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Page 1
Mendorong Inovasi Berkelanjutan,
Membangun Ketahanan
Driving Sustainable Innovation, Building Resilience
2025
Laporan Keberlanjutan
Sustainability Report
1
PT Jasa Marga (Persero) Tbk
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 2
Page 3
Mendorong Inovasi Berkelanjutan,
Membangun Ketahanan
Driving Sustainable Innovation, Building Resilience
2025
Laporan Keberlanjutan
Sustainability Report
Membangun Inovasi
Berkelanjutan,
Membangun Ketahanan
Driving Sustainable Innovation,
Building Resilience PT Jasa Marga (Persero) Tbk
PT Jasa Marga (Persero) Tbk (yang selanjutnya disebut Perseroan atau Jasa Marga) senantiasa memenuhi kebutuhan masa kini
dan masa depan industri infrastruktur di Indonesia dengan mendorong inovasi yang berkelanjutan sebagai landasan penguatan
kinerja dan nilai perusahaan. Melalui penerapan teknologi digital, peningkatan efisiensi operasional, serta pengembangan
kapasitas organisasi, Jasa Marga memastikan bahwa setiap proses bisnis berjalan selaras dengan prinsip keberlanjutan dan 3
memberikan manfaat yang lebih besar bagi pengguna jalan tol dan masyarakat luas. Sejalan dengan itu, Jasa Marga membangun
resilience untuk menjaga stabilitas Perseroan, mengelola risiko, dan tetap adaptif terhadap perubahan regulasi, dinamika
ekonomi, maupun tantangan lingkungan.
Komitmen Jasa Marga dalam mendorong keberlanjutan tercermin dalam berbagai inovasi aktivitas operasionalnya di antaranya
dengan mengembangkan Hybrid Wind Tree, Program Beautifikasi, pengembangan Ruang Terbuka Hijau (RTH), serta terus
berkontribusi dalam mewujudkan tol berkelanjutan. Dengan spirit tersebut, Jasa Marga terus memperkuat perannya sebagai mitra
pembangunan nasional yang mampu menghadirkan manfaat jangka panjang melalui layanan infrastruktur yang andal, inklusif,
dan berwawasan keberlanjutan.
Laporan Keberlanjutan PT Jasa Marga (Persero) Tbk (hereinafter referred to as the “Company”
or “Jasa Marga”) consistently fulfills the present and future needs of
Sustainability Report Indonesia’s infrastructure industry by promoting sustainable innovation
2025 as the foundation for strengthening performance and enhancing corporate
value. Through the implementation of digital technologies, improvement
of operational efficiency, and development of organizational capacity,
Jasa Marga ensures that every business process aligns with sustainability
principles and delivers greater benefits to toll road users and the wider
community. In line with this, Jasa Marga continues to build resilience
to maintain corporate stability, manage risks, and remain adaptive to
regulatory changes, economic dynamics, and environmental challenges.
Jasa Marga’s commitment to advancing sustainability is reflected in various
innovations across its operational activities, including the development of
Hybrid Wind Trees, beautification programs, the expansion of Green Open
Spaces (RTH), as well as its continuous contribution to the realization of
sustainable toll roads. With this spirit, Jasa Marga continues to strengthen
its role as a partner in national development, delivering long-term value
through reliable, inclusive, and sustainability-oriented infrastructure
services.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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DAFTAR 03 05
Ikhtisar Kinerja Penjelasan Direksi
Keberlanjutan Board of Directors’ Explanation
Summary of Sustainability
Kebijakan untuk Merespon
Performance Tantangan dalam Pemenuhan
Strategi Keberlanjutan
Kinerja Aspek Ekonomi 109
68 Policies to Respond to Challenges
Economic Performance
in Implementing Sustainability
Kinerja Aspek Lingkungan Hidup Strategies
70
Environmental Performance
Penerapan Pembangunan
Kinerja Aspek Sosial Berkelanjutan
72 111
Social Performance Implementation of Sustainable
ISI 04
Development
Strategi Pencapaian Target
114
Target Achievement Strategy
Tanggung Jawab Laporan
Keberlanjutan
118
Responsibility for The Sustainability
Table of Contents
Report
Profil Perusahaan
Company Profile
06
Membangun Inovasi Berkelanjutan, Visi, Misi, dan Nilai Keberlanjutan
Membangun Ketahanan 76 Vision, Mission, and Sustainable
3
Driving Sustainable Innovation, Values
4 Building Resilience
Daftar Isi
80
Identitas Perusahaan
Corporate Identity
Tata Kelola Keberlanjutan
4
Table of Contents Corporate Governance
Skala Perusahaan
82 Struktur dan Komposisi Tata Kelola
Corporate Scale
122 Governance Structure and
01
Informasi Mengenai Karyawan Composition
83
Employees Information
Benturan Kepentingan
Wilayah Operasional 124
90 Conflict of Interest
Operational Area
Tentang Laporan Aktivitas, Rantai Nilai dan Hubungan
Nominasi dan Seleksi Dewan
Komisaris dan Direksi
About the Report Bisnis Lainnya 126 Nomination and Selection of the
92
Activities, Value Chain, and Other Board of Commissioners and
Proses Penentuan Topik Material Business Relationships Directors
10 Process to Determine Material
Kegiatan Usaha yang Dijalankan Penilaian Kinerja Dewan Komisaris
Topics 92
Business Activities Carried Out dan Direksi
Manajemen Topik Material 127 Performance Assessment of the
11 Rantai Nilai
Material Topics Management 94 Board of Commissioners and
Supply Chain
Directors
Hubungan Bisnis Lain yang
Kebijakan Remunerasi
02
Relevan 128
101 Remuneration Policy
Other Relevant Business
Relationships Rapat Direksi dan Dewan Komisaris
131 Meeting of the Board of Directors
Perubahan Perusahaan yang
and Board of Commissioners
Bersifat Signifikan pada
Strategi Keberlanjutan 102 Organisasi
Sustainability Strategy Significant Company Changes to Penanggung Jawab Penerapan
Organization Pembangunan Berkelanjutan
Penjelasan Strategi Keberlanjutan 133 Person in Charge for the
28 Explanation of Sustainability Keanggotaan Asosiasi Implementation of Sustainable
103
Strategy Association Membership Development
Policy Commitment Peran Badan Tata Kelola Tertinggi
56 dalam Mengawasi Manajemen
Policy Commitment
Dampak
Proses untuk Memulihkan Dampak 133
The Role of the Highest
Negatif Governance Body in Overseeing
61
Processes to Remedy Negative Impact Management
Impacts
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Delegasi Tanggung Jawab untuk Keberadaan Pasar Dampak Produk/Jasa
193 316
Mengelola Dampak Market Presence Impact of Products/Services
137
Delegation of Responsibility for
Dampak Ekonomi Tidak Langsung Jumlah Produk yang Ditarik
Managing Impacts 194
Indirect Economic impact 318 Kembali
Pengembangan Kompetensi Terkait Number of Recalled Products
Praktik Pengadaan Barang dan
Pembangunan Berkelanjutan Jasa Survei Kepuasan Pelanggan
142 Competency Development 202
Procurement of Goods and Terhadap Produk dan/atau Jasa
Regarding Sustainable 318
Services Customer Satisfaction Survey on
Development Products and/or Services
Anti Korupsi
204
Manajemen Risiko atas Penerapan Anti Corruption
Pembangunan Berkelanjutan
153 Risk Management in the Kinerja Lingkungan Hidup
208
08
Environmental Performance
Implementation of
Sustainable Development Aspek Umum
208
General Aspect
Hubungan dengan Pemangku
160 Kepentingan Aspek Material
208
Relationship with Stakeholders Material Aspect Lain-Lain dan Indeks
Permasalahan Terhadap Penerapan Aspek Energi Others and Index
211
Pembangunan Berkelanjutan Energy Aspect
172 Verifikasi Tertulis dari Pihak
Challenges in the Implementation of
Aspek Air Independen
Sustainable Development 216 322
Water Aspect Written Verification From an
Independent Party
Aspek Keanekaragaman Hayati
220
07
Biodiversity Aspect Lembar Umpan Balik
327
Aspek Emisi Feedback Form
226
Emission Aspect
Tanggapan Terhadap Umpan Balik
Aspek Limbah dan Efluen Laporan Keberlanjutan Tahun 2024
240 329
Kinerja Keberlanjutan Waste and Effluent Aspects Response to 2024 Sustainability
Sustainability Performance Aspek Pengaduan Terkait
Report Feedback 5
243 Lingkungan Hidup Daftar Pengungkapan Sesuai
Kegiatan Membangun Budaya Environmental Complaints Peraturan Otoritas Jasa Keuangan
Keberlanjutan Nomor 51/POJK.03/2017
176 Activities to Build a Sustainable Kinerja Sosial
244 330 The List of Disclosures in
Culture Social Performance
Accordance with Financial Services
Kinerja Ekonomi Komitmen untuk Memberikan Authority Regulation Number 51/
184 Layanan atas Produk dan/ POJK.03/2017
Economic Performance
atau Jasa yang Setara Kepada
Perbandingan Target dan Kinerja 244 Konsumen Indeks Isi Consolidated GRI
Produksi, Portofolio, Target Commitment to Providing Equal Standards 2021
333
Pembiayaan, atau Investasi, Services for Products and/or Content Index Consolidated Set of
Pendapatan dan Laba Rugi Services to Consumers GRI Standards 2021
184
Comparison of Targets and
Performance in Production, Aspek Ketenagakerjaan Tautan Standar GRI dengan TPB
247
Portfolio, Financing or Investment Employment Aspects 340 The Linkage of GRI Standards with
Targets, Revenue, Profit, and Loss SDGs
Aspek Masyarakat
278
Perbandingan Target dan Kinerja Community Aspects
Portofolio, Target Pembiayaan,
atau Investasi Pada Instrumen Tanggung Jawab Pengembangan
Keuangan atau Proyek yang Produk dan/atau Jasa Keberlanjutan
Sejalan dengan Pembangunan 295 Responsibility for the Development
185 Berkelanjutan of Sustainable Products and/or
Comparison of Portfolio Targets Services
and Performance, Financing
Targets, or Investments in Financial Inovasi dan Pengembangan
Instruments or Projects Aligned Produk/Jasa Pembangunan
with Sustainable Finance Berkelanjutan
295
Innovation and Development
Nilai Ekonomi Langsung yang of Sustainable Development
Dihasilkan dan Didistribusikan Products/Services
188
Direct Economic Value Generated
and Distributed Produk/Jasa yang Sudah
Dievaluasi Keamanannya Bagi
Kewajiban Program Pensiun Pelanggan
305
Manfaat Pasti dan Program Products/Services that Have
Pensiun Lainnya Been Safety-Evaluated for
190 Customers
Obligations of Defined Benefit
Pension Programs and Other
Pension Programs Pemasaran dan Pelabelan Produk
dan Jasa
315
Bantuan Finansial dari Marketing and Labeling of
193 Pemerintah Products and Services
Government Financial Assistance
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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01
Tentang Laporan [GRI 2-2, 2-3, 2-4]
About the Report
6
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 7
Integrasi Digital dan Halal bagi UMKM Binaan
Digital and Halal Integration for Fostered MSMEs
Melalui Kampoeng UMKM Rest Area, Jasa Marga pada tahun 2025 mempercepat transformasi UMKM
binaan dengan pendekatan digital dan halal sebagai fondasi peningkatan daya saing. Pendampingan
sertifikasi halal serta penerapan sistem pembayaran dan pemasaran digital dilakukan untuk
mendorong perluasan pasar, peningkatan kualitas produk, dan pengalaman layanan yang lebih andal
bagi pengguna jalan tol.
Through the Kampoeng UMKM at Rest Area initiative, Jasa Marga accelerated the transformation
of its MSME (SME) fostered partners in 2025 by adopting digital and halal-based approaches as
the foundation for enhancing competitiveness. Assistance in halal certification, as well as the
implementation of digital payment systems and digital marketing, was provided to support market
expansion, improve product quality, and deliver a more reliable service experience for toll road users.
7
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Penyusunan Laporan Keberlanjutan PT Jasa Marga (Persero) The preparation of the 2025 Sustainability Report of PT Jasa
Tbk. tahun 2025 merupakan laporan yang mengacu pada Marga (Persero) Tbk. refers to the Financial Services Authority
Peraturan Otoritas Jasa Keuangan (POJK) Nomor 51/ Regulation (POJK) Number 51/POJK.03/2017 concerning the
POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan Implementation of Sustainable Finance for Financial Services
Bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik, Institutions, Issuers, and Public Companies, and the Financial
SEOJK No 16/POJK.04/2021 tentang Bentuk dan Isi Laporan Services Authority Circular Letter Number 16/SEOJK.04/2021
Tahunan Emiten atau Perusahaan Publik, serta Standar concerning the Form and Content of the Annual Report of
Pengungkapan Keberlanjutan 1 dan 2 (International Financial Issuers or Public Companies, as well as the Sustainability
Reporting Standards (IFRS) S1 dan S2). Laporan ini juga Disclosure Standards 1 and 2 (International Financial
disusun sesuai dengan (“in accordance to”) Consolidated Set Reporting Standards (IFRS) S1 and S2). This report has also
of GRI Standards. been prepared in accordance with the Consolidated Set of GRI
Standards.
Entitas yang termasuk dalam Laporan Keberlanjutan ini yaitu The entity included in this Sustainability Report is
PT Jasa Marga (Persero) Tbk. Oleh karenanya, tidak terdapat PT Jasa Marga (Persero) Tbk. Therefore, there is no difference
perbedaan daftar entitas yang termasuk dalam Laporan between the list of entities covered in the Consolidated
Keuangan Konsolidasian dan entitas yang termasuk dalam Financial Statements and those included in the Company’s
Laporan Keberlanjutan Perseroan. Namun demikian, data Sustainability Report. Nevertheless, the financial data
keuangan yang disampaikan dalam Laporan Keberlanjutan presented in this Sustainability Report is consistent with
ini sesuai dengan Laporan Keuangan Konsolidasian yang the Consolidated Financial Statements audited by a Public
telah diaudit oleh Kantor Akuntan Publik. Entitas yang Accounting Firm. The entities included in the consolidated
termasuk dalam Laporan Keuangan Konsolidasian mencakup financial statements comprise 17 subsidiaries, namely
17 entitas anak meliputi PT Jasamarga Transjawa Tol (JTT), PT Jasamarga Transjawa Tol (JTT), PT Marga Sarana Jabar (MSJ),
PT Marga Sarana Jabar (MSJ), PT Jasamarga Manado Bitung (JMB), PT Jasamarga Manado Bitung (JMB), PT Jasamarga Bali Tol
8 PT Jasamarga Bali Tol (JBT), PT Jasamarga Kunciran Cengkareng (JBT), PT Jasamarga Kunciran Cengkareng (JKC), PT Jasamarga
(JKC), PT Jasamarga Balikpapan Samarinda (JBS), PT Cinere Balikpapan Samarinda (JBS), PT Cinere Serpong Jaya (CSJ),
Serpong Jaya (CSJ), PT Jasamarga Kualanamu Tol (JKT), PT Jasamarga Kualanamu Tol (JKT), PT Jasamarga Jogja Bawen
PT Jasamarga Jogja Bawen (JJB), PT Marga Trans Nusantara (JJB), PT Marga Trans Nusantara (MTN), PT Jasamarga Jogja
(MTN), PT Jasamarga Jogja Solo (JMJ), PT Jasamarga Probolinggo Solo (JMJ), PT Jasamarga Probolinggo Banyuwangi (JPB),
Banyuwangi (JPB), PT Jasamarga Japek Selatan (JJS), PT Jasamarga Japek Selatan (JJS), PT Jasamarga Akses
PT Jasamarga Akses Patimban (JAP), PT Jasamarga Tollroad Patimban (JAP), PT Jasamarga Tollroad Operator (JMTO),
Operator (JMTO), PT Jasamarga Tollroad Maintenance (JMTM), PT Jasamarga Tollroad Maintenance (JMTM), dan PT Jasamarga
dan PT Jasamarga Related Business (JMRB). Pendekatan Related Business (JMRB). The consolidation approach in
konsolidasi dalam Laporan Keberlanjutan ini dilakukan dengan this Sustainability Report was applied by presenting data
menyajikan data pada tingkat entitas induk, kecuali untuk at the parent entity level, except for certain indicators that
indikator tertentu yang menggunakan data konsolidasian used consolidated data in accordance with the Consolidated
sesuai dengan Laporan Keuangan Konsolidasian. Data yang Financial Statements. The data presented did not include
disajikan tidak mencakup penyesuaian atas kepentingan adjustments for non-controlling interests. There were
non-pengendali. Tidak terdapat perubahan material terkait no material changes related to mergers, acquisitions, or
merger, akuisisi, maupun pelepasan entitas selama periode disposals of entities during the reporting period that affected
pelaporan yang memengaruhi cakupan data dalam laporan the scope of data in this report.
ini.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 9
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Periode Laporan Keberlanjutan ini adalah 1 Januari sampai The reporting period of this Sustainability Report is from
dengan 31 Desember 2025 sesuai dengan periode Laporan January 1, to December 31, 2025, in line with the Company’s
Keuangan Perseroan dan disampaikan secara tahunan. Financial Reporting period, and it is presented on an annual
Laporan Keberlanjutan ini dipublikasikan 28 April 2026. basis. This report was published on April 28, 2026.
Dalam Laporan Keberlanjutan ini, terdapat informasi yang Within this Sustainability Report, certain information has been
disajikan kembali yaitu data terkait Laporan Keuangan restated, particularly data related to the Consolidated Financial
Konsolidasian tahun 2024 dan 2023, termasuk pada Statements for 2024 and 2023, including energy intensity and
intensitas energi dan intensitas emisi yang dihasilkan. Hal emissions intensity. This is due to a reclassification in 2025,
ini dikarenakan terdapat reklasifikasi di tahun 2025 bahwa whereby the Company obtained control over JMJ based on
Perseroan memperoleh pengendalian atas JMJ berdasarkan an addendum to the JMJ Shareholders’ Agreement (SHA),
adendum Perjanjian Para Pemegang Saham (SHA) JMJ, yang resulting in changes to decision-making authority and control
mengakibatkan perubahan hak pengambilan keputusan dan structure. Consequently, JMJ has been consolidated into
struktur pengendalian. Sehingga, JMJ dikonsolidasikan ke the Group’s financial statements. The impact of this change
laporan keuangan Konsolidasian. Dampak yang ditimbulkan is reflected in an increase in the accounts included in the
yaitu adanya peningkatan pada akun-akun yang termasuk Consolidated Financial Statements. In addition, electricity
dalam Laporan Keuangan Konsolidasian. Selain itu, pada energy consumption (2024) and fuel consumption (2024 and
konsumsi energi listrik (2024) dan BBM (2024 dan 2023) juga 2023) were also restated due to adjustments in the calculation
mengalami restatement dikarenakan adanya penyesuaian methodology, which resulted in an increase in the reported
metode perhitungan yang berdampak pada peningkatan amounts of electricity and fuel consumption.
jumlah konsumsi energi listrik dan BBM.
Untuk mendapatkan informasi lebih lanjut mengenai laporan For further information regarding this report, stakeholders
ini, para pemangku kepentingan dapat menghubungi kontak are encouraged to contact the following.
di bawah ini. 9
Corporate Communication &
Community Development Group Head
PT Jasa Marga (Persero) Tbk
+6221 841 3630, +6221 841 3526
Kantor Pusat
Plaza Tol Taman Mini
Indonesia Indah
Jakarta, 13550 Indonesia
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Proses Penentuan Topik Material [GRI 3-1, 3-2, 2-14]
Process to Determine Material Topics
Dalam menentukan topik material, secara berkala Perseroan In determining material topics, the Company periodically
melakukan identifikasi, analisis aktivitas, dan hubungan conducts identification and analysis of its activities and
bisnis berdasarkan konteks keberlanjutan, serta menganalisis business relationships based on the sustainability context,
pemangku kepentingan yang terdampak (inside out) maupun while also assessing affected stakeholders (inside-out)
dampak dari para pemangku kepentingan terhadap Perseroan as well as the impacts of stakeholders on the Company
(materialitas finansial/outside in). Proses ini sejalan dengan (financial materiality/outside-in). In determining risks, the
identifikasi risiko Perseroan. Dalam menentukan risiko, Company involves various internal work units and external
Perseroan melibatkan berbagai unit kerja dan stakeholder stakeholders. The internal work units involved include
eksternal. Unit kerja yang terlibat di antaranya Operation & the Operation & Maintenance Management Group (OMM),
Maintenance Management Group (OMM), Concession Business Concession Business Planning Group (CBP), Regional, PT
Planning Group (CBP), Regional, PT Jasamarga Tollroad Jasamarga Tollroad Maintenance (JMTM), PT Jasamarga
Maintenance (JMTM), PT Jasamarga Tollroad Operator (JMTO), Tollroad Operator (JMTO), Business Development Group
Business Development Group (BDE), Corporate Finance (BDE), Corporate Finance & Investor Relations Group (CFI),
& Investor Relations Group (CFI), Procurement & Fixed Procurement & Fixed Asset Group (PFA), PT Jasamarga Related
Asset Group (PFA), PT Jasamarga Related Business (JMRB), Business (JMRB), Engineering Planning Group (EPL), APJT
Engineering Planning Group (EPL), APJT Kontruksi, Risk and Kontruksi, Risk and Quality, Health, Safety & Environment
Quality, Health, Safety & Environment Group (RQHSE), Human Group (RQHSE), Human Capital Services Group (HCS), AP2JT,
Capital Services Group (HCS), AP2JT, Internal Audit Group Internal Audit Group (IAU), Legal and Compliance Group
10 (IAU), Legal and Compliance Group (LCO), Human Capital (LCO), Human Capital Development Group (HCD), dan Jasa
Development Group (HCD), dan Jasa Marga Learning Institute Marga Learning Institute Group (JLI). Meanwhile, the external
Group (JLI). Sedangkan, stakeholder eksternal yang terlibat di stakeholders involved include BPJT, BNPB, the Ministry of
antaranya BPJT, BNPB, Kementerian Perhubungan, Korlantas, Transportation, Traffic Corps of the Indonesian National
Mitra Usaha, Perbankan dan Lembaga keuangan Non-Bank, Police (Korlantas), business partners, banks and non-bank
Investor, Mitra Kerja, LMAN, PPK Lahan, Pemerintah Daerah, financial institutions, investors, contractors, LMAN, Land PPK,
BMKG, Pemegang Saham, Komdigi, BSSN, Disnaker, BPKP, dan regional governments, BMKG, shareholders, National Digital
KPK. Hal ini dilakukan guna mendapatkan gambaran terkait Committee (Komdigi), BSSN, the Manpower Office (Disnaker),
isu keberlanjutan dengan mempertimbangkan aktivitas bisnis BPKP, and the Corruption Eradication Commission (KPK). This
Perseroan, hubungan bisnis, pemangku kepentingan, dan is conducted to obtain an overview of sustainability issues
konteks keberlanjutan. by considering the Company’s business activities, business
relationships, stakeholders, and the sustainability context.
Perseroan selanjutnya melakukan analisis atas dampak The Company subsequently conducts an analysis of actual
aktual dan potensial untuk masing-masing risiko di seluruh and potential impacts for each identified risk across all of
aktivitas dan hubungan bisnis Perseroan. Proses ini dilakukan its activities and business relationships. This process is
agar Perseroan dapat memitigasi potensi dampak yang akan undertaken to enable the Company to mitigate potential
terjadi. Dalam menganalisis dampak, Perseroan menggunakan impacts that may arise. In analyzing these impacts, the
informasi dari berbagai sumber. Company utilizes information obtained from various sources.
Setelah melakukan analisis dampak aktual dan potensial, Following the impact analysis, the Company assesses the
Perseroan melakukan asesmen signifikansi dampak. Perseroan significance of each impact to determine the priority of
menilai signifikansi dampak yang sudah teridentifikasi dalam sustainability issues. This assessment guides the Company in
risiko Perseroan untuk dilakukan prioritasi isu keberlanjutan. identifying appropriate responses and establishing material
Hal ini bertujuan untuk menentukan tindakan yang diambil topics for the reporting period.
oleh Perseroan dalam menangani dampak dan menentukan
topik material yang relevan pada tahun pelaporan.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 11
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Langkah selanjutnya yaitu Perseroan melakukan prioritasi The next step involves prioritizing material topics based on
topik material berdasarkan tingkat scale and scope/severity the level of scale and scope/severity, as well as likelihood. The
dan likelihood. Perseroan melakukan prioritasi risiko dengan Company prioritizes risks using thresholds of High, Moderate
threshold High, Moderate to High, dan Moderate. Risiko to High, and Moderate. The selected risks are then aligned
yang terpilih kemudian diselaraskan dengan topik material with material topics in accordance with the GRI Standards.
sesuai dengan GRI Standard. Masukan yang disampaikan Feedback provided by external stakeholders was considered
oleh para pemangku kepentingan eksternal selanjutnya as a basis for determining priorities in defining material
dipertimbangkan sebagai dasar dalam penentuan prioritas topics for 2025, with stakeholders including Shareholders,
untuk menjadi topik material pada tahun 2025. Adapun Regulators, Legislators, Labor Unions, Suppliers, the Media,
pemangku kepentingan eksternal yang memberikan and Experts. One (1) material topic derived from input by
masukan meliputi Pemegang Saham, Regulator, Legislator, external stakeholders and experts, namely emissions, was
Serikat Pekerja, Pemasok, Media Massa, dan Ahli/Expert. selected as a priority topic for 2025. The selected material
Terdapat 1 (satu) topik material yang merupakan masukan topic was subsequently submitted to the Board of Directors
dari pemangku kepentingan eksternal dan ahli/expert yang for discussion at the Board level and was approved for
diputuskan menjadi topik material di tahun 2025 yaitu topik reporting in the 2025 Sustainability Report.
emisi. Kemudian topik material yang terpilih disampaikan
kepada Direksi untuk dilakukan pembahasan di tingkat
Direksi dan mendapat persetujuan untuk dilaporkan pada
Laporan Keberlanjutan tahun 2025.
Walaupun terdapat sejumlah isu yang tidak menjadi prioritas Although several issues were not prioritized in this report,
dalam laporan ini, Perseroan tetap melaksanakan evaluasi the Company continued to conduct periodic evaluations of
secara berkala terhadap seluruh isu yang relevan dengan all issues relevant to its business activities and stakeholders
kegiatan usaha dan para pemangku kepentingan, guna to ensure that evolving issues and the rationale behind
memastikan bahwa dinamika isu serta rasionalisasi keputusan reporting decisions were consistently reflected. The 11
pelaporan tercermin secara konsisten. Topik material yang material topics defined by the Company also served as a
telah ditetapkan oleh Perseroan turut dijadikan sebagai basis for consideration in the planning and development of
dasar pertimbangan oleh Perseroan dalam perencanaan sustainability programs, both for the current period and for
serta penyusunan program keberlanjutan, baik untuk periode subsequent periods.
berjalan maupun untuk periode selanjutnya.
Penelaahan isu Identifikasi dampak aktual dan Penilaian Melakukan prioritas
keberlanjutan (ekonomi, potensial (ekonomi, lingkungan, Signifikan Dampak dampak signifikan
lingkungan, sosial termasuk sosial termasuk hak asasi manusia) Assessment of the yang akan dilaporkan
hak asasi manusia) terkait aktivitas dan relasi bisnis significance of impacts dalam laporan
terhadap aktivitas dan Perseroan terhadap pemangku keberlanjutan
relasi bisnis Perusahaan kepentingan (inside out) dan Prioritization of
Review of sustainability dampak lingkungan eksternal significant impacts to
issues (economic, terhadap kinerja Perseroan be disclosed in the
environmental, and social, (outside in). Sustainability Report
including human rights) Identification of actual and
related to the Company’s potential impacts (economic,
environmental, and social,
activities and business including human rights) arising
relationships from the Company’s activities
and business relationships on
stakeholders (inside-out), as
well as the impact of external
environmental factors on
the Company’s performance
(outside-in)
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 12
Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Tabel Topik Material Tahun 2025
Table of 2025 Material Topics
Pemangku
Kepentingan
Topik Material
Isu Utama yang Alasan Bersifat Material TPB
Material
Key Issues Terdampak Material Reasons SDG
Topics
Affected
Stakeholders
Kinerja Ekonomi • Nilai ekonomi langsung yang dihasilkan • Pemegang Kinerja ekonomi memberikan dampak
Economic dan didistribusikan Saham signifikan bagi pemegang saham,
Performance • Implikasi finansial serta risiko dan • Investor pengguna jalan tol, pegawai, mitra kerja,
peluang lain akibat dari perubahan • Karyawan dan pemerintah. Dengan kinerja yang
iklim • Shareholders kuat dan berkelanjutan, Jasa Marga dapat
• Kewajiban program pensiun manfaat • Investor menjaga keberlanjutan operasional serta
pasti dan program pensiun lainnya • Employees memperkuat ketahanan perusahaan dalam
• Bantuan finansial yang diterima dari menghadapi risiko, termasuk dampak
pemerintah perubahan iklim terhadap infrastruktur dan
• Direct-Economic Value Generated and layanan jalan tol.
Shared Economic performance has a significant
• Financial implication, risk, and other impact on shareholders, toll road users,
opportunities due to climate change employees, business partners, and the
• Defined Pensions Benefit Obligation government. Through strong and sustainable
and Other Retirement Programs performance, Jasa Marga is able to
• Government Financial Assistance maintain operational sustainability while
strengthening the Company’s resilience in
facing risks, including the impacts of climate
change on toll road infrastructure and
services.
Anti Korupsi • Operasi-operasi yang dinilai memiliki • Pemegang Terdapat potensi terjadinya kasus
12 Anti-corruption risiko terkait korupsi Saham penyuapan dan/atau konflik kepentingan
• Komunikasi dan pelatihan tentang • Investor yang melibatkan Jasa Marga. Potensi
kebijakan dan prosedur anti korupsi • Karyawan tersebut dapat muncul dalam berbagai
• Insiden korupsi yang terbukti dan • Shareholders aktivitas operasional maupun hubungan
tindakan yang diambil • Investor bisnis yang dijalankan Perseroan.
• Operations Assessed for Corruption- • Employees There is a potential risk of bribery and/
Related Risks or conflicts of interest involving Jasa
• Communication and Training on Anti- Marga. Such risks may arise across various
operational activities as well as in the
Corruption Policies and Procedures
Company’s business relationships.
• Confirmed Corruption Incidents and
Actions Taken
Emisi • Emisi GRK Langsung (Cakupan 1) • Karyawan Penggunaan energi dalam seluruh aktivitas
Emission • Energi tidak langsung (Cakupan 2) Emisi • Pemberi Kerja operasional Perseroan berkontribusi
GRK • Masyarakat terhadap timbulnya emisi gas rumah kaca
• Emisi GRK (Cakupan 3) tidak langsung • Pemerintah yang berdampak pada perubahan iklim. Oleh
lainnya • Mitra kerja karena itu, Perseroan melakukan berbagai
• Intensitas Emisi GRK • Employees inisiatif mitigasi untuk menekan emisi
• Pengurangan emisi GRK • Employers tersebut, salah satunya melalui pemanfaatan
• Emisi zat perusak ozon (BPO) • Communities panel surya sebagai sumber energi
• Nitrogen oksida (NOx), sulfur oksida • Government terbarukan guna mendukung kebutuhan
(SOx), dan emisi udara signifikan • Business listrik operasional di Kantor Pusat, sehingga
lainnya. Partners dapat mengurangi ketergantungan pada
• Direct GHG Emissions (Scope 1) energi berbasis fosil dan menurunkan jejak
• Indirect Energy GHG Emissions (Scope karbon perusahaan.
2) Energy consumption across the Company’s
• Other Indirect GHG Emissions (Scope 3) operational activities contributes to
• GHG Emission Intensity greenhouse gas emissions, which have an
• GHG Emission Reduction impact on climate change. Therefore, the
• Ozone-Depleting Substances (ODS) Company implements various mitigation
Emissions initiatives to reduce such emissions, one
• Nitrogen Oxides (NOx), Sulfur Oxides of which is the utilization of solar panels
(SOx), and other significant air as a renewable energy source to support
emissions operational electricity needs at the
Head Office. This initiative helps reduce
dependence on fossil-based energy and
lowers the Company’s carbon footprint.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 13
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pemangku
Kepentingan
Topik Material
Isu Utama yang Alasan Bersifat Material TPB
Material
Key Issues Terdampak Material Reasons SDG
Topics
Affected
Stakeholders
Masyarakat • Operasi dengan keterlibatan • Pemegang Perlunya peningkatan perhatian terhadap
Lokal masyarakat lokal, penilaian dampak, Saham dampak sosial pembangunan infrastruktur,
Local dan program pengembangan • Masyarakat termasuk pengelolaan isu penggusuran dan
Communities • Operasi organisasi yang memiliki • Karyawan gangguan lingkungan sekitar secara lebih
dampak aktual atau potensi dampak • Stakeholders berkelanjutan. Selain itu, terdapat peluang
negatif dan signifikan terhadap • Communities untuk memperkuat inisiatif pemberdayaan
masyarakat setempat • Employees masyarakat setempat serta meningkatkan
• Operations involving local pelibatan masyarakat dalam proses
communities, impact assessments, and pengembangan infrastruktur.
development programs There is a need to enhance attention to the
• Organizational operations that have social impacts of infrastructure development,
actual or potentially significant including the more sustainable management
negative impacts on local communities of resettlement issues and disruptions
to surrounding communities. In addition,
there are opportunities to strengthen local
community empowerment initiatives and
to increase community engagement in the
infrastructure development process.
Pendidikan dan • Rata-rata jam pelatihan per tahun per • Pemegang Terdapat kebutuhan untuk meningkatkan
Pelatihan karyawan Saham kualifikasi dan kompetensi personel
Training and • Program untuk meningkatkan • Karyawan Manajemen Risiko guna mendukung
Education keterampilan karyawan dan program • Stakeholders efektivitas pengelolaan risiko Perseroan.
bantuan peralihan Selain itu, dinamika perubahan prioritas
• Persentase karyawan yang menerima
• Employees
bisnis dari pemegang saham serta
13
tinjauan rutin terhadap kinerja dan penyesuaian kebijakan menjadi peluang bagi
pengembangan karir Perseroan untuk memperkuat keselarasan
• Average training hours per year per strategi dan tata kelola perusahaan.
employee There is a need to enhance the qualifications
• Programs to enhance employee skills and competencies of Risk Management
and transition assistance programs personnel to support the effectiveness of
• Percentage of employees receiving the Company’s risk management practices.
regular performance and career In addition, the dynamic changes in business
development reviews priorities from shareholders, as well as
policy adjustments, present opportunities
for the Company to strengthen strategic
alignment and corporate governance.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 14
Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Pemangku
Kepentingan
Topik Material
Isu Utama yang Alasan Bersifat Material TPB
Material
Key Issues Terdampak Material Reasons SDG
Topics
Affected
Stakeholders
Kesehatan dan • Sistem manajemen kesehatan dan • Karyawan Timbulnya potensi gangguan kesehatan dan
Keselamatan keselamatan kerja • Pengguna Jalan keselamatan kerja apabila aspek kesehatan
Kerja • Identifikasi bahaya, penilaian risiko, Tol dan keselamatan kerja tidak dikelola
Occupational dan investigasi insiden • Employees secara optimal. Kondisi tersebut berisiko
Health and • Layanan kesehatan kerja • Toll road users menimbulkan dampak negatif terhadap
Safety • Partisipasi pekerja, konsultasi, dan keselamatan pekerja serta kelangsungan
komunikasi tentang kesehatan dan operasional Perseroan.
keselamatan kerja There is a potential risk of occupational
• Pelatihan pekerja tentang kesehatan health and safety incidents if these aspects
dan keselamatan kerja are not managed optimally. Such conditions
• Peningkatan kualitas kesehatan kerja may result in negative impacts on employee
• Pencegahan dan mitigasi dampak- safety as well as the continuity of the
dampak keselamatan dan kesehatan Company’s operations.
kerja yang secara langsung terkait
dengan hubungan bisnis
• Pekerja yang tercakup dalam sistem
manajemen keselamatan dan
kesehatan kerja
• Kecelakaan kerja
• Penyakit akibat kerja
• Occupational health and safety
management system
• Hazard identification, risk assessment,
14 and incident investigation
• Occupational health services
• Work participation, consultation, and
communication on occupational health
and safety
• Worker training on occupational health
and safety
• Improvement of occupational health
quality
• Prevention and mitigation of
occupational health and safety
impacts directly related to business
relationships
• Workers covered under the
occupational health and safety
management system
• Work-related accidents
• Occupational diseases
Kesehatan dan • Penilaian dampak kesehatan dan • Pelanggan Potensi terjadinya gangguan keselamatan
Keselamatan keselamatan dari berbagai kategori • Masyarakat di jalan tol dapat menimbulkan risiko bagi
Pelanggan produk dan jasa • Pengguna Jalan masyarakat pengguna dan pelanggan Jasa
Customer Health • Insiden ketidakpatuhan sehubungan Tol Marga jika tidak dikelola secara optimal. Hal
and Safety dengan dampak kesehatan dan • Customer ini dapat berdampak pada meningkatnya
keselamatan dari produk dan jasa • Community kecelakaan, ketidaknyamanan perjalanan,
• Health and safety impact assessment • Toll road users serta menurunnya kepercayaan masyarakat
from various product and service terhadap keselamatan dan kualitas layanan
categories Perseroan.
• Non-compliance incident related to the Potential safety disruptions on toll roads
health and safety impacts of products may pose risks to users and customers
and services of Jasa Marga if not managed optimally.
This may lead to an increase in accidents,
reduced travel comfort, and a decline in
public trust in the safety and quality of the
Company’s services.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 15
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Beberapa topik material tahun 2024 yang tidak diprioritaskan Some material topics in 2024 that are not prioritized for
untuk dilaporkan pada Laporan Keberlanjutan tahun 2025 reporting in the 2025 Sustainability Report and its reasons are
beserta alasannya dijelaskan sebagai berikut. explained as follows.
Topik Material Alasan
Material Topics Reason
Keberadaan Pasar Jasa Marga telah mengikuti dan mematuhi regulasi ketenagakerjaan yang berlaku, termasuk ketentuan Upah Minimum
Market Presence Regional sesuai wilayah operasionalnya sebagaimana tercantum dalam Undang-Undang No. 13 Tahun 2003 tentang
Ketenagakerjaan, pemberian upah minimum diarahkan kepada pencapaian kebutuhan hidup layak bagi karyawan.
Karena kepatuhan terhadap regulasi tersebut sudah menjadi standar dan tidak menimbulkan risiko signifikan, maka
isu Keberadaan Pasar khususnya terkait perbandingan upah entry level terhadap upah minimum tidak lagi dianggap
sebagai topik material utama.
Jasa Marga has complied with and adhered to applicable labor regulations, including the Regional Minimum Wage
provisions in accordance with its operational areas, as stipulated in Law No. 13 of 2003 on Manpower. The provision of
minimum wages is aimed at ensuring a decent standard of living for employees. As compliance with these regulations
has become standard practice and does not pose significant risk, the issue of Market Presence, particularly in relation
Manajemen Topik Material [GRI 3-3]
to the comparison between entry-level wages and minimum wages, is no longer considered a key material topic.
Dampak Ekonomi Tidak Topik Dampak Ekonomi Tidak Langsung tidak lagi dikategorikan sebagai material karena kontribusinya saat ini telah
Economic
Langsung Performance
terukur dan terdokumentasi dengan jelas melalui indikator kinerja operasional dan ekonomi perusahaan. Dampak
Indirect Economic ekonomi tidak langsung yang dilaksanakan bersamaan dengan kegiatan TJSL telah diatur dalam Keputusan Direksi
Impacts No. 130/KPTS/2023 tentang Program Tanggung Jawab Sosial & Lingkungan (TJSL) PT Jasa Marga (Persero) Tbk.
The topic of Indirect Economic Impacts is no longer categorized as material, as its contributions have been clearly
measured and documented through the Company’s operational and economic performance indicators. Indirect
economic impacts carried out in conjunction with the Company’s Social and Environmental Responsibility (TJSL)
programs are governed under Board of Directors Decree No. 130/KPTS/2023 concerning the Social and Environmental
Responsibility (TJSL) Program of PT Jasa Marga (Persero) Tbk.
Energi Pengelolaan energi di Perseroan telah dilakukan secara efektif dan terdokumentasi, tercermin dari penerapan Sistem 15
Energy Manajemen Lingkungan Perseroan yang tersertifikasi ISO 14001:2015.
Energy management within the Company has been effectively implemented and well-documented, as reflected in the
adoption of the Company’s Environmental Management System, which is certified under ISO 14001:2015.
Ketenagakerjaan Topik Ketenagakerjaan tidak lagi dianggap material bagi Jasa Marga karena perusahaan telah memiliki sistem
Employment rekrutmen yang terstandarisasi dan praktik manajemen SDM yang efektif, sehingga tingkat pergantian karyawan
(turnover) dapat dikendalikan dengan baik. Pengelolaan ketenagakerjaan juga telah diatur dalam Kebijakan
ketenagakerjaan telah diatur dalam Keputusan Direksi Nomor 13/KPTS/2021 tanggal 16 Februari 2021 tentang Talent
Management beserta perubahannya melalui Keputusan Direksi Nomor 151/KPTS/2024 tanggal 29 Juli 2024.
The topic of Employment is no longer considered material for Jasa Marga, as the Company has established standardized
recruitment systems and effective human capital management practices, enabling it to maintain a well-controlled
employee turnover rate. Employment management is also governed under the Company’s policies, including Board of
Directors Decree No. 13/KPTS/2021 dated 16 February 2021 on Talent Management along with its amendments through
Board of Directors Decree Number 151/KPTS/2024 dated July 29, 2024.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 16
Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Manajemen Topik Material [GRI 3-3]
Material Topics Management
Kinerja Ekonomi Economic Performance
Kinerja ekonomi telah memberikan dampak terhadap Economic performance has contributed to increased investor
peningkatan kepercayaan investor terhadap Perseroan. confidence in the Company. Improved economic performance
Peningkatan kinerja ekonomi juga akan berdampak pada also has an impact on state revenues, particularly in the form
penerimaan negara, khususnya dalam bentuk pajak. of taxes. Throughout 2025, there were no significant negative
Sepanjang tahun 2025, tidak terdapat dampak negatif impacts related to economic performance. The Company
signifikan terkait kinerja ekonomi. Perseroan meyakini bahwa believes that it has a strong financial foundation, supported
Perseroan memiliki fondasi keuangan yang kuat. Hal ini by 13 mature toll road sections that have reached optimal
ditunjang dari 13 ruas jalan tol mature yang telah optimal dan performance and generate stable returns.
menghasilkan.
Komitmen Perseroan dalam mengelola dan meningkatkan The Company’s commitment to managing and enhancing
kinerja ekonomi telah dituangkan secara resmi melalui its economic performance is formally outlined through
penyusunan Rencana Kerja dan Anggaran Perusahaan the preparation of the Corporate Work Plan and Budget
(RKAP) yang diselaraskan dengan Rencana Jangka Panjang (RKAP), which is aligned with the Company’s Long-Term
Perusahaan (RJPP). Kedua dokumen tersebut memuat arah Plan (RJPP). These documents set out the strategic direction
strategis serta target yang menegaskan komitmen Perseroan and targets that underscore the Company’s commitment to
16 untuk mencapai pertumbuhan yang berkelanjutan dari waktu achieving sustainable growth over time. On a periodic basis,
ke waktu. Secara berkala, Perseroan melakukan evaluasi atas the Company evaluates the realization of its performance
realisasi target kinerja, baik dari aspek operasional maupun targets, both from operational and financial perspectives,
keuangan, yang kemudian dituangkan dalam Laporan which are subsequently reported in the Quarterly and Annual
Manajemen Triwulanan dan Tahunan. Melalui mekanisme Management Reports. Through this continuous monitoring
pemantauan dan evaluasi yang berkesinambungan tersebut, and evaluation mechanism, the Company is able to identify
Perseroan dapat secara dini mengidentifikasi potensi potential performance declines at an early stage, enabling
penurunan kinerja sehingga langkah tindak lanjut dapat timely and well-measured follow-up actions to be undertaken.
segera dilakukan secara tepat dan terukur.
Perseroan senantiasa mengelola pencapaian kinerja The Company consistently manages the achievement of
keuangan melalui penerapan manajemen portofolio yang its financial performance through the implementation
terstruktur dan baik. Evaluasi atas realisasi RKAP dan RJPP of structured and sound portfolio management. Periodic
yang dilakukan secara berkala telah memberikan kontribusi evaluations of the realization of the RKAP and RJPP have
terhadap peningkatan kinerja Perseroan. Hal ini tercermin contributed to the improvement of the Company’s performance.
dari kemampuan Perseroan dalam meningkatkan pendapatan This is reflected in the Company’s ability to increase revenue
dan laba usaha dari tahun ke tahun, khususnya dalam lima and operating profit year by year, particularly over the past
tahun terakhir. Dalam proses penyusunan dan penetapan five years. In the process of preparing and establishing the
RKAP serta RJPP, Perseroan melibatkan berbagai pemangku RKAP and RJPP, the Company involves various stakeholders,
kepentingan, terutama pemegang saham yang memberikan particularly shareholders who provide approval for these
persetujuan atas dokumen perencanaan tersebut. planning documents. The implementation of economic
Pelaksanaan pengelolaan kinerja ekonomi berada di bawah performance management falls under the responsibility of
tanggung jawab Corporate Planning & Portfolio Management the Corporate Planning & Portfolio Management Group within
Group pada Direktorat Keuangan, dengan melibatkan the Finance Directorate, involving the Corporate Finance
Corporate Finance Group Head serta unit kerja terkait lainnya. Group Head as well as other related work units.
Atas komitmen Perseroan dalam mengelola kinerja ekonomi, As part of the Company’s commitment to managing its
sepanjang tahun 2025 Perseroan berhasil meningkatkan economic performance, throughout 2025 the Company
pendapatan jalan tol menjadi sebesar Rp18.153.333 juta successfully increased toll road revenue to IDR18,153,333
meningkat dibandingkan tahun 2024 yang sebesar Rp17.222.334 million, compared to IDR17,222,334 million in 2024.
juta.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 17
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Anti Korupsi Anti-corruption
Perseroan menyadari bahwa risiko terkait korupsi memiliki The Company recognizes that corruption-related risks may
dampak negatif terhadap reputasi Perseroan. Risiko terkait have a negative impact on its reputation. If not effectively
korupsi jika tidak dikelola dengan efektif akan berpotensi managed, such risks may potentially lead to corruption
memberikan dampak negatif berupa adanya insiden korupsi incidents within the internal environment, business
baik di lingkungan internal, proses bisnis, maupun dalam processes, as well as the Company’s value chain. Therefore,
rantai nilai Perseroan. Oleh karenanya, Perseroan terus the Company continuously strives to prevent all forms of
berupaya untuk mencegah segala bentuk tindakan korupsi corruption, in any form and by any party. The management of
dalam bentuk apapun dan oleh siapapun. Pengelolaan sistem the anti-corruption management system is coordinated under
manajemen anti korupsi berada di bawah koordinasi dari the Internal Audit Senior Group Head.
Internal Audit Senior Group Head.
Evaluasi efektivitas penerapan anti korupsi dilakukan dengan The effectiveness of anti-corruption implementation is
Penilaian Risiko Penilaian Risiko Anti Fraud (Fraud Risk evaluated through periodic Bribery Risk Assessments (BRA)
Assessment/FRA) secara berkala pada setiap unit kerja di conducted in each work unit across the Head Office, Regional
lingkungan Kantor Pusat, Regional, dan Representative Office Offices, and Representative Offices, in accordance with the
dengan mengacu pada Keputusan Bersama Dewan Komisaris Joint Decree of the Board of Commissioners and the Board of
dan Direksi Nomor: KEP-153/IX/2025 dan 134/KPTS/2025 Directors No. KEP-153/IX/2025 and 134/KPTS/2025 concerning
tentang Kebijakan Anti Penyuapan PT Jasa Marga (Persero) the Anti-Bribery Policy of PT Jasa Marga (Persero) Tbk, as well
Tbk serta Keputusan Direksi Nomor: 164/KPTS/2025 tentang as Board of Directors Decree No. 164/KPTS/2025 concerning
Manual Sistem Manajemen Anti Penyuapan PT Jasa Marga the Manual of the Anti-Bribery Management System of PT Jasa
(Persero) Tbk. Perseroan memiliki target tidak adanya insiden Marga (Persero) Tbk. The Company targets the absence of
korupsi dalam seluruh aktivitas operasional Perseroan. corruption incidents across all operational activities. As part
Sebagai realisasi Keputusan Direksi No. 248/KPTS/2024 of the implementation of Board of Directors Decree No. 248/ 17
tentang Pedoman Strategi Anti Fraud PT Jasa Marga (Persero) KPTS/2024 concerning the Anti-Fraud Strategy Guidelines of
Tbk, Perseroan juga melaksanakan penilaian risiko fraud PT Jasa Marga (Persero) Tbk, the Company also conducts Fraud
(Fraud Risk Assessment/FRA) yang terintegrasi dengan BRA, Risk Assessments (FRA) integrated with BRA in each work
pada setiap unit kerja di lingkungan Kantor Pusat, Regional, unit at the Head Office, Regional Offices, and Representative
dan Representative Office. Penerapan anti korupsi yang Offices. The effective implementation of anti-corruption
efektif juga tercermin melalui implementasi ISO 37001:2016 practices is further reflected in the gradual implementation
Sistem Manajemen Anti Penyuapan (SMAP)/ Anti-Bribery of ISO 37001:2016 Anti-Bribery Management System (ABMS),
Management System secara bertahap yang telah dimulai which has been initiated since 2020.
sejak tahun 2020.
Sebagai komitmen Perseroan dalam mencegah segala bentuk As part of the Company’s commitment to preventing all
fraud, Perseroan juga menyediakan saluran pengaduan forms of fraud, the Company also provides a whistleblowing
pelaporan pelanggaran (Whistleblowing System/WBS) channel, namely the WBS Jasa Marga Amanah, as a platform
dengan nama WBS Jasa Marga Amanah sebagai wadah untuk for reporting unlawful acts and unethical behavior. The WBS
melaporkan tindakan yang melanggar hukum maupun perilaku facility is managed by an independent and professional third
tidak etis. Fasilitas WBS dikelola oleh pihak independen party and can be accessed through [https://idn](https://idn).
dan profesional, serta dapat diakses pada https://idn. deloitte-halo.com/whistleblowing.tips/wbs/@jasamarga/,
deloitte-halo.com/whistleblowing.tips/wbs/@jasamarga/, email [jasamarga.wbs@tipoffs.info](mailto:jasamarga.wbs@
email jasamarga.wbs@tipoffs.info, hotline +6221 39528855, tipoffs.info), hotline +6221 39528855, WhatsApp +62 8111978503,
whatsapp +62 8111978503, dan PO BOX 3025 JKP 10030. Seluruh and PO BOX 3025 JKP 10030. All information received through
informasi yang masuk melalui WBS dan masuk dalam lingkup the WBS that falls within the scope of actionable reports under
pelaporan yang dapat ditindaklanjuti berdasarkan mekanisme the WBS mechanism is submitted to the Board of Directors
WBS, disampaikan kepada Direksi dan Dewan Komisaris and the Board of Commissioners for follow-up in accordance
untuk selanjutnya ditindaklanjuti sesuai mekanisme WBS with the applicable WBS procedures of the Company, as
yang berlaku di Perseroan, yaitu mengacu pada Keputusan stipulated in the Joint Decree of the Board of Commissioners
Bersama Dewan Komisaris dan Direksi No. KEP 149/IX/2024 and the Board of Directors No. KEP-149/IX/2024 and No. 191/
dan No. 191/KPTS/2024 tentang Pedoman Whistleblowing KPTS/2024 concerning the Whistleblowing System Guidelines
System PT Jasa Marga (Persero) Tbk. of PT Jasa Marga (Persero) Tbk.
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Berdasarkan hasil evaluasi berkala melalui FRA yang Based on the results of periodic evaluations through BRA,
terintegrasi dengan BRA serta pemantauan laporan melalui FRA, and monitoring of WBS reports, the Company has
WBS, Perseroan memperoleh pembelajaran terkait area rawan gained insights into risk-prone areas, the effectiveness of
risiko, efektivitas pengendalian, dan kebutuhan peningkatan controls, and the need to strengthen the culture of integrity.
budaya integritas, yang kemudian diintegrasikan ke dalam These insights have been integrated into the enhancement
penyempurnaan kebijakan, prosedur operasional, serta of policies, operational procedures, and the strengthening
penguatan SMAP melalui pembaruan pedoman, sosialisasi, of the Anti-Bribery Management System (ABMS) through
dan pelatihan berkelanjutan. Selain itu, keterlibatan updated guidelines, continuous socialization, and training
pemangku kepentingan meliputi pemegang saham, programs. In addition, stakeholder engagement, including
investor, dan karyawan senantiasa memberikan masukan shareholders, investors, and employees, has consistently
yang digunakan dalam merumuskan langkah mitigasi dan provided input that is used to formulate mitigation measures
peningkatan transparansi, yang selanjutnya dievaluasi and improve transparency, which is subsequently evaluated
efektivitasnya melalui hasil BRA dan FRA, tindak lanjut atas for effectiveness through BRA and FRA results, follow-up
laporan WBS, serta pencapaian target nihil insiden korupsi actions on WBS reports, and the achievement of the proven
yang terbukti. zero-corruption incident target.
Atas komitmen Perseroan dalam mencegah segala bentuk The Company’s commitment to preventing all forms of
tindakan korupsi, berdampak positif pada berhasilnya corruption has resulted in the successful achievement of a
pencapaian target berupa tidak terdapatnya insiden korupsi target of zero proven corruption incidents, including those
yang terbukti, baik yang mengakibatkan pengakhiran kontrak leading to termination of contracts with business partners,
dengan mitra bisnis, maupun insiden korupsi yang terbukti as well as any proven corruption incidents involving the
terkait dengan Perseroan atau karyawan Perseroan. Company or its employees.
18 Emisi Emission
Indonesia berencana mengurangi emisi sebesar 31,89% Indonesia has set a target to reduce emissions by 31.89%
dengan usaha sendiri dan hingga 43,20% dengan bantuan through its own efforts and up to 43.20% with international
internasional. Oleh karena itu, Jasa Marga, didorong untuk support. In this context, Jasa Marga is encouraged to measure
menghitung emisi yang dihasilkan dari setiap sektor emissions generated from each of its operational sectors.
operasionalnya. Perubahan iklim memiliki dampak aktual dan Climate change had actual and potential adverse impacts,
potensial negatif di antaranya kerusakan infrastruktur jalan including damage to toll road infrastructure and operational
tol dan gangguan operasional, percepatan kerusakan aspal disruptions, accelerated deterioration of asphalt and concrete,
dan beton, terkendalanya proses operasional terutama di and constraints on operational processes, particularly in rest
rest area. Namun demikian, Perseroan telah memiliki upaya areas. Nevertheless, the Company has implemented various
mitigasi atas dampak negatif terhadap perubahan iklim di mitigation measures to address the negative impacts of climate
antaranya dengan melakukan pemantauan dan peringatan change, including monitoring and early warning systems,
dini, memperkuat infrastruktur tahan bencana, penyediaan strengthening climate-resilient infrastructure, providing
ruang hijau, penggunaan material tahan panas, pengelolaan green open spaces, utilizing heat-resistant materials, as well
dan konservasi air, serta inisiatif lain yang dapat mengurangi as water management and conservation. In addition, the
emisi GRK yang berasal dari aktivitas operasional Perseroan Company has undertaken initiatives to reduce greenhouse
seperti penggunaan kendaraan listrik, pemanfaatan panel gas (GHG) emissions from its operational activities, such as
surya, penghematan konsumsi BBM, serta memperluas the use of electric vehicles, installation of solar panels, fuel
penggunaan energi surya dalam aktivitas operasional. consumption efficiency measures, and the expansion of solar
energy utilization across its operations.
Komitmen Perseroan dalam memitigasi perubahan iklim The Company’s commitment to mitigating climate change is
diwujudkan dengan penyusunan Roadmap Net Zero Emission. demonstrated through the development of a Net Zero Emission
Jasa Marga telah melakukan perhitungan emisi baseline (NZE) Roadmap. Jasa Marga has conducted baseline emissions
dan juga menyusun skenario NZE sebagai acuan dalam calculations and formulated NZE scenarios as a reference for
mencapai target perusahaan dan berkontribusi pada target achieving the Company’s targets and contributing to national
nasional. Dengan ini, Jasa Marga berupaya untuk tidak hanya goals. Through this initiative, Jasa Marga not only commits to
berkomitmen untuk mengurangi dampak lingkungan dari reducing the environmental impact of its operations but also
operasionalnya tetapi juga berperan aktif dalam mendukung plays an active role in supporting national efforts to achieve
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upaya nasional untuk mencapai target pengurangan emisi emission reduction targets in line with the Paris Agreement. By
sesuai dengan Perjanjian Paris. Melalui pendekatan ini, Jasa adopting this approach, Jasa Marga seeks to ensure that every
Marga berupaya memastikan untuk setiap langkah yang step taken is aligned with global objectives in addressing
diambil selaras dengan tujuan global dalam menghadapi climate change, while also enhancing transparency and
perubahan iklim, serta meningkatkan transparansi dan accountability in environmental management.
akuntabilitas dalam pengelolaan lingkungan.
Pengelolaan perubahan iklim merupakan tanggung jawab Climate change management is a shared responsibility of
bersama seluruh insan Jasa Marga di bawah koordinasi all Jasa Marga personnel under the coordination of the
Komite Sustainability. Evaluasi efektivitas pelaksanaan Sustainability Committee. The effectiveness of climate change
reduksi perubahan iklim yaitu dilakukan dengan mitigation efforts is evaluated by measuring greenhouse
mengukur pencapaian emisi GRK yang dihasilkan dengan gas (GHG) emissions and comparing the results against
membandingkan dengan baseline yang ditetapkan Perseroan. the baseline established by the Company. In addition, the
Di samping itu, efektivitas Perseroan dalam mereduksi Company’s effectiveness in mitigating climate change is
perubahan iklim juga tercermin dengan telah dimilikinya ISO further reflected in its certification of the ISO 14001:2015
14001:2015 Environmental Management System. Environmental Management System.
Berdasarkan evaluasi pengelolaan perubahan iklim, Perseroan Based on the evaluation of climate change management,
memperoleh pembelajaran terkait pentingnya pengukuran the Company gained insights into the importance of
emisi, efisiensi energi, dan ketahanan infrastruktur, yang emission measurement, energy efficiency, and infrastructure
kemudian diintegrasikan ke dalam kebijakan dan prosedur resilience, which were subsequently integrated into policies
operasional melalui Roadmap Net Zero Emission serta and operational procedures through the Net Zero Emission
penguatan sistem manajemen lingkungan; keterlibatan Roadmap and the strengthening of the environmental
pemangku kepentingan memberikan masukan dalam management system. Stakeholder engagement provided
penyusunan strategi mitigasi dan penetapan program, input in formulating mitigation strategies and defining 19
sementara efektivitasnya dievaluasi melalui pencapaian emisi programs, while effectiveness was assessed through emission
terhadap baseline dan implementasi ISO 14001:2015, yang performance against the baseline and the implementation of
menunjukkan bahwa langkah yang diambil telah berjalan ISO 14001:2015, demonstrating that the measures undertaken
efektif dalam mengelola dampak perubahan iklim. have been effective in managing climate change impacts.
Namun demikian, seiring dengan peran Perseroan dalam However, in line with the Company’s role in providing toll road
menyediakan layanan infrastruktur jalan tol yang mendukung infrastructure services that support mobility and economic
mobilitas dan pertumbuhan ekonomi, aktivitas operasional growth, its operational activities may also generate GHG
Perseroan juga berpotensi menghasilkan emisi GRK yang emissions that contribute to climate change. Recognizing
berkontribusi terhadap perubahan iklim. Menyadari hal this, the Company is committed to continuously enhancing its
tersebut, Perseroan berkomitmen untuk terus meningkatkan environmental impact management through various strategic
pengelolaan dampak lingkungan melalui berbagai langkah measures in emissions control, energy efficiency, and the
strategis dalam pengendalian emisi, efisiensi energi, serta implementation of sustainable development principles.
penerapan prinsip pembangunan berkelanjutan.
Atas komitmen Perseroan, dalam mengelola emisi GRK, In line with this commitment to GHG emissions management,
sepanjang tahun 2025, emisi GRK cakupan 1 berkurang menjadi in 2025 Scope 1 GHG emissions decreased to 18,820.65
sebesar 18.820,65 TonCO2eq dari sebelumnya pada tahun tCO₂e from 19,203.14 TonCO2eq in 2024. Meanwhile, Scope 2
2024 sebesar 19.203,14 TonCO2eq. Emisi Cakupan 2 berkurang emissions decreased to 52,485.79 TonCO2eq from 58,866.9
menjadi sebesar 52.485,79 TonCO2eq dari sebelumnya pada TonCO2eq in 2024.
tahun 2024 sebesar 58.866,9 TonCO2eq.
Masyarakat Lokal Local Communities
Perseroan senantiasa berkomitmen untuk memberikan The Company is consistently committed to making a
kontribusi positif kepada masyarakat serta mengurangi positive contribution to society while reducing potential
potensi dampak negatif yang mungkin timbul dari aktivitas adverse impacts arising from its business activities. The
usahanya. Upaya Perseroan dalam memitigasi dampak Company’s efforts to mitigate potential negative impacts
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potensial negatif diwujudkan antara lain melalui penciptaan are implemented, among others, through job creation and
lapangan kerja dan pelaksanaan program Tanggung Jawab the implementation of Corporate Social and Environmental
Sosial dan Lingkungan (TJSL), termasuk inisiatif pengembangan Responsibility (CSER) programs, including local community
masyarakat lokal. Masyarakat lokal didefinisikan sebagai development initiatives. Local communities are defined as
masyarakat yang berada di sekitar wilayah operasional those residing around the operational areas of the Jasa Marga
Jasa Marga Group. Program-program tersebut dirancang Group. These programs are designed to deliver tangible
untuk memberikan manfaat nyata bagi masyarakat, seperti benefits to society, such as improved knowledge, skills,
peningkatan pengetahuan, keterampilan, dan keahlian, serta and competencies, as well as enhanced health outcomes.
perbaikan aspek kesehatan. Sepanjang tahun 2025, tidak Throughout 2025, there were no significant actual negative
terdapat dampak aktual negatif yang signifikan terhadap impacts on local communities resulting from the Company’s
masyarakat lokal sebagai akibat dari kegiatan operasional operational activities, and the Company was not involved in
Perseroan, serta Perseroan tidak terlibat dampak negatif any negative impacts arising from business relationships or
akibat dari hubungan bisnis, maupun aktivitas dengan mitra activities with business partners.
usaha.
Komitmen Perseroan dalam memberikan dampak positif The Company’s commitment to delivering positive impacts
dituangkan dalam program TJSL yang telah diatur dalam is embodied in its Social and Environmental Responsibility
Keputusan Direksi No. 130/KPTS/2023 tentang Program (TJSL) programs, which are governed under Board of
Tanggung Jawab Sosial & Lingkungan (TJSL) PT Jasa Marga Directors Decree No. 130/KPTS/2023 concerning the Social
(Persero) Tbk. Pelaksanaan aktivitas TJSL senantiasa and Environmental Responsibility (TJSL) Program of PT Jasa
melibatkan masyarakat di seluruh wilayah operasional Marga (Persero) Tbk. The implementation of TJSL activities
Perseroan. Program TJSL dikelola oleh Corporate Social consistently involves communities across all of the Company’s
Responsibility (CSR) Department yang berada di bawah operational areas. These programs are managed by the
Corporate Communication & Community Development Group. Corporate Social Responsibility (CSR) Department under the
20 Corporate Communication & Community Development Group.
Pelibatan pemangku kepentingan, khususnya masyarakat Stakeholder engagement, particularly with local communities,
lokal, dilakukan secara aktif melalui konsultasi, sosialisasi was actively conducted through consultations, program
program, dan saluran pengaduan seperti Call Center 14080, socialization, and complaint channels such as Call Center
laman resmi, dan media sosial. Masukan yang diterima 14080, official website, and social media platforms. Inputs
digunakan untuk merancang dan menyesuaikan program agar received were utilized to design and adjust programs to
lebih tepat sasaran, termasuk penentuan prioritas kegiatan ensure greater relevance and targeting accuracy, including
dan alokasi anggaran. the determination of activity priorities and budget allocation.
Dalam melakukan pemantauan terhadap dampak kegiatan In monitoring the impact of its business activities on society,
usaha terhadap masyarakat, Perseroan menyediakan the Company provides complaint channels accessible through
saluran pengaduan yang dapat diakses melalui Call the Call Center 14080, the Company’s official website at
Center 14080, laman resmi perusahaan di www.jasamarga. www.jasamarga.com, as well as its social media platforms.
com, serta media sosial Perseroan. Selain itu, Perseroan In addition, the Company implements quarterly and annual
menerapkan mekanisme pelaporan triwulanan dan tahunan reporting mechanisms for the execution of its Social and
atas pelaksanaan program Tanggung Jawab Sosial dan Environmental Responsibility (TJSL) programs to ensure that
Lingkungan (TJSL) guna memastikan program dan anggaran programs and budgets are properly allocated and effectively
tersalurkan secara tepat sasaran. Hasil evaluasi tersebut juga targeted. The results of these evaluations are also utilized as
dimanfaatkan sebagai bahan perbaikan dan penyempurnaan inputs for improvement and refinement in the preparation of
dalam penyusunan rencana kerja pada periode berikutnya. work plans for subsequent periods.
Pendidikan dan Pelatihan Education and Training
Penyelenggaraan pelatihan dan pendidikan bagi karyawan Stakeholder engagement, particularly with local communities,
memberikan kontribusi positif terhadap peningkatan was actively conducted through consultations, program
produktivitas karyawan yang pada akhirnya turut mendukung socialization, and complaint channels such as Call Center
peningkatan kinerja dan keberlanjutan pertumbuhan 14080, official website, and social media platforms. Inputs
pendapatan Perseroan. Perseroan memberikan kesempatan received were utilized to design and adjust programs to
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yang setara bagi seluruh karyawan untuk memperoleh ensure greater relevance and targeting accuracy, including
pelatihan dan pendidikan sebagaimana tertuang dalam the determination of activity priorities and budget allocation.
Kebijakan Learning and Development Nomor 155/KPTS/2023 These development programs are designed to continuously
tentang Penyelenggaraan Program Pembelajaran yang disahkan enhance employee competitiveness, thereby supporting
tanggal 6 Desember 2023 sebagai bagian dari pengelolaan the improvement of both individual and overall Company
talent management yang berkelanjutan. Pelaksanaan program performance. Employee development through learning
pengembangan tersebut disesuaikan dengan kebutuhan and development initiatives aims to equip employees with
kompetensi masing-masing karyawan serta selaras dengan strong competitiveness to drive their performance growth.
kebutuhan dan prioritas strategis Perusahaan. Program The enhancement of employee competencies is carried
pengembangan ini dirancang untuk meningkatkan daya saing out through the implementation of digital-based learning
karyawan secara berkelanjutan sehingga mampu mendorong concepts, including active learning via the Human Capital
pertumbuhan kinerja individu maupun Perseroan secara Management Integrated System (JM Click), as well as through
keseluruhan. Pengembangan karyawan melalui learning and the Company’s Learning Academy.
development ini ditujukan agar karyawan Perseroan memiliki
daya saing tinggi guna mendorong pertumbuhan kinerjanya.
Pengembangan kompetensi karyawan tersebut dilakukan
dengan menerapkan konsep digital melalui pembelajaran aktif
pada Human Capital Management Integrated System (JM Click)
serta berdasarkan kepada Learning Academy di Perseroan.
Perseroan memiliki unit bernama Jasa Marga Learning The Company has established a dedicated unit, the Jasa
Institute (JMLI), bertanggung jawab dalam mengelola Marga Learning Institute (JMLI), which is responsible for
program pengembangan kompetensi karyawan. Perseroan managing employee competency development programs. The
juga berkomitmen untuk memberikan pelatihan kepada Company is also committed to providing training programs to
karyawan untuk mempersiapkan masa pensiun. Komitmen employees in preparation for retirement. This commitment 21
tersebut Perseroan tertuang dalam Surat Keputusan Direksi is stipulated in Board of Directors Decree No. 119/KPTS/2020
Nomor: 119/KPTS/2020 tentang Masa Persiapan Pensiun (MPP) concerning the Pre-Retirement Preparation Program (MPP)
Karyawan PT Jasa Marga (Persero) Tbk. Komitmen Perseroan for Employees of PT Jasa Marga (Persero) Tbk. As part of the
dalam memberikan pelatihan dan pendidikan kepada seluruh Company’s commitment to providing training and education
karyawannya, sepanjang tahun 2025 tidak terdapat dampak to all employees, there were no negative impacts arising from
negatif dari aktivitas pelatihan dan pendidikan. training and education activities throughout 2025.
Selain itu, Perseroan juga melakukan proses assessment In addition, the Company also conducts competency
kompetensi. Melalui proses tersebut akan terlihat adanya assessments. Through this process, competency gaps between
kesenjangan (gap) antara kompetensi yang dimiliki karyawan employees’ existing competencies and those required for each
dengan kompetensi yang dibutuhkan pada setiap jabatan. position are identified. These competency gaps then serve as
Gap kompetensi tersebut kemudian menjadi dasar dalam the basis for determining development targets and training
penentuan target pengembangan dan program pelatihan yang programs to be implemented. The Company also continuously
akan dilaksanakan. Perseroan juga senantiasa melakukan evaluates the effectiveness of training and education programs.
penilaian efektivitas pelaksanaan pelatihan dan pendidikan. The effectiveness of training programs is measured using
Terkait efektivitas program pelatihan, indikator yang evaluation indicators, whereby a score above 70 is considered
digunakan adalah efektif apabila nilai evaluasi di atas 70, dan effective, while a score within the range of 30–70 is considered
sedang apabila berada pada rentang 30–70. Hasil penilaian moderate. The results of these assessments and evaluations are
dan evaluasi ini digunakan sebagai dasar dalam pemberian used as a basis for incentive distribution, career development
insentif, perencanaan pengembangan karier, serta menjadi planning, and consideration in determining employees’
pertimbangan dalam penetapan status kepegawaian mereka. employment status.
Sepanjang tahun 2025, Perseroan telah melakukan peninjauan Throughout 2025, the Company conducted performance
kinerja kepada 388 orang karyawan tetap yang hasil dari reviews for 268 permanent employees, the results of which
peninjauan menjadi dasar untuk memberikan promosi/ served as the basis for promotion, end-of-assignment,
mutasi/rotasi/demosi kepada karyawan. Pada tahun 2025, rotation, or demotion decisions. During the year, a total of 214
terdapat 214 karyawan yang mendapatkan promosi dan 174 employees were promoted, while 174 employees underwent
karyawan lainnya mengalami mutasi atau rotasi. end-of-assignment or rotation.
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Kesehatan dan Keselamatan Kerja Occupational Health and Safety
Perseroan memiliki komitmen untuk menciptakan lingkungan The Company is committed to creating a safe and conducive
bekerja yang layak dan aman pada seluruh karyawan maupun working environment for all employees and business partners.
mitra kerja. Di tahun 2025, dampak aktual yang terjadi yaitu In 2025, the actual impacts observed included workplace
masih terdapat insiden kecelakaan kerja pada karyawan accidents involving the Company’s employees, resulting in
Perseroan yang berdampak pada cedera, kehilangan waktu injuries, lost working time, and potential fatalities, while the
kerja, potensi fatalitas. Perseroan juga mengidentifikasi Company also identified potential impacts in the event that
adanya dampak potensial jika risiko K3 tidak dilakukan occupational health and safety (OHS) risks were not properly
mitigasi berupa gangguan operasional dan reputasi. Oleh mitigated, including operational disruptions and reputational
karenanya, upaya Perseroan dalam memitigasi dampak risks; accordingly, to mitigate these potential adverse impacts,
potensial negatif terkait kecelakaan kerja, Perseroan telah the Company implemented an Occupational Health and
menerapkan system manajemen K3 di lingkungan perusahaan Safety Management System (SMK3) across its operations, as
(SMK3) dan HIRADC (Hazard Identification, Risk Assessment, well as HIRADC (Hazard Identification, Risk Assessment, and
and Determining Control) di setiap unit kerja sebagai langkah Determining Control) in each work unit as a strategic measure
strategis untuk mengidentifikasi bahaya, menilai risiko, dan to identify hazards, assess risks, and determine appropriate
menentukan langkah pengendalian guna mencegah serta control measures to prevent and mitigate significant
memitigasi dampak keselamatan dan kesehatan kerja yang occupational health and safety impacts.
signifikan.
Terkait dengan insiden kecelakaan kerja yang terjadi, Regarding work accident incidents, the Company has
Perseroan memiliki prosedur investigasi kecelakaan. Adapun established an accident investigation procedure. The work
alur penanganan kecelakaan kerja sebagai berikut: accident handling process is carried out through the following
steps:
22 1. Penerimaan laporan kecelakaan, insiden, dan 1. Receiving reports of accidents, incidents, and non-
ketidaksesuaian dari unit kerja terkait conformities from relevant work units
2. Mengisolasi lokasi kecelakaan untuk menjaga bukti-bukti 2. Isolating the accident site to preserve evidence
kecelakaan
3. Menganalisis insiden dan ketidaksesuaian 3. Analyzing the incident and non-conformities
4. Melakukan investigasi 4. Conducting an investigation
5. Mengevaluasi hasil investigasi kecelakaan atau penyakit 5. Evaluating the investigation results related to accidents
akibat kerja unit terkait or occupational diseases in the relevant unit
6. Klarifikasi dari hasil investigasi kecelakaan atau penyakit 6. Providing clarification on the investigation results
akibat kerja unit terkait
7. Membuat laporan investigasi 7. Preparing an investigation report
8. Melaporkan insiden kecelakaan 8. Reporting the incident accident
9. Melakukan tindakan perbaikan untuk mencegah kejadian 9. Implementing corrective actions to prevent recurrence of
serupa terulang kembali similar incidents
10. Menyosialisasikan hasil investigasi kepada pihak-pihak 10. Disseminating investigation results to relevant parties
terkait di lingkungan perusahaan within the Company
11. Pelaporan hasil investigasi kecelakaan kerja kepada 11. Reporting investigation results to the Manpower Office
Disnaker melalui laporan triwulan P2K3 (Panitia Pembina (Disnaker) through quarterly P2K3 (Occupational Safety
Keselamatan dan Kesehatan Kerja) and Health Committee) reports
12. Proses penanganan dinyatakan selesai setelah seluruh 12. Closing the process once all stages have been completed
tahapan tersebut dilaksanakan
Setiap unit kerja diwajibkan untuk menyusun dokumen Each work unit is required to prepare HIRADC documentation,
HIRADC yang diperbarui setiap tiga bulan. Setiap perubahan which is updated every three months. Any changes to the
pada dokumen HIRADC dievaluasi secara berkala guna HIRADC documentation are periodically evaluated to enhance
meningkatkan penerapan Sistem Manajemen Keselamatan the implementation of the Occupational Health and Safety
dan Kesehatan Kerja (SMK3) di lingkungan Perseroan. Management System (SMK3) within the Company. Through this
Melalui mekanisme ini, setiap unit kerja secara proaktif mechanism, each work unit proactively identifies, assesses,
mengidentifikasi, menilai, dan mengelola risiko yang mungkin and manages risks that may arise from operational activities,
muncul dari kegiatan operasional, produk, maupun layanan products, and services, including those related to business
yang berkaitan dengan hubungan bisnis. relationships.
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Komitmen Perseroan dalam mengelola risiko K3 tertuang The Company’s commitment to managing occupational
dalam Surat Keputusan Direksi Nomor: 33/KPTS/2021 tentang health and safety (OHS) risks is outlined in Board of Directors
Manual Sistem Manajemen Keselamatan dan Kesehatan Decree No. 33/KPTS/2021 concerning the Occupational Health
Kerja (SMK3) PT Jasa Marga (Persero) Tbk, Surat Keputusan and Safety Management System (SMK3) Manual of PT Jasa
Direksi Nomor: 146/KPTS/2023 tentang Pedoman Sistem Marga (Persero) Tbk, Board of Directors Decree No. 146/
Manajemen Keselamatan Konstruksi di Lingkungan PT Jasa KPTS/2023 concerning the Construction Safety Management
Marga (Persero) Tbk, dan Surat Edaran Direksi Nomor 20/ System Guidelines within PT Jasa Marga (Persero) Tbk,
SE-DIR/2010 tentang Keselamatan dan Kesehatan Kerja (K3). and Board of Directors Circular Letter No. 20/SE-DIR/2010
Selain itu, Perseroan juga mengadopsi Sistem Manajemen concerning Occupational Health and Safety (OHS). In
Keselamatan dan Kesehatan Kerja (SMK3) sebagai manifestasi addition, the Company has adopted the Occupational Health
ketaatan terhadap Peraturan Pemerintah Nomor 50 tahun and Safety Management System (SMK3) as a manifestation
2012 tentang Penerapan Sistem Manajemen Keselamatan dan of its compliance with Government Regulation No. 50 of
Kesehatan Kerja (SMK3). SMK3 wajib dipatuhi oleh seluruh 2012 concerning the Implementation of the Occupational
karyawan (100%) di seluruh wilayah operasional baik Kantor Health and Safety Management System (SMK3). The SMK3
Pusat, Regional, Representative Office, dan entitas anak. is mandatory and must be complied with by all employees
(100%) across all operational areas, including the Head Office,
Regional Offices, Representative Offices, and subsidiaries.
Dalam memitigasi risiko K3, Perseroan telah membentuk In mitigating occupational health and safety (OHS) risks,
Organisasi Panitia Pembina Keselamatan dan Kesehatan the Company has established the Occupational Safety and
Kerja (P2K3) untuk memantau pelaksanaan K3 di lingkungan Health Committee (P2K3) to monitor the implementation of
perusahaan. Susunan struktural P2K3 telah ditetapkan OHS within the Company. The organizational structure of P2K3
melalui Surat Keputusan Direksi PT Jasa Marga (Persero) Tbk has been determined through the Board of Directors Decree
Nomor 137/KPTS/2024 tentang Struktur Organisasi Panitia of PT Jasa Marga (Persero) Tbk No. 137/KPTS/2024 concerning 23
Pembina Keselamatan dan Kesehatan Kerja (P2K3) Kantor the Organizational Structure of the Occupational Safety and
Pusat PT Jasa Marga (Persero) Tbk. Pada tahun 2025, forum Health Committee (P2K3) at the Head Office of PT Jasa Marga
P2K3 ini dilaksanakan setiap triwulan. Melalui forum tersebut, (Persero) Tbk. In 2025, the P2K3 forum was held on a quarterly
berbagai informasi, masukan, serta usulan terkait kesehatan basis. Through this forum, various information, feedback, and
dan keselamatan kerja, termasuk program-program K3, dapat proposals related to occupational health and safety, including
dihimpun dan dibahas bersama. OHS programs, were collected and discussed collaboratively.
Indikator terkait K3 saat ini lebih banyak diukur melalui audit OHS-related indicators were primarily measured through
sistem manajemen K3, sehingga indikator tersebut berasal audits of the Occupational Health and Safety Management
dari hasil audit terhadap implementasi sistem K3 yang System, such that these indicators were derived from audit
berjalan di perusahaan. Untuk target zero accident, saat ini results assessing the implementation of the OHS system
belum terdapat unit khusus yang secara spesifik menetapkan within the Company; meanwhile, with respect to the zero
atau mengelola target tersebut. accident target, there was no dedicated unit specifically
responsible for setting or managing such target.
Evaluasi efektivitas penerapan sistem K3 di Perseroan The effectiveness of the Company’s OHS management
tercermin dengan telah dimilikinya ISO 9001:2015 Quality system implementation is reflected in its certifications and
Management System, ISO 45001:2018 Occupational Health & assessments, including ISO 9001:2015 Quality Management
Safety Management System, ISO 14001:2015 Environmental System, ISO 45001:2018 Occupational Health & Safety
Management System, Assessment ESG. Sepanjang tahun 2025, Management System, ISO 14001:2015 Environmental
Perseroan mengidentifikasi bahwa tidak terdapat jumlah Management System, and ESG assessments. Throughout 2025,
kematian akibat penyakit akibat kerja dan penyakit terkait the Company identified that there were no fatalities resulting
pekerjaan bagi karyawan. from occupational diseases or work-related illnesses among
its employees.
Berdasarkan insiden kecelakaan kerja yang terjadi akan Work accident incidents are used as evaluation materials
dijadikan bahan evaluasi dan perbaikan, serta dapat for improvement and may serve as a basis for updating the
digunakan untuk memperbarui kebijakan dan standar K3 yang Company’s existing occupational health and safety (OHS)
telah berlaku di perusahaan, apabila ditemukan hal-hal yang policies and standards, where necessary enhancements
perlu ditingkatkan. Selain itu, hal ini juga dapat meningkatkan are identified. In addition, such incidents strengthen the
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
kapabilitas Perseroan terkait pentingnya penguatan Company’s capability in reinforcing hazard identification, risk
identifikasi bahaya, pengendalian risiko, serta peningkatan control, and compliance with safety procedures, which are
kepatuhan terhadap prosedur keselamatan, yang kemudian further integrated into operational policies and procedures
diintegrasikan ke dalam kebijakan dan prosedur operasional through the implementation of HIRADC, the enhancement
melalui penerapan HIRADC, penyempurnaan Sistem of the Occupational Health and Safety Management
Manajemen Keselamatan dan Kesehatan Kerja (SMK3), serta System (OHSMS/SMK3), and the strengthening of incident
penguatan proses investigasi dan sosialisasi hasil insiden; investigation processes and dissemination of lessons
keterlibatan pemangku kepentingan, khususnya melalui forum learned. Stakeholder engagement, particularly through the
Panitia Pembina K3 (P2K3), audit internal, serta pelaporan Occupational Safety and Health Committee (P2K3) forum,
kepada regulator, memberikan masukan dalam penyusunan internal audits, and regulatory reporting, provides input for
program dan perbaikan berkelanjutan, sementara efektivitas program development and continuous improvement, while
tindakan tersebut dievaluasi melalui audit sistem manajemen the effectiveness of these measures is evaluated through
K3, pembaruan berkala dokumen HIRADC, serta pencapaian OHSMS audits, periodic updates of HIRADC documentation,
sertifikasi seperti ISO 45001:2018, yang menunjukkan bahwa and the attainment of certifications such as ISO 45001:2018,
langkah yang diambil telah mendukung peningkatan kinerja demonstrating that the actions undertaken have supported
keselamatan kerja secara berkelanjutan. continuous improvement in occupational safety performance.
Kesehatan dan Keselamatan Pelanggan Customer Health and Safety
Kualitas konstruksi jalan tol merupakan salah satu faktor The quality of toll road construction is one of the factors that
yang berpotensi memengaruhi terjadinya kecelakaan yang may influence the occurrence of accidents that could endanger
membahayakan keselamatan pengendara dan pengguna the safety of drivers and toll road users; therefore, the Company
jalan tol. Oleh karena itu, Perseroan selalu menempatkan consistently prioritizes the maintenance of construction quality
24 pemeliharaan kualitas konstruksi sebagai prioritas utama. as a key focus, as it not only supports safety but also enhances
Terjaminnya kualitas jalan tol tidak hanya mendukung user comfort. Although the Company has implemented various
keselamatan, tetapi juga meningkatkan kenyamanan mitigation measures to reduce accident risks, throughout 2025
pengguna jalan. Meskipun Perseroan telah melaksanakan several traffic accidents still occurred on toll roads operated by
berbagai upaya mitigasi untuk mengurangi risiko kecelakaan, the Jasa Marga Group, which manages a total of 1,294 kilometers
sepanjang tahun 2025 tetap terjadi sejumlah peristiwa of toll road network.
kecelakaan di jalan tol yang dikelola oleh Jasa Marga Grup
yaitu di sepanjang jalan tol kelolaan Jasa Marga Grup yang
sebesar 1.294 kilometer.
Perseroan selalu memastikan bahwa pengelolaan jalan tol The Company consistently ensures that toll road management
dilaksanakan sesuai dengan ketentuan Peraturan Menteri is carried out in accordance with the provisions of the Minister
Pekerjaan Umum Nomor 16 Tahun 2014 tentang Standar of Public Works Regulation No. 16 of 2014 concerning Minimum
Pelayanan Minimal (SPM) Jalan Tol. Komitmen Perseroan Service Standards (SPM) for Toll Roads. The Company’s
untuk menyediakan jalan tol yang aman dan nyaman bagi commitment to providing safe and comfortable toll roads for
pengguna diwujudkan dengan memastikan seluruh kriteria users is demonstrated by ensuring that all criteria stipulated in
yang ditetapkan dalam SPM terpenuhi, termasuk pencapaian the SPM are fulfilled, including the achievement of Zero Pothole
kondisi jalan tol bebas dari lubang (Zero Pothole). Hal ini conditions. This is further regulated under Circular Letter No.
juga diatur dalam Surat Edaran No. 13/SE-DIR/2015 mengenai 13/SE-DIR/2015 concerning the implementation of the Minister
penerapan Peraturan Menteri Pekerjaan Umum Republik of Public Works of the Republic of Indonesia Regulation No. 16/
Indonesia Nomor 16/PRT/M/2014 tentang Standar Pelayanan PRT/M/2014 on Minimum Service Standards for Toll Roads.
Minimal Jalan Tol.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pelaksanaan pemeliharaan jalan tol dilakukan melalui entitas The maintenance of toll roads is carried out through the
anak, PT Jasamarga Tollroad Maintenance (PT JMTM). PT subsidiary, PT Jasamarga Tollroad Maintenance (PT JMTM). PT
JMTM memiliki Tim Penanganan Lubang yang dikenal dengan JMTM has a Pothole Handling Team, known as the “Tim Patching,”
sebutan “Tim Patching” pada setiap ruas jalan tol yang assigned to each toll road section under its management.
dikelola. Sepanjang tahun 2025, Tim Patching telah menangani Throughout 2025, Tim Patching addressed potholes along a
jalan tol yang berlubang sepanjang 1.091.143,51 meter, dengan total length of 1,091,143.51 meters, with total maintenance costs
total biaya penanganan sebesar Rp1.339.499,63juta. amounting to IDR 1,339,499.63 million.
Secara berkala, Perseroan melakukan pemantauan terhadap The Company periodically monitors toll road quality, including
kualitas jalan tol, termasuk menindaklanjuti dan memantau following up on and tracking the resolution of complaints
penyelesaian keluhan terkait kualitas jalan tol. Efektivitas related to road conditions. The effectiveness of customer service
pelayanan kepada pelanggan dievaluasi melalui pelaksanaan is evaluated through customer satisfaction surveys, which serve
survei kepuasan pelanggan, yang menjadi dasar untuk perbaikan as the basis for continuous improvement and enhancement of
dan peningkatan kualitas layanan secara berkelanjutan. Di tahun service quality. In 2025, the Toll Road Customer Satisfaction Index
2025 indeks kepuasan pelanggan (TCSD) jalan tol mencapai 5,13 (TCSI) reached 5.13, increasing compared to 2024, which was 5.04.
meningkat dibandingkan tahun 2024 yang sebesar 5,04.
Berdasarkan kejadian kecelakaan yang masih terjadi, Based on the accidents that still occurred, the Company
Perseroan memperoleh pembelajaran terkait pentingnya gained insights into the importance of improving construction
peningkatan kualitas konstruksi dan respons pemeliharaan quality and adopting a more proactive toll road maintenance
jalan tol secara lebih proaktif, yang kemudian diintegrasikan response, which were subsequently integrated into operational
ke dalam kebijakan dan prosedur operasional melalui policies and procedures through the strengthening of Minimum
penguatan pemenuhan Standar Pelayanan Minimal (SPM). Service Standards (MSS) compliance. Stakeholder engagement,
Keterlibatan pemangku kepentingan, khususnya pelanggan, particularly with customers, was conducted through customer
dilakukan melalui survei kepuasan pelanggan dan saluran satisfaction surveys and available complaint channels, namely 25
pengaduan yang disediakan yaitu Call Center 14080, situs Call Center 14080, the official website [www.jasamarga.com]
web www.jasamarga.com dan sosial media perusahaan yang (http://www.jasamarga.com), and the Company’s social media
digunakan sebagai wadah masyarakat khususnya pengguna platforms, which served as platforms for the public, especially
jalan tol dalam memberi masukan dalam penentuan prioritas toll road users, to provide input in determining priorities for
perbaikan dan peningkatan layanan. improvements and service enhancements.
Gambar/Image:
Jasa Marga Berkomitmen Menjaga Kualitas Layanan Tetap Andal dan Nyaman Dalam Memastikan Keselamatan Pengguna Jalan
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 26
02
Startegi dan Kebijakan
Keberlanjutan
Sustainability Strategy and Policy
26
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 27
Inovasi Energi Hijau untuk Nilai Jangka Panjang
Green Energy Innovation for Long-Term Value
Sebagai bagian dari strategi keberlanjutan dan transisi energi pada tahun 2025, Jasa Marga
menghadirkan Hybrid Wind Tree sebagai inovasi energi hijau yang memadukan tenaga angin dan surya
untuk mendukung kebutuhan listrik fasilitas operasional. Instalasi ini tidak hanya berkontribusi pada
pengurangan jejak karbon, tetapi juga menjadi simbol komitmen Perseroan dalam mengintegrasikan
teknologi ramah lingkungan ke dalam infrastruktur jalan tol.
As part of its sustainability strategy and energy transition in 2025, Jasa Marga introduced the
Hybrid Wind Tree as a green energy innovation that combines wind and solar power to support the
electricity needs of operational facilities. This installation not only contributed to the reduction of the
Company’s carbon footprint but also served as a symbol of the Company’s commitment to integrating
environmentally friendly technologies into toll road infrastructure.
27
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Penjelasan Strategi Keberlanjutan
[OJK A.1, GRI 2-22, IFRS S1-STRATEGY, IFRS S2-STRATEGY, IFRS S1-METRIC AND TARGET, IFRS S2-METRIC AND
TARGET, IFRS S1-RISK MANAGEMENT, IFRS S2-RISK MANAGEMENT]
Sustainability Strategy Explanation
Sebagai wujud komitmen terhadap penerapan pembangunan As a manifestation of its commitment to sustainable development
berkelanjutan sesuai arahan Otoritas Jasa Keuangan, Perseroan in line with the directives of the Financial Services Authority (OJK),
mengintegrasikan prinsip lingkungan, sosial, dan tata kelola ke the Company integrates environmental, social, and governance
dalam strategi bisnis, pengelolaan risiko, serta penetapan target (ESG) principles into its business strategy, risk management,
jangka pendek dan jangka panjang yang terukur. Visi dan misi and the establishment of measurable short- and long-term
Perseroan telah selaras dengan visi dan misi keberlanjutan. targets. The Company’s vision and mission are aligned with
Visi Perseroan yaitu “Inovasi Menuju Peningkatan Nilai yang sustainability principles. The Company’s vision is “Innovation
Berkelanjutan.” Misi Perseroan mengembangkan jaringan jalan Towards Sustainable Value Enhancement.” The Company’s mission
tol dan menjalankan usaha di rantai nilai bisnis dalam skala is to develop toll road networks and conduct business activities
nasional maupun internasional; mengembangkan inovasi untuk across the value chain at both national and international scales;
memberikan pelayanan unggul, meningkatkan keselamatan, to develop innovations that deliver excellent services and
kenyamanan, dan kemudahan perjalanan, serta menjalankan enhance safety, comfort, and travel convenience; to operate
operasi dan proses bisnis perusahaan dengan efisien dan and manage business processes efficiently and sustainably; to
berkesinambungan, menerapkan prinsip-prinsip lingkungan, apply environmental, social, and governance principles to ensure
sosial, dan tata kelola perusahaan yang baik untuk memastikan business resilience; and to promote sustainable value creation for
ketahanan usaha, dan mendorong peningkatan manfaat the community, shareholders, and other stakeholders, as well as
yang berkelanjutan bagi masyarakat, pemegang saham, dan overall enhancement of corporate value.
stakeholder lainnya, serta peningkatan nilai perusahaan secara
menyeluruh.
28
Dalam implementasinya, strategi keberlanjutan difokuskan pada In its implementation, the sustainability strategy is focused on
dua pilar utama, yaitu value preservation (pelestarian nilai) dan two main pillars, namely value preservation and value creation.
value creation (penciptaan nilai). Pada aspek pelestarian nilai, In terms of value preservation, the Company strives to maintain
Perseroan berupaya menjaga keberlangsungan operasional operational continuity through energy efficiency, environmental
melalui efisiensi energi, pengelolaan risiko lingkungan dan and social risk management, and the enhancement of corporate
2025 2026
(Prepare) (Move)
Memulai
Memperkuat
Inisiatif Berkelanjutan
ESG Tata Kelola
Starting a sustainability
Strengthen ESG governance
initiative
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
sosial, serta peningkatan tata kelola perusahaan. Sementara governance practices. Meanwhile, in terms of value creation, the
itu, pada aspek penciptaan nilai, Perseroan mendorong inovasi, Company promotes innovation, including increased adoption
termasuk peningkatan adopsi berbagai use case green initiative of various green initiative use cases within core operational
dalam kegiatan operasional utama, yang berpotensi membuka activities, which have the potential to open new revenue streams
sumber pendapatan baru sekaligus meningkatkan daya saing while enhancing the Company’s competitiveness. The Company
perusahaan. Perseroan menurunkan beberapa strategi inisiatif has translated these initiatives into several strategic programs
untuk implementasi penerapa Visi dan Misi, salah satunya Strategi to implement its vision and mission, including the Sustainability
Keberlanjutan. Strategy.
Integrasi ESG secara menyeluruh dalam strategi korporasi The integration of ESG comprehensively into corporate strategy
memberikan dampak positif terhadap kinerja keuangan jangka has a positive impact on long-term financial performance through
panjang melalui efisiensi biaya, peningkatan produktivitas, cost efficiency, improved productivity, enhanced reputation, and
penguatan reputasi, serta akses yang lebih luas terhadap pendanaan broader access to sustainable financing, while also creating non-
berkelanjutan, sekaligus menciptakan nilai non-finansial seperti financial value such as stakeholder trust and contributions to
kepercayaan pemangku kepentingan dan kontribusi terhadap sustainable development. In its implementation, the Company
pembangunan berkelanjutan. Dalam implementasinya, Perseroan considers the identification of material ESG risks, mapping of
perlu mempertimbangkan identifikasi risiko ESG yang material, business opportunities within the sustainability ecosystem, and
pemetaan peluang bisnis dalam ekosistem keberlanjutan, serta the establishment of key principles as strategic guidelines to
penetapan prinsip-prinsip utama sebagai panduan strategi ensure continued relevance and adaptability. To ensure structured
agar tetap relevan dan adaptif. Untuk memastikan pelaksanaan and measurable execution, a systematic sustainability roadmap is
yang terarah dan terukur, diperlukan roadmap keberlanjutan required as a guide for consistent implementation of programs
yang sistematis sebagai panduan implementasi program secara in daily operations and the achievement of established targets.
konsisten dalam operasional sehari-hari serta pencapaian target
yang telah ditetapkan.
Perseroan telah menyusun roadmap ESG dengan The Company has developed an ESG roadmap by taking into
mempertimbangkan perkembangan regulasi terkini. Penyusunan account the latest regulatory developments. The formulation of
29
roadmap ESG Jasa Marga ini dibuat sejalan dengan roadmap the Jasa Marga ESG roadmap is aligned with the Financial Services
Otoritas Jasa Keuangan (OJK) dalam rencana pengadopsian Authority (OJK) roadmap in relation to the planned adoption of
IFRS sebagai standar pelaporan terkait pengungkapan dampak IFRS as the reporting standard for climate-related disclosures.
perubahan iklim. Roadmap ESG yang digambarkan sebagai The ESG roadmap is illustrated as follows.
berikut.
2027 2028 2029
(Accelerate) (Grow) (Resilience)
Menerapkan prinsip-prinsip ESG
Mempercepat pencapaian secara konsisten, mendorong Menjadi perusahaan yang tahan
tujuan keberlanjutan pertumbuhan berkelanjutan dengan perubahan iklim
Accelerating the achievement Consistently implementing Becoming a company that is
of sustainability goals ESG principles, driving resilient to climate change
sustainable growth
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
2025 2026
Prepare Move
Memperkuat tata kelola ESG Memulai inisiatif keberlanjutan
Strengthen ESG governance Starting a sustainability initiative
Lingkungan Lingkungan
• Perhitungan baseline cakupan 1,2, dan 3 • Pelaporan IFRS S1 dan IFRS S2
• Identifikasi Keanekaragaman hayati • Perhitungan emisi, serta menetapkan target reduksi emisi dan
• Program Waste Management, Water Recycle di Lingkungan skenario net zero emission yang digunakan
• Menghimbau program green initiative & penggunaan material
Kantor, Rest Area
ramah lingkungan
• Identifikasi awal risiko fisik & perubahan iklim
• Infrastruktur waste management
Environment • Meningkatkan konsumsi energi terbarukan
• Baseline calculation for Scope 1, 2, and 3 emissions Environment
• Biodiversity identification • IFRS S1 and IFRS S2 reporting
• Waste management and water recycling programs within office • Emission calculation, as well as the establishment of emission
environments and rest areas reduction targets and the net zero emission scenario applied
• Initial identification of physical and climate change risks • Promotion of green initiatives and the use of environmentally
friendly materials
• Development of waste management infrastructure
Sosial
• Increasing renewable energy consumption
• Social Mapping & Perhitungan Dampak Program
• Pemberdayaan Komunitas Masyarakat Lokal & UMKM Sosial
• Identifikasi Pengembangan Kompetensi Karyawan • Social Mapping & Perhitungan Dampak
• Survey Engagement Karyawan • Pemberdayaan Komunitas Masyarakat Lokal & UMKM
• Perekrutan & awareness terkait Karyawan Disabilitas, • Penetapan Pengembangan Kompetensi Karyawan paruh waktu
Kesetaraan • Sosialisasi Kebijakan HAM
• Peningkatan hasil Survey Engagement Karyawan
30 • Pengembangan Budaya, awareness & sertifikasi K3
• Perekrutan & awareness terkait Karyawan Disabilitas,
Social Peningkatan Kesetaraan
• Social mapping and program impact assessment • Peningkatan Budaya, awareness & sertifikasi K3
• Empowerment of local communities and MSMEs
Social
• Identification of employee competency development needs • Social mapping and impact assessment
• Employee engagement surveys • Empowerment of local communities and MSMEs
• Recruitment and awareness initiatives related to employees • Establishment of competency development for part-time
with disabilities and equality employees
• Development of culture, awareness, and certification in • Socialization of Human Rights (HR) policies
occupational health and safety (OHS) • Improvement of employee engagement survey results
• Recruitment and awareness initiatives for employees with
disabilities, as well as enhancement of equality
Governansi
• Enhancement of OHS culture, awareness, and certification
• Pembentukan Tata Kelola ESG (Komite Sustainability) &
Sosialisasi Kebijakan ESG Governansi
• Awareness, Budaya & Benchmark ESG • Infrastruktur Commander untuk mengintegrasikan budaya ESG
• Kebijakan terkait ESG (HAM, HAM karyawan, masyarakat adat, • Memperkuat anggaran dan sumber daya
anti-fraud, pengadaan keberlanjutan dan kode etik pemasok • Pengungkapan update kinerja ESG di website Jasa Marga.
• Improvement Laporan Keberlanjutan • Improvement Laporan Keberlanjutan
• Perhitungan ESG Rating • ESG maturity dengan memverifikasi perhitungan dengan pihak
• Pengembangan dashboard ESG & website keberlanjutan ketiga independen.
• Sosialisasi kebijakan pengadaan berkelanjutan dan kode etik
Governance kepada pemasok dan kontraktor.
• Establishment of ESG governance (Sustainability Committee)
Governance
and dissemination of ESG policies • Development of a command center infrastructure to integrate
• ESG awareness, culture, and benchmarking ESG culture
• ESG-related policies (human rights, employee rights, • Strengthening of budget allocation and resources
indigenous communities, anti-fraud, sustainable procurement, • Disclosure of updated ESG performance on the Jasa Marga
and supplier code of conduct) website
• Improvement of the Sustainability Report • Enhancement of the Sustainability Report
• ESG rating assessment • Advancement of ESG maturity through verification of
calculations by an independent third party
• Development of ESG dashboards and sustainability website
• Dissemination of sustainable procurement policies and the
code of conduct to suppliers and contractors
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
2027
Accelarate
Mempercepat pencapaian tujuan keberlanjutan
Accelerating the Achievement of Sustainability Goals
Lingkungan Environment
• Perluasan cakupan perhitungan emisi cakupan 3 • Expansion of Scope 3 emissions calculation coverage
• Pemetaan geospasial dampak perubahan iklim • Geospatial mapping of climate change impacts
• Analisa dampak finansial dari risiko perubahan iklim. • Analysis of the financial impacts of climate change risks
• Rencana strategis & risiko pengelolaan keanekaragaman hayati • Strategic planning and risk management for biodiversity
Sosial Social
• Social Mapping & Perhitungan Dampak Program • Social mapping and program impact assessment
• Pemberdayaan Komunitas Masyarakat Lokal & UMKM • Empowerment of local communities and MSMEs
• Implementasi Pengembangan Kompetensi Karyawan • Implementation of employee competency development
• Peningkatan hasil Survey Engagement Karyawan • Improvement of employee engagement survey results
• Perekrutan & awareness terkait Karyawan Disabilitas, • Recruitment and awareness initiatives for employees with
peningkatan Kesetaraan disabilities, as well as enhancement of equality
• Peningkatan Budaya, awareness & sertifikasi K3 • Enhancement of OHS culture, awareness, and certification
Governansi Governance
• Infrastruktur Commander untuk mengintegrasikan budaya ESG • Development of a command center infrastructure to integrate
• Laporan keberlanjutan dengan standar IFRS S1 dan S2, serta ESG culture
TNFD. • Sustainability reporting in accordance with IFRS S1 and S2
• Awareness keamanan informasi kepada seluruh karyawan. standards, as well as TNFD
• Information security awareness for all employees
31
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
2028
Grow
Menerapkan prinsip-prinsip ESG secara konsisten, mendorong pertumbuhan berkelanjutan
Consistently implementing ESG principles to drive sustainable growth
Lingkungan Environment
• Meningkatkan kapasitas konsumsi energi terbarukan • Increasing renewable energy consumption capacity
• Progres dan kontribusi terhadap pencapaian Skenario NZE • Progress and contribution toward the achievement of the Net
• Penyusunan dokumen DRAM dan LCAM, serta validasi dan Zero Emission (NZE) scenario
verifikasi. • Preparation of DRAM and LCAM documents, including validation
and verification
Sosial
• Social Mapping & Perhitungan Dampak Program Social
• Pemberdayaan Komunitas Masyarakat Lokal & UMKM • Command center to embed ESG culture
• Implementasi Pengembangan Kompetensi Karyawan • Strategic partnership with the UN Global Compact
• Peningkatan hasil Survey Engagement Karyawan • Preparation of the Sustainability Report in accordance with IFRS
• Perekrutan & awareness terkait Karyawan Disabilitas, S1 and S2 standards, as well as the Task Force on Nature-related
peningkatan Kesetaraan Financial Disclosures (TNFD)
• Peningkatan Budaya, awareness & sertifikasi K3 • Implementation of supplier assessments based on
• Penilaian risiko atas human capital environmental and social criteria
Governans Governance
• Commander menanamkan budaya ESG • Command center to embed ESG culture
• kemitraan strategis dengan UN Global Compact. • Strategic partnership with the UN Global Compact
32 • Pembuatan laporan keberlanjutan dengan standar IFRS S1 dan • Preparation of the Sustainability Report in accordance with IFRS
S2, serta Task Force on Nature-related Financial Disclosures S1 and S2 standards, as well as the Task Force on Nature-related
(TNFD) Financial Disclosures (TNFD)
• Implementasi penilaian pemasok berdasarkan kriteria • Implementation of supplier assessments based on
lingkungan dan sosial. environmental and social criteria
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
2029
Resilience
Menjadi Perusahaan yang tahan dengan perubahan iklim
Becoming a Climate-Resilient Company
Lingkungan Environment
• Sertifikat pengurang emisi dan monitoring implementasi • Emission reduction certification and monitoring of initiative
inisiatif implementation
• mitigasi dampak perubahan iklim dan membuat carbon budget. • Climate change impact mitigation and development of a carbon
budget
Sosial
• Social Mapping & Perhitungan Dampak Program Social
• Pemberdayaan Komunitas Masyarakat Lokal & UMKM • Social mapping and program impact assessment
• Implementasi Pengembangan Kompetensi Karyawan • Empowerment of local communities and MSMEs
• Peningkatan hasil Survey Engagement Karyawan • Implementation of employee competency development
• Perekrutan & awareness terkait Karyawan Disabilitas, • Improvement of employee engagement survey results
peningkatan Kesetaraan • Recruitment and awareness initiatives for employees with
• Peningkatan Budaya, awareness & sertifikasi K3 disabilities, as well as enhancement of equality
• Enhancement of OHS culture, awareness, and certification
Governans
• Commander menanamkan budaya ESG Governance
• Sustainable Financing • Command center to embed ESG culture
• Penambahan nilai rating ESG dari lembaga lain • Sustainable financing
• Memastikan pelaksanaan ESG diseluruh rantai nilai Perusahaan • Enhancement of ESG ratings from external institutions
• Memastikan tidak ada pelanggaran governance • Ensuring ESG implementation across the Company’s entire 33
value chain
• Ensuring zero governance violations
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Berdasarkan roadmap, maka telah ditetapkan strategi quickwin 2025 sebagai berikut.
Based on the roadmap, the 2025 quickwin strategy has been determined as follows.
Triwulan 1 Triwulan 2
Quarter 1 Quarter 2
Pembentukan tata kelola ESG pada komite TJSL, mempersiapkan Melakukan analisa Marginal Abatement Cost Curve (MACC) untuk
pembentukan tim task-force ESG untuk implementasi tahun mengukur tingkat efisiensi setiap peralatan.
depan. - Penggunaan EV dan kendaraan hybrid.
Establishment of ESG governance in the CSR committee, preparing - Lampu LED dan Smart PJU.
for the formation of an ESG task-force team for implementation Conducting Marginal Abatement Cost Curve (MACC) analysis to
next year. measure the efficiency level of each equipment.
- The EV and hybrid vehicles usage.
Melakukan Benchmarking ke perusahaan peers sejenis yang - LED lights and Smart PJU.
menjadi best practices ESG.
Penyusunan Kebijakan terkait dengan ESG diantaranya: kebijakan
Benchmarking with similar peer companies that become ESG best
lingkungan/ keberlanjutan, HAM karyawan dan masyarakat
practices.
adat, anti-fraud, pengadaan yang berkelanjutan, dan kode etik
pemasok.
Perhitungan Baseline cakupan 1, 2, dan 3
Policy development related to ESG including: environmental/
Baseline calculation of scope 1, 2, and 3 sustainability policies, employee and indigenous human rights,
antifraud, sustainable procurement, and supplier code of ethics.
34
Pemberian awareness: ESG, internalisasi budaya ESG dengan
pemadaman lampu saat istirahat dan pembatasan suhu AC, isu
perubahan iklim, pelaporan TNFD, pelaporan IFRS S1 dan S2.
Providing awareness: ESG, internalization of ESG culture by
turning off lights during breaks and limiting AC temperature,
climate change issues, TNFD reporting, IFRS S1 and S2 reporting.
Adapun implementasi atas target jangka panjang Perseroan di tahun The implementation of the Company’s long-term targets in 2025 is as
2025, sebagai berikut: follows:
Pada aspek lingkungan, Perseroan telah mengimplementasikan target In the environmental aspect, the Company has implemented the
sebagai berikut: following targets:
1. Perseroan telah melaksanaan kajian pemetaan lokasi dan 1. The Company has carried out a location mapping study and
perhitungan dampak perusahaan yang berpotensi terkena calculated the impact of companies that have the potential to be
dampak perubahan iklim affected by climate change.
2. Implementasi Green Tollroad Indonesia 2. Implementation of Green Tollroad Indonesia
3. Implementasi Roadmap ESG Tahun 2025: Kajian Net Zero Emission 3. Implementation of ESG Roadmap by 2025: Net Zero Emissions Study
4. Penajaman perhitungan baseline emisi cakupan 1, 2, dan 3 4. Sharpening of baseline emission calculations for scopes 1, 2, and 3
5. Perseroan telah melakukan kajian dan penentuan Timeline 5. The Company has conducted a study and determined the Timeline
Pengelolaan Limbah di Rest Area for Waste Management in Rest Areas.
6. Perseroan mentapkan Rencana Program ESG yang mencakup 6. The Company has established an ESG Program Plan that includes
Penurunan Emisi Produksi AMP, dan Pengelolaan limbah pada AMP Reducing AMP Production Emissions and Waste Management at
dan HE AMP and HE.
7. Perseroan telah melakukan Studi Penggunaan Kendaraan 7. The Company has conducted a Study on the Use of EV and Hybrid
Operasional EV dan Hybrid Operational Vehicles
Pada aspek sosial, Perseroan telah mengimplementasikan target In the social aspect, the Company has implemented the following
sebagai berikut: targets:
1. Perseroan telah melaksanakan Social Mapping & Perhitungan 1. The Company has implemented Social Mapping & Program Impact
Dampak Program Calculation
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Triwulan 3 Triwulan 4
Quarter 3 Quarter 4
- Identifikasi inisiatif: Pembuatan laporan keberlanjutan dengan standar GRI dengan
- Dekarbonisasi yang telah dilakukan skema in Accordance
- Titik-titik yang belum Preparation of sustainability reports with GRI standards with the
- Mengaplikasikan keran sensor dan flowmeter “In Accordance” scheme
- Titik-titik water stress
- Keanekaragaman hayati
Pengesahan Kebijakan terkait dengan ESG diantaranya: kebijakan
- Studi awal pembuatan kolam
lingkungan/keberlanjutan, HAM karyawan dan masyarakat
- Penampung air hujan dan filter air wudhu
adat, anti-fraud, pengadaan yang berkelanjutan, dan kode etik
- Initiatives Identification: pemasok.
- Decarbonization that has been done
Policy Approvals related to ESG including: environmental/
- Points that have not been done applying sensor taps and flow
sustainability policies, employee and indigenous peoples’ human
meters
rights, anti-fraud, sustainable procurement, and supplier code of
- Points of water stress
conduct.
- Biodiversity
- Initial study of pond construction
- Rainwater reservoirs and ablution water filters Pemberian awareness: ESG, internalisasi budaya ESG dengan
pemadaman lampu saat istirahat dan pembatasan suhu AC, isu
Mulai berkontak dengan lembaga rating (seperti Sustainalytics) perubahan iklim, pelaporan TNFD, pelaporan IFRS S1 dan S2.
untuk mengetahui proses dan benefit yang didapat dari lembaga Providing awareness: ESG, internalization of ESG culture by 35
rating tersebut. turning off lights during breaks and limiting AC temperature,
Starting to contact rating agencies (such as Sustainalytics) to find climate change issues, TNFD reporting, IFRS S1 and S2 reporting.
out the process and benefits obtained from these rating agencies.
Pemberian awareness: ESG, internalisasi budaya ESG dengan
pemadaman lampu saat istirahat dan pembatasan suhu AC, isu
perubahan iklim, pelaporan TNFD, pelaporan IFRS S1 dan S2.
Providing awareness: ESG, internalization of ESG culture by
turning off lights during breaks and limiting AC temperature,
climate change issues, TNFD reporting, IFRS S1 and S2 reporting.
2. Pemberdayaan Komunitas Masyarakat Lokal & UMKM 2. Empowerment of Local Communities & MSMEs
3. Pengembangan Kompetensi Karyawan 3. Employee Competency Development
4. Survey Engagement Karyawan 4. Employee Engagement Survey
5. Perekrutan & awareness terkait Karyawan Disabilitas 5. Recruitment & awareness regarding Employees with Disabilities
6. Pengembangan Budaya, awareness & sertifikasi K3 6. Development of Culture, awareness & K3 certification
Pada aspek governans, Perseroan telah mengimplementasikan target In terms of governance, the Company has implemented the following
sebagai berikut: targets:
1. Peningkatan Branding ESG Perusahaan 1. Improving Corporate ESG Branding
2. Pengukuran ESG Rating & Pengendalian Implementasi ESG sesuai 2. ESG Rating Measurement & ESG Implementation Control according
Roadmap to Roadmap
3. Penyusunan Kajian Kebijakan Pengadaan Barang dan Jasa 3. Preparation of a Sustainable Goods and Services Procurement
Berkelanjutan Policy Study
4. Kajian Sustainable Financing 4. Sustainable Financing Study
5. Penyusunan Kebijakan HAM 5. Human Rights Policy Development
6. Pelaksanaan IT Security Awareness 6. Implementation of IT Security Awareness
7. Pembentukan Tata Kelola ESG (Komite Sustainability) & Sosialisasi 7. Establishment of ESG Governance (Sustainability Committee) &
Kebijakan ESG ESG Policy Socialization
8. Awareness ESG 8. ESG Awareness
9. Internalisasi Budaya ESG 9. Internalization of ESG Culture
10. Benchmark ke purusahaan lain terkait Pengelolaan ESG 10. Benchmarking to other companies regarding ESG Management
11. Improvement Penyusunan Laporan Keberlanjutan 11. Improvement in the Preparation of Sustainability Reports
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Pilar Keberlanjutan Jasa Marga
Jasa Marga’s Sustainability Pillars
Dalam menjalankan konsep keberlanjutan dan In implementing the concept of sustainability and integrating
mengintegrasikannya ke dalam strategi serta proses bisnis, it into its business strategies and processes, Jasa Marga
Jasa Marga telah menetapkan tiga pilar keberlanjutan yang has established three pillars of sustainability, including
meliputi pilar tata kelola, sosial, dan lingkungan sebagai governance, social, and environmental pillars, as the main
landasan utama dalam penyusunan strategi perusahaan. Pilar foundations in developing the company’s strategy. The
Tata Kelola menjadi fondasi bagi dua pilar lainnya, di mana Governance Pillar serves as the foundation for the other
salah satu elemennya adalah tata kelola keberlanjutan. Tata two pillars, one of which is sustainability governance.
kelola keberlanjutan diwujudkan melalui penerapan prinsip- Sustainability governance is realized through the application
prinsip keberlanjutan pada seluruh aktivitas operasional of sustainability principles to all operational activities and
dan strategi perusahaan yang berpegang pada integritas, company strategies that adhere to integrity, transparency,
transparansi, dan akuntabilitas. Ketiga pilar keberlanjutan and accountability. The three pillars of sustainability are as
tersebut sebagai berikut. follows.
Tata Kelola
Governance
36 Tata Kelola Keberlanjutan
Sustainability Governance
Mengintegrasikan prinsip-prinsip keberlanjutan ke dalam Integrating sustainability principles into all operational and
seluruh aspek operasional dan strategis. strategic aspects.
• Struktur Organisasi • Organizational Structure
• Etika Bisnis • Business Ethics
• Tata Kelola Informasi teknologi • Information Technology Governance
Pengadaan yang Bertanggung Jawab
Responsible Procurement
Memastikan tujuan lingkungan dan sosial terpenuhi di Ensuring environmental and social objectives are met
seluruh rantai nilai. across the value chain.
• Praktik Pengadaan • Procurement Practices
Inklusivitas Pemangku Kepentingan
Stakeholder Inclusivity
Mendorong partisipasi dan representasi dari berbagai pihak Encouraging participation and representation from a
memiliki kepentingan dalam keputusan dan kebijakan suatu wide range of stakeholders in an organization or project’s
organisasi atau proyek. decisions and policies.
• Pelibatan Pemangku Kepentingan • Stakeholder Engagement
• Transparansi Informasi serta Pelaporan • Information and Reporting Transparency
Pendanaan Multi Pihak Berkelanjutan
Sustainable Multi-Parties Funding
Mendorong adanya pendanaan dari berbagai pihak dalam Encouraging multi-parties funding for sustainable projects.
proyek-proyek berkelanjutan.
• Blended Financing • Blended Financing
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Lingkungan
Environment
Transisi Energi dan Pengelolaan Lingkungan
Solusi Rendah Karbon yang Bertanggungjawab
Energy Transition and Low Carbon Solutions Responsible Environmental Management
Strategi untuk merespons dan mengelola risiko dan Mengelola dampak lingkungan dari operasi Jasa Marga
peluang terkait perubahan iklim di seluruh rantai nilai dengan transparansi dan akuntabilitas.
Jasa Marga • Air dan Air Limbah
• Efisiensi Energi • Produk Berkelanjutan
• Emisi • Keanekaragaman Hayati
• Mitigasi Risiko Iklim
Strategy to respond to and manage climate change- Manage the environmental impacts of Jasa Marga
related risks and opportunities across Jasa Marga’s operations with transparency and accountability.
value chain • Water and Wastewater
• Energy Efficiency • Sustainable Products 37
• Emissions • Biodiversity
• Climate Risk Mitigation
Sosial
Social
Pengembangan dan Kesejahteraan Karyawan Employee Development and Welfare
Jasa Marga mengembangkan sumber daya manusia melalui Jasa Marga develops human resources through strategic
investasi strategis dibidang pelatihan berkelanjutan, investments in ongoing training, competency strengthening,
penguatan kompetensi, serta peningkatan kesejahteraan and welfare improvement to ensure professional, competitive,
guna memastikan karyawan yang profesional, berdaya saing, and sustainable employees.
dan berkelanjutan.
• Pengembangan kompetensi dan karier karyawan • Employee competency and career development
• Pemenuhan Hak dan Kesejahteraan Karyawan • Fulfillment of Employee Rights and Welfare
• Keberagaman, kesetaraan, dan inklusivitas • Diversity, equality and inclusivity
Pengembangan dan Kesejahteraan Masyarakat Community Development and Welfare
Melatih dan mengembangkan SDM Jasa Marga melalui Training and developing Jasa Marga’s human resources
investasi strategis, pelatihan berkelanjutan, dan peningkatan through strategic investment, continuous training, and
kesejahteraan masyarakat. improving community welfare.
• Pemenuhan Masyarakat • Community Fulfilment
• Pemenuhan Hak dan Kesejahteraan Masyarakat • Fulfilment of Community Rights and Welfare
Kesehatan dan Keselamatan Kerja (K3) Occupational Health and Safety (OHS)
Pencegahan risiko kecelakaan, penyakit akibat kerja, serta Prevention of accident risks, occupational diseases, and
menciptakan lingkungan kerja yang aman dan sehat. creating a safe and healthy work environment.
• Identifikasi Potensi Bahaya dan Pengendalian Risiko • Identification of Potential Hazards and Risk Control
• Pelatihan K3 Karyawan • Employee OHS Training
• Pengembangan Budaya K3 • Development of OHS Culture
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Timeframe Pelaksanaan ESG
ESG Implementation Timeframe
Tema Strategi Inisiatif
No 2026 2027 2028 2029 2030
Strategic Theme Initiative
1 Transisi Energi dan Solusi Penggunaan Energi Bersih dan Terbarukan
Rendah Karbon The Usage of Clean and Renewable Energy
Energy Transition and Low Carbon
Solutions Efisiensi Energi
Energy Efficiency
Penajaman Baseline Emisi Cakupan 1, 2, dan 3
Baseline Sharpening for Scope 1, 2 and 3 Emission
Penurunan Emisi GRK
Lower GRK Emission
Peningkatan Ketahanan dan Mitigasi Risiko Iklim
Increasing Resilience and Mitigating Climate Risks
2 Pengelolaan Lingkungan Praktik Penggunaan Air dan Pengelolaan Air
yang Bertanggung Jawab Limbah Berkelanjutan
Responsible Environmental Sustainable Water Use and Wastewater
Management Management Practices
Pelestarian Keanekaragaman Hayati dan
Keseimbangan Ekosistem
Conservation of Biodiversity and Ecosystem Balance
3 Pengembangan dan Kesejahteraan Internalisasi Budaya ESG
38 Karyawan dan Masyarakat ESG Culture’s Internalization
Employee and Community
Development and Welfare Pengembangan Karyawan dan Masyarakat
Employees and Community Development
Pemenuhan Hak-Hak Karyawan dan Masyarakat
Fulfillment of Employee and Community Rights
Keberagaman, Kesetaraan, dan Inklusivitas
Diversity, Equality and Inclusivity
4 Kesehatan dan Keselamatan Kerja Pengembangan Budaya K3 di Perusahaan
Occupational Health and Safety Development of OHS Culture in The Company
5 Tata Kelola Keberlanjutan Penentuan Struktur Organisasi Keberlanjutan
Sustainability Governance Determining Sustainability Organizational Structure
Penjaminan terhadap Pemenuhan Etika Bisnis
Information Technology Governance
Tata Kelola Informasi Teknologi
Information Technology Governance
6 Pengadaan yang Bertanggung Jawab Penerapan Praktik Pengadaan Berkelanjutan
Responsible Procurement Implementation of Sustainable Procurement
Practices
7 Inklusivitas Pemangku Kepentingan Peningkatan Pelibatan Pemangku Kepentingan
Stakeholders Inclusivity Increasing Stakeholders Engagement
Pengembangan Efektivitas dan Transparansi
Pelaporan
Development of Effectiveness and Transparency
Reporting
Keterangan/ Information:
Early Stage Maturity Stage
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Penetapan Target Kuantitatif Setting Quantitative Targets
Perseroan juga telah menetapkan beberapa target kuantitatif The Company has also set several quantitative targets as
sebagai berikut. follows.
Aspek Key Performance Indicators
No Action Plan
Aspect 2026 2027 2028 2029 2030
LINGKUNGAN / ENVIRONMENT
Lingkungan: Transisi Energi dan Solusi Rendah Karbon
A
Environment: Energy Transition and Low Carbon Solutions
1. Penurunan Emisi GRK Pengurangan emisi GRK cakupan 1 Pengukuran dan studi inisiatif
dan 2 melalui efisiensi energi efisiensi yang telah dilakukan
GHG Emission Reduction GHG emission reduction scope 1 and 2 Measurement and study of 3% 5% 7% 10%
through energy efficiency efficiency initiatives that
have been carried out
Lingkungan: Pengelolaan Lingkungan yang Bertanggung Jawab
B
Environment: Responsible Environmental Management
1. Produk dan Layanan Tol bersertifikat Green Toll Road Peningkatan Kepemilikan
Berkelanjutan *(Dalam satuan unit tol) Sertifikasi Green Toll
3
Sustainable Products and Green Toll Road certified toll road Increasing Green Toll
Services *(In toll units) Certification Ownership
Jalan tol yang mendapatkan Peningkatan Kepemilikan
penilaian tol keberlanjutan Penilaian Toll Keberlanjutan
*(Dalam satuan unit tol)
39
6
Toll roads that received a sustainable Increasing Ownership of
toll assessment Sustainability Toll Assessments
*(In toll units)
Sertifikasi ISO 14001 Sistem Peningkatan Kepemilikan
Manajemen Lingkungan Sertifikasi ISO 14001
8/22
ISO 14001 Environmental Management ISO 14001 Certification
System Certification Ownership Enhancement
SOSIAL / SOCIAL
Sosial: Pengembangan dan Kesejahteraan Karyawan dan Masyarakat
C
Social: Employee and Community Development and Welfare
1. Internalisasi Budaya ESG Pemberian awareness ESG pada
karyawan, manajemen, dan direksi
Internalization of ESG Providing ESG awareness to
Culture employees, management and Directors
Direksi
30% 75% 100% 100%
Director
Manajemen
25% 50% 100% 100%
Management
Karyawan
25% 50% 100% 100%
Employee
2 Pengembangan Karyawan Pemberian training keahlian pada
dan Masyarakat karyawan tetap, kontrak, dan paruh
waktu 50% 100% 100% 100%
Employee and Community Providing skills training to permanent,
Development contract and part-time employees
Perhitungan Social Return of Sesuai atau lebih besar dari
Investment (SROI) atas program TJSL ketentuan Aspirasi Pemegang
Saham (APS)
60% (4/6)
Calculation of Social Return of In accordance with or greater
Investment (SROI) for TJSL program than the provisions of
Shareholder Aspirations (APS)
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Aspek Key Performance Indicators
No Action Plan
Aspect 2026 2027 2028 2029 2030
3 Pemenuhan Hak-Hak dan Pemberian program pelatihan pada
Kesejahteraan Karyawan Masa Persiapan Pensiun
100%
Fulfillment of Employee Providing training programs during
Rights and Welfare the Retirement Preparation Period
Peningkatan hasil survei kepuasan
dan keterlibatan karyawan
Score 3,89 Score ≥ 3,80
Improved employee satisfaction and
engagement survey results
4 Pemenuhan Hak-Hak dan Perekrutan pekerja yang memberikan
Kesejahteraan Masyarakat kesempatan setara bagi masyarakat
lokal dan masyarakat adat setempat 2 setiap tahun
Fulfillment of Community Recruitment of workers that provides 2 every year
Rights and Welfare equal opportunities for local
communities and indigenous peoples
5 Keberagaman, kesetaraan, Perekrutan karyawan dengan
dan Inklusivitas disabilitas 2 setiap tahun
Diversity, Equality and Recruitment of employees with 2 every year
Inclusivity disabilities
Proporsi perempuan dalam jajaran
manajemen 28%
>30%
Proportion of women in management (196/695)
ranks
40
Pemberian awareness mengenai
keberagaman, kesetaraan, dan
inklusivitas karyawan 1 kali/tahun
Providing awareness regarding 1 every year
employee diversity, equality and
inclusivity
Sosial: Kesehatan dan Keselamatan Kerja
D
Social: Occupational Health and Safety
1 Pengembangan Budaya K3 Pemberian awareness K3 dengan
di Perusahaan cakupan karyawan tetap, kontrak,
serta kontraktor dan pemasok
1 kali/tahun
Development of OHS Culture Providing OHS awareness with 1 every year
in Companies coverage for permanent employees,
contracts, as well as contractors and
suppliers
Karyawan tetap dan kontrak
25% 50% 75% 100% 100%
Permanent and contract employees
Kontraktor
10% 25% 50% 100% 100%
Contractor
Pemasok
10% 25% 50% 100% 100%
Suppliers
Tingkat fatalitas karyawan dan
kontraktor Nol Fatalitas
Zero Fatalities
Employee and contractor fatality rates
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Aspek Key Performance Indicators
No Action Plan
Aspect 2026 2027 2028 2029 2030
TATA KELOLA
E
GOVERNANCE
1 Tata Kelola: Tata Kelola Keberlanjutan
Governance: Sustainability Governance
Penentuan Struktur Monitoring dan evaluasi dalam
Organisasi Keberlanjutan bentuk pertemuan rutin per tahun
dalam membahas progress inistiatif
2/tahun 1/tahun
keberlanjutan
2/year 1/year
Determining Sustainability Monitoring and evaluation in the form
Organizational Structure of regular annual meetings to discuss
the progress of sustainability initiatives.
2 Penjaminan terhadap Karyawan yang mendapatkan
Pemenuhan Etika Bisnis awareness anti-korupsi
50% 75% 100%
Assurance of Compliance Employees who receive anti-
with Business Ethics corruption awareness
Penerapan anti-korupsi dan
penyuapan (SMAP) Penurunan jumlah tindak korupsi terkonfirmasi Nol Korupsi
Decrease in the number of confirmed Zero
Implementation of anti-corruption corruption cases Corruption
and bribery (SMAP)
Sosialisasi kode etik perusahaan Sosialisasi pada 100% karyawan tetap dan kontrak
Socialization of company code of ethics Socialization to 100% of permanent and contract employees
3 Tata Kelola IT 41
IT Governance
Karyawan yang mendapatkan
security awareness 25% 50% 75% 100% 100%
Employees who get security awareness
Inklusivitas Pemangku Kepentingan
Stakeholder Inclusivity
Peningkatan Pelibatan Index Kepuasan Pelanggan
Pemangku Kepentingan
4,50 <4,53 <4,55 <4,58 <4,61
Increasing Stakeholder Customer Satisfaction Index
Engagement
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Strategi dalam Pengelolaan Risiko dan Peluang
Terkait Keberlanjutan [IFRS S1-STRATEGY, IFRS S2-STRATEGY, IFRS S1-METRIC AND
TARGET, IFRS S2-METRIC AND TARGET, IFRS S1-RISK MANAGEMENT, IFRS S2-RISK MANAGEMENT, GRI 201-2]
Strategies in Managing Risks and Opportunities Related to Sustainability
Dengan berpedoman pada IFRS S1 mengenai Sustainability Referring to IFRS S1 on Sustainability Financial Related
Financial Related Information, strategi keberlanjutan yang Information, the sustainability strategy developed by Jasa
disusun oleh Direksi dan Dewan Komisaris Jasa Marga turut Marga also considers sustainability risks and opportunities
memperhitungkan berbagai risiko dan peluang keberlanjutan, including climate change risks and opportunities and their
termasuk yang berkaitan dengan perubahan iklim beserta financial impacts. Climate change is a global phenomenon
implikasi finansialnya. Perubahan iklim sebagai isu global that has a significant impact on the Company’s performance.
memberikan pengaruh yang signifikan terhadap kinerja Rising global temperatures and changes in extreme weather
Perseroan. Peningkatan suhu bumi dan semakin ekstremnya patterns cause disruptions in the supply chain, damage to
pola cuaca berpotensi menimbulkan gangguan pada rantai infrastructure, and increase operational risks for the company.
pasok, kerusakan aset infrastruktur, serta peningkatan risiko
operasional perusahaan.
Direksi dan Dewan Komisaris Jasa Marga telah melakukan The Board of Directors and Board of Commissioners of
identifikasi risiko dan peluang keberlanjutan termasuk Jasa Marga have identified sustainability-related risks and
terkait perubahan iklim. Berdasarkan risiko dan peluang opportunities, including those related to climate change.
keberlanjutan termasuk perubahan iklim, Manajemen Jasa Based on these risks and opportunities, Management has
42 Marga telah mengembangkan sistem manajemen risiko untuk developed a risk management system to effectively manage
mengelola risiko keberlanjutan termasuk perubahan iklim. sustainability risks, including climate change. The Company’s
Komitmen Perseroan dalam menerapkan keberlanjutan juga commitment to sustainability is also reflected in the selection
tercermin dalam proses pemilihan pemasok yang ramah of environmentally friendly suppliers as part of its efforts to
lingkungan yang merupakan komitmen Perseroan dalam mitigate risks across the value chain. The procurement of goods
memitigasi risiko pada rantai nilai Perseroan. Pengadaan and services is carried out in a competitive, transparent, fair,
barang dan jasa dilaksanakan secara kompetitif, transparan, and accountable manner from planning through to handover,
adil, dan akuntabel mulai dari perencanaan hingga serah terima under the supervision of the Procurement and Fixed Assets
pekerjaan, di bawah pengawasan Unit Kerja Procurement Work Units. The Company is committed to increasing the
dan Fixed Assets. Perseroan berkomitmen meningkatkan use of domestic products, strengthening partnerships with
penggunaan produk dalam negeri, memperkuat kemitraan local suppliers, and considering social and environmental
dengan pemasok lokal, dan mempertimbangkan aspek aspects, including environmentally friendly practices, thereby
sosial serta lingkungan, termasuk praktik ramah lingkungan, minimizing sustainability risks within the value chain and
sehingga risiko keberlanjutan pada rantai nilai diminimalkan optimizing sustainability opportunities to support sustainable
dan peluang keberlanjutan dimanfaatkan secara optimal, operations and value creation for all stakeholders.
mendukung operasional yang berkelanjutan serta penciptaan
nilai tambah bagi seluruh pemangku kepentingan.
Perseroan senantiasa memastikan bahwa badan tata The Company consistently ensures that the highest governance
kelola tertinggi memiliki pemahaman yang memadai serta bodies possess adequate understanding and comprehensive
kesiapan yang komprehensif dalam memenuhi kewajiban readiness to fulfill sustainability disclosure obligations in
pengungkapan keberlanjutan sesuai dengan Standar accordance with the Sustainability Disclosure Standards
Pengungkapan Keberlanjutan (SPK 1 dan SPK 2) melalui (SPK 1 and SPK 2) through the strengthening of governance
penguatan kerangka tata kelola, pengembangan prosedur frameworks, the development of standardized reporting
pelaporan yang terstandarisasi, serta pemanfaatan sistem procedures, and the utilization of integrated information
informasi yang terintegrasi untuk mendukung pengumpulan, systems to support the collection, validation, and reporting
validasi, dan pelaporan data keberlanjutan. Kesiapan tersebut of sustainability data. This readiness is reinforced through
diperkuat melalui koordinasi lintas unit kerja yang dipimpin cross-functional coordination led by the Board of Directors
oleh Direksi dan didukung oleh Komite Sustainability, and supported by the Sustainability Committee, ensuring that
sehingga memastikan seluruh proses pelaporan dilakukan all reporting processes are conducted consistently, accurately,
secara konsisten, akurat, dan sesuai dengan standar yang and in compliance with applicable standards.
berlaku.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 43
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Perseroan juga telah memiliki penanggungjawab The Company has also appointed a party responsible for
pembangunan berkelanjutan. Penjelasan tentang sustainable development. Further details regarding this
penanggungjawab pembangunan berkelanjutan disajikan responsibility are presented in the Sustainability Governance
pada bagian Tata Kelola Keberlanjutan. Perseroan juga telah section. The Company has established sustainability metrics
menetapkan metrik dan target keberlanjutan yang dituangkan and targets, which are outlined within Jasa Marga’s social and
dalam pilar sosial dan lingkungan Jasa Marga. Pilar sosial environmental pillars. The social pillar covers employee and
mencakup pengembangan dan kesejahteraan karyawan dan community development and welfare, as well as occupational
masyarakat, serta K3. Sedangkan, pilar lingkungan mencakup health and safety (OHS), while the environmental pillar
transisi energi dan solusi rendah karbon serta pengelolaan encompasses energy transition, low-carbon solutions, and
lingkungan yang bertanggungjawab. Metrik dan target responsible environmental management. The metrics and
pada pilar sosial dan lingkungan disajikan dalam kinerja targets under both the social and environmental pillars are
keberlanjutan Perseroan. presented in the Company’s sustainability performance.
Perseroan telah menetapkan time horizon atas risiko yang The Company has set a time horizon for the identified risks
diidentifikasi sebagai berikut: as follows:
1. Short Term (< 1 tahun) 1. Short Term (< 1 year)
Dampak risiko muncul dalam waktu cepat setelah kejadian The impact of the risk appears quickly after the incident
atau dalam satu siklus operasional/tahin berjalan. or within one operational cycle/current year.
2. Medium Term (> 1-3 tahun) 2. Medium Term (> 1-3 years)
Dampak risiko mulai terlihat dalam periode perencanaan The impact of risks begins to be seen in the medium
menengah atau mempengaruhi kinerja bisnis beberapa planning period or affects business performance several
tahun ke depan. years into the future.
3. Long Term (> 3 tahun) 3. Long Term (> 3 years)
Dampak risiko mempengaruhi keberlanjutan bisnis atau The impact of risk affects the sustainability of the business
nilai perusahaan dalam jangka panjang. or the value of the company in the long term. 43
Adapun risiko dan peluang keberlanjutan termasuk perubahan The risks and opportunities for sustainability, including
iklim yang telah diidentifikasi sebagai berikut. climate change, have been identified as follows.
Tabel Risiko Keberlanjutan
Sustainability Risk Table
Potensi
Implikasi
Finansial/
Biaya
Dampak terhadap Prospek Rentang Perlakuan
Jenis Risiko Deskripsi Bisnis Waktu Pengelolaan Risiko Risiko
Types of Risk Description Impact on Business Time Risk Management Financial
Prospects Span Implication
Potentials/
Costs of Risk
Treatment
Ekonomi
Economy
Potensi tidak Terkait dengan adanya Impairment nilai aset Hak Long Berkoordinasi dengan stakeholder Menimbulkan
didapatnya potensi pelaksanaan Pengusahaan Jalan Tol (HPJT) Term terkait progres fasilitas yang biaya perlakuan
kompensasi project dihentikan di Impairment of the asset value Long menunjang bangkitan lalin di jalan tol risiko sebesar
Pengakhiran tengah jalan, tidak of Toll Road Concession Rights Term Coordinating with stakeholders Rp110.500.000
JMB tercapainya tingkat (HPJT) regarding the progress of facilities Incurring risk
Potential pengembalian investasi that support traffic generation on toll treatment
for not (IRR) proyek jalan tol, yang roads. costs of
receiving JMB berdampak pada kerugian IDR110,500,000
Termination finansial kepada Anak
compensation Perusahaan ataupun Induk
Related to the potential for
project implementation to
be stopped midway, the toll
road project’s investment
return rate (IRR) is not
being achieved, which will
result in financial losses for
the Subsidiary or Parent
Company.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 44
Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Potensi
Implikasi
Finansial/
Biaya
Dampak terhadap Prospek Rentang Perlakuan
Jenis Risiko Deskripsi Bisnis Waktu Pengelolaan Risiko Risiko
Types of Risk Description Impact on Business Time Risk Management Financial
Prospects Span Implication
Potentials/
Costs of Risk
Treatment
Potensi Terkait dengan risiko Pelanggaran ketentuan Short 1. Memastikan dan melakukan Menimbulkan
adanya kasus korupsi yang berdampak kepatuhan Term pengecekan berkala akan biaya perlakuan
penyuapan pada publikasi negatif Violation of compliance Short teridentifikasinya risiko penyuapan risiko sebesar
dan/atau mencapai skala provisions Term yang timbul dari proses bisnis Rp445.622.549
konflik internasional yang tersebar pada unit kerja dalam dokumen Incurring risk
kepentingan di sosial media dan/ atau penilaian risiko penyuapan treatment
yang memerlukan penanganan 2. Mengadakan program peningkatan costs of
melibatkan kewenangan Kantor Pusat, pemahaman atas kebijakan dan IDR445,622,549
Jasa Marga terjadinya pelanggaran pemenuhan persyaratan ISO 37001
Potential ketentuan/kepatuhan, 1. Ensuring and conducting regular
for bribery serta pemberitaan negatif checks on the identification
cases and/ di media of bribery risks arising from
or conflicts Related to the risk of business processes in business
of interest corruption, which has units in bribery risk assessment
involving Jasa an impact on negative documents.
Marga publication reaching an 2. Conducting a program to increase
international scale, which understanding of ISO 37001 policies
is spread on social media and requirements.
and/or requires handling
by the authority of the
44 Head Office, the occurrence
of violations of provisions/
compliance, as well as
negative news in the
media.
Lingkungan
Environment
Risiko Fisik
Physical Risks
1. Kejadian Risiko fisik yang berdampak Menurunkan performa Short Pemantauan dan Peringatan Dini Meningkatkan
Cuaca pada kerusakan perusahaan dalam hal term Memperkuat sistem pemantauan biaya
Ekstrem infrastruktur jalan tol dan financial (menurunkan Short cuaca dan peringatan dini untuk pemeliharaan
(Badai, gangguan operasional pendapatan karena pengguna term mendeteksi dan merespons kejadian dan mengurangi
banjir, Physical risks that jalan tidak bisa melewati cuaca ekstrem secara lebih cepat. pendapatan tol
dan angin result in damage to toll jalan tol, serta meningkatkan Increased
kencang) road infrastructure and beban operasional karena Infrastruktur Tahan Bencana maintenance
Extreme operational disruptions perbaikan infrastruktur), Memperkuat infrastruktur jalan tol costs and
Weather Operasional SPM tidak agar lebih tahan terhadap dampak reduced toll
(Storms, terpenuhi, menurunkan cuaca ekstrem, seperti memperbaiki revenues
floods, kepuasan pelanggan saluran air dan memperkuat struktur
and strong Decreasing the company’s jembatan.
winds) financial performance Monitoring and Early Warning
(decreasing revenue because Strengthening weather monitoring
road users cannot pass and early warning systems to detect
through toll roads, as well and respond to extreme weather
as increasing operational more quickly.
costs due to infrastructure
repairs), SPM operations are Disaster-Resilient Infrastructure
not met, decreasing customer Strengthening toll road infrastructure
satisfaction to make it more resilient to the
impacts of extreme weather, such
as repairing water channels and
strengthening bridge structures.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 45
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Potensi
Implikasi
Finansial/
Biaya
Dampak terhadap Prospek Rentang Perlakuan
Jenis Risiko Deskripsi Bisnis Waktu Pengelolaan Risiko Risiko
Types of Risk Description Impact on Business Time Risk Management Financial
Prospects Span Implication
Potentials/
Costs of Risk
Treatment
2. Peningkatan Risiko fisik yang berdampak Menurunkan performa Short Penyediaan Ruang Hijau Peningkatan
Suhu pada percepatan kerusakan perusahaan dalam hal term Menambahkan ruang hijau di biaya
Temperature aspal dan beton. financial (menurunkan Short sepanjang jalan tol untuk menyerap pemeliharaan
Increase Physical risks that impact pendapatan karena pengguna term panas dan mengurangi efek “pulau Increased
the acceleration of asphalt jalan tidak bisa melewati panas” di sekitar jalan tol. maintenance
and concrete damage. jalan tol, serta meningkatkan costs
beban operasional karena Penggunaan Material Tahan Panas
perbaikan infrastruktur), Menggunakan material yang
Operasional SPM tidak lebih tahan terhadap panas
terpenuhi, menurunkan pada permukaan jalan tol untuk
kepuasan pelanggan mengurangi efek pemanasan.
Decreasing the company’s
financial performance Provision of Green Space
(decreasing revenue because Adding green spaces along toll roads
road users cannot pass to absorb heat and reduce the “heat
through toll roads, as well island” effect around toll roads.
as increasing operational
costs due to infrastructure The Use of Heat Resistant Materials
repairs), SPM operations are Using more heat-resistant materials
not met, decreasing customer on toll road surfaces to reduce the
satisfaction heating effect.
45
3. Kekeringan Risiko fisik yang berdampak SPM tidak terpenuhi, Target Short Pengelolaan Air Peningkatan
Drought pada terkendalanya proses lalin/pengunjung rest area term Mengembangkan sistem pengelolaan biaya
operasional terutama di tidak terpenuhi sehingga Short air yang lebih efisien, seperti operasional
rest area. mengurangi pendapatan term penggunaan air daur ulang atau untuk
Meningkatkan risiko tingkat teknologi irigasi yang hemat air untuk pembelian
Keringnya tanaman di kecelakaan, SPM tidak menjaga kelembaban tanah di sekitar air dari pihak
sekitar rumija tol yang terpenuhi, Menurunkan jalan tol. ketiga.
dapat menimbulkan tingkat kepuasan pelanggan Increased
kebakaran rumput dan SPM is not met, rest area Konservasi Air operational
asap yang mengganggu traffic/visitor targets are not Mengurangi penggunaan air pada costs for
kelancaran lalu lintas met, thus reducing income fasilitas jalan tol, seperti menciptakan purchasing
jalan tol sistem pengairan yang lebih efisien di water from
Physical risks that impact Increasing the risk of area penanaman tanaman di sekitar
accident rates, SPM is not third parties.
operational processes, jalan tol.
especially in rest areas. met, Decrease the level of
customer satisfaction Water Management
The dryness of plants Developing more efficient water
around the toll road can management systems, such as using
cause grass fires and recycled water or water-saving
smoke, which disrupts the irrigation technology to maintain soil
smooth flow of toll road moisture around toll roads.
traffic.
Water Conservation
Reducing water use on toll road
facilities, such as creating a more
efficient irrigation system in plant
planting areas around toll roads.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 46
Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Potensi
Implikasi
Finansial/
Biaya
Dampak terhadap Prospek Rentang Perlakuan
Jenis Risiko Deskripsi Bisnis Waktu Pengelolaan Risiko Risiko
Types of Risk Description Impact on Business Time Risk Management Financial
Prospects Span Implication
Potentials/
Costs of Risk
Treatment
4. Peningkatan Risiko fisik yang berdampak Menurunkan performa Short Penanganan Drainase Peningkatan
Muka Air pada terganggunya perusahaan dalam hal term Meningkatkan sistem drainase biaya
Laut operasional jalan tol yang financial (menurunkan Short untuk menghadapi lonjakan air laut, operasional dan
Sea Level berdekatan dengan pesisir. pendapatan karena pengguna term termasuk pembangunan tanggul pemeliharaan
Rise Physical risks that impact jalan tidak bisa melewati atau pintu air dan perbaikan sistem dan penurunan
the disruption of toll road jalan tol, serta meningkatkan pembuangan air. pendapatan tol.
operations adjacent to the beban operasional karena Increased
coast. perbaikan infrastruktur/ Perlindungan Pesisir operational and
penutupan krn peningkatan Melakukan penanaman mangrove maintenance
air laut), Operasional SPM atau vegetasi pantai lainnya untuk costs and
tidak terpenuhi, menurunkan meredam gelombang dan mengurangi decreased toll
kepuasan pelanggan erosi pantai di sekitar jalan tol yang revenue.
Decreasing the company’s berdekatan dengan pesisir.
financial performance
(decreasing revenue because Drainage Management
road users cannot pass Improving drainage systems to cope
through the toll road, as well with seawater surges, including
as increasing operational building embankments or floodgates,
costs due to infrastructure and improving water drainage
repairs/closures due to rising systems.
46 sea levels), operational SPMs
are not met, decreasing Coastal Protection
customer satisfaction Planting mangroves or other coastal
vegetation to dampen waves and
reduce coastal erosion around toll
roads adjacent to the coast.
Potensi adanya Risiko fisik yang berdampak Menurunkan performa Short Menyediakan Asuransi Civil Menimbulkan
Force Majeure pada potensi kerusakan perusahaan dalam hal financial term Engineering Completed Risk (CECR) biaya perlakuan
Potential Force aset akibat kerusakan (menurunkan pendapatan Short yang mencakup kerusakan akibat risiko sebesar
Majeure infrastruktur oleh karena pengguna jalan tidak term gempa bumi akan mengurangi beban Rp6.475.484.933
gempa bumi mencakup bisa melewati jalan tol, finansial perusahaan dalam perbaikan Incurring risk
gangguan operasional dan serta meningkatkan beban dan pemulihan, memastikan stabilitas treatment
pemulihan, dan Potensi operasional karena perbaikan operasional dan finansial pasca costs of
kehilangan pendapatan tol infrastruktur), Operasional SPM kejadian IDR6,475,484,933
Physical risks that impact tidak terpenuhi, menurunkan Providing Civil Engineering Completed
potential asset damage due kepuasan pelanggan Risk (CECR) Insurance that covers
to infrastructure damage Decreasing the company’s damage caused by earthquakes
by earthquakes include financial performance will reduce the company’s financial
operational disruption and (decreasing revenue because burden in repairs and recovery,
recovery, and potential loss road users cannot pass ensuring operational and financial
of toll revenue. through toll roads, as well stability after the incident.
as increasing operational
costs due to infrastructure
repairs), SPM operations are
not met, decreasing customer
satisfaction
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 47
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Potensi
Implikasi
Finansial/
Biaya
Dampak terhadap Prospek Rentang Perlakuan
Jenis Risiko Deskripsi Bisnis Waktu Pengelolaan Risiko Risiko
Types of Risk Description Impact on Business Time Risk Management Financial
Prospects Span Implication
Potentials/
Costs of Risk
Treatment
Risiko Transisi
Transition Risk
1. Perubahan Risiko transisi yang Perubahan Rencana Jangka Short Pemahaman Regulasi Peningkatan
Kebijakan berdampak kegiatan Panjang Perusahaan (RJPP) term/ Melakukan pemantauan terus- biaya
dan operasional dan biaya atau RKAP perusahaan medium menerus terhadap perubahan regulasi operasional
Regulasi perusahaan. terkait program dan biaya term terkait dengan lingkungan, sosial, Increased
Pemerintah Transition risks that impact Perusahaan, Perubahan Short dan tata kelola perusahaan (ESG), operational
Changes in the company’s operational Kebijakan & SOP Internal term/ serta memastikan pemahaman yang costs
Government activities and costs. Changes to the Company’s medium mendalam terhadap implikasinya
Policies and Long-Term Plan (RJPP) or RKAP term terhadap bisnis.
Regulations related to the Company’s
programs and costs, Changes Kepatuhan dan Penyesuaian
to Internal Policies & SOPs Memastikan perusahaan selalu
mematuhi regulasi yang ada dan
bersiap untuk menyesuaikan
operasionalnya sesuai dengan
perubahan regulasi yang diberlakukan,
termasuk investasi dalam sistem
manajemen yang dapat memonitor
dan melacak kepatuhan perusahaan.
47
Understanding Regulations
Continuously monitoring regulatory
changes related to environmental,
social and corporate governance
(ESG), and ensuring a thorough
understanding of their implications for
the business.
Compliance and Adjustment
Ensuring the company to comply with
existing regulations and is prepared
to adjust its operations in line with
regulatory changes implemented,
including investing in a management
system that can monitor and track
company compliance.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 48
Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Potensi
Implikasi
Finansial/
Biaya
Dampak terhadap Prospek Rentang Perlakuan
Jenis Risiko Deskripsi Bisnis Waktu Pengelolaan Risiko Risiko
Types of Risk Description Impact on Business Time Risk Management Financial
Prospects Span Implication
Potentials/
Costs of Risk
Treatment
2. Harapan Risiko transisi yang Menurunkan persepsi publik Short Transparansi dan Komunikasi Penurunan
Pemangku berdampak pada kerusakan atau reputasi Perusahaan, term Memperkuat komunikasi terbuka harga saham
Kepentingan reputasi perusahaan ketidakpuasan pelanggan Short dan transparan dengan semua dan kesulitan
dan Tuntutan di mata pemangku atau karyawan term pemangku kepentingan, termasuk perolehan
Publik kepentingan. Lowering public perception or pelanggan, masyarakat, dan pihak pendanaan
Stakeholder Transition risks that impact reputation of the Company, berwenang, tentang komitmen hijau.
Expectations the company’s reputation customer or employee perusahaan terhadap praktik ESG Falling stock
and Public for stakeholders. dissatisfaction yang bertanggung jawab. prices and
Demands difficulties in
Pemantauan Media Sosial obtaining green
Melakukan pemantauan aktif funding.
terhadap media sosial dan responsif
terhadap isu-isu yang muncul, serta
secara proaktif menyampaikan
informasi terkini tentang upaya
perusahaan dalam mengelola risiko
dan dampak lingkungan.
Inovasi Produk/Layanan
Keberlanjutan
48 Melakukan pengembangan dan
penyediaan fitur pelacakan emisi
karbon bagi pengguna jalan tol.
Sehingga dengan menyediakan data
emisi yang transparan dan mudah
diakses, Jasa Marga mendukung
pemangku kepentingan dalam
mengelola emisi lingkup 3 secara
lebih efektif
Transparency and Communication
Strengthening an open and
transparent communication with all
stakeholders, including customers,
communities and authorities, about
the company’s commitment to
responsible ESG practices.
Social Media Monitoring
Conducting active monitoring of
social media and being responsive
to emerging issues, and proactively
provide updates on the company’s
efforts to manage environmental risks
and impacts.
Sustainable Product/Service
Innovation
Developing and providing carbon
emission tracking features for toll
road users. By providing transparent
and easily accessible emissions data,
Jasa Marga supports stakeholders in
managing Scope 3 emissions more
effectively.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 49
Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Potensi
Implikasi
Finansial/
Biaya
Dampak terhadap Prospek Rentang Perlakuan
Jenis Risiko Deskripsi Bisnis Waktu Pengelolaan Risiko Risiko
Types of Risk Description Impact on Business Time Risk Management Financial
Prospects Span Implication
Potentials/
Costs of Risk
Treatment
Sosial
Social
Potensi Potensi meningkatnya tingkat Kejadian Fatality Short 1. Melakukan sosialisasi terkait K3 Menimbulkan
terjadinya kematian di tempat kerja Fatality Incident Term secara periodik biaya perlakuan
gangguan atau yang disebabkan oleh Short 2. Melakukan surveillance Sistem risiko sebesar
kesehatan dan kondisi kerja yang berbahaya Term Manajemen K3 berbasis ISO Rp573.521.578
keselamatan dapat menyebabkan 45001:2018 Incurring risk
kerja dampak reputasi yang 3. Pemberian Alat Pelindung Diri treatment
Potential for besar dan mengakibatkan yang sesuai dengan SNI, serta costs of
occupational denda dari pihak regulator pemenuhan kelengkapan K3 IDR573,521,578
health serta pemberian sanksi 1. Conducting periodic outreach
and safety perusahaan oleh pemerintah regarding OHS
problems The potential for increased 2. Conducting surveillance of
fatalities in the workplace or the ISO 45001:2018-based OHS
those caused by hazardous Management System
working conditions could 3. Provision of Personal Protective
have significant reputational Equipment in line with SNI, as well
impact and result in as fulfillment of OHS requirements
fines from regulators and
government sanctions
against the company.
Potensi tidak Risiko yang terjadi akibat ESG Rating tidak sesuai Medium 1. Mengadakan sosialisasi dan Menimbulkan 49
mencapai ketidakpuasan masyarakat dengan rencana Term workshop mengenai perhitungan biaya perlakuan
standar terhadap dampak sosial ESG Rating not according to Medium program TJSL menggunakan risiko sebesar
Environmental, pembangunan infrastruktur, plan Term perhitungan SROI Rp400.000.000
Social, and seperti penggusuran atau 2. Pertemuan dan diskusi rutin dari Incurring risk
Governance gangguan lingkungan sekitar, level tertinggi Key Stakeholder treatment
(ESG) yang Kurangnya inisiatif untuk dan pelaksanaan program CSR di costs of
diharapkan pemberdayaan masyarakat daerah sekitar jalan tol IDR400,000,000
oleh pemangku setempat atau pelibatan 1. Conducting socialization and
kepentingan dalam pengembangan workshops on calculating TJSL
dan lembaga infrastruktur programs using SROI calculations
pemeringkat 2. Pertemuan dan diskusi rutin dari
Potential to fail Risks that occur due to level tertinggi Key Stakeholder
in achieving the community dissatisfaction dan pelaksanaan program CSR di
Environmental, with the social impacts of daerah sekitar jalan tol
Social, and infrastructure development,
Governance such as evictions or
(ESG) standards disturbances to the
expected by surrounding environment,
stakeholders lack of initiatives to
and rating empower local communities
agencies or involvement in
infrastructure development.
Potensi Risiko terkait dengan Pelanggaran ketentuan Short 1. Mengoptimalkan penanaman Menimbulkan
kegagalan kurangnya kualifikasi kepatuhan Term budaya risiko biaya perlakuan
implementasi dan kompetensi personil Violation of compliance Short 2. Melakukan penyusunan Sistem risiko sebesar
roadmap Manajemen Risiko, provisions Term Manajemen Kelangsungan Usaha Rp2.694.727.500
manajemen Perubahan prioritisasi bisnis (SMKU) atau Business Continuity Incurring risk
risiko dari pemegang saham, Management System (BCMS). treatment
Potential Perubahan kebijakan 1. Optimizing the cultivation of risk costs of
failure of risk Risks related to lack culture IDR2,694,727,500
management of qualifications and 2. Conducting the preparation of a
roadmap competence of Risk Business Continuity Management
implementation Management personnel, System (BCMS).
Changes in business
priorities of shareholders,
Changes in policies
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Tabel Peluang Keberlanjutan dan Perubahan Iklim
Sustainability and Climate Change Opportunity Table
Tipe Peluang Peluang Perubahan Iklim Potensi Implikasi Finansial
Opportunity Types Climate Change Types Financial Implication Potentials
Ekonomi / Economy
Jalan tol kelolaan Peningkatan jalan tol kelolaan Jasa Marga Peningkatan pendapatan Perseroan
Managed toll roads Improvement of toll roads managed by Jasa Marga Increase in Company income
Akses Pembiayaan Penerbitan green bond/sustainability-linked loan untuk proyek rendah emisi Cost of fund lebih rendah, basis investor
Access to Financing Issuance of green bonds/sustainability-linked loans for low-emission lebih luas
projects Lower cost of funds, wider investor base
Diversifikasi Pendapatan Pengembangan rest area hijau, EV charging station Sumber pendapatan baru, peningkatan
Revenue Diversification Development of green rest areas, EV charging stations trafik & pendapatan non-tol
New sources of income, increased traffic
and non-toll revenues
Lingkungan / Environment
Efisiensi penggunaan Implementasi sistem manajemen energi yang lebih efisien dan sumber Pengurangan Biaya Operasional
sumber daya energi terbarukan dapat mengurangi biaya operasional jangka panjang. Reduction of Operational Costs
Efficient use of Implementing more efficient energy management systems and renewable
resources energy sources can reduce long-term operational costs.
Daur ulang material perkerasan, pemanfaatan kembali material sisa Efisiensi biaya material, citra keberlanjutan
Recycling of pavement materials, reuse of waste materials meningkat
Material cost efficiency, increased
sustainability image
Sumber Energi Penggunaan energi terbarukan, sistem lampu LED hemat energi. Penurunan biaya energi jangka panjang,
Energy Source Use of renewable energy, energy-saving LED lighting system peningkatan margin EBITDA
Long-term energy cost reduction, EBITDA
50 margin improvement
Produk dan Jasa Keterlibatan dalam proyek-proyek hijau dan keberlanjutan dapat Kemitraan dan Kolaborasi Baru
Products and Services membuka peluang untuk bermitra dengan perusahaan lain, organisasi New Partnerships and Collaborations
nirlaba, dan pemerintah
Involvement in green and sustainability projects can open up
opportunities to partner with other companies, non-profit organizations,
and governments.
Menyediakan fitur pelacakan emisi karbon bagi pengguna jalan tol. Peningkatan reputasi dan kepercayaan publik
Providing carbon emission tracking features for toll road users. Improved reputation and public trust
Pasar Fokus pada keberlanjutan dan manajemen risiko iklim dapat membuka Penetrasi Pasar Baru
Market peluang untuk masuk ke pasar baru yang lebih sadar lingkungan, baik di New Market Penetration
dalam negeri maupun internasional.
Focusing on sustainability and climate risk management can open up
opportunities to enter new, more environmentally conscious markets,
both domestically and internationally.
Ketahanan Desain jalan tol tahan banjir, peningkatan drainase, material tahan panas. Pengurangan biaya perbaikan pascabencana
Resilience Flood-resistant toll road design, drainage improvements, heat-resistant Reduced post-disaster repair costs
materials
Sosial / Social
Mitra Binaan Peningkatan jumlah mitra binaan. Peningkatan Reputasi, Kepercayaan
Fostered Partners Increasing the number of fostered partners. Publik, Peningkatan Pendapatan
Improved Reputation, Public Trust,
Increased Revenue
Kepuasan pelanggan Peningkatan kepuasan pengguna jalan tol Peningkatan pendapatan
Customer satisfaction Increasing toll road user satisfaction Increased Revenue
Keselamatan & Infrastruktur lebih aman saat cuaca ekstrem (kabut, hujan lebat, panas Penurunan klaim asuransi & biaya
Kenyamanan ekstrem) kecelakaan
Safety & Comfort Infrastructure is safer during extreme weather (fog, heavy rain, extreme Reduction in insurance claims and
heat) accident costs
Hubungan Pemangku Program pemberdayaan masyarakat sekitar proyek hijau Pengurangan risiko sosial &
Kepentingan Community empowerment program around the green project keterlambatan proyek
Stakeholder Relations Reduced social risks & project delays
Reputasi & Lisensi Transparansi ESG dan komitmen terhadap perubahan iklim Peningkatan valuasi perusahaan &
Sosial ESG transparency and commitment to climate change kepercayaan investor
Reputation & Social Increased company valuation and investor
License confidence
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Strategi Kinerja Ekonomi Economic Performance Strategy
Potensi tidak didapatnya kompensasi pengakhiran JMB The potential for not receiving compensation for the
merupakan risiko terkait kinerja ekonomi Perseroan. Strategi termination of the JMB is a risk related to the Company’s
yang diterapkan Perseroan untuk mengantisipasi hal tersebut, economic performance. The Company’s strategy to anticipate
Perseroan memperkuat koordinasi dan komunikasi bersama this is to strengthen coordination and communication with
para pemangku kepentingan terkait guna memastikan relevant stakeholders to ensure the progress of construction
progres pembangunan dan pengoperasian fasilitas yang and operation of facilities that support traffic generation on
mendukung bangkitan lalu lintas (lalin) di jalan tol dapat toll roads can proceed according to plan. This effort is being
berjalan sesuai rencana. Upaya ini dilakukan untuk menjaga made to maintain traffic volume stability, optimize toll road
stabilitas volume lalu lintas, mengoptimalkan kinerja ruas tol, performance, and maintain the Company’s long-term revenue
serta mempertahankan keberlanjutan pendapatan Perseroan sustainability.
dalam jangka panjang.
Strategi Anti Korupsi Anti-Corruption Strategy
Potensi adanya kasus penyuapan dan/atau konflik kepentingan The potential for bribery cases and/or conflicts of interest
yang melibatkan Jasa Marga masuk ke dalam risiko terkait involving Jasa Marga is included in the risks related to corruption
korupsi/fraud di Perseroan. Untuk memitigasi risiko tersebut, in the Company. To mitigate these risks, the Company ensures
Perseroan memastikan pelaksanaan identifikasi dan pengecekan the implementation of regular identification and checking of
secara berkala terhadap potensi risiko penyuapan/fraud yang potential bribery risks that may arise from each business process
dapat timbul dari setiap proses bisnis di unit kerja dalam in the work unit in the bribery risk assessment document,
dokumen penilaian risiko penyuapan yang terintegrasi dengan and consistently organizes programs to increase employee
penilaian anti fraud, serta secara konsisten menyelenggarakan understanding regarding anti-bribery policies and compliance
program peningkatan pemahaman bagi pegawai terkait with the requirements of the ISO 37001 Anti-Bribery Management 51
kebijakan anti-penyuapan serta pemenuhan persyaratan System standard, in order to strengthen the culture of integrity
standar Sistem Manajemen Anti Penyuapan ISO 37001 : 2016, and compliance across all lines of the organization. Corruption
guna memperkuat budaya integritas dan kepatuhan di seluruh risk management has also been stated in the Joint Decree of
lini organisasi. Pengelolaan risiko korupsi juga telah tertuang the Board of Commissioners and Directors Number: KEP-153/
dalam Keputusan Bersama Dewan Komisaris dan Direksi Nomor: IX/2025 and 134/KPTS/2025 concerning the Anti-Bribery Policy of
KEP-153/IX/2025 dan 134/KPTS/2025 tentang Kebijakan Anti PT Jasa Marga (Persero) Tbk as well as the Decree of the Board
Penyuapan PT Jasa Marga (Persero) Tbk serta Keputusan Direksi of Directors Number: 164/KPTS/2025 concerning the Anti-Bribery
Nomor: 164/KPTS/2025 tentang Manual Sistem Manajemen Anti Management System Manual of PT Jasa Marga (Persero) Tbk.
Penyuapan PT Jasa Marga (Persero) Tbk.
Strategi Perubahan Iklim Climate Change Strategy
Terkait net zero, pemerintah memiliki komitmen dan target Regarding net zero, the government has a commitment and
nasional net zero emission di tahun 2060. Jasa Marga dapat national target of net zero emissions by 2060. Jasa Marga
mengidentifikasi lebih lanjut bagaimana peran Perusahaan can further identify how the company can support this
untuk mendukung kebijakan tersebut. Beberapa strategi policy. Some strategies to consider include direct emission
yang dapat dipertimbangkan meliputi pengurangan emisi reduction, energy efficiency, renewable energy use, carbon
langsung, efisiensi energi, penggunaan energi terbarukan, budgeting, the use of environmentally friendly materials, and
anggaran karbon (carbon budget), penggunaan material other sustainability initiatives.
ramah lingkungan, dan inisiatif keberlanjutan lainnya.
Selain itu, terdapat Peraturan Presiden No. 111 tahun 2022 Furthermore, Presidential Regulation No. 111 of 2022
tentang Pelaksanaan Pencapaian Tujuan Pembangunan concerning the Implementation of Sustainable Development
Berkelanjutan yang menunjukkan Komitmen Indonesia Goals demonstrates Indonesia’s commitment to achieving
untuk mencapai 17 SDGs yang telah disepakati secara global. the 17 globally agreed-upon SDGs. In addition to government
Selain concern atau arahan dari pemerintah, Jasa Marga juga concerns and directives, Jasa Marga can also consider
dapat mempertimbangkan concern dari sisi investor dan concerns from investors and other stakeholders.
stakeholder lainnya.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
NON EXHAUSTIVE
• Environmental, Health, and Safety • Penerapan ESG untuk mendapatkan
(EHS) Guidelines untuk jalan tol alternatif pendanaan green financing
oleh IFC Concern • Inovasi untuk proyek-proyek green
Concern Investor Stakeholder Lainnya
• Sustainable Development Goals infrastructure
Concern Investor Other Stakeholder
(SDGs) • Penggunaan teknologi ramah
Concerns
• Global Reporting Initiative (GRI) lingkungan
• ISO 14001 (Environmental • Tren sustainability/ESG global
Management System) dan ISO Strategi
• Implementation of ESG to Obtain
45001 (Occupational Health and Roadmap Alternative Green Financing
Safety Management Syste) ESG • Innovation for Green Infrastructure
• International Road Assessment Projects
Programme (iRAP) • Use of Environmentally Friendly
Technologies
• Global ESG Sustainability Trends
• Roadmap Jalan Tol Berkelanjutan Kementerian PUPR
• Kerangka Kerja dan Manual ESG Kementerian Keuangan Concern Pemerintah
• Pedoman Asesmen ESG BUMN oleh BPKP Government Concerns
• Enhanced Nationally Determined Contribution (NDC) Indonesia
• Target net zero nasional di 2060
• Ministry of Public Works and Public Housing’s Sustainable Toll Road
Roadmap
• Ministry of Finance’s ESG Framework and Manual
• State-Owned Enterprises’ ESG Assessment Guidelines by the Financial and
Development Supervisory Agency (BPKP)
• Indonesia’s Enhanced Nationally Determined Contribution (NDC)
• National Net Zero Target by 2050
52 Di samping itu, strategi Perseroan dalam memitigasi In addition, the Company’s strategy in mitigating climate
perubahan iklim yaitu Perseroan telah menetapkan roadmap change is that the Company has established a net-zero
net zero emission yang akan dicapai di tahun 2025. Perseroan emission roadmap to be achieved by 2025. The Company has
memiliki beberapa skenario dalam mencapai net zero several scenarios for achieving net-zero emissions as outlined
emission sebagaimana disampaikan pada Aspek Emisi di in the Emissions Aspect in this Sustainability Report. The
dalam Laporan Keberlanjutan ini. Adapun skenario yang telah scenarios that the Company has established are as follows:
ditetapkan Perseroan sebagai berikut:
1. Skenario NZE 1 Berdasarkan Persentase dari Dana CSR 1. NZE Scenario 1 Based on Percentage of CSR Funds
2. Skenario NZE 2 Berdasarkan Persentase dari Akumulasi 2. NZE Scenario 2 Based on Percentage of Accumulated
Emisi per Tahun Emissions per Year
3. Skenario NZE 3 Berdasarkan Persentase dari Akumulasi 3. NZE Scenario 3 Based on Percentage of Accumulated
Emisi sampai dengan Tahun 2050 Emissions until 2050
Namun demikian, saat ini Perseroan belum memiliki However, the Company currently does not have a developed
rencana transisi perubahan iklim (climate transition plan) climate transition plan, including a target for phasing out fossil
yang tersusun termasuk penetapan target penghentian fuels or other climate change mitigation targets. The Company
penggunaan bahan bakar fosil maupun target mitigasi has implemented various environmental management,
perubahan iklim lainnya. Langkah yang dilakukan Perseroan energy efficiency, and emissions control initiatives as part of
saat ini yaitu Perseroan telah melaksanakan berbagai inisiatif its commitment to sustainable business practices and climate
pengelolaan lingkungan, efisiensi energi, dan pengendalian change risk management.
emisi sebagai bagian dari komitmen terhadap praktik bisnis
berkelanjutan dan pengelolaan risiko perubahan iklim.
Saat ini Perseroan berada pada tahap pengkajian awal untuk The Company is currently in the initial assessment phase to
mengembangkan rencana transisi yang terintegrasi dengan develop a transition plan integrated with its business and
strategi bisnis dan keberlanjutan. Proses ini mencakup sustainability strategies. This process includes strengthening
penguatan tata kelola, peningkatan kualitas data emisi, governance, improving emissions data quality, identifying
identifikasi risiko dan peluang iklim, serta kajian metodologi climate risks and opportunities, and reviewing relevant
dan penetapan target yang relevan. Dalam pengembangannya, methodologies and setting targets. In developing this plan, the
Perusahaan mempertimbangkan prinsip just transition, Company considers the principle of just transition, including
termasuk dampak terhadap pekerja, komunitas lokal, dan impacts on workers, local communities, and the environment,
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
lingkungan hidup, dengan melibatkan pemangku kepentingan by engaging stakeholders through established mechanisms.
melalui mekanisme yang telah berjalan. Penyusunan rencana The climate change transition plan is planned for 2026.
transisi perubahan iklim direncanakan akan dilakukan pada
tahun 2026.
Hingga tahun 2025, Perseroan juga belum memiliki rencana As of 2025, the Company did not have a formally documented
adaptasi perubahan iklim yang terdokumentasi secara formal. climate change adaptation plan yet. It was because the
Hal ini disebabkan karena Perseroan masih berada pada tahap Company was still in the process of strengthening the
penguatan identifikasi risiko dan peluang perubahan iklim identification of climate change risks and opportunities
serta integrasinya ke dalam manajemen risiko perusahaan and integrating them into the company’s risk management
secara lebih sistematis. Meskipun demikian, Perseroan telah in a more systematic manner. Although the Company had
mengidentifikasi peluang dan risiko perubahan iklim dari identified climate change opportunities and risks from
aspek ekonomi, lingkungan, dan sosial, termasuk potensi economic, environmental, and social perspectives, including
dampak operasional terhadap keanekaragaman hayati, potential operational impacts on biodiversity, these studies
namun kajian tersebut belum terintegrasi dalam kerangka had not yet been integrated into a comprehensive and
adaptasi yang komprehensif dan terstruktur. Saat ini, structured adaptation framework. Currently, the Company is
Perseroan sedang mempersiapkan penyusunan kerangka preparing to develop a climate change adaptation framework
adaptasi perubahan iklim melalui penguatan analisis risiko by strengthening physical risk analysis and assessing impacts
fisik dan kajian dampak terhadap manusia dan lingkungan. on humans and the environment. The development of the
Penyusunan rencana adaptasi perubahan iklim ditargetkan climate change adaptation plan is targeted for 2026, so by the
dilakukan pada tahun 2026, sehingga pada akhir tahun end of that year it is expected that a more comprehensive
tersebut diharapkan telah tersedia kerangka adaptasi yang adaptation framework will be available, including the
lebih komprehensif, termasuk penetapan tata kelola, target, establishment of governance, targets, and implementation
dan mekanisme implementasinya. mechanisms.
53
Strategi Pelatihan dan Pendidikan Training and Education Strategy
Potensi kegagalan implementasi roadmap manajemen risiko The potential for failure in implementing the risk management
yaitu risiko terkait dengan dibutuhkannya peningkatan roadmap is the risk related to the need to improve employee
kompetensi karyawan. Strategi Perseroan dalam memitigasi competency. The Company’s strategy to mitigate this risk is to
risiko tersebut yaitu Perseroan mengoptimalkan penanaman optimize the installation of a risk culture through increased
budaya risiko melalui peningkatan awareness, sosialisasi awareness, policy dissemination, and strengthening the
kebijakan, serta penguatan peran manajemen dalam role of management in encouraging compliance with
mendorong kepatuhan terhadap prinsip manajemen risiko. risk management principles. In addition, the Company
Selain itu, Perseroan melakukan penyusunan dan penguatan is developing and strengthening its Business Continuity
Sistem Manajemen Kelangsungan Usaha (SMKU) atau Business Management System (BCMS) to ensure organizational
Continuity Management System (BCMS) guna memastikan preparedness in facing potential operational disruptions and
kesiapsiagaan organisasi dalam menghadapi potensi maintaining the continuity of business processes.
gangguan operasional serta menjaga keberlangsungan proses
bisnis secara berkelanjutan.
Strategi Kesehatan dan Keselamatan Kerja Occupational Health and Safety Strategy
Potensi terjadinya gangguan kesehatan dan keselamatan The potential for occupational health and safety problems
kerja timbul akibat paparan bahaya di lingkungan kerja, arises from exposure to hazards in the work environment,
ketidaksesuaian prosedur operasional, maupun kurangnya non-compliance with operational procedures, and a lack of
kesadaran terhadap aspek Keselamatan dan Kesehatan Kerja awareness of Occupational Health and Safety (OHS) aspects.
(K3). Oleh karena itu, Perseroan telah menetapkan berbagai Therefore, the Company has implemented various mitigation
langkah mitigasi untuk memastikan terciptanya lingkungan measures to ensure a safe and healthy work environment.
kerja yang aman dan sehat.
Upaya yang dilakukan antara lain melaksanakan sosialisasi Efforts undertaken include conducting periodic socialization
dan edukasi terkait K3 secara periodik kepada seluruh pekerja and education related to OHS to all workers to improve
guna meningkatkan pemahaman dan kepatuhan terhadap understanding and compliance with work safety procedures.
prosedur keselamatan kerja. Perusahaan juga melakukan The Company also conducts surveillance activities on the
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
kegiatan surveillance terhadap penerapan Sistem Manajemen implementation of the OHS Management System based on
K3 berbasis ISO 45001:2018 untuk memastikan sistem berjalan ISO 45001:2018 to ensure the system is running effectively
efektif dan sesuai dengan standar yang berlaku. Selain itu, and in line with applicable standards. In addition, the
Perusahaan menyediakan Alat Pelindung Diri (APD) yang Company provides Personal Protective Equipment (PPE) that
memenuhi Standar Nasional Indonesia (SNI) serta memastikan meets the Indonesian National Standard (SNI) and ensures
pemenuhan kelengkapan sarana dan prasarana K3 di seluruh the completeness of OHS facilities and infrastructure in
unit kerja. Sebagai langkah preventif yang terstruktur, all business units. As a structured preventive measure, the
Perusahaan telah menerapkan HIRADC (Hazard Identification, Company has implemented HIRADC (Hazard Identification,
Risk Assessment, and Determining Control) di setiap unit kerja Risk Assessment, and Determining Control) in each business
untuk mengidentifikasi potensi bahaya, melakukan penilaian unit to identify potential hazards, assess risk levels, and
tingkat risiko, serta menetapkan langkah pengendalian yang establish appropriate control measures to prevent and
tepat guna mencegah dan memitigasi dampak keselamatan mitigate significant occupational safety and health impacts.
dan kesehatan kerja yang signifikan.
Dalam merancang strategi K3, Perseroan mempertimbangkan In designing its OHS strategy, the Company considers trade-
trade-offs antara risiko operasional dan peluang peningkatan offs between operational risks and opportunities to improve
produktivitas serta kesejahteraan karyawan. Penerapan productivity and employee well-being. Implementing stricter
prosedur k3 yang lebih ketat di area jalan tol atau pemeliharaan OHS procedures in toll road areas or maintaining them
jalan tol akan menambah waktu dan biaya operasional, will increase operational time and costs, but this is offset
namun langkah ini diimbangi dengan pengurangan risiko by reducing the risk of accidents and injuries, increasing
kecelakaan dan cedera, peningkatan kepuasan serta loyalitas employee satisfaction and loyalty, and creating a safer and
karyawan, dan terciptanya budaya kerja yang lebih aman dan more sustainable work culture.
berkelanjutan.
54 Strategi Kesehatan dan Keselamatan Customer Health and Safety Strategy
Pelanggan
Potensi terjadinya gangguan kesehatan dan keselamatan The potential for disruption to customer health and safety is
pelanggan merupakan risiko yang dapat memengaruhi a risk that could impact the comfort, safety, and confidence of
kenyamanan, keamanan, serta kepercayaan pengguna jalan toll road users in the Company’s services. This risk can arise
tol terhadap layanan Perseroan. Risiko ini dapat muncul from deteriorating road pavement conditions, inadequate
akibat kondisi perkerasan jalan yang menurun, kurangnya lighting, or traffic disorder, including overloaded vehicles,
penerangan, atau ketidaktertiban lalu lintas, termasuk which can accelerate road damage and increase the potential
kendaraan overload yang berisiko mempercepat kerusakan for accidents.
jalan dan meningkatkan potensi kecelakaan.
Untuk memitigasi risiko tersebut, Perseroan melaksanakan To mitigate these risks, the Company implements Scrapping
Scrapping Filling Overlay (SFO) dan rekonstruksi perkerasan, Filling Overlay (SFO) and pavement reconstruction, as well as
program peningkatan estetika dan beautifikasi jalan tol, toll road aesthetic improvement and beautification programs,
serta penerangan jalan yang memadai. Selain itu, Perseroan and adequate street lighting. Furthermore, the Company
rutin melakukan operasi terpadu bekerja sama dengan Dinas routinely conducts integrated operations in collaboration
Perhubungan dan Kepolisian untuk menertibkan kendaraan with the Transportation Agency and the Police to regulate
overload dan membangun budaya tertib berlalu lintas, overloaded vehicles and foster a culture of orderly traffic,
sehingga kondisi jalan tol tetap aman, lancar, dan nyaman ensuring that toll road conditions remain safe, smooth, and
bagi seluruh pengendara. comfortable for all drivers.
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Dalam pengelolaan jalan tol, Perseroan menyeimbangkan In managing toll roads, the Company balances user safety
risiko keselamatan pengguna dengan efisiensi layanan dan risks with service efficiency and travel comfort. Implementing
kenyamanan perjalanan. Melalui penerapan pengaturan speed controls, adding road markings, and routine
kecepatan, penambahan marka jalan, dan pemeliharaan rutin maintenance can increase operational costs and time, but
dapat menambah biaya operasional dan waktu pengerjaan, provide benefits in the form of reduced accident potential,
tetapi memberikan manfaat berupa pengurangan potensi increased user confidence, and a safe and comfortable driving
kecelakaan, peningkatan kepercayaan pengguna, dan experience for the public. This decision demonstrates the
terciptanya pengalaman berkendara yang aman dan nyaman trade-offs between public safety and operational costs.
bagi masyarakat. Keputusan ini menunjukkan pertimbangan
trade-offs antara keselamatan publik dan biaya operasional.
Strategi Masyarakat Lokal Local Community Strategy
Potensi tidak mencapai standar ESG yang diharapkan oleh The potential for not achieving ESG standards expected
pemangku kepentingan dan lembaga pemeringkat merupakan by stakeholders and rating agencies is a risk that arises
risiko yang timbul sebagai akibat ketidakpuasan masyarakat from community dissatisfaction with the social impacts of
terhadap dampak sosial pembangunan infrastruktur, seperti infrastructure development, such as evictions or disturbances
penggusuran atau gangguan lingkungan sekitar, Kurangnya to the surrounding environment. Lack of initiatives for local
inisiatif untuk pemberdayaan masyarakat setempat atau community empowerment or involvement in infrastructure
pelibatan dalam pengembangan infrastruktur. Oleh karenanya, development. Therefore, this risk is categorized as a topic
risiko ini dikategorikan sebagai topik terkait masyarakat lokal. related to local communities. The Company’s strategy in
Strategi Perseroan dalam memitigasi risiko terkait masyarakat mitigating risks related to local communities is to hold
lokal yaitu dengan mengadakan sosialisasi dan workshop socialization and workshops related to the calculation
terkait perhitungan program TJSL dengan menggunakan of the TJSL program using the SROI approach to ensure
pendekatan SROI guna memastikan efektivitas dan dampak the effectiveness and real impact of the program on the 55
nyata program bagi masyarakat. Selain itu, Perseroan secara community. In addition, the Company regularly holds
rutin menyelenggarakan pertemuan dan diskusi dengan meetings and discussions with key stakeholders at various
pemangku kepentingan kunci pada berbagai tingkatan, serta levels, as well as implementing CSR programs in areas around
melaksanakan program CSR di wilayah sekitar jalan tol untuk toll roads to strengthen relationships with the community,
memperkuat hubungan dengan masyarakat, meningkatkan increase local economic empowerment, and minimize the
pemberdayaan ekonomi lokal, dan meminimalkan potensi potential for social conflict.
konflik sosial.
Dalam pelaksanaan program TJSL, Perseroan In implementing its CSR program, the Company considers trade-
mempertimbangkan trade-offs antara alokasi anggaran offs between budget allocation for social and environmental
untuk program sosial dan lingkungan dengan manfaat jangka programs and long-term benefits for the community and
panjang bagi masyarakat dan reputasi perusahaan. Misalnya, the company’s reputation. For example, investments in local
investasi pada pelatihan masyarakat lokal, pengembangan community training, MSME development, and health programs
UMKM, dan program kesehatan dapat meningkatkan biaya dan may increase costs and resource requirements, but provide
sumber daya yang dibutuhkan, tetapi memberikan peluang opportunities to improve community well-being, strengthen
untuk meningkatkan kesejahteraan masyarakat, memperkuat stakeholder relationships, and support sustainable social and
hubungan dengan pemangku kepentingan, serta mendukung economic growth in the Company’s operational areas.
pertumbuhan sosial dan ekonomi yang berkelanjutan di
wilayah operasional Perseroan.
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About Report Sustainability Strategy Sustainability Performance Highlight
Policy Commitment [GRI 2-23, GRI 2-24]
Policy Commitment
Perseroan memiliki komitmen untuk mematuhi seluruh Jasa Marga is committed to upholding compliance with
ketentuan peraturan, baik nasional maupun internasional, applicable national and international regulations that govern
yang relevan dengan kegiatan usahanya. Dalam menjalankan its business operations. The international regulations that
operasional bisnis, Perseroan mengacu pada berbagai form the basis for the Company in carrying out its business
standar internasional, antara lain United Nations (UN) Guiding activities include the United Nations (UN) Guiding Principles
Principles on Business and Human Rights serta Konvensi Inti on Business and Human Rights and the Core Conventions of
International Labour Organization (ILO), yang meliputi: the International Labour Organization (ILO), which includes:
1. Konvensi ILO No. 29 Tentang Penghapusan Kerja Paksa 1. ILO Convention No. 29 on the Abolition of Forced Labor
2. Konvensi ILO No. 87 Tentang Kebebasan Berserikat dan 2. ILO Convention No. 87 on Freedom of Association and
Perlindungan Hak Untuk Berorganisasi Protection of the Right to Organize
3. Konvensi ILO No. 98 Tentang Hak Berorganisasi dan 3. ILO Convention No. 98 on the Right to Organize and to
Melakukan Perundingan Bersama Bargain Collectively
4. Konvensi ILO No. 100 Tentang Pemberian Upah Yang Sama 4. ILO Convention No. 100 on Equal Remuneration for Male
Bagi Para Pekerja Pria dan Wanita and Female Workers
5. Konvensi ILO No. 105 Tentang Penghapusan Semua Bentuk 5. ILO Convention No. 105 on the Elimination of All Forms of
Kerja Paksa Forced Labor
6. Konvensi ILO No. 111 Tentang Diskriminasi Dalam Pekerjaan 6. ILO Convention No. 111 on Discrimination in Respect of
dan Jabatan Employment and Occupation
7. Konvensi ILO No. 138 Tentang Usia Minimum Untuk 7. ILO Convention No. 138 on Minimum Age for Admission to
56 Diperbolehkan Bekerja Employment
8. Konvensi ILO No. 169 Tentang Masyarakat Hukum Adat 8. ILO Convention No. 169 on Indigenous and Tribal
Communities
9. Konvensi ILO No. 182 Tentang Pelarangan dan Tindakan 9. ILO Convention No. 182 On the Prohibition and Immediate
Segera Penghapusan Bentuk-Bentuk Pekerjaan Terburuk Action for the Elimination of the Worst Forms of Child
Untuk Anak Labour
10. Konvensi ILO No. 190 Tentang Kekerasan dan Pelecehan di 10. ILO Convention No. 190 Concerning Violence and
Dunia Kerja Harassment in the World of Work
Selanjutnya, Perseroan juga senantiasa mematuhi berbagai Furthermore, the Company also always complies with various
aturan perundang-undangan nasional di antaranya: national laws and regulations, including:
1. Undang-Undang No. 1 Tahun 1970 tentang Keselamatan 1. Law no. 1 of 1970 concerning Work Safety;
Kerja;
2. Undang-Undang Nomor 8 Tahun 1995 tentang Pasar 2. Law Number 8 of 1995 concerning Capital Markets as
Modal sebagaimana diubah terakhir dengan Undang- last amended by Law Number 4 of 2023 concerning
Undang Nomor 4 Tahun 2023 tentang Pengembangan dan Development and Strengthening of the Financial Sector;
Penguatan Sektor Keuangan;
3. Undang-Undang Nomor 8 Tahun 1999 tentang 3. Law Number 8 of 1999 concerning Consumer Protection;
Perlindungan Konsumen;
4. Undang-Undang Nomor 31 Tahun 1999 tentang 4. Law Number 31 of 1999 concerning the Eradication of
Pemberantasan Tindak Pidana Korupsi sebagaimana telah Criminal Acts of Corruption as amended by Law Number
diubah dengan Undang-Undang Nomor 20 Tahun 2001 20 of 2001 concerning Amendments to Law Number 31
tentang Perubahan atas Undang-Undang Nomor 31 Tahun of 1999 concerning the Eradication of Criminal Acts of
1999 tentang Pemberantasan Tindak Pidana Korupsi ; Corruption;
5. Undang-Undang Nomor 13 tahun 2003 tentang 5. Law Number 13 of 2003 concerning Manpower as last
Ketenagakerjaan sebagaimana diubah terakhir dengan amended by Law Number 6 of 2023 concerning the
Undang-Undang Nomor 6 Tahun 2023 tentang Penetapan Stipulation of Government Regulation in Lieu of Law
Peraturan Pemerintah Pengganti Undang-Undang Nomor Number 2 of 2022 concerning Job Creation into Law;
2 Tahun 2022 tentang Cipta Kerja menjadi Undang-Undang;
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6. Undang-Undang Nomor 19 Tahun 2003 tentang Badan 6. Law Number 19 of 2003 concerning State-Owned
Usaha Milik Negara sebagaimana diubah terakhir dengan Enterprises as last amended by Law Number 16 of 2025
Undang-Undang Nomor 16 Tahun 2025 tentang Perubahan concerning the Fourth Amendment to Law Number 19 of
Keempat Atas Undang-Undang Nomor 19 Tahun 2003 2003 concerning State-Owned Enterprises;
tentang Badan Usaha Milik Negara;
7. Undang-Undang Nomor 38 Tahun 2004 tentang Jalan 7. Law Number 38 of 2004 concerning Roads as last amended
sebagaimana diubah terakhir dengan Undang-Undang by Law Number 6 of 2023 concerning the Stipulation of
Nomor 6 Tahun 2023 tentang Penetapan Peraturan Government Regulation in Lieu of Law Number 2 of 2022
Pemerintah Pengganti Undang-Undang Nomor 2 Tahun concerning Job Creation into Law;
2022 tentang Cipta Kerja menjadi Undang-Undang;
8. Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan 8. Law Number 40 of 2007 concerning Limited Liability
Terbatas sebagaimana diubah terakhir dengan Undang- Companies as last amended by Law Number 6 of 2023
Undang Nomor 6 Tahun 2023 tentang Penetapan Peraturan concerning the Stipulation of Government Regulation in
Pemerintah Pengganti Undang-Undang Nomor 2 Tahun Lieu of Law Number 2 of 2022 concerning Job Creation into
2022 tentang Cipta Kerja menjadi Undang-Undang; Law;
9. Undang-Undang Nomor 11 Tahun 2008 tentang Informasi 9. Law Number 11 of 2008 concerning Electronic Information
dan Transaksi Elektronik sebagaimana diubah dengan and Transactions as amended by Law Number 1 of 2024
Undang-Undang Nomor 1 Tahun 2024 tentang Perubahan concerning the Second Amendment to Law Number 11 of
Kedua atas Undang-Undang Nomor 11 Tahun 2008 tentang 2008 concerning Electronic Information and Transactions;
Informasi dan Transaksi Elektronik;
10. Undang-Undang Nomor 14 Tahun 2008 tentang 10. Law Number 14 of 2008 concerning Public Information
Keterbukaan Informasi Publik; Disclosure;
11. Undang-Undang Nomor 22 Tahun 2009 tentang Lalu Lintas 11. Law Number 22 of 2009 concerning Traffic and Road
dan Angkutan Jalan sebagaimana diubah terakhir dengan Transportation as last amended by Law Number 6 of 2023
Undang-Undang Nomor 6 Tahun 2023 tentang Penetapan concerning the Stipulation of Government Regulation in 57
Peraturan Pemerintah Pengganti Undang-Undang Nomor Lieu of Law Number 2 of 2022 concerning Job Creation into
2 Tahun 2022 tentang Cipta Kerja menjadi Undang-Undang; Law;
12. Undang-Undang Nomor 8 Tahun 2010 tentang Pencegahan 12. Law Number 8 of 2010 concerning the Prevention and
dan Pemberantasan Tindak Pidana Pencucian Uang; Eradication of the Crime of Money Laundering;
13. Undang-Undang Nomor 2 Tahun 2012 tentang Pengadaan 13. Law Number 2 of 2012 concerning Land Acquisition
Tanah Bagi Pembangunan untuk Kepentingan Umum for Development in the Public Interest as amended
sebagaimana diubah dengan Undang-Undang Nomor 6 by Law Number 6 of 2023 concerning the Stipulation of
Tahun 2023 tentang Penetapan Peraturan Pemerintah Government Regulation in Lieu of Law Number 2 of 2022
Pengganti Undang-Undang Nomor 2 Tahun 2022 tentang concerning Job Creation into Law;
Cipta Kerja menjadi Undang-Undang;
14. Peraturan Pemerintah Nomor 43 Tahun 2005 tentang 14. Government Regulation Number 43 of 2005 concerning
Penggabungan, Peleburan, Pengambilalihan, dan Mergers, Amalgamations, Acquisitions and Changes in the
Perubahan Bentuk Badan Hukum Badan Usaha Milik Legal Form of State-Owned Enterprises;
Negara;
15. Peraturan Pemerintah Nomor 44 Tahun 2005 tentang 15. Government Regulation Number 44 of 2005 concerning
Tata Cara Penyertaan dan Penatausahaan Modal Negara Procedures for Participation and Administration of State
pada Badan Usaha Milik Negara dan Perusahaan Terbatas Capital in State-Owned Enterprises and Limited Liability
sebagaimana diubah dengan Peraturan Pemerintah Companies as amended by Government Regulation
Nomor 72 Tahun 2016 tentang Perubahan Atas Peraturan Number 72 of 2016 concerning Amendments to Government
Pemerintah Nomor 44 Tahun 2005 tentang Tata Cara Regulation Number 44 of 2005 concerning Procedures for
Penyertaan dan Penatausahaan Modal Negara pada Participation and Administration of State Capital in State-
Badan Usaha Milik Negara dan Perseroan Terbatas; Owned Enterprises and Limited Liability Companies;
16. Peraturan Pemerintah Nomor 45 Tahun 2005 tentang 16. Government Regulation Number 45 of 2005 concerning the
Pendirian, Pengurusan, Pengawasan, dan Pembubaran Establishment, Management, Supervision, and Dissolution
Badan Usaha Milik Negara sebagaimana diubah dengan of State-Owned Enterprises as amended by Government
Peraturan Pemerintah Nomor 23 Tahun 2022 tentang Regulation Number 23 of 2022 concerning Amendments to
Perubahan Atas Peraturan Pemerintah Nomor 45 Tahun Government Regulation Number 45 of 2005 concerning the
2005 tentang Pendirian, Pengurusan, Pengawasan, dan Establishment, Management, Supervision, and Dissolution
Pembubaran Badan Usaha Milik Negara; of State-Owned Enterprises;
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About Report Sustainability Strategy Sustainability Performance Highlight
17. Peraturan Pemerintah No. 50 tahun 2012 tentang 17. Government Regulation No. 50 of 2012 concerning the
Penerapan Sistem Manajemen Keselamatan dan Implementation of the Occupational Safety and Health
Kesehatan Kerja (SMK3) Management System (SMK3)
18. Peraturan Pemerintah Nomor 23 Tahun 2024 tentang Jalan 18. Government Regulation Number 23 of 2024 concerning
Tol; Toll Roads;
19. Peraturan Presiden Nomor 66 Tahun 2020 tentang 19. Presidential Regulation Number 66 of 2020 concerning
Pendanaan Pengadaan Tanah bagi Pembangunan untuk Funding for Land Acquisition for Development in the
Kepentingan Umum dalam Rangka Pelaksanaan Proyek Public Interest in the Context of Implementing National
Strategis Nasional; Strategic Projects;
20. Peraturan Menteri Pekerjaan Umum dan Perumahan 20. Regulation of the Minister of Public Works and Public
Rakyat Nomor 16/PRT/M/2014 Tahun 2014 tentang Standar Housing Number 16/PRT/M/2014 of 2014 concerning
Pelayanan Minimal Jalan Tol; Minimum Service Standards for Toll Roads;
21. Peraturan Menteri Tenaga Kerja No. PER.04/MEN/1987 21. Minister of Manpower Regulation No. PER.04/MEN/1987
tentang Panitia Pembina Keselamatan dan Kesehatan concerning the Occupational Safety and Health Advisory
Kerja Serta Tata Cara Penunjukan Ahli Keselamatan Kerja Committee and Procedures for Appointing Occupational
Safety Experts
Perseroan juga memastikan bahwa proses bisnisnya telah The Company also ensures that its business processes have
mengacu pada standar internasional yang meliputi: referred to international standards including:
1. ISO 9001:2015 Quality Management System 1. ISO 9001:2015 Quality Management System
2. ISO 45001:2018 Occupational Health & Safety Management 2. ISO 45001:2018 Occupational Health & Safety Management
System System
3. ISO 14001:2015 Environmental Management System 3. ISO 14001:2015 Environmental Management System
4. ISO 37001:2016 Anti-Bribery Management System 4. ISO 37001:2016 Anti-Bribery Management System
58 5. ISO 31000:2018 Risk Management 5. ISO 31000:2018 Risk Management
6. ISO 27001:2022 Information Security Management System 6. ISO 27001:2022 Information Security Management System
Berbagai aturan tersebut kemudian diadopsi oleh Perseroan These international and national regulations have been
ke dalam kebijakan internal Perseroan. Berbagai kebijakan internalized by the Company through the development of
internal yang dimiliki telah dilengkapi dengan pelaksanaan internal policies. Various internal policies that are owned
uji tuntas yang bertujuan agar setiap keputusan bisnis yang have been equipped with the implementation of in-depth test
diambil tidak menimbulkan dampak negatif baik dampak which aims to ensure that every business decision taken does
aktual maupun potensial terhadap lingkungan dan sosial. not cause negative impacts, either actual or potential impacts
adapun kebijakan internal dan uji tuntas yang dimiliki on the environment and society. The Company’s internal
Perseroan, sebagai berikut. policies and in-depth test are as follows.
Kebijakan Uji Tuntas Penanggungjawab
Policy In-depth test Person In Charge (PIC)
Pedoman Manajemen Risiko terkait ISO 31000:2018 Risk Management Risk and Quality, Health, Safety & Environment Group
Finansial
Financial Risk Management
Guidelines
Pedoman Benturan Kepentingan ISO 37001:2016 Anti-Bribery Management Human Capital Development Group, Procurement & Fixed
Conflict of Interest Guidelines System, Evaluasi Berkala dan Assessment ESG Asset Group, Legal and Compliance Group
ISO 37001:2016 Anti-Bribery Management
System, Periodic Evaluation and ESG Assessment
Kebijakan dan Pedoman ISO 31000:2018 Risk Management Risk and Quality, Health, Safety & Environment Group
Manajemen Risiko Terintegrasi
Integrated Risk Management Policy
and Guidelines
Pedoman Tata Kelola Perusahaan Evaluasi Berkala dan Assessment ESG Legal and Compliance Group
Company’s Governance Guideline Periodic Evaluation and ESG Assessment
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Kebijakan Uji Tuntas Penanggungjawab
Policy In-depth test Person In Charge (PIC)
Whistleblowing System Evaluasi Berkala dan Assessment ESG Internal Audit Group, Legal and Compliance Group, Human
Periodic Evaluation and ESG Assessment Capital Services Group, Corporate Secretary & Chief
Administration Officer, Risk and Quality, Health, Safety &
Environment Group
Pedoman Penanganan Gratifikasi Evaluasi Berkala dan Assessment ESG Corporate Secretary & Chief Administration Office, Legal
Handling Gratifications Guideline Periodic Evaluation and ESG Assessment and Compliance Group
Kebijakan Anti Penyuapan ISO 37001:2016 Anti-Bribery Management Legal and Compliance Group
Anti-Bribery Policy System, Assessment ESG
Pedoman Perilaku Evaluasi Berkala Strategic Transformation Group, Human Capital Services
Code of Conduct Periodic Evaluation Group, Legal and Compliance Group
Board Manual Evaluasi Berkala dan Assessment ESG Direksi, Dewan Komisaris, Corporate Secretary & Chief
Manual Board Periodic Evaluation and ESG Assessment Administration Officer, Legal and Compliance Group
Directors, Board of Commissioners, Corporate Secretary &
Chief Administration Officer, Legal and Compliance Group
Kebijakan Bidang Mutu, ISO 45001:2018 Occupational Health & Direksi, Dewan Komisaris, Corporate Secretary & Chief
Keselamatan dan Kesehatan Kerja Safety Management System, ISO 14001:2015 Administration Officer, Legal and Compliance Group, Internal
dan Lingkungan Environmental Management System, Audit Group, Risk and Quality, Health, Safety & Environment
Policy on Quality, Occupational Assessment ESG Group, Human Capital Development Group, Concession
Health and Safety, and Environment Business Planning Group, Business Development Group,
Corporate Planning & Portfolio Management Group
Directors, Board of Commissioners, Corporate Secretary &
Chief Administration Officer, Legal and Compliance Group,
Internal Audit Group, Risk and Quality, Health, Safety &
Environment Group, Human Capital Development Group,
Concession Business Planning Group, Business Development
Group, Corporate Planning & Portfolio Management Group
Kebijakan Berperilaku Saling Evaluasi Berkala dan Assessment ESG Risk and Quality, Health, Safety & Environment Group, 59
Menghargai di Tempat Kerja Periodic Evaluation and ESG Assessment Human Capital Development Group
(Respectful Workplace Policy)
Respectful Workplace Policy
Pedoman Pengelolaan dan Evaluasi Berkala Corporate Secretary & Chief Administration Officer
Penyampaian Informasi Perusahaan Periodic Evaluation
Guidelines for Company Information
Management and Delivery.
Kebijakan Hak Asasi Manusia Evaluasi atas pengaduan yang masuk yang Human Capital Services Group
Human Rights Policy terkait dengan HAM
Evaluation of incoming complaints related to
human rights
Selain melaksanakan uji tuntas, Perseroan juga secara In addition to conducting due diligence, the Company also
konsisten menerapkan prinsip kehati-hatian sebagai bentuk consistently applies the precautionary principle as a form of
komitmen untuk mengambil langkah preventif dalam commitment to take preventive measures in preventing and
mencegah serta mengurangi potensi dampak negatif terhadap reducing potential negative impacts on the environment and
lingkungan dan masyarakat. Penerapan prinsip ini tercermin society. The implementation of this principle is reflected in
dalam Kebijakan Bidang Mutu, Keselamatan dan Kesehatan the Policy on Quality, Occupational Safety and Health, and
Kerja, serta Lingkungan yang disahkan oleh Direktur Utama the Environment which was ratified by the President Director
melalui Surat Keputusan Direksi Nomor 94/KPTS/2020 tentang through the Decree of the Board of Directors Number 94/
Kebijakan Mutu, K3, dan Lingkungan di PT Jasa Marga (Persero) KPTS/2020 concerning the Quality, K3, and Environment
Tbk. Melalui kebijakan tersebut, Perseroan menegaskan Policy at PT Jasa Marga (Persero) Tbk. Through this policy, the
komitmennya untuk terus meningkatkan pengoperasian Company affirms its commitment to continuously improve
jalan tol yang aman, nyaman, dan lancar sesuai kebutuhan the safe, comfortable, and smooth operation of toll roads
para pemangku kepentingan, sekaligus menerapkan Sistem according to the needs of stakeholders, while simultaneously
Manajemen Mutu, Keselamatan dan Kesehatan Kerja, dan implementing the Quality, Occupational Safety and Health,
Lingkungan secara efektif. and Environment Management System effectively.
Khususnya terkait penegakkan hak asasi manusia, Perseroan Specifically with regard to the enforcement of human rights,
telah memiliki Respectful Workplace Policy yang tertuang the Company has established a Respectful Workplace Policy as
dalam Surat Keputusan Direksi Nomor: 106/KPTS/2022 tentang stipulated in the Board of Directors Decree No. 106/KPTS/2022
Kebijakan Berprilaku Saling Menghargai di Tempat Kerja concerning the Respectful Workplace Policy and Board of
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(Respectful Workplace Policy) dan Surat Keputusan Direksi Directors Decree No. 82/KPTS/2025 concerning the Human
Nomor: 82/KPTS/2025 tentang Kebijakan Hak Asasi Manusia Rights Policy within PT Jasa Marga (Persero) Tbk; through
(HAM) di Lingkungan PT Jasa Marga (Persero) Tbk. Melalui these policies, the Company ensures equal opportunities
kebijakan ini, Perseroan juga memberikan kesempatan yang for all employees to occupy positions at all levels within
sama kepada seluruh karyawan Perseroan dalam menduduki the organization, regardless of individual characteristics
seluruh tingkat jabatan di Perseroan terlepas dari karakteristik such as ethnicity, race, nationality, skin color, age, religion,
individu masing-masing karyawan baik latar belakang etnis, gender, disability, perspectives, or other personal attributes.
ras, kebangsaan, warna kulit, usia, agama, jenis kelamin, Within the Respectful Workplace Policy, the Company has
disabilitas, sudut pandang maupun karakteristik individu also introduced the Roadster Assertiveness Counseling
lainnya. Di dalam RWP, terdapat layanan Roadster Assertiveness Program (Rosela), designed as a counseling platform to
Counseling Program (Rosela) yang dirancang sebagai sarana assist Jasa Marga Roadsters in adopting more effective and
konseling untuk membantu Roadster Jasa Marga dalam constructive approaches to addressing challenges, both
menentukan cara yang lebih efektif dan konstruktif dalam in the workplace and in their personal lives; this program
menangani permasalahan baik di lingkungan kerja maupun reflects the Company’s commitment to implementing the
kehidupan pribadi. Program ini merupakan bentuk komitmen Respectful Workplace Policy in alignment with the Ministry
Perusahaan dalam mengimplementasikan RWP yang selaras of State-Owned Enterprises’ commitment to fostering a work
dengan Komitmen BP BUMN dalam memastikan terwujudnya environment that is safe, comfortable, respectful, and free
lingkungan kerja yang aman, nyaman, saling menghormati dan from discrimination, harassment, and all forms of violence.
menghargai, serta tentunya bebas dari diskriminasi, pelecehan
dan segala bentuk kekerasan.
Selanjutnya pada Kebijakan HAM, Perseroan berkomitmen Furthermore, under the Human Rights Policy, the Company
untuk mendukung perlindungan dan penghormatan is committed to supporting the protection and respect of
atas HAM dalam setiap aspek bisnis Perusahaan. Untuk human rights in every aspect of its business. To ensure this is
60 memastikan tercapainya hal tersebut, Perusahaan secara achieved, the Company actively implements a series of efforts
aktif mengimplementasi serangkaian upaya dan tindakan, and actions, as follows:
yaitu sebagai berikut:
1. Menetapkan Kebijakan HAM komprehensif yang meliputi 1. Establishing a comprehensive Human Rights Policy that
perlindungan hak Karyawan, pengguna jalan, mitra includes protecting the rights of employees, road users,
kerja, dan masyarakat sekitar, sebagai bentuk upaya work partners, and the surrounding community, as a form
menghormati HAM secara strategis, efektif, dan efisien. of effort to respect human rights strategically, effectively,
and efficiently.
2. Menciptakan lingkungan kerja yang aman, sehat, dan 2. Creating a safe, healthy, and discrimination-free work
bebas diskriminasi bagi karyawan melalui pemenuhan environment for employees by fulfilling rights, protecting
hak, perlindungan kesehatan dan keselamatan kerja, occupational health and safety, social security, and equal
jaminan sosial, serta peluang pengembangan karir yang career development opportunities regardless of gender,
setara tanpa memandang jenis kelamin, suku, agama, ethnicity, religion, age, or disability.
usia, atau disabilitas.
3. Menjamin penghormatan HAM dalam seluruh operasional 3. Ensuring respect for human rights in all operations and
dan layanan melalui pelaksanaan konsultasi publik, services through public consultation, managing the social
pengelolaan dampak sosial proyek jalan tol, menghormati impacts of toll road projects, respecting community
hak masyarakat, serta berperan dalam pemberdayaan rights, and playing a role in community empowerment.
komunitas.
4. Mengintegrasikan prinsip-prinsip HAM dalam kerja sama 4. Integrating human rights principles into collaboration
dengan mitra kerja sehingga mendorong kepatuhan with partners to encourage compliance with human rights
terhadap standar HAM serta melakukan pengawasan standards and conducting ongoing monitoring.
berkelanjutan.
5. Mendorong kesejahteraan HAM masyarakat di lingkungan 5. Promoting the human rights welfare of communities in
sekitar melalui inisiatif yang berkontribusi pada the surrounding environment through initiatives that
peningkatan kualitas hidup dan pemenuhan hak sosial contribute to improving the quality of life and fulfilling
ekonomi masyarakat. the socio-economic rights of the community.
6. Menyediakan sistem pengaduan yang aman dan dapat 6. Providing a safe and accessible complaint system for all
diakses untuk semua pemangku kepentingan, untuk stakeholders, to be followed up fairly and transparently,
dapat ditindaklanjuti secara adil dan transparan, serta and to carry out remediation and prevention of violations.
melakukan remediasi dan pencegahan pelanggaran.
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Komitmen Perusahaan mencakup penyebarluasan kebijakan The Company’s commitment includes disseminating this
ini kepada seluruh Karyawan dan pihak-pihak yang policy to all employees and stakeholders. Each member of
berkepentingan. Setiap anggota Direksi dan seluruh Karyawan the Board of Directors and all employees are responsible
memiliki tanggung jawab untuk mematuhi ketentuan dalam for complying with the provisions of this policy. Based on
kebijakan ini. Atas komitmen yang dilakukan oleh Jasa Marga, the commitment made by Jasa Marga, throughout 2025 there
sepanjang tahun 2025 tidak terdapat kasus pelanggaran HAM were no cases of human rights violations at all Jasa Marga
di seluruh lokasi operasional Jasa Marga . operating areas.
Kebijakan yang dimiliki oleh Perseroan telah disahkan oleh The Company’s policies have been approved by the Board of
Direksi dan berlaku untuk seluruh tingkatan level organisasi, Directors and apply to all levels of the organization, partners,
mitra kerja dan pemangku kepentingan lainnya. Seluruh and other stakeholders. All policies have been communicated
kebijakan tersebut telah dikomunikasikan kepada para to stakeholders through the Company’s official website,
pemangku kepentingan melalui situs resmi Perseroan, yaitu jasamarga.com. The delivery of policies to partners is carried
jasamarga.com. Adapun penyampaian kebijakan kepada mitra out through work agreement documents, integrity pacts,
kerja dilakukan melalui dokumen perjanjian kerja, pakta and meeting forums with partners. For internal policies,
integritas, serta forum pertemuan dengan mitra kerja. Untuk socialization is carried out to all employees through Official
kebijakan yang bersifat internal, sosialisasi dilakukan kepada Memos, employee learning programs such as JM Talk, and can
seluruh karyawan melalui Nota Dinas, program pembelajaran be accessed through the Human Capital portal (JM-Click) and
karyawan seperti JM Talk, serta dapat diakses melalui portal the Company’s legal documentation portal (JDIH). In addition,
Human Capital (JM-Click) maupun portal dokumentasi hukum policy socialization is also carried out through the Human
Perusahaan (JDIH). Di samping itu, sosialisasi kebijakan Capital Casual Chat (NGOBRAS HC) program. NGOBRAS HC
juga dilakukan melalui program Ngobrol Santai Human is a chat program with Human Capital Managers to discuss
Capital (NGOBRAS HC). NGOBRAS HC adalah sebuah program and discuss HC policies together, brainstorming the latest
berbincang dengan para Pengelola Human Capital membahas HC developments and success stories, and collaborating to
dan diskusi bersama terkait kebijakan HC, brainstorming prepare HC for current business needs and answer future 61
perkembangan HC terkini dan success story, serta challenges with innovative thinking, packaged lightly and
collaborating mempersiapkan HC untuk kebutuhan bisnis simply. Furthermore, for policies that are not published
saat ini dan menjawab tantangan ke depan dengan pemikiran through the Company’s website due to their internal scope.
yang inovatif, dikemas ringan dan sederhana. Selanjutnya,
untuk kebijakan yang tidak dipublikasikan melalui website
Perseroan dikarenakan lingkupnya yang bersifat internal.
Kebijakan internal Perseroan selanjutnya dijabarkan ke The Company’s internal policies are further elaborated into
dalam Standar Operasional Prosedur (SOP) yang terintegrasi Standard Operating Procedures (SOPs), which are integrated
dengan strategi Perseroan dan menjadi acuan bagi karyawan with the Company’s strategy and serve as a reference for
dalam menjalankan kegiatan operasional. Guna memastikan employees in carrying out operational activities. To ensure
implementasi kebijakan internal berjalan secara optimal, optimal implementation of internal policies, the Company
Perseroan juga menyelenggarakan pelatihan bagi karyawan also provides employee training through the Learning and
melalui Program Learning and Development, sebagaimana Development Program, as described in the Training and
diuraikan pada bagian Pelatihan dan Pengembangan Competency Development section of this Sustainability
Kompetensi dalam Laporan Keberlanjutan ini. Report.
Proses untuk Memulihkan Dampak Negatif [GRI 2-25]
Process to Recover the Negative Impact
Dalam menjalankan aktivitas bisnisnya, Perseroan senantiasa In carrying out its business activities, the Company
berupaya untuk memberikan dampak positif kepada seluruh continuously strives to deliver positive impacts to all
pemangku kepentingannya. Namun demikian, aktivitas bisnis stakeholders. However, the Company’s business activities are
Perseroan tidak terlepas dari adanya dampak negatif terkait not free from negative impacts related to the safety of toll
keselamatan pengguna jalan tol. Oleh karenanya, Perseroan road users. Therefore, the Company strictly and systematically
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About Report Sustainability Strategy Sustainability Performance Highlight
secara ketat dan terstruktur membuat perencanaan jalan develops toll road planning with safety as the top priority.
tol dengan tingkat keselamatan sebagai prioritas utama. Di In addition, the Company consistently conducts periodic
samping itu, Perseroan senantiasa melakukan evaluasi secara evaluations as a key measure to ensure the safety and
berkala sebagai langkah utama menciptakan keselamatan comfort of toll road users across the country. Furthermore,
dan kenyamanan pengguna jalan tol di Tanah Air. Selain the Company’s business activities are also associated with
itu, aktivitas bisnis Perseroan tidak terlepas dari timbulnya negative impacts, including occupational accidents involving
dampak negatif berupa adanya terjadinya kecelakaan Jasa Marga personnel and customer accidents on toll roads
kerja yang melibatkan insan jasa marga dan kecelakaan operated by Jasa Marga. Mitigation efforts are carried out by
pelanggan di jalan tol yang dikelola oleh Jasa Marga. Upaya implementing HIRADC (Hazard Identification, Risk Assessment,
mitigasi yang dilakukan yaitu dengan menerapkan HIRADC and Determining Control) in each work unit as a strategic
(Hazard Identification, Risk Assessment, and Determining measure to identify hazards, assess risks, and determine
Control) di setiap unit kerja sebagai langkah strategis untuk control measures in order to prevent and mitigate significant
mengidentifikasi bahaya, menilai risiko, dan menentukan occupational health and safety impacts.
langkah pengendalian guna mencegah serta memitigasi
dampak keselamatan dan kesehatan kerja yang signifikan.
Dampak negatif yang timbul telah dikelola oleh Perseroan The negative impacts that arise have been managed by the
dengan menyiapkan kanal informasi untuk menerima Company through the provision of information channels
permohonan/permintaan darurat di jalan tol menggunakan to receive emergency requests on toll roads using several
beberapa kanal, di antaranya Call Center 14080, aplikasi Travoy platforms, including the 14080 Call Center, the Travoy
(Fitur Derek Online) serta WhatsApp Chatbot yang dapat application (Online Towing Feature), and a WhatsApp Chatbot
diakses dari aplikasi Travoy. Permintaan tersebut kemudian accessible via the Travoy application. These requests are
akan ditindaklanjuti oleh petugas di Command Center dan subsequently followed up by officers at the Command Center
diteruskan kepada petugas di lapangan untuk dilakukan and forwarded to field officers for handling. This collaboration
62 penanganan. Kolaborasi ini melibatkan beberapa pihak, yaitu involves several parties, namely the Command Center team
tim Command Center (PT JMTO), tim Mobile Customer Service (PT JMTO), the Mobile Customer Service (MCS) team (PT JMTO),
(MCS) (PT JMTO) dan tentunya Badan Usaha Jalan Tol (BUJT). and the Toll Road Business Entities (BUJT).
Proses bisnis Perseroan di bidang infrastruktur konstruksi In addition, the Company’s business processes in toll road
jalan tol juga menimbulkan dampak negatif seperti polusi infrastructure construction also generate negative impacts
debu, polusi udara dan banjir di area sekitar. Di beberapa ruas such as dust pollution, air pollution, and flooding in
jalan tol Jasa Marga melewati daerah konservasi yang dapat surrounding areas. In several toll road sections, Jasa Marga
berimbas negatif terhadap ekosistem yang dilindungi. Upaya passes through conservation areas that can have a negative
remediasi yang dilakukan Perseroan yaitu pembuatan polder impact on protected ecosystems. Remediation efforts carried
dan kolam tampungan, pemasangan mesin-mesin pompa, out by the Company include the construction of polders and
pengerukan dan perbaikan saluran pembangunan jaringan reservoirs, installation of pumping machines, dredging and
drainase, penanaman pohon di sisi ruas jalan tol. Dalam repairing drainage network construction channels, planting
proses bisnis konstruksi jalan tol, Perseroan senantiasa trees on the side of the toll road sections. Throughout its
mempertimbangkan aspek pembangunan lingkungan yaitu construction processes, the Company consistently considers
konsumsi dan produksi yang berkelanjutan dengan kesadaran environmental development aspects, promoting sustainable
terhadap pembangunan berkelanjutan. consumption and production in support of long-term
sustainability.
Potensi dampak negatif selanjutnya yaitu terkait dengan Another potential negative impact relates to the large
banyaknya limbah di lokasi rest area 88B Purbaleunyi jika volume of waste generated at Rest Area 88B Purbaleunyi if
tidak dikelola dengan baik. Perseroan bekerjasama dengan not properly managed. The Company collaborates with the
masyarakat Desa Sukatani dalam pengelolaan sampah Sukatani Village community in managing organic waste into
organik menjadi budidaya maggot dan mengelola limbah maggot cultivation and processing waste into compost. The
menjadi kompos. Upaya Perseroan dalam memitigasi dampak Company’s efforts to mitigate these impacts are carried out
tersebut yaitu dengan melakukan pengelolaan sampah di through waste management at the rest area with the following
lokasi rest area dengan alur sebagai berikut. flow.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Paper Organic Plastic
Pemilihan Sampah Anorganik Pemilihan Sampah Organik
Inorganic Waste Segregation Organic Waste Segregation
63
Pencacahan Sampah Anorganik Pencacahan Sampah Organik
Inorganic Waste Shredding Organic Waste Shredding
Pengelolaan Sampah Anorganik Residu Pengelolaan Sampah Pengelolaan Sampah Organik dengan
di Waste Recycling Station Akan Diangkut ke TPA Mesin Komposer di Rumah Kompos 88B
Inorganic Waste Management in the Waste Residual Waste from the Waste Management Organic Waste Management Using a
Recycling Station Process will be Transported to Landfill Composter Machine at Compost House 88B
Produksi Papan Plastik TPA Produksi Pupuk dari Hasil Komposter
Plastic Board Production Landfill Fertilizer Production from Composting Output
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Melalui pengeloaan sampah di rest area 88b, Perseroan turut Through waste management at Rest Area 88B, the Company has
memberikan dampak positif bagi masyarakat, pelaku usaha/ also delivered positive impacts for the community, business
tenant, dan pengelola rest area. Program ini menghadirkan actors/tenants, and rest area management. This program
beberapa perubahan yang cukup signifikan. Pertama, has introduced several significant improvements. First, this
pengolahan sampah ini menghasilkan produk berkualitas waste processing initiative produces quality products that
yang dapat dipergunakan kembali berupa produk kompos can be reused in the form of compost and liquid organic
dan POC, yang nantinya juga akan direncanakan untuk fertilizer (POC), which are also planned to be commercialized
dapat dijual secara komersil. Selain itu, penggunaan mesin in the future. In addition, the use of a composter machine
komposter meningkatkan efisiensi waktu yang digunakan dan enhances time efficiency and improves the quality of the
kualitas pupuk yang dihasilkan dibandingkan dengan metode fertilizer produced compared to conventional methods, which
konvensional yang cenderung memakan waktu penguraian generally require a longer decomposition process for organic
bahan organik lebih lama. Program ini juga menghasilkan materials. The program also generates cost efficiency in waste
efisiensi biaya pengangkutan sampah yang dicapai melalui transportation, achieved through the processing of 60 kg of
pengolahan 60 kg sisa sampah organik (yang tidak dibuang organic waste (which is not disposed of in landfills) into 46 kg
ke TPA) menjadi 46 kg pupuk kompos dan 10 liter POC untuk of compost and 10 liters of liquid organic fertilizer (POC) per
dimanfaatkan dan nantinya diperjual belikan per bulannya. month for utilization and future commercialization.
Program ini senantiasa dievaluasi dan dipantau secara This program is regularly evaluated and monitored by the rest
berkala oleh pengelola rest area, yaitu PT Jasa Marga area operator, PT Jasa Marga Related Business. The evaluation
Related Business. Hasil evaluasi digunakan sebagai dasar results serve as the basis for continuous improvement in
untuk perbaikan berkelanjutan dalam pengelolaan sampah. waste management. Waste generation is monitored daily and
Pemantauan timbulan sampah dilakukan setiap hari dan recapitulated on a monthly basis. Monitoring and evaluation
direkapitulasi setiap bulan. Monitoring dan evaluasi termasuk cover the performance of the composter machine, the quality
kinerja mesin komposter, kualitas kompos yang dihasilkan of the compost produced, and process efficiency. During its
64 dan efisiensi proses. Selama operasionalnya, volume sampah operation, the volume of incoming waste has been recorded
yang masuk tercatat rata-rata 16.000 kg per bulan, dengan at an average of 16,000 kg per month, with a significant
peningkatan signifikan pada periode libur nasional. increase during national holiday periods.
Perseroan juga menyadari bahwa pembangunan jalan tol The Company also recognizes that toll road development has
berpotensi menimbulkan dampak pemutusan konektivitas the potential to disrupt connectivity between nearby areas.
antar wilayah terdekat. Untuk merespons hal ini, upaya In response, continuous remediation efforts are carried
remediasi secara berkelanjutan dilakukan melalui out through the construction and maintenance of crossing
pembangunan dan pemeliharaan fasilitas penyeberangan, facilities, including pedestrian bridges (JPO) and bridges
meliputi Jembatan Penyeberangan Orang (JPO) dan jembatan accessible to vehicles. These facilities primarily aim to restore
yang dapat dilalui kendaraan. Fasilitas ini bertujuan utama community accessibility, enhance crossing safety, and sustain
untuk memulihkan aksesibilitas masyarakat, meningkatkan the continuity of local economic activities.
keselamatan penyeberangan, serta menjaga keberlanjutan
roda perekonomian lokal.
Hingga 31 Desember 2025, Jasa Marga telah memelihara total Hingga 31 Desember 2025, Jasa Marga telah memelihara total
68 JPO dan 143 jembatan penyeberangan di seluruh ruas tol 68 JPO dan 143 jembatan penyeberangan di seluruh ruas tol
operasional. operasional.
Untuk meminimalkan dan menangani dampak negatif To minimize and address the negative impacts of operations
operasional serta memastikan kualitas layanan, Perseroan while ensuring service quality, the Company operates the Jasa
mengoperasikan Jasa Marga Tollroad Command Center (JMTC), Marga Tollroad Command Center (JMTC) as a coordination
sebagai pusat koordinasi informasi dan komunikasi, yang center for information and communication, serving the public
melayani masyarakat melalui One Call Center 14080 di seluruh through the One Call Center 14080 across all toll road sections.
Ruas Jalan Tol. Kanal informasi digital modern lain yang Other modern digital information channels available include
tersedia adalah aplikasi Travoy (dengan fitur Derek Online) the Travoy application (with the Online Towing feature) and
dan WhatsApp Chatbot. Mekanisme penanganan pengaduan a WhatsApp Chatbot. This complaint handling mechanism is
ini dirancang, ditinjau, dilaksanakan, dan ditingkatkan designed, reviewed, implemented, and continuously improved
kualitasnya melalui kolaborasi antara Divisi Operation & through collaboration among the Operation & Maintenance
Maintenance Management, Divisi Information Technology, Management Division, the Information Technology Division,
Direktorat IT, dan Direktorat Operasi pada Anak Perusahaan the IT Directorate, and the Operations Directorate of the toll
Pelayanan Jalan Tol Bidang Operasi (PT JMTO). road service subsidiary in the operations sector (PT JMTO).
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Penanganan pengaduan diklasifikasikan menjadi 5 (lima) Complaint handling is classified into 5 (five) categories of
kategori Suara Pelanggan: Permintaan Bantuan, Permintaan Customer Voice: Assistance Requests, Information Requests,
Informasi, Pengaduan/Keluhan, Memberi Informasi, dan Complaints/Grievances, Providing Information, and
Saran. Kinerja penanganan dievaluasi secara berkala melalui Suggestions. Handling performance is evaluated periodically
rekapitulasi ke setiap ruas tol untuk mengidentifikasi area through recapitulation for each toll road section to identify
perbaikan. Untuk mengevaluasi efektivitas mekanisme areas for improvement. To evaluate the effectiveness of
pengaduan, Perseroan secara berkala melakukan survei the complaint mechanism, the Company regularly conducts
kepuasan pengguna jalan tol dan pelanggan layanan satisfaction surveys of toll road users and Jasa Marga service
Jasa Marga. Survei ini bertujuan untuk mengukur tingkat customers. These surveys aim to measure the level of user
kepuasan pengguna terhadap kualitas layanan, termasuk satisfaction with service quality, including satisfaction with
kepuasan layanan transaksi, layanan lalu lintas, layanan transaction services, traffic services, construction services,
konstruksi, kepuasan tempat istirahat, dan kepuasan rest area facilities, and public information services. The
layanan informasi publik. Hasil survei digunakan sebagai survey results are used as input to improve service processes,
masukan untuk meningkatkan proses layanan, memperbaiki enhance the complaint handling system, and ensure that
sistem pengaduan, dan memastikan mekanisme pengaduan the mechanism operates effectively and meets the service
berjalan secara efektif serta memenuhi standar layanan yang standards established by the Company.
ditetapkan oleh Perseroan.
Mekanisme Konsultasi dan Penyampaian Masukan [GRI 2-26]
Mechanism for Consultation and Submission of Feedback
65
Dalam proses perumusan dan pengembangan kebijakan, Jasa In the process of formulating and developing policies, Jasa Marga
Marga senantiasa melibatkan BP BUMN, Kementerian PUPR, consistently involved the Ministry of State-Owned Enterprises
Kementerian Lingkungan Hidup, Kementerian Perhubungan, (BP BUMN), the Ministry of Public Works and Housing, the
Kementerian Tenaga Kerja, KPK, Kementerian Komunikasi Ministry of Environment, the Ministry of Transportation, the
dan Digital, serta Konsultan/tenaga ahli terkait. Proses dalam Ministry of Manpower, the Corruption Eradication Commission
meminta masukkan oleh pihak terkait tersebut dilaksanakan (KPK), the Ministry of Communication and Digital, as well as
melalui diskusi terbatas serta Focus Group Discussion (FGD). relevant consultants and experts. The process of obtaining
input from these stakeholders was conducted through limited
discussions and Focus Group Discussions (FGDs).
Perseroan telah menyiapkan saluran bagi individu untuk The Company has established channels for individuals to provide
memberikan masukan mengenai penerapan kebijakan dan feedback regarding the implementation of responsible business
praktik perilaku bisnis yang bertanggung jawab, serta untuk conduct policies and practices, as well as to raise concerns
menyampaikan perhatian terkait perilaku bisnis Perseroan. related to the Company’s business conduct. Through Call Center
Melalui Call Center 14080, situs web www.jasamarga.com dan 14080, the website www.jasamarga.com, and the Company’s
sosial media perusahaan dapat memberikan kritik dan saran social media platforms, stakeholders may submit feedback and
atas penerapan kebijakan dan praktik perilaku bisnis yang suggestions regarding the implementation of the Company’s
dijalankan Perseroan. policies and responsible business conduct practices.
Selain itu, Perseroan juga telah menyediakan Whistleblowing In addition, the Company has also established a Whistleblowing
System (WBS), yang dapat digunakan oleh karyawan maupun System (WBS), which can be utilized by employees as well as
pihak eksternal untuk melaporkan dugaan pelanggaran atau external parties to report alleged violations or significant
isu penting mengenai perilaku melawan hukum, perbuatan issues related to unlawful conduct or unethical/improper
tidak etis/tidak. Semua laporan akan diperiksa oleh Tim behavior. All reports are reviewed by the WBS Team, forwarded
WBS, diteruskan kepada Direksi, dan kemudian dilaporkan to the Board of Directors, and subsequently reported to
ke Dewan Komisaris untuk ditindaklanjuti secara sesuai the Board of Commissioners for appropriate follow-up in
prosedur. Mekanisme pelaporan yang disediakan oleh accordance with established procedures. The reporting
Perseroan senantiasa menjamin kerahasiaan pelapor serta mechanism provided by the Company consistently ensures
efektivitas pengelolaan isu, sehingga memperkuat praktik the confidentiality of whistleblowers and the effective
perilaku bisnis yang bertanggung jawab di Perseroan. management of reported issues, thereby strengthening the
implementation of responsible business conduct practices
within the Company.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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03
Ikhtisar Kinerja Keberlanjutan
Sustainability Performance
Highlights
66
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 67
Layanan Kesehatan Proaktif: Jamedlink
Proactive Healthcare Services: Jamedlink
Kinerja keberlanjutan Jasa Marga tahun 2025 tercermin melalui pelaksanaan layanan kesehatan
proaktif Jamedlink yang difokuskan di wilayah ruas Jogja–Bawen. Melalui pemeriksaan kesehatan
gratis, bantuan nutrisi, dan obat‑obatan, program ini memberikan manfaat langsung bagi masyarakat
sekitar proyek serta memperkuat kontribusi sosial perusahaan di wilayah operasional.
Jasa Marga’s sustainability performance in 2025 was reflected through the implementation of the
proactive healthcare service, Jamedlink, which was focused on the Jogja–Bawen toll road section.
Through free health check-ups, nutritional support, and the provision of medicines, this program
delivered direct benefits to communities surrounding the project while strengthening the Company’s
social contribution within its operational areas.
67
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kinerja Aspek Ekonomi [OJK B.1]
Economic Performance
Kuantitas Produksi atau Jasa yang Dijual
Quantity of Production or Services Sold
Kegiatan Usaha Usaha
Business activities Business
2025
• 6 (enam) usaha utama • 6 (six) main businesses
• 3 (tiga) usaha penunjang • 3 (three) supporting businesses
2024
• 6 (enam) usaha utama • 6 (six) main businesses
• 3 (tiga) usaha penunjang • 3 (three) supporting businesses
2023
• 6 (enam) usaha utama • 6 (six) main businesses
• 3 (tiga) usaha penunjang • 3 (three) supporting businesses
68
Jalan Tol Jalan Tol Kelolaan Panjang Jalan Tol Panjang Jalan
Kelolaan Induk Entitas Anak Beroperasi Tol Konsesi
Mainly Managed Toll Toll Roads Managed by Length of Toll Roads in Length of Concession
Roads Subsidiaries Operation Toll Road
2025 9 2025 27 2025 1.294 2025 1.736
2024 9 2024 27 2024 1.286 2024 1.736
2023 9 2023 27 2023 1.264 2023 1.736
Ruas Tol Ruas Tol
Km Km
Toll Road Section Toll Road Section
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pendapatan Usaha di Luar Laba (Rugi)
Pendapatan Konstruksi EBITDA Tahun Berjalan
Business Income Outside EBITDA Current Year Profit
Construction Income (Loss)
2025 19.811 2025 13.274 2025 4.807
2024 18.734* 2024 12.615* 2024 5.606*
2023 15.565* 2023 9.912 2023 6.749
Dalam Miliar Rupiah Dalam Miliar Rupiah Dalam Miliar Rupiah
In IDR Billion In IDR Billion In IDR Billion
Produk Ramah Lingkungan
2025 2024 2023
Eco-Friendly Products
Tol Bersertifikat Green Toll Road
4 3 3 Unit Toll
Green Toll Road Certified Toll Road
69
Jalan Tol yang Mendapatkan
Penilaian Jalan Tol Berkelanjutan
0 0 16 Unit Toll
Toll Roads That Received Sustainable
Toll Road Rating
Jumlah Stasiun Pengisian
Kendaraan Listrik Umum 172 52 17
Lokasi
Location
Number of Public Electric Vehicle
|Charging Stations
Penggunaan Daya pada Stasiun Pengisian
Kendaraan Listrik Umum
1.341.053,35 582.380 96.609 kWh
Power Usage at Public Electric Vehicle
Charging Stations
Keterlibatan Pihak Lokal
2025 2024 2023
Local Parties Involvement
Jumlah Pemasok Lokal
(Pemasok Berdomisili di Indonesia) Pemasok
431 438 487 Supplier
Number of Local Suppliers
(Suppliers Domiciled in Indonesia)
Persentase Pemasok Lokal Terhadap
Keseluruhan Pemasok (%)
100 100 100 (%)
Percentage of Local Suppliers
to Total Suppliers (%)
Keterangan/Notes:
*)Disajikan kembali/Restated
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kinerja Aspek Lingkungan Hidup [OJK B.2]
Environmental Performance Aspect
2025 2024 2023
kWh 67.006.623,69 68.287.087,88* 35.859.977
Penggunaan Listrik Jasa Marga Group
Jasa Marga Group’s Electricity Usage Terajoule 241,23 245,83* 129,10
kWh 2.658.683 2.886.435 2.825.056
Penggunaan Listrik Kantor Pusat
Head Office Electricity Usage Terajoule 9,57 10,39 10,17
Liter 7.514.459,85 7.711.791,76* 1.987.299
Penggunaan BBM
Fuel usage Terajoule 257,98 263,78* 67,91
Megaliter 609,03 975 387,15
Penggunaan Air
70 Water usage Liter 609.026.200 975.043.848 387.150
Intensitas Energi Berdasarkan Panjang Ruas Jalan Dikelola
Energy Intensity Based on the Length of Managed Road Sections
2025 2024 2023
0,0015 0,0016 0,0016
TJ/m2
2025 2024 2023
0,39 0,40 0,16
TJ/km
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Emisi GRK Langsung Emisi GRK Tidak Langsung Emisi GRK Tidak Langsung
(Cakupan 1) (Cakupan 2) (Cakupan 3)
Direct GHG Emissions Indirect GHG Emissions Indirect GHG Emissions
(Scope 1) (Scope 2) (Scope 3)
2025 18.820,65 2025 52.485,79 2025 614,46
2024* 19.203,14 2024 58.866,90 2024 6.631,21
2023* 4.940,96 2023 30.964,69 2023 200,32
tonCO2eq tonCO2eq tonCO2eq
Pengurangan Emisi Pengurangan Emisi
Pengurangan Limbah Cair
(Cakupan 1)** (Cakupan 2)**
(Efluen)**
Emission Reduction Emission Reduction
Effluent Reduction**
(Scope 1)** (Scope 2)**
71
2025 - 2025 - 2025 -
2024 - 2024 - 2024 -
2023 - 2023 - 2023 3.518
tonCO2eq tonCO2eq Ton
Keterangan/Note:
*) Disajikan Kembali/Restatement
**) Tidak dilakukan perhitungan pengurangan emisi GRK dan limbah dikarenakan masih dalam kajian / No calculations of greenhouse gas (GHG) emission and waste
reductions were carried out, as these were still under assessment.
Pelestarian Keanekaragaman Hayati
Conservation of Biodiversity or Services Sold
Penanaman Pohon 2025 31.130 2025 2.317
Tree Planting
2024 50.762 2024 7.092.420
2023 14.297 2023 1.828
Pohon Dalam Jutaan Rupiah
Tree In IDR million
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kinerja Aspek Sosial [OJK B.3]
Social Aspect Performance
Perseroan memiliki komitmen untuk senantiasa memberikan The Company is committed to consistently delivering positive
dampak positif kepada masyarakat. Hal ini dilakukan oleh impacts to the community. This is implemented through
Perseroan melalui berbagai kegiatan tanggung jawab sosial various Corporate Social and Environmental Responsibility
dan lingkungan (TJSL) secara konsisten pada setiap tahunnya. (TJSL) activities carried out consistently each year. In addition,
Di samping itu, Perseroan juga senantiasa melakukan the Company continuously promotes community economic
pemberdayaan ekonomi masyarakat di lingkungan Perseroan. empowerment within its operational areas. Business
Upaya pembinaan usaha dilakukan melalui bantuan development efforts are conducted through educational
pendidikan, pelatihan, pemagangan, pemasaran, promosi, assistance, training, internships, marketing, promotion, and
dan bentuk lain yang terkait dengan upaya peningkatan other forms of support aimed at enhancing the capacity of
kapasitas Mitra Binaan. Fostered Partners.
2025 2024 2023
Dalam Jutaan
Penyaluran Dana TJSL
17.581 16.451 24.410 Rupiah
Distribution of TJSL Funds In IDR Million
Jumlah Mitra Binaan Mitra
17.545 17.544 15.821 Partners
Number of Fostered Partners
72
Rata-rata Jam Pelatihan Jam/orang
33 37,5 32 Hours/person
Average Training Hours
Dalam Miliar
Biaya Pengembangan
24,02 19,46 10,70 Rupiah
Competency Development Costs In IDR Billion
Indeks Kepuasan Pelanggan Skala Likert
5,13 5,04 4,98 Likert Scale
Customer Satisfaction Index
Penanganan Biaya Penanganan
Ruas Jalan Tol Berlubang Ruas Jalan Tol Berlubang
Handling of Potholes on Toll Road Cost of Handling Potholes on Toll
Sections Road Sections
2025 1.091.143,51 2025 1.339.499,63
2024 266.960,98 2024 1.133.958,85
2023 290.858,00 2023 1.001.480,50
Dalam Jutaan Rupiah
m
In IDR Million
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Namun demikian, aktivitas operasional Perseroan masih However, the Company’s operational activities still result
menimbulkan dampak negatif berupa adanya kecelakaan in negative impacts, including occupational accidents and
kerja serta kecelakaan di jalan tol yang dikelola oleh Jasa traffic accidents on toll roads managed by Jasa Marga. To
Marga. Untuk menangani insiden di jalan tol, Perseroan telah handle incidents on toll roads, the Company has provided
menyediakan berbagai saluran informasi bagi pengguna various information channels for users to submit requests or
untuk menyampaikan permohonan atau permintaan darurat, emergency assistance, including through Call Center 14080,
antara lain melalui Call Center 14080, aplikasi Travoy dengan the Travoy application with the Online Towing feature, and
fitur Derek Online, serta WhatsApp Chatbot yang dapat a WhatsApp Chatbot accessible via the Travoy application.
diakses melalui aplikasi Travoy. Setiap permintaan kemudian Each request is followed up by officers at the Command
ditindaklanjuti oleh petugas di Command Center dan Center and forwarded to field officers for further handling.
diteruskan ke petugas di lapangan untuk penanganan lebih This process involves collaboration among several parties,
lanjut. Proses ini melibatkan kolaborasi antara beberapa including the Command Center team (PT JMTO), the Mobile
pihak, termasuk tim Command Center (PT JMTO), tim Mobile Customer Service (MCS) team (PT JMTO), and the Toll Road
Customer Service (MCS) (PT JMTO), serta Badan Usaha Jalan Business Entities (BUJT). In addition, the Company strictly and
Tol (BUJT). Selain itu, Perseroan secara ketat dan sistematis systematically plans the development and management of
merencanakan pembangunan serta pengelolaan jalan tol toll roads by placing safety as the top priority to minimize
dengan menempatkan keselamatan sebagai prioritas utama, potential negative impacts on road users.
guna meminimalisir potensi dampak negatif bagi pengguna
jalan.
Dampak negatif lainnya yaitu timbulnya sampah di lokasi rest Another negative impact arises from waste generation at
area. Namun demikian, Perseroan telah melakukan upaya rest area locations. However, the Company has undertaken
mitigasi dengan mengelola sampah menjadi kompos dan mitigation efforts by processing waste into compost and
budidaya maggot. Perseroan melibatkan masyarakat Desa developing maggot cultivation. The Company involves the
Sukatani dalam pengelolaan sampah ini. Melalui aktivitas Sukatani Village community in this waste management 73
pengelolaan sampah, dapat Mengurangi Bau di lingkungan initiative. Through these activities, the Company contributes
rest area & menambah pendapatan bagi pengelola limbah to reducing unpleasant odors in the rest area environment
dengan menghasilkan sumber pakan hewan. and increasing income opportunities for waste managers by
generating animal feed resources.
Jumlah Kecelakaan Kerja Fatal Jumlah Kecelakaan Kerja
Number of Fatal Work Accidents Number of Work Accidents
2025 2024 2023 2025 2024 2023
0 3 2 27 19 11
Kejadian Kejadian
Accidents Accidents
Jumlah Kecelakaan Jumlah Korban Kecelakaan
di Jalan Tol yang Dikelola Jasa Marga di Jalan Tol yang Dikelola Jasa Marga
Number of Accidents on Toll Roads Managed Number of Accident Victims on Toll Roads
by Jasa Marga Managed by Jasa Marga
2025 2024 2023 2025 2024 2023
1.144 1.172 1.239 1.880 2.254 2.206
Kejadian Orang
Accidents People
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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04
Profil Perusahaan
Company Profile
74
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 75
Harmoni Inklusivitas dan Kesejahteraan Insan Jasa Marga
Harmony of Inclusivity and Employee Well-being at Jasa Marga
Kekuatan profil perusahaan terletak pada keseimbangan dan pemberdayaan SDM-nya. Melalui
komunitas Srikandi, Jasa Marga mendorong peran strategis perempuan dalam industri infrastruktur.
Di sisi lain, Roadster Sportivo mewadahi semangat sportivitas dan kesehatan fisik karyawan,
menciptakan lingkungan kerja yang inklusif, sehat, dan produktif bagi seluruh talenta perusahaan.
The strength of the Company’s profile lies in the balance and empowerment of its human capital.
Through the Srikandi community, Jasa Marga promotes the strategic role of women in the infrastructure
industry. Meanwhile, Roadster Sportivo serves as a platform to foster sportsmanship and employees’
physical well-being, creating an inclusive, healthy, and productive work environment for all Company
talents.
75
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Visi, Misi, dan Nilai Keberlanjutan [OJK C.1]
Vision, Mission and Values of Sustainability
VISI
Vision Inovasi Menuju
Peningkatan Nilai
yang Berkelanjutan
Innovation Towards
Sustainable Value
Enhancement
76
Perseroan telah menetapkan Visi dan Misi sebagaimana tercantum dalam Keputusan Direksi Nomor:
60/KPTS/2024 tentang Visi dan Misi Perusahaan. Visi dan Misi Perseroan telah selaras dengan nilai-nilai
keberlanjutan.
The Company has established a new vision and mission through the Decree of the Board of Directors
No. 60/KPTS/2024, concerning the Company’s Vision and Mission. The Company’s vision and mission are
aligned with sustainability values.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
MISI
Mission
Mengembangkan jaringan jalan tol dan menjalankan
usaha di rantai nilai bisnis dalam skala nasional maupun
internasional.
Developing toll road networks and running businesses in
the business value chain on a national and international
scale.
Mengembangkan inovasi untuk memberikan pelayanan
unggul, meningkatkan keselamatan, kenyamanan, dan
kemudahan perjalanan, serta menjalankan operasi
dan proses bisnis perusahaan dengan efisien dan
berkesinambungan.
Developing innovations to provide superior services,
improving safety, comfort, and ease of travel, and running
the company’s operations and business processes
efficiently and sustainably.
77
Menerapkan prinsip-prinsip lingkungan, sosial, dan tata
kelola perusahaan yang baik untuk memastikan ketahanan
usaha.
Implementing environmental, social, and good corporate
governance principles to ensure business resilience.
Mendorong peningkatan manfaat yang berkelanjutan bagi
masyarakat, pemegang saham, dan stakeholder lainnya,
serta peningkatan nilai perusahaan secara menyeluruh.
Encouraging increased sustainable benefits for the
community, shareholders, and other stakeholders, as well
as increasing the company’s overall value.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Nilai Keberlanjutan
Sustainability Values
Peran corporate governance dalam mendorong pembentukan The role of corporate governance in fostering integrity and
nilai integritas dan keberlanjutan tercermin melalui penetapan sustainability is reflected through the establishment of policy
arah kebijakan, penguatan sistem pengendalian internal, serta direction, the strengthening of internal control systems,
penerapan prinsip Good Corporate Governance. Direksi dan and the implementation of Good Corporate Governance
Dewan Komisaris memastikan bahwa nilai integritas menjadi principles. The Board of Directors and the Board of
fondasi dalam setiap pengambilan keputusan strategis di Commissioners ensure that integrity serves as the foundation
seluruh lini organisasi. Selain itu, corporate governance juga for all strategic decision-making across the organization. In
berperan dalam memastikan bahwa prinsip keberlanjutan addition, corporate governance plays a key role in ensuring
diintegrasikan ke dalam proses bisnis, sehingga setiap that sustainability principles are integrated into business
aktivitas operasional selaras dengan tujuan jangka panjang processes, so that all operational activities are aligned with
78 Modern Optimistic
Karakteristik
Nilai
Simbol Definsi Karyawan
Utama Dos Don’ts
Symbol Definition Employee
Core Value
Characteristics
Sikap terbuka Karakteristik Karyawan Inovatif (Menciptakan terobosan Lamban (Lamban merespons dan
terhadap Modern: dan menggunakan teknologi untuk memperlambat alur kerja)
perkembangan a. Terbuka pada memperbarui proses kerja) Slow (Slow to respond and hindering
zaman, teknologi, perubahan; Inovatif (Creating breakthroughs and workflow)
dan cara kerja baru b. Cepat belajar utilizing technology to improve work
yang efisien dan teknologi baru; processes)
relevan. C. Proaktif
An open memanfaatkan
inovasi digital. Gerak Cepat (Bergerak cepat, responsif, Enggan Berubah (Menutup diri
attitude towards dan lincah dalam menuntaskan terhadap pembaruan dan inovasi)
developments, Characteristics of
Modern pekerjaan)
technology and new Modern Employees: Resistant to Change (Reluctant to
ways of working a. Open to change; Agile (Acting quickly, responsive, and embrace updates and innovation)
that are efficient b. Quick to learn new agile in completing tasks)
and relevant. technologies;
c. Proactively utilize
digital innovation. Terus Belajar (Meningkatkan kemampuan Malas (Enggan berusaha dan bekerja
dan wawasan untuk beradaptasi dengan untuk memberikan yang terbaik)
perkembangan baru) Unmotivated (Reluctant to make
Continuous Learning (Continuously efforts and work to deliver the best
improving skills and knowledge to adapt results)
to new developments)
Sikap positif Karakteristik Karyawan Antusias (Membawa energi positif yang Pesimis (Berfokus pada hambatan
dalam memandang Optimistic: menguatkan kerja sama tim) sehingga melemahkan semangat tim)
tantangan dan a. Semangat tinggi; Enthusiastic (Bringing positive energy Pessimistic (Focusing on obstacles
perubahan, dengan b. Resiliensi; that strengthens teamwork) that weaken team morale)
keyakinan terhadap C. Melihat kegagalan
hasil yang lebih sebagai perubahan,
baik. pembelajaran; Tangguh (Tangguh menghadapi Skeptis (Meragukan ide baru tanpa
tantangan dan mampu bangkit dari penilaian objektif)
A positive attitude d. Menjaga suasana tekanan)
in viewing kerja yang Skeptical (Doubting new ideas
Optimistic challenges and konstruktif. Resilient (Able to withstand challenges without objective assessment)
changes, with Characteristics of and recover from pressure)
confidence in better Optimistic Employees:
results. a. High enthusiasm;
b. Resilience; Percaya Diri (Meyakini langkah dan Mudah Menyerah (Berhenti sebelum
c. View failure as keputusan untuk memperkuat eksekusi) alternatif solusi dieksplorasi)
change and learning; Confident (Believing in actions and Easily Discouraged (Giving up before
d. Maintain a decisions to strengthen execution) exploring alternative solutions)
constructive work
environment.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Perseroan. Nilai integritas dan keberlanjutan tersebut the Company’s long-term objectives. These values of integrity
kemudian diinternalisasi ke dalam budaya perusahaan and sustainability are further internalized into the corporate
melalui sosialisasi berkelanjutan, program pengembangan culture through continuous socialization, human capital
sumber daya manusia, serta pembentukan perilaku kerja development programs, and the establishment of consistent
yang konsisten di seluruh unit kerja, baik di kantor pusat, work behaviors across all units, including the head office,
kantor cabang, dan seluruh anak perusahaan. branch offices, and all subsidiaries.
Di tahun 2025, Perseroan telah mengembangkan nilai-nilai In 2025, the Company developed sustainability values known
keberlanjutan yang dikenal dengan JSMR MOVE (Modern, as JSMR MOVE (Modern, Optimistic, Valuable, Excellent), as
Optimistic, Valuable, Excellent), dituangkan dalam KPTS No. stipulated in Board of Directors Decree No. 161/KPTS/2025
161/KPTS/2025 tentang Penetapan Budaya Kerja Perusahaan concerning the Establishment of JSMR MOVE as the Company’s
JSMR MOVE. Nilai-nilai keberlanjutan Perseroan sebagai
Work Culture. The Company’s sustainability values are as
berikut:
follows:
Valuable Excellent 79
Karakteristik
Nilai
Simbol Definsi Karyawan
Utama Dos Don’ts
Symbol Definition Employee
Core Value
Characteristics
Kemampuan Karakteristik Karyawan Bermanfaat (Menghasilkan output yang Pasif (Menunggu instruksi dan tidak
menciptakan nilai Valuable: memberi nilai nyata dan manfaat yang Berinisiatif)
berkelanjutan dari a. Berpikir tentang berkelanjutan) Passive (Waiting for instructions and
setiap peluang dan nilai dan dampak Impactful (Producing outputs that lacking initiative)
keputusan strategis. tindakan; provide tangible and sustainable value)
In 2025, the b. Proaktif mengubah
Company developed ide menjadi kontribusi
bernilai; dan Kontributif (Berperan aktif dalam Egois (Mementingkan diri sendiri dan
sustainability values mendukung pencapaian tim dan mengabaikan kerja sama)
known as JSMR C. Menginspirasi tim
MOVE (Modern, untuk berkolaborasi proses) Self-centered (Prioritizing
Optimistic, Valuable, menciptakan hasil Contributive (Actively contributing to personal interests and neglecting
Excellent), as berkelanjutan. team and process achievements) collaboration)
Valuable stipulated in Board Characteristics of
of Directors Decree Valuable Employees: Solutif (Menghadirkan solusi kreatif Sia-Sia (Menghasilkan pekerjaan yang
No. 161/KPTS/2025 a. Think in terms of the yang meningkatkan kualitas dan minim dampak dan tidak relevan)
concerning the value and impact of efisiensi)
Establishment their actions; Ineffective (Producing outputs with
of JSMR MOVE as b. Proactively Solution-oriented (Delivering creative minimal impact and low relevance)
the Company’s transform ideas solutions that improve quality and
Work Culture. into meaningful efficiency)
The Company’s contributions; and
sustainability values c. Inspire teams to
are as follows:. collaborate in
creating sustainable
outcomes.
Komitmen terhadap Karakteristik Karyawan Berstandar Tinggi (Menghasilkan Ceroboh (Ceroboh dan mengabaikan
standar tertinggi Excellent: kinerja sesuai standar tinggi dan Prosedur)
dalam layanan, a. Teliti; konsisten) Careless (Being careless and
kinerja, dan b. Bertanggung jawab; High Standard (Delivering performance neglecting procedures)
integritas. C. Berorientasi hasil that consistently meets high standards)
Commitment to the terbaik; dan
highest standards d. Melayani dengan
sepenuh hati. Peduli (Melayani dengan empati dan Asal-asalan (Menghasilkan pekerjaan
in service, perhatian) yang di bawah standar)
Excellent performance, and Characteristics of
integrity Excellent Employees: Caring (Providing service with empathy Negligent (Delivering substandard
a. Detail-oriented; and attention) work)
b. Accountable;
c. Results-oriented Cermat (Menjaga ketelitian untuk Apatis (Mengabaikan kebutuhan
toward excellence; memastikan kualitas dan keandalan pemangku kepentingan)
and proses)
d. Deliver service Indifferent (Ignoring stakeholder
wholeheartedly. Meticulous (Maintaining accuracy to needs)
ensure process quality and reliability)
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Identitas Perusahaan [OJK C.2, GRI 2-1, GRI 2-6]
Company Identity
PT Jasa Marga (Persero) Tbk
80
Bentuk Badan Hukum Dasar Hukum Pendirian Tanggal Pendirian
Form of Legal Entity Legal Basis for Establishment Date of Establishment
Perseroan Terbatas (PT)/Badan Usaha Peraturan Pemerintah No. 04 1 Maret 1978
Milik Negara (BUMN)/Perusahaan Tahun 1978 March 1, 1978
Terbuka (Tbk)/Penanaman Modal Government Regulation No. 04 of 1978
Dalam Negeri (PMDN)
Limited Liability Company (PT)/
State-Owned Enterprise (SOEs)/Public
Company (Tbk)/Domestic Investment
(PMDN)
Kepemilikan [GRI 2-1] Pusat Informasi Lalu Lintas dan Pelayanan Lainnya
Ownership Traffic Information Center and Other Services
Jasa Marga Tollroad Command Center
Keterangan / Description
Call Center 133 / 24 Hours: 14080
Pemerintah Indonesia/
Mobile Apps Travoy
Indonesian government
Official Jasa Marga
Masyarakat / National Public
PT Jasa Marga – Persero Tbk
@official.jasamarga
@official.jasamarga
70% @PTJASAMARGA (khusus informasi lalu lintas)
(dedicated for traffic Information)
@OFFICIAL_JSMR (untuk informasi umum lainnya)
(for other general information)
30%
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Negara Tempat Beroperasi
Alamat Kantor Pusat [GRI 2-1]
Country of Operation
Head Office Address
Indonesia
Plaza Tol Taman Mini Indonesia Indah
Jakarta 13550 Indonesia
: +62-21 841 3526, +62-21 841 3630 Jumlah Karyawan [OJK C.3, GRI 2-7]
: jsmr@jasamarga.co.id , Number of employees
corcomm@jasamarga.co.id,
7.833 Pegawai
investor.relations@jasamarga.co.id
7,833 Person
: www.jasamarga.com
81
Bidang Usaha [GRI 2-6] Modal Dasar Modal Ditempatkan dan Disetor Penuh
Business fields Authorized capital Issued and Fully Paid Capital
Pengusahaan Jalan Tol Rp9.520.000.000.000,00 Rp3.628.935.600.000,00
Toll Road Management (sembilan triliun lima ratus dua puluh (tiga triliun enam ratus dua puluh
miliar rupiah) delapan miliar sembilan ratus tiga puluh
Rp9.520.000.000.000,00 lima juta enam ratus ribu rupiah)
(nine trillion five hundred and twenty Rp3.628.935.600.000,00 (three trillion
billion IDR) six hundred twenty-eight thousand nine
hundred thirty five million six hundred
thousand IDR)
Data Jaringan Usaha
Business Network Data
• 1 (satu) Kantor Pusat • 1 (one) Head Office
• 2 (dua) Kantor Regional • 2 (two) Regional Offices
• 4 (empat) Representative Office • 4 (four) Representative Offices
• 17 (tujuh belas) Entitas Anak • 17 (seventeen) Subsidiaries
• 3 (tiga) ventura bersama • 3 (three) joint ventures
• 3 (tiga) Representative Office dari (PT Jasamarga • 3 (three) Representative Offices of (PT Jasamarga
Transjawa Tol (JTT)) Transjawa Tol (JTT))
• 9 (sembilan) Entitas Anak dari PT JTT • 8 (eight) Subsidiaries of PT JTT
• 3 (tiga) ventura bersama dari PT JTT • 3 (three) joint ventures of PT JTT
Informasi alamat Kantor Regional dan Representative Office telah disajikan secara lengkap pada Laporan Tahunan tahun
2025 bagian Profil Perusahaan.
Information on the addresses of Regional Offices and Representative Offices has been presented in full in the Annual
Report 2025, Company Profile section.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Skala Usaha [OJK C.3]
Business Scale
Tabel Skala Usaha Perseroan
Table of Company Business Scale
Uraian Satuan
2025 2024 2023
Description Unit
Total Aset [OJK C.3] Dalam Jutaan Rupiah
159.995.285 148.716.520* 134.732.001*
Total Assets In IDR Million
Total Liabilitas [OJK C.3] Dalam Jutaan Rupiah
97.633.568 89.883.279* 95.004.167*
Total Liabilities In IDR Million
Total Ekuitas [OJK C.3] Dalam Jutaan Rupiah
62.361.717 58.833.241* 39.727.834*
Total Equity In IDR Million
Pendapatan tol Dalam Jutaan Rupiah
18.153.333 17.222.334 13.948.029
Toll Revenue In IDR Million
Pendapatan usaha lainnya Dalam Jutaan Rupiah
1.657.891 1.511.810 1.617.953
Other Business Revenue In IDR Million
Pendapatan konstruksi Dalam Jutaan Rupiah
10.079.023 13.021.772* 5.752.623
Construction Revenue In IDR Million
82
Total Pendapatan* Dalam Jutaan Rupiah
29.890.247 31.775.916 21.318.605
Total Revenue* In IDR Million
Jumlah Karyawan Orang
7.833 7.919 7.949
Number of employees People
• Pemerintah • Pemerintah • Pemerintah
Indonesia 70% Indonesia 70% Indonesia 70%
(Badan Pengaturan • Publik Nasional 30% • Publik Nasional 30%
Badan Usaha Milik
Negara sebagai
Pemegang Saham
Seri A Dwiwarna
dan PT Danantara
Asset Management
(Persero) sebagai
Pemegang Saham
Seri B Terbanyak)
• Publik Nasional 30%
Nama Pemegang Saham dan Persentase Persen
• The Government of • Indonesian • Indonesian
Shareholder Name and Percentage Percentage
Indonesia 70% Government 70% Government 70%
(Ministry of State- • National Public 30% • National Public 30%
Owned Enterprises
as the holder of
Series A Dwiwarna
Shares and PT
Danantara Asset
Management
(Persero) as the
holder of Series B
Shares)
• Domestic Public
30%
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Uraian Satuan Employee Information
Description Unit [OJK 2025
C.3, GRI 2-7, GRI 2-8] 2024 2023
• 6 usaha utama • 6 usaha utama • 6 usaha utama
• 3 usaha penunjang • 3 usaha penunjang • 3 usaha penunjang
Jumlah produk dan jasa Produk • 6 (six) main • 6 (six) main • 6 (six) main
Number of products and services Product businesses businesses businesses
• 3 (three) supporting • 3 (three) supporting • 3 (three) supporting
businesses businesses businesses
Ruas Operasional
kilometer 1.294 1.286 1.264
Operational Section
Keterangan/Note:
*) Disajikan kembali/Restatement
Informasi Mengenai Karyawan Employees Information
[OJK C.3, GRI 2-7, GRI 2-8] [OJK C.3, GRI 2-7, GRI 2-8]
83
Gambar/Image:
Satuan Tugas Jasa Marga Siaga Operasional Idulfitri 1447H/2026
Sampai dengan 31 Desember 2025, jumlah karyawan Jasa As of December 31, 2025, the total number of Jasa Marga
Marga sebanyak 7.833 orang karyawan yang terdiri atas 4.520 employees was 7,833, consisting of 4,520 permanent
orang karyawan tetap dan 3.313 orang karyawan kontrak. employees and 3,313 contract employees. The proportion of
Persentase karyawan kontrak di Perseroan yaitu sebesar contract employees in the Company accounted for 42% of the
42% dibandingkan dengan total karyawan. Karyawan tetap total workforce. Permanent employees are those employed
adalah karyawan pekerja yang memiliki Perjanjian Kerja under an Indefinite-Term Employment Agreement (PKWTT),
Waktu Tidak Tertentu (PKWTT), yaitu hubungan kerja yang representing a permanent employment relationship without
bersifat permanen/tanpa batas waktu sampai karyawan a specified end date, continuing until resignation, retirement,
mengundurkan diri, pensiun, atau terkena PHK sesuai or termination in accordance with applicable laws and
ketentuan hukum. Karyawan kontrak adalah pekerja yang regulations. Contract employees are those employed under
dipekerjakan dengan Perjanjian Kerja Waktu Tertentu (PKWT), a Fixed-Term Employment Agreement (PKWT), representing
yaitu hubungan kerja yang memiliki batas waktu tertentu an employment relationship with a specified duration and
dengan hak-hak yang tidak sama dengan karyawan tetap. different entitlements compared to permanent employees.
Jasa Marga juga memperkerjakan trainee yaitu pekerja yang The Company also employed trainees, defined as individuals
masih dalam tahap pelatihan atau percobaan sebelum who were still in the training or probationary period prior
diangkat menjadi karyawan tetap sebanyak 39 orang. Seluruh to being appointed as permanent employees, totaling 39
karyawan Jasa Marga merupakan karyawan penuh waktu. persons. All Jasa Marga employees are full-time employees.
Perseroan tidak membagi karyawan berdasarkan waktu kerja The Company does not classify employees based on working
yaitu penuh waktu dan paruh waktu serta tidak memiliki hours (full-time or part-time) and does not employ non-
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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About Report Sustainability Strategy Sustainability Performance Highlight
karyawan non-guaranteed hours employees. Pada tahun 2025, guaranteed hours employees. In 2025, the Company also
Perseroan juga memberikan kesempatan kepada 371 orang provided internship opportunities to 371 university students
mahasiswa untuk magang sebagai pemenuhan studi yang as part of their academic requirements, the majority of whom
mayoritas di tempatkan pada bagian kantor pusat, sebagai were placed at the head office, as a form of the Company’s
bentuk dukungan Perseroan terhadap pengembangan support for human capital development and the enhancement
sumber daya manusia dan peningkatan kompetensi generasi of young talent competencies, as well as to 91 university
muda dan 91 orang Lulusan Perguruan Tinggi untuk magang. graduates for internship programs. In addition, the Company
Selain itu, Perseroan juga mempekerjakan tenaga alih daya employed 208 outsourced personnel, primarily assigned to
berjumlah 208 orang yang mayoritas di tempatkan pada the Head Office, Regional Metropolitan Tollroad, Regional
bagian Kantor Pusat, Regional Metropolitan Tollroad, Regional Nusantara Tollroad, R01 Office, JTT Head Office, R02 Palikanci
Nusantara Tollroad, Kantor R01 dan Kantor Pusat JTT, Kantor Office, R02 Semarang Office, and R03 Surabaya Office.
R02 Palikanci, Kantor R02 Semarang, Kantor R03 Surabaya.
Jumlah karyawan yang dilaporkan adalah posisi per The reported number of employees reflects the position as
31 Desember 2023, 2024, dan 2025 serta jumlah karyawan tidak of December 31, 2023, 2024, and 2025, and the total workforce
mengalami fluktuasi yang signifikan, baik selama periode did not experience significant fluctuations, either during
pelaporan maupun antara periode pelaporan. Hal tersebut the reporting period or between reporting periods. This is
terlihat pada demografi karyawan yang disajikan sebagai reflected in the employee demographics presented as follows.
berikut.
Komposisi Karyawan Berdasarkan Employee Composition Based on Gender
Jenis Kelamin
84
Tabel Komposisi Karyawan Berdasarkan Jenis Kelamin
Table of Employee Composition Based on Gender (dalam satuan orang / in people)
Jenis Kelamin
2025 2024 2023
Gender
Pria / Male 6.355 6.458 6.482
Wanita / Female 1.478 1.461 1.467
Jumlah / Total 7.833 7.919 7.949
Komposisi Karyawan Berdasarkan Level Employee Composition Based on Position
Jabatan dan Jenis Kelamin Level and Gender
Tabel Komposisi Karyawan Berdasarkan Level Jabatan dan Jenis Kelamin
Table of Employee Composition Based on Position Level and Gender (dalam satuan orang / in people)
2025 2024 2023
Level Jabatan
Position Level Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Manajemen Puncak
54 23 77 53 23 76 59 25 84
Top Management
Manajemen Madya
149 96 245 153 95 248 149 96 245
Middle Management
Manajemen Dasar
287 78 365 269 74 343 289 77 366
Basic Management
Pelaksana
5.865 1.281 7.146 5.983 1.269 7.252 5.985 1.269 7.254
Staff
Jumlah
6.355 1.478 7.833 6.458 1.461 7.919 6.482 1.467 7.949
Total
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Komposisi Karyawan Berdasarkan Usia dan Employee Composition Based on Age and
Jenis Kelamin Gender
Tabel Komposisi Karyawan Berdasarkan Usia dan Jenis Kelamin
Table of Employee Composition Based on Age and Gender (dalam satuan orang / in people)
2025 2024 2023
Usia
Age Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
>54 tahun / year 149 29 178 155 37 192 159 43 202
50-54 tahun / year 825 112 937 819 96 915 844 109 953
45-49 tahun / year 482 143 625 605 170 775 743 198 941
40-44 tahun / year 312 51 363 279 53 332 279 70 349
35-39 tahun / year 834 165 999 669 134 803 596 98 694
30-34 tahun / year 1.435 459 1.894 1.495 430 1.925 1.455 371 1.826
25-29 tahun / year 1.147 266 1.413 1.138 288 1.426 1.197 339 1.536
20-24 tahun / year 1.171 253 1.424 1.298 253 1.551 1.209 239 1.448
Jumlah / Total 6.355 1.478 7.833 6.458 1.461 7.919 6.482 1.467 7.949
Komposisi Karyawan Berdasarkan Tingkat Employee Composition Based on Education
Pendidikan dan Jenis Kelamin Level and Gender
85
Tabel Komposisi Karyawan Berdasarkan Tingkat Pendidikan dan Jenis Kelamin
Table of Employee Composition Based on Education Level and Gender (dalam satuan orang / in people)
2025 2024 2023
Tingkat Pendidikan
Education Level Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
S2 132 83 215 122 71 193 116 63 179
Sarjana dan Sederajat /
1.740 607 2.347 1.772 603 2.375 1.658 545 2.203
Bachelor and Equivalent
Diploma 155 52 207 175 53 228 176 51 227
SLTA / High School 4.328 736 5.064 4.389 734 5.123 4.532 808 5.340
Lainnya / Others - - - - - - - - -
Jumlah / Total 6.355 1.478 7.833 6.458 1.461 7.919 6.482 1.467 7.949
Komposisi Karyawan Berdasarkan Employee Composition Based on Work
Masa Kerja dan Jenis Kelamin Period and Gender
Tabel Komposisi Karyawan Berdasarkan Masa Kerja dan Jenis Kelamin
Table of Employee Composition Based on Length of Service and Gender (dalam satuan orang / in people)
2025 2024 2023
Rentang Masa Kerja
Term of Work Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
>30 tahun / year 448 82 530 247 63 310 285 85 370
26-30 tahun / year 421 111 532 688 154 842 558 124 682
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About Report Sustainability Strategy Sustainability Performance Highlight
2025 2024 2023
Rentang Masa Kerja
Term of Work Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
21-25 tahun / year 160 42 202 194 45 239 456 110 566
16-20 tahun / year 35 24 59 5 - 5 35 12 47
11-15 tahun / year 1.618 393 2.011 89 66 155 81 61 142
6-10 tahun / year 820 233 1.053 2.453 591 3.044 2.207 562 2.769
4-5 tahun / year 846 161 1.007 996 169 1.165 700 101 801
<3 tahun / year 2.007 432 2.439 1.786 373 2.159 2.160 412 2.572
Jumlah / Total 6.355 1.478 7.833 6.458 1.461 7.919 6.482 1.467 7.949
Komposisi Karyawan Berdasarkan Status Employee Composition Based on Employee
Kepegawaian dan Jenis Kelamin Status and Gender
Tabel Komposisi Karyawan Berdasarkan Status Kepegawaian dan Jenis Kelamin
Table of Employee Composition Based on Employment Status and Gender (dalam satuan orang / in people)
2025 2024 2023
Status Kepegawaian
Employee Status Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
86
Karyawan Tetap
3.562 958 4.520 3.745 978 4.723 3.992 1.030 5.022
Permanent employees
Karyawan Tidak Tetap (Kontrak)
Non-Permanent Employees 2.793 520 3.313 2.713 483 3.196 2.490 437 2.927
(Contract)
Sub Jumlah
6.355 1.478 7.833 6.458 1.461 7.919 6.482 1.467 7.949
Sub Total
Trainee 22 17 39 15 9 24 12 11 23
Jumlah
6.377 1.495 7.872 6.473 1.470 7.943 6.494 1.478 7.972
Total
Komposisi Karyawan Berdasarkan Jenis Employee Composition Based on Gender
Kelamin dan Wilayah Kerja (Ruas) and Work Area (Section)
Tabel Komposisi Karyawan Berdasarkan Jenis Kelamin dan Wilayah Kerja (Ruas)
Table of Employee Composition Based on Gender and Work Area (dalam satuan orang / in people)
2025 2024 2023
Wilayah Kerja
Working area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Bali 66 18 84 68 19 87 63 14 77
Jawa 5.819 1.362 7.181 5.860 1.346 7.206 5.856 1.354 7.210
Kalimantan 107 9 116 110 5 115 113 13 126
Sulawesi 38 10 48 80 12 92 87 11 98
Sumatra 325 79 404 340 79 419 363 75 438
Total 6.355 1.478 7.833 6.458 1.461 7.919 6.482 1.467 7.949
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Komposisi Karyawan Tetap Berdasarkan Permanent Employee Composition Based on
Jenis Kelamin dan Wilayah Kerja (Ruas) Gender and Work Area (Section)
Tabel Komposisi Karyawan Tetap Berdasarkan Jenis Kelamin dan Wilayah Kerja (Ruas)
Table of Permanent Employee Composition Based on Gender and Work Area (Section) (dalam satuan orang / in people)
2025 2024 2023
Wilayah Kerja
Working area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Bali 42 15 57 51 16 67 48 13 61
Jawa 3.361 924 4.285 3.508 942 4.450 3.731 994 4.725
Kalimantan 27 - 27 28 - 28 34 1 35
Sulawesi 23 1 24 27 1 28 28 1 29
Sumatra 109 18 127 131 19 150 151 21 172
Total 3.562 958 4.520 3.745 978 4.723 3.992 1.030 5.022
Komposisi Karyawan Tidak Tetap (Kontrak) Composition of Non-Permanent Employees
Berdasarkan Jenis Kelamin dan Wilayah Kerja (Contract) Based on Gender and Work Area
(Ruas) (Section)
Tabel Komposisi Karyawan Tidak Tetap (Kontrak) Berdasarkan Jenis Kelamin dan Wilayah Kerja (Ruas)
87
Table of Composition of Non-Permanent Employees (Contract) Based on Gender and Work Area
(dalam satuan orang / in people)
2025 2024 2023
Wilayah Kerja
Working area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Bali 24 3 27 17 3 20 15 1 16
Jawa 2.458 438 2.896 2.352 404 2.756 2.125 360 2.485
Kalimantan 80 9 89 82 5 87 79 12 91
Sulawesi 15 9 24 53 11 64 59 10 69
Sumatra 216 61 277 209 60 269 212 54 266
Total 2.793 520 3.313 2.713 483 3.196 2.490 437 2.927
Komposisi Karyawan Berdasarkan Status Employee Composition Based on Employee
Kepegawaian dan Wilayah Kerja Status and Work Area
Tabel Komposisi Karyawan Berdasarkan Status Kepegawaian dan Wilayah Kerja
Table of Employee Composition Based on Employee Status and Work Area (dalam satuan orang / in people)
2025 2024 2023
Status Kepegawaian
Employee Status
KP AP/KR/KC Total KP AP/KR/KC Total KP AP/KR/KC Total
Karyawan Tetap
472 4.048 4.520 474 4.249 4.723 464 4.558 5.022
Permanent employees
Karyawan Tidak Tetap (Kontrak)
Non-Permanent Employees 3 3.310 3.313 2 3.194 3.196 - 2.927 2.927
(Contract)
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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About Report Sustainability Strategy Sustainability Performance Highlight
2025 2024 2023
Status Kepegawaian
Employee Status
KP AP/KR/KC Total KP AP/KR/KC Total KP AP/KR/KC Total
Total 475 7.208 7.833 476 7.443 7.919 464 7.485 7.949
KP : Kantor Pusat
AP/KR/KC : Anak Perusahaan/Kantor Regional/Kantor Cabang
KP : Headquarters
AP/KR/KC : Subsidiary/Regional Office/Branch Office
Komposisi Karyawan Non Pegawai/Magang Composition of Non-Employee/Interns
Berdasarkan Jenis Kelamin dan Penempatan Based on Gender and Placement
Tabel Komposisi Karyawan Non Pegawai/Magang Berdasarkan Jenis Kelamin dan Penempatan
Table of Composition of Non-Employee/Intern Employees Based on Gender and Work Area
(dalam satuan orang / in people)
2025
Wilayah Kerja
Working area Pria Wanita Jumlah
% %
Male Female Total
Bali - - - - -
Jawa 164 43 207 57 371
Kalimantan - - - - -
88
Sulawesi - - - - -
Sumatra - - 8 - 8
Total 164 43 215 57 379
2024
Wilayah Kerja
Working area Pria Wanita Jumlah
% %
Male Female Total
Bali 1 0% 4 1% 5
Jawa 168 46% 175 48% 343
Kalimantan 1 0% 1 0% 2
Sulawesi 0 0% 0 0% 0
Sumatra 5 2% 4 2% 10
Total 175 49% 185 51% 360
2023
Wilayah Kerja
Working area Pria Wanita Jumlah
% %
Male Female Total
Bali 0 0% 0 0% 0
Jawa 8 42% 11 58% 19
Kalimantan 0 0% 0 0% 0
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
2023
Wilayah Kerja
Working area Pria Wanita Jumlah
% %
Male Female Total
Sulawesi 0 0% 0 0% 0
Sumatra 0 0% 0 0% 0
Total 8 42% 11 58% 19
Tabel Komposisi Tenaga Alih Daya Berdasarkan Jenis Kelamin dan Penempatan
Table of Outsourced Workforce Composition based on Gender and Placement
(dalam satuan orang / in people)
2025
Wilayah Kerja
Working area Pria Wanita Jumlah
% %
Male Female Total
Kantor Pusat
57 18,75% 0 0% 39
Head Office
Regional Metropolitan Tollroad 41 19,71% 5 2,40% 46
Regional Nusantara Tollroad 2 0,96% 0 0% 2
Kantor RO1 dan Kantor Pusat JTT
42 20,19% 3 1,44% 45
RO1 Office and JTT Head Office 89
Kantor RO2 Palikanci
25 12,02% 2 0,96% 27
RO2 Palikanci Office
Kantor RO2 Semarang
26 12,50% 1 0,48% 27
RO2 Semarang Office
Kantor RO3 Surabaya
21 10,10% 1 0,48% 22
RO3 Surabaya Office
Total 214 94,23% 12 5,77% 208
Tabel Komposisi Tenaga Alih Daya Berdasarkan Jenis Kelamin dan Penempatan
Table of Outsourced Workforce Composition based on Gender and Placement
(dalam satuan orang / in people)
Wilayah Kerja
2024 2023
Working area
Kantor Pusat
197 195
Head Office
Regional Metropolitan Tollroad 35 0
Regional Nusantara Tollroad 2 2
PT Jasamarga Transjawa Tol 102 0
PT JMRB 37 21
PT JMTO 2870 3043
PT JMTM 54 54
Total 3297 3315
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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About Report Sustainability Strategy Sustainability Performance Highlight
Wilayah Operasional [OJK C.3, GRI 2-1, GRI 2-6]
Operational Area
Kalimantan Timur
East Kalimantan
Entitas Anak / Subsidiaries
• Samboja: 1 Entitas Anak /
Sumatera Utara 1 Subsidiary
North Sumatra » PT Jasamarga Balikpapan
Samarinda
Representative Office
• Medan: 1 Representative Office
» Representative Office 1, Jasamarga
Nusantara Tollroad Regional Division
(Ruas/Segment Belawan-Medan- Tj.
Morawa)
Entitas Anak / Subsidiaries
• Deli Serdang: 1 Entitas Anak/
1 Subsidiaries
» PT Jasamarga Kualanamu Tol
Jawa Barat
West Java
Representative Office
• Bandung: 1 Representative Representative Office dari PT JTT /
Office Representative Office under PT JTT
» Representative Office 3 • Cirebon: 1 Representative Office
Jasamarga Metropolitan » Representative Office 2 PT
Tollroad Regional Division Jasamarga Transjawa Tol
(Ruas/Segment Cikampek- (Ruas/Segment Palimanan-
Padalarang-Cileunyi) Kanci)
90 • Subang:
>> PT Jasamarga Akses
Patimban
Jabodetabek
Kantor Pusat / Head Office • Bogor: 1 Entitas Anak/ 1 Bali
• Jakarta: 1 Kantor Pusat / 1 Head Subsidiaries
Office » PT Marga Sarana Jabar
» PT Jasa Marga (Persero) Tbk • Tangerang: 1 Entitas Anak/ 1
Subsidiaries Entitas Anak / Subsidiaries
Regional / Regions » PT Jasamarga Kunciran • Denpasar: 1 Entitas Anak / 1
• Jakarta: 2 Regional / 2 Regions Cengkareng Subsidiaries
» Jasamarga Metropolitan • Tangerang Selatan / South » PT Jasamarga Bali Tol
Tollroad Regional Division Tangerang: 2 Entitas Anak/ 2
» Jasamarga Nusantara Subsidiaries
Tollroad Regional Division » PT Cinere Serpong Jaya
» PT Marga Trans Nusantara
Representative Office • Bekasi: 1 Entitas Anak / 1
• Jakarta: 2 Representative Offices Subsidiaries
» Representative Office 1, » PT Jasamarga Transjawa Tol
Jasamarga Metropolitan
Tollroad Regional Division Jawa Tengah/DIY
(Ruas/Segment Jagorawi, Ventura Bersama / Joint Venture
Central Java/Special Region of Yogyakarta
JORR E1 E2 E3 W2S, Pondok • Jakarta: 1 Ventura Bersama / 1
Aren-Ulujami) Joint Venture
» Representative Office 2, » PT Marga Lingkar Jakarta Entitas Anak / Subsidiaries Ventura Bersama dari PT JTT / Joint
Jasamarga Metropolitan • Yogyakarta: 1 Entitas Anak / 1 Ventures under PT JTT
Tollroad Regional Division Ventura Bersama dari PT JTT / Joint Subsidiary • Semarang: 1 Ventura Bersama
(Ruas/Segment Cawang- Ventures under PT JTT » PT Jasamarga Jogja Bawen dari PT JTT / 1 Joint Venture
Tomang-Pluit atau/or Dalam • Jakarta: 1 Ventura Bersama dari » PT Jasamarga Jogja Solo under PT JTT
Kota/Innercity Ring Road, PT JTT / 1 Joint Venture under » PT Trans Marga Jateng
Ruas/Segment Sedyatmo, PT JTT Entitas Anak dari PT JTT /
Ruas/Segment Jakarta- » PT Jasamarga Jalanlayang Subsidiaries under PT JTT Representative Office dari PT JTT /
Tangerang) Cikampek • Semarang: 1 Entitas Anak dari PT Representative Office under JTT
JTT / 1 Subsidiary under PT JTT • Semarang: 1 Representative
Entitas Anak / Subsidiaries Representative Office dari PT JTT / » PT Jasamarga Semarang- Office
• Jakarta: 5 Entitas Anak / 5 Representative Office under PT JTT Batang » Representative Office 2 PT
Subsidiaries • Bekasi: 1 Representative Office • Boyolali: 1 Entitas Anak dari PT Jasamarga Transjawa Tol
» PT Jasamarga Japek Selatan » Representative Office 1 PT JTT / 1 Subsidiary under PT JTT (Ruas/Segment Semarang
» PT Jasamarga Related Jasamarga Transjawa Tol » PT Jasamarga Solo Ngawi Seksi/Section A,B,C)
Business (Ruas/Segment Jakarta-
» PT Jasamarga Tollroad Cikampek)
Operator
» PT Jasamarga Tollroad
Maintenance
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Wilayah operasional Perseroan mencakup wilayah Negara Republik The Company’s operational area covers the territory of the Republic of
Indonesia baik wilayah Indonesia Barat, wilayah Indonesia Tengah Indonesia, both West Indonesia, Central Indonesia and East Indonesia.
maupun Indonesia Timur. Sampai dengan 31 Desember 2025, Perseroan As of December 31, 2025, the Company has 1 (one) Head Office, 2 (two)
memiliki 1 (satu) Kantor Pusat, 2 (dua) Kantor Regional, 4 (empat) Regional Offices, 4 (four) Representative Offices, 17 Subsidiaries, 1 (one)
Representative Office, 17 Entitas Anak, 1 (satu) ventura bersama, 3 joint ventures, 3 (three) Representative Offices through PT Jasamarga
(tiga) Representative Office melalui PT Jasamarga Transjawa Tol (JTT), Transjawa Tol (JTT), 8 (eight) Subsidiaries through PT JTT, and 3 (three)
8 (delapan) Entitas Anak melalui PT JTT, serta 3 (tiga) ventura bersama joint ventures through PT JTT.
melalui PT JTT.
Keterangan / Description
Jasamarga Nusantara Tollroad Regional Division
Jasamarga Metropolitan Tollroad Regional Division
PT Jasamarga Transjawa Tol
91
Sulawesi Utara
North Sulawesi
Entitas Anak / Subsidiaries
• Manado: 1 Entitas Anak /
1 Subsidiary
» PT Jasamarga Manado
Bitung
Tabel Wilayah Operasional Selama 5 (Lima) Tahun Terakhir /
Table of Operational Areas for The Last 5 (Five) Years
Jawa Timur
East Java
Jaringan Office
2025 2024 2023 2022 2021
Entitas Anak / Subsidiaries Representative Office dari PT Kantor Networks
• Probolinggo: 1 Entitas JTT / Representative Office
Anak / 1 Subsidiary under JTT
» PT Jasamarga • Surabaya : 1 Kantor Pusat 1 1 1 1 1 Head Office
Probolinggo Representative Office
Banyuwangi » Representative Office 3 PT Kantor
2 2 2 2 3 Regions Office
Jasamarga Transjawa Tol Regional
Entitas Anak dari PT JTT / (Ruas/Segment Surabaya-
Subsidiaries under PT JTT Gempol) Representative Representative
4 4 4 4 8
• Madiun: 1 Entitas Anak dari Office Office
PT JTT / 1 Subsidiary under Ventura Bersama dari PT JTT /
PT JTT Joint Ventures under PT JTT Entitas Anak 17 17 16 16 19 Subsidiary
» PT Jasamarga Ngawi • Pasuruan: 1
Kertosono Kediri Ventura Bersama dari PT JTT/ Ventura
1 2 2 2 7 Joint Venture
• Sidoarjo: 1 1 Joint Venture under PT JTT Bersama
Entitas Anak dari PT JTT / 1 » PT Jasamarga Pandaan Tol
Subsidiary under PT JTT • Malang: 1 Ventura Representative Representative
» PT Jasamarga Surabaya Bersama dari PT JTT / 1 Joint Office dari PT 3 3 4 3 - Office under
Mojokerto Venture under PT JTT JTT PT JTT
• Pasuruan: 1 » PT Jasamarga Pandaan
Entitas Anak dari PT JTT / 1 Malang Entitas Anak Subsidiaries
Subsidiary under PT JTT 8 6 5 2 -
dari PT JTT under PT JTT
» PT Jasamarga Gempol
Pasuruan Ventura
Joint Ventures
Bersama dari 3 3 4 7 -
under PT JTT
PT JTT
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Aktivitas, Rantai Nilai dan Hubungan Bisnis Lainnya
Activities, Value Chain and Other Business Relationships
92
Gambar/Image:
Jasa Marga pastikan layanan transaksi di gerbang tol berjalan dengan optimal
Kegiatan Usaha yang Dijalankan Business Activities Carried Out
[OJK C.4, GRI 2-6] [OJK C.4, GRI 2-6]
Kegiatan usaha yang dijalankan Perseroan mengacu pada The Company’s business activities refer to the latest Articles
Anggaran Dasar terakhir, sebagaimana tertuang dalam Akta of Association, as stated in Deed No. 40 dated July 19, 2021,
No. 40 tanggal 19 Juli 2021, yang dibuat di hadapan Ir. Nanette made before Ir. Nanette Cahyanie Handari Adi Warsito S.H.,
Cahyanie Handari Adi Warsito S.H., Notaris di Jakarta, dan Notary in Jakarta, and has been approved by the Minister of
telah disetujui oleh Menteri Hukum dan Hak Asasi Manusia Law and Human Rights in Decree No. AHU-AH.01.03-0429854
dalam Keputusan No. AHU-AH.01.03-0429854 tanggal 21 Juli dated July 21, 2021 and has been registered in the Company
2021 serta telah didaftarkan dalam Daftar Perseroan No. AHU- Register No. AHU-0125817.AH.01.11.YEAR 2021 dated July 21,
0125817. AH.01.11.TAHUN2021 tanggal 21 Juli 2021, Pasal 3 ayat (1), 2021. The purpose and objectives of the Company are to
maksud dan tujuan Perseroan ialah turut serta melaksanakan participate in implementing and supporting Government
dan menunjang kebijakan dan program Pemerintah di policies and programs in the fields of economics and national
bidang ekonomi dan pembangunan nasional pada umumnya, development in general, especially development in the field
khususnya pembangunan di bidang Pengusahaan Jalan Tol of Toll Road Business with supporting facilities by applying
dengan sarana penunjangnya dengan menerapkan prinsip- the principles of a limited liability company.
prinsip Perseroan Terbatas.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Berdasarkan Anggaran Dasar, kegiatan usaha dan kegiatan Based on the Articles of Association, the Company’s business
usaha penunjang Perseroan adalah sebagai berikut: activities and supporting business activities are as follows:
1. Kegiatan Usaha Perseroan meliputi: 1. The Company’s business activities include:
a. Melakukan perencanaan teknis, pelaksanaan a. Carrying out technical planning, construction
konstruksi, pengoperasian dan/atau preservasi jalan implementation, operation and/or preservation of
tol. toll roads.
b. Mengusahakan lahan di ruang milik jalan tol b. Cultivating land in toll road areas (rumijatol) and
(rumijatol) dan lahan yang berbatasan dengan ruang land bordering toll road areas (rumijatol) for rest
milik jalan tol (rumijatol) untuk tempat istirahat dan and service areas, along with other facilities and
pelayanan, berikut dengan fasilitas-fasilitas dan businesses.
usaha lainnya.
c. Melakukan kegiatan pengembangan kawasan yang c. Carrying out integrated area development activities
terintegrasi dengan pengembangan jaringan jalan tol. with toll road network development.
d. Melakukan kegiatan di bidang jasa layanan preservasi d. Carrying out activities in the field of toll road
dan pengoperasian jalan tol. preservation and operation services.
e. Aktivitas jalan tol, mencakup pelayanan lalu lintas e. Toll road activities, including vehicle traffic services
kendaraan melalui jalan atau jembatan tol. via toll roads or bridges.
f. Melakukan investasi termasuk penyertaan modal f. Making investments including equity participation
pada perusahaan lainnya sejalan dengan dan untuk in other companies in line with and to achieve the 93
mencapai maksud dan tujuan Perseroan. Company’s goals and objectives.
2. Kegiatan Usaha Penunjang meliputi: 2. Supporting Business Activities include:
Bidang pengembangan jasa untuk usaha-usaha yang The development of services related to transportation
terkait dengan moda-moda/sarana transportasi, modes/facilities, the distribution of liquid/solid/gas
pendistribusian material cair/padat/gas, jaringan sarana materials, information, technology, and communication
informasi, teknologi dan komunikasi, terkait dengan infrastructure networks, in connection with toll road
koridor jalan tol dengan memperhatikan Peraturan corridors, in compliance with prevailing laws and
Perundang-undangan. regulations.
Seluruh kegiatan usaha utama yang tercantum dalam All main business activities listed in the Company’s Articles of
Anggaran Dasar Perseroan telah dijalankan. Association have been carried out.
Gambar/Image:
Signage Jalan Tol Jagorawi
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Rantai Nilai [GRI 2-6]
Value Chain
Rantai Nilai dalam Operasi dan Bisnis Jasa Marga [2-6]
Value Chain in Jasa Marga Operations and Business
Kebutuhan jalan tol dari Proses pengadaan dan Proses konstruksi/
Pemerintah Indonesia penunjukan konstruksi, serta pembangunan jalan tol. Hingga
(Kementerian Pekerjaan Umum konsesi pengelolaan, dan akhir tahun 2024, sebanyak
dan Perumahan Rakyat dan pemeliharaan jalan tol 446,4 km/ruas jalan tol sedang
dalam proses konstruksi/
Kementerian Perhubungan)
Procurement and appointment pembangunan oleh Jasa Marga
Toll road program from process of construction, as well Group.
Indonesian Government as management concession and Pendapatan konstruksi bagi Jasa
(Ministry of Public Works maintenance of toll road. Marga Group.
and Housing and Ministry of
The process of toll road
Transportation)
construction construction. Until
the end of 2024, as many as
94 446.4 km/toll road sections are
under construction/construction
by Jasa Marga Group.
Construction revenue for Jasa
Marga Group.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Jasa Marga telah berpengalaman selama lebih dari 40 tahun dalam bidang
pembangunan dan pengoperasian jalan tol di berbagai wilayah Indonesia.
Jasa Marga has more than 40 years of experience in the field of toll road
construction and operation in various regions of Indonesia.
Operasi dan pemeliharaan jalan tol oleh entitas tersendiri sesuai undang-undang tentang jalan. Hingga
akhir tahun 2025, sebanyak 36 konsesi jalan tol dengan total panjang jalan mencapai 1.736 tol km dan 1.294
km telah dioperasikan dan dikelola oleh Jasa Marga Group mencakup 13 entitas anak bidang jalan tol, 5
entitas anak di bidang non jalan tol, dan 8 ventura bersama. Perseroan memiliki 1 (satu) Kantor Pusat,
2 (dua) Regional, 4 (empat) Representative Offices, 17 (tujuh belas) Entitas Anak, 1 (satu) Entitas Ventura
Bersama, 3 (tiga) Representative Offices dari PT JTT, 6 (enam) Entitas Anak dari PT JTT, dan 3 (tiga) Ventura
Bersama dari PT JTT yang tersebar di seluruh Indonesia. Dalam operasi dan pemeliharaan, berbagai
pemangku kepentingan terlibat dalam pengawasan, seperti Badan Pengatur Jalan Tol Kementerian PUPR
serta Kementerian Perhubungan.
Pendapatan usaha jalan tol, pengoperasian, pemeliharaan, bisnis terkait, dan pendapatan lainnya bagi
Jasa Marga Group.
Toll road operation and maintenance by separate entity in accordance with road laws. By the end of 2025,
36 toll road concessions with a total road length of 1,294 km and 1,286 km have been operated 95
and managed by the Jasa Marga Group including 13 toll road subsidiaries, 5 non-toll road
subsidiaries, and 8 joint ventures. The Company has 1 (one) Head Office, 2 (two) Regional
Offices, 4 (four) Representative Offices, 17 (seventeen) Subsidiaries, 1 (one) Joint Venture
Entity, 3 (three) Representative Offices of PT JTT, 6 (six) Subsidiaries of PT JTT, and 3
(three) Joint Ventures of PT JTT spread throughout Indonesia. In operation and
maintenance, various stakeholders are involved in supervision, such as the PUPR
Ministry’s Toll Road Regulatory Agency and the Ministry of Transportation.
Toll road business income, operation, maintenance, related businesses and
other income for the Jasa Marga Group.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Pembagian Kewenangan Berdasarkan Rantai Nilai
Division of Authority Based on Value Chain
Pre Toll Road Pengembangan
Concession Agreement Development
Pengembangan Proyek Desain dan Teknik
Planning
Project Development Design and Engineering
Manajemen Proyek
Planning & FS Commercial Asset Planning Project Management
• Analisis arus lalu lintas • Strategi asset dan konsep komersial • Administrasi kontrak
• Analisis dampak ekonomi • Analisis penggunaan rightof way (kabel • Perencanaan dan penjadwalan
terhadap wilayah pengembangan optic, pipa gas, dll) • Pengendalian proyek
• Perencanaan penggunaan tanah • Proyeksi keuangan asset • Design assurance
terintegrasi • Mitigasi dan penyelesaian konflik • Persetujuan dan perizinan
• Konsultasi dan persetujuan • Manajemen risiko komersial • Analisis risiko proyek
pengembangan • Asset strategy and commercial concept • Contract administration
• Perencanaan akuisisi tanah • Analysis of right of way usage (optical • Planning and scheduling
• Pra-FS & FS cables, gas pipelines, etc.) • Project control
• AMDAL • Asset financial projections • Design assurance
Toll Road Value Chain
• Basic Design
Rantai Nilai Jalan Tol
• Conflict mitigation and resolution • Approval and licensing
• Struktur pendanaan • Commercial risk management • Project risk analysis
• Traffic flow analysis
• Analysis of economic impact on
the development area
• Integrated land use planning Arsitektur dan Desain
Rencana Investasi dan Pendanaan
• Development consultation and
agreement Investment and Funding Plan Architecture and Design
• Land acquisition planning
96 •
•
Pre-FS & FS
AMDAL
• Strategi portfolio • Arsitektur jalan dan jembatan
• Model keuangan (termasuk penerangan)
• Basic Design • Strategi pendanaan • Arsitektur terowongan
• Funding structure • Pengumpulan dana • Architecture of roads and
• Due diligence bridges (including lighting)
• Manajemen risiko investasi • Architecture of tunnels
• Portofolio Strategy
Pelaksanaan Tender • Financial Model
Tender Execution • Funding strategy
• Fund raising Rekayasa Teknis
• Due diligence Technical engineering
Tender & Kontrak • Investment risk management
Tenders & Contracts
• Desain dan rekayasa teknik
• Pemodelan teknis dan pengujian
Akuisisi Tanah • Engineering design and
Land acquisition engineering
• Technical modeling and testing
• Akuisisi tanah dan safeguarding
• Dana talangan tanah
• Land acquisition and safeguarding
• Land bailout
Direktur Pengembangan Usaha
Director Of Business Development
Perencanaan Strategis Pengembangan Bisnis Manajemen Litbang
Rantai Nilai Pertumbuhan Bisnis
Strategic Planning Business Development R&D Management
Kapabilitas Fungsi Pendukung
Support Function Capabilities
Business Growth Value Chain
Direktur Utama, Direktur Keuangan Dan Manajemen Risiko Direksi
President Director, Director of Finance and Risk Management Management
Manajemen Portofolio Merger dan Akuisisi Manajemen Kinerja
Portfolio Management Mergers and Acquisitions Performance Management
Direktur Keuangan Dan Manajemen Risiko
Director Of Finance And Risk Management
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pengembangan Operasi
Transfer
Development Operation
Pengadaan/Kontrak Konstruksi Operasi dan Redefining Aset
Divestasi
Procurement/Contract Construction Operation and Redefining Assets
Manajemen Proyek Operasi Aset Operasi Aset Penjualan Aset
Project Management Asset Operations Asset Operations Asset Sales
Kontrak Manajemen Operasi Operations • Manajemen lalu • Valuasi aset
• Kesehatan, keselamatan, keamanan,
Management Contracts lintas • Pemasaran dan
dan lingkungan
• Manajemen penjualan aset
• Kesiapan pelatihan dan operasional
transaksi • Pemindahtanganan
• Quality control dan commissioning
• Layanan lalu lintas aset kepada pihak
• Analisis forensik keterlambatan Operasi Aset Sekitar Jalan Tol • Layanan Transaksi lain
• Manajemen sub-kontraktor
Asset Operations Around Toll Roads • Tollroad comman • Asset valuation
• Health, safety, security, and environment center • Marketing and asset
• Training and operational readiness
TIP, Penyewaan, Periklanan • Traffic management sales
• Quality control and commissioning
TIP, Leasing, Advertising • Transaction • Transfer of assets to
• Forensic analysis of delays
management other parties
• Traffic services
• Transaction Services
Manajemen Fasilitas dan Pemeliharaan • Tollroad comman
Pengadaan Pengadaan Facility Management and Maintenance cente Penyelesaian
Procurement Procurement Konsesi
Kontrak Manajemen Pemeliharaan Concession
Maintenance Management Contracts Settlement
• Seleksi vendor/ • Pembentukan situs
•
sub-kontraktor
Manajemen vendor
• Pekerjaan tanah,
blasting, dan
Manajemen Fasilitas Pemindahtanganan 97
• Persiapan tender saluran air dan Pemeliharaan aset kepada
dan eksekusi • Pekerjaan bawah
Modifikasi Aset Facility Management pemerintah
• Penentuan tanah dan Asset Modification and Maintenance Transfer of assets to the
milestone dan terowongan government
jadwal • Konstruksi Peningkatan Kapasitas • Manajemen
• Eksekusi jembatan Capacity Building Pemeliharaan
pengadaan • Konstruksi jalan
• Layanan
• QA/QC • Instalasi listrik
Pemeliharaan
• Vendor selection/ • Pekerjaan finishing
Rekayasa Teknis • Maintenance
sub-contractors • Site formation
Management
• Vendor • Earthworks, Technical Engineering
• Maintenance
management blasting, and
Services
• Tender preparation waterways
• Manajemen portfolio
and execution • Underground and
• Manajemen pendanaan
• Milestone tunnel works
• Manajemen performa keuangan
and schedule • Bridge construction
• Manajemen pricing dan komersial
determination • Road construction
• Procurement • Electrical • Portfolio management
execution installations • Funding management
• QA/QC • Finishing works • Financial performance management
• Pricing and commercial management
Direktur Pengembangan Usaha Direktur Bisnis Direktur Operasi Direktur Bisnis
Director of Business Development Director of Business Director Of Operations Director Of Business
Pengadaan Komunikasi Perusahaan Keuangan Strategi SDM
Regional
Procurement Corporate Communication Finance HR Strategy
Aset Hukum Hubungan Investor Manajemen Mutu
GCG CDP CSR IT
Assets Law Investor Relations Quality Management
Manajemen Risiko Transformasi
Corporate Secretary and Chief Administration Officer
Risk Management Transformation Direktur Bisnis
Director of
Hubungan Korporat
Direktur Keuangan dan
Manajemen Risiko
Business
Audit Internal Director Of Finance And Risk SDM Ops
Corporate Relations Management
Direktur Utama Direktur Human Capital Dan Transformasi
President Director Director of Human Capital and Transformation
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Aktivitas Organisasi, Produk, Layanan dan Organizational Activities, Products,
Pasar yang Dilayani [OJK C.4, GRI 2-6] Services, and Markets Served [OJK C.4, GRI 2-6]
Produk dan layanan Jasa Marga dikelompokkan ke dalam Jasa Marga’s products and services are categorized into
tiga bidang utama, yaitu Bisnis Konsesi Jalan Tol, Bisnis three main business segments, namely Toll Road Concession
Pengoperasian Tol, serta Bisnis Prospektif. Pada bidang Business, Toll Road Operation Business, and Prospective
konsesi jalan tol, hingga akhir Desember 2025 Perseroan Business. In the toll road concession segment, as of the end
memegang hak konsesi atas 36 ruas jalan tol dengan total of December 2025, the Company held concession rights for 36
panjang 1.736 km, yang diperoleh melalui tender, akuisisi, toll road sections with a total length of 1,736 km, obtained
maupun prakarsa sendiri. Pengoperasian konsesi tersebut through tenders, acquisitions, and unsolicited initiatives.
dikelola dalam dua Regional serta melalui entitas anak di The operation of these concessions was managed under two
bawah subholding PT Jasamarga Transjawa Tol (JTT). Sampai Regional divisions as well as through subsidiaries under the
penutup tahun 2025, dari keseluruhan panjang konsesi yang subholding PT Jasamarga Transjawa Tol (JTT). By the end of
dimiliki, sepanjang 1.294 km telah resmi beroperasi. 2025, out of the total concession length, 1,294 km had been
officially operationai.
Perseroan menjalankan bisnis pengoperasian jalan tol The company operates its toll road business through its
melalui Entitas Anak, yaitu PT Jasamarga Tollroad Operator subsidiary, PT Jasamarga Tollroad Operator (JMTO).The services
(JMTO). Layanan yang diberikan oleh Perseroan antara lain provided by the Company included transaction services, traffic
adalah layanan transaksi, layanan lalu lintas serta dan services, as well as preservation or maintenance services.
layanan preservasi atau pemeliharaan. Layanan transaksi Transaction services were related to the availability and speed
berhubungan dengan ketersediaan maupun kecepatan alat of equipment and systems at toll gates to process transactions
dan sistem di gerbang tol untuk memproses transaksi yang conducted by toll road users. Traffic services comprised a
dilakukan oleh setiap pengguna jalan tol. Layanan lalu series of activities including the planning, procurement,
98 lintas adalah serangkaian upaya kegiatan yang meliputi installation, regulation, and maintenance of road equipment
perencanaan, pengadaan, pemasangan, pengaturan, dan facilities aimed at ensuring and maintaining safety, security,
pemeliharaan fasilitas perlengkapan jalan dalam rangka order, and traffic flow, particularly on toll roads. In addition
mewujudkan, mendukung, dan memelihara keamanan, to toll road operational services, PT JMTO also provided
keselamatan, ketertiban, dan kelancaran lalu lintas khususnya information technology services and Electronic Toll Collection
di jalan tol. Selain layanan pengoperasian jalan tol, PT JMTO (ETC) services to support toll road operations. Toll road
juga menyediakan layanan teknologi informasi dan layanan operations were carried out through the parent company for
Electronic Toll Collection (ETC) sebagai pendukung operasional 9 (nine) sections, through subsidiaries, joint ventures, and
jalan tol. Pengoperasian jalan tol melalui induk sebanyak subsidiaries and joint ventures under PT JTT for 25 sections,
9 (sembilan) ruas, melalui Entitas Anak, Ventura Bersama and through Toll Road Business Entities (BUJT) outside the
serta Entitas Anak dan Ventura Bersama dari PT JTT sebanyak Jasa Marga Group for 7 (seven) sections. Meanwhile, toll road
25 ruas, melalui BUJT di Luar Kelompok Usaha Jasa Marga preservation management and construction services provided
sebanyak 7 (tujuh) ruas. Sementara, layanan manajemen by the Company were carried out through its subsidiary, PT
preservasi jalan tol dan konstruksi yang diberikan Perseroan Jasamarga Tollroad Maintenance (JMTM), covering 26 sections.
dilakukan melalui Entitas Anak, yaitu PT Jasamarga Tollroad
Maintenance (JMTM) sebanyak 26 ruas.
Perseroan juga menjalankan lini bisnis prospektif The Company also operates prospective business lines to
untuk meningkatkan pertumbuhan kinerjanya dengan enhance its performance growth by optimizing business
mengoptimalkan potensi usaha dan aset di ruang milik potential and assets within the toll road right-of-way (Rumija)
jalan tol (Rumija) di sepanjang ruas jalan milik Jasa Marga across the Jasa Marga Group’s toll road network. These
Grup. Lini bisnis prospektif ini dikelola oleh Entitas Anak, prospective business lines are managed by a subsidiary, PT
yaitu PT Jasamarga Related Business (JMRB) yang bergerak Jasamarga Related Business (JMRB), which operates in Toll
di bidang Toll Corridor Development (TCD), Tempat Istirahat Corridor Development (TCD), Rest Area and Service Facilities
dan Pelayanan (TIP), utilitas, building management, serta (TIP), utilities, building management, and commercial
bisnis komersil. Adapun Tempat Istirahat dan Pelayanan businesses. As of 2025, PT Jasamarga Related Business (JMRB)
(TIP) milik PT Jasamarga Related Business (JMRB) Tahun 2025 managed a total of 27 (twenty-seven) Rest Area and Service
yaitu sebanyak 27 (dua puluh tujuh) TIP yang tersebar di 11 Facilities (TIP) across 11 (eleven) toll road sections.
(sebelas) ruas jalan tol.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pada tahun 2025, Perseroan telah mengoperasikan 1.294 In 2025, the Company operated approximately 1,294 km of toll
km ruas jalan tol yang secara geografis tersebar di wilayah roads across various regions, including Jabodetabek, West
Jabodetabek, Jawa Barat, Jawa Tengah, Jawa Timur, Sumatera Java, Central Java, East Java, North Sumatra, East Kalimantan,
Utara, Kalimantan Timur, Sulawesi Utara dan Bali. Secara North Sulawesi, and Bali. In aggregate, the Company is still the
agregat, Perseroan masih menjadi pemimpin pasar dengan market leader by controlling 43% of the market share of all
menguasai 43% pangsa pasar dari seluruh operator jalan tol toll road operators in Indonesia.
di Indonesia.
Tabel Pasar yang Dilayani
Table of Served Markets
Jaringan Uraian
Link Description
Lokasi geografis tempat produk/jasa Lokasi geografis ruas jalan yang dikelola oleh Jasa Marga dengan 2 (dua) kantor regional 1 (satu)
ditawarkan AP Subholding dan 7 (tujuh) kantor representative office, entitas anak, entitas Asosiasi dan Ventura
Bersama secara geografis tersebar di wilayah Jabodetabek, Jawa Barat, Jawa Tengah, Jawa Timur,
Sumatera Utara, Kalimantan Timur, Sulawesi Utara dan Bali.
Geographic location where the product/ The geographical location of the road sections managed by Jasa Marga with 2 (two) regional offices, 1
service is offered (one) AP Subholding and 7 (seven) representative offices, subsidiary entities, association entities and
joint ventures are geographically spread across the Jabodetabek, West Java, Central Java, East Java,
North Sumatra, East Kalimantan, North Sulawesi and Bali regions.
Sektor yang dilayani Sebagaimana tugas utama Jasa Marga merencanakan, membangun, mengoperasikan dan memelihara
jalan tol, serta sarana kelengkapannya, maka sektor yang dilayani mencakup sektor infrastruktur/
konstruksi dan sektor pengelolaan jalan tol dan layanan penunjangnya.
Sectors served As Jasa Marga’s main task is to plan, build, operate and maintain toll roads and their supporting
facilities, the sectors served include the infrastructure/construction sector and the toll road
99
management sector and its supporting services.
Jenis pelanggan dan penerima manfaat Jenis pelanggan dan penerima manfaat dari sektor usaha yang dioperasikan oleh Jasa Marga adalah
masyarakat umum pengguna jalan tol dan masyarakat di sekitar rest area sebagai mitra usaha.
Types of customers and beneficiaries The types of customers and beneficiaries of the business sector operated by Jasa Marga are the
public who use toll roads and the community around rest areas as business partners.
Rantai Pasok [GRI 2-6] Supply Chain [GRI 2-6]
Jasa Marga senantiasa berkomitmen untuk meningkatkan Jasa Marga is always committed to increasing the contribution
kontribusi pemasok lokal dalam kegiatan bisnisnya. Dalam of local suppliers in its business activities. To support its
rangka menunjang aktivitas bisnisnya, Jasa Marga telah business activities, Jasa Marga has involved various suppliers
melibatkan berbagai pemasok barang yang meliputi 166 of goods and services including 166 suppliers (National/
pemasok (pemasok Barang Nasional/Lokal) dan 36 pemasok Local Goods suppliers) and 36 suppliers (National/local
(pemasok Jasa Nasional/lokal), dan 229 pemasok (pemasok Service suppliers), and 229 suppliers (National/local Goods
Barang dan Jasa Nasional/lokal) Sepanjang tahun 2025, Jasa and Services suppliers). Throughout 2025, Jasa Marga has
Marga telah bekerja sama dengan 431 pemasok lokal. collaborated with 431 local suppliers.
Entitas Hilir [GRI 2-6] Downstream Entities [GRI 2-6]
Dalam menjalankan kegiatan bisnisnya, Perseroan juga telah In carrying out its business activities, the Company has also
melakukan sinergi dengan entitas hilir yang merupakan synergized with downstream entities which are the Company’s
Entitas Anak Perseroan. Berikut uraian sinergi Perseroan Subsidiaries. The following is a description of the Company’s
dengan Entitas Anak di tahun 2025. synergy with Subsidiaries in 2025.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Konsensi Jalan Tol
Toll Road Concession
Entitas Anak Sinergi
Subsidiary Entity Synergy
Pengusahaan Ruas Jalan Tol Lingkar Bogor dikenal dengan Bogor Outer Ring Road
PT Marga Sarana Jabar (MSJ) The operation of the Bogor Outer Ring Road Toll Road Section (known as Bogor Outer Ring
Road)
Pengusahaan Ruas Jalan Tol Serpong-Cinere
PT Cinere Serpong Jaya (CSJ)
The operation of the Serpong–Cinere Toll Road Section
Pengusahaan Ruas Jalan Tol Kunciran Serpong
PT Marga Trans Nusantara (MTN)
The operation of the Kunciran–Serpong Toll Road Section
Pengusahaan Ruas Jalan Tol Kunciran- Cengkareng
PT Jasamarga Kunciran Cengkareng (JKC)
The operation of the Kunciran–Cengkareng Toll Road Section
Pengusahaan Ruas Jalan Tol Jakarta–Cikampek Ii Sisi Selatan
PT Jasamarga Japek Selatan (JJS)
The operation of the Jakarta–Cikampek II South Side Toll Road Section
Pengusahaan Ruas Jalan Tol Yogyakarta – Bawen
PT Jasamarga Jogja Bawen (JJB)
The operation of the Yogyakarta–Bawen Toll Road Section
Pengusahaan Ruas Jalan Tol Probolinggo–Banyuwangi
PT Jasamarga Probolinggo Banyuwangi (JPB)
The operation of the Probolinggo–Banyuwangi Toll Road Section
Pengusahaan Ruas Jalan Tol Medan-Kualanamu-Tebing Tinggi
PT Jasamarga Kualanamu Tol (JKT)
The operation of the Medan–Kualanamu–Tebing Tinggi Toll Road Section
100
Pengusahaan Ruas Jalan Tol Balikpapan- Samarinda
PT Jasamarga Balikpapan Samarinda (JBS)
The operation of the Balikpapan–Samarinda Toll Road Section
Pengusahaan Ruas Jalan Tol Manado-Bitung
PT Jasamarga Manado Bitung (JMB)
The operation of the Manado–Bitung Toll Road Section
Pengusahaan Ruas Jalan Tol Nusa Dua-Tanjung Benoa
PT Jasamarga Bali Tol (JBT)
The operation of the Nusa Dua–Tanjung Benoa Toll Road Section
Pengusahaan Ruas Jalan Tol Solo-Yogyakarta-NYIA Kulonprogo
PT Jasamarga Jogja Solo (JMJ)
The operation of the Solo–Yogyakarta–NYIA Kulon Progo Toll Road Section
Pengusahaan ruas jalan tol Akses Patimban
PT Jasamarga Akses Patimban (JAP)
The operation of the Patimban Access Toll Road Section
Pengusahaan Ruas Jalan Tol Trans Jawa
PT Jasamarga Transjawa Tol (JTT)
The operation of the Trans Java Toll Road Sections
Pengoperasian Jalan Tol
Toll Road Operation
Entitas Anak Sinergi
Subsidiary Entity Synergy
Jasa Pengoperasian Jalan Tol
PT Jasamarga Tollroad Operator (JMTO)
Toll Road Operation Services
Pengusahaan Jasa Preservasi dan Pemeliharaan Jalan Tol, Jasa Konstruksi, Jasa Sewa Alat
Berat, serta Penjualan Aspal
PT Jasamarga Tollroad Maintenance (JMTM)
The operation of Toll Road Preservation and Maintenance Services, Construction Services,
Heavy Equipment Rental Services, and Asphalt Sales
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Bisnis Prospektif
Prospective Business
Entitas Anak Sinergi
Subsidiary Entity Synergy
PT Jasamarga Related Business (JMRB) Pengembangan Bisnis Properti/Toll Corridor Development (TCD) dan pengelolaan operator
rest area (Travoy) agar potensi pendapatan dari ekosistem jalan tol bisa lebih optimal.
The development of the property business/Toll Corridor Development (TCD) and the
management of rest area operations (Travoy) were undertaken to further optimize revenue
potential from the toll road ecosystem.
Hubungan Bisnis Lain yang Relevan Other Relevant Business Relationships
[GRI 2-6] [GRI 2-6]
Perseroan telah menjalin kerja sama dengan Entitas Asosiasi The Company has established cooperation with Associated
dan Ventura Bersama di antaranya sebagai berikut. Entities and Joint Ventures, including the following.
Entitas Asosiasi Sinergi
Associated Entities Synergy
PT Translingkar Kita Jaya (TLKJ) Pengusahaan Jalan Tol Cinere-Jagorawi
The operation of the Cinere–Jagorawi Toll Road Section
PT Marga Lingkar Jakarta (MLJ) Pengusahaan Jalan Tol JORR W2 Utara (Ulujami – Kebon Jeruk)
The operation of the Jakarta Outer Ring Road (JORR) W2 North Section (Ulujami–Kebon
101
Jeruk)
PT Bogor Serpong Infra Selaras (BSIS) Pengusahaan Jalan Tol Bogor-Serpong
The operation of the Bogor–Serpong Toll Road Section
Ventura Bersama Sinergi
Joint Venture Synergy
PT Marga Lingkar Jakarta (MLJ) Pengusahaan Ruas Jalan Tol Lingkar Luar Jakarta Seksi W2 Utara
The operation of the Jakarta Outer Ring Road W2 North Toll Road Section
Sehubungan dengan telah dilakukannya pengalihan spin off In connection with the transfer of spin off 13 toll road sections
atas 13 ruas jalan tol yang dimiliki Perseroan kepada PT JTT owned by the Company to PT JTT as of July 1, 2022, the
per 1 Juli 2022, pengelolaan ruas jalan tol dioperasikan oleh management of the toll road sections is operated by 8 (eight)
8 (delapan) Entitas Anak dan 3 (tiga) Ventura Bersama PT JTT. Subsidiaries and 3 (three) Joint Ventures of PT JTT.
Entitas Anak PT JTT Sinergi
Subsidiary Entity of PT JTT Synergy
PT Jasamarga Semarang Batang (JSB) Perusahaan yang mengoperasikan ruas jalan tol Batang-Semarang
The company that operates the Batang-Semarang toll road section
PT Jasamarga Solo Ngawi (JSN) Perusahaan yang mengoperasikan ruas jalan tol Solo-Ngawi
The company that operates the Solo-Ngawi toll road section
PT Jasamarga Ngawi Kertosono Kediri (JNK) Perusahaan yang mengoperasikan ruas jalan tol Ngawi-Kertosono-Kediri
The company that operates the Ngawi-Kertosono-Kediri toll road section
PT Jasamarga Surabaya Mojokerto (JSM) Perusahaan yang mengoperasikan ruas jalan tol Surabaya- Mojokerto
The company that operates the Surabaya-Mojokerto toll road section
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Entitas Anak PT JTT Sinergi
Subsidiary Entity of PT JTT Synergy
PT Jasamarga Gempol Pasuruan (JGP) Perusahaan yang mengoperasikan ruas jalan tol Gempol-Pasuruan
The company that operates the Gempol-Pasuruan toll road section
PT Jasamarga Pandaan Tol (JPT) Perusahaan yang mengoperasikan ruas jalan tol Gempol-Pandaan
The company that operates the Gempol-Pandaan toll road section
PT Lintas Marga Jawa Perusahaan yang mengoperasikan ruas Tol Semarang–Solo.
The company that operates the Semarang–Solo Toll Road Section.
PT Trans Optima Luhur Perusahaan yang mengoperasikan ruas Tol Cibitung–Cilincing (JTCC)
The company that operates the Cibitung–Cilincing Toll Road Section (JTCC).
Ventura Bersama PT JTT Sinergi
Ventura Bersama PT JTT Synergy
PT Jasamarga Jalanlayang Cikampek (JJC) Perusahaan yang mengoperasikan ruas jalan tol Jakarta-Cikampek II Elevated atau yang
dikenal dengan jalan tol Layang MBZ
The company that operates the Jakarta-Cikampek II Elevated toll road or known as the MBZ
Elevated toll road
PT Trans Marga Jateng (TMJ) Perusahaan yang mengoperasikan jalan tol Semarang-Solo
The company that operates the Semarang-Solo toll road
PT Jasamarga Pandaan Malang (JPM) Perusahaan yang mengoperasikan ruas jalan tol Pandaan-Malang
The company that operates the Pandaan-Malang toll road section
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Perubahan Perusahaan yang Bersifat Significant Company Changes In The
Signifikan pada Organisasi [OJK C.6, GRI 2-6] Organization [OJK C.6, GRI 2-6]
Sepanjang tahun 2025, terdapat perubahan Perseroan yang Throughout 2025, there were several significant changes
signifikan, di antaranya adalah: within the Company, including:
1. Likuidasi PT Jalantol Lingkarluar Jakarta (dalam likuidasi) 1. The liquidation of PT Jalantol Lingkarluar Jakarta (in
(JLJ) pada 24 Februari 2025. Likuidasi JLJ yang merupakan liquidation) (JLJ) on February 24, 2025. The liquidation
entitas anak perusahaan PT Jasa Marga (Persero) Tbk of JLJ, which was a subsidiary of PT Jasa Marga (Persero)
(Jasa Marga atau Perseroan) dengan kepemilikan saham Tbk (Jasa Marga or the Company), in which the Company
Perseroan di dalamnya sebesar 99,99%. Perseroan held a 99.99% ownership interest. The Company carried
melakukan penutupan pada PT Jalantol Lingkarluar Jakarta out the closure of PT Jalantol Lingkarluar Jakarta (in
(dalam likuidasi), melalui mekanisme pembubaran yang liquidation) through a dissolution mechanism followed
diikuti dengan likuidasi. Hal ini merupakan pemenuhan by liquidation. This action was undertaken in compliance
ketentuan Pasal 2 POJK 31/POJK.04/2015 dengan jenis with the provisions of Article 2 of POJK 31/POJK.04/2015 as
transaksi material Fakta Material. a Material Transaction in the form of a Material Fact.
2. Perubahan Pengendalian PT Jasamarga Jogja Solo 2. The change in control of PT Jasamarga Jogja Solo (JMJ)
(JMJ) pada 24 Juli 2025. Dilakukan addendum terhadap on July 24, 2025. An addendum was made to the control
ketentuan pengendalian dalam Perjanjian Pemegang provisions in the JMJ Shareholders Agreement, changing
Saham JMJ dari yang bersifat joint control antara Jasa the arrangement from joint control between Jasa Marga,
Marga sebagai pemegang saham dengan porsi 52,82% dan holding 52.82% of shares, and PT Adhi Karya (Persero) Tbk,
PT Adhi Karya (Persero) Tbk dengan porsi saham 47,18%, holding 47.18% of shares, to control by Jasa Marga. This
menjadi pengendalian pada Jasa Marga. Hal ini merupakan action was undertaken in compliance with the provisions
pemenuhan ketentuan Pasal 2 POJK 31/POJK.04/2015 Pasal of Article 2 of POJK 31/POJK.04/2015 and Article 52 of POJK
52 POJK No. 45 Tahun 2024 dengan jenis transaksi material No. 45 of 2024 as a Material Transaction in the form of
Fakta Material. Perubahan Pengendalian dilakukan a Material Fact. The change in control was carried out
melalui perubahan Perjanjian Pemegang Saham, sehingga through an amendment to the Shareholders Agreement;
tidak ada nilai transaksi yang timbul. therefore, no transaction value arose from this change.
3. Perubahan pemegang saham berupa pengalihan 3. Changes in shareholders in the form of the transfer of
kepemilikan saham Negara Republik Indonesia dari BP share ownership of the Republic of Indonesia from the
BUMN kepada PT Danantara. Ministry of State-Owned Enterprises to PT Danantara
Asset Management (Persero).
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Keanggotaan Asosiasi [OJK C.5, GRI 2-28]
Association Membership
Perseroan telah bergabung dalam beberapa asosiasi The Company is actively involved in various professional
profesional dan organisasi lainnya. Hal ini yang bertujuan untuk associations and organizations to expand its business network
memperluas jaringan bisnis serta menjalin komunikasi yang and foster broader communication with industry stakeholders.
lebih luas dengan pelaku bisnis di industri sejenis. Keanggotaan Membership in these associations and organizations is also part
dalam asosiasi dan organisasi ini juga menjadi bagian dari of the effort to involve stakeholders in resolving any problems
upaya pelibatan pemangku kepentingan dalam menyelesaikan faced in carrying out operational activities. As of 2025, the
setiap persoalan yang dihadapi dalam menjalankan kegiatan Company holds membership in the following associations and
operasional. Hingga tahun 2025, Perseroan tergabung dalam organizations:
asosiasi/organisasi sebagai berikut:
Nama Organisasi/ Status
Asosiasi Tingkat Kegiatan Keanggotaan
Name of Organization/ Level Activity Membership
Association Status
Asosiasi Tol Indonesia Nasional Pelaksanaan Pelayanan Bersama, Pengamanan dan Penegakan Hukum pada Ketua Umum
(ATI) National Jalan Tol di Seluruh Indonesia. Chairman
Implementation of Joint Services, Security and Law Enforcement on Toll
Roads Throughout Indonesia.
103
Road Engineering Internasional Mempromosikan sains dan praktik perekayasaan jalan dan profesi Anggota Anggota
Association of Asia and International terkait melalui pengembangan jaringan profesional dan komersial Member di Member
Australia (REAAA) antara negara-negara di kawasan Asia Pasifik.
Promoting the science and practice of road engineering and related Member
professions through the development of professional and commercial
networks of Members among countries in the Asia Pacific region.
Asosiasi Emiten Nasional Melakukan pertukaran informasi dan advokasi di antara perusahaan emiten Anggota
Indonesia (AEI) National di Indonesia. Member
Conducting information exchange and advocacy among issuer companies in
Indonesia.
Persatuan Insinyur Nasional Referensi standar profesi teknik dan insinyur. Anggota
Indonesia (PII) National Standard reference for the engineering and technical profession. Member
Forum Human Capital Nasional • Program Magang Mahasiswa Bersertifikat. Steering Committee
Indonesia (FHCI) National • Program Perekrutan Bersama. Manager
• Integrated Talent Management System.
• Program FHCI Summit.
• Program Kerja FHCI Tahun 2024 Bidang 5.2 Culture, Employee Branding &
Employee Value Proposition.
• Certified Student Internship Program.
• Joint Recruitment Program.
• Integrated Talent Management System.
• FHCI Summit Program.
• FHCI Work Program 2024 Field 5.2 Culture, Employee Branding & Employee
Value Proposition.
Forum Manajemen Risiko Nasional Peningkatan kompetensi anggota terhadap manajemen risiko. Pengurus Inti
BUMN National Improving member competency in risk management. Core Management
Forum Humas BUMN Nasional Menciptakan sistem komunikasi dan pertukaran informasi yang terintegrasi Anggota
National antar BUMN. Member
Creating an integrated communication and information exchange system
between SOEs.
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Nama Organisasi/ Status
Asosiasi Tingkat Kegiatan Keanggotaan
Name of Organization/ Level Activity Membership
Association Status
Forum Komunikasi Nasional Forum komunikasi dan koordinasi antara satuan pengawas intern BUMN, Pengurus Inti
Satuan Pengawasan National instansi pemerintah dan swasta di Indonesia. Core Management
Intern Communication and coordination forum between internal supervisory units
of SOEs, government and private agencies in Indonesia.
Indonesia Corporate Internasional Mempromosikan tata penyelenggaraan Anggota
Secretary Association International Promoting good governance Member
(ICSA)
Himpunan Pengembang Nasional Wadah bagi pengembangan profesi dan keahlian di bidang jalan. Pengurus Inti
Jalan Indonesia (HPJI) National A forum for professional development and expertise in the road sector. Core Management
Forum BUMN Muda Nasional BUMN Muda akan menjadi wadah bagi talenta muda untuk berbagai ide, Vice Chief of BUMN
National inspirasi, berinovasi serta berkreasi sehingga bisa menjadi Sumber Daya Muda Network
Manusia (SDM) yang unggul, kompetitif, mandiri, sehingga mampu membawa Vice Chief of SOEs
BUMN Go Global. Muda Network
Young SOEs will be a place for young talents to share ideas, inspiration,
innovation and creativity so that they can become superior, competitive,
independent Human Resources (HR), so that they are able to bring SOEs Go
Global.
Forum Digital BUMN Nasional Berbagi pengalaman, best practices, dan solusi terkait digitalisasi serta Anggota
(Fordigi BUMN) National mendorong sinergi antar perusahaan Member
Sharing experiences, best practices, and solutions related to digitalization
and encouraging synergy between companies
ITS Indonesia Nasional Mendorong inisiatif pembangunan dan penggunaan Intelligent Transport Anggota
104 National System (ITS) untuk menyediakan ekosistem transportasi yang aman dan Member
nyaman.
Encouraging initiatives for the development and utilization of Intelligent
Transport Systems (ITS) to provide a safe and comfortable transportation
ecosystem.
Forum BUMN Hijau Nasional Koordinasi dan kolaborasi antar BUMN dalam penerapan prinsip Anggota
National keberlanjutan, khususnya pada aspek pengelolaan lingkungan hidup serta Member
pertukaran informasi, pengetahuan, dan praktik terbaik (best practices)
terkait pengurangan emisi, efisiensi sumber daya, transisi energi, serta
inisiatif hijau lainnya yang mendukung target pembangunan berkelanjutan
nasional
Coordination and collaboration among State-Owned Enterprises (SOEs)
in implementing sustainability principles, particularly in environmental
management, as well as the exchange of information, knowledge, and
best practices related to emission reduction, resource efficiency, energy
transition, and other green initiatives that support national sustainable
development targets.
Forum TJSL Nasional - Forum sinergi dan koordinasi antar BUMN dalam perencanaan, Anggota
National pelaksanaan, serta evaluasi Program Tanggung Jawab Sosial dan Member
Lingkungan (TJSL).
- Sarana pertukaran informasi dan praktik terbaik terkait pengelolaan TJSL
yang terintegrasi, terarah, terukur, dan memberikan dampak berkelanjutan
bagi masyarakat
- Mendukung penyelarasan program TJSL BUMN dengan Tujuan
Pembangunan Berkelanjutan (SDGs) serta kebijakan dan regulasi
pemerintah terkait
⁻ A synergy and coordination forum among SOEs in the planning,
implementation, and evaluation of Corporate Social and Environmental
Responsibility (TJSL) programs
⁻ A platform for the exchange of information and best practices related
to integrated, targeted, measurable TJSL management that delivers
sustainable impacts for the community.
⁻ Supporting the alignment of SOE TJSL programs with the Sustainable
Development Goals (SDGs) as well as relevant government policies and
regulations.
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Gambar/Image:
Jasa Marga Berikan Layanan Inklusif untuk Pengalaman Terbaik Perjalanan
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05
Penjelasan Direksi
Board of Directors’ Explanation
106
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Standar Emas Infrastruktur Berkelanjutan
Gold Standard for Sustainable Infrastructure
Sertifikasi Green Toll Road predikat Gold menjadi bagian dari komitmen tata kelola keberlanjutan
Jasa Marga dalam pengelolaan infrastruktur jalan tol. Melalui penerapan standar ini, Perseroan
memastikan aspek lingkungan terintegrasi secara sistematis ke dalam operasional, mulai dari
efisiensi energi hingga penggunaan material berkelanjutan.
The Green Toll Road certification with a Gold rating forms part of Jasa Marga’s sustainability
governance commitment in managing toll road infrastructure. Through the implementation of this
standard, the Company ensures that environmental aspects are systematically integrated into its
operations, ranging from energy efficiency to the use of sustainable materials.
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Rivan A. Purwantono
Direktur Utama
President Director
Penjelasan Direksi
Board of Directors’ Explanation
[OJK D.1]
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Pemegang Saham dan Pemangku Dear Shareholders and Stakeholders,
Kepentingan yang Kami Hormati,
Puji dan syukur kami panjatkan kepada Tuhan Yang Maha Esa, Praise and gratitude be to Almighty God for His blessings, which
atas segala rahmat-Nya sehingga Jasa Marga dapat melalui have enabled Jasa Marga to navigate the year 2025 with solid
tahun 2025 dengan capaian kinerja yang baik. Sebagai BUMN, performance achievements. As a State-Owned Enterprise, Jasa
Jasa Marga terus berkomitmen memberikan kontribusi terbaik Marga remains committed to delivering its best contribution
bagi bangsa melalui perannya sebagai pengembang dan to the nation through its role as a developer and operator
operator jalan tol di Indonesia. Dalam menjalankan amanah of toll roads in Indonesia. In carrying out this mandate, Jasa
tersebut, Jasa Marga menghadirkan layanan publik yang Marga provides public services that prioritize safety aspects
mengutamakan aspek keselamatan serta mutu pelayanan. and service quality. This commitment reflects the Company’s
Komitmen ini mencerminkan konsistensi Perseroan dalam consistency in integrating sustainability principles into all of
mengintegrasikan prinsip keberlanjutan ke dalam seluruh its business activities.
aktivitas bisnisnya.
Pada kesempatan yang baik ini izinkan kami untuk On this auspicious occasion, we would like to present various
menyampaikan berbagai capaian kinerja keberlanjutan sustainability performance achievements covering economic,
yang meliputi kinerja ekonomi, lingkungan, sosial, dan tata environmental, social, and governance aspects attained
kelola yang kami capai di tahun buku 2025. Bagian ini terdiri during the 2025 financial year. This section consists of several
dari beberapa topik pembahasan yang meliputi kebijakan discussion topics, including policies to respond to challenges
untuk merespon tantangan dalam pemenuhan strategi in fulfilling sustainability strategies, the implementation of
keberlanjutan, penerapan pembangunan berkelanjutan, dan sustainable development, and strategies to achieve targets.
strategi pencapaian target.
Kebijakan untuk Merespon Tantangan Policies to Respond to Challenges in 109
dalam Pemenuhan Strategi Implementing Sustainability Strategies
Keberlanjutan [GRI 2-22] [GRI 2-22]
Sebagai bentuk komitmen Perseroan dalam mengembangkan As part of the Company’s commitment to developing
nilai-nilai keberlanjutan yang meliputi Modern, Optimistic, sustainability values encompassing Modern, Optimistic,
Valuable, Excellent (MOVE), Perseroan secara konsisten Valuable, and Excellent (MOVE), the Company consistently
mengimplementasikan dan menginternalisasikan nilai- implemented and internalized these values across all aspects
nilai tersebut dalam setiap aspek operasional dan proses of operations and decision-making processes. Through
pengambilan keputusan. Dengan penerapan nilai MOVE, the application of MOVE values, the Company committed
Perseroan berkomitmen untuk memperkuat perannya sebagai to strengthening its role as an entity that is adaptive to
entitas yang adaptif terhadap perkembangan zaman, mampu evolving developments, capable of creating added value
menciptakan nilai tambah bagi para pemangku kepentingan, for stakeholders, and able to deliver sustainable superior
serta menghadirkan kinerja unggul yang berkelanjutan. Nilai- performance. The MOVE values serve as both the identity
nilai MOVE menjadi identitas sekaligus fondasi budaya kerja and the foundation of the Company’s corporate culture in
Perseroan dalam mendorong inovasi, meningkatkan daya saing, driving innovation, enhancing competitiveness, and ensuring
serta memastikan pertumbuhan usaha yang berkelanjutan. sustainable business growth.
Berlandaskan nilai-nilai keberlanjutan yang dimiliki, Jasa Based on these sustainability values, Jasa Marga continuously
Marga secara berkelanjutan mengembangkan kebijakan developed policies and various sustainability programs, one
serta berbagai program keberlanjutan, salah satunya of which was the preparation of an ESG Roadmap to define
melalui penyusunan ESG Roadmap guna menetapkan arah the Company’s direction and objectives in alignment with
dan tujuan Perseroan agar selaras dengan kebijakan global global and national policies related to ESG implementation.
maupun nasional yang berkaitan dengan implementasi ESG. However, the Company still faced sustainability-related
Namun demikian, saat ini Perseroan masih menghadapi isu issues, such as waste generation at rest area locations if not
yang terkait dengan keberlanjutan seperti timbulan limbah properly managed. To address this issue, the Company has
di lokasi rest area jika tidak dikelola dengan baik. Upaya implemented waste management initiatives in collaboration
Perseroan dalam menghadapi isu tersebut Perseroan telah with the Sukatani Village community, including processing
memiliki upaya pengelolaan limbah dengan bekerjasama organic waste into maggot cultivation and converting waste
dengan masyarakat Desa Sukatani dalam pengelolaan into compost.
sampah organik menjadi budidaya maggot dan mengelola
limbah menjadi kompos.
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Dalam rangka mengimplementasikan nilai-nilai In implementing sustainability values, the Company has
keberlanjutan, Perseroan telah merumuskan Pilar-Pilar formulated Sustainability Pillars aligned with the Sustainable
Keberlanjutan yang sejalan dengan Tujuan Pembangunan Development Goals (SDGs) through the established ESG
Berkelanjutan (TPB) melalui ESG Roadmap yang telah disusun. Roadmap. These sustainability pillars comprise the
Pilar-pilar keberlanjutan ini mencakup: Pilar Lingkungan, Environmental Pillar, which includes energy transition,
yang meliputi transisi energi, solusi rendah karbon, serta low-carbon solutions, and responsible environmental
pengelolaan lingkungan secara bertanggung jawab; Pilar management; the Social Pillar, which covers employee
Sosial, yang mencakup pengembangan dan kesejahteraan and community development and welfare, as well as the
karyawan dan masyarakat, serta penerapan kesehatan dan implementation of occupational health and safety; and
keselamatan kerja; dan Pilar Tata Kelola, yang mencakup the Governance Pillar, which encompasses sustainability
tata kelola keberlanjutan, pengadaan secara bertanggung governance, responsible procurement, stakeholder inclusivity,
jawab, inklusivitas pemangku kepentingan, serta pendanaan and sustainable financing from various parties.
berkelanjutan dari berbagai pihak.
Perseroan juga turut mendukung TPB khususnya TPB 8 Decent The Company also supported the SDGs, particularly SDG
Work and Economic Growth dan TPB 10 Reduced Inequalities 8 Decent Work and Economic Growth and SDG 10 Reduced
yang tercermin melalui pembinaan UMKM di sekitar wilayah Inequalities, as reflected in the development of MSMEs around
operasional dan peningkatan ekonomi lokal. Di samping itu, its operational areas and the enhancement of local economic
Perseroan juga berkontribusi pada TPB 16 Pece, Justice, and growth. In addition, the Company contributed to SDG 16
Strong Institution melalui upaya Perseroan dalam menjamin Peace, Justice, and Strong Institutions through its efforts to
keselamatan pengguna jalan tol. Perseroan memastikan ensure the safety of toll road users. The Company ensured
bahwa kendala yang terjadi di jalan tol telah diatasi dengan that issues occurring on toll roads were properly addressed
baik serta seluruh informasi terkait jalan tol dapat diakses and that all information related to toll roads was accessible to
oleh pengguna jalan. Perseroan juga senantiasa mendukung users. The Company also continuously supported other SDGs
110 TPB lainnya yang sejalan dengan aktivitas bisnis Perseroan. aligned with its business activities.
Atas komitmen Perseroan dalam menerapkan pembangunan As a result of the Company’s commitment to implementing
berkelanjutan, maka sepanjang tahun 2025 Perseroan memiliki sustainable development, throughout 2025 the Company
berbagai capaian terkait dengan aspek ekonomi, lingkungan, achieved various milestones across economic, environmental,
sosial, dan tata kelola. Pada aspek ekonomi, di tahun 2025 social, and governance aspects. From an economic perspective,
terdapat peningkatan panjang jalan tol beroperasi menjadi in 2025 the length of operational toll roads increased to
sebesar 1.294 km meningkat dibandingkan tahun 2024 yang 1,294 km, compared to 1,286 km in 2024. The Company also
sebesar 1.286 km. Perseroan telah meningkatkan jumlah expanded the number of public electric vehicle charging
stasiun pengisian kendaraan listrik umum di tahun 2025 stations in 2025 to 172 locations, compared to 52 locations in
menjadi tersebar di 172 lokasi meningkat dibandingkan tahun 2024. In 2025, the Company further increased the involvement
2024 yang hanya berada di 52 lokasi. Di tahun 2025, Perseroan of local parties to 229 local suppliers, compared to 431 local
juga telah meningkatkan keterlibatan pihak lokal menjadi suppliers in 2024.
sebanyak 229 pemasok lokal, meningkat dibandingkan tahun
2024 yang sebanyak 431 pemasok lokal.
Pada aspek lingkungan, Perseroan berhasil menurunkan In the environmental aspect, the Company reduced fuel
jumlah konsumsi BBM menjadi sebesar 257,98 terajoule, consumption to 257.98 terajoules, a decrease from 263.77
menurun dibandingkan tahun 2024 yang sebesar 263,77 terajoules in 2024. The Company also increased the use of
terajoule. Perseroan berhasil meningkatkan penggunaan renewable energy at the head office to 569.58 gigajoules, up
energi terbarukan di kantor pusat menjadi sebesar 569,58 from 501.260 gigajoules in 2024. Energy consumption outside
gigajoule, meningkat dibandingkan tahun 2024 yang sebesar the Company decreased to 42,693.16 gigajoules, significantly
501,260 gigajoule. Penggunaan energi di luar Perseroan juga lower than 170,636.09 gigajoules in 2024. During 2025, the
mengalami penurunan menjadi sebesar 42.693,16 gigajoule, Company also reduced Scope 1 GHG emissions to 18,820.65
menurun dibandingkan tahun 2024 yang sebesar 170.636,09 TonCO2eq, compared to 19,203.14 TonCO2eq in 2024.
gigajoule. Selama tahun 2025, Perseroan berhasil menurunkan
emisi GRK Cakupan 1 menjadi sebesar 18.820,65 TonCO2eq
menurun dibandingkan tahun 2024 yang sebesar 19.203,14
TonCO2eq.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pada aspek sosial, Perseroan telah meningkatkan penyaluran In the social aspect, the Company increased the distribution
dana TJSL menjadi sebesar Rp17,581 juta di tahun 2025, of TJSL funds to IDR 17,581 million in 2025, compared to IDR
meningkat dibandingkan tahun 2024 yang sebesar Rp16.451 16,451 million in 2024. The Company also increased employee
juta. Perseroan telah meningkatkan biaya pengembangan competency development costs to IDR 24.02 billion in
kompetensi karyawan menjadi sebesar Rp24,02 miliar di tahun 2025, compared to IDR 19.46 billion in 2024. In addition, the
2025, meningkat dibandingkan 2024 yang sebesar Rp19,46 Company improved its Customer Satisfaction Index to 5.13 in
miliar. Perseroan berhasil meningkatkan indeks kepuasan 2025, compared to 5.04 in 2024.
pelanggan menjadi sebesar 5,13 di tahun 2025, meningkat
dibandingkan tahun 2024 yang sebesar 5,04.
Dalam upaya untuk mencapai berbagai capaian terkait kinerja In its efforts to achieve various sustainability performance
keberlanjutan, Perseroan masih menghadapi sejumlah targets, the Company continued to face several challenges that
tantangan yang harus diatasi. Tantangan internal yang needed to be addressed. One of the internal challenges was
dihadapi yaitu masih perlunya peningkatan awareness dan the need to further enhance awareness and comprehensive
pemahaman secara menyeluruh mengenai isu keberlanjutan. understanding of sustainability issues. To mitigate this
Upaya Perseroan dalam memitigasi tantangan tersebut challenge, the Company enrolled its employees in competency
yaitu dengan mengikutsertakan karyawannya pada program development programs and sustainability training.
pengembangan kompetensi dan pelatihan keberlanjutan.
Tantangan selanjutnya yang dihadapi Perseroan dalam Another challenge faced by the Company in implementing
menerapkan keberlanjutan yaitu terkait pengumpulan data sustainability relates to the collection of sustainability data
keberlanjutan dari anak perusahaan masih menjadi salah satu from subsidiaries, which remains one of the key challenges
tantangan dalam implementasi pembangunan berkelanjutan. in the implementation of sustainable development. To
Upaya mitigasi yang dimiliki yaitu dengan mengembangkan address this, the Company developed an ESG dashboard used
dashboard ESG yang digunakan untuk monitoring dan to monitor and record data required as ESG performance 111
merekam data-data yang diperlukan sebagai indikator indicators. Another challenge is the need to strengthen
kinerja ESG. Tantangan lainnya adalah perlunya penguatan core capabilities in the Company’s business processes,
kapabilitas utama dalam proses bisnis Perseroan, khususnya particularly in ESG risk management and the development
dalam pengelolaan risiko ESG serta pengembangan inovasi of environmentally friendly products and services. To
produk dan layanan yang ramah lingkungan. upaya mitigasi mitigate this, the Company continuously strengthened its
yang dimiliki yaitu Perseroan terus memperkuat manajemen ESG risk management through the identification of risks and
risiko ESG melalui identifikasi risiko dan peluang yang opportunities related to climate change.
berkaitan dengan perubahan iklim.
Penerapan Pembangunan Berkelanjutan Implementation of Sustainable
Development
Sepanjang tahun 2025, komitmen Perseroan dalam Throughout 2025, the Company’s commitment to implementing
mengimplementasikan prinsip-prinsip keberlanjutan telah sustainability principles resulted in various sustainability
membuahkan berbagai pencapaian kinerja keberlanjutan, performance achievements, as reflected in the fulfillment of
yang ditandai dengan terpenuhinya target-target yang previously established targets. In the economic aspect, the
sebelumnya telah ditetapkan. Pada aspek ekonomi, Company successfully achieved the target for profit for the
Perseroan berhasil mencapai target laba tahun berjalan yang year attributable to owners of the parent entity at 136.37%.
dapat diatribusikan kepada pemilik entitas sebesar 136,37%. The Company also achieved the target for Micro and Small
Perseroan berhasil mencapai target Pendanaan Usaha Mikro Business Funding (PUMK) at 100%, as well as the target for
dan Usaha Kecil (PUMK) sebesar 100%. Perseroan berhasil the number of toll roads certified under Green Toll Road
mencapai taget jumlah tol bersertifikat Green Toll Road Indonesia at 100%.
Indonesia sebesar 100%.
Pada aspek lingkungan, Perseroan telah merealisasikan In the environmental aspect, the Company realized all targets
seluruh target yang ditetapkan di dalam roadmap set in the ESG roadmap. Throughout 2025, the Company
ESG. Sepanjang tahun 2025, Perseroan telah berhasil successfully implemented various initiatives, including
merealisasikan target dengan telah melaksanaan kajian conducting location mapping studies and assessing the
pemetaan lokasi dan perhitungan dampak perusahaan yang Company’s potential exposure to climate change impacts,
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About Report Sustainability Strategy Sustainability Performance Highlight
berpotensi terkena dampak perubahan iklim, implementasi implementing Green Toll Road Indonesia, executing the 2025
Green Tollroad Indonesia, Implementasi Roadmap ESG Tahun ESG Roadmap through a Net Zero Emission study, refining
2025: Kajian Net Zero Emission, penajaman perhitungan the baseline calculation of Scope 1, 2, and 3 emissions,
baseline emisi cakupan 1, 2, dan 3, Perseroan telah melakukan conducting studies and establishing timelines for waste
kajian dan penentuan Timeline Pengelolaan Limbah di Rest management at rest areas, formulating ESG Program Plans
Area, Perseroan mentapkan Rencana Program ESG yang covering emission reduction from Asphalt Mixing Plants (AMP)
mencakup Penurunan Emisi Produksi AMP, dan Pengelolaan and waste management at AMP and Heavy Equipment (HE), as
limbah pada AMP dan HE, serta Perseroan telah melakukan well as conducting studies on the use of electric vehicle (EV)
Studi Penggunaan Kendaraan Operasional EV dan Hybrid. and hybrid operational vehicles.
Pada aspek sosial, Perseroan telah merealisasikan seluruh In the social aspect, the Company realized all targets set
target yang telah ditetapkan di tahun 2025. Perseroan berhasik for 2025. The Company successfully implemented its targets
mengimplementasikan target dengan melaksanakan Social through social mapping and program impact assessments,
Mapping dan perhitungan dampak program, pemberdayaan empowerment of local communities and MSMEs, employee
komunitas masyarakat lokal dan UMKM, pengembangan competency development, employee engagement surveys,
kompetensi karyawan, survey engagement karyawan, recruitment and increased awareness regarding employees
perekrutan dan peningkatan awareness terkait karyawan with disabilities, as well as the development of occupational
disabilitas, serta pengembangan budaya, awareness dan health and safety (OHS) culture, awareness, and certification.
sertifikasi K3.
Di samping itu, pada aspek governansi Perseroan juga telah In addition, in the governance aspect, the Company also
berhasil merealisasikan seluruh target-target yang telah successfully achieved all established targets. During 2025,
ditetapkan. Selama tahun 2025, atas target yang ditetapkan the Company carried out various initiatives, including
Perseroan telah melaksanakan peningkatan branding ESG strengthening ESG branding, measuring ESG ratings and
112 Perusahaan, pengukuran ESG Rating dan Pengendalian controlling ESG implementation in accordance with the
Implementasi ESG sesuai Roadmap, penyusunan kajian Roadmap, preparing studies on Sustainable Procurement
Kebijakan Pengadaan Barang dan Jasa Berkelanjutan, Policies, conducting Sustainable Financing studies, developing
kajian Sustainable Financing, penyusunan Kebijakan HAM, Human Rights policies, implementing IT Security Awareness
pelaksanaan IT Security Awareness, pembentukan Tata programs, establishing ESG Governance (Sustainability
Kelola ESG (Komite Sustainability) & Sosialisasi Kebijakan Committee) and socializing ESG policies, enhancing ESG
ESG, Awareness ESG, internalisasi budaya ESG, benchmark ke awareness and internalizing ESG culture, benchmarking with
purusahaan lain terkait Pengelolaan ESG, serta improvement other companies on ESG management practices, as well as
Penyusunan Laporan Keberlanjutan. improving the preparation of the Sustainability Report.
Di samping keberhasilan Perseroan dalam mencapai target In addition to the Company’s success in achieving
keberlanjutan, di tahun 2025 komitmen Perseroan dalam sustainability targets, in 2025 the Company’s commitment to
menerapkan keberlanjutan juga telah diapresiasi oleh sustainability implementation was also recognized by various
berbagai lembaga yang tercermin dari penghargaan yang institutions, as reflected in the awards received. The awards
diperoleh. Adapun berbagai penghargaan yang dicapai achieved by the Company in 2025 are as follows:
Perseroan di tahun 2025 sebagai berikut:
1. Pengorganisasian Tanggung Jawab Sosial Perusahaan 1. Corporate Social Responsibility Organization at the
pada acara Indonesia Green Award (IGA) 2025 Indonesia Green Award (IGA) 2025, organized by La Tofi
yang diselenggarakan oleh La Tofi School of Social School of Social Responsibility
Responsibility
2. Indonesia Top Digital Innovation Award 2025 pada acara 2. Indonesia Top Digital Innovation Award 2025 at the Digital
Digital Forum-6th Anniversary Awarding Session Indonesia Forum – 6th Anniversary Awarding Session Indonesia
Digital Awards yang diselenggarakan oleh The Iconomics Digital Awards, organized by The Iconomics
3. JMTC Call Center Public Service for achieving “Exceptional” 3. JMTC Call Center Public Service for achieving “Exceptional”
Service Performance pada acara Contact Center Service Service Performance at the Contact Center Service
Excellent Award 2025 yang diselenggarakan oleh Carre Excellence Award 2025, organized by Carre Center
Center
4. Best CEO Direktur Utama Jasa Marga Subakti Syukur pada 4. Best CEO awarded to President Director of Jasa Marga,
acara 6th Anniversary Indonesia Best 50 CEO Awards 2025 Subakti Syukur, at the 6th Anniversary Indonesia Best 50
yang diselenggarakan oleh The Iconomics CEO Awards 2025, organized by The Iconomics
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
5. Kategori: Pelestarian Kebudayaan melalui UMKM kepada 5. Category: Cultural Preservation through MSMEs awarded to
PT Jasa Marga (Persero) Tbk (Perusahaan) dan Kategori: PT Jasa Marga (Persero) Tbk (the Company) and Category:
Pelestarian Kebudayaan melalui UMKM kepada Oleh-oleh Cultural Preservation through MSMEs awarded to Oleh-
Khas Jakarta Hj. Maemune (UMKM Binaan Perusahaan) oleh Khas Jakarta Hj. Maemune (Company-assisted MSME)
pada acara Anugerah & Sertifikasi TJSL UMKM-Pariwisata- at the TJSL MSME–Tourism–Culture Awards & Certification
Kebudayaan 2025 yang diselenggarakan oleh La Tofi 2025, organized by La Tofi School of Social Responsibility
School of Social Responsibility
6. TOP CSR Awards 2025 on Star 5 Predikat Excellent untuk 6. TOP CSR Awards 2025 with a 5-Star “Excellent” Predicate
kategori Perusahaan dan TOP Leader on CSR Commitment for the Company category and TOP Leader on CSR
2025 untuk Direktur Human Capital & Transformasi Jasa Commitment 2025 awarded to the Director of Human
Marga Yoga Tri Anggoro pada acara TOP CSR Awards 2025 Capital & Transformation of Jasa Marga, Yoga Tri Anggoro,
yang diselenggarakan oleh Majalah Top Business at the TOP CSR Awards 2025, organized by Top Business
Magazine
7. Penghargaan Atas Partisipasi dalam Mendukung 7. Award for Participation in Supporting the Realization of
Terwujudnya Keamanan, Keselamatan, Ketertiban, dan Security, Safety, Order, and Smooth Traffic Flow during
Kelancaran Lalu Lintas dalam Kegiatan Operasi Ketupat Operation Ketupat 2025 at the Korlantas Polri Technical
Tahun 2025 pada acara Rakernis Korlantas Polri 2025 yang Working Meeting (Rakernis) 2025, organized by Korlantas/
diselenggarakan oleh Korlantas/Mabes Polri Mabes Polri
8. The Most Committed BUMN Pembina UMKM on All 8. The Most Committed SOE in MSME Development across All
Sector, Best Performance Food & Beverage Sector Gold Sectors, Best Performance Food & Beverage Sector Gold
Winner, Best Performance Fashion Sector Gold Winner, Winner, Best Performance Fashion Sector Gold Winner,
Best Performance Fashion Sector Gold Winner, dan Best and Best Performance Craft Sector Silver Winner at the 1st
Performance Craft Sector Silver Winner pada acara 1st SOE MSME Award 2025, organized by BUMN Track
UMKM BUMN Award 2025 yang diselenggarakan oleh
BUMN Track 113
9. Anugerah Utama Sektor Infrastruktur dengan Program 9. Grand Award in the Infrastructure Sector with ESG Program:
ESG: Pengelolaan Sampah Terpadu Rest Area pada acara Integrated Waste Management at Rest Areas at the IDX
IDX Channel Anugerah ESG 2025 yang diselenggarakan Channel ESG Awards 2025, organized by IDX Channel
oleh IDX Channel
10. “Pemrakarsa dan Pemilik Pohon Turbin Angin Terintegrasi 10. “Initiator and Owner of the First Hybrid Wind Tree
dengan Panel Surya (Hybrid Wind Tree) Pertama” dan (Integrated Wind Turbine with Solar Panels)” and “First
“Pemasangan Turbin Angin Terintegrasi dengan Panel Installation of a Hybrid Wind Tree at a Toll Gate” at the
Surya Pertama di Gerbang Jalan Bebas Hambatan” pada Indonesian World Records Museum (MURI), organized by
acara Museum Rekor Dunia-Indonesia (MURI) yang MURI Indonesia
diselenggarakan oleh MURI Indonesia
11. Golden Trophy TOP GRC Award 2025, predikat TOP 11. Golden Trophy TOP GRC Award 2025, TOP GRC Award
GRC Award 2025 #5 Star, serta penghargaan The Most 2025 #5 Star Predicate, and The Most Committed GRC
Committed GRC Leader 2025 yang dianugerahkan kepada Leader 2025 awarded to the Director of Human Capital &
Direktur Human Capital & Transformasi Jasa Marga, Transformation of Jasa Marga, Yoga Tri Anggoro, at the TOP
Yoga Tri Anggoro pada acara TOP GRC Awards 2025 yang GRC Awards 2025, organized by TopBusiness Magazine
diselenggarakan oleh Majalah TopBusiness
12. Most Innovative Mobile Marketing Campaign dengan 12. Most Innovative Mobile Marketing Campaign (Gold Rank)
peringkat Gold pada acara Next Award Indonesia 2025 at the Next Award Indonesia 2025, organized by MARTECH
yang diselenggarakan oleh MARTECH APAC APAC
13. The Best Indonesia CSR-SDG-ESG 2025 pada acara The 13. The Best Indonesia CSR-SDG-ESG 2025 at The Best
Best Indonesia CSR-SDG-ESG 2025 pada acara Economic Indonesia CSR-SDG-ESG 2025 event, organized by
Review Economic Review
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About Report Sustainability Strategy Sustainability Performance Highlight
Strategi Pencapaian Target Target Achievement Strategy
Pencapaian target-target keberlanjutan Perseroan The achievement of the Company’s sustainability targets
senantiasa didukung oleh penerapan manajemen risiko is consistently supported by the implementation of
yang komprehensif. Direksi dan Dewan Komisaris Perseroan comprehensive risk management. The Company recognizes
menyadari bahwa ketepatan dalam mengidentifikasi dan that accurate risk identification and measurement,
mengukur risiko, khususnya yang terkait dengan faktor ESG, particularly those related to ESG factors, are crucial
menjadi elemen penting agar selaras dengan arah rencana elements to align with the direction of its business plan and
bisnis dan strategi korporasi. Proses pengelolaan risiko corporate strategy. The risk management process includes
yang dijalankan meliputi identifikasi risiko, pengukuran risk identification, risk level measurement, and mitigation
tingkat risiko, serta pelaksanaan langkah-langkah mitigasi measures to ensure the realization of the ESG roadmap and
untuk memastikan realisasi roadmap ESG dan keberhasilan the successful implementation of the Company’s strategic
implementasi rencana strategis Perseroan. Perseroan plan. The Company has also incorporated climate risk into its
juga telah memasukkan risiko iklim ke dalam kerangka Enterprise Risk Management (ERM) framework, which refers
Enterprise Risk Management (ERM) yang mengacu pada to ISO 31000, as stipulated in the Joint Decree of the Board
ISO 31000, sebagaimana diatur dalam Keputusan Bersama of Commissioners and Directors of PT Jasa Marga (Persero)
Dewan Komisaris dan Direksi PT Jasa Marga (Persero) Tbk Tbk No. KEP-183/XI/2024 and No. 227/KPTS/2024 concerning
No KEP-183/XI/2024 dan No 227/KPTS/2024 mengenai Kebijakan Integrated Risk Management Policies and Guidelines within PT
dan Pedoman Manajemen Risiko Terintegrasi di Lingkungan Jasa Marga (Persero) Tbk. In its implementation, the Company
PT Jasa Marga (Persero) Tbk. Dalam pelaksanaannya, Direksi has identified risks encompassing economic, environmental,
Perseroan telah mengidentifikasi risiko yang mencakup aspek social, and governance aspects.
ekonomi, lingkungan, sosial, serta tata kelola.
Pada aspek ekonomi, Perseroan telah mengidentifikasi In terms of the economic perspective, the Company has
114 beberapa risiko serta upaya mitigasinya. Direksi dan Dewan identified several risks and their mitigation efforts. The
Komisaris secara aktif memastikan pengelolaan risiko yang Board of Directors and the Board of Commissioners actively
dapat mempengaruhi kinerja keuangan dan kesinambungan ensure the management of risks that could impact financial
usaha, termasuk risiko lalu lintas, pembiayaan, suku bunga, performance and business continuity, including traffic risks,
biaya operasional, serta risiko konstruksi. Berbagai langkah financing, interest rates, operational costs, and construction
mitigasi strategis dan operasional telah diterapkan untuk risks. Various strategic and operational mitigation measures
menjaga stabilitas kinerja dan ketahanan bisnis. have been implemented to maintain performance stability
and business resilience.
Pada aspek lingkungan, Perseroan telah mengidentifikasi Meanwhile, regarding the environmental aspect, the Company
adanya risiko perubahan iklim yang meliputi risiko fisik dan has identified climate change risks, including physical risks
risiko transisi. Pada risiko fisik mencakup risiko kejadian and transition risks. Physical risks include the risk of extreme
cuaca ekstrem, peningkatan suhu, kekeringan, peningkatan weather events, temperature increases, drought, sea level
muka air laut, dan potensi adanya force majeure. Upaya rise, and the potential for force majeure. Efforts to mitigate
mitigasi atas kejadian cuaca ekstrem yaitu Perseroan extreme weather events include strengthening the Company’s
senantiasa memperkuat sistem pemantauan dan peringatan monitoring and early warning systems, as well as strengthening
dini, serta memperkuat infrastruktur tahan bencana. Upaya disaster-resistant infrastructure. The Company’s efforts to
Perseroan dalam memitigasi risiko peningkatan suhu yaitu mitigate the risk of temperature increases include providing
dengan menyediakan ruang hijau dan menggunakan material green spaces and using more heat-resistant materials on
yang lebih tahan terhadap panas pada permukaan jalan toll road surfaces to reduce the effects of warming. The
tol untuk mengurangi efek pemanasan. Upaya Perseroan Company’s efforts to mitigate the risk of drought include
dalam memitigasi risiko kekeringan yaitu dengan melakukan developing a more efficient water management system. The
pengembangan sistem pengelolaan air yang lebih efisien. Company’s efforts to mitigate the risk of sea level rise include
Upaya Perseroan dalam memitigasi risiko peningkatan improving the drainage system to deal with sea level surges,
muka air laut yaitu dengan meningkatkan sistem drainase including the construction of embankments or floodgates and
untuk menghadapi lonjakan ar laut, termasuk pembangunan improving the water drainage system.
tanggul atau pintu air dan perbaikan sistem pembuangan air.
Selanjutnya, terkait risiko perubahan kebijakan dan regulasi Furthermore, regarding the risk of changes in government
pemerintah, Perseroan senantiasa melakukan upaya mitigasi policies and regulations, the Company consistently mitigates
dengan melakukan pemantauan terus-menerus terhadap this by continuously monitoring regulatory changes related
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perubahan regulasi terkait dengan lingkungan, sosial, dan tata to environmental, social, and corporate governance (ESG),
kelola perusahaan (ESG), serta memastikan pemahaman yang and ensuring a thorough understanding of their implications
mendalam terhadap implikasinya terhadap bisnis. Sedangkan for the business. Meanwhile, the Company mitigates risks
upaya Perseroan dalam memitigasi risiko terkait harapan related to stakeholder expectations and public demands
pemangku kepentingan dan tuntutan publik yaitu dengan by strengthening open and transparent communication
memperkuat komunikasi terbuka dan transparan dengan with all stakeholders, actively monitoring social media and
semua pemangku kepentingan, serta melakukan pemantauan responding to emerging issues.
aktif terhadap media sosial dan responsif terhadap isu-isu
yang timbul.
Dalam aspek sosial, terdapat risiko terkait dengan K3. Regarding the social aspect, there are risks related to
Upaya Perseroan dalam memitigasi potensi terjadinya occupational health and safety (OHS). The Company’s efforts
gangguan kesehatan dan keselamatan kerja dilakukan to mitigate potential occupational health and safety issues
dengan melaksanakan sosialisasi terkait K3 secara periodik, include conducting periodic OHS outreach, conducting
melakukan surveillance Sistem Manajemen K3 berbasis ISO surveillance of the ISO 45001:2018-based OHS Management
45001:2018, pemberian alat pelindung diri yang sesuai dengan System, providing personal protective equipment in
SNI, serta pemenuhan kelengkapan K3. accordance with Indonesian National Standards (SNI), and
fulfilling OHS requirements.
Pada aspek tata kelola, Direksi dan Dewan Komisaris In terms of governance, the Board of Directors and Board of
memandang penerapan tata kelola perusahaan yang baik Commissioners view the implementation of good corporate
merupakan fondasi utama dalam menjaga keberlanjutan governance as a key foundation for maintaining business
usaha dan kepercayaan pemangku kepentingan. Pengelolaan sustainability and stakeholder trust. Risk management in the
risiko pada aspek tata kelola dilaksanakan secara terintegrasi governance aspect is implemented in an integrated manner
dalam kerangka Enterprise Risk Management (ERM) yang within an Enterprise Risk Management (ERM) framework, 115
mencakup mitigasi risiko disrupsi transformasi sistem encompassing mitigating the risk of disruption in the toll
transaksi tol, pencapaian aksi korporasi strategis, pemenuhan transaction system transformation, achieving strategic
standar ESG, serta implementasi roadmap manajemen risiko. corporate actions, meeting ESG standards, and implementing
Direksi dan Dewan Komisaris secara berkala melakukan a risk management roadmap. The Board of Directors and
pemutakhiran pedoman aksi korporasi, penguatan koordinasi Board of Commissioners regularly update corporate action
lintas unit kerja dan anak perusahaan, serta monitoring guidelines, strengthen coordination across work units and
atas pelaksanaan aksi korporasi agar tetap prudent, adaptif subsidiaries, and monitor the implementation of corporate
terhadap dinamika regulasi, dan selaras dengan strategi actions to ensure they remain prudent, adaptable to
jangka panjang. regulatory dynamics, and aligned with long-term strategy.
Selain itu, Direksi memastikan penguatan sistem pengendalian In addition, the Board of Directors ensures the strengthening
internal dan kepatuhan melalui pengelolaan keamanan of internal control and compliance systems through
informasi dan perlindungan data pribadi, pengembangan information security management and personal data
Business Continuity Management System (BCMS), serta protection, the development of a Business Continuity
penanaman budaya sadar risiko di seluruh organisasi. Dalam Management System (BCMS), and the instilling of a risk-aware
rangka menjaga integritas dan reputasi Perseroan, dilakukan culture throughout the organization. In order to maintain the
identifikasi dan evaluasi berkala atas risiko penyuapan Company’s integrity and reputation, regular identification and
dan konflik kepentingan, disertai peningkatan pemahaman evaluation of bribery and conflict of interest risks are carried
atas kebijakan anti-penyuapan serta pemenuhan standar out, accompanied by increased understanding of anti-bribery
ISO 37001. Direksi dan Dewan Komisaris meyakini bahwa policies and compliance with ISO 37001 standards. The Board
tata kelola yang transparan, akuntabel, dan berintegritas of Directors and the Board of Commissioners believe that
merupakan kunci dalam mendukung implementasi Keuangan transparent, accountable, and integrity-based governance is
Berkelanjutan dan penciptaan nilai jangka panjang bagi key to supporting the implementation of Sustainable Finance
seluruh pemangku kepentingan. and the creation of long-term value for all stakeholders.
Selain menghadapi berbagai risiko, Perseroan juga secara In addition to addressing various risks, the Company also
konsisten mengoptimalkan peluang dan prospek usaha consistently optimizes available business opportunities and
yang tersedia guna mendukung kinerja keberlanjutan prospects to support its sustainable performance. Jasa Marga
Perseroan. Jasa Marga terus memainkan peran sentral continues to play a central role in completing national strategic
dalam penyelesaian proyek-proyek strategis nasional, projects, including the construction of the Solo-Yogyakarta-
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
termasuk pembangunan ruas Solo–Yogyakarta–NYIA Kulon NYIA Kulon Progo section, further strengthening its position as
Progo, yang semakin memperkuat posisinya sebagai mitra the government’s primary partner in developing an integrated
utama Pemerintah dalam pengembangan jaringan jalan tol toll road network. The Company’s expansion strategy focuses
terintegrasi. Strategi ekspansi Perseroan difokuskan pada on optimizing its concession portfolio and diversifying
optimalisasi portofolio konsesi dan diversifikasi bisnis yang prospective businesses, using a selective approach based on
dinilai prospektif, dengan pendekatan selektif berbasis commercial feasibility to maintain a balance between growth
kelayakan komersial untuk menjaga keseimbangan antara and financial capacity.
pertumbuhan dan kapasitas keuangan.
Sampai dengan tahun 2025, Jasa Marga mengelola total By 2025, Jasa Marga managed a total of 1,736 km of concessions,
konsesi sepanjang 1.736 km, dengan 1.294 km di antaranya of which 1,294 km were operational. This management
telah beroperasi. Pengelolaan tersebut diperkuat melalui was strengthened through improved performance in
peningkatan kinerja pada lini pengoperasian dan preservasi the operations and preservation lines performed by PT
yang dijalankan oleh PT Jasamarga Tollroad Operator (JMTO) Jasamarga Tollroad Operator (JMTO) and PT Jasamarga
dan PT Jasamarga Tollroad Maintenance (JMTM), melalui Tollroad Maintenance (JMTM), through the implementation
penerapan teknologi cerdas, sistem otomatisasi, serta of smart technology, automation systems, and measurable
program pemeliharaan yang terukur untuk menjamin mutu maintenance programs to ensure service quality and cost
layanan dan efisiensi biaya. Secara paralel, optimalisasi efficiency. In parallel, PT Jasamarga Related Business
potensi pendapatan non-toll revenue terus dilakukan (JMRB) continued to optimize potential non-toll revenue
melalui PT Jasamarga Related Business (JMRB) dengan through the development of rest areas, advertising and
pengembangan rest area, bisnis periklanan dan utilitas, Toll utility businesses, Toll Corridor Development (TCD), and the
Corridor Development (TCD), serta penyediaan infrastruktur provision of supporting infrastructure such as Public Electric
pendukung seperti Stasiun Pengisian Kendaraan Listrik Umum Vehicle Charging Stations (SPKLU) as part of strengthening the
(SPKLU) sebagai bagian dari penguatan ekosistem mobilitas sustainable mobility ecosystem.
116 berkelanjutan.
Transformasi digital merupakan landasan utama dalam Digital transformation is a key foundation in the Company’s
pengelolaan bisnis modern Perseroan. Penerapan Jasamarga modern business management. The implementation of the
Integrated Maintenance Management System (JIMMS), Jasamarga Integrated Maintenance Management System
Jasamarga Integrated Digitalmap (JID), serta integrasi SAP (JIMMS), Jasamarga Integrated Digitalmap (JID), and the
Analytic Cloud (SAC) membentuk ekosistem pengambilan integration of SAP Analytic Cloud (SAC) create a data-driven
keputusan berbasis data (data-driven decision making) yang decision-making ecosystem that strengthens operational
memperkuat efisiensi operasional, meningkatkan akurasi efficiency, improves reporting accuracy, and ensures
pelaporan, dan memastikan respons yang tepat terhadap appropriate responses to field dynamics. Optimization
dinamika di lapangan. Optimalisasi teknologi Intelligent of Intelligent Transportation System (ITS), Electronic
Transportation System (ITS), Electronic Toll Collection (ETC), Toll Collection (ETC), and Traffic Information Center (TIC)
dan Traffic Information Center (TIC) juga terus dilakukan technology is also ongoing to improve safety, smooth traffic
guna meningkatkan aspek keselamatan, kelancaran arus flow, and travel comfort for road users. All of these initiatives
lalu lintas, serta kenyamanan perjalanan pengguna jalan. are supported by the Jasa Marga Tollroad Command Center
Seluruh inisiatif tersebut didukung oleh peran Jasa Marga (JMTC) as the national control center, ensuring real-time
Tollroad Command Center (JMTC) sebagai pusat kendali service reliability and serving as the primary foundation for
nasional yang menjamin keandalan layanan secara real-time implementing an intelligent transportation system across
sekaligus menjadi fondasi utama dalam implementasi sistem Indonesia’s toll road network.
transportasi cerdas di seluruh jaringan jalan tol Indonesia.
Sejalan dengan dinamika ekonomi global dan fluktuasi tingkat In line with global economic dynamics and fluctuating interest
suku bunga, Jasa Marga menerapkan strategi pembiayaan rates, Jasa Marga implements a prudent and sustainable
yang prudent dan berkelanjutan melalui optimalisasi asset financing strategy by optimizing asset recycling, expanding
recycling, perluasan sumber pendanaan berbasis pasar capital market-based funding sources, and utilizing green
modal, serta pemanfaatan instrumen pembiayaan hijau financing instruments in line with ESG principles. Synergy
(green financing) yang sesuai dengan prinsip ESG. Sinergi with subsidiaries and strategic partners is continuously
dengan entitas anak dan mitra strategis terus diperkuat untuk strengthened to maintain liquidity, improve cash flow,
menjaga likuiditas, meningkatkan arus kas, serta menekan and reduce interest costs. At the same time, sustainability
biaya bunga. Pada saat yang sama, prinsip keberlanjutan principles are applied in all business activities, from efficient
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
diterapkan dalam seluruh aktivitas bisnis, mulai dari energy use to the development of environmentally friendly
efisiensi penggunaan energi hingga pengembangan rest area rest areas, with the goal of creating balanced economic and
yang ramah lingkungan, dengan tujuan menciptakan nilai social value for all stakeholders.
ekonomi dan sosial yang seimbang bagi seluruh pemangku
kepentingan.
Mengacu pada RJPP 2025–2029, Perseroan menegaskan Referring to the 2025–2029 Long-Term Development Plan
komitmennya untuk bertransformasi menjadi Integrated (RJPP), the Company affirms its commitment to transforming
Mobility Company. Transformasi ini diwujudkan melalui into an Integrated Mobility Company. This transformation is
optimalisasi profitabilitas portofolio jalan tol dan entitas realized through optimizing the profitability of its toll road
anak, inovasi pengalaman pelanggan berbasis digital, portfolio and subsidiaries, innovating digital-based customer
pengembangan infrastruktur berkelanjutan dan green toll experiences, developing sustainable infrastructure and
road, peningkatan kapabilitas organisasi dan tata kelola, green toll roads, enhancing organizational capabilities and
serta perluasan kerja sama strategis dengan mitra nasional governance, and expanding strategic collaborations with
maupun global untuk mempercepat penciptaan nilai jangka national and global partners to accelerate long-term value
panjang. creation.
Dengan pencapaian kinerja Perseroan yang terus menunjukkan Having its continuous growth, Dengan pencapaian kinerja
pertumbuhan, Perseroan tidak menghadapi kendala yang Perseroan yang terus menunjukkan pertumbuhan, the
signifikan terkait keberlanjutan operasionalnya. Prospek Company has not had significant challenges related to its
bisnis industri jalan tol di Indonesia diperkirakan akan tetap operational sustainability. The business outlook for the toll
positif di masa mendatang, seiring dengan meningkatnya road industry in Indonesia is expected to remain positive
kebutuhan masyarakat akan akses jalan tol. Kondisi ini in the future, in line with the increasing public demand for
diperkuat oleh perkembangan wilayah, pertumbuhan jumlah toll road access. The positive outlook is driven by regional
penduduk, kebutuhan akan kelancaran distribusi barang dan development, population growth, the need for smooth 117
jasa, serta meningkatnya permintaan akan konektivitas antar distribution of goods and services, and the growing demand
daerah. for inter-regional connectivity..
Apresiasi Appreciation
Keberhasilan Perseroan di tahun 2025 merupakan hasil The Company’s 2025 success was the result of collaboration
kolaborasi dan kepercayaan dari para pemangku kepentingan. and trust from our stakeholders. On behalf of Jasa Marga
Atas nama Manajemen Jasa Marga, kami menyampaikan Management, we would like to express our deepest
penghargaan setinggi-tingginya kepada seluruh pihak yang appreciation to all parties, who contributed to the Company’s
turut berperan dalam pencapaian kinerja keberlanjutan sustainability performance. We sincerely hope that this
Perseroan. Besar harapan kami agar sinergi dan dukungan synergy and support will continue to improve sustainability
ini terus berlanjut demi peningkatan kinerja keberlanjutan di performance in the future.
masa yang akan datang.
Jakarta, 28 April 2026
Jakarta, April 28, 2026
Rivan A. Purwantono
Direktur Utama
President Director
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 118
Tanggung Jawab Laporan Keberlanjutan [GRI 2-14]
Responsibility for The Sustainability Report
Kami yang bertandatangan di bawah ini telah meninjau dan menyetujui informasi yang dilaporkan dalam Laporan Keberlanjutan PT
Jasa Marga (Persero) Tbk tahun 2025, termasuk di dalamnya mencakup informasi topik material Perseroan. Kami bertanggungjawab
penuh atas kebenaran isi laporan ini sesuai dengan POJK No. 51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi
Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik.
Jakarta, 28 April 2026
Dewan Komisaris
Board of Commissioners
Juri Ardiantoro
Komisaris Utama
118 President Commissioner
Syamsul Bachri Yusuf Asrorun Ni’am Sholeh
Komisaris Komisaris
Commissioner Commissioner
Nachrowi Ramli Tedi Kurniawan
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
Rudi Antariksawan
Komisaris Independen
Independent Commissioner
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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We, the undersigned, hereby confirm that we have reviewed and approved the 2025 Sustainability Report of PT Jasa Marga (Persero)
Tbk, including the disclosures of the Company’s material topics. We take full responsibility for the accuracy of the contents of this
report, under POJK Number 51/POJK.03/2017 on the Implementation of Sustainable Finance for Financial Institutions, Issuers, and
Public Companies.
Jakarta, April 28, 2026
Direksi
Directors
Rivan A. Purwantono
Direktur Utama
President Director 119
Reza Febriano Fitri Wiyanti
Direktur Bisnis Direktur Operasi
Director of Business Director of Operations
Yaya Ruhiya Ari Respati
Direktur Layanan Direktur Pengembangan Usaha
Director of Services Director of Business Development
Pramitha Wulanjani Yoga Tri Anggoro
Direktur Keuangan dan Manajemen Risiko Direktur Human Capital dan Transformasi
Director of Finance and Risk Management Director of Human Capital and
Transformation
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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06
Tata Kelola Keberlanjutan [OJK E]
Sustainability Governance
120
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 121
Edukasi Keselamatan Berkendara: Road Safety Ranger
Road Safety Education: Road Safety Ranger
Sebagai wujud tanggung jawab tata kelola keselamatan bagi publik, program kampanye keselamatan
berkendara ini menargetkan keluarga dan komunitas pengemudi sebagai partisipan, program ini
menghadirkan rangkaian acara edukatif dan interaktif untuk meningkatkan kesadaran keselamatan
berkendara sekaligus memperkenalkan Travoy dan Travoy Go sebagai Aplikasi Asisten Digital di Jalan
Tol.
As part of its governance responsibility for public safety, this road safety campaign program targeted
families and driver communities as participants, featuring a series of educational and interactive
activities to enhance road safety awareness while introducing Travoy and Travoy Go as digital assistant
applications for toll road users.
121
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Struktur dan Komposisi Tata Kelola [GRI 2-9, GRI 2-11]
Governance Structure and Composition
Rivan A. Purwantono Pramitha Wulanjani Ari Respati Reza Febriano
Direktur Utama Direktur Keuangan dan Manajemen Risiko Direktur Pengembangan Usaha Direktur Bisnis
President Director Director of Finance and Risk Management Director of Business Development Director of Business
122
Fitri Wiyanti Yoga Tri Anggoro Yaya Ruhiya
Direktur Human Capital dan Transformasi
Gambar/Image:
Direktur Operasi Direktur Layanan
Director of Operations Director of Human Capital and Transformation
Director of Services
Jajaran Direksi
Merujuk pada Undang-Undang No. 40 tahun 2007 tentang In accordance with Law No. 40 of 2007 on Limited Liability
Perseroan Terbatas, organ Perseroan terdiri dari Rapat Umum Companies, the governance structure of PT Jasa Marga (Persero)
Pemegang Saham (RUPS), Dewan Komisaris dan Direksi. Tbk comprises the General Meeting of Shareholders (GMS), the
Adapun Dewan Komisaris dan Direksi memiliki Organ di Board of Commissioners, and the Board of Directors. The Board
bawahnya sebagai pendukung tugas dan fungsinya. Dalam of Commissioners and the Board of Directors are supported by
menjalankan tugasnya, Dewan Komisaris dibantu oleh organ subordinate bodies that assist in carrying out their respective
pendukung yang meliputi Komite Audit, Komite Nominasi dan dut tuies and functions To perform its duties, the Board
Remunerasi, Komite Risiko dan Hukum, Komite Tata Kelola of Commissioners is assisted by supporting organs which
Terintegrasi, serta Sekretaris Dewan Komisaris. Sedangkan, include the Audit Committee, Nomination and Remuneration
Direksi dibantu oleh komite di bawah Direksi di antaranya Committee, Risk and Legal Committee, Integrated Governance
Komite Manajemen Risiko, Komite Pengarah Teknologi Committee, and the Secretary of the Board of Commissioners.
Informasi, serta Komite Sustainibility. Selain itu, Direksi juga Meanwhile, the Board of Directors is assisted by committees
dibantu oleh organ pendukung lainnya yang terdiri atas under the Board of Directors including the Risk Management
Corporate Secretay & Chief Administration Officer, Legal and Committee, the Information Technology Steering Committee,
Compliance Group, Internal Audit, Risk and Quality Health, and the Sustainability Committee. In addition, the Board of
Safety and Environment Group, serta Corporate Finance Directors is also assisted by other supporting organs consisting
and Investor Relation Group. Pada akhir tahun 2025 Dewan of the Corporate Secretary & Chief Administration Officer,
Komisaris terdiri dari 6 (enam) orang yang mencakup 3 (tiga) Legal and Compliance Group, Internal Audit, Risk and Quality
Komisaris Independen dan 3 (tiga) Komisaris. Sedangkan, Health, Safety and Environment Group, and Corporate Finance
pada akhir tahun 2025 adalah total anggota Direksi sebanyak and Investor Relations Group. At the end of 2025 the Board of
7 (tujuh) orang. Ketua badan tata kelola tertinggi Perseroan Commissioners consisted of 6 (six) people including 3 (three)
adalah Komisaris Utama dan Direktur Utama, serta bukan Independent Commissioners and 3 (three) Commissioners.
merupakan eksekutif senior di Perseroan. Meanwhile, at the end of 2025 the total number of members of
the Board of Directors was 7 (seven) people. The chairperson of
the highest governance body of the Company is the President
Commissioner and the President Director, neither of whom
were senior executives of the Company.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Juri Ardiantoro Syamsul Bachri Yusuf Nachrowi Ramli
Komisaris Utama Komisaris Komisaris Independen
President Commissioner Commissioner Independent Commissioner
Rudi Antariksawan Tedi Kurniawan Asrorun Ni’am Sholeh Gambar/Image:
Jajaran Dewan
Komisaris Independen Komisaris Independen Komisaris
Independent Commissioner Independent Commissioner Commissioner
Komisaris
123
Struktur organ tata kelola Perseroan sebagai berikut. The Company’s governance structure is as follows.
Bagan Struktur Organ Tata Kelola Perseroan
Chart of Corporate Governance Organ Structure
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
1. Komite Audit Komite
2. Komite Nominasi dan
Remunerasi Corporate Manajemen Risiko
3. Komite Pemantau Risiko Secretary and Chief Internal Audit Risk Management
dan Hukum Administration Group Committee
4. Komite Tata Kelola Officer
Terintegrasi
1. Audit Committee Corporate Komite Pengarah Teknologi
2. Nomination and Communication Risk and Quality, Corporate Finance
Remuneration Committee Legal and Informasi
and Community Health, Safety & and Investor
3. Risk and Legal Commitee Compliance Group Development Information Technology
4. Integrated Corporate Environment Group Relations Group
Governance Committee Group Steering Committee
Sekretaris Governance Komite Tanggung Jawab
Risk Management Investor Relations
Dewan Komisaris and Compliance Sosial dan Lingkungan
Department Department
Department Social and Enviromental
Board of
Commissioners Secretary Responsibility Committee
The Detailed profiles of the members of the Board of
Profil Dewan Komisaris dan Direksi termasuk profil Komisaris Commissioners and the Board of Directors—including Independent
Independen dan Komite di bawah Dewan Komisaris telah Commissioners and the committees under the Board of
disajikan di dalam Laporan Tahunan bagian Profil Perusahaan. Commissioners—are presented in the Company Profile section of
Dalam profil tersebut telah mencakup informasi masa jabatan, this Annual Report. These profiles include details such as tenure,
jenis kelamin, serta kompetensi yang dimiliki. Sedangkan, gender, and competencies. Additionally, information regarding the
informasi terkait tugas dan tanggung jawab Dewan Komisaris, roles and responsibilities of the Board of Commissioners, Board of
Direksi, Komite di bawah Dewan Komisaris dan Direksi telah Directors, and Committees under both is outlined in the Corporate
disampaikan pada Laporan Tahunan Perseroan bagian Tata Governance section of the Annual Report.
Kelola Perusahaan.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kode Etik
Code of Conduct
Perseroan memiliki kode etik yang bertujuan untuk mengatur The Company has established a code of conduct aimed at
etika Perseroan. Jasa Marga mengupayakan penerapan governing corporate ethics. Jasa Marga has consistently
standar etika terbaik dalam menjalankan segenap aktivitas strived to implement the highest ethical standards in
bisnisnya sesuai dengan Visi, Misi, dan budaya yang dimiliki conducting all business activities in alignment with its Vision,
melalui implementasi Etika Usaha dan Etika Kerja. Kebijakan- Mission, and corporate culture through the application of
kebijakan Perseroan, termasuk Pedoman Perilaku (Code of Business Ethics and Work Ethics. The Company’s policies,
Conduct) direview secara berkala dan dilakukan berbagai including the Code of Conduct, were reviewed periodically
penyesuaian. Perseroan melakukan penyesuaian terhadap and adjusted as necessary. The Company updated its Code
Pedoman Perilaku (Code of Conduct) dan telah dilakukan of Conduct, which was formalized through Board of Directors
pengesahan melalui Keputusan Direksi No. 46.1/KPTS/2024 Decree No. 46.1/KPTS/2024 concerning the Code of Conduct of
tentang Pedoman Perilaku (Code of Conduct) PT Jasa Marga PT Jasa Marga (Persero) Tbk. In 2025, further adjustments were
(Persero) Tbk. Pada tahun 2025, dilakukan penyesuaian pada made to Jasa Marga’s soft structure, including the Anti-Bribery
soft structure Jasa Marga, yaitu Manual Sistem Manajemen Management System Manual and the Anti-Bribery Policy.
Anti Penyuapan dan Kebijakan Anti Penyuapan.
Pokok-pokok kode etik Perseroan meliputi prinsip-prinsip The key elements of the Company’s Code of Conduct include
Good Corporate Governance (GCG), pedoman perilaku, etika, the principles of Good Corporate Governance (GCG), behavioral
etika usaha Perusahaan, dan etika kerja Insan Jasa Marga. guidelines, ethics, the Company’s business ethics, and the
124 Pedoman Perilaku diungkapkan dan/atau disebarkan kepada work ethics of Jasa Marga personnel. The Code of Conduct
semua insan Perseroan melalui berbagai media yang dimiliki was communicated and/or disseminated to all Company
Perseroan, termasuk melalui teknologi informasi yang dapat personnel through various media owned by the Company,
diakses oleh semua pegawai dengan mudah setiap saat. including information technology platforms that are easily
Secara periodik, Direksi menyampaikan Memo dan/atau Surat accessible to all employees at any time. On a periodic basis,
Edaran tentang pelaksanaan etika bisnis kepada segenap the Board of Directors issued memoranda and/or circular
insan Perseroan. Kode Etik Perseroan berlaku bagi seluruh letters regarding the implementation of business ethics to all
anggota Dewan Komisaris, Direksi, dan seluruh Insan Jasa Company personnel. The Company’s Code of Conduct applies
Marga. to all members of the Board of Commissioners, the Board of
Directors, and all Jasa Marga personnel.
Benturan Kepentingan [GRI 2-15, 2-11]
Conflict of Interest
Perseroan berupaya secara konsisten mencegah setiap The Company consistently strives to prevent any actions,
tindakan, sikap, maupun aktivitas yang berpotensi attitudes, or activities that have the potential to cause a
menimbulkan benturan kepentingan di lingkungan conflict of interest within the company. To that end, the
perusahaan. Untuk itu, Perseroan telah menetapkan Pedoman Company has established Conflict of Interest Guidelines
Benturan Kepentingan (Conflict of Interest) yang berlaku that apply to all Jasa Marga Personnel, including the Board
bagi seluruh Insan Jasa Marga, termasuk Dewan Komisaris of Commissioners and Directors, as stipulated in the Board
dan Direksi, sebagaimana diatur dalam Surat Keputusan of Directors’ Decree Number 78/KTS/2020 concerning Conflict
Direksi Nomor 78/KTS/2020 tentang Pedoman Benturan of Interest Guidelines at PT Jasa Marga (Persero) Tbk. Based
Kepentingan (Conflict of Interest) di PT Jasa Marga (Persero) on these guidelines, if an unavoidable conflict of interest
Tbk. Berdasarkan pedoman tersebut, apabila terjadi benturan occurs, Jasa Marga Personnel are not permitted to continue
kepentingan yang tidak dapat dihindari, Insan Jasa Marga tidak activities or carry out duties and responsibilities related to
diperkenankan melanjutkan kegiatan maupun menjalankan the condition. The relevant party is required to resign from
tugas dan tanggung jawab yang berkaitan dengan kondisi the task that has the potential to cause a conflict of interest
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
tersebut. Pihak yang bersangkutan wajib mengundurkan or not be involved in the related decision-making process.
diri dari tugas yang berpotensi menimbulkan benturan However, under certain conditions solely in the interests
kepentingan atau tidak terlibat dalam proses pengambilan of the company, the Board of Directors may issue a written
keputusan terkait. Namun demikian, dalam kondisi tertentu assignment to the relevant party to continue carrying out
yang semata-mata demi kepentingan perusahaan, Direksi duties and responsibilities in the activity.
dapat memberikan penugasan tertulis kepada pihak terkait
untuk tetap melaksanakan tugas dan tanggung jawab dalam
kegiatan tersebut.
Setiap Insan Jasa Marga wajib untuk mengungkapkan All Jasa Marga personnel are obligated to disclose any actual
kejadian/keadaan benturan kepentingan yang terjadi dengan or potential conflicts of interest by submitting a Conflict of
membuat dan menyampaikan surat pernyataan potensi Interest Disclosure Statement to their immediate supervisor.
benturan kepentingan kepada atasan langsung. Insan Jasa Additionally, Jasa Marga personnel must submit such a
Marga juga wajib membuat surat pernyataan potensi benturan statement if they have a direct family relationship with
kepentingan apabila memiliki hubungan sedarah dalam any member of the Board of Directors and/or the Board of
hubungan keluarga inti dengan anggota Direksi dan/atau Commissioners. The management of conflicts of interest
anggota Dewan Komisaris. Pengelolaan benturan kepentingan concerning the Board of Commissioners and the Board of
Dewan Komisaris dan Direksi telah disajikan secara lengkap Directors is comprehensively presented in the Corporate
pada Laporan Tahunan bagian Tata Kelola Perusahaan. Governance section of the Annual Report.
Dalam pengelolaan benturan kepentingan Dewan Komisaris In managing conflicts of interest for the Board of Commissioners
dan Direksi atas adanya perangkapan jabatan, Perseroan telah and the Board of Directors due to concurrent positions, the
menetapkan kebijakan rangkap jabatan yang diatur secara Company has established a concurrent position policy that is
tegas dalam Anggaran Dasar Perseroan. Pada tahun 2025, expressly regulated in the Company’s Articles of Association.
seluruh anggota Dewan Komisaris dan Direksi tidak memiliki By 2025, all members of the Board of Commissioners and the 125
rangkap jabatan yang menimbulkan benturan kepentingan. Board of Directors did not hold concurrent positions that
Informasi lengkap terkait rangkap jabatan Dewan Komisaris arose to conflicts of interest. Complete information regarding
dan Direksi telah disampaikan pada Laporan Tahunan bagian concurrent positions for the Board of Commissioners and
Tata Kelola Perusahaan. Dewan Komisaris melalui Komite the Board of Directors was presented in the Annual Report,
Audit melakukan pemantauan berkala atas implementasi Corporate Governance section. The Board of Commissioners,
Pedoman Benturan Kepentingan dan menerima Laporan through the Audit Committee, regularly monitors the
Kepatuhan Terhadap Perundang-undangan dan Pengendalian implementation of the Conflict of Interest Guidelines and
Internal dari Direksi sekurang-kurangnya satu kali dalam receives Compliance Reports with Legislation and Internal
setahun. Control from the Board of Directors at least once a year.
Selama tahun 2025, seluruh anggota Dewan Komisaris dan Throughout 2025, there were no financial, familial, or
Direksi tidak memiliki hubungan keuangan, keluarga dan managerial relationships among members of the Board of
kepengurusan dengan anggota Dewan Komisaris dan Direksi Commissioners, Board of Directors, or with the shareholders.
lainnya serta pemegang saham. Pemegang saham pengendali The controlling shareholder of Jasa Marga is the Government
Jasa Marga adalah Negara Republik Indonesia yang diwakili of the Republic of Indonesia, represented by the Ministry of
oleh Pemerintah Republik Indonesia dengan kepemilikan State-Owned Enterprises (SOEs), holding 70% ownership. Some
sebesar 70%. Terdapat anggota Direksi yang memiliki saham members of the Board of Commissioners and the Board of
Perseroan. Namun demikian, sesuai dengan Peraturan Directors own shares in the Company. However, in accordance
Otoritas Jasa Keuangan Nomor 4 Tahun 2024 tentang Laporan with Financial Services Authority Regulation Number 4 of 2024
Kepemilikan atau Setiap Perubahan Kepemilikan Saham concerning Reports on Ownership or Any Changes in Ownership
Perusahaan Terbuka dan Laporan Aktivitas Menjaminkan of Shares of Public Companies and Reports on Activities of
Saham Perusahaan Terbuka, setiap anggota Dewan Komisaris Pledge of Shares of Public Companies, each member of the
dan Direksi wajib untuk menyampaikan informasi kepada Board of Commissioners and Board of Directors must submit
Perseroan mengenai kepemilikan dan setiap perubahan information to the Company regarding ownership and any
kepemilikannya atas saham Perseroan. Selain itu, Direksi changes in ownership of the Company’s shares. Additionally,
dan Dewan Komisaris juga melaporkan kepemilikan saham all members of the Board of Commissioners and the Board
masing-masing anggota Direksi dan Dewan Komisaris beserta of Directors do not own shares in other companies, including
anggota keluarga atas saham Jasa Marga maupun saham suppliers. Further details regarding the share ownership of
perusahaan lainnya secara berkala. Pembahasan terkait the Board of Commissioners and the Board of Directors are
kepemilikan saham Dewan Komisaris dan Direksi atas saham provided in the Company Profile section of the Annual Report.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Jasa Marga (JSMR) mengacu pada Laporan Tahunan bagian Jasa Marga (JSMR) refers to the Company Profile section in the
Profil Perusahaan. Annual Report.
Sepanjang tahun 2025, Komisaris Utama dan Direktur Throughout 2025, the President Commissioner and the
Utama Perseroan tidak memiliki rangkap jabatan sebagai President Director of the Company did not hold concurrent
Komisaris dan Direktur pada entitas anak. Selanjutnya, tidak positions as Commissioners or Directors in any subsidiaries.
terdapat transaksi yang mengandung benturan kepentingan. Furthermore, there were no transactions involving conflicts of
Pembahasan terkait transaksi yang mengandung benturan interest. Discussion regarding transactions involving conflicts
kepentingan ini mengacu pada Laporan Tahunan bagian of interest refers to the Management Discussion and Analysis
Analisis dan Pembahasan Manajemen. section of the Annual Report.
Nominasi dan Seleksi Dewan Komisaris dan Direksi [GRI 2-10]
Nomination and Selection of the Board of Commissioners and Directors
Proses nominasi dan seleksi Dewan Komisaris dan Direksi The nomination and selection process for the Board of
mengacu pada Peraturan Menteri BUMN Nomor PER-3/ Commissioners and Board of Directors refers to the Regulation
MBU/03/2023 tentang Organ dan Sumber Daya Manusia of the Minister of SOEs No. PER-3/MBU/03/2023 dated March
126 Badan Usaha Milik Negara. Nominasi Dewan Komisaris dan 3, 2023 concerning Organs and Human Resources of State-
Direksi dilaksanakan melalui proses penetapan bakal calon Owned Enterprises. The nomination process is conducted
Dewan Komisaris dan Direksi, yang diusulkan melalui Dewan through the identification and recommendation of prospective
Komisaris yang dibantu oleh Komite Nominasi dan Remunerasi. candidates, facilitated by the Board of Commissioners with the
Setiap bakal calon Dewan Komisaris dan Direksi merupakan assistance of the Nomination and Remuneration Committee.
seorang yang telah dinyatakan memenuhi persyaratan formal, Each prospective candidate for the Board of Commissioners
persyaratan materiil, maupun persyaratan lainnya, termasuk and Board of Directors is a person who has been declared
telah lulus Uji Kelayakan dan Kepatutan (UKK). Penetapan to have met the formal requirements, material requirements,
Dewan Komisaris dan Direksi dilakukan berdasarkan usulan and other requirements, including having passed the Fit
Pemegang Saham Seri A Dwiwarna yang diusulkan dan and Proper Test. The stipulation of the Board of Directors is
disetujui dalam RUPS. conducted based on proposal fo the Series A Dwiwarna Share,
proposed and approved in the GMS.
Dalam pemilihan Dewan Komisaris dan Direksi, Perseroan In the selection of the Board of Commissioners and the Board
wajib memperhatikan masukan dari pemegang saham of Directors, the Company is required to consider input from
dan pemangku kepentingan utama lainnya, keberagaman shareholders and other key stakeholders, as well as the diversity
komposisi Dewan Komisaris dan Direksi sesuai dengan of the composition of the Board of Commissioners and the
rekomendasi Otoritas Jasa Keuangan yang dituangkan Board of Directors in accordance with the recommendations
dalam Lampiran Surat Edaran Otoritas Jasa Keuangan No. of the Financial Services Authority (OJK) as stipulated in the
32/SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Appendix to OJK Circular Letter No. 32/SEOJK.04/2015 concerning
Terbuka. Selain itu, Perseroan juga memperhatikan Corporate Governance Guidelines for Public Companies. In
independensi serta kompetensi yang relevan (pengetahuan addition, the Company also takes into account independence
dan/atau keahlian di bidang yang dibutuhkan oleh Perseroan) and relevant competencies (knowledge and/or expertise in the
dalam memilih calon Dewan Komisaris dan Direksi. Penetapan fields required by the Company) in selecting candidates for
Dewan Komisaris dan Direksi dilakukan oleh Pemegang the Board of Commissioners and the Board of Directors. The
Saham melalui usulan Pemegang Saham Seri A Dwiwarna appointment of the Board of Commissioners and the Board of
yang diusulkan dan disetujui dalam RUPS. Informasi proses Directors is determined by the shareholders through proposals
nominasi dan seleksi Dewan Komisaris dan Direksi telah from the Series A Dwiwarna shareholder, which are submitted
disajikan secara lengkap pada Laporan Tahunan bagian Tata and approved in the General Meeting of Shareholders (GMS).
Kelola Perusahaan. Information on the nomination and selection process of the
Board of Commissioners and the Board of Directors is fully
presented in the Corporate Governance section of the Annual
Report.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Penilaian Kinerja Dewan Komisaris dan Direksi [GRI 2-18]
Performance Assessment of the Board of Commissioners and
Board of Directors
Perseroan telah menetapkan mekanisme penilaian kinerja The Company has established a performance assessment
bagi Dewan Komisaris dan Direksi, yang penilaiannya mechanism for the Board of Commissioners and the
didasarkan pada Key Performance Indicator (KPI). Penilaian Board of Directors, with evaluations based on Key
terhadap Dewan Komisaris dan Direksi merupakan tahap Performance Indicators (KPIs). The assessment of the
evaluasi atas kinerja Dewan Komisaris dan Direksi untuk Board of Commissioners and the Board of Directors serves
periode tahun penilaian. Dalam KPI Direksi telah mencakup as an evaluation of their performance for the respective
kinerja Direksi atas pengawasan serta pencapaian performance year. The KPIs of the Board of Directors include
pengelolaan dampak Perseroan terhadap ESG di antaranya performance related to oversight and the achievement of the
pengawasan terhadap pencapaian KPI ESG. Company’s ESG impact management, including monitoring the
achievement of ESG KPIs.
Hasil evaluasi terhadap kinerja Dewan Komisaris termasuk The results of the performance evaluation of the Board of
Komisaris Utama dan Direksi termasuk Direktur Utama secara Commissioners, including the President Commissioner, and
keseluruhan merupakan bahan dalam skema kompensasi the Board of Directors, including the President Director,
dan pemberian insentif bagi Anggota Dewan Komisaris collectively served as a basis for the compensation scheme
dan Direksi. Hasil evaluasi kinerja masing-masing Anggota and the provision of incentives for members of the Board of
Dewan Komisaris dan Direksi secara individual merupakan Commissioners and the Board of Directors. The individual
salah satu dasar pertimbangan bagi pemegang saham untuk performance evaluation results of each member of the Board
memberhentikan dan/atau menunjuk kembali Anggota of Commissioners and the Board of Directors also served as 127
Dewan Komisaris dan Direksi yang bersangkutan. Hasil one of the considerations for shareholders in determining
evaluasi kinerja Dewan Komisaris dan Direksi menjadi sarana the dismissal and/or reappointment of the respective
penilaian untuk peningkatan efektivitas Dewan Komisaris dan members. The performance evaluation results of the Board
Direksi. Penilaian kinerja Dewan Komisaris dan Direksi telah of Commissioners and the Board of Directors also functioned
disajikan secara lengkap pada Laporan Tahunan bagian Tata as a tool to assess and enhance their effectiveness. The
Kelola Perusahaan. performance assessment of the Board of Commissioners and
the Board of Directors is fully presented in the Corporate
Governance section of the Annual Report.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kebijakan Remunerasi [GRI 2-19, GRI 2-20, GRI 2-21]
Remuneration Policy
Dalam menentukan remunerasi bagi Dewan Komisaris dan To determine the remuneration for the Board of Commissioners
Direksi, Perseroan mengacu pada Peraturan Menteri BUMN No. and Board of Directors, the Company refers to the Regulation
PER-3/MBU/03/2023 tanggal 3 Maret 2023 tentang Organ dan of the Minister of SOEs No. PER-3/MBU/03/2023 dated March
Sumber Daya Manusia Badan Usaha Milik Negara. Komponen 3, 2023 concerning Organs and Human Resources of State-
remunerasi Dewan Komisaris terdiri dari Honorarium, Owned Enterprises. The components of the remuneration for
Tunjangan (Tunjangan Hari Raya, Tunjangan Transportasi, the Board of Commissioners and Board of Directors consist
Asuransi Purna Jabatan), Fasilitas, Tantiem/Insentif Kinerja/ of Honorarium; Allowances; Facilities; Tantiem/Performance
Insentif. Komponen remunerasi Direksi terdiri dari Gaji, Incentives/ Incentives. The remuneration structure for the
Tunjangan (Tunjangan Hari Raya, Tunjangan Perumahan, Board of Commissioners and Board of Directors has been
Asuransi Purna Jabatan), Fasilitas, Tantiem/Insentif Kinerja/ presented in full in the Annual Report in the Corporate
Insentif. Struktur remunerasi Dewan Komisaris dan Direksi Governance section.
telah disajikan secara lengkap pada Laporan Tahunan bagian
Tata Kelola Perusahaan.
Remunerasi berupa tantiem /insentif kinerja Remuneration for the Board of Commissioners and Directors,
mempertimbangkan pencapaian kinerja Perseroan selama such as bonuses, considers the Company’s performance
tahun buku serta penilaian Key Performance Indicators (KPI) achievements during the fiscal year and the assessment of
128 yang telah ditetapkan. Perseroan menerapkan mekanisme established Key Performance Indicators (KPIs). The Company
clawback terhadap komponen remunerasi variabel apabila implements a clawback mechanism for variable remuneration
di kemudian hari terbukti terdapat pelanggaran hukum, components if legal violations, ethical violations, or
pelanggaran etika, atau kondisi yang memengaruhi dasar circumstances that influence the basis for determining
penetapan insentif. Perseroan juga mempertimbangkan KPI incentives are later proven. The Company also considers ESG-
terkait ESG tercakup dalam KPI Unit Corporate Communication related KPIs, which are included in the KPIs of the Corporate
and Community Development yang bertanggung jawab Communication and Community Development Unit, which
langsung kepada Direktur Utama yang berada di bawah reported directly to the President Director and is under the
pengawasan Dewan Komisaris. supervision of the Board of Commissioners.
Penetapan remunerasi Dewan Komisaris dan Direksi Perseroan The remuneration for the Board of Commissioners and
telah mengikuti aturan yang berlaku, dengan memperhatikan Directors complies with applicable regulations, taking into
dan mempertimbangkan hasil kajian yang dilakukan oleh account and considering the results of a review conducted
Komite Nominasi, Remunerasi dan Risiko. Kemudian, by the Nomination, Remuneration, and Risk Committee.
Komite Nominasi, Remunerasi dan Risiko mengusulkan The Nomination, Remuneration, and Risk Committee then
remunerasi kepada Menteri BUMN selaku Pemegang Saham proposes the remuneration to the Minister of State-Owned
Seri A Dwiwarna untuk selanjutnya disetujui dan diusulkan Enterprises, as the holder of the Series A Dwiwarna Share, for
untuk mendapatkan penetapan dan/atau persetujuan RUPS subsequent approval and submission for determination and/
Tahunan. Perseroan tidak melibatkan konsultan remunerasi or approval at the Annual General Meeting of Shareholders.
independen dalam menetapkan remunerasi Dewan Komisaris The Company does not engage an independent remuneration
dan Direksi. consultant in determining the remuneration for the Board of
Commissioners and Directors.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Bagan Prosedur Penetapan Remunerasi Dewan Komisaris dan Direksi
Procedure Chart for Determining Remuneration for the Board of Commissioners and Directors
Dewan Komisaris Rapat Umum Pemegang Saham (RUPS) Menteri BUMN sebagai
Board of Commissioners General Meeting of Shareholders (GMS) Pemegang Saham SERI A Dwiwarna
Minister of SOEs as
Dwiwarna Series A Shareholder
Dengan dibantu Komite, Dewan Komisaris Mempelajari usulan yang diajukan
melakukan kajian atas penggunaan laba Pemegang Saham Seri A Dwiwarna. Menyetujui usulan tantiem dan gaji,
bersih dan gaji/honorarium, tunjangan Examine recommendation proposed by tunjangan bagi Direksi dan
dan fasilitas bagi anggota Direksi dan Series A Dwiwarna Shareholder. Dewan Komisaris.
Dewan Komisaris.
Approve recommendation on reward and
Supported by the Committee, the salary, allowances for Board of Director
Memberikan penempatan penggunaan
Board of Commissioners has reviewed and Board of Commissioners.
Laba Bersih dan memberikan wewenang
utilization of net Income and salary/
dan kuasa kepada Dewan Komisaris
honorarium, allowance and facilities
dengan terlebih dahulu mendapatkan
for the Board of Directors and Board of
persetujuan Pemegang Saham Seri A
Commissioners.
Dwiwarna menetapkan besarnya Tantiem
dan gaji, tunjangan bagi Direksi dan
Keputusan Dewan Komisaris tentang
Mengusulkan ke Badan Pengaturan Dewan Komisaris sesuai ketentuan yang
Tantiem dan Remunerasi bagi Direksi dan
BUMN selaku Pemegang Saham Seri A berlaku.
Anggota Dewan Komisaris.
Dwiwarna. Provide stipulation on utuluzation of
Board of Commissioners Decree on
Submitted suggestion to the Minister of Net Income and grant authority abd
Reward and Remuneration for Board of
SOES as Series A Dwiwarna Shareholder. attorney to the Board of Commissioner
Directors and Board of Commissioners
after advance approval from Series
members.
A Dwiwarna Shareholder to stipulate
amount of Reward and salary, allowances
for the Board of Director and Board of
Commissioners according to prevaling
regulation.
129
Dewan Komisaris dibantu Komite Remunerasi dan Nominasi The Board of Commissioners, assisted by the Remuneration
yang diketuai oleh Komisaris Independen melakukan kajian and Nomination Committee, chaired by an Independent
atas penggunaan laba bersih dan gaji/honorarium, tunjangan Commissioner, reviewed the use of net profit and salaries/
dan fasilitas bagi anggota Direksi dan dewan Komisaris. honorariums, allowances, and facilities for members of the
Board of Directors and Board of Commissioners.
Pada tahun 2025, Jasa Marga menyelenggarakan 1 (satu) kali In 2025, Jasa Marga held one Annual General Meeting of
RUPS Tahunan untuk Periode Tahun Buku 2024 pada tanggal Shareholders (AGMS) for the 2024 Fiscal Year on May 7, 2025.
7 Mei 2025. Dalam RUPS tahunan tersebut, penetapan gaji/ At the GMS, the determination of salaries/honorariums, along
honorarium berikut fasilitas dan tunjangan untuk Dewan with facilities and allowances for the Board of Commissioners
Komisaris dan Direksi Tahun Buku 2025 serta tantiem/ and Board of Directors for the 2025 Fiscal Year, as well as
insentif kinerja/insentif khusus untuk Dewan Komisaris bonuses/performance incentives/special incentives for
dan Direksi Tahun Buku 2024 menjadi Mata Acara keempat. the Board of Commissioners and Board of Directors for the
Hasil pemungutan suara para pemangku kepentingan atas 2024 Fiscal Year, was the fourth meeting agenda item. The
penetapan remunerasi Dewan Komisaris dan Direksi sebanyak results of the stakeholder vote on the determination of the
6.107.815.973 (97,81%) setuju, 48.070.852 (0,77%) tidak setuju, remuneration for the Board of Commissioners and Board
dan 88.507.598 (1,42%) abstain. of Directors were 6,107,815,973 (97.81%) in favor, 48,070,852
(0.77%) against, and 88,507,598 (1.42%) abstained.
Informasi terkait dengan Remunerasi Dewan Komisaris dan Detailed information regarding the remuneration of the Board
Direksi secara rinci dapat dilihat pada Laporan Tahunan 2025 of Commissioners and Directors can be found in the Corporate
di bagian Tata Kelola Perusahaan. Governance section of the Annual Report.
Terkait kebijakan remunerasi anggota Dewan Direksi maupun With regard to the remuneration policy for members of the
Dewan Komisaris yang baru menjabat dapat mulai bertugas Board of Directors and the Board of Commissioners, newly
pada waktu yang berbeda, misalnya pada awal tahun, appointed members may commence their duties at different
pertengahan tahun, maupun akhir tahun semuanya mengikuti times, for example at the beginning, middle, or end of the year,
ketentuan dari Peraturan Pemerintah atau regulasi BUMN. all of which are subject to applicable Government Regulations
or State-Owned Enterprise (SOE) regulations..
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Selanjutnya, tidak terdapat kebijakan pemberian pesangon Furthermore, there was no severance policy applicable
bagi anggota Direksi maupun Dewan Komisaris. Pada to members of the Board of Directors or the Board of
saat masa jabatan berakhir atau terjadi pemberhentian, Commissioners. Upon the completion of their term of office
yang diberikan hanya hak-hak yang menjadi kewajiban or in the event of termination, only entitlements constituting
perusahaan, seperti pembayaran gaji sesuai ketentuan the Company’s obligations were provided, such as salary
yang berlaku, berdasarkan surat dari Kementerian maupun payments in accordance with applicable provisions, based on
Peraturan Menteri. Pembayaran tersebut dilakukan sesuai letters from the Ministry or relevant Ministerial Regulations.
dengan jangka waktu masa jabatan yang telah dijalani. Namun Such payments were made in accordance with the period of
demikian, tidak terdapat kompensasi tambahan dalam bentuk service rendered. However, no additional compensation in the
pesangon dan tidak terdapat tunjangan pensiun bagi anggota form of severance pay was provided, and no pension benefits
Direksi maupun Dewan Komisaris. Namun demikian, terdapat were granted to members of the Board of Directors or the
program yang disebut Asuransi Purna Jabatan, yaitu program Board of Commissioners. Nevertheless, there was a program
asuransi yang manfaatnya diberikan pada saat masa jabatan known as Post-Term Insurance (Asuransi Purna Jabatan), which
berakhir. provided benefits upon the completion of the term of office.
Selain itu, Perseroan juga telah mengungkapkan rasio total In addition, the Company had reported the ratio of the
kompensasi Direktur Utama dengan median kompensasi President Director’s total compensation to the median annual
tahunan karyawan serta perbandingan kenaikan kompensasi employee compensation, as well as the ratio of the President
tahunan Direktur Utama terhadap kenaikan persentase Director’s annual compensation increase to the median
median jumlah kompensasi tahunan karyawan. Total percentage increase in employee annual compensation.
kompensasi karyawan merupakan jumlah dari seluruh Total employee compensation is the sum of all compensation
kompensasi yang diterima oleh karyawan. Adapun rincian received by employees. The details are presented below:
disajikan sebagai berikut.
130 Tabel Perbandingan Kompensasi Tahunan
Table of Ratio of Annual Compensation
Keterangan
2025 2024 2023
Description
Remunerasi Direktur Utama (Rp)
3.972.000.000 3.972.000.000 3.828.000.000
Remuneration of the President Director (IDR)
Jumlah Karyawan Tetap (Induk) (Orang)
1.759 1.853 1.950
Number of Permanent Employees (Parent Company) (Person)
Penghasilan Terendah Karyawan Tetap (Rp)
8.112.000 7.749.000 7.150.000
Lowest Income of Permanent Employees (IDR)
Penghasilan Tertinggi Karyawan Tetap (Rp)
125.000.000 125.000.000 125.000.000
Highest Income of Permanent Employees (IDR)
Rata-rata Total Kompensasi Tahunan Karyawan Tetap (Di Luar Direksi dan
Dewan Komisaris) - Tanpa Insentif (Rp)
192.767.632 181.677.598 214.068.982
Average Total Annual Compensaation of Permanent Employees (Excluding
Directors and Board of Commissioners) - Without Incentives (IDR)
Median Kompensasi Tahunan Karyawan (Rp)
154.594.104 167.035.452 161.334.000
Median Annual Employee Compensation (IDR)
Rasio Perbandingan Kompensasi Tahunan Direktur Utama Terhadap Rata-rata
Kompensasi Tahunan Karyawan
1 : 20,61 1: 21,98 1 : 17,88
Ratio of Annual Compensation of President Director to Average Annual
Compensation of Employees
Perbandingan Kenaikan Kompensasi Tahunan Direktur Utama Terhadap
Kenaikan Persentase Rata-rata Jumlah Kompensasi Tahunan Karyawan
1:0 1 : -4,45 1 : -5,43
Comparison of Annual Compensation Increase of President Director to Average
Percentage Increase of Annual Compensation of Employees
Rasio Perbandingan Kompensasi Tahunan Direktur Utama Terhadap Median
Kompensasi Tahunan Karyawan
1 : 25,69 1 : 23,78 1: 23,73
Ratio of Annual Compensation of President Director to Median Annual
Compensation of Employees
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Keterangan
2025 2024 2023
Description
Perbandingan Kenaikan Kompensasi Tahunan Direktur Utama Terhadap
Kenaikan Persentase Median Jumlah Kompensasi Tahunan Karyawan
1:0 1 : 1,06 1 : 0,37
Comparison of Annual Compensation Increase for CEOs to Median Percentage
Increase in Annual Compensation of Employees
Keterangan / Information:
Karyawan pada tabel di atas adalah karyawan tetap PT Jasa Marga (Persero) Tbk baik di lingkup kantor pusat maupun penugasan di entitas anak perusahaan yang
kompensasinya diproses di induk.
The employees in the table above are permanent employees of PT Jasa Marga (Persero) Tbk both at the head office and assigned to subsidiary entities whose compensation
is processed at the parent company.
Data rasio kompensasi disusun berdasarkan total kompensasi Data of The compensation ratio was based on the total annual
tahunan yang diterima oleh anggota Direksi (individu dengan compensation received by the Board of Directors (the highest-paid
bayaran tertinggi) dibandingkan dengan total kompensasi tahunan individual) compared to the average total annual compensation of
rata-rata seluruh karyawan tetap Perseroan, tidak termasuk all permanent employees of the Company, excluding the highest-
individu dengan bayaran tertinggi. Kompensasi mencakup gaji paid individual. Compensation included fixed salary, allowances,
tetap, tunjangan, tantiem/insentif kinerja, dan manfaat lainnya. bonuses/performance incentives, and other benefits. The
Perhitungan dilakukan untuk periode tahun buku yang sama, calculation was made for the same fiscal year period, based on
sesuai data keuangan dan payroll internal Perseroan. the Company’s internal financial and payroll data.
Rapat Direksi dan Dewan Komisaris 131
Meeting of the Board of Directors and Board of Commissioners
Sesuai dengan Peraturan Otoritas Jasa Keuangan No. 33/ In accordance with Financial Services Authority Regulation
POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten No. 33/POJK.04/2014 concerning the Board of Directors and
atau Perusahaan Publik dan sesuai dengan Anggaran Dasar Board of Commissioners of Issuers or Public Companies and
PT Jasa Marga (Persero) Tbk pasal 16, bahwa Dewan Komisaris in accordance with Article 16 of the Articles of Association
wajib mengadakan rapat paling kurang 1 (satu) kali dalam of PT Jasa Marga (Persero) Tbk, the Board of Commissioners
2 (dua) bulan, serta mengadakan rapat koordinasi Dewan must hold meetings minimally 1 (one) time in 2 (two) months,
Komisaris dengan Direksi secara berkala, paling kurang 1 and hold coordination meetings between the Board of
(satu) kali dalam 4 (empat) bulan. Sedangkan, rapat Direksi Commissioners and the Board of Directors periodically,
dilakukan sekurang-kurangnya 1 (satu) kali dalam 1 (satu) minimally 1 (one) time in 4 (four) months. Meanwhile, the
bulan. Adapun jumlah kehadiran rapat Dewan Komisaris dan Board of Directors meeting is held minimally 1 (one) time
Direksi sebagai berikut. in 1 (one) month. The number of attendance of the Board
of Commissioners and the Board of Directors meetings is as
follows:
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Tabel Kehadiran Anggota Dewan Komisaris pada Rapat Dewan Komisaris Tahun 2025
Table of Attendance of Board of Directors Members at the 2025 Board of Cimmissioners’ Meeting
Jumlah Rapat Jumlah Rapat yang Wajib Jumlah Rapat yang
Persentase Kehadiran Rata-Rata
Nama Number of Dihadiri Dihadiri
Attendance Percentage Average
Name Meeting Within Number of Meeting Number of Attended
(%) (%)
A Year Mandatorily Attended Meeting
Juri Ardiantoro* 11 11 100
Syamsul Bachri Yusuf* 11 10 91
Asrorun Ni’am Sholeh* 11 10 91
Nachrowi Ramli* 11 11 100
Rudi Antariksawan * 11 10 91
Tedi Kurniawan*** 1 1 100
Mohammad Zainal Fatah** 17 6 6 100 95
Marsetio** 6 6 100
Chandra Wijaya** 6 5 83
Abdul Rachman** 6 6 100
M. Roskanedi** 6 6 100
Raja Erizman** 6 5 83
132 Seppalga Ahmad**** 16 15 94
Keterangan/Notes:
* Menjabat sejak 7 Mei 2025/Appointed since May 7, 2025
** Menjabat sampai 7 Mei 2025/Serving until May 7, 2025
*** Menjabat sejak 17 Desember 2025/Appointed since December 17, 2025
**** Menjabat sampai 12 November 2025/Serving until November 12, 2025
Tabel Kehadiran Anggota Direksi Pada Rapat Direksi Tahun 2025
Table of Attendance of Board of Directors Members at the 2025 Board of Directors’ Meeting
Jumlah Rapat Jumlah Rapat yang Wajib Jumlah Rapat yang
Persentase Kehadiran Rata-Rata
Nama Number of Dihadiri Dihadiri
Attendance Percentage Average
Name Meeting Within Number of Meeting Number of Attended
(%) (%)
A Year Mandatorily Attended Meeting
Rivan A. Purwantono* 34 33 97
Pramitha Wulanjani 48 48 100
Fitri Wiyanti 48 48 100
Reza Febriano 48 44 92
Yoga Tri Anggoro* 34 34 100
48 99
Ari Respati*** 2 2 100
Yaya Ruhiya*** 2 2 100
Subakti Syukur** 14 14 100
Bagus Cahya Arinta B.** 14 14 100
M. Agus Setiawan**** 46 46 100
Keterangan/Notes:
* Menjabat sejak 7 Mei 2025/Appointed since May 7, 2025
** Menjabat sampai 7 Mei 2025/Serving until May 7, 2025
*** Menjabat sejak 17 Desember 2025/Appointed since December 17, 2025
**** Menjabat sampai 17 Desember 2025/Serving until December 17, 2025
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Informasi terkait rapat gabungan Direksi dan Dewan Komisaris Information regarding joint meetings of the Board of Directors
disampaikan pada Bab Tata Kelola dalam Laporan Tahunan and the Board of Commissioners is presented in the Corporate
Jasa Marga 2025. Governance chapter of the 2025 Jasa Marga Annual Report.
Penanggung Jawab Penerapan Pembangunan
Berkelanjutan [OJK E.1, IFRS S1-GOVERNANCE, IFRS S2- GOVERNANCE]
Person in Charge for the Implementation of Sustainable Development
Peran Badan Tata Kelola Tertinggi dalam The Role of the Highest Governance
Mengawasi Manajemen Dampak [OJK E.1, GRI Body in Overseeing Impact Management
2-9, 2-12, 2-14] [OJK E.1, GRI 2-9, 2-12, 2-14]
Perseroan senantiasa memastikan bahwa prinsip integritas The Company consistently ensured that the principles of
dan keberlanjutan terintegrasi secara substantif dalam integrity and sustainability were substantively integrated
perumusan strategi jangka panjang melalui penerapan into the formulation of its long-term strategy through the
kerangka governans yang terstruktur, akuntabel, dan implementation of a structured, accountable, and sustainable
keberlanjutan. Integrasi ini dimulai dari penyelarasan visi, governance framework. This integration began with the
misi, serta rencana jangka panjang perusahaan (RJPP) dengan alignment of the Company’s vision, mission, and Long-Term
Kebijakan Keberlanjutan, Roadmap, dan Action Plan ESG Corporate Plan (RJPP) with the established Sustainability 133
yang telah ditetapkan. Direksi bersama Komite Sustainability Policy, ESG Roadmap, and ESG Action Plan. The Board of
secara aktif memastikan bahwa setiap inisiatif strategis Directors, together with the Sustainability Committee, actively
mempertimbangkan aspek ekonomi, sosial, dan lingkungan ensured that each strategic initiative considered economic,
secara seimbang, termasuk dalam pengelolaan risiko dan social, and environmental aspects in a balanced manner,
pengambilan keputusan investasi. keterlibatan Dewan including in risk management and investment decision-
Komisaris melalui fungsi pengawasan dan pemberian arahan making. The involvement of the Board of Commissioners
strategis memastikan bahwa prinsip integritas dijalankan through its oversight and strategic guidance function
secara konsisten, termasuk melalui penerapan kode etik, ensured that the principle of integrity was consistently
sistem pengendalian internal, serta manajemen risiko yang upheld, including through the implementation of the Code
komprehensif. Proses monitoring dan evaluasi yang dilakukan of Conduct, internal control systems, and comprehensive
secara berkala terhadap indikator kinerja keberlanjutan risk management. Periodic monitoring and evaluation
menjadi mekanisme kunci untuk memastikan bahwa of sustainability performance indicators served as a key
implementasi strategi telah dilaksanakan secara konsisten. mechanism to ensure that strategy implementation was
carried out consistently.
Perseroan juga mengedepankan transparansi dan The Company also emphasized transparency and accountability
akuntabilitas melalui pelaporan keberlanjutan yang through integrated sustainability reporting in accordance
terintegrasi dan sesuai dengan standar yang berlaku, serta with applicable standards, while engaging stakeholders in the
melibatkan pemangku kepentingan dalam proses perumusan process of strategy formulation and evaluation. Accordingly,
dan evaluasi strategi. Dengan demikian, governans yang strong governance not only safeguarded operational integrity
kuat tidak hanya menjaga integritas operasional, tetapi juga but also strengthened business resilience and the Company’s
memperkuat ketahanan usaha dan kemampuan Perseroan ability to create long-term sustainable value amid the
dalam menciptakan nilai jangka panjang yang berkelanjutan continuously evolving business environment. The Company
di tengah dinamika lingkungan bisnis yang terus berkembang. also consistently ensured that the highest governance bodies
Perseroan juga senantiasa berupaya memastikan bahwa possessed adequate understanding and comprehensive
badan tata kelola tertinggi memiliki pemahaman yang readiness to fulfill sustainability disclosure obligations in
memadai serta kesiapan yang komprehensif dalam accordance with the Sustainability Disclosure Standards (SPK
memenuhi kewajiban pengungkapan keberlanjutan sesuai 1 and SPK 2). The implementation of SPK 1 and SPK 2 had been
dengan Standar Pengungkapan Keberlanjutan (SPK 1 dan internalized within the sustainability reporting process based
SPK 2). Implementasi SPK 1 dan SPK 2 telah diinternalisasi on four key pillars. Under the Governance aspect, the Company
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dalam proses pelaporan keberlanjutan berdasarkan empat ensured a clear structure and oversight mechanism through
pilar utama. Pada aspek Governance, Perseroan memastikan the Board of Directors, the Board of Commissioners, and the
adanya struktur dan mekanisme pengawasan yang jelas Sustainability Committee to safeguard reporting integrity.
melalui Direksi, Dewan Komisaris, dan Komite Sustainability Under Strategy, sustainability disclosures had been aligned
untuk menjamin integritas pelaporan. Pada aspek Strategy, with the Company’s ESG roadmap. Under Risk Management,
pengungkapan keberlanjutan telah diselaraskan dengan the Company integrated sustainability risks, including climate
roadmap ESG Perseroan. Pada aspek Risk Management, and operational risks, into its enterprise risk management
Perseroan mengintegrasikan risiko keberlanjutan, termasuk system. Meanwhile, under Metrics & Targets, the Company
risiko iklim dan operasional, ke dalam sistem manajemen had established measurable sustainability performance
risiko perusahaan. Sementara pada aspek Metrics & Targets, targets and initiatives, and conducted regular monitoring
Perseroan telah menetapkan target dan inisiatif kinerja and evaluation to ensure the achievement of sustainability
keberlanjutan yang terukur serta melakukan pemantauan dan objectives.
evaluasi secara berkala untuk memastikan pencapaian target
keberlanjutan.
Sebagai bentuk penguatan implementasi governansi As part of strengthening sustainability governance
keberlanjutan tersebut, Direksi Perseroan telah membentuk implementation, the Company’s Board of Directors established
Komite Sustainability, yang sebelumnya bernama Komite the Sustainability Committee, formerly known as the Corporate
Tanggung Jawab Sosial dan Lingkungan (TJSL), sesuai dengan Social and Environmental Responsibility (CSER) Committee, in
arahan BP BUMN melalui Peraturan Menteri Nomor: PER- accordance with the directive of the Ministry of State-Owned
1/MBU/03/2023 tentang Penugasan Khusus dan Program Enterprises (BP BUMN) through Ministerial Regulation No. PER-
Tanggung Jawab Sosial dan Lingkungan Badan Usaha Milik 1/MBU/03/2023 concerning Special Assignments and Corporate
Negara. Pembentukan Komite Sustainability ditetapkan Social and Environmental Responsibility Programs for State-
melalui Keputusan Direksi Nomor: 145/KPTS/2025 tentang Owned Enterprises. The establishment of the Sustainability
134 Pembentukan Komite Sustainability di Lingkungan PT Jasa Committee was formalized through Board of Directors Decree
Marga (Persero) Tbk. Maka dengan begitu Keputusan Direksi No. 145/KPTS/2025 concerning the Establishment of the
Nomor: 154/KPTS/2024 tentang Penetapan Komite Tanggung Sustainability Committee within PT Jasa Marga (Persero) Tbk.
Jawab Sosial dan Lingkungan (TJSL) Periode 2024–2025 Accordingly, Board of Directors Decree No. 154/KPTS/2024
di Lingkungan Jasa Marga Group serta Keputusan Direksi concerning the Determination of the CSER Committee for the
Nomor: 169/KPTS/2022 tanggal 23 Desember 2022 tentang 2024–2025 Period within the Jasa Marga Group and Board of
Pembentukan Struktur Organisasi serta Tugas dan Tanggung Directors Decree No. 169/KPTS/2022 dated 23 December 2022
Jawab Komite Tanggung Jawab Sosial dan Lingkungan di concerning the Establishment of the Organizational Structure,
Lingkungan PT Jasa Marga (Persero) Tbk dinyatakan tidak Duties, and Responsibilities of the CSER Committee within PT
berlaku. Komite Sustainability memiliki peran yang lebih Jasa Marga (Persero) Tbk were declared no longer valid. The
luas, mencakup koordinasi antar unit/direktorat untuk Sustainability Committee has a broader role, encompassing
merumuskan tujuan dan petunjuk pelaksanaan Program coordination across units and directorates in formulating
Keberlanjutan, pemetaan dan penyusunan program, serta sustainability objectives and implementation guidelines,
membantu Direksi dalam melaksanakan monitoring dan mapping and developing programs, as well as assisting the
evaluasi (MONEV) atas pelaksanaannya. Selain itu, fungsi Board of Directors in conducting monitoring and evaluation
Komite Sustainability di antaranya: (MONEV) of implementation, with its functions including:
1. Melakukan koordinasi lintas Direktorat, Unit Kerja, 1. Coordinating across Directorates, Work Units, Regional
Regional, Service Provider, dan Anak Perusahaan dalam Offices, Service Providers, and Subsidiaries in formulating
merumuskan arah, strategi, dan kebijakan keberlanjutan the Company’s sustainability direction, strategy, and
Perseroan. policies.
2. Melakukan perencanaan, pemetaan, dan penyusunan 2. Planning, mapping, and developing sustainability
strategi serta program keberlanjutan yang mengacu pada strategies and programs based on the Company’s
Kebijakan Keberlanjutan (Sustainability Policy), Roadmap, Sustainability Policy, Roadmap, and ESG Action Plan.
dan Action Plan ESG Perseroan.
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3. Melakukan pemantauan, evaluasi, dan pengawasan 3. Monitoring, evaluating, and supervising the achievement
terhadap pencapaian indikator kinerja keberlanjutan dan of sustainability performance indicators and ESG
implementasi ESG Perseroan. implementation.
4. Memberikan rekomendasi strategis kepada Direksi terkait 4. Providing strategic recommendations to the Board
inisiatif, pengelolaan risiko, dan peluang keberlanjutan of Directors regarding sustainability initiatives, risk
guna mendukung penciptaan nilai jangka panjang management, and opportunities to support the Company’s
Perseroan. long-term value creation.
5. Mendukung penyusunan dan pelaporan Laporan 5. Supporting the periodic preparation and reporting of the
Keberlanjutan (Sustainability Report) Perseroan secara Company’s Sustainability Report.
berkala.
Komite Sustainability bertanggung jawab kepada Direktur The Sustainability Committee is responsible to the President
Utama Perseroan, dengan tugasnya untuk melaksanakan Director of the Company, with the task of carrying out
fungsi pengawasan strategis yang dilakukan melalui Steering strategic oversight functions carried out through the Steering
Committee yang melibatkan Direksi dan Dewan Komisaris. Committee involving the Board of Directors and the Board of
Ketua Komite Sustainability secara berkala pada setiap Commissioners. The Chair of the Sustainability Committee
triwulan atau 4 (empat) kali dalam setahun menyampaikan periodically every quarter or 4 (four) times a year submits
laporan kinerja dan perkembangan implementasi strategi performance reports and progress on the implementation
keberlanjutan kepada Direktur Utama dan dilaporkan kepada of the sustainability strategy to the President Director and
Dewan Komisaris untuk selanjutnya memperoleh arahan is reported to the Board of Commissioners to further obtain
strategis melalui forum rapat dan/atau diskusi. Dewan strategic direction through meeting forums and/or discussions.
Komisaris selanjutnya menjalankan fungsi pemantauan, The Board of Commissioners then carries out the function of
pengawasan, dan evaluasi efektivitas pelaksanaan program monitoring, supervising, and evaluating the effectiveness of
ESG termasuk pemantauan atas risiko dan peluang terkait the implementation of the ESG program including monitoring
perubahan iklim, serta mempertimbangkan masukan para risks and opportunities related to climate change, as well as 135
pemangku kepentingan dalam arahan strategis keberlanjutan considering input from stakeholders in the strategic direction
Perseroan. of the Company’s sustainability.
Pembentukan Komite Sustainability yang dilakukan pada The establishment of the Sustainability Committee in 2025
tahun 2025 menjadi langkah awal dalam proses transisi marked the first step in the transition process to strengthen
penguatan tata kelola keberlanjutan Perseroan. Sampai the Company’s sustainability governance. As of the end of
dengan akhir tahun 2025, Perseroan belum melakukan 2025, the Company had not yet recruited any employees
rekrutmen khusus karyawan untuk menangani perubahan specifically to address climate change. In line with this, further
iklim. Seiring dengan hal tersebut, penguatan lebih lanjut strengthening was planned for 2026 through additional
direncanakan untuk dilaksanakan pada tahun 2026 melalui recruitment strategies, redeployment, and upskilling and
strategi rekrutmen tambahan, redeployed, serta program reskilling programs for the Climate Change Team to ensure
upskilling dan reskilling bagi Tim Perubahan Iklim guna competency readiness and effective task execution in line
memastikan kesiapan kompetensi dan efektivitas pelaksanaan with the Company’s needs.
tugas sesuai dengan kebutuhan Perseroan.
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Adapun struktur komite Sustainability di lingkungan Jasa The structure of the Sustainability Committee within the Jasa
Marga Group adalah sebagai berikut. Marga Group is as follows:
Steering Committee
Dewan Direksi & Corporate Secretary & Chief Administration Officer
Board of Directors, Corporate Secretary & Chief Administration Officer
Organizing Committee
Ketua / Chairman
CCO Group Head
Wakil I / Deputy I Wakil II / Deputy II
EPL Group Head RQHSE Group Head
Sekretaris / Secretary
ESG Advisor
136
Anggota
Anggota
Unit Kerja Kantor Pusat Anak Perusahaan Jalan Tol
Service Provider Regional Division
Head Office Work Units Toll Road Subsidiaries
Susunan Komite Sustainability sebagai berikut: The composition of the Sustainability Committee is as follows:
Jabatan Kedudukan dalam Komite
Position Position in the Committee
Dewan Direksi dan Corporate Secretary & Chief Administration Officer
Steering Committee
The Board of Directors and the Corporate Secretary & Chief Administration Officer
Ketua
Corporate Communication and Community Development Group Head
Chairman
Wakil I
Engineeting Planning Group Head
Vice Chairman I
Wakil 2
Risk & Quality, Health, Safety & Environment Group Head
Vice Chairman 2
Sekretaris
Environment, Social & Governance Advisor
Secretary
Para Senior Group Head, Senior General Manager, Group Head, Direktur Anak Perusahaan Anggota
Senior Group Heads, Senior General Managers, Group Heads, and Directors of Subsidiaries Member
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Delegasi Tanggung Jawab untuk Delegation of Responsibility for
Mengelola Dampak [OJK E.1, GRI 2-13, 2-14] Managing Impacts [OJK E.1, GRI 2-13, 2-14]
Direksi Perseroan telah membentuk Komite Sustainability The Company’s Board of Directors has established a
sesuai dengan arahan BP BUMN melalui Peraturan Menteri Sustainability Committee in accordance with the directives of
Nomor: PER-1/MBU/03/2023 tentang Penugasan Khusus dan the Ministry of State Owned Enterprises through the Ministerial
Program Tanggung Jawab Sosial dan Lingkungan Badan Usaha Regulation Number: PER-1/MBU/03/2023 concerning Special
Milik Negara. Pembentukan Komite Sustainability ditetapkan Assignments and the Social and Environmental Responsibility
melalui Keputusan Direksi Nomor: 145/KPTS/2025 tentang Program of State Owned Enterprises. The establishment of the
Pembentukan Komite Sustainability di Lingkungan PT Jasa Sustainability Committee was stipulated through the Board
Marga (Persero) Tbk. of Director’s Decree Number: 145/KPTS/2025 concerning the
Formation of the Sustainability Committee within PT Jasa
Marga (Persero) Tbk.
Komite Sustainability bertanggung jawab kepada Direktur The Sustainability Committee is responsible to the
Utama Perseroan, dengan tugasnya untuk melaksanakan Company’s President Director, with the task of performing
fungsi pengawasan strategis yang dilakukan melalui Steering strategic oversight functions carried out through a Steering
Committee yang melibatkan Direksi dan Dewan Komisaris. Committee involving the Board of Directors and the Board of
Frekuensi penyampaian laporan kinerja keberlanjutan dan Commissioners. The frequency of submitting sustainability
perkembangan implementasi strategi keberlanjutan oleh perfor mance reports and the progress of sustainability
Ketua Komite Sustainability kepada Direktur Utama dan strategy implementation by the Chairman of the Sustainability
dilaporkan kepada Dewan Komisaris untuk selanjutnya Committee to the president director and reported to the
memperoleh arahan strategis melalui forum rapat dan/atau Board of Commissioners is intended to subsequently obtain
diskusi. strategic direction through meetings and/or discussion
forums. 137
Adapun tugas dan tanggung jawab Komite Sustainability The duties and responsibilities of the Sustainability
berdasarkan Surat Keputusan Direksi No. 145/KPTS/2025 Committee based on the Board of Directors’ Decree No. 145/
tanggal 26 September 2025 adalah sebagai berikut. KPTS/2025 dated September 26, 2025 are as follows.
A. STEERING COMMITTEE A. STEERING COMMITTEE
1. Memberikan arahan strategis terkait strategi dan 1. Providing strategic direction regarding the Company’s
kebijakan keberlanjutan Perseroan yang mengacu sustainability strategy and policies based on ESG
pada Pilar ESG; Pillars;
2. Menentukan arah dan Kebijakan Keberlanjutan 2. Determining the direction and Sustainability Policy in
(Sustainability Policy) sesuai dengan visi, misi, dan accordance with the Company’s vision, mission, and
tujuan Perusahaan; goals;
3. Memberikan arahan strategis terkait aspek 3. Providing strategic direction regarding sustainability
keberlanjutan agar menjadi bagian dari budaya dan aspects to ensure they become part of the Company’s
strategi Perusahaan; culture and strategy;
4. Memberikan masukan, saran dan persetujuan 4. Providing input, advice, and approval or rejection of
atau penolakan terhadap setiap inisiatif strategis each of the Company’s culture and strategy;
keberlanjutan Perusahaan;
5. Melakukan pengawasan, pemantauan dan evaluasi 5. Conduct oversight, monitor, and evaluate the
atas ketercapaian indikator strategi dan program achievement of sustainability strategy indicators and
keberlanjutan; programs;
6. Menyetujui serta melaporkan ketercapaian kinerja 6. Approve and report the achievement of the company’s
strategi keberlanjutan Perusahaan melalui Laporan sustainability strategy performance through the
Keberlanjutan (Sustainability Report) tahunan. annual sustainability report.
B. ORGANIZING COMMITTEE B. ORGANIZING COMMITTEE
1. Mendukung dan memastikan setiap aspek strategi 1. Supporting and ensures that every aspect of the susta
keberlanjutan menjadi bagian dari budaya dan inability strategy becomes part of the Company’s
strategi Perusahaan; culture and strategy;
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2. Menganalisis dan mengevaluasi strategi keberlanjutan 2. Analyzing and evaluate the company’s sustainability
Perusahaan selaras dengan setiap perkembangan strategy in alignment with global sustainability
dan tren strategi keberlanjutan global; strategy trends and developments;
3. Memastikan setiap inisiatif strategi keberlanjutan 3. Ensures every sustainability strategic initiative of the
Perusahaan sejalan dengan peraturan perundangan Company is in compliance with applicable laws and
yang berlaku; regulations;
4. Melakukan monitoring dan evaluasi ketercapaian 4. Monitoring and evaluating the achievement of
seluruh indikator kinerja strategi keberlanjutan all performance indicators of the company’s
Perusahaan; dan sustainability strategy; and
5. Melakukan penjabaran (cascading) target strategi 5. Cascading the company’s sustainability strategy
keberlanjutan Perusahaan kepada Anak Perusahaan targets to the Subsidiaries of the Jasa Marga Group.
Jasa Marga Group.
B.1. KETUA B.1. CHAIRMAN
Ketua mempunyai tugas dan tanggung jawab sebagai The tasks and responsibilities of the CHAIRMAN are as
berikut: follows::
1. Memimpin rapat Komite; 1. Leading committee meetings
2. Bertanggung jawab atas semua kegiatan perencanaan, 2. Accountable for all planning, implementation, and
pelaksanaan, evaluasi Kebijakan Keberlanjutan evaluation activities of the Sustainability Policy
(Sustainability Policy) yang sesuai dengan Roadmap in accordance with the Company’s ESG Roadmap
dan Action Plan ESG Perusahaan sehingga selaras and Action Plan to ensure alignment with global
dengan perkembangan global dan peraturan yang developments and applicable regulations;
berlaku;
3. Menetapkan Kebijakan Keberlanjutan (Sustainability 3. Establishing the Sustainability Policy in accordance
138 Policy) sesuai dengan Roadmap dan Action Plan ESG with the Company’s ESG Roadmap and Action Plan,
Perusahaan yang dituangkan ke dalam Rencana Kerja as incorporated into the Corporate Business Plan and
dan Anggaran Perusahaan (RKAP) serta Rencana Budget and the Corporate Long-Term Plan;
Jangka Panjang Perusahaan (RJPP);
4. Mengkoordinasikan fungsi Direktorat, Unit Kerja dan 4. Coordinated the functions of the Directorates, Work
Bidang yang terkait dalam implementasi Kebijakan Units, and related Divisions in implementing the
Keberlanjutan (Sustainability Policy) sesuai dengan Sustainability Policy in accordance with the Company’s
Roadmap dan Action Plan ESG Perusahaan; dan ESG Roadmap and Action Plan; and
5. Menyampaikan laporan berkala dan Laporan 5. Submitting periodic reports and the Sustainability
Keberlanjutan kepada Steering Committee. Report to the Steering Committee.
B.2. WAKIL I B.2. VICE CHAIRMAN I
Wakil I mempunyai tugas dan tanggung jawab sebagai The tasks and responsibilities of the Vice Chairman I are
berikut: as follows:
1. Membantu dan mewakili tugas-tugas Ketua atas 1. Assisting and representing the Chairman’s duties
arahan dan persetujuan Ketua; based on the Chairman’s direction and approval;
2. Menyosialisasikan dan mempublikasikan program- 2. Disseminating and publishing the Sustainability
program Kebijakan Keberlanjutan (Sustainability Policy programs in accordance with the Company’s
Policy) sesuai dengan Roadmap dan Action Plan ESG ESG Roadmap and Action Plan implemented by the
Perusahaan yang dilaksanakan Perusahaan kepada Company to internal and external stakeholders;
pihak pemangku kepentingan dari internal dan
eksternal Perusahaan;
3. Membantu dan mewakili tugas-tugas Ketua atas 3. Assisting and representing the Chairman’s duties
arahan dan persetujuan Ketua; dan based on the Chairman’s direction and approval; and
4. Mengevaluasi laporan berkala dan Laporan 4. Evaluating periodic reports and the Sustainability
Keberlanjutan (Sustainability Report). Report.
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B.3. WAKIL II B.3. VICE CHAIRMAN II
Wakil II mempunyai tugas dan tanggung jawab sebagai The tasks and responsibilities of the Vice Chairman II are
berikut: as follows:
1. Membantu dan mewakili tugas-tugas Ketua atas 1. Assisting and representing the Chairman’s duties
arahan dan persetujuan Ketua; based on the Chairman’s direction;
2. Menyosialisasikan dan mempublikasikan program- 2. Disseminated and communicated the Sustainability
program Kebijakan Keberlanjutan (Sustainability Policy programs implemented by the Company to
Policy) sesuai dengan Roadmap dan Action Plan ESG both internal and external stakeholders in accordance
Perusahaan yang dilaksanakan Perusahaan kepada with the Company’s ESG Roadmap and Action Plan;
pihak pemangku kepentingan dari internal dan
eksternal Perusahaan;
3. Membantu dan mewakili tugas-tugas Ketua atas 3. Assisted and represented the Chair in carrying out duties
arahan dan persetujuan Ketua; dan under the direction and approval of the Chair; and
4. Mengevaluasi laporan berkala dan Laporan 4. Evaluated periodic reports and the Sustainability
Keberlanjutan (Sustainability Report). Report.
B.4. SEKRETARIS B.4. SECRETARY
Sekretaris mempunyai tugas dan tanggung jawab sebagai The tasks and responsibilities of the Secretary are as
berikut: follows:
1. Menyusun dan mempersiapkan semua kelengkapan 1. Compiling and preparing all administrative and
administrasi dan dokumentasi yang diperlukan dalam documentation requirements needed for Committee
rapat Komite agar dapat didistribusikan ke pihak meetings to be distributed to internal and external
pemangku kepentingan dari internal dan eksternal stakeholders, including among others:
Perusahaan, meliputi antara lain:
a. perencanaan rapat; a.meeting planning; 139
b. penyusunan agenda dan rencana pembahasan; b.preparation of of agendas and discussion plans;
c. pencatatan notulen; c.recording of minutes;
d. persiapan daftar hadir Komite Sustainability; dan d.preparation of the Sustainability Committee
attendance list; and
e. progres pembahasan kinerja strategi e. progress of the Company’s sustainability strategy
keberlanjutan Perusahaan dan hasil rapat, performance discussions and meeting results, in
dalam bentuk risalah rapat, materi rapat dan data the form of meeting minutes, meeting materials,
pendukung lainnya; and other supporting data;
2. Mengundang Anggota Komite untuk melaksanakan 2. Inviting committee members to conduct committee
rapat Komite; meetings;
3. Melakukan kegiatan korespondensi antara Steering 3. Conducting correspondence activities between the
Committee, Organizing Committee dan pihak-pihak Steering Committee, Organizing Committee, and other
terkait lainnya; related parties;
4. Mengumpulkan dokumen dan data terkait strategi 4. Collecting documents and data related to the
keberlanjutan Perusahaan; dan Company’s sustainability strategy; and
5. Melakukan monitoring dan evaluasi atas pelaporan 5. Monitoring and evaluating the reporting of the
kinerja strategi keberlanjutan Perusahaan melalui Company’s sustainability strategy performance
platform digital. through digital platforms.
B.5. ANGGOTA B.5. MEMBERS
Anggota mempunyai tugas dan tanggung jawab sebagai Members have the following duties and responsibilities:
berikut:
1. Melakukan kajian, monitoring, dan evaluasi 1. Conducting reviews, monitoring, and evaluation of the
pencapaian strategi keberlanjutan di Perusahaan dan achievement of the Company’s and Jasa Marga Group
Anak Perusahaan Jasa Marga Group sesuai bidangnya subsidiaries’ sustainability strategy in accordance
masing-masing; with their respective areas;
2. Mempersiapkan data, dokumen, dan sumber daya yang 2. Preparing the required data, documents, and
dibutuhkan untuk meminimalisasi risiko kegagalan resources to minimize the risk of failure in achieving
pencapaian strategi keberlanjutan Perusahaan; the Company’s sustainability strategy;
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3. Melakukan reviu atas kepatuhan terhadap ketentuan, 3. Reviewing compliance with applicable laws and
peraturan perundang-undangan yang berlaku, dan regulations, as well as internal procedures relevant to
prosedur internal yang relevan dengan strategi the Company’s sustainability strategy;
keberlanjutan Perusahaan;
4. Menyusun laporan triwulan yang terdiri atas progres 4. Preparing quarterly reports consisting of progress
dan/atau hasil kinerja strategi keberlanjutan kepada and/or performance results of the sustainability
Sekretaris untuk disampaikan dalam rapat Komite; strategy to be submitted to the Secretary for
dan presentation in Committee meetings; and
5. Memberikan rekomendasi program kerja terkait 5. Providing recommendations for work programs
implementasi strategi keberlanjutan Perusahaan. related to the implementation of the Company’s
sustainability strategy.
TUGAS DAN TANGGUNG JAWAB TIM ANGGOTA KOMITE DUTIES AND RESPONSIBILITIES OF COMMITTEE MEMBERS
A. SUSTAINABILITY COMMITTEE MEMBER (SCM) A. SUSTAINABILITY COMMITTEE MEMBER (SCM)
1. Merencanakan program kerja dan anggaran program 1. Planning work programs and budgets for the
Kebijakan Keberlanjutan (Sustainability Policy) terkait Sustainability Policy in accordance with sustainability-
bidang Sustainability sesuai dengan Rencana Kerja related functions within each Work Unit, Regional
Anggaran (RKA) masing-masing Unit Kerja, Regional Office, and Subsidiary, aligned with the respective
dan Anak Perusahaan dan melaporkannya sesuai Work and Budget Plans (RKA), and reporting them to
peraturan yang berlaku kepada Ketua; the Chair in accordance with applicable regulations;
2. Melaksanakan program Kebijakan Keberlanjutan 2. Implementing Sustainability Policy programs in line
(Sustainability Policy) sesuai dengan bidang with the sustainability functions of each Work Unit,
Sustainability masing-masing Unit Kerja, Regional dan Regional Office, and Subsidiary as defined in the RKA
Anak Perusahaan yang sudah ditetapkan dalam RKA and Corporate Work and Budget Plan (RKAP);
140 dan RKAP;
3. Melakukan monitoring dan evaluasi atas pelaksanaan 3. Conducting monitoring and evaluation of
program Kebijakan Keberlanjutan (Sustainability Sustainability Policy program implementation to
Policy) untuk keberhasilan dan perbaikan ensure effectiveness, success, and continuous
(improvement) program; improvement;
4. Menyusun dan menyampaikan laporan realisasi 4. Preparing and submitting quarterly reports on
program Kebijakan Keberlanjutan (Sustainability Sustainability Policy program realization to the Chair,
Policy) setiap triwulan kepada Ketua dengan with copies to the Vice Chair I and Vice Chair II; and
tembusan Wakil Ketua I dan Wakil Ketua II; dan
5. Bertanggung jawab atas data dan penyusunan Laporan 5. Being responsible for the data and preparation of the
Keberlanjutan (Sustainability Report) Perusahaan. Company’s Sustainability Report.
B. SUSTAINABILITY PROGRAM OFFICER (SPO) B. SUSTAINABILITY PROGRAM OFFICER (SPO)
1. Membantu Sustainability Committee Member dalam 1. Assisting the Sustainability Committee Member
pengelolaan Kebijakan Keberlanjutan (Sustainability in managing the Sustainability Policy related to
Policy) terkait bidang Sustainability; sustainability matters;
2. Mengidentifikasi Kebijakan Keberlanjutan 2. Identifying Sustainability Policy considerations by
(Sustainability Policy) dengan mempertimbangkan taking into account resources, impacts and risks of
sumber daya, dampak dan risiko atas aktivitas the Company’s activities, planned program initiatives,
Perusahaan, inisiatif program yang akan dijalankan and stakeholders;
dan pihak pemangku kepentingan (stakeholders);
3. Melakukan Analisis Sustainability, yaitu: 3. Conducting Sustainability analysis, namely:
a. menganalisis kesesuaian program Kebijakan a. analyzing the alignment of Sustainability Policy
Keberlanjutan (Sustainability Policy) terkait bidang programs related to Environmental, Social, and
Sustainability khususnya aspek Lingkungan, Governance (ESG) aspects with reference to the
Sosial dan Tata Kelola (ESG) dengan mengacu document Transforming Our World: The 2030
pada dokumen Transforming Our World: The 2030 Agenda for Sustainable Development; and
Agenda for Sustainable Development; dan
b. membuat peta Sustainability dari hasil analisa b. developing a Sustainability mapping based on the
tersebut; analysis results;
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4. Melakukan evaluasi efektivitas program Kebijakan 4. Evaluating the effectiveness of Sustainability Policy
Keberlanjutan (Sustainability Policy) dan mengusulkan programs and proposing priority programs for further
prioritas program untuk ditangani lebih lanjut; dan action; and
5. Melaksanakan penyiapan data dan penyusunan 5. Preparing data and supporting the preparation of the
Laporan Keberlanjutan (Sustainability Report) Company’s Sustainability Report.
Perusahaan.
C. SUSTAINABILITY DATA COMPILER (SDC) C. SUSTAINABILITY DATA COMPILER (SDC)
1. Menyusun data realisasi program Kebijakan 1. Preparing data on the realization of Sustainability
Keberlanjutan (Sustainability Policy) sesuai dengan Policy programs in accordance with the approved
format yang disetujui; format;
2. Memfasilitasi dan bekerja sama dengan Sustainability 2. Facilitating and collaborating with the Sustainability
Program Officer (SPO) dalam melakukan evaluasi Program Officer (SPO) in evaluating the effectiveness
atas efektivitas pelaksanaan program Kebijakan of Sustainability Policy program implementation
Keberlanjutan (Sustainability Policy) terkait bidang related to sustainability aspects, particularly
Sustainability khususnya aspek Lingkungan, Sosial Environmental, Social, and Governance (ESG) aspects
dan Tata Kelola (ESG) dan Risiko Iklim di masing- and climate risk across each Work Unit, Regional
masing Unit Kerja, Regional dan Anak Perusahaan; Office, and Subsidiary;
3. Melaporkan kegiatan program Kebijakan 3. Reporting Sustainability Policy program activities
Keberlanjutan (Sustainability Policy) dalam aplikasi through the designated application system; and
untuk hal itu; dan
4. Membantu Sustainability Program Officer (SPO) 4. Supporting the Sustainability Program Officer (SPO)
dalam menyiapkan data Laporan Keberlanjutan in preparing data for the Company’s Sustainability
(Sustainability Report) Perusahaan. Report.
141
Komite Sustainability melakukan rapat koordinasi secara rutin The Sustainability Committee conducted regular coordination
setiap tahunnya. Selama tahun 2025, Komite Sustainability meetings on an annual basis. During 2025, the Sustainability
telah melakukan rapat koordinasi satu kali dalam setiap Committee held one coordination meeting, which included
tahunnya di antaranya dengan pembahasan Jasa Marga discussions on the Jasa Marga Sustainability and Communication
Sustainability and Communication Summit (JSCS) 2025. Dalam Summit (JSCS) 2025. In various instances, including joint meetings
berbagai kesempatan pada rapat gabungan antara Dewan between the Board of Commissioners and the Board of Directors,
Komisaris dan Direksi, maupun pada pembahasan RKAP as well as discussions on the Company’s Work and Budget Plan
Perseroan, tema keberlanjutan selalu menjadi pembahasan (RKAP), sustainability themes were consistently addressed and
dan menjadi perhatian Dewan Komisaris dalam mewujudkan remained a key focus of the Board of Commissioners in realizing
aspirasi pemegang saham terkait pelaksanaan ESG di lingkup shareholder expectations related to ESG implementation within
Jasa Marga, khususnya dari Badan Pengaturan BUMN/BP Jasa Marga, particularly from the Ministry of State-Owned
BUMN selaku kuasa pemegang saham mayoritas, Pemerintah Enterprises (BP BUMN) as the authorized representative of the
Indonesia. Dewan Komisaris senantiasa melakukan fungsi majority shareholder, the Government of Indonesia. The Board
pengawasan atas pelaksanaan strategi keberlanjutan of Commissioners consistently exercised its oversight function
dijalankan selaras dengan fungsi pengawasan terhadap to ensure that the implementation of the sustainability strategy
pelaksanaan strategi operasi dan bisnis Perseroan. was aligned with its oversight of the Company’s operational and
business strategies.
Selain itu, Perseroan juga memiliki ESG Advisor yang berfungsi In addition, the Company also appointed an ESG Advisor
melaksanakan perencanaan, implementasi, evaluasi dan responsible for planning, implementing, evaluating, and
koordinasi baik strategis maupun dengan Unit Kerja dan coordinating ESG and sustainability factors both strategically
stakeholder terkait terhadap faktor ESG dan keberlanjutan and with relevant work units and stakeholders, in alignment
Perseroan sesuai dengan Visi dan Misi, arahan strategis with the Company’s Vision and Mission, strategic business
bisnis Perseroan serta Rencana Jangka Panjang Perusahaan. direction, and Long-Term Corporate Plan. The establishment
Pembentukan ESG Advisor telah tercantum dalam Surat of the ESG Advisor was stipulated in Board of Directors Decree
Keputusan Direksi Nomor: 56/KPTS/2024 tentang Uraian No. 56/KPTS/2024 concerning the Job Description of the
Jabatan Fungsional Environmental, Social & Governance Environmental, Social & Governance (ESG) Advisor at PT Jasa
(ESG) Advisor PT Jasa Marga (Persero) Tbk. ESG Advisor Marga (Persero) Tbk. The ESG Advisor is positioned within the
berkedudukan di Corporate Communication & Community Corporate Communication & Community Development Group
Development Group dan bertanggung jawab kepada Corporate and reports to the Head of the Corporate Communication &
Communication & Community Development Group Head. Community Development Group.
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Pengembangan Kompetensi Terkait
Pembangunan Berkelanjutan
[OJK E.2, GRI 2-17, IFRS S1-GOVERNANCE, IFRS S2- GOVERNANCE]
Competency Development Regarding Sustainable Development
Dalam meningkatkan pengetahuan, keterampilan, dan To enhance the knowledge, skills, and experience of the
pengalaman Dewan Komisaris, Direksi, dan Komite Board of Commissioners, the Board of Directors, and the
Sustainability, Perseroan telah mengikutsertakan Dewan Sustainability Committee, the Company has participated in
Komisaris, Direksi, dan Komite Sustainability pada berbagai various trainings and educational programs, including the
pelatihan dan Pendidikan di antaranya sebagai berikut. following.
Tabel Pengembangan Kompetensi Pembangunan Berkelanjutan bagi Dewan Komisaris
Table of Competency Development Regarding Sustainable Development for the Board of Commissioners
Waktu Pelaksanaan
Nama Jabatan Materi Pendidikan dan Pelatihan Penyelenggara
Implementation
Name Position Education and Training Materials Organizer
Time
Juri Ardiantoro Komisaris Utama Certified Governance Oversight 06 November 2025 CRMS
President Commissioner Professional (CGOP) November 6, 2025
Syamsul Bachri Yusuf Komisaris Professional Recognition Program (PRP) 13 Juni 2025 Yayasan Pendidikan
Commissioner Qualified Government Internal Auditor June 13, 2025 Internal Audit (YPIA)
142 (QGIA)
Certified Governance Oversight 06 November 2025 CRMS Indonesia
Professional (CGOP) November 6, 2025 (Center for Risk
Management
Studies)
Asrorun Ni’am Sholeh Komisaris Seminar aplikasi regulatory compliance 29 September 2025 PT BSI
Commissioner system September 29, 2025
Regulatory compliance system application
seminar
Certified Governance Oversight 06 November 2025 CRMS
Professional (CGOP) November 6, 2025
Nachrowi Ramli Komisaris Independen Seminar aplikasi regulatory compliance 29 September 2025 PT BSI
Independent system September 29, 2025
Commissioner Regulatory compliance system application
seminar
Rudi Antariksawan Komisaris Independen Professional Recognition Program (PRP) 10 Maret 2025 Yayasan Pendidikan
Independent for Qualified Internal Auditor (QIA) March 10, 2025 Internal Audit (YPIA)
Commissioner Nasional Internal Audit (SNIA) 2025 12 Maret 2025 Yayasan Pendidikan
“What’s Driving Change to Stay Ahead of March 12, 2025 Internal Audit (YPIA)
The Curve for Internal Auditors in The
Coming Years?
Certified Governance Oversight 1 Juni 2025 CRMS
Professional (CGOP) June 1, 2025
Certification In Audit Committee Practices 1 Juli 2025 Ikatan Komite Audit
(CACP) 2025 Batch 59 July 1, 2025 Indonesia (IKAI)
Pelatihan Implementasi GRC dan 19 Agustus 2025 CRMS
Sertifikasi CGRCEO August 19, 2025
GRC Implementation Training and CGRCEO
Certification
Pelatihan PPL IKAI: Internal Control Over 26 Agustus 2025 Ikatan Komite Audit
Financial Reporting (ICOFR) August 26, 2025 Indonesia (IKAI)
IKAI PPL Training: Internal Control Over
Financial Reporting (ICOFR)
Sustainability Reporting: Impact & 30 September 2025 Ikatan Akuntan
Implementation of PSPK 1 & 2 for September 30, 2025 Indonesia (IAI)
Professionals
Pelatihan SAK For Executive 12 November 2025 JLI
SAK Training for Executives November 12, 2025
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Tabel Pengembangan Kompetensi Pembangunan Berkelanjutan bagi Direksi
Table of Competency Development Regarding Sustainable Development for Directors
Waktu Pelaksanaan
Nama Jabatan Materi Pendidikan dan Pelatihan Penyelenggara
Implementation
Name Position Education and Training Materials Organizer
Time
Rivan A. Purwantono Direktur Utama Narasumber acara Studium Generale 19 Agustus 2025 Universitas Gadjah
President Director Mahasiswa Baru, tema “Filosofi Modern August 19, 2025 Mada
dalam Manajemen”
Speaker for the Studium Generale event
for New Students, theme “Modern
Philosophy in Management”
Simposium Nasional dalam Rangka 16 Januari 2025 KAPLORI Daerah
Terwujudnya Tata Kelola Angkutan January 16, 2025 Istimewa Yogyakarta
Logistik yang Berkeselamatan Guna
Mendukung Peningkatan Kualitas
Keselamatan di Jalan Raya
National Symposium on the Realization of
Safe Logistics Transportation Governance
to Support Improved Road Safety Quality
Narasumber Rapat Koordinasi Lintas 15 Desember 2025 Kepolisian Republik
Sektoral Bidang Operasional Tahun 2025 December 15, 2025 Indonesia
dalam rangka Kesiapan Pengamanan Natal
Tahun 2025 dan Tahun Baru 2026
Speaker at the 2025 Cross-Sectoral
Coordination Meeting on Operational
Affairs in preparation for the 2025 143
Christmas and 2026 New Year security
readiness.
Reza Febriano Direktur Bisnis Qualified Risk Governance Profesional 16 Januari 2025 Badan Nasional
Director of Business (QRGP) January 16, 2025 Sertifikasi Profesi
Elevating Excellence: Sustainable Futures 03 Februari 2025 Jasa Marga
Through Innovation February 3, 2025
Jasa Marga Executive Summit 2025 06 Februari 2025 Jasa Marga
February 6, 2025
Kick Off dan Workshop "Desain dan 15 April 2025 Ernst & Young
Implementasi Internal Control Over April 15, 2025
Financial Reporting (ICOFR) PT Jasa Marga
(Persero) Tbk"
Kick-off and Workshop on the Design and
Implementation of Internal Control over
Financial Reporting (ICOFR) of PT Jasa
Marga (Persero) Tbk.
Pre Class Chief Business Director Officer 13 Agustus 2025 PT Danantara
Program August 13, 2025 Asset Management
(Persero)
Leveraging Digital Innovation to Amplify 30 September 2025 Jasa Marga
Customer Experience September 30, 2025 Learning Institute
dan Himpunan
Pengembangan Jalan
Indonesia
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Waktu Pelaksanaan
Nama Jabatan Materi Pendidikan dan Pelatihan Penyelenggara
Implementation
Name Position Education and Training Materials Organizer
Time
Yoga Tri Anggoro Direktur Human Capital Jasa Marga Executive Summit 2025 06 Februari 2025 PT Jasa Marga
dan Transformasi February 6, 2025 (Persero) Tbk
Director of Human
Capital and Workshop Jasa Marga Communication 21 Februari 2025 PT Jasa Marga
Transformation Summit 2025 February 21, 2025 (Persero) Tbk
Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wacana
Acquisition March 10, 2025 Caraka (PWC)
Strategic Introduction to Mergers &
Acquisitions
Program Knowledge X, BSE BUMN 05 Mei 2025 BUMN School of
Knowledge X Program, BSE BUMN May 5, 2025 Excellence (BSE)
Undangan Graduation Day Program Top 06 Mei 2025 BUMN School of
Gun Cohort III May 6, 2025 Excellence (BSE)
Invitation to Graduation Day Program Top
Gun Cohort III
Human Capital Director Onboarding 25 Juli 2025 PT Danantara Asset
Program July 25, 2025 Managemment
(Persero)
Pelatihan Toll Road Business 20 Agustus 2025 Himpunan
Management August 20, 2025 Pengembangan Jalan
Toll Road Business Management Training Indonesia (HPJI)
144
Unlocking Employee Potential with 27 Agustus 2025 Forum Human
Personalized AIDriven Development August 27, 2025 Capital Indonesia
(FHCI)
Leveraging Digital Innovation to Amplify 30 September 2025 Didiek Hartantyo -
Customer Experience September 30, 2025 Direktur Utama PT
Kereta Api Indonesia
(Persero)
Sharing Session FHCI Connect Expert 19 November 2025 Forum Human
Series 5 “From Engagement to Impact: November 19, 2025 Capital Indonesia
Building Stronger Organizations Through
People Power”
Human Capital Director Certificate 10 Desember 2025 PT Danantara
Program December 10, 2025 Asset Management
(Persero)
Fitri Wiyanti Direktur Operasi Bussines Essential Program 9 Januari 2025 BUMN School of
Director of Operations January 9, 2025 Excellence
Pengawasan Tata Kelola Risiko Qualified 16 Januari 2025 Badan Nasional
Risk Governance Professional (QRGP) January 16, 2025 Sertifikasi
Qualified Risk Governance Professional Profesional
(QRGP) Risk Governance Supervision
Penguatan Infrastruktur Jalan Tol, 4 Maret 2025 Kementrian BUMN
Layanan Transportasi Darat, dan March 4, 2025
Perlindungan Asuransi bagi Para Pemudik
Idul Fitri 2025
Strengthening Toll Road Infrastructure,
Land Transportation Services, and
Insurance Protection for 2025 Eid al-Fitr
Travelers
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Waktu Pelaksanaan
Nama Jabatan Materi Pendidikan dan Pelatihan Penyelenggara
Implementation
Name Position Education and Training Materials Organizer
Time
Program Live Obrolan Newsroom 24 Maret 2025 Kompas.com
“Kesiapan Mudik Lebaran 2025” March 24, 2025
Live newsroom talk program “Readiness
for the 2025 Eid Homecoming (Mudik)”.
Rapat Koordinasi Kesiapan Operasi 24 Maret 2025 Korlantas
Ketupat 2025 March 24, 2025
Coordination Meeting on Operational
Readiness for Operation Ketupat 2025.
Program Live Obrolan Newsroom 26 Maret 2025 Kompas.com
“Kesiapan Mudik Lebaran 2025” March 26, 2025
Live newsroom talk program “Readiness
for the 2025 Eid Homecoming (Mudik)”.
Penegakan Kebijakan Zero ODOL 26 Juni 2025 Kementrian
Zero ODOL Policy Enforcement June 26, 2025 Perhubungan
Insight Talk “Menguatkan Pilar Ekonomi 20-21 Agustus 2025 Himpunan
Lewat Infrastruktur Membangun Bisnis August 20-21, 2025 Pengembangan Jalan
Jalan Tol Tangguh di Masa Volatilitas Indonesia (HPJI)
Perekonomian”
Insight Talk “Strengthening Economic
Pillars through Infrastructure: Building
a Resilient Toll Road Business Amid
Economic Volatility”.
145
Leveraging Digital Innovation to Amplify 30 September 2025 Didiek Hartantyo
Customer Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
Sharing Session Innovation 2025 10 Oktober 2025 PT Jasa Marga
October 10, 2025 (Persero) Tbk
Mohamad Agus Direktur Pengembangan Narasumber Sinergi Strategis PT Sarana 18 Februari 2025 PT Sarana Multi
Setiawan Usaha Multi Infrastruktur February 18, 2025 Infrastruktur
Director of Business Strategic Synergy Resource Person of PT (Persero)
Development Sarana Multi Infrastruktur
Narasumber Seminar “ICEE Navigating 22 Februari 2025 Institut Teknologi
Global Economic Challengers: Strategies February 22, 2025 Bandung
for Optimizing Indonesia Logistic
Infrastructure”
Speaker at Seminar “ICEE Navigating
Global Economic Challengers: Strategies
for Optimizing Indonesia Logistic
Infrastructure”
Narasumber Implementasi Analis SWOT 11 Maret 2025 Universitas Indonesia
dan Bussiness Modal Canvas: Studi March 11, 2025
Pengembangan Usaha pada Perusahaan
Jalan Tol
Speaker on the Implementation of SWOT
Analysis and Business Model Canvas: A
Study on Business Development in Toll
Road Companies.
Narasumber Seminar “The New Energy 27 Mei 2025 PT Karya Bakti
Vehicles: Electric and Hydrogen-Based May 27, 2025 Parahyangan
Vehicles”
Speaker at the Seminar “The New Energy
Vehicles: Electric and Hydrogen-Based
Vehicles”.
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Waktu Pelaksanaan
Nama Jabatan Materi Pendidikan dan Pelatihan Penyelenggara
Implementation
Name Position Education and Training Materials Organizer
Time
Narasumber Kuliah Umum: Tantangan 28 Mei 2025 PPM
Bisnis Pengusahaan Jalan Tol Indonesia May 28, 2025
Speaker at the Public Lecture: “Business
Challenges in Toll Road Development in
Indonesia”.
Narasumber Pelatihan Toll Road Business 20 Agustus 2025 Himpunan
Management - Insight Talk dengan August 20, 2025 Pengembangan Jalan
topik "Menguatkan Pilar Ekonomi Indonesia (HPJI)
Lewat Infrastruktur: Membangun Bisnis
Jalan Tol Tangguh di Masa Volatilitas
Perekonomian” Kolaborasi Jasa Marga
dan HPJI
Speaker at the Toll Road Business
Management Training – Insight Talk on
“Strengthening Economic Pillars through
Infrastructure: Building a Resilient Toll
Road Business Amid Economic Volatility”,
a collaboration between Jasa Marga and
HPJI.
Narasumber “Penilaian Industri Keuangan 24 September 2025 MAPPI
(Bank), Aset Hak Konsesi Jalan Tol & September 24, 2025
Properti dalam Tahap Pembangunan Pada
Penilaian Bisnis & Properti
Speaker on “Financial Industry (Bank)
146 Assessment, Toll Road Concession Rights
Assets & Property in the Development
Stage in Business and Property Valuation”.
Leveraging Digital Innovation to Amplify 30 September 2025 Didiek Hartantyo
Customer Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
Pramitha Wulanjani Direktur Keuangan dan Sustainable Infrastructure for The Future: 11-12 Juni 2025 Kementerian
Manajemen Risiko Innovation and Collaboration June 11-12, 2025 Koordinator Bidang
Director of Finance and Infrastruktur dan
Risk Management Pembangunan
Kewilayahan
Resilience to Sustainability: Leading 21-22 Agustus 2025 CRMS Indonesia
through GRC in the Post Digital Era August 21-22, 2025
Leveraging Digital Innovation to Amplify 30 September 2025 Didiek Hartantyo
Customer Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Tabel Pengembangan Kompetensi Pembangunan Berkelanjutan bagi Unit Kerja Penanggung Jawab Keberlanjutan
Table of Sustainable Development Competency Development for Work Units Responsible for Sustainability
Waktu
Nama Jabatan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Name Position Education and Training Materials Implementation Organizer
Time
Ari Wibowo Corporate Elevating Excellence: Sustainable Futures Through 03 Februari 2025 Jasa Marga Learning
Secretary & Chief Innovation [Rakor Direktorat Bisnis] February 3, 2025 Institute
Administration
Officer Jasa Marga Executive Summit 2025 06 Februari 2025 Jasa Marga Learning
February 6, 2025 Institute
JM Talk Pelaporan LHKPN:Komitmen Penyelenggara 18 Februari 2025 Jasa Marga Learning
Negara dalam Menjaga Integritas dan Mencegah February 18, 2025 Institute Group
Korupsi
JM Talk LHKPN Reporting: State Officials’ Commitment
to Maintaining Integrity and Preventing Corruption
Kick Off dan Workshop “Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control over Financial Reporting (ICOFR) PT April 14, 2025
Jasa Marga (Persero) Tbk”
Kick Off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) of
PT Jasa Marga (Persero) Tbk”
Sharing Session Sistem Manjemen Resiko - 17 April 2025 Jasa Marga Learning
Resertifikasi QCRO April 17, 2025 Institute
Risk Management System Sharing Session - QCRO
Certification
147
THM #11_“Kartini’s Legacy: Langkah Perempuan 28 April 2025 Strategic Transformation
Sebagai Change Agents di Era Modern”. April 28, 2025 Office & Jasa Marga
THM #11: “Kartini’s Legacy: Women’s Steps as Change Learning Institute Group
Agents in the Modern Era.”
Seminar on New Energy Vehicles_Driving Tomorrow_ 27 Mei 2025 Universitas Katolik
NextGenMobility May 27, 2025 Parahyangan
JM TALK Sustainability Series 03 “Penilaian Kinerja 04 Juni 2025 Jasa Marga Learning
Pengelolaan Lingkungan” June 4, 2025 Institute Group
JM TALK Sustainability Series 03 “Environmental
Management Performance Assessment”
GASPOL (Gagasan Santai Penuh Obrolan Inspiratif): 15 Juli 2025 Jasa Marga Learning
Eps. 1 “Bridging Generations, Building Tomorrow” July 15, 2025 Institute
GASPOL (Casual Ideas Full of Inspirational
Conversations): Ep. 1 “Bridging Generations, Building
Tomorrow”
Pelatihan Toll Road Business Management - Insight 20 Agustus 2025 Jasa Marga Learning
Talk dengan topik “Menguatkan Pilar Ekonomi Lewat August 20, 2025 Institute
Infrastruktur: Membangun Bisnis Jalan Tol Tangguh di
Masa Volatilitas Perekonomian” Kolaborasi Jasa Marga
dan HPJI
Toll Road Business Management Training - Insight Talk
with the topic “Strengthening the Economic Pillars
Through Infrastructure: Building a Resilient Toll Road
Business in Times of Economic Volatility” Collaboration
between Jasa Marga and HPJI
Sosialisasi Pilot Project Program Talent DNA 17 September ESQ Leadership Center
Socialization of the Talent DNA Program Pilot Project 2025
September 17,
2025
Seminar aplikasi regulatory compliance system 29 September PT BSI
Regulatory compliance system application seminar 2025
September 29,
2025
Sharing Session Innovation 2025 10 Oktober 2025 Jasa Marga Learning
October 10, 2025 Institute
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Waktu
Nama Jabatan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Name Position Education and Training Materials Implementation Organizer
Time
Webinar Series BK Sipil PII: Pembiayaan Kreatif 29 November PII
Penyediaan Infrastruktur “ Pembiayaan Infrastruktur 2025
Jalan Tol di Indonesia” November 29,
Webinar Series of the Civil Engineering Division of 2025
the Indonesian Engineers Association (PII): Creative
Financing for Infrastructure Provision “Toll Road
Infrastructure Financing in Indonesia”.
Lisye Octaviana Corporate Workshop dan Focus Group Discussion (FGD) 15 Januari 2025 Narsum Internal
Communication Penentuan Topik Material Sustainability Report 2024 January 15, 2025
& Community Workshop and Focus Group Discussion (FGD) to
Development Determine Topics for the 2024 Material Sustainability
Group Head Report
Pelatihan & Sertifikasi CSRS (Certified Sustainability 21 Januari 2025 Forum TJSL
Reporting Specialist) January 21, 2025
CSRS (Certified Sustainability Reporting Specialist)
Training & Certification
Elevating Excellence: Sustainable Futures Through 03 Februari 2025 Jasa Marga Learning
Innovation [Rakor Direktorat Bisnis] February 3, 2025 Institute
Business Directorate Coordination Meeting.
Jasa Marga Executive Summit 2025 06 Februari 2025 Jasa Marga Learning
February 6, 2025 Institute
Program EWB Srikandi: “Edukasi & Bantuan Program 14 Februari 2025 Srikandi JM
148 Stunting, Ibu Hamil dan Posyandu” February 14, 2025
EWB Srikandi Program: “Education & Assistance for
Stunting, Pregnant Women, and Integrated Health
Posts”
JM Talk Pelaporan LHKPN:Komitmen Penyelenggara 18 Februari 2025 Jasa Marga Learning
Negara dalam Menjaga Integritas dan Mencegah February 18, 2025 Institute Group
Korupsi
JM Talk LHKPN Reporting: State Officials’ Commitment
to Maintaining Integrity and Preventing Corruption
THM #11_“Kartini’s Legacy: Langkah Perempuan 28 April 2025 Strategic Transformation
Sebagai Change Agents di Era Modern”. April 28, 2025 Office & Jasa Marga
THM #11_“Kartini’s Legacy: Women’s Steps as Change Learning Institute Group
Agents in the Modern Era”.
BSE Masterclass “Global Trade Tensions: Turning Crisis 28 Mei 2025 BUMN School of
into Opportunity” May 28, 2025 Excellence (BSE)
JM TALK Sustainability Series 03 “Penilaian Kinerja 04 Juni 2025 Jasa Marga Learning
Pengelolaan Lingkungan” June 4, 2025 Institute Group
JM TALK Sustainability Series 03 “Environmental
Management Performance Assessment”
Webinar Employee Wellbeing (Mental Health) Growing 13 Juni 2025 Jasa Marga Learning
Beyond Insecurity: Menjadi Cerdas Emosional di June 13, 2025 Institute Group
Tempat Kerja
Employee Wellbeing (Mental Health) Webinar Growing
Beyond Insecurity: Becoming Emotionally Intelligent in
the Workplace
Program Jet Roadster Campus Hiring Project-Based 31 Juli 2025 Jasa Marga Learning
Learning: Site Visit TJSL Program Tahun 2025 July 31, 2025 Institute Group
Jet Roadster Campus Hiring Project-Based Learning
Program: Site Visit TJSL Program in 2025
Sharing Session Srikandi Jasa Marga 20 Agustus 2025 Srikandi Jasa Marga
Jasa Marga Srikandi Sharing Session August 20, 2025
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Waktu
Nama Jabatan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Name Position Education and Training Materials Implementation Organizer
Time
JM TALK Sustainability Series 05 “Bijak Kelola Sampah, 17 Oktober 2025 Jasa Marga Learning
BerJASA Bagi Lingkungan” October 17, 2025 Institute Group
JM TALK Sustainability Series 05 “Wise Waste
Management, Contributing Meaningfully to the
Environment”.
Markplus Conference 2026 “Lean & Agile: Al And China 11 Desember Markplus
In Focus” 2025
December 11,
2025
Legal Summit : Peringatan Hakordia dan Seminar 15 Desember Perorangan
Dampak UU KUHAP “Penegakan Tindak Pidana Korupsi 2025
Ditinjau dari Prinsip Bussiness Judgement Rule dan December 15,
Pedoman Strategis Bagi Korporasi dalam Menghadapi 2025
Implementasi UU KUHAP
Legal Summit: Commemoration of Anti-Corruption Day
(HAKORDIA) and Seminar on the Impact of the Criminal
Procedure Code Law “Enforcement of Corruption
Crimes from the Perspective of the Business
Judgment Rule Principle and Strategic Guidelines for
Corporations in Facing the Implementation of the
Criminal Procedure Code Law”.
Srikandi Peringatan Hari Ibu ke-97 tahun 2025: 22 Desember Srikandi JM
Perempuan Peduli, Masyarakat Harmoni 2025
Srikandi Commemoration of the 97th National
Mother’s Day in 2025: “Caring Women, Harmonious
December 22,
2025
149
Society”.
George I.M.P. Engineering BSE PROGRAM BUSINESS ESSENTIAL BATCH IV: MID 10 Januari 2025 BUMN School of
Manurung Planning Group OFFLINE PROGRAM BUSINESS ESSENTIAL 2025_Strategic January 10, 2025 Excellence
Head Management
Towards Sustainable Future: Bank Mandiri’s 14 Januari 2025 Corporate
Commitment to Positive Change January 14, 2025 Communication &
Community Development
Group & Jasa Marga
Learning Institute Gorup
Workshop dan Focus Group Discussion (FGD) 15 Januari 2025 Narsum Internal
Penentuan Topik Material Sustainability Report 2024 January 15, 2025
Workshop and Focus Group Discussion (FGD) to
Determine Topics for the 2024 Material Sustainability
Report
Jasa Marga Executive Summit 2025 06 Februari 2025 Jasa Marga Learning
February 6, 2025 Institute
JM Talk Operational Services: Tollroad Preservation 14 Februari 2025 Jasa Marga Learning
Improvement through the Implementation of Slope February 14, 2025 Institute Group
Management System
JM Talk Pelaporan LHKPN: Komitmen Penyelenggara 18 Februari 2025 Jasa Marga Learning
Negara dalam Menjaga Integritas dan Mencegah February 18, 2025 Institute Group
Korupsi
JM Talk LHKPN Reporting: State Officials’ Commitment
to Maintaining Integrity and Preventing Corruption
Webinar Employee Well Being Series_“Smart Working, 20 Maret 2025 Jasa Marga Learning
Not Overworking: Cara Produktif Tanpa Harus Burn March 20, 2025 Institute Group
Out”
Employee Well Being Series Webinar_“Smart Working,
Not Overworking: How to Be Productive Without
Burning Out”
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Waktu
Nama Jabatan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Name Position Education and Training Materials Implementation Organizer
Time
Kick Off dan Workshop “Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control over Financial Reporting (ICOFR) PT April 14, 2025
Jasa Marga (Persero) Tbk”
Kick Off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) of
PT Jasa Marga (Persero) Tbk”
Sharing Session Sistem Manjemen Resiko - 17 April 2025 Jasa Marga Learning
Resertifikasi QCRO April 17, 2025 Institute
Risk Management System Sharing Session - QCRO
Certification
THM #11 “Kartini’s Legacy: Langkah Perempuan 28 April 2025 Strategic Transformation
Sebagai Change Agents di Era Modern”. April 28, 2025 Office & Jasa Marga
THM #11 “Kartini’s Legacy: Women’s Steps as Change Learning Institute Group
Agents in the Modern Era”.
Workshop Business Acumen and Strategic Innovation 23 Mei 2025 Jasa Marga Learning
May 23, 2025 Institute
JM TALK Sustainability Series 03 “Penilaian Kinerja 04 Juni 2025 Jasa Marga Learning
Pengelolaan Lingkungan” June 4, 2025 Institute Group
JM TALK Sustainability Series 03 “Environmental
Management Performance Assessment”
Proposal Presentation - Pelatihan Business Acumen 17 Juni 2025 Jasa Marga Learning
dan Strategic Innovation June 17, 2025 Institute
150 Proposal Presentation - Business Acumen and
Strategic Innovation Training
Business Acumen dan Strategic Innovation Batch 1: 22 Juli 2025 PT Prasetiya Mulya ELI
Online Coaching July 22, 2025
Pelatihan Toll Road Business Management - Insight 20 Agustus 2025 Jasa Marga Learning
Talk dengan topik “Menguatkan Pilar Ekonomi Lewat August 20, 2025 Institute
Infrastruktur: Membangun Bisnis Jalan Tol Tangguh di
Masa Volatilitas Perekonomian” Kolaborasi Jasa Marga
dan HPJI
Toll Road Business Management Training – Insight
Talk on “Strengthening Economic Pillars through
Infrastructure: Building a Resilient Toll Road Business
Amid Economic Volatility”, in collaboration between
Jasa Marga and HPJI.
Final Presentation Business Acumen and Strategic 02 September PT Prasetiya Mulya ELI
Innovation 2025
September 2,
2025
Devi Lusyana Risk & Quality, Workshop dan Focus Group Discussion (FGD) 15 Januari 2025 Narsum Internal
Health, Safety & Penentuan Topik Material Sustainability Report 2024 January 15, 2025
Environment Group Workshop and Focus Group Discussion (FGD) to
Head Determine Topics for the 2024 Material Sustainability
Report
Jasa Marga Executive Summit 2025 06 Februari 2025 Jasa Marga Learning
February 6, 2025 Institute
Pelatihan Internal Control Over Financial Reporting 18 Februari 2025 PERURI
(ICOFR) February 18, 2025
Internal Control Over Financial Reporting (ICOFR)
Training
Kick Off dan Workshop “Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control over Financial Reporting (ICOFR) PT April 14, 2025
Jasa Marga (Persero) Tbk”
Kick Off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) of
PT Jasa Marga (Persero) Tbk”
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Waktu
Nama Jabatan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Name Position Education and Training Materials Implementation Organizer
Time
Sharing Session Sistem Manjemen Risiko - Resertifikasi 17 April 2025 JLI Jasa Marga Learning
QCRO April 17, 2025 Institute
Risk Management System Sharing Session - QCRO
Certification
THM #11_“Kartini’s Legacy: Langkah Perempuan 28 April 2025 Strategic Transformation
Sebagai Change Agents di Era Modern”. April 28, 2025 Office & Jasa Marga
THM #11_“Kartini’s Legacy: Women’s Steps as Change Learning Institute Group
Agents in the Modern Era”.
JM TALK Sustainability Series 03 “Penilaian Kinerja 04 Juni 2025 Jasa Marga Learning
Pengelolaan Lingkungan” June 4, 2025 Institute Group
JM TALK Sustainability Series 03 “Environmental
Management Performance Assessment”
Workshop Business Acumen dan Strategic Innovation 18 Juni 2025 PT Prasetiya Mulya ELI
Batch 2 June 18, 2025
Business Acumen and Strategic Innovation Workshop
Batch 2
Pelatihan Risk Maturity Index (RMI) 09 Juli 2025 Jasa Marga Learning
Risk Maturity Index (RMI) Training July 9, 2025 Institute
Proposal Presentation Business Acumen and Strategic 10 Juli 2025 PT Prasetiya Mulya ELI
Innovation Batch 2 July 10, 2025
Business Acumen and Strategic Innovation Batch 2: 28 Juli 2025 PT Prasetiya Mulya ELI
Online Coaching July 28, 2025 151
Sharing Session Srikandi Jasa Marga 20 Agustus 2025 Srikandi Jasa Marga
Jasa Marga’s Srikandi Sharing Session August 20, 2025
GRC Summit Seminar and Masterclass “Resilience 21 Agustus 2025 CRMS
to Sustainability : Leading Through GRC In The Post- August 21, 2025
Digital Era”
Coaching with Expert: Business Acumen and Strategic 26 Agustus 2025 Jasa Marga Learning
Innovation Batch 2 August 26, 2025 Institute
Final Presentation Business Acumen and Strategic 03 September PT Prasetiya Mulya ELI
Innovation 2025
September 3,
2025
Sosialisasi Pilot Project Program Talent DNA 17 September ESQ Leadership Center
Socialization of the Talent DNA Program Pilot Project 2025
September 17,
2025
Sharing Session Innovation 2025 10 Oktober 2025 Jasa Marga Learning
October 10, 2025 Institute
Pelatihan Certificate In Climate Finance 01 November Jasa Marga Learning
Certificate Training in Climate Finance 2025 Institute
November 1, 2025
Workshop Jasa Marga Sustainability & Communication 10 November Corporate
Summit 2025_BOD-1_Half Day 2025 Communication &
Jasa Marga Sustainability & Communication Summit November 10, Community Development
Workshop 2025_BOD-1_Half Day 2025 Group & Jasa Marga
Learning Institute Group
Sosialisasi CSA ICOFR Jasa Marga Induk dan Anak 11 December Risk & Quality, Health,
Perusahaan_Batch 2 2025 Safety & Environment
ICOFR CSA Socialization for Jasa Marga Parent and December 11, Group
Subsidiaries_Batch 2 2025
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Waktu
Nama Jabatan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Name Position Education and Training Materials Implementation Organizer
Time
Legal Summit : Peringatan Hakordia dan Seminar 15 Desember Perorangan
Dampak UU KUHAP “Penegakan Tindak Pidana Korupsi 2025
Ditinjau dari Prinsip Bussiness Judgement Rule dan December 15,
Pedoman Strategis Bagi Korporasi dalam Menghadapi 2025
Implementasi UU KUHAP
Legal Summit: Commemoration of Anti-Corruption Day
(HAKORDIA) and Seminar on the Impact of the Criminal
Procedure Code Law “Enforcement of Corruption
Offenses from the Perspective of the Business
Judgment Rule Principle and Strategic Guidelines for
Corporations in Facing the Implementation of the
Criminal Procedure Code Law”.
Imad Zaky Environment, Vibes, Cultures, and Degrees: Study Abroad Experience 09 Januari 2025 Jasa Marga Learning
Mubarak Social & January 9, 2025 Institute
Governance
Advisor Workshop dan Focus Group Discussion (FGD) 15 Januari 2025 Narsum Internal
Penentuan Topik Material Sustainability Report 2024 January 15, 2025
Workshop and Focus Group Discussion (FGD) to
Determine Topics for the 2024 Material Sustainability
Report
Workshop Jasa Marga Communication Summit 2025 20 Februari 2025 Jasa Marga Learning
Jasa Marga Communication Summit 2025 Workshop February 20, 2025 Institute
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana Caraka
Acquisition March 10, 2025 (PWC)
152 [Directorship] Introduction to Strategic Mergers &
Acquisitions
Pelatihan dan Sertifikasi CSRS ( Certified Sustainability 20 Mei 2025 Jasa Marga Learning
Reporting Specialist ) Batch 2 May 20, 2025 Institute
CSRS (Certified Sustainability Reporting Specialist)
Training and Certification Batch 2
Dialog Ketenagakerjaan dan Pencegahan Perselisihan 03 Juni 2025 Jasa Marga Learning
Hubungan Industrial di Lingkungan Jasa Marga Group June 3, 2025 Institute
Employment Dialogue and Prevention of Industrial
Relations Disputes in the Jasa Marga Group
Environment
JM TALK Sustainability Series 03 “Penilaian Kinerja 04 Juni 2025 Jasa Marga Learning
Pengelolaan Lingkungan” June 4, 2025 Institute Group
JM TALK Sustainability Series 03 “Environmental
Management Performance Assessment”
Webinar Employee Wellbeing (Mental Health) Growing 13 Juni 2025 Jasa Marga Learning
Beyond Insecurity: Menjadi Cerdas Emosional di June 13, 2025 Institute Group
Tempat Kerja
Employee Wellbeing (Mental Health) Webinar:
“Growing Beyond Insecurity: Becoming Emotionally
Intelligent in the Workplace”.
Executive Forum Sustainability Transformation in 19 Juni 2025 nu PMK Consulting
Action June 19, 2025
GASPOL (Gagasan Santai Penuh Obrolan Inspiratif): 15 Juli 2025 Jasa Marga Learning
Eps. 1 “Bridging Generations, Building Tomorrow” July 15, 2025 Institute
(ONLINE)
GASPOL (Relaxed Ideas Full of Inspiring Conversations):
Episode 1 “Bridging Generations, Building Tomorrow”
(Online).
Seminar ICSO 2025 : “ Advancing Indonesia’s Green 24 Juli 2025 Jasa Marga Learning
Economy with Sustainability Innovation “ July 24, 2025 Institute
ICSO 2025 Seminar: “Advancing Indonesia’s Green
Economy with Sustainability Innovation”
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Waktu
Nama Jabatan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Name Position Education and Training Materials Implementation Organizer
Time
(Ngobras HC) Chapter V Tahun 2025_Pembinaan 24 September Human Capital
Karyawan : From Rule to Culture 2025 Development Group
(Ngobras HC) Chapter V 2025 Employee Development: September 24,
From Rule to Culture 2025
Townhall Meeting #12_ Leveraging Digital Innovation to 30 September Strategic Transformation
Amplify Customer Experience 2025 Office & Jasa Marga
September 30, Learning Institute Group
2025
JM TALK Sustainability Series 05 “Bijak Kelola Sampah, 17 Oktober 2025 Jasa Marga Learning
BerJASA Bagi Lingkungan” September 17, Institute Group
JM TALK Sustainability Series 05 “Wisely Manage Waste, 2025
Serve the Environment”
Workshop Jasa Marga Sustainability & Communication 10 November Corporate
Summit 2025_BOD-1_Half Day 2025 Communication &
Jasa Marga Sustainability & Communication Summit November 10, Community Development
Workshop 2025_BOD-1_Half Day 2025 Group & Jasa Marga
Learning Institute Group
JM-TALK Business Support Series: Employee 12 November Jasa Marga Learning
Engagement Survey - Bekerja Sepenuh Hati, 2025 Institute Group
Berdampak Memberi Arti November 10,
JM-TALK Business Support Series: Employee 2025
Engagement Survey – “Working Wholeheartedly,
Creating Meaningful Impact”.
153
JM Talk Health Series_““Heart Wellness for Healthy 27 November Jasa Marga Learning
Workplace” 2025 Institute Group
November 27,
2025
Ngobras HC Chapter VI_Desember : Kebijakan HAM, 12 Desember Human Capital
Perlindungan Hak Asasi yang Inklusif 2025 Development Group
Ngobras HC Chapter VI (December): Human Rights December 12,
Policy – Inclusive Protection of Human Rights. 2025
Fostering Global Business Awareness and Insight 16 Desember SBM ITB
2025
December 16,
2025
Manajemen Risiko atas Penerapan Pembangunan
Berkelanjutan [OJK E.3, IFRS S1-RISK MANAGEMENT, IFRS S2-RISK MANAGEMENT]
Risk Management in the Implementation of Sustainable Development
Direksi dan Dewan Komisaris Perseroan memahami akan The Board of Directors and the Board of Commissioners of the
pentingnya ketepatan proses identifikasi dan pengukuran Company recognized the importance of the accuracy of the
risiko yang berkaitan dengan perubahan iklim serta faktor process for identifying and measuring risks related to climate
Environmental, Social & Governance (ESG) sehingga dapat change as well as Environmental, Social, and Governance
selaras dengan tujuan rencana bisnis serta strategi Perseroan. (ESG) factors, in order to ensure alignment with the Company’s
Pengelolaan risiko tersebut meliputi proses identifikasi, business plan objectives and strategy. The risk management
pengukuran, pemantauan, dan pengendalian risiko serta process covered risk identification, measurement, monitoring,
pelaksanaan mitigasi untuk memastikan tercapainya roadmap and control, as well as the implementation of mitigation
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About Report Sustainability Strategy Sustainability Performance Highlight
pengembangan ESG serta dapat tercapainya pelaksanaan measures to ensure the achievement of the ESG development
rencana strategis Perseroan. Identifikasi dan pelaksanaan roadmap and the successful execution of the Company’s
mitigasi atas risiko perubahan lingkungan bisnis dilakukan strategic plan. The identification and implementation of
sebagai berikut: mitigation measures for risks arising from changes in the
business environment were conducted as follows:
1. Pemantauan perubahan lingkungan bisnis secara berkala 1. Periodic monitoring of business environment changes
Perseroan melakukan pemantauan berkala atas dinamika The Company conducted periodic monitoring of external
eksternal yang dapat mempengaruhi keberlanjutan dynamics that may affect operational sustainability and
operasional dan strategi bisnis, meliputi: business strategy, including:
• Perubahan regulasi atas kebijakan pemerintah • Changes in government regulations and policies
• Fluktuasi ekonomi makro dan suku bunga • Macroeconomic fluctuations and interest rate
movements
• Emerging technologies & digital disruption • Emerging technologies and digital disruption
• Shifting customer behaviour • Shifting customer behaviour
• Ancaman bencana alam, perubahan iklim, dan lainnya • Natural disasters, climate change, and other related
risks
2. Penilaian dampak perubahan lingkungan bisnis 2. Assessment of business environment change impacts
Setiap perubahan lingkungan bisnis dianalisis untuk Each change in the business environment was analyzed to
mengetahui: identify:
• Layanan/aktivitas kritikal yang terdampak • Affected critical services and activities
• Konsekuensi operasional, finansial, legal, dan reputasi • Operational, financial, legal, and reputational
consequences
• Kebutuhan penyesuaian proses bisnis dan model • Required adjustments to business processes and
layanan service models
154 • Kemampuan perusahaan beradaptasi pada periode • The Company’s ability to adapt during disruptive
disruptif periods
3. Penilaian risiko melalui risk assessment 3. Risk assessment through risk evaluation
Risiko akibat perubahan bisnis selanjutnya dinilai Risks arising from changes in the business environment
berdasarkan: were subsequently assessed based on:
• Probabilitas keterjadian • Probability of occurrence
• Dampak terhadap keberlanjutan operasional dan • Impact on operational and business sustainability
bisnis
Sesuai dengan Keputusan Bersama Dewan Komisaris & in accordance with the Joint Decree of the Board of
Direksi PT Jasa Marga No. KEP-183/XI/2024 – 227/KPTS/2024 Commissioners and the Board of Directors of PT Jasa
dan Peraturan Menteri BUMN No.PER-2/MBU/03/2023. Marga No. KEP-183/XI/2024–227/KPTS/2024 and Minister
of State-Owned Enterprises Regulation No. PER-2/
MBU/03/2023.
4. Penyusunan strategi mitigasi 4. Formulation of mitigation strategies**
Berdasarkan hasil risk assessment, Perseroan merancang Based on the results of the risk assessment, the Company
strategi mitigasi seperti: developed mitigation strategies, including:
• Pemutakhiran kebijakan, sistem manajemen, • Updating policies, management systems, guidelines,
pedoman, SOP dan tata kelola sesuai dinamika bisnis SOPs, and governance frameworks in line with
business dynamics
• Penerapan program inisiatif strategis keberlanjutan • Implementing strategic sustainability initiatives
• Penguatan keamanan siber, infrastruktur TI serta uji • Strengthening cybersecurity, IT infrastructure, and
coba sistem sebelum penerapan conducting system testing prior to implementation
• Penyelarasan model bisnis sesuai dengan kebutuhan • Aligning business models with the Company’s
keberlanjutan perusahaan sustainability requirements
• Pemenuhan kompetensi dan kapabilitas karyawan • Enhancing employee competencies and capabilities
untuk mendukung transformasi to support transformation
• Penerapan sistem manajemen inovasi sebagai • Implementing an innovation management system as a
landasan pengembangan solusi terbarukan foundation for developing innovative solutions
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
5. Pengujian dan penguatan kapabilitas 5. Testing and capability strengthening**
Untuk memastikan efektivitas mitigasi, perusahaan To ensure the effectiveness of mitigation measures, the
melakukan: Company conducted:
• Monitoring dan evaluasi secara berkala atas • Periodic monitoring and evaluation of mitigation plan
pelaksanaan rencana mitigasi serta tingkat residual implementation and residual risk levels
• Simulasi stress testing • Stress testing simulations
• Penerapan loss event database • Implementation of a loss event database
• Penyusunan Contingency Plan • Development of contingency plans
• Pelatihan dan sosialisasi kepada karyawan • Training and socialization for employees to ensure
memastikan pemahaman dan implementasi kontrol consistent understanding and implementation of
berjalan konsisten controls
6. Tata kelola dan pelaporan 6. Governance and reporting**
Perseroan menerapkan tata kelola risiko dan pelaporan The Company implemented risk governance and reporting
yang meliputi: practices, including:
• Penerapan Governance, Risk, & Compliance (GRC) dan • Implementation of Governance, Risk, and Compliance
integrasi sistem GRC (GRC) framework and system integration
• Pelaporan berkala kepada stakeholders terkait • Periodic reporting to relevant stakeholders,
seperti laporan keuangan, laporan manajemen, including financial reports, management reports, risk
laporan manajemen risiko, dan lainnya management reports, and others
• Tone of the top management • Tone at the top from senior management
• Kepatuhan & review tata kelola untuk memastikan • Compliance and governance review to ensure
operasional berjalan sesuai tata kelola yang baik operations were conducted in accordance with good
corporate governance principles
Direksi dan Dewan Komisaris telah mengintegrasikan The Company had integrated climate risk management into its 155
pengelolaan risiko iklim ke dalam kerangka kerja Enterprise Enterprise Risk Management (ERM) framework, which referred
Risk Management (ERM) yang mengacu pada standar to the ISO 31000:2018 Risk Management standard. This
ISO 31000:2018 Risk Management. Integrasi ini juga telah integration had also been formally established through the
ditetapkan secara formal melalui Keputusan Bersama Dewan Joint Decree of the Board of Commissioners and the Board of
Komisaris dan Direksi PT Jasa Marga (Persero) Tbk Nomor KEP- Directors of PT Jasa Marga (Persero) Tbk No. KEP-183/XI/2024
183/XI/2024 dan Nomor 227/KPTS/2024 tentang Kebijakan and No. 227/KPTS/2024 concerning the Policy and Guidelines
dan Pedoman Manajemen Risiko Terintegrasi di lingkungan for Integrated Risk Management within the Company,
Perseroan, khususnya pada Bagian Ketiga yang mengatur particularly in Part Three governing the Objectives of the Risk
mengenai Tujuan Kebijakan dan Pedoman Manajemen Risiko. Management Policy and Guidelines. In line with the Company’s
Sejalan dengan komitmen Perseroan terhadap penerapan commitment to the implementation of Environmental, Social,
prinsip Environmental, Social, and Governance (ESG), Direksi and Governance (ESG) principles, ESG aspects had also been
dan Dewan Komisaris juga telah mempertimbangkan aspek incorporated into the Risk Appetite Statement, particularly
ESG dalam penyusunan Risk Appetite Statement, khususnya within the risk taxonomy related to strategic formulation as
pada taksonomi risiko yang berkaitan dengan formulasi well as social and environmental aspects. Furthermore, the
strategis serta aspek sosial dan lingkungan. Lebih lanjut, integration of risks related to climate change and ESG had
integrasi risiko yang berkaitan dengan perubahan iklim dan been carried out by embedding these risks into the Company
ESG dilakukan dengan memasukkan risiko-risiko tersebut Group’s Risk Taxonomy. This approach enabled the Company
ke dalam Taksonomi Risiko Grup Perseroan. Pendekatan ini to identify, assess, and manage potential climate and ESG-
memungkinkan Perseroan untuk mengidentifikasi, menilai, related risk impacts in a more structured and comprehensive
dan mengelola potensi dampak risiko terkait iklim dan ESG manner within the corporate risk management process, as
secara lebih terstruktur dan komprehensif dalam proses illustrated below:
manajemen risiko Perseroan, sebagaimana tergambar pada
ilustrasi berikut:
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Taksonomi Risiko Portofolio BUMN
State-Owned Enterprise Portfolio Risk Taxonomy
Tema Risiko (T1) Kategori Risiko (T2)
Risk Theme (T1) Risk Category (T2)
Kategori Risiko Fiskal Peristiwa Risiko terkait Dividen
1.1 1.1.1
Fiscal Risk Categories Dividend Related Risk Events
1 Peristiwa Risiko terkait Kebijakan
Kategori Risiko Kebijakan SDM Risiko 18
1.2 1.2.4
Tema Risiko Policy Risk Categories Risk Events related to HR Policy
Risk 18
Portofolio BUMN
BUMN Portfolio Risk Theme
Peristiwa Risiko
Kategori Risiko Komposisi Terkait Konsentrasi Portofolio
1.3 1.3.6
Composition Risk Category Portfolio Concentration Related
Risk Events
Peristiwa Risiko terkait Struktur
2 2.4
Kategori Risiko Struktur
Structural Risk Category
2.4.7
Korporasi Risiko 2, 15
Risk Events related to Corporate
Structure Risks 2, 15
Tema Risiko Struktur
Korporasi dan Organisasi Kategori Risiko Restrukturisasi Peristiwa Risiko terkait M&A,JV,
156 Corporate and Organizational 2.5
dan Reorganisasi
Restructuring and Reorganization
2.5.8
Restru Korporasi Risiko 19
Risk Events related to M&A.JV
Structure Risk Theme
Risk Categories Corporate Restru Risk 19
Peristiwa Risiko terkait Formulasi
Kategori Risiko Industri Umum Strategis Risiko 6
3.6 3.6.9
General Industry Risk Categories Risk Events related to Strategic
Formulation Risk 6
Peristiwa Risiko terkait Hukum, Reputasi &
Kepatuhan Risiko 5, 8, 19, 20
3.6.12
Legal, Reputation and Compliance Risk
Events Risks 5, 8, 19, 20
3
Peristiwa Risiko terkait
3.6.15 Sosial & Lingkungan
Tema Risiko Social & Environmental Risk Events
Bisnis BUMN
BUMN Business Risk Theme
Kategori Risiko Industri Perbankan Peristiwa Risiko terkait Kredit
3.7 3.7.17
Banking Industry Risk Categories Credit Related Risk Events
Kategori Risiko Industri Asuransi Peristiwa Risiko terkait Investasi
3.8 3.8.19
Insurance Industry Risk Categories Investment Related Risk Events
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Peristiwa Risiko (T3)
Risk Event (T3)
Peristiwa Risiko Terkait PMN Peristiwa Risiko terkait Subsidi & Kompensasi Risiko 6
1.1.2 1.1.3
PMN Related Risk Events Risk Events related to Subsidies & Compensation Risk 6
Peristiwa Risiko terkait Kebijakan Sektoral
1.2.5
Risk Events related to Sectoral Policies
157
Peristiwa Risiko terkait Pasar & Makroekonomi Risiko 3 Peristiwa Risiko terkait Keuangan Risiko 4
3.6.10 3.6.11
Market and Macroeconomic Risk Events Risk 3 Financial Risk Events Risk 4
Peristiwa Risiko terkait
Peristiwa Risiko terkait Proyek Risiko 8, 9, 10, 14 Teknologi Informasi & Keamanan Siber Risiko 17
3.6.13 3.6.14
Project Related Risk Events Risks 8, 9, 10, 14 Information Technology &
Cyber Security Risk Events Risk 17
Peristiwa Risiko terkait Operasional
3.6.16 Risiko 1, 5, 7, 11, 12, 13, 16, 18, 20, 23
Operational Risk Events Risks 1, 5, 7, 11, 12, 13, 16, 18, 20, 23
Peristiwa Risiko terkait Likuiditas
3.7.18
Liquidity Related Risk Events
Peristiwa Risiko terkait Aktuarial
3.8.20
Actuarial Risk Events
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Bagi Perseroan, manajemen risiko membantu pengambilan For the Company, risk management supported decision-
keputusan dengan mempertimbangkan ketidakpastian making by taking into account uncertainty and its potential
dan pengaruhnya terhadap pencapaian tujuan strategis impact on the achievement of the Company’s strategic
Perseroan. Menyadari akan risiko-risiko yang dihadapi, objectives. Recognizing the risks faced, the Company
Direksi dan Dewan Komisaris secara proaktif berusaha untuk proactively sought to enhance its risk management
meningkatkan kemampuan manajemen risiko di Perseroan. capabilities. In order to obtain organization-wide legitimacy,
Untuk dapat memperoleh legitimasi di seluruh organisasi, the implementation of risk management policies needed to
kebijakan penerapan manajemen risiko perlu ditegaskan be reinforced through management commitment aligned with
melalui komitmen manajemen yang disesuaikan dengan applicable regulations.
aturan yang berlaku.
Risiko merupakan pengelolaan rutin yang disusun dalam Risk management constituted a routine management process
periode tahunan untuk mendukung efektivitas penerapan prepared on an annual basis. To support the effectiveness of
manajemen risiko, Jasa Marga telah menyusun beberapa risk management implementation, Jasa Marga had developed
prosedur antara lain: several procedures, including:
Untuk mendukung efektivitas penerapan manajemen risiko, To support the effectiveness of risk management
Jasa Marga telah menyusun beberapa prosedur antara lain: implementation, Jasa Marga had established several
procedures, including:
1. Prosedur penetapan strategi risiko, penetapan risk 1. Procedures for determining risk strategy, including risk
capacity, risk appetite, risk tolerance, risk limit, Prosedur capacity, risk appetite, risk tolerance, and risk limits, as
penetapan taksonomi risiko, prosedur perhitungan well as procedures for establishing risk taxonomy and
komposit risiko dll. calculating composite risk;
2. Prosedur dan Instruksi Kerja Penyusunan Profil Risiko 2. Procedures and work instructions for preparing the
158 Korporat yaitu untuk menentukan top risk Perusahaan. Corporate Risk Profile, which were used to determine the
Company’s top risks;
3. Prosedur dan Instruksi Kerja Monitoring Tindak Lindung 3. Procedures and work instructions for monitoring risk
Risiko yang dilakukan setiap triwulan melalui aplikasi mitigation actions, conducted quarterly through the risk
manajemen risiko. management application system;
4. Prosedur dan Instruksi Evaluasi Kejadian Risiko dilakukan 4. Procedures and work instructions for risk event
jika ada kejadian risiko sebagai bentuk evaluasi perbaikan. evaluation, carried out when risk events occurred as a
basis for corrective improvement;
5. Prosedur dan Instruksi Kerja Penyusunan Rencana 5. Procedures and work instructions for preparing specific
Pengelolaan Risiko Khusus disusun untuk setiap aksi risk management plans, developed for each corporate
korporasi atau rencana strategis yang akan dilakukan action or strategic initiative undertaken by the Company;
Perseroan.
6. Prosedur dan Instruksi Kerja Pengukuran Maturitas 6. Procedures and work instructions for risk management
Manajemen Risiko untuk mengetahui tingkat kematangan maturity assessment to determine the level of maturity of
implementasi manajemen risiko yang sudah dilakukan. risk management implementation;
7. Prosedur dan Instruksi Kerja Penganggaran Berbasis 7. Procedures and work instructions for risk-based
Risiko merupakan penyusunan anggaran yang diawali budgeting, where budget preparation was preceded by
dengan analisa risiko dalam menentukan program kerja. risk analysis in determining work programs; and
8. Prosedur Pembuatan Sistem Manajemen Kelangsungan 8. Procedures for Business Continuity Management System
Usaha (SMKU), Prosedur Analisa Dampak Usaha, Prosedur (BCMS), including Business Impact Analysis procedures,
Strategi Kelangsungan Usaha, Prosedur Rencana Business Continuity Strategy procedures, Business
Kelangsungan Usaha, Prosedur Tinjauan Manajemen Continuity Plan procedures, and BCMS Management
SKMU Review procedures.
Dalam mengimplementasikan manajemen risiko, sesuai In implementing risk management, in accordance with the
dengan Board Manual Jasa Marga, Dewan Komisaris dan Jasa Marga Board Manual, the Board of Commissioners and
Direksi memiliki tanggung jawab sebagaimana penjelasan the Board of Directors had the following responsibilities as
berikut. described below.
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Tugas Dewan Komisaris terkait Manajemen Risiko sebagai Duties of the Board of Commissioners related to Risk
berikut: Management are as follows:
1. Melakukan penilaian secara berkala dan memberikan 1. Conducting periodic assessments and providing
rekomendasi tentang risiko usaha dan jenis serta jumlah recommendations on business risks, as well as the type
asuransi yang ditutup oleh Perseroan dalam hubungannya and amount of insurance coverage taken by the Company
dengan risiko usaha dengan penerapan manajemen risiko in relation to business risks, in the context of the overall
secara menyeluruh di Perseroan. implementation of risk management within the Company;
2. Melakukan penelaahan atas manajemen risiko Perseroan 2. Reviewing the Company’s risk management framework,
yang mencakup berbagai risiko yang dihadapi Perseroan, including various risks faced by the Company, management
sistem, strategi dan kebijakan manajemen Perseroan, systems, strategies and policies, internal control systems,
pengendalian internal Perseroan, termasuk kebijakan, as well as policies, methodologies, and infrastructure,
metodologi dan infrastruktur, hasil penelaahan atas including the results of reviews of risk measurement
berbagai model pengukuran risiko yang digunakan models used by the Company and the implementation of
Perseroan dan atas pelaksanaan manajemen. risk management;
3. Melakukan evaluasi atas kebijakan investasi dan 3. Evaluating investment policies and identifying and
mengidentifikasi serta menilai potensi risikonya. assessing potential risks;
4. Melakukan evaluasi tahapan proses manajemen investasi 4. Evaluating the stages of the Company’s investment and
dan risiko Perseroan, mulai dari identifikasi sampai risk management process, from risk identification through
dengan pengungkapan serta mitigasi risiko. to disclosure and mitigation;
5. Memberikan nasihat dan masukan kepada Direksi terkait 5. Providing advice and input to the Board of Directors
kebijakan dan strategi investasi dalam bisnis jalan tol dan regarding investment policies and strategies in toll road
non-tol dalam rangka penyusunan RJPP, termasuk aspek and non-toll road businesses in the context of preparing
risiko investasi dan usaha. the Long-Term Corporate Plan (RJPP), including investment
and business risk aspects; and
6. Melakukan penilaian atas risiko rencana proyek dan 6. Assessing the risks of the Company’s project and 159
investasi Perseroan untuk selanjutnya memberikan investment plans and subsequently providing opinions
pendapat dan/atau rekomendasi terkait keberlanjutan and/or recommendations regarding the sustainability of
proyek tersebut. such projects.
Direksi bertanggung jawab dalam implementasi manajemen The Board of Directors was responsible for the effective
risiko yang terintegrasi secara efektif. Pengawasan secara implementation of integrated risk management. The Board of
aktif dari Direksi terhadap implementasi manajemen Risiko Directors’ active oversight of risk management implementation
di PT Jasa Marga (Persero) Tbk meliputi namun tidak terbatas at PT Jasa Marga (Persero) Tbk included, but was not limited
pada: to, the following:
a. Melaksanakan pengurusan Perusahaan sesuai bidang a. Managing the Company in accordance with risk governance
pengelolaan Risiko sesuai dengan ketentuan peraturan responsibilities, in compliance with applicable laws and
perundang-undangan, anggaran dasar Perusahaan, dan/ regulations, the Company’s Articles of Association, and/or
atau keputusan RUPS. resolutions of the General Meeting of Shareholders (GMS);
b. Menyusun dan mengusulkan kebijakan serta strategi b. Formulating and proposing comprehensive risk
Manajemen Risiko secara komprehensif; management policies and strategies;
c. Melaksanakan kebijakan Manajemen Risiko dan c. Implementing risk management policies and developing
membangun program manajemen risiko korporasi secara an integrated corporate risk management program as part
terpadu yang merupakan bagian dari pelaksanaan prinsip of the implementation of Good Corporate Governance
Tata Kelola Perusahaan yang Baik. principles;
d. Mengembangkan budaya Manajemen Risiko pada seluruh d. Developing a risk management culture across all levels of
jenjang organisasi the organization;
e. Melaksanakan peningkatan kompetensi sumber daya e. Enhancing the competency of human resources related to
manusia yang terkait dengan Manajemen Risiko; risk management;
f. Memastikan bahwa fungsi Manajemen Risiko telah f. Ensuring that the risk management function operated
beroperasi secara independen; independently;
g. Melaksanakan kaji ulang secara berkala untuk g. Conducting periodic reviews to ensure:
memastikan:
1) Keakuratan metodologi penilaian risiko; (1) the accuracy of risk assessment methodologies;
2) Kecukupan implementasi sistem informasi (2) the adequacy of risk management information system
Manajemen Risiko implementation; and
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3) Ketepatan kebijakan dan prosedur Manajemen (3) the appropriateness of risk management policies and
Risiko serta penetapan batasan risiko {risk limit} dan procedures, including the establishment of risk limits
ambang batas {treshold}. and thresholds; and
h. Melakukan pemantauan Risiko secara terstruktur dan h. Conducting structured and integrated risk monitoring
terintegrasi antara Perseroan dengan Anak Perusahaan; between the Company and its subsidiaries.
i. Menyusun dan menyampaikan laporan Manajemen Risiko i. Preparing and submitting risk management reports; and
j. Melaksanakan fungsi Manajemen Risiko lainnya sesuai j. Performing other risk management functions in
dengan ketentuan peraturan perundang-undangan, accordance with applicable laws and regulations, the
angaran dasar Perseroan, dan/atau keputusan RUPS Company’s Articles of Association, and/or resolutions of
the General Meeting of Shareholders (GMS).
Untuk mengetahui implementasi manajemen risiko, Dewan To assess the implementation of risk management, the Board
Komisaris dan Direksi secara berkala melakukan evaluasi of Commissioners and the Board of Directors periodically
Manajemen Risiko meliputi hal-hal berikut: conducted risk management evaluations, which included the
following:
1. Proses evaluasi dilakukan dengan cara membandingkan 1. The evaluation process was carried out by comparing the
risiko hasil analisis dengan kriteria yang berlaku untuk analyzed risks against applicable criteria to determine
menentukan risiko yang membutuhkan tindak lindung risks requiring mitigation actions and prioritization of
dan prioritas penanganan. treatment;
2. Kriteria untuk pengambilan keputusan tersebut 2. The decision-making criteria were required to be
harus konsisten dengan konteks eksternal, internal, consistent with the established external and internal
dan manajemen risiko yang telah ditetapkan selaras context, as well as the risk management framework aligned
dengan sasaran Perseroan, sasaran pengelolaan risiko, with the Company’s objectives, risk management goals,
kepentingan pemangku kepentingan dan lain-lain. stakeholder interests, and other relevant considerations;
160 and
3. Dengan evaluasi risiko maka dapat ditetapkan risiko yang 3. Through risk evaluation, risks requiring mitigation
memerlukan tindak lindung dan prioritasnya atau risiko actions and their priorities were determined, while risks
tersebut demikian rendah sehingga hanya memerlukan assessed as sufficiently low were subject only to ongoing
monitor. monitoring.
Hubungan dengan Pemangku Kepentingan [OJK E.4, GRI 2-29]
Relationship with Stakeholders
Perseroan telah mengidentifikasi pemangku kepentingan The Company had identified its stakeholders through focus
melalui diskusi kelompok terarah, wawancara mendalam, group discussions, in-depth interviews, observations, and
observasi dan studi kepustakaan yang dilakukan oleh Unit literature studies conducted by the Corporate Communication
Corporate Communication & Community Development (CCO). & Community Development (CCO) Unit. The Company also
Perseroan telah melakukan Focus Group Discusion (FGD) untuk conducted Focus Group Discussions (FGDs) to identify
mengidentifikasi para pemangku kepentingan, sebagai bagian stakeholders as part of the process of determining material
dalam proses penentuan topik material untuk pengungkapan topics for disclosure in this sustainability report. In addition,
informasi pada laporan keberlanjutan ini. Selain itu, pelibatan stakeholder engagement was carried out to obtain strategic
pemangku kepentingan dilakukan untuk memperoleh input and to understand critical issues relevant to each
masukan strategis serta memahami isu-isu krusial yang stakeholder group, enabling the Company to formulate more
relevan bagi masing-masing pemangku kepentingan, sehingga appropriate, inclusive, and sustainable policies and decision-
Perseroan dapat merumuskan kebijakan dan pengambilan making processes. From this analysis process, the Company
keputusan yang lebih tepat, inklusif, dan berkelanjutan. Dari identified various stakeholders based on their level of
proses analisis tersebut, Perseroan telah mengidentifikasi importance in relation to the Company’s business activities
berbagai pemangku kepentingan berdasarkan tingkat and grouped them into key stakeholder categories, namely:
kepentingan dalam keterlibatan aktivitas bisnis Perseroan
serta mengelompokkannya ke dalam kelompok pemangku
kepentingan utama, yakni:
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Gambar/Image:
Jasa Marga Tingkatkan Tata Kelola Terintegrasi untuk Mendorong Peningkatan Kinerja Keberlanjutan
161
Internal Internal
1. Karyawan 1. Employees
2. Serikat Kerja Karyawan 2. Employees Labor Union
Eksternal External
1. Pemegang Saham 1. Shareholders
2. Investor 2. Investors
3. Pakar/Expert 3. Experts
4. Regulator 4. Regulators
5. Legislator 5. Legislators
6. Pengguna Jalan Tol dan Pelanggan Lainnya 6. Toll Road Users and Other Customers
7. Mitra Kerjasama Usaha Patungan 7. Joint Venture Business Partners
8. Vendor/Pemasok 8. Vendors/Suppliers
9. Masyarakat 9. Communities
10. Media Massa 10. Mass Media
11. Lembaga Swadaya Masyarakat (LSM) 11. Non-Governmental Organizations (NGOs)
12. Tenant Rest Area 12. Rest Area Tenants
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Adapun pendekatan yang digunakan Perseroan dalam The approaches adopted by the Company in engaging
melibatkan pemangku kepentingan sebagai berikut. stakeholders are as follows.
Tabel Pemangku Kepentingan, Topik Utama, dan Respon Perseroan
Stakeholdes, Key Topics, and Company Response Table
Kelompok Pemangku Identifikasi Pemangku
Harapan Pemangku Kepentingan
Kepentingan Kepentingan
Stakeholder Expectations
Stakeholder Group Stakeholder Identification
Pemegang Saham Pemegang Saham: • Kinerja Perseroan yang baik dan sustain dapat tercermin dari hasil
Shareholders • Pemilik modal yang memiliki hak kinerja akhir tahun dan harga saham.
dan kewajiban atas Perseroan • Adanya pembagian dividen di akhir tahun buku.
yang diatur dalam UU dan/atau • Pemenuhan GCG yang baik.
Anggaran Dasar serta memiliki • Kemudahan dalam mendapatkan informasi perseroan.
kewajiban hukum dan finansial. • BUMN tetap sustain dan pengelolaan keuangan yang baik melalui
Shareholders: pendekatan manajemen risiko.
• Capital owners with rights and • Good and sustainable Company performance reflected in year-end
obligations over the Company results and stock prices.
as regulated by law and/or the • Dividend distribution at the end of the fiscal year.
Articles of Association, with legal • Proper fulfillment of Good Corporate Governance (GCG).
and financial responsibilities. • Ease of access to company information.
• SOEs remain sustainable with good financial management through a
risk management approach.
162
Investor Investor: Pihak yang melakukan • Peningkatan profitabilitas
Investor investasi keuangan pada proyek yang • Pertumbuhan proyek dan ekspansi jalan tol
dijalankan oleh Jasa Marga • Manajemen risiko yang baik
Investor: Parties that make financial • Increased profitability
investments in projects carried out • Project growth and toll road expansion
• Good risk management
by Jasa Marga.
Pakar/Expert Pakar/Expert merupakan pihak • Pembangunan jalan tol di Indonesia dapat dilakukan secara optimal,
Expert yang ahli dalam bidang rekayasa berkelanjutan, dan memberikan manfaat maksimal bagi masyarakat.
jalan, manajemen proyek, keuangan, • Toll road development in Indonesia is carried out optimally,
teknologi, lingkungan, kebijakan dan sustainably, and provides maximum benefits to the public.
hukum terkait jalan tol.
Experts are specialists in road
engineering, project management,
finance, technology, environment,
policies, and laws related to toll
roads.
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Pendekatan kepada Pemangku Kepentingan
Stakeholder Engagement Approach Topik Utama Pemangku Kepentingan
Kegiatan Frekuensi Key Stakeholder Topics
Activity Frequency
• RUPS • 1 tahun sekali • Pertanggungjawaban kinerja Perseroan selama satu tahun
• Non-Deal Roadshow/Conference RUPS Tahunan dan (operasional. keuangan. governance. social).
• Public Expose disesuaikan khusus • Keterbukaan informasi.
• Site Visit RUPS Luar Biasa. • Pencapaian KPI.
• Menyediakan informasi Perseroan yang • Secara Berkala • Perubahan Struktur Organisasi dan Nomenklatur Direktur
dimuat dalam situs web khususnya pada menu • Secara Berkala Keuangan menjadi Direktur Keuangan dan Manajemen
Hubungan Investor • Secara Berkala Risiko.
• BUMN tetap berkelanjutan dan memberikan • Secara Berkala • Penerapan manajemen risiko yang terintegrasi dan lebih
kinerja terbaik untuk negara • Secara Berkala fokus.
• BUMN memiliki rasio keuangan yang baik dan • Secara Berkala • Pembahasan Isu Keberlanjutan
wajar • Secara Berkala • Accountability for the Company’s performance over the year
• General Meeting of Shareholders (GMS) • Once a year (operational, financial, governance, social).
• Non-Deal Roadshow/Conference for the Annual • Information transparency.
• Public Expose General Meeting • KPI achievements.
• Site Visit of Shareholders • Organizational structure changes, including renaming the
• Providing Company information on the website, (GMS) and adjusted Finance Director position to Finance and Risk Management
especially in the Investor Relations section as needed for Director.
• SOEs stays sustainable and delivers the best Extraordinary GMS. • Implementation of integrated and more focused risk 163
performance for the country • Periodically management.
• SOEs maintains good and reasonable financial • Periodically • Discussion of sustainability issues.
ratios • Periodically
• Periodically
• Periodically
• Periodically
• Periodically
• Mengadakan pertemuan untuk membahas Secara Berkala • Pendanaan untuk Proyek Infrastruktur
kerjasama dalam proyek pengembangan Periodically • Kerjasama dalam Proyek Pengembangan Infrastruktur
infrastruktur • Penentuan tarif jalan tol
• Menyediakan informasi Perseroan yang • Pembahasan Isu Keberlanjutan
dimuat dalam situs web khususnya pada menu • Funding for Infrastructure Projects
Hubungan Investor • Cooperation in Infrastructure Development Projects
• Investor Gathering/Analyst Meeting • Toll road tariff determination
• Holding meetings to discuss cooperation in • Discussion of Sustainability Issues
infrastructure development projects
• Providing Company information on the website,
especially in the Investor Relations section
• Investor Gathering/Analyst Meeting
• Mengadakan pertemuan untuk berkoordinasi Disesuaikan • Rekayasa lalu lintas saat musim libur panjang sehingga
terkait pengelolaan jalan dan tarif jalan tol. Adjusted as needed. dapat mengatasi tingkat kemacetan yang tinggi
• Holding meetings to coordinate toll road • Pengelolaan jalan tol
management and toll tariff regulations. • Evaluasi proyek dan kinerja jalan tol termasuk aspek
keselamatan dan keberlanjutan lingkungan
• Penentuan tarif jalan tol
• Traffic engineering during peak holiday seasons to manage
high congestion levels.
• Toll road management.
• Project evaluation and toll road performance, including
safety and environmental sustainability aspects.
• Toll tariff determination.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kelompok Pemangku Identifikasi Pemangku
Harapan Pemangku Kepentingan
Kepentingan Kepentingan
Stakeholder Expectations
Stakeholder Group Stakeholder Identification
Karyawan Pihak yang terikat hubungan kerja Terpenuhi hak-hak karyawan sesuai undang-undang sebagai berikut:
Employees dengan Perusahaan serta telah • Benefit untuk karyawan
memenuhi syarat-syarat yang • Pengembangan karier
ditentukan dan diangkat oleh • Persentase perempuan dalam nominated talent
Direksi atau Pejabat yang diberikan • Persentase milenial dalam nominated talent
kewenangan oleh Direksi dengan • Employee Engagement
diberikan penghasilan, kesejahteraan • Keamanan dan kenyamanan tempat kerja
dan fasilitas sesuai ketentuan yang • Hubungan Industrial yang harmonis
berlaku. • Komunikasi Organisasi yang efektif
Pengelompokan status karyawan: • Pengembangan talenta untuk calon Direksi BUMN dari gender
• Karyawan Tetap, dan perempuan dan generasi milenial+D28
• Karyawan Tidak Tetap Fulfillment of employee rights in accordance with labor laws, including:
Individuals who have an employment • Employee benefits
relationship with the Company, meet • Career development
the required qualifications, and are • Percentage of women in nominated talent
appointed by the Board of Directors • Percentage of millennials in nominated talent
or authorized officials, receiving • Employee engagement
salary, benefits, and facilities • Workplace safety and comfort
in accordance with applicable • Harmonious industrial relations
regulations. Employee Classification: • Effective organizational communication
• Permanent Employees • Talent development for future SOEs Directors from women and
• Non-Permanent Employees millennials D+28
164
Regulator Kementerian Lingkungan Hidup & Pemenuhan Kepatuhan Lingkungan
Regulator Kehutanan RI Compliance with environmental regulations
Ministry of Environment & Forestry of
the Republic of Indonesia
Dinas Lingkungan Hidup Setempat Pemenuhan Kewajiban RKL-RPL
Local Environmental Agency Fulfillment of RKL-RPL (Environmental Management and Monitoring
Plans) obligations
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pendekatan kepada Pemangku Kepentingan
Stakeholder Engagement Approach Topik Utama Pemangku Kepentingan
Kegiatan Frekuensi Key Stakeholder Topics
Activity Frequency
• Pemberlakuan sistem manajemen SDM dan Disesuaikan • Penanganan permasalahan Hubungan Industrial
sistem insentif berbasis kinerja Pengembangan Adjusted as needed • Kesempatan peningkatan kompetensi dan karier
kompetensi karyawan dan Penilaian kinerja • Benefit Karyawan
serta mempersiapkan manajemen/pemimpin • Program pengalihan profesi dampak rencana Kementerian
Perseroan yang profesional dalam menerapkan MLFF
• Melaksanakan kegiatan preventif, kuratif dan • Pengembangan talenta dan inklusivitas
promotif di bidang kesehatan • Keselamatan dan kesehatan kerja
• Melakukan survei employee engagement • Pembahasan Isu Keberlanjutan
• Penandatangan Kontrak Kerja dan Pakta • Handling industrial relations issues
Integritas • Opportunities for competency and career advancement
• Penyusunan dan penetapan perjanjian kerja • Employee benefits
bersama (PKB) melalui dialog dengan Serikat • Career transition programs due to the Ministry’s plan to
Karyawan implement MLFF (Multi-Lane Free Flow)
• Pertemuan antara Serikat Karyawan sebagai • Talent development and inclusivity
wakil karyawan dengan Manajemen dalam • Occupational health and safety
forum LKS Bipartit • Discussion of sustainability issues
• CEO Message di berbagai kesempatan sebagai
salah satu bentuk komunikasi Manajemen
dengan karyawan Penerapan HC Architecture
• Implementation of an HR management system
and performance-based incentive system
• Employee competency development,
performance assessment, and preparation of
professional corporate leadership
• Preventive, curative, and promotive health
programs 165
• Conducting employee engagement surveys
• Signing employment contracts and integrity
pacts
• Drafting and establishing collective labor
agreements (PKB) through dialogue with labor
unions
• Meetings between the labor union, as employee
representatives, and management in the
Bipartite LKS forum
• CEO Messages on various occasions as a form
of communication between management and
employees Implementation of HC Architecture
• Pelaksanaan AMDAL & Studi Kelayakan Disesuaikan • Kepatuhan lingkungan
Lingkungan Adjusted as needed • Environmental compliance
• Perizinan Lingkungan
• Implementation of Environmental Impact
Assessment (AMDAL) & Environmental
Feasibility Studies
• Environmental Permits
• Pelaksanaan Pengelolaan Dampak Lingkungan 6 Bulan/ Per Semester • Kepatuhan lingkungan
dan Sosial Hasil Kajian AMDAL Every six months/per • Environmental compliance
• Pelaksanaan Pemantauan Lingkungan dan semester
Sosial Hasil Kajian AMDAL
• Penyusunan Laporan Implementasi RKL-RPL
• Implementation of Environmental and Social
Impact Management based on AMDAL studies
• Implementation of Environmental and Social
Monitoring based on AMDAL studies
• Preparation of RKL-RPL Implementation Reports
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kelompok Pemangku Identifikasi Pemangku
Harapan Pemangku Kepentingan
Kepentingan Kepentingan
Stakeholder Expectations
Stakeholder Group Stakeholder Identification
Kementerian PU • Patuh terhadap peraturan perundang-undangan
• Pihak Pemerintah dalam hal teknis • Kesiapan infrastruktur jalan tol, sarana dan prasarana, dan kesiapan
pengelolaan jalan tol. petugas layanan ketika libur panjang dan arus mudik
Badan pengaturan BUMN: • Kestabilan BUMN dalam pengelolaan asset yang dimiliki secara
Pihak Pemerintah dalam hal optimal guna mencapai tujuan strategis perusahaan.
organisasi dan tata kelola • Compliance with laws and regulations
perusahaan. • Readiness of toll road infrastructure, facilities and supporting
Danantara : Pihak Pemerintah dalam infrastructure, as well as service personnel during long holidays and
hal pengelolaan dividen BUMN. the Eid homecoming (mudik) period
Ministry of Public Works (PU): • Stability of State-Owned Enterprises (SOEs) in managing owned assets
• Government authority responsible optimally to achieve the Company’s strategic objectives
for technical aspects of toll road
management.
State-Owned Enterprises Regulatory
Body
(BP BUMN): Government authority
responsible for corporate organization
and governance.
Danantara: Government entity
responsible for the management
of State-Owned Enterprises (SOE)
dividends.
• Otoritas Pasar Modal dan Bursa • Seluruh regulasi dipenuhi dengan tepat waktu (Patuh terhadap
(OJK dan BEI): ketentuan pasar modal).
166 • Kemudahan dalam mendapatkan informasi & pelaporan perusahaan.
Pihak pemerintah dalam hal status • All regulations are complied with in a timely manner (compliance with
Jasa Marga sebagai perusahaan capital market regulations).
terbuka yang memiliki kewajiban • Ease of access to company information and reporting.
untuk memenuhi kepatuhan pada
regulasi pasar modal dan bursa.
• Financial Services Authority (OJK)
and Indonesia Stock Exchange
(IDX):
Government authorities responsible
for overseeing Jasa Marga’s status as
a publicly listed company, including
compliance with capital market and
stock exchange regulations.
Kementerian Ketenagakerjaan/Dinas Tenaga kerja terpenuhi hak-haknya sesuai undang-undang
Ketenagakerjaan setempat: Fulfillment of workers’ rights in accordance with labor laws.
Sebagai regulator terkait hubungan
industrial antara Perseroan dan
tenaga kerjanya.
Ministry of Manpower/Local
Manpower Office: Regulator
overseeing industrial relations
between the company and its
workforce.
Pemerintah Daerah (Provinsi. Kota • Memberikan pertimbangan atas kebijakan publik yang akan
dan Kabupaten): diterapkan untuk masyarakat.
Sebagai pendukung penerapan • Memastikan kebijakan publik tidak berdampak berat untuk
kebijakan publik yang berdampak masyarakat.
pada masyarakat sekitar. • Provides considerations for public policies to be implemented for the
Local Government community.
(Province, City, and Regency): • Ensures public policies do not heavily burden the community.
Supports the implementation
of public policies that impact
surrounding communities.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pendekatan kepada Pemangku Kepentingan
Stakeholder Engagement Approach Topik Utama Pemangku Kepentingan
Kegiatan Frekuensi Key Stakeholder Topics
Activity Frequency
• Pertemuan Perseroan dan Kementerian PU. • Secara berkala, • Pengembangan jaringan jalan.
• Laporan pemenuhan SPM ke BPJT dan self- triwulan, semester, • Penentuan tarif jalan tol
assessment oleh BUJT. dan tahunan. • Pembayaran kewajiban Perseroan kepada negara.
• Laporan pengelolaan kinerja keuangan dan • Secara berkala, • Antikorupsi dan Penerapan SMAP.
operasional. triwulan, semester, • Expansion of road networks
• Kunjungan kerja ke lokasi proyek jalan Tol. dan tahunan. • Toll tariff determination
• Rapat/koordinasi terkait kondisi terkini • Secara berkala, • Fulfillment of the Company’s financial obligations to the
perseroan. triwulan, semester, state
• Meetings between the Company and the dan tahunan. • Anti-corruption measures and implementation of the Anti-
Ministry of PUPR • Regularly—quarterly, Bribery Management System (SMAP)
• Submission of Minimum Service Standard (SPM) semi-annually, and
compliance reports to BPJT and selfassessments annually
by BUJT • Regularly—quarterly,
• Financial and operational performance semi-annually, and
management reports annually
• Site visits to toll road projects • Regularly—quarterly,
• Meetings/coordination regarding the company’s semi-annually, and
current condition. annually
• Pemenuhan kewajiban sebagai perusahaan Secara berkala, • Pemenuhan kepatuhan regulasi pasar modal & bursa
terbuka sesuai peraturan yang berlaku. triwulan, semester, dan • Compliance with capital market and stock exchange
• Penyampaian keterbukaan informasi yang tahunan. regulations. 167
dimuat dalam situs web. Periodically, quarterly,
• Fulfilling obligations as a publicly listed semi-annually, and
company in accordance with applicable annually.
regulations.
• Providing disclosure of information on the
company’s website.
• Pemenuhan kepatuhan terhadap UU Secara Berkala • Penyusunan laporan kondisi tenaga kerja.
Ketenagakerjaan/Omnibus Law terkait Regularly • Penyusunan laporan tenaga kerja magang.
Ketenagakerjaan. • Preparation of labor condition reports.
• Compliance with labor laws/Omnibus Law on • Preparation of internship labor reports.
Employment.
• Pertemuan bipartit (high level meeting bersama • Disesuaikan. • Diskusi dan masukan terkait program dan rencana kegiatan
manajemen). minimal 2 tahun Perseroan serta kebijakan publik.
• Focus Group Discussion. sekali. • Pengembangan jaringan jalan.
• Kunjungan kerja ke lokasi proyek jalan tol. • Secara Berkala. • Kolaborasi dalam menjalankan program kerja Perseroan.
• Bipartite meetings (high-level meetings with • Secara Berkala. • Discussions and feedback on company programs, activity
management). • Adjusted as needed, plans, and public policies.
• Focus Group Discussions. at least once every • Road network development.
• Site visits to toll road projects. two years. • Collaboration in implementing company programs.
• Regularly
• Regularly
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 168
Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kelompok Pemangku Identifikasi Pemangku
Harapan Pemangku Kepentingan
Kepentingan Kepentingan
Stakeholder Expectations
Stakeholder Group Stakeholder Identification
Kepolisian: • Patuh terhadap peraturan perundang-undangan terkait lalu lintas
Pihak pemerintah dalam hal jalan tol.
pengaturan lalu lintas jalan tol • Compliance with traffic regulations related to toll roads.
Police:
Government authority
responsible for toll road traffic
regulation.
Legislator Komisi V DPR RI: • Pengelolaan keuangan negara yang profesional dan sesuai peraturan
Legislator • Alat kelengkapan legislatif (DPR) perundang-undangan.
yang bidang tugasnya terkait • Professional and regulation-compliant management of state finances.
Pekerjaan Umum dan Perumahan
Rakyat.
Komisi VI DPR RI:
Alat kelengkapan legislatif (DPR)
yang bidang tugasnya terkait
pengelolaan BUMN.
Commission V:
• A legislative body whose scope of
duties is related to Public Works
and Public Housing.
Commission VI:
A legislative body whose scope of
duties is related to the management
of State-Owned Enterprises (SOEs).
168 Pengguna Jalan Tol dan
Pelanggan Lainnya
Pengguna jalan tol merupakan pihak
yang menggunakan atau memakai
• Operator tol dapat memenuhi Standar Pelayanan Minimal.
• Penyediaan informasi yang cepat, akurat dan responsif.
Toll Road Users fasilitas jalan tol dan membayar • Adanya media untuk menyalurkan keluhan pelanggan.
and Other Customers tarif tol. • Toll operators meet Minimum Service Standards (SPM).
Toll road users are individuals who • Quick, accurate, and responsive information delivery.
utilize toll road facilities and pay • Availability of channels for customer complaints.
toll fees.
Mitra Kerjasama Usaha Mitra Kerjasama usaha patungan Sharing risiko untuk melaksanakan dan menyelesaikan pengusahaan
Patungan merupakan pihak yang berperan jalan tol dengan kinerja yang baik dan mampu mengembalikan biaya
Joint Venture sebagai mitra pemegang saham investasi serta memperoleh keuntungan.
Business Partners dalam pengusahaan jalan tol. Risk-sharing to carry out and complete the toll road business with good
Joint venture business partners performance, ensuring investment cost recovery and generating profit.
are parties who act as shareholder
partners in the toll road business.
Vendor/Pemasok Vendor/pemasok merupakan pihak • Pendaftaran penyedia dilakukan secara terbuka untuk umum
Vendors/Suppliers yang berperan sebagai penyedia • Pengadaan barang dan jasa dilaksanakan secara terbuka, transparan,
barang/jasa yang memenuhi dan adil
kebutuhan barang/jasa • Mendapatkan informasi yang jelas dan terbuka mengenai Pengadaan
Perseroan di lingkungan Perusahaan
Vendors/suppliers are parties who • Mendapatkan penilaian sebagai penyedia Barang dan Jasa
act as providers of goods/services to berdasarkan kinerja
meet the Company’s needs. • Supplier registration is conducted openly to the public.
• Procurement of goods and services is carried out in an open,
transparent, and fair manner.
• Receive clear and open information regarding procurement within the
Company.
• Receive evaluation as a provider of goods and services based on
performance.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pendekatan kepada Pemangku Kepentingan
Stakeholder Engagement Approach Topik Utama Pemangku Kepentingan
Kegiatan Frekuensi Key Stakeholder Topics
Activity Frequency
• Melakukan koordinasi secara intensif untuk Secara Berkala • Pengaturan Lalu Lintas selama periode Mudik/libur Panjang.
menciptakan keamanan. Regularly • Kecelakaan di jalan tol.
• Intensive coordination to ensure safety. • Kemacetan jalan tol.
• Traffic arrangements during the homecoming/long holiday
period.
• Toll road accidents.
• Toll road congestion.
• Rapat Dengar Pendapat (RDP) • Secara Berkala. • Penggunaan dana PMN.
• Kunjungan Kerja (Kunker) • Secara Berkala. • Pengawasan terhadap kinerja Pemerintah dan BUMN.
• Kunjungan Spesifik (Kunfik) • Secara Berkala. • Pelayanan publik khususnya pada saat beban operasi
• Public Hearings (Rapat Dengar Pendapat - RDP). • Regularly. puncak (liburan panjang. dsb).
• Work Visits (Kunjungan Kerja - Kunker). • Regularly • Utilization of State Capital Injection (PMN) funds.
• Specific Visits (Kunjungan Spesifik - Kunfik). • Regularly • Supervision of Government and SOEs performance.
• Public service quality, especially during peak operational
periods (e.g., holiday seasons).
• Penyediaan informasi kondisi lalu lintas kepada
pelanggan.
•
•
Secara Berkala.
Secara Berkala.
• Manajemen keluhan pelanggan.
• Pusat layanan pelanggan.
169
• Pemenuhan SPM. • Secara Berkala. • Perbaikan sarana dan fasilitas jalan tol oleh operator.
• Penyediaan fasilitas layanan pada pelanggan. • Secara Berkala. • Customer complaint management.
• Temu pelanggan • 1 tahun sekali • Customer service center.
• Survei Kepuasan pelanggan. • Secara Berkala. • Improvement of toll road infrastructure and facilities by the
• Penerapan Teknologi dalam Bidang Operasi. • Regularly. operator.
• Penerapan Teknologi dalam Bidang • Regularly.
Pemeliharaan. • Regularly.
• Provision of traffic condition information to • Regularly.
customers. • Once a year.
• Fulfillment of SPM. • Regularly.
• Provision of service facilities to customers.
• Customer meetings.
• Customer satisfaction survey.
• Implementation of technology in the field of
operations.
• Implementation of technology in the field of
maintenance.
• Pembentukan Anak Perusahaan Jalan Tol (APJT). • Secara Berkala. • Pengurusan dan Pengawasan APJT.
• Shareholder Agreement. • Secara Berkala. • Kewenangan pengambilan keputusan/suara dalam APJT.
• Pertemuan bipartit. • Secara Berkala. • Management and supervision of APJT.
• Establishment of Toll Road Subsidiaries (APJT). • Regularly • Decision-making/voting authority in APJT.
• Shareholder Agreement. • Regularly
• Bipartite meetings. • Regularly
• Sosialisasi pendaftaran menjadi Rekanan Jasa Disesuaikan • Layanan informasi Pendaftaran Rekanan (DRJM) Pengadaan
Marga (DRJM) secara online Adjusted Barang/Jasa sesuai dengan kebutuhan perusahaan
• Survei kepuasan penyedia barang dan jasa • Penilaian Hasil Kinerja Penyedia Barang/Jasa
• Online socialization of registration as a Jasa • Monitoring evaluasi masukan dan saran dari Penyedia
Marga Partner (DRJM). Barang dan Jasa
• Supplier satisfaction survey. • Information services for Partner Registration (DRJM) for
Procurement of Goods/Services according to the Company’s
needs.
• Performance evaluation of goods/services providers.
• Monitoring and evaluating feedback and suggestions from
goods and services providers.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 170
Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kelompok Pemangku Identifikasi Pemangku
Harapan Pemangku Kepentingan
Kepentingan Kepentingan
Stakeholder Expectations
Stakeholder Group Stakeholder Identification
Masyarakat Masyarakat merupakan pihak yang • Penyelesaian sengketa ganti untung atas tanah jalan tol
Community berada di sekitar wilayah operasional • Benefit untuk warga sekitar
jalan tol. • Peluang usaha
The community refers to those • Kesejahteraan masyarakat
residing around the toll road • Pengembangan ekonomi bagi daerah yang tertinggal
operational areas. • Resolution of land compensation disputes for toll roads.
• Benefits for local residents.
• Business opportunities.
• Community welfare.
• Economic development for underdeveloped areas.
Media Massa Media massa merupakan pihak • Mendapatkan informasi terkini sesegera mungkin.
Mass Media yang berperan sebagai media yang • Mendapatkan kesempatan untuk wawancara terkait isu tertentu.
dibutuhkan dalam menyebarluaskan • Melihat secara langsung (kemudahan akses) kegiatan/ lokasi yang
berita dan informasi yang terkait dengan berita.
mendukung citra positif Perseroan. • Obtain the latest information as soon as possible.
Mass media plays a role as a • Get opportunities for interviews on specific issues.
communication channel needed to • Gain direct access (easy access) to activities/locations related to news
disseminate news and information coverage.
that supports the Company’s positive
image.
170 Lembaga Swadaya Lembaga Swadaya Masyarakat • Mendapatkan informasi terlebih dahulu dibandingkan pihak-pihak
Masyarakat (LSM) (LSM) merupakan pihak yang lainnya
Non-Governmental mewakili masyarakat untuk • Bantuan finansial untuk komunitas
Organizations (NGOs) mengkomunikasikan kegiatan dan • Receive information before other parties.
aksi korporasi Perseroan • Financial assistance for communities.
NGOs represent the public in
communicating the Company’s
corporate activities and actions.
LSM Lingkungan • Kebersihan udara di sekitar lingkungan jalan tol
Environmental NGOs • Tidak terjadi banjir di wilayah jalan tol
• Air cleanliness around the toll road environment.
• Prevention of flooding in toll road areas.
Serikat Kerja Karyawan • Serikat Kerja • Komunikasi yang baik antara manajemen dan serikat pekerja.
Employee Labor Union • Karyawan: Sebagai mediator • Good communication between management and the labor union.
komunikasi antara manajemen
dan karyawan.
• The labor union
• The labor: serves as a
communication mediator between
management and employees.
Tenant Rest Area Sebagai salah satu fasilitas • Kerjasama yang saling menguntungkan.
Rest Area Tenants pelayanan • Pertumbuhan trafik lalu lintas jalan tol.
pendukung Standar Pelayanan • Mutually beneficial cooperation.
Minimal (SPM) jalan tol di Rest Area • Increase in toll road traffic.
Rest area tenants are part of the
service facilities that support the
Minimum Service Standards (SPM) of
toll road rest areas.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pendekatan kepada Pemangku Kepentingan
Stakeholder Engagement Approach Topik Utama Pemangku Kepentingan
Kegiatan Frekuensi Key Stakeholder Topics
Activity Frequency
• Mengadakan dialog dengan masyarakat untuk • Disesuaikan • Pembahasan status kepemilikan tanah kelola Jalan Tol
melihat bukti-bukti kepemilikan tanah yang • Disesuaikan Keterbukaan informasi
diklaim. • Sesuai Rencana • Memberi manfaat positif bagi masyarakat sekitar
• Penyelesaian jalur hukum • Sesuai Rencana • Kepedulian pada masyarakat terdampak proses bisnis
• Program Tanggung Jawab Sosial dan Lingkungan • Adjusted. Perseroan
• Program Pendanaan UMK • Adjusted. • Dukungan kepada komunitas masyarakat sekitar
• Conducting dialogues with the community to • According to the Plan. • Discussion on the status of toll road land ownership and
verify land ownership claims. • According to the Plan. information transparency.
• Legal dispute resolution. • Providing positive benefits to surrounding communities.
• Corporate Social and Environmental • Concern for communities affected by the Company’s
Responsibility Programs. business processes.
• MSME Funding Programs. • Support for local community groups.
• Press Release • Secara Berkala. • Hubungan dan kerjasama yang baik dengan media massa
• Artikel Pitching • Secara Berkala. sesuai regulasi Perseroan.
• Media Interview • Secara Berkala. • Dukungan komunikasi publik dalam hal peningkatan
• Media Visit • Secara Berkala. eksposur pemberitaan.
• Media Gathering/Editors/Chief Editor gathering • Secara Berkala. • Maintain good relationships and cooperation with mass
• Media Placement&Advertorial • Secara Berkala. media in accordance with Company regulations.
• Press Releases. • Periodically. • Public communication support to enhance media exposure.
• Article Pitching. • Periodically.
• Media Interviews. • Periodically.
• Media Visits. • Periodically.
• Media Gatherings/Editors/Chief Editor • Periodically.
Gatherings. • Periodically.
• Media Placements & Advertorials.
• Focus Group Discussion Disesuaikan • Pemberdayaan ekonomi dan peningkatan kualitas hidup 171
• Kolaborasi Program Adjusted masyarakat
• Focus Group Discussion • Dukungan komunikasi publik terkait kebijakan yang
• Program Collaboration berdampak kepada masyarakat
• Economic empowerment and improvement of community
quality of life.
• Public communication support regarding policies impacting
the community.
• Penghijauan pohon di sekitar jalan tol • Disesuaikan • Banjir di perumahan/kawasan penduduk sekitar jalan tol
• Normalisasi saluran di sepanjang jalan tol • Disesuaikan • Emisi
• Tree planting along the toll roads. • Adjusted • Kepatuhan lingkungan
• Normalization of drainage channels along toll • Adjusted • Keanekaragaman hayati
roads. • Flooding in residential areas near the toll road.
• Emissions.
• Environmental compliance.
• Biodiversity.
• Penyusunan-perjanjian kerja bersama (PKB). • 2 tahun sekali. • Program pengalihan profesi dampak rencana Kementrian
• Pertemuan Bipartit. • Secara Berkala. Pekerjaan Umum (PU) dan Kementrian Perumahan dan
• Pertemuan LKS Bipartit • Secara Berkala Kawasan Permukiman (PKP) dalam menerapkan MLFF.
• Drafting collective labor agreements (PKB). • Every two years. • Job transition programs due to the Ministry of PUPR’s plan to
• Bipartite meetings. • Periodically. implement MLFF (Multi-Lane Free Flow)..
• Bipartite LKS (Lembaga Kerja Sama) meetings. • Periodically.
• Pelaksanaan regulasi yang mengatur tentang • Secara Berkala. • Peningkatan pelayanan di TIP pada masa pandemic
• TIP (Tempat Istirahat & Pelayanan). • Secara Berkala. COVID-19.
• Penerapan protokol kesehatan untuk petugas • Sesuai ketentuan • Pengembangan Bisnis TIP dan pelaksanaan Regulasi TIP
• tenant dan pengunjung rest area. Pemerintah. yang mendukung Bisnis TIP.
• Pelaksanaan vaksinasi untuk petugas dan • Secara Berkala. • Service improvements in rest areas (TIP) during the Covid-19
tenant. • Secara Berkala. pandemic.
• Pemberian relaksasi pembayaran sewa tenant • Periodically. • Business development of TIP and implementation of TIP
selama pandemi COVID-19. • Periodically. regulations supporting TIP businesses.
• Pemberian bantuan sewa tenant dari Perseroan. • As per government
• Implementation of regulations governing Rest regulations.
Areas & Service Areas (TIP). • Periodically.
• Implementation of health protocols for rest • Periodically.
area staff, tenants, and visitors.
• Vaccination for staff and tenants.
• Rent payment relaxation for tenants during the
Covid-19 pandemic.
• Rental assistance for tenants from the
Company.
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Permasalahan Terhadap Penerapan Pembangunan
Berkelanjutan [OJK E.5]
Challenges in the Implementation of Sustainable Development
Dalam mengimplementasikan pembangunan berkelanjutan, In implementing sustainable development, the Company
Perseroan menghadapi berbagai tantangan dan faced various internal challenges and issues, including the
permasalahan internal yaitu masih perlunya peningkatan need to further enhance awareness and comprehensive
awareness dan pemahaman secara menyeluruh mengenai understanding of sustainability issues, both at the Company’s
isu keberlanjutan, baik di tingkat Perseroan pusat maupun di head office level and across all subsidiaries. To address this,
seluruh anak perusahaan. Untuk mengatasi hal ini, Perseroan the Company consistently involved employees in competency
senantiasa mengikutsertakan karyawannya pada program development programs and sustainability training. These
pengembangan kompetensi dan pelatihan keberlanjutan. programs were not only aimed at improving understanding
Program ini tidak hanya bertujuan untuk meningkatkan of sustainability principles, but also at encouraging the
pemahaman mengenai prinsip-prinsip keberlanjutan, tetapi integration of sustainability practices into day-to-day
juga mendorong integrasi praktik keberlanjutan dalam operations, decision-making processes, and the Company’s
kegiatan operasional sehari-hari, pengambilan keputusan, strategic planning. In this way, each employee was expected
serta perencanaan strategis perusahaan. Dengan demikian, to play an active role in supporting the achievement of the
setiap karyawan diharapkan memiliki peran aktif dalam Company’s ESG targets and contributing consistently to
mendukung pencapaian target ESG Perseroan dan turut sustainable development across all business lines.
berkontribusi pada pembangunan berkelanjutan secara
konsisten di seluruh lini usaha.
172
Tantangan selanjutnya yaitu terkait pengumpulan data Another challenge was related to the collection of
keberlanjutan dari anak perusahaan masih menjadi salah satu sustainability data from subsidiaries, which remained a key
tantangan dalam implementasi pembangunan berkelanjutan. issue in the implementation of sustainable development. To
dalam menghadapi tantangan tersebut, Perseroan telah address this, the Company developed an ESG dashboard used
mengembangkan dashboard ESG yang digunakan untuk to monitor and record the required data as ESG performance
monitoring dan merekam data-data yang diperlukan sebagai indicators.
indikator kinerja ESG.
Tantangan lainnya adalah perlunya penguatan kapabilitas Another challenge was the need to strengthen core capabilities
utama dalam proses bisnis Perseroan, khususnya dalam in the Company’s business processes, particularly in ESG
pengelolaan risiko ESG serta pengembangan inovasi produk risk management and the development of environmentally
dan layanan yang ramah lingkungan. Untuk menjawab friendly product and service innovation. To address this, the
tantangan tersebut, Perseroan terus memperkuat manajemen Company continuously strengthened ESG risk management
risiko ESG melalui identifikasi risiko dan peluang yang through the identification of risks and opportunities related
berkaitan dengan perubahan iklim. Selain itu, Perseroan to climate change. In addition, the Company continuously
secara berkelanjutan melakukan inovasi dan pengembangan developed and innovated application-based products and
produk serta layanan berbasis aplikasi yang ramah lingkungan services that are environmentally friendly and accessible to
dan dapat dimanfaatkan oleh seluruh pengguna jalan tol. all toll road users.
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Gambar/Image:
Aplikasi Travoy dari Jasa Marga dengan segudang fitur andalan, seperti CCTV real-time, resi digital, dan informasi rute dan tarif tol
173
Gambar/Image:
Jasa Marga Tollroad Command Center (JMTC), sentra komunikasi jaringan jalan tol Jasa Marga Group
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07
Kinerja Keberlanjutan
Sustainability Performance
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Aksi Nyata Lingkungan: Kelola Limbah, Jaga Air
Real Environmental Action: Manage Waste, Protect Water
Jasa Marga menunjukkan kinerja lingkungan yang terukur melalui penerapan sistem pengelolaan
limbah dan air yang terintegrasi di wilayah operasional. Melalui program Waste Dropbox “Beraksi”,
Perseroan mendorong pemilahan dan daur ulang limbah berbasis teknologi, sementara optimalisasi
Waste Water Treatment di rest area memastikan air limbah diolah sesuai standar sebelum
dikembalikan ke lingkungan. Pendekatan ini tidak hanya menekan dampak pencemaran, tetapi juga
menjaga kualitas air tanah dan mendukung keberlanjutan ekosistem di sekitar jalan tol.
Jasa Marga demonstrated measurable environmental performance through the implementation
of an integrated waste and water management system across its operational areas. Through the
Waste Dropbox “Beraksi” program, the Company promoted technology-based waste segregation and
recycling, while the optimization of Waste Water Treatment at rest areas ensured that wastewater was
treated in accordance with applicable standards before being discharged back into the environment.
This approach not only reduced pollution impacts but also maintained groundwater quality and
supported the sustainability of ecosystems surrounding toll road areas.
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Kegiatan Membangun Budaya Keberlanjutan [OJK F.1]
Activities to Build a Sustainable Culture
Dalam upaya mendukung pembangunan berkelanjutan, In support of sustainable development, the Company sought to
Perseroan berupaya menanamkan budaya keberlanjutan embed a sustainability culture as part of the implementation
sebagai bagian dari penerapan prinsip-prinsip ESG. of ESG principles. This was implemented, among others,
Implementasinya antara lain melalui penggunaan energi through the use of renewable energy, such as the installation
terbarukan, seperti pemasangan lampu penerangan jalan tol of solar-powered highway lighting, which reduced fossil
yang menggunakan panel surya, sehingga dapat mengurangi energy consumption and lowered operational costs. In
penggunaan energi fosil serta menurunkan biaya operasional. building a sustainability culture, the Company also conducted
Dalam membangun budaya keberlanjutan, Perseroan juga Townhall Meetings for International Anti-Corruption Day
turut melaksanakan Townhall Meeting hari Anti Korupsi as a manifestation of its commitment to rejecting all forms
Sedunia sebagai bentuk komitmen Perseroan untuk menolak of corruption, Kartini Day as a form of support for gender
berbagai bentuk tindakan korupsi, Hari Kartini sebagai equality, and National Customer Day aimed at strengthening
bentuk dukungan Perseroan terhadap kesetaraan gender, dan communication with the Company’s customers. In its
Hari Pelanggan Nasional yang bertujuan untuk memperkuat operational activities, the Company consistently pursued
komunikasi terhadap pelanggan Perseroan. Dalam aktivitas energy efficiency by implementing a culture of turning off
operasionalnya, Perseroan senantiasa melakukan efisiensi lights during break hours and standardizing air conditioning
energi dengan menerapkan budaya pemadaman lampu temperatures at 21 degrees Celsius, providing centralized
selama jam istirahat dan standarisasi suhu AC 21 derajat, overtime rooms as an effort to reduce lighting consumption,
pembuatan ruang lembur yang terpusat sebagai upaya and managing solid waste through a circular economy
176 penghematan penggunaan lampu, serta pengelolaan limbah approach.
padat melalui budaya dan sirkular ekonomi.
Di sisi lain, Jasa Marga semakin menegaskan komitmen untuk On the other hand, Jasa Marga further strengthened its
mempertahankan posisi sebagai market leader jalan tol commitment to maintaining its position as the national toll
nasional melalui peluncuran budaya kerja yang dikenal dengan road market leader through the launch of a work culture
JSMR MOVE (Modern, Optimistic, Valuable, Excellent). JSMR known as JSMR MOVE (Modern, Optimistic, Valuable, Excellent).
MOVE hadir sebagai bentuk budaya kerja yang diwujudkan JSMR MOVE was introduced as a work culture reflected in the
dalam bentuk karakteristik Roadster Jasa Marga yang relevan characteristics of Jasa Marga Roadsters, aligned with strategic
dengan arah strategis dan menjawab tantangan bisnis di masa direction and designed to address future business challenges.
depan. Dengan JSMR MOVE, Roadster Jasa Marga tidak hanya Through JSMR MOVE, Jasa Marga Roadsters not only worked,
bekerja, namun juga bergerak dengan makna. but also moved with purpose.
Inisiatif ini merupakan langkah strategis Perseroan untuk This initiative represented the Company’s strategic step to
mentransformasi budaya kerja dan juga layanan dari transform its work and service culture from an infrastructure-
pendekatan yang berfokus pada infrastruktur menjadi sebuah focused approach into an “ infraculture,” a culture that
infraculture yaitu budaya yang memprioritaskan kepuasan prioritizes customer satisfaction, enhancement of Human
pelanggan, peningkatan kapabilitas Human Capital, dan Capital capabilities, and operational excellence as key
optimalisasi operasional sebagai prioritas utama. priorities.
Salah satu wujud nyata dari transformasi pelayanan tersebut One tangible manifestation of this service transformation was
adalah penguatan praktik Salam Roadster Melayani, yakni the strengthening of the Salam Roadster Melayani practice,
Salam, Senyum, Sapa yang diharapkan menjadi standar namely Salam, Senyum, Sapa (Greeting, Smile, and Courtesy),
interaksi setiap titik layanan kepada pengguna jalan tol. which was expected to become the standard interaction
across all service points for toll road users.
Implementasi JSMR MOVE akan menitikberatkan pada The implementation of JSMR MOVE focused on the
pengembangan kompetensi Roadster melalui program development of Roadster competencies through structured
pembelajaran terstruktur, peningkatan literasi digital, serta learning programs, enhancement of digital literacy, and
standarisasi praktik layanan di seluruh titik operasional. standardization of service practices across all operational
Langkah-langkah ini dirancang untuk mempercepat points. These measures were designed to accelerate
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pengambilan keputusan, menyelaraskan perilaku organisasi decision-making, align organizational behavior with strategic
dengan tujuan strategis, dan menciptakan pengalaman objectives, and create a consistent and value-added customer
pelanggan yang konsisten serta bernilai tambah. Transformasi experience. The transformation from “ infra as a structure” to
dari “infra as a structure” menjadi “infra as a culture” menjadi “ infra as a culture” served as a framework guiding human
kerangka kerja yang mengarahkan investasi manusia dan capital investment and processes in alignment with modern
proses sejalan dengan kapabilitas teknologi dan tata kelola technological capabilities and governance.
yang modern.
JSMR MOVE hadir sebagai simbol komitmen perusahaan JSMR MOVE served as a symbol of the Company’s commitment
mendorong mindset baru di seluruh Roadster Jasa Marga to driving a new mindset across all Roadsters within the
Group dalam memperkuat operational excellence, menjaga Jasa Marga Group in strengthening operational excellence,
relevansi Perseroan di tengah percepatan transformasi maintaining the Company’s relevance amid the accelerating
sektor transportasi, membangun infrastruktur jalan tol yang transformation of the transportation sector, developing toll
meningkatkan konektivitas negeri, dan menjaga kepercayaan road infrastructure that enhances national connectivity,
publik sebagai wujud tanggung jawab perusahaan terhadap and safeguarding public trust as part of the Company’s
pembangunan nasional. responsibility toward national development.
Sepanjang tahun 2025, Jasa Marga terus memperkuat agenda Throughout 2025, Jasa Marga continued to strengthen its
keberlanjutan melalui penguatan budaya, kepemimpinan, sustainability agenda through the reinforcement of culture, 177
dan komunikasi internal sebagai fondasi pencapaian kinerja leadership, and internal communication as the foundation
Environmental, Social & Governance (ESG) yang konsisten. for achieving consistent Environmental, Social & Governance
(ESG) performance.
Komitmen ini diwujudkan melalui inisiatif yang mendorong This commitment was realized through initiatives that
keterlibatan karyawan, memperkuat tata kelola organisasi, promoted employee engagement, strengthened organizational
serta memastikan AKHLAK yang merupakan tata nilai Jasa governance, and ensured that AKHLAK, the Company’s core
Marga terinternalisasi dalam perilaku dan proses kerja values, were internalized in daily behavior and work processes.
sehari-hari. Dalam konteks tersebut, Perseroan menempatkan In this context, the Company positioned ESG reinforcement as
penguatan ESG sebagai enabler penting bagi kualitas layanan an important enabler of public service quality, organizational
publik, ketahanan organisasi, dan keberlanjutan jangka resilience, and long-term sustainability. The following three
panjang. Tiga inisiatif berikut menjadi highlight utama yang initiatives represented the key highlights of this approach:
merepresentasikan pendekatan tersebut:
Town Hall Meeting
Sebagai bagian dari penguatan agenda keberlanjutan As part of strengthening the Company’s sustainability
Perseroan, Town Hall Meeting (THM) diselenggarakan agenda, the Town Hall Meeting (THM) was conducted
sebagai forum yang mempertemukan Leaders dan Roadster as a forum that brought together Leaders and Jasa
Jasa Marga untuk berdiskusi, berbagi pengalaman, serta Marga Roadsters to discuss, share experiences, and gain
mendapatkan insight dari narasumber eksternal. THM insights from external speakers. The THM played an
berperan penting dalam memperkuat dimensi Social, important role in strengthening the Social dimension,
terutama melalui pengembangan kepemimpinan yang particularly through the development of inclusive
inklusif, peningkatan kapasitas SDM, dan penguatan leadership, enhancement of human capital capabilities,
rasa kepemilikan karyawan terhadap nilai dan tujuan and reinforcement of employees’ sense of ownership
perusahaan. Di samping itu, THM juga memperkuat toward the Company’s values and objectives. In addition,
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dimensi Governance melalui konsistensi penyelarasan the THM also strengthened the Governance dimension
arah organisasi, internalisasi nilai dan budaya kerja, through the consistent alignment of organizational
serta pembentukan budaya kerja yang akuntabel dan direction, internalization of values and work culture, and
berorientasi pada peningkatan kualitas pelayanan. the establishment of an accountable work culture oriented
toward service quality improvement.
Sepanjang tahun 2025, THM telah dilaksanakan sebanyak
3 (tiga) series. 2 series THM menghadirkan narasumber Throughout 2025, the Town Hall Meeting (THM) was
eksternal yang inspiratif dalam berbagi wawasan dan conducted in three (3) series. Two THM series featured
pengalaman kepada Jasa Marga, di antaranya yaitu dalam inspiring external speakers who shared insights and
rangka Hari Kartini dengan tema “Kartini’s Legacy: Langkah experiences with Jasa Marga, including the Kartini Day
Perempuan sebagai Change Agents di Era Modern” bersama commemoration with the theme “Kartini’s Legacy: Women’s
Retno Marsudi, serta dalam rangka Hari Pelanggan Nasional Steps as Change Agents in the Modern Era” with Retno
dengan tema “Leveraging Digital Innovation to Amplify Marsudi, and the National Customer Day commemoration
Customer Experience” bersama Didiek Hartantyo. Dua with the theme “Leveraging Digital Innovation to Amplify
tema tersebut menegaskan komitmen Perseroan dalam Customer Experience” with Didiek Hartantyo. These
mendorong kesetaraan dan pemberdayaan perempuan, two themes reaffirmed the Company’s commitment to
serta penguatan orientasi layanan yang didukung inovasi promoting gender equality and women’s empowerment,
digital. Sementara itu, 1 series THM lainnya, Perseroan as well as strengthening service orientation supported by
meluncurkan JSMR MOVE sebagai JSMR MOVE sebagai digital innovation. Meanwhile, in the third THM series, the
budaya kerja yang diwujudkan dalam bentuk karakteristik Company launched JSMR MOVE as a work culture reflected
Roadster Jasa Marga. Melalui THM, Perseroan memperkuat in the characteristics of Jasa Marga Roadsters. Through
budaya keberlanjutan dan meningkatkan kualitas layanan THM, the Company strengthened its sustainability culture
publik, sekaligus membangun lingkungan kerja yang lebih and enhanced public service quality, while also fostering a
178 adaptif dan harmonis. more adaptive and harmonious work environment.
Jasa Marga Impactful AKHLAK Program (JM ImAP) Tahun 2025
Jasa Marga Impactful AKHLAK Program (JM ImAP) 2025
Jasa Marga Impactful AKHLAK Program (JM ImAP) merupakan The Jasa Marga Impactful AKHLAK Program (JM ImAP)
wadah yang rutin diselenggarakan oleh Perseroan untuk was a platform regularly conducted by the Company
memastikan implementasi Tata Nilai AKHLAK (Amanah, to ensure that the implementation of the AKHLAK Core
Kompeten, Harmonis, Loyal, Kolaboratif) berlangsung Values (Trustworthy, Competent, Harmonious, Loyal,
secara konsisten, terukur, dan berdampak nyata di seluruh Collaborative) was carried out consistently, measurably,
Jasa Marga Group. Dalam konteks sustainability, program and with tangible impact across the Jasa Marga Group. In
ini memperkuat dimensi Social melalui peningkatan the context of sustainability, this program strengthened
keterlibatan dan kolaborasi karyawan, sekaligus the Social dimension through increased employee
memperkuat dimensi Governance melalui evaluasi budaya engagement and collaboration, while also reinforcing
yang lebih sistematis dan akuntabel. the Governance dimension through more systematic and
accountable culture evaluation.
Di tahun 2025, penambahan kategori Obligatory Culture juga In 2025, the introduction of the Obligatory Culture category
memperkuat dimensi Environmental karena mendorong further strengthened the Environmental dimension
lahirnya inisiatif praktik keberlanjutan lingkungan sebagai by encouraging the emergence of environmental
budaya wajib yang terintegrasi dalam proses kerja, sustainability practices as mandatory behaviors integrated
seperti pengelolaan sampah dan efisiensi energi. Dengan into work processes, such as waste management and
partisipasi 75 tim budaya dalam ImAP Tahun 2025 dan 15 energy efficiency. With the participation of 75 culture
tim khusus pada kategori Obligatory Culture, JM ImAP 2025 teams in the 2025 ImAP and 15 dedicated teams under the
menunjukkan komitmen Perseroan dalam menjadikan Obligatory Culture category, JM ImAP 2025 demonstrated
budaya sebagai fondasi kerja yang akuntabel, inklusif, dan the Company’s commitment to embedding culture as
berorientasi dampak jangka panjang. a foundation for accountable, inclusive, and long-term
impact-oriented performance.
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Berikut merupakan 3 (tiga) pemenang dari kategori Below are the three winners of the Obligatory Culture
Obligatory Culture JM ImAP Tahun 2025: category in the JM ImAP 2025 Program:
• PT Jasamarga Pandaan Malang - Tim Si Jali, menginisiasi • PT Jasamarga Pandaan Malang – Team Si Jali, initiated
program “Sinergi Kewilayahan dalam Pengelolaan the program “Sinergi Kewilayahan dalam Pengelolaan
Sampah” sebagai upaya pengelolaan sampah Sampah” as an integrated waste management effort
terpadu yang tidak hanya menata isu lingkungan that not only addressed environmental issues in the
di wilayah sekitar, tetapi juga mengubah sampah surrounding area but also transformed waste into
menjadi produk bernilai guna dan ekonomi. Program value-added and economically beneficial products.
ini menonjol karena memperkuat kolaborasi sosial This program stood out for strengthening social
dengan melibatkan peran aktif masyarakat dan mitra collaboration by actively involving local communities
lokal, termasuk Desa Banjararum, SMKN 6 Malang, dan and partners, including Banjararum Village, SMKN
komunitas Tempe Sabar (Tempat Pemilahan Sampah 6 Malang, and the Tempe Sabar (Tempat Pemilahan
Barokah), sehingga menghadirkan dampak sosial di Sampah Barokah) community, thereby creating social
level kewilayahan. impact at the regional level.
• Human Capital Development Group - Tim Kang • Human Capital Development Group – Team Kang
Bakso, dengan program “Bakso Urat”, sebuah inisiatif Bakso, implemented the “Bakso Urat” program, a
sosial yang memanfaatkan barang layak pakai yang social initiative that repurposed usable but no longer
sudah tidak digunakan untuk kemudian disalurkan utilized items and distributed them to communities in
kepada masyarakat yang membutuhkan. Program need. This program demonstrated the AKHLAK culture
ini memperlihatkan wujud budaya AKHLAK yang in action through structured social care, while also
berdampak melalui kepedulian sosial yang terstruktur, reinforcing sustainability principles by adopting the
sekaligus menguatkan prinsip keberlanjutan dengan 3R approach (Reduce, Reuse, Recycle) as part of more 179
mengadopsi pendekatan 3R (Reduce, Reuse, Recycle) responsible practices.
sebagai bagian dari praktik yang lebih bertanggung
jawab.
• Jasa Marga Regional Metropolitan Tollroad - Tim • Jasa Marga Regional Metropolitan Tollroad – Team
Cilllitan, mengembangkan program “Si Pitung (Selalu Cilllitan, developed the “Si Pitung (Selalu Siyap Pantau
Siyap Pantau Intensitas Listrik Untuk Keberlanjutan Intensitas Listrik Untuk Keberlanjutan Lingkungan)”
Lingkungan)” yang berfokus pada pembentukan program, which focused on building an energy-saving
budaya hemat energi melalui pemantauan intensitas culture through electricity intensity monitoring.
listrik. Inisiatif ini mendorong disiplin operasional This initiative promoted more efficient operational
yang lebih efisien, membantu menekan biaya, dan discipline, helped reduce costs, and contributed to
berkontribusi pada pengurangan jejak karbon, lowering the carbon footprint, thereby strengthening
sehingga memperkuat praktik tata kelola internal yang internal governance practices aligned with the
selaras dengan agenda keberlanjutan Perusahaan. Company’s sustainability agenda.
Gambar/Image:
Tingkatkan Efektivitas Implementasi Tata Nilai AKHLAK, Jasa Marga Selenggarakan Lomba Jasa Marga Impactuf AKHLAK Program (JM ImAP)
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BOD Message
Untuk memperkuat hubungan antara manajemen dengan To strengthen the relationship between management and
karyawan, Perseroan secara berkala menyusun Board of employees, the Company periodically prepared Board of
Directors (BOD) Message untuk mengkomunikasikan dan Directors (BOD) Messages to communicate and provide
memberikan pemahaman terkait visi, misi & isu strategis understanding of the Company’s vision, mission, and
Perusahaan, memotivasi serta mendorong semangat strategic issues, as well as to motivate and encourage
kerja karyawan dalam membangun kepercayaan dan employees’ work spirit in building trust and strengthening
memperkuat budaya Perusahaan. the corporate culture.
BOD Message menjadi salah satu bentuk komunikasi The BOD Message served as one form of internal
internal yang memperkuat transparansi, konsistensi arah, communication that reinforced transparency, consistency
dan akuntabilitas kepemimpinan, sehingga mendukung of direction, and leadership accountability, thereby
pengambilan keputusan serta pelaksanaan strategi supporting decision-making and the implementation of
jangka panjang. BOD Message juga turut berkontribusi long-term strategies. It also contributed to strengthening
pada penguatan motivasi dan penciptaan iklim kerja yang motivation and fostering a more solid, collaborative,
lebih solid, kolaboratif dan adaptif. Sejumlah pesan kunci and adaptive work environment. Several key ESG-related
terkait dengan ESG Perseroan yang disampaikan oleh BOD messages delivered through the BOD Message included the
Message di antaranya sebagai berikut: following:
Tanggal Pesan Kunci
BOD Message
Date Key Message
180
18 Februari 2025 CEO Message Mengakselerasi inovasi inklusif untuk mendorong efisiensi,
“Jasa Marga Bertekad untuk Meningkatkan profitabilitas, dan kinerja keberlanjutan Perusahaan.
Inovasi Inklusif untuk Efisiensi, Profitabilitas, dan
Keberlanjutan”
February 18, 2025 CEO Message Accelerating inclusive innovation to drive the Company’s
“Jasa Marga is Committed to Improving efficiency, profitability, and sustainability performance.
Performance
and Encouraging Sustainable Growth”
1 Maret 2025 CEO Message Menegaskan bahwa peran Jasa Marga berkomitmen berkontribusi
“Memperingati Hari Ulang Tahun (HUT) Ke-47 Jasa memberikan layanan prima yang berkesinambungan dan
Marga” berdampak bagi bangsa.
March 01, 2025
CEO Message Reaffirming Jasa Marga’s commitment to contributing by
“Commemorating Jasa Marga’s 47th Anniversary” delivering excellent, sustainable, and impactful services for the
nation.
20 Maret 2025 COO Message Memastikan keandalan layanan operasional saat puncak arus
“Tetap Siaga dalam Mengantisipasi Lonjakan Lalu untuk memberikan aspek aman, selamat dan keberlanjutan
Lintas pada Idul Fitri 1446H” layanan.
March 20, 2025 CEO Message Ensuring the reliability of operational services during peak traffic
“Maintaining Alertness in Anticipating Traffic periods to deliver safety, security, and service sustainability.
Surge during Eid al-Fitr 1446H”
21 April 2025 CFRO Message Mendorong budaya kerja yang inklusif, adil, dan harmonis
“Semangat Juang Kartini dalam Rangka sebagai fondasi keberlanjutan sosial di lingkungan kerja.
Memperingati Hari Kartini Tahun 2025”
April 21, 2025 CFRO Message
“The Fighting Spirit of Kartini in Commemoration Promoting an inclusive, fair, and harmonious work culture as
of Kartini Day 2025” the foundation of social sustainability in the workplace.
20 Mei 2025 CEO Message Memberikan pemahaman dalam memberikan kontribusi nyata
“Memperingati Hari Kebangkitan Nasional Ke-117” untuk memanfaatkan inovasi digital guna menghadapi tantangan
May 20, 2025 CEO Message kedepan.
“Commemorating the 117th National Awakening Providing understanding on making tangible contributions
Day” through the utilization of digital innovation to address future
challenges.
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Tanggal Pesan Kunci
BOD Message
Date Key Message
5 Juni 2025 CBDO Message Menguatkan komitmen perlindungan lingkungan melalui
“Tetap Menjaga Kelestarian Alam dalam Rangka efisiensi energi, pengurangan emisi, pelestarian lingkungan dan
Memperingati Hari Lingkungan Hidup Sedunia pengelolaan limbah yang baik.
Tahun 2025”
June 05, 2025 CBDO Message Strengthening the commitment to environmental protection
“Continuing to Preserve the Environment in through energy efficiency, emission reduction, environmental
Commemoration of World Environment Day 2025” conservation, and proper waste management.
13 Juni 2025 CEO Message Memperkuat tata kelola terintegrasi, manajemen risiko, dan
“Jasa Marga Berkomitmen Meningkatkan Tata berintegritas sebagai mendorong kinerja berkelanjutan.
Kelola Terintegrasi untuk Mendorong Peningkatan
Kinerja Berkelanjutan”
June 13, 2025 CEO Message Strengthening integrated governance, risk management, and
“Jasa Marga was committed to strengthening integrity to drive sustainable performance.
integrated governance to drive sustainable
performance improvement”
17 Agustus 2025 CEO Message Mendorong Perusahaan untuk tetap bergerak maju secara
“HUT ke-80 Kemerdekaan Republik Indonesia progresif dan berkelanjutan.
Tahun 2025”
August 17, 2025
CEO Message Encouraging the Company to continue moving forward in a
“Commemorating the 80th Anniversary of the progressive and sustainable manner.
Independence of the Republic of Indonesia in
2025” 181
28 Oktober 2025 CEO Message Menumbuhkan semangat dalam berkontribusi kepada Bangsa
“Memperingati Hari Sumpah Pemuda Tahun 2025” untuk tetap bersinergi dan berkolaborasi dengan melakukan
inovasi.
October 28, 2025 CEO Message Fostering a spirit of contribution to the nation by continuously
“Commemorating Youth Pledge Day 2025” strengthening synergy and collaboration through innovation.
20 November CEO Message Mengokohkan budaya kerja untuk menjawab tantangan bisnis,
2025 “Roadster Bergerak dengan Makna Sepenuh Hati” mendorong nilai keberlanjutan dan meningkatkan kepercayaan
pelanggan.
November 20, CEO Message
2025 “Roadsters Move with Meaning and Wholehearted Strengthening the work culture to address business challenges,
Commitment” promote sustainability values, and enhance customer trust.
Perseroan juga telah memiliki Tagline ESG yang mencerminkan The Company had also established an ESG tagline that
komitmen keberlanjutan yang tertuang pada Keputusan reflected its sustainability commitment, as stipulated in
Direksi No 195/KPTS/2024 tentang Pedoman Kebijakan Board of Directors Decree No. 195/KPTS/2024 concerning the
Keberlanjutan. Sustainability Policy Guidelines.
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About Report Sustainability Strategy Sustainability Performance Highlight
Filosofi Tagline
Tagline Philosophy
Daun melambangkan komitmen Warna hijau gradasi Tipografi “JASAMARGA”
terhadap lingkungan hidup, menyimbolkan pertumbuhan, yang kokoh dan modern
menggambarkan upaya Jasa harapan, dan kesinambungan, mencerminkan inovasi dan
Marga dalam menjaga ekosistem menekankan bahwa kekuatan infrastruktur,
dan menerapkan prinsip ramah perusahaan terus berkembang yang tetap selaras dengan
lingkungan dalam pengelolaan secara berkelanjutan. nilai keberlanjutan.
jalan tol.
The green gradient color The bold and modern
The leaf symbolizes the symbolizes growth, hope, typography “JASAMARGA”
commitment to environmental and continuity, emphasizing reflects innovation and
stewardship, reflecting Jasa that the Company continues infrastructure strength,
Marga’s efforts to preserve to develop in a sustainable while remaining aligned
ecosystems and implement manner. with sustainability values.
environmentally friendly
principles in toll road
management.
182 Latar Belakang
Background
Jasa Marga berkomitmen untuk mengintegrasikan Penerapan prinsip–prinsip ESG Perusahaan yang
praktik-praktik berkelanjutan dalam semua aspek dilakukan, juga sejalan dan mendukung implementasi
operasional dan pengembangan Perusahaan, yang Tujuan Pembangunan Berkelanjutan/Sustainable
sejalan dengan prinsip-prinsip ESG Development Goals (SDG’s)
Jasa Marga was committed to integrating sustainable The implementation of the Company’s ESG principles
practices across all aspects of its operations and was also aligned with and supportive of the Sustainable
corporate development, in alignment with Environmental, Development Goals (SDGs).
Social, and Governance (ESG) principles.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Jasa Marga digambarkan Tagline Mengedepankan filosofi
sebagai perusahaan yang #sustainablejasamarga bahwa jalan tol bukan
bukan hanya membangun memperkuat kampanye hanya jalur transportasi,
jalan-jalan fisik, tetapi publik bahwa ini bukan tapi juga koridor ekologi
juga jalan menuju masa sekadar program, tapi dan sosial
depan berkelanjutan identitas dan arah baru
perusahaan.
Jasa Marga was portrayed Emphasizing the
as a company that not Jasa Marga was portrayed philosophy that toll
only builds physical as a company that not only roads are not merely
roads, but also paves the builds physical roads, but transportation corridors,
way toward a sustainable also paves the way toward a but also ecological and
future. sustainable future. social corridors.
Komitmen Keberlanjutan 183
Sustainability Commitment
ENVIRONMENTAL
Melindungi lingkungan melalui pengelolaan sumber daya Protecting the environment through responsible management
alam yang bertanggungjawab dan pengurangan dampak of natural resources and reducing environmental impacts in
lingkungan dalam operasional. operations.
SOCIAL
Mendorong kesejahteraan masyarakat dengan inisiatif sosial Supporting community welfare through social initiatives such
seperti pemberdayaan lokal, pendidikan, dan kesehatan. as local empowerment, education, and healthcare.
GOVERNANCE
Memastikan tata kelola perusahaan yang transparan etis Ensuring transparent, ethical, and sustainable corporate
dan berkesinambungan dengan fokus pada integritas dan governance with a focus on integrity and accountability.
akuntabilitas.
E S G
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Kinerja Ekonomi
Economic Performance
Perbandingan Target dan Kinerja Comparison of Targets and Performance
Produksi, Portofolio, Target Pembiayaan, in Production, Portfolio, Financing or
atau Investasi, Pendapatan Investment Targets, Revenue, Profit, and
dan Laba Rugi [OJK F.2, IFRS S1-METRIC AND TARGET, Loss [OJK F.2, IFRS S1-METRIC AND TARGET, IFRS S2-METRIC
IFRS S2-METRIC AND TARGET] AND TARGET]
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi, Pendapatan
dan Laba Rugi Tahun 2023-2025
Economic Performance: Comparison between Target and Performance for Production and Finance Between 2023-2025
2025 2024 2023
Pencapaian Pencapaian Pencapaian
Target Realisasi Target Realisasi Target Realisasi
Realisasi Realisasi Realisasi
(Dalam (Dalam (Dalam (Dalam (Dalam (Dalam
Uraian terhadap terhadap terhadap
Miliar Miliar Miliar Miliar Miliar Miliar
Description Target Target Target
Rupiah) Rupiah) Rupiah) Rupiah) Rupiah) Rupiah)
Realization Realization Realization
Target Realization Target Realization Target Realization
Achievement Achievement Achievement
(in IDR (in IDR (in IDR (in IDR (in IDR (in IDR
Toward Target Toward Target Toward Target
billion) billion) billion) billion) billion) billion)
(%) (%) (%)
184
Pendapatan
32.949 29.890 90,72 28.024 31.756* 113,32* 29.221 24.807* 72,95
Revenue
Laba Tahun
Berjalan
yang Dapat
Diatribusikan
kepada Pemilik
3.525 3.660 103,81 2.778 4.533* 163,17* 1.506 6.793 451,06
Entitas Induk
Profit for the
Year Attributable
to Owners of the
Parent Entity
Investasi atau
Belanja Modal
Investment 18.599 13.582 73,02 16.375 17.617* 107,58* 22.468 12.128 53,98
or Capital
Expenditures
Keterangan/Information:
*)Disajikan kembali/Re-presented
Fundamental bisnis yang kuat menjadi komitmen Perseroan A strong business foundation constituted the Company’s
dalam memberikan nilai tambah bagi pemegang saham, commitment to delivering added value to shareholders,
investor, serta seluruh pemangku kepentingan. Dalam investors, and all stakeholders. In toll road operations,
pengoperasian jalan tol, Pada tahun 2025 Perseroan telah in 2025 the Company implemented tariff adjustments on
melakukan penyesuaian tarif pada beberapa ruas meliputi: several sections, including Manado–Bitung, Bogor Outer Ring
Manado – Bitung, Bogor Outer Ring Road, Semarang ABC, Road, Semarang ABC, Kunciran–Serpong, Pandaan–Malang,
Kunciran – Serpong, Pandaan – Malang, dan Gempol - and Gempol–Pasuruan. In 2025, the Company realized the
Pasuruan. Pada tahun 2025, Perseroan merealisasikan operation of toll roads spanning 1,294 km, representing
pengelolaan jalan tol sepanjang 1.294 km atau 96,28% dari 96.28% of the established 2025 target of 1,344 km. Meanwhile,
target yang telah ditetapkan untuk tahun 2025 yaitu 1.344 km. the Company realized toll road concession management of
Sementara itu, Perseroan telah merealisasikan pengelolaan 1,736 km, or 100% of the established concession target. The
konsensi jalan tol sepanjang 1.736 km atau 100% dari target achievement of toll road concession targets is presented in
konsensi jalan tol yang ditetapkan. Pencapaian target konsesi the following table.
jalan tol telah disampaikan pada tabel berikut.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Perbandingan Target Konsesi Jalan Tol Tahun 2023-2025
Economic Performance: Comparison between Target and Performance for 2023-2025
2025 2024 2023
Pencapaian Pencapaian Pencapaian
Realisasi Realisasi Realisasi
Uraian terhadap terhadap terhadap
Target Realisasi Target Realisasi Target Realisasi
Description Target Target Target
Target Realization Target Realization Target Realization
Realization Realization Realization
(km) (km) (km) (km) (km) (km)
Achievement Achievement Achievement
Toward Target Toward Target Toward Target
(%) (%) (%)
Panjang Jalan Tol
Beroperasi
1.344 1.294 96,27 1.317 1.286 97,65 1.264 1.264 100
Length of Operating
Toll Road
Hak Konsesi Jalan Tol
Tol Consensus Right 1.736 1.736 100 1.829 1.736 94,92 1.602 1.736 108,36
of Toll Road
Perbandingan Target dan Kinerja Comparison of Portfolio Targets and
Portofolio, Target Pembiayaan, atau Performance, Financing Targets, or
Investasi Pada Instrumen Keuangan Investments in Financial Instruments
atau Proyek yang Sejalan dengan or Projects Aligned with Sustainable
Pembangunan Berkelanjutan [OJK F.3, IFRS S1- Finance [OJK F.3, IFRS S1-METRIC AND TARGET, IFRS S2-
METRIC AND TARGET, IFRS S2-METRIC AND TARGET] METRIC AND TARGET] 185
Pelaksanaan proyek yang sejalan dengan keberlanjutan The implementation of sustainability-aligned projects
mengacu pada Peraturan OJK No. 60/POJK.04/2017 tentang referred to Financial Services Authority (OJK) Regulation No.
Penerbitan dan Persyaratan Efek Bersifat Utang Berwawasan 60/POJK.04/2017 concerning the Issuance and Requirements
Lingkungan (Green Bond), di dalam POJK pada Pasal 4 of Environmentally Friendly Debt Securities (Green Bonds), in
menjelaskan 11 Kegiatan Usaha Berwawasan Lingkungan which Article 4 outlines 11 Green Eligible Business Activities
(KUBL), yang salah satunya terkait dengan pengembangan (KUBL), including the development of environmentally friendly
infrastruktur yang ramah lingkungan, seperti jalan tol dengan infrastructure such as sustainable toll roads. Since 2020, Jasa
aspek keberlanjutan. Sejak tahun 2020, Jasa Marga telah Marga had participated in the development of the Green Toll
berpartisipasi dalam pengembangan Rating Tools Green Toll Road Indonesia (GTRI) Rating Tool by actively providing inputs
Road Indonesia dengan berperan aktif untuk memberikan to the Green Product Council Indonesia (GPCI), a non-profit
masukan kepada Green Product Council Indonesia (GPCI), organization under the Global Ecolabel Network (GEN), as the
organisasi nirlaba di bawah naungan Global Ecolabel Network certification body for Green Toll Road Indonesia (GTRI), an
(GEN), sebagai lembaga sertifikasi Green Toll Road Indonesia initiative aimed at assessing and developing environmentally
(GTRI). GTRI adalah sebuah inisiatif yang bertujuan untuk friendly toll roads in Indonesia, with the latest addendum
menilai dan mengembangkan jalan tol yang ramah lingkungan conducted in 2024 through the development of the GTRI Rating
di Indonesia. Addendum Rating Tool terakhir dilakukan pada Tool Category Existing – Version 1.2, involving stakeholders
tahun 2024 dengan melakukan pengembangan terhadap such as the Toll Road Regulatory Agency, Toll Road Business
Rating Tool GTRI Kategori Existing – Versi 1.2. Proses Entities, contractors, and environmental practitioners, and
pengembangan ini melibatkan pemangku kepentingan lain agreed upon through a national consensus, and as of the
dalam pembangunan jalan tol di Indonesia, seperti Badan end of December 2025, the Company had obtained Green Toll
Pengatur Jalan Tol, para Badan Usaha Jalan Tol, para kontraktor Road Indonesia certification for 4 (four) toll roads under its
dan praktisi lingkungan serta disepakati bersama dalam suatu management.
konsensus nasional. Sampai dengan akhir Desember 2025,
Perseroan telah memiliki sertifikasi Green Toll Road Indonesia
untuk 4 (empat) jalan tol yang dikelolanya, yaitu:
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About Report Sustainability Strategy Sustainability Performance Highlight
1. Jalan Tol Pandaan - Malang dengan level “Gold” yang 1. Jalan Tol Pandaan - Malang dengan level “Gold” yang
dikelola oleh PT Jasamarga Pandaan Malang, dikelola oleh PT Jasamarga Pandaan Malang,
2. Jalan Tol Gempol - Pandaan dengan level “Gold” yang 2. Jalan Tol Gempol - Pandaan dengan level “Gold” yang
dikelola oleh PT Jasamarga Pandaan Tol, dikelola oleh PT Jasamarga Pandaan Tol,
3. Jalan Tol Bali Mandara dengan level “Gold” yang dikelola 3. Jalan Tol Bali Mandara dengan level “Gold” yang dikelola
oleh PT Jasamarga Bali Tol, dan oleh PT Jasamarga Bali Tol, dan
4. Jalan Tol Kunciran - Serpong dengan level “Gold” yang 4. Jalan Tol Kunciran - Serpong dengan level “Gold” yang
dikelola oleh PT Marga Trans Nusantara. dikelola oleh PT Marga Trans Nusantara.
Selain itu, dalam menjalankan kegiatan usahanya, Perseroan Selain itu, dalam menjalankan kegiatan usahanya, Perseroan
terus mendukung pencapaian Tujuan Pembangunan terus mendukung pencapaian Tujuan Pembangunan
Berkelanjutan melalui Program Tanggung Jawab Sosial dan Berkelanjutan melalui Program Tanggung Jawab Sosial dan
Lingkungan (TJSL). Program TJSL ini diharapkan mampu Lingkungan (TJSL). Program TJSL ini diharapkan mampu
memberikan kontribusi positif bagi peningkatan ekonomi memberikan kontribusi positif bagi peningkatan ekonomi
masyarakat, salah satunya melalui Program Pendanaan Usaha masyarakat, salah satunya melalui Program Pendanaan Usaha
Mikro dan Kecil (PUMK). Program tersebut dirancang untuk Mikro dan Kecil (PUMK). Program tersebut dirancang untuk
mendorong tumbuhnya Usaha Mikro dan Kecil (UMK) dengan mendorong tumbuhnya Usaha Mikro dan Kecil (UMK) dengan
menyediakan pendanaan sebagai modal awal bagi para menyediakan pendanaan sebagai modal awal bagi para
pelaku UMK melalui kerja sama dengan lembaga penyalur pelaku UMK melalui kerja sama dengan lembaga penyalur
pinjaman yang kredibel dan tepercaya. pinjaman yang kredibel dan tepercaya.
Dana PUMK diberikan kepada UMK yang menjadi Mitra Binaan Dana PUMK diberikan kepada UMK yang menjadi Mitra Binaan
Jasa Marga maupun UMK yang memenuhi kriteria sesuai Surat Jasa Marga maupun UMK yang memenuhi kriteria sesuai Surat
Keputusan Direksi PT Jasa Marga (Persero) Tbk Nomor 30/ Keputusan Direksi PT Jasa Marga (Persero) Tbk Nomor 30/
186 KPTS/2023 tentang TJSL. Sepanjang tahun 2025, Perseroan KPTS/2023 tentang TJSL. Sepanjang tahun 2025, Perseroan
berhasil mencapai target penyaluran dana PUMK dengan berhasil mencapai target penyaluran dana PUMK dengan
realisasi sebesar Rp3 miliar. realisasi sebesar Rp3 miliar.
Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen Keuangan atau Proyek yang
Sejalan dengan Pembangunan Berkelanjutan Tahun 2023-2025
Comparison of Portfolio Targets and Performance, Financing Targets, or Investments in Financial
Instruments or Projects Aligned with Sustainable Finance
2025 2024 2023
Pencapaian Pencapaian Pencapaian
Realisasi Realisasi Realisasi
Uraian Satuan terhadap terhadap terhadap
Target Realisasi Target Realisasi Target Realisasi
Description Unit Target Target Target
Target Realization Target Realization Target Realization
Achievement Achievement Achievement
(km) (km) (km) (km) (km) (km)
of Realization of Realization of Realization
Toward Target Toward Target Toward Target
(%) (%) (%)
Pendanaan
Usaha Mikro
dan Usaha Kecil Dalam Miliar
(PUMK) rupiah 3 3 100% 5 12 240% 55 55 100%
Micro and In IDR billion
Small Business
Funding (PUMK)
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
2025 2024 2023
Pencapaian Pencapaian Pencapaian
Realisasi Realisasi Realisasi
Uraian Satuan terhadap terhadap terhadap
Target Realisasi Target Realisasi Target Realisasi
Description Unit Target Target Target
Target Realization Target Realization Target Realization
Achievement Achievement Achievement
(km) (km) (km) (km) (km) (km)
of Realization of Realization of Realization
Toward Target Toward Target Toward Target
(%) (%) (%)
Proyek yang Sejalan dengan Keberlanjutan / Projects in Line with Sustainability
Jumlah Tol
Bersertifikat
Green Toll Road
Indonesia
Number of Unit Tol
4 4 100% 3 3 100% 3 3 100%
Green Toll Toll Units
Road Indonesia
Certified Toll
Roads (toll
units)
Penggunaan
Daya pada
Stasiun
Pengisian
Kendaraan
Listrik Umum
kWh -* 1.341.053,35 - 605.208,61 582.370,55 96,23% -* 96.609 -
(SPKLU)
Power Usage at
Public Electric
Vehicle Charging
Stations (SPKLU)
(kWh) 187
Penggunaan
Pembangkit
Listrik Tenaga
Surya (PLTS) Ruas tol
Atap Toll road -* 1 - -* 1 - -* 1 -
Use of Rooftop section
Solar Power
Plants (PLTS) (toll
road/rest area)
Kantor Pusat
dan Regional
Head Office -* 5 - -* 7 - -* 4 -
and Regional
Office
Keterangan / Note:
*) Target disesuaikan dengan kebutuhan Perseroan
Targets were adjusted in accordance with the Company’s requirements.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Nilai Ekonomi Langsung yang Dihasilkan Direct Economic Value Generated and
dan Didistribusikan [GRI 201-1] Distributed [GRI 201-1]
Nilai ekonomi langsung yang dihasilkan merupakan The direct economic value generated represents the total
representasi dari keseluruhan pendapatan yang diperoleh revenue earned by the Company through its business
Perseroan melalui aktivitas bisnis yang dijalankannya. Adapun activities. The economic value distributed refers to various
nilai ekonomi yang didistribusikan merujuk pada berbagai expenditures allocated as the Company’s contribution in
pengeluaran yang dialokasikan sebagai bentuk kontribusi supporting economic growth and improving the welfare of
Perseroan dalam mendukung pertumbuhan ekonomi serta stakeholders, including salary payments, taxes, dividends,
peningkatan kesejahteraan para pemangku kepentingan, obligations to suppliers, and the distribution of funds to
antara lain melalui pembayaran gaji, pajak, dividen, communities as part of the implementation of Corporate
kewajiban kepada pemasok, serta penyaluran dana kepada Social and Environmental Responsibility (TJSL). The disclosure
masyarakat sebagai bagian dari pelaksanaan Tanggung Jawab of such economic value distribution demonstrates the
Sosial dan Lingkungan (TJSL). Pengungkapan atas distribusi extent to which the organization channels its capital to key
nilai ekonomi tersebut menunjukkan sejauh mana organisasi stakeholder groups, including the economic value received by
menyalurkan modal yang dimilikinya kepada kelompok society from the Company’s operations.
pemangku kepentingan utama, termasuk nilai ekonomi yang
diterima oleh masyarakat dari keberadaan organisasi.
Informasi mengenai nilai ekonomi yang dihasilkan dan Information on the economic value generated and
didistribusikan organisasi kepada pemangku kepentingannya distributed by the organization to its stakeholders provides
dapat mengungkapkan indikasi dasar tentang cara organisasi a fundamental indication of how the organization delivers
menghasilkan imbal hasil dari kegiatan usahanya untuk para returns from its business activities to its stakeholders. Jasa
pemangku kepentingannya. Para pemangku kepentingan Jasa Marga’s stakeholders receiving economic value distribution
188 Marga yang memperoleh distribusi nilai ekonomi meliputi 6 include six (6) groups, namely:
(enam) kelompok, yaitu:
1. Pemasok, yang menerima pembayaran untuk pengadaan 1. Suppliers, who receive payments for goods and services
barang dan jasa; termasuk kreditur yang memberikan procurement, including creditors providing financial loan
layanan pinjaman keuangan. services;
2. Karyawan, sebagai penerima gaji dan tunjangan. 2. Employees, as recipients of salaries and benefits;
3. Pemegang saham sebagai penerima dividen. 3. Shareholders, as recipients of dividends;
4. Pemerintah sebagai penerima pajak dan retribusi. 4. Government, as recipients of taxes and levies;
5. Masyarakat khususnya di sekitar lokasi operasi sebagai 5. Communities, particularly those around operational
penerima manfaat tanggung jawab sosial perusahaan. areas, as beneficiaries of corporate social responsibility
programs; and
6. Pelanggan sebagai penerima manfaat produk dan layanan 6. Customers, as beneficiaries of the Company’s toll road
jasa pengelolaan tol Perseroan. management products and services.
Nilai ekonomi langsung yang ditahan merupakan selisih The retained direct economic value represents the difference
antara nilai ekonomi yang dihasilkan dikurangi dengan between the economic value generated and the economic
nilai ekonomi yang didistribusikan, yang digunakan untuk value distributed, which is used to support the continuity and
mendukung kelangsungan dan pengembangan usaha Jasa development of Jasa Marga’s business.
Marga.
Nilai ekonomi yang dihasilkan dan didistribusikan Jasa Marga The economic value generated and distributed by Jasa Marga
disajikan pada tabel di bawah ini. is presented in the table below.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Tabel Nilai Ekonomi yang Dihasilkan dan Didistribusikan
Table of Economic Value Generated and Distributed
(Dalam Miliar Rupiah / in IDR Billion)
Uraian
2025 2024* 2023*
Description
Nilai Ekonomi yang Dihasilkan
Economic Value Generated
Pendapatan Tol
18.153 17.222 13.948
Toll Revenue
Pendapatan Usaha Lainnya
1.657 1.512 1.618
Other Business Revenue
Pendapatan Konstruksi
10.079 13.022 5.573
Construction Revenue
Penghasilan Keuangan
297 268 256
Financial Revenue
Penghasilan Lain-lain
251 261 150
Other Revenues
Keuntungan dari Pelaporan Investasi
- - -
Profit From Investment Report
Keuntungan dari Nilai Wajar Investasi Asosiasi
- 186 4.017
Gain on the fair value of the associate’s investments
Kerugian dari Nilai Wajar Investasi Jangka Pendek
- (144) (964)
Losses from the fair value of short-term investments
Keuntungan dari pembelian dengan diskon
- 176 1.059
Gain on bargain purchase
Bagian atas laba neto entitas asosiasi dan ventura bersama
Share of net profits of associates and joint ventures
311 282 200 189
Jumlah Nilai Ekonomi Dihasilkan
30.748 32.785 25.857
Total of Distributed economic
Nilai Ekonomi yang Didistribusikan
Distributed Economic Value
Beban tol dan usaha lainnya (termasuk pembayaran kepada pemasok
8.082 7.495 6.643
Toll and other operating expenses (including payments to suppliers)
Beban konstruksi (termasuk pembayaran kepada pemasok)
10.021 12.950 5.717
Construction expenses (including payments to suppliers)
Beban umum dan administrasi (termasuk gaji dan tunjangan bagi karyawan.
serta biaya TJSL)
2.482 2.334 2.008
General and administrative expenses (including employee salaries and
benefits, as well as TJSL expenses)
Biaya keuangan (pembayaran kepada kreditur)
3.603 4.026 3.596
Finance costs (payments to creditors)
Bagian atas rugi neto entitas asosiasi dan ventura bersama
161 649 -
Share of net losses of associates and joint ventures
Pembayaran dividen (kepada pemilik entitas induk dan kepentingan non
pengendali)
1.772 425 555
Dividend payments (to owners of the parent entity and non-controlling
interests)
Pembayaran kepada Pemerintah (pajak penghasilan dan pajak atas
penghasilan keuangan) 2.536 1.253 1.297
Payments to the Government (income tax and tax on financial income)
Jumlah Nilai Ekonomi Langsung Didistribusikan
28.657 29.132 19.186
Total Direct Economic Value Distributed
Nilai Ekonomi yang Ditahan
Retained Economic Value
Nilai Ekonomi Langsung yang Ditahan
2.302 4.302 6.041
Retained Direct Economic Value
Keterangan/Information:
*)Disajikan kembali/Re-presented
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About Report Sustainability Strategy Sustainability Performance Highlight
Kewajiban Program Pensiun Manfaat Pasti Obligations of Defined Benefit Pension
dan Program Pensiun Lainnya [GRI 201-3] Programs and Other Pension Programs
[GRI 201-3]
Untuk meningkatkan kesejahteraan karyawan setelah masa To improve employee welfare after retirement, Jasa Marga
kerja berakhir, Jasa Marga menyediakan berbagai manfaat provided various post-employment benefits for employees
bagi karyawan yang memasuki usia pensiun. Program entering retirement age, consisting of mandatory and internal
pascakerja tersebut terdiri atas dua jenis, yaitu program programs. The mandatory pension program was implemented
yang bersifat wajib (mandatory) dan program internal. in accordance with Law No. 40 of 2004 on the National Social
Program pasca kerja yang diberikan kepada karyawan terbagi Security System as amended by Law No. 4 of 2023 on the
menjadi 2 (dua) yaitu yang bersifat mandatory dan internal. Development and Strengthening of the Financial Sector,
Program pensiun yang bersifat mandatory sesuai Undang- Law No. 6 of 2023 concerning the Stipulation of Government
Undang Nomor 40 Tahun 2004 tentang Sistem Jaminan Sosial Regulation in Lieu of Law No. 2 of 2022 on Job Creation to
Nasional sebagaimana telah diubah dengan Undang-Undang become Law, Government Regulation No. 45 of 2015 on Pension
Nomor 4 Tahun 2023 tentang Pengembangan dan Penguatan Benefits, and Government Regulation No. 46 of 2015 on the
Sektor Keuangan serta Undang-Undang Nomor 6 Tahun 2023 Implementation of the Old-Age Security Program as amended
tentang Penetapan Peraturan Pemerintah Pengganti Undang- by Government Regulation No. 60 of 2015, namely the Old-Age
Undang Nomor 2 Tahun 2022 tentang Cipta Kerja menjadi Security Program and the Pension Security Program.
Undang-Undang, Peraturan Pemerintah Nomor 45 Tahun 2015
tentang Jaminan Pensiun dan Peraturan Pemerintah Nomor
46 Tahun 2015 tentang Penyelenggaraan Program Jaminan
Hari Tua sebagaimana diubah dengan Peraturan Pemerintah
Nomor 60 Tahun 2015 tentang Perubahan Atas Peraturan
Pemerintah Nomor 46 Tahun 2015 tentang Penyelenggaraan
190 Program Jaminan Hari Tua, yaitu Program Jaminan Hari Tua
dan Jaminan Pensiun.
Sedangkan yang bersifat internal dari Perseroan terdiri dari To improve employee welfare after retirement, Jasa Marga
Program Pensiun Manfaat Pasti (PPMP), Program Pensiun Iuran provided various post-employment benefits for employees
Pasti (PPIP), Program Purna Karya dan Jaminan Kesehatan entering retirement age, consisting of mandatory and internal
dari Perseroan. Program Pensiun Manfaat Pasti (PPMP) programs. The mandatory pension program was implemented
diselenggarakan oleh Dana Pensiun Jasa Marga (DPJM) yang in accordance with Law No. 40 of 2004 on the National Social
didirikan oleh Perseroan diikuti oleh karyawan yang mulai Security System as amended by Law No. 4 of 2023 on the
bekerja sebelum 1 Juli 2012, sementara PPIP diselenggarakan Development and Strengthening of the Financial Sector,
oleh Dana Pensiun Lembaga Keuangan (DPLK) Jiwasraya Law No. 6 of 2023 concerning the Stipulation of Government
dan diikuti oleh karyawan yang mulai bekerja di Perseroan Regulation in Lieu of Law No. 2 of 2022 on Job Creation to
sejak tanggal 1 Juli 2012. Sementara itu, Program Purna become Law, Government Regulation No. 45 of 2015 on Pension
Karya diberikan kepada karyawan dengan manfaat ketika Benefits, and Government Regulation No. 46 of 2015 on the
berhenti pada usia pensiun normal akan mendapat 24 x PhDA Implementation of the Old-Age Security Program as amended
(Penghasilan Dasar Asuransi), sedangkan karyawan yang by Government Regulation No. 60 of 2015, namely the Old-Age
berhenti sebelum usia pensiun normal akan mendapatkan Security Program and the Pension Security Program.
manfaat proporsional sesuai peraturan Perseroan. Program
Jaminan Kesehatan Pensiunan dan Keluarga diberikan dalam
bentuk fasilitas kesehatan yang diberikan Perseroan berupa
bantuan biaya untuk menjaga dan memelihara kesehatan
pensiunan beserta keluarganya. Perubahan kebijakan
mengenai program jaminan pensiun mengacu pada peraturan
perundang-undangan yang berlaku.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Program Jaminan Pensiun
Pension Guarantee Program
Jenis Skema
Program Pensiun (Wajib/Sukarela) Ketentuan
Pension Program Type of Scheme Terms
(Mandatory/Voluntary)
Program Pensiun Dana Pensiun Jasa Marga Sesuai dengan Aturan Perseroan
Manfaat Pasti (PPMP) (DPJM)
Defined Benefit Pension (PPMP) Jasa Marga Pension Fund (DPJM) According to the Company’s regulations.
Program Pensiun Dana Pensiun Lembaga Premi Iuran dan Pengembangannya.
Iuran Pasti (PPIP) Keuangan (DPLK) Jiwasraya
Fixed Contribution Pension Jiwasraya Financial Institution Premium contributions and their development.
Program (PPIP) Pension Fund (DPLK)
Program Purna Karya Program Purna Karya • Mendapatkan manfaat pasti sebesar 24 kali Penghasilan Dasar Asuransi
bagi karyawan Pensiun Normal, Meninggal dan Sakit/Cacat.
• Mendapatkan Manfaat pasti secara proporsional bagi karyawan yang
mengundurkan diri/pensiun dipercepat.
Purna Karya Program Purna Karya Program • Received a fixed benefit of 24 times the Basic Insurance Income for Normal
Retirement, Death, and Illness / Disability
• Received a proportional fixed benefit for employees who resign / retire early.
Program Jaminan Kesehatan Perseroan dan BPJS Mendapatkan Manfaat dari Perseroan sesuai aturan dalam SK Direksi No. 62/
Karyawan dan Keluarga KPTS/2023 Tentang Jaminan Pemeliharaan Kesehatan Karyawan dan Keluarga
Employee and Family Health The Company and BPJS Karyawan
Insurance Program Receiving Benefits from the Company in accordance with the regulations in
the Decree of the Board of Directors No. 62/KPTS/2023 Concerning Health Care
Guarantee for Employees and Employees’ Families
Jaminan Hari Tua BPJS Ketenagakerjaan Peraturan BPJS Ketenagakerjaan Nomor 3 Tahun 2020 tentang Mekanisme
191
Penetepan dan Distribusi Hasil Pengembangan Dana Jaminan Sosial Hari Tua.
Old Age Benefits BPJS Employment Social Regulation of BPJS Ketenagakerjaan Number 3 of 2020 concerning the
Security Mechanism for Determining and Distributing Returns on the Old-Age Social
Security Fund.
Jaminan Pensiun BPJS Ketenagakerjaan • Uang tunai dibayarkan sejak memasuki usia pensiun sesuai dengan
peraturan perundang-undangan
• Uang tunai bulanan yang diberikan kepada peserta (yang memenuhi iuran
minimum 15 tahun yang setara dengan 180 bulan) saat memasuki usia
pensiun sampai dengan meninggal dunia.
BPJS Employment Social • Cash paid since entering retirement age in accordance with statutory
Pension Benefits
Security regulations
• Monthly cash given to participants (who meet the minimum contribution of
15 years which is equivalent to 180 months) when entering retirement age
until death.
Tabel Jumlah Karyawan yang Diikutsertakan dalam Program Pensiun
Table of Number of Employees Enrolled in the Pension Program
(dalam orang / in person)
Program 2025 2024 2023
Program Pensiun Manfaat Pasti
1.306 1.435* 1.565
Defined Benefit Pension Program
Program Pensiun Iuran Pasti
455 418 386
Fixed Contribution Pension Program (PPIP)
Program Purna Karya
1.761 1.854 1.951
Purna Karya Program
Program Jaminan Kesehatan Karyawan dan Keluarga
6.047 6.745 7.230*
Healthcare Assurance Program for Employees and Family
Jaminan Hari Tua
1.761 1.854 1.951
Old Age Benefits
Jaminan Pensiun
1.761 1.854 1.951
Pension Benefits
*) Disajikan kembali / Re-presented
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Tabel Kewajiban Program Pensiun Manfaat Pasti dan Program Pensiun Lainnya
Obligations of Defined Benefit Pension Program and Other Pension Programs
Kenaikan
2025 2024 2023 (Penurunan)
(dalam Jutaan (dalam Jutaan (dalam Jutaan
Program Increase
Rupiah) Rupiah) Rupiah)
(in IDR million) (in IDR million) (in IDR million) (Decrease)
2024-2025
Program Pensiun Manfaat Pasti
16.873 17.539 18.503 -3,80%
Defined Benefit Pension Program
Program Pensiun Iuran Pasti
3.269 2.877 2.618 13,63%
Fixed Contribution Pension Program (PPIP)
Program Purna Karya
21.821 21.586 21.630 1,09%
Purna Karya Program
Program Jaminan Kesehatan Karyawan dan Keluarga
54.484 42.885 35.826 27,05%
Healthcare Assurance Program for Employees and Family
Jaminan Hari Tua
27.547 27.413 27.235 0,49%
Old Age Benefits
Jaminan Pensiun
6.896 6.873 6.880 0,33%
Pension Benefits
Total 130.890 119.173 112.692 5,75%
Tabel Persentase Kontribusi dalam Program Pensiun
192
Table of Contribution for Pension Program
Perihal 2025 2024 2023
Subject (%) (%) (%)
Karyawan
2 2 2
Employee
Pemberi Kerja (Perseroan)
4 4 4
Employer (Company)
Total 6 6 6
Tingkat Partisipasi Karyawan dalam Program Pensiun Berdasarkan Skema
Employee Participation Rate in Pension Program by Scheme
Tingkat Partisipasi
Program Pensiun Jenis Skema (Wajib/Sukarela)
Kepesertaan Karyawan (%)
Pension Program Type of Scheme (Mandatory/Voluntary)
Employee Participation Rate (%)
Program Pensiun Manfaat Pasti Wajib
3
Defined Benefit Pension Program Mandatory
Program Pensiun Lainnya Wajib
3
Other Pension Program Mandatory
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Bantuan Finansial dari Pemerintah [GRI 201-4] Government Financial Assistance [GRI 201-4]
Selama tahun 2025, Perseroan tidak menerima bantuan finansial Throughout 2025, the Company did not receive direct financial
secara langsung dari Pemerintah Indonesia, khususnya dalam assistance from the Government of Indonesia, particularly in
bentuk Penyertaan Modal Negara (PMN), bantuan subsidi berupa the form of: State Capital Injection (PMN), Subsidy assistance,
hibah investasi, hibah untuk penelitian dan pengembangan, dan including investment grants, Grants for research and
jenis dana hibah lain yang relevan, penghargaan, maupun insentif development, Other relevant grant funds, Awards or other
finansial lainnya. Perseroan memiliki perjanjian pengelolaan financial incentives. The Company has asset management
aset negara pada beberapa ruas tol yang didapatkan melalui agreements for certain toll road sections acquired through a
proses lelang, namun aset tersebut tidak diklaim oleh Perseroan. bidding process. However, these assets are not claimed by the
Dengan demikian, tidak terdapat bantuan atau hibah aset dari Company. Therefore, there was no financial assistance or asset
Pemerintah Indonesia kepada Perseroan. grants provided by the Government of Indonesia to the Company.
Keberadaan Pasar Market Existence
Perseroan senantiasa berupaya untuk meningkatkan The Company consistently sought to enhance its contribution
kontribusinya terhadap perekonomian masyarakat sekitar. to the local economy. One of the initiatives undertaken
Salah satu upaya Perseroan yaitu dengan memberikan was providing compensation to all employees above the
upah kepada seluruh karyawan di atas Upah Minimum Regional Minimum Wage (Upah Minimum Regional/UMR) as
Regional (UMR) yang telah ditetapkan oleh Pemerintah determined by local governments in each of the Company’s
Daerah di masing-masing wilayah operasional Perseroan. operational areas. In determining remuneration, the Company
Dalam memberikan upah, Perseroan berkomitmen untuk was committed to providing competitive and fair wages for
memberikan upah yang kompetitif dan adil bagi seluruh all employees regardless of gender across all operational
karyawan tanpa memandang jenis kelamin di seluruh lokasi locations. 193
operasional.
Secara konsisten, Perseroan senantiasa melakukan evaluasi The Company consistently conducted annual reviews of
terhadap terhadap struktur gaji karyawan setiap tahunnya employee salary structures at all levels, not only for entry-
pada seluruh level tidak hanya karyawan entry-level. Hal ini level employees, to ensure that compensation aligned with
dilakukan untuk memastikan bahwa upah yang diberikan both internal Company regulations and applicable external
sesuai dengan aturan internal Perusahaan dan eksternal yang regulations. The Company’s salary structure had been set
berlaku. Struktur gaji karyawan Perseroan telah berada di atas above the Regional Minimum Wage as stipulated in Board
Upah Minimum Regional sebagaimana yang ditetapkan dalam of Directors Decree No. 130/KPTS/2022. The Company also
Keputusan Direksi nomor 130/KPTS/2022. Perseroan juga collaborated with business partners who were committed
menjalin kerjasama dengan mitra kerja yang berkomitmen to complying with wage regulations for workers other than
untuk memenuhi upah pekerja lain selain karyawan yang employees involved in operational activities, including
terlibat dalam kegiatan operasional sesuai dengan peraturan minimum wage requirements. Accordingly, the Company
yang berlaku, termasuk upah minimum. Dengan demikian, ensured that cooperation with business partners was
Perseroan telah memastikan bahwa telah melakukan kerja conducted in compliance with applicable minimum wage
sama dengan mitra kerja dan telah memenuhi upah minimum. provisions.
Informasi terkait UMR yang diberikan telah disampaikan pada
bagian Upah Minimum Regional pada Laporan Keberlanjutan
ini.
Perseroan memberikan kesempatan yang setara bagi seluruh The Company provided equal opportunities for all employees
karyawan untuk mengembangkan karier hingga jenjang to develop their careers up to leadership levels, including
kepemimpinan, termasuk bagi karyawan yang berasal dari employees originating from indigenous communities or those
penduduk asli atau warga yang lahir di wilayah operasional. born in the operational areas. All (100%) of the Company’s
Seluruh (100%) manajemen senior Perseroan merupakan senior management consisted of local personnel, namely
masyarakat lokal, yaitu individu yang berasal serta berdomisili individuals originating from and domiciled in Indonesia.
di Indonesia.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Seleksi manajemen senior dilakukan berdasarkan kompetensi The selection of senior management was conducted based on
dan potensi individu, tanpa mempertimbangkan asal-usul. individual competence and potential, without consideration
Proses ini memungkinkan Perseroan memilih kandidat of origin. This process enabled the Company to select the
terbaik yang mampu memenuhi kebutuhan bisnis di setiap best candidates capable of meeting business needs across
lokasi operasional. Manajemen senior terdiri dari individu each operational location. Senior management consisted
yang menempati posisi tertinggi dalam struktur organisasi, of individuals occupying the highest positions in the
bertanggung jawab atas perumusan strategi jangka panjang, organizational structure, responsible for long-term strategy
pengambilan keputusan strategis, pengawasan operasional formulation, strategic decision-making, comprehensive
secara menyeluruh, serta memiliki kewenangan luas dalam operational oversight, and holding broad authority in
menentukan arah dan tujuan organisasi. determining the organization’s direction and objectives.
Dampak Ekonomi Tidak Langsung Indirect Economic Impact
Investasi Infrastruktur dan Dukungan Infrastructure Investment and Service
Layanan Support
Perseroan telah merealisasikan berbagai investasi yang The Company had realized various significant investments
signifikan dalam pengembangan infrastruktur jalan tol di in the development of toll road infrastructure in Indonesia,
Indonesia, baik untuk memperluas jaringan jalan tol yang both to expand the existing toll road network and to improve
telah tersedia maupun untuk meningkatkan kualitas layanan service quality for users. Several major projects that were
kepada pengguna. Sejumlah proyek besar yang sedang ongoing or had been implemented included the following:
maupun telah dilaksanakan antara lain sebagai berikut:
• Pembangunan Ruas Jalan Tol Baru: • Construction of New Toll Road Sections:
194 Perseroan mengembangkan jalan tol yang menghubungkan The Company developed toll roads connecting various
berbagai wilayah di Indonesia, termasuk ruas jalan tol regions in Indonesia, including toll road segments linking
yang menghubungkan Jakarta dengan Surabaya, serta Jakarta and Surabaya, as well as toll roads integrating
jalan tol yang mengintegrasikan kawasan industri dengan industrial areas with key economic activity centers.
pusat-pusat kegiatan ekonomi utama.
• Pengembangan Infrastruktur Pendukung: • Development of Supporting Infrastructure:
Selain pembangunan ruas jalan tol, Perseroan juga In addition to toll road construction, the Company also
melakukan investasi pada pengembangan fasilitas invested in supporting facilities such as rest areas, the
pendukung, seperti rest area, penerapan sistem implementation of electronic toll payment systems (e-toll),
pembayaran elektronik (e-toll), serta sistem manajemen and technology-based traffic management systems to
lalu lintas berbasis teknologi guna meningkatkan efisiensi improve operational efficiency and user convenience.
operasional dan kenyamanan pengguna jalan tol.
Layanan yang didukung oleh pengembangan infrastruktur The services supported by these infrastructure developments
tersebut mencakup peningkatan konektivitas antarwilayah, included improved inter-regional connectivity, reduced
pengurangan waktu tempuh perjalanan, serta peningkatan travel time, and enhanced accessibility for communities and
aksesibilitas bagi masyarakat dan pelaku ekonomi. Investasi economic actors. The Company’s investments and toll road
dan pengembangan infrastruktur jalan tol yang dilakukan infrastructure development had a significant impact on both
Perseroan memberikan dampak yang signifikan bagi society and the local economy. These impacts were classified
masyarakat dan perekonomian lokal. Dampak tersebut dapat into positive and negative impacts as follows:
diklasifikasikan menjadi dampak positif dan dampak negatif
sebagai berikut:
Dampak Positif: Positive Impact:
1. Peningkatan Ekonomi Lokal: 1. Local Economic Growth:
Keberadaan jalan tol mempermudah proses distribusi The presence of toll roads facilitated the distribution
barang dan jasa, sehingga meningkatkan efisiensi of goods and services, thereby improving economic
ekonomi di wilayah yang dilalui. Hal ini turut memperluas efficiency in the regions traversed. This also expanded
akses pasar bagi pelaku usaha kecil dan menengah serta market access for small and medium enterprises and
mendorong pertumbuhan ekonomi lokal. encouraged local economic growth.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
2. Penciptaan Lapangan Kerja: 2. Job Creation:
Proyek pengembangan jalan tol menciptakan peluang Toll road development projects created employment
kerja, baik secara langsung melalui kegiatan konstruksi opportunities, both directly through construction and toll
dan operasional jalan tol, maupun secara tidak langsung road operations activities, and indirectly in supporting
pada sektor-sektor pendukung seperti transportasi, sectors such as transportation, tourism, and trade.
pariwisata, dan perdagangan.
3. Peningkatan Kualitas Hidup: 3. Improved Quality of Life:
Infrastruktur jalan tol berkontribusi dalam mengurangi Toll road infrastructure contributed to reducing traffic
tingkat kemacetan, meningkatkan mobilitas masyarakat, congestion, improving community mobility, and
serta mempercepat akses ke berbagai fasilitas penting, accelerating access to various essential facilities such as
seperti rumah sakit, sekolah, dan pusat perbelanjaan. hospitals, schools, and shopping centers.
Dampak Negatif: Negative Impacts:
1. Dampak Lingkungan: 1. Environmental Impact:
Meskipun Perseroan berkomitmen untuk mengelola Although the Company was committed to carefully
dampak lingkungan secara cermat, pembangunan jalan managing environmental impacts, toll road development
tol berpotensi menimbulkan deforestasi, perubahan pola had the potential to cause deforestation, changes in
aliran air, serta gangguan terhadap habitat alam yang water flow patterns, and disturbances to sensitive natural
sensitif. habitats.
2. Dampak Sosial: 2. Social Impact:
Pembangunan jalan tol juga dapat berdampak pada Toll road construction could also affect communities
masyarakat yang bermukim di sepanjang ruas jalan tol, residing along toll road corridors, including population
antara lain melalui relokasi penduduk dan perubahan relocation and changes in livelihoods. Therefore, the
pola kehidupan. Oleh karena itu, Perseroan berupaya Company sought to minimize social impacts through
meminimalkan dampak sosial melalui penerapan effective communication and the implementation of 195
komunikasi yang efektif serta pelaksanaan program appropriate mitigation programs.
mitigasi yang sesuai.
Investasi dan layanan yang dilakukan oleh Perseroan sebagian The Company’s investments and services were predominantly
besar bersifat komersial. Sebagai perusahaan yang terdaftar commercial in nature. As a company listed on the Indonesia
di Bursa Efek Indonesia dan berorientasi pada keberlanjutan Stock Exchange and oriented toward financial sustainability,
finansial, semua proyek pengembangan infrastruktur jalan all toll road infrastructure development projects were
tol dirancang untuk memberikan keuntungan jangka panjang designed to deliver long-term benefits for both the Company
bagi perusahaan dan pemangku kepentingan. and its stakeholders.
Dampak Ekonomi Tidak Langsung Significant Indirect Economic Impact
yang Signifikan
Perseroan turut memberikan kontribusi ekonomi yang berarti The Company also made a meaningful economic contribution
bagi masyarakat sekitar melalui peningkatan pendapatan to surrounding communities through increased income
yang dihasilkan dari berbagai program unggulan yang generated from various flagship programs implemented.
dijalankan. Untuk menilai besarnya manfaat sosial dan To assess the magnitude of social and economic benefits
ekonomi dari aktivitas tersebut, Perseroan telah melakukan from these activities, the Company conducted a Social
pengukuran Social Return on Investment (SROI), yaitu Return on Investment (SROI) measurement, a methodology
metodologi yang digunakan untuk mengevaluasi nilai dampak used to evaluate the social and economic impact value of
sosial dan ekonomi atas program-program sosial yang implemented social programs. Several programs that had
telah dilaksanakan. Adapun beberapa program yang telah been implemented and delivered tangible benefits to the
diterapkan dan memberikan manfaat nyata bagi masyarakat community were as follows.
adalah sebagai berikut.
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Waste Water Treatment and Traffic Park at Rest Area 519A dan Taman SROI : 1,31
Lalu Lintas Rest Area 519A
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, Pengunjung Rest Area, Jasa Marga Related Business Jasa Marga, Rest Area Visitors, Jasa Marga-Related Businesses
Signifikansi Dampak Significance of Impact
1. Providing treated water that is clean and safe
1. Menyediakan air olahan yang bersih dan aman
196 2. Memenuhi keperluan air bersih di rest area
2. Meeting clean water needs at rest areas
Pelatihan Branding dan Literasi Keuangan UMKM SROI : 2,77
Branding and Financial Literacy Training for MSMEs
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, 30 UMKM Binaan Jasa Marga Jasa Marga, 30 Jasa Marga Fostered MSMEs
Signifikansi Dampak Significance of Impact
1. Improved financial literacy knowledge
1. Peningkatan pengetahuan Financial Literacy 2. Reduced transportation and accommodation costs
2. Penghematan biaya Transportasi dan Akomodasi 3. Increased income for the TDA community
3. Peningkatan pendapatan Komunitas TDA
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Program Biopori: Desa Binaan (Desa Rancahilir & Desa Bongas) SROI : 4,73
Biopore Program: Fostered Villages (Rancahilir Village & Bongas Village)
Pemangku Kepentingan yang Terdampak Significance of Impact
Jasa Marga, Masyarakat Desa Rancahilir dan Desa Bongas, Jasa Jasa Marga, Communities of Rancahilir Village and Bongas Village, Jasa
Marga Akses Patimban Marga Patimban Access
Signifikansi Dampak Significance of Impact
1. Enhancing community awareness and participation in
1. Meningkatkan kesadaran dan partisipasi masyarakat dalam
menjaga lingkungan
environmental conservation 197
2. Contributing to flood risk reduction and improving soil and
2. Membantu mengurangi potensi banjir dan meningkatkan water quality
kualitas tanah serta air
Program Modernisasi Pertanian SROI : 2,90
Agricultural Modernization Program
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, 4 Kelompok Tani Jasa Marga, 4 Farmer Groups
Signifikansi Dampak Significance of Impact
1. Increasing agricultural production and productivity
1. Meningkatkan produksi dan produktivitas pertanian 2. Facilitating more effective and efficient fertilizer application,
2. Memberikan kemudahan untuk pemberian pupuk yang efektif as well as the utilization of agricultural waste residues into
dan efisien serta pemanfaatan kembali sampah sisa hasil organic fertilizer
panen menjadi pupuk organik
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Tahun 2024
2024 Period
Digital Marketing SROI : 2,03
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, UMKM Binaan Jasa Marga Wilayah Jabodetabek, Jasa Marga, Jasa Marga’s Fostered MSMEs in the Greater Jakarta
Fasilitator (Komunitas Tangan di Atas) Area (Jabodetabek), Facilitators (Tangan Di Atas Community)
Signifikansi Dampak Significance of Impact
1. Peningkatan pengetahuan peserta tentang digital marketing 1. Increased participant knowledge about digital marketing
198 2. Peningkatan keterampilan dan keahlian menggunakan media 2. Enhanced skills and expertise in using social media for
sosial dalam promosi produk product promotion
3. Peningkatan pendapatan bagi UMKM 3. Increased revenue for MSMEs (UMKM)
4. Peningkatan brand image perusahaan 4. Improved corporate brand image
Kampoeng UMKM Rest Area Travoy KM 88 B SROI : 2,47
Kampoeng UMKM at Travoy Rest Area KM 88 B
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, UMKM Mitra Binaan, Jasamarga Related Business Jasa Marga, Fostered MSMEs, Jasa Marga-Related Businesses
Signifikansi Dampak Significance of Impact
1. Peningkatan pendapatan usaha lokal 1. Increase in local business revenue
2. Peningkatan pendapatan kampoeng UMKM 2. Increase in Kampoeng UMKM revenue
3. Peningkatan daya tarik ekonomi daerah dan pariwisata 3. Enhancement of regional economic attractiveness and tourism
4. Peningkatan brand image perusahaan 4. Improvement of the company’s brand image
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Jamedlink SROI : 3,64
Pemangku Kepentingan yang Terdampak Significance of Impact
Jasa Marga, Warga Banyurejo, Warga Margomulyo, Warga Tirtoadi, Jasa Marga, residents of Banyurejo, residents of Margomulyo,
Pemerintah Desa Banyurejo, Pemerintah Desa Margomulyo, residents of Tirtoadi, Banyurejo Village Government, Margomulyo
Pemerintah Desa Tirtoadi, Puskesmas Banyurejo, Puskesmas Village Government, Tirtoadi Village Government, Banyurejo Health
Margomulyo, Puskesmas Tirtoadi. Center, Margomulyo Health Center, Tirtoadi Health Center.
Signifikansi Dampak Significance of Impact 199
1. Peningkatan kesehatan masyarakat 1. Improvement in public health
2. Peningkatan kesadaran PHBS 2. Increased awareness of Clean and Healthy Living Behavior (PHBS)
3. Mencegah cost overrun (menjaga proyek jalan tol selesai 3. Prevention of cost overruns (ensuring timely completion of toll
tepat waktu) road projects)
4. Menjaga brand image perusahaan 4. Maintaining the company’s brand image
Sertifikasi Halal UMKM Rest Area Travoy KM 88 B SROI : 3,62
Halal Certification UMKM Rest Area Travoy KM 88 B
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, UMKM Mitra Binaan, Lembaga Sertifikasi Halal Jasa Marga, Fostered MSME Partners, Halal Certification Institution
Signifikansi Dampak Significance of Impact
1. Peningkatan kepercayaan konsumen dari segi keamanan 1. Increased consumer trust in terms of product safety and the
produk dan kehalalan bahan dan produksinya. halal integrity of ingredients and production processes.
2. Peningkatan daya saing dan memperluas jangkauan pasar, 2. Enhanced competitiveness and expanded market reach, both
baik domestik maupun internasional. domestically and internationally.
3. Peningkatan kualitas produk. 3. Improved product quality
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Sosialisasi Bahaya Pembakaran Sisa Hasil Panen SROI : 2,71
Socialization on the Dangers of Burning Agricultural Residue
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, Kelompok Petani Jasa Marga, Farmers Group
Signifikansi Dampak Significance of Impact
Sosialisasi mengenai bahaya pembakaran sisa hasil panen Socialization on the dangers of burning agricultural residues is
sangat penting untuk meningkatkan kesadaran masyarakat highly important to raise community awareness of its adverse
akan dampaknya yang merugikan bagi kesehatan, lingkungan, impacts on health, the environment, and the economy. By
200 dan ekonomi. Dengan memberikan pengetahuan yang providing accurate knowledge, the community can adopt more
tepat, masyarakat bisa mengadopsi solusi yang lebih ramah environmentally friendly and sustainable solutions, which not
lingkungan dan berkelanjutan, yang tidak hanya bermanfaat only benefit themselves but also future generations.
untuk diri mereka sendiri tetapi juga untuk generasi mendatang.
Safety Riding SROI : 1,2
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, Pelajar SMA Wilayah Jakarta Timur dan Bekasi, Jasa Marga, High School Students in East Jakarta and Bekasi
Jasamarga Tollroad Operator Areas, Jasamarga Tollroad Operator
Signifikansi Dampak Significance of Impact
Kampanye aman berkendara bagi pelajar SMA sangat Safe driving campaign for high school students is essential to
penting untuk menciptakan generasi yang lebih sadar akan build a generation that is more aware of the importance of road
pentingnya keselamatan di jalan raya. Kampanye ini bertujuan safety. This campaign aims to increase students’ awareness
untuk meningkatkan kesadaran pelajar tentang pentingnya of safe driving practices and reduce the number of traffic
keselamatan dalam berkendara dan mengurangi angka accidents involving students. The impact of this campaign is
kecelakaan lalu lintas yang melibatkan pelajar. Dampak dari broad, ranging from improved awareness of traffic risks and
kampanye ini sangat luas, mulai dari peningkatan kesadaran regulations, a reduction in accident rates, to the development
akan risiko dan peraturan lalu lintas, pengurangan angka of more responsible character among students.
kecelakaan, hingga pembentukan karakter yang lebih
bertanggung jawab.
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Kampoeng UMKM Rest Area Travoy KM 88 B SROI : 1,6
Kampoeng UMKM at Travoy Rest Area KM 88 B
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, UMKM Mitra Binaan, Jasamarga Related Business Jasa Marga, Fostered MSMEs, Jasa Marga-Related Businesses
Signifikansi Dampak Significance of Impact
Fasilitas Kampung UMKM memiliki dampak yang sangat The Kampoeng UMKM facility has a significant impact on
signifikan dalam memperkuat ekonomi lokal, meningkatkan strengthening the local economy, improving community
kesejahteraan masyarakat, dan memberdayakan komunitas. welfare, and empowering local communities. In addition, this
Selain itu, fasilitas ini juga membantu menciptakan lapangan facility also helps create job opportunities, reduce poverty, 201
kerja, mengurangi kemiskinan, meningkatkan akses pasar, serta improve market access, and strengthen economic and social
memperkuat keberlanjutan ekonomi dan sosial. Oleh karena sustainability. Therefore, the development of MSME facilities is a
itu, pengembangan fasilitas UMKM merupakan salah satu kunci key element in fostering inclusive and sustainable development
penting dalam menciptakan pembangunan yang inklusif dan for the community.
berkelanjutan bagi masyarakat.
Desa Agrowisata Wijimulyo SROI : 1,4
Wijimulyo Agrotourism Village
Pemangku Kepentingan yang Terdampak Affected Stakeholders
Jasa Marga, Petani Desa Wijimulyo, Pemerintah Provinsi DI Jasa Marga, Farmers of Wijimulyo Village, Special Region of
Yogyakarta Provincial Government
Signifikansi Dampak Significance of Impact
Pembuatan desa agrowisata memberikan dampak positif The development of an agrotourism village brings significant
yang besar bagi masyarakat, termasuk peningkatan ekonomi, positive impacts to the community, including economic
pemberdayaan sosial, pelestarian budaya dan lingkungan, serta improvement, social empowerment, cultural and environmental
peningkatan kualitas hidup. Namun, agar dampaknya maksimal, preservation, and enhanced quality of life. However, to maximize
perlu dilakukan pengelolaan yang bijak dan berkelanjutan its benefits, prudent and sustainable management is required
untuk menghindari ketergantungan pada sektor wisata dan to avoid over-reliance on the tourism sector and to maintain a
menjaga keseimbangan antara perkembangan ekonomi dan balance between economic development and the preservation
pelestarian budaya serta alam. of culture and nature.
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Praktik Pengadaan Barang dan Jasa Procurement of Goods and Services
Perseroan melaksanakan pengadaan barang dan jasa The Company carried out goods and services procurement
berdasarkan prinsip-prinsip kompetitif, transparan, based on the principles of competitiveness, transparency,
adil, wajar dan akuntabel. Perseroan telah menerapkan fairness, reasonableness, and accountability. The Company
kebijakan pengadaan barang dan jasa yang tertuang dalam had implemented procurement policies as stipulated in
Keputusan Direksi Nomor: 110/KPTS/2023 tentang Pedoman Board of Directors Decree No. 110/KPTS/2023 concerning
Pelaksanaan Pengadaan Barang dan Jasa di Lingkungan the Guidelines for the Implementation of Goods and
PT Jasa Marga (Persero) Tbk yang mengacu pada Peraturan Services Procurement within PT Jasa Marga (Persero) Tbk,
Menteri BUMN Nomor PER-2/MBU/03/2023 tentang Pedoman which referred to the Minister of SOEs Regulation No. PER-
Tata Kelola dan Kegiatan Korporasi Signifikan Badan Usaha 2/MBU/03/2023 on Governance Guidelines and Significant
Milik Negara. Kebijakan ini mengatur proses Pengadaan Corporate Activities of State-Owned Enterprises. This policy
Barang dan Jasa mulai dari Tahap Perencanaan, Pemilihan regulated the procurement process from the planning
Penyedia, Pelaksanaan Kontrak sampai dengan Serah Terima stage, supplier selection, contract execution, to handover of
Pekerjaan sesuai dengan tugas dan kewenangan Para Pihak work, in accordance with the duties and authorities of the
dalam proses Pengadaan Barang dan Jasa. Pelaksanaan teknis relevant parties in the procurement process. The technical
Pengadaan Barang dan Jasa di lingkungan Perseroan juga implementation of goods and services procurement within
berpedoman pada Keputusan Procurement and Fixed Asset the Company was also guided by Procurement and Fixed
Group Head Nomor: 06/AF-KPTS/2026 Tentang Perubahan Atas Asset Group Head Decree No. 06/AF-KPTS/2026 concerning
Keputusan Procurement and Fixed Asset Group Head Nomor: Amendments to Procurement and Fixed Asset Group Head
79/KPTS-GH/2022 Tentang Pedoman Teknis Pelaksanaan Decree No. 79/KPTSGH/2022 on Technical Guidelines for the
Pengadaan Barang dan Jasa di Lingkungan PT Jasa Marga Implementation of Goods and Services Procurement within PT
(Persero) Tbk. Pelaksanaan proses pengadaan barang dan Jasa Marga (Persero) Tbk. The procurement process was under
jasa di bawah tanggung jawab Unit Kerja Procurement dan the responsibility of the Procurement and Fixed Assets Work
202 Fixed Assets yang berada di bawah supervisi Direktur Utama. Unit, which is supervised by the President Director.
Dalam kebijakan pengadaan barang dan jasa, Perseroan In its procurement policy, the Company was committed to
berkomitmen mengutamakan dan meningkatkan penggunaan prioritizing and increasing the use of domestic products. The
produk dalam negeri. Perseroan telah membentuk Tim Company had established a Domestic Product Utilization
Peningkatan Penggunaan Produk Dalam Negeri (P3DN) Improvement Team (P3DN), as stated in Board of Directors
yang telah tercantum Surat Keputusan Direksi Nomor: Decree No. 147/KPTS/2023 concerning the Establishment of
147/ KPTS/2023 tentang Pembentukan Tim Peningkatan the P3DN Team within the Jasa Marga Group. The Company had
Penggunaan Produk Dalam Negeri (P3DN) Di Lingkungan also developed a roadmap for the use of domestic products,
Jasa Marga Group. Perseroan juga telah menyusun roadmap as stipulated in Board of Directors Decree No. 71/KPTS/2022
penggunaan produk dalam negeri yang telah tercantum concerning the Roadmap for Domestic Product Utilization
dalam Keputusan Direksi Nomor: 71/KPTS/2022 tentang and Domestic Component Level (TKDN) within PT Jasa Marga
Roadmap Penggunaan Produk Dalam Negeri dan Tingkat (Persero) Tbk.
Komponen Dalam Negeri (TKDN) Di Lingkungan PT Jasa Marga
(Persero) Tbk.
Perseroan terus berupaya memperkuat kemitraan dengan The Company continued to strengthen partnerships with local
pemasok lokal, yaitu penyedia barang dan jasa yang suppliers, namely providers of goods and services domiciled
berdomisili di wilayah Republik Indonesia. Kolaborasi ini within the territory of the Republic of Indonesia. This
menjadi salah satu bentuk kontribusi Perseroan dalam collaboration served as one of the Company’s contributions
mendorong pertumbuhan ekonomi masyarakat sekitar. to driving economic growth in surrounding communities.
Pelaksanaan pengadaan di lingkungan Perseroan dilakukan The procurement process within the Company was conducted
melalui sistem e-procurement. Berdasarkan Pedoman through an e-procurement system. Based on the Procurement
Pelaksanaan Pengadaan Barang dan Jasa, setiap pemasok Implementation Guidelines, all suppliers were required to
wajib terdaftar dan memenuhi persyaratan sebagai rekanan be registered and meet the requirements as partners in the
dalam Daftar Rekanan Jasa Marga (DRJM) serta memiliki Jasa Marga Vendor List (Daftar Rekanan Jasa Marga/DRJM)
status active. Untuk memastikan mutu kinerja pemasok, and maintain active status. To ensure supplier performance
Jasa Marga melakukan pengawasan dan evaluasi terhadap quality, Jasa Marga carried out monitoring and evaluation of
pelaksanaan kontrak barang dan jasa. Hasil evaluasi tersebut goods and services contract implementation. The evaluation
digunakan sebagai bahan masukan dan perbaikan dalam results were used as input and improvements for subsequent
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proses pemilihan pemasok selanjutnya. Selain itu, proses supplier selection processes. In addition, the supplier
pemilihan pemasok juga mempertimbangkan aspek sosial selection process also considered social and environmental
dan lingkungan sesuai ketentuan peraturan perundang- aspects in accordance with applicable laws and regulations.
undangan yang berlaku.
Pada tahun 2025, Perseroan telah menjalin kerja sama In 2025, the Company had established cooperation with 431
dengan 431 pemasok yang seluruhnya berasal dari pemasok suppliers, all of which were local suppliers, with a contract
lokal dengan nilai kontrak pekerjaan Rp304.620 juta. Jumlah value of IDR 304,620 million. The number of local suppliers
pemasok lokal dan nilai kontrak pekerjaan 100% merupakan and the contract value were 100% sourced from local
pemasok lokal. Lokasi operasi yang signifikan pada praktik suppliers. Significant operational locations in procurement
pengadaan didefinisikan sebagai lokasi operasional di kantor practices were defined as operational areas at the head office
pusat dan regional division. and regional divisions.
Pemasok Barang
Suppliers
Nilai Kontrak Pekerjaan
Jumlah Pemasok (dalam Jutaan Rupiah)
Keterangan Total of Suppliers Contract Value
Description (in IDR billion)
2025 2024 2023 2025 2024 2023
Nasional (Lokal)
166 162 37 18.667 20.675 22.209
National (Local)
Internasional
- - - - - -
203
International
Total 166 162 37 18.667 20.675 22.209
Pemasok Jasa
Services Suppliers
Nilai Kontrak Pekerjaan
Jumlah Pemasok (dalam Jutaan Rupiah)
Keterangan Total of Suppliers Contract Value
Description (in IDR billion)
2025 2024 2023 2025 2024 2023
Nasional (Lokal)
36 34 82 61.424 58.303 92.879
National (Local)
Internasional
- - - - - -
International
Total 36 34 82 61.424 58.303 92.879
Pemasok Barang dan Jasa
Good and Service Suppliers
Nilai Kontrak Pekerjaan
Jumlah Pemasok (dalam Jutaan Rupiah)
Keterangan Total of Suppliers Contract Value
Description (in IDR billion)
2025 2024 2023 2025 2024 2023
Nasional (Lokal)
229 238 23 224.528 224.528 94.055
National (Local)
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Nilai Kontrak Pekerjaan
Jumlah Pemasok (dalam Jutaan Rupiah)
Keterangan Total of Suppliers Contract Value
Description (in IDR billion)
2025 2024 2023 2025 2024 2023
Internasional
- - - - - -
International
Total 229 238 23 224.528 224.528 94.055
Total Pemasok
Total of Suppliers
Nilai Kontrak Pekerjaan
Jumlah Pemasok (dalam Jutaan Rupiah)
Keterangan Total of Suppliers Contract Value
Description (in IDR billion)
2025 2024 2023 2025 2024 2023
Nasional (Lokal)
431 438 142 304.620 241.524 209.243
National (Local)
Internasional
- - - - -
International
204 Total 431 438 142 304.620 241.524 209.243
Anti Korupsi Anti Corruption
Operasi-Operasi yang Dinilai Memiliki Risiko Operations Assessed to Have Corruption-
Terkait Korupsi [GRI 205-1] Related Risks [GRI 205-1]
Perseroan telah melakukan Penilaian Risiko Penyuapan The Company had conducted Bribery Risk Assessment (BRA)
(Bribery Risk Assessment/BRA) secara berkala pada setiap unit periodically in each work unit within the Head Office, Regional
kerja di lingkungan Kantor Pusat, Regional, dan Representative offices, and Representative Offices, referring to Joint Decree
Office dengan mengacu pada Keputusan Bersama Dewan of the Board of Commissioners and Board of Directors No.
Komisaris dan Direksi Nomor: KEP-153/IX/2025 dan 134/ KEP-153/IX/2025 and 134/KPTS/2025 concerning the Anti-
KPTS/2025 tentang Kebijakan Anti Penyuapan PT Jasa Marga Bribery Policy of PT Jasa Marga (Persero) Tbk, as well as
(Persero) Tbk serta Keputusan Direksi Nomor: 164/KPTS/2025 Board of Directors Decree No. 164/KPTS/2025 concerning the
tentang Manual Sistem Manajemen Anti Penyuapan PT Jasa Anti-Bribery Management System Manual of PT Jasa Marga
Marga (Persero) Tbk. (Persero) Tbk.
Menindaklanjuti Pedoman Anti Fraud, sejak tahun 2025 Following the Anti-Fraud Guidelines, since 2025 the Company
Perseroan melaksanakan Penilaian Risiko Fraud (Fraud had implemented Fraud Risk Assessment (FRA) integrated with
Risk Assessment/FRA) yang terintegrasi dengan BRA, pada BRA in each work unit within the Head Office, Regional offices,
setiap unit kerja di lingkungan Kantor Pusat, Regional, dan and Representative Offices. The FRA performance results
Representative Office. Hasil kinerja FRA pada unit kerja for work units within the Head Office, Regional offices, and
di lingkungan Kantor Pusat, Regional, dan Representative Representative Offices up to the end of the second semester
Office sampai dengan akhir semester dua tahun 2025 adalah of 2025 are presented in the following table:
sebagaimana tabel berikut:
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Tabel Hasil Fraud Risk Assessment Tahun 2025
Table of Bribery Risk Assessment Results 2025
Uraian Jumlah
Description Total
Total Lokasi Operasi/Kegiatan 35 Lokasi Operasi yang meliputi 17 Unit Kerja Kantor Pusat, 2 (dua) Regional (10 Departemen) dan
Total operating location / activities 4 (empat) Representative Office (8 Departemen).
35 operational locations, comprising 17 Head Office Work Units, 2 Regions (10 Departments), and
4 Representative Offices (8 Departments).
Lokasi Operasi/Kegiatan Berisiko terkait Unit Kerja di Lingkungan Kantor Pusat Jasa Marga, Regional dan Representative Office
Korupsi Work Units within Jasa Marga Headquarters, Regional Offices, and Representative Offices
Operating Locations/Activities at Risk of
Corruption
Persentase Lokasi Operasi Berisiko terkait 82% berdasarkan Penilaian Risiko Fraud Unit Kerja dengan Tingkat Risiko di atas batas rendah.
Korupsi Namun demikian, Perseroan telah melakukan kontrol eksisting dan rencana mitigasi dengan
Percentage of Operational Locations at Risk harapan risiko tersebut menjadi di bawah batas rendah, risiko tidak terjadi atau dapat
of Corruption meminimalisir risiko terjadi.
82% based on the Fraud Risk Assessment of Work Units with risk levels above the low threshold;
however, the Company has implemented existing controls and mitigation plans with the
expectation that such risks will be reduced below the low threshold, prevented from occurring,
or minimized.
Komunikasi dan Pelatihan Tentang Kebijakan Communication and Training on Anti-
dan Prosedur Anti-Korupsi [GRI 205-2] Corruption Policies and Procedures [GRI 205-2]
Jasa Marga memiliki komitmen untuk mencegah segala Jasa Marga had a commitment to prevent all forms of 205
bentuk praktik korupsi, sebagaimana telah ditetapkan dalam corruption practices, as stipulated in Board of Directors Decree
Keputusan Direksi PT Jasa Marga (Persero) Tbk Nomor 248/ of PT Jasa Marga (Persero) Tbk No. 248/KPTS/2024 concerning
KPTS/2024 mengenai Pedoman Strategi Anti-Fraud PT Jasa the Anti-Fraud Strategy Guidelines of PT Jasa Marga (Persero)
Marga (Persero) Tbk. Implementasi pedoman tersebut Tbk. The implementation of these guidelines was carried out
dilaksanakan sebagai bagian dari upaya pencegahan sekaligus as part of continuous prevention and improvement efforts
perbaikan yang dilakukan secara berkesinambungan terhadap within the Company’s internal control system. As one of the
sistem pengendalian internal perusahaan. Sebagai salah satu concrete measures to prevent corruption practices in all
langkah konkret dalam mencegah terjadinya praktik korupsi operational activities and business processes, the Company
dalam seluruh kegiatan operasional dan aktivitas bisnisnya, had conducted anti-corruption socialization and training
Perseroan telah menyelenggarakan kegiatan sosialisasi programs for the Board of Commissioners, Board of Directors,
serta pelatihan anti korupsi yang ditujukan kepada Dewan employees, and business partners.
Komisaris, Direksi, karyawan, serta mitra bisnis.
Tabel Jumlah Badan Tata Kelola Tertinggi yang telah mengikuti sosialisasi dan pelatihan tentang Kebijakan dan
Prosedur Anti-Korupsi
Table of the Number of Highest Governance Bodies that Have Participated in Socialization and Training on Anti-
Corruption Policies and Procedures
Penerima Sosialisasi SMAP
Uraian Jumlah Keanggotaan Persentase Pemenuhan
SMAP Socialization
Description Total of Membership Fulfillment Percentage
Audience
Dewan Komisaris
6 0 0%
Board of Commissioners
Direksi
7 0 0%
Directors
BOD-1 97 97 100%
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Tabel Sosialisasi Kebijakan Anti Korupsi Bagi Karyawan Berdasarkan Wilayah Kerja
Table of Anti-Corruption Policy Socialization for Employees Based on Work Regions
Penerima Sosialisasi SMAP
Uraian Jumlah Karyawan Presentase Pemenuhan Sosialisasi
SMAP Socialization
Description Total of Employees Fulfillment Percentage
Audience
Kantor Pusat
476 64 13%
Headquarters Office
Kantor Regional & Representative
Office
150 13 9%
Regional Office & Representative
Office
Tabel Sosialisasi Kebijakan Anti Korupsi Bagi Mitra Kerja Berdasarkan Wilayah Kerja
Table of Anti-Corruption Policy Socialization for Business Partners Based on Work Regions
Uraian Jumlah Pemasok Penerima Sosialisasi SMAP Persentase Pemenuhan
Description Total of Suppliers SMAP Socialization Audience Fulfillment Percentage
Pemasok Barang
24 24 100%
Goods Suppliers
Pemasok Jasa
103 103 100%
Services Suppliers
Pemasok Barang & Jasa
26 26 100%
206 Goods and Services Suppliers
Sosialisasi SMAP Sosialisasi SMAP
Kantor Pusat Regional
Level Jabatan
Socialization of the Anti-Bribery Socialization of the Anti-Bribery
Position Level
Management System (SMAP) at Management System (SMAP) at
the Head Office Regional Offices
Manajemen Puncak
3 0
Top Management
Manajemen Madya
10 3
Top Management
Manajemen Dasar
10 4
Basic Management
Pelaksana
41 6
Executor
Calon Karyawan/Trainee
0 0
Trainee
Peserta Pelatihan Anti Korupsi
Anti-Corruption Training Participants
Kategori Karyawan Jumlah Presentase
Employee Category Total Percentage
Kantor Pusat
166 35%
Headquarters Office
Kantor Regional & Representative Office
31 21%
Regional Office & Representative Office
Total 197 56%
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Level Jabatan Pelatihan Kantor Pusat Pelatihan Regional
Position Level Head Office Training Regional Training
Manajemen Puncak
27 1
Top Management
Manajemen Madya
47 10
Middle Management
Manajemen Dasar
22 3
Basic Management
Pelaksana
55 17
Executor
Calon Karyawan/Trainee
15 0
Trainee
Insiden Korupsi yang Terbukti dan Tindakan Proven Corruption Incidents and Actions
yang Diambil [GRI 205-3] Taken [GRI 205-3]
Selama tahun 2025, tidak ada insiden korupsi yang terbukti, Throughout 2025, there were no substantiated corruption
baik yang mengakibatkan pengakhiran kontrak dengan mitra incidents, either those resulting in termination of contracts
bisnis, maupun insiden korupsi yang terbukti terkait dengan with business partners or corruption incidents proven to be
Perseroan atau karyawan Perseroan. related to the Company or its employees.
Kepatuhan Atas Perpajakan Tax Compliance 207
Dalam rangka mendukung kepatuhan dan efisiensi In order to support compliance and efficiency in managing
pengelolaan kewajiban perpajakan, perusahaan telah tax obligations, the Company accelerated the payment of
melakukan percepatan pembayaran Pajak Bumi dan Bangunan Land and Building Tax (Pajak Bumi dan Bangunan/PBB) for
(PBB) untuk aset jalan tol pada tahun berjalan. Langkah toll road assets within the current year. This acceleration
percepatan pembayaran ini dilakukan sebagai bagian dari was implemented as part of a more effective financial
strategi pengelolaan keuangan yang lebih efektif, sekaligus management strategy, while also taking advantage of
memanfaatkan insentif potongan atau diskon pembayaran incentives or discounts on PBB payments provided by local
PBB yang diberikan oleh pemerintah daerah atas pembayaran governments for early settlement before the due date.
sebelum jatuh tempo.
Melalui percepatan tersebut, perusahaan berhasil Through this acceleration, the Company successfully obtained
memperoleh diskon PBB sesuai ketentuan yang berlaku, PBB discounts in accordance with applicable regulations,
sehingga mengurangi beban pajak secara signifikan dan thereby significantly reducing the tax burden and improving
memberikan efisiensi anggaran dalam pos pengeluaran rutin. budget efficiency in routine expenditure items. In addition
Selain memberikan manfaat finansial, kebijakan percepatan to financial benefits, this policy also demonstrated the
pembayaran ini juga menunjukkan komitmen perusahaan Company’s commitment to tax administration compliance
terhadap kepatuhan administrasi perpajakan, serta and strengthened good relationships with local government
memperkuat hubungan baik dengan instansi pemerintah authorities as partners in toll road asset management.
daerah sebagai mitra dalam pengelolaan aset jalan tol.
Dengan demikian, penerapan strategi percepatan pembayaran Accordingly, the implementation of the PBB payment
PBB ini tidak hanya memberikan manfaat ekonomis berupa acceleration strategy not only provided economic benefits
penghematan, tetapi juga menjadi bentuk tanggung jawab in the form of cost savings but also reflected the Company’s
perusahaan dalam menjalankan prinsip good corporate responsibility in applying good corporate governance
governance melalui tertib administrasi dan manajemen principles through orderly administration and transparent
keuangan yang transparan. financial management.
Informasi lebih lanjut terkait rincian pembayaran pajak telah Further information regarding detailed tax payments has
disampaikan secara lengkap pada Laporan Tahunan bagian been presented in the Annual Report under the Management
Anailsis dan Pembahasan Manajemen. Discussion and Analysis section.
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Kinerja Lingkungan Hidup
Environmental Performance
Aspek Umum General Aspects
Biaya Lingkungan Hidup [OJK F.4] Environmental Costs [OJK F.4]
Perseroan menunjukkan komitmen yang kuat dalam menjaga The Company demonstrated a strong commitment to
kelestarian lingkungan hidup. Komitmen tersebut tercermin environmental preservation. This commitment was reflected in
melalui kepemilikan Pedoman Sistem Manajemen Lingkungan the Environmental Management System Guidelines implemented
yang diterapkan di lingkungan Jasa Marga Group. Selain itu, within the Jasa Marga Group. In addition, the Company’s efforts
upaya Perseroan dalam menjaga kelestarian lingkungan juga to preserve the environment were also realized through the
diwujudkan melalui penyaluran biaya lingkungan hidup yang allocation of environmental costs, which were utilized to
dimanfaatkan untuk mencegah serta melakukan remediasi prevent and remediate environmental damage. Throughout
terhadap kerusakan lingkungan. Sepanjang tahun 2025, 2025, the Company recorded environmental expenditures of IDR
Perseroan telah merealisasikan biaya lingkungan hidup sebesar 123,680,412,653. The allocation of these environmental costs by
Rp123.680.412.653 miliar. Adapun penyaluran biaya lingkungan the Company is presented as follows.
hidup yang dilakukan oleh Perseroan adalah sebagai berikut.
Tabel Rincian Biaya Lingkungan
Table of the Breakdown of Environmental Costs (Dalam Rupiah Penuh/in IDR)
208
Keterangan Biaya
Description Cost
Biaya Penyusunan RKL RPL
Rp7.400.924.708
RKL RPL Preparation Costs
Biaya Beautifikasi dan pengelolaan lansekap
Rp23.495.677.258
Beautification and Landscape Management Costs
Biaya Penanaman Pohon
Rp2.316.993.000
Tree Planting Costs
Biaya petugas kebersihan
Rp67.130.889.309
Cleaning Services Costs
Biaya pengelolaan sampah
Rp2.303.839.844
Waste management costs
Sertifikasi Jalan Tol Ramah Lingkungan (GTRI)
Rp247.332.975
Green Toll Road Certification
Penyelenggaraan TJSL
Rp19.098.257.911
Green Toll Road Certification
Biaya pengelolaan lingkungan lainnya
Rp1.686.497.649
Other Environmental Management Costs
Total / Total Rp123.680.412.653
Aspek Material Material Aspects
Penggunaan Material yang Ramah Use of Environmentally Friendly Materials
Lingkungan [OJK F.5] [OJK F.5]
Perseroan senantiasa memperhatikan aspek keberlanjutan The Company consistently considers sustainability aspects in
dalam setiap pelaksanaan proyek konstruksi jalan tol. every toll road construction project. As part of its commitment
Sebagai bentuk komitmen terhadap prinsip pembangunan to sustainable development principles, the Company integrates
berkelanjutan, Perseroan mengintegrasikan penggunaan the use of environmentally friendly materials in each stage
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material yang ramah lingkungan dalam setiap tahapan of toll road infrastructure development and construction.
pembangunan dan pengembangan infrastruktur jalan tol. Various concrete measures have been undertaken to support
Berbagai langkah konkret telah dilakukan untuk mendukung the implementation of these principles, including:
penerapan prinsip tersebut, antara lain:
1. Lampu LED 1. LED Lighting
• Keberlanjutan: Lampu LED (Light Emitting Diode) • Sustainability: LED (Light Emitting Diode) lamps
sangat mendukung prinsip keberlanjutan, karena strongly support sustainability principles due to their
memiliki efisiensi energi tinggi, umur pakai lebih high energy efficiency, longer lifespan, and lower
panjang, dan menghasilkan emisi karbon yang lebih carbon emissions compared to traditional lighting
rendah dibandingkan dengan lampu tradisional such as incandescent or fluorescent lamps.
seperti lampu pijar atau neon.
• Dampak Lingkungan: Lampu LED mengonsumsi lebih • Environmental Impact: LED lamps consume less energy
sedikit energi untuk menghasilkan pencahayaan yang to produce the same level of illumination, thereby
sama, yang pada gilirannya mengurangi penggunaan reducing electricity consumption and greenhouse
energi listrik, dan mengurangi emisi gas rumah kaca gas emissions from power generation. In addition,
dari pembangkit listrik. Selain itu, lampu LED memiliki their longer lifespan reduces waste generated from
umur yang lebih panjang, sehingga mengurangi frequent lamp replacement.
limbah yang berasal dari penggantian lampu yang
lebih sering.
• Pengurangan Jejak Karbon: Karena lebih efisien dalam • Carbon Footprint Reduction: Due to their higher energy
hal konsumsi energi, lampu LED dapat mengurangi efficiency, LED lamps help reduce the carbon footprint
jejak karbon yang terkait dengan pembangkit energi, associated with energy production, particularly when
terutama jika listrik tersebut berasal dari sumber electricity is sourced from fossil fuels.
fosil.
2. Bekisting Baja (Mengurangi Penggunaan Kayu) 2. Steel Formwork (Reducing Wood Usage) 209
• Keberlanjutan: Bekisting baja menggantikan bekisting • Sustainability: Steel formwork replaces wooden
kayu dalam konstruksi, yang berfungsi sebagai formwork in construction, serving as molds for
cetakan untuk beton. Bekisting baja lebih tahan concrete. Steel formwork is more durable and
lama dan bisa digunakan berulang kali, sehingga reusable, reducing the continuous need for wood and
mengurangi kebutuhan akan penggunaan kayu yang helping to minimize environmental pressure on forest
terus-menerus, membantu mengurangi deforestasi. resources.
• Dampak Lingkungan: Penggunaan baja mengurangi • Environmental Impact: The use of steel reduces the
kebutuhan untuk menebang pohon untuk kayu need for tree logging for wooden formwork. With lower
bekisting. Dengan berkurangnya penggunaan kayu, wood consumption, negative impacts on forests and
dampak negatif terhadap hutan dan ekosistem ecosystems are reduced. Steel is also more durable,
menjadi lebih rendah. Baja juga lebih tahan lama, making it more efficient in the long term and reducing
sehingga lebih efisien dalam jangka panjang, construction waste.
mengurangi limbah konstruksi.
• Durabilitas: Bekisting baja dapat digunakan berkali- • Durability: Steel formwork can be reused repeatedly
kali dalam berbagai proyek, yang mengurangi across various projects, reducing resource waste and
pemborosan sumber daya dan kebutuhan untuk the need for new material production.
produksi material baru. 3. Fly Ash
3. Fly Ash • Sustainability: Fly ash is a by-product of coal
• Keberlanjutan: Fly ash adalah limbah hasil combustion in power plants that can be utilized
pembakaran batu bara di pembangkit listrik, yang as a partial replacement for cement in concrete
dapat dimanfaatkan sebagai pengganti sebagian production. Its use reduces dependence on natural
semen dalam pembuatan beton. Penggunaan fly ash resources for cement manufacturing.
dalam konstruksi dapat mengurangi ketergantungan
pada sumber daya alam untuk produksi semen.
• Dampak Lingkungan: Fly ash mengurangi penggunaan • Environmental Impact: Fly ash reduces cement
semen yang sangat membutuhkan energi dalam consumption, which is highly energy-intensive to
produksinya dan mengurangi emisi karbon yang produce, and lowers carbon emissions generated by
dihasilkan oleh pabrik semen. Dengan memanfaatkan cement plants. By utilizing industrial waste, fly ash
limbah industri, fly ash membantu dalam pengelolaan supports waste management and reduces the need
limbah dan mengurangi kebutuhan untuk for raw material extraction.
pertambangan bahan baku alami.
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• Pengurangan Jejak Karbon: Semen yang diproduksi •
Carbon Footprint Reduction:** Cement produced
dengan menambahkan fly ash membutuhkan lebih with the addition of fly ash requires less energy and
sedikit energi dan mengurangi emisi CO2 yang reduces CO₂ emissions generated during the cement
dihasilkan selama proses produksi semen. production process.
4. Penggunaan Material Non-Baja, Kayu Komposit, dan 4. Use of Non-Steel Materials, Composite Wood, and
Pengurangan Penggunaan Kayu Reduction of Wood Usage
• Keberlanjutan: Penggunaan material non-baja dan • Sustainability: The use of non-steel materials and
kayu komposit yang mengandung bahan daur ulang, composite wood containing recycled materials, such
seperti plastik atau bahan lain yang lebih tahan lama, as plastic or other more durable components, reduces
dapat mengurangi ketergantungan pada bahan alam dependence on limited natural resources such as
yang terbatas, seperti baja dan kayu. steel and timber.
• Dampak Lingkungan: Kayu komposit terbuat dari • Environmental Impact: Composite wood is made from
bahan daur ulang atau campuran bahan non-kayu, recycled or non-wood materials, which helps reduce
yang mengurangi deforestasi dan memberikan deforestation and provides a more environmentally
alternatif yang lebih ramah lingkungan. Material non- friendly alternative. Non-steel materials and
baja dan kayu komposit juga lebih ringan, lebih tahan composite wood are also lighter, more durable, and
lama, dan lebih mudah dalam proses pembuatan easier to manufacture compared to conventional
dibandingkan bahan konvensional. materials.
• Pengurangan Penggunaan Kayu: Dengan • Reduction of Wood Usage: By using composite
menggunakan bahan komposit, penggunaan kayu materials, the use of wood in construction can be
untuk konstruksi dapat dikurangi. Hal ini membantu reduced, thereby helping to minimize negative impacts
mengurangi dampak negatif terhadap sumber daya on forest resources and supporting sustainable
hutan dan mendukung prinsip keberlanjutan dalam natural resource management.
pengelolaan sumber daya alam.
210 5. Penggunaan Kembali Material Batu dengan Menggunakan 5. Reuse of Stone Materials Using Specific Bina Marga
Spesifikasi Khusus dari Binamarga (Pengurangan Quarry Specifications (Reduction of Quarry Mining)
Tambang)
• Keberlanjutan: Penggunaan kembali material batu • Sustainability: The reuse of stone materials (recycled
(agregat daur ulang) untuk proyek konstruksi, aggregates) for construction projects such as roads
seperti jalan atau infrastruktur lainnya, mengurangi and other infrastructure reduces the need for new
kebutuhan untuk pengambilan batu baru dari quarry stone extraction from quarries, contributing to
tambang. Ini berkontribusi pada pengelolaan sumber more efficient and sustainable natural resource
daya alam yang lebih efisien dan berkelanjutan. management.
• Dampak Lingkungan: Quarry tambang dapat • Environmental Impact: Quarry mining can cause
menyebabkan kerusakan ekosistem, penggundulan ecosystem damage, land degradation, water pollution,
lahan, polusi air, dan emisi karbon akibat proses and carbon emissions from material transportation.
pengangkutan material. Dengan menggunakan By reusing existing stone materials, negative impacts
material batu yang sudah ada, kita mengurangi associated with mining activities are reduced.
dampak negatif yang terkait dengan aktivitas Material reuse also decreases the energy required for
tambang. Penggunaan kembali material juga processing and transporting new materials.
mengurangi kebutuhan energi yang diperlukan untuk
pengolahan dan transportasi material baru.
• Efisiensi Sumber Daya: Dengan memanfaatkan • Resource Efficiency: Utilizing existing stone materials
material batu bekas yang sudah ada, kita mengurangi reduces new mining activities and construction waste,
eksploitasi tambang baru dan mengurangi playing an important role in more responsible and
limbah konstruksi. Hal ini berperan penting sustainable natural resource management.
dalam pengelolaan sumber daya alam yang lebih
bertanggung jawab dan berkelanjutan.
Selain itu, melalui anak perusahaan PT Jasamarga Tollroad In addition, through its subsidiary PT Jasamarga Tollroad
Maintenance (PT JMTM), Perseroan menerapkan penggunaan Maintenance (PT JMTM), the Company implemented the use
material yang lebih ramah lingkungan dengan menggantikan of more environmentally friendly materials by replacing
bahan bakar solar menjadi Compressed Natural Gas (CNG) diesel fuel with Compressed Natural Gas (CNG) as the heating
sebagai sumber pemanas aspal pada Asphalt Mixing Plant source for asphalt production at Asphalt Mixing Plants (AMPs),
(AMP) milik PT JMTM. Langkah ini dilakukan untuk menekan as a measure to reduce carbon emissions and minimize
emisi karbon, menjadikan proses pemanasan aspal lebih ber- environmental impact without compromising product quality,
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wawasan lingkungan, serta meminimalkan dampak negatif
while in SFO and other projects the Company also utilized
terhadap lingkungan tanpa mengurangi mutu hasil produksi.
PG 70 asphalt on several toll road sections, which has high
Dalam pelaksanaan proyek SFO dan proyek lainnya, Perseroan
resistance to traffic loads and vehicle pressure, good stability
telah menggunakan aspal tipe PG 70 pada beberapa ruas ja-
under various weather conditions, and strong resistance to
lan tol yang memiliki ketahanan tinggi terhadap beban lalu
oxidation caused by ultraviolet exposure and environmental
lintas dan tekanan kendaraan, sehingga mendukung pening-
factors, thereby improving pavement quality and extending
katan kualitas dan daya tahan perkerasan jalan. Aspal ini juga
the service life of toll roads.
menunjukkan kestabilan yang baik pada berbagai kondisi
cuaca serta ketahanan yang tinggi terhadap proses oksidasi
akibat paparan sinar ultraviolet dan faktor lingkungan lain-
nya, sehingga mampu memperpanjang masa pakai jalan tol.
Aspek Energi Energy Aspect
Jumlah dan Intensitas Energi yang Total Energy Consumption
Digunakan [OJK F.6, GRI 302-1, 302-2, 302-3] and Energy Intensity [OJK F.6, GRI 302-1, 302-2, 302-3]
Dalam menjalankan aktivitas operasionalnya, Perseroan In conducting its operational activities, the Company utilized
menggunakan 2 (dua) sumber energi utama yaitu bahan bakar two main energy sources, namely fuel and electricity. The
dan listrik. Bahan bakar yang digunakan oleh Perseroan yaitu fuel used by the Company consisted of diesel and gasoline
berupa solar dan bensin yang digunakan untuk menunjang to support operational vehicles, toll road material transport
kendaraan operasional dan kendaraan pengangkut material vehicles, and generator set operations. Meanwhile, electricity
jalan tol serta penggunaan genset. Sedangkan, energi listrik was used to support toll road operations and office activities,
digunakan untuk menunjang operasional jalan tol serta supplied by PT PLN (Persero) as Indonesia’s national electricity 211
aktivitas kantor yang dipasok oleh PT PLN (Persero) sebagai provider, as well as from several renewable sources such as
penyedia ketenagalistrikan di Indonesia serta beberapa rooftop solar power (PLTS) and hybrid wind trees. The scope
sumber terbarukan seperti PLTS atap dan hybrid wind tree. of fuel and electricity consumption covered all Company-
Cakupan penggunaan energi BBM dan listrik meliputi seluruh operated areas, including the Head Office, Regional Offices,
ruas Perseroan yang mencakup Kantor Pusat, Regional, APJT APJT, and AP2JT. As of the end of 2025, the Company did not
dan AP2JT. Sampai dengan akhir tahun 2025, Perseroan tidak consume or sell heating, cooling, or steam energy, and did not
mengonsumsi maupun menjual pemanasan, pendingin dan sell electricity.
uap, serta Perseroan tidak menjual energi listrik.
Dalam penggunaan BBM, Perseroan tidak menggunakan In terms of fuel usage, the Company did not utilize renewable
sumber BBM terbarukan. Sedangkan untuk listrik, Perseroan fuel sources. For electricity, the Company used two sources,
menggunakan 2 (dua) sumber, yaitu sumber tak terbarukan namely non-renewable energy supplied by PLN and several
yang disalurkan dari PLN, serta beberapa sumber terbarukan. renewable energy sources. The Company continuously sought
Perseroan terus berupaya untuk mengurangi penggunaan to reduce the use of non-renewable energy through various
energi tidak terbarukan dengan melakukan beberapa inisiatif initiatives such as energy efficiency programs, increased
seperti efisiensi energi, peningkatan penggunaan energi utilization of renewable energy, and the purchase of
terbarukan dan pembelian renewable energy certificate Renewable Energy Certificates (RECs) as a means of claiming
sebagai upaya klaim manfaat lingkungan dari penggunaan environmental benefits from renewable energy usage.
energi terbarukan. Alternatif energi terbarukan yang Renewable energy alternatives utilized by the Company
digunakan oleh Perseroan diantaranya PLTS (Pembangkit included rooftop solar power (PLTS) and hybrid wind trees (a
Listrik Tenaga Surya) atap dan hybrid wind tree (kombinasi combination of solar and wind energy utilization). This energy
pemanfaatan tenaga surya dan tenaga angin). Pemanfaatan utilization supported the needs of the Head Office, branch
energi ini untuk memenuhi kebutuhan kantor pusat, kantor- offices, toll gate lighting, and operational facility lighting.
kantor cabang, penerangan gardu tol dan penerangan sekitar
fasilitas operasional.
Di bawah ini disajikan intensitas energi dengan The following presents the energy intensity by comparing
membandingkan volume pemakaian daya energi listrik the electricity consumption volume (kWh) at the Head Office
(kWh) di kantor pusat dengan luas bangunan (m2). Dengan with the building area (m²). Based on this formula, the Energy
rumus tersebut diperoleh Intensitas Konsumsi Energi (IKE) Consumption Intensity (ECI) of the Jasa Marga Head Office
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bangunan gedung Kantor Pusat Jasa Marga sebagai berikut: building is as follows: (to be filled with the energy intensity of
(diisi intensitas energi area gedung Kantor Pusat). the Head Office building area).
Perseroan juga telah menggunakan energi terbarukan dalam The Company has also utilized renewable energy to support
menunjang aktivitas operasional di beberapa area lingkungan operational activities in several areas within the Jasa Marga
Jasa Marga Group, yaitu PLTS Atap sebesar 555.048,08 kWh dan Group, namely rooftop solar PV (PLTS Atap) amounting to
Renewable Energy Certificate (REC) sebesar 200.000 kWh. Adapun 555,048.08 kWh and Renewable Energy Certificates (REC)
total penggunaan energi BBM Perseroan sebagai berikut. amounting to 200,000 kWh. The Company’s total fuel (BBM)
consumption is presented as follows.
Tabel Konsumsi BBM
Table of Fuel Consumption
Keterangan Satuan
2025 2024 2023
Description Unit
Solar / Diesel Liter 3.319.630,35 3.103.003,69 779.578,10
Terajoule 119,91 112,08 28,16
Bensin / Gasoline Liter 4.194.829,50 4.608.788,07 1.207.720,75
Terajoule 138,07 151,69 39,75
Jumlah Konsumsi BBM /
Liter 7.514.459,85 7.711.791,76 1.987.298,85
Total Fuel Consumption
Terajoule 257,98 263,78 67,91
Keterangan: metode konversi BBM dari satuan liter ke dalam satuan Terajoule (TJ) mengacu Pedoman Intergovernmental Panel on Climate Change (IPCC) 2006 dengan
212 mengalikan volume BBM dan nilai Kalor Bersih (Net Caloric Calue/NCV), NCV Jenis Solar= 36 x 10-6 TJ/Liter dan NCV Jenis Bensin: 33 x 10-6 TJ/Liter.
Note: The method for converting fuel consumption from liters to Terajoules (TJ) refers to the 2006 Intergovernmental Panel on Climate Change (IPCC) Guidelines, which involves
multiplying the fuel volume by the Net Caloric Value (NCV). In this calculation, diesel fuel has an NCV of 36 × 10⁻⁶ TJ/Liter, while gasoline has an NCV of 33 × 10⁻⁶ TJ/Liter
Di samping itu, Jasa Marga juga menggunakan energi tidak In addition, Jasa Marga also utilized indirect energy in toll
langsung dalam kegiatan operasi pengelolaan jalan tol road operational activities sourced from electricity supplied
yang didapatkan dari energi listrik yang dipasok oleh PLN. by PLN. This energy was used to meet the needs of the Head
Pemanfaatan energi ini untuk memenuhi kebutuhan kantor Office, branch offices, toll gate lighting, and lighting around
pusat, kantor-kantor cabang, penerangan gardu tol dan operational facilities. In terms of fuel (BBM) usage, the
penerangan sekitar fasilitas operasional. operasional. Dalam Company did not utilize renewable fuel sources. Meanwhile,
penggunaan BBM, Perseroan tidak menggunakan sumber BBM for electricity, the Company used two (2) sources, namely
terbarukan. Sedangkan untuk listrik, Perseroan menggunakan non-renewable energy supplied by PLN and renewable energy
2 (dua) sumber, yaitu sumber tak terbarukan yang disalurkan sourced from rooftop solar power (PLTS Atap) installed at the
dari PLN, serta sumber terbarukan dari PLTS Atap yang Company’s Head Office.
digunakan Perseroan di Kantor Pusat.
Tabel Konsumsi Energi Listrik
Table of Electricity Consumption
Keterangan Satuan
2025 2024* 2023
Description Unit
Konvensional / Conventional kWh 66.251.575,61 66.987.402,58 35.202.695,90
Terajoule 238,51 241,15 126,73
Tenaga Surya (PLTS Atap)
kWh 555.048,08 788.523,30 657.280,95
Solar Power (Rooftop Solar Power Plant)
Terajoule 1,998 2,84 2,37
Renewable Energy Certificate (REC) kWh 200.000,00 511.160,00 0
Terajoule 0,72 1,84 0
Total Penggunaan Listrik / Total Penggunaan Listrik kWh 67.006.623,69 68.287.087,88 35.859.976,85
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Keterangan Satuan
2025 2024* 2023
Description Unit
Terajoule 241,23 245,83 129,10
Intensitas Energi/km / Energy Intensity/km kWh/km 51.782,55 53.100,38 27.884,90
Keterangan / Note:
Metode konversi kWh ke Terajoule (TJ) mengacu pada International Energy Agency (IEA) 2016: 1 kilowatt per hour (kWh) sama dengan 3,6 x 10-6 TJ.
Conversion from kWh to Terajoules (TJ) follows the 2016 International Energy Agency (IEA) Guidelines, using the formula: 1 kilowatt-hour (kWh) = 3.6 × 10⁻⁶ TJ
Di bawah ini disajikan intensitas energi dengan Below is the energy intensity calculation comparing electricity
membandingkan volume pemakaian daya energi listrik (kWh) consumption volume (kWh) at the Head Office to building area
di kantor pusat dengan luas bangunan (m2). Dengan rumus (m²). Based on this formula, the Energy Consumption Intensity
tersebut diperoleh Intensitas Konsumsi Energi (IKE) bangunan (IKE) of the Jasa Marga Head Office buildings is as follows:
gedung Kantor Pusat Jasa Marga sebagai berikut.
Tabel Intensitas Konsumsi Energi (IKE) Berdasarkan Luas Bangunan Kantor Pusat
Table of Energy Consumption Intensity (IKE) based on Head Office Building Area
Keterangan Satuan
2025 2024 2023
Description Unit
Penggunaan Listrik / Electricity Consumption kWh 2.658.683 2.886.435 2.825.056
Terajoule 9,57 10,39 10,17
Luas Bangunan / Building Area M2 6.444,86 6.444,86 6.444,86
213
Intensitas Konsumsi Energi / Energy Consumption Intensity kWh/ M2 412,53 447,87 438,34
TJ/ M2 0,0015 0,0016 0,0016
Tabel Intensitas Pemakaian Energi
Table of Energy Consumption Intensity
Keterangan Satuan
2025 2024* 2023
Description Unit
Listrik / Electricity Terajoule 241,23 245,83 129,10
BBM / Fuel Terajoule 257,98 263,78 67,91
Jumlah Konsumsi Energi / Total Energy Consumption Terajoule 499,21 509,61 197,01
Dalam miliar rupiah
Pendapatan / Revenue 29,89 31,76 24,81
In IDR Billion
Panjang Ruas Jalan Tol yang Dikelola
km 1.294 1.286 1.264
Total Managed Toll Road Length
Intensitas Pemakaian Energi/miliar rupiah Terajoule/ miliar rupiah
16,70 16,05 7,94
Energy Intensity per Revenue TJ/ IDR billion
Intensitas Pemakaian Energi/km
Terajoule/ km 0,39 0,40 0,16
Energy Intensity per Toll Road Length
Keterangan / Information:
*) Disajikan kembali / Re-presented
Perseroan juga telah menggunakan energi terbarukan dalam The Company has also utilized renewable energy to support
menunjang aktivitas operasional di lingkungan Kantor Pusat, operational activities at the Head Office environment,
meliputi Gedung A, B dan C, sebagai berikut. covering Buildings A, B, and C, as follows.
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Penggunaan Energi Terbarukan/Panel Surya Kantor Pusat
Renewable Energy / Solar Panel Usage Head Office
Keterangan Satuan
2025 2024 2023
Description Unit
Data Produksi PLTS Gedung A,B,C kWh 158.217 139.239 144.540
Solar PV (PLTS) Production Data for Buildings A, B, and C Gigajoule 569,58 501,260 520,344
Di tahun 2025, Perseroan juga melakukan pengukuran In 2025, the Company also measuring energy consumption
penggunaan energi yang berasal dari luar perusahaan yaitu originating outside the organization, specifically based on
berdasarkan perjalanan dinas yang dilakukan karyawan employee business travel by air. This external energy use was
dengan pesawat terbang. Penggunaan energi di luar calculated using the International Civil Aviation Organization
perusahaan dihitung menggunakan standar International Civil (ICAO) standard. The amount of external energy consumption
Aviation Organization (ICAO). Adapun besaran penggunaan is presented as follows.
energi di luar perusahaan sebagai berikut.
Penggunaan Energi di Luar Perusahaan
External Energy Consumption
Keterangan Satuan
2025 2024 2023
Description Unit
Penggunaan Bahan Bakar Pesawat atas Perjalanan Dinas Ton 10.203,91 40.738,09 11.396,82
214 dengan Menggunakan Pesawat Terbang / Aviation fuel
consumption for business travel by air Gigajoule 42.693,16 170.636,09 47.684,29
Total Karyawan / Total Employees Orang 7.833 7.919 7.949
Intensitas Penggunaan Energi/Karyawan / Energy Usage Gigajoule/
5,45 21,55 6,00
Intensity/Employee orang
Upaya dan Pencapaian Efisiensi Energi Efforts and Achievements in Energy
dan Penggunaan Energi Terbarukan Efficiency and the Use of Renewable Energy
[OJK F.7, GRI 302-4, 302-5] [OJK F.7, GRI 302-4, 302-5]
Perseroan berkomitmen untuk terus meningkatkan efisiensi The Company is committed to continuously improving energy
energi dalam seluruh kegiatan operasionalnya, sebagaimana efficiency across all operational activities, as stipulated in
diatur dalam Keputusan Direksi Nomor 66/KPTS/2023 tentang Board of Directors Decree No. 66/KPTS/2023 concerning the
Pedoman Sistem Manajemen Lingkungan di Lingkungan Jasa Environmental Management System Guidelines within the Jasa
Marga Group. Sebagai bagian dari upaya tersebut, Perseroan telah Marga Group. As part of this effort, the Company has installed
memasang Pembangkit Listrik Tenaga Surya (PLTS) di Kantor Pusat Solar Power Plants (PLTS) at both the Head Office and Branch
maupun Kantor Cabang dengan tujuan mengurangi konsumsi Offices to reduce electricity consumption. In addition, the
listrik. Selain itu, Perseroan juga melaksanakan berbagai inisiatif Company has implemented several other initiatives, including:
lainnya, antara lain:
1. Penggunaan energi dari Solar Cell 1. Use of Solar Cell Energy
Perseroan telah memasang panel solar cell yang mampu The Company has installed solar cell panels capable of
memasok energi listrik untuk kebutuhan operasional di supplying electricity for operational needs at the Head
lingkungan Gedung A, Gedung B, Gedung C Kantor Pusat, Office Buildings A, B, and C, as well as the office buildings of
Gedung Kantor PT Trans Marga Jateng, PT Jasamarga PT Trans Marga Jateng, PT Jasamarga Surabaya Mojokerto, PT
Surabaya Mojokerto, Gedung Kantor PT Marga Lingkar Marga Lingkar Jakarta, and PT Jasa Marga Pandaan Malang.
Jakarta, dan PT Jasa Marga Pandaan Malang. Selama tahun During 2025, the use of energy generated from these solar
2025, penggunaan energi dari solar cell tersebut sebesar cells amounted to 555,048.08 kWh.
555.048,08 kWh.
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2. Pemanfaatan Lampu Hemat Energi (LED) 2. Use of Energy-Efficient Lighting (LED)
Perseroan telah menggunakan LED untuk kebutuhan The Company has implemented LED lighting for office
penerangan di gedung kantor dan Penerangan Jalan buildings and Public Street Lighting (PJU) within office
Umum (PJU) area kantor sebanyak 163 lampu. Selanjutnya areas totaling 163 lamps. In addition, the Company also
Perseroan juga menggunakan lampu LED untuk seluruh uses LED lamps for all PJU across its toll road operational
PJU di area operasional jalan tol Perseroan sebanyak areas, totaling 24,293 lamps. Accordingly, the total number
24.293 lampu. Sehingga, total lampu LED yang digunakan of LED lamps used across all operational areas of the
di seluruh wilayah operasional Perseroan sebanyak 24.456 Company reached 24,456 lamps.
lampu.
3. Perseroan juga menggunakan kendaraan listrik sebagai 3. The Company also utilizes electric vehicles as part of
upaya efisiensi penggunaan BBM. Penggunaan kendaraan its efforts to improve fuel efficiency. The use of electric
listrik yang telah tertuang dalam Surat Keputusan Direksi vehicles has been regulated under Board of Directors
Nomor: 48/KPTS/2021 tentang Kendaraan Dinas Perusahaan Decree No. 48/KPTS/2021 concerning Company Official
sebagaimana diubah terakhir dengan Surat Keputusan Vehicles, as most recently amended by Board of
Direksi Nomor: 212/KPTS/2024 tentang Perubahan Ketiga Directors Decree No. 212/KPTS/2024 concerning the Third
Atas Keputusan Direksi Nomor: 48/KPTS/2021 tentang Amendment to Decree No. 48/KPTS/2021 on Company
Kendaraan Dinas Perusahaan. Official Vehicles.
4. Pemadaman lampu selama jam istirahat dan standarisasi 4. Implementation of lighting shutdown during break hours
suhu AC 21 derajat and standardization of air conditioning temperature at 21
degrees Celsius.
5. Pembuatan ruang lembur yang terpusat sebagai upaya 5. Establishment of centralized overtime rooms as an
penghematan penggunaan lampu initiative to reduce lighting consumption.
Sampai dengan akhir tahun 2025, Perseroan belum As of the end of 2025, the Company had not yet set targets,
menetapkan target, dasar pengukuran dan melakukan audit measurement baselines, or conducted energy audits; 215
energi, sehingga penghitungan intensitas energi dilakukan therefore, energy intensity calculations were performed
secara manual. Efisiensi penggunaan energi diukur dengan manually. Energy efficiency was measured by comparing
membandingkan data tahun 2025 dengan tahun 2024. 2025 data with 2024. The Company successfully reduced fuel
Perseroan berhasil menurunkan jumlah konsumsi BBM consumption to 257.98 terajoules, lower than 263.78 terajoules
menjadi sebesar 257,98 terajoule, menurun dibandingkan in 2024. Electricity consumption decreased in 2025 to 241.23
tahun 2024 yang sebesar 263,78 terajoule. Penggunaan listrik terajoules, compared to 245.83 terajoules in 2024.
menurun di tahun 2025 menjadi sebesar 241,23 terajoule,
menurun dibandingkan tahun 2024 yang sebesar 245,83
terajoule.
HYBRID WIND TREE
Hybrid Wind Tree merupakan inovasi yang dilakukan oleh The Hybrid Wind Tree is an innovation developed by Jasa
Jasa Marga untuk menggunakan energi terbarukan melalui Marga to utilize renewable energy by harnessing wind and
pemanfaatan energi angin dan cahaya di sekitar Gending solar power around the Gending area as an alternative
sebagai alternatif sumber energi yang bertujuan untuk energy source aimed at improving electricity efficiency.
melakukan efisiensi penggunaan energi listrik. Dengan Equipped with 35 solar petals and 30 aeroleaves rotating at
35 solar petal dan 30 aeroleaf yang berputar dengan a minimum wind speed of 2.5 m/s, it is capable of generating
kecepatan angin minum 2,5 m/s dan mampu menghasilkan a maximum electrical output of 12.4 kW. Designed to mimic
energi listrik maksimum 12,4 kW. Hybrid Wind Tree idesain the structure of a tree and engineered to capture both wind
untuk meniru kekokohan sebuah pohon dan direkayasa and solar energy, the Hybrid Wind Tree not only functions
untuk memanfaatkan energi angin dan matahari, Hybrid as a power generator but also serves as a symbol of a
Wind Tree tidak hanya berfungsi sebagai pembangkit listrik, greener future.
tetapi juga sebagai simbol masa depan yang lebih hijau.
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About Report Sustainability Strategy Sustainability Performance Highlight
Aspek Air Water Aspect
Penggunaan Air [OJK F.8] Water Consumption [OJK F.8]
Air merupakan salah satu sumber daya penting yang Water is one of the essential resources used by the Company
digunakan Perseroan dalam mendukung kegiatan operasional to support daily operational activities. The Company’s water
sehari-hari. Sumber air yang dimanfaatkan Perseroan berasal sources are obtained from third-party suppliers (PDAM) and
dari penyedia pihak ketiga (PDAM) serta air permukaan. surface water. Water usage covers various activities, including
Penggunaan air mencakup berbagai aktivitas, antara lain toll road preservation activities such as workshop operations,
kegiatan preservasi jalan tol seperti operasional bengkel, road surface cleaning, asphalt mixing, and road surface
pembersihan badan jalan, pencampuran aspal, serta cooling. In addition, water is also used to support operations
pendinginan badan jalan. Selain itu, air juga digunakan at the Head Office, Regional Offices, Representative Offices,
untuk menunjang operasional kantor pusat, kantor regional, and other operational facility units to meet sanitation and
Representative Office, serta unit-unit fasilitas operasional office household needs. As of December 2025, the Company
lainnya guna memenuhi kebutuhan sanitasi dan kebutuhan did not have any operational sites located in areas with water
rumah tangga perkantoran. Hingga Desember 2025, Perseroan scarcity risk.
tidak memiliki lokasi operasional yang berada di wilayah
dengan risiko keterbatasan sumber air.
Dalam rangka memastikan penggunaan air yang bertanggung To ensure responsible water usage, the Company implemented
jawab, Perseroan menerapkan pengelolaan pengambilan, efficient management of water withdrawal, utilization, and
pemanfaatan, dan pembuangan air secara efisien. Upaya discharge. Water efficiency initiatives are guided by Board of
efisiensi penggunaan air mengacu pada Keputusan Direksi Directors Decree No. 66/KPTS/2023 concerning Environmental
Nomor 66/KPTS/2023 tentang Pedoman Sistem Manajemen Management System Guidelines. Monitoring is focused on
216 Lingkungan. Pemantauan difokuskan pada pengambilan water withdrawal from available sources and is conducted
air dari sumber yang tersedia serta dilakukan melalui through various measures, including installation of faucet
berbagai langkah, antara lain pemasangan sensor pada sensors, water conservation signage, water consumption
keran, pemasangan imbauan penghematan air, pemantauan monitoring via water meters, and monthly recording and
konsumsi melalui water meter, serta pencatatan dan reporting of water usage as part of sustainability index
pelaporan penggunaan air secara bulanan sebagai bagian dari monitoring. For water discharge, the Company regularly
monitoring indeks keberlanjutan. Dalam aspek pembuangan monitors wastewater (effluent) quality discharged into water
air, Perseroan secara rutin memantau kualitas air limbah bodies or other disposal media through third-party laboratory
(efluen) yang dialirkan ke badan air atau media pembuangan testing.
lainnya melalui pengujian kualitas yang melibatkan pihak
ketiga.
Perseroan juga mengembangkan inisiatif pemanfaatan The Company has also developed initiatives for alternative
sumber air alternatif pada Ruas Tol Pandaan–Malang dan water utilization on the Pandaan–Malang and Gempol–
Gempol–Pandaan melalui penampungan dan pemanfaatan Pandaan Toll Roads through rainwater harvesting and the
air hujan, serta penggunaan kembali air limbah wudhu untuk reuse of ablution wastewater for non-sanitary purposes. This
keperluan non-sanitasi. Program ini sejalan dengan upaya program aligns with efforts to extend the Green Toll Road
perpanjangan sertifikasi Green Toll Road Indonesia (GTRI) Indonesia (GTRI) certification for PT JPM and PT JPT, both of
bagi PT JPM dan PT JPT, yang berhasil mempertahankan which successfully maintained Gold rating status.
peringkat Gold.
Pelaksanaan program dimulai sejak awal tahun 2023 The program implementation began in early 2023 and has been
dan dilakukan secara bertahap, meliputi pembangunan carried out in stages, including facility construction, system
fasilitas, instalasi sistem, serta pengujian kualitas air hasil installation, and testing of water quality from utilization
pemanfaatan. Selain itu, sistem pemanfaatan air hujan telah processes. In addition, rainwater harvesting systems have
diterapkan di sejumlah lokasi, antara lain Kantor Gerbang been implemented at several locations, including the Gempol
Gempol PT JPT, Kantor Gerbang Pakis PT JPM, Kantor Gerbang Toll Gate Office of PT JPT, Pakis Toll Gate Office of PT JPM,
Purwodadi PT JPM, Gerbang Tol Singosari PT JPM, serta ruas Purwodadi Toll Gate Office of PT JPM, Singosari Toll Gate, and
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
jalan tol PT JKC. Pemanfaatan kembali air wudhu juga telah PT JKC toll road sections. Reuse of ablution water has also
diterapkan di Kantor Pusat PT JPM dan PT JPT, serta di beberapa been implemented at the Head Offices of PT JPM and PT JPT,
rest area dan kantor operasional lainnya. Selama tahun 2025, as well as at several rest areas and other operational offices.
Perseroan tidak mengambil maupun mengonsumsi air dari Throughout 2025, the Company did not extract or consume
wilayah yang tergolong water stress. water from areas classified as water stress.
Data penggunaan air tahun 2025, 2024, dan 2023 mencakup Water usage data for 2025, 2024, and 2023 covers the Head
Kantor Pusat, Regional, APJT Operasi, APJT Konstruksi, dan Office, Regional Offices, APJT Operations, APJT Construction,
AP2JT. Total konsumsi air Perseroan pada tahun 2025 tercatat and AP2JT. The Company’s total water consumption in 2025
sebesar 609,03 megaliter. Adapun rincian penggunaan air was recorded at 609.03 megaliters. The detailed water
sebagai berikut. consumption is presented as follows.
Tabel Konsumsi Air
Table of Water Consumption
Pemakaian Air (Megaliter)
Water Consumption (Megaliter)
Sumber
2025 2024* 2023**
Water Source
PDAM Kantor Pusat / PDAM – Head Office 28,47 50,9 99,59
Ruas Jalan Tol / Toll Road Sections
PDAM Ruas Jalan Tol / PDAM – Toll Road Sections 93,88 158,44 90,23
217
Water Recycle - 1,72 -
Air Permukaan / Surface Water - 371,35 -
Air Bawah Tanah (Sumur Bor) / Groundwater (Bore Wells) 486,68 394,41 197,33
Jumlah / Total 609,03 975 387,15
Keterangan / Notes:
* Penggunaan air dari Kantor Pusat, Regional, APJT dan AP2JT / Water usage from the Head Office, Regional Offices, APJT, and AP2JT
** Penggunaan air dari Kantor Pusat dan Ruas Jalan Tol / Water usage from the Head Office and Toll Road Sections
Penurunan di tahun 2025 karena tidak ada penggunaan air The decrease in 2025 was attributable to the absence of
permukaan dan water recycle. surface water usage and water recycling.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Early Warning System: Water Level Monitoring
Water Level Monitoring
Water Level Monitoring System adalah suatu sistem pemantauan ketinggian permukaan air pada
suatu wilayah bertujuan untuk memberikan informasi dini untuk dapat dilakukan suatu tidak
lanjut. Direncanakan untuk terkoneksi dengan sistem JID serta dapat mengirimkan notifikasi
peringantan dini kepada pengguna.
The Water Level Monitoring System is a system for monitoring water surface levels in a specific area,
aimed at providing early information to enable timely follow-up actions. The system is designed
to be integrated with the JID system and capable of sending early warning notifications to users.
Konsep
Concept
218
Data ditampilkan secara online dan bisa diakses oleh pengguna dari berbagai jenis device, seperti
PC, laptop, android dan smartphone sehingga memudahkan dalam monitoring data bagi pengguna.
Pengiriman data ke website menggunakan jaringan internet, namun jika lokasi pemasangan alat
tidak dapat mengakses jaringan internet dapat menggunakan opsi jaringan radio atau LoRa.
The data is displayed online and can be accessed by users through various devices, such as PCs,
laptops, Android devices, and smartphones, thereby facilitating data monitoring for users. Data
transmission to the website uses an internet network; however, if the installation location cannot
access an internet connection, alternative options such as radio networks or LoRa technology can
be used.
GPRS/Radio/LoRa Cloud
Hosting
Command Center/ User with
Website PC/Mobile
Communication Line
GPRS/GSM Radio
Modem 433/915 MHz
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Stage 1 Stage 2 Stage 3 Stage 4
Survey Wilayah Sensor Data Early
Area Survey Placement Monitoring Warning
Tahapan
Stages
Survey pemetaan area/ • Penempatan Sensor • Realtime Data Display • Alarm Notification
topografi untuk peletakan Water Level/Weather. • Graph Display • Automatic Water Pump
stasiun Pemantauan/ • Penempatan Electrode • Historical Data Trigger
Electrode. berdasarkan hasil • Data Int. from Water
Area/topographic mapping Topografi Level/Electrode
survey for placement of • Placement of Water • Data Threshold
Monitoring/Electrode Level/Weather Sensors.
stations. • Electrode placement
based on topography
results
219
4 Sensor pada
Water Level Monitoring:
Sensor
Sensor
1. Ultra-sonic Sensor
2. Weather Sensor
3. Pressure Gauge
4. Ultrasonic - Radar Based
Proses
Monitoring Platform
(JID & JIMMS)
4 Alarm Notification
ing
or
o nit Petugas
e lM
ev Officer
terL
Wa
3 Status
Detection! 3 Monitoring
1
2 Switch on/off
Water Level Water Pump
Monitor Station Banjir / Flood Station
Jalan Tol
Toll road
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Aspek Keanekaragaman Hayati Biodiversity Aspect
Dampak dari Wilayah Operasional yang Impacts of Operational Areas Located
Dekat atau Berada Di Daerah Konservasi Near or within Conservation Areas or
atau Memiliki Keanekaragaman Hayati dan Biodiversity-Rich Regions and Biodiversity
Usaha Konservasi Keanekaragaman Hayati Conservation Efforts [OJK F.9, F.10]
[OJK F.9, F.10]
Perseroan merupakan perusahaan pengelola jalan tol yang The Company is a toll road operator whose operational
wilayah operasionalnya beririsan dengan kawasan hutan areas intersect with forest areas and other regions with high
serta area lain yang memiliki keanekaragaman hayati. biodiversity. The Company’s activities that have the potential to
Aktivitas Perseroan yang berpotensi memberikan dampak impact biodiversity primarily occur during the pre-construction
terhadap keanekaragaman hayati terutama terjadi pada phase, particularly in land preparation, which may lead to
tahap prakonstruksi, khususnya dalam proses persiapan changes in forest function. Land clearing and tree cutting
lahan yang dapat menyebabkan perubahan fungsi kawasan activities may result in the reduction of natural vegetation and
hutan. Kegiatan pembukaan lahan dan penebangan pohon disruption of ecosystem balance, especially when construction
berpotensi mengakibatkan berkurangnya vegetasi alami is carried out using open cut or excavation methods on hilly
serta mengganggu keseimbangan ekosistem di sekitarnya, terrain. Recognizing these potential impacts, the Company is
terutama apabila pekerjaan konstruksi dilakukan melalui committed to minimizing adverse effects on biodiversity by
metode open cut atau pengerukan perbukitan. Menyadari implementing environmental management measures that
potensi dampak tersebut, Perseroan berkomitmen untuk have been comprehensively assessed in Environmental Impact
meminimalkan pengaruh negatif terhadap keanekaragaman Assessment (AMDAL) documents. One of the measures taken
hayati dengan menerapkan pengelolaan lingkungan yang is avoiding the use of forest areas included in the Indicative
telah dikaji secara komprehensif dalam dokumen Analisis Map for Suspension of New Licenses (PIPPIB). In addition,
220 Mengenai Dampak Lingkungan (AMDAL). Salah satu langkah the Company also carries out reforestation activities as
yang dilakukan adalah menghindari pemanfaatan area hutan compensation for the use of forest areas under the borrow-use
yang termasuk dalam Peta Indikatif Penghentian Pemberian scheme, in accordance with applicable regulations.
Izin Baru (PIPPIB). Selain itu, Perseroan juga melaksanakan
kegiatan penghutanan kembali sebagai bentuk kompensasi
atas penggunaan kawasan hutan melalui skema pinjam
pakai, yang dilaksanakan sesuai dengan ketentuan peraturan
perundang-undangan yang berlaku.
Jasa Marga melakukan berbagai upaya pelestarian Jasa Marga undertakes various biodiversity conservation
keanekaragaman hayati, baik terhadap habitat ekosistem efforts, both for ecosystem habitats and for flora and fauna
maupun flora dan fauna yang berada di sekitar wilayah within and outside its operational areas. Efforts to maintain the
operasional maupun di luar area operasional. Upaya dalam quality of protected areas are conducted through a national
menjaga kualitas kawasan lindung dilakukan melalui spatial planning approach by integrating toll road development
pendekatan tata ruang nasional dengan mengintegrasikan into sustainable spatial planning. Biodiversity aspects are key
pembangunan jalan tol ke dalam perencanaan ruang yang considerations in feasibility studies, Environmental Impact
berkelanjutan. Aspek keanekaragaman hayati menjadi Assessments (AMDAL), and public consultation processes
salah satu pertimbangan utama dalam penyusunan studi conducted in the context of land acquisition for toll road
kelayakan, Analisis Mengenai Dampak Lingkungan (AMDAL), development. Furthermore, the Company implements
serta proses konsultasi publik yang dilakukan dalam various initiatives to preserve flora and fauna, including
rangka pengadaan lahan pembangunan jalan tol. Selain itu, greening programs through the planting of endemic trees
Perseroan juga menjalankan berbagai inisiatif untuk menjaga and environmental conservation activities that do not
kelestarian flora dan fauna, antara lain melalui kegiatan directly intersect with operational areas. Sustainable land use
penghijauan dengan penanaman pohon endemik serta encourages toll road construction activities within the Company
program pelestarian lingkungan yang tidak bersinggungan to consistently consider potential direct impacts arising from
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
langsung dengan wilayah operasional. Pemanfaatan ruang land use, including habitat conversion and the presence of
secara berkelanjutan mendorong aktivitas konstruksi flora and fauna.asuk konversi habitat serta keberadaan flora
jalan tol di lingkungan Perseroan untuk senantiasa dan fauna.
memperhatikan potensi dampak langsung yang dapat timbul
akibat penggunaan lahan, termasuk konversi habitat serta
keberadaan flora dan fauna.
Salah satu contoh penerapan pengelolaan keanekaragaman
hayati dilakukan pada Jalan Tol Bali Mandara yang dikelola An example of biodiversity management implementation is
oleh PT Jasamarga Bali Tol (“JBT”), di mana pada beberapa the Bali Mandara Toll Road operated by PT Jasamarga Bali
titik jalur jalan tol melintasi kawasan Taman Hutan Raya Tol (“JBT”), where several sections of the toll road traverse
(“Tahura”) Ngurah Rai. Total penggunaan lahan Tahura Ngurah the Ngurah Rai Forest Park (“Tahura”) area. The total land
Rai tercatat sebesar kurang lebih 4,24 hektare, dengan rincian use within Tahura Ngurah Rai is recorded at approximately
sekitar 1,31 hektare pada ruas Simpang Tugu Ngurah Rai dan 4.24 hectares, consisting of around 1.31 hectares along the
sekitar 2,93 hektare pada ruas akses keluar masuk Gerbang Simpang Tugu Ngurah Rai section and approximately 2.93
Tol Nusa Dua. Berdasarkan hasil pemantauan, pembangunan hectares at the Nusa Dua Toll Gate access and exit sections.
Jalan Tol Bali Mandara tidak menimbulkan perubahan yang Based on monitoring results, the construction of the Bali
signifikan terhadap luasan ekosistem mangrove di kawasan Mandara Toll Road did not cause significant changes to the
tersebut. extent of the mangrove ecosystem in the area.
Sebagai tindak lanjut atas pemanfaatan kawasan Tahura As a follow-up to the utilization of the Ngurah Rai Tahura area,
Ngurah Rai, JBT telah menjalin kerja sama dan kolaborasi JBT has established cooperation and collaboration with the
dengan Pemerintah Provinsi Bali sejak tahun 2013 dalam Provincial Government of Bali since 2013 in the protection,
rangka perlindungan, pengamanan, serta rehabilitasi safeguarding, and rehabilitation of the Ngurah Rai Forest Area.
Kawasan Hutan Ngurah Rai. Upaya tersebut dilakukan melalui These efforts include compensation payments and mangrove 221
pembayaran kompensasi dan pelaksanaan penanaman planting activities. In addition, the Company routinely
mangrove. Selain itu, Perseroan juga secara rutin melakukan conducts coordination and joint monitoring with the Technical
koordinasi dan pemantauan bersama dengan Unit Pelaksana Implementation Unit (UPT) of Ngurah Rai Tahura, documented
Teknis (UPT) Tahura Ngurah Rai yang dituangkan dalam Berita in Joint Monitoring Reports. Monitoring results indicate
Acara Pemantauan Bersama. Hasil pemantauan menunjukkan that the area remains in safe and controlled condition. This
bahwa kondisi kawasan berada dalam keadaan aman dan collaboration is planned to continue through 2030 as part of
terkendali. Kolaborasi ini direncanakan untuk terus berlanjut the transformation toward more environmentally friendly toll
hingga akhir tahun 2030 sebagai bagian dari transformasi road management.
menuju pengelolaan jalan tol yang lebih ramah lingkungan.
2013 2020
Perjanjian Kerja Sama (PKS) antara Gubernur Bali dengan Perjanjian Kerja Sama antara Kepala Dinas Kehutanan dan
Direktur Utama PT Jasamarga Bali Tol Nomor 075/13/pks/b. Lingkungan Hidup Provinsi Bali dengan PT Jasamarga Bali
pem/ix/2013 dan Nomor 010/SPK-JBT/IX/2013 tanggal 9 Tol Nomor 522/3446/DisKLH/2020 dan Nomor 003.00/ PKS/
September 2013 tentang Kolaborasi Pengelolaan TAHURA JBT-DisKLH/X/2020 tanggal 5 Oktober 2020 tentang Kerja
Ngurah Rai terkait adanya pembangunan Jalan Tol Bali Sama Pemanfaatan Kawasan Hutan Tahura Ngurah Rai untuk
Mandara. Pembangunan Strategis dan Pengelolaan Jalan Tol Bali Mandara.
Cooperation Agreement (PKS) between the Governor of Cooperation Agreement (PKS) between the Head of the Bali
Bali and the President Director of PT Jasamarga Bali Tol No. Province Forestry and Environment Service and PT Jasamarga
075/13/PKS/B.PEM/ IX/2013 and No. 010/SPK-JBT/IX/2013 Bali Tol No. 522/3446/DisKLH/2020 and No. 003.00/PKS/JBT-
dated September 9, 2013 concerning Collaboration in the DisKLH/X/2020 dated October 5, 2020 concerning Cooperation in
Management of TAHURA Ngurah Rai regarding the construction the Utilization of the TAHURA Ngurah Rai Forest Area for Strategic
of the Bali Mandara Toll Road. Development and Management of the Bali Mandara Toll Road.
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Di samping Kawasan Tahura Ngurah Rai, Perseroan juga In addition to the Ngurah Rai Forest Park area, the Company
beroperasi di sekitar beberapa kawasan Hutan Produksi also operates in the vicinity of several Production Forest
yang telah ditetapkan oleh Pemerintah berdasarkan Surat areas designated by the Government based on the Decree of
Keputusan Menteri Lingkungan Hidup dan Kehutanan the Minister of Environment and Forestry of the Republic of
Republik Indonesia Nomor SK.12764/MENLHKPKTL/IPSDH/ Indonesia No. SK.12764/MENLHK- PKTL/IPSDH/PLA.1/11/2023
PLA.1/11/2023 tentang Penetapan Peta Indikatif Penghentian concerning the Determination of the Indicative Map for
Pemberian Perizinan Berusaha, Persetujuan Penggunaan Suspension of New Business Licenses, Forest Area Utilization
Kawasan Hutan, atau Perubahan Peruntukan Kawasan Hutan Approvals, or Changes in the Designation of New Forest Areas
Baru pada Hutan Alam Primer dan Lahan Gambut Tahun 2023 in Primary Natural Forest and Peatland for 2023 Period II.
Periode II.
Daftar Wilayah Operasi Jasa Marga yang Menghasilkan Dampak pada Wilayah Konservasi dan Hutan Produksi
Jasa Marga’s Toll Roads Impacting Conservation Areas and Production Forests
Luas Area Eksisting
Keanekaragaman Hayati Posisi Geografis
Ruas Jalan Tol Terdampak Dilewati Dampak
yang Terdampak Geographical
Toll Road Project Affected Existing Area Impact
Impacted Biodiversity Position
Area (Ha) Crossed
Proyek Jalan Tol Jakarta –
Perubahan Tata
Cikampek II Selatan Hutan Produksi
±111,140 Ha - -6°25'49" S, 107°17'43" E Guna Lahan
Jakarta–Cikampek II South Production Forest
Land Use Change
Toll Road
Proyek Jalan Tol Probolinggo
Perubahan Tata
– Banyuwangi Seksi I Hutan Produksi
222 Probolinggo–Banyuwangi
±115,997 Ha
Production Forest
- -7°43'12" S, 113°35'44" E Guna Lahan
Land Use Change
Section I Toll Road
Perubahan Tata
Hutan Produksi Guna Lahan
Sedyatmo + CTC ±14,25 Ha -6°7'20" S, 106°44'49" E
Production Forest
Land Use Change
Perubahan Tata
Hutan Produksi Guna Lahan
Semarang-Batang ±62,639 Ha - -6°58'55" S, 110°17'45" E
Production Forest
Land Use Change
Perubahan Tata
Hutan Produksi Guna Lahan
Semarang-Solo ±22,413 Ha - -7°6'34" S, 110°25'8" E
Production Forest
Land Use Change
Perubahan Tata
Solo-Ngawi dan Ngawi- Hutan Produksi Guna Lahan
±124,17 Ha - -7°23'17" S, 111°11'12" E
Kertosono-Kediri Production Forest
Land Use Change
Hutan Produksi
& Taman Hutan
-8°47'4" S, 115°12'45" E Perubahan Tata
Raya
Nusa Dua-Ngurah Rai-Benoa ±4,24 Ha - & Guna Lahan
Production Forest -8°47'3" S 115°12'45" E Land Use Change
& Grand Forest
Park
Hutan Produksi yang dilalui oleh ruas jalan tol milik Jasa Production Forest areas traversed by Jasa Marga’s toll road
Marga, dilaksanakan perizinan dengan penerbitan Izin Pinjam sections are subject to permitting through the issuance of
Pakai Kawasan Hutan (IPPKH) oleh Pemerintah. Melalui IPPKH, Borrow-to-Use Forest Area Permits (Izin Pinjam Pakai Kawasan
Jasa Marga melaksanakan penyediaan lahan kompensasi Hutan/IPPKH) by the Government. Through the IPPKH scheme,
serta berkoordinasi secara berkelanjutan bersama seluruh Jasa Marga provides compensation land and continuously
pemangku kepentingan terkait. coordinates with all relevant stakeholders.
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Perizinan Lingkungan Pemakaian Kawasan Hutan
Forest Area Utilization Permits
Izin Tahun Unit Izin Pinjam Pakai Kawasan Hutan
Permit Year Unit Forest Area Borrow-Use Permits (IPPKH)
IPPKH 2019 PT Jasamarga Japek Keputusan Menteri LHK No. SK.423/MENLHK/SETJEN/PLA.0/7/2019 tentang Izin
Selatan Pinjam Pakai Kawasan Hutan untuk Pembangunan Ruas Jalan Tol Jakarta-Cikampek II
Sisi Selatan atas nama Kementerian Pekerjaan Umum dan Perumahan Rakyat pada
Kawasan Hutan Produksi Terbatas dan Kawasan Hutan Produksi tetap di Kabupaten
Karawang dan Kabupaten Purwakarta, Jawa Barat, seluas +/-111,14 Hektar.
Minister of Environment and Forestry Decree No. SK.423/MENLHK/SETJEN/
PLA.0/7/2019, granting a Forest Area Borrow-Use Permit for the Jakarta-Cikampek
II South Toll Road, covering ±111.14 hectares of Limited Production Forest and
Permanent Production Forest in Karawang and Purwakarta Regencies, West Java.
IPPKH 2023 PT Jasamarga Probolinggo Keputusan Menteri LHK No SK. 267/MENLHK/SETJEN/PLA.2/3/2023 tentang
Banyuwangi Persetujuan Pelepasan Kawasan Hutan Produksi Tetap untuk Pembangunan Ruas
Jalan Tol Probolinggo-Banyuwangi II atas nama Kementerian Pekerjaan Umum dan
Perumahan Rakyat di Kabupaten Situbondo, Provinsi Jawa Timur Seluas +/- 68 Ha
(Enam Puluh Delapan Hektare).
Minister of Environment and Forestry Decree No. SK.267/MENLHK/SETJEN/
PLA.2/3/2023, approving the Release of Permanent Production Forest for the
Probolinggo-Banyuwangi Toll Road (Section II), covering ±68 hectares in Situbondo
Regency, East Java
Keputusan Menteri LHK No SK. 206/MENLHK/SETJEN/PLA.0/3/2023 tentang
Persetujuan Penggunaan Kawasan Hutan untuk Kegiatan Pembangunan Ruas Jalan
Tol Probolinggo-Banyuwangi Seksi I atas nama Kementerian Pekerjaan Umum dan
Perumahan Rakyat Seluas +/- 47,997 Ha (Empat Puluh Tujuh dan Sembilan Ratus
sembilan Puluh Tujuh Perseribu Hektare) di Kabupaten Probolinggo, Provinsi Jawa 223
Timur.
Ministerial Decree No. SK.206/MENLHK/SETJEN/PLA.0/3/2023, approving the Use of
Production Forest for the Probolinggo-Banyuwangi Toll Road (Section I), covering
±47.997 hectares in Probolinggo Regency, East Java.
IPPKH 2016 Jasamarga Metropolitan Keputusan Kepala BKPM No. 66/1/IPPKH/PMDN/2016 tentang Izin Pinjam Pakai
Tollroad Regional Division Kawasan Hutan untuk Pelebaran Jalan Tol Prof. Ir. Sedyatmo atas nama PT Jasa Marga
(Persero) Tbk pada Kawasan Hutan Produksi Tetap di Kota Jakarta Utara, DKI Jakarta,
seluas +/-14,25 Hektar.
Head of Investment Coordinating Board (BKPM) Decree No. 66/1/IPPKH/PMDN/2016,
granting a Forest Area Borrow-Use Permit for the widening of Prof. Ir. Sedyatmo
Toll Road in North Jakarta, DKI Jakarta, covering ±14.25 hectares of Permanent
Production Forest.
IPPKH 2016 PT Jasamarga Semarang Keputusan Kepala BKPM No. SK.2/1/IPPKH/K/2016 tentang Izin Pinjam Pakai Kawasan
Batang Hutan untuk Pembangunan Jalan Tol Semarang-Batang..
BKPM Decree No. SK.2/1/IPPKH/K/2016, granting a Forest Area Borrow-Use Permit
for the construction of the Semarang-Batang Toll Road.
Persetujuan 2008 PT Trans Marga Jateng Surat Menteri Kehutanan No. S.766/Menhut-VII/2008 tentang Persetujuan Prinsip
Prinsip Penggunaan Kawasan Hutan Seluas +/-22,413 Hektar untuk Pembangunan Jalan Tol
Agreement Ruas Semarang-Solo dan Sarana Penunjangnya atas nama Menteri Pekerjaan Umum
Principle Republik Indonesia di Kota Semarang dan Kabupaten Semarang, Jawa Tengah
(Perubahan terakhir 2013, berlaku hingga 2015, saat ini sedang proses pengajuan
IPPKH).
Minister of Forestry Letter No. S.766/Menhut-VII/2008, granting Principle Approval
for the Use of ±22.413 hectares of Forest Area for the Semarang-Solo Toll Road and
Supporting Infrastructure, under the Minister of Public Works of the Republic of
Indonesia. The last amendment was in 2013, valid until 2015, and is currently under
an IPPKH application process.
IPPKH 2017 PT Jasamarga Solo Ngawi Keputusan Kepala BKPM No. 1/1/IPPKH/K/2017 tentang Izin Pinjam Pakai Kawasan
dan PT Jasamarga Ngawi Hutan untuk Pembangunan Jalan Tol Mantingan-Ngawi-Kertosono atas nama Menteri
Kertosono Kediri Pekerjaan Umum dan Perumahan Rakyat Seluas +/-124,17 Hektar pada Kawasan
Hutan Produksi Tetap di Kabupaten Ngawi, Kabupaten Madiun dan Kabupaten
Nganjuk, Jawa Timur.
BKPM Decree No. 1/1/IPPKH/K/2017, granting a Forest Area Borrow-Use Permit for
the construction of the Mantingan-Ngawi-Kertosono Toll Road, covering ±124.17
hectares of Permanent Production Forest in Ngawi, Madiun, and Nganjuk Regencies,
East Java.
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Berdasarkan kajian AMDAL pembangunan ruas jalan tol, Based on the Environmental Impact Assessment (AMDAL)
teridentifikasi beberapa spesies yang dilindungi atau dikelola study for toll road construction, several protected or managed
berada di sekitar atau berdekatan dengan wilayah jalan tol, species have been identified in or near the toll road area,
diantaranya sebagai berikut: including the following:
Jumlah Spesies IUCN Red List yang berada dekat Wilayah Operasi
UCN Red List Species near Operational Areas
Lingkup Usaha dan/atau Kegiatan Spesies Yang Dilindungi/Dikelola Status IUCN
No
Toll Road Section / Activit Protected / Managed Species IUCN Status
1 Ruas Jalan Tol Padalarang-Cileunyi Ular Sawah (Malayopython reticulatus) Least Concern (LC)
Padalarang–Cileunyi Toll Road
2 Ruas Jalan Tol Jakarta-Cikampek Burung Kuntul Putih (Egretta alba) Least Concern (LC)
Jakarta–Cikampek Toll Road
3 Ruas Jalan Tol Semarang ABC Burung Kutilang (Pycnonotus aurigaster) Least Concern (LC)
Semarang ABC Toll Road
4 Ruas Jalan Tol Surabaya-Mojokerto Burung kacamata (Zosterops sp) Least Concern (LC)
Surabaya–Mojokerto Toll Road
Alap-alap (Falco sp) Least Concern (LC)
Sikatan (Rhipidura javanica) Least Concern (LC)
5 Ruas Jalan Tol Gempol-Pasuruan Gelatik jawa (Padda oryzivora) Endangered (EN)
Gempol–Pasuruan Toll Road
224 Elang hitam (Ictinaetus malayensis) Least Concern (LC)
Bubut (Centropus sp) Least Concern (LC)
Alap-alap sapi (Falco moluccensis) Least Concern (LC)
Betet biasa (Psittacula alexandri) Near Threatened (NT)
Serindit jawa (Loriculus pusillus) Near Threatened (NT)
Poksai (Garrulax sp) Least Concern (LC)
6 Ruas Jalan Tol Pandaan-Malang Elang (Haliastur sp) Least Concern (LC)
Pandaan–Malang Toll Road
Serindit (Loriculus pusillus) Least Concern (LC)
7 Ruas Jalan Tol Medan-Kualanamu-Tebing Tinggi Burung betet (Psittacula) Vulnerable (VU)
Medan–Kualanamu–Tebing Tinggi Toll Road
8 Ruas Jalan Tol Nusa Dua-Ngurah Rai-Benoa Pecuk-ular asia (Anhinga melanogaster) Least Concern (LC)
Nusa Dua–Ngurah Rai–Benoa Toll Road
Elang bondol (Haliastur indus) Least Concern (LC)
Cangak laut (Ardea sumatrana) Least Concern (LC)
Gajahan besar (Numenius arquata) Near Threatened (NT)
Ibis rokoroko (Plegadis falcinellus) Least Concern (LC)
Kakatua (Cacatua galerita) Least Concern (LC)
Kakatua (Cacatua sulphurea) Critically Endangered (CR)
9 Balikpapan-Samarinda Beruang madu (Helarctos malayanus) Vulnerable (VU)
Banteng (Bos javanicus) Critically Endangered (CR)
Macan dahan (Neofelis nebulosa) Vulnerable (VU)
Landak (Hystrix brachyura) Least Concern (LC)
Owa (Hylobates moloch) Endangered (EN)
Burung enggang (Berenicornis comatus) Endangered (EN)
Kera (Macaca fascicularis) Vulnerable (VU)
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Lingkup Usaha dan/atau Kegiatan Spesies Yang Dilindungi/Dikelola Status IUCN
No
Toll Road Section / Activit Protected / Managed Species IUCN Status
Trenggiling (Manis javanica) Critically Endangered (CR)
Biawak (Varanus salvator) Least Concern (LC)
Rusa sambar (Cervus unicolor) Vulnerable (VU)
Kuau besar (Lophura sp) Critically Endangered (CR)
Kijang (Muntiacus muntjak) Least Concern (LC)
Kukang (Nycticebus coucang) Critically Endangered (CR)
Bekantan (Nasalis larvatus) Endangered (EN)
10 Ruas Jalan Tol Manado-Bitung Anggrek bulan (Phalaenopsis sp) -
Manado–Bitung Toll Road
Edelweis Least Concern (LC)
Anoa dataran rendah (Bubalus depressicornis) Endangered (EN)
Anoa dataran tinggi (Bubalus quarlesi), Endangered (EN)
Kera/monyet (Macaca tonkeana) Vulnerable (VU)
Babirusa (Babyrousa babyrussa) Endangered (EN)
Musang sulawesi (Macrogalidia musschenbroekii) Vulnerable (VU)
Duyung (Dugong dugon) Vulnerable (VU)
Rangkong (Rhyticeros cassidix) Vulnerable (VU) 225
Maleo (Macrocephalon maleo) Critically Endangered (CR)
Pecuk ular (Anhinga melanogaster) Least Concern (LC)
Elang laut (Accipiter trinotatus) Least Concern (LC)
Alap-alap (Accipiter rhodogaster) Least Concern (LC)
Sesap madu (Aethopyga siparaja) Least Concern (LC)
Mandar sulawesi (Aramidopsis plateni) Vulnerable (VU)
Bangau hitam (Ciconia episcopus) Near Threatened (NT)
Serindit sulawesi (Loriculus exilis) Least Concern (LC)
Elang hitam (Milvus migrans) Least Concern (LC)
Kowak merah (Nycticorax caledonicus) Least Concern (LC)
Betet raket bercak emas (Prioniturus platurus) Least Concern (LC)
Nuri sulawesi (Tanygnathus sumatranus) Least Concern (LC)
Ular sanca bodo (Python molurus) Near Threatened (NT)
Buaya (Crocodylus porosus) Least Concern (LC)
Penyu belimbing (Dermochelys coriacea) Vulnerable (VU)
Kura-kura (Carettochelys sp) Endangered (EN)
Kupu-kupu bidadari (Cethosia myrina) -
Kupu-kupu raja (Troides amphrysus) Least Concern (LC)
Troides miranda Least Concern (LC)
Troides meoris -
Troides plato Data Deficient (DD)
Troides riedeli Near Threatened (NT)
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Lingkup Usaha dan/atau Kegiatan Spesies Yang Dilindungi/Dikelola Status IUCN
No
Toll Road Section / Activit Protected / Managed Species IUCN Status
Ornithoptera paradisea Near Threatened (NT)
Kima cina (Hippopus porcellanus) Vulnerable (VU)
Kima tapak kuda (Hippopus hippopus) Vulnerable (VU)
Triton terompet (Charonia tritonis) -
Ketam tapak kuda (Tachypleus gigas) Data Deficient (DD)
Kepala kambing (Cassis cornuta) -
Nautilus berongga (Nautilus pompilius) -
11 Ruas Jalan Tol Probolinggo-Banyuwangi Serindit (Loriculus pusillus) Near Threatened (NT)
Probolinggo–Banyuwangi Toll Road
Perseroan juga senantiasa melakukan penanaman pohon The Company also consistently carried out tree planting
sebanyak 31.130 batang pohon dengan alokasi biaya penanaman activities, with a total of 31,130 trees planted and a tree
pohon sebesar Rp2.316.993.000. Kegiatan penanaman pohon planting cost allocation of IDR 2,316,993,000. The tree planting
yang dilakukan di tahun 2025 dan 2024 berasal dari kegiatan activities conducted in 2025 and 2024 were derived from Jasa
penanaman pohon Jasa Marga Group, sedangkan tahun 2023 Marga Group-wide initiatives, while in 2023 the activities were
hanya berasal dari Kantor Pusat Jasa Marga. limited to the Jasa Marga Head Office only.
Kegiatan Penanaman Pohon
226 Tree Planting Activities
Keterangan Satuan
2025 2024 2023
Description Unit
Penanaman Pohon Batang Pohon
31.130 50.762 14.297
Tree Planting Number of Trees
Dana Penanaman pohon Dalam Jutaan Rupiah
2.317 7.092.420 1.828
Tree Planting Budget Million IDR
Aspek Emisi Emissions Aspect
Jumlah dan Intensitas Emisi yang Dihasilkan Total Emissions and Intensity by Type
Berdasarkan Jenisnya [OJK F.11, GRI 305-1, GRI 305-2, [OJK F.11, GRI 305-1, GRI 305-2, GRI 305-3, 305-4]
GRI 305-3, 305-4]
Sehubungan dengan aktivitas operasional yang melibatkan Regarding operational activities involving energy use, the
penggunaan energi, Perseroan menyadari bahwa kegiatan Company recognizes that such activities generate greenhouse
tersebut menghasilkan emisi gas rumah kaca (GRK). Pada gas (GHG) emissions. In 2025, the Company conducted GHG
tahun 2025, Perseroan telah melakukan perhitungan emisi emissions calculations for the 2025, 2024, and 2023 reporting
GRK untuk periode pelaporan tahun 2025, 2024, dan 2023. periods. The calculation covered operational boundaries
Perhitungan tersebut mencakup ruang lingkup operasional including the Head Office, Regional Offices, APJT, and AP2JT.
yang meliputi Kantor Pusat, Kantor Regional, APJT, dan AP2JT.
Perhitungan emisi GRK Cakupan 1 diawali dengan proses The calculation of Scope 1 GHG emissions begins with
identifikasi aktivitas operasional yang menghasilkan emisi the identification of operational activities that generate
serta jenis bahan bakar yang digunakan. Selanjutnya, faktor emissions and the types of fuel used. Subsequently, the
emisi (Emission Factor/EF) ditentukan dengan mengacu pada emission factor (EF) is determined by referring to guidelines
pedoman yang diterbitkan oleh Intergovernmental Panel on issued by Intergovernmental Panel on Climate Change (IPCC).
Climate Change (IPCC). Dalam perhitungan tersebut, Nilai In this calculation, the Net Calorific Value (NCV) is used as
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Kalor Bersih (Net Caloric Value/NCV) digunakan sebagai the basis for determining the amount of heat generated from
dasar untuk menentukan jumlah panas yang dihasilkan dari the combustion of a specific quantity of fuel, in accordance
pembakaran sejumlah bahan bakar tertentu, sesuai dengan with the 2006 Intergovernmental Panel on Climate Change
2006 Intergovernmental Panel on Climate Change (IPCC) (IPCC) Guidelines for National Greenhouse Gas Inventories.
Guidelines for National Greenhouse Gas Inventories. Selain In addition, the Global Warming Potential (GWP), which is an
itu, Potensi Pemanasan Global (Global Warming Potential/ index comparing the ability of each greenhouse gas to trap
GWP), yang merupakan indeks pembanding kemampuan heat in the atmosphere relative to carbon dioxide, is also
masing-masing gas rumah kaca dalam memerangkap panas applied based on the reference IPCC Sixth Assessment Report,
di atmosfer relatif terhadap karbon dioksida, turut digunakan 2020 (AR6) published by the IPCC.
berdasarkan referensi IPCC Sixth Assessment Report, 2020
(AR6) yang diterbitkan oleh IPCC.
Rumus perhitungan emisi karbon dioksida ekuivalen (CO₂e) The formula for calculating carbon dioxide equivalent (CO₂e)
dari aktivitas pembakaran bahan bakar adalah sebagai berikut: emissions from fuel combustion activities is as follows:
Emisi = Jumlah Penggunaan Bahan Bakar × EF × NCV × GWP Emissions = Fuel Consumption×EF×NCV×GWP
Keterangan: Notes:
Emisi = Jumlah emisi CO2 yang dihasilkan Emissions = Total CO2 emissions generated
Penggunaan Bahan Bakar = Massa atau volume bahan bakar yang dibakar Fuel Consumption = Mass or volume of fuel burned
EF = Faktor emisi CO2 per satuan massa atau volume EF = CO2 emission factor per unit of fuel mass or volume
bahan bakar
GWP = Potensi pemanasan global GWP = Global Warming Potential
NCV = Nilai Kalor Bersih (Solar: 36 x 10-6 TJ/Liter; Bensin: NCV = Net Caloric Value (Diesel: 36 × 10⁻⁶ TJ/Liter; Gasoline:
33 x 10-6 TJ/Liter) 33 × 10⁻⁶ TJ/Liter)
Untuk tahun dasar perhitungan, perusahaan menggunakan For the base year of calculation, the Company used 2024 227
data tahun 2024, karena data pada tahun tersebut dinilai data, as it was considered more comprehensive than data
lebih komprehensif dibandingkan dengan tahun-tahun from previous years. In addition, the emission calculation
sebelumnya. Selain itu, metode perhitungan emisi juga telah methodology was updated with reference to the Sixth
diperbarui dengan mengacu pada Assessment Report keenam Assessment Report of the IPCC, particularly regarding the
dari IPCC, khususnya terkait dengan pembaruan nilai Global updated Global Warming Potential (GWP) values. In 2025, the
Warming Potential (GWP). Pada tahun 2025, Perusahaan telah Company performed calculations based on combustion types,
melakukan perhitungan berdasarkan tipe Combustion, yaitu namely for vehicles (mobile) and generators (stationary),
untuk kendaraan (mobile) dan genset (stationary) sehingga thereby improving the accuracy of the calculations.
perhitungan dapat lebih akurat.
Tabel Faktor Emisi dan Nilai GWP
Table of Emission Factors and GWP Values
Faktor Emisi Solar
Jenis Emisi Faktor Emisi Bensin Diesel Emission Factor
GWP
Emission Type Gasoline Emission Factor
Mobile Stationary
CO2 69.300,00 74.100 74.100 1
N2O 5,70 3,9 0,6 273
CH4 3,80 3,9 10 29,80
Keterangan / Note:
Mobile : Tahun 2024 dan 2023, tidak ada perhitungan dengan masing-masing jenis tipe Combustion, sehingga seluruh aktivitas energi Solar menggunakan Faktor Emisi
tipe Mobile.
Di Tahun 2025 dengan adanya perhitungan pada masing-masing tipe Combustion, dimana ada tipe Mobile dan tipe Stationary, sehingga faktor emisi digunakan
sesuai aktivitas energi solar masing-masing
GWP : Nilai GWP terbaru digunakan untuk tahun 2025, 2024 dan 2023, sehingga terdapat restatement nilai emisi scope 1 pada tahun 2024 dan 2023
Mobile : In 2024 and 2023, no calculations were performed by specific combustion types; therefore, all diesel energy consumption was calculated using the Mobile
emission factor.
In 2025, with the introduction of calculations by combustion type, namely Mobile and Stationary, emission factors were applied in accordance with the
respective diesel energy activities.
GWP : The latest GWP values were applied for 2025, 2024, and 2023, resulting in a restatement of Scope 1 emission values for 2024 and 2023.
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About Report Sustainability Strategy Sustainability Performance Highlight
Dari rumus perhitungan dan nilai masing masing faktor Based on these values, the Scope 1 GHG Emissions for each
tersebut didapatkan nilai Emisi GRK Cakupan 1 sebagai year are as follows:
berikut.
Tabel Emisi GRK Cakupan 1
Table of Scope 1 GHG Emissions
Keterangan 2025 2024 2023 2025 2024* 2023*
Description (TJ) (TJ) (TJ) (kgCO2eq) (kgCO2eq) (kgCO2eq)
Bensin
138,07 151,58 39,85 9.798.906,64 10.765.620,38 2.821.173,75
Gasoline
Solar
119,91 112,22 28,16 9.021.746,93 8.437.522,64 2.119.787,32
Diesel
Total 257,89 263,79 67,91 18.820.653,57 19.203.143,02 4.940.961,07
Total (TonCO2eq) 18.820,65 19.203,14 4.940,96
Keterangan / Note:
*)
Disajikan kembali / Restated figures
Perhitungan emisi GRK tidak langsung (Cakupan 2) dilakukan The calculation of indirect GHG emissions (Scope 2) is
terhadap konsumsi listrik yang digunakan dalam kegiatan conducted based on electricity consumption used in
operasional Perseroan. Emisi tersebut dihitung dengan the Company’s operational activities. These emissions
mengalikan total konsumsi listrik tahunan dalam satuan are calculated by multiplying the total annual electricity
228 kilowatt-hour (kWh) dengan average grid emission factor consumption in kilowatt-hours (kWh) by the average grid
yang diterbitkan oleh Kementerian Energi dan Sumber Daya emission factor issued by the Ministry of Energy and Mineral
Mineral (ESDM). Faktor emisi yang digunakan mengacu pada Resources (ESDM). The emission factors used refer to the
Rencana Usaha Penyediaan Tenaga Listrik (RUPTL) PT PLN Electricity Supply Business Plan (RUPTL) of PT PLN (Persero)
(Persero) Tahun 2015–2024, serta disesuaikan dengan wilayah 2015–2024 and are adjusted according to the operational
operasional masing-masing ruas jalan tol. regions of each toll road section.
Tabel Emisi GRK Cakupan 2
Table of Emisi Scope 2 GHG Emissions
Keterangan Satuan
2025 2024 2023
Description Unit
Penggunaan Listrik
kWh 67.006.623,69 68.287.087,88 35.859.977
Electricity Consumption
Emisi yang Dihasilkan
tonCO2eq) 52.485,79 58.866,90 30.964,69
Emissions Generated
Emisi gas rumah kaca tidak langsung (cakupan 3) tahun 2025 Indirect greenhouse gas (GHG) emissions (Scope 3) in 2025
yang diukur oleh Perseroan mencakup emisi GRK Kategori 6. measured by the Company included Category 6 emissions.
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Adapun emisi gas rumah kaca Cakupan 3 yang dihasilkan dari The Scope 3 greenhouse gas emissions generated from these
aktivitas tersebut adalah sebagai berikut: activities are as follows:
Tabel Emisi GRK Cakupan 3 (Perjalanan Dinas)
Table of Scope 3 GHG Emissions (Business Travel)
Sumber Emisi GRK Satuan
2025 2024* 2023**
Sources of GHG Emissions Unit
Kategori 6 - Perjalanan dinas karyawan
tonCO2eq 614,46 643,26 200,32
Category 6 - Employee business travel
Kategori 7 - Perjalan komuter
karyawan rumah - kantor
tonCO2eq - 5.987,95 -
Category 7 - Home - office employee
commuting
Total Emisi GRK Cakupan 3
Ton CO2-eq 614,46 6.631,21 200,32
Total Scope 3 GHG Emissions
Keterangan / Note:
* Emisi Cakupan 3 di tahun 2024 mencakup seluruh informasi dari Jasa Marga Group
Scope 3 emissions in 2024 include all information from Jasa Marga Group
** Emisi Cakupan 3 di tahun 2023 hanya mencakup Kantor Pusat Jasa Marga
Scope 3 emissions in 2023 only include Jasa Marga Head Office
Tabel Intensitas Emisi GRK Cakupan 1, 2 dan 3
Table of GHG Emission Intensity for Scope 1, 2, and 3
229
Keterangan Satuan
2025 2024 2023
Description Unit
Emisi GRK Cakupan 1
Ton CO2-eq 18.820,65 19.203,14 4.940,96
Scope 1 GHG Emissions
Emisi GRK Cakupan 2
Ton CO2-eq 52.485,79 58.866,90 30.964,69
Scope 2 GHG Emissions
Emisi GRK Cakupan 3
Ton CO2-eq 614,46 6.631,21 200,32
Scope 3 GHG Emissions
Total Emisi GRK
Ton CO2-eq 71.920,90 78.070,04 35.905,65
Total GHG Emissions
Pendapatan*
Dalam Juta Rupiah 29.890 31.756 24.807
Revenue
Panjang Ruas Jalan Tol yang Dikelola
Km 1.294 1.286 1.264
Total Managed Toll Road Length
Intensitas Emisi GRK Cakupan 1 dan Ton CO2-eq/
2/Pendapatan Juta Rupiah
2,39 2,46 1,45
Scope 1 and 2 GHG Emission Ton CO2-eq/
Intensity/Revenue Million Rupiah
Intensitas Emisi GRK Cakupan 1, 2, Ton CO2-eq/
dan 3/Km Juta Rupiah
2,41 2,95 1,69
GHG Emissions Intensity for Scope 1, Ton CO2-eq/
2, and 3 per km Million Rupiah
Intensitas Emisi GRK Cakupan 1, 2
dan 3/Produksi
Ton CO2-eq/Km 55,58 65,86 28,56
GHG Emission Intensity Scope 1, 2
and 3 per Production
Keterangan / Note:
* Disajikan kembali / Restated figures
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About Report Sustainability Strategy Sustainability Performance Highlight
Upaya dan Pencapaian Pengurangan Emisi Efforts and Achievements in Emission
yang Dilakukan [OJK F.12, GRI 305-5] Reduction [OJK F.12, GRI 305-5]
Perseroan memahami bahwa penggunaan energi dalam The Company understands that the use of energy in operational
kegiatan operasional berpotensi meningkatkan emisi yang activities has the potential to increase emissions that impact
berdampak pada lingkungan. Meski demikian, Perseroan secara the environment. Nevertheless, the Company consistently
konsisten melakukan berbagai langkah untuk menurunkan implements various measures to reduce greenhouse gas
emisi Gas Rumah Kaca (GRK) sebagai bagian dari kontribusi (GHG) emissions as part of its contribution to achieving the
terhadap pencapaian target net zero emission nasional. Jasa national net zero emission target. Jasa Marga is committed to
Marga berkomitmen mengurangi emisi melalui pemanfaatan reducing emissions through the utilization of solar panels as a
panel surya sebagai sumber energi baru terbarukan untuk renewable energy source to meet electricity needs at the Head
memenuhi kebutuhan listrik di Kantor Pusat, serta memperluas Office, and expanding the use of solar energy in operational
penggunaan energi surya dalam aktivitas operasional. Selain activities. In addition, there were initiatives to utilize electric
itu, terdapat inisiatif penggunaan kendaraan listrik yang vehicles that regulated under Board of Directors Decree No.
telah tertuang dalam Surat Keputusan Direksi Nomor: 48/ 48/KPTS/2021 concerning Company Official Vehicles, as most
KPTS/2021 tentang Kendaraan Dinas Perusahaan sebagaimana recently amended by Board of Directors Decree No. 212/
diubah terakhir dengan Surat Keputusan Direksi Nomor: 212/ KPTS/2024 concerning the Third Amendment to Decree No.
KPTS/2024 tentang Perubahan Ketiga Atas Keputusan Direksi 48/KPTS/2021 on Company Official Vehicles. These emission
Nomor: 48/KPTS/2021 tentang Kendaraan Dinas Perusahaan. reduction efforts are aligned with the Company’s initiatives to
Upaya pengurangan emisi yang dihasilkan sejalan dengan reduce energy consumption as described in the Energy Aspect
upaya Perseroan dalam mengurangi penggunaan energi yang section.
telah disampaikan pada bagian Aspek Energi.
Perseroan juga menerapkan inisiatif pengurangan emisi di The Company also implements emission reduction initiatives
230 ruas jalan tol yaitu dengan melakukan penanaman pohon along toll road sections by planting 31,130 trees in 2025.
sebanyak 31.130 batang pohon di tahun 2025.
Inisiatif Perusahaan Menangani Emisi di Ruas Tol
Company Initiatives in Managing Emissions on Toll Road Sections
31.130 Batang
Stem
Saat ini terdapat 11 lokasi nursery Nursery Baros menargetkan Produksi Pohon dapat diperhitungkan sebagai pengurangan emisi di koridor
yang tersebar di seluruh ruas jalan produksi 15-50 ribu tanaman per jalan tol melalui penyerapan karbon (carbon sink).
tol Jasa Marga. Nursery Baros yang tahun dengan ± 15 jenis tanaman
dikelola Regional Metropolitan yang dapat ditanam di kondor jalan Inisiatif ini mendukung peningkatan kinerja ESG perusahaan, dapat
merupakan nursery terbesar yang tol. Selai tanaman Nursery Baros dimasukkan dalam mekanisme corbon offset atau carbon trading sesuai
dapat dijadikan benchmark dalam juga memproduksi pupuk kompos regulasi Nilai Ekonomi Karbon (Permen LHK No. 21/2022), serta berpotensi
pengembangan nursery lainnya yang didapat dari pengelolaan menjadi bagian dari skema green financing seperti sustainabillity linked loan.
limbah.
Tree production can be accounted for as an emissions reduction initiative
Currently, there are 11 nursery The Baros Nursery targets the within toll road corridors through carbon sequestration (carbon sink).
locations spread across all Jasa production of 15,000 to 50,000
Marga toll road sections. The plants per year, consisting of This initiative supports the improvement of the Company’s ESG performance
Baros Nursery, managed by the approximately 15 types of plants and may be incorporated into carbon offset or carbon trading mechanisms in
Metropolitan Regional Division, is suitable for toll road corridor accordance with Carbon Economic Value regulations (Minister of Environment
the largest nursery and serves as a conditions. In addition to plants, and Forestry Regulation No. 21/2022). It also has the potential to be included
benchmark for the development of the Baros Nursery also produces in green financing schemes such as sustainability-linked loans.
other nurseries. compost fertilizer derived from
waste management activities.
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Perseroan secara berkelanjutan menjalankan berbagai upaya The Company continuously implements various initiatives
untuk menekan emisi yang dihasilkan dari aktivitas operasional. to reduce emissions generated from operational activities.
Upaya tersebut antara lain dilakukan melalui penggunaan These efforts include the use of hybrid and electric vehicle-
kendaraan operasional berbasis teknologi hybrid dan electric based operational fleets, increased utilization of renewable
vehicle, peningkatan pemanfaatan energi terbarukan, serta energy, and nature-based solutions through tree planting
penerapan solusi berbasis alam melalui kegiatan penghijauan activities along toll road corridors and rest area zones. In
di sepanjang area jalan tol dan kawasan rest area. Selain addition to implementing these initiatives, the Company
implementasi inisiatif tersebut, dilakukan pula kajian terhadap also conducts assessments of their effectiveness. These
efektivitas upaya pengurangan emisi yang telah dijalankan. evaluations serve as the basis for developing more effective
Evaluasi ini menjadi dasar dalam penyusunan strategi yang and efficient future strategies, enabling the establishment
lebih efektif dan efisien ke depan, sehingga memungkinkan of measurable emission reduction targets aligned with the
penetapan target pengurangan emisi yang terukur dan selaras Company’s operational capacity and conditions.
dengan kapasitas serta kondisi operasional perusahaan.
Hingga akhir tahun 2025, Perseroan telah mengukur emisi As of the end of 2025, the Company has measured Scope 1
GRK Cakupan 1 dari seluruh kegiatan operasional, namun GHG emissions from all operational activities; however, it has
sampai Perseroan belum melakukan penghilangan GRK, not yet undertaken GHG removals, GHG trading, or the use
perdagangan GRK (GHG trades), maupun pemanfaatan of storage pools. Therefore, details of total GHG removals
storage pool. Oleh karena itu, rincian total penghilangan GRK by storage pool type, permanence risk management criteria,
berdasarkan jenis storage pool, kriteria pengelolaan risiko intended use of removals, and impacts on humans, local
ketidakpermanenan, tujuan penggunaan penghilangan GRK, communities, indigenous peoples, or biodiversity are not
dan dampak terhadap manusia, masyarakat lokal, masyarakat yet available. Furthermore, the Company’s participation in
adat, atau keanekaragaman hayati, belum tersedia. Selain the carbon market is still under review, taking into account
itu, Partisipasi Perseroan dalam pasar karbon masih di tahap regulatory developments and alignment with the Company’s
kajian dengan mempertimbangkan perkembangan regulasi future sustainability strategy. Accordingly, there are no carbon 231
serta keselarasan dengan strategi keberlanjutan Perusahaan credits available from either removal or reduction projects,
di masa depan. Oleh karena itu, tidak terdapat jumlah kredit and no carbon credit cancellations were made during the
karbon yang dapat disajikan baik dari proyek penghilangan reporting period.
(removal) maupun pengurangan (reduction) emisi, sehingga
Perusahaan tidak melakukan pembatalan (cancellation)
kredit karbon pada periode pelaporan.
Di tahun 2025, Perseroan berhasil menurunkan emisi yang In 2025, the Company successfully reduced emissions
dihasilkan dari aktivitas Perseroan baik pada Cakupan 1, generated from its activities across Scope 1, Scope 2, and
Cakupan 2, maupun Cakupan 3 Kategori 6 terkait Perjalanan Scope 3 Category 6 related to business travel. Scope 1
Bisnis. Emisi Cakupan 1 berkurang menjadi sebesar 18.820,65 emissions decreased to 18,820.65 tCO₂e from 19,203.14
TonCO2eq dari sebelumnya pada tahun 2024 sebesar 19.203,14 TonCO2eq in 2024. Scope 2 emissions decreased to 52,485.79
TonCO2eq. Emisi Cakupan 2 berkurang menjadi sebesar TonCO2eq from 58,866.9 TonCO2eq in 2024. Meanwhile, Scope
52.485,79 TonCO2eq dari sebelumnya pada tahun 2024 sebesar 3 Category 6 emissions related to business travel decreased
58.866,9 TonCO2eq. Sedangkan emisi Cakupan 3 Kategori 6 to 614.46 TonCO2eq from TonCO2eq.26 TonCO2eq in 2024;
terkait perjalanan bisnis berkurang menjadi sebesar 614,46 however, the Company did not measure Scope 3 Category 7
TonCO2eq dari sebelumnya pada tahun 2024 sebesar 643,26 emissions related to employee commuting from home to
TonCO2eq, namun Perseroan tidak melakukan pengukuran office and vice versa.
emisi Cakupan 3 Kategori 7 terkait Perjalanan Karyawan dari
rumah ke kantor dan sebaliknya.
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About Report Sustainability Strategy Sustainability Performance Highlight
Strategi Penanganan Perubahan Iklim Climate Change Mitigation Strategy
Perseroan telah memiliki NZE dengan mempertimbangkan The Company has established a Net Zero Emission (NZE)
perkembangan regulasi terkini. Penyusunan roadmap ESG roadmap by taking into account the latest regulatory
juga diselaraskan dengan RJPP 2025-2029 Perseroan. Roadmap developments. The ESG roadmap has also been aligned with
ESG Jasa Marga dibuat sejalan dengan roadmap Otoritas Jasa the Company’s 2025–2029 Long-Term Corporate Plan (RJPP).
Keuangan (OJK) dalam rencana pengadopsian IFRS sebagai The Jasa Marga ESG roadmap is developed in accordance
standar pelaporan terkait pengungkapan dampak perubahan with the Financial Services Authority (OJK) roadmap regarding
iklim, serta roadmap jalan tol berkelanjutan yang disusun the planned adoption of IFRS standards for climate-related
oleh Kementrian Pekerjaan Umum (PU) dan Kementrian financial disclosure, as well as the sustainable toll road
Perumahan dan Kawasan Permukiman (PKP) untuk periode roadmap issued by the Ministry of Public Works and the
2020-2024. Roadmap NZE merupakan target penurunan Ministry of Housing and Settlement Areas for the 2020–2024
emisi GRK bruto cakupan 1, cakupan 2, dan cakupan 3 jangka period. The NZE roadmap represents short-, medium-, and
pendek, jangka menengah maupun jangka panjang. long-term targets for reducing gross GHG emissions across
Scope 1, Scope 2, and Scope 3.
Terkait dengan pengurangan emisi GRK bruto cakupan 1 For Scope 1 gross GHG emission reduction, the Company
Perseroan belum mengukur emisi CO₂ biogenik. Emisi GRK has not yet measured biogenic CO₂ emissions. Scope 1
cakupan 1 hanya berasal dari penggunaan BBM Perseroan. emissions are derived solely from the Company’s fuel (BBM)
Untuk target pengurangan emisi GRK bruto cakupan 2, consumption. For Scope 2 gross GHG emission reduction
Perseroan menggunakan metode location-based, yang targets, the Company uses the location-based method,
menghitung emisi berdasarkan faktor emisi rata-rata listrik which calculates emissions based on the average electricity
di seluruh wilayah operasional Perseroan. Metode ini emission factor across all operational areas. This method
mencerminkan intensitas emisi listrik dari grid lokal yang reflects the emission intensity of the local electricity grid
232 digunakan, tanpa memperhitungkan pembelian energi without taking into account renewable energy purchases
terbarukan atau sertifikat energi hijau. Terkait dengan or green energy certificates. Regarding Scope 3 gross GHG
pengurangan emisi GRK bruto cakupan 3 yaitu berasal dari emissions reduction, emissions originate from employee
perjalanan dinas yang dilakukan oleh karyawan Perseroan. business travel.
Penyusunan skenario NZE merupakan langkah strategis The development of the NZE scenario is a critical strategic step
yang krusial bagi perusahaan dalam menghadapi tantangan for the Company in addressing climate change challenges. The
perubahan iklim. Skenario NZE yang disusun oleh perusahaan scenario focuses on Scope 1 and Scope 2 emissions, which
berfokus pada cakupan 1 dan 2, yang mencakup emisi yang represent emissions directly controlled by the Company. The
dapat langsung dikontrol oleh Perseroan. Skenario di bawah scenario is based on the following assumptions:
ini menggunakan data-data berikut:
- Harga karbon 2025-2029 : ±$5 ~ Rp 77.000 - Carbon price 2025–2029: ±$5 ~ IDR 77,000
- Harga karbon >2030 : ±$20 ~ Rp 300.000 - Carbon price after 2030: ±$20 ~ IDR 300,000
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Roadmap NZE yang dikembangkan Perseroan yang The Company’s NZE roadmap is illustrated as follows.
digambarkan sebagai berikut.
Roadmap Net Zero Emission
1. Skenario NZE 1 Berdasarkan Persentase dari Dana CSR 1. NZE Scenario 1 Based on CSR Fund Percentage
Skenario berdasarkan RKAP Dana CSR 2023 sebesar Rp This scenario is based on the 2023 Work and Budget
13.000.000.00 Juta. Plan (RKAP) CSR fund of IDR 13,000,000.00 million.
Keunggulan Advantages
Memiliki parameter yang fix, yaitu berupa pendekatan It uses a fixed parameter, namely a financial approach
finansial dari persentase terhadap jumlah RKAP dana based on the percentage of the TJSL budget allocation
TJSL di tahun 2023. Sehingga dapat memberikan in 2023. This provides clarity and certainty in budget
kejelasan dan kepastian dalam perencanaan anggaran. planning.
Kekurangan Disadvantages
Persentase yang tertera tidak menggambarkan persen The stated percentage does not reflect the company’s
reduksi emisi perusahaan, sehingga tidak dapat emission reduction percentage, making it not
dibandingkan dengan peers. Hal ini membuat sulit comparable with peers. This makes it difficult to assess
untuk menilai efektivitas dan ambisi skenario ini the effectiveness and ambition of the scenario in a
dalam konteks industri yang lebih luas. broader industry context.
233
Kesetimbangan Karbon
Carbon Balance
140.000
120.000
100.000
80.000
60.000
40.000
20.000
0
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
-20.000
-40.000
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Skenario NZE ini memiliki target berupa persentase This NZE scenario targets the percentage of funds
dana yang dialokasikan terhadap pengeluaran dana allocated against CSR expenditure in 2023. The scenario
CSR di tahun 2023. Skenario ini dilakukan dengan is implemented by allocating operational funds in 2026
mengalokasikan dana operasional pada tahun 2026 equivalent to 30% of the 2023 CSR budget, amounting
sebesar 30% dari dana CSR pada tahun 2023, yang to IDR 3.9 billion. This increase in fund allocation will
jumlahnya setara dengan 3,9 miliar Rupiah. Peningkatan be carried out gradually each year, with the objective
alokasi dana ini akan dilakukan secara bertahap setiap of achieving Net Zero by 2050.
tahunnya, dengan tujuan untuk mencapai Net Zero
pada tahun 2050.
Strategi alokasi dana ini dirancang untuk memastikan Strategi alokasi dana ini dirancang untuk memastikan
bahwa Jasa Marga dapat mendukung berbagai inisiatif bahwa Jasa Marga dapat mendukung berbagai inisiatif
dan program yang bertujuan mengurangi emisi karbon dan program yang bertujuan mengurangi emisi karbon
dan meningkatkan keberlanjutan lingkungan. Dengan dan meningkatkan keberlanjutan lingkungan. Dengan
perencanaan yang matang, alokasi dana operasional perencanaan yang matang, alokasi dana operasional
ini akan meningkat secara signifikan dari tahun ke ini akan meningkat secara signifikan dari tahun ke
tahun. tahun.
Pada tahun 2050, Jasa Marga menargetkan untuk Pada tahun 2050, Jasa Marga menargetkan untuk
mengalokasikan dana operasional yang setara dengan mengalokasikan dana operasional yang setara dengan
200% dari dana CSR tahun 2023, yaitu sebesar 26 miliar 200% dari dana CSR tahun 2023, yaitu sebesar 26 miliar
Rupiah. Rupiah.
234 2. Skenario NZE 2 Berdasarkan Persentase dari Akumulasi 2. Skenario NZE 2 Berdasarkan Persentase dari Akumulasi
Emisi per Tahun Emisi per Tahun
Keunggulan Keunggulan
Menggunakan pendekatan berbasis proyek sehingga Menggunakan pendekatan berbasis proyek sehingga
dapat lebih fleksibel dalam mengimplementasikan dapat lebih fleksibel dalam mengimplementasikan
penurunan emisi. Fleksibilitas ini memungkinkan penurunan emisi. Fleksibilitas ini memungkinkan
perusahaan untuk menyesuaikan strategi dan sumber perusahaan untuk menyesuaikan strategi dan sumber
daya berdasarkan kebutuhan dan kondisi spesifik daya berdasarkan kebutuhan dan kondisi spesifik
setiap proyek. Memiliki grafik yang ideal, dimana setiap proyek. Memiliki grafik yang ideal, dimana
pengurangan emisi lebih cepat dibandingkan dengan pengurangan emisi lebih cepat dibandingkan dengan
skenario lainnya dan menurun secara bertahap. skenario lainnya dan menurun secara bertahap.
Kekurangan Kekurangan
Persentase yang tertera merupakan persentase Persentase yang tertera merupakan persentase
terhadap akumulasi emisi per tahun, sehingga terhadap akumulasi emisi per tahun, sehingga
ukurannya berubah-ubah dipengaruhi oleh beberapa ukurannya berubah-ubah dipengaruhi oleh beberapa
faktor, diantaranya tingkat produksi, dan faktor faktor, diantaranya tingkat produksi, dan faktor
tidak terduga lainnya. Sehingga untuk perencanaan tidak terduga lainnya. Sehingga untuk perencanaan
anggaran sulit dipastikan karena kebutuhan untuk anggaran sulit dipastikan karena kebutuhan untuk
project tidak dapat diprediksi. Selain itu, persentase project tidak dapat diprediksi. Selain itu, persentase
tidak dapat dibandingkan dengan perusahaan peers tidak dapat dibandingkan dengan perusahaan peers
dari industri sejenis. dari industri sejenis.
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Kesetimbangan Karbon
Carbon Balance
280.000
260.000
240.000
220.000
200.000
180.000
160.000
140.000
120.000
100.000
80.000
60.000
40.000
20.000
0
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
-20.000
235
3. Skenario NZE 3 Berdasarkan Persentase dari Akumulasi 3. NZE Scenario 3 Based on Percentage of Cumulative
Emisi sampai dengan Tahun 2050 Emissions up to 2050**
Keunggulan Advantages
Menggunakan pendekatan berbasis proyek sehingga This scenario uses a project-based approach, allowing
dapat lebih fleksibel dalam mengimplementasikan greater flexibility in implementing emission reduction
penurunan emisi. Selain itu, persentase yang tertera initiatives. In addition, the percentage reflects the
merupakan persen reduksi emisi Jasa Marga secara Company’s overall emission reduction target up to
keseluruhan sampai dengan tahun 2050, sehingga 2050, enabling comparability with peers in the same
data dapat dibandingkan dengan perusahaan peers di industry.
industri sejenis.
Kekurangan Disadvantages
Dikarenakan menggunakan pendekatan berbasis Due to its project-based approach, this scenario
proyek, maka memungkintan untuk kesulitan dalam may present challenges in projecting the required
memproyeksikan kebutuhan biaya untuk menjalankan costs for implementing the projects. In addition, the
proyek tersebut. Selain itu, grafik penurunan emission reduction trajectory is relatively slower,
emisi sedikit lebih lambat, sehingga menunjukkan resulting in a steeper decline in the later years. This
penurunan yang agak curam di tahun-tahun terakhir. requires additional initiatives aligned with increased
Hal ini membutuhkan inisiatif ekstra yang selaras expenditures in those years.
dengan peningkatan pengeluaran di tahun-tahun
tersebut.
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A. Skema Ambisius 2040 A. Skema Ambisius 2040
Kesetimbangan Karbon
Skenario NZE 3 Skema Ambisius
Carbon Balance – NZE Scenario 3 (Ambitious Scheme)
200.000
150.000
100.000
50.000
0
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
-50.000
-100.000
-150.000
-200.000
-250.000
-300.000
-350.000
Skenario ambisius NZE 3 dapat dicapai dengan total pengeluaran kurang lebih
236 Rp 507.451.326.376 sampai dengan 2050.
The ambitious NZE Scenario 3 can be achieved with a total estimated expenditure
of approximately IDR 507,451,326,376 up to 2050.
Skenario ambisius NZE 3 dapat dicapai dengan total The ambitious NZE Scenario 3 can be achieved with
pengeluaran kurang lebih Rp507.451.326.376 sampai a total estimated expenditure of approximately IDR
dengan 2050. 507,451,326,376 up to 2050.
B. Skema Moderate 2045 B. Skema Moderate 2045
Kesetimbangan Karbon Skema Moderate
Carbon Balance Moderate Scheme
150.000
100.000
50.000
0
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
-50.000
-100.000
-150.000
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Skenario moderate NZE 3 dapat dicapai dengan total The ambitious NZE Scenario 3 can be achieved with
pengeluaran kurang lebih Rp447.290.470.281 sampai a total estimated expenditure of approximately IDR
dengan 2050. Rp447.290.470.281 up to 2050.
C. Skema Normal 2050 C. Normal Scheme 2050
Kesetimbangan Karbon
240.000
220.000
200.000
180.000
160.000
140.000
120.000
100.000
80.000
60.000
40.000
20.000
0
237
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
-20.000
-40.000
Skenario normal NZE 3 dapat dicapai dengan total The normal NZE Scenario 3 can be achieved with a
pengeluaran kurang lebih Rp 440.042.167.602 sampai total estimated expenditure of approximately IDR
dengan 2050. 440,042,167,602 up to 2050.
Skenario NZE ini memiliki target berupa persentase This scenario targets emission reductions based on
emisi yang direduksi terhadap jumlah emisi yang the percentage of emissions reduced against total
terakumulasi hingga tahun 2050. Skenario ini dilakukan accumulated emissions up to 2050. This scenario is
dengan reduksi mulai dari 2% di tahun 2026 dan secara implemented with a reduction starting at 2% in 2026
progresif meningkat hingga mencapai pengurangan and progressively increasing until reaching a total
total 100% pada tahun 2050. reduction of 100% in 2050.
Pada tahun 2026, untuk mencapai pengurangan In 2026, to achieve a 2% emission reduction, Jasa Marga
emisi sebesar 2%, Jasa Marga memerlukan alokasi requires an allocation of approximately IDR 2.3 billion.
dana sekitar 2,3 miliar Rupiah. Dari tahun ke tahun, From year to year, the emission reduction percentage
persentase pengurangan emisi akan meningkat secara increases gradually, with the requirement to reduce
bertahap, hingga untuk mereduksi 6% emisi pada 6% emissions in 2050 requiring an estimated budget of
tahun 2050 membutuhkan dana sekitar 28M around IDR 28 billion.
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Pengendalian Emisi Penipis Lapisan Ozon Control of Ozone-Depleting Emissions
[GRI 305-6] [GRI 305-6]
Selama tahun 2025, Perseroan tidak memproduksi, mengimpor In 2025, the Company did not produce, import, or export
dan mengekspor ozon depleting substance. ozone-depleting substances.
Beban Emisi Non GRK [GRI 305-7] Non-GHG Emissions [GRI 305-7]
Selain melakukan pengukuran emisi gas rumah kaca, In addition to measuring greenhouse gas emissions, the
Perseroan juga melaksanakan pemantauan terhadap emisi Company also conducts monitoring of non-GHG emissions
non-GRK berupa emisi udara. Pemantauan ini dilakukan in the form of air emissions. This monitoring is carried out
sebagai bentuk kepatuhan terhadap ketentuan lingkungan as part of compliance with environmental regulations and as
serta sebagai upaya pengendalian dampak lingkungan yang an effort to control environmental impacts, with the results
hasilnya digunakan sebagai bahan masukan bagi Pemerintah used as input for the Government as the authority responsible
selaku otoritas pengelola dan pengendali jalan tol, dengan for toll road management and control, in accordance with
mengacu pada kesesuaian terhadap baku mutu lingkungan applicable environmental quality standards. Based on
yang berlaku. Berdasarkan hasil pemantauan rutin selama routine monitoring results throughout 2025, the average air
tahun 2025, rata-rata kualitas udara di ruas-ruas jalan tol quality along the toll road sections owned and/or operated
yang dimiliki maupun dioperasikan berada di bawah ambang by the Company remained below the required threshold
batas yang dipersyaratkan. Namun demikian, hingga saat limits. However, to date, air emission quality measurements
ini belum dilakukan pengukuran kualitas emisi udara untuk for persistent organic pollutants (POPs), volatile organic
parameter persistent organic pollutants (POP), volatile compounds (VOCs), and hazardous air pollutants (HAPs) have
organic compounds (VOC), dan hazardous air pollutants (HAP). not been conducted. This is due to the fact that the Company’s
Hal tersebut disebabkan karena kegiatan operasional Jasa operational activities are not classified as industries that are
238 Marga tidak termasuk dalam kategori industri yang secara specifically required to measure these parameters under
spesifik diwajibkan untuk melakukan pengukuran terhadap applicable laws and regulations.
parameter-parameter tersebut sesuai dengan ketentuan
peraturan perundang-undangan yang berlaku.
Tabel Emisi Non GRK atas Pengukuran Kualitas Udara Ambien Tahun 2025
Table of Non-GHG Emissions from Ambient Air Quality Measurement in 2025
Kualitas Udara
Alat Pengukuran Air Quality
Metode Satuan
Parameter Measurement
Method Unit
Tool Baku Mutu Terendah Tertinggi Rata-rata
Standard Lowest Highest Average
SO2 Pararosalin Spektrofotometer µg/m3 150 5,64 511 36,27
CO NDIR Gas Chromatography µg/m3 10000 1,15 5.567 1.353,13
NO2 Griess Saltzman Spektrofotometer µg/m3 200 4,7 384,5 30,17
O3 NBKI Spektrofotometer µg/m3 150 2,69 132,6 31,41
HC Flame Ionization Spektrofotometer µg/m3 160 0,65 71 18,87
Ekstraktif, Pengabuan
Pb AAS µg/m3 2 0,002 0,84 0,07
Extraction, Ashing
Debu High Volume
Gravimetric µg/m3 230 215 2,6 68,48
Dust Sampler
Kebisingan Pengukuran Sederhana
Sound Level Meter dBA 70 40,3 82,4 62,51
Noise Simple Measurement
High Volume
PM 2,5 Gravimetric µg/m3 55 4 38 19,45
Sampler
High Volume 75 10,1 75 31,76
PM 10 Gravimetric µg/m3
Sampler
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Tabel Emisi Non GRK atas Pengukuran Kualitas Udara Ambien Tahun 2024
Table of Non-GHG Emissions from Ambient Air Quality Measurement in 2024
Kualitas Udara
Alat Pengukuran Air Quality
Metode Satuan
Parameter Measurement
Method Unit Baku Mutu Terendah Tertinggi Rata-rata
Tool
Standard Lowest Highest Average
NO2 Griess Saltzman Spektrofotometer mg/Nm3 200 0,87 343,65 42,18
SO2 Pararosalin Spektrofotometer mg/Nm 3
150 0,22 140 43,84
CO NDIR Gas Chromatography mg/Nm 3
10.000 1,1 7.141 1.702,63
High Volume
PM10 Gravimetric mg/Nm3 150 5,7 100,2 34,45
Sampler
Ekstraktif, Pengabuan
Pb AAS mg/Nm3 2 0,0015 1,4 0,09
Extraction, Ashing
Debu
Gravimetric Hi-Vol mg/Nm3 230 3,77 236 81,55
Dust
Kebisingan Pengukuran Sederhana
Sound Level Meter db 70 35,2 79,5 63,06
Noise Simple Measurement
HC Flame Ionization Spektrofotometer mg/Nm3 160 0,5 154 37,95
O3 Chemiluminescent Spektrofotometer mg/Nm3 150 0,088 145 40,36
239
Tabel Emisi Non GRK atas Pengukuran Kualitas Udara Ambien Tahun 2023
Table of Non-GHG Emissions from Ambient Air Quality Measurement in 2023
Kualitas Udara
Alat Pengukuran Air Quality
Metode Satuan
Parameter Measurement
Method Unit Baku Mutu Terendah Tertinggi Rata-rata
Tool
Standard Lowest Highest Average
NO2 Griess Saltzman Spektrofotometer mg/Nm3 200,00 2,16 1,10 53,70
SO2 Pararosalin Spektrofotometer mg/Nm3 150,00 0,22 0,22 47,83
CO NDIR Gas Chromatography mg/Nm3 10.000,00 18,40 18,40 1.523,25
High Volume
PM10 Gravimetric mg/Nm3 150 1,2 49,00 21,05
Sampler
Pb Ekstraktif, Pengabuan AAS mg/Nm3 2,00 0,010 - 0,21
Debu Gravimetric Hi-Vol mg/Nm 3
230,00 0,0013 - 86,60
Kebisingan Pengukuran Sederhana Sound Level Meter db 70,00 27,19 27,19 63,54
HC Flame Ionization Spektrofotometer mg/Nm3 160,00 0,65 0,65 46,34
O3 Chemiluminescent Spektrofotometer mg/Nm3 150,00 0,00 - 47,61
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Aspek Limbah dan Efluen Waste and Effluent Aspects
Jumlah Limbah dan Efluen yang Dihasilkan Volume of Waste and Effluent Generated
Berdasarkan Jenis [OJK F.13] Based on Type [OJK F.13]
Limbah merupakan isu penting bagi Jasa Marga untuk dikelola Waste management is an important issue for Jasa Marga to be
dengan baik. Sepanjang tahun 2025, limbah yang dihasilkan properly handled. Throughout 2025, waste generated from toll
dari operasional jalan tol dan aktivitas kantor pada jenis road operations and office activities consisted of Hazardous
Limbah Padat B3 yaitu sebesar 546,52 m3, Limbah Cair B3 and Toxic Solid Waste (B3) totaling 546.52 m³, Hazardous and
sebesar 0 m3, Timbulan Sampah 17.164,13 ton, dan Limbah Cair Toxic Liquid Waste (B3) totaling 0 m³, solid waste generation
Non B3 sebesar 9.885 m3. of 17,164.13 tons, and non-hazardous liquid waste totaling
9,885 m³.
Jumlah Limbah B3
Volume of B3 Waste (Dalam Ton/In Ton)
Jenis Satuan
2025 2024 2023
Type Unit
Limbah Padat B3
m3 546,52 28,13 -
Hazardous Solid Waste (B3)
Limbah Cair B3
m3 0 166,28 -
Hazardous Liquid Waste (B3)
Timbulan Sampah
ton 17.164,13 3.395,33 -
General Waste
240 Limbah Cair Non B3
m3 9.885,00 34.373,88 33.922
Non-Hazardous Liquid Waste (Non-B3)
Perseroan telah melaksanakan pengujian kualitas air limbah The Company has conducted wastewater quality testing on
pada sampel outlet, dan hasilnya menunjukkan bahwa air outlet samples, and the results show that wastewater from
limbah dari perkantoran Jasa Marga berada di bawah ambang Jasa Marga office buildings is below the quality standard
batas baku mutu sesuai Peraturan Pemerintah Nomor 22 thresholds in accordance with Government Regulation No.
Tahun 2021 tentang Penyelenggaraan Perlindungan dan 22 of 2021 concerning the Implementation of Environmental
Pengelolaan Lingkungan Hidup. Temuan ini menunjukkan Protection and Management. These findings indicate that the
bahwa kinerja IPAL/STP yang digunakan sudah efektif dan performance of the Wastewater Treatment Plant (WWTP/STP)
memadai. Meskipun demikian, untuk memastikan kinerja STP is effective and adequate. Nevertheless, to ensure that the
tetap optimal, Perseroan akan terus melakukan perawatan WWTP/STP performance remains optimal, the Company will
dan pemeliharaan secara berkala. continue to carry out regular maintenance and upkeep.
Hasil Pengujian Air Limbah di Kantor Pusat
Wastewater Testing Results at Headquarters
Baku Mutu
Jenis Satuan Metode yang Dipakai
Quality 2025 2024 2023
Type Unit Method
Standard
pH - 6-9 6,83 7,72 7 SNI 06-6989.11-2004
Padatan Tersuspensi (TSS) IKM.KHT-41
mg/L 30 38 17 18
Total Suspended Solids (TSS) (Spektrofotometri)
Ammonia Nitrogen (NH3-N)* mg/L 0,5 0,003 0,3 <0,3 SNI.06-6989.30-2005
Minyak dan Lemak
mg/L 1 0,2 <0,2 <0,25 HACH
Oil and Grease
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Baku Mutu
Jenis Satuan Metode yang Dipakai
Quality 2025 2024 2023
Type Unit Method
Standard
COD* mg/L 10 6 21 4 SNI 6989.2:2009
BOD5 mg/L 5 1,7 2,6 0,8 SNI 6989.72:2009
Senyawa Aktif Biru Metilen
mg/L 100 - - 0,4 SNI 06.6989.51-2005
Methylene Blue Active Substance
Zat Organik (KMnO4) 3
mg/L 30 4 3 SNI 06-6989.22-2004
Organic Matter (KMnO4)
Mekanisme Pengelolaan Limbah dan Efluen Waste and Effluent Management Mechanism
[OJK F.14] [OJK F.14]
Dengan mengacu pada target Green Toll Road dan Tol Referring to the Green Toll Road and Sustainable Toll Road
Berkelanjutan yang telah ditetapkan, Perseroan secara targets that have been established, the Company consistently
konsisten melakukan berbagai upaya untuk mencapai undertakes various initiatives to achieve these targets.
target tersebut. Salah satu langkah yang ditempuh adalah One of the key measures implemented is structured waste
penerapan pengelolaan limbah jalan tol yang dilakukan management based on the type of waste generated. Waste
secara terstruktur berdasarkan jenis limbah yang dihasilkan. arising from toll road operations is a critical issue that must
Limbah yang timbul dari aktivitas pengelolaan jalan tol be properly managed to prevent environmental pollution in
merupakan isu penting yang perlu dikelola secara tepat surrounding operational areas. Therefore, waste management
guna mencegah terjadinya pencemaran lingkungan di sekitar is carried out comprehensively across various locations, 241
wilayah operasional. Oleh karena itu, pengelolaan limbah including toll road right-of-way (Rumija), rest areas, toll
dilaksanakan secara menyeluruh di berbagai area, meliputi lanes, toll gates, toll gate offices, and branch offices, involving
Ruang Milik Jalan (Rumija) tol, rest area atau tempat istirahat, relevant stakeholders.
lajur jalan tol, gerbang tol, kantor gerbang tol, hingga kantor
cabang, dengan melibatkan para pemangku kepentingan
terkait.
Komitmen terhadap pengelolaan limbah bahan berbahaya dan The Company’s commitment to managing both hazardous
beracun (B3) maupun non-B3 telah diatur dalam Keputusan and toxic waste (B3) and non-hazardous waste is stipulated
Direksi Nomor 66/KPTS/2023 tentang Pedoman Sistem in Board of Directors Decree No. 66/KPTS/2023 concerning
Manajemen Lingkungan di Lingkungan Jasa Marga Group. Environmental Management System Guidelines within the
Pengelolaan sampah domestik atau limbah padat dilakukan Jasa Marga Group. Domestic waste or solid waste is managed
melalui kerja sama dengan Dinas Kebersihan pemerintah through cooperation with local government sanitation
setempat untuk selanjutnya dibuang ke Tempat Pembuangan agencies for disposal at final disposal sites (TPA). Meanwhile,
Akhir (TPA). Sementara itu, limbah oli bekas yang berasal dari used oil waste from generators and operational vehicles
genset dan kendaraan operasional dikelola oleh pihak ketiga is handled by licensed and certified third parties. Other
yang memiliki sertifikasi dan izin yang sesuai. Limbah lainnya, waste, such as used furniture and electronic waste including
seperti furnitur bekas pakai serta limbah elektronik yang computers, cartridges, lamps, and similar equipment, is
meliputi komputer, cartridge, lampu, dan peralatan sejenis, also handed over to licensed third parties. The selection of
juga diserahkan kepada pihak ketiga berizin. Pemilihan third parties is conducted through a procurement process
pihak ketiga dilakukan melalui proses pengadaan dengan that considers compliance with waste and environmental
mempertimbangkan kriteria kepatuhan terhadap standar management standards, including the possession of
pengelolaan limbah dan lingkungan, termasuk kepemilikan appropriate permits and certifications for waste handling,
izin serta sertifikasi dalam penerimaan, pengangkutan, dan transportation, and treatment.
pengolahan limbah.
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Untuk limbah yang berasal dari aktivitas perkantoran dan rest For waste generated from office activities and rest areas,
area, telah disediakan sarana tempat sampah yang dipilah segregated waste bins are provided based on waste type,
berdasarkan jenisnya, yaitu sampah organik, non-organik, namely organic, non-organic, and B3 waste. This segregation
dan B3. Pemilahan tersebut mengacu pada Keputusan Direksi refers to Board of Directors Decree No. 66/KPTS/2023 on
Nomor 66/KPTS/2023 tentang Pedoman Sistem Manajemen Environmental Management System Guidelines and Board
Lingkungan serta Surat Edaran Direksi Nomor 18/SE-DIR/2011 of Directors Circular Letter No. 18/SE-DIR/2011 on Waste
tentang Pengelolaan Sampah di Jalan Tol. Sampah non- Management on Toll Roads. Non-organic waste and B3 waste
organik dan limbah B3 selanjutnya diserahkan kepada pihak are subsequently handed over to licensed and certified third
ketiga yang memiliki izin dan sertifikasi untuk kegiatan parties for transportation, management, and utilization. B3
pengangkutan, pengelolaan, dan pemanfaatan limbah, baik B3 waste includes solid, liquid, gaseous, and particulate forms.
maupun non-B3. Limbah B3 mencakup limbah dalam bentuk This waste segregation practice is intended to facilitate the
padat, cair, gas, dan partikulat. Penerapan pemilahan sampah management process by third parties and create opportunities
ini bertujuan untuk mempermudah proses pengelolaan oleh for recycling. Specifically for rest areas, toll road subsidiary
pihak ketiga, termasuk membuka peluang untuk dilakukan entities also conduct cleanliness surveys, which are used as
daur ulang. Khusus pada lingkup rest area, entitas anak a basis for evaluating the effectiveness of waste management
pengelola jalan tol juga melaksanakan survei kebersihan practices.
rest area yang digunakan sebagai dasar evaluasi terhadap
efektivitas pengelolaan sampah.
Sehubungan dengan pengelolaan sampah organik di rest In relation to organic waste management in rest areas, Jasa
area, Jasa Marga berkomitmen untuk mengoptimalkan Marga is committed to optimizing the utilization of organic
pemanfaatan sampah organik yang dihasilkan di sepanjang waste generated along the toll road network it manages.
jaringan jalan tol yang dikelola. Sampah organik, seperti sisa Organic waste, such as food scraps and other plant-based
makanan dan material nabati lainnya, diolah kembali melalui materials, is processed through composting to produce
242 proses pengomposan untuk menghasilkan pupuk kompos. compost fertilizer. This process not only contributes to
Proses ini tidak hanya berkontribusi dalam mengurangi reducing the volume of waste sent to landfills but also
volume sampah yang harus dibuang ke TPA, tetapi juga generates environmentally beneficial products.
menghasilkan produk yang bermanfaat bagi lingkungan.
Pupuk kompos yang dihasilkan kemudian dimanfaatkan The compost produced is then utilized for plant maintenance
untuk pemeliharaan tanaman di sepanjang jalan tol dan area along toll roads and within rest areas. This utilization helps
rest area. Pemanfaatan ini membantu meningkatkan kualitas improve soil quality and plant health, while also enhancing the
tanah serta kesehatan tanaman, sekaligus memperindah aesthetic value of the surrounding environment. In addition
lingkungan sekitar jalan tol dan rest area. Selain manfaat to ecological benefits, the use of compost fertilizer reduces
ekologis, penggunaan pupuk kompos juga dapat mengurangi dependency on chemical fertilizers sourced from third parties,
ketergantungan terhadap pupuk kimia yang diperoleh dari thereby contributing to operational cost efficiency.
pihak ketiga, sehingga berkontribusi pada efisiensi biaya
operasional.
Melalui pengolahan kembali sampah organik, Jasa Marga turut Through the recycling of organic waste, Jasa Marga also
berkontribusi dalam menurunkan emisi gas rumah kaca yang contributes to reducing greenhouse gas emissions that are
umumnya dihasilkan dari proses pembusukan sampah organik typically generated from the decomposition of organic waste
di tempat pembuangan akhir. Inisiatif ini sejalan dengan in landfills. This initiative aligns with global efforts to address
upaya global dalam menghadapi perubahan iklim melalui climate change through emission reduction and the adoption
pengurangan emisi dan penerapan praktik keberlanjutan. of sustainable practices. The organic waste management
Skema pengelolaan sampah organik tersebut juga berpotensi scheme also has the potential to generate positive social
memberikan dampak sosial yang positif, antara lain melalui impacts, including community involvement in composting
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pelibatan masyarakat sekitar dalam kegiatan pengomposan, activities, provision of training, and creation of employment
penyediaan pelatihan, serta penciptaan peluang kerja. opportunities. Furthermore, education on the importance of
Edukasi mengenai pentingnya pengelolaan sampah organik organic waste management and the application of circular
dan penerapan prinsip ekonomi sirkular diharapkan dapat economy principles is expected to enhance environmental
meningkatkan kesadaran lingkungan masyarakat dan awareness and encourage active participation in maintaining
mendorong partisipasi aktif dalam menjaga kebersihan serta cleanliness and environmental sustainability.
kelestarian lingkungan.
Tumpahan yang Terjadi [OJK F.15] Spill Incidents [OJK F.15]
Sampai dengan Desember 2025, tidak terdapat insiden As of December 2025, there have been no recorded incidents
tumpahan minyak, dan bahan bakar yang dapat berpotensi of oil or fuel spills that could potentially impact soil, water,
memengaruhi tanah, air, udara, keragaman hayati, dan air, biodiversity, or human health.
kesehatan manusia.
Aspek Pengaduan Terkait Environmental Complaints
Lingkungan Hidup
Jumlah dan Materi Pengaduan Lingkungan Number and Nature of Environmental
Hidup yang Diterima dan Diselesaikan Complaints Received and Resolved [OJK F.16]
[OJK F.16]
Sampai dengan bulan Desember tahun 2025, Perseroan As of December 2025, the Company recorded a total of 583 243
mencatat sebanyak 583 laporan masyarakat terkait kondisi public reports related to environmental conditions on toll
lingkungan di jalan tol. Laporan tersebut terdiri atas 100 roads. These reports consisted of 100 calls regarding grass
panggilan telepon terkait kejadian rumput terbakar serta 483 fire incidents and 483 other calls related to requests for
panggilan lainnya mengenai permintaan informasi banjir atau information on flooding or water pooling along toll road
genangan air di ruas tol. sections.
Seluruh laporan yang masuk diterima melalui Call Center 14080 All incoming reports are received through the Call Center 14080
dan segera diteruskan kepada area atau unit operasional and are immediately forwarded to the relevant operational
terkait untuk ditindaklanjuti oleh petugas Command Center. areas or units for follow-up by the Command Center officers.
Setiap kejadian ditangani dengan langkah penanganan cepat Each incident is handled through prompt response measures
guna memastikan keselamatan serta kenyamanan pengguna to ensure the safety and comfort of road users.
jalan.
Khusus untuk laporan banjir atau genangan air, tim Command Specifically for reports on flooding or water pooling, the
Center melakukan upaya preventif dengan menampilkan Command Center team undertakes preventive actions by
informasi melalui Dynamic Message Sign (DMS) di ruas displaying information through Dynamic Message Signs (DMS)
terdampak. Informasi tersebut disertai imbauan kepada on affected road sections. This information is accompanied
pengguna jalan untuk meningkatkan kewaspadaan atau by advisories for road users to increase vigilance or choose
memilih jalur alternatif guna menghindari potensi hambatan alternative routes to avoid potential traffic disruptions.
lalu lintas.
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Kinerja Sosial
Social Performance
Komitmen untuk Memberikan Layanan Commitment to Providing Equal
atas Produk dan/atau Jasa yang Setara Services for Products and/or Services to
Kepada Konsumen [OJK F.17] Consumers [OJK F.17]
Konsumen pengguna jalan tol merupakan salah satu kelompok Toll road users are one of the key stakeholder groups for
pemangku kepentingan utama bagi PT Jasa Marga (Persero) PT Jasa Marga (Persero) Tbk. Traffic activities of toll road
Tbk. Aktivitas lalu lintas pengguna jalan tol beserta berbagai users, along with various activities that take place along
kegiatan yang berlangsung selama perjalanan di ruas tol toll road sections, play an important role in supporting the
memiliki peranan penting dalam mendukung keberlanjutan Company’s business sustainability. Therefore, the Company is
usaha Perseroan. Oleh karena itu, Perseroan berkomitmen committed to continuously fulfilling and enhancing customer
untuk senantiasa memenuhi dan meningkatkan tingkat satisfaction, as well as maintaining it over time to build and
kepuasan konsumen, serta menjaga kepuasan tersebut secara sustain toll road user loyalty. This commitment represents
berkelanjutan guna membangun dan mempertahankan one of the Company’s main focuses in continuously improving
loyalitas pengguna jalan tol. Komitmen ini menjadi salah satu service quality and delivering a better driving experience for
fokus utama Perseroan dalam upaya peningkatan kualitas Jasa Marga toll road users.
layanan secara berkelanjutan dan dalam memberikan
pengalaman berkendara yang semakin baik bagi pengguna
jalan tol Jasa Marga.
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Kepuasan konsumen tidak hanya ditentukan oleh kualitas Customer satisfaction is not only determined by the quality
produk yang disediakan, tetapi juga sangat dipengaruhi oleh of the product provided but is also highly influenced by the
kualitas layanan yang diberikan oleh operator jalan tol. Dalam quality of services delivered by the toll road operator. In its
upaya mencapai dan menjaga tingkat kepuasan konsumen efforts to achieve and maintain customer satisfaction while
serta meminimalkan potensi terjadinya kekecewaan, PT Jasa minimizing the potential for dissatisfaction, PT Jasa Marga
Marga (Persero) Tbk senantiasa memastikan seluruh karyawan (Persero) Tbk ensures that all employees provide the best
memberikan produk dan layanan terbaik kepada setiap products and services to every customer without exception.
konsumen tanpa pengecualian. Sejalan dengan ketentuan In line with Law of the Republic of Indonesia No. 8 of 1999
Undang-Undang Republik Indonesia Nomor 8 Tahun 1999 concerning Consumer Protection, the Company is committed
tentang Perlindungan Konsumen, Perseroan berkomitmen to non-discriminatory service delivery, including in terms
untuk tidak melakukan pembedaan perlakuan dalam of service quality. The Company consistently ensures that
pemberian pelayanan kepada konsumen, termasuk dalam hal customer service quality is well maintained. Jasa Marga
mutu pelayanan yang diberikan. Perseroan secara konsisten believes that through the implementation of these principles,
memastikan bahwa kualitas pelayanan kepada konsumen customer satisfaction can be achieved, enhanced, and
senantiasa terjaga dengan baik. Jasa Marga meyakini bahwa sustained over the long term.
melalui penerapan prinsip tersebut, kepuasan konsumen
dapat dicapai, ditingkatkan, serta dipertahankan secara
berkelanjutan.
Kebijakan pelayanan pelanggan Jasa Marga juga mengacu Jasa Marga’s customer service policy also refers to the
pada Standar Pelayanan Minimum (SPM) yang ditetapkan Minimum Service Standards (SPM) as stipulated in Minister
berdasarkan Peraturan Menteri Pekerjaan Umum Nomor 16/ of Public Works Regulation No. 16/PRT/M/2014 on Minimum
PRT/M/2014 tentang Standar Pelayanan Minimal Jalan Tol. Service Standards for Toll Roads. The appendix to this
Lampiran peraturan ini mengatur secara tegas standar minimal regulation clearly sets out the minimum service standards
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pelayanan yang harus dicapai Badan Usaha Jalan Tol terkait that must be achieved by Toll Road Business Entities, covering
kondisi jalan tol, kecepatan tempuh rata-rata, aksesibilitas, toll road conditions, average travel speed, accessibility,
mobilitas, keselamatan, unit pertolongan/penyelamatan dan mobility, safety, rescue and assistance units, environmental
bantuan pelayanan, lingkungan dan tempat istirahat (TI), dan aspects and rest areas, as well as Rest and Service Areas (TIP).
Tempat Istirahat dan Pelayanan (TIP).
Di bidang operasional, Perseroan berupaya untuk menerapkan In the operational area, the Company strives to implement
pengoperasian dan preservasi jalan tol berbasis teknologi technology-based toll road operation and preservation with
dengan konsep cost leadership dan operational excellence. a cost leadership and operational excellence approach. This
Ini akan menjadi kompetensi Entitas Anak yang bergerak di will become a core competency of subsidiaries engaged in toll
bidang pengoperasian dan preservasi jalan tol, baik untuk road operations and maintenance, both currently and in the
saat ini maupun ke depan. Strategi pengembangan teknologi future. The technology development strategies for operations
pengoperasian dan preservasi antara lain: and maintenance include:
1. Mempercepat penerapan Single Lane Free Flow (SLFF); 1. Accelerating the implementation of Single Lane Free Flow
(SLFF);
2. Mempercepat penerapan Automatic Vehicle Classification 2. Accelerating the implementation of Automatic Vehicle
(AVC); Classification (AVC);
3. Pemasangan Weight In Motion (WIM) untuk mengurangi 3. Installing Weight In Motion (WIM) systems to reduce Over
kendaraan Over Dimension dan Over Load di jalan tol; Dimension and Over Load vehicles on toll roads; 245
4. Pembangunan Indonesia Traffic Information Center (pusat 4. Developing the Indonesia Traffic Information Center (toll
komunikasi jalan tol); road communication center);
5. Menggunakan Motorway Incident Detection and Automatic 5. Utilizing Motorway Incident Detection and Automatic
Signalling (MIDAS) untuk pelayanan lalu lintas. Signalling (MIDAS) for traffic services.
Implementasi program kepuasan pelanggan dilakukan dengan The implementation of customer satisfaction programs
mengampanyekan pentingnya pelayanan prima atau Service is carried out by promoting the importance of service
Excellence dengan prioritas utama pada aspek keselamatan excellence, with top priority given to worker safety, work
pekerja, area kerja, perlengkapan dan lingkungan. Komitmen areas, equipment, and the environment. This commitment is
ini dilakukan dengan langkah-langkah strategis sebagai executed through the following strategic measures:
berikut:
1. Meningkatkan kecepatan waktu transaksi guna 1. Increasing transaction speed to reduce queues at toll
mengurangi antrian di gerbang-gerbang tol dengan gates through the implementation of cashless payment
penerapan pembayaran non tunai di gerbang tol. systems;
2. Memperlancar lalu lintas melalui peningkatan kapasitas 2. Improving traffic flow by enhancing service capacity and
layanan dan pemberian informasi lalu lintas yang real providing real-time traffic information to minimize travel
time dalam rangka mengurangi gangguan perjalanan. disruptions;
3. Meningkatkan kualitas konstruksi jalan, jembatan dan 3. Enhancing the quality of road construction, bridges, and
bangunan pelengkap operasional. supporting operational infrastructure.
Selanjutnya, Jasa Marga melakukan evaluasi pemenuhan Furthermore, Jasa Marga evaluates compliance with the
Standar Pelayanan Minimal Jalan Tol yang ditetapkan Government-mandated Minimum Service Standards for toll
Pemerintah dan melakukan survei kepuasan pelanggan roads and conducts periodic customer satisfaction surveys
secara periodik kepada pengguna jalan tol. among toll road users.
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Sebagai upaya peningkatan kualitas pelayanan jalan tol, As part of efforts to improve toll road service quality, the
Perseroan memiliki beberapa program sebagai berikut. Company has implemented several programs as follows.
Program Peningkatan Kualitas Pelayanan Jalan Tol (PKPJT)
Toll Road Service Quality Improvement Program (PKPJT)
Program Peningkatan Kualitas Pelayanan Jalan Tol atau The Toll Road Service Quality Improvement Program
disingkat PKPJT merupakan upaya PT Jasa Marga (Persero) (PKPJT) is an initiative by PT Jasa Marga (Persero) Tbk to
Tbk untuk meningkatkan kualitas pelayanan jalan tol enhance toll road service quality in line with Danantara’s
sesuai dengan arahan Danantara terkait pedoman strategis strategic guidelines on service transformation and brand
aspek transformasi layanan dan brand reputation yang reputation. The program is oriented toward delivering
berorientasi pada pelayanan publik yang prima melalui excellent public service through a brand experience
brand experience framework yang dilaksanakan secara framework, implemented in phases from 2025 to 2028.
bertahap pada tahun 2025 sd 2028.
• Mengutamakan kinerja layanan lalu lintas, transaksi, * Prioritizing performance in traffic services, transactions,
preservasi dan rest area sesuai dengan ketentuan; preservation, and rest areas in accordance with
applicable standards;
• Priority for improvement hasil survey kepuasan * Addressing priority improvements based on customer
pelanggan; satisfaction survey results;
• Penyesuaian ketentuan pemerintah (Rapermen SPM * Aligning with government regulations (e.g., draft revisions
atau lainnya), instruksi pemerintah (pendataan digital of Minimum Service Standards/SPM) and directives (such
kendaraan angkutan barang); as digital data collection for freight vehicles);
• Pengelolaan informasi publik dan suara pelanggan. * Managing public information and customer feedback.
Pelaksanaan program PKPJT mencakup program yang The implementation of the PKPJT program includes the
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terdiri dari: following initiatives:
a. Peningkatan pelayanan TIP, meliputi: a. Improvement of Rest and Service Area (TIP) Services**,
including:
i. Peningkatan pemenuhan fungsi fasilitas umum i. Enhancement of public facility functions (clean
(toilet bersih, masjid dan mushola terawat, parking toilets, well-maintained mosques and prayer
area aman dan memadai, kids playground terawat, rooms, safe and adequate parking areas, well-
serta EV charging tersedia dan teratur); maintained children’s playgrounds, and the
availability of organized EV charging stations);
ii. Standardisasi pelayanan petugas operasional: ii. Standardization of operational staff services:
• Penyusunan standar petugas kebersihan, • Development of standards for cleaning and
keamanan; security personnel;
• Penyusunan SOP monitoring. • Preparation of monitoring SOPs;
iii. Rejuvenasi: iii. Rejuvenation:
• Pembenahan zoning, sirkulasi kendaraan, dan • Improvement of zoning, vehicle circulation,
jalur pedestrian; and pedestrian pathways;
• Wayfinding signage; • Installation of wayfinding signage;
• Pembenahan area tenant. • Enhancement of tenant areas.
b. Peningkatan layanan preservasi jalan tol, meliputi: b. Improvement of Toll Road Preservation Services**,
including:
i. Pekerjaan perkerasan yang terdiri dari pekerjaan i. Pavement works consisting of Scrapping, Filling,
Scrapping Filling Overlay (SFO), Rekonstruksi, dan and Overlay (SFO), reconstruction, and lane
Peningkatan kapasitas lajur; capacity upgrades;
ii. Pekerjaan marka yang terdiri dari pekerjaan Marka ii. Road marking works, including SFO markings and
SFO dan Marka Periodik; periodic markings;
iii. Pekerjaan sarana perlengkapan jalan yang terdiri iii. Road equipment works, including signage and
dari pekerjaan Rambu dan Guardrail; guardrails;
iv. Pekerjaan Beautifikasi berupa pekerjaan Lansekap. iv. Beautification works in the form of landscaping.
c. Peningkatan layanan transaksi jalan tol, meliputi: c. Improvement of Toll Road Transaction Services**,
including:
i. Perapian dan Pengecatan Island, Bullnose, i. Refurbishment and repainting of islands,
Bumperblock, Kanstin dan Gardu sesuai dengan bullnose, bumper blocks, curbs, and toll booths in
Standardisasi Pemilihan Warna di Gerbang Tol; accordance with toll gate color standardization.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
ii. Perbaikan Longbooth Gerbang Tol; ii. Improvement of toll gate long booths;
iii. General Cleaning Gerbang Tol. iii. General cleaning of toll gates.
d. Peningkatan layanan lalu lintas jalan tol; d. Improvement of Toll Road Traffic Services**, including:
i. Penambahan kendaraan layanan berupa derek, i. Addition of service vehicles such as tow trucks,
mobile crane dan sarana atur lalu lintas lainnya mobile cranes, and other traffic management
dalam rangka operasional Natal 2025 dan Tahun equipment to support operations during the
Baru 2026 (Nataru); Christmas 2025 and New Year 2026 (Nataru) period;
ii. Renovasi Jasamarga Tollroad Command Center ii. Renovation of the Jasamarga Tollroad Command
(JMTC); Center (JMTC);
iii. Integrasi data RFID-BLUe; iii. Integration of RFID-BLUe data;
iv. Pelaksanaan survey potensi mudik Nataru; iv. Implementation of surveys on potential traffic
flows during the Nataru period;
v. Peningkatan keselamatan sebagai tindak lanjut v. Enhancement of safety measures as a follow-
rekomendasi KNKT. up to recommendations from the National
Transportation Safety Committee (KNKT).
e. Peningkatan layanan customer management, meliputi: e. Improvement of Customer Management Services**,
including:
i. Pelaksanaan Survey Kepuasan Pelanggan; i. Implementation of Customer Satisfaction Surveys;
ii. Pemberian Diskon Tarif Tol pada periode Natal dan ii. Provision of toll tariff discounts during the
Tahun Baru 2025/2026; Christmas and New Year 2025/2026 period;
iii. Pelatihan service excellence untuk CS, MCS, CSO. iii. Service excellence training for Customer Service
(CS), Mobile Customer Service (MCS), and Customer
Service Officers (CSO).
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Aspek Ketenagakerjaan Employment Aspects
Kesetaraan Kesempatan Bekerja Equal Employment Opportunities
[OJK F.18] [OJK F.18]
Perseroan berkomitmen untuk menjamin kesetaraan dan The Company is committed to ensuring equality and providing
memberikan kesempatan kerja yang adil bagi seluruh fair employment opportunities for all employees, regardless
karyawan tanpa memandang suku, ras, maupun agama. of ethnicity, race, or religion. Every individual is given equal
Setiap individu memperoleh peluang yang sama dalam opportunities to work and develop their career, and the
bekerja serta mengembangkan karier, dan prinsip yang sama same principle is applied in the recruitment process. This
juga diterapkan dalam proses rekrutmen calon karyawan. commitment is outlined in Board of Directors Decree No.
Komitmen tersebut tercantum dalam Surat Keputusan Direksi 18/KPTS/2025 on Human Capital Architecture and Board of
Nomor 18/KPTS/2025 tentang Arsitektur Sumber Daya Manusia Directors Decree No. 21/KPTS/2019 on Talent Acquisition,
(Human Capital Architecture) serta Surat Keputusan Direksi including its amendment through Board of Directors Decree
Nomor 21/KPTS/2019 tentang Talent Acquisition beserta No. 69/KPTS/2025. Furthermore, the implementation of
perubahannya melalui Surat Keputusan Direksi Nomor 69/ equal employment opportunity is integrated into the
KPTS/2025. Lebih lanjut, penerapan kesetaraan kesempatan Key Performance Indicators (KPI) of the Human Capital &
kerja juga diintegrasikan dalam Key Performance Indicator Transformation Directorate, in line with directives from the
(KPI) Direktorat Human Capital & Transformasi, sejalan Ministry of State-Owned Enterprises regarding targets for
dengan arahan BP BUMN terkait target jumlah nominated nominated female and millennial talents. The Company’s
talent perempuan dan millennial. Komitmen Perseroan commitment to gender equality is reflected in the proportion
terhadap kesetaraan gender terlihat dari proporsi nominated of nominated female talent, which has reached 43.37%.
talent perempuan yang saat ini telah mencapai 43,37%.
Perseroan juga berkomitmen dalam memberikan kesempatan The Company is also committed to providing opportunities for
terhadap penyandang disabilitas sebagaimana tertuang persons with disabilities, as stipulated in Board of Directors
dalam Surat Edaran Direksi Nomor: 16/SE-DIR/2021 tanggal Circular Letter No. 16/SE-DIR/2021 dated April 30, 2021,
30 April 2021 tentang Mempekerjakan Karyawan Penyandang concerning the employment of persons with disabilities. This
Disabilitas. Hal ini dalam rangka mendukung pelaksanaan initiative supports the implementation of Article 53 of Law No.
Pasal 53 Undang-Undang Nomor 8 Tahun 2016 tentang 8 of 2016 on Persons with Disabilities. Jasa Marga conducted
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Penyandang Disabilitas. Jasa Marga sudah melakukan disability recruitment in 2022 and 2024 and resumed the
rekrutmen disabilitas di tahun 2022 dan 2024 dan kembali recruitment process for persons with disabilities in 2025
melakukan proses rekrutmen penyandang disabilitas pada through the Joint SOE Recruitment Program, in accordance
tahun 2025 melalui Rekrutmen Bersama BUMN , berdasarkan with the Circular Letter of the Minister of State-Owned
Surat Edaran Menteri Badan Usaha Milik Negara Nomor Enterprises No. SE-1/MBU/01/2024, to promote equal rights
SE-1/MBU/01/2024 guna mewujudkan kesamaan hak dan and opportunities.
kesempatan.
Komposisi Karyawan Penyandang Disabilitas 2025
Composition of Employees with Disabilities in 2025 (Dalam Orang/in persons)
Jenis Kelamin Kelompok Usia
Jenis Penyandang Gender Age Group
Disabilitas
Type of Disability Pria Wanita Jumlah Jumlah
% % <30 % 30-50 % >51 %
Male Female Total Total
Tuna Daksa
3 43 3 43 6 5 71 1 14 0 0 6
Physical Disability
Tuna Netra
1 14 0 0 1 0 0 1 14 0 0 1
Visual Impairment
Tuna Rungu
0 0 0 0 0 0 0 0 0 0 0 0
Hearing Impairment
Tuna Wicara
0 0 0 0 0 0 0 0 0 0 0 0
Speech Impairment
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Jumlah
4 57 3 43 7 5 71 2 29 0 0 7
Total
Keberagaman Bagan Tata Kelola Berdasarkan Jenjang Jabatan, Usia, dan Jenis Kelamin
Diversity of Governance Bodies Based on Position Level, Age Range, and Gender
2025
Rentang Usia
Age Range Pria Wanita Jumlah
% % %
Male Female Total
Pengurus / Management 10 0,13 2 0,03 12 0,153
< 30 tahun / years - 0,00 0,00 0 0,00
30-50 tahun / years 5 0,06 1 0,01 6 0,08
>50 tahun / years 5 0,06 1 0,01 6 0,08
Manajemen Puncak / Top Management 54 0,68 23 0,29 77 0,98
< 30 tahun / years - 0,00 0,00 0 0,00
30-50 tahun / years 37 0,47 18 0,23 55 0,70
>50 tahun / years 17 0,22 5 0,06 22 0,28
Manajemen Madya / Middle Management 149 1,90 96 1,22 245 3,12
< 30 tahun / years - 0,00 0,00 0 0,00
30-50 tahun / years 119 1,52 93 1,19 212 2,70
>50 tahun / years 30 0,38 3 0,04 33 0,42
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
2025
Rentang Usia
Age Range Pria Wanita Jumlah
% % %
Male Female Total
Manajemen Dasar / Basic Management 287 3,66 78 0,99 365 4,65
< 30 tahun / years 30 0,38 23 0,29 53 0,68
30-50 tahun / years 184 2,35 42 0,54 226 2,88
>50 tahun / years 73 0,93 13 0,17 86 1,10
Pelaksana / Executor 5.865 74,76 1.281 16,33 7.146 91,09
< 30 tahun / years 2.288 29,17 496 6,32 2.784 35,49
30-50 tahun / years 2.887 36,80 709 9,04 3.596 45,84
>50 tahun / years 690 8,80 76 0,97 766 9,76
Jumlah / Total 6.365 81,13 1.480 18,87 7.845 100
2024
Rentang Usia
Age Range Pria Wanita Jumlah
% % %
Male Female Total
Pengurus / Management 11 0,14% 2 0,03% 13 0,16%
< 30 tahun / years 0 0,00% 0 0,00% 0 0,00% 249
30-50 tahun / years 1 0,01% 2 0,03% 3 0,04%
>50 tahun / years 10 0,13% 0 0,00% 10 0,13%
Manajemen Puncak / Top Management 53 0,67% 23 0,29% 76 0,96%
< 30 tahun / years 0 0,00% 0 0,00% 0 0,00%
30-50 tahun / years 37 0,47% 18 0,23% 55 0,69%
>50 tahun / years 16 0,20% 5 0,06% 21 0,26%
Manajemen Madya / Middle Management 153 1,93% 95 1,20% 248 3,13%
< 30 tahun / years 2 0,03% 0 0,00% 2 0,03%
30-50 tahun / years 120 1,51% 92 1,16% 212 2,67%
>50 tahun / years 31 0,39% 3 0,04% 34 0,43%
Manajemen Dasar / Basic Management 269 3,39% 74 0,93% 343 4,32%
< 30 tahun / years 29 0,37% 21 0,26% 50 0,63%
30-50 tahun / years 169 2,13% 36 0,45% 205 2,58%
>50 tahun / years 71 0,90% 17 0,21% 88 1,11%
Pelaksana / Executor 5.983 75,43% 1.269 16,00% 7.252 91,43%
< 30 tahun / years 2.686 33,86% 625 7,88% 3.311 41,74%
30-50 tahun / years 2.614 32,96% 563 7,10% 3.177 40,05%
>50 tahun / years 683 8,61% 81 1,02% 764 9,63%
Jumlah / Total 6.469 81,56% 1.463 18,44% 7.932 100,00%
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About Report Sustainability Strategy Sustainability Performance Highlight
2023
Rentang Usia
Age Range Pria Wanita Jumlah
% % %
Male Female Total
Pengurus / Management 11 0,14% 2 0,03% 13 0,16%
< 30 tahun / years 0 0,00% 0 0,00% 0 0,00%
30-50 tahun / years 1 0,01% 2 0,03% 3 0,04%
>50 tahun / years 10 0,13% 0 0,00% 10 0,13%
Manajemen Puncak / Top Management 59 0,74% 26 0,33% 85 1,07%
< 30 tahun / years 0 0,00% 0 0,00% 0 0,00%
30-50 tahun / years 37 0,46% 20 0,25% 57 0,72%
>50 tahun / years 22 0,28% 6 0,08% 28 0,35%
Manajemen Madya / Middle Management 149 1,87% 96 1,21% 245 3,08%
< 30 tahun / years 2 0,03% 0 0,00% 2 0,03%
30-50 tahun / years 112 1,41% 90 1,13% 202 2,54%
>50 tahun / years 35 0,44% 6 0,08% 41 0,51%
Manajemen Dasar / Basic Management 289 3,63% 77 0,97% 366 4,60%
< 30 tahun / years 31 0,39% 20 0,25% 51 0,64%
30-50 tahun / years 194 2,44% 35 0,44% 229 2,88%
250
>50 tahun / years 64 0,80% 22 0,28% 86 1,08%
Pelaksana / Executor 5.685 75,17% 1.296 16,28% 7.254 91,11%
< 30 tahun / years 2.373 29,80% 558 7,01% 2.931 36,81%
30-50 tahun / years 2.905 36,49% 609 7,65% 3.514 44,13%
>50 tahun / years 707 8,88% 102 1,28% 809 10,16%
Jumlah / Total 6.493 81,55% 1.469 18,45% 7.962 100,00%
Keberagaman Karyawan Berdasarkan Status Ketenagakerjaan, Usia, dan Jenis Kelamin
Employee Diversity Based on Employment Status, Age Range, and Gender
2025
Rentang Usia
Age Range Pria Wanita Jumlah
% % %
Male Female Total
Karyawan Tetap / Permanent Employees 3.562 45,47% 958 12,23% 4.520 57,70%
< 30 tahun / years 138 1,76% 110 1,40% 248 3,17%
30-50 tahun / years 2.693 34,38% 760 9,70% 3.453 44,08%
> 50 tahun / years 731 9,33% 88 1,12% 819 10,46%
Karyawan Kontrak / Contract Employees 2.793 35,66% 520 6,64% 3.313 42,30%
< 30 tahun / years 2.180 27,83% 409 5,22% 2.589 33,05%
30-50 tahun / years 534 6,82% 102 1,30% 636 8,12%
> 50 tahun / years 79 1,01% 9 0,11% 88 1,12%
Jumlah / Total 6.355 81,13% 1.478 18,87% 7.833 100,00%
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2024
Rentang Usia
Age Range Pria Wanita Jumlah
% % %
Male Female Total
Karyawan Tetap / Permanent Employees 3.745 47,29% 978 12,35% 4.723 59,64%
< 30 tahun / years 463 5,85% 231 2,92% 694 8,76%
30-50 tahun / years 2.560 32,33% 650 8,21% 3.210 40,54%
> 50 tahun / years 722 9,12% 97 1,22% 819 10,34%
Karyawan Kontrak / Contract Employees 2.713 34,26% 483 6,10% 3.196 40,36%
< 30 tahun / years 2.254 28,46% 415 5,24% 2.669 33,70%
30-50 tahun / years 380 4,80% 59 0,75% 439 5,54%
> 50 tahun / years 79 1,00% 9 0,11% 88 1,11%
Jumlah / Total 6.458 81,55% 1.461 18,45% 7.919 100,00%
2023
Rentang Usia
Age Range Pria Wanita Jumlah
% % %
Male Female Total
Karyawan Tetap / Permanent Employees 3.992 50,22% 1.030 12,96% 5.022 63,18%
< 30 tahun / years 469 5,90% 219 2,76% 688 8,66% 251
30-50 tahun / years 2.776 34,92% 682 8,58% 3458 43,50%
> 50 tahun / years 747 9,40% 129 1,62% 876 11,02%
Karyawan Kontrak / Contract Employees 2.490 31,32% 437 5,50% 2.927 36,82%
< 30 tahun / years 937 24,37% 359 4,52% 2296 28,88%
30-50 tahun / years 472 5,94% 71 0,89% 544 6,84%
> 50 tahun / years 81 1,02% 6 0,08% 87 1,09%
Jumlah / Total 6.482 81,54% 1.467 18,46% 7.949 100,00%
Perseroan telah mengembangkan program Srikandi Jasa Marga The Company has established the Srikandi Jasa Marga program
sebagai wadah bagi talenta perempuan untuk berkontribusi as a platform for female talent to contribute significantly
secara signifikan dalam mendorong keberagaman di in promoting diversity within the Company’s workforce. The
lingkungan kepegawaian Perseroan. Organisasi Srikandi Jasa Srikandi Jasa Marga organization was formalized through
Marga telah ditetapkan melalui Keputusan Direksi Nomor Board of Directors Decree No. 39/KPTS/2023 as an amendment
39/KPTS/2023 sebagai perubahan atas Keputusan Direksi to Board of Directors Decree No. 56/KPTS/2022 concerning the
Nomor 56/KPTS/2022 mengenai Struktur Organisasi dan Organizational Structure and Management of Srikandi Jasa
Susunan Pengurus Srikandi Jasa Marga. Melalui organisasi Marga. Through this organization, Srikandi Jasa Marga actively
ini, Srikandi Jasa Marga secara aktif mendukung peningkatan supports the enhancement of women’s roles across various
peran perempuan dalam berbagai aspek operasional operational aspects of the Company, including for female
perusahaan, termasuk bagi karyawan perempuan yang employees who are pregnant or have young children.
sedang hamil maupun yang memiliki anak balita.
Dalam meningkatkan peran perempuan di lingkungan kerja, To further strengthen the role of women in the workplace,
Jasa Marga telah menerapkan pembagian jam kerja (shift Jasa Marga has implemented a women-friendly shift system
3) yang ramah perempuan pada karyawan perempuan di (three-shift arrangement) for female employees at toll gates.
pintu tol. Langkah ini merupakan upaya Perseroan dalam This initiative represents the Company’s effort to promote
mewujudkan kesetaraan gender di lingkungan kerja. gender equality in the workplace. As a form of support, Jasa
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Sebagai bentuk dukungan, Jasa Marga telah memberikan Marga provides protection to its employees by fostering
perlindungan kepada karyawannya untuk saling menghargai, mutual respect and creating a conducive and productive work
saling menghormati dan menciptakan lingkungan kerja yang environment, in accordance with the provisions set out in the
kondusif dan produktif, sesuai ketentuan dalam kebijakan Respectful Workplace Policy.
Respectful Workplace Policy.
Ketenagakerjaan yang Inklusif
Inclusive Employment
Perusahaan mendukung ketenagakerjaan yang inklusif The Company supports inclusive employment as a practice
sebagai praktik bahwa setiap individu, memiliki that ensures every individual has equal opportunities
kesempatan yang sama untuk mendapatkan pekerjaan to obtain employment and participate in the workforce.
dan berpartisipasi dalam dunia kerja. Pelaksanaan Recruitment and selection processes are conducted
rekrutmen dan seleksi dilakukan secara terbuka, adil, in an open, fair, non-discriminatory, and accessible
non-diskriminasi, aksesibilitas, dan menggunakan praktik manner, applying inclusive and professional practices.
yang inklusi dan professional. Pelaksanaan rekrutmen The recruitment of persons with disabilities at Jasa Marga
penyandang disabilitas di Jasa Marga telah menggunakan has adopted an inclusive approach, including disability-
proses yang inklusi dengan melakukan desain lowongan friendly job vacancy design, accommodative selection
yang ramah disabilitas, proses seleksi yang akomodatif, processes, onboarding implementation, appropriate
pelaksanaan onboarding, penempatan serta akses karir placement, and sustainable career access.
yang berkelanjutan.
Dalam lingkungan kerja, Perusahaan menjamin perilaku Within the workplace, the Company ensures a culture of
252 saling menghargai di tempat kerja sehingga tidak ada mutual respect, preventing any form of discrimination,
perilaku diskriminasi, pelecehan dan kekerasan baik dari harassment, or violence, whether from colleagues or
rekan kerja maupun dari pihak manajemen. Hal tersebut management. This is in accordance with Circular Letter
sesuai dengan Surat Edaran Nomor 08/SE-DIR/2023 No. 08/SE-DIR/2023 dated March 9, 2023, regarding
tanggal 9 Maret 2023 perihal Panduan Implementasi the Guidelines for Implementing Respectful Workplace
Berperilaku Saling Menghargai di Tempat Kerja (Respectful Behavior within the Jasa Marga Group. Employees are
Workplace Policy) di Lingkungan Jasa Marga Group. treated equally, provided with equal opportunities for
Karyawan diperlakukan secara setara dengan karyawan development, and granted the same rights in accordance
lain, diberi kesempatan yang sama untuk berkembang, with company policies and labor regulations. The Company
dan mendapatkan hak-hak yang sama sesuai ketentuan has also provided reasonable accommodations within the
perusahaan dan hukum ketenagakerjaan. Perusahaan workplace environment and physical facilities, such as
juga telah memiliki akomodasi layak pada lingkungan designated parking spaces for persons with disabilities,
dan bangunan fisik tempat kerja seperti fasilitas parkir ramps, elevators, and accessible restrooms.
disabilitas, ramp, lift, dan toilet disabilitas.
Rekrutmen dan Perputaran Karyawan Recruitment and Employee Turnover
[GRI 401-1] [GRI 401-1]
Dalam memenuhi kebutuhan sumber daya manusia, Perseroan In fulfilling its human resource needs, the Company recruits
melakukan rekrutmen karyawan baru baik fresh graduate new employees, including both fresh graduates and
maupun tenaga pengalaman. Rekrutmen dilakukan melalui experienced professionals, through the Joint SOE Recruitment
Program Rekrutmen Bersama BUMN maupun bekerja sama Program (RBB) as well as collaborations with various
dengan berbagai perguruan tinggi di Indonesia. Perseroan universities across Indonesia, providing broad opportunities
membuka kesempatan luas kepada calon karyawan dengan for candidates nationwide. In 2025, the Company recruited 39
melakukan rekrutmen di seluruh wilayah Indonesia. Pada individuals through the RBB program, with the recruitment
tahun 2025, Perseroan telah merekrut 39 orang melalui process conducted from March to June 2025, followed by
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
program Rekrutmen Bersama BUMN (RBB). Proses rekrutmen a six-month learning journey program prior to permanent
dimulai pada bulan Maret sampai dengan bulan Juni 2025 yang employment appointment.
kemudian lanjut ke program learning journey selama 6 (enam)
bulan sebelum dilakukan pengangkatan karyawan tetap.
Selain itu, Perseroan juga telah melakukan rekrutmen dan In addition, the Company conducted recruitment and
seleksi karyawan disabilitas melalui program RBB Kategori selection for persons with disabilities through the 2025 Joint
Disabilitas Tahun 2025 yang dimulai pada bulan Maret SOE Recruitment Program (RBB) Disability Category, which
sampai dengan Mei 2025. Melalui proses tersebut, hasil lolos took place from March to May 2025. Through this process, four
rekrutmen dan seleksi untuk karyawan kategori disabilitas candidates successfully passed the recruitment and selection
Perseroan adalah 4 (empat) orang. Namun terdapat 2 (dua) stages; however, two candidates withdrew during the offering
orang yang mengundurkan diri dari proses offering letter, letter stage, resulting in the addition of two new employees
sehingga saat ini Perseroan memperoleh 2 (dua) karyawan with disabilities.
disabilitas baru.
Rekrutmen Karyawan Baru Berdasarkan Kelompok Usia
New Employee Recruitment by Age Group (Dalam Orang/in persons)
Kelompok Usia 2025 2024 2023 Age Group
< 30 tahun 41 31 9 < 30 years old
30-50 tahun - 3 - 30-50 years old
> 50 tahun - - - >50 years old
253
Total 41 34 9 Total
Komposisi Karyawan Baru Berdasarkan Jenis Kelamin
New Employee Composition by Gender (Dalam Orang/in persons)
Uraian 2025 2024 2023 Description
Pria 22 17 5 Male
Wanita 19 17 4 Female
Total 41 34 9 Total
Rekrutmen Karyawan Baru Berdasarkan Wilayah Kerja
New Employee Recruitment by Work area (Dalam Orang/in persons)
Wilayah 2025 2024 2023 Work Area
Kantor Pusat 41 34 9 Head Office
Kantor Cabang (RO) dan Regional - - - Branch Offices (RO) and Regional
Anak Perusahaan - - - Subsidiaries
Total 41 34 9 Total
Meskipun demikian, Perseroan juga mengalami pergantian Nevertheless, the Company also experienced employee
karyawan yang disebabkan oleh beberapa alasan antara turnover due to various reasons, including normal retirement,
lain pensiun normal, pensiun dini, pelanggaran disiplin, early retirement, disciplinary violations, death, medical/
meninggal dunia, pensiun sakit/cacat, mengundurkan diri, disability retirement, resignation, and the expiration of fixed-
dan PKWT habis kontrak. Pada tahun 2025, terdapat 133 term employment contracts (PKWT). In 2025, a total of 133
karyawan yang berhenti bekerja mayoritas karyawan berhenti employees left the Company, with the majority departing due
bekerja dikarenakan pensiun normal. to normal retirement.
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About Report Sustainability Strategy Sustainability Performance Highlight
Komposisi Karyawan Berhenti Bekerja Berdasarkan Kelompok Usia
Composition of Employees Who Left the Company by Age Group (Dalam Orang/in persons)
Kelompok Usia 2025 2024 2023 Age Group
< 30 tahun - - 1 < 30 years old
30-50 tahun 9 3 9 30-50 years old
> 50 tahun 124 128 112 >50 years old
Total 133 131 122 Total
Komposisi Karyawan Berhenti Bekerja Berdasarkan Jenis Kelamin
Composition of Employees Who Left the Company by Gender (Dalam Orang/in persons)
Uraian 2025 2024 2023 Description
Pria 102 96 91 Male
Wanita 31 35 31 Female
Total 133 131 122 Total
Komposisi Karyawan Berhenti Bekerja Berdasarkan Wilayah Kerja
254
Composition of Employees Who Left the Company by Work Area (Dalam Orang/in persons)
Wilayah 2025 2024 2023 Work Area
Kantor Pusat 112 98 99 Head Office
Kantor Cabang (RO) dan Regional 9 15 16 Branch Offices (RO) and Regional
Anak Perusahaan 12 18 7 Subsidiaries
Total 133 131 122 Total
Latar Belakang Karyawan Berhenti Bekerja
Background of Employees Who Left the Company (Dalam Orang/in persons)
2025 2024 2023 Kenaikan
(Penurunan)
Uraian
Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah Increase
Description
Male Female Total Male Female Total Male Female Total (Decrease)
2024-2025
Pensiun Normal
Normal 90 27 117 85 34 119 74 29 103 15,53%
Retirement
Pensiun Dini
1 - 1 1 - 1 -
Early Retirement
PHK Pelanggaran
Besar
- - - - - - -
Termination
(Major Violation)
Meninggal Dunia
7 7 5 1 6 10 - 10 -40%
Deceased
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2025 2024 2023 Kenaikan
(Penurunan)
Uraian
Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah Increase
Description
Male Female Total Male Female Total Male Female Total (Decrease)
2024-2025
Pensiun Sakit/
Cacat
5 2 7 4 - 4 2 - 2 100%
Disability
Retirement
Mengundurkan
Diri 1 1 1 - 1 - 1 1 -
Resignation
PKWT Habis
Kontrak
1 1 - - - 4 1 5 -100%
Expired Contract
(PKWT)
Jumlah
102 31 133 96 35 131 91 31 122 7,4%
Total
Tabel Turnover Karyawan yang Berhenti Bekerja Karena Mengundurkan Diri Berdasarkan Usia
Table of Employee Turnover Due to Resignation by Age Group
Keterangan 2025 2024 2023 Description
-
255
< 30 tahun - - < 30 years old
30-50 tahun 1 1 1 30-50 years old
> 50 tahun - - - >50 years old
Tabel Turnover Karyawan yang Berhenti Bekerja Karena Mengundurkan Diri Berdasarkan Jenis Kelamin
Table of Employee Turnover Due to Resignation by Gender
Keterangan 2025 2024 2023 Description
Pria - 1 - Male
Wanita 1 - 1 Female
Tabel Turnover Karyawan yang Berhenti Bekerja Karena Mengundurkan Diri Berdasarkan Wilayah
Table of Employee Turnover Due to Resignation by Region
Keterangan 2025 2024 2023 Description
Kantor Pusat - - - Head Office
Kantor Cabang (RO) dan Regional - - - Branch Offices(RO) dan Regional
Anak Perusahaan 1 1 1 Subsidiaries
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EMPLOYEE ENGAGEMENT SURVEY
Employee Engagement Survey (EES) merupakan proses The Employee Engagement Survey (EES) is a
pengukuran yang dilakukan melalui seperangkat measurement process conducted through a set
kuesioner untuk menilai tingkat keterikatan of questionnaires to assess the level of employee
(engagement) karyawan dalam bekerja, sehingga selaras engagement, ensuring alignment with the Company’s
dengan tujuan, strategi, serta pencapaian visi dan misi objectives, strategies, and the achievement of its vision
Perusahaan. EES dilaksanakan secara berkala setiap and mission. The EES is conducted annually to provide
tahun guna memperoleh gambaran tingkat keterikatan an overview of employee engagement levels based on
karyawan, berdasarkan persepsi terhadap hal-hal yang their perceptions of what they see, hear, and experience
mereka lihat, dengar, dan rasakan di lingkungan kerja. in the workplace. The dimensions within the EES serve
Dimensi dalam EES menjadi indikator dalam mengukur as indicators to measure employee commitment and
tingkat komitmen dan kepuasan karyawan terhadap satisfaction toward the Company.
Perusahaan.
Sejak tahun 2017, Jasa Marga secara konsisten Since 2017, Jasa Marga has consistently conducted the
melaksanakan EES dengan melibatkan seluruh karyawan EES involving all employees across the Jasa Marga
di lingkungan Jasa Marga Group, yang mencakup sekitar Group, covering approximately 7,000 respondents. The
7.000 responden. Pengukuran dilakukan menggunakan assessment uses a Likert scale ranging from 1 to 4. In
skala Likert dengan rentang nilai 1–4. Pada tahun 2023, 2023, Jasa Marga recorded an Employee Engagement
Jasa Marga memperoleh skor Employee Engagement vIndex (EEI) score of 3.82, while in 2024 the EEI score
Index (EEI) sebesar 3,82. Sementara itu, pada tahun was 3.72. The decline was due to the Company not
256 2024 skor EEI berada pada angka 3,72. Penurunan conducting the EES independently, but instead
tersebut dikarenakan Jasa Marga tidak melaksanakan participating in the Stellar Award assessment organized
survei EES secara mandiri, melainkan berpartisipasi by Kontan, which involved only 283 respondents as a
dalam penilaian Stellar Award yang diselenggarakan sample—significantly lower than in previous years.
oleh Kontan. Survei tersebut melibatkan 283 responden
sebagai sampel, yang berbeda secara signifikan
dibandingkan dengan jumlah responden pada
pelaksanaan EES di tahun-tahun lainnya.
Berdasarkan hasil pelaksanaan EES tahun 2025, Based on the 2025 EES results, the Company has
Perusahaan secara konsisten menunjukkan komitmen consistently demonstrated its commitment to listening
dalam mendengarkan dan menindaklanjuti aspirasi to and following up on employee aspirations as part
karyawan sebagai bagian dari upaya peningkatan of its efforts to enhance sustainable human capital
pengelolaan sumber daya manusia yang berkelanjutan. management. Overall, the employee engagement level
Secara umum, tingkat keterikatan karyawan pada tahun in 2025 remained in the “engaged” category, with an
2025 berada pada kategori engaged dengan skor EEI EEI score of 3.82, maintaining the same level as in 2023.
berada pada angka 3,82 yang tetap terjaga dibandingkan This stability indicates the Company’s ability to sustain
dengan capaian tahun 2023. Stabilitas ini menunjukkan employee engagement amid organizational dynamics,
bahwa Perusahaan mampu mempertahankan tingkat while also reflecting the success of continuous
keterikatan karyawan di tengah dinamika organisasi, improvement initiatives that have been implemented.
sekaligus mencerminkan keberhasilan berbagai inisiatif
perbaikan yang telah dilakukan secara berkelanjutan.
Meskipun demikian, Perusahaan tidak berhenti pada Nevertheless, the Company does not stop at this
pencapaian tersebut dan tetap menjadikan hasil survei achievement and continues to use survey results as
sebagai dasar untuk perbaikan berkelanjutan. Dengan a basis for ongoing improvement. Through a data-
pendekatan yang berbasis data dan partisipasi aktif driven approach and active employee participation,
karyawan, Perusahaan terus memperkuat budaya the Company continues to strengthen a culture of
keterbukaan, komunikasi dua arah, serta pengambilan openness, two-way communication, and responsive
keputusan yang responsif terhadap kebutuhan internal. decision-making aligned with internal needs.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pelatihan dan Pengembangan Kompetensi Training And Competency Development
[OJK F.22, GRI 404-1, GRI 404-2, GRI 404-3] [OJK F.22, GRI 404-1, GRI 404-2, GRI 404-3]
Perseroan secara konsisten melakukan pengembangan The Company consistently ensures equal treatment for all
kompetensi dan peningkatan kapabilitas karyawan sesuai employees in the development of their competencies. Jasa Marga
dengan kebutuhan bisnis saat ini maupun kebutuhan di masa offers equal opportunities for all employees to enhance their
mendatang. Inisiatif pengembangan kompetensi karyawan ini competencies, develop their careers, and carry out their duties
dilaksanakan tanpa membedakan suku, agama, ras, golongan, professionally without discrimination based on ethnicity, religion,
gender, dan kondisi fisik sesuai kebutuhan pemenuhan race, affiliation, gender, or physical condition, in accordance
gap kompetensi dan potensi karyawan. Pengembangan with the required potential, capabilities, and qualifications. The
kompetensi juga menjadi jembatan untuk memenuhi gap Company continuously advances the competency development
generasi serta menyiapkan suksesi manajemen. and capabilities of its human capital in alignment with current
and future business needs. Competency development is also
positioned as an effort to bridge generational differences and
support the preparation of leadership succession.
Perseroan memiliki unit bernama Jasa Marga Learning The Company has a unit called Jasa Marga Learning Institute
Institute (JMLI), bertanggung jawab dalam mengelola program (JMLI), responsible for managing employee competency
pengembangan kompetensi karyawan. Pada tahun 2025, development programs. In 2024, the Learning and Development
Program Learning and Development senantiasa dilakukan Program is continuously implemented for all employee levels at
kepada seluruh level jabatan Karyawan di Jasa Marga dengan Jasa Marga, taking into account the existing learning academies
mempertimbangkan learning academy yang ada di Jasa within Jasa Marga, including:
Marga, diantaranya:
a. Project Development Academy a. Project Development Academy
b. Operational Services Academy b. Operational Services Academy 257
c. Technological Innovation Academy c. Technological Innovation Academy
d. Business Support Academy d. Business Support Academy
e. Leadership Development Academy e. Leadership Development Academy
Program Learning and Development dilakukan dengan The Learning and Development Program is implemented using
pendekatan pembelajaran efektif 70:20:10. Pembelajaran the effective 70:20:10 learning approach. Learning is conducted
dilakukan secara formal seperti seminar, workshop, dan formally through seminars, workshops, and academic education,
pendidikan formal serta pembelajaran secara aktif melalui and informally through coaching, mentoring, and knowledge-
coaching, mentoring, sharing maupun aktif sebagai sharing sessions. Employees are also actively involved as speakers
Narasumber dan pengajar baik pada level internal Perusahaan and facilitators at both internal and external organizational
maupun eksternal Perusahaan. levels.
Pengembangan kompetensi karyawan Jasa Marga dilakukan Employee competency development at Jasa Marga is carried out
dengan menerapkan konsep digital melalui pembelajaran aktif by applying a digital-based approach through active learning on
pada Human Capital Management Integrated System (JM-Click) the Human Capital Management Integrated System (JM-Click),
serta berdasarkan kepada Learning Academy di Perseroan. as well as through the Company’s Learning Academy. Talent
Pengelolaan Talent Development tahun 2025 bertemakan Development management in 2025 is themed *Accelerating
Accelerating Collaboration. Program Unggulan Business Acumen Collaboration*, with the flagship program *Business Acumen &
& Strategic Innovation diimplementasikan untuk memperkuat Strategic Innovation* implemented to strengthen collaborative
kompetensi kolaborasi melalui cross- functional project competencies through cross-functional project assignments in
assignment, berupa proyek inovasi lintas unit kerja. the form of innovation projects across business units.
Pada tahun 2025, perusahaan secara konsisten melakukan In 2025, the Company consistently strengthened its organizational
penguatan kapabilitas organisasi melalui pengembangan capabilities through the development of digital competencies,
kompetensi digital, pengembangan kepemimpinan (leadership), leadership development programs, scholarship initiatives, and
pelaksanaan program beasiswa dan sertifikasi kompetensi employee competency certifications. Special attention was also
karyawan. Perhatian khusus juga diberikan untuk pemenuhan given to fulfilling certifications for risk management personnel
sertifikasi organ pengelola risiko dalam rangka memastikan to ensure effective governance and support the achievement of
tata kelola yang efektif dan mendukung pencapaian kebutuhan evolving business needs, while enhancing the Company’s long-
bisnis yang terus berkembang sekaligus memperkuat daya saing term competitiveness.
perusahaan secara berkelanjutan.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Program-program pembelajaran yang dijalankan Perseroan The learning programs implemented by the Company are not
tidak hanya bertujuan untuk meningkatkan kompetensi only aimed at enhancing employee competencies but are
karyawan, tetapi juga sejalan dengan komitmen terhadap also aligned with its commitment to Environmental, Social,
pilar Environmental, Social, and Governance (ESG). Hal ini and Governance (ESG) principles. This reflects the Company’s
menunjukkan kontribusi nyata Perseroan dalam mendukung tangible contribution to supporting sustainable development
tujuan pembangunan berkelanjutan melalui pemberdayaan goals through the empowerment of resilient and high-
human capital yang tangguh dan berintegritas. integrity human capital.
Sebagai bagian dari implementasi roadmap ESG Jasa Marga, As part of the implementation of Jasa Marga’s ESG roadmap,
Perseroan menyelenggarakan berbagai program pelatihan dan the Company has organized various training and certification
sertifikasi, baik secara inhouse maupun public training, antara programs, both in-house and public training, including
lain Certified Sustainability Reporting Specialist, Knowledge Certified Sustainability Reporting Specialist, Knowledge
Management Forum in Sustainability, Certificate in Climate Management Forum in Sustainability, Certificate in Climate
Finance (CertCF), Seminar ICSO 2025: Advancing Indonesia’s Finance (CertCF), Seminar ICSO 2025: Advancing Indonesia’s
Green Economy, Program Implementasi Nilai ESG, serta Green Economy, ESG Implementation Program, and
Sustainability Series. Sustainability Series.
Sepanjang tahun 2025, jumlah karyawan yang memperoleh Throughout 2025, a total of 7,906 employees participated in
pelatihan sebanyak 7.906 orang dengan jumlah jam sebanyak training programs, accumulating 260,898 training hours, with
260.898 Jam. Rata-rata jam pelatihan adalah 33 jam per an average of 33 training hours per employee. In the same
karyawan. Pada tahun 2025, Perseroan telah merealisasikan year, the Company realized education and training expenses
biaya Pendidikan dan pelatihan sebesar Rp25.835.930.311 juta. amounting to IDR 25,835,930,311, representing an increase
Biaya ini meningkat dibandingkan tahun 2024. compared to 2024.
258
Tabel Rata-Rata Jam Pelatihan [OJK F.22, GRI 404-1]
Table of Average Training Hours
Rata-rata Jam Pelatihan Setiap
Jumlah Karyawan yang Memperoleh
Jam Pelatihan (Jam) Karyawan (Jam/Orang)
Pelatihan (Orang)
Uraian Training Hours (Hours) Average Training Hours per Employee
Number of Employees Trained (People)
Description (Hours/Person)
2025 2024 2023 2025 2024 2023 2025 2024 2023
Keseluruhan 7.906 260.898 33
7.992 7.949 239.948 262.266 30 32
Overall
Berdasarkan Jenis Kelamin / By Gender
Pria 6.412 153.888 24
6.514 6.482 142.310 157.359 22 26,63
Male
Wanita 1.494 107.010 72
1.478 1.467 97.638 104.906 66 47,23
Female
Berdasarkan Kategori Jabatan yang Mengikuti Pelatihan / By Job Category Participating in Training
Manajemen
Puncak 97 4.074 42
99 84 3.762 26.226 38 242,83
Top
Management
Manajemen
Madya 251 10.793 43
251 245 9.538 39.339 38 154,87
Middle
Management
Manajemen
Dasar
374 351 366 16.830 13.338 78.679 45 38 193,31
Lower
Management
Pelaksana
Staff/ 7.145 7.268 7.254 227.602 276.184 52.456 32 38 7,54
Executors
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Rata-rata Jam Pelatihan Setiap
Jumlah Karyawan yang Memperoleh
Jam Pelatihan (Jam) Karyawan (Jam/Orang)
Pelatihan (Orang)
Uraian Training Hours (Hours) Average Training Hours per Employee
Number of Employees Trained (People)
Description (Hours/Person)
2025 2024 2023 2025 2024 2023 2025 2024 2023
Calon
Karyawan/
Trainee
39 35 23 1.599 1.330 - 41 38 -
Prospective
Employees/
Trainees
Pada tahun 2025, Perseroan telah merealisasikan biaya In 2025, the Company realized education and training expenses
pendidikan dan pelatihan sebesar Rp24,02 miliar meningkat amounting to IDR 24.02 billion, an increase compared to IDR
dibandingkan tahun 2024 yang sebesar Rp19,46 miliar. 19.46 billion in 2024.
Biaya Pengembangan Kompetensi Karyawan
Employee Competency Development Costs
Kenaikan (Penurunan)
Keterangan
2025 2024 2023 Increase (Decrease)
Description
2024-2025
Realisasi Biaya Pendidikan dan
Pelatihan (Rp-miliar)
Realized Education and Training
24,02 19,46 10,71 4,56 259
Costs (IDR-Billion)
Rata-rata Biaya pelatihan per
karyawan (Rp-juta)
3,03 2,43 1,34 0,60
Average Training Cost per Employee
(IDR Million)
Untuk menunjang peningkatan karir karyawan, Perseroan To support employee career development, the Company has
telah melakukan pelatihan-pelatihan sebagai berikut. conducted the following training programs:
Tabel Pelatihan dan Pendidikan
Training and Education Programs
Jumlah Jam Pelatihan
Jenis Pelatihan dan Pendidikan Jumlah Karyawan
dan Pendidikan Karyawan
Type of Training and Education Number of Employees
Total Training and Education Hours
Project Development Academy 715 10.436
Operational Services Academy 1.066 7.827
Technological Innovation Academy 702 20.872
Business Support Academy 12.445 182.629
Leadership Development Academy 1.551 39.135
Total 16.479 260.898
Selain itu, Perseroan memberikan kesempatan dan waktu In addition, the Company provides adequate time and
yang cukup untuk karyawan yang akan memasuki usia pensiun opportunities for employees approaching retirement age to
agar dapat mempersiapkan diri mencari peluang usaha dalam prepare for future business opportunities and ensure income
rangka menjaga kesinambungan pendapatan melalui Program sustainability through the Pre-Retirement Program (MPP).
Masa Persiapan Pensiun (MPP). Masa Persiapan Pensiun Jasa The Jasa Marga Pre-Retirement Program is regulated under
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About Report Sustainability Strategy Sustainability Performance Highlight
Marga telah diatur dalam Surat Keputusan Direksi Nomor: Board of Directors Decree No. 119/KPTS/2020 concerning the
119/KPTS/2020 tentang Masa Persiapan Pensiun (MPP) Pre-Retirement Period (MPP) for employees of PT Jasa Marga
Karyawan PT Jasa Marga (Persero) Tbk. Perseroan juga telah (Persero) Tbk. The Company has also implemented strategic
melaksanakan program strategis untuk mendukung karyawan programs to support employees nearing retirement through
yang mendekati masa purnabakti melalui JM Preneurship, JM Preneurship, a digital-based training program focused on
yang merupakan program pelatihan berbasis digital yang developing entrepreneurial skills, designed for employees
fokus pada pengembangan keterampilan kewirausahaan, interested in pursuing a “second career” as entrepreneurs
dirancang untuk karyawan yang berminat menjalani “second after retirement. In addition, the Company organizes
career” setelah pensiun sebagai wirausaha. Selain itu, Retirement Preparation Training that provides comprehensive
Perseroan juga menyelenggarakan Pelatihan Purnabhakti preparation, covering mental, emotional, and practical skill
dengan memberikan pembekalan menyeluruh, mencakup aspects, to help employees face retirement with readiness
aspek mental, emosional, dan keterampilan praktis, guna and confidence. Through this Pre-Retirement Program, the
membantu karyawan menghadapi masa pensiun dengan Company is committed to supporting employees in starting a
kesiapan dan kepercayaan diri. Melalui Program Persiapan new chapter while ensuring a more structured and productive
Pensiun ini, Perseroan berkomitmen mendukung karyawan transition into retirement.
dalam memulai perjalanan baru sekaligus memastikan
transisi masa pensiun yang lebih terarah dan produktif.
Setiap tahun, Perseroan melakukan penilaian dan evaluasi Each year, the Company conducts fair employee performance
kinerja karyawan secara adil setiap tahun. Penilaian dan assessments and evaluations. These assessments serve as
evaluasi ini dilakukan sebagai dasar pemberian insentif the basis for providing incentives, career development, and
dan pengembangan karier serta untuk pegawai kontrak determining employment status for contract employees.
sebagai dasar status kepegawaian. Kebijakan ini berlaku This policy applies to all employees across all levels. During
untuk seluruh karyawan pada semua jenjang. Pada periode the reporting period, all employees (100%) have undergone
260 pelaporan ini, seluruh (100%) karyawan telah mendapatkan performance evaluations.
penilaian kinerja.
Selain itu, Perseroan juga melakukan peninjauan kinerja In addition, the Company conducted performance reviews for
kepada 268 orang karyawan tetap yang hasil dari peninjauan 268 permanent employees, the results of which served as the
menjadi dasar untuk memberikan promosi/mutasi/rotasi/ basis for promotions, transfers, rotations, or demotions. In
demosi kepada karyawan. Pada tahun 2025, terdapat 214 2025, a total of 214 employees received promotions, while 174
karyawan yang mendapatkan promosi dan 174 karyawan employees underwent transfers or rotations.
lainnya mengalami mutasi atau rotasi.
Tabel Tinjauan Rutin Karyawan dan Jenjang Karir
Table of Employee Performance Reviews and Career Progression
Detail Data Grade
Total
Data Details BOD-1 BOD-2 BOD-3 BOD-4 BOD-5 BOD-6
Promosi
4 21 59 38 91 1 214
Promotion
Laki-laki
3 14 39 31 64 0 151
Male
Perempuan
1 7 20 7 27 1 63
Female
Rotasi
8 30 40 45 46 5 174
Rotation
Laki-laki
4 21 37 27 37 4 130
Male
Perempuan
4 9 3 18 9 1 44
Female
Total 12 51 99 83 137 6 388
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Hasil Penilaian dan Relevansi Pengembangan Karier
Jumlah Karyawan Performance Evaluation Results and Career Development
Tahun Relevance
yang Mendapatkan Peninjauan
Year
Number of Employees Reviewed Promosi Mutasi/Rotasi Demosi
Promotion Transfer/Rotation Demotion
2025 388 orang (3,42% dari total karyawan) 214 174 -
388 employees (3.42% of total employees)
520 orang (28% dari total karyawan)
2024 104 183 -
520 employees (28% of total employees)
785 orang (40% dari total karyawan)
2023 157 234 -
785 employees (40% of total employees)
Keterangan / Note:
Karyawan yang dimaksud adalah karyawan tetap Jasa Marga yang bekerja di Kantor Pusat dan karyawan yang mendapat penugasan di Anak Perusahaan.
The employees referred to are permanent employees of Jasa Marga who work at the Head Office and those assigned to subsidiaries.
Kebebasan Berserikat [GRI 2-30] Freedom of Association [GRI 2-30]
Perseroan senantiasa memastikan terjalinnya hubungan The Company consistently ensures the establishment of
industrial yang harmonis, seimbang antara hak dan harmonious industrial relations, maintaining a balance
kewajiban, melalui komunikasi intensif serta keterlibatan between rights and obligations through intensive
aktif antara Perseroan dan karyawan dalam pencapaian target communication and active engagement between the Company
perusahaan. Jasa Marga menjamin kebebasan karyawan and its employees in achieving corporate targets. Jasa Marga
untuk berserikat dan berkumpul, dan pada tahun pelaporan guarantees employees’ freedom of association and assembly,
telah memiliki Serikat Pekerja, yaitu Serikat Karyawan Jasa and during the reporting year, it has a labor union, namely 261
Marga (SKJM), dengan seluruh karyawan menjadi anggotanya. the Jasa Marga Employees Union (SKJM), with all employees
Secara berkala, manajemen dan SKJM melakukan komunikasi as members. Management and SKJM regularly communicate
melalui Lembaga Kerja Sama (LKS) Bipartit, yang dibentuk through the Bipartite Cooperation Institution (LKS Bipartite),
berdasarkan keputusan bersama Direktur Utama Perseroan established based on a joint decision between the President
dan Ketua Umum Dewan Pengurus Pusat SKJM. Melalui Director of the Company and the Chairman of the Central
lembaga ini, kedua pihak membahas dan mengevaluasi Executive Board of SKJM. Through this forum, both parties
Perjanjian Kerja Bersama (PKB) sebagai pedoman kerja sama discuss and evaluate the Collective Labor Agreement (CLA/
dalam hubungan industrial. Review dan penandatanganan PKB) as a guideline for industrial relations. The review and
PKB dilakukan setiap 3 (tiga) tahun, dan seluruh karyawan signing of the CLA are conducted every three years, and all
(100%) telah tercakup dalam PKB. employees (100%) are covered under the agreement.
Di tahun 2024, Perseroan bersama SKJM memperbarui In 2024, the Company and SKJM updated the CLA for the
PKB untuk periode 2024–2026. PKB ini memuat berbagai 2024–2026 period. The agreement contains various mutual
kesepakatan antara manajemen dan SKJM yang bertujuan understandings between management and SKJM aimed at
menciptakan serta menjaga keharmonisan hubungan fostering and maintaining harmonious and synergistic working
kerja yang sinergis. Tujuan PKB adalah mengatur hak dan relationships. The CLA regulates rights and obligations in a
kewajiban secara adil dan seimbang, memelihara hubungan fair and balanced manner, serves as a reference for resolving
kerja yang harmonis dan sinergis, serta menjadi pedoman labor-related issues in accordance with applicable laws and
penyelesaian masalah ketenagakerjaan sesuai peraturan regulations, and supports the maintenance of constructive
perundang-undangan yang berlaku. Selain itu, manajemen industrial relations. In addition, management and SKJM act as
dan SKJM berperan sebagai komponen Perseroan dalam key components of the Company in disseminating corporate
mensosialisasikan kebijakan perusahaan kepada karyawan, policies to employees, including those related to the Human
termasuk kebijakan terkait sistem Human Capital. Keduanya Capital system. Both parties also hold regular meetings
juga secara berkala mengadakan pertemuan untuk membahas to discuss various company policies and ensure effective
berbagai kebijakan perusahaan dan memastikan komunikasi communication across all employees.
yang efektif kepada seluruh karyawan.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Tenaga Kerja Anak dan Tenaga Kerja Paksa Child Labor and Forced Labor [OJK F.19]
[OJK F.19]
Perseroan secara konsisten berkomitmen untuk mematuhi The Company consistently demonstrates its commitment to
ketentuan peraturan perundang-undangan yang berlaku, complying with applicable laws and regulations, particularly
khususnya Undang-Undang No. 13 Tahun 2003 tentang Law No. 13 of 2003 on Manpower, in managing its human
Ketenagakerjaan, dalam pengelolaan sumber daya manusia. resources. In addition to adhering to this law, the Company
Selain berpedoman pada undang-undang tersebut, Perseroan affirms its commitment to prohibiting child labor, in line
juga menegaskan komitmennya untuk tidak mempekerjakan with ILO Convention No. 138 of 1973 on Minimum Age and
anak, sejalan dengan Konvensi ILO No. 138 Tahun 1973 ILO Convention No. 182 of 1999 on the Elimination of the
mengenai usia minimum untuk bekerja serta Konvensi ILO Worst Forms of Child Labour. The Company’s commitment
No. 182 Tahun 1999 tentang penghapusan bentuk-bentuk to rejecting forced labor is also aligned with ILO Convention
pekerjaan terburuk bagi anak. Komitmen Perseroan untuk No. 29 of 1930 on Forced or Compulsory Labour and ILO
menolak praktik kerja paksa juga selaras dengan Konvensi Convention No. 105 of 1957 on the Abolition of Forced Labour.
ILO No. 29 Tahun 1930 tentang kerja paksa atau kerja wajib The implementation of these commitments is reflected in the
serta Konvensi ILO No. 105 Tahun 1957 mengenai penghapusan agreed working hours arrangement of 8 hours per day and
kerja paksa. Penerapan komitmen tersebut tercermin dalam 40 hours per week for a five-day workweek, as stipulated in
pengaturan jam kerja yang telah disepakati, yaitu 8 (delapan) Article 77 of Law No. 13 of 2003 on Manpower. These provisions
jam per hari dan 40 (empat puluh) jam per minggu untuk 5 are formally outlined in the Collective Labor Agreement.
(lima) hari kerja dalam satu minggu, sebagaimana diatur
dalam Pasal 77 Undang-Undang No. 13 Tahun 2003 tentang
Ketenagakerjaan. Ketentuan mengenai jam kerja ini telah
dituangkan secara resmi dalam Perjanjian Kerja Bersama.
262 Komitmen Perseroan untuk tidak mempekerjakan pekerja The Company’s commitment to not employing child labor is
anak diwujudkan melalui penetapan usia minimum karyawan, realized through the establishment of a minimum employee
yaitu 18 tahun, sebagaimana diatur dalam Surat Keputusan age of 18 years, as regulated in Board of Directors Decree No.
Direksi Nomor 21/KPTS/2019 tentang Talent Acquisition yang 21/KPTS/2019 on Talent Acquisition, last amended through
terakhir diperbarui melalui Surat Keputusan Direksi Nomor Board of Directors Decree No. 69/KPTS/2025. Meanwhile, the
69/KPTS/2025. Sementara itu, komitmen Perseroan untuk Company’s commitment to preventing forced labor is reflected
tidak menerapkan kerja paksa tercermin dalam pengaturan in the agreed working hours stipulated in the Collective Labor
jam kerja yang disepakati dalam Perjanjian Kerja Bersama, Agreement, in accordance with Article 77 of Law No. 13 of 2003
yaitu 8 jam per hari dan 40 jam per minggu untuk 5 hari kerja, on Manpower, as amended by Law No. 6 of 2023 concerning the
sesuai dengan ketentuan Pasal 77 Undang-Undang Nomor 13 enactment of the Job Creation Law. With the implementation
Tahun 2003 tentang Ketenagakerjaan yang telah diperbarui of these policies, no cases of child labor or forced labor were
melalui Undang-Undang Nomor 6 Tahun 2023 tentang identified within the Company during the reporting period.
Penetapan Perppu Cipta Kerja menjadi Undang-Undang.
Dengan penerapan kebijakan tersebut, selama periode
pelaporan tidak ditemukan kasus pekerja anak maupun kerja
paksa di Perseroan.
Cuti Melahirkan Maternity Leave
Perseroan memberikan hak cuti bagi karyawan perempuan The Company provides leave entitlements to all female
yang melahirkan serta karyawan laki-laki yang istrinya employees and male employees whose spouses give birth. All
melahirkan. Seluruh karyawan Jasa Marga yang memanfaatkan Jasa Marga employees who take maternity or paternity leave
hak cuti melahirkan maupun cuti pendampingan dijadwalkan are scheduled to return to work after the leave period ends.
untuk kembali bekerja setelah masa cuti berakhir. Hak cuti Female employees are granted maternity leave of three (3)
melahirkan bagi karyawan perempuan diberikan selama 3 months and are entitled to return to the same position they
(tiga) bulan, dan setelah menyelesaikan masa cuti tersebut, held prior to the leave. The Company also provides three (3)
karyawan perempuan dapat kembali bekerja dengan days of paternity leave for male employees whose spouses
menempati posisi yang sama seperti sebelum cuti. Selain itu, give birth, enabling them to accompany their spouses during
Perseroan juga memberikan cuti selama 3 (tiga) hari kepada childbirth and provide necessary support. The number of
karyawan laki-laki yang istrinya melahirkan. Fasilitas ini female employees who took and returned from maternity
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
memungkinkan karyawan untuk mendampingi istri selama leave, as well as male employees who took paternity leave
proses persalinan serta memberikan dukungan sesuai during 2024, is presented in the following table.
kebutuhan. Data mengenai jumlah karyawan perempuan yang
mengambil cuti melahirkan dan kembali bekerja, serta jumlah
karyawan laki-laki yang mengambil cuti pendampingan
selama tahun 2025 disajikan dalam tabel berikut.
Tabel Cuti Melahirkan
Maternity Leave Table
2025 2024 2023
Uraian
Description Wanita Pria Wanita Pria Wanita Pria
Female Male Female Male Female Male
Jumlah karyawan yang berhak cuti
286 1206 308 1.299 331 1.382
Number of employees eligible for leave
Jumlah karyawan yang mengambil hak cuti
7 12 8 6 3 3
Number of employees who took leave
Jumlah karyawan yang kembali bekerja pada periode laporan
setelah cuti berakhir
7 12 8 6 3 3
Number of employees who returned to work in the reporting
period after leave ended
Jumlah karyawan yang tetap bekerja hingga 12 bulan setelah
mengambil cuti
7 12 8 6 3 3
Number of employees who remained employed for 12 months 263
after taking leave
Return to work rate 100% 100% 100% 100% 100% 100%
Retention rate 100% 100% 100% 100% 100% 100%
Keterangan / Note:
Jumlah karyawan yang berhak cuti merupakan jumlah karyawan yang sudah menikah.
The number of employees entitled to leave is the number of employees who are married.
Upah Minimum Regional [OJK F.20] Regional Minimum Wage [OJK F.20]
Perseroan senantiasa berkomitmen untuk mematuhi segala The Company consistently demonstrates its commitment to
peraturan perundangan yang berlaku termasuk dalam complying with all applicable laws and regulations, including
memberikan upah minimum terhadap karyawan Perseroan. in the provision of minimum wages for its employees. The
Penetapan upah minimum tergantung pada wilayah kerja determination of minimum wages depends on the employee’s
karyawan tersebut. Sesuai Undang-Undang No. 13 Tahun work location. In accordance with Law No. 13 of 2003 on
2003 tentang Ketenagakerjaan, pemberian upah minimum Manpower, minimum wage policies are aimed at ensuring a
diarahkan kepada pencapaian kebutuhan hidup layak bagi decent standard of living for employees. The level of minimum
karyawan. Besaran upah minimum sangat tergantung pada wages varies by region, generally taking into account the cost
masing-masing daerah, yang umumnya menyesuaikan dengan of basic necessities, inflation rates, living standards, and
harga kebutuhan pokok, tingkat inflasi, standar kelayakan other relevant variables.
hidup, dan variabel lainnya.
Sesuai Keputusan Menteri Tenaga Kerja dan Transmigrasi No. In line with Minister of Manpower and Transmigration Decree
226 Tahun 2000, pemberian upah di Jasa Marga memperhatikan No. 226 of 2000, Jasa Marga refers to the Provincial Minimum
Upah Minimum Provinsi (UMP, sebelumnya UMR Tingkat I) Wage (UMP, formerly UMR Level I) and Regency/City Minimum
dan Upah Minimum Kabupaten/Kota (UMK, sebelumnya UMR Wage (UMK, formerly UMR Level II) in determining employee
Tingkat II). Berdasarkan regulasi ini, Perseroan berkomitmen compensation. Based on this regulation, the Company is
memastikan kesejahteraan karyawan dengan memberikan committed to ensuring employee welfare by providing at least
upah minimal bagi karyawan tetap baru sesuai dengan the applicable minimum wage for new permanent employees
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upah minimum yang berlaku di wilayah operasional masing- in accordance with the minimum wage standards in each
masing. Pemberian upah dilakukan tanpa membedakan jenis operational area. Wages are provided without discrimination
kelamin, sehingga tidak ada perbedaan remunerasi antara based on gender, ensuring no differences in remuneration
karyawan pria dan wanita pada setiap kategori sesuai dengan between male and female employees within the same
Keputusan Direksi Nomor 130/KPTS/2022. Selain itu, besaran category, in accordance with Board of Directors Decree No.
penghasilan ditetapkan secara sentralistik di Kantor Pusat 130/KPTS/2022. In addition, compensation levels are centrally
dan berlaku seragam bagi seluruh pegawai yang menempati determined at the Head Office and are applied uniformly to
jenjang dan posisi yang sama. all employees holding the same grade and position.
Tabel Rasio Standar Upah Terendah Karyawan Tetap Dibandingkan dengan Upah Minimum Provinsi (UMP)
Table Ratio of the Lowest Standard Wage for Permanent Employees Compared to the Provincial Minimum Wage (UMP)
2025
Provinsi/ Daerah Imbalan Jasa Karyawan Tingkat
Province/Region Terendah (Rp) Upah Minimum Provinsi (Rp) Rasio (%)
Employee Compensation at the Provincial Minimum Wage (IDR) Ratio (%)
Lowest Level (IDR)
DKI Jakarta 7.654.000 5.396.761 142%
Banten 13.700.000 2.905.120 472%
Jawa Barat 8.426.000 2.191.238 385%
Jawa Tengah 14.393.031 2.169.349 663%
DI Yogyakarta 13.700.000 2.264.080 605%
264 Jawa Timur 8.426.000 2.305.985 365%
Sumatera Utara 7.612.000 2.992.559 254%
Kalimantan Timur 16.329.839 3.579.313 456%
Sulawesi Utara 16.329.839 3.775.425 433%
Rata-Rata
11.841.190 3.064.426 386%
Average
2024
Provinsi/ Daerah Imbalan Jasa Karyawan Tingkat
Province/Region Terendah (Rp) Upah Minimum Provinsi (Rp) Rasio (%)
Employee Compensation at the Provincial Minimum Wage (IDR) Ratio (%)
Lowest Level (IDR)
DKI Jakarta 7.176.000 5.067.381 142%
Banten 8.817.000 2.727.812 323%
Jawa Barat 7.374.000 2.057.495 358%
Jawa Tengah 8.817.000 2.036.947 433%
DI Yogyakarta 8.817.000 2.125.897 415%
Jawa Timur 10.403.000 2.165.244 480%
Sumatera Utara 7.249.000 2.809.915 258%
Kalimantan Timur 14.112.723 3.360.858 420%
Sulawesi Utara 14.645.441 3.545.000 413%
Rata-Rata
9.712.352 2.877.394 338%
Average
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2023
Provinsi/ Daerah Imbalan Jasa Karyawan Tingkat
Province/Region Terendah (Rp) Upah Minimum Provinsi (Rp) Rasio (%)
Employee Compensation at the Provincial Minimum Wage (IDR) Ratio (%)
Lowest Level (IDR)
DKI Jakarta 6.850.000 4.901.798 139,74
Banten 9.783.353 2.661.280 367,62
Jawa Barat 9.903.588 1.986.670 498,50
Jawa Tengah 11.073.103 1.958.169 565,48
DI Yogyakarta - - 0%
Jawa Timur 11.083.098 2.040.244 543,22
Sumatera Utara 7.017.000 2.710.492 258,88
Kalimantan Timur 8.664.031 3.201.396 270,63
Sulawesi Utara 11.073.103 3.845.000 287,99
Rata-Rata
9.430.910 2.913.131 325,79
Average
Selain gaji pokok, Perseroan memberikan tunjangan yang In addition to base salary, the Company provides benefits
disesuaikan dengan status karyawan, yaitu karyawan tetap tailored to employee status, namely permanent and contract
dan karyawan kontrak. Perbedaan status ini menentukan jenis employees. This distinction determines the types of benefits
tunjangan yang diterima. Beberapa tunjangan yang diberikan received. Certain benefits are exclusively provided to
hanya kepada karyawan tetap meliputi tunjangan cuti, permanent employees, including leave allowances, Group 265
Asuransi Kecelakaan Diri Kumpulan (AKDK) untuk karyawan Personal Accident Insurance (AKDK) for operational employees,
operasional, persiapan masa pensiun, serta kesempatan pre-retirement preparation programs, and opportunities to
memiliki saham Perseroan. Perbandingan jenis tunjangan own Company shares. A comparison of benefit types between
antara karyawan tetap dan tidak tetap disajikan dalam tabel permanent and non-permanent employees is presented in
berikut. the following table.
Tabel Perbandingan Tunjangan Karyawan Tetap dan Karyawan Kontrak/Tidak Tetap
Table of Employee Benefits Comparison Between Permanent and Contract/Non-Permanent Employees
Karyawan Tetap Karyawan Kontrak
Bentuk Manfaat Permanent Employee Contract Employee
Type of Benefit Pria Wanita Pria Wanita
Male Female Male Female
Tunjangan Posisi
Position Allowance
Tunjangan Hari Raya Keagamaan
Religious Holiday Allowance
Tunjangan Cuti
- -
Leave Allowance
Asuransi Kecelakaan Diri Kumpulan (AKDK) untuk Karyawan Operasional
- -
Group Personal Accident Insurance (AKDK) for Operational Employees
Perawatan Kesehatan
Health Care
Tanggungan Disabilitas dan Difabel
- - - -
Disability and Differently-Abled Coverage
Cuti Melahirkan
Maternity Leave
Persiapan Masa Pensiun
- -
Retirement Preparation
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Karyawan Tetap Karyawan Kontrak
Bentuk Manfaat Permanent Employee Contract Employee
Type of Benefit Pria Wanita Pria Wanita
Male Female Male Female
Kepemilikan Saham
- -
Share Ownership
Kompensasi
- -
Compensation
Lingkungan Bekerja yang Layak dan Aman Decent and Safe Working Environment
[OJK F.21] [OJK F.21]
Perseroan berkomitmen untuk mewujudkan lingkungan The Company is committed to creating a safe, decent, and
kerja yang aman, layak, dan kondusif bagi seluruh karyawan, conducive working environment for all employees, which is
yang diharapkan dapat berkontribusi pada peningkatan expected to contribute to increased productivity. To support
produktivitas kerja. Untuk mendukung hal tersebut, Perseroan this, the Company provides adequate, clean, and comfortable
menyediakan berbagai fasilitas kerja yang memadai, bersih, workplace facilities, including toilets, dining areas, lactation
dan nyaman, antara lain toilet, ruang makan, ruang laktasi, rooms, childcare facilities, smoke detection systems, fire
fasilitas penitipan anak, sistem deteksi asap, sarana pemadam protection equipment, places of worship, parking areas, and
kebakaran, tempat ibadah, area parkir, serta fasilitas other supporting facilities. The workplace is equipped with
pendukung lainnya. Perseroan telah melengkapi lingkungan safety systems such as fire alarms installed in every office
kerja dengan perangkat keselamatan berupa sistem alarm room, consisting of fire detectors and smoke detectors. In
266 kebakaran yang terpasang di setiap ruangan kantor, yang addition, fire extinguishers (APAR) are available in all public
terdiri atas fire detector dan smoke detector. Selain itu, Alat areas in accordance with applicable standards set by the Fire
Pemadam Api Ringan (APAR) juga tersedia di seluruh area Department. The Company also provides worship facilities
publik sesuai dengan ketentuan dan standar Dinas Pemadam such as mosques, parking areas for customers and employees,
Kebakaran. Perseroan juga menyediakan fasilitas ibadah and canteens offering food and beverages for employees.
berupa masjid, area parkir bagi nasabah dan karyawan, serta
kantin yang menyediakan makanan dan minuman bagi para
pegawai.
Komitmen Perseroan dalam menciptakan lingkungan The Company’s commitment to fostering a comfortable working
bekerja yang nyaman diwujudkan dalam program Respectful environment is further reflected in the implementation of
Workplace Policy (RWP) (Kebijakan Berperilaku Saling the Respectful Workplace Policy (RWP) and the Roadster
Menghargai di Tempat Kerja) dan Roadster Assertiveness Assertiveness Counseling Program (“Rosela”) within the Jasa
Counseling Program (“Rosela”) di lingkungan kerja Jasa Marga Marga Group. These initiatives are aligned with the Ministry
Group. Program ini merupakan telah selaras dengan Komitmen of State-Owned Enterprises’ commitment to ensuring a
BP BUMN dalam memastikan terwujudnya lingkungan kerja safe, comfortable, and respectful workplace free from
yang aman, nyaman, saling menghormati dan menghargai, discrimination, harassment, and all forms of violence. The
serta tentunya bebas dari diskriminasi, pelecehan dan segala RWP serves as one of the Company’s key efforts to protect all
bentuk kekerasan. Program RWP menjadi salah satu bentuk Roadsters from behaviors that may disrupt a conducive and
upaya Jasa Marga dalam melindungi seluruh Roadster dari harmonious work environment. As part of the RWP, the Rosela
perilaku dan perbuatan yang dapat mengganggu situasi program provides counseling services designed to help Jasa
yang kondusif dan keharmonisan di lingkungan Perseroan. Di Marga Roadsters identify more effective and constructive
dalam RWP, terdapat layanan Rosela yang dirancang sebagai ways to address challenges, both in the workplace and in their
sarana konseling untuk membantu Roadster Jasa Marga personal lives.
dalam menentukan cara yang lebih efektif dan konstruktif
dalam menangani permasalahan baik di lingkungan kerja
maupun kehidupan pribadi.
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Dalam menyediakan lingkungan bekerja yang layak dan aman, In providing a safe and decent working environment, the
Perseroan juga memiliki berbagai program sebagai berikut. Company also implements various programs as follows..
ROADSTER SPORTIVO
Roadster Sportivo adalah wadah aktualisasi dan sosialisasi Roadster Sportivo is a platform for employee engagement
karyawan di bidang olahraga, kesenian, hobi, aktivitas dan and social interaction in the areas of sports, arts, hobbies,
komunitas. Saat ini terdapat 19 bidang/cabang olahraga activities, and communities. Currently, it encompasses 19
(sport), 4 bidang kesenian (art), dan 4 Bidang Hobi, Aktivitas sports disciplines, 4 arts fields, and 4 Interest, Activity &
& Komunitas (Interest, Activity & Community). Community areas.
Roadster Sportivo merupakan salah satu bentuk Roadster Sportivo represents one of the implementations
implementasi dari Surat Edaran Menteri Badan Usaha of the Circular Letter of the Minister of State-Owned
Milik Negara (BUMN) Nomor: SE-1/MBU/01/2024 tanggal Enterprises No. SE-1/MBU/01/2024 dated January 18,
18 Januari 2024 tentang Employee Well-being Policy (EWP) 2024, concerning the Employee Well-being Policy (EWP)
di Lingkungan Badan Usaha Milik Negara, yang secara within State-Owned Enterprises. This policy aligns with
umum menyampaikan sejalan dengan Employee Value the Employee Value Proposition (EVP) of SOEs and the
Proposition (EVP) Badan Usaha Milik Negara (BUMN) dan Company—“learn, grow, and contribute”—encouraging
Perusahaan yaitu “belajar, bertumbuh, dan berkontribusi”, all parties to build engagement and create mutual value,
maka semua pihak diharapkan mampu membangun thereby supporting sustainable performance growth that
keterikatan sehingga saling memberikan nilai tambah satu positively correlates with overall well-being.
dengan yang lainnya, sehingga pertumbuhan kinerja yang
berkelanjutan akan berkorelasi positif dengan peningkatan 267
well-being yang dimaknai sebagai kesejahteraan yang
menyeluruh.
Roadster Sportivo juga telah mengakomodir aspek fisik, Roadster Sportivo also accommodates physical, mental,
mental dan sosial. Roadster Sportivo diharapkan akan and social well-being aspects. The program is expected
mendukung terwujudnya hubungan industrial yang to support healthier industrial relations and foster a
semakin sehat serta lingkungan kerja yang harmonis more harmonious and collaborative work environment,
dan kolaboratif, untuk meraih tujuan yang sama yaitu ultimately contributing to the achievement of sustainable
pertumbuhan kinerja Perusahaan yang berkelanjutan. Company performance growth.
Gambar/Image:
Roadster Sportivo Menjadi Ruang Aktualisasi Roadster Jasa Marga untuk Berkembang, Berkolaborasi, dan Berkontribusi
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HC MEET UP
Human Capital Meet Up (HC Meet Up) merupakan forum Human Capital Meet Up (HC Meet Up) is a strategic forum
strategis yang diselenggarakan oleh Direktorat Human organized by the Human Capital and Transformation (HCT)
Capital dan Transformasi (HCT) PT Jasa Marga (Persero) Directorate of PT Jasa Marga (Persero) Tbk, serving as a
Tbk, sebagai wadah koordinasi dan kolaborasi internal platform for internal coordination and collaboration in
dalam merumuskan isu-isu strategis serta kebijakan formulating strategic issues and Human Capital policies.
Human Capital. Program ini dirancang untuk menyatukan This program is designed to align perspectives, synchronize
perspektif, menyelaraskan arah kebijakan, dan memperkuat policy directions, and strengthen synergy across functions
sinergi antar fungsi di lingkungan Direktorat HCT. within the HCT Directorate.
Melalui HC Meet Up, seluruh pemangku peran di Direktorat Through HC Meet Up, all stakeholders within the HCT
HCT berkesempatan untuk berdiskusi secara terbuka Directorate have the opportunity to engage in open
mengenai tantangan, peluang, dan dinamika pengelolaan discussions on challenges, opportunities, and dynamics
human capital di perusahaan. Forum ini menjadi ruang in managing human capital within the Company. The
dialog konstruktif untuk mengidentifikasi kebutuhan forum provides a constructive dialogue space to identify
organisasi, merumuskan solusi bersama, serta menyusun organizational needs, formulate collective solutions, and
kebijakan Human Capital yang adaptif, berkelanjutan, dan develop adaptive, sustainable Human Capital policies
selaras dengan strategi perusahaan. aligned with the Company’s strategy.
Selain sebagai sarana koordinasi, HC Meet Up juga In addition to serving as a coordination platform, HC
diharapkan mampu menghasilkan rekomendasi kebijakan Meet Up is also expected to generate comprehensive
268 yang komprehensif dan berkualitas dalam pengelolaan and high-quality policy recommendations in Human
Human Capital, guna mendukung pencapaian tujuan Capital management, supporting the achievement of the
strategis perusahaan. Company’s strategic objectives.
Kesehatan dan Keselamatan Kerja Occupational Health and Safety
[GRI 403-1, 403-2, 403-7, 403-8] [GRI 403-1, 403-2, 403-7, 403-8]
Dalam menciptakan lingkungan kerja yang aman, sehat In creating a safe, healthy, and productive working
dan produktif, Perseroan menerapkan Sistem Manajemen environment, the Company implements an Occupational
Keselamatan dan Kesehatan Kerja (SMK3) sebagai bagian dari Health and Safety Management System (SMK3) as part of its
komitmen dalam melindungi pekerja, mitra kerja serta seluruh commitment to protecting employees, business partners,
pihak yang berada di lingkungan Perseroan. Implementasi and all parties within the Company’s environment. The
SMK3 di Jasa Marga Group mengacu pada sejumlah regulasi implementation of SMK3 within the Jasa Marga Group refers to
dan standar yang berlaku, antara lain Undang-Undang various applicable regulations and standards, including Law
Nomor 1 Tahun 1970 tentang Keselamatan Kerja, Peraturan No. 1 of 1970 on Occupational Safety, Government Regulation
Pemerintah Nomor 50 Tahun 2012 tentang Penerapan SMK3, No. 50 of 2012 on the Implementation of SMK3, as well as
serta Peraturan Menteri Ketenagakerjaan terkait kelembagaan Minister of Manpower regulations related to occupational
keselamatan dan kesehatan kerja. Selain itu, Perseroan juga health and safety institutions. In addition, the Company
mengadopsi standar internasional ISO 45001:2018 sebagai adopts the international standard ISO 45001:2018 as a
acuan dalam penerapan sistem manajemen keselamatan dan reference in implementing its occupational health and safety
kesehatan kerja. management system.
Terkait dengan penerapan K3, perusahaan juga melaksanakan In relation to the implementation of Occupational Health and
audit K3 secara berkala. Audit internal dilakukan setiap tahun Safety (OHS), the Company also conducts periodic OHS audits.
untuk memastikan kesesuaian dengan standar ISO, sedangkan Internal audits are carried out annually to ensure compliance
audit terkait penerapan PP No. 50 Tahun 2012 tentang SMK3 with ISO standards, while audits related to Government
dilakukan setiap tiga tahun sekali. Perseroan juga menetapkan Regulation No. 50 of 2012 on SMK3 are conducted every three
berbagai kebijakan internal sebagai pedoman penerapan K3 years. The Company has also established various internal
di lingkungan perusahaan yang merupakan penjabaran dari policies as guidelines for OHS implementation, derived
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peraturan perundang-undangan yang berlaku serta standar from applicable laws and regulations as well as adopted
internasional yang diadopsi oleh Perseroan. SMK3 wajib international standards. SMK3 is mandatory for all employees
dipatuhi oleh seluruh karyawan (100%) di seluruh wilayah (100%) across all operational areas, including the Head Office,
operasional baik Kantor Pusat, Regional, Representative Regional Offices, Representative Offices, and subsidiaries,
Office, dan entitas anak. SMK3 juga wajib diterapkan oleh mitra and is also required to be implemented by business partners
kerja/pemasok yang berada di wilayah operasional Perseroan. and suppliers operating within the Company’s environment.
Untuk mencapai hasil terbaik, Perseroan mewajibkan To achieve optimal results, the Company requires all parties
semuanya untuk membuat kebijakan, target dan struktur tata to establish OHS policies, targets, and governance structures,
kelola K3, serta melakukan kajian di setiap tahunnya. Sebagai as well as to conduct annual reviews. As part of occupational
bagian dari pengelolaan risiko keselamatan dan kesehatan safety risk management, the Company systematically identifies
kerja, Perseroan secara sistematis melakukan identifikasi potential hazards and assesses risks in the workplace. It
potensi bahaya dan penilaian risiko di lingkungan kerja. applies the Hazard Identification, Risk Assessment, and
Perseroan menerapkan metode Hazard Identification, Risk Determining Control (HIRADC) method across all work units
Assessment, and Determining Control (HIRADC) pada setiap as a strategic approach to identify hazards, assess risk levels,
unit kerja sebagai langkah strategis untuk mengidentifikasi and determine necessary control measures to prevent and
bahaya, menilai tingkat risiko, serta menentukan langkah mitigate potential workplace accidents and occupational
pengendalian yang diperlukan guna mencegah dan diseases. Each work unit or operational area is required to
memitigasi potensi kecelakaan kerja maupun penyakit akibat prepare HIRADC documentation, which is reviewed periodically
kerja. Setiap unit kerja atau wilayah operasional diwajibkan or whenever there are changes in work processes, equipment,
menyusun dokumen HIRADC yang ditinjau secara berkala atau or operational activities, ensuring that risks are identified in
apabila terjadi perubahan proses kerja, peralatan, maupun accordance with the specific characteristics of each activity.
aktivitas operasional agar potensi risiko dapat dikenali secara Through this process, each unit proactively manages risks
spesifik sesuai dengan karakteristik aktivitas masing-masing. arising from operational activities, products, and services
Melalui proses ini, setiap unit kerja secara proaktif mengelola related to the Company’s business relationships. In addition,
risiko yang mungkin timbul dari kegiatan operasional, produk, employees are provided with opportunities to participate in 269
maupun layanan yang terkait dengan hubungan bisnis OHS-related training to enhance their understanding and
Perseroan. Selain itu, karyawan Perseroan diberi kesempatan competencies, including hazard identification. As of the end
untuk mengikuti pelatihan terkait K3 guna meningkatkan of 2025, the Company has 212 active certified OHS personnel,
pemahaman dan kompetensi dalam terkait K3 termasuk with certifications issued by third parties in accordance with
dalam mengidentifikasi bahaya K3. Sampai dengan akhir standards set by BNSP or the Ministry of Manpower.
tahun 2025 Perseroan memiliki 212 sertifikasi personil bidang
K3 aktif yang dilakukan oleh pihak ketiga sesuai standar BNSP
atau Kemnaker.
Perseroan menetapkan kategori pekerjaan dengan The Company determines high-risk job categories through the
risiko tinggi melalui proses penyusunan HIRADC dengan HIRADC process by considering the severity of impact and the
mempertimbangkan tingkat keparahan dampak dan likelihood of incidents. This approach ensures that potential
kemungkinan terjadinya insiden. Pendekatan ini memastikan hazards are systematically identified, risks are evaluated
bahwa potensi bahaya dapat teridentifikasi secara sistematis, based on their severity and probability, and appropriate
risiko dievaluasi berdasarkan tingkat keparahan dan control measures are effectively implemented. Control
kemungkinan terjadinya, serta langkah pengendalian dapat efforts include preventive measures such as OHS training,
diterapkan secara efektif. Upaya pengendalian dilakukan baik safety inspections, and periodic audits, as well as mitigation
melalui langkah pencegahan, seperti pelatihan K3, inspeksi measures such as the provision of personal protective
keselamatan, serta audit berkala, maupun melalui langkah equipment (PPE), the development of safe work procedures,
mitigasi, seperti penyediaan alat pelindung diri (APD), and emergency preparedness.
penyusunan prosedur kerja aman, dan kesiapsiagaan tanggap
darurat.
Namun demikian, sampai saat ini belum tersedia mekanisme However, to date, there is no formal mechanism for work
penghentian pekerjaan dan peninggalan lokasi oleh stoppage or evacuation by workers when hazardous conditions
para pekerja apabila ditemukan kondisi berbahaya yang that may lead to accidents are identified. Nevertheless, in
berpotensi menimbulkan kecelakaan. Namun demikian secara principle, the Company guarantees the right of every worker
prinsip Perusahaan menjamin hak setiap pekerja untuk turut to actively participate in overseeing work implementation to
mengawal pelaksanaan pekerjaan dalam meminimalkan minimize potential risks and accidents.
potensi kecelakaan.
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Terkait dengan insiden kecelakaan kerja yang terjadi, In relation to occupational accident incidents, the Company
Perseroan memiliki prosedur investigasi kecelakaan. Adapun has established an accident investigation procedure. The
alur penanganan kecelakaan kerja sebagai berikut: workflow for handling occupational accidents is as follows:
1. Penerimaan laporan kecelakaan, insiden, dan 1. Receiving reports of accidents, incidents, and non-
ketidaksesuaian dari unit kerja terkait conformities from the relevant work units;
2. Mengisolasi lokasi kecelakaan untuk menjaga bukti-bukti 2. Isolating the accident site to preserve evidence;
kecelakaan
3. Menganalisis insiden dan ketidaksesuaian 3. Analyzing incidents and non-conformities;
4. Melakukan investigasi 4. Conducting investigations;
5. Mengevaluasi hasil investigasi 5. Evaluating investigation results;
6. Klarifikasi dari hasil investigasi kecelakaan atau penyakit 6. Clarifying investigation results of accidents or
akibat kerja unit terkait occupational diseases with the relevant units;
7. Membuat laporan investigasi 7. Preparing investigation reports;
8. Melaporkan insiden kecelakaan 8. Reporting accident incidents;
9. Melakukan perbaikan 9. Implementing corrective actions;
10. Mensosialisasikan laporan 10. Disseminating the report;
11. Pelaporan hasil investigasi kecelakaan kerja ke Disnaker 11. Reporting the results of occupational accident
melalui laporan triwulan P2K3 investigations to the Manpower Office through quarterly
P2K3 reports.
Hasil investigasi insiden digunakan sebagai dasar dalam The results of incident investigations are used as the basis for
penentuan tindakan korektif dan pencegahan dengan determining corrective and preventive actions in accordance
mengacu pada prinsip hierarki pengendalian risiko, yang with the hierarchy of risk control principles, which include
meliputi eliminasi bahaya, substitusi, rekayasa teknik, hazard elimination, substitution, engineering controls,
270 pengendalian administratif, serta penggunaan alat pelindung administrative controls, and the use of personal protective
diri (APD), sesuai dengan tingkat risiko yang dihadapi. equipment (PPE), based on the level of risk. Furthermore,
Selain itu, temuan dari proses investigasi dan evaluasi findings from the investigation and evaluation processes
tersebut diintegrasikan ke dalam penyempurnaan kebijakan, are integrated into the improvement of policies, operational
prosedur operasional, serta peningkatan efektivitas SMK3, procedures, and the effectiveness of SMK3, thereby supporting
sehingga dapat mendorong perbaikan berkelanjutan dalam continuous improvement in occupational safety management
pengelolaan keselamatan kerja di lingkungan Perseroan. within the Company.
Sebagai bagian dari upaya peningkatan partisipasi pekerja As part of efforts to enhance worker participation in
dalam penerapan keselamatan dan kesehatan kerja, occupational health and safety implementation, the
Perseroan membentuk Panitia Pembina Keselamatan dan Company has established Occupational Health and Safety
Kesehatan Kerja (P2K3) pada setiap area kerja sesuai dengan Committees (P2K3) in each work area in accordance with
amanat Peraturan Menteri Ketenagakerjaan Nomor 13 Tahun Minister of Manpower Regulation No. 13 of 2025 concerning
2025 tentang Panitia Pembina Keselamatan dan Kesehatan Occupational Health and Safety Committees. P2K3 serves as a
Kerja. P2K3 merupakan forum kerja sama antara manajemen collaborative forum between management and employees to
dan pekerja yang berperan dalam mendorong peningkatan promote awareness, compliance, and a strong occupational
kesadaran, kepatuhan, serta budaya keselamatan dan health and safety culture within the Company. Through this
kesehatan kerja di lingkungan Perseroan. Melalui forum ini, forum, management and employee representatives actively
perwakilan manajemen dan pekerja secara aktif berpartisipasi participate by providing input, engaging in communication
dalam memberikan masukan, melakukan komunikasi dan and consultation on OHS aspects, and monitoring the
konsultasi terkait aspek K3, serta memantau pelaksanaan implementation of occupational health and safety programs
program keselamatan dan kesehatan kerja di masing-masing in their respective work areas.
area kerja.
Dalam pencegahan terjadinya dampak kecelakaan kerja In preventing the impact of occupational accidents involving
yang terjadi di lingkungan Perseroan yang melibatkan mitra business partners or suppliers, the Company ensures that
kerja/pemasok, Perseroan senantiasa memastikan bahwa all partners implement occupational health and safety
mitra kerja/pemasok telah menerapkan sistem kesehatan systems. Business partners/suppliers are required to possess
dan keselamatan kerja. Mitra kerja/pemasok wajib memiliki Contractor Quality and Safety Management System (CQSMS)
dokumen Contractor Quality and Safety Management System documentation.
(CQSMS).
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Pada praktiknya, bentuk mitigasi yang dilakukan dapat In practice, the forms of mitigation implemented may vary,
bervariasi, karena terdapat hierarki pengendalian risiko as there is a hierarchy of risk control in the application of
dalam penerapan K3. Setiap potensi bahaya memiliki metode occupational health and safety (OHS). Each potential hazard
pengendalian yang berbeda, yang disesuaikan dengan requires different control methods, adjusted to the respective
tingkat risiko masing-masing. Namun demikian, sejauh level of risk. However, to date, the most dominant control
ini pengendalian yang paling dominan diterapkan masih applied remains at the administrative control level, although
pada tingkat pengendalian administratif, meskipun tetap other control methods may also be implemented as needed
dimungkinkan adanya penerapan metode pengendalian lain and in accordance with the level of risk encountered.
sesuai dengan kebutuhan dan tingkat risiko yang dihadapi.
Pekerja yang berasal dari luar Jasa Marga, ketika berada dan Workers from outside Jasa Marga, while present and working
bekerja di lingkungan kerja Jasa Marga, tetap terikat dengan within the Company’s work environment, remain subject
penerapan Sistem Manajemen Keselamatan dan Kesehatan to the implementation of Jasa Marga’s Occupational Health
Kerja (SMK3) Jasa Marga, selama mereka masih berada di area and Safety Management System (SMK3) for as long as they
operasional atau lingkungan kerja Jasa Marga. Seluruh (100%) are within the operational areas or work environment. All
pekerja karyawan maupun non karyawan serta seluruh pihak (100%) workers, both employees and non-employees, as well
yang melakukan pekerjaan maupun berada di lingkungan Jasa as all parties performing work or present within Jasa Marga’s
Marga tercakup dalam SMK3 Jasa Marga. environment, are covered under the Company’s SMK3.
Pelatihan Kesehatan Bagi Karyawan Employee Healthcare Training
[GRI 403-3, 403-6] [GRI 403-3, 403-6]
Perseroan telah menyediakan fasilitas kesehatan yang The Company provides comprehensive healthcare facilities
dapat diakses sepenuhnya oleh seluruh karyawan. Di Kantor that are fully accessible to all employees. At the Head Office
Pusat dan Kantor Representatif PT Jasamarga Transjawa Tol and the Representative Office of PT Jasamarga Transjawa Tol 271
(JTT), tersedia layanan dokter jaga yang siap memberikan (JTT), on-site doctors are available to deliver prompt medical
tindakan medis cepat selama jam kerja. Selain itu, Jasa Marga assistance during working hours. In addition, the Jasa Marga
Group juga menyediakan fasilitas kesehatan darurat bagi Group provides emergency healthcare facilities for employees
karyawan yang bekerja di ruas-ruas tol yang dikelola. Fasilitas working along the toll road sections it operates. These
kesehatan ini dilengkapi dengan obat-obatan ringan yang facilities are equipped with basic medications that can be
dapat diperoleh tanpa resep dokter. obtained without a doctor’s prescription.
Selain itu, Perseroan menjamin pemeliharaan kesehatan Furthermore, the Company ensures healthcare coverage for
bagi karyawan beserta keluarganya melalui kebijakan yang employees and their families through a policy stipulated in
ditetapkan dalam Surat Keputusan Nomor 62/KPTS/2023 Decree No. 62/KPTS/2023 on Employee and Family Health
tentang Jaminan Pemeliharaan Kesehatan Karyawan dan Maintenance Benefits. Through this policy, employees and
Keluarga Karyawan. Melalui kebijakan ini, karyawan dan their family members have access to healthcare services,
anggota keluarganya memperoleh akses terhadap layanan including BPJS Kesehatan, private health insurance, and
kesehatan, termasuk fasilitas BPJS Kesehatan, asuransi medical reimbursement provided under the Company’s health
kesehatan, serta penggantian biaya pengobatan yang benefit program.
disediakan melalui program jaminan kesehatan Perseroan.
Perseroan bekerja sama dengan BPJS Kesehatan untuk The Company collaborates with BPJS Kesehatan to provide
memberikan jaminan kesehatan bagi seluruh karyawan. health insurance coverage for all employees. This program
Program ini dilaksanakan secara bertahap sejak 1 Januari 2015 was implemented gradually from January 1, 2015 to
hingga 31 Desember 2021, mencakup seluruh jajaran Direksi, December 31, 2021, covering the Board of Directors, Board of
Dewan Komisaris, karyawan, serta anggota keluarga mereka Commissioners, employees, and their family members as BPJS
sebagai peserta BPJS Kesehatan. Total kepesertaan dan biaya Kesehatan participants. The total number of participants and
premi yang dikeluarkan Perseroan tercatat sebagai berikut. the premiums paid by the Company are presented as follows.
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Tabel Kepesertaan BPJS Kesehatan
BPJS Kesehatan Participation Table
Uraian
2025 2024 2023
Description
Direksi (orang)
7 6 6
Board of Directors (persons)
Komisaris (orang)
6 7 7
Board of Commissioners (persons)
Karyawan (orang)
691 679 732
Employees (persons)
Keluarga Direksi, Komisaris dan Karyawan (orang)
Families of Directors, Commissioners, and Employees 1.015 1.023 1.137
(persons)
Biaya Kepesertaan BPJS Kesehatan (Rp-juta)
401 396 428
BPJS Kesehatan Participation Costs (IDR million)
Program Jaminan Kesehatan bagi Pensiunan dan Keluarga The Company provides a Health Insurance Program for retirees
yang diselenggarakan oleh Perseroan diberikan dalam bentuk and their families in the form of healthcare service facilities,
fasilitas pelayanan kesehatan berupa bantuan pembiayaan including financial assistance to maintain and support the
guna menjaga dan memelihara kondisi kesehatan para health conditions of retirees and their family members.
pensiunan beserta anggota keluarganya. Melalui program Through this program, the Company aims to provide support
ini, Perseroan berupaya memberikan dukungan sekaligus and ease the financial burden of retirees in meeting their
meringankan beban pensiunan dalam memenuhi kebutuhan healthcare needs.
272 kesehatannya.
Dalam rangka meningkatkan kualitas kesehatan karyawan, To further enhance employee health quality, the Company
Perseroan juga menyediakan layanan Rosela yang berfungsi also provides the Rosela service, which functions as a
sebagai sarana konseling. Layanan ini dirancang untuk counseling platform. This service is designed to help Jasa
membantu Roadster Jasa Marga dalam menemukan Marga Roadsters identify more effective and constructive
pendekatan yang lebih efektif dan konstruktif dalam approaches in addressing various challenges, both work-
menghadapi berbagai permasalahan, baik yang berkaitan related and personal. Rosela aims to provide psychological
dengan pekerjaan maupun kehidupan pribadi. Rosela support, enabling employees to handle challenges with
bertujuan memberikan dukungan psikologis agar karyawan healthier and more productive solutions, thereby positively
mampu menghadapi tantangan dengan solusi yang lebih impacting mental well-being and workplace performance.
sehat dan produktif, sehingga dapat berdampak positif
terhadap kesejahteraan mental serta kinerja di lingkungan
kerja.
Pelaksanaan program Rosela sebagai program internal The implementation of the Rosela program, as an internal
karyawan Jasa Marga diawali dengan proses pendaftaran employee initiative of Jasa Marga, begins with the registration
Karyawan/Karyawati, kemudian dilanjutkan dengan process for employees, followed by the scheduling of sessions
penjadwalan sesi bersama Psikolog/Konselor. Setelah with psychologists or counselors. Once the schedule is
jadwal ditetapkan, Karyawan/Karyawati dapat mengikuti sesi confirmed, employees can attend counseling sessions and
konseling dan memperoleh umpan balik atas hasil konseling receive feedback based on the outcomes of the sessions.
tersebut. Pendaftaran program dilakukan secara luring, Registration for the program is conducted offline, while the
sementara sesi konseling dilaksanakan secara daring dari counseling sessions are carried out online from the Jasa
Kantor Pusat Jasa Marga. Marga Head Office.
Pelibatan Karyawan dan Protokol Komunikasi K3 Employee Engagement and OHS Communication
[GRI 403-4] Protocol [GRI 403-4]
Perseroan senantiasa melibatkan karyawan dalam proses The Company consistently involves employees in the
pengembangan, penerapan, dan evaluasi Sistem Manajemen development, implementation, and evaluation of the
Keselamatan dan Kesehatan Kerja (K3). Sesuai dengan Occupational Health and Safety Management System (OHS).
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Peraturan Pemerintah Nomor 50 Tahun 2012 tentang Penerapan In accordance with Government Regulation No. 50 of 2012 on
SMK3, Jasa Marga membentuk Organisasi Panitia Pembina the Implementation of SMK3, Jasa Marga has established the
Keselamatan dan Kesehatan Kerja (P2K3) untuk memantau Occupational Health and Safety Committee (P2K3) to monitor
pelaksanaan K3 di lingkungan perusahaan. P2K3 merupakan the implementation of OHS within the Company. P2K3 serves as
forum kerja sama antara perusahaan dan karyawan yang a collaborative forum between the Company and employees,
berfungsi mendorong kolaborasi, saling pemahaman, serta aimed at fostering cooperation, mutual understanding, and
partisipasi aktif dalam penerapan K3. Organisasi ini terdiri active participation in OHS implementation. This organization
dari perwakilan manajemen dan perwakilan pekerja. Susunan consists of representatives from both management and
struktural P2K3 telah ditetapkan melalui Surat Keputusan employees. The structural composition of P2K3 has been
Direksi PT Jasa Marga (Persero) Tbk Nomor 137/KPTS/2024 formalized through the Board of Directors Decree of PT
tentang Struktur Organisasi Panitia Pembina Keselamatan dan Jasa Marga (Persero) Tbk No. 137/KPTS/2024 concerning the
Kesehatan Kerja (P2K3) Kantor Pusat PT Jasa Marga (Persero) Organizational Structure of the Occupational Health and
Tbk, sebagaimana ditampilkan pada bagan berikut. Safety Committee (P2K3) at the Head Office of PT Jasa Marga
(Persero) Tbk, as illustrated in the following diagram.
Struktur Organisasi P2K3 Korporat
Organization Structure Company P2K3
Ketua / Chairperson
Human Capital Services Group Head
273
Wakil Ketua / Deputy Chairperson
Office Administration
Department Head
Sekretaris I / Secretary I Sekretaris II / Secretary II
Employee Services Assistant Office Administration Specialist
Anggota / Member Koordinator Tim Tanggap Darurat /
1. Para Senior Group Head & Group Head Emergency Response Team Coordinator
Senior Group Heads & Group Heads Asset Security Assistant
2. Ketua DPC SKJM Kantor Pusat
Chairman of the DPC SKJM Head Office
3. Dokter Perusahaan
Company’s Praticioners Doctor Tim Tanggap Darurat /
Emergency Response Team
1. Para Ahli K3 / HSE Experts
2. Para Tim P3K / First Aid Team
3. Para Safety Officer / Safety Officers
4. Koordinator Security, Teknisi, Cleaning
Service / Security Coordinator,
Technician, Cleaning Service
Panitia Pembina Keselamatan dan Kesehatan Kerja (P2K3) The Occupational Health and Safety Committee (P2K3)
secara konsisten menjalankan peran dan fungsinya consistently carries out its roles and functions in supporting
dalam mendukung pelaksanaan program keselamatan the implementation of occupational health and safety
dan kesehatan kerja di lingkungan Perseroan. P2K3 juga programs within the Company. P2K3 also fulfills its obligation
melaksanakan kewajiban pelaporan kegiatan secara berkala to submit periodic activity reports on a quarterly basis to the
setiap triwulan kepada Dinas Tenaga Kerja, Transmigrasi, Provincial Office of Manpower, Transmigration, and Energy of
dan Energi Provinsi DKI Jakarta sesuai dengan ketentuan DKI Jakarta in accordance with applicable laws and regulations.
peraturan perundang-undangan yang berlaku. Selain itu, In addition, P2K3 serves as a forum for communication and
P2K3 berperan sebagai forum komunikasi dan koordinasi coordination between management and employees to discuss
antara manajemen dan pekerja dalam membahas berbagai various matters related to occupational health and safety,
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hal yang berkaitan dengan keselamatan dan kesehatan kerja, including providing input, identifying potential hazards, and
termasuk penyampaian masukan, identifikasi potensi bahaya, monitoring the implementation of OHS programs within
serta pemantauan pelaksanaan program K3 di lingkungan the Company and its subsidiaries. P2K3 may also provide
Perseroan dan entitas anak. P2K3 dapat memberikan input and recommendations to the Company’s management
masukan dan rekomendasi terhadap pengurus Perusahaan in addressing OHS-related issues. In 2025, this forum was
dalam menindaklanjuti isu-isu berkaitan dengan K3. Pada conducted on a quarterly basis, enabling the collection and
tahun 2025, forum ini dilaksanakan setiap triwulan. Melalui discussion of various information, feedback, and proposals
forum tersebut, berbagai informasi, masukan, serta usulan related to occupational health and safety, including OHS
terkait kesehatan dan keselamatan kerja, termasuk program- programs. The Company’s commitment to implementing
program K3, dapat dihimpun dan dibahas bersama. Komitmen occupational health and safety is further reinforced
Perseroan dalam penerapan keselamatan dan kesehatan through the inclusion of OHS aspects in the Collective Labor
kerja juga diperkuat melalui pengaturan aspek K3 dalam Agreement (CLA) agreed upon by management and employee
Perjanjian Kerja Bersama (PKB) yang telah disepakati antara representatives.
manajemen dan perwakilan karyawan.
Pelatihan Karyawan Terkait K3 [GRI 403-5] Employee Training Related to OHS [GRI 403-5]
Dalam rangka meningkatkan kesadaran dan kompetensi terkait In order to enhance awareness and competencies related to
kesehatan dan keselamatan kerja, Perseroan berkomitmen occupational health and safety, the Company is committed
untuk memberikan pelatihan K3 kepada karyawan. Hal to providing OHS training to its employees. This serves as
ini merupakan tindakan proaktif dan preventif Perseroan a proactive and preventive measure to reduce the risk of
sehingga dapat mencegah terjadinya penyakit akibat kerja occupational diseases and workplace accidents. The training
dan kecelakaan kerja. Pelatihan ini sejalan dengan analisa programs are aligned with the training needs analysis that
kebutuhan pelatihan yang telah disusun sesuai dengan has been developed in accordance with the Company’s
274 kebutuhan Perseroan. Selama tahun 2025, Perseroan telah requirements. Throughout 2025, the Company has conducted
melakukan berbagai pelatihan K3 di antaranya sebagai berikut. various OHS training programs, including the following.
Jumlah Peserta
Nama Pelatihan Sifat Pelatihan (Wajib/Sukarela)
Number of
Training Name Training Type (Mandatory/Voluntary)
Participants
Pelatihan Tanggap Darurat kebakaran Wajib
12
Fire Emergency Response Training Required
Pelatihan Tanggap darurat Bencana Gempa Sukarela
-
Earthquake Emergency Response Training Voluntary
Pelatihan penanganan korban ditempat terbatas Wajib
-
Victim Handling in Confined Spaces Training Required
Pelatihan P3K / Medical First Respond (MFR) Wajib
22
First Aid Training / Medical First Responder (MFR) Required
Pelatihan Teknis Tanggap Darurat Wajib
61
Technical Emergency Response Training Required
Pelatihan Tanggap Darurat Banjir Wajib
-
Flood Emergency Response Training Required
Sebagai tindak lanjut pelatihan K3, Perseroan melalui P2K3 As a follow-up to OHS training, the Company, through P2K3,
melakukan evaluasi efektivitas tingkat pemahaman karyawan evaluates the effectiveness of employees’ understanding
terhadap materi pelatihan melalui survei/kuesioner. of the training materials through surveys/questionnaires.
Sementara itu, evaluasi terhadap kesadaran budaya K3 Meanwhile, the evaluation of OHS culture awareness is
dilakukan berdasarkan tingkat kepatuhan karyawan terhadap assessed based on the level of employee compliance with
ketentuan/peraturan berkaitan K3 dan jumlah kecelakaan OHS-related regulations and the number of workplace
kerja. accidents.
Perseroan melakukan berbagai tindakan untuk menghilangkan The Company undertakes various measures to eliminate
bahaya dan meminimalkan risiko keselamatan kerja dengan hazards and minimize occupational safety risks by referring
mengacu pada prinsip hierarki pengendalian. Upaya tersebut to the hierarchy of controls principle. These efforts include
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
meliputi eliminasi potensi bahaya melalui perbaikan metode eliminating potential hazards through improvements in
kerja, substitusi material atau peralatan dengan yang lebih work methods, substituting materials or equipment with
aman, penerapan rekayasa teknik seperti pemasangan safer alternatives, implementing engineering controls such
pengaman dan sistem proteksi, pengendalian administratif as the installation of safety devices and protection systems,
melalui penyusunan prosedur kerja, pelatihan, dan inspeksi applying administrative controls through the development
berkala, serta penggunaan alat pelindung diri (APD) sebagai of work procedures, training, and periodic inspections, and
lapisan perlindungan terakhir. Pendekatan ini diterapkan using personal protective equipment (PPE) as the last line
secara sistematis untuk memastikan risiko dapat dikendalikan of defense. This approach is implemented systematically to
secara efektif sesuai dengan tingkat bahaya yang dihadapi. ensure that risks are effectively controlled in accordance with
the level of hazard encountered.
Insiden [GRI 403-9, 403-10] Incidents [GRI 403-9, 403-10]
Perseroan melakukan berbagai tindakan untuk menghilangkan The Company undertakes various measures to eliminate
bahaya dan meminimalkan risiko keselamatan kerja dengan hazards and minimize occupational safety risks by referring
mengacu pada prinsip hierarki pengendalian. Upaya tersebut to the hierarchy of controls principle. These efforts include
meliputi eliminasi potensi bahaya melalui perbaikan metode eliminating potential hazards through improvements in
kerja, substitusi material atau peralatan dengan yang lebih work methods, substituting materials or equipment with
aman, penerapan rekayasa teknik seperti pemasangan safer alternatives, implementing engineering controls such
pengaman dan sistem proteksi, pengendalian administratif as the installation of safety devices and protection systems,
melalui penyusunan prosedur kerja, pelatihan, dan inspeksi applying administrative controls through the development
berkala, serta penggunaan alat pelindung diri (APD) sebagai of work procedures, training, and periodic inspections, and
lapisan perlindungan terakhir. Pendekatan ini diterapkan using personal protective equipment (PPE) as the last line
secara sistematis untuk memastikan risiko dapat dikendalikan of defense. This approach is implemented systematically to
secara efektif sesuai dengan tingkat bahaya yang dihadapi. ensure that risks are effectively controlled in accordance with 275
the level of hazard encountered.
Dalam menyajikan data kecelakaan kerja, Perseroan In presenting occupational accident data, the Company uses
menggunakan data-data secara faktual yang mencakupkan factual data that covers all recorded incidents. The disclosure
seluruh kejadian yang ada. Pengungkapan tingkat kecelakaan of workplace accidents and occupational diseases includes
kerja dan penyakit akibat kerja yang disajikan mencakup all workers without exception. The method for collecting
seluruh pekerja tanpa pengecualian. Metode dalam accident-related information encompasses all workplace
mengumpulkan informasi terkait kecelakaan mencakup accidents within the Company’s operational environment,
seluruh kecelakaan kerja di lingkungan operasional Perseroan, including incidents involving employees during their commute
kecelakaan yang menimpa karyawan yang terjadi pada saat to and from the workplace, not limited only to those occurring
perjalanan menuju tempat kerja, dan bukan hanya ketika during operations. In addressing accidents, each workplace
operasi berlangsung. Dalam menanggulangi kecelakaan, setiap conducts hazard identification and risk assessment, as well as
tempat kerja melakukan identifikasi risiko dan bahaya, serta active inspections by all organizational units.
aktif dalam melakukan inspeksi oleh seluruh unit organisasi.
Adapun jenis-jenis risiko dan kecelakan kerja yang terjadi di The types of occupational risks and accidents occurring within
lingkungan operasional Perseroan meliputi: the Company’s operational environment include:
• Kecelakaan lalu lintas pergi dan pulang kerja (Mayoritas) • Traffic accidents during commuting (majority)
• Terjepit saat bantuan perbaikan kendaraan • Pinching incidents during vehicle repair assistance
• Tergelincir saat persiapan ibadah • Slipping during preparation for worship
• Tertabrak kendaraan • Being struck by vehicles
• Tergores kaca • Cuts from glass
• Terdorong kendaraan • Being pushed by vehicles
• Terjepit rambu prisma • Pinching incidents involving prism signs
Namun demikian, Perseroan belum melakukan pengukuran However, the Company has not yet measured workplace
kecelakaan kerja dengan menggunakan basis jam kerja accidents using a safety working hours basis. The Company is
keselamatan. Perseroan mempertimbangkan pengembangan considering developing this measurement method to improve
metode pengukuran ini untuk meningkatkan akurasi analisis the accuracy of OHS performance analysis.
kinerja K3.
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Tabel Jam Kerja Selamat
Safe Working Hours Table
Uraian
2025 2024 2023
Description
Jam Kerja Selamat 40 jam/minggu 40jam/minggu 40jam/minggu
Safe Working Hours 40 hours/week 40 hours/week 40 hours/week
Tabel Jumlah Kecelakaan Kerja
Workplace Accidents Table
Kategori
2025 2024 2023
Category
Luka Ringan
23 10 6
Minor Injuries
Luka Berat
4 6 3
Major Injuries
Meninggal
0 3 2
Fatalities
Jumlah
27 19 11
Total
Perseroan secara rutin mengidentifikasi berbagai potensi The Company routinely identifies potential hazards that
bahaya yang dapat menyebabkan Penyakit Akibat Kerja may lead to occupational diseases by evaluating workplace
276 dengan cara mengevaluasi kondisi lingkungan kerja serta conditions and the level of exposure to hazardous substances.
tingkat paparan terhadap bahan berbahaya. Melalui proses Through this process, the Company is able to detect risks at an
ini, perusahaan dapat mengetahui risiko yang ada sejak early stage and implement appropriate preventive measures
dini dan mengambil langkah pencegahan yang tepat untuk to protect the health and safety of employees. The Company
melindungi kesehatan dan keselamatan karyawan. Perseroan undertakes various actions to eliminate or minimize the risk
melakukan berbagai tindakan untuk menghilangkan atau of occupational diseases in accordance with the hierarchy
menimalkan risiko penyakit akibat kerja yang mengacu pada of controls, including but not limited to improvements in
hierarki pengendalian termasuk namun tidak terbatas pada work design, exposure control, implementation of safe work
perbaikan desain kerja, pengendalian paparan, penerapan procedures, and the use of personal protective equipment
prosedur kerja aman serta penggunaan APD. (PPE).
Metode yang digunakan dalam mengumpulkan informasi The method used to collect information related to fatalities
terkait kematian akibat penyakit akibat dan penyakit terkait from occupational diseases and work-related illnesses
pekerjaan yaitu melalui identifikasi seluruh karyawan involves identifying all employees as well as non-employee
maupun pekerja bukan karyawan yang mengalami kematian workers who may have died due to such conditions.
akibat penyakit akibat dan penyakit terkait pekerjaan. Selama Throughout 2025, there were no recorded fatalities resulting
tahun 2025 tidak terdapat kematian akibat penyakit akibat from occupational diseases or work-related illnesses.
dan penyakit terkait pekerjaan yang tercatat.
Karyawan Bukan Karyawan Perseroan
Keterangan Perseroan (kontraktor, subkontraktor dan mitra kerja)
Description Company Non-Company Employees (Contractors, Subcontractors,
Employees and Work Partners)
Jumlah kematian akibat penyakit akibat kerja
0 0
Number of deaths due to occupational diseases
Jumlah kasus penyakit terkait pekerjaan yang tercatat
0 0
Number of recorded work-related illness cases
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Layanan Daycare Travoy Kids untuk Mendukung Produktivitas Orang Tua di Lingkungan Kerja
Travoy Kids Daycare Service to Support Parent Productivity in The Workplace
Jasa Marga telah menyediakan layanan Travoy Kids Daycare Jasa Marga has provided the Travoy Kids Daycare service
untuk Roadster Jasa Marga yang memiliki anak yang for Jasa Marga Roadsters who have children, which has
beroperasi sejak 1 November 2023 yang berlokasi radius been operational since 1 November 2023 and is located
500 meter dari Kantor Pusat Jasa Marga. Travoy Kids Daycare within a 500-meter radius of the Jasa Marga Head Office.
memiliki fasilitas yang terdiri dari area bermain indoor/ Travoy Kids Daycare is equipped with facilities including
outdoor, kamar tidur toddler, kamar tidur baby, kegiatan indoor and outdoor play areas, toddler and baby sleeping
belajar mengajar yang terstruktur, dan pemeriksaan rooms, structured learning and development activities, and
rutin oleh Dokter untuk memastikan tumbuh kembang regular medical check-ups by a doctor to ensure proper
anak sesuai. Layanan Travoy Kids Daycare ini diharapkan child growth and development. This daycare service is
dapat memberikan kenyamanan dan meningkatkan expected to enhance employee comfort and engagement, 277
engagement karyawan yang pada akhirnya meningkatkan which in turn contributes to improved productivity.
produktivitasnya.
Sejak Juni 2025 sampai November 2025, Travoy Kids Daycare From June 2025 to November 2025, Travoy Kids Daycare
melakukan sertifikasi Taman Asuh Ramah Anak yang underwent the Child-Friendly Care Center (Taman Asuh
dilakukan oleh Kementerian Pemberdayaan Perempuan Ramah Anak/TARA) certification process conducted by the
dan Anak (KemenPPPA) dengan aspek penilaian yakni Ministry of Women Empowerment and Child Protection
Kebijakan Pembentukan, Perencanaan Layanan, hingga (KemenPPPA), with assessment aspects covering
Manajemen Risiko Kebencanaan. Travoy Kids Daycare establishment policy, service planning, and disaster risk
berhasil mendapatkan predikat TARA Utama, predikat management. Travoy Kids Daycare achieved the TARA
kedua tertinggi setelah TARA Paripurna, berdasarkan Utama classification, the second-highest rating after
sertifikat Nomor 50-TARA-KL/D.PHA/KP.06.07/11/2025, dan TARA Paripurna, based on Certificate No. 50-TARA-KL/D.
secara simbolis hasil sertifikasi diberikan oleh Ibu Eko Novi PHA/KP.06.07/11/2025. The certification was symbolically
Ariyanti selaku Asisten Deputi Koordinasi Pelaksanaan presented by Ms. Eko Novi Ariyanti, Assistant Deputy
Kebijakan Pemenuhan Hak Anak Wilayah II kepada for Policy Coordination on Child Rights Fulfillment
Bapak Yoga Tri Anggoro selaku Direktur Human Capital & Implementation Region II, to Mr. Yoga Tri Anggoro, Director
Transformasi PT Jasa Marga (Persero) Tbk. of Human Capital & Transformation of PT Jasa Marga
(Persero) Tbk.
Kedepannya, Travoy Kids Daycare diharapkan dapat Going forward, Travoy Kids Daycare is expected to maintain
mempertahankan kualitas layanan dan pada tahun 2026 service quality and aims to obtain Indonesian National
dapat tersertifikasi dengan Standar Nasional Indonesia Standard (SNI) certification in 2026.
(SNI).
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About Report Sustainability Strategy Sustainability Performance Highlight
Aspek Masyarakat Community Aspects
Dampak Operasi Terhadap Masyarakat Impact of Operations on Surrounding
Sekitar [OJK F.23, GRI 413-1, 413-2] Communities [OJK F.23, GRI 413-1, 413-2]
Sebagai perusahaan yang bergerak di bidang Pengusahaan As a company engaged in toll road concession operations,
Jalan Tol, Perseroan senantiasa berupaya untuk memberikan the Company consistently strives to deliver positive impacts
dampak positif kepada masyarakat sekitar. Dalam to surrounding communities. The operation of toll roads
pengoperasian jalan tol memiliki berbagai manfaat salah provides various benefits, one of which is enhancing the local
satunya dapat meningkatkan ekonomi masyarakat sekitar economy through tenant facilities in Kampoeng UMKM at each
melalui fasilitas tenant pada Kampoeng UMKM di tiap-tiap rest area. The impacts generated include:
rest area. Adapun dampak yang dihasilkan di antaranya:
1. Penciptaan lapangan kerja 1. Job creation
Tenant yang beroperasi di rest area membuka peluang Tenants operating in rest areas create employment
pekerjaan bagi masyarakat lokal, mulai dari pekerja opportunities for local communities, ranging from
kasir, pelayan restoran, staf kebersihan, hingga manajer cashiers, restaurant staff, and cleaning personnel to
operasional. Penciptaan lapangan kerja ini meningkatkan operational managers. This job creation increases income
pendapatan dan kesejahteraan ekonomi masyarakat levels and improves the economic welfare of the local
setempat. Dampak positif ini senantiasa mendukung SDGs population. These positive impacts consistently support
sebagai berikut: the following Sustainable Development Goals (SDGs):
278
2. Meningkatkan pendapatan usaha lokal 2. Increased revenue for local businesses
Tenant di rest area seringkali bermitra dengan usaha Tenants in rest areas often partner with local enterprises
lokal untuk memasok produk mereka. Ini membantu to source their products. This supports small businesses
usaha kecil dan petani lokal dalam memperluas pasar and local farmers in expanding their market reach,
untuk produk mereka, meningkatkan penjualan, dan increasing sales, and strengthening the regional economy.
mendongkrak perekonomian daerah. Dampak positif ini These positive impacts consistently contribute to the
senantiasa mendukung SDGs sebagai berikut: following Sustainable Development Goals (SDGs):
3. Meningkatkan daya tarik ekonomi daerah dan pariwisata 3. Enhancing regional economic attractiveness and tourism
Rest area sering menjadi tempat persinggahan bagi Rest areas often serve as stopover points for travelers
wisatawan yang sedang bepergian melalui jalan tol. using toll roads. Tenants offering local souvenirs,
Tenant yang menyediakan oleh-oleh khas daerah, regional cuisine, or tourism-related attractions can
makanan lokal, atau atraksi wisata dapat menarik encourage travelers to stop and experience local
wisatawan untuk berhenti dan menikmati produk lokal, products, thereby generating economic benefits for
yang pada gilirannya akan memberikan manfaat ekonomi surrounding communities through product purchases as
bagi masyarakat sekitar, baik melalui pembelian produk well as contributions to the tourism sector. These positive
maupun kontribusi terhadap sektor pariwisata. Dampak impacts consistently support the following Sustainable
positif ini senantiasa mendukung SDGs sebagai berikut: Development Goals (SDGs):
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Selain itu, Perseroan senantiasa berupaya memberikan In addition, the Company consistently seeks to deliver
dampak positif kepada masyarakat sekitar melalui pelaksanaan positive impacts to surrounding communities through the
Tanggung Jawab Sosial dan Lingkungan (TJSL) yang berorientasi implementation of Corporate Social and Environmental
pada pencapaian Tujuan Pembangunan Berkelanjutan (TPB). Responsibility (TJSL) programs oriented toward achieving the
Perseroan juga telah mengimplementasikan Program Kemitraan Sustainable Development Goals (SDGs). The Company has also
Bina Lingkungan (PKBL) yang merujuk pada Surat Keputusan implemented the Partnership and Community Development
Direksi PT Jasa Marga (Persero) Tbk Nomor: 130/KPTS/2023 Program (PKBL), referring to the Board of Directors’ Decree of PT
tentang Program Tanggung Jawab Sosial dan Lingkungan (TJSL) Jasa Marga (Persero) Tbk No. 130/KPTS/2023 on the TJSL Program
PT Jasa Marga (Persero) Tbk. Perseroan turut berperan secara of PT Jasa Marga (Persero) Tbk. The Company plays an active
nyata dalam mensejahterakan lingkungan masyarakat melalui role in improving community welfare through TJSL activities
kegiatan TJSL sebagai bentuk komitmen tanggung jawab as part of its corporate social responsibility commitment. In
sosial perusahaan kepada masyarakat. Sesuai dengan Surat accordance with the Letter of the Minister of State-Owned
Menteri Badan Usaha Milik Negara Republik Indonesia No. Enterprises of the Republic of Indonesia No. S-721/MBU/11/2022
S-721/MBU/11/2022 tentang Kerja Sama Program Pendanaan dated 10 November 2022 regarding the Cooperation of the Micro
Usaha Mikro dan Usaha Kecil (PUMK) tanggal 10 November and Small Enterprise Funding Program (PUMK), SOEs—including
2022 bahwa BUMN khususnya Perseroan untuk melaksanakan the Company—are required to implement the PUMK Program in
Program PUMK dengan bekerjasama dengan BUMN lain atau collaboration with other SOEs or SOE subsidiaries that operate
Anak Perusahaan BUMN yang memiliki bisnis sebagai lembaga in financing or banking or have the capability to distribute
pembiayaan dan perbankan atau memiliki kemampuan dalam loans, with PT Bank Rakyat Indonesia (BRI) appointed as the
menyalurkan pinjaman, yang direkomendasikan Kerja sama cooperation partner managing the PUMK program. In 2024, the
melalui PT Bank Rakyat Indonesia (BRI) sebagai pengelola Company disbursed working capital loans to MSME partners
Kerja Sama Program PUMK BUMN. Pada tahun 2024, Perseroan through BRI totaling IDR 12 billion, and in 2025 the Company
telah memberikan bantuan pinjaman dana atau modal disbursed IDR 3 billion. The Company also provides non-PUMK
kerja untuk para mitra UMKM melalui BRI dengan total dana TJSL assistance to improve community welfare through social
tersalurkan sebesar Rp12 miliar dan di tahun 2025 Perseroan and community development initiatives, with TJSL realization 279
telah menyalurkan dana sebesar Rp 3 miliar. Perseroan juga in 2025 amounting to IDR 17.58 billion.
memberikan bantuan Tanggung Jawab Sosial dan Lingkungan
Non PUMK untuk meningkatkan kesejahteraan masyarakat
melalui pengembangan sosial dan masyarakat. Perseroan telah
merealisasikan dana TJSL pada tahun 2025 sebesar Rp17,58
miliar.
Sepanjang tahun 2025, Perseroan terus memberikan Throughout 2025, the Company continued to provide support
dukungan berupa pemeriksaan kesehatan gratis, bantuan in the form of free health check-ups, nutritional assistance,
nutrisi, dan pemberian obat-obatan bagi warga sekitar. and medicine distribution to surrounding communities.
Melalui aktivitas operasional anak usahanya, Perseroan Through the operational activities of its subsidiaries, the
telah berhasil memberikan dampak positif bagi masyarakat Company has generated positive impacts for the community
dan tidak menimbulkan dampak negatif bagi masyarakat. and has not caused any adverse social impacts. The Company
Perseroan telah menyediakan mekanisme pengaduan formal has established a formal grievance mechanism for local
bagi masyarakat lokal melalui berbagai saluran sebagaimana communities through various channels as described in the
disampaikan pada bagian Pengaduan Masyarakat dalam Community Complaints section of this Sustainability Report.
Laporan Keberlanjutan ini.
Perseroan juga senantiasa melakukan social mapping yang The Company also consistently conducts social mapping, the
disampaikan kepada seluruh pemangku kepentingan melalui results of which are communicated to stakeholders through
Laporan Keberlanjutan Perseroan, sehingga masyarakat, the Sustainability Report, enabling communities, investors, and
investor, dan pihak terkait dapat memahami dampak sosial other relevant parties to understand the social impacts arising
yang ditimbulkan dari kegiatan operasional Perseroan. from the Company’s operations. Based on the social mapping
Perseroan telah merancang rencana keterlibatan pemangku results, the Company develops stakeholder engagement plans
kepentingan berdasarkan hasil social mapping, yang that identify the needs, priorities, and potential impacts on
mengidentifikasi kebutuhan, prioritas, dan potensi dampak each stakeholder group. The implementation of these plans is
terhadap masing-masing kelompok. Pelaksanaan rencana carried out through TJSL programs. The social mapping results
ini diwujudkan melalui program TJSL. Adapun hasil social include the following.
mapping di antaranya sebagai berikut.
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About Report Sustainability Strategy Sustainability Performance Highlight
Regional/Subholding/Anak
Wilayah Hasil Social Mapping
Perusahaan
Area Social Mapping Results
Regional/Subholding/Subsidiary
PT Jasamarga Surabaya Mojokerto Surabaya - Mojokerto Peningkatan pendapatan masyarakat
Increasing community income
PT Jasamarga Transjawa Tol RO2 Palimanan-Kanci Menjaga kelestarian lingkungan
Maintaining environmental sustainability
PT Jasamarga Transjawa Tol RO1 Jakarta-Cikampek Menjaga stabilitas pendapatan petani
Maintaining the stability of farmers’ income
PT Jasamarga Kunciran Cengkareng Cengkareng - Batuceper - Meningkatkan kebersihan udara di Lingkungan Jalan Tol, menurunkan
Kunciran emisi CO, sebagai Buffer Zone kebisingan dan meningkatkan estetika
sekitar jalan tol.
Improving air cleanliness in the toll road environment, reducing CO
emissions, as a noise buffer zone and improving the aesthetics around
the toll road.
PT Cinere Serpong Jaya Serpong Cinere Meningkatkan ekonomi masyarakat dengan pendayagunaan Bank Sampah
Improving the community’s economy by utilizing the Waste Bank
PT Marga Sarana Jabar Sentul Batrat - Semplak Mengurangi beban kaum Dhuafa dan anak yatim
Reducing the burden on the poor and orphans
Di samping itu, Perseroan telah mengidentifikasi potensi In addition, the Company has identified potential negative
dampak negatif bagi masyarakat selaku pengguna jalan tol impacts on the community as toll road users along the
280 di Ruas Tol Palimanan–Kanci (Tol Cipali). Pada lokasi operasi Palimanan–Kanci Toll Road (Cipali Toll Road). At this
tersebut, Perseroan mengidentifikasi potensi dan dampak operational location, the Company identified significant
negatif yang signifikan terhadap masyarakat dan pengguna potential risks and adverse impacts on both the community
jalan, khususnya yang berasal dari aktivitas pembakaran and road users, particularly arising from straw or rice husk
jerami atau sekam padi oleh petani di lahan sekitar ruas tol. burning activities carried out by farmers in areas surrounding
Asap yang dihasilkan dari aktivitas tersebut dapat terbawa the toll road corridor. The smoke generated from such
angin dan melintasi badan jalan tol, sehingga mengganggu activities may be carried by wind across the toll road, thereby
jarak pandang pengendara dan meningkatkan risiko reducing driver visibility and increasing the risk of traffic
terjadinya kecelakaan lalu lintas. accidents.
Sebagai upaya mitigasi, Perseroan telah melakukan As a mitigation measure, the Company has conducted
sosialisasi dan himbauan kepada masyarakat, khususnya socialization and issued appeals to the community,
petani yang memiliki lahan di sekitar jalan tol, agar particularly farmers with land located near the toll road, to
tidak melakukan pembakaran jerami atau aktivitas lain refrain from burning straw or engaging in other activities
yang berpotensi menghasilkan asap. Himbauan ini juga that may produce smoke. These appeals are also delivered
disampaikan melalui kerja sama dengan aparat setempat, in collaboration with local authorities, including village-level
termasuk Bhabinkamtibmas desa, guna meningkatkan community police officers (Bhabinkamtibmas), to enhance
kesadaran masyarakat terhadap potensi bahaya yang public awareness of the potential hazards. This initiative
ditimbulkan. Langkah ini merupakan bagian dari komitmen reflects the Company’s commitment to maintaining road user
Perseroan dalam menjaga keselamatan pengguna jalan safety and minimizing negative impacts arising from activities
serta meminimalkan dampak negatif dari aktivitas di sekitar in the surrounding operational areas.
wilayah operasional.
Kegiatan Tanggung Jawab Sosial Lingkungan Social and Environmental Responsibility
(TJSL) [OJK F.25, GRI 413-1] (CSR) [OJK F.25, GRI 413-1]
Perseroan senantiasa berupaya untuk menciptakan The Company consistently strives to establish mutually
hubungan saling menguntungkan antara seluruh pemangku beneficial relationships with all stakeholders, both
kepentingan, baik eksternal maupun internal, termasuk external and internal, including communities surrounding
masyarakat di sekitar wilayah operasi Perseroan. Perseroan its operational areas. The Company plays an important
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
memiliki peran penting dalam pelaksanaan Tanggung Jawab role in implementing Corporate Social and Environmental
Sosial dan Lingkungan (TJSL), sebagaimana diatur dalam Responsibility (TJSL), as stipulated under Law No. 40 of 2007
Undang-Undang No. 40 Tahun 2007 tentang Perseroan concerning Limited Liability Companies. TJSL represents the
Terbatas. TJSL adalah komitmen Perseroan untuk berperan Company’s commitment to contribute to sustainable economic
serta dalam pembangunan ekonomi berkelanjutan guna development in order to improve the quality of life and the
meningkatkan kualitas kehidupan dan lingkungan yang environment, benefiting the Company itself, local communities,
bermanfaat, baik bagi Perseroan sendiri, komunitas setempat, and society at large. TJSL implementation is guided by
maupun masyarakat pada umumnya. Pelaksanaan Tanggung ISO 26000 as a standard guidance on social responsibility,
Jawab Sosial dan Lingkungan berpedoman pada ISO 26000 which encompasses accountability, transparency, ethical
sebagai standard guidance on Social Responsibility yang behavior, stakeholder consideration, compliance with legal
mencakup Akuntabilitas, Transparansi, Perilaku Etis, Peduli requirements, adherence to international norms of behavior,
pada Kepentingan Stakeholder, Patuh pada Aturan Hukum, respect for human rights, and consistency with sustainable
Patuh pada Perilaku dan Norma Internasional, Menghargai development and societal well-being.
HAM dan Konsisten dengan Pembangunan Berkelanjutan dan
Kesejahteraan Masyarakat.
Dalam rangka menciptakan bisnis yang berkelanjutan, In creating a sustainable business, the Company has
Perusahaan telah merumuskan strategi yang mendukung formulated strategies that support the achievement of its
pencapaian Visi dan Misi yang menerapkan prinsip Vision and Mission by applying Environmental, Social, and
Environment, Social & Governance (ESG), serta prinsip GRC Governance (ESG) principles, as well as Governance, Risk,
(Governance, Risk & Compliance) dalam menjalankannya. and Compliance (GRC) principles in its operations. One
Salah satu strategi bisnis Perusahaan adalah Strategi ESG, of the Company’s business strategies is the ESG Strategy,
dengan salah satu pengelolaan dampak sosial melalui which includes managing social impacts through the
implementasi Program TJSL. Program TJSL BUMN dilakukan implementation of TJSL programs. SOE TJSL programs are
secara sistematis dan terpadu untuk menjamin pelaksanaan, implemented in a systematic and integrated manner to 281
pencapaian keberhasilan serta pengelolaan dampak Program ensure effective execution, achievement of objectives, and
TJSL BUMN sesuai dengan prioritas dan/atau pencapaian impact management in line with priorities and program goals,
dari tujuan Program TJSL BUMN yang berpedoman pada following a structured cycle consisting of: a) planning; b)
rencana kerja dengan meliputi tahapan: a) Perencanaan; b) implementation; c) monitoring; and d) reporting.
Pelaksanaan; c) Pengawasan; dan d) Pelaporan.
Pada saat ini PT Jasa Marga (Persero) Tbk telah menjalankan Currently, PT Jasa Marga (Persero) Tbk implements TJSL based
Tanggung Jawab Sosial dan Lingkungan dengan berpedoman on the Triple Bottom Line approach, which focuses not only on
pada Triple Bottom Line yaitu tidak hanya berfokus pada profit, but also on environmental sustainability (planet) and
keuntungan (profit) saja tetapi juga memperhatikan social welfare (people), with the aim of achieving sustainable
kelestarian lingkungan (planet) dan kesejahteraan development. Going forward, Jasa Marga will align its TJSL
masyarakat (people), yang memiliki tujuan untuk terciptanya programs with the Sustainable Development Goals (SDGs) as
pembangunan berkelanjutan. Selanjutnya, Jasa Marga a global action plan to end poverty, reduce inequality, and
(Persero) Tbk akan menjalankan TJSL dengan berpedoman protect the environment. The Company will also develop TJSL
kepada Tujuan Pembangunan Berkelanjutan (TPB) dan programs that are closely linked to its business processes and
merupakan rencana aksi global guna mengakhiri kemiskinan, deliver shared value to society and the environment (Creating
mengurangi kesenjangan dan melindungi lingkungan. Jasa Shared Value).
Marga juga akan mengembangkan program-program TJSL
yang berkaitan dengan proses bisnis dan akan memberikan
nilai guna bagi masyarakat dan lingkungan (Creating Shared
Value).
Program CSV menggabungkan antara kesempatan untuk The CSV program integrates opportunities to address
memenuhi social needs dan business opportunities dengan social needs and business opportunities by leveraging the
keahlian perusahaan sehingga tercipta sinergi yang Company’s expertise, thereby creating sustainable synergy.
berkelanjutan. Lingkungan sosial mendapatkan manfaat dari The social environment benefits from the Company, while the
Perusahaan dan Perusahaan juga mendapat keuntungan. Company also gains advantages from this relationship.
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About Report Sustainability Strategy Sustainability Performance Highlight
Creating Shared Value (CSV) Sebagai Sebuah Solusi
Creating Shared Value (CSV) as a Solution
Sociental Needs
Corporate
Social & Social
Enterprise Responsibility
SHARED
VALUE
Business Business
as
Corporate
Opportunities Usual Asset &
Expertise
Strategi Bisnis
Perushaan Redefining Productifity Enabling Local Cluster Program Inisiatif
Social Mapping
Corporate Business the Value Chain Development Initiative Program
Strategy
“Jalan Tol Berkelanjutan”
Feedback & Ecaluation
“Sustainable Toll Road”
Pembangunan berkelanjutan memiliki tujuan antara lain Sustainable development aims, among others, to create
untuk menciptakan kemakmuran baik bagi pemilik modal atau prosperity for capital owners or shareholders, ensuring that
282 pemegang saham, agar Perusahaan dapat sustain, tumbuh the Company can remain sustainable, grow, and develop
dan berkembang sepanjang zaman, tidak hanya dari sisi sales over time. This is not limited to sales or profit alone, but
ataupun profit, namun bagaimana bisnis tersebut diterima also emphasizes how the business is accepted and delivers
dan memberikan dampak yang positif bagi semua pemangku positive impacts to all stakeholders within its business
kepentingan yang ada di dalam ekosistem bisnis tersebut. ecosystem. This is because corporate development activities
Hal ini dikarenakan aktivitas pembangunan perusahaan yang may not only generate positive impacts for stakeholders
tidak hanya berdampak positif bagi seluruh stakeholder, but may also create negative impacts on the ecosystem and
namun adakalanya menimbulkan dampak negatif bagi related stakeholders.
ekosistem maupun stakeholder nya.
Kontribusi Perseroan kepada masyarakat setempat sebagai The Company’s contribution to local communities as part of
bagian dari pemangku kepentingan dilaksanakan melalui its stakeholders is implemented through the Corporate Social
Program Tanggung Jawab Sosial & Lingkungan (TJSL) yang and Environmental Responsibility (TJSL) Program, which
dikelola oleh Corporate Social Responsibility (CSR) Department has been managed by the Corporate Social Responsibility
yang berada di bawah Corporate Communications & (CSR) Department under the Corporate Communications
Community Development Group sejak tahun 2019. Sementara & Community Development Group since 2019. The
instrumen pelaksanaannya dilakukan melalui Keputusan implementation framework is governed by the Board of
Direksi Nomor: 130/KPTS/2023 tentang Program Tanggung Directors’ Decree No. 130/KPTS/2023 on the TJSL Program of
Jawab Sosial & Lingkungan (TJSL) PT Jasa Marga (Persero) Tbk PT Jasa Marga (Persero) Tbk, which serves as the basis for
sebagai dasar pelaksanaan kegiatan tanggung jawab sosial & executing social and environmental responsibility activities
lingkungan terhadap masyarakat di lingkungan Perseroan. within the Company’s surrounding communities.
Dukungan TJSL terhadap Pencapaian Target Tujuan CSR Support for the Achievement of Sustainable Development
Pembangunan Berkelanjutan (TPB)/SDGs Goals (SDGs)
Sesuai dengan Peraturan BP BUMN No. PER-01/MBU/03/2023 In accordance with the Regulation of the Ministry of State-
tentang Penugasan Khusus dan Program Tanggung Jawab Owned Enterprises (BP BUMN) No. PER-01/MBU/03/2023
Sosial dan Lingkungan Badan Usaha Milik Negara pasal 15 concerning Special Assignments and Corporate Social and
menyatakan program Tanggung Jawab Sosial dan Lingkungan Environmental Responsibility (TJSL) Programs of State-Owned
dilaksanakan berdasarkan pilar utama: Enterprises, Article 15 stipulates that TJSL programs are
implemented based on the following main pillars:
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
1. Sosial, untuk tercapainya pemenuhan hak dasar 1. Social, aimed at fulfilling basic human rights in a fair and
manusia yang berlualitas secara adil dan setara untuk equitable manner to improve the welfare of all individuals;
meningkatkan kesejahteraan bagi seluruh masyarakat;
2. Lingkungan, untuk pengelolaan sumberdaya alam dan 2. Environmental, focused on the sustainable management
lingkungan yang berkelanjutan sebagai penyangga of natural resources and the environment as the
seluruh kehidupan; foundation of life;
3. Ekonomi, untuk tercapainya pertumbuhan ekonomi 3. Economic, aimed at achieving quality economic
berkualitas melalui keberlanjutan peluang kerja dan growth through sustainable employment and business
usaha, inovasi, indutri inklusif, infrastruktur memadai, opportunities, innovation, inclusive industry, adequate
energi bersih yang terjangkau dan didukung kemitraan; infrastructure, and supported access to clean and
affordable energy;
4. Hukum dan tata Kelola, untuk terwujudnya kepastian 4. Legal and Governance, aimed at ensuring legal certainty
hukum dan tata Kelola yang efektif, transparan, akuntabel and effective, transparent, accountable, and participatory
dan partipasif untuk menciptakan stabilitas keamanan governance to create security stability and a law-based
dan mencapai negara berdasarkan hukum. state.
Pada tahun 2020, Perseroan mulai menjalankan program In 2020, the Company began implementing its Corporate
Tanggung Jawab Sosial dan Lingkungan dengan berpedoman Social and Environmental Responsibility (TJSL) programs
pada Tujuan Pembangunan Berkelanjutan (TPB) dan guided by the Sustainable Development Goals (SDGs) and the
Creating Shared Value program Tanggung Jawab Sosial dan Creating Shared Value (CSV) approach. These programs are
Lingkungan yang berkaitan dengan proses bisnis Perseroan closely linked to the Company’s business processes and are
dan memberikan nilai guna bagi masyarakat dan lingkungan. designed to provide tangible value to both society and the
Pelaksanaan program TJSL senantiasa berkontribusi terhadap environment. TJSL implementation consistently contributes to
Tujuan Pembangunan Berkelanjutan (TPB) yang telah the United Nations Sustainable Development Goals (SDGs). In
ditetapkan Perserikatan Bangsa-Bangsa (PBB). Perseroan 2025, the Company realized TJSL funding of IDR 17,580,647,532. 283
telah merealisasikan dana TJSL sebesar Rp17.580.647.532.
Tabel Kegiatan TJSL dan Tujuan Pembangunan Berkelanjutan
TJSL Activity Table and Sustainable Development Goals
Pilar Pembangunan Sosial
Pillars of Social Development
Program Sarana Ibadah Nilai Penyaluran
Distribution Value Rp294.423.000
Worship Facilities Program
TPB 1, 2, 4 Metadata (1.4.1); (2.1.1); (4.a.1); (4.3.1) Asta Cita 2, 8
Program Sarana Ibadah dilaksanakan Jasa Marga The Worship Facilities Program was implemented by
sepanjang 2025 untuk mendukung kenyamanan dan Jasa Marga throughout 2025 to support the comfort
keberlangsungan kegiatan keagamaan masyarakat and continuity of community religious activities
di sekitar wilayah operasi melalui bantuan renovasi around its operational areas through assistance for
masjid, musholla, gereja, pura, serta penyediaan the renovation of mosques, prayer rooms, churches,
perlengkapan ibadah. Program ini mencakup temples, and the provision of worship equipment.
berbagai kegiatan signifikan seperti perbaikan The program includes various significant activities
sarana wudhu, renovasi bangunan masjid dan such as the improvement of ablution facilities,
musholla, penyediaan sound system dan alat renovation of mosque and prayer room buildings,
hadroh, hingga dukungan pembangunan fasilitas provision of sound systems and hadroh instruments,
pendidikan berbasis keagamaan di sejumlah kota as well as support for the development of religious-
seperti Bekasi, Cirebon, Bogor, Semarang, dan based educational facilities in several cities, including
Mojokerto. Seluruh dukungan ini menjadi wujud Bekasi, Cirebon, Bogor, Semarang, and Mojokerto. All
kontribusi Perusahaan dalam memperkuat harmoni of these initiatives reflect the Company’s contribution
sosial, memperbaiki kualitas fasilitas publik, serta to strengthening social harmony, improving the
meningkatkan kenyamanan masyarakat dalam quality of public facilities, and enhancing community
menjalankan ibadah. comfort in performing religious activities.
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About Report Sustainability Strategy Sustainability Performance Highlight
Program Sembako Nilai Penyaluran
Distribution Value Rp1.573.186.000
Basic Food Program
TPB 1, 2 Metadata (1.2.2); (2.1.1) Asta Cita 2, 4
Program Sembako dijalankan untuk memperkuat The Basic Food Assistance (Sembako) Program
ketahanan pangan masyarakat melalui distribusi is implemented to strengthen community food
paket kebutuhan pokok bagi kelompok rentan, security through the distribution of essential goods
korban bencana, dan komunitas sekitar jalan tol. packages to vulnerable groups, disaster-affected
Sepanjang 2025, Jasa Marga menyalurkan bantuan communities, and populations living around toll road
sembako bagi masyarakat kelompok dhuafa melalui areas. Throughout 2025, Jasa Marga distributed basic
kerja sama dengan lembaga sosial dan komunitas food assistance to underprivileged communities
lokal, termasuk penyaluran kepada warga di in collaboration with social institutions and local
Jakarta, Bekasi, Medan, Cianjur, Tasikmalaya, hingga communities, including beneficiaries in Jakarta,
wilayah operasional jalan tol di Jawa Tengah dan Bekasi, Medan, Cianjur, Tasikmalaya, as well as
Manado-Bitung. Program ini membantu memenuhi operational areas along toll roads in Central Java
kebutuhan dasar masyarakat sekaligus mempererat and Manado–Bitung. This program helps fulfill basic
hubungan Perusahaan dengan lingkungan sosial di community needs while strengthening the Company’s
sekitarnya. relationship with the surrounding social environment.
Program Sarana Umum Nilai Penyaluran
Distribution Value Rp574.997.080
Public Facilities Program
TPB 1, 3, 4 Metadata (1.4.1); (3.8.1); (4.1.1) Asta Cita 2, 4, 8
284 Program Sarana Umum berfokus pada peningkatan The Public Facilities Program focuses on improving
kualitas fasilitas publik dan prasarana dasar the quality of public infrastructure and basic
masyarakat melalui bantuan perbaikan jalan desa, community facilities through assistance for village
road repairs, renovation of community halls,
renovasi balai warga, penyediaan fasilitas olahraga, provision of sports facilities, procurement of cleaning
pengadaan alat kebersihan, serta dukungan sarana equipment, and support for other public space
ruang publik lainnya. Sepanjang 2025, Jasa Marga infrastructure. Throughout 2025, Jasa Marga supported
mendukung pembangunan berbagai fasilitas seperti the development of various facilities such as
jalan lingkungan, MCK, balai RW, posyandu, taman neighborhood roads, public sanitation facilities (MCK),
community halls (RW halls), integrated health posts
bermain, gazebo taman baca, hingga perbaikan
(posyandu), playgrounds, reading park gazebos, as well
sarana umum di kawasan pemukiman sekitar ruas tol as improvements to public infrastructure in residential
di Purwakarta, Cilacap, Tasikmalaya, Depok, Bekasi, areas surrounding toll road sections in Purwakarta,
Surabaya, dan Semarang. Program ini memperkuat Cilacap, Tasikmalaya, Depok, Bekasi, Surabaya, and
aksesibilitas, kenyamanan, dan kualitas hidup Semarang. This program strengthens accessibility,
masyarakat di sekitar area operasi Perusahaan. comfort, and the overall quality of life of communities
around the Company’s operational areas.
Program Penanganan Bencana Nilai Penyaluran
Distribution Value Rp802.127.800
Disaster Response Program
TPB 1, 2 Metadata (1.2.2); (2.1.1) Asta Cita 2, 4
Program Penanganan Bencana dilaksanakan The Disaster Response Program is implemented
sebagai bentuk respon cepat Jasa Marga terhadap as Jasa Marga’s rapid response to various
berbagai kejadian bencana alam melalui natural disasters through the provision of
pemberian bantuan darurat seperti makanan siap emergency assistance such as ready-to-eat
saji, kebutuhan pokok, peralatan evakuasi, serta meals, basic necessities, evacuation equipment,
dukungan logistik bagi masyarakat terdampak. and logistical support for affected communities.
Pada 2025, bantuan diberikan kepada korban In 2025, assistance was provided to victims of
banjir, tanah longsor, kebakaran, erupsi gunung floods, landslides, fires, volcanic eruptions, and
berapi, hingga pergerakan tanah di berbagai ground movements in various regions, including
wilayah seperti Jakarta, Bekasi, Sukabumi, Cianjur, Jakarta, Bekasi, Sukabumi, Cianjur, Pekalongan,
Pekalongan, Kendal, Medan, dan Bali. Program Kendal, Medan, and Bali. This program ensures
ini memastikan kehadiran Perusahaan dalam the Company’s presence in supporting early
membantu pemulihan awal masyarakat dan community recovery and accelerating post-disaster
mempercepat proses normalisasi pascabencana. normalization processes.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Program Ramadan Nilai Penyaluran
Distribution Value Rp1.581.021.800
Ramadan Program
TPB 2 Metadata (2.1.1) Asta Cita 2, 8
Program Ramadan menjadi momentum Jasa The Ramadan Program serves as a momentum for
Marga untuk memperkuat solidaritas sosial Jasa Marga to strengthen social solidarity through a
melalui rangkaian kegiatan berbagi, mulai dari series of sharing activities, including the distribution
pembagian takjil, penyediaan paket sembako of iftar meals (takjil), provision of Ramadan basic
BUKBER, hingga pelaksanaan Sobat Aksi Ramadan food packages for communal breaking of the fast
bersama masyarakat di berbagai daerah. Program (buka bersama), and the implementation of the
ini juga menyasar pengguna jalan tol melalui “Sobat Aksi Ramadan” initiative together with local
pembagian takjil di sejumlah gerbang serta communities in various regions. The program also
pemberian santunan kepada kelompok rentan reaches toll road users through the distribution
dan lembaga sosial. Rangkaian kegiatan tersebut of iftar meals at several toll gates, as well as the
memberikan dampak luas dengan menjangkau provision of donations and assistance to vulnerable
ribuan penerima manfaat di Jakarta, Bogor, Bekasi, groups and social institutions. These activities have
Klaten, Tasikmalaya, hingga wilayah operasional a broad impact, reaching thousands of beneficiaries
Jasa Marga di daerah lainnya. in Jakarta, Bogor, Bekasi, Klaten, Tasikmalaya, and
other operational areas of Jasa Marga.
Program Hewan Qurban Idul Adha Nilai Penyaluran
Distribution Value Rp315.900.000
Eid al-Adha Qurban Program
TPB 2 Metadata (2.1.1) Asta Cita 8 285
Program Hewan Qurban Idul Adha dilaksanakan The Eid al-Adha Qurban Program is implemented
untuk mendukung perayaan keagamaan serta to support religious celebrations and strengthen
memperkuat solidaritas sosial masyarakat melalui social solidarity within communities through the
penyaluran hewan qurban ke berbagai wilayah distribution of sacrificial animals across various
sekitar operasional Jasa Marga. Sepanjang 2025, areas surrounding Jasa Marga’s operational
Perusahaan menyalurkan bantuan hewan qurban regions. Throughout 2025, the Company distributed
kepada sejumlah komunitas, lembaga keagamaan, qurban assistance to several communities, religious
dan masyarakat di Jakarta, Bekasi, Karawang, institutions, and residents in Jakarta, Bekasi,
serta wilayah lain yang membutuhkan. Program Karawang, as well as other areas in need. This
ini menjadi bentuk kepedulian perusahaan dalam program reflects the Company’s commitment to
memperluas manfaat perayaan Idul Adha sekaligus broadening the benefits of Eid al-Adha celebrations,
mendukung pemenuhan kebutuhan protein while also supporting community protein intake
masyarakat dan mempererat hubungan dengan needs and strengthening relationships with local
para pemangku kepentingan lokal. stakeholders.
Program Kesehatan Nilai Penyaluran
Distribution Value Rp418.193.152
Medical Program
TPB 3 Metadata (3.8.1) Asta Cita 2, 4
Program Kesehatan dijalankan untuk meningkatkan The Medical Program is implemented to improve
kesejahteraan masyarakat melalui layanan community welfare through basic healthcare
kesehatan dasar, edukasi, dan dukungan fasilitas services, education, and support for health facilities.
kesehatan. Jasa Marga melaksanakan berbagai Jasa Marga carries out various initiatives such as
kegiatan seperti bantuan posyandu, pemberian support for integrated health posts (posyandu),
paket nutrisi dan obat-obatan, program stunting, distribution of nutritional packages and medicines,
cek kesehatan bagi veteran dan masyarakat sekitar, stunting prevention programs, health check-ups for
serta dukungan operasional kesehatan untuk unit veterans and surrounding communities, as well as
jalan tol. Program ini juga mencakup Jamedlink operational health support for toll road units. The
yang menyediakan layanan kesehatan mobile program also includes Jamedlink, which provides
untuk area tertentu, sehingga meningkatkan akses mobile health services in certain areas, thereby
masyarakat terhadap layanan kesehatan yang improving community access to affordable and
terjangkau dan berkualitas. quality healthcare services.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Program Pendidikan Nilai Penyaluran
Distribution Value Rp2.363.649.850
Education Program
TPB 1, 4 Metadata (1.2.2); (4.a.1); (4.3.1) Asta Cita 4,8
Program Pendidikan dilaksanakan untuk The Education Program is implemented to improve
meningkatkan kualitas sarana belajar serta the quality of learning facilities and support access
mendukung akses terhadap fasilitas pendidikan to educational infrastructure for communities
bagi masyarakat di sekitar wilayah operasi. around the Company’s operational areas.
Sepanjang 2025, Jasa Marga memberikan Throughout 2025, Jasa Marga provided assistance
bantuan perlengkapan sekolah, perbaikan sarana in the form of school supplies, improvements
pendidikan, renovasi ruang kelas, penyediaan to educational facilities, classroom renovations,
komputer dan peralatan TIK, hingga pembangunan provision of computers and ICT equipment, as well
taman lalu lintas sebagai media edukasi. Dukungan as the development of traffic parks as educational
ini diberikan kepada sekolah dasar, menengah, media. This support was extended to elementary
lembaga pendidikan nonformal, serta pesantren di and secondary schools, non-formal education
Bogor, Bekasi, Jakarta, Klaten, Semarang, Surabaya, institutions, and Islamic boarding schools
dan berbagai wilayah lain guna mendorong (pesantren) in Bogor, Bekasi, Jakarta, Klaten,
terciptanya lingkungan belajar yang aman, inklusif, Semarang, Surabaya, and various other regions,
dan lebih modern. with the aim of fostering a safe, inclusive, and more
modern learning environment.
Program Santunan Nilai Penyaluran
Distribution Value Rp199.976.000
Assistance Program
286
TPB 1, 2, 4 Metadata (1.3.1); (2.1.1); (4.a.1); (4.3.1) Asta Cita 2, 4
Program Santunan dijalankan melalui pemberian The Assistance Program was implemented through
bantuan langsung kepada masyarakat yang the provision of direct aid to communities in need,
membutuhkan, terutama anak yatim, lansia, dan particularly orphaned children, the elderly, and
kelompok rentan lainnya. Sepanjang 2025, Jasa other vulnerable groups. Throughout 2025, Jasa
Marga melaksanakan santunan dalam berbagai Marga carried out assistance activities on various
momentum seperti HUT Perusahaan, Tahun Baru occasions, such as the Company’s Anniversary,
Islam, Maulid Nabi, kegiatan keagamaan, serta Islamic New Year, Prophet Muhammad’s Birthday
dukungan kepada panti asuhan di berbagai wilayah (Maulid Nabi), religious activities, as well as support
seperti Jakarta, Bogor, Medan, dan sekitarnya. for orphanages in various regions, including
Program ini menjadi wujud kepedulian Perusahaan Jakarta, Bogor, Medan, and surrounding areas. This
terhadap kesejahteraan sosial sekaligus program reflected the Company’s commitment to
memperkuat ikatan emosional dengan komunitas social welfare while strengthening emotional ties
sekitar. with surrounding communities.
Subtotal Pilar Sosial
Social Pillars Subtotal
Rp8.123.474.682
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Pilar Pembangunan Ekonomi
Pillars of Economic Development
Program Pengembangan UMKM Berkelanjutan Nilai Penyaluran
Distribution Value Rp1.535.112.070
Sustainable MSME Development Program
TPB 8 Metadata (8.3.1) Asta Cita 3, 4
Program Pembinaan UMKM Berkelanjutan dilakukan The Sustainable MSME Development Program
untuk mengembangkan kapasitas pelaku usaha was implemented to enhance the capacity of
kecil melalui pelatihan, pemberdayaan sarana small business actors through training, business
usaha, pendampingan bisnis, serta penyediaan empowerment, provision of business facilities,
fasilitas pemasaran. Jasa Marga mendukung UMKM business mentoring, and marketing support
melalui program Kampoeng UMKM, pelatihan facilities. Jasa Marga supported MSMEs through the
literasi keuangan dan legalitas, pendampingan Kampoeng UMKM program, financial literacy and
greenhouse Rumah Tumbuh, sertifikasi halal business legality training, mentoring for the Rumah
UMKM, serta bantuan sarana produksi bagi UMK Tumbuh greenhouse, MSME halal certification, as
sektor pertanian, peternakan, dan kuliner. Program well as assistance in production facilities for micro
ini secara langsung mendorong peningkatan daya and small enterprises in the agriculture, livestock,
saing UMKM yang berada di sekitar ruas tol dan rest and culinary sectors. This program directly
area, sehingga mereka dapat berkembang menjadi contributed to improving the competitiveness
usaha yang lebih mandiri dan berkelanjutan. of MSMEs located along toll road corridors and
rest areas, enabling them to grow into more
independent and sustainable businesses.
287
Program Promosi UMKM Nilai Penyaluran
Rp769.042.490
MSME Promotion Program Distribution Value
TPB 8 Metadata (8.3.1) Asta Cita 3, 4
Program Promosi UMKM dilaksanakan melalui The MSME Promotion Program was implemented
fasilitasi keikutsertaan UMKM binaan pada berbagai by facilitating the participation of fostered MSMEs
pameran lokal, nasional, dan internasional in various local, national, and international
untuk memperluas jaringan pemasaran dan exhibitions to expand marketing networks and
meningkatkan eksposur produk. Pada 2025, Jasa increase product exposure. In 2025, Jasa Marga
Marga mendukung UMKM tampil dalam berbagai supported MSMEs in participating in various
ajang seperti INACRAFT, Indonesia Fashion Week, events such as INACRAFT, Indonesia Fashion Week,
Trade Expo Indonesia, Gelar Batik Nusantara, Trade Expo Indonesia, Gelar Batik Nusantara, East
Pekan Raya Jatim, serta Agrinex Expo. Melalui Java Fair, and Agrinex Expo. Through this program,
program ini, UMKM memperoleh kesempatan MSMEs were provided with opportunities to
menampilkan produk unggulan, memperluas pasar, showcase their flagship products, expand market
serta meningkatkan kapasitas pemasaran sehingga reach, and enhance their marketing capabilities,
mampu bersaing di pasar yang lebih luas. enabling them to compete in broader markets.
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Program Bantuan Penyandang Disabilitas Nilai Penyaluran
Rp72.000.000
Disability Support Program Distribution Value
TPB 10 Metadata (10.2.1) Asta Cita 4
Program Bantuan Penyandang Disabilitas The Disability Support Program was implemented
dilaksanakan untuk mendukung kebutuhan to support the educational needs, personal
pendidikan, pengembangan diri, dan kesejahteraan development, and welfare of persons with
kelompok berkebutuhan khusus melalui pemberian special needs through the provision of facilities,
sarana, fasilitas, serta dukungan aktivitas. Pada infrastructure, and activity support. In 2025,
2025, Jasa Marga menyalurkan bantuan bagi Jasa Marga distributed assistance to various
berbagai lembaga seperti Daya Pelita Kasih Centre institutions, including Daya Pelita Kasih Centre and
dan sekolah luar biasa lainnya, termasuk dukungan other special needs schools, as well as support
melalui paket bantuan BKK pada perayaan Natal through CSR assistance packages during Christmas
dan Paskah yang juga ditujukan kepada panti and Easter celebrations, which were also provided
asuhan dan lembaga yang menaungi anak-anak to orphanages and institutions caring for children
disabilitas. Program ini membantu memperluas with disabilities. This program contributed to
akses pendidikan inklusif, meningkatkan expanding access to inclusive education, improving
kualitas fasilitas pendukung, serta memperkuat supporting facilities, and strengthening the
keberdayaan penyandang disabilitas di lingkungan empowerment of persons with disabilities within
sekitar perusahaan. the Company’s surrounding areas.
Subtotal Pilar Ekonomi
Economic Pillars Subtotal
Rp2.376.154.560
288
Pilar Pembangunan Lingkungan
Pillars of Environmental Development
Program Pembangunan Lingkungan Berkelanjutan Nilai Penyaluran
Rp3.369.458.178
Sustainable Environmental Development Program Distribution Value
TPB 11, 15 Metadata [11.1.1(a)]; [11.3.1]; [15.b.1.] Asta Cita 2, 3, 4, 8
Program Pembangunan Berkelanjutan The Sustainable Development Program
dilaksanakan melalui penyediaan sarana dan was implemented through the provision of
prasarana lingkungan hidup seperti pembangunan environmental infrastructure and facilities, such
jalan desa, MCK, fasilitas kebersihan, taman as the construction of village roads, sanitation
lingkungan, hingga perbaikan sarana umum facilities (MCK), cleanliness facilities, neighborhood
di berbagai wilayah. Jasa Marga berkontribusi parks, and improvements to public infrastructure
dalam peningkatan kualitas permukiman melalui in various regions. Jasa Marga contributed to
dukungan pembangunan fasilitas permukiman enhancing the quality of settlements through
di Jawa Barat, Jawa Tengah, dan wilayah operasi support for residential facility development in West
lainnya. Program ini mendukung terciptanya Java, Central Java, and other operational areas.
lingkungan yang lebih layak huni, nyaman, serta This program supported the creation of more
mendukung kesejahteraan masyarakat secara livable and comfortable environments, while also
berkelanjutan. promoting the long-term well-being of surrounding
communities.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Program Mudik Gratis Ramadan - Transportasi Berkelanjutan Nilai Penyaluran
Rp1.176.440.000
Ramadan Homecoming Assistance Program – Sustainable Transportation Distribution Value
TPB 11 Metadata [11.1.1(a)] Asta Cita 8
Program Mudik Gratis Ramadan merupakan The Free Ramadan Homecoming Program is
wujud dukungan Jasa Marga terhadap mobilitas a manifestation of Jasa Marga’s support for
masyarakat sekaligus upaya mendorong public mobility and an effort to promote safe
transportasi yang aman dan berkelanjutan. and sustainable transportation. Through this
Melalui program ini, Jasa Marga memfasilitasi program, Jasa Marga facilitates the departure of
keberangkatan peserta mudik menggunakan homecoming travelers using organized, safe, and
moda transportasi yang terorganisasi, aman, dan comfortable modes of transportation, thereby
nyaman sehingga membantu mengurangi risiko helping to reduce the risk of accidents, congestion,
kecelakaan, kemacetan, serta beban penggunaan and the burden of private vehicle use on toll roads.
kendaraan pribadi di jalan tol. Program ini This program targets local communities and road
menyasar masyarakat sekitar dan pengguna jalan users and is implemented in collaboration with
serta dilaksanakan bekerja sama dengan berbagai various stakeholders to ensure a more efficient and
pemangku kepentingan untuk memastikan inclusive homecoming journey.
perjalanan mudik yang lebih efisien dan inklusif.
Program Waste Water Treatment Nilai Penyaluran
Rp52.040.000
Waste Water Treatment Program Distribution Value
TPB 6 Metadata 6.3.2.(a) Asta Cita 8
289
Program Waste Water Treatment dilaksanakan Wastewater Treatment Program was implemented
sebagai komitmen Jasa Marga dalam pengelolaan as part of Jasa Marga’s commitment to clean
air bersih dan sanitasi melalui pembangunan water management and sanitation through the
fasilitas pengolahan air bagi rest area. Pada 2025, development of water treatment facilities in rest
program ini diwujudkan melalui pembangunan areas. In 2025, this program was realized through
instalasi pengolahan air bersih di Rest Area Travoy the construction of a clean water treatment
KM 575A yang membantu meningkatkan kualitas installation at Travoy Rest Area KM 575A, which
layanan bagi pengguna jalan sekaligus memastikan helped improve service quality for road users
pengelolaan lingkungan yang sesuai standar. while ensuring environmental management
Program ini menjadi bagian dari upaya Perusahaan in accordance with applicable standards. This
dalam mendukung akses air bersih yang layak serta program formed part of the Company’s efforts to
pengelolaan sumber daya air yang berkelanjutan. support access to adequate clean water as well as
the sustainable management of water resources.
Program Penanaman Pohon Nilai Penyaluran
Distribution Value Rp669.203.000
Tree Planting Program
TPB 15 Metadata 15.b.1 Asta Cita 8
Program Penanaman Pohon dilakukan Jasa Marga Tree Planting Program was carried out by Jasa Marga
untuk mendukung konservasi ekosistem darat to support terrestrial ecosystem conservation and
serta meningkatkan tutupan hijau di wilayah increase green coverage in areas surrounding toll
sekitar jalan tol. Program ini mencakup distribusi roads. This program included the distribution and
dan penanaman ribuan bibit pohon buah, bibit planting of thousands of tree seedlings, including
durian, hingga pohon mangrove di berbagai wilayah fruit trees, durian seedlings, and mangrove trees
seperti Pati, Cirebon, Bogor, dan Jakarta. Selain itu, across various regions such as Pati, Cirebon, Bogor,
Jasa Marga juga berkolaborasi dengan kelompok and Jakarta. In addition, Jasa Marga collaborated
tani dan komunitas lokal untuk memastikan with farmer groups and local communities to
keberlanjutan pemeliharaan pohon. Inisiatif ini ensure the sustainability of tree maintenance. This
membantu menjaga keseimbangan lingkungan, initiative contributed to maintaining environmental
mengurangi emisi, dan meningkatkan kualitas balance, reducing emissions, and improving air
udara. quality.
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Program Waste Management Nilai Penyaluran
Rp1.813.877.112
Waste Management Program Distribution Value
TPB 11, 12, 15 Metadata [11.1.1(a)]; [12.5.1.(a)]; [15.b.1] Asta Cita 3, 4, 6, 8
Program Waste Management difokuskan pada Waste Management Program was focused on more
pengelolaan sampah yang lebih efektif dan effective and sustainable waste management
berkelanjutan melalui pembangunan sarana through the development of waste processing
pengolahan sampah, bank sampah, serta facilities, waste banks, as well as the provision
penyediaan peralatan dan kendaraan kebersihan. of cleaning equipment and vehicles. In 2025,
Pada 2025, Jasa Marga mendukung pembangunan Jasa Marga supported the development of waste
sarana pengelolaan sampah di Rest Area KM management facilities at KM 88B Cipularang Rest
88B Cipularang, penyediaan waste dropbox di Area, the provision of waste drop boxes in office
lingkungan kantor dan rest area, pengembangan environments and rest areas, the development of
bank sampah di sejumlah wilayah, serta dukungan waste banks in several regions, and the provision
alat kebersihan bagi masyarakat. Program ini of cleaning equipment for local communities.
membantu meningkatkan kesadaran pengelolaan This program helped increase awareness of waste
sampah sejak sumbernya, mendorong ekonomi management at the source, promote a circular
sirkular, serta memperbaiki kualitas lingkungan economy, and improve the quality of residential
permukiman. environments.
Subtotal Pilar Lingkungan
Environmental Pillars Subtotal
Rp7.081.018.290
290 TOTAL
TOTAL Rp17.580.647.532
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Kepatuhan Terhadap Hukum dan Peraturan Compliance with Laws and Regulations
[GRI 2-27] [GRI 2-27]
Komitmen Perseroan dalam mematuhi seluruh peraturan The Company’s commitment to complying with all applicable
perundang-undangan yang berlaku telah memberikan dampak laws and regulations has resulted in positive outcomes for
positif bagi Perseroan. Sampai dengan akhir tahun 2025, tidak the Company. As of the end of 2025, there were no instances
terdapat kasus kasus ketidakpatuhan terhadap ketentuan of non-compliance with applicable laws and regulations,
hukum dan peraturan yang berlaku, termasuk peraturan di including environmental regulations, that resulted in either
bidang lingkungan hidup yang dapat menimbulkan sanksi monetary fines or non-monetary sanctions. In addition, the
denda maupun sanksi non-moneter. Selain itu, Perseroan Company recorded no human rights violations.
juga tidak mencatat adanya pelanggaran terhadap hak asasi
manusia.
Pengaduan Masyarakat [OJK F.24, GRI 2-16, 2-26, 413-1] Public Complaints [OJK F.24, GRI 2-16, 2-26, 413-1]
Perseroan telah menyediakan sarana pelaporan pelanggaran The Company has provided a violation reporting channel
(Whistleblowing System/WBS) sebagai wadah bagi para through the Whistleblowing System (WBS), which enables
pemangku kepentingan untuk melaporkan tindakan yang stakeholders to report any unlawful behavior or unethical
melanggar hukum maupun perilaku tidak etis. Fasilitas WBS acts. The Company has provided a WBS facility managed by
ini dikelola oleh pihak independen dan profesional, serta an independent and professional party, which can be used by
dapat diakses oleh seluruh Insan Jasa Marga maupun pihak all Jasa Marga Personnel and external parties since January
eksternal sejak 16 Januari 2013. 16, 2013.
Pengelolaan WBS dilakukan berdasarkan ketentuan dalam WBS management is carried out based on the Joint Decree of 291
Keputusan Bersama Direksi dan Dewan Komisaris PT Jasa the Board of Commissioners and Directors of PT Jasa Marga
Marga (Persero) Tbk Nomor KEP 149/IX/2024 dan Nomor 191/ (Persero) Tbk No. KEP 149/IX/2024 and No. 191/ KPTS/2024
KPTS/2024 tentang Pedoman Whistleblowing System PT Jasa concerning the Whistleblowing System of PT Jasa Marga
Marga (Persero) Tbk. (Persero) Tbk.
Masyarakat dapat melaporkan pengaduan melalui sarana/media pelaporan WBS melalui:
The public may submit complaints through the Whistleblowing System (WBS) reporting channels via:
E-mail
+62 21 3952 8855
jasamarga.wbs@tipoffs.info
PO BOX
3025 KP 10030 +62 8111 9785 03
Situs Web
https://idn.deloitte-halo.com/whistleblowing.tips/wbs/@jasamarga/
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Mekanisme saluran pengaduan WBS adalah sebagai berikut. The WBS complaint handling mechanism is as follows.
Bagan Alur Proses Sistem Pelaporan Pelanggaran
Whistleblowing System Flowchart
Telaah Awal oleh Tim WBS Dilaporkan ke Direksi
Memenuhi Kriteria
Early investigation by WBS Reported to Board of
Meeting the Criteria
Team Directors
Pelapor
Reporter Mematuhi Lanjutan
Dilaporkan ke Komisaris Meeting
Criteria to be
Diteruskan ke fungsi terkait Reported to Board of
Commissioners followed up
Forwarded to related function
Tanggapan
Feedback
Internal Investigasi Internal Khusus
Internal Investigation Special intern
Tim WBS
WBS Team
Laporan Hasil Investigasi
Report on Investigation Results
292
Penindakan sesuai dengan sistem & prosedur Putusan Direksi/
yang berlaku Komisaris
Punishment according to applicable system Decisions of Board
and procedure of Directors/
Commissioners
Berkas ditutup
Case closed
Keterangan / Information:
1. Pelaporan pelanggaran akan selalu mendapat feedback dan status atas laporan yang diberikan.
The reporter of violation will always get feedback and notificationon the status of report he/she submitted.
2. Alur pelaporan
Reporting Flow
Jika yang dilaporkan karyawan dan Dewan Komisaris, laporan ditujukan kepada tim WBS.
If the person reported is an employee or commissioner, the report is addresses to WBS Team.
Jika yang dilaporkan anggota Tim WBS, laporan ditujukan kepada Direksi.
If the person reported is a member of WBS, the report is addressed to the Board of Directors.
Jika yang dilaporkan Direksi, laporan ditujukan kepada Dewan Komisaris.
If the person reported is a director, the report is addressed to the Board of Commissioners.
Seluruh informasi yang masuk melalui WBS disampaikan All information received through the Whistleblowing System
kepada Direksi dan Dewan Komisaris untuk selanjutnya (WBS) is submitted to the Board of Directors and the Board of
ditindaklanjuti sesuai hasil putusan Direksi/Dewan Komisaris Commissioners for further follow-up in accordance with their
Perseroan. Perseroan menjamin perlindungan terhadap decisions. The Company ensures protection for whistleblowers
pelapor dari segala bentuk ancaman, intimidasi, ataupun from any form of threats, intimidation, or unpleasant
tindakan tidak menyenangkan dari pihak manapun selama treatment from any party, provided that confidentiality of the
pelapor menjaga kerahasiaan pelanggaran yang diadukan reported violations is maintained. In 2025, a total of 211 alleged
dari pihak manapun. Pada tahun 2025, terdapat 211 laporan violation reports were received through the WBS mechanism,
dugaan pelanggaran yang disampaikan melalui mekanisme of which 201 reports were categorized as outside the scope of
WBS. Dari jumlah tersebut, sebanyak 201 laporan masuk Jasa Marga’s WBS handling mechanism, while 10 reports fell
dalam kategori jenis pelanggaran di luar lingkup yang dapat within the WBS scope and were processed accordingly. Out
ditangani melalui mekanisme WBS Jasa Marga, dan sebanyak of these 10 reports, 9 have been completed (closed status),
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
10 laporan masuk dalam ruang lingkup WBS dan diproses while 1 report remained under investigation as of the end of
sesuai dengan mekanisme pelaporan WBS. Dari 10 laporan 2025, with all WBS reports ultimately submitted to the Board
masuk dalam kategori jenis pelanggaran dalam lingkup yang of Commissioners and Board of Directors for decision-making.
dapat ditangani melalui mekanisme WBS Jasa Marga, sebanyak
9 laporan telah selesai ditindaklanjuti (status laporan closed),
sedangkan sebanyak 1 laporan sampai dengan akhir tahun
2025 masih dalam proses pemeriksaan. Seluruh pengaduan
melalui WBS dan disampaikan ke Dewan Komisaris/Direksi
untuk mendapat keputusan.
Selain WBS, dalam rangka meningkatkan kualitas pengelolaan In addition to the Whistleblowing System (WBS), in order
usaha jalan tol, Perseroan juga menyediakan saluran to enhance the quality of toll road business management,
komunikasi yang dapat digunakan pemangku kepentingan the Company also provides communication channels that
dan masyarakat setempat untuk menyampaikan keluhan can be used by stakeholders and the local community to
atau tanggapan mereka terhadap dampak operasi Perseroan submit complaints or feedback regarding the impacts of
melalui Call Center 14080, situs web www.jasamarga.com the Company’s operations, through Call Center 14080, the
dan sosial media perusahaan. Perseroan berkomitmen website [www.jasamarga.com](http://www.jasamarga.com),
untuk memberikan solusi terbaik dengan mengedepankan and the Company’s social media platforms. The Company
musyawarah untuk mufakat dalam waktu sesingkat- is committed to providing the best solutions by prioritizing
singkatnya. Pengaduan masyarakat yang diterima Perseroan deliberation and consensus in the shortest possible time.
tercakupkan dalam mekanisme pengaduan yang dikelola oleh Public complaints received by the Company are included
Jasa Marga Tollroad Command Center (JMTC). in the complaint handling mechanism managed by the Jasa
Marga Tollroad Command Center (JMTC).
Tabel Jumlah Pengaduan Masyarakat
293
Table of Number of Public Complaints
Kenaikan (Penurunan)
Tujuan 2024-2025
2025 2024 2023
Purpose Increase (Decrease)
2024-2025
Meminta Informasi
52.930 60.227 73.788 -12%
Asking for Information
Memberikan Bantuan
107.525 60.227 84.018 79%
Giving Assistance
Memberi Informasi
16.855 16.527 15.394 2%
Providing Information
Pengajuan Keluhan/Pengaduan
711 679 1.032 5%
Submission of Complaints
Pemberian Saran
67 93 82 -28%
Giving Advice
Jumlah
Total 178.088 170.034 174.314 5%
Selanjutnya, melalui saluran pengaduan yang tersedia, Furthermore, through the available complaint channels,
pemangku kepentingan, khususnya pelanggan tidak hanya stakeholders—particularly customers—may not only submit
dapat menyampaikan keluhan terkait produk dan layanan, complaints regarding products and services, but also request
tetapi juga mengajukan permintaan informasi, permohonan information, seek assistance, provide information, and
bantuan, menyampaikan informasi, serta memberikan submit suggestions to Jasa Marga. Every request and inquiry
saran kepada Jasa Marga. Setiap permintaan dan informasi submitted by road users through the One Call Center 14080
yang disampaikan pengguna jalan melalui One Call Center is handled directly by Call Center Agents or Customer Service
14080 ditangani secara langsung oleh Agent Call Center atau Officers (CSO), while complaints, reports, and suggestions
Customer Service Officer (CSO). Sementara itu, keluhan, requiring further follow-up are forwarded through the Traffic
pengaduan, dan saran yang memerlukan penanganan lebih Information and Communication Supervisor of the Jasa Marga
lanjut oleh unit terkait diteruskan oleh Agent Call Center/CSO Tollroad Command Center (JMTC) using the integrated JMACT
melalui Supervisor Traffic Information and Communication application to ensure prompt action by the relevant units.
JMTC dengan memanfaatkan aplikasi terintegrasi JMACT, Specifically, assistance requests such as Mobile Customer
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sehingga unit terkait dapat segera melakukan tindak lanjut. Service (MCS), towing services, Highway Patrol (PJR), and
Khusus untuk permintaan bantuan, seperti bantuan petugas medical or ambulance services are recorded and submitted
Mobile Customer Service (MCS), petugas derek, Patroli Jalan directly to the relevant toll road sections through the
Raya (PJR), maupun layanan medis atau ambulans, seluruh TRACE (Track and Care) application, enabling a measurable
laporan dicatat dan disampaikan langsung kepada Ruas monitoring process from report receipt to the arrival of
terkait melalui Aplikasi Trace (Track and Care). Melalui sistem officers at the location, and all complaints received through
tersebut, proses penanganan bantuan dapat dipantau secara the One Call Center have been followed up and resolved.
terukur, mulai dari laporan diterima hingga petugas tiba
di lokasi pengguna jalan. Seluruh pengaduan yang masuk
melalui One Call Center telah ditindaklanjuti dan diselesaikan.
Selain melalui Call Center, masyarakat juga dapat In addition to the Call Center, the public may also submit
menyampaikan pengaduan melalui media sosial. Sepanjang complaints through social media channels. During the
periode pelaporan, tercatat sebanyak 1.795 pengaduan yang reporting period, a total of 1,795 complaints were received via
diterima melalui Direct Message akun resmi Instagram Jasa direct messages to Jasa Marga’s official Instagram account,
Marga, dan seluruhnya telah ditindaklanjuti. Pengaduan all of which were followed up accordingly. The complaints
yang disampaikan melalui media sosial tersebut tidak hanya submitted through social media not only included grievances
berupa keluhan, tetapi juga mencakup permintaan informasi but also requests for information and assistance.
dan bantuan.
Tabel Jumlah Pengaduan Masyarakat Tahun 2025
Table of Number of Public Complaints in 2025
Jumlah Pengaduan
294 Saluran Pengaduan Jenis Pengaduan yang Diterima Status Penyelesaian
Complaint Channel Complaint Types Number of Complaints Completion Status
Received
Sosial Media Permintaan bantuan derek kondisi darurat
45 100%
Emergency towing assistance request
Kebutuhan Informasi dan rekayasa lalu lintas
478 100%
Information and traffic engineering needs
Informasi tarif tol
248 100%
Toll rate information
Pengaduan kendaraan ODOL
124 100%
ODOL vehicle complaints
Pengaduan kesalahan sistem double deduck
56 100%
Double-duck system error complaints
Permintaan resi yang tidak tercetak
114 100%
Request for unprinted receipts
Informasi lowongan kerja dan proposal untuk Jasa Marga
17 100%
Job vacancy information and proposals for Jasa Marga
Pelaporan informasi yang terjadi di jalan tol
390 100%
Reporting information that occurs on toll roads
Pelaporan kondisi jalan tol rusak, kecelakaan, dan
kemacetan.
323 100%
Reporting damaged toll road conditions, accidents, and
congestion
Total 1.795 100%
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Tabel Jumlah Pengaduan melalui Whistleblowing System di Tahun 2025
Table of Number of Complaints through the Whistleblowing System in 2025
Status 31 Desember 2025
Media Laporan Jumlah Pelaporan December 31, 2025 Status
No
Media Report Number of Reports
Closed Open
1 Situs Web / Website 4 4 0
2 Surel / Email 194 194 0
3 SMS 0 0 0
4 WhatsApp 13 12 1
5 PO Box 0 0 0
Jumlah / Total 211 210 1
Tanggung Jawab Pengembangan Produk
dan/atau Jasa Keberlanjutan
Responsibility for the Development of Sustainable Products and/or Services
Inovasi dan Pengembangan Produk/Jasa Innovation and Development of 295
Pembangunan Berkelanjutan [OJK F.26] Sustainable Development Products/
Services [OJK F.26]
Perseroan terus berupaya untuk terus melakukan inovasi dan The Company continuously strives to innovate and develop
pengembangan produk/jasa pembangunan berkelanjutan. sustainable development products/services. In carrying out
Dalam menjalankan kegiatan operasinya, Perseroan juga its operations, the Company also innovates in improving
berinovasi dalam meningkatkan proses bisnis yang efektif effective and efficient business processes. This reflects the
dan efisien. Hal ini mencerminkan komitmen Perseroan Company’s commitment to continuously integrate technology
untuk terus mengintegrasikan teknologi dalam mendukung to support sustainability, improve efficiency, and provide
keberlanjutan, meningkatkan efisiensi, dan memberikan nilai added value to all stakeholders. The Company’s innovations
tambah bagi seluruh pemangku kepentingan. Inovasi yang are as follows.
dilakukan Perseroan adalah sebagai berikut.
Inovasi Operasional Operational Innovation
• Hybrid Wind Tree • Hybrid Wind Tree
Pada tahun 2025, PT Jasamarga Probolinggo Banyuwangi In 2025, PT Jasamarga Probolinggo Banyuwangi, a
yang merupakan APJT konstruksi melakukan inovasi construction subsidiary of APJT, implemented an
dengan pemasangan Hybrid wind tree yang memanfaatkan innovation through the installation of a Hybrid Wind Tree,
kombinasi antara tenaga angin dan tenaga surya untu which utilizes a combination of wind and solar energy
menghasilkan energi listrik yang dimanfaatkan untuk to generate electricity. The generated energy is used for
penerangan area parkir di kantor PT JPB. lighting the parking area at the PT JPB office.
Fenomena Angin Gending memiliki puncak pada bulan The Gending Wind phenomenon typically peaks between
Mei - September. Puncak kecepatan angin gending dapat May and September, with wind speeds reaching up to 7–8
berhembus hingga kecepatan 7-8 m/s. dan menimbulkan m/s. While this natural phenomenon presents renewable
dampak negatif seperti kerusakan infrastruktur. energy potential, it can also have negative impacts, such
as infrastructure damage.
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Inovasi dalam pemanfaat energi angin dan cahaya Innovation in the utilization of wind and solar energy
di sekitar Gending sebagai alternatif sumber energi. around Gending was developed as an alternative energy
Model Hybrid Wind Tree diadopsi dari Negara Prancis, source. The Hybrid Wind Tree model was adopted
penggunaanya sudah cukup masif. Dengan 35 solar petal from France, where its application has been widely
dan 30 aeroleaf yang berputar dengan kecepatan angin implemented. Equipped with 35 solar petals and 30
minum 2,5 m/s dan mampu menghasilkan energi listrik aeroleaves, the system operates at a minimum wind
maksimum 12,4 kW. Hybrid Wind Tree idesain untuk speed of 2.5 m/s and is capable of generating a maximum
meniru kekokohan sebuah pohon dan direkayasa untuk electrical output of 12.4 kW. The Hybrid Wind Tree is
memanfaatkan energi angin dan matahari, hybrid wind designed to mimic the strength of a tree and engineered
tree tidak hanya berfungsi sebagai pembangkit listrik, to harness both wind and solar energy. It functions not
tetapi juga sebagai simbol masa depan yang lebih hijau. only as a power generator but also as a symbol of a
greener future.
Implementasi dan penghargaan PT Jasa Marga (Persero) In its implementation, PT Jasa Marga (Persero) Tbk, through
Tbk melalui anak usahanya PT Jasamarga Probolinggo its subsidiary PT Jasamarga Probolinggo Banyuwangi (JPB),
Banyuwangi (JPB) meraih penghargaan Museum Rekor received a record from the Indonesian World Records
Dunia-Indonesia (MURI) atas penerapan inovasi energi Museum (MURI) for the application of renewable energy
terbarukan di lingkungan operasional jalan tol. innovation within its toll road operational environment.
• Optimalisasi Penggunaan Ruang Lembur Terpusat di • Optimization of Centralized Overtime Space at JMAS Jasa
Ruang JMAS Jasa Marga Akhlak Space Marga AKHLAK Space
Dalam rangka mendukung efisiensi operasional dan In order to support operational efficiency and energy
penghematan energi di lingkungan Kantor Pusat PT savings at the Head Office of PT Jasa Marga (Persero) Tbk,
Jasa Marga (Persero) Tbk khususnya Gedung A dan B, particularly Buildings A and B, the Company designated
296 Perusahaan menetapkan Ruang JMAS Jasa Marga Akhlak the JMAS Jasa Marga AKHLAK Space as a centralized
Space sebagai ruang lembur terpusat bagi seluruh overtime area for employees working beyond regular
karyawan yang melaksanakan kegiatan kerja di luar jam operating hours.
operasional.
Kebijakan ini bertujuan untuk mengoptimalkan This policy aims to optimize space utilization and
penggunaan ruang dan sumber daya listrik, mengingat electricity consumption, considering that overtime
selama ini aktivitas lembur sering dilakukan secara activities were previously conducted in separate rooms,
terpisah di berbagai ruangan kerja yang menyebabkan resulting in inefficient energy use such as simultaneous
penggunaan listrik tidak efisien, seperti penyalaan lampu, operation of lighting, air conditioning, and electronic
pendingin ruangan, dan perangkat elektronik di banyak devices across multiple locations.
titik secara bersamaan.
Untuk mendukung hal tersebut ada beberapa aspek To support this initiative, several key aspects of the
kegiatan yang perlu disiapkan di ruang lembur terpusat centralized overtime space were prepared, including:
antara lain:
1. Persiapan fasilitas dan peralatan kerja 1. Preparation of facilities and work equipment
2. Pengaturan energi dan penerangan 2. Energy and lighting management
3. Penataan ruang dan kebersihan 3. Space arrangement and cleanliness
4. Administrasi dan koordinasi pengguna kepada 4. Administration and user coordination with the room
penanggung jawab ruangan officer in charge
5. Keamanan dan pengawasan 5. Security and supervision
6. Membuat surat edaran dan sosialisasi kepada seluruh 6. Issuance of circular letters and socialization to all
karyawan kantor pusat head office employees
• Pemanfaatan limbah kulit buah menjadi Eco- • Utilization of Fruit Peel Waste into Eco-Enzyme
enzyme Fruit peel waste was processed into eco-
Hasil Eco-enzyme berupa cairan pembersih enzyme products, which were then utilized
lantai, sabun pencuci tangan dan pencuci piring, as environmentally friendly cleaning agents,
handsanitizer including floor cleaners, hand soap, dishwashing
liquid, and hand sanitizer. handsanitizer
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• Pemanfaatan limbah daun dan rumput • Utilization of leaf and grass waste along the
disepanjang ruas tol Serpong Cinere menjadi Serpong–Cinere toll road into organic fertilizer
pupuk organik Utilization of waste from grass cutting and
Pemanfaatan limbah hasil pemotongan rumput branches for organic fertilizer.
maupun dahan untuk pupuk organik
• Pemanfaatan Air Kolam Penampungan untuk Penyiraman • Utilization of Reservoir Water for Plant Irrigation
Tanaman
Sebagai upaya meningkatkan efisiensi penggunaan As an effort to improve resource efficiency and promote
sumber daya dan mendorong inovasi berkelanjutan, sustainable innovation, we have implemented a program
kami telah menerapkan program pemanfaatan air utilizing water from reservoir ponds as the main
dari kolam penampungan sebagai sumber utama source for plant irrigation at the Benda, Kunciran, and
penyiraman tanaman di lokasi Benda, Kunciran, dan Operational Office locations. This program is aligned with
Kantor Operasional. Program ini sejalan dengan pilar the Driving Sustainable Innovation pillar as it delivers a
Driving Sustainable Innovation karena menghadirkan more efficient, cost-saving, and environmentally friendly
solusi yang lebih efisien, hemat biaya, dan ramah solution. The use of internal water resources allows us to
lingkungan. Pemanfaatan air internal memungkinkan reduce dependence on external supply while also lowering
kami mengurangi ketergantungan pada suplai eksternal groundwater usage. This initiative opens opportunities
sekaligus menurunkan penggunaan air tanah. Inisiatif for replication in other areas and strengthens the
ini membuka peluang replikasi di wilayah lain dan culture of innovation within the workplace. From the
memperkuat budaya inovasi di lingkungan kerja. Dari Building Resilience aspect, this program enhances
aspek Building Resilience, program ini meningkatkan the Company’s resilience against fluctuations in water
ketahanan perusahaan terhadap fluktuasi kebutuhan air, demand, supply disruptions, and potential cost increases.
gangguan suplai, hingga potensi kenaikan biaya. Dengan With an alternative water source available, landscape
tersedianya sumber air alternatif, kegiatan pemeliharaan maintenance activities can continue to run smoothly 297
lanskap dapat tetap berjalan stabil tanpa interupsi, without interruption, ensuring the continuity of public
sehingga kontinuitas pelayanan publik tetap terjaga. services.
• Program Bantuan Tanggap Darurat Kepada Warga • Emergency Response Assistance Program for Communities
Terdampak Musibah Affected by Disasters
Sebagai bagian dari komitmen perusahaan menjaga As part of the Company’s commitment to maintaining
hubungan harmonis dengan masyarakat sekitar area harmonious relations with communities around the
operasional, kami telah melaksanakan program bantuan operational areas, we have implemented an assistance
kepada warga yang terdampak musibah di sekitar area program for residents affected by disasters near toll road
tol. Inisiatif ini merupakan contoh penerapan Driving areas. This initiative is an example of the application
Sustainable Innovation dalam bentuk inovasi sosial. of Driving Sustainable Innovation in the form of social
Kami mengembangkan pendekatan komunikasi yang innovation. We developed a responsive, empathetic,
responsif, empatik, dan proaktif sehingga dapat menjaga and proactive communication approach to maintain
kepercayaan publik serta meminimalkan potensi public trust and minimize potential social escalation. We
eskalasi isu sosial. Kami membangun hubungan sosial also build more adaptive social relationships. From the
yang lebih adaptif. Dari perspektif Building Resilience, Building Resilience perspective, this program strengthens
program ini memperkuat ketahanan sosial perusahaan. the Company’s social resilience. By fostering positive
Dengan membina hubungan positif dengan masyarakat, relationships with the community, the Company has a
perusahaan memiliki fondasi dukungan yang kuat ketika strong support foundation when facing future incidents or
menghadapi insiden atau tantangan di kemudian hari. Hal challenges, thereby reducing social risks that may affect
ini turut mengurangi risiko sosial yang dapat berpengaruh operational continuity.
terhadap kelancaran operasional.
• Program Beautifikasi • Beautification Program
Program beautifikasi jalan tol dijalankan sebagai upaya The toll road beautification program was carried out to
meningkatkan kualitas lingkungan di koridor jalan tol improve environmental quality along toll road corridors
melalui pengelolaan vegetasi dan area hijau. Kehadiran through vegetation and green area management. The
tanaman dan penataan lanskap berfungsi membantu presence of plants and landscape arrangement helps
menjaga kebersihan udara di sekitar area jalan tol maintain air cleanliness around the toll road area and
serta mendukung penurunan konsentrasi polutan, supports the reduction of pollutant concentrations,
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termasuk emisi CO yang dihasilkan kendaraan. Selain including CO emissions from vehicles. In addition,
itu, elemen vegetasi dapat berperan sebagai buffer zone vegetation elements act as a buffer zone that helps
yang membantu meredam tingkat kebisingan dari lalu reduce traffic noise levels. Green space arrangement
lintas. Penataan ruang hijau juga memberi nilai estetika also adds aesthetic value to the toll road area, making
tambahan pada kawasan jalan tol, sehingga lingkungan the environment more organized and comfortable for
terlihat lebih tertata dan nyaman bagi pengguna jalan road users and surrounding communities. Through this
maupun masyarakat sekitar. Melalui pendekatan ini, approach, the beautification program contributes to the
program beautifikasi berkontribusi pada penerapan implementation of sustainable innovation in infrastructure
sustainable innovation dalam pengelolaan infrastruktur, management, while also supporting resilience building by
sekaligus mendukung resilience building dengan creating a more adaptive and well-functioning toll road
menciptakan koridor jalan tol yang lebih adaptif dan corridor under various environmental conditions.
berfungsi baik dalam berbagai kondisi lingkungan.
Inovasi Terkait Produk Product Related Innovations
• Penggantian Penggunaan BBM solar dengan Compress • Substitution of Diesel Fuel (BBM Solar) with Compressed
Natural Gas (CNG) Natural Gas (CNG)
Perseroan juga berinovasi dengan mengganti penggunaan The Company also innovated by replacing diesel fuel (BBM
BBM solar dengan Compress Natural Gas (CNG) sebagai solar) with Compressed Natural Gas (CNG) as the heating
bahan dasar pemanasan aspal pada Asphalt Mixing Plant fuel for asphalt production at the Asphalt Mixing Plant
(AMP). Inovasi ini bertujuan untuk mengurangi emisi (AMP). This innovation aims to reduce carbon emissions,
karbon, menjadikan proses pemanasan lebih ramah make the heating process more environmentally friendly,
lingkungan dan mengurangi dampak negatif terhadap and minimize negative environmental impacts without
lingkungan tanpa mengurangi kualitas hasil produksi. compromising production quality. The Company has
298 Perseroan telah berhasil menerapkan penggunaan successfully implemented the full use of CNG as a heating
Compress Natural Gas (CNG) secara penuh sebagai sumber source at the AMP. The implementation has shown optimal
pemanas pada Asphalt Mixing Plant (AMP). Penerapan ini results, with stable heating temperatures and consistent
menunjukkan hasil yang optimal, dengan stabilitas suhu performance during both asphalt production and
pemanasan yang baik dan kinerja yang konsisten selama distribution processes. In addition to improving energy
proses produksi maupun distribusi aspal ke proyek. efficiency, the use of CNG also reduces carbon emissions
Selain memberikan efisiensi energi, penggunaan CNG and environmental impact, in line with the Company’s
juga mengurangi emisi karbon dan dampak lingkungan, commitment to cleaner and more sustainable operations.
sejalan dengan komitmen Perseroan terhadap operasi
yang lebih bersih dan berkelanjutan.
• Penggunaan Aspal PG70 • Use of PG70 Asphalt
Perseroan menggunakan aspal PG 70 yang memiliki The Company uses PG70 asphalt, which has high
ketahanan tinggi terhadap beban lalu lintas dan tekanan resistance to traffic loads and vehicle pressure, stability
kendaraan, stabilitas dalam berbagai kondisi cuaca, serta under various weather conditions, and strong resistance
resistensi tinggi terhadap oksidasi akibat paparan sinar to oxidation due to UV exposure and environmental
UV dan elemen lingkungan, sehingga memperpanjang usia elements, thereby extending road service life. In 2025,
layanan jalan. Pada tahun 2025, melalui fasilitas AMP PT through the AMP facility of PT JMTM, the Company has
JMTM, Perseroan telah membuka opsi penggunaan Aspal introduced the option of using PG70 asphalt in projects
PG 70 pada proyek-proyek yang memerlukan spesifikasi requiring high-performance asphalt specifications. The
aspal berkinerja tinggi. Hasil penerapan di beberapa implementation results in several projects show that PG70
proyek menunjukkan bahwa PG 70 memberikan kinerja performs well in handling traffic loads and temperature
baik dalam menghadapi beban lalu lintas dan variasi variations, supporting the Company’s efforts to enhance
suhu, sehingga mendukung upaya Perseroan dalam quality and continuous innovation in road infrastructure.
meningkatkan mutu dan inovasi berkelanjutan di bidang
infrastruktur jalan.
• Pengembangan Ruang Terbuka Hijau (RTH) • Development of Green Open Space (RTH)
Perseroan terus berupaya untuk mendukung The Company continues to support the development of
pengembangan Ruang Terbuka Hijau (RTH) melalui Green Open Space (RTH) through the planting of various
penanaman berbagai jenis tanaman, seperti Trembesi, tree species such as Trembesi, Mahogany, and Butterfly
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Mahoni dan Pohon Bunga Kupu-Kupu untuk menyerap Flower trees to absorb CO₂, reduce noise, and mitigate
CO2, mengurangi kebisingan dan mengatasi kesilauan. glare. The Company also collaborates with educational
Perseroan juga menjalin kerja sama dengan instansi institutions to design carbon capture-based green
pendidikan untuk merancang RTH berbasis carbon open spaces. The research entitled “Planning of Carbon
capture. Penelitian berjudul “Perencanaan Ruang Capture-Based Green Open Space in Toll Road Corridors
Terbuka Hijau berbasis Carbon Capture di Koridor Jalan (Case Study: Jagorawi Toll Road)” conducted by Dr. Ir.
Tol (Studi Kasus Tol Jagorawi)” yang dilakukan oleh Dr. Ir. Anita Sitawati Wartaman, M.Si was completed in 2025.
Anita Sitawati Wartaman, M.Si telah selesai dilaksanakan The study was developed based on the inventory of
pada tahun 2025. Penelitian ini disusun berdasarkan biophysical data, including topography, soil type, climate
inventarisasi data biofisik, meliputi kondisi topografi, conditions, existing vegetation, and Average Daily Traffic
jenis tanah, iklim, jumlah vegetasi eksisting, serta data (ADT) data in the study area. The results show that the
Lalu Lintas Harian Rata-Rata (LHR) di wilayah studi. Hasil RTH design integrates ecological, safety, and aesthetic
penelitian menunjukkan bahwa desain RTH dirumuskan aspects through the selection of high carbon-absorbing
dengan mengintegrasikan aspek ekologi, keselamatan, plant species. This design also supports Jasa Marga’s
dan estetika melalui pemilihan tanaman berdaya serap Environmental (E) indicators in promoting sustainable
karbon tinggi. Rancangan ini sekaligus mendukung greening efforts and climate change mitigation.
indikator Environmental (E) Jasa Marga dalam mendorong
upaya penghijauan berkelanjutan dan mitigasi perubahan
iklim.
• Implementasi dan Sertifikasi iRAP (International Road • Implementation and Certification of iRAP (International
Assessment Programme) Road Assessment Programme)
Dalam upaya meningkatkan keselamatan jalan tol, In efforts to improve toll road safety, the Company has
Perseroan mengadopsi standar internasional melalui adopted international standards through the iRAP
sertifikasi iRAP (International Road Assessment (International Road Assessment Programme) certification. 299
Programme). Dengan penggunaan kendaraan Hawkeye By using the accredited Hawkeye 2000 vehicle, the Company
2000 yang terakreditasi, Perseroan mampu melakukan is able to conduct surveys, analysis, and reporting in
survei, analisis dan pelaporan sesuai standar iRAP. Selain accordance with iRAP standards. In addition, the Company
itu, Perseroan telah tersertifikasi dalam empat standar has been certified under four international standards,
internasional, yaitu ISO 37001:2016 (Sistem Manajemen namely ISO 37001:2016 (Anti-Bribery Management System),
Anti Penyuapan), ISO 9001:2015 (Manajemen Mutu), ISO ISO 9001:2015 (Quality Management), ISO 14001:2015
14001:2015 (Manajemen Lingkungan), dan ISO 45001:2018 (Environmental Management), and ISO 45001:2018
(Kesehatan dan Keselamatan Kerja). Pada tahun 2025, (Occupational Health and Safety). In 2025, the AMTD team
tim AMTD sedang melaksanakan proses sertifikasi iRAP. is in the process of obtaining iRAP certification. To date,
Hingga saat ini, kami telah menyelesaikan tahap Essential the Essential Training stage of iRAP has been completed,
Training iRAP, dan seluruh peserta dari AMTD dinyatakan and all AMTD participants have successfully passed this
lulus pada tahap tersebut. Selanjutnya, proses akan stage. The process will continue to the Survey, Coding, and
berlanjut ke tahapan sertifikasi Survei, Coding, dan Vida Vida Analysis certification stages.
Analysis.
• Implementasi Smart PJU (Penerangan Jalan Umum Cerdas) • Implementation of Smart Public Street Lighting (Smart
PJU)
Smart PJU dilengkapi dengan sensor dan perangkat lunak Smart PJU is equipped with sensors and advanced software
canggih untuk mengoptimalkan penggunaan energi, to optimize energy usage, simplify operations, improve
menyederhanakan operasi, meningkatkan akurasi, accuracy, minimize risks, and reduce costs, time, and
meminimalkan risiko serta mengurangi biaya, waktu dan human resources by automating routine street lighting
sumber daya manusia dengan mengotomatisasi inspeksi inspections and control. The system is capable of adjusting
lampu jalan secara rutin pengaturan lampu. Sistem ini light intensity based on traffic needs, thereby improving
mampu menyesuaikan intensitas cahaya berdasarkan energy efficiency. Smart PJU has met the Minimum
kebutuhan lalu lintas, sehingga meningkatkan efisiensi Service Standards (SPM), with street lighting operational
energi. Smart PJU telah memenuhi Standar Pelayanan performance reaching 100% and a repair response time
Minimal (SPM) dengan tingkat operasional lampu jalan of less than 2x24 hours. This implementation has been
mencapai 100% dan waktu tanggap perbaikan kurang applied on the Jagorawi, Cipularang, and Padaleunyi toll
dari 2x24 jam. Implementasi ini telah dilakukan di ruas tol road sections.
Jagorawi, Cipularang dan Padaleunyi.
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• Penggantian Penggunaan BBM solar dengan Compress • Substitution of Diesel Fuel (BBM Solar) with Compressed
Natural Gas (CNG) Natural Gas (CNG)
Perseroan juga berinovasi dengan mengganti penggunaan The Company has also innovated by replacing diesel
BBM solar dengan Compress Natural Gas (CNG) sebagai fuel (BBM solar) with Compressed Natural Gas (CNG)
bahan dasar pemanasan aspal pada Asphalt Mixing Plant as the primary heating fuel for asphalt production at
(AMP). Inovasi ini bertujuan untuk mengurangi emisi the Asphalt Mixing Plant (AMP). This innovation aims to
karbon, menjadikan proses pemanasan lebih ramah reduce carbon emissions, make the heating process more
lingkungan dan mengurangi dampak negatif terhadap environmentally friendly, and minimize environmental
lingkungan tanpa mengurangi kualitas hasil produksi. impacts without compromising production quality.
• Penggunaan Aspal Modifikasi Performance Grade • Use of Performance Grade Modified Asphalt
Perseroan menggunakan aspal modifikasi performance The Company uses performance grade modified asphalt,
grade yang memiliki ketahanan tinggi terhadap beban lalu which has high resistance to traffic loads and vehicle
lintas dan tekanan kendaraan, stabilitas dalam berbagai pressure, stability under various weather conditions, and
kondisi cuaca, serta resistensi tinggi terhadap oksidasi strong resistance to oxidation due to UV exposure and
akibat paparan sinar UV dan elemen lingkungan, sehingga environmental elements, thereby extending road service
memperpanjang usia layanan jalan. life.
• Pengembangan Ruang Terbuka Hijau (RTH) • Development of Green Open Space (RTH)
Perseroan terus berupaya untuk mendukung The Company continues to support the development
pengembangan Ruang Terbuka Hijau (RTH) melalui of Green Open Space (RTH) through the planting of
penanaman berbagai jenis tanaman, seperti Cemara various tree species such as Sea Pine, Frangipani, and
Laut, Kamboja dan Bougenville untuk menyerap CO2, Bougainvillea to absorb CO₂, reduce noise, and mitigate
mengurangi kebisingan dan mengatasi kesilauan. glare. The Company also collaborates with educational
300 Perseroan juga menjalin kerja sama dengan instansi institutions to design carbon capture-based green open
pendidikan untuk merancang RTH berbasis carbon spaces.
capture.
• Implementasi dan Sertifikasi IRAP (International Road • Implementation and Certification of iRAP (International
Assessment Programme) Road Assessment Programme)
Dalam upaya meningkatkan keselamatan jalan tol, In efforts to improve toll road safety, the Company has
Perseroan mengadopsi standar internasional melalui adopted international standards through the iRAP
sertifikasi iRAP (International Road Assessment (International Road Assessment Programme) certification.
Programme). Dengan penggunaan kendaraan Hawkeye By using the accredited Hawkeye 2000 vehicle, the
2000 yang terakreditasi, Perseroan mampu melakukan Company is able to conduct surveys, analysis, and
survei, analisis dan pelaporan sesuai standar iRAP. Tim reporting in accordance with iRAP standards. The AMTD
AMTD JMTM juga melaksanakan penambahan personil JMTM team has also increased certified personnel, where
tersertifikasi, dimana seluruh peserta pada tahun all participants in 2025 successfully completed the
2025 dinyatakan lulus Essential Training iRAP dan akan Essential Training iRAP and will proceed to Road Survey
dilanjutkan dengan sertifikasi Road Survey Accreditation. Accreditation certification.
• Travoy GO • Travoy GO
Travoy GO merupakan sistem transaksi tol nirsentuh Travoy GO is a contactless toll transaction system based
berbasis RFID yang terkoneksi dengan smartphone on RFID technology that is connected to road users’
pengguna jalan. Pengembangan Travoy GO ini bertujuan smartphones. The development of Travoy GO aims to
untuk mendukung kelancaran dan percepatan layanan support smoother and faster toll transaction services.
transaksi jalan tol. Travoy GO telah hadir di 100 titik di Travoy GO has been implemented at 100 locations in the
area Jabotabek dan Bali. Sampai dengan Triwulan IV Jabotabek and Bali areas. As of Q4 2025, a total of 43,807
Tahun 2025, total stiker RFID yang sudah terdistribusi RFID stickers have been distributed.
adalah sebanyak 43.807 stiker.
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• Travoy pay • Travoy Pay
Travoy pay merupakan produk digital yang dikembangkan Travoy Pay is a digital product developed by JMTO that
oleh JMTO yang menawarkan berbagai fitur pembayaran offers various payment features such as Point of Sales
seperti Point of Sales (POS), Payment Point Online (POS), Payment Point Online Banking, and a “Take n Go”
Banking, serta solusi “Take n Go” yang memungkinkan solution that enables toll road users to make payments
pengguna jalan tol melakukan pembayaran secara lebih more quickly and efficiently. Travoy Pay is supported by
cepat dan efisien. Travoy pay memiliki Payment Gateway a Payment Gateway (PG) that provides, processes, and
(PG) yang menyediakan, memproses, dan mengelola manages the digital payment ecosystem between JMTO,
ekosistem pembayaran digital antara JMTO, Source of Sources of Funds, and Merchants, particularly for server-
Fund, dan Merchant khususnya terkait dengan transaksi based digital payment transactions. The main features
melalui pembayaran digital berbasis server. Adapun fitur- of the JMTO PG development include Fraud Detection
fitur utama yang disediakan pada pengembangan PG JMTO System, Reconciliation, Settlement, and Disbursement.
ini adalah fitur Fraud Detection System, Reconciliation, The development of the JMTO PG has been approved
Settlement, dan Disbursement. Pengembangan PG JMTO by Bank Indonesia on 7 December 2022. As of Q4 2025,
telah diberikan persetujuan oleh Bank Indonesia pada 7 the JMTO PG is in the commercial stage integrated with
Desember 2022. Sampai dengan Triwulan IV Tahun 2025, Travoy Pay in the Travoy application, and efforts are being
PG JMTO dalam tahap komersil yang terintegrasi dengan made to expand additional Sources of Funds (SoF) with
Travoy pay pada Travoy apps, serta sedang dilakukan other banks and e-wallet providers to increase payment
upaya penambahan Source of Fund (SoF) dengan bank channels and methods.
dan e-wallet lain untuk semakin memperbanyak kanal
dan metode pembayaran.
• Travoy park • Travoy Park
Travoy park merupakan pengembangan bisnis JMTO dalam Travoy Park is a JMTO business development in the parking
bidang pengelolaan parkir yang memiliki keunggulan management sector that offers contactless parking 301
transaksi parkir nirsentuh berbasis RFID, sehingga transactions based on RFID technology, allowing vehicle
pengguna kendaraan tidak perlu melakukan tapping kartu users to pass through Gate In and Gate Out without
pada saat berada di Gate In dan Gate Out. Sampai dengan tapping a card. As of Q4 2025, Travoy Park has been
Triwulan IV Tahun 2025 telah dilakukan implementasi implemented at RS Brawijaya Duren Tiga, Parahyangan
Travoy park di RS Brawijaya Duren Tiga, Universitas Katolik Catholic University, and the Jasa Marga Head Office.
Parahyangan, Kantor Pusat Jasa
Inovasi Terkait Teknologi Informasi Innovations Related to Information
Technology
• Travoy • Travoy
Travoy merupakan platform layanan pelanggan Travoy is an integrated digital customer service platform
digital terpadu yang menjadi kanal utama interaksi that serves as the main channel of interaction between
antara Perseroan dan pengguna jalan tol. Aplikasi ini the Company and toll road users. This application
menyediakan beragam fitur layanan perjalanan, seperti provides various travel service features, such as real-time
informasi lalu lintas real-time, lokasi Tempat Istirahat traffic information, Rest and Service Area (TIP) locations,
dan Pelayanan (TIP), serta kanal pengaduan dan bantuan as well as complaint and emergency assistance channels.
darurat. Pengembangan Travoy diarahkan menjadi The development of Travoy is directed toward becoming
ecosystem-based platform yang terintegrasi dengan data an ecosystem-based platform integrated with JMTC
operasional JMTC dan sistem transportasi cerdas lainnya, operational data and other intelligent transportation
guna memberikan layanan yang lebih proaktif, personal, systems, in order to deliver services that are more
dan responsif terhadap kebutuhan pengguna. proactive, personalized, and responsive to user needs.
• Jasa Marga Integrated Digitalmap (JID) • Jasa Marga Integrated Digitalmap (JID)
JID merupakan platform peta digital berbasis web dan JID is a web- and mobile-based digital mapping platform
mobile yang menyediakan fitur monitoring lalu lintas that provides real-time traffic monitoring features
secara real-time yang terintegrasi dengan peralatan integrated with field information and communication
sisinfokom di lapangan seperti CCTV, RTMS, VMS, Speed systems (infocom) equipment such as CCTV, RTMS, VMS,
Camera, Traffic Counting, dan sebagainya. Saat ini aplikasi Speed Cameras, Traffic Counting systems, and others.
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JID masih terus dikembangkan agar dapat meningkatkan Currently, the JID application continues to be developed
kinerja operasional perusahaan menjadi semakin efektif to improve the Company’s operational performance in a
dan efisien sehingga dapat meningkatkan kepuasan more effective and efficient manner, thereby enhancing
pelanggan jalan tol. toll road user satisfaction.
• Jasa Marga Integrated Maintenance Management System • Jasa Marga Integrated Maintenance Management System
(JIMMS) (JIMMS)
JIMMS merupakan platform database digital berbasis JIMMS is a web-based digital database platform that
web yang memuat seluruh data dan informasi terkait contains all data and information related to preservation
Layanan Preservasi mulai dari inventarisasi aset, services, ranging from asset inventory, inspection, to
inspeksi, hingga penanganan secara terintegrasi untuk maintenance handling in an integrated manner, to ensure
tercapainya penyampaian informasi laporan layanan effective delivery of preservation service reports that are
preservasi yang efektif dan berguna dalam kebutuhan useful for company evaluation purposes. Currently, the
evaluasi perusahaan. Saat ini aplikasi JIMMS masih terus JIMMS application continues to be developed to improve
dikembangkan guna meningkatkan layanan preservasi di preservation services within the Company, thereby
perusahaan sehingga meningkatkan kepuasan pelanggan increasing toll road user satisfaction.
jalan tol.
• Riset Sistem Pendeteksi Lubang pada Jalan Tol • Road Surface Pothole Detection System Research
Merupakan sistem berbasis Artificial Intelligence (AI) This is an Artificial Intelligence (AI)-based system capable
yang dapat mendeteksi dan mengklasifikasikan jenis of detecting and classifying types of road damage such as
kerusakan jalan seperti lubang yang nantinya diharapkan potholes, which is expected to support the road damage
dapat membantu proses inspeksi kerusakan di jalan tol. inspection process on toll roads. This research is intended
Dengan adanya riset ini dapat memudahkan inspektor to assist inspectors in identifying road surface damage
302 dalam menemukan kerusakan permukaan jalan pada more efficiently. The faster inspectors detect road
jalan tol. Semakin cepat inspektor menemukan kerusakan damage, the faster the repair process can be carried out,
pada jalan, maka penanganan kerusakan jalan diharapkan thereby ensuring that Minimum Service Standards can be
menjadi semakin cepat sehingga pemenuhan Standar met effectively and efficiently.
Pelayanan Minimal dapat dipenuhi dengan efektif dan
efisien.
• Riset Sistem Pendeteksi Slot Parkir • Parking Slot Detection System Research
Merupakan sistem berbasis Artificial Intelligence (AI) yang This is an Artificial Intelligence (AI)-based system capable
dapat mengidentifikasi slot atau area parkir yang tersedia of identifying available parking slots or areas, which is
yang nantinya akan menjadi solusi kepadatan slot expected to provide a solution to parking congestion in
parkir di rest area. Dengan adanya riset ini diharapkan rest areas. This research aims to help reduce congestion
kepadatan di rest area dapat lebih terurai dan pengguna in rest areas and make it easier for toll road users to
jalan tol dapat lebih mudah dalam mengetahui jumlah identify the number of available parking spaces at each
slot parkir yang tersedia di setiap rest area. rest area.
• Implementasi dan Sertifikasi ISO 27001 (Sistem • Implementation and Certification of ISO 27001
Manajemen Keamanan Informasi) (Information Security Management System)
Jasa Marga terus berkomitmen untuk mendukung tujuan Jasa Marga remains committed to supporting sustainability
keberlanjutan dengan mengintegrasikan praktik tata objectives by integrating good information technology
kelola teknologi informasi yang baik melalui implementasi governance practices through the implementation
dan sertifikasi ISO 27001 (Sistem Manajemen Keamanan and certification of ISO 27001 (Information Security
Informasi sebagai standar internasional untuk sistem Management System) as an international standard for
manajemen keamanan informasi. Hal ini memastikan information security management systems. This ensures
perlindungan data yang komprehensif, mitigasi risiko siber, comprehensive data protection, cyber risk mitigation,
serta transparansi dalam pengelolaan informasi dalam and transparency in information management within the
Perusahaan. Jasa Marga telah berhasil mendapatkan Company. Jasa Marga obtained ISO 27001:2013 certification
sertifikasi ISO 27001:2013 oleh Badan Sertifikasi pada from a certification body in 2021 and conducted ISO
tahun 2021 serta surveillance ISO 27001:2022 Lingkup 27001:2022 surveillance covering JM Click operational and
Operasional dan Pengembangan JM Click serta Keamanan development scope as well as physical security of the
Fisik Data Center pada tahun 2025. Data Center in 2025.
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• Implementasi Undang-Undang Pelindungan Data Pribadi • Implementation of the Personal Data Protection Law (UU
(UU PDP) PDP)
Sebagai bentuk kepatuhan terhadap Undang-Undang As a form of compliance with Law No. 27 of 2022 concerning
sebagaimana UU nomor 27 tahun 2022 tentang Pelindungan Personal Data Protection, Jasa Marga has implemented a
Data Pribadi, Jasa Marga telah melakukan impelementasi series of policies and procedures to ensure the secure,
serangkaian kebijakan dan prosedur untuk memastikan transparent, and regulatory-compliant management
pengelolaan data pribadi yang aman, transparan, dan of personal data. Through this initiative, the Company
sesuai dengan regulasi. Melalui inisiatif ini, perusahaan not only mitigates the risk of privacy breaches but also
tidak hanya memitigasi risiko pelanggaran privasi, tetapi strengthens stakeholder trust, in line with the Governance
juga memperkuat kepercayaan pemangku kepentingan, principle in ESG for ethical and sustainable operations.
sejalan dengan prinsip Governance dalam ESG untuk
operasional yang beretika dan berkelanjutan.
• Enhancement Aplikasi E-Procurement • Enhancement of the E-Procurement Application
Perseroan telah melakukan enhancement/pengembangan The Company has carried out enhancements to the
pada aplikasi E-Procurement. Enhancement dilakukan E-Procurement application. The enhancements were
pada 3 (tiga) modul aplikasi yaitu Modul Daftar Rekanan implemented across three application modules, namely
Jasa Marga (DRJM), Modul Rencana Umum Pengadaan the Jasa Marga Partner Registration Module (DRJM), the
(RUP), dan Modul E-Tender. General Procurement Plan (RUP) Module, and the E-Tender
Module.
• Dashboard ESG • ESG Dashboard
Perseroan telah mengembangkan dashboard ESG yang The Company has developed an ESG dashboard that
menampilkan capaian kinerja Perseroan pada aspek presents the Company’s performance achievements in
Ekonomi, Lingkungan Hidup, Sosial, dan Tata Kelola Economic, Environmental, Social, and Governance aspects 303
selama 3 tahun ke belakang. Dashboard ini dapat over the past three years. This dashboard supports
membantu Manajemen dalam memantau dan mengambil Management in monitoring and making decisions related
keputusan terkait strategi keberlanjutan Perseroan. to the Company’s sustainability strategy.
• Enhancement Website Perseroan (Menu Keberlanjutan) • Enhancement of the Company Website (Sustainability
Menu)
Perseroan telah melakukan enhancement/pengembangan The Company has enhanced the sustainability menu on
menu keberlanjutan pada website Perseroan. Pada its corporate website. This menu presents the Company’s
menu tersebut ditampilkan kinerja dan komitmen ESG performance and commitments. The purpose of
Perseroan pada aspek ESG. Tujuan ditampilkannya this sustainability menu is not only to fulfill reporting
menu keberlanjutan selain untuk memenuhi kewajiban obligations but also to demonstrate transparency,
pelaporan juga untuk menunjukkan transparansi, accountability, and the Company’s long-term commitment
tanggung jawab, dan komitmen jangka panjang to ESG aspects.
perusahaan terhadap aspek ESG.
Inovasi Terkait Human Capital Innovations Related to Human Capital
• Digitalisasi Konfirmasi Data Karyawan • Employee Data Confirmation Digitalization
Digitalisasi konfirmasi data karyawan yang merupakah The digitalization of employee data confirmation is the
ikhtiar Perseroan dalam menjaga kualitas dan keamanan Company’s initiative to maintain the quality and security
data Karyawan. Digitalisasi konfirmasi data karyawan of employee data. The employee data confirmation
menjadi salah satu fitur baru pada aplikasi JM-Click yang digitalization feature is one of the new functions in the
mendigitalisasi proses konfirmasi data yang sebelumnya JM-Click application, which digitizes the confirmation
bergantung pada formulir kertas dan/atau digital pihak process that was previously reliant on paper-based forms
ketiga yang dikelolas terpusat serta berbasis self-service. and/or third-party digital forms managed centrally, and is
now self-service based.
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About Report Sustainability Strategy Sustainability Performance Highlight
• Inovasi ini menghadirkan beberapa manfaat utama: • This innovation provides several key benefits:
a) Akurasi dan Integritas Data yang lebih tinggi karena a) Higher data accuracy and integrity, as data is validated
data divalidasi langsung oleh Karyawan, menciptakan directly by employees, creating a single source of
single source of truth; truth;
b) Efisiensi Operasional drastis yang dapat menghemat b) Significant operational efficiency by saving time
waktu karena proses administratif berulang; through the reduction of repetitive administrative
processes;
c) Pengalaman Karyawan (Employee Experience) yang c) Improved Employee Experience through easier access
lebih baik melalui kemudahan akses dan kontrol real- and real-time control of personal data;
time atas data pribadi;
d) Kepatuhan dan Keamanan yang lebih kuat berkat d) Stronger compliance and security supported by
audit trail digital, data masking dan kemampuan digital audit trails, data masking, and comprehensive
pelacakan yang lengkap untuk memenuhi regulasi. traceability to meet regulatory requirements.
• Travel Management System • Travel Management System
Perseroan telah mengimplementasikan inovasi pada The Company has implemented innovation in business
pengelolaan perjalanan dinas dengan mengubah sistem travel management by transforming the system from
dari manual menjadi berbasis digital. Transformasi ini manual to digital-based. This transformation provides
memberikan beberapa manfaat utama: several key benefits:
a) Efisiensi Waktu: Proses pengajuan, persetujuan, a) Time efficiency: The process of submission, approval,
hingga pelaporan perjalanan dinas kini dilakukan and reporting of business travel is now carried out
secara cepat melalui platform sistematis yaitu JM quickly through a systematic platform, namely JM
Click. Click.
b) Transparansi Biaya: Dengan sistem digital, seluruh b) Cost transparency: With a digital system, all travel
304 biaya perjalanan dapat dilacak dan dioptimalkan, expenses can be tracked and optimized, reducing
mengurangi potensi inefisiensi atau pemborosan. potential inefficiencies or waste.
c) Ramah Lingkungan: Dengan meminimalkan c) Environmental friendliness: By minimizing the use of
penggunaan dokumen fisik, inovasi ini mendukung physical documents, this innovation supports paper
pengurangan limbah kertas, selaras dengan prinsip waste reduction, in line with sustainability principles.
keberlanjutan.
• Presensi Berbasis Face Detection • Face Detection-Based Attendance System
Inovasi lain yang dilakukan adalah pengembangan Another innovation implemented is the development
sistem presensi yang sebelumnya sudah berbasis digital, of an attendance system that was previously digital-
namun kini ditingkatkan dengan teknologi Face Detection. based and has now been enhanced with Face Detection
Pengembangan ini memberikan keunggulan berupa technology. This development provides higher accuracy
akurasi dan keamanan yang lebih tinggi, yang mana and security, as Face Detection ensures attendance data
teknologi Face Detection memastikan data kehadiran is more accurate and less susceptible to manipulation
lebih akurat dan sulit untuk dimanipulasi dibandingkan compared to previous digital methods.
metode digital sebelumnya.
• Dashboard Human Capital • Human Capital Dashboard
Perseroan juga telah mengembangkan Dashboard Human The Company has also developed a Human Capital
Capital, sebuah inovasi yang memungkinkan pengelolaan Dashboard, an innovation that enables more integrated
data karyawan secara lebih terintegrasi dan transparan. and transparent employee data management. This
Dashboard ini berfungsi sebagai alat analitik yang dashboard functions as an analytical tool supporting
mendukung pengambilan keputusan strategis dalam strategic decision-making in human resource
pengelolaan sumber daya manusia. management.
a) Integrasi Data: Semua informasi terkait karyawan, a) Data integration: All employee-related information,
seperti data presensi, evaluasi kinerja, pelatihan, such as attendance data, performance evaluations,
dan pengembangan karier, dapat diakses dalam training, and career development, can be accessed
satu platform yaitu JM-Click versi web yang mudah in a single platform, namely the JM-Click web version,
digunakan. which is user-friendly.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
b) Pemantauan Real-Time: Manajemen dapat memantau b) Real-time monitoring: Management can monitor
berbagai metrik karyawan secara real-time, various employee metrics in real time, facilitating
mempermudah identifikasi tren dan pengambilan trend identification and decision-making.
keputusan.
c) Efisiensi Proses HR: Dengan otomatisasi beberapa c) HR process efficiency: By automating several manual
proses manual, seperti pelaporan dan analisis data processes, such as employee reporting and data
karyawan, dashboard ini membantu manajemen analysis, this dashboard helps management focus on
fokus pada tugas strategis lainnya. other strategic tasks.
d) Dukungan Keberlanjutan: Digitalisasi pengelolaan d) Sustainability support: The digitalization of employee
data karyawan ini mengurangi penggunaan dokumen data management reduces the use of physical
atau laporan fisik karena laporan kini bisa diakses documents or reports, as reports can now be accessed
kapanpun melalui gadget. anytime via digital devices.
Inovasi-inovasi yang dilakukan menunjukkan komitmen These innovations demonstrate the Company’s commitment
Perseroan terhadap efisiensi, keberlanjutan dan peningkatan to efficiency, sustainability, and the enhancement of toll road
pelayanan jalan tol. Dengan pencapaian berbagai standar services. Through the achievement of various international
internasional, Perseroan terus memperkuat perannya dalam standards, the Company continues to strengthen its role in
menjaga keselamatan, kenyamanan dan keberlanjutan ensuring safety, comfort, and environmental sustainability, in
lingkungan, sejalan dengan misi pembangunan berkelanjutan. line with the sustainable development agenda.
Produk/Jasa yang Sudah Dievaluasi Products/Services that Have Been
Keamanannya Bagi Pelanggan Safety-Evaluated for Customers
[OJK F.27, GRI 416-1, 416-2] [OJK F.27, GRI 416-1, 416-2]
305
Perseroan memahami bahwa keberadaan lubang pada The Company understands that the presence of potholes on
jalan tol dapat meningkatkan risiko kecelakaan bagi para toll roads may increase the risk of accidents for road users.
pengguna. Selain itu, Perseroan juga menyadari bahwa In addition, the Company recognizes that well-maintained
kualitas permukaan jalan yang terjaga dengan baik akan road surface quality supports travel time efficiency, thereby
mendukung efisiensi waktu tempuh, sehingga memudahkan facilitating mobility between locations. Therefore, the
mobilitas dari satu lokasi ke lokasi lainnya. Oleh karena itu, Company is committed to providing reliable, safe, and
Perseroan berkomitmen menghadirkan jalan tol yang andal, comfortable toll roads through the implementation of a Zero
aman, dan nyaman melalui penerapan program Zero Pothole Pothole program to ensure the absence of potholes on road
guna memastikan tidak adanya lubang pada permukaan jalan. surfaces. All toll road management practices are carried
Seluruh praktik pengelolaan jalan tol yang dilakukan mengacu out in accordance with Ministerial Regulation No. 16 of 2014
pada Peraturan Menteri No. 16 Tahun 2014 tentang Standar concerning Toll Road Minimum Service Standards (SPM). All
Pelayanan Minimal (SPM) Jalan Tol. Seluruh (100%) produk/ (100%) products/services have been evaluated for safety in
jasa sudah dievaluasi keamanannya sesuai dengan SPM. accordance with SPM.
PT Jasamarga Tollroad Maintenance (PT JMTM) merupakan PT Jasamarga Tollroad Maintenance (PT JMTM) is a subsidiary of
entitas anak PT Jasa Marga (Persero) Tbk yang bergerak di PT Jasa Marga (Persero) Tbk engaged in toll road maintenance.
bidang pemeliharaan jalan tol. Untuk mewujudkan jalan tol In order to realize pothole-free toll roads, PT JMTM has
yang bebas dari lubang, PT JMTM membentuk Tim Penanganan established Pothole Handling Teams in each toll road section
Lubang di masing-masing ruas jalan tol yang dikelola PT managed by the company. In accordance with the Toll Road
JMTM. Sesuai dengan Standar Pelayanan Minimal (SPM) Jalan Minimum Service Standards (SPM), toll road conditions must
Tol mengatur bahwa kondisi jalan tol harus bebas dari lubang, be free of potholes, with a maximum tolerance for pothole
dengan toleransi pemenuhan temuan lubang (jika terjadi repair of 2x24 hours from the time the defect is identified.
pembentukan lubang di atas permukaan jalan tol) adalah
2x24 jam.
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About Report Sustainability Strategy Sustainability Performance Highlight
Sepanjang tahun 2025, Tim Patching telah melakukan Throughout 2025, the Patching Team carried out maintenance of
penanganan jalan tol yang berlubang sebanyak 1.091.143,51 potholes on toll roads covering a total area of 1,091,143.51 meters,
meter dengan biaya penanganan sebesar Rp1.339.499,63. with a total maintenance cost of Rp1,339,499.63.
Tabel Penanganan Ruas Jalan Tol Berlubang
Table of Potholed Toll Road Section Handling
Kenaikan
Cabang/Ruas 2025 2024 2023 (Penurunan)
Branch/Section (meter) (meter) (meter) Increase (Decrease)
2024-2025
Jagorawi 151.530,77 20.339,65 27.867,00 645,0%
Jakarta-Cikampek 177.701,01 68.429,00 122.603,00 159,7%
Cawang-Tomang-Cengkareng, Sedyatmo & Jakarta-
92.434,65 50.817,35 17.553,00 81,9%
Tangerang
Purbaleunyi 447.996,67 51.415,03 33.164,00 771,3%
Palimanan-Kanci 15.560,55 9.861,25 16.169,00 57,8%
Semarang Seksi A,B,C 65.174,91 22.379,00 12.379,00 191,2%
Surabaya-Gempol 3.698,48 2.448,87 2.527,41 51,0%
Belawan-Medan-Tanjung Morawa 27.717,92 16.548,30 40.674,00 67,5%
306
JORR & Ulujami-Pondok Ranji 109.328,55 24.722,53 13.333,00 342,2%
Jumlah
1.091.143,51 266.960,98 290.858,00 308,7%
Total
Tabel Biaya Penanganan Ruas Jalan Tol Berlubang
Table of Handling Costs for Potholed Toll Road Sections
2025 2024 2023 Kenaikan
Cabang/Ruas (dalam jutaan (dalam jutaan (dalam jutaan (Penurunan)
Branch/Section rupiah) rupiah) rupiah) Increase (Decrease)
(in IDR millions) (in IDR millions) (in IDR millions) 2024-2025
Jagorawi 148.479,43 67.556,76 85.319,01 119,8%
Jakarta-Cikampek 207.822,15 278.296,46 363.740,88 -25,3%
Cawang-Tomang-Cengkareng, Sedyatmo & Jakarta-
104,172,69 202.448,94 136.171,53 -48,5%
Tangerang
Purbaleunyi 464.476,25 177.404,42 172.753,73 161,8%
Palimanan-Kanci 64.620,62 41.941,39 52.971,11 54,1%
Semarang Seksi A,B,C 32.624,46 28.801,81 26.885,07 13,3%
Surabaya-Gempol 71.483,51 2.701,20 2.637,84 2.546,4%
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
2025 2024 2023 Kenaikan
Cabang/Ruas (dalam jutaan (dalam jutaan (dalam jutaan (Penurunan)
Branch/Section rupiah) rupiah) rupiah) Increase (Decrease)
(in IDR millions) (in IDR millions) (in IDR millions) 2024-2025
Belawan-Medan-Tanjung Morawa 28.875,93 39.673,26 56.048,63 -27,2%
JORR & Ulujami-Pondok Ranji 216.944,59 133.119,360 104.952,70 63,0%
Jumlah
1.339.499,63 971.943,60 1.001.480,50 37.8%
Total
Perseroan memahami bahwa kondisi konstruksi jalan tol The Company recognizes that pothole conditions on toll
yang berlubang dapat menimbulkan dampak negatif serta road pavement may cause negative impacts and pose risks
membahayakan pengendara maupun pengguna jalan. Selain to drivers and road users. In addition, toll road capacity and
itu, kapasitas jalan tol dan tingkat pencahayaan pada malam lighting conditions at night are also important factors affecting
hari juga merupakan faktor penting yang berpengaruh terhadap user comfort and safety. As a mitigation measure against
kenyamanan dan keselamatan pengguna. Sebagai langkah these potential risks, the Company undertakes improvements
mitigasi atas potensi risiko tersebut, Perseroan melakukan in toll road construction quality as well as optimization of
peningkatan kualitas konstruksi jalan tol serta optimalisasi road capacity and lighting. These efforts are expected to
kapasitas dan penerangan jalan. Upaya ini diharapkan mampu minimize negative impacts while providing positive benefits,
meminimalkan dampak negatif sekaligus memberikan manfaat particularly in supporting travel time efficiency and the
positif, terutama dalam mendukung efisiensi waktu tempuh smooth mobility of toll road users.
dan kelancaran mobilitas para pengguna jalan tol.
Dalam peningkatan kualitas konstruksi jalan tol, Perseroan In improving toll road construction quality, the Company 307
senantiasa berupaya untuk memberikan layanan terbaik continuously strives to deliver the best services to customers,
kepada konsumen, termasuk di dalamnya untuk menciptakan including ensuring comfort, safety, and smooth traffic flow
kenyamanan, keamanan dan kelancaran di jalan tol. Upaya on toll roads. These efforts are implemented through several
ini diwujudkan Perseroan dengan menjaga kualitas jalan tol programs as follows:
yang dikelola dengan melakukan berbagai program sebagai
berikut:
1. Scrapping Filling Overlay (SFO) dan Rekonstruksi 1. Scrapping, Filling, Overlay (SFO) and Pavement
Perkerasan Reconstruction
Perseroan terus berupaya memberikan kenyamanan, The Company continuously strives to provide comfort,
keamanan, dan kelancaran bagi pengguna jalan tol safety, and smooth traffic flow for toll road users through
melalui program Scrapping Filling Overlay (SFO) dan the Scrapping, Filling, Overlay (SFO) and Pavement
Rekonstruksi Perkerasan untuk menjaga kualitas jalan tol Reconstruction programs to maintain the quality of toll
yang tersebar di seluruh ruas. Pada tahun 2025, Perseroan roads across all sections. In 2025, the Company allocated
telah merealisasikan dana untuk kegiatan tersebut funds for these activities under Jasa Marga Induk
ruas Jasa Marga Induk mencapai Rp640.650.783.909,80 amounting to Rp640,650,783,909.80 for SFO activities
untuk kegiatan Scrapping Filling Overlay (SFO) dan dana and Rp698,848,848,737.70 for pavement reconstruction
untuk kegiatan rekonstruksi perkerasan sebesar Rp activities.
698,848,848,737.70
2. Peningkatan Estetika dan Beautifikasi Jalan Tol 2. Improvement of Toll Road Aesthetics and Beautification
Peningkatan estetika dan beautifikasi juga berperan Enhancement of aesthetics and beautification also plays
penting dalam meningkatkan kenyamanan berkendara di an important role in improving driving comfort on toll
jalan tol. Beberapa bentuk kegiatan yang dapat dilakukan roads. Several activities to improve aesthetics along toll
untuk meningkatkan estetika pada ruas jalan tol road sections include painting and replacing guardrails
meliputi pengecatan dan penggantian guardrail railing and concrete barriers in the median divider, greening
serta concrete barrier di median pembatas jalan tol, activities, as well as arranging plants and trees in toll gate
penghijauan serta penataan tanaman dan pohon di area areas, toll road right-of-way areas, and rest areas. During
gerbang tol, ruang manfaat jalan tol (rumajatol), dan area 2025, Jasa Marga incurred costs of Rp25,753,505,923.50 for
tempat istirahat. Selama tahun 2025, Jasa Marga telah these activities.
mengeluarkan dana untuk kegiatan tersebut mencapai Rp
25,753,505,923.50
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About Report Sustainability Strategy Sustainability Performance Highlight
3. Penerangan Jalan Tol 3. Toll Road Lighting
Hingga akhir tahun 2025, Perseroan telah melakukan By the end of 2025, the Company had carried out the
preservasi 15.950 titik lampu penerangan jalan tol berupa preservation of 15,950 toll road lighting points, consisting
pemasangan lampu PJU baru sebanyak 373 titik dan of the installation of 373 new street lighting units (PJU) and
penggantian lampu PJU sebanyak 1.277 titik. Jasa Marga the replacement of 1,277 PJU units. Jasa Marga incurred
telah mengeluarkan biaya untuk penerangan jalan tol costs for toll road lighting amounting to Rp6,944,536,421
sebesar Rp6.944.536.421 dan Biaya Pemasangan dan and installation and replacement costs amounting to
Pergantian Lampu sebesar Rp43.577.162.945. Rp43,577,162,945.
Selain meningkatkan kualitas konstruksi jalan tol, Perseroan In addition to improving toll road construction quality,
juga senantiasa meningkatkan kapasitas baik pada jalan the Company continuously enhances the capacity of both
maupun gerbang tol. Peningkatan pelayanan tersebut roadways and toll gates. These service improvements
difokuskan pada modernisasi sistem pengoperasian dan focus on the modernization of operational systems and
peningkatan kapasitas gerbang tol. Modernisasi dilakukan the enhancement of toll gate capacity. The modernization
secara bertahap dengan menerapkan Elektronifikasi (100% is implemented gradually by applying full electronic toll
non tunai) pada seluruh gerbang tol Jasa Marga. Pada tahun collection (100% cashless) across all Jasa Marga toll gates. In
2025 investasi yang dikeluarkan untuk peningkatan kapasitas 2025, the investment allocated for road and toll gate capacity
jalan dan gerbang tol mencapai Rp 250,265,756,036.10. enhancement reached Rp250,265,756,036.10.
Kendaraan dengan muatan berlebih menjadi salah satu faktor Overloaded vehicles are one of the main causes of road
utama penyebab kerusakan jalan, meningkatnya risiko kecelakaan, damage, increased accident risks, and traffic disruption
serta gangguan kelancaran lalu lintas akibat kendaraan yang due to vehicles traveling below the minimum speed limit
melaju di bawah batas kecepatan minimum (under speed). Untuk (under speed). To address this issue, the Company routinely
mengatasi hal tersebut, Perseroan secara rutin melaksanakan conducts integrated enforcement operations to control
308 operasi terpadu guna menertibkan kendaraan overload dengan overloaded vehicles in collaboration with the Transportation
berkolaborasi bersama Dinas Perhubungan dan Kepolisian. Agency and the Police. These activities aim not only to reduce
Kegiatan ini tidak hanya bertujuan menekan potensi kerusakan infrastructure damage and accident risks, but also to promote
infrastruktur dan risiko kecelakaan, tetapi juga mendorong disciplined driving behavior, thereby ensuring smooth, safe,
terciptanya budaya tertib berlalu lintas, sehingga kondisi jalan tol and comfortable toll road conditions for all users.
tetap lancar, aman, dan nyaman bagi seluruh pengguna.
Kendaraan Muatan Berlebih
Overloaded Vehicles
Cabang/Ruas Kenaikan (Penurunan) 2024-2025
2025 2024 2023
Branch/Section Increase (Decrease) 2024-2025
Surabaya-Gempol - 24 37 -100%
Jakarta-Tangerang-Cengkareng 203 258 270 -21%
Jagorawi 90 160 136 -44%
Palimanan-Kanci 19 17 15 12%
Jakarta-Cikampek 66 - 104 100%
Purbaleunyi 272 220 177 24%
JORR Non S 39 373 226 -90%
Semarang ABC 264 14 68 1786%
Balmera 130 52 28 150%
Batang-Semarang 135 28 26 382%
Solo-Ngawi 65 17 52 282%
Ngawi-Kertosono 5 40 7 -88%
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Cabang/Ruas Kenaikan (Penurunan) 2024-2025
2025 2024 2023
Branch/Section Increase (Decrease) 2024-2025
Surabaya-Mojokerto - - 8 0%
JORR 2 144 76 107 89%
Semarang-Solo - 18 - -100%
Gempol-Pasuruan - 31 - -100%
Pandaan-Malang 16 12 - 33%
Balikpapan-Samarinda - - 1 0%
Kualanamu-Tebing Tinggi 52 133 - -61%
Jumlah Kendaraan
1.500 1.473 575 2%
Number of Vehicles
Berbagai program peningkatan kualitas konstruksi jalan Various toll road construction quality improvement programs
tol telah diimplementasikan Jasa Marga untuk memberikan have been implemented by Jasa Marga to provide the best
produk dan layanan yang terbaik bagi pengguna jalan products and services for toll road users. These programs have
tol. Program yang telah diimplementasikan juga dapat also contributed to improving user service quality and road
meningkatkan layanan dan keselamatan pengguna jalan. Jasa safety. Jasa Marga also operates truck sweepers and bridge
Marga juga mengoperasikan truck sweeper dan armada bridge inspection vehicles to conduct periodic inspections of high-
inspection untuk melakukan inspeksi secara periodik pada rise bridge assets. However, traffic accidents on toll roads still
aset-aset jembatan tinggi. Meskipun demikian, masih terjadi occur due to various other factors. Based on the Company’s 309
kecelakaan di jalan tol yang disebabkan oleh berbagai faktor data on toll road accidents, road-related factors play a very
lain. Sesuai dengan data yang dimiliki Perseroan tentang small role as a cause of accidents. The factors contributing
kecelakaan di jalan tol menunjukkan faktor jalan sangat kecil to accidents include drivers, vehicles, environment, road
perannya sebagai penyebab terjadinya kecelakaan. Faktor- conditions, and others. In 2025, a total of 1,017 accidents
faktor yang menjadi penyebab terjadinya kecelakan antara occurred, resulting in 1,926 victims.
lain: pengemudi, kendaraan, lingkungan, jalan dan lainnya.
Pada tahun 2025, telah terjadi kecelakaan sebanyak 1.017
kecelakaan dengan korban 1.926 orang.
Di sisi lain, Perseroan juga senantiasa berupaya untuk On the other hand, the Company continues to make efforts
meningkatkan keselamatan jalan tol. Adapun upaya Perseroan to improve toll road safety. The Company’s initiatives are as
sebagai berikut. follows.
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About Report Sustainability Strategy Sustainability Performance Highlight
Upaya Peningkatan Keselamatan Jalan Tol
Toll Road Safety Improvement Initiatives
Penerapan Teknologi Technology Implementation
01 • Pengawasan kendaraan lebih beban dengan • Vehicle overload monitoring using Weigh in
Weigh in Motion terintegrasi dengan ETLE Motion integrated with ETLE (6 locations), as
(6 Lokasi) dan Jembatan Timbang statis dan well as static weighbridge and mobile truck
moveable truck scale scale
• Penerapan Motorway Incident Detection and • Implementation of Motorway Incident
Automatic Signaling (MIDAS) untuk deteksi dini Detection and Automatic Signaling (MIDAS)
kecelakaan di jalan tol for early detection of accidents on toll roads
• Pengawasan kendaraan overspeed dengan • Overspeed vehicle monitoring using speed
speed camera (26 unit) dan penerapan Incedent cameras (26 units) and implementation of
Management System IMS (20 Unit) untuk deteksi Incident Management System (IMS) (20 units)
dini hambatan lalu lintas dan percepatan for early detection of traffic obstructions and
penanganan faster response handling
Pemasangan Saranan Keselamatan Jalan Road Safety Facilities Installation
02 • Penyedia parkir untuk kendaraan angkutan • Parking provision for freight vehicles at Rest and
barang di Tempat Istirahat dan pelayanan Service Areas
• Jalur penyelamatan darurat • Emergency escape lanes
• Safety barrier, Roller barrier dan crush cushion • Safety barriers, roller barriers, and crash cushions
• Marka profil dan singing road • Profile markings and road signing
• Rambu elektronik dan lane control signal • Electronic signage and lane control signals
• Pemasangan rubber cone, water barrier, • Installation of rubber cones, water barriers,
310 perambuan batas kecepatan, dan safety car saat speed limit signage, and safety cars during
contraflow contraflow operations
Audit Keselamatan Jalan Road Safety Audit
03 • Melakukan audit keselamatan jalan Kerjasama • Conducting road safety audits in collaboration
dengan KNKT with KNKT
• Assessment jalan dengan standar internasional • Road assessment using the international iRAP
iRAP (international road assessment program) di (International Road Assessment Programme)
5 ruas jalan tol (Jagorawi, Soedijatmo, Cipularang, standard across 5 toll road sections (Jagorawi,
Dalam Kota, JORR Pondok Aren - Ulujami) Soedijatmo, Cipularang, Inner City, JORR Pondok
Aren–Ulujami)
Kampanye Keselamatan Safety Campaigns
04 Sosialisasi dan kampanye keselamatan berkendara Dissemination and campaigns on safe driving
(melalui temu pelanggan, safety driving, workshop, (through customer meetings, safety driving programs,
maupun media seperti DMS, medos, spanduk, dsb) workshops, as well as media such as Dynamic
Message Signs (DMS), social media, banners, etc.).
Peningkatan Kompetensi Petugas Improvement of Personnel Competency
05 Peningkatan kompetensi petugas layanan lalu lintas Enhancement of traffic service personnel
melalui Roadster Rescue Competition (kompetisi competencies through the Roadster Rescue
keterampilan kecepatan dan keselamatan dalam Competition (a skills competition focusing on
evakuasi kecelakaan) yang rutin diadakan setiap speed and safety in accident evacuation), which is
tahun dengan tema dan kesulitan yang berbeda held annually with different themes and levels of
difficulty.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Kesiapan Infrastruktur Jalan Tol Terhadap Angkutan Logistik
Readiness of Toll Road Infrastructure for Logistics Transportation
Perkerasan Jalan Tol yang Aman Dilalui Kendaraan Non-Gol. I
Safe Toll Road Pavement for Non-Class I Vehicles
Perkerasan jalan tol dirancang untuk mendukung operasional kendaraan angkutan
logistik dengan mempertimbangkan kapasitas beban dan dimensi kendaraan sesuai
ketentuan teknis yang berlaku.
Infrastruktur perkerasan dibangun agar mampu memberikan tingkat layanan optimal
selama kendaraan yang melintas memenuhi spesifikasi sebagai berikut:
• Lebar maksimal 2,25 meter
Sesuai Permen PUPR Nomor 13 Tahun 2024 • Panjang maksimal 18 meter
tentang Kelas Jalan • Tinggi maksimal 4,2 meter
• Muatan Sumbu Terberat (MST) 10 ton (naik dari sebelumnya 8 ton)
Toll road pavement is designed to support logistics transportation operations by
considering vehicle load capacity and dimensions in accordance with applicable technical
regulations.
The pavement infrastructure is constructed to provide optimal service levels provided
that passing vehicles meet the following specifications:
• Maximum width of 2.25 meters
• Maximum length of 18 meters
• Maximum height of 4.2 meters
• Maximum axle load (MST) of 10 tons (increased from the previous 8 tons)
311
Fasilitas Untuk Kend Non-Gol. I di Tempat Istirahat dan Pelayanan
Facilities for Non-Class I Vehicles at Rest and Service Areas
Tempat Istirahat dan Pelayanan (TIP) Jalan
Tol memiliki ruang parkir khusus untuk
kendaraan berat yang dilengkapi dengan
fasilitas istirahat untuk pengemudi guna
mendukung ekosistem logistik jalan tol
yang aman, efisien, dan berkelanjutan.
Selain ruang parkir khusus, Penyediaan
fasilitas khusus angkutan barang antara
lain: tempat istirahat pengemudi, toilet,
tenant, parkir khusus muatan B3 di
sebanyak 32 rest area JM Group
Toll Road Rest and Service Areas (TIP)
provide dedicated parking spaces for
heavy vehicles, equipped with driver rest
facilities to support a safe, efficient, and
sustainable toll road logistics ecosystem. In
addition to dedicated parking areas, special
facilities for freight transportation are
also provided, including driver rest areas,
toilets, commercial tenants, and dedicated
parking for hazardous and toxic materials
KM 88 A KM 207 A KM 725 A
(B3) vehicles across 32 JM Group rest areas.
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Pada tahun 2025, Jasa Marga melakukan penyusunan Master In 2025, Jasa Marga developed a Toll Road Safety Master
Plan Keselamatan Jalan Tol bekerja sama dengan pihak Plan in collaboration with academics from the University
Akademisi dari Universitas Indonesia yang menargetkan of Indonesia, targeting improvements in the safety system
perbaikan sistem keselamatan dan melibatkan beberapa and involving multiple stakeholders. In efforts to improve
stakeholder di dalamnya. Dalam upaya perbaikan lokasi accident-prone locations, in addition to implementing
rawan kecelakaan, selain pemenuhan rekomendasi recommendations from the National Transportation Safety
keselamatan KNKT, Jasa Marga juga berupaya melakukan Committee (KNKT), Jasa Marga also focuses on enhancing
peningkatan dan pemeliharaan sarana perlengkapan jalan, and maintaining road safety equipment, road infrastructure,
infrastruktur jalan dan pemanfaatan teknologi. Salah satu and the utilization of technology. One of the technologies
teknologi yang digunakan adalah Incident Management implemented is the Incident Management System, an
System yang merupakan pengembangan terkait pemantauan advancement for monitoring incidents on toll roads using
insiden di jalan tol dengan menggunakan CCTV yang dipasang CCTV installed along toll road sections at 175 locations. This
di sepanjang jalan tol di sebanyak 175 lokasi. Sehingga system enables monitoring previously conducted by Mobile
observasi yang dilakukan oleh Mobile Customer Service (MCS) Customer Service (MCS) patrols to be replaced by CCTV-based
dapat digantikan dengan pemantauan melalui CCTV yang surveillance, thereby reducing fuel consumption from MCS
berdampak pada pengurangan konsumsi BBM kendaraan MCS vehicles used for routine patrols along the toll road network.
untuk patrol rutin menyusuri ruas jalan.
Selain itu, sebagai program Tanggung Jawab Sosial & In addition, as part of its Environmental and Social
Lingkungan, Jasa Marga juga rutin menyelengarakan kampanye Responsibility program, Jasa Marga regularly conducts road
berkeselamatan dengan tema yang berbeda setiap tahun (co: safety campaigns with different themes each year (e.g.,
Eco Driving, Defensive Driving, dsb) berisi rangkaian kegiatan Eco Driving, Defensive Driving), consisting of safety driving
seperti safety driving training, talkshow, dan kompetisi training, talk shows, and competitions to improve driving
untuk meningkatkan keselamatan berkendara di jalan tol. safety on toll roads. In addition to programs for drivers,
312 Selain menyelenggarakan program untuk pengemudi, secara Jasa Marga also periodically implements skill enhancement
berkala, Jasa Marga juga melakukan program peningkatkan programs for operational personnel, including training such
keterampilan untuk petugas operasional. Program yang as First Aid in Emergency Situations (PPGD), accident victim
dilakukan berupa berbagai pelatihan, seperti: Penanganan rescue, and handling of vehicle breakdowns on the road.
Pertama Gawat Darurat (PPGD), penyelamatan korban
kecelakaan, mengatasi kendaraan yang mengalami gangguan
di jalan.
Atas berbagai komitmen dan upaya Perseroan untuk As a result of the Company’s commitment and efforts to
memberikan keselamatan pengguna jalan tol, pada tahun ensure toll road user safety, in 2025 there were no incidents
2025, tidak terdapat insiden ketidakpatuhan terkait dengan of non-compliance related to safety standards in toll road
praktik standar keselamatan dalam pengelolaan jalan tol. management practices.
Kecelakaan di Jalan Tol
Toll Road Accidents
Jenis Kecelakaan Kenaikan (Penurunan) 2024-2025
2025 2024 2023
Types of Accidents Increase (Decrease) 2024-2025
Kecelakaan Satu Kendaraan (Tunggal)
456 463 440 -2%
One-Vehicle Accident (Single)
Kecelakaan Dua Kendaraan
570 598 708 -5%
Two-vehicle Accident
Kecelakaan Beruntun
118 111 91 6%
Multiple-Vehicle Accident
Jumlah Kecelakaan
1.144 1.172 1.239 -2%
Number of Accident
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Jumlah Korban
Number of Victims
Jenis Kecelakaan Kenaikan (Penurunan) 2024-2025
2025 2024 2023
Types of Accidents Increase (Decrease) 2024-2025
Korban Luka Ringan
1.144 1.381 1.349 -17%
Minor Injury Victims
Korban Luka Berat
543 676 664 -20%
Seriously Injured Victims
Korban Meninggal
193 197 193 -2%
Victims Died
Jumlah Korban
1.880 2.254 2.206 -17%
Total Victims
Penyebab Kecelakaan di Jalan Tol
Causes of Toll Road Accidents
Jenis Kecelakaan Kenaikan (Penurunan) 2024-2025
2025 2024 2023
Types of Accidents Increase (Decrease) 2024-2025
Pengemudi
987 1.033 1.059 -4%
Driver
Kendaraan
157 135 170 16%
Vehicle 313
Lingkungan
0 4 10 -100%
Environment
Jumlah Kasus
1.144 1.172 1.239 -2%
Number of Cases
Terkait dengan faktor penyebab kecelakaan dari aspek Regarding accident causation factors from the environmental
lingkungan, perlu diberikan penjelasan tambahan agar lebih aspect, additional clarification is provided to improve readers’
mudah dipahami oleh pembaca laporan. Faktor lingkungan understanding of the report. These environmental factors may
ini dapat mencakup kondisi yang berada di luar kendali include conditions beyond the Company’s control, such as:
perusahaan, seperti:
• kendaraan berhenti • Stopped vehicles
• penyeberang • Pedestrians crossing
• asap kendaraan • Vehicle exhaust smoke
• asap lingkungan • Environmental smoke
• kamtib • Security and public order conditions (Kamtib)
• hewan • Animals
• material jalan • Road materials/debris
Faktor Pengemudi: Driver factors:
• kurang antisipasi • Lack of anticipation
• lengah • Inattentiveness
• mengantuk • Drowsiness
• mabuk • Driving under the influence of alcohol
• tidak tertib • Non-compliance with traffic rules
Faktor Kendaraan: Vehicle factors:
• Ban pecah • Tire burst
• Selip • Skidding
• Rem blong • Brake failure
• Kerusakan mesin • Engine failure
• kerusakan mekanis • Mechanical failure
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Faktor Jalan: Road factors:
• Kerusakan jalan • Road damage
• perlengkapan jalan • Road equipment
• perbaikan jalan • Road maintenance activities
Jasa Marga menerapkan Incident Management System yang Jasa Marga implements the Incident Management System, an
merupakan pengembangan terkait pemantauan insiden enhancement for monitoring incidents on toll roads using
di jalan tol dengan menggunakan CCTV yang dipasang di CCTV installed along the toll road network. This system enables
sepanjang jalan tol. Sehingga observasi yang dilakukan monitoring previously conducted by Mobile Customer Service
oleh Mobile Customer Service (MCS) dapat digantikan (MCS) patrols to be replaced by CCTV-based surveillance,
dengan pemantauan melalui CCTV yang berdampak pada resulting in reduced fuel consumption from MCS vehicles
pengurangan konsumsi BBM kendaraan MCS untuk patrol used for routine patrols along toll road sections. Jasa Marga
rutin menyusuri ruas jalan. Jasa Marga juga melakukan also conducts workshops and socialization programs related
workshop dan sosialisasi terkait Eco Driving. Eco Driving to Eco Driving. Eco Driving is a driving awareness initiative
merupakan sosialisasi cara mengemudi yang bertujuan untuk aimed at optimizing fuel consumption efficiency while also
mengoptimalkan konsumsi bahan bakar secara efisien serta contributing to reducing the risk of road accidents.
berperan mengurangi risiko kecelakaan di jalan raya.
Atas kecelakaan yang terjadi, Jasa Marga secara rutin In response to traffic accidents, Jasa Marga regularly conducts
menggelar program keselamatan berkendara bersertifikat certified defensive driving safety programs involving private
yang melibatkan para pengemudi kendaraan pribadi maupun vehicle drivers and public transport bus drivers. This initiative
pengemudi bus angkutan umum. Kegiatan ini bertujuan untuk aims to strengthen orderly traffic behavior and enhance
meningkatkan budaya tertib berlalu lintas dan pelayanan optimal road user services. In addition to programs for drivers,
pengguna jalan secara maksimal. Selain menyelenggarakan Jasa Marga also periodically implements skill enhancement
314 program untuk pengemudi, secara berkala, Jasa Marga juga programs for operational personnel. These programs include
melakukan program peningkatkan keterampilan untuk various trainings such as First Aid in Emergency Situations
petugas operasional. Program yang dilakukan berupa (PPGD), accident victim rescue, and handling of vehicle
berbagai pelatihan, seperti: Penanganan Pertama Gawat breakdowns on the road.
Darurat (PPGD), penyelamatan korban kecelakaan, mengatasi
kendaraan yang mengalami gangguan di jalan.
Atas berbagai komitmen dan upaya Perseroan untuk As a result of the Company’s commitment and efforts to ensure
memberikan keselamatan pengguna jalan tol, pada tahun toll road user safety, in 2025 there were no non-compliance
2025, tidak terdapat insiden ketidakpatuhan terkait dengan incidents related to safety management standards in toll
praktik standar keselamatan dalam pengelolaan jalan tol yang road operations that resulted in fines, sanctions, regulatory
mengakibatkan sanksi denda atau hukuman, peringatan dari warnings, or violations of applicable voluntary standards.
regulator, maupun pelanggaran terhadap standar sukarela
yang berlaku.
Perseroan telah mengoperasikan 1.295 km jalan tol dengan The Company has operated 1,295 km of toll roads with a total
total volume lalu lintas transaksi pada tahun 2025 mencapai transaction traffic volume in 2025 reaching 1,306,404,698
1.306.404.698 kendaraan atau volume lalu lintas transaksi vehicles, or an average daily transaction traffic volume of
harian rata-rata sebesar 3.579.191 kendaraan/hari 3,579,191 vehicles per day.
Pada tahun 2025, terdapat sebanyak 1.144 kejadian kecelakaan In 2025, there were 1,144 traffic accident incidents on toll
di jalan tol. Rata-rata kejadian kecelakaan per hari sebesar roads. The average daily accident rate was 3.07, a decrease of
3,07 turun 4,73% dibandingkan 2024 (3,21) Tingkat Kecelakaan 4.73% compared to 2024 (3.21). The Accident Rate (AR) was 4.98
(TK) sebesar 4,98 (turun 6,2% dibandingkan 2024). Tingkat (down 6.2% compared to 2024). The Fatality Rate (FR) was 0.88
Fatalitas (TF) sebesar 0,88 (turun 1,1% dibandingkan 2024). (down 1.1% compared to 2024). Service improvements by Jasa
Peningkatan layanan oleh Jasa Marga salah satunya melalui Marga also include updates to the Travoy application through
pembaruan pada aplikasi Travoy melalui fitur keselamatan safety features such as Red Zone, which provides real-time
berupa Red Zone yang memberikan informasi Black Spot/ information on Black Spots or accident-prone areas on the
titik rawan kecelakaan di peta secara real-time untuk map to increase user awareness while driving.
meningkatkan kewaspadaan ketika pengguna sedang dalam
berkendara.
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Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Nilai Tingkat Kecelakaan (TK) dan Tingkat Fatalitas (TF)
The Accident Rate (AR) and Fatality Rate (FR) are indicators
merupakan indikator untuk mengukur tingkat risiko
used to measure the level of accident risk and fatalities
kecelakaan dan korban meninggal pada suatu ruas jalan tol.
on a toll road section. AR reflects the number of accidents
TK menggambarkan jumlah kecelakaan terhadap eksposur
relative to traffic exposure (AADT and road length). FR reflects
lalu lintas (LHR dan panjang jalan). TF menggambarkan
the number of fatalities resulting from accidents relative to
jumlah korban meninggal akibat kecelakaan terhadap
traffic exposure. The calculation of AR and FR is conducted by
eksposur lalu lintas. Perhitungan TK dan TF dilakukan dengan
comparing the number of accidents or fatalities against traffic
membandingkan jumlah kecelakaan atau jumlah korban
exposure, which includes AADT, road length, and number of
meninggal terhadap eksposur lalu lintas yang mencakup LHR,
days, multiplied by a factor of 100 million vehicle-kilometers
panjang jalan, dan jumlah hari, serta dikalikan faktor 100 juta
as a standard unit. Thus, AR and FR indicators do not represent
kendaraan-km sebagai standar satuan. Dengan demikian,
the absolute number of incidents, but rather a normalized
indikator TKTF tidak menggambarkan jumlah kejadian secara
level of risk based on traffic activity.
absolut, melainkan tingkat risiko yang telah dinormalisasi
terhadap aktivitas lalu lintas.
Skala angka TK dan TF pada dasarnya tidak memiliki batas
The scale of AR and FR values does not have a fixed benchmark,
baku, karena besar-kecil angkanya selain dipengaruhi tingkat
as their magnitude is influenced not only by the number of
kecelakaan dan korban meninggal tetapi juga berbanding
accidents and fatalities but also inversely by the level of traffic
terbalik dengan tingkat eksposur lalu lintasnya. Sehingga
exposure. Therefore, in practice, the determination of AR and
dalam praktiknya dihitung penetapan batas TK dan TF dengan
FR thresholds considers projections of accident frequency,
mempertimbangkan rencana/proyeksi eksposur jumlah
number of fatalities, and traffic activity. Accordingly, actual AR
kecelakaan, jumlah korban, dan aktivitas lalu lintasnya.
and FR values are considered high or unfavorable when they
Dengan demikian, nilai TKTF Realisasi dinilai tinggi/buruk
exceed the established thresholds for the same period.
apabila angkanya melebihi batas TKTF yang telah ditetapkan
pada periode yang sama. 315
Pemasaran dan Pelabelan Produk Marketing and Labeling of Products and
dan Jasa Services
Dalam rangka mendukung kelancaran, kenyamanan dan In order to support smooth traffic flow, comfort, and road
keselamatan berlalu lintas di jalan tol Jasa Marga, Perseroan safety on Jasa Marga toll roads, the Company has installed
telah memasang berbagai rambu, marka, alat pengendali dan various road signs, markings, traffic control and safety
pengaman pengguna jalan dan sarana pendukung lainnya di devices, as well as other supporting facilities along main
sepanjang jalan utama maupun akses. Pemasangan Sarana roads and access points. The installation of toll road traffic
Perlengkapan Jalan Tol ini berpedoman pada regulasi yang facilities is guided by applicable regulations, including
berlaku, diantaranya Peraturan Menteri Perhubungan Nomor Minister of Transportation Regulation No. 13 of 2014 on Traffic
13 Tahun 2014 tentang Rambu Lalu Lintas, Peraturan Menteri Signs, Minister of Transportation Regulation No. 67 of 2018 on
Perhubungan No 67 Tahun 2018 tentang Marka Jalan, PM 48 Road Markings, Ministerial Regulation No. 48 of 2023 on Traffic
Tahun 2023 tentang Alat Pengendali dan Pengaman Jalan, Control and Safety Devices, and other related regulations.
serta peraturan terkait lainnya. Selain itu, pemasangan ini In addition, these installations also aim to comply with the
juga bertujuan untuk memenuhi Standar Pelayanan Minimal Toll Road Minimum Service Standards (SPM), particularly in
(SPM) Jalan Tol, khususnya terkait dengan poin Kecepatan relation to Average Travel Speed (speed limit signs) and Safety
Tempuh Rata-Rata (Rambu Batas Kecepatan) dan poin aspects (such as accident-prone area warning signs, speed
Keselamatan (seperti Rambu Peringatan Rawan Kecelakaan, reduction signs, and others).
Rambu Kurangi Kecepatan, dan lainnya).
Selain memberikan sarana perambuan, Perseroan juga In addition to providing traffic signage facilities, the Company
menyediakan informasi terkait kondisi jalan tol melalui also provides information on toll road conditions through
berbagai saluran dan media komunikasi yang mudah diakses various communication channels and media that are easily
oleh pengguna jalan tol. Jasa Marga telah menyediakan sarana accessible to toll road users. Jasa Marga has established
penyediaan informasi produk layanan yang mendukung a service information system supporting customer safety,
keamanan bagi pelanggan Jasa Marga yaitu Jasamarga namely the Jasamarga Tollroad Command Center, through the
Tollroad Command Center, melalui one call center 14080 untuk One Call Center 14080 for all toll road sections in Indonesia.
seluruh Ruas Jalan Tol di Indonesia. One call center merupakan The One Call Center has been operating as a communication
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About Report Sustainability Strategy Sustainability Performance Highlight
media komunikasi bagi para pengguna jalan tol yang tersedia channel for toll road users since November 2019, where
sejak November 2019, di mana sistem ini akan mencatat dan the system records and follows up on user inquiries and
menindaklanjuti pertanyaan dan keluhan pengguna jalan complaints. Jasa Marga actively promotes the benefits of the
tol. Jasa Marga secara aktif melakukan sosialisasi manfaat 14080 One Call Center to toll road users through Dynamic
fasilitas one call center 14080 kepada pengguna jalan tol Message Signs (DMS).
melalui Dynamic Message Sign (DMS).
Perseroan juga menyediakan fasilitas aplikasi pemantau CCTV The Company also provides a toll road lane CCTV monitoring
lajur jalan tol yang dapat diakses melalui browser lintas sistem application facility that can be accessed through a cross-
operasi (inter-platform) dan Travoy. Informasi kondisi lalu lintas platform web browser (inter-platform) as well as the Travoy
terkini juga dapat diakses melalui media sosial Jasa Marga application. Real-time traffic condition information is also
yaitu melalui aplikasi X @PTJASAMARGA dan @official_ JSMR. available through Jasa Marga’s social media channels, including
the X accounts @PTJASAMARGA and @official_JSMR.
Atas berbagai upaya yang dilakukan Perseroan, sepanjang As a result of the various initiatives undertaken by the Company,
tahun 2025, tidak terdapat insiden ketidakpatuhan terhadap throughout 2025 there were no incidents of non-compliance
peraturan yang berlaku terkait informasi dan pelabelan. Tidak with applicable regulations related to information and
terdapat pula insiden ketidakpatuhan terhadap regulasi labeling. There were also no incidents of non-compliance with
dan peraturan yang berlaku terkait komunikasi pemasaran applicable regulations related to marketing communications,
termasuk periklanan. including advertising.
Dampak Produk/Jasa [OJK F.28] Impact of Products/Services [OJK F.28]
Perseroan senantiasa berupaya untuk menciptakan produk The Company consistently strives to create products that
316 yang memberikan dampak positif kepada masyarakat. bring positive impacts to society. The positive impacts include
Dampak positif yang diberikan antara lain. the following:
Dampak Positif Positive Impacts
1. Peningkatan Aksesibilitas dan Mobilitas: 1. Improved Accessibility and Mobility:
• Ekonomi dan Mobilitas: Pembangunan jalan tol dapat • Economy and Mobility: The construction of toll roads
mempercepat perjalanan antar kota, meningkatkan can accelerate intercity travel, enhance regional
konektivitas antar wilayah, dan mengurangi connectivity, and reduce traffic congestion. This has
kemacetan. Hal ini berpotensi meningkatkan efisiensi the potential to improve economic efficiency by
ekonomi dengan mempermudah distribusi barang facilitating the distribution of goods and the mobility
dan mobilitas masyarakat. of people.
• Pengurangan Waktu Perjalanan: Dengan adanya jalan • Reduced Travel Time: With toll roads in place, travel
tol, waktu tempuh antara daerah dapat lebih singkat, time between regions can be significantly shortened,
yang memungkinkan masyarakat lebih efisien dalam enabling people to engage more efficiently in
kegiatan ekonomi maupun sosial. economic and social activities.
2. Penciptaan Lapangan Kerja: 2. Job Creation
• Peluang Kerja Langsung: Selama tahap konstruksi, • Direct Employment Opportunities: During the
banyak pekerjaan yang tercipta, mulai dari tenaga construction phase, numerous jobs are created, ranging
kerja konstruksi, tenaga teknis, hingga pekerjaan from construction laborers and technical personnel to
administratif yang mendukung proyek tersebut. administrative positions supporting the project.
• Peluang Kerja Jangka Panjang: Setelah jalan tol selesai, • Long-Term Employment Opportunities: After the
pekerjaan dalam operasional dan pemeliharaan tol, toll road is completed, jobs in toll road operations,
serta sektor-sektor terkait seperti perdagangan dan maintenance, and related sectors such as trade and
layanan transportasi, dapat menciptakan lapangan transportation services can provide employment for
kerja bagi masyarakat lokal. local communities.
3. Peningkatan Perekonomian Lokal: 3. Boosting the Local Economy
• Peningkatan Aktivitas Ekonomi: Pembangunan • Increased Economic Activity: Toll road construction
jalan tol dapat meningkatkan akses ke pasar, can enhance market access, facilitate the distribution
mempermudah distribusi barang, serta membuka of goods, and open new business opportunities
peluang usaha baru di sekitar area tol. Ini dapat around the toll area. This can positively impact local
memberikan dampak positif bagi pedagang lokal, traders, small business owners, and the tourism
pengusaha kecil, dan sektor pariwisata. sector.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
• Peningkatan Infrastruktur: Infrastruktur seperti rest • Infrastructure Development: Facilities such as rest
area, pusat perbelanjaan, dan fasilitas lainnya yang areas, shopping centers, and other amenities built
dibangun di sepanjang jalan tol dapat memberi along the toll road can directly benefit surrounding
manfaat langsung bagi masyarakat sekitar dalam communities by improving access to various services.
bentuk peningkatan akses ke berbagai layanan.
4. Literasi dan Inklusi Keuangan: 4. Financial Literacy and Inclusion
• Edukasi Keuangan: Pembangunan jalan tol sering • Financial Education: Toll road construction is often
kali disertai dengan program corporate social accompanied by corporate social responsibility (CSR)
responsibility (CSR) oleh perusahaan yang terlibat, programs by the involved companies. These may
bisa melaksanakan program pelatihan atau workshop include training or workshops on financial literacy for
terkait literasi keuangan bagi masyarakat sekitar, local communities, helping them better understand
membantu mereka memahami pengelolaan keuangan personal and business financial management.
pribadi dan bisnis.
• Inklusi Keuangan: Dengan pembangunan jalan tol • Financial Inclusion: With economic growth driven by
yang mendorong pertumbuhan ekonomi, lebih banyak toll road development, more individuals and micro,
individu atau usaha mikro, kecil, dan menengah small, and medium enterprises (MSMEs) can gain
(UMKM) yang bisa mendapatkan akses ke layanan access to financial services such as credit, savings, or
keuangan seperti kredit, tabungan, atau asuransi, insurance, which may have previously been difficult to
yang sebelumnya mungkin sulit dijangkau. obtain.
Selain memberikan dampak positif, produk dan jasa In addition to the positive impacts, the Company’s products
Perseroan juga menimbulkan dampak negatif di antaranya and services also pose some negative impacts, as follows:
sebagai berikut.
Dampak Negatif Negative Impacts 317
1. Penggusuran dan Relokasi Warga: 1. Displacement and Relocation of Residents
• Relokasi Penduduk: Pembangunan jalan tol sering • Resident Relocation: Toll road construction often
kali memerlukan pembebasan lahan yang berdampak requires land acquisition, affecting residential areas.
pada pemukiman warga. Warga yang terkena dampak Affected residents may need to relocate or suffer
mungkin harus dipindahkan atau mengalami kerugian losses related to their property and homes.
terkait harta benda dan tempat tinggal mereka.
• Ketidakpuasan Sosial: Proses relokasi, terutama • Social Dissatisfaction: If not managed properly, the
jika tidak dikelola dengan baik, dapat menyebabkan relocation process can lead to dissatisfaction among
ketidakpuasan di kalangan warga yang terkena dampak. affected residents. It is crucial to handle this fairly
Hal ini penting untuk dikelola dengan cara yang adil dan and transparently to prevent social tensions.
transparan agar tidak menimbulkan ketegangan sosial.
2. Dampak Sosial dan Budaya: 2. Social and Cultural Impacts:
• Perubahan Struktur Sosial: Pembangunan tol dapat • Changes in Social Structure: Toll road development
mengubah pola kehidupan masyarakat sekitar, terutama can alter the way of life of nearby communities,
jika ada arus migrasi penduduk atau pekerja yang terlibat especially if there is an influx of migrants or workers\
dalam proyek tersebut. Hal ini dapat memengaruhi involved in the project. This may impact the social and
struktur sosial dan budaya masyarakat setempat. cultural structures of local communities.
• Ketimpangan Ekonomi: Meskipun jalan tol dapat • Economic Disparities: While toll roads can boost
meningkatkan perekonomian daerah, ketimpangan regional economies, economic disparities may arise if
ekonomi dapat muncul jika manfaatnya lebih the benefits are primarily enjoyed by external parties
dirasakan oleh pihak luar (misalnya perusahaan (such as large companies) or those directly involved
besar) atau mereka yang terlibat langsung dengan in the project, while some local residents may not
proyek, sementara sebagian masyarakat lokal tidak experience significant improvements.
merasakannya secara signifikan.
3. Polusi dan Kebisingan: Selama dan setelah konstruksi, 3. Pollution and Noise: During and after construction, air
polusi udara dan kebisingan akibat mesin konstruksi dan pollution and noise from construction machinery and
kendaraan yang lewat dapat mengganggu kualitas hidup passing vehicles can negatively affect the quality of life
masyarakat di sekitar jalan tol. for communities living near the toll road.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Tentang Laporan Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan
About Report Sustainability Strategy Sustainability Performance Highlight
Atas dampak negatif yang ditimbulkan oleh produk dan jasa, To mitigate the negative impacts caused by its products
Perseroan senantiasa berupaya untuk meminimalisir dampak and services, the Company continuously strives to minimize
negatif. Adapun upaya mitigasi yang dilakukan Perseroan adverse effects. The mitigation efforts undertaken by the
adalah sebagai berikut: Company include the following:
1. Keterlibatan Masyarakat dalam Proyek: Perseroan 1. Community Engagement in Projects: The Company involves
mengajak masyarakat untuk berpartisipasi dalam the community in the planning and implementation of
perencanaan dan pelaksanaan proyek melalui projects through discussions or communication forums.
musyawarah atau forum komunikasi yang dapat This helps reduce dissatisfaction, ensures that relocation
mengurangi ketidakpuasan, memastikan bahwa program and land acquisition programs are conducted fairly and
relokasi dan pembebasan lahan dilakukan secara adil transparently, and ensures that economic benefits are
dan transparan, serta memastikan manfaat ekonomi bisa distributed to all community members.
dirasakan oleh seluruh lapisan masyarakat.
2. Program CSR dan Pengembangan Literasi Keuangan: 2. CSR Programs and Financial Literacy Development: The
Perseroan senantiasa meningkatkan pelaksanaan Company consistently enhances the implementation
program CSR dan pengembangan kapasitas sumber daya of CSR programs, human resource development, and
manusia serta memberikan pelatihan bidang literasi financial literacy training for local communities. These
keuangan kepada masyarakat sekitar tentang cara programs educate people on managing personal finances,
mengelola keuangan pribadi, tabungan, dan investasi. savings, and investments, thereby promoting financial
Program ini bisa membantu mendorong inklusi keuangan inclusion and strengthening local economic resilience.
dan memperkuat ketahanan ekonomi masyarakat
setempat.
Jumlah Produk yang Ditarik Kembali Number of Recalled Products
[OJK F.29] [OJK F.29]
318
Penutupan jalan tol dengan berbagai alasan menjadi salah The closure of toll roads for various reasons is one of the
satu kendala yang kerap ditemui dalam pengoperasian jalan common challenges encountered in toll road operations.
tol. Sepanjang tahun 2025, tidak terdapat penutupan jalan tol Throughout 2024, there were no toll road closures managed
yang dikelola oleh Perseroan. by the Company.
Survei Kepuasan Pelanggan Terhadap Customer Satisfaction Survey on
Produk dan/atau Jasa [OJK F.30] Products and/or Services [OJK F.30]
Perseroan secara berkala menyelenggarakan Survei Kepuasan The Company periodically conducts an annual Customer
Pelanggan setiap tahun sebagai sarana untuk menilai tingkat Satisfaction Survey as a means to assess satisfaction levels
kepuasan serta memperoleh masukan dari pengguna and obtain feedback from toll road users. Based on monitoring
layanan jalan tol. Berdasarkan hasil pemantauan terhadap results of compliance with the applicable Minimum Service
pemenuhan Standar Pelayanan Minimum (SPM) yang Standards (MSS) for toll road operators, the Company has
berlaku bagi pengelola jalan tol, Perseroan tercatat telah been recorded as fully meeting all established requirements,
memenuhi seluruh persyaratan yang ditetapkan, termasuk including safety and health aspects. In 2025, the toll road
aspek keselamatan dan kesehatan. Pada tahun 2025, indeks Customer Satisfaction Index (TCSD) reached 5.13, an increase
kepuasan pelanggan (TCSD) jalan tol mencapai 5,13 naik compared to 2024, which was 5.04.
dibandingkan tahun 2024 yaitu sebesar 5,04.
Tabel Survei Kepuasan Pelanggan
Table of Customer Satisfaction Survey
Kenaikan (Penurunan) 2024-
Jenis Layanan
2025 2024 2023 2025
Types of Services
Increase (Decrease) 2024-2025
Kepuasan Pengguna Jalan Tol
5,17 5,05 4,97 0,11
Toll Road User Satisfaction
Kepuasan Layanan Transaksi
5,17 5,07 4,98 0,10
Transaction Service Satisfaction
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Board of Directors’ Explanation Governance Sustainability Performance
Kenaikan (Penurunan) 2024-
Jenis Layanan
2025 2024 2023 2025
Types of Services
Increase (Decrease) 2024-2025
Kepuasan Layanan Lalu Lintas
5,17 5,05 4,98 0,12
Traffic Service Satisfaction
Kepuasan Layanan Konstruksi
5,15 5,03 4,96 0,13
Construction Service Satisfaction
Kepuasan Tempat Istirahat (TI/TIP)
5,16 5,02 4,99 0,14
Rest Area (TI/TIP) Satisfaction
Kepuasan Layanan Informasi Publik
5,08 5,00 4,99 0,08
Public Information Service Satisfaction
Indeks Total Kepuasan Pelanggan
5,13 5,04 4,98 0,08
Total Customer Satisfaction Index
Adapun kategori nilai CSI Jasa Marga Tahun 2025 sebagai The CSI category values for Jasa Marga in 2025 are as follows:
berikut:
1. 1.00 - 1.83 : Sangat Tidak Puas 1. 1.00 – 1.83: Very Dissatisfied
2. 1.82 - 2.67 : Tidak Puas 2. 1.82 – 2.67: Dissatisfied
3. 2.67 - 3.50 : Kurang Puas 3. 2.67 – 3.50: Less Satisfied
4. 3.50 - 4.33 : Cukup Puas 4. 3.50 – 4.33: Fairly Satisfied
5. 4.33 - 5.17 : Puas 5. 4.33 – 5.17: Satisfied
319
Di samping itu, Perseroan juga telah menyediakan berbagai In addition, the Company has provided various information
saluran informasi bagi pengguna untuk menyampaikan channels for users to submit requests or emergency
permohonan atau permintaan darurat, antara lain melalui assistance, including the Call Center 14080 (currently 133), the
Call Center 14080 (sekarang 133), aplikasi Travoy dengan Travoy application with an Online Tow Truck feature, and a
fitur Derek Online, serta WhatsApp Chatbot yang dapat WhatsApp Chatbot accessible through the Travoy application.
diakses melalui aplikasi Travoy. Adapun masukan pelanggan Customer feedback received through the Call Center up to 2025
yang melalui Call Center hingga tahun 2025 sebagian was mostly in the form of assistance requests, particularly
besar berupa permintaan bantuan, khususnya permintaan tow truck services. Each request and information submitted
layanan derek. Terkait tindak lanjut setiap permintaan dan by toll road users through the One Call Center is handled
informasi yang disampaikan pengguna jalan melalui One directly by Call Center Agents or Customer Service Officers
Call Center ditangani secara langsung oleh Agent Call Center (CSO). Meanwhile, complaints, reports, and suggestions
atau Customer Service Officer (CSO). Sementara itu, keluhan, requiring further handling by relevant units are forwarded by
pengaduan, dan saran yang memerlukan penanganan lebih Call Center Agents/CSO through the JMTC Traffic Information
lanjut oleh unit terkait diteruskan oleh Agent Call Center/CSO and Communication Supervisor using the integrated JMACT
melalui Supervisor Traffic Information and Communication system, enabling prompt follow-up by the respective units.
JMTC dengan memanfaatkan aplikasi terintegrasi JMACT, Specifically for assistance requests such as Mobile Customer
sehingga unit terkait dapat segera melakukan tindak lanjut. Service (MCS), tow truck services, Highway Patrol (PJR), as well
Khusus untuk permintaan bantuan, seperti bantuan petugas as medical or ambulance services, all reports are recorded
Mobile Customer Service (MCS), petugas derek, Patroli Jalan and directly submitted to the respective toll road sections via
Raya (PJR), maupun layanan medis atau ambulans, seluruh the Trace (Track and Care) application.
laporan dicatat dan disampaikan langsung kepada Ruas
terkait melalui Aplikasi Trace (Track and Care).
Setiap permintaan kemudian ditindaklanjuti oleh petugas di Each request is then followed up by officers at the Command
Command Center dan diteruskan ke petugas di lapangan untuk Center and forwarded to field personnel for further handling.
penanganan lebih lanjut. Proses ini melibatkan kolaborasi This process involves collaboration among several parties,
antara beberapa pihak, termasuk tim JMTC, petugas lapangan, including JMTC teams, field officers, and Toll Road Business
serta Badan Usaha Jalan Tol (BUJT). Entities (BUJT).
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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08
Lain-Lain dan Indeks
Others and Index
320
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Edukasi Dini Generasi Penerus: Taman Lalu Lintas
Early Education for the Next Generation: Traffic Parks
Jasa Marga membangun fondasi keselamatan jalan jangka panjang melalui pengembangan Taman
Lalu Lintas sebagai sarana edukasi dini bagi generasi penerus. Fasilitas ini dihadirkan di beberapa
rest area strategis, termasuk KM 379A Ruas Semarang–Batang dan KM 575A Ruas Solo–Ngawi, sebagai
ruang belajar interaktif yang memperkenalkan rambu, aturan, dan etika berlalu lintas melalui
pengalaman langsung. Pendekatan edukatif ini menempatkan pembentukan perilaku sejak usia dini
sebagai investasi sosial jangka panjang dalam menciptakan pengguna jalan yang lebih sadar risiko
dan bertanggung jawab di masa depan.
Jasa Marga builds a long-term road safety foundation through the development of Traffic Parks as an
early education facility for the next generation. These facilities are provided in several strategic rest
areas, including KM 379A on the Semarang–Batang section and KM 575A on the Solo–Ngawi section,
as interactive learning spaces that introduce traffic signs, rules, and road safety etiquette through
hands-on experiences. This educational approach positions early behavioral formation as a long-
term social investment in creating road users who are more risk-aware and responsible in the future.
321
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Verifikasi Tertulis dari Pihak Independen [OJK G.1, GRI 2-5]
Written Verification From an Independent Party
Laporan Keberlanjutan PT Jasa Marga (Persero) Tbk Tahun 2025 The Sustainability Report of PT Jasa Marga (Persero) Tbk for
telah diverifikasi oleh pihak independen yang kompeten di the year 2025 has been independently verified by a competent
bidangnya. Perseroan telah menunjuk PT Kharisma Integrasi third party. The Company appointed PT Kharisma Integrasi
Manajemen (KIM Consult) untuk melakukan verifikasi seluruh Manajemen (KIM Consult) to conduct verification of all data
data yang disajikan dalam laporan keberlanjutan tahun 2025 presented in the 2025 sustainability report, which covers Jasa
yang berisi informasi kinerja keberlanjutan Jasa Marga dengan Marga’s sustainability performance for the period 1 January to
periode 1 Januari sampai 31 desember 2025. Penunjukan pihak 31 December 2025. The appointment of the independent party
independen dilakukan berdasarkan Kebijakan Pengadaan was carried out in accordance with the Goods and Services
Barang dan Jasa yang telah disetujui oleh Penunjukkan pihak Procurement Policy, which prioritizes the use of local products/
independen senantiasa mengutamakan penggunaan produk domestic suppliers. The appointment and implementation of
lokal/ pemasok dalam negeri. Penunjukkan dan pelaksanaan the independent assurance process were supervised by the
assurance independen serta mendapat pengawasan dari Board of Commissioners. The Company ensures that there are
Dewan Komisaris. Perseroan senantiasa memastikan bahwa no conflicts of interest in the report verification process. The
tidak terdapat benturan kepentingan dalam proses verifikasi verification was conducted using Type 2 Moderate Level in
laporan ini. Proses verifikasi dilakukan dengan menggunakan accordance with the AA1000 Assurance Standard v.3.
tipe 2 Moderate Level berdasarkan standar AA1000 Assurance
Standard v.3.
322
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Pernyataan Penjaminan Independen
Independent Assurance Statement
No. 072/EXT/JSMR-ASR/KIM/IV/2026
To the management and stakeholders of PT Jasa Marga (Persero) Tbk.
We (PT Kharisma Integrasi Manajemen/KIM Consult) have been engaged by PT Jasa Marga
(Persero) Tbk. (Jasa Marga/the Company) to perform an independent assurance engagement on
the sustainability data and information presented in the Sustainability Report for the period
ending December 31, 2025.
Competence and Independence
This engagement is carried out by an assurance team possessing professional capabilities and
adequate technical expertise. The team consists of certified experts in the field of sustainability
reporting to ensure the quality and integrity of the engagement’s execution. The entire process
is conducted independently without any conflicts of interest, as the team was not involved in the
323
preparation of the main sections of the report
Responsibilities
Jasa Marga’s management has full responsibility for the presentation of information and
statements in the report, including data related to targets, policies, and sustainability
performance achievements. Meanwhile, our role is to provide assurance on this information and
issue an independent opinion based on the approved terms of reference.
Assurance Standards and Criteria
This engagement was conducted in accordance with the AA1000 Assurance Standard (AA1000AS
v3) from AccountAbility. The evaluation focused on the alignment of Jasa Marga’s sustainability
processes and framework with the principles of the AA1000AP (2018), namely inclusivity,
materiality, responsiveness, and impact. Additionally, the assessment also considers the
reporting principles in the GRI Standards, including aspects of accuracy, balance, and reliability
of information.
Scope of Assurance
The engagement was designed to achieve a moderate level of assurance through the process of
collecting and verifying evidence, in accordance with AA1000AS v3, including:
1. Assessment of Jasa Marga’s compliance with AA1000 AP (2018); and
2. Assessment of the accuracy and quality of the sustainability performance information, related
to the scope of the accepted GRI Standards and in involvement with Type 2 assurance,
covering:
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 324
a) Economic performance topic (GRI 201), regarding:
1) Direct economic value generated and distributed
2) Financial implications, risks, and other opportunities due to climate change
3) Obligations for defined benefit pension plans and other retirement plans
4) Financial assistance received from the Government
b) Occupational Health and Safety (GRI 403), regarding:
1) Occupational health and safety management system
2) Hazard identification, risk assessment, and incident investigation
3) Occupational health services
4) Worker participation, consultation, and communication on occupational health and
safety
5) Worker training on occupational health and safety
6) Promotion of worker health
7) Prevention and mitigation of occupational health and safety impacts directly linked by
business relationships
8) Workers covered by an occupational health and safety management system
324 9) Work-related injuries
10) Work-related ill health
Limitations
Moderate assurance is provided through review and verification at the management level. The
scope of the engagement is limited to sustainability information for the period from January
through December 2025. The engagement does not include an evaluation of historical data,
audited financial information, or technical aspects outside the agreement.
Methodology
The assignment is carried out through a series of procedures to assess the accuracy of certain
specific statements and certain data sets presented in the report, as well as the systems and
processes for managing and reporting them, as follows:
1) Identifying statements and data sets that are classified by relevant data ownership and the
type of evidence required for the verification process.
2) Conducting interviews using Video Conference with management/the person in charge and
data owners at Jasa Marga. The data verification process includes:
- Ask questions regarding quantitative and qualitative aspects of the Report disclosures,
including performance information, policies, procedures and underlying management
systems.
- Request evidence of data sources and explanations of relevant data collection and
calculation methods to support figures and claims.
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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- Verify claims made in the Report and confirming the evidence presented including
calculation methods, criteria and assumptions with several data owners and other
documentation from internal and external sources.
- Cross-referencing between previous Sustainability Reports and the latest Report.
3) Reviewing the information that are collected and submitted feedback for immediate
corrections, and as well as provide recommendations as necessary or for improving the
content of future Reports.
Evaluation of Compliance with the AccountAbility Principle (AA1000AP)
Conclusions regarding compliance with AA1000AP (2018) on Inclusivity, Materiality,
Responsiveness, and Impact include the following findings:
- Inclusivity
Jasa Marga has demonstrated a strong commitment to involving stakeholders in its business
and sustainability processes, particularly through shareholder engagement in the
development and approval of strategic documents such as the Annual Business Plan (RKAP)
and the Long-Term Business Plan (RJPP). Additionally, the Company provides various
communication and engagement mechanisms with stakeholders, such as the Occupational 325
Safety and Health Steering Committee (P2K3) forum, satisfaction surveys (for employees,
vendors, and customers), as well as interactions with business partners and customers. The
existence of these various channels demonstrates that the Company has made efforts to
continuously accommodate stakeholders’ information needs and participation in supporting
operations and decision-making.
- Materiality
Jasa Marga has identified and disclosed material topics relevant to its business operations,
including explanations of the resulting impacts and the stakeholders affected. In addition, the
Company has demonstrated transparency by explaining the reasons for changes in the
prioritization of material topics from the previous period. This approach demonstrates that
the Company has considered risk and impact factors in determining the issues most significant
to business sustainability.
- Responsiveness
Jasa Marga has demonstrated its ability to respond to sustainability issues through the
implementation of various management systems, policies, and operational standards,
including the implementation of SMK3, internal audits, and incident-based evaluations. The
results of these evaluations and incident investigations are used as the basis for making
continuous improvements to existing policies and procedures. Additionally, the existence of
regular monitoring and audit mechanisms also reflects the Company’s commitment to
ensuring the effectiveness of the actions taken.
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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- Impact
Jasa Marga has identified various potential impacts arising from its operational activities,
particularly those related to occupational safety and health as well as the safety of toll road
users. These impacts are managed through the implementation of a structured management
system, including risk identification, mitigation, and regular monitoring. This demonstrates
that the Company has a strong awareness of the importance of impact management as part
of its efforts to ensure operational sustainability and protect stakeholders.
Evaluation of the Accuracy and Quality of Sustainability Information
The report has presented sustainability information relevant to the needs of stakeholders and
demonstrates compliance with the “in accordance with GRI Standards” statement. The accuracy
and reliability of the data are deemed adequate, supported by clear data collection and
calculation methods as well as comprehensive documentation from the data owners. The
information presented demonstrates consistent quality, supported by a structured data
management system, and is therefore readily verifiable.
326 Conclusion
Based on the results of our engagement, we conclude that the information in the Sustainability
Report has been presented fairly and reliably in all material respects within the defined scope.
The key findings are presented in this report, while the details of our recommendations have
been provided separately to management.
Jakarta, April 17, 2026
Assurance Leader
Ismaya Aji, S.E., M.Ec., M.Ak., ACSAP., CSRA., GRCA.
PT Kharisma Integrasi Manajemen (KIM Consult) is a consulting services company specializing in Good Corporate
Governance (GCG), Risk Management and Compliance including the preparation of Annual Reports and
Sustainability Reports. We have assisted more than 100 companies both BUMN, Private, public and Private
Company with multi-industry sectors. We are supported by competent human resources with more than 10
years of experience and have professional certification to support competence and expertise.
PT Kharisma Integrasi Manajemen
(KIM Consult) Kantor Operasional
Epicentrum Walk, 5th floor, Suites South Soho Pancoran
529, Jl. HR. Rasuna Said, Kuningan, Jakarta Splendor Tower Unit-2512
Selatan 12940, Jl. Letjen M.T Haryono Kav 2-3 Tebet
Telp: +62 812 99555546 Barat, Jakarta Selatan 12810. Telp:
E-mail: info@kimconsulting.co.id +628111048131
kimconsult.09@gmail.com
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Lembar Umpan Balik [OJK G.2 GRI 2-26]
Feedback Form
Setelah membaca Laporan Keberlanjutan PT Jasa Marga After reading the 2025 Sustainability Report of PT Jasa Marga
(Persero) Tbk Tahun 2025, kami mohon kesediaan para (Persero) Tbk, we ask for stakeholders’ willingness to provide
pemangku kepentingan untuk memberikan umpan balik feedback by sending an email or sending this form via fax/
dengan mengirim email atau mengirim formulir ini melalui post.
fax/pos.
1. Mohon beri tanda ceklis ( ) pada kolom setuju atau tidak 1. Please check (√) the box for agree or disagree
setuju
Pertanyaan Setuju Tidak Setuju
Question Agree Disagree
Laporan ini telah memberikan informasi yang bermanfaat mengenai kinerja ekonomi, sosial,
dan lingkungan Perusahaan.
This report provides useful information on the Company’s economic, social, and environmental
performance.
Data dan informasi yang diungkapkan mudah dipahami, lengkap, transparan, dan berimbang.
The disclosed data and information are easy to understand, complete, transparent, and
balanced.
327
Data dan informasi yang disajikan berguna dalam pengambilan keputusan.
The presented data and information are useful for decision-making.
Laporan ini menarik dan mudah dibaca.
This report is engaging and easy to read.
2. Mohon berikan nilai mengenai topik material yang 2. Please rate the material topics in this Sustainability
terdapat dalam laporan Keberlanjutan ini (nilai 1 = Sangat Report (1 = Very Unimportant, 2 = Unimportant,
Tidak Penting, 2 = Tidak Penting, 3 = Penting, 4 = Sangat 3 = Important, 4 = Very Important)
Penting).
Kinerja Ekonomi Pendidikan dan Pelatihan
(…..) (…..)
Economic Performance Education and Training
Anti Korupsi Kesehatan dan Keselamatan Kerja
(…..) (…..)
Anti-Corruption Occupational Health and Safety
Climate Change Kesehatan dan Keselamatan Pelanggan
(…..) (…..)
Climate Change Customer Health and Safety
Masyarakat Lokal
(…..)
Local Community
3. Mohon berikan komentar/saran/usulan bagi laporan ini. 3. Please provide your comments, suggestions, or
recommendations for this report.
.............................................................................................................................................................................................................................................................................
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PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Identitas Pemangku Kepentingan Stakeholder Identity
Nama
: …………………………………………………………………………………………………………………....................................................
Name
Pekerjaan
: …………………………………………………………………………………………………………………....................................................
Occupation
Institusi/Perusahaan
: …………………………………………………………………………………………………………………....................................................
Institution/Company
Kontak (telepon, email)
: …………………………………………………………………………………………………………………....................................................
Contact (phone, email)
Kategori Pemangku Kepentingan Stakeholder Category
Pemegang Saham Mitra Kerjasama Usaha Patungan
Shareholders Joint Venture Business Partners
Investor Vendor/Pemasok
Investor Vendors/Suppliers
Pakar/Expert Masyarakat
Expert Community
Karyawan Media Massa
Employees Mass Media
Regulator Lembaga Swadaya Masyarakat (LSM)
Regulator Non-Governmental Organizations (NGOs)
328
Legislator Serikat Kerja Karyawan
Legislator Employee Labor Union
Pengguna Jalan Tol dan Pelanggan Lainnya Tenant Rest Area
Toll Road Users and Other Customers Rest Area Tenants
Saran dan tanggapan yang Anda berikan atas informasi yang Please send your feedback and comments regarding the
disajikan dalam laporan ini mohon dikirimkan kepada: information presented in this report to:
PT Jasa Marga (Persero) Tbk
Plaza Tol Taman Mini Indonesia Indah Jakarta 13550 Indonesiaco.id
+62-21 841 3526, +62-21 841 3630 jsmr@jasamarga.co.id,
corcomm@jasamarga.co.id,
investor.relations@jasamarga.
www.jasamarga.com
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 329
Tanggapan Terhadap
Umpan Balik Laporan Keberlanjutan Tahun 2024 [OJK G.3]
Response to 2024 Sustainability Report Feedback
Selama tahun 2025, Perseroan tidak mendapat umpan balik During 2025, the Company did not receive any feedback on the
terkait Laporan Keberlanjutan tahun 2024. Sehingga tidak 2024 Sustainability Report. Therefore, there is no information
terdapat informasi tanggapan atas umpan balik. on response to feedback.
329
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 330
Daftar Pengungkapan Sesuai Peraturan Otoritas
Jasa Keuangan Nomor 51/POJK.03/2017 [OJK G.4]
The List of Disclosures in Accordance with Financial Services Authority
Regulation Number 51/POJK.03/2017
Nama Indeks Halaman
No Indeks
Index Name Pages
STRATEGI KEBERLANJUTAN
A
SUSTAINABILITY STRATEGY
Penjelasan Strategi Keberlanjutan
A.1 28-41
Explanation of Sustainability Strategy
IKHTISAR KINERJA ASPEK KEBERLANJUTAN
B
SUSTAINABILITY PERFORMANCE OVERVIEW
Aspek Ekonomi
B.1 68-69
Economic Aspect
Aspek Lingkungan Hidup
B.2 70-71
Environmental Aspect
Aspek Sosial
B.3 72-73
Social Aspect
PROFIL PERUSAHAAN
C
330 COMPANY PROFILE
Visi, Misi, dan Nilai Keberlanjutan
C.1 76-79
Vision, Mission, and Sustainability Values
Alamat Perusahaan
C.2 80-81
Company Address
Skala Usaha
C.3 82-91
Business Scale
Produk, Layanan dan Kegiatan Usaha yang Dijalankan
C.4 92-93, 98-99
Products, Services, and Business Activities
Keanggotaan Asosiasi
C.5 103-104
Membership in Associations
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6 102
Significant Changes in Issuers and Public Companies
PENJELASAN DIREKSI
D
BOARD OF DIRECTORS’ STATEMENT
Penjelasan Direksi
D.1 108-117
Explanation from the Board of Directors
TATA KELOLA KEBERLANJUTAN
E
SUSTAINABILITY GOVERNANCE
Penanggung Jawab Penerapan Keuangan Berkelanjutan
E.1 133-141
Responsibility for Implementing Sustainable Finance
Pengembangan Kompetensi terkait Keuangan Berkelanjutan
E.2 142-153
Competency Development Related to Sustainable Finance
Penilaian Risiko atas Penerapan Keuangan Berkelanjutan
E.3 153-160
Risk Assessment for Sustainable Finance Implementation
Hubungan dengan Pemangku Kepentingan
E.4 160-171
Stakeholder Engagement
Permasalahan terhadap Penerapan Keuangan Berkelanjutan
E.5 172
Challenges in Implementing Sustainable Finance
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
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Nama Indeks Halaman
No Indeks
Index Name Pages
KINERJA KEBERLANJUTAN
F
SUSTAINABILITY PERFORMANCE
Kegiatan Membangun Budaya Keberlanjutan
F.1 176-183
Activities to Build a Sustainability Culture
KINERJA EKONOMI
ECONOMIC PERFORMANCE
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan Laba Rugi
F.2 Comparison of Targets and Performance in Production, Portfolio, Financing or Investment Targets, Revenue, and 184-185
Profit/Loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen Keuangan atau
Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 185-186
Comparison of Targets and Performance in Portfolio, Financing, or Investment in Financial Instruments or
Projects Aligned with Sustainable Finance
KINERJA LINGKUNGAN HIDUP
ENVIRONMENTAL PERFORMANCE
Aspek Umum
General Aspect
Biaya Lingkungan Hidup
F.4 208
Environmental Costs
Aspek Material
Material Aspect
Penggunaan Material yang Ramah Lingkungan
F.5 208-211
Use of Environmentally Friendly Materials
Aspek Energi
331
Energy Aspect
Jumlah dan Intensitas Energi yang Digunakan
F.6 211-214
Total and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 211-214
Efforts and Achievements in Energy Efficiency and Renewable Energy Use
Aspek Air
Water Aspect
Penggunaan Air
F.8 216-219
Water Usage
Aspek Keanekaragaman Hayati
Biodiversity Aspect
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki Keanekaragaman
F.9 Hayati 220-226
Impact of Operational Areas Near or Within Conservation Areas or Biodiversity-Rich Areas
Usaha Konservasi Keanekaragaman Hayati
F.10 220-226
Biodiversity Conservation Efforts
Aspek Emisi
Emissions Aspect
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 226-229
Total and Intensity of Emissions Produced by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 230-237
Efforts and Achievements in Emission Reduction
Aspek Limbah dan Efluen
Waste and Effluent Aspect
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 240-241
Total Waste and Effluent Produced by Type
Mekanisme Pengelolaan Limbah dan Efluen
F.14 241-243
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada)
F.15 243
Occurrences of Spills (if any)
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 332
Nama Indeks Halaman
No Indeks
Index Name Pages
Aspek Pengaduan Terkait Lingkungan Hidup
Environmental Complaints Aspect
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 243
Number and Nature of Environmental Complaints Received and Resolved
KINERJA SOSIAL
SOCIAL PERFORMANCE
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen
F.17 244-247
Commitment to Providing Equal Access to Products and Services for Consumers
Aspek Ketenagakerjaan
Labor Aspect
Kesetaraan Kesempatan Bekerja
F.18 247-252
Equal Employment Opportunities
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 262-263
Child Labor and Forced Labor
Upah Minimum Regional
F.20 263-266
Regional Minimum Wage
Lingkungan Bekerja yang Layak dan Aman
F.21 266-268
Decent and Safe Working Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 257-261
Employee Training and Development
Aspek Masyarakat
Community Aspect
332 Dampak Operasi Terhadap Masyarakat Sekitar
F.23 278-280
Impact of Operations on Surrounding Communities
Pengaduan Masyarakat
F.24 291-295
Community Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 280-290
Corporate Social and Environmental Responsibility (TJSL) Activities
TANGGUNG JAWAB PENGEMBANGAN PRODUK/JASA BERKELANJUTAN
RESPONSIBILITY IN SUSTAINABLE PRODUCT/SERVICE DEVELOPMENT
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26 295-305
Innovation and Development of Sustainable Financial Products/Services
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan
F.27 305-316
Products/Services Evaluated for Customer Safety
Dampak Produk/Jasa
F.28 316-318
Product/Service Impact
Jumlah Produk yang Ditarik Kembali
F.29 318
Number of Recalled Products
Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 318-319
Customer Satisfaction Survey on Sustainable Financial Products and/or Services
LAIN-LAIN:
G
OTHERS:
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1 322-326
Independent Written Verification (if any)
Lembar Umpan Balik
G.2 327-328
Feedback Form
Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 329
Responses to Previous Year’s Sustainability Report Feedback
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang Penerapan
Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik.
G.4 330
List of Disclosures in Compliance with OJK Regulation No. 51/POJK.03/2017 on Sustainable Finance
Implementation for Financial Institutions, Issuers, and Public Companies
*) N/A : Not Applicable
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 333
Indeks Isi Consolidated GRI Standards 2021
Content Index Consolidated GRI Standards 2021
Yang Tidak Dicantumkan
That are Not Listed No. Rujukan
Standar
Indeks Isi
Persyaratan Sektor GRI
Standar GRI Pengungkapan Hal
Yang Tidak No.
GRI Standards Disclosure Page
Dicantumkan Alasan Penjelasan Reference
Content Index Standard
Requirements Reason Explanation
Which are Not Sector GRI
Listed
Pernyataan PT Jasa Marga (Persero) Tbk telah melaporkan informasi yang dikutip dalam indeks konten GRI untuk periode 1 Januari 2025
Penggunaan hingga 31 Desember 2025 sesuai (“in accordance”) dengan Consolidated GRI Standards 2021.
Statement of PT Jasa Marga (Persero) Tbk has reported the information quoted in the GRI content index for the period January 1, 2025 to
Usage December 31, 2025 in accordance with the Consolidated GRI Standards 2021.
GRI GRI 1: LANDASAN 2021
GRI 1: FOUNDATION 2021
Standar Sektor -
GRI yang berlaku
Applicable
GRI Sector
Standards
GRI 2: Organisasi dan Praktik Pelaporan
PENGUNGKAPAN Reporting Organization and Practices
333
UMUM 2021
GRI 2: General GRI 2-1 Detail organisasi 80-
Disclosures 2021 Organization details 81,
90-91
GRI 2-2 Entitas yang termasuk dalam 6-9
pelaporan keberlanjutan
Entities included in the
organization’s sustainability
reporting
GRI 2-3 Periode pelaporan, frekuensi dan 6-9
titik kontak
Reporting period, frequency and
contact point
GRI 2-4 Informasi tentang penyajian 6-9
kembali
Restatements of information
GRI 2-5 Jaminan Eksternal 322-
External Assurance 326
Aktivitas dan Pekerja
Activities and Workers
GRI 2-6 Aktivitas, rantai pasok, dan relasi 80-
bisnis lainnya 81,
Activities, value chain and other 90-91,
business relationships 92-
102
GRI 2-7 Karyawan 83-91
Employees
GRI 2-8 Pekerja yang bukan karyawan 83-91
Workers who are not employees
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 334
Yang Tidak Dicantumkan
That are Not Listed No. Rujukan
Standar
Indeks Isi
Persyaratan Sektor GRI
Standar GRI Pengungkapan Hal
Yang Tidak No.
GRI Standards Disclosure Page
Dicantumkan Alasan Penjelasan Reference
Content Index Standard
Requirements Reason Explanation
Which are Not Sector GRI
Listed
Tata Kelola
Governance
GRI 2-9 Struktur dan komposisi tata kelola 122-
Governance structure and 123,
composition 133-
136
GRI 2-10 Nominasi dan pemilihan badan tata 126
kelola tertinggi
Nomination and selection of the
highest governance body
GRI 2-11 Ketua badan tata kelola tertinggi 122-
Chair of the Highest Governance 123,
Body 124-
126
GRI 2-12 Peran badan tata kelola tertinggi 133-
dalam mengawasi pengelolaan 136
dampak
Role of the highest governance
334 body in overseeing the
management of impacts
GRI 2-13 Pendelegasian tanggung jawab 137-
untuk mengelola dampak 141
Delegation of responsibility for
managing impacts
GRI 2-14 Peran badan tata kelola tertinggi 10-15,
dalan pelaporan keberlanjutan 118-
Role of the highest governance 119,
body in sustainability reporting 133-
136
GRI 2-15 Benturan kepentingan 124-
Conflict of Interest 126
GRI 2-16 Komunikasi hal-hal penting 291-
Communication of critical concerns 295
GRI 2-17 Pengetahuan kolektif dari badan 142-
tata kelola tertinggi 153
Collective knowledge of the highest
governance body
GRI 2-18 Evaluasi kinerja badan tata kelola 127
tertinggi
Evaluation of the performance of
the highest governance body
GRI 2-19 Kebijakan remunerasi 128-
Remuneration Policies 131
GRI 2-20 Proses untuk menentukan 128-
remunerasi 131
Process to determine remuneration
GRI 2-21 Rasio kompensasi total tahunan 128-
Annual Total Compensation Ratio 131
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 335
Yang Tidak Dicantumkan
That are Not Listed No. Rujukan
Standar
Indeks Isi
Persyaratan Sektor GRI
Standar GRI Pengungkapan Hal
Yang Tidak No.
GRI Standards Disclosure Page
Dicantumkan Alasan Penjelasan Reference
Content Index Standard
Requirements Reason Explanation
Which are Not Sector GRI
Listed
Strategi, Kebijakan dan Praktik
Strategy, Policies, and Practices
GRI 2-22 Pernyataan tentang strategi 28-41,
pembangunan berkelanjutan 109-
Statement on sustainable 111
development strategy
GRI 2-23 Komitmen kebijakan 56-61
Policy Commitments
GRI 2-24 Menanamkan komitmen kebijakan 56-61
Embedding Policy Commitments
GRI 2-25 Proses untuk memulihkan dampak 61-65
negatif
Processes to remediate negative
impacts
GRI 2-26 Mekanisme pemberian umpan 65,
balik/saran dan menyampaikan 291-
kekhawatiran 295,
Mechanisms for seeking advice and 327-
335
raising concerns 328
GRI 2-27 Kepatuhan terhadap hukum dan 291
peraturan
Compliance with Laws and
Regulations
GRI 2-28 Keanggotaan asosiasi 103-
Membership in Associations 104
Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
GRI 2-29 Pendekatan keterlibatan pemangku 160-
kepentingan 171
Approach to stakeholder
engagement
GRI 2-30 Perjanjian kerja bersama 261
Collective bargaining agreements
GRI 3: TOPIK GRI 3-1 Proses menentukan topik material 10-15
MATERIAL 2021 Process to determine material topics
GRI 3: MATERIAL
TOPICS 2021 GRI 3-2 Daftar topik material 10-15
List of Material Topics
GRI 3-3 Manajemen topik material 16-25
Management of Material Topics
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 336
Yang Tidak Dicantumkan
That are Not Listed No. Rujukan
Standar
Indeks Isi
Persyaratan Sektor GRI
Standar GRI Pengungkapan Hal
Yang Tidak No.
GRI Standards Disclosure Page
Dicantumkan Alasan Penjelasan Reference
Content Index Standard
Requirements Reason Explanation
Which are Not Sector GRI
Listed
TOPIK EKONOMI
ECONOMIC TOPICS
KINERJA EKONOMI
ECONOMIC PERFORMANCE
GRI 201: Kinerja GRI 201-1 Nilai ekonomi langsung yang 188-
Ekonomi 2016 dihasilkan dan didistribusikan 189
GRI 201: Direct Economic Value Generated
Economic and Distributed
Performance
2016 GRI 201-2 Implikasi finansial serta risiko dan 42-55
peluang lain akibat perubahan iklim
Financial implications and other
risks and opportunities due to
climate change
GRI 201-3 Kewajiban program pensiun 190-
manfaat pasti dan program pensiun 192
lainnya
Defined benefit plan obligations
and other retirement plans
336 GRI 201-4 Bantuan finansial yang diberikan 193
dari pemerintah
Financial assistance received from
government
ANTI KORUPSI
ANTI-CORRUPTION
GRI 205: Anti GRI 205-1 Operasi-operasi yang dinilai 204-
Korupsi 2016 memiliki risiko terkait korupsi 205
GRI 205: Anti- Operations assessed for risks
Corruption 2016 related to corruption
GRI 205-2 Komunikasi dan pelatihan tentang 205-
kebijakan dan prosedur anti 207
korupsi
Communication and training
about anti-corruption policies and
procedures
GRI 205-3 Insiden korupsi yang terbukti dan 207
tindakan yang diambil
Confirmed incidents of corruption
and actions taken
TOPIK LINGKUNGAN
ENVIRONMENTAL TOPICS
ENERGI
ENERGY
GRI 302: Energi GRI 302-1 Konsumsi energi di dalam organisasi 211-
2016 Energy Consumption Within the 214
Organization
GRI 302-2 Konsumsi energi di luar organisasi 211-
Energy Consumption Outside the 214
Organization
GRI 302-3 Intensitas energi 211-
Energy Intensity 214
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 337
Yang Tidak Dicantumkan
That are Not Listed No. Rujukan
Standar
Indeks Isi
Persyaratan Sektor GRI
Standar GRI Pengungkapan Hal
Yang Tidak No.
GRI Standards Disclosure Page
Dicantumkan Alasan Penjelasan Reference
Content Index Standard
Requirements Reason Explanation
Which are Not Sector GRI
Listed
GRI 302-4 Reduksi konsumsi energi 214-
Reduction of Energy Consumption 215
GRI 302-5 Pengurangan kebutuhan energi dari 211-
produk dan jasa 214
Reduction of Energy Demand from
Products and Services
EMISI
EMISSIONS
GRI 305: Emisi GRI 305-1 Emisi GRK Langsung (Cakupan 1) 226-
2016 Direct (Scope 1) GHG emissions 229
GRI 305:
Emissions 2016 GRI 305-2 Energi tidak langsung (Cakupan 2) 226-
Emisi GRK 229
Energy indirect (Scope 2) GHG
emissions
GRI 305-3 Emisi GRK (Cakupan 3) tidak 226-
langsung lainnya 229
Other indirect (Scope 3) GHG
emissions
337
GRI 305-4 Intensitas Emisi GRK 226-
GHG emissions intensity 229
GRI 305-5 Pengurangan emisi GRK 230-
Reduction of GHG emissions 237
GRI 305-6 Emisi zat perusak ozon (BPO) 238
Emissions of ozone-depleting
substances (ODS)
GRI 305-7 Nitrogen oksida (NOx), sulfur oksida 238-
(SOx), dan emisi udara signifikan 239
lainnya
Nitrogen oxides (NOx), sulfur oxides
(SOx), and other significant air
emissions
TOPIK SOSIAL
SOCIAL TOPICS
KESEHATAN DAN KESELAMATAN KERJA
OCCUPATIONAL HEALTH AND SAFETY
GRI 403: GRI 403-1 Sistem manajemen kesehatan dan 268- 14.16.2
Kesehatan dan keselamatan kerja 271
Keselamatan Occupational Health and Safety
Kerja 2018 Management System
GRI 403:
Occupational GRI Identifikasi bahaya, penilaian risiko, 268-
Health and 403-2 dan investigasi insiden 271
Safety 2018 Hazard Identification, Risk
Assessment, and Incident
Investigation
GRI Layanan kesehatan kerja 271-
403-3 Occupational Health Services 272
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
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Yang Tidak Dicantumkan
That are Not Listed No. Rujukan
Standar
Indeks Isi
Persyaratan Sektor GRI
Standar GRI Pengungkapan Hal
Yang Tidak No.
GRI Standards Disclosure Page
Dicantumkan Alasan Penjelasan Reference
Content Index Standard
Requirements Reason Explanation
Which are Not Sector GRI
Listed
GRI Partisipasi pekerja, konsultasi, dan 272-
403-4 komunikasi tentang kesehatan dan 274
keselamatan kerja
Worker participation, consultation,
and communication on
occupational health and safety
GRI Pelatihan pekerja tentang 274-
403-5 kesehatan dan keselamatan kerja 275
Worker training on occupational
health and safety
GRI Peningkatan kualitas kesehatan kerja 271-
403-6 Promotion of worker health 272
GRI Pencegahan dan mitigasi dampak- 268-
403-7 dampak keselamatan dan kesehatan 271
kerja yang secara langsung terkait
dengan hubungan bisnis
Prevention and mitigation of
occupational health and safety
impacts directly linked by business
338 relationships
GRI Pekerja yang tercakup dalam sistem 268-
403-8 manajemen keselamatan dan 271
kesehatan kerja
Workers covered by an occupational
health and safety management
system
GRI Kecelakaan kerja 275-
403-9 Work-related injuries 277
GRI 403- Penyakit akibat kerja 275-
10 Work-related ill health 277
PELATIHAN DAN PENDIDIKAN
TRAINING AND EDUCATION
GRI 404: GRI Rata-rata jam pelatihan per tahun 257-
Pelatihan dan 404-1 per karyawan 261
Pendidikan 2016 Average hours of training per year
GRI 404: Training per employee
and Education
2016 GRI Program untuk meningkatkan 257-
404-2 keterampilan karyawan dan 261
program bantuan peralihan
Programs for upgrading employee
skills and transition assistance
programs
GRI Persentase karyawan yang 257-
404-3 menerima tinjauan rutin terhadap 261
kinerja dan pengembangan karir
Percentage of employees receiving
regular performance and career
development reviews
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 339
Yang Tidak Dicantumkan
That are Not Listed No. Rujukan
Standar
Indeks Isi
Persyaratan Sektor GRI
Standar GRI Pengungkapan Hal
Yang Tidak No.
GRI Standards Disclosure Page
Dicantumkan Alasan Penjelasan Reference
Content Index Standard
Requirements Reason Explanation
Which are Not Sector GRI
Listed
MASYARAKAT LOKAL
LOCAL COMMUNITIES
GRI 413: GRI 413-1 Operasi dengan keterlibatan 278-
Masyarakat masyarakat lokal, penilaian 295
Lokal 2016 dampak, dan program
GRI 413: Local pengembangan
Communities Operations with local community
2016 engagement, impact assessments,
and development programs
GRI 413-2 Operasi organisasi yang memiliki 278-
dampak aktual atau potensi 280
dampak negatif dan signifikan
terhadap masyarakat setempat
Operations with significant actual
and potential negative impacts on
local communities
KESEHATAN DAN KESELAMATAN PELANGGAN
CUSTOMER HEALTH AND SAFETY
GRI 416:
Kesehatan dan
GRI 416-1 Penilaian dampak kesehatan dan 305-
339
keselamatan dari berbagai kategori 316
Keselamatan produk dan jasa
Pelanggan 2016 Assessment of the health and
GRI 416: safety impacts of product and
Customer Health service categories
and Safety 2016
GRI 416-2 Insiden ketidakpatuhan 305-
sehubungan dengan dampak 316
kesehatan dan keselamatan dari
produk dan jasa
Incidents of non-compliance
concerning the health and safety
impacts of products and services
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 340
Tautan Standar GRI dengan TPB
The Linkage of GRI Standards with SDGs
PT Jasa Marga (Persero) Tbk senantiasa berkomitmen PT Jasa Marga (Persero) Tbk remains committed to contributing
untuk memberikan kontribusi dalam pencapaian Tujuan to the achievement of the Sustainable Development Goals
Pembangunan Berkelanjutan (TPB)/Sustainable Development (SDGs). Jasa Marga’s support is reflected in the linkage
Goals (SDGs). Dukungan dilakukan oleh Jasa Marga tercermin between its programs/activities and the GRI Standards and
pada tautan tautan antara program/kegiatan yang dilakukan SDGs, in accordance with the SDG Compass guidelines issued
dengan GRI Standards dan SDGs, sesuai panduan SDG Compass by GRI, the United Nations Global Compact, and the World
yang diterbitkan oleh GRI, United Nations Global Compact, Business Council for Sustainable Development (WBCSD), as
dan World Business Council for Sustainable Development follows:
(WBCSD), sebagai berikut:
Relevansi
Tujuan GRI Standards Judul Indikator
Logo Disclosure
Objective Relevance of GRI Indicator Title
Standards
Mengakhiri kemiskinan dalam GRI 413: Masyarakat Lokal 413-2 Operasi yang secara aktual dan yang
segala bentuk di mana pun. 2016 berpotensi memiliki dampak negatif signifikan
End poverty in all its forms terhadap masyarakat lokal
everywhere GRI 413: Local Communities Operations with significant actual and potential
340 2016 negative impacts on local communities
Mengakhiri kelaparan, GRI 413: Masyarakat Lokal 413-2 Operasi yang secara aktual dan yang
mencapai ketahanan pangan, 2016 berpotensi memiliki dampak negatif signifikan
memperbaiki nutrisi dan terhadap masyarakat lokal
mempromosikan pertanian GRI 413: Local Communities Operations with significant actual and
yang berkelanjutan. 2016 potential negative impacts on local
End hunger, achieve food communities
security and improved nutrition
and promote sustainable
agriculture.
Menjamin kehidupan yang GRI 403: Kesehatan dan 403-6 Peningkatan kualitas kesehatan kerja
sehat dan mendorong Keselamatan Kerja 2018 Promotion of worker health
kesejahteraan bagi semua GRI 403: Occupational
orang di segala usia. 403-9 Kecelakaan kerja
Health and Safety 2018
Ensure healthy lives and Work-related injuries
promote well-being for all at
all ages 403-10 Penyakit akibat kerja
Work-related ill health
GRI 305: Emisi 2016 305-1 Emisi GRK Langsung (Cakupan 1)
GRI 305: Emissions 2016 Direct (Scope 1) GHG emissions
305-2 Energi tidak langsung (Cakupan 2) Emisi GRK
Energy indirect (Scope 2) GHG emissions
305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya
Other indirect (Scope 3) GHG emissions
305-6 Emisi zat perusak ozon (BPO)
Emissions of ozone-depleting substances (ODS)
305-7 Nitrogen oksida (NOx), sulfur oksida (SOx),
dan emisi udara signifikan lainnya
Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 341
Relevansi
Tujuan GRI Standards Judul Indikator
Logo Disclosure
Objective Relevance of GRI Indicator Title
Standards
Menjamin kualitas pendidikan GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
yang inklusif dan merata serta Pendidikan 2016
meningkatkan kesempatan
belajar sepanjang hayat untuk
semua pada tahun 2030.
Ensure inclusive and equitable GRI 404: Training and Average hours of training per year per employee
quality education and promote Education 2016
lifelong learning opportunities
for all in 2030.
Mencapai kesetaraan gender GRI 2: Pengungkapan Umum 2-9 Struktur dan komposisi tata kelola
dan memberdayakan semua 2021 Governance structure and composition
perempuan dan anak GRI 2: General Disclosures
perempuan. 2-10 Nominasi dan pemilihan badan tata kelola
2021
tertinggi
Achieve gender equality and
Nomination and selection of the highest
empower all women and girls.
governance body
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
Pendidikan 2016 Average hours of training per year per employee
GRI 404: Training and
Education 2016 404-3 Persentase karyawan yang menerima tinjauan
rutin terhadap kinerja dan pengembangan
karir
Percentage of employees receiving regular
performance and career development reviews
341
Memastikan masyarakat
mencapai akses universal air
bersih dan sanitasi.
Ensure availability and
sustainable management of
water and sanitation for all
Menjamin akses energi GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
yang terjangkau, andal, GRI 302: Energy 2016 Energy Consumption Within the Organization
berkelanjutan, dan modern
untuk semua lapisan 302-2 Konsumsi energi di luar organisasi
masyarakat. Energy Consumption Outside the Organization
Ensure access to affordable,
reliable, sustainable and 302-3 Intensitas energi
modern energy for all Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of Energy Consumption
302-5 Pengurangan kebutuhan energi dari produk
dan jasa
Reduction of Energy Demand from Products
and Services
Berusaha meningkatkan GRI 2: Pengungkapan Umum 2-7 Karyawan
pertumbuhan ekonomi yang 2021 Employees
inklusif dan berkelanjutan, GRI 2: General Disclosures
kesempatan kerja yang 2021 2-8 Pekerja yang bukan karyawan
produktif dan menyeluruh serta Workers who are not employees
pekerjaan yang layak untuk
semua. 2-30 Perjanjian kerja bersama
Promote sustained, inclusive Collective bargaining agreements
and sustainable economic
GRI 201: Kinerja Ekonomi 201-1 Nilai ekonomi langsung yang dihasilkan dan
growth, full and productive
2016 didistribusikan
employment and decent work
for all. GRI 201: Economic Direct Economic Value Generated and
Performance 2016 Distributed
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 342
Relevansi
Tujuan GRI Standards Judul Indikator
Logo Disclosure
Objective Relevance of GRI Indicator Title
Standards
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per
Pendidikan 2016 karyawan
GRI 404: Training and Average hours of training per year per
Education 2016 employee
404-2 Program untuk meningkatkan keterampilan
karyawan dan program bantuan peralihan
Programs for upgrading employee skills and
transition assistance programs
404-3 Persentase karyawan yang menerima tinjauan
rutin terhadap kinerja dan pengembangan karir
Percentage of employees receiving regular
performance and career development reviews
GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
GRI 302: Energy 2016 Energy Consumption Within the Organization
302-2 Konsumsi energi di luar organisasi
Energy Consumption Outside the Organization
302-3 Intensitas energi
Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of Energy Consumption
342 302-5 Pengurangan kebutuhan energi dari produk
dan jasa
Reduction of Energy Demand from Products
and Services
GRI 403: Kesehatan dan 403-1 Sistem manajemen kesehatan dan
Keselamatan Kerja 2018 keselamatan kerja
GRI 403: Occupational Occupational Health and Safety Management
Health and Safety 2018 System
403-2 Identifikasi bahaya, penilaian risiko, dan
investigasi insiden
Hazard Identification, Risk Assessment, and
Incident Investigation
403-3 Layanan kesehatan kerja
Occupational Health Services
403-4 Partisipasi pekerja, konsultasi, dan komunikasi
tentang kesehatan dan keselamatan kerja
Worker participation, consultation, and
communication on occupational health and
safety
403-5 Pelatihan pekerja tentang kesehatan dan
keselamatan kerja
Worker training on occupational health and
safety
403-7 Pencegahan dan mitigasi dampak-dampak
keselamatan dan kesehatan kerja yang secara
langsung terkait dengan hubungan bisnis
Prevention and mitigation of occupational
health and safety impacts directly linked by
business relationships
403-8 Pekerja yang tercakup dalam sistem
manajemen keselamatan dan kesehatan kerja
Workers covered by an occupational health
and safety management system
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 343
Relevansi
Tujuan GRI Standards Judul Indikator
Logo Disclosure
Objective Relevance of GRI Indicator Title
Standards
403-9 Kecelakaan kerja
Work-related injuries
403-10 Penyakit akibat kerja
Work-related ill health
Membangun infrastruktur yang GRI 201: Kinerja Ekonomi 2016 201-1 Nilai ekonomi langsung yang dihasilkan dan
tangguh, meningkatkan industri GRI 201: Economic didistribusikan
inklusif dan berkelanjutan, Performance 2016 Direct Economic Value Generated and
serta mendorong inovasi. Distributed
Build resilient infrastructure,
promote inclusive and
sustainable industrialization
and foster innovation
Mengurangi Kesenjangan Intra GRI 2: Pengungkapan Umum 2-7 Karyawan
dan Antar Negara 2021 Employees
Reduce inequality within and GRI 2: General Disclosures
among countries. 2021
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
Pendidikan 2016 Average hours of training per year per employee
GRI 404: Training and
404-3 Persentase karyawan yang menerima tinjauan
Education 2016
rutin terhadap kinerja dan pengembangan karir
Percentage of employees receiving regular
performance and career development reviews 343
Menjadikan kota dan
pemukiman inklusif, aman,
tangguh dan berkelanjutan
Make cities and human
settlements inclusive, safe,
resilient and sustainable.
Menjamin pola produksi dan GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
konsumsi yang bertanggung GRI 302: Energy 2016 Energy Consumption Within the Organization
jawab
Ensure sustainable 302-2 Konsumsi energi di luar organisasi
consumption and production Energy Consumption Outside the Organization
patterns.
302-3 Intensitas energi
Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of Energy Consumption
302-5 Pengurangan kebutuhan energi dari produk
dan jasa
Reduction of Energy Demand from Products
and Services
GRI 305: Emisi 2016 305-1 Emisi GRK Langsung (Cakupan 1)
GRI 305: Emissions 2016 Direct (Scope 1) GHG emissions
305-2 Energi tidak langsung (Cakupan 2) Emisi GRK
Energy indirect (Scope 2) GHG emissions
305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya
Other indirect (Scope 3) GHG emissions
305-6 Emisi zat perusak ozon (BPO)
Emissions of ozone-depleting substances (ODS)
305-7 Nitrogen oksida (NOx), sulfur oksida (SOx),
dan emisi udara signifikan lainnya
Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 344
Relevansi
Tujuan GRI Standards Judul Indikator
Logo Disclosure
Objective Relevance of GRI Indicator Title
Standards
Mengambil aksi segera untuk GRI 201: Kinerja Ekonomi 201-2 Implikasi finansial serta risiko dan peluang
memerangi perubahan iklim 2016 lain akibat perubahan iklim
dan dampaknya karena GRI 201: Economic Financial implications and other risks and
perubahan iklim adalah Performance 2016 opportunities due to climate change
tantangan global yang
memengaruhi setiap orang. GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
Take urgent action to combat GRI 302: Energy 2016 Energy Consumption Within the Organization
climate change and its impacts
is a global challenge that 302-2 Konsumsi energi di luar organisasi
affects everyone. Energy Consumption Outside the Organization
302-3 Intensitas energi
Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of Energy Consumption
302-5 Pengurangan kebutuhan energi dari produk
dan jasa
Reduction of Energy Demand from Products
and Services
GRI 305: Emisi 2016 305-1 Emisi GRK Langsung (Cakupan 1)
GRI 305: Emissions 2016 Direct (Scope 1) GHG emissions
305-2 Energi tidak langsung (Cakupan 2) Emisi GRK
Energy indirect (Scope 2) GHG emissions
344
305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya
Other indirect (Scope 3) GHG emissions
305-4 Intensitas Emisi GRK
GHG emissions intensity
305-5 Pengurangan emisi GRK
Reduction of GHG emissions
Melestarikan dan GRI 305: Emisi 2016 305-1 Emisi GRK Langsung (Cakupan 1)
memanfaatkan secara GRI 305: Emissions 2016 Direct (Scope 1) GHG emissions
berkelanjutan sumber daya
kelautan dan samudra untuk 305-2 Energi tidak langsung (Cakupan 2) Emisi GRK
pembangunan berkelanjutan Energy indirect (Scope 2) GHG emissions
Conserve and sustainably use
the oceans, seas and marine 305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya
resources for sustainable Other indirect (Scope 3) GHG emissions
development.
305-4 Intensitas Emisi GRK
GHG emissions intensity
305-5 Pengurangan emisi GRK
Reduction of GHG emissions
305-7 Nitrogen oksida (NOx), sulfur oksida (SOx),
dan emisi udara signifikan lainnya
Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 345
Relevansi
Tujuan GRI Standards Judul Indikator
Logo Disclosure
Objective Relevance of GRI Indicator Title
Standards
Melindungi, Merestorasi dan GRI 305: Emisi 2016 305-1 Emisi GRK Langsung (Cakupan 1)
Meningkatkan Pemanfaatan GRI 305: Emissions 2016 Direct (Scope 1) GHG emissions
Berkelanjutan Ekosistem
Daratan, Mengelola Hutan 305-2 Energi tidak langsung (Cakupan 2) Emisi GRK
Secara Lestari, Menghentikan Energy indirect (Scope 2) GHG emissions
Penggurunan, Memulihkan
Degradasi lahan, serta 305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya
Menghentikan Kehilangan Other indirect (Scope 3) GHG emissions
Keanekaragaman Hayati
305-4 Intensitas Emisi GRK
Protect, restore and promote
GHG emissions intensity
sustainable use of terrestrial
ecosystems, sustainably
305-5 Pengurangan emisi GRK
manage forests, combat
Reduction of GHG emissions
desertification, and halt and
reverse land degradation and 305-7 Nitrogen oksida (NOx), sulfur oksida (SOx),
halt biodiversity loss. dan emisi udara signifikan lainnya
Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions
Menguatkan Masyarakat yang GRI 2: Pengungkapan Umum 2-9 Struktur dan komposisi tata kelola
Inklusif dan Damai untuk 2021 Governance structure and composition
Pembangunan Berkelanjutan, GRI 2: General Disclosures
Menyediakan Akses Keadilan 2021 2-10 Nominasi dan pemilihan badan tata kelola
untuk Semua, dan Membangun tertinggi
Kelembagaan yang Efektif, Nomination and selection of the highest
Akuntabel, dan Inklusif di governance body
Semua Tingkatan 345
Promote peaceful and inclusive 2-11 Ketua badan tata kelola tertinggi
societies for sustainable Chair of the Highest Governance Body
development, provide access
2-12 Peran badan tata kelola tertinggi dalam
to justice for all and build
mengawasi pengelolaan dampak
effective, accountable and
Role of the highest governance body in
inclusive institutions at all
overseeing the management of impacts
levels.
2-15 Benturan kepentingan
Conflict of Interest
2-16 Komunikasi hal-hal penting
Communication of critical concerns
2-23 Komitmen kebijakan
Policy Commitments
2-25 Proses untuk memulihkan dampak negatif
Processes to remediate negative impacts
2-26 Mekanisme pemberian umpan balik/saran
dan menyampaikan kekhawatiran
Mechanisms for seeking advice and raising
concerns
2-29 Pendekatan keterlibatan pemangku
kepentingan
Approach to stakeholder engagement
GRI 205: Anti Korupsi 2016 205-1 Operasi-operasi yang dinilai memiliki risiko
GRI 205: Anti-Corruption terkait korupsi
2016 Operations assessed for risks related to
corruption
205-2 Komunikasi dan pelatihan tentang kebijakan
dan prosedur anti korupsi
Communication and training about anti-
corruption policies and procedures
205-3 Insiden korupsi yang terbukti dan tindakan
yang diambil
Confirmed incidents of corruption and actions
taken
PT Jasa Marga (Persero) Tbk 2025 Sustainability Report
Page 346
Relevansi
Tujuan GRI Standards Judul Indikator
Logo Disclosure
Objective Relevance of GRI Indicator Title
Standards
GRI 403: Kesehatan dan 403-4 Partisipasi pekerja, konsultasi, dan komunikasi
Keselamatan Kerja 2018 tentang kesehatan dan keselamatan kerja
GRI 403: Occupational Worker participation, consultation, and
Health and Safety 2018 communication on occupational health and
safety
403-9 Kecelakaan kerja
Work-related injuries
403-10 Penyakit akibat kerja
Work-related ill health
GRI 416: Kesehatan dan 416-2 Insiden ketidakpatuhan sehubungan dengan
Keselamatan Pelanggan dampak kesehatan dan keselamatan dari
2016 produk dan jasa
GRI 416: Customer Health Incidents of non-compliance concerning the
and Safety 2016 health and safety impacts of products and
services
Menguatkan Sarana
Pelaksanaan dan Merevitalisasi
Kemitraan Global untuk
Pembangunan Berkelanjutan
Strengthen the means of
implementation and revitalize
the Global Partnership for
346 Sustainable Development
Laporan Keberlanjutan 2025 PT Jasa Marga (Persero) Tbk
Page 347
2025 Laporan Keberlanjutan Sustainability Report PT Jasa Marga (Persero) Tbk Kantor Pusat Plaza Tol Taman Mini Indonesia Indah Jakarta, 13550 Indonesia Telp : +6221 841 3630, +6221 841 3526 Fax : +6221 841 3540 www.jasamarga.com @ptjasamarga @official_JSMR @official.jasamarga @official.jasamarga Official Jasa Marga @official.jasamarga
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Jasa Tbk.
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Marga (Persero) Tbk.
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Financial Services Authority
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PT Marga Sarana Jabar
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PT Jasamarga
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PT Cinere
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PT Marga Trans Nusantara
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PT Jasamarga Jogja
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PT Jasamarga Probolinggo
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PT Jasamarga Japek Selatan
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PT Jasamarga Akses
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PT Jasamarga Tollroad
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PT Jasamarga Tollroad Operator
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PT Jasamarga Tollroad Maintenance
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PT Jasamarga Related Business
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SHA
· Pemegang Saham
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PT Planning Group
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PT Jasamarga Maintenance
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PT Jasamarga Related Asset Group
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Kementerian Perhubungan
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Joint Decree
· Komisaris
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Social (Persero) Tbk.
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Construction Safety Management Marga (Persero) Tbk
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Menteri Pekerjaan Umum Republik
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PT JMTM
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DRAM
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Kementerian PUPR
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Kementerian Keuangan
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Ministry of Finance’s ESG Framework and Manual
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Milik Negara
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Milik
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Milik Negara dan Perusahaan Terbatas
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Milik Negara dan Perseroan Terbatas
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Menteri Pekerjaan Umum dan Perumahan
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Minister of Public Works and Public Rakyat
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Menteri Tenaga Kerja No. PER.
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Minister of Manpower Regulation No. PER.
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Environment Tbk.
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PT JMTO
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PT Jasa Marga Related Business.
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Ministry of State-Owned Enterprises Kementerian Lingkungan Hidup
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Ministry of Public Works and Housing
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Kementerian Tenaga Kerja
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Kementerian Komunikasi
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Ministry of Environment
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Ministry of Transportation
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Ministry of Manpower
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Ministry of Communication and Digital
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PT JTT
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PT JTT Informasi
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PT JMRB
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PT Jasamarga Manado Bitung Tabel Wilayah Operasional Selama
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PT Jasamarga Ngawi
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PT Jasamarga Pandaan Tol Subsidiary
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PT Jasamarga Surabaya
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PT Jasamarga Pandaan Entitas Anak
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PT Jasamarga Gempol Pasuruan
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Pengatur
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Kementerian Perhubungan. Pendapatan
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Ministry of Transportation. Toll
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PT Translingkar Kita Jaya
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PT Marga Lingkar
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PT Bogor Serpong Infra Selaras
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PT JTT. Entitas Anak
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PT Jasamarga Semarang Batang
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PT Jasamarga Solo Ngawi
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PT Jasamarga Surabaya Mojokerto
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