di dalam RKAP ataupun tujuan RKAP or long-term goals in the RJPP. The Company's
jangka panjang di dalam RJPP. Penerapan manajemen implementation of risk management basically refers to
risiko Perseroan secara mendasar mengacu pada laws and regulations and applications that apply
peraturan perundang-undangan serta penerapan yang internationally, namely the International Standard ISO
berlaku secara internasional, yaitu International Standard 31000: 2018 Risk Management – Guidelines.
ISO 31000: 2018 Risk Management – Guidelines.
Sebagai wujud komitmen Direksi dalam pelaksanaan As a form of the Board of Directors' commitment to
penerapan Sistem Manajemen Risiko Terpadu, Perseroan implementing the Integrated Risk Management System,
menerbitkan Peraturan Direksi No. PER.U/KL/I/1/KA-2021 the Company issued Directors' Regulation No. PER.U/KL/
tentang Penerapan Manajemen Risiko Terpadu pada I/1/KA-2021 concerning the Implementation of Integrated
tanggal 25 Januari 2021. Pelaksanaan penerapan Sistem Risk Management on January 25th, 2021. Implementation
Manajemen Risiko Terpadu menggunakan aplikasi of the Integrated Risk Management System using the
SMARTKA yang telah Go Live pada tanggal 29 Maret 2021. SMARTKA application which has gone Live on March 29th,
Sistem Manajemen Risiko Terpadu melalui SMARTKA 2021. The Integrated Risk Management System via
diterapkan guna mendukung pengelolaan risiko di SMARTKA is implemented to support risk management
seluruh unit bisnis/risk entity melalui Risk Control and in all business units/risk entities through Risk Control
Self Assessment (RCSA). and Self Assessment (RCSA).
UNIT MANAJEMEN RISIKO RISK MANAGEMENT UNIT
Perseroan menerapkan fungsi manajemen risiko melalui The Company implements the risk management function
Unit Manajemen Risiko, yang secara struktural berada through the Risk Management Unit, which is structurally
di bawah Direktur Keuangan dan Manajemen Risiko. under the Director of Finance and Risk Management.
Fungsi Unit Manajemen Risiko dipimpin oleh seorang The function of the Risk Management Unit is led by an
Executive Vice President (EVP) dan diatur berdasarkan Executive Vice President (EVP) and is regulated based
Peraturan Direksi PT Kereta Api Indonesia (Persero) Nomor on the Regulation of the Directors of PT Kereta Api
PER.U/KO.104/I/3/KA2022 tanggal 27 Januari 2022 tentang Indonesia (Persero) Number PER.U/KO.104/I/3/KA2022
Organisasi dan Tata Laksana Direktorat Kuangan dan dated January 27 th, 2022 concerning the Organization
Manajemen Risiko. and Management of the Finance Directorate and Risk
Management.
STRUKTUR ORGANISASI UNIT MANAJEMEN RISK MANAGEMENT UNIT ORGANIZATIONAL
RISIKO STRUCTURE
Sesuai Peraturan Direksi Nomor: PER.U/KO.104/VIII/11/ In accordance with Directors' Regulation Number: PER.
KA2019, struktur organisasi Unit Manajemen Risiko U/KO.104/VIII/11/KA2019, the organizational structure of
Perseroan adalah sebagai berikut: the Company's Risk Management Unit is as follows:
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 467
Annual and Sustainability Report
Page 468
Tata Kelola Perusahaan
Good Corporate Governance
Division Head of Risk
Management (KR)
Division Head of Risk
Management (KR)
Risk Analysis Level 1,2,3
Subdivision Head of
Subdivision Head of Risk
Dissemination and Risk
Control and Mitigations
Management
(KRC)
(KRD)
Section Head of Risk Section Head of Risk Section Head of Risk Section Head of Risk Section Head of Risk
Management Framework Management Process Management Framework Management Process Management Information
Design Implementation Monitoring Monitoring System
(KRDF) (KRDP) (KRCF) (KRCP) (KRCI)
SISTEM MANAJEMEN RISIKO RISK MANAGEMENT SYSTEM
Perseroan memahami bahwa komitmen dari semua level The Company understands that commitment from all
organisasi termasuk Dewan Komisaris dan Direksi levels of the organization, including the Board of
merupakan sesuatu yang penting sebagai dukungan Commissioners and Directors, is important as
menyeluruh terhadap penerapan manajemen risiko comprehensive support for the implementation of
terpadu. Atas pemahaman tersebut, Perseroan integrated risk management. Based on this
menyusun dan menetapkan struktur tata kelola risiko understanding, the Company prepares and determines
(risk governance structure) yang sesuai, di samping an appropriate risk governance structure, in addition to
menetapkan struktur akuntabilitas hingga level yang establishing an accountability structure down to the
terendah. Penjelasan mengenai hal tersebut adalah lowest level. The explanation regarding this is as follows:
sebagai berikut:
1. Level Dewan Komisaris 1. Board of Commissioners Level
Komite Pemantau Manajemen Risiko (KPMR) The Risk Management Monitoring Committee
merupakan organ pendukung Dewan Komisaris yang (KPMR) is a supporting organ for the Board of
membantu Dewan Komisaris dalam menjalankan Commissioners which assists the Board of
fungsi pengawasan dan kepenasihatan atas kinerja Commissioners in carrying out its supervisory and
manajemen dalam implementasi GCG Perusahaan. advisory functions on management performance
Dalam pelaksanaan tugasnya, KPMR dapat in implementing the Company's GCG. In carrying
berkoordinasi dengan Unit Manajemen Risiko. out its duties, KPMR can coordinate with the Risk
Management Unit.
2. Level Direksi 2. Director level
Unit Manajemen Risiko berada di bawah Direktur The Risk Management Unit is under the Director
Keuangan dan Manajemen Risiko. Direktur of Finance and Risk Management. The Director of
Keuangan dan Manajemen Risiko berperan Finance and Risk Management plays a role in
menjalankan fungsi pembinaan langsung terhadap carrying out direct coaching functions for the Risk
Unit Manajemen Risiko dan menerapkan komitmen Management Unit and implementing a commitment
untuk mendukung pelaksanaan manajemen risiko to support the implementation of integrated
perusahaan secara terintegrasi. company risk management.
3. Level Korporat 3. Corporate Level
Unit Manajemen Risiko berperan sentral dalam The Risk Management Unit plays a central role in
menjalankan fungsi pengembangan sistem dan carrying out the function of developing risk
proses manajemen risiko, berikut diseminasi, management systems and processes, including
pemantauan berkala maupun insidental dan dissemination, periodic and incidental monitoring
pembinaan teknisnya kepada seluruh jajaran and technical guidance to all levels of the
organisasi. organization.
Laporan Tahunan dan Keberlanjutan
468 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 469
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
4. Level Proyek/Unit Pemilik Risiko (Risk Taking 4. Project Level/Risk Owner Unit (Risk Taking Unit/
Unit/RTU) RTU)
Pimpinan RTU atau Unit Pengusul selaku Manajer The RTU Leader or Proposing Unit as the Project
Proyek berperan sebagai penanggung jawab dalam Manager plays a role as the person responsible for
pelaksanaan dan pemantauan mitigasi risiko berikut implementing and monitoring risk mitigation as
pemantauan pergerakan level risiko sehingga well as monitoring the movement of risk levels so
seluruh dampak risiko yang akan dihadapi RTU akan that all risk impacts that will be faced by the RTU
terkelola sampai pada batas yang dapat diterima will be managed to a limit acceptable to the RTU
oleh RTU (risk tolerance) dan seluruh dampak risiko (risk tolerance) and all risk impacts as a whole.
secara korporasi berada pada batas yang dapat corporation is within the Company's acceptable
diterima Perusahaan (risk appetite). limits (risk appetite).
PROSES MANAJEMEN RISIKO RISK MANAGEMENT PROCESS
Perseroan menerapkan proses manajemen risiko dengan The Company implements the risk management process
mengacu pada standar ISO 31000:2018 Risk Management in accordance with ISO 31000:2018 Risk Management –
– Guidelines. Penerapan sesuai standar tersebut Guidelines standards. Implementation according to these
diharapkan dapat membuat Perseroan mampu secara standards is expected to enable the Company to
optimal menangkap peluang-peluang usaha serta optimally capture business opportunities and carry out
melaksanakan praktik pengelolaan risiko dengan risk management practices with effective risk mitigation.
pelaksanaan mitigasi risiko yang efektif.
Proses Manajemen Risiko Risk Management Process
Sesuai standar ISO 31000:2018, proses manajemen risiko In accordance with the ISO 31000:2018 standard, the risk
yang diterapkan oleh Perseroan terbagi dalam sejumlah management process implemented by the Company is
tahapan dengan perincian sebagai berikut: divided into a number of stages with the following details:
1. Komunikasi dan konsultasi. 1. Communication and consultation.
2. Penetapan ruang lingkup, konteks, dan kriteria. 2. Determination scope, context, and criteria.
3. Penilaian risiko meliputi identifikasi risiko, analisis 3. Risk assessment includes risk identification, risk
risiko, dan evaluasi risiko; analysis, and risk evaluation;
4. Perlakuan risiko (mitigasi risiko); 4. Risk treatment (risk mitigation);
5. Pemantauan dan tinjauan; 5. Monitoring and surveys;
6. Pencatatan dan pelaporan. 6. Recording and reporting.
Proses Manajemen Risiko
Risk Management Process
Lingkup, Proses, dan Kriteria
Scope, Context, and Criteria
Communication and Consultation
Penilaian Risiko
Risk Assesment
Komunikasi dan Konsultasi
Pemantauan dan Tinajuan
Monitoring and Review
Identifikasi Risiko / Risk dentification
Analisis Risiko / Risk Analysis
Evaluasi Risiko / Risk Evaluation
Perlakuan Risiko
Risk Treatment
Pencatatan dan Pelaporan
Recording and Reporting
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 469
Annual and Sustainability Report
Page 470
Tata Kelola Perusahaan
Good Corporate Governance
Secara umum, tahapan proses manajemen risiko In general, the stages of the Company's risk
Perseroan merupakan rangkaian siklus yang diawali dari management process are a series of cycles starting with
kegiatan komunikasi dan konsultasi untuk mendapatkan communication and consultation activities to obtain the
informasi terbaik yang tersedia sebagai dasar dalam best information available as a basis for determining the
melakukan penentuan konteks dan asesmen risiko. context and risk assessment. Based on the best available
Berdasarkan data dan informasi terbaik yang tersedia, data and information, the Risk Management Unit
Unit Manajemen Risiko melakukan identifikasi terhadap identifies potential risks that could affect the
potensi-potensi risiko yang dapat memengaruhi achievement of the Company's strategy and objectives,
pencapaian strategi dan tujuan Perseroan, termasuk including the objectives of each investment package
tujuan setiap paket investasi yang tertuang dalam RKAP. contained in the RKAP. The best data and information
Data dan informasi terbaik yang tersedia untuk kegiatan available for risk assessment activities are obtained from
asesmen risiko diperoleh dari proposal, project proposals, project minicharter, justification for the need
minicharter, justifikasi kebutuhan barang dan jasa, RAB, for goods and services, RAB, technical specifications,
spesifikasi teknis, kajian finansial, studi kelayakan bisnis, financial studies, business feasibility studies, and highest
dan kajian highest and best use, di samping diperoleh and best use studies, in addition to being obtained from
dari kegiatan survei lapangan ke lokasi objek-objek field survey activities. location of investment objects.
investasi.
Komunikasi dan Konsultasi Communication and Consultation
Komunikasi dan konsultasi diterapkan dengan tujuan Communication and consultation are implemented with
untuk membantu pemangku kepentingan dalam the aim of assisting stakeholders in understanding risks,
memahami risiko, dasar pengambilan keputusan, dan the basis for decision making, and the reasons why
alasan mengapa tindakan tertentu diperlukan. certain actions are necessary. Communication aims to
Komunikasi bertujuan mendorong kesadaran dan promote awareness and understanding of risks, while
pemahaman risiko, sedangkan konsultasi mencakup consultation includes seeking feedback and information
pencarian umpan balik dan informasi untuk mendukung to support decision making. Strong coordination
pengambilan keputusan. Koordinasi yang kuat di antara between the two will facilitate the exchange of
keduanya akan memfasilitasi pertukaran informasi secara information in a factual, timely, relevant, accurate and
faktual, tepat waktu, relevan, akurat, dan dapat understandable manner, taking into account the
dipahami, dengan mempertimbangkan kerahasiaan dan confidentiality and integrity of information as well as
integritas informasi dan juga hak privasi individu. individual privacy rights.
Penetapan Ruang Lingkup, Konteks, dan Kriteria Determining Scope, Context, and Criteria
Penetapan ruang lingkup, konteks, dan kriteria diterapkan Determination of scope, context and criteria is applied
dengan tujuan untuk menyesuaikan proses manajemen with the aim of adapting the risk management process,
risiko, mengaktifkan penilaian risiko yang efektif, serta enabling effective risk assessment and adequate risk
perlakuan risiko yang memadai. Tahapan ini mencakup treatment. This stage includes determining the scope of
penentuan ruang lingkup proses dan pemahaman the process and understanding the external and internal
konteks eksternal dan internal. Sebagai bagian dari proses context. As part of the risk management process, the
manajemen risiko, Perseroan menentukan ruang lingkup Company determines the scope of risk management
aktivitas manajemen risiko. Proses manajemen risiko activities. The risk management process can be applied
dapat diterapkan pada berbagai tingkat (misalnya at various levels (e.g. strategic, operations, program,
strategis, operasi, program, proyek atau aktivitas lain). project or other activity). Therefore, clarity is needed on
Karenanya, diperlukan kejelasan ruang lingkup yang the scope of coverage, relevant objectives that need to
menjadi cakupan, tujuan relevan yang perlu be considered, as well as alignment of the risk
dipertimbangkan, serta keselarasan proses manajemen management process with the Company's objectives.
risiko dengan tujuan Perusahaan.
Konteks proses manajemen risiko ditetapkan berdasarkan The context of the risk management process is
pemahaman terhadap lingkungan eksternal dan internal determined based on an understanding of the external
tempat organisasi beroperasi serta merefleksikan and internal environment in which the organization
lingkungan spesifik dari aktivitas yang menjadi tujuan operates and reflects the specific environment of the
penerapan manajemen risiko. Perseroan menetapkan activities to which risk management is implemented. The
konteks eksternal dan internal dari proses manajemen Company determines the external and internal context
risiko dengan mempertimbangkan faktor-faktor yang of the risk management process by considering
mempengaruhi. Perseroan menentukan jumlah dan jenis influencing factors. The Company determines the
risiko yang dapat atau tidak dapat diambil, secara relatif amount and type of risk it can or cannot take, relative to
terhadap tujuan. Selain itu, Perseroan menentukan its objectives. In addition, the Company determines
kriteria untuk mengevaluasi signifikansi risiko dan criteria to evaluate the significance of risks and supports
mendukung proses pengambilan keputusan. Kriteria risiko the decision-making process. Risk criteria are aligned
selaras dengan kerangka kerja manajemen risiko dan with the risk management framework and tailored to
disesuaikan dengan tujuan khusus dan ruang lingkup the specific objectives and scope of activities covered.
Laporan Tahunan dan Keberlanjutan
470 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 471
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
aktivitas yang dicakup. Kriteria risiko sebaiknya Risk criteria should reflect the organization's values,
merefleksikan nilai, tujuan, dan sumber daya organisasi objectives and resources and be consistent with policies
serta bersifat konsisten terhadap kebijakan dan and statements on risk management. Risk criteria should
pernyataan tentang manajemen risiko. Kriteria risiko be determined by considering the Company's obligations
sebaiknya ditentukan dengan mempertimbangkan and stakeholder views.
kewajiban Perseroan dan pandangan pemangku
kepentingan.
Penilaian Risiko Risk Assessment
Penilaian risiko mengacu pada proses menyeluruh dari Risk assessment refers to the comprehensive process of
identifikasi risiko, analisis risiko, dan evaluasi risiko. risk identification, risk analysis, and risk evaluation. Risk
Penilaian risiko dilakukan secara sistematis, berulang, assessments are carried out systematically, repeatedly
dan kolaboratif berdasarkan pengetahuan dan and collaboratively based on stakeholder knowledge and
pandangan pemangku kepentingan. Identifikasi risiko views. Risk identification is carried out with the aim of
dilakukan dengan tujuan untuk menemukan, mengenali, finding, recognizing and describing risks that can help
dan menguraikan risiko yang dapat membantu atau or hinder the organization in achieving its goals. In the
menghalangi organisasi dalam pencapaian tujuannya. risk identification process, relevant, adequate and up-to-
Dalam proses identifikasi risiko, informasi yang relevan, date information is important.
memadai, dan mutakhir merupakan sesuatu yang penting.
Analisis risiko dilakukan dengan tujuan untuk memahami Risk analysis is carried out with the aim of understanding
sifat risiko dan karakteristiknya termasuk, jika the nature of the risk and its characteristics including, if
memungkinkan, tingkat risikonya. Analisis risiko melibatkan possible, the level of risk. Risk analysis involves the practice
praktik pertimbangan terperinci terhadap ketidakpastian, of detailed consideration of uncertainties, sources of risk,
sumber risiko, dampak, kemungkinan, kejadian, skenario, impacts, probabilities, events, scenarios, controls, and
kendali, dan efektivitas kendali tersebut. Suatu kejadian the effectiveness of those controls. An event can have
dapat memiliki beragam sebab dan akibat serta dapat various causes and effects and can affect several of the
memengaruhi beberapa tujuan Perseroan. Analisis risiko Company's objectives. Risk analysis provides input into
memberikan masukan terhadap proses evaluasi risiko, the risk evaluation process, to obtain a decision whether
untuk mendapat keputusan apakah risiko memerlukan the risk requires treatment and determine the treatment,
perlakuan dan menentukan perlakuannya, serta as well as deciding on the most appropriate risk treatment
keputusan strategi dan metode perlakuan risiko yang strategy and method. The results of the analysis provide
paling sesuai. Hasil analisis memberikan wawasan bagi insight for managers in making decisions. Choices are
pihak pengelola dalam penentuan keputusan. Pilihan made involving different types and levels of risk.
diambil dengan melibatkan berbagai jenis dan tingkat
risiko.
Evaluasi risiko digunakan untuk mendukung keputusan. Risk evaluation is used to support decisions. Risk
Evaluasi risiko melibatkan pembandingan hasil analisis evaluation involves comparing the results of risk analysis
risiko dengan kriteria risiko yang telah ditetapkan, untuk with established risk criteria, to determine whether
menentukan apakah diperlukan tindakan tambahan. additional action is required. Decisions should consider
Keputusan sebaiknya mempertimbangkan konteks yang the broader context and consider the actual, perceived
lebih luas serta mempertimbangkan konsekuensi aktual consequences for external and internal stakeholders. Risk
yang dipersepsikan terhadap pemangku kepentingan evaluation output results are recorded, communicated
eksternal dan internal. Hasil keluaran evaluasi risiko and validated at appropriate levels within the
dicatat, dikomunikasikan, dan divalidasi pada tingkat yang organization.
tepat dalam organisasi.
Perlakuan Risiko Risk Treatment
Perlakuan risiko dilakukan untuk memilih dan Risk treatment is carried out to select and implement
menerapkan opsi perlakuan risiko. Penerapan perlakuan risk treatment options. Implementation of risk treatment
risiko mencakup proses berulang dari: includes an iterative process of:
1. Formulasi dan seleksi opsi perlakuan risiko. 1. Formulation and selection of risk treatment options.
2. Perencanaan dan implementasi perlakuan risiko. 2. Planning and implementation risk treatment.
3. Penilaian efektivitas perlakuan itu. 3. Assessment of the effectiveness of the treatment.
4. Pengambilan keputusan apakah risiko tersisa dapat 4. Making decisions about whether the remaining risks
diterima. are acceptable.
5. Pelaksanaan perlakuan lanjutan, jika opsi tidak 5. Carrying out further treatment, if the option is not
diterima. accepted.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 471
Annual and Sustainability Report
Page 472
Tata Kelola Perusahaan
Good Corporate Governance
Pemilihan opsi perlakuan risiko yang paling tepat Selecting the most appropriate risk treatment option
mencakup penyeimbangan potensi manfaat terkait involves balancing the potential benefits associated with
pencapaian tujuan terhadap biaya, upaya, atau kerugian achieving objectives against the costs, efforts, or losses
implementasi. Opsi perlakuan risiko tidak selalu sering of implementation. Risk treatment options do not always
berhubungan secara eksklusif atau tepat pada semua relate exclusively or appropriately to all conditions.
kondisi.
Justifikasi untuk perlakuan risiko lebih luas daripada The justification for risk treatment is broader than simply
sekadar pertimbangan ekonomi dan sebaiknya economic considerations and should take into account
memperhitungkan semua unsur kewajiban, komitmen all elements of the organization's obligations, voluntary
sukarela, dan pandangan pemangku kepentingan dari commitments and stakeholder views. The selection of
organisasi. Pemilihan perlakukan risiko dilakukan sesuai risk treatments is carried out in accordance with
dengan tujuan organisasi, kriteria risiko, dan sumber daya organizational objectives, risk criteria and available
yang tersedia. resources.
Tujuan rencana perlakuan risiko adalah untuk The aim of a risk treatment plan is to determine how the
menentukan bagaimana operasi perlakuan yang dipilih selected treatment operations can be implemented, so
dapat diterapkan, sehingga pengaturannya dapat that the arrangements can be understood by the parties
dipahami oleh pihak yang terlibat dan kemajuan involved and the progress of the plan can be monitored.
rencananya dapat dipantau. Rencana perlakuan The treatment plan should clearly identify the sequence
sebaiknya jelas mengidentifikasi urutan perlakuan risiko of risk treatments that should be applied. The treatment
yang sebaiknya diterapkan. Rencana perlakuan sebaiknya plan should be integrated with the Company's
terintegrasi dengan rencana dan proses manajemen management plans and processes, through consultation
Perusahaan, melalui konsultasi dengan pemangku with appropriate stakeholders.
kepentingan yang sesuai.
Pemantauan dan Tinjauan Monitoring and Review
Pemantaun dan tinjauan kembali diterapkan dengan Monitoring and review are implemented with the aim of
tujuan untuk memastikan dan meningkatkan mutu dan ensuring and improving the quality and effectiveness of
efektivitas desain, implementasi, dan hasil keluaran design, implementation and process output. Ongoing
proses. Pemantauan yang sedang berlangsung serta monitoring and regular reviews of risk management
tinjauan berkala terhadap proses dan hasil keluaran processes and outputs become a planned part of the risk
manajemen risiko menjadi bagian terencana dari proses management process, with clearly defined responsibilities.
manajemen risiko, dengan tanggung jawab yang Monitoring and review should be carried out at all stages
ditentukan dengan jelas. Pemantauan dan tinjauan of the process. Monitoring and reviewing includes
sebaiknya dilaksanakan pada semua tahap proses. planning, collecting and analyzing information, recording
Pemantauan dan tinjauan mencakup perencanaan, results and providing feedback. Monitoring and review
pengumpulan dan analisis informasi, pencatatan hasil results should be included in all management activities,
dan pemberian umpan balik. Hasil pemantauan dan measuring and reporting the Company's performance.
tinjauan sebaiknya disertakan di seluruh aktivitas
manajemen, pengukuran dan pelaporan kinerja Perseroan.
Pemantauan dan peninjauan dilakukan oleh Unit Monitoring and review is carried out by the Risk
Manajemen Risiko. Pencatatan dan Pelaporan Proses dan Management Unit. Recording and Reporting Risk
hasil keluaran manajemen risiko didokumentasikan dan management processes and output results are
dilaporkan melalui mekanisme yang sesuai. Pencatatan documented and reported through appropriate
dan pelaporan dilakukan dengan tujuan mechanisms. Recording and reporting is done with purpose
1. Mengomunikasikan aktivitas manajemen risiko dan 1. Communicate risk management activities and
hasil keluaran dari pengelola manajemen risiko ke output results from risk management managers
seluruh organisasi, throughout the organization,
2. Memberikan informasi untuk pengambilan 2. Providing information for decision-making.
keputusan,
3. Meningkatkan aktivitas manajemen risiko, dan 3. Improving risk management activities, and
4. Membantu interaksi dengan pemangku kepentingan 4. Assist interactions with stakeholders including
termasuk pihak yang memiliki tanggung jawab dan parties who have responsibility and accountability
akuntabilitas untuk aktivitas manajemen risiko. for risk management activities.
Pelaporan adalah bagian integral dari tata kelola Reporting is an integral part of organizational governance
organisasi dan diharapkan mampu meningkatkan mutu and is expected to improve the quality of dialogue with
dialog dengan pemangku kepentingan serta mendukung stakeholders and support top management and
manajemen puncak dan badan pengawas dalam supervisory bodies in fulfilling their responsibilities.
memenuhi tanggung jawab mereka.
Laporan Tahunan dan Keberlanjutan
472 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 473
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Penerapan Manajemen Risiko Tahun 2023 Implementation of Risk Management in 2023
1. Implementasi ERM di Lingkungan KAI 1. Implementation of ERM in the KAI Environment
Divisi Manajemen Risiko pada tahun 2023 dalam In 2023, the Risk Management Division in the
rangka penerapan Manajemen Risiko Terpadu context of implementing Integrated Risk
Enterprise Risk Management (ERM) di lingkungan Management Enterprise Risk Management (ERM)
KAI dilakukan beberapa kegiatan sebagai berikut within the KAI environment will carry out several
berikut: activities as follows:
a. Melakukan pemenuhan organ dan tata kelola a. Carry out compliance with organs and risk
risiko sesuai Permen BUMN Nomor PER-2/ management in accordance with Minister of
MBU/03 Tahun 2023 Tentang Pedoman Tata State-Owned Enterprises Regulation Number
Kelola dan Kegiatan Korporasi Signifikan BUMN PER-2/MBU/03 of 2023 concerning Guidelines
Tanggal 24 Maret 2023 baik berupa upaya for Governance and Significant Corporate
penyediaan organ dan kompetensinya serta Activities of SOE dated March 24 th, 2023, both
penyusunan Peraturan Direksi atas Pedoman in the form of efforts to provide organs and
Manajemen Risiko yang telah disesuaikan their competencies as well as the preparation
(update). of Board of Directors Regulations on Risk
Management Guidelines that have been
implemented. adjusted (updated).
b. Menerapkan RKAP Berbasis Risiko (Risk-Based b. Applying Risk-Based Budgeting to proposed
Budgeting) terhadap usulan RKAP/RKAD RKAP/RKAD including the preparation of risk
termasuk di dalamnya penyusunan strategi strategies, namely risk capacity, risk tolerance,
risiko yaitu risk capacity, risk tolerance, risk risk appetite and risk limits in accordance with
appetite, dan risk limit sesuai Permen BUMN SOE Ministerial Regulation Number PER-2/
Nomor PER-2/MBU/03 Tahun 2023 Tentang MBU/03 of 2023 concerning Governance
Pedoman Tata Kelola dan Kegiatan Korporasi Guidelines Management and Significant
Signifikan BUMN Tanggal 24 Maret 2023. Corporate Activities of SOE March 24 th, 2023.
c. Melakukan pemantauan dan evaluasi terhadap c. Monitor and evaluate the implementation of
implementasi manajemen risiko di seluruh risk management in all work units down to
unit kerja hingga ke Anak Perusahaan di KAI Subsidiaries in the KAI Group together with the
Group bersama Komite Pemantau Manajemen Risk Management Monitoring Committee.
Risiko.
d. Sosialisasi dan pelatihan manajemen risiko d. Regular risk management outreach and training
secara berkala guna meningkatkan to increase understanding and awareness in
pemahaman dan kepedulian (awareness) risk management in all work units.
dalam pengelolaan risiko di seluruh unit kerja.
2. Penyusunan Kajian Risiko Proyek (Investasi dan 2. Preparation of Project Risk Studies (Investment
Non Investasi) and Non-Investment)
Divisi Manajemen Risiko melakukan kegiatan The Risk Management Division carries out project
asesmen risiko proyek (investasi dan non-investasi, risk assessment activities (investment and non-
termasuk penugasan Pemerintah) secara rutin investment, including Government assignments)
dalam bentuk kajian berdasarkan usulan RKAP regularly in the form of studies based on RKAP
maupun permintaan khusus dari Direktorat tertentu proposals or special requests from certain
atau Unit Kerja tertentu (pengusul) yang akan Directorates or certain Work Units (proposers) which
disahkan melalui Lembar Persetujuan Direksi (LPD). will be ratified through the Directors' Approval Sheet
Indentifikasi risiko proyek yang dapat (LPD) . Identification of project risks that could
menghambat tujuan investasi dilakukan dengan hinder investment objectives is carried out using
menggunakan 9 (sembilan) kategori risiko yaitu 9 (nine) risk categories, namely Strategic,
Strategis, Kepatuhan, Keuangan, Operasional, Compliance, Financial, Operational, Project/
Proyek/Investasi, Keselamatan & Lingkungan, Sosial Investment, Safety & Environment, Socioeconomic,
ekonomi, Legal dan Reputasi. Legal and Reputation.
3. Penyusunan Kajian Risiko Non Proyek 3. Preparation of Non-Project Risk Studies
Divisi Manajemen Risiko juga melakukan kegiatan The Risk Management Division also carries out non-
asesmen risiko non proyek seperti setoran modal project risk assessment activities such as capital
ke anak perusahaan dan penghapusbukuan aset deposits to subsidiaries and write-offs of company
perusahaan dalam bentuk kajian berdasarkan assets in the form of studies based on RKAP
usulan RKAP maupun permintaan khusus dari Unit proposals and special requests from certain Work
Kerja tertentu (pengusul) yang akan disahkan Units (proposers) which will be ratified through the
melalui Lembar Persetujuan Direksi (LPD). Directors' Approval Sheet (LPD).
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 473
Annual and Sustainability Report
Page 474
Tata Kelola Perusahaan
Good Corporate Governance
4. Implementasi Sistem Manajemen Risiko 4. Implementation of the Risk Management System
Penerapan sistem informasi manajemen risiko di The implementation of the risk management
KAI dilakukan menggunakan Aplikasi SMARTKA information system at KAI is carried out using the
yang terdiri dari: SMARTKA Application which consists of:
a. RCSA Entity a. RCSA Entity
Proses pengisian RCSA (Risk Control Self The process of filling in the Entity's RCSA (Risk
Assessment) Entity dilakukan oleh setiap Risk Control Self Assessment) is carried out by each
Owner setiap tahun pada saat penyusunan Risk Owner every year when preparing the RKAP
usulan RKAP (Risk-Based Budgeting). Periode (Risk-Based Budgeting) proposal. The filling
pengisian disesuaikan dengan timeline period is adjusted to the timeline for preparing
penyusunan RKAP. the RKAP.
b. RCSA Project b. RCSA Project
Proses pengisian RCSA Project dilakukan oleh The process of filling out the RCSA Project is
Risk Analyst Divisi Manajemen Risiko carried out by the Risk Analyst of the Risk
berdasarkan penyusunan kajian risiko proyek Management Division based on the preparation
(investasi dan non investasi) serta penyusunan of project risk studies (investment and non-
kajian risiko non proyek yang telah disahkan investment) as well as the preparation of non-
melalui Lembar Persetujuan Direksi (LPD). project risk studies which have been approved
through the Directors' Approval Sheet (LPD).
Aplikasi SMARTKA sebagai sistem informasi The SMARTKA application as KAI's risk
manajemen risiko KAI saat ini telah management information system has currently
menambahkan fitur strategi risiko (risk strategy) added a risk strategy feature consisting of risk
yang terdiri dari risk capacity, risk tolerance, capacity, risk tolerance, risk appetite and risk
risk appetite dan risk limit sesuai dengan limit in accordance with SOE Ministerial
Permen BUMN Nomor PER-2/MBU/03 Tahun Regulation Number PER-2/MBU/03 of 2023
2023 Tentang Pedoman Tata Kelola dan concerning Governance Guidelines
Kegiatan Korporasi Signifikan BUMN Tanggal Management and Significant Corporate Activities
24 Maret 2023. of SOE March 24 th, 2023.
5. Profil Risiko Utama Perusahaan RKAP Tahun 2023 5. Company Main Risk Profile RKAP 2023
KAI telah menyusun profil risiko utama RKAP 2023 KAI has prepared the 2023 RKAP main risk profile
yang dapat memberikan gambaran skala prioritas which can provide an overview of the priority scale
bagi manajemen untuk mengendalikan Top High for management to control the Company's Top
Risk Perusahaan melalui mitigasi risiko sehingga High Risk through risk mitigation so that the risk
dampak risikonya berada pada tingkat yang dapat impact is at a level that is acceptable to the
diterima oleh perusahaan (risk appetite). Adapun company (risk appetite). The Top High Risks or main
Top High Risk atau risiko utama RKAP 2023 yang risks of the 2023 RKAP that have been identified
telah teridentifikasi antara lain: include:
Kode
Risiko Peristiwa Risiko Penyebab Risiko Rencana Penanganan Risiko
No
Code Risk Events Causes of Risk Risk Management Plan
Risk
1 KE-1 Potensi PT KAI sebagai CDB tidak memberikan pinjaman 1. Memastikan penjaminan Pemerintah atas pinjaman sebesar
Pimpinan Konsorsium tidak sebesar 75% dari nilai cost overrun 60% dari 75% nilai cost overrun dengan melakukan koordinasi
dapat memenuhi seluruh karena pemerintah tidak intensif dengan Komite Kereta Cepat / Ensure Government
beban cost overrun sponsor memberikan penjaminan atas guarantee for loans of 60% of 75% of the value cost overrun
Indonesia sesuai facility pinjaman KAI kepada CDB by carrying out intensive coordination with the High-Speed
agreement CDB does not provide loans at 75% Train Committee
PT KAI's potential as of the value cost overrun because 2. Apabila CDB tidak memberikan pinjaman, maka dimintakan
Consortium Leader cannot the government did not provide usulan PMN kepada Pemerintah dengan porsi Indonesia
meet all the burdens cost guarantees for KAI's loans to CDB USD870 Million atau setara sebesar Rp12,8 T (kurs RKAP
overrun sponsor Indonesia 2023 Rp14.800,-) / If CDB does not provide a loan, then a
sesuai facility agreement PMN proposal is requested from the Government with an
Indonesian portion of USD 870 Million or the equivalent
of Rp12.8 T (RKAP 2023 exchange rate Rp14,800,-)
Laporan Tahunan dan Keberlanjutan
474 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 475
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kode
Risiko Peristiwa Risiko Penyebab Risiko Rencana Penanganan Risiko
No
Code Risk Events Causes of Risk Risk Management Plan
Risk
2 KE-2 Potensi Tidak Nilai ekuitas dari cost overrun porsi Dokumen usulan PMN 1 T harus ditambahkan justifikasi bahwa
diperolehnya PMN Rp1 Indonesia berdasarkan hasil review PMN tersebut dapat digunakan untuk mengurangi cost overrun
Triliun untuk Pemenuhan BPKP sebesar Rp 3,2 T sedangkan porsi pinjaman sponsor Indonesia 75% dari nilai cost overrun
biaya tambahan (cost PMN yang diusulkan pada tahun semula Rp9,6 T menjadi Rp8,6 T
overrun) untuk Proyek 2022 Rp 4,2 T dan akan cair pada The PMN 1 T proposal document must add justification that
KCJB akhir tahun 2022 sebesar Rp 3,2 T the PMN can be used to reduce cost overrun Indonesian
Potential for non-obtaining Equity value of cost overrun sponsor loan portion is 75% of the value cost overrun from
PMN Rp1 Trillion to meet Indonesia's portion based on the Rp9.6 T to Rp8.6 T
additional costs (cost results of the BPKP review is Rp3.2
overrun) for the KCJB Project T, while the PMN proposed in 2022
is Rp4.2 T and will be disbursed at
the end of 2022 at Rp3.2 T.
3 KE-4 Potensi terjadinya cash Jumlah volume penumpang tidak 1. Mengusulkan dukungan kepada Pemerintah berupa
deficiency akibat tidak mencapai target proyeksi sesuai penjaminan kelangsungan usaha kepada KAI untuk
tercapainya pendapatan kajian FS dan biaya operasional mengcover loan Cash Deficiency Supports (CDS) / Propose
KCIC sesuai dengan target yang lebih tinggi dari Kajian FS support to the Government in the form of a business
Potential for cash deficiency The total passenger volume did not continuity guarantee for KAI to cover the Cash Deficiency
due to KCIC not achieving reach the projected target Supports (CDS) loan
revenue in line with target according to the FS study and 2. Mengusulkan kepada pemegang saham KCIC melalui PSBI
operational costs were higher than terkait permintaan pendanaan Cash Deficiency Support
the FS Study (CDS) kepada kreditur (CDB) berupa pinjaman sesuia porsi
saham di KCIC, yang porsi indonesia pembayaran cicilannya
ditanggung oleh pemegang saham konsorsium Indonesia
sesuai porsinya. / Propose to KCIC shareholders via PSBI
a request for Cash Deficiency Support (CDS) funding to
creditors (CDB) in the form of a loan according to the share
portion in KCIC, where the Indonesian portion of the
installment payments will be borne by the Indonesian
consortium shareholders according to their portion.
4 PI Potensi mundurnya COD Adanya kendala penyelesaian 1. Memastikan penyedia sarana memenuhi kriteria Rolling
(commercial operation signaling software sehingga Stock Parameter sesuai ketentuan yang sudah disepakati
date) LRT Jabodebek integrasi pengoperasian antara dalam dokumen interface / Ensure that the facility provider
melampaui 1 Juli 2023 sarana dan prasarana LRT untuk meets the Rolling Stock Parameter criteria according to
The potential for the COD GOA3 terlambat. the provisions agreed in the interface document
(commercial operation There are obstacles in completing 2. Memastikan penyedia Prasarana (software signaling) tidak
date) of the Jabodebek LRT the signaling software so that the ada perubahan kembali dari data yang ada dalam dokumen
to be postponed beyond integration of operations between interface. / Ensure that the infrastructure provider (signaling
July 1 st, 2023 LRT Rolling Stock and infrastructure software) does not make any changes to the data in the
for GOA3 is delayed. interface document.
3. Melakukan koordinasi lebih intensif dengan pihak terkait
tentang percepatan penyelesaian sofware signaling /
Coordinate more intensively with related parties regarding
accelerating the completion of signaling software
5 KE-5 PT KAI masih menanggung 1. Okupansi penumpang belum 1. Melakukan sosialisasi dan promosi terhadapat calon
beban biaya pengelolaan sesuai target FS di tahun penumpang LRT / Conduct outreach and promotions to
penyelenggaraan angkutan pertama sebanyak 137 ribu pnp/ prospective LRT passengers1. Conduct outreach and
KA LRT tahun 2023 hari / Passenger occupancy has promotions to prospective LRT passengers
PT KAI still bears the burden not met the FS target in the first 2. Melakukan negoisasi dengan Pemerintah agar subsidi sarana
of management costs for year of 137 thousand pnp/day dapat dipenuhi dalam anggaran tahun 2023 atau maksimal
organizing LRT train 2. Tidak diperolehnya Subsidi dapat dipenuhi awal tahun 2024. / Negotiate with the
transportation in 2023 operasional tahun 2023 sebesar Government so that Rolling Stock subsidies can be met
Rp642 M (beban Rp993M- in the 2023 budget or at a maximum can be met in early
pendapatan Rp351M = subsidi 2024.
Rp642M) / No operational
subsidy in 2023 amounting to
Rp642 M (expenses Rp993 M -
income Rp351 M = subsidy
Rp642 M)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 475
Annual and Sustainability Report
Page 476
Tata Kelola Perusahaan
Good Corporate Governance
Kode
Risiko Peristiwa Risiko Penyebab Risiko Rencana Penanganan Risiko
No
Code Risk Events Causes of Risk Risk Management Plan
Risk
6 KE-6 Potensi terjadinya cash Jumlah volume penumpang tidak 1. Meminta subsidi kepada Pemerintah atas seluruh cash flow
deficiency selama masa mencapai target proyeksi sesuai gap/cash deficiency yang terjadi pada operasional
pengembalian pinjaman kajian FS sedangkan biaya penugasan tersebut / Request a subsidy from the
LRT melebihi batas operasional lebih tinggi dari Kajian Government for all cash flow gaps/cash deficiencies that
maksimum subsidi yang FS sehingga cash deficiency yang occur in the operational assignment
ditetapkan oleh Pemerintah terjadi lebih besar dari subsidi 2. Cash deficiency yang melebihi batas maksimum subsidi
(Rp2 T) maksimum yang ditetapkan pemerintah dipenuhi dengan bridging loan dan akan
Potential for cash deficiency pemerintah (Rp2 T) diperhitungkan kumulatif pada perhitungan subsidi tahun
during the LRT loan The total passenger volume did not berikutnya / Cash deficiencies that exceed the maximum
repayment period exceeds reach the projected target government subsidy limit are met with a bridging loan
the maximum subsidy limit according to the FS study, while and will be calculated cumulatively in the subsidy calculation
set by the Government (Rp operational costs were higher than for the following year
2 T) the FS Study, so the cash deficiency
that occurred was greater than the
maximum subsidy set by the
government (Rp. 2 T).
7 KL Potensi risiko terjadinya Adanya prasarana eksisting yang Perlu dipastikan bahwa pekerjaan reinvestment di jalur
anjlokan KA di jalur sudah tidak andal sehingga angkutan batubara sumbagsel tetap dilakukan untuk
angkutan batubara mengakibatkan beberapa lokasi di mendukung opsi alternatif target volume angkutan yang akan
sumbagsel sepanjang jalur yang dilewati oleh dipilih dan untuk menjamin kelancaran operasional perjalanan
Potential risk of a train angkutan batubara di sumbagsel angkutan batubara di sumbagsel.
derailment on the South menjadi rawan terhadap KKA. It is necessary to ensure that reinvestment work on the South
Sumatra coal The existence of existing Sumatra coal transportation route continues to be carried
transportation route infrastructure that is no longer out to support alternative options for the transportation volume
reliable has resulted in several target that will be selected and to ensure the smooth operation
locations along the routes used by of coal transportation in South Sumatra.
coal transport in South Sumatra
becoming vulnerable to KKA.
8 KE-7 Potensi risiko adanya capex 1. Penyelesaian pekerjaan Perlu melakukan koordinasi serta evaluasi antar unit yang terkait
overrun proyek Sumbagsel. melebihi waktu yang ditargetkan dalam rangka integrasi dan pengawalan kegiatan kerja di
(Asumsi Project: sebagaimana S-Curve. / Sumbagsel, lebih intensif lagi serta diantisipasi bilamana
1. Dipo Sig Tahap 3 Completion of work exceeds the terdapat penyimpangan dari timeline atau target.
2. DT Me - Mli target time as per the S-Curve. It is necessary to coordinate and evaluate between related
3. Overpass BH 925 2. Adanya kenaikan biaya proyek units in the context of integrating and monitoring work activities
4. Pengembangan Depo / diluar yang dianggarkan atau in South Sumatra, more intensively and anticipating any
Kertapati / Development yang tak diduga (kenaikan IDC deviation from the timeline or target.
of Kertapati Depot dan biaya operasi). / There is an
5. Depo Gerbong Rjs / Rjs increase in project costs
Wagon Depot beyond what was budgeted or
6. Depo Mekanik Rjs dan unexpected (increase in IDC and
Me / Rjs and Me operating costs).
Mechanic Depot
7. Fly Over di JPL 123 dan
111 / Fly Over di JPL 123
dan 111
8. BY Lahat Kapasitas 3000
gerbong / BY Lahat
Capacity 3000 carriages
9. CTC
10. Depo Muaragula
Ultimate / Muaragula
Ultimate Depot
11. Sarana GD 54 T = 248
Unit) / Rolling Stock GD
54 T = 248 Units)
9 OP-1 Potensi Ketidakmampuan 1. Adanya pembatasan 1. Perlu dipastikan komitmen jangka panjang mitra swasta
mitra/klien PT BA maupun penggunaan batu bara untuk dengan adanya kesepakatan kontrak jangka panjang dengan
Swasta dalam memenuhi menuju Net Zero Emission, / seluruh mitra/klien angkutan batubara minimum 10 tahun.
target kapasitas angkut There are restrictions on the / It is necessary to ensure the long-term commitment of
yang telah disepakati use of coal to achieve Net private partners by having long-term contract agreements
Potential inability of PT BA Zero Emission, with all coal transportation partners/clients for a minimum
and private partners/clients 2. Adanya Program dan Target of 10 years.
to meet agreed transport dari Mitra untuk membatasi 2. Perlu dipertimbangkan mekanisme “take or pay” dengan
capacity targets produksi tambangnya, dan / ditetapkan Service Level Agreement (SLA) -nya atau target
There are programs and minimum angkutan pada saat perencanaan kontrak serta
targets from partners to limit adanya jaminan target volume PT BA maupun mitra swasta
their mining production, and tercapai. / It is necessary to consider a "take or pay"
3. Harga pasar batu bara turun. / mechanism by establishing a Service Level Agreement (SLA)
The market price of coal falls. or minimum transportation target when planning the
contract and ensuring that the volume targets of PT BA
and private partners are achieved.
3. Perlu dipertimbangkan skema joint-investment untuk
meningkatkan komitmen dari mitra/klien. / It is necessary
to consider a joint-investment scheme to increase
commitment from partners/clients.
Laporan Tahunan dan Keberlanjutan
476 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 477
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kode
Risiko Peristiwa Risiko Penyebab Risiko Rencana Penanganan Risiko
No
Code Risk Events Causes of Risk Risk Management Plan
Risk
4. Perlu dibuat escrow account agreement atau jaminan
deposit berupa cash kepada PT KAI sebesar nilai yang
ditetapkan. / It is necessary to make an escrow account
agreement or deposit guarantee in the form of cash to PT
KAI of the specified value.
5. Untuk seluruh mitra angkutan batubara agar dipastikan
hal-hal berikut: / For all coal transportation partners, ensure
the following:
a) Bahwa cadangan terbukti batubara yang akan diangkut
milik Mitra tidak akan habis sebelum waktu titik impas
investasi / That the Partner's proven coal reserves to be
transported will not run out before the investment break-
even point
b) Ketersediaan cadangan batubara sesuai dengan Joint
Ore Reserves Committee (JORC) atau Komite Cadangan
Mineral Indonesia (KCMI) atau konsultan yang diakui
agar dapat memperhitungkan proyeksi permintaan
angkutan batubara secara komprehensif untuk
memastikan permintaan angkutan batubara oleh Mitra
tersebut masih ada selama jangka waktu yang
direncanakan. / Availability of coal reserves in accordance
with the Joint Ore Reserves Committee (JORC) or
Indonesian Mineral Reserves Committee (KCMI) or
recognized consultants in order to comprehensively
calculate projected demand for coal transportation to
ensure demand for coal transportation by the Partner
is still available during the planned period.
c) Proses due diligence dalam pemilihan mitra swasta
terkait kemampuan peningkatan produksi dari segi
ketersediaan cadangan batubara, kemampuan finansial,
dll. / Due diligence process in selecting private partners
regarding the ability to increase production in terms
of availability of coal reserves, financial capabilities, etc.
d) KAI perlu mendapatkan kepastian terkait rencana
pembangunan fasilitas loading dan unloading oleh mitra
swasta. / KAI needs to obtain certainty regarding plans
to build loading and unloading facilities by private
partners.
10 ST-1 Potensi adanya Terbatasnya kemampulaluan Perlu ada koordinasi dan negosiasi dengan instansi terkait di
penumpukan batu bara di sungai musi untuk mobilitas Pemprov Sumbagsel yang menangani lalulintas sungai Musi,
Stockpile Bongkaran tongkang angkutan batubara. untuk dapat diberikan penambahan slot angkutan batu bara,
untuk angkutan batu bara The limited permeability of the termasuk melibatkan pihak mitra.
Kertapati Musi River for the mobility of coal There needs to be coordination and negotiation with the relevant
Potential for coal barges. agencies in the South Sumatra Provincial Government which
accumulation at the handles Musi river traffic, so that additional coal transportation
Bongkaran Stockpile for slots can be provided, including involving partners.
Kertapati coal
transportation
11 OP-2 Potensi risiko Terdapat prasarana Perlu dipertimbangkan untuk dibentuk tim percepatan
dihentikannya operasional Perkeretaapian yang dibangun pengurusan sertifikasi dan perijinan prasarana
kereta api di lokasi oleh Perusahaan belum perkeretaapian di Sumbagsel yang beranggotakan dari PT
prasarana yang dibangun mempunyai perizinanan antar KAI dan DJKA
dari biaya investasi lain : izin operasi dan izin It is necessary to consider forming a team to accelerate the
perusahaan pembangunan processing of certification and licensing of railway
Potential risk of stopping There is railway infrastructure infrastructure in South Sumatra with members from PT KAI
train operations at built by the Company that does and DJKA
infrastructure locations not yet have permits, including:
built from company operating permits and
investment costs construction permits
1. Peningkatan
prasarana
perkeretaapian di
depo Simpang tahap 2
dan persinyalan
mendukung tahap 3 /
1. Improvement of
railway infrastructure
at Simpang depot
stage 2 and signaling
to support stage 3
2. Pekerjaan doubletrack
Muara Enim - Muara
Lawai / Muara Enim -
Muara Lawai
doubletrack work
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 477
Annual and Sustainability Report
Page 478
Tata Kelola Perusahaan
Good Corporate Governance
Kode
Risiko Peristiwa Risiko Penyebab Risiko Rencana Penanganan Risiko
No
Code Risk Events Causes of Risk Risk Management Plan
Risk
3. Pekerjaan doubletrack
Muara Lawai - Banjarsari
/ Muara Lawai -
Banjarsari doubletrack
work
4. Persinyalan elektrik dan
intermediate block Me
X6 / Electrical signaling
and intermediate block
Me X6
5. Pembangunan Stasiun
Kramasan / Construction
of Kramasan Station
12 OP-3 Potensi Okupansi Masih diberlakukannya Melakukan upaya efisiensi pembiayaan yang terkait dengan
angkutan penumpang pembatasan angkutan operasional KA angkutan penumpang selain terkait
rendah dibawah yang penumpang akibat target keselamatan dan mengupayakan TAC sesuai dengan PP 15
diasumsikan (100%) secara booster (50% dari dari sasaran tahun 2016 agar target laba tetap tercapai.
terus menerus dalam vaksinasi pada TW II 2023) Carry out financing efficiency efforts related to passenger
waktu tertentu. Passenger transportation transport train operations apart from those related to
Potential passenger restrictions are still in effect due safety and strive for TAC in accordance with PP 15 of 2016 so
transport occupancy is to the booster target (50% of the that profit targets can still be achieved.
low below that assumed vaccination target in Q2 2023)
(100%) continuously
within a certain time.
13 OP-4 Potensi tidak 1. Masih adanya aset lahan PT KAI 1. Perlu dipastikan atas status lahan ROW/BMN yang dispute
terlaksananya atau yang dispute dengan DJKA tersebut dengan melakukan koordinasi secara konsisten
gagalnya pembuatan terutama lokasi lahan di ROW dan berkelanjutan dengan DJKA sehingga mendapat
perjanjian kerjasama atas / There are still PT KAI land kepastian dan negosiasi dengan DJKA agar PT KAI dapat
pemanfaatan/sewa aset assets that are in dispute with membuat perjanjian kerjasama atas pemanfaatan lahan
PT KAI dengan peminat. DJKA, especially the location ROW. / It is necessary to ensure the status of the disputed
Potential for non- of the land in the ROW ROW/BMN land by coordinating consistently and
implementation or failure 2. Masih ada lahan yang akan continuously with DJKA so as to obtain certainty and
to conclude a cooperation disewakan kepada mitra, negotiation with DJKA so that PT KAI can make a cooperation
agreement for the dikuasai oleh pihak ke-3 (belum agreement on the use of ROW land.
utilization/lease of PT KAI Clear & Clean) / There is still land 2. Perlu segera dilakukan tindakan atas lahan yang dikuasai
assets with interested that will be leased to partners, oleh pihak ke-3, menjadi Clear & Clean, dengan
parties. controlled by a 3rd party (not berkoordinasi dengan unit Legal dan Aset. / Action needs
yet Clear & Clean) to be taken immediately on land controlled by 3rd parties,
to make it Clear & Clean, in coordination with the Legal
and Asset units.
14 ST-2 Potensi hilangnya aset 1. Memiliki status kepemilikan aset 1. Melakukan mediasi atau litigasi / Conduct mediation or
Perusahaan yang sama berdasarkan litigation
Potential loss of Company perundang-undangan yang 2. Dilakukan penertiban aset / Asset control is carried out
assets berlaku / Have the same asset 3. Program pensertifikatan / Certification program
ownership status based on
applicable laws
2. Terdapat beberapa lahan milik
perusahaan yang di okupasi
oleh pihak yang tidak
bertanggungjawab / There are
several company-owned lands
that are occupied by
irresponsible parties
3. Belum semua aset dilakukan
pensertifikatan / Not all assets
have been certified
15 KE-8 Potensi risiko kenaikan biaya Adanya perbedaan penerapan 1. Meminta kepada Kemenhub untuk tetap menerapkan PP
TAC pada RKAP 2023 perhitungan biaya TAC antara PMK 15 tahun 2016 sebagai dasar perhitungan TAC / Ask the
Potential risk of increasing No 138/PMK.02/2021 dengan PP No Ministry of Transportation to continue to apply PP 15 of
TAC costs in the 2023 RKAP 15 tahun 2016 menyebabkan 2016 as the basis for calculating TAC
potensi kenaikan biaya TAC 2. Apabila Kemenhub akan memberlakukan PMK No 138/
The difference in the application PMK.02/2021, maka perlu dilakukan koordinasi dengan
of TAC cost calculations between Kementerian Perhubungan/DJKA agar dibuat Peraturan
PMK No. 138/PMK.02/2021 and PP Menteri Perhubungan yang mengatur terkait besaran Satuan
No. 15 of 2016 causes the potential Biaya Penggunaan Prasarana KA dibawah nilai yang
for an increase in TAC costs. ditetapkan pada PMK No 138/PMK.02/2021 / If the Ministry
of Transportation is going to enforce PMK No. 138/
PMK.02/2021, then it is necessary to coordinate with the
Ministry of Transportation/DJKA to create a Minister of
Transportation Regulation that regulates the amount of
the Unit Fee for Using Railway Infrastructure below the
value stipulated in PMK No. 138/PMK. 02/2021
Laporan Tahunan dan Keberlanjutan
478 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 479
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kode
Risiko Peristiwa Risiko Penyebab Risiko Rencana Penanganan Risiko
No
Code Risk Events Causes of Risk Risk Management Plan
Risk
16 KE-9 Potensi meningkatnya Kontrak IMO tidak sesuai dengan Mengupayakan perolehan IMO sebesar beban perawatan, namun
beban usaha dari kebutuhan biaya perawatan apabila tidak dapat dilakukan maka perlu mengupayakan
perawatan prasarana The IMO contract does not meet perolehan IMO sebesar beban IMO tahun 2022
Potential increase in the maintenance cost Strive to obtain IMO in the amount of maintenance expenses,
business expenses from requirements but if this cannot be done then it is necessary to strive to obtain
infrastructure IMO in the amount of IMO expenses in 2022
maintenance
17 KE-10 Potensi tidak optimalnya 1. Kurang siapnya kondisi aset-aset 1. Diupayakan untuk menyiapkan aset-aset yang
komersialisasi aset yang yang akan dikerjasamakan / dikerjasamakan dengak kondisi layak / Efforts are made
sudah clean and clear Lack of preparedness of the to prepare the assets being collaborated in proper
Potential for non-optimal assets that will be collaborated condition
commercialization of assets with 2. Melakukan program peningkatan kompetensi di bidang
that are already clean and 2. Kurangnya kompetensi dalam property / Carrying out a competency improvement program
clear promosi aset / Lack of in the property sector
competence in asset promotion 3. Melakukan review prosedur kerjasama jangka panjang /
3. Prosedur kerjasama jangka Review long-term cooperation procedures
panjang terlalu lama / Long-
term cooperation procedures
take too long
18 KE-11 Potensi risiko adanya Tidak ada penerimaan PSO karena Mengupayakan skema PSO yang sesuai dengan kondisi KCI
permintaan setoran modal belum ada perubahan status KCI setelah pemisahaan sebagai anak perusahaan BUMD yaitu
dari MITJ untuk menutup bukan lagi anak perusahaan KAI melalui Dana Alokasi Khusus Pemerintah Pusat kepada Pemerintah
cash defficiency KCI There is no PSO acceptance Provinsi DKI
Potential risk of a request because there has been no change Strive for a PSO scheme that is in accordance with KCI's
for capital deposits from in KCI's status and is no longer a conditions after its separation as a BUMD subsidiary, namely
MITJ to cover KCI's cash subsidiary of KAI through the Central Government's Special Allocation Fund to
deficiency the DKI Provincial Government
19 ST-3 Potensi peningkatan Biaya BBM untuk angkutan batubara 100% 1. Penyesuaian tarif angkutan batubara / Adjustment of coal
Operasi (BIOP) KA Angkutan menggunakan BBM Non Subsidi transportation rates
Batubara 100% of the fuel for coal 2. Peningkatan pendapatan melalui fuel surcharge kepada
Potential increase in transportation uses non- Mitra Angkutan Batubara / Increased income through fuel
operating costs (BIOP) for subsidized fuel surcharges to Coal Transport Partners
coal transportation trains
20 KE-12 Potensi biaya tambahan Adanya kembali kenaikan harga Perlu diantisipasi alokasi atau dicadangkan biaya untuk
untuk BBM diluar biaya yang BBM baik yang Subsidi maupun Non mengkaver adanya kenaikan BBM.
dianggarkan pada RKAP Subsidi It is necessary to anticipate the allocation or reserve costs to
2023 There has been another increase cover the increase in fuel.
Potential additional costs in fuel prices, both subsidized and
for fuel beyond the costs non-subsidized
budgeted in the 2023 RKAP
21 OP-4 Potensi terhambatnya Adanya resistensi dari sebagian SDM 1. Perlu secara kesinambungan meelakukan sosialisasi kepada
implementasi Transformasi terkait dengan bahwa SDM belum seluruh SDM PT KAI terkait Transformasi Digital. / It is
Digital dan tidak sesuai dapat memahami dan menerima necessary to continuously carry out outreach to all PT KAI human
dengan roadmap yang dalam melakukan implementasi resources regarding Digital Transformation.
rencanakan. Transformasi Digital. 2. Melakukan Monitoring dan evaluasi atas progres
Potential for the There has been resistance from implementasi Transformasi Digital. / Monitoring and
implementation of Digital some HR related to the fact that evaluating the progress of implementing Digital
Transformation to be HR has not been able to understand Transformation.
hampered and not in
and accept implementing Digital
accordance with the
Transformation.
planned roadmap.
6. Monitoring Pelaksanaan Mitigasi Risiko Utama 6. Monitoring Implementation of 2023 RKAP Main
RKAP 2023 Risk Mitigation
Berdasarkan risiko utama yang teridentifikasi pada Based on the main risks identified in the 2023 FY
RKAP TA 2023, telah ditetapkan 22 risiko utama pada 2023 RKAP, 22 main risks have been determined
perusahaan dengan profil level risiko sebagai for the company with the following risk level
berikut. profiles.
Level Risiko Utama
Jumlah Level Risiko Key Risk Level
(Approval & Closed)
Number of Risk Levels Ekstrim Tinggi Menengah Rendah
Extreme High Secondary Low
22 4 13 5 0
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 479
Annual and Sustainability Report
Page 480
Tata Kelola Perusahaan
Good Corporate Governance
22 risiko utama memiliki 41 perlakuan risiko atau The 22 main risks have 41 risk treatments or
mitigasi yang harus diselesaikan. Sampai dengan mitigations that must be completed. As of the fourth
triwulan IV 2023, telah dilakukan tindak lanjut quarter of 2023, risk mitigation follow-up has been
mitigasi risiko oleh unit terkait dengan 29 mitigasi carried out by the relevant units with 29 mitigations
telah selesai dilaksanakan, 11 mitigasi masih dalam having been completed, 11 mitigations are still in
proses dan 1 mitigasi tidak dapat ditindaklanjuti process and 1 mitigation cannot be followed up by
oleh PIC Mitigasi karena sudah tidak relevan dengan the Mitigation PIC because it is no longer relevant
kondisi saat ini. Atas beberapa mitigasi risiko yang to current conditions. Several risk mitigation
telah selesai akan berdampak pada level risiko measures that have been completed will have an
actual residual sudah sama dengan level risiko impact on the actual residual risk level being the
expected residual nya. same as the expected residual risk level.
Risk Level Quantitative Impact (Rp Miliar)
Kode
Risiko Peristiwa Risiko Expected Actual
No Inherent
Code Risk Events Residual Residual Expected Actual
Inherent
Risk Residual Residual
P I P I P I
1 KE-1 Potensi PT KAI sebagai Pimpinan 4 5 2 2 2 2 9600 1920 1920
Konsorsium tidak dapat memenuhi
seluruh beban cost overrun sponsor
Indonesia sesuai facility agreement / PT
KAI's potential as Consortium Leader
cannot meet the entire cost overrun
burden of the Indonesian sponsor
according to the facility agreement
2 KE-2 Potensi Tidak diperolehnya PMN Rp1 3 2 1 1 1 1 1000 167 167
Triliun untuk Pemenuhan biaya
tambahan (cost overrun) untuk Proyek
KCJB / Potential for non-obtaining Rp1
Trillion PMN to meet additional costs
(cost overrun) for the KCJB Project
3 KE-3 Potensi belum diperolehnya manfaat 4 4 2 1 2 1 97 12 12
bagi PT KAI berupa deviden atas di
operasikannya KCJB / Potential benefits
have not yet been obtained for PT KAI in
the form of dividends from the
operation of KCJB
4 KE-4 Potensi terjadinya cash deficiency akibat 5 3 5 1 5 3 245 82 245
tidak tercapainya pendapatan KCIC
sesuai dengan target / Potential for cash
deficiency due to KCIC not achieving
revenue in line with target
5 PI Potensi mundurnya COD (commercial 3 3 1 3 1 3 99 33 33
operation date) LRT Jabodebek
melampaui 1 Juli 2023 / Potential
rollback of COD (commercial operation
date) Jabodebek LRT beyond July 1 st,
2023
6 KE-5 PT KAI masih menanggung beban biaya 5 4 2 2 2 2 567 113 113
pengelolaan penyelenggaraan angkutan
KA LRT tahun 2023 / PT KAI still bears
the burden of management costs for
organizing LRT train transportation in
2023
7 KE-6 Potensi terjadinya cash deficiency 3 3 3 1 3 1 200 67 67
selama masa pengembalian pinjaman
LRT melebihi batas maksimum subsidi
yang ditetapkan oleh Pemerintah (Rp2
T) / Potential for cash deficiency during
the LRT loan repayment period exceeds
the maximum subsidy limit set by the
Government (Rp 2 T)
Laporan Tahunan dan Keberlanjutan
480 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 481
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Risk Level Quantitative Impact (Rp Miliar)
Kode
Risiko Peristiwa Risiko Expected Actual
No Inherent
Code Risk Events Residual Residual Expected Actual
Inherent
Risk Residual Residual
P I P I P I
8 KL Potensi risiko terjadinya anjlokan KA di 4 5 2 2 2 2 13 3 3
jalur angkutan batubara sumbagsel /
Potential risk of a train derailment on
the South Sumatra coal transportation
route
9 KE-7 Potensi risiko adanya capex overrun 3 3 2 2 3 3 1831 814 1831
proyek Sumbagsel.
Asumsi Project :
1. Dipo Sig Tahap 3 / Dipo Sig Stage 3
2. DT Me - Mli / DT Me - Mli
3. Overpass BH 925 / Overpass BH 925
4. Pengembangan Depo Kertapati /
Development of Kertapati Depot
5. Depo Gerbong Rjs / Rjs Wagon Depot
6. Depo Mekanik Rjs dan Me / Rjs and
Me Mechanic Depot
7. Fly Over di JPL 123 dan 111 / Fly Over
at JPL 123 and 111
8. BY Lahat Kapasitas 3000 gerbong /
BY Lahat Capacity 3000 carriages
9. CTC / CTC
10. Depo Muaragula Ultimate /
Muaragula Ultimate Depot
11. Sarana GD 54 T = 248 Unit) / Rolling
Stock GD 54 T = 248 Units)
10 OP-1 Potensi Ketidakmampuan mitra/klien PT 3 5 2 2 3 5 3700 987 3700
BA maupun Swasta dalam memenuhi
target kapasitas angkut yang telah
disepakati / Potential inability of PT BA
and private partners/clients to meet
agreed transport capacity targets
11 ST-1 Potensi adanya penumpukan batu bara 3 3 2 2 2 2 31 13 13
di Stockpile Bongkaran untuk angkutan
batubara Kertapati / Potential for coal
accumulation at the Bongkaran
Stockpile for Kertapati coal
transportation
12 OP-2 Potensi risiko dihentikannya operasional 3 4 2 2 3 4 3916 1305 3916
kereta api di lokasi prasarana yang
dibangun dari biaya investasi
perusahaan / Potential risk of stopping
train operations at infrastructure
locations built from company
investment costs
1. Peningkatan prasarana
perkeretaapian di depo Simpang
tahap 2 dan persinyalan mendukung
tahap 3 / Improvement of railway
infrastructure at Simpang depot
stage
2. Pekerjaan doubletrack Muara Enim -
Muara Lawai / Muara Enim - Muara
Lawai doubletrack work
3. Pekerjaan doubletrack Muara Lawai -
Banjarsari / Muara Lawai - Banjarsari
doubletrack work
4. Persinyalan elektrik dan intermediate
block Me X6 / Electrical signaling and
intermediate block Me X6
5. Pembangunan Stasiun Kramasan /
Construction of Kramasan Station
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 481
Annual and Sustainability Report
Page 482
Tata Kelola Perusahaan
Good Corporate Governance
Risk Level Quantitative Impact (Rp Miliar)
Kode
Risiko Peristiwa Risiko Expected Actual
No Inherent
Code Risk Events Residual Residual Expected Actual
Inherent
Risk Residual Residual
P I P I P I
13 OP-3 Potensi Okupansi angkutan penumpang 3 4 2 2 2 2 1920 640 640
rendah dibawah yang diasumsikan
(100%) secara terus menerus dalam
waktu tertentu. / Potential passenger
transport occupancy is low below that
assumed (100%) continuously within a
certain time.
14 KE-8 Potensi tidak terlaksananya atau 3 4 2 2 3 4 289 96 289
gagalnya pembuatan perjanjian
kerjasama atas pemanfaatan/sewa aset
PT KAI dengan peminat. / Potential for
non-implementation or failure to conclude a
cooperation agreement for the utilization/
lease of PT KAI assets with interested
parties.
15 ST-2 Potensi hilangnya aset Perusahaan / 3 3 2 2 2 2 1,9 0,851 0,851
Potential loss of Company assets
16 KE-9 Potensi risiko kenaikan biaya TAC pada 3 4 2 2 2 2 818 273 273
RKAP 2023 / Potential risk of increasing
TAC costs in the 2023 RKAP
17 KE-10 Potensi meningkatnya beban usaha dari 5 4 3 3 3 3 1013 456 456
perawatan prasarana / Potential increase
in business expenses from infrastructure
maintenance
18 KE-11 Potensi tidak optimalnya komersialisasi 3 4 2 1 3 4 253 42 253
aset yang sudah clean and clear /
Potential for non-optimal commercialization
of assets that are already clean and clear
19 KE-12 Potensi risiko adanya permintaan 3 4 1 1 1 1 631 53 53
setoran modal dari MITJ untuk menutup
cash defficiency KCI / Potential risk of a
request for capital deposits from MITJ to
cover KCI's cash deficiency
20 OP-4 Potensi peningkatan Biaya Operasi 3 4 1 1 1 1 831 69 69
(BIOP) KA Angkutan Batubara / Potential
increase in operating costs (BIOP) for coal
transportation trains
21 KE-13 Potensi biaya tambahan untuk BBM 3 4 1 1 1 1 1322 110 110
diluar biaya yang dianggarkan pada
RKAP 2023 / Potential additional costs for
fuel beyond the costs budgeted in the 2023
RKAP
22 OP-5 Potensi terhambatnya implementasi 3 5 2 3 2 3
Transformasi Digital dan tidak sesuai
dengan roadmap yang direncanakan. /
Potential for delays in implementing Digital
Transformation and not following the
planned roadmap
Laporan Tahunan dan Keberlanjutan
482 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 483
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Maturitas Manajemen Risiko Maturitas Manajemen Risiko
Pada tahun 2023 telah dilakukan evaluasi maturitas Pada tahun 2023 telah dilakukan evaluasi maturitas
penerapan sistem manajemen risiko terpadu untuk penerapan sistem manajemen risiko terpadu untuk
periode tahun 2022 oleh Kantor Perwakilan Pengawas periode tahun 2022 oleh Kantor Perwakilan Pengawas
Keuangan dan Pembangunan (BPKP) Provinsi Jawa Barat. Keuangan dan Pembangunan (BPKP) Provinsi Jawa Barat.
Berdasarkan Laporan Nomor: PE.09.02/LHP156/ Berdasarkan Laporan Nomor: PE.09.02/LHP156/
PW10/4.1/2023 tanggal 6 April 2023 tentang Hasil Evaluasi PW10/4.1/2023 tanggal April 6 th, 2023 tentang Hasil
Maturitas tersebut, capaian tingkat maturitas penerapan Evaluasi Maturitas tersebut, capaian tingkat maturitas
sistem manajemen risiko pada PT Kereta Api Indonesia penerapan sistem manajemen risiko pada PT Kereta Api
(Persero) Tahun 2022 berada pada Level 3 (Defined) Indonesia (Persero) Tahun 2022 berada pada Level 3
dengan skor 3,0909. Hasil evaluasi atas tingkat maturitas (Defined) dengan skor 3,0909. Hasil evaluasi atas tingkat
penerapan manajemen risiko tersebut juga dapat maturitas penerapan manajemen risiko tersebut juga
menggambarkan level maturitas penerapan budaya risiko dapat menggambarkan level maturitas penerapan
di perusahaan. budaya risiko di perusahaan.
EVALUASI ATAS EFEKTIVITAS SISTEM EVALUATION OF THE EFFECTIVENESS OF
MANAJEMEN RISIKO THE RISK MANAGEMENT SYSTEM
Sesuai ISO 31000:2018 pengelolaan risiko perusahaan yang In accordance with ISO 31000:2018, effective enterprise
efektif dilakukan oleh seluruh unit bisnis di dalam risk management is carried out by all business units
perusahaan, diterapkan sebagai manajemen risiko within the company, implemented as integrated risk
terpadu (Enterprise Risk Management/ERM). Dalam management (Enterprise Risk Management/ERM). In order
rangka penerapan ERM, Perseroan telah memberlakukan to implement ERM, the Company has implemented
Pedoman Penerapan Manajemen Risiko Terpadu Integrated Risk Management Implementation
(Pedoman ERM) dan Standard Operating Procedure Guidelines (ERM Guidelines) and Standard Operating
(SOP) yang termuat di dalam Peraturan Direksi No. PER. Procedures (SOP) contained in Directors Regulation No.
U/ KL/I/1/KA-2021 tentang Penerapan Manajemen Risiko PER.U/ KL/I/1/KA-2021 concerning Implementation of
Terpadu pada tanggal 25 Januari 2021. Integrated Risk Management on January 25 th, 2021.
Melalui pemberlakuan tersebut, lingkup penerapan Through this implementation, the scope of risk
manajemen risiko yang sebelumnya bersifat terbatas pada management implementation which was previously limited
pengelolaan risiko investasi (silo approach risk to investment risk management (silo approach risk
management) menjadi lebih luas mencakup seluruh unit management) has become wider to cover all business
bisnis dan unit kerja Kantor Kerja Perusahaan. Seiring units and work units of the Company's Work Office. In
diterapkannya Pedoman ERM, Perseroan menerapkan line with the implementation of the ERM Guidelines, the
aplikasi SMARTKA sebagai platform yang memfasilitasi Company implemented the SMARTKA application as a
pelaksanaan penerapan Sistem Manajemen Risiko platform that facilitates the implementation of the
Terpadu. Aplikasi SMARTKA telah Go Live pada tanggal Integrated Risk Management System. The SMARTKA
29 Maret 2021 dan telah difungsikan untuk mendukung application went Live on March 29 th, 2021 and has been
pengelolaan risiko di seluruh unit bisnis/unit kerja (risk used to support risk management in all business units/
entity) melalui pelaksanaan Risk Control and Self work units (risk entities) through the implementation of
Assessment (RCSA). Risk Control and Self Assessment (RCSA).
Dalam rangka melakukan evaluasi guna meningkatkan To enhance the implementation of Risk Management
penerapan Manajemen Risiko yang memberikan and to provide protection and value creation for the
perlindungan dan penciptaan nilai bagi Perusahaan, company, a composite risk rating assessment is
maka perusahaan melakukan penilaian peringkat komposit conducted. This self-assessment follows the Technical
Risiko yang dilakukan secara self assessment sesuai Guidelines for Risk Management Reporting issued by the
dengan Petunjuk Teknis Pelaporan Manajemen Risiko State-Owned Enterprises Financial and Risk Management
Badan Usaha Milik Negara Deputi Bidang Keuangan dan Deputy of the Ministry of SOE. The composite risk rating
Manajemen Risiko Kementerian BUMN. Perhitungan calculation is based on two variables: the assessment of
penentuan peringkat komposit risiko didasarkan pada risk management implementation and performance
dua variabel yaitu penilaian terhadap penerapan achievement. In the fourth quarter of 2023, the company
manajemen risiko dan penilaian terhadap pencapaian has calculated these two variables to determine the
kinerja. Pada triwulan IV tahun 2023, perusahaan telah composite risk rating for Q4 2023 as follows.
menghitung kedua variabel tersebut dalam rangka
penentuan peringkat komposit risiko Triwulan IV Tahun
2023 sebagai berikut.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 483
Annual and Sustainability Report
Page 484
Tata Kelola Perusahaan
Good Corporate Governance
Pembobotan Indikator Kualitas Penerapan Manajemen The weighting of the Risk Management
Risiko Implementation Quality
Perhitungan indikator kualitas penerapan Manajemen Indicators is calculated based on the 22 key risks
Risiko mengacu pada 22 risiko utama yang telah identified by KAI.
ditentukan oleh KAI.
Indikator Bobot Hasil Penilaian Skor Penilaian
No
Indicator Value Assesment Result Assesment Score
Pencapaian Nilai Eksposur Risiko
dibandingkan dengan target Risiko Residual /
1 30% 68 20
Achievement of Risk Exposure Values
compared to Residual Risk Targets
Pencapaian output pelaksanaan kegiatan
perlakuan Risiko sesuai dengan target 20% 80
2 16 / Achievement of risk treatment activity 20% 80 16
outputs in accordance with the target 20% 80
16
Realisasi anggaran pelaksanaan kegiatan
perlakuan Risiko sesuai dengan anggaran /
3 20% 80 16
Budget realization for risk treatment
activities in accordance with the budget
Ketepatan Penilaian Risiko / Accuracy of risk
4 30% 82 25
assessment
Jumlah / Total 77
Pembobotan Indikator Pencapaian Kerja Weighting of Performance Achievement Indicators
Indikator Bobot Hasil Penilaian Skor Penilaian
No
Indicator Value Assesment Result Assesment Score
Capaian KPI Kolegial / Collegial KPI
1 30% 100 30
Achievement
Capaian Kinerja Keuangan / Financial
2 20% 82,5 24,75
Performance Achievements
Capaian Kinerja Operasi/Produksi Utama /
3 Main Operation/Production Performance 20% 100 40
Achievements
Jumlah / Total 94,75
PERNYATAAN DIREKSI DAN/ATAU DEWAN STATEMENT BY THE BOARD OF DIRECTORS
KOMISARIS ATAU KOMITE AUDIT ATAS AND/OR BOARD OF COMMISSIONERS OR
KECUKUPAN SISTEM MANAJEMEN RISIKO AUDIT COMMITTEE ON THE ADEQUACY OF
THE RISK MANAGEMENT SYSTEM
Dewan Komisaris melalui Komite Pemantau Manajemen The Board of Commissioners, through the Risk
Risiko senantiasa melakukan evaluasi atas pelaksanaan Management Monitoring Committee, continually evaluates
Enterprise Risk Management yang selanjutnya menjadi the implementation of Enterprise Risk Management,
bahan arahan kepada Direksi. Berdasarkan arahan dari which then serves as guidance for the Board of Directors.
Dewan Komisaris, Direksi menindaklanjuti hasil evaluasi Based on the guidance from the Board of Commissioners,
dalam rangka meningkatkan efektivitas pelaksanaan the Board of Directors follows up on the evaluation
Enterprise Risk Management. Direksi dan Dewan results to enhance the effectiveness of Enterprise Risk
Komisaris menyatakan bahwa kecukupan sistem Management implementation. The Board of Directors
manajemen risiko Perseroan telah memadai. and the Board of Commissioners affirm that the adequacy
of the company's risk management system is sufficient.
Laporan Tahunan dan Keberlanjutan
484 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 485
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KEBIJAKAN DAN PRAKTIK ANTI-KORUPSI [GRI 3-3, 205]
ANTI-CORRUPTION POLICIES AND PRACTICES [GRI 3-3, 205]
KAI memahami bahwa kebijakan dan praktik anti-korupsi KAI understands that anti-corruption policies and
memiliki peran penting terhadap kualitas keberlangsungan practices have an important role in the quality of business
kegiatan usaha, dan karenanya, KAI berkomitmen secara continuity, and therefore, KAI is committed to consistently
konsisten menjalankan bisnis secara jujur, beretika, serta running business honestly, ethically, and not tolerating
tidak mentoleransi tindakan suap dan korupsi melalui acts of bribery and corruption through the "Clean, Bribery-
gerakan “KAI Bersih, Bebas Suap, Bebas Korupsi, untuk Free, Corruption-Free KAI" movement. , for Indonesia!”.
Indonesia!”.
Gerakan “KAI Bersih, Bebas Suap, Bebas Korupsi, untuk The movement "Clean KAI, Bribery Free, Corruption Free,
Indonesia!” dilandasi dengan kebijakan anti-korupsi for Indonesia!" based on an anti-corruption policy which
yang secara efektif telah diterapkan sebagai upaya has been effectively implemented as an effort to prevent
mencegah dan memberantas tindak korupsi antara lain and eradicate acts of corruption, including in the form
berupa kebijakan Sistem Manajemen Anti Penyuapan, of an Anti-Bribery Management System policy,
Pedoman Pengendalian Gratifikasi, Pedoman Perilaku Gratification Control Guidelines, Code of Conduct (Code
(Code of Ethic), serta Pedoman Sistem Pelaporan Dugaan of Ethic), as well as Guidelines for the System for Reporting
Pelanggaran (Whistleblowing System). Dalam hal ini, Alleged Violations (Whistleblowing System). In this case,
Perseroan mengimplementasikan SMAP dengan the Company implements SMAP by issuing SMAP
menerbitkan kebijakan SMAP yang diatur dalam Peraturan policies regulated in the Board of Directors Regulation
Direksi Nomor PER.U/KC.202/IV/1/ KA-2020 tanggal 14 April Number PER.U/KC.202/IV/1/KA-2020 dated April 14th, 2020
2020 tentang Sistem Manajemen Anti Penyuapan. concerning the Anti-Bribery Management System. The
Perseroan juga menetapkan pembentukan Tim Fungsi Company also stipulates the establishment of the Anti-
Kepatuhan Anti Penyuapan (FKAP) melalui Surat Bribery Compliance Function Team (FKAP) through the
Keputusan Direksi Nomor SK.U/KO.101/XI/1/KA-2022 Board of Directors Decree Number SK.U/KO.101/XI/1/KA-
tentang Pembentukan Tim Fungsi Kepatuhan Anti 2022 concerning the Establishment of the Anti-Bribery
Penyuapan berdasarkan ISO 37001:2016 Sistem Compliance Function Team based on ISO 37001:2016 Anti-
Manajemen Anti Penyuapan. Bribery Management System.
Perseroan menerapkan SMAP dengan prinsip zero The Company implements SMAP with the principle of
tolerance terhadap tindakan penyuapan. Perseroan zero tolerance for bribery. The Company strictly prohibits
melarang keras penyuapan dan korupsi dalam bentuk bribery and corruption in any form. Moreover, the
apa pun. Lebih dari itu, penerapan SMAP Perseroan juga implementation of the Company's SMAP also has the
memiliki sasaran untuk menanamkan budaya integritas goal of instilling a culture of integrity and preventing
dan mencegah terjadinya penyuapan dan tindak pidana bribery and other criminal acts of corruption. The
korupsi lainnya. Kebijakan SMAP Perseroan merupakan Company's SMAP policy is a guideline for reasonable and
pedoman langkah-langkah yang wajar dan proporsional proportional steps to prevent, detect, and respond to
untuk mencegah, mendeteksi, dan menanggapi bribery. Through the implementation of the SMAP policy,
penyuapan. Melalui penerapan kebijakan SMAP, the Company is committed to doing business and
Perseroan berkomitmen untuk berbisnis dan beroperasi operating with integrity at all times. The Company does
dengan integritas setiap saat. Perseroan tidak memberi not tolerate corrupt practices or bribery, and is fully
toleransi bagi praktik korupsi atau penyuapan, dan committed to building a AKHLAK culture to realize a
berkomitmen penuh membangun budaya AKHLAK untuk Clean, Bribery-Free, Corruption-Free KAI.
mewujudkan KAI Bersih, Bebas Suap, Bebas Korupsi.
Untuk itu, KAI memiliki Sistem Pelaporan Dugaan For this purpose, KAI has established a Whistleblowing
Pelanggaran / Whistleblowing System (WBS) sebagai System (WBS) as a platform for reporting suspected
media untuk melaporkan indikasi pelanggaran terkait violations related to acts of corruption and other
tindak pidana korupsi dan tindak pidana lain yang corruption-related offenses, violations of the Code of
berkaitan dengan korupsi, pelanggaran terhadap Conduct / Ethics, employee disciplinary violations, acts
Pedoman Perilaku / Kode Etik, pelanggaran disiplin of discrimination, acts of violence, and acts of harassment.
pekerja, tindak diskriminas,tindak kekerasan serta tindak The implementation of WBS at KAI was first implemented
pelecehan. Penerapan WBS di KAI pertama kali on February 24 th, 2014 through the Decree of the Board
dilaksanakan pada tanggal 24 Februari 2014 melalui Surat of Directors Number KEP.U/HK.215/II/2/KA-2014
Keputusan Direksi Nomor KEP.U/HK.215/II/2/KA-2014 concerning the Guidelines for the Whistleblowing System
tentang Pedoman Sistem Pelaporan Pelanggaran within PT Kereta Api Indonesia (Persero).
(Whistleblowing System) di Lingkungan PT Kereta Api
Indonesia (Persero).
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 485
Annual and Sustainability Report
Page 486
Tata Kelola Perusahaan
Good Corporate Governance
Kebijakan ini telah mengalami pemutakhiran, terakhir This policy was last updated on January 12 th, 2024,
pada tanggal 12 Januari 2024 melalui Peraturan Direksi through Director Regulation Number PER.U/KL.104/I/1/
Nomor PER.U/KL.104/I/1/KA-2024 tentang Pedoman KA-2024 concerning Guidelines for Handling Complaints
Penanganan Pengaduan (Whistleblowing System), (Whistleblowing System), in alignment with current
dengan menyesuaikan perkembangan bisnis dan business developments and applicable laws and
perundang-undangan yang berlaku. regulations.
KAI menyediakan media pelaporan bagi Pelapor KAI provides reporting media for Whistleblowers to convey
(Whistleblower) untuk menyampaikan indikasi dugaan indications of alleged violations that have occurred in
pelanggaran yang terjadi di Perusahaan, melalui: the Company, through:
1. E-mail ke alamat kai-bersih@kai.id; 1. E-mail to the address kai- Bersih@kai.id;
2. Telepon, SMS atau Whatsapp ke nomor resmi WBS 2. Call, SMS or Whatsapp to the official WBS number
di 081214455300; at 081214455300;
3. Surat kepada Unit Pengelola WBS, Kantor Pusat PT 3. Letter to the WBS Management Unit, PT Kereta Api
Kereta Api Indonesia (Persero), Jalan Perintis Indonesia (Persero) Headquarters, Jalan Perintis
Kemerdekaan Nomor 1 Bandung; Kemerdekaan Number 1, Bandung.
4. Tatap muka dengan datang langsung ke alamat 4. Face-to-face meeting by directly visiting the address
Unit Pengelola WBS sebagaimana angka of the WBS Management Unit as mentioned in point
3.
KAI memiliki komitmen untuk mendukung Pemerintah KAI is committed to supporting the Government in efforts
dalam upaya pemberantasan tindak pidana korupsi, to eradicate criminal acts of corruption, including by
diantaranya dengan menandatangani Perjanjian Kerja signing a Cooperation Agreement (PKS) with the
Sama (PKS) dengan Komisi Pemberantasan Korupsi (KPK) Corruption Eradication Commission (KPK) Number 70
Nomor 70 Tahun 2021 dan Nomor KL.705/III/2/KA-2021 of 2021 and Number KL.705/III/2/KA-2021 dated March
tanggal 2 Maret 2021 tentang Penanganan Pengaduan 2 nd, 2021, concerning the Handling of Complaints in
dalam Upaya Pemberantasan Tindak Pidana Korupsi. Efforts to Eradicate Corruption Crimes. This collaboration
Kerja sama ini mencakup integrasi penanganan includes integration of complaint handling through a
pengaduan melalui whistleblowing system antara KPK whistleblowing system between the KPK and KAI which
dan KAI yang bertujuan untuk membangun dan aims to build and improve effectiveness, efficiency, and
meningkatkan efektivitas, efisiensi, serta menghindari avoid duplication in complaint handling, as well as
adanya duplikasi pada penanganan pengaduan, serta facilitating coordination and monitoring of complaint
memudahkan koordinasi dan monitoring penanganan handling between KAI and the KPK.
pengaduan antara KAI dan KPK.
Praktik Pengendalian Gratifikasi diatur dalam Peraturan Gratification Control Practices are regulated in Directors
Direksi Nomor PER.U/KC.202/XI/1KA-2020 tentang Regulation Number PER.U/KC.202/XI/1KA-2020
Pedoman Pengendalian Gratifikasi. Pedoman ini concerning Guidelines for Gratification Control. This
diantaranya mengatur tentang kewajiban dan sikap guideline regulates, among other things, employee
pegawai terhadap gratifikasi, serta mekanisme obligations and attitudes towards gratuities, as well as
pelaporannya. reporting mechanisms.
Pegawai yang menerima atau menolak gratifikasi wajib Employees who accept or reject gratification are required
menyampaikan laporan gratifikasi kepada UPG melalui to submit a gratuity report to UPG via the E-Gratification
menu E-Gratifikasi pada situs web https://eoffice.kai.id, menu on the website https://eoffice.kai.id, for further
untuk selanjutnya dilakukan penetapan atas kepemilikan determination of ownership of the gratification through
gratifikasi melalui proses internal Unit Pengendalian the internal process of the Gratification Control Unit
Gratifikasi (UPG) atau diteruskan kepada KPK. Setiap (UPG) or forwarded to the Corruption Eradication
laporan gratifikasi dilaporkan kepada KPK sebagai Commission. . Every gratification report is reported to
bentuk kepatuhan KAI terhadap Peraturan KPK No.2 the KPK as a form of KAI's compliance with KPK
Tahun 2019 tentang Pelaporan Gratifikasi. Regulation No. 2 of 2019 concerning Gratification
Reporting.
Perseroan juga telah menerapkan Sistem Manajemen The Company has also implemented the ISO 37001:2016
Anti Penyuapan ISO 37001:2016 yang diatur dalam Anti-Bribery Management System which is regulated in
Peraturan Direksi Nomor PER.U/KC.202/IV/l/KA-2020 Directors' Regulation Number PER.U/KC.202/IV/l/KA-2020
tentang Sistem Manajemen Anti Penyuapan. SMAP concerning Anti-Bribery Management System. ABMS is
diterapkan sebagai panduan yang wajar dan proporsional implemented as a reasonable and proportionate guide
untuk mencegah, mendeteksi dan menangani to prevent, detect and deal with bribery.
penyuapan.
Laporan Tahunan dan Keberlanjutan
486 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 487
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Perseroan telah memulai penerapan dan sertifikasi SNI The Company has started implementing and certifying
ISO 37001:2016 Sistem Manajemen Anti Penyuapan SNI ISO 37001:2016 Anti-Bribery Management System
(SMAP) pada tahun 2020 di Unit Quality Assurance and (SMAP) in 2020 in the Quality Assurance and Good
Good Corporate Governance dan Unit PBJ Kantor Pusat. Corporate Governance Unit and the Head Office PBJ Unit.
Selanjutnya pada tahun 2022, Perseroan menerima Furthermore, in 2022, the Company received the ISO
Sertifikat ISO 37001:2016 Sistem Manajemen Anti 37001:2016 Anti-Bribery Management System Certificate
Penyuapan lingkup corporate yang merupakan for corporate scope, which is an expansion of the scope
perluasan lingkup implementasi dari tahun sebelumnya. of implementation from the previous year. Corporate
Sertifikasi lingkup corporate dengan sampling audit scope certification with audit sampling covering 20
yang meliputi 20 (dua puluh) Unit Kantor Pusat, DAOP (twenty) Head Office Units, DAOP 3 Cirebon, DIVRE III
3 Cirebon, DIVRE III Palembang, dan Balai Yasa Palembang, and Balai Yasa Manggarai, was received by
Manggarai, diterima Perusahaan setelah melalui beberapa the Company after going through several stages which
tahapan yang meliputi perencanaan, pengembangan included planning, development and implementation,
dan implementasi, serta evaluasi melalui audit internal as well as evaluation through internal audits and external
dan audit eksternal oleh PT Tuv Nord Indonesia. audit by PT Tuv Nord Indonesia.
Pada tahun 2023, sesuai dengan klausul 9.2 SNI ISO 37001 In 2023, in accordance with clause 9.2 of SNI ISO 37001
tahun 2016, Organisasi dalam hal ini PT Kereta Api of 2016, the organization, in this case PT Kereta Api
Indonesia (Persero) harus melaksanakan audit internal Indonesia (Persero), must carry out an internal audit
pada rentang waktu yang telah direncanakan untuk within the planned time frame to ensure that the Anti-
memastikan bahwa Sistem Manajemen Anti Penyuapan Bribery Management System has been implemented and
telah diterapkan dan dipelihara (maintained) secara maintained consistently. effective. Based on the stages
efektif. Berdasarkan tahapan sebagaimana dimaksud referred to, the implementation of the internal audit of
penyelenggaraan Audit internal SMAP ISO 37001: 2016 SMAP ISO 37001: 2016 in 2023 was carried out in the period
di tahun 2023 telah dilaksanakan pada periode bulan June 2023 to July 2023. Subsequently, an external
Juni 2023 sampai dengan bulan Juli tahun 2023. Setelah surveillance audit was conducted by PT Tuv Nord
itu dilakukan audit eksternal surveillance 1 lingkup Indonesia, covering a corporate scope with audit
korporasi oleh PT Tuv Nord Indonesia dengan ruang sampling including representatives from each directorate
lingkup sampling audit meliputi perwakilan Unit at the Head Office, DAOP 3 Cirebon, DIVRE III Palembang,
masing-masing direktorat di Kantor Pusat, DAOP 3 Cirebon, and Balai Yasa Manggarai during the period from August
DIVRE III Palembang, dan Balai Yasa Manggarai pada 8 th to August 30 th, 2023. The ISO 37001:2015 certification
periode 8 sampai dengan 30 Agustus 2023. Sertifikat ISO for these operational areas is valid from September 2022
37001:2015 pada wilayah operasional tersebut berlaku to September 2025.
sejak September 2022 sampai September 2025.
Selama tahun 2023, upaya Perseroan dalam mencegah Throughout 2023, the Company’s efforts to prevent
insiden terkait korupsi tercermin pada tidak adanya corruption incidents are reflected in the absence of
insiden korupsi yang terbukti, yang dapat proven corruption cases that could lead to the termination
mengakibatkan berhentinya kontrak dengan mitra bisnis. of contracts with business partners.
Operasi-Operasi yang Dinilai Memiliki Risiko Terkait Operations Assessed to Have Risks Related to
Korupsi [GRI 205-1] Corruption [GRI 205-1]
KAI berupaya untuk mencegah terjadinya korupsi dengan KAI strives to prevent corruption by conducting risk
melakukan kajian risiko terhadap segala potensi terjadinya studies of all potential corruption in KAI's business. The
korupsi di dalam bisnis KAI. Kajian risiko dilakukan melalui risk assessment was carried out through sampling
sampling yang meliputi 20 (dua puluh) Unit Kantor Pusat. covering 20 (twenty) Head Office Units. Meanwhile,
Sedangkan sampling yang dilakukan di kantor daerah sampling was carried out at regional offices including
meliputi DAOP 3 Cirebon, DIVRE III Palembang, dan Balai DAOP 3 Cirebon, DIVRE III Palembang, and Balai Yasa
Yasa Manggarai. Berdasarkan hasil kajian tersebut, Manggarai. Based on the results of this study, it was found
ditemukan bahwa sebesar 16% total risiko signifikan that 16% of the total significant risk was at the head office
berada di kantor pusat dan 2% berada di kantor daerah, and 2% was at regional offices, or covering 12% of KAI's
atau mencakup 12% dibandingkan keseluruhan lingkup entire operational scope. In order to reduce the level of
operasional KAI. Guna menurunkan tingkat risiko yang risk that falls into the significant category, KAI has
masuk dalam kategori signifikan tersebut, KAI menerapkan implemented a mitigation plan by doing the following:
rencana mitigasi dengan melakukan hal-hal sebagai
berikut:
1. Menetapkan Kebijakan Anti Penyuapan KAI yang 1. Establish a KAI Anti-Bribery Policy signed by all levels
ditandatangani oleh seluruh jajaran Direksi dan of the Company's Board of Directors and Board of
Dewan Komisaris Perseroan. Commissioners.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 487
Annual and Sustainability Report
Page 488
Tata Kelola Perusahaan
Good Corporate Governance
2. Penandatanganan Code of Conduct bagi seluruh 2. Signing Code of Conduct for all KAI personnel once
Insan KAI setiap tahun sekali yang memuat a year which includes the obligation to:
kewajiban untuk:
a. Bertindak sesuai pedoman perilaku. a. Act according to the code of conduct.
b. Menjalankan proses bisnis perusahaan b. Carry out company business processes based
berdasarkan prinsip-prinsip tata kelola on the principles of good corporate governance
perusahaan yang baik (Good Corporate (Good Corporate Governance).
Governance).
c. Menghindari aktivitas yang dapat menimbulkan c. Avoid activities that could create a conflict of
benturan kepentingan. interest.
d. Tidak melakukan tindakan penyuapan yaitu d. Do not commit acts of bribery, namely offering,
menawarkan, menjanjikan, memberikan, promising, giving, receiving, or asking for
menerima, atau meminta keuntungan/sesuatu benefits/something that is not appropriate
yang tidak semestinya dalam lingkup pekerjaan. within the scope of work.
e. Melaporkan setiap pelanggaran yang diketahui e. Report any known or experienced violations to
atau dialami kepada otoritas yang berwenang the relevant authorities or the Whistleblowing
atau media pelaporan dugaan pelanggaran System.
(Whistleblowing System).
f. Menolak dan melaporkan gratifikasi yang f. Refuse and report gratification that is related
berhubungan dengan jabatan dan berlawanan to position and contrary to obligations.
dengan kewajiban.
g. Menerima konsekuensi jika melakukan g. Accept the consequences if you violate company
pelanggaran terhadap peraturan perusahaan regulations and applicable laws.
dan perundang- undangan yang berlaku.
3. Kewajiban bagi seluruh Mitra Bisnis untuk 3. It is mandatory for all Business Partners to sign an
menandatangani Pakta Integritas dan komitmen Integrity Pact and anti-bribery commitment in all
anti penyuapan pada seluruh proses kerja sama collaboration processes carried out with the
yang dilakukan dengan Perseroan, sesuai dengan Company, in accordance with the ISO 37001:2016
standar ISO 37001:2016 Sistem Manajemen Anti Anti-Bribery Management System standard that
Penyuapan yang telah diterapkan di Perseroan. has been implemented in the Company.
4. Secara kontinyu melakukan uji kelayakan kepada 4. Continuously carry out due diligence on all Business
seluruh Mitra Bisnis yang melakukan kerja sama Partners who collaborate with the Company, in
dengan Perseroan, sesuai dengan standar ISO accordance with the ISO 37001:2016 Anti-Bribery
37001:2016 Sistem Manajemen Anti Penyuapan yang Management System standard that has been
telah ditetapkan Perseroan. established by the Company.
5. Sosialisasi, diseminasi dan internalisasi tentang 5. Routine and comprehensive socialization,
antikorupsi secara rutin dan menyeluruh bagi dissemination and internalization of anti-corruption
kepada stakeholders Perseroan. for all stakeholders Company.
6. Berpartisipasi dalam kegiatan HAKORDIA (Hari Anti 6. Participate in HAKORDIA (World Anti-Corruption
Korupsi Sedunia) melalui serangkaian acara sebagai Day) activities through a series of events as follows:
berikut:
– Perseroan berpartisipasi dalam Kegiatan – The Company participated in the Hakordia
Hakordia di Gedung Balai Meuseuraya Aceh, Activity at the Balai Meuseuraya Aceh Building,
Banda Aceh. pada kegiatan ini KAI memperoleh Banda Aceh. In this activity, KAI received a
sertifikat penghargaan sebagai Stand Terbaik certificate of appreciation as the Best Stand in
Kategori BUMN pada 9 s.d. 12 November 2023. the SOE Category on November 9 th-12 th, 2023.
– KAI Group menggelar Hari Anti Korupsi Sedunia – KAI Group held World Anti-Corruption Day
(Hakordia) tahun 2023 di Ruang Auditorium (Hakordia) in 2023 at the JRC Auditorium
JRC, Jakarta dengan mengundang narasumber Room, Jakarta by inviting speakers from Anti-
dari Praktisi Antikorupsi (ex Pimpinan KPK) dan Corruption Practitioners (ex KPK Leaders) and
Kementerian BUMN. Kegiatan yang digelar the Ministry of SOE. The activity held as a form
dalam rangka wujud dukungan KAI menentang of KAI's support against corruption in various
tindak korupsi di berbagai lini bisnis business lines of the company was attended
perusahaan tersebut, diikuti oleh 789 peserta, by 789 participants, consisting of BOD and BOC
yang terdiri dari jjajaran BOD dan BOC, Kadaop/ ranks, Kadaop/Kadivre, Directors of
Kadivre, Direksi Anak Perusahaan, CDD, EVP, Subsidiaries, CDD, EVP, VP and other KAI
VP serta jajaran stakeholder KAI lainnya yang stakeholders who were offline and online) on
tergabung luring dan daring) pada 4 Desember December 4 th, 2023.
2023.
Laporan Tahunan dan Keberlanjutan
488 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 489
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
– Perseroan berpartisipasi dalam Kegiatan – The Company participated in the Hakordia
Pameran Integrity Expo Hakordia 2023 di Istora Integrity Expo 2023 Exhibition Activity at Istora
Gelora Bung Karno, Jakarta. Pada kegiatan ini Gelora Bung Karno, Jakarta. In this activity, KAI
KAI memperoleh sertifikat penghargaan received a certificate of appreciation as a
sebagai finalis booth terbaik HAKORDIA tahun finalist for the best HAKORDIA booth in 2023
2023 pada 12 s.d. 13 Desember 2023. on December 12 th-13 th, 2023.
Komunikasi dan Pelatihan Tentang Kebijakan dan Communication and Training on Anti-Corruption
Prosedur Anti-Korupsi [GRI 205-2] Policies and Procedures [GRI 205-2]
KAI memastikan bahwa seluruh insan KAI telah KAI ensures that all KAI personnel understand the anti-
memahami kebijakan anti-korupsi, pedoman perilaku, corruption policy, code of conduct, conflicts of interest,
benturan kepentingan, anti-fraud, pengendalian anti-fraud, gratification control, and whistleblowing
gratifikasi, dan whistleblowing system yang berlaku, system in force, by regularly holding communication and
dengan secara berkala menyelenggarakan forum training forums related to anti-corruption policies and
komunikasi dan pelatihan terkait kebijakan dan prosedur procedures includes socialization of GCG, Anti-
anti-korupsi meliputi sosialisasi GCG, Anti Gratifikasi, Gratification, Anti-Corruption, WBS and code of conduct
antikorupsi, WBS dan code of conduct.
KAI secara berkala memastikan seluruh mitra bisnis KAI periodically ensures that all business partners
memahami kebijakan anti-korupsi. KAI melakukan understand the anti-corruption policy. KAI communicates
komunikasi mengenai anti-korupsi kepada seluruh (100%) anti-corruption to all (100%) of KAI's business partners,
mitra bisnis KAI, melalui: through:
1. Penyampaian larangan kepada mitra bisnis untuk 1. Conveying a prohibition to business partners to
memberikan gratifikasi kepada seluruh pegawai KAI provide gratuities to all KAI employees in the
pada proses pengadaan barang dan jasa. procurement of goods and services.
2. Seluruh mitra bisnis diwajibkan untuk 2. All business partners are required to sign an Integrity
menandatangani Pakta Integritas; Pact;
3. Seluruh mitra bisnis diwajibkan mematuhi 3. All business partners are required to comply with
kebijakan anti suap yang telah ditetapkan the anti-bribery policy set by the Company.
Perseroan.
4. Melakukan uji kelayakan kepada seluruh Mitra Bisnis 4. Conducting a feasibility test on all Business Partners
yang akan melakukan kerja sama dengan who will cooperate with the Company; and\
Perseroan; dan
5. Mencantumkan pasal berkaitan dengan anti 5. Including articles related to anti-bribery and anti-
penyuapan dan anti korupsi pada setiap kontrak/ corruption in every contract/work agreement with
ikatan kerja dengan mitra bisnis Perseroan. the Company's business partners.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 489
Annual and Sustainability Report
Page 490
Tata Kelola Perusahaan
Good Corporate Governance
PELATIHAN/SOSIALISASI ANTI-KORUPSI ANTI-CORRUPTION TRAINING/OUTREACH TO
KEPADA KARYAWAN EMPLOYEES
Perseroan berkomitmen untuk terus berupaya The Company is committed to continuing to strive to
meningkatkan pemahaman dan kompetensi pegawai improve employee understanding and competence
mengenai anti-korupsi, sebagai upaya berkelanjutan dalam regarding anti-corruption, as a sustainable effort to
mewujudkan lingkungan kerja yang bersih dan create a clean work environment and integrity. In relation
berintegritas. Terkait dengan hal tersebut, Perseroan to this, The Company carries out outreach and training
melakukan kegiatan sosialisasi dan pelatihan kepada insan activities for KAI personnel with the following details:
KAI dengan perincian sebagai berikut:
Materi Pelatihan / Sosialisasi Tanggal Peserta Jumlah Peserta
No
Training / Dissemination Material Date Participant Total Participant
E-Learning Peningkatan Pemahaman 9 Februari 2023 / Unit Pengendalian 17
1 Gratifikasi / E-Learning Improving February 9 th, 2023 Gratifikasi / Unit
Gratification Understanding Gratification Control
Executive Briefing Sistem Manajemen 8 Mei 2023 / Top Management 50
Mutu ISO 9001:2015 dan Anti Penyuapan May 8 th, 2023 Perseroan / Top
2 ISO 37001: 2016 / Executive Briefing ISO Management of the
9001:2015 Quality Management System Company
and ISO 37001: 2016 Anti-Bribery
Requirement, Implementation dan 9 - 11 Mei 2023 / Pegawai Perseroan / 41
Internal Auditor SMAP ISO 37001:2016 / May 9 th-11 th, 2023 Employee
3
Requirement, Implementation and
Internal Auditor SMAP ISO 37001:2016
Awareness and Internal Auditor 19 - 22 September 2023 / Pegawai Perseroan / 27
4 Training ISO 37001:2016 Batch I September 19 th-22 nd, Employee
2023
Awareness and Internal Auditor 3 - 6 Oktober 2023 / Pegawai Perseroan / 25
5
Training ISO 37001:2016 Batch II October 3 rd-6 th, 2023 Employee
Insiden Korupsi yang Terbukti dan Tindakan yang Proven Corruption Incidents and Actions Taken
Diambil [GRI 205-3] [GRI 205-3]
Selama tahun 2023, KAI menerima sejumlah 17 laporan During 2023, KAI received 17 reports of alleged violations
dugaan pelanggaran yang disampaikan melalui media submitted via the Whistleblowing System (WBS) media,
Whistleblowing System (WBS), terdiri dari 7 pengaduan consisting of 7 complaints via e-mail, 4 complaints via
melalui e-mail, 4 pengaduan melalui surat, dan 6 letter, and 6 complaints via the official WBS number. All
pengaduan melalui nomor resmi WBS. Seluruh laporan of these reports have been processed by the KAI WBS
tersebut telah diproses oleh pengelola WBS KAI, dengan management, with 3 complaints proven, 3 complaints
sejumlah 3 pengaduan terbukti, 3 pengaduan dengan with the status of being forwarded to the authorized party/
status diteruskan pihak/unit berwenang, dan sejumlah unit, and 11 other complaints not proven or invalid. The
11 pengaduan lainnya tidak terbukti atau tidak valid. 3 proven cases were then followed up by authorized
Terhadap 3 kasus yang terbukti kemudian ditindaklanjuti officers to impose sanctions and report the cases to the
oleh petugas yang berwenang untuk pemberian sanksi main director for processing and follow-up in accordance
dan melaporkan kasus tersebut kepada direktur utama with applicable regulations.
untuk diproses dan ditindaklanjuti sesuai dengan
peraturan yang berlaku.
KAI memastikan bahwa tidak terdapat kasus yang KAI ensures that there were no cases resulting in the
mengakibatkan berakhirnya kontrak dengan mitra bisnis, termination of contracts with business partners, and
serta tidak terdapat kasus hukum terkait korupsi yang there were no legal cases related to corruption filed by
diajukan oleh publik terhadap KAI atau karyawannya the public against KAI or its employees during the
selama periode pelaporan. reporting period.
Laporan Tahunan dan Keberlanjutan
490 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 491
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
PERKARA HUKUM
LEGAL MATTERS
Pada tahun 2023, Perseroan menghadapi perkara hukum In 2023, the Company faces legal cases with the following
dengan jumlah perkara perdata, pidana, dan hubungan number of civil, criminal and industrial relations cases:
industrial sebagai berikut:
Perkara Hukum Perdata Pidana Hubungan Industrial
No
Legal Cases Civil Law Criminal Industrial Relationship
Telah Selesai (telah mempunyai kekuatan
1 hukum yang tetap) 27 15 6
Settled (with permanent legal force)
Dalam proses penyelesaian
2 59 54 5
On progress
Perkara Hukum yang Dihadapi Perusahaan [GRI 206-1] Legal Cases Faced by the Company [GRI 206-1]
Selama tahun 2023, tidak terdapat tindakan hukum yang Throughout 2023, there were no legal actions pending
menunggu keputusan atau telah selesai sehubungan or resolved related to anti-competitive behavior, as well
dengan perilaku anti-persaingan serta pelanggaran as violations of anti-cartel and monopoly regulations.
terhadap peraturan antipakat dan monopoli.
Perincian perkara hukum yang dihadapi Perseroan di The details of the legal matters facing the Company in
tahun 2023 ialah sebagai berikut: 2023 are as follows:
Pengaruhnya
Status Risiko dan Nominal Sanksi yang terhadap kondisi
Pokok Perkara/Gugatan Penyelesaian Gugatan dikenakan Perusahaan
No
Subject Matter/Lawsuit Settlement Risk and Nominal Value Sanction Impact on the
Status of Lawsuit imposed Company’s
Condition
1 Permohonan eksekusi atas Telah dilaksanakan Nilai Aset - Berpotensi kehilangan
Putusan Pengadilan Negeri Eksekusi berdasarkan Rp 71.282.700.000 aset dan pendapatan
Semarang terkait aset KAI di Penetapan Eksekusi Asset Value dari pendayagunaan
Jalan H. Agus Salim, Semarang Pengadilan Negeri Rp 71.282.700.000 aset tersebut /
(eks emplasemen Stasiun Semarang, Pelaksanaan Potential loss of assets
Jurnatan). / Application for Eksekusi riil tanggal 17 Nilai Aset and income from the
execution of the decision of the Oktober 2023 / Rp 794.580.000.000 utilization of those
Semarang District Court related Execution has been Asset Value assets
to KAI's assets on Jalan H. Agus carried out based on Rp 794.580.000.000
Salim, Semarang (former the Execution Order of
emplacement of Jurnatan the Semarang District
Station). Court, with the actual
execution on October
17 th, 2023.
2 PT KAI (Persero) digugat oleh Putusan Peninjauan Nilai Materil Perkara - Berpotensi kehilangan
Nani Sumarni Dkk terkait Kembali Kabul tanggal Rp 4.663.157.850.000 aset dan pendapatan
sengketa kepemilikan Tanah 24 Agustus 2023 / The Material value of the case: dari pendayagunaan
terletak di Jalan Elang, Kota Judgment of the Rp 4,663,157,850,000 aset tersebut /
Bandung seluas 7.6 Ha / PT KAI Review was accepted Potential loss of assets
(Persero) is being sued by Nani on August 24 th, 2023. Nilai Aset and income from the
Sumarni et al. regarding a land Rp 53.354.550.000 utilization of those
ownership dispute located on Asset Value assets
Jalan Elang, Kota Bandung, Rp 53.354.550.000
covering 7.6 hectares.
3 Sengketa Kepemilikan Aset di Proses Peninjauan Nilai Materil Perkara - Berpotensi kehilangan
Jalan Sutomo, Medan seluas Kembali di Mahkamah Rp 2.000.000.000 aset dan pendapatan
4.030 m2, Penggugat a.n Datuk Agung / Review process Material value of the case: dari pendayagunaan
Ahmad Fauzi / Dispute over at the Supreme Court Rp 2,000,000,000 aset tersebut /
asset ownership on Jalan Potential loss of assets
Sutomo, Medan, covering 4,030 Nilai Imateril Perkara: and income from the
m², with the plaintiff being Rp 10.000.000.000 utilization of those
Datuk Ahmad Fauzi. Immaterial value of the assets
case:
Rp 10,000,000,000
Nilai Aset
Rp 15.431.488.520
Asset Value
Rp 15.431.488.520
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 491
Annual and Sustainability Report
Page 492
Tata Kelola Perusahaan
Good Corporate Governance
Pengaruhnya
Status Risiko dan Nominal Sanksi yang terhadap kondisi
Pokok Perkara/Gugatan Penyelesaian Gugatan dikenakan Perusahaan
No
Subject Matter/Lawsuit Settlement Risk and Nominal Value Sanction Impact on the
Status of Lawsuit imposed Company’s
Condition
4 Gugatan perbuatan melawan Proses di Pengadilan Nilai Materil Perkara - Berpotensi kehilangan
hukum terkait tindakan Negeri Jakarta Pusat / Rp 12.138.000.000 aset dan pendapatan
penertiban yang dilakukan oleh Process at the Central Material value of the case: dari pendayagunaan
perusahaan terhadap tanah dan Jakarta District Court Rp 12,138,000,000 aset tersebut /
bangunan di Jalan Talang Potential loss of assets
Betutu, Jakarta (Tanah Abang, Nilai Imateril Perkara: and income from the
St. BNI City) seluas 653,24 m2 Rp 1.000.000.000 utilization of those
Penggugat a.n Stephan David Immaterial value of the assets
SP Sinaga / Lawsuit for unlawful case:
acts related to enforcement Rp 1,000,000,000
actions by the company against
land and buildings on Jalan
Talang Betutu, Jakarta (Tanah
Abang, St. BNI City), covering
653.24 m², with the plaintiff
being Stephan David SP Sinaga.
Perkara Hukum yang Sedang Dihadapi Dewan Legal Cases Currently Facing the Board of
Komisaris dan Direksi yang Sedang Menjabat Commissioners and Board of Directors Who Are
Currently in Office
Pada tahun 2023, tidak terdapat perkara hukum yang In 2023, there will be no legal cases being faced by the
sedang dihadapi oleh Dewan Komisaris dan Direksi yang incumbent Board of Commissioners and Directors.
sedang menjabat.
Perkara Hukum yang Sedang Dihadapi Anak Legal Cases Currently Facing Subsidiaries
Perusahaan
Pada tahun 2023, tidak terdapat perkara hukum yang In 2023, there are no legal matters faced by the
dihadapi oleh Anak Perusahaan. Subsidiary.
Sanksi Administratif yang Dikenakan Kepada Administrative Sanctions Imposed on the Company,
Perusahaan, Anggota Dewan Komisaris dan Direksi Members of the Board of Commissioners and Directors
oleh Otoritas Pasar Modal dan Otoritas Lainnya by the Capital Market Authority and Other Authorities
Pada tahun 2023, tidak terdapat sanksi administratif yang In 2023, there will be no administrative sanctions
dikenakan baik kepada Perseroan, anggota Dewan imposed on the Company, members of the Board of
Komisaris, maupun Direksi oleh otoritas pasar modal dan Commissioners, or Directors by the capital market
otoritas lainnya. authority or other authorities.
Laporan Tahunan dan Keberlanjutan
492 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 493
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
AKSES INFORMASI DAN DATA PERUSAHAAN
ACCESS TO COMPANY INFORMATION AND DATA
Guna memberikan kemudahan pelayanan kepada In order to provide easy service to stakeholders, the
pemangku kepentingan, Perseroan telah menyediakan Company has provided company information through
informasi perusahaan melalui berbagai fasilitas various facilities including information technology-based
mencakup fasilitas berbasis teknologi informasi agar bisa facilities so that it can be accessed by the public easily,
diakses masyarakat dengan mudah, murah, dan cepat. cheaply and quickly. Company Information Disclosure
Kebijakan Keterbukaan Informasi Perusahaan Perseroan Policy The Company implements a public information
menerapkan kebijakan keterbukaan informasi publik disclosure policy based on Law Number 14 of 2008
berdasarkan Undang-Undang Nomor 14 tahun 2008 concerning Public Information Openness.
tentang Keterbukaan Informasi Publik.
Untuk menjaga efektivitas pengelolaan Keterbukaan To maintain the effectiveness of Public Information
Informasi Publik (KIP), Perseroan membentuk unit Openness (KIP) management, the Company formed an
organisasi berdasarkan Surat Keputusan Direksi Nomor: organizational unit based on Directors' Decree Number:
KEP.U/OT.003/VI/3/ KA-2010 tentang Perubahan dan KEP.U/OT.003/VI/3/ KA-2010 concerning Amendments and
Tambahan (P&T) atas Keputusan Direksi Nomor: KEP/U/ Additions (P&T) to Directors' Decree Number: KEP/ U/
OT.003/VI/1/KA2009 tanggal 5 Juni 2009 tentang Organisasi OT.003/VI/1/KA2009 dated June 5 th, 2009 concerning the
dan Tata Laksana Sekretariat Perusahaan di Lingkungan Organization and Management of the Company
Kantor Pusat PT Kereta Api Indonesia (Persero).Standar Secretariat within the Head Office of PT Kereta Api
Operasional Prosedur Keterbukaan Informasi Publik (SOP Indonesia (Persero). Standard Operational Procedures for
KIP) dituangkan dalam Surat Keputusan Direksi Nomor: Public Information Openness (SOP KIP) are outlined in
Kep.U.HK.003/XII/1/KA-2010, yang merupakan petunjuk the Directors' Decree Number : Kep.U.HK.003/XII/1/KA-
pelaksanaan dan petunjuk teknis dalam melakukan 2010, which are implementation instructions and
pengelolaan informasi publik di lingkungan Perseroan. technical instructions for managing public information
Peraturan tersebut kemudian diperbarui kembali melalui within the Company. This regulation was then updated
Peraturan Direksi Nomor: PER.U/ KL.104/ VI/1/KA-2018 again through Directors' Regulation Number: PER.U/
tanggal 5 Juni 2018 tentang Pedoman Pelayanan KL.104/ VI/1/KA-2018 dated June 5 th, 2018 concerning
Informasi Publik. Guidelines for Public Information Services.
Unit organisasi di bidang KIP dikelola oleh Manager Public The organizational unit in the KIP sector is managed by
Information Care yang berada di bawah VP Public the Public Information Care Manager who is under the
Relations dengan tugas pokok dan bertanggung jawab VP Public Relations with the main task and responsibility
dalam pengelolaan informasi publik yang mencakup for managing public information which includes storing,
penyimpanan, pendokumentasian, penyediaan, dan/atau documenting, providing and/or providing information
pelayanan informasi terhadap pengguna informasi publik. to users of public information.
MEDIA DAN JALUR LAYANAN INFORMASI MEDIA AND PUBLIC INFORMATION SERVICE
PUBLIK LINE
KAI sebagai salah satu badan publik berkomitmen untuk KAI as a public agency is committed to implementing
melaksanakan dan mengelola keterbukaan informasi and managing public information disclosure well. This
publik dengan baik. Pengelolaan ini bertujuan untuk management aims to provide as much convenience as
semaksimal mungkin memberikan kemudahan bagi possible for the community, both individuals, groups of
masyarakat baik perorangan, kelompok orang, lembaga people, private institutions and government agencies who
swasta, maupun instansi pemerintah yang need KAI public information.
membutuhkan informasi publik KAI.
The management of public information disclosure that
Pengelolaan keterbukaan informasi publik yang telah has been carried out is the provision of public information
dilakukan adalah penyediaan informasi publik melalui through various media owned by the Company,
berbagai media yang dipunyai oleh Perusahaan, including; ppid website. kai.id, PPID mobile application,
diantaranya; website ppid. kai.id, aplikasi mobile PPID, and Kereta Apikita social media. Apart from that,
dan media sosial Kereta Apikita. Selain itu melakukan providing services to public information applicants
pelayanan kepada pemohon informasi publik melalui through various channels, including; come directly to the
berbagai jalur, diantaranya; datang langsung ke kantor PPID office, via telephone, letter, email and WhatsApp.
PPID, melalui telepon, surat, email, dan WhatsApp. Untuk To answer the public's need for easy and practical access
menjawab kebutuhan masyarakat akan kemudahan akses to public information services online, especially in the
layanan informasi publik secara online dan praktis midst of the Covid-19 pandemic, public information request
khususnya di tengah pandemi Covid-19, telah disediakan channels have been provided via the ppid.kai.id website
jalur permintaan informasi publik melalui website ppid. and the PPID mobile application.
kai.id, dan aplikasi mobile PPID.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 493
Annual and Sustainability Report
Page 494
Tata Kelola Perusahaan
Good Corporate Governance
Penyediaan layanan informasi publik tidak hanya bagi Providing public information services is not only for normal
orang normal saja. Untuk memberikan kesetaraan bagi people. To provide equality for people with disabilities,
penyandang disabilitas, KAI juga menyediakan media KAI also provides media and service channels, such as
dan jalur layanan, seperti jalur jalan dengan guiding block, walking paths with guiding blocks and wheelchair paths,
dan jalur kursi roda, Formulir Permintaan Informasi information request forms in braille, and sound websites.
dengan huruf braille, serta website bersuara.
MEDIA PENYAMPAIAN INFORMASI MEDIA DELIVERY INFORMATION
Siaran Pers Press Releases
Selama tahun 2023, KAI telah membagikan berita dalam During 2023, KAI has distributed news in the form of press
bentuk siaran pers berjumlah 301 judul siaran pers. Siaran releases totaling 301 press release titles. The press
pers tersebut diharapkan dapat meningkatkan kesadaran releases are expected to increase awareness and
dan pengetahuan khalayak sasaran terkait informasi knowledge of the target audience regarding the news
berita yang telah dibagikan. information that has been shared.
Media Sosial Social Media
KAI memiliki 2 brand media sosial Perseroan, yaitu Kereta KAI has 2 Company social media brands, namely Kereta
Api Kita dan KAI 121 untuk tujuan penyebaran informasi Api Kita and KAI 121 for the purpose of disseminating
yang berbeda. Akun KAI121 ditujukan untuk pelayanan different information. The KAI121 account is intended for
pelanggan dan informasi seputar produk, sementara akun customer service and information about products, while
Kereta Api Kita lebih fokus pada dukungan bagi brand the Kereta Api Kita account is more focused on
image Perseroan. supporting the Company's brand image.
Platform media sosial yang digunakan adalah sebagai The social media platforms used are as follows:
berikut:
Twitter : KAI121 dan Kereta Api Kita Twitter : KAI121 and Kereta Api Kita
Facebook Fanpage : KAI 121 dan Kereta Api Kita Facebook Fanpage : KAI 121 and Kereta Api Kita
Instagram : KAI121_ dan Kereta Api Kita Instagram : KAI121_ and Kereta Api Kita
YouTube : Kereta Api Kita YouTube : Kereta Api Kita
Tiktok : KAI121 dan Kereta Api Kita Tiktok : KAI121 and Kereta Api Kita
Podcast : Sahabat KAI Podcast : Sahabat KAI
Website Website
Perseroan memiliki website dengan alamat https://www. The Company's website has a website with the address
kai.id/ yang menyediakan informasi dan data-data https://www. kai.id/ which provides the latest information
terbaru, berita, siaran pers, artikel, informasi lowongan and data, news, press releases, articles, job vacancy
kerja, lelang, keterbukaan informasi publik, heritage, CSR information, auctions, public information disclosure,
hubungan investor, GCG, dan prestasi. Website Perseroan heritage, CSR investor relations, GCG, and achievements.
juga menyediakan fasilitas pemesanan tiket. Informasi The Company's website also provides ticket booking
dalam website disampaikan dalam Bahasa Indonesia. facilities. Information on the website is presented in
Indonesian.
Aplikasi KAI KAI App
KAI senantiasa menjaga pelayanan prima bagi seluruh KAI always maintains excellent service for all passengers,
penumpang, di antaranya dengan memberikan including by providing convenience to customers at
kemudahan kepada pelanggan dalam genggaman yaitu their fingertips, namely in the form of an application.
dalam bentuk aplikasi. Sampai dengan 2022, terdapat 2 Until 2022, there are 2 (two) applications developed by
(dua) aplikasi yang dikembangkan KAI dengan KAI with the following explanation:
penjelasan sebagai berikut:
Aplikasi Mobile Access by KAI Access by KAI Mobile App
Access by KAI (sebelumnya bernama KAI Access) terus Access by KAI (formerly known as KAI Access) continues
diperkaya dengan berbagai fitur yang berguna bagi to be enhanced with various features beneficial to
pelanggan. Selain dapat digunakan untuk membeli tiket customers. In addition to purchasing tickets for long-
perjalanan KA jarak jauh, lokal, KRL, KA Bandara, LRT distance trains, local trains, KRL, airport trains, LRT
Jabodebek dan KCJB Whoosh, melalui Access by KAI Jabodebek, and KCJB Whoosh, users can obtain
pengguna dapat memperoleh informasi terkait KRL, KAI information related to KRL, KAI logistics, KAI news,
logistik, berita terkait KAI, layanan pembatalan dan ubah cancellation and schedule change services, ticket
jadwal perjalanan KA, transfer tiket, live tracking, transfers, live tracking, food ordering on trains, first-last
pemesanan makanan di kereta, first-last mile, fasilitas mile services, KAI Pay electronic wallet facilities, hotel
uang elektronik KAI Pay, pemesanan hotel, serta layanan bookings, and top-up and billing services.
top-up dan tagihan.
Laporan Tahunan dan Keberlanjutan
494 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 495
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Aplikasi Mobile PPID KAI KAI PPID Mobile App
KAI sebagai salah satu badan publik berkomitmen untuk KAI as a public agency is committed to implementing
melaksanakan dan mengelola keterbukaan informasi and managing public information disclosure as best as
publik sebaik mungkin. Ini bertujuan untuk mengelola possible. This aims to manage information and
informasi dan dokumentasi yang bertugas membantu documentation which is tasked with helping the public
masyarakat dalam mendapatkan informasi seputar KAI. obtain information about KAI. To keep up with
Untuk mengikuti perkembangan zaman KAI berinovasi developments, KAI innovated by creating the PPID mobile
dengan menciptakan aplikasi mobile PPID. Selain application. Apart from containing the KAI Public
memuat tentang Daftar Informasi Publik KAI dan peraturan- Information List and regulations related to the Central
peraturan terkait Komisi Informasi Pusat (KIP), aplikasi Information Commission (KIP), the PPID application also
PPID juga memuat menu khusus untuk permohonan contains a special menu for requests for public
informasi publik. Pengguna yang memakai menu information. Users who use this menu will be
tersebut akan langsung tersambung dan dilayani oleh immediately connected and served by the admin or
admin atau staf PPID. PPID staff.
PEDOMAN PERILAKU
CODE OF CONDUCT
Pedoman Perilaku (Code of Conduct) merupakan The Code of Conduct is a guideline for attitudes, behavior
pedoman sikap, tingkah laku, dan perbuatan di dalam and actions in carrying out tasks and daily life
melaksanakan tugas dan pergaulan hidup sehari-hari, relationships, which is applied to realize the Company's
yang diterapkan untuk mewujudkan visi dan misi vision and mission. The code of conduct is also known
Perseroan. Pedoman perilaku juga dikenal sebagai Kode as the Company's Code of Ethics.
Etik Perseroan.
KAI menjalankan usaha sesuai dengan prinsip-prinsip KAI carries out business in accordance with the principles
Good Corporate Governance (GCG), salah satunya dengan of Good Corporate Governance (GCG), one of which is by
menetapkan pedoman perilaku yang berisi uraian perilaku establishing a code of conduct which contains a
yang harus dipatuhi dan dijalankan Insan KAI, mencakup description of the behavior that must be adhered to and
Dewan Komisaris, Direksi, dan seluruh pekerja, dalam carried out by KAI personnel, including Board of
melaksanakan tanggung jawab dan kewenangan masing- Commissioners, Directors and all employees, in carrying
masing. out their respective responsibilities and authorities. each.
KAI menjalankan bisnisnya secara etis dan mematuhi KAI carries out its business ethically and complies with
semua hukum dan peraturan perundang-undangan all applicable laws and regulations. In running a business,
yang berlaku. Dalam menjalankan bisnis, etika dan ethics and integrity must be the basis for the
integritas harus menjadi dasar atas pelaksanaan semua implementation of all Company relationships, including
hubungan Perseroan, termasuk dengan pelanggan, with customers, providers of goods and services, workers
penyedia barang dan jasa, pekerja dan stakeholders and other stakeholders.
lainnya.
POKOK-POKOK PEDOMAN PERILAKU KEY POINTS OF THE CODE OF CONDUCT
Pedoman Perilaku Perseroan memuat pokok-pokok The Company's Code of Conduct contains the following
sebagai berikut: points:
1. Pernyataan komitmen Direksi dan Dewan Komisaris. 1. Statement of commitment of the Board of Directors
and Board of Commissioners.
2. Nilai-nilai perusahaan (values). 2. Company values (values).
3. Benturan kepentingan dan korupsi. 3. Conflicts of interest and corruption.
4. Penerimaan gratifikasi, pemberian donasi, dan 4. Receiving gratuities, giving donations, and giving
pemberian hadiah. gifts
5. Kepedulian terhadap keselamatan dan kesehatan 5. Concern for occupational safety and health (K3) and
kerja (K3) serta pelestarian lingkungan. environmental preservation.
6. Kesempatan yang sama untuk mendapatkan 6. Equal opportunity to get a job and promotion.
pekerjaan dan promosi.
7. Integritas laporan keuangan. 7. Integrity of financial reporting.
8. Perlindungan informasi Perseroan. 8. Protection of company information.
9. Aset tak berwujud (intangible asset). 9. Intangible assets (intangible assets).
10. Informasi orang dalam. 10. Inside information
11. Perlindungan harga/aset Perusahaan. 11. Company price/asset protection.
12. Kegiatan sosial dan politik. 12. Social and political activities.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 495
Annual and Sustainability Report
Page 496
Tata Kelola Perusahaan
Good Corporate Governance
13. Etika yang terkait dengan stakeholders. 13. Ethics related to stakeholders.
14. Penegakan pedoman perilaku. 14. Enforcement of code of conduct.
15. Pelanggaran dan sanksi. 15. Violations and sanctions.
KEPATUHAN TERHADAP PEDOMAN COMPLIANCE WITH THE CODE OF CONDUCT
PERILAKU
KAI memiliki pedoman perilaku yang merupakan nilai KAI has a code of conduct which is a basic value for the
dasar bagi Dewan Komisaris, Direksi, dan seluruh Insan Board of Commissioners, Directors and all KAI personnel
KAI dalam menjalankan tugas dan tanggung jawab in carrying out their respective duties and
masing-masing secara profesional. responsibilities professionally.
Dewan Komisaris, Direksi, dan seluruh Insan KAI telah The Board of Commissioners, Directors and all KAI
menandatangani Pernyataan Kepatuhan terhadap personnel have signed a Statement of Compliance with
Pedoman Perilaku sebagai wujud komitmen untuk patuh the Code of Conduct as a form of commitment to comply
terhadap pedoman perilaku Perusahaan with the Company's code of conduct.
PENYEBAR LUASAN PEDOMAN PERILAKU DISSEMINATION OF THE CODE OF CONDUC
Perseroan memahami bahwa sosialisasi merupakan The Company understands that socialization is an
tahapan penting dari penerapan pedoman perilaku. important stage in implementing the code of conduct.
Secara berkala, Perseroan memastikan bahwa Pedoman Periodically, the Company ensures that the Company's
Perilaku Perusahaan telah dikomunikasikan, dipahami Code of Conduct has been communicated, understood
dan dilaksanakan oleh seluruh Insan KAI. Sosialisasi and implemented by all KAI personnel. This socialization
tersebut yang dilakukan antara lain melalui kegiatan: is carried out, among others, through activities:
1. Sosialisasi etika bisnis dan budaya perusahaan 1. Socialization of business ethics and company
termasuk di dalamnya terkait gratifikasi kepada culture, including regarding gratification to top
manajemen puncak, jajaran pelaksana, hingga management, executive staff, and stakeholders, is
kepada pemangku kepentingan yang dilakukan carried out both through face-to-face and virtual
baik melalui tatap muka maupun pertemuan virtual. meetings.
2. Pemahaman atas pedoman perilaku diberikan 2. Understanding of the behavioral guidelines is
kepada calon pegawai dalam program orientasi provided to prospective employees in an orientation
yang telah dimasukkan dalam rencana program that has been included in the Company's
pembelajaran (silabus) Perseroan. learning plan (syllabus).
3. Memuat etika bisnis dan perilaku bisnis di Media 3. Contains business ethics and business behavior in
Internal Kontak yang merupakan sarana sosialisasi Internal Contact Media which is a means of
dan komunikasi keluarga besar Perseroan. socialization and communication for the Company's
extended family.
4. Sosialisasi melalui media e-office, e-mail milis 4. Socialization through e-office media, e-mail
broadcast, spanduk, media sosial, dan media broadcast mailing lists, banners, social media and
massa. mass media.
UPAYA PENERAPAN DAN PENEGAKAN EFFORTS TO IMPLEMENT AND ENFORCE
PEDOMAN PERILAKU THE CODE OF CONDUCT
Perseroan senantiasa berupaya menegakkan Pedoman The Company always strives to enforce the Company's
Perilaku Perseroan melalui berbagai ketentuan, kegiatan, Code of Conduct through various provisions, activities,
komitmen, serta pembentukan tim penegakkan commitments, as well as the formation of a Code of
Pedoman Perilaku. Untuk menunjukkan komitmen Conduct enforcement team. To demonstrate commitment
menerapkan Pedoman Perilaku, setiap insan KAI diwajibkan to implementing the Code of Conduct, every KAI
membaca serta memahami dengan baik Pedoman employee is required to read and understand the Code
Perilaku dan menandatangani Pernyataan Kepatuhan of Conduct properly and sign a Statement of Compliance
terhadap Pedoman Perilaku. Para mitra kerja/rekanan with the Code of Conduct. The Company's work partners/
Perseroan juga diwajibkan menandatangani Pakta associates are also required to sign an Integrity Pact,
Integritas, terutama bagi rekanan Perseroan yang especially for Company partners who collaborate in the
bekerja sama dalam pengadaan barang dan/atau jasa. procurement of goods and/or services. The Company
Perseroan memberikan kesempatan kepada setiap provides every employee with the opportunity to submit
pekerja untuk menyampaikan laporan dugaan reports of alleged violations of the Code of Conduct
pelanggaran Pedoman Perilaku melalui manajemen atau through management or through the Whistleblowing
melalui sarana Whistleblowing System. System.
Laporan Tahunan dan Keberlanjutan
496 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 497
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
JENIS SANKSI PELANGGARAN PEDOMAN TYPES OF SANCTIONS FOR VIOLATIONS OF
PERILAKU THE CODE OF CONDUCT
Jenis Sanksi Pelanggaran Pedoman Perilaku Perincian Types of Sanctions for Violating the Code of Conduct
jenis sanksi pelanggaran pedoman perilaku adalah Details of the types of sanctions for violating the code
sebagai berikut: of conduct are as follows:
Pelanggaran Disiplin Jenis Hukuman Disiplin
Disciplinary Violation Types of Disciplinary Sanctions
Tingkat I / Level I • Teguran tertulis yang berlaku selama 6 (enam) bulan. / Written warning valid for 6 (six)
months.
• Pemotongan tunjangan kinerja sebesar 10% selama 6 (enam) bulan. / Performance allowance
cut of 10% for 6 (six) month
Tingkat II / Level II • Pemotongan tunjangan kinerja sebesar 20% selama 6 (enam) bulan. / Performance allowance
cut of 20% for 6 (six) months.
• Pemotongan tunjangan kinerja sebesar 30% selama 6 (enam) bulan. / Performance allowance
cut of 30% for 6 (six) months.
• Pemotongan tunjangan kinerja sebesar 40% selama 6 (enam) bulan. / Performance allowance
cut of 40% for 6 (six) months
Tingkat III / Level III • Pemotongan tunjangan kinerja sebesar 60% selama 6 (enam) bulan. / Performance allowance
cut of 60% for 6 (six) months.
• Demosi / Demotion
Tingkat Berat / Severe Level • Pemutusan Hubungan Kerja (PHK) / Termination of Employment
KEBIJAKAN PEMBERIAN KOMPENSASI JANGKA PANJANG
BERBASIS KINERJA
PERFORMANCE BASED LONG TERM COMPENSATION POLICY
Sampai dengan 31 Desember 2023, Perseroan belum As of December 31st, 2023, the Company does not yet have
memiliki kebijakan terkait pemberian kompensasi jangka a policy regarding providing long-term performance-
panjang berbasis kinerja. Selain itu, Perseroan tidak based compensation. In addition, the Company does not
memiliki program kepemilikan saham oleh pegawai dan/ have a share ownership program for employees and/or
atau manajemen (ESOP/ MSOP) mengingat Perseroan management (ESOP/MSOP) considering that the Company
bukan merupakan Perusahaan Terbuka. is not a Public Company.
KEBIJAKAN PENGUNGKAPAN INFORMASI KEPEMILIKAN
SAHAM DEWAN KOMISARIS DAN DIREKSI SERTA
PELAKSANAANNYA
POLICY FOR DISCLOSURE OF INFORMATION ON SHARE OWNERSHIP OF THE BOARD
OF COMMISSIONERS AND DIRECTORS AND ITS IMPLEMENTATION
Mengingat Perseroan bukan Perusahaan Terbuka, tidak Considering that the Company is not a Public Company,
terdapat pengungkapan informasi kepemilikan saham there is no disclosure of information on share ownership
Dewan Komisaris dan Direksi, mencakup informasi setelah of the Board of Commissioners and Directors, including
terjadinya kepemilikan atau setiap perubahan information after ownership occurs or any changes in
kepemilikan atas saham perusahaan. ownership of company shares.
WHISTLEBLOWING SYSTEM
WHISTLEBLOWING SYSTEM
Demi melaksanakan nilai-nilai utama Perseroan secara In order to consistently implement the Company's main
konsisten, di samping sebagai penjagaan dan values, in addition to maintaining and improving the
peningkatan kualitas pelaksanaan tata kelola perusahaan quality of the implementation of good corporate
yang baik, Perseroan menetapkan Pedoman Penanganan governance, the Company has established Complaint
Pengaduan (Whistleblowing System) dengan tujuan- Handling Guidelines (Whistleblowing System) with the
tujuan sebagai: following objectives:
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 497
Annual and Sustainability Report
Page 498
Tata Kelola Perusahaan
Good Corporate Governance
1. Membangun dan menerapkan WBS untuk 1. Develop and implement a WBS to make it easier
mempermudah Perseroan dalam menangani laporan- for the Company to handle violation reports while
laporan pelanggaran sekaligus melindungi protecting the confidentiality of the identity of the
kerahasiaan identitas Pelapor serta tetap menjaga Whistleblower and maintaining this information in
informasi ini dalam arsip khusus yang dijamin a special archive whose security is guaranteed.
keamanannya.
2. Tersedianya mekanisme deteksi dini atas 2. Availability of early detection mechanisms for
kemungkinan terjadinya dampak buruk akibat possible negative impacts resulting from a violation.
suatu pelanggaran.
3. Memperkuat upaya preventif dan mendorong 3. Strengthen preventive efforts and encourage
pelaporan terhadap hal-hal yang dapat reporting of things that can cause financial losses,
menimbulkan kerugian finansial termasuk hal-hal including things that can damage the Company's
yang dapat merusak reputasi Perseroan dalam reputation in order to provide excellent service to
rangka memberikan pelayanan prima kepada customers and safeguard and protect the
pelanggan dan menjaga serta melindungi aset dan/ Company's assets and/or interests.
atau kepentingan Perseroan.
4. Meningkatkan sistem pengawasan yang 4. Improving the supervision system that provides
memberikan perlindungan kepada Pelapor dalam protection to Whistleblowers in the context of
rangka pencegahan dan penyelesaian pelanggaran preventing and resolving violations in the Company's
di lingkungan internal Perseroan. internal environment.
5. Timbulnya keengganan untuk melakukan 5. The emergence of reluctance to commit violations
pelanggaran sebagai dampak dari pengawasan oleh as a result of supervision by all parties.
semua pihak.
6. Meningkatkan reputasi Perseroan. 6. Improve the Company's reputation.
Penerapan Whistleblowing System di lingkungan The implementation of the Whistleblowing System within
Perseroan diatur dalam Peraturan Direksi Nomor PER.U/ the Company is regulated in the Board of Directors
KL.104/I/1/KA-2024 tentang Pedoman Penanganan Regulation Number PER.U/KL.104/I/1/KA-2024 concerning
Pengaduan (Whistleblowing System). Guna mendukung the Guidelines for Handling Complaints (Whistleblowing
upaya Pemerintah dalam melakukan pemberantasan System). In order to support the Government's efforts in
tindak pidana korupsi, Perseroan dan Komisi eradicating corruption, the Company and the Corruption
Pemberantasan Korupsi (KPK) telah menandatangani Eradication Commission (KPK) have signed a Cooperation
Perjanjian Kerja Sama (PKS) Nomor 70 Tahun 2021 dan Agreement (PKS) Number 70 of 2021 and KL.705/III/2/KA-
KL.705/III/2/KA-2021 tanggal 2 Maret 2023 perihal 2021 dated March 2 nd, 2023 concerning Handling
Penanganan Pengaduan Dalam Upaya Pemberantasan Complaints in Efforts to Eradicating Corruption together
Tindak Pidana Korupsi bersama dengan Kementerian with the Ministry of State-Owned Enterprises (SOE) and
Badan Usaha Milik Negara (BUMN) serta 26 BUMN lainnya. 26 other SOEs. The scope of the PKS includes the
Lingkup PKS tersebut meliputi penyusunan dan/atau preparation and/or strengthening of the Company's
penguatan aturan internal Perseroan terkait penanganan internal regulations regarding complaint handling,
pengaduan, komitmen pengelolaan penanganan commitment to complaint handling management,
pengaduan, penanganan pengaduan melalui aplikasi, complaint handling through applications, coordination
koordinasi dan kegiatan bersama penanganan and joint activities for complaint handling and data and/or
pengaduan serta pertukaran data dan/atau informasi. information exchange. In 2023, the Company has
Pada tahun 2023 Perseroan telah melaksanakan program implemented the Integrated TPK WBS development
pembangunan WBS TPK Terintegrasi dan selanjutnya program and then carried out monitoring and evaluation
melakukan kegiatan monitoring dan evaluasi activities for the Integrated TPK Whistleblowing System
Whistleblowing System TPK Terintegrasi yang which was held together with the Corruption Eradication
diselenggarakan bersama Komisi Pemberantasan Korupsi Commission (KPK).
(KPK).
JENIS PELANGGARAN YANG DAPAT TYPES OF REPORTABLE VIOLATIONS
DILAPORKAN
Insan Perseroan dan/atau masyarakat dapat Company Personnel and/or the public can submit
menyampaikan pengaduan atas tindakan yang dilakukan complaints regarding actions taken by Company
oleh Insan Perseroan yang berkaitan dengan dugaan: Personnel related to allegations of:
1. Tindak pidana Korupsi, yang meliputi kerugian 1. Corruption crimes, which include financial losses
keuangan Perseroan, pemberian suap, penerimaan to the Company, giving bribes, accepting bribes,
suap, penggelapan dalam jabatan, pemerasan, embezzlement in office, extortion, fraudulent acts,
perbuatan curang, benturan kepentingan dan/atau conflicts of interest and/or gratification.
gratifikasi.
Laporan Tahunan dan Keberlanjutan
498 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 499
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
2. Tindak pidana lain yang berkaitan dengan tindak 2. Other criminal acts related to criminal acts of
pidana korupsi, yang meliputi merintangi proses corruption, which includes obstructing the process
pemeriksaan perkara korupsi, tidak memberikan of examining corruption cases, not providing
keterangan mengenai kekayaan, tidak memberikan information regarding assets, not providing
keterangan atau memberi keterangan palsu, information or providing false information, holding
memegang rahasia jabatan tidak memberikan official secrets, not providing information or
keterangan atau memberi keterangan palsu, dan/ providing false information, and/or as a witness
atau sebagai saksi membuka identitas pelapor. revealing the identity of the reporter.
3. Pelanggaran pedoman perilaku dan/atau 3. Violation of the Company's code of conduct and/or
pelanggaran pedoman perilaku Perusahaan. violation of the Company's code of conduct.
4. Pelanggaran disiplin Pekerja. 4. Violation of employee discipline.
5. Tindak diskriminasi. 5. Discrimination.
6. Tindak kekerasan. 6. Violence.
7. Tindak pelecehan. 7. Abuse.
PENYAMPAIAN DAN PENANGANAN SUBMISSION AND HANDLING OF
PENGADUAN COMPLAINTS
Pengaduan disampaikan kepada Unit pengelola WBS Complaints are submitted to the WBS Management Unit
melalui: through:
1. Lisan, yaitu melalui tatap muka atau menghubungi 1. Verbally, namely through face-to-face or contacting
Unit pengelola WBS melalui nomor telepon the WBS Management Unit via telephone number
081214455300. 081214455300.
2. Surat kepada Unit pengelola WBS, Kantor Pusat PT 2. Letter to the WBS Management Unit, Head Office
Kereta Api Indonesia (Persero), Jalan Perintis of PT Kereta Api Indonesia (Persero), Jalan Perintis
Kemerdekaan Nomor 1 Bandung. Kemerdekaan Number 1 Bandung.
3. Surat elektronik dengan alamat kai-bersih@kai.id. 3. Electronic mail with the address kai-bersih@kai.id.
4. Aplikasi WBS. 4. WBS application.
5. Aplikasi pesan WhatsApp dengan nomor telepon 5. WhatsApp messaging application with telephone
081214455300 number 081214455300
Mekanisme penyampaian pengaduan beserta The mechanism for submitting complaints and handling
penanganannya yang dilakukan Penyelenggara WBS them carried out by the WBS Organizer is as follows:
adalah sebagai berikut:
1. Pelapor menyampaikan pengaduan melalui media 1. The reporter submits a complaint through the
Whistleblowing System yaitu secara lisan, melalui Whistleblowing System, namely verbally, by letter,
surat, dan/ atau surat elektronik dengan alamat kai- and/or electronic mail with the address kai-
bersih@kai. id. Bersih@kai. id.
2. Dalam hal pengaduan dilakukan secara lisan, Pelapor 2. In the event that the complaint is made verbally,
datang menghadap sendiri kepada Unit Pengelola the Complainant comes to the WBS Management
WBS atau menghubungi melalui telepon. Unit in person or contacts by telephone.
3. Pengaduan melalui surat, surat elektronik, aplikasi 3. The complaint submitted through letter, e-mail,
WBS, atau aplikasi pesan WhatsApp yang WBS Application, or WhatsApp must contain at least:
disampaikan memuat:
a. Identitas jelas Pelapor. a. Clear identity of the Complainant.
b. Identitas jelas Terlapor. b. Clear identity of the Reported Party.
c. Perbuatan yang diduga dilanggar harus c. The act allegedly violated must be accompanied
dilengkapi dengan waktu dan tempat kejadian, by the time and place of the incident, the reason
alasan penyampaian pengaduan, bagaimana for submitting the complaint, and how the
pelanggaran itu terjadi. violation occurred.
d. Menyertakan bukti atau keterangan yang dapat d. Include evidence or information that can
mendukung pengaduan yang disampaikan. support the complaint submitted.
e. Menyertakan nama, alamat, dan nomor kontak e. Include the name, address and contact
pihak lain yang dapat dimintai keterangan lebih number of other parties who can be asked for
lanjut untuk memperkuat pengaduan Pelapor. further information to strengthen the
Complainant's complaint.
4. Dalam hal Pelapor tidak mencantumkan 4. In the event that the Reporting Party does not
identitasnya secara lengkap namun materi laporan include its complete identity but the report
logis dan memadai maka laporan pelanggaran material is logical and adequate, the violation report
dapat ditindaklanjuti. can be followed up.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 499
Annual and Sustainability Report
Page 500
Tata Kelola Perusahaan
Good Corporate Governance
5. Unit Pengelola WBS yang terdiri atas Petugas 5. The WBS Management Unit consisting of
Administrasi, Petugas Verifikasi, dan Penelaah Administrative Officers, Verification Officers and
melakukan administrasi, verifikasi dan telaah terhadap Reviewers carries out administration, verification
pengaduan yang disampaikan. and review of complaints submitted.
6. Laporan hasil telaah beserta dokumen terkait 6. The review report along with documents related to
penanganan pengaduan disampaikan kepada complaint handling are submitted to the Person in
Penanggung Jawab (Direktur Utama) oleh Penelaah Charge (President Director) by the WBS Reviewer.
WBS.
7. Dalam hal terlapor merupakan anggota Dewan 7. In the event that the reported party is a member
Komisaris atau anggota Direksi maka penelaah WBS of the Board of Commissioners or a member of the
selaku Unit Pengelola WBS wajib meneruskan Board of Directors, the WBS reviewer as the WBS
pengaduan tersebut kepada pengelola sistem Management Unit is obliged to forward the complaint
penanganan pengaduan dugaan pelanggaran to the manager of the whistleblowing system of
(whistleblowing system) Kementerian BUMN. the Ministry of SOEs.
8. Dalam hal Terlapor merupakan organ Dewan 8. In the event that the reported party is an organ of
Komisaris maka penelaah WBS menyampaikan the Board of Commissioners, the WBS reviewer
laporan hasil telaah pengaduan kepada Dewan submits a report on the results of the complaint
Komisaris melalui penanggung jawab WBS (Direktur review to the Board of Commissioners through the
Utama). person in charge of WBS (President Director).
9. Berdasarkan laporan hasil telaah bagi terlapor 9. Based on the report on the results of the review for
Pekerja yang berindikasi tindak pidana Korupsi the reported party, the Worker who is suspected of
penanggung jawab WBS meminta Executive Vice committing a criminal act of Corruption, the person
President of Internal Audit untuk melakukan audit in charge of WBS asks the Executive Vice President
investigatif. of Internal Audit to conduct an investigative audit.
10. Dalam hal berdasarkan hasil audit investigatif 10. In the event that based on the results of the
disimpulkan terdapat dugaan penyimpangan dan/ investigative audit, it is concluded that there are
atau pelanggaran yang dilakukan oleh pekerja, alleged irregularities and/or violations committed
penanggung jawab WBS selanjutnya meneruskan by the worker, the person in charge of WBS then
hasil audit investigatif kepada pejabat yang forwards the results of the investigative audit to
berwenang menjatuhkan hukuman disiplin Pekerja. the official who has the authority to impose
disciplinary sanctions on the Worker.
11. Dalam hal Terlapor merupakan Executive Vice 11. In the case where the Reported Party is the
President of Internal Audit, penanggung jawab Executive Vice President of Internal Audit, the person
WBS meneruskan laporan hasil telaah kepada Dewan in charge of WBS forwards the review report to the
Komisaris melalui komite audit. Board of Commissioners through the audit
committee.
12. Terhadap laporan hasil telaah bagi terlapor Pekerja 12. For the report of the results of the review for the
yang bukan berindikasi tindak pidana Korupsi reported Worker who does not indicate a criminal
penanggung jawab WBS selanjutnya meneruskan act of Corruption, the person in charge of the WBS
laporan hasil telaah kepada pejabat yang then forwards the report of the results of the review
berwenang menjatuhkan hukuman disiplin Pekerja to the official who has the authority to impose
atau Direktorat terkait. disciplinary sanctions on the Worker or the relevant
Directorate.
13. Pejabat yang berwenang menjatuhkan hukuman 13. The official who has the authority to impose
disiplin Pekerja melakukan pemeriksaan dugaan disciplinary sanctions on the Worker conducts an
pelanggaran disiplin berdasarkan laporan hasil audit examination of the alleged disciplinary violation
investigatif atau laporan hasil telaah. based on the investigative audit report or the review
report.
14. Dalam hal berdasarkan hasil pemeriksaan 14. If based on the results of the disciplinary violation
pelanggaran disiplin, perbuatan Terlapor diduga examination, the Reported Party's actions are
merupakan tindak pidana maka pejabat yang suspected of being a criminal act, the official who
berwenang menjatuhkan hukuman disiplin Pekerja has the authority to impose disciplinary sanctions
atau kuasanya melaporkan kepada APH. on the Worker or his/her attorney reports to the APH.
15. Unit Pengelola WBS memberitahukan penutupan 15. The WBS Management Unit notifies the Reporter
Pengaduan kepada Pelapor. of the closure of the Complaint.
16. Tindak lanjut hasil telaah untuk Pengaduan dengan 16. Follow-up to the results of the review for Complaints
Terlapor anggota Dewan Komisaris dan/atau with the Reported Party being a member of the
anggota Direksi ditentukan oleh pengelola sistem Board of Commissioners and/or a member of the
penanganan pengaduan dugaan pelanggaran Board of Directors is determined by the manager
(whistleblowing system) Kementerian BUMN sesuai. of the whistleblowing system for handling
complaints of alleged violations (whistleblowing
system) of the Ministry of SOEs as appropriate.
Laporan Tahunan dan Keberlanjutan
500 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 501
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
17. Tindak lanjut hasil telaah untuk Pengaduan dengan 17. Follow-up of the review results for Complaints with
Terlapor organ Dewan Komisaris dan/atau Executive the Reported Party being the Board of
Vice President of Internal Audit, ditentukan oleh Commissioners and/or the Executive Vice President
Dewan Komisaris sesuai ketentuan peraturan of Internal Audit, determined by the Board of
perundang-undangan. Commissioners in accordance with the provisions
of laws and regulations.
18. Tindak lanjut hasil telaah untuk Pengaduan dengan 18. Follow-up of the review results for Complaints with
Terlapor anggota Dewan Komisaris Anak the Reported Party being a member of the Board
Perusahaan Perseroan dan/atau anggota direksi of Commissioners of the Company's Subsidiary
Anak Perusahaan, ditentukan oleh penanggung and/or a member of the Board of Directors of the
jawab WBS. Subsidiary, determined by the person in charge of
the WBS.
Penanganan pengaduan WBS dijelaskan melalui alur The handling of WBS complaints is explained through
bagan sebagai berikut: the following flowchart:
Unit Pengelola Penanggung
Pelapor WBS Jawab
Informant Management Person in
Unit of WBS Charge
Dugaan Pelanggaran Laporan Telaah
Alleged Violation Review Report
Perintah Investigasi
Investigation Order
Perintah Laporan Investigasi
Pemeriksaan Penanggung Investigation Report
Pejabat Humdis Inspection Order Jawab Kepala SPI
Disciplinary Person in Head of SPI
Punishment Officer Charge
Surat Pemberian Surat Panoruska
Humdis APH
Letter of Disciplinary Letter of Succession
Punishment to APH
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 501
Annual and Sustainability Report
Page 502
Tata Kelola Perusahaan
Good Corporate Governance
PERLINDUNGAN BAGI WHISTLEBLOWER PROTECTION FOR WHISTLEBLOWERS
Melalui penerapan Whistleblowing System, Perseroan Through the implementation of the Whistleblowing
menjamin pemberian hak bagi pihak pelapor dengan System, the Company guarantees the granting of rights
uraian berikut: to reporting parties with the following description:
1. Memantau perkembangan laporan pelanggaran; 1. Monitor the progress of violation reports;
2. Dirahasiakan dan/atau disamarkan identitasnya, 2. The identity is kept confidential and/or disguised,
dengan cara: by:
a. Membuat nama samaran yang hanya diketahui a. Create a pseudonym known only to the
oleh Pelapor. Reporting Party.
b. Menggunakan nama/identitas yang unik dan b. Use a name/identity that is unique and does
tidak menggambarkan identitas Pelapor. not describe the identity of the Reporting Party.
c. Tidak memberitahukan data-data pribadi, c. Do not disclose personal data, such as the name
seperti nama Pelapor, atau hubungan Pelapor of the Reporting Party, or the relationship
dengan Terlapor. between the Reporting Party and the Reported
Party.
d. Tidak memberitahukan data-data/informasi d. Do not provide data/information that makes it
yang memungkinkan bagi orang lain untuk possible for other people to carry out tracking.
melakukan pelacakan.
3. Mendapat keringanan dalam hal turut terlibat dalam 3. Obtain relief in case of being involved in the reported
perkara yang dilaporkan. matter.
4. Menghadirkan saksi yang mengetahui atau memiliki 4. Present witnesses who know or have information
informasi tentang terjadinya pelanggaran dan/atau about the violation and/or
5. Diberikan bimbingan konseling dan/atau 5. Provided counseling guidance and/or
6. Mendapat perlindungan sesuai peraturan perundang- 6. Receive protection in accordance with laws and
undangan. regulations.
Akan tetapi, perlindungan dapat ditolak atau dihentikan However, protection can be rejected or terminated if the
dalam hal Pelapor tidak melakukan kewajibannya dalam Reporter does not fulfill his/her obligations in maintaining
menjaga kerahasiaan identitas diri dan laporannya dan/atau the confidentiality of his/her identity and report and/or
terbukti laporan pelanggaran yang disampaikan fitnah it is proven that the report of violation submitted is
atau mempunyai tujuan yang menyimpang dari tujuan slanderous or has a purpose that deviates from the
penyelenggaraan WBS. purpose of organizing the WBS.
PENGELOLA LAPORAN PELANGGARAN VIOLATION REPORT MANAGER
Penanganan WBS dilakukan oleh penyelenggara WBS WBS handling is carried out by the WBS organizers,
yang terdiri dari: consisting of:
1. Direktur Utama sebagai penanggung jawab WBS. 1. President Director as the person in charge of WBS.
2. Unit Pengelola WBS. 2. WBS Management Unit.
3. Executive Vice President of Internal Audit sebagai 3. Executive Vice President of Internal Audit as the
penanggung jawab tim investigatif WB. person in charge of the WBS investigative team.
4. Pejabat yang berwenang menjatuhkan hukuman 4. Officials authorized to impose disciplinary sanctions.
disiplin.
Penanggung jawab WBS mempunyai tugas dan The person in charge of WBS has the duties and authority
wewenang untuk: to:
1. Menugaskan Executive Vice President of Internal 1. Assign the Executive Vice President of Internal Audit
Audit untuk melaksanakan audit/pemeriksaan to carry out an audit/investigative examination of
investigatif terhadap laporan hasil telaah yang the review report that indicates a violation.
terindikasi terjadinya pelanggaran.
2. Memerintahkan pejabat yang berwenang 2. Order the official authorized to impose disciplinary
menjatuhkan hukuman disiplin untuk melaksanakan sanctions to carry out a disciplinary penalty
pemeriksaan hukuman disiplin berdasarkan hasil examination based on the results of the audit/
audit/pemeriksaan investigatif. investigative examination.
3. Menyampaikan laporan hasil telaah kepada 3. Submit a report on the results of the review to the
pemegang saham Perusahaan dalam hal Terlapor Company's shareholders in the case where the
adalah Dewan Komisaris. Reported Party is the Board of Commissioners.
4. Melakukan evaluasi dan memastikan terlaksananya 4. Conduct evaluations and ensure the implementation
kebijakan WBS di Perusahaan sebagai bentuk of the WBS policy in the Company as a form of
fungsi pencegahan pelanggaran di lingkungan violation prevention function in the Company's
internal Perusahaan. internal environment.
Laporan Tahunan dan Keberlanjutan
502 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 503
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
5. Menetapkan pemberian penghargaan kepada 5. Determine the awarding of awards to Reporters who
Pelapor yang berjasa dalam berupaya membantu have made a contribution in helping to prevent or
pencegahan atau pemberantasan tindak pidana eradicate criminal acts of Corruption.
Korupsi.
6. Menyampaikan laporan pelaksanaan penanganan 6. Submit a report on the implementation of handling
Pengaduan dugaan pelanggaran kepada pimpinan Complaints of alleged violations to the senior
tinggi madya yang menyelenggarakan fungsi management who carries out the function of handling
penanganan pengaduan di Kementerian BUMN complaints at the Ministry of SOEs periodically every
secara periodik setiap semester, paling lambat 1 semester, no later than 1 (one) month after the
(satu) bulan setelah periodik tersebut berakhir. period ends.
Unit Pengelola WBS, meliputi: WBS Management Unit, including:
1. Executive Vice President of Corporate Secretary 1. Executive Vice President of Corporate Secretary as
sebagai penelaah WBS, memiliki tugas dan WBS reviewer, has the following duties and authorities:
wewenang:
a. Melakukan telaah berdasarkan hasil verifikasi. a. Conducting a review based on the verification
results.
b. Menyampaikan laporan hasil telaah Pengaduan b. Submitting a report on the results of the
kepada penanggung jawab WBS yang dilampiri Complaint review to the person in charge of
dengan seluruh dokumen terkait baik WBS, attached with all related documents, both
Pengaduan yang dapat maupun tidak dapat Complaints that can and cannot be followed
ditindaklanjuti; up;
c. Memberikan perpanjangan waktu pengumpulan c. Providing an extension of time for collecting
bahan dan keterangan kepada petugas verifikasi materials and information to the WBS verification
WBS; dan officer; and
d. Menentukan Pengaduan dapat ditindaklanjuti d. Determining whether the Complaint can be
atau tidak berdasarkan hasil telaah. followed up or not based on the review results.
2. Vice President of Quality Assurance and Good 2. Vice President of Quality Assurance and Good
Corporate Governance dan pejabat setingkat Corporate Governance and officials at the manager
manager di Unit Quality Assurance and Good level in the Quality Assurance and Good Corporate
Corporate Governance sebagai petugas verifikasi Governance Unit as WBS verification officers, have
WBS, memiliki tugas dan wewenang: the following duties and authorities:
a. Melakukan verifikasi Pengaduan yaitu a. Conducting Complaint verification, namely
mengumpulkan bahan dan keterangan melalui collecting materials and information through
permintaan keterangan kepada Pelapor dan requests for information from the Reporter and
pihak terkait serta melakukan pengumpulan related parties and collecting documents
dokumen terkait Pengaduan. related to the Complaint.
b. Menentukan status kelengkapan dokumen b. Determining the completeness status of the
Pengaduan yang diterima dari Pelapor telah Complaint documents received from the
dianggap lengkap atau belum lengkap. Reporter has been considered complete or
incomplete.
c. Mengajukan perpanjangan waktu pengumpulan c. Submitting an extension of the time for
bahan dan keterangan kepada penelaah WBS. collecting materials and information to the WBS
reviewer.
d. Menentukan Pengaduan yang telah diverifikasi d. Determining whether or not the verified
dapat atau tidak untuk ditindaklanjuti dan Complaint can be followed up and forwarded
diteruskan kepada penelaah WBS. to the WBS reviewer.
e. Menyusun laporan hasil verifikasi dan e. Compiling a verification report and submitting
menyampaikannya kepada penelaah WBS. it to the WBS reviewer.
f. Memberitahukan Pengaduan yang tidak dapat f. Notifying Complaints that cannot be followed
ditindaklanjuti beserta alasannya kepada up along with the reasons to the Reporter
Pelapor melalui petugas administrasi WBS. through the WBS administration officer.
3. Manager of Good Corporate Governance and 3. Manager of Good Corporate Governance and
Whistleblowing System atau pejabat yang ditunjuk Whistleblowing System or an official appointed and
dan ditetapkan oleh Vice President of Quality determined by the Vice President of Quality
Assurance and Good Corporate Governance sebagai Assurance and Good Corporate Governance as the
petugas administrasi WBS, memiliki tugas dan WBS administration officer, has the following duties
wewenang: and authorities:
a. Menerima dan mengadministrasikan a. Receive and administer Complaints.
Pengaduan.
b. Menyampaikan nomor register Pengaduan b. Submit the Complaint registration number to
kepada Pelapor. the Reporter.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 503
Annual and Sustainability Report
Page 504
Tata Kelola Perusahaan
Good Corporate Governance
c. Meneruskan setiap Pengaduan yang diterima c. Forwarding every Complaint received to the
kepada petugas verifikasi WBS. WBS verification officer.
d. Meneruskan permintaan kelengkapan dokumen d. Forwarding requests for completeness of
Pengaduan dari petugas verifikasi WBS kepada Complaint documents from the WBS verification
Pelapor. officer to the Reporter.
e. Meneruskan informasi dari petugas verifikasi e. Forwarding information from the WBS
WBS dan/atau penelaah WBS kepada Pelapor verification officer and/or WBS reviewer to the
terkait pemberitahuan Pengaduan yang tidak Reporter regarding Complaint notifications that
dapat ditindaklanjuti. cannot be followed up.
f. Membantu proses surat-menyurat, komunikasi, f. Assisting with the process of correspondence,
serta penyusunan laporan di setiap tahapan communication, and preparation of reports at
penanganan Pengaduan. every stage of Complaint handling.
g. Mengelola media Pengaduan termasuk alat g. Managing Complaint media including the
komunikasi yang digunakan. communication tools used.
4. Penanggung jawab tim investigatif WBS, 4. The person in charge of the WBS investigative team,
mempunyai tugas dan wewenang; has the duties and authorities;
a. Melakukan audit/pemeriksaan investigatif lebih a. Conduct further investigative audits/
lanjut kepada Pelapor, Terlapor, dan/atau Saksi examinations on the Reporter, Reported Party,
terhadap substansi pelanggaran yang and/or Witnesses on the substance of the
dilaporkan dengan tujuan untuk mencari dan reported violation with the aim of seeking and
mengumpulkan bukti-bukti yang diperlukan collecting the necessary evidence in more detail
secara lebih detail guna memastikan bahwa to ensure that a violation has occurred.
telah terjadi pelanggaran.
b. Menyampaikan laporan hasil audit/pemeriksaan b. Submit a report on the results of the
investigatif kepada penanggung jawab WBS. investigative audit/examination to the person
in charge of the WBS.
5. Pejabat yang berwenang menjatuhkan hukuman 5. The official authorized to impose disciplinary
disiplin memiliki tugas dan wewenang: sanctions has the following duties and authorities:
a. Melaksanakan pemeriksaan hukuman disiplin a. Carry out disciplinary sanctions examinations
berdasarkan hasil audit/pemeriksaan investigatif based on the results of the investigative audit/
atas perintah penanggung jawab WBS. examination on the orders of the person in
charge of the WBS.
b. Menetapkan hukuman disiplin Pekerja b. Determine disciplinary sanctions for Workers
berdasarkan laporan hasil audit/pemeriksaan based on the results of the investigative audit/
investigatif. examination.
c. Menetapkan pemberian sanksi kepada Pelapor c. Determine the imposition of sanctions on
yang laporannya terbukti palsu, fitnah, dan/atau Reporters whose reports are proven to be false,
mempunyai tujuan lain yang menyimpang dari slanderous, and/or have other purposes that
maksud dan tujuan penyelenggaraan WBS sesuai deviate from the intent and purpose of
ketentuan di Perusahaan dan/atau diproses implementing WBS in accordance with the
sesuai ketentuan peraturan perundang- provisions of the Company and/or are processed
undangan. in accordance with the provisions of laws and
regulations.
SOSIALISASI WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM SOCIALIZATION
Perseroan akan terus berupaya untuk meningkatkan The Company will continue to strive to increase employee
pemahaman dan kepedulian pegawai untuk melaporkan understanding and awareness of reporting violations
tindak pelanggaran melalui WBS sehingga dapat through the WBS so that it can create a clean work
mewujudkan lingkungan kerja yang bersih dan environment with integrity. In this regard, the following
berintegritas. Terkait dengan hal itu, telah dilakukan optimization steps have been taken:
langkah-langkah optimalisasi sebagai berikut:
1. Menyampaikan materi Whistleblowing System 1. Deliver Whistleblowing System material through
melalui Induction program kepada calon pegawai in-class training to prospective officers and officers.
dan pegawai.
2. Melakukan sosialisasi Whistleblowing System kepada 2. Disseminate the Whistleblowing System to all
seluruh pegawai dan kepada mitra kerja di employees and work partners within the Company.
Lingkungan Perseroan.
3. Memasang poster dan banner Whistleblowing 3. Installing Whistleblowing System posters and
System di Daop, Divre, Balai Yasa, Kantor Pusat, dan banners in Daop, Divre, Balai Yasa, Head Office, and
di seluruh lingkungan Perseroan. throughout the Company.
Laporan Tahunan dan Keberlanjutan
504 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 505
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
4. Bekerjasama dengan instansi atau lembaga 4. Cooperating with external agencies or institutions
eksternal melalui benchmark atau berkolaborasi through benchmarks or collaborating in
dalam melakukan sosialisasi melalui kegiatan conducting socialization through activities with the
bertajuk antikorupsi. theme of anti-corruption.
5. Sosialisasi ke pihak eksternal atau stakeholders 5. Socialization to external parties or stakeholders via
melalui media sosial, website, saat proses social media, websites, during the procurement
pengadaan barang dan jasa, proses perjanjian process for goods and services, contract agreement
kontrak dan media massa. processes and mass media.
6. Implementasi Aplikasi WBS berbasis web yang 6. Implementation of a web-based WBS application
digunakan sebagai media pelaporan serta that is used as a reporting medium and for handling
penanganan dugaan penyimpangan/pelanggaran alleged irregularities/violations for the Company.
bagi Perseroan.
JUMLAH PENGADUAN DAN PROSES NUMBER OF COMPLAINTS AND COMPLAINT
PENGADUAN PROCESS
Jumlah pengaduan dan proses pengaduan WBS untuk The number of complaints and the WBS complaint
tahun 2023 dapat dilihat di dalam tabel berikut: process for 2023 can be seen in the following table:
Media Status
Jumlah
Laporan
Diluar kewenangan penanganan
Tahun / WBS / Tidak Penetapan
Telepon/ dan diteruskan untuk diproses Unit Proses Ditutup dengan
Year Total Terbukti/ Keputusan
Surat Lisan Whatsapp Terkait Investigasi Rekomendasi
WBS Email Bukan WBS Sanksi
Letter Verbal Telephone/ Outside the handling authority Investigation Closes with
Reports Not Proven/ Sanction
Whatsapp and forwarded for processing by Process Recommendations
Non-WBS Imposed
the Related Unit
2023 17 7 4 - 6 11 3 - - 3
Selama tahun 2023, unit pengelola WBS menerima 17 During 2023, the WBS management unit received 17
laporan dugaan pelanggaran yang disampaikan melalui reports of alleged violations submitted through WBS
media WBS yaitu email, surat dan nomor telepon/chat media, namely email, letters and telephone numbers/
aplikasi WhatsApp. Dari laporan tersebut, sebanyak 3 item WhatsApp chat applications. From these reports, 3
pengaduan terbukti, 3 item pengaduan diluar complaint items were proven, 3 complaint items were
kewenangan Unit Pengelola WBS sehingga diteruskan outside the authority of the WBS Management Unit so
untuk diproses oleh Unit//Divisi yang terkait/berwenang, they were forwarded to be processed by the relevant/
dan 11 item pengaduan yang tidak terbukti atau bukan authorized Unit/Division, and 11 complaint items were
termasuk kategori pelanggaran WBS. Terhadap 3 item not proven or were not included in the WBS violation
kasus pengaduan yang terbukti, petugas yang category. For the 3 complaint cases that were proven,
berwenang menjatuhkan hukuman disiplin telah the officer who is authorized to impose disciplinary
melaporkan kepada Direktur Utama untuk diproses tindak sanctions has reported to the President Director for
lanjut sesuai dengan peraturan yang berlaku. Insan further processing in accordance with applicable
Perusahaan yang terbukti melakukan pelanggaran akan regulations. Company personnel who are proven to have
dikenakan sanksi sesuai dengan ketentuan di Perusahaan. committed violations will be subject to sanctions in
[GRI 2-16] accordance with the provisions in the Company. [GRI 2-16]
Whistleblowing System TPK Terintegrasi Integrated TPK Whistleblowing System
Untuk mendukung upaya Pemerintah dalam melakukan To support the Government's efforts to eradicate criminal
pemberantasan tindak pidana korupsi, Perseroan dan acts of corruption, the Company and the Corruption
Komisi Pemberantasan Korupsi (KPK) telah Eradication Commission (KPK) have signed a Cooperation
menandatangani Perjanjian Kerja Sama (PKS) Penanganan Agreement (PKS) for Handling Complaints in Efforts to
Pengaduan Dalam Upaya Pemberantasan Tindak Pidana Eradicate Corruption Crimes together with the Ministry
Korupsi bersama dengan Kementerian Badan Usaha Milik of State-Owned Enterprises (SOE) and 26 other SOEs.
Negara (BUMN) serta 26 BUMN lainnya.
Kerja sama ini mencakup integrasi penanganan This collaboration includes integration of complaint
pengaduan melalui Whistleblowing System antara KPK handling through the Whistleblowing System between
dan KAI, yang bertujuan untuk membangun dan the KPK and KAI, which aims to build and improve
meningkatkan efektivitas, efisiensi, serta menghindari effectiveness, efficiency, and avoid duplication in
adanya duplikasi pada penanganan pengaduan. Sinergi complaint handling. This synergy with the Corruption
dengan KPK ini merupakan langkah KAI dalam Eradication Commission is KAI's step in combating corrupt
memerangi praktik-praktik tindak pidana korupsi, yang criminal practices, which are at risk of occurring in the
berisiko terjadi di Perseroan. Hal ini juga menunjukkan Company. This also shows KAI's commitment as a public
komitmen KAI sebagai perusahaan publik yang company that always prioritizes good corporate
senantiasa mengedepankan tata kelola perusahaan yang governance. In addition, this integration will facilitate
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 505
Annual and Sustainability Report
Page 506
Tata Kelola Perusahaan
Good Corporate Governance
baik (Good Corporate Governance). Di samping itu, coordination and monitoring of complaint handling
integrasi ini akan memudahkan koordinasi dan between KAI and KPK.
monitoring penanganan pengaduan antara KAI dan KPK.
Adapun, lingkup penerapan PKS tersebut mencakup Meanwhile, the scope of implementing the PKS includes
penyusunan dan/atau penguatan aturan internal the preparation and/or strengthening of the Company's
Perseroan terkait penanganan pengaduan, komitmen internal regulations regarding complaint handling,
pengelolaan penanganan pengaduan, penanganan commitment to managing complaint handling, handling
pengaduan melalui aplikasi, koordinasi, dan kegiatan complaints through applications, coordination, and joint
bersama penanganan pengaduan serta pertukaran data activities for handling complaints and exchanging data
dan/atau informasi. and/or information.
Pada tahun 2023 Perseroan telah melaksanakan program In 2023, the Company has implemented the Integrated
pembangunan WBS TPK Terintegrasi diantaranya TPK WBS development program, including anti-
mencakup kampanye antikorupsi melalui program corruption campaigns through socialization programs,
sosialisasi, pemutakhiran regulasi terkait whistleblowing updating regulations related to the whistleblowing
system, dan pembangunan aplikasi WBS sebagai sarana system, and developing a WBS application as a means
pelaporan pengaduan berbasis web. Pada bulan of reporting web-based complaints. In September 2023,
September 2023 Perseroan telah melakukan kegiatan the Company conducted monitoring and evaluation
monitoring dan evaluasi Whistleblowing System TPK activities for the Integrated TPK Whistleblowing System
Terintegrasi yang diselenggarakan bersama Komisi which was held together with the Corruption Eradication
Pemberantasan Korupsi (KPK). Commission (KPK).
KEBIJAKAN GRATIFIKASI
GRATIFICATION POLICY
Perseroan berkomitmen untuk mewujudkan pengelolaan The Company is committed to realizing clean corporate
perushaan yang bersih, bebas dari korupsi, dan management, free from corruption, and implementing
melaksanakan nilai integritas bagi peningkatan the value of integrity to improve the implementation of
pelaksanaan tata kelola Perusahaan yang baik (Good good corporate governance. One of the tools to support
Corporate Governance). Salah satu perangkat untuk this commitment is the policy for handling gratification
mendukung komitmen tersebut adalah kebijakan which is regulated in Directors' Regulation Number PER.U/
penanganan gratifikasi yang diatur dalam Peraturan KC.202/XI/1/ KA-2020 concerning Guidelines for Controlling
Direksi Nomor PER.U/ KC.202/XI/1/ KA-2020 tentang Gratification. The Gratification Control Guidelines aim to
Pedoman Pengendalian Gratifikasi. Pedoman provide guidance, understanding and a common attitude
Pengendalian Gratifikasi bertujuan untuk memberikan towards gratification practices within the Company,
pedoman, pemahaman, dan sikap yang sama terhadap prevent KAI personnel from being entangled in
praktik-praktik gratifikasi di lingkungan Perseroan, gratification practices including bribery, and provide
mencegah insan KAI terjerat dalam praktik gratifikasi yang guidance in identifying and mapping vulnerabilities in
termasuk suap, serta memberi petunjuk dalam receiving gratification within the Company based on
mengidentifikasi dan memetakan kerawanan penerimaan reporting data. gratification. Every form of gratuity
gratifikasi di lingkungan Perusahaan berdasarkan data received or rejected must be submitted and reported to
pelaporan gratifikasi. Setiap bentuk gratifikasi yang the Gratification Control Unit (UPG). Violations related
diterima ataupun ditolak, wajib disampaikan dan to this matter will be subject to sanctions in accordance
dilaporkan kepada Unit Pengendali Gratifikasi (UPG). with applicable laws and Company regulations.
Tindak pelanggaran terkait hal tersebut akan dikenakan
sanksi sesuai dengan peraturan perundang-undangan
dan peraturan Perseroan yang berlaku.
KEWAJIBAN INSAN PERUSAHAAN OBLIGATIONS OF COMPANY PERSONNEL
TERHADAP GRATIFIKASI REGARDING GRATIFICATION
Insan Perusahaan memiliki kewajiban untuk: Company personnel have the obligation to:
1. Menolak Gratifikasi yang berhubungan dengan 1. Refuse Gratification related to position and contrary
jabatan dan berlawanan dengan kewajiban atau to the obligations or duties concerned;
tugas yang bersangkutan;
2. Melaporkan penolakan Gratifikasi kepada UPG; dan 2. Report rejection of Gratification to UPG; And
3. Melaporkan penerimaan Gratifikasi yang tidak dapat 3. Report receipt of Gratification that cannot be
ditolak melalui UPG atau secara langsung kepada rejected via UPG or directly to the Corruption
KPK. Eradication Commission.
Laporan Tahunan dan Keberlanjutan
506 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 507
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Gratifikasi yang tidak dapat ditolak merupakan gratifikasi Gratification that cannot be refused is gratuity that meets
yang memenuhi kondisi sebagai berikut: the following conditions:
a. Gratifikasi tidak diterima secara langsung; a. Gratification is not received directly;
b. Pemberi gratifikasi tidak diketahui; b. The gratifier is unknown;
c. Penerima gratifikasi ragu dengan kategori gratifikasi c. Gratification recipients are unsure about the
yang diterima; dan/ atau category of gratification received; and/or
d. Terdapat kondisi tertentu yang tidak mungkin d. There are certain conditions that cannot be rejected,
ditolak, antara lain dapat mengakibatkan rusaknya including damage to good institutional relations,
hubungan baik institusi, membahayakan diri sendiri, endangering yourself, the recipient's career, and/or
karier penerima, dan/atau ada ancaman lain. other threats.
PENGELOLAAN PENGENDALIAN GRATIFICATION CONTROL MANAGEMENT
GRATIFIKASI
Perseroan menerapkan prosedur pengelolaan pelaporan The Company implements procedures for managing
gratifikasi, dengan uraian sebagai berikut: gratuity reporting, detailed as follows:
1. Insan KAI yang menerima atau menolak Gratifikasi 1. KAI personnel who accept or reject Gratification
menyampaikan laporan Gratifikasi kepada UPG submit a Gratification report to UPG via the E-
melalui menu E-Gratifikasi pada situs web https:// Gratification menu on the website https:// eoffice.
eoffice.kai.id kai.id
2. Laporan Gratifikasi paling sedikit memuat: 2. The Gratification Report must contain at least:
a. Identitas Pelapor Gratifikasi berupa nama, a. Identity of the Gratification Reporter in the
tempat dan tanggal lahir, nomor induk form of name, place and date of birth,
kependudukan, nomor induk Pekerja/Pekerja population registration number, employee/
PKWT/Direksi, unit kerja, jabatan, alamat surel, PKWT worker/director's registration number,
dan nomor telepon; work unit, position, email address and telephone
number;
b. Informasi pemberi Gratifikasi serta hubungan b. Information on the Gratification giver and the
antara pemberi dengan Pelapor yang relationship between the giver and the
menerima/menolak Gratifikasi; Reporting Party who accepts/rejects the
Gratification;
c. Nama kegiatan, tanggal, tempat, dan waktu c. Name of activity, date, place and time of receipt
penerimaan atau penolakan Gratifikasi; or rejection of Gratification;
d. Bentuk gratifikasi serta uraian jenis Gratifikasi d. Form of gratuity and description of the type of
yang diterima atau ditolak; gratuity accepted or rejected;
e. Alasan pemberian Gratifikasi; e. Reasons for giving Gratuities;
f. Kronologis peristiwa penerimaan atau f. Chronology of events of receipt or rejection of
penolakan Gratifikasi; Gratification;
g. Nilai Gratifikasi yang diterima atau ditolak; dan g. Value of Gratification accepted or rejected; and
h. Bukti, dokumen, atau data pendukung terkait h. Evidence, documents or supporting data related
laporan Gratifikasi. to the Gratification report.
Dalam hal Pelapor tidak memiliki akses situs web In the event that the Reporting Party does not have
https:// eoffice.kai.id, dapat menyampaikan laporan access to the website https:// eoffice.kai.id, they can
Gratifikasi melalui surel dengan alamat lapor. submit a Gratification report via email with the
gratifikasi@kai.id. reporting address. gratification@kai.id.
3. Laporan Gratifikasi yang telah diterima UPG, 3. Gratification reports that have been received by UPG
dilakukan verifikasi untuk pemeriksaan are verified to check completeness. The Gratification
kelengkapan. Laporan Gratifikasi yang dinyatakan Report which is declared complete continues to the
lengkap dilanjutkan ke tahap analisis laporan Gratification report analysis stage. In the event that
Gratifikasi. Dalam hal laporan Gratifikasi tidak the Gratification report is incomplete, the
lengkap, maka laporan Gratifikasi disampaikan Gratification report is sent back to the Reporting
kembali kepada Pelapor untuk dilengkapi. Apabila Party to be completed. If the Gratification report is
laporan Gratifikasi tidak dilengkapi paling lama 30 not completed no later than 30 (thirty) Working Days
(tiga puluh) Hari Kerja terhitung sejak objek from the time the Gratification object is received
Gratifikasi diterima Pelapor, maka laporan Gratifikasi by the Reporting Party, then the Gratification report
dapat tidak ditindaklanjuti. may not be followed up.
4. Laporan Gratifikasi yang telah diverifikasi dilakukan 4. Gratification reports that have been verified are
analisis laporan Gratifikasi yang merupakan subjected to Gratification report analysis, which is
kegiatan menelaah informasi yang diperoleh dari an activity of reviewing information obtained from
proses verifikasi untuk memperoleh akurasi the verification process to obtain accuracy of the
informasi dan menentukan tindak lanjut yang akan information and determine what follow-up actions
dilakukan. will be taken.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 507
Annual and Sustainability Report
Page 508
Tata Kelola Perusahaan
Good Corporate Governance
5. Hasil analisis laporan Gratifikasi digunakan untuk 5. The results of the Gratification report analysis are
menentukan laporan Gratifikasi ditindaklanjuti atau used to determine if the Gratification report is
tidak ditindaklanjuti. followed up or not followed up.
6. Laporan Gratifikasi ditindaklanjuti dilakukan analisis 6. The Gratification Report is followed up with further
lebih lanjut untuk menentukan kepemilikan objek analysis to determine ownership of the Gratification
Gratifikasi. Sedangkan untuk laporan Gratifikasi tidak object. Meanwhile, if the Gratification Report is not
ditindaklanjuti, UPG menyampaikan surat followed up, UPG sends a notification letter to the
pemberitahuan kepada Pelapor Gratifikasi. Gratification Reporter
7. Laporan Gratifikasi ditindaklanjuti dapat diproses 7. Follow-up Gratification Reports can be processed
oleh KPK atau UPG. by the KPK or UPG.
Penetapan status kepemilikan barang Gratifikasi untuk Determination of ownership status of Gratification goods
laporan Gratifikasi yang diproses KPK ditentukan oleh for Gratification reports processed by the KPK is
KPK sedangkan penetapan status kepemilikan barang determined by the KPK, while determination of ownership
Gratifikasi untuk laporan Gratifikasi yang diproses UPG status of Gratification goods for Gratification reports
ditetapkan oleh pengelola UPG. processed by UPG is determined by the UPG manager.
PENGELOLA PELAPORAN GRATIFIKASI GRATIFICATION REPORTING MANAGER
Dalam rangka menunjang efektivitas pelaksanaan In order to support the effectiveness of the
pengendalian Gratifikasi, Perseroan membentuk Unit implementation of Gratification control, the Company
Pengendalian Gratifikasi (UPG) yang terdiri atas: established a Gratification Control Unit (UPG) consisting
of:
1. Koordinator UPG : Executive Vice President 1. UPG Coordinator: Executive Vice President Corporate
Corporate Secretary; dan Secretary; and
2. Pengelola UPG: Unit Quality Assurance and Good 2. UPG Manager: Quality Assurance and Good
Corporate Governance. Corporate Governance Unit.
UPG Perseroan mempunyai tugas dan tanggung jawab The company's UPG has the following duties and
sebagai berikut: responsibilities:
1. Menerima, menganalisis, dan mengadministrasikan 1. Receive, analyze and administer Gratification receipt
laporan penerimaan Gratifikasi. reports.
2. Menerima dan mengadministrasikan laporan 2. Receive and administer Gratification rejection
penolakan Gratifikasi. reports.
3. Meneruskan laporan penerimaan Gratifikasi kepada 3. Forward the Gratification receipt report to the
KPK. Corruption Eradication Commission.
4. Melaporkan rekapitulasi laporan penerimaan dan 4. Report periodic recapitulation of Gratification
penolakan Gratifikasi secara periodik kepada KPK. acceptance and rejection reports to the Corruption
Eradication Commission.
5. Menyampaikan hasil pengelolaan laporan 5. Submit the results of management of Gratification
penerimaan dan penolakan Gratifikasi kepada acceptance and rejection reports to the Main
Direktur Utama melalui koordinator UPG. Director through the UPG coordinator.
6. Melakukan sosialisasi ketentuan Gratifikasi kepada 6. Socialize Gratification provisions to KAI Personnel
Insan KAI dan Pemangku Kepentingan. and Stakeholders.
7. Melakukan pemeliharaan objek Gratifikasi sampai 7. Carry out maintenance of Gratification objects until
dengan adanya ketetapan dari KPK there is a decision from the Corruption Eradication
Commission.
8. Melakukan pemantauan dan evaluasi dalam rangka 8. Carrying out monitoring and evaluation in the
pengendalian Gratifikasi di lingkungan Perusahaan. context of controlling Gratification within the
Company.
SOSIALISASI KEBIJAKAN GRATIFIKASI SOCIALIZATION OF GRATIFICATION POLICY
Perseroan secara konsisten berupaya untuk terus The Company consistently strives to continue to increase
meningkatkan pemahaman dan kepedulian pegawai untuk employee understanding and awareness of reporting
melaporkan penerimaan gratifikasi yang berhubungan receipt of gratuities that are related to position and
dengan jabatan dan berlawanan dengan kewajiban. contrary to obligations. The company also continues to
Perseroan juga terus berupaya untuk mencegah insan strive to prevent KAI personnel from being entangled in
KAI terjerat dalam praktik gratifikasi yang dianggap suap. gratification practices that are considered bribery.
Laporan Tahunan dan Keberlanjutan
508 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 509
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pada tahun 2023 telah dilaksanakan kegiatan sosialisasi In 2023, socialization activities regarding gratification
tentang kebijakan gratifikasi serta mekanisme policies and online reporting mechanisms will be carried
pelaporannya secara daring kepada Insan Perusahaan out to Company Personnel in all Operational Areas,
di seluruh Daerah Operasional, Divisi Regional, dan Balai Regional Divisions and Balai Yasa Sarana.
Yasa Sarana.
Jumlah Peserta Tempat dan/atau
Waktu dan/atau Total Participants
Kegiatan Media
No Tanggal
Acitivity Place and/or
Time and/or date
Insan KAI Vendor Media
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
21 Januari 2023 dan SMAP di BY Tegal / GCG Socialization,
1 37 10 BY Tegal
January 21 st, 2023 Gratification Control, WBS and SMAP in BY
Tegal
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
31 Januari 2023 dan SMAP di BY PUB / GCG Socialization,
2 34 17 BY Pulbrayan
January 31 st, 2023 Gratification Control, WBS and SMAP in BY
PUB
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
31 Januari 2023
3 dan SMAP di BY LT / GCG Socialization, 39 13 BY Lahat
January 31 st, 2023
Gratification Control, WBS and SMAP in BY LT
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
7 Februari 2023 dan SMAP di BY MRI / GCG Socialization,
4 21 10 BY Manggarai
February 7 th, 2023 Gratification Control, WBS and SMAP in BY
MRI
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
14 Februari 2023 dan SMAP di BY SGU / GCG Socialization, BY Surabaya
5 30 10
February 14 th, 2023 Gratification Control, WBS and SMAP in BY Gubeng
SGU
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
17 Februari 2023
6 dan SMAP di BY YK / GCG Socialization, 28 12 BY Yogyakarta
February 17 th, 2023
Gratification Control, WBS and SMAP in BY YK
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
dan SMAP di Basic Development Program
8 Juni 2023 (BDP) Angkatan III Tahun 2023 / Socialization Pusdikhub
7 381 -
June 8 th, 2023 of GCG, Gratification Control, WBS and SMAP Cimahi
in Basic Development Program (BDP)
Batch III 2023
Sosialisasi dan Sharing Session Penerapan
Hybird di Kantor
Sistem Manajemen Anti Penyuapan (SMAP)
Pusat Kalog
19 Juni 2023 ISO 37001:2016 dii PT KA Logistik / Socialization
8 26 - jakarta / Hybird
June 19 th, 2023 and Sharing Session of Implementation of
atKalog jakarta
Anti-Bribery Management System (SMAP) ISO
Head Office
37001:2016 at PT KA Logistik
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
4 Juli 2023
9 dan SMAP / GCG Socialization, Gratification 23 - Daop 3 Cn
July 4 th, 2023
Control, WBS and SMAP
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
18 Juli 2023 dan SMAP di Kantor Pusat / GCG Socialization, Aplikasi Zoom /
10 89 -
July 18 th, 2023 Gratification Control, WBS and SMAP at Head Zoom App
Office
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
18 Juli 2023 dan SMAP di BY Manggarai / GCG Socialization, Aplikasi Zoom /
11 38 -
July 18 th, 2023 Gratification Control, WBS and SMAP in BY Zoom App
Manggarai
Sosialisasi GCG, Pengendalian Gratifikasi, WBS Hybrid di Kantor
7 Agustus 2023 dan SMAP di Daop 3 Cirebon / GCG Daop 3 CN /
12 - 24
August 7 th, 2023 Socialization, Gratification Control, WBS and Hybrid at Daop 3
SMAP in Daop 3 Cirebon CN Office
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 509
Annual and Sustainability Report
Page 510
Tata Kelola Perusahaan
Good Corporate Governance
Jumlah Peserta Tempat dan/atau
Waktu dan/atau Total Participants
Kegiatan Media
No Tanggal
Acitivity Place and/or
Time and/or date
Insan KAI Vendor Media
Sosialisasi GCG, Pengendalian Gratifikasi, WBS
22 Agustus 2023 dan SMAP di BY CNP / GCG Socialization,
13 35 - Offline
August 22 nd, 2023 Gratification Control, WBS and SMAP in BY
CNP
14 September 2023 Sosialisasi GCG, Pengendalian Gratifikasi, WBS
dan SMAP di Jajaran SN / GCG Socialization, Aplikasi Zoom /
14 September 14 th, 115 -
Gratification Control, WBS and SMAP in SN Zoom App
2023 Ranks
18 September 2023 Sosialisasi GCG, Pengendalian Gratifikasi, WBS Hybrid di Kantor
dan SMAP di Daop 2 Bd / GCG Socialization, Daop 2 BD /
15 September 18 th, 52 15
Gratification Control, WBS and SMAP in Daop Hybrid at Daop 2
2023 2 Bd BD Office
19 September 2023 Sosialisasi GCG, Pengendalian Gratifikasi, WBS Hybrid di Kantor
dan SMAP di Daop 6 Yk / GCG Socialization, Daop 6 Yk /
16 September 19 th, 139 24
Gratification Control, WBS and SMAP in Daop Hybrid at Daop 6
2023 6 Yk Yk
21 September 2023 Sosialisasi GCG, Pengendalian Gratifikasi, WBS Hybrid di Kantor
dan SMAP di Daop 7 Mn / GCG Socialization, Daop 7 Mn /
17 September 21 st, 78 12
Gratification Control, WBS and SMAP in Daop Hybrid at Daop 7
2023 7 Mn Mn Office
Sosialisasi GCG, Pengendalian Gratifikasi, WBS Hybrid di Kantor
24 Oktober 2023 dan SMAP di Divre I SU / GCG Socialization, Divre I SU /
18 20 19
October 24 th, 2023 Gratification Control, WBS and SMAP in Divre I Hybrid at Divre I
SU SU Office
Sosialisasi GCG, Pengendalian Gratifikasi, WBS Hybrid di Kantor
31 Oktober 2023 dan SMAP di Daop 8 SB / GCG Socialization, Daop 8 SB /
19 55 19
October 31 st, 2023 Gratification Control, WBS and SMAP in Divre I Hybrid at Daop 8
SU SB Office
Sosialisasi GCG, Pengendalian Gratifikasi, WBS Hybrid di Kantor
7 November 2023 dan SMAP di Daop 5 Pwt / GCG Socialization, Daop 5 PWT /
20 31 13
November 7 th, 2023 Gratification Control, WBS and SMAP in Daop Hybrid at Daop 5
5 Pwt PWT Office
Sosialisasi GCG, Pengendalian Gratifikasi, WBS Hybrid di Kantor
21 November 2023 dan SMAP di Daop 9 Jr / GCG Socialization, Daop 9 Jr /
21 58 25
November 21 st, 2023 Gratification Control, WBS and SMAP in Daop Hybrid at Daop 9
9 Jr Jr Office
Hybrid di
Auditorium JRC,
5 Desember 2023 Hari Anti Korupsi Sedunia (Hakordia) / jakarta / Hybrid
22 651 31
December 5 th, 2023 International Anti-Corruption Day at JRC
Auditorium,
Jakarta
Selain kegiatan sosialisasi, Perusahaan juga menyebarkan Apart from socialization activities, the Company also
sosialisasi kebijakan gratifikasi melalui media e-office disseminates socialization of gratification policies through
yang merupakan portal kepegawaian Perseroan, e-mail e-office media which is the Company's personnel portal,
milis broadcast, tabloid internal KAI, media sosial dan e-mail broadcast mailing lists, KAI's internal tabloids,
media massa. social media and mass media.
Laporan Tahunan dan Keberlanjutan
510 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 511
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
LAPORAN GRATIFIKASI TAHUN 2023 2023 GRATIFICATION REPORT
Perseroan membuka saluran untuk melaporkan gratifikasi The company opens a channel to report gratuities online
secara daring melalui menu e-gratifikasi yang dapat through the e-gratification menu which can be accessed
diakses melalui portal kepegawaian E-Office. Laporan via the E-Office personnel portal. Gratification reports
gratifikasi dikelola oleh Unit Pengendali Gratifikasi (UPG) are managed by the Gratification Control Unit (UPG)
yang ditetapkan oleh Direksi sesuai dengan Peraturan determined by the Board of Directors in accordance with
Direksi Nomor PER.U/ KC.202/ XI/1/ KA-2020 tentang Directors' Regulation Number PER.U/ KC.202/ XI/1/ KA-2020
Pedoman Pengendalian Gratifikasi. concerning Guidelines for Gratification Control.
Selama tahun 2023 terdapat 6 laporan gratifikasi yang During 2023 there are 6 gratification reports that have
telah diproses dengan hasil sebagai berikut: been processed with the following results:
Pemenuhan Unsur Gratifikasi Sesuai Pasal 12B Undang-Undang No.
20/2001
Fulfillment of Gratification in Accordance with Chapter 12B of
Constitution no. 20/2001
Jenis Pelaporan Jumlah
No Gratifikasi Pelaporan Memenuhi
Type of Gratuity Report Total Reports unsur gratifikasi Tidak Memenuhi unsur gratifikasi
Meet the
Doesn’t Meet the elements of gratification.
elements of
gratification.
(1) (2) (3) (4) (5) (6) (7)
1 Penerimaan / Acceptance 2 0 2 0 0 0 0 0
2 Penolakan / Rejection 4 0 0 4 0 0 0 0
Jumlah / Total 6 0 2 4 0 0 0 0
Keterangan: Information:
(1) Dikelola instansi untuk disumbangkan ke yayasan (1) Managed by the agency for donations to foundations
(2) Milik negara (2) Owned by the state
(3) Pencatatan Penolakan (3) Recording Rejection
(4) Dikelola instansi untuk barang display (4) Managed by the agency for display items
(5) Dikelola instansi untuk menunjang (5) Managed by the agency to support
(6) Milik pelapor (6) Owned by the reporter
(7) Salah pelaporan (7) Wrong reporting
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 511
Annual and Sustainability Report
Page 512
Tata Kelola Perusahaan
Good Corporate Governance
PENILAIAN TATA KELOLA PERUSAHAAN YANG BAIK
ASSESSMENT OF GOOD CORPORATE GOVERNANCE
Berdasarkan hasil self assessment GCG untuk kinerja Based on the results of the GCG self-assessment for the
tahun 2023 PT Kereta Api Indonesia (Persero) performance of 2023, PT Kereta Api Indonesia (Persero)
mendapatkan nilai skor 93,563 dengan predikat Sangat received a score of 93.563 with a predicate of Very Good,
Baik, meningkat 1,139 poin dari nilai skor 92,424 pada tahun an increase of 1.139 points from the score of 92.424 in
2022. Hal ini menunjukan bahwa manajemen PT Kereta 2022. This shows that the management of PT Kereta Api
Api Indonesia (Persero) tetap berkomitmen atas Indonesia (Persero) remains committed to the
implementasi Tata Kelola Perusahaan Yang Baik dalam implementation of Good Corporate Governance in
menjalankan setiap aktivitas bisnisnya dan secara carrying out every business activity and continuously
berkelanjutan melakukan perbaikan - perbaikan dalam making improvements in every business process carried
setiap proses bisnis yang dijalankan. Berdasarkan hasil out. Based on the results of the general assessment, all
penilaian secara umum semua aspek yang dinilai dalam aspects assessed in the GCG self-assessment for the
self assesment GCG untuk kinerja tahun 2023 performance of 2023 experienced an increase from 2022
mengalami peningkatan dari tahun 2022 sebagaimana as shown in the table below:
tabel dibawah ini:
Capaian Tahun 2023
Aspek Pengujian Indikator / Achievements of 2023
Bobot Penjelasan
Parameter
Value Explanation
Aspek Pengujian Indikator / Parameter Skor Capaian %
Score Achievements %
Komitmen terhadap penerapan
Tata kelola perusahaan yang
baik secara berkelanjutan. /
Sangat Baik /
1 Commitment to the 7,000 7,000 100,00
Excellent
implementation of good
corporate governance on an
ongoing basis.
Pemegang Saham dan RUPS/
Sangat Baik /
2 Pemilik Modal / Shareholders 9,000 8,503 94,478
Excellent
and GMS/Capital Owners
Dewan Komisaris/Dewan
Pengawas / Board of Sangat Baik /
3 35,00 32,124 91,783
Commissioners/Board of Excellent
Supervisors
Sangat Baik /
4 Direksi / Board of Directors 35,000 32,134 91,811
Excellent
Pengungkapan Informasi dan
Sangat Baik /
5 Transparansi / Disclosure of 9,000 8,257 91,746
Excellent
Information and Transparency
Sangat Baik /
6 Aspek Lainnya / Other Aspects 5,000 5,000 100,000
Excellent
Sangat Baik /
Skor Keseluruhan / Total Score 100,00 93,017
Excellent
Laporan Tahunan dan Keberlanjutan
512 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 513
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Rekomendasi dan Tindaklanjutnya Recommendations and Follow-up
Berdasarkan penilaian GCG untuk tahun 2023, Perseroan Based on the GCG assessment for 2023, the Company
memperoleh sejumlah rekomendasi dengan uraian serta has obtained a number of recommendations with
tindak lanjut sebagai berikut descriptions and follow-up as follows
Indikator Parameter Rekomendasi Penanggung Jawab
No
Indicator Parameter Recommendations PIC
Pemegang Saham / Shareholders
Menetapkan jumlah maksimum jabatan Dewan Komisaris dan Dewan
Pengawas yang boleh dipegang oleh seseorang anggota Dewan Komisaris/
Dewan Pengawas di perusahaan swasta atau perusahaan/badan lain
1 8 25 misal BUMD/BLU / Setting the maximum number of positions on the RUPS / GMS
Board of Commissioners and Board of Supervisors that can be held by
a member of the Board of Commissioners/Board of Supervisors in private
companies or other companies/agencies such as BUMD/BLU
Mendokumentasikan pembahasan usulan aksi korporasi Direksi dan
memberikan persetujuan usulan aksi korporasi Direksi, secara tepat waktu
yaitu paling lambat 30 hari untuk KSO/BOT dan maksimal 7 hari untuk
pelepasan aset setelah dokumen usulan dan penjelasan diterima secara
lengkap / Documenting the discussion of the proposed corporate actions
2 9 29 RUPS / GMS
by the Board of Directors and providing approval for the proposed
corporate actions by the Board of Directors in a timely manner, i.e., no
later than 30 days for KSO/BOT and a maximum of 7 days for asset
disposal after the proposal documents and explanations are received
in full
Menetapkan KPI Direksi secara individu dan melakukan penilaian pencapaian
KPI Direksi Individu yang hasilnya dituangkan ke dalam risalah RUPS /
Setting individual KPIs for the Board of Directors and assessing the RUPS / GMS
achievement of individual KPIs for the Board of Directors, with the results
recorded in the minutes of the GMS
Menetapkan Pedoman penyusunan KPI Dewan Komisaris dan Pedoman
3 10 30
penyusunan laporan tugas pengawasan Dewan Komisaris serta melakukan
penilaian kinerja Dewan Komisaris sesuai dengan Pedoman yang telah
ditetapkan / Setting guidelines for the preparation of KPIs for the Board
RUPS / GMS
of Commissioners and guidelines for the preparation of supervision
task reports by the Board of Commissioners, as well as evaluating the
performance of the Board of Commissioners in accordance with the
established guidelines
Dewan Komisaris / Board of Commissioner
Melakukan update muatan materi pengenalan bagi Dewan Komisaris
dengan menambahkan sekurang-kurangnya materi mengenai Prinsip
GCG, Gambaran Umum BUMN dan Kewenangan Dekom yang dapat
Organ Dewan
didelegasikan serta tanggung jawab Dekom dan Direksi / The introduction
4 13 41 Komisaris / Board of
material for the Board of Commissioners by adding at least material
Commissioner
on GCG Principles, General Overview of SOEs, and the Authorities of
the Board of Commissioners that can be delegated, as well as the
responsibilities of the Board of Commissioners and the Board of Directors
Implementasi standar waktu tingkat kesegeraan pengambilan
keputusan terhadap Direksi dilakukan konsisten sesuai dengan kebijakan Organ Dewan
5 13 44 & 60 yaitu 7-14 hari / Implementing a standard decision-making timeframe Komisaris / Board of
for the Board of Directors, consistently according to the policy, which Commissioner
is 7-14 days
Konsisten dalam: / Consistently in:
a. Menyajikan keselarasan RJPP dengan rencana kerja yang
ditetapkan; / Presenting alignment of RJPP with the established
work plan;
b. Melakukan pembahasan dan telaah terhadap rancangan RJPP; /
Discussing and reviewing the draft RJPP; Organ Dewan
6 15 47 c. Mengkomunikasikan telaah rancangan RJPP kepada Direksi dan Komisaris / Board of
melakukan monitoring pengawasan terhadap tindak lanjut Commissioner
Direksi; / Communicating the review of the draft RJPP to the
Board of Directors and monitoring the follow-up by the Board of
Directors;
Ketepatan waktu dalam pemberian tanggapan rancangan RJPP" /
Timeliness in providing feedback on the draft RJPP"
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 513
Annual and Sustainability Report
Page 514
Tata Kelola Perusahaan
Good Corporate Governance
Indikator Parameter Rekomendasi Penanggung Jawab
No
Indicator Parameter Recommendations PIC
Konsisten dalam menyajikan keselarasan/ketidakselarasan RKAP dengan
Organ Dewan
RJPP dalam tanggapan RKAP kepada Pemegang Saham / Consistently
7 15 48 Komisaris / Board of
presenting the alignment/discrepancy of RKAP with RJPP in the RKAP
Commissioner
response to Shareholders
Konsisten dalam mendokumentasikan proses telaahan organ pendukung
Dewan Komisaris sampai dengan proses Pembahasan tindak lanjut arahan
Dewan Komisaris atas rancangan RKAP oleh Direksi sebelum disajikan
dalam Tanggapan Dewan Komisaris atas RKAP yang disampaikan ke
Organ Dewan
RUPS / Consistency in documenting the review process of the supporting
8 15 74 Komisaris / Board of
organs of the Board of Commissioners up to the discussion of follow-up
Commissioner
actions on the Board of Commissioners' directions regarding the draft
RKAP (Annual Work Plan and Budget) by the Board of Directors before
it is presented in the Board of Commissioners' response to the RKAP
submitted to the General Meeting of Shareholders (GMS)
Melaksanakan pengawasan dan pemberian nasehat terhadap kebijakan
dan pelaksanaan Sistem teknologi informasi yang dihasilkan dari telaah
Organ Dewan
Komite Komisaris atas ITMP 2020-2024 dan pelaksanaannya. / Conduct
9 16 53 Komisaris / Board of
oversight and provide advice on the policies and implementation of
Commissioner
the information technology system resulting from the review by the
Commissioner Committee of the ITMP 2020-2024 and its implementation.
Konsisten dalam mendokumentasikan hasil evaluasi atas kesesuaian
antara pelaksanaan program kerja dan anggaran yang telah ditetapkan Organ Dewan
10 16 59 dalam RKAP secara berkala / Consistent in documenting the results of Komisaris / Board of
the evaluation of the alignment between the implementation of work Commissioner
programs and the budget established in the RKAP on a regular basis.
Konsisten dalam penilaian atas pelaksanaan kegiatan audit eksternal
dengan memperhatikan indikator penilaian yang meliputi : / Consistent
in evaluating the execution of external audits by considering
assessment indicators that include:
• Pemantauan kesesuaian penyelesaian progres audit dengan
rencana kerjanya; / Monitoring the alignment of audit progress Organ Dewan
11 17 62 completion with its work plan; Komisaris / Board of
• Telaah kesesuaian pelaksanaan audit dengan standar profesi Commissioner
akuntan publik; / Reviewing the conformity of the audit execution
with public accounting standards;
• Telaahan hasil audit eksternal dan kualitas rekomendasi audit
eksternal / Examining the results of the external audit and the
quality of the external audit recommendations.
Konsisten dalam penilaian atas pelaksanaan kegiatan audit internal dengan
memperhatikan indikator penilaian yang meliputi : / Consistent in evaluating
the execution of internal audit activities by considering assessment
indicators that include:
• Telaah atas efektivitas pemantauan tindak lanjut hasil audit SPI
dan auditor eksternal; / Review of the effectiveness of monitoring
follow-up on the results of SPI audits and external auditors;
Organ Dewan
• Telaah atas kesesuaian pelaksanaan audit dengan standar audit
12 17 62 Komisaris / Board of
internal; / Review of the conformity of audit execution with
Commissioner
internal audit standards;
• Kelengkapan atribut temuan dan kualitas rekomendasi hasil audit
internal; dan / Completeness of findings and the quality of
recommendations from internal audits;
• Telaah rencana kerja pengawasan dan pelaksanaannya; / Review of
the supervisory work plan and its implementation;
• Manajemen fungsi SPI. / Management of the SPI function.
Dalam proses pemberian pendapat tertulis mengenai proses pengangkatan
Direksi dan Dewan Komisaris anak perusahaan terdokumentasi dalam
bentuk surat permintaan penjelasan/kelengkapan tambahan, sehingga
terpantau prosesnya tidak melebihi jangka waktu 15 (lima belas) hari
kalender sejak diterima secara lengkap dari Direksi / In the process of Organ Dewan
13 18 65 providing a written opinion on the appointment process of the Board Komisaris / Board of
of Directors and the Board of Commissioners of the subsidiary, it is Commissioner
documented in the form of a request letter for clarification/additional
information, ensuring that the process is monitored and does not
exceed 15 (fifteen) calendar days from the complete receipt from the
Board of Directors.
Laporan Tahunan dan Keberlanjutan
514 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 515
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Indikator Parameter Rekomendasi Penanggung Jawab
No
Indicator Parameter Recommendations PIC
a. Melakukan penilaian kinerja Direksi individu dan kolegial berdasarkan
telaahan kriteria, target dan indikator kinerja utama yang tercakup
dalam Kontrak Manajemen Direksi secara individual dan melaporkannya
kepada Pemegang Saham; / Conducting performance assessments
of individual and collective members of the Board of Directors based
on the review of criteria, targets, and key performance indicators
Organ Dewan
outlined in the Board of Directors’ Management Contract, and
14 19 67 Komisaris / Board of
reporting the results to the Shareholders;
Commissioner
b. Konsisten mencantumkan hasil penilaian kinerja Direksi secara
individual dan kolegial dalam laporan pengawasan Komisaris ke
Pemegang Saham secara berkala. / Consistently including the results
of performance assessments of individual and collective members
of the Board of Directors in the Commissioners’ supervisory reports
to the Shareholders on a regular basis.
Melakukan telaah atas Hasil assessment/riviu penerapan GCG dan
pemantauan tindak lanjut dan Muatan GCG pada Laporan Tahunan
Perusahaan dan memantau tindak lanjut area of improvement (AOI)
hasil assessment GCG yang menjadi kewenangan Dewan Komisaris serta
Organ Dewan
mendokumentasikannya / Review the results of the assessment/review
15 21 70 Komisaris / Board of
of GCG (Good Corporate Governance) implementation, monitor follow-up
Commissioner
actions, and the GCG content in the Company’s Annual Report, as well
as track the follow-up on areas of improvement (AOI) from the GCG
assessment that fall under the authority of the Board of Commissioners
and document it.
Melakukan dan mendokumentasikan pembahasan/evaluasi atas hasil
Organ Dewan
penilaian kinerja komisaris berikut komite komisaris. / Conduct and
16 21 71 Komisaris / Board of
document the discussion/evaluation of the performance assessment
Commissioner
results for the commissioners and the commissioners' committees.
Konsisten dalam melakukan evaluasi terhadap pelaksanaan Keputusan Organ Dewan
17 22 74 hasil rapat sebelumnya. / Consistently evaluating the implementation Komisaris / Board of
of decisions from previous meetings Commissioner
Komite Audit melengkapi program kerja Komite Audit yang mencakup
memastikan bahwa telah ada prosedur review yang memuaskan terhadap
Organ Dewan
segala informasi yang dikeluarkan oleh Perusahaan. / The Audit
18 24 81 Komisaris / Board of
Committee completes the Audit Committee's work program, ensuring
Commissioner
that satisfactory review procedures are in place for all information issued
by the Company
Komite Audit memperbaharui Charter Komite Audit sejalan dengan
terbitnya Per-06/MBU/04/2021 tanggal 13 April 2021 tentang Perubahan
atas Per-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan
Pengawas BUMN dan pembaharuan tugas dan tanggungjawab Komite
Audit sehubungan dengan telah terbentuknya Komite Dekom Lainnya. Organ Dewan
19 24 81 / The Audit Committee updates the Audit Committee Charter in line Komisaris / Board of
with the issuance of Per-06/MBU/04/2021 dated April 13th, 2021, concerning Commissioner
Amendments to Per-12/MBU/2012 regarding Supporting Organs of the
Board of Commissioners/Supervisory Board of SOEs and updating the
duties and responsibilities of the Audit Committee in relation to the
formation of other Board Committees
KPMR memperbaharui Charter KPMR sejalan dengan terbitnya Peraturan
Menteri BUMN Nomor PER-5/MBU/09/2022 tentang Penerapan Manajemen
Organ Dewan
Risiko BUMN. / The Risk Management Committee (KPMR) updates the
20 24 81 Komisaris / Board of
KPMR Charter in line with the issuance of the Minister of SOEs Regulation
Commissioner
Number PER-5/MBU/09/2022 regarding the Implementation of SOE Risk
Management
Komite Audit, Komite PMR dan Komite MR mendokumentasikan hasil
pertemuan dalam Risalah Rapat sesuai dengan format Risalah Rapat
sebagaimana diatur dalam Peraturan Direksi Nomor PER.U/KC.202/X/
1/KA-2020 tentang Tata Tertib Rapat Direksi, minimal memuat hasil-hasil
analisis, telaahan dan evaluasi serta menyampaikan kepada Sekretaris
Organ Dewan
Dekom untuk disimpan sebagai arsip perusahaan. / The Audit Committee,
21 24 82 Komisaris / Board of
KPMR Committee, and MR Committee document the meeting results
Commissioner
in Minutes of Meetings in accordance with the format of Minutes of
Meetings as stipulated in the Board of Directors Regulation Number
PER.U/KC.202/X/1/KA-2020 concerning the Meeting Rules of Procedure,
which must at least contain the results of analysis, review, and evaluation,
and submit it to the Board Secretary for archiving as company records
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 515
Annual and Sustainability Report
Page 516
Tata Kelola Perusahaan
Good Corporate Governance
Indikator Parameter Rekomendasi Penanggung Jawab
No
Indicator Parameter Recommendations PIC
Menyusun program kerja terkait pertemuan berkala dan agenda yang
Organ Dewan
dibahas dicantumkan dalam RKA Dekom. / Preparing a work program
22 24 82 Komisaris / Board of
related to regular meetings and the agenda discussed to be included
Commissioner
in the Board of Commissioners' RKA
Komite Audit, Komite PMR dan Komite NR melengkapi Laporan Triwulanan
dan Tahunan dengan memuat perbandingan antara realisasi kegiatan
dengan program kerja tahunan serta penugasan lain yang ditugaskan
oleh Dewan Komisaris dengan menyertakan rangkuman hasil pelaksanaan
kegiatan dan rekomendasinya sehingga dapat diyakini bahwa
Organ Dewan
rekomendasi diberikan pada pelaksanaan penugasan. / The Audit
23 24 83 Komisaris / Board of
Committee, KPMR Committee, and NR Committee complete Quarterly
Commissioner
and Annual Reports by including a comparison between the realization
of activities and the annual work program, as well as other assignments
assigned by the Board of Commissioners, including a summary of the
implementation of activities and recommendations to ensure that
recommendations are provided on the implementation of assignments
Direksi / Board of Directors
Melakukan update Kepdir PT KAI Nomor KEP.U/OT/104/IX/KA-2015 tentang
Standar waktu pengambilan keputusan oleh direksi dalam perbuatan-
perbuatan direksi yang membutuhkan persetujuan tertulis dari Dekom
atau tanggapan tertulis dari Dekom PT KAI dan Persetujuan dari RUPS
dengan menetapkan ketentuan/batasan waktu pengkomunikasian
keputusan direksi kepada level di bawah direksi. / Updating PT KAI Director
24 26 88 US
Decree Number KEP.U/OT/104/IX/KA-2015 concerning the decision-making
time standards by the directors for actions requiring written approval
from the Board of Commissioners or written response from the Board
of Commissioners of PT KAI and approval from the GMS by setting
provisions/time limits for communicating the directors' decisions to the
levels below the directors.
Menetapkan pedoman penyesuaian Rencana Jangka Panjang Perusahaan
25 27 89 (RJPP). / Establishing guidelines for adjusting the Company’s Long-Term
Plan (RJPP).
Melakukan update SK Direksi Nomor Kep.U/KU.401/XI/28/KA-2013 tanggal
29 November 2013 tentang Kebijakan Prosedur Pengelolaan Investasi
serta pengeluaran yang dikapitalisasi (bersifat modal) di lingkungan
PT KAI (Persero) dan menetapkan Mekanisme dalam Direksi untuk
mengatur usulan belanja bisnis unit manajemen di bawah Direksi. /
26 27 92 & 93 IR
Updating the Directors Decree Number Kep.U/KU.401/XI/28/KA-2013 dated
November 29 th, 2013, regarding the Policy on Investment Management
Procedures and capitalized expenditures within PT KAI (Persero) and
establishing mechanisms within the Directors to regulate business unit
expenditure proposals under the Directors.
Melakukan update atas Peraturan Direksi PT Kereta Api Indonesia (Persero)
Nomor PER.1/U/KM.101/VIII/1/KA-2022 tanggal 1 Juli 2022 tentang Pengadaan
Barang dan Jasa sehingga Pedoman Pengadaan Barang dan Jasa. /
27 28 102 Updating the PT Kereta Api Indonesia (Persero) Directors Regulation MS
Number PER.1/U/KM.101/VIII/1/KA-2022 dated July 1 st, 2022, concerning
Procurement of Goods and Services, thus establishing the Procurement
of Goods and Services Guidelines.
Menyampaikan Laporan Survei Pelanggan (angkutan Penumpang &
Barang) dan Progress Tindak Lanjut atas hasil Survei Pelanggan (angkutan
Penumpang & Barang) kepada Direksi. / Submitting the Customer Survey
28 31 111 CP & CF
Report (Passenger & Freight Transportation) and Progress Follow-up
on Customer Survey Results (Passenger & Freight Transportation) to
the Directors.
Menginstruksikan Unit Logistik untuk melaksanakan survey kepuasan
29 31 112 pemasok/vendor secara berkala / Instruct the Logistics Unit to conduct MS
periodic supplier/vendor satisfaction surveys.
Menjaga dan meningkatkan pencapaian KPI Korporat dan Dividen. /
30 31 117 KC
Maintaining and improving the achievement of Corporate KPI and Dividends.
Laporan Tahunan dan Keberlanjutan
516 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 517
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Indikator Parameter Rekomendasi Penanggung Jawab
No
Indicator Parameter Recommendations PIC
Menjaga konsistensi penyerapan dana TISL dan meningkatkan tingkat
pengembalian dana kemitraan yang dipinjamkan kepada usaha kecil.
31 31 118 USS
/ Maintaining the consistency of TISL fund absorption and increasing
the repayment rate of partnership funds lent to small businesses.
Penyampaian laporan manajemen (triwulanan) kepada Dewan Komisaris/
Dewan Pengawas tepat waktu sesuai parameter 44 yaitu tingkat kesegeraan
98, 121, 122,
32 33 berkisar 7 hari (baik). / Timely submission of management reports US/USD
& 131
(quarterly) to the Board of Commissioners/Supervisory Board according
to parameter 44, with a decision urgency level of around 7 days (good).
"Menginstruksikan Sekretaris Perusahaan agar: a. Menyusun rencana
Rapat Direksi dan agenda yang dibahas. Rencana rapat memiliki agenda
yang terjadwal dalam rapat rutin Direksi. b. Konsisten mencantumkan
dalam Risalah rapat atau Materi risalah rapat atau pembahasan terkait
hasil evaluasi atas pelaksanaan keputusan rapat sebelumnya yang belum
33 34 124 selesai." / Instructing the Corporate Secretary to: a) Prepare a plan for US/USC
Directors' Meetings and the agenda discussed. The meeting plan has
a scheduled agenda for routine Directors' meetings, b) Consistently
include in the Minutes of Meetings or materials related to the evaluation
of the implementation of previous meeting decisions and the follow-up
of unfinished previous meeting decisions.
Belum mencukupi jumlah tenaga auditor SPI sesuai kebutuhan perusahaan.
Kecukupan tenaga auditor dihasilkan dari analisis beban kerja yang
dilakukan oleh SPI dan/atau Divisi SDM. / Insufficient number of SPI
34 35 91 & 129 UI
auditors according to the company's needs. The adequacy of auditors
is determined by a workload analysis conducted by SPI and/or the HR
Division.
Merealisasikan materi program pengenalan direksi yang minimal memuat
pengenalan prinsip-prinsip GCG, gambaran umum BUMN, kewenangan
yang didelegasikan, tugas dan tanggung jawab direksi dan komisaris,
serta mendokumentasikan program pengenalan perusahaan bagi Dewan
Komisaris dan Direksi baru yang berasal dari luar perusahaan / Realizing
35 25 & 36 84 & 132 US/USC
the orientation program materials for directors, which minimally include
an introduction to GCG principles, an overview of SOEs, delegated
authorities, responsibilities of directors and commissioners, and
documenting the company's orientation program for new Board of
Commissioners and Directors from outside the company.
Menyempurnakan Risalah Rapat Direksi dengan memuat hasil evaluasi
atas pelaksanaan keputusan rapat sebelumnya, pencantuman jalannya
rapat (dinamika rapat), pencantuman pendapat berbeda/dissenting
36 36 131 comment (bila ada). / Improving the Minutes of Directors' Meetings by US/USC
including the results of the evaluation of the implementation of previous
meeting decisions, documenting the course of the meeting (meeting
dynamics), and including dissenting opinions/comments (if any).
Menyusun laporan pelaksanaan tugas sekretaris perusahaan secara berkala.
37 36 132 / Preparing periodic reports on the implementation of the Corporate US
Secretary's duties.
Menyusun laporan tingkat kepatuhan perusahaan terhadap peraturan
38 36 132 perundang-undangan yang berlaku. / Preparing reports on the company's UL
compliance with applicable laws and regulations.
Melakukan evaluasi atas pelaksanaan tugas Sekretaris Perusahaan dan
39 36 133 mendokumentasikannya. / Evaluating the implementation of the Corporate US/DU
Secretary's duties and documenting it.
Melakukan revisi Peraturan Direksi Nomor PER.U/KL.104/VI/1/KA2018 tanggal
05 Juni 2018 tentang Pedoman / Revise the Board of Directors Regulation
40 38 136 USP
Number PER.U/KL.104/VI/1/KA2018 dated June 5 th, 2018, regarding the
Guidelines.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 517
Annual and Sustainability Report
Page 518
Tata Kelola Perusahaan
Good Corporate Governance
Laporan Tahunan dan Keberlanjutan
518 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 519
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
TATA KELOLA KEBERLANJUTAN
SUSTAINABLE GOVERNANCE
STRUKTUR TATA KELOLA DAN PENANGGUNG STRUCTURE OF GOVERNANCE AND
JAWAB PENERAPAN KEUANGAN RESPONSIBILITY FOR SUSTAINABLE FINANCIAL
BERKELANJUTAN [OJK E.1] [GRI 2-9] IMPLEMENTATION [OJK E.1] [GRI 2-9]
KAI menerapkan praktik keuangan berkelanjutan melalui KAI implements sustainable financial practices through
pelaksanaan program Tanggung Jawab Sosial dan the execution of the Social and Environmental
Lingkungan (TJSL), sesuai Peraturan Menteri BUMN Responsibility (TJSL) program, in accordance with the
Nomor PER-6/MBU/09/2022 Perubahan atas Peraturan Minister of State-Owned Enterprises Regulation Number
Mentri Badan Usaha Milik Negara Nomor PER-05/MBU/ PER-6/MBU/09/2022, amending the Minister of State-
04/2021 Tentang Program Tanggung Jawab Sosial dan Owned Enterprises Regulation Number PER-05/MBU/
Lingkungan Badan Usaha Milik Negara. 04/2021 concerning the Social and Environmental
Responsibility Program for State-Owned Enterprises.
KAI memiliki unit kerja khusus yang bertanggung jawab KAI has a special work unit responsible for managing and
mengelola dan mengkoordinasi penerapan praktik coordinating the implementation of sustainable financial
keuangan berkelanjutan, yaitu Divisi Corporate Social practices, namely the Division Corporate Social
Responsibility. Divisi Corporate Social Responsibility KAI Responsibility. Division Corporate Social Responsibility
memiliki tugas dan tanggung jawab untuk mengelola KAI has duties and responsibilities to manage the
pelaksanaan program TJSL serta Community Relations, implementation of the TJSL program as well Community
yaitu hubungan KAI dengan pihak internal serta eksternal Relations, namely KAI's relationship with internal and
pada seluruh aktivitas Perseroan. external parties in all Company activities.
Struktur Divisi Corporate Social Responsibility KAI dapat Division Structure Corporate Social Responsibility KAI can
dilihat melalui bagan berikut: be seen through the following chart:
Vice President Corporate
Social Responsibility
(USS)
Manager Partnership and Manager Community
Participations Relations
(USSP) (USSC)
Assistant Manager Assistant Manager Assistant Manager
Assistant Manager
Enviromental Internal Community External Community
Partnership Program
Development Relations Relations
(USSP 1)
(USSP 2) (USSC 1) (USSC 2)
Vice President Corporate Social Responsibility Vice President Corporate Social Responsibility carry out
melaksanakan tugas dan tanggung jawab dengan duties and responsibilities supported by 2 (two) Managers,
didukung oleh 2 (dua) Manager, dengan penjelasan with the following explanation:
sebagai berikut:
1. Manager Partnership and Participations 1. Manager Partnership and Participations
Mempunyai tugas pokok dan tanggung jawab Has the main duties and responsibilities of carrying
melaksanakan pengelolaan Program Tanggung out the management of the Social and
Jawab Sosial dan Lingkungan (TJSL) sesuai dengan Environmental Responsibility Program (TJSL) in
penugasan Perseroan, serta melaksanakan accordance with the Company's assignment, as well
penyusunan program kerja Kemitraan untuk RUPS as carrying out the preparation of the Partnership
ke Kementerian BUMN dan melaksanakan work program for the GMS to the Ministry of SOE
pendampingan pembuatan laporan audit Program and providing assistance in preparing the
Kemitraan. Partnership Program audit report.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 519
Annual and Sustainability Report
Page 520
Tata Kelola Perusahaan
Good Corporate Governance
Manager Partnership and Participations dibantu Manager Partnership and Participations assisted
oleh 2 (dua) Assistant Manager, dengan uraian by 2 (two) Assistant Manager, with the following
sebagai berikut: description:
a. Assistant Manager Partnership Program a. Assistant Manager Partnership Program
Mempunyai tugas pokok dan tanggung jawab Has the main duties and responsibilities of
melakukan survei lokasi dan kebenaran calon conducting location and truth surveys of
mitra binaan, pemantauan pelaksanaan Program prospective fostered partners, monitoring the
Kemitraan (PK), melakukan rekapitulasi laporan implementation of the Partnership Program
daerah untuk laporan manajemen, rekonsiliasi (PK), recapitulating regional reports for
laporan serta melakukan evaluasi atas management reports, reconciling reports and
pencapaian program kerja sesuai dengan evaluating the achievements of work programs
penugasan perusahaan. in accordance with company assignments.
b. Assistant Manager Environmental b. Assistant Manager Environmental Development
Development Has the main duties and responsibilities of
Mempunyai tugas pokok dan tanggung jawab conducting site surveys and analyzing
untuk melakukan survei lokasi dan submissions, monitoring the implementation
menganalisis pengajuan, pemantauan of the Community Development (BL) program,
pelaksanaan program Bina Lingkungan (BL), recapitulating regional reports for
melakukan rekapitulasi laporan daerah untuk management reports, reconciling reports, and
laporan manajemen, rekonsiliasi laporan, serta evaluating work program achievements in
melakukan evaluasi atas pencapaian program accordance with the Company's assignments.
kerja sesuai dengan penugasan Perseroan.
2. Manager Community Relations 2. Manager Community Relations
Mempunyai tugas pokok dan tanggung jawab Has the main duties and responsibilities of
melaksanakan pengelolaan Community Relations, implementing management Community
baik secara internal maupun eksternal, guna Relations, both internally and externally, to overcome
mengatasi masalah sosial yang tumbuh akibat social problems that grow as a result of the
aktivitas Perseroan. Manager Community Relations Company's activities. The Community Relations
dibantu oleh 2 (dua) Assistant Manager, dengan Manager is assisted by 2 (two) Assistant Managers,
uraian sebagai berikut: with the following description:
a. Assistant Manager Internal Community a. Assistant Manager Internal Community
Relations Relations
Mempunyai tugas pokok dan tanggung jawab Has the main duties and responsibilities, namely
yaitu melaksanakan program pembinaan carrying out internal community development
komunitas secara internal, termasuk penyiapan programs, including preparing central and
sarana dan prasarana olahraga pusat dan regional sports Rolling Stock and infrastructure
daerah untuk pencapaian prestasi olahraga to achieve the Company's sporting
Perseroan, serta melakukan pembinaan achievements, as well as providing arts and
kesenian dan kegiatan keagamaan pada kantor religious activities at the head office.
pusat.
b. Assistant Manager External Community b. Assistant Manager External Community
Relations Relations
Memiliki tugas pokok dan tanggung jawab untuk Has the main duties and responsibilities to carry
melaksanakan program kegiatan eksternal out external activity programs in the form of
berupa kegiatan pelayanan Kesehatan kepada health service activities for the community,
masyarakat, bakti sosial dan kegiatan yang social service and activities needed to help
diperlukan guna turut mengatasi masalah sosial overcome social problems as a result of the
sebagai akibat dari kegiatan operasional Company's operational activities.
Perseroan.
Hingga 31 Desember 2023, KAI telah memiliki Komite As of December 31 st, 2023, KAI has established a Social
Tanggung Jawab Sosial dan Lingkungan (TJSL) baik and Environmental Responsibility (TJSL) Committee both
secara terpusat maupun diwilayah Operasi Perseroan. centrally and at the Company's operational regions.
Meskipun demikian, organ-organ utama di dalam struktur Nevertheless, the main organs within KAI's governance
tata kelola KAI yang terdiri dari Rapat Umum Pemegang structure, which consist of the General Meeting of
Saham (RUPS), Dewan Komisaris, dan Direksi berperan Shareholders (GMS), the Board of Commissioners, and
dalam mengembangkan, menyetujui, dan memperbarui the Board of Directors, play a role in developing,
pernyataan tujuan, nilai, atau misi organisasi, strategi, approving, and updating the organization's purpose,
kebijakan, dan sasaran lain yang terkait dengan values, or mission statements, strategies, policies, and
pembangunan berkelanjutan. Hal tersebut salah satunya other objectives related to sustainable development. This
tercermin pada penetapan strategi utama 2023. KAI is reflected in the establishment of the main strategy for
Laporan Tahunan dan Keberlanjutan
520 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 521
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
menempatkan percepatan implementasi ESG sebagai 2023. KAI places the acceleration of ESG implementation
salah satu strategi utama 2023 dengan fokus as one of the main strategies for 2023 with a focus on
Penyelesaian Proyek Strategis Nasional, Change Culture, the Completion of National Strategic Projects, Change
Change Mindset & Winning Culture. Culture, Change Mindset & Winning Culture.
Adapun isu-isu keberlanjutan yang teridentifikasi di level The identified sustainability issues at the operational level
operasional senantiasa dikoordinasikan kepada komite- are consistently coordinated with the relevant
komite terkait, untuk dibahas dalam rapat-rapat yang committees to be discussed in pertinent meetings with
relevan bersama Direksi. Melalui cara tersebut, Direksi the Board of Directors. Through this approach, the Board
dapat mengidentifikasi isu-isu keberlanjutan dan of Directors can identify sustainability issues and manage
mengelola dampak organisasi terhadap ekonomi, the organization's impact on the economy, environment,
lingkungan, dan sosial kemasyarakatan. Pembagian and social community. The division of tasks for managing
tugas pengelolaan dampak-dampak tersebut these impacts is adjusted according to the areas of
disesuaikan dengan pembidangan Direksi sebagai responsibility of the Board of Directors as senior
eksekutif senior. Pembidangan tugas Direksi telah executives. The division of tasks for the Board of Directors
dijelaskan pada bagian sebelumnya. Selanjutnya, Direksi has been explained in the previous section. Furthermore,
juga melibatkan para pemangku kepentingan dalam the Board of Directors also involves stakeholders in the
proses pengelolaan dampak. Implementasi program- impact management process. The implementation of
program pengelolaan dampak dilaporkan oleh masing- impact management programs is periodically reported
masing unit terkait secara berkala kepada Direksi, sekaligus by the relevant units to the Board of Directors and
dikoordinasikan kepada komite terkait, untuk coordinated with the relevant committees for evaluation.
mendapatkan evaluasi. Hasil evaluasi untuk selanjutnya The results of this evaluation will then be considered in
akan menjadi pertimbangan pada penetapan target dan setting targets and KPIs outlined in the Work Plan and
KPI yang tertuang dalam RKAP. [GRI 2-12, 2-13] Budget (RKAP). [GRI 2-12, 2-13]
RUPS, Dewan Komisaris, dan Direksi sebagai organ utama The General Meeting of Shareholders (GMS), the Board
Perseroan berwenang untuk meninjau dan menyetujui of Commissioners, and the Board of Directors, as the main
Laporan Tahunan yang didalamnya mencakup Laporan organs of the Company, are authorized to review and
Keberlanjutan. Adapun penetapan topik material yang approve the Annual Report, which includes the
dilaporkan pada Laporan Keberlanjutan ditinjau dan Sustainability Report. The determination of material topics
disetujui oleh Sekretaris Perusahaan sesuai fungsinya reported in the Sustainability Report is reviewed and
sebagai pengelola komunikasi Perusahaan dan approved by the Corporate Secretary, in accordance with
penatausaha dokumen Perusahaan. [GRI 2-14] their function as the manager of the Company's
communications and document administration.
[GRI 2-14]
Untuk menghindari segala bentuk benturan kepentingan To avoid any form of conflict of interest, as stated in KAI's
yang juga tercantum pada Code of Conduct KAI, seluruh Code of Conduct, all officials at the level of the Board of
pejabat di level Direksi, Dewan Komisaris, Kepala Divisi Directors, the Board of Commissioners, Division Heads,
hingga level manajerial dipilih berdasarkan and managerial levels are selected based on professional
pertimbangan profesional dan integritas. Setiap anggota considerations and integrity. Each member of KAI's Board
Direksi KAI tidak memiliki hubungan afiliasi dengan of Directors has no affiliate relationship with other
sesama anggota Direksi, anggota Dewan Komisaris, members of the Board of Directors, members of the Board
maupun Pemegang Saham Pengendali. Pengelolaan of Commissioners, or the Controlling Shareholders. The
benturan kepentingan sesama anggota Direksi dan management of conflicts of interest among members
Dewan Komisaris telah menjadi bagian dari kewajiban of the Board of Directors and the Board of Commissioners
Direksi dan Dewan Komisaris seperti dijelaskan has been part of the obligations of the Board of Directors
sebelumnya pada bagian Kewajiban Direksi dan and the Board of Commissioners, as previously explained
Kewajiban Dewan Komisaris pada laporan ini. [GRI 2-15] in the Obligations of the Board of Directors and
Obligations of the Board of Commissioners sections of
this report. [GRI 2-15]
Hingga 31 Desember 2023, KAI memiliki mekanisme As of December 31 st, 2023, KAI has a complaint
pengaduan terkait dampak negatif potensial dan aktual mechanism related to potential and actual negative impacts
terhadap pemangku kepentingan melalui on stakeholders through the Whistleblowing System
Whistleblowing System (WBS), maupun saluran (WBS), as well as customer channels and social media
pelanggan dan akun media sosial yang dikelola langsung accounts directly managed by KAI employees. Further
oleh pegawai KAI. Penjelasan lebih lanjut mengenai explanation regarding the number of reports through
jumlah pelaporan melalui mekanisme WBS telah the WBS mechanism has been detailed in the previous
dijelaskan pada bagian sebelumnya. [GRI 2-16] section. [GRI 2-16]
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 521
Annual and Sustainability Report
Page 522
Tata Kelola Perusahaan
Good Corporate Governance
PENGEMBANGAN KOMPETENSI TERKAIT COMPETENCY DEVELOPMENT RELATED TO
PEMBANGUNAN BERKELANJUTAN SUSTAINABLE DEVELOPMENT
[OJK E.2] [GRI 2-17] [OJK E.2] [GRI 2-17]
KAI berupaya meningkatkan pengetahuan dan KAI strives to enhance the knowledge and competencies
kompetensi Dewan Komisaris dan Direksi dalam rangka of the Board of Commissioners and the Board of Directors
menunjang pelaksanaan tugas pengawasan Dewan to support the supervisory duties of the Board of
Komisaris dan pengelolaan Perusahaan yang dilakukan Commissioners and the management of the Company
oleh Direksi melalui program pengembangan by the Board of Directors through competency
kompetensi, termasuk yang berkaitan dengan development programs, including those related to
pembangunan dan keuangan berkelanjutan. sustainable development and finance.
Jenis Pelatihan dan Waktu dan Tempat
Materi Pelatihan Pelaksanaan Penyelenggara
Nama Name Jabatan Position
Types of Training and Time and Place of Organizer
Training Materials Implementation
Rochadi Komisaris Independen Hotel Gaia Bandung, 26 Hotel Gaia Bandung, 26 Strategic Development
Independent Oktober 2023 / Gaia Oktober 2023 / Gaia Group
Commissioner Hotel Bandung, October Hotel Bandung,
26 th, 2023 October 26 th, 2023
Certification in Audit Hotel Manhattan Ikatan Komite Audit
Committee Practices Jakarta, 22-25 Agustus Indonesia
batch 33 2023 / Manhattan Hotel
Jakarta, August 22 nd-
25 th, 2023
Riza Primadi Komisaris Independen GRC Professional Hotel Gaia Bandung, 26 Strategic Development
Independent Advanced-Level Oktober 2023 / Gaia Group
Commissioner Executive (GRCE) Hotel Bandung,
Certification in Audit October 26 th, 2023
Committee Practices
batch 33 Hotel Manhattan Ikatan Komite Audit
Jakarta, 22-25 Agustus Indonesia
2023 / Manhattan Hotel
Jakarta, August 22 nd-
25 th, 2023
Endang Tirtana Komisaris Independen GRC Professional Hotel Gaia Bandung, 26 Strategic Development
Independent Advanced-Level Oktober 2023 / Gaia Group
Commissioner Executive (GRCE) Hotel Bandung,
October 26 th, 2023
Chairul Anwar Komisaris GRC Professional Hotel Gaia Bandung, 26 Strategic Development
Commissioner Advanced-Level Oktober 2023 / Gaia Group
Executive (GRCE) Hotel Bandung,
October 26 th, 2023
PENILAIAN RISIKO ATAS PENERAPAN RISK ASSESSMENT OF THE
KEUANGAN BERKELANJUTAN [OJK E.3] IMPLEMENTATION OF SUSTAINABLE
FINANCE [OJK E.3]
KAI memahami bahwa penerapan praktik keuangan KAI understands that implementing sustainable
berkelanjutan akan selalu dihadapkan pada situasi finance practices will always be faced with
ketidakpastian dan faktor risiko yang dapat berdampak uncertainties and risk factors that can impact the
terhadap kinerja Perseroan maupun pengambilan Company's performance and management decision-
keputusan manajemen. Atas pemahaman tersebut, KAI making. With this understanding, KAI has established
memiliki dan menerapkan sistem manajemen risiko yang and implements a risk management system that plays
secara mendasar berperan penting dalam keseluruhan a fundamental role in the overall application of
penerapan praktik keuangan berkelanjutan, sesuai sustainable finance practices, in accordance with
regulasi dan standar penerapan terbaik yang berlaku. applicable regulations and best practice standards.
Laporan Tahunan dan Keberlanjutan
522 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 523
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Sistem Manajemen Risiko Risk Management System
KAI menerapkan sistem manajemen risiko yang mengacu KAI implements a risk management system that refers
kepada ISO 31000:2018 Risk Management – Guidelines, to ISO 31000:2018 Risk Management – Guidelines,
terdiri atas sejumlah tahapan yaitu consisting of a number of stages, namely
(1) Kegiatan komunikasi dan konsultasi (1) Communication and consultation activities,
(2) Penetapan ruang lingkup, konteks dan kriteria, (2) Determining scope, context and criteria, risk
asesmen risiko meliputi identifikasi risiko, analisis assessment including risk identification, risk
risiko, dan evaluasi risiko analysis, and risk evaluation,
(3) Mitigasi risiko, (3) Risk mitigation,
(4) Monitoring dan review, serta (4) Monitoring and review, and
(5) pencatatan dan pelaporan terkait risiko-risiko bisnis. (5) Recording and reporting related to business risks.
Guna mencapai target kinerja keberlanjutan, KAI In order to achieve sustainability performance targets,
melakukan pengelolaan risiko atas penerapan keuangan KAI carries out risk management for the implementation
berkelanjutan yang terbagi ke dalam aspek ekonomi, of sustainable finance which is divided into economic,
lingkungan, dan sosial. Secara khusus, pada aspek environmental and social aspects. Specifically, in the
ekonomi, KAI mengelola risiko investasi/non investasi dan economic aspect, KAI manages investment/non-
risiko operasional melalui upaya mitigasi dengan investment risks and operational risks through
monitoring risiko secara berkala, baik yang dilakukan secara mitigation efforts with regular risk monitoring, both
manual maupun melalui penggunaan sistem informasi manually and through the use of a risk management
manajemen risiko yaitu aplikasi SMARTKA. Kemudian, information system, namely the SMARTKA application.
pada aspek lingkungan, KAI menerapkan upaya mitigasi Then, in the environmental aspect, KAI implements
dengan membuat desain perencanaan/ kebijakan mitigation efforts by creating planning/policy designs
(proyek, investasi, proses bisnis, risiko terkait hukum dan (projects, investments, business processes, legal-related
sebagainya) antara lain dengan memberikan risks and so on) including by providing insight
pengembangan wawasan kepada risk owner dalam development to risk owners in managing environmental
melakukan pengelolaan risiko lingkungan. Pada aspek risks. In the social aspect, especially related to safety risks,
sosial, khususnya terkait risiko keselamatan, KAI KAI implements safety risk management in the regions
menerapkan manajemen risiko keselamatan di daerah and develops HIRADC (Hazard Identification Risk
dan pengembangan HIRADC (Hazard Identification Risk Assessment and Determining Control) through the
Assessment and Determining Control) melalui implementation of IBPR (Hazard Identification, Risk
implementasi IBPR (Identifikasi Bahaya, Penilaian dan Assessment and Control) using an application that is
Pengendalian Risiko) menggunakan aplikasi yang integrated with the risk management information
terintegrasi dengan sistem informasi manajemen risiko system ( SMARTKA application).
(Aplikasi SMARTKA).
Identifikasi Risiko Environmental Social Governance Identification of Environmental, Social, and
(ESG) KAI Governance (ESG) Risks at KAI
KAI telah melakukan identifikasi melalui pendekatan KAI has conducted an identification process using the
Environment, Social, and Governance (ESG) terhadap Environmental, Social, and Governance (ESG) approach
risiko-risiko yang dihadapi, dengan hasil sebagai berikut: to assess the risks faced, with the following results:
Pengaruh pada
Risiko dan Dampak dari Operasional Pemangku Kepentingan Mitigasi Risiko
Aspek Aspect
Operational Risk and Impact Impact on Risk Mitigation
Stakeholders
Lingkungan Risiko bencana alam dan perubahan iklim dapat Pelanggan, Mitra, Melakukan pengecekan
Environmental mengganggu operasional bisnis yaitu keselamatan Masyarakat, Manajemen berkala setiap hari
dan kelancaran perjalanan kereta api sehingga Customers, Partners, terhadap infrastruktur
berpotensi memberikan dampak negatif terhadap Community, Management Conduct periodic checks
kinerja keuangan dan keuntungan, prospek every day of the
usaha, serta harga pasar surat berharga infrastructure
The risk of natural disasters and climate change
can disrupt business operations and have a
negative impact on financial performance and
profits, business prospects, and market prices
of securities
Sosial Social Gangguan stabilitas politik, gejolak sosial, dan Pelanggan, Mitra, Monitoring pengaruh
keamanan, baik di lingkup domestik maupun Masyarakat, Manajemen gejolak sosial politik
internasional, yang diakibatkan oleh isu-isu Customers, Partners, terhadap rantai pasok alat
spesifik, seperti krisis geopolitik, perang dagang, Community, Management produksi
dan lain sebagainya yang berdampak negatif Monitor the influence of
bagi pertumbuhan bisnis, operasi, keadaan socio-political turmoil on
keuangan, hasil usaha, rantai pasok alat produksi the supply chain of means
of production
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 523
Annual and Sustainability Report
Page 524
Tata Kelola Perusahaan
Good Corporate Governance
Pengaruh pada
Risiko dan Dampak dari Operasional Pemangku Kepentingan Mitigasi Risiko
Aspek Aspect
Operational Risk and Impact Impact on Risk Mitigation
Stakeholders
Memperluas cakupan
pangsa pasar baru
mencari kemungkinan
pangsa pasar baru, yang
dapat menjadi alternatif
pemasukan baru bagi
perusahaan
Expand the scope of new
market share to seek the
possibility of new market
share, which can be an
alternative for new
income for the Company
Tata Kelola Risiko perubahan regulasi Indonesia atau Pelanggan, Mitra, Analisis dampak rencana
Governance Internasional yang berdampak terhadap Masyarakat, Manajemen regulasi terhadap industri
bisnis, kondisi keuangan, kinerja operasional, Customers, Partners, transportasi secara umum
dan prospek usaha Community, Management dan khususnya
Risk of changes in Indonesian or international perkeretaapian
regulations that impact business, financial Analysis of the impact of
condition, operational performance and the proposed regulation
business prospects on the transportation
industry in general and
the railways in particula
Implikasi Finansial, Risiko, serta Peluang Akibat Financial Implications, Risks, and Opportunities Due
Perubahan Iklim [GRI 201-2] to Climate Change [GRI 201-2]
Perseroan memahami bahwa perubahan iklim yang The Company understands that global climate change
berlangsung pada skala global telah memberikan dampak has indirectly impacted KAI's operational activities,
tidak langsung terhadap aktivitas operasi KAI, yang potentially leading to physical and financial implications.
kemudian memiliki kemungkinan untuk menghadirkan In light of this understanding, the Company has regularly
implikasi fisik dan finansial. Atas pemahaman tersebut, identified, assessed, and managed risks related to
Perseroan telah melakukan identifikasi terhadap bahaya, climate change. During 2023, there were 45 incidents of
penilaian, dan pengendalian risiko akibat perubahan iklim train service disruptions caused by natural events related
secara berkala. Selama 2023, terdapat 45 kejadian to climate change, such as waterlogging, flooding, and
gangguan perjalanan kereta api yang diakibatkan oleh landslides.
kejadian alam akibat perubahan iklim seperti genangan
air, banjir, dan longsor.
Atas kesadaran terhadap dampak perubahan iklim, KAI Aware of the impact of climate change, KAI has identified
telah melakukan identifikasi risiko dan peluang yang risks and opportunities associated with climate change.
terkait dengan perubahan iklim. Pendekatan yang The approach used in this process is the TCFD (Task Force
digunakan dalam proses ini adalah TCFD (Task Force on on Climate-related Financial Disclosures), which is
Climate-related Financial Disclosures), yang secara specifically designed to help organizations manage risks
khusus dirancang untuk membantu organisasi dalam and opportunities arising from climate change. With a
mengelola risiko dan peluang yang diakibatkan oleh better understanding of climate change risks and
perubahan iklim. Dengan pemahaman yang lebih baik opportunities, KAI has developed strategies to manage
tentang risiko dan peluang perubahan iklim, KAI the impact of climate change and ensure the
mengembangkan strategi untuk mengelola dampak sustainability of its business in the future.
perubahan iklim dan memastikan keberlanjutan bisnisnya
di masa depan.
Laporan Tahunan dan Keberlanjutan
524 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 525
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Risiko Fisik Physical Risks
Risiko Fisik Risiko dan Dampak dari Operasional Mitigasi
Physical Risks Operational Risk and Impact Mitigation
Risiko Kronis Banjir • Peningkatan sistem drainase dan
Chronic Risk Risiko yang terjadi saat curah hujan ekstrem melebihi kapasitas saluran air di sekitar jalur rel dan
saluran air atau sistem drainase, menyebabkan genangan air stasiun untuk mengurangi risiko
yang dapat mengganggu operasional jalur rel dan stasiun. Hal genangan air.
ini dapat mengakibatkan penundaan atau pembatalan • Monitoring curah hujan secara
perjalanan kereta api serta kerusakan pada infrastruktur stasiun real-time dan peringatan dini
dan rel. terhadap potensi banjir untuk
mengambil langkah-langkah
Flooding pencegahan yang sesuai.
The risk occurs when extreme rainfall exceeds the capacity of • Pembangunan tanggul untuk
drainage channels or systems, causing waterlogging that can melindungi jalur rel dari
disrupt railway operations and stations. This can result in delays genangan air yang tinggi.
or cancellations of train services and damage to station
infrastructure and railway tracks. • Improvement of drainage
systems and water channels
around railway tracks and
stations to reduce the risk of
waterlogging.
• Real-time monitoring of rainfall
and early warnings of potential
flooding to take appropriate
preventive measures.
• Construction of embankments to
protect railway tracks from high
levels of waterlogging.
Tanah Longsor • Pemantauan kondisi geologis
Risiko yang terjadi karena hujan deras dan perubahan topografi dan topografi di sepanjang jalur
yang merusak jalur rel atau infrastruktur KAI. Tanah longsor rel untuk mendeteksi potensi
dapat menutup jalur rel, menyebabkan terganggunya layanan tanah longsor.
kereta api, bahkan menimbulkan bahaya bagi keamanan dan • Pemeliharaan vegetasi di sekitar
keselamatan penumpang dan pekerja. jalur rel untuk mengurangi erosi
tanah dan menguatkan lereng.
Landslides
The risk that occurs due to heavy rainfall and changes in • Monitoring geological and
topography that damage railway tracks or KAI's infrastructure. topographical conditions along
Landslides can block railway tracks, disrupt train services, and railway tracks to detect potential
pose hazards to the safety and security of passengers and workers. landslides.
• Maintaining vegetation around
railway tracks to reduce soil
erosion and stabilize slopes.
Badai dan Topan • Penguatan infrastruktur jalur rel
Risiko seperti angin kencang, hujan lebat, dan gelombang tinggi dan stasiun agar lebih tahan
yang terjadi selama badai atau topan dapat menyebabkan terhadap angin kencang.
kerusakan serius pada rel, stasiun, dan fasilitas KAI. Hal ini dapat • Pemeliharaan vegetasi di sekitar
mengganggu operasional, bahkan menyebabkan penundaan jalur rel untuk mengurangi erosi
perjalanan atau pembatalan layanan kereta api. tanah dan menguatkan lereng.
Storms and Typhoons • Monitoring geological and
Risks such as strong winds, heavy rain, and high waves during topographical conditions along
storms or typhoons can cause severe damage to tracks, stations, railway tracks to detect potential
and KAI facilities. This can disrupt operations, leading to delays landslides.
or cancellations of train services. • Maintaining vegetation around
railway tracks to reduce soil
erosion and stabilize slopes.
Risiko Kronis Peningkatan Suhu • Melakukan perawatan rutin pada
Chronic Risk Pemanasan global menyebabkan suhu udara secara keseluruhan infrastruktur rel, termasuk
meningkat, yang dapat mengakibatkan suhu pada jalur rel juga pengecekan reguler terhadap
naik. Peningkatan suhu tersebut dapat menyebabkan kerusakan kondisi rel dan struktur lainnya
pada infrastruktur rel dan menurunkan keandalan layanan, untuk memastikan keandalan
misalnya, dengan memicu peristiwa seperti penyusutan rel atau dan keselamatan operasional.
pelengkungan jalur.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 525
Annual and Sustainability Report
Page 526
Tata Kelola Perusahaan
Good Corporate Governance
Risiko Fisik Risiko dan Dampak dari Operasional Mitigasi
Physical Risks Operational Risk and Impact Mitigation
Risiko Kronis Temperature Increases • Menggunakan material yang
Chronic Risk Global warming causes overall air temperatures to rise, which tahan terhadap panas ekstrem
can also increase the temperature of railway tracks. Elevated untuk pembangunan dan
temperatures can damage rail infrastructure and reduce service pemeliharaan infrastruktur rel
reliability, for example, by triggering events such as rail guna mengurangi risiko
expansion or track warping. kerusakan akibat suhu yang
tinggi.
• Performing routine maintenance
on railway infrastructure,
including regular inspections of
tracks and other structures to
ensure operational reliability and
safety.
• - Using materials resistant to
extreme heat for the
construction and maintenance of
railway infrastructure to reduce
the risk of damage from high
temperatures.
Perubahan Curah Hujan • Meningkatkan sistem drainase
Perubahan pola hujan dapat menyebabkan banjir yang lebih dan saluran air di sepanjang jalur
sering atau kekeringan, yang dapat mempengaruhi pasokan rel untuk meminimalkan risiko
air untuk keperluan operasional KAI. Dimana banjir dapat banjir akibat curah hujan
merusak jalur rel, stasiun, dan fasilitas lainnya, sementara kekeringan ekstrem.
dapat mempengaruhi ketersediaan air untuk operasi. • Menggunakan sistem
pemantauan cuaca untuk
Changes in Rainfall mendeteksi potensi hujan deras
Changes in rainfall patterns can lead to more frequent flooding sehingga dapat mengambil
or droughts, which can affect water supply for KAI's operations. tindakan pencegahan lebih awal.
Flooding can damage tracks, stations, and other facilities, while
droughts can impact water availability for operations. • Improving drainage systems and
water channels along railway
tracks to minimize the risk of
flooding from extreme rainfall.
• Using weather monitoring
systems to detect potential heavy
rain so that preventive measures
can be taken in advance.
Peningkatan Kejadian Cuaca Ekstrem • Mempersiapkan rencana
Perubahan iklim dapat menyebabkan peningkatan frekuensi evakuasi dan penyelamatan yang
atau intensitas cuaca ekstrem, seperti badai, topan, atau hujan bekerjasama dengan pihak
deras, yang dapat mengganggu operasi KAI dan menyebabkan berwenang setempat untuk
kerusakan infrastruktur. mengatasi situasi darurat akibat
cuaca ekstrem.
Increased Frequency of Extreme Weather Events • Menerapkan sistem pemantauan
Climate change can lead to increased frequency or intensity cuaca yang canggih untuk
of extreme weather events, such as storms, typhoons, or heavy mendeteksi dan memantau
rainfall, which can disrupt KAI operations and cause kejadian cuaca ekstrem sehingga
infrastructure damage. dapat memberikan peringatan
dini kepada petugas operasional.
• Preparing evacuation and rescue
plans in collaboration with local
authorities to address emergency
situations caused by extreme
weather.
• Implementing advanced
weather monitoring systems to
detect and track extreme
weather events, providing early
warnings to operational staff.
Laporan Tahunan dan Keberlanjutan
526 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 527
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Risiko Transisi Transition Risks
Risiko Fisik Mitigasi
Risiko Risk
Physical Risks Mitigation
Risiko Reputasi KAI menghadapi risiko reputasi terkait dengan kecelakaan, • Memperkuat fokus pada
Reputation Risk keterlambatan layanan, atau masalah lainnya yang dapat keselamatan dan kualitas
mempengaruhi persepsi publik terhadap keamanan dan kualitas layanan untuk meminimalkan
layanan perusahaan. risiko kecelakaan dan
keterlambatan.
KAI faces reputational risks related to accidents, service delays, • Melakukan komunikasi terbuka
or other issues that could affect the public perception of the dan transparan dengan
company's safety and service quality. pelanggan dan masyarakat untuk
memberikan pemahaman yang
jelas tentang tindakan yang
diambil untuk meningkatkan
layanan dan keselamatan.
• Menerapkan program pelatihan
dan pengawasan yang ketat
untuk meningkatkan kesadaran
dan akuntabilitas dalam praktik
operasional.
• Strengthening the focus on
safety and service quality to
minimize the risk of accidents
and delays.
• Maintaining open and
transparent communication with
customers and the public to
provide a clear understanding of
the actions taken to improve
service and safety.
• Implementing strict training and
supervision programs to enhance
awareness and accountability in
operational practices.
Risiko Pasar Perubahan dalam preferensi atau kebutuhan • Melakukan analisis pasar yang
Market Risk pasar terhadap transportasi dapat mempengaruhi permintaan komprehensif untuk memahami
terhadap layanan KAI. Misalnya, naiknya minat dalam tren, preferensi, dan kebutuhan
transportasi massal, atau perkembangan baru dalam teknologi pelanggan potensial.
transportasi dapat mempengaruhi jumlah penumpang atau • Diversifikasi layanan dan jaringan
kargo yang diangkut oleh KAI. Risiko ini meliputi ketidakpastian rute untuk mengurangi
terkait dengan permintaan pasar, persaingan yang meningkat, ketergantungan pada segmen
dan perubahan dalam lingkungan bisnis eksternal. pasar tertentu.
• Berinovasi dalam
Changes in market preferences or needs for transportation can pengembangan layanan baru
impact demand for KAI's services. For example, increasing atau peningkatan efisiensi
interest in mass transit or new developments in transportation operasional untuk meningkatkan
technology could affect the number of passengers or cargo daya saing perusahaan di pasar
transported by KAI. These risks include uncertainties related yang berubah-ubah.
to market demand, increasing competition, and changes in
the external business environment. • Conducting comprehensive
market analysis to understand
trends, preferences, and potential
customer needs.
• Diversifying services and route
networks to reduce dependence
on specific market segments.
• Innovating in the development of
new services or improving
operational efficiency to enhance
the company's competitiveness
in a changing market.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 527
Annual and Sustainability Report
Page 528
Tata Kelola Perusahaan
Good Corporate Governance
Risiko Fisik Mitigasi
Risiko Risk
Physical Risks Mitigation
Risiko Hukum & Perubahan dalam regulasi pemerintah terkait dengan industri • Memantau perubahan regulasi
Kebijakan perkeretaapian dan isu keberlanjutan dapat mempengaruhi secara proaktif dan menyelidiki
Legal & Policy Risk operasi KAI. implikasi potensialnya terhadap
operasi perusahaan.
Changes in government regulations related to the railway industry • Mengalokasikan sumber daya
and sustainability issues could affect KAI's operations. yang cukup untuk memastikan
kepatuhan penuh terhadap
peraturan yang ada dan
mempersiapkan perusahaan
untuk perubahan yang mungkin
terjadi.
• Proactively monitoring regulatory
changes and investigating their
potential implications for
company operations.
• Allocating sufficient resources to
ensure full compliance with
existing regulations and
preparing the company for
potential changes.
Risiko Teknologi KAI mungkin mengalami kesulitan dalam mengintegrasikan • Melakukan evaluasi teknologi
Technology Risk sistem kereta yang lebih canggih atau mengadopsi teknologi secara teratur untuk
yang lebih ramah lingkungan. Risiko ini meliputi biaya tinggi mengidentifikasi solusi yang
untuk investasi dalam teknologi baru, kesulitan dalam paling cocok dengan kebutuhan
mentransformasikan infrastruktur yang ada, dan potensi gangguan operasional dan strategi jangka
operasional selama periode transisi. panjang perusahaan.
• Melakukan investasi dalam
KAI may face difficulties in integrating more advanced train pelatihan karyawan untuk
systems or adopting more environmentally friendly technologies. memastikan pemahaman yang
These risks include high costs for investing in new technology, mendalam tentang teknologi
challenges in transforming existing infrastructure, and potential baru yang diadopsi.
operational disruptions during the transition period.
• Conducting regular technology
evaluations to identify solutions
that best fit the operational
needs and long-term strategies
of the company.
• Investing in employee training to
ensure a deep understanding of
the new technologies being
adopted.
Laporan Tahunan dan Keberlanjutan
528 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 529
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Risiko Transisi Transition Risks
Sektor Sector Risiko Risk
Peningkatan Permintaan Dengan peningkatan kesadaran akan dampak lingkungan dari transportasi berbasis bahan
Transportasi Ramah bakar fosil, ada peluang bagi KAI untuk menjadi pilihan utama dalam transportasi massal
Lingkungan yang lebih ramah lingkungan, terutama untuk perjalanan jarak menengah dan jauh.
Increased Demand for
Environmentally Friendly With growing awareness of the environmental impact of fossil fuel-based transportation, there
Transportation is an opportunity for KAI to become a leading choice for more environmentally friendly mass
transit, especially for medium and long-distance travel.
Pengembangan Infrastruktur KAI dapat memanfaatkan kesempatan untuk mengembangkan infrastruktur yang lebih hijau,
dan Layanan Hijau seperti penggunaan energi terbarukan untuk operasi, pembangunan stasiun kereta ramah
Development of Green lingkungan, dan peningkatan layanan kereta api yang efisien dan berkelanjutan.
Infrastructure and Services
KAI can take advantage of the opportunity to develop greener infrastructure, such as using
renewable energy for operations, constructing environmentally friendly train stations, and
enhancing efficient and sustainable rail services.
Kemitraan untuk Inovasi KAI dapat menjalin kemitraan dengan perusahaan teknologi dan inovasi untuk mengembangkan
Partnerships for Innovation solusi transportasi yang lebih efisien, termasuk penggunaan teknologi cerdas untuk manajemen
lalu lintas, optimasi rute, dan pengurangan emisi.
KAI can form partnerships with technology and innovation companies to develop more efficient
transportation solutions, including the use of smart technology for traffic management, route
optimization, and emission reduction.
Peningkatan Keterlibatan KAI dapat memanfaatkan peluang untuk meningkatkan keterlibatan masyarakat dalam program-
Masyarakat program lingkungan, seperti penanaman pohon, kampanye pengurangan sampah, dan program
Enhanced Community edukasi lingkungan, untuk memperkuat dukungan publik terhadap operasi perusahaan.
Engagement
KAI can leverage opportunities to increase community involvement in environmental programs,
such as tree planting, waste reduction campaigns, and environmental education programs,
to strengthen public support for the company's operations.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 529
Annual and Sustainability Report
Page 530
Tata Kelola Perusahaan
Good Corporate Governance
HUBUNGAN DENGAN PEMANGKU RELATIONSHIPS WITH STAKEHOLDERS
KEPENTINGAN [OJK E.4] [GRI 2-29] [OJK E.4] [GRI 2-29]
KAI mengidentifikasi pihak-pihak pemangku kepentingan KAI identifies stakeholders through mechanisms Focus
melalui mekanisme Focus Group Discussion (FGD), Group Discussion (FGD), attended by those responsible
dengan dihadiri oleh para penanggung jawab for preparing Sustainability Reports in each division.
penyusunan Laporan Keberlanjutan pada masing-masing According to the FGD, identification of stakeholders,
divisi. Sesuai FGD tersebut, identifikasi pemangku discussion topics, approach methods, and frequency of
kepentingan, topik pembahasan, metode pendekatan, KAI stakeholder involvement are as follows:
hingga frekuensi pelibatan pemangku kepentingan KAI
adalah sebagai berikut:
Pemangku
Topik Pembahasan / Metode Pendekatan / Frekuensi /
Kepentingan /
Discussion Topic Engagement Method Frequency
Stakeholders
Pegawai / Ketenagakerjaan/kesejahteraan / Employment/ Pertemuan berkala / Minimal 1 (satu) tahun
Employees welfare Regular meeting sekali / At least once a
year
Pemegang Kinerja keuangan dan kinerja non-keuangan Rapat Umum Pemegang Minimal 1 (satu) tahun
Saham / KAI / KAI’s financial and nonfinancial Saham / General Meeting of sekali / At least once a
Shareholders performance Shareholders year
Penumpang / Survei Kepuasan Penumpang / Passenger Gathering dan FGD / Minimal 1 (satu) tahun
Passengers Satisfaction Survey Gathering and FGD sekali / At least once a
year
Investor Investors Site Visit Presentasi dan kunjungan Minimal 1 (satu) tahun
Obligasi / Bond Kerja / Presentations and sekali / At least once a
Investo work visits year
Pemasok / Komunikasi 2 (dua) arah dalam rangka Rekonsiliasi kebutuhan, Sesuai kebutuhan / As
Supplier penyampaian strategi dan kebijakan termasuk Sosialisasi aturan baru needed
proses pengadaan barang dan jasa, hubungan (Jika ada) / Reconciliation of
komersial maupun evaluasi kinerja. / Means of needs, Dissemination of new
two-way communication in the context of regulations (if any)
delivering strategies and policies including the
process of procurement of goods and services,
commercial relations and performance
evaluation.
Pelanggan Upaya menjaga relasi antara KAI dengan Gathering Minimal 1 (satu) tahun
Angkutan pelanggan potensial serta masukan positif dari sekali per komoditi / At
Barang / Cargo mitra usaha demi peningkatan kinerja. / Effort least once a year for each
Forwarding to maintain a strong rapport of KAI and commodit
Customers potential customers as to obtain positive input
from partners for performance improvement
Pemantauan bersama mitra usaha terhadap Task Force Minimal 2 (dua) bulan
progres realisasi pelaksanaan angkutan serta sekali per komoditi / At
komunikasi terkait kendala pelaksanaan least twice a year for each
kegiatan di lapangan guna menentukan solusi commodity
atas kendala yang terjadi. / Joint monitoring
of partners on the realization progress of the
implementation of transportation and
discussion on challenges in implementing
activities in the field to provide solutions to such
challenges
Kunjungan ke mitra angkutan barang guna Customers Site Visit Minimal 1 (satu) bulan
memberikan kesempatan untuk interaksi di sekali per mitra / At least
antara para pihak untuk mencapai resolusi atau once a month for each
penyelesaian atas kendala yang terjadi seperti partner
adanya keterlambatan pembayaran angkutan,
turunnya volume angkutan dan berbagai
kendala yang mungkin terjadi. / Visit to a cargo
transport partner to provide an opportunity
for interaction between the parties to reach
a resolution or settlement of the obstacles that
occurred such as delays in payment of
transportation, the decrease in the volume of
transportation and various challenges that
might occur.
Laporan Tahunan dan Keberlanjutan
530 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 531
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemangku
Topik Pembahasan / Metode Pendekatan / Frekuensi /
Kepentingan /
Discussion Topic Engagement Method Frequency
Stakeholders
Media Sebagai sarana untuk menjalin silaturahmi guna Penyelenggaraan Anugerah 1 tahun sekali / Once a
membina hubungan baik antara manajemen Jurnalistik KAI / KAI year
KAI dengan media sebagai sarana untuk Journalism Award
menyampaikan kebijakan-kebijakan perusahaan
kepada media. / Means to establish good between
KAI management and the media to convey
Company policies to the media.
Media berperan sangat penting dalam Media Gathering 1 tahun sekali / Once a
membentuk image Perseroan ataupun year
mensosialisasikan kebijakan Perseroan kepada
masyarakat.
Sehingga diperlukan wadah untuk menjalin
silaturahmi dan harmonisasi yang baik antara
Manajemen KAI dengan Media melalui kegiatan
Media Gathering. / The media has important
role in shaping the Company’s image or
disseminating company policies to the public.
Hence, a forum was
needed to establish good relations and harmony
between KAI Management and the Media
through Media Gathering.
Sebagai ajang silaturahmi bagi Board of Director Media Visit 2 bulan sekali / Every two
(BOD) KAI dengan Kantor Redaksi Media months
terseleksi, yang bertujuan untuk menjalin
hubungan baik antara KAI dengan media. /
Meeting forum for the Board of Directors (BOD)
of KAI and the selected Media Editorial Office
in establishing good relations between KAI
and the media.
Railfans Edukasi dan tukar pikiran antara manajemen Bincang Santai Railfans 1 bulan sekali / Once a
(komunitas KAI dengan para railfans, pembinaan berkala, (diskusi/ month
pecinta kereta penyampaian informasi terkait perkeretaapian talk show via zoom) /
api) / railway kepada komunitas railfans se-Jawa Sumatera Railfans
fan community dengan pelaksanaan melalui media virtual Casual Talk (discussion/
Zoom. / Education and exchange of ideas talk show via zoom)
between KAI management and railfans, regular
coaching, and disclosure of information on
railways to the railfan community throughout
Java-Sumatra via Zoom
virtual media.
Silaturahmi serta penyampaian pembinaan Gathering Railfans 1 tahun sekali / Once a
dan pembekalan langsung kepada year
komunitas Railfans (dilaksanakan sebelum
masa posko Angkutan Lebaran 2022). /
Forum of gathering and providing direct
guidance and debriefing to the railfans
community (carried out before the 2022 Ied
Mubarak Transport post period).
Silaturahmi Direksi KAI dengan komunitas Silaturahmi BOD KAI dengan 1 tahun sekali / Once a
Railfans se-Jawa Sumatra, bertujuan untuk Railfans / Gathering for the year
memperkenalkan dan menjalin hubungan BOD of KAI and Railfans
baik. / Forum of gathering for the Board of
Directors of KAI and Railfans throughout
Java-Sumatra for introduction and
establishing good relations
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 531
Annual and Sustainability Report
Page 532
Tata Kelola Perusahaan
Good Corporate Governance
Pemangku
Topik Pembahasan / Metode Pendekatan / Frekuensi /
Kepentingan /
Discussion Topic Engagement Method Frequency
Stakeholders
Pengelolaan Whatsapp Group yang Sosialisasi dan Komunikasi Rutin setiap hari selama
beranggotakan Humas Kantor Pusat dan dengan Railfans se-Jawa satu tahun / Daily
perwakilan Railfans yang sudah terdaftar di Sumatera / Dissemination throughout the year
Humas Daop Divre. Whatsapp Group diisi and Communication with
dengan pembinaan, penyebaran informasi Railfans throughout Java
kebijakan perusahaan dan diskusi mengenai and Sumatra
KAI. / Management of Whatsapp Group
which consisted of Head Office Public
Relations and Railfans representatives
registered with Public Relations Daop Divre.
The Whatsapp Group contains coaching,
dissemination of Company policy, and
discussions on KAI.
PERMASALAHAN TERHADAP PENERAPAN PROBLEMS WITH THE IMPLEMENTATION OF
KEUANGAN BERKELANJUTAN [OJK E.5] SUSTAINABLE FINANCE [OJK E.5]
Berikut adalah beberapa permasalahan yang dihadapi The following are some of the problems faced by KAI while
oleh KAI selama menjalankan kinerja keberlanjutan serta carrying out its sustainability performance and the efforts
upaya yang telah dilakukan untuk mengatasi that have been made to overcome these problems:
permasalahan tersebut:
1. Penggunaan Bahan Bakar Minyak (BBM) dalam 1. The use of significant amounts of fuel oil (BBM)
Jumlah Signifikan Berimplikasi Negatif bagi has negative implications for the economy,
Ekonomi, Lingkungan, dan Sosial environment and social
KAI menyadari bahwa penggunaan BBM yang KAI realizes that the use of fuel, which is one of the
menjadi salah satu sumber energi utama untuk main energy sources for operating trains, has various
mengoperasikan kereta api memiliki berbagai implications for sustainability. The characteristics
implikasi bagi keberlanjutan. Karakteristik BBM of fuel as a non-renewable natural resource affect
sebagai sumber daya alam tak terbarukan the guarantee of supply availability in the future. If
berpengaruh terhadap jaminan ketersediaan fuel is continuously used, there is the potential for
pasokan di masa depan. Apabila BBM terus menerus a shortage due to reserves continuing to run low.
digunakan, maka potensial terjadi kelangkaan
akibat cadangan yang terus menipis.
Ketidakseimbangan supply dan demand BBM di Imbalance supply and fuel demand at global and
tingkat global maupun nasional juga berpotensi national levels also has the potential to cause fuel
menyebabkan harga BBM terus menunjukkan tren prices to continue to show an upward trend and
kenaikan dan berdampak pada harga tiket kereta have an impact on train ticket prices. Apart from
api. Selain itu, pembakaran BBM sebagai sumber that, burning fuel as an energy source also
energi juga menghasilkan emisi gas buang yang produces exhaust emissions which cause
menyebabkan degradasi lingkungan dan berpotensi environmental degradation and have the potential
mengganggu kesehatan manusia. to harm human health.
Untuk mengatasi permasalahan tersebut, KAI beralih To overcome this problem, KAI switched to using
menggunakan bahan bakar alternatif sebagai sumber alternative fuels as a replacement energy source
energi pengganti BBM untuk mengoperasikan for fuel to operate the train fleet. One of the
Laporan Tahunan dan Keberlanjutan
532 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 533
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
armada kereta api. Salah satu bahan bakar alternatif alternative fuels that has been used is B35 biodiesel
yang telah digunakan adalah bahan bakar biodiesel fuel which consists of diesel oil and biodiesel
B35 yang terdiri dari minyak solar dan biodiesel (vegetable sources) in a ratio of 65:35, so it is more
(sumber nabati) dengan perbandingan 65:35, environmentally friendly and its availability is more
sehingga lebih ramah lingkungan dan guaranteed compared to using BBM. Apart from
ketersediaannya lebih terjamin dibandingkan that, KAI also took the initiative to convert the use
dengan penggunaan BBM. Di samping itu, KAI juga of fuel to LNG as fuel for train plants.
berinisiatif mengonversikan penggunaan BBM
dengan bahan bakar LNG sebagai bahan bakar
pembangkit kereta api.
2. Perubahan Iklim yang Ekstrem 2. Perubahan Iklim yang Ekstrem
KAI menyadari bahwa saat ini perubahan iklim yang KAI realizes that currently extreme climate change
ekstrim telah terjadi dan dampaknya telah dirasakan has occurred and its impact has been felt by most
oleh sebagian besar makhluk hidup di planet ini. living creatures on this planet. Climate change is
Perubahan iklim tersebut dikarenakan terutama caused primarily by Green House Gases (GHG) which
oleh Gas Rumah Kaca (GRK) yang menjebak energi trap solar radiation energy into space so that the
radiasi balik matahari ke angkasa sehingga suhu temperature on the Earth's surface increases.
di permukaan Bumi meningkat.
Pembakaran bahan bakar fosil sebagai sumber Burning fossil fuels as an energy source is one of
energi merupakan salah satu pemicu tingginya the triggers for high carbon emissions. Therefore,
emisi karbon. Karenanya, salah satu program one of the decarbonization programs to reduce the
dekarbonisasi untuk mengurangi dampak impact of climate change focuses on the transition
perubahan iklim berfokus pada transisi penggunaan to using New Renewable Energy (EBT) sources that
sumber Energi Baru Terbarukan (EBT) yang lebih are cleaner or do not produce carbon at all in the
bersih atau tidak menghasilkan karbon sama sekali combustion process.
pada proses pembakarannya.
Bentuk upaya dekarbonisasi yang telah dilakukan The form of decarbonization efforts that KAI has
KAI adalah implementasi Pembangkit Listrik Tenaga carried out is the implementation of Solar Power
Surya (PLTS) atau Solar Panel pada Stasiun Gambir, Plants (PLTS) or Solar Panels at Gambir Station, the
Gedung Jakarta Railway Center, 40 Stasiun KAI Jakarta Railway Center Building, 40 KAI Stations as
serta Balai Yasa Manggarai dan Balai Yasa well as the Manggarai Yasa Hall and Yogyakarta Yasa
Yogyakarta. PLTS tersebut dioperasikan melalui Hall. The PLTS is operated through a system Solar
sistem Solar Panel On Grid yang menggabungkan Panel On Grid which combines electricity supply
suplai listrik dari jaringan listrik PLN dan jaringan from the PLN electricity network and the Solar
listrik Solar Panel untuk memenuhi kebutuhan Panel electricity network to meet electricity needs
listrik di area operasional. in operational areas.
3. Tingginya Potensi Terjadinya Risiko Kecelakaan 3. High Potential for Accident Risk
Sebagai perusahaan yang bergerak di bidang As a company operating in the transportation sector,
transportasi, KAI menyadari tingginya potensi KAI is aware of the high potential risk of accidents.
terjadinya risiko kecelakaan. Beberapa faktor Several factors that cause accidents are generally
penyebab terjadinya kecelakaan umumnya influenced by internal and external factors,
dipengaruhi oleh faktor internal maupun eksternal, including unreliable Rolling Stock, non-standard
di antaranya sarana tidak andal, prasarana tidak infrastructure, human error, natural conditions that
standar, human error, kondisi alam yang terkadang are sometimes difficult to predict, and the activities
sulit diprediksi, hingga aktivitas dari beberapa of several external individuals who are deliberately
oknum eksternal yang sengaja dilakukan untuk carried out to disrupt or even harm train travel.
mengganggu, bahkan mencelakakan perjalanan
kereta api.
Guna meminimalisasi potensi bahaya dari aspek In order to minimize potential dangers from
sarana dan prasarana perkeretaapian, KAI membuat aspects of railway Rolling Stock and infrastructure,
prosedur pemeriksaan rutin yang wajib dilakukan KAI has created routine inspection procedures that
dalam jangka waktu tertentu untuk mengecek must be carried out within a certain period of time
kelaikan prasarana dan sarana. Pengamatan to check the suitability of the infrastructure and
langsung dengan cara berjalan kaki untuk Rolling Stock. Direct observation by foot to check
mengecek jalur secara detail, bordes-ride/lok-ride the route in detail, boarding-ride/lok-ride is also
juga rutin dilakukan untuk memastikan kesiapan routinely carried out to ensure the readiness of
sarana dan prasarana dalam mendukung Rolling Stock and infrastructure to support the
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 533
Annual and Sustainability Report
Page 534
Tata Kelola Perusahaan
Good Corporate Governance
terciptanya keselamatan perjalanan kereta api. creation of safe train travel.
Dari sisi internal, KAI berupaya untuk meningkatkan From the internal side, KAI strives to improve
kompetensi dan disiplin pegawai, dimulai dari employee competency and discipline, starting from
penyelenggaraan Pendidikan dan Pelatihan (Diklat), the implementation of Education and Training
Pendidikan Lapangan (Diklap), Workshop/Forum (Diklat), Field Education (Diklap), Workshop/Forum
Group Discussion (FGD), hingga melakukan Group Discussion (FGD), to carry out Railway HR
sertifikasi SDM Perkeretaapian oleh lembaga yang certification by authorized institutions. KAI has also
berwenang. KAI juga telah membuat sebuah aplikasi created an application called Safety Railway
bernama Safety Railway Information (SRI) untuk Information (SRI) for reporting potential dangers
pelaporan potensi bahaya terkait dengan related to train operational safety, safety,
keselamatan operasional kereta api, keselamatan, occupational health and the environment, both
kesehatan kerja dan lingkungan, baik unsafe action unsafe actions and unsafe conditions that could
maupun unsafe condition yang dapat endanger the safety of train travel.
membahayakan keselamatan perjalanan kereta api.
Di sisi lain, untuk meminimalisasi potensi bahaya On the other hand, to minimize potential external
dari eksternal, KAI rutin melakukan sosialisasi dangers, KAI routinely carries out safety outreach
keselamatan kepada masyarakat, memetakan to the public, maps areas prone to natural disasters
daerah-daerah yang rawan bencana alam dan rawan and prone to incidents of attempts to harm train
kejadian upaya mencelakakan perjalanan kereta api, travel, as well as coordinating and collaborating
serta berkoordinasi dan berkolaborasi dengan with stakeholder related to minimizing and
stakeholder terkait untuk meminimalisasi dan preventing activities that have the potential to cause
mencegah terjadinya aktivitas yang berpotensi danger to train travel.
menimbulkan bahaya bagi perjalanan kereta api.
4. Perkembangan Industri yang Semakin Masif dan 4. Increasingly Massive and Competitive Industrial
Kompetitif Mendorong Terciptanya Berbagai Development Encourages the Creation of Various
Inovasi Innovations
KAI menyadari bahwa perkembangan industri saat KAI realizes that industrial developments are
ini semakin masif dan kompetitif. Selain currently increasingly massive and competitive.
berkembangnya kebutuhan pelanggan atas Apart from growing customer needs for
pelayanan transportasi, kemajuan teknologi juga transportation services, technological advances also
mendukung iklim perindustrian menjadi semakin support an industrial climate that is becoming
kompleks dan kompetitif. Oleh sebab itu, selaras increasingly complex and competitive. Therefore,
dengan komitmen KAI untuk memberikan in line with KAI's commitment to providing optimal
pelayanan transportasi yang optimal dan bernilai and value-added transportation services for
tambah bagi para pelanggan, Perseroan terus customers, the Company continues to develop a
mengembangkan sejumlah inovasi. Salah satunya number of innovations. One of them is improving
adalah perbaikan prasarana dengan membangun infrastructure by building double track trains,
jalur ganda kereta api, meningkatkan kualitas improving the quality of railroad materials,
material jalan rel, meng-upgrade sistem persinyalan, upgrading signaling systems, engineering curved
merekayasa geometri lengkung, serta memperbaiki geometry, and improving the quality of railroad and
kualitas perawatan jalan rel dan jembatan dalam bridge maintenance in an effort to shorten train
upaya mempersingkat waktu tempuh perjalanan travel times.
kereta api.
Selain inovasi pada layanan, KAI juga Apart from innovation in services, KAI is also
menggencarkan transformasi digital sebagai intensifying digital transformation as a spirit to face
semangat untuk menghadapi era yang semakin an era that is increasingly sophisticated and
canggih dan menuntut digitalisasi di segala aspek. demands digitalization in all aspects. One
Salah satu wujud transformasi digital ini adalah manifestation of this digital transformation is by
dengan mengujicobakan fasilitas face recognition testing facilities face recognition boarding gate at
boarding gate di Stasiun Bandung. Hadirnya Bandung Station. The presence of this innovation
inovasi ini bertujuan untuk mempermudah aims to make it easier for long-distance train
pelanggan KA Jarak Jauh yang ingin naik kereta customers who want to take the train, without
api, tanpa perlu repot-repot menunjukan berbagai having to bother showing various documents such
dokumen seperti boarding pass fisik, e-boarding as physical boarding passes, e-boarding pass, KTP,
pass, KTP, ataupun dokumen vaksinasi. or vaccination documents.
Sementara di sisi internal, Perseroan Meanwhile, on the internal side, the Company is
mengembangkan infrastruktur sistem KAISA (KAI developing the KAISA (KAI Smart Assistant) and
Laporan Tahunan dan Keberlanjutan
534 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 535
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Smart Assistant) dan RAPID (Rail Procurement in RAPID (Rail Procurement in Digital). KAISA is a smart
Digital). KAISA adalah assistant pintar dalam assistant on a robotic process automation (RPA)
platform robotic process automation (RPA) yang platform that is capable of performing repetitive,
mampu melakukan pekerjaan secara berulang, clerical, routine, manual and large amounts of work.
klerikal, rutin, manual, dan berjumlah banyak. Meanwhile, RAPID is an end to end procurement
Sementara RAPID merupakan sebuah aplikasi application and becomes a procurement supply
pengadaan end to end dan menjadi rantai pasok chain in an effort to increase efficiency, effectiveness
pengadaan dalam upaya meningkatkan efisiensi, and transparency in the process of procuring goods
efektivitas, serta transparansi pada proses and services.
pengadaan barang dan jasa.
KEBIJAKAN INTERNAL PENERAPAN INTERNAL POLICY IMPLEMENTATION OF KAI
FAKTOR-FAKTOR ESG KAI ESG FACTORS
KAI telah memiliki dan menerapkan sejumlah kebijakan KAI has and implemented a number of internal policies
internal yang mengatur penerapan faktor-faktor that regulate the application of factors Environment,
Environment, Social, and Governance (ESG) pada Social, and Governance (ESG) in the Company's
lingkungan Perseroan, dengan perincian yang dapat environment, with details which can be seen in the
dilihat pada tabel berikut: following table:
Kebijakan Internal Penerapan Faktor-Faktor ESG KAI Internal Policy for Implementing KAI ESG Factors
Ketentuan Perundang-Undangan Implementasi Dalam Ketentuan Perusahaan
Statutory Provisions Implementation within the Company’s Provisions
Amdal/Izin Lingkungan
Environmental Impact Analysis/Environmental Permit
1. Undang-Undang Nomor 32 Tahun 2009 Tentang Perlindungan Peraturan Direksi Nomor PER.U/KL.104/X/2/KA-2018 tentang
dan Pengelolaan Lingkungan Hidup / Law No. 32 of 2009 Pedoman Penyusunan Dokumen Lingkungan Hidup Izin
concerning Environmental Protection and Management Lingkungan / Board of Directors Regulation No. PER.U/KL.104/
2. Peraturan Pemerintah No.27 Tahun 2012 Tentang Izin X/2/KA-2018 concerning Guidelines for Preparing Environmental
Lingkungan / Government Regulation No. 27 of 2012 Concerning Documents for Environmental Permits
Environmental Permits
1. Peraturan Menteri LH Nomor 13 Tahun 2010 Tentang UKL-UPL 1. Peraturan Direksi Nomor PER.U/KL.104/X/2/KA-2018 tentang
dan SPPL / Minister of Environment Regulation No. 13 of 2010 Pedoman Penyusunan Dokumen Lingkungan Hidup dan Izin
concerning UKL-UPL and SPPL Lingkungan / Board of Directors Regulation No. PER.U/KL.104/
2. Peraturan Menteri LH No.16 Tahun 2012 Tentang Pedoman X/2/KA-2018 concerning Guidelines for Preparing Environmental
Penyusunan Dokumen Lingkungan Hidup / Minister of Documents and Environmental Permits
Environment Regulation No. 16 of 2012 concerning Guidelines 2. Instruksi Direksi Nomor 6/PR.904/KA-2011 tentang
for Preparing Environmental Documents Pembuatan Dokumen Pengelolaan Lingkungan Hidup (DPLH)
atau Dokumen Evaluasi Lingkungan Hidup (DELH) / Board
of Directors Instruction No. 6/PR.904/KA-2011 concerning the
Preparation of Environmental Management Documents (DPLH)
or Environmental Evaluation Documents (DELH)
Limbah
Waste
Peraturan Pemerintah Nomor 101 tentang Pengelolaan Limbah Keputusan Direksi Nomor KEP.U/KS.101/IV/1/KA-2017 tentang
Bahan Berbahaya dan Beracun (B3) / Government Regulation Pengelolaan Limbah di Daerah Operasi, Divisi Regional, Balai
No. 101 concerning Management of Hazardous and Toxic Waste Yasa, Gudang Persediaan dan Anak Perusahaan / Decree of the
(B3) Board of Directors No. KEP.U/KS.101/IV/1/KA2017 concerning Waste
Management in Operational Areas, Regional Divisions, Balai
Yasa, Supply Warehouses and Subsidiaries
Peraturan Pemerintah No. 82 Tahun 2001 Tentang Pengelolaan Instruksi No. 2/KM.203/KA-2017 tentang Pengelolaan Pekerjaan
Kualitas Air dan Pengendalian Pencemaran Air / Government Instalasi Pengolahan Air Limbah (IPAL) / Instruction No. 2/
Regulation No. 82 of 2001 concerning Water Quality Management KM.203/KA-2017 concerning Management of Wastewater
and Water Pollution Control Treatment Plant (IPAL) Works
Keputusan Direksi No. KEP.U/PL/402/VII/2/KA-2012 tentang
Petunjuk Pelaksanaan Tata Cara Penghapusan dan Penjualan
Barang Limbah di Lingkungan PT Kereta Api Indonesia
(Persero) / Decree of the Board of Directors No. KEP.U/PL/402/
VII/2/KA-2012 concerning Guidelines for the Implementation
of Procedures for the Elimination and Sale of Waste Goods in
the Environment of PT Kereta Api Indonesia (Persero)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 535
Annual and Sustainability Report
Page 536
Tata Kelola Perusahaan
Good Corporate Governance
Ketentuan Perundang-Undangan Implementasi Dalam Ketentuan Perusahaan
Statutory Provisions Implementation within the Company’s Provisions
Emisi
Emission
Peraturan Presiden Nomor 98 Tahun 2021 tentang Penyelenggaraan
Nilai Ekonomi Karbon Untuk Pencapaian Target Kontribusi yang
Ditetapkan Secara Nasional dan Pengendalian Emisi Gas Rumah
Kaca Dalam Pembangunan Nasional / Presidential Regulation
No. 98 of 2021 concerning Implementation of Carbon Economic
Value to Achieve Nationally Determined Contribution Targets
and Control of Greenhouse Gas Emissions in National Development
Tata Kelola
Governance
Peraturan Menteri BUMN Nomor 2/MBU/03/2023 tentang Peraturan Direksi Nomor PER.KL/KL.104/VIII//1/KA-2022
Pedoman Tata Kelola Kegiatan Korporasi Signifikan / Minister tentang Pedoman Tata Kelola Data (Data Governance) /
of SOEs Regulation No. 2/ MBU/03/2023 concerning Board of Directors Regulation No. PER.KL/ KL.104/VIII//1/KA-
Guidelines for the Governance of Significant Corporate 2022 concerning the Guidelines for Data Governance
Activities
Peraturan Direksi Nomor PER.U/KC.202/XII/1/KA-2020 tentang
Pedoman Tata Kelola Perusahaan Yang Baik (Good Corporate
Governance) / Board of Directors Regulation No. PER.U/KC.202/
XII/1/KA-2020 concerning the Guidelines for Good Corporate
Governance
Sosial
Social
Peraturan Menteri BUMN Nomor 1/MBU/3/2023 Tentang Penugasan Peraturan Direksi Nomor PER.U/KP.502/XII/1/KA-2022 tentang
Khusus dan Tanggung Jawab Sosial dan Bina Lingkungan / Ministry Tanggung Jawab Sosial dan Lingkungan / Board of Directors
of SOEs Regulation No. 1/MBU/3/2023 concerning Special Regulations No. PER.U/ KP.502/XII/1/KA-2022 concerning Corporate
Assignment and Social Responsibility and Community Social and Environmental Responsibilities
Development
Laporan Tahunan dan Keberlanjutan
536 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 537
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
TATA KELOLA TEKNOLOGI INFORMASI
INFORMATION TECHNOLOGY GOVERNANCE
Seiring dengan komiten KAI mewujudkan visi perusahaan In line with KAI's commitment to realizing its vision of
untuk “Menjadi Solusi Ekosistem Terbaik di Indonesia”, "Becoming the Best Ecosystem Solution in Indonesia,"
KAI telah menetapkan sejumlah strategi yang diharapkan KAI has established several strategies aimed at enhancing
mendorong peningkatan kualitas layanan bagi pelanggan, service quality for customers, internal business
operasional bisnis internal perusahaan, serta perluasan operations, and expanding synergistic partnership
kerja sama kemitraan yang sinergis. Selain itu, KAI secara collaborations. Additionally, KAI continuously pursues
konsisten terus mengusahakan inovasi dan innovation and business development to support the
pengembangan bisnis untuk mendukung pertumbuhan company's growth and resilience. All these strategies
dan ketahanan bisnis perusahaan. Seluruh strategi require the support of Information Technology (IT).
tersebut membutuhkan dukungan Teknologi Informasi Therefore, the presence of IT functions is essential for
(TI). Untuk itu, keberadaan fungsi TI menjadi mutlak each company, including KAI. This enables the company
harus dipenuhi oleh masing-masing perusahaan, to respond to unexpected challenges and seize new
termasuk KAI. Dengan begitu, perusahaan dapat opportunities.
merespons tantangan-tantangan yang mungkin hadir
secara tak terduga, serta menangkap peluang-peluang
baru.
Di sisi lain, penggunaan TI tidak hanya menghadirkan On the other hand, the use of IT not only provides benefits
nilai manfaat tetapi juga menghadirkan risiko yang perlu but also presents risks that need to be seriously
diantisipasi secara serius. Memahami hal tersebut, KAI anticipated. Understanding this, KAI implements good
menerapkan Tata Kelola TI yang baik. Sehingga, nilai IT Governance to ensure that the benefits of IT usage are
manfaat dari penggunaan TI dapat diperoleh secara maximized while managing the risks optimally.
optimal, dan pada saat yang sama, risiko-risiko yang
ditimbulkan dapat dikelola secara optimal
Profil Direktorat Teknologi Informasi Profile of the Information Technology Directorate
Keberadaan Unit Sistem Informasi diatur berdasarkan The existence of the Information Systems Unit is regulated
Peraturan Direksi PT Kereta Api Indonesia (Persero) Nomor based on the Board of Directors Regulation of PT Kereta
PER.U/KO.104/I/3/KA-2022 tentang Organisasi dan Tata Api Indonesia (Persero) Number PER.U/KO.104/I/3/KA-2022
Laksana Direktorat Keuangan dan Manajemen Risiko, concerning the Organization and Implementation of the
dengan penjabaran sebagai berikut: Directorate of Finance and Risk Management, with the
following details:
DIVISION HEAD OF
INFORMATION SYSTEM
(KI)
SUBDIVISION HEAD OF IT SUBDIVISION HEAD OF IT SUBDIVISION HEAD OF IT SUBDIVISION HEAD OF
TICKETING PROJECT
PLANING AND GOVERNANCE DESIGN AND GOVERNANCE OPRATION ENTERPRISE RESOUCE PLANNING
DIRECTOR
(KIP) (KID) (KIO) (KIR)
SECTIONHEAD OF IT PLANING SECTIONHEAD OF ANALYSIS SECTIONHEAD OF NETWORK SECTION HEAD OF ERP TICKETING PROJECT
AND ARCHITECTURE AND DESIGN AND SECURITY OPERATION FINANCE MANAGER
(KIPP) (KIDA) (KION) (KIRF)
SECTIONHEAD OF IT PMO SECTIONHEAD OF SECTION HEAD OF IT SECTION HEAD OF ERP
AND BUDGET CONTROL DEPELOPMENT APPLICATION AND DATA CENTER LOGISTIC GROUP OF ENGINER
(KIP) (KIDD) (KIDA) (KIRL)
SECTIONHEAD OF IT POLICE SECTIONHEAD OF SERVICE
SECTIONHEAD OF QUALITY SECTION HEAD OF ERP
AND COMPILIANCE DESK, END USER SUPPORT AND
CONTROL AND IMPLEMENTATION PERFORMANCE REPORTING HUMAN RESOURCE
(KIPC) (KIDC) (KIRH)
(KIOS)
PROJECT TECNICAL
WRITER
BAGIAN SISTEM INDORMASI SECTION HEAD OF ERP
DAOP, DIVRE DAN BALAI YASA SUPPORT AND OPRATION
(KIRS)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 537
Annual and Sustainability Report
Page 538
Tata Kelola Perusahaan
Good Corporate Governance
Vice President Corporate Social Responsibility The Information Systems Division is an organizational
melaksanakan tugas dan tanggung jawab dengan unit under the Director of Finance and Risk Management,
didukung oleh 2 (dua) Manager, dengan penjelasan led by the Division Head of Information Systems, with
sebagai berikut: the following tasks:
1. Menetapkan perencanaan dan melakukan 1. Establishing planning and controlling related to
pengendalian terkait tata kelola, pengembangan, governance, development, services, and operations
layanan dan operasional sistem informasi; of information systems;
2. Menetapkan perencanaan dan melakukan 2. Establishing planning and controlling related to the
pengendalian terkait pengembangan teknologi development of data technology and ticketing
data dan sistem tiket; systems;
3. Menyelenggarakan pembinaan sistem informasi di 3. onducting information systems development in
Anak Perusahaan agar selaras dengan arah Subsidiaries to align with the direction of
pengembangan sistem informasi yang ditetapkan information systems development set by the
oleh Perusahaan. Company.
Divisi Information System membawahi Subdivisi IT The Information Systems Division oversees the IT
Planning and Governance, Subdivisi IT Design and Planning and Governance Subdivision, IT Design and
Development, Subdivisi IT Operation, Subdivisi Development Subdivision, IT Operation Subdivision,
Enterprise Resource Planning, dan Ticketing Project Enterprise Resource Planning Subdivision, and Ticketing
Director. Selain itu, terdapat perwakilan unit sistem Project Director. Additionally, there are representatives
informasi di daerah meliputi Daerah Operasi, Divisi of the information systems unit in the regions, including
Regional, dan Balai Yasa. the Operating Areas, Regional Divisions, and Balai Yasa.
Divisi Information System bekerja sesuai Rencana The Information Systems Division operates in accordance
Jangka Panjang Perusahaan 2020-2024, IT Master Plan, with the Company's Long-Term Plan 2020-2024, IT Master
dan IT Governance. Plan, and IT Governance.
ISO 27001
RJPP MATURITY LEVEL
ITMP
Portofolio
Management
Project
Execution
Demand
Time & Cost
Resource
Management
Utilization
Service
a. Rencana Jangka Panjang Perusahaan Rencana a. Company Long-Term Plan The Company's Long-
Jangka Panjang Perusahaan periode 2020-2024 Term Plan for the period 2020-2024 includes the
meliputi strategi bisnis perusahaan guna company's business strategies to realize its vision
mewujudkan visi dan misi Perseroan termasuk and mission, including strategies related to
strategi terkait Teknologi Informasi. Information Technology.
b. IT Master Plan Teknologi Informasi merupakan b. IT Master Plan The IT Master Plan is an elaboration
penjabaran dari RJPP untuk program strategis of the Long-Term Corporate Plan (RJPP) for strategic
Teknologi Informasi sesuai dengan periode RJPP Information Technology programs in line with the
2020-2024. RJPP period 2020-2024.
c. IT Governance IT Governance untuk mendukung c. IT Governance IT Governance supports
proses bisnis Teknologi Informasi, dengan kebijakan Information Technology business processes, with
yang ditetapkan berdasarkan framework COBIT, policies established based on the COBIT framework,
ISO 27001, TOGAF serta best practice lainnya ISO ISO 27001, TOGAF, and other best practices. ISO
27001 dan Maturity Level diterapkan sebagai 27001 and Maturity Level are applied as evaluations
evaluasi dalam pelaksanaan tata kelola Teknologi in the implementation of Information Technology
Informasi. governance.
Laporan Tahunan dan Keberlanjutan
538 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 539
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
VISI DAN MISI TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY AND MISSION
Mengaktifkan peningkatan layanan, keselamatan, dan efisiensi yang berkelanjutan melalui dorongan
Visi Vision pengembangan teknologi.
Enable continuous improvement in services, safety, and efficiency through the promotion of technology development.
1 2 3 4 5
Strategi Teknologi KAI
KAI Technology Strategy
Menggunakan teknologi Mengoptimalkan Menggunakan dataset Mendorong teknologi Mendorong literasi dan
untuk meningkatkan teknologi untuk untuk mendukung sebagai potensi strategis budaya digital perusa-
Customer Experience meningkatkan operasi pembuatan keputusan untuk KAI digital office haan
KA & operasional TI yang lebih baik melalui
Using technology to data analitik Encouraging technology Encouraging company
improve Customer Optimizing technology to as a strategic potential for digital literacy and culture
Experience improve KA operations & Using datasets to support KAI digital office
IT operations better decision making
through data analytics
Kemampuan yang dibutuhkan
untuk mewujudkan strategi Modernisasi KAI digital channel
Modernization of the KAI digital channel
Skills needed to implement the
strategies: Aplikasi enterprise bersifat modular serta andal dan berskalabilitas
Enterprise applications that are modular as well as reliable and scalable
Customer Centric
Arsitektur Data
Data Architecture
Pengembangan Teknologi dan
Management
Technology Development and
Management Optimalisasi integrasi, jaringan dan infrastruktur TI
Optimization of Integration, network, and infrastructure of IT
Proactive Stakeholder
Management
Ketahanan dan keandalan cyber security
Cyber security resilience and reliability
Pengembangan internal
untuk mendukung strategi Sistem, Proses, Prosedur
KPI & Matrik
Internal development to Struktur Organisasi
KPI & Matrix
Tata Kelola dan Standar
Organizational Structure Governance System, Process,Procedure
support strategy (RAFs parameter)
and Standards
Penerapan Tata Kelola Teknologi Informasi KAI Implementation of KAI Information Technology
Governance
1. Master Plan Teknologi Informasi Perusahaan telah 1. Information Technology Master Plan The
menetapkan Master Plan Teknologi Informasi 2020- company has established the Information
2024 yang selaras dengan Rencana Jangka Panjang Technology Master Plan 2020-2024, which is aligned
Perusahaan dengan Pencapaian Program Strategis with the Company's Long-Term Plan and the
Tahun 2023. Achievement of Strategic Programs for 2023.
2. IT Governance Perusahaan telah menetapkan 2. IT Governance The company has established
pedoman Tata Kelola Teknologi Informasi melalui guidelines for IT Governance through the Board of
Keputusan Direksi terkait Kebijakan Umum Tata Directors' Decree on General Policies of IT
Kelola Teknologi Informasi (IT Governance) dan Governance and IT Policies and Procedures, along
Kebijakan dan Prosedur Teknologi Informasi (IT with their related documents, which refer to
Policy) beserta dokumen turunannya mengacu Information Security.
pada Keamanan Informasi.
3. Komite Teknologi Informasi Perusahaan telah 3. Information Technology Committee The
menetapkan Komite Teknologi Informasi untuk company has established the Information
mendukung bisnis perusahaan dalam Technology Committee to support the company's
pengembangan teknologi yang selaras dengan business in technology development aligned with
kebutuhan bisnis. Komite Teknologi Informasi telah business needs. The Information Technology
melaksanakan tugas dan tanggung jawab melalui Committee has carried out its duties and
penyelenggaraan rapat, dengan materi responsibilities through meetings, discussing
pembahasan mencakup perencanaan strategis topics such as strategic information technology
teknologi informasi, tata kelola teknologi informasi planning, IT governance, and information
serta rencana investasi teknologi informasi. technology investment plans.
4. Keamanan Siber Perusahaan telah membentuk 4. Cyber Security The company has formed a Cyber
Tim Tanggap Insiden Siber (CSIRT) untuk Security Incident Response Team (CSIRT) to provide
memberikan layanan serta penanganan keamanan responsive and professional cybersecurity and
dan ketahanan siber yang responsif dan profesional. resilience services. The CSIRT performs duties and
Tim Tanggap Insiden Siber (CSIRT) melaksanakan responsibilities in handling cyber incidents,
tugas dan tanggung jawab dalam penanganan conducting cybersecurity awareness programs, and
insiden siber, sosialisasi keamanan siber, serta coordinating with external parties in handling cyber
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 539
Annual and Sustainability Report
Page 540
Tata Kelola Perusahaan
Good Corporate Governance
berkoordinasi dengan pihak eksternal Perusahaan incidents.
dalam penanganan insiden siber
5. Perlindungan Data Pribadi Perusahaan 5. Personal Data Protection As a personal data
merupakan pengendali data pribadi mengharuskan controller, the company must comply with Law No.
patuh terhadap UU no 27 Tahun 2022 tentang 27 of 2022 concerning Personal Data Protection.
Perlindungan Data Pribadi. Sehingga Perusahaan Therefore, the company has formed a Personal Data
telah membentuk Tim Penyiapan Penerapan Protection Implementation Preparation Team,
Perlindungan Data Pribadi, menyusun Peraturan drafted the Board of Directors Regulation on
Direksi Perlindungan Data Pribadi dan menyusun Personal Data Protection, and prepared the Record
ROPA (Record of Processing Activities). of Processing Activities (ROPA).
Penerapan Tata Kelola Teknologi Informasi mencakup Implementation of Information Technology Governance
dilakukannya efektivitas melalui asesmen maupun includes the effectiveness through assessments and
sertifikasi, antara lain: certifications, such as:
1. ISO 27001 Sistem Manajemen Keamanan 1. ISO 27001 Information Security Management
Informasi Dalam penyelenggaraan Tata Kelola System In implementing IT Governance,
Teknologi Informasi, keamanan informasi information security is a crucial aspect. IT
merupakan aspek yang sangat penting. Kinerja Tata Governance performance will be disrupted if the
Kelola IT akan terganggu jika informasi Perusahaan company's information encounters security issues
mengalami masalah keamanan terkait aspek related to Confidentiality, Integrity, and Availability.
Confidentiality, Integrity, dan Availability. Information Security implementation has been
Implementasi Keamanan Informasi dilakukan sejak carried out since 2013 through ISO 27001
2013 melalui sertifikasi ISO 27001. Untuk tahun 2023 certification. For 2023, the company successfully
Perusahaan berhasil mempertahankan sertifikasi maintained the certification through a Surveillance
melalui Surveillance Audit pada bulan Mei 2023 oleh Audit in May 2023 by the Certification Body CBQA
Badan Sertifikasi CBQA Global. Global.
2. Asesmen IT Maturity Level Asesmen IT Maturity 2. IT Maturity Level Assessment The IT Maturity Level
Level merupakan salah satu pengukuran Assessment is one measure of the effectiveness of
efektivitas Tata Kelola Teknologi Informasi mengacu IT Governance, referring to the COBIT framework.
pada framework COBIT. Untuk tahun 2023 In 2023, the company conducted an IT Maturity
Perusahaan telah melakukan Asesmen IT Maturity Level Assessment by an Independent Consultant
Level oleh Konsultan Independen dengan skor 3,67 with scores of 3.67 (24 GAMO) and 3.60 (30 GAMO).
(24 GAMO) dan 3.60 (30 GAMO). Perusahaan telah The company has achieved the minimum target of
mencapai target minimal 3 sehingga diharapkan 3 and is expected to evaluate the impact of IT
untuk melakukan evaluasi dampak investasi TI investments in 2023 on the company's business as
tahun 2023 terhadap bisnis Perusahaan sebagai follows:
berikut:
a. Big Data Analytic, dapat meningkatkan a. Big Data Analytics, can enhance strategic
pengambilan keputusan strategis manajemen management decision-making based on actual
berdasarkan data actual, mempermudah data, facilitate progress monitoring, and speed
monitoring progress dan penyajian pelaporan up reporting to be faster, up-to-date, and real-
menjadi lebih cepat, up to date dan real time. time.
b. Transformasi Digital, dengan penerapan insight b. Digital Transformation, by implementing
di beberapa bidang memberikan dampak insights in various areas, it impacts such as
antara lain optimalisasi penetapan harga optimizing passenger fare setting, a new model
angkutan penumpang (Passenger), new model of Balai Yasa reducing overhaul days from 23
Balai Yasa dapat mengurangi Hari Balai Yasa to 11.5 for P24 (Rolling Stock), improving
dari 23 menjadi 11.5 untuk Overhaul P24 (Rolling procurement performance through business
Stock), meningkatkan kinerja Procurement process changes, organizational structure
melalui perubahan proses bisnis, struktur adjustments, SOP adjustments, and using
organisasi, penyesuaian pedoman/SOP, serta electronic procurement applications, and
penggunaan aplikasi pengadaan secara Assessment Insight Driven Organization (IDO)
elektronik, Assessment Insight Driven for implementing digital transformation in
Organization (IDO) untuk implementasi infrastructure.
transformasi digital Prasarana (Infrastructure).
c. Lisensi SAP, dengan penggunaan SAP modul c. SAP Licensing: Using officially licensed SAP
Finance, Human Resource dan Logistics modules for Finance, Human Resources, and
berlisensi resmi dapat mendukung bisnis Logistics can optimally support the company's
Perusahaan secara optimal dengan full business with a full package of modules
package modul baik update version, patch including updates, patches, and maintenance
maupun maintenance support dari principal support from the principal, ensuring
serta comply terhadap Undang Undang Hak compliance with copyright laws.
Cipta.
Laporan Tahunan dan Keberlanjutan
540 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 541
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
d. Asesmen Indonesia Industry Readiness Index d. Indonesia Industry Readiness Index 4.0 (INDI
4.0 (INDI 4.0): Assessment INDI 4.0 dilakukan 4.0) Assessment: The INDI 4.0 assessment was
tahun 2022 oleh Asesor dari Balai Besar Bahan conducted in 2022 by assessors from the Center
dan Barang Teknik (B4T) dengan skor INDI 4.0 for Materials and Technical Goods (B4T) with
sebesar 3.35. an INDI 4.0 score of 3.35.
Masterplan Teknologi Informasi Information Technology Masterplan
Sebagai entitas BUMN, Perseroan diwajibkan untuk As a state-owned enterprise, the Company is required
memiliki Master Plan TI berjangka waktu yang di-review to have an IT Masterplan with a set period that is reviewed
secara periodik. Hal tersebut didasarkan pada Peraturan periodically. This requirement is based on the Ministry
Menteri BUMN Nomor PER-02/MBU/2013 tentang Panduan of SOE Regulation No. PER-02/MBU/2013 regarding the
Penyusunan Pengelolaan Teknologi Informasi Badan Guidelines for Information Technology Management of
Usaha Milik Negara dan perubahannya melalui Peraturan State-Owned Enterprises and its amendments through
Menteri BUMN Nomor PER03/MBU/02/2018. Lebih dari Ministry of SOE Regulation No. PER03/MBU/02/2018.
itu, keberadaan Master Plan TI selaras dengan ketentuan Furthermore, the existence of the IT Masterplan aligns
di dalam Surat Kementerian BUMN Nomor S-949/MBU/ with the provisions in the Ministry of SOE Letter No. S-
10/2020 perihal tindak lanjut Aspirasi Pemegang Saham 949/MBU/10/2020 regarding the follow-up on Shareholder
(APS) terkait Teknologi dan Teknologi Informasi Tahun Aspirations (APS) related to Technology and Information
2021 khusus bidang Teknologi Informasi. Technology for the year 2021, specifically in the field of
Information Technology.
KAI telah memiliki Master Plan TI 2020-2024 sebagai KAI has established an IT Masterplan for 2020-2024 as a
rencana strategis pengembangan Teknologi Informasi strategic plan for the development of Information
untuk periode 2020 sampai dengan 2024, yang diterapkan Technology for the period from 2020 to 2024, which is
selaras dengan RJPP Perusahaan 2020-2024. Master Plan implemented in alignment with the Company’s Long-
TI 2020- 2024 dijabarkan menjadi sejumlah aspek Term Plan (RJPP) 2020-2024. The IT Masterplan 2020-2024
implementasi, sebagai berikut: is detailed into several implementation aspects, as
follows:
1. Business & IT Assessment, meliputi arahan strategis 1. Business & IT Assessment, includes strategic business
bisnis baik internal maupun eksternal serta directions both internal and external, as well as the
gambaran kondisi TI yang telah berjalan; current state of IT operations.
2. Penyelarasan bisnis dan IT, meliputi penyelarasan 2. Business and IT Alignment, covers the alignment
strategi bisnis maupun fungsional bisnis dengan of business and functional strategies with
Teknologi Informasi; Information Technology.
3. IT Maturity, meliputi pengukuran kematangan tata 3. IT Maturity, involves measuring the maturity of IT
Kelola Teknologi Informasi berdasarkan framework governance based on COBIT and Gartner
COBIT maupun Gartner; frameworks.
4. Desain Enterprise Architecture, meliputi 4. Enterprise Architecture Design, eEncompasses the
penggambaran Teknologi Informasi ke dalam depiction of Information Technology into
arsitektur baik dari segi aplikasi, teknologi, maupun architecture, including application, technology, and
tata Kelola Teknologi Informasi; IT governance aspects.
5. Analisis Kesenjangan, merupakan GAP Assessment 5. Gap Analysis, represents a Gap Assessment from
dari segi aplikasi, infrastruktur maupun tata Kelola the perspectives of applications, infrastructure, and
Teknologi Informasi; IT governance.
6. Potensi Inisiatif, meliputi inisiatif segi aplikasi, 6. Potential Initiatives, covers initiatives related to
infrastruktur maupun tata Kelola Teknologi applications, infrastructure, and IT governance.
Informasi;
7. Analisis Prioritas dan Portofolio, meliputi penentuan 7. Priority and Portfolio Analysis, includes the
prioritas inisiatif beserta rencana implementasi determination of initiative priorities and the
tahun 2020-2024; implementation plan for 2020-2024.
8. Roadmap Digitalisasi Teknologi Informasi, meliputi 8. IT Digitalization Roadmap, includes the
program digitalisasi tahun 2020-2024 sesuai dengan digitalization program for 2020-2024 in accordance
inisiatif IT Master Plan; with the IT Master Plan initiatives.
9. Resume estimasi biaya implementasi dan 9. Cost and Expert Resource Estimates, provides
kebutuhan tenaga ahli tahun 2020-2024 baik dari estimates of implementation costs and expert needs
segi aplikasi, teknologi, maupun tata Kelola for 2020-2024 in terms of applications, technology,
Teknologi Informasi. and IT governance.
Dokumen Masterplan TI 2020-2024 mengarahkan The IT Masterplan 2020-2024 guides KAI’s IT development
pengembangan TI KAI agar sejalan dengan strategi bisnis to align with business strategies and deliver the expected
dan memberikan manfaat yang diharapkan. Untuk itu, benefits. Therefore, commitment from all elements of
dibutuhkan komitmen dari seluruh unsur Perseroan the Company, including management, is necessary to
mencakup manajemen untuk mengimplementasikan effectively implement the IT Masterplan 2020-2024.
Masterplan TI 2020-2024 dengan baik.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 541
Annual and Sustainability Report
Page 542
Laporan Keberlanjutan
Sustainability Report
Laporan Tahunan dan Keberlanjutan
542 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 543
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KINERJA
06
KEBERLANJUTAN
Sustainability Performance
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 543
Annual and Sustainability Report
Page 544
Laporan Keberlanjutan
Sustainability Report
TENTANG LAPORAN KEBERLANJUTAN
ABOUT SUSTAINIBILITY REPORT
Laporan Keberlanjutan KAI 2023 menyajikan informasi Sustainability Report KAI 2023 presents information about
kinerja berkelanjutan mencakup aspek ekonomi, sosial, the sustainable performance covering economic, social
dan lingkungan, serta pengungkapan tata kelola and environment aspects, and also disclosure of
keberlanjutan yang berlaku pada KAI beserta seluruh sustainable governance that is applicable for KAI and the
anak perusahaan. [GRI 2-2] subsidiaries. [GRI 2-2]
Laporan Keberlanjutan KAI merupakan bagian dari Sustainability Report KAI is the part of the Annual Reports,
Laporan Tahunan, dan disusun dengan mengacu pada: and is prepared with refers to:
1. Peraturan Otoritas Jasa Keuangan Republik 1. The Financial Services Authority Regulation of
Indonesia No. 51/POJK.03/2017 tentang Penerapan Indonesia No. 51/POJK.03/2017 on the
Keuangan Berkelanjutan Bagi Lembaga Jasa Implementation of Sustainable Finance for
Keuangan, Emiten, dan Perusahaan Publik. Financial Services Institutions, Issuer and Public
2. Surat Edaran Otoritas Jasa Keuangan Republik Companies.
Indonesia No.16/SEOJK.04/2021 tentang Bentuk 2. The Financial Services Authority Regulation of
dan Isi Laporan Tahunan Emiten atau Perusahaan Indonesia Circular Letter No.16/SEOJK.04/2021
Publik. regarding the Form and Content of Annual Reports
3. Tujuan Pembangunan Berkelanjutan (TPB) atau of Issuer or Public Companies.
Sustainable Development Programs (SDGs). 3. Sustainable Development Goals (SGDs).
4. Standar Global Reporting Initiative (GRI) 2021 yang 4. Global Reporting Initiative (GRI) Standards 2021 that
berlaku sebagai acuan internasional (with reference). are applicable as international references, using with
reference option.
Laporan ini mengungkap kinerja keberlanjutan KAI dan This report covers the sustainable performance of KAI
seluruh anak perusahaan selama periode 1 Januari - 31 and the subsidiaries during the period January 1 st -
Desember 2023, dan merupakan Laporan Keberlanjutan December 31 st, 2023, and is the 10th year of Sustainability
tahun ke-10 sejak KAI pertama kali melaporkan kinerja Report since KAI first reported sustainability performance
keberlanjutan pada 2014. Laporan ini diterbitkan sebagai in 2014. This report is published as part of KAI’s 2023
bagian Laporan Tahunan KAI 2023 yang dipublikasikan Annual Report which is published in a printed edition,
dalam edisi cetak, serta tersedia dalam format elektronik as well as available in electronic format on the official
pada situs web resmi www.kai.id . [GRI 2-3] website www.kai.co.id . [GRI 2-3]
Seiring berjalannya waktu, KAI senantiasa berupaya Over the time, KAI continues to improve the quality of
memperbaiki kualitas pelaporan, baik dari sisi cakupan reporting, both in terms of coverage and data accuracy
maupun akurasi data sebagai bagian dari transparansi as part of the transparency of corporate governance. In
tata kelola perusahaan. Pada laporan ini, terdapat data this report, there is data that is restated which marked
yang disajikan kembali yang ditandai dengan keterangan with a caption on the data. During 2023, KAI did not receive
pada data dimaksud. Selama tahun 2023, KAI tidak any feedback on the 2022 Sustainability Report. [GRI 2-4]
menerima umpan balik atas Laporan Keberlanjutan 2022.
[GRI 2-4]
Kami berharap, Laporan Keberlanjutan ini dapat menjadi We hope this Sustainability Report can be a reference
acuan bagi pemangku kepentingan dalam mempelajari for stakeholders in studying and assessing the
serta menilai pelaksanaan kinerja keberlanjutan untuk implementation of sustainability performance for 2023.
tahun 2023. Kami juga berkomitmen meningkatkan We are also committed to continuously improving the
kualitas pelaporan secara berkesinambungan dari tahun quality from year-to-year, through a positive reciprocal
ke tahun, melalui mekanisme timbal balik yang positif mechanism by involving stakeholders. For this reason,
dengan melibatkan pemangku kepentingan. Untuk itu, we invite all parties to provide feedback that can be
kami mempersilahkan semua pihak memberikan umpan submitted through:
balik yang dapat disampaikan melalui:
Kontak KAI [GRI 2-3] KAI Contact [GRI 2-3]
PT Kereta Api Indonesia (Persero) PT Kereta Api Indonesia (Persero)
Alamat : Jalan Perintis Kemerdekaan No. 1, Address : Jalan Perintis Kemerdekaan No. 1,
Bandung 40117 PO Box 1163 Bandung Bandung 40117 PO Box 1163 Bandung
40000, Indonesia 40000, Indonesia
Telp : (022) 4230031, 4230039, 4230054 Telp : (022) 4230031, 4230039, 4230054
Fax : (022) 4203342 ext. 10039 Fax : (022) 4203342 ext. 10039
E-mail : dokumen@kai.id E-mail : dokumen@kai.id
Laporan Tahunan dan Keberlanjutan
544 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 545
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Media Sosial Social Media
WhatsApp : 0811-1211-1121 WhatsApp : 0811-1211-1121
Facebook : Kereta Api Kita, KAI121 Facebook : Kereta Api Kita, KAI121
X (Twitter) : @Kereta Apikita, @kai121 X (Twitter) : @Kereta Apikita, @kai121
Instagram : @Kereta Apikita, @kai121_ Instagram : @Kereta Apikita, @kai121_
Youtube : Kereta Api Kita Youtube : Kereta Api Kita
TikTok : @kai121_ TikTok : @kai121_
Podcast : Sahabat KAI Podcast : Sahabat KAI
TOPIK MATERIAL MATERIAL TOPIC
Proses Penentuan Topik Material [GRI 3-1] Determining Content and Material Topics [GRI 3-1]
KAI melaksanakan proses penentuan topik material pada KAI conducted the material topic determination process
5-19 Februari 2024 dengan melibatkan penanggung from February 5 th-19 th, 2024, involving those responsible
jawab penyusunan Laporan Berkelanjutan yang for preparing the Sustainability Report in collaboration
bekerjasama dengan tim penyusun (eksternal), serta with the drafting team (external) and several divisions.
melibatkan sejumlah divisi. Sesuai panduan GRI Standar According to the GRI Standards 2021 guidelines, KAI
2021, KAI melakukan empat langkah penentuan topik followed four steps to determine material topics as
material seperti dijelaskan berikut ini. described below.
1. Memahami Konteks Keberlanjutan KAI 1. Understanding KAI’s Sustainability Context
KAI melakukan Focus Group Discussion (FGD) untuk KAI held a Focus Group Discussion (FGD) to identify
mengidentifikasi aspek-aspek keberlanjutan pada sustainability aspects in its activities, business
aktivitas, hubungan bisnis, pemangku kepentingan, relationships, stakeholders, and sustainability
dan konteks keberlanjutan dari semua anak context of all subsidiaries, including minority
perusahaan, termasuk kepentingan minoritas. interests. In the FGD held in February 2024, KAI
Dalam FGD yang diselenggarakan pada Februari involved the Communications Division, Human
2024 ini, KAI melibatkan Divisi Komunikasi, Sumber Resources, Investor Relations, Legal and Compliance,
Daya Manusia, Hubungan Investor, Legal dan Marketing and Sales, Procurement, and Product
Kepatuhan, Pemasaran dan Penjualan, Pengadaan, Development.
dan Pengembangan Produk.
2. Mengidentifikasi Dampak Aktual dan Potensial 2. Identifying The Actual and Potential Impacts
Pada langkah ini, KAI berupaya mengidentifikasi In this step, KAI aimed to identify impacts that have
dampak yang sudah terjadi (aktual) baik dampak already occurred (actual), both positive and
positif maupun negatif, serta dampak potensial negative, as well as potential impacts that may occur
yang mungkin terjadi dalam jangka pendek, in the short, medium, and long term. We also
menengah, dan panjang. Kami juga mengidentifikasi identified expected and unexpected impacts, as
dampak yang diharapkan dan tidak diharapkan, well as recoverable and non-recoverable impacts.
serta dampak yang dapat dipulihkan dan tidak This effort was carried out by gathering insights
dapat dipulihkan. Upaya ini dilakukan dengan from stakeholders, consultants, and academics
mengumpulkan pandangan baik dari para through questionnaire surveys.
pemangku kepentingan serta pihak konsultan
maupun akademisi melalui survei berbentuk
kuesioner.
Dampak tersebut sesuai dengan yang telah These impacts align with those identified in the
diidentifikasi dalam Standar GRI 2021 Konsolidasi, GRI Standards 2021 Consolidation and the Financial
dan Peraturan Otoritas Jasa Keuangan Nomor 51/ Services Authority Regulation Number 51/
POJK.03/2017 Tahun 2017 tentang Penerapan POJK.03/2017 of 2017 on the Implementation of
Keuangan Berkelanjutan bagi Lembaga Jasa Sustainable Finance for Financial Service
Keuangan, Emiten, dan Perusahaan Publik. Dampak Institutions, Issuers, and Public Companies. A total
aktual dan potensial (topik material) yang berhasil of 16 actual and potential impacts (material topics)
diidentifikasi sebanyak 16 material, meliputi: were identified, including:
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 545
Annual and Sustainability Report
Page 546
Laporan Keberlanjutan
Sustainability Report
Aspek Ekonomi Aspek Lingkungan Aspek Sosial Aspek Tata Kelola
Economy Aspect Environment Aspect Social Aspect Governance Aspect
• Kinerja Ekonomi / • Energi / Energy • Kesehatan dan • Kepatuhan dan Etika
Economic Aspect Keselamatan Kerja (K3) / Bisnis / Business Ethics
• Air dan Efluen / Water Occupational Health and
• Transparansi Pajak / Tax and Effluents Safety (OHS) Compliance • Teknologi Informasi
Transparency Digital / Digital
• Limbah / Waste • Pengembangan dan Technology Information
• Keberadaan Pasar / Kesejahteraan Karyawan
Market Presence • Emisi / Emissions / Employee Development • Rantai Pasok
and Welfare Berkelanjutan /
• Material ramah Sustainable Supply Chain
lingkungan / • Keselamatan Pelanggan /
Environmentally Friendly Customer Safety
Materials
• Pemberdayaan
• Keanekaragaman Hayati / Masyarakat Sekitar /
Biodiversity Community
Empowerment
3. Menilai Signifikansi Dampak 3. Assessing Impact Significance
Berdasarkan hasil identifikasi topik material, KAI Based on the identification of material topics, KAI
melakukan penilaian signifikansi dampak assessed the significance of impacts based on their
berdasarkan jenisnya bersama konsultan dan types, in collaboration with consultants and
akademisi. Penilaian signifikansi dampak negatif academics. The significance of negative impacts
dilakukan berdasarkan tingkat keparahan was evaluated based on the severity level, including
mencakup skala, ruang lingkup, serta konsekuensi scale, scope, and irreparable consequences, as well
yang tidak bisa diperbaiki, dan berdasarkan as the likelihood of occurrence in the future. The
kemungkinan terjadinya di masa mendatang. significance of negative impacts was also analyzed
Signifikansi dampak negatif juga dianalisis based on their influence on Human Rights (HR).
berdasarkan pengaruhnya terhadap Hak Asasi The significance of positive impacts was determined
Manusia (HAM). Adapun signifikansi dampak positif by their scale and scope, as well as the likelihood
juga ditentukan oleh skala dan cakupannya, serta of occurrence within a certain period.
kemungkinan terjadinya pada periode tertentu.
Tahap ini dilakukan dengan mengirimkan kuesioner This stage was carried out by sending
mengenai signifikansi dampak kepada para questionnaires about the significance of impacts
pemangku kepentingan baik internal maupun to both internal and external stakeholders,
eksternal, sehingga menghasilkan asesmen resulting in the following impact significance
signifikansi dampak sebagai berikut. assessment.
Laporan Tahunan dan Keberlanjutan
546 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 547
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tinggi High
Kesehatan dan
Signifikansi Pengaruh Terhadap Pemangku Kepentingan
Keselamatan Kerja (K3)
Occupational Health
and Safety (OHS)
Keselamatan Pelanggan
Compliance
Customer Safety
Significance of the impact on stakeholders
Teknologi Informasi Digital
Digital Technology Information Pengembangan dan Kesejahteraan Karyawan
Kepatuhan dan Etika Bisnis Employee Development and Welfare
Business Ethics
Medium Medium
Kinerja Ekonomi Energi
Economic Aspect Energy
Emisi
Pemberdayaan Masyarakat Sekitar Emission
Community Empowerment
Air dan Efluen
Water and Effluents
Limbah
Waste
Rantai Pasok Berkelanjutan Material ramah lingkungan
Sustainable Supply Chain Environmentally Friendly Materials
Keanekaragaman Hayati
Rendah Low
Keberadaan Pasar Biodiversity
Market Presence
Transparansi Pajak
Tax Transparency
Rendah Low Medium Medium Tinggi High
Signifikansi Pengaruh Terhadap Perusahaan
Significance of the impact on the company
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 547
Annual and Sustainability Report
Page 548
Laporan Keberlanjutan
Sustainability Report
4. Memprioritaskan Dampak Paling Signifikan untuk 4. Assessing Impact Significance
Pelaporan
KAI telah mengelompokkan dampak paling KAI has grouped the most significant impacts,
signifikan yang mencakup beberapa topik sesuai encompassing several topics according to categories
dengan kategori yang terkait aktivitas bisnis, related to business activities, stakeholders, types
pemangku kepentingan, jenis hubungan bisnis, of business relationships, or economic or
atau sumber daya ekonomi atau lingkungan. environmental resources.
Berdasarkan asesmen signifikansi dampak, KAI Based on the impact significance assessment, KAI
memprioritaskan 10 topik material dengan prioritized 10 material topics with high impact
signifikansi dampak yang tinggi, mencakup: significance, including:
1. Kesehatan dan Keselamatan Kerja 1. Occupational Health and Safety
2. Keselamatan Pelanggan 2. Customer Safety
3. Pengembangan dan Kesejahteraan Karyawan 3. Employee Development and Welfare
4. Teknologi Informasi Digital 4. Digital Information Technology
5. Kepatuhan dan Etika Bisnis 5. Compliance and Business Ethics
6. Energi 6. Energy
7. Kinerja Ekonomi 7. Economic Performance
8. Pemberdayaan Masyarakat Sekitar 8. Community Empowerment
9. Air dan Effluen 9. Water and Effluents
10. Limbah 10. Waste
11. Emisi 11. Emission
Selanjutnya, KAI melibatkan pemangku KAI then involved internal and external stakeholders
kepentingan internal dan eksternal untuk to conduct materiality tests and produce a list of
melakukan uji material dan menghasilkan daftar the organization’s material topics. This list was
topik material organisasi. Daftar tersebut telah approved by the Corporate Secretary, who is
disetujui oleh Sekretaris Perusahaan sebagai responsible for preparing the Sustainability Report.
penanggung jawab penyusunan Laporan [GRI 2-14]
Keberlanjutan. [GRI 2-14]
Laporan Keberlanjutan ini memiliki topik material This Sustainability Report features material topics
yang berbeda dengan topik material tahun 2022 that differ from the 2022 material topics due to the
dikarenakan adanya penyelarasan akan signifikansi alignment of the significance of sustainability issues
dampak isu-isu keberlanjutan yang merupakan that are a priority for disclosure based on
prioritas untuk diungkapkan berdasarkan masukan stakeholder input. Material topics for 2022, such as
para pemangku kepentingan. Topik material tahun Market Presence [GRI 202] and Forced or
2022 antara lain Keberadaan Pasar [GRI 202] dan Compulsory Labor [GRI 409], are no longer material
Kerja Paksa atau Wajib Kerja [GRI 409] tidak lagi topics in 2023.
menjadi topik material pada tahun 2023.
Meskipun tidak semua topik merupakan material Even though not all topics are material for KAI, we
bagi KAI, kami tetap memperhatikan seluruh still pay attention to all impacts resulting from KAI's
dampak yang aktivitas dan usaha KAI hasilkan agar activities and operations to ensure they are well
terkelola dengan baik. Kami juga senantiasa managed. We also remain open to feedback, criticism,
terbuka terhadap masukan, kritik, dan saran para and suggestions from stakeholders regarding
pemangku kepentingan terkait topik material. material topics.
Daftar Topik Material [GRI 3-2] Material Topics List [GRI 3-2]
Pemangku
Topik Kepentingan Keterlibatan
Alasan Mengapa
Material Isu Utama yang Perseroan TPB
Material
Material Main Issues Terdampak Company SDGs
Reason for Materiality
Topic Affected Involvement
Stakeholders
Kesehatan dan • Sistem manajemen keselamatan • Karyawan / Kesehatan dan Perseroan
Keselamatan dan kesehatan kerja / Employees keselamatan kerja berkomitmen untuk
Kerja [GRI 403] Occupational health and safety • Mitra Kerja / merupakan prioritas menciptakan
Occupational management system Business utama dalam industri lingkungan kerja yang
Health and Partners perkeretaapian karena aman dan sehat
Safety [GRI 403] • Pengidentifikasian Bahaya, • Masyarakat / tingginya risiko melalui pelatihan K3
Penilaian Risiko, dan Investigasi Community kecelakaan kerja yang yang berkelanjutan,
Insiden / Hazard Identification, • Regulator / dapat menyebabkan pemantauan dan
Risk Assessment, and Incident Regulators cedera serius atau evaluasi risiko secara
Investigation kematian. Lingkungan rutin, serta penerapan
kerja yang aman dan sehat standar keselamatan
tidak hanya melindungi internasional di semua
karyawan, tetapi juga operasional.
Laporan Tahunan dan Keberlanjutan
548 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 549
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemangku
Topik Kepentingan Keterlibatan
Alasan Mengapa
Material Isu Utama yang Perseroan TPB
Material
Material Main Issues Terdampak Company SDGs
Reason for Materiality
Topic Affected Involvement
Stakeholders
• Layanan kesehatan yang meningkatkan The Company is
dimiliki Perseroan / Health produktivitas dan moral committed to creating
services provided by the kerja. / Occupational a safe and healthy
Company health and safety is a top work environment
priority in the railway through continuous K3
• Partisipasi, konsultasi, dan industry because of the training, regular risk
komunikasi pekerja pada high risk of work accidents monitoring and
kesehatan dan keselamatan which can cause serious evaluation, and
kerja / Employee participation, injury or death. A safe and implementation of
consultation, and healthy work environment international safety
communication on not only protects standards in all
occupational health and safety employees, but also operations.
increases productivity and
• Pelatihan pekerja tentang morale.
kesehatan dan keselamatan
kerja / Employee training on
occupational health and safety
• Peningkatan kualitas kesehatan
pekerja / Improving employee
health quality
• Pencegahan dan mitigasi
dampak-dampak keselamatan
dan kesehatan kerja yang
secara langsung terkait
hubungan bisnis / Prevention
and mitigation of occupational
health and safety impacts
directly related to business
relationships
• Pekerja yang tercakup dalam
sistem manajemen
keselamatan dan kesehatan
kerja / Employees covered by
the occupational health and
safety management system
• Kecelakaan kerja yang terjadi
pada periode pelaporan / Work
accidents occurring during the
reporting period
• Penyakit akibat kerja yang
dialami oleh karyawan
Perseroan / Occupational
diseases experienced by
Company employees
Keselamatan • Dampak kesehatan dan • Karyawan / Keselamatan pelanggan Perseroan
Pelanggan keselamatan dari berbagai Employees merupakan aspek krusial berkomitmen untuk
[GRI 416] kategori produk dan jasa / • Mitra Kerja / dalam layanan menyediakan
Customer Health and safety impacts of Business perkeretaapian, karena transportasi yang aman
Safety various product and service Partners insiden keselamatan dapat dan andal dengan
[GRI 416] categories • Masyarakat / berpengaruh pada melakukan inspeksi
Community reputasi dan kepercayaan rutin terhadap kereta
• Insiden ketidakpatuhan • Regulator / publik terhadap dan infrastruktur, serta
sehubungan dengan dampak Regulators perusahaan. / Customer mengedukasi
kesehatan dan keselamatan safety is a crucial aspect pelanggan tentang
dari produk dan jasa / Incidents in railway services, protokol keselamatan. /
of non-compliance concerning because safety incidents The Company is
the health and safety impacts can affect the reputation committed to
of products and services and public trust in the providing safe and
company. reliable transportation
by conducting regular
inspections of trains
and infrastructure, as
well as educating
customers about safety
protocols.
Pengembanga Kepegawaian • Karyawan / Pengembangan dan Perseroan
n dan • Perekrutan karyawan baru dan Employees kesejahteraan karyawan berkomitmen untuk
Kesejahteraan pergantian karyawan • Mitra Kerja / merupakan kunci untuk menyediakan program
Karyawan [GRI • Tunjangan yang diberikan Business meningkatkan pelatihan dan
401, GRI 402, kepada karyawan purnawaktu Partners produktivitas dan retensi pengembangan karir,
GRI 404, GRI yang tidak diberikan kepada • Masyarakat / karyawan. Aspek ini juga menawarkan paket
405, GRI 406, karyawan pada kurun waktu Community memastikan penegakan kesejahteraan yang
GRI 407] tertentu atau paruh waktu • Regulator / hak asasi manusia, komprehensif, serta
Employee Employment Regulators keragaman dan menciptakan
Development • Recruitment and employee kesetaraan. / Employee lingkungan kerja yang
and Welfare turnover development and well- inklusif dan suportif. /
[GRI 401, GRI • Benefits provided to full-time being is key to increasing The Company is
402, GRI 404, employees that are not employee productivity and committed to
GRI 405, GRI provided to temporary or part- retention. This aspect also providing training and
406, GRI 407] time employees ensures the upholding of career development
human rights, diversity programs, offering
and equality. comprehensive welfare
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 549
Annual and Sustainability Report
Page 550
Laporan Keberlanjutan
Sustainability Report
Pemangku
Topik Kepentingan Keterlibatan
Alasan Mengapa
Material Isu Utama yang Perseroan TPB
Material
Materi\al Main Issues Terdampak Company SDGs
Reason for Materiality
Topic Affected Involvement
Stakeholders
Hubungan Tenaga Kerja • packages, and creating
• Periode pemberitahuan an inclusive and
minimum terkait perubahan supportive work
operasional environment.
Labor Relations
• Minimum notice periods
regarding operational changes
Pelatihan dan Pendidikan
• Informasi terkait rata-rata jam
pelatihan per tahun per
karyawan
• Program untuk meningkatkan
keterampilan karyawan dan
program bantuan peralihan
menjelang pensiun
• Persentase karyawan yang
menerima tinjauan rutin
terhadap kinerja dan
pengembangan karir
Training and Education
• Information on the average
hours of training per year per
employee
• Programs to upgrade employee
skills and transition assistance
programs before retirement
• Percentage of employees
receiving regular performance
and career development
reviews
Keanekaragaman dan Peluang
Setara
• Keanekaragaman badan tata
kelola dan karyawan
• Rasio gaji pokok dan
remunerasi
Diversity and Equal Opportunity
• Diversity of governance bodies
and employees
• Ratio of basic salary and
remuneration
Praktik Non Diskriminatif
• Insiden diskriminasi dan
tindakan perbaikan yang
dilakukan
Non-Discriminatory Practices
• Incidents of discrimination and
corrective actions taken
Kebebasan Berserikat dan
Perundingan Kolektif
• Operasi dan pemasok di mana
hak atas kebebasan berserikat
dan perundingan kolektif
mungkin berisiko
Freedom of Association and
Collective Bargaining
• Operations and suppliers where
the right to freedom of
association and collective
bargaining may be at risk
Teknologi • Pengaduan yang berdasar • Karyawan / Teknologi informasi digital Perseroan
Informasi mengenai pelanggaran Employees dapat meningkatkan berkomitmen untuk
Digital terhadap privasi pelanggan dan • Masyarakat / efisiensi operasional, terus mengadopsi dan
[GRI 418] hilangnya data pelanggan Community keamanan, dan mengintegrasikan
Digital • Complaints based on violations • Mitra Kerja / kenyamanan pelanggan. teknologi digital dalam
Information of customer privacy and loss of Business Penerapan teknologi operasional, seperti
Technology customer data Partners terbaru juga sistem manajemen
[GRI 418] memungkinkan transportasi pintar,
perusahaan untuk tetap aplikasi mobile untuk
kompetitif dalam industri pelanggan, dan
yang berkembang pesat. / infrastruktur IT yang
Digital information aman dan andal. / The
technology can improve Company is committed
operational efficiency, to continuing to adopt
security and customer and integrate digital
comfort. Implementing technology in
the latest technology also operations, such as
allows companies to smart transportation
remain competitive in a management systems,
rapidly growing industry. mobile applications for
customers, and safe
and reliable IT
infrastructure.
Laporan Tahunan dan Keberlanjutan
550 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 551
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemangku
Topik Kepentingan Keterlibatan
Alasan Mengapa
Material Isu Utama yang Perseroan TPB
Material
Material Main Issues Terdampak Company SDGs
Reason for Materiality
Topic Affected Involvement
Stakeholders
Kepatuhan • Operasi-operasi yang dinilai • Pemegang Kepatuhan terhadap Perseroan
dan Etika memiliki risiko terkait korupsi / Saham / hukum dan regulasi serta berkomitmen untuk
Bisnis - Anti Operations assessed to have Shareholders penerapan etika bisnis mematuhi semua
Korupsi corruption-related risks • Regulator / yang tinggi adalah dasar peraturan dan standar
[GRI 205] Regulators dari operasi perusahaan yang berlaku, serta
• Komunikasi dan pelatihan • Karyawan / yang berkelanjutan. Ini menerapkan kode etik
Compliance tentang kebijakan dan prosedur Employees menghindari risiko hukum bisnis yang ketat dalam
and Business antikorupsi / Communication • Media Massa dan meningkatkan semua aspek
Ethics - Anti- and training on anti-corruption / Mass Media reputasi perusahaan. / operasionalnya. / The
Corruption policies and procedures • Pemerintah / Compliance with laws and Company is committed
[GRI 205] Government regulations and the to complying with all
• Insiden korupsi yang terbukti implementation of high applicable regulations
dan tindakan yang diambil / business ethics are the and standards, as well
Proven incidents of corruption basis of sustainable as implementing a
and actions taken company operations. This strict code of business
avoids legal risks and ethics in all aspects of
improves the company's its operations.
reputation.
Energi • Konsumsi energi dalam • Karyawan / Pengelolaan energi yang Perseroan
[GRI 302] organisasi / Energy Employees efisien tidak hanya berkomitmen untuk
Energy consumption within the • Masyarakat / mengurangi biaya meningkatkan efisiensi
[GRI 302] organization Community operasional tetapi juga energi melalui
• Konsumsi energi di luar • Regulator / mengurangi dampak penggunaan teknologi
organisasi / Energy Regulators lingkungan dari hemat energi dan
consumption outside the • Mitra Kerja / operasional perusahaan. / praktik operasional
organization Business Efficient energy yang berkelanjutan. /
• Intensitas energi / Energy Partners management not only The Company is
intensity reduces operational costs committed to
• Pengurangan konsumsi energi / but also reduces the increasing energy
Reduction in energy environmental impact of efficiency through the
consumption company operations. use of energy-saving
• Pengurangan pada energi yang technology and
dibutuhkan untuk produk dan sustainable
jasa / Reduction in energy operational practices.
required for products and
services
Kinerja • Nilai ekonomi langsung yang • Pemegang Kinerja ekonomi yang kuat Perseroan
Ekonomi dihasilkan dan didistribusikan Saham / adalah dasar untuk berkomitmen untuk
[GRI 201] oleh Perusahaan / Direct Shareholders pertumbuhan dan mencapai kinerja
Economic economic value generated and • Regulator / keberlanjutan jangka ekonomi yang solid
Performance distributed by the Company Regulators panjang perusahaan. Hal melalui strategi bisnis
[GRI 201] • Karyawan / ini memungkinkan yang efektif,
• Kewajiban program pensiun Employees investasi lebih lanjut manajemen risiko yang
manfaat pasti dan program • Kreditur / dalam infrastruktur, baik, dan investasi
pensiun lainnya / Defined Creditors teknologi, dan sumber dalam inovasi dan
benefit pension plan • Mitra Kerja / daya manusia. / Strong infrastruktur. / The
obligations and other pension Business economic performance is Company is committed
plans Partners the basis for a company's to achieving solid
long-term growth and economic performance
• Bantuan keuangan yang sustainability. This allows through effective
diterima Perusahaan dari further investment in business strategies,
Pemerintah / Financial infrastructure, technology good risk
assistance received by the and human resources. management, and
Company from the Government investment in
innovation and
infrastructure.
Pemberdayaan • Operasi dengan keterlibatan • Karyawan / Masyarakat sekitar Perseroan
Masyarakat masyarakat setempat, penilaian Employees merupakan pemangku berkomitmen untuk
Sekitar dampak, dan program • Masyarakat / kepentingan penting yang berkontribusi pada
[GRI 413] Pengembangan / Operations Community terpengaruh oleh pembangunan sosial
Community with involvement local • Mitra Kerja / operasional perusahaan. dan ekonomi
Development communities, impact Business Pemberdayaan masyarakat sekitar
[GRI 413] assessments, and programs Partners masyarakat membantu melalui program CSR,
development membangun hubungan kemitraan lokal, dan
yang baik dan investasi sosial. / The
• Operasi yang secara aktual dan memastikan keberlanjutan Company is committed
yang berpotensi memiliki sosial. / The surrounding to contributing to the
dampak negatif signifikan community is an social and economic
terhadap masyarakat setempat important stakeholder development of
/ Operations that actually and who is affected by surrounding
have the potential to have company operations. communities through
significant negative impacts Community CSR programs, local
towards the local community empowerment helps build partnerships and social
good relationships and investment.
ensure social
sustainability.
Air dan Effluen • Interaksi dengan air sebagai Pengelolaan air dan efluen Perseroan
[GRI 303] sumber daya bersama / yang baik penting untuk berkomitmen untuk
Water and Interaction with water as a mencegah polusi dan mengelola
Effluent shared resource dampak negatif terhadap penggunaan air dan
[GRI 303] lingkungan sekitar serta pembuangan efluen
• Manajemen dampak yang memastikan kepatuhan dengan bijak melalui
berkaitan dengan pembuangan terhadap regulasi penerapan teknologi
air / Management of impacts lingkungan. / Good water pengolahan air dan
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 551
Annual and Sustainability Report
Page 552
Laporan Keberlanjutan
Sustainability Report
Pemangku
Topik Kepentingan Keterlibatan
Alasan Mengapa
Material Isu Utama yang Perseroan TPB
Material
Material Main Issues Terdampak Company SDG
Reason for Materiality
Topic Affected Involvement
Stakeholders
related to water discharge and effluent management pemantauan kualitas
is important to prevent air secara rutin. / The
• Pengambilan air / Water pollution and negative Company is committed
withdrawal impacts on the to managing water use
surrounding environment and effluent disposal
• Pembuangan air / Water and ensure compliance wisely through the
disposal with environmental application of water
regulations. treatment technology
• Konsumsi air / Water and regular monitoring
consumption of water quality.
Limbah • Timbulan sampah dan dampak • Karyawan / Pengelolaan limbah yang Perseroan
[GRI 306] signifikan terkait sampah / Employees efektif penting untuk berkomitmen untuk
Waste Generation of waste and • Masyarakat / mencegah pencemaran mengurangi, mendaur
[GRI 306] significant impacts related to Community lingkungan dan ulang, dan mengelola
waste
• Pemerintah / memastikan kepatuhan limbah secara
• Pengelolaan dampak signifikan Government terhadap regulasi bertanggung jawab
terkait limbah / Management of • Mitra Kerja / lingkungan. / Effective melalui program
significant impacts related to Business waste management is pengelolaan limbah
waste Partners important to prevent yang komprehensif. /
• Pemasok / environmental pollution The Company is
• Limbah yang dihasilkan / Waste Suppliers and ensure compliance committed to reducing,
generated with environmental recycling and
regulations. managing waste
• Limbah dialihkan dari responsibly through a
pembuangan / Waste is diverted
comprehensive waste
from disposal
management program.
• Limbah diarahkan ke pembuangan
/ Waste is directed to disposal
Emisi • Emisi GRK langsung (Cakupan 1) • Masyarakat / Sebagai transportasi Perseroan
[GRI 305] • Emisi GRK tidak langsung Community massal, KAI menghasilkan berkomitmen untuk
Emission (Cakupan 2) • Regulator / emisi GRK yang signifikan mengurangi emisi yang
[GRI 306] • Emisi GRK tidak langsung lainnya Regulators dan berkontribusi kepada dihasilkan melalui
(Cakupan 3)
• Pemerintah / perubahan iklim. penggunaan teknologi
• Intensitas emisi GRK
• Pengurangan emisi GRK Government Perubahan iklim dapat rendah emisi, solar
• Media Massa menyebabkan kondisi panel, pemakaian
/ Mass Media cuaca yang berimplikasi biosolar, dan praktik
• Investor / pada operasional seperti operasional yang
Investor banjir atau longsor berkelanjutan.
Laporan Tahunan dan Keberlanjutan
552 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 553
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
INISIATIF KEBERLANJUTAN KAI
KAI SUSTAINABILITY INITIATIVE
Visi, Misi, Nilai Keberlanjutan [OJK C.1] Vision, Mission, Value of Sustainability [OJK C.1]
Visi Vision
Menjadi perusahaan yang memberikan manfaat tinggi To be a company that provides high benefits for society,
bagi masyarakat, lingkungan dan pemangku kepentingan the environment, and stakeholders through the
melalui peningkatan aktivitas Program Kemitraan Bina enhancement of Partnership and Community
Lingkungan (PKBL) dan Community Relation (CR). Development Programs (PKBL) and Community Relations
(CR) activities.
Misi Mission
• Berperan aktif dalam mewujudkan peningkatan • Actively contribute to improving the quality of life and
kualitas hidup dan kemandirian masyarakat serta the self-reliance of communities as well as
kelestarian lingkungan. environmental sustainability.
• Membangun citra positif dan sinergi perusahaan • Build a positive image and synergy of the company
dengan pemangku kepentingan guna terciptanya with stakeholders to create a conducive environment
situasi kondusif bagi operasional perusahaan yang for sustainable company operations.
berkelanjutan.
Nilai Keberlanjutan Value of Sustainability
Memberikan kontribusi nyata dalam pembangunan dan Providing real contributions to the development and
peningkatan kualitas hidup masyarakat serta lingkungan, improvement of the quality of life of communities and
sehingga masyarakat dapat menjadi mitra sejati dalam the environment, enabling the community to become
menciptakan situasi kondusif bagi kelangsungan usaha true partners in creating a conducive environment for
perusahaan. the company's business continuity.
Strategi Keberlanjutan KAI KAI Sustainability Strategy
[OJK A.1] [GRI 2-22] [OJK A.1] [GRI 2-22]
PT Kereta Api Indonesia sebagai Badan Usaha Milik Negara PT Kereta Api Indonesia as a State-Owned Enterprise
(BUMN) penyedia jasa transportasi perkeretaapian (SOE), providing railway transportation services is
berkomitmen untuk selalu mendukung pencapaian committed to always supporting the achievement of the
Tujuan Pembangunan Berkelanjutan (TPB). Sustainable Development Goals (SDGs).
Pada dasarnya, kereta memiliki kapasitas angkut jauh Basically, trains have a far greater carrying capacity than
lebih besar dibandingkan moda transportasi darat other modes of land transportation as well as being
lainnya sekaligus merupakan transportasi yang relatif transportation that requires relatively little fuel and
tidak banyak membutuhkan bahan bakar serta produces less pollution and greenhouse gas emissions.
menghasilkan polusi dan emisi gas rumah kaca yang lebih The Company is committed to contributing together with
sedikit. Perseroan berkomitmen untuk berkontribusi Indonesia in reducing emissions until it reaches the Net
bersama Indonesia dalam pengurangan emisi hingga Zero Emission target by 2060. Therefore, KAI as a railway
mencapai target Net Zero Emission pada tahun 2060. operator in Indonesia, consistently continues to prioritize
Oleh karena itu, KAI sebagai operator perkeretaapian di harmonious business practices in economic,
Indonesia, secara konsisten terus mengedepankan environmental, social and governance aspects. manage
praktik-praktik bisnis yang harmonis pada aspek ekonomi, in encouraging the creation of a sustainable
lingkungan, sosial, dan tata kelola dalam mendorong transportation ecosystem.
terciptanya ekosistem transportasi berkelanjutan.
Secara umum, strategi keberlanjutan KAI meliputi: In general, KAI's sustainability strategy includes:
1. Penyediaan moda transportasi ramah lingkungan 1. Providing environmentally friendly transportation
didukung oleh operasional yang efisien; modes supported by efficient operations;
2. Inovasi layanan angkutan penumpang dan barang 2. Innovating passenger and freight transport
dengan mengedepankan teknologi dan kebutuhan services by leveraging technology and customer
pelanggan; needs;
3. Pelaksanaan kegiatan Tanggung Jawab Sosial 3. Consistently implementing Environmental and
Lingkungan (TJSL) secara konsisten dan Social Responsibility activities in accordance with
berkesinambungan dengan berpedoman pada Ministerial Regulation of State-Owned Enterprises
Peraturan Menteri Badan Usaha Milik Negara Nomor Number: PER-1/MBU/03/2023 dated March 3rd, 2023,
: PER-1/MBU/03/2023 tanggal 03 Maret 2023 regarding Special Assignments and Programs for
tentang Penugasan Khusus dan Program Social and Environmental Responsibilities of State-
Tanggung Jawab Sosial dan Lingkungan BUMN Owned Enterprises (SOEs).
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 553
Annual and Sustainability Report
Page 554
Laporan Keberlanjutan
Sustainability Report
Selama tahun 2023, KAI telah menjalankan strategi Throughout 2023, KAI has implemented these
keberlanjutan tersebut sebagai bentuk dukungan sustainability strategies to support the achievement of
terhadap pencapaian TPB. Untuk mempertajam strategi its Sustainable Development Goals (SDGs). To sharpen
dan meningkatkan kinerja keberlanjutan di masa its strategy and enhance sustainability performance in
mendatang, KAI pada tahun 2023 telah menyusun the future, KAI has developed an ESG roadmap for 2024-
roadmap ESG 2024-2028 yang diselaraskan pada peta 2028 aligned with Indonesia's energy transition roadmap.
jalan transisi energi Indonesia. Pelaksanaan roadmap The implementation of this ESG roadmap will be a
ESG tersebut akan menjadi prioritas manajemen mulai management priority starting in 2024.
tahun 2024.
Inisiatif/Kegiatan KAI dan Dukungan Terhadap TPB Initiatives/Activities of PT Kereta Api Indonesia (KAI)
Tahun 2023 and Support Towards Sustainable Development
Goals (SDGs) in 2023
Strategi Inisiatif / Kegiatan KAI TPB
Strategy KAI Initiatives / Activities SDGs
Penyediaan moda transportasi Pemanfaatan Biosolar B35 sebagai bahan bakar KA / Utilization
ramah lingkungan didukung oleh of Biosolar B30 as train fuel.
operasional yang efisien /
Providing environmentally
friendly transportation modes Pemanfaatan energi surya melalui pembangunan solar panel di
supported by efficient 40 stasiun dan 2 balai yasa / Utilization of solar energy through
operations; the installation of solar panels at 40 stations and 2
maintenance facilities.
Inovasi layanan angkutan Peluncuran LRT Jabodebek dan Kereta Cepat Jakarta Bandung
penumpang dan barang dengan (KCJB) Whoosh / Launch of Jabodebek LRT and Jakarta-
mengedepankan teknologi dan Bandung High-Speed Train (KCJB) Whoosh
kebutuhan pelanggan /
Innovating passenger and freight
transport services by leveraging Tersedianya Kereta Panoramic, Kereta Ekonomi New Generation,
technology and customer need dan Kereta Suite Class Compartment. / Introduction of
Panoramic Train, New Generation Economy Class, and Suite
Class Compartment.
Inovasi pengenalan wajah (face recognition) untuk kemudahan
penumpang masuk ke peron, serta penyempurnaan layanan
Access by KAI / Face recognition innovation for ease of
passenger access to platforms, as well as enhancements to the
Access by KAI service.
Layanan dan fasilitas KA yang ramah disabilitas / Disability-
friendly train services and facilities.
Pelaksanaan kegiatan Tanggung TJSL Pilar Sosial antara lain, KAI DungMas, KAI Sehat Sejahtera,
Jawab Sosial Lingkungan (TJSL) / KAI EduFriend, Beasiswa untuk Yayasan BUMN / Program
Implementation of Kolaborasi Bantuan Pendidikan, Dukungan Keamanan
Environmental and Social Perjalanan KA, dan Dukungan Kegiatan Anti Pelecehan/
Responsibility activities Kekerasan Wanita di atas KA. / Social Responsibility Pillars
include KAI DungMas, KAI Sehat Sejahtera, Support for Train
Travel Security, KAI EduFriend, Scholarships for SOE Foundation/
Education Assistance Collaboration Program, KAI Scholarships,
and Support for Anti-Harassment/Violence Against Women
Activities on Trains.
TJSL Pilar Lingkungan, antara lain KAI Pling / Peduli Lingkungan,
KAI Sar-I / Sarana Ibadah, KAI Go Green / Environmental
Responsibility Pillars include KAI Pling / Environmental Care, KAI
Sar-I / Worship Facilities, KAI Go Green
TJSL Pilar Ekonomi meliputi MiKA Hasanah, MiKA Go Global,
MiKA Next Class, Teras UMK, serta Pendanaan UMK yang
disalurkan secara kolaboratif melalui PT Bank Rakyat Indonesia
(Persero) Tbk. / Economic Responsibility Pillars include MiKA
Hasanah, MiKA Go Global, MiKA Next Class, Teras UMK, and
Collaborative Funding for SMEs through PT Bank Rakyat
Indonesia (Persero) Tbk.
Laporan Tahunan dan Keberlanjutan
554 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 555
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Membangun Budaya Keberlanjutan [OJK F.1] Building a Culture of Sustainability [OJK F.1]
Dalam menjalankan kegiatan operasionalnya, KAI In carrying out its operational activities, PT Kereta Api
berupaya membangun budaya keberlanjutan di kalangan Indonesia (KAI) strives to foster a culture of sustainability
karyawan melalui berbagai inisiatif. Mulai dari kampanye among its employees through various initiatives. These
hemat energi hingga program pembinaan yang range from energy conservation campaigns to
dilaksanakan secara bersamaan dengan kegiatan- mentoring programs conducted concurrently with social
kegiatan sosial-kemasyarakatan seperti kegiatan KAI and community activities such as the KAI Care for the
Peduli Lingkungan (KAI-Pling). KAI-Pling merupakan Environment (KAI-Pling) initiative. KAI-Pling is a program
program kepedulian KAI terhadap lingkungan berupa demonstrating KAI's commitment to the environment,
perbaikan sarana dan prasarana umum, pengelolaan involving infrastructure improvements, waste
sampah, serta kegiatan penanaman pohon di sekitar area management, and tree planting around KAI's operational
usaha KAI. Melalui program tersebut, pegawai KAI areas. Through this program, KAI employees are
didorong untuk berperan secara aktif dalam kegiatan encouraged to actively contribute to environmental
penyaluran manfaat bagi lingkungan sekitar. benefit initiatives in their surroundings.
Selain itu, KAI juga mengikutsertakan seluruh (100%) Moreover, KAI ensures that all (100%) employees participate
pegawai dalam pelatihan terkait kebijakan anti-fraud in training related to anti-fraud and anti-corruption
dan anti-korupsi, serta memastikan seluruh (100%) mitra policies, and ensures that all (100%) business partners
bisnis memahami dan ikut mempraktikkan kebijakan understand and adhere to anti-corruption policies. As a
anti-korupsi. KAI sebagai BUMN perkeretaapian di state-owned railway company in Indonesia, KAI also
Indonesia juga memastikan bahwa seluruh kegiatan ensures that all operational activities comply with
operasional kami mematuhi peraturan yang berlaku applicable regulations concerning anti-competition, anti-
terkait anti-persaingan, anti-pakat, dan monopoli collusion, and anti-monopoly laws, adhering strictly to
dengan mematuhi hukum dan regulasi serta menerapkan business ethics. Therefore, the Company understands the
etika bisnis yang ketat. Oleh karenanya, Perseroan legal risks and maintains the reputation of its
memahami risiko hukum dan mempertahankan reputasi stakeholders, including by not engaging in any political
dari pemangku kepentingannya, termasuk tidak terlibat contributions. [GRI 2-23, 2-24, 3-3, 205-2, 415-1]
dalam kontribusi politik apapun.
[GRI 2-23, 2-24, 3-3, 205-2, 415-1]
IKHTISAR KINERJA KEBERLANJUTAN
SUSTAINABILITY PERFORMANCE OVERVIEW
Kinerja Aspek Ekonomi [OJK B.1] Performance Economic Aspects [OJK B.1]
Uraian Satuan
2023 2022 2021
Description Unit
Kuantitas Produk/Jasa (sesuai jenis produk) / Product/Service Quantity (by product type)
Angkutan Penumpang / Penumpang /
388.776.604 284.448.804 154.537.582
Passenger Transportation Customer
Angkutan Barang / Cargo Ton 63.694.966 58.006.880 50.261.778
Jutaan Rupiah / In
Pendapatan / Income millions of Rupiah 35.106.535.574 25.577.639.010 17.916.776
Laba (Rugi) tahun berjalan / Jutaan Rupiah / In
millions of Rupiah 1.871.548.137 1.685.989.220 (425.196)
Income for the Year
Produk Ramah Lingkungan:
Unit Gerbong /
Kereta Rel Listrik / Eco-Friendly 994 1.064 1.060
Carriage Unit
Product: Electric Rail Train
Jumlah pemasok lokal / Number Perusahaan/mitra /
173 182* 155*
of local suppliers Company/partner
Persentase pemasok lokal / Perusahaan/mitra /
70,32% 70,00% 66,52%
Percentage of local suppliers Company/partner
*) Disajikan kembali *) Restated
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 555
Annual and Sustainability Report
Page 556
Laporan Keberlanjutan
Sustainability Report
Kinerja Aspek Lingkungan Hidup [OJK B.2] Performance Environmental Aspects [OJK B.2]
Uraian Satuan
2023 2022 2021
Description Unit
Penggunaan Energi / Energy Usage
Penggunaan Listrik dari Solar
Panel / Solar Panel Electricity GJ 64.707 55.221 40.303
Usage
Penggunaan Listrik PLN / PLN
GJ 4.410.241 4935.866 3.977.090
Electricity Usage
Penggunaan Bensin / Use of Fuel GJ 13.212.047 13.692.179 13.828.989
Penggunaan Biosolar / Use of
GJ 66.072.042 70.623.008 75.576.814
Biodiesel Fuel
• GJ/Penumpang 0,22 0,31 0,60
GJ/Passenger
Intensitas Pemakaian Energi /
• GJ/Ton 1,32 1,54 1,86
Energy Usage Intensity
• GJ/Milyar 2,39 3,49 5,21
GJ/Billion
Penggunaan Air / Water Usage Megaliter 555,76 782,74 757,02
Emisi yang dihaslikan / Produced Emissions
Cakupan 1 Emisi Bensin dan
Biosolar / Scoe 1 Fuel and Ton Co²-eq 5.877.135 6.250.735 6.629.394
Biodiesel Emission
Cakupan 2 Emisi Listrik PLN /
Ton Co²-eq 1.144.213 1.280.583 1.031.826
Scope 2 PLN Electricity Emission
Cakupan 3 Emisi Perjalanan Dinas
Ton Co²-eq 6.201.537 6.948.107 7.432.455
/ Scope 3 Business Trip Emission
Ton CO²-eq/Milyar
Intensitas Emisi per Pendapatan / Rp
0,20 0,29 0,43
Emission Intensity per Revenue Ton CO²-eq/Billion
Rp
Intensitas Emisi per ton / Emission
Ton CO² -eq/ Ton 0,208 0,250 0,300
Intensity per ton
Pelestarian Keanekaragaman Hayati / Biodiversity Conservation
Penanaman Pohon / Tree Planting Pohon / Tree 17.123 64.157 13.023
Pengaduan Lingkungan /
Kasus / Case Nihil / Nil Nihil / Nil Nihil / Nil
Environmental Complaint
*) Disajikan kembali *) Restated
Kinerja Aspek Sosial [OJK B.3] Social Aspect Performance [OJK B.3]
Uraian Satuan
2023 2022 2021
Description Unit
Aspek Ketenagakerjaan / Labor Aspect
Rata-rata jam pelatihan per
karyawan / Average Hour of
Training Per-Employee
• Laki-laki / Male 184 6 3
Jam / Karyawan
Hour / Employee
• Perempuan / Female 146 24 7
Kepuasan Karyawan / Employee
Poin / Points 4,25 4,17 4,22
Satisfaction
Jam Kerja Aman / Safe Work
Jam / Hours 5.677.549 8.888.040 13.007.280
Hours
Laporan Tahunan dan Keberlanjutan
556 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 557
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Uraian Satuan
2023 2022 2021
Description Unit
Aspek Pelanggan / Customer Aspect
Pengaduan Pelanggan / Customer
Kasus / Case 44.735 29.106 15.818
Complaint
Kepuasan Penumpang / Skala (Kategori) /
4,44 (High) 4,39 (High) 4,34 (High)
Passenger Satisfaction Scale (Category)
Aspek Sosial-Kemasyarakatan / Social-Community Aspect
Penyaluran Tanggung Jawab
Sosial dan Lingkungan / Social Rupiah Penuh /
14.999.621.732 9.645.348.012 8.769.074.128
and Environment Responsibility Full Rupiah
Fund Distribution
Pendanaan Mitra Binaan / Rupiah Penuh /
16.696.315.845 7.066.650.000 7.070.575.00
Partnership Fund Distribution Full Rupiah
Jumlah Mitra Binaan / Number of Perusahaan/Mitra /
626 2.571 2.644
Fostered Partner Company/ Partner
KINERJA EKONOMI
ECONOMIC PERFORMANCE
Kemampuan adaptasi KAI atas kompetitifnya persaingan PT Kereta Api Indonesia's ability to adapt to competitive
di sektor transportasi dalam negeri, serta berbagai inovasi domestic transportation sectors, along with various
yang diluncurkan selama tahun 2023 mampu mendorong innovations launched throughout 2023, has bolstered
kinerja ekonomi Perusahaan. Meningkatnya mobilitas the company's economic performance. The increased
nasional sejak dicabutnya status pandemi Covid-19 secara national mobility since the official lifting of the Covid-19
resmi pada 21 Juni 2023 turut berdampak pada pandemic status on June 21 st, 2023, has also contributed
tercapainya volume angkutan penumpang dan barang to surpassing the set targets for passenger and freight
di atas target yang ditetapkan. transport volumes.
Perbandingan Target dan Kinerja [OJK F.2] Comparison of Production Targets and
Performance [OJK F.2]
Angkutan Penumpang dan Angkutan Barang Passenger and Freight Transport
Pada tahun 2023, volume dan pendapatan angkutan In 2023, PT Kereta Api Indonesia's passenger transport
penumpang KAI melampaui target dengan realisasi volume and revenue exceeded targets, with actual figures
mencapai 388.776.604 orang penumpang dan pendapatan reaching 388,776,604 passengers and revenue
sebesar Rp9,9 triliun, sebagaimana dijelaskan pada tabel amounting to Rp9.9 trillion, as explained in the following
berikut ini. table.
Perbandingan Target dan Realisasi Pendapatan
Perbandingan Target dan Realisasi Angkutan
Angkutan Penumpang (dalam Ribuan Rupiah) /
Penumpang (dalam Orang) / Comparison of Target
Comparison of Target and Realization of Passenger
and Realization of Passenger Transport (in People)
Transport Revenue (in Thousands of Rupiah)
Tahun
Target Realisasi Persentase Realisasi Target Realisasi Persentase Realisasi
Realization terhadap Target (%) Realization terhadap Target (%)
Percentage of Percentage of
Realization of Target Realization of Target
(%) (%)
2023 382.089.477 388.776.604 101,75 9.447.928.488 9.941.825.625 105,23
2022 274.437.174 284.448.804 103,65 4.887.198.501 6.964.495.288 142,50
2021 214.547.283 154.537.582 72,03 2.450.673.572 2.363.286.232 96,43
Sementara volume angkutan barang memenuhi target Meanwhile, the freight transport volume met the target
dengan realisasi 63.694.966 ton dengan pendapatan with a realization of 63,694,966 tons, achieving 96.57%
96,57% dari target. of the revenue target.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 557
Annual and Sustainability Report
Page 558
Laporan Keberlanjutan
Sustainability Report
Perbandingan Target dan Realisasi Angkutan Barang Comparison of Targets and Realization of Freight
Transportation
Perbandingan Target dan Realisasi Pendapatan
Perbandingan Target dan Realisasi Angkutan Barang
Angkutan Barang (dalam Ribuan Rupiah) /
(dalam Ton) / Comparison of Target and Realization of
Comparison of Target and Realization of Freight
Freight Transport (in Tons)
Transport Revenue (in Thousands of Rupiah)
Tahun
Target Realisasi Persentase Realisasi Target Realisasi Persentase Realisasi
Realization terhadap Target (%) Realization terhadap Target (%)
Percentage of Percentage of
Realization of Target Realization of Target
(%) (%)
2023 63.061.602 63.694.966 101,00 12.059.567.614 11.646.062.370 96,57
2022 60.246.406 58.006.880 96,28 8.716.752.845 9.833.032.266 112,8 0
2021 56.412.318 50.261.778 89,10 7.714.142.733 7.327.830.146 94,99
Realisasi pendapatan dari komersialisasi aset pada tahun Revenue realization from asset commercialization in 2023
2023 mencapai 86,72% dari target dengan luas reached 86.72% of the target, with an area of 7,438,573.80
dikomersialkan mencapai 7.438.573,80 m² m² being commercialized.
Perbandingan Target dan Realisasi Komersialisasi Aset Comparison of Asset Commercialization Targets and
Realization
Perbandingan Target dan Realisasi Pendapatan
Komersialisasi Aset (Dalam Ribuan Rupiah)
Comparison of Target and Realization of Asset Commercialization Revenue (In
Realisasi Komersialisasi Thousands of Rupiah)
Tahun aset (dalam m²)
Year Realization of Asset
Commercialization (In m²) Target Realisasi Persentase Realisasi
Realization terhadap Target (%)
Percentage of Target
Realization (%)
2023 7.438.573,80 1.457.222.518.259 1.282.089.615.915 86,98
2022 7.768.939,11 936.287.984.000 938.238.631.733 100,21
2021 4.476.810,09 770.890.045.487 693.301.338.031 89,94
Pada tahun 2023, KAI membukukan laba tahun berjalan In 2023, KAI recorded a profit for the year of Rp1.87 trillion,
sebesar Rp1,87 triliun atau 107,81% terhadap target yang or 107.81% of the established target.
telah ditetapkan.
Perbandingan Target dan Realisasi Laba (Rugi) Tahun Comparison of Target and Realized Profit (Loss) for
Berjalan the Current Year
Perbandingan Target dan Realisasi Laba (Rugi) Tahun Berjalan /
Comparison of Target and Realization of Profit (Loss) for the Year
Tahun
Year Target (Dalam Ribuan Rupiah) / Realisasi (Dalam Ribuan Rupiah) / Persentase Realisasi terhadap
Target (In Thousands of Rupiah) Realization (In Thousands of Target (%) / Percentage of Target
Rupiah) Realization (%)
2023 1.735.899.562 1.871.548.137 107.81
2022 103.739.264 1.685.989.220 1.625
2021 (723.337.702) (425.195.645) 141,22
Laporan Tahunan dan Keberlanjutan
558 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 559
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Perbandingan Target dan Kinerja Portofolio, Comparison of Portfolio Targets and
Target Pembiayaan, atau Investasi pada Performance, Financing Targets, or
Instrumen Keuangan atau Proyek yang Investments in Financial Instruments or
Sejalan dengan Keuangan Berkelanjutan Projects that are in Line with Sustainable
[OJK F.3] Finance [OJK F.3]
KAI berkomitmen untuk melaksanakan investasi KAI is committed to carrying out sustainable development
pengembangan berkelanjutan yang pada jangka panjang investments which in the long term are expected to
diharapkan mampu menghadirkan dukungan signifikan provide significant support for environmental
bagi upaya pelestarian lingkungan. Untuk itu, KAI conservation efforts. For this reason, KAI is trying to use
berupaya menggunakan kereta api ramah lingkungan environmentally friendly trains through the use of B35
melalui penggunaan bahan bakar B35 dan pemanfaatan fuel and the use of electric power and the utilization of
panel surya untuk menghasilkan tenaga listrik guna solar panels to generate electricity to reduce greenhouse
mengurangi emisi gas rumah kaca (GRK). gas (GHG) emissions.
Pengungkapan perbandingan target dan realisasi Disclosure of comparison of targets and realization of
investasi pengembangan berkelanjutan KAI untuk KAI's sustainable development investment for 2023 is as
tahun 2023 adalah sebagai berikut: follows:
Perbandingan Target dan Realisasi Investasi Comparison of Development Investment Targets
Pengembangan and Realization
Perbandingan Target dan Realisasi Investasi Pengembangan /
Comparison of Targets and Realization of Development Investment
Tahun
Year Target (Dalam Ribuan Rupiah) / Realisasi (Dalam Ribuan Rupiah) / Persentase Realisasi terhadap
Target (In Thousands of Rupiah) Realization (In Thousands of Target (%) / Percentage of Target
Rupiah) Realization (%)
2023 2.181 1.160 53,21
2022 2.015 547 27,13
2021 7.177 3.848 53,62
Implikasi Finansial, Risiko, serta Peluang Akibat Implikasi Finansial, Risiko, serta Peluang Akibat
Perubahan Iklim [GRI 3-3, 201-2] Perubahan Iklim [GRI 3-3, 201-2]
Perseroan memahami bahwa perubahan iklim yang The company understands that global-scale climate
berlangsung pada skala global telah memberikan dampak change has indirectly impacted KAI's operational
tidak langsung terhadap aktivitas operasi KAI, yang activities, potentially bringing about physical and financial
kemudian memiliki kemungkinan untuk menghadirkan implications. With this understanding, the company has
implikasi fisik dan finansial. Atas pemahaman tersebut, regularly identified environmental disaster hazards,
Perseroan telah melakukan identifikasi terhadap bahaya, assessed them, and controlled them. In 2023, there were
penilaian, dan pengendalian risiko bencana lingkungan 45 incidents of railway travel disruptions caused by climate
secara berkala. Selama 2023, terdapat 45 kejadian change-related events such as waterlogging, floods, and
gangguan perjalanan kereta api yang diakibatkan oleh landslides.
kejadian alam akibat perubahan iklim seperti genangan
air, banjir, dan longsor.
Atas kesadaran terhadap dampak perubahan iklim, KAI Recognizing the impact of climate change, KAI has
telah melakukan identifikasi risiko dan peluang yang identified risks and opportunities associated with
terkait dengan perubahan iklim. Pendekatan yang climate change. The approach used in this process is the
digunakan dalam proses ini adalah TCFD (Task Force on TCFD (Task Force on Climate-related Financial
Climate-related Financial Disclosures), yang secara Disclosures), specifically designed to assist organizations
khusus dirancang untuk membantu organisasi dalam in managing risks and opportunities arising from climate
mengelola risiko dan peluang yang diakibatkan oleh change. With a better understanding of climate change
perubahan iklim. Dengan pemahaman yang lebih baik risks and opportunities, KAI is developing strategies to
tentang risiko dan peluang perubahan iklim, KAI manage climate change impacts and ensure business
mengembangkan strategi untuk mengelola dampak sustainability in the future, as described in the
perubahan iklim dan memastikan keberlanjutan bisnisnya Sustainability Governance section of this report. However,
di masa depan, seperti dijelaskan pada bagian Tata Kelola as of 2023, KAI has not yet identified and allocated costs
Keberlanjutan dalam laporan ini. Namun, sampai 2023 for managing climate-related risks and opportunities
KAI belum mengidentifikasi dan mengalokasikan biaya separately.
untuk pengelolaan risiko dan peluang terkait perubahan
iklim secara terpisah.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 559
Annual and Sustainability Report
Page 560
Laporan Keberlanjutan
Sustainability Report
Program Pensiun [GRI 201-3] Pension Program [GRI 201-3]
KAI sebagai Badan Usaha Milik Negara (BUMN) As a State-Owned Enterprise, KAI provides defined
memberikan manfaat pasti ketika pegawai kami telah benefits when our employees reach retirement age. These
mencapai usia pensiun. Manfaat pasti tersebut diberikan defined benefits are provided according to the regulations
tergantung peraturan yang berlaku ketika pegawai in effect at the time of the employee's recruitment.
direkrut.
Sesuai dengan Peraturan Pemerintah tentang In accordance with the Government Regulation on
Penyesuaian Pensiun Eks-PNS Departemen Perhubungan Pension Adjustments for Former Civil Servants (PNS) of
pada PT Kereta Api Indonesia (Persero) No. 64 tanggal the Department of Transportation at PT Kereta Api
29 November 2007, Eks-PNS berhak memperoleh pension Indonesia (Persero) No. 64 dated November 29 th, 2007,
pokok yang besarnya disesuaikan sama dengan pension former civil servants are entitled to receive a basic
pokok yang diterima oleh penerima pensiun PNS. pension that is adjusted to be equal to the basic pension
received by other retired civil servants.
Berdasarkan Peraturan Menteri Keuangan Republik Based on the Regulation of the Minister of Finance of
Indonesia Nomor 170/PMK.02/2016 tentang Penyediaan the Republic of Indonesia Number 170/PMK.02/2016
Dana Program Penyesuaian Pensiun Eks Pengawai Negeri concerning the Provision of Funds for the Pension
Sipil Departemen Perhubungan pada PT Kereta Api Adjustment Program for Former Civil Servants of the
Indonesia (Persero) Penetapan Pendanaan Bersama Department of Transportation at PT Kereta Api Indonesia
Pembayaran Manfaat Pensiun antara APBN, Hasil Investasi (Persero), the determination of Joint Funding for Pension
dari Akumulasi Dana Pensiun Pegawai PT Kereta Api Benefit Payments between the State Budget (APBN),
Indonesia (Persero) dan Perusahaan menetapkan bahwa Investment Returns from the Accumulated Pension
kontribusi pendanaan Perusahaan sebesar 11%, Hasil Fund of Employees of PT Kereta Api Indonesia (Persero),
Investasi dari Akumulasi Dana Pensiun Pegawai PT and the Company establishes that the Company's funding
Kereta Api Indonesia (Persero) sebesar 11%; dan contribution is 11%, Investment Returns from the
Pemerintah sebesar 78% Perusahaan menyelenggarakan Accumulated Pension Fund of Employees of PT Kereta
program pension manfaat pasti bagi karyawan Eks-Perum Api Indonesia (Persero) is 11%, and the Government
yang direkrut sebelum Agustus 2009 & karyawan Persero contributes 78%. The Company administers a defined
yang direkrut setelah Agustus 2009. Manfaat pensiun benefit pension program for former Perum employees
dihitung berdasarkan Gaji Dasar Asuransi Pekerja recruited before August 2009 and for Persero employees
berdasarkan Addendum Dan Pernyataan Kembali Atas recruited after August 2009. The pension benefits are
Perjanjian Kerjasama Antara PT Kereta Api Indonesia calculated based on the Employee Insurance Basic Salary,
(Persero)Dengan Asuransi Jiwa IFG Tentang Pengelolaan according to the Addendum and Restatement of the
Program Asuransi IFG {endanaan Hari Tua Bagi Pegawai Cooperation Agreement between PT Kereta Api Indonesia
Dan Program Asuransi IFG Anuitas Prima Bagi Pensiunan (Persero) and IFG Life Insurance regarding the
PT Kereta Api Indonesia Persero. Management of the IFG Old Age Fund Insurance Program
for Employees and the IFG Prima Annuity Insurance
Program for Retirees of PT Kereta Api Indonesia (Persero).
Uraian
2023 2022
Description
Program Pensiun Eks PNS / Former Civil
1.138.251.753 1.098.808.740
Servant Retirement Program
Program Pensiun Eks Perum dan
Persero / Former Perum and Persero 4.401.673.427 4.037.598.131
Pension Program
Imbalan Kerja Lain / Other Work
78.591.696 60.745.103
Benefits
Total Liabilitas Imbalan Kerja 5.618.516.876 5.197.151.974
Nilai Ekonomi yang Dihasilkan dan Didistribusikan Economic Value Generated and Distributed
[GRI 2-27, 3-3, 201-1, 201-4] [GRI 2-27, 3-3, 201-1, 201-4]
Kinerja ekonomi yang dinilai dari nilai ekonomi yang Economic performance as assessed by the economic value
dihasilkan dan didistribusikan adalah dasar untuk generated and distributed is the basis for the long-term
pertumbuhan dan keberlanjutan jangka panjang growth and sustainability of companies and their
perusahaan dan para pemangku kepentingannya. Hal stakeholders. This allows further investment in
ini memungkinkan investasi lebih lanjut dalam infrastructure, technology and human resources to
infrastruktur, teknologi, dan sumber daya manusia encourage economic progress and societal mobility. The
hingga mendorong kemajuan ekonomi dan mobilitas Company is committed to achieving solid economic
masyarakat. Perseroan berkomitmen untuk mencapai performance through effective business strategies, good
Laporan Tahunan dan Keberlanjutan
560 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 561
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
kinerja ekonomi yang solid melalui strategi bisnis yang risk management, and investment in innovation and
efektif, manajemen risiko yang baik, dan investasi dalam infrastructure. In the 2023 period, KAI generated an
inovasi dan infrastruktur. Pada periode 2023, KAI economic value of Rp27.76 trillion or an increase of 20.88%
menghasilkan nilai ekonomi sejumlah Rp 27,76 triliun compared to 2022 which amounted to Rp22.96 trillion.
atau meningkat 20,88% dibanding pada 2022 yang The economic value generated in 2023 consists of several
sejumlah Rp 22,96 triliun. Nilai ekonomi yang dihasilkan components of KAI's income, namely revenue from
pada 2023 terdiri atas beberapa komponen pendapatan passenger transportation, freight transportation,
KAI, yaitu pendapatan angkutan penumpang, angkutan supporting railroad transportation, non-transportation
barang, angkutan pendukung angkutan KA, pendapatan income, and government compensation. The
non-angkutan, serta kompensasi pemerintah. compensation provided by the government is 3.52 trillion
Kompensasi yang diberikan pemerintah sebesar 3,52 in the form of Public Service Revenue (PSO),
triliun yang berupa Pendapatan Pelayanan Publik (PSO), Infrastructure Maintenance and Pioneer Transportation.
Pemeliharaan Infrastruktur, dan Angkutan Perintis. Nilai The resulting economic value reflects public trust and
ekonomi yang dihasilkan tersebut mencerminkan government support for KAI. The company distributed
kepercayaan publik dan dukungan pemerintah untuk an amount of Rp25.22 trillion in 2023, showing an increase
KAI. Perseroan mendistribusikan sejumlah Rp 25,22 triliun of 24.10% of the economic value distributed in 2022. The
pada 2023, memperlihatkan peningkatan 24,10% dari nilai distribution of economic value is channeled to operational
ekonomi yang didistribusikan pada 2022. Distribusi nilai costs, employee remuneration, payments to suppliers and
ekonomi tersebut disalurkan untuk biaya operasional, capital owners. KAI also complies with regulations by
remunerasi pegawai, pembayaran kepada pemasok dan paying for the use of government infrastructure and taxes
pemilik modal. KAI juga mematuhi peraturan dengan and regularly reported to the government. Tax
membayar penggunaan prasarana pemerintah dan pajak compliance is supervised by the Finance Consolidation
yang secara rutin dilaporkan kepada pemerintah. Division and in collaboration with local tax directorates.
Kepatuhan pajak diawasi oleh Divisi Finance Apart from that, we create wider benefits by implementing
Consolidation dan bekerjasama dengan direktorat pajak the CSER program.
setempat. Selain itu, kami menciptakan manfaat yang
lebih luas dengan pelaksanaan program TJSL.
Dampak Ekonomi bagi Pemangku Kepentingan Ecnomic Impact for Stakeholders
dalam rupiah penuh in full Rupiah
Uraian
No 2023 2022 2021
Description
1 Nilai Ekonomi yang dihasilkan / Generated Economic Value
a. Pendapatan Angkutan Penumpang /
Revenues from Passenger 9.941.825.625.000 6.964.495.288.000 2.363.286.232.000
Transportation
b. Pendapatan Angkutan Barang /
11.646.062.369.000 9.833.032.266.000 7.456.829.637.000
Revenues from Freight Transportation
c. Pendapatan Pendukung Angkutan KA /
Revenues from Transportation Support 869.775.827.000 713.611.039.000 672.143.192.000
Train
d. Pendapatan Non Angkutan / Revenues
1.780.153.295.000 1.575.688.038.000 1.134.200.352.000
from Non-Transportation
e. Kompensasi Pemerintah / Government
3.526.469.925.000 3.880.245.033.000 3.903.070.707.000
Compensation
Total Nilai Ekonomi yang Dihasilkan
27.764.287.041.000 22.967.071.664.000 15.529.530.120.000
Total Generated Economic Value
2 Nilai Ekonomi yang didistribusikan dalam bentuk: / Economic Value distributed in the form of:
a. Biaya Operasional / Operating Expenses 4.227.212.786.000 3.664.532.070.000 2.543.050.490.000
b. Pembayaran Terhadap Pemerintah /
Payments To Government
1.108.901.086.000 482.366.417.000 592.730.256.000
i. Penggunaan Prasarana /
656.220.091.000 221.003.573.000 414.889.721.000
Infrastructure Usage
ii. Pembayaran Pajak / Tax Payment 452.680.995.000 261.362.844.000 177.840.535.000
c. Pembayaran Terhadap Pegawai /
7.261.135.359.000 6.469.435.899.000 4.810.626.189.000
Payments to Employees
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 561
Annual and Sustainability Report
Page 562
Laporan Keberlanjutan
Sustainability Report
Uraian
No 2023 2022 2021
Description
d. Pembayaran Kepada Pemilik modal /
0 0 0
Payment to Capital Owners
e. Pembayaran Kepada Masyarakat
(Penyaluran Dana TJSL) / Payment to 14.999.621.732 9.792.154.012 8.769.074.128
Public (TJSL Fund Distribution)
f. Pembayaran Kepada Pemasok /
12.614.784.290.000 9.701.299.798.000 7.995.549.198.000
Payment to Suppliers
Total Nilai Ekonomi yang didistribusikan /
25.227.0333.142.732 20.327.426.338.012 15.950.725.207128
Total Distributed Economic Value
3 Pendapatan dan (Beban) Lain-lain / Other
(1.613.315.381.000) (1.161.657.619.000) (771.399.410.000)
Revenues and (Expenses)
4 Manfaat (Beban) Pajak Penghasilan / Income
(375.939.030.000) 524.599.080.000 121.784.883.000
Tax Benefit (Expense)
5 Laba (Rugi) Tahun Berjalan / Profit (Loss) for
1.871.548.137.000 1.685.989.220.000 425.195.643.000
the Year
6 Laba (Rugi) Tahun Berjalan yang Dapat
Diatribusikan kepada Kepentingan Non
2.373.164.000 96.051.257.000 62.735.570
Pengendali / Profit (Loss) For The Year
Attributable To Non-Controlling Interests
7 Nilai Ekonomi yang ditahan - Laba (Rugi)
Tahun Berjalan yang Dapat Diatribusikan
kepada Induk / Retained Economic Value - 1.873.921.301.000 1.782.040.477.000 425.132.907.430
Profit (Loss) For The Year Attributable to
the Parent
Dampak Ekonomi Tidak Langsung Indirect Economic Impact
[GRI 203-1, 203-2, 204-1] [GRI 203-1, 203-2, 204-1]
Sebagai perusahaan yang beroperasi pada bidang As a company operating in the transportation sector, KAI
transportasi, KAI melaksanakan sejumlah inisiatif carries out a number of economic value distribution
penyaluran nilai ekonomi sebagai wujud kontribusi bagi initiatives as a form of contribution to stakeholders. This
pemangku kepentingan. Inisiatif tersebut terlaksana initiative is implemented through a number of
melalui sejumlah program dan kegiatan pemberdayaan, empowerment programs and activities, in the form of
berupa dukungan layanan bagi pemangku kepentingan service support for stakeholders and development of
serta pembangunan infrastruktur umum bagi public infrastructure for the community.
masyarakat.
Pemetaan terhadap dukungan layanan bagi pemangku The mapping of service support for stakeholders that
kepentingan yang telah dilakukan KAI pada 2023 The mapping of service support for stakeholders that
diungkapkan sebagai berikut: KAI has carried out in 2023 is expressed as follows:
Dampak Ekonomi bagi Pemangku Kepentingan Economic Impact for Stakeholders
Dalam ribuan rupiah In thousands of rupiah
Uraian
2023 2022 2021*
Description
Aktivitas Operasi
Operational Activities
Pembayaran kepada Pemasok
(12.614.784.290) (9.701.299.798) (7.995.549.108)
Payment to Suppliers
Pembayaran kepada Karyawan
(7.261.135.359) (6.469.435.899) (4.810.626.189)
Payment to Employees
Pembayaran kepada Pemerintah
(656.220.091) (221.003.573) (414.889.721)
Payment to Government
Pembayaran Pajak Penghasilan
(452.680.995) (261.362.844) (177.840.535)
Income Tax Payment
Pembayaran Beban Keuangan
(1.357.714.336) (900.937.342) (869.512.150)
Financial Expenses Payment
Laporan Tahunan dan Keberlanjutan
562 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 563
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Dampak Ekonomi bagi Pemangku Kepentingan Economic Impact for Stakeholders
Dalam ribuan rupiah In thousands of rupiah
Uraian
2023 2022 2021*
Description
Aktivitas Pendanaan
Financing Activities
Pembayaran Pinjaman Bank
Jangka Pendek
(6.007.777.797) (14.606.472.528) (7.657.502.999)
Payment of Short-Term Bank
Loans
Pembayaran Pinjaman Bank
Jangka Panjang (1.236.391.211) (941.505.589) (381.327.501)
Payment of Long-Term Bank Loans
Pembayaran Liabilitas Sewa
(31.554.208) (37.190.355) (26.886.581)
Payment of Lease Liabilities
Pembayaran Dividen Entitas Anak
(448.465) (298.264) (198.294)
Subsidiary Dividend Payment
*) Disajikan kembali *) Restated
Lebih dari itu itu, KAI menghadirkan dampak ekonomi More than that, KAI has an indirect economic impact in
tidak langsung berupa penyaluran dukungan the form of providing infrastructure support to the
infrastruktur bagi lingkungan. Pengungkapan environment. Disclosure regarding this matter will be
mengenai hal tersebut akan disajikan pada subbagian presented in the Environmental Social Responsibility
Kegiatan Tanggung Jawab Sosial Lingkungan pada Activities subsection in this Sustainability Report.
Laporan Keberlanjutan ini.
Kinerja Lingkungan Hidup Environmental Performance
Sebagai perusahaan yang bergerak di bidang As a company operating in the transportation sector, KAI
transportasi, KAI menjalankan aktivitas operasional yang carries out operational activities that are not all directly
seluruhnya tidak berkaitan secara langsung atau related or have a very significant negative impact on the
memberikan dampak buruk yang sangat signifikan environment. Due to this, information regarding
terhadap lingkungan hidup. Atas hal tersebut, informasi environmental performance in this section will focus more
mengenai kinerja lingkungan hidup pada bagian ini akan on information related to environmental costs, use of
lebih ditekankan pada informasi terkait biaya environmentally friendly materials, amount and intensity
lingkungan hidup, penggunaan material yang ramah of energy used, efforts and achievements of energy
lingkungan, jumlah dan intensitas energi yang efficiency, use of renewable energy, and use of water. In
digunakan, upaya dan pencapaian efisiensi energi, addition, in this Sustainability Report, information will
penggunaan energi terbarukan, serta penggunaan air. be disclosed on impact reduction activities around
Selain itu, pada Laporan Keberlanjutan ini, akan operational areas or areas that are in conservation areas
diungkapkan informasi kegiatan pengurangan dampak or have biodiversity, biodiversity conservation efforts, the
pada sekitar wilayah operasional atau area yang berada amount and intensity of emissions produced based on
di daerah konservasi atau memiliki keanekaragaman their type, efforts and achievements in reducing
hayati, usaha konservasi keanekaragaman hayati, jumlah emissions achieved. carried out, the amount of waste and
dan intensitas emisi yang dihasilkan berdasarkan jenisnya, effluent produced based on type, waste and effluent
upaya dan pencapaian pengurangan emisi yang management mechanisms, spills that occur, as well as
dilakukan, jumlah limbah dan efluen yang dihasilkan the number and material of environmental complaints
berdasarkan jenis, mekanisme pengelolaan limbah dan received and resolved that are relevant to KAI's business
efluen, tumpahan yang terjadi, serta jumlah dan materi activities.
pengaduan lingkungan hidup yang diterima dan
diselesaikan yang relevan dengan kegiatan usaha KAI.
Aspek Umum General Aspect
Biaya Lingkungan Hidup [OJK F.4] Environmental Costs [OJK F.4]
Pada tahun 2023, KAI melakukan kegiatan-kegiatan yang In 2023, KAI will carry out activities that support
mendukung pelestarian lingkungan dengan realisasi biaya environmental preservation with a realized cost of
sejumlah Rp 5.239.970.577,- dengan uraian sebagai Rp5,239,970,577,- with the following description:
berikut:
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 563
Annual and Sustainability Report
Page 564
Laporan Keberlanjutan
Sustainability Report
Biaya Lingkungan Hidup Environmental Cost
Kegiatan Uraian Biaya (Rp)
No
Activity Description Costs (Rp)
Program Bantuan Sarana dan Prasarana Umum
1 KAI Pling (Peduli Lingkungan) Assistance Program for Public Rolling Stock and 2.848.246.177
Infrastructure
Program Bantuan Sarana dan Prasarana Ibadah
2 KAI Sar-I (Sarana Ibadah) Assistance Program for Worship Rolling Stock 1.726.089.400
and Infrastructure
Program Pelestarian Lingkungan
3 KAI Go Green 665.635.000
Environmental Conservation Program
Jumlah
5.239.970.577
Total
Aspek Material Material Aspects
Penggunaan Material yang Ramah Lingkungan Use of Environmentally Friendly Materials
[OJK F.5] [OJK F.5]
Sejak tahun 2018, KAI telah menerapkan komitmen untuk Since 2018, KAI has implemented a commitment to
mendukung program pemerintah dalam mengurangi support government programs to reduce plastic waste,
sampah plastik, yang diwujudkan dengan penggunaan which is realized by using environmentally friendly
kemasan ramah lingkungan pada 100% produk makanan packaging on 100% of food and beverage products sold
dan minuman yang dijual dalam perjalanan kereta api. on train trips. This environmentally friendly packaging
Kemasan ramah lingkungan tersebut menggunakan uses paper, corn fiber and sugar cane fiber. Apart from
material kertas, serat jagung, dan serat tebu. Bahan organik being safe for food, this natural organic material is also
alami tersebut selain aman untuk makanan juga mudah easily decomposed. The use of this packaging is expected
terurai. Penggunaan kemasan tersebut diharapkan to play a significant role in efforts to minimize the use
mampu berperan secara signifikan sebagai upaya of plastic. [GRI 301-1, 301-2, 301-3]
meminimalisasi penggunaan plastik.
[GRI 301-1, 301-2, 301-3]
Aspek Energi Energy Aspects
Jumlah dan Intensitas Energi yang Digunakan Amount and Intensity of Energy Used
[OJK F.6] [GRI 302-1] [GRI 302-2] [OJK F.6] [GRI 302-1] [GRI 302-2]
KAI telah melakukan penghitungan terhadap jumlah KAI has conducted calculations on the amount of
energi terbarukan berupa listrik yang berasal dari tenaga renewable energy in the form of electricity from solar
matahari dan energi tak terbarukan yang berupa listrik power and non-renewable energy in the form of electricity
dari Perusahaan Listrik Negara (PLN), Bensin, dan Biosolar from the State Electricity Company (PLN), gasoline, and
B35. Penghitungan yang ditampilkan sudah mencakup Biosolar B35. The displayed calculations already cover
masing-masing unit kerja pada wilayah operasional, dengan each work unit in the operational area, with the following
hasil sebagai berikut: results:
Pemakaian Energi Energy Usage
Energi Baru Terbarukan Renewable energy
Listrik (kWh)
Uraian Electricity (kWh)
No
Description
2023 2022 2021
1 Kantor Pusat 3.630.154 3.018.724 2.175.267
2 DAOP 5 Purwokerto 3.971.335 3.620.411 3.071.205
3 DAOP 6 Yogyakarta 10.351.228 8.699.548 5.948.421
4 BY Manggarai 21.200 0 0
5 KAI Wisata 359 359 359
6 KAI Service 72.900 58.320 46.656
Laporan Tahunan dan Keberlanjutan
564 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 565
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Energi Tak Terbarukan Non-Renewable energy
Listrik (kWh) Bensin (liter) Biosolar B30 (liter)
Uraian Electricity (kWh) Gasoline (liter) Biodiesel B30 (liter)
No
Description
2023 2022 2021 2023 2022 2021 2023 2022 2021
Kantor Pusat / Head
1 2.642.701 2.642.201 2.641.751 3.652.251 3.578.525 3.458.550 3.600 3.600 3.600
Office
Per Wilayah / Per Region
2 DAOP 1 Jakarta 28.576.345 25.960.115 23.080.427 13.333 24.081 23.140 2.738 2.738 8.063
3 DAOP 2 Bandung 4.691.807 5.404.404 4.365.316 5.690 31.897 30.792 3.555 0 0
4 DAOP 3 Cirebon 3.529.023 3.224.381 2.908.011 16.892 16.994 15.666 12.229 8.110 6.034
5 DAOP 4 Semarang 1.564.638 1.376.257 1.087.124 4.788 4.080 3.960 10.260 10.800 11.880
6 DAOP 5 Purwokerto 3.286.523 3.035.060 2.914.321 5.849 5.789 5.939 11.759 11.699 11.999
7 DAOP 6 Yogyakarta 5.838.844 5.132.489 4.157.356 20.586 19.152 16.181 19.615 11.432 10.122
8 DAOP 7 Madiun 5.080.077 4.580.982 3.994.142 4.086 5.500 5.577 6.280 2.570 2.570
9 DAOP 8 Surabaya 7.926.990 6.724.053 5.907.455 92.199 91.253 89.101 10.330 11.503 9.175
10 DAOP 9 Jember 1.548.793 1.261.705 1.084.408 0 0 0 7.764 7.610 7.915
DIVRE I Sumatera
11 3.082.872 2.650.703 2.671.581 2.520 2.520 3.325 6.131.057 5.280.622 4.108.235
Utara
DIVRE II Sumatera
12 596.948 508.843 511.611 13.432 19.502 16.484 2.204.341 2.246.955 2.183.907
Barat
DIVRE III 6.492
13 5.126.720 4.916.942 3.877.374 0 0 0 11.162,4 8.811
Palembang
DIVRE IV Tanjung
14 3.603.359 3.077.489 3.340.424 1.200 7.200 7.200 10.200 4.200 4.200
Karang
15 BY Manggarai 1.088.464 1.030.768 1.011.824 0 0 0 25.109 24.807 29.800
16 BY Yogyakarta 938.032 1.018.869 814.608 4.510 4.849 2.661 0 0 0
17 BY Lahat 1.174.944 898.819 957.184 1.200 900 8.050 22.155 9.180 7.100
BY Surabaya
18 114.490 98.340 99.100 2.097 2.204 1.603 26.900 18.150 16.150
Gubeng
19 BY Tegal 693.158 679.784 419.966 5.825 4.493 4.226 7.043 6.205 5.915
20 BY Pulubrayan 556.763 1.336.394 920.572 0 0 0 6.214 5.047 3.769
Per Anak Perusahaan / Subsudiaries Company
21 KAI Wisata 733.272.248 532.360.191 176.567.985 0 0 0 0 0 0
22 KAI Service 72.900 58.320 46.656 53.187 42.550 21.275 0 0 0
23 KAI Logistik 403.344.955 759.157.306 858.209.076 382.347.930 396.429.286 400.583.375 1.734.743.885 1.855.664.990 1.987.590.210
24 KAI Properti 308.832 277.948 247.065 18.372 16.534 14.697 10.081 9.072 8.064
25 KAI Commuter 6.405.773 3.660.754 2.902.054 47.842 46.263 43.932 37.849 49.198 72.546
26 Railing 865 865 865 3.384 2.538 676 6.564 4.248 1.133
*Restated *Disajikan kembali
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 565
Annual and Sustainability Report
Page 566
Laporan Keberlanjutan
Sustainability Report
Total Penggunaan Energi Total Energy Use
Sumber Satuan
No 2023 2022 2021
Source Unit
GWh 17,97 15,33 11,19
1 Listrik dari PLTS
GJ 64.707 55.221 40.303
GWh 1.225 1.371 1.104
2 Listrik dari PLN
GJ 4.410.241 4.935.866 3.977.090
Kilo Liter 386.317 400.356 404.356
3 Bensin
GJ 13.212.047 13.692.179 13.828.989
Kilo Liter 1.743.325 1.863.403 1.994.111
4 Biosolar B35
GJ 66.072.042 70.623.008 75.576.814
Jumlah
GJ 83.759.038 89.306.274 93.423.197
Total
• 1 Liter Bensin = 0.0342 GJ • 1 Liter of Gasoline = 0.0342 GJ
1 Liter Solar = 0.0379 GJ 1 Liter of Diesel = 0.0379 GJ
Konversi BBM (Bensin dan Biosolar) dari satuan liter ke dalam satuan The conversion of fuel (Gasoline and Biosolar) from liters to Joules is based
Joule dilakukan dengan mengacu kepada Pedoman Penyelenggaraan on the Guidelines for the Implementation of National Greenhouse Gas
Inventarisasi Gas Rumah Kaca Nasional - Kementerian Lingkungan Inventory - Ministry of Environment 2012 (ref: IPCC 2006).
Hidup 2012 (ref: IPCC 2006)
• 1 kWh Listrik = 0,0036 GJ • 1 kWh of Electricity = 0.0036 GJ
Konversi listrik dari satuan kWh ke dalam satuan Joule dilakukan dengan The conversion of electricity from kWh to Joules is based on the Directorate
mengacu pada Dirjen Kelistrikan Kementerian ESDM (GRI 2017) dan https:/ General of Electricity of the Ministry of Energy and Mineral Resources
/www.iea.org/statistics/resources/unitconverter (GRI 2017) and https://www.iea.org/statistics/resources/unitconverter
Pada tahun 2023, inisiatif dan upaya KAI terbukti berhasil In 2023, KAI's initiatives and efforts proved successful in
menurunkan intensitas pemakaian energi pada semua reducing energy consumption intensity across all
perbandingan mencakup jumlah penumpang, jumlah comparisons, including the number of passengers, the
ton barang, dan total pendapatan. amount of cargo, and total revenue.
Intensitas Energi [GRI 302-3] Intensitas Energi [GRI 302-3]
Energi Satuan
2023 2022 2021
Energy Unit
Total Penggunaan Energi
GJ 83.759.038 89.306.274 93.423.197
Energy Usage Amount
Jumlah Produksi Penumpang
388.776.603 284.448.804 154.537.582
Production Quantity Passenger
Intensitas Pemakaian Energi Gigajoules/
per Penumpang Penumpang
0,22 0,31 0,60
Energy Usage Gigajoules/
Intensity per Passenger Passenger
Jumlah Produksi Angkutan
Ton Barang
Barang Cargo Production 63.694.966 58.006.880 50.261.778
Ton Cargo
Quantity
Intensitas Pemakaian Energi Gigajoules/Ton
per Ton Barang Barang
1,32 1,54 1,86
Energy Usage Gigajoules/Ton
Intensity per Ton Cargo Cargo
Total Pendapatan Milyar Rp
35.106.535 25.577.639 17.916.775
Total Revenue Billion Rp
Intensitas Pemakaian Energi
per Pendapatan Gigajoules/Milyar Rp
2,39 3,49 5,21
Energy Usage Gigajoules/Billion Rp
Intensity per Revenue
Laporan Tahunan dan Keberlanjutan
566 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 567
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kebijakan Penggunaan Energi Baru Terbarukan dan Policy for the Use of New Renewable Energy and Its
Implementasinya Implementation
Sebagai wujud kontribusi bagi pemenuhan tujuan-tujuan As a form of contribution to fulfilling sustainable
pembangunan berkelanjutan (Sustainable Development development goals (Sustainable Development Goals/
Goals/SDGs), KAI menerapkan kebijakan dalam SDGs), KAI implements a policy on the use of new and
penggunaan energi baru terbarukan di dalam aktivitas renewable energy in the Company's operational
operasi Perseroan. Kebijakan tersebut diatur dalam activities. This policy is regulated in Health, Safety, Security
Kebijakan Health, Safety, Security, and Environment and Environment (HSSE) Policy Number KS.102/XII/1/KA-
(HSSE) Nomor KS.102/XII/1/KA-2022, yang secara khusus 2022, which specifically states KAI's goal of adapting to
menyatakan tujuan KAI dalam mengadaptasi perubahan climate change by contributing to reducing carbon
iklim dengan ikut berkontribusi menurunkan emisi emissions, among others, through implementing the use
karbon antara lain melalui penerapan penggunaan energi of new renewable energy.
baru terbarukan.
Sampai dengan tanggal 31 Desember 2023, Kebijakan Until December 31st, 2023, the HSSE Policy of KAI has been
HSSE KAI telah disosialisasikan pada seluruh wilayah disseminated throughout all KAI operational areas both
operasioanl KAI baik secara digital (melalui Rail Document digitally (via Rail Document System and E-Office) and
System maupun E-Office) dan dipjang pada kantor posted at station offices and other Technical Service Units.
Stasiun serta Unit Pelayanan Teknis lainnya. Kebijakan The HSSE policy is implemented through various
HSSE diimplementasikan antara lain melalui penggunaan measures such as the use of B35 fuel, the installation of
bahan bakar B35, pemasangan panel surya di sejumlah solar panels at several stations, and the use of electric
stasiun, serta penggunaan kendaraan berbasis listrik vehicles in operational activities.
pada aktivitas operasional.
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Efforts and Achievements on Energy Efficiency and
Energi Terbarukan The Use of Renewable Energy
[OJK F.7] [GRI 3-3, 302-4, 302-5] [OJK F.7] [GRI 3-3, 302-4, 302-5]
KAI menyadari pengelolaan energi yang efisien tidak KAI realizes that efficient energy management not only
hanya mengurangi biaya operasional tetapi juga reduces operational costs but also reduces the
mengurangi dampak lingkungan dari aktivitas perusahaan. environmental impact of company activities. KAI makes
KAI melakukan upaya pencapaian efisiensi energi dengan efforts to achieve energy efficiency by saving electricity.
cara penghematan listrik. Penggunaan listrik untuk Electricity usage for KAI's head office in 2023 will increase
kantor pusat KAI pada tahun 2023 meningkat tidak insignificantly, only 500 kWh compared to 2022. The
signifikan, hanya 500 kWh dibandingkan tahun 2022. Company is committed to increasing energy efficiency
Perseroan berkomitmen untuk meningkatkan efisiensi through the use of energy-saving technology and
energi melalui penggunaan teknologi hemat energi dan sustainable operational practices. Apart from that, as an
praktik operasional yang berkelanjutan. Selain itu, sebagai inseparable part of energy efficiency efforts, KAI
bagian yang tidak terpisahkan dari upaya efisiensi energi, implements innovation in the form of using renewable
KAI menerapkan inovasi berupa penggunaan energi energy, namely solar power to meet electricity needs.
terbarukan, yakni tenaga matahari untuk memenuhi
kebutuhan listrik.
Proporsi Penggunaan Kereta Listrik Proportion of Electric Train Usage
Jenis Kereta Jumlah Armada Persentase
Type of Trains Number of Fleet Percentage
Kereta Listrik
246 2,2%
Electrical Trains
Kereta Non Listrik
10.940 97,8%
Non Electrical Trains
Jumlah / Total 11.186 100%
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 567
Annual and Sustainability Report
Page 568
Laporan Keberlanjutan
Sustainability Report
Sudah Operasional
Already Operated
Stasiun Gambir 40.5 kWP
Gedung JRC 40 kWP
Sudah Operasional
Already Operated
40 Stasiun / 40 Station Balai Yasa Manggarai (Sudah
▶ Instalasi PLTS di 15 stasiun / PLTS operasional / already operated)
Installation in 15 station Balai Yasa Yogyakarta
▶ Instalasi PLTS di 25 stasiun / PLTS (Implementasi tahap I 33 kWP /
Installation in 25 station) Implementation Stage I - 33 kWP)
Sudah Operasional Implementasi Proses DED
Already Operated Implementation DED Process
Balai Yasa Yogyakarta 309,65 BY Surabaya 180,4 KWP GK Soka 7,2 KWP GK Banjar 11,5 KWP Bandung Head Office BY
kWP BY Tegal 353,65 KWP GK Cipinang 7,2 KWP Banjar Station 15,4 KWP Pulubrayan Kiaracondong
BY Lahat 396 KWP Padalarang Station 82,5 KWP GK Kertosono 14, 3 KWP Station BY Jembatan BY
Kantor Divre III 122 KWP Cimahi Station 105 KWP Medan Station 39.6 KWP Sintel BY Mekanik Cirebon
BNI City Station 38,5 KWP Bandung Station 60,5 KWP Padang Station 39,6 KWP Record Center
Batu Ceper Station 28,6 KWP Bandung Office 40,7 KWP Tanjungkarang Station 40,7 KWP
Implementasi
Implementation
1. Bandung Head Office 6. Gedung JRC Tahap II 11. Kiaracondong Station 11. Daop 8 Surabaya Head Office
2. Balai Jembatan 7. Gambir Station Phase II 12. Tasik Station 12. Divre II Head Office
3. BY Sintel 8. Rumah Dinas Brawijaya 13. Daop 4 Semarang Head Office 13. Divre IV Head Office
4. BY Mekanik Cirebon 9. GK Nusa Indah 14. Klaten Station 14. BY Pulubrayan
5. Record Center 10. Griya Karya Ciremai 15. Wates Station 15. Depo Simpang
Laporan Tahunan dan Keberlanjutan
568 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 569
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Implementasi PLTS tahun 2023 Solar Panel Implementation in 2023
Jumlah titik pemasangan PLTS Total Kapasitas PLTS Pengurangan Emisi CO² Nov-Des 2023 (Ton CO²)
Number of PLTS installation points Total PLTS Capacity CO² Emission Reduction Nov-Dec 2023 (Ton CO²)
15 (Stasiun) 371,6 kWp 130,85
25 (Stasiun) 700,9 kWp 195,43
1 (Balai Yasa) 252,0 kWp 42,83
1 (Balai Yasa) 342,65 kWp* 61
Total 1.667,15 kWp 57,5
*) Kapasitas maksimal mencapai 342.65 kWp *) Maximum Capacity reaches 342.65 kWp
Per 31 Desember 2023, penggunaan panel surya telah As of December 31 st, 2023, the use of solar panels has
diimplementasikan di Stasiun Gambir, Gedung Jakarta been implemented at Gambir Station, Jakarta Railway
Railway Center, 40 Stasiun, Balai Yasa Manggarai dan Balai Center Building, 40 Stations, Balai Yasa Manggarai and
Yasa Yogyakarta. Balai Yasa Yogyakarta.
KAI percaya bahwa penggunaan bahan bakar fosil telah KAI believes that the use of fossil fuels has contributed
menyebabkan perubahan iklim dan mencemari to climate change and environmental pollution. To
lingkungan maka untuk menunjang aktivitas support its operational activities, KAI has replaced the
operasional, KAI telah mengganti penggunaan bahan use of solar fuel with biosolar fuel, which is a blend of
bakar solar dengan bahan bakar biosolar, yang terbuat solar (diesel) mixed with vegetable oil sourced from
dari solar yang dicampur dengan minyak nabati yang plants such as jatropha and palm oil. The use of biosolar
bersumber tanaman seperti jarak dan kelapa sawit. fuel was initiated in 2009. Research and development
Penggunaan bahan bakar biosolar sudah diinisiasi sejak gradually increased the percentage of renewable sources
2009. Penelitian dan pengembangan perlahan menaikan from 5% vegetable oil to 40% vegetable oil, as depicted
persentase sumber terbarukan dari 5% minyak nabati in the following flowchart:
menjadi 40% minyak nabati sebagaimana flowchart
berikut
2009 2013 2016 2017
PT KAI pada
PT KAI pada September 2013 PT KAI pada Mei
Januari 2009 mulai PT KAI
beralih 2017 relaksasi ke
menggunakan menggunakan
menggunakan Bahan B10
Bahan Bakar B5 bahan bakar B20
Bahan Bakar B10 On May 2017, PT
On January 2009, PT KAI using B20
On September 2013, KAI relaxation to
PT KAI started fuel
switched to using B10 fuel
using B5 fuel B10 fuel
2024 2023 2019 2018
PT KAI pada 21 PT KAI pada 1
PT KAI pada November 2019 September 2018
Februari 2023 beralih kembali
Rencana Uji Coba beralih ke Bahan menggunakan menggunakan
B40 Bakar B35 Bahan Bakar B30 Bahan Bakar B20
PT KAI plans to test On February 2023, On November 21 st, On September 1 st,
B40 fuel PT KAI switched to 2019, PT KAI 2018, PT KAI
using B35 fuel switched to using returned to using
B30 fuel B20 fuel
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 569
Annual and Sustainability Report
Page 570
Laporan Keberlanjutan
Sustainability Report
Aspek Air Water Aspect
Penggunaan Air [OJK F.8] [GRI 3-3, 303-1] Water Usage [OJK F.8] [GRI 3-3, 303-1]
KAI sebagai perusahaan transportasi massal KAI as a railway mass transportation company is used by
perkeretaapian digunakan oleh banyak orang setiap many people every day. The company records the use of
harinya. Perseroan mencatat penggunaan air bersih clean water for domestic needs of employees and
untuk keperluan domestik karyawan dan penumpang passengers such as needs in the toilet, ablution, and so
seperti kebutuhan di kamar kecil (toilet), wudhu, dan lain on. The water sources used by KAI mostly come from the
sebagainya. Sumber air yang digunakan KAI sebagian Regional Drinking Water Company (PDAM). In certain
besar berasal dari Perusahaan Daerah Air Minum (PDAM). conditions, for example when the water supply from
Pada kondisi tertentu, semisal saat pasokan air dari PDAM PDAM experiences problems, the Company uses
mengalami masalah, Perseroan menggunakan air tanah groundwater pumped by a water pump machine. KAI
yang dipompa dengan mesin pompa air. KAI memastikan ensures that water use internally and for cleaning
bahwa penggunaan air secara internal dan untuk procedures is carried out economically, especially in the
prosedur kebersihan dilakukan secara hemat terutama areas where we operate which are areas prone to drought.
pada kawasan-kawasan tempat kami beroperasi yang
merupakan daerah rawan kekeringan.
KAI telah melakukan perhitungan secara terperinci atas KAI has carried out detailed calculations of water usage
penggunaan air pada kantor pusat, seluruh unit di wilayah for all units in the operational area, with the following
operasional, dan anak perusahaan, dengan hasil sebagai results:
berikut:
Penggunaan Air KAI [GRI 303-3, 303-5] Use of KAI Water [GRI 303-3, 303-5]
Air Permukaan (Megaliter) Air Bawah Tanah (Megaliter) Air PDAM (Megaliter)
Uraian Surface Water (Megaliter) Groundwater (Megaliter) PDAM Water (Megaliter)
No
Description
2023 2022 2021 2023 2022 2021 2023 2022 2021
Kantor Pusat / Head
1 0 0 0 24,00 21,6 21,6 7,56 6,80 6,73
Office
Per Wilayah / Per Region
2 DAOP 1 Jakarta 0 0 0 26.76 26.15 50.70 23.160 29.31 9.10
3 DAOP 2 Bandung 0 0 0 5.10 5.10 5.10 10.85 24,43 10,53
4 DAOP 3 Cirebon 0 0 0 0 0 0 4.92 4.14 4.10
5 DAOP 4 Semarang 0 0 0 0 0 0 1.99 2.34 1.74
6 DAOP 5 Purwokerto 0 0 0 65.48 74.48 74.48 3.80 3.34 4.15
7 DAOP 6 Yogyakarta 0 0 0 12.05 10.12 5.36 2.45 2.24 3.11
8 DAOP 7 Madiun 0 0 0 8,30 8,30 8,30 3.15 5,15 5,32
9 DAOP 8 Surabaya 16.43 13.96 11.17 10.05 10.05 8.67 46,00 40,52 39,14
10 DAOP 9 Jember 0 0 0 0 0 0 17,63 37,69 23,90
DIVRE I Sumatera
11 0 0 0 60.000 58.000 49.000 0* 12,34 7,84
Utara
DIVRE II Sumatera
12 0* 2,07 2,06 0* 4,79 4,86 2.05 5.38 4.78
Barat
DIVRE III
13 9.80 1.34 1.48 0* 0.38 0,42 0* 10,25 76,34
Palembang
DIVRE IV Tanjung
14 0 0 0 35.16 36.49 31.12 0* 3,78 3,78
Karang
15 BY Manggarai 0 0 0 6.19 2.15 10.11 0 0 0
16 BY Yogyakarta 0 0 0 43.60 46.88 25.73 0 0 0
17 BY Lahat 0* 172,80 172,80 7.80 7.60 7.41 0 0 0
BY Surabaya
18 0 0 0 14.93 15.11 15.17 0* 4,87 5,16
Gubeng
19 BY Tegal 0 0 0 5.50 5.90 6.10 0,80 0,41 0,44
Laporan Tahunan dan Keberlanjutan
570 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 571
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Air Permukaan (Megaliter) Air Bawah Tanah (Megaliter) Air PDAM (Megaliter)
Uraian Surface Water (Megaliter) Groundwater (Megaliter) PDAM Water (Megaliter)
No
Description
2023 2022 2021 2023 2022 2021 2023 2022 2021
20 BY Pulubrayan 0 0 0 3.96 3.96 3.96 0* 1,06 1,11
Per Anak Perusahaan / Subsudiaries Company
21 KAI Wisata 0 0 0 0 0 0 0,72 0,85 0,13
22 KAI Service 0 0 0 0,41 0,32 0,16 0 0 0
23 KAI Logistik 35.61 26.73 0 0.27 0.29 0.20 9.82 5.1 6.5
24 KAI Properti 0 0 0 6.5 5.85 5.26 0 0 0
25 KAI Commuter 0 0 0 21.99 21.90 21.90 0.99 0.26 0
26 Railink 0 0 0 0 0 0 0 0 0
*) Disajikan kembali *) Restated
Total Penggunaan Air Total Water Usage
Air Satuan
2023 2022 2021
Water Unit
Air Permukaan / Surface Water Megaliter 61,84 216,91 187,51
Air Tanah / Groundwater Megaliter 358,03 365,43 355,63
Air PDAM / PDAM Water Megaliter 135,90 200,41 213,89
Total Megaliter 555,76 782,74 757,02
Jumlah konsumsi air KAI sebanding dengan jumlah air KAI's water consumption is equal to the amount of water
yang dibuang, sehingga total penggunaan dan discharged, so the total usage and discharge of water
pembuangan air adalah sama. are equal.
Dampak Ekonomi dari Penghematan Air Economic Impact of Water Savings
Penghematan air yang dilakukan tidak hanya The water savings carried out not only prove KAI's
membuktikan komitmen KAI terhadap keberlanjutan commitment to environmental sustainability but also
lingkungan namun juga membantu operasional KAI help KAI operations save costs for PDAM and electricity
menghemat biaya pengeluaran untuk PDAM dan biaya costs for groundwater pumps. This environmental and
listrik pompa air tanah. Dampak lingkungan dan economic impact will always be increased to support our
ekonomi ini senantiasa akan ditingkatkan untuk sustainability.
mendukung keberlanjutan kami.
Aspek Keanekaragaman Hayati Aspek Keanekaragaman Hayati
Dampak dari Wilayah Operasional yang Dekat atau Impact of Operational Areas Close to or Located in
Berada di Daerah Konservasi atau Memiliki Conservation Areas or Areas with Biodiversity
Keanekaragaman Hayati [OJK F.9] [OJK F.9]
Sampai dengan 31 Desember 2023, KAI beroperasi pada Until December 31 st, 2023, KAI operates in areas that do
wilayah-wilayah yang tidak berdampak secara langsung not have a direct impact on conservation areas or
terhadap area konservasi atau memiliki keanekaragaman biodiversity. KAI's commitment to maintaining and
hayati. Komitmen KAI menjaga dan mengelola dampak managing negative impacts on ecosystems is realized
negatif terhadap ekosistem diwujudkan dengan by ensuring the fulfillment of all environmental
memastikan pemenuhan seluruh persyaratan lingkungan requirements including Environmental Management
mencakup Upaya Pengelolaan Lingkungan Hidup (UKL) Efforts (UKL) and Environmental Monitoring Efforts (UPL),
dan Upaya Pemantauan Lingkungan Hidup (UPL), serta as well as Environmental Impact Analysis (AMDAL). KAI
Analisis Mengenai Dampak Lingkungan (AMDAL). KAI has and implements 34 (thirty four) UKL-UPLs in 9 (nine)
memiliki dan melaksanakan 34 (tiga puluh empat) UKL-UPL operational areas and 9 (nine) AMDALs located in Daop
pada 9 (sembilan) wilayah operasional dan 9 (sembilan) 1, Daop 2, Daop 6 and Head Office. [GRI 304-1]
AMDAL yang berada di Daop 1, Daop 2, Daop 6 dan Kantor
Pusat. [GRI 304-1]
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 571
Annual and Sustainability Report
Page 572
Laporan Keberlanjutan
Sustainability Report
Meski demikian, KAI tetap melaksanakan komitmen untuk However, KAI continues to carry out its commitment to
dapat menghadirkan kontribusi positif terhadap upaya be able to make a positive contribution to environmental
pelestarian lingkungan di sekitar area operasional. KAI conservation efforts around operational areas. KAI carries
melaksanakan penyaluran kontribusi bagi lingkungan out distribution of contributions to the environment
melalui pelaksanaan Tanggung Jawab Sosial Lingkungan through the implementation of Environmental Social
Peduli Lingkungan (KAI-Pling). Program KAI-Pling things, through the Environmental Care Train (KAI-Pling)
merupakan wujud nyata Perseroan dalam menyalurkan program. The KAI-Pling program is a concrete
nilai manfaat terhadap lingkungan, sarana dan prasarana manifestation of the Company's distribution of beneficial
umum, pengelolaan sampah, serta penanaman pohon values to the environment, public Rolling Stock and
di wilayah operasional KAI. [GRI 304-2] infrastructure, waste management, and tree planting in
KAI's operational areas. [GRI 304-2]
Program penanaman pohon yang dilakukan KAI tidak The tree planting program carried out by KAI is not only
hanya terbatas pada wilayah operasional, yaitu pada area limited to operational areas, namely in station areas,
stasiun, perkantoran, dan sepanjang lintasan rel kereta offices and along railway tracks, but is also carried out
api, tetapi juga dilakukan di luar area bisnis KAI, yang outside KAI's business areas, which is a manifestation of
merupakan wujud komitmen KAI dalam menjaga KAI's commitment to preserving the environment at large.
kelestarian lingkungan secara luas. Seiring hal tersebut, In line with this, KAI has a strong commitment to
KAI memiliki komitmen yang kuat untuk secara konsisten consistently carry out efforts to preserve the environment
melaksanakan upaya pelestarian lingkungan dan and biodiversity, including by participating in the success
keanekaragaman hayati, di antaranya dengan ikut of the SOE Green Indonesia program. [GRI 304-3]
menyukseskan program BUMN Hijaukan Indonesia.
[GRI 304-3]
Usaha Konservasi Keanekaragaman Hayati Biodiversity Conservation Efforts
[OJK F.10] [OJK F.10]
Pada tahun 2023, seluruh aktivitas operasional KAI In 2023, all KAI operational activities will be carried out
dilaksanakan pada area yang seluruhnya tidak berada in areas that are not near or included in conservation
di dekat ataupun masuk ke dalam daerah konservasi atau areas or that have biodiversity to be preserved. Therefore,
yang memiliki keanekaragaman hayati untuk there is no information regarding biodiversity
dilestarikan. Karena itu, tidak terdapat informasi conservation efforts and species list to be disclosed in
mengenai usaha dan daftar spesies konservasi this. section [GRI 304-4]
keanekaragaman hayati untuk diungkapkan pada bagian
ini. [GRI 304-4]
Meski demikian, KAI melakukan program penanaman However, KAI carries out a tree planting program as a
pohon sebagai upaya terus-menerus dalam mendukung continuous effort to support biodiversity conservation,
pelestarian keanekaragaman hayati, baik berupa both in the form of planting in KAI station and office areas
penanaman pada area stasiun dan kantor KAI maupun and planting for external communities around KAI
penanaman untuk masyarakat eksternal di sekitar area operational areas. Planting trees consists of various
operasional KAI. Penanaman pohon terdiri dari spesies species that are adapted to the planting location
yang beragam yang disesuaikan dengan lokasi including Mangrove, Tabebuya, Trembesi, Fruit, Pule,
penanamannya meliputi pohon Mangrove, Tabebuya, Sugar Palm trees, and so on. KAI also participates in the
Trembesi, Buah-buahan, Pule, Aren, dan sebagainya. KAI Collaboration Movement program "SOE Green Indonesia"
juga mengikuti program Gerakan Kolaborasi “BUMN in areas surrounding KAI's business processes. Disclosure
Hijaukan Indonesia” di wilayah sekitar proses bisnis KAI. regarding this matter is as follows:
Pengungkapan mengenai hal tersebut adalah sebagai
berikut:
Jenis Pohon yang ditanam di Wilayah Operasi KAI Type Trees planted in the KAI Operational Area
DAOP Jenis Pohon
No
DIVRE Type of Tree
Penanaman pada Stasiun dan Kantor KAI
Planting at KAI Stations and Offices
Daop 1 Jakarta / Jakarta Pohon Trembesi, Tabebuya, Miana, dan Buah-buahan / Trembesi, Tabebuya, Miana,
1
Operational Area 1 and Fruit Trees
Pohon Trembesi, Tabebuya, Pule, Buah-buahan, Cemara, Pucuk Merah, Bambu, Anset
Daop 2 Bandung / Bandung
2 dan Tanaman Hias / Trembesi Trees, Tabebuya, Pule, Fruits, Fir, Red Shoots, Bamboo,
Operational Area 2
Anset and Ornamental Plants
Laporan Tahunan dan Keberlanjutan
572 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 573
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
DAOP Jenis Pohon
No
DIVRE Type of Tree
Daop 3 Cirebon / Cirebon Pohon Trembesi, Pucuk Merah dan Brokoli Kuning / Trembesi Tree, Red Shoots and
3
Operational 3 Yellow Broccoli
Daop 4 Semarang / Semarang
4 Pohon Pule, Trembesi dan Pucuk Merah / Pule, Trembesi and Red Shoots
Operational Area 4
Daop 5 Purwokerto / Pohon Tabebuya, Ketapang, Kencana, Tanaman Hias dan Bunga / Tabebuya, Ketapang,
5
Purwokerto Operational Area 5 Kencana Trees, Ornamental Plants, and Flowers
Daop 6 Yogyakarta / Tanaman Hias, Pohon Pule, dan Pohon Buah-buahan / Ornamental Plants, Pule Trees,
6
Yogyakarta Operational Area 6 and Fruit Trees
Daop 7 Madiun / Madiun Pohon Jengkol, Pucuk Merah, Pisang-pisangan, dan Nusa Indah / Jengkol Tree, Red
7
Operational Area 7 Shoots, Bananas, and Nusa Indah
Pohon Ketapang, Pucuk Merah, Pule, Semarak, Tabebuya, Buah-buahan dan Tanaman
Daop 8 Surabaya / Surabaya
8 Hias / Ketapang Trees, Red Shoots, Pule, Semarak, Tabebuya, Fruits and Ornamental
Operational Area 8
Plants
Daop 9 Jember / Jember
9 Pohon Pule / Pule Trees
Operational Area 9
Divre I Sumatera Utara / North Pohon Ketapang Mini, Pucuk Merah, Buah-buahan dan Bunga / Mini Ketapang Tree,
10
Sumatra Divre I Red Shoots, Fruits and Flowers
Pohon Bonsai, Gading, Pucuk Merah, Asoka, Palm, Bougenville, Janda Bolong,Brokoli
Divre II Sumatera Barat / West
11 Kuning dan Tanaman Air / Bonsai Trees, Ivory, Red Shoots, Ashoka, Palm Bougenville,
Sumatra Divre II
Bolong widows, Yellow Broccoli and Aquatic Plants
Divre III Palembang / Tanaman Hias Pucuk Merah, Pohon trambesi / Red Shoots Ornamental Plants and
12
Palembang Divre III Trembesi Trees
Pohon Mangga Harum Manis, Pohon Buah-buahan, Bibit Alpukat Alligator, Bibit Durian,
Divre IV Tanjung Karang /
13 Bibit Kelengkeng / Sweet Fragrant Mango Trees, Fruit Trees, Alligator Avocado Seeds,
Tanjung Karang Divre IV
Durian Seeds, Longan Seeds
14 Balai Yasa Manggarai Pohon Buah-buahan / Fruit Trees
15 Balai Yasa Tegal Pohon Buah-buahan / Fruit Trees
16 Balai Yasa Surabaya Gubeng Pohon Buah-buahan dan Tanaman Hias / Fruit Trees and Ornamental Plants
17 Balai Yasa Lahat Pohon Buah-buahan / Fruit Trees
Penanaman bagi Masyarakat Eksternal
Planting for External Communities
Bantuan Pohon Buah-buahan, Petai dan Pala, Beringin, Trembesi, Mahoni, Nangka
Daop 1 Jakarta / Jakarta Buah untuk penghijauan Yayasan Hutan Lestari Indonesia / Donation of Fruit Trees,
1
Operational Area 1 Petai and Nutmeg, Banyan, Trembesi, Mahogany, Jackfruit for reforestation Indonesian
Sustainable Forest Foundation
Daop 4 Semarang / Semarang Anting Putri, Cemara Udang, Bonsai Dollar, Jasmine, Bromolia / Anting Putri, Udang
2
Operational Area 4 Pine, Dollar Bonsai, Jasmine, Bromelia
Bantuan Bibit Pohon Bambu, Aren, dan Beringin untuk Penghijauan Sabuk Gunung
Daop 6 Yogyakarta /
3 Pemerintah Kabupaten Temanggung / Donation of Bamboo, Palm and Banyan Tree
Yogyakarta Operational Area 6
Seeds for Greening the Mountain Belt of the Temanggung Regency Government
Daop 8 Surabaya / Surabaya
4 Bantuan Pohon Cemara Laut / Donation of Sea Pine Tree
Operational Area 8
Bantuan Pohon Mangrove untuk Kelompok Tani Cinta Mangrove Gambus Laut Batubara
5 Divre I Sumatera Utara Sumatera Utara / Mangrove Tree Donation for the Cinta Mangrove Bambus Laut Batubara
Farmer Group, North Sumatra
Bantuan Pohon Buah-buahan untuk Penghijauan Desa Belatung Ogan Komering
5 Divre IV Tanjung Karang Ulu Lampung / Donation of fruit trees for the greening of Belatung Village, Ogan
Komering Ulu, Lampung
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 573
Annual and Sustainability Report
Page 574
Laporan Keberlanjutan
Sustainability Report
Aspek Emisi Emission Aspect
Jumlah dan Intensitas Emisi yang Dihasilkan Total Amount and Intensity of the Emission Produced
Berdasarkan Jenisnya [OJK F.11][GRI 3-3, 305] Based on Types [OJK F.11][GRI 3-3, 305]
Dalam menjalankan kegiatan operasional bisnisnya, KAI In carrying out its business operations, KAI produces
menghasilkan Gas Rumah Kaca (GRK) yaitu emisi GRK Green House Gases (GHG), namely direct GHG emissions
(Cakupan 1) langsung yang bersumber dari penggunaan (Scope 1) originating from the use of diesel fuel, such as
bahan bakar diesel, seperti pengoperasian mesin diesel the operation of diesel engines and generators; as well
dan genset; serta emisi GRK (Cakupan 2) tidak langsung as indirect GHG (Scope 2) emissions originating from
yang bersumber dari penggunaan listrik. Penghitungan electricity use. Calculation of GHG emissions (Scope 1) is
emisi GRK (Cakupan 1) dilakukan dengan mengalikan carried out by multiplying energy consumption data by
data konsumsi energi dengan faktor emisi. Seluruh the emission factor. All calculations for Scope 1 and Scope
perhitungan emisi GRK Scope 1 dan Scope 2 telah 2 greenhouse gas emissions cover 100% of the operational
mencakup 100% wilayah operasional, yang terdiri atas areas, including the Head Office, Operational Areas,
Kantor Pusat, Daerah Operasi, Divisi Regional, dan Anak Regional Divisions, and Subsidiaries.
Perusahaan.
Sampai dengan 2023, KAI mengukur pengurangan emisi Until 2023, KAI measures the resulting reduction in
yang dihasilkan dengan membandingkan jumlah emisi emissions by comparing the amount of emissions in the
pada periode pengukuran dengan hasil yang diperoleh measurement period with the results obtained in the
pada tahun sebelumnya. Sebagai upaya dalam previous year. As an effort to improve the quality of
meningkatkan kualitas pengukuran dan pelaporan aspek measurement and reporting of emissions aspects, KAI
emisi, KAI telah menetapkan tahun 2023 sebagai baseline has set 2023 as the measurement baseline, with the target
pengukuran, dengan sasaran pencapaian ESG Risk of achieving ESG Risk Ratings the best (rank low risk) in
Ratings yang terbaik (peringkat low risk) pada 2027. 2027.
Pada tahun 2023, KAI menghasilkan emisi GRK (Cakupan In 2023, KAI produces GHG emissions (Scope 1) from fuel
1) dari penggunaan bensin dan biosolar yaitu sebesar and biodiesel use, namely 5,877,135 tons of CO 2-eq, or a
5.877.135 Ton CO 2-eq, atau menurun dibandingkan decrease compared to 2022 of 373.600 tons of CO 2-eq.
dengan tahun 2022 sebesar 373.600 Ton CO 2-eq.
Emisi GRK Cakupan 1 (BBM) yang Dihasilkan Scope 1 GHG Emissions (Fuel) Produced [GRI 305-1]
[GRI 305-1]
Emisi GRK
GHG Emission (Ton CO ²-eq)
Sumber Emisi GRK Satuan
2023 2022 2021
GHG Emission Source Unit
Liter 386.317.173 400.356.110 404.356.410
Terajoule (TJ)*) 13.212 13.692 13.829
Cakupan 1 Bensin /
Scope 1 Fuel
kg CO²/TJ*) 72.600 72.600 72.600
Ton CO² – eq 959.195 994.052 1.003.985
Liter 1.743.325.652 1.863.403.898 1.994.111.198
Terajoule (TJ)*) 62.760 67.083 71.788
Cakupan 1 Biosolar /
Scope 1 Biodiesel
kg CO²/TJ*) 74.433 74.433 74.433
Ton CO² – eq 4.917.940 5.256.682 5.625.409
Total Ton CO 2–eq 5.877.135 6.250.735 6.629.394
• 1 Liter Bensin = 0.0342 GJ • 1 Liter of gasoline = 0.0342 GJ
• 1 Liter Solar = 0.0379 GJ • 1 Liter of diesel = 0.0379 GJ
• Konversi BBM (Bensin dan Biosolar) dari satuan liter ke dalam satuan • The conversion of fuel (gasoline and biosolar) from liters to Joules is based
Joule dilakukan dengan mengacu kepada Pedoman Penyelenggaraan on the Guidelines for National Greenhouse Gas Inventories - Ministry of
Inventarisasi Gas Rumah Kaca Nasional - Kementerian Lingkungan Environment 2012 (ref: IPCC 2006)
Hidup 2012 (ref: IPCC 2006)
*) Kg CO²/TJ Tier 2 (Lokal) Bensin RON 92 dan Automotive Diesel Oil (ADO) *) Kg CO2/TJ Tier 2 (Local) Gasoline RON 92 and Automotive Diesel Oil (ADO)
dari Tabel 1 Faktor Emisi Bahan Bakar dalam Inventarisasi GRK Sektor from Table 1 Emission Factors for Fuels in the Greenhouse Gas Inventory
Energi, Kementerian Energi dan Sumber Daya Mineral (2019) of the Energy Sector, Ministry of Energy and Mineral Resources (2019)
• Data tahun 2022 dan 2021 merupakan data yang disajikan kembali • The data for 2022 and 2021 has been restated using a different calculation
menggunakan metode perhitungan yang berbeda dengan pelaporan method compared to the reporting in the 2022 Annual Report.
pada Laporan Tahunan 2022.
Laporan Tahunan dan Keberlanjutan
574 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 575
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Emisi GRK yang dihasilkan dari penggunaan listrik KAI GHG emissions resulting from KAI's electricity use in 2023
pada tahun 2023 didapat melalui perkalian antara are obtained by multiplying electricity consumption (in
konsumsi listrik (dalam kWh per tahun) dengan average kWh per year) with the average grid emission factor issued
grid emission factor yang dikeluarkan Kementerian by the Ministry of Energy and Mineral Resources referring
ESDM merujuk RUPTL PLN 2015-2024, yaitu sebesar 0,934 to the 2015-2024 PLN RUPTL, which is 0.934 kg CO 2/kWh
kg CO 2/kWh (2017). Berdasarkan perhitungan tersebut, (2017). Based on these calculations, the resulting GHG
maka emisi GRK Cakupan 2 yang dihasilkan adalah sebagai scope 2 emissions are as follows:
berikut:
Emisi GRK Cakupan 2 (Listrik) yang Dihasilkan Scope 2 (Electricity) GHG Emissions Generated
[GRI 305-2] [GRI 305-2]
Emisi GRK
GHG Emission (Ton CO ²-eq)
Sumber Emisi GRK Satuan
2023 2022 2021
GHG Emission Source Unit
GWh 17,97 15,33 11,19
Cakupan 2 - Listrik dari Panel Surya
Scope 2 - Electricity from Solar panel
Ton CO ²-eq 0 0 0
GWh 1.225 1.371 1.104
Cakupan 2 - Listrik dari PLN
Scope 2 - Electricity from PLN
Ton CO ²-eq 1.144.213 1.280.583 1.031.826
• Data tahun 2022 dan 2021 merupakan data yang disajikan kembali The data for 2022 and 2021 has been restated using a different calculation
menggunakan metode perhitungan yang berbeda dengan pelaporan method compared to the reporting in the 2022 Annual Report.
pada Laporan Tahunan 2022.
Sedangkan, emisi GRK Cakupan 3 (perjalanan dinas) Meanwhile, the GHG emissions scope 3 (business travel)
dihitung dengan kalkulator karbon myclimate.org, calculated using the carbon calculator myclimate.org,
dengan hasil perhitungan pada tahun 2021-2023 sebagai with calculation results for 2021-2023 as follows:
berikut:
Jumlah Emisi GRK Cakupan 3 (Perjalanan Dinas) Amount of Scope 3 (Official Travel) GHG Emissions
yang Dihasilkan [GRI 305-3] Generated [GRI 305-3]
Emisi GRK
GHG Emission (Ton CO ²-eq)
Sumber Emisi GRK Satuan
2023 2022 2021
GHG Emission Source Unit
Cakupan 3 - (Perjalanan Dinas
menggunakan Pesawat
Terbang)* Ton CO ²-eq 3.379 3.068 2.057
Scope 3 - Business Trips with Air
Travel*
*) Perhitungan perjalanan dinas udara menggunakan https://co2.myclimate. *) Calculation of business trip flights using https://co2.myclimate.org/en/flight_
org/en/flight_calculators/new calculators/new
• Data tahun 2022 dan 2021 merupakan data yang disajikan kembali • The data for 2022 and 2021 has been restated using a different
menggunakan metode perhitungan yang berbeda dengan pelaporan calculation method compared to the reporting in the 2022 Annual
pada Laporan Tahunan 2022. Report.
Di dalam laporan ini, intensitas emisi GRK dihitung dengan In this report, GHG emission intensity is calculated by
menjumlah total Ton CO₂-eq dari sumber cakupan 1-3 summing the total Tons of CO₂-eq from scope 1-3 sources
dan membaginya dengan total Pendapatan selama 3 and dividing it by the total Revenue over the past 3 years.
tahun terakhir. Intensitas emisi GRK diungkapkan dalam The GHG emission intensity is presented in the following
tabel berikut: table:
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 575
Annual and Sustainability Report
Page 576
Laporan Keberlanjutan
Sustainability Report
Jumlah dan Intensitas Emisi GRK [GRI 305-4] Amount and Intensity of GHG Emissions generated
at the Head Office [GRI 305-4]
Emisi GRK
GHG Emission (Ton CO ²-eq)
Sumber Emisi GRK Satuan
2023 2022 2021
GHG Emission Source Unit
Total Emisi GRK cakupan 1, 2, dan 3 /
Ton CO ²-eq 7.024.727 7.534.386 7.663.276
Total GHG Emission Scope 1, 2, and 3
Milyar Rp /
Total Pendapatan / Total Revenue 35.106.535 25.577.639 17.916.775
Billion Rp
Ton CO ²-eq/
Intensitas Emisi per milyar rupiah
Milyar Rp
pendapatan / Emission Intensity per 0,20 0,29 0,43
Ton CO ²-eq/
billion rp of revenue
Billion Rp
Komitmen dan inisiatif KAI terbukti mengurangi total KAI's commitment and initiatives have proven to gradually
emisi GRK secara bertahap. Pada tahun 2023 Emisi GRK reduce total GHG emissions. In 2023, GHG emissions were
adalah 7.024.727 turun 6,76% dari tahun 2022. Intensitas 7,024,727 tons, down 6.76% from 2022. Emission intensity
emisi juga menurun menjadi 0,20 Ton CO 2-eq/Milyar also decreased to 0.20 Tons CO2-eq/Billion Rupiah from
Rupiah dari 0,29 Ton CO 2-eq/Milyar Rupiah pada 2022. 0.29 Tons CO2-eq/Billion Rupiah in 2022. In 2023, KAI did
Pada tahun 2023, KAI belum menggunakan jasa pihak not yet use the services of an independent external party
eksternal independen untuk verifikasi perhitungan total for verification of the total GHG emissions calculation,
emisi GRK namun kami memastikan bahwa perhitungan but we ensure that the calculations are based on relevant
sudah berdasarkan metode yang relevan. methods.
Selain gas karbon dioksida, emisi GRK dapat terdiri dari In addition to carbon dioxide gas, GHG emissions can
nitrogen oksida (NO) maupun sulfur oksida (SO). KAI consist of nitrogen oxides (NO) and sulfur oxides (SO).
memahami dan melakukan uji emisi pada aktivitas KAI understands this and conducts emission tests on
operasional yang berpotensi menghasilkan gas-gas operational activities that have the potential to produce
tersebut. Lokomotif dan genset KAI mengeluarkan emisi these gases. KAI's locomotives and generators emit GHGs
GRK yang mencakup NO dan SO. KAI melakukan uji emisi that include NO and SO. KAI conducts emission tests on
pada lokomotif dengan 2 (dua) metode yaitu metode locomotives using two methods: the no-load sampling
pengambilan sampel tanpa beban (saat lokomotif tanpa method (when the locomotive is not carrying any load
adanya pembebanan seperti rangkaian) dan metode such as a trainset) and the loaded sampling method
pengambilan sampel dengan pembebanan (saat (when the locomotive is coupled or connected with a
lokomotif sedang menggandeng atau terangkai dengan trainset with a safe load). Samples are taken from idle
rangkaian dengan safe load). Sampel yang di ambil dari (not moving) through the first to the eighth notch (the
mulai tidak bergerak (idle) hingga notch (posisi tuas position of the control lever used by the machinist to
kontrol yang digunakan oleh masinis untuk mengatur regulate the train's speed). Each notch represents a
kecepatan kereta) pertama hingga kedelapan. Setiap different power or acceleration level on the locomotive.
notch mewakili tingkat daya atau percepatan yang This system allows the machinist to gradually control the
berbeda pada lokomotif. Sistem ini memungkinkan engine's power, starting from idle (no power) to full power
masinis untuk mengontrol daya mesin secara bertahap, at notch 8. The higher the notch number, the greater
mulai dari posisi idle (tanpa daya) hingga daya penuh di the power output by the engine, and the faster the train
notch 8. Semakin tinggi nomor notch, semakin besar can travel. The use of notches controls the train's speed
daya yang dikeluarkan oleh mesin, dan semakin cepat with precision, especially when the train starts moving,
kereta dapat melaju. Penggunaan notch mengendalikan climbs a hill, or during braking. All locomotive emission
kecepatan kereta dengan presisi, terutama saat kereta test results do not exceed the emission standards for
mulai bergerak, mendaki tanjakan, atau saat pengereman. locomotive exhaust gases set by the Thermodynamics
Seluruh hasil uji emisi Lokomotif tidak melebihi baku Motor and Propulsion Technology Center of the National
mutu emisi gas buang lokomotif Balai Teknologi Research and Innovation Agency, whether the locomotive
Termodinamika Motor dan Propulsi oleh Badan Riset dan is unloaded or loaded.
Inovasi Nasional, baik kondisi lokomotif tanpa
pembebanan maupun dengan pembebanan.
Laporan Tahunan dan Keberlanjutan
576 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 577
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Sementara itu, metode pengambilan pada genset hanya Meanwhile, the sampling method for generators can only
bisa dilakukan dengan metode tanpa pembebanan. be performed using the no-load method. Emission
Sampel emisi diambil selama beberapa detik dan samples are taken for several seconds and show that
menunjukan bahwa emisi genset tidak melebihi baku generator emissions do not exceed the emission standards
mutu emisi mesin dengan pembakaran dalam atau genset for internal combustion engines or generators as stated
yang tertera pada Peraturan Menteri Lingkungan Hidup in the Minister of Environment and Forestry Regulation
dan Kehutanan No. 11 tahun 2021. Namun demikian, No. 11 of 2021. However, up to now, KAI has not yet
sampai saat ini KAI belum melakukan akumulasi accumulated annual GHG emission calculations from
penghitungan tahunan emisi GRK dari zat perusak ozon, ozone-depleting substances, nitrogen oxides, sulfur
nitrogen oksida, sulfur oksida, dan gas lainnya. Kami oxides, and other gases. We hope to analyze each emission
berharap dapat menelaah setiap sumber emisi yang kami source we generate so that they can be better quantified
hasilkan agar dapat dikuantifikasi lebih baik di masa yang in the future. [GRI 305-6, 305-7]
akan datang. [GRI 305-6, 305-7]
Upaya dan Pencapaian Pengurangan Emisi yang Efforts and Achievements in Emission Reduction
Dilakukan [OJK F.12][GRI 3-3, 305-5] [OJK F.12][GRI 3-3, 305-5]
Pengurangan emisi GRK sangat penting untuk mengatasi Reducing GHG emissions is crucial to addressing climate
perubahan iklim dan memenuhi regulasi lingkungan. change and meeting environmental regulations. The
Perseroan berkomitmen untuk mengurangi emisi melalui company is committed to reducing emissions through
peningkatan efisiensi bahan bakar, adopsi teknologi fuel efficiency improvements, the adoption of clean
bersih, dan penggunaan energi terbarukan. KAI secara technologies, and the use of renewable energy. KAI
konsisten menerapkan sejumlah inisiatif teknologi dan consistently implements various technological initiatives
kebijakan operasional sebagai upaya mendukung and operational policies to support emission reductions
pengurangan emisi dari lingkup internal sampai ke from internal operations to the broader community of
lingkup pemangku kepentingan masyarakat pengguna railway service users.
layanan perkeretaapian.
KAI terus melakukan pembangunan dan pengembangan KAI continues to develop and expand low-emission,
sistem transportasi umum berbasis listrik yang rendah environmentally friendly electric public transportation
emisi dan ramah lingkungan, termasuk Kereta Rel Listrik systems, including the Jabodetabek and Yogyakarta
(KRL) Jabodetabek dan Yogyakarta, Light Rail Transit Electric Rail Trains (KRL), the Jabodebek Light Rail Transit
(LRT) Jabodebek, dan Kereta Cepat Jakarta-Bandung. Di (LRT), and the Jakarta-Bandung High-Speed Rail.
samping itu, kami mengecek dan memperbaiki secara Additionally, we regularly inspect and repair all our train
berkala seluruh unit kereta api kami hingga mengganti units and replace those that are no longer productive.
yang sudah tidak produktif lagi.
Dalam mencukupi energi listrik, kami memulai transisi "To meet our electricity needs, we have begun
ke sumber energi terbarukan dengan memasang panel transitioning to renewable energy sources by installing
surya di Stasiun Gambir, Gedung Jakarta Railway Center, solar panels at Gambir Station, Jakarta Railway Center
40 stasiun KAI, Balai Yasa Manggarai dan Balai Yasa Building, 40 KAI stations, Manggarai Workshop, and
Yogyakarta. Sampai tahun 2025 kami akan memperluas Yogyakarta Workshop. By 2025, we plan to expand the
implementasi penggunaan tenaga matahari di 40 lokasi implementation of solar power to 40 additional
locations."
Usaha lain yang dilakukan KAI dalam mengurangi emisi Another effort by KAI to reduce emissions is the use of
dilaksanakan melalui pemakaian bahan bakar Biosolar Biosolar fuel, a blend of diesel and natural oils such as
dengan campuran Solar dan minyak alami seperti minyak palm oil and castor oil. The Biosolar we use consists of
kelapa sawit dan jarak. Biosolar yang kami gunakan terdiri 30% and 35% vegetable oil. We are currently studying
dari 35% minyak nabati. Saat ini kami sedang melakukan the use of Biosolar with 100% renewable sources from
kajian Biosolar dengan 40% sumber terbarukan dari plants. The blend with natural materials results in lower
tanaman. Pencampuran dengan bahan alami exhaust gas emissions, thereby reducing air pollution and
menghasilkan emisi gas buang yang lebih rendah sehingga climate change.
mengurangi pencemaran udara dan perubahan iklim.
Uji statis dan dinamis konversi bahan bakar minyak ke We are also researching the application of static and
bahan bakar Liquefied Natural Gas (LNG) dengan dynamic tests for converting oil fuel to Liquefied Natural
menggunakan sistem Diesel Dual Fuel (DDF) untuk Gas (LNG) using the Diesel Dual Fuel (DDF) system to
mengurangi emisi karbon juga kami teliti penerapannya. reduce carbon emissions. The use of LNG fuel in trains
Terkait hal tersebut, penggunaan bahan bakar LNG pada offers several benefits, including fuel cost efficiency,
kereta api memiliki sejumlah manfaat, antara lain efisiensi maintenance cost efficiency, and the potential use of KAI
biaya bahan bakar dan biaya pemeliharaan. station land for green energy provision.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 577
Annual and Sustainability Report
Page 578
Laporan Keberlanjutan
Sustainability Report
Kami juga berupaya untuk mengurangi emisi yang We also strive to reduce emissions generated by KAI
pelanggan KAI hasilkan dengan mengoptimalkan customers by optimizing the use of the Access by KAI
penggunaan aplikasi pemesanan tiket Access by KAI ticketing app with its e-boarding pass feature, thus
dengan fitur e-boarding pass, sehingga mengurangi reducing paper use in the check-in process.
penggunaan kertas dalam proses check-in.
Dalam lingkup internal perusahaan, KAI mengembangkan Internally, KAI has developed applications to facilitate
aplikasi yang digunakan untuk memudahkan pekerjaan employee work through digitalization, such as the Rail
pegawai melalui aplikasi Rail Document System (RDS) Document System (RDS) for electronic correspondence,
untuk mendukung surat menyurat secara elektronik, the Safety Railway Information System (SRI) for reporting
Safety Railway Information System (SRI) untuk safety findings and follow-ups, Raileo for assisting
memberikan informasi pelaporan temuan keamanan dan employees in their tasks, and other applications that will
tindak lanjutnya, Raileo untuk memudahkan pegawai continue to be developed to provide better service. This
dalam melaksanakan tugas pekerjaan, serta aplikasi aims to ease employee tasks through digitalization. KAI's
lainnya yang akan terus dikembangkan untuk commitment to digital transformation is demonstrated
memberikan pelayanan yang lebih baik. Hal ini bertujuan by routinely improving digital support Rolling Stock and
untuk memudahkan pekerjaan para pegawai dengan office applications to provide faster and better service.
digitalisasi. Komitmen KAI sebagai wujud transformasi
digital dilaksanakan dengan rutin melakukan perbaikan
sarana dan prasarana pendukung digitalisasi serta
melakukan perbaikan aplikasi perkantoran agar mampu
memberikan pelayanan yang lebih cepat dan lebih baik.
Selain itu, untuk meminimalisasi penggunaan Additionally, to minimize the use of motor vehicles for
(kendaraan) bermotor dalam melakukan perjalanan business trips, KAI encourages employees at the
dinas, KAI membuat himbauan bagi para pekerja di kantor headquarters to prioritize using rail transport for all
pusat agar mengutamakan menggunakan transportasi business trips. This is outlined in the internal memo No.5/
kereta api dalam setiap perjalanan dinasnya. Hal ini KG.107/I/KA/2022 on the Use of Operational Vehicles in
tertuang dalam nota dinas internal No.5/KG.107/I/KA/2022 the KAI Headquarters Environment. KAI also implements
tentang Penggunaan Kendaraan Operasional Dinas di an odd-even parking system for headquarters employees
Lingkungan Kantor Pusat KAI. Selain itu, KAI to encourage the use of public transportation and
memberlakukan sistem parkir ganjil-genap bagi karyawan increase greenery in office park areas.
kantor pusat sebagai upaya mendorong karyawan agar
menggunakan transportasi publik serta menambah
penghijauan di area taman perkantoran.
KAI memaksimalkan upaya pengurangan emisi internal KAI maximizes internal emission reduction efforts by
dengan pemeliharaan kendaraan operasional dan maintaining operational vehicles and conducting regular
pengujian emisi gas buang secara berkala. Selain itu, KAI exhaust gas emission tests. Furthermore, KAI routinely
secara rutin mengganti kendaraan operasional dengan replaces operational vehicles with newer, more
kendaraan lebih muda yang emisi gas buangnya lebih environmentally friendly models and gradually adopts
ramah lingkungan, serta secara bertahap menggunakan lower-emission operational vehicles.
kendaraan operasional dengan emisi yang lebih rendah.
Kerja Sama atau Kegiatan Pengurangan Emisi GRK Collaboration or Activities for GHG Emission
dengan Melibatkan Pihak Ketiga Reduction Involving Third Parties
Sampai 31 Desember 2023, KAI menerapkan kegiatan As of December 31 st, 2023, KAI has implemented GHG
pengurangan emisi GRK secara mandiri. KAI memiliki emission reduction activities independently. KAI is
komitmen yang kuat untuk secara terus-menerus strongly committed to continuously improving the
meningkatkan kualitas pengurangan emisi GRK dari quality of GHG emission reductions from its operational
aktivitas operasi. Atas komitmen itu, KAI membuka activities. In line with this commitment, KAI is open to
peluang untuk dilakukannya kerja sama atau kegiatan opportunities for collaboration or GHG emission reduction
pengurangan emisi GRK dengan melibatkan pihak ketiga activities involving third parties in the coming years.
terpercaya pada tahun-tahun mendatang.
Laporan Tahunan dan Keberlanjutan
578 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 579
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pemenuhan Target Pengurangan Emisi GRK Fulfillment of GHG Emission Reduction Targets
KAI belum menetapkan target pengurangan emisi GRK. KAI has not yet set specific GHG emission reduction
Meski demikian, sampai dengan laporan ini dipublikasikan, targets. However, as of the publication of this report, KAI
KAI telah menyusun dan memperlakukan Roadmap ESG has developed and implemented an ESG Roadmap for
periode 2023-2027 yang memuat target penghematan the period 2023-2027, which includes energy-saving
energi dan diharapkan berdampak pada pengurangan targets expected to impact GHG emission reductions.
emisi GRK. KAI belum menetapkan target penurunan KAI has not set specific emission reduction targets in the
emisi pada Roadmap ESG periode 2023-2027. Adapun, ESG Roadmap for the period 2023-2027. The ESG
Roadmap ESG periode 2023-2027 masih dalam proses Roadmap for the period 2023-2027 is still under evaluation
evaluasi sebagai upaya penyempurnaan oleh KAI. for improvement by KAI.
Target Penurunan Emisi Sebagai KPI Manajemen Emission Reduction Target as Management KPI and
dan Evaluasinya Evaluation
Sampai dengan 31 Desember 2023, KAI belum As of December 31 st, 2023, KAI has not included emission
memasukkan target penurunan emisi sebagai bagian reduction targets as part of management KPI
penilaian KPI manajemen. KAI juga belum menerapkan assessments. KAI has also not implemented an evaluation
sistem evaluasi terhadap target penurunan emisi system for emission reduction targets based on baseline
berdasarkan baseline pengukuran. Namun, KAI telah calculations up to the reporting year of the Sustainability
menetapkan tahun 2023 sebagai baseline pengukuran, Report.
dengan sasaran pencapaian ESG Risk Ratings yang
terbaik (peringkat low risk) pada 2027.
ASPEK LIMBAH DAN EFLUEN WASTE AND EFFLUENT ASPECTS
Jumlah Limbah dan Efluen yang Dihasilkan Amount of Waste and Effluent Generated by Type
Berdasarkan Jenis [OJK F.13][GRI 306-3] [OJK F.13][GRI 306-3]
Jumlah limbah dan efluen yang dihasilkan dari aktivitas The amount of waste and effluent generated from KAI's
operasional KAI untuk tahun 2023, beserta pembagian operational activities for 2023, along with the distribution
berdasarkan jenisnya, adalah sebagai berikut: based on type, is as follows:
Limbah B3 dan Non B3 yang Dihasilkan Tahun 2023 Hazardous Waste and Non Hazardous Waste
Generated in 2023
Jenis Limbah Satuan
No Total Volume
Type of Waste Unit
Limbah B3
Hazardous Waste
Minyak Pelumas Bekas
1 Ton 250.962
Used Oil Lubricants
Drum Bekas
2 Buah / Piece 3.313
Used Drums
Gram Bubutan
3 Ton 146.700
Lathe Crumb
Limbah Non B3
Non Hazardous Waste
Potongan Besi < 1 Kg
4 Ton 637.896
Pieces of Iron < 1 Kg
Lain-lain (Elektronik Bekas, Kayu Bekas, Remblok, Komposite)
5 Ton 431.033
Others
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 579
Annual and Sustainability Report
Page 580
Laporan Keberlanjutan
Sustainability Report
Mekanisme Pengelolaan Limbah dan Efluen Waste and Effluent Management Mechanism
[OJK F.14][GRI 3-3, 306] [OJK F.14][GRI 3-3, 306]
Aktivitas operasional Perseroan menghasilkan limbah The Company's operational activities produce waste that
yang berpotensi memberi dampak negatif bagi has the potential to have a negative impact on the
lingkungan hidup, karenanya kami berkomitmen environment, therefore we are committed to managing
mengelola seluruh limbah yang kami hasilkan sebelum all the waste we produce before it is disposed of using
dibuang dengan prosedur pengelolaan yang benar sesuai correct management procedures in accordance with
peraturan yang berlaku dan praktik terbaik. Untuk itu, applicable regulations and best practices. For this reason,
KAI memiliki komitmen untuk terus menerapkan KAI is committed to continuing to implement waste
pengelolaan limbah sebagai upaya yang management as a sustainable effort.
berkesinambungan.
Berdasarkan jenisnya, limbah KAI dapat dibagi menjadi Based on the type, KAI waste can be divided into 3 (three)
3 (tiga) golongan, sebagai berikut: [GRI 306-1] groups, as follows: [GRI 306-1]
a. Limbah Cair a. Liquid waste
Merupakan limbah dalam bentuk cair yang dihasilkan It is liquid waste produced by business activities
oleh kegiatan usaha yang dibuang ke lingkungan that is discharged into the environment and is
hidup dan diduga dapat menurunkan kualitas suspected to degrade environmental quality. The
lingkungan hidup. Bentuk limbah cair yang types of liquid waste managed by KAI include: oil
dikelola KAI meliputi: tumpahan bahan bakar or fuel spills; water from washing locomotives, trains,
minyak atau oli; air cucian lokomotif, kereta, atau or carriages; used oil spills; chemical fluids, dust, or
gerbong; ceceran oli bekas; cairan kimia, debu atau other liquid waste from production activities
cairan lainnya sisa produksi yang terbuang dari through washing processes; and waste or residues
aktivitas proses produksi melalui proses pencucian; from the Eco-Friendly Toilet (TRL) draining.
dan limbah atau hasil pengurasan Toilet Ramah
Lingkungan (TRL).
b. Limbah Padat b. Solid Waste
Seperti sisa pembubutan (serbuk besi atau scrap), Such as turning waste (iron powder or scrap), used
barang atau suku cadang bekas, limbah kantor goods or spare parts, office waste (paper, plastic),
(kertas, plastik), limbah restorasi (kertas, plastik, restoration waste (paper, plastic, food waste).
sisa makanan).
c. Limbah Bahan Berbahaya dan Beracun (B3) c. Hazardous and Toxic Waste
Limbah B3 yang ada di KAI merupakan gabungan The hazardous and toxic waste at KAI consists of a
dari Limbah Cair dan Limbah Padat yang masuk combination of liquid and solid waste categorized
kategori Limbah B3 seperti Tumpahan Bakar Minyak as B3 waste, such as oil or fuel spills, water from
atau Oli, Air Cucian lokomotif/kereta/gerbong, washing locomotives/trains/carriages, used oil spills,
Ceceran oli bekas, cairan kimia, debu, atau cairan chemical fluids, dust, or other production waste
lainnya sisa produksi yang terbuang dari aktivitas discarded from washing processes, as well as
proses produksi melalui proses pencucian, sisa shavings and used parts or spare parts.
bubutan dan barang atau suku cadang bekas.
Pengelolaan limbah yang dihasilkan dari kegiatan operasi Management of waste generated from the Company's
Perseroan merupakan bagian yang tidak terpisahkan dari operational activities is an inseparable part of the series
rangkaian kegiatan operasional sehari-hari. Hal itu of daily operational activities. This was carried out in
dilaksanakan sesuai Keputusan Direksi KAI Nomor KEP. accordance with the Decree of the KAI Board of Directors
U/KS.101/IV/1/KA-2017 tanggal 4 April 2017 tentang Number KEP.U/ KS.101/IV/1/ KA-2017 dated April 4 th, 2017
Pengelolaan Limbah di Daerah Operasi, Divisi Regional, concerning Waste Management in Operational Areas,
Balai Yasa, Gudang Persediaan, dan Anak Perusahaan. Regional Divisions, Service Centers, Inventory Warehouses
Melalui perangkat kebijakan internal tersebut, Perseroan and Subsidiaries. Through these internal policy tools, the
mengupayakan pengelolaan limbah secara baik dan benar, Company strives for waste management that is good and
terpelihara, terkontrol dan teruji dengan tujuan correct, maintained, controlled and tested with the aim
meminimalisasi dampak lingkungan. of minimizing environmental impacts.
Secara berkala, KAI melakukan pemantauan terhadap Periodically, KAI monitors the impacts resulting from
dampak yang ditimbulkan dari limbah operasional operational waste or supply chain activities, through
ataupun aktivitas rantai pasok, melalui penerapan life implementation life cycle perspective with the following
cycle perspective dengan uraian sebagai berikut description [GRI 306-2, 306-4, 306-5] :
[GRI 306-2, 306-4, 306-5] :
Laporan Tahunan dan Keberlanjutan
580 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 581
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Gudang persediaan dan
pihak ketiga pengelola
limbah B3 berizin Pihak Ketiga
Eksploitasi
SDA
Hazardous Domestic Eksploitasi
Waste Waste SDA
Energy
Eksploitasi Eksploitasi Eksploitasi
Energy
SDA SDA SDA
Lokomotif
Operation Solid Waste Diambil
Energy dan Perawatan
Energy Kembali Energy
Material 1. Auxiliary Oleh
2. Diesel DAOP
3. Final Test
4. Komponen
5. Logam
No 6. Perangkat
Material Extraction Product Tukar
(Legality material Design 7. Rangka Atas
Warehousing Transport Use Disposal
and other 8. Rangka Bawah
Material Product Product Product
supporting 9. Traksi Listrik
(Doc. IAD) (Doc. IADL) (Doc. ADLJ) (Doc. ADLJ)
document such as 10. Pengecatan
the MSDS 11. Modifikasi
12. Pengelolaan
Limbah
13. Kegiatan
Kantor
14. Operasional
Waste
Fasilitas Air Emissions Ceceran Oli Limbah Oli
(NG Material)
Pendukung
(Doc. IAD) Waste Water
Return to Pencemaran
Uji emisi dan TPSLB3
Supplier Tanah
Service
secara
berkalan
Spare Part Limbah Cair Limbah Cair
NG Domestik B3
Gudang persediaan dan
pihak ketiga pengelola
Gudang Kerjasama limbah B3 berizin
Persedian pihak ketiga
berizin IPLC
Khusus limbah padat, alur pengelolaan limbah di Specifically for solid waste, the flow of waste management
lingkungan Perseroan diuraikan melalui skema berikut: within the Company is described through the following
scheme:
• Balai Yasa / Balai Yasa • Stasiun / Station
• Dipo / Depots • Kantor / Office
Tempat Sampah Non Tempat Sampah Tempat Sampah Non
Tempat Sampah Organik Tempat Sampah Organik
Organik LImbah Padat B3 Organik
Organic Trash Can Organic Trash Can
Non Organic Trash Can Solid Waste Bin B3 Non Organic Trash Can
Tempat Penampungan Sementara (TPS) Tempat Penampungan Sementara (TPS)
Temporary Shelter Temporary Shelter
Gudang / Tempat
Penyimpanan Sementara
Limbah Padat B3
B3 Solid Waste Warehouse
/ Temporary Storage
Tempat Pemerosesan Akhir Tempat Pemerosesan Akhir
Final Processing Place Final Processing Place
Gudang Persediaan Mitra Kerja*
Stock Warehouse Work Partners
*) Mitra Kerja harus sudah memiliki izin pengolahan limbah B3 dari badan *) Work Partners must have a hazardous waste processing permit from the
lingkungan hidup. environmental agency.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 581
Annual and Sustainability Report
Page 582
Laporan Keberlanjutan
Sustainability Report
Dalam praktiknya, guna menunjang pengelolaan limbah In practice, to support waste management carried out
yang dilakukan di Balai Yasa, Dipo, Kantor, dan Stasiun, at Service Centers, Depots, Offices and Stations, the
Perseroan menerapkan kebijakan sebagai berikut: Company implements the following policies:
a. Di setiap tempat kerja terbuka maupun tertutup a. In every open or closed workplace with the
yang berpotensi adanya limbah wajib disediakan potential to produce waste, organic and non-organic
tempat sampah organik dan non organik yang waste bins must be provided which must always
harus selalu dalam keadaan tertutup; be closed;
b. Secara berkala sampah di Balai Yasa, dipo, kantor, b. Periodically, waste at Balai Yasa, depots, offices and
dan stasiun dibuang ke Tempat Pembuangan stations is disposed of at the nearest Temporary
Sementara (TPS) terdekat dan diangkut oleh dinas Disposal Site and transported by the local sanitation
kebersihan setempat ke Tempat Pemrosesan Akhir service to the Final Disposal Site;
(TPA);
c. Sampah tidak boleh dibakar dan ditimbun di dalam c. Garbage should not be burned and piled in the
tanah; ground;
d. Setiap Balai Yasa, dipo, dan stasiun harus memiliki d. Every service center, depot and station must have
dokumen lingkungan kemudian mengurus izin environmental documents and then process
lingkungan untuk kemudian memproses izin environmental permits to then process permits for
perlindungan dan pengelolaan lingkungan hidup; environmental protection and management;
e. Menyediakan gudang/tempat penyimpanan e. Providing a warehouse/temporary storage place for
sementara (TPS) limbah padat B3 seperti hazardous solid waste such as used electronic
komponen elektronik bekas, potongan besi, baterai, components, scrap metal, batteries, batteries, TL
accu, lampu Tube Luminescent (TL), dan lain-lain. lamps, etc., to be sent to the Supply Warehouse/
TPS limbah B3 harus memenuhi persyaratan dan work partners who already have permits for storing
memiliki izin penyimpanan limbah B3; and managing B3 waste
f. Tempat penyimpanan limbah B3 harus memenuhi f. The hazardous waste storage area must meet the
persyaratan; requirements;
g. Untuk limbah B3 yang dihasilkan lebih dari 50 kg g. For hazardous waste produced in excess of 50 kg,
penyimpanannya paling lama 90 hari sejak limbah storage is no longer than 90 days from the time the
B3 dihasilkan, sedangkan untuk limbah B3 yang B3 waste is produced, whereas for hazardous waste
dihasilkan kurang dari 50 kg penyimpanannya produced less than 50 kg, storage is no later than
paling lama 180 hari sejak limbah B3 dihasilkan; 180 days from the time the hazardous waste is
produced;
h. Limbah B3 diberi label yang berisikan nama limbah h. Hazardous waste is labeled containing the name
B3, identitas penghasil limbah B3, tanggal of the B3 waste, the identity of the B3 waste
dihasilkannya limbah B3 dan tanggal pengemasan producer, the date the hazardous waste was
limbah B3 serta simbol dan label limbah B3. produced and the date the hazardous waste was
packaged as well as the hazardous waste symbol
and label.
i. Setelah penyimpanan melebihi jangka waktu maka i. After storage exceeds the time limit, all (100%)
seluruh (100%) limbah B3 akan diangkut ke Gudang hazardous waste will be transported to the Inventory
Persediaan dan mitra kerja yang memiliki izin Warehouse and to partners with hazardous waste
pengolahan limbah B3. Pengolahan limbah B3 dapat processing permits. Processing of hazardous waste
dilakukan dengan beberapa cara seperti termal, can be carried out through various methods such
stabilisasi dan solidifikasi, dan/atau cara lain sesuai as thermal treatment, stabilization and solidification,
perkembangan teknologi. and/or other methods in accordance with
technological advancements.
Laporan Tahunan dan Keberlanjutan
582 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 583
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Selain itu, Perseroan menerapkan praktik pengelolaan In addition, the Company implements solid waste
limbah padat di atas kereta dengan ketentuan sebagai management practices on board trains with the following
berikut: provisions:
a. Sampah yang berasal dari restorasi kereta api dan a. Waste originating from train and passenger
penumpang dipisahkan antara sampah organik dan restoration is separated into organic waste and
sampah anorganik inorganic waste
b. Setelah sampai stasiun tujuan sampah dibuang ke b. After arriving at the destination station, the waste
TPS stasiun. is disposed of at the station's temporary site
disposal
c. KAI telah mengeluarkan kebijakan untuk mencegah c. KAI has issued a policy to prevent and control
dan mengontrol polusi dari kegiatan operasional pollution from company operational activities as
perusahaan, tertuang dalam Kebijakan Health, stated in Health, Safety, Security & Environment
Safety, Security & Environment Nomor KS.102/XII/1/ Policy Number KS.102/XII/1/KA-2022 dated 16
KA-2022 tanggal 16 Desember 2022.
Perseroan sebagai perusahaan penyedia jasa layanan As the primary railway service provider in Indonesia, the
perkeretaapian utama di Indonesia juga Company is also responsible for managing retired fleets,
bertanggungjawab terhadap pengelolaan armada bekas, such as train cars that can no longer be used. Used fleets
salah satunya adalah gerbong kereta, yang sudah tidak management differ from solid waste management, as
dapat digunakan lagi. Armada bekas berbeda dengan they are fixed assets with very large volume and weight.
penanganan limbah padat yang sudah dijelaskan Once the fleet is declared irreparable or unusable after
sebelumnya karena merupakan aset aktiva tetap serta 20-40 years of service, it will be reclassified as Fixed Assets
memiliki volume dan berat yang sangat besar. Setelah Removed from Operation (ATDO). The Company then
armada dinyatakan tidak dapat lagi diperbaiki atau conducts a sales tender process for legal entities after
digunakan ketika penggunaannya sudah mencapai 20-40 obtaining approval from the Ministry of State-Owned
tahun maka akan diubah statusnya menjadi aset Aktiva Enterprises and the Ministry of Transportation, as outlined
Tetap Diberhentikan dari Operasi (ATDO). Kemudian in the PT Kereta Api Indonesia (Persero) Director's
Perseroan melakukan proses tender penjualan kepada Regulation Number: PER.U/KM.105/IV/1/KA-2022
usaha berbadan hukum setelah meminta persetujuan concerning Guidelines for Write-Off and Sale of Fixed
Kementerian BUMN dan Kementerian Perhubungan Assets, Infrastructure, and Maintenance Rolling Stock
dalam proses penghapusbukuan dan penjualan Removed from Operation. Entities such as PT Barata
sebagaimana tertulis dalam Peraturan Direksi PT Kereta Indonesia, PT Pindad, and PT Krakatau Steel purchase
Api Indonesia (Persero) Nomor : PER.U/KM.105/IV/1/KA- retired fleets to recover iron, steel, and metals which are
2022 tentang Pedoman Penghapusbukuan dan components of the fleet. The retired fleet is processed
Penjualan Aset Sarana, Prasarana, dan Fasilitas Perawatan through cutting, weighing, and transportation before
Diberhentikan dari Operasi. Badan usaha seperti PT Barata being redistributed or reprocessed into different products.
Indonesia, PT Pindad, dan PT Krakatau Steel membeli This practice is evidence of KAI's commitment to applying
armada bekas untuk mendapatkan besi, baja dan logam a life cycle perspective, contributing to the circular
yang merupakan komponen armada. Armada bekas economy.
diproses dengan pemotongan, penimbangan,
pengangkutan untuk kemudian didistribusikan kembali
atau diproses ulang menjadi produk yang berbeda.
Praktik ini adalah bukti komitmen KAI dalam menerapkan
life cycle perspective yang berkontribusi terhadap
ekonomi sirkular.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 583
Annual and Sustainability Report
Page 584
Laporan Keberlanjutan
Sustainability Report
Limbah Cair (Efluen) [GRI 303-2, 303-4] Liquid Waste (Effluent) [GRI 303-2, 303-4]
Dalam mengelola limbah cair, KAI sudah menerapkan In managing liquid waste, KAI has implemented
mekanisme aturan sesuai Peraturan Menteri Lingkungan mechanisms in accordance with the Minister of
Hidup Republik Indonesia Nomor 5 tahun 2014 tentang Environment Regulation of the Republic of Indonesia
Baku Mutu Air Limbah. KAI juga telah mendapatkan ISO Number 5 of 2014 concerning Wastewater Quality
14001:2015 tentang Sistem Manajemen Lingkungan pada Standards. KAI has also obtained ISO 14001:2015
4 (empat) Area kerja yaitu, Balai Yasa Yogyakarta, Balai certification for Environmental Management Systems at
Yasa Tegal, Balai Yasa Cirebon Prujakan dan Dipo 4 (four) work areas, namely: Balai Yasa Yogyakarta, Balai
Lokomotif Cirebon. KAI senantiasa menerapkan kebijakan Yasa Tegal, Balai Yasa Cirebon Prujakan, and Cirebon
internal pengelolaan limbah berdasarkan Surat Locomotive Depot. KAI consistently applies internal waste
Keputusan Nomor KEP.U/KS.10l/IV/l/KA-2017. Sesuai management policies based on Decree Number KEP.U/
peraturan tersebut, pengelolaan buangan limbah cair KS.10l/IV/l/KA-2017. According to these regulations, liquid
dilakukan dengan menggunakan 38 Unit Instalasi waste management is conducted using 38 Wastewater
Pengolahan Air Limbah (IPAL) yang tersebar di banyak Treatment Plants (IPAL) located across various operational
lokasi operasional. Debit air limbah yang masuk dari sites. The volume of wastewater entering and leaving the
kegiatan operasional dan keluar dari IPAL dipastikan sama IPAL is monitored to ensure it is consistent, by checking
dengan pemantauan nilai flowmeter pada saluran masuk the flowmeter values on the inlet and outlet channels of
(inlet) dan saluran pembuangan (outlet) IPAL. KAI the IPAL. KAI ensures that all water used for operational
memastikan bahwa seluruh air yang digunakan untuk purposes and converted into wastewater is managed by
keperluan operasional dan menjadi air limbah dikelola the IPAL to meet the specified quality standards before
dengan IPAL agar dapat sesuai dengan baku mutu yang being discharged into receiving water bodies, as shown
ditetapkan sebelum dibuang ke badan air penerima in the following chart:
sebagaimana bagan berikut :
• Balai Yasa / Balai Yasa
Sumber Air Limbah
• Dipo / Depots
Sewerage
• Stasiun / Station
Saluran Air Limbah
Sewerage
Penampungan sebelum
Bak Pengumpul Air
dilakukan pengolahan di IPAL
Limbah
Shelter before processing
Sewerage
in WWTP
Instalasi Pengolahan
IPAL Air Limbah
WWTP Waste Water Treatment
Plant
Badan Air Penerima Sungai / Selokan
Receiving Water River / Drain
Laporan Pemantauan Limbah Waste Monitoring Report
Secara berkala, KAI melalui masing-masing unit penghasil Periodically, KAI, through each waste producing unit,
limbah melakukan pemantauan dan pengelolaan monitors and manages waste and reports waste
limbah serta melakukan pelaporan pengelolaan limbah management to the environmental service and related
kepada Dinas Lingkungan Hidup dan instansi terkait. agencies.
Tumpahan yang Terjadi [OJK F.15] Spills Occurred [OJK F.15]
Selama tahun 2023, tidak terjadi tumpahan atau During 2023, there were no spills or leaks of hazardous
kebocoran limbah yang terjadi dalam kegiatan waste in the company's operational activities.
operasional Perseroan.
Laporan Tahunan dan Keberlanjutan
584 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 585
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
ASPEK PENGADUAN TERKAIT ASPECTS OF COMPLAINTS RELATED TO
LINGKUNGAN HIDUP THE ENVIRONMENT
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Number and Material of Environmental Complaints
Diterima dan Diselesaikan [OJK F.16][GRI 413-2] Received and Resolved [OJK F.16][GRI 413-2]
Sebagai upaya identifikasi terhadap insiden pencemaran As an effort to identify incidents of environmental
lingkungan hidup, KAI telah menyediakan saluran pollution, KAI has provided a reporting channel that can
pelaporan yang dapat dimanfaatkan oleh masyarakat be utilized by local communities or other stakeholders
sekitar atau pemangku kepentingan lain guna to inform them of environmental pollution resulting from
menginformasikan adanya pencemaran lingkungan akibat the Company's operational activities.
aktivitas operasi Perseroan.
Sejak tahun 2020, KAI mencatat tidak adanya Since 2020, KAI has recorded no violations of
pelanggaran terhadap kewajiban hukum maupun environmental legal obligations or regulations.
peraturan lingkungan yang berlaku. Selain itu, perusahaan Additionally, the company has successfully mantained
juga berhasil menjaga kinerja lingkungan yang baik strong environmental performance by avoiding any fines
dengan tidak menerima denda atau sanksi terkait isu or penalties related to environmental issues during this
lingkungan selama periode tersebut. period.
Sampai dengan 31 Desember 2023, KAI tidak menerima As of December 31 st, 2023, KAI has not received
pengaduan dari masyarakat atau instansi terkait complaints from the public or agencies regarding
pencemaran yang diakibatkan oleh operasional pollution caused by company operations. Thus, there is
perusahaan. Dengan demikian, tidak terdapat informasi no information regarding the list of complaints due to
mengenai daftar pengaduan karena dampak pencemaran the impact of pollution resulting from KAI's operational
yang dihasilkan dari aktivitas operasi KAI. activities.
KAI memiliki komitmen kuat dalam mengelola dampak KAI has a strong commitment to managing the impact
aktivitas operasi terhadap lingkungan yang tertuang of operational activities on the environment as stated in
dalam kebijakan dan kepatuhan terhadap peraturan. Kami policies and regulatory compliance. We implement best
menerapkan praktik terbaik dan life cycle perspective practices and life cycle perspectives in preventing and
dalam mencegah dan mengontrol pencemaran dan controlling pollution and the resulting negative impacts.
dampak negatif yang dihasilkan. [GRI 2-25, 2-27]
[GRI 2-25, 2-27]
Kami juga berkomitmen untuk hanya bekerjasama We are also committed to collaborating exclusively with
dengan mitra bisnis yang memiliki prinsip dan kepedulian business partners who share KAI's principles and concerns
yang sama dengan KAI, yaitu mengelola setiap dampak regarding environmental impact management in their
operasional mereka terhadap lingkungan hidup. Kami operations. We ensure that all (100%) of our business
memastikan bahwa seluruh (100%) mitra usaha kami telah partners undergo environmental assessment selection
lolos seleksi penilaian lingkungan dan patuh terhadap and comply with relevant regulations and policies
regulasi dan kebijakan yang berlaku dalam kriteria regarding environmental criteria. As per the Board of
lingkungan, karena hal tersebut, semua rantai pasok Directors Regulation of PT Kereta Api Indonesia (Persero)
kami tidak memiliki dampak lingkungan negatif aktual No: PER.U/KM.101/VII/1/KA-2022 on Procurement Guidelines
dan signifikan sebagaimana yang tercantum pada for Goods and Services [GRI 308-1, 308-2], all our supply
Peraturan Direksi PT Kereta Api Indonesia (Persero) No: chains are free from actual and significant negative
PER.U/KM.101/VII/1/KA-2022 tentang Pedoman Pengadaan environmental impacts. [GRI 308-1, 308-2]
Barang dan Jasa [GRI 308-1, 308-2]
KINERJA SOSIAL SOCIAL PERFORMANCE
Komitmen untuk Memberikan Layanan atas Produk Commitment to Providing Equivalent Products and/or
dan/atau Jasa yang Setara kepada Konsumen [OJK F.17] Services to Consumers [OJK F.17]
KAI berprinsip untuk memberikan pelayanan terbaik bagi KAI has the principle of providing the best service for
penumpang dengan konsisten meningkatkan dan passengers by consistently improving and perfecting a
menyempurnakan sejumlah aspek terkait pelayanan. KAI number of aspects related to service. KAI strives to provide
mengupayakan pemberian pelayanan maksimal antara maximum service, including by providing training to
lain dengan memberikan pelatihan kepada frontliner, frontliner, in order to improve the quality of the in-train
demi meningkatkan kualitas pengalaman di dalam kereta experience for customers. In addition, KAI conducts
bagi pelanggan. Selain itu, KAI melakukan survei regular customer satisfaction surveys, the feedback of
kepuasan pelanggan secara berkala, yang umpan which is used as a reference for future service improvement
baliknya digunakan sebagai acuan bagi upaya efforts.
penyempurnaan layanan ke depan.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 585
Annual and Sustainability Report
Page 586
Laporan Keberlanjutan
Sustainability Report
Komitmen KAI dalam menghargai dan peduli terhadap KAI's commitment in appreciating and caring for all
seluruh pelanggan juga diwujudkan dengan customers is also established by providing a guiding
menyediakan guiding block, ruang laktasi, loket difabel block, lactation room, disabled counter and disabled toilet,
dan toilet difabel, serta kursi roda bagi penumpang yang as well as wheelchairs for passengers who need them.
membutuhkan. Terdapat 81 guiding block, 66 ruang There are 81 guiding blocks, 66 lactation rooms, 84
laktasi, 84 loket difabel, dan 144 toilet difabel yang disabled counters and 144 disabled toilets spread across
tersebar di beberapa stasiun operasional KAI. several KAI operational stations.
Tabel Jumlah Guiding Block, Ruang Laktasi, Loket Table of Number of Guiding Blocks, Lactation
Difabel, dan Toilet Difabel Rooms, Disabled Counters, and Disabled Toilets
Wilayah Operasional Ruang Laktasi Loket Difabel Toilet Difabel
Guiding Block
Operational Area Lactation Room Disabled Counter Disabled Toilet
Daop 1 Jakarta 10 5 5 13
Daop 2 Bandung 8 6 20 10
Daop 3 Cirebon 2 4 3 5
Daop 4 Semarang 7 5 0 7
Daop 5 Purwokerto 7 6 4 21
Daop 6 Yogyakarta 8 5 3 11
Daop 7 Madiun 8 6 6 18
Daop 8 Surabaya 11 7 28 14
Daop 9 Jember 6 2 4 12
Divre I Sumatera Utara 7 4 2 12
Divre II Sumatera Barat 1 7 0 10
Divre III Palembang 2 5 0 6
Divre IV Tanjung Karang 4 3 9 5
Balai Yasa Manggarai 0 0 0 0
Balai Yasa Tegal 0 0 0 0
Balai Yasa Yogyakarta 0 0 0 0
Balai Yasa Gubeng 0 1 0 0
Balai Yasa Lahat 0 0 0 0
Balai Yasa Pulubrayan 0 0 0 0
Selain itu, KAI juga mengecam pelecehan seksual In addition, KAI also condemns sexual harassment,
terutama dalam moda transportasi kereta api. Berbagai especially in the railway transportation mode. Various
sosialisasi anti pelecehan seksual dilakukan KAI bersama anti-sexual harassment socialization efforts are carried
pihak terkait, baik dalam bentuk kegiatan offline di out by KAI together with related parties, both in the form
stasiun dan kereta maupun sosialisasi berupa imbauan of offline activities at stations and on trains, as well as
di dalam kereta melalui announcer, menayangkan flyer socialization in the form of announcements on trains,
di TV kereta api, memasang poster di stasiun, dan displaying flyers on train TVs, putting up banners/posters
mempublikasikan kampanye anti pelecehan seksual di at stations, and publicizing anti-sexual harassment
akun media sosial KAI. campaigns on KAI's social media accounts.
Laporan Tahunan dan Keberlanjutan
586 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 587
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KAI menyediakan berbagai saluran komunikasi yang KAI provides various communication channels that
dapat dimanfaatkan oleh pelanggan, antara lain melalui customers can utilize, including face-to-face
komunikasi tatap muka (Customer Service on-Station communication (Customer Service on-Station and
dan Customer Service on-Train), via telepon, ataupun Customer Service on-Train), via telephone, and through
komunikasi melalui media sosial, termasuk untuk social media. These channels are used to handle
menangani komunikasi berupa keluhan, kritik, mapun communications in the form of complaints, criticism, or
saran. Seluruh saluran pelayanan pelanggan tersebut suggestions. All customer service channels are integrated
telah dijalankan secara terintegrasi melalui CRM through a Customer Relationship Management (CRM)
(Customer Relationship Management), sehingga setiap system, allowing the progress of each complaint to be
progres penanganan keluhan dapat dipantau sampai monitored until completion.
selesai.
Semua keluhan yang diterima harus mendapat All complaints received must receive a response with a
tanggapan dengan tolok ukur Key Performance Key Performance Indicator (KPI) benchmark of 90%.
Indicators (KPI) 90%. Dalam waktu 30 menit, CRM harus Within 30 minutes, the CRM system must respond and
segera direspons dan ditindaklanjuti. Penanganan follow up on the complaint. The handling of customer
keluhan pelanggan sejak masuk ke CRM sampai selesai complaints from the time they enter the CRM until
dipantau hingga ke tingkat Manajer. Jika petugas completion is monitored up to the Manager level. If the
Customer Relation (petugas yang meneruskan dan Customer Relation officer (the officer who forwards and
menyelesaikan masalah) belum dapat menyelesaikan resolves the problem) cannot resolve the problem within
masalah dalam waktu 30 menit, maka notifikasi akan 30 minutes, the notification is forwarded to the team
diteruskan ke team leader. Jika berlanjut sampai 60 leader. If the issue persists for 60 minutes, the manager
menit, maka Manajer yang bersangkutan akan concerned will receive a notification to resolve the
mendapatkan notifikasi untuk segera menyelesaikan complaint immediately. This procedure is carried out by
keluhan yang diterima. Prosedur tersebut dilakukan KAI KAI as a continuous effort to maintain customer
sebagai upaya terus-menerus dalam menjaga kepuasan satisfaction. [GRI 2-25, 2-26, 418-1]
pelanggan. [GRI 2-25, 2-26, 418-1]
KAI menyediakan layanan informasi publik terkait Perseroan KAI provides public information services related to the
yang dapat diakses oleh penyandang disabilitas melalui company that can be accessed by people with disabilities
website ppid.kai.id. Website ini memiliki audio yang bisa through the website ppid.kai.id. This website features
mengarahkan pengunjung website dengan disabilitas tuna audio guidance to assist visually impaired visitors, as each
netra, karena setiap menu di dalam website ini telah menu on the site is equipped with voice directory
dilengkapi dengan instruksi direktori melalui suara. Selain instructions. Additionally, visually impaired individuals
itu, bagi para disabilitas tuna netra yang ingin mengajukan who wish to request public information in person can
permohonan informasi publik dengan datang langsung ke visit the PPID (Information and Documentation
kantor PPID (Pejabat Pengelola Informasi & Dokumentasi) Management Officer) office at KAI's central or regional
KAI baik di pusat maupun di Daop/Divre. KAI juga telah offices. KAI has also provided information request forms
menyediakan formulir permohonan informasi dan brosur and brochures in Braille, as well as guiding blocks at the
lengkap dengan menggunakan huruf Braille serta entrance of KAI's Head Office leading to the PPID room.
menyediakan prasarana berupa guiding block di pintu masuk For wheelchair users, KAI provides ramps or special
Kantor Pusat KAI yang mengarahkan ke ruang PPID. Bagi pathways from the entrance of KAI's Head Office to the
penyandang disabilitas yang menggunakan kursi roda, KAI PPID room Meanwhile, for hearing and speech-impaired
juga menyediakan ramp atau jalan khusus untuk kursi roda individuals, KAI has provided video facilities about KAI's
dari depan pintu masuk Kantor Pusat KAI menuju ke ruang public information services in the PPID room and on the
PPID. Sementara itu, untuk para pemohon informasi dengan "Kereta Api Kita" YouTube channel, which include sign
disabilitas tuna rungu dan tuna wicara, KAI telah language subtitles. KAI is committed to providing equal
menyediakan fasilitas video tentang layanan informasi publik service and product access to all (100%) of our customers,
KAI di ruang PPID dan akun Youtube Kereta Api Kita yang including our valued disabled customers. The company
dilengkapi dengan bahasa isyarat dan subtitle. KAI received the Public Agency Award for Implementing
berkomitmen terhadap layanan produk dan jasa yang setara Disability-Friendly Public Information Services at the
kepada seluruh (100%) konsumen kami, termasuk pelanggan Disability-Friendly Public Information Services event
difabel yang sangat kami hargai. Perseroan mendapatkan organized by the Central Information Commission. We
Penghargaan Badan Publik yang Melaksanakan Pelayanan hope all customers can have a quality and inclusive
Informasi Publik Ramah Disabilitas pada acara Layanan experience using KAI's services and products.
Informasi Publik Ramah Disabilitas yang diselenggarakan .
oleh Komisi Informasi Pusat. Kami berharap semua
pelanggan dapat memiliki pengalaman menggunakan jasa
dan produk KAI yang berkualitas dan inklusif.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 587
Annual and Sustainability Report
Page 588
Laporan Keberlanjutan
Sustainability Report
ASPEK KETENAGAKERJAAN EMPLOYMENT ASPECTS
Kepegawaian [GRI 2-7, 3-3] Employee [GRI 2-7, 3-3]
Pengembangan dan kesejahteraan karyawan merupakan Employee development and welfare are key to enhancing
kunci untuk meningkatkan produktivitas dan retensi productivity and employee retention. This aspect also
karyawan. Aspek ini juga memastikan penegakan hak ensures the enforcement of human rights by promoting
asasi manusia dengan mendorong keragaman dan diversity and equality. It is based on a strong
kesetaraan. Hal tersebut dilaksanakan atas dasar understanding that employees play a crucial role in
pemahaman yang kuat bahwa pegawai memiliki peran delivering the best products, services, and customer
penting dalam keseluruhan upaya produk, jasa, dan service, which ultimately contributes to the achievement
pelayanan terbaik bagi pelanggan, serta segenap of long-term business sustainability.
pemangku kepentingan lain, yang para akhirnya berperan
terhadap pencapaian keberlanjutan bisnis jangka
panjang.
KAI menerapkan pengelolaan sumber daya manusia KAI implements comprehensive human resource
secara menyeluruh, mencakup proses rekrutmen, management, covering recruitment processes, employee
pergantian pegawai, penerapan praktik ketenagakerjaan, turnover, employment practices, and the provision of
hingga pemberian pendidikan dan pelatihan di bawah education and training. These activities are coordinated
koordinasi Direktorat Human Capital and General Affairs. under the Directorate of Human Capital and General
Affairs.
Lebih lanjut, penerapan prosedur rekrutmen pegawai the implementation of the employee recruitment
yang dilaksanakan oleh KAI telah didukung kebijakan procedures carried out by KAI has been supported by
internal Peraturan Direksi Nomor PER.U/KH.102/ VII/1/ internal policies, as outlined in the Board of Directors
KA2017 tanggal 14 Juli 2017 sebagaimana telah beberapa Regulation Number PER.U/KH.102/VII/1/KA-2017 dated July
kali diubah terakhir dengan Peraturan Direksi Nomor PER. 14 th, 2017, as amended several times, most recently by
U/KH.102/V/1/KA-2021 tanggal 23 September 2021. the Board of Directors Regulation Number PER.U/KH.102/
V/1/KA-2021 dated September 23 rd, 2021.
Proses rekrutmen KAI dilakukan antara lain melalui media KAI's recruitment process is carried out, among other
internal, yaitu situs resmi pada alamat https:// methods, through internal media, specifically the official
recruitment.kai.id. KAI memastikan bahwa situs tersebut website at https://recruitment.kai.id. KAI ensures that the
telah memuat informasi akurat dan terkini mengenai site contains accurate and up-to-date information
pengumuman rekrutmen, registrasi, seleksi, kelulusan, regarding recruitment announcements, registration,
hingga job description yang dibutuhkan oleh calon selection, graduation, and job descriptions required by
pegawai. prospective employees.
Pada 2023, KAI telah melakukan proses rekrutmen yang In 2023, KAI conducted both internal and external
terbagi menjadi rekrutmen internal serta eksternal. recruitment processes. Internal recruitment was carried
Rekrutmen internal dilakukan dalam rangka memenuhi out to meet the staffing needs of the Directorate of
kebutuhan pegawai untuk Direktorat Operasi, Direktorat Operations, Directorate of Rolling Stock, and Directorate
Sarana dan Direktorat Prasarana, yaitu untuk mendukung of Infrastructure to support the smooth operation of train
kelancaran operasional perjalanan kereta api. Adapun, services. External recruitment was conducted to fulfill
rekrutmen eksternal dilakukan sebagai upaya untuk staffing needs that could not be met through internal
memenuhi kebutuhan pegawai yang tidak terpenuhi dari recruitment, as well as to meet the needs of other
rekrutmen internal, di samping untuk memenuhi Directorates.
kebutuhan pada Direktorat lainnya.
Laporan Tahunan dan Keberlanjutan
588 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 589
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Secara berkala, KAI melakukan evaluasi terhadap praktik KAI periodically evaluates employment practices by
kepegawaian dengan melakukan penilaian terhadap assessing the achievement of targets and objectives for
pemenuhan target dan tujuan, yang dilakukan baik bagi both employees and work units. The assessment of results
pegawai maupun satuan kerja. Penilaian hasil yang is conducted by referring to KAI's vision, mission, and
dicapai dilakukan dengan merujuk pada visi, misi, dan long-term goals, as well as performance indicators based
tujuan jangka panjang KAI, serta tolok ukur penilaian on Key Performance Indicators (KPI) or Corporate
berdasarkan Key Performance Indicators (KPI) atau Performance Indicators (PI). This is done to ensure
Performance Indicators (PI) Korporat. Hal tersebut alignment between employee or work unit performance
dilakukan untuk menjaga keselarasan antara pencapaian achievements and the company's performance targets.
kinerja pegawai ataupun satuan kerja dengan sasaran
kinerja Perseroan.
KAI memiliki Perjanjian Kerja Bersama (PKB) yang disusun KAI has a Collective Labor Agreement (PKB) prepared
berdasarkan Undang-Undang No.13 Tahun 2003 tentang based on Law No. 13 of 2003 concerning Employment
Ketenagakerjaan, serta Keputusan Menteri Tenaga Kerja and the Decree of the Minister of Manpower and
dan Transmigrasi No. 255/Men/2003 tentang Tata Cara Transmigration No. 255/Men/2003 concerning Procedures
Pembentukan dan Susunan Keanggotaan LKS Bipartit. for the Formation and Membership of Bipartite
Penyusunan dokumen tersebut dilakukan bersama Cooperation Institutions (LKS Bipartit). The document
Serikat Pekerja Kereta Api (SPKA), dengan hasil dokumen was prepared in collaboration with the KAI Workers' Union
mendapat tinjauan berkala setiap 2 (dua) tahun sekali. (SPKA), with periodic reviews every two years. The
Penyusunan dan peninjauan dokumen PKB dilakukan preparation and review of the PKB document align with
seiring upaya KAI dalam meningkatkan hubungan KAI's efforts to improve communication between
komunikasi antara Manajemen dan Serikat Pekerja KAI Management and the Railway Workers' Union through
melalui Lembaga Kerja Sama Bipatrit (LKS Bipatrit). PKB the Bipartite Cooperation Institution (LKS Bipartit). The
yang berlaku di tahun 2023 adalah PKB perubahan dari PKB applicable in 2023 is a revised agreement from the
periode 2020-2022 ke periode tahun 2022-2024 yang 2020-2022 period to the 2022-2024 period, with the
naskahnya ditandatangani pada 5 Juli 2022 oleh Direktur document signed on July 5 th, 2022, by the President
Utama sebagai pihak yang mewakili Manajemen KAI dan Director representing KAI Management and the Chairman
Ketua Umum Serikat Pekerja KAI yang mewakili SPKA. of the KAI Workers' Union representing SPKA. The PKB
Dokumen PKB tersebut telah didaftarkan pada document has been registered with the Ministry of
Kementerian Ketenagakerjaan RI dengan Keputusan Manpower of the Republic of Indonesia under the Decree
Direktur Jenderal Pembinaan Hubungan Industrial dan of the Director General of Industrial Relations and
Jaminan Sosial Tenaga Kerja Nomor KEP.4/ Workforce Social Security No. KEP.4/
HI.00.01/00.0000.220629007/B/VIII/2022 tanggal 16 Agustus HI.00.01/00.0000.220629007/B/VIII/2022 dated August 16th,
2022. Manajemen KAI senantiasa melindungi dan 2022. KAI Management continuously protects and fulfills
memenuhi hak pegawai sesuai dengan ketentuan yang employee rights as stipulated in the PKB. All provisions,
tercantum di dalam PKB. Seluruh ketetapan, peraturan, regulations, and remuneration applicable to KAI
dan remunerasi yang berlaku bagi pegawai KAI telah employees comply with existing laws and policies and
sesuai peraturan dan kebijakan yang berlaku dan are approved by all (100%) organic employees in the PKB,
disetujui oleh seluruh (100%) pegawai organik dalam PKB, including freedom of association and a minimum notice
termasuk kebebasan berserikat dan periode period of two weeks before employees experience
pemberitahuan minimum 2 (dua) minggu sebelum operational changes such as transfers
pegawai mengalami perubahan operasional seperti [GRI 2-30, 3-3, 402-1, 407-1].
mutasi [GRI 2-30, 3-3, 402-1, 407-1]
Perekrutan Pegawai Baru dan Pergantian Karyawan New Employee Recruitment and Employee Turnover
[GRI 3-3, 401-1] [GRI 3-3, 401-1]
Guna mendukung aktivitas operasional dan To support operational activities and organizational
pengembangan organisasi, KAI melakukan perekrutan development, KAI conducts new employee recruitment
pegawai baru dan pergantian pegawai. Pengungkapan and employee turnover. The disclosure of KAI's
rekrutmen dan pergantian pegawai KAI selama periode recruitment and employee turnover during the 2023
tahun 2023 berdasarkan wilayah kerja dan usia adalah period, based on work regions and age, is as follows:
sebagai berikut:
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 589
Annual and Sustainability Report
Page 590
Laporan Keberlanjutan
Sustainability Report
Jumlah Pegawai Baru Berdasarkan Wilayah Kerja Number of New Employees by Work Region
2023 2022
Wilayah Kerja
Work Area Pria Wanita Pria Wanita
Total Total
Male Female Male Female
Balai Yasa Manggarai 19 0 19 0 0 0
Balai Yasa Pulubrayan 1 0 1 0 0 0
Balai Yasa Tegal 11 0 11 4 0 4
Balai Yasa Lahat 27 2 29 14 0 14
Balai Yasa Yogyakarta 25 4 29 3 0 3
Balai Yasa Surabaya Gubeng 8 1 9 0 0 0
DAOP 1 Jakarta 147 1 148 97 10 107
DAOP 2 Bandung 110 1 111 84 7 91
DAOP 3 Cirebon 54 0 54 22 1 23
DAOP 4 Semarang 63 1 64 19 2 21
Daop 5 Purwokerto 58 0 58 10 1 11
Daop 6 Yogyakarta 79 1 80 10 7 17
Daop 7 Madiun 33 0 33 9 0 9
Daop 8 Surabaya 102 1 103 24 4 28
Daop 9 Jember 17 1 18 2 1 3
Divre I Sumatera Utara 92 0 92 40 1 41
Divre II Sumatera Barat 38 0 38 4 0 4
Divre III Palembang 389 0 389 379 5 383
Divre IV Tanjungkarang 217 1 218 199 3 202
Gudang Persediaan / Stock Warehouse 0 0 0 0 0 0
Kantor Pusat / Head Office 92 44 136 27 4 31
LRT Jabodebek 64 13 77 191 7 198
Pendidikan & Latihan / Education & Training 1 2 3 0 0 0
PT Railink - Kantor Pusat / Head Office 0 0 0 0 0 0
Subdivre I.1 Aceh 0 0 0 0 0 0
Jumlah / Total 1.647 73 1.720 1.138 52 1.190
Jumlah Pegawai Baru Berdasarkan Usia Number of New Employees Based on Age
2023 2022
Usia
Age Pria Wanita Pria Wanita
Total Total
Male Female Male Female
21-30 1.608 72 1.680 1.137 52 1.189
31-40 38 1 39 2 0 2
41-50 0 0 0 0 0 0
51-56 1 0 1 0 0 0
Jumlah / Total 1.647 73 1.720 1.138 52 1.190
Laporan Tahunan dan Keberlanjutan
590 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 591
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Turnover Pegawai Berdasarkan Wilayah Kerja Employees Turnover Based on Work Region
2023 2022
Wilayah Kerja
Work Area Pria Wanita Pria Wanita
Total Total
Male Female Male Female
Balai Yasa Lahat 14 1 15 7 0 7
Balai Yasa Manggarai 25 0 25 7 1 8
Balai Yasa Pulubrayan 3 0 3 4 0 4
Balai Yasa Surabaya Gubeng 5 0 5 5 0 5
Balai Yasa Tegal 15 1 16 5 0 5
Balai Yasa Yogyakarta 14 0 14 14 0 14
DAOP 1 Jakarta 109 0 109 112 2 114
DAOP 2 Bandung 63 1 64 46 1 47
DAOP 3 Cirebon 41 1 42 32 1 33
DAOP 4 Semarang 33 2 35 30 2 32
Daop 5 Purwokerto 31 0 31 31 0 31
Daop 6 Yogyakarta 48 1 49 40 0 40
Daop 7 Madiun 21 0 21 24 0 24
Daop 8 Surabaya 51 2 53 57 3 60
Daop 9 Jember 16 0 16 20 0 20
Divre I Sumatera Utara 30 0 30 27 0 27
Divre II Sumatera Barat 26 0 26 22 0 22
Divre III Palembang 58 0 58 70 0 70
Divre IV Tanjungkarang 54 0 54 59 0 59
Gudang Persediaan / Stock Warehouse 5 0 5 2 0 2
Kantor Pusat / Head Office 37 3 40 36 7 43
KA Logistik 2 1 3 2 0 2
KA Wisata 5 3 8 1 0 1
LRT Jabodebek 2 1 3 4 0 4
Pendidikan & Latihan / Education & Training 12 2 14 7 3 10
PT Railink - Kantor Pusat / Head Office 1 0 1 0 0 0
Subdivre I.1 Aceh 0 0 0 1 0 1
Jumlah / Total 721 19 740 665 20 685
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 591
Annual and Sustainability Report
Page 592
Laporan Keberlanjutan
Sustainability Report
Turnover Pegawai Berdasarkan Usia Employee Turnover Based on Age
2023 2022
Usia
Age Pria Wanita Pria Wanita
Total Total
Male Female Male Female
21-30 20 3 23 23 3 26
31-40 31 3 34 46 7 53
41-50 100 3 103 84 5 89
51-56 587 7 594 529 5 534
Jumlah / Total 738 16 754 682 20 702
Persentase / Percentage 2,76% 1,01% 2,66% 2,51% 0,07% 2,59%
Kesetaraan Kesempatan Bekerja [OJK F.18] Equal Employment Opportunity [OJK F.18]
KAI menjamin adanya kesetaraan kesempatan bekerja KAI guarantees equal employment opportunities for
bagi calon pegawai. Hal tersebut dilaksanakan antara prospective employees. This is implemented through
lain melalui Program Perekrutan Bersama BUMN Putra- various initiatives, including the Joint Recruitment
Putri Terbaik Papua dan Papua Barat. Di samping itu, Program for the Best Sons and Daughters of Papua and
rekrutmen KAI juga telah mengakomodasi kategori West Papua. Additionally, KAI's recruitment process
pelamar dengan disabilitas, yaitu bersumber dari Program accommodates applicants with disabilities through the
Perekrutan Bersama BUMN. Joint Recruitment Program of State-Owned Enterprises
(SOE).
Kesetaraan kesempatan bekerja oleh KAI tidak hanya Equal employment opportunities at KAI are not only
diberikan bagi calon pegawai, tetapi juga bagi pegawai, provided to prospective employees but also to current
tanpa adanya diskriminasi dalam bentuk apapun. Guna employees, ensuring no discrimination in any form. To
menjamin kesempatan bekerja diberikan secara objektif, guarantee that employment opportunities are provided
KAI menerapkan kebijakan Job Grade dan Job Class pada objectively, KAI applies a Job Grade and Job Class policy
proses promosi pegawai, berdasarkan Peraturan Direksi in the employee promotion process, based on the
PT Kereta Api Indonesia (Persero) Nomor Per.U/KH.306/ Director's Regulation of PT Kereta Api Indonesia (Persero)
III/1/KA-2019 tentang Mutasi Jabatan. Job grade Number Per.U/KH.306/III/1/KA-2019 concerning Job
mengacu pada peringkat jabatan yang ditetapkan sebagai Transfers. Job grade refers to the job ranking established
pedoman untuk pengaturan jalur karir dan program as a guideline for career path management and employee
pengembangan bagi pegawai. Adapun, job class development programs. Job class represents the job
merupakan peringkat jabatan dalam suatu tingkatan ranking within a certain level based on job dimensions,
berdasarkan dimensi pekerjaan sebagai pedoman untuk serving as a guideline for determining employee income
penetapan penghasilan atau remunerasi pegawai. or remuneration.
Kesempatan Bekerja bagi Masyarakat Adat atau Employment Opportunities for Indigenous Peoples or
Komunitas Lokal Local Communities
KAI menjamin bahwa proses rekrutmen yang dilakukan KAI ensures that the recruitment process always provides
senantiasa memberikan kesempatan yang setara bagi equal opportunities for indigenous peoples or local
masyarakat adat ataupun komunitas lokal di sekitar area communities around the Company's operational areas.
operasi Perseroan. Hal tersebut merupakan bagian dari This is part of KAI's commitment to contributing to the
komitmen KAI untuk berkontribusi dalam pemenuhan fulfillment of the SDGs, particularly for the target of
SDGs, khususnya bagi target pekerjaan yang layak dan decent work and economic growth. Additionally, providing
pertumbuhan ekonomi. Di samping itu, pemberian employment opportunities for indigenous peoples and
kesempatan bekerja bagi masyarakat adat maupun local communities is a manifestation of KAI's
komunitas lokal merupakan wujud komitmen KAI dalam commitment to delivering economic benefits to the
menghadirkan manfaat ekonomi bagi masyarakat sekitar, surrounding communities, who are important
sebagai pemangku kepentingan yang penting dan stakeholders and directly impacted by the Company's
menerima dampak langsung dari aktivitas operasi operational activities. KAI has identified the percentage
Perseroan. KAI sudah mengidentifikasi persentase of employees and management from local communities
karyawan dan manajemen dari masyarakat setempat di at each of our locations in the following table: [GRI 202-2]
setiap lokasi kami pada tahun 2023 di tabel berikut
[GRI 202-2]
Laporan Tahunan dan Keberlanjutan
592 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 593
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Wilayah Kerja Jumlah persentase karyawan dan manajemen lokal
Work Area Total percentage of local employees and management (%)
KAI Kantor Pusat Karyawan: 11,61% / Employees: 11.61%
KAI Head Office Manajemen: 23,12% / Management: 23.12%
Balai Yasa Manggarai Karyawan: 68,45% / Employees: 68.45%
Manggarai Service Center Manajemen: 2,52% / Management: 2.52%
Balai Yasa Tegal Karyawan: 75,1% / Employees: 75.1%
Tegal Service Center Manajemen: 3,24% / Management: 3.24%
Balai Yasa Yogyakarta Karyawan: 82,35% / Employees: 82.35%
Yogyakarta Yasa Hall Manajemen: 4,60% / Management: 4.60%
Balai Yasa Surabaya Gubeng Karyawan: 59,70% / Employees: 59.70%
Surabaya Gubeng Yasa Hall Manajemen: 4,10% / Management: 4.10%
Balai Yasa Lahat Karyawan: 73,49% / Employees: 73.49%
Manajemen: 5,48% / Management: 5.48%
Balai Yasa Pulubrayan Karyawan: 67,74% / Employees: 67.74%
Manajemen: 11,83% / Management: 11.83%
Daerah Operasi 1 Jakarta Karyawan: 65,84% / Employees: 65.84%
Operation Area 1 Jakarta Manajemen: 3,14% / Management: 3.14%
Daerah Operasi 2 Bandung Karyawan: 75,46% / Employees: 75.46%
Operation District 2 Bandung Manajemen: 1,84% / Management: 1.84%
Daerah Operasi 3 Cirebon Karyawan: 72,99% / Employees: 72.99%
Operation Area 3 Cirebon Manajemen: 1,96% / Management: 1.96%
Daerah Operasi 4 Semarang Karyawan: 78,59% / Employees: 78.59%
Operation Area 4 Semarang Manajemen: 2,35% / Management: 2.35%
Daerah Operasi 5 Purwokerto Karyawan: 80,75% / Employees: 80.75%
Operation Area 5 Purwokerto Manajemen: 1,67% / Management: 1.67%
Daerah Operasi 6 Yogyakarta Karyawan: 74,60% / Employees: 74.60%
Operation Area 6 Yogyakarta Manajemen: 1,82% / Management: 1.82%
Daerah Operasi 7 Madiun Karyawan: 77,48% / Employees: 77.48%
Operation Area 7 Madiun Manajemen: 1,50% / Management: 1.50%
Daerah Operasi 8 Surabaya Karyawan: 70,24% / Employees: 70.24%
Operation Area 8 Surabaya Manajemen: 2,15% / Management: 2.15%
Daerah Operasi 9 Jember Karyawan: 68,97% / Employees: 68.97%
Operational District 9 Jember Manajemen: 2,37% / Management: 2.37%
Divisi Regional I Sumatera Utara Karyawan: 76,95% / Employees: 76.95%
Regional Division I North Sumatra Manajemen: 3,97% / Management: 3.97%
Sub Divisi Regional I.1 Aceh Karyawan: 0,00% / Employees: 0.00%
Regional Sub Division I.1 Aceh Manajemen: 5,26% / Management: 5.26%
Divisi Regional II Sumatera Barat Karyawan: 80,54% / Employees: 80.54%
Regional Division II West Sumatra Manajemen: 2,68% / Management: 2.68%
Divisi Regional III Palembang Karyawan: 66,66% / Employees: 66.66%
Regional Division III Palembang Manajemen: 2,41% / Management: 2.41%
Divisi Regional IV Tanjungkarang Karyawan: 66,83% / Employees: 66.83%
Regional Division IV Tanjungkarang Manajemen: 1,48% / Management: 1.48%
Divisi LRT Jabodebek Karyawan: 18,82% / Employees: 18.82%
Jabodebek LRT Division Manajemen: 3,36% / Management: 3.36%
Rata-Rata Karyawan: 66,74% / Employees: 66,74%
Average Manajemen: 3,91% / Management: 3,91%
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 593
Annual and Sustainability Report
Page 594
Laporan Keberlanjutan
Sustainability Report
Kesempatan Bekerja bagi Penyandang Disabilitas Employment Opportunities for Persons with
Disabilities
Kesempatan bekerja bagi penyandang disabilitas sebagai Employment opportunities for persons with disabilities
bagian dari upaya menyeluruh dalam menghadirkan are part of a comprehensive effort to provide inclusive
kesempatan bekerja yang inklusif. KAI telah memberikan employment opportunities. KAI has provided equal
kesempatan bekerja yang setara bagi penyandang employment opportunities for persons with disabilities.
disabilitas. Pemberian kesempatan bekerja bagi pegawai The provision of employment opportunities for employees
penyandang disabilitas untuk periode 2023 direalisasikan with disabilities for the 2023 period was realized based
berdasarkan Surat Keputusan Direksi PT Kereta Api on the Director's Decree of PT Kereta Api Indonesia
Indonesia (Persero) Nomor SK.U/KH.102/VII/1/KA-2022 (Persero) Number SK.U/KH.102/VII/1/KA-2022 concerning
tentang Penetapan Kelulusan Pengadaan Pekerja the Determination of Graduation for Worker
Bersumber dari Program Perekrutan Bersama BUMN Procurement Sourced from the Joint Recruitment
Kategori Disabilitas melalui Forum Human Capital Program of State-Owned Enterprises (SOE) Disability
Indonesia di Lingkungan PT Kereta Api Indonesia Category through the Indonesian Human Capital Forum
(Persero). Pada 2023, Daop 1 Jakarta meraih Piagam within PT Kereta Api Indonesia (Persero). In 2023, DAOP
Penghargaan atas Peran Memberikan Kesempatan Kerja 1 Jakarta received a Certificate of Appreciation for its Role
bagi Penyandang Disabilitas oleh Kementerian Sosial in Providing Employment Opportunities for Persons with
Republik Indonesia. Disabilities from the Ministry of Social Affairs of the
Republic of Indonesia.
Tenaga Kerja Anak dan Tenaga Kerja Paksa Child Labor and Forced Labor
[OJK F.19] [GRI 408-1, 409-1] [OJK F.19] [GRI 408-1, 409-1]
KAI mengecam penggunaan tenaga kerja anak di KAI condemns the use of child labor within the Company,
lingkungan Perseroan, tercermin dari kebijakan dan as reflected in its recruitment policy and implementation,
pelaksanaan rekrutmen sesuai Peraturan Direksi Nomor in accordance with the Director's Regulation Number
PER.U/KH.102/ VII/1/KA2017 tanggal 14 Juli 2017 PER.U/KH.102/VII/1/KA-2017 dated July 14 th, 2017, as
sebagaimana telah beberapa kali diubah terakhir dengan amended several times, most recently by the Director's
Peraturan Direksi Nomor PER.U/KH.102/V/1/KA-2021 Regulation Number PER.U/KH.102/V/1/KA-2021 dated
tanggal 23 September 2021. Di dalam kebijakan tersebut September 23 rd, 2021. The policy stipulates that one of
telah disebutkan bahwa salah satu persyaratan yang the requirements for applicants applying through the
wajib dipenuhi oleh Pelamar Pengadaan Pekerja melalui regular recruitment channel with a high school
jalur reguler tingkat pendidikan Sekolah Menengah Atas education level is to be at least 18 (eighteen) years old
(SMA) adalah berusia minimal 18 (delapan belas) tahun and no more than 25 (twenty-five) years old. The
dan maksimal 25 (dua puluh lima) tahun. Penerapan implementation of this policy ensures that KAI does not
kebijakan tersebut sekaligus merupakan jaminan bahwa employ child labor. As of December 31 st, 2023, there have
KAI tidak mempekerjakan tenaga kerja anak. Sampai been no incidents of child labor in the Company's
dengan 31 Desember 2023, tidak terdapat insiden operational activities.
penggunaan tenaga kerja anak di dalam aktivitas
operasional Perseroan.
Lebih dari itu, KAI melakukan upaya pencegahan atas Furthermore, KAI takes preventive measures against
terjadinya praktik kerja di bawah paksaan, antara lain forced labor practices, including ensuring that
dengan menjamin pemberian cuti dan hari libur bagi employees are granted leave and holidays in accordance
pegawai sesuai regulasi yang berlaku. Hak cuti dan hari with applicable regulations. The leave and holidays
libur yang diberikan antara lain berupa cuti tahunan, cuti provided include annual leave, sick leave, marriage leave,
sakit, cuti menikah, cuti melahirkan/keguguran, cuti maternity/miscarriage leave, child baptism leave, child
membaptiskan anak, cuti menikahkan anak, cuti istri marriage leave, spouse's maternity leave, long leave,
melahirkan, cuti besar, cuti haid, cuti keagamaan, cuti menstrual leave, religious leave, marriage leave,
menikah, cuti mengkhitankan anak, cuti menghadiri circumcision leave, attendance at children's graduations
wisuda anak, cuti keluarga sakit, cuti istri melahirkan/ leave, family illness leave, spouse's miscarriage leave, and
keguguran, dan cuti keluarga meninggal. Jam bekerja family bereavement leave. Working hours are also
juga sudah berdasarkan regulasi ketenagakerjaan yang regulated according to employment regulations outlined
diatur dalam Perjanjian Kerja Bersama (PKB), dimana in the Collective Labor Agreement (PKB), with
karyawan bekerja 8 jam sehari atau 40 jam dalam employees working 8 hours a day or 40 hours a week.
seminggu. Bagi karyawan purna waktu Perseroan juga For full-time employees, the Company also includes them
mengikutsertakan seluruhnya pada program jaminan sosial in the government social security programs for health,
pemerintah untuk kesehatan, kecelakaan, jaminan hari accident, old-age benefits, pensions, and death.
tua serta pensiun, dan kematian. Lebih dari itu, KAI juga Additionally, KAI is open to feedback and consultations
terbuka dengan umpan balik dan musyawarah bersama with employees. [GRI 401-2]
pegawai. [GRI 401-2]
Laporan Tahunan dan Keberlanjutan
594 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 595
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kami juga berkomitmen untuk hanya bekerjasama We are also committed to collaborating exclusively with
dengan mitra bisnis yang memiliki prinsip dan kepedulian business partners who share KAI's principles and concerns
yang sama dengan KAI, yaitu tidak mempekerjakan regarding the prohibition of child labor and forced labor.
pekerja anak dan kerja di bawah paksaan. Kami We ensure that all (100%) of our business partners undergo
memastikan bahwa seluruh (100%) mitra usaha kami telah rigorous social standards selection and comply with
lolos seleksi standar sosial yang tinggi dan patuh relevant regulations and policies. Therefore, all our supply
terhadap regulasi dan kebijakan yang berlaku. Oleh chains are free from any actual and significant negative
karenanya semua rantai pasok kami tidak memiliki social impacts, as stated in the Board of Directors
dampak sosial negatif aktual dan signifikan sebagaimana Regulation of PT Kereta Api Indonesia (Persero) No: PER.
yang tercantum pada Peraturan Direksi PT Kereta Api U/KM.101/VII/1/KA-2022 on Procurement Guidelines for
Indonesia (Persero) No: PER.U/KM.101/VII/1/KA-2022 Goods and Services. [GRI 2-27, 414-1, 414-2]
tentang Pedoman Pengadaan Barang dan Jasa.
[GRI 2-27, 414-1, 414-2]
Cuti Melahirkan [OJK F.20][GRI 401-3] Maternity Leave [OJK F.20][GRI 401-3]
Cuti melahirkan bagi pegawai KAI diberikan sebagai upaya Maternity leave for KAI employees is provided as a
menyeluruh dalam memastikan pemenuhan hak-hak comprehensive effort to ensure the fulfillment of
pegawai, sesuai ketentuan perundang-undangan yang employee rights, in accordance with applicable laws and
berlaku. KAI memberikan hak cuti melahirkan bagi regulations. KAI grants maternity leave rights to female
seluruh pegawai perempuan dan hak cuti istri employees and paternity leave rights to male employees
melahirkan bagi seluruh pegawai laki-laki. Pegawai whose wives are giving birth. Female employees who are
perempuan yang akan melahirkan mendapatkan hak cuti about to give birth are entitled to 3 (three) months of
sejumlah 3 (tiga) bulan, sedangkan pegawai laki-laki leave, while male employees whose wives are giving
dengan istri melahirkan mendapatkan hak cuti sejumlah birth are entitled to 3 (three) working days of leave. The
3 (tiga) hari kerja. Pemberian cuti melahirkan bagi provision of maternity leave for KAI employees is regulated
pegawai KAI diatur melalui Peraturan Direksi Nomor PER. through the Director's Regulation Number PER.U/KH.201/
U/KH.201/IX/1/KA-2022 tentang Izin Tidak Masuk Bekerja IX/1/KA-2022 concerning Leave of Absence from Work
dan/atau Tidak Melakukan Pekerjaan. and/or Not Performing Work.
Pada 2023, KAI memberikan hak cuti melahirkan bagi In 2023, KAI granted maternity leave rights to 244 female
244 pegawai perempuan dan bagi 333 pegawai laki-laki employees and paternity leave rights to 333 male
dengan istri yang melahirkan. Selama 2023 sebanyak employees whose wives gave birth. During 2023, 100%
(100%) pegawai perempuan yang mengambil cuti of female employees who took 3 months of maternity
melahirkan selama 3 bulan dan pegawai laki-laki yang leave returned to work in their original positions without
mengambil cuti karena istri melahirkan telah kembali any discrimination.
bekerja sesuai jabatan semula tanpa adanya diskriminasi.
Kebijakan Remunerasi Pegawai [OJK F.20][GRI 2-19] Employee Remuneration Policy [OJK F.20][GRI 2-19]
KAI menerapkan kebijakan remunerasi bagi seluruh KAI implements a remuneration policy for all Company
pegawai Perseroan, sesuai standar pemenuhan employees in accordance with the standards for meeting
kebutuhan hidup serta peraturan perundang-undangan living needs and the applicable laws and regulations
yang berlaku terkait penetapan besaran gaji pegawai. related to employee salary determination. KAI ensures
KAI menjamin bahwa seluruh pegawai telah that all employees receive wages in accordance with the
mendapatkan hak pemberian upah sesuai ketentuan Ministry of Manpower's provisions based on the city/district
Kementerian Ketenagakerjaan berdasarkan kota/ of their operational work areas. We also ensure that there
kabupaten wilayah operasional mereka bekerja. Kami juga is no discriminatory practice in remuneration in any
memastikan tidak adanya praktik diskriminatif pemberian form, particularly related to employees' identity
remunerasi dalam bentuk apapun khususnya terkait backgrounds. As such, the Company ensures that wages
latar belakang identitas pegawai. Atas hal itu, Perseroan received by employees at the lowest levels meet or
memastikan bahwa upah yang diterima oleh pegawai exceed the minimum wage, demonstrating KAI's
pada tingkat paling rendah telah memenuhi atau commitment to providing economic value to employees
melebihi besaran upah minimum, sebagai wujud as a significant stakeholder for the sustainability of KAI's
komitmen KAI dalam menyalurkan nilai ekonomi bagi operations.
pegawai sebagai pemangku kepentingan yang signifikan
untuk keberlanjutan usaha KAI.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 595
Annual and Sustainability Report
Page 596
Laporan Keberlanjutan
Sustainability Report
Perbandingan UMP dan Imbal Jasa Pegawai Tingkat Comparison of Minimum Wage and Lowest
Terendah [GRI 3-3, 202-1, 405-2] Employee Compensation [GRI 3-3, 202-1, 405-2]
Imbal Jasa
Pegawai
Unit Upah Minimum Tingkat
Usaha Provinsi/Daerah Provinsi Terendah Rasio
No
Business Province/Region Provincial (Dalam Rupiah) Pencapaian
Unit Minimum Wage Lowest Level
Employee Salary
(In Rupiah)
1 Daop 1 Kota Jakarta / Jakarta City 4.901.798 5.536.351 112,95 %
2 Daop 2 Kota Bandung / Bandung City 4.048.462 5.019.375 123,98 %
3 Daop 3 Kota Cirebon / Cirebon City 2.456.516 5.048.229 205,50 %
4 Daop 4 Kota Semarang / Semarang City 3.060.348 5.019.375 164,01 %
5 Daop 5 Kab. Banyumas / Banyumas Regency 2.118.123 5.048.229 238,34 %
6 Daop 6 Kota Yogyakarta / Yogyakarta City 1.981.782 5.009.375 252,77 %
7 Daop 7 Kota Madiun / Madiun City 2.138.107 5.019.375 234,76 %
8 Daop 8 Kota Surabaya / Surabaya City 4.525.479 5.048.229 111,55 %
9 Daop 9 Kab. Jember / Jember Regency 2.555.662 5.030.881 196,85 %
10 Divre I Kota Medan / Medan City 3.624.117 5.048.229 139,30 %
11 Divre II Kota Padang / Padang City 2.742.476 5.048.229 184,08 %
12 Divre III Kota Palembang / Palembang City 3.500.000 5.048.229 144,24 %
Kota Bandar Lampung / Bandar
13 Divre IV 2.633.284 5.048.229 191,71 %
Lampung City
Pemenuhan Kesejahteraan Pegawai setelah Employee Welfare After the End of Employment
Berakhirnya Masa Kerja Period
Kami menghargai pengabdian dan dedikasi pegawai kami We appreciate the dedication and service of our employees
yang telah bekerja dan berkontribusi terhadap kemajuan who have contributed to the progress and sustainability
dan keberlanjutan bisnis KAI dalam jangka waktu yang of KAI's business over a long period. Therefore, KAI is
lama. Maka dari itu, KAI memiliki komitmen untuk committed to ensuring comprehensive employee welfare
memenuhi kesejahteraan pegawai secara menyeluruh even after the end of their employment period. In addition
hingga setelah berakhirnya masa kerja. Selain to the mandatory government old-age and pension
mengikutsertakan jaminan sosial hari tua dan pensiun social security, the Company will conduct retirement
wajib pemerintah, Perseroan melakukan sosialisasi preparation socialization for all (100%) employees with a
persiapan pensiun kepada seluruh (100%) pegawai work period of 3 months before reaching retirement age.
dengan masa kerja 3 bulan sebelum memasuki usia We hope that our former employees can enjoy a quality
pensiun. Kami berharap pegawai kami dapat menikmati retirement with the benefits received in accordance with
masa pensiun yang berkualitas dengan manfaat-manfaat the Director's Regulation Number PER.U/KH.401/I/2/KA-
yang diterima sesuai Peraturan Direksi Nomor PER.U/ 2023 concerning Income for Employees with Indefinite
KH.401/I/2/KA-2023 tentang Penghasilan Pekerja Work Agreements [GRI 201-3, 3-3, 404-1, 404-2].
Perjanjian Kerja Waktu Tidak Tertentu
GRI 201-3, 3-3, 404-1, 404-2]
Lingkungan Bekerja yang Layak dan Aman Decent and Safe Working Environment
[OJK F.21] [OJK F.21]
KAI menjamin tersedianya lingkungan bekerja yang layak KAI guarantees the availability of a decent and safe
dan aman bagi seluruh pegawai. Aspek kenyamanan working environment for all employees. Employee comfort
pegawai di tempat kerja merupakan salah satu perhatian in the workplace is one of KAI management's concerns.
manajemen KAI. Perseroan menyediakan fasilitas kerja The Company provides adequate working facilities for
yang layak bagi pegawai dengan menyediakan fasilitas- employees, including comfortable, clean, and safe
fasilitas yang nyaman, bersih, dan aman, berupa ruang facilities such as workspaces, toilets, and dining areas.
kerja, toilet, dan ruang makan. KAI juga menyediakan KAI also provides other facilities for employees, such as
fasilitas lain bagi pegawai, berupa tempat ibadah, kantin, places of worship, canteens, pantries, green open spaces,
pantry, area terbuka hijau, serta tempat parkir yang luas. and spacious parking areas. The buildings are equipped
Laporan Tahunan dan Keberlanjutan
596 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 597
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Gedung sudah memiliki alat deteksi asap serta fasilitas with smoke detectors and integrated waste disposal
pembuangan sampah yang terintegrasi. KAI menjaga facilities. KAI maintains office cleanliness on a scheduled
kebersihan kantor secara terjadwal melalui penugasan basis through the assignment of cleaning service, who
cleaning service, yang bertugas mengelola kebersihan manage the cleanliness of work areas daily, both indoors
area kerja setiap harinya baik di dalam maupun luar and outdoors.
ruangan.
Sebagai penanggulangan sejak pandemi COVID-19, KAI As a response to the COVID-19 pandemic, KAI provides
menyediakan sejumlah fasilitas kebersihan dan kesehatan additional hygiene and health facilities, including hand
tambahan, meliputi tempat cuci tangan, alat pengukur washing stations, temperature measuring devices,
suhu, disinfectant, hand sanitizer, serta membagikan disinfectants, hand sanitizers, and standard masks for
masker sesuai standar bagi pegawai. Penyediaan fasilitas- employees. These facilities are expected to prevent the
fasilitas tersebut diharapkan dapat mencegah spread of the virus in the work area. Additionally, in
penyebaran virus di area kerja. Seiring hal itu, pada ruang- certain areas where crowds may occur, KAI provides
ruang tertentu yang berpotensi terjadi keramaian, KAI distance markers or instructions to avoid dense and
memberikan tanda atau instruksi jaga jarak guna prolonged gatherings.
menghindari terjadinya kerumunan yang padat dan terlalu
lama.
KAI memastikan karyawan dan keluarganya dapat KAI ensures that employees and their families can access
mengakses fasilitas kesehatan yang berkualitas, yaitu Klinik quality health facilities, namely Mediska Clinics.
Mediska. Lebih dari itu, KAI menyediakan sarana dan Furthermore, KAI provides sports Rolling Stock and
prasarana olahraga bagi pegawai pada kantor pusat dan infrastructure for employees at the head office and
daerah yang sekaligus dimanfaatkan sebagai sarana regional offices, which are also used to achieve corporate
pencapaian prestasi olahraga perusahaan. KAI juga sports achievements. KAI also offers arts and religious
memberikan fasilitas kesenian dan keagamaan bagi Rolling Stock for employees, especially at the head office.
pegawai, khususnya di kantor pusat.
Seluruh fasilitas yang layak, aman, bersih, dan sehat juga All facilities are well-maintained, safe, clean, and healthy,
lebih lengkap dengan suasana kerja yang inklusif dan complemented by an inclusive and non-discriminatory
tanpa diskriminasi. Manajemen KAI secara terus- work environment. KAI Management continuously
menerus melakukan sosialisasi kepada seluruh karyawan communicates with all employees to create a
untuk menciptakan lingkungan kerja bebas diskriminasi discrimination-free work environment as outlined in the
sebagaimana Surat Edaran Direksi PT Kereta Api Director's Circular of PT Kereta Api Indonesia (Persero)
Indonesia (Persero) Nomor : SE.U/KL.403/VII/1/KA-2022 Number: SE.U/KL.403/VII/1/KA-2022 concerning the
tentang Kebijakan Berperilaku Saling Menghargai di Respectful Workplace Policy. All workers are required to
Tempat Kerja. Seluruh pekerja wajib implement the principles of the Respectful Workplace
mengimplementasikan prinsip-prinsip Respectful Policy, such as acknowledging and respecting diverse
Workplace Policy seperti mengakui dan menghargai differences including ethnic background, race, nationality,
perbedaan yang beragam dengan berbagai macam latar skin color, age, religion, gender, disability, viewpoints, or
belakang etnis, ras, kebangsaan, warna kulit, usia, agama, other individual characteristics. This aims to create and
jenis kelamin, disabilitas, sudut pandang, atau build a respectful work environment free from
karakteristik individu lainnya. Sehingga, dapat discrimination, violence, and harassment in any form. As
menciptakan dan membangun lingkungan kerja yang of the end of December 2023, there have been no reported
saling menghargai dan tidak melakukan diskriminasi, incidents of discrimination in any form towards
kekerasan, dan pelecehan dalam bentuk apapun. Hingga employees, customers, or partners within the Company.
akhir Desember 2023, tidak terjadi kejadian diskriminasi [GRI 3-3, 406-1]
dalam bentuk apapun kepada pegawai maupun
pelanggan dan mitra di ruang lingkup Perseroan.
[GRI 3-3, 406-1]
Komunitas Perempuan Women's Community
Demi mendukung kesetaraan gender, Persatuan Istri To support gender equality, the Association of Wives of
Karyawan dan Karyawati Kereta Api (PIKKA) didirikan Employees and Female Employees of the Railway (PIKKA)
sebagai wadah meningkatkan kemampuan dan was established as a platform to enhance the skills and
kepemimpinan pemangku kepentingan perempuan. leadership of female stakeholders. The appointment of
Penetapan kepengurusan PIKKA Pusat dilaksanakan the central PIKKA management was made through the
melalui Surat Keputusan Ketua Umum Persatuan Istri Decree of the Chairperson of the Association of Wives of
Karyawan dan Karyawati Kereta Api Nomor 003/PIKKA- Employees and Female Employees of the Railway Number
P/SKEP/I/2023 tentang Pengangkatan Pengurus PIKKA 003/PIKKA-P/SKEP/I/2023 concerning the Appointment
Pusat. Perseroan percaya bahwa kesetaraan hak dan of Central PIKKA Management. The Company believes
kesempatan bagi perempuan akan memberikan dampak that equal rights and opportunities for women will have
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 597
Annual and Sustainability Report
Page 598
Laporan Keberlanjutan
Sustainability Report
yang berkelanjutan bagi persepsi dan keputusan bisnis a sustainable impact on the Company's business
Perseroan. Kami menjadi Best Workplaces for Women perceptions and decisions. We were awarded Best
2023 in Preventing Sexual Harassment kategori Workplaces for Women 2023 in Preventing Sexual
Transportation Industry pada acara Indonesian Best Harassment in the Transportation Industry category at
Workplace for Woman Awards 2023 oleh HerStory the Indonesian Best Workplace for Woman Awards 2023
Indonesia by HerStory Indonesia.
Keselamatan dan Kesehatan Kerja [GRI 3-3, 403] Occupational Health and Safety [GRI 3-3, 403]
Keselamatan dan kesehatan kerja merupakan prioritas Occupational health and safety are top priorities in the
utama dalam industri perkeretaapian karena tingginya railway industry due to the high risk of workplace
risiko kecelakaan kerja yang dapat menyebabkan cedera accidents that can cause serious injury or death. A safe
serius atau kematian. Lingkungan kerja yang aman dan and healthy work environment not only protects
sehat tidak hanya melindungi karyawan, tetapi juga employees but also enhances productivity and morale.
meningkatkan produktivitas dan moral kerja. KAI memiliki KAI is strongly committed to continuously maintaining
komitmen yang kuat untuk senantiasa menjaga serta and improving the quality of occupational health and
meningkatkan kualitas keselamatan dan kesehatan kerja safety for all (100%) employees, both permanent and
bagi seluruh (100%) pekerja baik tetap maupun mitra. partners. KAI implements standards that ensure the
KAI menerapkan standarisasi yang menjamin fulfillment of safety, health, and security in the work
terpenuhinya keselamatan, kesehatan, dan keamanan environment according to the Company's Standard
di lingkungan kerja sesuai Standar Operasional Operating Procedures (SOP). This is reflected through
Perusahaan (SOP). Hal tersebut tercermin melalui the implementation of promotive and preventive
penerapan program promotive dan preventive kepada programs for workers, such as annual medical check-ups,
pekerja berupa medical check up tahunan, pemeriksaan fitness checks for workers, pre-service examinations for
kebugaran pekerja, pemeriksaan awak sarana railway personnel, and socialization related to disease
perkeretaapian sebelum berdinas, dan sosialisasi isu and/or health issues for workers and their families, as well
penyakit dan/atau kesehatan untuk pekerja dan keluarga as the strict implementation of health protocols for both
pekerja, serta penerapan protokol kesehatan yang ketat, employees and passengers to prevent the spread of
baik bagi pekerja maupun penumpang, sebagai upaya infectious diseases in operational areas. [GRI 403-8]
KAI dalam mencegah penyebaran penyakit menular di
area operasional. [GRI 403-8]
Sebagai wujud komitmen dalam meningkatkan As a commitment to improving employee health, KAI has
kesehatan pekerja, KAI memiliki fasilitas kesehatan health facilities in the form of Mediska Clinics that provide
berupa Klinik Mediska yang memberikan layanan health services for employees, their families, and the
kesehatan bagi pekerja, keluarga pekerja, dan masyarakat. community. The provision of these health facilities is
Pemberian fasilitas kesehatan tersebut diatur melalui regulated through the Director's Regulation of PT Kereta
Peraturan Direksi PT Kereta Api Indonesia (Persero) Nomor Api Indonesia (Persero) Number PER.A/KL.104/I/1/KA-2019
PER.A/KL.104/I/1/KA-2019 tentang Standardisasi Minimum concerning Minimum Standardization of Mediska Clinic
Fasilitas Klinik Mediska. Per 31 Desember 2023, terdapat Facilities. As of December 31st, 2023, there are 54 Mediska
54 Klinik Mediska yang dikelola KAI yang tersebar di Clinics managed by KAI spread across all KAI operational
seluruh wilayah operasional KAI. Di samping itu, KAI areas. In addition, KAI provides health insurance for
memberikan jaminan kesehatan bagi pekerja, keluarga employees, their families, and prospective employees,
pekerja, hingga calon pekerja, yang diatur melalui which is regulated through the Director's Regulation of
Peraturan Direksi PT Kereta Api Indonesia (Persero) Nomor PT Kereta Api Indonesia (Persero) Number PER.U/KH.405/
PER.U/KH.405/XI/1/KA-2020 tentang Jaminan Kesehatan. XI/1/KA-2020 concerning Health Insurance. Referring to
Dengan mengacu pada Peraturan Direksi PT Kereta Api the Director's Regulation of PT Kereta Api Indonesia
Indonesia (Persero) Nomor PER.U/KI.103/I/ l/KA-2021 (Persero) Number PER.U/KI.103/I/1/KA-2021 dated January
tanggal 19 Januari 2021 Tentang Standar Stasiun, setiap 19th, 2021, concerning Station Standards, each station has
stasiun memiliki Fasilitas Pos Kesehatan atau P3K untuk a Health Post or First Aid (P3K) facility for first aid in
penanganan pertama pada kecelakaan dan insiden gawat accidents and emergency incidents that occur to
darurat yang terjadi pada penumpang maupun pekerja passengers or employees 24 hours a day. [GRI 403-3]
selama 24 jam. [GRI 403-3]
Seluruh aktivitas pelayanan kesehatan kerja KAI All occupational health services activities at KAI are carried
dilaksanakan di bawah tanggung jawab Vice President out under the responsibility of the Vice President of
Health, sebagai unit khusus yang memastikan layanan Health, as a special unit that ensures occupational health
kesehatan kerja dilaksanakan secara optimal, yaitu services are optimally implemented, through good policy
dengan perencanaan dan koordinasi pelaksanaan planning and coordination, the establishment of norms
kebijakan yang baik, melalui penyusunan norma serta and reference standards, the determination and
standar acuan, penetapan serta penerapan prosedur, implementation of procedures, and the provision of
hingga pemberian bimbingan serta supervisi bagi pihak guidance and supervision for the implementing parties.
pelaksana. KAI secara berkala melakukan penanganan KAI periodically conducts systematic, directed, and
Laporan Tahunan dan Keberlanjutan
598 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 599
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
yang sistematis, terarah, dan terukur terhadap kejadian measurable handling of extraordinary events such as health
luar biasa seperti adanya ancaman kesehatan akibat threats due to infectious diseases, outbreaks, epidemics,
penyakit menular, wabah, epidemi, dan/atau pandemi and/or pandemics by planning, coordinating, and
dengan cara membuat perencanaan, berkoordinasi dan collaborating with related parties, as well as monitoring
berkolaborasi dengan pihak terkait, serta memantau dan and evaluating.
melakukan evaluasi.
Sistem Manajemen Keselamatan dan Kesehatan Occupational Health and Safety Management
Kerja [GRI 403-1] System [GRI 403-1]
Sejak tahun 2020, KAI menerapkan Sistem Manajemen Since 2020, KAI has implemented the Railway Safety
Keselamatan Perkeretaapian (SMKP) yang mengacu pada: Management System (SMKP) which refers to:
a. Peraturan Pemerintah Nomor 50 tahun 2012 tentang a. Government Regulation Number 50 of 2012
Sistem Manajemen Keselamatan dan Kesehatan concerning the Implementation of Occupational
Kerja; dan Health and Safety Management Systems; and
b. Peraturan Menteri Perhubungan Nomor PM 69 b. Minister of Transportation Regulation Number PM
Tahun 2018 tentang Sistem Manajemen 69 of 2018 concerning the Railway Safety
Keselamatan Perkeretaapian. Sesuai dengan Management System. In accordance with the
Peraturan Direksi Nomor PER.U/KS.102/ III/1/KA-2020, Director's Regulation Number PER.U/KS.102/III/1/KA-
SMKP wajib diterapkan secara berkelanjutan pada 2020, SMKP must be continuously implemented in
setiap satuan organisasi di Kantor Pusat dan every organizational unit at the Head Office and
Daerah. Ruang lingkup penerapan SMKP meliputi Regional Offices. The scope of SMKP implementation
keselamatan perkeretaapian serta keselamatan dan includes railway safety as well as occupational
kesehatan kerja yang berlaku di seluruh lini bisnis health and safety applicable across all KAI business
KAI. Untuk mengevaluasi penerapan SMKP, KAI lines. To evaluate the implementation of SMKP, KAI
melakukan audit internal SMKP sesuai Peraturan conducts internal SMKP audits in accordance with
Direksi Nomor PER.S/KS.102/IV/32/KA-2020 tentang the Director's Regulation Number PER.S/KS.102/IV/
Prosedur Audit Internal dalam Sistem Manajemen 32/KA-2020 concerning Internal Audit Procedures
Keselamatan Perkeretaapian yang telah dilakukan in the Railway Safety Management System, which
oleh Direktorat Keselamatan dan Keamanan pada was carried out by the Directorate of Safety and
tahun 2023. Security in 2023.
Di samping itu, KAI memastikan sertifikasi Sistem Additionally, KAI ensures that the Occupational Health
Manajemen Keselamatan dan Kesehatan Kerja yang and Safety Management System certification complies
dimiliki telah sesuai dengan Peraturan Pemerintah Nomor with Government Regulation Number 50 of 2012. For the
50 tahun 2012. Untuk tahun 2023, terdapat 3 (tiga) Balai year 2023, three Balai Yasa have received gold flags for
Yasa yang telah mendapatkan bendera emas dalam achieving SMK3 implementation from the Ministry of
pencapaian penerapan SMK3 dari Kementerian Manpower.
Ketenagakerjaan.
KAI juga menerapkan serta mendapat sertifikasi ISO 45001 KAI also implements and has received ISO 45001
(Sistem Manajemen Kesehatan dan Keselamatan kerja) (Occupational Health and Safety Management System)
di 3 (tiga) lokasi. KAI juga memastikan SMKP telah certification at three locations. KAI ensures that SMKP
diterapkan secara inklusif, yaitu dengan melibatkan is implemented inclusively, involving employee
perwakilan pekerja sebagai bagian dari panitia pengelola representatives as part of the SMKP management
SMKP. committee.
KAI mendapat 4 penghargaan dalam bidang keselamatan KAI received four awards in the field of occupational health
dan kesehatan kerja sebagai berikut pada The Health, and safety at the Health, Safety, and Environment (HSE)
Safety, and Environment (HSE) Indonesia Award 2023 Indonesia Award 2023 organized by HSE Magazine:
yang diselenggarakan oleh Majalah HSE :
1. The Best Project Concerned HSE 2023 1. The Best Project Concerned HSE 2023
(Transportation Service) (Transportation Service)
2. The Greatest Champion of HSE Excellence of The 2. The Greatest Champion of HSE Excellence of The
Year 2023 (Transportation Service) Year 2023 (Transportation Service)
3. The Best CEO for HSE Corporate Excellence of The 3. The Best CEO for HSE Corporate Excellence of The
Year 2023 (Transportation Service) Year 2023 (Transportation Service)
4. The Best HSE Director of The Year 2023 4. The Best HSE Director of The Year 2023
(Transportation Service) (Transportation Service)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 599
Annual and Sustainability Report
Page 600
Laporan Keberlanjutan
Sustainability Report
Penghargaan tersebut diberikan untuk mengapresiasi These awards were given to appreciate the proper and
penerapan aspek keselamatan dan kesehatan kerja (K3) sustainable implementation of occupational health and
dengan baik dan benar serta berkelanjutan dalam rangka safety (K3) aspects in support of national K3
mendukung kemajuan K3 nasional. advancement.
Selain penerapan Sistem Manajemen Keselamatan In addition to the implementation of the Railway Safety
Perkeretaapian, Perusahaan juga telah menerapkan Management System, the Company has also implemented
Sistem Manajemen Lingkungan yang mengacu pada ISO an Environmental Management System that refers to ISO
14001:2015 dimana di dalamnya memasukkan isu 14001:2015, which includes external issues related to
eksternal terkait lingkungan yang ada di sekitar social issues around the Company starting in 2019
Perusahaan mulai tahun 2019 secara bertahap pada Unit gradually at Technical Implementation Units in the
Pelaksana Teknis di daerah, yaitu : regions, namely:
1. Sertifkasi ISO 14001:2015 melalui Badan Sertifikasi 1. ISO 14001:2015 certification through Sucofindo
Sucofindo di Balai Yasa Mekanik Cirebonprujakan Certification at Balai Yasa Mekanik Cirebon Prujakan
pada Tahun 2019. in 2019,
2. Sertifkasi ISO 14001:2015 melalui Badan Sertifikasi 2. ISO 14001:2015 certification through Sucofindo
Sucofindo di Balai Yasa Yogyakarta pada Tahun 2020. Certification at Balai Yasa Yogyakarta in 2020,
3. Sertifkasi ISO 14001:2015 melalui Badan Sertifikasi 3. ISO 14001:2015 certification through Sucofindo
Sucofindo di Dipo Lokomotif pada Taf Cirebon Tahun Certification at Dipo Lokomotif Cirebon in 2022, and
2022.
4. Sertifkasi ISO 14001:2015 melalui Badan Sertifikasi 4. ISO 14001:2015 certification through Sucofindo
Sucofindo di Balai Yasa Tegal pada Tahun 2023 Certification at Balai Yasa Tegal in 2023.
Serta selanjutnya KAI akan bertahap untuk implementasi Furthermore, KAI gradually implement and certify ISO
maupun sertifikasi ISO 14001:2015 di UPT lainnya sebagai 14001:2015 at other UPTs as a form of management's
bentuk komitmen manajemen dalam perlindungan commitment to environmental protection.
lingkungan hidup.
Penanggulangan Keadaan Darurat dan Kecelakaan Emergency and Major Accident Response in the
Besar pada Lingkungan Kerja Workplace
KAI menerapkan kebijakan penanggulangan keadaan KAI implements policies for responding to emergencies
darurat dan kecelakaan besar yang terjadi di lingkungan and major accidents that occur in the workplace. Initial
kerja. Penanganan awal pada kejadian kecelakaan handling of accident incidents refers to the Director's
mengacu pada Instruksi Direksi Nomor 13/KP.501/KA-2012 Instruction Number 13/KP.501/KA-2012 concerning First
tentang Pertolongan Pertama Pada Kecelakaan (P3K) di Aid in Accidents (P3K) in the Workplace of PT Kereta Api
Lingkungan Kerja PT Kereta Api Indonesia (Persero). Indonesia (Persero). Specifically, the P3K policy in the KAI
Secara spesifik, kebijakan P3K di lingkungan KAI telah environment regulates matters related to (1) P3K officers
mengatur hal-hal terkait (1) petugas P3K di tempat kerja in the workplace and (2) P3K facilities in the workplace,
serta (2) fasilitas P3K di tempat kerja, mencakup including the requirements for P3K rooms and kits.
persyaratan ruang dan kotak P3K.
Penanganan keadaan darurat dan kecelakaan besar di Emergency and major accident response at KAI is carried
KAI dilaksanakan sesuai dengan Keputusan Direksi PT out in accordance with the Director's Decree of PT Kereta
Kereta Api Indonesia (Persero) Nomor KEP.U/LL.507/VII/ Api Indonesia (Persero) Number KEP.U/LL.507/VII/2/KA-
2/KA-2015 tentang Standar Operasional Prosedur 2015 concerning Standard Operating Procedures for
Penanganan Kondisi Darurat di Wilayah Stasiun, Depo, Emergency Handling in Station Areas, Depots, Balai Yasa,
Balai Yasa dan Dalam Perjalanan Kereta Api serta and During Train Journeys, as well as the Director's
Peraturan Direksi PT Kereta Api Indonesia (Persero) Nomor Regulation of PT Kereta Api Indonesia (Persero) Number
PER.U/KT.204/XII/1/KA-2018 tentang Standar Operasional PER.U/KT.204/XII/1/KA-2018 concerning Standard
Prosedur Tanggap Darurat Gangguan Operasional Kereta Operating Procedures for Emergency Response to Train
Api. Lebih dari itu, sebagai bagian dari penanggulangan Operational Disruptions. Furthermore, as part of the
keadaan darurat dan kecelakaan besar pada lingkungan emergency and major accident response in the
kerja, KAI menerapkan upaya pencegahan dan workplace, KAI implements fire prevention and response
penanggulangan kebakaran di Balai Yasa Sarana, Balai efforts at Balai Yasa Sarana, Balai Yasa Prasarana, Dipo
Yasa Prasarana, Dipo Sarana, Dipo Prasarana, dan Stasiun Sarana, Dipo Prasarana, and Stations based on the
berdasarkan Keputusan Direksi PT Kereta Api Indonesia Director's Decree of PT Kereta Api Indonesia (Persero)
(Persero) Nomor KEP.U/ KS.101/XII/2/KA-2016. Number KEP.U/KS.101/XII/2/KA-2016.
Laporan Tahunan dan Keberlanjutan
600 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 601
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Induksi Keselamatan kepada Pihak Internal maupun Safety Induction for Internal and External Parties
Eksternal
KAI menerapkan induksi keselamatan sebagai kegiatan KAI implements safety induction as an activity to
untuk mengkomunikasikan informasi Keselamatan communicate Railway Safety and Occupational Health
Perkeretaapian serta Keselamatan dan Kesehatan Kerja and Safety information to all human resources, guests,
kepada seluruh SDM, tamu, kontraktor, pengguna jasa, contractors, service users, suppliers, and other
pemasok, dan pemangku kepentingan lain. Penerapan stakeholders. The implementation of this safety induction
induksi keselamatan tersebut diatur melalui Peraturan is regulated through the Director's Regulation of PT
Direksi PT Kereta Api Indonesia (Persero) Nomor PER-S/ Kereta Api Indonesia (Persero) Number PER-S/KS.102/IV/
KS.102/IV/26/KA-2020 tentang Prosedur Induksi 26/KA-2020 concerning Safety Induction Procedures in
Keselamatan dalam Sistem Manajemen Keselamatan the Railway Safety Management System.
Perkeretaapian.
Sesuai prosedur induksi keselamatan tersebut, materi According to these safety induction procedures, the
yang diberikan pada kegiatan induksi mencakup hal-hal material provided in the induction activities includes the
sebagai berikut: following:
a. Kebijakan keselamatan perkeretaapian serta a. The Company's railway safety and occupational
keselamatan dan kesehatan kerja Perusahaan; health and safety policies;
b. Bahaya dan insiden yang mungkin ditimbulkan dari b. Hazards and incidents that may arise from railway
kegiatan operasional perkeretaapian dan proses operational activities and the work processes of KAI's
kerja SDM KAI; human resources;
c. Peran dan tanggung jawab SDM KAI, tamu, c. The roles and responsibilities of KAI's human
kontraktor, pengguna jasa, pemasok, dan resources, guests, contractors, service users,
pemangku kepentingan lainnya di dalam suppliers, and other stakeholders in implementing
menerapkan Sistem Manajemen Keselamatan the Railway Safety Management System and
Perkeretaapian dan mengendalikan bahaya; controlling hazards;
d. Persyaratan keselamatan perkeretaapian serta d. Railway safety and occupational health and safety
keselamatan dan kesehatan kerja yang harus requirements that must be adhered to by KAI's
dipatuhi oleh SDM KAI, tamu, kontraktor, pengguna human resources, guests, contractors, service users,
jasa, pemasok, dan pemangku kepentingan suppliers, and other stakeholders, such as signs that
lainnya, seperti tanda/rambu yang harus dipatuhi, must be followed, personal protective equipment
alat pelindung diri yang harus dikenakan, area kerja that must be worn, work areas that must not be
yang tidak boleh dimasuki, dan lain-lain; entered, and others;
e. Cara melaporkan jika ada bahaya, tindakan tidak e. How to report hazards, unsafe actions, unsafe
aman, kondisi tidak aman, insiden dan/atau keadaan conditions, incidents, and/or emergencies;
darurat;
f. Prosedur atau rencana tanggap darurat, seperti cara f. Emergency procedures or plans, such as how to
menyelamatkan diri, sarana jalan keluar dan evakuasi, evacuate, exit routes and evacuation, emergency
titik kumpul dalam keadaan darurat, jenis alarm assembly points, types of alarms to be recognized
yang perlu diketahui (audible dan/atau visual), (audible and/or visual), instructions to be followed,
instruksi yang harus dipatuhi, serta apa yang boleh and what to do and not to do during an emergency;
dan tidak boleh dilakukan ketika terjadi keadaan
darurat;
g. Fasilitas yang disediakan oleh Perusahaan serta g. Facilities provided by the Company and their
lokasinya, seperti kamar mandi, ruang ibu locations, such as bathrooms, nursing rooms, first
menyusui, kotak P3K, klinik atau layanan kesehatan, aid kits, clinics or health services, fire detection and
sistem deteksi dan alarm kebakaran, alat pemadam alarm systems, fire extinguishers, places of worship,
api ringan, fasilitas ibadah, dan fasilitas lain yang and other facilities deemed necessary to be known;
dianggap perlu untuk diketahui; dan and
h. Imbauan penyampaian saran, umpan balik, dan h. Encouragement to provide suggestions, feedback,
keluhan mengenai keselamatan perkeretaapian and complaints regarding railway safety and
serta keselamatan dan kesehatan kerja. occupational health and safety.
Pengungkapan Praktik Pelanggaran Ketentuan Disclosure of Labor Regulation Violations by Supplier
Ketenagakerjaan pada Karyawan pada Pihak Pemasok Employees
KAI melakukan identifikasi terhadap praktik pelanggaran KAI identified practices of labor regulation violations
ketentuan ketenagakerjaan pada karyawan pihak among supplier employees used in 2023. Based on the
pemasok yang digunakan pada 2023. Berdasarkan hasil results of this identification, no violations of labor
identifikasi tersebut, tidak ditemukan adanya praktik regulations were found to have been committed by KAI's
pelanggaran terhadap ketentuan ketenagakerjaan yang suppliers or partners.
dilakukan pihak pemasok atau mitra kerja KAI.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 601
Annual and Sustainability Report
Page 602
Laporan Keberlanjutan
Sustainability Report
Daftar Pihak Pemasok Berdasarkan Klasifikasi Tingkat List of Suppliers Based on Job Risk Classification
Sampai dengan 2023, KAI belum melakukan klasifikasi As of 2023, KAI has not classified suppliers based on job
terhadap pihak pemasok berdasarkan tingkat risiko risk levels. Therefore, information regarding the list of
pekerjaan. Dengan demikian, informasi mengenai daftar suppliers based on this classification is not available to
pihak pemasok berdasarkan klasifikasi tersebut tidak be disclosed in this section.
tersedia untuk diungkapkan pada bagian ini.
Pengidentifikasian Bahaya, Penilaian Risiko, dan Hazard Identification, Risk Assessment, and Incident
Investigasi Insiden [GRI 403-2] Investigation [GRI 403-2]
KAI menerapkan proses Identifikasi Bahaya, Penilaian dan KAI implements the Hazard Identification, Risk
Pengendalian Risiko Keselamatan (IBPR) sebagai upaya Assessment, and Safety Risk Control (IBPR) process as a
preventif untuk memitigasi risiko kecelakaan kereta api, preventive measure to mitigate the risks of train accidents,
kecelakaan kerja, penyakit akibat kerja dan pencemaran workplace accidents, occupational diseases, and
lingkungan hidup. Seluruh Kepala Unit Pelaksana Teknis environmental pollution. All Heads of Technical
(UPT) di tingkat Daerah diwajibkan melakukan proses Implementation Units (UPT) at the regional level are
IBPR, untuk selanjutnya diperiksa oleh Quality Controller required to carry out the IBPR process, which is then
sebelum disetujui oleh Manajer unit terkait. Penerapan reviewed by the Quality Controller before being approved
IBPR ini telah dilaksanakan sesuai ketentuan yang ada by the relevant unit Manager. The implementation of IBPR
dalam SMKP. is carried out in accordance with the provisions in the
SMKP.
Secara lebih lanjut, bahaya yang telah diidentifikasi Furthermore, identified hazards are assessed for their
kemudian dinilai risikonya dan ditetapkan jenis risks and the type of risk control is determined based on
pengendalian risikonya berdasarkan hierarki the safety risk control hierarchy, which includes
pengendalian risiko keselamatan, yang mencakup elimination, substitution, engineering controls,
eliminasi, substitusi, rekayasa teknik, administrasi, dan administrative controls, and personal protective
alat pelindung diri. IBPR yang telah disetujui oleh equipment. IBPRs approved by the Manager or Senior
Manager atau Senior Manager unit terkait akan dibahas Manager of the relevant unit are discussed in the Regional
di dalam Rapat Komite Keselamatan Tingkat Daerah yang Safety Committee Meetings held monthly, with the results
dilaksanakan secara rutin setiap bulan, yang hasilnya sent to the Directorate of Safety and Security.
dikirim kepada Direktorat Keselamatan dan Keamanan.
Unit Safety Kantor Pusat secara berkala melakukan The Central Office Safety Unit periodically evaluates the
evaluasi terkait dengan pelaksanaan proses IBPR yang implementation of the IBPR process at KAI. Through
berjalan di KAI. Melalui evaluasi tersebut, diambil these evaluations, strategic decisions are made that can
keputusan-keputusan strategis yang dapat digunakan be used in safety risk mitigation efforts or improvements
dalam upaya mitigasi risiko keselamatan ataupun to the ongoing IBPR process. Each year, the Safety Unit
perbaikan terhadap pelaksanaan proses BPR yang sedang conducts socialization activities, workshops, and
berlangsung. Setiap tahunnya, Unit Safety distributes IBPR materials in internal training. This is done
menyelenggarakan kegiatan sosialisasi, lokakarya, serta as a continuous effort to increase awareness,
mendistribusikan materi IBPR di dalam pelatihan internal. understanding, and competence of KAI employees
Hal tersebut dilakukan sebagai upaya terus-menerus regarding the implementation of the IBPR process.
dalam meningkatkan kesadaran, pemahaman, dan
kompetensi pekerja KAI terkait penerapan proses IBPR.
Selain upaya preventif melalui proses IBPR, Perseroan In addition to preventive efforts through the IBPR
juga memfasilitasi pelaporan bahaya sebagai upaya process, the Company also facilitates hazard reporting
korektif untuk mencegah terjadinya kecelakaan. as a corrective measure to prevent accidents. Hazard
Pelaporan bahaya tersebut difasilitasi melalui aplikasi reporting is facilitated through the Safety Railway
Safety Railway Information (SRI), yang dapat diakses oleh Information (SRI) application, which can be accessed by
seluruh pekerja. Untuk mengakomodir pelapor yang all employees. For reporters who do not have access to
tidak memiliki akses ke aplikasi Safety Railway the Safety Railway Information application, a reporting
Information maka disediakan media pelaporan melalui medium is provided through the Safety Railway Information
WhatsApp Center Safety Railway Information yang Whatsapp Center, which will then be forwarded to the
nantinya akan diteruskan ke aplikasi SRI. KAI menerapkan SRI application. KAI implements a policy to maintain the
kebijakan untuk menjaga kerahasiaan identitas pelapor confidentiality of the reporter's identity and guarantees
dan memberi jaminan bahwa tidak terdapat hukuman that no punishment or sanctions will be imposed on the
atau sanksi apa pun yang akan dikenakan bagi pelapor, reporter, based on the Director's Decree of PT Kereta Api
berdasarkan Keputusan Direksi PT Kereta Api Indonesia Indonesia (Persero) Number KEP.U/KK.301/XII/1/KA-2016.
(Persero) Nomor KEP.U/KK.301/XII/1/KA-2016.
Laporan Tahunan dan Keberlanjutan
602 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 603
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Apabila terjadi insiden yang membahayakan keselamatan, If a safety-threatening incident occurs, the Managing
Direktur Keselamatan dan Keamanan akan segera Director of Safety and Security will immediately establish
menetapkan tim khusus yang ditugaskan untuk melakukan a special team assigned to conduct an investigation into
proses investigasi terhadap insiden tersebut. Tim the incident. The Investigation Team will then promptly
Investigasi tersebut kemudian akan segera menuju go to the incident location to carry out a series of
lokasi kejadian untuk melaksanakan rangkaian proses investigation processes, including collecting evidence/
investigasi meliputi pengumpulan bukti/data lapangan, field data, gathering witness statements, processing and
pengumpulan keterangan saksi, pengolahan dan analisis analyzing data, preparing an investigation report that
data, penyusunan laporan hasil investigasi mencakup includes conclusions on the causes of the incident, and
hasil kesimpulan penyebab terjadinya insiden, hingga preparing recommendations for improvements and
penyusunan rekomendasi perbaikan dan pencegahan. prevention.
Dalam penerapan proses investigasi insiden kecelakaan In the implementation of train accident incident
kereta api, KAI menggunakan metode ORILIO investigations, KAI uses the ORILIO method
(Organisational Influences, Operational Risk Control, Local (Organizational Influences, Operational Risk Control,
Factors, Individual Actions and Occurrence Events). Local Factors, Individual Actions, and Occurrence Events).
Adapun, terhadap insiden kecelakaan kerja, KAI For workplace accident incidents, KAI applies the SCAT
menerapkan pendekatan SCAT (Systematic Cause Analysis (Systematic Cause Analysis Techniques) approach.
Techniques).
Setelah seluruh proses investigasi selesai, Direktur After the entire investigation process is completed, the
Keselamatan dan Keamanan akan menyampaikan laporan Managing Director of Safety and Security will present
hasil investigasi kepada seluruh pihak terkait. Selanjutnya, the investigation report to all relevant parties.
Unit Safety akan melakukan proses monitoring terhadap Subsequently, the Safety Unit will monitor the
pelaksanaan safety action berdasarkan rekomendasi implementation of safety actions based on the corrective
tindakan perbaikan dan pencegahan yang dihasilkan and preventive action recommendations resulting from
dari laporan hasil investigasi. the investigation report.
Layanan Kesehatan [GRI 403-3, 403-6] Health Services [GRI 403-3, 403-6]
Dalam melaksanakan kegiatan operasionalnya, KAI In carrying out its operational activities, KAI provides
memberikan layanan kesehatan kerja yang dapat diakses occupational health services that can be accessed by all
oleh seluruh pekerja. KAI menyediakan fasilitas kesehatan employees. KAI offers health facilities through Mediska
melalui Klinik Mediska, yang dapat dimanfaatkan oleh Clinics, which can be utilized by employees, their families,
pekerja, keluarga pekerja, hingga masyarakat. Klinik and the community. Mediska Clinics are health service
Mediska merupakan fasilitas pelayanan kesehatan milik facilities owned by KAI. The provision of these
KAI. Penyediaan layanan kesehatan kerja tersebut diatur occupational health services is regulated by the Director's
berdasarkan Peraturan Direksi PT Kereta Api Indonesia Regulation of PT Kereta Api Indonesia (Persero) Number
(Persero) Nomor PER.A/KL.104/I/1/KA-2019 tanggal 8 PER.A/KL.104/I/1/KA-2019 dated January 8 th, 2019,
Januari 2019 tentang Standardisasi Minimum Fasilitas concerning Minimum Standardization of Mediska Clinic
Klinik Mediska. Facilities.
KAI juga melakukan pemeriksaan kesehatan pekerja KAI also conducts routine health checks for workers
secara rutin melalui program medical check-up tahunan, through an annual medical check-up program and pre-
dan pemeriksaan Kesehatan pekerja sebelum berdinas service health examinations for railway personnel at
kepada awak sarana perkeretaapian di Pos Pemeriksaan Health Examination Posts (POSRIKKES).
Kesehatan (POSRIKKES).
Kecelakaan Kerja dan Langkah Pencegahan Insiden Work Accidents and Incident Prevention Measures
Kematian [GRI 403-9, 403-10] [GRI 403-9, 403-10]
KAI melakukan investigasi dan pendataan terhadap KAI conducts regular investigations and documentation
insiden kecelakaan kerja secara berkala, sebagai upaya of work accidents as a continuous effort to minimize work-
berkesinambungan dalam meminimalisasi adanya risiko related risks associated with the Company's operational
kerja berkenaan dengan aktivitas operasi Perseroan. activities. As a preventive measure to mitigate the risks
Sebagai upaya preventif dalam memitigasi risiko of work accidents, occupational diseases, and fatalities
kecelakaan kerja, penyakit akibat kerja, serta insiden in the workplace, KAI implements the Hazard
kematian di tempat kerja, KAI menerapkan proses Identification, Risk Assessment, and Safety Risk Control
Identifikasi Bahaya, Penilaian dan Pengendalian Risiko (IBPR) process. Additionally, KAI applies the Railway
Keselamatan (IBPR). Selain itu, KAI juga menerapkan Safety Management System by ensuring the reliability
Sistem Manajemen Keselamatan Perkeretaapian dengan of work equipment and providing regular occupational
memastikan keandalan peralatan kerja serta memberikan health and safety (K3) training to employees as a
pelatihan K3 kepada pekerja secara berkala, sebagai upaya systematic effort to prevent incidents of disease,
sistematis pencegahan insiden penyakit, accidents, and fatalities in the workplace.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 603
Annual and Sustainability Report
Page 604
Laporan Keberlanjutan
Sustainability Report
kecelakaan hingga kematian di tempat kerja.
Kami memperhatikan seluruh prosedur operasional kami We pay close attention to all our operational procedures
untuk menjamin keamanan dan keselamatan kepada to ensure the safety and security of all workers, including
seluruh pekerja baik pekerja KAI maupun pekerja mitra KAI employees and our business partners' employees.
usaha kami. Namun, pada 2023 kecelakaan kerja hingga However, in 2023 work accidents and deaths of KAI internal
kematian pekerja internal KAI masih terjadi. Kejadian ini employees still occurred. We deeply regret this incident
sangat kami sesali dan akan menjadi evaluasi sistem dan and will evaluate our systems and procedures for the
prosedur kami untuk kedepannya. Rekapitulasi disajikan future. The recapitulation is presented in the following
pada tabel berikut : table:
Rekapitulasi Kecelakaan Kerja Recapitulation of Work Accidents
Uraian
Satuan / Unit 2023 2022 2021
Description
Kecelakaan Kerja / Work Accidents Orang / Person(s) 11 7 6
Kematian / Fatality Orang / Person(s) 2 0 2
Jumlah jam kerja aman* / Safe working hours Jam / Hours 5.677.549 8.888.040 13.007.280
Lost Time Injury Frequency Rate (LTIFR) Pekerja
Organik / Lost Time Injury Frequency Rate (LTIFR) LTIFR 0,14 0,12 0,09
for Organic Workers
Lost Time Injury Frequency Rate (LTIFR)
LTIFR 0,29 0,00 0,10
Outsource
*) Disajikan kembali *) Restated
**) Perhitungan jam kerja aman dilakukan terhadap hari kerja yang bebas **) The calculation of safe working hours is based on workdays free from
dari kejadian kecelakaan kerja setiap tahun. Apabila terjadi kecelakaan work accidents each year. If a work accident occurs during the year, the
kerja pada tahun berjalan, maka perhitungan jam kerja aman di reset calculation of safe working hours is reset from the date of the last accident
dari tanggal kejadian kecelakaan terakhir hingga tanggal akhir tahun until the end of the current year. The results presented in the table above
berjalan. Hasil yang disampaikan dalam tabel diatas adalah perhitungan are the average calculation of safe working hours each year. The number
rata-rata jam kerja aman dalam tiap tahunnya. Jumlah jam kerja aman of safe working hours was influenced by the pandemic conditions in 2021-
dipengaruhi oleh kondisi pandemi yang terjadi di tahun 2021-2022 dimana 2022, where train operations were reduced compared to 2023. Additionally,
operasional KA menjadi lebih sedikit dibandingkan di tahun 2023, serta in 2023, there was an increase in the number of employees compared
pada tahun 2023 juga mulai ada penambahan jumlah pekerja to the previous year.
dibandingkan tahun sebelumnya.
Partisipasi, Konsultasi, dan Komunikasi pekerja Tentang Employee Participation, Consultation, and
Keselamatan dan Kesehatan Kerja [GRI 403-4] Communication on Occupational Health and Safety
[GRI 403-4]
KAI memiliki komite khusus yang bertugas memberikan KAI has a special committee responsible for providing
saran dan pertimbangan mengenai keselamatan advice and considerations regarding railway safety,
perkeretaapian, keselamatan dan kesehatan kerja serta occupational health and safety, and security at the
keamanan KAI di Daerah Operasi (Daop), Divisi Regional Operational Areas (Daop), Regional Divisions (Divre), and
(Divre) dan Balai Yasa, yaitu Komite Keselamatan. Komite Balai Yasa, known as the Safety Committee. The Safety
Keselamatan melaksanakan pertemuan secara berkala Committee holds regular monthly meetings with
setiap bulan untuk membahas permasalahan terkait employees to discuss issues related to safety and security
keselamatan dan keamanan pada wilayah-wilayah in these areas. Issues that cannot be resolved at the
tersebut. Permasalahan yang tidak dapat diputuskan Daop, Divre, and Balai Yasa Safety Committee level will
pada tingkat Komite Keselamatan Daop, Divre, dan Balai be forwarded to the Safety Action Group (SAG) at the
Yasa akan disampaikan kepada Safety Action Group (SAG) Head Office for further discussion at the SAG Meeting.
di Kantor Pusat untuk selanjutnya dilakukan pembahasan
pada Rapat SAG.
Pelatihan pekerja Mengenai Keselamatan dan Employee Training on Occupational Health and
Kesehatan Kerja [GRI 403-5] Safety [GRI 403-5]
KAI mengupayakan peningkatan kualitas Keselamatan KAI strives to improve the quality of Occupational Health
dan Kesehatan Kerja (K3) dengan memberikan pelatihan and Safety (K3) by providing internal training and
internal dan pelatihan sertifikasi khusus bekerja sama specialized certification training in collaboration with
dengan Lembaga Pelatihan eksternal bagi pekerja. Pada external training institutions for employees. In internal
pelatihan internal, KAI memberikan materi K3 sebagai training, KAI includes K3 material as mandatory content
materi wajib yang harus dikuasai pada penyelenggaraan that must be mastered during training sessions at the
pelatihan di Training Center KAI. Untuk pelatihan KAI Training Center. For specialized certification training,
Laporan Tahunan dan Keberlanjutan
604 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 605
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
sertifikasi khusus, KAI bekerja sama dengan Lembaga KAI collaborates with external training institutions that
Pelatihan/ Sertifikasi eksternal yang sudah mendapatkan have been appointed by the Ministry of Manpower, the
penunjukan dari Kementerian Ketenagakerjaan, Badan National Professional Certification Agency (BNSP), and
Nasional Sertifikasi Profesi (BNSP), dan lainnya sesuai others according to specific hazard risks. The list of K3
kebutuhan. Daftar pelatihan K3 yang diberikan pada training provided in 2023 can be seen in the following
tahun 2023 dapat dilihat pada tabel berikut: table:
Tabel Pelatihan K3 bagi pekerja K3 Training Table for Employees
Tanggal Sosialisasi Tempat Jumlah Peserta
No
Dates Media Amount of Participant (Person(s))
Campaign K3 Januari “Budayakan Diskusi dan Partisipasi
Aktif untuk Meningkatkan Keselamatan” (Via e-mail dan
20 Januari 2023
1 grup WhatsApp) / January K3 Campaign "Cultivate 30.419
January 20 th, 2023
Discussion and Active Participation to Improve Safety"
(Via e-mail and WhatsApp group)
Safety Talk Januari Unit Operasi dan Safety Briefing
18 Januari 2023
2 (Via grup WhatsApp) / Safety Talk January Unit Operations 10.500
January 18 th, 2023
and Safety Briefing (Via WhatsApp group)
Rangkaian Peringatan Bulan K3 Nasional, Apel Peringatan
Bulan K3, Lomba Penerapan K3L di halaman Kantor Pusat
dan Kantor Daop/Divre dan safety campaign melalui
8 Februari 2023 spanduk, e-mail dan grup WhatsApp) / Series of National
3 30.419
February 8 th, 2023 K3 Month Commemorations, K3 Month Commemoration
Calls, K3L Implementation Competitions at the Head Office
and Daop/Division Offices and safety campaigns via
banners, e-mail and WhatsApp groups)
Safety Talk “Pengelolaan Air Limbah Domestik”
9 Februari 2023
4 (Via grup WhatsApp) / Safety Talk "Domestic Wastewater 10.500
February 9 th, 2023
Management" (Via WhatsApp group)
Webinar Safety Series Februari “Peran Aktif Pekerja dalam
17 Februari 2023 Peningkatan Budaya Keselamatan Daring” melalui Zoom
5 30.419
Februari 17 th, 2023 / February Safety Series Webinar "Employees' Active Role
in Improving Online Safety Culture" via Zoom
Safety Campaign “Aksi Peduli Terhadap Lingkungan”
9 Maret 2023
(Via e-mail dan grup WhatsApp) / Safety Campaign
6 March 9 th, 2023 30.419
"Action to Care for the Environment" (Via e-mail and
WhatsApp group)
Sharing knowledge Lingkungan/Sustainability pada
14 Maret 2023 Pelatihan ERM for non ERM secara Luring / Sharing
7 30
March 14 th, 2023 Environmental/Sustainability knowledge in Offline ERM
for non-ERM Training
Webinar Safety Series "Program Penanganan Kedaruratan
24 Maret 2023 Angkutan B3/Limbah B3" (Via Zoom) / Safety Series
8 30.419
March 24, 2023 Webinar "Emergency Handling Program for B3 Transport/B3
Waste" (Via Zoom)
Safety Talk Maret Unit Operasi dan JJ – Kebakaran (Via
27 Maret 2023
9 grup WhatsApp) / Safety Talk March Operation Unit and 10.500
March 27 th, 2023
JJ – Fire (Via WhatsApp group)
Campaign K3 Maret “Kenali Faktor Penyebab Kebakaran”
31 Maret 2023 (Via e-mail dan grup WhatsApp) / March K3 Campaign
10 30.419
March 31 st, 2023 "Recognize the Factors that Cause Fire" (Via e-mail and
WhatsApp group)
Talkshow K3L April “Tantangan & Strategi Implementasi
K3 & Pengelolaan Lingkungan Hidup” di Ruang Integritas
6 April 2023 Kantor Pusat dan via Zoom / April K3L Talkshow "Challenges
11 30.419
April 6 th, 2023 & Strategies for K3 Implementation and Environmental
Management" in the Head Office Integrity Room and
via Zoom
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 605
Annual and Sustainability Report
Page 606
Laporan Keberlanjutan
Sustainability Report
Tanggal Sosialisasi Tempat Jumlah Peserta
No
Dates Media Amount of Participant (Person(s))
Safety Talk "Pengelolaan Sampah melalui Bank Sampah"
13 April 2023
12 (Via grup WhatsApp) / Safety Talk "Waste Management 10.500
April 13 th, 2023
through Waste Banks" (Via WhatsApp group)
Safety Campaign “Memanfaatkan Energi Matahari sebagai
Pencahayaan Alami/Sumber Energi Kerja” (Via e-mail dan
27 April 2023
13 grup WhatsApp) / Safety Campaign "Utilizing Solar Energy 30.419
April 27 th, 2023
as Natural Lighting/Working Energy Source" (Via e-mail
and WhatsApp group)
Safety Talk Mei “Memahami Kondisi Tidak Aman & Tindakan
22 Mei 2023 Tidak Aman di Area Kerja” (Via grup WhatsApp) / Safety
14 10.500
Mei 22 nd, 2023 Talk May “Understanding Unsafe Conditions & Unsafe
Actions in Work Areas” (Via WhatsApp group)
Campaign K3 Mei “Keselamatan Bagian Peralatan Kerja
26 Mei 2023 yang Berputar” (Via e-mail dan grup WhatsApp) / May
15 30.419
May 26 th, 2023 K3 Campaign "Safety of Rotating Work Equipment Parts"
(Via e-mail and WhatsApp group)
Webinar Safety Series "Ekonomi Sirkular dalam Pengelolaan
29 Mei 2023 Sampah Berkelanjutan" (Via Zoom) / Safety Series Webinar
16 30.419
May 29 th, 2023 "Circular Economy in Sustainable Waste Management"
(Via Zoom)
Sharing knowledge Lingkungan/Sustainability pada
12 Juni 2023 Pelatihan ERM for non ERM (Luring) / Sharing
17 30.419
June 12 th, 2023 Environmental/Sustainability knowledge in ERM for non
ERM (Offline) Training
Safety Talk "Solusi untuk Polusi Plastik" (Via grup
15 Juni 2023
18 WhatsApp) / Safety Talk "Solutions to Plastic Pollution" 10.500
June 15 th, 2023
(Via WhatsApp group)
Webinar Safety Series Juni - Implementasi Fire Safety
Management di rumah, kantor, fasilitas umum dan alat
22 Juni 2023
19 transportasi via Zoom / June Safety Webinar Series - 30.419
June 22 nd, 2023
Implementation of Fire Safety Management in homes, offices,
public facilities and means of transportation via Zoom
Diklap Tanggap Darurat Tahun 2023 Daop 4 Semarang
26-27 Juni 2023 di Aula Kantor Daop 4 Semarang / 2023 Daop 4 Semarang
20 20
June 26 th-27 th, 2023 Emergency Response Class in the Daop 4 Semarang Office
Hall
Safety Campaign “Menjaga serta Melestarikan Pohon dan
3 Juli 2023
21 Tanaman” (Via e-mail) / Safety Campaign "Guarding and 30.419
July 3 rd, 2023
Preserving Trees and Plants" (Via e-mail)
Sosialisasi K3 bagi pekerja KAI Service di Ruang Rapat
27 Juli 2023 KAI Service dan Daring (via Zoom) / K3 socialization for KAI
22 100
July 27 th, 2023 Service workers in the KAI Service Meeting Room and Online
(via Zoom)
Diklap Refreshing Penanganan Barang Berbahaya dan
28 Juli 2023 Pengelolaan Limbah Angkatan I Tahun 2023 secara Luring
23 30
July 28 th, 2023 / Refreshing Class for Handling Dangerous Goods and Waste
Management Class I 2023 Offline
Safety Talk Juli Unit Operasi dan JJ – Pelaporan Potensi
28 Juli 2023
24 Bahaya (Via grup WhatsApp) / Safety Talk July Operation 10.500
July 28 th, 2023
Unit and JJ – Reporting Potential Hazards (Via WhatsApp group)
Safety Talk "Dilarang Membakar Sampah" (Via grup
17 Agustus 2023
25 WhatsApp) / Safety Talk "No Burning Trash" (Via WhatsApp 10.500
August 17 th, 2023
group)
25 Agustus 2023 Safety Campaign “Dilarang Membakar Sampah” (Via e-mail)
26 30.419
August 25 th, 2023 / Safety Campaign "No Burning Trash" (Via e-mail)
Awareness Emergency Drill “Pelaksanaan Simulasi Keadaan
14–24 Agustus 2023 Darurat” di Stasiun Pasar Senen / Awareness Emergency
27 80
August 14 th-24 th, 2023 Drill "Implementation of Emergency Simulation" at Pasar Senen
Station
Laporan Tahunan dan Keberlanjutan
606 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 607
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tanggal Sosialisasi Tempat Jumlah Peserta
No
Dates Media Amount of Participant (Person(s))
Webinar Safety Series Agustus – “Awareness K3 Bekerja
29 Agustus 2023 di Ketinggian” secara Daring via Zoom / Webinar Safety
28 30.419
August 29 th, 2023 Series Agustus – “Awareness K3 Bekerja di Ketinggian”
secara Daring via Zoom
Campaign K3 September “Bahaya Cuaca Panas, Upaya
Pencegahan Kecelakaan Kerja Pekerjaan di Jalur KA” (Via
7 September 2023
29 e-mail dan grup WhatsApp) / September K3 Campaign 30.419
September 7 th, 2023
"Dangers of Hot Weather, Efforts to Prevent Work Accidents
on Railway Tracks" (Via e-mail and WhatsApp group)
12-13 September 2023
Diklap Refreshing K3L Angkatan I Tahun 2023 (Zoom
30 September 12 th-13 th, 24
Meeting) / K3L Refreshing Class I Year 2023 (Zoom Meeting)
2023
Webinar Safety Series "Pengelolaan Air Limbah Domestik
22 September 2023 dan Limbah Proses" (Via Zoom) / Safety Series Webinar
31 30.419
September 22 nd, 2023 "Management of Domestic Wastewater and Process Waste"
(Via Zoom)
Safety Talk September Unit Operasi dan JJ “Bahaya Terjepit”
29 September 2023
32 (Via grup WhatsApp) / Safety Talk September Operational 10.500
September 29 th, 2023
Unit and JJ "Danger of Being Squeezed" (Via WhatsApp group)
Safety Talk "Pengomposan Sampah Organik" (Via grup
15 Oktober 2024
33 WhatsApp) / Safety Talk "Organic Waste Composting" (Via 10.500
October 15 th, 2024
WhatsApp group)
Webinar Safety Series Oktober – Emergency Response
27 Oktober 2023
34 Plan secara Daring via Zoom / October Safety Series Webinar 30.419
October 27 th, 2024
– Emergency Response Plan Online via Zoom
Safety Campaign “Yuk! Hemat Air” (Via e-mail dan grup
31 Oktober 2023
35 WhatsApp) / Safety Campaign “Come on! Save Water” 30.419
October 31 st, 2023
(Via e-mail and WhatsApp group)
Safety Induction pada Pelatihan Basic Development
2 November 2023
36 Program secara Luring / Safety Induction in Offline Basic 270
November 2 nd, 2023
Development Program Training
Diklap K3L Tahun 2023 Balai Yasa Yogyakarta di Ruang
2-3 November 2023
37 CC 201 Balai Yasa Yogyakarta / K3L Training in 2023 at Balai 30
November 2 nd-3 rd, 2023
Yasa Yogyakarta in Room CC 201 Balai Yasa Yogyakarta
Diklap Pemadam Kebakaran Angkatan I Tahun 2023 di
9-10 November 2023
38 Stasiun Gambir Daop 1 Jakarta / Class I of the 2023 Fire Brigade 35
November 9 th-10 th, 2023
at Gambir Daop 1 Station, Jakarta
Safety Talk November “Waspada Musim Hujan” (Via grup
23 November 2023
39 WhatsApp) / Safety Talk November "Beware of the Rainy Season" 10.500
November 23 rd, 2023
(Via WhatsApp group)
Campaign K3 November “Waspada Musim Hujan” (Via
24 November 2023
40 e-mail dan grup WhatsApp) / November K3 Campaign "Beware 30.419
November 24 th, 2023
of the Rainy Season" (Via e-mail and WhatsApp group)
Webinar Safety Series November “Peran CSMS (Contractor
Safety Management System) Sebagai Barrier Pencegahan
29 November 2023
41 Kecelakaan secara Daring via Zoom / November Safety Series 30.419
November 29 th, 2023
Webinar "The Role of CSMS (Contractor Safety Management
System) as a Barrier to Prevent Accidents Online via Zoom
Awareness K3 Desember “Simulasi Tanggap Darurat
8 Desember 2023
42 Kebakaran secara Daring via Zoom / Awareness K3 December 75
December 8 th, 2023
“Online Fire Emergency Response Simulation via Zoom
26 Desember 2023 Safety Talk "Konservasi Energi" (Via grup WhatsApp) / Safety
43 10.500
December 26 th, 2023 Talk "Energy Conservation" (Via WhatsApp group)
Safety Campaign “Konservasi Energi” (Via e-mail dan grup
31 Desember 2023
44 WhatsApp) / Safety Campaign “Energy Conservation” (Via 30.419
December 31 st, 2023
e-mail and WhatsApp group)
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 607
Annual and Sustainability Report
Page 608
Laporan Keberlanjutan
Sustainability Report
Tabel Sertifikasi K3 bagi Pegawai HSE Certification Table for Employees
Jumlah Peserta
Nama Pelatihan Waktu Tempat Instansi Penyelenggara
No Amount of
Types of Training Date Place Organizer
Participant
1 Pelatihan & Ujian 22-26 Mei 2023 20 Kantor Training Non Railways (MTNC)
Sertifikasi Keselamatan May 22 nd-26 th, 2023 PPSDM melalui PPSDM Migas /
dan Kesehatan Kerja (K3) Migas, cepu Training Non Railways
Tingkat Operator / Jawa (MTNC) by PPSDM Migas
Training & Certification Tengah /
Occupational Health and PPSDM
Safety (OHS) Operation Migas
Level Office, Cepu
Central Java
2 K3 Bekerja Pada 24-25 Juli 2023 26 Ruang Kelas BPSTL melalui Tim BNSP /
Ketinggian Level 1 July 24 th-25 th, 2023 BPSTL Laswi BPSTL by BNSP team
Angkatan I Tahun 2023 / / BPSTL
OHS Working at Heights Laswi
Level 1 Batch I - 2023 Classroom
3 Teknisi K3 Bekerja pada 24-26 Juli 2023 15 Ruang Kelas BPSTL melalui Tim BNSP /
Ketinggian Level I July 24 th-26 th, 2023 BPSTL Laswi BPSTL by BNSP team
Angkatan I Tahun 2023 / / BPSTL
OHS Technician Working Laswi
at Heights Level I Batch I Classroom
- 2023
4 Workshop dan Dialog K3 23-24 Agustus 2023 3 Hotel Oasis Training Non Railways (MTNC)
Batch 1 Tahun 2023 / OHS August 23 rd-24 th, Amir, melalui Pusat Pengkajian
Workshop and Dialogue 2023 Jakarta / Informasi Nasional (PUSPIN) /
Batch 1 - 2023 Oasis Amir Training Non Railways
Hotel, (MTNC) by National
Jakarta Information Assessment
Center (PUSPIN)
5 Workshop dan Dialog K3 23-24 Agustus 2023 1 Hotel Oasis Training Non Railways (MTNC)
Batch 2 Tahun 2023 / OHS August 23 rd-24 th, Amir, melalui Pusat Pengkajian
Workshop and Dialogue 2023 Jakarta / Informasi Nasional (PUSPIN) /
Batch 2 - 2023 Oasis Amir Training Non Railways
Hotel, (MTNC) by National
Jakarta Information Assessment
Center (PUSPIN)
Pencegahan dan Mitigasi Dampak-Dampak Prevention and Mitigation of Occupational Health
Keselamatan dan Kesehatan Kerja yang Secara and Safety Impacts Directly Linked by Business
Langsung Terkait Hubungan Bisnis [GRI 403-7] Relationships [GRI 403-7]
KAI menerapkan proses Identifikasi Bahaya, Penilaian dan PT Kereta Api Indonesia (KAI) implements the Hazard
Pengendalian Risiko Keselamatan (IBPR) sebagai upaya Identification, Risk Assessment, and Risk control as a
pencegahan dan mitigasi terhadap risiko keselamatan, preventive and mitigative measure against safety risks.
meliputi risiko kecelakaan kereta api, kecelakaan kerja, This process, known as IBPR (Identifikasi Bahaya,
penyakit akibat kerja, dan pencemaran lingkungan hidup. Penilaian, dan Pengendalian Risiko), addresses various
IBPR telah diterapkan pada seluruh Daerah Operasional risks including railway accidents, occupational accidents,
(Daop), Divisi Regional (Divre) dan Balai Yasa Sarana. work-related illnesses, and environmental pollution. The
Hasil IBPR yang dilakukan pada level unit, kemudian IBPR process is applied across all Operational Areas
dibahas secara rutin setiap bulan di dalam Rapat Komite (Daop), Regional Divisions (Divre), and Balai Yasa Sarana.
Keselamatan Tingkat Daerah, untuk dilaporkan kepada The results of the IBPR conducted at the unit level are
Direktorat Keselamatan dan Keamanan. Proses IBPR routinely discussed monthly in the Regional Safety
diterapkan secara terintegrasi ke dalam sistem Committee Meetings and reported to the Directorate of
Manajemen Risiko Terpadu (Enterprise Risk Management) Safety and Security. The IBPR process is integrated into
yang difasilitasi melalui aplikasi Sistem Manajemen Risiko the Enterprise Risk Management (ERM) system,
Terpadu Kereta Api (SMARTKA). facilitated through the Integrated Railway Risk
Management System (SMARTKA) application.
KAI memiliki komitmen untuk terus menerapkan hingga KAI is committed to continuously implementing and
mengembangkan proses IBPR melalui evaluasi serta developing the IBPR process through ongoing evaluation
perbaikan secara kontinu agar pengelolaan risiko and improvement to ensure that safety risk prevention,
keselamatan dapat tetap dilaksanakan secara efektif dan mitigation, and management are carried out effectively
efisien. and efficiently.
Laporan Tahunan dan Keberlanjutan
608 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 609
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pelatihan dan Pengembangan Kemampuan Pegawai Employee Training and Development
[OJK F.22][GRI 404] [OJK F.22][GRI 404]
KAI memahami bahwa pelatihan dan pengembangan KAI understands that employee training and development
kemampuan pegawai merupakan investasi yang esensial are essential investments in the overall effort to develop
untuk dilakukan dalam keseluruhan upaya human resources, in addition to fulfilling employees' rights
pengembangan sumber daya manusia, di samping to develop their competencies. Therefore, KAI periodically
sebagai wujud pemenuhan hak bagi pegawai untuk conducts training and education activities to enhance
dapat mengembangkan kompetensi yang dimiliki. Atas employees' skills and productivity. These efforts are
dasar itu, secara periodik, KAI melaksanakan kegiatan expected to support the improvement of service quality
pelatihan dan pendidikan dalam rangka meningkatkan for customers, foster working relationships with business
kemampuan serta produktivitas pegawai, yang partners, and maintain good relations with the
diharapkan mampu mendukung upaya peningkatan community. Furthermore, training and education for
kualitas pelayanan bagi pelanggan, hubungan kerja employees are expected to create superior and
dengan mitra usaha, serta hubungan baik dengan competitive human resources, ultimately enhancing the
masyarakat. Selain itu, pelatihan dan pendidikan bagi company's quality and performance for all stakeholders,
pegawai diharapkan mendorong penciptaan sumber daya especially railway service users.
manusia yang unggul dan kompetitif, yang akhirnya
meningkatkan kualitas dan kinerja Perseroan bagi seluruh
pemangku kepentingan terutama pengguna jasa
perkeretaapian.
KAI melaksanakan program pengembangan kompetensi KAI implements a competency development program
bagi pegawai yang dirancang dan dilaksanakan sejalan for employees designed and executed in line with the
dengan pencapaian visi dan misi Perseroan tahun 2020- company's vision and mission for 2020-2024, while also
2024, di samping untuk mengakomodasi talenta baru accommodating new talents for the company. KAI
bagi Perseroan. KAI memberikan kesempatan yang sama provides equal opportunities for all employees to develop
bagi pegawai untuk dapat mendapatkan pengembangan their competencies without any discrimination, including
kompetensi tanpa adanya diskriminasi apapun termasuk based on their background. The company involves all
karena latar belakang mereka. KAI mengikutsertakan (100%) employees without distinction.
seluruh (100%) pegawai tanpa membedakan satu dengan
yang lainnya.
Perseroan melaksanakan program pelatihan dan The company conducts employee training and
pengembangan kompetensi pegawai berdasarkan competency development programs based on internal
ketentuan internal berupa Keputusan Direksi PT Kereta regulations, specifically the Board of Directors' Decision
Api Indonesia (Persero) tentang Petunjuk Pelaksanaan of PT Kereta Api Indonesia (Persero) regarding the
Sistem Pengembangan Karier. Berdasarkan ketentuan Implementation Guidelines for the Career Development
tersebut, pengembangan karier di dalam organisasi KAI System. According to these regulations, career
diterapkan melalui program pendidikan dan pelatihan development within KAI is implemented through
(Diklat), yang terdiri dari Diklat Pembentukan, Diklat education and training programs (Diklat), which include
Profesional, dan Diklat Manajerial. Hal tersebut merupakan Formation Training, Professional Training, and Managerial
wujud upaya KAI dalam memberikan kesempatan yang Training. This reflects KAI's efforts to provide transparent
transparan dan setara bagi seluruh (100%) pegawai untuk and equal opportunities for all (100%) employees to fill
dapat mengisi berbagai posisi jabatan, melalui sistem various positions through a promotion system, career
promosi, jenjang karir, serta jalur pengembangan karier paths, and career development tracks that are objectively
yang dievaluasi secara objektif berdasarkan kompetensi evaluated based on their competencies.
yang dimiliki.
KAI memiliki divisi khusus yang bertanggung jawab dalam KAI has a dedicated division responsible for managing
mengelola perencanaan, pengendalian, dan evaluasi the planning, control, and evaluation of program
pelaksanaan program, hingga merencanakan materi implementation, as well as planning educational and
pendidikan dan pelatihan, yaitu Corporate Deputy training materials, known as the Corporate Deputy
Director of Training and Education. Lebih dari itu, Divisi Director of Training and Education. Additionally, the
Training & Education bertugas memelihara fasilitas Training & Education Division is tasked with maintaining
program, menyusun standarisasi kualitas dan sertifikasi/ program facilities, developing quality standards and
pengujian SDM sesuai kebutuhan Perseroan, serta certification/testing of human resources according to the
melakukan pengelolaan Training Center. company's needs, and managing the Training Center.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 609
Annual and Sustainability Report
Page 610
Laporan Keberlanjutan
Sustainability Report
Kebijakan dan Pelaksanaan Pengembangan Competency Development Policy and Implementation
Kompetensi [GRI 3-3, 404-2] [GRI 3-3, 404-2]
Seiring perkembangan peran SDM dan perubahan As the role of human resources evolves and new
tantangan yang dihadapi, Perseroan telah melakukan challenges arise, the Company has adjusted the
penyesuaian terhadap model kompetensi yang terapkan competency model applied to KAI employees. This
bagi pegawai KAI. Hal tersebut secara mendasar dilakukan adjustment is fundamentally aimed at supporting the
guna mendukung tercapainya visi dan misi Perseroan, achievement of the Company's vision and mission, in line
sejalan dengan pencapaian Rencana Jangka Panjang with the Long-Term Corporate Plan (RJPP) for 2020-2024.
Perusahaan (RJPP) tahun 2020-2024. Lebih dari itu, Moreover, the adjustment to the competency model is
penyesuaian model kompetensi dilakukan untuk made to accommodate new capabilities within the
mengakomodasi kapabilitas baru di dalam struktur Company's organizational structure. The KAI Competency
organisasi Perseroan. Model Kompetensi KAI tersebut Model is implemented based on the Director's Regulation
diberlakukan berdasarkan Peraturan Direksi PER.U/ PER.U/KH.503/IX/1/KA-2021 concerning the Competency
KH.503/IX/1/KA-2021 tentang Kamus dan Profil Dictionary and Profiles.
Kompetensi.
Lebih lanjut, Model Kompetensi KAI terdiri atas Furthermore, the KAI Competency Model includes both
kompetensi yang bersifat non-teknis (soft-competency) non-technical (soft-competency) and technical (hard-
dan teknis (hard-competency). Kompetensi non-teknis competency) competencies. Non-technical competencies
mengacu pada kompetensi yang berkaitan erat dengan refer to skills related to managing work processes,
kemampuan untuk mengelola proses pekerjaan, interpersonal relationships, and building interactions
mengelola hubungan antarmanusia, serta membangun with others, and are categorized into Basic, Core, and
interaksi dengan orang lain, terdiri dari Basic, Core dan Leadership. Technical competencies involve the specific
Leadership. Adapun, kompetensi teknis merupakan skills required for particular professions/positions and are
keterampilan teknis yang melekat atau dibutuhkan untuk divided into Technical, Business, Digital, and Management.
profesi/posisi tertentu, terdiri dari Technical, Bussiness, An explanation of the KAI Competency Model can be seen
Digital dan Management. Penjelasan mengenai Model in the following illustration:
Kompetensi KAI dapat dilihat melalui ilustrasi berikut:
Model Kompetensi KAI Tahun 2021 / KAI Competency Model for 2021
• BOD-1, BOD-2 menggunakan kompetensi
leadership BUMN dan/atau kompetensi KAI
• BOD-3 menggunakan kompetensi leadership
BUMN dan/atau kompetensi KAI
• BOD-1, BOD-2 Using SOE leadership
competencies and/or KAI competencies
LEADERSHIP • BOD-3 Using SOE leadership competencies
Model Kompetensi and/or KAI competencies
Adalah Fondasi Untuk
Mindset digital untuk menunjang inovasi
Membangun Insan KAI DIGITAL melalui transformasi digital di berbagai bidang.
yang Unggul Technical: kompetensi teknis perkeretaapian
(GREAT PEOPLE) BUSINESS MANAGEMENT berikut ekosistemnya.
Digital Minddser to support innovation through
The Competency digital transformation in various fields.
Model Technical: technical competence of railways
TECHNICAL and its ecosystem
Is the Foundation to
build Excellent KAI LAM: 3 kompetensi inti insan KAI
BASIC LAM: 3 core competencies of KAI people
People
(GREAT PEOPLE) KAI Pro:
CORE
3 Kompetensi yang mencerminkan karakter
dan perilaku insan KAI
KAI Pro:
3 Competencies that reflects the character and
behavior of KAI people
Referensi / Reference:
Peraturan Direksi Nomor PER.U/KH.503/III/2/KA-2021 tentang perubahan atas Peraturan Direksi Nomor PER.U/KH.503/I/1/KA-2018 tentang
Kamus Kompetensi. / Directors Regulation Number PER.U/KH.503/III/2/KA-2021 concerning amendments to Directors Regulation
Number PER.U/KH.503/I/1/KA-2018 concerning Competency Dictionary.
AKHLAK: Amanah, Kompeten, Harmonis, Loyal, Adaptif, Kolaboratif / Trustworthy, Competent, Harmonious, Loyal, Adaptive, Collaborative
Laporan Tahunan dan Keberlanjutan
610 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 611
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Model kompetensi tersebut menjadi dasar untuk The competency model serves as the foundation for
penyusunan profil kompetensi jabatan, dimana setiap developing job competency profiles, where each job
profil kompetensi jabatan terdiri dari 7 bagian kompetensi, competency profile consists of 7 competency areas: Core,
yaitu Core, Basic, Technical, Bussiness, Digital, Basic, Technical, Business, Digital, Management, and
Management dan Leadership. Leadership.
CORE BASIC TECHNICAL HARD LEADERSHIP
CAPACITY IAM (Modul • Operation BUSINESS MANAGEMENT DIGITALIZATION ELDP
BUILDING Integrity, • Rolling Stock (Executive
• Strategic Plan & • Governance, Risk, • Digital
(KIPRO + Service Maintenance Leadership Dev.
Business & Compliance Transformation
AKHLAK) Excellence, Management Program)
Development • Supply Chain • Digital Disruption
Safety & Health • Quality Controller • Management • Relationship • Data Analytics
Oriented) • Signalling, SLDP
Transformation Management • Artificial
• Service Telecommunication (Strategic
• Fundamental • Finance & Intelligence
Excellence and Electricity Leadership Dev.
Marketing Accounting • Digital Marketing
• Health • Track & Bridge Program)
• Strategic • Human Capital • Digital Operation
• Safety • Engineering Marketing • Health, Safety, &
• Security OLDP
• Feasibility Study Environment
Induction (Operational
• Customer • Corporate Affair
Leadership Dev.
Relationship • Project
Program)
Management Management &
• Hospitality Research
MLDP
• Business Analytics • Building &
(Emerging
• Negotiation Skill Conservation
Leadership
• Designing
Development
Business Model
Program)
INDUCTION
Regulation Mandatory Certification:
PROGRAM
1. Railways: 2. Non-Railways:
• Train Crew • Audit
• Inspector & Checker • HC & Health Talent
CORPORATE LEARNING DEVELOPMENT • Maintenance • IT Development
• Safety
• Other Functions
KAI Value: Amanah - Kompeten - Harmonis - Loyal - Adaptif - Kolaboratif
KAI Value: Trustworthy - Competent - Harmony - Loyal - Adaptive - Collaborative
Learning Development System and Program Learning Development System and Program
● Core merupakan program pengembangan utama ● Core is the main development program aimed at
untuk membentuk karakter seluruh insan KAI yang shaping the character of all KAI personnel to be
kolaboratif, inovatif, dan proaktif. collaborative, innovative, and proactive.
● Basic merupakan program pengembangan untuk ● Basic is a development program designed to equip
membekali pekerja terkait dengan kompetensi dasar workers with fundamental competencies required
yang harus dimiliki oleh seluruh insan KAI by all KAI personnel (Integrity, Service Excellence,
(Integritas, Adiguna Layanan, Mengutamakan Prioritizing Safety).
Keselamatan).
● Technical merupakan program pengembangan ● Technical is a development program focused on
untuk meningkatkan keahlian melalui pemenuhan enhancing expertise through the fulfillment of
kompetensi teknik railway dan ekosistemnya. railway technical competencies and its ecosystem.
● Business merupakan program pengembangan ● Business is a development program designed to
untuk mendukung bisnis perusahaan dalam support the company's business in achieving its
mewujudkan visi misi perusahaan melalui vision and mission through the fulfillment of
pemenuhan kompetensi teknik terkait bisnis. technical competencies related to the business.
● Management merupakan program ● Management is a development program aimed at
pengembangan untuk memaksimalkan fungsi maximizing job functions through the fulfillment
jabatan melalui pemenuhan kompetensi yang of competencies that support job roles or positions.
mendukung fungsi pekerjaannya atau jabatan.
● Digital merupakan program pengembangan ● Digital is a development program designed to
dalam menghadapi tantangan di era digitalisasi address challenges in the era of digitalization
melalui pemenuhan kompetensi digitalisasi. through the fulfillment of digital competencies.
● Leadership merupakan program pengembangan ● Leadership is a development program designed
untuk menyiapkan pimpinan Perseroan yang bisa to prepare the Company’s leaders to compete with
bersaing dengan BUMN lain melalui pemenuhan other state-owned enterprises (SOEs) by fulfilling
kompetensi leadership bagi para pimpinan. leadership competencies for executives.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 611
Annual and Sustainability Report
Page 612
Laporan Keberlanjutan
Sustainability Report
Peserta Kompetensi Konten Metode
Leadership
Participant Competence Content Method
EXECUTIVE Executive • Inovasi / Driving Innovation 10:20:70
Leadership Vice • Adi Layanan / Customer
Development President Focus
Program (EVP) • Kepemimpinan Digital /
(ELDP) Digital Leadership
• Kepiawaian Bisnis Global /
Global Business Savvy
• Membangun Jejaring
Stratejik / Building Strategic
• Orientasi Stratejik / Strategic
Orientation
• Mengelola Eksekusi / Driving
Execution
• Mengembangkan Kapabilitas
Organisasi / Developing
• Mengelola Perubahan
Leading Change
• Mengelola Keberagaman /
Managing Diversity
STRATEGIC Vice • Inovasi / Driving Innovation
Leadership President • Adi Layanan / Customer
Dev. Program (VP) Focus
(SLDP) • Kepemimpinan Digital /
Digital Leadership
• Kepiawaian Bisnis Global /
Global Business Savvy 10
• Membangun Jejaring In Class
Stratejik / Building Strategic Training
• Orientasi Stratejik / Strategic
Orientation
• Mengelola Eksekusi / Driving
Execution
• Mengembangkan Kapabilitas
Organisasi / Developing
• Mengelola Perubahan
Lead Leading Change
• Mengelola Keberagaman /
Enterprise Managing Diversity
OPERATIONAL Manager • Inovasi / Driving Innovation
Lead Function Leadership (M) • Adi Layanan / Customer
Development Focus
Lead Others
Program
(OLDP)
• Kepemimpinan Digital /
Digital Leadership
• Interpersonal
• Intrapersonal 20
• Manage Coaching &
• Mengelola Eksekusi / Driving
Business Mentoring
Execution
• Mengembangkan Kapabilitas • Leadership
Lead Self Organisasi / Developing
• Dorongan Berprestasi /
Achievement Drive
• Pengembangan Diri / Self
Development
• Komunikasi & Persuasi /
Communication & Persuation
• Kontrol Diri / Self Control
• Resolusi Konflik / Conflict
Management
• Penyelesaiaan masalah &
Pengambilan Keputusan /
Problem Solving & Decision
Making
• Empati Sosial / Social 70
Empathy Experiential
Learning
(Project
EMERGING Assisstant • Inovasi / Driving Innovation Assignment
Leadership Manager • Adi Layanan / Customer , Rotasi
Development (AM) Focus Magang)
Program • Kepemimpinan Digital /
(MLDP) Digital Leadership
• Mengelola Eksekusi / Driving
Execution
• Mengembangkan Kapabilitas
Organisasi / Developing
• Dorongan Bereprestasi /
Achievement Drive
• Pengembangan Diri / Self
Development
• Komunikasi & Persuasi /
Communication & Persuation
• Kontrol Diri / Self Control
• Resolusi Konflik / Conflict
Management
• Penyelesaiaan masalah &
Pengambilan Keputusan /
Problem Solving & Decision
Making
• Empati Sosial / Social
Empathy
• Kepiawaian Digital / Digital
Savvy
Laporan Tahunan dan Keberlanjutan
612 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 613
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
KAI menerapkan model pengembangan yang dilakukan KAI applies a development model both individually and
baik secara individual maupun kelompok. Secara in groups. Individually, employees are provided with
individual, pegawai diberikan program pengembangan development programs based on the 70:20:10 Principle,
sesuai Prinsip 70:20:10, dengan penjelasan sebagai as follows:
berikut:
● Prinsip 70 dimana pegawai setiap tahun akan ● 70 Principle Employees will undergo rotation and
dilakukan rotasi dan diberikan project assignment be assigned special projects each year.
khusus.
● Prinsip 20 dimana pegawai akan diberikan ● 20 Principle Employees will receive coaching from
pendampingan dari coach internal dan eksternal. internal and external coaches.
● Prinsip 10 dimana pegawai akan diberikan ● 10 Principle Employees will receive training and
pelatihan dan pengembangan sesuai Learning development according to the Learning
Development System di atas. Development System outlined above.
Adapun, secara kelompok, pegawai mendapatkan Additionally, in groups, employees receive integrated
program pengembangan terintegrasi sesuai Model development programs according to the KAI Competency
Kompetensi KAI. Model.
Biaya Pengembangan Kompetensi Competency Development Costs
Selama tahun 2023, KAI menganggarkan biaya program Throughout 2023, KAI allocated a budget of Rp35.65 billion
pengembangan kompetensi sejumlah Rp35,65 milyar for the competency development program, with a
dengan realisasi 110,70% atau meningkat dibanding realization of 110.70%, which is an increase compared to
realisasi tahun sebelumnya yang hanya 76,40%. Hal ini the realization of the previous year, which was only
membuktikan komitmen KAI untuk mengembangkan 76.40%. This demonstrates KAI's commitment to
kompetensi seluruh SDM kami agar mampu mewujudkan developing the competencies of all our human resources
pelayanan perkeretaapian yang prima. to achieve excellent railway services.
Tabel Biaya Pengembangan Kompetensi Table of Competency Development Costs
2023 2022
Anggaran Realisasi Persentase Anggaran Realisasi Persentase
Rp35.650.791.846,- Rp39.463.995.751,- 110,70% Rp34.553.559.000- Rp 26.399.080.000,- 76,40%
Perseroan melaksanakan evaluasi secara berkala terhadap The Company conducts regular evaluations of the
pelaksanaan pengembangan kompetensi melalui survei competency development implementation through
kepuasan terhadap trainer, program atau materi surveys on trainer satisfaction, training programs or
pelatihan, hingga fasilitas pelatihan. Perincian hasil materials, and training facilities. Details of the evaluation
evaluasi sebagai berikut: results are as follows:
Tabel Kepuasan terhadap Trainer Trainer Satisfaction Table
Kepuasan Terhadap Trainer
Nama Balai Pelatihan Satisfaction with Trainer
No
Training Center Name
2023 2022
Balai Pelatihan Teknik Traksi / Tractive Vehicle Engineering Training
1 3,57 3,54
Center Darman Prasetyo
Balai Pelatihan Teknik Perkeretaapian / Railways Engineering Training Center
2 3,48 3,60
Sofyan Hadi
Balai Pelatihan Operasional & Pemasaran / Operational and Marketing Training
3 3,70 3,58
Center Agus Suroto
Balai Pelatihan Sinyal dan Telekomunikasi Listrik / Signalling,
4 3,63 3,68
Telecommunication, and Electricity Training Center Bandung
5 Balai Pelatihan Sriwijaya / Sriwijaya Training Center 3,73 3,64
6 MTNT (Pelatihan non-railways) / MTNT (Non-railways Training) 3,45 3,41
Rata-rata
3,59 3,58
Average
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 613
Annual and Sustainability Report
Page 614
Laporan Keberlanjutan
Sustainability Report
Tabel Kepuasan Program/Materi Pelatihan Training Program/Material Satisfaction Table
Kepuasan Program/Materi Pelatihan
Satisfaction with Training Program/
Nama Balai Pelatihan
No Material
Training Center Name
2023 2022
Balai Pelatihan Teknik Traksi / Tractive Vehicle Engineering Training
1 3,42 3,47
Center Darman Prasetyo
Balai Pelatihan Teknik Perkeretaapian / Railways Engineering Training Center
2 3,45 3,56
Sofyan Hadi
Balai Pelatihan Operasional & Pemasaran / Operational and Marketing Training
3 3,63 3,48
Center Agus Suroto
Balai Pelatihan Sinyal dan Telekomunikasi Listrik / Signalling,
4 3,67 3,60
Telecommunication, and Electricity Training Center Bandung
5 Balai Pelatihan Sriwijaya / Sriwijaya Training Center 3,69 3,64
6 MTNT (Pelatihan non-railways) / MTNT (Non-railways Training) 3,43 3,34
Rata-rata
3,55 3,52
Average
Tabel Kepuasan Fasilitas Pelatihan Training Facilities Satisfaction Table
Kepuasan Fasilitas Pelatihan
Nama Balai Pelatihan Satisfaction with Training Facilities
No
Training Center Name
2023 2022
Balai Pelatihan Teknik Traksi / Tractive Vehicle Engineering Training
1 3,38 3,45
Center Darman Prasetyo
Balai Pelatihan Teknik Perkeretaapian / Railways Engineering Training Center
2 3,45 3,51
Sofyan Hadi
Balai Pelatihan Operasional & Pemasaran / Operational and Marketing Training
3 3,63 3,46
Center Agus Suroto
Balai Pelatihan Sinyal dan Telekomunikasi Listrik / Signalling,
4 3,46 3,54
Telecommunication, and Electricity Training Center Bandung
5 Balai Pelatihan Sriwijaya / Sriwijaya Training Center 3,71 3,63
6 MTNT (Pelatihan non-railways) / MTNT (Non-railways Training) 3,43 3,35
Rata-rata
3,52 3,49
Average
Rata-Rata Jam Pelatihan Per Tahun Per Pegawai Average Training Hours Per Year Per Employee
[GRI 404-1] [GRI 404-1]
Sebagai bagian dari upaya penerapan keuangan As part of its sustainable finance efforts, KAI calculates
berkelanjutan, KAI menghitung dan mengungkapkan and discloses the average number of training hours per
jumlah rata-rata jam pelatihan per tahun per pegawai. employee per year. The results of this calculation will serve
Hasil dari perhitungan tersebut akan menjadi dasar bagi as the basis for developing the training program for the
upaya pengembangan program pelatihan untuk tahun following year. For 2023, KAI included 12,074 employees
selanjutnya. Untuk tahun 2023, KAI mengikutsertakan in the training program, with an average of 120 hours of
sejumlah 12.074 pegawai dalam program pelatihan, training per male employee per year and 74 hours per
dengan rata-rata jam pelatihan mencapai 120 jam per female employee per year. KAI strives to evaluate and
pegawai laki-laki per tahun dan 74 jam per pegawai improve so that the average training hours are equal for
perempuan per tahun. KAI berupaya untuk melakukan both female and male employees in the future.
evaluasi agar rata-rata jam pelatihan semakin sama bagi
pegawai perempuan dan laki-laki di masa yang akan
datang.
Laporan Tahunan dan Keberlanjutan
614 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 615
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Rata-rata Jam Pelatihan Pegawai Table of Average Employee Training Hours
Rata-rata Jam Pelatihan
Jumlah Pegawai yang
Uraian Jam Pelatihan Setiap Pegawai per 2023
Memperoleh Pelatihan
Description Training Hours Average Training Hours
Training Participants
per Employee in 2023
Berdasarkan Jenis Kelamin
By Gender
Laki-laki / Male 11.166 1.339.920 120
Perempuan / Female 908 67.192 74
Berdasarkan Kategori Jabatan
By Job Category
EVP/Kepala Divisi dan setingkat / EVP 20 1.500 75
VP/Kepala Subdivisi dan setingkat / VP 74 4.366 59
Manager dan setingkat / Manager 584 33.288 57
Asisten Manager dan setingkat /
1.129 55.321 49
Assistant Manager
Supervisor/Specialist dan setingkat /
2.792 287.576 103
Supervisor/Specialist
Pelaksana/Officer dan setingkat / Staff/
7.474 986.568 132
Officer
Pengembalian Investasi Sumber Daya Manusia Human Capital Return on Investment
KAI berfokus pada penciptaan nilai tambah bagi KAI focuses on creating value for the company with an
perusahaan dengan pendekatan yang terintegrasi, integrated, targeted, measurable, and accountable
terarah, terukur, dan akuntabel melalui penilaian return approach through return on investment (ROI)
on investment (ROI). Perusahaan dapat menghitung nilai assessment. The company calculates the initial
investasi awal untuk setiap program pengembangan investment amount for each employee development
karyawan (initial investment amount) dan manfaat yang program and the impact value received by beneficiaries
diterima oleh penerima manfaat (impact value) dari from that investment.
investasi tersebut.
2023 2022 2021 2020
Total Revenue Rp35,106,535,574.00 Rp25,577,639,010.00 Rp17,916,775,924.00 Rp18,074,850,763.00
Total Operating Expenses Rp27,018,520,240.00 Rp18,540,861,021.00 Rp15,149,306,550.00 Rp16,910,622,755.00
Jumlah Biaya Terkait
Pegawai (Gaji dan
Remunerasi) / Total
Rp8,508,862,202.00 Rp7,238,505,129.00 Rp6,004,282,385.00 Rp5,763,506,021.00
Employee-Related
Expenses (Salary and
Remuneration)
Human Capital ROI 1.20 1.46 1.97 1.95
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 615
Annual and Sustainability Report
Page 616
Laporan Keberlanjutan
Sustainability Report
ASPEK SOSIAL-KEMASYARAKATAN SOCIAL AND COMMUNITY ASPECTS
Dampak Operasi Terhadap Masyarakat Sekitar Impact of Operations on Surrounding Communities
[OJK F.23][GRI 3-3, 413-1] [OJK F.23][GRI 3-3, 413-1]
Aktivitas operasional KAI secara umum menghadirkan KAI's operational activities generally have several positive
sejumlah dampak positif berupa dukungan bagi impacts, including support for regional economic
peningkatan ekonomi daerah. Hal ini disebabkan oleh growth. This is due to increased accessibility and mobility
aksesibilitas dan mobilitas masyarakat yang semakin for the community. Consequently, KAI's operations
tinggi. Seiring hal tersebut, aktivitas operasional KAI positively impact regional development acceleration, local
menghadirkan dampak positif berupa dukungan terhadap workforce absorption, the use of local suppliers, and
percepatan pengembangan wilayah, penyerapan tenaga contribute to faster inter-regional communication. KAI's
kerja lokal, penggunaan pemasok lokal, hingga operations also significantly contribute to the growth of
berkontribusi dalam percepatan komunikasi penduduk the logistics sector, making the distribution process from
antar-daerah. Aktivitas operasional KAI juga berkontribusi producers to consumers easier. Another sector benefiting
besar bagi pertumbuhan sektor logistik, seiring semakin from KAI's operations is tourism, as rail transport meets
mudahnya proses distribusi barang dari produsen menuju tourists' needs by providing easy access to various
pihak konsumen. Sektor lain yang ikut menerima dampak destinations.
positif adalah sektor pariwisata, karena moda transportasi
kereta api mampu memenuhi kebutuhan wisatawan
melalui kemudahan akses ke sejumlah destinasi wisata.
Kereta api merupakan moda transportasi yang secara Railways are fundamentally important as a mode of
mendasar penting sebagai pendukung keterhubungan transport supporting inter-regional connectivity and
antar wilayah, dan telah menghadirkan kontribusi have made significant social and economic contributions.
signifikan secara sosial dan ekonomi. Seiring situasi pasca As the pandemic situation improved in 2023, KAI remained
pandemi, mobilitas masyarakat berangsur meningkat di committed to being a solution for community needs. For
tahun 2023, KAI berkomitmen untuk tetap hadir sebagai KAI, the limitations during the pandemic have provided
solusi bagi kebutuhan masyarakat. Bagi KAI, berbagai momentum to progress together. KAI contributes to
keterbatasan pada situasi pandemi telah menghadirkan supporting the community's economic circulation by
momentum untuk maju bersama. KAI menghadirkan building strategic collaborations with all stakeholders.
kontribusi untuk ikut mendukung perputaran ekonomi All (100%) of our operations have undergone extensive
masyarakat dengan membangun kolaborasi yang strategis environmental and social assessments approved by the
dengan segenap pemangku kepentingan. Seluruh (100%) government and local communities. [GRI 413-1]
operasi kami sudah melewati tahapan panjang penilaian
lingkungan dan sosial yang disetujui terutama oleh
pemerintah dan masyarakat setempat. [GRI 413-1]
Aktivitas operasional KAI secara periodik menghasilkan KAI's operational activities periodically generate economic
nilai ekonomi yang kemudian disalurkan bagi pemangku value, which is then distributed to stakeholders through
kepentingan, antara lain melalui program Tanggung Social and Environmental Responsibility (CSER) programs.
Jawab Sosial dan Lingkungan (TJSL). KAI melaksanakan KAI implements CSER programs oriented towards
program-program TJSL dengan orientasi mencapai achieving Sustainable Development Goals (SDGs),
Tujuan Pembangunan Berkelanjutan (Sustainable manifested in activities that distribute benefits across
Development Goals/SDGs), diwujudkan dalam kegiatan- economic, social, and environmental aspects. KAI's CSER
kegiatan penyaluran manfaat yang terbagi ke dalam programs include KAI DungMas (social services such as
aspek ekonomi, sosial, dan lingkungan. Program TJSL food package distribution and sacrificial animals), KAI
KAI antara lain, KAI DungMas (bakti sosial seperti paket Sehat Sejahtera (health improvement assistance), KAI Edu
sembako dan hewan kurban), KAI Sehat Sejahtera Friend (improving education quality and facilities),
(bantuan peningkatan kesehatan), KAI Edu Friend Educational Assistance Collaboration with the SOE
(peningkatan kualitas dan fasilitas pendidikan), Foundation, KAI Pling (assistance in the development of
Kolaborasi Bantuan Pendidikan bersama Yayasan BUMN, public infrastructure and Rolling Stock, waste
KAI Pling (bantuan pengembangan prasarana dan sarana management, and tree planting), KAI Sar-I (assistance
umum, pengelolaan sampah, dan penanaman pohon), for worship Rolling Stock), and KAI Go Green (waste
KAI Sar-I (bantuan sarana ibadah), KAI Go Green management and tree planting), KAI Partner (MiKA)
(pengelolaan sampah dan penanaman pohon), Mitra KAI Hasanah (halal certification for partner MSME products),
(MiKA) Hasanah (sertifikasi halal produk UMK mitra), MiKA Go Global (involving partner MSMEs in domestic
MiKA Go Global (mengikutsertakan UMK mitra dalam and international exhibitions), MiKA Naik Kelas (training
pameran dalam dan luar negeri), MiKA Naik Kelas and mentoring for partner MSMEs), UMK Terrace
(pelatihan dan pendampingan UMK mitra), Teras UMK (providing commercial locations for partner MSMEs
(menyediakan lokasi komersial untuk mitra UMK di within station environments), and MSME Funding.
lingkungan stasiun), Pendanaan UMK.
Laporan Tahunan dan Keberlanjutan
616 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 617
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Meski demikian, aktivitas operasional KAI juga However, KAI's operational activities also have negative
menghadirkan dampak negatif terhadap masyarakat impacts on the surrounding community, particularly
sekitar terutama menciptakan perlintasan sebidang jalur creating level crossings of railway tracks without
kereta api tanpa izin dan/atau tanpa penjaga yang permission and/or without guards, which can potentially
berpotensi menimbulkan kecelakaan atau kemacetan lead to accidents or traffic congestion due to vehicle
kendaraan akibat pergerakan kendaraan dari dan menuju movements to and from the station. Trains have their
stasiun. Kereta api memiliki jalur tersendiri dan tidak own tracks and cannot stop suddenly, so road users must
dapat berhenti secara tiba-tiba, sehingga masyarakat give priority to trains. All road users are required to
pengguna jalan harus mendahulukan perjalanan KA. prioritize train travel when crossing level crossings. This
Seluruh pengguna jalan wajib mendahulukan perjalanan is in accordance with Law No. 23 of 2007 concerning
kereta api saat melalui perlintasan sebidang. Hal tersebut Railways and Law No. 22 of 2009 concerning Road Traffic
sesuai UU Nomor 23 Tahun 2007 tentang Perkeretaapian and Transportation. Unlike general land transport, trains
dan UU Nomor 22 Tahun 2009 tentang Lalu Lintas dan have characteristics that technically prevent them from
Angkutan Jalan. Berbeda dengan transportasi darat pada stopping abruptly. Therefore, the Company always urges
umumnya, kereta api memiliki karakteristik yang secara the public to be more vigilant and cautious before
teknis tidak dapat berhenti secara mendadak. Untuk itu, crossing level crossings. A level crossing is an area where
Perseroan selalu mengimbau masyarakat agar lebih a road and a railway track intersect on the same level of
waspada dan berhati-hati sebelum melewati perlintasan ground. The following are factors that cause trains to be
sebidang. Perlintasan sebidang ialah area antara jalan unable to brake suddenly:
dan jalur rel kereta api yang berada pada bidang tanah
yang sama. Berikut adalah faktor-faktor yang
menyebabkan kereta api tidak dapat mengerem
mendadak:
1. Panjang dan Berat Rangkaian Kereta Api 1. Length and Weight of the Train
Semakin panjang dan berat rangkaiannya, maka The longer and heavier the train, the greater the
jarak yang dibutuhkan kereta api untuk dapat distance required for it to come to a complete stop.
benar-benar berhenti akan semakin panjang. Kereta KAI passenger trains consist of 8-12 carriages with
penumpang KAI terdiri dari 8-12 gerbong kereta a weight of up to 600 tons, not including passengers
dengan bobot mencapai 600 ton, belum termasuk and their baggage. Once in motion, a significant
penumpang dan barang bawaannya. Saat sudah amount of energy is needed to stop the train.
melaju akan dibutuhkan energi yang besar untuk
membuat rangkaian kereta api berhenti.
2. Sistem Pengereman 2. Braking System
Pengereman yang dipakai pada kereta KAI pada The braking system used on KAI trains generally
umumnya menggunakan sistem jenis rem udara. employs an air brake system. It works by
Cara kerjanya adalah dengan mengompresi udara compressing air, which is stored until braking is
dan disimpan hingga proses pengereman terjadi. required. When the engineer activates the braking
Saat masinis mengaktifkan sistem pengereman, system, the compressed air is distributed through
udara tadi akan didistribusikan melalui pipa kecil small pipes along the wheels, creating friction on
di sepanjang roda dan membuat friksi pada roda. the wheels. This friction is what brings the train to
Friksi ini yang akan membuat kereta berhenti. a stop.
Walaupun kereta api telah dilengkapi dengan sistem Although trains are equipped with braking systems,
pengereman, kereta tetap tidak bisa berhenti they cannot stop abruptly. Even if the engineer sees
mendadak. Jadi, meskipun masinis telah melihat someone bypassing the crossing barriers and
ada yang menerobos palang kereta, lalu kemudian initiates braking, the train will still need a certain
melakukan proses pengereman, maka tetap akan distance to come to a complete stop. This can lead
membutuhkan suatu jarak agar kereta benar-benar to collisions if the braking distance is not adequate.
dapat berhenti. Hal inilah yang dapat menyebabkan
kejadian tabrakan, apabila jarak pengereman tidak
terpenuhi.
Sebaliknya, sistem pengereman pada roda On the other hand, the braking system involves
dihubungkan ke piston dan susunan silinder. connecting the wheels to pistons and cylinder
Mekanisme yang mengurangi tekanan udara di arrangements. The mechanism that reduces air
kereta api akan memaksa rem mengunci dengan pressure in the train forces the brakes to lock with
roda. Jika tekanan dilepaskan secara tiba-tiba, the wheels. If the pressure is suddenly released, it
maka akan menyebabkan pengereman yang tidak can cause uneven braking, with the brakes
seragam, sehingga rem bekerja lebih dulu dari titik engaging before the air is fully expelled. Uneven
keluarnya udara. Pengereman yang tidak seragam braking can lead to the train or carriages derailing,
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 617
Annual and Sustainability Report
Page 618
Laporan Keberlanjutan
Sustainability Report
dapat menyebabkan kereta atau gerbong skidding, or overturning, which poses a danger to
tergelincir, terseret, bahkan terguling yang dapat passengers and workers inside.
membahayakan penumpang dan pekerja yang
berada di dalamnya.
Tata cara melintas di perlintasan sebidang sesuai UU The procedure for crossing a level crossing according to
Nomor 22 Tahun 2009 tentang Lalu Lintas Angkutan Jalan Law No. 22 of 2009 concerning Road Traffic and
adalah berhenti di rambu tanda "STOP", menengok kiri Transportation is to stop at the "STOP" sign, look left and
dan kanan baik perlintasan tersebut dijaga maupun tidak, right regardless of whether the crossing is guarded or
dan memperhatikan palang pintu, suara sirene, dan not, and pay attention to the crossing gates, siren sounds,
isyarat dari penjaga perlintasan. Jika sirene sudah and signals from the crossing guard. If the siren sounds
berbunyi dan palang pintu kereta api mulai ditutup, maka and the railway gates start to close, all road users must
seluruh pengguna jalan wajib untuk menunggu kereta wait for the train to pass. We urge road users to stop and
api lewat. Kami mengimbau kepada masyarakat wait even if they see a train approaching from a distance.
pengguna jalan, walaupun sudah melihat adanya kereta They should wait until the train has completely passed
api dan masih dalam jarak yang cukup jauh, maka from both directions. The public is advised to be cautious
seharusnya berhenti terlebih dahulu dan menunggu when approaching level crossings, follow traffic signs
hingga kereta api tersebut selesai lewat dari kedua arah. diligently, and ensure the crossing is clear by looking to
Masyarakat diharapkan agar berhati-hati saat akan the right and left. Only cross when it is confirmed to be
melintasi perlintasan sebidang, disiplin mematuhi rambu- safe.
rambu, dan memastikan jalur yang akan dilalui sudah
aman dengan melihat kanan dan kiri. Apabila telah yakin
aman, baru melintas.
Namun karena dinamika situasi dan kondisi masyarakat However, due to the dynamic situations and conditions
pengguna jalan maka sepanjang 2023, KAI mencatat telah of road users, KAI has recorded 327 incidents at level
terjadi 327 kali kecelakaan di perlintasan sebidang crossings, with 94 fatalities, 70 people seriously injured,
dengan jumlah korban meninggal sebanyak 94 orang, and 73 people with minor injuries. Below are some of the
luka berat sebanyak 70 orang, dan luka ringan sebanyak level crossing accident incidents that occurred in 2023:
73 orang. Berikut beberapa kejadian kecelakaan di
perlintasan sebidang selama 2023 :
1. Kecelakaan lalu lintas antara mobil dengan KA 423 1. A traffic accident involving a car and KA 423
Commuterline Dhoho di perlintasan tanpa palang Commuterline Dhoho occurred at an unguarded
pintu di KM 85, petak jalan antara Stasiun Jombang- level crossing at KM 85, between Jombang Station
Stasiun Sembung pada Sabtu 29 Juli 2023 and Sembung Station, on Saturday, July 29 th, 2023.
2. Kecelakaan lalu lintas antara mobil elf dengan KA 2. A traffic accident between an elf minibus and KA
266 Probowangi relasi Ketapang-Surabaya Gubeng 266 Probowangi, operating between Ketapang and
di perlintasan tanpa palang pintu pada KM 138+0 Surabaya Gubeng, occurred at an unguarded level
petak jalan antara Stasiun Randuagung-Stasiun crossing at KM 138+0, between Randuagung Station
Klakah pada Minggu 19 November 2023 and Klakah Station, on Sunday, November 19th, 2023.
3. Kecelakaan lalu lintas antara mobil minibus dengan 3. A traffic accident involving a minibus and KA 7330
KA 7330 Feeder relasi Padalarang-Bandung di Feeder, operating between Padalarang and
perlintasan KM 142+9 petak jalan antara Stasiun Bandung, took place at level crossing KM 142+9,
Padalarang-Stasiun Cimahi pada Kamis 14 Desember between Padalarang Station and Cimahi Station,
2023 on Thursday, December 14 th, 2023.
4. Kecelakaan lalu lintas antara truk pick-up dengan 4. A traffic accident between a pick-up truck and a
KA Commuterline di Kalideres, Jakarta Barat pada Commuterline train occurred in Kalideres, West
Kamis 14 Desember 2023 Jakarta, on Thursday, December 14 th, 2023.
KAI turut berduka cita, prihatin, dan menyesalkan seluruh KAI extends its condolences, expresses concern, and
kejadian kecelakaan lalu lintas yang telah terjadi serta regrets all the traffic accidents that have occurred, and
menyampaikan ucapan turut berbelasungkawa kepada offers its deepest sympathy to the families of the victims.
para keluarga korban. KAI memohon seluruh pihak sesuai KAI urges all parties, within their respective authorities,
dengan kewenangannya masing-masing agar lebih to be more attentive and take action to improve safety
peduli dan memberikan perhatian untuk meningkatkan systems and enforcement at level crossings.
sistem keselamatan dan penertiban di perlintasan
sebidang.
Sesuai Peraturan Menteri Perhubungan No 94 Tahun 2018 According to Minister of Transportation Regulation No.
wewenang untuk penanganan dan pengelolaan 94 of 2018, the responsibility for managing and handling
perlintasan sebidang antara jalur KA dan jalan dilakukan level crossings between railway tracks and roads lies with
oleh pemilik jalannya. Pengelolaaan untuk perlintasan the road owners. The management of level crossings on
Laporan Tahunan dan Keberlanjutan
618 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 619
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
sebidang yang berada di jalan nasional dilakukan oleh national roads is handled by the Minister, while those on
Menteri, Gubernur untuk perlintasan sebidang yang berada provincial roads are managed by the Governor, and those
di jalan provinsi, dan Bupati/Wali Kota untuk perlintasan on district/city and village roads are managed by the
sebidang yang berada di jalan kabupaten/kota dan desa Regent/Mayor. For specialized roads used by legal entities
desa, serta badan hukum atau lembaga untuk Jalan or institutions, the responsibility falls on these entities.
khusus yang digunakan oleh badan hukum atau Meanwhile, improvements in safety at railway level
lembaga. Sementara peningkatan keselamatan pada crossings, such as making them grade-separated or
perlintasan sebidang kereta api, seperti menjadikan installing crossing gates where none exist, fall under the
perlintasan tidak sebidang atau pemasangan pintu jurisdiction of the central or regional government,
perlintasan bagi yang belum terpasang, merupakan depending on the road class. Currently, there are 3,693
wewenang pemerintah pusat atau daerah sesuai dengan level crossings on railway tracks, comprising 1,598 (43%)
kelas jalannya. Sampai saat ini, terdapat 3.693 perlintasan guarded crossings and 2,095 (56%) unguarded crossings.
sebidang jalur kereta api yang terdiri dari 1.598 (43%) These level crossings are distributed across various types
perlintasan dijaga dan 2.095 (56%) perlintasan tidak dijaga. of roads, including national, provincial, district/city, village
Perlintasan sebidang tersebut tersebar di berbagai jenis roads, and specialized roads used by legal entities or
jalan seperti jalan nasional, jalan provinsi, jalan institutions.
kabupaten/kota dan jalan desa, serta jalan khusus yang
digunakan oleh badan hukum atau lembaga.
Selain itu, KAI juga selalu menekankan, agar pemilik jalan Additionally, KAI consistently emphasizes that road owners,
sesuai kelasnya melakukan evaluasi keselamatan atas according to their class, should conduct safety evaluations
keberadaan perlintasan sebidang di wilayahnya. of level crossings in their areas. Many level crossings pass
Keberadaan perlintasan sebidang di sebagian tempat through residential areas and industrial zones, making
melewati pemukiman warga dan daerah industri, sehingga them prone to accidents. Each level crossing must be
rawan terjadi kecelakaan. Setiap perlintasan sebidang evaluated at least once a year by the Director General of
yang ada harus dilakukan evaluasi paling sedikit 1 (satu) the Ministry of Transportation for national roads, the
tahun sekali oleh Direktur Jenderal Kementerian Governor for provincial roads, and the Regent/Mayor for
Perhubungan untuk jalan nasional, Gubernur untuk jalan district/city and village roads. The evaluation results should
provinsi, dan Bupati/Walikota untuk jalan kabupaten/kota include recommendations on whether the crossing
dan jalan desa. Hasil evaluasi tersebut disertai should be grade-separated, closed, or improved with safety
rekomendasi apakah perlintasan tersebut dibuat measures such as signage, gates, barriers, traffic lights,
menjadi tidak sebidang, ditutup, atau ditingkatkan lighting, markings, audio signals, and crossing guards.
keselamatannya dengan memasang rambu-rambu,
portal, palang pintu, isyarat lampu, penerangan, tulisan,
suara, dan penjaga perlintasan sebidang. KAI juga
berkontribusi untuk memitigasi risiko timbulnya KAI also contributes to mitigating the risk of unauthorized
perlintasan sebidang liar atau tidak resmi di jalur kereta or informal level crossings on railway tracks. Our personnel
api. Petugas kami selalu melakukan pengecekan rutin routinely conduct thorough inspections along the tracks.
dan menyeluruh di sepanjang lintasan. Ketika ditemukan When an informal or unauthorized crossing is found, KAI
adanya perlintasan liar atau tidak resmi, KAI berkoordinasi coordinates with local road owners to close the crossing
dengan pemilik jalan setempat untuk melakukan and conduct safety awareness campaigns about railway
penutupan perlintasan sekaligus melakukan sosialisasi travel. Over the past few years, from 2019 to 2023, KAI has
keselamatan perjalanan kereta api. Pada kurun waktu closed 1,369 level crossings, with implementation spread
beberapa tahun terakhir sejak 2019 sampai 2023, KAI across various Operational Areas (Daop) and Regional
melakukan penutupan perlintasan sebidang sebanyak Divisions (Divre). Additionally, KAI has also conducted
1.369 perlintasan dengan pelaksanaan yang tersebar di safety socialization related to level crossings regularly
setiap wilayah Daerah Operasi (Daop) dan Divisi Regional every year. From 2022 to 2023, a total of 2,067 socialization
(Divre). Selain itu, KAI juga telah melakukan sosialisasi events were carried out in collaboration with
terkait keselamatan di perlintasan sebidang secara rutin communities, the Department of Transportation, Jasa
setiap tahunnya. Pada tahun 2022 sampai 2023, sebanyak Marga, the Directorate General of Railways, and the Police.
2067 kali sosialisasi telah dilakukan yang bekerja sama [GRI 413-2]
dengan komunitas, Dinas Perhubungan, Jasa Marga,
Direktorat Jenderal Perkeretaapian, serta Kepolisian.
GRI 413-2]
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 619
Annual and Sustainability Report
Page 620
Laporan Keberlanjutan
Sustainability Report
KAI berharap peran aktif semua pihak untuk dapat KAI hopes for the active role of all parties to enhance
melakukan peningkatan keselamatan pada perlintasan safety at level crossings for the well-being of everyone.
sebidang demi keselamatan bersama. KAI On June 15 th, 2023, KAI held a national seminar themed
menyelenggarakan seminar nasional dengan tema “Enhancing Security and Safety at Level Crossings on
Peningkatan Keamanan dan Keselamatan di Perlintasan Railway Tracks” in Surabaya. The seminar was attended
Sebidang Jalur Kereta Api bertempat di Surabaya pada by representatives from the Ministry of Transportation,
15 Juni 2023. Kegiatan Seminar ini dihadiri oleh Ministry of Finance, Ministry of Public Works and Spatial
Kementerian Perhubungan, Kementerian Keuangan, Planning, Ministry of Home Affairs, National Transportation
Kementerian Pekerjaan Umum dan Penataan Ruang, Safety Committee, Indonesian National Armed Forces,
Kementrian Dalam Negeri, Komite Nasional Keselamatan transportation advocates, the East Java Provincial
Transportasi, Tentara Nasional Indonesia, Pemerhati Government, East Java Police, and other stakeholders,
Transportasi, Pemerintah Provinsi Jawa Timur, Polisi including KAI's Board of Commissioners and Directors.
Daerah Jawa Timur beserta stakeholder lainnya bersama
jajaran Komisaris dan Direksi KAI.
Kegiatan seminar nasional ini diselenggarakan dengan The seminar was conducted with a discussion and
konsep diskusi dan sharing pengalaman terkait experience-sharing format regarding the conditions at
gambaran kondisi perlintasan sebidang kepada para level crossings. It aimed to refresh knowledge on
pemangku kepentingan sekaligus penyegaran terkait izin/ regulations and guidelines concerning crossings and/or
peraturan perpotongan dan/atau persinggungan antara intersections between railway tracks and other
jalur kereta api dan bangunan lain. Tujuan seminar ini structures. The objective was to align perceptions about
untuk menyamakan persepsi seputar aturan tentang safety regulations at level crossings among all
keselamatan di perlintasan sebidang kepada seluruh stakeholders. This shared understanding is expected to
pemangku kepentingan. Selanjutnya melalui satu motivate all parties to collaboratively develop a culture
kesepahaman tersebut dapat memotivasi seluruh pihak and maintain performance in safety and security. The
untuk bersama-sama mengembangkan budaya dan meeting also aimed to build synergy between KAI and
mempertahankan kinerja keamanan dan keselamatan. stakeholders to prevent accidents at railway level
Pertemuan ini juga berfungsi untuk membangun sinergi crossings. We hope that the solutions discussed will be
KAI dengan para pemangku kepentingan dalam more effective and help minimize accidents at these
mencegah kecelakaan di perlintasan sebidang jalur kereta crossings.
api. Kami berharap solusi penanganan dapat lebih efektif
dan terwujud untuk meminimalisasi kecelakaan di
perlintasan sebidang.
Identifikasi dan Strategi dalam Memenuhi Hak Identification and Strategy in Fulfilling the Rights of
Masyarakat Adat atau Masyarakat Setempat [GRI 413-2] Indigenous Peoples or Local Communities [GRI 413-2]
KAI memiliki komitmen kuat untuk menerapkan KAI has a strong commitment to fulfilling the rights of
pemenuhan hak-hak masyarakat setempat di sekitar area local communities around its operational areas,
operasional, sebagai unsur pemangku kepentingan yang recognizing them as significant stakeholders for the
berdampak secara signifikan bagi Perseroan. Secara company. Specifically, fulfilling the rights of surrounding
khusus, pemenuhan hak-hak masyarakat sekitar juga communities also includes respecting the rights of
mencakup pemenuhan terhadap hak-hak masyarakat indigenous peoples, as a form of KAI's acknowledgment
adat, sebagai wujud pengakuan KAI terhadap keberadaan of the traditions and cultural heritage of various ethnic
tradisi dan warisan budaya dari berbagai komunitas etnis communities around our operational areas.
yang ada di sekitar wilayah operasional kami.
Sampai akhir 2023, seluruh aktivitas operasional KAI tidak As of the end of 2023, all of KAI's operational activities
memiliki persinggungan secara langsung dengan praktik do not directly intersect with the customs or cultural
adat ataupun warisan budaya masyarakat adat tertentu. heritage practices of any specific indigenous community.
[GRI 411-1] [GRI 411-1]
Laporan Tahunan dan Keberlanjutan
620 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 621
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pengaduan Masyarakat [OJK F.24] Community/Public Complaints [OJK F.24]
KAI memiliki sarana yang terbuka dan dapat KAI provides open and easily accessible channels for
dimanfaatkan dengan mudah oleh pemangku stakeholders to report or file complaints regarding
kepentingan untuk melaporkan atau menyampaikan findings that contradict ethics, integrity, and societal
pengaduan atas temuan yang bertentangan dengan norms; complaints about suspected regulatory violations
etika, integritas, dan norma masyarakat; pengaduan atas or environmental pollution; and other grievances. These
dugaan pelanggaran peraturan atau pencemaran community complaints can be submitted through KAI's
lingkungan hidup; hingga pengaduan-pengaduan Whistleblowing System (WBS), in addition to other
lainnya. Pengaduan masyarakat tersebut dapat mechanisms such as the gratuity complaint mechanism
disampaikan melalui Whistleblowing System (WBS) yang and code of ethics violation reporting.
dimiliki oleh KAI, di samping mekanisme lain seperti [GRI 2-25, 2-26, 413-1]
mekanisme pengaduan gratifikasi dan pelanggaran kode
etik. [GRI 2-25, 2-26, 413-1]
Pengungkapan mengenai mekanisme WBS, kebijakan Disclosure regarding the WBS mechanism, gratuity policy,
gratifikasi, penegakan kode etik, serta seluruh code of ethics enforcement, and all reported violations
pelanggaran yang masuk dan telah ditindaklanjuti untuk that were addressed in 2023 is presented in the Corporate
tahun 2023, telah disajikan pada bab Tata Kelola Governance chapter.
Perusahaan.
Selain itu, KAI memiliki saluran pengaduan untuk Additionally, KAI has complaint channels for the public,
masyarakat mencakup konsumen jasa KAI berupa layanan including KAI service consumers, through offline/onsite
offline/onsite di antaranya Customer Service on Station services such as Customer Service on Station and Ticket
dan Booth Penjualan Tiket di Stasiun. Adapun, untuk Sales Booths at Stations. For online services, KAI offers
layanan online, KAI memiliki layanan formal seperti formal channels such as email, telephone, and text
alamat surat elektronik, telepon, dan pesan teks serta messages, as well as services through KAI's official social
layanan melalui akun-akun resmi KAI pada media sosial, media accounts, including Instagram, Facebook, Twitter,
antara lain Instagram, Facebook, Twitter, hingga Tiktok. and TikTok.
Selama 2023, KAI menerima 44.735 pengaduan In 2023, KAI received 44,735 community complaints and
masyarakat dan kami berhasil menindaklanjuti pengaduan successfully addressed these complaints with a resolution
tersebut dengan tingkat penyelesaian mencapai 100%. rate of 100%. Details can be seen in the table below:
Perincian mengenai hal tersebut dapat dilihat melalui
tabel di bawah ini:
Tabel Jumlah Pengaduan yang Diterima Berdasarkan Table of Complaints Received by Reporting Media
Media Pelaporan
Media Pelaporan Jumlah Keluhan yang Diterima
Status
Reporting Media Jumlah Number of Complaints Received
Customer Care Customer Service on Station 3.847 Closed
Customer Care Direct (121) 19 Closed
Customer Care Email (121) 12.122 Closed
Customer Care Outbound (121) 0 Closed
Customer Care Inbound Phone (121 DRC Bandung) 38 Closed
Customer Care Inbound Phone (121 Jakarta) 839 Closed
Customer Care Social Media (Facebook KAI121) 2.719 Closed
Customer Care Social Media (Instagram KAI121_) 5.545 Closed
Customer Care Social Media (Twitter KAI121) 15.354 Closed
Customer Care Social Media (TikTok KAI121) 26 Closed
Customer Care Web Lapor 7 Closed
Customer Care Whatsapp Center (KAI121) 4.219 Closed
Jumlah / Total 44.735 Closed
*) Open Case adalah pengaduan yang belum diselesaikan *) Open Case is complaint that have not been resolved
*) Closed Case adalah pengaduan yang sudah diselesaikan *) Closed Case is a complaint that have been resolved
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 621
Annual and Sustainability Report
Page 622
Laporan Keberlanjutan
Sustainability Report
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) Social and Environmental Responsibility (CSER)
[OJK F.25] [OJK F.25]
KAI melaksanakan program Tanggung Jawab Sosial dan KAI implements the Social and Environmental
Lingkungan (TJSL) sebagai wujud komitmen dalam Responsibility (CSER) program as a commitment to
mendukung pencapaian pembangunan berkelanjutan, supporting sustainable development by delivering
dengan menyalurkan manfaat ekonomi, sosial, economic, social, and environmental benefits, as well as
lingkungan, serta menerapkan pemenuhan pada aspek adhering to legal and governance aspects. This is carried
hukum dan tata kelola. Hal tersebut dilaksanakan out based on integrated, targeted, measurable, and
berdasarkan prinsip pengelolaan yang terintegrasi, responsible management principles, forming an
terarah, terukur dampaknya, serta bertanggung jawab, inseparable part of the company's business approach.
sebagai bagian yang tidak terpisahkan dari pendekatan
bisnis Perseroan.
Program TJSL KAI dilaksanakan dengan berorientasi pada KAI's CSER program is oriented towards achieving the
pencapaian Tujuan Pembangunan Berkelanjutan di Sustainable Development Goals (SDGs) in Indonesia and
Indonesia serta berpedoman pada ISO 26000, sebagai is guided by ISO 26000, ensuring that the program
upaya menjaga pelaksanaan program tetap terukur, remains measurable, impactful, and sustainable.
berdampak, dan berkelanjutan.
KAI merupakan entitas BUMN, dan karenanya, KAI, as a State-Owned Enterprise (SOE), implements the
melaksanakan program TJSL sesuai ketentuan di dalam TJSL program in accordance with the provisions in the
Peraturan Menteri BUMN Nomor PER-6/MBU/09/2022 Minister of State-Owned Enterprises Regulation Number
Perubahan atas Peraturan Mentri Badan Usaha Milik PER-6/MBU/09/2022, amending the Minister of State-
Negara Nomor PER-05/MBU/04/2021 Tentang Program Owned Enterprises Regulation Number PER-05/MBU/
Tanggung Jawab Sosial dan Lingkungan Badan Usaha 04/2021 concerning the Social and Environmental
Milik Negara. Sesuai ketentuan tersebut, program TJSL Responsibility Program for State-Owned Enterprises.
KAI diarahkan untuk memenuhi tujuan-tujuan sebagai According to these provisions, KAI's TJSL program is
berikut: directed towards achieving the following objectives:
a. Memberikan kemanfaatan bagi pembangunan a. Provide benefits for economic, social,
ekonomi, pembangunan sosial, pembangunan environmental, legal, and governance
lingkungan serta pembangunan hukum dan tata development for the company.
kelola bagi perusahaan.
b. Berkontribusi pada penciptaan nilai tambah bagi b. Contribute to creating added value for the
perusahaan dengan prinsip yang terintegrasi, company with integrated, targeted, measurable,
terarah dan terukur dampaknya serta akuntabel. and accountable principles.
c. Membina usaha mikro dan usaha kecil agar lebih c. Foster micro and small enterprises to become
tangguh dan mandiri serta masyarakat sekitar more resilient and independent, as well as support
perusahaan. the communities around the company.
Pada tahun 2023, KAI melaksanakan kegiatan-kegiatan For 2023, KAI mapped CSER activities into the 17
TJSL dalam rangka mendukung Tujuan Pembangunan Sustainable Development Goals (SDGs) in Indonesia, with
Berkelanjutan (TPB) di Indonesia, dengan pengungkapan the following disclosure:
sebagai berikut:
Tujuan Pembangunan
Jenis Kegiatan TJSL Berkelanjutan (TPB) Penjelasan Capaian
TJSL Activity Sustainable Development Description Achievements
Goals (SDGs)
KAI DungMas TPB 2 Tanpa Kelaparan / Bakti sosial KAI kepada Telah dilaksanakan 77 kegiatan
SDG 2 Zero Hunger masyarakat seperti untuk masyarakat sekitar
memberikan paket sembako operasional di DKI Jakarta, Banten,
dan hewan kurban. / Social Jawa Barat, Jawa Tengah, Jawa
Welfare Contributions by KAI Timur, DI Yogyakarta, Lampung,
to the community, such as Sumatera Utara, Sumatera Selatan,
providing food packages and Sumatera Barat, dan Aceh dengan
sacrificial animals. Realisasi Dana : Rp 4.505.945.908 /
77 activities have been carried out
for communities around
operations in DKI Jakarta, Banten,
West Java, Central Java, East Java,
Yogyakarta, Lampung, North
Sumatra, South Sumatra, West
Sumatra, and Aceh, with a fund
realization of Rp4,505,945,908.
Laporan Tahunan dan Keberlanjutan
622 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 623
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Tujuan Pembangunan
Jenis Kegiatan TJSL Berkelanjutan (TPB) Penjelasan Capaian
TJSL Activity Sustainable Development Description Achievements
Goals (SDGs)
KAI Sehat Sejahtera TPB 3 Kehidupan Sehat Memberikan bantuan Telah dilaksanakan 10 kegiatan di
dan Sejahtera / SDG 3 kesehatan kepada DKI Jakarta, Banten, Jawa Barat,
Good Health and Well- penumpang, pegawai, dan Jawa Tengah, Jawa Timur,
Being masyarakat sekitar seperti Sumatera Selatan, Sumatera Barat
vaksinasi, ambulance, dan dengan Realisasi Dana : Rp
pengobatan. / Health 1.943.615.431,- / 10 activities have
assistance provided to been carried out in DKI Jakarta,
passengers, employees, and Banten, West Java, Central Java,
the surrounding community, East Java, South Sumatra, and
including vaccinations, West Sumatra, with a fund
ambulance services, and realization of Rp1,943,615,431.
medical treatments.
KAI EduFriend TPB 4 Pendidikan Program peningkatan Telah dilaksanakan 51 kegiatan
Berkualitas / SDG 4 kualitas, pendampingan untuk Sekolah/Yayasan Pendidikan
Quality Education belajar, perbaikan sarana dan sekitar operasional di DKI Jakarta,
prasarana dalam belajar Jawa Barat, Jawa Tengah, Jawa
mengajar, memberikan Timur, Lampung, Sumatera Utara,
beasiswa serta pelatihan- Sumatera Selatan, Sumatera Barat
pelatihan untuk masyarakat. / dengan Realisasi Dana : Rp
Programs aimed at 1.605.089.816,- / 51 activities have
improving educational been carried out for schools/
quality, mentoring, educational foundations around
infrastructure enhancement operations in DKI Jakarta, West
for teaching and learning, Java, Central Java, East Java,
providing scholarships, and Lampung, North Sumatra, South
conducting training sessions Sumatra, and West Sumatra, with
for the community a fund realization of
Rp1,605,089,816.
Kolaborasi Bantuan TPB 4 Pendidikan Pemberian dana bantuan Telah dilaksanakan di Jakarta
Pendidikan / Berkualitas / SDG 4 pendidikan kepada Yayasan dengan Realisasi Dana : Rp
Collaboration in Quality Education BUMN. / Financial aid 1.705.000.000,- / Activities have
Education Assistance provided to BUMN been carried out in Jakarta with a
Foundations fund realization of
Rp1,705,000,000.
KAI-Pling/Peduli TPB 11 Kota dan KAI – Pling (Kereta Api Peduli (KAI Pling) Telah dilaksanakan 58
Lingkungan / KAI- Pemukiman yang Lingkungan) program atas kegiatan untuk masyarakat sekitar
Pling/Peduli Berkualitas / SDG 11 kepedulian KAI terhadap operasional di DKI Jakarta, Jawa
Lingkungan Sustainable Cities and lingkungan, sarana dan Barat, Jawa Tengah, Jawa Timur, DI
Communities prasarana umum, Yogyakarta, Sumatera Utara,
pengelolaan sampah, serta Sumatera Selatan dengan Realisasi
penanaman pohon yang Dana : Rp 2.848.246.177,- / (KAI
berada di sekitar proses bisnis Pling) 58 activities have been
KA. / Support programs for carried out for communities
the community aimed at around operations in DKI Jakarta,
enhancing comfort in West Java, Central Java, East Java,
worship Rolling Stock Yogyakarta, North Sumatra, and
through construction and South Sumatra, with a fund
renovation of worship realization of Rp2,848,246,177.
infrastructure
KAI Sar-I/Sarana TPB 11 Kota dan Program dukungan untuk Telah dilaksanakan 63 kegiatan
Ibadah Pemukiman yang masyarakat dalam untuk masyarakat sekitar
Berkualitas / SDG 11 meningkatkan kenyamanan operasional di Bali, DKI Jakarta,
Sustainable Cities and dalam beribadah berupa Jawa Barat, Jawa Tengah, Jawa
Communities pembangunan dan renovasi Timur, DI Yogyakarta, Lampung,
sarana ibadah. / Support Sumatera Utara, Sumatera Selatan,
program for society to Sumatera Barat dengan Realisasi
increase their comfort in Dana : Rp 1.726.089.400,- / 63
worship by construct and activities have been carried out for
renovate religion worship communities around operations in
buildings. Bali, DKI Jakarta, West Java,
Central Java, East Java,
Yogyakarta, Lampung, North
Sumatra, South Sumatra, and
West Sumatra, with a fund
realization of Rp1,726,089,400.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 623
Annual and Sustainability Report
Page 624
Laporan Keberlanjutan
Sustainability Report
Tujuan Pembangunan
Jenis Kegiatan TJSL Berkelanjutan (TPB) Penjelasan Capaian
TJSL Activity Sustainable Development Description Achievements
Goals (SDGs)
KAI Go Green TPB 15 Ekosistem Darat / Program Pelestarian Alam, Telah dilaksanakan 22 kegiatan
SDG 15 Life on Land pengelolaan sampah, serta untuk lingkungan hidup sekitar
penanaman pohon yang operasional di DKI Jakarta, Banten
berada di sekitar proses bisnis Jawa Barat, Jawa Tengah, Jawa
KAI. / Environmental Timur, DI Yogyakarta, Lampung,
preservation programs, waste Sumatera Utara, Sumatera Selatan,
management, and tree Sumatera Barat dengan Realisasi
planting around KAI's Dana : Rp 665.635.000,- / 22
business processes activities have been carried out for
environmental conservation
around operations in DKI Jakarta,
Banten, West Java, Central Java,
East Java, Yogyakarta, Lampung,
North Sumatra, South Sumatra,
and West Sumatra, with a fund
realization of Rp665,635,000.
Total Realisasi Dana Program TJSL / Total Realization of CSER Program Funds Rp 14.999.621.732,-
Selain program-program TJSL, KAI juga melakukan In addition to TJSL programs, KAI also makes broader
kontribusi yang lebih luas terutama untuk kesejahteraan contributions, especially towards community welfare
masyarakat pada TPB 8 Pekerjaan Layak dan Pertumbuhan under SDG 8 (Decent Work and Economic Growth). KAI
Ekonomi. KAI memberikan pendanaan untuk provides funding to enhance the capabilities of micro
meningkatkan kemampuan para pelaku usaha mikro dan and small business operators to become resilient and
usaha kecil agar menjadi tangguh dan mandiri. KAI self-reliant. This includes providing business capital loans
melakukan pemberian bantuan pinjaman modal usaha to UMK through Bank BRI, as outlined in the Ministry of
kepada UMK melalui Bank BRI sesuai surat Kementrian SOEs Letter Number: S-721/MBU/11/2022 dated November
BUMN Nomor : S-721/MBU/11/2022 tanggal 10 November 10 th, 2022, regarding the 'Micro and Small Business
2022 tentang "Kerjasama Program pendanaan Usaha Funding Program Cooperation.' The PUMK funds
Mikro dan Usaha Kecil ("Kerja Sama Program PUMK"). distributed through Bank BRI cover regions such as
Penyaluran dana PUMK yang disalurkan melalui Bank Bandung, Malang, Medan, Padang, Purwokerto, and
BRI terdiri dari wilayah Bandung, Malang, Medan, Padang, Yogyakarta, with plans to gradually expand to other areas
Purwokerto dan Yogyakarta, dan secara bertahap akan in Indonesia. In 2023, KAI provided Rp3,800,000,000 to
terus memperluas cakupan wilayah penyaluran ke Bank BRI, benefiting 73 UMK, bringing the total number
sejumlah wilayah Indonesia lainnya. Pada tahun 2023, of UMK supported by the company to 2,644. Additionally,
KAI menyalurkan pendanaan modal usaha kepada Bank KAI implements various mentoring programs, such as:
BRI sebesar Rp 3.800.000.000,- yang baru tersalurkan
kepada 73 UMK, sampai dengan tahun 2023 total UMK
yang dibina oleh perseroan sebanyak 2.644 UMK. Tidak
hanya itu, KAI juga melakukan program-program
pembinaan seperti :
1. MiKA Hasanah. Program sertifikasi mitra binaan yang 1. MiKA Hasanah: A certification program for partner
bertujuan untuk meningkatkan tingkat kepercayaan enterprises aimed at enhancing consumer trust in
konsumen kepada produk mitra binaan, meliputi their products, including Halal Certification and
Sertifikasi Halal dan Produk Halal, Brand Operation Product, Brand Operation, and Online Single
dan Online Single Submission (OSS) Submission (OSS).
2. MiKA Go Global. Program yang mengikutsertakan 2. MiKA Go Global: A program that involves partner
mitra binaan dalam pameran yang diselenggarakan enterprises in exhibitions held by external parties
oleh pihak eksternal dalam negeri maupun luar both domestically and internationally to introduce
negeri untuk memperkenalkan produk mitra binaan their products to a wider audience. In 2023, KAI
kepada khalayak yang lebih luas. Pada 2023, KAI successfully participated in exhibitions such as The
berhasil mengikutsertakan mitra binaan pada The 23rd Jakarta International Handicraft Trade Fair
23rd Jakarta International Handicraft Trade Fair (InaCraft) at the Jakarta Convention Center, UMAMI
(InaCraft) di Jakarta Convention Center, Pameran ARENA Exhibition in Norway, Craft Exhibition, UMKM
UMAMI ARENA di Norwegia, Pameran Kriya, Bazar Bazaar for Indonesia, and Yatimpreneur.
UMKM untuk Indonesia, dan Yatimpreneur
Laporan Tahunan dan Keberlanjutan
624 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 625
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
3. MiKA Next Class. Pelatihan dan pendampingan 3. MiKA Next Class: Training and mentoring sessions
seperti penanganan krisis, innovation and covering crisis management, innovation and
improvement, manajemen keuangan, content improvement, financial management, content
creator, digital marketing, dan teknik foto produk creation, digital marketing, and product
yang diberikan kepada mitra binaan. KAI berharap photography techniques provided to partner
usaha mereka bisa naik kelas dengan memenuhi enterprises. KAI aims to help these businesses
minimal 2 kriteria pada peningkatan jumlah pegawai, elevate their status by meeting at least two criteria
peningkatan nilai pinjaman, peningkatan kapasitas for increasing employees, loan values, production
produksi, peningkatan omzet, pelibatan masyarakat capacity, revenue, involving the local community
sekitar untuk menghasilkan produk, pemasaran in product creation, marketing products outside
produk di luar kota/negeri, dan atau memperoleh their city/country, and/or obtaining national/
sertifikat nasional/internasional. international certifications.
4. Teras MiKA. Program untuk mendukung UMK 4. Teras MiKA: A program to support UMK in enhancing
meningkatkan kemampuan dan menambah their capabilities and increasing income by
pendapatan dengan menyediakannya lokasi di area providing them locations in commercial areas at
komersial KAI di stasiun-stasiun kereta api. KAI railway stations.
KAI melaksanakan tujuan berkontribusi pada penciptaan KAI carries out its goal of contributing to value creation
nilai tambah bagi perusahaan dengan prinsip yang for the company through principles that are integrated,
terintegrasi, terarah dan terukur dampaknya serta targeted, and measurable in their impact, as well as
akuntabel lewat penilaian return on investment. ROI accountable through the assessment of return on
mengukur dan menggali seberapa besar nilai sosial, investment (ROI). ROI measures and explores the extent
lingkungan dan ekonomi yang tercipta dari of social, environmental, and economic value created from
implementasi program dengan membandingkan net program implementation by comparing the net present
present value of benefits (total outcome dari aspek value of benefits (the total outcome from economic,
ekonomi, sosial, dan lingkungan) dengan net present social, and environmental aspects) with the net present
value of investment (keseluruhan input baik dana, value of investment (all inputs including funds, goods,
barang, dan waktu). Perusahaan dapat memperkirakan and time). The company can estimate the investment
nilai investasi yang dikeluarkan untuk setiap program value expended for each established program (initial
yang ditetapkan (initial investment amount) dan nilai investment amount) and the benefit value received by
manfaat atas investasi yang diterima oleh penerima the beneficiaries (impact value).
manfaat (impact value).
Pada tahun 2023, Teras MiKA mendapatkan skor SROI In 2023, Teras MiKA achieved an SROI score of 2.00. The
sebesar 2.00. Program Teras MiKA merupakan program Teras MiKA program is a community development
pengembangan masyarakat sebagai wujud tanggung initiative representing KAI's social responsibility aimed
jawab sosial KAI untuk peningkatan kesejahteraan at improving the economic welfare and quality of life for
ekonomi dan kualitas hidup para pelaku UMK Mitra micro and small business operators supported by the
Binaan Perseroan. Company.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 625
Annual and Sustainability Report
Page 626
Laporan Keberlanjutan
Sustainability Report
PT KAI (Persero) memberikan input sebesar Rp PT KAI (Persero) provided input amounting to Rp
301.253.863,- yang dirincikan sebagai berikut : 301,253,863 which was detailed as follows:
1. Tempat berjualan offline yang dinamakan Teras 1. An offline sales area called Teras UMK on the south
UMK di sisi selatan Stasiun Bandung untuk 25 pelaku side of Bandung Station for 25 MSMEs.
UMK.
2. Online training sistem Point of Sales (PoS) sebanyak 2. Online Point of Sales (PoS) system training conducted
satu kali kepada 25 pelaku UMK. once for 25 MSMEs.
3. 4 (empat) hardware dengan sistem Point of Sales 3. 4 hardware units equipped with a Point of Sales
(PoS). (PoS) system.
4. 2 (dua) pramuniaga untuk membantu melayani 4. 2 sales assistants to help serve customers and
konsumen dan menjalankan operasional toko Teras operate the Teras UMK store.
UMK.
5. 14 pak kantong kresek ramah lingkungan yang 5. 14 packs of environmentally friendly bags made
terbuat dari singkong from cassava.
Input tersebut menghasilkan outcome sebagai berikut This input generated the following outcomes:
:
1. Mengembangkan bisnis bagi 25 pelaku UMK di Kota 1. Developed businesses for 25 MSMEs in Bandung
Bandung melalui kasir digital (efisiensi dan akurasi by providing digital cashier systems (enhancing
pencatatan transaksi penjualan dan stok produk), efficiency and accuracy in recording sales
tempat berjualan offline di Stasiun Bandung transactions and product stock), an offline sales
(memperluas pasar), dan bantuan pramuniaga. area at Bandung Station (expanding the market),
and assistance from sales assistants.
2. Meningkatkan pendapatan pelaku UMK dengan total 2. Increased MSME players' income with total sales of
penjualan sebanyak 7188 produk UMK (fesyen, 7,188 MSME products (fashion, food, beverages, and
makanan, minuman, dan kerajinan) secara offline crafts) by station visitors and employees.
oleh pengunjung stasiun maupun karyawan.
3. Meningkatkan reputasi Perseroan sebagai 3. Enhanced the company's reputation as a corporation
perusahaan yang tidak hanya peduli pelaku usaha that cares not only for micro and small businesses
mikro dan kecil, namun juga lingkungan dengan but also for the environment by continuing to
tetap menyediakan kantong kresek berbahan alami provide natural cassava-based bags.
dari singkong.
4. Meningkatkan reputasi dan pendapatan mitra iSeller 4. Improved the reputation and income of iSeller
selaku penyedia aplikasi kasir digital partners as providers of digital cashier application.
5. Meningkatkan kepuasan pengunjung atas 5. Increased customer satisfaction with the addition
penambahan fasilitas berbelanja di Stasiun of shopping facilities at Bandung Station.
Bandung
6. Membantu Pemerintah Kota Bandung mencapai 6. Assisted the Bandung City Government in achieving
Rencana Pembangunan Jangka Menengah Daerah the Regional Medium-Term Development Plan
(RPJMD) mengenai Program Pengembangan (RPJMD) regarding the MSME Development
UMKM Program.
Laporan Tahunan dan Keberlanjutan
626 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 627
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
TANGGUNG JAWAB PENGEMBANGAN RESPONSIBILITY FOR SUSTAINABLE
PRODUK DAN/ATAU JASA KEBERLANJUTAN PRODUCT AND/OR SERVICE DEVELOPMENT
Inovasi dan Pengembangan Produk/Jasa Keuangan Innovation and Development of Sustainable Financial
Berkelanjutan [OJK F.26] Products/Services [OJK F.26]
Dalam upaya menjalankan proses bisnis secara In its efforts to conduct business processes sustainably,
berkelanjutan, KAI terus melakukan inovasi bagi KAI continuously innovates for both internal and external
pemangku kepentingan internal dan eksternal agar stakeholders to achieve the Sustainable Development
mencapai Tujuan Pembangunan Berkelanjutan (TPB). Goals (SDGs). The COVID-19 pandemic has driven KAI to
Pandemi COVID-19 mendorong KAI untuk melakukan improve its business activities through the digitalization
improvement dalam kegiatan bisnisnya melalui of services aimed at facilitating customer access to KAI's
digitalisasi layanan yang bertujuan untuk products/services and simplifying employee workflows.
memudahkan pelanggan dalam mengakses produk/jasa KAI implements digital service innovations using the
yang dimiliki KAI serta memudahkan proses kerja Access by KAI app, which provides ease and comfort for
pegawai. KAI melakukan inovasi layanan berbasis customers to access KAI services. With this application,
digital menggunakan aplikasi Access by KAI yang customers do not need to print purchased tickets, thereby
memberikan kemudahan dan kenyamanan bagi reducing paper usage. KAI provides convenience for
pelanggan untuk mengakses layanan KAI. Dengan customers in accessing services by developing various
adanya aplikasi ini pelanggan tidak harus mencetak features and services in the Access by KAI app, with the
tiket yang dibeli sehingga sekaligus mengurangi latest version being 6.0.69 as of 2023. The app includes
penggunaan kertas. Kemudahan pelanggan dalam several features such as membership and loyalty points
mengakses layanan diwujudkan oleh KAI dengan used to redeem rail points earned through train ticket
mengembangkan berbagai macam fitur dan layanan purchases. Additionally, KAI offers easy payment options
di aplikasi Access by KAI engan versi terbaru yaitu versi through QRIS, direct debit, credit cards, virtual accounts,
6.0.69 sampai 2023. Terdapat beberapa fitur layanan paylater, retail outlets, and e-wallets. KAI also has its own
di dalam aplikasi Access by KA seperti membership e-wallet, KAI Pay, integrated within the Access by KAI
dan loyalty point yang digunakan untuk menukar rail app. Moreover, the app simplifies ticket booking for
point yang didapat melalui pembelian tiket kereta. intercity trains, local trains, and LRT Jabodebek. Beyond
Tidak hanya itu, KAI juga memberikan kemudahan booking, Access by KAI allows customers to cancel,
dalam pembayaran yang bisa dilakukan melalui QRIS, reschedule, and manage other services from anywhere
direct debit, Kartu Kredit, virtual account, paylater, without needing to queue at the station.
gerai retail dan e-wallet. Bahkan sekarang KAI sudah
memiliki e-wallet sendiri yang ada dalam aplikasi KAI
Access yaitu KAI Pay. Di samping itu, aplikasi ini
memudahkan pelanggan dalam melakukan pemesanan
tiket kereta api mulai dari tiket KA antar kota, lokal,
dan LRT Jabodebek. Tidak hanya pemesanan tiket,
pada Access by KAI dapat melakukan pembatalan,
reschedule, dan lainnya di manapun tanpa harus antre
di stasiun.
KAI juga mengintegrasikan aplikasi Access by KAI dengan KAI has also integrated the Access by KAI app with services
layanan anak perusahaan seperti KA Lokal yang from its subsidiaries, such as local trains operated by KAI
dioperasikan oleh KAI Commuter, KA Bandara yang Commuter, airport trains operated by KAI Bandara, on-
dioperasikan oleh KAI Bandara, pemesanan makanan dan board food and beverage orders (Rail Food), KRL schedule
minuman di atas KA (Rail Food), informasi jadwal dan information and ticket bookings, and KAI Logistik
pemesanan tiket KRL, dan informasi terkait KAI Logistik Ekspress information. Additionally, customers can book
Ekspress. Selain itu, pelanggan juga dapat memesan KCJB Whoosh tickets through the Access by KAI app and
tiket KCJB Whoosh di aplikasi Access by KAI serta dapat choose transportation modes for picking up or dropping
memilih moda transportasi yang digunakan untuk off customers at their destinations. This is because Access
mengantar maupun menjemput pelanggan ke tempat by KAI has integrated multi-modal transport through the
tujuan. Hal ini dikarenakan Access by KAI telah app, including taxi or bus bookings via First Mile and Last
mengintegrasikan transportasi antar moda di KAI Access Mile services.
melalui pemesanan Taksi atau Bus melalui layanan First
Mile dan Last Mile yang dapat dipesan pada aplikasi
Access by KAI.
Access by KAI memiliki fitur connecting train, dimana Access by KAI features a connecting train function,
pelanggan dapat memesan tiket persambungan di allowing customers to book connecting tickets directly
Access by KAI . Sebagai contoh penumpang ingin naik through the app. For example, if a passenger wants to
kereta dari Jakarta menuju Banyuwangi, saat ini belum travel from Jakarta to Banyuwangi and there is no direct
tersedia kereta langsung yang menuju ke Banyuwangi, train available, this feature will help the system in KAI
dengan adanya fitur ini maka sistem di KAI Access akan Access find connecting train schedules that can be booked
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 627
Annual and Sustainability Report
Page 628
Laporan Keberlanjutan
Sustainability Report
mencarikan jadwal kereta persambungan yang dapat to reach Banyuwangi. Additionally, to accommodate
dipesan pelanggan agar dapat menuju ke Banyuwangi. group travel, Access by KAI allows bookings for up to 10
Untuk mengakomodasi penumpang yang bepergian passengers under a single booking code.
secara berkelompok, saat ini di Access by KAI dapat
dilakukan pemesanan dimana dalam satu kode booking
bisa memesan hingga 10 orang penumpang.
Untuk memberikan kenyamanan pelanggan dalam To enhance passenger comfort during train journeys,
melakukan perjalanan menggunakan kereta api di Access Access by KAI includes several features such as
by KAI ditambahkan beberapa fitur seperti Entertainment on Board (EoB), which allows passengers
Entertainment on Board (EoB), dimana penumpang to access videos like movies or series online while
dapat mengakses video seperti film atau serial secara connected to the train’s intranet. There is also a Premium
daring saat terhubung dengan jaringan intranet yang Entertainment feature where videos can be accessed via
ada di dalam kereta, Ada juga fitur Premium the Internet. Additionally, passengers can use the Access
Entertainment dimana video tersebut dapat diakses by KAI app to top up phone credits, purchase data
melalui jaringan Internet. Apabila penumpang ingin isi packages, or buy electricity tokens.
ulang pulsa telepon, pembelian paket data internet atau
pembelian token listrik, hal itu dapat dilakukan pelanggan
di aplikasi Access by KAI.
Untuk menambahkan kenyamanan pelanggan saat For further convenience, the app features live tracking,
perjalanan menggunakan kereta api, pada aplikasi Access enabling passengers to track the train’s location. There
by KAI terdapat fitur live tracking, dimana pelanggan is also a Trip Planner feature to help passengers plan
dapat melacak posisi kereta berada di atas KA , selain their activities in the destination city according to their
itu ada Fitur Trip Planner dimana pelanggan dalam preferences. Hotel bookings can also be made through
menyusun rencana perjalanannya saat berada di kota the Access by KAI app.
tujuan sesuai dengan preferensi pelanggan. Untuk
pemesanan hotel juga bisa dilakukan di aplikasi Access
by KAI.
Pada inovasi keamanan dalam pengangkutan rel, In terms of rail transportation security innovation, KAI
sebelumnya KAI hanya mengangkut rel dengan has previously transported rails with a maximum weight
maksimum jenis berat 54 dengan panjang 25 meter. of 54 kg and a length of 25 meters. However, to support
Namun, guna mendukung proyek strategis nasional, saat national strategic projects, KAI has successfully
ini KAI telah berhasil melakukan pengangkutan rel transported rails with a weight of 60 kg and a length of
untuk jenis berat 60 dengan panjang 50 meter secara 50 meters smoothly, safely, and on time. This
lancar, aman dan tepat waktu. Hal ini akan menambah improvement will enhance the quality and coverage of
kualitas dan cakupan rel kereta api sehingga semakin railway tracks, further contributing to Indonesia's
dapat berkontribusi bagi kemajuan Indonesia. movement.
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Products/Services Evaluated for Customer Safety
Pelanggan [OJK F.27][GRI 3-3, 416-1, 416-2] [OJK F.27][GRI 3-3, 416-1, 416-2]
Keselamatan pelanggan merupakan aspek krusial dalam Customer safety is a crucial aspect of the railway business,
bisnis perkeretaapian, karena insiden keselamatan dapat as safety incidents can impact the company's reputation
berpengaruh pada reputasi dan kepercayaan publik and public trust. Therefore, KAI is committed to evaluating
terhadap perusahaan. Maka dari itu, KAI selalu the safety of all (100%) of our products and services. KAI
berkomitmen untuk mengevaluasi keamanan pada has implemented safety, health, and security standards
seluruh (100%) produk dan jasa kami. KAI telah for customers and partners. The company adheres to
menerapkan standar keselamatan, kesehatan, dan customer health and safety aspects based on the Minister
keamanan bagi para pelanggan dan mitra. KAI of Transportation Decree No. KM 355 of 2020 regarding
menerapkan pemenuhan aspek kesehatan dan the Assignment to PT Kereta Api Indonesia (Persero) to
keselamatan pelanggan berdasarkan Keputusan Menteri Provide Public Service Obligations (PSO) for Economy
Perhubungan No. KM 355 Tahun 2020 tentang Penugasan Class Passenger Transport in 2023, and the Minister of
kepada PT Kereta Api Indonesia (Persero) untuk Transportation Decree No. KM 346 of 2020 regarding the
Menyelenggarakan Kewajiban Pelayanan Publik (PSO) Assignment to PT Kereta Api Indonesia (Persero) to Provide
Angkutan Orang dengan Kereta Api Kelas Ekonomi Tahun Pioneer Transport in 2023. KAI's commitment to ensuring
2023, serta Keputusan Menteri Perhubungan No. KM 346 the safety of our products and services, and ultimately
Tahun 2020 tentang Penugasan kepada PT Kereta Api customer safety, is evidenced by the absence of non-
Indonesia (Persero) untuk Menyelenggarakan Angkutan compliance incidents related to the health and safety
Perintis Tahun 2023. Komitmen KAI dalam memastikan impacts of our products/services. [GRI 2-27]
keamanan produk dan jasa kami sampai kepada
keselamatan pelanggan terbukti dengan tidak adanya
Laporan Tahunan dan Keberlanjutan
628 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 629
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
insiden ketidakpatuhan terkait dampak kesehatan dan
keselamatan produk/jasa. [GRI 2-27]
Dengan pencabutan status pandemi dan keadaan yang With the lifting of the pandemic status and the improving
telah berangsur membaik, KAI menerapkan penilaian situation, KAI has implemented health and safety impact
dampak kesehatan dan keselamatan penumpang sesuai assessments for passengers in accordance with the
kebijakan Menteri Perhubungan serta perubahannya. Minister of Transportation's policies and their amendments.
Petugas KAI yang bersinggungan secara langsung KAI ensures that employees who interact directly with
dengan pelanggan dipastikan telah mendapat vaksin customers have received COVID-19 vaccinations and
COVID-19 serta vaksin booster. Adapun, pada angkutan booster shots. For freight train services, KAI adheres to
kereta api barang, KAI mengacu pada ketentuan the provisions of the Minister of Transportation
Peraturan Menteri Perhubungan Nomor PM 48 tahun Regulation No. PM 48 of 2014 concerning the Procedures
2014 tentang Tata Cara Pemuatan, Penyusunan, for Loading, Arranging, Transporting, and Unloading
Pengangkutan, dan Pembongkaran Barang dengan Goods by Train and its amendments.
Kereta Api dan aturan perubahannya.
Keamanan perjalanan kereta api juga dipastikan dengan Rail travel safety is also ensured through regular
rutin mengevaluasi sarana dan prasarana. Pada sarana evaluations of Rolling Stock and infrastructure. For
misalnya, sebelum dapat beroperasi, kereta, gerbong dan example, before operation, trains, carriages, and
lokomotif harus dicek dan dipastikan kelayakannya oleh locomotives must be checked and deemed fit for use by
petugas sarana. KAI melakukan pengecekan harian Rolling Stock officers. KAI conducts daily checks before
sebelum sarana digunakan hingga pengecekan enam use, as well as more complex and comprehensive checks
bulanan, tahunan, dua tahunan, dan empat tahunan every six months, annually, biennially, and quadrennially.
untuk pengecekan yang semakin kompleks dan Similarly, infrastructure such as tracks and railway lines
menyeluruh. Begitu juga dengan prasarana seperti jalur are inspected daily by Track Inspectors (PPJ) to ensure
dan rel kereta api. Pemeriksaan rutin setiap hari dilakukan the tracks are safe and free from obstructions.
oleh Petugas Pemeriksa Jalur (PPJ) yang memastikan
kondisi jalur yang akan dilewati kereta api aman dan
bebas dari gangguan.
KAI juga terus melakukan inovasi dan peningkatan KAI continuously innovates and enhances the safety of
keamanan angkutan barang yang bertujuan dapat freight transport to increase partner satisfaction. Health
meningkatkan kepuasan mitra. Protokol kesehatan yang protocols implemented include providing handwashing
sudah dilakukan adalah memberikan fasilitas tempat facilities and hand sanitizers at terminals, increasing
cuci tangan dan hand sanitizer di wilayah Terminal serta surveillance by installing CCTV at loading and unloading
peningkatan pengawasan dengan memasang CCTV pada locations, and ensuring security personnel are stationed
lokasi tempat muat dan bongkar dan memastikan in vulnerable areas to ensure the safety of goods,
petugas keamanan bertugas di wilayah yang dianggap especially container transport. We also ensure the
rawan untuk memastikan keamanan barang terutama availability of fire extinguishers (APAR) in baggage cars
angkutan peti kemas. Kami juga memastikan tersedianya and calibrated scales to support the smooth retail
APAR di Kereta Bagasi dan timbangan yang sudah ditera transportation process. Lastly, we ensure that employees
guna mendukung kelancaran proses pengangkutan use personal protective equipment (PPE) and perform
retail. Terakhir, memastikan petugas menggunakan their duties according to existing SOPs.
APD dan melakukan pekerjaan sesuai dengan SOP yang
ada.
KAI memosisikan kesehatan dan keselamatan pelanggan KAI prioritizes customer health and safety as an essential
dan mitra sebagai aspek penting yang senantiasa aspect, committing to providing products and services
diprioritaskan, antara lain melalui komitmen untuk dapat that are not only excellent but also safe for all customers.
memberikan produk dan jasa yang tidak hanya unggul With this understanding, KAI is committed to guaranteeing
namun juga aman kepada seluruh pelanggan. Atas the safety of products and services for all customers. KAI
pemahaman tersebut, KAI berkomitmen untuk dapat consistently prioritizes the implementation of safety,
memberikan jaminan keamanan produk dan jasa kepada health, and security standards for all customers and
seluruh pelanggan. KAI senantiasa mengutamakan business partners, continuously improving railway services
penerapan standarisasi keselamatan, kesehatan, dan across all its offerings.
keamanan bagi seluruh pelanggan dan mitra usaha, dan
secara terus-menerus mewujudkan peningkatan layanan
kereta api pada seluruh layanannya.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 629
Annual and Sustainability Report
Page 630
Laporan Keberlanjutan
Sustainability Report
Namun, terkadang terdapat perilaku pelanggan yang However, sometimes there are behaviors from passengers
dapat membahayakan diri sendiri. Aksi petugas that can be hazardous to themselves. An example is the
pengamanan Stasiun Pasar Minggu yang berhasil security staff at Pasar Minggu Station successfully
mengamankan pelanggan Commuterline yang hendak intervening with a Commuterline passenger who
melakukan percobaan bunuh diri di area peron pada 2 attempted suicide on the platform on September 2 nd,
September 2023, merupakan cerminan dari nilai-nilai 2023. This incident reflects the deeply ingrained values
yang sudah membudaya dalam seluruh tindakan in all actions of KAI staff. Management continually
petugas KAI. Manajemen terus menekankan kepada emphasizes the importance for all personnel, especially
seluruh petugas, khususnya frontliner untuk memiliki frontliners, to exhibit quick response, courage, and high
sikap cepat tanggap, keberanian, dan kepedulian yang levels of care. This action by our staff has received
tinggi. Tindakan petugas kami telah mendapat perhatian widespread attention on social media and has been
luas di media sosial dan didukung serta diapresiasi oleh supported and appreciated by the public. This is a real
masyarakat. Aksi ini adalah contoh nyata dari komitmen demonstration of KAI’s commitment to providing services
KAI untuk memberikan layanan yang lebih dari sekedar beyond just transportation. The safety of all our passengers
transportasi. Keselamatan seluruh penumpang kami is our top priority. KAI is committed to maintaining the
adalah prioritas utama. KAI berkomitmen untuk menjaga trust of all our loyal customers. We ensure that all (100%)
kepercayaan seluruh pelanggan yang telah setia of our security personnel are trained in security
menggunakan jasa kami. Kami memastikan bahwa semua procedures that respect human rights. [GRI 410-1]
(100%) petugas keamanan kami telah dilatih dalam
menerapkan prosedur keamanan yang memperhatikan
hak asasi manusia. [GRI 410-1]
Dampak Produk/Jasa [OJK F.28] Product/Service Impacts [OJK F.28]
KAI mengidentifikasi dampak produk dan jasa serta KAI identifies the impacts of its products and services
mengelompokkan dampak-dampak tersebut menjadi and categorizes these impacts into positive and negative
dampak positif dan negatif. Dampak positif dari produk effects. The positive impacts of railway products and
dan jasa kereta api antara lain menjadi solusi mobilitas services include providing a high-capacity and
masyarakat yang berkapasitas massal dan ramah environmentally friendly mobility solution for the
lingkungan. Pada angkutan penumpang satu gerbong community. For passenger transport, one carriage can
dapat mengangkut 175 penumpang dan dapat lebih carry 175 passengers, and even more, especially for
terutama untuk kereta Jabodetabek di jam pergi dan commuter trains in the Greater Jakarta area during peak
pulang kerja hingga mencapai satu juta penumpang hours, reaching up to one million passengers daily. For
setiap harinya. Sementara itu untuk angkutan barang freight transport, one carriage can carry 50 tons of goods,
satu gerbong bisa mengangkut 50 ton barang atau equivalent to two container trucks. In South Sumatra, a
seukuran 2 truk kontainer. Bahkan, satu rangkaian KA coal transport train can pull 60 carriages or 3,000 tons
angkutan batu bara di Sumatera bagian selatan dapat at once, which would require approximately 120 trucks
menarik 60 gerbong atau 3.000 ton sekaligus yang jika if transported by road. Choosing rail transport for
diangkut truk maka butuh kurang lebih 120 truk. passengers and goods is more efficient and
Pemilihan Kereta Api sebagai angkutan penumpang dan environmentally friendly due to its low emissions and
barang tentu saja lebih efisien dan ramah lingkungan pollution.
karena rendah emisi dan polusi.
Hal ini menyebabkan distribusi nilai ekonomi yang This leads to the distribution of economic value, which
memacu peningkatan ekonomi masyarakat, melalui stimulates economic growth in the community through
penghematan biaya transportasi. Selain itu KAI juga transportation cost savings. Additionally, KAI absorbs
menyerap tenaga kerja dan bekerjasama dengan pemasok labor and collaborates with local suppliers, further
lokal yang semakin berkontribusi terhadap tingkat contributing to the community's welfare.
kesejahteraan masyarakat.
Adapun, dampak negatif dari kegiatan operasional kereta However, the negative impacts of railway operations
api antara lain berupa kemungkinan dampak lingkungan include potential environmental impacts and,
dan khususnya perlintasan sebidang jalur kereta api tanpa specifically, unauthorized and/or unguarded railway
izin dan/atau tanpa penjaga, yang menghadirkan risiko crossings, which pose accident risks. Moreover,
terjadinya kecelakaan. Di samping itu, perlintasan unauthorized and unguarded crossings cause other issues
sebidang tanpa izin dan tanpa penjaga menghadirkan such as traffic congestion, including vehicles crossing to
dampak lain berupa kemacetan kendaraan termasuk or from the station.
kendaraan yang melintas baik menuju ataupun dari arah
stasiun.
Laporan Tahunan dan Keberlanjutan
630 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 631
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Mengetahui dampak-dampak tersebut kami memastikan Understanding these impacts, we ensure that all our
bahwa setiap produk dan jasa kami telah mengikuti products and services comply with applicable regulations
peraturan dan kebijakan yang berlaku dengan memiliki and policies, providing accurate and understandable label
informasi label dan/atau penjelasan dari pegawai kami information and/or explanations from our employees to
yang akurat dan dapat dimengerti oleh seluruh all KAI customers, particularly regarding safety and
pelanggan KAI, khususnya terkait keamanan dan dampak potential environmental or social impacts. In 2023, there
lingkungan atau sosial yang mungkin timbul dari were no incidents of non-compliance with applicable
penggunaan produk atau jasa. Selama 2023 tidak terjadi regulations related to product and service information
insiden ketidakpatuhan regulasi yang berlaku terkait or marketing conducted by KAI.
informasi produk dan jasa atau menyangkut pemasaran [GRI 2-27, 417-1, 417-2, 417-3]
yang KAI lakukan. [GRI 2-27, 417-1, 417-2, 417-3]
Tidak hanya itu, PT Kereta Api Indonesia telah Furthermore, PT Kereta Api Indonesia has implemented
mengimplementasikan berbagai langkah untuk various measures to mitigate and address the negative
mengurangi dan memulihkan dampak negatif terhadap impacts on human rights within its operations. Some of
hak asasi manusia dalam operasionalnya. Beberapa these initiatives include: (1) Providing training and
diantaranya adalah: (1) Memberikan pelatihan dan edukasi education to employees on the importance of human
kepada karyawan tentang pentingnya hak asasi manusia rights and how to implement them in their daily duties.
dan bagaimana mengimplementasikannya dalam tugas This includes training on anti-discrimination, gender
sehari-hari. Ini termasuk pelatihan tentang anti- equality, and workers' rights. (2) Offering consultation
diskriminasi, kesetaraan gender, dan hak-hak pekerja. services to ensure that victims receive appropriate justice
(2) layanan konsultasi untuk memastikan bahwa korban and recovery, as well as to prevent future human rights
mendapatkan keadilan dan pemulihan yang layak, serta violations.
untuk mencegah terjadinya kembali pelanggaran hak
asasi manusia di masa depan.
Insiden Ketidakpatuhan terkait Keamanan atau Incidents of Non-Compliance Concerning the Safety
Keselamatan atas Penggunaan Produk/Jasa [GRI 416-2] or Security of Product/Service Use [GRI 416-2]
Secara berkala, KAI melakukan penelaahan terhadap Periodically, KAI reviews the development of laws and
perkembangan peraturan perundang-undangan dan regulations as well as best practice standards, including
standar best practices, mencakup terkait aspek aspects related to customer safety or security in the use
keamanan atau keselamatan pelanggan dalam of the company's products/services. Furthermore, KAI
penggunaan produk/jasa Perseroan. Lebih dari itu, KAI implements the necessary mechanisms to monitor the
juga menerapkan mekanisme yang diperlukan dalam application of laws and regulations and best practice
memonitor penerapan peraturan perundang-undangan standards for customer safety or security within the
dan standar best practices keamanan atau keselamatan company, ensuring that applicable regulations are always
pelanggan di lingkungan Perseroan, serta memastikan effectively implemented.
bahwa regulasi yang berlaku senantiasa diterapkan secara
efektif.
Tidak terdapat insiden ketidakpatuhan berkenaan There were no incidents of non-compliance concerning
dengan keamanan dan keselamatan penggunaan the safety and security of KAI's products/services in 2023.
produk/jasa KAI selama 2023. [GRI 2-27] [GRI 2-27]
Jumlah Produk yang Ditarik Kembali [OJK F.29] Number of Products Recalled [OJK F.29]
Kami selalu berupaya semaksimal mungkin dengan We consistently strive to ensure the safety and reliability
konsisten untuk menjamin seluruh produk dan jasa of all railway products and services. However, during 2023,
perkeretaapian terjamin keamanan dan kelancarannya. there were instances where KAI had to recall certain
Menanggapi hal tersebut, selama tahun 2023 terdapat products or services. In terms of infrastructure, there were
produk atau jasa KAI yang ditarik kembali. Pada prasarana, damaged installed rails that needed replacement. The
selama tahun 2023, terdapat kondisi rel terpasang yang total volume of existing rail replacements in 2023 was
rusak dan perlu diganti. Volume total penggantian rel 317,214 meters. This replacement was necessary due to
existing pada tahun 2023 adalah 317.214 meter. defects, wear, corrosion, and to accommodate the
Penggantian ini dilakukan karena kondisi rel mengalami increased number of trains. On the equipment side,
defect, aus, korosi, serta untuk mengakomodasi there were 207 operational disruptions that led to
peningkatan jumlah kereta yang lebih tinggi. Di sisi locomotive recalls, primarily due to issues with the
sarana, terdapat gangguan operasional yang Traction Motor (TM) and Fuel Transfer Pump (FTP).
menyebabkan penarikan kembali sebanyak 207 kali pada Additionally, there were 42 disruptions involving train
lokomotif, dengan penyebab dominan adalah gangguan carriages, mainly due to generator failures.
Traksi Motor (TM) dan Fuel Transfer Pump (FTP). Selain
itu, gangguan pada kereta terjadi sebanyak 42 kali,
dengan penyebab dominan adalah genset mati.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 631
Annual and Sustainability Report
Page 632
Laporan Keberlanjutan
Sustainability Report
Kebijakan dalam Menjaga Kerahasiaan Data Pelanggan Policy on Maintaining Customer Data Confidentiality
[GRI 3-3, 418-1] [GRI 3-3, 418-1]
Teknologi informasi digital dapat meningkatkan efisiensi Digital information technology can enhance operational
operasional dan kenyamanan pelanggan. Penerapan efficiency and customer convenience. The adoption of
teknologi terbaru juga memungkinkan perusahaan the latest technology also allows the company to remain
untuk tetap kompetitif dalam industri yang berkembang competitive in a rapidly evolving industry. Regarding
pesat. Namun transformasi digital juga rentan customer security, KAI understands the importance of
mempengaruhi keamanan pelanggan, KAI memahami protecting personal data or information that can identify
data atau informasi pribadi tentang individu yang dapat individuals, which may be accessed by KAI during the
diidentifikasi dari data atau informasi lainnya yang dapat use of its products or services. With this understanding,
atau kemungkinan dapat diakses oleh KAI selama proses KAI is committed to strictly maintaining the confidentiality
penggunaan produk atau jasa perlu untuk dijaga. Dengan of each customer's personal data, including through the
pemahaman tersebut, KAI menerapkan komitmen untuk use of the KAI Access application. The customer data
menjaga kerahasiaan data pribadi masing-masing confidentiality policy implemented by KAI has been
pelanggan secara ketat, antara lain melalui penggunaan communicated through the "Privacy Policy" article
aplikasi KAI Access. Kebijakan terkait kerahasiaan data available on the KAI Access application.
pelanggan yang diterapkan oleh KAI telah disosialisasikan
melalui artikel “Kebijakan Privasi” yang tersedia pada
aplikasi KAI Access.
Selain itu, PT Kereta Api Indonesia (Persero) juga In addition, PT Kereta Api Indonesia (Persero) also
memberikan kemudahan layanan pada saat pelanggan provides convenience for customers during the boarding
melakukan boarding pass dengan menggunakan Face process through the Face Recognition Boarding Gate.
Recognition Boarding Gate. Teknologi ini merupakan This technology is a boarding service facility at stations
fasilitas layanan boarding pada stasiun yang telah equipped with cameras to identify and validate passenger
dilengkapi kamera untuk mengidentifikasi dan identities through facial recognition, with data
memvalidasi identitas penumpang melalui wajah yang integrated with the train ticket information. This
datanya sudah diintegrasikan dengan data tiket kereta. innovation aims to simplify the boarding process for
Inovasi ini bertujuan untuk mempermudah pelanggan Long-Distance Train passengers by eliminating the need
KA Jarak Jauh yang ingin naik kereta api, tanpa perlu to present various documents such as physical boarding
repot menunjukan berbagai dokumen seperti boarding passes, e-boarding passes, or ID cards.
pass fisik, e-boarding pass, ataupun KTP.
Proses registrasi Face Recognition dapat dilakukan baik The Face Recognition registration process can be
melalui aplikasi KAI Access ataupun di stasiun. Registrasi completed either through the KAI Access app or at the
di stasiun dapat dilakukan pada mesin Check-in Counter station. Registration at the station can be done at the
(CIC) atau melalui petugas layanan khusus di stasiun. Check-in Counter (CIC) machines or with the help of
Proses registrasi tidak dapat diwakili namun cukup special service personnel. The registration process must
membawa e-KTP. Proses registrasi langsung dilakukan be done in person and requires bringing an e-ID card.
dengan menempelkan e-KTP pada perangkat Reader To register, customers place their e-ID card on the Reader
kemudian menempelkan jari telunjuk kanan atau kiri device and then scan their right or left index finger on
pada pemindai yang ada di e-KTP reader. Bagi pelanggan the reader attached to the e-ID card reader. For
yang tidak dapat melakukan registrasi karena tidak customers who cannot register because they do not have
memiliki e-KTP seperti pelanggan anak atau e-KTP nya an e-ID card, such as children or those with damaged
dalam keadaan rusak tidak perlu khawatir. Proses e-ID cards, they can still complete the registration through
registrasi tetap dapat dilakukan melalui petugas layanan. service personnel.
Pendaftaran cukup sekali dan berlaku 1 tahun, serta bisa The registration is a one-time process valid for one year
digunakan di seluruh stasiun yang sudah memiliki fasilitas and can be used at any station equipped with the Face
Face Recognation Boarding Gate. Jika sudah melakukan Recognition Boarding Gate facility. Once registered,
registrasi, pelanggan tidak perlu lagi melakukan cetak customers do not need to print a boarding pass. They
boarding pass. Pelanggan dapat langsung menuju ke can go directly to the Face Recognition Boarding Gate
Face Recognition Boarding Gate jika waktu untuk when boarding time is available. Customers simply direct
boarding sudah dapat dilakukan. Pelanggan their face to the scanner, and if the ticket data, identity,
mengarahkan wajah ke mesin pemindai dan jika data and other requirements are correct, the gate will
tiket, identitas, dan syarat lainnya sudah sesuai, maka automatically open. The face scanning and verification
gate akan otomatis terbuka. Proses pemindaian wajah process is very quick, which greatly facilitates the boarding
pelanggan dan proses verifikasi seluruh data yang process and reduces queue times. which greatly facilitates
tersimpan di sistem KAI sangat cepat, sehingga hal the boarding process and reduces queue times.
tersebut akan sangat mempermudah pelanggan dan
memperlancar antrean saat proses boarding.
Laporan Tahunan dan Keberlanjutan
632 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 633
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Penumpang tidak perlu khawatir dengan keamanan data Passengers need not worry about the security of their
pada fitur face recognition yang dipergunakan oleh KAI, data when using KAI's Face Recognition feature, as KAI
sebab KAI telah memiliki manajemen keamanan has robust information security management practices.
informasi yang baik. KAI sudah mengimplementasikan KAI has implemented an Information Security
Sistem Manajemen Keamanan Informasi berstandar Management System compliant with the international
internasional ISO 27001 tentang Standardisasi ISO 27001 standard for Information Security
Manajemen Keamanan Informasi. Data penting seperti Management. Important data such as names, National
nama, Nomor Induk Kependudukan (NIK), dan foto wajah Identity Numbers (NIK), and facial photos are stored on
pelanggan akan disimpan pada infrastruktur KAI dan KAI’s infrastructure and are used solely for the Face
hanya dipergunakan untuk proses Face Recognition Recognition Boarding Gate process in a digital format.
Boarding Gate secara digital. Data privasi penumpang Passenger privacy data will be retained for one year and
akan disimpan dalam waktu 1 tahun dan dihapus oleh then deleted by the system. Passengers also have the
sistem setelahnya. Penumpang juga berhak mengajukan right to request data deletion at any time after
penghapusan data dirinya sewaktu-waktu setelah registration through the KAI Access app or by contacting
melakukan registrasi melalui aplikasi KAI Accesss atau Customer Service at the station. Nevertheless, KAI offers
dengan mengajukan penghapusan data kepada petugas passengers the choice of boarding either through Face
Customer Service di stasiun. Meskipun demikian, KAI Recognition or manually. For those opting for Face
tetap memberikan pilihan kepada penumpang untuk Recognition, consent will be obtained during the
melakukan boarding melalui Face Recognition ataupun registration process, whether through the KAI Access
manual. Bagi penumpang yang menghendaki boarding app or at the station..
dengan Face Recognition akan terlebih dahulu dimintai
persetujuan pada proses pendaftarannya, baik
pendaftaran di aplikasi KAI Accesss ataupun di stasiun.
Penerapan kebijakan kerahasiaan data pelanggan The implementation of customer data confidentiality
dilakukan sebagai pemenuhan terhadap Undang-Undang policies aligns with Law No. 27 of 2022 on Personal Data
Nomor 27 tahun 2022 tentang Perlindungan Data Pribadi Protection and meets government regulations requiring
serta pemenuhan regulasi pemerintah bahwa electronic system operators for public services to
penyelenggara sistem elektronik untuk pelayanan publik implement information security management systems.
harus menerapkan sistem manajemen pengamanan This is in accordance with: Government Regulation of
informasi seperti tertera pada Peraturan Pemerintah the Republic of Indonesia No. 71 of 2019 on Electronic
Republik Indonesia Nomor 71 Tahun 2019 tentang System and Transaction Implementation, Regulation of
Penyelenggaraan Sistem dan Transaksi Elektronik, the National Cyber and Crypto Agency (BSSN) No. 8 of
Peraturan Badan Siber dan Sandi Negara (BSSN) Nomor 2020 on Security Systems in Electronic System
8 Tahun 2020 tentang Sistem Pengamanan dalam Implementation, and Presidential Regulation No. 95 of
Penyelenggaraan Sistem Elektronik, dan Peraturan 2018 on Electronic-Based Government Systems.
Presiden Nomor 95 Tahun 2018 tentang Sistem Internally, KAI has developed and implemented policies
Pemerintahan Berbasis Elektronik. Secara internal, KAI governing the confidentiality of customer data, as
telah menyusun dan memiliki kebijakan yang mengatur outlined in the Data Governance guidelines based on
penjagaan kerahasiaan data pelanggan, yang termuat Director’s Regulation No. PER.K/KL.104/VIII/1/KA-2022 on
di dalam Manajemen Keamanan Data berdasarkan Data Governance, overseen by the Finance and Risk
Peraturan Direksi PT Kereta Api Indonesia (Persero) Nomor Management Director. The company has conducted an
PER.K/KL.104/VIII/1/KA-2022 tentang Pedoman Tata Kelola Information Technology Maturity and Capability
Data (Data Governance) Direktur Keuangan dan Assessment according to Control Objectives for Information
Manajemen Risiko. Perseroan juga telah melakukan and Related Technology (COBIT) 2019, scoring 3.42 out of
Information Technology Maturity and Capability 5.
Assessment berdasarkan Control Objectives for
Information and Related Technology (COBIT) 2019
dengan nilai 3,42 dari 5.
KAI sudah mengimplementasikan cyber security tools KAI has implemented top-tier cybersecurity tools and
terbaik dan memiliki IT Security Operation Center yang maintains an IT Security Operation Center to identify and
mengidentifikasi dan menangani ancaman kemanan siber address cyber threats promptly before significant
secepat mungkin sebelum kerusakan signifikan terjadi. damage occurs. Recognizing the reality of cybersecurity
Insiden siber menjadi ancaman nyata bagi semua bisnis threats, KAI manages cyber incidents through an
yang menggunakan teknologi digital. KAI mengelola Incident Response Team integrated with BSSN, as
insiden siber dengan pembentukan Tim Tanggap stipulated in the Director's Decree SK.U.KO.101/VII/3/KA-
Insiden Siber yang sudah terintegrasi dengan BSSN 2023. The company continuously ensures controls related
melalui Keputusan Direksi SK.U.KO.101/VII/3/KA-2023. to information security, focusing on confidentiality,
Perseroan secara terus-menerus memastikan kontrol integrity, and availability. As of December 31 st, 2023, KAI
terkait keamanan informasi has not received any complaints related to customer
privacy violations.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 633
Annual and Sustainability Report
Page 634
Laporan Keberlanjutan
Sustainability Report
yang mencakup tiga aspek confidentiality, integrity, dan Tiga aspek yang mencakup confidentiality (kerahasiaan),
availability. Sampai dengan 31 Desember 2023, KAI tidak integrity (integritas), dan availability (ketersediaan).
menerima pengaduan pelanggaran privasi pelanggan. Hingga 31 Desember 2023, KAI tidak menerima pengaduan
pelanggaran privasi pelanggan
Pengukuran Standar Layanan Penyediaan Produk/Jasa Measurement of Service Standards for Product/Service
dan Publikasi Hasilnya Provision and Publication of Results
KAI memahami bahwa keberadaan standar layanan KAI understands that the existence of service standards
penyediaan produk/jasa merupakan aspek yang penting. for product/service provision is an important aspect. This
Hal tersebut merupakan wujud komitmen KAI dalam reflects KAI's commitment to prioritizing customer safety
memprioritaskan keselamatan dan kenyamanan and comfort in each service provided. Furthermore, KAI
pelanggan dalam masing-masing layanan yang also recognizes the importance of socializing service
ditawarkan. Lebih dari itu, KAI juga memahami standards to customers to ensure effective
pentingnya praktik sosialisasi standar layanan kepada implementation, ultimately serving as a tool to protect
pelanggan agar pemenuhan standar pelayanan dapat customer rights as stakeholders with significant impact
terlaksana secara efektif, yang akhirnya berperan sebagai on the company.
perangkat yang melindungi hak-hak pelanggan sebagai
pemangku kepentingan yang sangat penting bagi
Perseroan.
Secara berkala, KAI meninjau standar layanan bagi Periodically, KAI reviews service standards for customers
pelanggan sebagai upaya berkesinambungan guna as a continuous effort to ensure service safety and
menjamin keamanan dan keandalan layanan. KAI juga reliability. KAI has also published the service standards
telah mempublikasikan standar layanan yang diterapkan applied to customers through the website kai.id, social
bagi pelanggan melalui website kai.id, sosial media, media, the annual report, and public information disclosure
laporan tahunan dan kanal keterbukaan informasi channels, as media where the public can obtain any
publik, sebagai media tempat masyarakat dapat necessary information, except for data excluded by law.
memperoleh informasi apa saja yang diperlukan, kecuali
data yang sifatnya dikecualikan menurut undang-undang.
Adapun, standar pelayanan angkutan penumpang di KAI The passenger transport service standards at KAI are
diukur berdasarkan 2 aspek utama yaitu stasiun dan measured based on two main aspects/objects: stations
kereta, dengan pengukuran standar pelayanan dilakukan and trains, with service standard measurements
pada dimensi fisik dan nonfisik. Dimensi fisik adalah conducted on both physical and non-physical
layanan yang memiliki wujud atau bersifat tangible, dimensions. The physical dimension includes tangible
sedangkan dimensi non-fisik adalah layanan yang tidak services, while the non-physical dimension includes
memiliki wujud atau bersifat intangible namun tetap intangible services that still have a significant impact on
memiliki dampak yang besar pada kepuasan pelanggan, customer satisfaction. All these aspects are measured
dan seluruh aspek tersebut dilakukan pengukuran dalam through a Customer Satisfaction Survey conducted twice
bentuk Survei Kepuasan Pelanggan yang dilakukan 2 kali a year.
dalam 1 tahun.
Dalam pembuatan standar layanan, KAI selalu In creating service standards, KAI always considers the
memperhatikan seluruh lingkaran pelayanan yang dimiliki, entire circle of service, such as in passenger transport
seperti contohnya dalam pelayanan angkutan services. KAI has service standards even before the
penumpang, KAI memiliki standar layanan bahkan journey begins (pre-journey), during the journey, and
sebelum pelanggan memulai perjalanan atau pra- post-journey. Examples of services available to customers
perjalanan, selama perjalanan, sampai dengan purna- before starting their journey include the availability of
perjalanan. Contoh layanan yang dapat dinikmati oleh the website kai.id and the KAI Access application, which
pelanggan sebelum memulai perjalanan adalah contain information and procedures for train travel.
tersedianya website kai.id dan aplikasi KAI Access yang Additionally, KAI offers the Contact Center 121 service,
memuat informasi dan prosedur perjalanan dengan kereta which includes social media, email, telephone, and text
api. Selain itu, KAI memiliki layanan Contact Center 121 messages. When customers are about to travel, KAI has
yang mencakup sosial media, e-mail, telepon, dan pesan service standards from the departure station parking
teks. Setelah itu, saat pelanggan akan melakukan gate, service processes at the station and on the train,
perjalanan, KAI memiliki standar layanan mulai dari gate to the point where customers arrive at their destination
parkir stasiun keberangkatan, proses layanan di stasiun and leave the station area.
dan kereta, sampai dengan pelanggan tiba di tujuan dan
meninggalkan area stasiun.
Laporan Tahunan dan Keberlanjutan
634 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 635
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Selain itu, layanan purna-perjalanan pun tersedia bagi Furthermore, post-journey services are also available to
pelanggan. Saat pelanggan memiliki barang yang customers. If customers have left items in the station or
tertinggal di area stasiun atau kereta, pelanggan dapat on the train, they can contact the customer service at
menghubungi layanan pelanggan di stasiun ataupun the station or Contact Center 121 to trace the items.
Contact Center 121 untuk melakukan penelusuran Additionally, KAI provides several other services, all of
terhadap barang tersebut. Selain itu, terdapat sejumlah which have measurable service standards or Service Level
layanan lain yang disediakan KAI, dengan semuanya Agreement (SLA) that are regularly evaluated.
memiliki standar layanan atau Service Level Agreement
(SLA) yang terukur dan selalu terevaluasi dengan baik.
Survei Kepuasan Pelanggan [OJK F.30] Customer Satisfaction Survey [OJK F.30]
Sebagai BUMN yang beroperasi pada bidang jasa As a state-owned enterprise operating in the
transportasi, KAI terus berupaya untuk dapat transportation services sector, KAI continuously strives
mengetahui dan melakukan evaluasi terhadap layanan to understand and evaluate the services provided to
yang diberikan bagi pelanggan. Hasil evaluasi merupakan customers. The evaluation results serve as the basis for
dasar bagi KAI dalam menyusun prioritas perbaikan untuk KAI in setting improvement priorities for the following
periode berikutnya. Hal tersebut dilaksanakan antara lain year. This is carried out through market research
melalui riset pasar yang dilakukan KAI secara berkala setiap conducted by KAI periodically every semester at several
semester pada beberapa stasiun kereta di kota-kota besar train stations in major cities in Java and Sumatra.
Jawa dan Sumatra.
Riset pasar dilaksanakan melalui wawancara langsung Market research is conducted through direct interviews
ataupun sambungan telepon kepada responden, untuk or telephone calls with respondents to assess various
menilai sejumlah aspek terkait kereta api dan stasiun. aspects related to trains and stations. For train
Pada penilaian kereta api, sejumlah aspek yang dinilai assessments, the aspects evaluated include physical
meliputi Aspek fisik kereta makan, aspek fisik toilet, aspek aspects of dining cars, physical aspects of toilets, physical
fisik kabin penumpang, aspek non fisik keramahan, aspects of passenger cabins, non-physical aspects of
aspek non fisik informasi, aspek non fisik ketepatan waktu, hospitality, non-physical aspects of information, non-
aspek non fisik keamanan kereta. Kemudian, pada physical aspects of punctuality, non-physical aspects of
penilaian stasiun, aspek yang dinilai meliputi aspek fisik train security. For station assessments, the aspects
stasiun, aspek fisik ruang tunggu stasiun, aspek fisik evaluated include the physical aspects of the station, the
boarding area, aspek fisik customer service, aspek fisik physical aspects of physical aspects of the station, physical
lokasi pembelian tiket hingga aspek non fisik akurasi aspects of the station waiting room, physical aspects of
informasi, aspek non fisik keramahan, aspek non fisik the boarding area, physical aspects of customer service,
tarif dan tiket. physical aspects of ticket purchase locations, as well as
non-physical aspects of information accuracy, non-
physical aspects of hospitality, and non-physical aspects
of fare and tickets.
Survei kepuasan pelanggan pada semester I dan II tahun KAI conducted customer satisfaction surveys in the first
2023 berhasil memperoleh skor Customer Satisfaction and second semesters of 2023, with the Customer
Index (CSI) masing-masing sebesar 4,44 dan 4,44 dari Satisfaction Index (CSI) scores of 4.44 and 4.44,
skala 1 (sangat tidak puas) sampai skala 5 (sangat puas). respectively, on a scale of 1 (very dissatisfied) to 5 (very
KAI juga melakukan evaluasi dalam rangka meningkatkan satisfied). KAI also conducts evaluations to improve
pelayanan kepada pelanggan untuk periode selanjutnya. services for the next period.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 635
Annual and Sustainability Report
Page 636
Laporan Keberlanjutan
Sustainability Report
ASSURANCE OLEH PIHAK EKSTERNAL [OJK G.1] [GRI 2-5]
EXTERNAL ASSURANCE [OJK G.1] [GRI 2-5]
Pada tahun 2023, KAI menggunakan jasa eksternal In 2023, KAI engaged the services of an independent
independen sebagai penjamin yang memastikan external assurer to ensure the quality and reliability of
kualitas dan keandalan informasi di dalam Laporan information within the Sustainability Report. KAI
Keberlanjutan. Manajemen KAI telah memastikan bahwa management has ensured that this Sustainability Report
Laporan Keberlanjutan ini telah disusun sesuai standar is prepared in accordance with proper reporting
dan prosedur pelaporan yang benar. Lebih dari itu, standards and procedures. Furthermore, KAI
manajemen KAI juga telah memastikan bahwa seluruh management has also ensured that all information
informasi yang diungkapkan melalui Laporan disclosed in this Sustainability Report is accurate and
Keberlanjutan ini benar dan karenanya dapat therefore accountable.
dipertanggungjawabkan.
KAI menjalin kerjasama dengan PT Surveyor Carbon KAI collaborated with PT Surveyor Carbon Consulting
Consulting Indonesia sebagai pihak penjamin validitas Indonesia as the assurer to validate the validity and
dan kredibilitas Laporan Keberlanjutan tahun 2023 sesuai credibility of the 2023 Sustainability Report in accordance
assurance standard AA1000 agar kualitas laporan yang with AA1000 assurance standards. This ensures that the
dihasilkan tidak hanya memberikan informasi quality of the report not only provides holistic
keberlanjutan KAI yang holistik namun sekaligus akurat sustainability information about KAI but is also accurate
dan terpercaya. and trustworthy.
Laporan Tahunan dan Keberlanjutan
636 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 637
INDEPENDENT ASSURANCE STATEMENT
Statement No: SMD-25614-NS-PT.KAI
REPORT ON SUSTAINABILITY ACTIVITIES IN THE SUSTAINABILITY REPORT OF PT KERETA API INDONESIA (PERSERO)
FOR 2023
NATURE OF ASSURANCE interest, with no personal or financial ties that could affect
their objectivity.
PT Surveyor Carbon Consulting Indonesia (referred to as
"SCCI" or "we") has been engaged by PT Kereta Api The assurance team maintains impartiality throughout
Indonesia (Persero) (referred to as "KAI" or "the reporting their evaluation, ensuring their findings are unbiased and
company") to provide independent assurance for KAI's based solely on evidence. SCCI’s procedures safeguard
Integrated Report 2023 (referred to as "the report"). As a against any undue influence or favouritism.
state-owned transportation company in Indonesia, KAI’s
report reflects its commitment and performance in The team is highly skilled in sustainability reporting and
managing environmental, social, and governance impacts. ESG data analysis, holding certifications in GRI Standards,
SCCI’s role is to assess the report based on the data and TCFD, and ISO 14064. These qualifications highlight their
content from the reporting year. expertise and ability to accurately assess and validate KAI’s
sustainability report.
INTENDED USERS OF THIS ASSURANCE STATEMENT
The purpose of this statement is to communicate to the ASSURANCE STANDARDS, TYPE AND LEVEL OF
Company's stakeholders our opinion, as well as our ASSURANCE
findings and recommendations, based on the results of our The assurance process was carried out according to the
assurance work. This assurance statement applies only to AA1000 Assurance Standard (AA1000AS v3), providing Type
the relevant information included in the scope of 1 assurance on the report content. This included a
assurance. The entire content and information of this moderate level of assurance on the procedures and
assurance engagement is in the responsibility of KAI. evidence, reducing the risk of errors in the report's
information and conclusions, though not to a very low level.
RESPONSIBILITIES
Our responsibility to management involves assessing the SCOPE OF ASSURANCE SERVICE
report's content, formulating findings and
recommendations, and delivering an opinion. We are also 1. The report covers data and information for the period
responsible for offering conclusions and recommendations from January 1st, 2023, to December 31st, 2023.
within the scope of assurance standards, methods, and 2. The report addresses the following material topics:
approaches. The directors, governing body, and Occupational Health and Safety, Customer Safety,
management of KAI hold responsibility for the information Employee Development and Welfare, Digital
and presentation in the Report, with SCCI having no role in Information Technology, Compliance and Business
its preparation. SCCI's evaluation is based solely on the Ethics, Energy, Economic Performance, Community
most recent editorial and data provided in the final draft as Empowerment, Water and Effluents, Waste, and
of August 13th, 2024. Emission.
3. Publicly disclosed information by KAI was reviewed to
INDEPENDENCE, IMPARTIALITY, AND COMPETENCY ensure that the report content adheres to reporting
principles.
PT. Surveyor Carbon Consulting Indonesia (SCCI) 4. SCCI does not include financial data, information, or
guarantees that its assurance team is completely figures in the report content.
independent from KAI. This ensures that the assessment
and statement preparation are free from any conflicts of
PT Surveyor Carbon Consulting Indonesia Assurance Statement, Page 1 of 3
Page 638
5. The quality and reliability of specific performance ASSURANCE OPINION
information were evaluated, along with adherence to
As part of our independent assurance engagement, we
the following reporting criteria:
have KAI’s sustainability report in relation to the AA1000
• GRI Sustainability Reporting Standards 2021 (with Assurance Standard. Our assessment covered the
reference) company’s approach to identifying, monitoring, and
• Otoritas Jasa Keuangan (OJK) Regulation No. managing its environmental, social, and governance
51/POJK.03/2017 with reference to OJK Circular impacts. KAI has identified key sustainability impacts
Letter (SEOJK) 2022 No. 16/SEOJK.04/2021 associated with its operations and implemented systems
• AA1000 Accountability Principles (2018) to monitor and measure these impacts regularly.
In our opinion, the sustainability report of PT Kereta Api
Indonesia presents a fair and accurate representation of
LIMITATION OF ASSURANCE SERVICE
the company’s sustainability practices and performance.
This assurance was conducted as a Type 1 Limited The report adheres to the GRI Standards 2021 (with
Assurance, which inherently has certain limitations. reference) and complies to POJK 51, reflecting the
Specifically, our assurance did not include any financial- company's dedication to sustainability and responsible
linked information, and we did not perform an in-depth business practices.
accuracy check of the reported data. Additionally, we
encountered limitations related to data access, the scope
of assurance, time constraints, and geographical coverage. ADHERENCE TO AA1000 ACCOUNTABILITY PRINCIPLES
STANDARD (2018)
To mitigate these limitations, we employed a data
triangulation method, focusing on material issues INCLUSIVITY
identified through stakeholder engagement, and
engaged closely with management to clarify data KAI has shown a strong commitment to stakeholder
discrepancies. A sample-based approach was used where inclusivity and engagement. The organization has
full data access was not possible, and feedback was implemented various initiatives, such as surveys to
provided to the company for continuous improvement in employees, customers, investors, suppliers, and experts, to
future reports. These measures were taken to enhance the deepen its understanding of stakeholder concerns.
reliability and robustness of our assurance within the
MATERIALITY
context of the identified limitations. The assurer is not
responsible for any data inaccuracies arising from KAI has identified 11 material topics in the report that are
incorrect information provided by the reporting relevant, incorporating an assessment of both actual and
organization. potential impacts within the sustainability context.
Additionally, the company has considered stakeholder
expectations and concerns in determining the key material
METHODOLOGY topics for this report.
We carried out the assurance process following these RESPONSIVENESS
procedures and activities:
KAI has shown a commendable level of responsiveness by
1. Interviews with staff responsible for sustainability addressing stakeholders' concerns that impact its
management, report preparation, and sustainability performance, which is reflected in its
information provision. decisions, actions, and communication with stakeholders.
2. Review of significant organizational
IMPACTS
developments.
3. Examination of supporting evidence for claims KAI has methodically recognized the significant
made in the reports. sustainability impacts linked to its operations,
4. Evaluation of the report's content, disclosures, encompassing both environmental and social aspects. The
and presentation against the principles and company has established strong systems to consistently
indicators of AA1000AS (2008) with the 2018 monitor and assess these impacts, such as tracking
addendum, AA1000AP (2018), GRI Standards, and greenhouse gas emissions, energy efficiency efforts, waste
POJK51. reduction strategies, and the social benefits resulting from
community outreach initiatives and employee
engagement.
PT Surveyor Carbon Consulting Indonesia Assurance Statement, Page 2 of 3
Page 639
GLOBAL REPORTING INITIATIVES REPORTING As our recommendation, KAI should establish an ESG
STANDARDS CONCLUSIONS, FINDINGS, AND committee led by a director to ensure high-level oversight
RECOMMENDATION and integration of ESG initiatives, enhancing
accountability and coordination. Additionally, developing a
Based on our review, we found that the sustainability report
comprehensive human rights policy will formalize the
of KAI aligns to the GRI Standards 2021(with reference). The
company's commitment to human rights, manage risks,
report provides a through overview of the company’s
and ensure compliance with international standards.
sustainability practices, performance, and contributions
These steps will strengthen KAI’s governance and support
towards environmental and social governance goals.
its sustainability goals.
Furthermore, the report complies with the requirements
stipulated in POJK 51, demonstrating the company’s
commitment to sustainable finance and transparent
reporting.
PT. Surveyor Carbon Consulting Indonesia
Jakarta, 20 August 2024
Agus Rahmad
President Director
PT Surveyor Carbon Consulting Indonesia
Menara Bidakara 2, 3rd Floor Unit 01&03A
Jl. Jend. Gatot Subroto Kav. 71-73, Jakarta 12870 – Indonesia
PT. Surveyor Carbon Consulting Indonesia, a subsidiary of PT Surveyor Indonesia and part of ID Survey, operates as a state-owned enterprise
specializing in independent assurance services in Indonesia for over 21 years. The company is equipped to offer independent verification,
validation, or testing for various business activities, supported by its AA1000 Assurance license (Assurance Provider number 000-737). Moreover,
the company’s assurance team has a deep understanding of the AA1000 Accountability Principles and extensive experience in drafting and
reviewing sustainability and integrated reports.
The company adheres to a robust quality control system, including documented policies and procedures, and complies with ethical, professional,
legal, and regulatory standards. This is evidenced by its adherence to SNI ISO/IEC 17020:2012, SNI ISO/IEC 17025:2017, SNI ISO/IEC 27001:2022, ISO
9001:2015, ISO 14001:2015, and ISO 45001:2018 certifications.
PT. Surveyor Carbon Consulting Indonesia upholds a Code of Ethics throughout its operations, ensuring that all staff maintain integrity,
objectivity, professional competence, due diligence, confidentiality, and adhere to high standards of professional and ethical conduct in their
daily activities.
Additionally, the company’s assurance team is not involved in any projects beyond the scope of independent assurance services and does not
face any conflicts of interest with other services offered by PT. Surveyor Carbon Consulting Indonesia or its assurance team .
PT Surveyor Carbon Consulting Indonesia Assurance Statement, Page 3 of 3
Page 640
Laporan Keberlanjutan
Sustainability Report
LEMBAR UMPAN BALIK [OJK G.2]
FEEDBACK FORM [OJK G.2]
Kami sangat berharap seluruh pemangku kepentingan We highly encourage all stakeholders to provide feedback
dapat memberikan umpan balik atas Laporan on the PT Kereta Api Indonesia (Persero) 2023
Keberlanjutan PT Kereta Api Indonesia (Persero) tahun Sustainability Report. The feedback received will be used
2023, yang hasilnya akan digunakan sebagai pedoman as a guideline for improving our Sustainability
bagi upaya perbaikan dalam pengelolaan Kinerja Performance management and for the Sustainability
Keberlanjutan kami hingga untuk Laporan Keberlanjutan Report in the coming years. Stakeholders can submit their
di tahun mendatang. Umpan balik dapat disampaikan feedback by filling out and sending the following form
oleh pemangku kepentingan dengan mengisi serta via email, fax, or post.
mengirim formulir berikut ini melalui surat elektronik,
faksimile, ataupun pos.
Pertanyaan Setuju Tidak Setuju
Question Agree Disagree
Laporan ini telah memberikan informasi yang bermanfaat mengenai kinerja ekonomi, sosial,
dan lingkungan Perseroan. / This report has provided useful information regarding economic,
social and environmental performance of the Company.
Data dan informasi yang diungkapkan mudah dipahami, lengkap, transparan, dan berimbang.
/ Data and information disclosed are easy to understand, complete, transparent, and balanced.
Data dan informasi yang disajikan berguna dalam pengambilan keputusan. / Data and information
disclosed are useful in decision-making
Laporan ini menarik dan mudah dibaca. / This report is interesting and easy to read.
Mohon berikan nilai mengenai aspek yang terdapat dalam laporan ini (nilai 1 = paling penting, 2 = penting, 3 = tidak penting, 4 =
sangat tidak penting). / Please rate the aspects contained in this report (1 = most important, 2 = important, 3 = not important, 4
= very unimportant)
(….) Anti Korupsi / Anti-Corruption
(….) Kepegawaian / Employment
(….) Kesehatan dan Keselamatan Kerja / Occupational Health and Safety
(….) Pelatihan dan Pendidikan / Training and Education
(….) Kesehatan dan Keselamatan Pelanggan / Customer Health and Safety
Mohon berikan komentar/saran/usulan bagi laporan ini. Please provide comments/suggestions/suggestions for
this report.
Nama Name
........................................................................................................................... ...........................................................................................................................
Pekerjaan Occupation
........................................................................................................................... ...........................................................................................................................
Institusi/Perusahaan Institution/Company
........................................................................................................................... ...........................................................................................................................
Kontak (Telepon, e-mail) Contact(Phone, e-mail)
........................................................................................................................... ...........................................................................................................................
Laporan Tahunan dan Keberlanjutan
640 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 641
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Kategori Pemangku Kepentingan: Stakeholder Category:
◊ Pemegang Saham ◊ Shareholders
◊ Penumpang ◊ Passengers
◊ Pegawai ◊ Employees
◊ Pemasok ◊ Suppliers
◊ Pelanggan Angkutan Barang ◊ Freight Customers
◊ Media ◊ Media
◊ Railfans (Komunitas Pecinta Kereta Api) ◊ Railfans (Train Lovers Community)
◊ Lain-lain / ………. ◊ Others / ……….
Saran dan tanggapan terhadap Laporan Keberlanjutan Input and feedbacks about this Sustainability Report,
ini dapat Anda kirimkan melalui alamat berikut : kindly send to:
PT Kereta Api Indonesia (Persero) PT Kereta Api Indonesia (Persero)
Jl. Perintis Kemerdekaan No. 1, Bandung 40117 Jl. Perintis Kemerdekaan No. 1, Bandung 40117
PO Box 1163 Bandung 40000, Indonesia. PO Box 1163 Bandung 40000, Indonesia.
Telp : (022) 4230031, 4230039, 4230054 Telp : (022) 4230031, 4230039, 4230054
Fax : (022) 4203342 ext. 10039 Fax : (022) 4203342 ext. 10039
E-mail : dokumen@kai.id E-mail : dokumen@kai.id
Media Sosial Social Media
WhatsApp : 0811-1211-1121 WhatsApp : 0811-1211-1121
Facebook : Kereta Api Kita, KAI121 Facebook : Kereta Api Kita, KAI121
Twitter : @Kereta Apikita, @kai121 Twitter : @Kereta Apikita, @kai121
Instagram : @Kereta Apikita, @kai121_ Instagram : @Kereta Apikita, @kai121_
Youtube : Kereta Api Kita Youtube : Kereta Api Kita
TikTok : @kai121_ TikTok : @kai121_
Podcast : Sahabat KAI Podcast : Sahabat KAI
TANGGAPAN TERHADAP UMPAN BALIK LAPORAN
KEBERLANJUTAN TAHUN SEBELUMNYA [OJK G.3]
RESPONSE TO FEEDBACK ON THE PREVIOUS YEAR'S
SUSTAINABILITY REPORT [OJK G.3]
Kami tidak mendapatkan umpan balik terhadap Laporan We did not receive any feedback on the 2022 Sustainability
Keberlanjutan tahun 2022. Report.
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 641
Annual and Sustainability Report
Page 642
Laporan Keberlanjutan
Sustainability Report
DAFTAR PENGUNGKAPAN SESUAI PERATURAN OJK NO.
51/POJK.03/2017 TENTANG PENERAPAN KEUANGAN
BERKELANJUTAN BAGI LEMBAGA JASA KEUANGAN,
EMITEN, DAN PERUSAHAAN PUBLIK [OJK G.4]
LIST OF DISCLOSURES IN ACCORDANCE WITH OJK REGULATION NO. 51/POJK.03/2017
ON THE IMPLEMENTATION OF SUSTAINABLE FINANCE FOR FINANCIAL SERVICE
INSTITUTIONS, ISSUERS, AND PUBLIC COMPANIES [OJK G.4]
INDEKS POJK 51/2017 [OJK G.4] POJK 51/2017 INDEX [OJK G.4]
No. Indeks Pengungkapan Halaman
Index No Disclosure Page
STRATEGI KEBERLANJUTAN / SUSTAINABILITY STRATEGY
A.1 Penjelasan Strategi Keberlanjutan / Sustainability Strategy Explanation 553
IKHTISAR KINERJA KEBERLANJUTAN / SUSTAINABILITY PERFORMANCE HIGHLIGHTS
B.1 Aspek Ekonomi / Economic Aspect 555
B.2 Aspek Lingkungan Hidup / Environmental Aspect 556
B.3 Aspek Sosial / Social Aspect 556
PROFIL PERUSAHAAN / COMPANY PROFILE
Visi, misi, dan nilai keberlanjutan Perusahaan / Vision, mission, and values of sustainability
C.1 553
of the Company
Nama, alamat, nomor telepon, nomor faksimili, email, dan situs resmi / Name, address,
C.2 76, 77, 92
phone number, fax number, email, and official website
Skala Usaha (total aset atau kapitalisasi aset, total kewajiban, jumlah karyawan yang dibagi
menurut jenis kelamin, jabatan, usia, pendidikan, dan status ketenagakerjaan), Persentase
kepemilikan saham (publik dan pemerintah), Wilayah operasional / Business Scale (total
C.3 90, 94
assets or assets capitalization, total liabilities, total employees by gender, position, age,
education, and employment status), Share ownership percentage (public and government),
Operational area
Penjelasan singkat produk, layanan, dan kegiatan usaha yang dijalankan / Brief description
C.4 86
of products, services, and business activities
C.5 Keanggotaan pada asosiasi / Association membership 99
Perubahan Perseroan yang bersifat signifikan misal terkait dengan penutupan atau pembukaan
C.6 cabang, dan struktur kepemilikan / Significant changes of the company, e.g., matters related 99
to closing or opening of branches and ownership structure
PENJELASAN DIREKSI / BOARD OF DIRECTORS EXPLANATION
D.1 Penjelasan Direksi / Board of Directors Explanation 52
TATA KELOLA KEBERLANJUTAN / SUSTAINABLE GOVERNANCE
Uraian mengenai tugas bagi Direksi dan Dewan Komisaris, pegawai, pejabat dan/atau unit
kerja yang menjadi penanggung jawab penerapan Keuangan Berkelanjutan / Description
E.1 519
of duties of the Board of Directors and Board of Commissioners, employees, officials, and/or
work unit in charge of sustainable finance implementation
Penjelasan mengenai pengembangan kompetensi yang dilaksanakan terhadap anggota
Direksi, anggota Dewan Komisaris, pegawai, pejabat dan/atau unit kerja yang menjadi penanggung
E.2 jawab penerapan Keuangan Berkelanjutan / Explanation of competency development of 522
members of the Board of Directors and Board of Commissioners, employees, officials, and/or
work unit in charge of sustainable finance implementation
Penjelasan mengenai prosedur Perusahaan Publik dalam mengendalikan risiko keberlanjutan
E.3 522
/ Explanation of procedures of Public Company in controlling sustainability risk
Laporan Tahunan dan Keberlanjutan
642 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 643
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
No. Indeks Pengungkapan Halaman
Index No Disclosure Page
Penjelasan mengenai pemangku kepentingan (keterlibatan pemangku kepentingan dan
pendekatan yang dilakukan Perusahaan dalam melibatkan pemangku kepentingan dalam
penerapan Keuangan Berkelanjutan baik berupa dialog, survei, seminar, dll) / Explanation
E.4 530
of matters regarding stakeholders (stakeholder engagement and Company approach in
engaging with stakeholders for Sustainable Finance implementation in the form of dialogues,
surveys, seminars, etc.)
Permasalahan terhadap penerapan keuangan berkelanjutan / Issues on Sustainable Finance
E.5 532
Implementation
KINERJA KEBERLANJUTAN / SUSTAINABILITY PERFORMANCE
Kegiatan membangun budaya keberlanjutan di internal Perusahaan Publik / Efforts on building
F.1 555
sustainability culture in the Public Company internal
KINERJA EKONOMI / ECONOMIC PERFORMANCE
Perbandingan target dan kinerja produksi, portofolio, target pembiayaan, atau investasi,
F.2 pendapatan dan laba rugi / Comparison of target and performance of production, portfolio, 557
payment target, or investment, revenues, and profit (loss)
Perbandingan target dan kinerja produksi, portofolio, target pembiayaan, atau investasi
pada instrumen keuangan atau proyek yang sejalan dengan penerapan Keuangan Berkelanjutan
F.3 559
/ Comparison of target and performance of production, portfolio, payment target, or investment
on financial instruments or projects in line with Sustainable Finance implementation
ASPEK UMUM / GENERAL ASPECT
F.4 Biaya lingkungan hidup yang dikeluarkan / Environmental costs incurred 563
ASPEK MATERIAL / MATERIAL ASPECT
F.5 Penggunaan material yang ramah lingkungan / Use of eco-friendly materials 564
ASPEK ENERGI / ENERGY ASPECT
F.6 Jumlah dan intensitas energi yang digunakan / Total and intensity of energy used 564
Upaya dan pencapaian efisiensi energi yang dilakukan termasuk penggunaan sumber energi
F.7 567
terbarukan / Effort and achievement of energy efficiency, including use of renewable energy
ASPEK AIR / WATER ASPECT
F.8 Penggunaan air / Water usage 570
ASPEK KEANEKARAGAMAN HAYATI / BIODIVERSITY ASPECT
Dampak dari wilayah operasional yang dekat atau berada di daerah konservasi atau memiliki
F.9 keanekaragaman hayati / Impact of operational area in or near conservation or biodiverse 571
area
F.10 Upaya konservasi keanekaragaman hayati / Biodiversity conservation efforts 572
ASPEK EMISI / EMISSION ASPECT
Jumlah dan intensitas emisi yang dihasilkan berdasarkan jenisnya / Total and intensity of
F.11 574
emission generated by type
Upaya dan pencapaian pengurangan emisi yang dilakukan / Efforts and achievement of
F.12 577
emission reduction
ASPEK LIMBAH DAN EFLUEN / WASTE AND EFFLUENT ASPECT
Jumlah limbah dan efluen yang dihasilkan berdasarkan jenisnya / Total waste and effluent
F.13 579
generated by type
F.14 Mekanisme pengelolaan limbah dan efluen / Waste and effluent management mechanism 580
F.15 Tumpahan yang terjadi ( jika ada) / Spills occurred (if any) 584
ASPEK PENGADUAN TERKAIT LINGKUNGAN HIDUP / COMPLAIN ON ENVIRONMENTAL ISSUES ASPECT
Jumlah dan materi pengaduan lingkungan hidup yang diterima dan diselesaikan / Total
F.16 585
and materials of environmental complaints received and resolved
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 643
Annual and Sustainability Report
Page 644
Laporan Keberlanjutan
Sustainability Report
No. Indeks Pengungkapan Halaman
Index No Disclosure Page
KINERJA SOSIAL / SOCIAL PERFORMANCE
Komitmen LJK, emiten, atau perusahaan publik untuk memberikan layanan atas produk
F.17 dan/atau jasa yang setara kepada konsumen / Commitment of LJK, issuer, or public company 585
to provide equal products/services to customers
ASPEK KETENAGAKERJAAN / LABOR ASPECT
F.18 Kesetaraan kesempatan bekerja / Equal employment opportunity 592
F.19 Tenaga kerja anak dan tenaga kerja paksa / Child labour and forced labour 594
F.20 Upah Minimum Regional / Regional Minimum Wage 595
F.21 Lingkungan bekerja yang layak dan aman / Safe and decent work environment 596
Pelatihan dan pengembangan kemampuan pegawai / Employee capability training and
F.22 609
development
ASPEK MASYARAKAT / COMMUNITY ASPECT
F.23 Dampak operasi terhadap masyarakat sekitar / Operational impact to local communities 616
F.24 Pengaduan masyarakat / Community complaint 621
Kegiatan Tanggung Jawab Sosial dan Lingkungan (TJSL) / Social and Environmental
F.25 622
Responsibility (ESR) activities
TANGGUNG JAWAB PENGEMBANGAN PRODUK/JASA BERKELANJUTAN / RESPONSIBILITY ON SUSTAINABLE PRODUCTS/SERVICES
DEVELOPMENT
Inovasi dan pengembangan produk/jasa keuangan berkelanjutan / Innovation and
F.26 627
development of sustainable finance products/services
Produk/jasa yang sudah dievaluasi keamanannya bagi pelanggan / Products/services evaluated
F.27 628
for customer safety
F.28 Dampak produk/jasa / Impact of products/services 630
F.29 Jumlah produk yang ditarik kembali / Total recall products 631
Survei kepuasan pelanggan terhadap produk dan/atau jasa keuangan berkelanjutan / Customer
F.30 635
satisfaction survey on sustainable finance products/services
LAIN-LAIN / OTHERS
Verifikasi tertulis dari pihak independen ( jika ada) / Written verification from independent
G.1 636
party (if any)
G.2 Lembar umpan balik / Feedback sheet 640
Tanggapan terhadap umpan balik Laporan Tahun sebelumnya / Response to feedbacks of
G.3 641
previous year’s Annual Report
Daftar pengungkapan sesuai POJK 51/2017 / List of disclosures in accordance with POJK
G.4 642
51/2017
Laporan Tahunan dan Keberlanjutan
644 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 645
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
INDEKS KONTEN GRI
GRI CONTENT INDEX
Pernyataan Penggunaan PT KAI telah menyiapkan laporan dengan referensi GRI Standards untuk periode 1
Statement of Use Januari 2023 - 31 Desember 2023.
PT KAI has prepared this report with reference to the GRI Standards for the period of
January 1 st, 2023 – December 31 st, 202
GRI 1 yang digunakan GRI 1: Foundation 2021
GRI 1 used
Standar GRI No Index Judul Halaman
GRI Standard Index Titles Page
PENGUNGKAPAN UMUM / GENERAL DISCLOSURES
Organisasi dan Praktik Pelaporan / The Organization and Its Reporting Practises
2-1 Informasi mengenai organisasi / Organisational details 76
Entitas organisasi yang termasuk dalam laporan keberlanjutan / Entities
2-2 77, 92, 544
included in the organisation’s sustainability reporting
Periode pelaporan, frekuensi, dan titik kontak / Reporting period,
2-3 76, 544
frequency and contact point
2-4 Penyajian kembali informasi / Restatements of information 544
2-5 Assurance oleh pihak eksternal / External assurance 636
Aktivitas dan Pekerja / Activities and Workers
Aktivitas, rantai nilai, dan hubungan bisnis lainnya / Activities, value chain
2-6 86, 90, 99, 231
and other business relationships
2-7 Karyawan / Employees 94, 588
Pekerja yang bukan merupakan karyawan / Workers who are not
2-8 98
employees
Tata Kelola / Governance
Struktur dan komposisi tata kelola / Governance structure and
2-9 258, 519
composition
GRI 2
Pengungkapan
Nominasi dan seleksi badan tata kelola tertinggi / Nomination and
Umum / General 2-10 296, 335, 389
selection of the highest governance body
Disclosures
2-11 Ketua badan tata kelola tertinggi / Chair of the highest governance body 259, 260
Peran badan tata kelola tertinggi dalam mengawasi pengelolaan dampak
2-12 / Role of the highest governance body in overseeing the management of 521
impacts
Pendelegasian wewenang untuk tanggung jawab mengelola dampak /
2-13 521
Delegation of responsibility for managing impacts
Peran badan tata kelola tertinggi dalam pelaporan keberlanjutan / Role of
2-14 521, 548
the highest governance body in sustainability reporting
2-15 Konflik kepentingan / Conflicts of interest 297, 336, 521
2-16 Mengkomunikasikan hal-hal kritis / Communication of critical concerns 505, 521
Pengetahuan kolektif badan tata kelola tertinggi / Collective knowledge
2-17 522
of the highest governance body
Mengevaluasi kinerja badan tata kelola tertinggi / Evaluation of the
2-18 372, 374
performance of the highest governance body
2-19 Kebijakan remunerasi / Remuneration policies 390, 595
2-20 Proses untuk menentukan remunerasi / Process to determine remuneration 390
2-21 Rasio kompensasi total tahunan / Annual total compensation ratio 393
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 645
Annual and Sustainability Report
Page 646
Laporan Keberlanjutan
Sustainability Report
Pernyataan Penggunaan PT KAI telah menyiapkan laporan dengan referensi GRI Standards untuk periode 1
Statement of Use Januari 2023 - 31 Desember 2023.
PT KAI has prepared this report with reference to the GRI Standards for the period of
January 1 st, 2023 – December 31 st, 202
GRI 1 yang digunakan GRI 1: Foundation 2021
GRI 1 used
Standar GRI No Index Judul Halaman
GRI Standard Index Titles Page
Strategi, Kebijakan, dan Praktik / Strategy, Policies, and Practices
Pernyataan mengenai strategi pembangunan berkelanjutan / Statement
2-22 553
on sustainable development strategy
2-23 Komitmen kebijakan / Policy commitments 555
Menanamkan komitmen kebijakan dalam organisasi / Embedding policy
2-24 555
commitments
2-25 Proses remediasi dampak negatif / Processes to remediate negative impacts 585, 587, 621
Mekanisme untuk saran dan masalah etika / Mechanisms for seeking advice
2-26 587, 621
and raising concerns
560, 585, 595,
2-27 Kepatuhan hukum dan peraturan / Compliance with laws and regulations
628, 631
2-28 Keanggotaan asosiasi / Membership associations 99
Keterlibatan Pemangku Kepentingan / Stakeholder Engagement
Pendekatan untuk keterlibatan pemangku kepentingan / Approach to
2-29 530
stakeholder engagement
2-30 Kesepakatan perundingan kolektif / Collective bargaining agreements 589
TOPIK MATERIAL / MATERIAL TOPIC
GRI 2 3-1 Proses Penentuan Topik / Process to determine material topics 545
Topik Material /
Material Topic 3-2 Daftar Topik Material / List of Material Topics 548
KETERBUKAAN TOPIK SPESIFIK / DISCLOSURE OF SPECIFIC TOPICS
DAMPAK EKONOMI / ECONOMIC IMPACTS
GRI 201 Kinerja Ekonomi / Economics Performance
GRI 2
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 559, 560, 596
Material Topic
201-1 Distribusi Perolehan Ekonomi / Economic Earnings Distribution 560
Implikasi finansial serta risiko dan peluang lain akibat dari perubahan
201-2 iklim / Financial implications and other risks and opportunities due to 524, 559
GRI 201
climate change
Kinerja Ekonomi
/ Economic
Kewajiban program pensiun manfaat pasti dan program pensiun lainnya /
Performance 201-3 560, 596
Defined benefit plan obligations and other retirement plan
Bantuan finansial yang diterima dari pemerintah / Financial assistance
201-4 560
received from government
GRI 202 Kehadiran Pasar / Market Presence
GRI 202
Rasio Standar Upah Entry Level, berdasarkan Gender dibandingkan dengan
Kehadiran Pasar
202-1 Upah Minimum Lokal / Ratios of Standard Entry Level Wage by Gender 596
/ Market
compared to Local Minimum Wage
Presence
Laporan Tahunan dan Keberlanjutan
646 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 647
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pernyataan Penggunaan PT KAI telah menyiapkan laporan dengan referensi GRI Standards untuk periode 1
Statement of Use Januari 2023 - 31 Desember 2023.
PT KAI has prepared this report with reference to the GRI Standards for the period of
January 1 st, 2023 – December 31 st, 202
GRI 1 yang digunakan GRI 1: Foundation 2021
GRI 1 used
Standar GRI No Index Judul Halaman
GRI Standard Index Titles Page
GRI 203 Dampak Ekonomi Tidak Langsung / Indirect Economic Impacts
GRI 203 Investasi infrastruktur dan layanan dukungan / Infrastructure investment
203-1 562
Dampak and support services
Ekonomi
Tidak Langsung /
Indirect Dampak ekonomi signifikan tidak langsung / Indirect significant
203-2 562
Economic economic impact
Impacts
GRI 204 Praktik Pengadaan / Procurement Practice
GRI 204
Praktik
Proporsi Pengeluaran untuk Pemasok Lokal / Proportion of Spending on
Pengadaan / 204-1 562
Local Suppliers
Procurement
Practice
GRI 205 Anti Korupsi / Anti-Corruption
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 485
Material Topic
Operasi-operasi yang dinilai memiliki risiko terkait korupsi / Operations
205-1 487
assessed for risks related to corruption
GRI 205
Komunikasi dan pelatihan anti korupsi / Anti-corruption communication
Anti Korupsi / 205-2 489, 555
and trainings
Anti-Corruption
Kasus korupsi dan penindakan kasus korupsi / Corruption cases and its
205-3 490
prosecution
GRI 206 Perilaku Anti Kompetitif / Anti-Competitive Behavior
GRI 206
Perilaku Anti Langkah-langkah hukum untuk perilaku anti-persaingan, anti-pakat, dan
Kompetitif / 206-1 praktik monopoli / Legal actions for anti-competitive behavior, anti-trust, 491
Anti-Competitive and monopoly practices
Behavior
DAMPAK LINGKUNGAN / ENVIRONMENTAL IMPACTS
GRI 301 Material / Materials
Material yang digunakan berdasarkan berat dan volume / Materials used
301-1 564
are based on weight and volume
GRI 301
Bahan baku hasil daur ulang yang digunakan / Recycled input material
Material / 301-2 564
used
Materials
Produk yang yang diklaim kembali dan material kemasannya / Reclaimed
301-3 564
products and their packaging materials
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 647
Annual and Sustainability Report
Page 648
Laporan Keberlanjutan
Sustainability Report
Pernyataan Penggunaan PT KAI telah menyiapkan laporan dengan referensi GRI Standards untuk periode 1
Statement of Use Januari 2023 - 31 Desember 2023.
PT KAI has prepared this report with reference to the GRI Standards for the period of
January 1 st, 2023 – December 31 st, 202
GRI 1 yang digunakan GRI 1: Foundation 2021
GRI 1 used
Standar GRI No Index Judul Halaman
GRI Standard Index Titles Page
GRI 302 Energi / Energy
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 567
Material Topic
302-1 Konsumsi energi organisasi / Organisational energy consumption 564
Konsumsi energi di luar organisasi / Energy consumption outside of the
302-2 564
organisation
GRI 302
302-3 Intensitas energi / Energy intensity 566
Energi / Energy
302-4 Pengurangan konsumsi energi / Energy consumption reduction 567
Pengurangan kebutuhan energi untuk produk dan layanan / Reductions
302-5 567
in energy requirements of products and services
GRI 303 Air / Water
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 570
Material Topic
Interaksi dengan Air sebagai Sumber Daya Bersama / Management of
303-1 570
Water Discharge Related Impacts
Manajemen dampak yang berkaitan dengan pembuangan air /
303-2 584
GRI 303 Management of water discharge-related impacts
Air / Water
303-3 Pengambilan Air / Water withdrawal 570
303-4 Pembuangan air / Water discharge 584
303-5 Konsumsi Air / Water Consumption 570
GRI 304 Keanekaragaman Hayati / Biodiversity
Lokasi operasi yang dimiliki, disewa, dikelola, atau berdekatan dengan,
kawasan lindung dan kawasan dengan nilai keanekaragaman hayati
304-1 tinggi di luar kawasan lindung / Operational sites owned, leased, 571
managed in, or adjacent to, protected areas and areas of high
biodiversity value outside protected areas
GRI 304 Dampak signifikan dari kegiatan, produk, dan jasa pada keanekaragaman
Keanekaragaman 304-2 hayati / Significant impacts of activities, products and services on 572
Hayati / biodiversity
Biodiversity
304-3 Habitat yang dilindungi atau di restorasi / Habitats protected or restored 572
Spesies Daftar Merah IUCN dan spesies daftar konservasi nasional dengan
habitat dalam wilayah yang terkena efek operasi / IUCN Red List species
304-4 572
and national conservation list species with habitats in areas affected by
operations
Laporan Tahunan dan Keberlanjutan
648 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 649
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pernyataan Penggunaan PT KAI telah menyiapkan laporan dengan referensi GRI Standards untuk periode 1
Statement of Use Januari 2023 - 31 Desember 2023.
PT KAI has prepared this report with reference to the GRI Standards for the period of
January 1 st, 2023 – December 31 st, 202
GRI 1 yang digunakan GRI 1: Foundation 2021
GRI 1 used
Standar GRI No Index Judul Halaman
GRI Standard Index Titles Page
GRI 305 Emisi / Emissions
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 574, 577
Material Topic
Emisi yang Dihasilkan Perusahaan (Scope 1) / Direct (Scope 1) GHG
305-1 574
Emissions
Emisi dari energi tidak langsung (Scope 2) / Energy Indirect (Scope 2) GHG
305-2 575
Emissions
Emisi dari energi tidak langsung (Scope 3) / Energy Indirect (Scope 3) GHG
305-3 575
Emissions
GRI 305
305-4 Intensitas Emisi GRK / GHG Emission Intensity 576
Emisi / Emissions
305-5 Reduksi emisi GRK / GHG emissions reduction 577
Emisi zat perusak ozon (BPO) / Emissions of ozone-depleting substances
305-6 577
(ODS)
Nitrogen oksida (NOX), sulfur oksida (SOX), dan emisi udara signifikan
305-7 lainnya / Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant 577
air emissions
GRI 306 Limbah / Waste
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 580
Material Topic
Jenis limbah yang dihasilkan Perusahaan / Types of waste generated by
306-1 580
the Company
306-2 Pengelolaan Limbah / Waste management 580
GRI 306
306-3 Timbulan limbah / Waste generated 579
Limbah / Waste
306-4 Limbah yang dialihkan dari pembuangan / Waste diverted from disposal 580
Limbah yang dikirimkan ke pembuangan akhir / Waste directed to
306-5 580
disposal
DAMPAK SOSIAL / SOCIAL IMPACTS
GRI 401 Kepegawaian / Employment
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 589
Material Topic
Perekrutan karyawan baru dan pergantian karyawan / New Employee
401-1 589
Recruitment and Turnover
GRI 401 Tunjangan yang diberikan kepada karyawan purna waktu yang tidak
Kepegawaian / diberikan kepada karyawan sementara atau paruh waktu / Benefits
401-2 594
Employment provided to full-time employees that are not provided to temporary or
part time employees
401-3 Cuti Melahirkan / Paternal Leave 595
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 649
Annual and Sustainability Report
Page 650
Laporan Keberlanjutan
Sustainability Report
Pernyataan Penggunaan PT KAI telah menyiapkan laporan dengan referensi GRI Standards untuk periode 1
Statement of Use Januari 2023 - 31 Desember 2023.
PT KAI has prepared this report with reference to the GRI Standards for the period of
January 1 st, 2023 – December 31 st, 202
GRI 1 yang digunakan GRI 1: Foundation 2021
GRI 1 used
Standar GRI No Index Judul Halaman
GRI Standard Index Titles Page
GRI 402 Hubungan Manajemen dan Tenaga Kerja / Management and Labor Relation
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 589
Material Topic
GRI 402
Hubungan
Manajemen dan
Periode pemberitahuan minimum terkait perubahan operasional /
Tenaga Kerja / 402-1 589
Minimum notice periods regarding operational changes
Management
and Labor
Relation
GRI 403 Kesehatan & Keselamatan Kerja / Occupational Health & Safety
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 598
Material Topic
403-1 Sistem manajemen K3 / OHS management system 599
Identifikasi kecelakaan kerja, penilaian risiko dan prosedur investigasi atas
403-2 sebuah insiden / Work accident identification, risk assessment and 602
incident investigation procedures
403-3 Layanan Kesehatan Kerja / Occupational Health Services 598, 603
Partisipasi, konsultasi, dan komunikasi pekerja tentang keselamatan dan
403-4 kesehatan kerja / Worker participation, consultation and communication 604
GRI 403 on occupational health and safety
Kesehatan dan
Pelatihan bagi pekerja mengenai keselamatan dan kesehatan kerja /
Keselamatan 403-5 604
Worker training on occupational health and safety
Kerja /
Occupational
403-6 Pemberian layanan kesehatan karyawan / Promotion of worker health 603
Health
and Safety Pencegahan dan mitigasi dampak dari keselamatan dan kesehatan kerja
403-7 yang secara langsung terkait hubungan bisnis / Prevention and 608
mitigation of occupational health and safety
Karyawan yang diberikan perlindungan oleh sistem manajemen
403-8 kesehatan dan keselamatan kerja / Workers covered by an occupational 598
health and safety management system
403-9 Kecelakaan Kerja / Work-related injuries 603
403-10 Penyakit akibat kerja / Work-related ill health 603
GRI 404 Pelatihan dan Pendidikan / Trainings and Education
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 610
Material Topic
GRI 404 Rerata jam pelatihan karyawan, menurut gender dan jenjang jabatan /
404-1 596, 614
Pelatihan dan Average employees training hours, based on gender and position level
Pendidikan /
Trainings and Program peningkatan kompetensi karyawan, dan program prajabatan /
404-2 596, 610
Education Employee competence program, and preposition program
Laporan Tahunan dan Keberlanjutan
650 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 651
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
Pernyataan Penggunaan PT KAI telah menyiapkan laporan dengan referensi GRI Standards untuk periode 1
Statement of Use Januari 2023 - 31 Desember 2023.
PT KAI has prepared this report with reference to the GRI Standards for the period of
January 1 st, 2023 – December 31 st, 202
GRI 1 yang digunakan GRI 1: Foundation 2021
GRI 1 used
Standar GRI No Index Judul Halaman
GRI Standard Index Titles Page
GRI 405 Keberagaman dan Kesamaan Kesempatan / Diversity and Equal Opportunities
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 596
Material Topic
GRI 405 Keanekaragaman badan tata kelola dan karyawan / Diversity of
405-1 382
Keberagaman governance bodies and employees
dan Kesamaan
Kesempatan /
Diversity and Rasio gaji pokok dan remunerasi perempuan dibandingkan laki-laki /
405-2 596
Equal Ratio of basic salary and remuneration of women to men
Opportunities
GRI 406 Non Diskriminasi / Non-Discrimination
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 597
Material Topic
GRI 406
Non Diskriminasi Insiden diskriminasi dan tindakan korektif yang diambil / Incidents of
406-1 597
/ Non- discrimination and corrective actions taken
Discrimination
GRI 407 Kebebasan Berserikat dan Perundingan Bersama / The Right of Freedom of Association and Collective
Bargaining
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 589
Material Topic
GRI 407
Kebebasan
Berserikat dan
Operasi dan pemasok di mana hak atas kebebasan berserikat dan
Perundingan
perundingan bersama mungkin berisiko / Operations and suppliers in
Bersama / The 407-1 589
which the right to freedom of association and collective bargaining may
Right of Freedom
be at risks
of Association
and Collective
Bargaining
GRI 408 Pekerja Anak / Child Labour
GRI 408
Pekerja Anak / 408-1 Pekerja Anak / Child Labour 594
Child Labour
GRI 409 Pekerja Paksa / Forced of Compulsory Labour
GRI 409
Pekerja Paksa /
Forced of 409-1 Pekerja Paksa / Forced or Compulsory Labour 594
Compulsory
Labour
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 651
Annual and Sustainability Report
Page 652
Laporan Keberlanjutan
Sustainability Report
Pernyataan Penggunaan PT KAI telah menyiapkan laporan dengan referensi GRI Standards untuk periode 1
Statement of Use Januari 2023 - 31 Desember 2023.
PT KAI has prepared this report with reference to the GRI Standards for the period of
January 1 st, 2023 – December 31 st, 202
GRI 1 yang digunakan GRI 1: Foundation 2021
GRI 1 used
Standar GRI No Index Judul Halaman
GRI Standard Index Titles Page
GRI 413 Masyarakat Lokal / Local Communities
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 616
Material Topic
Operasi dengan keterlibatan masyarakat lokal, penilaian dampak, dan
Program Pengembangan Komunitas / Operational involving local
413-1 616
GRI 413 communities, impacts evaluation, and Community Development
Masyarakat Lokal Program
/ Local
Communities Operasi yang secara aktual dan yang berpotensi memiliki dampak negatif
413-2 signifikan terhadap masyarakat lokal / Operations with significant actual 619, 620
and potential negative impacts on local communities
GRI 416 Kesehatan dan Keselamatan Pelanggan / Customer Health Safety
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 628
Material Topic
Penilaian dampak kesehatan dan keselamatan dari Produk dan layanan /
GRI 416
416-1 Assessment of the health and safety impacts of Product and service 628
Kesehatan dan
categories
Keselamatan
Pelanggan /
Insiden ketidakpatuhan terkait kesehatan dan keselamatan dampak
Customer Health
416-2 produk dan jasa / Incidents of non-compliance concerning the health and 628, 631
Safety
safety impacts of products and services
GRI 417 Pemasaran dan Pelabelan / Marketing and Labelling
Persyaratan untuk Pelabelan dan Informasi produk dan jasa /
417-1 631
Requirements for product and service information and labelling
GRI 417
Pemasaran dan Insiden ketidakpatuhan terkait pelabelan dan informasi produk dan jasa /
Pelabelan / 417-2 Incidents of non-compliance concerning product and service information 631
Marketing and and labelling
Labelling
Insiden ketidakpatuhan terkait komunikasi pemasaran / Incidents of non-
417-3 631
compliance concerning marketing communications
GRI 418 Privasi Pelanggan / Customer Privacy
GRI 3
Topik Material / 3-3 Manajemen Topik Material / Managements of Material Topic 632
Material Topic
GRI 418
Privasi Pengaduan yang berdasar mengenai pelanggaran terhadap privasi
Pelanggan / 418-1 pelanggan dan hilangnya data pelanggan / Substantiated complaints 587, 632
Customer concerning breaches of customer privacy and losses of customer data
Privacy
Laporan Tahunan dan Keberlanjutan
652 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 653
Meningkatkan Konektivitas Mengkatalisasi Transformasi Berkelanjutan bagi Negeri
Enhanching Connectivity, Catalyzing Sustainable Transformation for the Nation
SURAT PERNYATAAN ANGGOTA DIREKSI DAN DEWAN KOMISARIS TENTANG
TANGGUNG JAWAB ATAS LAPORAN TAHUNAN 2023
PT KERETA API INDONESIA (PERSERO)
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan
PT Kereta Api Indonesia (Persero) tahun 2023 telah dimuat secara lengkap dan kami bertanggung jawab penuh atas
kebenaran isi Laporan Tahunan dan Laporan Keuangan Perusahaan.
Demikian pernyataan ini dibuat dengan sebenarnya.
Bandung, September 2024
Direksi
Board of Directors
Didiek Hartantyo
Direktur Utama
President Director
Hadis Surya Palapa Awan Hermawan Purwadinata Heru Kuswanto
Direktur Niaga Direktur Operasi Direktur Pengelolaan Prasarana
Managing Director of Commerce Managing Director of Operation Managing Director of Infrastructure
John Robertho Rosma Handayani
Direktur Perencanaan Strategis dan Dadan Rudiansyah Direktur SDM dan Umum
Pengelolaan Sarana Direktur Keselamatan dan Keamanan Managing Director of Human Capital and
Managing Director of Strategic Planning and Managing Director of Safety and Security General Affairs
Rolling Stock Management
Rudi As Aturridha Salusra Wijaya
Direktur Pengembangan Usaha dan Direktur Keuangan dan Manajemen Risiko
Kelembagaan Managing Director of Finance and Risk
Managing Director of Business Development Management
and Institutional Relations
Laporan Tahunan dan Keberlanjutan
PT Kereta Api Indonesia (Persero) 653
Annual and Sustainability Report
Page 654
Laporan Keberlanjutan
Sustainability Report
THE BOARD OF DIRECTORS’ AND THE BOARD OF COMMISSIONERS’
STATEMENT OF RESPONSIBILITY FOR THE 2023 ANNUAL REPORT OF
PT KERETA API INDONESIA (PERSERO)
We, the undersigned, hereby declare that all information in the 2023 Annual Report of
PT Kereta Api Indonesia (Persero) have been presented completely and we are thus fully responsible for the truthfulness
of the contents in this Annual Report and Financial Report of the Company.
This statement has been made truthfully.
Bandung, September 2024
Dewan Komisaris
Board of Commissioners
Said Aqil Siroj
Komisaris Utama/Komisaris Independen
President Commissioner/Independent
Commissioner
Rochadi Endang Tirtana Johan Sirait
Komisaris Independen Komisaris Komisaris Independen
Independent Commissioner Commissioner Independent Commissioner
Diah Natalisa Chairul Anwar
Komisaris Komisaris
Commissioner Commissioner
Sri Paduka Mangkoenagoro X Mohamad Risal Wasal
Komisaris Komisaris
Commissioner Commissioner
Laporan Tahunan dan Keberlanjutan
654 PT Kereta Api Indonesia (Persero)
Annual and Sustainability Report
Page 655
PT KERETA API INDONESIA (PERSERO) DAN ENTITAS ANAK Laporan Keuangan Konsolidasian Untuk Tahun-Tahun yang Berakhir Pada Tanggal 31 Desember 2023 dan 2022 Consolidated Financial Statements For the Years Ended December 31, 2023 and 2022
Page 656
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
Daftar Isi Halaman/ Table of Contents
Pages
Surat Pernyataan Direksi Directors’ Statement Letter
Laporan Auditor Independen Independent Auditor’s Report
Laporan Keuangan Konsolidasian Consolidated Financial Statements
Untuk Tahun-Tahun yang Berakhir for The Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
Laporan Posisi Keuangan Konsolidasian 1 Consolidated Statements of Financial Position
Laporan Laba Rugi dan Penghasilan Consolidated Statements of Profit or Loss and
3
Komprehensif Lain Konsolidasian Other Comprehensive Income
Laporan Perubahan Ekuitas Konsolidasian 4 Consolidated Statements of Changes in Equity
Laporan Arus Kas Konsolidasian 5 Consolidated Statements of Cash Flows
Catatan Atas Laporan Keuangan Konsolidasian 7 Notes to the Consolidated Financial Statements
Page 657
18 18
Page 658
Page 659
Page 660
Page 661
Page 662
Page 663
Page 664
Page 665
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS
KONSOLIDASIAN OF FINANCIAL POSITION
Tanggal 31 Desember 2023 dan 2022 As of December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand Rupiah, Unless Otherwise Stated)
Catatan/
Notes 2023 2022
ASET ASSET
ASET LANCAR CURRENT ASSETS
Kas dan Setara Kas 2.f, 2.g, 2.h, 2.y, 5, 41 5.138.571.482 5.695.720.193 Cash and Cash Equivalents
Dana Dibatasi Penggunaannya 2.f, 2.g, 2.i, 2.y, 6, 41 2.587.812.673 5.610.385.976 Restricted Funds
Piutang Usaha Trade Receivables
Pihak Berelasi 2.f, 2.g, 2.j, 2.y, 7, 41 1.253.114.802 934.629.745 Related Parties
Pihak Ketiga 2.j, 2.y, 7 616.479.973 471.708.322 Third Parties
Piutang Lain-lain 2.g, 2.y, 8, 41 61.586.990 90.003.063 Other Receivables
Persediaan 2.k, 9 1.528.349.171 1.145.313.941 Inventories
Pendapatan Masih akan Diterima 2.g, 2.y, 10, 41 763.740.040 939.616.971 Accrued Income
Uang Muka dan Biaya Dibayar di Muka 2.l, 11.a 260.184.522 120.303.174 Advances and Prepaid Expenses
Pajak Dibayar di Muka 2.s, 12.a 690.300.423 303.896.017 Prepaid Taxes
Aset Lancar Lainnya 13 123.701.643 26.370.549 Other Current Assets
JUMLAH ASET LANCAR 13.023.841.719 15.337.947.951 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS
Uang Muka Jangka Panjang 11.b 3.093.767.915 20.640.157 Long-term Advances
Investasi Entitas Asosiasi dan Investment in Associates and
Ventura Bersama 2.d, 2.e, 14.a 5.808.370.149 6.315.362.037 Joint Ventures
Investasi Jangka Panjang 2.y, 14.b 35.747.769 24.176.000 Long-term Investment
Aset Pajak Tangguhan 2.s, 12.e 1.216.932.650 1.432.778.568 Deferred Tax Assets
Aset Tetap 2.n, 15 26.370.631.004 23.924.692.897 Fixed Assets
Properti Investasi 2.m, 16 246.905.669 126.085.555 Investment Properties
Hak Pengoperasian Aset Prasarana 2.o, 2.p, 17 30.697.675.664 23.736.944.016 Infrastructure Assets Operating Rights
Aset Takberwujud 2.aa, 18 576.231.411 422.760.902 Intangible Assets
Aset Hak Guna 2.u, 19 92.152.320 53.116.074 Right-of-Use Asset
Aset Tidak Lancar Lainnya 20 212.057.103 186.725.566 Other Non-Current Assets
JUMLAH ASET TIDAK LANCAR 68.350.471.654 56.243.281.772 TOTAL NON-CURRENT ASSETS
JUMLAH ASET 81.374.313.373 71.581.229.723 TOTAL ASSETS
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Utang Usaha Trade Payables
Pihak Berelasi 2.g, 2.y, 21, 41 4.976.299.233 880.714.681 Related Parties
Pihak Ketiga 2.f, 2.y, 21 2.394.977.405 1.578.171.487 Third Parties
Beban Akrual 2.cc, 2.y, 22 2.203.317.939 1.572.961.926 Accruals
Utang Pajak 2.s, 12.b 621.745.503 309.332.730 Taxes Payable
Pendapatan Diterima di Muka 2.r, 23 1.281.637.698 1.144.639.451 Unearned Revenue
Liabilitas Imbalan Kerja 2.v, 26.a 1.295.541.970 962.743.057 Employee Benefits Liabilities
Pinjaman Bank Jangka Pendek 2.g, 2.y, 24, 41 1.388.523.138 1.760.000.000 Short-term Bank Loans
Liabilitas Jangka Panjang yang Current Maturities of
Jatuh Tempo dalam Satu Tahun Long-term Liabilities
Liabilitas Sewa 2.u, 19 36.504.861 16.563.637 Lease Liabilities
Pinjaman Jangka Panjang 2.f, 2.g, 2.y, 28, 41 1.294.613.508 1.196.958.601 Long-term Loans
Pinjaman Program PEN 2.y, 27 437.500.000 437.500.000 PEN Program Loan
Obligasi 2.y, 29 1.898.852.925 -- Bonds
Liabilitas Jangka Pendek Lainnya 25 91.802.000 98.538.290 Other Current Liabilities
JUMLAH LIABILITAS JANGKA PENDEK 17.921.316.180 9.958.123.860 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Pendapatan Diterima di Muka 2.r, 23 834.563.297 837.174.293 Unearned Revenue
Liabilitas Imbalan Kerja 2.v, 26.b 5.618.516.876 5.197.151.974 Employee Benefits Liabilities
Liabilitas Jangka Panjang Setelah Dikurangi Long-term Liabilities - Net of
Bagian Jatuh Tempo dalam Satu Tahun Current Maturities
Liabilitas Sewa 2.u, 19 74.166.028 44.599.263 Lease Liabilities
Pinjaman Jangka Panjang 2.f, 2.g, 2.y, 28, 41 20.142.027.462 18.282.631.817 Long-term Loans
Pinjaman Program PEN 2.y, 27 2.625.000.000 3.062.500.000 PEN Program Loan
Obligasi 2.y, 29 2.594.469.619 4.490.760.381 Bonds
Sukuk 2.y, 30 498.586.194 498.307.111 Sukuk
Liabilitas Jangka Panjang Lainnya 31 159.530.476 129.796.719 Other Long-term Liabilities
JUMLAH LIABILITAS JANGKA PANJANG 32.546.859.952 32.542.921.558 TOTAL NON-CURRENT LIABILITIES
JUMLAH LIABILITAS 50.468.176.132 42.501.045.418 TOTAL LIABILITIES
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan consolidated financial statements as a whole
d1/June 18, 2024 1
Page 666
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS
KONSOLIDASIAN (Lanjutan) OF FINANCIAL POSITION (Continued)
Tanggal 31 Desember 2023 dan 2022 As of December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand Rupiah, Unless Otherwise Stated)
Catatan/
Notes 2023 2022
EKUITAS EQUITY
Ekuitas yang dapat Diatribusikan Equity Attributable to the Owner of
kepada Entitas Induk the Parent Entity
Modal Saham Share Capital
Nilai Nominal Rp1.000 per Saham Rp1,000 Par Value per Shares
Modal Dasar Sebesar 40.000.000 Saham Authorized Capital of 40,000,000 Shares
Modal Ditempatkan dan Disetor Penuh Issued and Fully Paid
per 31 Desember 2023 dan 2022 as of Desember 31, 2023 and 2022
sebesar 22.368.743 dan amounted to 22,368,743 and
19.168.743 saham 32 22.368.743.000 19.168.743.000 19,168,743 shares, respectively
Tambahan Penyertaan Additional of Government
Modal Negara 33 -- 3.200.000.000 Capital Investment
Saldo Laba Retained Earnings
Ditentukan penggunaannya 35 9.476.398.277 7.694.357.800 Appropriated
Belum ditentukan penggunaannya 35 76.609.318 (15.271.506) Unappropriated
Komponen Ekuitas Lainnya Other Components of Equity
Akumulasi Rugi Aktuaria atas Accumulated Losses
Imbalan Kerja (1.082.459.162) (1.037.483.391) on Employee Benefit
Tambahan Modal Disetor 12.h 486.081 486.081 Additional Paid-in Capital
Selisih Likuidasi 36 968.135 968.135 Difference of Liquidation
Selisih Perubahan Ekuitas Difference in Transactions of
Entitas Anak 34 (24.069.720) (24.069.720) Changes in Equity of Subsidiaries
Ekuitas yang dapat Diatribusikan Equity Attributable to
kepada Pemilik Entitas Induk 2.c 30.816.675.929 28.987.730.399 Owner of the Parent Entity
Kepentingan Non-pengendali 2.c, 37 89.461.312 92.453.906 Non-controlling Interests
JUMLAH EKUITAS 30.906.137.241 29.080.184.305 TOTAL EQUITY
JUMLAH LIABILITAS DAN EKUITAS 81.374.313.373 71.581.229.723 TOTAL LIABILITIES AND EQUITY
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan consolidated financial statements as a whole
d1/June 18, 2024 2
Page 667
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN LABA RUGI DAN CONSOLIDATED STATEMENTS
PENGHASILAN KOMPREHENSIF LAIN OF PROFIT OR LOSS AND
KONSOLIDASIAN OTHER COMPREHENSIVE INCOME
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand Rupiah, Unless Otherwise Stated)
Catatan/
Notes 2023 2022
PENDAPATAN REVENUES
Pendapatan Angkutan dan Transportation and
Usaha Lainnya 2.g, 2.w, 2.x, 38, 41 27.764.287.041 22.967.071.664 Other Operating Revenues
Pendapatan Konstruksi 2.w, 17, 45 7.342.248.533 2.610.567.346 Construction Revenue
Jumlah Pendapatan 35.106.535.574 25.577.639.010 Total Revenues
BEBAN POKOK PENDAPATAN COST OF REVENUES
Beban Angkutan dan Usaha Lainnya 2.w, 2.x, 2.g, 39, 41 (19.676.271.707) (15.930.293.675) Transportation and Other Operating Costs
Beban Konstruksi 2.w, 17, 45 (7.342.248.533) (2.610.567.346) Construction Cost
Jumlah Beban Pokok Pendapatan (27.018.520.240) (18.540.861.021) Total Cost of Revenues
LABA BRUTO 8.088.015.334 7.036.777.989 GROSS PROFIT
Beban Usaha 2.w, 40 (4.227.212.786) (3.664.532.070) Operating Expenses
LABA USAHA 3.860.802.548 3.372.245.919 OPERATING PROFIT
Penghasilan Keuangan 2.w, 42 301.722.909 139.514.944 Finance Income
Bagian Rugi Bersih Entitas Share in Net Loss of Associates
Asosiasi dan Ventura Bersama 2.d, 14.a (507.073.954) (267.504.227) and Joint Ventures
Beban Keuangan 2.w, 43 (1.507.438.966) (980.572.153) Finance Cost
Selisih Kurs 2.f (57.275.927) 42.673.710 Foreign Exchanges
Keuntungan (Kerugian) Lain-lain - Bersih 2.w 156.750.557 (95.769.893) Other Gains (Losses) - Net
LABA SEBELUM PAJAK 2.247.487.167 2.210.588.300 INCOME BEFORE TAX
BEBAN PAJAK PENGHASILAN INCOME TAX EXPENSE
Pajak Kini 12.d (144.914.096) (129.815.754) Current Tax
Penyesuaian Pajak Tahun Lalu 12.d (3.475.554) 234.243 Prior Year Tax Adjustment
Pajak Tangguhan 12.d (227.549.380) (395.017.569) Deferred Tax
Jumlah Beban Pajak Penghasilan (375.939.030) (524.599.080) Total Income Tax Expense
LABA TAHUN BERJALAN 1.871.548.137 1.685.989.220 INCOME FOR THE YEAR
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
Penghasilan (Rugi) Komprehensif Other Comprehensive Income (Loss)
Lain yang Tidak Direklasifikasi ke Not to be Reclassified to
Laba Rugi pada Tahun Berikutnya: Profit or Loss Subsequently:
Pengukuran Kembali Remeasurement of Defined
Liabilitas Imbalan Pasti (56.850.198) 746.347.332 Benefit Obligation
Efek Pajak Penghasilan Terkait 2.s, 12.e 11.703.462 (165.506.775) Income Tax Effect
Jumlah Penghasilan (Rugi) Komprehensif Lain - Total Other Comprehensive Income (Loss) -
Setelah Pajak (45.146.736) 580.840.557 Net of Tax
JUMLAH LABA KOMPREHENSIF TOTAL COMPREHENSIVE INCOME
TAHUN BERJALAN 1.826.401.401 2.266.829.777 FOR THE YEAR
LABA TAHUN BERJALAN INCOME FOR THE YEAR
YANG DAPAT DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
Pemilik Entitas Induk 2.c 1.873.921.301 1.782.040.477 Owner of the Parent Entity
Kepentingan Non-pengendali 2.c, 37 (2.373.164) (96.051.257) Non-Controlling Interest
JUMLAH 1.871.548.137 1.685.989.220 TOTAL
JUMLAH LABA KOMPREHENSIF TOTAL COMPREHENSIVE
YANG DAPAT DIATRIBUSIKAN KEPADA: INCOME ATTRIBUTABLE TO:
Pemilik Entitas Induk 2.c 1.828.945.530 2.362.914.534 Owner of the Parent Entity
Kepentingan Non-pengendali 2.c, 37 (2.544.129) (96.084.757) Non-controlling Interest
JUMLAH 1.826.401.401 2.266.829.777 TOTAL
Laba per Saham Dasar 2.z, 44 84 93 Basic Earning per Share
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan consolidated financial statements as a whole
d1/June 18, 2024 3
Page 668
PT KERETA API INDONESIA (PERSERO) DAN ENTITAS ANAK PT KERETA API INDONESIA (PERSERO) AND SUBSIDIARIES
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand Rupiah, Unless Otherwise Stated)
Ekuitas yang Dapat Diatribusikan kepada Pemilik Entitas Induk/
Equity Attributable to the Owner of the Parent Entity
Saldo Laba/ Komponen Ekuitas Lain/
Penyertaan Retained Earnings Other Components of Equity
Modal Negara Akumulasi Selisih
dalam Proses Rugi Aktuaria Perubahan
Modal Penerbitan atas Imbalan Ekuitas
Ditempatkan Saham/ Kerja/ Tambahan Entitas Anak/
dan Disetor State Equity Accumulated Modal Selisih Difference in Kepentingan
Penuh/ Issued Participation Ditentukan Belum Ditentukan Losses Disetor/ Likuidasi/ Transactions of Non-pengendali/
Catatan/ and Paid-up in Issuance Penggunaannya/ Penggunaannya/ on Employee Additional Liquidating Changes in Equity Jumlah/ Non-Controlling Jumlah ekuitas/
Notes Capital Stock Process Appropriated Unappropriated Benefit Paid-in capital Differences of Subsidiaries Total interest Total Equity
Saldo 31 Desember 2021 19.168.743.000 -- 7.694.357.800 (1.797.311.983) (1.618.357.448) 486.081 968.135 -- 23.448.885.585 148.767.207 23.597.652.792 December 31, 2021
Penambahan Penyertaan Additional on State Equity
Modal Negara dalam Proses Equity Participation
Penerbitan Saham 33 -- 3.200.000.000 -- -- -- -- -- -- 3.200.000.000 -- 3.200.000.000 in Issuance Process
Konversi Pinjaman Conversion of
Pemegang Saham -- -- -- -- -- -- -- -- -- 16.000.000 16.000.000 Shareholders Loan
Penyesuaian atas Adjustment of
Kepentingan Non-pengendali 37 -- -- -- -- -- -- -- (24.069.720) (24.069.720) 24.069.720 -- Non-Controlling Interest
Dividen Entitas Anak -- -- -- -- -- -- -- -- -- (298.264) (298.264) Dividend of Subsidiaries
Laba Tahun Berjalan 35 -- -- -- 1.782.040.477 -- -- -- -- 1.782.040.477 (96.051.257) 1.685.989.220 Income for the Year
Pengukuran Kembali Remeasurement of Defined
Liabilitas Imbalan Pasti -- -- -- -- 580.874.057 -- -- -- 580.874.057 (33.500) 580.840.557 Benefit Obligation
Balance at
Saldo 31 Desember 2022 19.168.743.000 3.200.000.000 7.694.357.800 (15.271.506) (1.037.483.391) 486.081 968.135 (24.069.720) 28.987.730.399 92.453.906 29.080.184.305 December 31, 2022
Reklasifikasi Penambahan Reclassification Additional
Penyertaan Modal Negara 32 3.200.000.000 (3.200.000.000) -- -- -- -- -- -- -- -- -- on State Equity
Dividen Entitas Anak -- -- -- -- -- -- -- -- -- (448.465) (448.465) Dividend of Subsidiaries
Laba Tahun Berjalan -- -- -- 1.873.921.301 -- -- -- -- 1.873.921.301 (2.373.164) 1.871.548.137 Income for the Year
Pembentukan Cadangan 35 -- -- 1.782.040.477 (1.782.040.477) -- -- -- -- -- -- -- Reserve Establishment
Pengukuran Kembali Remeasurement of Defined
Liabilitas Imbalan Pasti -- -- -- -- (44.975.771) -- -- -- (44.975.771) (170.965) (45.146.736) Benefit Balance
Obligationat
Saldo 31 Desember 2023 22.368.743.000 -- 9.476.398.277 76.609.318 (1.082.459.162) 486.081 968.135 (24.069.720) 30.816.675.929 89.461.312 30.906.137.241 December 31, 2023
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan consolidated financial statements as a whole
d1/June 18, 2024 4
Page 669
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN ARUS KAS CONSOLIDATED STATEMENTS
KONSOLIDASIAN OF CASH FLOWS
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand Rupiah, Unless Otherwise Stated)
Catatan/
Notes 2023 2022
Arus Kas dari Cash Flows from
Aktivitas Operasi Operating Activities
Penerimaan Kas dari Pelanggan 23.922.111.200 18.291.269.386 Cash Receipts from Customers
Pembayaran kepada Pemasok (12.614.784.290) (9.701.299.799) Payments to Suppliers
Pembayaran kepada Karyawan (7.261.135.359) (6.469.435.899) Payments to Employees
Penerimaan dari Pemerintah 2.893.428.499 4.043.803.506 Receipts from Government
Pembayaran kepada Pemerintah (656.220.091) (221.003.573) Payments to Government
Penerimaan Bunga 192.619.984 139.527.011 Receipts from Interest Income
Penerimaan Kas dari Restitusi Pajak 12.g 52.410.340 240.700.252 Cash Receipt from Tax Restitution
Pembayaran Pajak Penghasilan (452.680.995) (261.362.844) Payment of Income Tax
Pembayaran Beban Keuangan (1.357.714.336) (900.937.343) Payment of Finance Cost
Arus Kas Bersih yang Diperoleh dari Net Cash Flow Provided by
Aktivitas Operasi 4.718.034.952 5.161.260.697 Operating Activities
Arus Kas dari Cash Flows from
Aktivitas Investasi Investing Activities
Perolehan Aset Tetap 15, 51 (2.844.996.137) (2.666.090.431) Acquisitions of Fixed Assets
Penjualan Aset Lain-lain 78.446.395 -- Disposal of Other Assets
Perolehan Hak Pengoperasian Acquisitions of Infrastructure Assets
Aset Prasarana 17, 51 (3.637.895.369) (2.708.416.051) Operating Right
Penambahan Properti Investasi 16 (37.901.562) -- Addition of Investment Properties
Penambahan Aset Takberwujud 18 (182.588.089) (79.721.528) Addition of Intangible Asset
Penempatan Uang Muka Placement of Paid-up
Setoran Modal 11.b (2.728.053.311) (791.878.657) Capital Advance
Penempatan Investasi pada Entitas Placement Investment in Associate
Asosiasi dan Ventura Bersama 14.a (22.050.000) (4.900.000) and Joint Venture
Pinjaman diberikan kepada Loans Granted
Entitas Asosiasi (30.233.000) -- in Associate
Penerimaan Pokok Pinjaman dari Receipts of Loans from
Entitas Asosiasi dan Ventura Bersama 22.050.000 -- Associates and Joint Ventures
Penerimaan Bunga Pinjaman dari Receipt of Interest Loans from
Entitas Asosiasi dan Ventura Bersama 8, 40, 51 -- 791.878.657 Associate and Joint Ventures
Penerimaan Dividen dari Entitas Dividend Receipts from Associate
Asosiasi dan Ventura Bersama 14.a 19.807.329 688.263 and Joint Venture
Penarikan Dana Drawdown of
Dibatasi Penggunaannya 6 4.024.574.246 -- Restricted Fund
Penempatan Dana Placement of
Dibatasi Penggunaannya 6 (101.878.255) (2.860.752.138) Restricted Fund
Penempatan Sinking Fund Placement of Sinking Fund Jakarta -
Proyek Kereta Cepat Jakarta Bandung 6 (900.122.689) -- Bandung High Speed Railway Project
Arus Kas Bersih yang Digunakan Net Cash Flows Used in
untuk Aktivitas Investasi (6.340.840.442) (8.319.191.885) Investing Activities
Arus Kas dari Cash Flows from
Aktivitas Pendanaan Financing Activities
Penerimaan Pinjaman Bank Receipts from Short-term
Jangka Pendek 24, 51 5.636.300.935 13.706.510.355 Bank Loans
Penerimaan Pinjaman Bank Receipts from Long-term
Jangka Panjang 28, 51 3.200.303.452 2.654.659.753 Bank Loans
Pembayaran Pinjaman Bank Payment from Short-term
Jangka Pendek 24, 51 (6.007.777.797) (14.606.472.528) Bank Loans
Pembayaran Pinjaman Bank Payment from Long-term
Jangka Panjang 28, 51 (1.236.391.211) (941.505.588) Bank Loans
Pembayaran Liabilitas Sewa 19 (31.554.208) (37.190.355) Payment of Lease Liabilities
Pembayaran Pinjaman Program PEN (437.500.000) -- Repayment from government loans
Penerimaan Obligasi 29 -- 1.500.000.000 Receipts from Bonds
Penerimaan Sukuk 30 -- 500.000.000 Receipts from Sukuk
Pembayaran Obligasi 29 -- (1.000.000.000) Repayment of Bonds
Pembayaran Biaya Emisi Obligasi 51 -- (5.041.083) Payment of Issuance Costs Bonds
Pembayaran Biaya Emisi Sukuk 51 -- (1.785.917) Payment of Issuance Costs Sukuk
Penerimaan Penyertaan Modal Negara 32, 33 -- 3.200.000.000 Addition of Government Capital
Penempatan Dana Talangan Placement of Bailout Funds
Kepentingan Non-pengendali -- 33.897.362 Non-Controlling Interest
Pembayaran Dividen Payments of Dividends
Entitas Anak (448.465) (298.264) of Subsidiaries
Arus Kas Bersih yang Diperoleh Net Cash Flows Provided by
dari Aktivitas Pendanaan 1.122.932.706 5.002.773.735 Financing Activities
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan consolidated financial statements as a whole
d1/June 18, 2024 5
Page 670
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN ARUS KAS CONSOLIDATED STATEMENTS
KONSOLIDASIAN OF CASH FLOWS
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand Rupiah, Unless Otherwise Stated)
Catatan/
Notes 2023 2022
Kenaikan (Penurunan) Bersih Kas Increase (Decrease) in Cash and
dan Setara Kas (499.872.784) 1.844.842.547 Cash Equivalents
Kas dan Setara Kas Cash and Cash Equivalents at the
Awal Tahun 5.695.720.193 3.808.203.932 Beginning Year
Selisih Kurs Foreign Exchange Rate
Kas dan Setara Kas (57.275.927) 42.673.714 Cash and Cash Equivalents
Kas dan Setara Kas Cash and Cash Equivalents
Akhir Tahun 5 5.138.571.482 5.695.720.193 at the End Year
Informasi tambahan terkait arus kas disajikan pada Catatan 51. Additional information related to cash flows is presented in Note 51.
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan consolidated financial statements as a whole
d1/June 18, 2024 6
Page 671
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum 1. General
a. Pendirian dan Informasi Umum a. Establishment and General Information
PT Kereta Api Indonesia (Persero) PT Kereta Api Indonesia (Persero)
("Perusahaan") mulanya merupakan (the "Company") was originally part of
bagian dari gabungan Perusahaan Asing combination Dutch-owned foreign
Milik Belanda yang bergerak disektor company engaged in the railway sector,
perkeretaapian, didirikan dan beroperasi was established and operated
secara komersial pada tahun 1864 di commercially in 1864 in Java and Sumatra.
wilayah Jawa dan Sumatera. Pada tahun In 1963 officially established/formed a
1963 secara resmi didirikan/dibentuk State Company engaged in the railway
Peruspahaan Negara yang bergerak sector based on Government Regulation
disektor perkeretaapian berdasarkan No. 22 of 1963, from 12 Dutch-owned
Peraturan Pemerintah No 22 tahun 1963, foreign railway companies nationalized by
dari 12 Perusahaan Asing Kereta Api Milik the Government of the Republic of
Belanda yang dinasionalisasi oleh Indonesia. (Government Regulation No. 40
Pemerintah Republik Indonesia. and No. 41/1959).
(Peraturan Pemerintah No 40 dan No 41
tahun 1959).
PT Kereta Api Indonesia (Persero) PT Kereta Api Indonesia (Persero) (the
("Perusahaan") didirikan pada tanggal “Company”), was established based on
1 Juni 1999 dengan Akta Notaris No. 2 dari Notarial Deed No. 2 dated June 1, 1999 of
Notaris Imas Fatimah, S.H., Notaris di Imas Fatimah, S.H., Notary in Jakarta, and
Jakarta, yang disempurnakan dengan Akta amended with Notarial Deed No. 14 dated
Notaris No. 14 tanggal 13 September 1999 September 13, 1999 of Imas Fatimah,
dari notaris yang sama, akta-akta S.H., in Jakarta. These deeds were
tersebut telah mendapat pengesahan approved by the Minister of Law of
dari Menteri Kehakiman Republik Republic of Indonesia as stated on his
Indonesia berdasarkan Surat Keputusan Decision Letter No. C-17171 HT.01.
No. C-17171 HT.01.01.TH.99 tanggal 01.TH.99 dated October 01, 1999 and was
1 Oktober 1999 dan telah diumumkan published in State Gazette of Republic of
dalam Berita Negara Republik Indonesia Indonesia No. 4 Supplement No. 240/2000
No. 4 Tambahan No. 240/2000 tanggal dated January 14, 2000.
14 Januari 2000.
Anggaran Dasar Perusahaan telah The Company's Articles of Association
mengalami beberapa kali perubahan, have been amended several times, most
terakhir berdasarkan Pernyataan recently by Statement of Minister of State-
Keputusan Menteri Negara Badan Usaha Owned Enterprises (SOEs) in lieu of the
Milik Negara (BUMN) selaku Rapat Umum Company General Meeting of
Pemegang Saham Perusahaan PT Kereta Shareholders of PT Kereta Api Indonesia
Api Indonesia (Persero) yang dicatat (Persero) according to Deed No. 122 dated
dalam Akta No. No. 122 tanggal 11 Januari January 11, 2023 of Nining
2023 dari Notaris Nining Puspitaningtyas, Puspitaningtyas, S.H., Sp.1., M.H., Notary
S.H., Sp.1., M.H., Notaris di Bandung in Bandung regarding purposes and
tentang perubahan maksud dan tujuan objectives of the company. The Deed was
perusahaan. Akta perubahan tersebut approved by the Minister of Law and
telah mendapat persetujuan dari Menteri Human Rights of the Republic of Indonesia
Hukum dan Hak Asasi Manusia dengan with Decision Letter No. AHU 01.03-
Surat Keputusan No. AHU-01.03-0008225 0008225 dated January 17, 2023.
tanggal 17 Januari 2023.
Perusahaan berkantor pusat di Jl. Perintis The Company's head office is located at Jl.
Kemerdekaan No. 1, Bandung. Perintis Kemerdekaan No. 1, Bandung.
Seluruh saham Perusahaan dimiliki oleh The Company’s shares of stock are wholly
Pemerintah Republik Indonesia. owned by the Government of the Republic
of Indonesia.
7
Page 672
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
b. Maksud dan Tujuan c. b. Purposes and Objectives
Sesuai dengan Pasal 3 ayat 1 melakukan In accordance with Article 3 paragraph 1,
penyelenggaraan perkeretaapian dan carrying out railway operations and
optimalisasi pemanfaatan sumber daya optimizing the use of resources owned by
yang dimiliki Perusahaan untuk the Company to produce goods and/or
menghasilkan barang dan/atau jasa yang services of high quality and strong
bermutu tinggi dan berdata saing kuat competitiveness to obtain/pursue profits in
untuk mendapatkan/mengejar keuntungan order to increase the value of the
guna meningkatkan nilai Perseroan Company by applying the principles of
dengan menerapkan prinsip-prinsip Limited Liability Companies.
Perseroan Terbatas.
Untuk mencapai maksud dan tujuan To achieve the above purposes and
tersebut di atas, Perusahaan dapat objectives, the Company may perform
melaksanakan kegiatan usaha sebagai these following activities:
berikut:
1) Melakukan penyelenggaraan prasana 1) Carrying out railway infrastructure that
perkeretaapian yang meliputi includes the construction, operation,
pembangunan, pengoperasian, maintenance, and business of railway
perawatan, dan pengusahaan infrastructure that includes business
prasarana perkeretapian yang activities:
mencakup pada kegiatan usaha:
a) Konstruksi Gedung lainnya; a) Construction of other buildings;
b) Konstruksi jalan rel; b) Construction of the rail road;
c) Konstruksi Bangunan Sipil c) Construction of Civil Building
Jembatan, Jalan Layang, Fly Over Bridges, Overpasses, Fly Over
dan underpass; and underpasses;
d) Konstruksi Terowongan; d) Tunnel construction;
e) Konstruksi Bangunan Sipil e) Construction of
Telekomunikasi untuk Prasarana Telecommunication Civil Buildings
Transportasi; for Transportation Infrastructure;
f) Instalasi Listrik; f) Electrical Installation;
g) Instalasi Sinyal dan g) Railway Signal installation and
Telekomunikasi Kereta Api; dan telecommunications; and
h) Aktivitas Stasiun Kereta Api. h) Train Station activity;
2) Melakukan penyelenggaraan sarana 2) Conduct the implementation of railway
perkeretaapian meliputi pengadaan, advice which includes the
pengoperasian, perawatan dan procurement, operation, maintenance,
pengusahaan sarana perkeretaapian and business of railway facilities that
yang mencakup pada kegiatan usaha: include business activities:
a) Reparasi lokomotif dan gerbong a) Repairment locomotives and
kereta; wagon;
b) Angkutan jalan rel untuk b) Rail road transportation for
penumpang; passengers;
c) Angkutan jalan rel untuk barang; c) Rail road transportation for goods;
d) Angkutan jalan rel untuk d) Rail road transportation for urban
perkotaan; areas;
e) Angkutan jalan rel untuk wisata; e) Rail road transportation for tours;
8
Page 673
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
3) Perdagangan besar alat transportasi 3) Large trade in land transportation
darat (bukan mobil, sepeda motor, dan (exclude cars, motorcycles, and
sejenisnya), suku cadang dan others), spare parts and equipment;
perlengkapannya;
4) Perdagangan besar barang bekas dan 4) Large trade in used and unused goods
sisa-sisa tak terpakai (scrap); (scrap);
5) Aktivitas konsultasi transportasi; 5) Transportation consulting activities;
6) Aktivitas konsultasi manajemen lainya; 6) Other management consulting
activities;
7) Kegiatan penunjang pendidikan; 7) Educational support activities;
8) Penanganan kargo (bongkar muat 8) Cargo handling (goods’s loading and
barang); unloading);
9) Aktivitas Ekspedisi Muatan Kereta Api 9) Railway Cargo Expedition activities
dan Ekspedisi Angkutan Darat (EMKA and Land Transport Expeditions
& EAD); (EMKA & EAD);
10) Angkutan multimoda; 10) Multimodal transportation;
11) Aktivitas agen perjalanan lainnya; 11) Other travel agents’s activities;
12) Pendidikan lainnya swasta; 12) Other private education;
13) Pendidikan kesehatan swasta; 13) Private health education;
14) Pendidikan dan pelatihan di bidang 14) Education and training in the railways
perkeretaapian; areas;
15) Aktivitas penunjang pertambangan dan 15) Supporting activities of mining and
penggalian lainnya; other excavations;
16) Usaha jasa pertambangan; 16) Mining services;
17) Real estate yang dimiliki sendiri atau 17) Self-owned or leased real estate; and
disewa; dan
18) Kerjasama peningkatan akses stasiun 18) Improvement at access to railway
kereta api yang bersinggungan dengan stations that intersect by other parties
lahan milik pihak lain untuk with the concept of connecting in order
dikembangkan dengan konsep to increase value added for the
terhubung dalam rangka meningkatkan Company and improvement of
nilai tambah bagi Perusahaan dan passenger services.
mendukung peningkatan pelayanan
penumpang.
Selain kegiatan usaha utama, perusahaan Other than its core business, the company
dapat melakukan kegiatan usaha dalam may perform its activities to optimize the
rangka optimalisasi pemanfaatan sumber resource which are owned by the
daya yang dimiliki untuk: Company to:
1) Pergudangan dan penyimpanan; 1) Warehousing and storage;
2) Aktivitas cold storage; 2) Cold storage activities;
3) Aktivitas bounded warehousing atau 3) Bounded warehousing activities or
wilayah kawasan berikat; bonded area areas;
4) Pergudangan dan penyimpanan 4) Warehousing and other storage;
lainnya;
5) Aktivitas pelayanan kepelabuhan laut; 5) Marine service activities;
6) Aktivitas pelayanan kepelabuhan 6) Service activities of river and lake
sungai dan danau; facilities;
7) Angkutan melalui saluran pipa; 7) Transportation pipelines;
8) Konstruksi sentral telekomunikasi; 8) Central construction of
telecommunications;
9) Konstruksi jaringan irigasi, komunikasi 9) Construction of irrigation networks,
dan limbah lainnya; communication and other waste;
10) Aktivitas telekomunikasi khusus untuk 10) Special telecommunication activities
keperluan sendiri; for internal purposes;
9
Page 674
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
11) Aktivitas pengolahan data; 11) Data processing activities;
12) Portal web dan/atau platform digital 12) Web portals and/or digital platforms for
dengan tujuan komersial; commercial purposes;
13) Konstruksi Gedung Hunian; 13) Residential Building’s construction;
14) Konstruksi Gedung Perkantoran; 14) Office building’s construction;
15) Konstruksi Gedung Perbelanjaan; 15) Shopping building’s construction;
16) Konstruksi Gedung Penginapan; 16) Inn Building’s construction;
17) Instalasi Mekanikal; 17) Mechanical installation;
18) Instalasi konstruksi lainnya yang tidak 18) Unclassified Other construction
diklasifikasikan di tempat lain; installations;
19) Periklanan; 19) Advertising;
20) Aktivitas klinik swasta; 20) Private clinic activities;
21) Aktivitas pelayanan kesehatan yang 21) Health care activities carried out by
dilakukan oleh tenaga kesehatan health workers beside of doctors and
selain dokter dan dokter gigi; dentists;
22) Perdagangan eceran barang obat 22) Pharmaceutical drug’s retail trade in
farmasi untuk manusia di apotek; human’s pharmacies;
23) Aktivitas pelayanan penunjang 23) Health support service activities;
kesehatan;
24) Konstruksi gedung kesehatan; 24) Health building’s construction;
25) Penyiapan lahan; 25) Land preparation;
26) Museum yang dikelola swasta; 26) Private museums;
27) Aktivitas biro perjalanan wisata; dan 27) Travel agencies’s activities; and
28) Melakukan kegiatan penyertaan modal 28) Capital investment other companies to
pada perusahaan lain dalam rangka develop the Company's business
mengembangkan proses bisnis processes.
Perseroan.
Kegiatan utama Perusahaan saat ini The Company's current main business
adalah bergerak dalam bidang usaha activities are in railway transportation for
pengangkutan penumpang dan/atau passenger and/or freight, railway-based
barang dengan kereta api, usaha education and training services, and rolling
pendidikan dan pelatihan di bidang stock/infrastructure/facility rental business
perkeretaapian, serta usaha penyewaan including shops/warehouse/station space
sarana/prasarana/fasilitas yang meliputi and container terminal.
sewa kios/gudang/ruang stasiun dan
terminal peti kemas.
c. Wilayah Kerja c. Operation Regions
Dalam menjalankan kegiatan operasinya, In conducting its business, the Company
Perusahaan memiliki Daerah Operasi, has Operating Region, Regional Division,
Divisi Regional, Balai Yasa, dan Divisi Balai Yasa (Workshop), and Special
Bertujuan Khusus sebagai berikut: Purpose Division as follow:
Daerah Operasi (Daop), terdiri dari: Operating Regions (Daop) consists of:
1) Daop 1, berkedudukan di Jakarta 1) Daop 1, located in Jakarta
2) Daop 2, berkedudukan di Bandung 2) Daop 2, located in Bandung
3) Daop 3, berkedudukan di Cirebon 3) Daop 3, located in Cirebon
4) Daop 4, berkedudukan di Semarang 4) Daop 4, located in Semarang
5) Daop 5, berkedudukan di Purwokerto 5) Daop 5, located in Purwokerto
6) Daop 6, berkedudukan di Yogyakarta 6) Daop 6, located in Yogyakarta
7) Daop 7, berkedudukan di Madiun 7) Daop 7, located in Madiun
8) Daop 8, berkedudukan di Surabaya 8) Daop 8, located in Surabaya
9) Daop 9, berkedudukan di Jember 9) Daop 9, located in Jember
10
Page 675
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
Divisi Regional (Divre), terdiri dari: Regional Division (Divre), consists of:
1) Divre I, berkedudukan di Medan 1) Divre I, located in Medan
2) Divre II, berkedudukan di Padang 2) Divre II, located in Padang
3) Divre III, berkedudukan di Palembang 3) Divre III, located in Palembang
4) Divre IV, berkedudukan di Tanjung 4) Divre IV, located in Tanjung Karang
Karang
Balai Yasa terdiri dari: Balai Yasa, consists of:
1) Balai Yasa Manggarai, berkedudukan 1) Balai Yasa Manggarai, located in
di Jakarta Jakarta
2) Balai Yasa Tegal, berkedudukan di 2) Balai Yasa Tegal, located in Tegal
Tegal
3) Balai Yasa Yogyakarta, berkedudukan 3) Balai Yasa Yogyakarta, located in
di Yogyakarta Yogyakarta
4) Balai Yasa Gubeng, berkedudukan di 4) Balai Yasa Gubeng, located in
Surabaya Surabaya
5) Balai Yasa Lahat, berkedudukan di 5) Balai Yasa Lahat, located in Lahat
Lahat
6) Balai Yasa Pulubrayan, berkedudukan 6) Balai Yasa Pulubrayan, located in
di Medan Medan
Divisi Bertujuan Khusus yaitu Light Rail Special Purpose Division is Light Rail
Transit Jabodebek, berkedudukan di Transit Jabodebek, located in Jakarta.
Jakarta.
d. Susunan Dewan Komisaris dan Direksi d. Board of Commisioners and Directors
Beserta Karyawan and Employees
Susunan Dewan Komisaris pada tanggal The composition of the Company’s Board
31 Desember 2023 dan 2022 berdasarkan of Commissioners changes as of
Akta No. 383 tanggal 30 September 2022 December 31, 2023 and 2022 based on
dibuat di hadapan Nining Puspitaningtyas, the Deed No. 383 dated September 30,
S.H., M.H. Notaris di Bandung yang telah 2022 made in presence of Nining
mendapat persetujuan dari Kementerian Puspitaningtyas, S.H., M.H., Notary in
Hukum dan Hak Asasi Manusia dengan Bandung that have approved by the
Surat Keputusan No. AHU-AH.01.09- Ministry of Law and Human Rights with
0063053 tanggal 7 Oktober 2022 adalah Decision Letter No. AHU-AH.01.09-
sebagai berikut: 0063053 dated October 7, 2022 are as
follows:
2023 dan 2022/
2023 and 2022
Dewan Komisaris Board of Commisioners
Komisaris Utama dan President Commissioner and
Komisaris Independen Said Aqil Siroj Independent Commissioner
Komisaris Independen Riza Primadi Independent Commissioner
Komisaris Independen Rochadi Independent Commissioner
Komisaris Independen Endang Tirtana Independent Commissioner
Komisaris Independen Johan Sirait Independent Commissioner
Komisaris Diah Natalisa Commissioner
Komisaris Chairul Anwar Commissioner
Komisaris Sri Paduka Mangkoenagoro X Commissioner
Komisaris Mohamad Risal Wasal Commissioner
11
Page 676
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
Susunan Dewan Direksi pada tanggal The composition of the Company’s Board
31 Desember 2023 dan 2022, berdasarkan of Directors changes as of December 31,
Akta No.50 tanggal 12 Desember 2023 2023 and 2022, based on the Deed No.50
dan No. 09 tanggal 2 November 2022 dated December 12, 2023 and No. 09
dibuat di hadapan Notaris Nining dated November 2, 2022 made in
Puspitaningtyas, S.H., Sp.1., M.H., Notaris presence of Nining Puspitaningtyas, S.H.,
di Bandung yang telah mendapat Sp.1., M.H., in Notary Bandung that have
persetujuan dari Kementerian Hukum dan approved by the Ministry of Law and
Hak Asasi Manusia dengan Surat Human Rights with Decision Letter
Keputusan No. AHU-AH.01.09-0195208 No.AHU-AH.01.09-0195208 dated
tanggal 12 Desember 2023 dan December 12, 2023 and No. AHU-
No. AHU-AH.01.09-00072126 tanggal AH.01.09-0072126 dated November 2,
2 November 2022. Susunan Dewan 2022. The composition of the Company’s
Direksi pada tanggal 31 Desember 2023 Board of Directors changes as of
dan 2022 sebagai berikut: December 31, 2023 and 2022 are as
follows:
2023 2022
Direksi Directors
Direktur Utama Didiek Hartantyo Didiek Hartantyo President Director
Direktur Niaga Hadis Surya Palapa Hadis Surya Palapa Director of Commercials
Direktur Operasi Awan Hermawan Purwadinata Awan Hermawan Purwadinata Director of Operations
Direktur Pengelolahan Director of Infrastructure
Prasarana Heru Kuswanto Heru Kuswanto Management
Direktur Perencanaan Strategis Director of Strategic Planning
dan Pengelolaan Sarana John Robertho Eko Purwanto and Rolling Stock Management
Direktur Keselamatan Director of Safety and
dan Keamanan Sandry Pasambuna Sandry Pasambuna Security
Direktur Sumber Daya Director of Human Capital
Manusia dan Umum Suparno Suparno and General Affairs
Direktur Pengembangan Director of Business Development and
Usaha dan Kelembagaan Rudi As Aturridha John Robertho Institutional Relations
Direktur Keuangan Director of Finance
dan Manajemen Risiko Salusra Wijaya Salusra Wijaya and Risk Management
Susunan anggota Komite Audit pada The composition of members of the Audit
tanggal 31 Desember 2023 dan 2022 Committee as of December 31, 2023 and
berdasarkan Surat Keputusan Dewan 2022 based on Decree of the Board of
Komisaris No. 08/CH/DEKOM/XI/2022 Commissioner No.08/CH/DEKOM/XI/2022,
tanggal 23 November 2022 adalah sebagai dated November 23, 2022 are as follows:
berikut:
2023 dan 2022/
2023 and 2022
Komite Audit Audit Committee
Ketua Riza Primadi Chairman
Anggota Rochadi Member
Anggota Johan Sirait Member
Anggota Ernesto Member
Anggota Amalia Setyanti Lestari Member
Susunan Komite Pemantau Manajemen The composition of the Risk Management
Risiko pada tanggal 31 Desember 2023 Monitoring Committee as of December 31,
dan 2022 berdasarkan Keputusan Dewan 2023 and 2022 based on No.
Komisaris No. 09/CH/DEKOM/XI/2022 09/CH/DEKOM/XI/2022 dated November
tanggal 23 November 2022 adalah sebagai 23, 2022 are as follows:
berikut:
12
Page 677
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
2023 dan 2022/
2023 and 2022
Komite Pemantau Monitoring Risk
Manajemen Risiko Management Committee
Ketua (merangkap Anggota) Chairul Anwar Chairman (concurrently Member)
Anggota Endang Tirtana Member
Anggota Mohamad Risal Wasal Member
Anggota Miranti Gani Member
Sekretaris/Anggota Handy Purnama Secretary/Member
Perubahan susunan Komite Pemantau The composition changes of the Risk
Nominasi dan Remunerasi pada tanggal Management Nomination and
31 Desember 2023 dan 2022, berdasarkan Remuneration Committee as of
Keputusan Dewan Komisaris December 31, 2023 and 2022, based on
No. 03/CH/DEKOM/VIII/2022 tanggal No. 03/CH/DEKOM/VIII/2022 dated
30 Agustus 2022 dan August 30, 2022 and
No. 01/SK/CH/DEKOM/I/2022 tanggal No. 01/SK/CH/DEKOM/I/2022 dated
27 Januari 2022 adalah sebagai berikut: January 27, 2022 are as follows:
2023 dan 2022/
2023 and 2022
Komite Nominasi Nomination and Remuneration
dan Remunerasi Committee
Ketua (merangkap Anggota) Said Aqil Siroj Chairman (concurrently Member)
Anggota Diah Natalisa Member
Anggota Sri Paduka Mangkoenagoro X Member
Anggota Corina D. Riantoputra Member
Pada tanggal 31 Desember 2023 dan As of December 31, 2023 and 2022, the
2022, kepala satuan pengendali internal head of the internal control unit and the
dan sekretaris Perusahaan adalah sebagai Company secretary are as follows:
berikut:
2023 2022
Satuan Pengendali Internal (SPI) Internal Audit Unit (SPI) and
dan Sekretaris Perusahaan Corporate Secretary
Ketua Satuan Head of Internal
Pengendali Internal Dwi Erni Ratnawati Dwi Erni Ratnawati Audit (SPI)
Sekretaris Perusahaan Raden Agus Dwinanto Budiadji Asdo Artriviyanto Corporate Secretary
Pada tanggal 31 Desember 2023 dan 2022 As of December 31, 2023 and 2022 the
jumlah karyawan (tidak termasuk Direksi) number of employees (excluding Directors)
Perusahaan dan entitas anak (“Grup”) The Company and subsidiaries (“Group”)
masing-masing sejumlah 53.460 pegawai are 53,460 employees (31,624 fixed,
(31.624 pegawai tetap, 21.836 pegawai 21,836 contracted and outsourcing) and
tidak tetap dan alih daya) dan 48.564 48,564 (30,735 fixed, 17,829 contracted
orang (30.735 pegawai tetap, 17.829 and outsourcing) employees, respectively.
pegawai tidak tetap dan alih daya).
e. Penawaran Umum Obligasi dan Sukuk e. The Company's Bonds and Sukuk Ijarah
Ijarah Perusahaan Public Offering
Pada tanggal 13 November 2017, As of November 13, 2017, the Company
Perusahaan telah mendapatkan surat obtained an effective statement from
pernyataan efektif dari Otoritas Jasa Financial Services Authority (OJK)
Keuangan (OJK) No. S-438/D.04/2017 No. S-438/D.04/2017 for Initial Public
atas Penawaran perdana penerbitan Offering on the issuance of bonds I Kereta
Obligasi I Kereta Api Indonesia tahun 2017 Api Indonesia year 2017 with a principal
dengan jumlah pokok sebesar amount of Rp2,000,000,000 and were
Rp2.000.000.000 dan telah dicatatkan listed on the Indonesia Stock Exchange on
pada Bursa Efek Indonesia pada tanggal November 21, 2017.
21 November 2017.
13
Page 678
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
Pada tanggal 18 November 2022, On November 18, 2022, the Company has
Perusahaan telah melunasi Obligasi I seri paid off Kereta Api Indonesia 2017 Bond I
A Kereta Api Indonesia Tahun 2017 series A year 2017 of Rp1,000,000,000.
sebesar Rp1.000.000.000.
Pada tanggal 6 Desember 2019, As of December 6, 2019, the Company
Perusahaan telah mendapatkan surat obtained an effective statement from
pernyataan efektif dari Otoritas Jasa Financial Services Authority (OJK)
Keuangan (OJK) No: S-189/D.04/2019 No: S-189/D.04/2019 for General Public
atas Penawaran umum penerbitan Offering on the issuance of bonds II Kereta
Obligasi II Kereta Api Indonesia tahun Api Indonesia year 2019 with a principal
2019 dengan jumlah pokok sebesar amount of Rp2,000,000,000 and were
Rp2.000.000.000 dan telah dicatatkan listed on the Indonesia Stock Exchange on
pada Bursa Efek Indonesia pada tanggal December 16, 2019.
16 Desember 2019.
Pada tanggal 29 Juli 2022, Perusahaan As of Juli 29,2022, the Company obtained
telah mendapatkan surat pernyataan an effective statement from Financial
efektif dari Otoritas Jasa Keuangan (OJK) Services Authority (OJK)
No. S-148/D.04/2022 atas Penawaran No. S-148/D.04/2022 for Initial Public
perdana penerbitan Obligasi Berkelanjutan Offering on the issuance of Continuing
I Kereta Api Indonesia Tahap 1 Tahun Bonds I Kereta Api Indonesia Phase I Year
2022 dengan jumlah pokok sebesar 2022 with a principal amount of
Rp1.500.000.000 dan Sukuk Berkelanjutan Rp1,500,000,000 and Continuing Sukuk I
I Kereta Api Indonesia Tahap 1 Tahun Kereta Api Indonesia Phase I Year 2022
2022 dengan sisa imbalan Ijarah sebesar with a remaining Ijarah benefit amount of
Rp500.000.000 dan telah dicatatkan pada Rp500,000,000 were listed on the
Bursa Efek Indonesia pada tanggal Indonesia Stock Exchange on
3 Agustus 2022. August 3, 2022.
Pada tanggal 31 Desember 2023, jumlah As of December 31, 2023, The amount of
utang obligasi dan sukuk ijarah adalah bonds payables and sukuk ijarah amounted
sebesar Rp5.000.000.000 dengan rincian to Rp5,000,000,000 with detail as follows:
sebagai berikut:
No./ Obligasi/ Jumlah/ Bunga per Tahun/ Tanggal Tanggal
No. Bonds Amount Tahun/ Years Penerbitan/ Jatuh
Interest per Issued Tempo/
Annum Date Due Date
1 Obligasi I Kereta Api
Indonesia Tahun 2017/
Kereta Api Indonesia
Bond I Year 2017
Seri/ Serie B 1.000.000.000 8,25% 7 13 November 2017/ 1 November 2024/
November 13, 2017 November 1, 2024
2 Obligasi II Kereta Api
Indonesia Tahun 2019/
Kereta Api Indonesia
Bond II Year2019
Seri/ Serie A 900.000.000 7,75% 5 6 Desember 2019/ 16 Desember 2024/
December 6, 2019 December 16, 2024
Seri/ Serie B 1.100.000.000 8,20% 7 6 Desember 2019/ 16 Desember 2026/
December 6, 2019 December 16, 2026
3 Obligasi Berkelanjutan I
Kereta Api Indonesia Tahun 2022/
Kereta Api Indonesia
Continuing Bond I Year 2022
Seri/ SerieA 634.000.000 7,10% 5 5 Agustus 2022/ 5 Agustus 2027/
August 5, 2022 August 5, 2027
Seri/ SerieB 866.000.000 8,00% 7 5 Agustus 2022/ 5 Agustus 2029/
August 5, 2022 August 5, 2029
14
Page 679
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
No./ Sukuk/ Jumlah/ Cicilan Imbalan Tahun/ Tanggal Tanggal
No. Sukuk Amount per Tahun/ Years Penerbitan/ Jatuh
Installment Benefit Issued Tempo/
per Annum Date Due Date
1 Sukuk Ijarah Berkelanjutan I
Kereta Api Indonesia Tahun 2022/
Kereta Api Indonesia
Continuing Sukuk Ijarah I Year 2022
Seri/ Serie A 117.350.000 8.331.850 5 5 Agustus 2022/ 5 Agustus 2027/
August 5, 2022 August 5, 2027
Seri/ Serie B 382.650.000 30.612.000 7 5 Agustus 2022/ 5 Agustus 2029/
August 5, 2022 August 5, 2029
f. Entitas Anak f. The Subsidiaries
Perusahaan memiliki entitas anak pada The Company has subsidiaries as of
31 Desember 2023 dan 2022 sebagai December 31, 2023 and 2022 as follows:
berikut:
Tahun Persentase Kepemilikan/ Jumlah Aset Sebelum Eliminasi/
Pendirian/ Percentage of Ownership Total Assets Before Elimination
Entitas Anak/ Domisili/ Kegiatan Pokok/ Establishment Tahun Operasi/ 2023 2022 2023 2022
No. Subsidiaries Domicile Main Activity Date Year of Operation (%) (%) Rp Rp
1 PT Reska Multi Jakarta Restoran Kereta Api/ 2003 2003 99,74 99,74 560.460.847 482.887.390
Usaha (RMU) The Railways Restaurant
2 PT Railink (Railink) Jakarta Transportasi Kereta Api 2005 2014 60,00 60,00 423.753.460 564.519.459
Bandara/ Airport Railways
3 PT Kereta Jakarta Transportasi Kereta 2008 2008 99,78 99,78 3.392.366.123 3.278.464.511
Commuter Commuter/ Commuter
Indonesia (KCI) Railways
4 PT KA Logistik Jakarta Distribusi Logistik berbasis 2009 2009 99,30 99,30 865.859.021 847.167.021
(KALOG) Kereta Api/ Railway-Based
Logistic Service
5 PT KA Properti Jakarta Pengelolaan Aset Properti 2009 2009 99,63 99,63 825.751.525 905.134.224
Manajemen (KAPM) Perkeretaapian/ Railway
Property Asset Management
6 PT KA Pariwisata Jakarta Pariwisata Kereta Api/ 2009 2010 99,90 99,90 299.222.056 152.859.992
(KAWIS) Railways Tourism
PT Reska Multi Usaha (RMU) PT Reska Multi Usaha (RMU)
RMU didirikan berdasarkan Akta No. 18 RMU was established based on Notarial
tanggal 2 Juli 2003 oleh Notaris Darwin Deed No. 18 dated on July 2, 2003 of
Ginting, S.H., M.H., yang telah disahkan Notary Darwin Ginting, S.H., M.H., which
oleh Menteri Kehakiman Republik approved by the Minister of Law of the
Indonesia dalam Surat Keputusan Republic of Indonesia in his Decision
No. C - 21011 HT 01.01. Tahun 2003 Letter No. C - 21011 HT 01.01 Tahun
tanggal 4 September 2003. 2003 dated September 4, 2003.
Anggaran Dasar RMU telah mengalami RMU's Articles of association has been
beberapa kali perubahan, terakhir dengan amended several times, most recently by
akta Nomor 6 tanggal 21 September 2019 Notarial Deed No. 6 dated September 21,
oleh Notaris Silvia Anugrahwaty, S.H., 2019 of Notary Silvia Anugrahwaty, S.H.,
M.Kn. mengenai Perubahan Modal Dasar. M.Kn. concerning the Changes in the
Perubahan ini telah disahkan oleh Menteri Authorized Capital. The amendments were
Hukum dan Hak Asasi Manusia dalam approved by the Minister of Law and
surat keputusan No. AHU- Human Rights in his Decision Letter No.
0079549.AH.01.02 tanggal 7 Oktober AHU-0079549.AH.01.02 dated October 7,
2019. 2019.
Modal dasar RMU sebesar The authorized capital of RMU amounted
Rp100.749.000 terbagi atas 100.749 to Rp100,749,000 composed of 100,749
saham dengan bernilai nominal Rp1.000 shares with par value of Rp1,000 per
per saham. Jumlah modal ditempatkan share. Total issued and fully paid capital
dan disetor penuh sebanyak 100.749 amounted to Rp100,749,000 composed of
saham atau sebesar Rp100.749.000 100,749 shares with share ownership as
dengan komposisi sebagai berikut: follows:
15
Page 680
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
• Perusahaan memiliki 99,74% atau • The Company owns 99.74% or
sebanyak 100.487 saham dengan nilai 100,487 shares amounting to
sebesar Rp100.487.000. Rp100,487,000.
• Yayasan Pusaka memiliki 0,26% atau • Yayasan Pusaka owns 0.26% or 262
sebanyak 262 saham dengan nilai shares amounting to Rp262,000.
sebesar Rp262.000.
PT Railink (Railink) PT Railink (Railink)
Railink didirikan berdasarkan Surat Railink was established based on Letter
Persetujuan dari Menteri Negara BUMN of Approval from Minister of SOEs
No. S-108/MBU/2005 tanggal No. S-108/MBU/2005 dated March 8,
8 Maret 2005 dan Akta Pendirian No. 34 2005, and Notarial Deed No. 34 dated
tanggal 28 September 2006, dari Notaris September 28, 2006 of Notary Ny. Silvia
Ny. Silvia Abbas Sudrajat, S.H., Notaris Abbas Sudrajat, S.H., Notary in Banten,
di Banten yang telah mendapatkan which has been approved by the Minister
pengesahan dari Menteri Hukum dan of Law and Human Right of Republic of
Hak Asasi Manusia Republik Indonesia Indonesia in his Decision Letter
dengan Surat Keputusan No. W29-00480HT.01.01.TH.2006 dated
No. W29-00480HT.01.01. TH.2006, pada December 7, 2006.
tanggal 7 Desember 2006.
Anggaran Dasar Railink telah mengalami Railink’s Article of Association has been
beberapa kali perubahan, perubahan amended several times, most recently by
terakhir adalah menurut Keputusan Para Agreement of Stockholders legalized by
Pemegang Saham yang telah disahkan the Notarial Deed of Ariani Lakhsmijati
dengan Akta Notaris Ariani Lakhsmijati Rachim, S.H., No. 05 dated January 27,
Rachim, S.H., No. 05 tanggal 2023 concerning the Changes in the
27 Januari 2023 mengenai Perubahan authorized and paid in capital. These
Modal Dasar dan Modal Disetor kepada amendments have been approved by the
Railink. Akta perubahan ini telah disetujui Minister of Law and Human Rights of the
oleh Menteri Hukum dan Hak Asasi Republic of Indonesia in his Decision
Manusia berdasarkan Surat Keputusan Letter No. Decision Letter of Amended’s
Persetujuan Perubahan Anggaran articles No. AHU-AH.01.03-0017880
Dasar dengan Surat Keputusan No. dated January 31, 2023.
AHU-AH.01.03-0017880 tanggal
31 Januari 2023.
Modal dasar Railink pada tanggal The authorized capital of Railink as of
31 Desember 2023 sebesar December 31, 2023 amounted to
Rp879.400.000, ditempatkan dan disetor Rp879,400,000, issued and fully paid
penuh sebanyak 879.400 saham dengan capital amounted to Rp879,400,000
nilai nominal sebesar Rp1.000 per composed of 879,400 shares with par
saham atau sebesar Rp879.400.000 value of Rp1,000 per share with share
dengan komposisi sebagai berikut: ownership as follows:
• Perusahaan memiliki 60,00% atau • • The Company owns 60.00% or
sebanyak 527.640 saham dengan 527,640 shares amounting to
nilai sebesar Rp527.640.000. Rp527,640,000.
• PT Angkasa Pura II (Persero) • PT Angkasa Pura II (Persero) owns
memiliki 40,00% atau sebanyak 40.00% or 351,760 shares
351.760 saham dengan nilai sebesar amounting to Rp351,760,000.
Rp351.760.000.
Modal dasar Railink pada tanggal The authorized capital of Railink as of
31 Desember 2022 sebesar December 31, 2022 amounted to
Rp839.400.000, ditempatkan dan disetor Rp839,400,000, issued and fully paid
penuh sebanyak 839.400 saham dengan capital amounted to Rp839,400,000
16
Page 681
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
nilai nominal sebesar Rp1.000 per saham composed of 839,400 shares with par
atau sebesar Rp839.400.000 dengan value of Rp1,000 per share with share
komposisi sebagai berikut: ownership as follows:
• Perusahaan memiliki 60,00% atau • The Company owns 60.00% or
sebanyak 503.640 saham dengan 503,640 shares amounting to
nilai sebesar Rp503.640.000. Rp503,640,000.
• PT Angkasa Pura II (Persero) • PT Angkasa Pura II (Persero) owns
memiliki 40,00% atau sebanyak 40.00% or 335,760 shares amounting
335.760 saham dengan nilai sebesar to Rp335,760,000.
Rp335.760.000.
PT Kereta Commuter Indonesia (KCI) PT Kereta Commuter Indonesia (KCI)
KCI didirikan berdasarkan Akta Notaris KCI was established based on Notarial
Ilmiawan Dekrit S., S.H., pada tanggal Deed of Ilmiawan Dekrit S., S.H., No. 457
15 September 2008 No.457 yang telah dated September 15, 2008 which is
disahkan oleh Menteri Hukum dan Hak approved by the Minister of Law and
Asasi Manusia Republik Indonesia dalam Human Right of Republic of Indonesia in
Surat Keputusan No. AHU- his Decision Letter No. AHU-
74707.AH.01.01, tanggal 16 Oktober 74707.AH.01.01, dated October 16, 2008.
2008.
Anggaran Dasar KCI telah mengalami KCI’s Article of Association has been
beberapa perubahan, perubahan terakhir amended several time, most recently by
berdasarkan Akta No. 1 tanggal 7 Januari Notarial Deeds No. 1 on January 7, 2019
2019 dari Notaris Tri Mulyahati, S.H., yang of Notary Mulyahati, S.H., which was
telah disahkan oleh Kementerian Hukum approved by the Minister of Law and
dan Hak Asasi Manusia Republik Human Rights of the Republic of
Indonesia berdasarkan surat keputusan Indonesia in his Decision Letter No. AHU-
No. AHU-0002753.AH.01.02 Tahun 2019 0002753.AH.01.02 Tahun 2019 dated
tanggal 18 Januari 2019. January 18, 2019.
Modal dasar KCI sebesar Rp542.000.000 The authorized capital of KCI amounted to
terbagi atas 542.000 saham dengan nilai Rp542,000,000 composed of 542,000
nominal Rp1.000 per saham. Jumlah shares with par value of Rp1,000 per
modal ditempatkan dan disetor penuh share. Total issued and fully paid capital
sebanyak 230.500 saham atau sebesar amounted to Rp230,500,000 composed of
Rp230.500.000 dengan komposisi 230,500 shares with share ownership as
sebagai berikut: follows:
• Perusahaan memiliki 99,78% atau • The Company owns 99.78% or
sebanyak 230.000 saham dengan 230,000 shares amounting to
nilai sebesar Rp230.000.000. Rp230,000,000.
• Yayasan Pusaka memiliki 0,22% atau • Yayasan Pusaka owns 0.22% or 500
sebanyak 500 saham dengan nilai shares amounting to Rp500,000.
sebesar Rp500.000.
Pada tahun 2022, KCI telah In 2022, KCI has received approval for
mendapat persetujuan penambahan additional operations on the Manggarai-
pengoperasian pada lintas pelayanan Soekarno-Hatta Airport service line in
Manggarai-Bandar Udara Soekarno-Hatta accordance with the Decree of the
sesuai dengan Surat Keputusan Ministry of Transportation through the
Kementerian Perhubungan melalui Director General of Railways No.
Direktur Jenderal Perkeretaapian KA.005/1/4/DJKA/2022, on July 29, 2022
No. KA.005/1/4/DJKA/2022 pada tanggal (Note 34).
29 Juli 2022 (Catatan 34).
17
Page 682
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
PT KA Logistik (KALOG) PT KA Logistik (KALOG)
KALOG didirikan berdasarkan Surat KALOG was established based on the
Persetujuan dari Menteri Negara BUMN Letter of Approval from the Minister of
No. S-536/MBU/2009, tanggal 29 Juli SOEs No. S-536/MBU/2009, dated July
2009 dan berdasarkan Akta Pendirian 29, 2009 and based on the Deed of
No. 10, tanggal 8 September 2009 yang Establishment No. 10, dated September
dibuat di hadapan Ny. Fathiah Helmi, 8, 2009 of Ny. Fathiah Helmi, S.H.,
S.H., Notaris di Jakarta. Akta pendirian Notary in Jakarta. Deed of establishment
perusahaan telah disahkan oleh Menteri was approved by the Minister of Law and
Hukum dan Hak Asasi Manusia Republik Human Rights Republic of Indonesia in
Indonesia dalam Surat Keputusan No. his Decision Letter. No. AHU-
AHU-51175.AH.01.01, pada tanggal 51175.AH.01.01, dated October 22,
22 Oktober 2009. 2009.
Anggaran Dasar KALOG telah KALOG's Articles of Association have
mengalami beberapa kali perubahan, been amended several times, most
terakhir dengan Akta Notaris Yoshsi, recently by Notarial Deed of Yoshsi, S.H.,
S.H., M.Kn No. III tanggal 27 November M.Kn No. III dated November 27, 2023
2023 mengenai perubahan Pasal 3 concerning amendments to Article 3 of
Anggaran Dasar tentang maksud dan the Articles of Association regarding the
tujuan serta kegiatan. Perubahan aims and objectives as well as business.
tersebut telah mendapat persetujuan dari This amendment has received approval
Menteri Hukum dan Hak Asasi Manusia from the Minister of Law and Human
Republik Indonesia dengan Surat Rights of the Republic of Indonesia with a
Keputusan tertanggal 30 November 2023 Decree dated November 30, 2023
nomor AHU-0074532.AH.01.02.Tahun number AHU-0074532.AH.01.02. year
2023. 2023.
Modal dasar KALOG sebesar The authorized capital of KALOG
Rp99.100.000 terbagi atas 99.100 saham amounted to Rp99,100,000 composed of
dengan bernilai nominal Rp1.000 per 99,100 shares with par value of Rp1,000
saham. Jumlah modal ditempatkan dan per share. Total issued and fully paid
disetor penuh sebanyak 75.275 saham capital amounted Rp75,275,000
atau sebesar Rp75.275.000 dengan composed of 75,275 shares with share
komposisi sebagai berikut: ownership as follows:
• Perusahaan memiliki 99,30% atau • The Company owns 99.30% or
sebanyak 74.750 saham dengan nilai 74,750 shares amounting to
sebesar Rp74.750.000. Rp74,750,000.
• Yayasan Pusaka memiliki 0,70% atau • Yayasan Pusaka owns 0.70% or 525
sebanyak 525 saham dengan nilai shares amounting to Rp525,000.
sebesar Rp525.000.
PT KA Properti Manajemen (KAPM) PT KA Properti Manajemen (KAPM)
KAPM didirikan berdasarkan Surat KAPM was established under the Letter of
Persetujuan dari Menteri Negara BUMN Approval from the Minister of SOEs No.
No. S- 535/MBU/2009, tanggal 29 Juli S-535/MBU/2009, dated July 29, 2009
2009 dan berdasarkan Akta Pendirian and based on the Deed of Establishment
No. 9, tanggal 8 September 2009 yang No. 9 dated September 8, 2009 of Ny.
dibuat dihadapan Ny. Fathiah Helmi, Fathiah Helmi, S.H., Notary in Jakarta.
S.H., Notaris di Jakarta. Akta Pendirian Deed of Establishment has been
tersebut telah mendapatkan pengesahan approved by the Ministy of Law and
dari Menteri Hukum dan Hak Asasi Human Rights Republic of Indonesia in
Manusia Republik Indonesia dengan Decision Letter No. AHU-5150.AH.01.01
Surat Keputusan No. AHU- on October 26, 2009.
5150.AH.01.01 pada tanggal 26 Oktober
2009.
18
Page 683
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
Anggaran Dasar KAPM telah beberapa KAPM's Articles of Association have
kali mengalami perubahan, terakhir Akta been amended several times, most
No. 21 tertanggal 11 November 2020 recently by Deed No. 21 dated
mengenai perubahan modal dasar yang November 11, 2020 concerning the
dibuat oleh Notaris Dini Lastari Siburian, Changes in the authorized capital of
S.H, M.Kn., di Jakarta telah dicatat Notary Dini Lastari Siburian, S.H, M.Kn.,
dalam database Sistem Badan Hukum in Jakarta have been recorded in the
Kementerian Hukum dan Hak Asasi Legal Entity Database System of the
Manusia sesuai suratnya Minister of Justice and Human Rights
No. AHU-0189728.AH.01.11 tanggal according to Decision Letter
12 November 2020. No. AHU-0189728.AH.01.11 dated
November 12, 2020.
Modal dasar KAPM sebesar The authorized capital of KAPM
Rp273.575.000 terbagi atas 273.575 amounted to Rp273,575,000 composed
saham dengan nilai nominal Rp1.000 per of 273,575 shares with par value of
saham. Jumlah modal ditempatkan dan Rp1,000 per share. Total issued and fully
disetor penuh sebanyak 273.575 saham paid capital amounted to Rp273,575,000
atau sebesar Rp273.575.000 dengan composed of 273.575 shares with share
komposisi sebagai berikut: ownership as follows:
• Perusahaan memiliki 99,63%, atau • The Company owns 99.63% or
sebanyak 272.550 saham dengan 272,550 shares amounting to
nilai sebesar Rp272.550.000. Rp272,550,000.
• Yayasan Pusaka memiliki 0,37% • Yayasan Pusaka owns 0.37% or
atau sebanyak 1.025 saham 1,025 shares amounting to
dengan nilai sebesar Rp1.025.000. Rp1,025,000.
PT KA Pariwisata (KAWIS) PT KA Pariwisata (KAWIS)
KAWIS didirikan berdasarkan Surat KAWIS was established within Letters of
Persetujuan dari Menteri Negara BUMN approval from the Minister of SOEs
No. S- 537/MBU/2009 tanggal 29 Juli No. S-537/MBU/2009, dated July 29,
2009 dan berdasarkan Akta Pendirian 2009 and based on Notarial Deed No. 11
No. 11, tanggal 8 September 2009, of Notary Ny. Fathiah Helmi, S.H., dated
Notaris Ny. Fathiah Helmi, S.H., dan September 8, 2009 and approved by the
disahkan oleh Menteri Hukum dan Hak Minister of Law and Human Rights of the
Asasi Manusia Republik Indonesia Republic of Indonesia in his Decision
dalam surat Keputusan Letter No. AHU-04724.AH.01.01, dated
No. AHU-04724.AH.01.01, tanggal on January 28, 2010.
28 Januari 2010.
Anggaran Dasar Perusahaan telah The Articles of Association have been
mengalami perubahan berdasarkan Akta amended by Deed of Statement of
Pernyataan Keputusan Pemegang Shareholders Resolution of PT Kereta
Saham PT Kereta Api Pariwisata No. 5, Api Pariwisata No. 5, dated December
tanggal 14 Desember 2017 mengenai 14, 2017 concerning the Changes in the
perubahan modal dasar yang dibuat authorized capital of Notary Agung Sri
dihadapan Notaris Agung Sri Wijayanti Wijayanti S.H, M.Kn., have been
S.H, M.Kn., telah dicatat dalam database recorded in the Legal Entity Database
Sistem Badan Hukum Kementerian System of the Minister of Justice and
Hukum dan Hak Asasi Manusia sesuai Human Rights according to Decision
suratnya AHU-0027019.AH.01.02 Tahun Letter No. AHU-0027019.AH.01.02 year
2017 tanggal 20 Desember 2017. 2017 dated December 20, 2017.
Modal dasar KAWIS sebesar The authorized capital of KAWIS
Rp99.100.000 terbagi atas 24.775 amounted to Rp99,100,000 composed of
saham dengan nilai nominal Rp1.000 per 24,775 shares with par value of Rp1,000
19
Page 684
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
1. Umum (Lanjutan) 1. General (Continued)
saham. Jumlah modal ditempatkan dan per share. Total issued and fully paid
disetor penuh sebanyak 24.775 saham capital amounted to Rp24,775,000
atau sebesar Rp24.775.000 dengan composed of 24,775 shares with share
komposisi sebagai berikut: ownership as follows:
• Perusahaan memiliki 99,90%, atau • • The Company owns 99.90% or
sebanyak 24.750 saham dengan 24,750 shares amounting to
nilai sebesar Rp24.750.000. Rp24,750,000.
• Yayasan Pusaka memiliki 0,10% • • Yayasan Pusaka owns 0.10% or
atau sebanyak 25 saham dengan 25 shares amounting to Rp25,000.
nilai sebesar Rp25.000.
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
a. Pernyataan Kepatuhan a. Statement of Compliance
Laporan keuangan konsolidasian telah The consolidated financial statements
disusun dan disajikan sesuai dengan have been prepared and presented in
Standar Akuntansi Keuangan (SAK) di accordance with Indonesian Financial
Indonesia yang meliputi Pernyataan Accounting Standards (SAK) which include
Standar Akuntansi Keuangan (PSAK) dan the Statement of Financial Accounting
Interpretasi Standar Akuntansi Keuangan Standards (PSAK) and Interpretation of
(ISAK) yang diterbitkan oleh Dewan Financial Accounting Standards (ISAK)
Standar Akuntansi Keuangan – Ikatan issued by the Financial Accounting
Akuntan Indonesia (DSAK – IAI) serta Standard Board – Indonesian Institute of
peraturan Pasar Modal yang berlaku Accountant (DSAK – IAI) and regulations
antara lain Peraturan Otoritas Jasa in the Capital Market including Regulations
Keuangan/Badan Pengawas Pasar Modal of Financial Services Authority/Capital
dan Lembaga Keuangan (OJK/Bapepam- Market and Supervisory Board and
LK) No. VIII.G.7 penyajian dan Financial Institution (OJK/ Bapepam-LK)
pengungkapan laporan keuangan emiten No. VIII.G.7 regarding presentation and
atau perusahaan publik. disclosure of financial statements of the
issuer or public company.
b. Dasar Pengukuran dan Penyajian b. Basis of Measurement and Preparation
Laporan Keuangan Konsolidasian of the Consolidated Financial
Statements
Laporan keuangan konsolidasian disusun The consolidated financial statements
dan disajikan berdasarkan asumsi have been prepared and presented based
kelangsungan usaha serta atas dasar on going concern assumption and accrual
akrual, kecuali laporan arus kas basis of accounting, except for the
konsolidasian. Dasar pengukuran dalam consolidated statements of cash flows.
penyusunan laporan keuangan Basis of measurement in preparation of
konsolidasian ini adalah konsep biaya these consolidated financial statements is
perolehan, kecuali beberapa akun tertentu the historical costs concept, except for
yang didasarkan pengukuran lain certain accounts which have been
sebagaimana dijelaskan dalam kebijakan prepared on the basis of other
akuntansi masing-masing akun tersebut. measurements as described in their
Biaya perolehan umumnya didasarkan respective policies. Historical cost is
pada nilai wajar imbalan yang diserahkan generally based on the fair value of the
dalam pemerolehan aset. consideration given in exchange for
assets.
20
Page 685
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Laporan arus kas konsolidasian disusun The consolidated statements of cash flows
dengan menggunakan metode langsung are prepared using the direct method by
dengan mengelompokkan arus kas dalam classifying cash flows into operating,
aktivitas operasi, investasi, dan investing and financing activities.
pendanaan.
Mata uang penyajian yang digunakan The presentation currency used in
dalam penyusunan laporan keuangan the preparation of the consolidated financial
konsolidasian ini adalah Rupiah, yang statements is Rupiah which is the
merupakan mata uang fungsional Grup. functional currency of the Group.
c. Prinsip-prinsip Konsolidasian c. Principles of Consolidation
Laporan keuangan konsolidasian The consolidated financial statements
mencakup laporan keuangan perusahaan incorporate the financial statements of the
dan entitas-entitas anak seperti disebutkan company and subsidiaries as described in
pada Catatan 1. Note 1.
Keberadaan dan dampak dari hak suara The existence and effect of substantive
potensial dimana Grup memiliki potential voting rights that the Group has
kemampuan praktis untuk melaksanakan the practical ability to exercise (ie
(yakni hak substantif) dipertimbangkan substantive rights) are considered when
saat menilai apakah Grup mengendalikan assessing whether the Group controls
entitas lain. another entity.
Laporan keuangan Grup mencakup hasil The Group’s financial statements
usaha, arus kas, aset dan liabilitas dari incorporate the results, cash flows, assets
perusahaan dan seluruh entitas anak yang and liabilities of the Company and all
secara langsung dan tidak langsung, of its directly and indirectly controlled
dikendalikan oleh Perusahaan. Entitas subsidiaries. Subsidiaries are consolidated
anak dikonsolidasikan sejak tanggal efektif from the effective date of acquisition, which
akuisisi, yaitu tanggal dimana Grup secara is the date on which the Group effectively
efektif memperoleh pengendalian atas obtains control of the acquired business,
bisnis yang diakuisisi, sampai tanggal until that control ceases.
pengendalian berakhir.
Entitas induk menyusun laporan keuangan A parent prepares consolidated financial
konsolidasian dengan menggunakan statements using uniform accounting
kebijakan akuntansi yang sama untuk policies for like transactions and other
transaksi dan peristiwa lain dalam keadaan events in similar circumstances. All
yang serupa. Seluruh transaksi, saldo, intragroup transactions, balances, income,
penghasilan, beban, dan arus kas dalam expenses and cash flows relating to
intra kelompok usaha terkait dengan transactions between entities of the group
transaksi antar entitas dalam kelompok are eliminated in full.
usaha dieliminasi secara penuh.
Grup mengatribusikan laba rugi dan setiap The Group attributed the profit and loss
komponen dari penghasilan komprehensif and each component of other
lain kepada pemilik entitas induk dan comprehensive income to the owners of
kepentingan non-pengendali meskipun hal the parent and non-controlling interest
tersebut mengakibatkan kepentingan non- even though this results in the non-
pengendali memiliki saldo defisit. Grup controlling interests having a deficit
menyajikan kepentingan non-pengendali di balance. The Group presents non-
ekuitas dalam laporan posisi keuangan controlling interest in equity in the
konsolidasian, terpisah dari ekuitas pemilik consolidated statement of financial
entitas induk. position, separately from the equity owners
of the parent.
21
Page 686
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Perubahan dalam bagian kepemilikan Changes in the parent’s ownership interest
entitas induk pada entitas anak yang tidak in a subsidiary that do not result in loss of
mengakibatkan hilangnya pengendalian control are equity transactions (i.e.
adalah transaksi ekuitas (yaitu transaksi transactions with owners in their capacity
pemilik dalam kapasitasnya sebagai as owners). When the proportion of equity
pemilik). Ketika proporsi ekuitas yang held by non-controlling interest change, the
dimiliki oleh kepentingan non-pengendali Group adjusted the carrying amounts of the
berubah, Grup menyesuaikan jumlah controlling interest and non-controlling
tercatat kepentingan non-pengendali untuk interest to reflect the changes in their
mencerminkan perubahan kepemilikan relative interest in the subsidiaries. Any
relatifnya dalam entitas anak. Selisih difference between the amount by which
antara jumlah tercatat kepentingan non- the non-controlling interests are adjusted
pengendali yang disesuaikan dan nilai and the fair value of the consideration paid
wajar dari jumlah yang diterima atau or received is recognised directly in equity
dibayarkan diakui langsung dalam ekuitas and attributed to the owners of the parent.
dan diatribusikan pada pemilik dari entitas
induk.
Jika Grup kehilangan pengendalian, maka If the Group loses control, the Group:
Grup:
a. Menghentikan pengakuan aset a. Derecognizes the assets (including
(termasuk goodwill) dan liabilitas goodwill) and liabilities of the subsidiary
entitas anak pada jumlah tercatatnya at their carrying amounts at the date
ketika pengendalian hilang; when control is lost;
b. Menghentikan pengakuan jumlah b. Derecognizes the carrying amount of
tercatat setiap kepentingan non- any non-controlling interests in the
pengendali pada entitas anak former subsidiary at the date when
terdahulu ketika pengendalian hilang control is lost (including any
(termasuk setiap komponen components of other comprehensive
penghasilan komprehensif lain yang income attributable to them);
diatribusikan pada kepentingan non-
pengendali);
c. Mengakui nilai wajar pembayaran c. Recognizes the fair value of the
yang diterima (jika ada) dari consideration received (if any), from the
transaksi, peristiwa, atau keadaan transaction, event or circumstances that
yang mengakibatkan hilangnya resulted the loss of control;
pengendalian;
d. Mengakui sisa investasi pada entitas d. Recognizes any investment retained in
anak terdahulu pada nilai wajarnya the former subsidiary at fair value at the
pada tanggal hilangnya pengendalian; date when control is lost;
e. Mereklasifikasi ke laba rugi, atau e. Reclassifies to profit or loss, or transfer
mengalihkan secara langsung ke saldo directly to retained earnings if required
laba jika disyaratkan oleh SAK lain, by other SAK’s, the amount recognized
jumlah yang diakui dalam penghasilan in other comprehensive income in
komprehensif lain dalam kaitan relation to the subsidiary; and
dengan entitas anak; dan
f. Mengakui perbedaan apapun yang f. Recognizes any resulting difference as
dihasilkan sebagai keuntungan atau a gain or loss attributable to the parent.
kerugian dalam laba rugi yang
diatribusikan kepada entitas induk.
d. Investasi pada Entitas Asosiasi d. Investments in Associates
Entitas asosiasi adalah entitas dimana Associates are entities which the Group
Grup memiliki kekuasaan untuk has the power to participate in the financial
berpartisipasi dalam keputusan kebijakan and operating policy decisions of the
22
Page 687
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
keuangan dan operasional investee, tetapi investee but is not control or joint control
tidak mengendalikan atau mengendalikan over those policies (significant influence).
bersama atas kebijakan tersebut
(pengaruh signifikan).
Investasi pada entitas asosiasi Investment in associates accounted using
dicatat dengan menggunakan metode the equity method. Under the equity
ekuitas. Dalam metode ekuitas, method, the investment in an associate is
pengakuan awal investasi diakui sebesar initially recognised at cost and the carrying
biaya perolehan, dan jumlah tercatat amount is increased or decreased to
ditambah atau dikurang untuk mengakui recognise the investor’s share of the profit
bagian atas laba rugi dan penghasilan atau or loss and other comprehensive income
kerugian komprehensif lain investee or loss of the investee after the date of
setelah tanggal perolehan. Bagian atas acquisition. The investor’s share of the
laba rugi investee diakui dalam laba rugi. profit or loss of the investee is recognised
Penerimaan distribusi dari investee in profit or loss. Distributions received from
mengurangi nilai tercatat investasi. an investee reduce the carrying amount of
the investment.
Penyesuaian terhadap jumlah tercatat Adjustments to the carrying amount may
tersebut juga mungkin dibutuhkan untuk also be necessary for changes in the
perubahan dalam proporsi bagian investor investor’s proportionate in the investee
atas investee yang timbul dari penghasilan arising from changes in the investee’s
komprehensif lain, termasuk perubahan other comprehensive income, including
yang timbul dari revaluasi aset tetap dan those arising from the revaluation of fixed
selisih penjabaran valuta asing. Bagian assets and from foreign exchange
investor atas perubahan tersebut diakui translation differences. The investor’s
dalam penghasilan komprehensif lain. share of those changes is recognized in
other comprehensive income.
Grup menghentikan penggunaan metode The Group discontinue the use of the
ekuitas sejak tanggal ketika investasinya equity method from the date when its
berhenti menjadi investasi pada entitas investment ceases to be an associate as
asosiasi sebagai berikut: follows:
(a) jika investasi menjadi entitas anak. (a) if the investment becomes a subsidiary.
(b) jika sisa kepentingan dalam entitas (b) If the retained interest in the former
asosiasi merupakan aset keuangan, associate is a financial asset, the
maka Grup mengukur sisa Group measure the retained interest at
kepentingan tersebut pada nilai wajar. fair value.
(c) ketika Grup menghentikan (c) when the Group discontinue the use of
penggunaan metode ekuitas, Grup the equity method, the Group accounts
mencatat seluruh jumlah yang for all amounts previously recognized
sebelumnya telah diakui dalam in other comprehensive income in
penghasilan komprehensif lain yang relation to that investment on the same
terkait dengan investasi tersebut basis as would have been required if
menggunakan dasar perlakuan yang the investee had directly disposed of
sama dengan yang disyaratkan jika the related assets or liabilities.
investee telah melepaskan secara
langsung aset dan liabilitas terkait.
23
Page 688
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
e. Pengaturan Bersama e. Join Arrangement
Pengaturan bersama adalah pengaturan Joint arrangement is an arrangement of
yang dua atau lebih pihak memiliki which two or more parties have joint
pengendalian bersama, yaitu persetujuan control, i.e. the contractually agreed
kontraktual untuk berbagi pengendalian sharing of control of Joint Arrangement,
atas suatu Pengaturan Bersama yang ada which exist only when decisions about the
hanya ketika keputusan mengenai aktivitas relevant actvities require the unanimous
relevan mensyaratkan persetujuan dengan consent of the parties sharing control.
suara bulat dari seluruh pihak yang
berbagi pengendalian.
Grup mengklasifikasikan pengaturan The Group classified joint arrangement as:
bersama sebagai:
1) Operasi Bersama 1) Joint Operation
Merupakan pengaturan bersama Represents joint arrangement whereby
yang mengatur bahwa para pihak the parties that have joint control of the
yang memiliki pengendalian bersama arrangement have rights to the assets,
atas pengaturan memiliki hak atas and obligations for the liabilities,
aset dan kewajiban terhadap relating to the arrangement. Those
liabilitas, terkait dengan pengaturan parties are called joint operator.
tersebut. Para pihak tersebut disebut
operator bersama.
Operator bersama mengakui hal A joint operator recognize in relation to
berikut terkait dengan its interest in a joint operation:
kepentingannya dalam operasi
bersama:
(a) Aset, mencakup bagiannya atas (a) Assets, including its share of any
setiap aset yang dimiliki bersama; assets held jointly;
(b) Liabilitas, mencakup bagiannya (b) Liabilities, including its share of any
atas liabilitas yang terjadi liabilities incurred jointly;
bersama;
(c) Pendapatan dari penjualan (c) Revenue from the sale of its share
bagiannya atas output yang of the output arising from the joint
dihasilkan dari operasi bersama; operation;
(d) Bagiannya atas pendapatan dari (d) Share of the revenue from the sale
penjualan output oleh operasi of the output by the joint operation;
bersama; dan and
(e) Beban, mencakup bagiannya (e) Expenses, including its share of
atas setiap beban yang terjadi any expenses incurred jointly.
secara bersama-sama.
2) Ventura Bersama 3) 2) Joint Venture
Merupakan pengaturan bersama Represents joint arrangement
yang mengatur bahwa para pihak whereby the parties that have joint
yang memiliki pengendalian bersama control upon the agreement, have
atas pengaturan memiliki hak atas rights to the net assets of the
aset neto pengaturan tersebut. Para arrangement. Those parties are
pihak tersebut disebut sebagai called joint venturers.
venturer bersama.
Venturer bersama mengakui Joint venturers recognize its interest
kepentingannya dalam ventura in a joint venture as an investment
bersama sebagai investasi dan and accounts for that investment
mencatat investasi tersebut dengan using the equity method.
menggunakan metode ekuitas.
24
Page 689
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
f. Transaksi dan Saldo dalam Mata Uang f. Foreign Currency Transaction and
Asing Balances
Dalam menyiapkan laporan keuangan, In preparing the financial statements, each
setiap entitas di dalam Grup mencatat of the entities within the Group record by
dengan menggunakan mata uang dari using the currency of the primary economic
lingkungan ekonomi utama di mana entitas environment in which the entity operates
beroperasi (“mata uang fungsional”). Mata (“the functional currency”). The functional
uang fungsional Perusahaan dan seluruh currency of the Company and all
entitas anak adalah Rupiah. subsidiaries is Indonesian Rupiah.
Transaksi-transaksi selama tahun berjalan Transactions during the year in foreign
dalam mata uang asing dicatat dalam currencies are recorded in Rupiah by
Rupiah dengan kurs spot antara Rupiah applying to the foreign currency amount
dan valuta asing pada tanggal transaksi. the spot exchange rate between Rupiah
Pada akhir periode pelaporan, pos and the foreign currency at the date of
moneter dalam mata uang asing transactions. At the end of reporting
dijabarkan ke dalam Rupiah menggunakan period, foreign currency monetary items
kurs tengah Bank Indonesia pada tanggal are translated to Rupiah using the closing
31 Desember 2023 dan 2022 sebagai rate of Bank of Indonesia at December 31,
berikut: 2023 and 2022 as follows:
Mata Uang Asing Foreign Currency
(Nilai Penuh) 2023 2022 (Full Amount)
Dolar Amerika Serikat 15.416 15.731 United States Dollar
Euro 17.140 16.713 Euro
Yen Jepang 110 118 Japanese Yen
Selisih kurs yang timbul dari penyelesaian Exchange differences arising on the
pos moneter dan dari penjabaran pos settlement of monetary items or on
moneter dalam mata uang asing diakui translating monetary items in foreign
dalam laba rugi. currencies are recognized in profit or loss.
g. Transaksi Pihak-pihak Berelasi g. Transactions with Related Parties
Pihak berelasi adalah orang atau entitas A related party is a person or an entity that
yang terkait dengan entitas pelapor: is related to the reporting entity:
a) Orang atau anggota keluarga dekatnya a) A person or a close member of that
mempunyai relasi dengan entitas person’s family is related to a reporting
pelapor jika orang tersebut: entity if that person:
i. memiliki pengendalian atau i. has control or joint control of the
pengendalian bersama atas entitas reporting entity;
pelapor;
ii. memiliki pengaruh signifikan atas ii. has significant influence over the
entitas pelapor; atau reporting entity; or
iii. merupakan personil manajemen iii. is a member of the key
kunci entitas pelapor atau entitas management personnel of the
induk dari entitas pelapor. reporting entity or of a parent of
the reporting entity.
b) Suatu entitas berelasi dengan entitas b) An entity is related to the reporting
pelapor jika memenuhi salah satu hal entity if any of the following conditions
berikut: applies:
i. Entitas dan entitas pelapor adalah i. The entity and the reporting entity
anggota dari kelompok usaha yang are members of the same group
sama (artinya entitas induk, entitas (which means that each parent,
anak, dan sesama entitas anak subsidiary, and subsidiary is
saling berelasi dengan entitas related to the others);
lainnya);
25
Page 690
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
ii. Satu entitas adalah entitas ii. One entity is an associate or joint
asosiasi atau ventura bersama dari venture of the other entity (or an
entitas lain (atau entitas asosiasi associate or joint venture of a
atau ventura bersama yang member of a group of which the
merupakan anggota suatu other entity is a member);
kelompok usaha, dimana entitas
lain tersebut adalah anggotanya);
iii. Kedua entitas tersebut adalah iii. Both entities are joint ventures of
ventura bersama dari pihak ketiga the same third party;
yang sama;
iv. Satu entitas adalah ventura iv. One entity is a joint venture of a
bersama dari entitas ketiga dan third entity and the other entity is
entitas yang lain adalah entitas an associate of the third entity;
asosiasi dari entitas ketiga;
v. Entitas tersebut adalah suatu v. The entity is a post-employment
program imbalan pascakerja untuk benefit plan for the benefit of
imbalan kerja dari salah satu employees of either the reporting
entitas pelapor atau entitas yang entity, or an entity related to the
terkait dengan entitas pelapor. Jika reporting entity. If the reporting
entitas pelapor adalah entitas yang entity itself is the programme
menyelenggarakan program organizer, the sponsoring
tersebut, maka entitas sponsor employers are also related to the
juga berelasi dengan entitas reporting entity;
pelapor;
vi. Entitas yang dikendalikan atau vi. The entity is controlled or jointly
dikendalikan bersama oleh orang controlled by a person identified in
yang diidentifikasi dalam huruf (a); (a);
vii. Orang yang diidentifikasi dalam vii. A person identified in (a) (i) has
huruf (a) (i) memiliki pengaruh significant influence over the entity
signifikan atas entitas atau or is a member of the key
merupakan personil manajemen management personnel of the
kunci entitas (atau entitas induk entity (or a parent of the entity); or
dari entitas); atau
viii. Entitas, atau anggota dari viii. The entity, or any member of a
kelompok dimana entitas group which it is a part, provides
merupakan bagian dari kelompok key management personnel
tersebut, menyediakan jasa services to the reporting entity or
personil manajemen kunci kepada to the parent of the reporting entity.
entitas pelapor atau kepada entitas
induk dari entitas pelapor.
Entitas yang berelasi dengan pemerintah A government-related entity is an entity that
adalah entitas yang dikendalikan, is controlled, jointly controlled or significant
dikendalikan bersama, atau dipengaruhi influence by a government. Government
oleh pemerintah. Pemerintah mengacu refers to government agencies and similar
kepada instansi pemerintah dan badan bodies whether local, national or
yang serupa baik lokal, nasional maupun international.
internasional.
26
Page 691
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Entitas yang berelasi dengan Pemerintah Entity related to the Government can be an
dapat berupa entitas yang dikendalikan entity which controlled or significantly
atau dipengaruhi secara signifikan oleh influenced by the Ministry of Finance that
Kementerian Keuangan yang merupakan representing as the shareholders of the
Pemegang Saham entitas, atau entitas entity or an entity controlled by the
yang dikendalikan oleh Pemerintah Government of Republic of Indonesia,
Republik Indonesia melalui Kementerian represented by the Ministry of SOEs as a
Negara BUMN sebagai kuasa pemegang shareholder’s representative.
saham.
Seluruh transaksi dan saldo yang All significant transactions and balances
signifikan dengan pihak berelasi with related parties are disclosed in Note
diungkapkan dalam Catatan 41. 41.
h. Kas dan Setara Kas h. Cash and Cash Equivalents
Kas dan setara kas termasuk kas, kas di Cash and cash equivalents are cash on
bank (rekening giro), dan deposito hand, cash in banks (current account) and
berjangka yang jatuh tempo dalam jangka time deposits with maturity periods of three
waktu tiga bulan atau kurang pada saat months or less at the time of investment
penempatan yang tidak digunakan sebagai that are not used as collateral or are not
jaminan atau tidak dibatasi restricted.
penggunaannya.
Dalam komponen setara kas tidak The components of cash equivalents does
termasuk deposito berjangka yang not include time deposit which was
dijadikan jaminan pada bank walaupun pledged as collateral for a bank, although
jatuh temponya tidak lebih dari 3 (tiga) the maturities are shorter than 3 (three)
bulan. Deposito yang bersangkutan months. The mentioned deposit is
disajikan dalam kelompok aset lancar presented in the current assets of the
sepanjang penjaminan tersebut meliputi guarantee covers a period not exceeding
periode tidak lebih dari satu tahun dari one year from the balance sheet date.
tanggal laporan posisi keuangan.
i. Dana Dibatasi Penggunaannya i. Restricted Fund
Rekening yang dibatasi penggunaannya Current accounts which are restricted and
dan atau digunakan sebagai jaminan or used as security are classified based on
diklasifikasi berdasarkan jatuh temponya. the maturity.
j. Piutang Usaha j. Trade Receivables
Piutang usaha merupakan jumlah yang Trade receivables are amounts due to
akan diterima dari pelanggan atas layanan customers for services rendered in the
yang diberikan dari kegiatan usaha. ordinary course of business.
Piutang usaha pada awalnya diakui 3. Account and other receivables are
sebesar nilai wajar dan selanjutnya diukur recognized initially at fair value and
pada biaya perolehan diamortisasi dengan subsequently measured at amortised cost
menggunakan metode bunga efektif, using the effective interest method, if the
apabila dampak pendiskontoan signifikan, impact of discounting is significant, less
dikurangi provisi atas penurunan nilai. any provision for impairment.
4.
k. Persediaan k. Inventories
Persediaan dinyatakan berdasarkan Inventories are carried at the lower of cost
jumlah terendah antara biaya perolehan and net realizable value. The cost of
dan nilai realisasi neto. Biaya persediaan inventories comprise all costs of purchase,
terdiri dari seluruh biaya pembelian, biaya costs of conversion and other costs
27
Page 692
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
konversi, dan biaya lain yang timbul incurred in bringing the inventories to their
sampai persediaan berada dalam kondisi present location and condition. Cost is
dan lokasi saat ini. Biaya perolehan determined using the weighted average
ditentukan dengan metode rata-rata method. Net realizable value is the
tertimbang. Nilai realisasi neto merupakan estimated selling price in the ordinary
taksiran harga jual dalam kegiatan usaha course of business less the estimated costs
biasa dikurangi estimasi biaya of completion and the estimated costs
penyelesaian dan estimasi biaya yang necessary to make sales.
diperlukan untuk membuat penjualan.
Setiap penurunan nilai persediaan di The amount of any write-down of
bawah biaya perolehan menjadi nilai inventories to net realizable value and all
realisasi neto dan seluruh kerugian losses of inventories shall be recognised
persediaan diakui sebagai beban pada as an expense in the period the write-down
periode terjadinya penurunan atau or loss occurs. The amount of any reversal
kerugian tersebut. Setiap pemulihan of any write-down of inventories, arising
kembali penurunan nilai persediaan karena from an increase in net realizable value, is
peningkatan kembali nilai realisasi neto, recognised as a reduction in the amount of
diakui sebagai pengurangan terhadap inventories recognised as an expense in
jumlah beban persediaan pada periode the period in which the reversal occurs.
terjadinya pemulihan tersebut.
l. Biaya Dibayar di Muka l. Prepaid Expenses
Biaya dibayar di muka diamortisasi selama Prepaid expenses are amortized to
masa manfaat masing-masing biaya operations using straight-line method over
dengan menggunakan metode garis lurus. their beneficial periods.
m. Properti Investasi m. Investment Properties
Properti investasi adalah properti (tanah Investment properties are properties (land
atau bangunan atau bagian dari suatu or a building or part of a building or both)
bangunan atau kedua-duanya) yang held by the owner or the lessee under a
dikuasai oleh pemilik atau penyewa finance lease to earn rentals or for capital
melalui sewa pembiayaan untuk appreciation or both, rather than for use in
menghasilkan sewa atau untuk kenaikan the production or supply of goods or
nilai atau kedua-duanya, dan tidak untuk services or for administrative purposes or
digunakan dalam produksi atau sale in the daily business activities.
penyediaan barang atau jasa atau untuk
tujuan administratif atau dijual dalam
kegiatan usaha sehari-hari.
Properti investasi diakui sebagai aset jika Investment property is recognized as an
dan hanya jika besar kemungkinan asset when, and only when there is a
manfaat ekonomi masa depan yang terkait probablity that the future economic benefits
dengan properti investasi akan mengalir ke which are associated with the investment
entitas dan biaya perolehan properti property, will flow into the entity and the
investasi dapat diukur dengan andal. cost of the investment property can be
measured reliably.
Properti investasi pada awalnya diukur An investment property shall be measured
sebesar biaya perolehan, meliputi harga initially at its cost, comprises its purchase
harga pembelian dan setiap pengeluaran price and any directly attributable
yang dapat diatribusikan secara langsung expenditure (professional fees for legal
(biaya jasa hukum, pajak pengalihan services, property transfer taxes and other
properti, dan biaya transaksi lain). Biaya transaction costs). Transaction costs are
transaksi termasuk dalam pengukuran included in the initial measurement.
awal tersebut.
28
Page 693
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Setelah pengakuan awal, Grup memilih After initial recognition, the Group
menggunakan model biaya dan mengukur may choose to use cost model and
properti investasi sebesar biaya perolehan measure its investment property at
dikurangi akumulasi penyusutan dan acquisition cost less accumulated
akumulasi rugi penurunan nilai aset. Hak depreciation and accumulated impairment
atas tanah tidak disusutkan dan disajikan losses. Landrights are not depreciated
sebesar biaya perolehan. and are carried at costs.
Bangunan disusutkan dengan Buildings are depreciated using the
menggunakan metode garis lurus straight-line method over their estimated
berdasarkan taksiran masa manfaat useful lives (12-40 years).
ekonomis (12-40 tahun).
Pengalihan ke properti investasi dilakukan Transfer to investment property made
jika, dan hanya jika, terdapat perubahan when, and only when, there is a change in
penggunaan yang ditunjukkan dengan usage, evidenced by end of owner-
berakhirnya pemakaian oleh pemilik dan occupation and commencement of an
dimulainya sewa operasi kepada pihak operating lease to another party.
lain.
Pengalihan dari properti investasi Transfer from investment property made
dilakukan jika, dan hanya jika, terdapat when, and only when, there is a change in
perubahan penggunaan yang ditunjukkan usage, evidenced by commencement of
dengan dimulainya penggunaan oleh owner-occupation and commencement of
pemilik dan dimulainya pengembangan development with a view of sale.
untuk dijual.
Properti investasi dihentikan An investment property is derecognized on
pengakuannya pada saat dilepaskan atau disposal or when the investment property
ketika tidak digunakan lagi secara is permanently withdrawn from use and no
permanen dan tidak memiliki manfaat future economic benefits are expected
ekonomi masa depan yang diperkirakan from its disposal. Gains or losses arising
dari pelepasannya. Keuntungan atau from the retirement or disposal are
kerugian yang timbul dari penghentian determined as the difference between the
atau pelepasan ditentukan dari selisih net disposal proceeds and the carrying
antara hasil neto pelepasan dan jumlah amount of the asset, and are recognized in
tercatat aset, dan diakui dalam laba rugi profit or loss in the period of the retirement
pada periode terjadinya penghentian atau or disposal.
pelepasan.
n. Aset Tetap n. Fixed Assets
Aset tetap pada awalnya diakui sebesar Fixed assets are initially recognized at
biaya perolehan yang meliputi harga cost, which comprises its purchase price
perolehannya dan setiap biaya yang dapat and any cost directly attributable in
diatribusikan langsung untuk membawa bringing the assets to the location and
aset ke kondisi dan lokasi yang diperlukan condition necessary for it to be capable of
agar aset siap digunakan sesuai intensi operating in the manner intended by
manajemen. management.
Apabila relevan, biaya perolehan juga When applicable, the cost may also
dapat mencakup estimasi awal biaya comprises the initial estimate of the costs
pembongkaran dan pemindahan aset tetap of dismantling and removing the item and
dan restorasi lokasi aset tetap, kewajiban restoring the site on which it is located, the
tersebut timbul ketika aset tetap diperoleh obligation for which an entity incurs either
atau sebagai konsekuensi penggunaan when the item is acquired or as a
29
Page 694
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
aset tetap selama periode tertentu untuk consequence of having used the item
tujuan selain untuk memproduksi during a particular period for purposes
persediaan selama periode tersebut. other than to produce inventories during
that period.
Setelah pengakuan awal, aset tetap After initial recognition, fixed assets,
kecuali tanah dinyatakan sebesar biaya except land, are carried at its cost less any
perolehan dikurangi akumulasi penyusutan accumulated depreciation, and any
dan akumulasi rugi penurunan nilai. accumulated impairment losses.
Tanah diakui sebesar harga perolehannya Lands are recognized at its cost and are
dan tidak disusutkan. not depreciated.
Penyusutan aset tetap dimulai pada saat Depreciation of fixed assets starts when
aset tersebut siap untuk digunakan sesuai available for use and was computed by
maksud penggunaannya dan dihitung using straight-line method based on the
dengan menggunakan metode garis lurus estimated useful lives of assets as follows:
berdasarkan estimasi masa manfaat
ekonomis aset sebagai berikut:
Masa Manfaat Tarif Penyusutan
(Tahun)/ per Tahun/
Useful Lives Depreciation Rate
Jenis Aset Tetap (Years) per Year Type of Fixed Assets
Sarana Rolling Stock
Lokomotif 30 3,33% Locomotive
Kereta 15-30 3,33% - 6,67% Train
Gerbong 30 3,33% Wagons
Prasarana Infrastructure
Bangunan 12-40 2,50% - 10% Building
Prasarana dan Instalasi 5-20 5,00% - 20,00% Infrastructure and Installation
Fasilitas Facilities
Mesin dan Peralatan 3-40 2,50% - 33,33% Machinery and Equipment
Kendaraan 4-8 12,50% - 25,00% Vehicles
Inventaris 4-5 20,00% - 25,00% Supplies
Aset tetap yang dikonstruksi sendiri Self-constructed of fixed assets are
disajikan sebagai bagian aset tetap presented as part of the fixed assets under
sebagai “aset tetap dalam penyelesaian” “construction in progress” and are stated at
dan dinyatakan sebesar biaya its cost.
perolehannya.
Semua biaya, termasuk biaya pinjaman, All costs, including borrowing costs,
yang terjadi sehubungan dengan incurred in relation with the construction of
konstruksi aset tersebut dikapitalisasi these assets are capitalized as part of the
sebagai bagian dari biaya perolehan aset cost of assets in construction. Cost of
tetap dalam konstruksi. Biaya perolehan assets in construction shall exclude any
aset tetap dalam konstruksi tidak termasuk internal profits, cost of abnormal amounts
setiap laba internal, jumlah tidak normal of wasted material, labour, or other
dari biaya pemborosan yang terjadi dalam resources incurred.
pemakaian bahan baku, tenaga kerja atau
sumber daya lain.
Akumulasi biaya perolehan akan The accumulated costs will be transferred
dipindahkan ke masing-masing pos aset to the respective fixed assets items at the
tetap yang sesuai pada saat aset tersebut time the asset is completed or ready for
selesai dikerjakan atau siap digunakan dan use and are depreciated since the
disusutkan sejak beroperasi. operation.
30
Page 695
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Nilai tercatat dari suatu aset tetap The carrying amount of an item of fixed
dihentikan pengakuannya pada saat assets is derecognized on disposal or
pelepasan atau ketika tidak terdapat lagi when no future economic benefits are
manfaat ekonomi masa depan yang expected from its use or disposal. Any gain
diharapkan dari penggunaan atau or loss arrising from derecognition (that
pelepasannya. Keuntungan atau kerugian determined as the difference between the
yang timbul dari penghentian pengakuan net disposal proceeds, if any, and the
tersebut (yang ditentukan sebesar selisih carrying amount of the item) is included in
antara jumlah hasil pelepasan bersih, jika profit or loss when item is derecognized.
ada, dan jumlah tercatatnya) dimasukkan
dalam laba rugi pada saat penghentian
pengakuan tersebut dilakukan.
Pada akhir periode pelaporan, Grup At the end of each reporting period, the
melakukan penelaahan berkala atas masa Group made regular review of the useful
manfaat, nilai residu, metode penyusutan, lives, residual values, depreciation method
dan sisa umur pemakaian berdasarkan and residual life based on the technical
kondisi teknis. conditions.
o. Perjanjian Konsesi Jasa o. Service Concession Arrangement
Grup telah menerapkan ISAK 16, The Group has adopted ISAK 16, “Service
“Perjanjian Konsesi Jasa” (ISAK 16) dan Concession Arrangement” (ISAK 16) and
ISAK 22, “Perjanjian Konsesi Jasa: ISAK 22, “Service Concession
Pengungkapan” (ISAK 22) sehubungan Arrangement: Disclosure” (ISAK 22)
dengan hak pengoperasian aset. related to operating rights of assets.
ISAK 16 mengatur prinsip umum dalam ISAK 16 determines the general principles
pengakuan dan pengukuran hak dan in the recognition and measurement of
kewajiban terkait dengan perjanjian liabilities and rights related to service
konsesi jasa. ISAK 16 mengatur bahwa concession arrangement. ISAK 16
infrastruktur tidak diakui sebagai aset tetap regulates that an operator (concession
operator (pihak penerima konsesi jasa) right beneficiary) does not recognize any
karena perjanjian jasa kontraktual tidak infrastructure assets because the
memberikan hak kepada operator untuk contractual service arrangement does not
mengendalikan penggunaan infrastruktur convey the right to control the use of the
jasa publik. public service infrastructure to the
operator.
Operator memiliki akses untuk The operator has access to operate the
mengoperasikan infrastruktur dalam infrastructure to provide the public service
menyediakan jasa publik untuk on behalf of the grantor in accordance with
kepentingan pemberi konsesi sesuai the terms specified in the contract.
dengan persyaratan yang ditentukan
dalam kontrak.
ISAK 22 memberikan panduan spesifik ISAK 22 provides specific guidance for the
mengenai pengungkapan yang diperlukan required disclosures regarding the service
atas perjanjian konsesi jasa. concession arrangement.
Grup membukukan perjanjian konsesi jasa The Group accounts for its service
sebagai aset takberwujud, aset konsesi concession arrangement under the
dalam bentuk aset takberwujud yaitu hak intangible asset, concession assets which
pengoperasian akan diamortisasi selama are under intangible asset which is
sisa masa hak konsesi sejak tanggal operation rights of assets will be amortized
pengoperasian aset. over the remaining concession period from
the date of operation of the assets.
31
Page 696
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Selama masa konstruksi, akumulasi biaya During the construction period, the
perolehan dan konstruksi aset diakui accumulated cost of assets are recognized
sebagai aset konsesi dalam penyelesaian. as concession assets in progress. The
Amortisasi mulai dibebankan pada saat amortization of the cost starts when the
aset konsesi tersebut siap digunakan. concession assets are ready to be
operated.
Hak pengoperasian aset dihentikan The operation rights of assets are
pengakuannya pada saat berakhirnya derecognized at the end of the concession
masa konsesi. Tidak akan ada keuntungan period. There will be no gain or loss upon
atau kerugian saat penghentian derecognition as the concession assets
pengakuan karena aset konsesi which are expected to be fully amortized
diharapkan telah diamortisasi secara by then, will be handed over to the
penuh, akan diserahkan kepada Direktorat Direktorat Jenderal Perkeretaapian (DJKA)
Jenderal Perkeretaapian (DJKA) tanpa for no consideration.
syarat.
Hak pengoperasian aset yang diberikan The operation rights of asset granted to the
kepada Grup dapat dialihkan dengan Group are transferrable with approval from
persetujuan Pemerintah/ DJKA. the Government/ DJKA.
Hak Pengoperasian aset diamortisasi The operating rights of assets are
sepanjang masa konsesi berkisar antara amortized over the concession period
30-50 tahun. ranging from 30-50 years.
Aset konsesi ini akan diserahkan ke These concession right assets will be
Pemerintah/ DJKA pada saat akhir masa transferred to the Government/ DJKA at
konsesi dan, pada saat itu, seluruh akun the end of the concession period and, at
yang berhubungan dengan aset konsesi such time, all accounts related to the
akan dihentikan pengakuannya. concession rights assets will be
derecognized.
Selama periode konstruksi, Grup During the construction period, the Group
mengakui pendapatan dan biaya recognizes revenues and costs of
konstruksi sesuai dengan penambahan construction in accordance with the
aset konsesi. addition of concession assets.
Biaya bunga dan biaya pinjaman lainnya, Interest and other borrowing costs, such as
seperti diskonto baik yang secara discount fees on loans either directly or
langsung ataupun tidak langsung indirectly used in financing the construction
digunakan untuk mendanai proses of a qualifying asset, are capitalized up to
pembangunan aset kualifikasian, the date when the construction is
dikapitalisasi sampai saat proses completed.
pembangunannya selesai.
Untuk pinjaman yang dapat dihubungkan For borrowings directly attributable to a
secara langsung dengan suatu aset qualifying asset, the amount allowed to be
tertentu, jumlah yang dapat dikapitalisasi capitalized is determined as the actual
adalah sebesar biaya pinjaman yang borrowing costs incurred during the year,
terjadi dalam tahun berjalan, dikurangi less any investment income earned from
dengan penghasilan investasi sementara the temporary investment of such
dari pinjaman tersebut. borrowings.
32
Page 697
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
p. Biaya Pinjaman p. Borrowing Costs
Biaya pinjaman yang dapat diatribusikan Borrowing costs that are directly
langsung dengan perolehan, attributable to the acquisition, construction
pembangunan atau pembuatan aset or production of a qualifying asset, are
kualifikasian, dikapitalisasi sebagai bagian capitalized as part of the cost of that
biaya perolehan aset tersebut. Biaya asset. Other borrowing costs are
pinjaman lainnya diakui sebagai beban recognized as an expense when incurred.
pada saat terjadi. Biaya pinjaman dapat Borrowing costs may include interest
mencakup beban bunga, beban keuangan expense, finance charges in respect of
dalam sewa pembiayaan atau selisih kurs finance leases, or exchange differences
yang berasal dari pinjaman dalam mata arising from foreign currency borrowings
uang asing sepanjang selisih kurs tersebut to the extent that they are regarded as an
diperlakukan sebagai penyesuaian atas adjustment to interest costs.
biaya bunga.
Kapitalisasi biaya pinjaman dimulai pada Capitalization of borrowing costs
saat Grup telah melakukan aktivitas yang commences when the Group undertakes
diperlukan untuk mempersiapkan aset activities necessary to prepare the asset
agar dapat digunakan atau dijual sesuai for its intended use or sale and
dengan intensinya serta pengeluaran expenditures for the asset and its
untuk aset dan biaya pinjamannya telah borrowing costs has been incurred.
terjadi.
Kapitalisasi biaya pinjaman dihentikan Capitalization of borrowing costs ceases
ketika secara substansial seluruh aktivitas when substantially all the activities
yang diperlukan untuk mempersiapkan necessary to prepare the qualifying assets
aset kualifikasian agar dapat digunakan for its intended use or sale are complete.
atau dijual sesuai dengan intensinya telah
selesai.
Biaya bunga dan biaya pinjaman lainnya, Interest and other borrowing costs, such
seperti biaya diskonto pinjaman baik yang as discount fees on loans either directly or
secara langsung atau tidak langsung indirectly used in financing the
digunakan untuk pendanaan konstruksi construction of a qualifying asset, are
aset kualifikasian, dikapitalisasi hingga capitalised up to the date when
aset tersebut selesai dikonstruksi. Untuk construction is complete. For borrowings
biaya pinjaman yang dapat diatribusikan that are directly attributable to a qualifying
secara langsung pada aset kualifikasian, asset, the amount to be capitalised is
jumlah yang dikapitalisasi ditentukan dari determined as the actual borrowing cost
biaya pinjaman aktual yang terjadi selama incurred during the period, less any
periode berjalan, dikurangi penghasilan income earned on the temporary
yang diperoleh dari investasi sementara investment of such borrowings.
atas dana hasil pinjaman tersebut.
Untuk pinjaman yang tidak dapat For borrowings that are not directly
diatribusikan secara langsung pada suatu attributable to a qualifying asset, the
aset kualifikasian, jumlah yang amount to be capitalised is determined by
dikapitalisasi ditentukan dengan applying a capitalisation rate to the amount
mengalikan tingkat kapitalisasi terhadap expended on the qualifying assets. The
jumlah yang dikeluarkan untuk capitalisation rate is the weighted average
memperoleh aset kualifikasian. Tingkat of the total borrowing costs applicable to
kapitalisasi dihitung berdasarkan rata-rata the total borrowings outstanding during the
tertimbang biaya pinjaman yang dibagi period, other than borrowings made
dengan jumlah pinjaman yang tersedia specifically for the purpose of obtaining a
selama periode, selain pinjaman yang qualifying asset.
secara spesifik diambil untuk tujuan
memperoleh suatu aset kualifikasian.
33
Page 698
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
q. Penurunan Nilai Aset Non-keuangan q. Impairment of Assets Non-financial
Pada setiap akhir periode pelaporan, Grup At the end of each reporting period, the
menilai apakah terdapat indikasi aset Group assess whether there is any
mengalami penurunan nilai. Jika terdapat indication that an asset may be impaired. If
indikasi tersebut, Grup mengestimasi any such indication exists, the Group shall
jumlah terpulihkan aset tersebut. Jumlah estimate the recoverable amount of the
terpulihkan ditentukan atas suatu aset asset. Recoverable amount is determined
individual, dan jika tidak memungkinkan, for an individual asset, if its is not possible,
Grup menentukan jumlah terpulihkan dari the Group determines the recoverable
unit penghasil kas dari aset tersebut. amount of the asset’s cash-generating unit.
Jumlah terpulihkan adalah jumlah yang The recoverable amount is the higher of
lebih tinggi antara nilai wajar dikurangi fair value less costs to sell and its value in
biaya pelepasan dengan nilai pakainya. use. Value in use is the present value of
Nilai pakai adalah nilai kini dari arus kas the estimated future cash flows of the
yang diharapkan akan diterima dari aset asset or cash generating unit.
atau unit penghasil kas.
Nilai kini dihitung dengan menggunakan Present values are computed using pre-tax
tingkat diskonto sebelum pajak yang discount rates that reflect the time value of
mencerminkan nilai waktu uang dan risiko money and the risks specific to the asset
spesifik atas aset atau unit yang or unit whose impairment is being
penurunan nilainya diukur. Jika, dan hanya measured. If, and only if, the recoverable
jika, jumlah terpulihkan aset lebih kecil dari amount of an asset is less than its carrying
jumlah tercatatnya, maka jumlah tercatat amount, the carrying amount of the asset
aset diturunkan menjadi sebesar jumlah shall be reduced to its recoverable amount.
terpulihkan. Penurunan tersebut adalah The reduction is an impairment loss and is
rugi penurunan nilai dan segera diakui recognized immediately in profit or loss.
dalam laba rugi.
Rugi penurunan nilai yang telah diakui An impairment loss recognized in prior
dalam periode sebelumnya untuk aset period for an asset other than goodwill is
selain goodwill dibalik jika, dan hanya jika, reversed if, and only if, there has been a
terdapat perubahan estimasi yang change in the estimates used to determine
digunakan untuk menentukan jumlah the asset’s recoverable amount since the
terpulihkan aset tersebut sejak rugi last impairment loss was recognized. If this
penurunan nilai terakhir diakui. Jika is the case, the carrying amount of the
demikian, jumlah tercatat aset dinaikan ke asset shall be increased to its recoverable
jumlah terpulihkannya. Kenaikan ini amount. That increase is a reversal of an
merupakan suatu pembalikan rugi impairment loss.
penurunan nilai.
r. Pendapatan Diterima di Muka r. Unearned Revenues
Pendapatan diterima di muka atas Unearned revenues from usage of land
pemakaian lahan dan bangunan and buildings are amortized over the
diamortisasi selama masa kontrak usage term using the straight-line method.
pemakaian dengan menggunakan metode The non-current portion of unearned
garis lurus. Bagian tidak lancar atas revenues is shown as part of "Long-term
pendapatan diterima dimuka disajikan Liabilities" in the consolidated statement of
sebagai bagian dari "Liabilitas Jangka financial position.
Panjang" pada laporan posisi keuangan
konsolidasian.
34
Page 699
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Pendapatan diterima di muka atas Unearned revenues from passenger
angkutan penumpang merupakan transportation represent revenue as on
pendapatan atas jasa angkutan passenger transport services by train
penumpang pengguna kereta api yang which the travel realization departure is in
realisasi keberangkatannya pada periode next period.
berikutnya.
Pendapatan diterima di muka angkutan Unearned revenue of freight transportation
barang merupakan pendapatan atas jasa represents revenue generated from freight
angkutan barang yang terdiri dari angkutan transport railway services consist of freight
peti kemas, batu bara, parsel, barang of containers, coal, parcel, bulk cargo and
curah dan barang jenis lain yang realisasi other types of goods of which the departure
keberangkatannya pada periode is realized in the following period.
berikutnya.
s. Pajak Penghasilan s. Income Tax
Beban pajak adalah jumlah gabungan Tax expense is the aggregate amount
pajak kini dan pajak tangguhan yang included in the determinination of profit or
diperhitungkan dalam menentukan laba loss for the period in respect of current tax
rugi pada suatu periode. and deferred tax.
Pajak kini dan pajak tangguhan diakui Current tax and deferred tax is recognized
dalam laba rugi, kecuali pajak penghasilan in profit or loss, except for income tax
yang timbul dari transaksi atau peristiwa arising from transactions or events that are
yang diakui dalam penghasilan recognized in other comprehensive income
komprehensif lain atau secara langsung di or directly in equity. In this case, the tax is
ekuitas. Dalam hal ini, pajak tersebut recognized in other comprehensive income
masing-masing diakui dalam penghasilan or equity, respectively.
komprehensif lain atau ekuitas.
Jumlah pajak kini untuk periode berjalan Current tax for current and prior periods
dan periode sebelumnya yang belum shall, to the extent unpaid, be recognised
dibayar diakui sebagai liabilitas. Jika as a liability. If the amount already paid in
jumlah pajak yang telah dibayar untuk respect of current and prior periods
periode berjalan dan periode-periode exceeds the amount due for those periods,
sebelumnya melebihi jumlah pajak yang the excess shall be recognised as an
terutang untuk periode tersebut, maka asset. Current tax liabilities (assets) for the
kelebihannya diakui sebagai aset. current and prior periods shall be
Liabilitas (aset) pajak kini untuk periode measured at the amount expected to be
berjalan dan periode sebelumnya diukur paid to (recovered from) the taxation
sebesar jumlah yang diperkirakan akan authorities, using the tax rates that have
dibayar kepada (direstitusi dari) otoritas been enacted or substantively enacted by
perpajakan, yang dihitung menggunakan the end of the reporting period.
tarif pajak berlaku atau secara substantif
berlaku pada akhir periode pelaporan.
Manfaat terkait dengan rugi pajak yang Tax benefits relating to tax loss that can be
dapat ditarik untuk memulihkan pajak kini carried back to recover current tax of a
dari periode sebelumnya diakui sebagai previous periods is recognized as an
aset. Aset pajak tangguhan diakui untuk asset. Deferred tax asset is recognized for
akumulasi rugi pajak belum dikompensasi the carryforward of unused tax losses and
dan kredit pajak belum dimanfaatkan unused tax credit to the extent that it is
sepanjang kemungkinan besar laba kena probable that future taxable profit will be
pajak masa depan akan tersedia untuk available against which the unused tax
dimanfaatkan dengan rugi pajak belum losses and unused tax credits can be
dikompensasi dan kredit pajak belum utilized.
dimanfaatkan.
35
Page 700
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Seluruh perbedaan temporer kena pajak A deferred tax liability shall be recognized for
diakui sebagai liabilitas pajak tangguhan, all taxable temporary differences, except to
kecuali perbedaan temporer kena pajak yang the extent that the deferred tax liability arises
berasal dari: from:
a) pengakuan awal goodwill; atau a) the initial recognition of goodwill; or
b) pengakuan awal aset atau liabilitas dari b) the initial recognition of an asset or liability
transaksi yang bukan kombinasi bisnis, in a transaction which is not a business
pada saat transaksi tidak mempengaruhi combination, at the time of the
laba akuntansi atau laba kena pajak (rugi transaction, affects neither accounting
pajak) dan pada saat transaksi tidak profit nor taxable profit (tax loss) and at
menimbulkan perbedaan temporer kena the time of the transaction, does not give
pajak dan perbedaan temporer dapat rise to equal taxable and deductible
dikurangkan dalam jumlah yang sama. temporary differences.
Aset pajak tangguhan diakui untuk seluruh A deferred tax asset shall be recognised for all
perbedaan temporer dapat dikurangkan deductible temporary differences to the extent
sepanjang kemungkinan besar laba kena pajak that it is probable that taxable profit will be
akan tersedia sehingga perbedaan temporer available against which the deductible
dapat dimanfaatkan untuk mengurangi laba temporary difference can be utilized, unless
dimaksud, kecuali jika aset pajak tangguhan the deferred tax asset arises from the initial
timbul dari pengakuan awal aset atau recognition of an asset or liability in a
pengakuan awal liabilitas dalam transaksi yang transaction that is not a business combination
bukan kombinasi bisnis dan pada saat and at the time of the transaction affects
transaksi tidak mempengaruhi laba akuntansi neither accounting profit nor taxable profit (tax
atau laba kena pajak (rugi pajak) dan pada loss) and at the time of the transaction, does
saat transaksi tidak menimbulkan perbedaan not give rise to equal taxable and deductible
temporer kena pajak dan perbedaan temporer temporary differences.
dapat dikurangkan dalam jumlah yang sama.
Aset dan liabilitas pajak tangguhan diukur Assets and liabilities deferred tax are
dengan menggunakan tarif pajak yang measured at the tax rates that are expected to
diharapkan berlaku ketika aset dipulihkan atau apply to the period when the asset is realized
liabilitas diselesaikan, berdasarkan tarif pajak or the liability is settled, based on tax rates
(dan peraturan pajak) yang telah berlaku atau (and tax laws) that have been enacted or
secara substantif telah berlaku pada akhir substantively enacted by the end of the
periode pelaporan. Pengukuran aset dan reporting period. The measurement of
liabilitas pajak tangguhan mencerminkan deferred tax liabilities and deferred tax assets
konsekuensi pajak yang sesuai dengan cara shall reflect the tax consequences that would
Grup memperkirakan, pada akhir periode follow from the manner in which the Group
pelaporan, untuk memulihkan atau expects, at the end of the reporting period, to
menyelesaikan jumlah tercatat aset dan recover or settle the carrying amount of its
liabilitasnya. assets and liabilities.
Jumlah tercatat aset pajak tangguhan ditelaah The carrying amount of a deferred tax asset
ulang pada akhir periode pelaporan. Grup reviewed at the end of each reporting period.
mengurangi jumlah tercatat aset pajak The Group shall reduce the carrying amount of
tangguhan jika kemungkinan besar laba kena a deferred tax asset to the extent that it is no
pajak tidak lagi tersedia dalam jumlah yang longer probable that sufficient taxable profit
memadai untuk mengkompensasikan sebagian will be available to allow the benefit of part or
atau seluruh aset pajak tangguhan tersebut. all of that deferred tax asset to be utilized.
36
Page 701
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Setiap pengurangan tersebut dilakukan Any such reduction shall be reversed to
pembalikan atas aset pajak tangguhan the extent that it becomes probable that
hingga kemungkinan besar laba kena sufficient taxable profit will be available.
pajak yang tersedia jumlahnya memadai.
Grup melakukan saling hapus aset pajak The Group offsets deferred tax assets and
tangguhan dan liabilitas pajak tangguhan deferred tax liabilities if, and only if:
jika dan hanya jika:
a) Grup memiliki hak yang dapat a) the Group has a legally enforceable
dipaksakan secara hukum untuk right to set off current tax assets against
melakukan saling hapus aset pajak kini current tax liabilities; and
terhadap liabilitas pajak kini; dan
b) aset pajak tangguhan dan liabilitas b) the deferred tax assets and the deferred
pajak tangguhan terkait dengan pajak tax liabilities relate to income taxes
penghasilan yang dikenakan oleh levied by the same taxation authority on
otoritas perpajakan yang sama atas: either:
i. entitas kena pajak yang sama; atau i. the same taxable entity; or
ii. entitas kena pajak yang berbeda ii. different taxable entities which intend
yang bermaksud untuk memulihkan either to settle current tax liabilities
aset dan liabilitas pajak kini dengan and assets on a net basis, or to
dasar neto, atau merealisasikan realize the assets and settle the
aset dan menyelesaikan liabilitas liabilities simultaneously, in each
secara bersamaan, pada setiap future period in which significant
periode masa depan dimana jumlah amounts of deferred tax liabilities or
signifikan atas aset atau liabilitas assets are expected to be settled or
pajak tangguhan diperkirakan untuk recovered.
diselesaikan atau dipulihkan.
Grup melakukan saling hapus atas aset The Group offsets current tax assets and
pajak kini dan liabilitas pajak kini jika dan current tax liabilities if, and only if, the
hanya jika, Grup: Group:
a) memiliki hak yang dapat dipaksakan a) has legally enforceable right to set off
secara hukum untuk melakukan saling the recognized amounts, and
hapus atas jumlah yang diakui; dan
b) bermaksud untuk menyelesaikan b) intends either to settle on a net basis,
dengan dasar neto atau or to realize the assets and settle
merealisasikan aset dan liabilities simultaneously.
menyelesaikan liabilitas secara
bersamaan.
t. Aset dan Liabilitas Pengampunan Pajak t. Tax Amnesty Assets and Liabilities
Aset Pengampunan Pajak dan Liabilitas Tax Amnesty Assets and Liabilities are
Pengampunan Pajak diakui pada saat recognized upon the issuance of Surat
Surat Keterangan Pengampunan Pajak Keterangan Pengampunan Pajak (SKPP)
(SKPP) diterbitkan oleh Menteri Keuangan by the Ministry of Finance of Republic of
Republik Indonesia, dan tidak diakui Indonesia, and they are not recognized as
secara neto (saling hapus). Selisih antara net amount (offset). The difference
Aset Pengampunan Pajak dan Liabilitas between Tax Amnesty Assets and Tax
Pengampunan Pajak diakui sebagai Amnesty Liabilities are recognized as
Tambahan Modal Disetor. Additional Paid in Capital.
Aset Pengampunan Pajak pada awalnya Tax Amnesty Assets are initially
diakui sebesar nilai yang disetujui dalam recognized at the value stated in SKPP.
SKPP.
37
Page 702
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Liabilitas Pengampunan Pajak pada Tax Amnesty Liabilities are initially
awalnya diakui sebesar nilai kas dan measured at the amount of cash or cash
setara kas yang masih harus dibayarkan equivalents to be settled by the Group
oleh Grup sesuai kewajiban kontraktual according to the contractual obligation
atas perolehan Aset Pengampunan Pajak. with respect to the acquisition of
respective Tax Amnesty Assets.
Uang tebusan yang dibayarkan oleh Grup The redemption money paid by the Group
untuk memperoleh pengampunan pajak to obtain the tax amnesty is recognized as
diakui sebagai beban pada periode dimana expense in the period in which the Group
SKPP diterima oleh Grup. receives SKPP.
Setelah pengakuan awal, Aset dan After initial recognition, Tax Amnesty
Liabilitas Pengampunan Pajak diukur Assets and Liabilities are measured in
sesuai dengan SAK yang relevan sesuai accordance with respective relevant SAKs
dengan klasifikasi masing-masing Aset according to the classification of each Tax
dan Liabilitas Pengampunan Pajak. Amnesty Assets and Liabilities.
Sehubungan dengan Aset dan Liabilitas With respect to Tax Amnesty Assets and
Pengampunan Pajak yang diakui, Grup Liabilities recognized, the Group has
telah mengungkapkan dalam laporan disclosed the following in its financial
keuangannya: statements:
a. Tanggal SKPP; a. The date of SKPP;
b. Jumlah yang diakui sebagai Aset b. Amount recognized as Tax Amnesty
Pengampunan Pajak sesuai SKPP; Assets in accordance with SKPP; and
dan
c. Jumlah yang diakui sebagai Liabilitas c. Amount recognized as Tax Amnesty
Pengampunan Pajak. Liabilities.
u. Sewa u. Leases
Grup sebagai Penyewa (Lessee) Group as Lessee
Pada tanggal insepsi suatu kontrak, Grup At inception of a contract, the Group
menilai apakah suatu kontrak merupakan, assesses whether a contract is, or
atau mengandung, sewa. Suatu kontrak contains, a lease. A contract is, or
merupakan, atau mengandung sewa jika contains, a lease if the contract conveys
kontrak tersebut memberikan hak untuk the right to control the use of an identified
mengendalikan penggunaan suatu aset asset for a period of time in exchange for
identifikasian selama suatu jangka waktu consideration. To assess whether a
untuk dipertukarkan dengan imbalan. contract conveys the right to control the
Untuk menilai apakah suatu kontrak use of an identified asset, the Group
memberikan hak untuk mengendalikan assesses whether:
suatu aset identifikasian, Grup menilai
apakah:
a. Kontrak melibatkan penggunaan suatu a. The contract involves the use of an
aset identifikasian – ini dapat ditentukan identified asset – this may be specified
secara eksplisit atau implisit dan secara explicitly or implicitly and should be
fisik dapat dibedakan atau mewakili physically distinct or represent
secara substansial seluruh kapasitas substantially all of the capacity of a
aset yang secara fisik dapat dibedakan. physically distinct asset. If the supplier
Jika pemasok memiliki hak substitusi has the substantive substitution right,
substantif, maka aset tersebut tidak then the asset is not identified;
teridentifikasi;
38
Page 703
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
b. Grup memiliki hak untuk memperoleh b. The Group has the right to obtain
secara substansial seluruh manfaat substantially all the economic benefits
ekonomik dari penggunaan aset selama of the use of assets during the period
periode penggunaan; dan of use; and
c. Grup memiliki hak untuk mengarahkan c. The Group has the right to direct the
penggunaan aset identifikasian. Grup use of the identified asset. The Group
memiliki hak ini ketika hak pengambilan has this right when it has the decision-
keputusan yang paling relevan untuk making rights that are most relevant to
mengubah bagaimana dan untuk tujuan changing how and for what purpose
apa aset tersebut digunakan. the asset is used.
Dalam kondisi tertentu di mana semua In certain circumstances where all the
keputusan tentang bagaimana dan untuk decisions about how and for what purpose
tujuan apa aset digunakan telah ditentukan the asset is used are predetermined, the
sebelumnya, Grup memiliki hak untuk Group has the right to direct the use of the
mengarahkan penggunaan aset tersebut asset if either:
jika:
• Grup memiliki hak untuk • The Group has the right to operate the
mengoperasikan aset; atau asset; or
• Grup mendesain aset dengan cara • The Group designed the asset in a
menetapkan sebelumnya bagaimana way that predetermines how and for
dan untuk ujuan apa aset akan what purpose the asset will be used.
digunakan.
Pada tanggal insepsi atau pada saat At inception date or on reassessment of a
penilaian kembali suatu kontrak yang contract that contains a lease component,
mengandung suatu komponen sewa, Grup the Group allocates consideration in the
mengalokasikan imbalan dalam kontrak ke contract to each lease component on the
masing-masing komponen sewa basis of their relative stand-alone prices.
berdasarkan harga tersendiri relatif dari
komponen sewa.
Pembayaran sewa yang termasuk dalam Lease payments included in the
pengukuran liabilitas sewa meliputi: measurement of the lease liability
pembayaran sewa tetap, sewa variabel comprise the following: fixed payments,
yang bergantung pada indeks, jumlah yang variable lease payments that depend on an
akan dibayarkan dalam jaminan nilai index, amounts expected to be payable
residu dan harga eksekusi opsi beli, opsi under a residual value guarantee and the
perpanjangan atau penalti penghentikan exercise price under a purchase option,
jika Grup cukup pasti akan mengeksekusi optional renewal period or penalties for
opsi tersebut. early termination of a lease unless the
Group is reasonably certain not to
terminate early.
Grup mengakui aset hak guna dan The Group recognizes a right-of-use asset
liabilitas sewa pada tanggal dimulainya and a lease liability at the lease
sewa. Aset hak guna awalnya diukur pada commencement date. The right of-use
biaya perolehan, yang terdiri dari jumlah asset is initially measured at cost, which
pengukuran awal dari liabilitas sewa comprises the initial amount of the lease
disesuaikan dengan pembayaran sewa liability adjusted for any lease payments
yang dilakukan pada atau sebelum tanggal made at or before the commencement
permulaan, ditambah dengan biaya date, plus any initial direct costs incurred
langsung awal yang dikeluarkan, dan and an estimate of costs to dismantle and
estimasi biaya untuk membongkar dan remove the underlying asset or to restore
39
Page 704
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
memindahkan aset pendasar atau untuk the underlying asset or the site on which it
merestorasi aset pendasar atau tempat di is located, less any lease incentives
mana aset berada, dikurangi insentif sewa received.
yang diterima.
Setelah tanggal permulaan, Grup After the commencement date, the Group
mengukur aset hak guna dengan model measures the right-of-use assets under the
biaya, yaitu biaya perolehan dikurangi cost model, which is cost less accumulated
akumulasi penyusutan dan akumulasi depreciation and accumulated impairment
kerugian penurunan nilai, serta losses, and adjusted for remeasurement
disesuaikan dengan pengukuran kembali of lease liabilities. Right-of-use asset
liabilitas sewa. Aset hak guna disusutkan depreciated using straight line method.
dengan menggunakan metode garis lurus.
Jika sewa mengalihkan kepemilikan aset If the lease transfers ownership of the
pendasar pada akhir masa sewa atau jika underlying asset to the lessee by the end
biaya perolehan aset hak guna of the lease term or if the cost of the right-
merefleksikan penyewa akan of-use asset reflects that the lessee will
mengeksekusi opsi beli, maka penyewa exercise a purchase option, the lessee
menyusutkan aset hak guna dari tanggal shall depreciate the right-of-use asset from
permulaan hingga akhir umur manfaat aset the commencement date to the end of the
pendasar, yang mengacu pada ketentuan useful life of the underlying asset, which
masa manfaat aset tetap. Jika tidak, maka refers to the terms of the useful life of the
aset hak guna disusutkan dari tanggal fixed asset. Otherwise, the lessee shall
permulaan hingga tanggal yang lebih awal depreciate the right-of-use asset from the
antara akhir umur manfaat aset hak guna commencement date to the earlier of the
atau akhir masa sewa. end of the useful life of the right-of-use
asset or the end of the lease term.
Liabilitas sewa awalnya diukur pada nilai The lease liability is initially measured at
kini atas pembayaran sewa yang belum the present value of the lease payments
dibayar pada tanggal permulaan, that are not yet paid at the commencement
didiskontokan menggunakan suku bunga date, discounted using the interest rate
implisit dalam sewa atau, jika suku bunga implicit in the lease or, if that rate cannot
tersebut tidak dapat ditentukan, digunakan be readily determined, The Group
suku bunga pinjaman inkremental Grup. incremental borrowing rate. Generally, The
Umumnya, Grup menggunakan suku Group uses its incremental borrowing rate
bunga pinjaman inkremental sebagai suku as the discount rate.
bunga diskonto.
Setelah tanggal permulaan, Grup After the commencement date, the Group
mengukur liablitas sewa dengan: shall measure the lease liability by:
a. Meningkatkan jumlah tercatat untuk a. Increasing the carrying amount to
merefleksikan bunga atas liabilitas reflect interest on the lease liability;
sewa;
b. Mengurangi jumlah tercatat untuk b. Reducing the carrying amount to
merefleksikan sewa yang telah dibayar; reflect the lease payments made; and
c. Mengukur kembali jumlah tercatat c. Remeasuring the carrying amount to
untuk merefleksikan penilaian kembali reflect any reassessment or lease
atau modifikasi sewa atau untuk modifications, or to reflect revised in-
merefleksikan pembayaran sewa tetap substance fixed lease payments.
secara substansi revisian.
40
Page 705
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Liabilitas sewa diukur kembali ketika ada It is remeasured when there is a change in
perubahan pembayaran sewa masa depan future lease payments arising from a
yang timbul dari perubahan indeks atau change in an index or rate, if there is a
suku bunga, jika ada perubahan estimasi change in the Group estimate of the
Grup atas jumlah yang diperkirakan akan amount expected to be payable under a
dibayar dalam jaminan nilai residual, atau residual value guarantee, or if the Group
jika Grup mengubah penilaiannya apakah changes its assessment of whether it will
akan mengeksekusi opsi beli, exercise a purchase, extension or
perpanjangan atau penghentian. termination option.
Ketika liabilitas sewa diukur kembali When the lease liability is remeasured in
dengan cara ini, penyesuaian terkait this way, a corresponding adjustment is
dilakukan terhadap jumlah tercatat aset made to the carrying amount of the right-
hak guna, atau dicatat dalam laba rugi jika of-use assets, or is recorded in profit or
jumlah tercatat aset hak guna telah loss if the carrying amount of the right-of-
berkurang menjadi nol. use asset has been reduced to zero.
Selanjutnya, pembayaran atas kontrak Furthermore, payments associated with
yang termasuk ke dalam pengecualian, contracts included in the exception, which
yakni pembayaran atas sewa jangka are payments associated with all Short-
pendek dan sewa aset bernilai rendah term leases and certain leases of all low-
diakui pada metode garis lurus dan value assets are recognized on a straight-
dibebankan pada laba rugi. Pembayaran line basis as an expense in profit or loss.
sewa terkait dengan sewa yang The lease payments associated with those
dikecualikan tersebut diakui sebagai beban leases will be recognized as an expense
dengan menggunakan metode garis lurus on a straight-line basis over the lease term.
selama masa sewa.
Grup sebagai Pemberi Sewa (Lessor) Group as Lessor
Sewa dimana grup tidak mengalihkan Leases where the group does not transfer
secara subtansial seluruh resiko dan substantially all the risks and rewards
manfaat yang terkait dengan kepemilikan incidental to ownership are classified as
aset diklasifikasikan sebagai sewa operasi operating leases. Initial direct costs
biaya langsung awal sehubungan proses incurred in negotiating an operating lease
negosiasi sewa operasi ditambahkan ke are added to the carrying amount of the
jumlah tercatat dari aset sewaan dan leased asset and recognized as expense
diakui sebagai beban selama masa sewa over the lease term on the same basis as
dengan dasar yang sama dengan rental income. Operating lease income is
pendapatan sewa. Pendapatan sewa recognized as income on a straight-line
operasi diakui sebagai pendapatan atas basis over the lease term.
dasar garis lurus selama masa sewa.
v. Liabilitas Imbalan Kerja v. Employee Benefit
Imbalan kerja jangka pendek Short-term employee benefits
Imbalan kerja jangka pendek diakui ketika Short-term employee benefits are
pekerja telah memberikan jasanya dalam recognized when an employee has
suatu periode akuntansi, sebesar jumlah rendered service during accounting period,
tidak terdiskonto dari imbalan kerja jangka at the undiscounted amount of Short-term
pendek yang diharapkan akan dibayar employee benefits expected to be paid in
sebagai imbalan atas jasa tersebut. exchange for that service. Short term
Imbalan kerja jangka pendek mencakup employee benefits include such as wages,
antara lain upah, gaji, bonus dan insentif. salaries, bonus and incentive.
41
Page 706
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Imbalan Pascakerja Post-employment Benefits
Imbalan pascakerja seperti pensiun, Post-employment benefits such as
uang pisah dan uang penghargaan masa retirement, severance and service
kerja dihitung berdasarkan Peraturan payments are calculated based on
Pemerintah (PP) No. 64/2007, Government Regulation (PP) No. 64/2007,
Peraturan Menteri Keuangan (PMK) Minister of Finance Regulation (PMK)
No. 105/PMK.02/2010, Undang-Undang No. 105/PMK.02/2010, Job Creation Law
Cipta Kerja No. 6/2023, dan PP No. No.11/2020, and PP No. 35/2021.
35/2021.
Grup mengakui jumlah liabilitas imbalan The Group recognizes the amount of the
pasti neto sebesar nilai kini kewajiban net defined benefit liability at the present
imbalan pasti pada akhir periode value of the defined benefit obligation at
pelaporan dikurangi nilai wajar aset the end of the reporting period less the fair
program yang dihitung oleh aktuaris value of plan assets which calculated by
independen dengan menggunakan metode independent actuaries using the Projected
Projected Unit Credit. Nilai kini kewajiban Unit Credit method. Present value of
imbalan pasti ditentukan dengan benefit obligation is determined by
mendiskontokan imbalan tersebut. discounting the benefit.
Grup mencatat tidak hanya kewajiban The Group accounts not only for its legal
hukum berdasarkan persyaratan formal obligation under the formal terms of a
program imbalan pasti, tetapi juga defined benefit plan, but also for any
kewajiban konstruktif yang timbul dari constructive obligation that arises from the
praktik informal entitas. entity’s informal practices.
Biaya jasa kini, biaya jasa lalu dan Current service cost, past service cost and
keuntungan atau kerugian atas gain or loss on settlement, and net interets
penyelesaian, serta bunga neto atas on the net defined benefit liability (asset)
liabilitas (aset) imbalan pasti neto diakui are recognized in profit or loss.
dalam laba rugi.
Pengukuran kembali atas liabilitas (aset) The remeasurement of the net defined
imbalan pasti neto yang terdiri dari benefit liability (assets) comprises actuarial
keuntungan dan kerugian aktuarial, imbal gains and losses, the return on plan
hasil atas aset program dan setiap assets, and any change in effect of the
perubahan dampak batas atas aset diakui asset ceiling are recognized in other
sebagai penghasilan komprehensif lain. comprehensive income.
Pesangon Termination Benefits
Grup mengakui pesangon sebagai liabilitas The Group recognizes a liability and
dan beban pada tanggal yang lebih awal di expense for termination benefits at the
antara: earlier of the following dates:
(a) Ketika Grup tidak dapat lagi menarik (a) When the Group can no longer
tawaran atas imbalan tersebut; dan withdraw the offer of those benefits;
and
(b) Ketika Grup mengakui biaya untuk (b) When the Group recognizes costs for
restrukturisasi yang berada dalam a restructuring that is within the scope
ruang lingkup PSAK 57 dan of PSAK 57 and involves payment of
melibatkan pembayaran pesangon. termination benefits.
Grup mengukur pesangon pada saat The Group measures termination benefits
pengakuan awal, dan mengukur dan on initial recognition, and measures and
mengakui perubahan selanjutnya, sesuai recognizes subsequent changes, in
dengan sifat imbalan kerja. accordance with the nature of the
employee benefits.
42
Page 707
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Imbalan Kerja Jangka Panjang Lainnya Other Long-term Employee Benefits
Imbalan jangka panjang lainnya seperti Other Long-term employee benefits such
cuti berimbalan jangka panjang, imbalan as long service leave, permanent disability
cacat permanen dan penghargaan jubilee benefit and jubilee awards are calculated
dihitung dengan menggunakan metode using the projected unit credit method and
projected unit credit dan didiskontokan ke discounted to present value. Actuarial
nilai kini. Keuntungan dan kerugian gains and losses arising from experience
aktuarial yang timbul dari penyesuaian adjustments and change in actuarial
dan perubahan dalam asumsi-asumsi assumption are charged and credited to
aktuarial diakui dalam laba rugi. profit or loss.
w. Pengakuan Pendapatan dan Beban w. Revenue and Expenses Recognition
Dalam menentukan pengakuan In determining revenue recognition, the
pendapatan, Grup melakukan analisa Group perform analysis transaction
transaksi melalui lima langkah analisa through the following five steps of
berikut: assessment:
1. Kontrak telah disetujui oleh pihak-pihak 1. The contract has been agreed by the
terkait dalam kontrak parties involved in the contract
- Grup bisa mengidentifikasi hak dari - - The Group can identify the rights of
pihak-pihak terkait dan jangka relevant parties and the term of
waktu pembayaran dari barang atau payment for the goods or services to
jasa yang akan dialihkan; be transferred;
- Kontrak memiliki substansi - - The contract has commercial
komersial; substance;
- Besar kemungkinan entitas akan - - It is probable that the Group will
menerima imbalan atas barang atau receive benefits for the goods or
jasa yang dialihkan. services transferred.
2. Mengidentifikasi kewajiban - 2. Identify the performance obligations in
pelaksanaan dalam kontrak, untuk the contract, to transfer distinctive
menyerahkan barang atau jasa yang goods or services to the customer.
memiliki karakteristik yang berbeda ke
pelanggan.
3. Menentukan harga transaksi, setelah 3. Determine the transaction price, net of
dikurangi diskon, retur, insentif discounts, returns, sales incentives,
penjualan, pajak penjualan barang luxury sales tax, value added tax and
mewah, pajak pertambahan nilai dan export duty, which an entity expects to
pungutan ekspor, yang berhak be entitled in exchange for transferring
diperoleh suatu entitas sebagai promised goods or services to a
kompensasi atas diserahkannya customer.
barang atau jasa yang dijanjikan ke
pelanggan.
4. Mengalokasikan harga transaksi 4. Allocate the transaction price to each
kepada setiap kewajiban pelaksanaan performance obligation on the basis of
dengan menggunakan dasar harga jual the selling prices of each goods or
dari setiap barang atau jasa yang services promised in the contract.
dijanjikan di kontrak.
5. Mengakui pendapatan ketika kewajiban 5. Recognize revenue when performance
pelaksanaan telah dipenuhi (sepanjang obligation is satisfied (over time or at a
waktu atau pada suatu waktu tertentu). point in time).
Kewajiban pelaksanaan dapat dipenuhi A performance obligation may be satisfied
dengan cara sebagai berikut: at the following:
- Suatu waktu tertentu (umumnya janji - A point in time (typically for promises
untuk menyerahkan barang ke to transfer goods to a customer); or
pelanggan); atau
43
Page 708
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
- Sepanjang waktu (umumnya janji - Over time (typically for promises to
untuk menyerahkan jasa ke transfer services to a customer). For a
pelanggan). Untuk kewajiban performance obligation satisfied over
pelaksanaan yang dipenuhi dalam time, the Group selects an appropriate
sepanjang waktu, Grup memilih ukuran measure of progress to determine the
penyelesaian yang sesuai untuk amount of revenue that can be
penentuan jumlah pendapatan yang recognized as the performance
dapat diakui karena telah terpenuhinya obligation is satisfied.
kewajiban pelaksanaan.
Suatu kewajiban pelaksanaan dipenuhi A performance obligation is satisfied at a
pada suatu waktu tertentu kecuali jika point in time unless it meets one of the
memenuhi salah satu kriteria berikut, following criteria, in which case it is
dalam hal ini dipenuhi sepanjang waktu: satisfied over time:
- Pelanggan secara bersamaan - - The customer simultaneously receives
menerima dan menggunakan manfaat and consumes the benefits provided
yang diberikan oleh pelaksanaan Grup by the Group’s performance as the
sebagaimana yang dilakukan Grup; Group performs;
- Pelaksanaan Grup menciptakan atau - - The Group’s performance creates or
meningkatkan aset yang dikendalikan enhances an asset that the customer
pelanggan saat aset itu dibuat atau controls as the asset is created or
ditingkatkan; dan enhanced; and
- Pelaksanaan Grup tidak menciptakan - The Group’s performance does not
aset dengan penggunaan alternatif create an asset with an alternative use
untuk Grup dan Grup memiliki hak to the Group and the Group has an
yang dapat diberlakukan atas enforceable right to payment for
pembayaran untuk kinerja yang performance completed to date.
diselesaikan hingga saat ini.
Pengakuan Beban Expense Recognition
Beban diakui pada saat terjadinya (metode Expenses are recognized as incurred
akrual), kecuali merupakan aset yang (accrual basis), unless they create an
terkait dengan aktivitas kontrak masa asset related to future contract activity.
depan.
Biaya yang secara langsung berhubungan The costs that directly relate to the contract
dengan kontrak, menghasilkan sumber generate resources to satisfy the contract
daya untuk memenuhi kontrak ("biaya (“cost to fulfill“) or is incremental on
untuk memenuhi") atau penambahan untuk obtaining a contract (“cost to obtain”) and
mendapatkan kontrak ("biaya untuk are expected to be recovered.
memperoleh") dan diharapkan dapat
dipulihkan.
Beban tersebut dengan demikian These costs are therefore eligible for
memenuhi syarat kapitalisasi berdasarkan capitalization under PSAK 72: Revenue
PSAK 72: Pendapatan dari Kontrak from Contracts with Customers and
dengan Pelanggan dan dicatat sebagai recognized as other current assets. Such
aset lancar lainnya. Beban tersebut cost will be amortized on a systematic
diamortisasi dengan cara sistematis basis that is consistent with the transfer of
sejalan dengan penyerahan barang atau the goods or services to which such asset
jasa yang terkait dengan aset tersebut. relates.
44
Page 709
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
x. Pengakuan Pendapatan Kompensasi x. The Recognition of Compensation
dan Beban Sewa Penggunaan Income and Rent Expenses of
Prasarana Pemerintah Government’s Infrastructure
1) Pendapatan kompensasi Public 1) Compensation income of Public
Service Obligation (PSO) yang Service Obligation (PSO) received
diperoleh dari Pemerintah disajikan from the Government presented in the
dalam laporan laba rugi sebagai income statement as revenue
pendapatan jasa angkutan passanger transportation service.
penumpang.
2) Pendapatan dari kompensasi PSO 2) The PSO compensation income
diakui secara akrual. obtained from the Government is
recognized in accrual method.
3) Segala ketentuan mengenai PSO 3) All of the PSO arranged in the
diatur dalam Peraturan Menteri Regulation of the Minister of Finance
Keuangan Republik Indonesia of the Republic of Indonesia Number
Nomor 84/PMK.02/2016 tentang 84/PMK.02/2016 about Procedures for
Tata Cara Penyediaan, Pencairan, Procurement, Disbursement, and
dan Pertanggungjawaban Dana Accountability of the Public Service
Penyelenggaraan Kewajiban Obligation Fund or the Railway
Pelayanan Publik Bidang Angkutan Transport Sector Economy Class.
Kereta Api Kelas Ekonomi.
4) Beban pemeliharaan prasarana yang 4) The infrastructure maintenance
dibiayai oleh Pemerintah (IMO) yang expenses are funded by Government
pengerjaannya dilakukan oleh (IMO), which is performed by the
Perusahaan diperlakukan sebagai Company and treated as Revenue and
Pendapatan Usaha dan diakui saat recognize when incurred in
terjadinya sesuai dengan estimasi nilai accordance with the contract
kontrak antara Pemerintah dan estimation between the Government
Perusahaan sebagai penyelenggara. and the Company as organizer.
5) Beban penggunaan prasarana milik 6) 5) The rental expenses of railroad
Pemerintah (TAC) yang terutang infrastructure (TAC) which is owed to
kepada Pemerintah menjadi the Government is recorded as the
penambah beban operasi tidak additional of indirect operation
langsung dan diakui saat terjadinya. expense and recognized at the time
incurred.
6) Pendapatan kompensasi angkutan 6) Pioneer transportation compensation
perintis yang diperoleh dari pemerintah income received from the Government
disajikan sebagai pendapatan jasa presented as revenue freight service
angkutan dan diakui secara akrual. and recognized on accrual basis.
y. Instrumen Keuangan z. y. Financial Instrument
Pengakuan dan Pengukuran Awal Initial Recognition and Measurement
Grup mengakui aset keuangan atau The Group recognizes a financial asset or
liabilitas keuangan dalam laporan posisi a financial liability in the statement of
keuangan, jika dan hanya jika, Grup financial position when, and only when, it
menjadi salah satu pihak dalam ketentuan becomes a party to the contractual
pada kontrak instrumen tersebut. Pada provisions of the instrument. At initial
saat pengakuan awal aset keuangan atau recognition, the Group measures all
liabilitas keuangan, Grup mengukur pada financial assets and financial liabilites at its
nilai wajarnya. Dalam hal aset keuangan fair value. In the case of a financial asset
atau liabilitas keuangan tidak diukur pada or financial liability not at fair value through
nilai wajar melalui laba rugi, nilai wajar profit or loss, fair value plus or minus with
45
Page 710
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
tersebut ditambah atau dikurang dengan the transaction costs that are directly
biaya transaksi yang dapat diatribusikan attributtable to the acquisition or issue of
secara langsung dengan perolehan atau the financial asset or financial liability.
penerbitan aset keuangan atau liabilitas Transaction costs incurred on acquisition of
keuangan tersebut. Biaya transaksi a financial asset and issue of a financial
yang dikeluarkan sehubungan dengan liability classified at fair value through profit
perolehan aset keuangan dan penerbitan or loss are expensed immediately.
liabilitas keuangan yang diklasifikasikan
pada nilai wajar melalui laba rugi
dibebankan segera.
Pengukuran Selanjutnya Aset Subsequent Measurement of Financial
Keuangan Assets
Aset keuangan Grup diklasifikasikan The Group financial assets are classified
sebagai berikut: aset keuangan yang into the following specified categories:
diukur pada biaya perolehan yang financial assets at amortized costs,
diamortisasi, aset keuangan yang diukur financial assets at fair value through other
pada nilai wajar melalui penghasilan comprehensive income, and financial
komprehensif lain, aset keuangan yang assets at fair value through profit or loss.
diukur pada nilai wajar melalui laba rugi on the basis of both: the Group's business
dengan menggunakan dua dasar yaitu: model for managing the financial assets
model bisnis Grup dalam mengelola aset and the contractual cash flow
keuangan dan karakteristik arus kas characteristics of the financial asset.
kontraktual dari aset keuangan.
(i) Aset Keuangan yang Diukur pada (i) Financial Assets Measured at
Biaya Perolehan Diamortisasi Amortized Costs
Aset keuangan diukur pada biaya Financial assets are measured at
perolehan diamortisasi ketika kedua amortized costs if these conditions are
kondisi berikut terpenuhi: met:
(1) Aset keuangan dikelola dalam (1) The financial asset is held within a
model bisnis yang bertujuan untuk business model whose objective is
memiliki aset keuangan dalam to hold financial assets in order to
rangka mendapatkan arus kas collect contractual cash flows; and
kontraktual saja; dan
(2) Persyaratan kontraktual dari aset (2) The contractual terms of the
keuangan tersebut memberikan financial asset give rise on
hak pada tanggal tertentu atas specified dates to cash flows that
arus kas yang semata dari are solely payments of principal
pembayaran pokok dan bunga dari and interest on the principal
jumlah pokok terutang. amount outstanding.
Aset keuangan ini diukur pada jumlah The financial asset is measured at the
yang diakui pada awal pengakuan amount recognized at initial recognition
dikurangi dengan pembayaran pokok, minus principal repayments, plus or
kemudian dikurangi atau ditambah minus the cumulative amortization of
dengan jumlah amortisasi kumulatif any difference between that initial
atas perbedaan jumlah pengakuan amount and the maturity amount, and
awal dengan jumlah pada saat jatuh any loss allowance.
tempo, dan penurunan nilainya.
46
Page 711
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Pendapatan bunga dihitung dengan Interest income is calculated using the
menggunakan metode suku bunga effective interest method and is
efektif dan diakui di laba rugi. recognized in profit or loss. Changes in
Perubahan pada nilai wajar diakui di fair value are recognized in profit and
laba rugi ketika aset dihentikan atau loss when the asset is derecognized or
direklasifikasi. reclassified.
Aset keuangan yang diklasifikasikan Financial assets classified to amortized
menjadi aset keuangan yang diukur cost may be sold where there is an
pada biaya perolehan diamortisasi increase in credit risk. Disposals for
dapat dijual ketika terdapat other reasons are permitted but such
peningkatan risiko kredit. Penghentian sales should be immaterial in value or
untuk alasan lain diperbolehkan namun infrequent in nature.
jumlah penjualan tersebut harus tidak
material jumlahnya atau tidak sering.
(ii) Aset Keuangan yang Diukur pada (iii)(ii)Financial Assets Measured at Fair
Nilai Wajar Melalui Penghasilan Value Through Other Comprehensive
Komprehensif Lain (”FVTOCI”) Income (“FVTOCI”)
Aset keuangan diukur pada nilai A financial asset shall be measured at
wajar melalui penghasilan fair value through other comprehensive
komprehensif lain jika kedua kondisi income if both of the following
berikut terpenuhi: conditions are met:
(1) Aset keuangan dikelola dalam (1) The financial asset is held within a
model bisnis yang tujuannya akan business model whose objective is
terpenuhi dengan mendapatkan achieved by both collecting
arus kas kontraktual dan menjual contractual cash flows and selling
aset keuangan; dan financial assets; and
(2) Persyaratan kontraktual dari aset (3) (2) The contractual terms of the
keuangan tersebut memberikan financial asset give rise on
hak pada tanggal tertentu atas arus specified dates to cash flows that
kas yang semata dari pembayaran are solely payments of principal
pokok dan bunga dari jumlah pokok and interest on the principal
terutang. amount outstanding.
Aset keuangan tersebut diukur sebesar The financial assets are measured at
nilai wajar, dimana keuntungan atau fair value. The changes in fair value
kerugian diakui dalam penghasilan are recognized initially in other
komprehensif lain, kecuali untuk comprehensive income (OCI), except
kerugian akibat penurunan nilai dan for impairment gains and losses, and a
keuntungan atau kerugian akibat portion of foreign exchange gains and
perubahan kurs, diakui pada laba rugi. losses, are recognized in profit or loss.
Ketika aset keuangan tersebut When the asset is derecognized or
dihentikan pengakuannya atau reclassified, changes in fair value
direklasifikasi, keuntungan atau previously recognized in other
kerugian kumulatif yang sebelumnya comprehensive income and
diakui dalam penghasilan komprehensif accumulated in equity are reclassified
lain direklasifikasi dari ekuitas ke laba from equity to profit and loss as a
rugi sebagai penyesuaian reklasifikasi. reclassification adjustment.
47
Page 712
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
(iii) Aset Keuangan yang Diukur pada Nilai (iii) Financial Assets Measured at Fair
Wajar Melalui Laba Rugi (“FVTPL”) Value Through Profit or Loss
(“FVTPL”)
Aset keuangan yang diukur pada Financial assets measured at FVTPL
FVTPL adalah aset keuangan yang are those which do not meet both
tidak memenuhi kriteria untuk diukur criteria for neither amortized costs nor
pada biaya perolehan diamortisasi atau FVTOCI.
untuk diukur FVTOCI.
Setelah pengakuan awal, aset After initial recognition, FVTPL
keuangan yang diukur pada FVTPL financial assets are measured at fair
diukur pada nilai wajarnya. Keuntungan value. The changes in fair value are
atau kerugian yang timbul dari recognized in profit or loss.
perubahan nilai wajar aset keuangan
diakui dalam laba rugi.
Aset keuangan berupa derivatif dan Financial assets in form of derivatives
investasi pada instrumen ekuitas tidak and investment in equity instrument
memenuhi kriteria untuk diukur pada are not eligible to meet both criteria for
biaya perolehan diamortisasi atau amortized costs or fair value through
kriteria untuk diukur pada FVTOCI, other comprehensive income FVTOCI.
sehingga diukur pada FVTPL. Namun Hence, these are measured at fair
demikian, Grup dapat menetapkan value through profit or loss FVTPL.
pilihan yang tidak dapat dibatalkan saat Nonetheless, the Group may
pengakuan awal atas investasi pada irrevocably designate an investment in
instrumen ekuitas yang bukan untuk an equity instrument which is not held
diperjualbelikan dalam waktu dekat for trading in any time soon as
untuk diukur pada FVTOCI. Penetapan FVTOCI. This designation result in
ini menyebabkan semua keuntungan gains and losses to be presented in
atau kerugian disajikan di penghasilan other comprehensive income, except
komprehensif lain, kecuali pendapatan for dividend income on a qualifying
dividen tetap diakui di laba rugi. investment which is recognized in profit
Keuntungan atau kerugian kumulatif or loss. Cumulative gains or losses
yang sebelumnya diakui dalam previously recognized in other
penghasilan komprehensif lain comprehensive income are reclassified
direklasifikasi ke saldo laba tidak to retained earnings, not to profit or
melalui laba rugi. loss.
Pengukuran Selanjutnya Liabilitas Subsequent Measurement of Financial
Keuangan Liabilities
Grup mengklasifikasikan seluruh liabilitas The Group shall classify all financial liabilities
keuangan sehingga setelah pengakuan awal as subsequently measured at amortised
liabilitas keuangan diukur pada biaya cost, except for:
perolehan diamortisasi, kecuali:
(a) Liabilitas keuangan pada nilai wajar (a) Financial liabilities at fair value through
melalui laba rugi. Liabilitas dimaksud, profit or loss. Such liabilities, including
termasuk derivatif yang merupakan derivatives that are liabilities, shall be
liabilitas, selanjutnya akan diukur pada subsequently measured at fair value.
nilai wajar.
(b) Liabilitas keuangan yang timbul ketika (b) Financial liabilities that arise when a
pengalihan aset keuangan yang tidak transfer of a financial asset does not
memenuhi kualifikasi penghentian qualify for derecognition or when the
pengakuan atau ketika pendekatan continuing involvement approach
keterlibatan berkelanjutan diterapkan. applies.
48
Page 713
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
(c) Kontrak jaminan keuangan dan (c) Financial guarantee contracts and
komitmen untuk menyediakan pinjaman commitments to provide a loan at a
dengan suku bunga dibawah pasar. below‑market interest rate. After initial
Setelah pengakuan awal, penerbit recognition, an issuer of such a contract
kontrak dan penerbit komitmen and an issuer of such a commitment
selanjutnya mengukur kontrak tersebut shall subsequently measure it at the
sebesar jumlah yang lebih tinggi antara: higher of:
(i) Jumlah penyisihan kerugian dan (i) the amount of the loss allowance
(ii) Jumlah yang pertama kali diakui (ii) the amount initially recognised less,
dikurangi dengan, jika sesuai, jumlah when appropriate, the cumulative
kumulatif dari penghasilan yang amount of income recognised in
diakui sesuai dengan prinsip accordance with the principles of
PSAK 72. PSAK 72.
(d) Imbalan kontinjensi yang diakui oleh (d) Contingent consideration recognised
pihak pengakusisi dalam kombinasi by an acquirer in a business
bisnis ketika PSAK 22 diterapkan. combination to which PSAK 22 applies.
Imbalan kontinjensi selanjutnya diukur Such contingent consideration shall
pada nilai wajar dan selisihnya dalam subsequently be measured at fair value
laba rugi. with changes recognised in profit or
loss.
Saat pengakuan awal Grup dapat Group may, at initial recognition,
membuat penetapan yang takterbatalkan irrevocably designate a financial liability as
untuk mengukur liabilitas keuangan pada measured at fair value through profit or
nilai wajar melalui laba rugi, jika diizinkan loss when permitted by the standard or
oleh standar atau jika penetapan akan when doing so results in more relevant
menghasilkan informasi yang lebih information, because either:
relevan, karena:
(a) Mengeliminasi atau mengurangi (a) It eliminates or significantly reduces
secara signifikan inkonsistensi a measurement or recognition
pengukuran atau pengakuan (kadang inconsistency (sometimes referred to
disebut sebagai “accounting as “an accounting mismatch”) that
mismatch”) yang dapat timbul dari would otherwise arise from measuring
pengukuran aset atau liabilitas atau assets or liabilities or recognising the
pengakuan keuntungan dan kerugian gains and losses on them on different
atas aset atau liabilitas dengan dasar bases; or
yang berbeda beda; atau
(b) Sekelompok liabilitas keuangan atau (b) A group of financial liabilities or
aset keuangan dan liabilitas financial assets and financial liabilities
keuangan dikelola dan kinerjanya is managed and its performance is
dievaluasi berdasarkan nilai wajar, evaluated on a fair value basis, in
sesuai manajemen risiko atau strategi accordance with a documented risk
investasi yang terdokumentasi, dan management or investment strategy,
informasi dengan dasar nilai wajar and information about the group is
dimaksud atas kelompok tersebut provided internally on that basis to the
disediakan secara internal untuk Group’s key management personnel.
personil manajemen kunci Grup.
49
Page 714
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Penghentian Pengakuan Aset dan Derecognition of Financial Assets and
Liabilitas Keuangan Liabilities
Grup menghentikan pengakuan aset The Group derecognizes a financial asset
keuangan, jika dan hanya jika hak kontraktual when, and only when the contractual rights to
atas arus kas yang berasal dari aset the cash flows from the financial asset expire
keuangan berakhir atau Grup mengalihkan or the Group transfers the contractual rights
hak kontraktual untuk menerima kas yang to receive the cash flows of the financial
berasal dari aset keuangan atau tetap asset or retains the contractual rights to
memiliki hak kontraktual untuk menerima kas receive the cash flows but assumes a
tetapi juga menanggung kewajiban contractual obligation to pay the cash flows
kontraktual untuk membayar arus kas yang to one or more recipients in an arrangement.
diterima tersebut kepada satu atau lebih
pihak penerima melalui suatu kesepakatan.
Jika Grup secara substansial mengalihkan If the Group transfers substantially
seluruh risiko dan manfaat atas kepemilikan all the risks and rewards of ownership
aset keuangan, maka Grup menghentikan of the financial asset, the Group
pengakuan aset keuangan dan mengakui derecognizes the financial asset and
secara terpisah sebagai aset atau liabilitas recognizes separately as asset or liabilities
untuk setiap hak dan kewajiban yang timbul any rights and obligations
atau yang masih dimiliki dalam pengalihan created or retained in the transfer. If the
tersebut. Jika Grup secara substansial tidak Group neither transfers not retains
mengalihkan dan tidak memiliki seluruh risiko substantially all the risks and rewards of
dan manfaat atas kepemilikan aset keuangan ownership of the financial asset and has
tersebut dan masih memiliki pengendalian, retained control, the Group continues to
maka Grup mengakui aset keuangan sebesar recognize the financial asset to the extent of
keterlibatan berkelanjutan dengan aset its continuing involvement in the financial
keuangan tersebut. Jika Grup secara asset. If the Group retains substantially all
substansial masih memiliki seluruh risiko dan the risks and rewards of ownership of the
manfaat atas kepemilikan aset keuangan, financial asset, the Group continues to
maka Grup tetap mengakui aset keuangan recognize the financial asset.
tersebut.
Grup menghentikan pengakuan liabilitas The Group removes a financial liability from
keuangan, jika dan hanya jika, liabilitas its statement of financial position when, and
keuangan tersebut berakhir, yaitu ketika only when, it is extinguished, ie when the
kewajiban yang ditetapkan dalam kontrak obligation specified in the contract is
dilepaskan atau dibatalkan atau kadaluwarsa. discharged or cancelled or expires.
Penurunan Nilai Aset Keuangan Impairment of Financial Assets
Grup mengakui kerugian kredit ekspektasian The Group recognizes expected credit loss
untuk aset keuangan yang diukur pada biaya for its financial assets measured at amortized
perolehan diamortisasi, aset keuangan yang costs and financial assets measured at
diukur pada FVTOCI. FVTOCI.
50
Page 715
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Pada setiap tanggal pelaporan, Grup At the end of each reporting date, the Group
mengukur penyisihan kerugian instrumen calculates any impairment provision in
keuangan sejumlah kerugian kredit financial instruments based on its lifetime
ekspektasian sepanjang umurnya jika risiko expected credit loss if the credit risk of the
kredit atas instrumen keuangan tersebut financial instruments has increased
telah meningkat secara signifikan sejak significantly since its initial recognition.
pengakuan awal. Namun, jika risiko kredit However, if credit risk has not increased
instrumen keuangan tersebut tidak significantly since initial recognition, then 12
meningkat secara signifikan sejak months expected credit loss
pengakuan awal, maka mengakui sejumlah is recognized.
kerugian kredit ekspektasian 12 bulan.
Grup menerapkan metode yang The Group applied a simplified approach to
disederhanakan untuk mengukur kerugian measure such expected credit loss for trade
kredit ekspektasian tersebut terhadap receivables and contract assets without
piutang usaha dan aset kontrak tanpa significant financing component.
komponen pendanaan yang signifikan.
Grup menganggap aset keuangan gagal The Group considers a financial asset to be
bayar ketika pihak ketiga tidak mampu in default when the counterparty is unlikely to
membayar kewajiban kreditnya kepada Grup pay its credit obligations to the Group in full.
secara penuh. Periode maksimum yang The maximum period considered when
dipertimbangkan ketika memperkirakan estimating expected credit loss is the
kerugian kredit ekspektasian adalah periode maximum contractual period over which
maksimum kontrak dimana Grup terekspos the Group is exposed to credit risk.
terhadap risiko kredit.
Penyisihan kerugian diakui sebagai Impairment losses are recognized as a
pengurang jumlah tercatat aset keuangan deduction in financial assets’ carrying
kecuali untuk aset keuangan yang diukur amount, except for financial assets
pada FVTOCI yang penyisihan kerugiannya measured at FVTOCI where its impairment is
diakui dalam penghasilan komprehensif lain, recognized in other comprehensive income,
sedangkan jumlah kerugian kredit the expected credit loss (or recovery of credit
ekspektasian (atau pemulihan kerugian loss) is recognized in profit or loss,
kredit) diakui dalam laba rugi, sebagai as gains or losses of financial asset
keuntungan atau kerugian penurunan nilai. impairment.
Pengukuran kerugian kredit ekspektasian The expected credit loss of financial
dari instrumen keuangan dilakukan dengan intruments are conducted by a means which
suatu cara yang mencerminkan: reflect:
i. Jumlah yang tidak bias dan rata-rata i. An unbiased and probability-weighted
probabilitas tertimbang yang ditentukan amount that reflects a range of possible
dengan mengevaluasi serangkaian outcomes;
kemungkinan yang dapat terjadi;
ii. Nilai waktu uang; dan ii. Time value of money; and
iii. Informasi yang wajar dan terdukung iii. Reasonable and supportable information
yang tersedia tanpa biaya atau upaya that is available without undue cost or
berlebihan pada tanggal pelaporan effort about past events, current
mengenai peristiwa masa lalu, kondisi conditions and forecasts of future
kini, dan perkiraan kondisi ekonomi conditions.
masa depan.
51
Page 716
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Aset keuangan dapat dianggap tidak Financial assets may be considered to not
mengalami peningkatan risiko kredit secara having significant increase in credit risk since
signifikan sejak pengakuan awal jika aset initial recognition if the financial assets have
keuangan memiliki risiko kredit yang rendah a low credit risk at the reporting date. Credit
pada tanggal pelaporan. Risiko kredit pada risk on financial instrument may be
instrumen keuangan dianggap rendah ketika considered be low if there is a low risk of
aset keuangan tersebut memiliki risiko gagal default, the borrower has a strong capacity to
bayar yang rendah, peminjam memiliki meet its contractual cash flow obligations in
kapasitas yang kuat untuk memenuhi the near term and adverse changes in
kewajiban arus kas kontraktualnya dalam economic and business conditions in the
jangka waktu dekat dan memburuknya longer term may, but will not necessarily,
kondisi ekonomik dan bisnis dalam jangka reduce the ability of the borrower to fulfil its
waktu panjang mungkin, namun tidak selalu, contractual cash flow obligations. To
menurunkan kemampuan peminjam untuk determine whether a financial asset has a
memenuhi kewajiban arus kas low credit risk, the Group may use internal
kontraktualnya. Untuk menentukan apakah credit risk rating or external assessment. For
aset keuangan memiliki risiko kredit rendah, example, a financial asset with “investment
Grup dapat menggunakan peringkat risiko grade” according to external assessment has
kredit internal atau penilaian eksternal. Misal, a low credit risk rating, thus it does not
aset keuangan dengan “peringkat grade” experience an increase in significant credit
berdasarkan penilaian eksternal merupakan risk since initial recognition.
instrumen yang memiliki risiko kredit yang
rendah, sehingga tidak mengalami
peningkatan risiko kredit secara signifikan
sejak pengakuan awal.
Grup menggunakan metode roll rate untuk The Group is using the roll rate method to
mengukur penurunan nilai piutang usaha. measure the provision for impairment of
account receivable.
Metode Suku Bunga Efektif The Effective Interest Method
Metode suku bunga efektif adalah metode The effective interest method is a method of
yang digunakan untuk menghitung biaya calculating the amortized cost of a financial
perolehan diamortisasi dari aset atau asset or a financial liability (or group of
liabilitas keuangan (atau kelompok aset atau financial assets or financial liabilities) and of
liabilitas keuangan) dan metode untuk allocating the interest income or interest
mengalokasikan pendapatan bunga atau expense over the relevant period. The
beban bunga selama periode yang relevan. effective interest rate is the rate that exactly
Suku bunga efektif adalah suku bunga yang discounts estimated future cash payments or
secara tepat mendiskontokan estimasi receipts through the expected life of the
pembayaran atau penerimaan kas masa financial instrument or, when appropriate, a
depan selama perkiraan umur dari instrumen shorter period to the net carrying amount of
keuangan, atau jika lebih tepat, digunakan the financial asset or financial liability.
periode yang lebih singkat untuk
memperoleh jumlah tercatat neto dari aset
keuangan atau liabilitas keuangan.
52
Page 717
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Pada saat menghitung suku bunga efektif, When calculating the effective interest rate,
Grup mengestimasi arus kas dengan the Group estimates cash flows considering
mempertimbangkan seluruh persyaratan all contractual terms of the financial
kontraktual dalam instrumen keuangan instrument, for example, prepayment, call
tersebut, seperti pelunasan dipercepat, opsi and similar option, but shall not consider
beli dan opsi serupa lain, tetapi tidak future credit losses. The calculation includes
mempertimbangkan kerugian kredit masa all fees and points paid or received between
depan. Perhitungan ini mencakup seluruh parties to the contract that are an integral
komisi dan bentuk lain yang dibayarkan atau part of the effective interest rate, transaction
diterima oleh pihak-pihak dalam kontrak costs, and all other premiums or discounts.
yang merupakan bagian takterpisahkan dari
suku bunga efektif, biaya transaksi, dan
seluruh premium atau diskonto lain.
Reklasifikasi Reclassification
Grup mereklasifikasi aset keuangan ketika The Group reclassifies a financial asset if
Grup mengubah tujuan model bisnis untuk and only if the Group’s business model
pengelolaan aset keuangan sehingga objective for its financial assets changes so
penilaian sebelumnya menjadi tidak dapat its previous model assessment would no
diterapkan. longer apply.
Jika Grup mereklasifikasi aset keuangan, If the Group reclassifies a financial asset, it is
maka diperlukan untuk menerapkan required to apply the reclassification
reklasifikasi secara prospektif sejak tanggal prospectively from the reclassification date.
reklasifikasi. Keuntungan, kerugian Previously recognized gains, losses
(termasuk keuntungan atau kerugian (including impairment gains or losses) or
penurunan nilai) atau bunga yang interest are not restated.
sebelumnya diakui tidak disajikan kembali.
Ketika Grup mereklasifikasi aset keuangan When the Group reclassifies its financial
dari biaya perolehan diamortisasi menjadi asset out of the amortized cost into FVTPL,
FVTPL, maka nilai wajarnya diukur pada then its fair value is measured at
tanggal reklasifikasi. Keuntungan atau reclassification date. Any gains or losses
kerugian yang timbul dari perbedaan antara resulted from the difference between
biaya perolehan diamortisasi sebelumnya previous amortized cost and its fair value is
dan nilai wajarnya diakui dalam laporan laba recognized in profit or loss. Otherwise, if the
rugi. Sebaliknya, jika Grup mereklasifikasi Group reclassifies its financial asset from
aset keuangannya dari FVTPL menjadi biaya FVTPL into amortized cost, then its fair value
perolehan diamortisasi, maka nilai wajarnya at the date of reclassification becomes new
pada tanggal reklasifikasi menjadi nilai gross carrying amount.
tercatat bruto baru.
Ketika Grup mereklasifikasi aset keuangan When the Group reclassifies its financial
dari biaya perolehan diamortisasi menjadi asset out of the amortized cost into FVTOCI,
FVTOCI, nilai wajarnya diukur pada tanggal its fair value is measured at the
reklasifikasi. Keuntungan atau kerugian yang reclassification date. Any gains or losses
timbul dari selisih antara biaya perolehan resulted from the difference between
diamortisasi sebelumnya dan nilai wajar previous amortized cost and fair value is
diakui pada penghasilan komprehensif lain. recognized in other comprehensive income.
Tingkat suku bunga efektif dan pengukuran Effective interest rate and expected credit
kerugian kredit yang diharapkan tidak loss measurement are not adjusted as a
disesuaikan sebagai hasil dari reklasifikasi. result of the reclassification.
53
Page 718
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Sebaliknya, ketika Grup mereklasifikasi aset Otherwise, when the Group reclassifies its
keuangannya dari FVTOCI menjadi biaya financial asset out of the FVTOCI into
perolehan diamortisasi, aset keuangan amortized cost, the financial asset is
tersebut direklasifikasi ke nilai wajarnya pada reclassified by its fair value at the
tanggal reklasifikasi. Namun, keuntungan reclassification date. However, any
atau kerugian kumulatif yang sebelumnya cumulative gains or losses previously
diakui dalam penghasilan komprehensif lain recognized in other comprehensive income
dihilangkan dari ekuitas dan disesuaikan are omitted from equity and adjusted to the
dengan nilai wajar aset keuangan pada financial asset’s fair value at the date of
tanggal reklasifikasi. Akibatnya, pada tanggal reclassification. Consequently, at the
reklasifikasi, aset keuangan diukur dengan reclassification date, the financial asset is
cara yang sama seperti biaya perolehan measured the same way as if it were
diamortisasi. amortized cost.
Penyesuaian ini memengaruhi penghasilan This adjustment affects other comprehensive
komprehensif lain tetapi tidak memengaruhi income but not profit or loss, andhence it is
laba rugi, dan karenanya bukan merupakan not a reclassification adjustment. Effective
penyesuaian reklasifikasi. Suku bunga efektif interest rate and expected credit loss are no
dan pengukuran kerugian kredit longer adjusted as a result of the
ekspektasian tidak disesuaikan sebagai reclassification.
akibat dari reklasifikasi.
Pada saat Grup mereklasifikasi aset When the Group reclassifies its financial
keuangan keluar dari kategori pengukuran asset out of the FVTPL into FVTOCI, the
FVTPL menjadi kategori pengukuran financial asset is measured at its fair value.
FVTOCI, aset keuangan tetap diukur pada Similarly, when the Group reclassifies its
nilai wajarnya. Sama halnya, ketika Grup financial asset out of the FVTOCI into FVTPL
mereklasifikasi aset keuangan keluar the financial asset is measured at its fair
dari kategori FVTOCI menjadi kategori value. Any gains or losses previously
pengukuran FVTPL, aset keuangan tetap recognized in other comprehensive income
diukur pada nilai wajarnya. Keuntungan atau are reclassified out of the equity to profit or
kerugian kumulatif yang sebelumnya diakui loss as a reclassification adjustment at the
di penghasilan komprehensif lain date of reclassification.
direklasifikasi dari ekuitas ke laba rugi
sebagai penyesuaian reklasifikasi pada
tanggal reklasifikasi.
Saling Hapus Aset Keuangan dan Offsetting a Financial Asset and a
Liabilitas Keuangan Financial Liability
Aset keuangan dan liabilitas keuangan A financial asset and financial liability shall
disalinghapuskan, jika dan hanya jika, Grup be offset when and only when, the Group
saat ini memiliki hak yang dapat dipaksakan currently has a legally enforceable right to
secara hukum untuk melakukan saling hapus set off the recognized amount; and intends
atas jumlah yang telah diakui tersebut; dan either to settle on a net basis, or to realize
berintensi untuk menyelesaikan secara neto the asset and settle the liability
atau untuk merealisasikan aset dan simultaneously.
menyelesaikan liabilitasnya secara simultan.
Pengukuran Nilai Wajar Fair Value Measurement
Nilai wajar adalah harga yang akan diterima Fair value is the price that would be received
untuk menjual suatu aset atau harga yang to sell an asset or paid to transfer a liability in
akan dibayar untuk mengalihkan suatu an orderly transaction between market
liabilitas dalam transaksi teratur antara participants at the measurement date.
pelaku pasar pada tanggal pengukuran.
54
Page 719
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Nilai wajar aset dan liabillitas keuangan The fair value of financial assets and
diestimasi untuk keperluan pengakuan dan financial liabilities must be estimated for
pengukuran atau untuk keperluan recognition and measurement or for
pengungkapan. disclosure purposes.
Nilai wajar dikategorikan dalam level yang Fair values are categorized into different
berbeda dalam suatu hierarki nilai wajar levels in a fair value hierarchy based on the
berdasarkan pada apakah input suatu degree to which the inputs to the
pengukuran dapat diobservasi dan measurement are observable and the
signifikansi input terhadap keseluruhan significance of the inputs to the fair value
pengukuran nilai wajar: measurement in its entirety:
(i) Harga kuotasian (tanpa penyesuaian) di (i) Quoted prices (unadjusted) in active
pasar aktif untuk aset atau liabilitas yang markets for identical assets or liabilities
identik yang dapat diakses pada tanggal that can be accessed at the
pengukuran (Level 1); measurement date (Level 1);
(ii) Input selain harga kuotasian yang (ii) Inputs other than quoted prices included
termasuk dalam Level 1 yang dapat in Level 1 that are observable for the
diobservasi untuk aset atau liabilitas, assets or liabilities, either directly or
baik secara langsung maupun tidak indirectly (Level 2);
langsung (Level 2);
(iii) Input yang tidak dapat diobservasi untuk (iii) Unobservable inputs for the assets or
aset atau liabilitas (Level 3). liabilities (Level 3).
Dalam mengukur nilai wajar aset atau When measuring the fair value of an asset
liabilitas, Grup sebisa mungkin or a liability, the Group uses market
menggunakan data pasar yang dapat observable data to the extent possible. If
diobservasi. Apabila nilai wajar aset atau the fair value of an asset or a liability is not
liabilitas tidak dapat diobservasi secara directly observable, the Group uses
langsung, Grup menggunakan teknik valuation techniques appropriate in the
penilaian yang sesuai dengan keadaannya circumstances and maximizes the use of
dan memaksimalkan penggunaan input relevant observable inputs and minimizes
yang dapat diobservasi yang relevan dan the use of unobservable inputs.
meminimalkan penggunaan input yang
tidak dapat diobservasi.
Perpindahan antara level hierarki nilai Transfers between levels of the fair value
wajar diakui oleh Grup pada akhir periode hierarchy are recognized by the Group at
pelaporan dimana perpindahan terjadi. the end of the reporting period during
which the change occurred.
z. Laba per Saham z. Earning per Share
Laba per saham dasar dihitung dengan Basic earnings per share is computed by
membagi laba atau rugi yang dapat dividing the profit or loss attributable to
diatribusikan kepada pemegang saham ordinary equity holders of the parent entity
biasa entitas induk dengan jumlah rata- by the weighted average number of
rata tertimbang saham biasa yang beredar ordinary shares outstanding during the
dalam suatu periode. period.
Untuk tujuan penghitungan laba per saham For the purpose of calculation of diluted
dilusian, Grup menyesuaikan laba atau earnings per share, the Group shall adjust
rugi yang dapat diatribusikan kepada profit or loss attributable to ordinary equity
pemegang saham biasa entitas induk dan holders of the parent entity, and the
jumlah rata-rata tertimbang saham yang weighted average number of shares
beredar, atas dampak dari seluruh outstanding, for the effect of all dilutive
instrumen berpotensi saham biasa yang potential ordinary shares.
bersifat dilutif.
55
Page 720
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
aa. Aset Takberwujud aa. Intangible Assets
Lisensi dan perangkat lunak yang Licenses and software are capitalized on
diperoleh dikapitalisasi berdasarkan biaya- the basis of the cost incurred to acquire
biaya yang terjadi untuk memperoleh dan and to prepare the assets for intended use.
mempersiapkannya hingga siap These costs are amortized using the
digunakan. Biaya-biaya ini diamortisasi straight-line method over the useful life
dengan menggunakan metode garis lurus ranging from 4-20 years.
sepanjang masa pemanfaatan berkisar
antara 4-20 tahun.
Biaya pengurusan perpanjangan atau The cost of maintaining an extension or
pembaharuan legal hak atas tanah diakui renewal of legal title to land is recognized
sebagai aset takberwujud dan diamortisasi as an intangible asset and amortized over
sepanjang umur hukum hak. the life of the legal entitlement.
bb. Segmen Operasi bb. Operating Segment
Grup menyajikan segmen operasi Group presented operating segments
berdasarkan informasi keuangan yang based on the financial information used by
digunakan oleh pengambil keputusan the chief operating decision maker in
operasional dalam menilai kinerja segmen assessing the performance of segments
dan menentukan alokasi sumber daya and in the allocation of resources. The
yang dimilikinya. Segmetasi berdasarkan segments are based on the activities of
aktivitas dari setiap kegiatan operasi each of the operating legal entities within
entitas legal di dalam Grup. the Group.
Segmen operasi adalah suatu komponen An operating segment is a component of
dari entitas: the entity:
• yang terlihat dalam aktivitas bisnis • that engages in business activities from
yang memperoleh pendapatan dan which it may earn revenues and incur
menimbulkan beban (termasuk expenses (including revenues and
pendapatan dan beban yang terkait expenses relating to the transactions
dengan transaksi dengan komponen with other components of the same
lain dari entitas yang sama); entity);
• hasil operasinya dikaji ulang secara • whose operating results are regularly
berkala oleh kepala operasional untuk reviewed by chief operating decision
pembuatan keputusan tentang sumber maker to make decisions about
daya yang dialokasikan pada segmen resources to be allocated to the
tersebut dan menilai kinerjanya; dan segment and assesses its
performance; and
• tersedia informasi keuangan yang • for which separate financial information
dapat dipisahkan. is available.
cc. Provisi cc. Provision
Provisi diakui bila Grup memiliki kewajiban Provisions are recognized when the Group
kini (baik bersifat hukum maupun has a present obligation (legal or
konstruktif) sebagai akibat peristiwa masa constructive) as a result of a past event, it
lalu dan besar kemungkinan Grup is probable that the Group will be required
diharuskan menyelesaikan kewajiban serta to settle the obligation, and a reliable
jumlah kewajiban tersebut dapat diestimasi estimate can be made of the amount of the
secara andal. obligation.
56
Page 721
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
(Lanjutan) (Continued)
Jumlah diakui sebagai provisi merupakan The amount recognized as a provision is
taksiran terbaik yang diharuskan the best estimate of the consideration
menyelesaikan kewajiban kini pada akhir required to settle the obligation at the end
periode pelaporan, dengan memperhatikan of the reporting period, taking into account
unsur risiko dan ketidakpastian yang the risks and uncertainties surrounding the
melekat pada kewajiban tersebut. Provisi obligation. Where a provision is measured
diukur menggunakan estimasi arus kas using the cash flows estimated to settle the
untuk menyelesaikan kewajiban kini present obligation, its carrying amount is
dengan jumlah tercatatnya sebesar nilai the present value of those cash flows.
kini dari arus kas tersebut.
Bila beberapa atau keseluruhan dari When some or all of the economic benefits
manfaat ekonomis mengharuskan required to settle a provision are expected
penyelesaian provisi diharapkan dapat to be recovered from a third party, the
dipulihkan dari pihak ketiga, piutang diakui receivable is recognized as an asset if it is
sebagai aset apabila terdapat kepastian virtually certain that reimbursement will be
tagihan dapat diterima dan jumlah piutang received and the amount of the receivable
dapat diukur secara andal. can be measured reliably.
dd. Bagian Hibah dari Pinjaman Pemerintah dd. The Grants Portion of Government
Loans
Manfaat atas pinjaman pemerintah yang Benefits on government loans that bear
memiliki tingkat bunga di bawah tingkat interest rates below market rates are
bunga pasar diperlakukan sebagai hibah treated as government grants. These loans
pemerintah. Pinjaman tersebut diakui dan are recognized and measured at fair value
diukur berdasarkan nilai wajar pada at balance sheet date. Benefits bearing
tanggal neraca. Manfaat pinjaman dengan interest rates below market interest rates
tingkat bunga di bawah tingkat bunga are measured as the difference between
pasar diukur sebagai perbedaan antara the original carrying amount of the loan and
nilai tercatat awal pinjaman dan jumlah the amount received. These benefits are
yang diterima. Manfaat tersebut diakui recognized as deferred income and
sebagai pendapatan ditangguhkan dan amortized on straight line method over the
diamortisasi menggunakan metode garis period in which the entity recognizes
lurus selama periode entitas mengakui expenses for the related costs it is intended
beban atas biaya terkait yang to compensate for under the grant.
dimaksudkan akan dikompensasikan
dengan hibah tersebut.
3. Pernyataan Standar Akuntansi Keuangan 3. Effective Statements of Financial
(“PSAK”) yang Berlaku Efektif Accounting Standard (“PSAK”)
Berikut amendemen dan penyesuaian atas The following are amendment and
standar yang berlaku efektif untuk periode yang improvements to standards which effective for
dimulai pada atau setelah 1 Januari 2023, periods beginning on or after January 1, 2023,
dengan penerapan dini diperkenankan yaitu: with early adoption is permitted, are as follows:
• Amendemen PSAK 1: Penyajian Laporan • Amendments PSAK 1: Presentation of
Keuangan tentang Pengungkapan Financial Statements regarding Disclosure
Kebijakan Akuntansi; of Accounting Policies;
• Amendemen PSAK 16: Aset Tetap tentang • Amendment to PSAK 16: Fixed Assets
Hasil sebelum Penggunaan yang related to Proceeds before Intended Use;
Diintensikan;
57
Page 722
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
3. Pernyataan Standar Akuntansi Keuangan 3. Effective Statements of Financial
(“PSAK”) yang Berlaku Efektif (Lanjutan) Accounting Standard (“PSAK”) (Continued)
• Amendemen PSAK 25: Kebijakan • Amendments PSAK 25: Accounting
Akuntansi, Perubahan Estimasi Akuntansi, Policies, Changes in Accounting Estimates
dan Kesalahan tentang Definisi Estimasi and Errors regarding Definition of
Akuntansi; Accounting Estimates;
• Amendemen PSAK 46: Pajak Penghasilan • Amendments PSAK 46: Income Tax
tentang Pajak Tangguhan terkait Aset dan regarding Deferred Tax related to Assets
Liabilitas yang timbul dari Transaksi and Liabilities arising from a Single
Tunggal; dan Transaction; and
• Revisi PSAK 107: Akuntansi Ijarah. • Revised PSAK 107: Accounting for Ijara.
Implementasi standar-standar tersebut tidak The implementation of the above standards
memiliki dampak yang material terhadap had no material effect on the amounts reported
jumlah yang dilaporkan di tahun berjalan atau for the current year or prior financial year.
tahun sebelumnya.
4. Sumber Ketidakpastian Estimasi dan 4. Source of Estimation Uncertainty and
Pertimbangan Akuntansi yang Penting Critical Accounting Estimates and
Judgments
Pertimbangan Judgment
Penyusunan laporan keuangan konsolidasian The preparation of the Group's consolidated
Grup mengharuskan manajemen untuk financial statements requires management to
membuat pertimbangan, estimasi dan asumsi make judgments, estimate and assumption that
yang mempengaruhi jumlah yang dilaporkan affect the reported amounts of revenues,
dari pendapatan, beban, aset dan liabilitas, expenses, assets and liabilities, and disclosure
dan pengungkapan atas liabilitas kontinjensi, of contingent liabilities, at the end of the
pada akhir periode pelaporan. Ketidakpastian reporting period. Uncertainty about these
mengenai asumsi dan estimasi tersebut dapat assumptions and estimates could result in
mengakibatkan penyesuaian material terhadap outcomes that require a material adjustment to
nilai tercatat aset dan liabilitas dalam periode the carrying amount of the asset and liability
pelaporan berikutnya. affected in future periods.
Estimasi dan asumsi Estimates and assumptions
Asumsi utama masa depan dan ketidakpastian The key assumptions concerning the future
sumber estimasi utama yang lain pada tanggal and other key sources of estimation uncertainty
pelaporan yang memiliki risiko signifikan bagi at the reporting date that have a significant risk
penyesuaian yang material terhadap nilai of causing a material adjustment to the
tercatat aset dan liabilitas untuk tahun carrying amounts of assets and liabilities within
berikutnya diungkapkan di bawah ini. Grup the next financial year are disclosed below.
mendasarkan asumsi dan estimasi pada The Group based its assumptions and
parameter yang tersedia pada saat laporan estimates on parameters available when the
keuangan konsolidasian disusun. consolidated financial statements were
prepared.
Asumsi dan situasi mengenai perkembangan Existing circumstances and assumptions about
masa depan mungkin berubah akibat future developments may change due to
perubahan pasar atau situasi di luar kendali market changes or circumstances arising
Grup. Perubahan tersebut dicerminkan dalam beyond the control of the Group. Such changes
asumsi terkait pada saat terjadinya. are reflected in the assumptions when the
occur.
58
Page 723
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
4. Sumber Ketidakpastian Estimasi dan 4. Source of Estimation Uncertainty and
Pertimbangan Akuntansi yang Penting Critical Accounting Estimates and
(Lanjutan) Judgments (Continued)
Cadangan kerugian penurunan nilai Allowance for impairment loss
Grup menilai penurunan nilai pada aset Group assesses its financial assets measured
keuangan dengan biaya perolehan yang at amortized cost for impairment at each
diamortisasi pada setiap tanggal pelaporan. reporting date. In determining whether an
Dalam menentukan apakah rugi penurunan impairment loss should be recorded in profit or
nilai harus dicatat dalam laba rugi, manajemen loss, management makes a judgement as to
harus mempertimbangkan informasi yang whether there is reasonable and supportable
wajar dan terdukung yang tersedia tanpa biaya information that is available without undue cost
atau upaya berlebihan pada tanggal pelaporan or effort about past events, current conditions
mengenai peristiwa masa lalu, kondisi kini, dan and forecasts of future conditions. Group
perkiraan kondisi ekonomi masa depan. Grup applies simplified approach using roll rate and
menerapkan pendekatan yang disederhanakan discounted cash flow to measuring cash and
untuk mengukur kerugian kredit ekspektasian equivalents, restricted fund, trade receivables
yang menggunakan roll rate dan discounted and other receivable.
cash flow untuk menilai kas dan setara kas,
dana yang dibatasi penggunaannya, piutang
usaha dan piutang lain-lain.
Pada kas dan setara kas serta dana dibatasi For cash and cash equivalents and restricted
penggunaannya, nilai cadangan tidak material funds, the impairment value is not material so
sehingga Grup tidak melakukan penurunan the Group does not reduce the value of these
nilai atas aset keuangan tersebut. Nilai tercatat financial assets. The carrying amounts of
aset keuangan telah diungkapkan dalam financial assets are disclosed in Notes 5, 6, 7
Catatan 5, 6, 7 dan 8. and 8.
Pensiun dan Imbalan Pascakerja Pension and Post-Employement Benefits
Penentuan kewajiban dan biaya pensiun dan The determination of the Group's cost for
liabilitas imbalan kerja Grup bergantung pada pension and employee benefits liabilities is
pemilihan asumsi yang digunakan oleh depended on its selection of certain
aktuaris independen dalam menghitung assumptions used by the independent
jumlah-jumlah tersebut. Asumsi tersebut actuaries in calculating such amounts. Those
termasuk antara lain, tingkat diskonto, tingkat assumptions include, among others, discount
kenaikan gaji tahunan, tingkat pengunduran rates, future annual salary increase, annual
diri karyawan tahunan, tingkat kecacatan, umur employee turnover rate, disability rate,
pensiun, dan tingkat kematian. retirement age and mortality rate.
Hasil aktual yang berbeda dari asumsi yang Actual results that differ from the Group's
ditetapkan Grup diperlakukan sesuai dengan assumptions are treated in accordance with the
kebijakan yang dijelaskan pada Catatan 2.v. policies as mentioned in Note 2.v. While the
Sementara Grup berkeyakinan bahwa asumsi Group believes that the assumptions are
tersebut adalah wajar dan sesuai, perbedaan reasonable and appropriate, significant
signifikan pada hasil aktual atau perubahan differences in the Group's assumption may
material dalam asumsi yang ditetapkan Grup materially affect its estimated liabilities for
dapat mempengaruhi secara material liabilitas pension and employee benefits and net
diestimasi atas pensiun dan imbalan kerja dan employee benefits expense (Note 26).
beban imbalan kerja neto (Catatan 26).
59
Page 724
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
4. Sumber Ketidakpastian Estimasi dan 4. Source of Estimation Uncertainty and
Pertimbangan Akuntansi yang Penting Critical Accounting Estimates and
(Lanjutan) Judgments (Continued)
Penyusutan Aset Tetap dan Amortisasi Hak Depreciation of Fixed Assets and
Pengoperasian Aset Prasarana Amortization of Infrastructure Assets
Operating Rights
Biaya perolehan aset tetap, kecuali tanah, The costs of fixed asset, except from land, are
disusutkan dengan menggunakan metode depreciated on the straight-line method over
garis lurus berdasarkan estimasi masa their estimated useful lives, while the railway
manfaat ekonomisnya, sedangkan hak infrastructure assets operating rights are
pengoperasian aset prasarana perkeretaapian amortized based on the straight-line method.
diamortisasi berdasarkan metode garis lurus. Management estimates the useful lives of
Manajemen mengestimasi masa manfaat these fixed assets to be within 3 to 40 years,
ekonomis aset tetap antara 3 sampai dengan while the useful life of the railway infrastructure
40 tahun, sedangkan masa manfaat hak assets accordance to the agreement of
pengoperasian aset prasarana perkeretaapian operating rights of assets from 30-50 years.
sesuai dengan perjanjian pengelolaan aset These are common life expectancies applied in
prasarana antara 30-50 tahun. Umur masa the industries where the Group conducts its
manfaat ini adalah umur yang secara umum business. Changes in the expected level of
diharapkan dalam industri di mana Grup usage and technological development could
menjalankan bisnisnya. Perubahan tingkat impact the economic useful lives and the
pemakaian dan perkembangan teknologi dapat residual values of these assets, and therefore
mempengaruhi masa manfaat ekonomis dan future depreciation and amortization changes
nilai sisa aset, dan karenanya biaya could be revised. The net carrying amounts of
penyusutan dan amortisasi masa depan the Group's fixed assets and railways
mungkin direvisi. Nilai tercatat atas aset tetap infrastructure assets operating rights at
dan hak pengelolaan aset pada tanggal- reporting dates are disclosed in Notes 15 and
tanggal pelaporan masing-masing 17, respectively.
diungkapkan dalam Catatan 15 dan 17.
Penurunan Nilai Aset Non-keuangan Impairment of Non-Financial Assets
Penurunan nilai muncul saat nilai tercatat aset An impairment exists when the carrying value
atau unit penghasil kas melebihi nilai of an asset or a cash gain unit exceeds its
terpulihkannya, yang lebih besar antara nilai recoverable amount, which is the higher of its
wajar dikurangi biaya untuk menjual dan nilai fair value less costs to sell and its value in use.
pakainya. Nilai wajar dikurangi biaya untuk The fair value less costs to sell calculation is
menjual didasarkan pada ketersediaan data based on available data from binding sales
dari perjanjian penjualan yang mengikat yang transactions in an arm's length transaction of
dibuat dalam transaksi normal atas aset similar assets or observable market prices less
serupa atau harga pasar yang dapat diamati, incremental costs for disposing the asset.
dikurangi dengan biaya tambahan yang dapat
diatribusikan dengan pelepasan aset.
Perhitungan nilai pakai didasarkan pada model The value in use calculation is based on a
arus kas yang didiskontokan. Proyeksi arus discounted cash flow model. The future cash
kas tidak termasuk aktivitas restrukturisasi flow projection does not include restructuring
yang belum ada perikatannya atau investasi activities that the Group is not yet committed to
signifikan di masa depan yang akan or significant future investments that will
meningkatkan kinerja dari unit penghasil kas enhance the asset's performance of the cash
yang diuji. gain unit being tested.
Nilai terpulihkan paling sensitif terhadap tingkat The recoverable amount is most sensitive to
diskonto yang digunakan untuk model arus kas the discount rate used for the expected future
yang didiskontokan seperti halnya dengan arus cash inflows and the growth rate used for
kas masuk masa depan yang diharapkan dan extrapolation purposes.
tingkat pertumbuhan yang digunakan untuk
tujuan ekstrapolasi.
60
Page 725
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
4. Sumber Ketidakpastian Estimasi dan 4. Source of Estimation Uncertainty and
Pertimbangan Akuntansi yang Penting Critical Accounting Estimates and
(Lanjutan) Judgments (Continued)
Pajak Penghasilan Income Tax
Ketidakpastian atas interpretasi dari peraturan Uncertainties over the interpretation of complex
pajak yang kompleks, perubahan peraturan tax regulations, changes in tax laws, and the
pajak dan jumlah dan timbulnya pendapatan amount and timing of future taxable income,
kena pajak di masa depan, dapat that could necessitate future adjustments to tax
menyebabkan penyesuaian di masa depan income and expense already recorded.
atas pendapatan dan beban pajak yang telah
dicatat.
Pertimbangan signifikan dilakukan dalam Significant judgment is undertaken to
menentukan provisi atau kelebihan bayar atas determine the provision or overpayment of
pajak penghasilan badan. Terdapat transaksi corporate income tax. There are certain
dan perhitungan tertentu yang penentuan transactions and computations which the
pajak akhirnya adalah tidak pasti dalam ultimate tax determination is uncertain in the
kegiatan usaha normal. Grup mengakui aset ordinary course of business. The Group
atas pajak penghasilan badan berdasarkan recognized the assets on corporate income tax
estimasi bahwa nilai tambahan pajak based on an estimate that any additional
penghasilan badan yang akan jatuh tempo corporate income tax that will be due still lower
lebih rendah dari kelebihan bayar pajak. than the amount of tax overpayment.
Aset Pajak Tangguhan Deferred Tax Assets
Aset Pajak Tangguhan diakui atas seluruh Deferred tax assets are recognized for all of
beda temporer yang boleh dikurangkan deductible temporary differences which is
sepanjang besar kemungkinannya bahwa probable that the taxable profit will be available
penghasilan kena pajak akan tersedia against thus the losses can be utilized. The
sehingga rugi fiskal tersebut dapat digunakan. significant estimation made by management
Estimasi signifikan oleh manajemen are required to determine the amount of
diharuskan dalam menentukan jumlah aset deferred tax assets that can be recognized,
pajak tangguhan yang dapat diakui, based on the time of use and the level of future
berdasarkan saat penggunaan dan tingkat taxable profit and future tax planning
penghasilan kena pajak serta strategi strategies.
perencanaan pajak masa depan.
Penentuan Nilai Wajar Liabilitas Program Determination of the Fair Value of “Program
Pemulihan Ekonomi Nasional ("PEN") Pemulihan Ekonomi Nasional ("PEN")”
Liability
Nilai wajar liabilitas PEN dihitung The fair value of PEN liabilities is calculated
menggunakan metode discounted cash flow using the discounted cash flow method with an
dengan suku bunga 5,07% per tahun selama interest rate of 5.07% per annum for the 10
10 tahun masa pinjaman. Projected cash flow years of the loan period. The projected cash
yang digunakan telah memperhitungkan flow used has taken into account the
kemampuan Perusahaan dalam memenuhi Company's ability to meet the payment
indikator pembayaran berdasarkan perjanjian indicators based on the loan agreement.
pinjaman.
61
Page 726
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
5. Kas dan Setara Kas 5. Cash and Cash Equivalents
2023 2022
Kas Cash on Hand
Kas Kantor 18.253.925 10.139.476 Cash on Hand-Office
Kas Stasiun 2.562.969 2.863.194 Cash on Hand-Stations
Jumlah Kas 20.816.894 13.002.670 Total Cash on Hand
Bank Cash in Banks
Pihak Berelasi (Catatan 41) 3.456.887.394 4.894.631.652 Related Parties (Note 41)
Pihak Ketiga Third Parties
PT Bank Central Asia Tbk 141.792.873 203.210.705 PT Bank Central Asia Tbk
PT Bank Permata Tbk 51.148.964 32.884.382 PT Bank Permata Tbk
PT BPD Jawa Barat dan Banten Tbk 42.135.072 104.957.952 PT BPD Jawa Barat dan Banten Tbk
PT BPD Sumatera Selatan dan PT BPD Sumatera Selatan dan
Bangka Belitung 23.655.075 32.194.776 Bangka Belitung
PT Bank CIMB Niaga Tbk 7.612.571 10.444.565 PT Bank CIMB Niaga Tbk
PT Bank DKI 3.639.375 1.723.322 PT Bank DKI
PT Bank HSBC Indonesia 3.332.519 3.228.504 PT Bank HSBC Indonesia
PT Bank Maybank Indonesia Tbk 548.402 548.401 PT Bank Maybank Indonesia Tbk
PT Bank Danamon Indonesia Tbk 386.983 383.264 PT Bank Danamon Indonesia Tbk
Subjumlah 274.251.834 389.575.871 Subtotal
Jumlah Bank 3.731.139.228 5.284.207.523 Total Cash in Bank
Deposito Berjangka Time Deposit
Pihak Berelasi (Catatan 41)
Subjumlah 1.386.615.360 398.510.000 Related Parties (Note 41)
Jumlah Deposito 1.386.615.360 398.510.000 Total Deposit
Jumlah 5.138.571.482 5.695.720.193 Total
Berdasarkan mata uang: By currencies:
2023 2022
Kas Cash on Hand
Rupiah 20.816.894 13.002.670 Rupiah
Bank Cash in Bank
Rupiah 2.548.877.622 4.007.355.256 Rupiah
Dolar Amerika Serikat 1.173.196.787 1.258.865.187 United States Dollar
Euro 8.372.273 17.243.459 Euro
Yen Jepang 692.546 743.621 Japanese Yen
Deposito Berjangka Time Deposit
Dolar Amerika Serikat 770.800.000 157.310.000 United States Dollar
Rupiah 615.815.360 241.200.000 Rupiah
Jumlah 5.138.571.482 5.695.720.193 Total
Kisaran suku bunga per tahun dan jangka Interest rates per annum and maturity period of
waktu deposito berjangka adalah sebagai time deposits are as follows:
berikut:
2023 2022
Dolar Amerika Serikat 2,85% - 5,25% 1,25% - 2,85% United States Dollar
Rupiah 2,40% - 6,00% 2,50% - 5,00 % Rupiah
Jangka Waktu 1-3 Bulan/ Months 1-3 Bulan/ Months Maturity Year
Automatic Roll Over Automatic Roll Over
(ARO) (ARO)
62
Page 727
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
6. Dana Dibatasi Penggunaannya 6. Restricted Funds
2023 2022
Pihak Berelasi (Catatan 41) 2.560.880.158 5.590.894.318 Related Parties (Note 41)
Pihak Ketiga Third Party
PT Bank Central Asia Tbk 26.932.515 19.491.658 PT Bank Central Asia Tbk
Jumlah 2.587.812.673 5.610.385.976 Total
Berdasarkan mata uang: By currencies:
2023 2022
Rupiah 1.687.689.985 5.610.385.819 Rupiah
Dolar Amerika Serikat 900.122.688 157 United States Dollar
Jumlah 2.587.812.673 5.610.385.976 Total
Rincian peruntukan dana dibatasi Details allocation of restricted funds are as
penggunaannya adalah sebagai berikut: follows:
No Peruntukan Dana/ Allocation of Funds 2023 2022
1. Sinking Fund Proyek Kereta Cepat Jakarta Bandung/
Sinking Fund for Jakarta Bandung High Speed Railway Project 900.122.688 --
2. Dana PMN untuk Proyek LRT Jabodebek/
PMN fund for LRT Jabodebek Project 818.736.431 2.153.637.590
3. Dana PMN untuk Proyek Kereta Cepat Jakarta Bandung/
PMN fund for Jakarta Bandung High Speed Railway Project 510.785.602 3.200.000.000
4. Dana Floating Kartu Multi Trip (KMT)/
Floating Money Trip Card (KMT) 195.584.566 148.546.590
5. Pembukaan L/C Impor Suku Cadang dan Peralatan
Pemeliharaan Sistem Brake EMU 6000, EMU 8500/800,
Pembelian Suku Cadang dan Jaminan Pinjaman Bank/
Opening the L/C Import Spare Parts and Maintenance Equipment
Brake Systes EMU 6000, EMU 8500/800 and the Purchase of Spare Parts 82.563.909 50.937.864
6. Proyek KA Bandara Soekarno-Hatta/
Soekarno-Hatta Airport Train Railway Project 61.769.430 56.372.595
7. Pengadaan Sarana atas Penyelenggaraan
Angkutan Jalur Trans Sumatera/8500/800
Procurement of Facilities for the Implementation of
Trans Sumatera Transportation/8500/800 18.199.305 382.009
8. Pemeliharaan Sarana KA Bandara Kualanamu, Medan/ Maintenance
Agreement of Airport Rolling Stock in Kualanamu, Medan 38.751 38.674
9. Proyek Commuter Jabodetabek/
Commuter Jabodebek Project 11.810 11.783
10. Pembelian Sarana KA Stasiun Soekarno-Hatta/
Purchasing of Rolling Stock for Soekarno-Hatta Station 181 458.871
Jumlah/Total 2.587.812.673 5.610.385.976
7. Piutang Usaha 7. Trade Receivables
2023 2022
Pihak Berelasi (Catatan 41) 1.266.965.945 963.280.644 Related Parties (Note 41)
Cadangan Kerugian Penurunan Nilai (13.851.143) (28.650.899) Allowance for Impairment Losses
Pihak Berelasi - Neto 1.253.114.802 934.629.745 Related Parties - Net
Pihak Ketiga 887.185.621 709.101.183 Third Parties
Cadangan Kerugian Penurunan Nilai (270.705.648) (237.392.861) Allowance for Impairment Losses
Pihak Ketiga - Neto 616.479.973 471.708.322 Third Parties - Net
Neto 1.869.594.775 1.406.338.067 Net
63
Page 728
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
7. Piutang Usaha (Lanjutan) 7. Trade Receivables (Continued)
Berdasarkan mata uang: By currencies:
2023 2022
Rupiah 2.022.067.062 1.514.495.695 Rupiah
Dolar Amerika Serikat 132.084.504 157.886.132 United States Dollar
Jumlah 2.154.151.566 1.672.381.827 Total
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (284.556.791) (266.043.760) Allowance for Impairment Losses
Neto 1.869.594.775 1.406.338.067 Net
Berdasarkan umur: By age:
2023 2022
0 - 30 Hari 1.653.982.587 1.190.788.301 0 - 30 Days
31 - 90 Hari 176.516.181 113.776.059 31 - 90 Days
91 - 360 Hari 87.135.226 103.240.557 91 - 360 Days
> 360 Hari 236.517.572 264.576.910 > 360 Days
Jumlah 2.154.151.566 1.672.381.827 Total
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (284.556.791) (266.043.760) Allowance for Impairment Losses
Neto 1.869.594.775 1.406.338.067 Net
Mutasi cadangan kerugian penurunan nilai: The movement of the allowance for impairment
losses is as follows:
2023 2022
Saldo Awal (266.043.760) (305.323.488) Beginning Balance
Pemulihan/(Penambahan) (18.513.031) 39.279.728 Recovery/(Addition)
Saldo Akhir (284.556.791) (266.043.760) Ending Balance
Manajemen berpendapat bahwa cadangan Management believes that the allowance for
kerugian penurunan nilai cukup untuk menutup impairment losses is adequate to cover the
kerugian yang mungkin timbul dari tidak possible losses on uncollectible accounts.
tertagihnya piutang.
Tidak terdapat piutang usaha yang dijadikan There are no trade receivables that pledged as
jaminan atas pinjaman. collateral for the loan.
8. Piutang Lain–lain 8. Other Receivables
2023 2022
Piutang Lain-lain - Lancar: Others Receivable - Current:
Pihak Berelasi (Catatan 41) 8.183.000 -- Related Parties (Note 41)
Pihak Ketiga 60.977.138 92.696.413 Third Parties
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (7.573.148) (2.693.350) Allowance for Impairment Losses
Neto 61.586.990 90.003.063 Net
Piutang Lain-lain - Tidak Lancar: Other Receivables - Non Current:
Pihak Berelasi (Catatan 41) 109.925.523 109.925.523 Related Party (Note 41)
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (109.925.523) (109.925.523) Allowance for Impairment Losses
Pihak Berelasi - Neto -- -- Related Parties - Net
Pihak Ketiga 62.615.570 62.615.570 Third Parties
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (62.615.570) (62.615.570) Allowance for Impairment Losses
Pihak Ketiga - Neto -- -- Third Parties - Net
Neto 61.586.990 90.003.063 Net
64
Page 729
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
8. Piutang Lain–lain (Lanjutan) 8. Other Receivables (Continued)
Berdasarkan umur: By age:
2023 2022
0 - 30 Hari 60.254.842 89.350.419 0 - 30 Days
31 - 90 Hari 30.202 247.658 31 - 90 Days
91 - 360 Hari 1.343.565 1.730.388 91 - 360 Days
> 360 Hari 180.072.622 173.909.041 > 360 Days
Jumlah 241.701.231 265.237.506 Total
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (180.114.241) (175.234.443) Allowance for Impairment Losses
Neto 61.586.990 90.003.063 Net
Mutasi cadangan kerugian penurunan nilai: The movement of the allowance for impairment
losses is as follows:
2023 2022
Saldo Awal (175.234.443) (1.106.010.115) Beginning Balance
Pemulihan/(Penambahan) (4.879.798) 930.775.672 Recovery/(Addition)
Saldo Akhir (180.114.241) (175.234.443) Ending Balance
Manajemen berkeyakinan bahwa cadangan Management believes that the allowance for
kerugian penurunan nilai piutang adalah cukup impairment losses on receivables is adequate
untuk menutupi kerugian penurunan nilai atas to cover possible losses on the uncollectible
tidak tertagihnya piutang lain-lain. other receivables.
Eksposur maksimum risiko kredit pada tanggal The maximum exposure to credit risk at the
pelaporan adalah sebesar nilai tercatat reporting date is the carrying amount of each
masing-masing kategori piutang yang class of receivables mentioned above. The
disebutkan di atas. Perusahaan tidak Group does not recognize any asset as
menguasai aset-aset sebagai jaminan piutang. collateral for receivables.
9. Persediaan 9. Inventories
2023 2022
Suku Cadang Sarana 1.238.415.440 1.065.426.895 Rolling Stock Spare Parts
Suku Cadang Prasarana 461.538.274 223.925.849 Infrastructure Spare Parts
Lain-lain 22.696.178 23.090.194 Others
Jumlah 1.722.649.892 1.312.442.938 Total
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (194.300.721) (167.128.997) Allowance for Impairment Losses
Neto 1.528.349.171 1.145.313.941 Net
Mutasi cadangan kerugian penurunan nilai: The movement of the allowance for impairment
losses is as follows:
2023 2022
Saldo Awal (167.128.997) (179.073.842) Beginning Balance
Pemulihan/(Penambahan) (27.171.724) 11.944.845 Recovery/(Addition)
Saldo Akhir (194.300.721) (167.128.997) Ending Balance
65
Page 730
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
9. Persediaan (Lanjutan) 9. Inventories (Continued)
Suku cadang sarana merupakan suku cadang Rolling stock spare parts represent spare parts
yang digunakan untuk perawatan rutin/berkala used for routine/scheduled maintenance of
armada lokomotif, kereta (penumpang, locomotives, trains (passenger, generator,
pembangkit, diesel, dan listrik) dan gerbong diesel, and electric) and wagons which are
yang dilakukan di Balai Yasa dan Dipo undertaken in the Company’s Balai Yasa and
Perusahaan yang tersebar di Daerah Operasi Depots located in various Operational Regions
dan Divisi Regional. and Regional Divisions.
Suku cadang prasarana digunakan untuk Infrastructure spare parts are used to maintain
perawatan atau perbaikan atas kerusakan or repair any damages occured in the main
yang terjadi pada prasarana pokok yang infrastructures which comprise of railway-road,
meliputi jalan rel kereta api, jembatan, bridge, cross-bar-crossing, signal, electric
perlintasan, persinyalan, instalasi listrik dan installation, and communication installation.
instalasi komunikasi. Sesuai dengan Undang- According to Law No. 13 Year 1992 regarding
Undang No. 13 Tahun 1992 tentang Railways as replaced by Law No.23 Year 2007
Perkeretaapian sebagaimana telah diganti dated April 25, 2007 regarding Railways, the
dengan Undang-Undang No. 23 Tahun 2007 operator of the railway infrastructure has
tanggal 25 April 2007 tentang Perkeretaapian, obligation to maintain the operating feasible of
penyelenggara prasarana perkeretaapian wajib railway infrastructures.
merawat prasarana perkeretaapian agar tetap
layak operasi.
Jumlah persediaan yang telah digunakan dan Total of inventories which have been used and
diakui sebagai beban perawatan sarana dan recognized as facility and infrastructure
prasarana pada tanggal 31 Desember 2023 maintenance expenses for the years ended
dan 2022 masing-masing sebesar December 31, 2023 and 2022 amounted to
Rp1.942.556.875 dan Rp1.554.174.318. Rp1,942,556,875 and Rp1,554,174,318
respectively.
Perusahaan tidak mengasuransikan The Company does not insure inventories
persediaan terhadap risiko kecelakaan, against any risk of accidents, fire and other
kebakaran dan jenis risiko kerugian lainnya. types of risk of losses.
Manajemen berkeyakinan bahwa cadangan Management believes that the allowance for
kerugian penurunan nilai persediaan adalah impairment losses on inventories are adequate
cukup untuk menutupi kerugian penurunan to cover possible losses on the obsolete
nilai atas nilai persediaan usang. inventories.
10. Pendapatan Masih akan Diterima 10. Accrued Income
2023 2022
Pihak Berelasi (Catatan 41) 616.070.541 884.228.974 Related Parties (Note 41)
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (177.034.197) (164.662.291) Allowance for Impairment Losses
Pihak Berelasi - Neto 439.036.344 719.566.683 Related Parties - Net
Pihak ketiga Third parties
Jasa Angkutan Barang 275.008.098 137.680.851 Freight Transportation Services
Jasa Parkir 8.825.591 8.825.591 Parking Services
Konstruksi 6.253.848 3.595.759 Construction
Lainnya 42.016.724 71.424.186 Others
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (7.400.565) (1.476.099) Allowance for Impairment Losses
Pihak Ketiga - Neto 324.703.696 220.050.288 Third Parties - Net
Jumlah 763.740.040 939.616.971 Total
66
Page 731
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
10. Pendapatan Masih akan Diterima (Lanjutan) 10. Accrued Income (Continued)
Mutasi cadangan kerugian penurunan nilai The movement of the allowance for impairment
sebagai berikut: losses is as follows:
2023 2022
Saldo Awal (166.138.390) (165.865.521) Beginning Balance
Penambahan (18.296.372) (272.869) Addition
Saldo Akhir (184.434.762) (166.138.390) Ending Balance
Pendapatan yang masih akan diterima dari Accrued income from related parties include
pihak berelasi diantaranya adalah kompensasi compensation for public service obligations
kewajiban pelayanan publik (PSO) yang (PSO), which is a claim to the Government for
merupakan tagihan kepada Pemerintah atas PSO compensation based on Agreement
kompensasi PSO berdasarkan Perjanjian between the Directorate General of Railways
antara Direktorat Jenderal Perkeretaapian and Companies as follows:
dengan Perusahaan sebagai berikut:
a. Perjanjian No. PL.107/1/1/DJKA/2023 dan a. No. PL.107/1/1/DJKA/2023 and No.
No. KL.701/I/1/KA-2023 tanggal 3 Januari KL.701/I/1/KA-2023 dated January 3, 2023
2023 tentang penyelenggaraan Kewajiban concerning the implementation of the
Pelayanan Publik (PSO) Bidang Angkutan Public Service Obligation (PSO) in the Field
Kereta Api Pelayanan Kelas Ekonomi of Rail Transportation for Economy Class
Tahun Anggaran 2023; dan Services for 2023; and
b. Perjanjian No. HK.201/2/1/DJKA/2023 dan b. Agreement No. HK.201/2/1/DJKA/2023 and
No. KL.701/XII/5/KA-2023 tanggal No. KL.701/XII/5/KA-2023 dated
7 Desember 2023 tentang Subsidi 7 December 2023 concerning Subsidies for
Penyelenggaraan Kereta Api Ringan the Implementation of Integrated Light Rail
(Light Rail Transit) Terintegrasi di Wilayah Transit in the Jakarta, Bogor, Depok and
Jakarta, Bogor, Depok dan Bekasi. Bekasi Regions.
Pendapatan masih akan diterima jasa Accrued income of freight transportation
angkutan barang merupakan tagihan atas service represents revenue generated from
angkutan barang yang sudah diantar namun freight transportations which are already
belum ditagihkan yang meliputi angkutan batu delivered but not billed yet, comprising of coal
bara, angkutan semen, angkutan peti kemas, transportation, cement transportation,
angkutan parcel/hantaran, angkutan bahan container transportation, parcel/delivery
bakar minyak, angkutan perkebunan, angkutan transportation, fuel transportation, plantation
logam/besi baja, dan angkutan lainnya. transportation, metal/steel transportation, and
other transportations.
Pendapatan masih akan diterima lainnya Other accrued income represents revenues
merupakan katering, jasa outsourcing, biaya generated from catering, outsourcing service,
pekerjaan, iklan dan promosi. service fee, promotion, and advertisement.
11. Uang Muka dan Biaya Dibayar di Muka 11. Advances and Prepaid Expenses
a. Uang Muka dan Biaya Dibayar di Muka a. Short-term Advances and Prepaid
Jangka Pendek Expenses
2023 2022
Biaya Dibayar di Muka 167.365.297 62.652.603 Prepaid Expenses
Uang Muka Pihak Ketiga 81.937.291 53.798.799 Third Parties Advances
Uang Muka Dinas 10.881.934 3.851.772 Operating Advances
Jumlah 260.184.522 120.303.174 Total
67
Page 732
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
11. Uang Muka dan Biaya Dibayar di Muka 11. Advances and Prepaid Expenses
(Lanjutan) (Continued)
Biaya dibayar di muka merupakan Prepaid expenses represent advance
pembayaran di muka kepada sub payment to sub-contractors and all costs
kontraktor dan seluruh biaya-biaya yang incurred to complete Group’s projects
dikeluarkan oleh Grup untuk under construction, insurance premium and
menyelesaikan proyek-proyek yang rent.
sedang dikerjakan, pembayaran jasa
asuransi dan sewa.
Uang muka pihak ketiga merupakan Third parties’ advances represent the
pembayaran di muka kepada pemasok advance payments to suppliers and
dan pembelian barang. inventory purchases.
b. Uang Muka Jangka Panjang b. Long-term Advances
2023 2022
Uang Muka Setoran Modal 2.728.053.311 -- Paid in Capital Advances
Uang Muka Aset 365.714.604 20.640.157 Assets Advances
Jumlah 3.093.767.915 20.640.157 Total
Uang muka modal disetor merupakan Paid in capital advances represents paid on
setoran modal kepada PT Pilar Sinergi PT Pilar Sinergi BUMN Indonesia (“PSBI”)
BUMN Indonesia ("PSBI") yang terdiri dari: which consists of:
1. Setoran tunai sebesar 1. Paid in capital amounting to
Rp2.030.804.000 berdasarkan Rp2,030,804,000 based on Agreement
Perjanjian No. KL.705/III/5/KA-2023 No. KL.705/III/5/KA-2023 dated March
tanggal 9 Maret 2023. 9, 2023.
2. Setoran tunai sebesar Rp14.630.311 2. Paid in capital amounting to
berdasarkan Perjanjian No. KL.702/V/ Rp14,630,311 based on Agreement No.
8/KA-2023 tanggal 23 Mei 2023. KL.702/V/8/KA-2023 dated May 23,
2023.
3. Setoran tunai sebesar Rp682.619.000 3. Paid in capital amounting to
berdasarkan Perjanjian No. KL.705/VI/ Rp682,619,000 based on Agreement
13/KA-2023 tanggal 22 Juni 2023. No. KL.705/VI/13/KA-2023 dated June
22, 2023.
Pada 31 Desember 2023, sebagian besar As of December 31, 2023 most of the
uang muka aset merupakan uang muka advances for assets represent advances
pembelian rangkaian KA Eksekutif New which consists of New Generation Train,
Generation, KA Luxury, dan Luxury Train, and data center construction.
pembangunan pusat data.
68
Page 733
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
12. Perpajakan 12. Taxation
a. Pajak Dibayar di Muka a. Prepaid Taxes
2023 2022
Perusahaan The Company
Pajak Penghasilan Income Tax
Pasal 28a: Article 28a
2023 128.074.019 -- 2023
2022 96.201.568 98.709.717 2022
2021 -- 67.009.624 2021
Pajak Pertambahan Nilai 378.611.594 103.540.737 Value-Added Tax
Subjumlah 602.887.181 269.260.078 Subtotal
Entitas anak Subsidiaries
Pajak Penghasilan Income Tax
Pasal 28a: Article 28a:
2023 28.758.711 -- 2023
2021 -- 9.873.157 2021
Pajak Pertambahan Nilai 58.654.531 24.762.782 Value-Added Tax
Subjumlah 87.413.242 34.635.939 Subtotal
Jumlah 690.300.423 303.896.017 Total
b. Utang Pajak b. Taxes Payable
2023 2022
Perusahaan The Company
Pajak Penghasilan Income Tax
Pasal 21 160.887.278 64.991.629 Article 21
Pasal 22 9.771.232 5.868.954 Article 22
Pasal 23 23.138.521 21.845.785 Article 23
Pasal 4 (2) 29.350.740 12.367.793 Article 4 (2)
Pajak Pertambahan Nilai 342.704.025 141.624.718 Value-Added Tax
Subjumlah 565.851.796 246.698.879 Subtotal
Entitas anak Subsidiaries
Pajak Penghasilan Income Tax
Pasal 21 26.818.157 21.409.723 Article 21
Pasal 23 2.010.181 1.552.318 Article 23
Pasal 25 4.812.198 701.651 Article 25
Pasal 29 12.178.166 32.771.764 Article 29
Pasal 4 (2) 6.503.551 3.264.006 Article 4 (2)
Pajak Pertambahan Nilai 3.571.454 2.934.389 Value-Added Tax
Subjumlah 55.893.707 62.633.851 Subtotal
Jumlah 621.745.503 309.332.730 Total
69
Page 734
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
12. Perpajakan (Lanjutan) 12. Taxation (Continued)
c. Perhitungan Taksiran Pajak c. Self-Assessmnet of Corporate Income
Penghasilan Badan Tax
Rekonsiliasi antara laba konsolidasian Reconciliation between the consolidated
sebelum pajak penghasilan menurut profit before income tax according to the
laporan laba rugi konsolidasian dengan consolidated income statement and taxable
laba kena pajak, menjadi dasar dalam income, which is the basis for filing the
pengisian SPT PPh Badan adalah sebagai Corporate Income Tax Return, are as
berikut: follows:
2023 2022
Laba Sebelum Pajak Penghasilan Profit Before Income Taxes
Konsolidasian 2.247.487.167 2.210.588.300 Comprehensive Income
Dikurangi: Less:
Laba Entitas Anak- Bersih 594.715.201 361.975.997 Subsidiaries Profit - Net
Efek Eliminasi (142.722.771) (92.430.094) Elimination Effect
Laba Sebelum Pajak 1.795.494.737 1.941.042.397 Profit Before Tax
Beda Waktu: Timing Differences:
Penyusutan (392.039.299) (272.496.267) Depreciation
Amortisasi (92.599.471) (43.069.098) Amortization
Imbalan Pascakerja 371.994.656 391.642.151 Post-Employment Benefit
Penurunan Nilai Aset Tetap (68.614.849) 72.404.085 Impairment of Fixed Assets
Penurunan/(Pemulihan) Nilai Persediaan 27.171.738 (11.944.845) Impairment/(Recovery) of Inventories
Penyisihan/(Pemulihan) Penurunan Nilai Allowance/(Recovery) for Impairment Losses
Aset Keuangan (2.351.899) (59.983.706) Financial Assets
Subjumlah (156.439.124) 76.552.320 Subtotal
Beda Tetap: Permanent Differences:
Beban Tidak Diperkenankan 379.896.698 431.356.098 Non-Deductible Expenses
Pendapatan Bunga (161.777.663) (97.885.674) Interest Income
Pendapatan Sewa (850.545.524) (763.469.835) Rent Revenue
Pendapatan Dividen Dividend Income
dari Entitas Anak (120.420.411) (86.558.605) from Subsidiaries
Subjumlah (752.846.900) (516.558.016) Subtotal
Taksiran Penghasilan Kena Pajak 886.208.713 1.501.036.701 Estimated Taxable Income
Rugi Fiskal Tahun Sebelumnya: Fiscal Losses Prior Year:
2021 (960.090.331) (990.200.403) 2021
2020 -- (1.470.926.629) 2020
Akumulasi Rugi Fiskal (73.881.618) (960.090.331) Accumulated Fiscal Losses
Taksiran Pajak Kini Estimated Current Tax
Perusahaan -- -- of the Company
Kredit Pajak Penghasilan: Income Tax Deduction:
Pasal 22 (7.496.342) (2.680.982) Article 22
Pasal 23 (120.577.677) (96.028.735) Article 23
Jumlah Kredit Pajak (128.074.019) (98.709.717) Total Tax Credit
Lebih Bayar Pajak - Perusahaan (128.074.019) (98.709.717) Tax Over Payment - the Company
70
Page 735
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
12. Perpajakan (Lanjutan) 12. Taxation (Continued)
Rekonsiliasi antara beban pajak dan hasil Reconciliation between tax expense and
perkalian laba akuntansi sebelum pajak results of multiplication of accounting profit
dengan tarif pajak yang berlaku adalah before tax with prevailing tax rate, are as
sebagai berikut: follows:
2023 2022
Laba Sebelum Pajak Penghasilan Profit (Loss) Before Income Taxes
Menurut Laporan Laba Rugi dan According to Consolidated Statement of
Penghasilan Komprehensif Lain Profit or Loss and Other
Konsolidasian 2.247.487.167 2.210.588.300 Comprehensive Income
Dikurangi: Less:
Laba Entitas Anak- Bersih 594.715.201 361.975.997 Subsidiaries Profit - Net
Efek Eliminasi (142.722.771) (92.430.094) Elimination Effect
Laba Sebelum Pajak 1.795.494.737 1.941.042.397 Profit Before Tax
Pajak yang Dihitung Sesuai Tax Calculated at
Tarif yang Berlaku 395.008.842 427.029.327 Applicable Tax Rate
Koreksi Beda Tetap (165.626.318) (113.642.764) Permanent Difference Corrections
Koreksi Rugi Fiskal -- 55.141.170 Tax Loss Correction
Penyesuaian Beban Pajak Kini 2.508.149 (1.446.561) Current Tax Expense Adjustment
Penyesuaian Beban Pajak Tangguhan -- (28.881.902) Deferred Tax Expense Adjusment
Beban Pajak Perusahaan 231.890.673 338.199.270 The Company's Tax Expense
Beban Pajak Entitas Anak 144.048.357 186.399.810 Subsidiary's Tax Expense
Beban Pajak Konsolidasian 375.939.030 524.599.080 Consolidated Tax Expense
d. Rincian Beban Pajak d. Details of Tax Expense
2023 2022
Perusahaan: The Company:
Penyesuaian Pajak Tahun Lalu 2.508.149 (1.446.561) Prior Year Tax Adjustment
Pajak Tangguhan 229.382.524 339.645.831 Deferred Tax
Jumlah 231.890.673 338.199.270 Total
Entitas Anak: Subsidiaries:
Pajak Kini 144.914.096 129.815.754 Current Tax
Penyesuaian Pajak Tahun Lalu 967.405 1.212.318 Prior Year Tax Adjustment
Pajak Tangguhan (1.833.144) 55.371.738 Deferred Tax
Jumlah 144.048.357 186.399.810 Total
Konsolidasian: Consolidated:
Pajak Kini 144.914.096 129.815.754 Current Tax
Penyesuaian Pajak Tahun Lalu 3.475.554 (234.243) Prior Year Tax Adjustment
Pajak Tangguhan 227.549.380 395.017.569 Deferred Tax
Jumlah 375.939.030 524.599.080 Total
71
Page 736
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
12. Perpajakan (Lanjutan) 12. Taxation (Continued)
e. Pajak Tangguhan e. Deferred Tax
Pajak tangguhan dihitung berdasarkan Deferred tax is estimated based on the
pengaruh dari perbedaan temporer antara effect of temporary differences between
jumlah tercatat aset dan liabilitas menurut the carrying amounts of assets and
laporan keuangan dengan dasar liabilities for the financial reporting with
pengenaan pajak aset dan liabilitas. taxable bases of assets and liabilities.
Rincian dari aset dan liabilitas pajak Details of deferred tax assets and liabilities
tangguhan adalah sebagai berikut: are as follows:
(Dibebankan)
Dikreditkan ke
Penghasilan
Komprehensif
(Dibebankan) Lain/ Charge
Dikreditkan ke (Credited) to
Laba Rugi/ Other
Charged (Credited) Comprehensive
2022 to Profit or Loss Income 2023
Perusahaan: The Company:
Aset Tetap (602.748.453) (86.248.646) -- (688.997.099) Fixed Assets
Aset Takberwujud (52.639.550) (20.371.884) -- (73.011.434) Intangible Assets
Rugi Fiskal 211.219.873 (194.965.916) -- 16.253.957 Tax Loss
Liabilitas Imbalan Kerja 1.174.977.939 81.838.824 9.633.925 1.266.450.688 Employee Benefits Liabilities
Penurunan Nilai Aset Tetap Impairment of Fixed Assets
dan Persediaan 133.340.122 (9.117.485) -- 124.222.637 and Inventories
Cadangan Kerugian Allowance for Impairment
Penurunan Nilai Aset Keuangan 455.478.191 (517.417) -- 454.960.774 Losses of Financial Assets
Subjumlah 1.319.628.122 (229.382.524) 9.633.925 1.099.879.523 Subtotal
Entitas anak: Subsidiaries:
Aset Tetap 23.590.937 (2.964.493) -- 20.626.444 Fixed Assets
Aset Hak Guna 364.284 (66.068.014) -- (65.703.730) Right of Use Assets
Liabilitas Sewa 1.524.324 72.050.885 -- 73.575.209 Lease Liabilities
Liabilitas Imbalan Kerja 2.310.835 (773.583) 2.069.537 3.606.789 Employee Benefits Liabilities
Penurunan Nilai Aset Tetap 2.653.333 -- -- 2.653.333 Impairment of Fixed Assets
Cadangan Kerugian Allowance for Impairment
Penurunan Nilai Piutang 58.276.969 (1.505.701) -- 56.771.268 Losses of Receivables
Beban Pemeliharaan 24.429.764 1.094.050 -- 25.523.814 Maintenance Expenses
Subjumlah 113.150.446 1.833.144 2.069.537 117.053.127 Subtotal
Jumlah 1.432.778.568 (227.549.380) 11.703.462 1.216.932.650 Total
(Dibebankan)
Dikreditkan ke
Penghasilan
Komprehensif
(Dibebankan) Lain/ Charge
Dikreditkan ke (Credited) to
Laba Rugi/ Other
Charged (Credited) Comprehensive
2021 to Profit or Loss Income 2022
Perusahaan: The Company:
Aset Tetap (542.799.274) (59.949.179) -- (602.748.453) Fixed Assets
Aset Takberwujud (43.164.348) (9.475.202) -- (52.639.550) Intangible Assets
Rugi Fiskal 596.589.117 (385.369.244) -- 211.219.873 Tax Loss
Liabilitas Imbalan Kerja 1.267.824.669 75.420.311 (168.267.041) 1.174.977.939 Employee Benefits Liabilities
Penurunan Nilai Aset Tetap Impairment of Fixed Assets
dan Persediaan 120.039.089 13.301.033 -- 133.340.122 and Inventories
Cadangan Kerugian Allowance for Impairment
Penurunan Nilai Aset Keuangan 429.051.741 26.426.450 -- 455.478.191 Losses of Financial Assets
Subjumlah 1.827.540.994 (339.645.831) (168.267.041) 1.319.628.122 Subtotal
Entitas anak: Subsidiaries:
Aset Tetap 19.843.131 3.747.806 -- 23.590.937 Fixed Assets
Rugi Fiskal 58.886.632 (58.886.632) -- -- Tax Loss
Aset Hak Guna (1.251.069) 1.615.353 -- 364.284 Right of Use Assets
Liabilitas Sewa 2.045.583 (521.259) -- 1.524.324 Lease Liabilities
Liabilitas Imbalan Kerja 6.603.129 (7.052.560) 2.760.266 2.310.835 Employee Benefits Liabilities
Penurunan Nilai Aset Tetap 2.901.225 (247.892) -- 2.653.333 Impairment of Fixed Assets
Cadangan Kerugian Allowance for Impairment
Penurunan Nilai Piutang 56.839.585 1.437.384 -- 58.276.969 Losses of Receivables
Beban Pemeliharaan 19.897.351 4.532.413 -- 24.429.764 Maintenance Expenses
Pencadangan Bonus (1.237) 1.237 -- -- Bonus Provision
Cadangan Kerugian Allowance for Impairment
Nilai Kas dan Losses of Cash and
Setara Kas (2.412) 2.412 -- -- Cash Equivalents
Subjumlah 165.761.918 (55.371.738) 2.760.266 113.150.446 Subtotal
Jumlah 1.993.302.912 (395.017.569) (165.506.775) 1.432.778.568 Total
72
Page 737
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
12. Perpajakan (Lanjutan) 12. Taxation (Continued)
f. Surat Ketetapan Pajak f. Tax Assessment Letter
Tagihan atas Surat Ketetapan Pajak Claims of Tax Collection Letter of the
Perusahaan dan Entitas Anak sampai Company and Subsidiaries until
31 Desember 2023 adalah sebagai December 31, 2023 are as follows:
berikut:
Nomor Total
Tahun Hasil Tanggal Tagihan Pajak/
Pajak/ Objek Pemeriksaan/ Terbit/ Total
Tax Pajak/ Examination Issued Tax Collection
Period Tax Object Result Number Date Rp*)
Perusahaan/ The Company
2021 Surat Ketetapan Pajak Kurang Bayar Pajak Penghasilan Pasal 21 Masa
Januari-Desember/ 17 April 2023/
00016/201/21/093/23 86.214.851
Tax Underpayment Assessment Letter of Income Tax Article 21 Period April 17, 2023
January-December
2021 Surat Ketetapan Pajak Kurang Bayar PPN Masa November/ 17 April 2023/
00079/207/21/093/23 1.680.900.935
Tax Underpayment Assessment Letter of VAT Period November April 17, 2023
2021 Surat Ketetapan Pajak Kurang Bayar PPN Masa Desember/ 17 April 2023/
00080/207/21/093/23 13.654.329.295
Tax Underpayment Assessment Letter of VAT Period December April 17, 2023
2021 Surat Ketetapan Pajak Lebih Bayar Pajak Penghasilan Badan/ 17 April 2023/
00022/406/21/093/23 (67.009.623.947)
Tax Overpayment Assessment Letter of Corporate Income Tax April 17, 2023
PT Railink
2019 Surat Tagihan PPh Pasal 4 ayat 2 Masa November/ 27 Oktober 2023/
00046/140/19/093/23 23.356.169
Tax Collection Letter of income tax Article 4 (2) Period November October 27, 2023
2019 Surat Tagihan PPh Pasal 4 ayat 2 Masa Oktober/ 27 Oktober 2023/
00045/140/19/093/23 1.950.785
Tax Collection Letter of Income Tax Article 4 (2) Period October October 27, 2023
2019 Surat Tagihan PPh Pasal 4 ayat 2 Masa Agustus/ 27 Oktober 2023/
00044/140/19/093/23 21.505.384
Tac Cellection Letter of Income Tax Article 4 (2) Period August October 27, 2023
2019 Surat Tagihan PPh Pasal 4 ayat 2 Masa Mei/ 27 Oktober 2023/
00043/140/19/093/23 25.206.954
Tac Collection Letter of Income Tax Article 4 (2) Period May October 27, 2023
2019 Surat Tagihan PPh Pasal 4 ayat 2 Masa Februari/ 27 Oktober 2023/
00042/140/19/093/23 23.356.169
Tax Collection Letter of Income Tax Article 4 (2) Period February October 27, 2023
2019 Surat Tagihan PPh Pasal 21 Masa Desember/ 11 September 2023/
00152/101/19/093/23 332.164
Tax Collection Letter of Income Tax Article 21 Period December September 11, 2023
2023 Surat Tagihan Pajak PPh Pasal 21 Masa Januari/ 29 Maret 2023/
00007/101/23/093/23 75.758
Tax Collection Letter of Income Tax Article 21 Period January March 29, 2023
2022 Surat Tagihan Pajak PPh Pasal 21 Masa November/ 29 Maret 2023/
00116/101/22/093/23 29.906
Tax Collection Letter of Income Tax Article 21 Period November March 29, 2023
2022 Surat Tagihan Pajak PPh Pasal 21 Masa Oktober/ 29 Maret 2023/
00118/101/22/093/23 17.803
Tax Collection Letter of Income Tax Article 21 Period October March 29, 2023
PT Reska Multi Usaha
2021 Pajak Penghasilan Pasal 23 Masa Desember/
00022/203/21/093/23 23 Mei 2023/ May 23, 2023 4.290.585
Income Tax Article 23 Tax Period December
2021 Pajak Penghasilan Pasal 21 Masa Januari - Desember/
00001/201/21/504/23 25 Mei 2023/ May 25, 2023 268.483.868
Income Tax Article 21 Tax Period January - December
2021 Pajak Penghasilan Pasal 21 Masa Januari - Desember/
00019/201/21/093/23 23 Mei 2023/ May 23, 2023 1.867.341.198
Income Tax Article 21 Tax Period January - December
2021 Pajak Penghasilan Final Pasal 4 (2) Masa Desember/
00019/240/21/093/23 23 Mei 2023/ May 23, 2023 16.077.956
Final Income Tax Article 4 (2) Tax Period December
2021 Pajak Pertambahan Nilai Barang dan Jasa Masa Desember/
00087/207/21/093/23 23 Mei 2023/ May 23, 2023 481.973.466
Value Added Tax of Goods and Services Period December
2021 Surat Ketetapan Pajak Lebih Bayar Pajak Penghasilan Badan/ 23 Mei 2023/
00024/406/21/093/23 (8.905.751.850)
Tax Overpayment Assessment Letter of Corporate Income Tax May 23, 2023
Jumlah/Total (57.759.932.551)
*) Nilai Penuh *) Full Amount
g. Pemeriksaan Pajak g. Tax Assessments
Pemeriksaan Pajak Tahun 2020 2020’s Tax Assessment
Perusahaan The Company
Pada tanggal 10 Agustus 2021, On August 10, 2021, the Company
Perusahaan menerima surat dari received a letter from the Directorate of Tax
Direktorat Jendral Pajak dengan General No. PRIN 00149/WPJ.19/KP.0404/
No.PRIN00149/WPJ.19/KP.0404/RIK.SIS/ RIK.SIS/2021regarding the examination
2021 tentang Surat Perintah Pemeriksaan warrant for tax in 2020 due to fiscal loss
atas pajak tahun 2020 akibat rugi fiskal which caused Over payment for Income
yang menyebabkan SPT PPh Badan lebih Tax total of Rp236,879,766.
bayar sejumlah Rp236.879.766.
Berdasarkan hasil pemeriksaan tersebut, Based on 2020's Tax Assessment, the
Perusahaan menerima Surat Ketetapan Company received a Tax Assessment
Pajak Lebih Bayar Pajak Penghasilan Letter for Over Payment Income Tax for the
tahun 2020 No. 00017/406/20/093/22 year 2020 with the number
tanggal 20 April 2022 sebesar 00017/406/20/093/22 dated April 20, 2022
Rp276.871.157. amounting to Rp276,871,157.
73
Page 738
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
12. Perpajakan (Lanjutan) 12. Taxation (Continued)
Rugi Fiskal Perusahaan juga mengalami Company’s Tax Loss also have
koreksi sebesar Rp138.933.086, sehingga corrected amount Rp138,933,086, to
menjadi Rp1.470.926.629. Rp1,470,926,629.
Pada tanggal 18 Mei 2022 Perusahaan On May 18, 2022, The Company has
telah menerima restitusi pajak penghasilan received restitution of corporate income tax
badan tahun 2020 sebesar Rp239.559.258 for fiscal year 2020 amounted to
setelah dikurangi kurang bayar PPN tahun Rp239,559,258 after deducted under
pajak 2020 sebesar Rp37.215.127 dan payment of VAT tax year 2020 amounted to
PPh pasal 21 tahun pajak 2022 sebesar Rp37,215,127 and tax article 21 tax year
Rp96.772. 2022 amounted to Rp96,772.
Perusahaan juga menerima pengembalian The company also received a restitution for
atas Surat Ketetapan Pajak Lebih Bayar the Tax Assessment Letter for Over
PPN tahun 2020 sebesar Rp5.801.478 Payment of VAT fiscal year 2020 amount
berdasarkan: Rp5,801,478 based on:
a. Surat Ketetapan Pajak Lebih Bayar a. Tax Assessment Letter for Over
PPN Februari 2020 pada tanggal payment of VAT period February 2020
13 Mei 2022 senilai Rp1.241.749; on May 13, 2022 amounting to
Rp1,241,749;
b. Surat Ketetapan Pajak Lebih Bayar b. Tax Assessment Letter for Over
PPN April 2020 pada tanggal payment of VAT period April 2020 on
13 Mei 2022 senilai Rp140.702; May 13, 2022 in the amount of
Rp140,702;
c. Surat Ketetapan Pajak Lebih Bayar c. Tax Assessment Letter for Over
PPN Mei 2020 pada tanggal payment of VAT period May 2020 on
25 Mei 2022 senilai Rp4.419.027. May 25, 2022 worth Rp4,419,027.
RMU RMU
Pada tanggal 25 Juni 2022, RMU On June 25, 2022, RMU received Tax
menerima Surat Ketetapan Pajak Lebih Overpayment Assessment Letter of
Bayar Pajak Penghasilan tahun 2020 Corporate Income Tax year 2020
No. 00003/406/20/093/22 tanggal No. 00003/406/20/093/22 dated
9 Maret 2022 sebesar Rp6.254.308, Surat March 9, 2022 amounting to Rp6,254,308,
Ketetapan Pajak Kurang Bayar Pajak Tax Underpayment Assessment Letter of
Penghasilan, PPN, dan sanksi sebesar Income Tax, VAT, and a penalty amounting
Rp19.041.677. to Rp19,041,677.
Pada tanggal 27 April 2022, RMU On April 27, 2022, Subsidiary (RMU)
menerima Surat Keputusan dari Direktorat received a letter from the Directorate of Tax
Jenderal Pajak dengan No. KEP00003/ General No. KEP 00003/ANGSUR/WPJ.19/
ANGSUR/WPJ.19/Kp.0404/2022 sampai Kp.0404/2022 until No. KEP 000012/
dengan KEP 000012/ANGSUR/WPJ.19/ ANGSUR/WPJ.19/KP.0404/2022 regarding
KP.0404/2022 tentang Persetujuan Acceptance of Installment Tax Payment for
Pengangsuran Pembayaran Pajak selama 12 months from May 26,2022 until April 26,
12 bulan dari 26 Mei 2022 hingga 26 April 2023 with monthly installment amounted to
2023 dengan jumlah angsuran per bulan Rp515,155. On December 31,2023, this
sebesar Rp515.155. Pada 31 Desember obligation have been completed by RMU.
2023, kewajiban ini telah diselesaikan oleh
RMU.
74
Page 739
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
12. Perpajakan (Lanjutan) 12. Taxation (Continued)
Pemeriksaan Pajak Tahun 2021 2021’s Tax Assessment
Perusahaan The Company
Pada tanggal 20 Juli 2022, Perusahaan On July 20, 2022, the Company received a
menerima surat dari Direktorat Jenderal letter from the Directorate of Tax General
Pajak dengan No. PRIN-00163/WPJ.19/ No. PRIN 00163/WPJ.19/KP.0404/
KP.0404/RIK.SIS/2022 tentang Surat RIK.SIS/2022 regarding the examination
Perintah Pemeriksaan atas Tahun Pajak warrant for tax in 2021 due to fiscal loss
2021 akibat rugi fiskal yang menyebabkan which caused Over payment for Income
SPT PPh Badan lebih bayar sejumlah Tax total of Rp58,065,300.
Rp58.065.300.
Berdasarkan hasil pemeriksaan tahun Based on 2021’s Tax Assessment, the
2021 tersebut, Perusahaan menerima Company received a Tax Assessment
Surat Ketetapan Pajak Lebih Bayar Letter for Over Payment Income Tax for the
Pajak Penghasilan tahun 2021 year 2021 with the number
dengan No. 00022/406/21/093/23 tanggal 00022/406/21/093/23 dated April 17, 2023
17 April 2023 sebesar Rp67.009.624. amounting to Rp67,009,624.
Rugi Fiskal Perusahaan juga mengalami Company’s Tax Loss also have corrected
koreksi sebesar Rp111.708.595, sehingga amount Rp111,708,595, to Rp990,200,403.
menjadi Rp990.200.403.
Pada tanggal 15 Mei 2023, Perusahaan On May 15, 2023, The Company has
telah menerima restitusi pajak penghasilan received restitution of corporate income tax
badan tahun 2021 sebesar Rp51.090.496 for fiscal year 2021 amounted to
setelah dikurangi utang pajak sebesar Rp51,090,496 after less tax payable of
Rp15.919.128. Rp15,919,128.
RMU RMU
Surat Ketetapan Pajak Kurang Bayar Pajak Tax Underpayment Assessment Letter of
Penghasilan dan Pajak Pertambahan Nilai Income Tax and Value Added Tax
sebesar Rp2.638.167 dibayarkan melalui amounting to Rp2,638,167 paid through
kompensasi Surat Ketetapan Pajak Lebih compensation of Tax Overpayment
Bayar Pajak Penghasilan Badan tahun Assessment Letter of Corporate Income
2021 dengan No. 00024/406/21/093/23 Tax for 2021 No. 00024/406/21/093/23
tanggal 23 Mei 2023 sebesar Rp8.905.752. dated May 23, 2023 amounting to
Rp8,905,752.
Pada tanggal 16 Juni 2023, RMU telah On June 16, 2023, RMU has received
menerima restitusi pajak penghasilan restitution of amounted to Rp1,319,844.
badan sebesar Rp1.319.844.
h. Pengampunan Pajak h. Tax Amnesty
Sehubungan dengan diberlakukannya In accordance to the implementation of
Peraturan Menteri Keuangan No. 118/ Regulation of the Minister of Finance No.
PMK.03/2016 tentang Pelaksanaan 118/PMK.03/2016 on the Implementation of
Undang-Undang No. 11 Tahun 2016 Law No. 11 of 2016 on Tax Amnesty, as
tentang Pengampunan Pajak sebagaimana amended by Regulation of the Minister of
telah diubah dengan Peraturan Menteri Finance No. 141/PMK.03/2016 and
Keuangan No. 141/ PMK.03/2016 dan Directorate General of Tax Regulation
Peraturan Direktorat Jenderal Pajak No. PER-18/PJ/2016 on Redemption
75
Page 740
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
12. Perpajakan (Lanjutan) 12. Taxation (Continued)
No. PER-18/PJ/2016 tentang Payment of Excess Refund in the
Pengembalian Kelebihan Pembayaran framework of Tax Amnesty, subsidiary
Uang Tebusan Dalam Rangka (KALOG) was participated this tax
Pengampunan Pajak, entitas anak amnesty.
(KALOG) telah melaksanakan
pengampunan pajak ini.
Aset pengampunan pajak sebesar Assets of tax amnesty amounting to
Rp486.081 dicatat sebagai tambahan Rp486,081 was recorded as additional
modal disetor atas pengampunan pajak paid-in capital of tax amnesty in subsidiary
pada entitas anak (KALOG). (KALOG).
i. Kontribusi pada Negara i. Contribution to the State
Grup memberikan kontribusi pada negara The Group contributed to the state in the
dalam bentuk pajak dan Penerimaan form of tax and non-tax state revenue
Negara Bukan Pajak (PNBP) yang (PNBP) paid during the year (unaudited)
dibayarkan selama tahun berjalan (tidak with details as follows:
diaudit) dengan rincian sebagai berikut:
2023 2022
Perusahaan The Company
Pajak Pusat Central Governance Tax
Pajak Penghasilan 861.048.687 553.643.279 Income Tax
Pajak Pertambahan Nilai 2.604.328.921 2.154.886.295 Value Added Tax
Subjumlah 3.465.377.608 2.708.529.574 Subtotal
Pajak Daerah Local Tax
Pajak Bumi Bangunan 87.764.353 78.113.641 Land and Building Tax
Penerimaan Negara Bukan Pajak 1.077.439.849 135.691.435 Non-tax Revenue
Jumlah 4.630.581.810 2.922.334.650 Total
Entitas Anak Subsidiaries
Pajak Pusat Central Governance Tax
Pajak Penghasilan 341.660.965 311.066.731 Income Tax
Pajak Pertambahan Nilai 457.002.611 461.784.681 Value Added Tax
Subjumlah 798.663.576 772.851.412 Subtotal
Pajak Daerah Local Tax
Pajak Bumi Bangunan 392.210 2.221.845 Land and Building Tax
Pajak Restoran 9.601.940 5.796.807 Restaurant Tax
Pajak Hotel 483.285 372.569 Hotel Tax
Pajak Lainnya 45.650.695 31.625.715 Other Tax
Subjumlah 56.128.130 40.016.937 Subtotal
Penerimaan Negara Bukan Pajak 186.903.764 177.631.861 Non-tax Revenue
Jumlah 1.041.695.470 990.500.210 Total
Jumlah Kontribusi Pajak 5.672.277.280 3.912.834.860 Total Tax Contribution
13. Aset Lancar Lainnya 13. Other Current Assets
Aset lancar lainnya pada tanggal 31 Desember Other current assets as December 31, 2023
2023 dan 2022 masing-masing sebesar and 2022 amounted to Rp123,701,643 and
Rp123.701.643 dan Rp26.370.549. Rp26,370,549, respectively.
Saldo tersebut merupakan beban This balance represents deferred expense is
ditangguhkan atas bagian tagihan TAC PT KCI part of the 2023 of PT KCI and PT Railink’s
dan PT Railink tahun 2023 yang belum TAC bill, which has not been taken into account
diperhitungkan dalam perhitungan pendapatan in the calculation of 2023 PSO revenue,
PSO tahun 2023, serta uang jaminan atas security deposit of bank guarantee, and funds
bank garansi, serta dana sehubungan dengan in connection with the use of parking services
pemakaian jasa parkir yang menggunakan that use multitrip card.
kartu multitrip.
76
Page 741
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
14. Investasi 14. Investment
a. Investasi Entitas Asosiasi dan Ventura a. Investment in Associates and Joint Ventures
Bersama
2023 2022
Entitas Asosiasi Associates
PT Moda Integrasi PT Moda Integrasi
Transportasi Jabodetabek 28.617.769 17.307.401 Transportasi Jabodetabek
PT BPRS Baiturridha Pusaka 9.519.838 8.204.532 PT BPRS Baiturridha Pusaka
Ventura Bersama Joint Ventures
PT Pilar Sinergi BUMN Indonesia 5.708.376.759 6.208.789.974 PT Pilar Sinergi BUMN Indonesia
KSO Bumi Kalog 42.005.447 59.698.827 JO Bumi Kalog
KSO B Kalog 16.876.931 16.175.849 JO B Kalog
KSO PT Mega Dasa Semesta 2.973.405 5.185.454 JO PT Mega Dasa Semesta
Jumlah 5.808.370.149 6.315.362.037 Total
Rincian investasi pada entitas asosiasi dan The details of the investment in associates and
ventura bersama adalah sebagai berikut: joint ventures are as follows:
2023
Nilai Tercatat
Nama Entitas Asosiasi Persentase Penambahan
Penyertaan Awal Bagian Laba (Rugi)
dan Ventura Bersama/ Kepemilikan/ Tahun Berjalan/ Pembayaran Dividen/ Nilai Tercatat/
Aktivitas Utama/ Principal Activity Tahun/ Bersih/ Portion in
Name of Associates and Percentage of Additions of Dividen Payment Carrying Value
Carrying Value at Net Profit (Loss)
Joint Venture Ownership Current Year
Beginning of Year
Entitas Asosiasi/ Associates
PT Moda Integrasi Pengangkutan darat terintegrasi Jakarta-Bogor- 49,00% 17.307.401 22.050.000 (10.739.632) -- 28.617.769
Transportasi Jabodetabek Depok Tangerang-Bekasi ("Jabodetabek")
PT BPRS Baiturridha Pembiayaan dan Jasa perbankan/ Financing 20,00% 8.204.532 -- 2.611.751 (1.296.445) 9.519.838
Pusaka and Banking services
Ventura Bersama/ Joint Ventures
PT Pilar Sinergi BUMN 51,37% 7.761.031.906 -- (500.413.215) -- 7.260.618.691
Indonesia (PSBI) Pengangkutan darat, perdagangan, jasa,industri,
pembangunan/ Land transportation, trading,
services, industry, development
KSO Bumi Kalog Pelayanan Logistik di kawasan Waru, Sungai 45,00% 59.698.827 -- 817.504 (18.510.884) 42.005.447
Lagoa dan Kalimas/ Logistics services in Waru,
Sungai Lagoa and Kalimas area
KSO B Kalog Pelayanan Logistik berbasis angkutan Kereta 65,00% 16.175.849 -- 701.082 -- 16.876.931
Api/ Logistics services with railway based
KSO PT Mega Dasa Pembangunan, pemasaran dan pengelolaan 50,00% 5.185.454 -- (51.444) -- 5.134.010
Semesta perkantoran dan pertokoan/ Development,
marketing, office management and shopping
center
Jumlah/ Total 7.867.603.969 22.050.000 (507.073.954) (19.807.329) 7.362.772.686
Dikurangi/ Deducted
Cadangan Penurunan Nilai Investasi pada PSBI/
Allowance for Impairment losses of Investment in PSBI (1.552.241.932) -- -- -- (1.552.241.932)
Cadangan Penurunan Nilai Investasi pada KSO PT Mega Dasa Semesta/
Allowance for Impairment losses of Investment in KSO PT Mega Dasa SemestaI -- (2.160.605) -- -- (2.160.605)
Subjumlah/ Subtotal (1.552.241.932) -- -- (1.554.402.537)
Jumlah/ Total 6.315.362.037 5.808.370.149
77
Page 742
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
14. Investasi (Lanjutan) 14. Investment (Continued)
2022
Nama Entitas Asosiasi
Persentase Nilai Tercatat Penambahan
dan Ventura Bagian Laba (Rugi)
Kepemilikan/ Penyertaan Awal Reklasifikasi// Tahun Berjalan/ Pembayaran Dividen/ Nilai Tercatat/
Bersama/Name of Aktivitas Utama/ Principal Activity Bersih/ Portion in
Percentage of Tahun/ Carrying Value Reclassification Additions of Dividen Payment Carrying Value
Associates and Joint Net Profit (Loss)
Ownership at Beginning of Year Current Year
Venture
Entitas Asosiasi/ Associates
PT Moda Integrasi Pengangkutan darat terintegrasi Jakarta-Bogor- 49,00% 21.561.288 -- 4.900.000 (9.153.887) -- 17.307.401
Transportasi Jabodetabek Depok Tangerang-Bekasi ("Jabodetabek")
PT BPRS Baiturridha Pembiayaan dan Jasa perbankan/ Financing 20,00% 6.802.910 -- -- 2.089.885 (688.263) 8.204.532
Pusaka and Banking services
Ventura Bersama/ Joint Ventures
PT Pilar Sinergi BUMN 51,37% -- 7.230.581.343 791.878.657 (261.428.094) -- 7.761.031.906
Indonesia (PSBI) Pengangkutan darat, perdagangan, jasa,industri,
pembangunan/ Land transportation, trading,
services, industry, development
KSO Bumi Kalog Pelayanan Logistik di kawasan Waru, Sungai 45,00% 59.430.042 -- -- 268.785 -- 59.698.827
Lagoa dan Kalimas/ Logistics services in Waru,
Sungai Lagoa and Kalimas area
KSO B Kalog Pelayanan Logistik berbasis angkutan Kereta 65,00% 15.458.451 -- -- 717.398 -- 16.175.849
Api/ Logistics services with railway based
KSO PT Mega Dasa Pembangunan, pemasaran dan pengelolaan 50,00% 5.183.768 -- -- 1.686 -- 5.185.454
Semesta perkantoran dan pertokoan/ Development,
marketing, office management and shopping
center
Jumlah/ Total 108.436.459 7.230.581.343 796.778.657 (267.504.227) (688.263) 7.867.603.969
Dikurangi/ Deducted
Cadangan Penurunan Nilai Investasi pada PSBI/
Allowance for Impairment losses of Investment in PSBI -- (621.466.260) (930.775.672) -- -- (1.552.241.932)
Jumlah/Total 108.436.459 6.315.362.037
Manajemen berkeyakinan bahwa cadangan Management believes that the allowance for
kerugian penurunan nilai investasi cukup untuk impairment losses of investment is adequate to
menutup kemungkinan kerugian akibat cover possible losses resulting from any
penurunan nilai investasi. decline in the investment value of the
inventories.
2023
Entitas Asosiasi dan Ventura Bersama/ Total Aset/ Total Liabilitas/ Total Pendapatan/ Laba (Rugi) Neto/
Associates and Joint Ventures Total Asset Total Liabilities Total Revenue Net Income (Loss)
PT Pilar Sinergi BUMN Indonesia 23.263.019.735 9.006.517.505 -- (974.135.128)
PT Moda Integrasi Transportasi Jabodetabek 90.381.000 31.977.390 13.228.975 (21.917.616)
PT BPRS Baiturridha Pusaka 240.658.227 207.831.788 39.894.177 13.058.757
KSO Bumi Kalog 63.369.432 19.593.802 61.243.581 1.816.675
KSO B Kalog 35.642.324 9.677.815 19.088.721 1.078.587
KSO PT Mega Dasa Semesta 14.240.856 3.494.665 -- (102.888)
2022
Entitas Asosiasi dan Ventura Bersama/ Total Aset/ Total Liabilitas/ Total Pendapatan/ Laba (Rugi) Neto/
Associates and Joint Ventures Total Asset Total Liabilities Total Revenue Net Income (Loss)
PT Pilar Sinergi BUMN Indonesia 21.462.201.000 8.961.610.000 -- (508.912.000)
PT Moda Integrasi Transportasi Jabodetabek 81.877.958 46.556.732 6.243.054 (18.681.402)
PT BPRS Baiturridha Pusaka 196.876.568 166.000.710 36.164.464 16.305.545
KSO Bumi Kalog 105.627.375 15.255.112 57.487.302 597.300
KSO B Kalog 36.660.604 11.757.247 20.287.459 1.103.690
KSO PT Mega Dasa Semesta 14.240.856 3.494.666 -- 3.373
PT Moda Integrasi Transportasi PT Moda Integrasi Transportasi
Jabodetabek (MITJ) Jabodetabek (MITJ)
MITJ didirikan oleh Perusahaan dan PT Mass MITJ was established by the Company and
Rapid Transit Jakarta ("MRTJ") berdasarkan PT Mass Rapid Transit Jakarta ("MRTJ")
Akta Pendirian No. 11 tanggal 11 Februari based on Deed of Establishment No. 11 dated
2020. Akta tersebut telah memperoleh February 11, 2020. The Deed has obtained
persetujuan dan pengesahan dari Menteri approval and ratification from the Minister of
Hukum dan Hak Asasi Manusia Republik Law and Human Rights of the Republic of
Indonesia No. AHU-0008856.AH.01.01 tanggal Indonesia No. AHU-0008856.AH.01.01 dated
12 Februari 2020. February 12, 2020.
78
Page 743
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
14. Investasi (Lanjutan) 14. Investment (Continued)
Anggaran Dasar MITJ telah mengalami MITJ's Articles of association has been
perubahan dengan Akta No. 14 tanggal amended several times, most recently by
15 September 2023 oleh Notaris Aulia Taufani, Notarial Deed No. 14 dated
S.H., mengenai perubahan modal dasar dan September 15, 2023 of Notary Aulia Taufani,
modal ditempatkan dan disetor penuh. S.H., concerning the changes of authorized
Perubahan ini telah disahkan oleh Menteri capital and issued and fully paid capital. The
Hukum dan Hak Asasi Manusia dalam surat amendments were approved by the Minister of
keputusan No. AHU-0064383.AH.01.02 tanggal Law and Human Rights in his Decision Letter
23 Oktober 2023. No. AHU-0064383.AH.01.02 dated October 23,
2023.
Pada 31 Desember 2023, modal dasar MITJ On December 31, 2023, the authorized capital
sebesar Rp135.000.000 yang terbagi atas of MITJ amounted to Rp135,000,000, consists
135.000 saham dengan nilai nominal Rp1.000 of 135,000 shares with par value of Rp1,000
per saham. Jumlah modal ditempatkan dan per share. Total issued and fully paid capital
disetor penuh sebanyak 135.000 saham atau amounted to 135,000 shares or equivalent to
sebesar Rp135.000.000 dengan komposisi Rp135,000,000 with shares ownership
sebagai berikut: compositions are as follows:
• MRTJ memiliki 51% atau sebanyak 68.850 • MRTJ owns 51% or 68,850 shares
saham dengan nilai sebesar amounting to Rp68,850,000.
Rp68.850.000.
• Perusahaan memiliki 49% atau sebanyak • The Company owns 49% or 66,150 shares
66.150 saham dengan nilai sebesar amounting to Rp66,150,000.
Rp66.150.000.
Pada tanggal 31 Desember 2022, Modal dasar As of December 31, 2022, the authorized
MITJ sebesar Rp90.000.000 yang terbagi atas capital of MITJ amounted to Rp90,000,000,
90.000 saham dengan nilai nominal Rp1.000 consists of 90,000 shares with par value of
per saham. Jumlah modal ditempatkan dan Rp1,000 per share. Total issued and fully paid
disetor penuh sebanyak 90.000 saham atau capital amounted to 90,000 shares or
sebesar Rp90.000.000 dengan komposisi equivalent to Rp90,000,000 with shares
sebagai berikut: ownership compositions are as follows:
• MRTJ memiliki 51% atau sebanyak 45.900 • MRTJ owns 51% or 45,900 shares
saham dengan nilai sebesar amounting to Rp45,900,000.
Rp45.900.000.
• Perusahaan memiliki 49% atau sebanyak • The Company owns 49% or 44,100 shares
44.100 saham dengan nilai sebesar amounting to Rp44,100,000.
Rp44.100.000.
PT BPRS Baiturridha Pusaka PT BPRS Baiturridha Pusaka
PT BPRS Baituridha Pusaka didirikan PT BPRS Baituridha Pusaka was established
berdasarkan Akta No. 23 tanggal based on Deed No. 23 dated March 3, 1993
3 Maret 1993 dibuat di hadapan Wiratni made before Wiratni Ahmadi, Notary in
Ahmadi, Notaris di Bandung. Akta tersebut Bandung. The Deed has obtained approval
telah memperoleh persetujuan dan and ratification from the Minister of Law and
pengesahan dari Menteri Hukum dan Hak Human Rights of the Republic of Indonesia
Asasi Manusia Republik Indonesia sesuai No. C2-1941 HT.01.01.TH93 dated
dengan Surat Keputusan No. C2-1941 April 3, 1993.
HT.01.01.TH93 tanggal 3 April 1993.
79
Page 744
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
14. Investasi (Lanjutan) 14. Investment (Continued)
Anggaran dasar PT BPRS Baituridha Pusaka The articles of association of PT BPRS
telah mengalami perubahan, Adapun Baituridha Pusaka have been amended, the
perubahan terakhir anggaran dasar diubah last amendment to the articles of association
sesuai dengan Akta Pernyataan Keputusan was amended in accordance with the Deed of
Para Pemegang Saham PT BPRS Baiturridha Statement of the Shareholders of PT BPRS
Pusaka No. 01 tanggal 1 September 2023 Baiturridha Pusaka No. 01 dated September 1,
yang dibuat dihadapan Christy Maharani 2023 made before Christy Maharani Akbar,
Akbar, Sarjana Hukum Notaris di Bandung, Bachelor of Laws Notary in Bandung, the
perubahan anggaran dasar tersebut telah amendment to the articles of association has
mendapat pengesahan dari Menteri Hukum been approved by the Minister of Law and
dan Hak Asasi Manusia Republik Indonesia Human Rights of the Republic of Indonesia No.
No. AHU-0055620.AH.01.02 Tahun 2023 AHU-0055620.AH.01.02.Tahun 2023 dated
tanggal 15 September 2023. September 15, 2023.
Pada 31 Desember 2023, modal dasar As of December 31, 2023, the authorized
PT BPRS Baituridha Pusaka sebesar capital of PT BPRS Baituridha Pusaka
Rp20.000.000 yang terbagi atas 400.000 amounted to Rp20,000,000, consists of
saham dengan nilai nominal Rp50 per saham. 400,000 shares with par value of Rp50 per
Jumlah modal ditempatkan dan disetor penuh share. Total issued and fully paid capital
sebanyak 222.816 saham atau sebesar amounted to 222,816 shares or equivalent to
Rp11.140.800 dengan komposisi sebagai Rp11,140,800 with shares ownership
berikut: compositions are as follows:
• Yayasan Pusaka memiliki 80% atau • Yayasan Pusaka owns 80% or 178,253
sebesar 178.253 dengan nilai sebesar shares amounting to Rp8.912.650.
Rp8.912.650.
• RMU memiliki 20% atau sebesar 44.563 • RMU owns 20% or 44,563 shares
dengan nilai sebesar Rp2.228.150. amounting to Rp2,228,150.
PT Pilar Sinergi BUMN Indonesia (PSBI) PT Pilar Sinergi BUMN Indonesia PSBI
Anggaran Dasar PSBI telah mengalami PSBI's Articles of association has been
perubahan dengan Akta No. 67 tanggal amended several times, most recently by
21 November 2022 oleh Notaris Mala Mukti, Notarial Deed No. 67 dated
S.H., LL.M. di Jakarta. Perubahan ini telah November 21, 2022 of Notary Mala Mukti,
disahkan oleh Menteri Hukum dan Hak S.H.,LL.M. in Jakarta. The amendments were
Asasi Manusia dalam surat approved by the Minister of Law and Human
Keputusan AHU-AH.01.03-0318397 tanggal Rights in his Decision Letter
28 November 2022. No. AHU-AH.01.03-0318397 dated
November 28, 2022.
Modal dasar PSBI pada 31 Desember 2023 The authorized capital of PSBI on
dan 2022 berjumlah Rp50.000.000 yang December 31, 2023 and 2022 amounted to
terbagi atas 50.000 saham dengan nilai Rp50,000,000, consists of 50,000 shares with
nominal Rp1.000 per saham. Jumlah modal par value of Rp1,000 per share. Total issued
ditempatkan dan disetor penuh sebanyak and fully paid capital amounted to 15,620,041
15.620.041 saham atau sebesar shares or equivalent to Rp15,620,041,000 with
Rp15.620.041.000 dengan komposisi sebagai shares ownership compositions are as follows:
berikut:
80
Page 745
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
14. Investasi (Lanjutan) 14. Investment (Continued)
• Perusahaan memiliki 51,37% atau • The Company owns 51.37% or 8,023,585
sebanyak 8.023.585 saham dengan nilai shares amounting to Rp8,023,585,000.
sebesar Rp8.023.585.000.
• PT Wijaya Karya (Persero) Tbk memiliki • PT Wijaya Karya (Persero) Tbk owns
39,12% atau sebanyak 6.110.596 saham 39.12% or 6,110,596 shares amounting to
dengan nilai sebesar Rp6.110.596.000. Rp6,110,596,000.
• PT Jasa Marga (Persero) Tbk memiliki • PT Jasa Marga (Persero) Tbk owns 8.30%
8,30% atau sebanyak 1.297.235 saham or 1,297,235 shares amounting to
dengan nilai sebesar Rp1.297.235.000. Rp1,297,235,000.
• PT Perkebunan Nusantara VIII (Persero) • PT Perkebunan Nusantara VIII (Persero)
memiliki 1,21% atau sebanyak 188.625 owns 1.21% or 188,625 shares amounting
saham dengan nilai sebesar to Rp188,625,000.
Rp188.625.000.
Berdasarkan Surat dari Menteri BUMN Based on the letter from the Minister of SOEs
No. S-491/MBU/08/2022 tanggal 8 Agustus No. S-491/MBU/08/2022 dated August 8, 2022
2022 terkait Persetujuan Rencana Setoran regarding Approval for Additional Company
Modal Perusahaan pada PSBI, menyatakan Equity Participation in PSBI, stated that it
bahwa menyetujui penambahan setoran modal approved the additional capital in the form of
dalam rangka penyelesaian utang piutang settlement of a debt interest on shareholder’s
bunga pinjaman pemegang saham PSBI pada loans in intraday amounting to Rp791,878,814.
hari yang sama (intraday) berupa uang
sebesar Rp791.878.814.
Para pemegang saham telah sepakat untuk The shareholders have agreed to convert the
mengkonversi uang muka setoran modal additional paid-in capital advance into paid-in
menjadi modal disetor yang telah tertuang capital has been stated in the notarial deed of
dalam akta notaris Mala Mukti, S.H., LLM Mala Mukti, S.H., LLM No.67 dated
No. 67 tanggal 21 November 2022. Perubahan November 21, 2022. The amendment was
ini telah disahkan oleh Menteri Hukum dan hak approved by the Minister of Law and Human
Asasi manusia dalam surat keputusan Rights in his Decision Letter No. AHU-
No. AHU-AH.01.03-0318397 tanggal AH.01.03-0318397 dated November 28, 2022,
28 November 2022, sehingga total uang muka so that total the additional paid-in capital
setoran modal perusahaan yang dikonversi advance of the company’s which is convered
menjadi setoran modal adalah sebesar into paid-in capital amounting to
Rp7.230.581.343 dan penyertaan melalui kas Rp7,230,581,343 and investment through
sebesar Rp791.878.814. cash amounting to Rp791,878,814.
Tidak terdapat informasi kuotasi harga There is no information of quoted published
publikasian atas nilai wajar investasi di PSBI. price on the fair value investment in PSBI.
KSO Bumi Kalog JO Bumi Kalog
Berdasarkan Perjanjian Kerja Sama Operasi Based on Joint Operation Agreement No. 01,
No. 01 tanggal 23 Mei 2013, dari Notaris dated May 23, 2013 by Notary Yoshsi S.H.,
Yoshsi S.H., M.Kn., KALOG mengadakan M.Kn., KALOG entered into a joint operation
perjanjian kerja sama operasi dengan PT Bumi with PT Bumi Wijaya Indorail for a cooperation
Wijaya Indorail dalam usaha pelayanan logistik in logistic activities in Waru Station, Sungai
di kawasan Stasiun Waru, Stasiun Sungai Lagowa Station and Kalimas Station areas.
Lagoa dan Stasiun Kalimas. Komposisi The composition of the participation of funding
penyertaan pendanaan dan pembagian biaya and sharing costs and benefits (cost & profit
serta keuntungan (cost & profit sharing) sharing) is as follows:
masing-masing adalah sebagai berikut:
• 51% untuk KALOG. • 51% KALOG.
• 49% untuk PT Bumi Wijaya Indorail. • 49% for PT Bumi Wijaya Indorail.
81
Page 746
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
14. Investasi (Lanjutan) 14. Investment (Continued)
Kerja sama ini berlaku selama berlakunya The agreement is valid in accordance with the
perjanjian persewaan/pengelolaan kawasan agreement of rental/management of Waru
Stasiun Waru, Stasiun Kalimas, Stasiun Lagoa Station, Kalimas Station, Sungai Lagoa Station
dan stasiun-stasiun lainnya. Perjanjian kerja and other stations area. Joint operation
sama operasi telah mengalami dua kali agreement has been amended twice, and
perubahan dan yang terakhir dengan Akta recently by Notarial Deed No. 02 dated June 5,
Notaris No. 2 Yoshsi S.H., M.Kn., tanggal 2014 of Yoshsi S.H., M.Kn., regarding
5 Juni 2014 untuk menambah kawasan to the expansion of Sungai Lagoa
Stasiun Sungai Lagoa (SAO 1 dan Station area (existing SAO 1 and SAO
SAO 2 menjadi SAO Terpadu) dan perubahan 2 become Integrated SAO) and changes in the
komposisi penyertaan pendanaan dan composition of the participation of funding and
pembagian biaya serta keuntungan masing- sharing costs and benefits on December 31,
masing pada 31 Desember 2023 and 2022 2023 and 2022 as follows:
sebagai berikut:
• 45% untuk KALOG. • 45% for KALOG.
• 55% untuk PT Bumi Wijaya Indorail. • 55% for PT Bumi Wijaya Indorail.
KSO B Kalog JO B Kalog
Berdasarkan Perjanjian Kerja Sama Operasi Based on Joint Operation Agreement No. 3
No. 3 tanggal 10 Agustus 2012 antara KALOG dated August 10, 2012 between KALOG and
dengan PT Bintang Laut Platinum dengan PT Bintang Laut Platinum with Addendum II
Addendum II No. 0079.PJ/ KALOG-BLP/2016, No. 0079.PJ/KALOG-BLP/2016, dated on April
tanggal 28 April 2016 dalam kegiatan usaha 28, 2016, for the activities of railway-based
pelayanan logistik berbasis angkutan kereta logistic delivery services, the composition of
api, komposisi keuntungan (cost & profit profits (cost & profit sharing) on December 31,
sharing) pada 31 Desember 2023 dan 2022 2023 and 2022 is as follows:
masing-masing adalah sebagai berikut:
• 65% untuk KALOG. • 65% for KALOG.
• 35% untuk PT Bintang Laut Platinum. • 35% for PT Bintang Laut Platinum.
Jangka waktu perjanjian adalah selama kerja The cooperation is valid in accordance with the
sama antara KALOG dengan PT Bintang Laut agreement between KALOG and PT Bintang
Platinum berlaku. Laut Platinum.
KSO PT Mega Dasa Semesta JO PT Mega Dasa Semesta
KAPM menandatangani perjanjian kerja sama KAPM entered into the cooperation agreement
dengan PT Mega Dasa Semesta dalam with PT Mega Dasa Semesta to build and
membangun dan mengelola aset yang berada manage the assets in of Waru Sidoarjo.
di Waru Sidoarjo.
Berdasarkan nota kesepahaman No. Based on memorandum of understanding No.
022/DIR.KAPM/PER/ OPTWR/XII/2013 dan 022/DIR. KAPM/PER/OPTWR/XII/2013 and
019/KS.MDS/XII.2013 tanggal 20 Desember 019/KS. MDS/XII/2013 dated December 20,
2013 antara KAPM dengan PT Mega Dasa 2013 between KAPM and PT Mega Dasa
Semesta tentang perjanjian kerja sama Semesta about joint operation for
pembangunan, pemasaran dan pengelolaan development, marketing and management
komplek perkantoran dan pertokoan di Jl. office and shopping block at Jl. Brigjen
Brigjen Katamso, Waru, Sidoarjo dengan Katamso, Waru, Sidoarjo with composition of
komposisi penyertaan modal dan pembagian fund deposits and profit sharing on December
keuntungan pada 31 Desember 2023 and 2022 31, 2023 and 2022 as follows:
sebagai berikut:
• 50% untuk KAPM. • 50% for KAPM.
• 50% untuk PT Mega Dasa Semesta. • 50% for PT Mega Dasa Semesta.
82
Page 747
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
14. Investasi (Lanjutan) 14. Investment (Continued)
Pada 31 Desember 2023 KAPM melakukan As of December 31, 2023 the Company has
cadangan penurunan nilai investasi sebesar made a reserve for impairment of investment of
Rp2.161. Manajemen berpendapat bahwa Rp2,161. Management believes that the
cadangan kerugian penurunan nilai investasi allowance for impairment losses on
cukup untuk menutupi kerugian yang mungkin investments is adequate to cover possible
timbul dari penurunan nilai investasi tersebut. losses from the decline in investment value.
b. Investasi Jangka Panjang b. Long-term Investment
PT Fintek Karya Nusantara PT Fintek Karya Nusantara
2023 2022
Saldo Awal Investasi 24.176.000 54.853.000 Begining Balance of Invesment
Perubahan Nilai Wajar 11.571.769 (30.677.000) Fair Value Changes
Saldo Akhir Investasi 35.747.769 24.176.000 Ending Balance of Investment
Informasi tambahan pada tanggal Additional information as of
31 Desember 2023 dan 2022 sehubungan December 31, 2023 and 2022 related to
dengan investasi pada PT Fintek Karya investment in PT Fintek Karya Nusantara are
Nusantara adalah sebagai berikut: as follows:
Persentase Kepemilikan/
Jenis Usaha/ Percentage of Ownership
Keterangan Type of Busines 2023 dan/and 2022
PT Fintek Karya Nusantara Penyelenggara jasa sistem pembayaran/ 1,82%
Payment system service providers
Berdasarkan Risalah Sirkuler Keputusan Based on Circular Minutes of Shareholder
Pemegang Saham No. PT KAI Persero Decree No. PT KAI Persero KP.303/X/3/KA-
KP.303/X/3/KA-2019 dan No. Yayasan Pusaka 2019 and No. Pusaka Foundation 09/RIS-
09/RIS-KCI/X/2019 tanggal 24 Oktober 2019 KCI/X/2019 dated October 24, 2019 stated
menyatakan persetujuan penyertaan modal agreement for the capital investment KCI to
KCI kepada PT Fintek Karya Nusantara PT Fintek Karya Nusantara (Finarya) in the
(Finarya) berupa penyetoran saham sebesar form of a 2.03% share of paid-in capital and
2,03% dari modal disetor dan ditempatkan placed by PT Fintek Karya Nusantara or
PT Fintek Karya Nusantara atau ekuivalen equivalent to a capital deposit of Rp37,000,000
dengan nilai setoran modal sebesar which is divided into 3,700 shares, each with a
Rp37.000.000 yang terbagi atas 3.700 lembar par value of Rp10,000.
saham, masing-masing saham dengan nilai
nominal Rp10.000.
Berdasarkan Akta Finarya No. 53 tanggal Based on the deed of Finarya No. 53 dated
8 November 2022 persentase kepemilikan November 8, 2022 the percentage of the
Perusahaan pada Finarya menjadi sebesar Company's ownership in Finarya is 1.82% of
1,82% dari modal disetor dan ditempatkan the paid up and issued capital of Finarya.
Finarya.
Berdasarkan valuasi kembali dari Laporan Based on the re-valuation of the Public
Kantor Jasa Penilai Publik (KJPP) Tobing Appraisal Service Office Report (KJPP),
Panuturi dan Rekan; Anas Karim Rivai dan Tobing Panuturi and Partners; Anas Karim
Rekan, pada 31 Desember 2023 dan 2022, Rivai and Partners, as of December 31, 2022,
nilai wajar investasi KCI pada Finarya masing- the fair value of KCI’s investment in Finarya
masing adalah sebesar Rp35.747.769 amounted to Rp35,747,769 and Rp24,176,000.
Rp24.176.000.
83
Page 748
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
15. Aset Tetap 15. Fixed Assets
2023
Saldo Awal/
Beginning Penambahan/ Reklasifikasi/ Saldo Akhir/
Balance Addition Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Sarana: Rolling Stock:
Lokomotif 9.443.910.756 -- -- 9.443.910.756 Locomotive
Kereta 9.278.367.313 1.021.902.779 4.080.401.907 14.380.671.999 Trains
Gerbong 4.400.467.290 -- (4.288.154) 4.396.179.136 Wagons
Prasarana: Infrastructures:
Tanah 135.630.829 35.682.701 (4.402.398) 166.911.132 Land
Bangunan 2.513.361.125 268.615.872 (30.994.127) 2.750.982.870 Buildings
Prasarana dan Infrastructures and
Instalasi 1.358.156.655 142.102.140 (808.210) 1.499.450.585 Installations
Fasilitas: Facilities:
Mesin dan Machinery and
Peralatan 2.406.317.362 510.299.590 18.243.675 2.934.860.627 Equipments
Kendaraan 69.741.506 7.220.030 17.721.833 94.683.369 Vehicles
Inventaris 169.834.925 2.275.354 1.069.565 173.179.844 Supplies
Aset dalam Assets Under
Pembangunan 3.923.275.870 1.474.228.828 (3.760.437.691) 1.637.067.007 Construction
Jumlah 33.699.063.631 3.462.327.294 316.506.400 37.477.897.325 Total
Akumulasi Accumulated
Penyusutan Depreciation
Sarana: Rolling Stock:
Lokomotif 3.032.381.316 293.018.225 -- 3.325.399.541 Locomotive
Kereta 2.940.140.087 388.266.619 -- 3.328.406.706 Trains
Gerbong 1.231.454.767 144.971.806 (3.944.988) 1.372.481.585 Wagons
Prasarana: Infrastructures:
Bangunan 562.016.515 110.282.255 (21.609.074) 650.689.696 Buildings
Prasarana dan Infrastructures and
Instalasi 578.493.084 84.809.241 (708.787) 662.593.538 Installations
Fasilitas: Facilities:
Mesin dan Machinery and
Peralatan 1.097.209.371 237.520.849 -- 1.334.730.220 Equipments
Kendaraan 51.300.066 7.803.738 -- 59.103.804 Vehicles
Inventaris 130.057.831 13.430.993 -- 143.488.824 Supplies
Jumlah 9.623.053.037 1.280.103.726 (26.262.849) 10.876.893.914 Total
Penurunan Nilai Fixed Assets
Aset Tetap Impairment
Sarana: Rolling Stock:
Lokomotif 139.986.421 19.500.622 -- 159.487.043 Locomotive
Kereta -- 48.464.088 -- 48.464.088 Trains
KRD -- 11.090.000 -- 11.090.000 KRD
Gerbong 11.331.276 -- -- 11.331.276 Wagons
Jumlah 151.317.697 79.054.710 -- 230.372.407 Total
Nilai Tercatat 23.924.692.897 26.370.631.004 Carrying Amount
84
Page 749
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
15. Aset Tetap (Lanjutan) 15. Fixed Assets (Continued)
2022
Saldo Awal/
Beginning Penambahan/ Reklasifikasi/ Saldo Akhir/
Balance Addition Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Sarana: Rolling Stock:
Lokomotif 8.762.204.836 578.661.640 103.044.280 9.443.910.756 Locomotive
Kereta 9.113.501.783 166.049.585 (1.184.055) 9.278.367.313 Trains
Gerbong 3.671.667.328 629.851.194 98.948.768 4.400.467.290 Wagons
Prasarana: Infrastructures:
Tanah 122.526.652 -- 13.104.177 135.630.829 Land
Bangunan 2.472.230.979 32.951.717 8.178.429 2.513.361.125 Buildings
Prasarana dan Infrastructures and
Instalasi 1.279.588.125 17.016.806 61.551.724 1.358.156.655 Installations
Fasilitas: Facilities:
Mesin dan Machinery and
Peralatan 1.983.575.299 373.285.448 49.456.615 2.406.317.362 Equipments
Kendaraan 63.966.839 4.903.269 871.398 69.741.506 Vehicles
Inventaris 147.229.193 6.677.713 15.928.019 169.834.925 Supplies
Aset dalam Assets Under
Pembangunan 3.700.669.588 1.000.846.786 (778.240.504) 3.923.275.870 Construction
Jumlah 31.317.160.622 2.810.244.158 (428.341.149) 33.699.063.631 Total
Akumulasi Accumulated
Penyusutan Depreciation
Sarana: Rolling Stock:
Lokomotif 2.685.662.618 346.718.698 -- 3.032.381.316 Locomotive
Kereta 2.623.502.982 317.260.235 (623.130) 2.940.140.087 Trains
Gerbong 1.096.795.669 134.659.098 -- 1.231.454.767 Wagons
Prasarana: Infrastructures:
Bangunan 466.379.667 102.627.586 (6.990.738) 562.016.515 Buildings
Prasarana dan Infrastructures and
Instalasi 491.901.899 86.591.185 -- 578.493.084 Installations
Fasilitas: Facilities:
Mesin dan Machinery and
Peralatan 886.961.041 210.326.353 (78.023) 1.097.209.371 Equipments
Kendaraan 46.498.178 4.801.888 -- 51.300.066 Vehicles
Inventaris 110.138.072 19.919.759 -- 130.057.831 Supplies
Jumlah 8.407.840.126 1.222.904.802 (7.691.891) 9.623.053.037 Total
Penurunan Nilai Fixed Assets
Aset Tetap Impairment
Sarana: Rolling Stock:
Lokomotif 47.912.089 92.074.332 -- 139.986.421 Locomotive
Gerbong 446.327 10.884.949 -- 11.331.276 Wagons
Jumlah 48.358.416 102.959.281 -- 151.317.697 Total
Nilai Tercatat 22.860.962.080 23.924.692.897 Carrying Amount
Penurunan nilai pada Aset Tetap dikarenakan Impairment of Fixed Assets was due to several
beberapa aset tetap sarana mengalami fixed assets of rolling stock being damaged
kerusakan akibat adanya Kecelakaan Kereta due to a Train Accident in 2023 and 2022,
Api di tahun 2023 dan 2022 serta beberapa several other rolling stock not in a ready to
sarana lainnya tidak dalam kondisi siap operasi operate condition so that their acquisition value
sehingga nilai perolehannya harus diturunkan. had to be impaired.
85
Page 750
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
15. Aset Tetap (Lanjutan) 15. Fixed Assets (Continued)
Pada 31 Desember 2023 dan 2022, Grup On December 31, 2023 and 2022, the Group
melakukan reklasifikasi aset sebagai berikut reclassified assets are as follows (Notes 15,
(Catatan 15, 16, 17, 18, dan 20): 16, 17, 18, and 20):
2023
Saldo Sebelum
Reklasifikasi/ Balance Reklasifikasi/ Saldo Setelah
Before Reclassification Reklasifikasi/ Balance
Reclassification After Reclassification
Biaya Perolehan: Acquisition Cost:
Aset Tetap 33.699.063.631 316.506.400 34.015.570.031 Fixed Asset
Properti Investasi 186.960.302 110.545.623 297.505.925 Investment Properties
Hak Pengoperasian Infrastructure Assets
Aset Prasarana 24.805.063.930 (433.711.651) 24.371.352.279 Operating Rights
Aset Takberwujud 743.325.986 2.324.039 745.650.025 Intangible Assets
Aset Lain-lain -- 4.335.589 4.335.589 Other Assets
Subjumlah 59.434.413.849 -- 59.434.413.849 Subtotal
Akumulasi penyusutan: Accumulated Depreciation:
Aset Tetap 9.623.053.037 (26.262.849) 9.596.790.188 Fixed Assets
Properti Investasi 60.874.747 22.317.861 83.192.608 Investment Properties
Aset Lain-lain -- 3.944.988 3.944.988 Other Assets
Subjumlah 9.683.927.784 -- 9.683.927.784 Subtotal
Nilai Tercatat 49.750.486.065 49.750.486.065 Carrying Amount
2022
Saldo Sebelum
Reklasifikasi/ Balance Reklasifikasi/ Saldo Setelah
Before Reclassification Reklasifikasi/ Balance
Reclassification After Reclassification
Biaya Perolehan: Acquisition Cost:
Aset Tetap 31.317.160.622 (428.341.149) 30.888.819.473 Fixed Asset
Properti Investasi 146.832.414 40.127.888 186.960.302 Investment Properties
Hak Pengoperasian Infrastructure Assets
Aset Prasarana 21.385.819.023 417.506.380 21.803.325.403 Operating Rights
Aset Lain-lain 30.555.196 (29.293.119) 1.262.077 Other Assets
Subjumlah 52.880.367.255 -- 52.880.367.255 Subtotal
Akumulasi penyusutan: Accumulated Depreciation:
Aset Tetap 8.407.840.126 (7.691.891) 8.400.148.235 Fixed Assets
Properti Investasi 50.452.796 6.990.738 57.443.534 Investment Properties
Aset Lain-lain -- 701.153 701.153 Other Assets
Subjumlah 8.458.292.922 -- 8.458.292.922 Subtotal
Nilai Tercatat 44.422.074.333 44.422.074.333 Carrying Amount
Aset tetap tersebut di atas merupakan aset Those fixed assets above represents the
tetap pemilikan langsung Grup. Group direct acquisition fixed assets.
Perusahaan memiliki aset tanah yang telah The Company has certified land assets of
bersertifikat seluas 144.515.069 m2. Bentuk 144,515,069 sqm. The certificates consist of
sertifikat tersebut berupa Hak Guna Bangunan, Right of use of Structure, Right of Use and
Hak Pakai dan Hak Pengelolaan dengan Right of Management with the term of usage
jangka waktu pemakaian berakhir antara tahun ended between 2024 up to 2053. Management
2024 sampai dengan 2053. Manajemen believes the land rights are able to be
berkeyakinan bahwa hak atas tanah tersebut extended.
dapat diperpanjang.
Terdapat aset tetap dijadikan sebagai jaminan Some fixed assets are used as collateral for
atas fasilitas pinjaman (Catatan 28). loans (Note 28).
86
Page 751
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
15. Aset Tetap (Lanjutan) 15. Fixed Assets (Continued)
Penyusutan sebesar Rp1.280.103.726 dan Depreciation amounted Rp1,280,103,726 and
Rp1.222.904.802 untuk tahun-tahun yang Rp1,222,904,802 for the years ended on
berakhir pada tanggal 31 Desember 2023 dan December 31, 2023 and 2022, respectively,
2022, dibebankan pada akun beban angkutan are charged as transportation and other
dan usaha lainnya dan beban usaha. operating cost and operating expense.
Biaya perolehan bruto dari setiap aset tetap The acquisition costs of fixed assets which
yang telah disusutkan penuh dan masih have been fully depreciated and are still in use
digunakan pada tanggal 31 Desember 2023 as of December 31, 2023 and 2022 amounted
dan 2022 masing-masing sebesar to Rp1,642,187,542 and Rp1,483,954,503.
Rp1.642.187.542 serta Rp1.483.954.503.
Perusahaan mengasuransikan aset sarana The Company has insured rolling stock assets
pada PT Asuransi Wahana Tata untuk periode to PT Asuransi Wahana Tata for 3 years
3 tahun mulai 30 Oktober 2022 sampai dengan started from October 30, 2022 until October 30,
30 Oktober 2025, dengan kondisi semua risiko 2025 for all risks such as earthquake, terrorism
seperti gempa bumi, terorisme dan sabotase and sabotage with the coverages are as
dengan nilai pertanggungan sebagai berikut: follows:
1. Polis semua risiko properti, pada saat 1. All property risks insurance, while in
operasi adalah 10% dari kerugian atau operation is 10% of loss, at minimum
minimal USD35,000 (nilai penuh) setiap USD35,000 (full amount) each loss. While
kerugian. Pada saat di Depo atau Balai in Depo or Workshop is 10% of loss, or at
Yasa adalah 10% dari kerugian, atau minimum USD350,000 (full amount) each
minimal USD350,000 (nilai penuh) setiap loss.
mengalami kerugian.
2. Polis gempa bumi, pada saat operasi 2. Earthquake insurance, while in operation
adalah 10% dari kerugian atau minimal 10% of loss, minimum USD35,000 (full
USD35,000 (nilai penuh) setiap kerugian. amount) each loss. While in Depo or
Pada saat di Depo atau Balai Yasa adalah Workshop 10% of loss, or at minimum
10% dari kerugian, atau minimal USD350,000 (full amount) each loss.
USD350,000 (nilai penuh) setiap
mengalami kerugian.
3. Polis terorisme dan sabotase sebesar 3. Terrorism and sabotage insurance of
USD250,000 (nilai penuh) setiap USD250,000 (full amount) each loss.
mengalami kerugian.
Manajemen berpendapat bahwa nilai Management believes that the insurance
pertanggungan tersebut cukup untuk menutupi coverages are adequate to cover possible
kemungkinan kerugian atas aset yang losses over the insured assets.
dipertanggungkan.
87
Page 752
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
15. Aset Tetap (Lanjutan) 15. Fixed Assets (Continued)
Pada tanggal 31 Desember 2023 dan 2022 As of December 31, 2023 and 2022, assets
aset dalam pembangunan terdiri dari: under construction consist of:
2023
Persentase Estimasi
Nilai Tercatat/ Nilai Kontrak/ Penyelesaian/ Penyelesaian/
Carrying Amount Total Contracts Percentage of Estimated
Rp Rp Completion Completion
Sarana 161.105.445 250.513.645 64,31% 2024 Rolling Stock
Prasarana Infrastucture
Proyek Prasarana Lainnya 1.388.797.147 1.646.569.560 84,34% 2024 Other Infrastructure Project
Fasilitas 87.164.415 97.417.044 89,48% 2024 Facilities
Jumlah 1.637.067.007 1.994.500.249 Total
2022
Persentase Estimasi
Nilai Tercatat/ Nilai Kontrak/ Penyelesaian/ Penyelesaian/
Carrying Amount Total Contracts Percentage of Estimated
Rp Rp Completion Completion
Sarana 3.125.471.746 3.964.844.427 78,83% 2023 Rolling Stock
Prasarana Infrastucture
Proyek Jabodetabek 5.267.117 2.145.617.337 97,18% 2023 Jabodetabek Project
Proyek Prasarana Lainnya 761.924.537 1.155.194.684 65,96% 2023 Other Infrastructure Project
Fasilitas 30.612.470 30.623.800 99,96% 2023 Facilities
Jumlah 3.923.275.870 7.296.280.248 Total
Proyek Jabodetabek merupakan proyek The Jabodetabek project is a railway
pengembangan prasarana perkeretaapian infrastructure development project in
sehubungan dengan pengembangan kereta connection with the development of commuter
komuter untuk wilayah Jabodetabek, trains for the Jabodetabek area, while other
sedangkan proyek prasarana lainnya infrastructure project is a railway infrastructure
merupakan proyek pengembangan prasarana development project related to the
perkeretaapian sehubungan dengan development of buildings and other supporting
pengembangan bangunan dan aktivitas- work activities such as conveyor work,
aktivitas pekerjaan penunjang lainnya seperti e-ticketing work infrastructure and
pekerjaan conveyor, infrastruktur pekerjaan station emplacement development.
e-ticketing dan pengembangan emplasemen On December 31, 2023, all assets under
stasiun. Pada 31 Desember 2023, seluruh aset construction in the Jabodetabek project have
dalam pembangunan proyek Jabodetabek been 100% completed.
telah selesai 100%.
88
Page 753
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
16. Properti Investasi 16. Investment Properties
2023
Saldo Awal/ Penambahan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance Addition Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Tanah 8.278.976 -- 4.354.962 12.633.938 Land
Bangunan 178.681.326 37.901.562 106.190.661 322.773.549 Buildings
Jumlah 186.960.302 37.901.562 110.545.623 335.407.487 Total
Akumulasi Depreciation
Penyusutan accumulated:
Bangunan 60.874.747 5.309.210 22.317.861 88.501.818 Buildings
Jumlah 60.874.747 5.309.210 22.317.861 88.501.818 Total
Nilai Tercatat 126.085.555 246.905.669 Carrying Amount
2022
Saldo Awal/ Penambahan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance Addition Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Tanah 21.383.153 -- (13.104.177) 8.278.976 Land
Bangunan 125.449.261 -- 53.232.065 178.681.326 Buildings
Jumlah 146.832.414 -- 40.127.888 186.960.302 Total
Akumulasi Depreciation
Penyusutan accumulated:
Bangunan 50.452.796 3.431.213 6.990.738 60.874.747 Buildings
Jumlah 50.452.796 3.431.213 6.990.738 60.874.747 Total
Nilai Tercatat 96.379.618 126.085.555 Carrying Amount
Dasar pengklasifikasian properti investasi atas Investment properties of land and buildings are
tanah dan bangunan adalah luas tanah dan classified based on the amount of land and
bangunan pada aset tetap yang disewakan buildings leased to third parties.
kepada pihak ketiga.
Pada 31 Desember 2023 dan 2022, As of December 31, 2023 and 2022, the
Perusahaan melakukan reklasifikasi atas aset Company reclassifies the rental fixed assets
tetap yang disewakan ke dalam aset properti into investment properties (Note 15).
investasi (Catatan 15).
Penyusutan sebesar Rp5.309.210 dan Depreciation amounted Rp5,309,210 and
Rp3.431.213 untuk tahun-tahun yang berakhir Rp3,431,213 for the years ended on
pada tanggal 31 Desember 2023 dan 2022, December 31, 2023 and 2022, respectively,
dibebankan pada akun beban operasi tidak are charged as indirect operating expenses.
langsung.
Pendapatan atas optimalisasi aset masing- Income generated from optimization of assets
masing sebesar Rp649.662.475 dan amounted Rp649,662,475 dan Rp630,197,305
Rp630.197.305 untuk tahun-tahun yang for the years ended on December 31, 2023
berakhir pada tanggal 31 Desember 2023 dan and 2022, respectively (Note 38).
2022 (Catatan 38).
Beban atas optimalisasi aset masing-masing Expenses generated from optimization of
sebesar Rp511.938.878 dan Rp648.309.642 assets amounted to Rp511,938,878 dan
untuk tahun-tahun yang berakhir pada tanggal Rp648,309,642 for the years ended on
31 Desember 2023 dan 2022 (Catatan 39). December 31, 2023 and 2022, respectively
(Note 39).
89
Page 754
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
16. Properti Investasi (Lanjutan) 16. Investment Properties (Continued)
Properti investasi Perusahaan terdiri atas aset The Company's investment properties consist
yang berupa tanah dan bangunan. Bagian of assets in the form of land and buildings. The
yang dipergunakan untuk kegiatan operasional portion used for operational activities is
dicatat sebagai Aset Tetap, sedangkan bagian recorded as Fixed Assets, while the portion
yang disewakan kepada pihak berelasi dan that is leased to related parties and third
pihak ketiga dicatat sebagai properti investasi. parties is recorded as investment property.
Nilai wajar properti investasi sebesar Fair value of investment properties amounted
Rp1.571.944.551 dan Rp1.357.998.427 pada to Rp1,571,944,551 and Rp1,357,998,427 for
tahun-tahun yang berakhir pada tanggal the years ended on December 31, 2023 and
31 Desember 2023 dan 2022. 2022.
17. Hak Pengoperasian Aset Prasarana 17. Infrastructure Assets Operating Rights
2023
Saldo Awal/ Penambahan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance Addition Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Hak Pengoperasian Infrastructure Assets
Aset Prasarana - Operating Rights -
Konsesi 2.414.560.954 -- 25.920.800.081 28.335.361.035 Concession
Non-Konsesi 2.061.358.529 -- 295.588.024 2.356.946.553 Non-Concession
Pekerjaan dalam Construction in
Proses Konstruksi - Progress -
Konsesi 19.041.688.791 7.342.248.533 (26.001.940.119) 381.997.205 Concession
Non-Konsesi 1.287.455.656 412.580.234 (648.159.637) 1.051.876.253 Non-Concession
Jumlah 24.805.063.930 7.754.828.767 (433.711.651) 32.126.181.046 Total
Akumulasi Accumulated
Penyusutan Depreciation
Hak Pengoperasian Infrastructure Assets
Aset Prasarana - Operating Rights -
Konsesi 384.554.965 254.136.067 -- 638.691.032 Concession
Non-konsesi 683.564.949 106.249.401 -- 789.814.350 Non-concession
Jumlah 1.068.119.914 360.385.468 -- 1.428.505.382 Total
Nilai Tercatat 23.736.944.016 30.697.675.664 Carrying Amount
2022
Saldo Awal/ Penambahan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance Addition Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Hak Pengoperasian Infrastructure Assets
Aset Prasarana - Operating Rights -
Konsesi 2.414.560.954 -- -- 2.414.560.954 Concession
Non-Konsesi 2.061.358.529 -- -- 2.061.358.529 Non-Concession
Pekerjaan dalam Construction in
Proses Konstruksi - Progress -
Konsesi 16.366.186.678 2.610.567.346 64.934.767 19.041.688.791 Concession
Non-Konsesi 543.712.862 391.171.181 352.571.613 1.287.455.656 Non-Concession
Jumlah 21.385.819.023 3.001.738.527 417.506.380 24.805.063.930 Total
Akumulasi Accumulated
Penyusutan Depreciation
Hak Pengoperasian Infrastructure Assets
Aset Prasarana - Operating Rights -
Konsesi 303.224.232 81.330.733 -- 384.554.965 Concession
Non-konsesi 579.444.389 104.120.560 -- 683.564.949 Non-concession
Jumlah 882.668.621 185.451.293 -- 1.068.119.914 Total
Nilai Tercatat 20.503.150.402 23.736.944.016 Carrying Amount
90
Page 755
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
17. Hak Pengoperasian Aset Prasarana 17. Infrastructure Assets Operating Rights
(Lanjutan) (Continued)
Amortisasi sebesar Rp360.385.468 dan Depreciation amounted Rp360,385,468 and
Rp185.451.293 untuk tahun-tahun yang Rp185,451,293 for the years ended on
berakhir pada tanggal 31 Desember 2023 dan December 31, 2023 and 2022, respectively,
2022, dibebankan pada akun beban operasi are charged as indirect operating expenses.
tidak langsung.
Pada tanggal 31 Desember 2023 Grup On December 31, 2023, the Group reclassified
mereklasifikasi sebagian pekerjaan dalam the part of construction on progress of
proses kontruksi hak pengoperasian aset infrastructure assets operating rights to fixed
prasarana ke aset tetap sebesar assets amounted to Rp433,711,651
Rp433.711.651 (Catatan 15). (Note 15).
Perusahaan mempunyai 5 (lima) hak The Company has 5 (five) infrastructure assets
pengoperasian aset prasarana yaitu: operating rights, as follows:
2023 2022
Nilai Tercatat Hak Pengoperasian Carrying Amount of Infrastructure Assets
Aset Prasarana Operating Rights
Hak Pengoperasian Aset Prasarana - Infrastructure Assets Operating Rights -
Konsesi Service Concession
Proyek LRT Jabodebek 25.777.420.339 19.041.688.791 LRT Jabodebek Project
Kereta Api Bandara Soekarno Hatta 1.948.675.256 2.030.005.989 Airport Railway Soekarno Hatta
Proyek Reaktivasi Cibatu-Garut 352.571.613 -- Reactivation Cibatu-Garut Project
Subjumlah 28.078.667.208 21.071.694.780 Subtotal
Hak Pengoperasian Aset Prasarana - Infrastructure Assets Operating Rights -
Non-Konsesi Non-Service Concession
Jalur Ganda Sumatra Selatan 2.605.375.913 2.297.563.031 Double Track South Sumatra
Proyek Reaktivasi Cibatu-Garut -- 352.571.613 Reactivation Cibatu-Garut Project
Jalur KA Araskabu-Bandar Udara Kualanamu 13.632.543 15.114.592 Araskabu-Bandar Udara Kualanamu's Track
Subjumlah 2.619.008.456 2.665.249.236 Subtotal
Jumlah 30.697.675.664 23.736.944.016 Total
KA Bandara Soekarno-Hatta Soekarno-Hatta Airport Train
Berdasarkan Peraturan Presiden Republik Based on Presidential Regulation of Republic
Indonesia No. 83 tahun 2011, Pemerintah of Indonesia No. 83 in 2011, the Government
menugaskan Perusahaan untuk assigned the Company to operate the rolling
menyelenggarakan prasarana dan sarana stock and railway infrastructure of Soekarno-
perkeretaapian Bandar Udara Soekarno-Hatta Hatta Airport via Tangerang and also the rolling
via Tangerang serta prasarana dan sarana stock and railway infrastructure of Jakarta –
perkeretaapian Jalur Lingkar Jakarta-Bogor- Bogor – Depok – Tangerang – Bekasi
Depok-Tangerang-Bekasi (Jabodetabek). (Jabodetabek) Circular Line. The Company
Perusahaan memiliki hak konsesi atas has concession right to operate the railway
penyelenggaraan prasarana perkeretaapian infrastructure of Soekarno-Hatta Airport for
Bandar Udara Soekarno-Hatta selama 30 years since the date of operation date on
30 tahun terhitung sejak tanggal December 14, 2017.
pengoperasian yaitu tanggal
14 Desember 2017.
Pada tanggal 10 Juli 2014, Perusahaan selaku On July 10, 2014, the Company as the right
pemegang hak penyelenggara prasarana holder of infrastructure operating for Soekarno-
perkeretaapian umum Bandara Soekarno Hatta Airport railways via Tanggerang, had
Hatta melalui kota Tangerang, telah signed an agreement with Direktorat Jenderal
menandatangani Perjanjian dengan Direktorat Perkeretaapian (DJKA) referred to Agreement
Jenderal Perkeretaapian (DJKA) dengan No. HK.201/A.263/DJKA/7/14 and HK.222/VII/
No. HK.201/A.263/DJKA/7/14 dan 2/KA-2014 with period of concession operating
HK.222/VII/2/KA-2014 dengan masa for 30 years, which will be reviewed by
penyelenggaraan konsesi selama 30 tahun, related institution after ticket fare and operating
91
Page 756
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
17. Hak Pengoperasian Aset Prasarana 17. Infrastructure Assets Operating Rights
(Lanjutan) (Continued)
masa konsesi sebagaimana dimaksud akan and maintenance cost of rolling stock and
ditinjau kembali oleh instasi yang berwenang infrastructure have been determined.
setelah ditetapkan tarif dan telah diketahui
biaya pengoperasian dan perawatan prasarana
dan sarana perkeretaapian bandara.
Tarif tiket ditetapkan oleh perusahaan Ticket fare is determined by the company
berdasarkan pedoman perhitungan dan according to guidance of calculation and
penetapan tarif angkutan orang dengan kereta determination of passenger transporation fare
api yang ditetapkan oleh Menteri Perhubungan which is regulated by Minister of Transportation
dan berlaku untuk penyelenggaraan KA and applicable for Airport Railways project.
Bandara.
Kereta Api Ringan (LRT) Jabodebek Light Rail Transit (LRT) Jabodebek
Berdasarkan Peraturan Presiden No. 98 Tahun Based on Presidential Regulation No. 98 of
2015 tentang Percepatan Penyelenggaraan 2015 regarding Acceleration of Integrated Light
Kereta Api Ringan/Light Rail Transit Rail Transit Operation in Jakarta, Bogor,
Terintegrasi di Wilayah Jakarta, Bogor, Depok, Depok, and Bekasi Areas that has been
dan Bekasi yang telah mengalami beberapa amended several times, most recently on
kali perubahan, terakhir pada tanggal May 3, 2017, by Presidential Regulation
3 Mei 2017, Pemerintah menerbitkan No. 49 of 2017. In this amendment, the
Peraturan Presiden No. 49 Tahun 2017. Dalam Government assigned the Company to perform
Peraturan yang terakhir ini, Pemerintah procurement, operation of facilities and
menugaskan Perusahaan untuk melakukan infrastructure, maintenance of rolling stock
pengadaan sarana, penyelenggaraan facilities and infrastructure, and
pengoperasian sarana dan prasarana, commercialization of facilities and
perawatan sarana dan prasarana, serta infrastructure including to raise funding of the
pengusahaan sarana dan prasarana termasuk construction of infrastructure for the integrated
pendanaan pembangunan prasarana kereta light rail transit.
api ringan terintegrasi.
Pada tanggal 19 Desember 2017, Perusahaan On December 19, 2017, the Company
selaku pemegang hak penyelenggara as the right holder of light rail transit
prasarana kereta api ringan atau Light Rail infrastructure management, had signed
Transit (LRT), telah menandatangani perjanjian an agreement with DJKA to provide services
dengan DJKA untuk menyediakan jasa of development, operating and maintenance
pembangunan, pengoperasian dan of light rail transit infrastructure Jakarta-Bogor-
pemeliharaan infrastruktur Lintas Rel Terpadu Depok-Bekasi (Jabodebek) route referred
Jakarta-Bogor-Depok-Bekasi (Jabodebek) to Agreement No. HK.201/A.566/DJKA/12/17
dengan Nomor HK.201/A.566/DJKA/12/17 dan and KL.705/XII/10/KA-2017 with a concession
KL.705/XII/10/KA-2017 dengan masa period of 50 years effective from the receipt of
penyelenggaraan konsesi selama 50 tahun the minutes of operation date (BATO) on
berlaku efektif sejak diterimanya berita acara August 28, 2023.
tanggal operasi (BATO) pada 28 Agustus
2023.
Terdapat empat jenis yang wajib dibangun, Four components related to the project of LRT
dioperasikan dan dipelihara Perusahaan terkait Jabodebek which were required to be
dengan proyek LRT Jabodebek yaitu developed, operated, and maintained by the
prasarana, fasilitas perawatan prasarana, Company are infrastructure, infrastructure
sarana dan fasilitas perawatan sarana. maintenance facility, rolling stock, and rolling
Pembangunan prasarana dan Dipo oleh stock maintenance facility. Development of
PT Adhi Karya (Persero) Tbk selaku kontraktor infrastructure and depot is conducted by
yang ditugaskan berdasarkan Perpres LRT. PT Adhi Karya (Persero) Tbk as the assigned
contractor according to Presidential Regulation
regarding LRT.
92
Page 757
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
17. Hak Pengoperasian Aset Prasarana 17. Infrastructure Assets Operating Rights
(Lanjutan) (Continued)
Tarif tiket ditetapkan oleh perusahaan Ticket fare is determined by the company
berdasarkan pedoman perhitungan dan according to guidance of calculation and
penetapan tarif angkutan orang dengan kereta determination of passenger transporation fare
api yang ditetapkan oleh Menteri Perhubungan which is regulated by Minister of Transportation
dan berlaku untuk penyelenggaraan KA. and applicable for Railways project.
Berdasarkan Berita Acara Tanggal Operasi Based on the Minutes of Operation Date
No. BA-DJKA 6 Tahun 2023 tanggal No. BA-DJKA 6 Year 2023 dated August 28,
28 Agustus 2023, tanggal operasi LRT 2023, the Jabodebek LRT operation date starts
Jabodebek dimulai sejak tanggal from August 28, 2023.
28 Agustus 2023.
Reaktivasi Cibatu-Garut Reactivity Cibatu-Garut
Berdasarkan perjanjian konsesi dengan Based on the concession agreement with the
Direktorat Jenderal Perkeretaapian (DJKA) Direktorat Jenderal Perkeretaapian (DJKA)
Nomor HK.201/1/25/DJKA/2023 dan Number HK.201/1/25/DJKA/2023 and
Nomor KL.705/IX/27/KA-2023 tanggal Number KL.705/IX/27/KA-2023 dated
29 September 2023 tentang Penyelenggaraan September 29, 2023 concerning the
Prasarana Perkeretaapian Umum pada Lintas Implementation of Public Railway Infrastructure
Pelayanan Stasiun Cibatu sampai dengan on the Cibatu Station to Garut Station Service
Stasiun Garut bahwa Perusahaan Line, the Company obtained the right of
mendapatkan hak penyelenggaraan melalui operation through the Decree of the Minister of
Keputusan Menteri Perhubungan Nomor KM Transportation Number KM 50 of 2020, which
50 tahun 2020 yang memberikan penugasan assigns the Company to carry out the
kepada Perusahaan untuk melaksanakan implementation of public railway infrastructure
penyelenggaraan prasarana perkeretaapian on the Cibatu Station to Garut Station service
umum pada lintas pelayanan Stasiun Cibatu line.
sampai dengan Stasiun Garut.
Hak penyelenggaraan meliputi pembangunan, Implementation rights include the construction,
pengoperasian, perawatan dan pengusahaan operation, maintenance, and exploitation of
prasarana perkeretaapian umum. Masa public railroad infrastructure. The organizing
penyelenggaraan diberikan untuk jangka waktu period is given for a period of 45 (forty-five)
45 (empat puluh lima) tahun sejak tanggal years from the date of operation, as evidenced
operasi yang dibuktikan dengan by the signing of Minutes of Operation Date
ditandatanganinya Berita Acara Tanggal (BATO). After the expiration of the agreement
Operasi (BATO). Setelah berakhirnya jangka period, the infrastructure assets will be handed
waktu perjanjian, aset prasarana akan over to the government. Until this report is
diserahkan kepada Pemerintah. Sampai published, BATO from the Ministry of
dengan tanggal laporan keuangan diterbitkan, Transportation have not yet been published.
BATO dari Kementerian Perhubungan belum
terbit.
Sumatera Selatan dan Kualanamu South Sumatera and Kualanamu
Sesuai Keputusan Menteri Perhubungan According to Decree of Minister of
No. HK.601/SK.29/DJKA/9/2012 Tahun 2012, Transportations No. HK.601/SK.29/DJKA/9/
bahwa Perusahaan diberi kewenangan untuk 2012 Year 2012, the Company is authorized to
membangun prasarana perkeretaapian di build railway infrastructure in South Sumatra,
wilayah Sumatra Selatan, dan sesuai Surat and according to Statement of the Company's
Pernyataan dari Direktur Utama Perusahaan President Directors No. 001/VII/11/KA-2012
No. 001/VII/11/KA-2012 tanggal 31 Juli 2012 dated July 31, 2012 that after the construction,
bahwa setelah pembangunan, aset prasarana the infrastructure assets will be transferred or
93
Page 758
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
17. Hak Pengoperasian Aset Prasarana 17. Infrastructure Assets Operating Rights
(Lanjutan) (Continued)
tersebut akan diserahkan kepada Pemerintah assigned to the Government as the State
sehingga menjadi Barang Milik Negara (BMN). Property (BMN). In addition, according to
Selain itu sesuai Keputusan Menteri Decree of Minister of Transportations
Perhubungan No. KP.123 Tahun 2013, bahwa No. KP.123 Year 2013, the Company is
Perusahaan diberi kewenangan untuk authorized to build railway infrastructure for
membangun prasarana perkeretaapian umum public railway from Araskabu Station to
untuk jalur kereta api umum dari Stasiun Kualanamu International Airport in North
Araskabu ke Bandar Udara Internasional Sumatra, and according to Statement of the
Kualanamu Sumatra Utara dan sesuai Surat Company's President Directors No.
Pernyataan dari Direktur Utama Perusahaan HK.237/VII/5/KA-2013 dated July 10, 2013 that
No. HK.237/VII/5/KA-2013 tanggal 10 Juli 2013 after the construction, the infrastructure assets
bahwa setelah pembangunan tersebut selesai, will be transferred or assigned.
aset prasarana akan diserahkan kepada
Pemerintah.
Berdasarkan UU No. 23/2007 tentang Based on Law No. 23/2007 regarding
Perkeretaapian, Perusahaan diberi Railways, the Company is given authorization
kewenangan (hak) untuk mengoperasikan aset (right) to operate infrastructure assets,
prasarana, maka atas pengeluaran untuk therefore the expenditure for the construction
pembangunan prasarana perkeretaapian di of railway infrastructure in north and south of
wilayah Sumatra bagian utara dan selatan, Sumatra regions, have been recorded by the
telah dicatat oleh Perusahaan sebagai hak Company as infrastructure assets operating
pengoperasian aset prasarana. rights.
Hak pengoperasian aset prasarana di wilayah Infrastructure assets operating rights in north
Sumatra bagian utara dan selatan diamortisasi and south of Sumatra regions are amortized
selama 20 tahun setelah Berita Acara Serah within 20 years since the receipt of minutes of
Terima (BAST) diterima atau sesuai dengan Hand Over (BAST) or in accordance with the
kontrak yang berlaku. Masa umur hak prevailing contract. The period of the right to
pengoperasian ini ditentukan berdasarkan operate is determined based on management
asumsi manajemen merujuk pada ketentuan assumptions referred to tax provisions. The
perpajakan. Jalur Sumatra bagian utara dan northern and southern Sumatra tracks were
selatan tersebut telah beroperasi masing- operate on July 23, 2013 and
masing pada tanggal 23 Juli 2013 dan January 28, 2015, respectively.
28 Januari 2015.
Pada tanggal 31 Desember 2023 dan 2022, As of December 31, 2023 and 2022,
pekerjaan dalam proses konstruksi terdiri dari: construction in progress consists of:
2023
Persentase Estimasi
Nilai Tercatat/ Nilai Kontrak/ Penyelesaian/ Penyelesaian/
Carrying Amount Contracts Amount Percentage of Estimated
Rp Rp Completion Completion
Hak Pengoperasian Aset Infrastructure Assets
Prasarana Operating Rights
Proyek LRT Jabodebek 29.425.590 28.378.514.132 99,62% 2024 LRT Jabodebek Project
Pembangunan Jalur Ganda - Double Track Construction
Sumatra Selatan 1.051.876.255 1.572.772.839 66,88% 2024 South Sumatra
Reaktivasi Cibatu-Garut 352.571.613 352.628.113 99,98% 2024 Reactivation Cibatu Garut
Jumlah 1.433.873.458 30.303.915.084 Total
94
Page 759
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
17. Hak Pengoperasian Aset Prasarana 17. Infrastructure Assets Operating Rights
(Lanjutan) (Continued)
2022
Persentase Estimasi
Nilai Tercatat/ Nilai Kontrak/ Penyelesaian/ Penyelesaian/
Carrying Amount Contracts Amount Percentage of Estimated
Rp Rp Completion Completion
Hak Pengoperasian Aset Infrastructure Assets
Prasarana Operating Rights
Proyek LRT Jabodebek 19.041.688.791 28.245.111.967 88,07% 2022 - 2023 LRT Jabodebek Project
Pembangunan Jalur Ganda - Double Track Construction
Sumatra Selatan 934.884.043 1.903.770.937 49,11% 2022 - 2023 South Sumatra
Reaktivasi Cibatu-Garut 352.571.613 374.842.092 94,06% 2022 - 2023 Reactivation Cibatu Garut
Jumlah 20.329.144.447 30.523.724.996 Total
Beban pinjaman yang dikapitalisasi masing- Capitalized interest expense amounted to
masing sebesar Rp216.399.470 dan Rp216,399,470 and Rp273,625,589,
Rp273.625.589 untuk tahun-tahun yang respectively for the years ended
berakhir pada 31 Desember 2023 dan 2022. December 31, 2023 and 2022.
18. Aset Takberwujud 18. Intangible Assets
2023
Saldo Awal/ Penambahan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance Addition Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Sertifikat Tanah 402.149.859 -- 124.979.689 527.129.548 Land Certificate
Piranti Lunak 264.330.197 -- 48.876.598 313.206.795 Software
Aset dalam Construction in
Penyelesaian 76.845.930 195.655.994 (171.532.248) 100.969.676 Progress
Jumlah 743.325.986 195.655.994 2.324.039 941.306.019 Total
Akumulasi Accumulated
penyusutan Depreciation
Sertifikat tanah 81.059.598 22.450.267 -- 103.509.865 Land Certificate
Piranti lunak 239.505.486 22.059.257 -- 261.564.743 Software
Jumlah 320.565.084 44.509.524 -- 365.074.608 Total
Nilai Tercatat 422.760.902 576.231.411 Carrying Amount
2022
Saldo Awal/ Penambahan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance Addition Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Sertifikat Tanah 331.136.238 442.243 70.571.378 402.149.859 Land Certificate
Piranti Lunak 251.878.751 5.621.446 6.830.000 264.330.197 Software
Aset dalam Construction in
Penyelesaian 64.393.646 89.853.662 (77.401.378) 76.845.930 Progress
Jumlah 647.408.635 95.917.351 -- 743.325.986 Total
Akumulasi Accumulated
penyusutan Depreciation
Sertifikat tanah 64.273.786 16.785.812 -- 81.059.598 Land Certificate
Piranti lunak 216.361.572 23.143.914 -- 239.505.486 Software
Jumlah 280.635.358 39.929.726 -- 320.565.084 Total
Nilai Tercatat 366.773.277 422.760.902 Carrying Amount
Sertifikat tanah merupakan biaya atas Land certificate represents the maintenance
pengurusan peningkatan status hak atas tanah costs to improve the status of land rights that
yang sebelumnya berbentuk Grondkaart are previously in form of Grondkaart to be
ditingkatkan menjadi Sertifikat Hak Guna Building Use Rights Certificate.
Bangunan.
Piranti lunak merupakan biaya atas Software represents the procurement or
pengembangan atau pembelian piranti lunak development costs for specific softwares
yang bersifat spesifik berdasarkan bisnis according to the Group’s business process.
proses Grup.
95
Page 760
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
18. Aset Takberwujud (Lanjutan) 18. Intangible Assets (Continued)
Pada tanggal 31 Desember 2023, Grup On December 31, 2023, the Group reclassified
mereklasifikasi aset takberwujud dari aset the intangible assets from fixed assets
tetap sebesar Rp2.324.029 (Catatan 15). amounted to Rp2,324,029 (Note 15).
Amortisasi sebesar Rp44.509.524 dan Depreciation amounted Rp44,509,524 and
Rp39.929.726 untuk tahun-tahun yang berakhir Rp39,929,726 for the years ended on
pada tanggal 31 Desember 2023 dan 2022, December 31, 2023 and 2022, respectively,
dibebankan pada akun beban operasi tidak are charged as indirect operating expenses.
langsung.
Pada tanggal 31 Desember 2023 dan 2022, As of December 31, 2023 and 2022, the
aset dalam penyelesaian terdiri dari: construction in progress consists of:
2023
Persentase Estimasi
Nilai Tercatat/ Nilai Kontrak/ Penyelesaian/ Penyelesaian/
Carrying Amount Total Contracts Percentage of Estimated
Rp Rp Completion Completion
Aset Takberwujud Intangible Assets
-Piranti Lunak 72.280.893 122.258.893 59,12% 2024 Software-
-Sertifikat Tanah 28.688.783 41.776.636 68,67% 2024 Land Certificate-
Jumlah 100.969.676 164.035.529 Total
2022
Persentase Estimasi
Nilai Tercatat/ Nilai Kontrak/ Penyelesaian/ Penyelesaian/
Carrying Amount Total Contracts Percentage of Estimated
Rp Rp Completion Completion
Aset Takberwujud Intangible Assets
-Piranti Lunak 40.256.307 100.609.307 40,01% 2023 Software-
-Sertifikat Tanah 36.589.623 44.017.945 83,12% 2023 Land Certificate-
Jumlah 76.845.930 144.627.252 Total
19. Aset Hak Guna dan Liabilitas Sewa 19. Right of Use Assets and Lease Liabilities
Rekonsiliasi kelompok-kelompok utama aset The reconciliation of right-of-use assets and
hak guna dan liabilitas sewa adalah sebagai lease liabilities by major classifications was as
berikut: follows:
2023
Saldo Awal/ Saldo Akhri/
Beginning Balance Penambahan/ Pengurangan/ Ending Balance
2023 Addition Deduction 2023
Biaya Perolehan Acquisition Cost
Prasarana: Infrastructures:
Tanah 6.198.766 17.422.234 (3.117.189) 20.503.811 Land
Bangunan 18.787.043 409.161 (12.539.566) 6.656.638 Buildings
Instalasi Bergerak 35.048.185 -- -- 35.048.185 Equipments
Fasilitas: Facilities:
Kendaraan 4.378.159 29.756.963 -- 34.135.122 Vehicles
Inventaris 63.467.867 25.741.507 (33.381) 89.175.993 Supplies
Jumlah 127.880.020 73.329.865 (15.690.136) 185.519.749 Total
Akumulasi Accumulated
Penyusutan Depreciation
Prasarana: Infrastructures:
Tanah 4.401.179 6.888.548 (3.117.189) 8.172.538 Land
Bangunan 16.250.902 1.085.006 (12.539.566) 4.796.342 Buildings
Instalasi Bergerak 29.753.619 5.294.565 -- 35.048.184 Equipments
Fasilitas: Facilities:
Kendaraan 4.362.987 8.058.294 -- 12.421.281 Vehicles
Inventaris 19.995.259 12.967.206 (33.381) 32.929.084 Supplies
Jumlah 74.763.946 34.293.619 (15.690.136) 93.367.429 Total
Nilai Tercatat 53.116.074 92.152.320 Carrying Amount
96
Page 761
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
19. Aset Hak Guna dan Liabilitas Sewa 19. Right of Use Assets and Lease Liabilities
(Lanjutan) (Continued)
2022
Saldo Awal/ Saldo Akhri/
Beginning Balance Penambahan/ Pengurangan/ Ending Balance
2022 Addition Deduction 2022
Biaya Perolehan Acquisition Cost
Prasarana: Infrastructures:
Tanah 6.115.014 3.081.577 (2.997.825) 6.198.766 Land
Bangunan 17.700.543 1.086.500 -- 18.787.043 Buildings
Instalasi Bergerak 25.183.819 9.864.366 -- 35.048.185 Equipments
Fasilitas: Facilities:
Kendaraan 14.408.147 1.350.591 (11.380.579) 4.378.159 Vehicles
Inventaris 63.467.867 -- -- 63.467.867 Supplies
Jumlah 126.875.390 15.383.034 (14.378.404) 127.880.020 Total
Akumulasi Accumulated
Penyusutan Depreciation
Prasarana: Infrastructures:
Tanah 4.994.457 2.404.547 (2.997.825) 4.401.179 Land
Bangunan 12.093.889 4.157.013 -- 16.250.902 Buildings
Instalasi Bergerak 18.078.398 11.675.221 -- 29.753.619 Equipments
Fasilitas: Facilities:
Kendaraan 11.463.429 4.135.350 (11.235.792) 4.362.987 Vehicles
Inventaris 12.825.863 7.169.396 -- 19.995.259 Supplies
Jumlah 59.456.036 29.541.527 (14.233.617) 74.763.946 Total
Nilai Tercatat 67.419.354 53.116.074 Carrying Amount
Beberapa transaksi sewa gudang dan kantor Some leases of warehouses and offices and
dan kendaraan mengandung opsi vehicles contain extension options exercisable
perpanjangan yang dapat diambil oleh Grup by the Group before the end of the non-
sebelum masa berakhirnya kontrak yang tidak cancellable contract period. The extension
dapat dibatalkan. Opsi perpanjangan yang options held are exercisable only by the Group.
dimiliki hanya dapat diambil oleh Grup. Grup The Group assesses at lease commencement
mengevaluasi pada awal dimulainya masa whether it is reasonably certain to exercise the
sewa apakah besar kemungkinan akan extension options. The Group reassesses this
diambilnya opsi perpanjangan. Grup assessment if there is a significant event or
mengevaluasi kembali penentuan ini apabila significant change in circumstances within the
ada peristiwa signifikan atau ada perubahan control of the Group.
keadaan signifikan di dalam kendali Grup.
Berikut ringkasan komponen liabilitas sewa The following summarizes the component of
berdasarkan jangka waktu: lease liabilities based in period:
2023 2022
Liabilitas Sewa Lease liabilities
Jatuh tempo dalam satu tahun 44.237.193 20.566.599 Due within one year
Jatuh tempo lebih dari satu tahun 92.691.568 60.353.914 Due beyond one year
Jumlah 136.928.761 80.920.513 Total
Dikurangi: bagian bunga (26.257.872) (19.757.613) Less: interest portion
Nilai kini Pembayaran Sewa 110.670.889 61.162.900 Present value of Lease Payments
Dikurangi: bagian jatuh tempo satu tahun (36.504.861) (16.563.637) Less: Current portion
Bagian Jangka Panjang 74.166.028 44.599.263 Non-current Portion
Berikut ini ringkasan komponen perubahan The following summarizes the component of
liabilitas yang timbul dari sewa: changes in the liabilities arising from leases:
2023 2022
Saldo Awal 61.162.900 82.145.435 Beginning Balance
Arus Kas (31.554.208) (37.190.355) Cash Flow
Perubahan Non-kas Non-cash Movement
Penambahan (Pengurangan) 73.329.865 12.204.858 Addition (Deduction)
Beban Bunga 7.732.332 4.002.962 Interest Expenses
Saldo Akhir 110.670.889 61.162.900 Ending Balance
97
Page 762
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
19. Aset Hak Guna dan Liabilitas Sewa 19. Right of Use Assets and Lease Liabilities
(Lanjutan) (Continued)
Pada tanggal 31 Desember 2023 dan 2022, As of December 31, 2023 and 2022, the Group
Grup mencatat beban penyusutan atas aset charge depreciation of right of use of asset
hak guna masing-masing sebesar amounted Rp34,293,619 and Rp29,541,527
Rp34.293.619 dan Rp29.541.527 yang are charged as indirect operating expenses,
dicatatkan pada akun beban operasi tidak also charge interest expense amounted
langsung, juga mencatat beban bunga masing- Rp8,576,995 and Rp8,101,140, respectively
masing sebesar Rp8.576.995 dan (Note 43).
Rp8.101.140 (Catatan 43).
20. Aset Tidak Lancar Lainnya 20. Other Non-current Assets
2023 2022
Aset Non-Keuangan Non-financial Assets
Aset Diberhentikan Operasi 120.935.985 268.605.543 Assets Discontinued from Operations
Persediaan Scrap 31.443.812 31.443.812 Scrap Inventories
Dikurangi: Less:
Cadangan Kerugian Penurunan Nilai (152.379.791) (300.049.355) Allowance for Impairment Losses
Aset Non-Keuangan - Neto 6 -- Non-financial Assets - Net
Aset Keuangan Financial Assets
Pihak Berelasi (Catatan 41) Related Parties (Note 41)
Dana Pensiun Pegawai 91.258.933 76.394.632 Pension Funds
Dana Kesehatan Pegawai 60.679.342 53.402.087 Employee Healthy Fund
Dana Cadangan Tantiem 7.592.201 -- Tantiem's Reserve Fund
Pihak Ketiga Third Parties
Aset Keuangan Lainnya 52.526.622 56.928.847 Other Financial Assets
Aset Keuangan - Neto 212.057.098 186.725.566 Financial Assets - Net
Neto 212.057.104 186.725.566 Net
Mutasi cadangan kerugian penurunan nilai: Change in allowance for impairment losses:
2023 2022
Saldo Awal (300.049.355) (329.919.637) Beginning Balance
Penghapusan Cadangan Write-offs of
Aset Non-keuangan 147.669.564 29.293.118 Non-financial Assets
Pemulihan Cadangan Aset Keuangan -- 577.164 Recovery Allowance of Financial Assets
Saldo Akhir (152.379.791) (300.049.355) Ending Balance
Manajemen berpendapat bahwa cadangan Management believes that the allowance for
penurunan nilai cukup untuk menutup kerugian impairment is adequate to cover possible
yang mungkin timbul dari estimasi nilai wajar losses on fair value estimated of other Non-
aset tidak lancar lainnya. current assets.
Pada 31 Desember 2023 dan 2022, As of December 31, 2023 and 2022, the
Perusahaan melakukan reklasifikasi atas aset Company reclassified the assets discontinued
tetap yang diberhentikan operasi ke dalam from operations into other non-current assets
aset tidak lancar lainnya (Catatan 15). (Note 15).
Aset diberhentikan operasi merupakan aset Assets discontinued represent operations
tetap Sarana Grup yang tidak dapat Group’s assets which cannot be technically
dioperasikan lagi baik dari sisi teknis maupun and economically utilized (Note 15). Amount of
ekonomi (Catatan 15). Nilai atas aset assets discontinued form operations as of
diberhentikan operasi pada tanggal December 31, 2023 have been impaired.
31 Desember 2023 telah dicadangkan.
98
Page 763
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
20. Aset Tidak Lancar Lainnya (Lanjutan) 20. Other Non-current Assets (Continued)
Pada tanggal 12 September 2023, Perusahaan On September 12, 2023, the Company sold a
melakukan penjualan atas sebidang tanah di plot of land in Padang City covering an area of
Kota Padang seluas 15.510m2 dengan nilai 15,510sqm with a carrying value of
tercatat sebesar Rp1.263 dan harga jual Rp1,263 and selling price amounted to
sebesar Rp31.299.180 (Catatan 51). Rp31,299,180 (Note 51).
Pada tanggal 27 September 2023, Perusahaan On September 27, 2023, the Company sold
melakukan penjualan aset sarana yang sudah facility assets in the form of Locomotives,
dicadangkan secara penuh berupa Lokomotif, Wagons, Trains, KRD, and KRL with selling
Gerbong, Kereta, KRD, dan KRL dengan harga price amounted to Rp78,446,395.
jual sebesar Rp78.446.395.
Pada bulan Desember 2023, Perusahaan In December 2023, the Company write-off a
melakukan penghapusbukuan atas sebidang plot of land in Bandung City covering an area
tanah di Kota Bandung seluas 9.708m2 dengan of 9,708sqm with a carrying value of
nilai tercatat sebesar Rp46.172. Rp46,172.
Dana pensiun pegawai merupakan dana yang Pension funds represent funds raised to
dibentuk untuk menampung dana pensiun accommodate employees' pension funds. The
karyawan. Jumlah dana yang dikumpulkan amount collected is 17.25% of employee basic
sebesar 17,25% dari penghasilan dasar pension salary represented by 4.75% deducted
pensiun karyawan dengan komposisi sebesar from employee’s salary and 12.5% of the
4,75% dipotong dari penghasilan karyawan Company's contribution. The funds are used
dan sebesar 12,5% dari kontribusi for employee severance payment for those
Perusahaan. Dana tersebut digunakan untuk who were hired on the period started before
pesangon pegawai Perusahaan yang diangkat August 1, 2009 amounted to 9,821 employees
sebelum tanggal 1 Agustus 2009 sebanyak before it is deposited to insurance saving plan
9.821 karyawan sebelum disetorkan ke management by pooled fund systems.
pengelola program asuransi saving plan
dengan pola pendanaan sistem pooled fund.
21. Utang Usaha 21. Trade Payables
2023 2022
Utang Usaha Trade Payables
Pihak Berelasi (Catatan 41) 4.976.299.233 880.714.681 Related Parties (Note 41)
Pihak Ketiga 2.394.977.405 1.578.171.487 Third Parties
Jumlah 7.371.276.638 2.458.886.168 Total
Berdasarkan mata uang: By currencies:
2023 2022
Rupiah 7.340.256.012 2.361.525.615 Rupiah
Yen Jepang 14.516.151 86.831.596 Japan Yen
Dolar Amerika Serikat 11.230.840 -- United States Dollar
Euro 5.273.635 10.528.957 Euro
Jumlah 7.371.276.638 2.458.886.168 Total
Tidak ada jaminan yang diberikan atas utang There is no collateral pledged on trade
usaha. payables.
99
Page 764
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
22. Beban Akrual 22. Accruals
2023 2022
Biaya Operasi Langsung 846.030.286 672.586.876 Direct Operating Expenses
Biaya Operasi Tidak Langsung 770.061.237 320.967.956 Indirect Operating Expenses
Biaya Umum dan Administrasi 587.226.416 579.407.094 General and Administratives Expenses
Jumlah 2.203.317.939 1.572.961.926 Total
Biaya operasi langsung yang masih harus Accrued direct operating expenses represents
dibayar merupakan biaya pemeliharaan sarana the costs of maintenance of rolling stocks in
di lintas dan balai yasa, biaya pendukung railroad and workshop, costs of operation
operasi dan biaya pendukung angkutan dan supports and costs of transportation supports
lainnya. and others.
Biaya operasi tidak langsung yang masih harus Accrued indirect operating expenses consist
dibayar diantaranya merupakan biaya represent the costs of maintenance of the
pemeliharaan prasarana pokok Perusahaan Company’s and Government-owned
dan prasarana milik Pemerintah (TAC), biaya infrastructures (TAC), costs for safety and
keselamatan dan kesehatan kerja. healthy work environment.
Biaya umum dan administrasi yang masih Accrued general and administrative expenses
harus dibayar merupakan biaya pemasaran, represent marketing expenses, office supplies
biaya perlengkapan dan operasional kantor, and operating expenses, and administrative
dan biaya administrasi. expenses.
23. Pendapatan Diterima di Muka 23. Unearned Revenue
2023 2022
Jatuh Tempo dalam Satu Tahun Current Maturities
Non Angkutan 700.443.816 653.712.500 Non-Transportation
Angkutan Penumpang 547.600.796 445.814.913 Passenger Transportation
Angkutan Barang 33.593.086 45.112.038 Freight Transportation
Jumlah 1.281.637.698 1.144.639.451 Total
Jangka Panjang Lebih
dari Satu Tahun Long Term Maturity
Non Angkutan 834.563.297 837.174.293 Non-Transportation
Pendapatan diterima di muka atas pendapatan Unearned revenue of non-transportation
non angkutan merupakan penerimaan sewa represents revenue generated from property
properti di dalam dan di luar stasiun. lease inside and outside of station area.
Pendapatan diterima di muka angkutan Unearned revenue of passenger transportation
penumpang merupakan pendapatan atas jasa represents revenue generated from passenger
angkutan penumpang pengguna kereta api transport railway services of which the arrive is
yang realisasi kedatangan pada periode realized in the following period.
berikutnya.
Pendapatan diterima di muka angkutan barang Unearned revenue of freight transportation
merupakan pendapatan atas jasa angkutan represents revenue generated from freight
barang yang terdiri dari angkutan peti kemas, transport railway services consist of freight of
batu bara, parsel, barang curah dan barang containers, coal, parcel, bulk cargo and other
jenis lain yang realisasi keberangkatannya types of goods of which the departure is
pada periode berikutnya. realized in the following period.
100
Page 765
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
24. Pinjaman Bank Jangka Pendek 24. Short-term Bank Loans
2023 2022
Pihak Berelasi (Catatan 41) 988.523.138 760.000.000 Related Parties (Note 41)
Pihak Ketiga Third Parties
PT Bank Central Asia Tbk 400.000.000 -- PT Bank Central Asia Tbk
PT Bank HSBC Indonesia -- 1.000.000.000 PT Bank HSBC Indonesia
Subjumlah 400.000.000 1.000.000.000 Subtotal
Jumlah 1.388.523.138 1.760.000.000 Total
Informasi lain mengenai Pinjaman Bank Other Information about Short-term Bank
Jangka Pendek pada 31 Desember 2023 Loans as of December 31, 2023 as follow:
adalah sebagai berikut:
Tanggal Jatuh Tempo Suku Bunga
Kreditur/ Nama Fasilitas/ Perjanjian Kredit/ Per Tahun/ Agunan/
Financial Covenant
Creditor Facility Type Maturity Date Of Interest rate Collateral
Credit Agreement per annum
Perusahaan/The Company
PT Bank Rakyat Indonesia Berulang/ 24 Februari 2023/ Debt to Equity Ratio Max 500%
6,45% -
(Persero) Tbk Revolving February 24, 2023
Debt to Equity Ratio Max 300%
Berulang/ 14 Juni 2024/ Debt Service Coverage Ratio min
PT Bank Mandiri (Persero) Tbk 6,08% -
Revolving June 14, 2024 1.25 x
Cash Flow Operation positif
Debt to Equity Ratio Max 300%
PT Bank Negara Indonesia Berulang/ 8 Maret 2024/
5,80% - Ebitda to Interest min 1.5 x
(Persero) Tbk Revolving March 8, 2024
Cash Flow Operation positif
Berulang/ 24 November 2023/
PT Bank HSBC Indonesia 4,00% - 4,90% - -
Revolving November 24, 2023
Debt to Equity Ratio Max 300%
Berulang/ 1 Februari 2024/ Debt Service Coverage Ratio min
PT Bank Central Asia Tbk 6,65% -
Revolving February 1, 2024 1.25 x
Entitas Anak/ Subsidiaries -
PT Reska Multi Usaha
Debt to Equity Ratio Max 200%
Fidusia Piutang/
Berulang/ 8 November 2023/ Debt Service Coverage Ratio min
PT Bank Mandiri (Persero) Tbk 8,25% Account recivable
Revolving November 8, 2023 1.25 x
Fiduciary
Fidusia Piutang/
PT Bank Rakyat Indonesia Berulang/ 22 Maret 2024/
7,00% Account recivable Debt to Equity Ratio Max 300%
(Persero) Tbk Revolving March 22, 2024
Fiduciary
Debt to Equity Ratio Max 250%
Fidusia Piutang/ Current Ratio min 110%
Berulang/ 20 April 2024/
PT Bank Permata Tbk 8,25% Account recivable Debt Service Coverage Ratio min
Revolving April 20, 2024
Fiduciary 1.25 x
Perusahaan telah mendapat Surat Persetujuan The Company has received an Approval Letter
Permohonan Pengecualian financial covenant of Request for Exception of financial covenants
atas pinjaman Bank Mandiri. of the Bank Mandiri loan.
Perjanjian pinjaman dengan PT Bank Central The loan agreement with PT Bank Central
Asia Tbk telah diperpanjang sampai dengan Asia Tbk has been extended until
tanggal 1 November 2024. November 1, 2024.
Sampai dengan tanggal pelaporan, perjanjian As of the reporting date, the loan agreement
pinjaman dengan PT Bank Rakyat Indonesia with PT Bank Rakyat Indonesia (Persero) Tbk,
(Persero) Tbk, PT Bank Mandiri (Persero) Tbk, PT Bank Mandiri (Persero) Tbk, PT Bank
PT Bank Negara Indonesia (Persero) Tbk, Negara Indonesia (Persero) Tbk, PT Bank
PT Bank HSBC Indonesia, dan PT Bank HSBC Indonesia, and PT Bank Permata Tbk
Permata Tbk masih dalam proses are still in the process of renewal.
perpanjangan.
101
Page 766
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
24. Pinjaman Bank Jangka Pendek (Lanjutan) 24. Short-term Bank Loans (Continued)
Mutasi atas saldo fasilitas tersebut adalah Movement of the balance of these facilities are
sebagai berikut: as follow:
2023
Kreditur/ Saldo Awal/ Pencairan/ Pembayaran/ Saldo Akhir/ Pembayaran Bunga/
Creditor Beginning Balance Drawdown Payment Ending Balance Interest Payment
Perusahaan/ The Company
PT Bank Rakyat Indonesia
500.000.000 850.000.000 (1.350.000.000) -- 13.706.458
(Persero) Tbk
PT Bank Mandiri (Persero) Tbk -- 2.400.000.000 (1.450.000.000) 950.000.000 34.531.736
PT Bank Negara Indonesia
200.000.000 575.000.000 (775.000.000) -- 6.032.222
(Persero) Tbk
PT Bank HSBC Indonesia 1.000.000.000 575.000.000 (1.575.000.000) -- 24.995.694
PT Bank Central Asia Tbk -- 400.000.000 -- 400.000.000 --
Subjumlah/ Subtotal 1.700.000.000 4.800.000.000 (5.150.000.000) 1.350.000.000 79.266.110
Entitas Anak/ Subsidiaries -
PT Reska Multi Usaha
PT Bank Mandiri (Persero) Tbk 60.000.000 355.000.000 (415.000.000) -- 1.053.332
PT Bank Rakyat Indonesia
-- 251.300.935 (212.777.797) 38.523.138 336.246
(Persero) Tbk
PT Bank Permata Tbk -- 230.000.000 (230.000.000) -- 435.563
Subjumlah/ Subtotal 60.000.000 836.300.935 (857.777.797) 38.523.138 1.825.141
Jumlah/ Total 1.760.000.000 5.636.300.935 (6.007.777.797) 1.388.523.138 81.091.251
2022
Kreditur/ Saldo Awal/ Pencairan/ Pembayaran/ Saldo Akhir/ Pembayaran Bunga/
Creditor Beginning Balance Drawdown Payment Ending Balance Interest Payment
Perusahaan/ The Company
PT Bank Rakyat Indonesia
(Persero) Tbk 600.000.000 8.600.000.000 (8.700.000.000) 500.000.000 29.622.542
PT Bank Mandiri (Persero) Tbk -- 500.000.000 (500.000.000) -- 4.880.556
PT Bank HSBC Indonesia 1.000.000.000 3.350.000.000 (3.350.000.000) 1.000.000.000 38.612.667
PT Bank Central Asia Tbk 950.000.000 550.000.000 (1.500.000.000) -- 23.092.944
PT Bank Negara Indonesia
(Persero) Tbk -- 200.000.000 -- 200.000.000 2.392.793
Subjumlah/ Subtotal 2.550.000.000 13.200.000.000 (14.050.000.000) 1.700.000.000 98.601.502
Entitas Anak/ Subsidiaries -
PT Reska Multi Usaha
PT Bank Mandiri (Persero) Tbk 80.000.000 250.000.000 (270.000.000) 60.000.000 4.196.319
PT Bank Rakyat Indonesia
(Persero) Tbk 29.962.173 29.660.506 (59.622.679) -- 1.173.238
PT Bank Permata Tbk -- 204.900.000 (204.900.000) -- 2.162.953
Entitas Anak/ Subsidiaries -
--
PT KA Logistik
PT Bank Rakyat Indonesia
(Persero) Tbk -- 1.949.849 (1.949.849) -- --
Entitas Anak/ Subsidiaries -
PT KA Properti Manajemen
PT Bank Syariah Indonesia Tbk -- 15.000.000 (15.000.000) -- 46.667
PT Bank Permata Tbk -- 5.000.000 (5.000.000) 4.931
Subjumlah/ Subtotal 109.962.173 506.510.355 (556.472.528) 60.000.000 7.584.108
Jumlah/ Total 2.659.962.173 13.706.510.355 (14.606.472.528) 1.760.000.000 106.185.610
25. Liabilitas Jangka Pendek Lainnya 25. Other Current Liabilities
2023 2022
Titipan Pegawai 60.909.704 56.416.887 Employee Deposits
Uang Jaminan 5.960.655 5.538.030 Security Deposits
Lain-lain 24.931.641 36.583.373 Others
Jumlah 91.802.000 98.538.290 Total
Titipan pegawai merupakan potongan gaji Employee deposits represent deductions of
karyawan yang belum disetorkan sesuai employee salaries that have not been
dengan tujuannya. deposited according to their intended purpose.
102
Page 767
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
25. Liabilitas Jangka Pendek Lainnya (Lanjutan) 25. Other Current Liabilities (Continued)
Uang jaminan terdiri dari penerimaan uang Security deposits consist of deposit received
jaminan yang berasal dari pelanggan atas from customers for advertising in the train and
jaminan pemasangan iklan di kereta dan daily ticket deposit from the commuter line
jaminan tiket harian dari penumpang commuter passengers.
line.
Utang lain-lain diantaranya merupakan utang Others consist of deposit received from
atas penerimaan uang jaminan optimalisasi customers regarding optimization assets as
aset dari pelanggan sebagai jaminan atas aset warranty for rental assets.
yang disewa.
26. Liabilitas Imbalan Kerja 26. Employee Benefits Liabilities
Perusahaan mengakui liabilitas imbalan kerja The Group recognizes employee benefits
untuk seluruh karyawan yang memenuhi liabilities to eligible employees based on the
persyaratan berdasarkan Undang-undang provisions of Labour Law No.13/2003 Job
Tenaga Kerja No. 13/2003, Undang-Undang Creation Law No.11/2020, PP 35/2021 and
Cipta Kerja No.11/2020, PP 35/2021 dan Collective Labour Agreement year 2022-2024.
Perjanjian Kerja Bersama tahun 2022-2024.
Program pensiun imbalan pasti memberikan The defined benefit pension plan exposes the
eksposur Perusahaan terhadap risiko aktuarial Group to actuarial risks such as investment
seperti risiko investasi, risiko tingkat bunga dan risk, interest rate risk and salary risk.
risiko gaji.
Risiko Investasi Investment Risk
Nilai kini kewajiban imbalan pasti dihitung The present value of the defined benefit plan
menggunakan tingkat diskonto yang ditetapkan obligation is calculated using a discount rate
dengan mengacu pada imbal hasil obligasi determined by reference to high quality
korporasi berkualitas tinggi; jika pengembalian corporate bond yields; if the return on plan
aset program di bawah tingkat tersebut, hal itu asset is below this rate, it will create a plan
akan mengakibatkan defisit program. deficit.
Saat ini program tersebut memiliki investasi Currently the plan relatively has a more
yang relatif lebih banyak pada instrumen investment in property instrument compared to
properti dibandingkan dengan instrumen other instrument.
lainnya.
Manajemen berkeyakinan bahwa nilai aset Management has believe the recoverable
program dapat terpulihkan. amount of plan assets.
Risiko Tingkat Bunga Interest Risk
Penurunan suku bunga obligasi akan A decrease in the bond interest rate will
meningkatkan liabilitas program. increase the plan liability.
Risiko Gaji Salary Risk
Nilai kini kewajiban imbalan pasti dihitung The present value of the defined benefit
dengan mengacu pada gaji masa depan obligation is calculated by reference to the
peserta program. Dengan demikian, kenaikan future salaries of plan participants. As such, an
gaji peserta program akan meningkatkan increase in the salary of the plan participants
liabilitas program tersebut. will increase the plan’s liability.
103
Page 768
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
26. Liabilitas Imbalan Kerja 26. Employee Benefits Liabilities
Asumsi-asumsi yang digunakan dalam The assumptions used to calculate employee
menghitung beban dan liabilitas imbalan kerja benefits expenses and liabilities on
pada tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022 are as follows:
sebagai berikut:
2023 2022
Tingkat Diskonto 6,25% -7,10% 5,52% -7,44% Discount Rate
Tingkat Kenaikan Gaji per Tahun 6,00% - 9,00% 7,00% - 9,00% Salary Increase Rate per Year
Usia Pensiun Normal 56 tahun/ years 56 tahun/ years Normal Retirement Age
Tingkat Mortalitas TMI IV/2019 TMI IV/2019 Mortality Rate
Tingkat Cacat per Tahun 1% - 10% dari Tingkat Kematian/ of Mortality Rate Disability Rate per Year
Tingkat Pengunduran Diri: Resignations Rate:
Umur Dibawah 20 - 29 Tahun 5,00% - 6,00% 5,00% - 6,00% Age Under 20 - 29 Years Old
Umur Diatas 30 Tahun Menurun secara linear hingga mencapai 0% saat usia Age Above 30 Years Old
pensiun normal/
Decreas linearly until reaches 0% when the
normal retirement
a) Liabilitas Imbalan Kerja Jangka Pendek a) Short-term Employee Benefits
Liabilities
Liabilitas imbalan kerja karyawan yang Employee benefits liabilities which are due
jatuh tempo dalam satu tahun sebagai within one year as follows:
berikut:
2023 2022
Program Pensiun Eks PNS 156.195.973 154.922.880 Pension Plan Ex-PNS
Tantiem dan Bonus 1.139.345.997 807.820.177 Bonus and Tantiem
Jumlah 1.295.541.970 962.743.057 Total
b) Liabilitas Imbalan Kerja Jangka Panjang b) Long-term Employee Benefits Liabilities
Liabilitas imbalan kerja jangka panjang Long-term employee benefit liabilities after
setelah dikurangi bagian jatuh tempo satu deducting the portion due in one year are
tahun sebagai berikut: as follows:
2023 2022
Program Pensiun Eks PNS 1.138.251.753 1.098.808.740 Pension Plan Ex-PNS
Program Pensiun Eks Pension Plan Ex-Perum
Perum & Persero 4.401.673.427 4.037.598.131 & Persero
Imbalan Kerja Lain 78.591.696 60.745.103 Other Employment Benefits
Jumlah Liabilitas Imbalan Kerja 5.618.516.876 5.197.151.974 Total Employee Benefit Liabilities
Total liabilitas imbalan kerja yang tercatat pada The amounts of employee benefits liabilities
laporan posisi keuangan konsolidasian yang recorded in the consolidated statement of
timbul dari program pensiun imbalan pasti, financial position arising from defined benefit
jaminan kesehatan pensiun, pesangon dan pension plan, retirement healthcare, severance
imbalan kerja jangka panjang lainnya sebagai pay, and other Long-term employee benefits
berikut: are as follows:
2023 2022
Program Pensiun Eks PNS 1.294.447.726 1.253.731.620 Pension Plan Ex-PNS
Program Pensiun Pension Plan Ex-Perum
Eks Perum & Persero 4.401.673.427 4.037.598.131 & Persero
Tantiem dan Bonus 1.139.345.997 807.820.177 Bonuses and Tantiem
Imbalan Kerja Lain 78.591.696 60.745.103 Other Employment Benefits
Jumlah 6.914.058.846 6.159.895.031 Total
104
Page 769
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
26. Liabilitas Imbalan Kerja (Lanjutan) 26. Employee Benefits Liabilities (Continued)
Program Pensiun Imbalan Pasti Defined Benefits Pension Plans
Karyawan Eks Pegawai Negeri Sipil (Eks- The Ex-Civil Service Employee (Ex-PNS)
PNS)
Sesuai dengan Peraturan Pemerintah tentang In accordance with Government Regulation
Penyesuaian Pensiun Eks-PNS Departemen regarding the Adjustment of retairment of Ex-
Perhubungan pada PT Kereta Api Indonesia PNS of Department of Transportation at
(Persero) No. 64 tanggal 29 November 2007, PT Kereta Api Indonesia (Persero) No. 64
Eks-PNS tersebut berhak memperoleh pensiun dated November 29, 2007, The Ex-Civil
pokok yang besarnya disesuaikan sama Service Employee (PNS) of Department of
dengan pensiun pokok yang diterima oleh Transportation who work is entitled to receive
penerima pensiun PNS. the principle amount of pension of the PNS.
Berdasarkan Peraturan Menteri Keuangan Based on the Regulation of Minister of Finance
No. 105/PMK.02.2010 tanggal 19 Mei 2010 No. 105/PMK.02.2010 dated May 19, 2010
tentang Penyediaan Dana Program regarding Provision of Retirement Program
Penyesuaian Pensiun Eks-PNS Departemen Fund Adjustment for ex PNS Department of
Perhubungan Perusahaan pada Pasal 3, Transportation of the Company, in Article 3
sumber pendanaan pembayaran pensiun stated that sources of financing for employee
pegawai berasal dari: iuran pegawai, pension fund payment consists of employee
Perusahaan untuk kontribusi pendanaan contribution, the Company contribution, past
bersama, past service liability yang dibayarkan service liability paid by the Company, results of
oleh Perusahaan, hasil investasi dari investment and accumulation of employee
akumulasi dana pensiun pegawai Perusahaan pension funds of the Company, and Indonesian
dan Anggaran Pendapatan dan Belanja Government Budget (APBN).
Negara (APBN).
Perusahaan diharuskan membayar past The Company is required to pay past service
service liability sebesar Rp79.500.000 setiap liability amounted to Rp79,500,000 for every
tahun sampai dengan tahun 2024 kepada year until 2024 to PT Taspen (Persero) whom
PT Taspen (Persero) yang bertanggungjawab is responsible for the payment of employee
atas penyelenggaraan pembayaran pensiun pension funds in accordance with the
pegawai sesuai mekanisme dan ketentuan mechanism and law regulation for the
peraturan perundang-undangan yang implementation of ex PNS pension funds
mengatur tata cara penyelenggaraan payment.
pembayaran pension karyawan Eks-PNS.
Berdasarkan Surat Menteri Based on Letter of the Minister of Finance No.
Keuangan No. S-927/MK.02/2012 tanggal S-927/MK.02/2012 dated December 26, 2012
26 Desember 2012 perihal Penetapan concerning the Establishment of the Joint
Pendanaan Bersama Pembayaran Manfaat Funding Retirement Benefit Payments between
Pensiun antara APBN dan the APBN and the Company states that the
Perusahaan menetapkan bahwa kontribusi contribution is provided by joint funding the
pendanaan Perusahaan dan Pemerintah Company and Government of 22% and 78%
dalam Pendanaan Bersama masing-masing respectively. The percentage has not change
sebesar 22% dan 78%. Sampai dengan until the issuance of financial statement report.
tanggal penerbitan laporan keuangan tidak
terdapat perubahan persentase Penetapan
Pendanaan Bersama Pembayaran Manfaat
Pensiun.
105
Page 770
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
26. Liabilitas Imbalan Kerja (Lanjutan) 26. Employee Benefits Liabilities (Continued)
Detail beban pensiun Eks-PNS yang diakui The details of benefit pension plan ex-PNS
pada laporan laba rugi konsolidasian sebagai expense in the consolidated profit or loss are
berikut: as follows:
2023 2022
Biaya Jasa Kini 1.719.627 4.282.372 Current Service Cost
Beban Bunga Bersih
dari Liabilitas Net Interest on the
Manfaat Pasti 390.366.436 450.315.024 Defined Benefit Obligation
Jumlah 392.086.063 454.597.396 Total
Bagian Pemerintah (305.827.129) (354.585.969) Government Portion
Bagian Perusahaan 86.258.934 100.011.427 The Company Portion
Liabilitas sehubungan dengan program Liability in respect of the defined benefits
pensiun imbalan pasti sebagai berikut: pension plan are as follows:
2023 2022
Nilai Kini Kewajiban 6.991.946.498 6.808.303.387 Present Value of Obligation
Nilai Wajar Aset Fair Value of Pension Fund
Program Dana Pensiun (1.108.093.198) (1.109.523.297) Plan Assets
Jumlah Liabilitas Bersih 5.883.853.300 5.698.780.090 Net Liability
Bagian Pemerintah (4.589.405.574) (4.445.048.470) Government Portion
Bagian Perusahaan 1.294.447.726 1.253.731.620 The Company Portion
Dikurangi Bagian Jangka Pendek 156.195.973 154.922.880 Less of Short-term Portion
Bagian Jangka Panjang 1.138.251.753 1.098.808.740 Long-term Portion
Mutasi liabilitas sebagai berikut: Movements in liabilities are as follows:
2023 2022
Awal Tahun 5.698.780.090 6.052.961.791 Beginning of the Year
Beban Laba Rugi 392.086.063 454.597.396 Profit Loss Expenses
Pembayaran Manfaat (811.896.940) (839.796.321) Benefits Payments
Penghasilan Komprehensif Lain 604.884.087 31.017.224 Other Comprehensive Income
Akhir Tahun 5.883.853.300 5.698.780.090 End of Year
Bagian Pemerintah (4.589.405.574) (4.445.048.470) The Government Portion
Bagian Perusahaan 1.294.447.726 1.253.731.620 The Company Portion
Dikurangi Bagian Jangka Pendek 156.195.973 154.922.880 Less of Short-term Portion
Bagian Jangka Panjang 1.138.251.753 1.098.808.740 Long-term Portion
Mutasi nilai wajar aset program dana pensiun The movements in the fair value of pension
sebagai berikut: plan assets are as follows:
2023 2022
Nilai Wajar Aset Program Fair Value of Pension Plan
Dana Pensiun Awal Tahun 1.109.523.297 1.206.242.595 Assets at Beginning of the Year
Pengembalian Aset Expected Return on
Dana yang Diharapkan 76.002.346 91.071.316 Plan Assets
Imbal Hasil Aset Program Return on Plan Assets
Non Bunga-Neto (77.432.445) (187.790.614) Non Interest-Net
Akhir Tahun 1.108.093.198 1.109.523.297 End of Year
Bagian Pemerintah (864.312.694) (865.428.172) The Government Portion
Bagian Perusahaan 243.780.504 244.095.125 The Company Portion
106
Page 771
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
26. Liabilitas Imbalan Kerja (Lanjutan) 26. Employee Benefits Liabilities (Continued)
Mutasi penghasilan komprehensif lain adalah The movements of other comprehensive
sebagai berikut: income are as follows:
2023 2022
Saldo Awal 603.469.973 572.452.750 Beginning Balance
Tahun Berjalan 604.884.087 31.017.224 Current Year
Saldo Akhir 1.208.354.060 603.469.974 Ending Balance
Bagian Pemerintah (942.516.167) (470.706.580) The Government Portion
Bagian Perusahaan 265.837.893 132.763.394 The Company Portion
Komposisi penempatan investasi yang The composition of investment placement on
dilakukan atas aset program adalah sebagai plan asset are as follows:
berikut:
2023 2022
% %
Deposito 38,35 39,91 Time Deposits
Surat Utang Negara 39,66 38,21 Government Securities
Sukuk 21,99 21,88 Sukuk
Jumlah 100,00 100,00 Total
Analisa sensitivitas kuantitatif untuk asumsi A quantitative sensitivity analysis for significant
yang signifikan pada tanggal 31 Desember assumptions as of December 31, 2023 and
2023 dan 2022 sebagai berikut: 2022 as follows:
2023 2022
Analisa Sensitivitas Sensitivity Analysis
Nilai Kini Kewajiban Present Value of Defined
Imbalan Pasti Benefit Obligation
Akhir Tahun End of Year
Tingkat Diskonto + 1% 1.538.141.904 1.804.026.574 Rate + 1%
Tingkat Diskonto - 1% 1.538.316.807 1.836.093.002 Rate - 1%
Tingkat Kenaikan Gaji + 1% 1.538.295.732 1.829.053.197 Salary Increase + 1%
Tingkat Kenaikan Gaji - 1% 1.538.161.005 1.810.697.372 Salary Increase - 1%
Program Pensiun Eks Perum dan Persero Pension Plan of Ex-Perum and Persero
Perusahaan menyelenggarakan program The Company organize defined benefit
pensiun manfaat pasti bagi karyawan pension plan for employees of ex-Perum which
Eks-Perum yang direkrut sebelum Agustus hired before August 2009. The pension
2009. Manfaat pensiun dihitung berdasarkan benefits are calculated based TDPIP in 2012
TDPIP tahun 2012 dengan ketetapan with the provisions of zero increment of Basic
perhitungan tanpa kenaikan Salary Program managed by PT Asuransi
Gaji Dasar Program yang dikelola Jiwasraya (Persero) based on Agreement Nos.
oleh PT Asuransi Jiwasraya (Persero) 161/HK/UM/2003, and 099.SJ.U.0903 and
Berdasarkan Perjanjian No. 161/HK/ UM/2003 162/HK/UM/2003, and 100.SJ.U.0903 dated
dan 099.SJ.U.0903 serta perjanjian September 28, 2003 on the program
No. 162/HK/UM/2003 dan No. 100.SJ.U.0903 management of the Annuity Pension Plan for
tanggal 28 September 2003 tentang Retirement and old Age Protection Program for
Pengelolaan program Anuitas Pensiun Bagi Employees of Company. Persero’s employees
Pensiunan dan Pengelolaan Program Jaminan hired after August 2009 is granted severance
Hari Tua Bagi Pegawai Perusahaan. pay in accordance with Indonesian’s Rules. On
Sedangkan untuk karyawan Persero yang June 2, 2021 starting from May 1, 2021 to
direkrut setelah Agustus 2009 diberikan April 30, 2026 the Company transferred its
pesangon sesuai ketentuan Undang- Undang. insurance policy to PT Asuransi Jiwa IFG (IFG
Pada 2 Juni 2021 terhitung sejak tanggal 1 Mei Life).
2021 sampai dengan 30 April 2026
Perusahaan mengalihkan polis asuransi
kepada PT Asuransi Jiwa IFG (IFG Life).
107
Page 772
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
26. Liabilitas Imbalan Kerja (Lanjutan) 26. Employee Benefits Liabilities (Continued)
Rincian beban pensiun karyawan The details of the benefit pension ex-Perum
Eks-Perum dan Persero yang diakui pada laba and Persero employees expenses in the
rugi konsolidasian sebagai berikut: consolidated profit or loss are as follows:
2023 2022
Biaya Jasa Kini 407.654.900 279.369.254 Current Service Cost
Beban Bunga Bersih dari Net Interest on the
Liabilitas Manfaat Pasti 276.575.472 299.946.436 Net Defined Benefit Liability
Biaya Jasa Lalu 376.818.322 581.699.330 Past Service Cost
Jumlah 1.061.048.694 1.161.015.020 Total
Liabilitas sehubungan dengan program pensiun Liability in respect of the defined benefits
imbalan pasti sebagai berikut: pension plan are as follows:
2023 2022
Nilai Kini Kewajiban 6.972.524.360 6.332.375.492 Present Value of Obligation
Nilai Wajar Aset Program Fair Value of Pension Fund
Dana Pensiun (2.570.850.933) (2.294.777.361) Plan Assets
Jumlah Liabilitas Bersih 4.401.673.427 4.037.598.131 Net Liability
Mutasi liabilitas sebagai berikut: Movements in liabilities are as follows:
2023 2022
Awal Tahun 4.037.598.131 4.337.122.922 Beginning of theYear
Beban Laba Rugi 1.061.048.694 1.161.015.020 Profit Loss Expenses
Penghasilan Komprehensif Lain (87.896.683) (774.472.696) Other Comprehensive Income
Iuran Dibayar Perusahaan (609.076.715) (686.067.115) Contribution Paid by the Company
Akhir Tahun 4.401.673.427 4.037.598.131 End of Year
Dikurangi Bagian Jangka Pendek -- -- Less of Short-term Portion
Bagian Jangka Panjang 4.401.673.427 4.037.598.131 The Long-term Portion
Mutasi nilai wajar aset program dana pensiun The movements in the fair value of pension
sebagai berikut: plan assets are as follows:
2023 2022
Nilai Wajar Aset Fair Value of Pension
Program Dana Pensiun Plan Assets at
Awal Tahun 2.294.777.361 1.369.231.011 Beginning of the Year
Iuran Dibayar Perusahaan 609.076.715 686.067.114
-- Contribution Paid by the Company
Manfaat Dibayar Pihak Ketiga (628.405.828) (378.799.695) Benefit Paid by Third Party
Pendapatan Bunga 157.192.249 51.777.401 Interest Income
Imbal Hasil Aset Program Return on Plan Assets
Non Bunga-Neto 138.210.436 566.501.530 Non Interest-Net
Akhir Tahun 2.570.850.933 2.294.777.361 End of Year
Mutasi penghasilan komprehensif lain adalah The movements of other comprehensive
sebagai berikut: income are as follows:
2023 2022
Saldo Awal 1.155.277.532 1.929.750.228 Beginning Balance
Tahun Berjalan (87.896.683) (774.472.696) Current Year
Saldo Akhir 1.067.380.849 1.155.277.532 Ending Balance
108
Page 773
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
26. Liabilitas Imbalan Kerja (Lanjutan) 26. Employee Benefits Liabilities (Continued)
Komposisi penempatan investasi yang The composition of investment placement on
dilakukan atas aset program adalah sebagai plan asset program are as follows:
berikut:
2023 2022
% %
Saham 73,37 83,07 Shares
Properti 11,26 7,30 Property
Obligasi 0,87 5,22 Bonds
Deposito 12,40 4,39 Time Deposits
Lain - lain 2,10 0,02 Others
Jumlah 100,00 100,00 Total
Analisa sensitivitas kuantitatif untuk asumsi A quantitative sensitivity analysis for significant
yang signifikan pada tanggal 31 Desember assumptions as of December 31, 2023 and
2023 dan 2022 sebagai berikut: 2022 as follows:
2023 2022
Analisa Sensitivitas Sensitivity Analysis
Nilai Kini Kewajiban Present Value of Defined
Imbalan Pasti Benefit Obligation
Akhir Tahun End of Year
Tingkat Diskonto + 1% 6.450.671.207 5.426.003.218 Rate + 1%
Tingkat Diskonto - 1% 7.370.945.107 7.468.412.583 Rate - 1%
Tingkat Kenaikan Gaji + 1% 7.369.357.057 6.801.813.768 Salary Increase + 1%
Tingkat Kenaikan Gaji - 1% 6.444.295.205 5.910.921.140 Salary Increase - 1%
Imbalan Kerja Lainnya Other Employment Benefits
Perusahaan juga memberikan imbalan kerja The Group also provides other defined
lainnya berupa uang pesangon, penghargaan employment benefit plans such as severance
masa bakti, tunjangan masa persiapan pay, long-service award, pension preparation
pensiun dan tunjangan cuti besar kepada year and long leave allowance for their eligible
karyawan yang memenuhi persyaratan sesuai employees based on the Group’s policies.
dengan kebijakan Perusahaan. Imbalan These other post employment benefits are
program ini tidak didanai dan ditentukan unfunded and computed based on the salaries
berdasarkan penghasilan dan masa kerja and service years of the employees.
karyawan.
Detail beban imbalan kerja lainnya yang diakui The details of the other employment benefits
pada laporan laba rugi konsolidasian sebagai expenses recognized to the consolidated
berikut: statement of profit or loss are as follows:
2023 2022
Biaya Jasa Kini 15.445.707 (15.800.366) Current Service Cost
Beban Bunga Bersih Net Interest on the
dari Liabilitas Manfaat Pasti 3.062.352 3.072.270 Defined Benefit Liability
Biaya Jasa Lalu 8.460.348 (4.094.228) Past Service Cost
Jumlah 26.968.407 (16.822.324) Total
109
Page 774
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
26. Liabilitas Imbalan Kerja (Lanjutan) 26. Employee Benefits Liabilities (Continued)
Liabilitas sehubungan dengan imbalan kerja Liabilities in respect of other employment
lain sebagai berikut: benefits are as follows:
2023 2022
Nilai Kini Kewajiban 131.902.649 101.117.886 Present Value of Obligation
Nilai Wajar Aset Program Fair Value of Pension Fund
Dana Pensiun (82.396.323) (62.234.485) Plan Assets
Surplus 49.506.326 38.883.401 Surplus
Pembatasan Aset 29.085.370 21.861.702 Restricted Assets
Jumlah Liabilitas Bersih 78.591.696 60.745.103 Net Liability
Mutasi liabilitas sebagai berikut: Movements in liabilities are as follows:
2023 2022
Awal Tahun 60.745.103 76.900.516 Beginning of the Year
Beban Laba Rugi 26.968.407 (16.822.324) Profit Loss Expenses
Pembayaran Manfaat (3.576.542) (3.883.812) Benefits Payments
Penghasilan Komprehensif Lain 11.672.377 20.435.429 Other Comprehensive Income
Iuran Dibayar Perusahaan (17.217.649) (15.884.706) Contribution Paid by the Company
Akhir Tahun 78.591.696 60.745.103 End of Year
Mutasi nilai wajar aset program liabilitas The movements in the fair value of other
imbalan kerja lainnya sebagai berikut: employement benefits plan assets are as
follows:
2023 2022
Nilai Wajar Aset Fair Value of Pension
Program Dana Pensiun Plan Assets at
Awal Tahun 62.234.485 45.609.101 Beginning of the Year
Pengembalian Aset Dana Expected Return on
yang Diharapkan 5.025.727 2.484.660 Plan Assets
Imbalan Hasil atas Aset Return on Plan Assets
Program yang tidak Termasuk Plan Assets, which are not
dalam Bunga Neto (1.271.731) (1.338.719) Included in Net Interest
Iuran Dibayar Perusahaan 17.217.649 15.884.706 Contribution Paid by the Company
Iuran Dibayar Pihak Ketiga (809.807) (405.263) Contribution Paid by Third Party
Akhir Tahun 82.396.323 62.234.485 End of Year
Mutasi penghasilan komprehensif lain adalah The movements of other comprehensive
sebagai berikut: income are as follows:
2023 2022
Saldo Awal 24.038.439 3.603.010 Beginning Balance
Tahun Berjalan 11.672.377 20.435.429 Current Year
Saldo Akhir 35.710.816 24.038.439 Ending Balance
Analisa sensitivitas kuantitatif untuk asumsi A quantitative sensitivity analysis for significant
yang signifikan pada tanggal assumptions as of December 31, 2023 and
31 Desember 2023 dan 2022 sebagai berikut: 2022 as follows:
2023 2022
Analisa Sensitivitas Sensitivity Analysis
Nilai Kini Kewajiban Present Value of Defined
Imbalan Pasti Benefit Obligation
Akhir Tahun End of Year
Tingkat Diskonto + 1% 118.765.469 89.675.423 Rate + 1%
Tingkat Diskonto - 1% 145.999.539 111.500.045 Rate - 1%
Tingkat Kenaikan Gaji + 1% 145.742.865 111.059.962 Salary Increase + 1%
Tingkat Kenaikan Gaji - 1% 118.755.840 89.856.188 Salary Increase - 1%
110
Page 775
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
27. Pinjaman Program PEN 27. PEN Program Loan
2023 2022
Pokok Pinjaman (Catatan 41) 3.062.500.000 3.500.000.000 Principal of Loan (Note 41)
Penyesuaian Nilai Wajar (463.343.632) (572.443.093) Fair Value Adjustment
Nilai Wajar Pinjaman 2.599.156.368 2.927.556.907 Fair Value of Loan
Pendapatan Hibah Ditangguhkan 463.343.632 572.443.093 Deferred Grant Income
Jumlah 3.062.500.000 3.500.000.000 Total
Jumlah Bagian Pinjaman Total Portion of
Program PEN yang Jatuh PEN Program
Tempo dalam Satu Tahun 437.500.000 437.500.000 Maturing within One Year
Bagian Jangka Panjang 2.625.000.000 3.062.500.000 Long Term Loans Portion
Perusahaan menandatangani perjanjian The Company entered into an agreement with
pemberian dana investasi Pemerintah PT Sarana Multi Infrastruktur (Persero) by
Republik Indonesia dengan PT Sarana Multi Deed No.17 dated November 30, 2020 by
Infrastruktur (Persero) dalam bentuk pinjaman Notary in Jakarta regarding Providing
dalam rangka program pemulihan ekonomi Investment Fund of the Government of
nasional dengan Akta No.17 tanggal 30 Republic Indonesia in the form of loan for the
November 2020 yang di hadapan Pratiwi National Economic Recovery Program.
Handayani, Notaris di Jakarta. Keputusan Minister of Finance Decree
Menteri Keuangan Nomor. 531/KMK.06/2020 Number.531/KMK.06/2020 dated November
tanggal 20 November 2020 tentang 20, 2020 concerning the Assignment to the
Penugasan kepada Perusahaan Perseroan Limited Liability Company (Persero) PT Sarana
(Persero) PT Sarana Multi Infrastruktur Multi Infrastruktur as an Investment executor to
sebagai Pelaksana Investasi Untuk Implement Government Investment in the
Melaksanakan Investasi Pemerintah dalam order of the National Economic Recovery
Rangka Program Pemulihan Ekonomi Nasional Program and Regulation of the Minister of
serta Peraturan Menteri Keuangan Finance Number.118/PMK.06/2020 dated
Nomor.118/PMK.06/2020 tanggal 2 September September 2, 2020, concerning Investment in
2020 tentang Investasi Dalam Rangka the order of the National Economic Recovery
Program Pemulihan Ekonomi Nasional yang Program, hereinafter referred to as the PEN
selanjutnya disebut Program PEN. Program.
Informasi lain mengenai Program PEN pada Other Information about PEN Program as of
31 Desember 2023 adalah sebagai berikut: December 31, 2023 as follow:
Tanggal Jatuh Tempo Suku Bunga
Nama
Kreditur/ Perjanjian Kredit/ Per Tahun/ Agunan/
Fasilitas/ Financial Covenant
Creditor Maturity Date of Credit Interest Rate Collateral
Facility Name
Agreement per Annum
Perusahaan/The Company
Pinjaman Program Pemulihan Ekonomi Nasional (PEN)/
Pemulihan Ekonomi Nasiona (PEN) Program Loan
Pemerintah Republik Indonesia Pemulihan 31 Oktober 2030/ October Sampai dengan 31 Desember 2027 Repo - Indikator pembayaran bunga:
Ekonomi 31, 2030 rate - 100 BPS Interest Coverage Ratio (ICR) >1,0 kali
Nasional 1 Januari 2028 sampai dengan lunas Indikator Pembayaran pokok:
(PEN) SUN tenor 3 tahun - 100 BPS/ Debt to CFO >0 kali dan <10 kali/
Until 31 December 2027 Repo rate - 100 Interest payment indicators:
BPS Interest Coverage Ratio (ICR) >1.0 times
January 1, 2028 until the 3 year SUN Principal Payment Indicators:
tenor is paid off - 100 BPS Debt to CFO >0 times and <10 times
Mutasi atas saldo fasilitas tersebut adalah Movement of the balance of these facilities
sebagai berikut: are as follow:
2023
Kreditur/ Saldo Awal/ Pencairan/ Pembayaran/ Non-kas/ Saldo Akhir/ Beban Bunga/
Creditor Beginning Balance Drawdown Payment Non-Cash Ending Balance Interest Expense
Perusahaan/The Company
Pinjaman Program Pemulihan Ekonomi Nasional (PEN)/
Pemulihan Ekonomi Nasiona (PEN) Program Loan
Pemerintah Republik Indonesia 3.500.000.000 -- (437.500.000) -- 3.062.500.000 145.651.042
2022
Kreditur/ Saldo Awal/ Pencairan/ Pembayaran/ Non-kas/ Saldo Akhir/ Beban Bunga/
Creditor Beginning Balance Drawdown Payment Non-Cash Ending Balance Interest Expense
Perusahaan/The Company
Pinjaman Program Pemulihan Ekonomi Nasional (PEN)/
Pemulihan Ekonomi Nasiona (PEN) Program Loan
Pemerintah Republik Indonesia 3.500.000.000 -- -- -- 3.500.000.000 88.715.278
111
Page 776
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
28. Pinjaman Jangka Panjang 28. Long-term Loans
2023 2022
Pihak Berelasi (Catatan 41) 12.829.344.797 11.855.551.877 Related Parties (Note 41)
Pihak Ketiga Third Parties
PT Bank Central Asia Tbk 3.419.813.820 3.187.005.145 PT Bank Central Asia Tbk
PT Bank CIMB Niaga Tbk 2.470.630.404 2.020.370.749 PT Bank CIMB Niaga Tbk
PT Bank KEB Hana Indonesia 568.687.305 465.046.975 PT Bank KEB Hana Indonesia
PT Bank DKI 568.687.305 465.046.975 PT Bank DKI
PT Bank Mega Tbk 568.687.305 465.046.975 PT Bank Mega Tbk
PT BPD Sumatera Selatan dan PT BPD Sumatera Selatan dan
Bangka Belitung 345.892.954 286.151.843 Bangka Belitung
PT Bank Shinhan 284.343.654 232.523.488 PT Bank Shinhan
PT BPD Sumatera Utara 279.663.084 225.399.833 PT BPD Sumatera Utara
Export-Import Bank Export-Import Bank
of United States 100.890.342 277.446.558 of United States
Subjumlah 8.607.296.173 7.624.038.541 Subtotal
Jumlah 21.436.640.970 19.479.590.418 Total
Bagian Pinjaman Jangka
Panjang yang Jatuh Tempo Current Portion of Long-term
dalam Satu Tahun Loans Maturing
Pihak Berelasi (Catatan 41) 929.940.459 805.012.927 Related Parties (Note 41)
Pihak Ketiga Third Parties
PT Bank Central Asia Tbk 235.672.613 217.450.982 PT Bank Central Asia Tbk
PT Bank CIMB Niaga Tbk 18.221.633 -- PT Bank CIMB Niaga Tbk
Export-Import Bank Export-Import Bank
of United States 91.485.309 174.494.692 of United States
PT Bank KEB Hana Indonesia 4.194.238 -- PT Bank KEB Hana Indonesia
PT Bank DKI 4.194.238 -- PT Bank DKI
PT Bank Mega Tbk 4.194.238 -- PT Bank Mega Tbk
PT BPD Sumatera Selatan dan PT BPD Sumatera Selatan dan
Bangka Belitung 2.556.918 -- Bangka Belitung
PT Bank Shinhan Indonesia 2.097.119 -- PT Bank Shinhan Indonesia
PT BPD Sumatera Utara 2.056.743 -- PT BPD Sumatera Utara
Subjumlah 364.673.049 391.945.674 Subjumlah
Jumlah Bagian Pinjaman
Jangka Panjang yang Jatuh Total Current Portion of
Tempo dalam Satu Tahun 1.294.613.508 1.196.958.601 Long Term Loans
Bagian Jangka Panjang 20.142.027.462 18.282.631.817 Long Term Loans Portion
Berdasarkan mata uang: Based on currencies:
2023 2022
Berdasarkan Mata Uang: By Currencies:
Rupiah 21.335.750.628 19.202.143.860 Rupiah
Dolar Amerika Serikat 100.890.342 277.446.558 United States Dollar
Jumlah Pinjaman Total Long Term
Jangka Panjang 21.436.640.970 19.479.590.418 Loans Portion
Bagian Pinjaman Jangka
Panjang yang Jatuh Tempo Current Portion of
dalam Satu Tahun Long-term Loans Maturing
Rupiah 1.203.128.199 1.022.463.909 Rupiah
Dolar Amerika Serikat 91.485.309 174.494.692 United States Dollar
Jumlah Bagian Pinjaman
Jangka Panjang yang Jatuh Total Current Portion of
Tempo dalam Satu Tahun 1.294.613.508 1.196.958.601 Long Term Loans
Rupiah 20.132.622.429 18.179.679.951 Rupiah
Dolar Amerika Serikat 9.405.033 102.951.866 United States Dollar
Bagian Jangka Panjang 20.142.027.462 18.282.631.817 Long-term Loans Portion
112
Page 777
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
28. Pinjaman Jangka Panjang (Lanjutan) 28. Long-term Loans (Continued)
Informasi lain mengenai Pinjaman Bank Other Information about Long-term Bank Loans
Jangka Panjang pada 31 Desember 2023 as of December 31, 2023 as follow:
adalah sebagai berikut:
Suku Bunga
Nama
Kreditur/ Tanggal Jatuh Tempo Perjanjian Kredit/ Per Tahun/ Agunan/ Financial
Fasilitas/
Creditor Maturity Date Of Credit Agreement Interest rate Collateral Covenant
Facility Name
per annum
Perusahaan/The Company
Pinjaman Sindikasi Proyek Pengadaan 144 unit lokomotif,
1.200 unit gerbong (KKBW) dan 1.200 unit gerbong (PPCW)/
Syndicated Loan Project Procurement of 144 units of
locomotives, 1,200 units of carriages (KKBW) and 1,200
units of carriages (PPCW)
PT Bank Negara Indonesia (Persero) Tbk Sindikasi/ Tahap/ Stage I : 25 Juli 2025/ 6,05% - 11,12% Aset sarana yang dibiayai/ Debt to Equity
Syndicated July 25, 2025 Funded facility assets Ratio Max 300%
Tahap/ Stage II : 8 Agustus 2026/ Debt Service
August 8, 2026 Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
PT Bank Rakyat Indonesia (Persero) Tbk Sindikasi/ Tahap/ Stage I : 25 Juli 2025/ 6,05% - 11,12% Aset sarana yang dibiayai/ Debt to Equity
Syndicated July 25, 2025 Funded facility assets Ratio Max 300%
Tahap/ Stage II : 8 Agustus 2026/ Debt Service
August 8, 2026 Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
Proyek Pengadaan 10 Set KRL Komuter Jabodetabek/
Procurement Project for 10 Sets of Jabodetabek Commuter
KRL
Kementerian Keuangan Term Loan II 1 Desember 2047/ 7,50% - 8,38% - -
Berulang/ December 1, 2047
Revolving
Proyek Pengadaan 600 KKBW, 600 PPCW dan 1.213 KKBW/
Procurement Project of 600 KKBW, 600 PPCW and 1,213
KKBW
PT Bank Central Asia Tbk Term Loan II Tahap/ Stage I & II : 25 November 2026/ 6,00% - 10,26% Aset sarana yang dibiayai/ Debt to Equity
Berulang/ November 25, 2026 Funded facility assets Ratio Max 300%
Revolving Tahap/ Stage III : 4 Maret 2028/ Debt Service
March 4, 2028 Coverage Ratio
min 1.25 x
Pinjaman Sindikasi Commuterline (Jabodetabek)/
Commuterline Syndicated Loan (Jabodetabek)
PT Bank Mandiri (Persero) Tbk Sindikasi/ Tahap/ Stage I : 10 Mei 2028/ 3,00% - 11,66% Gadai Rekening dan Fidusia Debt to Equity
Syndicated May 10, 2028 atas Tagihan/ Pawn account Ratio Max 300%
Tahap/ Stage II : 25 Juni 2029/ and fiduciary on bills Debt Service
June 25, 2029 Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
PT Bank Negara Indonesia (Persero) Tbk Sindikasi/ Tahap/ Stage I : 10 Mei 2028/ 3,00% - 11,66% Gadai Rekening dan Fidusia Debt to Equity
Syndicated May 10, 2028 atas Tagihan/ Pawn account Ratio Max 300%
Tahap/ Stage II : 25 Juni I/ and fiduciary on bills Debt Service
June 25, 2029 Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
PT Bank Rakyat Indonesia (Persero) Tbk Sindikasi/ Tahap/ Stage I : 10 Mei 2028/ 3,00% - 11,66% Gadai Rekening dan Fidusia Debt to Equity
Syndicated May 10, 2028 atas Tagihan/ Pawn account Ratio Max 300%
Tahap/ Stage II : 25 Juni 2029/ and fiduciary on bills Debt Service
June 25, 2029 Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
PT Bank Central Asia Tbk Sindikasi/ Tahap/ Stage I : 10 Mei 2028/ 3,00% - 11,66% Gadai Rekening dan Fidusia Debt to Equity
Syndicated May 10, 2028 atas Tagihan/ Pawn account Ratio Max 300%
Tahap/ Stage II : 25 Juni 2029/ and fiduciary on bills Debt Service
June 25, 2029 Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
Proyek Pengadaan 50 Lokomotif General Electric /
Procurement Project for 50 General Electric Locomotives
Export-Import Bank of United States Term Loan II Tarikan/ Drawdown I : 15 Maret 2024/ 2,54% Aset sarana yang dibiayai/ -
Berulang/ March 15, 2024 Funded facility assets
Revolving Tarikan/ Drawdown II : 15 Juni 2024/
June 15, 2024
Tarikan/ Drawdown II : 15 Maret 2025/
March 15, 2025
113
Page 778
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
28. Pinjaman Jangka Panjang (Lanjutan) 28. Long-term Loans (Continued)
Suku Bunga
Nama
Kreditur/ Tanggal Jatuh Tempo Perjanjian Kredit/ Per Tahun/ Agunan/ Financial
Fasilitas/
Creditor Maturity Date Of Credit Agreement Interest rate Collateral Covenant
Facility Name
per annum
Perjanjian Sindikasi Bandara Soekarno Hatta (Basoetta)/
Soekarno Hatta Airport (Basoetta) Syndication Agreement
PT Bank Mandiri (Persero) Tbk Sindikasi/ 31 Oktober 2030/ 6,75% - 11,69% Gadai Rekening dan Fidusia Debt to Equity
Syndicated October 31, 2030 atas Tagihan/ Pawn account Ratio Max 300%
and fiduciary on bills Debt Service
Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
PT Bank Negara Indonesia (Persero) Tbk Sindikasi/ 31 Oktober 2030/ 6,75% - 11,69% Gadai Rekening dan Fidusia Debt to Equity
Syndicated October 31, 2030 atas Tagihan/ Pawn account Ratio Max 300%
and fiduciary on bills Debt Service
Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
PT Bank Rakyat Indonesia (Persero) Tbk Sindikasi/ 31 Oktober 2030/ 6,75% - 11,69% Gadai Rekening dan Fidusia Debt to Equity
Syndicated October 31, 2030 atas Tagihan/ Pawn account Ratio Max 300%
and fiduciary on bills Debt Service
Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
PT Bank Central Asia Tbk Sindikasi/ 31 Oktober 2030/ 6,75% - 11,69% Gadai Rekening dan Fidusia Debt to Equity
Syndicated October 31, 2030 atas Tagihan/ Pawn account Ratio Max 300%
and fiduciary on bills Debt Service
Coverage Ratio
min 1.25 x
Cash Flow
Operation positif
Perjanjian Pinjaman Sindikasi Proyek Light Rail Transit
(LRT)/ Light Rail Transit (LRT) Project Syndicated Loan
Agreement
PT Bank Mandiri (Persero) Tbk Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Bank Rakyat Indonesia (Persero) Tbk Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Bank Negara Indonesia (Persero) Tbk Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Bank Central Asia Tbk Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Bank CIMB Niaga Tbk Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Sarana Multi Infrastruktur (Persero) Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
The Bank of Tokyo-Mitsubishi UFJ, Ltd Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Bank Shinhan Indonesia Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Bank KEB Hana Indonesia Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Bank DKI Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT BPD Sumatera Selatan dan Bangka Belitung Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT Bank Mega Tbk Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
PT BPD Sumatera Utara Sindikasi/ 15 tahun sejak terpenuhinya seluruh syarat 7,49% - 9,25% Jaminan Pemerintah/ Debt to Equity
Syndicated efektif pemberian kredit / 15 years as from Government Guarantee Ratio Max 500%
the fulfillment of all effective conditions for
granting credit
114
Page 779
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
28. Pinjaman Jangka Panjang (Lanjutan) 28. Long-term Loans (Continued)
Suku Bunga
Nama
Kreditur/ Tanggal Jatuh Tempo Perjanjian Kredit/ Per Tahun/ Agunan/ Financial
Fasilitas/
Creditor Maturity Date Of Credit Agreement Interest rate Collateral Covenant
Facility Name
per annum
Perusahaan/The Company
Pinjaman Transaksi Khusus/ Special Transaction Loans
PT Bank Mandiri (Persero) Tbk Sindikasi/ 26 Desember 2026/ 7,25% - 10,15% Negative Pledge Debt to Equity
Syndicated December 26, 2026 Ratio Max 300%
Debt Service
Coverage Ratio
min 1.25 x
Current Ratio min
100%
Lembaga Pembiayaan Ekspor Impor Sindikasi/ 26 Desember 2026/ 7,25% - 10,15% Negative Pledge Debt to Equity
Syndicated December 26, 2026 Ratio Max 300%
Debt Service
Coverage Ratio
min 1.25 x
Current Ratio min
100%
PT Sarana Multi Infrastruktur (Persero) Sindikasi/ 26 Desember 2026/ 7,25% - 10,15% Negative Pledge Debt to Equity
Syndicated December 26, 2026 Ratio Max 300%
Debt Service
Coverage Ratio
min 1.25 x
Current Ratio min
100%
Entitas Anak/ Subsidiaries - PT Kereta Commuter Indonesia
Proyek Pengembangan Commuterline Jabodetabek/
Jabodetabek Commuterline Development Project
PT Bank Mandiri (Persero) Tbk Sindikasi/ 25 Desember 2027/ December 25, 2027 9,38-9,77% -Fiduciary of movable assets Debt to Equity
Syndicated - Fiduciary on bills Ratio Max 300%
- Fiduciary over bank Current Ratio min
accounts 100%
- Company Guarantee Debt Service
Coverage Ratio
min 1.50 x
PT Bank Negara Indonesia (Persero) Tbk Sindikasi/ 25 Desember 2027/ December 25, 2027 9,38-9,77% -Fiduciary of movable assets Debt to Equity
Syndicated - Fiduciary on bills Ratio Max 300%
- Fiduciary over bank Current Ratio min
accounts 100%
- Company Guarantee Debt Service
Coverage Ratio
min 1.50 x
PT Bank Rakyat Indonesia (Persero) Tbk Sindikasi/ 25 Desember 2027/ December 25, 2027 9,38-9,77% -Fiduciary of movable assets Debt to Equity
Syndicated - Fiduciary on bills Ratio Max 300%
- Fiduciary over bank Current Ratio min
accounts 100%
- Company Guarantee Debt Service
Coverage Ratio
min 1.50 x
PT Bank Central Asia Tbk Sindikasi/ 25 Desember 2027/ December 25, 2027 9,38-9,77% -Fiduciary of movable assets Debt to Equity
Syndicated - Fiduciary on bills Ratio Max 300%
- Fiduciary over bank Current Ratio min
accounts 100%
- Company Guarantee Debt Service
Coverage Ratio
min 1.50 x
115
Page 780
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
28. Pinjaman Jangka Panjang (Lanjutan) 28. Long-term Loans (Continued)
Suku Bunga
Nama
Kreditur/ Tanggal Jatuh Tempo Perjanjian Kredit/ Per Tahun/ Agunan/ Financial
Fasilitas/
Creditor Maturity Date Of Credit Agreement Interest rate Collateral Covenant
Facility Name
per annum
Entitas Anak/ Subsidiaries - PT Kereta Commuter Indonesia
Proyek Pengadaan 10 Unit Rangkaian Kereta/ Procurement
Project for 10 Train Series Units
PT Bank Mandiri (Persero) Tbk Sindikasi/ 19 Januari 2031/ January 19, 2031 9,38-9,77% Sarana KRL/ rolling stock Debt to Equity
Syndicated KRL Ratio Max 300%
Current Ratio min
100%
Debt Service
Coverage Ratio
min 1.50 x
PT Bank Negara Indonesia (Persero) Tbk Sindikasi/ 19 Januari 2031/ January 19, 2031 9,38-9,77% Sarana KRL/ rolling stock Debt to Equity
Syndicated KRL Ratio Max 300%
Current Ratio min
100%
Debt Service
Coverage Ratio
min 1.50 x
PT Bank Rakyat Indonesia (Persero) Tbk Sindikasi/ 19 Januari 2031/ January 19, 2031 9,38-9,77% Sarana KRL/ rolling stock Debt to Equity
Syndicated KRL Ratio Max 300%
Current Ratio min
100%
Debt Service
Coverage Ratio
min 1.50 x
PT Bank Central Asia Tbk Sindikasi/ 19 Januari 2031/ January 19, 2031 9,38-9,77% Sarana KRL/ rolling stock Debt to Equity
Syndicated KRL Ratio Max 300%
Current Ratio min
100%
Debt Service
Coverage Ratio
min 1.50 x
Entitas Anak/ Subsidiaries - PT KA Properti Manajemen
Pengadaan Managed Service Automatic Fare Collection (AFC) LRT
Jabodebek/
Procurement Managed Service Automatic Fare Collection (AFC) LRT
Jabodebek
PT Bank Mandiri (Persero) Tbk Tidak 9 Maret 2027 / March 9, 2027 7,51% - Tagihan dan pendapatan Debt to Equity
Berulang/ dari proyek AFC yang akan Ratio Max 2.00
No Revolving diikat fidusia / Bills and Debt Service
revenues from the AFC Coverage Ratio
project that will pay the min 1.25
fiduciary
- Omzet kontrak yang akan
diikat cessie / Contract
turnover that willpay cessie
- Rekening penerimaan
kontrak yang akan diikat
dengan pengikatan gadai /
Account acceptance of the
contract to be taken with the
binding of the pledge
Pada tanggal 31 Desember 2023, Perusahaan As of December 31, 2023, the Company could
tidak dapat memenuhi financial covenant yang not meet the required financial covenants,
disyaratkan, yaitu Debt Service Coverage namely Debt Service Coverage Ratio (DSCR)
Ratio (DSCR) dan current ratio. Atas hal and current ratio. For this reason, the
tersebut, Perusahaan telah mendapat Surat Company has received an Approval Letter of
Persetujuan Permohonan Pengecualian dari Request for Exception from the banks.
perbankan.
116
Page 781
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
28. Pinjaman Jangka Panjang (Lanjutan) 28. Long-term Loans (Continued)
Mutasi atas saldo fasilitas tersebut adalah Movement of the balance of these facilities are
sebagai berikut: as follow:
2023
Kreditur/ Saldo Awal/ Pencairan/ Pembayaran/ Non-kas/ Saldo Akhir/ Pembayaran Bunga/
Creditor Beginning Balance Drawdown Payment Non-Cash Ending Balance Interest Payment
Perusahaan/The Company
Pinjaman Sindikasi Proyek Pengadaan 144 unit lokomotif, 1.200 unit
gerbong (KKBW) dan 1.200 unit gerbong (PPCW)/
Procurement of 144 units of locomotive, 1,200 units of the wagon
(KKBW) and 1,200 units of wagon (PPCW)
PT Bank Negara Indonesia (Persero) Tbk 585.527.481 -- (189.400.000) -- 396.127.481 43.412.224
PT Bank Rakyat Indonesia (Persero) Tbk 585.527.481 -- (189.400.000) -- 396.127.481 43.412.224
Proyek Pengadaan 10 Set KRL Commuter Jabodetabek/
Procurement of 10 set KRL Jabodetabek Commuter Railways Project
Kementerian Keuangan 24.444.156 -- (1.018.507) -- 23.425.649 1.747.391
Proyek Pengadaan 600 KKBW, 600 PPCW dan 1.213 KKBW/
Procurement of 600 KKBW, 600 PPCW and 1,213 PPCW Project
PT Bank Central Asia Tbk 598.069.386 -- (133.910.247) -- 464.159.139 48.599.946
Pinjaman Sindikasi Commuterline (Jabodetabek)/
Syndicated Loan Agreement of Commuterline (Jabodetabek)
PT Bank Mandiri (Persero) Tbk 118.078.376 -- (19.989.171) -- 98.089.205 10.821.765
PT Bank Negara Indonesia (Persero) Tbk 118.078.376 -- (19.989.170) -- 98.089.206 10.821.765
PT Bank Rakyat Indonesia (Persero) Tbk 117.471.231 -- (19.886.388) -- 97.584.843 10.766.121
PT Bank Central Asia Tbk 118.078.376 -- (19.989.170) -- 98.089.206 10.821.765
Proyek Pengadaan 50 Lokomotif General Electric/
Procurement of 50 General Electric Locomotives Piroject
Export-Import Bank of United States 277.446.558 -- (168.926.302) (7.629.914) 100.890.342 4.735.673
Perjanjian Sindikasi Bandara Soekarno Hatta (Basoetta)/
Syndicated Loan Agreement os Soekarno Hatta Ariport (Basoetta)
PT Bank Mandiri (Persero) Tbk 278.527.572 -- (34.815.946) -- 243.711.626 25.985.092
PT Bank Negara Indonesia (Persero) Tbk 278.527.572 -- (34.815.946) -- 243.711.626 25.985.092
PT Bank Rakyat Indonesia (Persero) Tbk 278.527.572 -- (34.815.946) -- 243.711.626 25.985.092
PT Bank Central Asia Tbk 278.527.572 -- (34.815.946) -- 243.711.626 25.985.092
Pinjaman Transaksi Khusus/
Spesial Transaction Loan (PTK)
PT Bank Mandiri (Persero) Tbk 317.520.000 -- (62.880.000) -- 254.640.000 24.584.560
Lembaga Pembiayaan Ekspor Impor 246.956.000 -- (48.912.000) -- 198.044.000 19.120.775
PT Sarana Multi Infrastruktur (Persero) 282.247.000 -- (55.884.000) -- 226.363.000 21.853.876
Biaya Transaksi yang Belum Diamortisasi/
(3.241.123) -- -- 768.225 (2.472.898) --
Unamortized transaction cost
Perjanjian Pinjaman Sindikasi Proyek Light Rail Transit (LRT)/
Light Rail Transit (LRT) Syndicated Loan Agreement
PT Bank Mandiri (Persero) Tbk 2.525.463.436 562.824.569 -- -- 3.088.288.005 56.245.833
PT Bank Rakyat Indonesia (Persero) Tbk 2.020.370.748 450.259.656 -- -- 2.470.630.404 44.996.667
PT Bank Negara Indonesia (Persero) Tbk 2.020.370.748 450.259.656 -- -- 2.470.630.404 44.996.667
PT Bank Central Asia Tbk 2.020.370.748 450.259.656 -- -- 2.470.630.404 44.996.667
PT Bank CIMB Niaga Tbk 2.020.370.749 450.259.655 -- -- 2.470.630.404 44.996.667
PT Sarana Multi Infrastruktur (Persero) 1.515.278.062 337.694.742 -- -- 1.852.972.804 33.747.500
PT Bank Shinhan Indonesia 232.523.488 51.820.166 -- -- 284.343.654 5.178.645
PT Bank KEB Hana Indonesia 465.046.975 103.640.330 -- -- 568.687.305 10.357.289
PT Bank DKI 465.046.975 103.640.330 -- -- 568.687.305 10.357.289
PT Bank Mega Tbk 465.046.975 103.640.330 -- -- 568.687.305 10.357.289
PT BPD Sumatera Selatan dan
Bangka Belitung 286.151.843 59.741.111 -- -- 345.892.954 5.970.224
PT BPD Sumatera Utara 225.399.833 54.263.251 -- -- 279.663.084 5.422.794
Entitas Anak/ Subsidiaries - PT Kereta Commuter Indonesia
Proyek Pengembangan Commuterline Jabodetabek/
Jabodetabek Commuterline Development Project
PT Bank Mandiri (Persero) Tbk 57.490.313 -- (14.860.618) -- 42.629.695 5.078.389
PT Bank Negara Indonesia (Persero) Tbk 57.490.313 -- (14.860.618) -- 42.629.695 5.078.389
PT Bank Rakyat Indonesia (Persero) Tbk 57.490.313 -- (14.860.618) -- 42.629.695 5.078.389
PT Bank Central Asia Tbk 57.490.313 -- (14.860.618) -- 42.629.695 5.078.389
Subjumlah/ Subtotal 18.991.715.418 3.178.303.452 (1.128.891.211) (6.861.689) 21.034.265.970 692.575.540
117
Page 782
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
28. Pinjaman Jangka Panjang (Lanjutan) 28. Long-term Loans (Continued)
2023
Kreditur/ Saldo Awal/ Pencairan/ Pembayaran/ Non-kas/ Saldo Akhir/ Pembayaran Bunga/
Creditor Beginning Balance Drawdown Payment Non-Cash Ending Balance Interest Payment
Entitas Anak/ Subsidiaries - PT Kereta Commuter Indonesia
Proyek Pengadaan 10 Unit Rangkaian Kereta/
Procurement of 10 trainset units
PT Bank Mandiri (Persero) Tbk 114.468.750 -- (13.875.000) -- 100.593.750 10.456.828
PT Bank Negara Indonesia (Persero) Tbk 114.468.750 -- (13.875.000) -- 100.593.750 10.456.828
PT Bank Rakyat Indonesia (Persero) Tbk 114.468.750 -- (13.875.000) -- 100.593.750 10.456.828
PT Bank Central Asia Tbk 114.468.750 -- (13.875.000) -- 100.593.750 10.456.828
Entitas Anak/ Subsidiaries - PT KA Properti Manajemen
Pengadaan Managed Service Automatic Fare Collection (AFC) LRT
Jabodebek/
Procurement Managed Service Automatic Fare Collection (AFC) LRT
Jabodebek
PT Bank Mandiri (Persero) Tbk 30.000.000 22.000.000 (52.000.000) -- -- 881.343
Subjumlah/ Subtotal 487.875.000 22.000.000 (107.500.000) -- 402.375.000 42.708.655
Jumlah/ Total 19.479.590.418 3.200.303.452 (1.236.391.211) (6.861.689) 21.436.640.970 735.284.195
2022
Kreditur/ Saldo Awal/ Pencairan/ Pembayaran/ Non Kas/ Saldo Akhir/ Pembayaran Bunga/
Creditor Beginning Balance Drawdown Payment Non-Cash Ending Balance Interest Payment
Perusahaan/The Company
Pinjaman Sindikasi Proyek Pengadaan 144 unit lokomotif, 1.200 unit
gerbong (KKBW) dan 1.200 unit gerbong (PPCW)/
Procurement of 144 units of locomotive, 1,200 units of the wagon
(KKBW) and 1,200 units of wagon (PPCW)
PT Bank Negara Indonesia (Persero) Tbk 727.577.481 -- (142.050.000) -- 585.527.481 42.173.103
PT Bank Rakyat Indonesia (Persero) Tbk 727.577.481 -- (142.050.000) -- 585.527.481 42.173.103
Proyek Pengadaan 10 Set KRL Commuter Jabodetabek/
Procurement of 10 set KRL Jabodetabek Commuter Railways Project
Kementerian Keuangan 25.462.663 -- (1.018.507) -- 24.444.156 1.828.925
Proyek Pengadaan 600 KKBW, 600 PPCW dan 1.213 KKBW/
Procurement of 600 KKBW, 600 PPCW and 1,213 PPCW Project
PT Bank Central Asia Tbk 698.502.071 -- (100.432.685) -- 598.069.386 41.798.323
Pinjaman Sindikasi Commuterline (Jabodetabek)/
Syndicated Loan Agreement of Commuterline (Jabodetabek)
PT Bank Mandiri (Persero) Tbk 133.070.254 -- (14.991.878) -- 118.078.376 9.059.480
PT Bank Negara Indonesia (Persero) Tbk 133.070.254 -- (14.991.878) -- 118.078.376 9.059.480
PT Bank Rakyat Indonesia (Persero) Tbk 132.386.023 -- (14.914.792) -- 117.471.231 9.012.897
PT Bank Central Asia Tbk 133.070.254 -- (14.991.878) -- 118.078.376 9.059.480
Proyek Pengadaan 50 Lokomotif General Electric/
Procurement of 50 General Electric Locomotives Piroject
Export-Import Bank of United States 409.939.099 -- (164.791.662) 32.299.121 277.446.558 8.498.874
Perjanjian Sindikasi Bandara Soekarno Hatta (Basoetta)/
Syndicated Loan Agreement os Soekarno Hatta Ariport (Basoetta)
PT Bank Mandiri (Persero) Tbk 304.639.532 -- (26.111.960) -- 278.527.572 20.889.874
PT Bank Negara Indonesia (Persero) Tbk 304.639.532 -- (26.111.960) -- 278.527.572 20.889.874
PT Bank Rakyat Indonesia (Persero) Tbk 304.639.532 -- (26.111.960) -- 278.527.572 20.889.874
PT Bank Central Asia Tbk 304.639.532 -- (26.111.960) -- 278.527.572 20.889.874
Pinjaman Transaksi Khusus/
Spesial Transaction Loan (PTK)
PT Bank Mandiri (Persero) Tbk 364.680.000 -- (47.160.000) -- 317.520.000 28.667.637
Lembaga Pembiayaan Ekspor Impor 283.640.000 -- (36.684.000) -- 246.956.000 22.296.937
PT Sarana Multi Infrastruktur (Persero) 324.160.000 -- (41.913.000) -- 282.247.000 25.482.543
Biaya Transaksi yang Belum Diamortisasi/
(4.009.348) -- -- 768.225 (3.241.123) --
Unamortized transaction cost
Perjanjian Pinjaman Sindikasi Proyek Light Rail Transit (LRT)/
Light Rail Transit (LRT) Syndicated Loan Agreement
PT Bank Mandiri (Persero) Tbk 2.008.151.563 464.783.500 -- 52.528.373 2.525.463.436 --
PT Bank Rakyat Indonesia (Persero) Tbk 1.606.521.250 371.826.798 -- 42.022.700 2.020.370.748 --
PT Bank Negara Indonesia (Persero) Tbk 1.606.521.250 371.826.798 -- 42.022.700 2.020.370.748 --
PT Bank Central Asia Tbk 1.606.521.250 371.826.798 -- 42.022.700 2.020.370.748 --
PT Bank CIMB Niaga Tbk 1.606.521.251 371.826.798 -- 42.022.700 2.020.370.749 --
PT Sarana Multi Infrastruktur (Persero) 1.204.890.938 278.870.100 -- 31.517.024 1.515.278.062 --
The Bank of Tokyo-Mitsubishi UFJ, Ltd 369.787.500 76.174.596 -- (445.962.096) -- --
PT Bank Shinhan Indonesia 184.893.750 42.793.365 -- 4.836.373 232.523.488 --
PT Bank KEB Hana Indonesia 369.787.500 85.586.730 -- 9.672.745 465.046.975 --
PT Bank DKI 369.787.500 85.586.730 -- 9.672.745 465.046.975 --
PT Bank Mega Tbk 369.787.500 85.586.730 -- 9.672.745 465.046.975 --
PT BPD Sumatera Selatan dan
Bangka Belitung -- 5.425.339 -- 280.726.504 286.151.843
PT BPD Sumatera Utara 36.978.750 12.545.471 -- 175.875.612 225.399.833 --
Subjumlah/ Subtotal 16.647.834.362 2.624.659.753 (840.438.120) 329.698.171 18.761.754.166 332.670.278
118
Page 783
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
28. Pinjaman Jangka Panjang (Lanjutan) 28. Long-term Loans (Continued)
2022
Kreditur/ Saldo Awal/ Pencairan/ Pembayaran/ Non Kas/ Saldo Akhir/ Pembayaran Bunga/
Creditor Beginning Balance Drawdown Payment Non-Cash Ending Balance Interest Payment
Entitas Anak/ Subsidiaries - PT Kereta Commuter Indonesia
Proyek Pengembangan Commuterline Jabodetabek/
Jabodetabek Commuterline Development Project
PT Bank Mandiri (Persero) Tbk 72.350.930 -- (14.860.617) -- 57.490.313 4.803.680
PT Bank Negara Indonesia (Persero) Tbk 72.350.930 -- (14.860.617) -- 57.490.313 4.803.680
PT Bank Rakyat Indonesia (Persero) Tbk 72.350.930 -- (14.860.617) -- 57.490.313 4.803.680
PT Bank Central Asia Tbk 72.350.930 -- (14.860.617) -- 57.490.313 4.803.680
Entitas Anak/ Subsidiaries - PT Kereta Commuter Indonesia
Proyek Pengadaan 10 Unit Rangkaian Kereta/
Procurement of 10 trainset units
PT Bank Mandiri (Persero) Tbk -- -- -- 114.468.750 114.468.750 --
PT Bank Negara Indonesia (Persero) Tbk -- -- -- 114.468.750 114.468.750 --
PT Bank Rakyat Indonesia (Persero) Tbk -- -- -- 114.468.750 114.468.750 --
PT Bank Central Asia Tbk -- -- -- 114.468.750 114.468.750 --
Entitas Anak/ Subsidiaries - PT Railink
Proyek Pengadaan 10 Unit Rangkaian Kereta/
Procurement of 10 trainset units
PT Bank Mandiri (Persero) Tbk 124.875.000 -- (10.406.250) (114.468.750) -- 8.571.663
PT Bank Negara Indonesia (Persero) Tbk 124.875.000 -- (10.406.250) (114.468.750) -- 8.571.663
PT Bank Rakyat Indonesia (Persero) Tbk 124.875.000 -- (10.406.250) (114.468.750) -- 8.571.663
PT Bank Central Asia Tbk 124.875.000 -- (10.406.250) (114.468.750) -- 8.571.663
Entitas Anak/ Subsidiaries - PT KA Properti Manajemen
Pengadaan Managed Service Automatic Fare Collection (AFC) LRT
Jabodebek/
Procurement Managed Service Automatic Fare Collection (AFC) LRT
Jabodebek
PT Bank Mandiri (Persero) Tbk -- 30.000.000 -- -- 30.000.000 1.434.513
Subtotal 788.903.720 30.000.000 (101.067.468) -- 717.836.252 54.935.885
Total 17.436.738.082 2.654.659.753 (941.505.588) 329.698.171 19.479.590.418 387.606.163
29. Utang Obligasi 29. Bonds Payable
Rincian utang obligasi adalah sebagai berikut: The details of bonds payable are as follows:
2023 2022
Obligasi I Kereta Api Indonesia: Kereta Api Indonesia Bond I:
Seri B 1.000.000.000 1.000.000.000 Seri B
Subjumlah 1.000.000.000 1.000.000.000 Subtotal
Obligasi II Kereta Api Indonesia: Kereta Api Indonesia Bond II:
Seri A 900.000.000 900.000.000 Seri A
Seri B 1.100.000.000 1.100.000.000 Seri B
Subjumlah 2.000.000.000 2.000.000.000 Subtotal
Obligasi Berkelanjutan I Kereta Kereta Api Indonesia
Api Indonesia Tahun 2022: Continuing Bond I Year 2022:
Seri A 634.000.000 634.000.000 Seri A
Seri B 866.000.000 866.000.000 Seri B
Subjumlah 1.500.000.000 1.500.000.000 Subtotal
Jumlah 4.500.000.000 4.500.000.000 Total
Biaya Penerbitan Obligasi Unamortized Bond
yang belum Diamortisasi (6.677.456) (9.239.619) Issuance Cost
Jumlah Utang Obligasi 4.493.322.544 4.490.760.381 Total Bonds Payable
Bagian Utang Obligasi yang Portion of Obligation
Jatuh Tempo dalam Satu Tahun Maturing within One Year
Obligasi I Kereta Api Indonesia: Kereta Api Indonesia Bond I:
Seri B 1.000.000.000 -- Seri B
Obligasi II Kereta Api Indonesia: Kereta Api Indonesia Bond II:
Seri A 900.000.000 -- Seri A
Biaya Penerbitan Obligasi Unamortized Bond
yang Belum Diamortisasi (1.147.075) -- Issuance Cost
Jumlah Bagian Obligasi Total Portion of Obligation
yang Jatuh Tempo Maturing
dalam Satu Tahun 1.898.852.925 -- within One Year
Bagian Jangka Panjang 2.594.469.619 4.490.760.381 Long Term Portion
119
Page 784
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
29. Utang Obligasi (Lanjutan) 29. Bonds Payable (Continued)
Jumlah pembayaran kembali untuk utang The amounts of repayments of bond payable
obligasi menurut tahun jatuh tempo adalah by years of manurity are as follow:
sebagai berikut:
Tahun Jatuh Tempo/ Jumlah/
Year of Maturity Total (Rp)
2024 1.900.000.000
2026 1.100.000.000
2027 634.000.000
2029 866.000.000
Total 4.500.000.000
a. Obligasi I Kereta Api Indonesia Tahun 2017 a. Kereta Api Indonesia Bonds I year 2017
Pada tanggal 13 November 2017, Grup telah On November 13, 2017, the Group has
mendapatkan pernyataan efektif dari Otoritas received an effective statement from Chairman
Jasa Keuangan (OJK) atas penerbitan of the Financial Services Authority (OJK) for
Obligasi I Kereta Api Indonesia tahun 2017 the issuance of Kereta Api Indonesia Bonds I
dengan 2 (dua) seri yaitu: year 2017 with 2 (two) series which are as
follows:
a. Seri A senilai Rp1.000.000.000 dengan a. A Series amounting to Rp1,000,000,000
suku bunga 7,75% per tahun. Pada with a fixed interest rate of 7.75% per
tanggal 18 November 2022, Grup telah annum. On November 18, 2022, The
melunasi Obligasi I seri A Kereta Api Group has paid off Kereta Api Indonesia
Indonesia Tahun 2017 sebesar 2017 Bond I series A year 2017 of
Rp1.000.000.000 sesuai jadwal. Rp1,000,000,000 on schedule.
b. Seri B senilai Rp1.000.000.000 dengan b. B Series amounting to Rp1,000,000,000
suku bunga 8,25% per tahun, akan jatuh with annual interest rate of 8.25%. The
tempo tanggal 21 November 2024. bonds payable will mature on November
21, 2024.
Total dana yang diterima Grup pada tanggal Total funds received by the Group on
21 November 2017, dari hasil penerbitan November 21, 2017, from the first issuance of
perdana Obligasi I tahun 2017 adalah sebesar Bonds I year 2017 was Rp2,000,000,000.
Rp2.000.000.000. Sesuai perjanjian dengan Based on the agreement with PT Bank Mega
PT Bank Mega Tbk selaku Wali Amanat dan Tbk as Trustee and the Group’s prospectus for
prospektus utang obligasi Grup, sekitar 55% bonds payable, approximately 55% of funds
dari dana yang diperoleh akan digunakan received will be used for Soekarno-Hatta
untuk penyelesaian proyek KA Bandara (Basoetta) Airport Train project and
Soekarno-Hatta (Basoetta) dan sekitar 45% approximately 45% for purchasing trains.
akan digunakan untuk pembelian kereta.
Obligasi ditawarkan dengan nilai 100% dari The bonds were offered at 100% of the
jumlah pokok. Bunga obligasi dibayarkan principal amount. Bond interest is paid
setiap triwulan. quarterly.
Obligasi I Kereta Api Indonesia mendapatkan Kereta Api Indonesia Bonds I is rated "AAA" for
peringkat "AAA" untuk penerbitan obligasi dari the issuance of bonds by PT Pemeringkat Efek
PT Pemeringkat Efek Indonesia (PEFINDO). Indonesia (PEFINDO). The rating indicates the
Peringkat tersebut menunjukkan kemungkinan likelihood of timely payment of principal and
pembayaran tepat waktu atas jumlah pokok interest.
dan bunga.
120
Page 785
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
29. Utang Obligasi (Lanjutan) 29. Bonds Payable (Continued)
Grup juga diwajibkan untuk mempertahankan The Group is also required to maintain certain
rasio-rasio keuangan tertentu selama periode financial ratios during the bonds payable period
utang obligasi sebagai berikut: as follows:
a. Perbandingan Total Pinjaman terhadap a. Ratio of Total Debt to Total Equity is not
Total Ekuitas tidak lebih dari 5:1 more than 5:1
b. Perbandingan Profit sebelum Beban Pajak b. Ratio of Earning Before Income Tax and
Penghasilan dan Penyusutan dan Depreciation and Amortization to Interest
Amortisasi terhadap Beban Bunga Expenses is not less than 1:1
Pinjaman tidak kurang dari 1:1
Pada 12 April 2023, Obligasi I Kereta Api On of April 12, 2023, Kereta Api Indonesia
Indonesia mendapatkan peringkat "AAA" dari Bonds I is rated "AAA" by
PEFINDO untuk periode 11 April 2023 hingga PEFINDO for the period April 11, 2023 until
1 April 2024. April 1, 2024.
b. Obligasi II Kereta Api Indonesia Tahun 2019 b. Kereta Api Indonesia Bonds II year 2019
Pada tanggal 6 Desember 2019, Grup telah On December 6, 2019, the Group has received
mendapatkan pernyataan efektif dari Otoritas an effective statement from Chairman of the
Jasa Keuangan (OJK) atas penerbitan Obligasi Financial Services Authority (OJK) for the
II Kereta Api Indonesia tahun 2019 dengan 2 issuance of Kereta Api Indonesia Bonds II year
(dua) seri yaitu: 2019 with 2 (two) series which are as follows:
a. Seri A senilai Rp900.000.000 dengan suku a. A Series amounting to Rp900,000,000 with
bunga 7,75% per tahun, akan jatuh tempo a fixed interest rate of 7.75% per annum.
tanggal 16 Desember 2024. The bonds payable will mature on
December 16, 2024.
b. Seri B senilai Rp1.100.000.000 dengan b. B Series amounting to Rp1,100,000,000
suku bunga 8,20% per tahun, akan jatuh with annual interest rate of 8.20% per
tempo tanggal 16 Desember 2026. annum. The bonds payable will mature on
December 16, 2026.
Total dana yang diterima Grup pada tanggal Total funds received by the Group on
13 Desember 2019, dari hasil penerbitan December 13, 2019, from the first issuance of
perdana Obligasi II tahun 2019 adalah sebesar Bonds II year 2019 was Rp2,000,000,000.
Rp2.000.000.000. Sesuai perjanjian dengan Based on the agreement with PT Bank Mega
PT Bank Mega Tbk selaku Wali Amanat dan Tbk as Trustee and the Group's prospectus for
prospektus utang obligasi Grup, sekitar bonds payable, around Rp1,200,000,000 that
Rp1.200.000.000 akan digunakan untuk will be allocate for facility refinancing by
refinancing fasilitas pada PT Bank HSBC dan PT Bank HSBC Indonesia and the rest will be
sisanya akan digunakan untuk used for procurement/maintenance.
pengadaan/perbaikan sarana.
Obligasi ditawarkan dengan nilai 100% dari The bonds were offered at 100% of the
jumlah pokok. Bunga obligasi dibayarkan principal amount. Bond interest is paid
setiap triwulan. quarterly.
Obligasi II Kereta Api Indonesia mendapatkan Kereta Api Indonesia Bonds II is rated "AAA"
peringkat "AAA" untuk penerbitan obligasi dari for the issuance of bonds by PEFINDO.
PEFINDO. Peringkat tersebut menunjukkan The rating indicates the likelihood of timely
kemungkinan pembayaran tepat waktu atas payment of principal and interest.
jumlah pokok dan bunga.
121
Page 786
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
29. Utang Obligasi (Lanjutan) 29. Bonds Payable (Continued)
Grup juga diwajibkan untuk mempertahankan The Group is also required to maintain certain
rasio keuangan tertentu selama periode utang financial ratios during the bonds payable period
obligasi sebagai berikut: as follows:
a. Perbandingan Total Pinjaman terhadap a. Ratio of Total Debt to Total Equity is not
Total Ekuitas tidak lebih dari 5:1. more than 5:1.
b. Perbandingan Profit sebelum Beban Pajak b. Ratio of Earning Before Income Tax and
Penghasilan dan Penyusutan dan Depreciation and Amortization to Interest
Amortisasi terhadap Beban Bunga Expenses is not less than 1:1.
Pinjaman tidak kurang dari 1:1.
Pada 12 April 2023, Obligasi II Grup As of April 12, 2023, Group Bonds II is rated
mendapatkan peringkat "AAA" dari PEFINDO "AAA" by PEFINDO for the period April 11,
untuk periode 11 April 2023 hingga 1 April 2023 until April 1, 2024.
2024.
c. Obligasi Berkelanjutan I Kereta Api c. Kereta Api Indonesia Continuing Bonds I
Indonesia Tahun 2022 year 2022
Pada tanggal 29 Juli 2022, Grup telah On July 29, 2022, the Group has received an
mendapatkan pernyataan efektif dari Otoritas effective statement from Chairman of the
Jasa Keuangan (OJK) atas penerbitan Obligasi Financial Services Authority (OJK) for the
Berkelanjutan I Kereta Api Indonesia tahun issuance of Kereta Api Indonesia Continuing
2022 dengan 2 (dua) seri yaitu: Bonds I year 2022 with 2 (two) series which
are as follows:
a. Seri A senilai Rp634.000.000 dengan suku a. A Series amounting to Rp634,000,000 with
bunga 7,10% per tahun, akan jatuh tempo a fixed interest rate of 7.10% per annum.
tanggal 5 Agustus 2027. The bonds payable will mature on August
5, 2027.
b. Seri B senilai Rp866.000.000 dengan suku b. B Series amounting to Rp866,000,000 with
bunga 8,00% per tahun, akan jatuh tempo annual interest rate of 8.00% per annum.
tanggal 5 Agustus 2029. The bonds payable will mature on
August 5, 2029.
Total dana yang diterima Grup pada tanggal Total funds received by the Group on
5 Agustus 2022, dari hasil penerbitan perdana August 5, 2022, from the first issuance of
Obligasi Berkelanjutan I tahun 2022 adalah Bonds I year 2022 was Rp1,500,000,000.
sebesar Rp1.500.000.000. Sesuai perjanjian Based on the agreement with PT Bank Mega
dengan PT Bank Mega Tbk selaku Wali Tbk as Trustee and the Group's prospectus for
Amanat dan prospektus utang obligasi Grup, bonds payable, around Rp1,000,000,000 that
sekitar Rp1.000.000.000 digunakan untuk allocated for for payment of Kereta Api
pembayaran utang pokok Obligasi I Kereta Api Indonesia Bonds I year 2017 Series A and the
Indonesia tahun 2017 Seri A sisanya akan rest will be used for developing railway
digunakan untuk pengembangan angkutan transport in Southern Sumatera in form of
perkeretaapian Sumatera Bagian Selatan yang railway infrastucture.
berupa prasarana perkeretaapian.
Obligasi ditawarkan dengan nilai 100% dari The bonds were offered at 100% of the
jumlah pokok. Bunga obligasi dibayarkan principal amount. Bond interest is paid
setiap triwulan. quarterly.
Obligasi Berkelanjutan I Grup mendapatkan Group Continuing Bonds I is rated "AA+" for
peringkat "AA+" untuk penerbitan obligasi dari the issuance of bonds by PEFINDO. The
PEFINDO. Peringkat tersebut menunjukkan rating indicates the likelihood of timely
kemungkinan pembayaran tepat waktu atas payment of principal and interest.
jumlah pokok dan bunga.
122
Page 787
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
29. Utang Obligasi (Lanjutan) 29. Bonds Payable (Continued)
Grup juga diwajibkan untuk mempertahankan The Group is also required to maintain certain
rasio keuangan tertentu selama periode utang financial ratios during the bonds payable
obligasi sebagai berikut: period as follows:
a. Perbandingan Total Pinjaman terhadap a. Ratio of Total Debt to Total Equity is not
Total Ekuitas tidak lebih dari 5:1. more than 5:1.
b. Perbandingan Profit sebelum Beban Pajak b. Ratio of Earning Before Income Tax and
Penghasilan dan Penyusutan dan Depreciation and Amortization to Interest
Amortisasi terhadap Beban Bunga Expenses is not less than 1:1.
Pinjaman tidak kurang dari 1:1.
Pada 12 April 2023, Obligasi Berkelanjutan I As of April 12, 2023, Group Continuing Bonds I
Grup mendapatkan peringkat "AAA" dari is rated "AAA" by PEFINDO for the period April
PEFINDO untuk periode 11 April 2023 hingga 11, 2023 until April 1, 2024.
1 April 2024.
30. Sukuk Ijarah 30. Sukuk Ijarah
2023 2022
Sukuk Berkelanjutan I Kereta Kereta Api Indonesia Continuing
Api Indonesia Tahun 2022: Sukuk I Year 2022:
Seri A 117.350.000 117.350.000 Seri A
Seri B 382.650.000 382.650.000 Seri B
Jumlah 500.000.000 500.000.000 Total
Biaya Penerbitan Sukuk Unamortized Sukuk
yang belum Diamortisasi (1.413.806) (1.692.889) Issuance Cost
Jumlah Sukuk 498.586.194 498.307.111 Total Sukuk
Jumlah pembayaran kembali untuk sukuk The amounts of repayments of sukuk ijarah by
ijarah menurut tahun jatuh tempo adalah years of manurity are as follow:
sebagai berikut:
Tahun Jatuh Tempo/ Jumlah/
Year of Maturity Total
2027 117.350.000
2029 382.650.000
Total 500.000.000
a. Sukuk Ijarah Berkelanjutan I Kereta Api a. Kereta Api Indonesia Continuing Sukuk
Indonesia Tahap I Tahun 2022 Ijarah I Phase I year 2022
Pada tanggal 29 Juli 2022, Grup telah On July 29, 2022, the Group has received an
mendapatkan pernyataan efektif dari Otoritas effective statement from Chairman of the
Jasa Keuangan (OJK) atas penerbitan Sukuk Financial Services Authority (OJK) for the
Ijarah Berkelanjutan I Kereta Api Indonesia issuance of Kereta Api Indonesia Continuing
Tahap I Tahun 2022 dengan 2 (dua) seri yaitu: Sukuk Ijarah I Phase I year 2022 with 2 (two)
series which are as follows:
a. Seri A senilai Rp117.350.000 dengan a. A Series amounting to Rp117,350,000 with
dengan cicilan imbalan ijarah sebesar ijarah’s installment benefit of Rp8,331,850
Rp8.331.850 per tahun, akan jatuh tempo per annum. Sukuk will mature on
tanggal 5 Agustus 2027. August 5, 2027.
123
Page 788
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
30. Sukuk Ijarah (Lanjutan) 30. Sukuk Ijarah (Continued)
b. Seri B senilai Rp382.650.000 dengan b. B Series amounting to Rp382,650,000 with
cicilan imbalan ijarah sebesar ijarah’s installment benefit of Rp30,612,000
Rp30.612.000 per tahun, akan jatuh tempo per annum. Sukuk will mature on August 5,
tanggal 5 Agustus 2029. 2029.
Total dana yang diterima Grup pada tanggal Total funds received by the Group on August
5 Agustus 2022, dari hasil penerbitan Sukuk 5, 2022, from the first issuance of Continuing
Ijarah Berkelanjutan I Kereta Api Indonesia Sukuk Ijarah I year 2022 was Rp500.000.000.
Tahap I Tahun 2022 adalah sebesar Based on the agreement with PT Bank Mega
Rp500.000.000. Sesuai perjanjian dengan PT Tbk as Trustee and prospectus for continuing
Bank Mega Tbk selaku Wali Amanat dan bonds I and continuing sukuk ijarah I Kereta
prospektus obligasi berkelanjutan I dan sukuk Api Indonesia, around 78% that will be allocate
ijarah berkelanjutan I Kereta Api Indonesia, for developing railway transport in Southern
sekitar 78% akan digunakan untuk Sumatera in form of railway infrastucture and
pengembangan angkutan perkeretaapian the rest will be used for procurement of Adi
Sumatera Bagian Selatan yang berupa Soemarmo International Airport Train facilities
prasarana perkeretaapaian dan sisanya akan in form of KRDE trainset.
digunakan untuk pengadaan sarana KA
Bandara International Adi Soemarmo yang
berupa sarana trainset KRDE.
Sukuk ijarah ditawarkan dengan nilai 100% dari Sukuk ijarah were offered at 100% of the
jumlah pokok. principal amount.
Sukuk Ijarah Berkelanjutan I Kereta Api Kereta Api Indonesia Continuing Sukuk Ijarah I
Indonesia mendapatkan peringkat "AA+" atas is rated "AA+" for the issuance of Sukuk by
Sukuk dari PEFINDO. Peringkat tersebut PEFINDO. The rating indicates the likelihood
menunjukkan kemungkinan pembayaran tepat of timely payment of principal and ijarah
waktu atas jumlah pokok dan cicilan imbalan benefit paid quarterly.
ijarah setiap triwulan.
Grup juga diwajibkan untuk mempertahankan The Group is also required to maintain certain
rasio keuangan tertentu selama periode sukuk financial ratios during the Sukuk Ijarah period
ijarah sebagai berikut: as follows:
a. Perbandingan Total Pinjaman terhadap a. Ratio of Total Debt to Total Equity is not
Total Ekuitas tidak lebih dari 5:1. more than 5:1.
b. Perbandingan Profit sebelum Beban Pajak b. Ratio of Earning Before Income Tax and
Penghasilan dan Penyusutan dan Depreciation and Amortization to Interest
Amortisasi terhadap Beban Bunga Expenses is not less than 1:1.
Pinjaman tidak kurang dari 1:1.
Pada 12 April 2023, Sukuk Ijarah As of April 12, 2023, Group Continuing Sukuk
Berkelanjutan I Grup mendapatkan peringkat Ijarah I rated "AAA" by PEFINDO for the period
"AAA" dari PEFINDO untuk periode 11 April April 11, 2023 until April 1, 2024.
2023 hingga 1 April 2024.
31. Liabilitas Jangka Panjang Lainnya 31. Other Long-term Liabilities
Kewajiban jangka panjang lainnya merupakan Other Long-term liabilities represent deposit
dana titipan dari iuran pensiun dana tambahan funds from pension contribution and additional
dari Pemerintah Republik Indonesia dan funds from the Government of Republic of
PT Taspen (Persero) sebagai pembayaran Indonesia and PT Taspen (Persero) for
manfaat masa lalu para karyawan eks- payment of past benefits of ex-Civil Servant
Pegawai Negeri Sipil. Dana titipan ini termasuk employee. This funds include employee's
titipan dana kesehatan pegawai akan healthy deposit which will be paid to the fund
dibayarkan sesuai perjanjian dengan pihak management party based on agreement.
124
Page 789
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
31. Liabilitas Jangka Panjang Lainnya 31. Other Long-term Liabilities (Continued)
(Lanjutan)
pengelola dana. Dana titipan disimpan dalam Deposit funds are kept in the form of bank
bentuk rekening bank dan deposito. accounts and time deposits. Details of other
Rincian liabilitas jangka panjang lainnya Long-term liabilities are as follows:
sebagai berikut:
2023 2022
Titipan Dana Iuran Pensiun Pension Fund Deposits
Saldo Awal 76.394.632 88.598.426 Beginning Balance
Penerimaan: Receipts:
Penerimaan Dana Iuran Pensiun 429.685.768 434.190.756 Pension Fund Receipts
Pengembangan Dana 29.636.734 2.104.723 Fund Development
Subjumlah 459.322.502 436.295.479 Subtotal
Pembayaran Payments
BPJS Ketenagakerjaan 195.515.713 163.884.982 BPJS Ketenagakerjaan
PT Taspen (Persero) 139.073.346 113.195.726 PT Taspen (Persero)
PT Asuransi Jiwa IFG (Life) 109.869.142 171.418.565 PT Asuransi Jiwa IFG (Life)
Subjumlah 444.458.201 448.499.273 Subtotal
Saldo Akhir 91.258.933 76.394.632 Ending Balance
Titipan Dana Kesehatan Pegawai 60.679.342 53.402.087 Employee Healthy Deposits
Tantiem Direksi 7.592.201 -- Director's Tantiem
Jumlah 159.530.476 129.796.719 Total
Kisaran suku bunga per tahun dan jangka Interest rates per annum and maturity period of
waktu deposito berjangka adalah sebagai time deposits are as follows:
berikut:
2023 2022
Rupiah 6,00% - 12,00% 6,00% - 12,00% Rupiah
Jangka Waktu 1 Bulan/ 1 Bulan/ Maturity Year
Months (ARO) Months (ARO)
32. Modal Saham 32. Share Capital
Berdasarkan Peraturan Pemerintah Republik Based on Government Regulation of Republic
Indonesia No. 62 tahun 2022 tanggal of Indonesia No. 62 Year 2022 dated
31 Desember 2022, Akta No. 122 tanggal December 31, 2022, Deed No. 122 dated
11 Januari 2023 dari Notaris Nining January 11, 2023 Nining Puspitaningtyas, S.H.,
Puspitaningtyas, S.H., Sp.1., M.H., Notaris di Sp.1., M.H., and has been approved by the
Bandung dan telah mendapat persetujuan dari Minister of Law and Human Rights of Republic
Menteri Hukum dan Hak Asasi Manusia of Indonesia No. AHU-AH-01.03-0008225
dengan Surat Keputusan No. AHU-01.03- dated January 17, 2023 regarding the
0008225 tanggal 17 Januari 2023 tentang additional of issued and paid–in capital from
tentang penambahan modal yang ditempatkan Rp19,168,743,000 to Rp22,368,743,000.
dan disetor yang semula sebesar
Rp19.168.743.000 menjadi sebesar
Rp22.368.743.000.
Jumlah Lembar Saham Ditempatkan
dan Disetor Penuh/ Persentase Kepemilikan
Pemegang Saham/ Number of Issued Saham/ Jumlah Nilai Saham/ Tahun/
Shareholder and Fully Paid Shares Percentage of Ownership Total Share Value Year
Pemerintah Republik Indonesia/ 22.368.743 22.368.743.000 31 Desember 2023/ December 31, 2023
100%
The Government of Republic of Indonesia 19.168.743 19.168.743.000 31 Desember 2022/ December 31, 2022
125
Page 790
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
32. Modal Saham (Lanjutan) 32. Share Capital (Continued)
Mutasi saldo modal disetor sebagai berikut: Movement on the balance of paid- in capital is
as follows:
2023 2022
Saldo Awal Tahun 19.168.743.000 19.168.743.000 Beginning Balance
Penambahan Modal Disetor (Catatan 33) 3.200.000.000
-- -- Additional on Paid in Capital (Notes 33)
Jumlah 22.368.743.000 19.168.743.000 Total
33. Tambahan Penyertaan Modal Negara 33. Addition Of Government’s Capital
Invesment
Berdasarkan Peraturan Pemerintah Republik Based on Government Regulation of Republic
Indonesia No. 62 tahun 2022 tanggal of Indonesia No. 62 Year 2022 dated
31 Desember 2022 tentang Penambahan December 31, 2022 regarding Additional of
Penyertaan Modal Negara Republik Indonesia Republic Indonesia's Capital into Share
ke dalam Modal Saham Perusahaan Capital of (Persero) PT Kereta Api Indonesia,
Perseroan (Persero) PT Kereta Api Indonesia, it was stated that the State of Republic
disebutkan bahwa Negara Republik Indonesia Indonesia had added up its capital investment
telah melakukan penambahan penyertaan to the Company's amounting to
modal sebesar Rp3.200.000.000. Rp3,200,000,000.
Penambahan modal yang ditempatkan dan The additional of issued and paid–in capital of
disetor Perusahaan sebesar Rp3.200.000.000 the Company amounting Rp3,200,000,000
tersebut berasal dari Anggaran Pendapatan came from State's Budget Years 2022 used for
dan Belanja Negara tahun 2022 yang the completion of the fast train project between
dipergunakan untuk penyelesaian proyek Jakarta and Bandung.
Kereta Cepat antara Jakarta dan Bandung.
Pada 31 Desember 2023, seluruh On December 31, 2023, All Additional of
Penambahan Penyertaan Modal Negara Republic Indonesia's Capital has been
tersebut telah disetujui sebagai tambahan approved as additional share capital of the
modal saham Perusahaan (Catatan 32). Company (Note 32).
34. Selisih Transaksi Perubahan Ekuitas Entitas 34. Difference in transactions of changes in
Anak equity of subsidiaries
Selisih transaksi perubahan ekuitas entitas The difference in transactions for changes in
anak senilai Rp24.069.720 merupakan dampak equity in subsidiaries worth Rp24,069,720 is
transaksi peralihan bisnis Kereta Api Bandara the impact of the transaction of transferring the
Soekarno-Hatta (KA Basoetta) dari Railink ke Soekarno-Hatta Airport Railway (KA Basoetta)
KCI. business from Railink to KCI.
Berdasarkan Akta Jual Beli No. 10 antara Based on the Deed of Sale and Purchase
PT Railink dengan PT Kereta Commuter No.10 between PT Railink and PT Kereta
Indonesia tanggal 30 Desember 2022, telah Commuter Indonesia dated 30 December
dilakukan jual beli bisnis KA Basoetta, harga 2022, a sale and purchase of the Soekarno-
jual beli yang disepakati adalah Hatta Airport Railway business was carried out,
Rp329.800.000 dengan obyek jual beli: the agreed sales price was Rp329,800,000
with the object of sales:
1. 10 unit train set Kereta Rel Listrik (Electrical 1. 10 units of electric train sets (Electrical
Multiple Unit); Multiple Units);
126
Page 791
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
34. Selisih Transaksi Perubahan Ekuitas Entitas 34. Difference in transactions of changes in
Anak (Lanjutan) equity of subsidiaries (Continued)
2. 2 (dua) unit double crane hoist; 2. 2 (two) units of double crane hoists;
3. 2 (dua) unit kendaraan bermotor; 3. 2 (two) units of vehicles;
4. Peralatan kantor yang berada di kantor 4. Office equipment located at the Railink
Railink yang berlokasi di gedung Kereta office located at the Airport Train building,
Bandara, Jl. Tanjung Karang No.1, Jl. Tanjung Karang No.1, RT.011/RW.020,
RT.011/RW.020, Kelurahan Kebon Melati, Kebon Melati Village, Tanah Abang District,
Kecamatan Tanah Abang, Kota Jakarta Central Jakarta City, DKI Jakarta Province;
Pusat, Provinsi DKI Jakarta;
5. Gateway penjualan tiket dengan e-ticketing 5. Ticket sales gateway with e-ticketing
system yang berada di Stasiun Manggarai, system which are located at Manggarai
Stasiun Sudirman BNI City, Stasiun Batu Station, Sudirman BNI City Station, Batu
Ceper, Stasiun Duri, dan Stasiun Bandara Ceper Station, Duri Station, and Soekarno-
Soekarno-Hatta; dan Hatta Airport Station; and
6. Interior City Railway Station yang berada di 6. Interior of the City Railway Station located
Stasiun Sudirman BNI City. at the Station Sudirman BNI City.
Selain aset tetap, beberapa Perjanjian Material Besides fixed assets, certain Material
juga dialihkan seperti: Agreements are also transferred such as:
1. Perjanjian Induk No. RL/DIR/PKS/028/ 1. Other agreement owned by the Company
VII/2015 tanggal 7 Juli 2015 and needed by KCI for or related to
tentang Kerjasama Penyelenggaraan operational of Soekarno-Hatta Airport
Perkeretaapian Bandara Soekarno-Hatta Railway.
antara Perusahaan, PT AP II dan Railink;
1. Perjanjian antara Perusahaan dan Railink 2. The agreement between the Company and
tentang Penyelenggaraan Prasarana Railink regarding the Operational of Railway
Perkeretaapian di City Railways Station Infrastructure in City Railways Station
(CRS) dan Stasiun Perhentian KA Bandara (CRS) and the Stop Station of
Soekarno-Hatta No. RL/DIR/PKS/022/IV/ Soekarno-Hatta Airport Railway
2018 tanggal 18 April 2018; No. RL/DIR/PKS/022/IV/2018 dated
April 18, 2018;
2. Perjanjian Kredit Sindikasi No. 05 tanggal 20 3. Deed of Syndicated Credit Agreement
April 2015 yang telah diperbaharui dengan No. 05 dated April 20, 2015 which has been
Akta Adendum Perjanjian Kredit Sindikasi amended with Deed of Addendum for
No. 16 tanggal 20 Oktober 2015 yang dibuat Syndicated Credit Agreement No. 16 dated
oleh Notaris Julius Purnawan, S.H., M.Si, October 20, 2015 made by Notary Julius
Perusahaan memperoleh fasilitas pinjaman Purnawan, S.H., M.Si, the Company
sindikasi dari PT Bank Rakyat Indonesia obtained syndicated loan facility from
(Persero) Tbk (Agen Fasilitas), PT Bank PT Bank Rakyat Indonesia (Persero) Tbk
Central Asia Tbk(Agen Jaminan), PT Bank (Facility Agent), PT Bank Central Asia Tbk
Mandiri (Persero) Tbk (Peserta) dan (Fiducia Agent), PT Bank Mandiri (Persero)
PT Bank Negara Indonesia (Persero) Tbk Tbk (Member) and PT Bank Negara
(Peserta); dan Indonesia (Persero) Tbk (Member); and
3. Perjanjian-perjanjian lain yang dimiliki oleh 4. Other agreement owned by the Company
Perusahaan dan dibutuhkan oleh KCI untuk and needed by KCI for or related to
atau terkait operasional KA Bandara operational of Soekarno-Hatta Airport
Soekarno-Hatta. Railway.
Persetujuan penambahan pengoperasian pada Approval of additional operations on the
lintas pelayanan Manggarai-Bandara Udara Manggarai-Soekarno-Hatta Airport service
Soekarno-Hatta oleh KCI sesuai dengan route by KCI in accordance with the Decree
Surat Keputusan Kementerian Perhubungan of the Ministry of Transportation through
melalui Direktur Jenderal Perkeretaapian the Director General of Railways
No. KA.005/1/4/DJKA/2022, pada tanggal No. KA.005/1/4/DJKA/2022, on 29 July, 2022.
29 Juli 2022.
127
Page 792
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
35. Penggunaan Laba Bersih dan Saldo Laba 35. Distribution of the Company’s Net Profit
Perusahaan and Retained Earnings
Berdasarkan Rapat Umum Pemegang Saham Based on General Meeting of Shareholders
Tahun Buku 2022, Grup membukukan laba 2022, the Group booked income attributed to
yang diatribusikan kepada entitas induk owner of the parent entity amounted to
sebesar Rp1.782.040.477 yang dialokasikan Rp1,782,040,477 which was allocated for use
penggunaannya sebagai berikut: as follows:
a. Rp900.000.000 sebagai cadangan umum. a. Rp900,000,000 as general reserve.
b. Rp882.040.477 sebagai cadangan lainnya. b. Rp882,040,477 as other reserves.
36. Selisih Likuidasi 36. Difference of Liquidation
Berdasarkan Peraturan Pemerintah No. 19 Based on Government Regulation No. 19 of
Tahun 1998, Perusahaan berubah status dari 1998, the Company changed its status from a
Perusahaan Umum menjadi Persero terhitung Public Company to a Limited Company starting
mulai tanggal 1 Juni 1999. June 1, 1999.
Berdasarkan Laporan Auditor Independen atas Based on the Independent Auditors' Report on
Laporan Posisi Keuangan Likuidasi Perusahaan Umum Kereta Api Financial
Perusahaan Umum Kereta Api per 31 Mei Position of Liquidation as of May 31, 1999
1999 yang diaudit oleh BPKP Perwakilan which was audited by Representative Office of
Propinsi Jawa Barat berdasarkan BPKP of West Java Province, based on Report
Laporan No. LAP-02.02.05-12720/PW.10.5/99 No. LAP-02.02.05-12720/PW.10.5/99 dated
tertanggal 9 November 1999, tercatat modal November 9, 1999, it was recorded that capital
dan cadangan berupa sisa likuidasi sebesar and its reserves in the form of remaining
Rp2.208.251.318. balance upon liquidation amounted to
Rp2,208,251,318.
Berdasarkan laporan posisi keuangan Based on the Company's opening balance
pembukaan Perusahaan per 1 Juni 1999 yang report as of June 1, 1999 which was audited by
diaudit oleh BPKP Perwakilan Provinsi Jawa Representative Office of BPKP of West Java
Barat berdasarkan Laporan No. LAP-02.02.05- Province, based on Report No. LAP-02.02.05-
13026/PW.10.5/1999 tertanggal 18 November 13026/PW.10.5/1999 dated November 18,
1999, sisa likuidasi sebesar Rp2.208.251.318 1999, the remaining of liquidation value
diperhitungkan sebagai modal yang disetor amounted to Rp2,208,251,318 was taken into
sebesar Rp2.200.000.000, sisanya sebesar account as paid up capital of Rp2,200,000,000,
Rp8.251.318 menjadi cadangan modal. where the remaining of Rp8,251,318 into
capital reserves.
Atas cadangan modal sebesar Rp8.251.318 The capital reserves amounted to Rp8,251,318
telah dipindah bukukan sebagai berikut: has been transferred as follows:
Saldo per 1 Juni 1999 8.251.318 Balance as of June 1, 1999
Dipindahkan ke saldo laba (832.180)
Saldo per 31 Desember 1999 7.419.138 Balance as of December 31, 1999
Dipindahkan ke Bantuan Pemerintah (187.293) Transferred to Government
yang Belum Ditetapkan Statusnya (BPYBDS) Equity Participation (BPYBDS)
Saldo per 31 Desember 2000 7.231.845 Balance as of December 31, 2000
Dipindahkan ke BPYBDS (6.263.710) Transferred to Government Equity Participation
Jumlah 968.135 Total
128
Page 793
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
37. Kepentingan Non-pengendali 37. Non-Controlling Interest
Kepentingan non-pengendali atas aset bersih: Non-controlling interests in net assets:
2023 2022
PT Angkasa Pura II (Persero) 80.591.675 84.717.926 PT Angkasa Pura II (Persero)
Yayasan Pusaka 8.869.637 7.735.980 Yayasan Pusaka
Jumlah 89.461.312 92.453.906 Total
Kepentingan non-pengendali atas laba (rugi) Net income (loss) attributable to non-
bersih: controlling interests:
2023 2022
Yayasan Pusaka 1.620.948 1.532.835 Yayasan Pusaka
PT Angkasa Pura II (Persero) (3.994.112) (97.584.092) PT Angkasa Pura II (Persero)
Jumlah (2.373.164) (96.051.257) Total
Kepentingan non-pengendali atas jumlah laba Total comprehensive income (loss) attributable
(rugi) komprehensif: to non-controlling interests:
2023 2022
Yayasan Pusaka 1.582.123 1.469.296 Yayasan Pusaka
PT Angkasa Pura II (Persero) (4.126.252) (97.554.053) PT Angkasa Pura II (Persero)
Jumlah (2.544.129) (96.084.757) Total
Kepentingan non-pengendali PT Angkasa Pura Non-controlling interest of PT Angkasa Pura II
II (Persero) merupakan kepentingan non- (Persero) is a non-controlling interest of
pengendali atas penyertaan saham pada investment in Railink as of December 31, 2023
Railink pada tanggal 31 Desember 2023 dan and 2022, respectively.
2022.
Sedangkan untuk Yayasan Pusaka merupakan Meanwhile, Yayasan Pusaka is a non-
kepentingan non-pengendali atas penyertaan controlling interest in this following ownership:
saham pada:
1) PT Reska Multi Usaha 1) PT Reska Multi Usaha
2) PT Kereta Commuter Indonesia 2) PT Kereta Commuter Indonesia
3) PT KA Pariwisata 3) PT KA Pariwisata
4) PT KA Logistik 4) PT KA Logistik
5) PT KA Properti Manajemen 5) PT KA Properti Manajemen
129
Page 794
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
38. Pendapatan Angkutan dan Usaha Lainnya 38. Transportation and Other Operating
Revenues
2023 2022
Angkutan Passenger
Penumpang Transportation Services
Kelas Eksekutif (Kelas 1) 4.505.495.626 3.327.981.793 Executive Class (First Class)
Kelas Bisnis (Kelas 2) 293.899.485 190.215.545 Business Class (Second Class)
Kelas Ekonomi (Kelas 3) 5.142.430.514 3.446.297.950 Economy Class (Third Class)
Subjumlah 9.941.825.625 6.964.495.288 Subtotal
Angkutan Goods Transportation
Barang Services
Batu Bara 10.190.706.710 8.404.397.301 Coal
Peti Kemas 414.804.866 422.235.968 Container
BBM 385.496.853 372.226.102 Fuel
Semen 272.245.319 270.912.109 Cement
Parcel/ Hantaran 230.744.572 213.228.156 Parcel/ Delivery
Perkebunan 132.624.248 128.083.622 Plantation
Lainnya 19.439.801 21.949.007 Other
Subjumlah 11.646.062.369 9.833.032.265 Subtotal
Pendukung Angkutan KA Transportation Support
Prapurna dan Bongkar-Muat 481.252.379 414.245.336 Dooring and Loading-Unloading
Angkutan KA Lainnya 212.247.737 154.951.124 Others Railway Transportation
Service on Train dan Restorasi KA 176.275.711 144.414.578 Service and Restaurant on Train
Subjumlah 869.775.827 713.611.038 Subtotal
Non-Angkutan Non-Transportation
Pendapatan Assets Optimalization
Optimalisasi Aset (Catatan 16) 649.662.475 630.197.305 Income (Note 16)
Pekerjaan Pihak Ketiga 606.411.499 541.324.100 Third Party Services
Lainnya 524.079.321 404.166.635 Others
Subjumlah 1.780.153.295 1.575.688.040 Subtotal
Kompensasi Pemerintah Government Compensation
Pendapatan Pelayanan Publik (PSO) 2.919.969.049 3.242.766.866 Public Service Obligation (PSO)
Pemeliharaan Infrastructure Maintenance
Infrastruktur (IMO) 468.710.820 461.331.527 Operation (IMO)
Angkutan Perintis 137.790.056 176.146.640 Pioneer Transportation
Subjumlah 3.526.469.925 3.880.245.033 Subtotal
Jumlah 27.764.287.041 22.967.071.664 Total
Pendapatan jasa angkutan penumpang Passenger transportation services revenue
merupakan pendapatan dari hasil penjualan represents revenue generated from ticket sales
tiket perjalanan kereta api jarak jauh dan jarak of long and short distance trains.
dekat.
Pendapatan jasa angkutan barang merupakan Freight transportation services revenue
pendapatan atas jasa angkutan barang dengan represents revenue generated from freight
menggunakan gerbong dan peti kemas. transportation by carriages and containers.
Pendapatan pendukung angkutan merupakan Revenue of transportation supports represents
pendapatan yang diperoleh selain jasa revenue generated from transportation
angkutan barang dan penumpang namun activities beside of freight and passenger
masih berhubungan dengan aktivitas transportation services, such as: suplisi,
pengangkutan, meliputi: suplisi, bagasi, baggage, operational supports, extended
angkutan KA lainnya serta pendapatan transportation service (connecting between
penunjang operasional, pendapatan jasa railway station and warehouse), container
pengangkutan lanjutan (antara stasiun kereta terminal service and safeguard service.
api dengan gudang barang), jasa terminal peti
kemas dan jasa pengawalan.
130
Page 795
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
38. Pendapatan Angkutan dan Usaha Lainnya 38. Transportation and Other Operating
(Lanjutan) Revenues (Continued)
Pendapatan optimalisasi aset merupakan Assets optimalization income represents
pendapatan sewa menyewa properti di dalam income generated from property leases inside
dan di luar stasiun. and outside of the station.
Pendapatan kompensasi Pemerintah Government compensation income represents
merupakan pendapatan kompensasi yang compensation income obtained for
diperoleh atas pelaksanaan penugasan dari implementation of assignments from the
Pemerintah untuk pelayanan umum, Government for public services, infrastructures
pemeliharan infrastruktur, serta maintenance, and pioneer railways track
pengembangan jalur kereta perintis. development.
39. Beban Angkutan dan Usaha Lainnya 39. Transportation and Other Operating Cost
2023 2022
Beban Operasi Langsung Direct Operating Expenses
BBM dan Listrik Aliran Atas 3.999.527.028 3.039.591.426 Fuel and Flux Over Electricity
Pegawai 3.163.534.250 2.668.857.831 Employees
Perawatan Sarana 2.980.866.341 2.358.031.804 Rolling Stock Maintenance
Pendukung Operasional dan Angkutan 1.350.236.730 976.944.133 Operational and Railway Support
Penyusutan Sarana 826.075.525 798.624.008 Rolling Stock Depreciation
Penyusutan Fasilitas Dipo Dipo and Balai Yasa
dan Balai Yasa 134.839.964 119.015.433 Facilities Depreciation
Asuransi 81.715.184 68.799.082 Insurance
Bongkar Muat 65.045.600 55.896.598 Loading-Unloading
Subjumlah 12.601.840.622 10.085.760.315 Subtotal
Beban Operasi Tidak Langsung Indirect Operating Expenses
Pegawai 2.474.453.496 2.103.473.439 Employees
Perawatan dan Operasi Prasarana 1.756.622.456 1.313.457.894 Infrastructure Operation and Maintenance
Beban Keamanan dan Kebersihan 790.930.267 704.827.257 Security and Cleaning Expense
Penyusutan Prasarana Infrastructure Depreciation
dan Amortisasi 661.816.789 434.188.506 and Amortization
Beban Penggunaan Prasarana (TAC) 611.380.123 470.828.098 Track Access Charge (TAC)
Beban Optimalisasi Aset (Catatan 16) 511.938.878 648.309.642 Asset Optimalization Expense (Note 16)
Beban Stasiun 197.380.905 104.459.793 Railway Station Expense
Perawatan Prasarana Transportation Supporting
Pendukung Angkutan KA 69.908.171 64.988.731 Facility Maintenance
Subjumlah 7.074.431.085 5.844.533.360 Subtotal
Jumlah 19.676.271.707 15.930.293.675 Total
40. Beban Usaha 40. Operating Expenses
2023 2022
Pegawai 2.870.874.456 2.466.173.859 Employee
Pemasaran 238.721.485 177.515.152 Marketing
Perlengkapan dan Operasional Kantor 214.509.157 181.311.576 Office Equipment and Operations
Teknologi dan Sistem Informasi 191.216.621 144.107.282 Technology and Information System
Pendidikan dan Pelatihan 149.609.220 142.533.291 Education and Training
Rapat/ Akomodasi 135.391.442 118.755.270 Meeting/ Accommodation
Administrasi 124.309.044 113.740.157 Administration
Penyusutan Fasilitas 99.798.926 129.430.614 Facilities Depreciation
Pajak Bumi dan Bangunan 87.764.692 78.113.981 Land and Building Tax
Konsultan, Penelitian Consultant, Research
dan Pengembangan 80.752.194 62.078.041 and Development
Penurunan Nilai Aset Keuangan 34.265.549 50.772.847 Impairment Financial Assets
Jumlah 4.227.212.786 3.664.532.070 Total
131
Page 796
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
41. Saldo dan Sifat Transaksi dengan Pihak 41. Balance and Nature of Transaction with
Berelasi Related Parties
Perusahaan merupakan bagian dari suatu The Company is a part of a business group as
kelompok usaha sebagaimana dijelaskan di described below in performing its operations
bawah, dalam menjalankan operasinya and transactions with related parties.
berhubungan dan melakukan transaksi dengan Regarding this relationship, there are no
pihak-pihak yang berelasi. Mengenai differences in terms and conditions of
hubungan tersebut, tidak terdapat perbedaan transactions made with third parties.
syarat dan kondisi atas transaksi yang
dilakukan dengan pihak ketiga.
Sifat hubungan dengan pihak-pihak yang Nature of relationship with a related parties are
berelasi sebagai berikut: as follows:
a) Pemerintahan Republik Indonesia diwakili a) The Government of Republic of Indonesia
oleh Menteri BUMN merupakan pemegang represented by the Minister of State-
saham Perusahaan dan BUMN lain Owned Enterprises is the Company's
memiliki hubungan afiliasi melalui shareholder and other state affiliates
penyertaan modal Pemerintah Republik through a capital investment of the
Indonesia. Government of Republic of Indonesia.
b) Perusahaan menempatkan dan meminjam b) The Company places and borrows funds
dana pada bank-bank yang dimiliki from banks owned by the Government with
Pemerintah dengan persyaratan dan the terms and interest rates normally
tingkat bunga normal sebagaimana yang applicable to third parties.
berlaku untuk nasabah pihak ketiga.
c) Perusahaan yang menandatangani c) The Company entered into business
perjanjian dalam rangka usaha, dengan agreement with other state-owned
BUMN-BUMN lain merupakan entitas anak enterprises or its subsidiaries or other
BUMN serta badan-badan lembaga- authorized government's agencies.
lembaga pemerintah yang berwenang.
d) Memiliki anggota pengurus yang sama d) Has the same management member in
dengan entitas anak, yaitu Direksi subsidiary, as the Company’s Board of
Perusahaan yang juga merupakan Directors who are also subsidiary’s
Komisaris pada entitas anak. Commissioners.
e) Dewan Komisaris dan Direksi merupakan e) The Board of Commissioners and
personil manajemen kunci Grup. Directors are member of the key
management of the Group.
132
Page 797
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
41. Saldo dan Sifat Transaksi dengan Pihak 41. Balance and Nature of Transaction with
Berelasi (Lanjutan) Related Parties (Continued)
Berikut adalah transaksi dengan pihak berelasi Below are the material transactions with
yang material: related parties:
Pihak Berelasi/ Hubungan/ Jenis Transaksi/
Related Parties Nature of Relationship Nature of Transaction
Pemerintah Republik Indonesia Pemegang Saham melalui Kementrian BUMN/ Hak Konsesi atas Prasarana Kereta Api, Pemberian Pinjaman Jangka
Panjang PEN, dan Perpajakan/
Shareholders through the Ministry of SOEs Railway Infrastructure of Concession Rights, provide long term loans PEN
and Taxation
Kementerian Perhubungan Republik Indonesia Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan Dana atas Penyelenggaraan angkutan PSO, Perintis, dan
Controlled by Central Government of the Republic of Indonesia Perawatan IMO, Pembayaran Bunga, dan Pembayaran TAC/
Receipts compensation for Public Service Liabilities, Pioneer Compensation
and IMO, Interest Payment and TAC Payment
PT Bank Rakyat Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penempatan Giro, Deposito Berjangka, Dana yang Dibatasi Penggunaannya,
Controlled by Central Government of the Republic of Indonesia Fasilitas Kredit Modal Kerja, Fasilitas Kredit Sindikasi/
Placement Current Account, Time Deposit, Restricted Funds, Syndicated
Loans Facility, Finance cost, Finance income and Pension Fund
PT Bank Negara Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penempatan Giro, Deposito Berjangka, Dana yang Dibatasi Penggunaannya,
Controlled by Central Government of the Republic of Indonesia Fasilitas Kredit Modal Kerja, Fasilitas Kredit Sindikasi, Persewaan Lahan,
Biaya Keuangan, Pendapatan Bunga, Pendapatan Sewa, Dana Pensiun, dan
Dana Kesehatan Pegawai/
Placement Current Account, Time Deposit, Restricted Funds, Working
Capital Credit Facility, Syndicated Loans Facility, Land lease, Property lease,
Finance cost, Interest income, Lease income, Pension Fund and Employee
Healthy Fund
PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penempatan Giro, Deposito Berjangka, Dana yang Dibatasi Penggunaannya,
Controlled by Central Government of the Republic of Indonesia Fasilitas Kredit Modal Kerja, Fasilitas Kredit Sindikasi, Persewaan Lahan,
Biaya Keuangan, Asuransi Pegawai, Pendapatan Bunga, Pendapatan Sewa
dan Dana Pensiun/
Placement Current Account, Time Deposit, Restricted Funds, Working
Capital Credit Facility, Syndicated Loans Facility, Land lease, Finance cost,
Employee Insurance, Interest income, Lease income and Pension Fund
PT Bank Tabungan Negara (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penempatan Giro, Deposito Berjangka, Hak Konsesi atas Prasarana Kereta
Controlled by Central Government of the Republic of Indonesia Api, Pemberian Pinjaman Jangka Panjang PEN, dan Perpajakan/
Railway Infrastructure of Concession Rights, provide long term loans PEN
and Taxation
PT BPRS Baiturridha Pusaka Entitas Asosiasi/ Penempatan Giro dan Deposito Berjangka/
Associate Placement Current Account and Time Deposit
PT Indonesia Asahan Aluminium (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan dari Jasa Angkutan dan Jasa Pendukung/
Controlled by Central Government of the Republic of Indonesia Receipts from Transportation Services and Supporting Services
PT Pertamina (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pembelian Bahan Bakar Minyak dan Jasa Pendukungnya, Penerimaan dari
Jasa Angkutan dan Sewa Lahan/
Controlled by Central Government of the Republic of Indonesia Purchase of fuel and lubricants for infrastructure operations at maintenance
stations and railway facilities
PT Semen Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan dari Jasa Angkutan dan Jasa Pendukung/
Controlled by Central Government of the Republic of Indonesia Receipts from Transportation Services and Supporting Services
PT Industri Kereta Api (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pembelian Aset Sarana, Pembelian Suku Cadang, Jasa Perawatan Sarana,
Penerimaan Jasa Teknis Sarana, dan Jasa Angkutan/
Controlled by Central Government of the Republic of Indonesia Purchase of Rolling Stock Assets, Spare Parts, Rolling Stock Maintenance
Services, Receipts Rolling Stock Technical Services, and Transportation
Services
PT Pembangunan Perumahan (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Persewaan Lahan/
Controlled by Central Government of the Republic of Indonesia Land Lease
PT Perkebunan Nusantara III (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan dari Jasa Angkutan dan Jasa Pendukung/
Controlled by Central Government of the Republic of Indonesia Receipts from Transportation Services and Supporting Services
PT Krakatau Steel (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan dari Jasa Angkutan dan Jasa Pendukung/
Controlled by Central Government of the Republic of Indonesia Receipts from Transportation Services and Supporting Services
PT Rajawali Nusantara Indonesia (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Persewaan Lahan/
Controlled by Central Government of the Republic of Indonesia Land Lease
PT Perusahaan Listrik Negara (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Persewaan Lahan, Pembayaran Listrik Operasional dan Listrik Aliran Atas/
Controlled by Central Government of the Republic of Indonesia Land lease, Payment of Operation Electricity and Flux Over Electricity
PT Pupuk Indonesia (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan dari Jasa Angkutan dan Jasa Pendukung/
Controlled by Central Government of the Republic of Indonesia Receipts from Transportation Services and Supporting Services
PT Biofarma (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan dari Persewaan Lahan/
Controlled by Central Government of the Republic of Indonesia Receipts from Land Lease
PT Adhi Karya (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Kontraktor dalam Pembangunan Proyek LRT Jabodebek/
Controlled by Central Government of the Republic of Indonesia Contractor for construction of Jabodebek Light Rail Transit infrastructure
PT Aviasi Pariwisata Indonesia (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pembayaran Persewaan Lahan dan Utilitas Bandara/
Controlled by Central Government of the Republic of Indonesia Payment of Land Lease and Airport Utility
PT Biro Klasifikasi Indonesia (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pembayaran Jasa Konsultasi/
Controlled by Central Government of the Republic of Indonesia Payment of Consultation Service
PT Barata Indonesia (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pembelian Suku Cadang Sarana/
Controlled by Central Government of the Republic of Indonesia Purchase of Spare Parts of Rolling Stock
PT LEN Industri (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pembelian Suku Cadang Prasarana/
Controlled by Central Government of the Republic of Indonesia Purchase of Infrastructure spare parts
PT Garuda Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pembayaran Tiket Pesawat/
Controlled by Central Government of the Republic of Indonesia Airline Ticket Payment
PT Sarana Multi Infrastruktur (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Fasilitas Kredit Sindikasi dan Biaya Keuangan/
Controlled by Central Government of the Republic of Indonesia Syndicated Credit Facility and Finance Cost
Lembaga Pembiayaan Ekspor Indonesia Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Fasilitas Kredit Sindikasi dan Biaya Keuangan/
Controlled by Central Government of the Republic of Indonesia Syndicated Credit Facility and Finance Cost
Kementerian Keuangan Republik Indonesia Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Fasilitas Pinjaman Subordinasi dan Biaya Keuangan/
Controlled by Central Government of the Republic of Indonesia Subordination Loans Facility and Finance Cost
PT Jasa Marga (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan dari Pekerjaan Alih Daya/
Controlled by Central Government of the Republic of Indonesia Receipts from Outsource Employee
PT Bahana Pembinaan Usaha Indonesia (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Asuransi Pegawai/
Controlled by Central Government of the Republic of Indonesia Employee Insurance
PT Pilar Sinergi BUMN Indonesia Ventura Bersama/ Joint Venture Piutang Lain-lain/ Other Receivables
PT Telekomunikasi Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pembayaran Jasa Telekomunikasi/
Controlled by Central Government of the Republic of Indonesia Payment for Telecommunication Services
Perum PPD Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penerimaan Jasa Angkutan/
Controlled by Central Government of the Republic of Indonesia Receipts from Transportation Services
133
Page 798
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
41. Saldo dan Sifat Transaksi dengan Pihak 41. Balance and Nature of Transaction with
Berelasi (Lanjutan) Related Parties (Continued)
2023 2022
Bank (Catatan 5) Bank (Note 5)
PT Bank Rakyat Indonesia (Persero) Tbk 1.376.602.397 1.805.804.641 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 1.346.496.081 1.468.404.783 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 693.678.680 1.552.301.430 PT Bank Negara Indonesia (Persero) Tbk
PT Bank Tabungan Negara (Persero) Tbk 33.198.909 66.976.823 PT Bank Tabungan Negara (Persero) Tbk
PT BPRS Baiturridha Pusaka 6.911.327 1.143.975 PT BPRS Baiturridha Pusaka
Jumlah Bank (Rupiah) 3.456.887.394 4.894.631.652 Total Bank (IDR)
% Terhadap Jumlah Aset 4,25% 6,84% % to Total Assets
Deposito (Catatan 5) Time Deposits (Note 5)
PT Bank Rakyat Indonesia (Persero) Tbk 875.615.360 80.200.000 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 305.000.000 50.000.000 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 150.000.000 207.310.000 PT Bank Negara Indonesia (Persero) Tbk
PT Bank Tabungan Negara (Persero) Tbk 50.000.000 55.000.000 PT Bank Tabungan Negara (Persero) Tbk
PT BPRS Baiturridha Pusaka 6.000.000 6.000.000 PT BPRS Baiturridha Pusaka
Jumlah Deposito 1.386.615.360 398.510.000 Total Time Deposits
% Terhadap Jumlah Aset 1,70% 0,56% % to Total Assets
Dana Dibatasi Restricted Fund
Penggunaannya (Catatan 6) (Note 6)
PT Bank Rakyat Indonesia (Persero) Tbk 1.012.638.903 3.219.724.534 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 845.707.566 2.173.167.815 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 702.533.689 198.001.969 PT Bank Negara Indonesia (Persero) Tbk
Jumlah Dana Total Restricted
Dibatasi Penggunaannya 2.560.880.158 5.590.894.318 Fund
% Terhadap Jumlah Aset 3,15% 7,81% % to Total Assets
Piutang Usaha (Catatan 7) Trade Receivables (Note 7)
PT Indonesia Asahan Aluminium (Persero) - PT Indonesia Asahan Aluminium (Persero) -
PT Bukit Asam (Persero) Tbk 968.595.805 832.018.463 PT Bukit Asam (Persero) Tbk
Kementerian Perhubungan Republik Indonesia 187.421.191 416.680 Ministry of Transportation Republic Indonesia
PT Pertamina (Persero) 42.561.456 44.583.938 PT Pertamina (Persero)
PT Semen Indonesia (Persero) Tbk 38.589.904 27.574.218 PT Semen Indonesia (Persero) Tbk
PT Perkebunan Nusantara III (Persero) - PT Perkebunan Nusantara III (Persero) -
PT Perkebunan Nusantara IV 8.727.229 9.521.422 PT Perkebunan Nusantara IV
PT Krakatau Steel (Persero) Tbk 4.100.904 3.069.913 PT Krakatau Steel (Persero) Tbk
PT Kereta Cepat Indonesia China 2.901.356 -- PT Kereta Cepat Indonesia China
PT Telekomunikasi Indonesia (Persero) Tbk 2.724.885 372.089 PT Telekomunikasi Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 2.606.264 1.549.691 PT Bank Mandiri (Persero) Tbk
PT Bank Rakyat Indonesia (Persero) Tbk 1.706.446 1.885.589 PT Bank Rakyat Indonesia (Persero) Tbk
PT Biofarma (Persero) 1.427.810 1.782.455 PT Biofarma (Persero)
PT Pembangunan Perumahan (Persero) Tbk 827.433 13.382.380 PT Pembangunan Perumahan (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 753.896 738.022 PT Bank Negara Indonesia (Persero) Tbk
PT Industri Kereta Api (Persero) 460.829 16.011.636 PT Industri Kereta Api (Persero)
PT Pupuk Indonesia (Persero) 3.413 1.541.046 PT Pupuk Indonesia (Persero)
PT Rajawali Nusantara Indonesia (Persero) -- 1.507.915 PT Rajawali Nusantara Indonesia (Persero)
Lain-lain (masing-masing Others (Each
dibawah Rp1 miliar) 3.557.124 7.325.187 Under Rp1 Billion)
Jumlah Piutang Usaha 1.266.965.945 963.280.644 Total Trade Receivables
Cadangan Kerugian Penurunan Nilai (13.851.143) (28.650.899) Allowance for Impairment Losses
Jumlah - Bersih 1.253.114.802 934.629.745 Total - Net
% Terhadap Jumlah Aset 1,54% 1,31% % to Total Assets
Piutang Lain-lain (Catatan 8) Other Receivable (Note 8)
Lancar Current
PT Moda Integrasi Transportasi Jabodetabek 8.183.000 -- PT Moda Integrasi Transportasi Jabodetabek
Tidak Lancar Non-current
PT Indonesia Asahan Aluminium (Persero) - PT Indonesia Asahan Aluminium (Persero)-
PT Bukit Asam (Persero) Tbk 103.700.228 103.700.228 PT Bukit Asam (Persero) Tbk
PT Pertamina (Persero) 3.808.156 3.808.156 PT Pertamina (Persero)
PT Semen Indonesia (Persero) Tbk 1.917.139 1.917.139 PT Semen Indonesia (Persero) Tbk
Perum PPD 500.000 500.000 Perum PPD
Jumlah Piutang Lain-lain 118.108.523 109.925.523 Total Other Receivables
Cadangan Kerugian Penurunan Nilai (109.925.523) (109.925.523) Allowance for Impairment Losses
Jumlah Bersih 8.183.000 -- Total Net
% Terhadap Jumlah Aset 0,01% 0,00% % to Total Assets
134
Page 799
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
41. Saldo dan Sifat Transaksi dengan Pihak 41. Balance and Nature of Transaction with
Berelasi (Lanjutan) Related Parties (Continued)
Piutang lain-lain kepada pihak berelasi Other receivables to related parties represent
merupakan piutang yang tidak memiliki receivables that are not directly related to
hubungan langsung dengan kegiatan utama Group’s operational activities.
Grup.
2023 2022
Pendapatan Masih Akan Diterima Accrued Income
(Catatan 10) (Note 10)
Kementerian Perhubungan Republik Indonesia 616.070.541 164.662.291 Ministry of Transportation of Republic Indonesia
PT Indonesia Asahan Aluminium (Persero) - PT Indonesia Asahan Aluminium (Persero) -
PT Bukit Asam (Persero) Tbk -- 719.566.683 PT Bukit Asam (Persero) Tbk
Subjumlah 616.070.541 884.228.974 Subtotal
Cadangan Kerugian Penurunan Nilai (177.034.197) (164.662.291) Allowance for Impairment Losses
Jumlah-Bersih 439.036.344 719.566.683 Total-Net
% Terhadap Jumlah Aset 0,54% 1,01% % to Total Assets
Pada tanggal 31 Desember 2023, pendapatan As of December 31, 2023, accrued income
masih akan diterima dari Kementerian from Ministry of Transportation of Republic
Perhubungan Republik Indonesia merupakan Indonesia consist of PSO transaction.
transaksi PSO.
Pada tanggal 31 Desember 2022, pendapatan As of December 31, 2022, accrued income
masih akan diterima dari PT Bukit Asam Tbk from PT Bukit Asam Tbk for the adjustment of
atas penyesuaian tarif angkutan batu bara coal transportation in the Tanjung Enim Baru-
relasi Tanjung Enim Baru-Tarahan dan Tarahan and Tanjung Enim Baru-Kertapati
Tanjung Enim Baru-Kertapati selama tahun relations during 2022. As of Desember 31,
2022. Pada 31 Desember 2023, Perusahaan 2023, the Company has received all payments
telah menerima seluruh pembayaran atas for the transaction.
transaksi tersebut.
2023 2022
Aset Tidak Lancar - Lainnya Other Non - Current Asset
Aset Keuangan Financial Assets
(Catatan 20) (Note 20)
Dana Pensiun Pegawai Pension Funds
PT Bank Rakyat Indonesia (Persero) Tbk 48.674.704 53.367.617 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 34.348.005 13.708.174 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 8.236.224 9.318.841 PT Bank Negara Indonesia (Persero) Tbk
Subjumlah 91.258.933 76.394.632 Subtotal
Dana Kesehatan Pegawai Employee Healthy Fund
PT Bank Negara Indonesia (Persero) Tbk 60.679.342 53.402.087 PT Bank Negara Indonesia (Persero) Tbk
Dana Cadangan Tantiem Tantiem's Reserve Fund
PT Bank Mandiri (Persero) Tbk 7.592.201 -- PT Bank Mandiri (Persero) Tbk
Jumlah 159.530.476 129.796.719 Total
% Terhadap Jumlah Aset 0,20% 0,18% % to Total Assets
Utang Usaha (Catatan 21) Trade Payables (Note 21)
PT Adhi Karya (Persero) Tbk 4.190.116.201 15.603.669 PT Adhi Karya (Persero) Tbk
PT Industri Kereta Api (Persero) 303.857.994 48.897.338 PT Industri Kereta Api (Persero)
PT Pertamina (Persero) 139.791.441 138.011.384 PT Pertamina (Persero)
Kementerian Perhubungan Republik Indonesia 118.601.658 432.514.749 Ministry of Transportation of Republic Indonesia
PT LEN Industri (Persero) 89.732.279 55.985.708 PT LEN Industri (Persero)
PT Telekomunikasi Indonesia (Persero) Tbk 80.688.636 106.089.280 PT Telekomunikasi Indonesia (Persero) Tbk
PT Biro Klasifikasi Indonesia (Persero) 13.755.064 4.781.184 PT Biro Klasifikasi Indonesia (Persero)
PT Perusahaan Listrik Negara (Persero) 13.523.811 9.178.664 PT Perusahaan Listrik Negara (Persero)
PT Wijaya Karya (Persero) Tbk 13.309.743 -- PT Wijaya Karya (Persero) Tbk
PT Barata Indonesia (Persero) 3.045.507 10.602.695 PT Barata Indonesia (Persero)
PT Garuda Indonesia (Persero) Tbk 2.887.642 51.335 PT Garuda Indonesia (Persero) Tbk
PT BioFarma (Persero) 1.434.941 753.959 PT BioFarma (Persero)
PT Yodya Karya (Persero) 1.202.548 -- PT Yodya Karya (Persero)
PT Aviasi Pariwisata Indonesia (Persero) -- 53.128.122 PT Aviasi Pariwisata Indonesia (Persero)
Lain-lain (masing-masing Others (Each
dibawah Rp1 miliar) 4.351.768 5.116.594 Under Rp1 Billion)
Jumlah Utang Usaha 4.976.299.233 880.714.681 Total Trade Payables
% Terhadap Jumlah Liabilitas 9,86% 1,05% % to Total Liabilities
135
Page 800
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
41. Saldo dan Sifat Transaksi dengan Pihak 41. Balance and Nature of Transaction with
Berelasi (Lanjutan) Related Parties (Continued)
2023 2022
Pinjaman Jangka Pendek Short-term Loans
(Catatan 24) (Note 24)
PT Bank Mandiri (Persero) Tbk 950.000.000 60.000.000 PT Bank Mandiri (Persero) Tbk
PT Bank Rakyat Indonesia (Persero) Tbk 38.523.138 500.000.000 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk -- 200.000.000 PT Bank Negara Indonesia (Persero) Tbk
Jumlah Pinjaman Jangka Pendek 988.523.138 760.000.000 Total Short-term Loans
% Terhadap Jumlah Liabilitas 1,96% 1,79% % to Total Liabilities
Pinjaman Jangka Panjang Long-term Loans
(Catatan 28) (Note 28)
PT Bank Mandiri (Persero) Tbk 3.827.952.281 3.441.548.447 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 3.351.782.162 3.174.463.240 PT Bank Negara Indonesia (Persero) Tbk
PT Bank Rakyat Indonesia (Persero) Tbk 3.351.277.799 3.173.856.095 PT Bank Rakyat Indonesia (Persero) Tbk
PT Sarana Multi Infrastruktur (Persero) 2.079.335.804 1.797.525.062 PT Sarana Multi Infrastruktur (Persero)
Lembaga Pembiayaan Ekspor Indonesia 198.044.000 246.956.000 Lembaga Pembiayaan Ekspor Indonesia
Kementerian Keuangan Republik Indonesia 23.425.649 24.444.156 Ministry of Finance Republic Indonesia
Biaya Transaksi yang belum Diamortisasi (2.472.898) (3.241.123) Unamortized Cost of Transaction
Jumlah Pinjaman Jangka Panjang 12.829.344.797 11.855.551.877 Total Long-term Loans
% Terhadap Jumlah Liabilitas 25,42% 27,89% % to Total Liabilities
Bagian Pinjaman Jangka Portion of Long-term
Panjang yang Jatuh Tempo Loans Maturing
dalam Satu Tahun within One Year
(Catatan 28) (Note 28)
PT Bank Negara Indonesia (Persero) Tbk 291.162.367 272.940.734 PT Bank Negara Indonesia (Persero) Tbk
PT Bank Rakyat Indonesia (Persero) Tbk 291.059.585 272.837.952 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 191.337.775 153.419.734 PT Bank Mandiri (Persero) Tbk
PT Sarana Multi Infrastruktur (Persero) 89.230.225 55.884.000 PT Sarana Multi Infrastruktur (Persero)
Lembaga Pembiayaan Ekspor Indonesia 66.132.000 48.912.000 Lembaga Pembiayaan Ekspor Indonesia
Kementerian Keuangan Republik Indonesia 1.018.507 1.018.507 Ministry of Finance Republic Indonesia
Jumlah Bagian Pinjaman Total Current
Jangka Panjang yang Jatuh Maturities of
Tempo dalam Satu Tahun 929.940.459 805.012.927 Long-term Loan
% Terhadap Jumlah Liabilitas 1,84% 1,89% % to Total Liabilities
Pinjaman Program PEN PEN Program Loan
(Catatan 27) (Note 27)
Pemerintah Republik Indonesia 3.062.500.000 3.500.000.000 Government of the Republic Indonesia
% Terhadap Jumlah Liabilitas 6,07% 8,24% % to Total Liabilities
Rincian pendapatan dari pihak berelasi The details of revenues from related parties
sebagai berikut: are as follows:
2023 2022
PT Indonesia Asahan Aluminium (Persero) - PT Indonesia Asahan Aluminium (Persero) -
PT Bukit Asam (Persero) Tbk 7.508.411.901 6.671.067.104 PT Bukit Asam (Persero) Tbk
Kementerian Perhubungan Republik Indonesia 3.526.469.925 3.880.245.033 Ministry of Transportation of Republic Indonesia
PT Pertamina (Persero) 385.496.853 372.226.102 PT Pertamina (Persero)
PT Bank Mandiri (Persero) Tbk 83.083.338 79.527.257 PT Bank Mandiri (Persero) Tbk
PT Semen Indonesia (Persero) Tbk 82.221.857 95.786.983 PT Semen Indonesia (Persero) Tbk
PT Bank Rakyat Indonesia (Persero) Tbk 77.635.245 27.255.523 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 45.405.301 53.262.744 PT Bank Negara Indonesia (Persero) Tbk
PT Perkebunan Nusantara III (Persero) - PT Perkebunan Nusantara III (Persero) -
PT Perkebunan Nusantara IV 36.333.590 33.732.089 PT Perkebunan Nusantara IV
PT Telekomunikasi Indonesia (Persero) Tbk 13.371.646 23.491.554 PT Telekomunikasi Indonesia (Persero) Tbk
PT Pupuk Indonesia (Persero) 11.827.728 6.873.776 PT Pupuk Indonesia (Persero)
PT Bank Tabungan Negara (Persero) Tbk 6.399.991 959.874 PT Bank Tabungan Negara (Persero) Tbk
PT Industri Kereta Api (Persero) 2.104.726 21.918.326 PT Industri Kereta Api (Persero)
PT Pelabuhan Indonesia (Persero) 2.080.983 720.140 PT Pelabuhan Indonesia (Persero)
PT Biofarma (Persero) 1.932.594 8.087.537 PT Biofarma (Persero)
Lain-lain (masing-masing Others (Each
di bawah Rp1 miliar) 4.835.123 20.679.272 Under Rp1 Billion)
Jumlah Pendapatan 11.787.610.801 11.295.833.314 Total Revenues
% Terhadap Jumlah Pendapatan 42,00% 48,89% % to Total Revenues
136
Page 801
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
41. Saldo dan Sifat Transaksi dengan Pihak 41. Balance and Nature of Transaction with
Berelasi (Lanjutan) Related Parties (Continued)
Rincian beban dari pihak berelasi sebagai The details of expenses from related parties
berikut: are as follows:
31 Desember 2023/ 31 Desember 2022/
2023 2022
PT Pertamina (Persero) 3.755.518.455 2.872.860.277 PT Pertamina (Persero)
Kementerian Perhubungan Republik Indonesia 611.380.123 470.828.098 Ministry of Transportation of Republic Indonesia
PT Perusahaan Listrik Negara (Persero) 406.574.040 372.698.607 PT Perusahaan Listrik Negara (Persero)
PT Telekomunikasi Indonesia (Persero) Tbk 173.777.924 123.091.259 PT Telekomunikasi Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 184.414.530 120.196.959 PT Bank Mandiri (Persero) Tbk
PT Bank Rakyat Indonesia (Persero) Tbk 156.105.647 120.279.637 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 148.451.127 90.029.723 PT Bank Negara Indonesia (Persero) Tbk
PT Sarana Multi Infrastruktur (Persero) 121.590.960 114.197.821 PT Sarana Multi Infrastruktur (Persero)
PT Industri Kereta Api (Persero) 54.186.270 60.831.293 PT Industri Kereta Api (Persero)
Lembaga Pembiayaan Ekspor Indonesia 19.120.775 22.296.937 Lembaga Pembiayaan Ekspor Indonesia
PT Biro Klasifikasi Indonesia (Persero) 11.993.241 4.321.147 PT Biro Klasifikasi Indonesia (Persero)
PT Bahana Pembinaan Usaha Indonesia (Persero) 11.965.185 46.349.527 PT Bahana Pembinaan Usaha Indonesia (Persero)
PT Aviasi Pariwisata Indonesia (Persero) 4.113.742 44.084.270 PT Aviasi Pariwisata Indonesia (Persero)
PT Garuda Indonesia (Persero) Tbk 3.448.352 1.512.705 PT Garuda Indonesia (Persero) Tbk
PT Semen Indonesia (Persero) 1.497.209 -- PT Semen Indonesia (Persero)
Lain-lain (Masing-masing Others
dibawah Rp1 Milyar) 3.979.115 18.874.707 Under Rp1 Billion)
Jumlah Beban 5.668.116.695 4.482.452.967 Total Expenses
% Terhadap Beban 17,31% 19,33% % to Cost of Revenues
Kompensasi manajemen kunci: Key management compensation:
31 Desember 2023/ 31 Desember 2022/
2023 2022
Direksi Directors
Imbalan Kerja Jangka Pendek 62.893.465 70.758.141 Short-term Benefits
Imbalan Pascakerja 4.360.002 4.973.657 Post-employment Benefits
Jumlah 67.253.467 75.731.798 Total
Dewan Komisaris Board of Commissioners
Imbalan Kerja Jangka Pendek 33.031.914 28.614.604 Short-term Benefits
Imbalan Pascakerja 2.027.048 2.369.877 Post-employment Benefits
Jumlah 35.058.962 30.984.481 Total
42. Penghasilan Keuangan 42. Finance Income
2023 2022
Jasa Giro 150.723.754 106.536.898 Interest on Current Accounts
Penyesuaian Nilai Kini PEN 109.099.460 17.662.552 PEN Present Value Adjustment
Deposito Berjangka 41.899.695 15.315.494 Time Deposits
Jumlah 301.722.909 139.514.944 Total
43. Beban Keuangan 43. Finance Cost
2023 2022
Kredit Investasi 755.168.080 385.003.065 Investment Loans
Obligasi 356.744.000 361.122.500 Bonds
PEN 157.621.528 88.715.278 PEN
Penyesuaian Nilai Kini PEN 109.099.460 17.662.552 PEN Present Value Adjustment
Kredit Modal Kerja 81.285.053 103.741.014 Working Capital Loans
Sukuk 38.943.850 16.226.604 Sukuk
Liabilitas Sewa (Catatan 19) 8.576.995 8.101.140 Lease Liability (Note 19)
Jumlah 1.507.438.966 980.572.153 Total
137
Page 802
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
44. Laba per Saham Dasar 44. Basic Earning per Share
2023 2022
Laba tahun berjalan yang dapat Profit attributed
diatribusikan kepada pemilik to the owner's of the parent
entitas induk 1.873.921.301 1.807.458.729 entity
Rata-rata tertimbang saham beredar 22.219.702 19.168.743 Weighted average number of shares
Laba per Saham Dasar 84 93 Basic Earning per sharè
Perusahaan tidak mempunyai efek berpotensi The Company did not have potential dilutive
dilusi saham, sehingga laba per saham dasar ordinary shares, thus basic earnings per share
sama dengan laba per saham dilusian. are the same as the dilutive earnings per
share.
45. Segmen Operasi 45. Operating Segment
Informasi menurut segmen usaha adalah Information by business segments as follows:
sebagai berikut:
2023
Jasa Angkutan/ Jasa Non Angkutan/ Konstruksi/ Jumlah/ Eliminasi/ Konsolidasi/
Transportation Non transportation Construction Total Eliminated Consolidated
Pendapatan Usaha 25.984.133.746 1.780.153.295 7.342.248.533 35.106.535.574 -- 35.106.535.574 Revenues
Antar Segmen 1.030.285.369 2.812.106.480 -- 3.842.391.849 (3.842.391.849) -- Inter Segment
Jumlah pendapatan 27.014.419.115 4.592.259.775 7.342.248.533 38.948.927.423 (3.842.391.849) 35.106.535.574 Total Revenues
Beban Operasi (21.625.791.586) (2.277.692.907) (7.342.248.533) (31.245.733.026) -- (31.245.733.026) Operating Expenses
Antar Segmen (2.301.672.591) (1.540.719.258) -- (3.842.391.849) 3.842.391.849 -- Inter Segment
Jumlah Beban (23.927.464.177) (3.818.412.165) (7.342.248.533) (35.088.124.875) 3.842.391.849 (31.245.733.026) Total Expenses
Hasil Segmen 3.086.954.938 773.847.610 -- 3.860.802.548 -- 3.860.802.548 Segment Result
Pendapatan (Beban) Revenues
yang tidak dapat (Expenses) are not
Dialokasikan Allocated
Pendapatan Keuangan 301.722.909 Finance Incomes
Beban Keuangan (1.507.438.966) Finance Cost
Bagian Rugi Net Loss of
Bersih Ventura (507.073.954) Joint Venture
Selisih Kurs (57.275.927) Foreign Exchanges
Lain-lain - Neto 156.750.557 Other - Net
Manfaat (Beban) Tax Benefit
Pajak - Neto (375.939.030) (Expenses) - Net
Laba setelah Income after
Pajak Penghasilan 1.871.548.137 Income Taxes
Kepentingan Non-Controlling
Non-pengendali 2.373.164 Interest
Laba Diatribusikan Income Attributable to
Pemilik Induk 1.873.921.301 Parent Entity
Laba Komprehesif Comprehensive
Diatribusikan Income Attributable
Pemilik Induk 1.828.945.530 to Parent Entity
Laporan Posisi Statement of
Keuangan Financial Position
Aset Segmen 49.202.600.655 825.751.525 34.101.417.118 84.129.769.298 (2.755.455.925) 81.374.313.373 Segmented Assets
Liabilitas Segmen 29.800.674.714 285.906.504 22.017.002.379 52.103.583.597 (1.635.407.465) 50.468.176.132 Segmented Liabilities
138
Page 803
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
45. Segmen Operasi (Lanjutan) 45. Operating Segment (Continued)
2022
Jasa Angkutan/ Jasa Non Angkutan/ Konstruksi/ Jumlah/ Eliminasi/ Konsolidasi/
Transportation Non transportation Construction Total Eliminated Consolidated
Pendapatan Usaha 21.391.383.626 1.575.688.038 2.610.567.346 25.577.639.010 -- 25.577.639.010 Revenues
Antar Segmen 881.656.106 2.006.026.431 -- 2.887.682.537 (2.887.682.537) -- Inter Segment
Jumlah pendapatan 22.273.039.732 3.581.714.469 2.610.567.346 28.465.321.547 (2.887.682.537) 25.577.639.010 Total Revenues
Beban Operasi (17.523.648.358) (2.071.177.387) (2.610.567.346) (22.205.393.091) -- (22.205.393.091) Operating Expenses
Antar Segmen (1.832.875.857) (1.054.806.680) -- (2.887.682.537) 2.887.682.537 -- Inter Segment
Jumlah Beban (19.356.524.215) (3.125.984.067) (2.610.567.346) (25.093.075.628) 2.887.682.537 (22.205.393.091) Total Expenses
Hasil Segmen 2.916.515.517 455.730.402 -- 3.372.245.919 -- 3.372.245.919 Segment Result
Pendapatan (Beban) Revenues
yang tidak dapat (Expenses) are not
Dialokasikan Allocated
Pendapatan Keuangan 139.514.944 Finance Incomes
Beban Keuangan (980.572.153) Finance Cost
Bagian Rugi Net Loss of
Bersih Ventura (267.504.227) Joint Venture
Selisih Kurs 42.673.710 Foreign Exchanges
Lain-lain - Neto (95.769.893) Other - Net
Manfaat (Beban) Tax Benefit
Pajak - Neto (524.599.080) (Expenses) - Net
Rugi setelah Loss after
Pajak Penghasilan 1.685.989.220 Income Taxes
Kepentingan Non-Controlling
Non-pengendali 96.051.257 Interest
Rugi Diatribusikan Loss Attributable to
Pemilik Induk 1.782.040.477 Parent Entity
Rugi Komprehesif Comprehensive
Diatribusikan Loss Attributable
Pemilik Induk 2.362.914.534 to Parent Entity
Laporan Posisi Statement of
Keuangan Financial Position
Aset Segmen 46.416.809.741 905.134.224 26.875.623.658 74.197.567.623 (2.616.337.900) 71.581.229.723 Segmented Assets
Liabilitas Segmen 29.258.185.381 418.522.863 14.342.928.979 44.019.637.223 (1.518.591.805) 42.501.045.418 Segmented Liabilities
46. Aset dan Liabilitas dalam Mata Uang Asing 46. Assets and Liabilities in Foreign Currencies
Aset dan liabilitas dalam mata uang asing pada Assets and liabilities in foreign currencies as of
tanggal 31 Desember 2023 dan 2022 adalah December 31, 2023 and 2022 are as follows:
sebagai berikut:
2023 2022
Mata Uang Asing Mata Uang Asing
(Nilai Penuh)/ (Nilai Penuh)/
Foreign Currency Foreign Currency
(Full Amount) Rp (Full Amount) Rp
Aset Assets
Cash and Cash
Kas dan Setara Kas USD 126.102.542 1.943.996.787 USD 90.024.486 1.416.175.187 Equivalents
EUR 488.464 8.372.273 EUR 1.031.762 17.243.459
JPY 6.321.907 692.546 JPY 6.325.102 743.621
Dana Dibatasi
Penggunaannya USD 58.388.861 900.122.688 USD 10 157 Restricted Funds
Piutang Usaha USD 8.568.014 132.084.504 USD 10.036.624 157.886.132 Trade Receviables
Jumlah Aset 2.985.268.798 1.592.048.556 Total Asset
Liabilitas Liabilities
Utang Usaha EUR 307.680 5.273.635 EUR 630.000 10.528.957 Trade Payables
JPY 132.510.650 14.516.151 JPY 738.573.364 86.831.596
USD 728.518 11.230.840 USD -- --
Utang Jangka Panjang Current Maturities of
Jatuh Tempo 1 Tahun USD 5.934.439 91.485.309 USD 11.092.409 174.494.692 Long-term Loans
Utang Jangka Panjang Long-term Loans
Setelah Dikurangi Net of
Jatuh Tempo 1 Tahun USD 610.083 9.405.033 USD 6.544.521 102.951.866 Maturities
Jumlah Liabilitas 131.910.968 374.807.111 Total Liabilities
Jumlah Bersih 2.853.357.830 1.217.241.445 Total Net
139
Page 804
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
47. Kebijakan Manajemen Risiko 47. Risk Management Policies
Kebijakan manajemen risiko keuangan The financial risk management policies of the
Perusahaan dan entitas anak adalah untuk Company and its subsidiaries are made to
memastikan bahwa sumber daya keuangan ensure that adequate financial resources are
yang memadai tersedia untuk operasi dan available for operation and development of
pengembangan bisnis, serta untuk mengelola their business, and managing their exposure to
risiko pasar (termasuk risiko mata uang asing market risks (including foreign currency risk
dan risiko tingkat suku bunga), risiko kredit dan and interest rate risk), credit risk and liquidity
risiko likuiditas. Perusahaan dan entitas anak risk. The Company and its subsidiaries operate
beroperasi dengan kebijakan yang telah within defined policies which approved by the
ditentukan oleh Dewan Direksi. Board of Directors.
Dalam pengelolaan risiko, Grup membentuk In managing those risks, the Group established
Divisi Manajemen Risiko yang bertanggung a Risk Management Division which is
jawab terhadap penyusunan kebijakan, responsible for the preparation of the policies,
kerangka kerja, pedoman penerapan the relevant frameworks, implementation
manajemen risiko dan infrastruktur guideline and the necessary risk management
pengelolaan risiko, serta memastikan infrastructure to ensure the implementation of
implementasi manajemen risiko tersebut di risk management in the Group’s environment.
lingkungan Grup. Divisi Manajemen Risiko The Risk Management Division is responsible
bertanggung jawab kepada Direktur Keuangan to the Director of Finance and Risk
dan Manajemen Risiko. Management.
a. Risiko Pasar a. Market Risk
1. Risiko mata uang asing 1. Foreign currency risk
Risiko mata uang adalah risiko di Foreign currency risk is the risk where
mana nilai wajar atau arus kas masa the fair value or future cash flows of a
datang dari suatu instrumen keuangan financial instrument will fluctuate
akan berfluktuasi akibat perubahan because of changes in foreign
nilai tukar mata uang asing. Eksposur exchange rates. The Group’s exposure
Grup terhadap fluktuasi nilai tukar to exchange rate fluctuations results
terutama berasal dari pinjaman jangka primarily from Short-term loans, Long-
pendek, pinjaman jangka panjang term loans, trade receivable from sales
piutang usaha dari penjualan dalam in foreign currencies and trade
mata uang asing dan utang usaha dari payables from puchases in foreign
pembelian dalam mata uang asing. currencies.
Grup menanggung risiko nilai tukar The Group incurs foreign currency risk
mata uang asing atas transaksi dan on the transactions dan balances that
saldo yang didenominasi dalam mata are denominated in currencies other
uang selain Rupiah. Mata uang yang than Indonesian Rupiah. The currency
menimbulkan risiko ini adalah giving rise to this risk is US Dollar.
terutama Dolar AS. Risiko nilai tukar Foreign currency risks are managed as
mata uang asing dikelola sebaik far as possible by natural hedges of
mungkin dengan lindung nilai alami matching assets and liabilities in
yaitu menyeimbangkan nilai kekayaan foreign currency.
dan kewajiban masing-masing mata
uang.
140
Page 805
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
47. Kebijakan Manajemen Risiko (Lanjutan) 47. Risk Management Policies (Continued)
Untuk mengantisipasi dan mengurangi In order to anticipate and mitigate the
risiko fluktuasi kurs terhadap Dolar AS, risk of exchange rate fluctuation
Grup mengusahakan, untuk against the US Dollar, the Group
memastikan bahwa sebagian besar seeks, to ensure that significant portion
pembelian dan penjualan dilakukan of purchases and sales are carried out
dalam mata uang yang sama serta in the same currency as well as
dilakukan pada saat yang hampir matching the timing of transactions
bersamaan dan mengimplementasikan and to implement a policy whereby
kebijakan dimana hutang dalam mata debts in foreign currency used to
uang asing yang digunakan untuk finance business activities are made in
membiayai kegiatan usaha dilakukan the same currency (natural hedging).
dalam mata uang yang sama (lindung The management also ensures those
nilai alami). Manajemen juga policies are implemented to the
memantau untuk memastikan bahwa maximum condition.
kebijakan tersebut diimplementasikan
semaksimal mungkin.
Grup memantau secara ketat fluktuasi The Group closely monitors the foreign
dari nilai tukar mata uang asing, exchange rate fluctuation, so it can
sehingga dapat mengambil langkah- take useful actions to the Company in
langkah yang paling menguntungkan proper time.
Perusahaan pada waktu yang tepat.
Analisis Sensitivitas untuk Risiko Mata Sensitivity Analysis for Foreign
Uang Asing Currency Risk
Pada tanggal 31 Desember 2023 dan As of and December 31, 2023 and
2022, jika mata uang asing 2022, if the foreign currency has
melemah/menguat sebesar 5% weakened/strengthened by 5% against
terhadap Rupiah dengan asumsi Rupiah with all other variables are
semua variabel konstan, laba sebelum constant, the profit before tax for the
pajak dalam tahun berjalan akan current year will lower/higher by
menjadi lebih rendah/tinggi sebesar Rp155,859,003 (December 31, 2022;
Rp155.859.003 (31 Desember 2022: Rp98,342,783), mainly as a result of
Rp98.342.783) terutama disebabkan foreign exchange gain/losses on
oleh penjabaran keuntungan/ kerugian translation of cash and cash
translasi kas setara kas, piutang equivalent, trade receivables, other
usaha, piutang lain-lain, utang usaha receivables, trade payables and bank
dan utang bank. loans.
2. Risiko Suku Bunga 2. Interest Rate Risk
Risiko suku bunga adalah risiko di Interest rate risk is the risk that the fair
mana nilai wajar atau arus kas masa value or future cash flows of a financial
depan dari suatu instrumen keuangan instrument will fluctuate because of
akan berfluktuasi karena perubahan changes in the market interest rates.
suku bunga pasar. Eksposur The Company’s exposure to the risk of
Perusahaan terhadap risiko perubahan changes in market interest rates
suku bunga pasar terutama terkait relates primarily to its Short-term
dengan pinjaman jangka pendek, loans, Long-term loans and bonds
pinjaman jangka panjang dan utang payable. Interest rate fluctuations
obligasinya. Fluktuasi suku bunga influence the cost of new loans and the
memengaruhi biaya atas pinjaman interest on the outstanding floating rate
baru dan bunga atas saldo pinjaman loans of the Company.
Perusahaan yang dikenakan suku
bunga mengambang.
141
Page 806
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
47. Kebijakan Manajemen Risiko (Lanjutan) 47. Risk Management Policies (Continued)
Kebijakan Grup terkait dengan risiko The Group’s policies related to interest
suku bunga adalah sebagai berikut: rate risk are as follows:
1) Mengelola biaya bunga melalui 1) Managing interest cost through a
kombinasi utang dengan suku mix of fixed and variable rate
bunga tetap dan variabel. Grup debts. The Group evaluates the
mengevaluasi rasio suku bunga fixed to floating rate ratio of its
tetap terhadap suku bunga loans and bonds payable in line
mengambang dari utang pinjaman with movements of relevant
dan utang obligasi sejalan interest rates in the financial
dengan perubahan suku markets. Based on management’s
bunga yang relevan di pasar assessment, new financing will be
keuangan. Berdasarkan penilaian priced either on a fixed or floating
manajemen, pembiayaan baru rate basis.
akan ditentukan berdasarkan suku
bunga tetap atau mengambang.
2) Mengelola eksposur atas tingkat 2) Managing the interest rate
suku bunga yang berasal dari exposure from loans and bonds
utang pinjaman dan utang obligasi payable by signing the interest rate
dengan menandatangani kontrak swap contracts. The contract is
swap, tingkat suku bunga tersebut aimed to hedge the floating interest
ditujukan untuk lindung nilai atas in US Dollar currency.
suku bunga mengambang dalam
pinjaman mata uang Dolar AS.
Pada tanggal 31 Desember 2023 dan 2022 As of December 31, 2023 and 2022, more
masing-masing lebih dari 16,17% dan than 16.17% and 16.78% respectively, of
16,78% dari utang berbunga/ pinjaman the Group’s interest debts/ interest loans
berbunga Grup adalah utang dengan suku are loans with fixed rate.
bunga tetap.
Grup menunjukan sensitivitas terhadap The Group demonstrates the sensitivity to
perubahan yang mungkin terjadi pada a reasonably possible change in interest
suku bunga, di mana semua variabel rates, with all other variables are constant,
lainnya dianggap tetap, terhadap laba of the Group’s profit for the years ended
Grup untuk tahun-tahun yang berakhir December 31, 2023 and 2022 (through the
31 Desember 2023 dan 2022 (melalui impact on the floating rate borrowings
dampak atas suku bunga suku bunga which is based on JIBOR for Rupiah
JIBOR untuk pinjaman dalam Rupiah). borrowings).
Analisis sensitivitas di bawah ini telah The sensitivity analysis below has been
ditentukan berdasarkan eksposur suku determined based on the exposure to
bunga untuk non derivatif pada akhir tahun interest rates for non-derivative
pelaporan. Untuk liabilitas tingkat bunga instruments at the end of the reporting
mengambang, analisis tersebut disusun year. For floating rate liabilities, the
dengan asumsi jumlah liabilitas terutang analysis is prepared by assuming the
pada akhir tahun pelaporan itu terutang amount of the liability outstanding for the
sepanjang tahun. Kenaikan atau whole year. A 0.5% increase or decrease
penurunan sebesar 0,5% digunakan ketika is used when report the interest rate risk
melaporkan risiko suku bunga secara internally to key management personnel
internal kepada manajemen kunci dan and represents management’s assessment
merupakan penilaian manajemen terhadap of the reasonable possible changes in
perubahan yang mungkin terjadi pada interest rates.
suku bunga.
142
Page 807
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
47. Kebijakan Manajemen Risiko (Lanjutan) 47. Risk Management Policies (Continued)
Pada tanggal 31 Desember 2023 dan 2022 As of December 31, 2023 and 2022, if
jika tingkat suku bunga atas utang bank interest rates on bank loans is 0.5%
0,5% lebih tinggi/lebih rendah dengan higher/lower with all other variables are
asumsi semua variabel konstan, maka: constant,
then:
• Pada 31 Desember 2023, laba • As of December 31, 2023 profit after tax
setelah pajak pada tahun berjalan for the current year would be
akan menjadi lebih rendah/tinggi Rp41,382,380 lower/higher.
sebesar Rp41.382.380.
• Pada 31 Desember 2022, laba • As of December 31, 2022 profit after tax
setelah pajak pada tahun berjalan for the current year would be
akan menjadi lebih rendah/tinggi Rp44,895,553 lower/higher.
sebesar Rp44.895.553.
b. Risiko Kredit b. Credit Risk
Risiko kredit adalah risiko bahwa Grup Credit risk is the risk that the Group will
akan mengalami kerugian yang suffer loss that come from other parties that
ditimbulkan oleh rekanan yang gagal failed to fulfill the contractual responsibility
memenuhi kewajiban kontraktual.
Pada tanggal 31 Desember 2023, jumlah As of December 31, 2023 the total of
maksimum eksposur terhadap risiko kredit maximum exposure from credit risk was
adalah Rp10.457.053.729 (31 Desember Rp10,457,053,729 (December 31, 2022:
2022: Rp13.766.240.270). Risiko kredit Rp13,766,240,270). Credit risk arises from
terutama berasal dari kas dan setara kas cash and cash equivalents and restricted
dan dana yang dibatasi penggunaannya, cash, trade receivables, accrue revenue,
piutang usaha, pendapatan yang masih other receivables and long-term
harus diterima, piutang lain-lain dan investment.
investasi jangka panjang.
Semua kas di bank dan deposito All the cash in banks and time deposits are
berjangka ditempatkan di bank yang placed in bank with good credit rating.
memiliki kualitas kredit yang baik.
Pada tanggal 31 Desember 2023 piutang On December 31, 2023 Group’s accounts
usaha Grup tidak terkonsentrasi pada receivable is not concentrated on certain
pelanggan tertentu. customer.
Manajemen yakin akan kemampuannya Management is confident in its ability to
untuk terus mengendalikan dan continue to control and maintain the
mempertahankan eksposur yang minimal minimal exposure of credit risk,
terhadap risiko kredit mengingat Grup considering the Group has clear policies
memiliki kebijakan yang jelas dalam on the selection of customers, legally
pemilihan pelanggan, perjanjian yang binding agreements in place for sales
mengikat secara hukum untuk transaksi transactions and other services rendered
serta jasa lainnya yang telah dilakukan dan and historically low levels of bad debts.
secara historis mempunyai tingkat yang
rendah untuk piutang yang bermasalah.
143
Page 808
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
47. Kebijakan Manajemen Risiko (Lanjutan) 47. Risk Management Policies (Continued)
c. Risiko Likuiditas c. Liquidity Risk
Risiko likuiditas (juga dikenal risiko Liquidity risk (also known as funding risk)
pendanaan) adalah risiko dimana is a risk where the Company would be
Perusahaan akan mengalami kesulitan having a difficulty in obtaining funds to
dalam memperoleh dana untuk memenuhi fulfill its commitments associated with
komitmennya terkait dengan instrumen financial instruments. Liquidity risk may
keuangan. Risiko likuiditas mungkin timbul rise from the incapability of the Group to
akibat ketidakmampuan Grup untuk sell assets immediately at prices close to
menjual aset keuangan secara cepat its fair value.
dengan harga yang mendekati nilai
wajarnya.
Risiko likuiditas muncul dalam situasi Grup Liquidity risk arises in situations where
kesulitan memperoleh pendanaan. Group struggles to obtain their financing.
Kebijakan manajemen risiko likuiditas yang Risk management policy on liquidity was
berhati-hati dilakukan dengan menjaga conducted carefully to maintain sufficient
kecukupan kas dan setara kas. cash and cash equivalents. The Company
Perusahaan mengelola risiko likuiditas manages liquidity risk by monitoring cash
dengan memonitor perkiraan arus kas dan flow forecasts and actual cash flows and
arus kas aktual serta menyesuaikan profil adjusts the maturity profile of financial
jatuh tempo dari aset dan liabilitas assets and liabilities.
keuangan.
Tabel berikut ini memberikan rincian The following table details the Company
tanggal jatuh tempo kontraktual untuk and its subsidiaries remaining contractual
liabilitas keuangan dengan pembayaran maturity for its financial liabilities with
yang telah disepakati sebagai berikut: agreed repayment as follow:
2023
Lebih dari Lebih dari
Kurang dari 1 tahun sampai 3 tahun sampai
1 tahun/ dengan 3 tahun/ dengan 5 tahun/ Lebih dari
Less than Over 1 year Over 3 year 5 tahun/ Jumlah/
1 year up to 3 years up to 5 years Over 5 years Total
Liabilitas Keuangan Financial Liabilies
Utang Usaha 7.371.276.638 -- -- -- 7.371.276.638 Trade Payables
Beban Akrual 2.203.317.939 -- -- -- 2.203.317.939 Accrued Expenses
Pinjaman Jangka Short-term
Pendek 1.388.523.138 -- -- -- 1.388.523.138 Loans
Obligasi 1.898.852.925 1.098.388.157 632.437.488 863.643.974 4.493.322.544 Bonds
Sukuk -- -- 117.042.620 381.543.574 498.586.194 Sukuk
Pinjaman Program PEN 437.500.000 875.000.000 875.000.000 875.000.000 3.062.500.000 PEN Program Loan
Pinjaman Jangka Long-term
Panjang 1.294.613.508 3.368.446.810 2.812.805.015 13.960.775.637 21.436.640.970 Loans
Liabilitas Sewa 36.504.861 74.166.028 -- -- 110.670.889 Lease Liabilities
Jumlah 14.630.589.009 5.416.000.995 4.437.285.123 16.080.963.185 40.564.838.312 Total
2022
Lebih dari Lebih dari
Kurang dari 1 tahun sampai 3 tahun sampai
1 tahun/ dengan 3 tahun/ dengan 5 tahun/ Lebih dari
Less than Over 1 year Over 3 year 5 tahun/ Jumlah/
1 year up to 3 years up to 5 years Over 5 years Total
Liabilitas Keuangan Financial Liabilies
Utang Usaha 2.458.886.168 -- -- -- 2.458.886.168 Trade Payables
Beban Akrual 1.572.961.926 -- -- -- 1.572.961.926 Accrued Expenses
Pinjaman Jangka Short-term
Pendek 1.760.000.000 -- -- -- 1.760.000.000 Loans
Obligasi -- 1.897.669.952 1.729.862.225 863.228.204 4.490.760.381 Bonds
Sukuk -- -- 116.958.789 381.348.322 498.307.111 Sukuk
Pinjaman Program PEN 437.500.000 875.000.000 875.000.000 1.312.500.000 3.500.000.000 PEN Program Loan
Pinjaman Jangka Long-term
Panjang 1.196.958.601 2.555.130.071 940.665.213 14.786.836.533 19.479.590.418 Loans
Liabilitas Sewa 16.563.637 44.599.263 -- -- 61.162.900 Lease Liabilities
Jumlah 7.442.870.332 5.372.399.286 3.662.486.227 17.343.913.059 33.821.668.904 Total
144
Page 809
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
47. Kebijakan Manajemen Risiko (Lanjutan) 47. Risk Management Policies (Continued)
d. Pengelolaan Modal d. Capital Management
Dalam mengelola permodalannya, Grup In managing its equity, the Group always
senantiasa mempertahankan maintains its going concern as well as
kelangsungan usaha serta maximizes the benefits for shareholders
memaksimalkan manfaat bagi pemegang and other stakeholders, and to provide
saham dan pemangku kepentingan adequate returns to shareholders by
lainnya, dan untuk memberikan imbal hasil considering the price of products and
yang memadai kepada pemegang saham services that are commensurate with the
dengan menentukan harga produk dan level of risk.
jasa yang sepadan dengan tingkat risiko.
Grup menetapkan sejumlah rasio modal The Group set a number of capital ratios
sesuai proporsi terhadap risiko. proportion to the risk. The Company
Perusahaan mengelola struktur modal dan manages its capital structure and makes
membuat penyesuaian dengan adjustments by considering changes in
memperhatikan perubahan kondisi economic conditions and risk characteristic
ekonomi dan karakteristik risiko aset yang of the underlying assets. Consistently with
mendasari. Konsisten dengan perusahaan the other companies in the industries, the
lain dalam industri, perusahaan memonitor company monitors the ratio of adjusted
modal dengan dasar rasio pinjaman debt to equity.
terhadap modal yang disesuaikan.
2023 2022
Pinjaman Debt
Pinjaman Jangka Pendek 1.388.523.138 1.760.000.000 Short-term Loans
Liabilitas Jangka Panjang yang Current Maturities of
yang Jatuh Tempo dalam Satu Tahun Long-term Liabilities
Pinjaman Jangka Panjang 1.294.613.508 1.196.958.601 Long-term Loans
Pinjaman Program PEN 437.500.000 437.500.000 PEN Program Loan
Obligasi 1.898.852.925 -- Bonds
Liabilitas Sewa 36.504.861 16.563.637 Lease Liabilities
Liabilitas Jangka Panjang setelah Dikurangi Long-term Liabilities - Net of
Bagian Jatuh Tempo dalam Satu Tahun Current Maturities
Pinjaman Jangka Panjang 20.142.027.462 18.282.631.817 Long-term Loans
Pinjaman Program PEN 2.625.000.000 3.062.500.000 PEN Program Loans
Obligasi 2.594.469.619 4.490.760.381 Bonds
Sukuk 498.586.194 498.307.111 Sukuk
Liabilitas Sewa 74.166.028 44.599.263 Lease Liabilities
Jumlah Pinjaman 30.990.243.735 29.789.820.810 Total Debt
Jumlah Ekuitas 30.906.137.241 29.080.184.305 Total Equity
Rasio Pinjaman Total Debt
terhadap Ekuitas 100,27% 102,44% to Equity Ratio
Grup secara aktif dan rutin menelaah dan The Group actively and regularly examines
mengelola permodalannya untuk and manages its capital structure to
memastikan struktur modal dan ensure optimum capital returns to
pengembalian yang optimal bagi shareholders, by consider the efficient
pemegang saham, dengan usage of capital by operating cash flow
mempertimbangkan efisiensi penggunaan and capital expenditures, and
modal berdasarkan arus kas operasi dan consideration of capital needs in the future.
belanja modal, serta mempertimbangkan
kebutuhan modal di masa yang akan
datang.
145
Page 810
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
48. Nilai Wajar Instrumen Keuangan 48. Fair Value of Financial Instrument
Nilai wajar aset dan liabilitas keuangan, The fair values of financial assets and
beserta nilai tercatatnya, adalah sebagai liabilities, together with the carrying amounts,
berikut: are as follows:
2023 2022
Nilai tercatat/ Nilai wajar/ Nilai tercatat/ Nilai wajar/
Carrying value Fair value Carrying value Fair value
Aset keuangan: Financial assets:
Kas dan Setara Kas 5.138.571.482 5.138.571.482 5.695.720.193 5.695.720.193 Cash and Cash Equivalents
Dana Dibatasi Penggunaannya 2.587.812.673 2.587.812.673 5.610.385.976 5.610.385.976 Restricted Fund
Piutang Usaha 1.869.594.775 1.869.594.775 1.406.338.067 1.406.338.067 Trade Receivables
Piutang Lain-lain 61.586.990 61.586.990 90.003.063 90.003.063 Other Receivables
Pendapatan Masih akan Diterima 763.740.040 763.740.040 939.616.971 939.616.971 Accrued Income
Investasi Jangka Panjang 35.747.769 35.747.769 24.176.000 24.176.000 Long Term Investment
Jumlah 10.457.053.729 10.457.053.729 13.766.240.270 13.766.240.270 Total
Liabilitas keuangan: Financial liabilities:
Utang Usaha 7.371.276.638 7.371.276.638 2.458.886.168 2.458.886.168 Trade Payables
Beban Akrual 2.203.317.939 2.203.317.939 1.572.961.926 1.572.961.926 Accrued Expenses
Pinjaman Jangka Pendek 1.388.523.138 1.388.523.138 1.760.000.000 1.760.000.000 Short-term Borrowings
Pinjaman
Liabilitas Jangka
jangka pendek
Panjang yang Current Maturities of
Jatuh Tempo dalam Satu Tahun: Long-term Liabilities
Pinjaman Jangka Panjang 1.294.613.508 1.290.943.357 1.196.958.601 1.196.958.601 Long-term Loans
Pinjaman Program PEN 437.500.000 437.500.000 437.500.000 437.500.000 PEN Program Loan
jatuh
Obligasi
tempo satu tahun 1.898.852.925 1.898.852.925 -- -- Bonds
Liabilitas Sewa 36.504.861 36.504.861 16.563.637 16.563.637 Lease Liabilities
Pinjaman Jangka Panjang Setelah Dikurangi Long-term Loans
Bagian
setelahJatuh
dikurangi
Tempo bagian
dalamjatuh
Satu Tahun: Net-off Current
tempo
Pinjaman
dalam
Jangka
satu tahun
Panjang 20.142.027.462 20.141.120.495 18.282.631.817 18.271.820.560 Maturity
Pinjaman Program PEN 2.625.000.000 2.737.698.696 3.062.500.000 2.653.951.168 PEN Program Loan
Obligasi 2.594.469.619 2.710.565.827 4.490.760.381 4.633.482.471 Bonds
Sukuk 498.586.194 499.927.345 498.307.111 516.209.186 Sukuk
Liabilitas Sewa 74.166.028 74.166.028 44.599.263 44.599.263 Lease Liabilities
Jumlah 40.564.838.312 40.790.397.249 33.821.668.904 33.562.932.980 Total
Pada tanggal 31 Desember 2023 dan 2022, As of Desember 31, 2023 and 2022 the
nilai tercatat aset dan liabilitas keuangan carrying amounts of financial assets and
mendekati nilai wajarnya sebagai berikut: liabilities approximate their fair value as
follows:
1. Kas dan setara kas, investasi jangka 1. Cash and cash equivalents, Short-term
pendek, kas yang dibatasi penggunaannya, investments, restricted cash, trade
piutang usaha dan piutang lain-lain. Aset receivables and other receivables. That
keuangan tersebut merupakan aset financial assets are due within
keuangan jangka pendek yang akan jatuh 12 months, thus the carrying values of the
tempo dalam waktu 12 bulan, sehingga nilai financial assets approximate their fair
tercatat aset keuangan tersebut kurang values.
lebih telah mencerminkan nilai wajarnya.
2. Utang usaha, utang lain-lain, beban akrual 2. Trade payables, other liabilities, accrued
dan pinjaman jangka pendek. Liabilitas expenses and Short-term loan. Those
keuangan tersebut merupakan liabilitas financial liabilities are due within 12 months,
jangka pendek yang akan jatuh tempo thus the carrying values of the financial
dalam waktu 12 bulan sehingga nilai liabilities approximately represent their fair
tercatat liabilitas keuangan tersebut kurang values.
lebih telah mencerminkan nilai wajarnya.
3. Pinjaman bank jangka panjang, termasuk 3. Long-term bank loans, including their
bagian jatuh tempo dalam waktu satu current maturities. Those financial liabilities
tahun. Liabilitas keuangan tersebut are liabilities with floating and fixed interest
merupakan pinjaman yang memiliki suku rates which are adjusted with the
bunga variabel dan tetap yang disesuaikan movements of market interest rates, so that
dengan pergerakan suku bunga pasar the carrying values of the financial liabilities
sehingga nilai tercatat liabilitas keuangan approximate their fair values.
tersebut telah mendekati nilai wajar.
146
Page 811
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
48. Nilai Wajar Instrumen Keuangan (Lanjutan) 48. Fair Value of Financial Instrument
(Continued)
4. Nilai wajar obligasi sebesar nilai kini dari 4. The fair values of the bond payable are
arus kas di masa datang, yang estimated at the present value of future
didiskontokan dengan tingkat suku bunga cash flows, discounted at market interest
pasar. rate.
5. Nilai wajar investasi jangka panjang diukur 5. The fair values of the long term investment
pada nilai wajar menggunakan pengukuran are measured at fair value using level III
level III. measurements.
49. Perjanjian-perjanjian Penting 49. Significant Agreements
a. Perjanjian Penyerahan Jasa Angkutan a. Freight Service Delivery Agreements
Barang
Perusahaan menandatangani perjanjian The Company has entered into an
penyerahan jasa angkutan barang dengan agreement for cargo delivery services with
beberapa perusahaan lain dengan ikhtisar several other companies with a summary
sebagai berikut: as follows:
1. PT Indonesia Asahan Alumunium 1. PT Indonesia Asahan Alumunium
(Persero) – PT Bukit Asam (Persero) (Persero) – PT Bukit Asam (Persero)
Tbk Tbk
a. Pengangkutan batu bara rute a. Coal transportation for Tanjungenim
Tanjungenim Baru - Tarahan Baru - Tarahan
dan Tanjung Enim Baru - and Tanjung Enim Baru - Kertapati
Kertapati, diatur dalam routes, as set in the
Perjanjian No. 027/PJJ/EKS- Agreement No. 027/PJJ/EKS-
0100/HK.03/2017 dan No. 0100/HK.03/2017 and No.
KL.701/VI/19/KA-2017 tertanggal 9 KL.701/VI/19/KA-2017 dated June 9,
Juni 2017. hal penting yang diatur 2017. Some important matters that
adalah sebagai berikut: were agreed are as follows:
• Perjanjian berlaku mulai • The Agreement is started from
1 Januari 2017 sampai dengan 31 January 1, 2017 until December
Desember 2021. 31, 2021.
• Para pihak sepakat rencana • The parties agreed that
angkutan untuk masing-masing transportation plan for each
relasi pada tahun 2022 adalah relation in 2022 is Tanjungenim
Tanjungenim Baru (TMB) – Baru (TMB) - Tarahan (THN)
Tarahan (THN) sebesar 24.000 amounting to 24,000 and
dan Tanjungenim Baru (TMB) – Tanjungenim Baru (TMB) -
Kertapati (KPT) sebesar 6.600. Kertapati (KPT) amounting to
6,600.
• Para pihak menyusun target • Both parties prepare transportation
volume angkutan bulanan paling volume target at least 3 months
lambat 3 bulan sebelum tahun before next calendar year
berjalan mengacu pada Rencana according to the Annual
Angkutan Tahunan. Transportation Plan.
147
Page 812
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
• Berdasarkan Berita Acara • Based on the Minutes of
Kesepakatan No. KL.707/II/ 9/KA- Agreement No. KL.707/II/ 9/KA-
2023 tanggal 8 Februari 2023 2023 dated Februari 8, 2023
antara Perusahaan dan PT Bukit between the Company and PT
Asam (Persero) Tbk (Para Pihak) Bukit Asam (Persero) Tbk (the
menyatakan bahwa Para Pihak Parties) stated that the Parties
sepakat pelaksanaan angkutan agreed that the implementation of
batu bara untuk tahun 2023 coal transportation would continue
sampai 2027 dengan penyesuaian for period 2023 until 2027 with
kenaikan tarif dan dynamic pricing. adjustment increase price and
dynamic pricing.
b. Pada tanggal 12 Oktober 2023, b. On October 12 2023, the Company
Perusahaan dan PT Bukit Asam and PT Bukit Asam (Persero) Tbk –
(Persero) Tbk – Entitas anak dari PT a subsidiary of PT Indonesia Asahan
Indonesia Asahan Alumunium Alumunium (Persero) signed
(Persero) menandatangani Perjanjian Agreement No.
No. 011/T/PJJ/0100/ 011/T/PJJ/0100/HK.03/X/2023 and
HK.03/X/2023 dan No. KL.701/ No. KL.701/X/13/KA-2023
X/13/KA-2023 tentang angkutan batu concerning coal transportation by
bara dengan kereta api relasi train on the relation of
Tanjungenimbaru – Tarahan dan Tanjungenimbaru – Tarahan and
Tanjungenimbaru – Kertapati. Tanjungenimbaru – Kertapati. The
Perjanjian berlaku mulai 1 Januari agreement is valid from January 1,
2023 sampai dengan 2023 to December 31, 2027.
31 Desember 2027.
2. PT Pertamina (Persero) – 2. PT Pertamina (Persero) –
PT Pertamina Patra Niaga PT Pertamina Patra Niaga
Perjanjian ditandatangani pada tanggal The agreement was signed
28 Desember 2021 dengan No. KTR- on December 28, 2021 with agreement
008/PNA000000/2021-S0, No. KTR- No. KTR-008/PNA000000/2021-S0,
185/PNE000000/2021-S0 dan No. KTR-185/PNE000000/2021-S0
No. KL.705/XI/4/KA-2021 yang and No. KL.705/XI/4/KA-2021 which
merupakan Perjanjian Novasi atas is Novation Aggrement on
perjanjian No. SP-003/R00000/2020- No SP-003/R00000/2020-S0 and
S0 dan No. KL.701/IV/1/KA-2020 No.KL.701/IV/1/KA-2020 agreement
tanggal 1 April 2020 dengan syarat dated April 1, 2020 with the terms and
dan ketentuan sebagai berikut: conditions as follows:
• Perjanjian berlaku surut mulai • The agreement is valid
1 Oktober 2015 sampai dengan retrospectively from October 1,
1 April 2025. Terhitung sejak 2015 until April 1, 2025. Since
tanggal 1 September 2021, September 1, 2021, PT Pertamina
PT Pertamina melakukan transfer rights and obligation to
pengalihan hak dan kewajiban PT Pertamina Patra Niaga.
kepada PT Pertamina Patra Niaga.
148
Page 813
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
• Jasa yang diperjanjikan adalah • Services included transportation
pengangkutan bahan bakar for fuels (such as premium,
minyak (meliputi premium, minyak kerosene, diesel fuel, diesel oil and
tanah, solar, minyak diesel dan fuel oil) and special fuels (such as
minyak bakar) dan bahan bakar aviation fuel, avgas, Super TT,
minyak khusus (meliputi avtur, premix and petrol blue) by using a
avgas, super TT, premix, dan kettle train.
bensin biru) dengan menggunakan
gerbong ketel.
• Jumlah Bahan Bakar Minyak • The amount of transported fuel oils
(BBM) dan Bahan Bakar Khusus and special fuel oils is determined
(BBK) yang diangkut ditetapkan in a yearly plan which
dalam rencana tahunan yang subsequently detailed a monthly
dikemudian dijabarkan secara definitive plan and approved by
definitif dalam rencana bulanan both parties.
dan disetujui oleh kedua belah
pihak.
• Tarif keseluruhan ditetapkan • The tariff is determined at
sebesar Rp694.40 KL/KM untuk Rp694,40 KL/KM for all types of
semua jenis Bahan Bakar Minyak fuel oils and special fuel oils,
(BBM) dan bahan Bakar khusus excluding value-added tax (VAT).
(BBK) belum termasuk Pajak
Pertambahan Nilai (PPN).
• Apabila terdapat klaim atas susut • If there is a claim for loss or
atau kerusakan mutu BBM/BBK damage of the quality of fuel, the
yang diangkut akan diterbitkan, invoice will be issued, debit bill and
nota debet tagihan dan tagihan further bill will be calculate and
selanjutnya akan diperhitungkan deducted all in tariff.
serta dipotong dari tarif
keseluruhan.
3. PT Bara Alam Utama 3. PT Bara Alam Utama
Perjanjian kerja sama tentang The Agreement of Coal Transportation
angkutan batu bara dari Sukacinta ke for Sukacinta – Kertapati relation
Kertapati No. HK.221/XII/19/KA-2012 No. HK.221/XII/19/KA-2012 and
dan No. 001/BAU-KAI/XII/2012 No. 001/BAU-KAI/XII/2012 dated
tertanggal 14 Desember 2012 dan December 14, 2012 and
diadendum V dengan Perjanjian amendment V with the Agreement
No. KL.701/VII/9/KA-2023 tanggal No.KL.701/VII/9/KA-2023 dated July
18 Juli 2023. 18, 2023.
Beberapa hal penting yang diatur Some important matters that were
dalam perjanjian tersebut adalah: agreed were as follow:
• Perjanjian berlaku mulai • The agreement is started from
14 Desember 2012 sampai December 14, 2012 untill
dengan 13 Desember 2032. December 13, 2032.
149
Page 814
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
• Tarif angkutan batu bara tanpa • The coal transportation tariff
MIP domestik rute Sukacinta - without MIP for domestic on the
Kertapati sebesar Rp736,5 Sukacinta - Kertapati route is
(Rupiah penuh)/ ton km dan tarif Rp736.5 (full Rupiah)/ton km and
angkutan batu bara tanpa MIP the coal transportation rate without
domestik rute Sukacita-Simpang MIP for domestic on the Sukacinta-
sebesar Rp736,5 (Rupiah Simpang route is RP 736.5 (full
penuh)/ton km. Rupiah)/ton km.
• Tarif angkutan batu bara tanpa • The coal transportation tariff
MIP ekspor rute Sukacinta - without MIP for export on the
Kertapati sebesar Rp709 (Rupiah Sukacinta - Kertapati route is
penuh)/ ton km dan tarif angkutan Rp709 (full Rupiah)/ton km and the
batu bara tanpa MIP ekspor rute coal transportation tariff without
Sukacita-Simpang sebesar Rp709 MIP for export on the Sukacinta-
(Rupiah penuh)/ton km. Simpang route is RP 709 (full
Rupiah)/ton km.
• Tarif angkutan batu bara dengan • The coal transportation tariff with
MIP ekspor rute Sukacinta - MIP for domestic on the Sukacinta
Kertapati sebesar Rp709 (Rupiah - Kertapati route is Rp709 (full
penuh)/ ton km dan tarif angkutan Rupiah)/ton km and the coal
batu bara dengan MIP ekspor rute transportation rate without MIP for
Sukacita-Simpang sebesar Rp709 domestic on the Sukacinta-
(Rupiah penuh)/ton km. Simpang route is Rp709 (full
Rupiah)/ton km.
• Tarif angkutan batu bara dengan • The coal transportation tariff with
MIP ekspor rute Sukacinta - MIP for export on the Sukacinta -
Kertapati sebesar Rp709 (Rupiah Kertapati route is Rp709 (full
penuh)/ ton km dan tarif angkutan Rupiah)/ton km and the coal
batu bara dengan MIP ekspor rute transportation tariff without MIP for
Sukacita-Simpang sebesar Rp709 export on the Sukacinta-Simpang
(Rupiah penuh)/ton km. route is Rp709 (full Rupiah)/ton
km.
4. PT Baramulti Sugih Sentosa 4. PT Baramulti Sugih Sentosa
Perjanjian kerja sama angkutan batu The agreement of coal transportation
bara dari Sukacinta - Kertapati from Sukacinta - Kertapati
No. HK.221/IV/11/KA-2012 dan No.HK.221/IV/11/KA-2012 and
No. 075/LEG-BMSS/IV/2012 dan di No.075/LEG-BMSS/IV/2012 and
Addendum VI dengan perjanjian amendement VI with agreement
No. KL.701/XI/1/KA-2021 tertanggal KL.701/XI/1/KA-2021 and dated
5 November 2021. November 5, 2021.
Beberapa hal penting yang diatur Some important matters that were
dalam perjanjian tersebut adalah: agreed were as follow:
• Perjanjian berlaku mulai • The agreement is started from
5 November 2021 sampai dengan November 5, 2021 untill December
31 Desember 2037. 31, 2037.
• PT Baramulti Sugih Sentosa harus • PT Baramulti Sugih Sentosa must
menyerahkan Jaminan dalam give bank guarantee amounted to
bentuk bank garansi sebesar Rp38,333,969 for period
Rp38.333.969 untuk periode November 1, 2021 – July 31,2023.
1 November 2021 – 31 Juli 2023.
150
Page 815
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
• Berdasarkan Addendum VI No. • Based on Amendment V No.
KL.701/X//1/KA-2021 dan No. KL.701/X/1/KA-2021 and No.
098.B/BMSS-KAI/LEG/XI/2021 098/BMSS-KAI/LEG/XI/2021 dated
tertanggal 05 November 2021 tarif November 05, 2021 coal
angkutan batu bara untuk perode transportation tariff for period
5 November 2021 s.d 31 Juli 2023 November 5, 2021 until
untuk relasi Sukacinta-Kertapati July 31, 2023 for relation
sebesar Rp667,50 (Rupiah Sukacinta-Kertapati amounted
penuh)/ton km, relasi Merapi- Rp667.50 (full amount)/ton
Kertapati sebesar Rp667,50 kilometer, relation Merapi-Kertapati
(Rupiah penuh)/ton km , relasi amounted Rp667.50 (full
Sukacita-Simpang sebesar amount)/ton kilometer, relation
Rp672,50 (Rupiah penuh)/ton km Sukacinta-Simpang amounted
dan relasi Merapi-Simpang Rp672.50 (full amount)/ton
sebesar Rp672,50 (Rupiah kilometer, and relation Merapi-
penuh)/ton km berdasarkan harga Simpang amounted Rp672.50 (full
dasar BBM sebesar Rp5.941 amount)/ton kilometer based on
(Rupiah penuh)/liter. fuel price at Rp5,941 (full
amount)/litre.
• Berdasarkan Addendum • Based on Amendment
No.KL.701/VIII/7/KA-2023 tanggal No. KL.701/VIII/7/KA-2023 dated
10 Agustus 2023 tarif angkutan August 10, 2023
batu bara untuk periode 1 Agustus coal transportation tariff for period
2023 s.d 31 Desember 2037 untuk August 1, 2023 until December 31,
relasi Sukacinta-Kertapati sebesar 2037 for relation Sukacinta-
Rp736,50 (Rupiah penuh)/ton km, Kertapati amounted Rp736.50 (full
relasi Merapi-Kertapati sebesar amount)/ton kilometer, relation
Rp736,50 (Rupiah penuh)/ton km , Merapi-Kertapati amounted
relasi Sukacita-Simpang sebesar Rp736.50 (full amount)/ton
Rp736,50 (Rupiah penuh)/ton km kilometer, relation Sukacinta-
dan relasi Merapi-Simpang Simpang amounted Rp736.50 (full
sebesar Rp736,50 (Rupiah amount)/ton kilometer, and relation
penuh)/ton km berdasarkan harga Merapi-Simpang amounted
dasar BBM sebesar Rp7.238 Rp736.50 (full amount)/ton
(Rupiah penuh)/liter. kilometer based on fuel price at
Rp7,238 (full amount)/litre.
5. PT Bintang Cemerlang Sentosa 5. PT Bintang Cemerlang Sentosa
Perjanjian kerja sama tentang The agreement of transport with coal
angkutan Batu Bara dengan use flat wagon from Banjarsari –
menggunakan gerbong datar dari Simpang was signed on August 01,
Banjarsari ke Simpang ditandatangani 2019 with No. KL.701/VIII/20/KA-2019
pada tanggal 01 Agustus 2019 dengan and No. 047/DIR-BCS/VIII/2019 with
No. KL.701/VIII/20/KA-2019 dan the terms and conditions as follows:
No. 047/DIR-BCS/VIII/2019 dengan
syarat dan ketentuan sebagai berikut:
• Perjanjian berlaku sejak tanggal • The agreement is started from the
efektif pelaksanaan perjanjian effective date of the implement the
dengan jangka waktu 10 tahun agreement for a period of 10 years
dan dapat diperpanjang. can be extended.
151
Page 816
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
• Tarif angkutan batu bara rute • Coal transportation tariff for routes
Banjarsari - Simpang sebesar Banjarsari - Simpang amounted to
Rp662 (Rupiah penuh)/ ton km Rp662 (full amount)/ ton kilometer
berdasarkan harga dasar BBM based on fuel price at Rp5,650 (full
sebesar Rp5.650 (Rupiah penuh)/ amount)/ litre.
liter.
• PT Bintang Cemerlang Sentosa • PT Bintang Cemerlang Sentosa
akan memberikan uang jaminan will provide a security deposit for
atas biaya angkutan berupa bank transportation cost in the form of a
garansi sebesar Rp9.830.700. bank guarantee amounted to
Rp9,830,700.
6. PT Perkebunan Nusantara III 6. PT Perkebunan Nusantara III
(Persero) (Persero)
Perjanjian kerja sama tentang The agreement of Crude Palm Oil
angkutan Crude Palm Oil (CPO) (CPO) transportation signed on
ditandatangani pada tanggal February 1, 2023 with the terms and
1 Februari 2023 dengan syarat dan conditions as follows:
ketentuan sebagai berikut:
a. Perjanjian No. KL.701/II/38/KA-2023 a. The agreement No.
Angkutan Crude Palm Oil (CPO) KL.701/II/38/KA-2023 Crude Palm
relasi dari PKS Aek Nabara Selatan Oil (CPO) transportation from PKS
ke PT Industri Nabati Lestari - Sei Aek Nabara Selatan ke PT Industri
Mangkei dengan tarif Rp148,41 Nabati Lestari - Sei Mangkei with
(rupiah penuh). Perjanjian ini tariff amounted to Rp148.41 (full
berlaku sejak tanggal amount). The agreement is started
1 Februari 2023 sampai dengan from February 1, 2023 until
31 Desember 2023. December 31, 2023.
b. Perjanjian No. KL.701/II/40/KA-2023 b. The agreement No.
Angkutan Crude Palm Oil (CPO) KL.701/II/38/KA-2023 Crude Palm
relasi dari PKS Sei Mangkei ke Oil (CPO) transportation from PKS
PT Kharisma Pemasaran Bersama Sei Mangkei ke PT Kharisma
Nusantara Unit - Belawan dengan Pemasaran Bersama Nusantara
tarif Rp118,81/kg (rupiah penuh). Unit - Belawan with tariff amounted
Perjanjian ini berlaku sejak tanggal to Rp118,81/kg (full amount). The
1 Februari 2023 sampai dengan agreement is started from
31 Desember 2023. February 1, 2023 until December
31, 2023.
c. Perjanjian No. KL.701/II/42/KA-2023 c. The agreement No.
Angkutan Crude Palm Oil (CPO) KL.701/II/42/KA-2023 Crude Palm
relasi dari PKS Sei Silau ke PT Oil (CPO) transportation from PKS
Kharisma Pemasaran Bersama Sei Silau ke PT Kharisma
Nusantara Unit - Belawan dengan Pemasaran Bersama Nusantara
tarif Rp131,92/kg (rupiah penuh). Unit - Belawan with tariff amounted
Perjanjian ini berlaku sejak tanggal to Rp131.92/kg (full amount). The
1 Februari 2023 sampai dengan agreement is started from
31 Desember 2023. Sampai dengan February 1, 2023 until December
tanggal pelaporan, perjanjian 31, 2023. As of the reporting date,
tersebut masih dalam proses the agreement is still in the process
perpanjangan. of renewal.
152
Page 817
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
7. PT Perkebunan Nusantara III 7. PT Perkebunan Nusantara III
(Persero) - PT Perkebunan (Persero) – PT Perkebunan
Nusantara IV Nusantara IV
a. Perjanjian No. KL.701/II/41/KA- a. The agreement No.
2023 Angkutan Crude Palm Oil KL.701/II/41/KA-2023 Crude Palm
(CPO) relasi dari PKS Rambutan Oil (CPO) transportation from PKS
ke PT Industri Nabati Lestari - Sei Rambutan ke PT Industri Nabati
Mangkei - Belawan dengan tarif Lestari - Sei Mangkei - Belawan
Rp68,22/kg (rupiah penuh). with tariff amounted to Rp68.22/kg
Perjanjian ini berlaku sejak (full amount). The agreement is
tanggal 1 Februari 2023 sampai started from February 1, 2023 until
dengan 31 Desember 2023. December 31, 2023. As of the
Sampai dengan tanggal reporting date, the agreement is
pelaporan, perjanjian tersebut still in the process of renewal.
masih dalam proses
perpanjangan.
b. Perjanjian dengan PT Perkebunan b. The agreement with PT
Nusantara IV No. KL.701/III/8/KA- Perkebunan Nusantara IV No.
2023 Angkutan Crude Palm Oil KL.701/III/8/KA-2023 Crude Palm
(CPO) dengan gerbong ketel Oil (CPO) by kettle train in 2023.
tahun 2023. Perjanjian ini berlaku The agreement is started from
sejak tanggal 13 Maret 2023 March 13, 2023 until December 31,
sampai dengan 31 Desember 2023. As of the reporting date, the
2023. Sampai dengan tanggal agreement is still in the process of
pelaporan, perjanjian tersebut renewal.
masih dalam proses
perpanjangan.
8. PT Semen Indonesia (Persero) Tbk – 8. PT Semen Indonesia (Persero) Tbk –
PT Semen Padang PT Semen Padang
Perjanjian kerja sama tentang The agreement of Freight Transport
angkutan barang semen curah dan bulk cement and clinker from Indarung
terak semen (clinker) dari Indarung ke – Teluk Bayur was signed on January
Teluk Bayur ditandatangani pada 2, 2023 with No. KL.701/I/26/KA-2023
tanggal 2 Januari 2023 dengan with the terms and conditions as
No. KL.701/I/26/KA-2023 dengan follows:
syarat dan ketentuan sebagai berikut:
• Perjanjian berlaku mulai 1 Januari • The agreement is started from
2023 sampai dengan January 1, 2023 untill December
31 Desember 2026. 31, 2026.
• PT Semen Padang wajib • PT Semen Padang is required to
memenuhi target minimal meet the minimum annual
pengangkutan tahunan, dengan transportation target, with the
rincian sebagai berikut: following details:
No Tahun/ Years Target per Tahun/ Goals per Year
1 2023 75.000 Gerbong/ Wagons
2 2024-2026 Akan disepakati Para Pihak, dan dituangkan dalam
Addendum Perjanjian/ Will be agreed by the Parties, and set
forth in the Addendum
153
Page 818
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
• Tarif angkutan Barang rute dari • Freight transportation tariff for
Indarung ke Teluk Bayur sebesar routes Indarung - Teluk Bayur
Rp551.359 (Rupiah penuh)/ amounted to Rp551,359 (full
Gerbong km berdasarkan harga amount)/ Wagon km based on
dasar BBM sebesar Rp6.800 fuel price at Rp6,800 (full
(Rupiah penuh)/ liter. amount)/ litre.
b. Perjanjian Asuransi b. Insurance Agreement
1. PT Bahana Pembinaan Usaha 1. PT Bahana Pembinaan Usaha
Indonesia (Persero) - PT Asuransi Indonesia (Persero) - PT Asuransi
Jasa Raharja Putera Jasa Raharja Putera
a. Perusahaan menandatangani a. The Company entered into an
perjanjian dengan PT Asuransi Jasa agreement with PT Asuransi Jasa
Raharja Putera tentang Pengadaan Raharja Putera regarding to
Asuransi Tanggung Jawab Procurement of Passengers and
Pengangkut terhadap Penumpang Officers Responsible Insurance
dan Awak Sarana Kereta Api untuk for period January 1, 2021
periode 1 Januari 2021 sampai 31 until December 31, 2023
Desember 2023 dengan Perjanjian No. KL.702/III/9/KA-2021 dated
No. KL.702/III/9/KA-2021 tanggal March 9, 2021. Scope of Warranty
9 Maret 2021. Lingkup Jaminan Coverage as set in this agreement
Pertanggungan sebagaimana is train passengers, officers on
dimaksud dalam perjanjian ini duty, and goods.
adalah penumpang KA, awak KA
penumpang dan awak KA barang
angkutan.
Rp
A. Penumpang KA A. Train Passenger
1) Meninggal dunia 40.000 1) Death
2) Cacat tetap (maksimum) 30.000 2) Permanent disability
(Maximum)
3) Biaya perawatan (maksimum) 30.000 3) Recovery costs (maximum)
4) Biaya pemakaman 2.500 4) Funeral cost
B. Awak sarana Perkeretaapian B. Officer on Train
I. Untuk masinis dan asisten I. Machinist and machinist
masinis assistant
1) Meninggal dunia 85.000 1) Death
2) Cacat tetap (maksimum) 95.000 2) Permanent disability
(maximum)
3) Biaya perawatan 35.000 3) Recovery costs (maximum)
(maksimum)
4) Biaya pemakaman 5.000 4) Funeral cost
II. Kondektur, kondektur II. Conductor, conductor assistant
pembantu dan manajer KA and train manager
1) Meninggal dunia 75.000 1) Death
2) Cacat tetap (maksimum) 85.000 2) Permanent disability
(maximum)
3) Biaya perawatan 35.000 3) Recovery costs (maximum)
(maksimum)
4) Biaya pemakaman 5.000 4) Funeral cost
154
Page 819
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
III. Teknisi KA, petugas restorasi, III. Train technicians, train
petugas keamanan, dan restaurant officers, security
lainnya officers, and others
1) Meninggal dunia 65.000 1) Death
2) Cacat tetap (maksimum) 75.000 2) Permanent disability
(maximum)
3) Biaya perawatan 35.000 3) Recovery costs (maximum)
(maksimum)
4) Biaya pemakaman 5.000 4) Funeral cost
C. Biaya transportasi korban kereta C. Transport fee for Train victims
api dari TKP from the accident place
Per kejadian : 1.000 : per accident
Kewajiban Perusahaan adalah membayar The Company’s obligation to pay insurance
premi asuransi kepada PT Jasa Raharja premium PT Jasa Raharja Putera through
Putera melalui PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia (Persero) Tbk,
(Persero) Tbk, Kantor Cabang Bandung. Bandung Branch.
Jumlah iuran wajib yang harus dibayar Total mandatory contribution to be paid by
Perusahaan kepada PT Jasa Raharja the Company to PT Jasa Raharja Putera
Putera untuk tahun 2023 dan 2022 for year 2023 and 2022 amounted to
masing-masing sebesar Rp2.436.171 dan Rp2,436,171 and Rp2,280,408,
Rp2.280.408. respectively.
b. Perusahaan telah menandatangani b. The Company has entered into the
perpanjangan perjanjian No. KL.702/II/ addendum of agreement No. KL.702/II/
13/KA-2023 dan P/1.1/KS/I/2023 13/KA-2023 and P/1.1/KS/I/2023 on
tanggal 14 Februari 2022 tentang February 14, 2022 regarding
Pengadaan Asuransi Angkutan Barang Procurement of Insurance for Freight
Periode 1 Januari 2023 sampai dengan Transportation for Period
31 Desember 2025. January 1, 2023 until December 31,
2025.
Rp
1) Angkutan batu bara 1) Coal freight
Setiap Kejadian : 650.000 : Per accident
Peti kemas per kerjadian 150.000 Container per accident
Jumlah ganti rugi periode : 7.500.000 : Amount of the compensation for
pertanggungan the period cover
2) Angkutan Non Peti kemas 2) Non - Container Goods
untuk setiap kejadian : 500.000 : Per accident
Jumlah ganti rugi periode : 6.000.000 : Amount of the compensation for
pertanggungan the period cover
3) Angkutan Bahan Bakar Minyak 3) Fuel and Crude Palm Oil Freight
dan CPO
Setiap kejadian : 600.000 : Per Accident
Jumlah ganti rugi periode : 6.000.000 : Amount of the compensation for
pertanggungan the period cover
4) Angkutan Barang menggunakan 4) Freight transportation by trains
kereta api dengan peti kemas using containers and multi
dan multi komuditas: commodities:
155
Page 820
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
Setiap kejadian : 500.000 : Per accident
Peti kemas per kejadian : 150.000 : Container per accident
Jumlah ganti rugi periode : 6.000.000 : Amount of the compensation for
pertanggungan the period cover
2. PT Bahana Pembinaan Usaha 2. PT Bahana Pembinaan Usaha Indonesia
Indonesia (Persero) - PT Jasa Raharja (Persero) - PT Jasa Raharja (Persero)
(Persero)
Perusahaan telah menandatangani The Company has entered into the
perjanjian dengan PT Jasa Raharja agreement with PT Jasa Raharja (Persero)
(Persero) tentang Asuransi Wajib regarding to Statutory Insurance Accident
Kecelakaan Penumpang Kereta Api for Train Passenger for period January 1,
untuk Periode 1 Januari 2022 sampai 2022 until December 31, 2026 No.
dengan 31 Desember 2026 No. KL.702/I/18/KA-2022 dated January 28,
KL.702/I/18/KA-2022 tanggal 28 Januari 2022 which was amended with agreement
2022 yang diaddendum dengan No. KL.702/I/9/KA-2023 dated January 9,
perjanjian No. KL.702/I/9/KA-2023 2023.. Scope of train passenger insurance
tanggal 9 Januari 2023. Lingkup jaminan coverage as set forth in this agreement is
pertanggungan sebagaimana dimaksud legal passenger train.
dalam perjanjian ini adalah penumpang
sah kereta api
Perhitungan manfaat asuransi dengan The insurance benefits calculations are
rincian sebagai berikut: follows:
Penumpang KA Passenger Train
Rp
Meninggal Dunia : 50.000.000 : Death
1) Cacat tetap (maksimum) : 50.000.000 : 1) Permanent disability (maximum)
2) Biaya perawatan : 20.000.000 : 2) Recovery costs (maximum)
(maksimum)
3) Biaya P3K (maksimum) : 1.000.000 : 3) First aid kit cost (maximum)
4) Biaya ambulan : 500.000 : 4) Ambulance cost
5) Biaya pemakaman : 4.000.000 : 5) Funeral cost
Kewajiban Perusahaan adalah The Company was obligated to pay
membayar premi kepada PT Jasa premium to PT Jasa Raharja (Persero) and
Raharja (Persero) serta menyetorkan ke deposit it to PT Bank Rakyat Indonesia
PT Bank Rakyat Indonesia (Persero) Tbk (Persero) Tbk Bandung Branch.
Kantor Cabang Bandung.
Jumlah iuran wajib yang harus dipungut Total obligated of contributions that
oleh Perusahaan adalah sebesar Rp120 collected by Company from passenger in
(Rupiah penuh) per penumpang untuk amount of Rp120 (full amount) for each
setiap kali perjalanan untuk periode Passenger in one trip, for period from
1 Januari 2022 sampai dengan January 1, 2022 until December 31, 2026.
31 Desember 2026.
3. PT Bank Mandiri (Persero) Tbk - 4.
3. PT Bank Mandiri (Persero) Tbk -
PT Asuransi Jiwa Inhealth Indonesia PT Asuransi Jiwa Inhealth Indonesia
Perusahaan melakukan Perjanjian The Company signed an agreement with
dengan PT Asuransi Jiwa Inhealth PT Asuransi Jiwa Inhealth Indonesia
Indonesia tentang Pengadaan Asuransi regarding Procurement for Insurance of
Kesehatan Dewan Komisaris Beserta Healthcare for Board of Commissioners
Keluarga, Direksi beserta Keluarga dan and Board of Directors and Family, and
Organ Pendukung Dewan Komisaris Board of Commissioners Support
periode 1 Maret 2023 sampai dengan Organization for period from March 1, 2023
156
Page 821
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
29 Februari 2024 No. KL.702/II/34/KA- through February 29, 2024
2023 tanggal 28 Februari 2023. Sampai No. KL.702/II/34/KA-2023 dated
dengan tanggal pelaporan, perjanjian February 28, 2023. As of the reporting
tersebut masih dalam proses date, the agreement is still in the process
perpanjangan. of renewal.
Lingkup Jaminan Pertanggungan The Scope of Insurance Coverage as set
sebagaimana dimaksud dalam perjanjian in this agreement was Board of
ini adalah Dewan Komisaris Beserta Commissioners and Familiy, Board of
Keluarga, Direksi Beserta Keluarga dan Directors and Family, and Board of
Organ Pendukung Dewan Komisaris. Commissioners Support Organization.
Kewajiban Perusahaan adalah The Company was obliged to pay
membayar premi kepada PT Asuransi insurance premium to PT Asuransi Jiwa
Jiwa Inhealth Indonesia serta Inhealth Indonesia and deposit them to
menyetorkan ke PT Bank Mandiri PT Bank Mandiri (Persero) Tbk Jakarta
(Persero) Tbk Cabang Jakarta Ahmad Ahmad Yani Branch.
Yani.
Jumlah total biaya premi yang The insurance premium paid amounted
dibayarkan sebesar Rp1.629.634 to Rp1,629,634 including policy fee and
termasuk biaya polis dan premi. premium.
4. PT Asuransi Wahana Tata 5. 4. PT Asuransi Wahana Tata
Perusahaan melakukan Perjanjian dengan The Company signed an agreement with
PT Asuransi Wahana Tata tentang PT Asuransi Wahana Tata regarding
Pengadaan Asuransi Aset Sarana Procurement for Insurance on Means
PT Kereta Api Indonesia (Persero) of Transportation Assets of
No. KL.702/XII/6/KA-2022 dan PT Kereta Api Indonesia (Persero)
No. 692/DIR/XII/2022 tanggal No. KL.702/XII/6/KA-2022 and
5 Desember 2022 dengan jangka waktu No. 692/DIR/XII/2022 dated
perjanjian terhitung sejak tanggal December 5, 2022 with the term of the
31 Oktober 2022 sampai dengan agreement was effective from October 31,
31 Oktober 2025. Lingkup Jaminan 2022 through October 31, 2025. The
Pertanggungan sebagaimana dimaksud Scope of Insurance Coverage as set forth
dalam perjanjian ini adalah Aset Sarana in this agreement was means of
Perusahaan dengan kondisi semua risiko Transportation Assets of The Company
properti, gempa bumi, dan terorisme dan for property all risks, earthquake,
sabotase. Premi yang telah disepakati terrorism and sabotage. Premiums
sebesar Rp157.587.705 dengan nilai agreed amounted to Rp157,587,705 with
premi per periode pertanggungan adalah premium value per coverage period
sebesar Rp52.529.235. amounting to Rp52,529,235.
Besaran klaim atas risiko sendiri adalah The amount of claims as follows:
sebagai berikut:
1) Polis Semua Risiko Properti 1) Property All Risks Policy
Kerusakan Aset Sarana: Transportation Assets Damage:
i. Pada saat operasi adalah 10% i. When operating is 10% of
dari kerugian, atau minimal loss, or USD35,000 (full
USD35,000 (nilai penuh) amount) in minimum for each
setiap mengalami kerugian. loss occurred.
ii. Pada saat Dipo atau Balai ii. When in depot or Workshop is
Yasa adalah 10% dari 10% of loss, or USD350,000
kerugian, atau minimal (full amount) in minimum for
USD350,000 (nilai penuh) each loss occurred.
setiap mengalami kerugian.
157
Page 822
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
2) Polis Gempa Bumi 2) Earthquake Policy
Kerusakan Aset Sarana Transportation Assets Damage
i. Pada saat operasi adalah 10% i. When operating is 10% of
dari kerugian, atau minimal loss, or USD35,000 (full
USD35,000 (nilai penuh) amount) in minimum for each
setiap mengalami kerugian loss occurred.
ii. Pada saat Dipo atau Balai ii. While in depot or Workshop is
Yasa adalah 10% dari 10% of loss, or USD350,000
kerugian, atau minimal (full amount) in minimum for
USD350,000 (nilai penuh) each loss occurred.
setiap mengalami kerugian.
3) Polis terorisme dan sabotase 3) Terrorism and sabotage policy
Kerusakan aset sarana sebesar Transportation Assets Damage of
USD250,000 (nilai penuh) setiap USD250,000 (full amount) for each loss
mengalami kerugian. occurred.
Kewajiban Perusahaan adalah The Company is obliged to pay
membayar premi kepada PT Asuransi insurance premiums to PT Asuransi
Wahana Tata (Persero) serta Wahana Tata (Persero) and deposit
menyetorkan ke PT Bank Mandiri them to PT Bank Mandiri (Persero) Tbk
(Persero) Tbk Cabang Jakarta Wisma – Jakarta Wisma Tugu Branch.
Tugu.
5. PT Bahana Pembinaan Usaha 5. PT Bahana Pembinaan Usaha
Indonesia (Persero) - PT Asuransi Indonesia (Persero) - PT Asuransi
Jiwa IFG (Life) Jiwa IFG (Life)
Perusahaan melakukan Perjanjian The Company signed an agreement with
dengan PT Asuransi Jiwa IFG (IFG Life) PT Asuransi Jiwa IFG (IFG Life)
tentang Pengelolaan Program Asuransi regarding management of the JS
JS Pendanaan Hari Tua Bagi Pegawai Insurance program for old age funding
PT Kereta Api Indonesia (Persero). for employee PT Kereta Api Indonesia
Berdasarkan perjanjian (Persero). Based on Agreement
No. KL.705/VI/10/KA-2021 dan No. KL.705/VI/10/KA-2021 and
No. 00056/SJ/T/HKM/0621 tanggal No. 00056/SJ/T/HKM/0621 dated
2 Juni 2021 terhitung sejak tanggal 1 Mei June 2, 2021 as of May 1, 2021 through
2021 sampai dengan 30 April 2026, April 30, 2026, PT Asuransi Jiwasraya
PT Asuransi Jiwasraya melakukan transferred the insurance policy to
pengalihan polis asuransi kepada PT Asuransi Jiwa IFG (IFG Life).
PT Asuransi Jiwa IFG (IFG Life).
Premi asuransi untuk program JHT Insurance premium for JHT program
dikelola secara Individual Account dan managed with Individual Account and
Pooledfund Account ditetapkan sebagai Pooledfund Account set as follows:
berikut:
a. Dana awal pada saat awal mulai a. The initial fund at the start of the
berlakunya asuransi sebesar insurance is Rp1,578,127,345 and
Rp1.578.127.345 dan
b. Dana lanjutan berupa premi berkala b. Continuation funds in the form of
bulanan sebesar 17,25% dari gaji monthly periodic premiums is
dasar asuransi tiap bulan berjalanan 17.25% from insurance basic salary
yang terdiri dari: each current month consist of:
• Iuran tertanggung/peserta sebesar • The contribution of the
4,75% dari gaji dasar asuransi tiap insured/participant is 4.75% of the
bulan berjalan; dan basic insurance salary each
month; and
158
Page 823
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
• Iuran perusahaan sebesar 12,5% • • The company contribution is
dari gaji dasar asuransi tiap bulan 12.5% of the basic insurance
berjalan. salary each month.
Premi asuransi untuk program pasca Insurance premiums for post-
kerja dikelola secara pooled fund employment programs managed by a
account ditetapkan sebagai berikut: pooled fund account are determined as
follows:
a. Dana awal pada saat awal mulai a. The initial fund at the start of the
berlakunya asuransi sebesar insurance is Rp223,601,602 and
Rp223.601.602 dan
b. Dana lanjutan berupa premi berkala b. Continuation funds in the form of
tahunan yang bersumber dari iuran annual periodic premiums sourced
perusahan berdasarkan valuasi premi from company contributions based
yang akan dilakukan setiap bulan on premium valuations which will be
Oktober, sebesar 5% dari gaji dasar carried out every October, amounting
asuransi tahun sebelumnya. to 5% of the previous year's basic
insurance salary.
6. PT Bahana Pembinaan Usaha 7. 6. PT Bahana Pembinaan Usaha
Indonesia (Persero) - PT Asuransi indonesia (Persero) - PT Asuransi
Jasa Indonesia Jasa Indonesia
Perusahaan melakukan Perjanjian The Company has entered into an
dengan PT Asuransi Jasa Indonesia agreement with PT Asuransi Jasa
tentang Pengadaan Jasa Asuransi Indonesia regarding Procurement for
Directors and Officers Liability No. Insurance Service of Directors and
KL.702/VII/19/KA-2023 tanggal 28 Juli Employee Obligation No.
2023 yang diaddendum dengan KL.702/VII/19/KA-2023 dated July, 28
perjanjian No.KL.702/X/26/KA-2023 2023 which was amended with
tanggal 20 Oktober 2023. Lingkup agreement No.KL.702/X/26/KA-2023
jaminan pertanggungan sebagaimana dated October 2023. The scope of
dimaksud dalam perjanjian ini adalah insurance coverage as set forth in this
risiko liability para Directors and Officers agreement is directors and officers
Liability termasuk Dewan Komisaris. liabilities.
Kewajiban Perusahaan adalah The Company’s obligation to pay
membayar premi asuransi kepada insurance premium to PT Asuransi Jasa
PT Asuransi Jasa Indonesia melalui Indonesia through Bank Mandiri, MT
Bank Mandiri Cabang MT Haryono. Haryono Branch.
Jangka waktu perjanjian terhitung sejak The term of the agreement was effective
tanggal 1 Maret 2023 sampai dengan from March 1, 2023 until
29 Februari 2024. February 29, 2024.
Sampai dengan tanggal laporan ini Until this report is published, this
diterbitkan, perpanjangan perjanjian extension of the agreement is still in
masih dalam proses. process as of the date of this report.
Jumlah total biaya premi yang Total premium paid amounting to
dibayarkan sebesar Rp1.700.000 Rp1,700,000 including policy fee and
termasuk biaya polis dan premi. premium.
c. Perjanjian Pengadaan BBM c. Procurement of BBM Agreement
PT Pertamina (Persero) - PT Pertamina PT Pertamina (Persero) - PT Pertamina
Patra Niaga Patra Niaga
Perusahaan telah menandatangani The Company has entered into agreement
Perjanjian dengan PT Pertamina Patra with PT Pertamina Patra Niaga regarding
Niaga tentang Pengadaan BBM. the Procurement of BBM.
159
Page 824
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
No. KL.702/III/1/KA-2022 dan No. KTR- No. KL.702/III/1/KA-2022 and No. KTR-
014/PNC000000/2022-S0 tanggal 1 Maret 014/PNC00000/2022-S0 on March 1, 2022
2022. Dengan syarat dan ketentuan with the terms and conditions as follows:
sebagai berikut:
• Harga BBM bersubsidi mengacu • The subsidized fuel price refers to
kepada Peraturan Presiden Presidential Regulation No. 191/2014
No. 191/2014 tentang Penyediaan, concerning the Provision, Distribution
Pendistribusian dan Harga Jual and Selling Price of Retail Fuel Oil. For
Eceran Bahan Bakar Minyak. Untuk fuel prices non-subsidies PT Pertamina
harga BBM non-subsidi Patra Niaga provides a discount of 5%
PT Pertamina Patra Niaga (five percent).
memberikan potongan harga sebesar
5% (lima persen).
• Biaya Jasa Handling/Vendor Held • Handling/Vendor Held Stock Service
Stock sebasar Rp438/liter yang Fee of Rp438/litre which is charged to
dibebankan kepada Perusahaan. The Company
d. Perjanjian Fasilitas Pinjaman antara D. Loan Facility Agreement between
Perusahaan, China Development Bank the Company, China Development Bank
sebagai Pemberi Pinjaman Awal, China as Initial Lender, China Development
Development Bank sebagai Agen Bank as Loan Agent and Bank of China
Pinjaman dan Bank of China (Hong (Hong Kong) Limited Jakarta Branch as
Kong) Limited Jakarta Branch sebagai Agent
Agen
Pada tanggal 29 Desember 2023, In December 29, 2023, the Company
Perusahaan menandatangani Perjanjian signed a Loan Facility Agreement with the
Fasilitas Pinjaman dengan para pihak. parties No. 3520202401100001645. The
No. 3520202401100001645. Fasilitas loan facilities provided consist of two
pinjaman yang diberikan terdiri dari dua facilities:
fasilitas:
a. Fasilitas Pinjaman berjangka USD a. USD Term Loan Facility in an aggregate
dalam keseluruhan jumlah yang sama amount equal to the Total Commitment
dengan Total Komitmen Fasilitas A of Facility A amounted to
sebesar USD325.620.000; dan USD325,620,000; and
b. Fasilitas Pinjaman berjangka RMB b. RMB Term Loan Facility in an
dalam keseluruhan jumlah yang sama aggregate amount equal to the Total
dengan Total Komitmen Fasilitas B Commitment of Facility B to be used in
untuk digunakan dalam RMB atau RMB or equivalent to USD217,080,000.
setara dengan USD217.080.000.
Suku bunga yang digunakan dalam The interest rates used in this agreement
perjanjian ini adalah sebagai berikut: are as follows:
a. Fasilitas A 3,20% per tahun; dan a.c.Facility A 3.20% per year; and
b. Fasilitas B 3,10% per tahun. b. Facility B 3.10% per year.
Fasilitas Pinjaman tersebut seluruhnya The entire Loan Facility will be used to
akan digunakan untuk memberikan provide funding to the Jakarta-Bandung
pendanaan kepada proyek Kereta Cepat High Speed Train project through capital
Jakarta-Bandung melalui kontribusi modal contributions in accordance with all
sesuai dengan semua peraturan applicable laws and regulations, to fund the
perundang-undangan dan ketentuan yang total project cost increase.
berlaku, untuk mendanai jumlah kenaikan
biaya proyek.
d.
160
Page 825
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
49. Perjanjian-perjanjian Penting (Lanjutan) 49. Significant Agreements (Continued)
Pinjaman antara Perusahaan dan Pemberi Loans between the Company and the
Fasilitas dijamin oleh Pemerintah melalui Facility Provider are guaranteed by the
PT Penjaminan Infrasturktur Indonesia Government through PT Penjaminan
(Persero) (PT PII) berdasarkan peraturan Infrasturktur Indonesia (Persero) (PT PII)
pemerintah Nomor 239/KM.8/2023 tanggal based on government regulation Number
28 Desember 2023 tentang Penugasan 239/KM.8/2023 dated 28 December 2023
kepada PT Penjaminan Infrastruktur concerning Assignment to PT Penjaminan
Indonesia (Persero) untuk Melakukan Infrastruktur Indonesia (Persero) to Provide
Penjaminan Pemerintah secara Bersama Government Guarantees Jointly for PT
atas Pinjaman PT Kereta Api Indonesia Kereta Api Indonesia (Persero) Loans in
(Persero) dalam Rangka Percepatan the Context of Accelerating the
Penyelenggaraan Prasarana dan Sarana Implementation of Fast Train Infrastructure
Kereta Cepat antara Jakarta Bandung. and Facilities between Jakarta Bandung.
50. Kontinjensi 50. Contingencies
Perusahaan merupakan tergugat 1 (satu) The company constitute as the 1 (one)
dalam gugatan yang diajukan oleh Tengku defendant in the act against the law lawsuit as
Hamdy Osman Delikhan melalui Pengadilan submitted by Tengku Hamdy Osman Delikhan
Negeri Medan yang terdaftar dalam perkara through Medan District Court submitted as the
48/Pdt.G/2021/PN.Mdn pada tanggal case 48/Pdt.G/2021/PN.Mdn on February 5,
5 Februari 2021. Inti dari gugatan tersebut 2021. The point of lawsuit is the Company get
adalah Tengku Hamdy Osman Delikhan sued about in 1868 There was a concession
menggugat KAI karena tahun 1868 terjadi agreement between Sultan Deli and DSM for
perjanjian konsesi antara Sultan Deli dan DSM 90 years which should have ended in 2002
selama 90 tahun yang seharusnya berakhir and the assets were returned to Tengku
tahun 2002 dan aset tersebut dikembalikan ke Hamdy Osman Delikhan. The plaintiff claimed
Tengku Hamdy Osman Delikhan. Penggugat the Company for harm and sued
mengklaim bahwa Perusahaan merugikan compensation of Rp707,340,000.
penggugat dan menuntut pembayaran ganti
rugi sebesar Rp707.340.000.
Pada tanggal 23 November 2021, Pengadilan On November 23, 2021, Medan District Court
Negeri Medan telah mengeluarkan putusan had been issued case verdict No.
atas perkara No. 48/Pdt.G/2021/PN.Mdn yang 48/Pdt.G/2021/PN.Mdn which substantially
pada menyatakan menolak tuntutan stated rejected the plaintiff's claim.
penggugat.
Pada tanggal 14 Desember 2022, Tengku On December 14, 2022, Tengku Hamdy
Hamdy Osman Delikhan al haj gelar Tengku Osman Delikhan al haj with the title Tengku
Raja Muda Deli mengajukan banding dengan Raja Muda Deli filed an appeal as the case
nomor perkara 381/Pdt/2023/PT MDN. Pada 381/Pdt/2023/PT MDN. On July 25, 2023, the
tanggal 25 Juli 2023, putusan banding adalah appeal decision upheld the decision of Medan
menguatkan putusan PN Medan Nomor District Court Number 48/Pdt.G/2021/PN Mdn
48/Pdt.G/2021/PN Mdn tanggal dated November 23, 2021.
23 November 2021.
Pada tanggal 29 Agustus 2023, Tengku On August 29, 2023, Tengku Hamdy Osman
Hamdy Osman Delikhan al-Haj gelar Tengku Delikhan al-Haj, with the title Tengku Raja
Raja Muda Deli mengajukan Kasasi. Sampai Muda Deli, filed a cassation. Until this report is
dengan laporan ini diterbitkan, perkara ini published, this case is still in the process of
masih dalam proses pengajuan kasasi. being filed.
161
Page 826
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
51. Informasi Tambahan Terkait Arus Kas 51. Additional Information Related to Cash
Flows
Tabel dibawah ini menunjukan transaksi The Table below represents non-cash
investasi yang tidak menggunakan kas: investment transactions:
2023 2022
Penambahan Aset melalui Addition of Assets
Utang Usaha: through Trade Payables:
Aset Tetap 674.922.979 78.231.822 Fixed Assets
Aset Takberwujud 29.263.728 16.195.823 Intangable Assets
Hak Pengoperasian Infrastructure Assets
Aset Prasarana 4.171.680.096 54.746.697 Operating Rights
Uang Muka: Advances:
Aset Tetap 20.640.000 133.044.938 Fixed Assets
Hibah: Grant:
Aset Tetap -- 256.775 Fixed Assets
Pinjaman Bank: Bank Loan:
Aset Tetap -- 58.055.044 Fixed Assets
Hak Pengoperasian Infrastructure Assets
Aset Prasarana -- 238.575.780 Operating Rights
Penambahan Investasi pada Addition of Investment in
Ventura Bersama melalui Joint Venture through
Reklasifikasi dari Uang Muka Reclassification of Paid in
Setoran Modal -- 7.230.581.343 Capital Advance
Penerimaan Bunga Pinjaman Receipt of Loan Interest
dari Ventura Bersama melalui from Joint Venture through
Piutang Lain-lain PSBI -- 138.896.858 Other Receivables of PSBI
Penjualan Aset melalui Piutang 31.299.180 -- Asset Sales through Receivables
Jumlah 4.927.805.983 7.948.585.080 Total
Tabel di bawah ini menunjukan rekonsiliasi The table below represents a reconciliation of
liabilitas yang timbul dari aktivitas pendanaan liabilities arising from financing activities for the
untuk tahun-tahun yang berakhir pada tanggal years ended December 31, 2023 and 2022, as
31 Desember 2023 dan 2022, sebagai berikut: follows:
2023
Saldo Awal/ Arus Kas/ Cash Flow
Non-kas/ Non- Saldo Akhir/
Beginning Penerimaan/ Pembayaran/
cash Ending Balance
Balance Receipt Payment
Pinjaman Jangka Pendek 1.760.000.000 5.636.300.935 (6.007.777.797) -- 1.388.523.138 Short-term Loan
Pinjaman Jangka Panjang 19.479.590.418 3.200.303.452 (1.236.391.211) (6.861.689) 21.436.640.970 Long-term Loan
Utang Obligasi Jangka Pendek -- -- -- 1.898.852.925 1.898.852.925 Short-term Bonds Payable
Utang Obligasi Jangka Panjang 4.490.760.381 -- -- (1.896.290.762) 2.594.469.619 Long-term Bonds Payable
Sukuk 498.307.111 -- -- 279.083 498.586.194 Sukuk
Liabilitas Sewa 61.162.900 -- (31.554.208) 81.062.197 110.670.889 Lease Liabilities
Pinjaman Program PEN 3.500.000.000 -- (437.500.000) -- 3.062.500.000 PEN Program Loan
2022
Saldo Awal/ Arus Kas/ Cash Flow
Non-kas/ Non- Saldo Akhir/
Beginning Penerimaan/ Pembayaran/
cash Ending Balance
Balance Receipt Payment
Pinjaman Jangka Pendek 2.659.962.173 13.706.510.355 (14.606.472.528) -- 1.760.000.000 Short-term Loan
Pinjaman Jangka Panjang 17.436.738.082 2.654.659.753 (941.505.588) 329.698.171 19.479.590.418 Long-term Loan
Utang Obligasi Jangka Pendek 999.447.166 -- (1.000.000.000) 552.834 -- Short-term Bonds Payable
Utang Obligasi Jangka Panjang 2.993.800.573 1.500.000.000 (5.041.083) 2.000.891 4.490.760.381 Long-term Bonds Payable
Sukuk -- 500.000.000 (1.785.917) 93.028 498.307.111 Sukuk
Liabilitas Sewa 82.145.435 -- (37.190.355) 16.207.820 61.162.900 Lease Liabilities
Pinjaman Program PEN 3.500.000.000 -- -- -- 3.500.000.000 PEN Program Loan
162
Page 827
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
52. Informasi Penting Lainnya 52. Other Important Information
a. Track Charge Access (TAC) Perusahaan b. a. Track Charge Access (TAC) the
Company
Pemerintah melalui Direktorat Jenderal The Government through the Directorate
Kereta Api (DJKA) Kementerian General of Railways (DJKA) of the Ministry
Perhubungan telah menerbitkan tagihan of Transportation has issued a Non-Tax
Penerimaan Negara Bukan Pajak (PNBP) State Revenue (PNBP) bill for the use of
atas penggunaan Track Access Charge Track Access Charge (TAC) year 2023 to
(TAC) tahun 2023 kepada Perusahaan the Company with the amount of the bill as
dengan nilai tagihan sebagai berikut: follows:
1. Triwulan I sebesar Rp655.191.282; 1. The 1st quarter amount of
Rp655,191,282;
2. Triwulan II sebesar Rp705.641.088; 2. The 2nd quarter amount of
Rp705,641,088;
3. Triwulan III sebesar Rp729.578.100; dan 3. The 3rd quarter amount of
Rp729,578,100; and
4. Triwulan IV sebesar Rp698.015.547 4. The 4th quarter amount of
sehingga total tagihan sebesar Rp698,015,547, so that the bill total
Rp2.788.426.017. amount of Rp2,788,426,017.
Atas tagihan tersebut, Perusahaan On that billing, the Company applied for
mengajukan permohonan keringanan dalam the bill relief in the form of principal
bentuk pembebasan pokok dan denda exemption and penalty to the DJKA
kepada DJKA melalui surat Nomor through letter Number KF.203/III/3/KA-
KF.203/III/3/KA-2024 tanggal 4 Maret 2024. 2024 dated March 4, 2024.
Atas surat tersebut, DJKA memberikan On that letter, the DJKA provided a
tanggapan melalui surat No. UM.006/2/25/ response through letter No. UM.006/2/25/
K2/DJKA/2024 tanggal 2 April 2024, yang K2/DJKA/2024 dated April 2, 2024, which
pada intinya permohonan keringanan dalam basically states that the request for the bill
bentuk pembebasan pokok dan denda relief in the form of principal exemption
tersebut tidak dapat disetujui dan and penalty cannot be approved and the
Perusahaan dapat menyampaikan kembali Company can re-submit an application of
permohonan keringanan dalam bentuk lain the bill relief in the other forms such as
yaitu pengurangan, pengangsuran, dan deduction, installment, and postponement.
penundaan.
Kemudian, Perusahaan mengajukan Then, the Company applied for the bill
permohonan keringanan dalam bentuk relief in the form of principal deduction
pengurangan pokok dan denda menjadi and penalty amount of Rp401,470,990
masing-masing sebesar Rp401.470.990 and Rp8,029,420 respectively, through
dan Rp8.029.420 melalui surat No. KF.203/ letter No. KF.203/IV/7/KA-2024 dated
IV/7/KA-2024 tanggal 15 April 2024. April 15, 2024.
Berdasarkan permohonan keringanan Based on the request for the bill relief in
dalam bentuk pengurangan pokok dan the form of principal deduction and penalty
denda yang disampaikan oleh Perusahaan, submitted by the Company, the Minister of
Menteri Perhubungan menyampaikan surat Transportation submitted a letter of
Permohonan Pertimbangan Keringanan consideration waiver of PNBP to the
PNBP berupa Pengurangan kepada Minister of Finance through letter number
Menteri Keuangan melalui surat KU.102/1/6/MHB 2024 dated May 30,
No. KU.102/1/6/MHB 2024 tanggal 30 Mei 2024. The amount of the requested for
2024, dimana nilai TAC yang diajukan consideration of TAC relief by the Minister
sebagai pertimbangan keringanan oleh of Transportation is Rp401,470,990 for the
Menteri Perhubungan senilai principal amount and Rp8,029,420 for the
Rp401.470.990 untuk pokok dan penalty.
Rp8.029.420 untuk denda.
163
Page 828
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
52. Informasi Penting Lainnya (Lanjutan) 52. Other Important Information (Continued)
Untuk memastikan nilai yang dicatat oleh To ensure the values recorded by the
Kementerian Perhubungan dalam Laporan Ministry of Transportation in the Central
Keuangan Pemerintah Pusat, Perusahaan Government Financial Statements, the
melakukan diskusi dengan Badan Company held discussions with the
Pemeriksa Keuangan Republik Indonesia Supreme Audit Agency of the Republic of
(“BPK RI”) - Auditorat Utama Keuangan Indonesia (“BPK RI”) - Main Auditorate for
Negara I (AKN I) pada tanggal 28 Mei 2024, State Finance I (AKN I) on May 28,
yang menginformasikan bahwa nilai TAC 2024. BPK RI informed that the TAC value
belum dicatat sebagai piutang pada has not been recorded as receivables in
Laporan Keuangan Kementerian the 2023 Audited Financial Statements of
Perhubungan Auditan tahun 2023 namun the Ministry of Transportation but is
diungkapkan dalam Catatan atas Laporan disclosed in the Notes to the Financial
Keuangan sehubungan dengan Statements regarding the ongoing
permohonan keringanan pokok dan denda application and discussion for principal and
yang masih dalam proses pengajuan dan penalty relief with the Ministry of Finance.
pembahasan dengan Kementerian
Keuangan.
Pada tanggal 6 Juni 2024, berdasarkan On June 6, 2024, based on the Minutes of
Berita Acara Rapat Penelaahan Meeting for the Approval Review of
Permohonan Persetujuan Keringanan Concession Fee Relief TAC
PNBP TAC No. BA-3/AG.7/2024 yang No. BA-3/AG.7/2024, signed by
ditandatangani perwakilan pejabat dari representatives from the Ministry of
Kementerian Keuangan, Kementerian Finance, the Ministry of Transportation,
Perhubungan dan Perusahaan yang intinya and the Company, which basically the
Kementerian Keuangan mempertimbangkan Ministry of Finance considered granting
memberikan keringanan TAC kepada TAC relief to the Company in accordance
Perusahaan sesuai dengan aturan yang with applicable regulations. This decision
berlaku berdasarkan arahan Presiden pada was made following the President’s
beberapa rapat kabinet untuk memperkuat directive during several cabinet meetings
keuangan Perusahaan sebagai bentuk to strengthen the Company’s financial
dukungan pemerintah bagi keberlanjutan position as a form of government support
pelayanan transportasi yang berkualitas di for quality transportation services amidst
tengah penugasan yang dijalankan oleh the tasks carried out by the Company.
Perusahaan.
Hingga laporan keuangan konsolidasian Until the issuence of the consolidated
diterbitkan, Perusahaan masih belum financial statement, the Company has not
menerima surat persetujuan keringanan yet received an approval of relief in the
dalam bentuk pengurangan pokok dan form of principal deduction and penalty
denda TAC dari Kementerian Keuangan. TAC from Ministry of Finance. Based on
Berdasarkan dokumen dan korespondensi the documents and correspondence
yang dilakukan, Manajemen Perusahaan conducted, Company’s Management
meyakini bahwa permohonan keringanan believes that the waiver request will be
dapat disetujui. approved.
164
Page 829
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
52. Informasi Penting Lainnya (Lanjutan) 52. Other Important Information (Continued)
b. Track Charge Access (TAC) Entitas Anak c. b. Track Charge Access (TAC) Subsidiary
PT Kereta Commuter Indonesia (PT KCI) PT Kereta Commuter Indonesia
(PT KCI)
Pemerintah melalui Direktorat Jenderal The Government through the Directorate
Kereta Api (DJKA) telah menerbitkan General of Railways (DJKA) has issued a
tagihan Penerimaan Negara Bukan Pajak Non-Tax State Revenue bill for the use of
atas penggunaan Track Access Charge Track Access Charge (PNBP TAC) to PT
(PNBP TAC) kepada PT KCI dengan KCI by referring to the Minister of Finance
merujuk pada Peraturan Menteri Keuangan Regulation No. 138/PMK.02/2021
No. 138/PMK.02/2021 tentang Jenis dan concerning Types and Tariffs on Types of
Tarif atas Jenis Penerimaan Negara Bukan Non-Tax State Revenue that are Volatile
Pajak yang Bersifat Volatil dan Kebutuhan and Urgent Needs Applicable to the
Mendesak yang Berlaku pada Kementerian Ministry of Transportation ("PMK
Perhubungan (“PMK 138/2021”) dengan 138/2021") with billing values for PT KCI
nilai tagihan untuk PT KCI sebagai berikut: has follows:
1. Triwulan I – III sebesar Rp178.452.118; 1. The 1st to 3rd quarter amount of
dan Rp178,452,118; and
2. Triwulan IV sebesar Rp63.393.900 2. The 4th quarter amount of Rp63,393,900
sehingga total tagihan sebesar so that the bill total amount of
Rp241.846.018. Rp241,846,018.
Atas tagihan tersebut, PT KCI telah Based on the above payment billings,
melakukan pembayaran sebesar PT KCI has made payments of
Rp63.393.900 pada tanggal 7 Maret 2024 Rp63,393,900 on March 7, 2024 and
dan sebesar Rp178.452.118 pada tanggal Rp178,452,118 on March 15, 2024 to
15 Maret 2024, dengan tujuan untuk avoid any additional penalty fee.
menghentikan tambahan nilai denda
keterlambatan pembayaran.
PT KCI kemudian mengajukan surat PT KCI then submitted the following
keberatan kepada DJKA, sebagai berikut: objection letters to the DJKA:
a. Surat Direktur Utama PT KCI a. Letter from President Director of
No. 42/CV.200/CU/ KCI/III/2024 tanggal PT KCI No. 42/CV.200/CU/KCI/III/2024
18 Maret 2024 mengenai Permohonan regarding Application for Relief from
Keringanan Pembebasan Sanksi Penalty Fee of NonTax State Revenue
Administratif berupa Denda Penerimaan (“PNBP TAC”) PT KCI Year 2023; and
Negara Bukan Pajak (“PNBP TAC”)
PT KCI Tahun 2023; dan
b. Surat Direktur Utama PT KCI b. Letter from Letter from President
No. 65/CV.200/CU/KCI/III/2024 tanggal Director of PT KCI No.
25 Maret 2024 mengenai Permohonan 65/CV.200/CU/KCI/III/2024 regarding
Keringanan Pokok PNBP TAC PT KCI Application for Relief from PNBP TAC
Tahun 2023. Principal Payment PT KCI Year 2023.
Atas Surat Keberatan tersebut di atas, Among the above Objection Letters, the
untuk permohonan Permohonan Government is in the process of reviewing
Keringanan Pembebasan Sanksi the Application for Relief from Penalty Fee
Administratif berupa Denda PNBP TAC, of PNBP TAC. The DJKA has replied to
DJKA masih melakukan proses reviu. the Application for Relief from PNBP TAC
Sedangkan untuk Permohonan Keringanan through the Letter from DJKA
Pokok PNBP TAC, DJKA telah No. UM.209/1/19/K2/DJKA/2024 the
mengeluarkan tanggapan melalui Surat Application for Relief from PNBP TAC
Direktorat Jenderal Perkeretaapian dated April 5, 2024 regarding Response to
No. UM.209/1/19/K2/DJKA/2024 tanggal the Application for Relief from PNBP TAC,
165
Page 830
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
52. Informasi Penting Lainnya (Lanjutan) 52. Other Important Information (Continued)
5 April 2024 mengenai Tanggapan Surat stated that the application can not be
Permohonan Keringanan Pokok PNBP TAC processed since the application for relief
PT KCI Tahun 2023, dengan alasan applied on March 18, 2023 for 2023
permohonan keringanan pokok tidak dapat PNBP TAC Penalty Fee is also in
diproses lanjut karena saat ini juga sedang progress.
berproses permohonan keringanan yang
sebelumnya telah disampaikan oleh PT KCI
tanggal 18 Maret 2023 untuk memohon
pembebasan sanksi administrasi PNBP
TAC Tahun 2023.
PT Railink PT Railink
Pemerintah melalui Direktorat Jenderal The Government through the Directorate
Kereta Api (DJKA) telah menerbitkan General of Railways (DJKA) has issued a
tagihan Penerimaan Negara Bukan Pajak Non-Tax State Revenue bill for the use of
atas penggunaan Track Access Charge Track Access Charge (PNBP TAC) to
(PNBP TAC) kepada PT Railink dengan PT Railink by referring to the Minister of
merujuk pada Peraturan Menteri Keuangan Finance Regulation No. 138/PMK.02/2021
No. 138/PMK.02/2021 tentang Jenis dan concerning Types and Tariffs on Types of
Tarif atas Jenis Penerimaan Negara Bukan Non-Tax State Revenue that are Volatile
Pajak yang Bersifat Volatil dan Kebutuhan and Urgent Needs Applicable to the
Mendesak yang Berlaku pada Kementerian Ministry of Transportation ("PMK
Perhubungan (“PMK 138/2021”) dengan 138/2021") with billing values for
nilai tagihan untuk PT Railink sebagai PT Railink as follows:
berikut:
1. Triwulan I – II sebesar Rp2.334.979; 1. The 1st to 2nd quarter amount of
Rp2,334,979;
2. Triwulan III sebesar Rp1.431.070; dan 2. The 3rd quarter amount of Rp1,431,070;
and
3. Triwulan IV sebesar Rp1.772.668 3. The 4th quarter amount of Rp1,772,668,
sehingga total tagihan sebesar so that the bill total amount of
Rp5.538.717. Rp5,538,717.
Atas tagihan tersebut, PT Railink belum Based on the above payment billings,
melakukan pembayaran dan mengajukan PT Railink has not made payment and
keberatan kepada DJKA melalui surat submitted an objection to the DJKA
Direktur Utama PT Railink No. through a letter from the President Director
RL/DIR/306/III/2024 tanggal 5 Maret 2024 of PT Railink No. RL/DIR/306/III/2024
mengenai Permohonan Pokok dan Denda dated March 5, 2024 concerning
PNPB TAC PT Railink Tahun 2023. Application for Principal and penalty of
PNPB TAC PT Railink for the year 2023.
Atas surat Keberatan tersebut di atas, DJKA Regarding the objection letter above, the
telah mengeluarkan tanggapan melalui DJKA has issued a response through the
Surat Direktorat Jenderal Perkeretapian No. Letter of the Directorate General of
UM.006/3/2/K2/DJKA/ 2024 tanggal 2 April Railways No. UM.006/3/2/K2/DJKA/2024
2024 perihal Surat Tagihan PNPB Terutang dated April 2, 2024 regarding the PNPB
Biaya Penggunaan Prasarana Invoice Letter for Fees for Using State-
Perkeretapian Milik Negara/ Track Access Owned Railway Infrastructure/ PT Railink's
Charge (TAC) PT Railink Tahun 2023, Track Access Charge In 2023, with the
dengan penjelasan Permohonan explanation that PT Railink's 2023 PNPB
Keringanan PNPB Biaya Penggunaan Reduction Application for Use of State-
Prasarana Perkeretaapian Milik Negara/ Owned Railway Infrastructure Track
Track Access Charge PT Railink Tahun Access Charge cannot be approved.
2023 tidak dapat disetujui.
166
Page 831
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
52. Informasi Penting Lainnya (Lanjutan) 52. Other Important Information (Continued)
c. Backlog Biaya Perawatan c. Backlog of Infrastructure and
dan Pengoperasian Prasarana Maintenance Operation (IMO)
Perkeretaapian Milik Negara (IMO)
Perusahaan saat ini sedang melakukan The Company is currently making efforts to
upaya untuk melakukan penagihan atas collect the Backlog of Infrastructure and
Backlog Biaya Perawatan dan Maintenance Operation (IMO) of State-
Pengoperasian Prasarana Perkeretaapian owned Railway Infrastructure for the 2015-
Milik Negara (IMO) Tahun Anggaran 2015- 2022 Fiscal Year through a Review by the
2022 melalui Review oleh Badan Financial and Development Supervisory
Pengawasan Keuangan dan Pembangunan Agency (BPKP). The IMO Cost Backlog
(BPKP). Backlog Biaya IMO muncul arises due to the realization of IMO Costs
dikarenakan realisasi Biaya IMO yang incurred by the Company based on the
dikeluarkan oleh Perusahaan berdasarkan absolute costs that must be incurred to
kebutuhan biaya yang mutlak harus carry out maintenance and operation of
dikeluarkan untuk melakukan perawatan railway infrastructure in order to ensure the
dan pengoperasian prasarana security and safety of train travel, while
perkeretaapian dalam rangka menjamin reimbursement of IMO costs carried out by
keamanan dan keselamatan perjalanan the Government is equal to the contract
kereta api, sementara penggantian biaya value where this value limited by budget
IMO yang dilakukan oleh Pemerintah allocations in the APBN as per Presidential
sebesar nilai kontrak dimana nilai tersebut Regulation (Perpres) No. 53/2012.
dibatasi oleh alokasi anggaran dalam APBN
sebagaimana Peraturan Presiden (Perpres)
No. 53/2012.
Perusahaan mendapat dukungan dari The Company received support from the
Kementerian BUMN sebagai pemegang Ministry of Stated-own Enterprise as the
saham utama Perusahaan melalui surat Company's main shareholder through a
tanggal 29 Desember 2023 kepada BPKP letter dated December 29, 2023 to BPKP to
untuk melakukan review atas Backlog IMO. conduct a review of the IMO Backlog.
Pada tanggal 22 Februari 2024, telah terbit On February 22, 2024, Presidential Decree
Peraturan Presiden No. 33/2024 tentang No. 33/2024 on the Third Amendment to
Perubahan Ketiga atas Peraturan Presiden Presidential Regulation No. 53/2012 was
No. 53/2012. Berdasarkan peraturan issued. Based on the regulation, the
tersebut, Perusahaan dapat mengajukan Company can submit a proposal for
usulan kurang bayar atas IMO tahun 2023 underpayment of IMO for 2023 and
dan tahun-tahun berikutnya setelah melalui subsequent years after going through the
evaluasi Kementerian Perhubungan dan Ministry of Transportation's evaluation and
review BPKP. BPKP's review.
Pada tanggal 26 Februari 2024, On February 26, 2024, the Company has
Perusahaan telah mengirimkan surat sent a letter requesting payment of the
Permohonan Pembayaran Selisih Kurang difference in the cost of operation and
Biaya Pengoperasian dan Perawatan maintenance of state-owned railway
Prasarana Perkeretaapian Milik Negara infrastructure (IMO) in 2023 amounting to
(IMO) Tahun 2023 sebesar Rp3,294,304,356 which is currently still in
Rp3.294.304.356 yang saat ini masih dalam the BPKP review process and is expected
proses review BPKP dan diharapkan dapat to be completed in 2024.
selesai pada tahun 2024.
167
Page 832
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
53. Standar Akuntansi yang Telah Disahkan 53. Accounting Standard has been Issued not
Namun Belum Berlaku Efektif Yet Effective
Amandemen dan revisi atas standar yang Amendment and revised to standards which
berlaku efektif untuk periode yang dimulai pada effective for periods beginning on or after
atau setelah 1 Januari 2024, dengan January 1, 2024, with early adoption is
penerapan dini diperkenankan yaitu: permitted, are as follows:
• Amendemen PSAK 1: Penyajian Laporan • Amendments PSAK 1: Presentation of
Keuangan tentang Liabilitas Jangka Financial Statements related to Non-
Panjang Dengan Kovenan; Current Liabilities with Covenants;
• Amendemen PSAK 73: Liabilitas Sewa • Amendments PSAK 73: Lease Liability in
dalam Jual dan Sewa–Balik; a Sale and Leaseback;
• Amendemen PSAK 2: Laporan Arus Kas • Amendments PSAK 2: Statement of Cash
dan PSAK 60: Instrumen Keuangan: Flows and PSAK 60: Financial Instrument:
Pengungkapan tentang Pengaturan Disclosure regarding Supplier Finance
Pembiayaan Pemasok; Agreement;
• Revisi PSAK 101: Penyajian Laporan • Revised PSAK 101: Presentation of
Keuangan Syariah; dan Shariah Financial Statements; and
• Revisi PSAK 109: Akuntansi Zakat, Infak, • Revised PSAK 109: Accounting of Zakah,
dan Sedekah. Infaq, and Sadaqah
Standar baru dan amendemen atas standar New standard and amendment to standard
yang berlaku efektif untuk periode yang dimulai which effective for periods beginning on or after
pada atau setelah 1 Januari 2025, dengan January 1, 2025, with early adoption is
penerapan dini diperkenankan yaitu: permitted, are as follows:
• PSAK 74: Kontrak Asuransi; • PSAK 74: Insurance Contract;
• Amendemen PSAK 74: Kontrak Asuransi • Amendments PSAK 74: Insurance
tentang Penerapan Awal PSAK 74 dan Contract regarding Initial Application of
PSAK 71 – Informasi Komparatif; PSAK 74 and PSAK 71 – Comparative
Information;
• Amendemen PSAK 10: Pengaruh • Amendments PSAK 10: Foreign Exchange
Perubahan Kurs Valuta Asing tentang Rate regarding lack of exchangeability.
kekurangan ketertukaran.
Beberapa PSAK juga diamendemen yang Several PSAKs were also amended which
merupakan amendemen konsekuensial karena were consequential amendments due to the
berlakunya PSAK 74: Kontrak Asuransi, yaitu: enactment of PSAK 74: Insurance Contracts,
as follows:
• PSAK 1: Penyajian Laporan Keuangan; • PSAK 1: Presentation of Financial
Statements;
• PSAK 2: Laporan Arus Kas; • PSAK 2: Statement of Cash Flows ;
• PSAK 13: Properti Investasi; • PSAK 13: Investment Property;
• PSAK 15: Investasi pada Entitas Asosiasi • PSAK 15: Investment in Associated Entities
dan Ventura Bersama; and Joint Ventures;
• PSAK 16: Aset Tetap; • PSAK 16: Fixed Assets;
• PSAK 19: Aset Takberwujud; • PSAK 19: Intangible Assets;
• PSAK 22: Kombinasi Bisnis; • PSAK 22: Business Combinations;
• PSAK 24: Imbalan Kerja; • PSAK 24: Employee Benefits;
• PSAK 48: Penurunan Nilai Aset; • PSAK 48: Impairment of Asset;
• PSAK 50: Instrumen Keuangan Penyajian; • PSAK 50: Financial Instruments:
Presentation;
• PSAK 57: Provisi, Liabilitas Kontinjensi dan • PSAK 57: Provisions, Contingent Liabilities
Aset Kontinjensi; and Contingent Assets;
• PSAK 58: Aset Tidak Lancar yang Dikuasai • PSAK 58: Non-Current Assets Held for Sale
untuk Dijual dan Operasi yang Dihentikan; and Discontinued Operations;
168
Page 833
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
53. Standar Akuntansi yang Telah Disahkan 53. Accounting Standard has been Issued not
Namun Belum Berlaku Efektif (Lanjutan) Yet Effective (Continued)
• PSAK 60: Instrumen Keuangan: • PSAK 60: Financial Instruments:
Pengungkapan; Disclosures;
• PSAK 71: Instrumen Keuangan; • PSAK 71: Financial Instruments;
PSAK 72: Pendapatan dari Kontrak dengan PSAK 72: Income from Contracts with
Pelanggan. Customers.
Hingga tanggal laporan keuangan As at the date of the consolidated financial
konsolidasian ini diotorisasi, Grup masih statements being authorized, the Group is still
melakukan evaluasi atas dampak potensial dari evaluating the potential impact of the adoption
penerapan standar baru dan amendemen of new standards and amendments these
standar tersebut. standards.
DSAK-IAI juga mengesahkan perubahan DSAK-IAI also ratified changes to the
penomoran PSAK dan ISAK yang berlaku numbering of PSAK and ISAK which will be
efektif pada 1 Januari 2024, dimana perubahan effective on January 1, 2024. This change
ini tidak memengaruhi substansi pengaturan does not affect the substance of the
dalam masing-masing PSAK dan ISAK requirement in each in PSAK and ISAK.
tersebut.
54. Peristiwa Setelah Tanggal Pelaporan 54. Event After the Reporting Date
a. Pencairan Pinjaman dari China a. Received
a. Loan Disbursement from
Development Bank China Development Bank
Pada tanggal 7 Februari 2024, On February 7, 2024, the Company has
Perusahaan telah menyalurkan Pinjaman disbursed the Shareholder Loan in
Pemegang Saham tersebut sesuai dengan accordance with the loan disbursement
pencairan pinjaman dari China from China Development Bank in the
Development Bank sejumlah: amounted:
a. Fasilitas A senilai USD230.995.000; a. Facility A worth USD230,995,000; and
dan
b. Fasilitas B senilai RMB1.542.787.560 b. Facility B worth RMB1,542,787,560 or
atau setara dengan USD217.080.000. equivalent to USD217,080,000.
b. Pergantian Susunan Dewan Komisaris b. Changes in the Composisition of the
dan Direksi Company’s Board of Commissioners
and Director
Berdasarkan Surat Keputusan Menteri Based on the Decree of the Minister of
BUMN Selaku Rapat Umum Pemegang SOEs as the Company’s General Meeting
Saham Perusahaan No. SK- of Shareholders No. SK-61/MBU/03/2024
61/MBU/03/2024 tanggal 5 Maret 2024 dated March 5, 2024, it was determined
tentang Pemberhentian dan Pengangkatan that the Dismissal and Appointment of
Anggota Dewan Komisaris dan Anggota Members of the Board of Commissioners
Direksi sebagai berikut: and Members of the Board of Directors as
follows:
a. Memberhentikan dengan hormat Riza a. Honorable discharge Riza Primadi as
Primadi sebagai Komisaris Independent Commissioner; and
Independen; dan
b. Mengangkat Elen Setiadi sebagai b. Appoinment Elen Setiadi as Company’s
Komisaris Perusahaan. Commissioner.
169
Page 834
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
54. Peristiwa Setelah Tanggal Pelaporan 54. Event After the Reporting Date (Continued)
(Lanjutan)
Berdasarkan Surat Keputusan Menteri Based on the Decree of the Minister of
BUMN Selaku Rapat Umum Pemegang SOEs as the Company’s General Meeting
Saham Perusahaan No. SK-62/MBU/ of Shareholders No.SK-62/MBU/03/2024
03/2024 tanggal 5 Maret 2024, tentang dated March 5, 2024, regarding the
Pemberhentian dan Pengangkatan Termination and Appointment of Members
Anggota-anggota Direksi PT Kereta Api of the Board of Directors of PT Kereta Api
Indonesia (Persero) sebagai berikut: Indonesia (Persero) are as follows:
1. Memberhentikan dengan hormat 1. Honorable discharge the names below
nama-nama di bawah ini sebagai as members of the Company's Board of
anggota Direksi Perusahaan: Directors:
a. Suparno sebagai Direktur SDM dan a. Suparno as Director of Human
Umum; dan Capital and General Affairs; and
b. Sandry Pasambuna sebagai b. Sandry Pasambuna as Director of
Direktur Keselamatan dan Safety and Security.
Keamanan.
2. Mengangkat nama-nama di bawah ini 2. Appointment of the names below as
sebagai anggota Direksi Perusahaan: members of the Company's Board of
Directors:
a. Rosma Handayani sebagai Direktur a. Rosma Handayani as Director of
SDM dan Umum; dan Human Capital and General Affairs;
and
b. Dadan Rudiansyah sebagai Direktur b. Dadan Rudiansyah as Director of
Keselamatan dan Keamanan. Safety and Security.
Pemberhentian dan pengangkatan The dismissal and appointment of
Anggota Dewan Komisaris dan Anggota Members of the Board of Commissioners
Direksi tersebut telah disahkan melalui and Members of the Board of Directors
Akta No. 104 tanggal 20 Maret 2024 di have been validated through Deed No. 104
hadapan Nining Puspitaningtyas, S.H., dated March 20, 2024 in front of Nining
Sp.1., M.H., Notaris di Bandung yang telah Puspitaningtyas, S.H., Sp.1., M.H., Notary
mendapat persetujuan dari Kementerian in Bandung which has been approved by
Hukum dan Hak Asasi Manusia dengan the Ministry of Law and Human Rights with
Surat Keputusan No. AHU-AH.01.09- Decree No. AHU-AH.01.09-0113858 dated
0113858 tanggal 21 Maret 2024. March 21, 2024.
c. Pergantian Susunan Komite Audit c. Changes
d. in the Composisition of the
Audit Committee
Berdasarkan Surat Keputusan Dewan Based on the Decree of the Board of
komisaris Nomor 06/CH/DEKOM/III/2024 Commissioner No. 06/CH/DEKOM/III/2024
tanggal 20 Maret 2024 tentang dated March 20, 2024, regarding the
Pemberhentian dan Pengangkatan Termination and Appointment of Members
Anggota Komite Audit PT Kereta Api of the Audit Committee of PT Kereta Api
Indonesia (Persero) sebagai berikut: Indonesia (Persero) as follows:
a. Memberhentikan dengan hormat Riza a. Honorable discharge Riza Primadi as
Primadi sebagai Ketua Komite Audit; Chairman of the Audit Committee;
b. Mengangkat Rochadi sebagai sebagai b.a. Appoinment Rochadi as Chairman of
Ketua Komite Audit; dan the Audit Committee; and
c. Mengangkat Endang Tirtana sebagai c. Appoinment Endang Tirtana as Member
anggota Komite Audit. of the Audit Committee;
b.
c.
d.
e.
170
Page 835
PT KERETA API INDONESIA (PERSERO) PT KERETA API INDONESIA (PERSERO)
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-Tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2023 dan 2022 December 31, 2023 and 2022
(Dalam Ribuan Rupiah, Kecuali Dinyatakan Lain) (In Thousand of Rupiah, Unless Otherwise Stated)
54. Peristiwa Setelah Tanggal Pelaporan 54. Event After the Reporting Date (Continued)
(Lanjutan)
f.
d. Pergantian Susunan Komite Pemantau d. Changes
d. in the Composisition of the
Manajemen Risiko Risk Management Monitoring Commitee
Berdasarkan Surat Keputusan Dewan Based on the Decree of the Board of
komisaris Nomor 07/CH/DEKOM/III/2024 Commissioner No. 07/CH/DEKOM/III/2024
tanggal 21 Maret 2024 tentang dated March 21, 2024, regarding the
Pemberhentian dan Pengangkatan Termination and Appointment of Members
Anggota Komite Pemantau Manajemen of the Risk Management Monitoring
Risiko PT Kereta Api Indonesia (Persero) Committee of PT Kereta Api Indonesia
sebagai berikut: (Persero) as follows:
a. Memberhentikan dengan hormat a. Honorable discharge Endang Tirtana as
Endang Tirtana sebagai anggota member of the Risk Management
Komite Pemantau Manajemen Risiko; Monitoring Committee; and
dan
b. Mengangkat Elen Setiadi sebagai b. Appoinment Elen Setiadi member of
sebagai anggota Komite Pemantau the Risk Management Monitoring
Manajemen Risiko. Committee.
e. Pemeringkatan atas Obligasi e. Rating of Bonds
Pada 3 April 2024, Obligasi I seri B Tahun As of April 3, 2024, the Company Bond I
2017, Obligasi II seri A dan B Tahun 2019 series B Year 2017, Bond II series A and B
serta Obligasi Berkelanjutan I Tahap I Seri Year 2019 and Continuing Bonds I series A
A dan Seri B Tahun 2022 Perusahaan and B Year 2022 is rated "AAA" by
mendapatkan peringkat "AAA" dari PEFINDO for the period April 2, 2024 until
PEFINDO untuk periode 2 April 2024 April 1, 2025.
hingga 1 April 2025.
f. Pemeringkatan atas Sukuk Ijarah f. Rating of Sukuk Ijarah
Pada 3 April 2024, Sukuk Ijarah As of April 3, 2024, Continuing Sukuk Ijarah
Berkelanjutan I Seri A dan Seri B Tahun I series A and B Year 2022 the Company is
2022 Perusahaan mendapatkan peringkat rated "AAA" by PEFINDO for the period
"AAA" dari PEFINDO untuk periode 2 April April 2, 2024 until April 1, 2025.
2024 hingga 1 April 2025.
55. Tanggung Jawab Manajemen dan 55. Management’s Responsibility and Approval
Persetujuan atas Laporan Keuangan of the Consolidated Financial Statements
Konsolidasian
Penyusunan dan penyajian wajar laporan The preparation and fair presentation of the
keuangan konsolidasian merupakan tanggung consolidated financial statements were the
jawab manajemen dan telah disetujui oleh responsibilities of the management and were
Direksi untuk diterbitkan pada tanggal approved by the Directors for issuance on
18 Juni 2024. June 18, 2024.
171
Page 836
PT KERETA API INDONESIA (PERSERO) JL. Perintis Kemerdekaan No. 1 Bandung 40117 PO Box 1163 Bandung 40000 Telp : 022-4230031,4230039 Teleks : 28263, 28358 Fax : 022-4203342 Toka 10039 Website : www.kai.id Email : kontak_pelanggan@kereta-api.co.id
Names mentioned 161 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT Kereta
p.3 ×11
unresolved
org
PT Kereta Api
p.5 ×11
unresolved
org
PT KAI
p.8 ×13
unresolved
org
Bank Jateng
p.11 ×6
unresolved
org
PT KAI. Selama
p.12
unresolved
org
Kantor Akuntan Publik Hubungan Afiliasi Anggota Direksi
p.15
unresolved
org
PT Kereta Api Indonesia Rolling Stock
p.21
unresolved
org
PT Mass Rapid Transit
p.23
unresolved
org
Menteri Badan Usaha Milik Negara Nomor S-
p.29
unresolved
org
Minister of State-Owned Enterprises Number S-
p.29
unresolved
org
PT KCIC
p.29 ×4
unresolved
org
PT PSBI
p.29 ×3
unresolved
org
PT PSBI. This
p.29
unresolved
org
Menteri Keuangan.
p.29
unresolved
org
Minister of Finance.
p.29
unresolved
org
Bank Ijarah
p.31 ×2
unresolved
org
Directorate General of Railways
p.45
unresolved
org
Kementerian BUMN
p.49 ×5
unresolved
org
Ministry of State-masih
p.49
unresolved
org
PT BA
p.49 ×2
unresolved
org
Menteri
p.51
unresolved
org
Minister of State-Owned Enterprises Milik Negara Nomor PER-
p.51
unresolved
org
PT KAI's ESG Roadmap
p.52
unresolved
org
Menteri BUMN Selaku
p.54
unresolved
org
Milik Negara
p.54 ×4
unresolved
org
Menteri Badan Usaha Milik Negara
p.54 ×2
unresolved
org
Minister of State-Owned Per-
p.54
unresolved
person
Eko Purwanto
p.54
unresolved
person
Eko
p.54
unresolved
org
PT Industri Kereta
p.54
unresolved
org
PT Industri Kereta Api (Persero)
p.54
unresolved
person
Didiek Hartantyo
· President Director
p.54 ×5
unresolved
org
Minister of State-Owned Enterprises Nomor SK-
p.55
unresolved
person
Notary Nining Puspitaningtyas
p.55
unresolved
person
Puspitaningtyas
p.55
unresolved
person
John
p.55
unresolved
person
John Robertho's
p.55
unresolved
—
Robertho
· Direktur
p.55
unresolved
person
Hadis Surya Palapa
· Direktur
p.58
unresolved
person
Awan Hermawan Purwadinata
· Direktur
p.58 ×2
unresolved
org
PT KAI's
p.63
unresolved
org
Kementerian Badan Usaha Milik Negara
p.68
unresolved
person
Riza Primadi
· Komisaris Independen
p.72 ×3
unresolved
person
Mohamad Risal Wasal
· Komisaris
p.72 ×2
unresolved
person
Sri Paduka Mangkoenagoro X
· Komisaris
p.73
unresolved
person
Diah Natalisa
· Komisaris
p.73
unresolved
person
Chairul Anwar
· Komisaris
p.73
unresolved
org
Kementerian Perhubungan
p.76 ×5
unresolved
org
Ministry of Transportation
p.76 ×6
unresolved
person
Ir. Djuanda
p.80 ×2
unresolved
person
Soewahjo Soemodilogo
p.80
unresolved
org
Railway Public Corporation
p.80
unresolved
org
Menteri Negara Badan Usaha Milik
p.80
unresolved
org
Menteri Hukum dan Hak Asasi Manusia
p.80
unresolved
org
Minister of Law and Human Rights
p.80
unresolved
org
Menteri Perhubungan Tenaga dan Pekerjaan Umum D
p.81
unresolved
org
Minister of Transportation and Public Works
p.81
unresolved
org
Government of the Republic of Indonesia
p.81 ×10
unresolved
person
Koordinasi
· Komisaris
p.82
unresolved
org
Menteri BUMN No. SE-
p.83
unresolved
person
Minister of SOENo. SE-
p.83
unresolved
org
Minister of State-Negara Badan Usaha Milik Negara
p.84
unresolved
org
Kementerian Hukum dan Hak
p.84
unresolved
org
Ministry of Law and Human Asasi Manusia
p.84
unresolved
org
PT Kereta Commuter
p.87
unresolved
org
PT Kereta Commuter Indonesia
p.87 ×3
unresolved
org
PT Railink
p.87 ×4
unresolved
org
PT Kereta Api Pariwisata.
p.87 ×3
unresolved
org
PT Reska Multi
p.89 ×2
unresolved
org
PT Kereta Api Logistik
p.89 ×2
unresolved
org
Angkutan Multimoda
p.89
unresolved
org
PT RMU
p.97
unresolved
org
PT KCI
p.97
unresolved
org
PT KALOG
p.97
unresolved
org
PT KAPM
p.97
unresolved
org
PT KA WISATA
p.97
unresolved
org
PT RMU REL PRABUMULIH
p.100
unresolved
person
Didiek
· Direktur Utama
p.112 ×2
unresolved
person
Hartantyo
· President Director
p.112 ×2
unresolved
person
Awan
· Direktur
p.112
unresolved
—
Purwadinata
p.112
unresolved
—
Sandry
p.113
unresolved
—
Pasambuna
p.113
unresolved
—
tahun 2023, komposisi Direksi Perseroan mengalami
p.113
unresolved
org
Menteri BUMN
p.113 ×6
unresolved
org
Minister of State-Owned Enterprises
p.113 ×3
unresolved
—
SK-27/ MBU/02/2023 tentang Pemberhentian, Pengalihan
p.113
unresolved
—
Tugas, dan Pengangkatan Anggota-Anggota
p.113
unresolved
org
15 Februari 2023, serta Keputusan Menteri BUMN
p.113
unresolved
—
selaku RUPS Perseroan Nomor SK-322/MBU/11/2023
p.113
unresolved
—
tentang Pengalihan Tugas Anggota-Anggota
p.113
unresolved
—
Pengalihan Tug
· Anggota
p.113
unresolved
—
28 November 2023, dengan alasan penataan
p.113
unresolved
—
lulus Uji Kelayakan dan Kepatutan (UKK) oleh
p.113
unresolved
org
Ministry of State-Owned Enterprises.
p.113 ×2
unresolved
org
Menteri BUMN N
p.114
unresolved
org
Menteri BUMN No. SK-
· Komisaris Independen
p.114 ×15
unresolved
person
Niaga
· Direktur Niaga
p.114 ×2
unresolved
org
Minister of State-Owned Selaku RUPS Perseroan No. SK-
p.118 ×3
unresolved
org
PT Indonesia (Persero)
p.118
unresolved
org
Ministry of Perhubungan
p.118 ×2
unresolved
person
Prasarana
· Direktur
p.118
unresolved
org
PT Jamkrindo
p.121 ×2
unresolved
org
PT Menara Medika Pratama
p.123 ×4
unresolved
org
PT Kereta Api Indonesia Sekarang
p.123
unresolved
—
Wasal
p.124
unresolved
org
PT Kereta Keputusan Menteri BUMN Nomor SK-
p.125
unresolved
org
Menteri BUMN Nomor SK-
· Komisaris
p.125 ×3
unresolved
org
Ministry of SOE
p.125
unresolved
org
Kementerian Koordinator Bidang Perekonomian.
p.125
unresolved
person
Enforcement
· Komisaris
p.125
unresolved
person
SOE Ministerial Decree No. SK-
· Commissioner
p.125 ×10
unresolved
person
Sri Padua
· Komisaris Independen
p.126
unresolved
org
PT Kereta Api Surat Keputusan Menteri BUMN
p.126
unresolved
—
Rudiansyah
· Direktur
p.126
unresolved
person
Rosma Handayani
· Direktur
p.126 ×3
unresolved
org
PT Kereta Api Indonesia SDM
p.126
unresolved
person
Dadan Rudiansyah
· Direktur
p.126 ×3
unresolved
org
PT Bank Syariah
p.126
unresolved
org
PT Sinergi BUMN Indonesia
p.221
unresolved
org
Menteri Badan Usaha Milik
p.221 ×2
unresolved
org
Minister of State-Negara Selaku Rapat Umum Pemegang Saham
p.221 ×2
unresolved
person
Suparno
· Direktur
p.221 ×4
unresolved
person
Sandry Pasambuna
· Direktur
p.221 ×4
unresolved
—
Independent Elen Setiadi
· Komisaris
p.221 ×11
unresolved
org
PT Api Indonesia (Persero)
p.222
unresolved
person
Miranti Gani.
p.222 ×2
unresolved
person
Satia Indrarini
p.222 ×2
unresolved
org
Direktorat Jenderal Perkeretaapian
p.222
unresolved
org
Ministry of Finance
p.222
unresolved
org
Financial Services Authority
p.229
unresolved
org
Current (Persero) Tbk
p.231
unresolved
org
Biaya Kesehatan Pegawai (Persero) Tbk
p.231
unresolved
org
Penghasilan Lainnya Tbk
p.231
unresolved
org
PT Bank Tabungan
p.231
unresolved
org
Negara (Persero) Tbk
p.231
unresolved
org
PT BPRS Baiturridha
p.231
unresolved
org
PT Indonesia Asahan
p.231
Extraction attempts how the parser did, and what it refused
Nothing structured was extracted from this document — the attempts below say why.
No extraction attempted yet.